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
2019
Open to Public Inspection
A For the 2019 calendar year, or tax year beginning 01-01-2019 , and ending 12-31-2019
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 $ 48,220,994,960
F Name and address of principal officer:
GREGORY A ADAMS
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 13
4 Number of independent voting members of the governing body (Part VI, line 1b) ..... 4 12
5 Total number of individuals employed in calendar year 2019 (Part V, line 2a) ...... 5 87,092
6 Total number of volunteers (estimate if necessary) ............. 6 11,101
7a Total unrelated business revenue from Part VIII, column (C), line 12 ........ 7a 1,220,259
b Net unrelated business taxable income from Form 990-T, line 39 ......... 7b 0
Revenues Prior Year Current Year
8 Contributions and grants (Part VIII, line 1h) ......... 136,210,181 131,322,546
9 Program service revenue (Part VIII, line 2g) ......... 26,270,046,242 27,250,671,562
10 Investment income (Part VIII, column (A), lines 3, 4, and 7d ) .... 1,855,957,653 3,025,251,168
11 Other revenue (Part VIII, column (A), lines 5, 6d, 8c, 9c, 10c, and 11e) 35,436,930 37,535,661
12 Total revenue—add lines 8 through 11 (must equal Part VIII, column (A), line 12) 28,297,651,006 30,444,780,937
Expenses; 13 Grants and similar amounts paid (Part IX, column (A), lines 1–3 )... 133,361,309 435,125,101
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) 9,300,950,001 9,541,165,664
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).... 15,853,581,525 16,734,037,145
18 Total expenses. Add lines 13–17 (must equal Part IX, column (A), line 25) 25,287,892,835 26,710,327,910
19 Revenue less expenses. Subtract line 18 from line 12....... 3,009,758,171 3,734,453,027
Net Assets or Fund Balances; Beginning of Current Year End of Year
20 Total assets (Part X, line 16)............. 51,713,833,331 52,964,463,128
21 Total liabilities (Part X, line 26)............. 25,122,934,454 23,090,642,829
22 Net assets or fund balances. Subtract line 21 from line 20..... 26,590,898,877 29,873,820,299
Part II
Signature Block
Under penalties of perjury, I declare that I have examined this return, including accompanying schedules and statements, and to the best of my knowledge and belief, it is true, correct, and complete. Declaration of preparer (other than officer) is based on all information of which preparer has any knowledge.
Sign Here
JumboBullet
Signature of officer Date
JumboBullet
Type or print name and title
Paid Preparer Use Only
Print/Type preparer's name
Preparer's signature
Date
PTIN
Firm's name MediumBullet

Firm's EIN MediumBullet
Firm's address MediumBullet



Phone no.
May the IRS discuss this return with the preparer shown above? (see instructions) ..........
For Paperwork Reduction Act Notice, see the separate instructions.
Cat. No. 11282Y Form 990 (2019)
Form 990 (2019)
Page 2
Part III
Statement of Program Service Accomplishments
Check if Schedule O contains a response or note to any line in this Part III..............
1
Briefly describe the organization’s mission: TO PROVIDE HIGH-QUALITY, AFFORDABLE HEALTH CARE SERVICES TO IMPROVE THE HEALTH OF OUR MEMBERS AND THE COMMUNITIES WE SERVE.
2
Did the organization undertake any significant program services during the year which were not listed on
the prior Form 990 or 990-EZ? .....................
If "Yes," describe these new services on Schedule O.
3
Did the organization cease conducting, or make significant changes in how it conducts, any program
services? ...........................
If "Yes," describe these changes on Schedule O.
4
Describe the organization’s program service accomplishments for each of its three largest program services, as measured by expenses. Section 501(c)(3) and 501(c)(4) organizations are required to report the amount of grants and allocations to others, the total expenses, and revenue, if any, for each program service reported.
4a (Code:   ) (Expenses $ 22,699,339,371 including grants of $ 3,962,425 ) (Revenue $ 25,947,846,693 )
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 $ 1,819,607,679 including grants of $ 0 ) (Revenue $ 1,159,482,673 )
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 2019, 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 $ 321,188,439 including grants of $ 0 ) (Revenue $ 9,624,917 )
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 2019, THIS PROGRAM ASSISTED OVER 246,000 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. APPROXIMATELY, 15,000 PATIENTS WERE RECEIVING ACCESS TO COMPREHENSIVE HEALTH CARE THROUGH THESE PROGRAMS AT THE END OF 2019.
(Code:   ) (Expenses $ 776,504,561 including grants of $ 431,162,676 ) (Revenue $ 133,717,279 )
See part iii, line 4a-d description
4d Other program services (Describe in Schedule O.)
(Expenses $ 776,504,561 including grants of $ 431,162,676 ) (Revenue $ 133,717,279 )
4e Total program service expensesMediumBullet25,616,640,050
Form 990 (2019)
Form 990 (2019)
Page 3
Part IV
Checklist of Required Schedules
Yes
No
1
Is the organization described in section 501(c)(3) or 4947(a)(1) (other than a private foundation)? If "Yes," complete Schedule AClick to see attachment.....................
1
Yes
 
2
Is the organization required to complete Schedule B, Schedule of Contributors (see instructions)? Click to see attachment...
2
Yes
 
3
Did the organization engage in direct or indirect political campaign activities on behalf of or in opposition to candidates for public office? If "Yes," complete Schedule C, Part I.............
3
 
No
4
Section 501(c)(3) organizations. Did the organization engage in lobbying activities, or have a section 501(h) election in effect during the tax year? If "Yes," complete Schedule C, Part II.........
4
 
No
5
Is the organization a section 501(c)(4), 501(c)(5), or 501(c)(6) organization that receives membership dues, assessments, or similar amounts as defined in Revenue Procedure 98-19? If "Yes," complete Schedule C, Part III..
5
 
No
6
Did the organization maintain any donor advised funds or any similar funds or accounts for which donors have the right to provide advice on the distribution or investment of amounts in such funds or accounts? If "Yes," complete Schedule D, Part IClick to see attachment.........................
6
 
No
7
Did the organization receive or hold a conservation easement, including easements to preserve open space,
the environment, historic land areas, or historic structures? If "Yes," complete Schedule D, Part IIClick to see attachment....
7
 
No
8
Did the organization maintain collections of works of art, historical treasures, or other similar assets? If "Yes,"
complete Schedule D, Part IIIClick to see attachment..............
8
 
No
9
Did the organization report an amount in Part X, line 21 for escrow or custodial account liability; serve as a custodian for amounts not listed in Part X; or provide credit counseling, debt management, credit repair, or debt negotiation services? If "Yes," complete Schedule D, Part IVClick to see attachment..............
9
 
No
10
Did the organization, directly or through a related organization, hold assets in temporarily restricted endowments, permanent endowments, or quasi endowments? If "Yes," complete Schedule D, Part 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 XIIClick to see attachment......................
12a
 
No
b
Was the organization included in consolidated, independent audited financial statements for the tax year? If "Yes," and if the organization answered "No" to line 12a, then completing Schedule D, Parts XI and XII is optional Click to see attachment
12b
Yes
 
13
Is the organization a school described in section 170(b)(1)(A)(ii)? If "Yes," complete Schedule E
13
 
No
14a
Did the organization maintain an office, employees, or agents outside of the United States? .....
14a
 
No
b
Did the organization have aggregate revenues or expenses of more than $10,000 from grantmaking, fundraising, business, investment, and program service activities outside the United States, or aggregate foreign investments valued at $100,000 or more? If "Yes," complete Schedule F, Parts I and IV.........Click to see attachment
14b
Yes
 
15
Did the organization report on Part IX, column (A), line 3, more than $5,000 of grants or other assistance to or for any foreign organization? If “Yes,” complete Schedule F, Parts II and IV.....Click to see attachment
15
Yes
 
16
Did the organization report on Part IX, column (A), line 3, more than $5,000 of aggregate grants or other assistance to or for foreign individuals? If “Yes,” complete Schedule F, Parts III and IV...Click to see attachment
16
 
No
17
Did the organization report a total of more than $15,000 of expenses for professional fundraising services on Part IX, column (A), lines 6 and 11e? If "Yes," complete Schedule G, Part I(see instructions) ....
17
 
No
18
Did the organization report more than $15,000 total of fundraising event gross income and contributions on Part VIII, lines 1c and 8a? If "Yes," complete Schedule G, Part II............
18
 
No
19
Did the organization report more than $15,000 of gross income from gaming activities on Part VIII, line 9a? If "Yes," complete Schedule G, Part III...................
19
 
No
20a
Did the organization operate one or more hospital facilities? If "Yes," complete Schedule H....Click to see attachment
20a
Yes
 
b
If "Yes" to line 20a, did the organization attach a copy of its audited financial statements to this return? Click to see list of attachments
20b
Yes
 
21
Did the organization report more than $5,000 of grants or other assistance to any domestic organization or domestic government on Part IX, column (A), line 1? If “Yes,” complete Schedule I, Parts I and II.....Click to see attachment
21
Yes
 
Form 990 (2019)
Form 990 (2019)
Page 4
Part IV
Checklist of Required Schedules (continued)
Yes
No
22
Did the organization report more than $5,000 of grants or other assistance to or for domestic individuals on Part IX, column (A), line 2? If “Yes,” complete Schedule I, Parts I and III........Click to see attachment
22
Yes
 
23
Did the organization answer "Yes" to Part VII, Section A, line 3, 4, or 5 about compensation of the organization’s current and former officers, directors, trustees, key employees, and highest compensated employees? If "Yes," complete Schedule J....................... Click to see attachment
23
Yes
 
24a
Did the organization have a tax-exempt bond issue with an outstanding principal amount of more than $100,000 as of the last day of the year, that was issued after December 31, 2002? If “Yes,” answer lines 24b through 24d and complete Schedule K. If “No,” go to line 25a...............Click to see list of attachments
24a
Yes
 
b
Did the organization invest any proceeds of tax-exempt bonds beyond a temporary period exception?...
24b
Yes
 
c
Did the organization maintain an escrow account other than a refunding escrow at any time during the year
to defease any tax-exempt bonds? ...............
24c
 
No
d
Did the organization act as an "on behalf of" issuer for bonds outstanding at any time during the year?...
24d
 
No
25a
Section 501(c)(3), 501(c)(4), and 501(c)(29) organizations. Did the organization engage in an excess benefit transaction with a disqualified person during the year? If "Yes," complete Schedule L, Part I .... Click to see attachment
25a
 
No
b
Is the organization aware that it engaged in an excess benefit transaction with a disqualified person in a prior year, and that the transaction has not been reported on any of the organization’s prior Forms 990 or 990-EZ? If "Yes," complete Schedule L, Part I.......................Click to see attachment
25b
 
No
26
Did the organization report any amount on Part X, line 5 or 22 for receivables from or payables to any current or former officer, director, trustee, key employee, creator or founder, substantial contributor, or 35% controlled entity or family member of any of these persons? If "Yes," complete Schedule L, Part IIClick to see attachment...........
26
 
No
27
Did the organization provide a grant or other assistance to any current or former officer, director, trustee, key employee, creator or founder, substantial contributor, or employee thereof, a grant selection committee member, or to a 35% controlled entity (including an employee thereof) or family member of any of these persons?
If "Yes," complete
Schedule L, Part IIIClick to see attachment.........................
27
 
No
28
Was the organization a party to a business transaction with one of the following parties (see Schedule L, Part IV instructions for applicable filing thresholds, conditions, and exceptions):
a
A current or former officer, director, trustee, key employee, creator or founder, or substantial contributor? If "Yes," complete Schedule L, Part IV......................Click to see attachment
28a
 
No
b
A family member of any individual described in line 28a? If "Yes," complete Schedule L, Part IV.....Click to see attachment
28b
Yes
 
c
A 35% controlled entity of one or more individuals and/or organizations described in lines 28a or 28b? If "Yes," complete Schedule L, Part IV..................... 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
2,722
b
Enter the number of Forms W-2G included in line 1a. Enter -0- if not applicable .
1b
0
c
Did the organization comply with backup withholding rules for reportable payments to vendors and reportable gaming (gambling) winnings to prize winners? ..................
1c
Yes
 
Form 990 (2019)
Form 990 (2019)
Page 5
Part V
Statements Regarding Other IRS Filings and Tax Compliance (continued)
2a
Enter the number of employees reported on Form W-3, Transmittal of Wage and
Tax Statements, filed for the calendar year ending with or within the year covered by this return ..................
2a
87,092
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: MediumBulletBD , BR , CI , CH , CO , EZ , EG , GR , HK , HU
See instructions for filing requirements for FinCEN Form 114, Report of Foreign Bank and Financial Accounts (FBAR).
5a
Was the organization a party to a prohibited tax shelter transaction at any time during the tax year? ..
5a
 
No
b
Did any taxable party notify the organization that it was or is a party to a prohibited tax shelter transaction?
5b
 
No
c
If "Yes," to line 5a or 5b, did the organization file Form 8886-T? ............
5c
 
 
6a
Does the organization have annual gross receipts that are normally greater than $100,000, and did the organization solicit any contributions that were not tax deductible as charitable contributions? ...
6a
 
No
b
If "Yes," did the organization include with every solicitation an express statement that such contributions or gifts were not tax deductible? ......................
6b
 
 
7
Organizations that may receive deductible contributions under section 170(c).
a
Did the organization receive a payment in excess of $75 made partly as a contribution and partly for goods and services provided to the payor? ....................
7a
 
No
b
If "Yes," did the organization notify the donor of the value of the goods or services provided? .....
7b
 
 
c
Did the organization sell, exchange, or otherwise dispose of tangible personal property for which it was required to file Form 8282? .........................
7c
 
No
d
If "Yes," indicate the number of Forms 8282 filed during the year ....
7d
 
e
Did the organization receive any funds, directly or indirectly, to pay premiums on a personal benefit contract?
7e
 
No
f
Did the organization, during the year, pay premiums, directly or indirectly, on a personal benefit contract? ..
7f
 
No
g
If the organization received a contribution of qualified intellectual property, did the organization file Form 8899 as required? ......................
7g
 
 
h
If the organization received a contribution of cars, boats, airplanes, or other vehicles, did the organization file a Form 1098-C? ..........................
7h
 
 
8
Sponsoring organizations maintaining donor advised funds. Did a donor advised fund maintained by the sponsoring organization have excess business holdings at any time during the year? ........
8
 
 
9
Sponsoring organizations maintaining donor advised funds.
a
Did the sponsoring organization make any taxable distributions under section 4966?........
9a
 
 
b
Did the sponsoring organization make a distribution to a donor, donor advisor, or related person?...
9b
 
 
10
Section 501(c)(7) organizations. Enter:
a
Initiation fees and capital contributions included on Part VIII, line 12 ...
10a
 
b
Gross receipts, included on Form 990, Part VIII, line 12, for public use of club facilities
10b
 
11
Section 501(c)(12) organizations. Enter:
a
Gross income from members or shareholders .........
11a
 
b
Gross income from other sources (Do not net amounts due or paid to other sources against amounts due or received from them.) ..........
11b
 
12a
Section 4947(a)(1) non-exempt charitable trusts. Is the organization filing Form 990 in lieu of Form 1041?
12a
 
 
b
If "Yes," enter the amount of tax-exempt interest received or accrued during the year.
12b
 
13
Section 501(c)(29) qualified nonprofit health insurance issuers.
a
Is the organization licensed to issue qualified health plans in more than one state? .........
Note. See the instructions for additional information the organization must report on Schedule O.
13a
 
 
b
Enter the amount of reserves the organization is required to maintain by the states in which the organization is licensed to issue qualified health plans ....
13b
 
c
Enter the amount of reserves on hand ............
13c
 
14a
Did the organization receive any payments for indoor tanning services during the tax year?.....
14a
 
No
b
If "Yes," has it filed a Form 720 to report these payments? If "No," provide an explanation in Schedule O..
14b
 
 
15
Is the organization subject to the section 4960 tax on payment(s) of more than $1,000,000 in remuneration or excess parachute payment(s) during the year? ....................
If "Yes," see instructions and file Form 4720, Schedule N.
15
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 (2019)
Form 990 (2019)
Page 6
Part VI
Governance, Management, and Disclosure For each "Yes" response to lines 2 through 7b below, and for a "No" response to lines 8a, 8b, or 10b below, describe the circumstances, processes, or changes in Schedule O. See instructions.
Check if Schedule O contains a response or note to any line in this Part VI..............
Section A. Governing Body and Management
Yes
No
1a
Enter the number of voting members of the governing body at the end of the tax year
1a
13
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
12
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
Yes
 
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
 
No
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 (2019)
Form 990 (2019)
Page 7
Part VII
Compensation of Officers, Directors,Trustees, Key Employees, Highest Compensated Employees, and Independent Contractors
Check if Schedule O contains a response or note to any line in this Part VII..............
Section A. Officers, Directors, Trustees, Key Employees, and Highest Compensated Employees
1a Complete this table for all persons required to be listed. Report compensation for the calendar year ending with or within the organization’s tax year.
RoundBullet List all of the organization’s current officers, directors, trustees (whether individuals or organizations), regardless of amount
of compensation. Enter -0- in columns (D), (E), and (F) if no compensation was paid.

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

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

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

See instructions for the order in which to list the persons above.
Check this box if neither the organization nor any related organization compensated any current officer, director, or trustee.
(A)
Name and title 		(B)
Average hours per week (list any hours for related organizations below dotted line) 		(C)
Position (do not check more than one box, unless person is both an officer and a director/trustee) 		(D)
Reportable compensation from the organization (W-2/1099-MISC) 		(E)
Reportable compensation from related organizations (W-2/1099-MISC) 		(F)
Estimated amount of other compensation from the organization and related organizations
Individual Trustee or Director; Institutional Trustee; OfficerInd; Key Employee; Highest compensated employee; FormerOfcrDirectorTrusteeInd;
(1) Bernard Tyson......................................................................
Chairman & CEO
 15.0
.................
35.0 		X   X       0 16,114,729 19,364,810
(2) Kathryn Lancaster......................................................................
EVP & CFO
 14.5
.................
35.5 		    X       0 6,221,959 498,376
(3) Gregory Adams......................................................................
Chairman & CEO
 14.9
.................
35.1 		X   X       0 5,505,365 707,892
(4) Arthur Southam......................................................................
EVP, Health Plan Operations
 5.0
.................
45.0 		    X       0 5,331,038 506,745
(5) Richard Daniels......................................................................
EVP, Chief Information Officer
 25.0
.................
25.0 		    X       0 2,586,247 1,372,683
(6) Julie Miller-Phipps......................................................................
Region President - SCAL
 24.5
.................
25.5 		    X       0 2,265,177 1,411,757
(7) Janet Liang......................................................................
Regional President - NCAL
 25.0
.................
25.0 		    X       0 2,155,864 1,386,842
(8) Kimberly Horn......................................................................
Regional President - MAS
 5.0
.................
45.0 		    X       0 1,607,411 1,896,063
(9) Patrick Courneya......................................................................
EVP, Chief Medical Officer
 22.0
.................
28.0 		    X       0 1,751,323 1,238,244
(10) Charles Columbus......................................................................
SVP, Chief HR Officer
 25.0
.................
25.0 		    X       0 2,568,164 192,629
(11) Mark Zemelman......................................................................
SVP, General Counsel & Secy
 17.0
.................
33.0 		    X       0 2,074,271 328,680
(12) Wade Overgaard......................................................................
SVP, Health Plan Ops - CA
 10.0
.................
40.0 		    X       0 1,826,621 415,863
(13) Paul Swenson......................................................................
SVP, Chief Strategy Officer
 5.0
.................
45.0 		    X       0 1,943,187 155,186
(14) Kathryn Beiser......................................................................
SVP Chf Communications Officer
 4.5
.................
45.5 		    X       0 1,567,330 478,464
(15) Chuck Bevilacqua......................................................................
SVP, Health Plan Svc & Admin
 10.0
.................
40.0 		    X       0 1,664,238 376,489
(16) Ruth Williams-Brinkley......................................................................
Region President - NW
 25.0
.................
25.0 		    X       0 1,571,747 415,575
(17) James Simpson......................................................................
Region President - GA
 5.0
.................
45.0 		    X       0 1,647,644 322,345
Form 990 (2019)
Form 990 (2019)
Page 8
Part VII
Section A. Officers, Directors, Trustees, Key Employees, and Highest Compensated Employees (continued)
(A)
Name and title 		(B)
Average hours per week (list any hours for related organizations below dotted line) 		(C)
Position (do not check more than one box, unless person is both an officer and a director/trustee) 		(D)
Reportable compensation from the organization (W-2/1099-MISC) 		(E)
Reportable compensation from related organizations (W-2/1099-MISC) 		(F)
Estimated amount of other compensation from the organization and related organizations
Individual Trustee or Director; Institutional Trustee; OfficerInd; Key Employee; Highest compensated employee; FormerOfcrDirectorTrusteeInd;
(18) George Disalvo........................................................................
SVP, CFO - SCAL
 25.0
.......................25.0 		      X     0 1,646,585 242,502
(19) Susan Mullaney........................................................................
Region President - WA
 5.0
.......................45.0 		    X       0 1,152,270 671,616
(20) Anthony Barrueta........................................................................
SVP, Government Relations
 24.5
.......................25.5 		    X       0 1,277,566 456,601
(21) Donald Orndoff........................................................................
SVP, NFS
 14.0
.......................36.0 		    X       0 1,556,215 176,921
(22) Michael Rowe........................................................................
SVP, Chf Bus Dev & Strat Exec
 10.0
.......................40.0 		          X 0 1,420,058 292,114
(23) Diane Comer........................................................................
SVP, Business Info Officer
 50.0
.......................0.0 		        X   0 1,477,242 201,858
(24) Roland Lyon........................................................................
SVP, Natl Del System Strategy
 0.0
.......................50.0 		          X 0 1,259,869 319,706
(25) Vita Willett........................................................................
SVP, Area Manager - Riverside
 50.0
.......................0.0 		        X   0 1,151,198 413,692
(26) Michael Sutten........................................................................
SVP Info Technology & CTO
 50.0
.......................0.0 		        X   0 1,454,365 96,278
(27) Michael Ramseier........................................................................
Region President - Colorado
 5.0
.......................45.0 		    X       0 1,251,141 262,203
(28) Thomas Hanenburg........................................................................
SVP, Chief Operating Officer
 25.0
.......................25.0 		      X     0 1,248,508 255,713
(29) Kathleen Scheirman........................................................................
SVP, IT Operations
 50.0
.......................0.0 		        X   0 1,295,367 173,530
(30) Jeffrey Collins........................................................................
SVP,Health Plan &Hospital Opns
 50.0
.......................0.0 		      X     0 1,251,808 187,418
(31) Arlene Peasnall........................................................................
Interim SVP, Chief HR Officer
 25.0
.......................25.0 		    X       0 1,091,088 347,414
(32) Thomas Meier........................................................................
SVP, Corporate Treasurer
 18.0
.......................32.0 		    X       0 1,177,748 260,343
(33) Ron Groepper........................................................................
SVP, Area Manager - Greater SF
 50.0
.......................0.0 		        X   0 1,234,432 157,553
(34) Mark Costa........................................................................
SVP, Area Manager Large
 50.0
.......................0.0 		      X     0 1,160,768 200,992
(35) William Caswell........................................................................
SVP, Operations
 50.0
.......................0.0 		      X     0 1,144,707 212,272
(36) Chandrika Bhalla........................................................................
SVP, CFO - NCAL
 25.0
.......................25.0 		      X     0 1,040,064 305,846
(37) Corwin Harper........................................................................
SVP, Area Mgr - Central Valley
 50.0
.......................0.0 		      X     0 1,106,277 227,261
(38) Laurel Junk........................................................................
SVP, Enterprise Shared Svcs
 10.0
.......................40.0 		    X       0 1,039,388 282,228
(39) Vanessa Benavides........................................................................
SVP,Chf Compliance & Priv. Off
 20.0
.......................30.0 		    X       0 1,058,543 257,086
(40) Bechara Choucair........................................................................
SVP, Chief Cmty Health Officer
 25.0
.......................25.0 		    X       0 983,868 326,601
(41) Janet O'Hollaren........................................................................
VP, COO
 0.0
.......................50.0 		          X 0 799,487 510,108
(42) Colleen Mckeown........................................................................
SVP, Area Manager Large
 50.0
.......................0.0 		      X     0 947,021 347,486
(43) Christine Robisch........................................................................
SVP,Operations-Op Strat &Impln
 50.0
.......................0.0 		      X     0 884,891 406,646
(44) Elizabeth Finley........................................................................
SVP, Area Manager - San Diego
 50.0
.......................0.0 		      X     0 776,896 410,614
(45) Ronald Vance........................................................................
Interim Regional President -HI
 20.0
.......................30.0 		    X       0 1,186,875 0
(46) Greg Christian........................................................................
SVP, Area Mgr - San Bernadino
 50.0
.......................0.0 		      X     0 859,365 323,456
(47) Christopher Boyd........................................................................
SVP, Area Manager Large
 50.0
.......................0.0 		      X     0 1,000,194 168,385
(48) Alfonse Upshaw........................................................................
SVP,Corporate Controller & CAO
 15.0
.......................35.0 		    X       0 948,792 200,172
(49) Tami Lamp........................................................................
SVP, Chief HR Officer
 25.0
.......................25.0 		    X       0 1,111,557 25,770
(50) Lesley Wille........................................................................
SVP, Operations
 50.0
.......................0.0 		      X     0 788,885 327,744
(51) Patricia Harvey........................................................................
SVP, Qlty, Reg, & Clinical Ops
 50.0
.......................0.0 		      X     0 744,071 293,376
(52) David Underriner........................................................................
Region President - HI
 25.0
.......................25.0 		    X       0 987,719 19,237
(53) Michelle Gaskill........................................................................
SVP,Health Plan &Hospital Opns
 50.0
.......................0.0 		      X     0 828,997 171,410
(54) John Yamamoto........................................................................
Assistant Secretary
 25.0
.......................25.0 		          X 0 657,242 337,340
(55) Philip Young Jr........................................................................
Assistant Secretary
 25.0
.......................25.0 		    X       0 606,595 273,517
(56) Gerald A Mccall........................................................................
SVP, Operations
 50.0
.......................0.0 		      X     0 817,677 25,008
(57) Max Villalobos........................................................................
COO - North County
 50.0
.......................0.0 		          X 0 507,734 297,992
(58) Matthew Weber........................................................................
Assistant Secretary
 25.0
.......................25.0 		    X       0 549,146 209,093
(59) Hong-Sze Yu........................................................................
VP, Brd & Corp Gov & Asst Secy
 13.5
.......................36.5 		    X       0 383,934 286,903
(60) Frank Richardson........................................................................
Assistant Secretary - HI
 25.0
.......................25.0 		    X       0 384,859 230,842
(61) Kristin Bear........................................................................
Assistant Secretary
 17.0
.......................33.0 		    X       0 369,075 214,980
(62) Cesar Villalpando........................................................................
SVP, Enterprise Shared Svcs
 0.0
.......................0.0 		          X 0 211,698 268,565
(63) Bernice Gould........................................................................
Assistant Secretary
 20.5
.......................29.5 		    X       0 234,945 198,256
(64) Judith Coffey........................................................................
SVP, Area Manager Group - NCAL
 50.0
.......................0.0 		      X     0 353,140 71,494
(65) Deborah Friberg........................................................................
Bus Planning & Corp Dev't Exec
 0.0
.......................50.0 		          X 0 302,967 120,193
(66) Rochelle Roth........................................................................
Assistant Secretary
 14.0
.......................36.0 		          X 0 225,154 146,499
(67) Margaret E Porfido J........................................................................
Director
 2.0
.......................4.0 		X           0 301,762 -23,196
(68) Edward YW Pei........................................................................
Director
 3.0
.......................4.5 		X           0 252,531 19,000
(69) Cynthia A Telles PHD........................................................................
Director
 3.2
.......................6.5 		X           0 270,608 -6,498
(70) Leslie S Heisz........................................................................
Director
 2.0
.......................3.0 		X           0 253,287 8,494
(71) Judith A Johansen JD........................................................................
Director
 3.0
.......................6.0 		X           0 272,875 -13,027
(72) Regina M Benjamin MD........................................................................
Director
 3.0
.......................5.5 		X           0 219,168 36,843
(73) Ramon F Baez........................................................................
Director
 2.0
.......................3.9 		X           0 250,030 1,555
(74) Maryann Bodayle........................................................................
Assistant Secretary
 22.0
.......................28.0 		    X       0 177,929 69,541
(75) Richard P Shannon MD........................................................................
Director
 2.0
.......................3.5 		X           0 235,500 8,391
(76) David J Barger........................................................................
Director
 3.5
.......................6.5 		X           0 227,000 4,554
(77) David F Hoffmeister........................................................................
Director
 4.0
.......................5.5 		X           0 234,880 -3,793
(78) Jeffrey E Epstein........................................................................
Director
 3.0
.......................5.5 		X           0 251,395 -26,164
(79) A Eugene Washington........................................................................
Director
 3.0
.......................4.0 		X           0 232,045 -8,669
(80) Raymond Baxter........................................................................
SVP, CB Research & Hlth Policy
 0.0
.......................0.0 		          X 0 115,609 39,447
(81) Mary Ann Barnes........................................................................
Region President - HI
 0.0
.......................0.0 		          X 0 153,060 0
(82) Daniel Garcia........................................................................
SVP, Chief Compliance Officer
 0.0
.......................0.0 		          X 0 58,564 0
(83) Kim J Kaiser........................................................................
Director
 0.0
.......................0.5 		          X 0 39,460 0
(84) William Graber........................................................................
Director
 0.0
.......................0.0 		          X 0 10,284 0
1b Sub-Total................MediumBullet
c Total from continuation sheets to Part VII, Section A....MediumBullet
d Total (add lines 1b and 1c)...........MediumBullet 0 69,343,318 33,843,653
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 MediumBullet35,822
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 435,701,040
ROSE INTERNATIONAL INC,
16305 SWINGLEY RIDGE RD STE 350
CHESTERFIELD,MO63017 		STAFFING SERVICES 433,657,992
COGNIZANT TECHNOLOGY SOLUTIONS,
500 FRANK W BURR BLVD
TEANECK,NJ07666 		DIGITAL TECHNOLOGY 167,309,620
BLACKSTONE CONSULTING INC,
11726 SAN VICENTE BLVD
LOS ANGELES,CA90049 		CONSULTING SERVICES 165,374,851
ORACLE AMERICA INC,
500 ORACLE PKWY
REDWOOD SHORES,CA94085 		CONSULTING SERVICES 119,925,667
2
Total number of independent contractors (including but not limited to those listed above) who received more than $100,000 of compensation from the organization MediumBullet315
Form 990 (2019)
Form 990 (2019)
Page 9
Part VIII
Statement of Revenue
Check if Schedule O contains a response or note to any line in this Part VIII.............
(A)
Total revenue 		(B)
Related or
exempt
function
revenue 		(C)
Unrelated
business
revenue 		(D)
Revenue
excluded from
tax under sections
512 - 514
Contributions, Gifts, GrantAmt and OtherAmt Similar Amounts 1a Federated campaigns..1a  
b Membership dues..1b  
c Fundraising events..1c 0
d Related organizations1d 0
e Government grants (contributions)1e 110,148,632
f All other contributions, gifts, grants, and similar amounts not included above1f 21,173,914
g Noncash contributions included in lines 1a - 1f:$ 1g 0
h Total. Add lines 1a-1f.......MediumBullet 131,322,546
Program Service RevenueAmt Business Code
2a HOSPITAL SERV REV 622110 22,993,152,035 22,993,152,035 0 0
b NON-PLAN & IND REV 622110 913,459,220 913,459,220 0 0
c OTHR PRGM SERV REV 622110 2,896,880,729 2,894,757,433 2,123,296 0
d MEDICARE PAYMENTS 622110 447,179,578 447,179,578 0 0
e
f All other program service revenue.        
g Total. Add lines 2a–2f .....MediumBullet 27,250,671,562
OtherAmtRevenueAmt 3 Investment income (including dividends, interest, and othersimilar amounts) ......MediumBullet 1,775,084,932   -3,955,724 1,779,040,656
4 Income from investment of tax-exempt bond proceedsMediumBullet 0      
5 Royalties...........MediumBullet 0      
(ii) Personal (i) Real
6a Gross rents   2,379,723 6a
b Less: rental expenses     6b
c Rental income or (loss) 0 2,379,723 6c
d Net rental income or (loss).......MediumBullet 2,379,723     2,379,723
(ii) Other (i) Securities
7a Gross amount from sales of assets other than inventory 2,199,058 19,024,181,201 7a
b Less: cost or other basis and sales expenses 5,820,970 17,770,393,053 7b
c Gain or (loss) -3,621,912 1,253,788,148 7c
d Net gain or (loss).........MediumBullet 1,250,166,236     1,250,166,236
8a Gross income from fundraising events (not including $   of contributions reported on line 1c). See Part IV, line 18 ....
8a 0
b Less: direct expenses ... 8b 0
c Net income or (loss) from fundraising events..MediumBullet 0    
9a Gross income from gaming activities.
See Part IV, line 19 ...
9a 0
b Less: direct expenses ... 9b 0
c Net income or (loss) from gaming activities..MediumBullet 0      
10a Gross sales of inventory, less
returns and allowances ..
10a 0
b Less: cost of goods sold .. 10b 0
c Net income or (loss) from sales of inventory..MediumBullet 0      
Business Code Miscellaneous Revenue
11a CAFETERIA 722310 23,725,837 0   23,725,837
b PARKING GARAGES 812930 8,798,705 0 421,291 8,377,414
c KP VENTURES 900099 2,631,396 0 2,631,396 0
d All other revenue ....        
e Total. Add lines 11a–11d ...... MediumBullet 35,155,938
12 Total revenue. See instructions.....MediumBullet 30,444,780,937 27,248,548,266 1,220,259 3,063,689,866
Form 990 (2019)
Form 990 (2019)
Page 10
Part IX
Statement of Functional Expenses
Section 501(c)(3) and 501(c)(4) organizations must complete all columns. All other organizations must complete column (A).Check if Schedule O contains a response or note to any line in this Part IX..............
Do not include amounts reported on lines 6b,
7b, 8b, 9b, and 10b of Part VIII. 		(A)
Total expenses 		(B)
Program service expenses 		(C)
Management and general expenses 		(D)
Fundraising
expenses
1 Grants and other assistance to domestic organizations and domestic governments. See Part IV, line 21 .... 433,926,623 433,926,623
2 Grants and other assistance to domestic individuals. See Part IV, line 22 ........... 1,158,000 1,158,000
3 Grants and other assistance to foreign organizations, foreign governments, and foreign individuals. See Part IV, lines 15 and 16. ............. 40,478 40,478
4 Benefits paid to or for members ....... 0  
5 Compensation of current officers, directors, trustees, and key employees ........... 0      
6 Compensation not included above, to disqualified persons (as defined under section 4958(f)(1)) and persons described in section 4958(c)(3)(B) ......... 582,599 550,920 31,679  
7 Other salaries and wages........ 6,916,822,506 6,540,722,168 376,100,338 0
8 Pension plan accruals and contributions (include section 401(k) and 403(b) employer contributions) .... 876,588,696 828,924,425 47,664,271 0
9 Other employee benefits ....... 1,262,955,249 1,194,282,402 68,672,847 0
10 Payroll taxes ........... 484,216,614 457,887,468 26,329,146 0
11 Fees for services (non-employees):        
a Management ...... 0      
b Legal ......... 471,974 0 471,974 0
c Accounting ........... 3,969,739 0 3,969,739 0
d Lobbying ........... 0      
e Professional fundraising services. See Part IV, line 17 0  
f Investment management fees ...... 90,731,752 0 90,731,752 0
g Other (If line 11g amount exceeds 10% of line 25, column (A) amount, list line 11g expenses on Schedule O) 0      
12 Advertising and promotion .... 5,685,847   5,685,847 0
13 Office expenses ....... 421,138,110 398,238,840 22,899,270 0
14 Information technology ...... 1,166,219,926 1,102,807,036 63,412,890 0
15 Royalties .. 0      
16 Occupancy ........... 456,392,957 431,576,714 24,816,243 0
17 Travel ............ 17,817,531 16,848,708 968,823 0
18 Payments of travel or entertainment expenses for any federal, state, or local public officials . 0      
19 Conferences, conventions, and meetings .... 16,274,009   16,274,009 0
20 Interest ........... 994,608,540 940,526,972 54,081,568 0
21 Payments to affiliates ....... 0      
22 Depreciation, depletion, and amortization .. 1,017,733,997 962,394,988 55,339,009 0
23 Insurance ... 70,813,130 66,962,685 3,850,445 0
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 4,605,291,647 4,605,291,647 0 0
b BASIC CONTRACTUAL PAYMENTS 3,593,064,090 3,593,064,090 0 0
c MEDICAL & OTHER SUPPLIES 2,548,883,277 2,410,288,444 138,594,833 0
d PURCHASED NON-MEDICAL SVC 626,901,986 592,814,361 34,087,625 0
e All other expenses 1,098,038,633 1,038,333,081 59,705,552  
25 Total functional expenses. Add lines 1 through 24e 26,710,327,910 25,616,640,050 1,093,687,860 0
26 Joint costs. Complete this line only if the organization reported in column (B) joint costs from a combined educational campaign and fundraising solicitation. Check here MediumBullet if following SOP 98-2 (ASC 958-720).        
Form 990 (2019)
Form 990 (2019)
Page 11
Part X
Balance Sheet
Check if Schedule O contains a response or note to any line in this Part IX..............
(A)
Beginning of year 		(B)
End of year
Assets 1 Cash–non-interest-bearing ........ 318,017,493 1 519,270,127
2 Savings and temporary cash investments ......... 0 2 0
3 Pledges and grants receivable, net ...... 0 3 0
4 Accounts receivable, net ............. 533,652,487 4 527,150,692
5 Loans and other payables to any current or former officer, director, trustee, key employee, creator or founder, substantial contributor, or 35% controlled entity or family member of any of these persons .......
0 5 0
6 Loans and other receivables from other disqualified persons (as defined under section 4958(f)(1)), and persons described in section 4958(c)(3)(B) ...
0 6 0
7 Notes and loans receivable, net ........... 2,812,474,736 7 2,838,084,045
8 Inventories for sale or use ............ 473,052,659 8 514,691,337
9 Prepaid expenses and deferred charges ...... 719,234,877 9 637,129,017
10a Land, buildings, and equipment: cost or other basis. Complete Part VI of Schedule D 10a 38,745,834,388
b Less: accumulated depreciation 10b 20,680,109,112 17,858,613,936 10c 18,065,725,276
11 Investments—publicly traded securities . 19,215,262,848 11 18,462,356,061
12 Investments—other securities. See Part IV, line 11 ..... 8,636,049,253 12 9,773,569,998
13 Investments—program-related. See Part IV, line 11 .. 0 13 0
14 Intangible assets ............... 0 14 0
15 Other assets. See Part IV, line 11 ........... 1,147,475,042 15 1,626,486,575
16 Total assets. Add lines 1 through 15 (must equal line 33)... 51,713,833,331 16 52,964,463,128
Liabilities 17 Accounts payable and accrued expenses ..... 3,234,469,783 17 3,422,091,586
18 Grants payable ... 0 18 0
19 Deferred revenue ......... 313,288,761 19 248,756,704
20 Tax-exempt bond liabilities ......... 6,117,070,000 20 5,257,410,000
21 Escrow or custodial account liability. Complete Part IV of Schedule D 0 21 0
22 Loans and other payables to any current or former officer, director, trustee, key employee, creator or founder, substantial contributor, or 35% controlled entity or family member of any of these persons .........
0 22 0
23 Secured mortgages and notes payable to unrelated third parties .. 0 23 0
24 Unsecured notes and loans payable to unrelated third parties .. 0 24 0
25 Other liabilities (including federal income tax, payables to related third parties, and other liabilities not included on lines 17 - 24). Complete Part X of Schedule D 15,458,105,910 25 14,162,384,539
26 Total liabilities. Add lines 17 through 25.. 25,122,934,454 26 23,090,642,829
Net Assets or Fund Balance Organizations that follow FASB ASC 958, check here MediumBullet and complete lines 27, 28, 32, and 33.
27 Net assets without donor restrictions ..........   27  
28 Net assets with donor restrictions ...........   28  
Organizations that do not follow FASB ASC 958, check here MediumBullet and complete lines 29 through 33.
29 Capital stock or trust principal, or current funds ..... 0 29 0
30 Paid-in or capital surplus, or land, building or equipment fund ... 56,982,009 30 52,869,875
31 Retained earnings, endowment, accumulated income, or other funds 26,533,916,868 31 29,820,950,424
32 Total net assets or fund balances ........... 26,590,898,877 32 29,873,820,299
33 Total liabilities and net assets/fund balances ........ 51,713,833,331 33 52,964,463,128
Form 990 (2019)
Form 990 (2019)
Page 12
Part XI
Reconcilliation of Net Assets
Check if Schedule O contains a response or note to any line in this Part XI..............
1
Total revenue (must equal Part VIII, column (A), line 12) ............
1
30,444,780,937
2
Total expenses (must equal Part IX, column (A), line 25) ............
2
26,710,327,910
3
Revenue less expenses. Subtract line 2 from line 1 ..............
3
3,734,453,027
4
Net assets or fund balances at beginning of year (must equal Part X, line 32, column (A)) ..
4
26,590,898,877
5
Net unrealized gains (losses) on investments ...............
5
-986,296,263
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
534,764,658
10
Net assets or fund balances at end of year. Combine lines 3 through 9 (must equal Part X, line 32, column (B))
10
29,873,820,299
Part XII
Financial Statements and Reporting
Check if Schedule O contains a response or note to any line in this Part XII.............
Yes
No
1
Accounting method used to prepare the Form 990:  
If the organization changed its method of accounting from a prior year or checked "Other," explain in
Schedule O.
2a
Were the organization’s financial statements compiled or reviewed by an independent accountant?
2a
 
No
If ‘Yes,’ check a box below to indicate whether the financial statements for the year were compiled or reviewed on a separate basis, consolidated basis, or both:
b
Were the organization’s financial statements audited by an independent accountant?
2b
Yes
 
If ‘Yes,’ check a box below to indicate whether the financial statements for the year were audited on a separate basis, consolidated basis, or both:
c
If "Yes," to line 2a or 2b, does the organization have a committee that assumes responsibility for oversight of the audit, review, or compilation of its financial statements and selection of an independent accountant?
2c
Yes
 
If the organization changed either its oversight process or selection process during the tax year, explain in Schedule O.
3a
As a result of a federal award, was the organization required to undergo an audit or audits as set forth in the Single Audit Act and OMB Circular A-133?
3a
Yes
 
b
If "Yes," did the organization undergo the required audit or audits? If the organization did not undergo the required audit or audits, explain why in Schedule O and describe any steps taken to undergo such audits.
3b
Yes
 
Form 990 (2019)
Form 990 (2019)
Additional Data


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

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

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

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

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

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

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

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

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

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


Additional Data


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

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

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






Form 990-PF




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

$ RESTRICTED


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

$  


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

$  


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

$  


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

$  


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

$  


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

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

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

Additional Data


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

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

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

Yes
No
(i) Unrelated organizations .................
3a(i)
 
 
(ii) Related organizations .................
3a(ii)
 
 
b
If "Yes" on 3a(ii), are the related organizations listed as required on Schedule R? .........
3b
 
 
4
Describe in Part XIII the intended uses of the organization's endowment funds.
Part VI
Land, Buildings, and Equipment.
Complete if the organization answered "Yes" on Form 990, Part IV, line 11a. See Form 990, Part X, line 10.
Description of property (a) Cost or other basis
(investment) 		(b) Cost or other basis (other) (c) Accumulated depreciation (d) Book value
1a Land .....   1,050,846,363 1,050,846,363
b Buildings ....   25,090,237,247 12,368,085,848 12,722,151,399
c Leasehold improvements   335,857,857 238,558,375 97,299,482
d Equipment ....   3,767,128,900 3,083,815,675 683,313,225
e Other .....   8,501,764,021 4,989,649,214 3,512,114,807
Total. Add lines 1a through 1e. (Column (d) must equal Form 990, Part X, column (B), line 10(c).)..SchDMdBullet 18,065,725,276
Schedule D (Form 990) 2019

Schedule D (Form 990) 2019
Page 3
Part VII
Investments—Other Securities.
Complete if the organization answered "Yes" on Form 990, Part IV, line 11b. See Form 990, Part X, line 12.
(a) Description of security or category
(including name of security)		 (b) Book value (c) Method of valuation:
Cost or end-of-year market value
(1) Financial derivatives.........    
(2) Closely-held equity interests........    
(3) Other
(A) ABSOLUTE RETURN FUNDS		 2,272,560,910 F

(B) PRIVATE EQUITY FUNDS		 6,563,522,865 F

(C) RISK PARITY FUNDS		 937,486,223 F
(D)
(E)
(F)
(G)
(H)
(I)
Total. (Column (b) must equal Form 990, Part X, col. (B) line 12.)Small Bullet 9,773,569,998
Part VIII
Investments—Program Related. Complete if the organization answered 'Yes' on Form 990, Part IV, line 11c. See Form 990, Part X, line 13.
(a) Description of investment (b) Book value (c) Method of valuation:
Cost or end-of-year market value
(2)
(3)
(4)
(5)
(6)
(7)
(8)
(9)
(10)
Total. (Column (b) must equal Form 990, Part X, col.(B) line 13.)Small Bullet  
Part IX
Other Assets.
Complete if the organization answered 'Yes' on Form 990, Part IV, line 11d. See Form 990, Part X, line 15.
(a) Description (b) Book value
(2)
(3)
(4)
(5)
(6)
(7)
(8)
(9)
(10)
Total. (Column (b) must equal Form 990, Part X, col.(B) line 15.)...........Small Bullet  
Part X
Other Liabilities.
Complete if the organization answered 'Yes' on Form 990, Part IV, line 11e or 11f. See Form 990, Part X, line 25.
1.(a) Description of liability (b) Book value
(1) Federal income taxes 0
Total. (Column (b) must equal Form 990, Part X, col.(B) line 25.)Small Bullet 14,162,384,539
2. Liability for uncertain tax positions. In Part XIII, provide the text of the footnote to the organization's financial statements that reports the organization's liability for uncertain tax positions under FIN 48 (ASC 740). Check here if the text of the footnote has been provided in Part XIII
Schedule D (Form 990) 2019

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


Additional Data


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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
2019
Open to Public Inspection
Name of the organization
KAISER FOUNDATION HOSPITALS
 
Employer identification number

94-1105628
Part I
General Information on Activities Outside the United States. Complete if the organization answered "Yes" on Form 990, Part IV, line 14b.
1
For grantmakers. Does the organization maintain records to substantiate the amount of its grants and
other assistance, the grantees’ eligibility for the grants or assistance, and the selection criteria used
to award the grants or assistance? . . . . . . . . . . . . . . . . . . . . . . . . .
2
For grantmakers. Describe in Part V the organization’s procedures for monitoring the use of its grants and other assistance outside the United States.
3
Activites per Region. (The following Part I, line 3 table can be duplicated if additional space is needed.)
(a) Region (b) Number of offices in the region (c) Number of employees, agents, and independent contractors in the region (d) Activities conducted in region (by type) (such as, fundraising, program services, investments, grants to recipients located in the region) (e) If activity listed in (d) is a program service, describe specific type of
service(s) in the region		 (f) Total expenditures
for and investments
in the region
South America     Investments   198,358,000
East Asia and the Pacific     Investments   312,547,000
Europe (Including Iceland and Greenland)     Investments   444,262,000
Russia and the Newly Independent States     Investments   2,362,000
Middle East and North Africa     Investments   23,623,000
South Asia     Investments   2,486,000
Sub-Saharan Africa     Investments   1,437,000
Central America and the Caribbean     Investments   6,124,469,000
           
           
           
           
           
           
           
           
           
3a Sub-total ....     7,109,544,000
b Total from continuation sheets to Part I ...      
c Totals (add lines 3a and 3b)     7,109,544,000
For Paperwork Reduction Act Notice, see the Instructions for Form 990.Cat. No. 50082W Schedule F (Form 990) 2019
Schedule F (Form 990) 2019
Page 2
Part II
Grants and Other Assistance to Organizations or Entities Outside the United States. Complete if the organization answered "Yes" on Form 990, Part IV, line 15, for any recipient who received more than $5,000. Part II can be duplicated if additional space is needed.
1 (a) Name of organization (b) IRS code section
and EIN (if applicable)		 (c) Region (d) Purpose of
grant 		(e) Amount of
cash grant 		(f) Manner of
cash
disbursement 		(g) Amount
of noncash
assistance 		(h) Description
of noncash
assistance 		(i) Method of
valuation
(book, FMV,
appraisal, other)
North America Research 20,303        
North America Research 20,175        
             
             
             
             
             
             
             
             
             
             
             
             
             
             
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
2
3 Enter total number of other organizations or entities .......................MediumBullet
 
Schedule F (Form 990) 2019
Schedule F (Form 990) 2019Page 3
Part III
Grants and Other Assistance to Individuals Outside the United States. Complete if the organization answered "Yes" on Form 990, Part IV, line 16.
Part III can be duplicated if additional space is needed.
(a) Type of grant or assistance (b) Region (c) Number of recipients (d) Amount of
cash grant 		(e) Manner of cash
disbursement 		(f) Amount of
noncash
assistance 		(g) Description
of noncash
assistance 		(h) Method of
valuation
(book, FMV,
appraisal, other)
               
               
               
               
               
               
               
               
               
               
               
               
               
               
               
               
               
               
Schedule F (Form 990) 2019
Schedule F (Form 990) 2019
Page 4
Part IV
Foreign Forms
1 Was the organization a U.S. transferor of property to a foreign corporation during the tax year? If "Yes," the organization may be required to file Form 926, Return by a U.S. Transferor of Property to a Foreign Corporation (see Instructions for Form 926). . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2 Did the organization have an interest in a foreign trust during the tax year? If "Yes," the organization may be required to separately file Form 3520, Annual Return to Report Transactions with Foreign Trusts and Receipt of Certain Foreign Gifts, and/or Form 3520-A, Annual Information Return of Foreign Trust With a U.S. Owner (see Instructions for Forms 3520 and 3520-A; don't file with Form 990). . . . . . . . . . . . . . . . . . . . . . . .
3 Did the organization have an ownership interest in a foreign corporation during the tax year? If "Yes," the organization may be required to file Form 5471, Information Return of U.S. Persons with Respect to Certain Foreign Corporations. (see Instructions for Form 5471). . . . . . . . . . . . . . . . . . . . . . . . . . . .
4 Was the organization a direct or indirect shareholder of a passive foreign investment company or a qualified electing fund during the tax year? If “Yes,” the organization may be required to file Form 8621, Information Return by a Shareholder of a Passive Foreign Investment Company or Qualified Electing Fund. (see Instructions for Form 8621) .
5 Did the organization have an ownership interest in a foreign partnership during the tax year? If "Yes," the organization may be required to file Form 8865, Return of U.S. Persons with Respect to Certain Foreign Partnerships (see Instructions for Form 8865). . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
6 Did the organization have any operations in or related to any boycotting countries during the tax year? If "Yes," the organization may be required to separately file Form 5713, International Boycott Report (see Instructions for Form 5713; don't file with Form 990).. . . . . . . . . . . . . . . . . . . . . . . . . . . .
Schedule F (Form 990) 2019
Schedule F (Form 990) 2019
Page 5
Part V
Supplemental Information
Provide the information required by Part I, line 2 (monitoring of funds); Part I, line 3, column (f) (accounting method; amounts of investments vs. expenditures per region); Part II, line 1 (accounting method); Part III (accounting method); and Part III, column (c) (estimated number of recipients), as applicable. Also complete this part to provide any additional information. See instructions.
ReturnReference Explanation
   
   
   
   
   
   
   
   
   
   
   
   
   
   
   
   
   
   
   
   
   
   
Schedule F (Form 990) 2019
Additional Data


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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
2019
Open to Public Inspection
Name of the organization
KAISER FOUNDATION HOSPITALS
 
Employer identification number

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

4

Yes

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

5a

Yes

 
b
If "Yes," did the organization's financial assistance expenses exceed the budgeted amount? . . . . . .
5b
Yes
 
c
If "Yes" to line 5b, as a result of budget considerations, was the organization unable to provide free or discountedcare to a patient who was eligibile for free or discounted care? . . . . . . . . . . . . .
5c
 
No
6a
Did the organization prepare a community benefit report during the tax year? . . . . . . . . .
6a
Yes
 
b
If "Yes," did the organization make it available to the public? . . . . . . . . . . . . .
6b
Yes
 
Complete the following table using the worksheets provided in the Schedule H instructions. Do not submit these worksheets with the Schedule H.
7
Financial Assistance and Certain Other Community Benefits at Cost
Financial Assistance and
Means-Tested
Government Programs
 (a) Number of activities or programs (optional) (b) Persons served (optional) (c) Total community benefit expense (d) Direct offsetting revenue (e) Net community benefit expense (f) Percent of total expense
a Financial Assistance at cost
(from Worksheet 1) . . . 		    321,188,440 9,624,918 311,563,522 1.170 %
b Medicaid (from Worksheet 3, column a) . . . . .     1,815,901,650 1,157,859,172 658,042,478 2.460 %
c Costs of other means-tested government programs (from Worksheet 3, column b) . .     3,706,029 1,623,501 2,082,528 0.010 %
d Total Financial Assistance and Means-Tested Government Programs . . . . .     2,140,796,119 1,169,107,591 971,688,528 3.640 %
Other Benefits
e Community health improvement services and community benefit operations (from Worksheet 4).     51,157,924 0 51,157,924 0.190 %
f Health professions education (from Worksheet 5) . . .     143,825,469 23,282,995 120,542,474 0.450 %
g Subsidized health services (from Worksheet 6) . . . .     0 0 0 0 %
h Research (from Worksheet 7) .     150,507,493 110,434,284 40,073,209 0.150 %
i Cash and in-kind contributions for community benefit (from Worksheet 8) . . . .     431,320,265 0 431,320,265 1.610 %
j Total. Other Benefits . .     776,811,151 133,717,279 643,093,872 2.410 %
k Total. Add lines 7d and 7j .     2,917,607,270 1,302,824,870 1,614,782,400 6.050 %
For Paperwork Reduction Act Notice, see the Instructions for Form 990. Cat. No. 50192T Schedule H (Form 990) 2019
Schedule H (Form 990) 2019
Page
Part II
Community Building Activities Complete this table if the organization conducted any community building activities during the tax year, and describe in Part VI how its community building activities promoted the health of the communities it serves.
(a) Number of activities or programs (optional) (b) Persons served (optional) (c) Total community building expense (d) Direct offsetting
revenue 		(e) Net community building expense (f) Percent of total expense
1 Physical improvements and housing            
2 Economic development            
3 Community support            
4 Environmental improvements            
5 Leadership development and
training for community members		            
6 Coalition building            
7 Community health improvement advocacy            
8 Workforce development            
9 Other            
10 Total            
Part III
Bad Debt, Medicare, & Collection Practices
Section A. Bad Debt Expense
Yes
No
1
Did the organization report bad debt expense in accordance with Healthcare Financial Management Association Statement No. 15? ..........................
1
Yes
 
2
Enter the amount of the organization's bad debt expense. Explain in Part VI the methodology used by the organization to estimate this amount. ......
2
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
384,011,808
6
Enter Medicare allowable costs of care relating to payments on line 5.....
6
477,603,444
7
Subtract line 6 from line 5. This is the surplus (or shortfall)........
7
-93,591,636
8
Describe in Part VI the extent to which any shortfall reported in line 7 should be treated as community benefit.Also describe in Part VI the costing methodology or source used to determine the amount reported on line 6.Check the box that describes the method used:
Section C. Collection Practices
9a
Did the organization have a written debt collection policy during the tax year? ..........
9a
Yes
 
b
If "Yes," did the organization’s collection policy that applied to the largest number of its patients during the tax year
contain provisions on the collection practices to be followed for patients who are known to qualify for financial assistance? Describe in Part VI .........................

9b

Yes

 
Part IV
Management Companies and Joint Ventures(owned 10% or more by officers, directors, trustees, key employees, and physicians—see instructions)
(a) Name of entity (b) Description of primary
activity of entity 		(c) Organization's
profit % or stock
ownership % 		(d) Officers, directors,
trustees, or key
employees' profit %
or stock ownership % 		(e) Physicians'
profit % or stock
ownership %
1
2
3
4
5
6
7
8
9
10
11
12
13
Schedule H (Form 990) 2019
Schedule H (Form 990) 2019
Page
Part VFacility Information
Section A. Hospital Facilities
(list in order of size from largest to smallest—see instructions)How many hospital facilities did the organization operate during the tax year?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 FOUNDATION HOSPITAL- ROSEVILLE
1600 Eureka Rd
Roseville,CA95661
http://www.kp.org
550001681 		X X   X   X X     B
3 KAISER FOUNDATION HOSPITAL - FONTANA
9961 SIERRA AVE
FONTANA,CA92335
http://www.kp.org
240000159 		X X   X   X X     A
4 KAISER FDN HOSPITAL - SANTA CLARA
700 LAWRENCE EXPRESSWAY
SANTA CLARA,CA95051
http://www.kp.org
070000661 		X X   X   X X     A
5 KAISER FOUNDATION HOSPITAL - OAKLAND
275 W MACARTHUR BLVD
OAKLAND,CA94611
http://www.kp.org
140000052 		X X   X   X X     A
6 KAISER FDN HOSP - SUNNYSIDE MED CTR
10180 SOUTHEAST SUNNYSIDE RD
CLACKAMAS,OR97105
http://www.kp.org
1073 		X X   X     X     F
7 KAISER FOUNDATION HOSPITAL - DOWNEY
9333 IMPERIAL HIGHWAY
DOWNEY,CA90242
http://www.kp.org
930000078 		X X   X   X X     A
8 MAUI MEMORIAL MEDICAL CENTER
221 Mahalani Street
Wailuku,HI96793
mauihealthsystem.org
3-H 		X X         X     E
9 KAISER FDN HOSPITAL - SD (Clairemont)
9455 CLAIREMOMT MESA BLVD
SAN DIEGO,CA92123
http://www.kp.org
080000062 		X X   X   X X     C
10 KAISER FDN HOSPITAL- SOUTH SACRAMENTO
6600 BRUCEVILLE RD
SOUTH SACRAMENTO,CA95823
http://www.kp.org
030000228 		X X   X   X X     A
11 KAISER FDN HOSPITAL - SAN FRANCISCO
2425 GEARY BLVD
SAN FRANCISCO,CA94115
http://www.kp.org
220000188 		X X   X   X X     A
12 KAISER FOUNDATION HOSPITAL - HONOLULU
3288 MOANALUA RD
HONOLULU,HI96819
http://www.kp.org
OHCA#31-H 		X X   X     X     G
13 KAISER FOUNDATION HOSPITAL - ANAHEIM
3440 E LA PALMA AVE
ANAHEIM,CA92806
http://www.kp.org
060000091 		X X   X   X X     C
14 KAISER FOUNDATION HOSPITAL - VALLEJO
975 SERENO DR
VALLEJO,CA94589
http://www.kp.org
110000026 		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 FDN HOSPITAL - WALNUT CREEK
1425 S MAIN ST
WALNUT CREEK,CA94596
http://www.kp.org
140000290 		X X   X   X X     A
17 KAISER FDN HOSPITAL - SAN LEANDRO
2500 MERCED ST
SAN LEANDRO,CA94577
http://www.kp.org
550002678 		X X   X   X X     A
18 KAISER FOUNDATION HOSPITAL- RIVERSIDE
10800 MAGNOLIA AVE
RIVERSIDE,CA92505
http://www.kp.org
250000327 		X X   X   X X     A
19 KAISER FOUNDATION HOSPITAL - MODESTO
4601 DALE RD
MODESTO,CA95356
http://www.kp.org
030000393 		X X   X   X X     D
20 KAISER FOUNDATION HOSPITAL - SAN JOSE
250 HOSPITAL PARKWAY
SAN JOSE,CA95119
http://www.kp.org
070000117 		X X   X   X X     A
21 KAISER FOUNDATION HOSPITAL - ONTARIO
2295 S VINEYARD AVE
ONTARIO,CA91761
http://www.kp.org
240000159 		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 FOUNDATION HOSPITAL - IRVINE
6640 ALTON PARKWAY
IRVINE,CA92618
http://www.kp.org
060000091 		X X   X   X X     C
24 KAISER FDN HOSPITAL - BALDWIN PARK
1011 BALDWIN PARK BLVD
BALDWIN PARK,CA91706
http://www.kp.org
930000920 		X X   X   X X     D
25 KAISER FDN HOSPITAL- SAN DIEGO(ZION)
4647 ZION AVE
SAN DIEGO,CA92120
http://www.kp.org
0800062 		X X   X   X X     C
26 KAISER FDN HOSPITAL - SANTA ROSA
401 BICENTENNIAL WAY
SANTA ROSA,CA95403
http://www.kp.org
110000213 		X X   X   X X     A
27 KAISER FDN HOSPITAL - W LOS ANGELES
6041 CADILLAC AVE
LOS ANGELES,CA90034
http://www.kp.org
930000081 		X X   X   X X     C
28 KAISER FDN HOSPITAL - PANORAMA CITY
13652 CANTARA ST
PANORAMA CITY,CA91402
http://www.kp.org
930000080 		X X   X   X X     C
29 KAISER FOUNDATION HOSPITAL - FRESNO
7300 N FRESNO ST
FRESNO,CA93720
http://www.kp.org
040000384 		X X   X   X X     A
30 KAISER FDN HOSPITAL - REDWOOD CITY
1100 VETERANS BLVD
REDWOOD CITY,CA94063
http://www.kp.org
220000021 		X X   X   X X     A
31 KAISER FDN HOSPITAL - WOODLAND HILLS
5601 DE SOTO AVE
WOODLAND HILLS,CA91367
http://www.kp.org
930000358 		X X   X   X X     C
32 KAISER WESTSIDE MEDICAL CENTER
2875 NW STUCKI ROAD
HILLSBORO,OR97124
http://www.kp.org
14-1472 		X X   X     X     F
33 KAISER FOUNDATION HOSPITAL- VACAVILLE
1 QUALITY DR
VACAVILLE,CA95688
http://www.kp.org
550001207 		X X   X   X X     A
34 KAISER FOUNDATION HOSPITAL - ANTIOCH
4501 SAND CREEK RD
ANTIOCH,CA94531
http://www.kp.org
550000614 		X X   X   X X     A
35 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
36 KAISER FDN HOSPITAL - SAN RAFAEL
99 MONTECILLO RD
SAN RAFAEL,CA94903
http://www.kp.org
110000357 		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     A
39 KAISER FOUNDATION HOSPITAL - RICHMOND
901 NEVIN ST
RICHMOND,CA94801
http://www.kp.org
140000052 		X X   X   X X     A
40 KAISER FOUNDATION HOSPITAL - MANTECA
1777 W YOSEMITE AVE
MANTECA,CA95336
http://www.kp.org
030000393 		X X   X   X X     A
41 KULA HOSPITAL
100 Keokea Place
Kula,HI96790
mauihealthsystem.org
25-H 		X X     X   X     E
42 LANAI COMMUNITY HOSPITAL
628 SEVENTH STREET
LANAI CITY,HI96763
mauihealthsystem.org
28-H 		X X     X   X     E
Schedule H (Form 990) 2019
Schedule H (Form 990) 2019
Page 4
Part VFacility Information (continued)

Section B. Facility Policies and Practices

(Complete a separate Section B for each of the hospital facilities or facility reporting groups listed in Part V, Section A)
A-26 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 19
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 20
10 Is the hospital facility's most recently adopted implementation strategy posted on a website?......... 10 Yes  
a If "Yes" (list url): http://www.kp.org/chna
b If "No," is the hospital facility’s most recently adopted implementation strategy attached to this return? ...... 10b    
11 Describe in Section C how the hospital facility is addressing the significant needs identified in its most recently conducted CHNA and any such needs that are not being addressed together with the reasons why such needs are not being addressed.
12a Did the organization incur an excise tax under section 4959 for the hospital facility's failure to conduct a CHNA as required by section 501(r)(3)?............................... 12a   No
b If "Yes" on line 12a, did the organization file Form 4720 to report the section 4959 excise tax?........ 12b    
c If "Yes" on line 12b, what is the total amount of section 4959 excise tax the organization reported on Form 4720 for all of its hospital facilities? $  

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

Financial Assistance Policy (FAP)
A-26 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) 2019
Schedule H (Form 990) 2019
Page 6
Part VFacility Information (continued)

Billing and Collections
A-26 Facilities - See Part V Sec C
Name of hospital facility or letter of facility reporting group  
Yes No
17 Did the hospital facility have in place during the tax year a separate billing and collections policy, or a written financial assistance policy (FAP) that explained all of the actions the hospital facility or other authorized party may take upon nonpayment?.................................. 17 Yes  
18 Check all of the following actions against an individual that were permitted under the hospital facility's policies during the tax year before making reasonable efforts to determine the individual’s eligibility under the facility’s FAP:
a
b
c
d
e
f
19 Did the hospital facility or other authorized party perform any of the following actions during the tax year before making reasonable efforts to determine the individual’s eligibility under the facility’s FAP?............ 19   No
If "Yes," check all actions in which the hospital facility or a third party engaged:
a
b
c
d
e
20 Indicate which efforts the hospital facility or other authorized party made before initiating any of the actions listed (whether or not checked) in line 19. (check all that apply):
a
b
c
d
e
f
Policy Relating to Emergency Medical Care
21 Did the hospital facility have in place during the tax year a written policy relating to emergency medical care that required the hospital facility to provide, without discrimination, care for emergency medical conditions to individuals regardless of their eligibility under the hospital facility’s financial assistance policy?.................. 21 Yes  
If "No," indicate why:
a
b
c
d
Schedule H (Form 990) 2019
Schedule H (Form 990) 2019
Page 7
Part VFacility Information (continued)

Charges to Individuals Eligible for Assistance Under the FAP (FAP-Eligible Individuals)
A-26 Facilities - See Part V Sec C
Name of hospital facility or letter of facility reporting group  
Yes No
22 Indicate how the hospital facility determined, during the tax year, the maximum amounts that can be charged to FAP-eligible individuals for emergency or other medically necessary care.
a
b
c
d
23 During the tax year, did the hospital facility charge any FAP-eligible individual to whom the hospital facility provided emergency or other medically necessary services more than the amounts generally billed to individuals who had insurance covering such care? ............................... 23   No
If "Yes," explain in Section C.
24 During the tax year, did the hospital facility charge any FAP-eligible individual an amount equal to the gross charge for any service provided to that individual? ........................... 24   No
If "Yes," explain in Section C.
Schedule H (Form 990) 2019
Schedule H (Form 990) 2019
Page 4
Part VFacility Information (continued)

Section B. Facility Policies and Practices

(Complete a separate Section B for each of the hospital facilities or facility reporting groups listed in Part V, Section A)
B-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 19
5 In conducting its most recent CHNA, did the hospital facility take into account input from persons who represent the broad interests of the community served by the hospital facility, including those with special knowledge of or expertise in public health? If "Yes," describe in Section C how the hospital facility took into account input from persons who represent the community, and identify the persons the hospital facility consulted ................. 5 Yes  
6 a Was the hospital facility’s CHNA conducted with one or more other hospital facilities? If "Yes," list the other hospital facilities in Section C.................................. 6a   No
b Was the hospital facility’s CHNA conducted with one or more organizations other than hospital facilities?” If “Yes,” list the other organizations in Section C. ............................ 6b   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 20
10 Is the hospital facility's most recently adopted implementation strategy posted on a website?......... 10 Yes  
a If "Yes" (list url): http://www.kp.org/chna
b If "No," is the hospital facility’s most recently adopted implementation strategy attached to this return? ...... 10b    
11 Describe in Section C how the hospital facility is addressing the significant needs identified in its most recently conducted CHNA and any such needs that are not being addressed together with the reasons why such needs are not being addressed.
12a Did the organization incur an excise tax under section 4959 for the hospital facility's failure to conduct a CHNA as required by section 501(r)(3)?............................... 12a   No
b If "Yes" on line 12a, did the organization file Form 4720 to report the section 4959 excise tax?........ 12b    
c If "Yes" on line 12b, what is the total amount of section 4959 excise tax the organization reported on Form 4720 for all of its hospital facilities? $  

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

Financial Assistance Policy (FAP)
B-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) 2019
Schedule H (Form 990) 2019
Page 6
Part VFacility Information (continued)

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

Charges to Individuals Eligible for Assistance Under the FAP (FAP-Eligible Individuals)
B-1 FACILITY - SEE PART V SEC C
Name of hospital facility or letter of facility reporting group  
Yes No
22 Indicate how the hospital facility determined, during the tax year, the maximum amounts that can be charged to FAP-eligible individuals for emergency or other medically necessary care.
a
b
c
d
23 During the tax year, did the hospital facility charge any FAP-eligible individual to whom the hospital facility provided emergency or other medically necessary services more than the amounts generally billed to individuals who had insurance covering such care? ............................... 23   No
If "Yes," explain in Section C.
24 During the tax year, did the hospital facility charge any FAP-eligible individual an amount equal to the gross charge for any service provided to that individual? ........................... 24   No
If "Yes," explain in Section C.
Schedule H (Form 990) 2019
Schedule H (Form 990) 2019
Page 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-7 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 19
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 20
10 Is the hospital facility's most recently adopted implementation strategy posted on a website?......... 10 Yes  
a If "Yes" (list url): http://www.kp.org/chna
b If "No," is the hospital facility’s most recently adopted implementation strategy attached to this return? ...... 10b    
11 Describe in Section C how the hospital facility is addressing the significant needs identified in its most recently conducted CHNA and any such needs that are not being addressed together with the reasons why such needs are not being addressed.
12a Did the organization incur an excise tax under section 4959 for the hospital facility's failure to conduct a CHNA as required by section 501(r)(3)?............................... 12a   No
b If "Yes" on line 12a, did the organization file Form 4720 to report the section 4959 excise tax?........ 12b    
c If "Yes" on line 12b, what is the total amount of section 4959 excise tax the organization reported on Form 4720 for all of its hospital facilities? $  

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

Financial Assistance Policy (FAP)
C-7 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) 2019
Schedule H (Form 990) 2019
Page 6
Part VFacility Information (continued)

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

Charges to Individuals Eligible for Assistance Under the FAP (FAP-Eligible Individuals)
C-7 Facilities - See Part V Sec C
Name of hospital facility or letter of facility reporting group  
Yes No
22 Indicate how the hospital facility determined, during the tax year, the maximum amounts that can be charged to FAP-eligible individuals for emergency or other medically necessary care.
a
b
c
d
23 During the tax year, did the hospital facility charge any FAP-eligible individual to whom the hospital facility provided emergency or other medically necessary services more than the amounts generally billed to individuals who had insurance covering such care? ............................... 23   No
If "Yes," explain in Section C.
24 During the tax year, did the hospital facility charge any FAP-eligible individual an amount equal to the gross charge for any service provided to that individual? ........................... 24   No
If "Yes," explain in Section C.
Schedule H (Form 990) 2019
Schedule H (Form 990) 2019
Page 4
Part VFacility Information (continued)

Section B. Facility Policies and Practices

(Complete a separate Section B for each of the hospital facilities or facility reporting groups listed in Part V, Section A)
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 19
5 In conducting its most recent CHNA, did the hospital facility take into account input from persons who represent the broad interests of the community served by the hospital facility, including those with special knowledge of or expertise in public health? If "Yes," describe in Section C how the hospital facility took into account input from persons who represent the community, and identify the persons the hospital facility consulted ................. 5 Yes  
6 a Was the hospital facility’s CHNA conducted with one or more other hospital facilities? If "Yes," list the other hospital facilities in Section C.................................. 6a   No
b Was the hospital facility’s CHNA conducted with one or more organizations other than hospital facilities?” If “Yes,” list the other organizations in Section C. ............................ 6b Yes  
7 Did the hospital facility make its CHNA report widely available to the public?.............. 7 Yes  
If "Yes," indicate how the CHNA report was made widely available (check all that apply):
a
b
c
d
8 Did the hospital facility adopt an implementation strategy to meet the significant community health needs
identified through its most recently conducted CHNA? If "No," skip to line 11. .............. 		8 Yes  
9 Indicate the tax year the hospital facility last adopted an implementation strategy: 20 20
10 Is the hospital facility's most recently adopted implementation strategy posted on a website?......... 10 Yes  
a If "Yes" (list url): http://www.kp.org/chna
b If "No," is the hospital facility’s most recently adopted implementation strategy attached to this return? ...... 10b    
11 Describe in Section C how the hospital facility is addressing the significant needs identified in its most recently conducted CHNA and any such needs that are not being addressed together with the reasons why such needs are not being addressed.
12a Did the organization incur an excise tax under section 4959 for the hospital facility's failure to conduct a CHNA as required by section 501(r)(3)?............................... 12a   No
b If "Yes" on line 12a, did the organization file Form 4720 to report the section 4959 excise tax?........ 12b    
c If "Yes" on line 12b, what is the total amount of section 4959 excise tax the organization reported on Form 4720 for all of its hospital facilities? $  

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

Financial Assistance Policy (FAP)
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) 2019
Schedule H (Form 990) 2019
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) 2019
Schedule H (Form 990) 2019
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) 2019
Schedule H (Form 990) 2019
Page 4
Part VFacility Information (continued)

Section B. Facility Policies and Practices

(Complete a separate Section B for each of the hospital facilities or facility reporting groups listed in Part V, Section A)
E-3 Facilities See Part V Sec C
Name of hospital facility or letter of facility reporting group  
Line number of hospital facility, or line numbers of hospital facilities in a facility
reporting group (from Part V, Section A): 		 
Yes No
Community Health Needs Assessment
1 Was the hospital facility first licensed, registered, or similarly recognized by a state as a hospital facility in the current tax year or the immediately preceding tax year?........................ 1   No
2 Was the hospital facility acquired or placed into service as a tax-exempt hospital in the current tax year or the immediately preceding tax year? If “Yes,” provide details of the acquisition in Section C............... 2   No
3 During the tax year or either of the two immediately preceding tax years, did the hospital facility conduct a community health needs assessment (CHNA)? If "No," skip to line 12...................... 3 Yes  
If "Yes," indicate what the CHNA report describes (check all that apply):
a
b
c
d
e
f
g
h
i
j
4 Indicate the tax year the hospital facility last conducted a CHNA: 20 19
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 20
10 Is the hospital facility's most recently adopted implementation strategy posted on a website?......... 10 Yes  
a If "Yes" (list url): http://www.kp.org/chna
b If "No," is the hospital facility’s most recently adopted implementation strategy attached to this return? ...... 10b    
11 Describe in Section C how the hospital facility is addressing the significant needs identified in its most recently conducted CHNA and any such needs that are not being addressed together with the reasons why such needs are not being addressed.
12a Did the organization incur an excise tax under section 4959 for the hospital facility's failure to conduct a CHNA as required by section 501(r)(3)?............................... 12a   No
b If "Yes" on line 12a, did the organization file Form 4720 to report the section 4959 excise tax?........ 12b    
c If "Yes" on line 12b, what is the total amount of section 4959 excise tax the organization reported on Form 4720 for all of its hospital facilities? $  

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

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

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

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

Section B. Facility Policies and Practices

(Complete a separate Section B for each of the hospital facilities or facility reporting groups listed in Part V, Section A)
F-2 Facilities See Part V Sec C
Name of hospital facility or letter of facility reporting group  
Line number of hospital facility, or line numbers of hospital facilities in a facility
reporting group (from Part V, Section A): 		 
Yes No
Community Health Needs Assessment
1 Was the hospital facility first licensed, registered, or similarly recognized by a state as a hospital facility in the current tax year or the immediately preceding tax year?........................ 1   No
2 Was the hospital facility acquired or placed into service as a tax-exempt hospital in the current tax year or the immediately preceding tax year? If “Yes,” provide details of the acquisition in Section C............... 2   No
3 During the tax year or either of the two immediately preceding tax years, did the hospital facility conduct a community health needs assessment (CHNA)? If "No," skip to line 12...................... 3 Yes  
If "Yes," indicate what the CHNA report describes (check all that apply):
a
b
c
d
e
f
g
h
i
j
4 Indicate the tax year the hospital facility last conducted a CHNA: 20 19
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 20
10 Is the hospital facility's most recently adopted implementation strategy posted on a website?......... 10 Yes  
a If "Yes" (list url): http://www.kp.org/chna
b If "No," is the hospital facility’s most recently adopted implementation strategy attached to this return? ...... 10b    
11 Describe in Section C how the hospital facility is addressing the significant needs identified in its most recently conducted CHNA and any such needs that are not being addressed together with the reasons why such needs are not being addressed.
12a Did the organization incur an excise tax under section 4959 for the hospital facility's failure to conduct a CHNA as required by section 501(r)(3)?............................... 12a   No
b If "Yes" on line 12a, did the organization file Form 4720 to report the section 4959 excise tax?........ 12b    
c If "Yes" on line 12b, what is the total amount of section 4959 excise tax the organization reported on Form 4720 for all of its hospital facilities? $  

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

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

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

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

Section B. Facility Policies and Practices

(Complete a separate Section B for each of the hospital facilities or facility reporting groups listed in Part V, Section A)
G-1 Facility See Part V Sec C
Name of hospital facility or letter of facility reporting group  
Line number of hospital facility, or line numbers of hospital facilities in a facility
reporting group (from Part V, Section A): 		 
Yes No
Community Health Needs Assessment
1 Was the hospital facility first licensed, registered, or similarly recognized by a state as a hospital facility in the current tax year or the immediately preceding tax year?........................ 1   No
2 Was the hospital facility acquired or placed into service as a tax-exempt hospital in the current tax year or the immediately preceding tax year? If “Yes,” provide details of the acquisition in Section C............... 2   No
3 During the tax year or either of the two immediately preceding tax years, did the hospital facility conduct a community health needs assessment (CHNA)? If "No," skip to line 12...................... 3 Yes  
If "Yes," indicate what the CHNA report describes (check all that apply):
a
b
c
d
e
f
g
h
i
j
4 Indicate the tax year the hospital facility last conducted a CHNA: 20 19
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 20
10 Is the hospital facility's most recently adopted implementation strategy posted on a website?......... 10 Yes  
a If "Yes" (list url): http://www.kp.org/chna
b If "No," is the hospital facility’s most recently adopted implementation strategy attached to this return? ...... 10b    
11 Describe in Section C how the hospital facility is addressing the significant needs identified in its most recently conducted CHNA and any such needs that are not being addressed together with the reasons why such needs are not being addressed.
12a Did the organization incur an excise tax under section 4959 for the hospital facility's failure to conduct a CHNA as required by section 501(r)(3)?............................... 12a   No
b If "Yes" on line 12a, did the organization file Form 4720 to report the section 4959 excise tax?........ 12b    
c If "Yes" on line 12b, what is the total amount of section 4959 excise tax the organization reported on Form 4720 for all of its hospital facilities? $  

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

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

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

Charges to Individuals Eligible for Assistance Under the FAP (FAP-Eligible Individuals)
G-1 Facility See Part V Sec C
Name of hospital facility or letter of facility reporting group  
Yes No
22 Indicate how the hospital facility determined, during the tax year, the maximum amounts that can be charged to FAP-eligible individuals for emergency or other medically necessary care.
a
b
c
d
23 During the tax year, did the hospital facility charge any FAP-eligible individual to whom the hospital facility provided emergency or other medically necessary services more than the amounts generally billed to individuals who had insurance covering such care? ............................... 23   No
If "Yes," explain in Section C.
24 During the tax year, did the hospital facility charge any FAP-eligible individual an amount equal to the gross charge for any service provided to that individual? ........................... 24   No
If "Yes," explain in Section C.
Schedule H (Form 990) 2019
Schedule H (Form 990) 2019
Page 8
Part V
Facility Information (continued)
Section C. Supplemental Information for Part V, Section B. Provide descriptions required for Part V, Section B, lines 2, 3j, 5, 6a, 6b, 7d, 11, 13b, 13h, 15e, 16j, 18e, 19e, 20a, 20b, 20c, 20d, 20e, 21c, 21d, 23, and 24. If applicable, provide separate descriptions for each hospital facility in a facility reporting group, designated by facility reporting group letter and hospital facility line number from Part V, Section A (“A, 1,” “A, 4,” “B, 2,” “B, 3,” etc.) and name of hospital facility.
Form and Line Reference Explanation
Glossary Adverse Childhood Experiences (ACES) Community Based Organization (CBO) Community Benefits Advisory Council (CBAC) Community Health Impact Coalition (CHIC) Community Health Needs Assessment (CHNA) Federally Qualified Health Center (FQHC) Health Eating and Active Living (HEAL) Kaiser Permanente (KP) Maui Health System (MHS) Regional Occupational Program (ROP) A, 1, KFH - LOS ANGELES EXPLANATIONS PART V, SECTION B. Line 5: Residents, community leaders, and government and public health department representatives were selected for the CHNA sample. Selection criteria across these groups included (a) those best able to respond in rich detail to the strategic learning questions, (b) those who had expertise in local health needs, (c) those who resided and/or provided services in an under- resourced or medically underserved community, and (d) those able to represent the health needs of a given racial or ethnic minority group. Given the large size of the KFH-Los Angeles service area, community engagement efforts set out to target those geographies most under- resourced and where health outcomes were the poorest. Once selected for engagement, participants were provided the opportunity to share their perspective on targeted health needs and raise any additional health needs outside the strategic lines of inquiry. Line 6A: KFH-West Los Angeles Line 6B: A Place Called Home Asian Pacific AIDS Intervention Team Bienestar Bravo Medical Magnet High School Brotherhood Crusade California Community Foundation CHIRLA Esperanza Community Housing Corporation Foothill Family Services Heart of Los Angeles Hollywood Community Housing Corporation Hollywood DMH JWCH Institute LA Care LA Conservation Corps LA Promise Fund Los Angeles Christian Health Services Los Angeles Neighborhood Legal Services LURN Mayors Office of Resident Engagement Mi Centro/Latino Equality Alliance My Friends Place Office of Councilmember Mitch OFarrell Office of Councilmember Riu Office of Deputy Supervisor Sheila Kuehl Office of State Senator Maria Elena Durazo Pasadena Black Infant Health Program Pasadena Public Health Department Pasadena Public Health Department, Tobacco Control Pasadena Unified School District PATH RootDownLA South Central Family Health Services SPA 4 Health Office St. Barnabas St. Francis Center STEM Academy StepUp on 2nd TEACH Public Schools The Center at Blessed Sacrament The Los Angeles LGBT Center To Help Everyone Health and Wellness Centers TransLatin@ Coalition Youth Policy Institute Line 11: Health Need 1: 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) 1. Increase coverage, access and utilization of health care services for populations that are underserved, uninsured and/or underinsured. 2. Improve and build the current and emerging workforce to meet the primary care needs of the community. 3. Improve the capacity of healthcare systems to provide quality healthcare, including interventions to address the social determinants of health. Strategies & Sample Interventions 1. Provide access and comprehensive health care to low-income individuals and families who do not have access to public or private health coverage. - The Kaiser Permanente Medicaid program provides high-quality medical care services to Medicaid eligible participants who would otherwise struggle to access care. - The Kaiser Permanente Medical Financial Assistance program provides temporary financial assistance to low-income individuals who receive care at Kaiser Permanente facilities and who cant afford medical expenses and/or cost sharing. - The Kaiser Permanente Charitable Health Coverage program provides access to comprehensive health care to low-income individuals and families who do not have access to public or private health coverage. 2.1 Support access to care for underserved community members through grant- making and/or collaboration among community clinics, clinic networks, and other safety net providers. - With support of grant funding, Regional Associations of California (Essential Access Health) strengthen the capacity of California's community clinics and health centers and to advance local health delivery system transformation through statewide policy. - Through grant-making and/or collaboration, support efforts to provide care coordination for medically discharged, underserved patients, including the homeless, from hospitals emergency departments or inpatient facilities. - Through grant-making, support efforts to provide community-based, in-home supportive services to underserved, low-income individuals dealing with chronic disease. - Through grant-making and/or collaboration, support efforts to reduce non- critical emergency room use and help reduce hospital readmissions. 2.2 Support and implement physician and other pipeline and training programs, using evidence-based, culturally competent and patient-centered population management modules. - The Kaiser Permanente Graduate Medical Education (GME) recruits and prepares the physician workforce of the 21st century by optimizing the unique clinical and educational opportunities within Kaiser Permanentes integrated model of care, which is now considered the gold standard for improving the entire U.S. health care system. As part of their training, residents participate in rotations at school-based health centers, community clinics, and homeless shelters. - With the support of grant funding, the California Primary Care Association supports building capacity for the primary care workforce by developing a comprehensive curriculum and training program for health centers desiring to implement or sustain residency training programs and partnerships. - Through partnerships and collaborations, support health care pipeline and training programs. 3.1 Design, pilot and implement systems for screening community members with social (non-medical) needs and refer to community-based programs. - The Kaiser Permanente Thrive Local initiative integrates the social determinants of health into ongoing care plans by screening and connecting low-income individuals and families to community and government resources 3.2 Strengthen the capacity and infrastructure of community clinics to effectively prevent and manage chronic disease, including cardiovascular health and diabetes. - Transforming Cardiovascular Care in our Communities (TC3) supports community clinics, public hospitals and health systems to reduce cardiovascular disease by implementing innovative population health management practices. Health Need 2: Economic Opportunity Long Term Goal All community members experience improved economic security and access to social services, including affordable housing, educational attainment, training and employment, and healthy foods. Strategic Priorities (intermediate goals) 1. Reduce food insecurity in the community and improve access to healthy foods. 2. Preserve and improve the availability of affordable housing and improve care coordination to serve individuals experiencing homelessness and to prevent displacement. 3. Improve educational attainment and employment opportunities. Strategies & Sample Interventions 1. Design, pilot and implement programs and systems for promoting, screening and/or enrolling community members in food benefit programs. - The Kaiser Permanente Food for Life initiative delivers a multi-pronged approach to improve food security, such as the CalFresh enrollment campaign, which utilizes a multi-modal outreach to increase CalFresh enrollment for eligible community members. - With support of grant funding, the California Food Policy Advocates increases access to food sources for underserved community members by increasing the number of households and individuals that are enrolled in CalFresh and supporting the acceptance of this benefit among food retailers. 2. Support programs that procure, recover and/or redistribute food to food-insecure communities. - The Kaiser Permanente Food Recovery and Food Redistribution program envisions food services as a potential source of nutritious meals for the broader community by distributing food to food-insecure communities. - With support of grant funding, the California Association of Food Banks Farm to Family utilizes advocacy and outreach efforts to procure and provide fresh produce to food banks serving individuals and families who are food insecure. - Support the capacity of communities and anchor organizations to adopt and implement policies and programs to ensure access to healthy foods.
- The Kaiser Permanente Thriving Schools Healthy Eating Active Living (HEAL) Initiative, in partnership with Alliance for a Healthier Generation, supports Title 1 schools with the adoption and implementation of policies and practices to continuously improve the schools culture and practices around health. 2.1 Enhance the infrastructure and capacity of service providers to serve individuals at-risk of or experiencing homelessness. - Through grant-making, support safety net services focused on permanent supportive housing, vocational training and placement, and supportive services for individuals experiencing mental health conditions, chronic illness and homelessness. - Through grant-making and collaboration, improve early identification and tracking of individuals at risk of homelessness or suffering from chronic homelessness. 2.2 Support and participate in collaboratives that coordinate resources and funding streams for individuals at risk or experiencing homelessness. - Kaiser Permanente, Southern California is a key partner in the United Way Funders Collaborative (Home for Good), which brings together stakeholders, funders, and leaders all working to address housing affordability and homelessness. The collaborative was a key contributor to the development of the countys Coordinated Entry System (CES) lead agencies that connect homeless individuals to services. 3.1 Support the long-term economic vitality of communities through procurement, hiring and workforce development, and/or small business development impact investing. - Hire and provide training to people who are striving to overcome employment barriers, including homelessness, incarceration, substance abuse, mental illness, and limited education. - The Kaiser Permanente, High Impact Hiring is a talent-sourcing strategy that aligns business needs with positive community impact. High Impact Hiring creates career opportunities for people with employment barriers, focusing on specific populations of disadvantaged people or specific geographic areas. - Through grant-making expand training and employment opportunities to vulnerable or marginalized populations including the disabled, and increase workers incomes, through efforts such as earned income tax credits and increasing the minimum wage. Health Need 3: Mental and Behavioral Health Long Term Goal All community members have optimal levels of mental health and well-being through improved equitable access to evidence- based, high quality, appropriate care and reduced effects of stigma. Strategic Priorities (intermediate goals) 1. Improve access and connection to mental healthcare in clinical and community settings. 2. Improve and build the current and emerging mental health workforce to meet community needs. 3. Reduce mental health stigma and improve knowledge, capacity and resilience in individuals, communities, and organizations. Strategies & Sample Interventions 1.1 Support the infrastructure and capacity building of community organizations and clinics to improve access to quality mental health care. - Through grant-making and collaboration, support efforts to improve and increase early detection using evidenced- based mental health screening tools in clinical settings, organizations, agencies and other community settings. - Through grant-making and collaboration, support efforts to improve access to high quality substance abuse treatment, including medication- assisted treatments, to decrease the burden of addiction and promote resiliency and recovery. 1.2 Support the integration of mental health care, case management, and navigation services into clinical care and community settings. - Through grant-making, increase access for the underserved to mental and behavioral health professionals using a variety of new, technology- based modalities, such as telehealth. - Through grant-making and collaboration, support efforts to link uninsured and underinsured families to medical, mental and other supportive services. 1.3 Support community-based, multi-sector collaborative efforts that support mental health and behavioral health for underserved, low-income individuals and their families. - Support access to outpatient and inpatient mental and behavioral health services for vulnerable low-income community members. 2.1 Support the education and training of licensed mental health professionals to be culturally competent. - Support training for group home foster care providers in Southern California so that they can become certified as Short Term Residential Therapeutic Programs (STRTP). - Support the utilization of pipeline and training programs to increase the number of licensed and diverse mental health professionals. - Support the expansion of mental and behavioral health certification and training programs to increase the availability of culturally and linguistically qualified practitioners. 3.1 Support efforts to improve the community and social support systems knowledge, attitudes, beliefs and perceptions about mental health, trauma and resilience. - Support efforts to educate individuals to reduce their misconceptions about mental health and learn about trauma, resilience, and resources, including proper use of medication. - Implement the Public Good Projects Action Minded campaign, a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners in reducing stigma towards mental health conditions. Health Need 4: Sexually Transmitted Infections/HIV Long Term Goal Improve health and quality of life through prevention, detection, and treatment of STIs/HIV and the associated risk factors. Strategic Priorities (intermediate goals) 1. Improve access to STI/HIV preventive and treatment services including affordable medications and behavioral counseling and support. Strategies & Sample Interventions 1.1 Build capacity for organizations to expand their offering of evidence-based programs addressing STI/HIV prevention and management, and behavioral and mental health services to populations at high risk for or with STIs/HIV. - Through grant-making and collaboration, support awareness of STIs/HIV risk factors and proactively offer on-demand STIs/HIV screenings and prophylactic treatment to vulnerable populations. - Through grant-making, promote and encourage referral to and provision of high-quality health care including specialty care for populations at high-risk for STIs/HIV and their partners. - Through grant-making, support STIs/HIV education, prevention and stigma reduction efforts. - Through grant-making, support efforts to integrate primary, mental and behavioral health to reduce transmission of STIs/HIV. Health needs KFH-Los Angeles does not intend to address While all the health needs prioritized in the 2019 Community Health Needs Assessment process are important to address, the implementation strategy planning process requires KFH-Los Angeles to conduct a selection process based on critical criteria including health need severity, magnitude, inequity, and the extent to which KFH-Los Angeles is in a position to meaningfully address the need. All of the selected health needs are those that meet this criteria an which KFH-Los Angeles is in a position to directly address. While structural exclusion has not been selected as a priority health need per se, many of the interventions have been developed to respond specifically to situations in which vulnerable populations (LGBTQ, immigrants, Latinos, African Americans and the homeless) have experienced structural exclusion. Therefore, a response to this health need has been woven throughout the implementation strategy outlined by KFH-Los Angeles. 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
B, 2, KFH ROSEVILLE Explanations Part V, Section B. Line 5: Community input was provided by a broad range of community members through key informant interviews, group 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 health departments, school districts, local non-profits, and other regional public and private organizations as well as community leaders, clients of local service providers, and other individuals representing medically underserved, low-income, and sub-populations that face unique barriers to health (e.g., race/ethnic minority populations, individuals experiencing homelessness). Line 11: Health need 1: 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 goal(s) - Increase access to comprehensive health care coverage for low income individuals - Increase access to subsidized care for those facing financial barriers to health care - Increase access to social non-medical services for low income and vulnerable populations - Increase access to a diverse, culturally competent health care workforce - Improve the capacity of health care systems to provide quality health care services - Increase literacy and practice of healthy behaviors proven to reduce downstream chronic conditions Strategies - Support access to care for patients through collaboration among community clinics, clinic networks, and other safety net providers - Support school-based health centers - Increase access to health care coverage and access for underserved communities (e.g., low income, rural, Latinx/Hispanic), including targeted outreach, enrollment, and retention strategies - Train and support community health workers and promotoras, including those with lived experience, to help people navigate the system and use evidence-based tools - Participate in Medi-Cal Managed care - Provide Charitable Health Coverage - Provide Medical Financial Assistance - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members (Food For Life) - Support screening for social non-medical service needs and connect low income individuals and families to community and government resources (Thrive Local) - 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 - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers (KP LAUNCH) - School for Allied Health expanding access to training and certificate programs for underrepresented individuals - Support population health management approaches that improve health outcomes for safety net patients with diabetes and hypertension (PHASE) - Support community clinic consortia to develop programs and advocate for policies that improve access to quality health care for low income individuals - Support collaborations and partner with local community-based organizations to promote healthy behaviors that mitigate chronic diseases - Educate and raise public awareness of healthy lifestyles resources Expected outcomes - Increased number of low income individuals who have comprehensive health care coverage - Increased access to and utilization of individuals with health care subsidies - Increased referrals and coordination between healthcare providers and social non-medical services - Increased number of culturally and linguistically competent health care providers - Increased number of health care career pipelines, training, and certificate programs - Improved capacity of health systems to provide population health management - Ongoing advocacy efforts of community clinic consortia to improve quality health care access for low income individuals - Evidence of increased management of chronic diseases (e.g., diabetes, hypertension) in priority populations Health need 2: Economic Security Long term goal - All community members are economically secure in order to thrive Intermediate goal(s) - Improve economic vitality of local and diverse businesses - Improve job readiness for people with barriers to employment - Increase access to living-wage jobs for people with barriers to employment - Increase high school graduation for underrepresented youth - Increase availability of affordable housing - Increase connections to support services for individuals experiencing homelessness Strategies - Increase baseline spending for local and diverse businesses - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members (Food For Life) - Support adult and young adult vocational training; programs may include job search assistance, personal development resources, and other comprehensive support services (e.g., child care) during training - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers (KP LAUNCH) - Support the development of transitional jobs (time-limited, subsidized, paid jobs intended to provide a bridge to unsubsidized employment) - Provide educational attainment and pathway programs for youth focused on increasing high school graduation rates, college readiness, preparation for careers in Science, Technology, Engineering, and Mathematics (STEM), or health care workforce training - Support impact investing strategies to preserve, rehabilitate, and/or expand affordable housing - Enhance the infrastructure and capacity of service providers to serve individuals at risk or experiencing homelessness - Funding to strengthen local homeless system of care through the Housing and Health Initiative Expected outcomes - Increased hospital spending in local and diverse businesses - Increased enrollment and participation in public benefit programs - Increased job pipelines for individuals with barriers to employment - Increased enrollment in training and education programs for living wage employment for individuals - Increased availability of affordable housing - Greater infrastructure for supporting individuals who are at risk of or experiencing homelessness - Strengthened network of support services, as well as coordinated efforts and funding for individuals who are homeless or at risk of homelessness as a result of strategic partnerships Health need 3: Healthy Eating Active Living (HEAL) Long term goal - All community members eat better and move more as part of daily life Intermediate goal(s) - Reduce food insecurity among low income families and individuals - Increase access to healthy food options - Increase access to safe parks and public spaces - Increase practice of healthy behaviors proven to reduce downstream chronic conditions Strategies - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members (Food For Life) - Leverage Kaiser Permanente clinical expertise to develop a pilot program to promote healthy eating, active living practices in the community as an obesity and diabetes mitigation strategy - Support community networks that promote for physical activity and use of existing public spaces - Support collaborations and partner with local community-benefit organizations to promote healthy behaviors that mitigate chronic diseases - Educate and raise public awareness of health care resources Expected outcomes - Increased enrollment and participation in public benefit programs - Reduction in food insecurity - Increased access to healthy and affordable foods in schools - Increased access to safe parks and green spaces - Strengthened network of support services, coordinated efforts, and funding to promote HEAL and reduce chronic diseases
Health need 4: Mental and 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 goal(s) - Increase the capacity of organizations and institutions to provide trauma-informed services and programs - Enhance community supports to mitigate impact of ACEs - Increase access to mental and behavioral health care services for low income and vulnerable populations - Develop a diverse, well trained behavioral health care workforce that provides culturally competent care - Increase access to programs and support services for those experiencing or at risk of family violence Strategies - Support the capacity of clinics, schools, or other community-based organizations to provide trauma-informed care to youth - Provide KPs Education Theater program, Resilience Squad - Support local efforts to improve the community, school, and social support systems knowledge, attitudes, beliefs, and perceptions about mental health, trauma, and resilience across the lifespan - Increase quality and effectiveness of mental health services in local schools - Reduce stigma in the workplace for accessing mental health care - Enhance community supports and leverage Kaiser Permanente clinical expertise to mitigate impact of adverse childhood experiences - Train and support community health workers and promotoras, including those with lived experience, to help people navigate the mental health care system and use evidence-based tools - Implement the Public Good Projects Action Minded campaign, a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners, and KP employees as partners in reducing stigma towards mental health conditions - Integrate mental health care, case management, and navigation services into clinical care and community settings (e.g., schools, faith-based, and other organizations) - Participate in Medi-Cal Managed care - Provide Charitable Health Coverage - Create partnerships to place mental health post-doctoral residents in local schools and with CBO partners - Support culturally competent mental health services for low income and uninsured individuals - Develop or strengthen local mental health professions pipeline and training programs to increase the number of licensed and diverse mental health professionals (e.g., career pathways at local high schools with existing health care programs) - Provide workforce training programs to train current and future mental health practitioners with the skills and linguistic and cultural competence to meet the health care needs of diverse communities - Support local efforts to screen and serve victims of intimate partner violence (including teens), elder abuse, and abuse of vulnerable adults Expected outcomes - Increased trauma-informed services, policies, and systems - Increased organizational capacity to provide adverse childhood experiences screenings - Increased enrollment in programs to improve social/emotional wellness. - Increased screening for behavioral health needs - Increased integration of primary and behavioral health care services - Strengthened network of support services as a result of strategic partnerships to promote mental and behavioral health - Increased number of mental and behavioral health training programs with modules addressing linguistic and cultural competency - Increased number of providers trained in addressing linguistic and cultural competency - Increased participation in prevention programs and support services for those at risk of family violence Health needs KFH-Roseville does not intend to address One health need prioritized in the 2019 KFH-Sacramento CHNA report will not be addressed with the 2020-2022 implementation strategies: Women and Childrens Well-being. Roseville CHIC members ranked it lowest among the health needs as part of the Implementation Strategies prioritization process. This health need was not selected as a standalone priority, based on the 2019 CHNA data. Rather, the KFH-Roseville and the Roseville CHIC members decided that, there was ample evidence that women and children should be priority populations within each of the other health needs, such as Access to Care and 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. 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/NCAL
A, 3, KFH FONTANA & A, 21 ONTARIO Explanations Part V, Section B. Line 5: Residents, community leaders, and government and public health department representatives were selected for the CHNA sample. Selection criteria across these groups included (a) those best able to respond in rich detail to the strategic learning questions, (b) those who had expertise in local health needs, (c) those who resided and/or provided services in an under-resourced or medically underserved community, and (d) those able to represent the health needs of a given racial or ethnic minority group. Given the large size of the KFH-Fontana and Ontario service area, community engagement efforts set out to target those geographies most under-resourced and where health outcomes were the poorest. Once selected for engagement, participants were provided the opportunity to share their perspective on targeted health needs and raise any additional health needs outside the strategic lines of inquiry. Line 6B: KFH-Fontana and Ontario is an active participant in several countywide collaboratives and convenings whose work helped inform the CHNA, including the Oral Health Action Coalition-Inland Empire, the Hospital Association of Southern California Homeless Systems Assessment of Care, the San Bernardino County Homeless Partnership, Office of Homeless Services, the High Desert Food Collaborative, and a Kaiser Permanente San Bernardino County Area Community Mental and Behavioral Health Convening. Line 11: Health need 1: Access to Care Long Term Goal All community members have access to high quality health care services from a trained diverse workforce in a coordinated delivery system. Strategic priorities 1. Increase coverage, access, and utilization of health care services for populations that are underserved and uninsured. 2. Improve and build the current and emerging workforce to meet the primary care needs of the community. 3. Improve the capacity of healthcare systems to provide quality healthcare services, including interventions to address social determinants of health. Strategies & Core Interventions 1.1 Provide access and comprehensive health care to low-income individuals and families who do not have access to public or private health coverage. - The Kaiser Permanente Medicaid program provides high-quality medical care services to Medicaid eligible participants who would otherwise struggle to access care. - The Kaiser Permanente Medical Financial Assistance program provides temporary financial assistance to low-income individuals who receive care at Kaiser Permanente facilities and who cant afford medical expenses and/or cost sharing. - The Kaiser Permanente Charitable Health Coverage program provides access to comprehensive health care to low-income individuals and families who do not have access to public or private health coverage. - In collaboration with the San Bernardino County Public Health, provide Local Oral Health Program to improve access to oral health care and integration of services (medical, dental, etc.) for low income uninsured. 1.2 Support access to care for patients through collaboration among community clinics, clinic networks, and other safety net providers. - With support of grant funding, Regional Associations of California (Essential Access Health) strengthen the capacity of California's community clinics and health centers and to advance local health delivery system transformation through statewide policy. - With support of grant funding, Community Based Organizations and Faith-Based organizations will raise awareness and link among African-American pregnant women to early prenatal care where geographic disparities exist (Hesperia, Rialto, Victorville, San Bernardino, Fontana) due to lower birthweight infants and higher infant mortality. - In collaboration with the Community Health Association Inland Southern Region, support the advocacy and delivery of resources and networking opportunities to 20 member organizations, representing 103 community-based primary care health centers and clinics. 1.3 Support and implement physician and other pipeline and training programs, using evidence-based, culturally competent and patient-centered population management modules. - The Kaiser Permanente Graduate Medical Education recruits and prepares the physician workforce of the 21st century by optimizing the unique clinical and educational opportunities within Kaiser Permanentes integrated model of care, which is now considered the gold standard for improving the entire U.S. health care system. As part of their training, residents participate in rotations at school-based health centers, community clinics, and homeless shelters. - With the support of grant funding, the California Primary Care Association supports building capacity for the primary care workforce by developing a comprehensive curriculum and training program for health centers desiring to implement or sustain residency training programs and partnerships. 1.4 Design, pilot and implement systems for screening community members with social (non-medical) needs and refer to community-based programs. - The Kaiser Permanente Thrive Local initiative integrates the social determinants of health into ongoing care plans by screening and connecting low-income individuals and families to community and government resources. 2.1 Strengthen the capacity of community clinics to prevent and manage chronic disease. - With support of grant funding, community clinics and CBOs support individuals with early identification and management of asthma, diabetes, obesity. Health Need 2: Mental and Behavioral Health Long Term Goal All community members have optimal levels of mental health and well-being through improved equitable access to evidence-based, high quality, appropriate care and reduced effects of stigma. Strategic priorities 1. Improve access and connection to mental health care in clinical and community settings. 2. Improve and build the current and emerging mental health workforce to meet community needs. 3. Reduce mental health stigma and improve knowledge, capacity, and resilience in individuals, communities, and organizations. Strategies & Core Interventions 1.1 Support infrastructure and capacity building of community organizations and clinics to improve access to quality mental health care - With the support of grant funding, Children Now Improving California Students' Readiness to Learn will map the current state and district school-based health policy efforts and develop a list of policy options to improve school-based mental health services. At least 200 partner organizations will receive resources and technical assistance on best policies/ practices related to school discipline, teacher credentialing, mental health, school attendance, and Local Control Funding Formula. - In collaboration with mental health partners from diverse multi- sectors, develop the Regional Behavioral Health Collaboration to convene organizations for capacity building, practice sharing, learning, leveraging of training, resources, and general network building. 1.2 Support the integration of mental health care, case management, and navigation services into clinical care and community settings. - With the support of grant funding, Faith-Based and Community Based Organizations will provide counseling services and support groups in school-based family resource centers. 2.1 Support the education and training of licensed mental health professionals to be culturally competent. - With the support of grant funding, Hathaway-Sycamores Child and Family Services So. California Child Welfare Collaborative Phase 2 will provide training for group home foster care providers in Southern California so that they can become certified as Short Term Residential Therapeutic Programs. - With the support of grant funding, Cal State University, San Bernardino will develop a Culturally Competent Behavioral Health Workforce by integrating education and training into the psychology and social work graduate programs with the goal to serve a diverse population in the Inland Empire. 2.2 Support the utilization of pipeline and training programs to increase the number of licensed and diverse mental health professionals. - With the support of grant funding, ROP school programs will expand Mental Health Education and Career Pathways.
3.1 Support efforts to improve the community and social support systems knowledge, attitudes, beliefs and perceptions about mental health, trauma and resilience. - With the support of grant funding, the Children's Partnership Advancing Health Equity for California's Children will provide 500 families with culturally-informed materials and toolkits to help connect them to health coverage, understand benefits available to them, and get needed care. - The Kaiser Permanente Child and Adolescent Psychiatry Team will provide therapy to Fontana Unified School Students, including talks about Mental Health and You addressing depression, anxiety, suicide prevention. 3.2 Support the enhancement of organizational culture, practices and policies in schools and other institutions to be trauma-informed. - The Kaiser Permanente Thriving Schools Resilience in School Environments (RISE) initiative builds students and staff resilience to address trauma and adverse childhood experiences. - With support of grant funding, the San Bernardino County Superintendent of Schools (Office of Education) will provide Mental Health First Aid training across school districts. - With support of grant funding, the Adverse Childhood Experiences (ACEs) Task Force of San Bernardino will provide education, training, and technical assistance to develop organizational capacity related to Trauma-Informed Care. - Kaiser Permanentes Public Good Projects Action Minded campaign is a digital community health intervention using education, social engagement and multi- media tools to engage the general public, issue-advocates and community partners in reducing stigma towards mental health conditions. Health Need 3: Economic Opportunity Long Term Goal All community members experience improved economic security and access to social services, including affordable housing, educational attainment, training and employment, and healthy foods. Strategic priorities 1. Reduce food insecurity in the community and improve access to healthy foods. 2. Preserve and improve the availability of affordable housing and improve care coordination to serve individuals experiencing homelessness and to prevent displacement. 3. Improve educational attainment and employment opportunities. Strategies & Core Interventions 1. Design, pilot and implement programs and systems for promoting, screening and/or enrolling community members in food benefit programs. - The Kaiser Permanente Food for Life initiative includes CalFresh enrollment campaign which utilizes multi- modal outreach to increase CalFresh enrollment for eligible community members. - With support of grant funding, the California Food Policy Advocates increase access to food sources for underserved community members by increasing the number of households and individuals that are enrolled in CalFresh and supporting the acceptance of this benefit among food relators. 2. Support programs that procure, recover and/or redistribute food to food insecure communities. - The Kaiser Permanente Food Recovery and Food Redistribution program envision food services as the source of nutritious meals for patients, staff and the broader community by distributing food to food insecure communities. - With support of grant funding, the California Association of Food Banks Farm to Family utilizes advocacy and outreach efforts to procure and provide fresh produce to food banks serving individuals and families who are food insecure. 3. Support the capacity of communities and anchor organizations to adopt and implement policies and programs to ensure access to healthy foods. - The Kaiser Permanente Thriving Schools Healthy Eating Active Living (HEAL) Initiative, in partnership with Alliance for a Healthier Generation, supports Title 1 schools with the adoption and implementation of policies and practices to continuously improve the schools culture and practices around health. - The Kaiser Permanente Hospital based Farmers Market accepts EBT enabling low income individuals to obtain fresh produce. 1. Enhance the infrastructure and capacity of service providers to serve individuals at risk or experiencing homelessness. - With support of grant funding, Inland Empire United Way lead agency for 2-1-1 San Bernardino County, hires homeless health outreach workers to coordinate with community health centers and hospital systems to identify and support homeless clients unmet needs. - With the support of grant funding, Step Up on Second Streets safety net services focus on permanent supportive housing, vocational training and placement, and supportive services for individuals experiencing mental health conditions and homelessness. 2. Support and participate in collaboratives that support coordination and funding of resources (such as health services and housing) for individuals at risk or experiencing homelessness. - In collaboration with the Housing Solutions Collaborative, build the capacity and understanding of regional stakeholders on how to advance permanent supportive housing developments. 1. Support the long-term economic vitality of communities through procurement, hiring and workforce development, and/or small business development impact investing. - The Kaiser Permanente Inner City Capital Connections (ICCC) provides training, education and mentorship to small businesses helping to grow revenue, increase jobs, and improve their capacity and access to new sources of capital. - Hire and provide training to people who are striving to overcome employment barriers, including homelessness, incarceration, substance abuse, mental illness, and limited education. - The Kaiser Permanente, High Impact Hiring is a talent-sourcing strategy that aligns business needs with positive community impact. High Impact Hiring creates career opportunities for people with employment barriers, focusing on specific populations of disadvantaged people or specific geographic areas. - The Kaiser Permanente, Build for Impact incorporates community analysis lens into the planning, designing, and execution of Kaiser Permanentes capital projects. 2. Provide educational attainment and pipeline pathway programs to increase high school graduation rates, college readiness, preparation for careers in Science, Technology, Engineering, and Mathematics (STEM), or health care workforce training. - With the support of grant funding, ROP programs, school districts, and community-based organizations will implement education and pipeline programs to support students as they transition from elementary, middle, and high school. Health needs KFH-Fontana and Ontario do not intend to fully address While all the health needs prioritized in the 2019 Community Health Needs Assessment process are important to address, the implementation strategy planning process requires KFH-Fontana and Ontario to conduct a selection process based on critical criteria including health need severity, magnitude, inequity, and the extent to which KFH-Fontana and Ontario are in a position to meaningfully address the need. Oral health, obesity, diabetes, substance abuse, and maternal and infant health are being addressed through the strategies and interventions of the three selected health needs: access to care, economic opportunity, and mental health. For example, strategies and interventions for addressing food insecurity is a key approach for preventing the onset of diabetes and obesity; strategies to address access to quality mental health care will include addiction treatment as an approach to addressing substance abuse. Raising awareness and linking pregnant women to early prenatal care and to regular care after giving birth will be a key access to care intervention to address maternal/infant health. Lastly, building the core capacity of community clinics to prevent and manage chronic disease (such as asthma and diabetes), will be critical to supporting community members to have access to quality 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. 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, 4, KFH SANTA CLARA Explanations Part V, Section B. Line 5: Community input was provided by a broad range of community members using 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 county 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: El Camino Hospital Kaiser Foundation Hospital San Jose Lucile Packard Childrens Hospital Stanford OConnor Hospital-Verity Stanford Health Care Saint Louise Regional Hospital-Verity Line 6B: Santa Clara County Community Benefit Coalition Hospital Council of Northern & Central California Santa Clara County Public Health Department Line 11: Health need 1: 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 goal(s) - Increase access to comprehensive health care coverage for low income individuals - Increase access to subsidized care for those facing financial barriers to health care - Increase access to social non-medical services for low income and vulnerable populations - Improve the capacity of health care systems to provide quality health care services - Increase access to a diverse, culturally competent health care workforce Strategies - Medicaid. Deploy KP resources to provide high-quality medical care to Medicaid participants who would otherwise struggle to access care. - Charitable health coverage. Deploy KP resources to provide access and comprehensive health care to low-income individuals and families who do not have access to public or private health coverage. - Medical financial assistance. Deploy KP resources to provide financial assistance to low-income individuals who receive care at KP facilities and cant afford medical expenses and/or cost sharing. - Support patient navigation programs associated with community clinics and school health clinics, especially for low-income community members and/or monolingual non-English-speakers - Support increased access to oral health care for low-income and geographically remote community members via comprehensive low-or no-cost mobile dental services - Support medically tailored meal programs for low-income individuals - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members - Support screening for social non-medical service needs and connect low- income individuals and families to community and government resources - Support population health management approaches that improve health outcomes for safety net patients with diabetes and hypertension - Support community clinic consortia to develop programs and advocate for policies that improve access to quality health care for low income individuals - 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 - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers - School for Allied Health expanding access to training and certificate programs for underrepresented individuals Expected outcomes - For low-income and vulnerable populations: - Improve access to health care coverage - Reduce financial barriers to care - Increase use of preventive care - Increase quality of care provided - Increase diversity of care providers Health need 2: 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 goal(s) - Increase capacity of organizations and institutions to provide trauma-informed services and programs - Enhance community supports to mitigate impact of ACEs - Increased access to behavioral health care services for low-income and vulnerable populations - Develop a diverse, well trained behavioral health care workforce that provides culturally competent care - Prevent and reduce misuse of drugs and alcohol Strategies - Support organizations offering behavioral health services to individuals experiencing homelessness - Support organizations working with service providers on strategies to address opioid use disorder - Support for substance use recovery-related programming - Support for grief and loss counseling and related support for low- income and/or minority populations - Support for programs that strengthen families and lead at-risk teens to make positive life choices - Support for programs that improve parenting skills among at-risk populations - Support for mentoring programs for youth of color - Support social-emotional learning for children and youth - Support programs that train youth to intervene in peer bullying - Support the capacity of clinics, schools or other community-based organizations to provide trauma-informed care to youth - Implement the Public Good Projects Action Minded campaign, a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners, and KP employees as partners in reducing stigma towards mental health conditions - Provide KP's Education Theater program, Resilience Squad - Participate in Medi-Cal Managed care - Provide Charitable Health Coverage - Provide workforce training programs to train current and future mental health practitioners with the skills and linguistic and cultural competence to meet the health care needs of diverse communities Expected outcomes - Reduce the likelihood of family and community trauma - Increase individuals coping skills to reduce the impact of trauma, including reducing use of drugs and alcohol - Increase use of behavioral health services, especially among low-income and vulnerable populations - Increase diversity and cultural competence of behavioral health care providers Health need 3: Healthy Eating and Active Living Long term goal All community members eat better and move more as part of daily life Intermediate goal(s) - Reduce food insecurity among low-income families and individuals - Improve access to healthy food in schools - Increase access to safe parks and public spaces - Increase opportunities for physical activity in schools Strategies - Support healthy food incentive programs for CalFresh participants - Support medically tailored meal programs for low-income individuals - Support organizations that make healthy food available to low-income, minority families - Support farmers markets on college campuses for low-income young adults and other community members - Support for school-based healthy meals and health & wellness policies - Support fitness programs for older adults at public community centers - Support after-school fitness programs at schools - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members Expected outcomes - For low-income community members, improve food security - Improve food environment, especially in schools - Increase healthy eating, especially among youth, older adults, and low-income individuals - Increase physical activity, especially among youth and older adults
Health need 4: Housing and Homelessness Long term goal All community members have access to quality, affordable, and stable housing Intermediate goal(s) - Prevent individuals and families from falling into homelessness - Increase connections to supportive services for individuals experiencing homelessness - Increase and preserve the stock of affordable housing, including deeply affordable and Permanent Supportive Housing - Increase and enhance transitional housing and shelter availability - Improve job readiness for people with barriers to employment Strategies - Support programs that help low-income homeowners stay in their homes - Support temporary rental subsidies and related supportive services for individuals experiencing homelessness - Support for transitional housing, which includes case management, job and housing search assistance, financial literacy, and life skills education - Support long-term housing and support services for domestic violence victims and their children who are homeless or at risk of homelessness - Support efforts to house transitional-aged former foster youth - Explore partnership with Santa Clara County to support medical social work through backpack medicine, mobile clinics, medical respite, and/or KP volunteers at local clinics - Support mobile hygiene outreach programs offered in combination with supportive services - Support employment opportunities for individuals experiencing homelessness - Funding to strengthen local homeless system of care through the Housing and Health Initiative - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers - Partnership with KP Division of Research to develop a predictive model for housing instability Expected outcomes - Prevent homelessness among low-income and vulnerable individuals - Increase number of permanent housing units - Improve access to support for individuals experiencing homelessness - Improve access to jobs for individuals experiencing homelessness Health needs KFH Santa Clara does not intend to address Asthma. This need scored lower on CHNA priority, and scored much lower on leveraging local assets and existence of evidence-based or promising approaches, compared to the four needs that were selected to be addressed. It also scored lower than two of the four chosen needs with regard to leveraging KP assets. Cancer. This need scored much lower on CHNA priority and leveraging local assets compared to the four needs that were selected to be addressed. It also scored lower than three of the four chosen needs with regard to both feasibility and leveraging KP assets. Community and Family Safety. This need scored lower on CHNA priority and leveraging KP assets, and scored much lower on evidence- based or promising approaches, compared to the four needs that were selected to be addressed. It also scored lower than three of the four chosen needs on feasibility. Economic Security. This need scored lower on CHNA priority compared to the four needs that were selected to be addressed. With regard to evidence- based or promising approaches, leveraging KP assets, and feasibility, it scored lower than three of the four chosen needs. Environment. This need scored lower on all five selection criteria compared to the four needs that were selected to be addressed 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/NCAL
A, 5, KFH OAKLAND Explanations Part V, Section B. Line 5: Community input was provided by a broad range of community members using 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 county 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. Line 6A: Alta Bates Summit Medical Center (three campuses) John Muir Health UCSF Benioff Childrens Hospital Oakland Line 6B: Alameda County Health Care Services Alameda County Public Health Department Alameda Health Consortium Alameda County Behavioral Health Services First 5 Alameda County Line 11: Health need 1: 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 goal(s) - Increase access to comprehensive health care coverage for low income individuals - Increase access to subsidized care for those facing financial barriers to health care - Increase access to social non-medical services for low income and vulnerable populations - Increase access to a diverse, culturally competent health care workforce - Improve the capacity of health care systems to provide quality health care services Strategies - Increase capacity of organizations to conduct effective outreach and navigation to vulnerable populations to connect them to care - Increase FQHC and health system capacity to screen and refer clients to social, non-medical services (e.g., food, housing, employment) - Support training/ recruitment of community health workers (e.g., promotoras); Parent Ambassadors - Support training/ recruitment of health and social system navigators - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members (Food for Life) - Support screening for social non-medical service needs and connect low-income individuals and families to community and government resources (Thrive Local) - Support population health management approaches that improve health outcomes for safety net patients with diabetes and hypertension (PHASE) - Support community clinic consortia to develop programs and advocate for policies that improve access to quality health care for low income individuals - Participate in Medi-Cal Managed care - Provide Charitable Health Coverage - Provide Medical Financial Assistance - 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 - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers (KP LAUNCH) - School for Allied Health expanding access to training and certificate programs for underrepresented individuals Expected outcomes - Increased outreach to vulnerable populations that helps them access comprehensive health care coverage - Increased outreach to vulnerable populations that helps them navigate and connect to subsidized care - Reduced financial barriers to care by increasing access to Medical Financial Assistance - Increased access to trained navigators and community health workers that connect low-income and vulnerable populations to social non-medical services - Increased opportunities for diverse, culturally competent workers to enter the health care workforce Health need 2: 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 goal(s) - Increase capacity of organizations and institutions to provide trauma-informed services and programs - Increase access to behavioral health care services for low-income and vulnerable populations - Develop a diverse, well-trained behavioral health care workforce that provides culturally competent care - Prevent and reduce misuse of drugs and alcohol Strategies - Support trauma-informed services and training for organizations serving vulnerable populations (re-entry, immigrant, foster care, transition age youth, domestic violence survivors, homeless) - Support FQHC capacity to screen and connect patients to mental health services - Support telehealth options to increase access to behavioral health services by reducing transportation and stigma barriers - Support programs providing direct mental health services in schools - Support the capacity of clinics, schools or other community-based organizations to provide trauma-informed care to youth - Implement the Public Good Projects Action Minded campaign, a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners, and KP employees as partners in reducing stigma towards mental health conditions - Provide KPs Education Theater program, Resilience Squad - Participate in Medi-Cal Managed care - Provide Charitable Health Coverage - KP Behavioral Health Training program - Advance city policiesCity Health - Control the amount of alcohol sales - Raise the legal age for the sale of tobacco products to 21 - Smoke free indoor air policies Expected outcomes - Increased scope and availability of trauma-informed services and programs available through programs serving vulnerable populations - Increased screening and referrals to behavioral health care services for low-income and vulnerable populations, especially youth (in settings such as FQHCs and schools) - Increased access for vulnerable populations to a diverse, well-trained behavioral health care workforce that provides culturally competent care - Increased help-seeking for misuse of drugs and alcohol prompted by stigma reduction campaigns
Health need 3: Economic Security Long term goal All community members are economically secure in order to thrive Intermediate goal(s) - Improve economic vitality of local and diverse businesses - Increase in enrollment and participation in public benefit programs - Increase opportunities for asset preservation and wealth creation - Improve job readiness for people with barriers to employment - Increase connections to supportive services for individuals experiencing homelessness - Increase and preserve the stock of affordable housing, including deeply affordable and Permanent Supportive Housing - Reduce food insecurity among low- income families and individuals Strategies - Provide support for programs that offer basic skills and other training and employment assistance to vulnerable populations (re-entry, immigrant, domestic violence survivors, homeless population) - Support outreach, navigation, and case management that connects individuals to coordinated entry services - Support food distribution programs that partner with school districts, health systems and community partners (e.g., immigration, housing) to provide nutritious foods to people who experience food insecurity - Funding to strengthen local homeless system of care through the Housing and Health Initiative - Facilitate a formal partnership with Bay Area Community Services to house 500 frail seniors in the city of Oakland - Increase baseline spend for local and diverse businesses - Advance inclusionary zoning policies (CityHealth) Expected outcomes - Increased use of local and diverse businesses as suppliers - Increased enrollment and participation in public benefit programs (e.g., CalFresh) - Improved job readiness for people with barriers to employment (especially due to re-entry, domestic violence, immigration status, homelessness) - Increased connections to supportive services (e.g., Coordinated Entry) for individuals experiencing homelessness - Reduced food insecurity among low-income families and individuals through access to nutritious foods via school, health, and community partner settings Health needs KFH-Oakland does not intend to address Healthy Eating / Active Living. The Healthy Eating / Active Living health need received high scores from CHIC members but was a lower priority in the CHNA process. In addition, CHIC members noted that significant investments had already been made. The group agreed to incorporate one element of this health need - food security - into the Economic Security emphasis. Housing and Homelessness. Housing and Homelessness was ranked in the middle of the health needs by the CHIC members. This health need received lower scores than most of the other health needs (except Transportation / Traffic and Climate / Natural Environment) in terms of leveraging community assets and was also in a lowest tier in terms of the feasibility of Kaiser Permanente having an impact. Recognizing the link between Economic Security and Housing and Homelessness, this health need was incorporated into the Economic Security priority health need and is also being addressed by national strategies in the KFH-Oakland service area. Education and Literacy. This health need was rated as a medium priority in the CHNA and received similar rankings in the CHIC process. Relative to other health needs, it received lower rankings for the ability to leverage Kaiser Permanente expertise or organizational assets, and for the feasibility of making an impact. However, the CHIC members selected elements of Education and Literacy-notably job training and workforce development-in the Economic Security health need, as well as mental health and wellness for school-aged children under Behavioral Health. Community and Family Safety. This health need received relatively low rankings from CHIC members for the availability of evidence-based or promising approaches, the ability to leverage Kaiser Permanente expertise or assets, and the feasibility of making an impact. However, some elements of Community and Family Safety are specifically addressed by strategies included in the priority health needs-particularly addressing trauma through the education and behavioral health systems, helping people navigate and access health and non-medical social services (including survivors of domestic violence and human trafficking), and supporting interventions that increase economic security and reduce homelessness (such as providing specialized educational and behavioral health services designed for those experiencing re-entry or homelessness. Climate/Natural Environment. This health need was recognized as a factor in health outcomes but received low scores in terms of leveraging community assets, applying evidence-based or promising approaches, leveraging Kaiser Permanente expertise and organizational assets, and feasibility of making an impact. It also received a low priority from the CHNA process. Transportation/Traffic. Although CHIC members recognized that transportation and traffic create barriers to health by lengthening commutes, increasing stress, and affecting access to care, they also gave this health need the lowest overall ranking of all the health needs, seeing few opportunities to leverage community or Kaiser Permanente assets, apply evidence-based or promising approaches, or feasibly make an impact. 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/NCAL
F, 6, KFH KAISER SUNNYSIDE & F, 32, 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. Employees accounted for community input as part of the CHNA process in the following ways: A broad range of community members provided input through town halls and listening sessions. 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 as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. - Community Town Halls Four town halls were conducted, one in each of the four Portland metro area counties, including Clackamas, Clark, Multnomah, and Washington. Leaders and staff from community-based organizations serving the local residents were invited to participate. The town halls used a world cafe style group learning exercise that mixed presenting, interpreting, and discussing community surveillance data. - Community Listening Sessions Eighteen listening sessions were conducted, with 217 participants across the four-county region from October to December 2018. Each listening session was hosted by a community- based organization serving the priority population. local indicators with state and national benchmarks. - Strategic Planning - The Oregon Health Equity Alliance (OHEA) facilitated sessions in which ten community partners made recommendations regarding KFH Hospitals community health strategies in four areas: place- based initiatives, mental health and wellness, the KFH Hospitals Health Career Scholarship Program, and the capacity-building initiative. In addition to facilitating community engagement and serving on the strategic planning team, OHEA also provided guidance and recommendations around how to most equitably integrate community input into the strategic planning process. KFH Hospitals also leveraged additional data sources beyond those included in the CHNA Data Platform. The sources included data from county Community Health Implementation Plans and other regional reports selected to highlight the strengths and needs of specific populations. 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 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 a Coordinated Care Organizations (CCO). 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. Community Health 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 and Science University PeaceHealth Southwest Medical Center Providence Health (4 hospitals) Tuality Community Hospital Health Share of Oregon 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 three health needs to address throughout our service area. Access to Care Access to comprehensive, affordable, quality medical and dental care is an important factor in determining quality of life. When communities across our region speak about access to care, they note the need for support in navigating the system, multiple language options, providers with cultural awareness and humility, and culturally diverse providers. Barriers to accessing care include racism and discrimination; financial insecurity due to medical and medication costs; cultural, social, and geographic isolation; lack of affordable and reliable transportation options; and lack of insurance and affordable and local care options. Community Health Workers are an integral part of overcoming barriers to health care access because they are from the community, speak the language, and are culturally aware. Mental Health and Wellness Mental health and wellness affects all areas of life, including a persons physical well-being and ability to work, perform well in school, and participate fully in family and community activities. Communities across our region experience significant stress, often because of racism, discrimination, and exclusion due to their race/ethnicity, socio-economic status, LGBTQI identities, disability status, and citizenship status. They also describe the need for help easing depression and other mental health concerns. Culturally-specific community members often feel isolated from their support systems and express the desire for community spaces, support for maintaining cultural values, and establishing a sense of belonging. While access to affordable, local, quality mental health and addiction programs and services is critical, strategies also need to include programs and services that strengthen resilience and promote social and emotional wellness for everyone in the community. Economic Security Social and economic conditions, including income, education, food security, and safe and stable housing are strongly associated with a persons health. Community members struggle with financial insecurity due to unaffordable housing costs, rent hikes, evictions, and instability in emergency housing. Racism and discrimination greatly impact economic security. Transportation barriers are also a concern. Financial insecurity impedes communities ability to eat healthy foods and be physically active. Communities would like walkable access to grocery stores, farmer's markets, and community events. Immigrants and refugees face additional financial challenges, such as a lack of credit history to assist in financial endeavors, or the lack of transferable job skills and education from their home countries. Community members in our region believe that investing in businesses-particularly family-oriented and culturally diverse businesses - would encourage economic growth and financial security for the entire community. Two medium priority health needs from the 2019 CHNA will not be the focus of this Implementation Strategy. 1. Obesity/HEAL/Diabetes Not ranked as highly as three priority needs. Although, by investing in strategies focused on the social determinants of health through economic security, we expect to see an improvement in indicators related to chronic disease. 2. Maternal and Infant Health Not ranked as highly as three priority 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. 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, 7, KFH DOWNEY Explanations Part V, Section B. Line 5: Residents, community leaders, and government and public health department representatives were selected for the CHNA sample. Selection criteria across these groups included (a) those best able to respond in rich detail to the strategic learning questions, (b) those who had expertise in local health needs, (c) those who resided and/or provided services in an under-resourced or medically underserved community, and (d) those able to represent the health needs of a given racial or ethnic minority group. Given the large size of the KFH-Downey service area, community engagement efforts set out to target those geographies most under-resourced and where health outcomes were the poorest. Once selected for engagement, participants were provided the opportunity to share their perspective on targeted health needs and raise any additional health needs outside the strategic lines of inquiry. The majority of individuals (82%) represented the community service providers. 18% represented community residents (adult and youth), including Spanish speaking residents. Additionally, engagements were conducted in five cities within the KFH-Downey service area community. Line 6A: KFH-Downey collaborated with PIH Health Hospitals, St. Francis Medical Center and their consultant supporting their CHNA process, Biel Consulting, Inc. on the primary data collection. Line 6B: Community partners contributed time and resources to assist with primary data collection by hosting focus groups and supporting participant recruitment: Interfaith Food Center, Santa Fe Springs Kaiser Permanente Watts Counseling and Learning Center Compton YouthBuild Los Angeles County Service Area 7 - Health Action Lab Coalitions Line 11: Health Need 1: Access to Care Long Term Goal All community members have access to high quality health care services in a coordinated delivery system. Strategic Priorities (Intermediate Goals) 1. Increase coverage, access, and utilization of health care services for populations that are underserved, uninsured, and/or underinsured. 2. Improve the capacity of health care systems to provide quality health care, including interventions to address the social determinants of health. Strategies and Sample Interventions 1.1 Provide access and comprehensive health care to low-income individuals and families who do not have access to public or private health coverage. - The Kaiser Permanente Medicaid program provides high-quality medical care services to Medicaid eligible participants who would otherwise struggle to access care. - The Kaiser Permanente Medical Financial Assistance program provides temporary financial assistance to low-income individuals who receive care at Kaiser Permanente facilities and who cant afford medical expenses and/or cost sharing. - The Kaiser Permanente Charitable Health Coverage program provides access to comprehensive health care to low-income individuals and families who do not have access to public or private health coverage. 1.2 Support access to care for community residents through collaboration among community clinics, clinic networks and other safety net providers. - With support of grant funding, Regional Associations of California (Essential Access Health) strengthen the capacity of California's community clinics and health centers and to advance local health delivery system transformation through statewide policy. 2.1 Design, pilot and implement systems for screening community members with social (non-medical) needs and refer to community-based programs. - The Kaiser Permanente Thrive Local initiative integrates the social determinants of health into ongoing care plans by screening and connecting low-income individuals and families to community and government resources. Health Need 2: Economic Opportunity Long Term Goal All community members experience improved economic security and access to social services, including affordable housing, educational attainment, training and employment, and healthy foods. Strategic Priorities (Intermediate Goals) 1. Reduce food insecurity in the community and improve access to healthy foods. 2. Preserve and improve the availability of affordable housing and improve care coordination to serve individuals experiencing homelessness and to prevent displacement. 3. Improve educational attainment and employment opportunities. Strategies and Sample Interventions 1.1 Design, pilot and implement programs and systems for promoting, screening and/or enrolling community members in food benefit programs. - The Kaiser Permanente Food for Life initiative delivers a multi-pronged approach to improve food security, such as the CalFresh enrollment campaign which utilizes multi-modal outreach to increase CalFresh enrollment for eligible community members. - With support of grant funding, the California Food Policy Advocates increase access to food sources for underserved community members by increasing the number of households and individuals that are enrolled in CalFresh and supporting the acceptance of this benefit among food relators. 1.2 Support programs that procure, recover and/or redistribute food to food insecure communities. - The Kaiser Permanente Food Recovery and Food Redistribution program envision foodservices as the source of nutritious meals for patients, staff and the broader community by distributing food to food insecure communities. - With support of grant funding, the California Association of Food Banks Farm to Family utilizes advocacy and outreach efforts to procure and provide fresh produce to food banks serving individuals and families who are food insecure. 2.1 Enhance the infrastructure and capacity of service providers to serve individuals at risk or experiencing homelessness. - With support of grant funding, the Los Angeles Christian Health Center is partnering with the Skid Row Housing Trust to develop the Joshua House Health center, which is placed in a permanent and supportive housing complex to serve the health needs of residents with chronic illness. - With the support of grant funding, Step Up on Second Streets safety net services focus on permanent supportive housing, vocational training and placement, and supportive services for individuals experiencing mental health conditions and homelessness 2.2 Support and participate in collaboratives that support coordination and funding of resources (such as health services and housing) for individuals at risk or experiencing homelessness. - Kaiser Permanente, Southern California is a key partner in the United Way Funders Collaborative (Home for Good), which brings together stakeholders, funders, and leaders all working to address housing affordability and homelessness. The collaborative was a key contributor to the development of the countys Coordinated Entry System (CES) lead agencies that connect homeless individuals to services. 3.1 Support the long-term economic vitality of communities through procurement, hiring and workforce development, and/or small business development impact investing. - The Kaiser Permanente Social Enterprises strategy provides competitive, revenue-generating businesses with the social mission to hire and provide training to people who are striving to overcome employment barriers, including homelessness, incarceration, substance abuse, mental illness, and limited education. - The Kaiser Permanente, High Impact Hiring is a talent-sourcing strategy that aligns business needs with positive community impact. High Impact Hiring creates career opportunities for people with employment barriers, focusing on specific populations of disadvantaged people or specific geographic areas. 3.2 Support educational attainment and pathway programs for youth focused on increasing high school graduation rates, college readiness, preparation for careers in Science, Technology, Engineering, and Mathematics (STEM), or health care workforce training. - Through grant funding, support community organizations that provide career pathway programs and improve educational opportunities for minority youth.
Health Need 3: Mental Health Long Term Goal All community members have optimal levels of mental health and well-being through improved equitable access to evidence-based, high quality, appropriate care and reduced effects of stigma. Strategic Priorities (Intermediate Goals) 1. Improve access and connection to mental health care in clinical and community settings. 2. Reduce mental health stigma and improve knowledge, capacity and resilience in individuals, communities, and organizations. Strategies and Sample Interventions 1.1 Support the infrastructure and capacity building of community organizations and clinics to improve access to quality mental health care. - Through grant funding, support community organizations that provide mental health care and supportive services. 1. Support efforts to improve the community and social support systems knowledge, attitudes, beliefs and perceptions about mental health, trauma and resilience. - Implement the Public Good Projects Action Minded campaign, a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners in reducing stigma toward mental health conditions. Health needs KFH-Downey Medical Center does not intend to address The Implementation Strategy planning process requires KFH-Downey Medical Center to conduct a health needs selection process based on critical criteria including, health need severity, magnitude, inequity, and the extent to which KFH-Downey Medical Center is in a position to meaningfully address the need. There are no priority health needs that the hospital does not intend to address. 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
E, 8, 41, 42 MHS, KULA, LANAI Explanations Part V, Section B. 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. Line 6A: OTHER HOSPITAL FACILITIES THAT PARTICIPATED IN THE CHNA PROJECT WERE: KULA HOSPITAL (MAUI HEALTH SYSTEM), MAUI MEMORIAL MEDICAL CENTER (MAUI HEALTH SYSTEM), LANAI COMMUNITY HOSPITAL (MAUI HEALTH SYSTEM), MOLOKAI GENERAL HOSPITAL (QUEENS) Line 6B: THE FOLLOWING ORGANIZATIONS SHARED INSIGHT AND KNOWLEDGE ABOUT HEALTHCARE, PUBLIC HEALTH, AND THEIR RESPECTIVE COMMUNITIES AS PART OF THIS GROUP. HEALTHCARE ASSOCIATION OF HAWAII, HAWAII PUBLIC HEALTH INSTITUTE, CENTER FOR COMMUNITY HEALTH AND EVALUATION, LANAI HIGH AND ELEMENTARY SCHOOL, BOYS & GIRLS CLUBS OF MAUI, HALE MAKUA, HANA HIGH SCHOOL, HEALTH FOUNDATION, HMSA, HUI NO KE OLA PONO,KA HONUA MOMONA, KAISER PERMANENTE, KIHEI YOUTH CENTER, LANA'I HOSPICE, LILIUOKALANI TRUST, MAKENA 'O KA LA, MAUI DISTRICT HEALTH OFFICE, MAUI ECONOMIC OPPORTUNITY, MAUI FISHPOND ASSOCIATION, MAUI PUBLIC HEALTH NURSING, MOLOKA'I HEALTH FOUNDATION, NA PUUWAI, PILI GROUP CONSULTING, PULAMA LANAI, SENSEI FARMS, STATE OF HAWAII DEPARTMENT OF HEALTH, STATE OF HAWAII DEPARTMENT OF HUMAN SERVICES, SUSTAINABLE MOLOKAI, WAIOHULI HAWAIIAN HOMESTEADERS ASSOCIATION, NA HOALOHA 'EKOLU Line 11: HEALTH NEED 1 ACCESS TO CARE LONG TERM GOAL Provide access to high quality health care services in the Maui and Lanai communities INTERMEDIATE GOALS - Increase access to providers for primary care and specialty services to meet the needs of the Maui and Lanai communities. - Improve health care services and delivery systems for the Maui and Lanai Communities STRATEGIES - Explore strategies to address health care provider shortages - Work together with local government, private medical group practices, Federal Qualified Health Centers, and other community- based organizations to improve collaboration in healthcare - Establish a Clinically Integrated Network (CIN) to support efforts to improve quality and collaboration amongst providers - Work with government and private entities to identify areas of need and explore options to provide care - Medical Financial Assistance. Deploy MHS resources to provide temporary financial assistance to low- income individuals who receive care at MHS facilities and cant afford medical expenses and/or cost sharing. HEALTH NEED 2 VIOLENCE AND INJURY PREVENTION LONG TERM GOAL Work with the County and State to improve access to behavioral health care and reduce the incidence of trauma INTERMEDIATE GOALS - Enhance community education on injury prevention - Increase resources for behavioral health STRATEGIES - Work with local government and community partners involved in behavioral health to identify and maximize current resources and to bring additional resources to Maui. - Provide community with trauma education. - Engage multi-stakeholder local partnerships to develop a comprehensive, community- wide initiative that breaks the cycle of violence and increases awareness around the role that the social/equity determinants of health play in lived experiences that contribute to all forms of violence. The health needs identified through the CHNA that MHS does not plan to address at this time include: mental health, economic security, substance abuse, climate and health. While these health needs are not the focus of this Implementation Strategy, MHS may consider investing resources in these areas as appropriate, depending on opportunities for MHS to leverage its assets in partnership with local communities. This report does not encompass a complete inventory of everything MHS does to support the health of our communities, including our commitment to environmental stewardship. Line 13A: MHS PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. Line 13H: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 15% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. Line 16J: THE FAP PROGRAM MATERIALS ARE AVAILABLE ON THE MHS WEBSITE AT www.mauihealthsystem.org/medical-financial-assistance/
C, 9, KFH SAN DIEGO & C, 25 SAN DIEGO (Zion) Explanations Part V, Sec B. Line 5: Residents, community leaders, and government and public health department representatives were selected for the CHNA sample. Selection criteria across these groups included (a) those best able to respond in rich detail to the strategic learning questions, (b) those who had expertise in local health needs, (c) those who resided and/or provided services in an under-resourced or medically underserved community, and (d) those able to represent the health needs of a given racial or ethnic minority group. Given the large size of the KFH-San Diego and Zion service area, community engagement efforts set out to target those geographies most under-resourced and where health outcomes were the poorest. Once selected for engagement, participants were provided the opportunity to share their perspective on targeted health needs and raise any additional health needs outside the strategic lines of inquiry. Line 6A: In addition to the KFH-San Diego and Zion specific CHNA process, KFH-San Diego and Zion participated in a collaborative CHNA process with the Hospital Association of San Diego and Imperial Counties (HASD&IC). HASD&IC's board of directors represents all member sectors and provides policy direction to ensure the interests of member hospitals and health systems are preserved and promoted. The CHNA Committee is comprised of representatives from all seven participating hospitals and health care systems and is responsible for the implementation and oversight of the 2019 CHNA. The CHNA Committee includes representative from the following: Kaiser Foundation HospitalSan Diego and Zion Palomar Health Rady Children's HospitalSan Diego Scripps Health Sharp HealthCare Tri- City Medical Center University of California San Diego Health Line 11: Health Need 1: Access to Health Care (including primary, specialty, and mental health care) Long Term Goal All community members have access to high quality health care services from a trained and diverse workforce in a coordinated delivery system. Strategic priorities (intermediate goals) 1. Increase coverage, access, and utilization of health care services for populations that are underserved, uninsured, and/or underinsured. 2. Improve and build the current and emerging workforce to meet the primary care needs of the community. 3. Improve the capacity of healthcare systems to provide quality healthcare, including interventions to address social determinants of health. Strategies & Sample Interventions 1.1 Provide access and comprehensive health care to low-income individuals and families who do not have access to public or private health coverage. - The Kaiser Permanente Medicaid program provides high-quality medical care services to Medicaid eligible participants who would otherwise struggle to access care. - The Kaiser Permanente Medical Financial Assistance program provides temporary financial assistance to low-income individuals who receive care at Kaiser Permanente facilities and who cannot afford medical expenses and/or cost sharing. - The Kaiser Permanente Charitable Health Coverage program provides access to comprehensive health care to low-income individuals and families who do not have access to public or private health coverage. 1.2 Support access to care for patients through supporting programs that develop community based organizations, leaders and networks and build their capacity to advance equity and that enhance collaboration among community clinics, clinic networks, and other safety net providers - With support of grant funding, Regional Associations of California (Essential Access Health) strengthen the capacity of California's community clinics and health centers and to advance local health delivery system transformation through statewide policy. - With support of grant funding, the California Primary Care Association supports building capacity for the primary care workforce by developing a comprehensive curriculum and training program for health centers desiring to implement or sustain residency training programs and partnerships - KFH-San Diego and Zion financially supports local Community Based Organizations (CBOs) to participate in 2-1-1 San Diegos Community Information Exchange (CIE). The CIE is an ecosystem comprised of multidisciplinary network partners that use a shared language, a resource database, and an integrated technology platform to deliver enhanced community care planning. Care planning tools enable partners to integrate data from multiple sources and make bi-directional referrals to create a shared longitudinal record. By focusing on these core components, a CIE enables communities to shift away from a reactive approach to providing care toward proactive, holistic, person-centered care. 2.1 Support and implement physician and other pipeline and training programs, using evidence-based, culturally competent and patient-centered population management modules. - The Kaiser Permanente Graduate Medical Education (GME) recruits and prepares the physician workforce of the 21st century by optimizing the unique clinical and educational opportunities within Kaiser Permanentes integrated model of care, which is now considered the gold standard for improving the entire U.S. health care system. - Kaiser Permanente provides Professional Workforce Development Programs for non-physician emerging leaders. - KFH-San Diego and Zion established the High School Health Care Career Pathway Program to help develop the future health care workforce. 3.1 Design, pilot and implement systems for screening community members with social (non-medical) needs and refer to community-based programs. - The Kaiser Permanente Thrive Local initiative integrates the social determinants of health into ongoing care plans by screening and connecting low-income individuals and families to community and government resources. - Implement food insecurity screening in hospital departments and partner with 2-1-1 San Diego for referrals and navigation support. 3.2 Strengthen the capacity and infrastructure of community clinics to effectively prevent and manage chronic disease, including cardiovascular health and diabetes. - KFH-San Diego and Zion Family Medicine residents volunteer their time to work at community-based organizations, community clinics, and Federally Qualified Health Centers (FQHC) in San Diego County to reach underserved community members Health Need 2: Economic Security Long Term Goal All community members experience improved economic security and access to social services, including affordable housing, educational attainment, training and employment, and healthy foods. Strategic priorities (intermediate goals) 1. Reduce food insecurity in the community and improve access to healthy foods. 2. Preserve and improve the availability of affordable housing and improve care coordination to serve individuals experiencing homelessness and to prevent displacement. 3. Improve educational attainment and employment opportunities. Strategies & Sample Interventions 1.1 Design, pilot and implement programs and systems for promoting, screening and/or enrolling community members in food benefit programs. - The Kaiser Permanente Food for Life initiative delivers a multi- pronged approach to improve food security, such as the CalFresh enrollment campaign, which utilizes multi-modal outreach to increase CalFresh enrollment for eligible community members. - KFH-San Diego and Zion partners with 2-1-1 San Diego and refers patients to be screened through the CalFresh Initiative. 2-1-1 San Diego/Imperial is a phone-based outreach and application assistance. 2-1-1 can complete the entire CalFresh application over the phone and submit it to the County electronically on the individuals behalf. They then help guide the next steps to send necessary documentation directly to the County without having to physically go into the office. - KFH-San Diego and Zion partners with 2-1-1 San Diegos Health Navigation team to offer comprehensive needs assessments for clients to determine the services that are needed including; health education, case planning, advocacy, connection to resources, and ongoing care coordination.
1.2 Support programs that procure, recover, and/or redistribute food to food insecure communities. - The Kaiser Permanente Food Recovery and Food Redistribution program envisions food services as the source of nutritious meals for patients, staff and the broader community by distributing food to food insecure communities - With support of grant funding, the California Association of Food Banks Farm to Family utilizes advocacy and outreach efforts to procure and provide fresh produce to food banks serving individuals and families who are food insecure. 1.3 Support the capacity of communities and anchor organizations to adopt and implement policies and programs to ensure access to healthy foods. - The Kaiser Permanente Thriving Schools Healthy Eating Active Living (HEAL) Initiative, in partnership with Alliance for a Healthier Generation, supports Title 1 schools with the adoption and implementation of policies and practices to continuously improve the schools culture and practices around health. 2.1 Support for programs that expand efforts to increase access to permanent housing with supportive services for homeless individuals and families to help them maintain stability and self-sufficiency. - With support of grant funding, the Regional Task Force on the Homeless, Inc. is upgrading the Homeless Management Information System Redesign and Implementation. - With support of grant funding, Step Up on Second Streets safety net services focus on permanent supportive housing, vocational training and placement, and supportive services for individuals experiencing mental health conditions and homelessness. 2.2 Support and participate in collaboratives that support coordination and funding of resources (such as health services and housing) for individuals at risk or experiencing homelessness. - Kaiser Permanente provides a grant to support the Home Loan RX Program. San Diego is investing to preserve affordable housing in the City Heights area that houses low-and moderate-income families. The developer Housing Innovation Partners plans to keep the rents for this housing stable for residents. Supporting such housing developments that preserve existing affordable housing helps communities prevent more people from falling into homelessness. 3.1 Support policies and programs that increase economic security for individuals and families by expanding opportunities for employment and increasing workers income, especially programs for populations and geographic areas experiencing high levels of unemployment. - The Kaiser Permanente Inner City Capital Connections (ICCC) provides training, education and mentorship to small businesses helping to grow revenue, increase jobs, and improve their capacity and access to new sources of capital. - The Kaiser Permanente Social Enterprises strategy works with competitive, revenue-generating businesses with the social mission to hire and provide training to people who are striving to overcome employment barriers, including homelessness, incarceration, substance abuse, mental illness, and limited education. - The Kaiser Permanente High Impact Hiring is a talent-sourcing strategy that aligns business needs with positive community impact. High Impact Hiring creates career opportunities for people with employment barriers, focusing on specific populations of disadvantaged people or specific geographic areas. Health Need 3: Mental Health and Wellness Long Term Goal All community members have optimal levels of mental health and well-being through improved equitable access to evidence-based, high-quality, appropriate care and reduced effects of stigma. Strategic priorities (intermediate goals) 1. Improve access and connection to mental healthcare and substance use disorder treatment in clinical and community settings. 2. Improve and build the current and emerging mental health workforce to meet community needs. 3. Reduce mental health stigma and improve knowledge, capacity and resilience in individuals, communities, and organizations. Strategies & Sample Interventions 1.1 Support the infrastructure and capacity building of community organizations and clinics to improve access to quality mental health care. - With the support of grant funding, Children Now Improving California Students' Readiness to Learn will map the current state and district school-based health policy efforts and develop a list of policy options to improve school-based mental health services. Partner organizations will receive resources and technical assistance on best policies/practices related to school discipline, teacher credentialing, mental health, school attendance, and Local Control Funding Formula. 1.2 Support the integration of mental health care, case management, and navigation services into clinical care and community settings. - With support of grant funding, the Cajon Valley Union School District (CVUSD) The Mental Health Therapy for Refugee Children in El Cajon Project seeks to improve access and connection to mental health care in the school setting by providing expanded mental health therapy for refugee students fleeing war and persecution, who are victims of trauma. CVUSD will partner with Survivors of Torture, an international, non-profit organization dedicated to supporting torture survivors for these services. 1.3 Support school and youth development organizations in learning about and addressing mental and behavioral health, including suicide prevention and trauma-informed care. - KFH-San Diego and Zion partners with community-based organizations that focus on increasing awareness, promoting conversations and creating connections to prevent suicides within the school age population. 1.4 Enhance access to high quality substance abuse treatment including medication-assisted treatments to decrease the burden of addiction and promote resiliency and recovery. - With support of grant funding, promote community safety net services. 2.1 Support the education and training of licensed mental health professionals including cultural competency. - With the support of grant funding, Hathaway-Sycamores Child and Family Services provides training for group home foster care providers in Southern California so that they can become certified as Short Term Residential Therapeutic Programs. - With support of grant funding, Health Professions Education Foundation Retaining Health Professionals in Areas of Need will grant educational loan repayment awards to qualified health professionals providing direct patient care in medically underserved areas in Southern California. 2.2 Support efforts to improve the community and social support systems knowledge, attitudes, beliefs and perceptions about mental health, trauma and resilience. - Kaiser Permanentes Public Good Projects Action Minded campaign, a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners in reducing stigma towards mental health conditions. 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, 10, KFH SOUTH SACRAMENTO Explanations Part V, Section B. Line 5: Community input was provided by a broad range of community members through key informant interviews, group 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 health departments, school districts, local non-profits, and other regional public and private organizations as well as community leaders, clients of local service providers, and other individuals representing medically underserved, low-income, and sub-populations that face unique barriers to health (e.g., race/ethnic minority populations, individuals experiencing homelessness). Line 6A: Dignity Health Sutter Health University of California, Davis Medical Center Line 6B: Sacramento County Public Health Department Line 11: Health need 1: Mental and 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 goal(s) - Increase the capacity of organizations and institutions to provide trauma- informed services and programs - Enhance community supports to mitigate impact of ACEs - Increase access to mental and behavioral health care services for low- income and vulnerable populations - Develop a diverse, well trained behavioral health care workforce that provides culturally competent care - Prevent and reduce misuse of drugs and alcohol Strategies - Provide KPs Education Theater program, Resilience Squad - Support local efforts to improve the community, school, and social support systems knowledge, attitudes, beliefs, and perceptions about mental health, trauma, and resilience across the lifespan - Increase quality and effectiveness of mental health services in local schools - Support the capacity of clinics, schools, or other community-based organizations to provide trauma-informed care to youth - Reduce stigma in the workplace for accessing mental health care - Enhance community supports and leverage Kaiser Permanente clinical expertise to mitigate impact of adverse childhood experiences - Train and support community health workers and promotoras, including those with lived experience, to help people navigate the mental health care system and use evidence-based tools - Implement the Public Good Projects Action Minded campaign, a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners, and KP employees as partners in reducing stigma towards mental health conditions - Integrate mental health care, case management, and navigation services into clinical care and community settings (e.g., schools, faith-based organizations, restaurants, other organizations) - Participate in Medi-Cal Managed care - Provide Charitable Health Coverage - Create partnerships to place mental health post-doctoral residents in local schools and with CBO partners - Provide workforce training programs to train current and future mental health practitioners with the skills and linguistic and cultural competence to meet the health care needs of diverse communities - Develop or strengthen local mental health professions pipeline and training programs to increase the number of licensed and diverse mental health professionals Expected outcomes - Increased trauma-informed services, policies, and systems - Increased organizational capacity to provide adverse childhood experiences screenings - Increased enrollment in programs to improve social/emotional wellness - Increased screening for behavioral health needs - Increased integration of primary and behavioral health care services - Strengthened network of support services as a result of strategic partnerships to promote mental and behavioral health - Increased number of mental and behavioral health training programs with modules addressing linguistic and cultural competency - Increased number of providers trained in addressing linguistic and cultural competency Health need 2: Economic Security Long term goal - All community members are economically secure in order to thrive Intermediate goal(s) - Improve economic vitality of local and diverse businesses - Increase in enrollment and participation in public benefit programs - Reduce food insecurity among low-income families and individuals - Improve job readiness for people with barriers to employment - Increase access to living-wage jobs for people with barriers to employment - Increase high school graduation for underrepresented youth - Increase availability of affordable housing - Increase and enhance transitional housing and shelter availability - Increase connections to supportive services for individuals experiencing homelessness or at risk of homelessness Strategies - Increase baseline spending for local and diverse businesses through procurement, hiring and workforce development, and/or small business development impact purchasing - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members (Food For Life) - Promote use of CalFresh and WIC benefits for purchasing fresh fruits and vegetables, including at farmer's markets or prescription programs - Develop job pipelines for "hard to employ" populations for construction of new health facilities - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers (KP LAUNCH) - Support adult and young adult vocational training; programs may include job search assistance, personal development resources, and other comprehensive support services (e.g., child care) during training - Support the development of transitional jobs (time-limited, subsidized, paid jobs intended to provide a bridge to unsubsidized employment) - Leverage the construction of new health facilities to extend job pathways to 'hard to employ' populations such as formerly incarcerated individuals - Provide educational attainment and pathway programs for youth focused on increasing high school graduation rates, college readiness, preparation for careers in Science, Technology, Engineering, and Mathematics (STEM), or health care workforce training - Support impact investing strategies to preserve, rehabilitate, and/or expand affordable housing - Partner with other health systems on interim and respite care for homeless individuals - Support efforts to expand shelter availability and number of overall shelter beds - Funding to strengthen local homeless system of care through the Housing and Health Initiative - Enhance the infrastructure and capacity of service providers to serve individuals at risk or experiencing homelessness - Support Community Solutions Built for Zero initiative to participate and help drive collaboratives that support coordination and funding of resources (such as health services and housing) for individuals at risk or experiencing homelessness Expected outcomes - Increased hospital spending in local and diverse businesses - Increased in enrollment and participation in public benefit programs - Reduction in food insecurity - Increased job pipelines for individuals with barriers to employment - Increased enrollment in training and education programs for living wage employment for individuals - Increased availability of affordable housing - Greater infrastructure for supporting individuals who are at risk of or experiencing homelessness - Strengthened network of support services, as well as coordinated efforts and funding for individuals who are homeless or at risk of homelessness as a result of strategic partnerships Health need 3: 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 goal(s) - Increase access to comprehensive health care coverage for low income individuals - Increase access to subsidized care for those facing financial barriers to health care - Increase access to social non-medical services for low income and vulnerable populations - Increase access to a diverse, culturally competent health care workforce - Improve the capacity of health care systems to provide quality health care services - Increase literacy and practice of healthy behaviors proven to reduce downstream chronic conditions
Strategies - Support access to care for patients through collaboration among community clinics, clinic networks, and other safety net providers - Support school-based health centers - Increase access to health care coverage and access for underserved communities (e.g., low-income, Latinx/Hispanic), including targeted outreach, enrollment, and retention strategies - Train and support community health workers and promoters, including those with lived experience, to help people navigate the system and use evidence-based tools - Participate in Medi-Cal Managed care - Provide Charitable Health Coverage - Provide Medical Financial Assistance - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members (Food For Life) - Support screening for social non-medical service needs and connect low- income individuals and families to community and government resources (Thrive Local) - 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 - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers (KP LAUNCH) - Support School for Allied Health expanding access to training and certificate programs for underrepresented individuals - Support population health management approaches that improve health outcomes for safety net patients with diabetes and hypertension (PHASE) - Support community clinic consortia to develop programs and advocate for policies that improve access to quality health care for low income individuals - Support collaborations and partner with local community-based organizations to promote healthy behaviors that mitigate chronic diseases - Educate and raise public awareness of healthy lifestyle resources Expected outcomes - Increased number of low-income individuals who have comprehensive health care coverage - Increased access to and utilization of individuals with health care subsidies - Increased referrals and coordination between healthcare providers and social non- medical services - Increased number of culturally and linguistically competent health care providers - Increased number of health care career pipelines, training, and certificate programs - Improved capacity of health systems to provide population health management - Ongoing advocacy efforts of community clinic consortia to improve quality health care access for low income individuals - Evidence of increased management of chronic diseases (e.g., diabetes, hypertension) in priority populations Health need 4: Community and Family Safety Long term goal Cycles of violence are interrupted and toxic stress is alleviated Intermediate goal(s) - Decrease in rates of gun violence - Increase trust between law enforcement and community members of color - Increased access to safe parks and public spaces - Increase access to programs and support services for those experiencing or at risk of family violence Strategies - Expand existing partnerships with CBOs and city efforts to reduce community violence - Support efforts to increase crisis support and rapid response efforts to community violence - Support firearm injury prevention efforts - Support community-driven efforts to promote positive interactions between communities and law enforcement - Support local efforts to screen and serve victims of intimate partner violence (including teens), elder abuse, and abuse of vulnerable adults Expected outcomes - Reduction in rates of gun violence - Increased crisis response to community violence - Stronger, positive relationship between communities and law enforcement - Strengthened network of support services for community and family safety as a result of strategic partnerships - Increase participation in prevention programs and support services for those at risk of family violence Health needs KFH-South Sacramento does not intend to address Several of the health needs prioritized in the 2019 KFH-South Sacramento CHNA report will not be addressed with the 2020-2022 implementation strategies: Environmental Health, Healthy Eating and Active Living (HEAL), and Women and Childrens Well-being. South Sacramento CHIC members ranked these lowest among the health needs as part of the Implementation Strategies prioritization process. However, although not selected as priority health needs, goals and strategies in health needs that were selected reflect core components of Healthy Eating and Active Living and Women and Childrens Well-being. For example, KFH-South Sacramento and the CHIC members decided that there was ample evidence in the 2019 CHNA data to indicate that women and children should be a focal populations within each of the prioritized health needs. Similarly, strategies to address core components of Healthy Eating and Active Living were integrated into other health needs, including access to CalFresh into Economic Development and increasing access to healthy lifestyle resources into Access to Care. Environmental Health did not rise to the top in the CHIS prioritization process as the CHIC members felt there were fewer organizational assets that could be leveraged to make an impact in this domain. From as strategic point of view, the CHIC members wanted to ensure organization assets were used in ways that would be most beneficial to the community 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/NCAL
A, 11, KFH SAN FRANCISCO Explanations Part V, Section B. Line 5: Community input was provided by a broad range of community members using 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' 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. 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: San Francisco Health Improvement Partnership (SFHIP). SFHIP Partner organizations include: - African American Community Health Equity Council - APA Family Support Services - Asian Pacific Islander Health Parity Coalition - Chicano/Latino/Indigena Health Equity Coalition - Bayview Hunter's Point Foundation for Community Improvement - Instituto Familiar de la Raza - Rafiki Wellness - Metta Fund - San Francisco Community Clinic Consortium - San Francisco Human Services Network - San Francisco Interfaith Council - San Francisco Department of Public Health - San Francisco Mayor's Office - San Francisco Unified School District - University of California, San Francisco Line 11: Health need 1: 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 coverage for low income individuals - Increase access to subsidized care for those facing financial barriers to health care - Increase access to social non-medical services for low income and vulnerable populations - Increase access to a diverse, culturally competent health care workforce - Improve the capacity of health care systems to provide quality health care services Strategies - Participate in Healthy San Francisco to provide subsidized coverage and care for low-income, uninsured individuals and families - Participate in Medi-Cal managed care - Provide Charitable Health Coverage - Provide Medical Financial Assistance - Improve the coordination of social non-medical services across the healthcare delivery system for low income and vulnerable populations, including the homeless - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members (Food for Life) - Support screening for social non-medical service needs and connect low- income individuals and families to community and government resources (Thrive Local) - Provide workforce training programs to train current and future health care providers, including physicians, mental health practitioners, physical therapists, pharmacists, nurses, and allied health professionals, with the skills and linguistic cultural competence to meet the health care needs of diverse communities - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers (KP LAUNCH) - School for Allied Health expanding access to training and certificate programs for underrepresented individuals - Support population health management approaches that improve health outcomes for safety net patients with diabetes and hypertension (PHASE) - Support community clinic consortia to develop programs and advocate for policies that improve access to quality health care for low-income individuals Expected outcomes - Low income individual will have increased access to comprehensive health care coverage - Those facing financial barriers to health care with have increased access to subsidized care - Low income and vulnerable populations will have expanded access to social non-medical services - The health care workforce will be increasingly diverse and culturally competent - Health care systems will have improved capacity to provide quality health care services Health need 2: Behavioral health (mental health and substance abuse) 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 - Increase capacity of organizations and institutions to provide trauma-informed services and programs - Increased access to behavioral health care services for low-income and vulnerable populations - Develop a diverse, well trained behavioral health care workforce that provides culturally competent care - Prevent and reduce misuse of drugs and alcohol Strategies - Provide training for front line staff in direct service organizations and schools on trauma-informed care - Support the capacity of clinics, schools, or other community-based organizations to provide trauma-informed care to youth organizations - Provide KPs Education Theater program, Resilience Squad - Increase the capacity of case managers to coordinate across agencies - Support mobile case management teams - Implement the Public Good Projects' Action Minded campaign, a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners, and KP employees as partners in reducing stigma towards mental health conditions - Participate in Medi-Cal managed care - Provide Charitable Health Coverage - Provide workforce training programs to train current and future mental health practitioners with the skills and linguistic and cultural competence to meet the health care needs of diverse communities - Support harm-reduction strategies - Advance city policies City Health: - Control the amount of alcohol sales - Raise the legal age for the sale of tobacco products to 21 - Smoke-free indoor air policies Expected outcomes - Organizations and institutions will have an increased capacity to provide trauma-informed services and programs - Low-income and vulnerable populations will have increased access to behavioral health care services - The behavioral health care workforce will be increasingly diverse and well-trained to provide culturally competent care - The misuse of drugs and alcohol will be reduced
Health need 3: Healthy eating/active living Long term goal All community members eat better and move more as part of daily life Intermediate goals - Reduce food insecurity among low-income families and individuals - Increased access to safe parks and public spaces - Increase opportunities for physical activity in schools Strategies - Increase access to healthy food through CalFresh enrollment, food pantries, and other programs - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members (Food For Life) - Bring programming to parks and open spaces to encourage physical activity - Advance complete streets policies (City Health) - Encourage schools to partner with non-profits that work to increase physical activity, especially for Latinx and African American youth Expected outcomes - Low-income families and individuals will have reduced food insecurity - Parks and public spaces will be increasingly safe and accessible - Schools will offer increased opportunities for physical activity Health need 4: Housing and homelessness Long term goal All community members have access to quality, affordable, and stable housing Intermediate goals - Prevent individuals and families from falling into homelessness - Increase connections to supportive services for individuals experiencing homelessness - Increase and preserve the stock of affordable housing, including deeply affordable and Permanent Supportive Housing Strategies - Support individuals and families at risk of falling into homelessness - Partnership with KP Division of Research to develop a predictive model for housing instability - Increase the capacity of case managers working with the homeless to coordinate across agencies - Funding to strengthen local homeless system of care through the Housing and Health Initiative - Advance inclusionary zoning policies Expected outcomes - Individual and families will be increasingly prevented from falling into homelessness - Individuals experiencing homelessness will have increased connections to supportive services - The stock of affordable housing, including deeply affordable and Permanent Supportive Housing, will be increased and preserved Health needs KFH San Francisco does not intend to address The following are the health needs that were not selected for implementation. HIV/AIDS/STDs: The CBAC gave HIV/AIDS/STDs the second lowest ranking of all the health needs rated for implementation. Though they rated the health need highly in terms of partnerships, approaches, expertise, and feasibility, they noted that KFH San Francisco has been focused on treating HIV for many years. The hospital has had a dedicated HIV unit since the 1980s. Furthermore, CHNA data show that, while the incidence of HIV is still significantly higher in San Francisco compared to other areas, strong local health efforts have resulted in a relatively low rate of new infection. For this reason, the health need was ranked as a lower priority during the CHNA process and not selected by the CBAC for implementation. Violence/Injury Prevention: The CBAC gave Violence/Injury Prevention the lowest ranking of all the health needs rated for implementation. The Committee reported that KP only has medium expertise and some community partners in this area, and that there are only some promising approaches for working on this health need as well as medium feasibility. The health need was also ranked as a lower priority in the CHNA. Rather than addressing this health need by itself, the committee plans to address concerns about violence and injury prevention as part of its work on trauma under the Behavioral Health 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. 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/NCAL
G, 12, KFH HONOLULU Explanations Part V, Section B. Line 5: Community input was provided by a broad range of community members using community meetings and key informant interviews. 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: Adventist Health Castle Kahi Mohala Kahuku Medical Center Kapiolani Medical Center for Women and Children Kuakini Medical Center Pali Momi Medical Center The Queens Medical Center The Queens Medical CenterWest Oahu Rehabilitation Hospital of the Pacific Shriners Hospitals for ChildrenHonolulu Straub Medical Center Wahiawa General Hospital Line 6B: The Healthcare Association of Hawaii (HAH), on behalf of thirteen member hospitals, conducted this CHNA. Islander Institute analyzed and synthesized all qualitative data from the community meetings and key informant interviews. Community members and key informant interviews 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. Line 11: The three health needs that KFH Honolulu plans to address are Access to Care, Economic Security, and Exercise, Nutrition and Weight/Diabetes. Health need 1: Economic Security Long term goal All community members experience improved economic security, including access to employment, education, and housing opportunities, and other factors that influence health. Intermediate goal(s) - Increase economic opportunity by how we hire, purchase, invest, build our facilities, and partner with local businesses and communities. - Increase opportunities for local and diverse hiring and entrepreneurship. - Increase access to safe, quality affordable housing and support services for populations affected by homelessness and housing displacement. - Increase opportunities for education, training, and employment for vulnerable and low-income populations. - Strengthen capacity and sustainability of community coalitions and non- profits working to advance equity, economic opportunity, and improved built environments. Strategies: - Economic Opportunity. Support long-term economic vitality of communities through procurement, hiring and workforce development, small business development, impact investing, public policy, and improvements in the built environment. - Inner City Capital Connections (ICCC): Provide training education and mentorship to small businesses seeking to increase their capacity and access to new sources of funding. - Deploy KP assets and support community-based organizations and non-profits that promote capacity building and mentorship for local small businesses. - Thrive Local. Participate in Thrive Local or use of similar tools and technology at priority sites, that connects low-income individuals and families to community and government resources, confirms that their needs have been addressed, and incorporates that information into ongoing care plans. - Food for Life. Deliver a multi-pronged approach to transform economic, social, and policy environments to improve food security for the communities we serve. - CityHealth. Align health policy work with the CityHealth initiative by supporting community-based organizations to advocate for cities, counties, and the state to adopt and implement evidence-based policies to advance health, prosperity, and equity. Policy priorities include earned sick leave, universal pre-kindergarten, and affordable housing/inclusionary zoning, complete streets, alcohol sales control, tobacco 21, smoke-free indoor air, food safety/restaurant inspection rating, and healthy food procurement. - Collaborate with multi-sector and coalition partners such as the Hawaii Public Health Institute and other advocacy groups to advance policies in alignment with the CityHealth policy agenda. - Housing/Homelessness. Support efforts to reduce homelessness and increase housing stability by transforming health care and housing and strengthening systems to reduce/end homelessness, increase affordable housing supply, shape policy, and catalyze innovations. - Community Solutions Built for Zero: Support efforts to end chronic and veteran homelessness through data-driven and technology-enabled solutions. - Support community-based organizations and non-profits to increase access to affordable housing and complementary support services; provide direct services to homeless individuals and housing insecure families. - Workforce. Leverage KP assets to support K-12 and non-profit STEM programs and pre-apprenticeships and apprenticeships to strengthen education and career pathways for under-represented communities and individuals. - Partner with high schools, local vocational schools, community colleges, workforce investment boards, local hiring halls, or community-based workforce development programs to create pipelines for youth and under-represented communities. Health need 2: Obesity/HEAL/Diabetes Long term goal All community members eat better and move more as part of daily life. Intermediate goal(s) - Improve healthy eating among residents in low income, under-resourced communities. - Increase physical activity among residents in low income, under-resourced communities. - Improve prevention, treatment, and management of obesity, diabetes, and/or heart disease. Strategies - Thrive Local. Participate in Thrive Local or use of similar tools and technology at priority sites, that connects low-income individuals and families to community and government resources, confirms that their needs have been addressed, and incorporates that information into ongoing care plans. - Food for Life. Deliver a multi-pronged approach to transform economic, social, and policy environments to improve food security for the communities we serve. - Increase access and availability of healthy school meals. - Collaborate with the Department of Education and other partners to enhance enrollment and utilization of federal food programs. - CityHealth. Align health policy work with the CityHealth initiative by supporting cities, counties, and the state to adopt and implement evidence-based policies to advance health, prosperity, and equity. Policy priorities related to obesity/HEAL/diabetes include complete streets, food safety/restaurant inspection rating, and healthy food procurement. Support specific policy campaigns to advance health, prosperity and equity for a priority city. - Collaborate with multi-sector and coalition partners such as the Hawaii Public Health Institute and other advocacy groups to advance policies to improve and increase access to healthy food and opportunities for physical activity. - Thriving Schools. Support KP Thriving Schools HEAL initiatives through grants and partnerships to advance the adoption and implementation of HEAL policies and practices. - Deploy the Educational Theater Program to educate the community on healthy eating and physical activity behaviors. - Fund water stations in schools to reduce sugar sweetened beverage consumption in schools and support school wellness policies. - Community Vitality. Build spaces that are open to the public, blurring the lines between community and facility, including gardens, picnic & public event areas, outdoor group meeting spaces, farmers markets & educational gardens, exercise & bicycle paths, and childrens play areas, whenever possible. - Transportation. Support active transportation policies and practices (e.g., walking trails around facilities, bike-sharing programs, traffic calming measures, and location of transit stops near facilities).
Health need 3: 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 goal(s) - Increase coverage and access to comprehensive, quality health care services for low-income and uninsured populations. - Improve health care services & delivery systems for low-income and uninsured populations. - Increase access to social services for vulnerable and low-income populations. - Equitably increase the number of students who have access to school-based health services, including mental health support. Strategies - Medicaid. Deploy KP resources to provide high-quality medical care services to Medicaid participants who would otherwise struggle to access care. - Medical Financial Assistance. Deploy KP resources to provide temporary financial assistance to low-income individuals who receive care at KP facilities and cant afford medical expenses and/or cost sharing. - Thrive Local. Participate in Thrive Local or use of similar tools and technology at priority sites, that connects low-income individuals and families to community and government resources, confirms that their needs have been addressed, and incorporates that information into ongoing care plans. - Housing/Homelessness. Support efforts to reduce homelessness and increase housing stability by transforming health care and housing and strengthening systems to reduce/end homelessness, increase affordable housing supply, shape policy, and catalyze innovations. - Community Solutions Built for Zero: Support efforts to end chronic and veteran homelessness through data-driven and technology-enabled solutions. - Support community-based organizations and non-profits to increase access to affordable housing and complementary support services; provide direct services to homeless individuals and housing insecure families. - Safety Net. Strengthen the capacity and sustainability of safety net organizations that address essential medical and social/non-social needs. - Improved Access. Leverage KP assets to improve access to healthcare for underserved, build capacity of the primary care workforce, and improve appropriate utilization of healthcare services. - Transportation. Engage community partners to promote safe transportation, encourage active transportation, and address barriers to health access. - School-based Health. Support community- driven efforts to sustain and expand school-based health centers by leveraging KP assets. The remaining prioritized health needs for Honolulu will not be addressed by KFH Honolulu because they were not ranked as highly as Access to Care, Economic Security, and Exercise, Nutrition, Weight and Diabetes. Based on the prioritization criteria, the health needs identified through the CHNA that KFH Honolulu does not plan to address at this time include: 1. Mental health 2. Climate and health While these health needs are not the focus of this Implementation Strategy, KFH Honolulu may consider investing resources in these areas as appropriate, depending on opportunities for KFH Honolulu to leverage its assets in partnership with local communities. This report does not encompass a complete inventory of everything KFH Honolulu does to support the health of our communities, including our commitment to environmental stewardship. Line 13A: KFH Honolulu 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 great than or equal to 10% of their annual household income in eligible for charity care. Line 16J: The FAP program materials are available on the KP website at www.kp.org/mfa/hawaii. 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 all patient billing statements.
C, 13, KFH ANAHEIM & C, 23, KFH - IRVINE Explanations Part V, Section B. Line 5: Residents, community leaders, and government and public health department representatives were selected for the CHNA sample. Selection criteria across these groups included (a) those best able to respond in rich detail to the strategic learning questions, (b) those who had expertise in local health needs, (c) those who resided and/or provided services in an under-resourced or medically underserved community, and (d) those able to represent the health needs of a given racial or ethnic minority group. Given the large size of the KFH-Anaheim and Irvine service areas, community engagement efforts set out to target those geographies most under-resourced and where health outcomes were the poorest. Once selected for engagement, participants were provided the opportunity to share their perspective on targeted health needs and raise any additional health needs outside the strategic lines of inquiry. Line 6A: Collaborating Hospitals: Hoag Memorial Hospital St. Jude Medical Center St. Joseph Medical Center Mission Hospital CHOC Childrens Hospital Line 11: Health Need 1: Access to Care Long Term Goal All community members have access to high quality care services from a trained and diverse workforce in a coordinated delivery system. Strategic priorities 1. Increase coverage, access, and utilization of health care services for populations that are underserved, uninsured, and/or underinsured. 2. Improve and build the current and emerging workforce to meet the primary care needs of the community. 3. Improve the capacity of healthcare systems to provide quality healthcare, including interventions to address the social determinants of health. Strategies & Core Interventions 1.1 Provide access and comprehensive health care to low-income individuals and families who do not have access to public or private health coverage. - The Kaiser Permanente Medicaid program provides high-quality medical care services to Medicaid eligible participants who would otherwise struggle to access care. - The Kaiser Permanente Medical Financial Assistance program provides temporary financial assistance to low-income individuals who receive care at Kaiser Permanente facilities and who cant afford medical expenses and/or cost sharing. - The Kaiser Permanente Charitable Health Coverage program provides access to comprehensive health care to low-income individuals and families who do not have access to public or private health coverage. 1.2 Support access to care for patients through collaboration among community clinics, clinic networks, and other safety net providers. - With the support of grant funding, Regional Associations of California (Essential Access Health) strengthen the capacity of California's community clinics and health centers and to advance local health delivery system transformation through statewide policy. - Through grant-making Kaiser Permanente will partner with organizations that have community health navigator programs, such as the Coalition of Orange County Community Health Centers to increase access to care. 2.1 Support and implement physician and other pipeline and training programs, using evidence-based, culturally competent and patient-centered population management modules. - The Kaiser Permanente Graduate Medical Education (GME) recruits and prepares the physician workforce of the 21st century by optimizing the unique clinical and educational opportunities within Kaiser Permanentes integrated model of care, which is now considered the gold standard for improving the entire U.S. healthcare system. As part of their training, residents participate in rotations at school-based health centers, community clinics, and homeless shelters. 3.1 Design, pilot and implement systems for screening community members with social (non-medical) needs and refer to community-based programs. - The Kaiser Permanente Thrive Local initiative integrates the social determinants of health into ongoing care plans by screening and connecting low-income individuals and families to community and government resources. 3.2 Strengthen the capacity and infrastructure of community clinics to effectively prevent and manage chronic disease, including cardiovascular health and diabetes. - Through grant-making, increase chronic disease prevention, screening and management, including mammography screenings, in partnership with health centers and community partners. - In collaboration with stroke-advocacy organizations, such as the American Heart Association, Kaiser Permanente will expand public awareness about the scale, scope, and nature of stroke and its lifestyle effects in the black community. - Kaiser Permanente will participate on advisory groups and boards to increase advocacy and education on asthma prevention and treatment, including air quality issues, such as the Environmental Justice Advisory Group of the South Coast Air Quality Management District and the local American Lung Association California Board of Directors. Health Need 2: Economic Security Long Term Goal All community members experience improved economic security and access to social services, including affordable housing, educational attainment, training and employment, and healthy foods. Strategic priorities 1. Reduce food insecurity in the community and improve access to healthy foods. 2. Preserve and improve the availability of affordable housing and improve care coordination to serve individuals experiencing homelessness and to prevent displacement. 3. Improve educational attainment and employment opportunities. Strategies & Core Interventions 1.1 Design, pilot and implement programs and systems for promoting, screening and/or enrolling community members in food benefit programs. - The Kaiser Permanente Food for Life initiative delivers a multi-pronged approach to improve food security, such as the CalFresh enrollment campaign utilizes multi-modal outreach to increase CalFresh enrollment for eligible community members. 1.2 Support programs that procure, recover and/or redistribute food to food insecure communities. - The Kaiser Permanente Food Recovery and Food Redistribution program envision foodservices as the source of nutritious meals for patients, staff and the broader community by distributing food to food insecure communities. - With the support of grant funding, the California Association of Food Banks Farm to Family utilizes advocacy and outreach efforts to procure and provide fresh produce to food banks serving individuals and families who are food insecure. - Kaiser Permanente participates as an active member in the Orange County Strategic Plan for Aging; Senior Nutrition/Food Security Committee and part of the Waste Not OC Coalition recovering and redistributing food to food insecure community members. 1.3 Support the capacity of communities and anchor organizations to adopt and implement policies and programs to ensure access to healthy foods. - The Kaiser Permanente Thriving Schools Healthy Eating Active Living (HEAL) Initiative, in partnership with Alliance for a Healthier Generation, supports Title 1 schools with the adoption and implementation of policies and practices to continuously improve the schools culture and practices around health. 2.1 Enhance the infrastructure and capacity of service providers to serve individuals at risk or experiencing homelessness. - Through grant making, Kaiser Permanente will partner with organizations to increase the number of housing navigators. 2.2 Support and participate in collaboratives that support coordination and funding of resources (such as health services and housing) for individuals at risk or experiencing homelessness. - Kaiser Permanente will partner with the United to End Homelessness initiative, working to create long-term supportive housing and reduce homelessness in Orange County to a functional zero. 3.1 Support the long-term economic vitality of communities through procurement, hiring and workforce development, and/or small business development impact investing. - Hire and provide training to people who are striving to overcome employment barriers, including homelessness, incarceration, substance abuse, mental illness, and limited education. - The Kaiser Permanente, High Impact Hiring is a talent-sourcing strategy that aligns business needs with positive community impact. High Impact Hiring creates career opportunities for people with employment barriers, focusing on specific populations of disadvantaged people or specific geographic areas.
Health Need 3: Mental Health Long Term Goal All community members have optimal levels of mental health and well-being through improved equitable access to evidence-based, high quality, appropriate care and reduced efforts of stigma. Strategic priorities 1. Improve access and connection to mental healthcare in clinical and community settings. 2. Improve and build the current and emerging mental health workforce to meet community needs. 3. Reduce mental health stigma and improve knowledge, capacity and resilience in individuals, communities, and organizations. Strategies and Core Interventions 1.1 Support the infrastructure and capacity building of community organizations and clinics to improve access to quality mental health care. - Kaiser Permanente will participate in Be Well Orange Countys subgroup on closing treatment gaps and improving access to mental health services. - Kaiser Permanente will collaborate with the newly formed Childrens Mental Health Collaborative to increase access for children to mental health services. - Kaiser Permanentes Center for Healthy Living provides Motivational Interviewing training, an evidence-based counseling method that can be used as an effective short-term intervention with those experiencing addiction, free of charge to community partners. 1.2 Support the integration of mental health care, case management, and navigation services into clinical care and community settings. - With the support of grant funding, Mind OC Be Well Hub will provide co-located mental health and substance abuse services to improve care coordination and reduce emergency room visits. - Kaiser Permanente will work with clinical care sites to expand screening protocols across the lifespan, including for Adverse Childhood Experiences (ACEs) in pediatric offices and mental health screening for older adults in primary care settings. 2.1 Support the education and training of licensed mental health professionals to be culturally competent. - In collaboration with MECCA (Multi-Ethnic Collaborative of Community Agencies) Kaiser Permanente will increase cultural competency and better reach underserved communities in Orange County. 2.2 Support the utilization of pipeline and training programs to increase the number of licensed and diverse mental health professionals. - Continue to be a member of the OC STEM Initiative and support the collaborative efforts with K-12, community colleges and business and industry, health care employers and stakeholders to convene and address healthcare career pathways. - Provide workforce development opportunities through the Masters Social Work internship program. - Collaborate with public and private partners, such as Childrens Cause Orange County, in support of the formation of a new Orange County Early Childhood Mental Health Workforce Development Initiative. 3.1 Support efforts to improve the community and social support systems knowledge, attitudes, beliefs and perceptions about mental health, trauma and resilience. - Kaiser Permanente will participate in the Be Well OC initiative for stigma reduction including attending collaborative meeting and supporting the Stigma Free OC initiative. - Kaiser Permanente will participate in collective impact efforts coordinated by Waymakers to prevent substance use among youth in the Capistrano Unified School District and the Newport-Mesa Unified School District. - Through grant-making, Kaiser Permanente will partner with NAMI Orange County to work with the students in schools to raise awareness about mental health and wellness by developing tool-kits, offering writing labs, or peer-to-peer student clubs. - The Kaiser Permanente Public Good Projects Action Minded campaign, a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners in reducing stigma towards mental health conditions 3.2 Support the enhancement of organizational culture, practices and policies in schools and other institutions to be trauma-informed. - Kaiser Permanente will collaborate with educational organizations, such as the Orange County Department of Education, to provide trauma-informed training for educators and providers to better understand the impact of trauma on academic achievement and behavior. - Kaiser Permanente will collaborate with MIND OC and other community-based organizations to support suicide prevention efforts at schools and across the county. Health needs KFH-Anaheim and Irvine do not intend to address While all the health needs prioritized in the 2019 Community Health Needs Assessment process are important to address, the implementation strategy planning process requires KFH-Anaheim and Irvine to conduct a selection process based on critical criteria including health need severity, magnitude, inequity, and the extent to which KFH-Anaheim and Irvine are in a position to meaningfully address the need. Health needs that were not elevated across these critical criteria were not selected for the implementation strategy plan. Health needs not selected include: Stroke and Suicide. These health needs were not selected as standalone needs for the purposes of this report, but KFH Anaheim and Irvine plan to address these needs through efforts to improve Access to Care and Mental and Behavioral Health, respectively. 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, 14, KFH VALLEJO Explanations Part V, Section B. Line 5: A broad range of community members provided input through key informant interviews, group interviews, and focus groups. The research team consulted individuals with knowledge, information, and expertise relevant to the health needs of the community. These individuals included representatives from health departments, school districts, local non-profits, and other regional public and private organizations. In addition, the team gathered input from community leaders, clients of local service providers, and other individuals representing people who are medically underserved, low income, or who face unique barriers to health (e.g., race/ethnic minorities and individuals experiencing homelessness). Line 6A: Sutter Health Line 6B: Napa County Health and Human Services Solano County Health and Social Services Community Health Insights Line 11: Health need 1: Mental Health and Wellness Long term goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems Intermediate goal(s) - Increase capacity of organizations and institutions to provide trauma-informed services and programs - Increased access to behavioral health care services for low-income and vulnerable populations - Develop a diverse, well trained behavioral health care workforce that provides culturally competent care Strategies - Provide funding to address trauma and adverse childhood experiences (ACEs) (including screening and counseling). - Provide grants for programs that support a network of services for children and families (e.g. family resource centers). - Support culturally appropriate programming to promote healing in communities with high rates of trauma and/or violence. - Provide funding for programs providing certified, evidence-based parenting programs to vulnerable populations. - Provide support for organizations providing trauma-informed and trauma-responsive trainings for staff/providers. - Provide grant funding to school districts participating in KP Thriving Schools initiatives to support staff and school leadership professional development and resilience. - Fund grants to improve early identification of behavior health needs (e.g. schools, clinics). - Implement the Public Good Projects Action Minded campaign, a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners, and KP employees as partners in reducing stigma towards mental health conditions - Participate in Healthy Solano Collaborative, Live Healthy Napa County Collaborative, and Solano Elder Justice Coalition. - Provide funding for programs focused on providing mental health services in vulnerable census tracts. - Provide grants for behavioral health case management. - Provide grants for programs that offer substance and tobacco education. - Provide grants for programs that offer resources and support for youth and families dealing with substance abuse. - Support the capacity of clinics, schools or other community-based organizations to provide trauma-informed care to youth. - Provide KPs Education Theater programs Ghosted, Nightmare on Puberty St., and Peace Signs. - Participate in Medi-Cal Managed care. - Provide Charitable Health Coverage. - KP Mental Health Training Program participants rotate through community clinics and other community-based organizations to provide behavioral health services and education. - The Thrive Local bi-directional directory will allow KP staff to directly refer patients to community-based resources and services. - Support the rotation of residents and other trainees in community health centers and other community settings. - Provide and distribute KP health education materials and resources to community-based organizations, including community clinics. - ACEs screening through pilot at NSA KP facilities that link KP patients to community resources and services. - Provide direct linkages to social non-medical resources and services to new Medi-Cal members during onboarding through Social Medicine services. Expected outcomes - Increased enrollment in programs to improve social/emotional wellness - Increased screening for behavioral health needs - Increased organizational capacity to provide Adverse Childhood Experiences screenings - Increased trauma-informed and trauma-responsive services, policies, and systems - Increased participation in drug and alcohol prevention programs - Improved capacity of systems or organizations to implement non-violent solutions to conflict and offer alternatives to punitive responses - Increased 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 - Increased number of individuals receiving mental health services Health need 2: Community and Family Safety Long term goal Cycles of violence are interrupted, and toxic stress is alleviated Intermediate goal(s) - Increased access to safe parks and public spaces - Increased access to programs and support services for those experiencing or at risk of family violence - Improve job readiness for people with barriers to employment Strategies - Provide funding for programs focusing on development and/or beautification of neighborhood outdoor spaces servicing low income and vulnerable populations. - Provide funding for programming that promotes physical activity and social cohesion in underserved or vulnerable communities. - Participate in Healthy Solano Collaborative and Live Healthy Napa County Collaborative. - Participate in Vibe Solano collaborative. - Participate in Food, Agricultural, Nutrition Network of Solano (FANNS). - Provide grants for programs that support a network of services for children and families (e.g. family resource centers, family justice centers). - Fund prevention programs and support services for those at risk of family violence. - Support domestic violence and child abuse prevention programs that work with victims and/or perpetrators. - Support programs that provide access to job training programs for high-risk populations (e.g. homeless, reentry, foster youth, transition age youth). - Support organizations who work with re-entry population by providing training, wraparound services, and help them successfully access and maintain employment. - 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. - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers (KP LAUNCH) - Utilize KP Cares to recruit volunteers for community-based projects (e.g. neighborhood beautification projects). - Provide opportunities for KP business resource groups to support volunteer projects in the community. - Provide opportunities for KP business resource groups to service as speakers or present to local students regarding career paths. - Provide mentorship opportunities for Vallejo high school students through the KP/Touro University California Partnership for Achievement of Total Health in Students (KP/TUC PATHS) program. - Local KP participation 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. Expected outcomes - Increased use of parks and public spaces - Increased community perception of safety - Increased trust between law enforcement and community members - Increased community perception that violence is a preventative public health issue - Increased participation in prevention programs and support services for those at risk of family violence - Increased organizational capacity to offer quality services to individuals and communities experiencing trauma/violence - Increased number of families receiving responsive services - Increased number of families screened for family violence - Increased proportion of referrals made for families experiencing family violence - Increased enrollment and completion of education and job training programs - Decreased recidivism - Increased number of individuals completing job-training program
Health need 3: Economic Opportunity Long term goal All community members are economically secure in order to thrive Intermediate goal(s) - Increase high school graduation for underrepresented youth - Prevent individuals and families from falling into homelessness - Increase connections to supportive services for individuals experiencing homelessness - Improve job readiness for people with barriers to employment - Increase access to living-wage jobs for people with barriers to employment Strategies - Provide grants for youth development programs that support underrepresented students prepare academically for college. - Provide grant funding for programs assisting vulnerable youth access support and resources needed to graduate from high school and prepare them for college. - Provide grant funding for programs working to assist disconnected youth complete high school level education. - Provide support for programs offering education and resources around tenant protections and/or providing free or low-cost legal assistance for tenants facing eviction. - Provide funding for programs that support the connection of residents in affordable housing to a range of critical health and human services. - Provide funding to support rapid rehousing programs. - Support non-profit housing developers, housing programs, and shelters focused on expanding supportive housing and resources for those who are experiencing or at risk of homelessness. - Provide funding to support coordinated entry systems. - Support for programs providing emergency rental assistance to prevent eviction and homelessness. - Participate in Healthy Solano Collaborative and Live Healthy Napa County Collaborative. - Participate in regular partnership meetings with Solano County hospital systems and health plans. - Support programs that provide access to job training programs for high-risk populations (e.g. homeless, reentry, foster youth, transition age youth). - Support organizations who work with re-entry population by proving training, wraparound services, and help them successfully access and maintain employment. - 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. - Funding to strengthen local homeless system of care through the Housing and Health Initiative. - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers (KP LAUNCH). - Provide mentorship opportunities for Vallejo high school students through the KP/Touro University California Partnership for Achievement of Total Health in Students (KP/TUC PATHS) program. - Provide opportunities for KP employees (e.g. Multi-cultural business resource groups) to service as speakers or present to local students regarding career paths. - Partnership with KP Division of Research to develop a predictive model for housing instability. - Provide opportunities for KP business resource groups to service as speakers or present to local students regarding career paths. - Local KP participation 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. - NSA Local impact hiring strategy will provide opportunities for people with barriers to employment. - Impact purchasing and small business capacity building to strengthen local and diverse businesses through sourcing strategies and programs. Expected outcomes - Decreased rates of chronic absenteeism - Reduced high school dropout rate among low income and vulnerable youth - Increased college access among low income and vulnerable youth - Improvement of reading proficiency scores for third grade students - Increased availability and utilization of affordable housing - Increase in referral and coordination between medical providers and social non-medical services and providers - Increased number of families remaining stably housed while receiving prevention assistance - Increase in the number of assisted families who do not enter or re-enter emergency shelter or transitional housing after receiving housing assistance - Increased number of clients connected to housing opportunities - Increased enrollment and completion of education and job training programs - Decreased recidivism Health need 4: 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 goal(s) - Increase access to comprehensive health care coverage for low income individuals - Increase access to social non-medical services for low income and vulnerable populations - Reduce food insecurity among low-income families and individuals - Increase access to a diverse, culturally competent health care workforce. - Improve the capacity of health care systems to provide quality health care services Strategies - Provide grants for programs focused on (increasing) enrollment in affordable health coverage options. - Funding programs and/or organizations to conduct targeted outreach and screening for chronic unmanaged health conditions specific to target populations or census tracts. - Funding to support FQHCs around health education and outreach. - Fund FQHCs to expand and improve primary care access, navigation, and services. - Provide subsidized health care coverage to children (18 & under) in low- income families who lack access to other sources of coverage. - Provide Medical Financial Assistance to patients who are unable to afford the cost of care. - Participate in regular partnership meetings with Solano County hospital systems and health plans. - Provide grants for programs that increase enrollment in federal food programs. - Support programs that advocate for equitable access to healthy food (e.g., community gardens, food systems, and local markets). - Support Market Match to provide incentives for CalFresh users to purchase produce at farmers markets. - Support programs focused on connecting vulnerable populations (e.g. seniors, low income families) to social non-medical services and resources (e.g. transportation, food). - Participate in Healthy Solano Collaborative and Live Healthy Napa County Collaborative. - Participate in Vibe Solano collaborative. - Participate in Food, Agricultural, Nutrition Network of Solano (FANNS). - Provide grant funding for programs providing respite and recuperative care for people without stable housing after being discharged. - 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 outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members (Food For Life). - Support screening for social non-medical service needs and connect low- income individuals and families to community and government resources (e.g. Thrive Local). - Support population health management approaches that improve health outcomes for safety net patients with diabetes and hypertension (PHASE). - Support community clinic consortia to develop programs and advocate for policies that improve access to quality health care for low income individuals. - Participate in Medi-Cal Managed care. - Provide Charitable Health Coverage. - The Thrive Local bi-directional directory will allow KP staff to directly refer patients to community-based resources and services. - Provide direct linkages to social non-medical resources and services to new Medi-Cal members during onboarding through Social Medicine services. - Support the rotation of residents and other trainees in community health centers and other community settings. - Collaborate with HR and other internal stakeholders to develop a high- impact hiring program in NSA.
Expected outcomes - 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 - Increased referrals and coordination between healthcare providers and social non- medical services - Increased enrollment and participation in public benefit programs - Improved transportation for vulnerable populations (e.g. seniors) to necessary healthcare and social non-medical services - 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 - Increased number of people from underrepresented groups enrolling in job training programs - Increased number of culturally and linguistically competent and skilled healthcare providers Health needs KFH-Vallejo does not intend to address Housing: This health need was not selected because, compared to other health needs, it scored relatively lower on the following criteria: disparities, leveraging organizational assets, and feasibility. The strategies identified within Economic Security will largely address the need associated with Housing. Additionally, there is significant existing attention and resources dedicated to addressing this issue in the community. Education: This health need was not selected because, compared to other health needs, it scored relatively lower on the ability to leverage organizational assets. Significant attention and resources in the service area are currently dedicated to addressing this health need, especially in the secondary education system by supporting programs providing mentorship and educational support systems for high school students and disconnected youth. Healthy Eating and Active Living (HEAL): This health need was not selected because, compared to other health needs, it scored relatively lower on disparities and leveraging organizational assets. Significant attention and resources in the service area are currently dedicated to this need around the issues of reducing food insecurity, providing access to healthy food, and increasing access to safe parks and outdoor spaces. Maternal & Infant Health: This health need was not selected because, compared to other health needs, it scored relatively lower on disparities and leveraging organizational assets. The strategies identified within Access to Care will largely address the challenges specific to the population of mothers and young children. 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/NCAL
A, 15, KFH SACRAMENTO Explanations Part V, Section B. Line 5: Community input was provided by a broad range of community members through key informant interviews, group 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 health departments, school districts, local non-profits, and other regional public and private organizations as well as community leaders, clients of local service providers, and other individuals representing medically underserved, low-income, and sub-populations that face unique barriers to health (e.g., race/ethnic minority populations, individuals experiencing homelessness). Line 6A: KFH-Sacramento coordinated 2019 CHNA efforts with several regional hospital systemsDignity Health, Sutter Health, and the University of California, Davis Medical Center. Line 6B: Sacramento County Department of Public Health Yolo County Department of Health and Human Services Line 11: Health need 1: Mental and 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 goal(s) - Increase the capacity of organizations and institutions to provide trauma- informed services and programs - Enhance community supports to mitigate impact of ACEs - Increase access to mental and behavioral health care services for low- income and vulnerable populations - Develop a diverse, well trained behavioral health care workforce that provides culturally competent care - Prevent and reduce misuse of drugs and alcohol Strategies - Provide KPs Education Theater program, Resilience Squad - Support local efforts to improve the community, school, and social support systems knowledge, attitudes, beliefs, and perceptions about mental health, trauma, and resilience across the lifespan - Increase quality and effectiveness of mental health services in local schools - Support the capacity of clinics, schools, or other community-based organizations to provide trauma-informed care to youth - Reduce stigma in the workplace for accessing mental health care - Enhance community supports and leverage Kaiser Permanente clinical expertise to mitigate impact of adverse childhood experiences - Train and support community health workers and promotoras, including those with lived experience, to help people navigate the mental health care system and use evidence-based tools - Implement the Public Good Projects Action Minded campaign, a digital community health intervention using education, social engagement and multi- media tools to engage the general public, issue-advocates and community partners, and KP employees as partners in reducing stigma towards mental health conditions - Integrate mental health care, case management, and navigation services into clinical care and community settings (e.g., schools, faith-based, restaurants, other organizations) - Participate in Medi- Cal Managed care - Provide Charitable Health Coverage - Create partnerships to place mental health post-doctoral residents in local schools and with CBO partners - Provide workforce training programs to train current and future mental health practitioners with the skills and linguistic and cultural competence to meet the health care needs of diverse communities - Develop or strengthen local mental health professions pipeline and training programs to increase the number of licensed and diverse mental health professionals - Advance city policies related to tobacco sales Expected outcomes - Increased trauma-informed services, policies, and systems - Increased organizational capacity to provide adverse childhood experiences screenings - Increased enrollment in programs to improve social/emotional wellness. - Increased screening for behavioral health needs - Increased integration of primary and behavioral health care services - Strengthened network of support services as a result of strategic partnerships to promote mental and behavioral health - Increased number of mental and behavioral health training programs with modules addressing linguistic and cultural competency - Increased number of providers trained in addressing linguistic and cultural competency - Increased control of tobacco sales - Increased legal age of tobacco products to age 21 Health need 2: Economic Security Long term goal All community members are economically secure in order to thrive Intermediate goal(s) - Improve economic vitality of local and diverse businesses - Increase in enrollment and participation in public benefit programs - Reduce food insecurity among low-income families and individuals - Improve job readiness for people with barriers to employment - Increase access to living-wage jobs for people with barriers to employment - Increase high school graduation for underrepresented youth - Increase availability of affordable housing - Increase and enhance transitional housing and shelter availability - Increase connections to supportive services for individuals experiencing homelessness or at risk of homelessness Strategies - Provide training, education and mentorship to small, diverse businesses seeking to increase their capacity and access new sources of funding - Increase baseline spending for local and diverse businesses through procurement, hiring and workforce development, and/or small business development impact purchasing - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members (Food For Life) - Promote use of CalFresh and WIC benefits for purchasing fresh fruits and vegetables, including at farmer's markets or prescription programs - Develop job pipelines for hard to employ populations for construction of new health facilities - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers (KP LAUNCH) - Support adult and young adult vocational training; programs may include job search assistance, personal development resources, and other comprehensive support services (e.g., child care) during training - Support the development of transitional jobs (time-limited, subsidized, paid jobs intended to provide a bridge to unsubsidized employment) - Leverage the construction of new health facilities to extend job pathways to hard to employ populations such as formerly incarcerated individuals - Provide educational attainment and pathway programs for youth focused on increasing high school graduation rates, college readiness, preparation for careers in Science, Technology, Engineering, and Mathematics (STEM), or health care workforce training - Support impact investing strategies to preserve, rehabilitate, and/or expand affordable housing - Partner with other health systems on interim and respite care for homeless individuals - Support efforts to expand shelter availability and number of overall shelter beds - Funding to strengthen local homeless system of care through the Housing and Health Initiative - Enhance the infrastructure and capacity of service providers to serve individuals at risk or experiencing homelessness - Support Community Solutions Built for Zero initiative to participate and help drive collaboratives that support coordination and funding of resources (such as health services and housing) for individuals at risk or experiencing homelessness Expected outcomes - Increased hospital spending in local and diverse businesses - Increased enrollment and participation in public benefit programs - Reduction in food insecurity - Increased job pipelines for individuals with barriers to employment - Increased enrollment in training and education programs for living wage employment for individuals - Increased availability of affordable housing - Greater infrastructure for supporting individuals who are at risk of or experiencing homelessness - Strengthened network of support services, as well as coordinated efforts and funding for individuals who are homeless or at risk of homelessness as a result of strategic partnerships
Health need 3: 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 goal(s) - Increase access to comprehensive health care coverage for low income individuals - Increase access to subsidized care for those facing financial barriers to health care - Increase access to social non-medical services for low income and vulnerable populations - Increase access to a diverse, culturally competent health care workforce - Improve the capacity of health care systems to provide quality health care services - Increase literacy and practice of healthy behaviors proven to reduce downstream chronic conditions Strategies - Support access to care for patients through collaboration among community clinics, clinic networks, and other safety net providers - Support school-based health centers - Increase access to health care coverage and access for underserved communities (e.g., low- income, Latinx/Hispanic), including targeted outreach, enrollment, and retention strategies - Train and support community health workers and promotoras, including those with lived experience, to help people navigate the system and use evidence- based tools - Participate in Medi-Cal Managed care - Provide Charitable Health Coverage - Provide Medical Financial Assistance - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members (Food For Life) - Support screening for social non-medical service needs and connect low- income individuals and families to community and government resources (Thrive Local) - 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 - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers (KP LAUNCH) - Support School for Allied Health expanding access to training and certificate programs for underrepresented individuals - Support population health management approaches that improve health outcomes for safety net patients with diabetes and hypertension (PHASE) - Support community clinic consortia to develop programs and advocate for policies that improve access to quality health care for low income individuals - Support collaborations and partner with local community-based organizations to promote healthy behaviors that mitigate chronic diseases - Educate and raise public awareness of healthy lifestyle resources Expected outcomes - Increased number of low income individuals who have comprehensive health care coverage - Increased access to and utilization of individuals with health care subsidies - Increased referrals and coordination between healthcare providers and social non-medical services - Increased number of culturally and linguistically competent health care providers - Increased number of health care career pipelines, training, and certificate programs - Improved capacity of health systems to provide population health management - Ongoing advocacy efforts of community clinic consortia to improve quality health care access for low income individuals - Evidence of increased management of chronic diseases (e.g., diabetes, hypertension) in priority populations Health need 4: Community and Family Safety Long term goal Cycles of violence are interrupted, and toxic stress is alleviated Intermediate goal(s) - Decrease in rates of gun violence - Increase trust between law enforcement and community members of color - Increased access to safe parks and public spaces - Increase access to programs and support services for those experiencing or at risk of family violence Strategies - Expand existing partnerships with CBOs and city efforts to reduce community violence - Support efforts to increase crisis support and rapid response efforts to community violence - Support firearm injury prevention efforts - Support community-driven efforts to promote positive interactions between communities and law enforcement - Advance complete streets policies (CityHealth) - Support local efforts to screen and serve victims of intimate partner violence (including teens), elder abuse, and abuse of vulnerable adults Expected outcomes - Reduction in rates of gun violence - Increased crisis response to community violence - Stronger, positive relationship between communities and law enforcement - Complete streets policies introduced and implemented - Strengthened network of support services for community and family safety as a result of strategic partnerships - Increase participation in prevention programs and support services for those at risk of family violence Health needs KFH-Sacramento does not intend to address Several of the health needs prioritized in the 2019 KFH-Sacramento CHNA report will not be addressed with the 2020-2022 implementation strategies: Environmental Health, Healthy Eating and Active Living, and Women and Childrens Well-being. Sacramento CHIC members ranked these lowest among the health needs as part of the Implementation Strategies prioritization process. However, although not selected as priority health needs, goals and strategies in health needs that were selected do reflect core components of Healthy Eating and Active Living and Women and Children's Well-being. For example, KFH-Sacramento and the Sacramento CHIC members decided that based on the 2019 CHNA data, there was ample evidence to indicate that women and children should be a focal population within each of the prioritized health needs. Similarly, strategies to address core components of Healthy Eating and Active Living were integrated into other health needs, including access to CalFresh into Economic Development and increasing access to healthy lifestyle resources into Access to Care. Environmental Health did not rise to the top in the CHIS prioritization process as the CHIC members felt there were fewer organizational assets that could be leveraged to make an impact in this domain. From as strategic point of view, the CHIC members wanted to ensure organization assets were used in ways that would be most beneficial to the community. 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/NCAL
A, 16, KFH WALNUT CREEK Explanations Part V, Section B. Line 5: Community input was provided by a broad range of community members using 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 county 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. Line 6A: John Muir Health San Ramon Regional Medical Center Stanford Health Care-ValleyCare Line 6B: Contra Costa County Health Services Department Contra Costa County Employment and Human Services Line 11: Health need 1: 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 goal(s) - Increase capacity of organizations and institutions to provide trauma- informed services and programs - Enhance community supports to mitigate impact of ACEs - Increase access to behavioral health care services for low-income and vulnerable populations - Develop a diverse, well trained behavioral health care workforce that provides culturally competent care Strategies - Increase access to trauma-informed services and training within (and around) school systems and organizations serving vulnerable populations (re-entry, foster care, transition aged youth, domestic violence) - Support programs providing trauma and ACEs training for school staff and/or self-care for teachers - Support the capacity of clinics, schools or other community-based organizations to provide trauma-informed care to youth - Implement the Public Good Projects' Action Minded campaign, a digital community health intervention using education, social engagement and multi- media tools to engage the general public, issue-advocates and community partners, and KP employees as partners in reducing stigma towards mental health conditions - Provide KPs Education Theater program, Resilience Squad - Provide workforce training programs to train current and future mental health practitioners with the skills and linguistic and cultural competence to meet the health care needs of diverse communities Expected outcomes - Increased scope and availability of trauma-informed services and programs available through programs serving vulnerable populations - Increased screening and referrals to behavioral health care services for low- income and vulnerable populations, especially youth (in settings such as FQHCs and schools) - Increased access for vulnerable populations to a diverse, well-trained behavioral health care workforce that provides culturally competent care - Increased help-seeking for behavioral health issues prompted by stigma reduction campaigns Health need 2: 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 goal(s) - Increase access to comprehensive health care coverage for low income individuals - Increase access to subsidized care for those facing financial barriers to health care - Increase access to social non- medical services for low income and vulnerable populations - Increase access to a diverse, culturally competent health care workforce - Improve the capacity of health care systems to provide quality health care services Strategies - Increase capacity of organizations to conduct effective outreach and navigation to vulnerable populations to connect them to care - Provide capacity support for free clinics and those serving hard- to- reach populations - Increase FQHC and health system capacity to screen and refer clients to social, non-medical services (e.g., food, housing, employment) - Support screening for social non- medical service needs and connect low- income individuals and families to community and government resources - Participate in Medi-Cal Managed care - Provide Charitable Health Coverage - Provide Medical Financial Assistance Expected outcomes - Increased outreach to vulnerable populations that helps them access comprehensive health care coverage - Increased outreach to vulnerable populations that helps them navigate and connect to subsidized care - Reduced financial barriers to care by increasing access to Medical Financial Assistance - Increased access to trained navigators and community health workers that connect low-income and vulnerable populations to social non-medical services - Increased opportunities for diverse, culturally competent workers to enter the health care workforce Health need 3: Economic Security Long term goal All community members are economically secure in order to thrive Intermediate goal(s) - Improve economic vitality of local and diverse businesses - Increase in enrollment and participation in public benefit programs - Improve job readiness for people with barriers to employment - Increase connections to supportive services for individuals experiencing homelessness or at-risk of homelessness - Reduce food insecurity among low-income families and individuals Strategies - Provide support for programs that offer training and employment assistance to re-entry and homeless populations - Support outreach, navigation, and case management that connects individuals to coordinated entry services - Support food distribution programs that provide nutritious foods to low- income families and individuals - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members (Food For Life) - Funding to strengthen local homeless system of care through the Housing and Health Initiative - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers (KP LAUNCH) - Increase baseline spend for local and diverse businesses Expected outcomes - Increased use of local and diverse businesses as suppliers - Increased enrollment and participation in public benefit programs (e.g., CalFresh) - Improved job readiness for people with barriers to employment (especially due to re-entry, domestic violence, immigration status, homelessness) - Increased connections to supportive services (e.g., Coordinated Entry) for individuals experiencing homelessness - Reduced food insecurity among low-income families and individuals through access to nutritious foods via school, health, and community partner settings
Health needs KFH-Walnut Creek does not intend to address Elements of Education and Literacy, Housing and Homelessness, and Healthy Eating / Active Living were incorporated into the Economic Security health need, particularly food security, job readiness, employment assistance, and navigation/case management services for people at risk for or experiencing homelessness. Health needs identified in the CHNA but not addressed in the Implementation Strategy include Community and Family Safety, Transportation and Traffic, and Climate/Natural Environment. Community and Family Safety received lower scores in terms of evidence-based or promising approaches, leveraging Kaiser Permanente expertise or organizational assets, and the feasibility of making an impact. Elements of the Access to Care and Behavioral Health strategies address the needs of survivors of violence, such as addressing trauma through the educational and behavioral health systems and connecting people to social, non-medical services. This is also the case with job training strategies under Economic Security. Transportation and Traffic and Climate/Natural Environment were both lowest on the list of CHNA priorities and on the CHIC rankings, receiving the lowest scores for feasibility, as well as for evidence-based/promising practices. Even though both affect health outcomes, CHIC members were concerned that they would not be able to make much of an impact. However, some of the improvements in health care access and delivery (such as connecting low-income children and families to care for asthma) offer potential ways to address the effects of poor air quality and pollution within the service area. 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/NCAL
A, 17, KFH SAN LEANDRO Explanations Part V, Section B. Line 5: Community input was provided by a broad range of community members using 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 county 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. Line 6A: Eden Medical Center Kaiser Foundation Hospital-Fremont St. Rose Hospital UCSF Benioff Childrens Hospital Oakland Washington Hospital Healthcare System Line 6B: Alameda County Health Care Services Alameda County Public Health Department Community Health Center Network Alameda County Behavioral Health Care Services First 5 Alameda County Line 11: Health need 1: 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 goal(s) - Increase capacity of organizations and institutions to provide trauma- informed services and programs - Increase access to behavioral health care services for low-income and vulnerable populations - Develop a diverse, well trained behavioral health care workforce that provides culturally competent care Strategies - Support trauma-informed services and training for organizations serving vulnerable populations (re-entry, immigrant, foster care, transition age youth, domestic violence survivors, homeless) - Support programs providing direct mental health services in schools (MOU required) - Support programs providing trauma and ACEs training for school staff and/or self-care for teachers - Implement the Public Good Projects Action Minded campaign, a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners, and KP employees as partners in reducing stigma towards mental health conditions - Support FQHC capacity to screen and connect patients to mental health services - Support organizations that support caregivers by connecting them to navigators and services for themselves and the people for whom they are caring (Support the supporters) - Support telehealth options to increase access to behavioral health services by reducing transportation and stigma barriers - Support the capacity of clinics, schools or other community-based organizations to provide trauma-informed care to youth - Build student and staff resilience to address trauma and adverse childhood experiences (RISE) - Provide KP's Education Theater program, Resilience Squad - KP Behavioral Health Training program Expected outcomes - Increased scope and availability of trauma-informed services and programs available through programs serving vulnerable populations - Increased screening and referrals to behavioral health care services for low-income and vulnerable populations, especially youth (in settings such as FQHCs and schools) - Increased access for vulnerable populations to a diverse, well-trained behavioral health care workforce that provides culturally competent care - Increased help-seeking for behavioral health issues prompted by stigma reduction campaigns Health need 2: 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 goal(s) - Increase access to comprehensive health care coverage for low-income individuals - Increase access to subsidized care for those facing financial barriers to health care - Increase access to social non-medical services for low income and vulnerable populations - Increase access to a diverse, culturally competent health care workforce - Improve the capacity of health care systems to provide quality health care services Strategies - Increase capacity of organizations to conduct effective outreach and navigation to vulnerable populations to connect them to care - Increase FQHC and health system capacity to screen and refer clients to social, non-medical services (e.g., food, housing, employment) - Support partnerships with food banks for CalFresh enrollment and food pharmacy programs - Support training/ recruitment of community health workers (e.g., promotoras); Parent Ambassadors - Support training/ recruitment of health and social system navigators - Support screening for social non-medical service needs and connect low-income individuals and families to community and government resources (Thrive Local) - Support population health management approaches that improve health outcomes for safety net patients with diabetes and hypertension (PHASE) - Support community clinic consortia to develop programs and advocate for policies that improve access to quality health care for low income individuals - Participate in Medi-Cal Managed Care - Provide Charitable Health Coverage - Provide Medical Financial Assistance - 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 - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers (KP LAUNCH) - School for Allied Health expanding access to training and certificate programs for underrepresented individuals Expected outcomes - Increased outreach to vulnerable populations that helps them access comprehensive health care coverage - Increased outreach to vulnerable populations that helps them navigate and connect to subsidized care - Reduced financial barriers to care by increasing access to Medical Financial Assistance - Increased access to trained navigators and community health workers that connect low-income and vulnerable populations to social non-medical services
- Increased opportunities for diverse, culturally competent workers to enter the health care workforce Health need 3: Economic Security Long term goal All community members are economically secure in order to thrive Intermediate goal(s) - Improve economic vitality of local and diverse businesses - Increase in enrollment and participation in public benefit programs - Improve job readiness for people with barriers to employment - Increase connections to supportive services for individuals experiencing homelessness or at-risk of homelessness - Reduce food insecurity among low-income families and individuals Strategies - Support outreach efforts to increase enrollment in CalFresh - Support food distribution programs that partner with school districts, health systems and community partners to provide nutritious foods - Provide support for programs that offer training and employment assistance to vulnerable populations (re-entry, immigrant, domestic violence survivors, homeless population) - Support outreach, navigation, and case management that connects individuals to coordinated entry services - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members (Food For Life) - Funding to strengthen local homeless system of care through the Housing and Health Initiative - Increase baseline spend for local and diverse businesses Expected outcomes - Increased use of local and diverse businesses as suppliers - Increased enrollment and participation in public benefit programs (e.g., CalFresh) - Improved job readiness for people with barriers to employment (especially due to re-entry, domestic violence, immigration status, homelessness) - Increased connections to supportive services (e.g., Coordinated Entry) for individuals experiencing homelessness - Reduced food insecurity among low-income families and individuals through access to nutritious foods via school, health, and community partner settings Health needs KFH-San Leandro does not intend to address Three health needs identified through the CHNA process are partially addressed in the strategies listed above. The Healthy Eating / Active Living health need received scores in the middle of the total rankings from CHIC members, and was a lower priority in the CHNA process. The group agreed to incorporate one element of this health need-food security-into the Economic Security emphasis. Housing and Homelessness was ranked second among health needs by the CHIC members, in a tie with Economic Security. Recognizing the link between Economic Security and Housing and Homelessness, this health need was incorporated into the Economic Security priority health need. The Education and Literacy health need was rated as a medium priority in the CHNA and received similar rankings in the CHIC process. Relative to other health needs, it received lower rankings for the ability to leverage Kaiser Permanente expertise or organizational assets, and for the feasibility of making an impact. However, the CHIC members selected elements of Education and Literacy-notably job training and workforce development-in the higher-ranked Economic Security health need, as well as mental health and wellness for school-aged children under Behavioral Health. Three health needs were among the priorities that emerged from the CHNA process but are not addressed among the implementation strategies. Community and Family Safety received lower scores from the CHIC in terms of evidence-based or promising approaches, leveraging Kaiser Permanente expertise or organizational assets, and feasibility of making an impact. Some elements of Community and Family Safety are specifically addressed by strategies included in the priority health needs-particularly addressing trauma through the education and behavioral health systems, helping people navigate and access health and non-medical social services (including survivors of human trafficking and domestic violence), and supporting interventions that increase economic security and reduce homelessness. Climate/Natural Environment-particularly poor air quality-was recognized as a factor in health outcomes, but received low scores in terms of leveraging community assets, applying evidence-based or promising approaches, leveraging Kaiser Permanente expertise and organizational assets, and feasibility of making an impact. Instead, some of the improvements in health care access and delivery (such as connecting low- income children and families to care for asthma) were considered more accessible ways to address the effects of climate issues within the service area. Transportation and Traffic create barriers to health by lengthening commutes (making it more difficult for people to spend time being physically active or preparing healthy meals), increasing stress, and affecting access to care. However, CHIC members did not identify specific ways for Kaiser Permanente to address this structural issue. Of all the health needs considered, transportation and traffic received the lowest scores overall and for opportunities to leverage community and/or Kaiser Permanente assets, apply evidence-based approaches, and the feasibility of making an impact. 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/NCAL
A, 18, KFH RIVERSIDE Explanations Part V, Section B. Line 5: Residents, community leaders, and government and public health department representatives were selected for the CHNA sample. Selection criteria across these groups included (a) those best able to respond in rich detail to the strategic learning questions, (b) those who had expertise in local health needs, (c) those who resided and/or provided services in an under-resourced or medically underserved community, and (d) those able to represent the health needs of a given racial or ethnic minority group. Given the large size of the KFH-Riverside service area, community engagement efforts set out to target those geographies most under-resourced and where health outcomes were the poorest. Once selected for engagement, participants were provided the opportunity to share their perspective on targeted health needs and raise any additional health needs outside the strategic lines of inquiry. Line 6A: KFH-MORENO VALLEY Line 6B: A few local organizations helped us to gather community input during the engagement process. These include: Borrego Health, Riverside Community Health Foundation, and University of California, Riverside school of Medicine. Line 11: Health Need 1: Access to Care Long Term Goal All community members have access to high quality health care services from a trained and diverse workforce in a coordinated delivery system. Strategic priorities 1. Increase coverage, access, and utilization of health care services for populations that are underserved, uninsured, and/or underinsured. 2. Improve and build the current and emerging workforce to meet the primary care needs of the community. 3. Improve the capacity of healthcare systems to provide quality healthcare, including interventions to address the social determinants of health. Strategies & Core Interventions 1.1 Provide access and comprehensive health care to low-income individuals and families who do not have access to public or private health coverage. - The Kaiser Permanente Medicaid program provides high-quality medical care services to Medicaid eligible participants who would otherwise struggle to access care. - The Kaiser Permanente Medical Financial Assistance program provides temporary financial assistance to low-income individuals who receive care at Kaiser Permanente facilities and who cant afford medical expenses and/or cost sharing. - The Kaiser Permanente Charitable Health Coverage program provides access to comprehensive health care to low-income individuals and families who do not have access to public or private health coverage. 1.2 Support access to care for patients through collaboration among community clinics, clinic networks, and other safety net providers. - With support of local grant funding, strengthen the capacity of California's community clinics and health centers and to advance local health delivery system transformation at the county level. 2.1 Support and implement physician and other pipeline and training programs, using evidence- based, culturally competent and patient-centered population management modules. - The Kaiser Permanente Graduate Medical Education (GME) recruits and prepares the physician workforce of the 21st century by optimizing the unique clinical and educational opportunities within Kaiser Permanentes integrated model of care, which is now considered the gold standard for improving the entire U.S. health care system. As part of their training, residents participate in rotations at school-based health centers, community clinics, and homeless shelters. - With support of local grant funding, develop and expand pipeline and training programs to increase workforce diversity and inclusion in the healthcare sector. 3.1 Design, pilot and implement systems for screening community members with social (non-medical) needs and refer to community-based programs. - KFH-Riverside will implement the Kaiser Permanente Thrive Local initiative that integrates the social determinants of health into ongoing care plans by screening and connecting low-income individuals and families to community and government resources. 3.2 Strengthen the capacity and infrastructure of community clinics to effectively prevent and manage chronic disease, including cardiovascular health and diabetes. - KFH-Riverside through local grant funding and collaboration will support community clinics, public hospitals and health systems to reduce cardiovascular disease by implementing innovative population health management practices. - KFH-Riverside will participate in collaborative efforts that improve the integration of primary clinical care with oral health, vision and other health services. - Leverage KFH-Riverside assets to drive coverage and access to health care for the underserved, build the capacity of the primary care workshop and improve appropriate utilization of health care services. Health Need 2: Behavioral Health (Mental Health and Substance Abuse) Long Term Goal All community members have optimal levels of mental health and well-being through improved equitable access to evidence-based, high quality, appropriate care and reduced effects of stigma. Strategic priorities 1. Improve access and connection to mental health care in clinical and community settings. 2. Improve and build the current and emerging mental health workforce to meet community needs. 3. Reduce mental health stigma and improve knowledge, capacity, and resilience in individuals, communities, and organizations. Strategies & Core Interventions 1.1 Support the infrastructure and capacity building of community organizations and clinics to improve access to quality mental health care. - With the support of grant funding, Children Now Improving California Students' Readiness to Learn will map the current state and district school-based health policy efforts and develop a list of policy options to improve school-based mental health services. Partner organizations will receive resources and technical assistance on best policies/ practices related to school discipline, teacher credentialing, mental health, school attendance, and Local Control Funding Formula. 1.2 With support of grant-funding, support the integration of mental health care, case management, and navigation services into clinical care and community settings. - Support capacity building of community organizations and clinics to improve access to quality mental health care. - Integrate mental health care, case management, and navigation services into clinical care and community settings (e.g., schools, faith-based organizations, and other organizations.) - Improve screening and early detection of mental health and substance use, using evidenced-based tools in clinical care and other community settings. - Partner with local community-based organizations to improve access to high quality substance abuse treatment, including medication-assisted treatments to decrease the burden of addiction and promote resiliency and recovery. 2.1 Support the education and training of licensed mental health professionals to be culturally competent. - With the support of grant funding, Hathaway-Sycamores Child and Family Services provides training for group home foster care providers in Southern California so that they can become certified as Short Term Residential Therapeutic Programs. - With support of grant-funding, KPH-Riverside will partner with Riverside University Health System (RUHS) Behavioral Health, academic institutions and other mental health service providers to provide training/learning opportunities to develop the future mental health workforce. 3.1 Support efforts to improve individual, the community, organizations, and social support systems knowledge, attitudes, beliefs and perceptions about mental health, trauma and resilience. - With the support of grant funding, the Riverside University Health System Foundation collaborates with Rainbow Pride Youth Alliance (RPYA) seeks to reduce mental health stigma and improve resilience of LGBTQ youth within the City of Perris. - The Kaiser Permanente Public Good Projects Action Minded campaign, a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners in reducing stigma towards mental health conditions. 3.2 Support the enhancement of organizational culture, practices and policies in schools and other institutions to be trauma-informed. - The Thriving Schools Resilience in School Environments (RISE) initiative builds students and staff resilience to address trauma and adverse childhood experiences.
Health Need 3: Economic Opportunity Long Term Goal All community members experience improved economic security and access to social services, including affordable housing, educational attainment, training and employment. Strategic priorities 1. Preserve and improve the availability of affordable housing and improve care coordination to serve individuals experiencing homelessness and to prevent displacement. 2. Improve educational attainment and employment opportunities. Strategies & Core Interventions 1.1 Enhance the infrastructure and capacity of service providers to serve individuals at risk or experiencing homelessness. - Through the Invest Health Initiative, KFH-Riverside will partner with others to conduct analysis and recommendations to establish a tiny homes ordinance for the City of Riverside. - Expand and protect the supply of affordable housing in communities at-risk of becoming unaffordable, such as rent control, relocation benefits, rental assistance, and anti-displacement policies. - KFH-Riverside will leverage assets to improve quality of affordable housing, such as safety inspections and remediation for creating habitable living conditions. - Participate in collaboratives that bring service providers and government programs to improve coordinated entry systems. 1.2 Support and participate in collaboratives that support coordination and funding of resources (such as health services and housing) for individuals at risk or experiencing homelessness. - Participate in the collaborative that supports the Community Solutions Built for Zero (BFZ) initiative uses data-driven and technology enabled solutions to help city/county leaders, service providers, health care agencies, developers and other community leaders to focus their efforts on multiple pathways needed to end homelessness. - Through the collaborative of the Community Solutions BFZ initiative, the team will develop the countys Coordinated Entry System (CES) that connects homeless individuals to services. 2.1 Support the long-term economic vitality of communities through procurement, hiring and workforce development, and/or small business development impact investing. - Provide educational attainment and pathway programs for youth focused on increasing high school graduation rates, college readiness, preparation for careers in Science, Technology, Engineering, and Mathematics (STEM), or health care workforce training. - KFH-Riverside will partner with Inner City Capital Connections (ICCC) to provide training, education and mentorship to small businesses helping to grow revenue, increase jobs, and improve their capacity and access to new sources of capital. - KFH- Riverside will seek additional partnership opportunities for High Impact Hiring which is a talent- sourcing strategy that aligns business needs with positive community impact. High Impact Hiring creates career opportunities for people with employment barriers, focusing on specific populations of disadvantaged people or specific geographic areas. Expected outcomes - Enhanced availability of housing assistance and programs, such as eviction prevention and defense, rental assistance programs, and other supportive services. - Improved coordination of housing resources and services for individuals experiencing and/or at risk of homelessness. - Improved employment opportunities for hard to hire community members. - Improved access to training and workforce development opportunities underserved community members. Health Need 4: Obesity/Diabetes/Stroke Long Term Goal All community members eat healthy and move more as part of daily life. Strategic priorities 1. Reduce food insecurity and improve access to healthy foods. 2. Improve environments and opportunities that enable daily physical activity. Strategies & Core Interventions 1.1 Design, pilot and implement programs and systems for promoting, screening and/or enrolling community members in food benefit programs. - The Kaiser Permanente Food for Life initiative delivers a multi-pronged approach to improve food security, such as CalFresh enrollment campaign which utilizes multi-modal outreach to increase CalFresh enrollment for eligible community members. - With support of grant funding, the California Food Policy Advocates increase access to food sources for underserved community members by increasing the number of households and individuals that are enrolled in CalFresh and supporting the acceptance of this benefit among food relators. 1.2 Support programs that procure, recover and/or redistribute food to food insecure communities. - The Kaiser Permanente Food Recovery and Food Redistribution program envision foodservices as the source of nutritious meals for patients, staff and the broader community by distributing food to food insecure communities. - With support of grant funding, the California Association of Food Banks Farm to Family utilizes advocacy and outreach efforts to procure and provide fresh produce to food banks serving individuals and families who are food insecure. 1.3 Support the capacity of communities and anchor organizations to adopt and implement policies and programs to ensure access to healthy foods. - The Kaiser Permanente Thriving Schools Healthy Eating Active Living (HEAL) Initiative, in partnership with Alliance for a Healthier Generation, supports Title 1 schools with the adoption and implementation of policies and practices to continuously improve the schools culture and practices around health. - KFH-Riverside will continue collaboration with Riverside Food Systems Alliance to adopt healthy food policies and procurement practices to provide healthy food options, including accessible drinking water. - Develop and sustain small-scale markets for healthy food options in under-resourced communities, such as farmers markets, community gardens, and healthy corner store initiatives. 2.1 Support the capacity of communities and anchor organizations to adopt and implement policies and programs to ensure access to safe spaces and physical activity opportunities. - The Kaiser Permanente Thriving Schools Healthy Eating Active Living (HEAL) Initiative, in partnership with Alliance for a Healthier Generation, supports Title 1 schools with the adoption and implementation of policies and practices to continuously improve the schools culture and practices around health. - The Kaiser Permanente Operation Splash program enables low income, underserved youth and families to be physically active by providing greater access to community pools through free swim classes. - Collaborate with Residents of Eastside Active in Leadership (REAL) and healthy active eating youth to improve the built environment for access to active transportation, and physical activity, such as safe pedestrian bicycle routes, bicycle safety, and equitable transportation plans. While all the health needs prioritized in the 2019 Community Health Needs Assessment process are important to address, the implementation strategy planning process requires KFH-Riverside to conduct a selection process based on critical criteria including health need severity, magnitude, inequity, and the extent to which KFH-Riverside is in a position to meaningfully address the need. Health needs that were not elevated across these critical criteria were not selected for the implementation strategy plan. Health needs not selected include: asthma, cancer, and HIV/AIDS. Asthma was not selected as an area to address largely because the severity of the issue is not exceedingly alarming at this time-asthma currently results in a 13.3% reduction in length of life per year, which is lower than some of the other top health issues. Cancer was not selected due to the relatively low prevalence, affecting 4.0% of the KFH Riverside service area. In addition, there are community resources currently available to address the issue. HIV/AIDS was not selected because the prevalence is roughly 0.3% in the KFH Riverside service area. Lastly, there are other community organizations working to address HIV/AIDS. 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
D, 19, KFH MODESTO Explanations Part V, Section B. Line 5: Community input was provided by a broad range of community members using 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 local governmental and public health agencies 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. Line 6A: No other hospitals or partner organizations collaborated on the assessment Line 6B: Stanislaus County Health Services Agency Stanislaus County Behavioral Health Services Stanislaus County Office of Education First 5 Stanislaus County Line 11: Health need 1: 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 goal(s) - Increase access to comprehensive health care coverage for low income individuals. - Increase access to subsidized care for those facing financial barriers to health care. - Increase access to social non-medical services for low income and vulnerable populations. - Increase access to a diverse, culturally competent health care workforce. - Improve the capacity of health care systems to provide quality health care services. Strategies - Deploy KP resources to provide high- quality medical care to Medi-Cal participants who would otherwise struggle to access care. - Deploy KP resources to provide access and comprehensive health care to low-income individuals and families without access to public or private health coverage. - Deploy KP resources to provide financial assistance to low-income individuals who receive care at KP facilities and cant afford medical expenses and/or cost sharing. - Support screening for social non-medical service needs and connect low- income individuals and families to community and government resources. - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers. - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers. - Support development and implementation of programs and policies that improve access to quality health care for low income populations. Expected outcomes - Low income populations have improved access to comprehensive health care coverage. - Low income and underserved populations access subsidized care to meet their health needs. - Low income and vulnerable populations have improved access to social non- medical services. - Health care workforce reflects the cultural diversity of the service area population. - Policies and programs in place that improve the capacity of health care systems to provide quality services to low income populations. Health need 2: Mental 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 goal(s) - Increase capacity of organizations and institutions to provide trauma- informed services and programs. - Enhance community supports to mitigate impact of ACEs. - Increase access to behavioral health care services for low-income and vulnerable populations. - Develop a diverse, well trained behavioral health care workforce that provides culturally competent care. - Prevent and reduce misuse of drugs and alcohol. Strategies - Train school staff on responding to youth experiencing trauma and support schools/districts/SBHCs to infuse resilience strategies into the school day. - Expand screening services, counseling and support groups for students experiencing trauma or with documented ACEs. - Support FQHCs to expand current or initiate new services and programs addressing and preventing use of drugs, tobacco and alcohol. - Deploy KP resources to provide access to mental health services for Medi-Cal participants and low-income individuals and families without access to public or private health coverage who would otherwise struggle to access mental health care. - Implement the Public Good Projects Action Minded campaign, a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners, and KP employees as partners in reducing stigma towards mental health conditions. - Provide workforce training programs to train current and future mental health practitioners with the skills and linguistic and cultural competence to meet the health care needs of diverse communities. Expected outcomes - Capacity of organizations/institutions to provide trauma-informed services and programs increased. - Community supports to mitigate impact of ACEs enhanced. - Behavioral health care services more accessible for low- income and vulnerable populations. - Misuse of drugs and alcohol reduced. - Systems in place to develop a diverse, well trained behavioral health care workforce that provides culturally competent care. Health need 3: Economic Security Long term goal All community members are economically secure in order to thrive. Intermediate goal(s) - Increase enrollment and participation in public benefit programs. - Improve job readiness for people with barriers to employment. - Increase connections to supportive services for individuals experiencing homelessness. - Increase and enhance transitional housing and shelter availability. - Support exposure to career paths for underserved and underrepresented youth. Strategies - Increase baseline spend for local and diverse businesses - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members. - Support job readiness training and programs for very low income, homeless and previously incarcerated adults and youth. - Funding to strengthen local homeless system of care through the Housing and Health Initiative. - Enhance community organization capacity to provide comprehensive and integrated support services for individuals experiencing/at risk of homelessness. - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers. Expected outcomes - Enrollment and participation in public benefit programs increased. - Individuals with employment barriers are better prepared to enter the work force. - Individuals experiencing/at risk for homelessness have increased access to supportive services. - Transitional and temporary housing access improved. - Underserved and underrepresented youth have increased awareness of health career paths. Health need 4: Obesity/HEAL/Diabetes Long term goal All community members eat better and move more as part of daily life. Intermediate goal(s) - Reduce food insecurity among low-income families and individuals. - Improve access to healthy food in communities. - Improve access to healthy food in schools. - Increased access to safe parks and public spaces. - Increase opportunities for physical activity in schools. Strategies - Support food distribution organizations to expand amount of food provided as well as locations for distribution. - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members. - Support fresh produce access at school sites for students and families, complemented by healthy eating/cooking education. - Support park activation in selected neighborhoods to increase park safety and encourage increased use. - Support schools/after school programs to increase student participation in physical activities. Expected outcomes - Low-income families and individuals have improved food security. - Community food distribution sites enhance access to healthy food. - Schools provide access to fresh produce. - Low income community residents have increased access to and increased utilization of safe, appealing parks. - Expanded physical activity opportunities during the school day/afterschool programs.
Health needs KFH Modesto does not intend to address Substance Abuse/Tobacco: Substance abuse/tobacco received the second lowest number of points during the scoring process to select the health needs to address. This need will be addressed in part by strategies conducted under Mental Health. Cancers: Cancers were categorized as a medium priority during the multi voting process conducted to prioritize health needs during the CHNA. Cancer prevention is addressed in part through Kaiser Permanentes strategies under Obesity/HEAL/Diabetes and Access to Care. Violence/Injury Prevention: Violence/injury prevention was categorized as a medium priority during the CHNA, and received the fewest points during the scoring process to select needs to address. This need will be addressed in part by strategies conducted under Mental Health. Oral Health: This health need was identified as a lower priority during the CHNA. KFH Modesto does not offer dental services and does not have oral health expertise in house. Cardiovascular Disease/Stroke: CVD/Stroke was infrequently mentioned as a high priority in the primary data collected for the CHNA. CVD/Stroke prevention will be addressed through many Obesity/HEAL/Diabetes and Access to Care strategies. In addition, KFH Modesto and other area hospitals conduct ongoing CVD/Stroke prevention, education and screening as part of their clinical and outreach activities. Climate and Health: Climate and health was identified as a lower priority during the CHNA, scoring lowest of all health needs in the CHNA analysis based on secondary data (in terms of severity, disparities) and qualitative data from focus groups and interviews. Asthma: This health need was identified as a lower priority during the CHNA. While KFH Modesto addresses asthma in the clinical setting, there are limited organizational assets to leverage to address asthma in the broader community. 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/NCAL
A, 20, KFH SAN JOSE Explanations Part V, Section B. Line 5: Community input was provided by a broad range of community members using 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 county 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: El Camino Hospital Kaiser Foundation Hospital Santa Clara Lucile Packard Childrens Hospital Stanford OConnor Hospital-Verity Stanford Health Care Saint Louise Regional Hospital-Verity Line 6B: Santa Clara County Community Benefit Coalition Hospital Council of Northern & Central California Santa Clara County Public Health Department Line 11: Health need 1: 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 goal(s) - Increase access to comprehensive health care coverage for low income individuals - Increase access to subsidized care for those facing financial barriers to health care - Increase access to social non-medical services for low income and vulnerable populations - Improve the capacity of health care systems to provide quality health care services - Increase access to a diverse, culturally competent health care workforce Strategies - Medicaid. Deploy KP resources to provide high-quality medical care to Medicaid participants who would otherwise struggle to access care. - Charitable health coverage. Deploy KP resources to provide access and comprehensive health care to low-income individuals and families who do not have access to public or private health coverage. - Medical financial assistance. Deploy KP resources to provide financial assistance to low-income individuals who receive care at KP facilities and cant afford medical expenses and/or cost sharing. - Support patient navigation programs associated with community clinics and school health clinics, especially for low-income community members and/or monolingual non-English-speakers - Support increased access to oral health care for low-income and geographically remote community members via comprehensive low-or no-cost mobile dental services - Support medically tailored meal programs for low-income individuals - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members - Support screening for social non-medical service needs and connect low-income individuals and families to community and government resources - Support population health management approaches that improve health outcomes for safety net patients with diabetes and hypertension - Support community clinic consortia to develop programs and advocate for policies that improve access to quality health care for low income individuals - 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. - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers - School for Allied Health expanding access to training and certificate programs for underrepresented individuals Expected outcomes - For low-income and vulnerable populations: - Improve access to health care coverage - Reduce financial barriers to care - Increase use of preventive care - Increase quality of care provided - Increase diversity of care providers Health need 2: 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 goal(s) - Increase capacity of organizations and institutions to provide trauma-informed services and programs - Enhance community supports to mitigate impact of ACEs - Increased access to behavioral health care services for low-income and vulnerable populations - Develop a diverse, well trained behavioral health care workforce that provides culturally competent care - Prevent and reduce misuse of drugs and alcohol Strategies - Support organizations offering behavioral health services to individuals experiencing homelessness - Support organizations working with service providers on strategies to address opioid use disorder - Support for substance use recovery-related programming - Support for grief and loss counseling and related support for low-income and/or minority populations - Support for programs that strengthen families and lead at-risk teens to make positive life choices - Support for programs that improve parenting skills among at-risk populations - Support for mentoring programs for youth of color - Support social-emotional learning for children and youth - Support programs that train youth to intervene in peer bullying - Support the capacity of clinics, schools or other community- based organizations to provide trauma-informed care to youth - Implement the Public Good Projects Action Minded campaign, a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners, and KP employees as partners in reducing stigma towards mental health conditions - Provide KPs Education Theater program, Resilience Squad - Participate in Medi-Cal Managed care - Provide Charitable Health Coverage - Provide workforce training programs to train current and future mental health practitioners with the skills and linguistic and cultural competence to meet the health care needs of diverse communities Expected outcomes - Reduce the likelihood of family and community trauma - Increase individuals coping skills to reduce the impact of trauma, including reducing use of drugs and alcohol - Increase use of behavioral health services, especially among low-income and vulnerable populations - Increase diversity and cultural competence of behavioral health care providers Health need 3: Healthy Eating and Active Living Long term goal All community members eat better and move more as part of daily life Intermediate goal(s) - Reduce food insecurity among low-income families and individuals - Improve access to healthy food in schools - Increase access to safe parks and public spaces - Increase opportunities for physical activity in schools Strategies - Support healthy food incentive programs for CalFresh participants - Support medically tailored meal programs for low-income individuals - Support organizations that make healthy food available to low- income, minority families - Support farmers markets on college campuses for low- income young adults and other community members - Support for school-based healthy meals and health & wellness policies - Support fitness programs for older adults at public community centers - Support after-school fitness programs at schools - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members - Support high-need schools with the adoption and implementation of HEAL policies and practices Expected outcomes - For low-income community members, improve food security - Improve food environment, especially in schools - Increase healthy eating, especially among youth, older adults, and low- income individuals - Increase physical activity, especially among youth and older adults
Health need 4: Housing and Homelessness Long term goal All community members have access to quality, affordable, and stable housing Intermediate goal(s) - Prevent individuals and families from falling into homelessness - Increase connections to supportive services for individuals experiencing homelessness - Increase and preserve the stock of affordable housing, including deeply affordable and Permanent Supportive Housing - Increase and enhance transitional housing and shelter availability - Improve job readiness for people with barriers to employment Strategies - Support programs that help low-income homeowners stay in their homes - Support temporary rental subsidies and related supportive services for individuals experiencing homelessness - Support for transitional housing, which includes case management, job & housing search assistance, financial literacy, and life skills education - Support long-term housing and support services for domestic violence victims and their children who are homeless or at risk of homelessness - Support efforts to house transitional-aged former foster youth - Explore partnership with Santa Clara County to support medical social work through backpack medicine, mobile clinics, medical respite, and/or KP volunteers at local clinics - Support mobile hygiene outreach programs offered in combination with supportive services - Support employment opportunities for individuals experiencing homelessness - Funding to strengthen local homeless system of care through the Housing and Health Initiative - Implement Community Solutions' Built for Zero to address chronic and veteran homelessness - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers - Partnership with KP Division of Research to develop a predictive model for housing instability Expected outcomes - Prevent homelessness among low-income and vulnerable individuals - Increase number of permanent housing units - Improve access to support for individuals experiencing homelessness - Improve access to jobs for individuals experiencing homelessness Health needs KFH San Jose does not intend to address Asthma. This need scored lower on CHNA priority, and scored much lower on leveraging local assets and existence of evidence-based or promising approaches, compared to the four needs that were selected to be addressed. It also scored lower than two of the four chosen needs with regard to leveraging KP assets. Cancer. This need scored much lower on CHNA priority and leveraging local assets compared to the four needs that were selected to be addressed. It also scored lower than three of the four chosen needs with regard to both feasibility and leveraging KP assets. Community and Family Safety. This need scored lower on CHNA priority and leveraging KP assets, and scored much lower on evidence-based or promising approaches, compared to the four needs that were selected to be addressed. It also scored lower than three of the four chosen needs on feasibility. Economic Security. This need scored lower on CHNA priority compared to the four needs that were selected to be addressed. With regard to evidence-based or promising approaches, leveraging KP assets, and feasibility, it scored lower than three of the four chosen needs. Environment. This need scored lower on all five selection criteria compared to the four needs that were selected to be addressed. Transportation and Traffic. This need scored lower on four of the five selection criteria compared to the four needs that were selected to be addressed. With regard to the fifth criterion, evidence- based or promising approaches, it scored lower than three of the four chosen 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/NCAL
A, 22, KFH - SOUTH BAY EXPLANATIONS PART V, SECTION B. Line 5: Residents, community leaders, and government and public health department representatives were selected for the CHNA sample. Selection criteria across these groups included (a) those best able to respond in rich detail to the strategic learning questions, (b) those who had expertise in local health needs, (c) those who resided and/or provided services in an under-resourced or medically underserved community, and (d) those able to represent the health needs of a given racial or ethnic minority group. Given the large size of the KFH-South Bay service area, community engagement efforts set out to target those geographies most under- resourced and where health outcomes were the poorest. Once selected for engagement, participants were provided the opportunity to share their perspective on targeted health needs and raise any additional health needs outside the strategic lines of inquiry. The majority of individuals (83%) represented the community service providers. 17% represented community residents (adult and youth). Additionally, engagements were conducted in five cities within the KFH-south Bay service area community. Line 6A: KFH-South Bay collaborated with Providence Little Company of Mary Medical Center and Torrance Memorial Medical Center to plan and implement two focus groups: housing and homelessness and food insecurity. Line 6B: Other community partners contributed time and resources to assist with primary data collection by hosting focus groups and recruiting participants: Boys and Girls Clubs - LA Harbor Boys and Girls Clubs of Metro Los Angeles Boys and Girls Clubs of the South Bay Compton Youthbuild Kaiser Permanente Watts Counseling and Learning Center Positive Results Corporation Save Black Boys ShareFest Community Development Inc. South Bay Coalition to End Homelessness Line 11: Health Need 1: Access to Care Long Term Goal All community members have access to high quality health care services from a trained and diverse workforce in a coordinated delivery system. Strategic priorities (intermediate goals) 1. Increase coverage, access, and utilization of health care services for populations that are underserved, uninsured, and/or underinsured. 2. Improve and build the current and emerging workforce to meet the primary care needs of the community. 3. Improve the capacity of healthcare systems to provide quality healthcare, including interventions to address the social determinants of health. Strategies & Sample Interventions 1.1 Provide access and comprehensive health care to low-income individuals and families who do not have access to public or private health coverage. - The Kaiser Permanente Medicaid program provides high-quality medical care services to Medicaid eligible participants who would otherwise struggle to access care. - The Kaiser Permanente Medical Financial Assistance program provides temporary financial assistance to low-income individuals who receive care at Kaiser Permanente facilities and who cant afford medical expenses and/or cost sharing. - The Kaiser Permanente Charitable Health Coverage program provides access to comprehensive health care to low-income individuals and families who do not have access to public or private health coverage. 1.2 Support access to care and improved quality of care for patients through collaboration among hospitals, community clinics, clinic networks, and other safety net providers. - With support of grant funding, Regional Associations of California (Essential Access Health) strengthen the capacity of California's community clinics and health centers and advance local health delivery system transformation through statewide policy. 2.1 Support and implement physician and other pipeline and training programs, using evidence-based, culturally competent, and/or patient-centered population management modules. - Kaiser Permanentes Career Pathways Workgroup in South Bay supports several programs that introduce youth and young adults to the healthcare field and provide training and internship opportunities. - The Kaiser Permanente Graduate Medical Education (GME) recruits and prepares the physician workforce of the 21st century by optimizing the unique clinical and educational opportunities within Kaiser Permanentes integrated model of care, which is now considered the gold standard for improving the entire U.S. health care system. As part of their training, residents participate in rotations at school- based health centers, community clinics, and homeless shelters. 3.1 Design, pilot and implement systems for screening community members with social (non-medical) needs and refer to community-based programs and services. - The Kaiser Permanente Thrive Local initiative integrates the social determinants of health into ongoing care plans by screening and connecting low-income individuals and families to community and government resources. 3.2 Strengthen the capacity and infrastructure of community clinics and nonprofit organizations to effectively address health disparities and the prevention and management of chronic disease (e.g., cardiovascular health and diabetes). - Kaiser Permanentes Equity, Inclusion, and Diversity Council in South Bay is developing interventions and community partnerships to address disparities in hypertension among African Americans and diabetes among Latinos. - Kaiser Permanente is a key partner in the Los Angeles African American Infant and Maternal Mortality Community Action Team, a coalition of community stakeholders, providers, and organizations that builds local capacity through grant-making opportunities with the aim of reducing infant and maternal mortality among African Americans. - Transforming Cardiovascular Care in our Communities (TC3) supports community clinics, public hospitals and health systems to reduce cardiovascular disease by implementing innovative population health management practices. Health Need 2: Economic Security Long Term Goal All community members experience improved economic security and access to social services to address unmet social needs, including affordable housing, educational attainment, training and employment, and healthy foods. Strategic priorities (intermediate goals) 1. Reduce food insecurity and improve access to healthy foods. 2. Preserve and improve the availability of affordable housing and improve care coordination to serve individuals experiencing homelessness and to prevent displacement. 3. Improve educational attainment and employment opportunities.
Strategies & Sample Interventions 1.1 Design, pilot, and implement programs and systems for screening community members for food insecurity and enrolling them in food benefit programs. - The Kaiser Permanente Thrive Local initiative integrates the social determinants of health into ongoing care plans including screening individuals for food insecurity and providing information about and referrals to available local food resources. - With support of grant funding, The Childrens Clinic and Robert F. Kennedy Institute promote and enroll community members in food benefit programs and train other community providers on the enrollment process. - The Kaiser Permanentes Food for Life initiative delivers a multi- pronged approach to improve food security, such as the CalFresh enrollment campaign which utilizes multi-modal outreach to increase CalFresh enrollment for eligible community members. 1.2 Support programs that procure, recover, and/or redistribute food to food insecure communities and high-risk populations. - With support of grant funding, The Foodbank of Southern California purchases fresh produce and distributes it to nonprofit organizations serving low-income individuals and families. - The Kaiser Permanente Food Recovery and Food Redistribution program envision foodservices as the source of nutritious meals for patients, staff and the broader community by distributing food to food insecure communities. - With support of grant funding, the California Association of Food Banks Farm to Family utilizes advocacy and outreach efforts to procure and provide fresh produce to food banks serving individuals and families who are food insecure. 1.3 Support the capacity of communities and organizations to adopt and implement policies and programs to ensure access to healthy foods and to provide education in support of healthy eating. - With support of grant funding, Common Threads and Black Women for Wellness provide culturally competent nutrition education programs and cooking classes for high-need populations at Kaiser Permanente Medical Office Buildings and through partnerships with community-based nonprofit organizations. - The Kaiser Permanente Thriving Schools Healthy Eating Active Living (HEAL) Initiative, in partnership with Alliance for a Healthier Generation, supports Title 1 schools with the adoption and implementation of policies and practices to continuously improve the schools culture and practices around health. 2.1 Support and participate in collaboratives that support coordination and funding of resources (such as health services and housing) for individuals at risk or experiencing homelessness. - Partner with the South Bay Coalition to End Homelessness, which aims to transform and end homelessness in the South Bay through education, advocacy and coordination. - In collaboration with South Bay hospitals and Harbor Interfaith Services 1) coordinates referrals for individuals who frequent the emergency departments, including KFH-South Bay, to assist them in securing housing, transportation, and other social service resources and 2) improve early identification, screening, and tracking individuals at risk of or experiencing homelessness. - Kaiser Permanente, Southern California is a key partner in the United Way Funders Collaborative (Home for Good), which brings together stakeholders, funders, and leaders all working to address housing affordability and homelessness. The collaborative was a key contributor to the development of the countys Coordinated Entry System (CES) in which lead agencies connect homeless individuals to services. 2.2 Support the capacity of communities and organizations to provide supportive services and to reduce and prevent displacement and homelessness among high-risk populations. - With support of grant funding, Home Ownership for Personal Empowerment, Inc. facilitates the procurement of affordable housing units for people with developmental disabilities who are at risk of becoming homeless or displaced from their housing in the South Bay/Harbor and Long Beach communities. - With support of grant funding, New Way of Life Re-Entry provides safe housing reentry services for formerly incarcerated women including shelter, healthy meals, clothing, hygiene items, counseling, employment opportunities, and referrals to community services to facilitate self-sufficiency. 3.1 Support the long-term economic vitality of communities through procurement, hiring, and workforce development, and/or small business development impact investing. - With support of grant funding, KFH-South Bay supports two key nonprofit partners for the Summer Youth Employment Program: 1) EXP provides career exploration, industry mentoring, and summer internships to underserved South Bay high school students; and 2) Long Beach CALL runs a soft and technical skills training summer internship program for 11th-12th grade students who attend Long Beach Unified School District. - The Kaiser Permanente, High Impact Hiring is a talent-sourcing strategy that aligns business needs with positive community impact. High Impact Hiring creates career opportunities for people with employment barriers, focusing on specific populations of disadvantaged people or specific geographic areas. - Partner with Goodwill of Southern Los Angeles Countys Certified Nurse Assistant Training Program to provide classroom instruction and hands-on clinical training to prepare students for career opportunities. Health Need 3: Mental Health Long Term Goal All community members have optimal levels of mental health and well-being through improved equitable access to evidence-based, high quality, appropriate care and reduced effects of stigma. Strategic priorities (intermediate goals) 1. Improve access and connection to mental health care in clinical and community settings. 2. Improve and build the current and emerging mental health workforce to meet community needs. 3. Reduce mental health stigma and improve knowledge, capacity, and resilience in individuals, communities, and organizations. Strategies & Sample Interventions 1.1 Support and participate in collaboratives that improve access and coordination and provide funding for mental and behavioral health services. - Support the SPA (Service Planning Area) 8 Youth Suicide Prevention Task Force, a cross-sector group of representatives from organizations and agencies serving youth who meet monthly to share knowledge and best practices, identify resources and gaps, and collaborate on specific, local efforts. - Convene local mental health providers to identify capacity building opportunities and establish partnerships to address systemic challenges and needs. 2.1 Support the infrastructure and capacity building of community organizations and clinics to improve access to quality mental health care. - With the support of grant funding, two key nonprofit partners provide mental health care services: 1) Jewish Family and Children Services provides urgently needed mental health programs, social services and protective services to those who are without adequate health insurance and/or have limited financial resources; and 2) Mental Health America of Los Angeles Drop-In Center provides individualized services to persons who are homeless and have mental illness. 2.2 Support the utilization of pipeline and training programs to increase the number of licensed and diverse mental health professionals. - With the support of grant funding, One in Long Beach LGBTQ Center provides ongoing group trainings and expanded outreach to area mental health service providers in order to increase community capacity to deliver culturally affirming care to LGBTQ individuals, couples, and families. - With the support of grant funding, the Mental Health America of Los Angeles Jump Start Fellowship Training Project seeks to build the emerging workforce through a 13-week, full time fellowship program that trains and places individuals interested in working in the field of mental health into internships with employers in LA County. 3.1 Support the enhancement of organizational culture, practices, and policies in schools and other institutions to be trauma-informed. - With support of grant funding, The Positive Results Corporation provides capacity training for non-profits, community, and faith-based organizations to create awareness of the impact of trauma youth and young adults of color from interpersonal, intimate, family, teen dating and domestic violence, sexual abuse and bullying.
3.2 Support programs for youth and community efforts that improve improve knowledge and perceptions about mental health and focus on trauma-informed care, conflict resolution, and mentoring. - With support of grant funding, 1) CSU Dominguez Hills Male Success Alliance improves access, retention, and graduation rates of boys and men of color through training and community discussions focused on violence prevention and behavioral health; and 2) Save Black Boys prevents involvement in gangs and delinquent activities by engaging at risk youth in the Compton area in education and community engagement. 3.3 Support efforts to improve the community and social support systems knowledge, attitudes, beliefs and perceptions about mental health, trauma, and resilience. - Kaiser Permanentes Public Good Projects Action Minded campaign is a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners in reducing stigma towards mental health conditions. Health Need 4: Structural Racism & Marginalization Long Term Goal All community members have equitable health care, social, education and economic resources and services required to live a long healthy life. Strategic priorities (intermediate goals) 1. Improve access to and quality of health care, mental health care, and social services for high need populations (race/ethnic groups, seniors, youth, formerly incarcerated, veterans, LGBTQ, etc.) and in geographic communities of prioritized need. 2. Improve economic security for high need populations (race/ethnic groups, seniors, youth, formerly incarcerated, veterans, LGBTQ, etc.) and in geographic communities of prioritized need. Strategies & Sample Interventions 1.1 Incorporate an equity lens throughout planning, implementation, and execution of strategies under access to care and mental health. - Kaiser Permanentes Equity, Inclusion, and Diversity Council in South Bay is developing interventions and community partnerships to address disparities in hypertension among African Americans and diabetes among Latinos. - Kaiser Permanente is a key partner in the Los Angeles African American Infant and Maternal Mortality Community Action Team, a coalition of community stakeholders, providers, and organizations that builds local capacity through grant-making opportunities with the aim of reducing infant and maternal mortality among African Americans. - With the support of grant funding, One in Long Beach LGBTQ Center provides ongoing group trainings and expanded outreach to area mental health service providers in order to increase community capacity to deliver culturally affirming care to LGBTQ individuals, couples, and families. 2.1 Incorporate an equity lens throughout planning, implementation, and execution of strategies under economic security including education and employment, food insecurity, and housing/homelessness. - With support of grant funding, Common Threads and Black Women for Wellness provide culturally competent nutrition education programs and cooking classes for high-need populations at Kaiser Permanente Medical Office Buildings and through partnerships with community-based nonprofit organizations. - The Kaiser Permanente, High Impact Hiring is a talent-sourcing strategy that aligns business needs with positive community impact. High Impact Hiring creates career opportunities for people with employment barriers, focusing on specific populations of disadvantaged people or specific geographic areas. - Kaiser Permanentes Career Pathway Programs in South Bay supports several programs that introduce youth and young adults to the healthcare field and provide training and internship opportunities. This aim is to increase the diversity of participants and expose more African Americans and Latinos to various health care careers. Health needs KFH South Bay Medical Center does not intend to address The implementation strategy planning process requires KFH South Bay Medical Center to conduct a selection process based on critical criteria including health need severity, magnitude, inequity, and the extent to which KFH South Bay Medical Center is in a position to meaningfully address the need. KFH South Bay Medical Center has selected and intends to address all needs identified in the Community Health Needs Assessment. Given the alignment of strategies meant to address economic security, the following health needs will be addressed alongside each other: education and employment, food insecurity, and housing/homelessness. In addition, structural racism and marginalization will be addressed by incorporating an equity lens throughout planning, implementation, and execution of all of the selected strategies. 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/NCAL
D, 24, KFH BALDWIN PARK Explanations Part V, Section B. Line 5: Residents, community leaders, and government and public health department representatives were selected for the CHNA sample. Selection criteria across these groups included (a) those best able to respond in rich detail to the strategic learning questions, (b) those who had expertise in local health needs, (c) those who resided and/or provided services in an under-resourced or medically underserved community, and (d) those able to represent the health needs of a given racial or ethnic minority group. Given the large size of the KFH-Baldwin Park service area, community engagement efforts set out to target those geographies most under-resourced and where health outcomes were the poorest. Once selected for engagement, participants were provided the opportunity to share their perspective on targeted health needs and raise any additional health needs outside the strategic lines of inquiry. The majority of individuals (93%) represented community residents (adult and youth) as service providers. One focus group included only youth community members. Additionally, engagements were conducted in multiple cities within the KFH-Baldwin Park service area community. Line 6B: KFH-Baldwin Park collaborated with community partners, who contributed time and resources to assist with the primary data collection by hosting focus groups and participant recruitment: San Gabriel Valley Consortium on Homelessness San Gabriel Valley Mental Health Consortium National Alliance on Mental Illness (NAMI) Line 11: Health Need 1: Access to Care Long Term Goal All community members have access to high quality health care services from a trained and diverse workforce in a coordinated delivery system. Strategic priorities (intermediate goals) 1. Increase coverage, access, and utilization of health care services for populations that are underserved and uninsured. 2. Improve and build the current and emerging workforce to meet the primary care needs of the community 3. Improve the capacity of healthcare systems to provide quality healthcare services, including interventions to address social determinants of health. Strategies & Sample Interventions 1.1 Provide access and comprehensive health care to low-income individuals and families who do not have access to public or private health coverage. - The Kaiser Permanente Medicaid program provides high-quality medical care services to Medicaid eligible participants who would otherwise struggle to access care. - The Kaiser Permanente Medical Financial Assistance program provides temporary financial assistance to low-income individuals who receive care at Kaiser Permanente facilities and who cant afford medical expenses and/or cost sharing. - The Kaiser Permanente Charitable Health Coverage program provides access to comprehensive health care to low-income individuals and families who do not have access to public or private health coverage. 1.2 Support access to care for patients through collaboration among community clinics, clinic networks, and other safety net providers. - With support of grant funding, Regional Associations of California (Essential Access Health) strengthen the capacity of California's community clinics and health centers and advance local health delivery system transformation through statewide policy. - KFH Baldwin Park Medical Center partners locally with community clinics such as East Valley Health Center and ChapCare, to ensure access and connection to resources for uninsured and vulnerable populations. 1.3 Design, pilot and implement systems for screening community members with social (non-medical) needs and refer to community-based programs. - The Kaiser Permanente Thrive Local initiative integrates the social determinants of health into ongoing care plans by screening and connecting low-income individuals and families to community and government resources. - KFH Baldwin Park Medical Center is partnering with the Department of Public Social Services to offer Medi-Cal enrollment opportunities and resources on site. 2.1 Support and implement physician and other pipeline programs, using evidence-based, culturally competent and patient-centered population management modules. - With the support of grant funding, the California Primary Care Association supports building capacity for the primary care workforce by developing a comprehensive curriculum and training program for health centers desiring to implement or sustain residency training programs and partnerships 3.1 Strengthen the capacity and infrastructure of community clinics to effectively prevent and manage chronic disease, including cardiovascular health and diabetes. - Transforming Cardiovascular Care in our Communities (TC3) supports community clinics, public hospitals and health systems to reduce cardiovascular disease by implementing innovative population health management practices (Riverside, LA County Medical Centers) Health Need 2: Economic Opportunity Long Term Goal All community members experience improved economic security and access to social services, including affordable housing, educational attainment, training and employment, and healthy foods. Strategic priorities (intermediate goals) 1. Reduce food insecurity and improve access to healthy foods. 2. Preserve and improve the availability of affordable housing and improve care coordination to serve individuals experiencing homelessness and to prevent displacement. 3. Improve educational attainment and employment opportunities. Strategies & Sample Interventions 1.1 Design, pilot and implement programs and systems for promoting, screening and/or enrolling community members in food benefit programs. - KFH Baldwin Park Medical Center is partnering with the Department of Public Social Services to promote enrollment of CalFresh and use of CalFresh and WIC benefits for purchasing fresh fruits and vegetables, including at the medical centers onsite farmers market. - KFH Baldwin Park Medical Center is implementing the Food for Life initiative, which delivers a multi-pronged approach to improve food security, such as the CalFresh enrollment campaign, which utilizes a multi-modal outreach to increase CalFresh enrollment for eligible community members. - KFH Baldwin Park Medical Center provides small-scale markets for healthy food options in under-resourced communities, specifically through the on-site farmers market and with support of grant funding, support community gardens through the signature Garden Gourmets Program at the Baldwin Park and West Covina Unified School Districts. 1.2 Support programs that procure, recover and/or redistribute food to food insecure communities. - KFH Baldwin Park Medical Center is leveraging assets for the Kaiser Permanente Food Recovery and Food Redistribution program, which envisions foodservices as the source of nutritious meals for patients, staff and the broader community by distributing food to food insecure communities. - KFH Baldwin Park Medical Center participates in the Food Finders program which connects donated perishable food to local nonprofit pantries and shelters in Southern California, including the San Gabriel Valley. - With support of grant funding, the California Association of Food Banks Farm to Family utilizes advocacy and outreach efforts to procure and provide fresh produce to food banks serving individuals and families who are food insecure. 2.1 Support and participate in collaboratives that support coordination and funding of resources (such as health services and housing) for individuals at risk or experiencing homelessness. - Kaiser Permanente, Southern California is a key partner in the United Way Funders Collaborative (Home for Good), which brings together stakeholders, funders, and leaders all working to address housing affordability and homelessness. The collaborative was a key contributor to the development of the countys Coordinated Entry System (CES) lead agencies that connect homeless individuals to services.
3.1. Improve educational attainment and employment opportunities. - With support of grant funding provide educational attainment and pathway programs for youth focused on increasing high school graduation rates, college readiness, preparation for careers in Science, Technology, Engineering, and Mathematics (STEM), or health care workforce training. - KFH Baldwin Park Medical Center facilitates the Hippocrates Circle Program (HCP) and provides Navigating High School and Study Skills events for local students, a Healthcare Career Day for students in underserved high schools, and medical center campus tours. - The Kaiser Permanente High Impact Hiring is a talent-sourcing strategy that aligns business needs with positive community impact. High Impact Hiring creates career opportunities for people with employment barriers, focusing on specific populations of disadvantaged people or specific geographic areas. KFH Baldwin Park Medical Center is partnering with the San Gabriel Valley Conservation Corps and Goodwill Industries for local High Impact Hiring opportunities. Health Need 3: Mental and Behavioral Health Long Term Goal All community members have optimal levels of mental health and well-being through improved equitable access to evidence-based, high quality, appropriate care and reduced effects of stigma. Strategic priorities (intermediate goals) 1. Improve access and connection to mental health care in clinical and community settings 2. Improve and build the current and emerging mental health workforce to meet community needs. 3. Reduce mental health stigma and improve knowledge, capacity, and resilience in individuals, communities, and organizations. Strategies & Sample Interventions 1.1 Support the infrastructure and capacity building of community organizations and clinics to improve access to quality mental health care. - With the support of grant funding, Children Now Improving California Students' Readiness to Learn will map the current state and district school- based health policy efforts and develop a list of policy options to improve school-based mental health services. Partner organizations will receive resources and technical assistance on best policies / practices related to school discipline, teacher credentialing, mental health, school attendance, and Local Control Funding Formula - With support of grant funding, KFH Baldwin Park Medical Center will support local school-based mental health services and partners with resources and technical assistance on best policies / practices related to mental health, such as trauma-informed care 1.2 Support the integration of mental health care, case management, and navigation services into clinical care and community settings - With the support of grant funding, the Foothill Family Services Mental Health Workforce Development Project seeks to build the current and emerging workforce by training and educating direct service staff, including graduate interns, to be culturally competent and current in evidence-based practices. 2.1 Support the education and training of licensed mental health professional to be culturally competent. - With the support of grant funding, Hathaway-Sycamores Child and Family Services will provide training for group home foster care providers in Southern California so that they can become certified as Short Term Residential Therapeutic Programs. - With the support of grant funding, KFH Baldwin Park Medical Center will continue to collaborate with community organizations to expand access to quality culturally competent mental health resources and programs. 3.1 Support efforts to improve the community and social support systems knowledge, attitudes, beliefs and perceptions about mental health, trauma and resilience. - Implement the Public Good Projects Action Minded campaign, a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners in reducing stigma towards mental health conditions. 3.2 Support the enhancement of organizational culture, practices and policies in schools and other institutions to be trauma-informed - KFH Baldwin Park Medical Center and Kaiser Permanentes Educational Outreach Program will provide Mental Health First Aid to local schools in the San Gabriel Valley to support trauma-informed practices. Grant funding will also support enhancement of organizational culture, policies, and practices. Health needs KFH Baldwin Park Medical Center does not intend to address While all the health needs prioritized in the 2019 Community Health Needs Assessment process are important to address, the implementation strategy planning process requires KFH-Baldwin Park to conduct a selection process based on critical criteria including health need severity, magnitude, inequity, and the extent to which KFH-Baldwin Park is in a position to meaningfully address the need. The needs identified in the CHNA are fully addressed in this plan but vary in the approach. While KFH-Baldwin Park plans to address access to care, and mental and behavioral health directly through evidenced based and promising strategies, economic opportunity will be an overarching health need with strategies that impact educational attainment, housing insecurity, and livable wage employment, either directly or indirectly. 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, 26, KFH - SANTA ROSA EXPLANATIONS PART V, SECTION B. Line 5: A broad range of community members provided input through key informant interviews, group interviews, and focus groups. We consulted individuals with knowledge, information, and expertise relevant to the health needs of the community. These individuals included representatives from health departments, school districts, local non-profits, and other regional public and private organizations. In addition, we gathered input from community leaders, clients of local service providers, and other individuals representing people who are medically underserved, low income, or who face unique barriers to health (e.g., race/ethnic minorities and individuals experiencing homelessness). Line 6A: St. Joseph Health Santa Rosa Memorial Hospital Sutter Health Santa Rosa Regional Hospital Line 6B: Sonoma County Department of Health Services Line 11: Health need 1: 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 goal(s) - Increase access to comprehensive health care coverage for low income individuals - Increase access to subsidized care for those facing financial barriers to health care - Increase access to social non-medical services for low income and vulnerable populations - Increase access to a diverse, culturally competent health care workforce - Improve the capacity of health care systems to provide quality health care services Strategies - Support free clinics offering healthcare services for uninsured or undocumented - Increase awareness of medical financial assistance options for those above 250% - Support programs that expand use of patient navigators, health coaches, promotores de salud or community application assisters - Expand capacity of CBOs to participate in electronic social service locators (Thrive Local) - Support pathway programs to increase the diversity of the healthcare workforce by providing mentorship, academic enrichment, leadership development, and career exposure to populations underrepresented in healthcare (low income, minority students) - Support cultural competency training of future and current healthcare workforce to meet the needs of diverse patient populations - Support programs that enhance patient-centered medical home models and team- based care/ healthcare extenders - Support programs that mobilize residents to advocate for policies that improve access to healthcare - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members (Food For Life) - Support screening for social non-medical service needs and connect low-income individuals and families to community and government resources (Thrive Local) - Support population health management approaches that improve health outcomes for safety net patients with diabetes and hypertension (PHASE) - Support community clinic consortia to develop programs and advocate for policies that improve access to quality health care for low income individuals - Participate in Medi-Cal Managed care - Provide Charitable Health Coverage - Provide Medical Financial Assistance - 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 - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers (KP LAUNCH) - School for Allied Health expanding access to training and certificate programs for underrepresented individuals - Partner with Quality and Operations, outpatient geriatric care; home- based palliative care healthcare extenders for the coordination of non- medical support (food, transportation, fall prevention, etc.) - Provide input and expertise to academic and community partners to inform curricula, training and health career pipeline programs - Provide access to KP expertise related to population health management via trainings and consultation Expected outcomes - Reduced the percentage of individuals who are uninsured especially among low-income populations - Improved the capacity of free clinics to handle a greater volume of patients who are experiencing financial barriers to healthcare - Increased CalFresh enrollment, referrals to social health services, and receipt of non-medical needs such as housing vouchers and transportation - More trainings and pathways to healthcare careers for individuals identifying as racial or ethnic minorities - Better analyzed and implemented algorithms of healthcare workflows resulting in increases in the portion percentage of individuals with good diabetes management and hypertension control Health need 2: Educational Attainment Long term goal Youth thrive in school and are prepared for college, career, and community success Intermediate goal(s) - Improve school readiness for children entering kindergarten - Build resilience and address trauma among students and staff in schools - Increase academic success during elementary school - Increase high school graduation for underrepresented youth - Support exposure to career paths for underserved and underrepresented youth - Improve job skills for people with barriers to employment Strategies - Support programs that improves the quality of early childhood workforce, such as through staff development and training - Support community education on the benefits for enrolling in preschool - Expand subsidized preschool slots for low and moderate income families - Support school-based climate improvement strategies focused on equity, empathy and engagement - Support on campus resources such as mental health counselors and peer support - Support programs that improve 3rd grade reading - Support programs that increase student engagement during the school day - Support programs that enrich mathematic instruction - Support enrichment opportunities at low income school sites to increase student engagement - Support tutoring and mentoring programming for academic success - Support career technical education and healthcare career pathways programs - Support skill development and academic resources for Transition Aged Youth with limited resources - Support career pathways for system involved youth - RISE Initiative, fostering resilience in school environments - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers (KP LAUNCH) - Hospital Facilities and Human Resources to partner with Unions and other workforce investment partners to develop internships and career pathways for skilled labor Expected outcomes - Increased preschool staff training and preschool enrollment for racial/ethnic minority and disadvantaged groups - Improved youth truth survey results reflecting a positive school climate and increased catalogue of implemented school climate enhancements reflecting trauma reduction efforts - Increased academic success as indicated by 3rd grade reading proficiency and 5th grade math proficiency test scores - Increased secondary school graduation rates for racial and ethnic minorities - Increased participation in career pathway programs and increased completion rates of skill development trainings by underserved and underrepresented youth Health need 3: Housing and Homelessness Long term goal All community members have access to quality, affordable, and stable housing Intermediate goal(s) - Prevent individuals and families from falling into homelessness - Increase connections to supportive services for individuals experiencing homelessness or at risk of homelessness - Increase and preserve the stock of affordable housing, including Permanent Supportive Housing - Increase and enhance transitional housing and shelter availability
Strategies - Funding for permanent and supportive housing services - Support unmet needs funds for emergent needs such as bridge funding for rent, car repair or utilities - Support community outreach to engage high need populations in supportive services - Support housing equity policy planning - Support predevelopment of affordable housing and housing preservation - Funding to strengthen local homeless system of care through the Housing and Health Initiative - Thriving Communities Fund to support affordable housing preservation - Funding to strengthen local homeless system of care through the Housing and Health Initiative - Partnership with KP Division of Research to develop a predictive model for housing instability Expected outcomes - Reduced point in time homeless count and the number of people insufficiently housed to prevent at-risk people from falling into homelessness - Increased social service and medical service utilization numbers for people experiencing homelessness - Increased number of affordable housing units, including permanent supportive housing - Increased availability of shelters and other temporary accommodations for individuals in need of transitional housing Health need 4: Mental Health and Well Being 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 goal(s) - Increase capacity of organizations and institutions to provide trauma-informed services and programs - Enhance community supports to mitigate impact of ACEs - Increased access to behavioral health care services for low-income and vulnerable populations - Prevent and reduce misuse of drugs and alcohol Strategies - Expand place based opportunities for trauma-informed services and programs - Support training of workforce to ensure trauma informed practices - Support community-based organizations addressing adverse childhood experiences - Expand knowledge of community members about the impacts of ACEs - Expand counseling services within community-based organizations and/or school settings - Support behavioral health programming for system-involved youth and previously incarcerated adults - Support peer to peer education and prevention services at schools and community settings - Support programming that reduces stigma and increases access to drug and alcohol treatment - Implement the Public Good Projects Action Minded campaign, a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners, and KP employees as partners in reducing stigma towards mental health conditions - Support the capacity of clinics, schools or other community-based organizations to provide trauma-informed care to youth - Build student and staff resilience to address trauma and adverse childhood experiences - Provide KPs Education Theater program, Resilience Squad - Participate in Medi-Cal Managed care - Provide Charitable Health Coverage - Provide workforce training programs to train current and future mental health practitioners with the skills and linguistic and cultural competence to meet the health care needs of diverse communities - Care Experience Team, Chaplains and SW Dept to Partner with Center for Mind- body Medicine to increase the number of KP staff who are trained to foster community resilience (focus on non KP members) Expected outcomes - Increased number of organizations implementing trauma-informed care training and the number of community members engaged in the resilience/self-healing community model - Increased number of organizations offering supportive services for ACEs and increased access to community- based ACEs education - Reduced caseloads and wait times for counseling services especially for low-income and vulnerable populations - Reductions in the percentage of 11th graders reporting alcohol or substance abuse and increased awareness of the adverse effects of substance use via media campaigns Health needs KFH-Santa Rosa does not intend to address CVD, Stroke, and Tobacco Use: This health need was not selected due to its low rank in the CHNA community prioritization. Additionally, the strategies identified within Access to Care and Mental Health and Wellness will address tobacco- related prevention and CVD which were main areas of concern under discussion during the health need selection meeting. Economic Security: This health need was not selected because it could be addressed through acting on upstream economic and social issues such as education. The strategies identified within Housing and Homelessness and Educational Attainment will largely address the needs related to Economic Security. When discussing the decision to prioritize Housing and Homelessness or Economic Security given their overlapping strategies, the specific need to solve for the housing crisis in Sonoma County was recognized, prioritizing Housing and Homelessness. Educational Attainment was identified as an upstream strategy for improving economic security. Healthy Eating and Active Living (HEAL): This health need was not selected due to its low rank in the CHNA community prioritization. Significant attention and resources in the service area are dedicated to this health need, including regional initiatives through Kaiser Permanente. Additionally, Access to Care and Educational Attainment both contain strategies that address the high priority needs related to HEAL. Maternal and Child Health: This health need was not selected because it was viewed as a priority population that could be addressed through the other selected health needs. The needs of this priority population will be addressed within the needs that are identified. Violence and Injury Prevention: This health need was not selected due to its low rank in the CHNA community prioritization. Significant attention and resources in the service area are dedicated to this health need. Additionally, the strategies identified in Educational Attainment will address several of the highest needs related to Violence and Injury Prevention, including sexual health, bullying prevention and domestic violence, as a strategy to promote healthy relationships among youth. 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/NCAL
C, 27, KFH WEST LOS ANGELES Explanations Part V, Section B. Line 5: Residents, community leaders, and government and public health department representatives were selected for the CHNA sample. Selection criteria across these groups included (a) those best able to respond in rich detail to the strategic learning questions, (b) those who had expertise in local health needs, (c) those who resided and/or provided services in an under-resourced or medically underserved community, and (d) those able to represent the health needs of a given racial or ethnic minority group. Given the large size of the KFHWest Los Angeles service area, community engagement efforts set out to target those geographies most under-resourced and where health outcomes were the poorest. Once selected for engagement, participants were provided the opportunity to share their perspective on targeted health needs and raise any additional health needs outside the strategic lines of inquiry. Line 6A: The 2019 KFH-West Los Angeles CHNA was primarily conducted independently by the medical center. However, a collaborative was formed with Cedars-Sinai (Cedars-Sinai Medical Center and Marina del Rey Hospital), Providence Saint Johns Health Center, and UCLA Health. This was done in an effort to avoid duplication of phone interview data collection, given the medical centers share a common service area. Line 11: Health Need 1: Access to Care Long Term Goal All community members have access to timely, coordinated, high quality health care, mental health care, and behavioral health care from a trained and diverse workforce. Strategic priorities 1. Increase coverage, access and utilization of health care services for populations that are underserved, uninsured and/or underinsured. 2. Improve and build the current and emerging workforce to meet the primary physical needs of the community. 3. Improve the capacity of healthcare systems to provide quality healthcare, including interventions to address the social determinants of health. 4. Address racial equity by reducing health disparities and negative health outcomes that disproportionately impact African American and Latino residents in the KFH-West Los Angeles Service Area Priority Communities. Strategies & Core Interventions 1.1 Provide access and comprehensive health care to low-income individuals and families who do not have access to public or private health coverage. - The Kaiser Permanente Medicaid program provides high-quality medical care services to Medicaid eligible participants who would otherwise struggle to access care. - The Kaiser Permanente Medical Financial Assistance program provides temporary financial assistance to low-income individuals who receive care at Kaiser Permanente facilities and who cant afford medical expenses and/or cost sharing. - The Kaiser Permanente Charitable Health Coverage program provides access to comprehensive health care to low-income individuals and families who do not have access to public or private health coverage. 1.2 Support access to care for patients through investment in infrastructure, integration, capacity and collaboration among community clinics, clinic networks, and other safety net and mental health providers. - With support of grant funding, Regional Associations of California (Essential Access Health) strengthens the capacity of California's community clinics and health centers and to advance local health delivery system transformation through statewide policy. 2.1 Support and implement physician and other pipeline and training programs, using evidence-based, culturally competent and patient-centered population management modules. - KFH-West Los Angeles supports several programs that introduce youth and young adults to the healthcare field and provide training and internship opportunities. - KFH-West Los Angeles trains Pharmacy residents. As part of this training residents provide services at Saban Community Clinic to offer medication adjustments for clinic patients. 3.1 Design, pilot and implement systems for screening community members with social (non-medical) needs and refer to community-based programs. - The Kaiser Permanente Thrive Local initiative integrates the social determinants of health into ongoing care plans by screening and connecting low-income individuals and families to community and government resources. 3.2 Strengthen the capacity and infrastructure of community clinics and faith-based organizations to effectively prevent and manage chronic disease among the community, including cardiovascular health and diabetes. - Transforming Cardiovascular Care in our Communities (TC3) supports community clinics, public hospitals and health systems to reduce cardiovascular disease by implementing innovative population health management practices. Partners include Los Angeles County Department of Health Services, Community Clinic Association of Los Angeles County, Riverside University Health System Community Health Centers, Center for Care Innovations. - Partner with local faith-based organizations and other collaboratives to educate community members on chronic disease prevention and management, such as cardiovascular health and diabetes education. 4.1 Support efforts to improve access to care and health outcomes among African American and Latino residents of the KFH-West Los Angeles Service Area. - Through grant funding and collaborations, KFH-West Los Angeles will support the capacity and programming of organizations focused on addressing health equity and health disparities among African American and Latino populations in the KFH-West Los Angeles Service Area by removing barriers to care for these populations. - Kaiser Permanente is a key partner in the Los Angeles African American Infant and Maternal Mortality Community Action Team, a coalition of community stakeholders, providers, and organizations that builds local capacity through grant-making opportunities with the aim of reducing infant and maternal mortality among African Americans. - KFH-West Los Angeles Strategic Plan focuses on developing interventions and community partnerships to address disparities in hypertension among African Americans and diabetes among Latinos. Health Need 2: Economic Security Long Term Goal All community members experience improved economic security and access to social services, including affordable housing, educational attainment, training and employment, safe spaces for physical activity and healthy foods. Strategic priorities 1. Reduce food insecurity in the community and improve access to healthy foods, and safe spaces that enable physical activity, especially for disproportionately impacted African American and Latino residents. 2. Preserve and improve the availability of affordable housing and improve care coordination to serve individuals experiencing homelessness and to prevent displacement, especially for disproportionately impacted African American and Latino residents. 3. Improve educational attainment and employment opportunities, especially for disproportionately impacted African American and Latino residents. 4. Address racial equity by increasing education and employment opportunities for disproportionately impacted African American and Latino residents in the KFH-West Los Angeles Service Area Priority Communities. Strategies & Core Interventions 1.1 Design, pilot and implement programs and systems for promoting, screening and/or enrolling community members in food benefit programs. - The Kaiser Permanente Food for Life initiative delivers a multi-pronged approach to improve food security, such as the CalFresh enrollment campaign which utilizes multi-modal outreach to increase CalFresh enrollment for eligible community members. 1.2 Support programs that procure, recover and/or redistribute food to food insecure communities. - With support of grant funding, the California Association of Food Banks Farm to Family utilizes advocacy and outreach efforts to procure and provide fresh produce to food banks serving individuals and families who are food insecure. 1.3 Support the capacity of communities and anchor organizations to adopt and implement policies and programs to ensure access to healthy foods and safe spaces for physical activity opportunities. - With support of grant funding, LAs Best provides safe and supervised after-school education and recreation programs for children ages five to twelve through established nutrition and physical activity programs. - Support and sustain farmers markets in the West Los Angeles Medical Center and the Baldwin Hills Medical Offices plus a variety of free exercise classes open to the public.
2.1 Enhance the infrastructure and capacity of service providers to serve individuals at risk or experiencing homelessness. - Provide navigation services for any community member experiencing homelessness who visit the Emergency Department in order to link them to the LA County Coordinated Entry System to obtain housing and other support services. With support of grant funding, increase capacity of community-based organizations to advance anti-displacement policies, provide low income housing and assistance to low-income renters, such as legal aid, and renters rights workshops. 2.2 Support and participate in collaboratives that support coordination and funding of resources (such as health services and housing) for individuals at risk or experiencing homelessness. - Kaiser Permanente, Southern California is a key partner in the United Way Funders Collaborative (Home for Good), which brings together stakeholders, funders, and leaders all working to address housing affordability and homelessness. The collaborative was a key contributor to the development of the countys Coordinated Entry System (CES) lead agencies that connect homeless individuals to services. 3.1 Support the long-term economic vitality of communities through procurement, hiring and workforce development, and/or small business development impact investing. - The Kaiser Permanente Social Enterprises strategy allows competitive, revenue-generating businesses with a social mission to hire and provide training to people who are striving to overcome employment barriers, including homelessness, incarceration, substance abuse, mental illness, and limited education. - The Kaiser Permanente, High Impact Hiring is a talent-sourcing strategy that aligns business needs with positive community impact. High Impact Hiring creates career opportunities for people with employment barriers, focusing on specific populations of disadvantaged people or specific geographic areas. - With support of grant funding, enable local organizations to provide student education and training or workforce development, especially for unemployed and underserved low-income young adults in South Los Angeles. 1. Support the capacity for community-based and internal KP programs focused on remediating disinvestment in communities of color, especially for disproportionately impacted African American and Latino residents. - In collaboration with Volunteer Services, KFH-West Los Angeles offers various pipeline programs, such as Summer Youth Student, which provides support for students of color by exposing them to health care careers, and offering internship opportunities. - With support of grant funding, enable local organizations to advance awareness, understanding, and policy solutions to reduce racial inequities impacting schools and youth, especially for disproportionately impacted African American and Latino residents. Health Need 3: Mental & Behavioral Health Long Term Goal All community members have optimal levels of mental health and well-being through improved equitable access to evidence-based, high quality, appropriate care and reduced effects of stigma. Strategic Priorities 1. Reduce mental health stigma and improve knowledge, capacity and resilience in individuals, communities, and organizations, especially for disproportionately impacted African American and Latino residents. 2. Improve and build the current and emerging mental health workforce to meet community needs. 3. Improve access and connection to mental health care in clinical and community settings. 4. Reduce rates of substance abuse and improve preventative education, capacity and resilience in individuals, communities, and organizations, especially for disproportionately impacted African American and Latino residents. Strategies and Interventions 1.1 Support efforts to improve the community and social support systems knowledge, attitudes, beliefs and perceptions about mental health, trauma and resilience. - Kaiser Permanentes Public Good Projects Action Minded campaign, a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners in reducing stigma towards mental health conditions. - Through grant funding, KFH-West Los Angeles will support the infrastructure, capacity, or programs of community organizations that provide culturally competent mental health care, stigma reduction, and supportive services. 2.1 Support the utilization of pipeline and training programs to increase the number of licensed and diverse mental health and para-professionals. - In partnership with KFH-West Los Angeless Social Medicine Department, collaborate with the Archstone Foundation, which works with community-based care partners who provide para-professional depression care services for seniors by engaging families, communities, and community-based organizations. - With support of grant funding, The Mental Health and Wellness Initiative of Kaiser Permanentes Regional office will provide Strategic Partnership Grants to increase the number of licensed and non-licensed diverse mental health professionals through pipeline and training programs. 3.1 Support the improvement of access and coordination and provide funding for mental and behavioral health services. - With support of grant funding, The Whole Person Care Project seeks to improve access and connection to mental health care in a clinical setting by supporting The Achievable Foundation and their Federally Qualified Health Center (FQHC) located in West LA, to develop and implement an integrated primary and mental health care delivery model. 4.1 Support the improvement of behavioral and substance abuse prevention and treatment programs. - With support of grant funding, enable local organizations to provide substance abuse preventative education and treatment, especially for youth of color and transitional age youth. While all the health needs prioritized in the 2019 Community Health Needs Assessment (CHNA) process are important to address, the implementation strategy planning process requires KFH-West Los Angeles to conduct a selection process based on critical criteria including health need severity, magnitude, inequity, and the extent to which KFH-West Los Angeles is in a position to meaningfully address the need. The 2019 KFH-West Los Angeles CHNA methodology focused on identifying a key and small selection of all community health needs impacting the service area. Thus, all priority health needs identified are addressed at various levels in the implementation strategy plan. Taking existing community resources into consideration, KFH-West Los Angeles decided to concentrate on those health needs that we can most effectively address given our areas of focus. The Medical Center has insufficient resources to effectively address all needs prioritized in the Community Health Needs Assessment equally, and in many cases, the needs are currently addressed by others in the community. With respect to racial equity, KFH-West Los Angeles has embedded equity strategies and core interventions within other identified health needs but did not separate racial equity into its own category of health need. This approach seeks to recognize how the lack of racial equity act as drivers for many negative health outcomes and disparities in the racially diverse KFH-West Los Angeles communities. This Implementation Strategy is not exhaustive of everything we do to enhance the health of our communities. KFH-West Los Angeles collaborates with partners addressing a multitude of health needs and focuses efforts 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
C, 28, KFH PANORAMA Explanations Part V, Section B. Line 5: Residents, community leaders, and government and public health department representatives were selected for the CHNA sample. Selection criteria across these groups included (a) those best able to respond in rich detail to the strategic learning questions, (b) those who had expertise in local health needs, (c) those who resided and/or provided services in an under-resourced or medically underserved community, and (d) those able to represent the health needs of a given racial or ethnic minority group. Given the large size of the KFH-Panorama City service area, community engagement efforts set out to target those geographies most under-resourced and where health outcomes were the poorest. Once selected for engagement, participants were provided the opportunity to share their perspective on targeted health needs and raise any additional health needs outside the strategic lines of inquiry. Line 6A: Collaborating Hospitals: Dignity Health Northridge Hospital Medical Center Providence Holy Cross Medical Center Providence St. Joseph Medical Center Line 11: Health Need 1: Access to Health Care Long Term Goal All community members have access to high quality health care services from a trained and diverse workforce in a coordinated delivery system. Strategic priorities 1. Increase coverage, access, and utilization of health care services for populations that are underserved, uninsured, and/or underinsured. 2. Improve and build the current and emerging workforce to meet the primary care needs of the community. 3. Improve the capacity of healthcare systems to provide quality healthcare, including interventions to address the social determinants of health. Strategies & Core Interventions 1.1 Provide access and comprehensive health care to low-income individuals and families who do not have access to public or private health coverage. - The Kaiser Permanente Medicaid program provides high-quality medical care services to Medicaid eligible participants who would otherwise struggle to access care. - The Kaiser Permanente Medical Financial Assistance program provides temporary financial assistance to low-income individuals who receive care at Kaiser Permanente facilities and who cant afford medical expenses and/or cost sharing. - The Kaiser Permanente Charitable Health Coverage program provides access to comprehensive health care to low-income individuals and families who do not have access to public or private health coverage. 1.2 Support access to care for patients through collaboration among community clinics, clinic networks, and other safety net providers. - With support of grant funding, Regional Associations of California (Essential Access Health) strengthen the capacity of California's community clinics and health centers and to advance local health delivery system transformation through statewide policy. - As a long-time member providing funding over the years, continue to support a coalition of public and private community partners in Service Planning Area (SPA) 2 led by Valley Care Community Consortium, to advocate, plan, assess needs, and facilitate development of effective programs and policies to improve the health of the residents in the San Fernando and Santa Clarita Valleys. - Kaiser Permanente Board Placement Program engages providers and leaders in serving on Federally Qualified Health Centers boards of directors where they share best practices, expert knowledge, and provide governance support, including serving on quality improvement and strategic planning committees. 2.1 Support and implement physician and other pipeline and training programs, using evidence-based, culturally competent and patient-centered population management modules. - With the support of grant funding, the California Primary Care Association supports building capacity for the primary care workforce by developing a comprehensive curriculum and training program for health centers desiring to implement or sustain residency training programs and partnerships. - Kaiser Permanentes workforce development programs encourage high school and community college students to explore health care career options at an early age among underserved, diverse populations. - KFH-Panorama City participates on the Antelope Valley Unified High School District Career Technical Education Advisory committee as well as William S Hart High School College & Career Readiness Committee by providing input on healthcare workforce needs and opportunities to collaborate. 3.1 Design, pilot and implement systems for screening community members with social (non-medical) needs and refer to community-based programs. - The Kaiser Permanente Thrive Local initiative integrates the social determinants of health into ongoing care plans by screening and connecting low-income individuals and families to community and government resources. 3.2 Strengthen the capacity and infrastructure of community clinics to effectively prevent and manage chronic disease, including cardiovascular health and diabetes. - Transforming Cardiovascular Care in our Communities (TC3) supports community clinics, public hospitals, and health systems to reduce cardiovascular disease by implementing innovative population health management practices. - With the support of grant funding, the International Pre-Diabetes Center provides Federally Qualified Health Centers with training on evidence-based, nationally accredited, diabetes self-management education and training for vulnerable populations.
Health Need 2: Economic Security Long Term Goal All community members experience improved economic security and access to social services, including affordable housing, educational attainment, training and employment, and healthy foods. Strategic priorities 1. Preserve and improve the availability of affordable housing and improve care coordination to serve individuals experiencing homelessness and to prevent displacement. 2. Improve educational attainment and employment opportunities. Strategies & Core Interventions 1.1 Enhance the infrastructure and capacity of service providers to serve individuals at risk or experiencing homelessness. - With support of capital grant funding, LA Family Housing Corporation will build a new health care center that is part of a larger regional hub in the San Fernando Valley that includes Permanent Supportive Housing. - With the support of grant funding, The Peoples Concern provides housing and supportive services at their Kensington Campus for homeless individuals living in the Antelope Valley. - With the support of grant funding, Bridge to Home is expanding their winter shelter to a year round crisis and bridge housing operation in alignment with the Coordinated Entry System ensuring those experiencing homelessness in the Santa Clarita Valley have access to housing, case management, healthcare services, behavioral health services, housing navigation, and employment assistance. 1.2 Support and participate in collaboratives that support coordination and funding of resources (such as health services and housing) for individuals at risk or experiencing homelessness. - Kaiser Permanente, Southern California is a key partner in the United Way Funders Collaborative (Home for Good), which brings together stakeholders, funders, and leaders all working to address housing affordability and homelessness. The collaborative was a key contributor to the development of the countys Coordinated Entry System (CES) lead agencies that connect homeless individuals to services. - As a long-time participant in the San Fernando/Santa Clarita Valley Homeless Coalition and Antelope Valley Homeless Coalition, Kaiser Permanente collaborates and provides funding to various SPA 1 & 2 partner organizations supporting the coordination of health services and housing for homeless individuals such as Los Angeles Family Housing and Northeast Valley Health Corporation. 2.1 Support the long-term economic vitality of communities through procurement, hiring and workforce development, and/or small business development impact investing. - The Kaiser Permanente Inner City Capital Connections (ICCC) provides training, education and mentorship to small businesses helping to grow revenue, increase jobs, and improve their capacity and access to new sources of capital. - The Kaiser Permanente Social Enterprises strategy works with competitive, revenue-generating businesses with the social mission to hire and provide training to people who are striving to overcome employment barriers, including homelessness, incarceration, substance abuse, mental illness, and limited education. - The Kaiser Permanente, High Impact Hiring is a talent-sourcing strategy that aligns business needs with positive community impact. High Impact Hiring creates career opportunities for people with employment barriers, focusing on specific populations of disadvantaged people or specific geographic areas. Health Need 3: Mental and Behavioral Health Long Term Goal All community members have optimal levels of mental health and well-being through improved equitable access to evidence-based, high quality, appropriate care and reduced effects of stigma. Strategic priorities 1. Improve access and connection to mental healthcare in clinical and community settings. 2. Improve and build the current and emerging mental health workforce to meet community needs. 3. Reduce mental health stigma and improve knowledge, capacity and resilience in individuals, communities, and organizations. Strategies & Core Interventions 1.1 Support the infrastructure and capacity building of community organizations and clinics to improve access to quality mental health care. - With the support of grant funding, Children Now Improving California Students' Readiness to Learn will map the current state and district school-based health policy efforts and develop a list of policy options to improve school-based mental health services. Partner organizations will receive resources and technical assistance on best policies/ practices related to school discipline, teacher credentialing, mental health, school attendance, and Local Control Funding Formula. 1.2 Support the integration of mental health care, case management, and navigation services into clinical care and community settings. - With the support of grant funding, the Child & Family Center provides school based mental health support and counseling for children showing early signs of behavioral health problems in elementary schools in the Santa Clarita Valley. 2.1 Support the education and training of licensed mental health professionals to be culturally competent. - With the support of grant funding, Hathaway-Sycamores Child and Family Services will provide training for group home foster care providers in Southern California so that they can become certified as Short Term Residential Therapeutic Programs. - With support of grant funding, the Tarzana Treatment Center seeks to improve and build the current and emerging mental health workforce to serve Latino community members by educating and training mental health professionals and interns in best practices for clinical cultural competency. 2.2 Support the utilization of pipeline and training programs to increase the number of licensed and diverse mental health professionals. - Kaiser Permanente Medical Exploring post in the Antelope Valley provides hands-on learning experiences by exposing high school students to health careers options including mental health professional opportunities. 3.1 Support efforts to improve the community and social support systems knowledge, attitudes, beliefs and perceptions about mental health, trauma and resilience. - With the support of grant funding, the Children's Partnership Advancing Health Equity for California's Children will provide 500 families with culturally-informed materials and toolkits to help connect them to/keep health coverage, understand benefits available to them, and get needed care. - With the support of grant funding, the Mental Health America of Los Angeles Antelope Valley Mental Health First Aid (MHFA) Project seeks to reduce mental health stigma by providing MHFA training diverse individuals in areas with high homeless populations in the Antelope Valley. - With the support of grant funding, The Childrens Center of Antelope Valley and the LA County Department of Mental Health Antelope Valley Health Neighborhood formed the Antelope Valley Maternal Mental Health Network, which conducts maternal health analysis and provides outreach and training to medical and mental health providers as well as non-clinical groups, and facilitates community-based support groups for the area. - The Kaiser Permanente Public Good Projects Action Minded campaign is a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners in reducing stigma towards mental health conditions. 3.2 Support the enhancement of organizational culture, practices and policies in schools and other institutions to be trauma-informed. - With the support of grant funding, College of the Canyons is implementing Early Childhood Mental Health Consultation at its on-site pre-school ensuring school policies are in alignment to creating a positive school climate while providing training for faculty on how to support the socioemotional development of the child.
Health Need 4: Obesity/Diabetes/Healthy Eating Active Living Long Term Goal All Community Members eat healthy and move more as part of daily life. Strategic priorities 1. Reduce food insecurity in the community and improve access to healthy foods. 2. Improve environments and opportunities that enable daily physical activity. Strategies & Core Interventions 1.1 Support the capacity of communities and anchor organizations to adopt and implement policies and programs to ensure access to healthy foods. - The Kaiser Permanente Healthy Eating Active Living (HEAL) Initiative, in partnership with Alliance for a Healthier Generation, supports Title 1 schools with the adoption and implementation of policies and practices to continuously improve the schools culture and practices around health. - With the support of grant funding, Meet Each Need with Dignity (MEND) operates their Pathways to Wellness program providing case management, healthy food through their foodbank, CalFresh enrollment assistance, healthy cooking and nutrition classes, as well as grocery store tours to increase individuals and families access to healthy foods. - Kaiser Permanente Panorama City hosts a weekly farmers market open to the public, which provides access to largely locally-grown fruits and vegetables. The farmers market accepts WIC and CalFresh electronic benefit transfers. The markets also work to educate the public on the benefits of healthy eating and active living. 1.2 Design, pilot and implement programs and systems for promoting, screening and/or enrolling community members in food benefit programs. - The Kaiser Permanente Food for Life initiative delivers a multi-pronged approach to improve food security, such as the CalFresh enrollment campaign utilizes multi-modal outreach to increase CalFresh enrollment for eligible community members. - With support of grant funding, the California Food Policy Advocates increase access to food sources for underserved community members by increasing the number of households and individuals that are enrolled in CalFresh and supporting the acceptance of this benefit among food relators. 1.3 Support programs that procure, recover and/or redistribute food to food insecure communities. - The Kaiser Permanente Food Recovery and Food Redistribution program envision foodservices as the source of nutritious meals for patients, staff and the broader community by distributing food to food insecure communities. - With support of grant funding, the California Association of Food Banks Farm to Family utilizes advocacy and outreach efforts to procure and provide fresh produce to food banks serving individuals and families who are food insecure. 2.1 Support the capacity of communities and anchor organizations to adopt and implement policies and programs to ensure access to safe spaces and physical activity opportunities. - The Kaiser Permanente Healthy Eating Active Living (HEAL) Initiative, in partnership with Alliance for a Healthier Generation, supports Title 1 schools with the adoption and implementation of policies and practices to continuously improve the schools culture and practices around health. - The Kaiser Permanente Operation Splash program enables low income, underserved youth and families to be physically active by providing greater access to community pools through free swim classes. - With support of grant funding, LAs Best provides safe and supervised after-school education and recreation programs for children ages five to twelve through established nutrition and physical activity programs. While all the health needs prioritized in the 2019 Community Health Needs Assessment process are important to address, the implementation strategy planning process requires KFH-Panorama City to conduct a selection process based on critical criteria including health need severity, magnitude, inequity, and the extent to which KFH-Panorama City is in a position to meaningfully address the need. Health needs that were not elevated across these critical criteria were not selected for the implementation strategy plan. Health needs not selected include: Heart Disease and Stroke, Maternal and Infant Health, and STDs/HIV/AIDS. These unselected health needs will be addressed through strategies for other selected health needs (such as access to care and food insecurity) that act as drivers for these health outcomes. 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, 29, KFH FRESNO EXPLANATIONS PART V, SECTION B. Line 5: Community input was provided by a broad range of community members using 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 local governmental and public health agencies 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. Line 6A: Adventist Health Hanford Adventist Health Reedley Adventist Health Selma Clovis Community Medical Center Community Regional Medical Center (includes Community Behavioral Health Center) Fresno Heart and Surgery Kaweah Delta Health Care District Madera Community Hospital San Joaquin Valley Rehabilitation Hospital Sierra View Medical Center Saint Agnes Community Medical Center Valley Childrens Healthcare Line 6B: California Health Collaborative United Health Centers Cal Viva Health Net Fresno County Public Health Line 11: Health need 1: 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 goal(s) - Increase access to comprehensive health care coverage for low income individuals. - Increase access to subsidized care for those facing financial barriers to health care. - Increase access to social non-medical services for low income and vulnerable populations. - Increase access to a diverse, culturally competent health care workforce. - Improve the capacity of health care systems to provide quality health care services. Strategies - Deploy KP resources to provide high-quality medical care to Medi-Cal participants who would otherwise struggle to access care. - Deploy KP resources to provide access and comprehensive health care to low-income individuals and families without access to public or private health coverage. - Deploy KP resources to provide financial assistance to low-income individuals who receive care at KP facilities and cant afford medical expenses and/or cost sharing. - Support screening for social and non-medical service needs and connect low-income individuals and families to community and government resources. - Provide workforce training programs that develop the skills and linguistic and cultural competence of health care providers to meet the health care needs of diverse communities. - Partner with high schools and colleges, particularly those serving low income communities of color, to expose students to health careers. - Support community based organizations to provide services/supports that facilitate health care access and utilization. - Build the capacity of SBHCs and community coalitions to strengthen population health management/systems of care for improved health outcomes. Expected outcomes - Low income populations have improved access to comprehensive health care coverage. - Low income/underserved populations have access to subsidized care to meet health needs. - Low income/vulnerable populations have improved access to social non-medical services. - Healthcare workforce reflects the cultural diversity of the service area population. - Policies and programs in place that improve the capacity of health care systems to provide quality services to low income populations. Health need 2: Mental 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 goal(s) - Increase capacity of organizations and institutions to provide trauma-informed services and programs. - Enhance community supports to mitigate impact of ACEs. - Increase access to behavioral health care services for low-income and vulnerable populations. - Develop a diverse, well trained behavioral health care workforce that provides culturally competent care. - Prevent and reduce misuse of drugs and alcohol Strategies - Train school staff on responding to youth experiencing trauma and support schools/districts/SBHCs to infuse resilience strategies into the school day. - Expand screening services, counseling and support groups for students and families experiencing trauma or with documented ACEs. - Deploy KP resources to provide access to mental health services for Medi-Cal participants and low-income individuals and families without access to public or provide health coverage who would otherwise struggle to access mental health care. - Implement the Public Good Projects Action minded campaign, a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners, and KP employees as partners in reducing stigma towards mental health conditions. - Provide workforce training programs to prepare current and future mental health practitioners with the skills and linguistic and cultural competence to meet the health care needs of diverse communities. - Participate in CityHealth Initiative to advance alcohol sales, tobacco sale legal age and smoke free indoor air policies. Expected outcomes - Capacity of organizations/institutions to provide trauma-informed services and programs increased. - Community supports to mitigate impact of ACEs enhanced. - Behavioral health care services more accessible for low-income and vulnerable populations. - Systems in place to develop a diverse, well trained behavioral health care workforce that provides culturally competent care. - Policies in place to regulate tobacco and alcohol sales and indoor air quality.
Health need 3: Economic Security Long term goal All community members are economically secure in order to thrive Intermediate goal(s) - Improve economic vitality of local and diverse businesses. - Increase enrollment and participation in public benefit programs. - Improve job readiness for people with barriers to employment. - Increase connections to supportive services for individuals experiencing homelessness. Strategies - Provide training, education and mentorship to small, diverse businesses seeking to increase their capacity and access to new sources of funding. - Increase baseline spend for local and diverse businesses. - Support local businesses through training, mentoring, capital improvement projects and local vendor preferences. - Support CalFresh enrollment and recertification, including through direct assistance and outreach campaigns (Food for Life). - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers (KP LAUNCH). - Support community-based organizations and systems of care to provide case management for homeless populations. - Strengthen local homeless system of care through the Housing and Health Initiative. Expected outcomes - Local, diverse businesses have improved economic stability. - Enrollment and participation in public benefit programs increased. - Individuals with employment barriers are better prepared to enter the workforce. - Individuals experiencing/at risk for homelessness have increased access to supportive services. Health need 4: Obesity/HEAL/Diabetes Long term goal All community members eat better and move more as part of daily life Intermediate goal(s) - Reduce food insecurity among low-income families and individuals. - Improve access to healthy food in schools. - Increase access to safe parks and public spaces. - Increase opportunities for physical activity in schools. Strategies - Support food distribution organizations to expand variety and amount of food provided, complemented by healthy cooking education. - Support healthy food and water access at school sites. - Support high need schools to adopt policies and practices that promote HEAL. - Support park activation to increase park safety and encourage increased use. - Advance complete streets policies (CityHealth). - Support schools to increase student participation in physical education/physical activities. Expected outcomes - Low-income families and individuals have improved food security. - Schools provide access to healthy foods and beverages. - Low income community residents have increased access to and increased utilization of safe, appealing parks. - Expanded opportunities for physical activity in schools. Health needs KFH Fresno does not intend to address Violence/Injury Prevention: This health need received the third lowest number of points during the scoring process to select health needs to address. Leadership perceived that KFH Fresno cannot contribute sufficient expertise to have a substantial impact on this need. Violence prevention will be addressed in part under strategies conducted for Mental Health. Substance Abuse/Tobacco: This health need received the second lowest number of points during the scoring process to select the health needs to address. KFH Fresno leadership saw limited opportunities for leverage community assets to address this need. Substance Abuse/Tobacco will be addressed in part by strategies conducted under Mental Health. Climate and Health: Climate and Health was identified as a medium priority during the CHNA but received the lowest number of points (along with Asthma and Oral Health) during the scoring process to select the health needs to address. KFH Fresno leadership perceived a limited ability to make an impact on Climate and Health due to limited organizational assets or opportunities to leverage community assets. Asthma: The overall score for this health need was in the lowest tertile during the CHNA and it received the lowest number of points during the scoring process to select the health needs to address. Asthma will be addressed in part through strategies conducted under Access to Care. Oral Health: Just ten percent of key informant interviewees/focus group participants discussed Oral Health, indicating this is not a high priority need for the service area, and it received the lowest number of points during the process to select the health needs to address. KFH Fresno does not offer dental services. 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/NCAL
A, 30, KFH REDWOOD CITY EXPLANATIONS PART V, SECTION B. Line 5: Community input was provided by a broad range of community members using 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 county 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. Line 6A: Dignity Health Sequoia Hospital Hospital Consortium of San Mateo County Kaiser Permanente, South San Francisco Lucile Packard Childrens Hospital Stanford Seton Medical Center and Seton Coastside, part of Verity Health System Stanford Health Care Sutter Health Menlo Park Surgical Hospital and Sutter Health Mills-Peninsula Medical Center Line 6B: San Mateo County Health Department Hospital Consortium of San Mateo County County of San Mateo Human Services Agency Peninsula Health Care District Line 11: Health need 1: Health Care Access & Delivery Long term goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems Intermediate goal(s) - Increase access to comprehensive health care coverage for low-income individuals - Increase access to subsidized care for those facing financial barriers to health care - Increase access to social non-medical services for low income and vulnerable populations - Increase access to a diverse, culturally competent health care workforce - Improve the capacity of health care systems to provide quality health care services Strategies - Increase capacity of organizations to conduct effective outreach and navigation to vulnerable populations to connect them to care - Promote systems for resource-sharing among providers to enhance and integrate referral networks - Support partnerships with food banks for CalFresh enrollment and food pharmacy programs - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members (Food for Life) - Support screening for social non-medical service needs and connect low-income individuals and families to community and government resources (Thrive Local) - Support population health management approaches that improve health outcomes for safety net patients with diabetes and hypertension (PHASE) - Support community clinic consortia to develop programs and advocate for policies that improve access to quality health care for low income individuals - Participate in Medi-Cal Managed care - Provide Charitable Health Coverage - Provide Medical Financial Assistance - 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 - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers (KP LAUNCH) - School for Allied Health expanding access to training and certificate programs for underrepresented individuals Expected outcomes - Increased outreach to vulnerable populations that helps them access comprehensive health care coverage - Increased outreach to vulnerable populations that helps them navigate and connect to subsidized care - Increased enrollment in CalFresh - Reduced financial barriers to care by increasing access to Medical Financial Assistance - Increased access to trained navigators and community health workers that connect low-income and vulnerable populations to social non-medical services - Increased opportunities for diverse, culturally competent workers to enter the health care workforce Health need 2: Mental Health and Well-being 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 goal(s) - Increase capacity of organizations and institutions to provide trauma-informed services and programs - Increase support for caregivers of individuals with behavioral health and/or substance use issues - Increase access to behavioral health care services for low-income and vulnerable populations - Develop a diverse, well trained behavioral health care workforce that provides culturally competent care - Prevent and reduce misuse of drugs and alcohol Strategies - Provide training in culturally appropriate trauma-informed care, especially for bilingual/bicultural staff - Provide training and support to family members (especially caregivers) whose family members are struggling with behavioral health and/or substance use issues - Support programs that screen for behavioral health/substance use issues - Support programs that address adolescent suicide and suicide ideation - Support efforts to share information (for agency staff and patients) on how to navigate the mental health system - Support programs/initiatives that reduce stigma associated with seeking help for behavioral health/substance use problems - Support the capacity of clinics, schools or other community-based organizations to provide trauma-informed care to youth - Implement the Public Good Projects' Action Minded campaign, a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners, and KP employees as partners in reducing stigma towards mental health conditions - Provide KPs Education Theater program, Resilience Squad - Participate in Medi-Cal Managed care - Provide Charitable Health Coverage - Provide workforce training programs to train current and future mental health practitioners with the skills and linguistic and cultural competence to meet the health care needs of diverse communities Expected outcomes - Increased scope and availability of trauma-informed services and programs available through programs serving vulnerable populations - Increased screening and referrals to behavioral health care services for low-income and vulnerable populations, especially youth (in settings such as FQHCs and schools) - Reduced adolescent suicide/ideation - Increased access for vulnerable populations to a diverse, well-trained behavioral health care workforce that provides culturally competent care - Increased help-seeking for behavioral health issues and misuse of drugs and alcohol prompted by stigma reduction campaigns Health need 3: Healthy Eating/Active Living Long term goal All community members eat better and move more as part of daily life Intermediate goal(s) - Reduce food insecurity among low-income families and individuals - Increase variety of physical activity programming to meet needs of specific populations (e.g., seniors) Strategies - Increase access to healthy foods - Support partnerships between food security agencies and other services (e.g., housing, employment) - Promote variety of physical activity among specific populations (e.g., seniors or others with disabilities who are chair-bound) Expected outcomes - Reduced food insecurity among low-income clients of community agencies in new partnerships food security agencies - Increased access for seniors and people with disabilities to physical activity programming Health need 4: Economic Security (Including Housing and Homelessness) Long term goal All community members have access to quality, affordable, and stable housing Intermediate goal(s) - Prevent individuals and families from falling into homelessness - Increase connections to supportive services for individuals experiencing homelessness - Increase and enhance transitional housing and shelter availability
Strategies - Support programs that aim to keep people in their homes (e.g., frail elderly) - Support individualized case management and advocacy for people experiencing homelessness - Support programs that decrease indignities of living rough (on streets, in cars)- e.g., shower access, safe parking for people living in cars/vans - Funding to strengthen local homeless system of care through the Housing and Health Initiative - Partnership with KP Division of Research to develop a predictive model for housing instability Expected outcomes - Reduced homelessness among vulnerable populations (e.g., frail elderly) - Increased access to individualized case management to connect people experiencing homelessness to supportive services - Increased access to services for unhoused populations (e.g., people living in cars/vans) Health needs KFH-Redwood City does not intend to address Three health needs were identified through the CHNA process that were not selected as priorities for implementation strategies: cancer, oral/dental health, and the environment. All three were lower priorities than those selected by KFH-Redwood City. Oral/dental health. Oral health was determined to be a lower priority from the CHNA process and could be partially addressed through overall Access to Care strategies (e.g., strengthening referral networks and navigation support; diversifying the health care workforce). Cancer. Cancer also was a lower priority health need in the CHNA process. As a result, it was not selected as one of the priority health needs by KFH-Redwood City. Some risk factors that are correlated with many cancers-particularly unhealthy diets and lack of physical activity-are the focus of the Healthy Eating / Active Living priority health need. In addition, the Access to Care health need supports access to ongoing care that could lead to regular screening, which in turn supports early detection of common cancers. Environment. Environmental interventions-another lower priority from the CHNA process-were viewed as less feasible than others, requiring resources and a scale of intervention beyond the scope of community grant-making. 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/NCAL
C, 31, KFH WOODLAND HILLS Explanations Part V, Section B. Line 5: Residents, community leaders, and government and public health department representatives were selected for the CHNA sample. Selection criteria across these groups included (a) those best able to respond in rich detail to the strategic learning questions, (b) those who had expertise in local health needs, (c) those who resided and/or provided services in an under-resourced or medically underserved community, and (d) those able to represent the health needs of a given racial or ethnic minority group. Given the large size of the KFH-Woodland Hills service area, community engagement efforts set out to target those geographies most under-resourced and where health outcomes were the poorest. Once selected for engagement, participants were provided the opportunity to share their perspective on targeted health needs and raise any additional health needs outside the strategic lines of inquiry. Line 6A: Collaborating Hospitals: Valley Care Community Consortium Ventura County Public Health Line 11: Health Need 1: Access to Care Long Term Goal All community members have access to high quality health care services from a trained and diverse workforce in a coordinated delivery system. Strategic priorities (intermediate goals) 1. Increase coverage, access, and utilization of health care services for populations that are underserved and uninsured. 2. Improve and build the current and emerging workforce to meet the primary care needs of the community. 3. Improve the capacity of healthcare systems to provide quality healthcare services, including interventions to address social determinants of health. 4. Reduce barriers to accessing care for populations that are underserved. Strategies & Sample Interventions 1.1 Provide access and comprehensive health care to low-income individuals and families who do not have access to public or private health coverage. - The Kaiser Permanente Medicaid program provides high-quality medical care services to Medicaid eligible participants who would otherwise struggle to access care. - The Kaiser Permanente Medical Financial Assistance program provides temporary financial assistance to low-income individuals who receive care at Kaiser Permanente facilities and who cannot afford medical expenses and/or cost sharing. - The Kaiser Permanente Charitable Health Coverage program provides access to comprehensive health care to low-income individuals and families who do not have access to public or private health coverage. 1.2 Support access to care for patients through collaboration among community clinics, clinic networks, and other safety net providers. - With support of grant funding, Regional Associations of California (Essential Access Health) strengthen the capacity of California's community clinics and health centers and to advance local health delivery system transformation through statewide policy. 2.1 Support and implement physician and other pipeline and training programs, using evidence-based, culturally competent and patient-centered population management modules. - The Kaiser Permanente Graduate Medical Education (GME) recruits and prepares the physician workforce of the 21st century by optimizing the unique clinical and educational opportunities within Kaiser Permanentes integrated model of care, which is now considered the gold standard for improving the entire U.S. health care system. As part of their training, residents participate in rotations at school-based health centers, community clinics, and homeless shelters. - KFH-Woodland Hills offers workforce development and training programs in the health care sector to reach underserved youth and young adults. 3.1 Design, pilot and implement systems for screening community members with social (non-medical) needs and refer to community-based programs. - The Kaiser Permanente Thrive Local initiative integrates the social determinants of health into ongoing care plans by screening and connecting low-income individuals and families to community and government resources (e.g., KP Educational Outreach Programs). - KFH-Woodland Hills will screen individuals for food insecurity where vulnerable populations seek care in various departments. 3.2 Strengthen the capacity and infrastructure of community clinics to effectively prevent and manage chronic disease, including cardiovascular health and diabetes. - Transforming Cardiovascular Care in our Communities (TC3) supports community clinics, public hospitals and health systems to reduce cardiovascular disease by implementing innovative population health management practices. - Kaiser Permanente will explore opportunities to support community clinics as they address chronic disease prevention and management. 4.1 Address barriers to quality, culturally appropriate care by providing language and literacy interpretation, transportation, non-traditional access points, and/or other supportive services. - With support of grant funding, collaborate with community organizations to reduce barriers to accessing medical care for vulnerable populations including seniors, homeless, and low-income residents and in high-need areas (e.g. Simi Valley Behavioral Health, Target clinics). Health Need 2: Healthy Eating, Active Living Long Term Goal All community members have optimal levels of health and well-being through access to healthy food and physical activity opportunities. Strategic priorities (intermediate goals) 1. Reduce food insecurity and improve access to healthy foods. 2. Improve prevention and management of chronic disease, including cardiovascular health, diabetes, and obesity. 3. Improve environments and opportunities that enable daily physical activity. Strategies & Sample Interventions 1.1 Design, pilot and implement programs and systems for promoting, screening and/or enrolling community members in food benefit programs. - KFH-Woodland Hills will screen for food insecurity in various departments, including Pediatrics, Case Management, Social Medicine, Nutrition and Revenue Cycle. - The Kaiser Permanente Food for Life initiative includes the CalFresh enrollment campaign which utilizes multi-modal outreach to increase CalFresh enrollment for eligible community members. 1.2 Support programs that procure, recover and/or redistribute food to food insecure communities. - The Kaiser Permanente Food Recovery and Food Redistribution program envision foodservices as the source of nutritious meals for patients, staff and the broader community by distributing food to food insecure communities. - KFH-Woodland Hills partners with Food Finders to donate our daily food excess to those in need. - With support of grant funding, the California Association of Food Banks Farm to Family utilizes advocacy and outreach efforts to procure and provide fresh produce to food banks serving individuals and families who are food insecure. 1.3 Support the capacity of communities and anchor organizations to adopt and implement policies and programs to ensure access to healthy foods. - With support of grant funding, collaborate with community organizations and schools to adopt and implement policies and programs to increase access to healthy foods on their sites. 2.1 Provide opportunities for increasing awareness of prevention and management of chronic disease, including cardiovascular health, diabetes, and obesity. - KFH-Woodland Hills will continue to offer education (workshops and programs) through Center for Healthy Living, some of which are open to the community. 3.1 Support the capacity of communities and anchor organizations to adopt and implement policies and programs to ensure access to safe spaces and physical activity opportunities. - The Kaiser Permanente Operation Splash program enables low income, underserved youth and families to be physically active by providing greater access to community pools through free swim classes. - With support of grant funding, LAs Best provides safe and supervised after-school education and recreation programs for children ages five to twelve through established nutrition and physical activity programs at 200 sites.
Health Need 3: Economic Opportunity Long Term Goal All community members experience improved economic security and access to social services, including affordable housing, educational attainment, training and employment. Strategic priorities (intermediate goals) 1. Preserve and improve the availability of affordable housing and improve care coordination to serve individuals experiencing homelessness and to prevent displacement. 2. Improve educational attainment and employment opportunities. Strategies & Sample Interventions 1.1 Enhance the infrastructure and capacity of service providers to serve individuals at risk or experiencing homelessness. - With funding support, KFH-Woodland Hills will collaborate with community organizations to provide housing navigation support for individuals at risk or experiencing homelessness. 1.2 Support and participate in collaboratives that support coordination and funding of resources (such as health services and housing) for individuals at risk or experiencing homelessness. - Kaiser Permanente, Southern California is a key partner in the United Way Funders Collaborative (Home for Good), which brings together stakeholders, funders, and leaders all working to address housing affordability and homelessness. The collaborative was a key contributor to the development of the countys Coordinated Entry System (CES) lead agencies that connect homeless individuals to services. 2.1 Support the long-term economic vitality of communities through procurement, hiring and workforce development, and/or small business development impact investing. - Hire and provide training to people who are striving to overcome employment barriers, including homelessness, incarceration, substance abuse, mental illness, and limited education. - The Kaiser Permanente, High Impact Hiring is a talent-sourcing strategy that aligns business needs with positive community impact. High Impact Hiring creates career opportunities for people with employment barriers, focusing on specific populations of disadvantaged people or specific geographic areas. - With funding support, KFH-Woodland Hills will continue to collaborate with community organizations to increase education and career pathways opportunities for youth. Health Need 4: Mental Health Long Term Goal All community members have optimal levels of mental health and well-being through improved equitable access to evidence-based, high quality, appropriate care and reduced effects of stigma. Strategic priorities (intermediate goals) 1. Improve access and connection to mental health care in clinical and community settings. 2. Improve and build the current and emerging mental health workforce to meet community needs. 3. Reduce mental health stigma and improve knowledge, capacity, and resilience in individuals, communities, and organizations. Strategies & Sample Interventions 1.1 Support the infrastructure and capacity building of community organizations and clinics to improve access to quality mental health care. - With the support of grant funding, Children Now Improving California Students' Readiness to Learn will map the current state and district school-based health policy efforts and develop a list of policy options to improve school-based mental health services. Partner organizations will receive resources and technical assistance on best policies/ practices related to school discipline, teacher credentialing, mental health, school attendance, and Local Control Funding Formula - With the support of grant funding, KFH-Woodland Hills will continue to collaborate with community organizations to expand access to quality mental health resources and programs. 2.1 Support the education and training of licensed mental health professionals to be culturally competent. - With the support of grant funding, Hathaway-Sycamores Child and Family Services So. California Child Welfare Collaborative Phase 2 will provide training for group home foster care providers in Southern California so that they can become certified as Short Term Residential Therapeutic Programs. 3.1 Support efforts to improve the community and social support systems knowledge, attitudes, beliefs and perceptions about mental health, trauma and resilience. - With the support of grant funding, the Children's Partnership Advancing Health Equity for California's Children will provide families with culturally-informed materials and toolkits to help connect them to/keep health coverage, understand benefits available to them, and get needed care. - With the support of grant funding, the Village Family Services Mental Health & Wellness for Homeless Transition Age LGBTQ Youth Project seeks to reduce mental health stigma and improve resilience of LGBTQ youth providing and linking LGBTQ youth to services promoting health, wellness, and healthy social engagement in a community environment, while striving to decrease incidence of homelessness for LGBTQ youth. 3.2 Support the enhancement of organizational culture, practices and policies in schools and other institutions to be trauma-informed. - The Kaiser Permanente Public Good Projects Action Minded campaign is a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners in reducing stigma towards mental health conditions. While all the health needs prioritized in the 2019 Community Health Needs Assessment process are important to address, the implementation strategy planning process requires KFH-Woodland Hills to conduct a selection process based on critical criteria including health need severity, magnitude, inequity, and the extent to which KFH-Woodland Hills is in a position to meaningfully address the need. KFH-Woodland Hills plans to address all the needs identified in the CHNA: access to care and mental health are needs directly addressed through evidenced based and promising strategies and economic opportunity will be an overarching health need that includes educational attainment and housing/ homelessness. Similarly, the healthy eating, active living health need will address the root causes of obesity, cardiovascular disease, and diabetes. 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, 33, KFH VACAVILLE EXPLANATIONS PART V, SECTION B. Line 5: A broad range of community members provided input through key informant interviews, group interviews, and focus groups. We consulted individuals with knowledge, information, and expertise relevant to the health needs of the community. These individuals included representatives from health departments, school districts, local non-profits, and other regional public and private organizations. In addition, we gathered input from community leaders, clients of local service providers, and other individuals representing people who are medically underserved, low income, or who face unique barriers to health (e.g., race/ethnic minorities and individuals experiencing homelessness). Line 6A: NorthBay Healthcare Sutter Health Line 6B: Solano County Health and Social Services Community Health Insights Line 11: Health need 1: Mental Health and Wellness Long term goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems Intermediate goal(s) - Increase capacity of organizations and institutions to provide trauma-informed services and programs - Increased access to behavioral health care services for low-income and vulnerable populations - Develop a diverse, well trained behavioral health care workforce that provides culturally competent care Strategies - Provide funding to address trauma and adverse childhood experiences (ACEs) (including screening and counseling). - Provide grants for programs that support a network of services for children and families (e.g. family resource centers). - Support culturally appropriate programming to promote healing in communities with high rates of trauma and/or violence. - Provide funding for programs providing certified, evidence-based parenting programs to vulnerable populations. - Provide support for organizations providing trauma-informed and trauma-responsive trainings for staff/providers. - Provide grant funding to school districts participating in KP Thriving Schools initiatives to support staff and school leadership professional development and resilience. - Fund grants to improve early identification of behavior health needs (e.g. schools, clinics). - Implement the Public Good Projects Action Minded campaign, a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners, and KP employees as partners in reducing stigma towards mental health conditions. - Participate in Healthy Solano Collaborative and Solano Elder Justice Coalition. - Provide funding for programs focused on providing mental health services in vulnerable census tracts. - Provide grants for behavioral health case management. - Provide grants for programs that offer substance and tobacco education. - Provide grants for programs that offer resources and support for youth and families dealing with substance abuse. - Support the capacity of clinics, schools or other community-based organizations to provide trauma-informed care to youth. - Provide KPs Education Theater programs Ghosted, Nightmare on Puberty St., and Peace Signs. - Participate in Medi-Cal Managed care. - Provide Charitable Health Coverage. - KP Mental health training program participants rotate through community clinics and other community-based organizations to provide behavioral health services and education. - The Thrive Local bi-directional directory will allow KP staff to directly refer patients to community-based resources and services. - Support the rotation of residents and other trainees in community health centers and other community settings. - Provide and distribute KP health education materials and resources to community-based organizations, including community clinics. - ACEs screening through pilot at NSA KP facilities that link KP patients to community resources and services. - Provide direct linkages to social non-medical resources and services to new Medi-Cal members during onboarding through Social Medicine services. Expected outcomes - Increased enrollment in programs to improve social/emotional wellness - Increased screening for behavioral health needs - Increased organizational capacity to provide Adverse Childhood Experiences (ACE) screenings - Increased trauma-informed and trauma-responsive services, policies, and systems - Increased participation in drug and alcohol prevention programs - Improved capacity of systems or organizations to implement non-violent solutions to conflict and offer alternatives to punitive responses - Increased 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 - Increased number of individuals receiving mental health services Health need 2: Community and Family Safety Long term goal Cycles of violence are interrupted, and toxic stress is alleviated Intermediate goal(s) - Increased access to safe parks and public spaces. - Increased access to programs and support services for those experiencing or at risk of family violence. - Improve job readiness for people with barriers to employment. Strategies - Provide funding for programs focusing on development and/or beautification of neighborhood outdoor spaces servicing low income and vulnerable populations. - Provide funding for programming that promotes physical activity and social cohesion in underserved or vulnerable communities. - Participate in Healthy Solano Collaborative and Live Healthy Napa County Collaborative. - Participate in Vibe Solano collaborative. - Participate in Food, Agricultural, Nutrition Network of Solano(FANNS). - Provide grants for programs that support a network of services for children and families (e.g. family resource centers, family justice centers). - Fund prevention programs and support services for those at risk of family violence. - Support domestic violence and child abuse prevention programs that work with victims and/or perpetrators. - Support programs that provide access to job training programs for high-risk populations (e.g. homeless, reentry, foster youth, transition age youth). - Support organizations who work with re-entry population by providing training, wraparound services, and help them successfully access and maintain employment. - 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. - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers (KP LAUNCH). - Utilize KP Cares to recruit volunteers for community-based projects (e.g. neighborhood beautification projects). - Provide opportunities for KP business resource groups to support volunteer projects in the community. - Provide opportunities for KP business resource groups to service as speakers or present to local students regarding career paths. - Local KP participation 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. Expected outcomes - Increased use of parks and public spaces - Increased community perception of safety - Increased trust between law enforcement and community members - Increased community perception that violence is a preventative public health issue - Increased participation in prevention programs and support services for those at risk of family violence - Increased organizational capacity to offer quality services to individuals and communities experiencing trauma/violence - Increased number of families receiving responsive services - Increased number of families screened for family violence - Increased proportion of referrals made for families experiencing family violence - Increased enrollment and completion of education and job training programs - Decreased recidivism - Increased number of individuals completing job-training programs
Health need 3: Economic Opportunity Long term goal All community members are economically secure in order to thrive Intermediate goal(s) - Increase high school graduation for underrepresented youth - Prevent individuals and families from falling into homelessness - Increase connections to supportive services for individuals experiencing homelessness - Improve job readiness for people with barriers to employment - Increase access to living-wage jobs for people with barriers to employment Strategies - Provide grants for youth development programs that support underrepresented students prepare academically for college. - Provide grant funding for programs assisting vulnerable youth access support and resources needed to graduate from high school and prepare them for college. - Provide grant funding for programs working to assist disconnected youth complete high school level education. - Provide support for programs offering education and resources around tenant protections and/or providing free or low-cost legal assistance for tenants facing eviction. - Provide funding for programs that support the connection of residents in affordable housing to a range of critical health and human services. - Provide funding to support rapid rehousing programs. - Support non-profit housing developers, housing programs, and shelters focused on expanding supportive housing and resources for those who are experiencing or at risk of homelessness. - Provide funding to support coordinated entry systems. - Support for programs providing emergency rental assistance to prevent eviction and homelessness. - Participate in Healthy Solano Collaborative. - Participate in Homelessness Roundtable meetings in the cities of Fairfield and Vacaville. - Participate in regular partnership meetings with Solano County hospital systems and health plans. - Support programs that provide access to job training programs for high-risk populations (e.g. homeless, reentry, foster youth, transition age youth). - Support organizations who work with re-entry population by proving training, wraparound services, and help them successfully access and maintain employment. - 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. - Funding to strengthen local homeless system of care through the Housing and Health Initiative. - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers (KP LAUNCH). - Provide opportunities for KP employees (e.g. Multi-cultural business resource groups) to service as speakers or present to local students regarding career paths. - Partnership with KP Division of Research to develop a predictive model for housing instability. - Provide opportunities for KP business resource groups to serve as speakers or present to local students regarding career paths. - Local KP participation 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. - NSA Local impact hiring strategy will provide opportunities for people with barriers to employment. - Impact purchasing and small business capacity building to strengthen local and diverse businesses through sourcing strategies and programs. - Increase baseline spend for local and diverse businesses. Expected outcomes - Decreased rates of chronic absenteeism - Reduced high school dropout rate among low income and vulnerable youth - Increased college access among low income and vulnerable youth - Improvement of reading proficiency scores for third grade students - Increased availability and utilization of affordable housing - Increase in referral and coordination between medical providers and social non-medical services and providers - Increased number of families remaining stably housed while receiving prevention assistance - Increase in the number of assisted families who do not enter or re-enter emergency shelter or transitional housing after receiving housing assistance - Increased number of clients connected to housing opportunities - Increased enrollment and completion of education and job training programs - Decreased recidivism Health need 4: 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 goal(s) - Increase access to comprehensive health care coverage for low income individuals - Increase access to social non-medical services for low income and vulnerable populations - Reduce food insecurity among low-income families and individuals - Increase access to a diverse, culturally competent health care workforce - Improve the capacity of health care systems to provide quality health care services Strategies - Provide grants for programs focused on (increasing) enrollment in affordable health coverage options. - Funding programs and/or organizations to conduct targeted outreach and screening for chronic unmanaged health conditions specific to target populations or census tracts. - Fund FQHCs to expand and improve primary care access, navigation, and services. - Funding to support FQHCs around health education and outreach. - Provide subsidized health care coverage to children (18 & under) in low-income families who lack access to other sources of coverage. - Provide Medical Financial Assistance to patients who are unable to afford the cost of care. - Participate in regular partnership meetings with Solano County hospital systems and health plans. - Provide grants for programs that increase enrollment in federal food programs. - Support programs that advocate for equitable access to healthy food (e.g., community gardens, food systems, and local markets). - Support Market Match to provide incentives for CalFresh users to purchase produce at farmers markets. - Support programs focused on connecting vulnerable populations (e.g. seniors, low income families) to social non-medical services and resources (e.g. transportation, food). - Participate in Healthy Solano Collaborative and Live Healthy Napa County Collaborative. - Participate in Vibe Solano collaborative. - Participate in Food, Agricultural, Nutrition Network of Solano (FANNS). - Provide grant funding for programs providing respite and recuperative care for people without stable housing after being discharged. - 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 outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members (Food For Life). - Support screening for social non-medical service needs and connect low-income individuals and families to community and government resources (e.g. Thrive Local). - Support population health management approaches that improve health outcomes for safety net patients with diabetes and hypertension (PHASE). - Support community clinic consortia to develop programs and advocate for policies that improve access to quality health care for low income individuals - Participate in Medi-Cal Managed care. - Provide Charitable Health Coverage. - The Thrive Local bi-directional directory will allow KP staff to directly refer patients to community-based resources and services. - Provide direct linkages to social non-medical resources and services to new Medi-Cal members during onboarding through Social Medicine services. - Support the rotation of residents and other trainees in community health centers and other community settings. - Collaborate with HR and other internal stakeholders to develop a high-impact hiring program in NSA.
Expected Outcomes - 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 - Increased referrals and coordination between healthcare providers and social non-medical services - Increased enrollment and participation in public benefit programs - Improved transportation for vulnerable populations (e.g. seniors) to necessary healthcare and social non-medical services - 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 - Increased number of people from underrepresented groups enrolling in job training programs - Increased number of culturally and linguistically competent and skilled healthcare providers Health needs KFH-Vacaville does not intend to address Housing: This health need was not selected because, compared to other health needs, it scored relatively lower on the following criteria: disparities, leveraging organizational assets, and feasibility. The strategies identified within Economic Security will largely address the need associated with Housing. Additionally, there is significant existing attention and resources dedicated to addressing this issue in the community. Education: This health need was not selected because, compared to other health needs, it scored relatively lower on the ability to leverage organizational assets. Significant attention and resources in the service area are currently dedicated to addressing this health need, especially in the secondary education system by supporting programs providing mentorship and educational support systems for high school students and disconnected youth. Healthy Eating and Active Living (HEAL): This health need was not selected because, compared to other health needs, it scored relatively lower on disparities and leveraging organizational assets. Significant attention and resources in the service area are currently dedicated to this need around the issues of reducing food insecurity, providing access to healthy food, and increasing access to safe parks and outdoor spaces. Maternal & Infant Health: This health need was not selected because, compared to other health needs, it scored relatively lower on disparities and leveraging organizational assets. The strategies identified within Access to Care will largely address the challenges specific to the population of mothers and young children. 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/NCAL
A, 34, KFH ANTIOCH EXPLANATIONS PART V, SECTION B. Line 5: Community input was provided by a broad range of community members using 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 county 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. Line 6A: John Muir Health Kaiser Foundation Hospital - Antioch Sutter Health Bay Area Line 6B: Contra Costa County Health Services Contra Costa County Employment & Human Services Line 11: Health need 1: 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 goal(s) - Increase capacity of organizations and institutions to provide trauma-informed services and programs - Enhance community supports to mitigate impact of ACEs - Increase access to behavioral health care services for low-income and vulnerable populations - Develop a diverse, well trained behavioral health care workforce that provides culturally competent care Strategies - Increase access to trauma-informed services and training within (and around) school systems and organizations serving vulnerable populations (re-entry, foster care, transition aged youth, domestic violence) - Support programs providing trauma and ACEs training for school staff and/or self-care for teachers - Support the capacity of clinics, schools or other community-based organizations to provide trauma-informed care to youth - Implement the Public Good Projects' Action Minded campaign, a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners, and KP employees as partners in reducing stigma towards mental health conditions - Provide KPs Education Theater program, Resilience Squad - Provide workforce training programs to train current and future mental health practitioners with the skills and linguistic and cultural competence to meet the health care needs of diverse communities Expected outcomes - Increased scope and availability of trauma-informed services and programs available through programs serving vulnerable populations - Increased screening and referrals to behavioral health care services for low-income and vulnerable populations, especially youth (in settings such as FQHCs and schools) - Increased access for vulnerable populations to a diverse, well-trained behavioral health care workforce that provides culturally competent care - Increased help-seeking for behavioral health issues prompted by stigma reduction campaigns Health need 2: 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 goal(s) - Increase access to comprehensive health care coverage for low income individuals - Increase access to subsidized care for those facing financial barriers to health care - Increase access to social non-medical services for low income and vulnerable populations - Increase access to a diverse, culturally competent health care workforce - Improve the capacity of health care systems to provide quality health care services Strategies - Increase capacity of organizations to conduct effective outreach and navigation to vulnerable populations to connect them to care - Provide capacity support for free clinics and those serving hard-to-reach populations - Increase FQHC and health system capacity to screen and refer clients to social, non-medical services (e.g., food, housing, employment) - Support screening for social non-medical service needs and connect low-income individuals and families to community and government resources - Participate in Medi-Cal Managed care - Provide Charitable Health Coverage - Provide Medical Financial Assistance Expected outcomes - Increased outreach to vulnerable populations that helps them access comprehensive health care coverage - Increased outreach to vulnerable populations that helps them navigate and connect to subsidized care - Reduced financial barriers to care by increasing access to Medical Financial Assistance - Increased access to trained navigators and community health workers that connect low-income and vulnerable populations to social non-medical services - Increased opportunities for diverse, culturally competent workers to enter the health care workforce Health need 3: Economic Security Long term goal All community members are economically secure in order to thrive Intermediate goal(s) - Improve economic vitality of local and diverse businesses - Increase in enrollment and participation in public benefit programs - Improve job readiness for people with barriers to employment - Increase connections to supportive services for individuals experiencing homelessness or at-risk of homelessness - Reduce food insecurity among low-income families and individuals Strategies - Provide support for programs that offer training and employment assistance to re-entry and homeless populations - Support outreach, navigation, and case management that connects individuals to coordinated entry services - Support food distribution programs that provide nutritious foods to low-income families and individuals - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members (Food For Life) - Funding to strengthen local homeless system of care through the Housing and Health Initiative - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers (KP LAUNCH) - Increase baseline spend for local and diverse businesses Expected outcomes - Increased use of local and diverse businesses as suppliers - Increased enrollment and participation in public benefit programs (e.g., CalFresh) - Improved job readiness for people with barriers to employment (especially due to re-entry, domestic violence, immigration status, homelessness) - Increased connections to supportive services (e.g., Coordinated Entry) for individuals experiencing homelessness - Reduced food insecurity among low-income families and individuals through access to nutritious foods via school, health, and community partner settings
Health needs KFH-Antioch does not intend to address Elements of Education and Literacy, Housing and Homelessness, and Healthy Eating / Active Living were incorporated into the Economic Security health need, particularly food security, job readiness, employment assistance, and navigation/case management services for people at risk for or experiencing homelessness. Health needs identified in the CHNA but not addressed in the Implementation Strategy include Community and Family Safety, Transportation and Traffic, and Climate/Natural Environment. Community and Family Safety received lower scores in terms of evidence-based or promising approaches, leveraging Kaiser Permanente expertise or organizational assets, and the feasibility of making an impact. Elements of the Access to Care and Behavioral Health strategies address the needs of survivors of violence, such as addressing trauma through the educational and behavioral health systems and connecting people to social, non-medical services. This is also the case with job training strategies under Economic Security. Transportation and Traffic and Climate/Natural Environment were both lowest on the list of CHNA priorities and on the CHIC rankings, receiving the lowest scores for feasibility, as well as for evidence-based/promising practices. Even though both affect health outcomes, CHIC members were concerned that they would not be able to make much of an impact. However, some of the improvements in health care access and delivery (such as connecting low-income children and families to care for asthma) offer potential ways to address the effects of poor air quality and pollution within the service area. 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/NCAL
A, 35, KFH SOUTH SAN FRANCISCO EXPLANATIONS PART V, SECTION B. Line 5: Community input was provided by a broad range of community members using 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 county 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. Line 6A: Dignity Health Sequoia Hospital Hospital Consortium of San Mateo County Lucile Packard Childrens Hospital Stanford Seton Medical Center and Seton Coastside, part of Verity Health System Stanford Health Care Sutter Health Menlo Park Surgical Hospital and Sutter Health Mills Peninsula Medical Center Line 6B: Hospital Consortium of San Mateo County County of San Mateo Human Services Agency Peninsula Health Care District Line 11: Health need 1: 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 goal(s) - Increase access to comprehensive health care coverage for low-income individuals - Increase access to subsidized care for those facing financial barriers to health care - Increase access to social non-medical services for low income and vulnerable populations - Increase access to a diverse, culturally competent health care workforce - Improve the capacity of health care systems to provide quality health care services Strategies - Address transportation barriers (e.g., ride-share partnerships with providers and non-profits to reach appointments), especially for low-income seniors - Support access to oral health care (e.g., mobile vans, Denti-Cal providers, access to dentures) for low-income residents - Increase capacity of organizations to conduct effective outreach and navigation to vulnerable populations to connect them to care - Provide subsidies/ support for non-Medi-Cal eligible patients - Promote systems for resource-sharing among providers to enhance and integrate referral networks - Increase FQHC and health system capacity to screen and refer clients to social, non-medical services (e.g., food, housing, employment) by providing training and information-sharing opportunities - Support partnerships with food banks for CalFresh enrollment and food pharmacy programs - Support training/ recruitment of diverse health and social system navigators who match patients demographics - Support screening for social non-medical service needs and connect low-income individuals and families to community and government resources (Thrive Local) - Support population health management approaches that improve health outcomes for safety net patients with diabetes and hypertension (PHASE) - Support community clinic consortia to develop programs and advocate for policies that improve access to quality health care for low income individuals - Participate in Medi-Cal Managed care - Provide Charitable Health Coverage - Provide Medical Financial Assistance - 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 - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers (KP LAUNCH) - School for Allied Health expanding access to training and certificate programs for underrepresented individuals Expected outcomes - Increased outreach to vulnerable populations that helps them access comprehensive health care coverage - Increased outreach to vulnerable populations that helps them navigate and connect to subsidized care - Increased enrollment in CalFresh - Reduced financial barriers to care by increasing access to Medical Financial Assistance - Increased access to trained navigators and community health workers that connect low-income and vulnerable populations to social non-medical services - Increased opportunities for diverse, culturally competent workers to enter the health care workforce Health need 2: Mental Health and Well-being 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 goal(s) - Increase capacity of organizations and institutions to provide trauma-informed services and programs - Increase access to behavioral health care services for low-income and vulnerable populations - Develop a diverse, well trained behavioral health care workforce that provides culturally competent care - Prevent and reduce misuse of drugs and alcohol Strategies - Provide training in culturally appropriate trauma-informed care (e.g., younger staff; staff in after-school programs) - Support programs/initiatives that reduce stigma associated with seeking help for behavioral health/substance use problems - Support programs that address adolescent suicide and suicide ideation - Support programs that use Evidence-Based Programs (EBPs) to address substance use/ addiction (e.g., among methamphetamine users) - Support the capacity of clinics, schools or other community-based organizations to provide trauma-informed care to youth - Implement the Public Good Projects Action Minded campaign, a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners, and Kaiser Permanente employees as partners in reducing stigma towards mental health conditions - Provide KPs Education Theater program, Resilience Squad - Participate in Medi-Cal Managed care - Provide Charitable Health Coverage - Provide workforce training programs to train current and future mental health practitioners with the skills and linguistic and cultural competence to meet the health care needs of diverse communities Expected outcomes - Increased scope and availability of trauma-informed services and programs available through programs serving vulnerable populations - Increased screening and referrals to behavioral health care services for low-income and vulnerable populations, especially youth (in settings such as FQHCs and schools) - Reduced adolescent suicide/ideation - Increased access for vulnerable populations to a diverse, well-trained behavioral health care workforce that provides culturally competent care - Increased help-seeking for behavioral health issues and misuse of drugs and alcohol prompted by stigma reduction campaigns Health need 3: Healthy Eating / Active Living Long term goal All community members eat better and move more as part of daily life Intermediate goal(s) - Reduce food insecurity among low-income families and individuals - Increase access to safe parks and public spaces - Increase variety of physical activity programming to meet needs of specific populations (e.g., seniors) Strategies - Increase regular access to healthy foods to reduce food insecurity among vulnerable populations - Support partnerships between food security agencies and other services (e.g., housing, employment) to connect low-income individuals to resources that reduce food insecurity - Increase number and accessibility of safe parks and public spaces (e.g., within walking distance of low-income neighborhoods that lack outdoor play/ recreational spaces) - Promote variety of physical activity among specific populations (e.g., seniors or others with disabilities who are chair-bound; culturally appropriate activities) - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members (Food for Life) Expected outcomes - Reduced food insecurity among low-income clients - Increased number of safe parks and public spaces within walking distance of low-income neighborhoods lacking outdoor play/recreational space
- Increased access for seniors and people with disabilities to physical activity programming Health need 4: Economic Security (Including Housing & Homelessness) Long term goal All community members have access to quality, affordable, and stable housing Intermediate goal(s) - Prevent individuals and families from falling into homelessness - Increase connections to supportive services for individuals experiencing homelessness Strategies - Support programs that aim to keep people in their homes (e.g., frail elderly) - Improve follow-up/support for newly housed (to prevent homelessness relapse) - Support individualized case management and advocacy for people experiencing homelessness - Support programs that decrease indignities of living rough (on streets, in cars) e.g., shower access, safe parking for people living in cars/vans - Partnership with KP Division of Research to develop a predictive model for housing instability - Funding to strengthen local homeless system of care through the Housing and Health Initiative Expected outcomes - Reduced homelessness among vulnerable populations (e.g., frail elderly) - Increased access to individualized case management to connect people experiencing homelessness to supportive services - Increased access to services for unhoused populations (e.g., people living in cars/vans) Health needs KFH-South San Francisco does not intend to address In considering which health needs to address, the KFH-South San Francisco CBAC members recognized that many health needs overlap and that a strong case could be made for addressing any of those that emerged from the CHNA process. The four selected priority health needs took into account community and partner input as well as the criteria of feasibility of intervening, leveraging both community and Kaiser Permanente assets, and the availability of evidence-based programs and practices. The health needs below did not score as highly as the four priority health needs described above and will not be addressed directly by the recommended strategies. Economic Security. The main driver of economic insecurity in the South San Francisco area (and in the Bay Area and California overall) is high housing costs that consume excessive proportions of family income, making it difficult for working families to afford basic necessities. KFH-South San Francisco agreed that by addressing housing and homelessness specifically, the main component of economic security is being addressed. In addition, food security issues are partially addressed within the Healthy Eating / Active Living priority health need. Oral/dental health. Oral health did not emerge as a priority health need through the CHNA process. However, it was raised during the Implementation Strategy process by partner agencies, who suggested including oral health access under the Access to Care health need and focusing on specific populations with gaps in care (e.g., seniors). Cancer. Cancer also did not emerge as a priority health need through the CHNA process. As a result, it was not selected as one of the priority health needs by KFH-South San Francisco. However, some of the risk factors that are correlated with many cancers-particularly unhealthy diets and lack of physical activity-are the focus of the Healthy Eating / Active Living priority health need. Strategies for that health need address lifelong health habits for children and youth, as well as healthier eating habits and increased mobility for people of all ages. In addition, the Access to Care health need supports access to ongoing care that could lead to regular screening, which in turn supports early detection of common cancers. Environment. Environmental interventions were viewed as less feasible than others, requiring resources and a scale of intervention beyond the scope of community grant-making. 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/NCAL
A, 36, KFH SAN RAFAEL EXPLANATIONS PART V, SECTION B. Line 5: A broad range of community members provided input through key informant interviews, group interviews, and focus groups. We consulted individuals with knowledge, information, and expertise relevant to the health needs of the community. These individuals included representatives from health departments, school districts, local non-profits, and other regional public and private organizations. In addition, we gathered input from community leaders, clients of local service providers, and other individuals representing people who are medically underserved, low income, or who face unique barriers to health (e.g., race/ethnic minorities and individuals experiencing homelessness). Line 6A: Marin General Hospital Sutter Health Novato Community Hospital Line 6B: Marin County Health and Human Services Healthy Marin Partnership, members include: - Hospital Council of Northern and Central California - Northbay Leadership Council - Marin County Office of Education - Marin Community Foundation - San Rafael Chamber of Commerce Line 11: Health need 1: 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 goal(s) - Increase access to comprehensive health care coverage for low income individuals - Increase access to subsidized care for those facing financial barriers to health care - Increase access to social non-medical services for low income and vulnerable populations - Increase access to a diverse, culturally competent health care workforce - Improve the capacity of health care systems to provide quality health care services Strategies - Support free clinics offering healthcare services for uninsured or undocumented - Support programs that expand use of patient navigators, health coaches, promotores de salud or community application assisters - Expand capacity of CBOs to participate in electronic social service locators (Thrive Local) - Support pathway programs to increase the diversity of the healthcare workforce by providing mentorship, academic enrichment, leadership development, and career exposure to populations underrepresented in healthcare (low income, minority students) - Support cultural competency training of future and current healthcare workforce to meet the needs of diverse patient populations - Support programs that enhance patient-centered medical home models and team-based care/ healthcare extenders - Support programs that mobilize residents to advocate for policies that improve access to healthcare - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members (Food For Life) - Support screening for social non-medical service needs and connect low-income individuals and families to community and government resources (Thrive Local) - Support population health management approaches that improve health outcomes for safety net patients with diabetes and hypertension (PHASE) - Support community clinic consortia to develop programs and advocate for policies that improve access to quality health care for low income individuals - Provide KPs Education Theater program, Resilience Squad - Participate in Medi-Cal Managed care - Provide Charitable Health Coverage - Provide Medical Financial Assistance - Provide workforce training programs to train current and future mental health practitioners with the skills and linguistic and cultural competence to meet the health care needs of diverse communities - Care Experience Team, Chaplains and SW Dept to Partner with Center for Mind-body Medicine to increase the number of KP staff who are trained to foster community resilience (focus on non KP members) Expected outcomes - Reduced the percentage of individuals who are uninsured especially among low-income populations - Improved the capacity of free clinics to handle a greater volume of patients who are experiencing financial barriers to healthcare - Increased CalFresh enrollment, referrals to social health services, and receipt of non-medical needs such as housing vouchers and transportation - More trainings and pathways to healthcare careers for individuals identifying as racial or ethnic minorities - Better analyzed and implemented algorithms of healthcare workflows resulting in increases in the portion percentage of individuals with good diabetes management and hypertension control Health need 2: Educational Attainment Long term goal Youth thrive in school and are prepared for college, career, and community success Intermediate goal(s) - Improve school readiness for children entering kindergarten - Build resilience and address trauma among students and staff in schools - Increase academic success during elementary school - Increase high school graduation for underrepresented youth - Support exposure to career paths for underserved and underrepresented youth - Improve job readiness for people with barriers to employment Strategies - Support programs that improve the quality of early childhood workforce, such as through staff development and training - Support community education on the benefits for enrolling in preschool - Expand subsidized preschool slots for low and moderate income families - Support school-based climate improvement strategies focused on equity, empathy and engagement - Support on campus resources such as mental health counselors and peer support - Support programs that improve 3rd grade reading - Support programs that increase student engagement during the school day - Support programs that enrich mathematic instruction - Support enrichment opportunities at low income school sites to increase student engagement - Support tutoring and mentoring programming for academic success - Support career technical education and healthcare career pathways programs - Support skill development and academic resources for adults with barriers to employment - Support Educational Theater programs to increase participation and quality of interactive educational experiences - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers (KP LAUNCH) - Hospital Facilities and Human Resources to partner with Unions and/or other workforce investment partners to develop internships and career pathways for skilled labor Expected outcomes - Increased kindergarten staff training and preschool enrollment for racial/ethnic minority and disadvantaged groups - Improved youth truth survey results reflecting a positive school climate and increased catalogue of implemented school climate enhancements reflecting trauma reduction efforts - Increased academic success as indicated by 3rd grade reading proficiency and 5th grade math proficiency test scores - Increased secondary school graduation rates for racial and ethnic minorities - Increased participation in career pathway programs and increased completion rates of skill development trainings by underserved and underrepresented youth Health need 3: Economic Opportunity Long term goal All community members are economically secure in order to thrive Intermediate goal(s) - Improve economic vitality of local and diverse businesses - Increase in enrollment and participation in public benefit programs - Increase connections to supportive housing services for individuals experiencing homelessness or at risk of homelessness - Improve job readiness for people with barriers to employment Strategies - Support financial literacy training to small, diverse businesses seeking to increase their capacity and access new sources of funding - Support programs that increase access to healthy foods and public benefits - Support housing stabilization; permanent and supportive housing services - Support early identification services for those at risk of homelessness - Funding to strengthen local homeless system of care through the Housing and Health Initiative - Implement Community Solutions Built for Zero to address chronic and veteran homelessness - Support programming to increase pathways for employment for disadvantaged and/or system involved youth
- Expand supportive services for job retention - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members (Food For Life) - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers (KP LAUNCH) and Medical Assistant ROP program - Increase baseline spending for local and diverse businesses Expected outcomes - Increased proportion of minority owned businesses and the equity capital raised in order to improve the vitality of diverse and local entrepreneurial efforts - Increased number of people enrolled in CalFresh and other public benefits, and the amount of healthy food distributed through service programs - Preserved gains in minority owned assets and wealth created prior to 2019-21 grantmaking - Increased internship placements, job placements, and the support to maintain employment beyond 90 days for individuals facing barriers to economic opportunity Health need 4: Mental Health and Wellness 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 goal(s) - Increase capacity of organizations and institutions to provide trauma-informed services and programs - Enhance community supports to mitigate impact of ACEs - Increased access to behavioral health care services for low-income and vulnerable populations - Develop a diverse, well trained behavioral health care workforce that provides culturally competent care - Prevent and reduce misuse of drugs and alcohol Strategies - Expand community-based opportunities for trauma-informed services and programs - Support training of CBO workforce to ensure trauma informed practices - Support community-based organizations addressing adverse childhood experiences - Expand knowledge of community members about the impacts of ACEs through education, forums and media campaigns. - Expand counseling services within community based organizations - Support behavioral health programming for system-involved youth and previously incarcerated adults - Support peer to peer education and prevention services at schools and community settings - Support programming that reduces stigma and increases access to drug and alcohol treatment - Implement the Public Good Projects Action Minded campaign, a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners, and KP employees as partners in reducing stigma towards mental health conditions - Support the capacity of clinics, schools or other community-based organizations to provide trauma-informed care to youth - Provide KPs Education Theater program, Resilience Squad - Participate in Medi-Cal Managed care - Provide Charitable Health Coverage - Care Experience Team, Chaplains and SW Dept to Partner with Center for Mind-body Medicine to increase the number of KP staff who are trained to foster community resilience (focus on non KP members) Expected outcomes - Increased number of organizations implementing trauma-informed care training and the number of community members engaged in the resilience/self-healing community healing model - Increased number of organizations offering supportive services for ACEs and increased access to community-based ACEs education - Reduced caseloads and wait times for counseling services especially for low-income and vulnerable populations - Increased awareness of the adverse effects of substance use via media campaigns, increased reported age of first alcoholic drink, and reductions in the percentage of 11th graders reporting alcohol or substance abuse Health needs KFH San Rafael does not intend to address Healthy Eating and Active Living (HEAL): This health need was not selected due to its low rank in the CHNA community prioritization. Significant attention and resources from other providers in the service area are dedicated to this health need. Additionally, the four selected health needs contain strategies that address the needs related to HEAL. Oral Health: This health need was not selected due to its low rank in the CHNA community prioritization. Significant attention and resources from other providers in the service area are dedicated to this health need. Access to Care and Education incorporate strategies that address the needs related to Oral Health. Social Connectedness: This health need was not selected due to its low rank in the CHNA community prioritization. Strategies within the selected needs - especially Education, Access to Care and Mental Health and Wellness - address issues related to Social Connectedness. Violence and Injury Prevention: This health need was not selected due to its low rank in the CHNA community prioritization. Domestic violence will be addressed through the Mental Health & Wellness health need. Kaiser sponsors some initiatives related to this health need, such as its annual conference on trauma injury, and through providing high-quality care via trauma injury facilities. Housing and Homelessness: This health need was not selected because it was viewed as a symptom of upstream social and economic factors. Housing stabilization and reducing chronic homelessness are strategies incorporated within the Economic Opportunity health need. Maternal and Child Health: This health need was not selected because it was viewed more as a priority population that could be addressed through other selected health needs. The strategies identified within Access to Care will largely address the needs related to Maternal and Child Health. Additionally, there is significant existing attention and resources dedicated to this issue in the community. 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/NCAL
A, 37, KFH FREMONT EXPLANATIONS PART V, SECTION B. Line 5: Community input was provided by a broad range of community members using 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 county 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. Line 6A: Eden Medical Center Kaiser Foundation Hospital - San Leandro St. Rose Hospital UCSF Benioff Childrens Hospital Oakland Washington Hospital Healthcare System Line 6B: Alameda County Health Care Services Alameda County Public Health Department Community Health Center Network Alameda County Behavioral Health Care Services First 5 Alameda County Line 11: Health need 1: 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 goal(s) - Increase capacity of organizations and institutions to provide trauma-informed services and programs - Increase access to behavioral health care services for low-income and vulnerable populations - Develop a diverse, well trained behavioral health care workforce that provides culturally competent care Strategies - Support trauma-informed services and training for organizations serving vulnerable populations (re-entry, immigrant, foster care, transition age youth, domestic violence survivors, homeless) - Support programs providing direct mental health services in schools - Implement the Public Good Projects Action Minded campaign, a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners, and KP employees as partners in reducing stigma towards mental health conditions - Support programs providing trauma and ACEs training for school staff and/or self-care for teachers - Support FQHC capacity to screen and connect patients to mental health services - Support organizations that support caregivers by connecting them to navigators and services for themselves and the people for whom they are caring (Support the supporters) - Support telehealth options to increase access to behavioral health services by reducing transportation and stigma barriers - Support the capacity of clinics, schools or other community-based organizations to provide trauma-informed care to youth - Build student and staff resilience to address trauma and adverse childhood experiences (RISE) - Provide KPs Education Theater program, Resilience Squad - KP Behavioral Health Training program Expected outcomes - Increased scope and availability of trauma-informed services and programs available through programs serving vulnerable populations - Increased screening and referrals to behavioral health care services for low-income and vulnerable populations, especially youth (in settings such as FQHCs and schools) - Increased access for vulnerable populations to a diverse, well-trained behavioral health care workforce that provides culturally competent care - Increased help-seeking for behavioral health issues prompted by stigma reduction campaigns Health need 2: 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 goal(s) - Increase access to comprehensive health care coverage for low-income individuals - Increase access to subsidized care for those facing financial barriers to health care - Increase access to social non-medical services for low income and vulnerable populations - Increase access to a diverse, culturally competent health care workforce - Improve the capacity of health care systems to provide quality health care services Strategies - Increase capacity of organizations to conduct effective outreach and navigation to vulnerable populations to connect them to care - Increase FQHC and health system capacity to screen and refer clients to social, non-medical services (e.g., food, housing, employment) - Support partnerships with food banks for CalFresh enrollment and food pharmacy programs - Support training/ recruitment of community health workers (e.g., promotoras); Parent Ambassadors - Support training/ recruitment of health and social system navigators - Support screening for social non-medical service needs and connect low-income individuals and families to community and government resources (Thrive Local) - Support population health management approaches that improve health outcomes for safety net patients with diabetes and hypertension (PHASE) - Support community clinic consortia to develop programs and advocate for policies that improve access to quality health care for low income individuals Participate in Medi-Cal Managed Care - Provide Charitable Health Coverage - Provide Medical Financial Assistance - 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 - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers (KP LAUNCH) - School for Allied Health expanding access to training and certificate programs for underrepresented individuals Expected outcomes - Increased outreach to vulnerable populations that helps them access comprehensive health care coverage - Increased outreach to vulnerable populations that helps them navigate and connect to subsidized care - Reduced financial barriers to care by increasing access to Medical Financial Assistance - Increased access to trained navigators and community health workers that connect low-income and vulnerable populations to social non-medical services - Increased opportunities for diverse, culturally competent workers to enter the health care workforce
Health need 3: Economic Security Long term goal All community members are economically secure in order to thrive Intermediate goal(s) - Improve economic vitality of local and diverse businesses - Increase in enrollment and participation in public benefit programs - Improve job readiness for people with barriers to employment - Increase connections to supportive services for individuals experiencing homelessness or at-risk of homelessness - Reduce food insecurity among low-income families and individuals Strategies - Support outreach efforts to increase enrollment in CalFresh - Support food distribution programs that partner with school districts, health systems and community partners to provide nutritious foods - Provide support for programs that offer training and employment assistance to vulnerable populations (re-entry, immigrant, domestic violence survivors, homeless population) - Support outreach, navigation, and case management that connects individuals to coordinated entry services - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members (Food For Life) - Funding to strengthen local homeless system of care through the Housing and Health Initiatives - Increase baseline spend for local and diverse businesses Expected outcomes - Increased use of local and diverse businesses as suppliers - Increased enrollment and participation in public benefit programs (e.g., CalFresh) - Improved job readiness for people with barriers to employment (especially due to re-entry, domestic violence, immigration status, homelessness) - Increased connections to supportive services (e.g., Coordinated Entry) for individuals experiencing homelessness - Reduced food insecurity among low-income families and individuals through access to nutritious foods via school, health, and community partner settings Health needs KFH-Fremont does not intend to address Three health needs identified through the CHNA process are partially addressed in the strategies listed above. The Healthy Eating / Active Living health need received scores in the middle of the total rankings from CHIC members and was a lower priority in the CHNA process. The group agreed to incorporate one element of this health need-food security-into the Economic Security emphasis. Housing and Homelessness was ranked second among health needs by the CHIC members, in a tie with Economic Security. Recognizing the link between Economic Security and Housing and Homelessness, this health need was incorporated into the Economic Security priority health need. The Education and Literacy health need was rated as a medium priority in the CHNA and received similar rankings in the CHIC process. Relative to other health needs, it received lower rankings for the ability to leverage Kaiser Permanente expertise or organizational assets, and for the feasibility of making an impact. However, the CHIC members selected elements of Education and Literacy-notably job training and workforce development-in the higher-ranked Economic Security health need, as well as mental health and wellness for school-aged children under Behavioral Health. Three health needs were among the priorities that emerged from the CHNA process but are not addressed among the implementation strategies. Community and Family Safety received lower scores from the CHIC in terms of evidence-based or promising approaches, leveraging Kaiser Permanente expertise or organizational assets, and feasibility of making an impact. Some elements of Community and Family Safety are specifically addressed by strategies included in the priority health needs-particularly addressing trauma through the education and behavioral health systems, helping people navigate and access health and non-medical social services (including survivors of human trafficking and domestic violence), and supporting interventions that increase economic security and reduce homelessness. Climate/Natural Environment-particularly poor air quality-was recognized as a factor in health outcomes but received low scores in terms of leveraging community assets, applying evidence-based or promising approaches, leveraging Kaiser Permanente expertise and organizational assets, and feasibility of making an impact. Instead, some of the improvements in health care access and delivery (such as connecting low-income children and families to care for asthma) were considered more accessible ways to address the effects of climate issues within the service area. Transportation and traffic create barriers to health by lengthening commutes (making it more difficult for people to spend time being physically active or preparing healthy meals), increasing stress, and affecting access to care. However, CHIC members did not identify specific ways for Kaiser Permanente to address this structural issue. Of all the health needs considered, transportation and traffic received the lowest scores overall and for opportunities to leverage community and/or Kaiser Permanente assets, apply evidence-based approaches, and the feasibility of making an impact. 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/NCAL
A, 38, KFH MORENO VALLEY Explanations Part V, Section B. Line 5: Residents, community leaders, and government and public health department representatives were selected for the CHNA sample. Selection criteria across these groups included (a) those best able to respond in rich detail to the strategic learning questions, (b) those who had expertise in local health needs, (c) those who resided and/or provided services in an under-resourced or medically underserved community, and (d) those able to represent the health needs of a given racial or ethnic minority group. Given the large size of the KFH-Moreno Valley service area, community engagement efforts set out to target those geographies most under-resourced and where health outcomes were the poorest. Once selected for engagement, participants were provided the opportunity to share their perspective on targeted health needs and raise any additional health needs outside the strategic lines of inquiry. Line 6A: KFH RIVERSIDE Line 6B: Local organizations helped us to gather community input during the engagement process. These include: Clinicas de Salud del Pueblo, Riverside Community Health Foundation, and University of California, Riverside School of Medicine. Line 11: Health Need 1: Access to Care Long Term Goal All community members have access to high quality health care services from a trained and diverse workforce in a coordinated delivery system. Strategic priorities 1. Increase coverage, access, and utilization of health care services for populations that are underserved, uninsured, and/or underinsured. 2. Improve and build the current and emerging workforce to meet the primary care needs of the community. 3. Improve the capacity of healthcare systems to provide quality healthcare, including interventions to address the social determinants of health. Strategies & Core Interventions 1.1 Provide access and comprehensive health care to low-income individuals and families who do not have access to public or private health coverage. - The Kaiser Permanente Medicaid program provides high-quality medical care services to Medicaid eligible participants who would otherwise struggle to access care. - The Kaiser Permanente Medical Financial Assistance program provides temporary financial assistance to low-income individuals who receive care at Kaiser Permanente facilities and who cant afford medical expenses and/or cost sharing. - The Kaiser Permanente Charitable Health Coverage program provides access to comprehensive health care to low-income individuals and families who do not have access to public or private health coverage. 1.2 Support access to care for patients through collaboration among community clinics, clinic networks, and other safety net providers. - With support of local grant funding, strengthen the capacity of California's community clinics and health centers and to advance local health delivery system transformation at the county level. 2.1 Support and implement physician and other pipeline and training programs, using evidence-based, culturally competent and patient-centered population management modules. - With support of local grant funding, develop and expand pipeline and training programs to increase workforce diversity and inclusion in the healthcare sector. 3.1 Design, pilot and implement systems for screening community members with social (non-medical) needs and refer to community-based programs. - KFH-Moreno Valley will implement the Kaiser Permanente Thrive Local initiative that integrates the social determinants of health into ongoing care plans by screening and connecting low-income individuals and families to community and government resources. 3.2 Strengthen the capacity and infrastructure of community clinics to effectively prevent and manage chronic disease, including cardiovascular health and diabetes. - KFH-Moreno Valley, through local grant funding and collaboration, will support community clinics, public hospitals and health systems to reduce cardiovascular disease by implementing innovative population health management practices. - KFH- Moreno Valley will participate in collaborative efforts that improve the integration of primary clinical care with oral health, vision and other health services. Health Need 2: Behavioral Health (Mental Health and Substance Abuse) Long Term Goal All community members have optimal levels of mental health and well-being through improved equitable access to evidence-based, high quality, appropriate care and reduced effects of stigma. Strategic priorities 1. Improve access and connection to mental health care in clinical and community settings. 2. Improve and build the current and emerging mental health workforce to meet community needs. 3. Reduce mental health stigma and improve knowledge, capacity, and resilience in individuals, communities, and organizations. Strategies & Core Interventions 1.1 Support the infrastructure and capacity building of community organizations and clinics to improve access to quality mental health care. - With the support of grant funding, Children Now Improving California Students' Readiness to Learn will map the current state and district school-based health policy efforts and develop a list of policy options to improve school-based mental health services. At least 200 partner organizations will receive resources and technical assistance on best policies/ practices related to school discipline, teacher credentialing, mental health, school attendance, and Local Control Funding Formula. 1.2 With support of grant-funding, support the integration of mental health care, case management, and navigation services into clinical care and community settings. - Support capacity building of community organizations and clinics to improve access to quality mental health care. - Integrate mental health care, case management, and navigation services into clinical care and community settings (e.g., schools, faith-based organizations, and other organizations.) - Improve screening and early detection of mental health and substance use, using evidenced-based tools in clinical care and other community settings. - Partner with local community-based organizations to improve access to high quality substance abuse treatment, including medication-assisted treatments to decrease the burden of addiction and promote resiliency and recovery. 2.1 Support the education and training of licensed mental health professionals to be culturally competent. - With the support of grant funding, the Family Service Association seeks to improve and build the current mental health workforce by training clinicians in Parent Child Interaction Therapy (PCIT), an evidence-based treatment for childhood behavioral issues. The program will also train all direct service staff in Adverse Childhood Experiences, Trauma Informed Practices, and will fully implement Adverse Childhood Experience (ACEs) screening with participants across all clinical programs. 2.2 Support the utilization of pipeline and training programs to increase the number of licensed and diverse mental health professionals. - With the support of grant funding, the Jewish Family Service of the Desert expands access to mental health counseling to children and families in the Coachella Valley, a designated medically underserved area. - With the support of grant funding, the Coachella Valley Mental Health Access and Workforce Development Project develops a pipeline of future mental health by exposing high school students to mental health careers and provide supervision to counselor trainees. 3.1 Support efforts to improve individual, the community, organizations, and social support systems knowledge, attitudes, beliefs and perceptions about mental health, trauma and resilience. - The Kaiser Permanente Public Good Projects Action Minded campaign is a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners in reducing stigma towards mental health conditions. 3.2 Support the enhancement of organizational culture, practices and policies in schools and other institutions to be trauma-informed. - The Thriving Schools Resilience in School Environments (RISE) initiative builds students and staff resilience to address trauma and adverse childhood experiences.
Health Need 3: Economic Opportunity Long Term Goal All community members experience improved economic security and access to social services, including affordable housing, educational attainment, training and employment. Strategic priorities 1. Preserve and improve the availability of affordable housing and improve care coordination to serve individuals experiencing homelessness and to prevent displacement. 2. Improve educational attainment and employment opportunities. Strategies & Core Interventions 1.1 Enhance the infrastructure and capacity of service providers to serve individuals at risk or experiencing homelessness. - Expand and protect the supply of affordable housing in communities at-risk of becoming unaffordable, such as rent control, relocation benefits, rental assistance, and anti-displacement policies. - KFH-Moreno Valley will leverage assets to improve quality of affordable housing, such as safety inspections and remediation for creating habitable living conditions. - Participate in collaboratives that bring service providers and government programs to improve coordinated entry systems. 1.2 Support and participate in collaboratives that support coordination and funding of resources (such as health services and housing) for individuals at risk or experiencing homelessness. - Participate in the collaborative that supports the Community Solutions Built for Zero (BFZ) initiative uses data-driven and technology enabled solutions to help city/county leaders, service providers, health care agencies, developers and other community leaders to focus their efforts on multiple pathways needed to end homelessness. - Through the collaborative of the Community Solutions BFZ initiative, the team will develop the countys Coordinated Entry System (CES) that connects homeless individuals to services. 2.1 Support the long-term economic vitality of communities through procurement, hiring and workforce development, and/or small business development impact investing. - Provide educational attainment and pathway programs for youth focused on increasing high school graduation rates, college readiness, preparation for careers in Science, Technology, Engineering, and Mathematics (STEM), or health care workforce training. - The Kaiser Permanente Inner City Capital Connections (ICCC) provides training, education and mentorship to small businesses helping to grow revenue, increase jobs, and improve their capacity and access to new sources of capital. - KFH-Moreno Valley will seek additional partnership opportunities for High Impact Hiring which is a talent-sourcing strategy that aligns business needs with positive community impact. High Impact Hiring creates career opportunities for people with employment barriers, focusing on specific populations of disadvantaged people or specific geographic areas. Health Need 4: Obesity/Diabetes/Stroke Long Term Goal All Community Members eat healthy and move more as part of daily life. Strategic priorities 1. Reduce food insecurity and improve access to healthy foods. 2. Improve environments and opportunities that enable daily physical activity. Strategies & Core Interventions 1.1 Design, pilot and implement programs and systems for promoting, screening and/or enrolling community members in food benefit programs. - The Kaiser Permanente Food for Life initiative delivers a multi-pronged approach to improve food security, such as CalFresh enrollment campaign which utilizes multi-modal outreach to increase CalFresh enrollment for eligible community members. - With support of grant funding, the California Food Policy Advocates increase access to food sources for underserved community members by increasing the number of households and individuals that are enrolled in CalFresh and supporting the acceptance of this benefit among food relators. 1.2 Support programs that procure, recover and/or redistribute food to food insecure communities. - The Kaiser Permanente Food Recovery and Food Redistribution program envision foodservices as the source of nutritious meals for patients, staff and the broader community by distributing food to food insecure communities. - With support of grant funding, the California Association of Food Banks Farm to Family utilizes advocacy and outreach efforts to procure and provide fresh produce to food banks serving individuals and families who are food insecure. 1.3 Support the capacity of communities and anchor organizations to adopt and implement policies and programs to ensure access to healthy foods. - The Kaiser Permanente Thriving Schools Healthy Eating Active Living (HEAL) Initiative, in partnership with Alliance for a Healthier Generation, supports Title 1 schools with the adoption and implementation of policies and practices to continuously improve the schools culture and practices around health. - Develop and sustain small-scale markets for healthy food options in under-resourced communities, such as farmers markets, community gardens, and healthy corner store initiatives. 2.1 Support the capacity of communities and anchor organizations to adopt and implement policies and programs to ensure access to safe spaces and physical activity opportunities. - The Kaiser Permanente Thriving Schools Healthy Eating Active Living (HEAL) Initiative, in partnership with Alliance for a Healthier Generation, supports Title 1 schools with the adoption and implementation of policies and practices to continuously improve the schools culture and practices around health. - The Kaiser Permanente Operation Splash program enables low income, underserved youth and families to be physically active by providing greater access to community pools through free swim classes. - Collaborate with local organizations to improve the built environment for access to active transportation, and physical activity, such as safe pedestrian bicycle routes, bicycle safety, and equitable transportation plans. While all the health needs prioritized in the 2019 Community Health Needs Assessment process are important to address, the implementation strategy planning process requires KFH-Moreno Valley to conduct a selection process based on critical criteria including health need severity, magnitude, inequity, and the extent to which KFH-Moreno Valley is in a position to meaningfully address the need. Health needs that were not elevated across these critical criteria were not selected for the implementation strategy plan. Health needs not selected include: asthma, cancer, and HIV/AIDS. Asthma was not selected as an area to address largely because the severity of the issue is not exceedingly alarming at this time-currently asthma results in a 13.3% reduction in length of life per year, which is lower than some of the other top health issues. Cancer was not selected due to low prevalence (3.9%) in Moreno Valley and (2.9%) in the Coachella Valley. In addition, there are currently community resources available to address the issue of cancer. HIV/AIDS was not selected because of low prevalence, affecting roughly 0.3% of the population in Moreno Valley and 0.2% of the population in the Coachella Valley. Lastly, there are other community organizations working to address HIV/AIDS. 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, 39, KFH RICHMOND EXPLANATIONS PART V, SECTION B. Line 5: Community input was provided by a broad range of community members using 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 county 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. Line 6A: John Muir Health Line 6B: Contra Costa County Health Care Services West Contra Costa Unified School District Community Clinic Consortium of Contra Costa and Solano Counties Richmond Office of Neighborhood Safety Line 11: Health need 1: 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 goal(s) - Increase access to comprehensive health care coverage for low income individuals - Increase access to subsidized care for those facing financial barriers to health care - Increase access to social non-medical services for low income and vulnerable populations - Increase access to a diverse, culturally competent health care workforce - Improve the capacity of health care systems to provide quality health care services Strategies - Increase capacity of organizations to conduct effective outreach and navigation to vulnerable populations to connect them to care - Increase FQHC and health system capacity to screen and refer clients to social, non-medical services (e.g., food, housing, employment) - Support training/ recruitment of community health workers (e.g., promotoras); Parent Ambassadors - Support training/ recruitment of health and social system navigators - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members (Food for Life) - Support screening for social non-medical service needs and connect low-income individuals and families to community and government resources (Thrive Local) - Support population health management approaches that improve health outcomes for safety net patients with diabetes and hypertension (PHASE) - Support community clinic consortia to develop programs and advocate for policies that improve access to quality health care for low income individuals - Participate in Medi-Cal Managed care - Provide Charitable Health Coverage - Provide Medical Financial Assistance - 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 - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers (KP LAUNCH) - School for Allied Health expanding access to training and certificate programs for underrepresented individuals Expected outcomes - Increased outreach to vulnerable populations that helps them access comprehensive health care coverage - Increased outreach to vulnerable populations that helps them navigate and connect to subsidized care - Reduced financial barriers to care by increasing access to Medical Financial Assistance - Increased access to trained navigators and community health workers that connect low-income and vulnerable populations to social non-medical services - Increased opportunities for diverse, culturally competent workers to enter the health care workforce Health need 2: 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 goal(s) - Increase capacity of organizations and institutions to provide trauma-informed services and programs - Increase access to behavioral health care services for low-income and vulnerable populations - Develop a diverse, well-trained behavioral health care workforce that provides culturally competent care Strategies - Support trauma-informed services and training for organizations serving vulnerable populations (re-entry, immigrant, foster care, transition age youth, domestic violence survivors, homeless) - Support FQHC capacity to screen and connect patients to mental health services - Support telehealth options to increase access to behavioral health services by reducing transportation and stigma barriers - Support programs providing direct mental health services in schools - Support the capacity of clinics, schools or other community-based organizations to provide trauma-informed care to youth - Implement the Public Good Projects Action Minded campaign, a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners, and KP employees as partners in reducing stigma towards mental health conditions - Provide KPs Education Theater program, Resilience Squad - KP Behavioral Health Training program Expected outcomes - Increased scope and availability of trauma-informed services and programs available through programs serving vulnerable populations - Increased screening and referrals to behavioral health care services for low-income and vulnerable populations, especially youth (in settings such as FQHCs and schools) - Increased access for vulnerable populations to a diverse, well-trained behavioral health care workforce that provides culturally competent care - Increased help-seeking for behavioral health issues prompted by stigma reduction campaigns Health need 3: Economic Security Long term goal All community members are economically secure in order to thrive
Intermediate goal(s) - Improve economic vitality of local and diverse businesses - Increase in enrollment and participation in public benefit programs - Improve job readiness for people with barriers to employment - Increase connections to supportive services for individuals experiencing homelessness - Reduce food insecurity among low-income families and individuals Strategies - Provide support for programs that offer basic skills and other training and employment assistance to vulnerable populations (re-entry, immigrant, domestic violence survivors, homeless population) - Support outreach, navigation, and case management that connects individuals to coordinated entry services - Support food distribution programs that partner with school districts, health systems and community partners (e.g., immigration, housing) to provide nutritious foods to people who experience food insecurity - Funding to strengthen local homeless system of care through the Housing and Health Initiative - Implement Community Solutions Built for Zero to address chronic and veteran homelessness - Increase baseline spend for local and diverse businesses Expected outcomes - Increased use of local and diverse businesses as suppliers - Increased enrollment and participation in public benefit programs (e.g., CalFresh) - Improved job readiness for people with barriers to employment (especially due to re-entry, domestic violence, immigration status, homelessness) - Increased connections to supportive services (e.g., Coordinated Entry) for individuals experiencing homelessness - Reduced food insecurity among low-income families and individuals through access to nutritious foods via school, health, and community partner settings Health needs KFH-Richmond does not intend to address Healthy Eating / Active Living. The Healthy Eating / Active Living health need received high scores from CHIC members, but was a lower priority in the CHNA process. In addition, CHIC members noted that significant investments had already been made. The group agreed to incorporate one element of this health need-food security-into the Economic Security emphasis. Housing and Homelessness. Housing and Homelessness was ranked in the middle of the health needs by the CHIC members. This health need received lower scores than most of the other health needs (except Transportation / Traffic and Climate / Natural Environment) in terms of leveraging community assets and was also in a lowest tier in terms of the feasibility of Kaiser Permanente having an impact. Recognizing the link between Economic Security and Housing and Homelessness, this health need was incorporated into the Economic Security priority health need and is also being addressed by national strategies in the KFH-Oakland service area. Education and Literacy. This health need was rated as a medium priority in the CHNA and received similar rankings in the CHIC process. Relative to other health needs, it received lower rankings for the ability to leverage Kaiser Permanente expertise or organizational assets, and for the feasibility of making an impact. However, the CHIC members selected elements of Education and Literacy-notably job training and workforce development-in the Economic Security health need, as well as mental health and wellness for school-aged children under Behavioral Health. Community and Family Safety. This health need received relatively low rankings from CHIC members for the availability of evidence-based or promising approaches, the ability to leverage Kaiser Permanente expertise or assets, and the feasibility of making an impact. However, some elements of Community and Family Safety are specifically addressed by strategies included in the priority health needs-particularly addressing trauma through the education and behavioral health systems, helping people navigate and access health and non-medical social services (including survivors of domestic violence and human trafficking), and supporting interventions that increase economic security and reduce homelessness (such as providing specialized educational and behavioral health services designed for those experiencing re-entry or homelessness. 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/NCAL
A, 40, KFH MANTECA EXPLANATIONS PART V, SECTION B. Line 5: Community input was provided by a broad range of community members using 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 governmental and public health agencies as well as leaders, representatives, and members of medically underserved, low-income, and minority populations. Additionally, where applicable, other individuals with expertise on local health needs were consulted. Line 6A: Adventist Health Lodi Memorial Dameron Hospital Dignity Health St. Josephs Medical Center Sutter Health Line 6B: First 5 San Joaquin Health Net Health Plan of San Joaquin Community Medical Centers San Joaquin County Public Health Services Line 11: Health need 1: 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 goal(s) - Increase access to comprehensive health care coverage for low income individuals. - Increase access to subsidized care for those facing financial barriers to health care. - Increase access to social non-medical services for low income and vulnerable populations. - Increase access to a diverse, culturally competent health care workforce. - Improve the capacity of health care systems to provide quality health care services. Strategies - Deploy KP resources to provide high-quality medical care to Medi-Cal participants who would otherwise struggle to access care. - Deploy KP resources to provide access and comprehensive health care to low-income individuals and families without access to public or private health coverage. - Deploy KP resources to provide financial assistance to low-income individuals who receive care at KP facilities and cant afford medical expenses and/or cost sharing. - Support screening for social non-medical service needs and connect low-income individuals and families to community and government resources. - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers. - Support development and implementation of programs and policies that improve access to quality health care for low income populations. Expected outcomes - Low income populations have improved access to comprehensive health care coverage. - Low income/underserved populations access subsidized care to meet health needs. - Low income/vulnerable populations have improved access to social non-medical services. - Health care workforce reflects the cultural diversity of the service area population. - Policies and programs in place that improve the capacity of health care systems to provide quality services to low income populations. Health need 2: Mental 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 goal(s) - Increase capacity of organizations and institutions to provide trauma-informed services and programs. - Enhance community supports to mitigate impact of ACEs. - Increase access to behavioral health care services for low-income and vulnerable populations. - Develop a diverse, well trained behavioral health care workforce that provides culturally competent care. - Prevent and reduce misuse of drugs and alcohol. Strategies - Train school staff on responding to youth experiencing trauma and support schools/districts/SBHCs to infuse resilience strategies into the school day. - Expand screening services, counseling, support groups for students experiencing trauma or with documented ACEs. - Deploy KP resources to provide access to mental health services for Medi-Cal participants and low-income individuals and families without access to public or private health coverage who would otherwise struggle to access mental health care. - Implement the Public Good Projects Action Minded campaign, a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners, and KP employees as partners in reducing stigma towards mental health conditions. - Provide workforce training programs to train current and future mental health practitioners with the skills and linguistic and cultural competence to meet the health care needs of diverse communities. - Support FQHCs to expand current or initiate new services and programs addressing and preventing use of drugs, tobacco and alcohol. - Advance City Health policies including: control the amount of alcohol sales, raise the legal age for the sale of tobacco products to 21, smoke free indoor air policies. Expected outcomes - Capacity of organizations/institutions to provide trauma-informed services and programs increased. - Community supports to mitigate impact of ACEs enhanced. - Behavioral health care services more accessible for low-income and vulnerable populations. - Systems in place to develop a diverse, well trained behavioral health care workforce that provides culturally competent care. - Misuse of drugs and alcohol reduced. Health need 3: Economic Security Long term goal All community members are economically secure in order to thrive. Intermediate goal(s) - Improve economic vitality of local and diverse businesses. - Increase enrollment and participation in public benefit programs. - Improve job readiness for people with barriers to employment. - Increase connections to supportive services for individuals experiencing homelessness. - Increase and enhance transitional housing and shelter availability. - Support exposure to career paths for underserved and underrepresented youth. Strategies - Provide training, education and mentorship to small, diverse businesses seeking to increase their capacity and access new sources of funding. - Increase baseline spend for local and diverse businesses. - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members. - Support job readiness training for very low income and homeless populations. - Enhance community organization capacity to provide comprehensive and integrated support services, including case management for individuals experiencing homelessness. - Funding to strengthen local homeless system of care through the Housing and Health Initiative. - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers (KP LAUNCH). Expected outcomes - Local, diverse businesses have improved economic stability. - Enrollment and participation in public benefit programs increased. - Individuals with employment barriers are better prepared to enter the workforce. - Individuals experiencing/at risk for homelessness have increased access to supportive services. - Transitional/temporary housing access improved. - Underserved/underrepresented youth have increased awareness of mental health career paths.
Health need 4: Obesity/HEAL/Diabetes Long term goal All community members eat better and move more as part of daily life. Intermediate goal(s) - Reduce food insecurity among low-income families and individuals. - Improve access to healthy food in schools. - Increase access to safe parks and public spaces. - Increase opportunities for physical activity in schools. Strategies - Support food distribution organizations to expand amount of food provided as well as locations for distribution. - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members. - Use mobile food distribution to reach rural and migrant communities. - Support fresh produce access at school sites for students and families, complemented by healthy eating/cooking education. - Support high need schools to adopt policies and practices that promote HEAL. - Support park activation in selected neighborhoods to increase park safety and encourage increased use. - Support schools/after school programs to increase student participation in physical activities. - Advance complete streets policies. Expected outcomes - Low-income families and individuals have improved food security. - Schools provide access to fresh produce. - Low income community residents have increased access to and increased utilization of safe, appealing parks. - Expanded opportunities for physical activity during the school day and in after school programs. Health needs KFH Manteca does not intend to address Violence/Injury Prevention: This need received the lowest number of points during the scoring process to select needs to address; KP leadership perceived that organizational assets to address this need were not as strong as those available for other needs. Substance Abuse/Tobacco: Substance abuse/tobacco received the second lowest number of points during the scoring process to select the health needs to address. This need will be addressed in part by strategies conducted under Mental Health. Asthma: This health need was identified as a lower priority during the CHNA, with few focus groups and no key informants identifying asthma as a top health need for the KFH Manteca Service Area. Oral Health: This health need was identified as a lower priority during the CHNA. KFH Manteca does not offer dental services and does not have oral health expertise in house. Climate and Health: Climate and health was identified as a lower priority during the CHNA, scoring lowest of all health needs in the CHNA analysis based on secondary data (in terms of severity, disparities) and qualitative data from focus groups and interviews. 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/NCAL
Schedule H (Form 990) 2019
Schedule H (Form 990) 2019
Page 9
Part VFacility Information (continued)

Section D. Other Health Care Facilities That Are Not Licensed, Registered, or Similarly Recognized as a Hospital Facility
(list in order of size, from largest to smallest)
How many non-hospital health care facilities did the organization operate during the tax year?11
Name and address Type of Facility (describe)
1 KAISER PERMANENTE POST ACUTE CARE CENTER
1440 168TH AVE
SAN LEANDRO,CA94578 		SKILLED NURSING
2 SUNNYBROOK SURGICAL CENTER
10180 SOUTHEAST SUNNYSIDE RD
CLACKAMAS,OR97015 		AMBULATORY SURGERY
3 INTERSTATE SURGICAL CENTER
3500 N INTERSTATE AVE
PORTLAND,OR97227 		AMBULATORY SURGERY
4 SANTA CLARA PHF
3840 HOMESTEAD RD
SANTA CLARA,CA95051 		MENTAL HEALTH
5 SKYLINE SURGICAL CENTER
5135 SKYLINE ROAD SOUTH
SALEM,OR97306 		AMBULATORY SURGERY
6 BROOKSIDE RESIDENTIAL TREATEMENT CENTER
10180 SOUTHEAST SUNNYSIDE RD
Clackamas,OR97015 		INPATIENT MENTAL HEALTH SVCS
7 KULA HOSPITAL - 35N
100 KEOKEA PLACE
KULA,HI96790 		SKILLED NURSING & INTERMEDIATE CARE FACILITY
8 MENTAL HEALTH CENTER
765 W COLLEGE ST
LOS ANGELES,CA90012 		MENTAL HEALTH
9 LANAI COMMUNITY HOSPITAL 43-N
628 SEVENTH STREET
LANAI CITY,HI96763 		SKILLED NURSING & INTERMEDIATE CARE FACILITY
10 KULA HOSPITAL - IMR-7
100 KEOKEA PLACE
KULA,HI96790 		IMMEDIATE CARE FACILITY FOR INDIVIDUALS WITH INTELLECTUAL DISABILITIES
11 CENTER FOR HEALTH RESEARCH
3800 N INTERSTATE AVE
PORTLAND,OR97227 		RESEARCH CENTER
Schedule H (Form 990) 2019
Schedule H (Form 990) 2019
Page 10
Part VI
Supplemental Information
Provide the following information.
1 Required descriptions. Provide the descriptions required for Part I, lines 3c, 6a, and 7; Part II and Part III, lines 2, 3, 4, 8 and 9b.
2 Needs assessment. Describe how the organization assesses the health care needs of the communities it serves, in addition to any CHNAs reported in Part V, Section B.
3 Patient education of eligibility for assistance. Describe how the organization informs and educates patients and persons who may be billed for patient care about their eligibility for assistance under federal, state, or local government programs or under the organization’s financial assistance policy.
4 Community information. Describe the community the organization serves, taking into account the geographic area and demographic constituents it serves.
5 Promotion of community health. Provide any other information important to describing how the organization’s hospital facilities or other health care facilities further its exempt purpose by promoting the health of the community (e.g., open medical staff, community board, use of surplus funds, etc.).
6 Affiliated health care system. If the organization is part of an affiliated health care system, describe the respective roles of the organization and its affiliates in promoting the health of the communities served.
7 State filing of community benefit report. If applicable, identify all states with which the organization, or a related organization, files a community benefit report.
Form and Line Reference Explanation
1 - Part I Line 3c ********************************************************************** There are three distinct eligibility criteria 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 2019.
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)* 13.1 23.6 1.4 3.5 Median Household Income**** $89,284 $71,877 $77,663 $66,844 below 100% fpl* 13.2% 15.10% 10.3% 14.00% w/o public or private health ins* 7.60% 10.50% 4.5% 8.30% Limited English Proficiency* 16.40% 20.40% 12.50% 6.60% High School Graduation Rate** 83.9%** 82.8%** 81.8%**^ 76.9%**^ Unemployment Rate (%)*** 3.7% 4.3% 2.2% 4.0% (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: 2013-17 ** 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: 2018 - JUNE **** KAISER PERMANENTE UTILITY FOR CARE DATA ANALYSIS, ESRI 2019, 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 HOUSEHOLD INCOME) 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) 2019
Additional Data


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Schedule I
(Form 990)
Department of the Treasury
Internal Revenue Service
Grants and Other Assistance to Organizations,
Governments and Individuals in the United States
Complete if the organization answered "Yes," on Form 990, Part IV, line 21 or 22.
lBullet Attach to Form 990.
lBullet Go to www.irs.gov/Form990 for the latest information.
OMB No. 1545-0047
2019
Open to Public
Inspection
Name of the organization
KAISER FOUNDATION HOSPITALS
 
Employer identification number
94-1105628
Part I
General Information on Grants and Assistance
1
Does the organization maintain records to substantiate the amount of the grants or assistance, the grantees' eligibility for the grants or assistance, and
the selection criteria used to award the grants or assistance? ........................
2
Describe in Part IV the organization's procedures for monitoring the use of grant funds in the United States.
Part II
Grants and Other Assistance to Domestic Organizations and Domestic Governments. Complete if the organization answered "Yes" on Form 990, Part IV, line 21, for any recipient
that received more than $5,000. Part II can be duplicated if additional space is needed.
(a) Name and address of organization
or government		 (b) EIN (c) IRC section
(if applicable)		 (d) Amount of cash grant (e) Amount of non-cash
assistance		 (f) Method of valuation
(book, FMV, appraisal,
other)		 (g) Description of
noncash assistance		 (h) Purpose of grant
or assistance
(1) 100 MILE CLUB
2191 5TH ST STE 211
NORCO,CA92860 		20-8425786 501(c)(3) 40,000       Project Support
(2) 10000 DEGREES
1650 LOS GAMOS DR110
SAN RAFAEL,CA94903 		95-3667812 501(c)(3) 10,000       Project Support
(3) 18 REASONS AKA MY THREE SQUARE
3150 18TH ST315
SAN FRANCISCO,CA94110 		45-3059509 501(c)(3) 60,000       Project Support
(4) 3STRANDS GLOBAL INC
3941 PARK DR20
EL DORADO HILLS,CA95762 		27-4594317 501(c)(3) 30,000       Project Support
(5) 4TH DIMENSION RECOVERY CENTER
3807 NE MLK JR BLVD
PORTLAND,OR97212 		46-2702985 501(c)(3) 15,000       Project Support
(6) A BETTER WAY INC
3200 ADELINE ST
BERKELEY,CA94703 		93-1190792 501(c)(3) 98,000       Project Support
(7) A HOME WITHIN
1330 BROADWAY 300
OAKLAND,CA94612 		94-3402610 501(c)(3) 10,000       Project Support
(8) A NEW WAY OF LIFE RE-ENTRY PROJECT
PO BOX 875288
LOS ANGELES,CA90087 		95-4782503 501(c)(3) 12,500       Project Support
(9) A WORLD FIT FOR KIDS
678 S LA FAYETTE PK PL
LA,CA90057 		33-0550994 501(c)(3) 45,000       Project Support
(10) ACCESS INSTITUTE FOR PSYCHOLOGICAL SVCS
110 Gough St 301
SAN FRANCISCO,CA94102 		01-0595862 501(c)(3) 20,000       Project Support
(11) ACKNOWLEDGE ALLIANCE
2483 OLD MIDDLEFIELD
MOUNTAIN VIEW,CA94043 		77-0393676 501(c)(3) 60,000       Project Support
(12) ADAPTIVE PHYSICAL EDUCATION
1455 MADISON AVE
REDWOOD CITY,CA94061 		46-3037547 501(c)(3) 10,000       Project Support
(13) ADELANTE MUJERES
2030 MAIN ST STE A
FOREST GROVE,OR97116 		03-0473181 501(c)(3) 80,000       Project Support
(14) ADELANTE YOUTH ALLIANCE
805 N MADISON AVE
PASADENA,CA91104 		15-4819333 501(c)(3) 15,000       Sponsorships
(15) ADOLESCENT COUNSELING SERVICES INC
643 BAIR ISLAND RD
REDWOOD CITY,CA94063 		51-0192551 501(c)(3) 20,000       Project Support
(16) AFGHAN COALITION
39155 LIBERTY ST D460
FREMONT,CA94538 		94-3398311 501(c)(3) 45,000       Project Support
(17) AFGHAN ELDERLY ASSOCIATION
PO BOX 2346
UNION CITY,CA94587 		94-3290111 501(c)(3) 20,000       Project Support
(18) AFRICAN AMERICAN COMMUNITY SERVICE
304 N 6TH ST
SAN JOSE,CA95112 		94-2494728 501(c)(3) 26,620       Project Support
(19) AFRICAN FAMILY HOLISTIC HEALTH
NE 122ND AVE
PORTLAND,OR97294 		47-3225048 501(c)(3) 30,000       Project Support
(20) AIM HIGH
PO BOX 410715
SAN FRANCISCO,CA94141 		94-3296338 501(c)(3) 25,000       Project Support
(21) AL WOOTEN JR YOUTH AND ADULT CULTURAL
9106 S WESTERN AVE
LOS ANGELES,CA90047 		95-4295918 501(c)(3) 10,000       Project Support
(22) ALAMEDA BOYS & GIRLS CLUB INC
1900 3RD ST
ALAMEDA,CA94501 		94-1312299 501(c)(3) 20,000       Project Support
(23) ALAMEDA COUNTY ADULT DAY SERVICES
510 17TH ST 200
OAKLAND,CA94612 		20-4704743 501(c)(3) 25,000       Project Support
(24) ALAMEDA COUNTY COMMUNITY FOOD BANK
7900 EDGEWATER DR
OAKLAND,CA94621 		94-2960297 501(c)(3) 170,000       Project Support
(25) ALAMEDA COUNTY HEALTH CARE SERVICES AGENCY
1000 SAN LEANDRO BLVD
SAN LEANDRO,CA94577 		94-6000501 501(c)(3) 35,000       Project Support
(26) ALBERTINA KERR CENTERS FOUNDATION
424 NE 22ND AVE
PORTLAND,OR97232 		93-1297104 501(c)(3) 15,000       Project Support
(27) ALEXANDER MONTGOMERY FOUNDATION
105 SEMINARY RD
SAN ANSELMO,CA94960 		81-3850170 501(c)(3) 90,000       Project Support
(28) ALL HANDS RAISED
2069 NE HOYT ST
PORTLAND,OR97232 		93-1149789 501(c)(3) 50,000       Project Support
(29) ALLIANCE FOR A HEALTHIER GENERATION INC
PO BOX 4800 UNIT 16
PORTLAND,OR97208 		27-2028308 501(c)(3) 832,798       Project Support
(30) ALTAMED HEALTH SERVICES CORP
2040 Camfield Avenue
Los Angeles,CA90040 		95-2810095 501(c)(3) 115,079       Research / Project Support
(31) ALUM ROCK COUNSELING CENTER
777 N 1ST ST 444
SAN JOSE,CA95112 		23-7367637 501(c)(3) 128,000       Project Support
(32) ALWAYS KNOCKING INC
7741 AMHERST ST
SACRAMENTO,CA95832 		26-4635991 501(c)(3) 25,000       Project Support
(33) ALZHEIMERS ASSOCIATION
2290 N 1ST ST 101
SAN JOSE,CA95131 		13-3039601 501(c)(3) 51,040       Project Support
(34) ALZHEIMERS DISEASE ASSOCIATION OF KERN
PO BOX 22108
BAKERSFIELD,CA93390 		77-0017561 501(c)(3) 24,000       Project Support
(35) ALZHEIMERS ORANGE COUNTY
2515 MCCABE WAY
IRVINE,CA92614 		95-3702013 501(c)(3) 20,000       Project Support
(36) AMBROSE RECREATION & PARK
3105 WILLOW PASS ROAD
BAY POINT,CA94565 		94-1622656 501(c)(3) 10,000       Project Support
(37) AMERICAN CANCER SOCIETY
330 SW CURRY ST
PORTLAND,OR97239 		13-1788491 501(c)(3) 7,500       Project Support
(38) AMERICAN DIABETES ASSOCIATION INC
611 WILSHIRE BLVD
LOS ANGELES,CA90017 		13-1623888 501(c)(3) 6,585       Sponsorships
(39) AMERICAN HEART ASSN
7425 N PALM BLUFFS AVE
FRESNO,CA93711 		13-5613797 501(c)(3) 46,500       Project Support
(40) AMERICAN NATIONAL RED CROSS
11355 OHIO AVE
LOS ANGELES,CA90002 		53-0196605 501(c)(3) 197,500       Project Support
(41) AMERICAN ONLINE GIVING FDN
2454 N McMullen Booth
Clearwater,FL33759 		81-0739440 501(c)(3) 101,435       Project Support
(42) AMERICAN SCORES BAY AREA
1885 MISSION ST
SAN FRANCISCO,CA94103 		48-1272959 501(c)(3) 65,000       Project Support
(43) ANTELOPE VALLEY COLLEGE FOUNDATION
3041 W AVENUE K
LANCASTER,CA93536 		95-4398700 501(c)(3) 12,000       Project Support
(44) ANTIOCH UNIFIED SCHOOL DISTRICT
510 G ST
ANTIOCH,CA94509 		86-1134505 501(c)(3) 140,000       Project Support
(45) ANTI-RECIDIVISM COALITION
1320 E 7TH ST 260
LOS ANGELES,CA90021 		46-2140915 501(c)(3) 60,000       Project Support
(46) APA FAMILY SUPPORT SERVICES
10 NOTTINGHAM PLACE
SAN FRANCISCO,CA94133 		94-3164091 501(c)(3) 15,000       Project Support
(47) APLA HEALTH & WELLNESS
611 S KINGSLEY DR
LOS ANGELES,CA90005 		84-1661910 501(c)(3) 40,000       Project Support
(48) APPLE CORE PROJECT INC
1916 G ST
BAKERSFIELD,CA93301 		46-0601245 501(c)(3) 22,000       Project Support
(49) ARIZONA STATE UNIVERSITY
PO Box 876011
Tempe,AZ90021 		86-0196696 Government 21,131       Research / Project Support
(50) ARROWHEAD UNITED WAY
646 NORTH D ST
SAN BERNARDINO,CA94133 		95-1934586 501(c)(3) 8,000       Project Support
(51) ASHBY VILLAGE INC
1821 CATALINA AVE
BERKELEY,CA92402 		27-2174330 501(c)(3) 75,000       Project Support
(52) ASIAN AMERICAN DRUG ABUSE
PROGRAM INC
LOS ANGELES,CA94707 		95-2848695 501(c)(3) 12,420       Project Support
(53) ASIAN AMERICANS ADVANCING JUSTICE
LOS ANGELES
LOS ANGELES,CA90016 		95-3854152 501(c)(3) 9,200       Sponsorships
(54) ASIAN AMERICANS FOR COMMUNITY
2400 MOORPARK AVENUE
SAN JOSE,CA90017 		94-2292491 501(c)(3) 20,000       Project Support
(55) ASIAN HEALTH SERVICES
101 8TH ST 100
OAKLAND,CA95128 		94-2235908 501(c)(3) 30,000       Project Support
(56) ASIAN PACIFIC AMERICAN NETWORK OF OREGON
2788 SE 82ND AVE STE 203
PORTLAND,OR94607 		80-0252850 501(c)(3) 30,000       Project Support
(57) ASIAN PACIFIC HEALTH CARE
VENTURE INC
LOS ANGELES,CA97266 		95-4177752 501(c)(3) 10,000       Project Support
(58) ASIAN WOMEN S SHELTER
3543 18TH ST 19
SAN FRANCISCO,CA90029 		94-3030212 501(c)(3) 10,000       Project Support
(59) Aviva Family & Children's Services
7120 Franklin Ave
Los Angeles,CA94110 		95-1693616 501(c)(3) 10,000       Sponsorships
(60) AXIS COMMUNITY HEALTH INC
4361 RAILROAD AVE
PLEASANTON,CA90046 		94-2232394 501(c)(3) 40,000       Project Support
(61) BAKERSFIELD COLLEGE FOUNDATION
1801 PANORAMA DR
BAKERFIELD,CA94566 		51-0151490 501(c)(3) 30,000       Project Support
(62) BALDWIN PARK CHARITABLE RELIEF
14403 PACIFIC AVE
BALDWIN PARK,CA93305 		47-5435073 501(c)(3) 7,000       Project Support
(63) BALDWIN PARK UNIFIED SCHOOL DISTRICT
3699 N HOLY AVE
BALDWIN PARK,CA91706 		95-6000213 GOVERNMENT 14,684       Project Support
(64) BATTLE GROUND HEALTHCARE
11117 NE 189TH ST
BATTLEGROUND,WA91706 		27-3148590 501(c)(3) 23,000       Project Support
(65) BAY AREA COMMUNITY RESOURCES
171 CARLOS DRIVE
SAN RAFAEL,CA98604 		94-2346815 501(c)(3) 168,000       Project Support
(66) BAY AREA SOUTH ASIAN NETWORK
39791 PASEO PADRE PKWY
FREMONT,CA94903 		82-3408134 501(c)(3) 15,000       Project Support
(67) BAYLOR COLLEGE OF MEDICINE
PO BOX 301207
Dallas,TX94538 		74-1613878 501(c)(3) 57,791       Research / Project Support
(68) BAYLOR RESEARCH INSTITUTE
4236 Lowes Drive
Temple,AZ91706 		75-1921898 501(c)(3) 105,106       Research / Project Support
(69) BEATS RHYMES AND LIFE
450 SANTA CLARA AVE
OAKLAND,CA76502 		45-2382705 501(c)(3) 105,000       Project Support
(70) BENEFICENT TECHNOLOGY INC
480 CALIFORNIA AVE
PALO ALTO,CA94610 		77-0555413 501(c)(3) 90,000       Project Support
(71) BENICIA COMMUNITY ACTION COUNCIL
480 MILITARY EAST
BENICIA,CA94306 		68-0294153 501(c)(3) 10,000       Project Support
(72) BERKELEY COMMUNITY HEALTH
2339 DURANT AVE
BERKELEY,CA94510 		94-1697002 501(c)(3) 20,000       Project Support
(73) BERKELEY YOUTH ALTERNATIVES
1255 ALLSTON WAY
BERKELEY,CA94708 		94-1711728 501(c)(3) 20,000       Project Support
(74) BETHEL EDUCATION FOUNDATION
3455 ROYAL AVE
EUGENE,OR94702 		27-0745177 501(c)(3) 10,000       Project Support
(75) BIG BROTHERS BIG SISTERS OF ORANGE
2155 CHICAGO AVE 100
RIVERSIDE,CA97402 		95-1992702 501(c)(3) 10,000       Project Support
(76) BIG BROTHERS BIG SISTERS OF PORTLAND
1827 NE 44TH AVE 215
PORTLAND,OR92507 		93-1303640 501(c)(3) 15,000       Project Support
(77) BIG BROTHERS BIG SISTERS OF SACRAMENTO
1451 RIVER PARK DR
SACRAMENTO,CA97213 		94-1559853 501(c)(3) 10,000       Project Support
(78) BIG SUNDAY
6111 MELROSE
LOS ANGELES,CA95815 		42-1765317 501(c)(3) 9,400       Sponsorships
(79) BIKE EAST BAY
466 WATER ST
OAKLAND,CA90038 		94-2585652 501(c)(3) 20,000       Project Support
(80) BikeVentura
490 N Ventura Ave
Ventura,CA94607 		26-2180702 501(c)(3) 8,155       Project Support
(81) BILL WILSON CENTER
3490 THE ALAMEDA
SANTA CLARA,CA93001 		94-2221849 501(c)(3) 25,000       Project Support
(82) BLACK WOMEN FOR WELLNESS
4340 11TH AVE
LOS ANGELES,CA95050 		95-4624707 501(c)(3) 20,000       Project Support
(83) BLANCHET HOUSE OF HOSPITALITY
310 NW GLISAN ST
PORTLAND,OR90008 		93-6031009 501(c)(3) 15,000       Project Support
(84) BOARD OF TRUSTEES OF THE GLIDE
330 ELLIS ST
SAN FRANCISCO,CA97209 		94-1156841 501(c)(3) 15,000       Project Support
(85) BORLAND FREE CLINIC
3550 SW BORLAND RD
TUALATIN,OR94102 		46-1070038 501(c)(3) 6,300       Project Support
(86) BOSTON MEDICAL CENTER CORPORATION
660 Harrison Avenue
Boston,MA97062 		04-3314093 501(c)(3) 32,116       Research / Project Support
(87) BOYS & GIRLS CLUB OF HOLLYWOOD
850 N CAHUENGA BLVD
LOS ANGELES,CA02118 		95-1775142 501(c)(3) 15,000       Project Support
(88) BOYS & GIRLS CLUB OF NORTH SAN MATEO CTY
201 WEST ORANGE AVE
SO SAN FRANCISCO,CA90038 		94-1497000 501(c)(3) 30,000       Project Support
(89) BOYS & GIRLS CLUB OF SAN LEANDRO
PO BOX 234
SAN LEANDRO,CA94080 		94-6003779 501(c)(3) 50,000       Project Support
(90) BOYS & GIRLS CLUB OF THE COASTSIDE
600 CHURCH ST
HALF MOON BAY,CA94577 		94-3193725 501(c)(3) 10,000       Project Support
(91) BOYS & GIRLS CLUB OF WEST SAN GABRIEL
328 S RAMONA AVE
MONTEREY PARK,CA94019 		95-2782501 501(c)(3) 10,000       Project Support
(92) BOYS & GIRLS CLUBS OF FRESNO COUNTY
540 NORTH AUGUSTA ST
FRESNO,CA91754 		94-1149171 501(c)(3) 45,918       Project Support
(93) BOYS & GIRLS CLUBS OF GREATER
REDLANDS-RIVERSIDE
REDLANDS,CA93701 		95-6187083 501(c)(3) 7,500       Project Support
(94) BOYS & GIRLS CLUBS OF GREATER SACRAMENTO
5212 LEMON HILL AVENUE
SACRAMENTO,CA92374 		68-0338324 501(c)(3) 20,000       Project Support
(95) BOYS & GIRLS CLUBS OF METRO LOS ANGELES
800 S FIGUEROA ST950
LOS ANGELES,CA95824 		81-0851473 501(c)(3) 20,000       Project Support
(96) BOYS & GIRLS CLUBS OF SAN FRANCISCO
380 FULTON ST
SAN FRANCISCO,CA90017 		94-1156608 501(c)(3) 15,000       Project Support
(97) BOYS & GIRLS CLUBS OF SILICON VALLEY
518 VALLEY WAY
MILPITAS,CA94102 		94-1294898 501(c)(3) 31,406       Project Support
(98) BOYS & GIRLS CLUBS OF THE ANTELOPE
45404 DIVISION ST
LANCASTER,CA95035 		95-4290055 501(c)(3) 12,000       Project Support
(99) BOYS & GIRLS CLUBS OF TRACY
753 W LOWELL AVENUE
TRACY,CA93535 		68-0028682 501(c)(3) 65,000       Project Support
(100) BOYS AND GIRLS CLUBS OF THE LOS ANGELES
1200 S CABRILLO AVE
SAN PEDRO,CA95376 		95-1661682 501(c)(3) 15,000       Project Support
(101) BREATHE CALIFORNIA SACRAMENTO REGION
909 12TH ST
SACRAMENTO,CA90731 		94-1641240 501(c)(3) 10,000       Project Support
(102) BRIDGE MEADOWS
8502 N WAYLAND AVE
PORTLAND,OR95814 		20-2028975 501(c)(3) 15,000       Project Support
(103) BRIDGE TO HOME SCV
23752 NEWHALL AVE
SANTA CLARITA,CA97203 		95-4587823 501(c)(3) 10,000       Project Support
(104) BRIGHT PROSPECT
1460 E HOLT AVE
POMONA,CA91321 		52-2363234 501(c)(3) 15,000       Project Support
(105) BRIGHTER BEGINNINGS
3478 BUSKIRK AVE
PLEASANT HILL,CA91767 		94-2949749 501(c)(3) 80,000       Project Support
(106) BUDDHIST TZU CHI MEDICAL FOUNDATION
1008 S GARFIELD AVE
ALHAMBRA,CA94523 		95-4457939 501(c)(3) 739,333       Project Support
(107) BUILDING A GENERATION
932 W CYPRESS ST
REDLANDS,CA91801 		54-2104001 501(c)(3) 15,000       Project Support
(108) BUILDING OPPORTUNITIES
1918 UNIVERSITY AVE
BERKELEY,CA92373 		51-0173390 501(c)(3) 62,500       Project Support
(109) BURMA REFUGEE FAMILY NETWORK
1811 11TH AVE
OAKLAND,CA94704 		27-2836526 501(c)(3) 20,000       Project Support
(110) CALIFORNIA AQUATIC THERAPY
WELLNESS CENTER INC
LONG BEACH,CA94606 		95-2382016 501(c)(3) 10,000       Project Support
(111) CALIFORNIA BLACK WOMENS HEALTH PROJECT
9800 S LA CIENEGA BLVD
INGLEWOOD,CA90805 		95-4702923 501(c)(3) 17,500       Project Support
(112) California CASA Association
663 13TH ST STE 200
OAKLAND,CA90301 		68-0163010 501(c)(3) 75,000       Project Support
(113) CALIFORNIA COMMUNITY FOUNDATION
221 S FIGUEROA ST
LOS ANGELES,CA94612 		95-3510055 501(c)(3) 50,000,000       Project Support
(114) CALIFORNIA CONSORTIUM FOR URBAN INDIAN
1016 Lincoln Blvd
SAN FRANCISCO,CA90012 		20-4878959 501(c)(3) 50,000       Project Support
(115) CALIFORNIA COVERAGE AND HEALTH
1107 9TH ST 601
SACRAMENTO,CA94129 		47-4034471 501(c)(3) 70,000       Project Support
(116) CALIFORNIA HEALTH COLLABORATIVE
1680 WEST SHAW AVE
FRESNO,CA95814 		94-2862660 501(c)(3) 60,000       Project Support
(117) CALIFORNIA HEALTHCARE SAFETY NET
70 WASHINGTON ST
OAKLAND,CA93711 		94-2970752 501(c)(3) 238,333       Project Support
(118) CALIFORNIA INDIAN MUSEUM AND CULTURAL
5250 AERO DR
SANTA ROSA,CA94607 		94-3244506 501(c)(3) 10,000       Project Support
(119) CALIFORNIA PAN-ETHNIC HEALTH NETWORK
1221 PRESERVATION PARK
OAKLAND,CA95403 		94-3306223 501(c)(3) 75,000       Project Support
(120) CALIFORNIA PARENTING INSTITUTE
3650 STANDISH AVE
SANTA ROSA,CA94612 		94-2541640 501(c)(3) 20,000       Project Support
(121) CA Partnership for Safe Communities
825 Washington St
Oakland,CA95407 		45-3127566 501(c)(3) 300,000       Project Support
(122) CALIFORNIA PRIMARY CARE ASSOCIATION
1231 I ST 400
SACRAMENTO,CA94607 		94-3215565 501(c)(3) 228,083       Project Support
(123) CALIFORNIA SCHOOL-BASED HEALTH ALLIANCE
1203 PRESERVATION PARK
OAKLAND,CA95814 		94-3201896 501(c)(3) 59,000       Project Support
(124) CALIFORNIA STATE UNIVERSITY DOMINGUEZ
1000 E VICTORIA ST
CARSON,CA94612 		47-3097839 GOVERNMENT 10,000       Project Support
(125) CALIFORNIA STATE UNIVERSITY NORTHRIDGE
18111 NORDHOFF ST
NORTHRIDGE,CA90747 		95-6196006 GOVERNMENT 32,500       Project Support
(126) CALIFORNIA STATE UNIVERSITY SACRAMENTO
3000 STATE UNIV DR
SACRAMENTO,CA91330 		68-0365325 GOVERNMENT 12,550       Sponsorships
(127) CALWA RECREATION AND PARK DISTRICT
4545 E CHURCH AVE
FRESNO,CA95819 		94-6036299 501(c)(3) 80,000       Project Support
(128) CAMARENA HEALTH
730 N I ST 202
MADERA,CA93725 		94-2503904 501(c)(3) 90,000       Project Support
(129) CAMBODIAN ASSOCIATION OF AMERICA
2390 PACIFIC AVE
LONG BEACH,CA93637 		95-3528706 501(c)(3) 7,500       Project Support
(130) CAMINAR
2600 S EL CAMINO REAL
SAN MATEO,CA90806 		94-1639389 501(c)(3) 246,000       Project Support
(131) CANAL ALLIANCE
91 LARKSPUR ST
SAN RAFAEL,CA94403 		94-2832648 501(c)(3) 70,000       Project Support
(132) CANCER CAREPOINT INC
2505 SAMARITAN DR
SAN JOSE,CA94901 		27-3029691 501(c)(3) 36,500       Project Support
(133) Cancer Support Community Valley
530 Hampshire RD
Westlake VIL,CA95124 		77-0205691 501(c)(3) 20,000       Project Support
(134) CAPITOL IMPACT LLC
819 19TH ST 220
SACRAMENTO,CA91361 		03-0539997 for profit 50,000       Project Support
(135) CARE HARBOR
18436 HAWTHORNE BLVD204
TORRANCE,CA95811 		27-2984870 501(c)(3) 55,000       Sponsorships
(136) CAREGIVERS VOLUNTEERS ASSISTING
1765 Goodyear Ave
VENTURA,CA90504 		77-0081692 501(c)(3) 20,000       Project Support
(137) CAROUSEL RANCH
34289 ROCKING HORSE RD
SANTA CLARITA,CA93003 		95-4646461 501(c)(3) 6,000       Project Support
(138) CASA OF LOS ANGELES
201 CENTRE PLAZA DR
MONTEREY PARK,CA91390 		95-3890446 501(c)(3) 16,000       Project Support
(139) CASA OF MARION COUNTY INC
3530 RIVER RD N
KEIZER,OR91754 		81-0583065 501(c)(3) 15,000       Project Support
(140) CASA PACIFICA
1722 S LEWIS RD
CAMARILLO,CA97303 		77-0195022 501(c)(3) 20,000       Project Support
(141) CASCADE AIDS PROJECT INC
520 NW DAVIS ST
PORTLAND,OR93012 		93-0903383 501(c)(3) 15,000       Project Support
(142) CASCADE PACIFIC RC&D INC
847 NW MONROE AVE
CORVALLIS,OR97209 		93-0722979 501(c)(3) 10,000       Project Support
(143) CASTRO VALLEY UNIFIED SCHOOL DISTRICT
4400 ALMA AVE
CASTRO VALLEY,CA97330 		94-1694282 GOVERNMENT 30,000       Project Support
(144) CATHOLIC CHARITIES
2740 SE POWELL BLVD
PORTLAND,OR94546 		93-0386801 501(c)(3) 96,290       Project Support
(145) CATHOLIC CHARITIES CYO
990 EDDY ST
SAN FRANCISCO,CA97202 		94-1498472 501(c)(3) 15,000       Project Support
(146) CATHOLIC CHARITIES DIOCESE OF STOCKTON
1106 NORTH EL DORADO ST
STOCKTON,CA94109 		94-1629114 501(c)(3) 175,000       Project Support
(147) CATHOLIC CHARITIES OF LOS ANGELES INC
10217 S INGLEWOOD AVE
LENNOX,CA95202 		95-1690973 501(c)(3) 10,000       Project Support
(148) CATHOLIC CHARITIES OF THE DIOCESE
PO BOX 4900
SANTA ROSA,CA90304 		94-2479393 501(c)(3) 50,000       Project Support
(149) CATHOLIC CHARITIES OF THE EAST BAY
433 JEFFERSON ST
OAKLAND,CA95402 		94-2677202 501(c)(3) 122,500       Project Support
(150) CATHOLIC CHARITIES SAN BERNARDINO
1450 N D ST
SAN BERNARDINO,CA94607 		95-3516461 501(c)(3) 22,100       Project Support
(151) CATHOLIC COMMUNITY SERVICES
PO BOX 20400
KEIZER,OR92405 		93-0903773 501(c)(3) 92,407       Project Support
(152) CENTER FOR DOMESTIC PEACE
734 A ST
SAN RAFAEL,CA97307 		94-2415856 501(c)(3) 20,000       Project Support
(153) CENTER FOR ELDERS INDEPENDENCE
510 17TH ST
OAKLAND,CA94901 		94-3123446 501(c)(3) 60,000       Project Support
(154) CENTER FOR HUMAN SERVICES
2000 W BRIGGSMORE AVE I
MODESTO,CA94612 		94-1725620 501(c)(3) 95,000       Project Support
(155) CENTER FOR INTEGRATED FAMILY AND HEALTH
540 EREMLAND DR
COVINA,CA95350 		95-4746042 501(c)(3) 9,333       Project Support
(156) CENTER FOR INTERCULTURAL ORGANIZING
700 N KILLINGSWORTH ST
PORTLAND,OR91723 		74-3098100 501(c)(3) 30,000       Project Support
(157) CENTER FOR LIVING & LEARNING
14549 ARCHWOOD ST
VAN NUYS,CA97217 		95-4406897 501(c)(3) 21,330       Project Support
(158) CENTER FOR YOUTH WELLNESS
1329 EVANS AVE
SAN FRANCISCO,CA91405 		45-2527627 501(c)(3) 15,000       Project Support
(159) CENTINELA YOUTH SERVICES INC
11539 HAWTHORNE BLVD
HAWTHORNE,CA94124 		95-3821576 501(c)(3) 46,000       Project Support
(160) CENTRAL CALIFORNIA FOOD BANK
4010 E AMENDOLA DR
FRESNO,CA90250 		77-0320851 501(c)(3) 100,000       Project Support
(161) CENTRAL CITY CONCERN
232 NW 6TH AVE
PORTLAND,OR93725 		93-0728816 501(c)(3) 888,889       Project Support
(162) CENTRAL COAST YMCA
500 LINCOLN AVE
SALINAS,CA97209 		77-0202335 501(c)(3) 25,000       Project Support
(163) CENTRO COMMUNITY PARTNERS
825 WASHINGTON ST 228
OAKLAND,CA93901 		45-2992960 501(c)(3) 75,000       Project Support
(164) CENTRO LATINO AMERICANO
944 W 5TH AVE
EUGENE,OR94607 		93-0638731 501(c)(3) 30,000       Project Support
(165) CERRITOS COLLEGE FOUNDATION
11110 ALONDRA BLVD
NORWALK,CA97402 		95-3387108 501(c)(3) 22,000       Sponsorships
(166) CHABOT-LAS POSITAS COMMUNITY COLLEGE
25555 HESPERIAN BLVD
HAYWARD,CA90650 		94-1670563 501(c)(3) 30,000       Project Support
(167) CHAPMAN UNIVERSITY
One University Drive
Orange,CA94545 		95-1643992 501(c)(3) 112,115       Research
(168) CHARLES DREW UNIVERSITY
1731 E 120TH ST
LOS ANGELES,CA92866 		95-6151774 501(c)(3) 18,702       Sponsorships
(169) CHILD & FAMILY CENTER
21545 CENTRE PTE PKWY
SANTA CLARITA,CA90059 		95-3941342 501(c)(3) 16,000       Project Support
(170) CHILD ABUSE COUNCIL OF SACRAMENTO
4700 ROSEVILLE RD
NORTH HIGHLANDS,CA91350 		94-2833431 501(c)(3) 30,000       Project Support
(171) CHILD ABUSE PREVENTION COUNCIL
2120 DIAMOND BLVD
CONCORD,CA95660 		68-0046163 501(c)(3) 45,000       Project Support
(172) CHILD ADVOCATES OF SAN BERNARDINO COUNTY
851 S MOUNT VERNON AVE 7A
COLTON,CA94520 		33-0362613 501(c)(3) 16,500       Project Support
(173) CHILD HAVEN INC
801 EMPIRE ST
FAIRFIELD,CA92324 		94-2907687 501(c)(3) 15,000       Project Support
(174) CHILDREN NOW
1404 FRANKLIN ST
OAKLAND,CA94533 		94-3059243 501(c)(3) 75,000       Project Support
(175) CHILDRENS CANCER ASSOCIATION
1200 NW NAITO PKWY 140
PORTLAND,OR94612 		93-1181662 501(c)(3) 15,000       Project Support
(176) CHILDRENS CLINIC SERVING CHILDREN AND
701 E 28TH ST 200
LONG BEACH,CA97209 		95-1643332 501(c)(3) 25,000       Project Support
(177) CHILDRENS COUNCIL OF SAN FRANCISCO
445 CHURCH ST
SAN FRANCISCO,CA90806 		94-2221305 501(c)(3) 15,000       Project Support
(178) CHILDRENS DENTAL FOUNDATION
455 E COLUMBIA ST 32
LONG BEACH,CA94114 		95-2111124 501(c)(3) 8,500       Project Support
(179) CHILDRENS DISCOVERY MUSEUM
180 WOZ WAY
SAN JOSE,CA90806 		94-2870828 501(c)(3) 30,000       Project Support
(180) CHILDRENS FUND INC
348 W HOSPITALITY LN
SAN BERNARDINO,CA95110 		33-0193286 501(c)(3) 10,000       Project Support
(181) CHINATOWN SERVICE CENTER
767 N HILL ST 400
LOS ANGELES,CA92408 		95-2918844 501(c)(3) 18,100       Project Support
(182) CITY OF BALDWIN PARK
14403 E PACIFIC AVE
BALDWIN PARK,CA90012 		95-6005574 Government 10,000       Project Support
(183) City of Berkeley Public Health Department
1947 Center St 2nd Fl
Berkeley,CA91706 		94-6000299 Government 150,000       Project Support
(184) CITY OF CARSON
701 E CARSON ST
CARSON,CA94704 		95-2513547 Government 7,500       Project Support
(185) CITY OF EL MONTE
11333 VALLEY BLVD
EL MONTE,CA90745 		95-6000705 Government 12,500       Project Support
(186) CITY OF HOPE MEDICAL FOUNDATION
1500 East Duarte Road
Duarte,CA91731 		27-4803222 501(c)(3) 9,957       Research
(187) CITY OF MONTCLAIR
5111 BENITO ST
MONTCLAIR,CA91010 		95-6005731 Government 10,000       Project Support
(188) CITY OF MORENO VALLEY
14075 FREDERICK ST
MORENO VALLEY,CA91763 		33-0076484 Government 25,000       Project Support
(189) CITY OF MURRIETA
1 TOWN SQ
MURRIETA,CA92553 		33-0468975 Government 35,000       Project Support
(190) CITY OF PORTLAND OREGON
1120 SW 5TH AVE STE 800
PORTLAND,OR92562 		93-6002236 Government 220,000       Project Support
(191) CITY OF REFUGE SACRAMENTO
3216 MARTIN LUTHER KING JR BLVD
SACRAMENTO,CA97204 		46-2676243 501(C)(3) 25,000       Project Support
(192) CITY OF RIALTO
150 S PALM AVE
RIALTO,CA95817 		95-6000768 Government 7,500       Project Support
(193) CITY OF RICHMOND
440 CIVIC CENTER PLAZA
RICHMOND,CA92376 		94-9000403 Government 30,000       Project Support
(194) CITY OF RIVERSIDE
3900 MAIN ST
RIVERSIDE,CA94804 		95-6000769 Government 10,000       Project Support
(195) CITY OF SACRAMENTO
915 I ST 5TH FLR
SACRAMENTO,CA92522 		94-6000410 Government 500,000       Project Support
(196) CITY OF SELMA
1710 TUCKER ST
SELMA,CA95814 		94-6000431 Government 10,000       Project Support
(197) CITY OF VALLEJO
555 SANTA CLARA ST
VALLEJO,CA93662 		94-6000448 Government 1,020,000       Project Support
(198) CITY YEAR DENVER
789 SHERMAN ST
DENVER,CO94590 		22-2882549 501(c)(3) 195,000       Project Support
(199) CLACKAMAS EDUCATION SERVICE DISTRICT
13455 SE 97TH AVE
CLACKAMAS,OR80203 		93-6000229 Government 44,500       Project Support
(200) CLACKAMAS VOLUNTEERS IN MEDICINE
700 MOLALLA AVE
OREGON CITY,OR97015 		37-1621141 501(c)(3) 23,000       Project Support
(201) CLARK COUNTY PUBLIC HEALTH
1601 E 4th PLAIN BLVD
VANCOUVER,WA97045 		91-6001299 Government 99,000       Project Support
(202) CLINICA SIERRA VISTA
1430 TRUXTUN AVE
BAKERSFIELD,CA98661 		95-2707101 501(c)(3) 300,000       Project Support
(203) COACHELLA VALLEY RESCUE MISSION
PO BOX 1060
INDIO,CA93301 		95-2684844 501(c)(3) 25,000       Project Support
(204) COACHELLA VALLEY VOLUNTEERS IN MEDICINE
PO BOX 10090
INDIO,CA92202 		26-3312826 501(c)(3) 20,000       Project Support
(205) COALITION FOR HUMANE IMMIGRANT
2533 W THIRD ST 101
LOS ANGELES,CA92202 		95-4421521 501(c)(3) 9,250       Sponsorships
(206) COALITION OF ORANGE COUNTY
515 CABRILLO PARK DR
SANTA ANA,CA90057 		95-2900725 501(c)(3) 175,000       Project Support
(207) COALITION TO ABOLISH SLAVERY
5042 WILSHIRE BLVD
LOS ANGELES,CA92701 		10-0008533 501(c)(3) 85,000       Project Support
(208) COASTAL KIDS HOME CARE
1172 S MAIN ST
SALINAS,CA90036 		20-2549984 501(c)(3) 45,000       Project Support
(209) COASTSIDE ADULT DAY HEALTH CENTER
925 MAIN ST A
HALF MOON BAY,CA93901 		94-2935784 501(c)(3) 10,000       Project Support
(210) CODE FOR AMERICA LABS INC
155 9TH ST
SAN FRANCISCO,CA94019 		27-1067272 501(c)(3) 90,000       Project Support
(211) COLLEGE OF THE CANYONS FOUNDATION
26455 ROCKWELL CANYON RD
SANTA CLARITA,CA94103 		95-3574259 501(c)(3) 10,000       Project Support
(212) COLUMBIA UNIVERSITY
PO Box 29789
New York,NY91355 		13-5398093 501(c)(3) 30,072       Research / Project Support
(213) COLUMBIA UNIVERSITY MEDICAL CTR
116th and Broadway
New York,NY94804 		80-0496512 501(c)(3) 43,244       Research
(214) COMMITTEE ON THE SHELTERLESS
PO BOX 2744
PETALUMA,CA10027 		68-0176855 501(c)(3) 150,000       Project Support
(215) COMMON THREADS
3811 BEE CAVES RD 108
AUSTIN,TX94953 		20-0106847 501(c)(3) 10,000       Project Support
(216) COMMUNITY ACTION MARIN
555 NORTHGATE DR 201
SAN RAFAEL,CA78746 		94-6136365 501(c)(3) 25,000       Project Support
(217) COMMUNITY ACTION OF NAPA VALLEY
2521 OLD SONOMA RD
NAPA,CA94903 		94-1610851 501(c)(3) 30,000       Project Support
(218) COMMUNITY ACTION ORGANIZATION
1001 W BASELINE
HILLSBORO,OR94558 		93-0554941 501(c)(3) 30,000       Project Support
(219) COMMUNITY ACTION PARTNERSHIP
11870 MONARCH ST
GARDEN GROVE,CA97123 		95-2452787 501(c)(3) 25,000       Project Support
(220) COMMUNITY ACTION PARTNERSHIP OF
141 STONY CIR
SANTA ROSA,CA92841 		94-1648949 501(c)(3) 100,000       Project Support
(221) COMMUNITY ACTION PARTNERSHIP OF SAN BERNARDINO
696 S TIPPECANOE AVE
SAN BERNARDINO,CA95401 		95-2376882 501(c)(3) 9,000       Project Support
(222) COMMUNITY AGAINST SEXUAL HARM
PO BOX 160022
SACRAMENTO,CA92415 		46-1498182 501(c)(3) 20,000       Project Support
(223) COMMUNITY AGENCIES FOR CARING
16703 S CLARK AVE
BELLFLOWER,CA95816 		33-0953881 501(c)(3) 20,000       Project Support
(224) COMMUNITY ALLIANCE OF TENANTS
2710 NE 14TH AVE
PORTLAND,OR90706 		31-1571929 501(c)(3) 30,000       Project Support
(225) COMMUNITY BRIDGES
236 SANTA CRUZ AVE
APTOS,CA97212 		94-2460211 501(c)(3) 15,000       Project Support
(226) COMMUNITY CHILD CARE COUNCIL OF SONOMA
131 A STONY CIRCLE
SANTA ROSA,CA95003 		94-2274620 501(c)(3) 20,000       Project Support
(227) COMMUNITY CLINIC ASSOCIATION OF LOS
445 S FIGUEROA ST
LOS ANGELES,CA95401 		95-4576023 501(c)(3) 259,500       Project Support
(228) COMMUNITY CLINIC CONSORTIUM
3720 BARRETT AVE
RICHMOND,CA90071 		20-0782029 501(c)(3) 250,000       Project Support
(229) COMMUNITY COALITION FOR SUBSTANCE ABUSE
8101 S VERMONT AVE
LOS ANGELES,CA94805 		95-4298811 501(c)(3) 19,100       Project Support
(230) COMMUNITY CYCLING CENTER
1805 NE 2ND AVE
PORTLAND,OR90044 		93-1127186 501(c)(3) 15,000       Project Support
(231) COMMUNITY FOUNDATION FOR SOUTHWEST
610 ESTHER ST STE 201
VANCOUVER,WA97212 		91-1246778 501(c)(3) 10,000       Project Support
(232) COMMUNITY FOUNDATION SANTA CRUZ CTY
7807 SOQUEL DR
APTOS,CA98660 		94-2808039 501(c)(3) 100,000       Project Support
(233) COMMUNITY HEALTH ALLIANCE OF PASADENA
455 W MONTANA ST
PASADENA,CA95003 		95-4536824 501(c)(3) 25,000       Sponsorships
(234) COMMUNITY HEALTH ASSOCIATION INLAND
SOUTHERN REGION
SAN BERNARDINO,CA91103 		30-0666184 501(c)(3) 305,000       Project Support
(235) COMMUNITY HEALTH INITIATIVE NAPA COUNTY
2140 JEFFERSON ST D
NAPA,CA92408 		25-1924934 501(c)(3) 50,000       Project Support
(236) COMMUNITY HEALTH PARTNERS
1230 7TH AVE
LONGVIEW,WA94559 		91-2016542 501(c)(3) 23,000       Project Support
(237) COMMUNITY HEALTH PARTNERSHIP
1401 PARKMOOR AVE200
SAN JOSE,CA98632 		77-0352645 501(c)(3) 50,000       Project Support
(238) COMMUNITY INITIATIVES
1000 BROADWAY 480
OAKLAND,CA95126 		94-3255070 501(c)(3) 45,000       Project Support
(239) COMMUNITY LINK CAPITAL REGION
8001 FOLSOM BLVD
SACRAMENTO,CA94607 		94-1201196 501(c)(3) 145,000       Project Support
(240) COMMUNITY MATTERS
PO BOX 14816
SANTA ROSA,CA95826 		68-0369720 501(c)(3) 50,000       Project Support
(241) COMMUNITY NOW
28604 MARANDA CT
MORENO VALLEY,CA95402 		46-2624331 501(c)(3) 25,000       Project Support
(242) COMMUNITY OVERCOMING RELATIONSHIP ABUSE
2211 PALM AVE
SAN MATEO,CA92555 		94-2481188 501(c)(3) 15,000       Project Support
(243) COMMUNITY PARTNERS
1000 N ALAMEDA ST240
LOS ANGELES,CA94403 		95-4302067 501(c)(3) 159,500       Project Support
(244) COMMUNITY RECOVERY RESOURCES
730 SUNRISE AVE
ROSEVILLE,CA90012 		94-2275091 501(c)(3) 20,000       Project Support
(245) COMMUNITY SENIORSERV INC
1200 N KNOLLWOOD CIR
ANAHEIM,CA95661 		95-2771715 501(c)(3) 20,000       Project Support
(246) COMPASS FAMILY SERVICES
37 GROVE ST
SAN FRANCISCO,CA92801 		94-1156622 501(c)(3) 20,000       Project Support
(247) Concordia College Corporation
901 8th St S
Moorhead,MN94102 		41-0693977 501(c)(3) 15,000       Project Support
(248) CONTRA COSTA CHILDREN AND FAMILIES
1485 CIVIC CT 1200
CONCORD,CA56562 		68-0474731 501(c)(3) 20,000       Project Support
(249) CONTRA COSTA CRISIS CENTER
POBOX 3364
WALNUT CREEK,CA94520 		94-1747227 501(c)(3) 50,000       Project Support
(250) CONTRA COSTA HEALTH SVCS PUBLIC HEALTH DIV
597 CENTER AVE
MARTINEZ,CA94598 		94-6000509 501(c)(3) 30,000       Project Support
(251) COPE FAMILY CENTER
707 RANDOLPH ST
NAPA,CA94553 		94-2322399 501(c)(3) 30,000       Project Support
(252) CORNERSTONE COMMUNITY DEVELOPMENT
1395 BANCROFT AVE
SAN LEANDRO,CA94559 		94-3100741 501(c)(3) 50,000       Project Support
(253) COUNCIL FOR THE HOMELESS
2500 MAIN ST
VANCOUVER,WA94577 		91-2001828 501(c)(3) 15,000       Project Support
(254) COUNCIL OF COMMUNITY CLINICS
3710 RUFFIN RD
SAN DIEGO,CA98660 		95-3008850 501(c)(3) 225,000       Project Support
(255) COUNTY OF KERN
1800 MT VERNON AVE
BAKERSFIELD,CA92123 		95-6000925 GOVERNMENT 30,000       Project Support
(256) COUNTY OF MADERA
1606 SUNRISE AVE
MADERA,CA93306 		94-6000518 GOVERNMENT 50,000       Project Support
(257) COURT APPOINTED SPECIAL ADVOCATES
813 FREEDOM BLVD
WATSONVILLE,CA93638 		77-0305354 501(c)(3) 50,000       Project Support
(258) COURT APPOINTED SPECIAL ADVOCATES PROG
2151 SALVIO ST STE 295
CONCORD,CA95076 		94-2897531 501(c)(3) 40,000       Project Support
(259) COVENANT HOUSE CALIFORNIA
1325 N WESTERN AVE
LOS ANGELES,CA94520 		13-3391210 501(c)(3) 30,000       Project Support
(260) CRISTO REY SAN JOSE HIGH SCHOOL
1389 E SANTA CLARA ST
SAN JOSE,CA90027 		46-2594689 501(c)(3) 40,000       Project Support
(261) CRUZMED FOUNDATION INC
1975 SOQUEL DR 215
SANTA CRUZ,CA95116 		45-2774675 501(c)(3) 15,000       Project Support
(262) CSERF
5380 ELVAS AVE
SACRAMENTO,CA95065 		23-7003581 501(c)(3) 35,000       Project Support
(263) CURRY SENIOR CENTER
333 TURK ST
SAN FRANCISCO,CA95819 		23-7362588 501(c)(3) 20,000       Project Support
(264) DAILY BOWL
525 H ST
UNION CITY,CA94102 		81-3341265 501(c)(3) 20,000       Project Support
(265) DANA-FARBER CANCER INSTITUTE
450 Brookline Avenue
Boston,MA94587 		04-2263040 501(c)(3) 229,272       Research / Project Support
(266) DANCE BRIGADE A NEW GROUP FROM
3316 24TH ST
SAN FRANCISCO,CA02215 		94-2976216 501(c)(3) 10,000       Project Support
(267) DE LA SALLE NORTH CATHOLIC HIGH SCHOOL
7528 N FENWICK AVE
PORTLAND,OR94110 		93-1287554 501(c)(3) 15,000       Project Support
(268) DELTA HEALTH CARE AND MANAGEMENT
4662 PRECISSI LN 200
STOCKTON,CA97217 		94-2529117 501(c)(3) 193,000       Project Support
(269) DENVER HEALTH & HOSPITAL AUTHORITY
777 Bannock St
Denver,CO95207 		84-1343242 Government 459,926       Research / Project Support
(270) Department of Health & Human Services
8600 Rockville Pike
Bethesda,MD80204 		52-0821668 Government 150,000       Project Support
(271) DESERT AIDS PROJECT
1695 N SUNRISE WAY
PALM SPRINGS,CA20894 		33-0068583 501(c)(3) 25,000       Project Support
(272) DIENTES COMMUNITY DENTAL CARE
1830 COMMERCIAL WAY
SANTA CRUZ,CA92262 		77-0311752 501(c)(3) 200,000       Project Support
(273) DISCOVERY COUNSELING CENTER
16275 MONTEREY RD C
MORGAN HILL,CA95065 		91-2153275 501(c)(3) 20,688       Project Support
(274) DIVERSITY IN HEALTH TRAINING INSTITUTE
1900 EMBARCADERO
OAKLAND,CA95037 		35-2432876 501(c)(3) 98,000       Project Support
(275) DIXON FAMILY SERVICES
155 N 2ND ST
DIXON,CA94606 		68-0041829 501(c)(3) 19,985       Project Support
(276) DIXON UNIFIED SCHOOL DISTRICT
180 S 1ST ST 11
DIXON,CA95620 		32-0183755 501(c)(3) 12,000       Project Support
(277) DONATE LIFE NORTHWEST
PO BOX 532
PORTLAND,OR95620 		93-0867552 501(c)(3) 8,288       Project Support
(278) DOVES OF BIG BEAR VALLEY
PO BOX 3646
BIG BEAR LAKE,CA97207 		33-0109115 501(c)(3) 15,000       Project Support
(279) DOWNTOWN NAPA FARMERS MARKET CORPORATION
PO BOX 10822
NAPA,CA92315 		32-0285560 501(c)(3) 10,000       Project Support
(280) DOWNTOWN STREETS INC
1671 THE ALAMEDA 306
SAN JOSE,CA94581 		20-5242330 501(c)(3) 73,000       Project Support
(281) DOWNTOWN WOMENS CENTER
442 S SAN PEDRO ST
LOS ANGELES,CA95126 		31-1597223 501(c)(3) 8,500       Sponsorships
(282) DRESS FOR SUCCESS OREGON
1532 NE 37TH AVE
PORTLAND,OR90013 		93-1250115 501(c)(3) 15,000       Project Support
(283) DUKE UNIVERSITY
2024 W Main St
Durham,NC97232 		56-0532129 501(c)(3) 122,270       Research
(284) Dunwoody United Methodist Church Inc
1548 Mount Vernon Rd
Dunwoody,GA27705 		58-1994231 501(c)(3) 12,500       Project Support
(285) EARTH ISLAND INSTITUTE INC
2150 ALLSTON WY 460
BERKELEY,CA30338 		94-2889684 501(c)(3) 95,000       Project Support
(286) EAST BAY AGENCY FOR CHILDREN
303 VAN BUREN AVE
OAKLAND,CA94704 		94-1358309 501(c)(3) 128,000       Project Support
(287) EAST BAY COLLEGE FUND
2030 FRANKLIN ST 210
OAKLAND,CA94610 		54-2103707 501(c)(3) 5,000,000       Project Support
(288) EAST BAY COMMUNITY FOUNDATION
200 Frank Ogawa Plaza
Oakland,CA94612 		94-6070996 501(c)(3) 197,500,000       Project Support
(289) EAST BAY FAMILY DEFENDERS
101 CALLAN AVE 210
SAN LEANDRO,CA94612 		82-4028390 501(c)(3) 40,000       Project Support
(290) EAST LOS ANGELES WOMENS CENTER
1431 S ATLANTIC BLVD
LOS ANGELES,CA94577 		51-0204577 501(c)(3) 10,000       Sponsorships
(291) EAST OAKLAND COMMUNITY PROJECT
7515 INTERNATIONAL BLVD
OAKLAND,CA90022 		94-3078181 501(c)(3) 20,000       Project Support
(292) ECO URBAN GARDENS
4647 KINGSWELL AVE
LOS ANGELES,CA94621 		47-4933807 501(c)(3) 10,000       Project Support
(293) ECUMENICAL COUNCIL OF THE PASADENA AREA
PO BOX 41125
PASADENA,CA90027 		95-1644608 501(c)(3) 7,000       Sponsorships
(294) ECUMENICAL MINISTRIES OF OREGON
0245 SW BANCROFT ST B
PORTLAND,OR91114 		93-0625359 501(c)(3) 45,000       Project Support
(295) EDEN I & R INC
570 B ST
HAYWARD,CA97239 		94-2339050 501(c)(3) 50,000       Project Support
(296) EDEN YOUTH & FAMILY CENTER
680 W TENNYSON RD
HAYWARD,CA94541 		94-2442586 501(c)(3) 50,000       Project Support
(297) EDGEWOOD CENTER FOR CHILDREN
1801 VICENTE ST
SAN FRANCISCO,CA94544 		94-1186168 501(c)(3) 40,000       Project Support
(298) EDUCARE FOUNDATION
16134 WYANDOTTE ST
VAN NUYS,CA94116 		95-4285350 501(c)(3) 10,000       Project Support
(299) EDUCATIONAL SERVICE DISTRICT 112
2500 NE 65TH AVE
VANCOUVER,WA91406 		91-0847188 Government 50,000       Project Support
(300) EL CENTRO DE AMISTAD INC
566 S BRAND BLVD
SAN FERNANDO,CA98661 		95-3498639 501(c)(3) 15,000       Project Support
(301) EL CENTRO DE LIBERTAD
1230 HOPKINS ST A
REDWOOD CITY,CA91340 		94-3189174 501(c)(3) 10,000       Project Support
(302) EL MONTE SOUTH EL MONTE EMERGENCY
10900 MULHALL ST
EL MONTE,CA94062 		95-6097318 501(c)(3) 10,000       Project Support
(303) EL NIDO FAMILY CENTERS
440 SHATTO PL 417
LOS ANGELES,CA91731 		95-3186429 501(c)(3) 30,000       Sponsorships
(304) EL SOL NEIGHBORHOOD EDUCATIONAL CENTER
766 N WATERMAN AVE
SAN BERNARDINO,CA90020 		33-0552297 501(c)(3) 10,000       Project Support
(305) ELEVATE YOUR G A M E
2019 E 120TH ST
LOS ANGELES,CA92410 		68-0533404 501(c)(3) 50,000       Project Support
(306) ELK GROVE FOOD BANK SERVICES
POBOX 1447
ELK GROVE,CA90059 		38-3664737 501(c)(3) 30,000       Project Support
(307) ELK GROVE UNIFIED SCHOOL DISTRICT
9510 ELK GROVE-FLORIN RD
ELK GROVE,CA95759 		94-6002501 GOVERNMENT 139,870       Project Support
(308) EMERALD CITIES COLLABORATIVE INC
1140 CONNECTICUT AVE
WASHINGTON,DC95624 		27-0920269 501(c)(3) 90,000       Project Support
(309) EMERGENCY FOOD BANK
7 W SCOTTS AVE
STOCKTON,CA20036 		68-0002165 501(c)(3) 10,000       Project Support
(310) EMORY UNIVERSITY
1599 Clifton Rd NE
Atlanta,GA95203 		58-0566256 501(c)(3) 25,085       Research / Project Support
(311) ENCOMPASS COMMUNITY SERVICES
380 ENCINAL ST 200
SANTA CRUZ,CA30322 		23-7275290 501(c)(3) 187,983       Project Support
(312) ENCORE ORG
1007 GEN KENNEDY AVE
SF,CA95060 		94-3274339 501(c)(3) 95,000       Project Support
(313) END 68 HOURS OF HUNGER
5271 PENNING PL
FAIRFIELD,CA94129 		45-0998251 501(c)(3) 20,000       Project Support
(314) ENTERPRISE COMMUNITY PARTNERS INC
11000 BROKEN LAND PKWY
COLUMBIA,MD94533 		52-1231931 501(c)(3) 180,000       Project Support
(315) ENTRENOUS YOUTH EMPOWERMENT SERVICES
PO BOX 7205
LONG BEACH,CA21044 		45-5621689 501(c)(3) 50,000       Project Support
(316) ENVIRONMENTAL HEALTH COALITION
2727 HOOVER AVE202
NATIONAL CITY,CA90807 		95-3798792 501(c)(3) 45,000       Project Support
(317) ESPERANZA COMMUNITY HOUSING CORPORATION
3655 SOUTH GRAND AVE
LOS ANGELES,CA91950 		95-4230345 501(c)(3) 10,000       Project Support
(318) ESSENTIA INSTITUTE OF RURAL HEALTH
502 E 2nd Street
Duluth,MN90007 		27-1291124 501(c)(3) 30,055       Research / Project Support
(319) ESSENTIAL ACCESS HEALTH
3600 WILSHIRE BLVD
LOS ANGELES,CA55805 		95-2564024 501(c)(3) 310,000       Project Support
(320) EVER FORWARD-SIEMPRE ADELANTE
1714 FRANKLIN ST100-337
OAKLAND,CA90010 		06-1750500 501(c)(3) 20,000       Project Support
(321) EVERY NEIGHBORHOOD PARTNERSHIP
2044 E NEES AVE
FRESNO,CA94612 		87-0814198 501(c)(3) 30,000       Project Support
(322) FAIRFIELD COMMUNITY SERVICES FOUNDATION
PO BOX 147
FAIRFIELD,CA93720 		68-0344658 501(c)(3) 15,000       Project Support
(323) FAIRFIELD POLICE ACTIVITIES LEAGUE
PO BOX 3342
FAIRFIELD,CA94533 		26-1184406 501(c)(3) 13,700       Project Support
(324) FAIRFIELD-SUISUN UNIFIED SCHOOL DISTRICT
2490 HILBORN RD
FAIRFIELD,CA94533 		68-0128848 GOVERNMENT 15,000       Project Support
(325) FAITH IN ACTION
3303 WHITEMARSH LANE
FAIRFIELD,CA94534 		68-0431992 501(c)(3) 15,000       Project Support
(326) FAMILIAS UNIDAS
205 - 39TH ST
RICHMOND,CA94534 		94-2751073 501(c)(3) 98,000       Project Support
(327) FAMILY ASSISTANCE PROGRAM
15075 SEVENTH ST
VICTORVILLE,CA94805 		33-0107971 501(c)(3) 15,000       Project Support
(328) FAMILY EQUALITY COUNCIL
475 PARK AVE S RM 2100
NEW YORK,NY92395 		52-1438455 501(c)(3) 10,000       Sponsorships
(329) FAMILY FORWARD OREGON
PO BOX 15146
PORTLAND,OR10016 		80-0436735 501(c)(3) 15,000       Project Support
(330) FAMILY FOUNDATIONS COUNSELING SERVICES
2610 W SHAW LN 104
FRESNO,CA97293 		27-3301215 501(c)(3) 98,000       Project Support
(331) FAMILY HEALTHCARE NETWORK
305 E CENTER AVE
VISALIA,CA93711 		94-2525145 501(c)(3) 95,000       Project Support
(332) FAMILY JUSTICE CENTER SONOMA COUNTY
2755 MENDOCINO AVE100
SANTA ROSA,CA93291 		45-3160831 501(c)(3) 190,000       Project Support
(333) FAMILY RESOURCE AND REFERRAL CENTER
509 W WEBER AVE104
STOCKTON,CA95403 		94-1691503 501(c)(3) 90,000       Project Support
(334) FAMILY SERVICE AGENCY OF SAN
1005 ATLANTIC AVE
ALAMEDA,CA95203 		94-1156530 501(c)(3) 10,000       Project Support
(335) FAMILY SERVICE AGENCY OF SAN BERNARDINO
1669 NORTH E ST
SAN BERNARDINO,CA94501 		95-1641436 501(c)(3) 15,000       Project Support
(336) FAMILY SERVICE ASSOCIATION
21250 BOX SPRINGS RD
MORENO VALLEY,CA92405 		95-1803694 501(c)(3) 25,000       Project Support
(337) FAMILY SERVICES OF THE DESERT INC
14080 PALM DR
DESERT HOT SPRINGS,CA92557 		95-2549152 501(c)(3) 15,000       Project Support
(338) FAMILY SUPPORT NETWORK
1894 N MAIN ST
ORANGE,CA92240 		33-0248195 501(c)(3) 20,000       Project Support
(339) FAMILY SUPPORT SERVICES
303 HEGENBERGER RD 400
OAKLAND,CA92865 		94-3108205 501(c)(3) 75,000       Project Support
(340) FARMERS MARKET FUND
240 N BROADWAY 129
PORTLAND,OR94621 		45-3804465 501(c)(3) 7,000       Project Support
(341) FARMWORKER HOUSING DEVELOPMENT
1274 5TH ST APT 1A
WOODBURN,OR97227 		93-1055994 501(c)(3) 30,000       Project Support
(342) FEEDING AMERICA RIVERSIDE AND SAN
2950 JEFFERSON ST A
RIVERSIDE,CA97071 		33-0072922 501(c)(3) 25,000       Project Support
(343) FIGHTING BACK PARTNERSHIP
505 SANTA CLARA ST FL 3
VALLEJO,CA92504 		68-0298092 501(c)(3) 65,000       Project Support
(344) FILIPINO ADVOCATES FOR JUSTICE
310 8TH ST 309
OAKLAND,CA94590 		94-2218907 501(c)(3) 20,000       Project Support
(345) FIRST 5 SANTA CRUZ COUNTY
4450 CAPITOLA RD 106
CAPITOLA,CA94607 		94-6000534 501(c)(3) 35,000       Project Support
(346) FIRST 5 SOLANO
601 TEXAS ST
FAIRFIELD,CA95010 		94-6000538 501(c)(3) 245,000       Project Support
(347) FIRST CHRISTIAN CHURCH OF DOWNEY
10909 NEW ST
DOWNEY,CA94533 		95-1803687 501(c)(3) 50,000       Project Support
(348) FIRST PLACE FOR YOUTH
426 17TH ST
OAKLAND,CA90241 		94-3341034 501(c)(3) 75,000       Project Support
(349) FIRST STEP HOUSING
PO BOX 188228
SACRAMENTO,CA94612 		35-2537631 501(c)(3) 15,000       Project Support
(350) FIT KIDS FOUNDATION INC THE
2682 MIDDLEFIELD RD
REDWOOD CITY,CA95818 		27-4987709 501(c)(3) 8,545       Project Support
(351) FOLSOM CORDOVA UNIFIED SCHOOL DISTRICT
1965 BIRKMONT DR
RANCHO CORDOVA,CA94063 		94-6002505 501(c)(3) 30,000       Project Support
(352) FOOD BANK OF CONTRA COSTA & SOLANO
4010 NELSON AVE
CONCORD,CA95742 		94-2418054 501(c)(3) 145,000       Project Support
(353) FOOD FINDERS INC
3744 INDUSTRY AVE 401
LAKEWOOD,CA94520 		33-0412749 501(c)(3) 6,000       Sponsorships
(354) FOOD LITERACY CENTER
2973 3RD AVE
SACRAMENTO,CA90712 		45-3973268 501(c)(3) 10,000       Project Support
(355) FOODBANK OF SOUTHERN CALIFORNIA
1444 SAN FRANCISCO AVE
LONG BEACH,CA95817 		95-3557056 501(c)(3) 10,000       Project Support
(356) FOODWHAT INCORPORATED
1156 HIGH ST
SANTA CRUZ,CA90813 		81-2590280 501(c)(3) 20,000       Project Support
(357) FOOTHILL AIDS PROJECT
233 W HARRISON AVE
CLAREMONT,CA95064 		33-0341665 501(c)(3) 17,500       Project Support
(358) FOOTHILL FAMILY SERVICE
2500 E FOOTHILL BLVD
PASADENA,CA91711 		95-1690990 501(c)(3) 13,500       Project Support
(359) FOOTHILL FAMILY SHELTER INC
1501 W 9TH ST D
UPLAND,CA91107 		33-0341818 501(c)(3) 10,000       Project Support
(360) FOOTHILL UNITY CENTER INC
790 W CHESTNUT AVE
MONROVIA,CA91786 		95-4310817 501(c)(3) 10,000       Project Support
(361) FORGET ME NOT CHILDRENS SERVICES
PO BOX 1986
SANTA ROSA,CA91016 		26-3464770 501(c)(3) 20,000       Project Support
(362) FOSTER YOUTH IN ACTION
2140 SHATTUCK AVE
BERKELEY,CA95402 		26-3757824 501(c)(3) 15,000       Project Support
(363) FOUNDATION FOR CLOVIS SCHOOLS
1450 HERNDON AVE
CLOVIS,CA94704 		77-0140576 501(c)(3) 50,000       Project Support
(364) FOUNDATION FOR STUDENTS RISING ABOVE
PO BOX 29174
SAN FRANCISCO,CA93611 		81-0615887 501(c)(3) 50,000       Project Support
(365) FRANKLIN NEIGHBORHOOD DEVELOPMENT
5383 FRANKLIN BLVD C
SACRAMENTO,CA94129 		46-5011667 501(c)(3) 50,000       Project Support
(366) FRED HUTCHINSON CANCER RESEARCH CTR
1100 Fairview Ave N
Seattle,WA95820 		23-7156071 501(c)(3) 188,751       Research / Project Support
(367) FREE CLINIC OF SOUTHWEST WASHINGTON
4100 PLOMONDON ST
VANCOUVER,WA98109 		91-1707542 501(c)(3) 33,000       Project Support
(368) FREE GEEK
1731 SE 10TH AVE
PORTLAND,OR98661 		93-1292010 501(c)(3) 10,000       Project Support
(369) FREEMONT FAMILY RESOURCE CENTER
POBOX 5006
FREMONT,CA97214 		94-3333831 501(c)(3) 25,000       Project Support
(370) FRESH APPROACH
5060 COMMERCIAL CIRCLE
CONCORD,CA94537 		26-2438206 501(c)(3) 160,000       Project Support
(371) FRESH LIFELINES FOR YOUTH INC
568 VALLEY WAY
MILPITAS,CA94520 		22-2234595 501(c)(3) 30,000       Project Support
(372) FRESH PRODUCERS INC
420 I ST
SACRAMENTO,CA95035 		20-8747234 501(c)(3) 15,000       Project Support
(373) FRESNO BUILDING HEALTHY COMMUNITIES
4991 E MCKINLEY AVE 107
FRESNO,CA95814 		81-3711032 501(c)(3) 6,000       Project Support
(374) FRESNO COUNTY SUPERINTENDENT OF SCHOOLS
1111 VAN NESS AVE
FRESNO,CA93727 		94-6002210 GOVERNMENT 464,400       Project Support
(375) FRESNO INTERDENOMINATIONAL REFUGEE
1940 N FRESNO ST
FRESNO,CA93721 		77-0357297 501(c)(3) 150,000       Project Support
(376) FRESNO METROPOLITAN MINISTRY
4270 N BLACKSTONE AVE
FRESNO,CA93703 		94-2181848 501(c)(3) 100,000       Project Support
(377) FRESNO POLICE CHAPLAINCY
905 N FULTON ST
FRESNO,CA93726 		77-0304652 501(c)(3) 40,000       Project Support
(378) FRESNO UNIFIED SCHOOL DISTRICT
2309 TULARE ST
FRESNO,CA93728 		94-6002206 GOVERNMENT 225,000       Project Support
(379) FRESNO UNITED NEIGHBORHOODS
1515 E DIVISADERO ST
FRESNO,CA93721 		77-0348220 501(c)(3) 30,000       Project Support
(380) FRIENDS FOR YOUTH
1741 BROADWAY
REDWOOD CITY,CA93721 		94-2961034 501(c)(3) 20,000       Project Support
(381) FRIENDS OF ALAMEDA COUNTY COURT
1000 SAN LEANDRO BLVD
SAN LEANDRO,CA94063 		94-3309728 501(c)(3) 30,000       Project Support
(382) FRIENDS OF SANTA CRUZ COUNTY PARKS
870 17TH AVE 2
SANTA CRUZ,CA94577 		77-0209249 501(c)(3) 15,000       Project Support
(383) FRIENDS OF THE LOS ANGELES FREE CLINIC
8405 BEVERLY BLVD
LOS ANGELES,CA95062 		95-3433824 501(c)(3) 8,500       Sponsorships
(384) FRIENDS OF ZENGER FARM
11741 SE FOSTER RD
PORTLAND,OR90048 		93-1269630 501(c)(3) 40,000       Project Support
(385) FUTURE LEADERS OF AMERICA
PO BOX 51637
OXNARD,CA97266 		77-0071036 501(c)(3) 40,000       Project Support
(386) GARFIELD HEALTH CENTER
210 N GARFIELD AVE
MONTEREY PARK,CA93031 		76-0733752 501(c)(3) 7,500       Project Support
(387) GATHERING INN
201 BERKELEY AVE
ROSEVILLE,CA91754 		84-1657746 501(c)(3) 60,000       Project Support
(388) GEISINGER HEALTH SYSTEM
100 N Academy Ave
Danville,PA95678 		23-6291113 501(c)(3) 83,881       Research / Project Support
(389) GENDER HEALTH CENTER
2020 29TH ST
SACRAMENTO,CA17822 		26-3839452 501(c)(3) 85,000       Project Support
(390) GEORGIA STATE UNIVERSITY
PO Box 3999
Atlanta,GA95817 		58-1845423 Government 9,530       Research / Project Support
(391) GIRL SCOUTS OF NORTHERN CALIFORNIA
1650 HARBOR BAY PARKWAY
ALAMEDA,CA91786 		94-1551410 501(c)(3) 25,000       Project Support
(392) GIRLS INC OF THE PACIFIC NORTHWEST
4800 SW MACADAM AVE 309
PORTLAND,OR94502 		54-2073930 501(c)(3) 65,000       Project Support
(393) GIRLS INCORPORATED OF ALAMEDA COUNTY
510 16TH ST
OAKLAND,CA97239 		94-1558073 501(c)(3) 25,000       Project Support
(394) GIRLS ON THE RUN NAPA VALLEY INC
3299 CLAREMONT WAY 6
NAPA,CA94618 		55-0906534 501(c)(3) 20,000       Project Support
(395) GIRLS ON THE RUN OF THE BAY AREA INC
3543 18TH ST 31
SAN FRANCISCO,CA94558 		71-0890558 501(c)(3) 34,000       Project Support
(396) GIVE EVERY CHILD A CHANCE
322 SUN WEST PL
MANTECA,CA94110 		68-0399384 501(c)(3) 45,000       Project Support
(397) GLOBAL CENTER FOR SUCCESS INC
1055 AZUAR DR
VALLEJO,CA95337 		71-0896807 501(c)(3) 15,000       Project Support
(398) GOOD SHEPHERD GRACENTER
1310 BACON ST
SAN FRANCISCO,CA94592 		94-1156670 501(c)(3) 10,000       Project Support
(399) GOODWILL INDUSTRIES OF ORANGE COUNTY
410 N FAIRVIEW ST
SANTA ANA,CA94134 		95-1644018 501(c)(3) 25,000       Project Support
(400) GOODWILL SOUTHERN CALIFORNIA
342 N SAN FERNANDO RD
LOS ANGELES,CA92703 		95-1641441 501(c)(3) 50,000       Project Support
(401) GOSPEL CENTER RESCUE MISSION
445 S SAN JOAQUIN ST
STOCKTON,CA90031 		94-1375835 501(c)(3) 75,000       Project Support
(402) GREENHOUSE
PO BOX 348138
SACRAMENTO,CA95203 		30-0116551 501(c)(3) 10,000       Project Support
(403) GREENLINING INSTITUTE
360 14TH ST FL 2
OAKLAND,CA95834 		94-3173571 501(c)(3) 90,000       Project Support
(404) GRIMM FAMILY EDUCATION FOUNDATION
11001 RIVER RUN BLVD
BAKERSFIELD,CA94612 		27-3194151 501(c)(3) 20,000       Project Support
(405) GROWING GARDENS
2203 NE OREGON ST
PORTLAND,OR93311 		93-1213728 501(c)(3) 15,000       Project Support
(406) GRYD FOUNDATION
1933 S BROADWAY
LOS ANGELES,CA97232 		45-4927250 501(c)(3) 45,000       Project Support
(407) HACIENDA COMMUNITY DEVELOPMENT
6700 NE KILLINGSWORTH ST
PORTLAND,OR90007 		93-0979064 501(c)(3) 30,000       Project Support
(408) HARBOR AREA GANG ALTERNATIVES PROGRAM
309 W OPP STREET
WILMINGTON,CA97218 		33-0322451 501(c)(3) 10,000       Project Support
(409) HARBOR COMMUNITY CLINIC INC
593 W 6TH STREET
SAN PEDRO,CA90744 		23-7103245 501(c)(3) 10,000       Project Support
(410) HARC
41550 ECLECTIC ST
PALM DESERT,CA90731 		20-5719074 501(c)(3) 15,000       Project Support
(411) HARD Foundation
1099 E ST
HAYWARD,CA92260 		94-2901655 501(c)(3) 30,000       Project Support
(412) HARMONY ACADEMY
PO BOX 22
MARYLHURST,OR94541 		83-1791415 501(c)(3) 15,000       Project Support
(413) HARVARD PILGRIM HEALTH CARE INC
133 Brookline Avenue
Boston,MA97036 		04-2452600 501(c)(3) 209,196       Research / Project Support
(414) HAVEN HILLS INC
PO BOX 260
CANOGA PARK,CA02215 		95-3196247 501(c)(3) 27,167       Project Support
(415) HAYNES FAMILY OF PROGRAMS
PO BOX 400
LA VERNE,CA91305 		95-1506150 501(c)(3) 8,000       Project Support
(416) HEAL PROJECT
PO BOX 3051
HALF MOON BAY,CA91750 		27-0192940 501(c)(3) 20,000       Project Support
(417) HEALTH CARE WITHOUT HARM
12355 SUNRISE VALLEY DR
RESTON,VA94019 		52-2358837 501(c)(3) 190,549       Project Support
(418) HEALTH CAREER CONNECTION
300 FRANK H OGAWA PLZ243
Oakland,CA20191 		25-1904312 501(c)(3) 90,000       Project Support
(419) HEALTH EDUCATION COUNCIL
3950 INDUSTRIAL BLVD
WEST SACRAMENTO,CA94612 		68-0249296 501(c)(3) 150,000       Project Support
(420) HEALTH IMPROVEMENT PARTNERSHIP
1800 GREEN HILLS RD
SCOTTS VALLEY,CA95691 		01-0826156 501(c)(3) 75,000       Project Support
(421) HEALTH RESEARCH INC
PO Box 2966
Buffalo,NY95066 		14-1402155 501(c)(3) 730,518       Research / Project Support
(422) HEALTHIER KIDS FOUNDATION SANTA CLARA CTY
4040 MOORPARK AVE
SAN JOSE,CA94240 		77-0545774 501(c)(3) 35,000       Project Support
(423) HEALTHPARTNERS INSTITUTE
POBox1524 Mail 21111R
Bloomington,MN95117 		41-1670163 501(c)(3) 523,704       Research
(424) HEALTHQUEST CPR PETALUMA HEALTH CARE DIST
1425 N MCDOWELL BLVD
PETALUMA,CA95425 		94-6033418 Government 30,000       Project Support
(425) HEALTHY & ACTIVE BEFORE 5
1035 DETROIT AVE 500
CONCORD,CA94954 		94-2383037 501(c)(3) 65,000       Project Support
(426) HEALTHY AGING ASSOCIATION
3500 COFFEE RD 19
MODESTO,CA94518 		77-0546574 501(c)(3) 38,256       Project Support
(427) HEALTHY COMMUNITY FORUM FOR SACRAMENTO
819 19TH ST 220
SACRAMENTO,CA95355 		68-0377256 501(c)(3) 228,000       Project Support
(428) HEARING AND SPEECH CENTER OF
1234 DIVISADERO ST
SAN FRANCISCO,CA95811 		94-1322198 501(c)(3) 10,000       Project Support
(429) HENRY FORD HEALTH SYSTEM FOUNDATION
1 Ford Place 2F
Detroit,MI94115 		23-7383042 501(c)(3) 65,715       Research / Project Support
(430) HENRY FORD HEALTH SYSTEMS
One Ford Place
Detroit,MI48202 		38-1357020 501(c)(3) 58,894       Research / Project Support
(431) HERSMILE
294 CRESTVIEW AVE
MARTINEZ,CA94592 		47-0992161 501(c)(3) 20,000       Project Support
(432) HIDDEN HARVEST CORP
PO BOX 266
COACHELLA,CA94553 		33-0821743 501(c)(3) 15,000       Project Support
(433) HI-DESERT MEMORIAL HEALTH CARE DISTRICT
6530 LA CONTENTA RD
YUCCA VALLEY,CA92236 		95-2281302 501(c)(3) 25,000       Project Support
(434) HIGH DESERT SECOND CHANCE
16666 SMOKE TREE ST B4
HESPERIA,CA92284 		46-4690286 501(c)(3) 25,000       Project Support
(435) HINDS HOSPICE
2490 W SHAW AVE 101
FRESNO,CA92345 		77-0071360 501(c)(3) 25,024       Project Support
(436) HOME OWNERSHIP FOR PERSONAL EMPOWERMENT
21231 HAWTHORNE BLVD
TORRANCE,CA93711 		33-0618316 501(c)(3) 10,000       Project Support
(437) HOMEAID ORANGE COUNTY
24 EXECUTIVE PARK 100
IRVINE,CA90503 		33-0568079 501(c)(3) 90,000       Project Support
(438) HOMEBOY INDUSTRIES
130 W BRUNO ST
LOS ANGELES,CA92614 		95-4800735 501(c)(3) 15,000       Sponsorships
(439) HOMEFIRST SERVICES OF SANTA CLARA COUNTY
507 VALLEY WAY
MILPITAS,CA90012 		94-2684272 501(c)(3) 150,000       Project Support
(440) HOMELESS HEALTH CARE LOS ANGELES
2330 BEVERLY BLVD
LOS ANGELES,CA95035 		95-4074970 501(c)(3) 9,400       Sponsorships
(441) HOMEPLATE YOUTH SERVICES
PO BOX 1413
BEAVERTON,OR90057 		26-1666325 501(c)(3) 15,000       Project Support
(442) HOMES FOR GOOD HOUSING AGENCY
177 DAY ISLAND RD
EUGENE,OR97075 		93-6002480 501(c)(3) 750,000       Project Support
(443) HOPE
634 S SPRING ST
LOS ANGELES,CA97401 		95-4718409 501(c)(3) 70,000       Project Support
(444) HOPE CENTERS UNITED
1100 BLUE RAVINE RD
FOLSOM,CA90014 		46-3748740 501(c)(3) 10,000       Project Support
(445) HOPE OF THE VALLEY RESCUE MISSION
PO BOX 7609
MISSION HILLS,CA95630 		27-2053273 501(c)(3) 10,000       Project Support
(446) HOPE THROUGH HOUSING FOUNDATION
9421 HAVEN AVE
RANCHO CUCAMONGA,CA91346 		33-0802554 501(c)(3) 20,000       Project Support
(447) HOPES CORNER INC
748 MERCY ST
MOUNTAIN VIEW,CA91730 		47-3754161 501(c)(3) 10,000       Project Support
(448) HOSPICE OF SANTA CRUZ COUNTY
940 DISC DR
SCOTTS VALLEY,CA94041 		94-2497618 501(c)(3) 50,000       Project Support
(449) HOUSE OF RUTH INC
PO BOX 459
CLAREMONT,CA95066 		95-3276033 501(c)(3) 17,500       Project Support
(450) HOUSING MATTERS
115B CORAL ST
SANTA CRUZ,CA91711 		77-0126783 501(c)(3) 80,000       Project Support
(451) HUCKLEBERRY YOUTH PROGRAMS INC
3310 GEARY BLVD
SAN FRANCISCO,CA95060 		94-1687559 501(c)(3) 133,000       Project Support
(452) HUMAN OPTIONS
PO BOX 53745
IRVINE,CA94118 		95-3667817 501(c)(3) 20,000       Project Support
(453) HUMANIDAD THERAPY & EDUCATION SERVICES
95 MONTGOMERY DR
SANTA ROSA,CA92619 		46-3725156 501(c)(3) 20,000       Project Support
(454) HUNGER ACTION LOS ANGELES
961 S MARIPOSA AVE
LOS ANGELES,CA95404 		20-5142259 501(c)(3) 56,280       Project Support
(455) IMTASIK FAMILY COUNSELING SERVICES INC
6809 INDIANA AVE 205
RIVERSIDE,CA90006 		46-5525893 501(c)(3) 15,000       Project Support
(456) Imua Family Services
95 Mahalani St Ste 19A
Wailuku,HI92506 		99-0194402 501(c)(3) 12,133       Research / Project Support
(457) INDIANA UNIVERSITY
509 E 3rd Street
Bloomington,IN96793 		33-0100208 Government 13,052       Research / Project Support
(458) INFO LINE OF SAN DIEGO COUNTY
3860 CALLE FORTUNADA
SAN DIEGO,CA47401 		33-1029843 501(c)(3) 33,546       Project Support
(459) INITIATIVE FOR A COMPETITIVE INNER CITY
56 WARREN ST STE 300
ROXBURY,MA92123 		13-3772904 501(c)(3) 200,000       Project Support
(460) INLAND VALLEY COUNCIL OF CHURCHES
1753 N PARK AVE
POMONA,CA02119 		95-2674837 501(c)(3) 10,000       Project Support
(461) INNER CITY ACTION INC
1800 N WILSON WAY
STOCKTON,CA91768 		90-1025382 501(c)(3) 25,000       Project Support
(462) INNOVATIVE SERVICES NW
9414 NE 4TH PLAIN RD
VANCOUVER,WA95205 		91-0782136 501(c)(3) 15,000       Project Support
(463) INSTITUTO FAMILIAR DE LA RAZA
2919 MISSION ST
SAN FRANCISCO,CA98662 		94-2523608 501(c)(3) 40,000       Project Support
(464) INSURE THE UNINSURED PROJECT
1107 9TH ST 1025
SACRAMENTO,CA94110 		27-4159194 501(c)(3) 97,790       Project Support
(465) INTERFACE CHILDREN FAMILY SERVICES
4001 MISSION OAKS BLVD
CAMARILLO,CA95814 		95-2944459 501(c)(3) 20,000       Project Support
(466) INTERNATIONAL INSTITUTE OF THE BAY AREA
476 3RD ST
OAKLAND,CA93012 		94-1156554 501(c)(3) 30,000       Project Support
(467) INTERNATIONAL PRE-DIABETES CENTER INC
14500 ROSCOE BLVD
PANORAMA CITY,CA94607 		47-1341290 501(c)(3) 13,500       Project Support
(468) IRCO
10301 NE GLISAN ST
PORTLAND,OR91402 		93-0806295 501(c)(3) 30,000       Project Support
(469) JACOBS HEART CHILDRENS CANCER SUPPORT
680 W BEACH ST
WATSONVILLE,CA97220 		68-0413822 501(c)(3) 20,000       Project Support
(470) JAMBOREE HOUSING CORPORATION
17701 COWAN 200
IRVINE,CA95076 		33-0413518 501(c)(3) 40,000       Project Support
(471) JAPANESE COMMUNITY YOUTH COUNCIL
2012 PINE ST
SAN FRANCISCO,CA92614 		23-7092514 501(c)(3) 500,000       Project Support
(472) JEFFERSON UNION HIGH SCHOOL
699 SERRAMONTE BLVD100
DALY CITY,CA94115 		94-3083772 501(c)(3) 30,000       Project Support
(473) JEWISH COMMUNITY FREE CLINIC
50 MONTGOMERY DR
SANTA ROSA,CA94015 		94-3386103 501(c)(3) 20,000       Project Support
(474) JEWISH FAMILY & CHILDREN SERVICE
3801 E WILLOW ST
LONG BEACH,CA95404 		95-2273033 501(c)(3) 12,500       Project Support
(475) JEWISH FAMILY & COMMUNITY SERVICES
2484 SHATTUCK AVE210
BERKELEY,CA90815 		94-3250304 501(c)(3) 40,000       Project Support
(476) JK GROUP INC TRUSTEES FOR KAIS
PO BOX 7174
Princeton,NJ94704 		22-2984759 501(c)(3) 22,538       Project Support
(477) JOHNS HOPKINS UNIVERSITY
3910 Keswick Rd N2100
Baltimore,MD08543 		52-0595110 501(c)(3) 463,901       Research
(478) JOIN
PO BOX 16490
PORTLAND,OR21211 		93-1090005 501(c)(3) 30,000       Project Support
(479) JOVENES INC
1208 PLEASANT AVE
LOS ANGELES,CA97292 		95-4342434 501(c)(3) 30,000       Project Support
(480) J-SEI INC
1285 66TH ST
EMERYVILLE,CA90033 		94-2496799 501(c)(3) 15,000       Project Support
(481) JUMA
131 STEUART ST201
SAN FRANCISCO,CA94608 		94-3203203 501(c)(3) 15,000       Project Support
(482) JUNIOR ACHIEVEMENT OF NORTHERN
3003 OAK RD 109
WALNUT CREEK,CA94105 		94-1322179 501(c)(3) 10,000       Project Support
(483) JURUPA UNIFIED SCHOOL DISTRICT
4850 PEDLEY RD
JURUPA VALLEY,CA94597 		33-0740037 501(c)(3) 20,000       Project Support
(484) JUSTICE IN AGING
3660 WILSHIRE BLVD
LOS ANGELES,CA92509 		95-3132674 501(c)(3) 95,000       Project Support
(485) JWCH INSTITUTE INC
5650 JILLSON ST
COMMERCE,CA90010 		95-2289916 501(c)(3) 38,500       Project Support
(486) KABOOM
4301 CONNECTICUT AVE NWML1
WASHINGTON,DC90040 		52-1970904 501(c)(3) 500,000       Project Support
(487) KAINOS HOME AND TRAINING CENTER FOR THE
3631 JEFFERSON AVE
REDWOOD CITY,CA20008 		23-7408490 501(c)(3) 10,000       Project Support
(488) KP BERNARD J TYSON SCHOOL OF MEDICINE
100 S Los Robles
Pasadena,CA94062 		81-4053028 501(c)(3) 61,273,719       Project Support
(489) KEATON RAPHAEL MEMORIAL FOR
2260 DOUGLAS BLVD140
ROSEVILLE,CA91101 		68-0406980 501(c)(3) 15,000       Project Support
(490) KEEP YOUTH DOING SOMETHING INC
7026 SOPHIA AVE
VAN NUYS,CA95661 		95-4426350 501(c)(3) 20,000       Project Support
(491) KERN COUNTY CHILDREN & FAMILIES
2724 L STREET
BAKERSFIELD,CA91406 		77-0529128 501(c)(3) 30,000       Project Support
(492) KIDPOWER TEENPOWER FULLPOWER INTERNATIONAL
PO BOX 2163
CASTRO VALLEY,CA93301 		77-0226712 501(c)(3) 35,000       Project Support
(493) KIDS COMMUNITY CLINIC OF BURBANK
400 W ELMWOOD AVE
BURBANK,CA94546 		95-4791296 501(c)(3) 30,000       Project Support
(494) KIDS FIRST
124 MAIN ST
ROSEVILLE,CA91506 		68-0195225 501(c)(3) 25,000       Project Support
(495) KIDWORKS COMMUNITY DEVELOPMENT CORP
1902 W CHESTNUT AVE
SANTA ANA,CA95678 		74-3081569 501(c)(3) 20,000       Project Support
(496) KIVA
875 HOWARD ST 340
SAN FRANCISCO,CA92703 		71-0992446 501(c)(3) 90,000       Project Support
(497) KIWANIS CLUB OF THE DELTA ANTIOCH
3377 DEER VALLEY RD239
ANTIOCH,CA94103 		16-1693220 501(c)(3) 18,200       Project Support
(498) KOREAN HEALTH EDUCATION
3727 W 6TH STREET
LOS ANGELES,CA94531 		95-4074660 501(c)(3) 39,002       Project Support
(499) L A FAMILY HOUSING CORP
7843 LANKERSHIM BLVD
N HOLLYWOOD,CA90020 		95-3920560 501(c)(3) 20,750       Project Support
(500) LA CLINICA DE LA RAZA INC
PO BOX 22210
OAKLAND,CA91605 		94-1744108 501(c)(3) 308,000       Project Support
(501) LA LUZ CENTER
17560 GREGER ST
SONOMA,CA94623 		68-0228235 501(c)(3) 20,000       Project Support
(502) LA PROMISE FUND
202 W 1ST ST 160
LOS ANGELES,CA95476 		20-4562686 501(c)(3) 10,000       Project Support
(503) LARKIN STREET YOUTH SERVICES
134 GOLDEN GATE AVE
SAN FRANCISCO,CA90012 		94-2917999 501(c)(3) 15,000       Project Support
(504) LAS BEST
201 N SPRING ST M120
LOS ANGELES,CA94102 		95-4311058 501(c)(3) 20,000       Sponsorships
(505) Latino Center for Prevention & Action in H
450 W 4th Street
Santa Ana,CA90012 		33-0562943 501(c)(3) 45,000       Project Support
(506) LATINO COMMUNITY FOUNDATION
235 MONTGOMERY ST
SAN FRANCISCO,CA92701 		81-0564400 501(c)(3) 350,000       Project Support
(507) LATINO LEADERSHIP COUNCIL
2945 BELL ROAD 274
AUBURN,CA94104 		27-0970476 501(c)(3) 40,000       Project Support
(508) LATINO NETWORK
410 NE 18TH AVE
PORTLAND,OR95603 		73-1675402 501(c)(3) 114,948       Project Support
(509) LATINO PHYSICIANS OF CALIFORNIA
400 CAPITOL MALL FL 22
SACRAMENTO,CA97232 		45-3502281 501(c)(3) 25,000       Project Support
(510) LAVA MAE
1015 FILLMORE ST
SAN FRANCISCO,CA95814 		81-0832318 501(c)(3) 150,000       Project Support
(511) LEADERSHIP COUNSEL FOR JUSTICE AND
764 P ST 12
FRESNO,CA94115 		46-1517800 501(c)(3) 14,013       Project Support
(512) LEADERSHIP EXCELLENCE
1714 FRANKLIN ST
OAKLAND,CA93721 		33-0488726 501(c)(3) 75,000       Project Support
(513) LEAHS PANTRY INC
3019 MISSION ST
SAN FRANCISCO,CA94612 		20-5512442 501(c)(3) 10,000       Project Support
(514) LEARNING CENTERS AT FAIRPLEX
1101 W MCKINLEY AVE
POMONA,CA94110 		95-4686764 501(c)(3) 15,000       Project Support
(515) LEGAL AID OF SONOMA COUNTY
144 SOUTH E ST 100
SANTA ROSA,CA91768 		68-0008581 501(c)(3) 90,000       Project Support
(516) LIFE LAB SCIENCE PROGRAM
1156 HIGH ST
SANTA CRUZ,CA95404 		94-2778848 501(c)(3) 15,000       Project Support
(517) LIFELONG MEDICAL CARE
2344 SIXTH ST
BERKELEY,CA95064 		94-2502308 501(c)(3) 132,119       Project Support
(518) LIFEMOVES
181 CONSTITUTION DR
MENLO PARK,CA94710 		77-0160469 501(c)(3) 65,000       Project Support
(519) LIFEWORKS OF SONOMA COUNTY
1260 N DUTTON AVE105
SANTA ROSA,CA94025 		68-0375462 501(c)(3) 110,000       Project Support
(520) LIGHTHOUSE COUNSELING AND FAMILY
427 A ST SUITE 400
LINCOLN,CA95401 		35-2252834 501(c)(3) 25,000       Project Support
(521) LIGHTHOUSE OF HOPE COUNSELING CENTER
1515 PARTRIDGE AVE
SUNNYVALE,CA95648 		27-0910581 501(c)(3) 35,000       Project Support
(522) LIGHTHOUSE SOCIAL SERVICE CENTERS
1003 E COOLEY DR 205
COLTON,CA94087 		75-3147113 501(c)(3) 19,000       Project Support
(523) LINCOLN
1266 14TH ST
OAKLAND,CA92324 		94-1156501 501(c)(3) 98,000       Project Support
(524) LIVE LOVE NW
9200 NE FREMONT ST
PORTLAND,OR94607 		82-4840745 501(c)(3) 15,000       Project Support
(525) LIVE OAK SCHOOL DISTRICT
984 BOSTWICK LN 1
SANTA CRUZ,CA97220 		94-6002632 501(c)(3) 30,000       Project Support
(526) LIVERMORE AREA RECREATION
4444 EAST AVE
LIVERMORE,CA95062 		94-6000849 501(c)(3) 25,000       Project Support
(527) LIVERMORE VALLEY JOINT
685 E JACK LONDON BLVD
LIVERMORE,CA94550 		94-2175582 501(c)(3) 30,000       Project Support
(528) LOAVES AND FISHES OF CONTRA COSTA
835 FERRY ST
MARTINEZ,CA94551 		68-0018077 501(c)(3) 40,000       Project Support
(529) LONG BEACH BAR FOUNDATION INC
3515 LINDEN AVE
LONG BEACH,CA94553 		33-0585482 501(c)(3) 10,000       Project Support
(530) LOS ANGELES BROTHERHOOD CRUSADE INC
200 E SLAUSON AVE
LOS ANGELES,CA90807 		95-2543819 501(c)(3) 20,000       Sponsorships
(531) LOS ANGELES CHRISTIAN HEALTH CENTERS
202 W 1ST ST 4 0435
LOS ANGELES,CA90011 		95-4315734 501(c)(3) 50,000       Project Support
(532) LOS ANGELES GAY & LESBIAN CTR
1625 N SCHRADER BLVD
LOS ANGELES,CA90012 		95-3567895 501(c)(3) 34,250       Project Support
(533) LOS ANGELES TRADE TECH COLLEGE
400 W WASHINGTON BLVD
LOS ANGELES,CA90028 		95-3813527 501(c)(3) 9,500       Sponsorships
(534) LOS ANGELES YOUTH NETWORK
1857 TAFT AVE
LOS ANGELES,CA90015 		95-3953979 501(c)(3) 30,000       Project Support
(535) LOVE IN THE NAME OF CHRIST OF COWLITZ
3609 COLUMBIA HEIGHTS RD
LONGVIEW,WA90028 		27-3261065 501(c)(3) 7,000       Project Support
(536) LOVE OVERWHELMING
PO BOX 42
KELSO,WA98632 		46-4721592 501(c)(3) 109,520       Project Support
(537) LYNWOOD UNIFIED SCHOOL DISTRICT
11321 BULLIS RD
LYNWOOD,CA98626 		95-2798626 GOVERNMENT 45,000       Project Support
(538) MADERA COUNTY FOOD BANK
225 S PINE ST
MADERA,CA90262 		77-0513488 501(c)(3) 10,000       Project Support
(539) MAGEE-WOMENS RESEARCH INSTITUTE AND
3339 Ward Street
Pittsburgh,PA93637 		25-0965420 501(c)(3) 36,890       Research / Project Support
(540) MANDELA MARKETPLACE INC
1364 7TH ST
OAKLAND,CA15213 		11-3754129 501(c)(3) 30,000       Project Support
(541) MARIN HORIZON SCHOOL INC
305 MONTFORD AVE
MILL VALLEY,CA94607 		94-2427732 501(c)(3) 15,000       Project Support
(542) MARION-POLK FOOD SHARE INC
1660 SALEM INDUSTRIAL DR NE
SALEM,OR94941 		94-3034161 501(c)(3) 10,000       Project Support
(543) MARJAREE MASON CENTER
1600 M ST
FRESNO,CA97301 		94-1156639 501(c)(3) 50,000       Project Support
(544) MARTIN LUTHER KING JR FREEDOM CENTER
333 EAST 8TH ST
OAKLAND,CA93721 		94-3390034 501(c)(3) 75,000       Project Support
(545) MARTIN LUTHER KING JR COMMUNITY HEALTH
1680 E 120TH ST
LOS ANGELES,CA94606 		45-4433505 501(c)(3) 15,000       Sponsorships
(546) MARYS MERCY CENTER INC
PO BOX 7563
SAN BERNARDINO,CA90059 		33-0632426 501(c)(3) 17,100       Project Support
(547) MASSACHUSETTS GENERAL HOSPITAL
399 Revolution Drive
Somerville,MA92411 		04-1564655 501(c)(3) 26,056       Research / Project Support
(548) MEALS ON WHEELS FAMILY AND COMMUNITY
1300 CIVIC DR
WALNUT CREEK,CA02145 		68-0044205 501(c)(3) 10,000       Project Support
(549) MEALS ON WHEELS OF SAN FRANCISCO
1375 FAIRFAX AVE
SAN FRANCISCO,CA94596 		94-1741155 501(c)(3) 525,000       Project Support
(550) MEALS ON WHEELS OF SOLANO COUNTY
95 MARINA CENTER
SUISUN,CA94124 		94-2453452 501(c)(3) 30,000       Project Support
(551) MEALS ON WHEELS PEOPLE
7710 SW 31ST AVE
PORTLAND,OR94585 		93-0584318 501(c)(3) 15,000       Project Support
(552) MEDICAL EDUCATION IN COOPERATION WITH CUBA
1714 FRANKLIN ST100 282
Oakland,CA97219 		31-1603765 501(c)(3) 50,000       Project Support
(553) MEDICAL MISSION ADVENTURES
11540 BONHAM AVE
LAKEVIEW TERRACE,CA94612 		04-3661520 501(c)(3) 10,000       Project Support
(554) MEN EDUCATING MEN INC
537 CYPRESS AVE
PASADENA,CA91342 		27-2773299 501(c)(3) 7,500       Sponsorships
(555) MEND-MEET EACH NEED WITH DIGNITY
10641 N SAN FERNANDO RD
PACOIMA,CA91103 		23-7306337 501(c)(3) 21,620       Sponsorships
(556) MENTAL HEALTH AMERICA OF LOS ANGELES
200 PINE AVE 400
LONG BEACH,CA91331 		95-1881491 501(c)(3) 24,126       Project Support
(557) MENTAL HEALTH ASSOCIATION OF SAN MATEO
2686 SPRING ST
REDWOOD CITY,CA90802 		94-6034112 501(c)(3) 15,000       Project Support
(558) MENTIS
709 FRANKLIN ST
NAPA,CA94063 		94-1236934 501(c)(3) 29,968       Project Support
(559) MENTORING IN MEDICINE AND SCIENCE
333 HEGENBERGER RD 208
Oakland,CA94559 		27-3263074 501(c)(3) 95,000       Project Support
(560) MERCY FOUNDATION BAKERSFIELD
PO BOX 119
BAKERSFIELD,CA94621 		77-0201321 501(c)(3) 34,000       Project Support
(561) MERCY HOUSE LIVING CENTERS
PO BOX 1905
SANTA ANA,CA93302 		33-0315864 501(c)(3) 10,000       Project Support
(562) MET
PO BOX 283
PORTLAND,OR92702 		93-1151949 501(c)(3) 30,000       Project Support
(563) METROPOLITAN PUBLIC DEFENDER SERVICES
630 SW 5TH AVE STE 500
PORTLAND,OR97207 		93-0591637 501(c)(3) 99,000       Project Support
(564) MEXICAN AMERICAN LEGAL DEFENSE
634 S SPRING ST 11
LOS ANGELES,CA97204 		74-1563270 501(c)(3) 18,050       Sponsorships
(565) MF PLACE INC
PO BOX 3867
HOLLYWOOD,CA90014 		95-4834034 501(c)(3) 30,000       Project Support
(566) MICHELLES PLACE BREAST CANCER RESOURCE
41669 Winchester Rd 101
TEMECULA,CA90078 		33-0951216 501(c)(3) 20,000       Project Support
(567) MICHIGAN STATE UNIVERSITY
426 Auditorium Rd
East Lansing,MI92590 		38-6005984 Government 22,499       Research / Project Support
(568) MID-PENINSULA BOYS & GIRLS CLUB
200 NORTH QUEBEC ST
SAN MATEO,CA48824 		94-1431583 501(c)(3) 10,000       Project Support
(569) MIND BODY AWARENESS PROJECT
PO BOX 7541
OAKLAND,CA94143 		91-2167480 501(c)(3) 10,000       Project Support
(570) MINDFUL LIFE PROJECT
124 WASHINGTON AVE B
RICHMOND,CA94601 		47-5066819 501(c)(3) 95,000       Project Support
(571) MINDFUL SCHOOLS
1260 45TH ST B
EMERYVILLE,CA94801 		27-3261154 501(c)(3) 75,000       Project Support
(572) MISSION CITY COMMUNITY NETWORK
8527 SEPULVEDA BLVD
NORTH HILLS,CA94608 		95-4226189 501(c)(3) 15,000       Project Support
(573) MISSION LANGUAGE & VOCATIONAL SCHOOL
2929 19TH ST 2ND FL
SAN FRANCISCO,CA91343 		94-2174237 501(c)(3) 500,000       Project Support
(574) MISSION NEIGHBORHOOD CENTERS INC
362 CAPP ST
SAN FRANCISCO,CA94110 		94-1408150 501(c)(3) 1,000,000       Project Support
(575) MODEL NEIGHBORHOOD PROGRAM
1242 ALDINE CT
SAN PEDRO,CA94110 		95-4615739 501(c)(3) 10,000       Project Support
(576) MOMENTUM ALLIANCE
221 NW 2ND AVE STE 203
PORTLAND,OR90731 		45-4176224 501(c)(3) 30,000       Project Support
(577) MOMENTUM FOR MENTAL HEALTH
438 N WHITE RD
SAN JOSE,CA97209 		94-1496052 501(c)(3) 90,000       Project Support
(578) MONARCH SERVICES SERVICIOS MONARCA
233 E LAKE AVE
WATSONVILLE,CA95127 		94-2462783 501(c)(3) 30,000       Project Support
(579) MONUMENT CRISIS CENTER
1990 MARKET ST
CONCORD,CA95076 		41-2111171 501(c)(3) 40,000       Project Support
(580) MONUMENT IMPACT
1760 CLAYTON RD
CONCORD,CA94520 		94-3370919 501(c)(3) 25,000       Project Support
(581) MOSES HOUSE MINISTRIES
PO BOX 2033
VICTORVILLE,CA94520 		33-0568537 501(c)(3) 10,000       Project Support
(582) MOTION PACIFIC DANCE INC
131 FRONT ST E
SANTA CRUZ,CA92393 		46-5251353 501(c)(3) 6,700       Project Support
(583) MOVEMENT STRATEGY CENTER
436 14TH ST FL 5
OAKLAND,CA95060 		20-1037643 501(c)(3) 20,000       Project Support
(584) MUJERES UNIDAS Y ACTIVAS
3543 18TH ST 23
SAN FRANCISCO,CA94612 		20-2986926 501(c)(3) 30,000       Project Support
(585) MULTICULTURAL INTEGRATED KIDNEY
9155 SW BARNES RD 219
PORTLAND,OR94110 		45-0520604 501(c)(3) 15,000       Project Support
(586) MUTUAL ASSISTANCE NETWORK OF DEL PASO
811 GRAND AVE
SACRAMENTO,CA97225 		68-0332694 501(c)(3) 30,000       Project Support
(587) MY SISTERS HOUSE
PO BOX 188218
SACRAMENTO,CA95838 		68-0464114 501(c)(3) 20,000       Project Support
(588) NAMI CALIFORNIA
1851 HERITAGE LN 150
SACRAMENTO,CA95818 		94-2676057 501(c)(3) 139,320       Project Support
(589) NAMI SAN MATEO COUNTY
1650 BOREL PL
SAN MATEO,CA95815 		94-2650681 501(c)(3) 20,000       Project Support
(590) NAMI SONOMA COUNTY
182 FARMERS LN 202
SANTA ROSA,CA94402 		68-0041644 501(c)(3) 20,000       Project Support
(591) NAMI-VENTURA COUNTY
5251 VERDUGO WAY K
CAMARILLO,CA95405 		77-0037450 501(c)(3) 8,155       Project Support
(592) NAPA EMERGENCY WOMENS SERVICES
1141 PEAR TREE LANE 220
NAPA,CA93012 		94-2745889 501(c)(3) 20,000       Project Support
(593) NAPA SOLANO SANE SART
1141 PEAR TREE LN 220
NAPA,CA94558 		68-0285816 501(c)(3) 20,000       Project Support
(594) NAPA VALLEY CHILD ADVOCACY NETWORK INC
1909 JEFFERSON ST
NAPA,CA94558 		56-2498308 501(c)(3) 20,000       Project Support
(595) NARIKA
PO BOX 7779
BERKELEY,CA94559 		94-3162871 501(c)(3) 20,000       Project Support
(596) NATIONAL MEDICAL FELLOWSHIPS INC
12 E 46TH ST FL 5E
NEW YORK,NY94707 		01-0963657 501(c)(3) 13,750       Sponsorships
(597) NEIGHBORHOOD HOMEWORK HOUSE
777 E ALOSTA AVE
AZUSA,CA10017 		95-4713600 501(c)(3) 7,500       Project Support
(598) NEIGHBORHOOD HOUSING SERVICES OF
3926 WILSHIRE BLVD
LOS ANGELES,CA91702 		95-3938955 501(c)(3) 10,000       Project Support
(599) NEW DIRECTIONS FOR YOUTH INC
7315 N LANKERSHIM BLVD
N HOLLYWOOD,CA90010 		95-2973008 501(c)(3) 14,000       Project Support
(600) NEW HAVEN UNIFIED SCHOOL DISTRICT
34200 ALVARADO NILES RD
UNION CITY,CA91605 		94-1717886 GOVERNMENT 56,000       Project Support
(601) NEW HOPE FREE CLINIC INC
PO BOX 8157
REDLANDS,CA94587 		46-2473576 501(c)(3) 12,500       Project Support
(602) NEW HORIZONS CAREGIVERS GROUP
3129 S HACIENDA BLVD
HACIENDA HEIGHTS,CA92375 		75-3132090 501(c)(3) 9,000       Project Support
(603) NEXT DOOR SOLUTIONS TO DOMESTIC
234 E GISH RD
SAN JOSE,CA91745 		94-2420708 501(c)(3) 45,000       Project Support
(604) NIROGA INSTITUTE
111 FAIRMOUNT AVENUE
OAKLAND,CA95112 		20-2620278 501(c)(3) 130,000       Project Support
(605) NONPROFIT ASSOCIATION OF OREGON
5100 SW MACADAM AVE 360
PORTLAND,OR94611 		93-0685385 501(c)(3) 24,500       Project Support
(606) NONPROFIT RESOURCE CENTER
2031 K ST 2ND FL
SACRAMENTO,CA97239 		68-0173440 501(c)(3) 50,000       Project Support
(607) NORTH BAY CHILDRENS CENTER
932 C ST
NOVATO,CA95811 		94-3024246 501(c)(3) 20,000       Project Support
(608) NORTH BY NORTHEAST COMMUNITY HEALTH
714 NE ALBERTA ST
PORTLAND,OR94949 		72-1618287 501(c)(3) 65,000       Project Support
(609) NORTH MARIN COMMUNITY SERVICES
680 WILSON AVENUE
NOVATO,CA97211 		94-1735064 501(c)(3) 105,000       Project Support
(610) NORTH VALLEY CARING SERVICES INC
15435 RAYEN ST
NORTH HILLS,CA94947 		95-4444561 501(c)(3) 10,000       Project Support
(611) NORTHEAST VALLEY HEALTH CORP
1172 N MACLAY AVE
SAN FERNANDO,CA91343 		23-7120632 501(c)(3) 25,000       Project Support
(612) NORTHERN CALIFORNIA CENTER
101 BROOKWOOD AVE
SANTA ROSA,CA91340 		93-1144835 501(c)(3) 30,000       Project Support
(613) NORTHWEST FAMILY SERVICES
6200 SE KING RD
PORTLAND,OR95404 		93-0841022 501(c)(3) 75,000       Project Support
(614) NORTHWEST HOUSING ALTERNATIVES
2316 SE WILLARD ST
MILWAUKIE,OR97222 		93-0814473 501(c)(3) 15,000       Project Support
(615) NORTHWEST HUMAN SERVICES INC
681 CENTER ST NE
SALEM,OR97222 		93-0605570 501(c)(3) 30,000       Project Support
(616) NORTHWEST PILOT PROJECT INC
1430 SW BROADWAY 200
PORTLAND,OR97301 		93-0635871 501(c)(3) 30,000       Project Support
(617) NORTHWESTERN UNIVERSITY
633 Clark St Evanston
Evanston,IL97201 		36-2167817 501(c)(3) 55,151       Research
(618) NYU WINTHROP HOSPITAL
259 1ST ST
MINEOLA,NY60208 		11-1633486 501(c)(3) 193,742       Research
(619) OAK GROVE INSTITUTE FOUNDATION INC
24275 JEFFERSON AVE
MURRIETA,CA11501 		33-0470446 501(c)(3) 20,000       Project Support
(620) OAKLAND CALIFORNIA YOUTH OUTREACH INC
PO BOX 19500
OAKLAND,CA92562 		27-4707108 501(c)(3) 40,000       Project Support
(621) OAKLAND COMMUNITIES UNITED FOR EQUITY &
4799 SHATTUCK AVE
OAKLAND,CA94619 		30-1005887 501(c)(3) 25,000       Project Support
(622) OAKLAND ELIZABETH HOUSE
6423 COLBY ST
OAKLAND,CA94609 		94-3225949 501(c)(3) 20,000       Project Support
(623) OAKLAND POLICE ACTIVITIES LEAGUE
PO BOX 6788
OAKLAND,CA94618 		94-2826718 501(c)(3) 40,000       Project Support
(624) OAKLAND PUBLIC EDUCATION FUND
PO BOX 71005
OAKLAND,CA94603 		43-2014630 501(c)(3) 24,500       Project Support
(625) OCEAN PARK COMMUNITY CENTER
2116 ARLINGTON AVE
LOS ANGELES,CA94612 		95-6143865 501(c)(3) 18,000       Project Support
(626) OCHIN
1881 SW Naito Parkway
Portland,OR90018 		20-0195556 501(c)(3) 784,606       Research / Project Support
(627) OLE HEALTH
1100 TRANCAS ST
NAPA,CA95076 		23-7221695 501(c)(3) 130,000       Project Support
(628) OLIVE CREST
555 TECHNOLOGY CT 300
RIVERSIDE,CA94558 		95-2877102 501(c)(3) 20,000       Project Support
(629) ON THE MOVE
780 LINCOLN AVENUE
NAPA,CA92507 		75-3149095 501(c)(3) 40,000       Project Support
(630) ONE GENERATION
17400 VICTORY BLVD
VAN NUYS,CA94558 		95-4066979 501(c)(3) 13,000       Project Support
(631) ONE IN LONG BEACH INC
2017 E 4TH ST
LONG BEACH,CA91406 		95-3523149 501(c)(3) 10,000       Project Support
(632) ONE MIND
PO BOX 680
RUTHERFORD,CA90814 		68-0359707 501(c)(3) 1,500,000       Project Support
(633) ONE STEP A LA VEZ
421 SESPE AVE
FILLMORE,CA94573 		45-4604852 501(c)(3) 8,155       Project Support
(634) ONEILL SEA ODYSSEY
2222 E CLIFF DR 222
SANTA CRUZ,CA93015 		77-0464784 501(c)(3) 10,000       Project Support
(635) ON-SITE DENTAL CARE FOUNDATION INC
PO BOX 41111
SAN JOSE,CA95062 		77-0495262 501(c)(3) 50,000       Project Support
(636) ONTARIO MONTCLAIR SCHOOL
950 WEST D STREET
ONTARIO,CA95160 		95-6002267 501(c)(3) 15,000       Project Support
(637) ONTARIO-MONTCLAIR SCHOOL FOUNDATION
PO BOX 1426
ONTARIO,CA91762 		90-0716973 501(c)(3) 10,000       Project Support
(638) OPAL ENVIRONMENTAL JUSTICE OREGON
3202 SE 82ND AVE STE B
PORTLAND,OR91762 		20-2782595 501(c)(3) 45,000       Project Support
(639) OPEN HEART KITCHEN OF LIVERMORE INC
1141 CATALINA DR 137
LIVERMORE,CA97266 		94-3396038 501(c)(3) 40,000       Project Support
(640) OPERATION ACCESS
1119 MARKET ST
SAN FRANCISCO,CA94550 		94-3180356 501(c)(3) 350,000       Project Support
(641) OPERATION DIGNITY INC
3850 SAN PABLO AVE102
EMERYVILLE,CA94103 		94-3176007 501(c)(3) 95,000       Project Support
(642) OPERATION SAFE HOUSE INC
9685 HAYES ST
RIVERSIDE,CA94608 		33-0326090 501(c)(3) 20,000       Project Support
(643) ORANGEWOOD FOUNDATION
1575 E 17TH ST
SANTA ANA,CA92503 		95-3616628 501(c)(3) 80,000       Project Support
(644) OREGON CHILDRENS FOUNDATION
101 SW MARKET ST
PORTLAND,OR92705 		93-1051724 501(c)(3) 15,000       Project Support
(645) OREGON COLLEGE OF ORIENTAL MEDICINE
75 NW COUCH
PORTLAND,OR97201 		93-0845182 501(c)(3) 15,000       Project Support
(646) OREGON COMMUNITY FOUNDATION THE
1221 SW YAMHILL 100
PORTLAND,OR97209 		23-7315673 501(c)(3) 5,000,000       Project Support
(647) OREGON COMMUNITY HEALTH WORKERS
411 NE 19TH AVE
PORTLAND,OR97205 		93-1259522 501(c)(3) 208,000       Project Support
(648) OREGON FOOD BANK INC
PO BOX 55370
PORTLAND,OR97232 		93-0785786 501(c)(3) 15,000       Project Support
(649) OREGON HEALTH & SCIENCE UNIVERSITY
3181 SW Sam Jackson Prk
Portland,OR97238 		93-1176109 Government 110,281       Research / Project Support
(650) OREGON PARTNERSHIP INC
5101 SW MACADAM AVE 400
PORTLAND,OR91702 		93-0725294 501(c)(3) 215,000       Project Support
(651) OREGON PRIMARY CARE ASSOCIATION
333 SW 5TH AVE STE 250
PORTLAND,OR97239 		93-0877986 501(c)(3) 95,000       Project Support
(652) OREGON SCHOOL-BASED HEALTH ALLIANCE
911 NE DAVIS ST
PORTLAND,OR97204 		36-4588657 501(c)(3) 163,000       Project Support
(653) OREGON STATE HOSPITAL MUSEUM OF MENTAL
PO BOX 851
SALEM,OR97232 		27-1850784 501(c)(3) 15,000       Project Support
(654) OUTSIDE IN
1132 SW 13TH AVE
PORTLAND,OR97308 		93-0567549 501(c)(3) 94,000       Project Support
(655) PACIFIC CLINICS
800 S SANTA ANITA AVE
ARCADIA,CA97205 		95-1644034 501(c)(3) 14,333       Sponsorships
(656) PACIFICA RESOURCE CENTER
1809 PALMETTO AVE
PACIFICA,CA91006 		81-1496989 501(c)(3) 10,000       Project Support
(657) PAJARO VALLEY LOAVES AND FISHES INC
150 2ND ST
WATSONVILLE,CA94044 		77-0319247 501(c)(3) 15,000       Project Support
(658) PAJARO VALLEY PREVENTION & STUDENT
335 E LAKE AVE
WATSONVILLE,CA95076 		77-0269322 501(c)(3) 98,000       Project Support
(659) PAJARO VALLEY UNIFIED SCHOOL DISTRICT
294 GREEN VALLEY RD
WATSONVILLE,CA95076 		77-0375541 GOVERNMENT 20,000       Project Support
(660) Palo Alto Medical Foundation Res Instit
795 E Camino Real
Palo Alto,CA95076 		94-1156581 501(c)(3) 90,055       Research
(661) PARENT TEACHER HOME VISIT PROJECT INC
2411 15TH ST
SACRAMENTO,CA94301 		51-0477445 501(c)(3) 30,000       Project Support
(662) PARTI
2576 GUMDROP DR
SAN JOSE,CA95818 		76-0832431 501(c)(3) 15,000       Project Support
(663) PARTNERS FOR A HUNGER FREE OREGON
712 SE HAWTHORNE-STE 202
PORTLAND,OR95148 		20-4970868 501(c)(3) 15,000       Project Support
(664) PARTNERS IN CARE FOUNDATION
732 MOTT ST 150
SAN FERNANDO,CA97214 		95-3954057 501(c)(3) 9,750       Sponsorships
(665) PARTNERSHIPS FOR TRAUMA RECOVERY
1936 UNIVERSITY AVE191
BERKELEY,CA91340 		47-3948973 501(c)(3) 25,000       Project Support
(666) PASADENA SENIOR CENTER
85 E HOLLY ST
PASADENA,CA94704 		95-2085393 501(c)(3) 15,000       Sponsorships
(667) PEACE OVER VIOLENCE
1015 WILSHIRE BLVD
LOS ANGELES,CA91103 		51-0179305 501(c)(3) 8,848       Sponsorships
(668) PENINSULA FAMILY CONNECTIONS
220 TWIN DOLPHIN DR
REDWOOD CITY,CA90017 		94-3315163 501(c)(3) 10,000       Project Support
(669) PENINSULA FAMILY SERVICE
24 SECOND AVENUE
SAN MATEO,CA94065 		94-1186169 501(c)(3) 15,000       Project Support
(670) PENINSULA VOLUNTEERS INC
800 MIDDLE AVE
MENLO PARK,CA94401 		94-1294939 501(c)(3) 10,000       Project Support
(671) Pennsylvania State University
227 Beaver Ave Ste 401
State College,PA94025 		24-6000376 Government 261,175       Research / Project Support
(672) PEOPLE ASSISTING THE HOMELESS
340 N MADISON AVE
LOS ANGELES,CA16801 		95-3950196 501(c)(3) 15,000       Project Support
(673) PEOPLE REACHING OUT INC
5299 AUBURN BLVD
SACRAMENTO,CA90004 		94-2795430 501(c)(3) 20,000       Project Support
(674) PHYSICIANS MEDICAL FORUM
6114 LA SALLE AVE601
OAKLAND,CA95841 		30-0086728 501(c)(3) 75,000       Project Support
(675) PITTSBURG UNIFIED SCHOOL DISTRICT
3200 LOVERIDGE RD
PITTSBURG,CA94611 		52-1771225 GOVERNMENT 90,000       Project Support
(676) PLACER COUNTY OFFICE OF EDUCATION
360 NEVADA ST
AUBURN,CA94565 		94-6002096 GOVERNMENT 20,000       Project Support
(677) PLACER FOOD BANK
8284 INDUSTRIAL AVE
ROSEVILLE,CA95603 		94-1740316 501(c)(3) 130,000       Project Support
(678) PLANNED PARENTHOOD
400 WEST 30TH STREET
LOS ANGELES,CA95678 		95-2408623 501(c)(3) 12,000       Project Support
(679) PLANNED PARENTHOOD MAR MONTE INC
1746 THE ALAMEDA
SAN JOSE,CA90007 		94-1583439 501(c)(3) 20,000       Project Support
(680) PLANNED PARENTHOOD SHASTA DIABLO
2185 PACHECO ST
CONCORD,CA95126 		94-1575233 501(c)(3) 20,000       Project Support
(681) PLAYWORKS EDUCATION ENERGIZED
460 E CARSON PLAZA DR106
CARSON,CA94520 		94-3251867 501(c)(3) 190,000       Project Support
(682) POGO PARK
2604 ROOSEVELT AVE
RICHMOND,CA90746 		32-0318691 501(c)(3) 20,000       Project Support
(683) POMONA COMMUNITY HEALTH CENTER
1450 EAST HOLT AVE
POMONA,CA94804 		22-3914738 501(c)(3) 15,000       Project Support
(684) POMONA UNIFIED SCHOOL DISTRICT
800 S GAREY AVE
POMONA,CA91767 		95-6002457 GOVERNMENT 18,000       Project Support
(685) PORTLAND CHILDRENS MUSEUM
4015 SW CANYON RD
PORTLAND,OR91766 		93-1278089 501(c)(3) 15,000       Project Support
(686) PORTLAND LEADERSHIP FOUNDATION
809 N RUSSELL ST 203
PORTLAND,OR97221 		26-4224606 501(c)(3) 70,000       Project Support
(687) PORTLAND MEET PORTLAND
1320 SE 122ND AVE
PORTLAND,OR97227 		47-2471876 501(c)(3) 10,000       Project Support
(688) PORTLAND PARKS FOUNDATION
1500 SW 1ST AVE STE 760
PORTLAND,OR97233 		93-1319970 501(c)(3) 15,000       Project Support
(689) PORTLAND WORKFORCE ALLIANCE
7100 SE DIVISION ST
PORTLAND,OR97201 		27-2964874 501(c)(3) 10,000       Project Support
(690) PORTOLA FAMILY CONNECTION CENTER
2565 SAN BRUNO AVE
SAN FRANCISCO,CA97206 		94-3213689 501(c)(3) 15,000       Project Support
(691) PORTUGUESE ORGANIZATION FOR SOCIAL
1115 E SANTA CLARA ST
SAN JOSE,CA94134 		51-0187655 501(c)(3) 35,000       Project Support
(692) POSITIVE RESULTS CORPORATION
1128 W GARDENA BLVD
GARDENA,CA95116 		95-4455668 501(c)(3) 60,000       Project Support
(693) POVERELLO HOUSE
412 F ST
FRESNO,CA90247 		77-0007985 501(c)(3) 75,000       Project Support
(694) PRC
170 9TH ST
SAN FRANCISCO,CA93706 		94-3078431 501(c)(3) 10,000       Project Support
(695) PRESCHOOL COLLABRATION PTA
900 TRAVIS BLVD
FAIRFIELD,CA94103 		90-1074067 501(c)(3) 20,000       Project Support
(696) PRESIDENT AND FELLOWS OF HARVARD COLLEGE
677 Huntington Ave
Boston,MA94533 		04-2103580 501(c)(3) 37,586       Research / Project Support
(697) PRIMARY SCHOOL EAST PALO ALTO
1765 E BAYSHORE RD
EAST PALO ALTO,CA02115 		47-3334579 501(c)(3) 200,000       Project Support
(698) PROJECT ACCESS INC
2100 W ORANGEWOOD AVE230
ORANGE,CA94303 		33-0834635 501(c)(3) 25,000       Project Support
(699) PROJECT ACCESS NOW
PO BOX 10953
PORTLAND,OR92868 		20-8928388 501(c)(3) 897,543       Project Support
(700) PROJECT ANGEL FOOD
922 VINE ST
LOS ANGELES,CA97296 		95-4115863 501(c)(3) 43,500       Project Support
(701) PROJECT AVARY INC
PO BOX 150088
SAN RAFAEL,CA90038 		68-0433289 501(c)(3) 20,000       Project Support
(702) PROJECT HEAL
3818 WEST DR
DOUGLASTON,NY94915 		26-2614278 501(c)(3) 10,000       Project Support
(703) PROJECT SISTER FAMILY SERVICES
PO BOX 1369
POMONA,CA11363 		23-7116161 501(c)(3) 17,000       Project Support
(704) PROUD GROUND
5288 N INTERSTATE AVE
PORTLAND,OR91769 		93-1290320 501(c)(3) 30,000       Project Support
(705) Providence Health Systems
5251 NE Glisan Street A
Portland,OR97217 		93-0386906 501(c)(3) 45,000       Project Support
(706) PUBLIC COUNSEL
610 S ARDMORE AVE
LOS ANGELES,CA97213 		23-7105149 501(c)(3) 9,000       Sponsorships
(707) PUBLIC HEALTH ADVOCATES
PO BOX 2309
DAVIS,CA90005 		95-4723901 501(c)(3) 220,000       Project Support
(708) PUBLIC HEALTH INSTITUTE
555 12TH ST 10TH FL
OAKLAND,CA95617 		94-1646278 501(c)(3) 415,000       Project Support
(709) PV COMMUNITY HEALTH TRUST
85 NEILSON ST
WATSONVILLE,CA94607 		94-1149702 501(c)(3) 75,000       Project Support
(710) QUEST CENTER FOR INTEGRATIVE HEALTH
2901 E BURNSIDE
PORTLAND,OR95076 		93-1121778 501(c)(3) 15,000       Project Support
(711) RAFIKI COALITION FOR HEALTH & WELLNESS
601 CESAR CHAVEZ
SAN FRANCISCO,CA97214 		94-3098879 501(c)(3) 40,000       Project Support
(712) RANCHO LOS AMIGOS FOUNDATION
7601 IMPERIAL HWY TRLR 1
DOWNEY,CA94124 		95-3849600 501(c)(3) 7,500       Sponsorships
(713) RAND
1776 Main Street
Santa Monica,CA90242 		95-1958142 501(c)(3) 17,531       Research / Project Support
(714) RAPE TRAUMA SERVICES
1860 EL CAMINO REAL SUITE 406
BURLINGAME,CA90401 		94-3215045 501(c)(3) 15,000       Project Support
(715) RAPHAEL HOUSE OF SAN FRANCISCO INC
1065 SUTTER ST
SAN FRANCISCO,CA94010 		94-3141608 501(c)(3) 15,000       Project Support
(716) RAVENSWOOD EDUCATION FOUNDATION
PO BOX 396
MENLO PARK,CA94109 		26-0166433 501(c)(3) 20,000       Project Support
(717) REACH OUT AND READ INC
56 ROLAND ST STE 100D
BOSTON,MA94026 		04-3481253 501(c)(3) 98,000       Project Support
(718) REACH OUT WEST END
1126 W FOOTHILL BLVD 250
UPLAND,CA91786 		95-2642747 501(c)(3) 25,000       Project Support
(719) REBEKAH CHILDRENS SERVICES
290 IOOF AVENUE
GILROY,CA91786 		94-1167402 501(c)(3) 50,000       Project Support
(720) REBUILDING TOGETHER SILICON VALLEY
1701 S 7TH ST 10
SAN JOSE,CA95020 		77-0289381 501(c)(3) 20,000       Project Support
(721) RECOVERY CAFE SAN JOSE INC
80 S 5TH ST
SAN JOSE,CA95112 		45-4496745 501(c)(3) 25,000       Project Support
(722) RECTOR WARDENS AND VESTRY OF THE CHURCH
4368 SANTA ANITA AVE
EL MONTE,CA95112 		95-1765149 501(c)(3) 10,000       Project Support
(723) REDWOOD CITY POLICE ACTIVITIES LEAGUE
3399 BAY ROAD
REDWOOD CITY,CA91731 		94-3229506 501(c)(3) 10,000       Project Support
(724) REDWOOD COMMUNITY HEALTH COALITION
1310 REDWOOD WAY
PETALUMA,CA94063 		94-3220029 501(c)(3) 119,500       Project Support
(725) REGENTS OF THE UNIVERSITY OF MICHIGAN
3003 S State Street
Ann Arbor,MI94954 		38-6006309 Government 705,208       Research / Project Support
(726) REGENTS OF THE UNIVERSITY OF Minnesota
200 Oak St SE
Minneapolis,MN48109 		06-1793666 Government 64,036       Research / Project Support
(727) REGENTS UNIVERSITY OF CALIFORNIA
10889 WILSHIRE BLVD
LOS ANGELES,CA95455 		95-6006143 501(c)(3) 711,607       Research
(728) REGIONAL PARKS FOUNDATION
2950 PERALTA OAKS CT
OAKLAND,CA90024 		23-7011877 501(c)(3) 70,000       Sponsorships
(729) REIMAGINE MACK ROAD FOUNDATION
75 QUINTA CT
SACRAMENTO,CA94605 		46-4193875 501(c)(3) 60,000       Project Support
(730) RENAISSANCE ENTREPRENEURSHIP CENTER
275 5TH ST
SAN FRANCISCO,CA95823 		94-2793122 501(c)(3) 90,000       Project Support
(731) RESCUE MISSION ALLIANCE
315 NORTH A ST
OXNARD,CA94103 		23-7278002 501(c)(3) 10,000       Project Support
(732) RESEARCH FOUNDATION FOR THE STATE Univ NY
402 Crofts Hall
Buffalo,NY93030 		14-1368361 501(c)(3) 5,222       Research / Project Support
(733) RESOURCES FOR COMMUNITY DEVELOPMENT
2220 OXFORD ST
BERKELEY,CA14260 		94-2952466 501(c)(3) 30,000       Project Support
(734) RETURNING VETERANS PROJECT
833 SE MAIN ST 429
PORTLAND,OR94704 		20-4034255 501(c)(3) 15,000       Project Support
(735) RICHMOND AREA MULTI-SERVICES
4355 GEARY BLVD
SAN FRANCISCO,CA97214 		23-7389436 501(c)(3) 40,000       Project Support
(736) RIGHTWAY FOUNDATION
3650 W MLK JR BLVD
LOS ANGELES,CA94118 		90-0761009 501(c)(3) 10,000       Project Support
(737) RIM FAMILY SERVICES INC
PO BOX 578
SKYFOREST,CA90008 		33-0496148 501(c)(3) 20,000       Project Support
(738) RIVER CITY FOOD BANK
PO BOX 160204
SACRAMENTO,CA92385 		91-1851398 501(c)(3) 15,000       Project Support
(739) RIVER TO COAST CHILDRENS SERVICES INC
PO BOX 16
GUERNEVILLE,CA95816 		94-2378459 501(c)(3) 20,000       Project Support
(740) RIVERSIDE AREA RAPE CRISIS CENTER
1845 CHICAGO AVE
RIVERSIDE,CA95446 		95-3245057 501(c)(3) 20,000       Project Support
(741) RIVERSIDE COMMUNITY HEALTH FOUNDATION
4275 LEMON ST
RIVERSIDE,CA92507 		23-7276444 501(c)(3) 20,000       Project Support
(742) RIVERSIDE MEDICAL CLINIC CHARITABLE
PO BOX 2605
RIVERSIDE,CA92501 		30-0796418 501(c)(3) 24,600       Sponsorships
(743) RIVERSIDE UNIVERSITY HEALTH SYSTEM
PO BOX 9850
MORENO VALLEY,CA92516 		33-0374018 501(c)(3) 25,000       Project Support
(744) ROBBY POBLETE FOUNDATION
5055 BUSINESS CENTER DR
FAIRFIELD,CA92552 		82-0740692 501(c)(3) 20,000       Project Support
(745) ROBERT F KENNEDY INSTITUTE OF COMMUNITY
544 N AVALON BLVD309
WILMINGTON,CA94534 		33-0531975 501(c)(3) 10,000       Project Support
(746) ROBERTS FAMILY DEVELOPMENT CENTER
770 DARINA AVE
SACRAMENTO,CA90744 		68-0470557 501(c)(3) 30,000       Project Support
(747) ROOTS COMMUNITY HEALTH CENTER
9925 INTERNATIONAL BLVD
OAKLAND,CA95815 		26-2583954 501(c)(3) 40,000       Project Support
(748) ROSEWOOD INITIATIVE
16126 SE STARK ST
PORTLAND,OR94603 		27-3823320 501(c)(3) 90,000       Project Support
(749) ROTACARE BAY AREA INC
514 VALLEY WAY
MILPITAS,CA97233 		77-0328723 501(c)(3) 45,000       Project Support
(750) RUBICON PROGRAMS INC
2500 BISSELL AVENUE
RICHMOND,CA95035 		94-2301550 501(c)(3) 100,000       Project Support
(751) RYSE INC
205 41ST ST
RICHMOND,CA94804 		26-0692904 501(c)(3) 30,000       Project Support
(752) SAC HEALTH SYSTEM
250 S G ST
SAN BERNARDINO,CA94805 		33-0664371 501(c)(3) 15,000       Project Support
(753) SACRAMENTO CHILDRENS HOME
2750 SUTTERVILLE RD
SACRAMENTO,CA92410 		94-1156588 501(c)(3) 20,000       Project Support
(754) SACRAMENTO CITY UNIFIED SCHOOL
5735 47TH AVE
SACRAMENTO,CA95820 		94-6002491 GOVERNMENT 148,000       Project Support
(755) SACRAMENTO FOOD BANK & FAMILY SERVICES
3333 THIRD AVENUE
SACRAMENTO,CA95824 		94-3315566 501(c)(3) 95,000       Project Support
(756) SACRAMENTO LOAVES AND FISHES
PO BOX 2161
SACRAMENTO,CA95817 		68-0189897 501(c)(3) 25,000       Project Support
(757) SACRAMENTO NEIGHBORHOOD HOUSING SERVICES
2411 ALHAMBRA BLVD200
SACRAMENTO,CA95811 		68-0118032 501(c)(3) 15,000       Project Support
(758) SACRAMENTO SELF-HELP HOUSING INC
PO BOX 188445
SACRAMENTO,CA95817 		68-0217383 501(c)(3) 20,000       Project Support
(759) SAFE & SOUND
1757 WALLER ST
SAN FRANCISCO,CA95818 		94-2455072 501(c)(3) 15,000       Project Support
(760) SAFE ALTERNATIVES TO VIOLENT ENVIRONMENTS
1900 MOWRY AVE
FREMONT,CA94117 		94-2520559 501(c)(3) 20,000       Project Support
(761) SAFE PASSAGES
250 FRANK H OGAWA PLZ
OAKLAND,CA94538 		20-4535835 501(c)(3) 135,000       Project Support
(762) SAFE ROUTES TO SCHOOL NATIONAL
PO BOX 102088
PASADENA,CA94612 		46-2694434 501(c)(3) 400,000       Project Support
(763) SALEM FREE MEDICAL CLINIC
1301 BROADWAY ST NE 104
SALEM,OR91189 		20-3549992 501(c)(3) 23,000       Project Support
(764) SALEM HARVEST INC
PO BOX 483
SALEM,OR97301 		45-3043885 501(c)(3) 9,000       Project Support
(765) SALEM HOSPITAL
PO BOX 14001
SALEM,OR97308 		93-0579722 501(c)(3) 2,644,218       Project Support
(766) SALEM-KEIZER COALITION FOR EQUALITY
3850 PORTLAND RD NE 100
SALEM,OR97309 		65-1203900 501(c)(3) 50,000       Project Support
(767) SALUD PARA LA GENTE
195 AVIATION WAY200
WATSONVILLE,CA97301 		94-2705747 501(c)(3) 95,000       Project Support
(768) SAMARITAN COUNSELING CENTER
1126 W FOOTHILL BLVD 111
UPLAND,CA95076 		95-3160005 501(c)(3) 15,000       Project Support
(769) SAMARITAN HOUSE
4031 PACIFIC BLVD
SAN MATEO,CA91786 		23-7416272 501(c)(3) 35,000       Project Support
(770) SAN BERNARDINO CITY UNIFIED SCHOOL
777 N F ST
SAN BERNARDINO,CA94403 		95-2285577 Government 17,100       Project Support
(771) SAN BERNARDINO SEXUAL ASSAULT
444 N ARROWHEAD AVE
SAN BERNARDINO,CA92410 		95-3543081 501(c)(3) 22,100       Project Support
(772) SAN DIEGO STATE UNIVERSITY
5250 Campanile Drive
San Diego,CA92401 		33-0373293 Government 164,168       Research / Project Support
(773) SAN FERNANDO COMMUNITY HOSPITAL
732 MOTT ST 100
SAN FERNANDO,CA94109 		51-0142144 501(c)(3) 14,000       Project Support
(774) SAN FRANCISCO COMMUNITY CLINIC
2720 TAYLOR ST
SAN FRANCISCO,CA91340 		94-2897258 501(c)(3) 20,000       Project Support
(775) SAN FRANCISCO MARKET CORPORATION
2095 JERROLD AVE
SAN FRANCISCO,CA94133 		45-4849844 501(c)(3) 10,000       Project Support
(776) SAN FRANCISCO PARKS ALLIANCE
1663 MISSION ST320
SAN FRANCISCO,CA94124 		23-7131784 501(c)(3) 1,765,000       Project Support
(777) SAN FRANCISCO PARTICULAR COUNCIL
1175 HOWARD ST
SAN FRANCISCO,CA94103 		94-1571017 501(c)(3) 10,000       Project Support
(778) SAN GABRIEL UNIFIED SCHOOL
408 JUNIPERO SERRA DR
SAN GABRIEL,CA94103 		95-6000777 Government 10,651       Project Support
(779) SAN GABRIEL VALLEY FOUNDATION FOR DENTAL
14101 E NELSON AVE
LA PUENTE,CA91776 		95-4590029 501(c)(3) 10,000       Project Support
(780) San Gabriel Valley Habitat for Humanity
400 South Irwindale Ave
Azusa,CA91746 		95-4244947 501(c)(3) 10,000       Project Support
(781) SAN JOAQUIN COUNTY OFFICE
PO BOX 213030
STOCKTON,CA91702 		68-0006282 GOVERNMENT 70,000       Project Support
(782) SAN JOSE EVERGREEN COMMUNITY COLLEGE
600 S BASCOM AVE T-124
SAN JOSE,CA95213 		77-0100756 GOVERNMENT 30,000       Project Support
(783) SAN JOSE PARKS RECREATION SVCS
200 E SANTA CLARA ST
SAN JOSE,CA95128 		94-6000419 GOVERNMENT 44,408       Project Support
(784) SAN JUAN UNIFIED SCHOOL DISTRICT
3738 WALNUT AVE
CARMICHAEL,CA95113 		94-6002533 GOVERNMENT 90,000       Project Support
(785) SAN MATEO COUNTY SHERIFFS ACTIVITIES
3151 EDISON WAY
REDWOOD CITY,CA95608 		45-0617342 501(c)(3) 20,000       Project Support
(786) SAN MATEO POLICE ACTIVITIES
200 FRANKLIN PARKWAY
SAN MATEO,CA94063 		31-1593896 501(c)(3) 15,000       Project Support
(787) SAN PABLO POLICE DEPARTMENT
13880 SAN PABLO AVE
SAN PABLO,CA94403 		94-6000423 GOVERNMENT 40,000       Project Support
(788) SANGER UNIFIED SCHOOL DISTRICT
1905 7TH ST
SANGER,CA94806 		95-6002210 GOVERNMENT 75,000       Project Support
(789) SANTA CLARITA VALLEY BOYS
24909 NEWHALL AVE
NEWHALL,CA93657 		95-2572622 501(c)(3) 10,000       Project Support
(790) SANTA CRUZ COMMUNITY HEALTH CENTERS
125 WATER ST A2
SANTA CRUZ,CA91321 		23-7428303 501(c)(3) 300,000       Project Support
(791) SANTA CRUZ MAH
705 FRONT ST
SANTA CRUZ,CA95060 		94-2718861 501(c)(3) 10,000       Project Support
(792) SANTA ROSA COMMUNITY HEALTH
3569 ROUND BARN CIR
SANTA ROSA,CA95060 		68-0365296 501(c)(3) 348,000       Project Support
(793) SANTA ROSA JUNIOR COLLEGE
1501 MENDOCINO AVE
SANTA ROSA,CA95403 		94-6033759 government 20,000       Project Support
(794) SANTA ROSA PARKS FOUNDATION
1014 HOPPER AVE
SANTA ROSA,CA95401 		46-1409462 501(c)(3) 500,000       Project Support
(795) SATELLITE AFFORDABLE HOUSING ASSOCIATES
1835 ALCATRAZ AVE
BERKELEY,CA95403 		94-3186770 501(c)(3) 25,000       Project Support
(796) SAVE BLACK BOYS
1842 N BULLIS RD Q
COMPTON,CA94703 		47-2096517 501(c)(3) 27,500       Project Support
(797) SCHOOL HEALTH CLINICS OF SANTA CLARA
6840 VIA DEL ORO
SAN JOSE,CA90221 		77-0031679 501(c)(3) 50,000       Project Support
(798) SCOPA HAS A DREAM INC
PO BOX 1004
HEALDSBURG,CA95119 		27-3044487 501(c)(3) 110,000       Project Support
(799) SCOTTS VALLEY EDUCATIONAL FOUNDATION
245 MOUNT HERMON RD
SCOTTS VALLEY,CA95448 		77-0006718 501(c)(3) 10,000       Project Support
(800) SEATTLE CHILDRENS HOSPITAL
2001 Eighth Avenue
Seattle,WA95066 		91-1156519 501(c)(3) 273,030       Research / Project Support
(801) SECOND HARVEST FOOD BANK
8014 MARINE WAY
IRVINE,CA92516 		32-0362611 501(c)(3) 25,000       Project Support
(802) SECOND HARVEST FOOD BANK OF SAN JOAQUIN
1220 VANDERBILT CIR
MANTECA,CA92618 		68-0376587 501(c)(3) 30,000       Project Support
(803) SECOND HARVEST FOOD BANK SANTA CRUZ
800 OHLONE PKWY
WATSONVILLE,CA95337 		77-0326685 501(c)(3) 95,000       Project Support
(804) Second Harvest of Silicon Valley
4001 N First St
San Jose,CA95076 		94-2614101 501(c)(3) 95,000       Project Support
(805) SEEDS COMMUNITY RESOLUTION CENTER
2530 SAN PABLO AVE
BERKELEY,CA95134 		94-3054165 501(c)(3) 25,000       Project Support
(806) SELF ENHANCEMENT INC
3920 N KERBY AVE
PORTLAND,OR94702 		93-1086629 501(c)(3) 50,000       Project Support
(807) SENECA FAMILY OF AGENCIES
6925 CHABOT RD
OAKLAND,CA97227 		94-2971761 501(c)(3) 128,000       Project Support
(808) SENIOR COASTSIDERS
925 MAIN ST
HALF MOON BAY,CA94618 		94-3119310 501(c)(3) 10,000       Project Support
(809) SENIOR SUPPORT OF THE TRI VALLEY
5353 SUNOL BOULEVARD
PLEASANTON,CA94019 		20-3225569 501(c)(3) 20,000       Project Support
(810) SENIORS FIRST
12183 LOCKSLEY LN
AUBURN,CA94596 		68-0430154 501(c)(3) 22,500       Project Support
(811) SFGH FOUNDATION CO HEROES AND HEARTS
2789 25TH ST 2028
SAN FRANCISCO,CA95602 		94-3189424 501(c)(3) 5,000,000       Project Support
(812) SHANTI PROJECT INC
730 POLK ST FL 3
SAN FRANCISCO,CA94110 		94-2297147 501(c)(3) 20,000       Project Support
(813) SHARE INC
2306 NE ANDRESEN RD
VANCOUVER,WA94109 		91-1205119 501(c)(3) 45,000       Project Support
(814) SHAREFEST COMMUNITY DEVELOPMENT INC
638 S BEACON ST 700
SAN PEDRO,CA98661 		20-5651596 501(c)(3) 10,000       Project Support
(815) SHELTER INC OF CONTRA COSTA COUNTY
PO BOX 5368
CONCORD,CA90731 		68-0117241 501(c)(3) 207,500       Project Support
(816) SHELTER PARTNERSHIP INC
520 S GRAND AVE 695
LOS ANGELES,CA94524 		95-3976214 501(c)(3) 13,750       Sponsorships
(817) SHELTERCARE
499 W 4TH AVE
EUGENE,OR90071 		23-7115003 501(c)(3) 407,376       Project Support
(818) SHERIFFS COMMUNITY IMPACT PROGRAM THE
2350 NORTHROP AVE
SACRAMENTO,CA97401 		27-3457087 501(c)(3) 20,000       Project Support
(819) Shirley Ware Education Foundation
1000 Broadway675
Oakland,CA95825 		94-3319072 501(c)(3) 32,500,000       Project Support
(820) Shrine of the Holy Cross Parish Daphne
612 Main Street
Daphne,AL94607 		47-3618645 501(c)(3) 7,500       Project Support
(821) SIERRA FOREVER FAMILIES
8928 VOLUNTEER LN100
SACRAMENTO,CA36526 		68-0002878 501(c)(3) 20,000       Project Support
(822) SIERRA HEALTH FOUNDATION CENTER FOR
1321 GARDEN HWY 210
SACRAMENTO,CA95826 		45-5282243 501(c)(3) 125,000       Project Support
(823) SIERRA VISTA CHILD AND FAMILY SERVICES
100 POPLAR AVENUE
MODESTO,CA95833 		94-2158023 501(c)(3) 150,000       Project Support
(824) SINGLE MOTHERS OUTREACH
24781 APPLE ST B
SANTA CLARITA,CA95354 		95-4646004 501(c)(3) 10,000       Project Support
(825) SMILE UNTO HIM
1317 W FOOTHILL BLVD 138
UPLAND,CA91321 		47-3989669 501(c)(3) 20,000       Project Support
(826) SOCIAL ADVOCATES FOR YOUTH
2447 SUMMERFIELD RD
SANTA ROSA,CA91786 		94-1711490 501(c)(3) 20,000       Project Support
(827) SOCIAL GOOD FUND
12651 SAN PABLO AVE5473
RICHMOND,CA95405 		46-1323531 501(c)(3) 13,000       Project Support
(828) SOCIAL JUSTICE LEARNING INSTITUTE INC
600 CENTINELA AVE
INGLEWOOD,CA94805 		26-3413373 501(c)(3) 10,000       Project Support
(829) SOCIAL SCIENCE SERVICES INC
18612 SANTA ANA AVE
BLOOMINGTON,CA90302 		95-2914237 501(c)(3) 15,000       Project Support
(830) SOCIETY OF ST VINCENT DE PAUL
8101 SE CORNWELL ST
PORTLAND,OR92316 		93-0456525 501(c)(3) 30,000       Project Support
(831) SOCIETY OF ST VINCENT DE PAUL OF CONTRA
2210 GLADSTONE DR
PITTSBURG,CA97206 		94-1448577 501(c)(3) 40,000       Project Support
(832) SOIL BORN FARMS URBAN PROJECT
PO BOX 661175
SACRAMENTO,CA94565 		20-0774693 501(c)(3) 35,000       Project Support
(833) SOLANO COUNTY OFFICE OF EDUCATION
5100 BUSINESS CENTER DR
FAIRFIELD,CA95866 		94-6002197 GOVERNMENT 45,000       Project Support
(834) SOLUTIONS FOR AT RISK YOUTH
579 WILLOW CT
BENICIA,CA94533 		68-0479787 501(c)(3) 10,000       Project Support
(835) SOMALI AMERICAN COUNCIL OF OREGON
1511 SE 122ND AVE
PORTLAND,OR94510 		32-0338616 501(c)(3) 30,000       Project Support
(836) SONOMA COUNTY COMMUNITY DEVELOPMENT
1440 GUERNEVILLE RD
SANTA ROSA,CA97233 		94-2158408 501(c)(3) 75,000       Project Support
(837) SONOMA COUNTY HEALTH SERVICES
DHS PUBLIC HEALTH LAB
SANTA ROSA,CA95403 		94-6000539 GOVERNMENT 208,000       Project Support
(838) SONOMA COUNTY OFFICE OF
5340 SKYLANE BLVD
SANTA ROSA,CA95405 		94-6002635 GOVERNMENT 110,000       Project Support
(839) SONRISAS DENTAL HEALTH INC
430 N EL CAMINO REAL
SAN MATEO,CA95403 		94-3390196 501(c)(3) 40,000       Project Support
(840) SOUTH BAY FAMILY
23430 HAWTHORNE BLVD
TORRANCE,CA94401 		23-7049937 501(c)(3) 10,000       Project Support
(841) SOUTH CENTRAL FAMILY HEALTH CENTER
1111 E VERNON AVE
LOS ANGELES,CA90505 		95-3877793 501(c)(3) 17,750       Project Support
(842) SOUTH SAN FRANCISCO PARKS DEPT
33 ARROYO DR
SO SAN FRANCISCO,CA90011 		94-6000435 GOVERNMENT 12,500       Project Support
(843) SOUTHERN ALAMEDA COUNTY COMMITTEE FOR
21455 BIRCH ST STE 5
HAYWARD,CA94080 		94-2297155 501(c)(3) 125,000       Project Support
(844) SOUTHLAND INTEGRATED SERVICES INC
1618 W 1ST ST
SANTA ANA,CA94541 		95-3403526 501(c)(3) 20,000       Project Support
(845) SOW A SEED COMMUNITY FOUNDATION
35 E 10TH ST D1
TRACY,CA92703 		11-3821058 501(c)(3) 68,600       Project Support
(846) SPECIAL SERVICE FOR GROUPS
905 E 8TH ST
LOS ANGELES,CA95376 		95-1716914 501(c)(3) 84,000       Project Support
(847) SPOON FOUNDATION
135 SE MAIN ST STE 201
PORTLAND,OR90021 		26-0712302 501(c)(3) 15,000       Project Support
(848) SPUR
654 MISSION ST
SAN FRANCISCO,CA97214 		94-1498232 501(c)(3) 40,000       Project Support
(849) ST JOHNS PROGRAM FOR REAL CHANGE
2443 FAIR OAKS BLVD
SACRAMENTO,CA94105 		68-0132934 501(c)(3) 25,000       Project Support
(850) ST FRANCIS CENTER OF REDWOOD CITY
151 BUCKINGHAM AVE
REDWOOD CITY,CA95825 		94-3052056 501(c)(3) 15,000       Project Support
(851) ST JEANNE DE LESTONNAC FREE CLINIC
1215 E CHAPMAN AVE
ORANGE,CA94063 		95-3499011 501(c)(3) 55,000       Project Support
(852) ST JOHNS WELL CHILD & FAMILY CENTER INC
808 W 58TH ST
LOS ANGELES,CA92866 		95-4067758 501(c)(3) 10,000       Sponsorships
(853) ST MARYS CENTER
925 BROCKHURST ST
OAKLAND,CA90037 		68-0172229 501(c)(3) 20,000       Project Support
(854) ST MARYS DINING ROOM
545 W SONORA ST
STOCKTON,CA94608 		94-2687280 501(c)(3) 50,000       Project Support
(855) ST VINCENT DE PAUL SOCIETY ROSEVILLE
503 GIUSEPPE CT 8
ROSEVILLE,CA95203 		68-0205405 501(c)(3) 30,000       Project Support
(856) ST JOSEPHS MEDICAL CENTER
1800 North California St
Stockton,CA95678 		51-0432777 501(c)(3) 3,307,494       Project Support
(857) STAND AGAINST DOMESTIC
1410 DANZIG PLAZA 200
CONCORD,CA95204 		94-2476576 501(c)(3) 98,000       Project Support
(858) STAND FOR CHILDREN LEADERSHIP CENTER INC
2121 SW BROADWAY 111
PORTLAND,OR94520 		52-1957214 501(c)(3) 24,500       Project Support
(859) STAND UP PLACER INC
PO BOX 5462
AUBURN,CA97201 		94-2578871 501(c)(3) 25,000       Project Support
(860) STANFORD UNIVERSITY
3160 Porter Drive
Palo Alto,CA95604 		94-1156365 501(c)(3) 319,286       Research / Project Support
(861) STANISLAUS COUNTY HEALTH SERVICES AGENCY
251 E HACKETT RD
MODESTO,CA94304 		94-6000540 501(c)(3) 135,000       Project Support
(862) STARVISTA
610 ELM ST 212
SAN CARLOS,CA95358 		94-3094966 501(c)(3) 105,000       Project Support
(863) STATE CENTER COMMUNITY COLLEGE
390 W FIR AVE
CLOVIS,CA94070 		77-0190269 GOVERNMENT 25,000       Project Support
(864) STILES HALL
2400 BANCROFT WAY
BERKELEY,CA93611 		94-1156636 501(c)(3) 85,000       Project Support
(865) STORE TO DOOR
PO BOX 4665
PORTLAND,OR94704 		94-3105555 501(c)(3) 15,000       Project Support
(866) STREET LEVEL HEALTH PROJECT
3125 E 15TH ST
OAKLAND,CA97208 		56-2324355 501(c)(3) 30,000       Project Support
(867) STRENGTH IN SUPPORT
23461 S POINTE DR
LAGUNA HILLS,CA94601 		46-1896501 501(c)(3) 80,000       Project Support
(868) STUDENTS RUN AMERICA
5252 CREBS AVE
TARZANA,CA92653 		95-4430502 501(c)(3) 11,500       Project Support
(869) SUNNYVALE COMMUNITY SERVICES
725 KIFER RD
SUNNYVALE,CA91356 		94-1713897 501(c)(3) 45,000       Project Support
(870) SUNSET DISTRICT COMMUNITY
3918 JUDAH STREET
SAN FRANCISCO,CA94086 		93-1004117 501(c)(3) 10,000       Project Support
(871) SUPPLYBANK ORG
7730 PARDEE LN
OAKLAND,CA94122 		51-0671019 501(c)(3) 50,000       Project Support
(872) SUPPORTING MAMAS
1144 ARDSLEY CT
SAN JOSE,CA94621 		47-4561203 501(c)(3) 20,947       Project Support
(873) SUSTAINABLE ECONOMIC
1125 W 6TH ST 500
LOS ANGELES,CA95120 		95-4597000 501(c)(3) 45,000       Project Support
(874) SWORDS TO PLOWSHARES VETERANS RIGHTS
1060 HOWARD ST
SAN FRANCISCO,CA90017 		94-2260626 501(c)(3) 20,000       Project Support
(875) T H E CLINIC INC
714 W OLYMPIC BLVD
LOS ANGELES,CA94103 		23-7351622 501(c)(3) 10,000       Project Support
(876) TARZANA TREATMENT CENTERS INC
18646 OXNARD ST
TARZANA,CA90015 		94-2219349 501(c)(3) 15,000       Project Support
(877) TEEN KITCHEN PROJECT
2880 RESEARCH PARK DR
SOQUEL,CA91356 		27-0524692 501(c)(3) 15,000       Project Support
(878) TENDERLOIN NEIGHBORHOOD
201 EDDY ST
SAN FRANCISCO,CA95073 		94-2761808 501(c)(3) 20,000       Project Support
(879) THE ABUNDANT TABLE
1012 W VENTURA BLVD
CAMARILLO,CA94102 		26-2243787 501(c)(3) 8,332       Project Support
(880) THE ALANO CLUB OF PORTLAND
909 NW 24TH AVE
PORTLAND,OR93010 		93-0370227 501(c)(3) 24,500       Project Support
(881) THE CATALYST FOUNDATION
547 W LANCAR BLVD
LANCASTER,CA97210 		77-0357456 501(c)(3) 11,314       Project Support
(882) THE CHILDRENS BOOK BANK
1915 NE 7TH AVE
PORTLAND,OR93534 		26-1600475 501(c)(3) 15,000       Project Support
(883) THE DIVERSITY CENTER
1117 SOQUEL AVE
SANTA CRUZ,CA97212 		77-0212967 501(c)(3) 20,000       Project Support
(884) THE EDWARD BOSS PRADO FOUNDATION
35 PEEBLES AVE
MORGAN HILL,CA95062 		81-1659497 501(c)(3) 15,000       Project Support
(885) THE EXPLORATORIUM
PIER 17 SUITE 100
San Francisco,CA95037 		94-1696494 501(c)(3) 15,000       Project Support
(886) THE HEALTH COMMUNICATION RESEARCH INST
5025 J ST STE 311
SACRAMENTO,CA94111 		68-0195121 501(c)(3) 25,000       Project Support
(887) THE HEALTH TRUST
3180 NEWBERRY DR
SAN JOSE,CA95819 		94-6050231 501(c)(3) 50,000       Project Support
(888) THE KENNEDY COMMISSION
17701 COWAN 200
IRVINE,CA95118 		33-0959380 501(c)(3) 40,000       Project Support
(889) THE LATINA CENTER
3701 BARRETT AVE
RICHMOND,CA92614 		68-0470904 501(c)(3) 20,000       Project Support
(890) THE LEAVEN
2220 BOYNTON AVE A
FAIRFIELD,CA94805 		26-3653717 501(c)(3) 55,000       Project Support
(891) THE SALVATION ARMY
2626 PACIFIC ST
HIGHLAND,CA94533 		94-1156347 501(c)(3) 30,000       Project Support
(892) THE UNITY COUNCIL
1900 FRUITVALE AVENUE
OAKLAND,CA92346 		94-1670490 501(c)(3) 1,500,000       Project Support
(893) THINK TOGETHER
2101 E 4TH ST 200B
SANTA ANA,CA94601 		33-0781751 501(c)(3) 102,500       Project Support
(894) TIBURCIO VASQUEZ HEALTH CENTER
22331 MISSION BLVD
HAYWARD,CA92705 		23-7118361 501(c)(3) 145,000       Project Support
(895) TIDES CENTER
1438 WEBSTER ST STE 101
OAKLAND,CA94541 		94-3213100 501(c)(3) 791,022       Project Support
(896) TIME FOR CHANGE FOUNDATION
PO BOX 25040
SAN BERNARDINO,CA94612 		52-2405277 501(c)(3) 10,000       Project Support
(897) TOURO UNIVERSITY CALIFORNIA
1310 CLUB DR
VALLEJO,CA92406 		13-3838740 501(c)(3) 25,000       Project Support
(898) TRANSITION PROJECTS
665 NW HOYT ST
PORTLAND,OR94592 		93-0591582 501(c)(3) 54,500       Project Support
(899) TRANSITIONAL LIVING & COMMUNITY SUPPORT
650 HOWE AVE BLDG 400
SACRAMENTO,CA97209 		94-2777955 501(c)(3) 40,427       Project Support
(900) TRI-CITY ELDER COALITION
3300 CAPITAL AVE BLDG B
FREMONT,CA95825 		94-6027361 501(c)(3) 90,000       Project Support
(901) TRI-CITY HEALTH CENTER
40910 FREMONT BLVD
FREMONT,CA94537 		23-7255435 501(c)(3) 60,000       Project Support
(902) TRILLIUM FAMILY SERVICES
3415 SE POWELL BLVD
PORTLAND,OR94538 		93-0386966 501(c)(3) 15,000       Project Support
(903) TRI-VALLEY HAVEN FOR WOMEN
3663 PACIFIC AVENUE
LIVERMORE,CA97202 		94-2462357 501(c)(3) 15,000       Project Support
(904) TRI-VALLEY NONPROFIT ALLIANCE
PO BOX 2467
LIVERMORE,CA94551 		47-4672151 501(c)(3) 20,000       Project Support
(905) TRUST FOR PUBLIC LAND
1410 N GRANT ST
DENVER,CO94551 		23-7222333 501(c)(3) 95,000       Project Support
(906) TUCKER MAXON ORAL SCHOOL
2860 SE HOLGATE BLVD
PORTLAND,OR80203 		93-0391592 501(c)(3) 15,000       Project Support
(907) TUFTS MEDICAL CENTER INC
800 Washington Street
Boston,MA97202 		04-2720360 Government 29,372       Research / Project Support
(908) Turning Point Foundation
557 E Thompson Blvd
Ventura,CA02111 		77-0213467 501(c)(3) 20,000       Project Support
(909) UC REGENTS
3333 California St
San Francisco,CA93001 		94-6036494 Government 1,533,777       Research / Project Support
(910) UNCOMMON GOOD
211 W FOOTHILL BLVD
CLAREMEONT,CA94143 		95-4792792 501(c)(3) 10,000       Project Support
(911) UNION GOSPEL MISSION
400 BANNON ST
SACRAMENTO,CA91711 		94-6103618 501(c)(3) 15,000       Project Support
(912) UNITED CAMBODIAN COMMUNITY
2201 E ANAHEIM ST 200
LONG BEACH,CA95811 		95-3442295 501(c)(3) 7,500       Project Support
(913) UNITED HEALTH CENTERS
PO BOX 790
PARLIER,CA90804 		94-1732538 501(c)(3) 90,000       Project Support
(914) UNITED SAMARITANS FOUNDATION
220 SOUTH BROADWAY
TURLOCK,CA93648 		77-0393321 501(c)(3) 130,000       Project Support
(915) UNITED STATES VETERANS INITIATIVE
800 W 6TH ST 1505
LOS ANGELES,CA95380 		95-4382752 501(c)(3) 95,750       Project Support
(916) UNITED WAY FRESNO AND MADERA COUNTIES
4949 E KINGS CANYON RD
FRESNO,CA90017 		94-1156514 501(c)(3) 50,000       Project Support
(917) UNITED WAY OF SANTA CRUZ COUNTY
4450 CAPITOLA RD 106
CAPITOLA,CA93727 		94-1422471 501(c)(3) 70,000       Project Support
(918) UNITED WAY OF THE BAY AREA
550 KEARNY ST
SAN FRANCISCO,CA95010 		94-1312348 501(c)(3) 95,000       Project Support
(919) UNITED WAY OF THE STANISLAUS AREA
422 MCHENRY AVE
MODESTO,CA94108 		94-1212129 501(c)(3) 90,000       Project Support
(920) UNITED WAY OF THE WINE COUNTRY
975 CORP CTR PKWY
SANTA ROSA,CA95354 		94-1669646 501(c)(3) 105,000       Project Support
(921) UNIVERSITY MUSLIM MEDICAL ASSOCIATION
711 W FLORENCE AVE
LOS ANGELES,CA95407 		95-4666712 501(c)(3) 10,250       Project Support
(922) UNIVERSITY OF ALABAMA AT BIRMINGHAM
1720 2nd Avenue
Birmingham,AL90044 		63-6001138 Government 77,713       Research / Project Support
(923) UNIVERSITY OF CALIFORNIA BERKELEY
1608 4TH Street
Berkeley,CA94710 		94-6002123 Government 6,008       Research / Project Support
(924) UNIVERSITY OF CALIFORNIA SAN FRANCISCO
2200 Post Street
San Francisco,CA94710 		94-6036493 Government 449,591       Research / Project Support
(925) UNIVERSITY OF CHICAGO PRESS
6030 S Ellis
Chicago,IL95358 		36-2177139 Government 18,613       Research / Project Support
(926) UNIVERSITY OF FLORIDA HEALTH
2197 Mowry Road
Gainesville,FL60637 		59-6002052 Government 15,163       Research / Project Support
(927) University of Hawaii
2440 Campus Road
Honolulu,HI32611 		99-6000354 Government 28,676       Research
(928) UNIVERSITY OF MASSACHUSETTS WORCESTER
55 Lake Ave North
Worcester,MA96822 		04-6013152 Government 202,121       Research / Project Support
(929) UNIVERSITY OF PITTSBURGH
123 University Place
Pittsburgh,PA01655 		25-0965591 Government 67,643       Research / Project Support
(930) UNIVERSITY OF THE PACIFIC
3601 PACIFIC AVE
STOCKTON,CA15213 		94-1156266 501(c)(3) 40,000       Project Support
(931) UNIVERSITY OF UTAH
201 S President Cir
Salt Lake City,UT95211 		87-6000525 Government 70,703       Research / Project Support
(932) UNIVERSITY OF WASHINGTON
4333 Brooklyn Ave NE
Seattle,WA91356 		91-6001537 Government 1,077,361       Research / Project Support
(933) UPVALLEY FAMILY CENTERS
1440 SPRING ST
SAINT HELENA,CA98195 		80-0023012 501(c)(3) 35,000       Project Support
(934) URBAN DESIGN 4 HEALTH INC
353 Rockingham St
Rochester,NY94574 		11-3756463 501(c)(3) 98,540       Research / Project Support
(935) URBAN GLEANERS
PO BOX 6344
PORTLAND,OR94621 		20-4641665 501(c)(3) 15,000       Project Support
(936) URBAN HABITAT
2000 FRANKLIN ST
OAKLAND,CA97228 		20-0275424 501(c)(3) 95,000       Project Support
(937) URBAN LEAGUE OF PORTLAND
10 N RUSSELL ST
PORTLAND,OR94612 		93-0395590 501(c)(3) 95,000       Project Support
(938) UT SOUTHWESTERN MEDICAL CENTER
5323 Harry Hines Blvd
Dallas,TX97227 		74-1587488 501(c)(3) 830,356       Research / Project Support
(939) VACAVILLE NEIGHBORHOOD BOYS
100 HOLLY LANE
VACAVILLE,CA75390 		13-4223488 501(c)(3) 56,000       Project Support
(940) VALLEJO CITY UNIFIED DISTRICT
665 WALNUT AVE
VALLEJO,CA95688 		68-0111380 GOVERNMENT 19,558       Project Support
(941) VALLEY CARE COMMUNITY CONSORTIUM
7515 VAN NUYS BLVD
VAN NUYS,CA94592 		20-5569606 501(c)(3) 9,350       Sponsorships
(942) VALLEY FAMILY CENTER
302 S BRAND BLVD
SAN FERNANDO,CA91405 		95-4105054 501(c)(3) 19,000       Project Support
(943) VALLEY VERDE
376 W VIRGINIA ST
SAN JOSE,CA91340 		45-3084814 501(c)(3) 35,000       Project Support
(944) VALLEY VILLAGE
20830 SHERMAN WAY
WINNETKA,CA95125 		23-7314159 501(c)(3) 15,000       Project Support
(945) VENICE FAMILY CLINIC FOUNDATION
604 ROSE AVE
VENICE,CA91306 		27-3484548 501(c)(3) 10,000       Sponsorships
(946) VERITY COMPASSION SAFETY SUPPORT
835 PINER RD D
SANTA ROSA,CA90291 		94-2437947 501(c)(3) 20,144       Project Support
(947) VIA CARE COMMUNITY HEALTH CENTER INC
501 S ATLANTIC BLVD
LOS ANGELES,CA95403 		80-0699156 501(c)(3) 30,000       Project Support
(948) VICTOR VALLEY COMMUNITY SERVICES COUNCIL
PO BOX 1992
VICTORVILLE,CA90022 		95-2041473 501(c)(3) 10,000       Project Support
(949) VIETNAMESE AMERICAN COMMUNITY
655 INTERNATIONAL BLVD
OAKLAND,CA92393 		20-5358946 501(c)(3) 20,000       Project Support
(950) VILLAGES NW-METRO
1402 SE CORA ST
PORTLAND,OR94606 		46-4190513 501(c)(3) 15,000       Project Support
(951) VIRGINIA GARCIA MEMORIAL FOUNDATION
PO BOX 6149
BEAVERTON,OR97202 		91-2077840 501(c)(3) 15,000       Project Support
(952) VISION Y COMPROMISO
2536 EDWARDS AVE
EL CERRITO,CA97007 		32-0071651 501(c)(3) 138,000       Project Support
(953) VISTA COMMUNITY CLINIC
1000 VALE TERRACE
VISTA,CA94530 		95-2815615 501(c)(3) 20,000       Project Support
(954) VITALANT
270 Masonic Ave
San Francisco,CA92084 		86-0098929 501(c)(3) 84,421       Research / Project Support
(955) VOLUNTEER CENTER
1740 17TH AVE
SANTA CRUZ,CA94118 		94-1702678 501(c)(3) 12,000       Project Support
(956) VOLUNTEERS IN MEDICINE CLINIC
2260 MARCOLA RD
SPRINGFIELD,OR95062 		93-1276816 501(c)(3) 23,000       Project Support
(957) WALL LAS MEMORIAS PROJECT
5619 MONTE VISTA ST
LOS ANGELES,CA97477 		95-4468225 501(c)(3) 32,300       Project Support
(958) WARMING CENTER PROGRAM
PO BOX 462
SANTA CRUZ,CA90042 		82-2706806 501(c)(3) 25,000       Project Support
(959) Washington State University
PO Box 641025
Pullman,WA95061 		91-6001108 Government 175,775       Project Support
(960) Washington State University Foundation
Po Box 641927
Pullman,WA99164 		91-1075542 501(c)(3) 30,000       Project Support
(961) WEAVE INC
1900 K ST
SACRAMENTO,CA99164 		94-2493158 501(c)(3) 25,000       Project Support
(962) WELL OF HEALING MOBILE MEDICAL CLINIC
7625 EAST AVE
FONTANA,CA95811 		33-0831503 501(c)(3) 15,000       Project Support
(963) WELLSPACE HEALTH INC
777 12TH ST 250
SACRAMENTO,CA92336 		94-1713704 501(c)(3) 289,184       Project Support
(964) WEST COUNTY COMMUNITY SERVICES
16390 MAIN ST
GUERNEVILLE,CA95814 		94-2277740 501(c)(3) 60,000       Project Support
(965) WEST COUNTY HEALTH CENTERS INC
PO BOX 1449
GUERNEVILLE,CA95446 		23-7310613 501(c)(3) 250,000       Project Support
(966) WEST COVINA UNIFIED SCHOOL DISTRICT
1717 W MERCED AVE
WEST COVINA,CA95446 		95-6003481 Government 11,415       Project Support
(967) WEST MARIN SENIOR SERVICES
11435 SR ONE
PT REYES STATION,CA91790 		51-0192320 501(c)(3) 20,000       Project Support
(968) WEST MODESTO COMMUNITY COLLABORATIVE
601 S MLK DR
MODESTO,CA94956 		31-1751288 501(c)(3) 180,000       Project Support
(969) WESTCARE CALIFORNIA INC
1900 N GATEWAY BLVD
FRESNO,CA95351 		23-7368450 501(c)(3) 150,000       Project Support
(970) Westminster Free Clinic
5560 Napoleon Ave
Oak Park,CA93727 		77-0563241 501(c)(3) 40,000       Project Support
(971) WESTSIDE FAMILY HEALTH CENTER
1711 OCEAN PARK BLVD
SANTA MONICA,CA91377 		95-2931931 501(c)(3) 15,000       Project Support
(972) WHAT WOULD JESUS DO MINISTRIES INC
236 S SANTA CRUZ AVE A
MODESTO,CA90405 		27-2849449 501(c)(3) 6,000       Project Support
(973) WILLAMETTE FAMILY INC
687 CHESHIRE AVE
EUGENE,OR95354 		93-0569684 501(c)(3) 92,857       Project Support
(974) WILLIAM TEMPLE HOUSE
2023 NW HOYT ST
PORTLAND,OR97402 		93-0559964 501(c)(3) 15,000       Project Support
(975) WILMINGTON COMMUNITY CLINIC
1009 N AVALON BLVD
WILMINGTON,CA97209 		95-3137803 501(c)(3) 10,000       Project Support
(976) WIND YOUTH SERVICES
815 S ST
SACRAMENTO,CA90744 		23-7348227 501(c)(3) 25,000       Project Support
(977) WINDS FOUNDATION INC
PO BOX 3633
VICTORVILLE,CA95811 		27-1404608 501(c)(3) 22,100       Project Support
(978) Winters Healthcare
310 Main St
Winters,CA92393 		68-0454670 501(c)(3) 250,000       Project Support
(979) WISE & HEALTHY AGING
1527 4TH ST 2ND FL
SANTA MONICA,CA95694 		95-2788014 501(c)(3) 40,000       Project Support
(980) WOMEN AGAINST GUN VIOLENCE
10401 VENICE BLVD
LOS ANGELES,CA90401 		95-4738754 501(c)(3) 9,300       Sponsorships
(981) WOMEN HELPING WOMEN
2803 MCGAW AVE
IRVINE,CA90034 		33-0576900 501(c)(3) 25,000       Project Support
(982) WOMENS CROWNED IN GLORY INC
7120 HAYVENHURST AVE314
VAN NUYS,CA92614 		95-4808038 501(c)(3) 8,155       Project Support
(983) WOMENS EMPOWERMENT
1590 A ST
SACRAMENTO,CA91406 		03-0520643 501(c)(3) 20,000       Project Support
(984) WRITE AROUND PORTLAND
133 SW 2ND AVE STE 304
PORTLAND,OR95811 		84-1482706 501(c)(3) 15,000       Project Support
(985) YALE UNIVERSITY
150 Munson Street
New Haven,CT97204 		06-0646973 501(c)(3) 34,534       Research / Project Support
(986) YES NATURE TO NEIGHBORHOODS
3029 MACDONALD AVE
RICHMOND,CA06520 		03-0458294 501(c)(3) 20,000       Project Support
(987) YMCA OF SAN FRANCISCO
50 CALIFORNIA ST
SAN FRANCISCO,CA94804 		94-0997140 501(c)(3) 112,500       Project Support
(988) YMCA OF SILICON VALLEY
80 SARATOGA AVE
SANTA CLARA,CA94111 		94-1156318 501(c)(3) 50,000       Project Support
(989) YMCA OF WEST SAN GABRIEL VALLEY
401 CORTO ST
ALHAMBRA,CA95051 		95-1644051 501(c)(3) 8,750       Project Support
(990) YOLO COUNTY CHILDRENS
600 A ST Y
DAVIS,CA91801 		68-0526185 501(c)(3) 125,000       Project Support
(991) YOLO COUNTY EMS
137 N COTTONWOOD ST1300
WOODLAND,CA95616 		94-6000548 GOVERNMENT 50,000       Project Support
(992) YOLO HEALTHY AGING ALLIANCE
600 A ST C
DAVIS,CA95695 		46-1075195 501(c)(3) 10,000       Project Support
(993) YOUNG ARTIST CONSERVATORY
500 DAVIS ST
VACAVILLE,CA95616 		20-2734913 501(c)(3) 24,000       Project Support
(994) YOUNG MENS CHRISTIAN ASSOCIATION
1553 N SCHRADER BLVD
LOS ANGELES,CA95688 		95-1644052 501(c)(3) 77,295       Project Support
(995) YOUTH ALIVE
3300 ELM ST
OAKLAND,CA90028 		94-3143254 501(c)(3) 128,000       Project Support
(996) YOUTH OUTSIDE
436 14TH ST 1209
OAKLAND,CA94609 		80-0565914 501(c)(3) 75,000       Project Support
(997) YOUTH POLICY INSTITUTE
6464 W SUNSET BLVD
LOS ANGELES,CA94612 		52-1278339 501(c)(3) 7,500       Sponsorships
(998) YOUTH RADIO
1701 BROADWAY
OAKLAND,CA90028 		94-3180825 501(c)(3) 188,000       Project Support
(999) YOUTH SPEAKS INC
1663 MISSION ST604
SAN FRANCISCO,CA94612 		91-2134499 501(c)(3) 20,000       Project Support
(1000) YWCA
PO BOX 3506
SANTA ROSA,CA94103 		94-2347428 501(c)(3) 20,000       Project Support
(1001) YWCA OF GLENDALE
735 E LEXINGTON DR
GLENDALE,CA95402 		95-1644057 501(c)(3) 25,000       Project Support
(1002) YWCA PASADENA-FOOTHILL VALLEY
50 N HILL AVE 301
PASADENA,CA91206 		95-1644059 501(c)(3) 29,850       Project Support
(1003) ZERO BREAST CANCER
30 N San Pedro Rd
San Rafael,CA91106 		68-0386016 501(c)(3) 24,147       Research / Project Support
(1004) HEALTHPARTNERS INC
PO Box 1524
Minneapolis,MN55440 		41-1693838 501(c)(3) 522,990       research
2
Enter total number of section 501(c)(3) and government organizations listed in the line 1 table ................. Bullet Image
1003
3
Enter total number of other organizations listed in the line 1 table ........................ . Bullet Image
1
For Paperwork Reduction Act Notice, see the Instructions for Form 990.
Cat. No. 50055P
Schedule I (Form 990) 2019

Schedule I (Form 990) 2019
Page 2
Part III
Grants and Other Assistance to Domestic Individuals. Complete if the organization answered "Yes" on Form 990, Part IV, line 22.
Part III can be duplicated if additional space is needed.
(a) Type of grant or assistance (b) Number of
recipients		 (c) Amount of
cash grant		 (d) Amount of
noncash assistance		 (e) Method of valuation (book,
FMV, appraisal, other)		 (f) Description of noncash assistance
(1) Scholarships 513 1,158,000      
(1)
(2)
(3)
(4)
(5)
(6)
(7)
Part IV
Supplemental Information. Provide the information required in Part I, line 2; Part III, column (b); and any other additional information.
Return Reference Explanation
SCHEDULE I, PART I, LINE 2 Grantees are required to submit a final report that describes progress towards goals, impact to date, as well as financial accounting for how funds were used.
Schedule I (Form 990) 2019



Additional Data


Software ID:  
Software Version:  


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

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

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

(ii)		 0
-------------
1,311,861 		0
-------------
3,637,446 		0
-------------
556,058 		0
-------------
681,386 		0
-------------
26,506 		0
-------------
6,213,257 		0
-------------
1,174,224
2Ramon F Baez
Director 		(i)

(ii)		 0
-------------
236,500 		0
-------------
0 		0
-------------
13,530 		0
-------------
1,555 		0
-------------
0 		0
-------------
251,585 		0
-------------
0
3David J Barger
Director 		(i)

(ii)		 0
-------------
227,000 		0
-------------
0 		0
-------------
0 		0
-------------
4,554 		0
-------------
0 		0
-------------
231,554 		0
-------------
0
4Mary Ann Barnes
Region President - HI 		(i)

(ii)		 0
-------------
0 		0
-------------
143,745 		0
-------------
9,315 		0
-------------
0 		0
-------------
0 		0
-------------
153,060 		0
-------------
0
5Anthony Barrueta
SVP, Government Relations 		(i)

(ii)		 0
-------------
476,664 		0
-------------
759,021 		0
-------------
41,881 		0
-------------
433,858 		0
-------------
22,743 		0
-------------
1,734,167 		0
-------------
0
6Raymond Baxter
SVP, CB Research & Hlth Policy 		(i)

(ii)		 0
-------------
0 		0
-------------
102,909 		0
-------------
12,700 		0
-------------
39,447 		0
-------------
0 		0
-------------
155,056 		0
-------------
0
7Kristin Bear
Assistant Secretary 		(i)

(ii)		 0
-------------
238,589 		0
-------------
117,747 		0
-------------
12,739 		0
-------------
195,193 		0
-------------
19,787 		0
-------------
584,055 		0
-------------
0
8Kathryn Beiser
SVP Chf Communications Officer 		(i)

(ii)		 0
-------------
452,538 		0
-------------
564,897 		0
-------------
549,895 		0
-------------
446,962 		0
-------------
31,502 		0
-------------
2,045,794 		0
-------------
0
9Vanessa Benavides
SVP,Chf Compliance & Priv. Off 		(i)

(ii)		 0
-------------
448,467 		0
-------------
560,813 		0
-------------
49,263 		0
-------------
236,769 		0
-------------
20,317 		0
-------------
1,315,629 		0
-------------
0
10Regina M Benjamin MD MBA
Director 		(i)

(ii)		 0
-------------
210,500 		0
-------------
0 		0
-------------
8,668 		0
-------------
36,843 		0
-------------
0 		0
-------------
256,011 		0
-------------
0
11Chuck Bevilacqua
SVP, Health Plan Svc & Admin 		(i)

(ii)		 0
-------------
773,320 		0
-------------
865,615 		0
-------------
25,303 		0
-------------
350,814 		0
-------------
25,675 		0
-------------
2,040,727 		0
-------------
0
12Chandrika Bhalla
SVP, CFO - NCAL 		(i)

(ii)		 0
-------------
575,962 		0
-------------
444,490 		0
-------------
19,612 		0
-------------
277,153 		0
-------------
28,693 		0
-------------
1,345,910 		0
-------------
0
13Maryann Bodayle
Assistant Secretary 		(i)

(ii)		 0
-------------
162,592 		0
-------------
13,052 		0
-------------
2,285 		0
-------------
59,564 		0
-------------
9,977 		0
-------------
247,470 		0
-------------
0
14Christopher Boyd
SVP, Area Manager Large 		(i)

(ii)		 0
-------------
429,117 		0
-------------
207,520 		0
-------------
363,557 		0
-------------
148,729 		0
-------------
19,656 		0
-------------
1,168,579 		0
-------------
305,294
15William Caswell
SVP, Operations 		(i)

(ii)		 0
-------------
566,862 		0
-------------
448,651 		0
-------------
129,194 		0
-------------
188,489 		0
-------------
23,783 		0
-------------
1,356,979 		0
-------------
0
16Bechara Choucair
SVP, Chief Cmty Health Officer 		(i)

(ii)		 0
-------------
518,350 		0
-------------
414,572 		0
-------------
50,946 		0
-------------
304,173 		0
-------------
22,428 		0
-------------
1,310,469 		0
-------------
24,211
17Greg Christian
SVP, Area Mgr - San Bernadino 		(i)

(ii)		 0
-------------
470,258 		0
-------------
270,622 		0
-------------
118,485 		0
-------------
299,586 		0
-------------
23,870 		0
-------------
1,182,821 		0
-------------
78,376
18Judith Coffey
SVP, Area Manager Group - NCAL 		(i)

(ii)		 0
-------------
72,724 		0
-------------
229,444 		0
-------------
50,972 		0
-------------
65,624 		0
-------------
5,870 		0
-------------
424,634 		0
-------------
24,494
19Jeffrey Collins
SVP,Health Plan &Hospital Opns 		(i)

(ii)		 0
-------------
522,491 		0
-------------
287,106 		0
-------------
442,211 		0
-------------
161,897 		0
-------------
25,521 		0
-------------
1,439,226 		0
-------------
303,134
20Charles Columbus
SVP, Chief HR Officer 		(i)

(ii)		 0
-------------
230,517 		0
-------------
1,175,960 		0
-------------
1,161,687 		0
-------------
182,369 		0
-------------
10,260 		0
-------------
2,760,793 		0
-------------
1,130,390
21Diane Comer
SVP, Business Info Officer 		(i)

(ii)		 0
-------------
399,903 		0
-------------
528,140 		0
-------------
549,199 		0
-------------
175,797 		0
-------------
26,061 		0
-------------
1,679,100 		0
-------------
404,423
22Mark Costa
SVP, Area Manager Large 		(i)

(ii)		 0
-------------
454,057 		0
-------------
296,762 		0
-------------
409,949 		0
-------------
175,632 		0
-------------
25,360 		0
-------------
1,361,760 		0
-------------
289,306
23Patrick Courneya
EVP, Chief Medical Officer 		(i)

(ii)		 0
-------------
594,720 		0
-------------
716,678 		0
-------------
439,925 		0
-------------
1,214,561 		0
-------------
23,683 		0
-------------
2,989,567 		0
-------------
282,719
24Richard Daniels
EVP, Chief Information Officer 		(i)

(ii)		 0
-------------
824,474 		0
-------------
1,391,759 		0
-------------
370,014 		0
-------------
1,334,363 		0
-------------
38,320 		0
-------------
3,958,930 		0
-------------
0
25George Disalvo
SVP, CFO - SCAL 		(i)

(ii)		 0
-------------
626,267 		0
-------------
829,725 		0
-------------
190,593 		0
-------------
219,939 		0
-------------
22,563 		0
-------------
1,889,087 		0
-------------
0
26Jeffrey E Epstein
Director 		(i)

(ii)		 0
-------------
243,000 		0
-------------
0 		0
-------------
8,395 		0
-------------
-26,164 		0
-------------
0 		0
-------------
225,231 		0
-------------
0
27Elizabeth Finley
SVP, Area Manager - San Diego 		(i)

(ii)		 0
-------------
451,359 		0
-------------
222,472 		0
-------------
103,065 		0
-------------
386,239 		0
-------------
24,375 		0
-------------
1,187,510 		0
-------------
0
28Deborah Friberg
Bus Planning & Corp Dev't Exec 		(i)

(ii)		 0
-------------
247,583 		0
-------------
0 		0
-------------
55,384 		0
-------------
88,656 		0
-------------
31,537 		0
-------------
423,160 		0
-------------
0
29Daniel Garcia
SVP, Chief Compliance Officer 		(i)

(ii)		 0
-------------
0 		0
-------------
0 		0
-------------
58,564 		0
-------------
0 		0
-------------
0 		0
-------------
58,564 		0
-------------
49,611
30Michelle Gaskill
SVP,Health Plan &Hospital Opns 		(i)

(ii)		 0
-------------
488,858 		0
-------------
270,051 		0
-------------
70,088 		0
-------------
143,172 		0
-------------
28,238 		0
-------------
1,000,407 		0
-------------
0
31Bernice Gould
Assistant Secretary 		(i)

(ii)		 0
-------------
208,314 		0
-------------
24,065 		0
-------------
2,566 		0
-------------
187,578 		0
-------------
10,678 		0
-------------
433,201 		0
-------------
0
32William Graber
Director 		(i)

(ii)		 0
-------------
0 		0
-------------
0 		0
-------------
10,284 		0
-------------
0 		0
-------------
0 		0
-------------
10,284 		0
-------------
0
33Ron Groepper
SVP, Area Manager - Greater SF 		(i)

(ii)		 0
-------------
532,998 		0
-------------
271,563 		0
-------------
429,871 		0
-------------
131,879 		0
-------------
25,674 		0
-------------
1,391,985 		0
-------------
0
34Thomas Hanenburg
SVP, Chief Operating Officer 		(i)

(ii)		 0
-------------
647,884 		0
-------------
557,820 		0
-------------
42,804 		0
-------------
228,287 		0
-------------
27,426 		0
-------------
1,504,221 		0
-------------
0
35Corwin Harper
SVP, Area Mgr - Central Valley 		(i)

(ii)		 0
-------------
432,755 		0
-------------
246,761 		0
-------------
426,761 		0
-------------
195,889 		0
-------------
31,372 		0
-------------
1,333,538 		0
-------------
386,332
36Patricia Harvey
SVP, Qlty, Reg, & Clinical Ops 		(i)

(ii)		 0
-------------
373,118 		0
-------------
278,669 		0
-------------
92,284 		0
-------------
274,807 		0
-------------
18,569 		0
-------------
1,037,447 		0
-------------
0
37Leslie S Heisz
Director 		(i)

(ii)		 0
-------------
235,500 		0
-------------
0 		0
-------------
17,787 		0
-------------
8,494 		0
-------------
0 		0
-------------
261,781 		0
-------------
0
38David F Hoffmeister
Director 		(i)

(ii)		 0
-------------
222,000 		0
-------------
0 		0
-------------
12,880 		0
-------------
-3,793 		0
-------------
0 		0
-------------
231,087 		0
-------------
0
39Kimberly Horn
Regional President - MAS 		(i)

(ii)		 0
-------------
759,542 		0
-------------
817,506 		0
-------------
30,363 		0
-------------
1,861,441 		0
-------------
34,622 		0
-------------
3,503,474 		0
-------------
0
40Judith A Johansen JD
Director 		(i)

(ii)		 0
-------------
263,500 		0
-------------
0 		0
-------------
9,375 		0
-------------
-13,027 		0
-------------
0 		0
-------------
259,848 		0
-------------
0
41Laurel Junk
SVP, Enterprise Shared Svcs 		(i)

(ii)		 0
-------------
546,353 		0
-------------
467,317 		0
-------------
25,718 		0
-------------
265,055 		0
-------------
17,173 		0
-------------
1,321,616 		0
-------------
0
42Kim J Kaiser
Director 		(i)

(ii)		 0
-------------
26,300 		0
-------------
0 		0
-------------
13,160 		0
-------------
0 		0
-------------
0 		0
-------------
39,460 		0
-------------
0
43Tami Lamp
SVP, Chief HR Officer 		(i)

(ii)		 0
-------------
291,211 		0
-------------
550,000 		0
-------------
270,346 		0
-------------
14,000 		0
-------------
11,770 		0
-------------
1,137,327 		0
-------------
0
44Kathryn Lancaster
EVP & CFO 		(i)

(ii)		 0
-------------
1,110,792 		0
-------------
1,801,204 		0
-------------
3,309,963 		0
-------------
482,339 		0
-------------
16,037 		0
-------------
6,720,335 		0
-------------
2,480,584
45Janet Liang
Regional President - NCAL 		(i)

(ii)		 0
-------------
901,432 		0
-------------
1,208,753 		0
-------------
45,679 		0
-------------
1,351,044 		0
-------------
35,798 		0
-------------
3,542,706 		0
-------------
0
46Roland Lyon
SVP, Natl Del System Strategy 		(i)

(ii)		 0
-------------
508,767 		0
-------------
658,824 		0
-------------
92,278 		0
-------------
292,052 		0
-------------
27,654 		0
-------------
1,579,575 		0
-------------
0
47Gerald A Mccall
SVP, Operations 		(i)

(ii)		 0
-------------
268,737 		0
-------------
448,651 		0
-------------
100,289 		0
-------------
13,499 		0
-------------
11,509 		0
-------------
842,685 		0
-------------
0
48Colleen Mckeown
SVP, Area Manager Large 		(i)

(ii)		 0
-------------
616,128 		0
-------------
219,447 		0
-------------
111,446 		0
-------------
323,391 		0
-------------
24,095 		0
-------------
1,294,507 		0
-------------
0
49Thomas Meier
SVP, Corporate Treasurer 		(i)

(ii)		 0
-------------
488,751 		0
-------------
565,117 		0
-------------
123,880 		0
-------------
226,729 		0
-------------
33,614 		0
-------------
1,438,091 		0
-------------
0
50Julie Miller-Phipps
Region President - SCAL 		(i)

(ii)		 0
-------------
931,027 		0
-------------
991,580 		0
-------------
342,570 		0
-------------
1,388,524 		0
-------------
23,233 		0
-------------
3,676,934 		0
-------------
0
51Susan Mullaney
Region President - WA 		(i)

(ii)		 0
-------------
674,750 		0
-------------
453,055 		0
-------------
24,465 		0
-------------
643,008 		0
-------------
28,608 		0
-------------
1,823,886 		0
-------------
0
52Janet O'Hollaren
VP, COO 		(i)

(ii)		 0
-------------
460,177 		0
-------------
260,425 		0
-------------
78,885 		0
-------------
485,368 		0
-------------
24,740 		0
-------------
1,309,595 		0
-------------
0
53Donald Orndoff
SVP, NFS 		(i)

(ii)		 0
-------------
445,801 		0
-------------
478,235 		0
-------------
632,179 		0
-------------
148,482 		0
-------------
28,439 		0
-------------
1,733,136 		0
-------------
576,482
54Wade Overgaard
SVP, Health Plan Ops - CA 		(i)

(ii)		 0
-------------
768,317 		0
-------------
865,615 		0
-------------
192,689 		0
-------------
383,419 		0
-------------
32,444 		0
-------------
2,242,484 		0
-------------
0
55Arlene Peasnall
Interim SVP, Chief HR Officer 		(i)

(ii)		 0
-------------
504,768 		0
-------------
283,912 		0
-------------
302,408 		0
-------------
328,576 		0
-------------
18,838 		0
-------------
1,438,502 		0
-------------
0
56Edward YW Pei
Director 		(i)

(ii)		 0
-------------
238,000 		0
-------------
0 		0
-------------
14,531 		0
-------------
19,000 		0
-------------
0 		0
-------------
271,531 		0
-------------
0
57Margaret E Porfido JD
Director 		(i)

(ii)		 0
-------------
281,500 		0
-------------
0 		0
-------------
20,262 		0
-------------
-23,196 		0
-------------
0 		0
-------------
278,566 		0
-------------
0
58Michael Ramseier
Region President - Colorado 		(i)

(ii)		 0
-------------
282,615 		0
-------------
950,000 		0
-------------
18,526 		0
-------------
250,665 		0
-------------
11,538 		0
-------------
1,513,344 		0
-------------
0
59Frank Richardson
Assistant Secretary - HI 		(i)

(ii)		 0
-------------
249,511 		0
-------------
112,400 		0
-------------
22,948 		0
-------------
200,778 		0
-------------
30,064 		0
-------------
615,701 		0
-------------
0
60Christine Robisch
SVP,Operations-Op Strat &Impln 		(i)

(ii)		 0
-------------
512,835 		0
-------------
349,877 		0
-------------
22,179 		0
-------------
388,656 		0
-------------
17,990 		0
-------------
1,291,537 		0
-------------
0
61Rochelle Roth
Assistant Secretary 		(i)

(ii)		 0
-------------
172,901 		0
-------------
49,992 		0
-------------
2,261 		0
-------------
128,451 		0
-------------
18,048 		0
-------------
371,653 		0
-------------
0
62Michael Rowe
SVP, Chf Bus Dev & Strat Exec 		(i)

(ii)		 0
-------------
632,824 		0
-------------
760,937 		0
-------------
26,297 		0
-------------
260,376 		0
-------------
31,738 		0
-------------
1,712,172 		0
-------------
80,822
63Kathleen Scheirman
SVP, IT Operations 		(i)

(ii)		 0
-------------
453,938 		0
-------------
454,226 		0
-------------
387,203 		0
-------------
148,587 		0
-------------
24,943 		0
-------------
1,468,897 		0
-------------
346,335
64Richard P Shannon MD
Director 		(i)

(ii)		 0
-------------
235,500 		0
-------------
0 		0
-------------
0 		0
-------------
8,391 		0
-------------
0 		0
-------------
243,891 		0
-------------
0
65James Simpson
Region President - GA 		(i)

(ii)		 0
-------------
536,844 		0
-------------
351,637 		0
-------------
759,163 		0
-------------
284,048 		0
-------------
38,297 		0
-------------
1,969,989 		0
-------------
679,741
66Arthur Southam
EVP, Health Plan Operations 		(i)

(ii)		 0
-------------
1,115,013 		0
-------------
1,813,133 		0
-------------
2,402,892 		0
-------------
475,052 		0
-------------
31,693 		0
-------------
5,837,783 		0
-------------
1,916,554
67Michael Sutten
SVP Info Technology & CTO 		(i)

(ii)		 0
-------------
66,412 		0
-------------
456,072 		0
-------------
931,881 		0
-------------
75,579 		0
-------------
20,699 		0
-------------
1,550,643 		0
-------------
316,807
68Paul Swenson
SVP, Chief Strategy Officer 		(i)

(ii)		 0
-------------
645,746 		0
-------------
627,127 		0
-------------
670,314 		0
-------------
129,523 		0
-------------
25,663 		0
-------------
2,098,373 		0
-------------
585,218
69Cynthia A Telles PHD
Director 		(i)

(ii)		 0
-------------
257,500 		0
-------------
0 		0
-------------
13,108 		0
-------------
-6,498 		0
-------------
0 		0
-------------
264,110 		0
-------------
0
70Bernard Tyson
Chairman & CEO 		(i)

(ii)		 0
-------------
1,597,794 		0
-------------
13,057,701 		0
-------------
1,459,234 		0
-------------
19,325,730 		0
-------------
39,080 		0
-------------
35,479,539 		0
-------------
2,727,724
71David Underriner
Region President - HI 		(i)

(ii)		 0
-------------
516,144 		0
-------------
344,861 		0
-------------
126,714 		0
-------------
0 		0
-------------
19,237 		0
-------------
1,006,956 		0
-------------
126,776
72Alfonse Upshaw
SVP,Corporate Controller & CAO 		(i)

(ii)		 0
-------------
463,195 		0
-------------
446,852 		0
-------------
38,745 		0
-------------
179,095 		0
-------------
21,077 		0
-------------
1,148,964 		0
-------------
0
73Ronald Vance
Interim Regional President -HI 		(i)

(ii)		 0
-------------
1,186,875 		0
-------------
0 		0
-------------
0 		0
-------------
0 		0
-------------
0 		0
-------------
1,186,875 		0
-------------
0
74Max Villalobos
COO - North County 		(i)

(ii)		 0
-------------
351,073 		0
-------------
141,838 		0
-------------
14,823 		0
-------------
276,010 		0
-------------
21,982 		0
-------------
805,726 		0
-------------
0
75Cesar Villalpando
SVP, Enterprise Shared Svcs 		(i)

(ii)		 0
-------------
0 		0
-------------
211,698 		0
-------------
0 		0
-------------
268,565 		0
-------------
0 		0
-------------
480,263 		0
-------------
0
76A Eugene Washington MD
Director 		(i)

(ii)		 0
-------------
229,500 		0
-------------
0 		0
-------------
2,545 		0
-------------
-8,669 		0
-------------
0 		0
-------------
223,376 		0
-------------
0
77Matthew Weber
Assistant Secretary 		(i)

(ii)		 0
-------------
325,337 		0
-------------
155,050 		0
-------------
68,759 		0
-------------
180,954 		0
-------------
28,139 		0
-------------
758,239 		0
-------------
39,755
78Lesley Wille
SVP, Operations 		(i)

(ii)		 0
-------------
509,364 		0
-------------
259,704 		0
-------------
19,817 		0
-------------
303,165 		0
-------------
24,579 		0
-------------
1,116,629 		0
-------------
0
79Vita Willett
SVP, Area Manager - Riverside 		(i)

(ii)		 0
-------------
471,562 		0
-------------
290,694 		0
-------------
388,942 		0
-------------
389,298 		0
-------------
24,394 		0
-------------
1,564,890 		0
-------------
346,745
80Ruth Williams-Brinkley
Region President - NW 		(i)

(ii)		 0
-------------
658,126 		0
-------------
857,676 		0
-------------
55,945 		0
-------------
390,761 		0
-------------
24,814 		0
-------------
1,987,322 		0
-------------
111,354
81John Yamamoto
Assistant Secretary 		(i)

(ii)		 0
-------------
348,338 		0
-------------
236,942 		0
-------------
71,962 		0
-------------
307,825 		0
-------------
29,515 		0
-------------
994,582 		0
-------------
0
82Philip Young Jr
Assistant Secretary 		(i)

(ii)		 0
-------------
328,707 		0
-------------
260,121 		0
-------------
17,767 		0
-------------
244,848 		0
-------------
28,669 		0
-------------
880,112 		0
-------------
0
83Hong-Sze Yu
VP, Brd & Corp Gov & Asst Secy 		(i)

(ii)		 0
-------------
264,788 		0
-------------
101,619 		0
-------------
17,527 		0
-------------
260,726 		0
-------------
26,177 		0
-------------
670,837 		0
-------------
0
84Mark Zemelman
SVP, General Counsel & Secy 		(i)

(ii)		 0
-------------
733,254 		0
-------------
1,044,587 		0
-------------
296,430 		0
-------------
290,533 		0
-------------
38,147 		0
-------------
2,402,951 		0
-------------
0
Schedule J (Form 990) 2019

Schedule J (Form 990) 2019
Page 3
Part III
Supplemental Information
Provide the information, explanation, or descriptions required for Part I, lines 1a, 1b, 3, 4a, 4b, 4c, 5a, 5b, 6a, 6b, 7, and 8, and for Part II. Also complete this part for any additional information.
Return Reference Explanation
Schedule J, Part I, Line 3 METHODS USED TO ESTABLISH COMPENSATION OF CEO/EXECUTIVE DIRECTOR: THE FILING ORGANIZATION RELIED ON A RELATED ORGANIZATION THAT USED ONE OR MORE OF THE METHODS DESCRIBED BELOW TO ESTABLISH THE TOP MANAGEMENT OFFICIALS' COMPENSATION: - COMPENSATION COMMITTEE - INDEPENDENT COMPENSATION CONSULTANT - FORM 990 OF OTHER ORGANIZATIONS - WRITTEN EMPLOYMENT CONTRACT - COMPENSATION SURVEY OR STUDY, AND - APPROVAL BY THE BOARD OR COMPENSATION COMMITTEE OF A RELATED ORGANIZATION.
SCHEDULE J, PART I, LINE 4A - Severance Payments - Tami Lamp $ 72,459 Michael Sutten 551,815 David Underriner 92,308 LISTED PERSONS PARTICIPATED IN ARRANGEMENTS ENTITLING THEM TO SEVERANCE BENEFITS IN THE EVENT OF TERMINATION BY THE ORGANIZATION WITHOUT CAUSE OR DUE TO JOB ELIMINATION. DEPENDING ON POSITION LEVEL, TENURE, AND TERMINATION REASON, SEVERANCE BENEFITS PAYABLE UNDER THESE ARRANGEMENTS PROVIDE FOR PAY AND HEALTH BENEFITS CONTINUATION PLUS PAYMENT OF ACCRUED OBLIGATIONS. IN ADDITION, FOR SOME OF THE LISTED PERSONS, SEVERANCE BENEFITS PAYABLE INCLUDE PRORATED INCENTIVE AWARDS FOR PERFORMANCE PERIODS NOT YET ENDED. NONE OF THE LISTED PERSONS PARTICIPATED IN ARRANGEMENTS ENTITLING THEM TO CHANGE-OF-CONTROL PAYMENTS.
SCHEDULE J, PART I, LINE 4B SUPPLEMENTAL NONQUALIFIED RETIREMENT PLAN PAYMENTS: Gregory Adams $ 501,612 Christopher Boyd 320,559 William Caswell 84,396 Greg Christian 96,764 Jeffrey Collins 360,133 Charles Columbus 1,130,390 Diane Comer 490,568 Mark Costa 366,889 Patrick Courneya 391,885 Richard Daniels 312,548 George Disalvo 145,008 Elizabeth Finley 60,042 Ron Groepper 270,171 Corwin Harper 405,649 Kathryn Lancaster 3,257,380 Gerald A. Mccall 82,776 Colleen Mckeown 52,960 Thomas Meier 79,722 Julie Miller-Phipps 310,731 Donald Orndoff 605,306 Wade Overgaard 164,986 Arlene Peasnall 54,832 Kathleen Scheirman 363,652 James Simpson 713,728 Arthur Southam 2,350,243 Michael Sutten 356,897 Paul Swenson 614,479 Bernard Tyson 1,079,066 Matthew Weber 49,985 Vita Willett 364,082 John Yamamoto 52,212 Mark Zemelman 239,768 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. THE PLANS ORGANIZATIONAL PERFORMANCE GOALS INCLUDED: QUALITY OF CARE AND SERVICE, MEMBERSHIP GROWTH, OPERATING INCOME, PER MEMBER EXPENSE TREND, AND COMMUNITY BENEFIT. PLAN DESIGNS, PERFORMANCE, AND PAYOUT LEVELS, AS WELL AS INDIVIDUAL PAYMENTS TO CERTAIN PERSONS, WERE REVIEWED AND APPROVED BY THE COMPENSATION COMMITTEE OF THE BOARD OF DIRECTORS, COMPRISED OF INDEPENDENT DIRECTORS. 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 ONE INDIVIDUAL IN 2019.
SCHEDULE J, PART II, COLUMN C THE ACTUARIAL VALUE FOR SOME INDIVIDUALS' BENEFIT PLAN DECLINED IN 2019, RESULTING IN NEGATIVE VALUES IN COLUMN (C) IN SOME INSTANCES.
SCHEDULE J, PART II, COLUMN F AMOUNTS INCLUDED IN SCHEDULE J, PART II, COLUMN F INCLUDE AMOUNTS PREVIOUSLY REPORTED AS DEFERRED COMPENSATION, AS WELL AS, DISTRIBUTIONS FROM A 457(B) PLAN THAT WERE PREVIOUSLY REPORTED AS REPORTABLE COMPENSATION IN ACCORDANCE WITH FORM 990 INSTRUCTIONS.
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) 2019

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Schedule K
(Form 990)
Department of the Treasury
Internal Revenue Service
Supplemental Information on Tax-Exempt Bonds
SchKMediumBullet Complete if the organization answered "Yes" to Form 990, Part Ⅵ, line 24a. Provide descriptions,
explanations, and any additional information in Part Ⅵ.
SchKMediumBullet Attach to Form 990.
SchKMediumBulletGo to www.irs.gov/Form990 for instructions and the latest information.
OMB No. 1545-0047
2019
Open to Public
Inspection
Name of the organization
KAISER FOUNDATION HOSPITALS
 
Employer identification number
94-1105628
Part Ⅰ
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
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 Ⅱ
Proceeds
A B C D
1 Amount of bonds retired .................. 168,620,000 879,480,000 73,800,000 370,000,000
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
Yes No Yes No Yes No Yes No
14 Were the bonds issued as part of a current refunding issue of tax-exempt
bonds (or, if issued prior to 2018, a current refunding issue)? ........ 		X     X   X X  
15 Were the bonds issued as part of an advance refunding issue of taxable
bonds (or, if issued prior to 2018, an advance refunding issue)? ........ 		  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 Ⅲ
Private Business Use
A B C D
Yes No Yes No Yes No Yes No
1 Was the organization a partner in a partnership, or a member of an LLC, which owned property financed by tax-exempt bonds? .............   X   X   X   X
2 Are there any lease arrangements that may result in private business use of bond-financed property? ............... X   X   X   X  
For Paperwork Reduction Act Notice, see the Instructions for Form 990.
Cat. No. 50193E
Schedule K (Form 990) 2019

Schedule K (Form 990) 2019
Page 2
Part Ⅲ
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 Ⅳ
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 Ⅵ the date the rebate
computation was performed ......
3 Is the bond issue a variable rate issue? ..... X   X   X   X  
4a Has the organization or the governmental issuer entered into a qualified hedge with respect to the bond issue?   X   X   X   X
b Name of provider .......... 0
  		0
  		0
  		0
 
c Term of hedge .........        
d Was the hedge superintegrated? ......                
e Was the hedge terminated? ........                
Schedule K (Form 990) 2019

Schedule K (Form 990) 2019
Page 3
Part Ⅳ
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 Ⅴ
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 Ⅵ
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 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
Schedule K (Form 990) 2019

Additional Data


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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 Ⅵ, line 24a. Provide descriptions,
explanations, and any additional information in Part Ⅵ.
SchKMediumBullet Attach to Form 990.
SchKMediumBulletGo to www.irs.gov/Form990 for instructions and the latest information.
OMB No. 1545-0047
2019
Open to Public
Inspection
Name of the organization
KAISER FOUNDATION HOSPITALS
 
Employer identification number
94-1105628
Part Ⅰ
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
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 Ⅱ
Proceeds
A B C D
1 Amount of bonds retired .................. 168,620,000 879,480,000 73,800,000 370,000,000
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
Yes No Yes No Yes No Yes No
14 Were the bonds issued as part of a current refunding issue of tax-exempt
bonds (or, if issued prior to 2018, a current refunding issue)? ........ 		X     X   X X  
15 Were the bonds issued as part of an advance refunding issue of taxable
bonds (or, if issued prior to 2018, an advance refunding issue)? ........ 		  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 Ⅲ
Private Business Use
A B C D
Yes No Yes No Yes No Yes No
1 Was the organization a partner in a partnership, or a member of an LLC, which owned property financed by tax-exempt bonds? .............   X   X   X   X
2 Are there any lease arrangements that may result in private business use of bond-financed property? ............... X   X   X   X  
For Paperwork Reduction Act Notice, see the Instructions for Form 990.
Cat. No. 50193E
Schedule K (Form 990) 2019

Schedule K (Form 990) 2019
Page 2
Part Ⅲ
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 Ⅳ
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 Ⅵ the date the rebate
computation was performed ......
3 Is the bond issue a variable rate issue? ..... X   X   X   X  
4a Has the organization or the governmental issuer entered into a qualified hedge with respect to the bond issue?   X   X   X   X
b Name of provider .......... 0
  		0
  		0
  		0
 
c Term of hedge .........        
d Was the hedge superintegrated? ......                
e Was the hedge terminated? ........                
Schedule K (Form 990) 2019

Schedule K (Form 990) 2019
Page 3
Part Ⅳ
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 Ⅴ
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 Ⅵ
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 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
Schedule K (Form 990) 2019

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Schedule K
(Form 990)
Department of the Treasury
Internal Revenue Service
Supplemental Information on Tax-Exempt Bonds
SchKMediumBullet Complete if the organization answered "Yes" to Form 990, Part Ⅵ, line 24a. Provide descriptions,
explanations, and any additional information in Part Ⅵ.
SchKMediumBullet Attach to Form 990.
SchKMediumBulletGo to www.irs.gov/Form990 for instructions and the latest information.
OMB No. 1545-0047
2019
Open to Public
Inspection
Name of the organization
KAISER FOUNDATION HOSPITALS
 
Employer identification number
94-1105628
Part Ⅰ
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
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 Ⅱ
Proceeds
A B C D
1 Amount of bonds retired .................. 168,620,000 879,480,000 73,800,000 370,000,000
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
Yes No Yes No Yes No Yes No
14 Were the bonds issued as part of a current refunding issue of tax-exempt
bonds (or, if issued prior to 2018, a current refunding issue)? ........ 		X     X   X X  
15 Were the bonds issued as part of an advance refunding issue of taxable
bonds (or, if issued prior to 2018, an advance refunding issue)? ........ 		  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 Ⅲ
Private Business Use
A B C D
Yes No Yes No Yes No Yes No
1 Was the organization a partner in a partnership, or a member of an LLC, which owned property financed by tax-exempt bonds? .............   X   X   X   X
2 Are there any lease arrangements that may result in private business use of bond-financed property? ............... X   X   X   X  
For Paperwork Reduction Act Notice, see the Instructions for Form 990.
Cat. No. 50193E
Schedule K (Form 990) 2019

Schedule K (Form 990) 2019
Page 2
Part Ⅲ
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 Ⅳ
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 Ⅵ the date the rebate
computation was performed ......
3 Is the bond issue a variable rate issue? ..... X   X   X   X  
4a Has the organization or the governmental issuer entered into a qualified hedge with respect to the bond issue?   X   X   X   X
b Name of provider .......... 0
  		0
  		0
  		0
 
c Term of hedge .........        
d Was the hedge superintegrated? ......                
e Was the hedge terminated? ........                
Schedule K (Form 990) 2019

Schedule K (Form 990) 2019
Page 3
Part Ⅳ
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 Ⅴ
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 Ⅵ
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 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
Schedule K (Form 990) 2019

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

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

Part II
Loans to and/or From Interested Persons.
Complete if the organization answered "Yes" on Form 990-EZ, Part V, line 38a, or Form 990, Part IV, line 26; or if the organization reported an amount on Form 990, Part X, line 5, 6, or 22
(a) Name of interested person (b) Relationship with organization (c) Purpose of loan (d) Loan to or from the organization? (e) Original principal amount (f) Balance due (g) In default? (h) Approved by board or committee? (i) Written agreement?
To From Yes No Yes No Yes No
Total ...............Small Bullet $  
Part III
Grants or Assistance Benefiting Interested Persons.
Complete if the organization answered "Yes" on Form 990, Part IV, line 27.
(a) Name of interested person (b) Relationship between interested person and the organization (c) Amount of assistance (d) Type of assistance (e) Purpose of assistance
For Paperwork Reduction Act Notice, see the Instructions for Form 990 or 990-EZ.
Cat. No. 50056A
Schedule L (Form 990 or 990-EZ) 2019
Schedule L (Form 990 or 990-EZ) 2019
Page 2
Part IV
Business Transactions Involving Interested Persons.
Complete if the organization answered "Yes" on Form 990, Part IV, line 28a, 28b, or 28c.
(a) Name of interested person (b) Relationship between interested person and the organization (c) Amount of transaction (d) Description of transaction (e) Sharing of organization's revenues?
Yes No
(1) ANGELA PATRICIA BENNAGE FAM. Mbr OF Fmr Key Empl. 186,176 COMPENSATION   No
(2) CAROL MCMENAMY FAMILY MEMBER OF KEY EMPLOYEE 164,368 COMPENSATION   No
(3) JOSHUA SCRUGGS FAM. Mbr OF Fmr Key Empl. 124,802 COMPENSATION   No
(4) CHRIS ZIPPERT FAMILY MEMBER OF KEY EMPLOYEE 107,253 COMPENSATION   No
Part V
Supplemental Information
Provide additional information for responses to questions on Schedule L (see instructions).
Return Reference Explanation
Schedule L (Form 990 or 990-EZ) 2019


Additional Data


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
2019
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 INDIA JAPAN KENYA SOUTH KOREA MALAYSIA NIGERIA Philippines POLAND QATAR RUSSIA THAILAND TURKEY TAIWAN URUGUAY FORM 990, PART VI, LINE 1A THE EXECUTIVE COMMITTEE, COMPOSED OF THE DIRECTORS THAT ARE THE CHAIRS OF THE BOARDS 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 2019 as follows: On March 8, 2019, Article E, Section E-7.B.4 was amended to add subsection e regarding an official oversight role of the Compensation Committee on pay equity matters. On June 13, 2019, Article E, Sections E-8.C.3.a and E-8.C.3.b were amended to increase the Board approval threshold for (i) investments with combined capital and one-time operating expenditures and (ii) property and equipment leases from over $50 million to over $150 million. On December 12, 2019, Article D, Section D-9, was amended so that the Executive Vice President and Chief Financial Officer is designated to perform the duties of the Executive Vice President and Group President in his or her absence or disability. In addition, Article E, Sections E-8.C.2.a, E-8.C.3.e and E-8.C.3.h were amended to increase the Board approval threshold for (i) bond financings and other major financing transactions from over $25 million to over $150 million, (ii) the purchase, sale, or closure of subsidiaries or lines of business from over $50 million to over $150 million and (iii) long-term extensions of credit from over $25 million to over $150 million; and to require Board approval of refinancing transactions only in excess of $1 billion and guarantees of obligations only over $150 million. Form 990, Part VI, Line 2 Family or Business Relationships Board members Eugene Washington, MD and Richard Shannon, MD have a business relationship.
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 ETHICS AND 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.a - ETHICS AND COMPLIANCE ANNUALLY REVIEWS THE DIRECTORS', OFFICERS', KEY EMPLOYEES', AND EXECUTIVES' ANNUAL CONFLICTS OF INTEREST QUESTIONNAIRE DISCLOSURES AND PROVIDES 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 A2.b - ANNUALLY, EMPLOYEES IN ROLES WITH AN ELEVATED RISK OF CONFLICTS OF INTEREST COMPLETE A CONFLICTS OF INTEREST QUESTIONNAIRE. RESPONSES ARE REVIEWED AND ASSESSED. WHEN ACTION IS WARRANTED, THE SITUATION IS ADDRESSED IN ACCORDANCE WITH WRITTEN STANDARDS. DOCUMENTATION AND TRACKING IS MAINTAINED IN THE SAME WAY AS DIRECTORS, OFFICERS, AND KEY EMPLOYEES. A2.c - IN ADDITION TO THE CONFLICTS OF INTEREST QUESTIONNAIRE, ETHICS AND COMPLIANCE RECEIVES, CONSULTS, MONITORS, AND REPORTS ONGOING DISCLOSURES MADE BY EMPLOYEES THROUGHOUT THE YEAR. 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 $ (4,112,134) Change in inter-regional transfer (175,478,806) Change in dividends, partnership 1,247,777,164 Non-Controlling Interest Adjustment 525,993 Change in Other Comprehensive Income (2,132,380,589) Book tax difference in sub income (6,486,829) OTTI losses (204,214,953) Gain/loss on sale on investment - Book 3,001,649,241 Gain/loss on sale on investment - Tax (1,253,788,148) Transfer to Affiliates 61,273,719 ------------------ TOTAL $ 534,764,658
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 12.2 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 75 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 $3.4 billion in community benefits in 2019. The amounts attributable to Kaiser Foundation Hospitals are $1.6 billion as follows: - Financial Assistance at cost - $311.6 million - Medicaid - $658 million - Costs of other means-tested government programs - $2.1 million - Community health improvement services and community benefit operations - $51.2 million - Health Professions Education - $120.5 million - Research - $40.1 million - Cash and in-kind contributions from community benefit - $431 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 health access means serving those most in need of health care through Medicaid, medical financial assistance, charitable health coverage, and other forms of subsidized care and coverage. It also means connecting people with wrap-around social services, healthy meals, affordable homes, safe playgrounds, and supportive schools. For many low-income people without access to health care coverage, or for those who lose their jobs and cant maintain health care coverage, an emergency room is often the only place they receive care. At Kaiser Permanente, were working to change that with programs that lower financial barriers by providing deeply subsidized health coverage and medical financial assistance for care. We also provide information about how to access and qualify for public programs such as Medicaid and financial assistance through the marketplace to individuals who may be eligible. 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 2019, Kaiser Foundation Hospitals spent a total of $971.7 million on our coverage and care programs (at cost, net of all related revenues). In addition, it provided $175 million in grants to help improve health access challenges, including but not limited to funding key safety-net partner organizations. B. Coverage Having health coverage means consistent access to comprehensive and continuous medical and preventative services for people to get and stay healthy, a much better 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 2019, 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. CHC members also receive cost sharing support that eliminates out of pocket costs for most covered services provided at Kaiser Permanente facilities. CHC provides individuals/families who would otherwise not have access to coverage, consistent access through the "front door" of the health delivery system, including a medical home and preventive services, better alternatives than episodic care. At the end of 2019, Kaiser Foundation Hospitals was providing access to care to approximately 15,000 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 2019 due to Kaiser Permanente's participation in these government programs, Kaiser Foundation Hospitals also provided care to approximately 214,000 people who are enrolled in these programs but not formally assigned to Kaiser Permanente. ii. Care subsidized by MFA Medical Financial Assistance program (MFA) helps low-income, uninsured, and underserved patients receive access to care. The program provides temporary financial assistance or free care to patients who receive health care services from our providers, regardless of whether they have health coverage or are uninsured. The MFA program is one of the most generous in the health care industry and is available to those patients in greatest need. Eligibility is based on financial need. In general, patients whose household income is at or below 200 percent, and in some regions up to 400 percent, of the federal poverty guidelines are eligible for the MFA program. Patients who are experiencing high medical expenses as compared to their income may be eligible under high medical expenses criteria, regardless of household income. The MFA program covers emergency and medically necessary health care services, pharmacy services and products, and medical supplies provided at Kaiser Permanente facilities (i.e. hospitals, medical centers, and medical office buildings), at Kaiser Permanente outpatient pharmacies, or by Kaiser Permanente providers. Over the course of 2019, Kaiser Foundation Hospitals subsidized care for over 246,000 people through the MFA program. D. Social Health: Thrive Local As an integrated health system committed to total health, Kaiser Permanente must not only provide excellent medical care and health services, it must also address social health - for Kaiser Permanente members and in our communities. To help address unmet social needs, Kaiser Permanente is deploying Thrive Local in each of its regions. Thrive Local integrates clinical and social care and is supported by data integration and partnerships with community-based organizations. Thrive Local consists of three components: a resource directory that provides current, up-to-date and searchable information on community resources; geographically based community partner networks of social service organizations; and a technology platform that allows for two-way referrals between health care providers and social care providers. By linking clinical and social care delivery and building social health networks for our members and the communities we serve, Kaiser Permanente is making a bold move to transform health. Specific example(s) of our efforts in 2019 include: Kaiser Foundation Hospitals Northwest launched Thrive Local, a new social health network in Oregon and Southwest Washington that will be the most comprehensive, far-reaching network of its kind. Thrive Local will create connections between health care providers and social services agencies to address pressing social needs such as housing, food, safety, transportation, and utilities. Kaiser Foundation Hospitals Northwest kicked off the implementation of Thrive Local with a Community kick-off event attended by more than 300 individuals representing a wide range of health and social service providers. These organizations and many others subsequently met in smaller groups to learn more about the Thrive Local community network and how to join it. The community network launched on December 17, 2019. Kaiser Permanente Community Health contracted with Insight for Action to evaluate the process of building the Community Network and share learnings with regions slated for subsequent implementation. Kaiser Foundation Hospitals funded 24 agencies addressing food insecurity a total of $1,727,000 to increase their capacity to meet the needs of food insecure residents. The agencies will also assist all eligible residents, which includes Kaiser Permanente members and others to apply for enrollment in the federal Supplemental Nutrition Assistance Program, known as CalFresh in California. For example, Kaiser Foundation Hospitals Northern California funded a grant for $95,000 to the Catholic Charities of the Diocese of Stockton who will provide outreach and application assistance to eligible Seniors, Latinos, and other low-income individuals throughout San Joaquin County. The Program will screen 8,000 individuals and 1,200 eligible individuals will be assisted to complete a CalFresh application and 1,500 will be assisted with retention of benefits. Kaiser Foundation Hospitals funded $625,000 in core support grants to 211 information and referral agencies in counties served by Northern California. The 10 agencies who received these grants, will use the funds to expand their reach with uninsured populations, provide additional core services, and connect people to essential emergency resources such as, food, shelter and utilities. These agencies, which include United Way of the Bay Area and Contra Costa Crisis Center among others, have served their communities for more than a decade and will be invited to partner with Kaiser Permanente as the Thrive Local initiative is implemented in their geographies. Kaiser Foundation Hospitals partnered with Health Leads, a national nonprofit organization focused on social health and health equity in Northern California. Through the partnership, Health Leads convened 211 information and referral agencies in the Greater San Francisco Bay Area to develop a plan to integrate their work with Thrive Local in order to build on assets already developed in the community, avoid duplication of effort, and optimize coordination among a large number of partners. Additionally, Kaiser Permanente convened leaders of Federally Qualified Health Centers and public hospitals in Northern California to solicit their input on how most effectively to integrate safety net health providers into the Community Networks in their respective geographies. Kaiser Permanente will continue this engagement and expand it to Southern California to ensure that the needs of the safety net are met as Thrive Local is implemented. Kaiser Foundation Hospitals Northwest partnered with ten community-based organizations as part of its Community Clinic Integration Initiative to support the organizations' capacity to increase the availability of community resources for community members who are experiencing housing and poverty related issues, including homelessness or evictions. The initiative supports both direct services and new processes to track and report outcome data between social service organizations and healthcare systems.
E. Safety-Net Partnerships Kaiser Permanente is committed to building partnerships with the institutions that serve on the front lines of health care for the uninsured and underserved, often referred to as the health care "safety net." Through grants, training, and technical assistance, we're working with safety-net hospitals and health centers to help these institutions reach people in our communities who are low-income, uninsured, or under-resourced. Specific example(s) of our efforts in 2019 include: Kaiser Foundation Hospitals Northern California provided a $5,000,000 grant to the San Francisco General Hospital Foundation. The funds support the Foundation in assisting Zuckerberg San Francisco General to integrate EPIC, its electronic health record (EHR) system with its 14 primary care clinics. Key components of this project will include patient engagement to connect patients, families, and clinicians as well as integrating with the Epic coordinated care management application. Approximately 70,000 patients are expected to be impacted by this contribution. Kaiser Foundation Hospitals Northern California provided a $300,000 grant to Clinica Sierra Vista, a federally qualified health center system. The funds will be used to increase access to comprehensive and coordinated quality primary care services in Fresno through the addition of a new access point known as the McKinley/Blackstone Community Health Center. The health center will be on the same premises as a low-income housing unit and senior center and will serve as a precepting site for students seeking medical careers. Approximately 36,500 patients are expected to be reached by this contribution. Kaiser Foundation Hospitals Southern California provided a $30,000 grant to the Kids' Community Dental Clinic (KCDC). KCDC's mission is to improve the oral health of children from low income families with quality procedures, preventative treatments, and oral health education. This funding will support KCDC's ability to offer free dental services to children at their schools including teaching them to prevent tooth decay, screening to find those with rampant decay, and offering care to those who lack dental access to dental care. Approximately 2,700 children are expected to be reached by this contribution. Kaiser Permanente is committed to not only building partnerships with the institutions that play a critical role in delivering health care for the uninsured and underserved but also in partnering with organizations that help connect this population to care and coverage. In 2019, Kaiser Foundation Hospitals Northwest region provided a grant for $415,543 in support of operations for Project Access NOW. This organization connects uninsured and underserved individuals and families to care, including pharmacy services, resources e.g., premium and cost sharing assistance programs, and coverage. This support will help Project Access NOW reach over 16,000 individuals over a 12-month period. III. Improve Conditions for Health and Equity A. Summary of the Strategy Healthy individuals need healthy communities, and healthy communities need healthy people to thrive. At Kaiser Permanente, we are working to improve the conditions for health and equity in the community by addressing the root causes of health, such as economic opportunity, affordable housing, safe and supportive schools, and a healthy environment. These improvements grow from our collaboration with each community to co-design and co-create solutions that truly make a positive impact. By engaging members, communities, our sizeable workforce, and all of our organizations considerable assets, we are working to create communities that are among the healthiest in the nation, and inspiring greater health for America and the world. In 2019, Kaiser Foundation Hospitals spent a total of $187.5 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 $3.8 million in charitable contributions for other Community Health activities and programs. B. Social Health: Food for Life Kaiser Permanente is tackling the most basic of human needs-food-by helping at-risk members and communities access the food and nutrition they need to live a full and healthy life. We launched Food for Life to transform the economic, social and policy environments connected to food so that people across the nation have access to, and can afford, healthy food. Specific example(s) of our efforts in 2019 include: Kaiser Permanente launched a texting and multimodal campaign to boost enrollment in CalFresh among low-income members. To date, weve reached over 440,000 households and over 6,000 households have submitted an application and another 6,000 applications are in process across our Northern California and Southern California regions. In future years, Food for Life will be exploring a community-based model, policy work, a research agenda, and other interventions to improve access to healthy, affordable food for people in our communities.
C. Thriving 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 one's 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. That's 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 country's 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 example(s) of our efforts in 2019 include: Kaiser Foundation Hospitals supported the RISE (Resilience in School Environments) initiative, an enterprise-wide effort with the Alliance for Healthier Generation. RISE is designed to empower schools and districts to create safe and supportive learning environments by cultivating practices that strengthen the social and emotional health of all students and staff, understand and integrate social and emotional well-being into all aspects of school life. Across Northern California, Southern California, and Northwest, 26 schools and 4 districts were recruited in 2019 to participate in RISE onsite program. Kaiser Foundation Hospitals funded over $671,000 to the Alliance for a Healthier Generation for the Healthy Schools Program also known as the Healthy Eating Active Living initiative. The Healthy Eating Active Living initiative empowers school and district leaders to create and sustain healthier learning environments for students, staff and teachers. School and districts receive a range of school health resources and information through onsite support and a virtual platform to help them choose smart snacks and healthier school breakfast and lunch programs, including movement in the classroom, support for health and physical education instruction, healthy food procurement, and adopting school and district wellness policies that guide positive, healthy practices. In Northern California, Southern California, and Northwest, 166 schools made one or more improvements in physical activity, nutrition, or staff wellness meeting the guidelines of the Healthy Schools Program. Kaiser Foundation Hospitals Northern California funded a $98,000 grant to the Santa Rosa Community Health Centers for the Trauma-Informed Care program. The program targets 1,275 teens at the Elsie Allen High School campus to ensure access to trauma-informed mental and physical health services, strengthen student/teacher awareness of services and collaboration with Elsie Allen High School/Santa Rosa City Schools administrations, and improve student experience of diversity, equity, and inclusion. On the clinical side, Santa Rosa Community Health Centers will maintain access to services like screening, counseling and groups, while also deepening the type of trauma informed services offered to these high-needs, low-resourced students and the teachers/staff who work with them. Kaiser Foundation Hospitals Southern California supported OneOC-Kid Healthy for the HEAL Zone program. This effort impacted Anaheim Elementary School District and focused on supporting a parent-led, health and wellness program that empowers parents to be leaders in school-based wellness policies, advocacy, peer to peer health education and leadership development. HEAL Zone also provided increased physical activity through parent-led active recess 3 days per week at 3 Elementary Schools, as well as scale to 3 additional Anaheim schools. Kaiser Foundation Hospitals Northwest funded a $98,000 grant to the Oregon School-Based Health Alliance, whose mission is to strengthen school-based health services and systems that promote the health and academic success of young people. This grant will help to increase health equity in school-based health centers through youth-adult partnership. The effort is designed to reach and support 400 students to increase health equity at their school and student involvement in planning school health services, while improving adult support for youth-led projects. D. Thriving 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 Permanente's 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 example(s) of our efforts in 2019 include: Kaiser Permanente continued as a partner in CityHealth, an initiative of the de Beaumont Foundation and Kaiser Permanente that advances a package of evidence-based policy solutions that will help millions of people live longer, better lives in vibrant, prosperous communities. CityHealth recognized large cities across the country for specific policies related to health and quality of life, including Pre-K, Tobacco 21, complete streets, smoke-free indoor air, and healthy food procurement. In the policy areas assessed by CityHealth among the 40 largest cities, a total of 35 new policy advances occurred since 2018. San Francisco and Portland were recognized by CityHealth for policy advancements related to complete streets and Pre-K. These policies are projected to make streets safer for all types of users, enhance quality metrics for Pre-K programs, help to bolster Pre-K quality for young students and set them on a trajectory for success through high quality, accessible early education. Kaiser Permanente supported the strengthening of these policies, and CityHealth provided policy technical assistance. These policy enhancements also helped propel San Francisco to an overall gold medal for 2019. Kaiser Foundation Hospitals has funded the Healthy Eating, Active Living (HEAL) Cities Campaign since its initiation in 2008. Programs were active in 2019 in Kaiser Foundation Hospitals Northern California, Southern California and Northwest. Since 2008, a total of 373 cities, including 206 throughout the state of California and 40 in the Northwest, have committed to pass and implement policies addressing healthy eating and active living. These policies range from health in general or comprehensive plans to healthy food procurement to complete streets and worksite wellness. Kaiser Foundation Hospitals, Northern California paid $150,000 to Public Health Advocates in 2019 in support of this work.
E. 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. Some ways that we're helping revitalize and grow our communities by strengthening economic opportunity include: - Providing good jobs to individuals facing barriers to employment through high-impact hiring and workforce pipeline efforts. - Pursuing a social impact investment strategy to support impact investments aimed at addressing key social issues that have a significant impact on health. - Purchasing goods and services from local minority-and women-owned businesses and encouraging good employment practices by our vendor partners. - Building new facilities with an emphasis on positive local community impact, including local construction hiring, local and diverse purchasing, healthy and sustainable design features, neighborhood revitalization, and deep community engagement. Specific examples of our efforts in 2019 include: Kaiser Foundation Hospitals partnered with the Inner-City Capital Connections program to support 85 small businesses in Sacramento & Stockton (64% minority-owned; 52% women-owned), 82 small businesses in Los Angeles (71% minority-owned; 60% women-owned), 56 small businesses in San Diego (54% minority-owned; 70% women-owned), 70 small businesses in Oahu and Maui (71% minority-owned; 51% women-owned) and 93 small businesses in Portland (37% minority-owned; 62% women-owned) 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 Foundation Hospitals Northern California provided a grant for $1.5M to the Unity Council to support comprehensive programs of educational, career, financial, and housing development programs for low-income, limited-English, and non-white residents of Oakland. Particularly, over 250 high school aged youth of color will receive education and career mentorship through the Latinx Mentorship and Achievement programs, which leads to academic success, career readiness, positive identity formation and improved social-emotional well-being. Kaiser Foundation Hospitals Southern California provided a grant for $50,000 to Goodwill Industries Southern California, to support career services for 2,190 individuals experiencing re-entry, homelessness, disabilities, unemployed military veterans, and disconnected youth and help connect them into middle-wage, family-sustaining jobs. The Career Pathways Program includes a Certified Nursing Assistant (CNA) Training Program with Victor Valley College, a Strong Workforce Apprenticeship Group (SWAG) program with manufacturing sector such as Northrop Grumman, and the Uniquely Abled Program with San Bernardino Valley Community College to train individuals with autism as Computer Numerically Controlled (CNC) Machinists. Kaiser Foundation Hospitals formed partnerships with community workforce development organizations in every one of our service areas in Southern California, with a total of 17 partner organizations, to support hiring disadvantaged community residents into gainful employment at KP. These partnerships supported hiring 112 individuals across Southern California into a wide variety of jobs such as Environmental Services, Food & Nutrition Services, Licensed Vocational Nurse (LVN), Appointment Clerks, Admitting Clerks, and Surgical transporter. Kaiser Foundation Hospitals Northwest provided grants to seven organizations for a total of $140,000 to support young people and low-income families to overcome structural barriers to economic advancement. One of these grants included supporting the Mamas Lead program which provides leadership development and civic education to low-income women, women of color, and/or immigrant women to create the support systems and the opportunities for these women to get involved in shaping the public policies that affect their lives. These grants also included support for Girls Inc. of the Pacific Northwest for their Eureka Program which is an intensive five-year program that utilizes a STEM-based (Science, Technology, Engineering, and Mathematics) approach to engaging and empowering 8th-12th grade girls to see themselves as an important part of the workforce of the future. The long-term goal of the Eureka program is to motivate, and support girls living in low-income communities to make healthy life choices and pursue post-secondary education and careers in STEM fields. Kaiser Permanente continued its commitment to source goods and services from the minority, women, veteran, disabled, 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, disabled, and LGBTQ-owned business community. Furthermore, we also began to measure job creation that resulted from our procurement spending and in 2019, found that our procurement spending led our supplier partners to create new jobs.
F. Housing for Health Housing stability is a key factor in a person's 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 example(s) of our efforts in 2019 include: Kaiser Foundation Hospitals Northern California partnered with Bay Area Community Services (BACS) to rapidly house 515 frail seniors over the age of 50 with at least one chronic condition who were also experiencing homelessness. The Bay Area Community Services achieved this goal though comprehensive outreach, housing coordination, landlord development, and tenancy sustaining services. Core to this effort was equipping BACS with a flexible funding pool to provide rental subsidies and other support for individuals to be housed quickly and sustainably. BACS employed a "Housing First" homeless assistance strategy that prioritized providing permanent housing to people experiencing homelessness, thus enabling them to pursue personal goals and improve their quality of life. Several lessons were learned through this effort which will inform future investments and influence opportunities to strengthen systems of care for unhoused individuals. This effort has been hailed as the single most impactful investment addressing homelessness in Oakland in 2019. Kaiser Foundation Hospitals partnered with Community Solutions in Southern California, Hawaii and Northwest to drive reductions in chronic and veteran homelessness. Community Solutions is Kaiser Permanentes national partner for ending veteran and chronic homelessness in Kaiser Permanente communities. Community Solutions is a nonprofit that leads Built for Zero, a movement of more than 80 cities and counties using data to radically change how they work and the impact they can achieve; and proving that it is possible to make homelessness rare and brief. In order to propel this movement to end homelessness up and over a tipping point, Community Solutions works with communities to solve the most persistent challenges that stand in the way. In Southern Californias Bakersfield service area, Community Solutions reduced the number of individuals experiencing chronic homelessness and are looking to expand their work to additional sub-populations. In Riverside County, the partnership with Community Solutions is working to re-engage key stakeholders to continue driving reductions in veteran homelessness. In Hawaii, Community Solutions has been working in Honolulu with Veteran Affairs, the local Continuum of Care and Catholic Charities Hawaii to reduce the number of chronically homeless veterans and has already seen a 30-40% reduction and are working on a proposal to catalyze additional reductions. In the Northwest, Community Solutions worked in 5 communities to drive reductions in chronic and veteran homelessness. These communities are still in the beginning stages of establishing quality By-Name-List data. This data will help inform Community Solutions and the communities to set bold targets and determine appropriate interventions. Kaiser Foundation Hospitals funded $200,000 to Montgomery Housing Partnership, Inc. to support the planning and pre-development of the Hillbrooke Towers and Hillwood Manor Affordable Housing Preservation. The Hillbrooke Towers and Hillwood Manor Affordable Housing Preservation will preserve affordability for 242 low-income families facing potential displacement from gentrification along the Purple Line Light Rail Transit Corridor in Montgomery County, Virginia. The partnership will support planning activities, including acquisition of building permits and property studies needed to secure financing and start construction by summer 2020. Kaiser Foundation Hospitals Northern California supported the Alameda Point Collaborative to support pre-development, planning and development and architectural activities for the development of a medical respite and Permanent Supportive Housing facility in Alameda, California. In addition to the 50-bed medical respite facility and 90 units of permanent supportive housing, these funds will also support the development of an on-site resource center for unsheltered and at-risk seniors. These facilities are expected to serve 275 formerly homeless seniors and medically vulnerable individuals experiencing homelessness. Kaiser Foundation Hospitals Northern California supported 11 organizations as part of Kaiser Permanente's Housing for Health Initiative to address gaps in the local homeless response system using data-driven approaches and evidence-based strategies for immediate and long-term solutions to address homelessness. These partnerships will support the 11 organizations to leverage technology, support real time data collection, optimize local housing resources and accelerate the spread of proven strategies. The organizations include homeless service providers and continuum of care agencies. Kaiser Foundation Hospitals Southern California funded a $54,000 grant to Special Service for Groups, Inc., a non-profit organization dedicated to providing community-based solutions to the social and economic issues facing those in greatest need. The grant will fund capacity building and technical assistance for the Special Service for Groups Homeless Outreach Program to connect 100 homeless patients in the West Los Angeles service area, including South Los Angeles to medical homes, providing intensive case management, and permanent housing patients. This program is expected to increase linkages to permanent supportive housing and improve the quality of life for the most vulnerable frequent utilizers of the emergency and related services. Kaiser Foundation Hospitals Northwest funded a total of $750,000 to Homes for Good Housing Agency who strives to provide safe, affordable, energy-efficient housing for all low-income Lane County residents. These funds will contribute capital and infrastructure dollars to the Homes for Good Housing Agency and Lane County effort to develop a 50-unit permanent supportive housing community. This effort uses the Housing First/harm reduction model to provide safe and dignified permanent supportive housing for chronically homeless individuals in Lane County. Kaiser Foundation Hospitals Northwest launched the Regional Supportive Housing Investment Fund (RSHIF) and the Portland Metro "300" to catalyze long-term systems change and rapidly house 300 seniors experiencing homelessness and one or more disabling condition. The RSHIF is a multi-sector innovative fund that will pool flexible funding from philanthropy, health systems, businesses, and Medicaid to prioritize housing and services for individuals experiencing homelessness and complex medical needs.
G. 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 example(s) of our efforts in 2019 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 20% of overall spending on products to items that met our Environmentally Preferable Purchasing standards and dedicated 42% of spending on food to items produced locally or from farms and producers that use sustainable practices, including using antibiotics responsibly. Kaiser Foundation Hospitals Northern California reduced the energy use intensity (kilowatt hours/rentable square foot) of its facilities by 10% compared to its 2010 baseline; reduced the water use intensity (gallons/rentable square foot) of its facilities by 15% compared to its 2013 baseline; and responsibly reused, recycled or composted over 14,592 tons of materials. The region also dedicated 25% of its overall spending on products to items that met Kaiser Permanente's Environmentally Preferable Purchasing standards; dedicated 46% of spending on food to items produced locally or from farms and producers that use sustainable practices, including using antibiotics responsibly; and verified that its new all-electric medical office building in Santa Rosa has produced Zero Net Energy and Zero Net Carbon over a full one-year period. Kaiser Foundation Hospitals Southern California reduced the energy use intensity (kilowatt hours/rentable square foot) of its facilities by 2% compared to its 2010 baseline; reduced the water use intensity (gallons/rentable square foot) of its facilities by 15% compared to its 2013 baseline; and responsibly reused, recycled or composted over 18,495 tons of materials. The region also dedicated 24% of its overall spending on products to items that met Kaiser Permanente's Environmentally Preferable Purchasing standards; and dedicated 43% of spending on food to items produced locally or from farms and producers that use sustainable practices, including using antibiotics responsibly. Kaiser Foundation Hospitals Hawaii dedicated 22% of its overall spending on products to items that met Kaiser Permanente's Environmentally Preferable Purchasing standard; and dedicated 18% of spending on food to items produced locally or from farms and producers that use sustainable practices, including using antibiotics responsibly. The region also responsibly reused, recycled or composted over 552 tons of materials and reduced the water use intensity (gallons/rentable square foot) of its facilities by 31% compared to its 2013 baseline. Kaiser Foundation Hospitals Northwest dedicated 22% of its overall spending on products to items that met Kaiser Permanente's Environmentally Preferable Purchasing standards; and dedicated 30% of spending on food to items produced locally or from farms and producers that use sustainable practices, including using antibiotics responsibly. The region also responsibly reused, recycled or composted over 1,623 tons of materials and reduced the water use intensity (gallons/rentable square foot) of its facilities by 7% compared to its 2013 baseline. Kaiser Foundation Hospitals partnered with Breathe California Sacramento Region, an organization that seeks creative solutions to cleaning the air and improving lung health. The partnership will support the organizations work with youth education facilities in communities disproportionately affected by poor air quality to improve indoor air-quality during unhealthy and hazardous air-quality events. These interventions are expected to improve health outcomes and reduce the need for health services for vulnerable populations while providing information about additional beneficial services. Kaiser Foundation Hospitals partnered with O'Neill Sea Odyssey, an organization that engages low-income youth sailing Monterey Bay to provide a hands-on educational experience to encourage the protection and preservation of our living sea and communities. The partnership with O'Neill Sea Odyssey's Healthy Ocean Stewards Program will enable 240 students to participate in a community service project that supports the health of their home watershed while receiving education about career opportunities in sustainability and ocean science. The majority of these students have never been on the ocean, are English Language Learners from Spanish speaking families, and have a higher likelihood of exposure to environmental toxins including pesticides, poor air and water quality, toxic waste including tobacco products, and the negative impacts of climate change. Kaiser Foundation Hospitals partnered with Esperanza Community Housing, an organization with a mission to achieve long-term, community development by addressing housing; health equity and access to care; environmental justice; economic development; and arts and culture. The partnership will enable 100 households to receive in-home education, case management, assessment and interventions addressing environmental health hazards affecting the health of individuals and families residing in the home. Additionally, 50 households will receive non-toxic cleaning supplies if they are not able to purchase the items based on their income and resources; and 10 community outreach and education presentations are to be conducted to increase awareness of the Healthy Homes program and recruit potential program participants.
IV. Advance the Future of Community Health A. Summary of the Strategy Kaiser Permanente works 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 2019, Kaiser Foundation Hospitals spent a total of $225.6 million on programs to advance the future of community health (at cost, net of all related revenues). This included $120.5 million in health professionals education, $40.1 million in research and $65 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 2019, Kaiser Foundation Hospitals supported approximately 6,000 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. 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 2019, Kaiser Foundation Hospitals engaged in approximately 1,900 active studies including over 850 clinical trials and published over 1,600 journal articles. The following are examples of research projects conducted in 2019: Kaiser Foundation Hospitals Northern California research center, the Division of Research (DOR) was established in 1961. DORs program is built on a base of rigorous epidemiologic investigation in a large, well-characterized population, and has made major contributions in risk factor identification, prevention and drug safety. New areas of inquiry include the role of genes and the environment in health, the use of health informatics, managing chronic conditions, and delivery science to enhance specialty care. Investigators at DOR conduct research on a broad range of topics including behavioral health and aging; cancer; cardiovascular and metabolic conditions; health care delivery and policy; and vaccines. Decades of research have indicated that high systolic blood pressure is more likely than high diastolic pressure to result in adverse outcomes such as heart attack or stroke. However, a study published in the New England Journal of Medicine in 2019 by a team from the Division of Research in Kaiser Foundation Hospitals Northern California demonstrated that high systolic and high diastolic blood pressure are both strongly, independently linked to cardiovascular risk. The researchers examined more than 36 million blood pressure readings from over 1 million people and concluded that both blood pressure numbers should be considered in the treatment of hypertension. Kaiser Foundation Hospitals Southern California research center, the Department of Research & Evaluation was established in 1963 and focuses on conducting research with real-world implications and translating findings into practice. The department is expanding and building scientific expertise in research areas including health services research and implementation science. This helps the organization to bridge the gap between research and practice and to understand how to provide better care for members and the communities in which they live. Investigators at the Department of Research & Evaluation conduct research on a broad range of topics, including cancer; cardiovascular diseases; diabetes; health services research and implementation science; and obesity. Chest pain is the second most common reason people visit the emergency department (ED). HEART (history, electrocardiography, age, risk factors, and troponin) is an objective risk score that helps clinicians decide which patients presenting with chest pain need further observation or testing in the hospital and which patients can be safely discharged. A study published in 2019 in the Annals of Emergency Medicine by a team from Kaiser Foundation Hospitals Southern California examined the impact of implementing the HEART care pathway in the EDs of 13 KPSC community hospitals. The study looked at 65,000 patients, comparing how many were admitted to the hospital or were given an order for noninvasive stress testing before and after adoption of the HEART care pathway. The researchers found that using the HEART care pathway to risk-stratify patients with chest pain resulted in less inpatient care and less noninvasive cardiac testing. Kaiser Foundation Hospitals Hawaii research center, the Center for Integrated Health Care Research was established in 1999 and is specially attuned to the health issues of the local population, which suffers disproportionately from several chronic diseases, primarily diabetes and heart disease. Hawaii has one of the world's most ethnically diverse populations. Japanese and Caucasians constitute about a quarter of the population, Native Hawaiians and other Pacific Islander populations are about 20%, Filipinos about 12%, Chinese about 8%, and other groups-mostly Southeast Asian and Korean-make up the balance. This mix of cultures, lifestyles, and practices creates a challenging and fascinating environment for research on cultural issues and on the mixing of cultures. Investigators in Hawaii conduct research on a broad range of topics, including cancer; chronic disease (e.g., diabetes); mental health; and patient safety.
Falls are the leading cause of non-fatal injury in the community-dwelling older adult population. About one-third of adults aged 65 and older fall each year. An estimated half of all falls result in an injury (10% experience a serious injury), with the percentage increasing with advanced age. One of the keys to preventing falls is identifying older adults with a history of falls, as these individuals are at higher risk for future injurious events. History of falls data are unreliable, however, because these patients often have difficulty with recall and are thus prone to under-reporting. A study published in the Journal of the American Geriatrics Society in 2019 by a team from the Center for Integrated Health Care Research in Kaiser Foundation Hospitals Hawaii explored whether it would be possible to use electronic medical record (EMR) data to ascertain falls in an older population and to develop a fall risk prediction model. The team examined 3 years of data for 58,000 patients aged 60 and older. The study demonstrated that the EMR could be used to develop a preliminary fall risk prediction model and that concurrent work with clinical providers to enhance fall documentation is needed to improve the ability of the EMR to capture falls and the ability of the model to predict fall risk. kaiser Foundation Hospitals Northwest's research center, the Center for Health Research (CHR) has been a leader in the field of health research since its founding in 1964. As the research landscape has shifted over that time, CHR has adapted and cultivated new strengths, while remaining true to its guiding mission of advancing knowledge to improve health. The CHR covers a broad range of topics including cancer, diabetes, cardiovascular disease, obesity, health disparities, population health management, mental health and addiction, maternal and child health, evidence-based medicine and policy, genetics, health economics, social determinants, implementation science, and oral health (in collaboration with the Kaiser Permanente Northwest Dental Care Program, the only program of its kind in Kaiser Permanente). Lynch syndrome (LS) is the most common hereditary colorectal cancer syndrome, accounting for about 3% of cases. While there have been efforts to improve LS diagnosis rates, less is known about the care patients receive after diagnosis. A study published in the journal Hereditary Cancer in Clinical Practice in 2019 concluded that improved care coordination and clearer documentation of the LS diagnosis is needed. The study was undertaken by the Center for Health Research in Kaiser Foundation Hospitals Northwest in collaboration with researchers from Vanderbilt, Case Western Reserve, MD Anderson, and Dana-Farber. The team assessed trends in diagnosis of LS and adherence to recommended LS-related care among Kaiser Foundation HEALTH PLAN OF THE Northwests members. The researchers identified fewer than expected patients with LS in such a large care system, indicating that there is still a diagnostic care gap. However, patients with LS were found to be likely to receive and follow colorectal cancer surveillance recommendations. D. Advancing Innovation Despite our nation's 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, we're 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 example(s) of our efforts in 2019 include: Kaiser Permanente partnered with The Public Good Projects (PGP) to reduce stigma and raise awareness around mental health conditions. PGP's Action Minded Mental Health campaign has four components which include Therapy Pets, Like One Another, Mental Health Champions, and Community Partners and each component tailors its evidence-based approach to reach a specific audience. PGPs disease surveillance system monitors all publicly available media sources for mentions of mental health topics, and PGP tailors its messaging to address trending mental health topics.
For Paperwork Reduction Act Notice, see the Instructions for Form 990 or 990-EZ.
Cat. No. 51056K
Schedule O (Form 990 or 990-EZ) 2019


Additional Data


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

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

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


(b)
Primary activity


 		(c)
Legal domicile (state
or foreign country)

 		(d)
Total income


 		(e)
End-of-year assets


 		(f)
Direct controlling
entity
(1) MAUI HEALTH SYSTEM A KAISER FOUNDATION
ONE KAISER PLAZA 15L
OAKLAND,CA94612
81-1559375 		HEALTH CARE HI 35,199,244 166,779,557 KFH
 
(2) KAISER PERMANENTE VENTURES LLC SERIES A
ONE KAISER PLAZA 15L
OAKLAND,CA94612
27-2252521 		INVESTMENT DE 19,300,881 102,979,330 KFH
 
(3) KAISER PERMANENTE VENTURES LLC SERIES C
ONE KAISER PLAZA 15L
OAKLAND,CA94612
47-2924619 		INVESTMENT DE -3,730,333 37,054,000 KFH
 
(4) KAISER PERMANENTE VENTURES LLC SERIES E
ONE KAISER PLAZA 15L
Oakland,CA94612
84-2190194 		INVESTMENT DE 0 2,128,671 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)KP BERNARD J TYSON SCHOOL OF MEDICINE
ONE KAISER PLAZA 15L

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

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) 2019
Schedule R (Form 990) 2019
Page 2
Part III
Identification of Related Organizations Taxable as a Partnership. Complete if the organization answered "Yes" on Form 990, Part IV, line 34, because it had one or more related organizations treated as a partnership during the tax year.
(a)
Name, address, and EIN of
related organization



 		(b)
Primary activity




 		(c)
Legal
domicile
(state or foreign
country)


 		(d)
Direct controlling
entity



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

(f)
Share of total income




 		(g)
Share of end-of-year
assets



 		(h)
Disproprtionate allocations?




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



 		(k)
Percentage
ownership
Yes No Yes No
(1) PANTHEON GLOBAL HO FUND LP

600 MONTGOMERY ST 23RD FL
SAN FRANCISCO,CA94111
80-0948707 		INVESTMENT DE KFH
  		EXCL. UNDER SEC 512 103,197,135 542,310,654   No 6,307,430   No 100.000 %
(2) NXT CAP SR FD ILLC

191 N Wacker Dr 1200
CHICAGO,IL60606
37-1651297 		INVESTMENT DE KFH
  		EXCL. UNDER SEC 512 25,967,726 411,981,121   No 0   No 98.207 %
(3) GOLDMAN SACHS HO FUND B LP

30 HUDSON STREET 15TH FLOOR
JERSEY CITY,NJ07302
46-4966204 		INVESTMENT NJ KFH
  		EXCL. UNDER SEC 512 28,609,908 567,314,267   No 2,435,914   No 99.481 %
(4) AG KFHDL FUND LP

245 PARK AVE 26TH FL
NEW YORK,NY10167
47-3496708 		INVESTMENT NY KFH
  		EXCL. UNDER SEC 512 2,476,151 27,623,701   No 0   No 99.877 %
(5) PANTHEON GLOBAL REAL ASSETS HO FUND LP

600 MONTGOMERY ST 23RD FL
SAN FRANCISCO,CA94111
47-4226360 		INVESTMENT DE KFH
  		EXCL. UNDER SEC 512 17,431,916 387,542,373   No -2,725,890   No 100.000 %
(6) KFH STRATEGIC PRIVATE INVESTMENTS LP

600 MONTGOMERY STREET
SAN FRANCISCO,CA94111
81-1186461 		INVESTMENT CA KFH
  		EXCL. UNDER SEC 512 8,137,389 214,211,474   No 51,083   No 100.000 %
(7) AG DIRECT LENDING FUND II LP

245 PARK AVE 26TH FLOOR
NEW YORK,NY10167
37-1830579 		INVESTMENT CA KFH
  		EXCL. UNDER SEC 512 9,448,711 145,546,042   No 303,133   No 98.336 %
(8) INVESCO INSTITUTIONAL TRUST BALANCED

20 TRAFALGAR SQUARE STE 449
NASHUA,NH03063
45-2193767 		INVESTMENT CA KFH
  		EXCL. UNDER SEC 512 51,877,961 305,761,708   No 0   No 81.411 %
(9) FORTRESS REAL ESTATE OPPORTUNITIES FUND

PO BOX 5098
NEW YORK,NY10185
61-1796658 		INVESTMENT NY KFH
  		EXCL. UNDER SEC 512 1,218,260 16,821,704   No 397,951   No 58.742 %
(10) LAZARD KP EM SOLUTIONS FUND LLC

30 ROCKEFELLER PLAZA 55TH FLOOR
NEW YORK,NY10112
82-4364389 		INVESTMENT NY KFH
  		EXCL. UNDER SEC 512 13,264,081 588,422,498   No 0   No 100.000 %
(11) HOUSING FOR HEALTH FUND LLP

11000 BROKEN LAND PARKWAY STE 700
COLUMBIA,MD21044
37-1913493 		INVESTMENT MD KFH
  		EXCL. UNDER SEC 512 -770,993 5,252,750   No 0   No 99.990 %
(12) KFH ABSOLUTE LP

875 THIRD AVENUE
NEW YORK,NY10022
82-5076948 		INVESTMENT DE KFH
  		EXCL. UNDER SEC 512 24,475,681 368,960,678   No 0   No 99.999 %
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 0 0   Yes  
(2) KAISER PERMANENTE INSURANCE COMPANY

ONE KAISER PLAZA 15L
OAKLAND,CA94612
94-3203402 		INSURANCE CA NA
  		C CORP 0 0   Yes  
(3) KAISER PERMANENTE INTERNATIONAL

ONE KAISER PLAZA 15L
OAKLAND,CA94612
94-3245176 		CONSULTING CA NA
  		C CORP -43,114 837,133 100.000 % Yes  
(4) GROUP HEALTH SERVICES INC

ONE KAISER PLAZA 15L
OAKLAND,CA94612
91-1392222 		INACTIVE WA NA
  		C CORP 0 0   Yes  
(5) KFHP OF WASHINGTON OPTIONS INC

ONE KAISER PLAZA 15L
OAKLAND,CA94612
91-1467158 		INSURANCE WA NA
  		C CORP 0 0   Yes  




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

 A 2,692,404 PER AGREEMENT
(2) KAISER FOUNDATION HEALTH PLAN INC

 C 162,244 PER AGREEMENT
(3) KAISER FOUNDATION HEALTH PLAN INC

 G 227,721 PER AGREEMENT
(4) KAISER FOUNDATION HEALTH PLAN INC

 H 198,293 PER AGREEMENT
(5) KAISER FOUNDATION HEALTH PLAN INC

 I 635,887 PER AGREEMENT
(6) KAISER FOUNDATION HEALTH PLAN INC

 L 21,969,204,270 PER AGREEMENT
(7) KAISER FOUNDATION HEALTH PLAN INC

 M 1,696,811,228 PER AGREEMENT
(8) KAISER FOUNDATION HEALTH PLAN INC

 P 597,682,521 PER AGREEMENT
(9) KAISER FOUNDATION HEALTH PLAN INC

 Q 1,941,954,817 PER AGREEMENT
(10) KAISER FOUNDATION HEALTH PLAN INC

 R 1,311,652,497 PER AGREEMENT
(11) KAISER FOUNDATION HEALTH PLAN INC

 S 3,079,685,558 PER AGREEMENT
(12) KAISER FOUNDATION HEALTH PLAN OF COLORADO

 A 1,680,000 PER AGREEMENT
(13) KAISER FOUNDATION HEALTH PLAN OF COLORADO

 J 7,443,456 PER AGREEMENT
(14) KAISER FOUNDATION HEALTH PLAN OF COLORADO

 L 209,708,950 PER AGREEMENT
(15) KAISER FOUNDATION HEALTH PLAN OF COLORADO

 P 1,681,817 PER AGREEMENT
(16) KAISER FOUNDATION HEALTH PLAN OF COLORADO

 Q 2,552,890 PER AGREEMENT
(17) KAISER FOUNDATION HEALTH PLAN OF GEORGIA

 A 33,123,294 PER AGREEMENT
(18) KAISER FOUNDATION HEALTH PLAN OF GEORGIA

 B 116,077,724 PER AGREEMENT
(19) KAISER FOUNDATION HEALTH PLAN OF GEORGIA

 L 98,938,972 PER AGREEMENT
(20) KAISER FOUNDATION HEALTH PLAN OF GEORGIA

 P 92,653,936 PER AGREEMENT
(21) KAISER FOUNDATION HEALTH PLAN OF GEORGIA

 Q 6,029,026 PER AGREEMENT
(22) KAISER FOUNDATION HEALTH PLAN OF THE MAS

 A 23,167,873 PER AGREEMENT
(23) KAISER FOUNDATION HEALTH PLAN OF THE MAS

 L 243,902,934 PER AGREEMENT
(24) KAISER FOUNDATION HEALTH PLAN OF THE MAS

 M 1,382,503 PER AGREEMENT
(25) KAISER FOUNDATION HEALTH PLAN OF THE MAS

 P 13,621,641 PER AGREEMENT
(26) KAISER FOUNDATION HEALTH PLAN OF THE MAS

 Q 10,641,199 PER AGREEMENT
(27) KAISER FOUNDATION HEALTH PLAN OF THE NW

 I 2,996,695 PER AGREEMENT
(28) KAISER FOUNDATION HEALTH PLAN OF THE NW

 L 234,611,903 PER AGREEMENT
(29) KAISER FOUNDATION HEALTH PLAN OF THE NW

 M 149,961 PER AGREEMENT
(30) KAISER FOUNDATION HEALTH PLAN OF THE NW

 P 2,080,242 PER AGREEMENT
(31) KAISER FOUNDATION HEALTH PLAN OF THE NW

 Q 4,028,826 PER AGREEMENT
(32) KFHPW HOLDINGS

 A 1,131,613 PER AGREEMENT
(33) KAISER FDN HEALTH PLAN OF WASHINGTON

 L 290,278 PER AGREEMENT
(34) KAISER FDN HEALTH PLAN OF WASHINGTON

 P 9,048,908 PER AGREEMENT
(35) KAISER FDN HEALTH PLAN OF WASHINGTON

 Q 24,053,506 PER AGREEMENT
(36) Camp Bowie Service Center

 Q 1,302,915 PER AGREEMENT
(37) KAISER PERMANENTE INSURANCE COMPANY

 M 23,665,218 PER AGREEMENT
(38) KAISER PERMANENTE INSURANCE COMPANY

 Q 129,926 PER AGREEMENT
(39) LOKAHI ASSURANCE LTD

 A 78,280,993 PER AGREEMENT
(40) LOKAHI ASSURANCE LTD

 D 81,055,544 PER AGREEMENT
(41) LOKAHI ASSURANCE LTD

 E 20,057,673 PER AGREEMENT
(42) LOKAHI ASSURANCE LTD

 L 168,475,369 PER AGREEMENT
(43) LOKAHI ASSURANCE LTD

 M 264,004,870 PER AGREEMENT
(44) LOKAHI ASSURANCE LTD

 P 276,285,698 PER AGREEMENT
(45) LOKAHI ASSURANCE LTD

 Q 144,655,009 PER AGREEMENT
(46) LOKAHI ASSURANCE LTD

 R 6,831,331 PER AGREEMENT
(47) LOKAHI ASSURANCE LTD

 S 68,879 PER AGREEMENT
(48) KAISER HOSPITAL ASSET MANAGEMENT INC

 H 7,008,016 PER AGREEMENT
(49) KAISER HOSPITAL ASSET MANAGEMENT INC

 K 166,499,447 PER AGREEMENT
(50) KAISER HOSPITAL ASSET MANAGEMENT INC

 R 2,549,218 PER AGREEMENT
(51) KAISER HOSPITAL ASSET MANAGEMENT INC

 S 31,893,995 PER AGREEMENT
(52) KP BERNARD J TYSON SCHOOL OF MEDICINE

 A 362,608 PER AGREEMENT
(53) KP BERNARD J TYSON SCHOOL OF MEDICINE

 B 61,273,719 PER AGREEMENT
(54) KP BERNARD J TYSON SCHOOL OF MEDICINE

 P 141,148 PER AGREEMENT
Schedule R (Form 990) 2019
Schedule R (Form 990) 2019
Page 4
Part VI
Unrelated Organizations Taxable as a Partnership. Complete if the organization answered "Yes" on Form 990, Part IV, line 37.
Provide the following information for each entity taxed as a partnership through which the organization conducted more than five percent of its activities (measured by total assets or gross revenue) that was not a related organization. See instructions regarding exclusion for certain investment partnerships.
(a)
Name, address, and EIN of entity 		(b)
Primary activity 		(c)
Legal domicile
(state or foreign
country) 		(d)
Predominant income (related, unrelated, excluded from tax under sections 512-514)

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




 		(g)
Share of
end-of-year
assets 		(h)
Disproprtionate allocations? 		(i)
Code V-UBI
amount in box 20
of Schedule K-1
(Form 1065) 		(j)
General or
managing
partner? 		(k)
Percentage
ownership
Yes No Yes No Yes No






























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

Additional Data


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