PRIME HEALTHCARE FOUNDATION INC: Form 990, tax year 2022
View the entire original 990 at ProPublica ↗
- Organization
- PRIME HEALTHCARE FOUNDATION INC (EIN 20-8065139)
- Tax period
- 2022-01-01 to 2022-12-31
- Filed
- 2023-11-15
- IRS object ID
- 202313199349331166
- Schema version
- 2022v5.0
- Source
- Download XML · Original 990 at ProPublica
Every field in the e-filed return. Faint text is the IRS element name, for citing.
- Return header
- Form 990
- Schedule A
- Schedule B
- Schedule C
- Schedule D
- Schedule F
- Schedule H
- Schedule I
- Schedule J
- Schedule K
- Schedule L
- Schedule M
- Schedule O
- Schedule R
Return header ReturnHeader
| Field | Value | IRS element (for citing) |
|---|---|---|
| Return | 2023-11-15T21:05:36-06:00 | ReturnTs |
| Tax Period End | 2022-12-31 | TaxPeriodEndDt |
Preparer Firm PreparerFirmGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Preparer Firm EIN | 861065772 | PreparerFirmEIN |
Preparer Firm Name PreparerFirmName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | DELOITTE TAX LLP | BusinessNameLine1Txt |
Preparer US Address PreparerUSAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 695 TOWN CENTER DRIVE SUITE 1000 | AddressLine1Txt |
| City | COSTA MESA | CityNm |
| State Abbreviation | CA | StateAbbreviationCd |
| ZIP | 92626 | ZIPCd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Return Type | 990 | ReturnTypeCd |
| Tax Period Begin | 2022-01-01 | TaxPeriodBeginDt |
Filer Filer
| Field | Value | IRS element (for citing) |
|---|---|---|
| EIN | 208065139 | EIN |
Business Name BusinessName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | PRIME HEALTHCARE FOUNDATION INC | BusinessNameLine1Txt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Control | PRIM | BusinessNameControlTxt |
| Phone | 9092354400 | PhoneNum |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 3480 E GUASTI ROAD | AddressLine1Txt |
| City | ONTARIO | CityNm |
| State Abbreviation | CA | StateAbbreviationCd |
| ZIP | 91761 | ZIPCd |
Business Officer BusinessOfficerGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Person | STEVE ALEMAN | PersonNm |
| Person Title | CFO | PersonTitleTxt |
| Phone | 9092354400 | PhoneNum |
| Signature | 2023-11-14 | SignatureDt |
| Discuss With Paid Preparer | Yes (1) | DiscussWithPaidPreparerInd |
Signing Officer SigningOfficerGrp
Person Full Name PersonFullName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Person First | STEVE | PersonFirstNm |
| Person Last | ALEMAN | PersonLastNm |
| Field | Value | IRS element (for citing) |
|---|---|---|
| SSN | 999009999 | SSN |
| Field | Value | IRS element (for citing) |
|---|---|---|
| IRS Responsible Prty Info Curr | 0 | IRSResponsiblePrtyInfoCurrInd |
Preparer Person PreparerPersonGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Preparer Person | JOHN W SADOFF JR | PreparerPersonNm |
| PTIN | P00540589 | PTIN |
| Phone | 7144367100 | PhoneNum |
| Preparation | 2023-11-14 | PreparationDt |
Additional Filer Information AdditionalFilerInformation
Trusted Customer TrustedCustomerGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Trusted Customer | 3 | TrustedCustomerCd |
| Authentication Assurance Level | AAL1 | AuthenticationAssuranceLevelCd |
| Identity Assurance Level | IAL1 | IdentityAssuranceLevelCd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Tax | 2022 | TaxYr |
| Build TS | 2023-04-26 12:10:37Z | BuildTS |
Form 990 IRS990
| Field | Value | IRS element (for citing) |
|---|---|---|
| Principal Officer | KAVITHA REDDY BHATHIA M | PrincipalOfficerNm |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 3480 E GUASTI ROAD | AddressLine1Txt |
| City | ONTARIO | CityNm |
| State Abbreviation | CA | StateAbbreviationCd |
| ZIP | 91761 | ZIPCd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Gross Receipts | $1,062,275,018 | GrossReceiptsAmt |
| Group Return For Affiliates | 0 | GroupReturnForAffiliatesInd |
| Organization501c3 | Yes (X) | Organization501c3Ind |
| Website Address | WWW.PRIMEHEALTHCARE.COM | WebsiteAddressTxt |
| Type Of Organization Corp | Yes (X) | TypeOfOrganizationCorpInd |
| Formation | 2006 | FormationYr |
| Legal Domicile State | DE | LegalDomicileStateCd |
| Activity Or Mission | TO PROVIDE HEALTHCARE THROUGH HOSPITAL SERVICES TO COMMUNITIES ACCROSS THE UNITED STATES. | ActivityOrMissionDesc |
| Voting Members Governing Body | 5 | VotingMembersGoverningBodyCnt |
| Voting Members Independent | 4 | VotingMembersIndependentCnt |
| Total Employee | 6696 | TotalEmployeeCnt |
| Total Volunteers | 274 | TotalVolunteersCnt |
| Total Gross UBI | -$313,341 | TotalGrossUBIAmt |
| Net Unrelated Bus Txbl Incm | $0 | NetUnrelatedBusTxblIncmAmt |
| PY Contributions Grants | $100,538,431 | PYContributionsGrantsAmt |
| CY Contributions Grants | $42,391,959 | CYContributionsGrantsAmt |
| PY Program Service Revenue | $925,775,275 | PYProgramServiceRevenueAmt |
| CY Program Service Revenue | $807,182,150 | CYProgramServiceRevenueAmt |
| PY Investment Income | $2,594,045 | PYInvestmentIncomeAmt |
| CY Investment Income | $21,863,151 | CYInvestmentIncomeAmt |
| PY Other Revenue | $3,668,083 | PYOtherRevenueAmt |
| CY Other Revenue | $7,082,947 | CYOtherRevenueAmt |
| PY Total Revenue | $1,032,575,834 | PYTotalRevenueAmt |
| CY Total Revenue | $878,520,207 | CYTotalRevenueAmt |
| PY Grants And Similar Paid | $208,218 | PYGrantsAndSimilarPaidAmt |
| CY Grants And Similar Paid | $55,798 | CYGrantsAndSimilarPaidAmt |
| PY Benefits Paid To Members | $0 | PYBenefitsPaidToMembersAmt |
| CY Benefits Paid To Members | $0 | CYBenefitsPaidToMembersAmt |
| PY Salaries Comp Emp Bnft Paid | $371,697,121 | PYSalariesCompEmpBnftPaidAmt |
| CY Salaries Comp Emp Bnft Paid | $368,381,750 | CYSalariesCompEmpBnftPaidAmt |
| PY Total Prof Fndrsng Expns | $0 | PYTotalProfFndrsngExpnsAmt |
| CY Total Prof Fndrsng Expns | $0 | CYTotalProfFndrsngExpnsAmt |
| CY Total Fundraising Expense | $0 | CYTotalFundraisingExpenseAmt |
| PY Other Expenses | $573,163,514 | PYOtherExpensesAmt |
| CY Other Expenses | $540,034,714 | CYOtherExpensesAmt |
| PY Total Expenses | $945,068,853 | PYTotalExpensesAmt |
| CY Total Expenses | $908,472,262 | CYTotalExpensesAmt |
| PY Revenues Less Expenses | $87,506,981 | PYRevenuesLessExpensesAmt |
| CY Revenues Less Expenses | -$29,952,055 | CYRevenuesLessExpensesAmt |
| Total Assets BOY | $2,068,451,120 | TotalAssetsBOYAmt |
| Total Assets EOY | $2,028,549,202 | TotalAssetsEOYAmt |
| Total Liabilities BOY | $1,111,393,737 | TotalLiabilitiesBOYAmt |
| Total Liabilities EOY | $1,280,183,897 | TotalLiabilitiesEOYAmt |
| Net Assets Or Fund Balances BOY | $957,057,383 | NetAssetsOrFundBalancesBOYAmt |
| Net Assets Or Fund Balances EOY | $748,365,305 | NetAssetsOrFundBalancesEOYAmt |
| Info In Schedule O Part III | Yes (X) | InfoInScheduleOPartIIIInd |
| Mission | THE MISSION OF THE PRIME HEALTHCARE FOUNDATION IS TO PROVIDE QUALITY, COMPASSIONATE HEALTHCARE FOR ALL, AND SERVE COMMUNITIES THROUGH CHARITABLE AND EDUCATIONAL INITIATIVES. | MissionDesc |
| Significant New Program Srvc | 0 | SignificantNewProgramSrvcInd |
| Significant Change | 0 | SignificantChangeInd |
| Expense | $203,092,820 | ExpenseAmt |
| Grant | $8,545 | GrantAmt |
| Revenue | $177,039,072 | RevenueAmt |
| Desc | OPERATION OF A 331-BED ACUTE CARE HOSPITAL LOCATED IN RIVERDALE, GEORGIA THROUGH PRIME HEALTHCARE FOUNDATION - SOUTHERN REGIONAL, LLC, A DISREGARDED ENTITY FOR FEDERAL TAX PURPOSES. | Desc |
Prog Srvc Accom Acty2 ProgSrvcAccomActy2Grp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Expense | $146,001,175 | ExpenseAmt |
| Grant | $0 | GrantAmt |
| Revenue | $112,628,790 | RevenueAmt |
| Desc | OPERATION OF A 214-BED ACUTE CARE HOSPITAL LOCATED IN WOONSOCKET, RHODE ISLAND THROUGH PRIME HEALTHCARE FOUNDATION - LANDMARK, LLC, A DISREGARDED ENTITY FOR FEDERAL TAX PURPOSES. | Desc |
Prog Srvc Accom Acty3 ProgSrvcAccomActy3Grp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Expense | $103,135,688 | ExpenseAmt |
| Grant | $0 | GrantAmt |
| Revenue | $107,141,818 | RevenueAmt |
| Desc | OPERATION OF A 153-BED ACUTE CARE HOSPITAL LOCATED IN SHERMAN OAKS, CALIFORNIA THROUGH PRIME HEALTHCARE FOUNDATION - SHERMAN OAKS, LLC, A DISREGARDED ENTITY FOR FEDERAL TAX PURPOSES. | Desc |
Prog Srvc Accom Acty Other ProgSrvcAccomActyOtherGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Expense | $416,288,351 | ExpenseAmt |
| Grant | $47,253 | GrantAmt |
| Revenue | $410,372,470 | RevenueAmt |
| Desc | PRIME HEALTHCARE FOUNDATION - BCICEXPENSES $ 21,871,210. INCLUDING GRANTS OF $ 0. REVENUE $ 30,358,601.PRIME HEALTHCARE FOUNDATION - COSHOCTON, LLCEXPENSES $ 51,786,683. INCLUDING GRANTS OF $ 0. REVENUE $ 54,340,270.PRIME HEALTHCARE SERVICES - ENCINO HOSPITAL, LLCEXPENSES $ 59,863,129. INCLUDING GRANTS OF $ 0. REVENUE $ 62,625,841.PRIME HEALTHCARE FOUNDATION - GRANTSEXPENSES $ -439,964. INCLUDING GRANTS OF $ 5,000. REVENUE $ 236,797.EAST VALLEY GLENDORA HOSPITAL, LLCEXPENSES $ -98,837. INCLUDING GRANTS OF $ 0. REVENUE $ 59,501.PRIME HEALTHCARE HUNTINGTON BEACH, LLCEXPENSES $ 68,234,640. INCLUDING GRANTS OF $ 5,000. REVENUE $ 67,014,243.PRIME HEALTHCARE LA PALMA, LLCEXPENSES $ 59,366,539. INCLUDING GRANTS OF $ 1,550. REVENUE $ 58,672,444.PRIME HEALTHCARE FOUNDATION - LAKE HURON CLINICS, LLCEXPENSES $ 437,895. INCLUDING GRANTS OF $ 0. REVENUE $ -300,625.LANDMARK PHYSICIAN SERVICESEXPENSES $ 4,573,921. INCLUDING GRANTS OF $ 0. REVENUE $ 2,117,804.PRIME HEALTHCARE SERVICES - MONTCLAIR, LLCEXPENSES $ 61,295,902. INCL GRANTS OF $ 4,200. REVENUE $ 64,172,516.PRIME HEALTHCARE SERVICES - PAMPA LLCEXPENSES $ 49,722,842. INCLUDING GRANTS OF $ 500. REVENUE $ 38,653,793.PRIME HEALTHCARE FOUNDATION - REAL ESTATE, LLCEXPENSES $ -11,047,245. INCLUDING GRANTS OF $ 0. REVENUE $ 0.REHABILITATION HOSPITAL OF RHODE ISLANDEXPENSES $ 877,588. INCLUDING GRANTS OF $ 0. REVENUE $ 195,396.RIVER VALLEY PHYSICIANS, LLCEXPENSES $ 9,696,402. INCLUDING GRANTS OF $ 0. REVENUE $ 7,590,543.SAINT MARY'S RENO FOUNDATION, LLCEXPENSES $ 347,084. INCLUDING GRANTS OF $ 27,703. REVENUE $ 15,594.SOUTHERN REGIONAL PHYSICIANS' MANAGEMENT GROUPEXPENSES $ 8,553,504. INCLUDING GRANTS OF $ 0. REVENUE $ 5,336,810.PRIME HEALTHCARE FOUNDATION - SUBURBAN HOSPITAL, LLCEXPENSES $ 66,757,078. INCLUDING GRANTS OF $ 3,300. REVENUE $ 47,800,923.SUBURBAN MEDICAL GROUP, LLCEXPENSES $ 8,053,537. INCLUDING GRANTS OF $ 0. REVENUE $ 4,058,616. | Desc |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Other Prog Srvc Expense | $416,288,351 | TotalOtherProgSrvcExpenseAmt |
| Total Other Prog Srvc Grant | $47,253 | TotalOtherProgSrvcGrantAmt |
| Total Other Prog Srvc Revenue | $410,372,470 | TotalOtherProgSrvcRevenueAmt |
| Total Program Service Expenses | $868,518,034 | TotalProgramServiceExpensesAmt |
| Described In Section501c3 | Yes (1) | DescribedInSection501c3Ind |
| Schedule B Required | Yes (1) | ScheduleBRequiredInd |
| Political Campaign Acty | 0 | PoliticalCampaignActyInd |
| Lobbying Activities | Yes (1) | LobbyingActivitiesInd |
| Subject To Proxy Tax | 0 | SubjectToProxyTaxInd |
| Donor Advised Fund | 0 | DonorAdvisedFundInd |
| Conservation Easements | 0 | ConservationEasementsInd |
| Collections Of Art | 0 | CollectionsOfArtInd |
| Credit Counseling | 0 | CreditCounselingInd |
| Donor Rstr Or Quasi Endowments | 0 | DonorRstrOrQuasiEndowmentsInd |
| Report Land Building Equipment | Yes (1) | ReportLandBuildingEquipmentInd |
| Report Investments Other Sec | Yes (1) | ReportInvestmentsOtherSecInd |
| Report Program Related Invst | 0 | ReportProgramRelatedInvstInd |
| Report Other Assets | Yes (1) | ReportOtherAssetsInd |
| Report Other Liabilities | Yes (1) | ReportOtherLiabilitiesInd |
| Include FIN48 Footnote | Yes (1) | IncludeFIN48FootnoteInd |
| Independent Audit Fincl Stmt | 0 | IndependentAuditFinclStmtInd |
| Consolidated Audit Fincl Stmt | Yes (1) | ConsolidatedAuditFinclStmtInd |
| School Operating | 0 | SchoolOperatingInd |
| Foreign Office | Yes (1) | ForeignOfficeInd |
| Foreign Activities | Yes (1) | ForeignActivitiesInd |
| More Than5000 K To Org | 0 | MoreThan5000KToOrgInd |
| More Than5000 K To Individuals | 0 | MoreThan5000KToIndividualsInd |
| Professional Fundraising | 0 | ProfessionalFundraisingInd |
| Fundraising Activities | 0 | FundraisingActivitiesInd |
| Gaming Activities | 0 | GamingActivitiesInd |
| Operate Hospital | Yes (1) | OperateHospitalInd |
| Audited Financial Stmt Att | Yes (1) | AuditedFinancialStmtAttInd |
| Grants To Organizations | Yes (1) | GrantsToOrganizationsInd |
| Grants To Individuals | 0 | GrantsToIndividualsInd |
| Schedule J Required | Yes (1) | ScheduleJRequiredInd |
| Tax Exempt Bonds | Yes (1) | TaxExemptBondsInd |
| Invest Tax Exempt Bonds | 0 | InvestTaxExemptBondsInd |
| Escrow Account | 0 | EscrowAccountInd |
| On Behalf Of Issuer | 0 | OnBehalfOfIssuerInd |
| Engaged In Excess Benefit Trans | 0 | EngagedInExcessBenefitTransInd |
| PY Excess Benefit Trans | 0 | PYExcessBenefitTransInd |
| Loan Outstanding | 0 | LoanOutstandingInd |
| Grant To Related Person | 0 | GrantToRelatedPersonInd |
| Business Rln With Org Mem | 0 | BusinessRlnWithOrgMemInd |
| Business Rln With Fam Mem | 0 | BusinessRlnWithFamMemInd |
| Business Rln With35 Ctrl Ent | Yes (1) | BusinessRlnWith35CtrlEntInd |
| Deductible Non Cash Contri | Yes (1) | DeductibleNonCashContriInd |
| Deductible Art Contribution | 0 | DeductibleArtContributionInd |
| Terminate Operations | 0 | TerminateOperationsInd |
| Partial Liquidation | 0 | PartialLiquidationInd |
| Disregarded Entity | Yes (1) | DisregardedEntityInd |
| Related Entity | Yes (1) | RelatedEntityInd |
| Related Organization Ctrl Ent | Yes (1) | RelatedOrganizationCtrlEntInd |
| Transaction With Control Ent | Yes (1) | TransactionWithControlEntInd |
| Trnsfr Exmpt Non Chrtbl Rltd Org | 0 | TrnsfrExmptNonChrtblRltdOrgInd |
| Activities Conducted Prtshp | 0 | ActivitiesConductedPrtshpInd |
| Schedule O Required | Yes (1) | ScheduleORequiredInd |
| IRP Document | 1061 | IRPDocumentCnt |
| IRP Document W2 G | 0 | IRPDocumentW2GCnt |
| Employee | 6696 | EmployeeCnt |
| Employment Tax Returns Filed | 0 | EmploymentTaxReturnsFiledInd |
| Unrelated Bus Incm Over Limit | Yes (1) | UnrelatedBusIncmOverLimitInd |
| Form990 T Filed | Yes (1) | Form990TFiledInd |
| Foreign Financial Account | Yes (1) | ForeignFinancialAccountInd |
| Foreign Country | CJ | ForeignCountryCd |
| Prohibited Tax Shelter Trans | 0 | ProhibitedTaxShelterTransInd |
| Taxable Party Notification | 0 | TaxablePartyNotificationInd |
| Nondeductible Contributions | 0 | NondeductibleContributionsInd |
| Quid Pro Quo Contributions | 0 | QuidProQuoContributionsInd |
| Form8282 Property Disposed Of | 0 | Form8282PropertyDisposedOfInd |
| Rcv Fnds To Pay Prsnl Bnft Cntrct | 0 | RcvFndsToPayPrsnlBnftCntrctInd |
| Pay Premiums Prsnl Bnft Cntrct | 0 | PayPremiumsPrsnlBnftCntrctInd |
| Indoor Tanning Services | 0 | IndoorTanningServicesInd |
| Subj To Tax Rmnrtn Ex Prcht Pymt | 0 | SubjToTaxRmnrtnExPrchtPymtInd |
| Subject To Excs Tax Net Invst Inc | 0 | SubjectToExcsTaxNetInvstIncInd |
| Info In Schedule O Part VI | Yes (X) | InfoInScheduleOPartVIInd |
| Governing Body Voting Members | 5 | GoverningBodyVotingMembersCnt |
| Independent Voting Member | 4 | IndependentVotingMemberCnt |
| Family Or Business Rln | Yes (1) | FamilyOrBusinessRlnInd |
| Delegation Of Mgmt Duties | Yes (1) | DelegationOfMgmtDutiesInd |
| Change To Org Documents | 0 | ChangeToOrgDocumentsInd |
| Material Diversion Or Misuse | 0 | MaterialDiversionOrMisuseInd |
| Members Or Stockholders | Yes (1) | MembersOrStockholdersInd |
| Election Of Board Members | Yes (1) | ElectionOfBoardMembersInd |
| Decisions Subject To Approva | Yes (1) | DecisionsSubjectToApprovaInd |
| Minutes Of Governing Body | Yes (1) | MinutesOfGoverningBodyInd |
| Minutes Of Committees | Yes (1) | MinutesOfCommitteesInd |
| Officer Mailing Address | 0 | OfficerMailingAddressInd |
| Local Chapters | 0 | LocalChaptersInd |
| Form990 Provided To Gvrn Body | Yes (1) | Form990ProvidedToGvrnBodyInd |
| Conflict Of Interest Policy | Yes (1) | ConflictOfInterestPolicyInd |
| Annual Disclosure Covered Prsn | Yes (1) | AnnualDisclosureCoveredPrsnInd |
| Regular Monitoring Enfrc | Yes (1) | RegularMonitoringEnfrcInd |
| Whistleblower Policy | Yes (1) | WhistleblowerPolicyInd |
| Document Retention Policy | Yes (1) | DocumentRetentionPolicyInd |
| Compensation Process CEO | 0 | CompensationProcessCEOInd |
| Compensation Process Other | 0 | CompensationProcessOtherInd |
| Investment In Joint Venture | 0 | InvestmentInJointVentureInd |
| States Where Copy Of Return Is Fld | CA | StatesWhereCopyOfReturnIsFldCd |
| States Where Copy Of Return Is Fld | OH | StatesWhereCopyOfReturnIsFldCd |
| States Where Copy Of Return Is Fld | PA | StatesWhereCopyOfReturnIsFldCd |
| Upon Request | Yes (X) | UponRequestInd |
Books In Care Of Detail BooksInCareOfDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Person | THOMAS MALLAVARAPU | PersonNm |
| Phone | 9092354400 | PhoneNum |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 3480 E GUASTI ROAD | AddressLine1Txt |
| City | ONTARIO | CityNm |
| State Abbreviation | CA | StateAbbreviationCd |
| ZIP | 91761 | ZIPCd |
Form990 Part VII Section A Form990PartVIISectionAGrp (16 entries)
| TitleTitleTxt | Average Hours Per WeekAverageHoursPerWeekRt | Average Hours Per Week Rltd OrgAverageHoursPerWeekRltdOrgRt | Individual Trustee Or DirectorIndividualTrusteeOrDirectorInd | OfficerOfficerInd | Reportable Comp From OrgReportableCompFromOrgAmt | Reportable Comp From Rltd OrgReportableCompFromRltdOrgAmt | Other CompensationOtherCompensationAmt | Key EmployeeKeyEmployeeInd | Highest Compensated EmployeeHighestCompensatedEmployeeInd |
|---|---|---|---|---|---|---|---|---|---|
| KAVITHA BHATIA MD | |||||||||
| PRESIDENT/CHAIRMAN | 1.00 | 3.00 | Yes (X) | Yes (X) | $0 | $0 | $0 | ||
| WILLIAM RUH | |||||||||
| BOARD MEMBER | 1.00 | 1.00 | Yes (X) | $4,000 | $0 | $0 | |||
| EUGENE HERNANDEZ | |||||||||
| BOARD MEMBER | 1.00 | 1.00 | Yes (X) | $4,000 | $0 | $0 | |||
| DAVID THORSON | |||||||||
| BOARD MEMBER | 1.00 | 1.00 | Yes (X) | $4,000 | $0 | $0 | |||
| CATHERINE GREEN | |||||||||
| BOARD MEMBER | 1.00 | 1.00 | Yes (X) | $4,000 | $0 | $0 | |||
| STEVE ALEMAN | |||||||||
| CFO | 1.00 | 8.00 | Yes (X) | $0 | $0 | $0 | |||
| ABRAHAM JOEL RICHLIN | |||||||||
| SECRETARY | 1.00 | 3.00 | Yes (X) | $0 | $0 | $0 | |||
| MADAN REDDY | |||||||||
| TREASURER | 1.00 | 0.00 | Yes (X) | $0 | $0 | $0 | |||
| MICHAEL R SOUZA | |||||||||
| CEO - LANDMARK MEDICAL CENTER | 40.00 | 0.00 | $413,280 | $0 | $43,902 | Yes (X) | |||
| EM V GARCIA | |||||||||
| CEO - ENCINO HOSPITAL | 40.00 | 0.00 | $347,061 | $0 | $30,586 | Yes (X) | |||
| CHARLOTTE W DUPRE | |||||||||
| CEO - SOUTHERN REGIONAL MEDICAL CENTER | 40.00 | 0.00 | $309,216 | $0 | $7,307 | Yes (X) | |||
| AHMED NADEEM | |||||||||
| PHYSICIAN - LANDMARK MEDICAL CENTER | 40.00 | 0.00 | $622,225 | $0 | $45,883 | Yes (X) | |||
| HISHAM KHADR | |||||||||
| PHYSICIAN - SUBURBAN COM MED GROUP | 40.00 | 0.00 | $554,430 | $0 | $50,684 | Yes (X) | |||
| WAJAHAT FAHEEM | |||||||||
| PHYSICIAN - LANDMARK MEDICAL CENTER | 40.00 | 0.00 | $506,867 | $0 | $50,402 | Yes (X) | |||
| SUSANNA R MAGEE | |||||||||
| PHYSICIAN - LANDMARK MEDICAL CENTER | 40.00 | 0.00 | $492,326 | $0 | $41,645 | Yes (X) | |||
| GARRON LAMP | |||||||||
| PHYSICIAN - LANDMARK MEDICAL CENTER | 40.00 | 0.00 | $432,249 | $0 | $29,018 | Yes (X) | |||
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Reportable Comp From Org | $3,693,654 | TotalReportableCompFromOrgAmt |
| Tot Reportable Comp Rltd Org | $0 | TotReportableCompRltdOrgAmt |
| Total Other Compensation | $299,427 | TotalOtherCompensationAmt |
| Indiv Rcvd Greater Than100 K | 552 | IndivRcvdGreaterThan100KCnt |
| Former Ofcr Employees Listed | 0 | FormerOfcrEmployeesListedInd |
| Total Comp Greater Than150 K | Yes (1) | TotalCompGreaterThan150KInd |
| Compensation From Other Srcs | 0 | CompensationFromOtherSrcsInd |
Contractor Compensation ContractorCompensationGrp (5 entries)
| Address Line1ContractorAddress/USAddress/AddressLine1Txt | CityContractorAddress/USAddress/CityNm | State AbbreviationContractorAddress/USAddress/StateAbbreviationCd | ZIPContractorAddress/USAddress/ZIPCd | ServicesServicesDesc | CompensationCompensationAmt |
|---|---|---|---|---|---|
| HALLMARK HEALTH CARE SOLUTIONS | |||||
| 200 MOTOR PARKWAY SUITE D-26 | HAUPPAUGE | NY | 11788 | REGISTRY NURSING SERVICES | $17,953,782 |
| DPI MANAGEMENT COMPANY LLC | |||||
| 8946 INTERLINE AVE | BATON ROUGE | LA | 70809 | ANESTHESIA SERVICES PROVIDER | $2,616,982 |
| CGS ADMINISTRATORS LLC | |||||
| 1005 CONVENTION PLAZA | ST LOUIS | MO | 63101 | MEDICARE SERVICES | $2,184,700 |
| LANDMARK ANESTHESIA MEDICAL GROUP | |||||
| 2271 W MALVERN AVE 139 | FULLERTON | CA | 92833 | ANESTHESIA SERVICES PROVIDER | $2,001,384 |
| SOUTH PACIFIC REHABILITATION SERVICES | |||||
| 16030 VENTURA BLVD SUITE 450 | ENCINO | CA | 91436 | IP, OP, PT, OT, AND SPEECH THERAPY SERVI | $1,835,595 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Cntrct Rcvd Greater Than100 K | 519 | CntrctRcvdGreaterThan100KCnt |
| Government Grants | $11,350,543 | GovernmentGrantsAmt |
| All Other Contributions | $31,041,416 | AllOtherContributionsAmt |
| Noncash Contributions | $30,734,000 | NoncashContributionsAmt |
| Total Contributions | $42,391,959 | TotalContributionsAmt |
Program Service Revenue ProgramServiceRevenueGrp (5 entries)
| DescDesc | BusinessBusinessCd | Total Revenue ColumnTotalRevenueColumnAmt | Related Or Exempt Func IncomeRelatedOrExemptFuncIncomeAmt |
|---|---|---|---|
| PHF-SOUTHERN REGIONAL, | 620000 | $177,039,072 | $177,039,072 |
| PHS-LANDMARK, LLC | 620000 | $112,628,790 | $112,628,790 |
| PHS-SHERMAN OAKS, LLC | 620000 | $107,141,818 | $107,141,818 |
| PHS-HUNTINGTON BEACH, | 620000 | $67,014,243 | $67,014,243 |
| PHS-MONTCLAIR, LLC | 620000 | $64,172,516 | $64,172,516 |
Total Oth Program Service Rev TotalOthProgramServiceRevGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $279,185,711 | TotalRevenueColumnAmt |
| Related Or Exempt Func Income | $279,185,711 | RelatedOrExemptFuncIncomeAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Program Service Revenue | $807,182,150 | TotalProgramServiceRevenueAmt |
Investment Income InvestmentIncomeGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $13,717,792 | TotalRevenueColumnAmt |
| Exclusion | $13,717,792 | ExclusionAmt |
Gross Rents GrossRentsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $7,989,546 | RealAmt |
Less Rental Expenses LessRentalExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $593,258 | RealAmt |
Rental Income Or Loss RentalIncomeOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $7,396,288 | RealAmt |
Net Rental Income Or Loss NetRentalIncomeOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $7,396,288 | TotalRevenueColumnAmt |
| Exclusion | $7,396,288 | ExclusionAmt |
Gross Amount Sales Assets GrossAmountSalesAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Securities | $191,195,700 | SecuritiesAmt |
| Other | $111,212 | OtherAmt |
Less Cost Oth Basis Sales Expnss LessCostOthBasisSalesExpnssGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Securities | $183,161,553 | SecuritiesAmt |
| Other | $0 | OtherAmt |
Gain Or Loss GainOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Securities | $8,034,147 | SecuritiesAmt |
| Other | $111,212 | OtherAmt |
Net Gain Or Loss Investments NetGainOrLossInvestmentsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $8,145,359 | TotalRevenueColumnAmt |
| Exclusion | $8,145,359 | ExclusionAmt |
Other Revenue Misc OtherRevenueMiscGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Desc | PATIENT REHABILITATION | Desc |
| Business | 624310 | BusinessCd |
| Total Revenue Column | -$313,341 | TotalRevenueColumnAmt |
| Unrelated Business Revenue | -$313,341 | UnrelatedBusinessRevenueAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Revenue Total | -$313,341 | OtherRevenueTotalAmt |
Total Revenue TotalRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $878,520,207 | TotalRevenueColumnAmt |
| Related Or Exempt Func Income | $807,182,150 | RelatedOrExemptFuncIncomeAmt |
| Unrelated Business Revenue | -$313,341 | UnrelatedBusinessRevenueAmt |
| Exclusion | $29,259,439 | ExclusionAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Info In Schedule O Part IX | Yes (X) | InfoInScheduleOPartIXInd |
Grants To Domestic Orgs GrantsToDomesticOrgsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $55,798 | TotalAmt |
| Program Services | $55,798 | ProgramServicesAmt |
Comp Current Ofcr Directors CompCurrentOfcrDirectorsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $898,799 | TotalAmt |
| Program Services | $898,799 | ProgramServicesAmt |
Other Salaries And Wages OtherSalariesAndWagesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $295,817,836 | TotalAmt |
| Program Services | $295,817,836 | ProgramServicesAmt |
Pension Plan Contributions PensionPlanContributionsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $2,311,169 | TotalAmt |
| Program Services | $2,311,169 | ProgramServicesAmt |
Other Employee Benefits OtherEmployeeBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $46,541,672 | TotalAmt |
| Program Services | $46,541,672 | ProgramServicesAmt |
Payroll Taxes PayrollTaxesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $22,812,274 | TotalAmt |
| Program Services | $22,812,274 | ProgramServicesAmt |
Fees For Services Management FeesForServicesManagementGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $41,411,890 | TotalAmt |
| Program Services | $33,129,512 | ProgramServicesAmt |
| Management And General | $8,282,378 | ManagementAndGeneralAmt |
Fees For Services Legal FeesForServicesLegalGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $5,155,367 | TotalAmt |
| Program Services | $4,124,294 | ProgramServicesAmt |
| Management And General | $1,031,073 | ManagementAndGeneralAmt |
Fees For Services Accounting FeesForServicesAccountingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $782,330 | TotalAmt |
| Management And General | $782,330 | ManagementAndGeneralAmt |
Fees For Services Other FeesForServicesOtherGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $96,584,195 | TotalAmt |
| Program Services | $95,940,852 | ProgramServicesAmt |
| Management And General | $643,343 | ManagementAndGeneralAmt |
Advertising AdvertisingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $955,796 | TotalAmt |
| Program Services | $955,796 | ProgramServicesAmt |
Office Expenses OfficeExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $2,013,840 | TotalAmt |
| Program Services | $2,013,840 | ProgramServicesAmt |
Occupancy OccupancyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $22,762,305 | TotalAmt |
| Program Services | $22,739,074 | ProgramServicesAmt |
| Management And General | $23,231 | ManagementAndGeneralAmt |
Travel TravelGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $292,267 | TotalAmt |
| Program Services | $292,267 | ProgramServicesAmt |
Conferences Meetings ConferencesMeetingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $265,962 | TotalAmt |
| Program Services | $265,962 | ProgramServicesAmt |
Interest InterestGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $17,888,402 | TotalAmt |
| Program Services | $1,007,832 | ProgramServicesAmt |
| Management And General | $16,880,570 | ManagementAndGeneralAmt |
Depreciation Depletion DepreciationDepletionGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $18,832,077 | TotalAmt |
| Program Services | $18,810,692 | ProgramServicesAmt |
| Management And General | $21,385 | ManagementAndGeneralAmt |
Insurance InsuranceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $26,603,374 | TotalAmt |
| Program Services | $15,452,326 | ProgramServicesAmt |
| Management And General | $11,151,048 | ManagementAndGeneralAmt |
Other Expenses OtherExpensesGrp (4 entries)
| DescDesc | TotalTotalAmt | Program ServicesProgramServicesAmt | Management And GeneralManagementAndGeneralAmt |
|---|---|---|---|
| BAD DEBT EXPENSE | $135,399,296 | $135,399,296 | |
| MEDICAL SUPPLIES | $76,348,853 | $76,348,853 | |
| TAXES AND LICENSES | $48,072,758 | $48,054,419 | $18,339 |
| REGISTRY | $28,353,237 | $28,353,237 |
All Other Expenses AllOtherExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $18,312,765 | TotalAmt |
| Program Services | $17,192,234 | ProgramServicesAmt |
| Management And General | $1,120,531 | ManagementAndGeneralAmt |
Total Functional Expenses TotalFunctionalExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $908,472,262 | TotalAmt |
| Program Services | $868,518,034 | ProgramServicesAmt |
| Management And General | $39,954,228 | ManagementAndGeneralAmt |
| Fundraising | $0 | FundraisingAmt |
Cash Non Interest Bearing CashNonInterestBearingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $0 | BOYAmt |
| EOY | $0 | EOYAmt |
Savings And Temp Cash Invst SavingsAndTempCashInvstGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $237,728,011 | BOYAmt |
| EOY | $101,763,917 | EOYAmt |
Pledges And Grants Receivable PledgesAndGrantsReceivableGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| EOY | -$96,950 | EOYAmt |
Accounts Receivable AccountsReceivableGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $175,911,285 | BOYAmt |
| EOY | $199,061,917 | EOYAmt |
Inventories For Sale Or Use InventoriesForSaleOrUseGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $12,806,811 | BOYAmt |
| EOY | $13,773,410 | EOYAmt |
Prepaid Expenses Defrd Charges PrepaidExpensesDefrdChargesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $5,212,989 | BOYAmt |
| EOY | $3,890,075 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Land Bldg Equip Cost Or Other Bss | $598,245,325 | LandBldgEquipCostOrOtherBssAmt |
| Land Bldg Equip Accum Deprec | $292,841,663 | LandBldgEquipAccumDeprecAmt |
Land Bldg Equip Basis Net LandBldgEquipBasisNetGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $352,722,370 | BOYAmt |
| EOY | $305,403,662 | EOYAmt |
Investments Pub Traded Sec InvestmentsPubTradedSecGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $684,406,012 | BOYAmt |
| EOY | $571,458,565 | EOYAmt |
Investments Other Securities InvestmentsOtherSecuritiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $84,744,361 | BOYAmt |
| EOY | $146,259,573 | EOYAmt |
Intangible Assets IntangibleAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $4,082,795 | BOYAmt |
| EOY | $3,560,669 | EOYAmt |
Other Assets Total OtherAssetsTotalGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $510,836,486 | BOYAmt |
| EOY | $683,474,364 | EOYAmt |
Total Assets TotalAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $2,068,451,120 | BOYAmt |
| EOY | $2,028,549,202 | EOYAmt |
Accounts Payable Accr Expnss AccountsPayableAccrExpnssGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $180,970,246 | BOYAmt |
| EOY | $110,898,294 | EOYAmt |
Deferred Revenue DeferredRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $2,556,778 | BOYAmt |
| EOY | $2,544,826 | EOYAmt |
Tax Exempt Bond Liabilities TaxExemptBondLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $117,026,208 | BOYAmt |
| EOY | $246,082,385 | EOYAmt |
Mortg Notes Pybl Scrd Invst Prop MortgNotesPyblScrdInvstPropGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $136,062,405 | BOYAmt |
Unsecured Notes Loans Payable UnsecuredNotesLoansPayableGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $59,780 | BOYAmt |
| EOY | $4,189,242 | EOYAmt |
Other Liabilities OtherLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $674,718,320 | BOYAmt |
| EOY | $916,469,150 | EOYAmt |
Total Liabilities TotalLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $1,111,393,737 | BOYAmt |
| EOY | $1,280,183,897 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Organization Follows FASB117 | Yes (X) | OrganizationFollowsFASB117Ind |
No Donor Restriction Net Assets NoDonorRestrictionNetAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $954,059,933 | BOYAmt |
| EOY | $745,297,855 | EOYAmt |
Donor Restriction Net Assets DonorRestrictionNetAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $2,997,450 | BOYAmt |
| EOY | $3,067,450 | EOYAmt |
Total Net Assets Fund Balance TotalNetAssetsFundBalanceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $957,057,383 | BOYAmt |
| EOY | $748,365,305 | EOYAmt |
Tot Liab Net Assets Fund Balance TotLiabNetAssetsFundBalanceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $2,068,451,120 | BOYAmt |
| EOY | $2,028,549,202 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Reconcilation Revenue Expnss | -$29,952,055 | ReconcilationRevenueExpnssAmt |
| Net Unrlzd Gains Losses Invst | -$133,990,162 | NetUnrlzdGainsLossesInvstAmt |
| Prior Period Adjustments | -$44,749,861 | PriorPeriodAdjustmentsAmt |
| Other Changes In Net Assets | $0 | OtherChangesInNetAssetsAmt |
| Method Of Accounting Accrual | Yes (X) | MethodOfAccountingAccrualInd |
| Accountant Compile Or Review | 0 | AccountantCompileOrReviewInd |
| FS Audited | Yes (1) | FSAuditedInd |
FS Audited Basis FSAuditedBasisGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Consolidated Basis Fincl Stmt | Yes (X) | ConsolidatedBasisFinclStmtInd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Audit Committee | Yes (1) | AuditCommitteeInd |
| Federal Grant Audit Required | Yes (1) | FederalGrantAuditRequiredInd |
| Federal Grant Audit Performed | Yes (1) | FederalGrantAuditPerformedInd |
Schedule A IRS990ScheduleA
| Field | Value | IRS element (for citing) |
|---|---|---|
| Hospital | Yes (X) | HospitalInd |
Schedule B IRS990ScheduleB
Contributor Information ContributorInformationGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Contributor | RESTRICTED | ContributorNum |
Contributor Business Name ContributorBusinessName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | RESTRICTED | BusinessNameLine1 |
Contributor US Address ContributorUSAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | RESTRICTED | AddressLine1 |
| Address Line2 | RESTRICTED | AddressLine2 |
| City | RESTRICTED | City |
| State | RESTRICTED | State |
| ZIP Code | RESTRICTED | ZIPCode |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Contributions | RESTRICTED | TotalContributionsAmt |
Schedule C IRS990ScheduleC
| Field | Value | IRS element (for citing) |
|---|---|---|
| Volunteers | 0 | VolunteersInd |
| Paid Staff Or Management | 0 | PaidStaffOrManagementInd |
| Media Advertisements | 0 | MediaAdvertisementsInd |
| Mailings Members | 0 | MailingsMembersInd |
| Publications Or Broadcast | 0 | PublicationsOrBroadcastInd |
| Grants Other Organizations | 0 | GrantsOtherOrganizationsInd |
| Direct Contact Legislators | 0 | DirectContactLegislatorsInd |
| Rallies Demonstrations | 0 | RalliesDemonstrationsInd |
| Other Activities | Yes (1) | OtherActivitiesInd |
| Other Activities | $312,203 | OtherActivitiesAmt |
| Total Lobbying Expenditures | $312,203 | TotalLobbyingExpendituresAmt |
| Not Described Section501c3 | 0 | NotDescribedSection501c3Ind |
Supplemental Information Detail SupplementalInformationDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Form And Line Reference | PART II-B, LINE 1: | FormAndLineReferenceDesc |
| Explanation | PRIME HEALTHCARE FOUNDATION BELONGS TO CERTAIN TRADE ASSOCIATIONS IN WHICH A PORTION OF DUES PAID TO THESE ORGANIZATIONS IS SPENT ON EFFORTS TO INFLUENCE LEGEISLATIVE MATTERS IN THE HEALTH CARE INDUSTRY. DURING 2022, PRIME HEALTHCARE FOUNDATION PAID APPROXIMATELY $920,676 TO THESE TRADE ASSOCIATIONS AND THE APPROXIMATE AMOUNT OF DUES SPENT ON LOBBYING PURPOSES WAS $312,203. | ExplanationTxt |
Schedule D IRS990ScheduleD
Land LandGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $63,697,998 | OtherCostOrOtherBasisAmt |
| Book Value | $63,697,998 | BookValueAmt |
Buildings BuildingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $334,726,303 | OtherCostOrOtherBasisAmt |
| Depreciation | $141,746,975 | DepreciationAmt |
| Book Value | $192,979,328 | BookValueAmt |
Leasehold Improvements LeaseholdImprovementsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $417,313 | OtherCostOrOtherBasisAmt |
| Depreciation | $271,132 | DepreciationAmt |
| Book Value | $146,181 | BookValueAmt |
Equipment EquipmentGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $184,929,207 | OtherCostOrOtherBasisAmt |
| Depreciation | $138,924,513 | DepreciationAmt |
| Book Value | $46,004,694 | BookValueAmt |
Other Land Buildings OtherLandBuildingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $14,474,504 | OtherCostOrOtherBasisAmt |
| Depreciation | $11,899,043 | DepreciationAmt |
| Book Value | $2,575,461 | BookValueAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Book Value Land Buildings | $305,403,662 | TotalBookValueLandBuildingsAmt |
Other Securities OtherSecuritiesGrp (2 entries)
| DescDesc | Book ValueBookValueAmt | Method ValuationMethodValuationCd |
|---|---|---|
| INVESTMENT IN REAL ESTATE | $142,812,769 | C |
| INVESTMENT IN EQUITY METHOD | $3,446,804 | C |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Book Value Securities | $146,259,573 | TotalBookValueSecuritiesAmt |
Other Assets Org OtherAssetsOrgGrp (8 entries)
| DescDesc | Book ValueBookValueAmt |
|---|---|
| ASSETS LIMITED IN USE | $3,425,202 |
| BOND PROJECT FUND | $18,685,820 |
| CONSTRUCTION IN PROGRESS | $16,193,726 |
| DUE FROM AFFILIATES | $102,336,145 |
| DUE FROM RELATED ENTITIES | $9,731,864 |
| INTERCOMPANY RECEIVABLE | $525,900,087 |
| RIGHT OF USE ASSETS | $6,117,304 |
| OTHER ASSETS | $1,084,216 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Book Value Other Assets | $683,474,364 | TotalBookValueOtherAssetsAmt |
Other Liabilities Org OtherLiabilitiesOrgGrp (6 entries)
| DescDesc | AmtAmt |
|---|---|
| CAPITAL LEASES | $27,509,551 |
| DUE TO AFFILIATES | $47,773,237 |
| DUE TO RELATED ENTITIES | $159,540,519 |
| INTERCOMPANY PAYABLE | $494,428,862 |
| OTHER CURRENT LIABILITIES | $186,251,934 |
| OTHER LIABILITIES | $965,047 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Liability | $916,469,150 | TotalLiabilityAmt |
| Footnote Text | Yes (X) | FootnoteTextInd |
Supplemental Information Detail SupplementalInformationDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Form And Line Reference | PART X, LINE 2: | FormAndLineReferenceDesc |
| Explanation | THE LITERATURE RELATED TO UNCERTAIN TAX POSITIONS PRESCRIBES A RECOGNITION THRESHOLD AND MEASUREMENT PROCESS FOR ACCOUNTING FOR UNCERTAIN TAX POSITIONS AND ALSO PROVIDES GUIDANCE ON VARIOUS RELATED MATTERS SUCH AS DE-RECOGNITION, INTEREST, PENALTIES, AND DISCLOSURES REQUIRED. THE COMPANY DOES NOT HAVE ANY ENTITY-LEVEL UNCERTAIN TAX POSITIONS. | ExplanationTxt |
Schedule F IRS990ScheduleF
Account Activities Outside US AccountActivitiesOutsideUSGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Region | CENTRAL AMERICA AND THE CARIBBEAN - ANTIGUA & BARBUDA, ARUBA, BAHAMAS, | RegionTxt |
| Offices | 0 | OfficesCnt |
| Employee | 0 | EmployeeCnt |
| Type Of Activities Conducted | PROGRAM SERVICES | TypeOfActivitiesConductedTxt |
| Specific Services Provided | SELF-INS. TO HOSPITALS | SpecificServicesProvidedTxt |
| Region Total Expenditures | $21,871,210 | RegionTotalExpendituresAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Subtotal Offices | 0 | SubtotalOfficesCnt |
| Subtotal Employees | 0 | SubtotalEmployeesCnt |
| Continuation Total Office | 0 | ContinuationTotalOfficeCnt |
| Continuation Total Employee | 0 | ContinuationTotalEmployeeCnt |
| Total Office | 0 | TotalOfficeCnt |
| Total Employee | 0 | TotalEmployeeCnt |
| Subtotal Spent | $21,871,210 | SubtotalSpentAmt |
| Continuation Spent | $0 | ContinuationSpentAmt |
| Total Spent | $21,871,210 | TotalSpentAmt |
| Transfer To Foreign Corp | 0 | TransferToForeignCorpInd |
| Interest In Foreign Trust | 0 | InterestInForeignTrustInd |
| Foreign Corp Ownership | 0 | ForeignCorpOwnershipInd |
| Passive Foreign Investmest Co | 0 | PassiveForeignInvestmestCoInd |
| Foreign Partnership | 0 | ForeignPartnershipInd |
| Boycott Countries | 0 | BoycottCountriesInd |
Supplemental Information Detail SupplementalInformationDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Form And Line Reference | PART III ACCOUNTING METHOD: | FormAndLineReferenceDesc |
Schedule H IRS990ScheduleH
| Field | Value | IRS element (for citing) |
|---|---|---|
| Financial Assistance Policy | Yes (1) | FinancialAssistancePolicyInd |
| Written Policy | Yes (1) | WrittenPolicyInd |
| Indiv Hospital Tailored Policy | Yes (X) | IndivHospitalTailoredPolicyInd |
| FPG Reference Free Care | Yes (1) | FPGReferenceFreeCareInd |
Free Care Oth Percentage FreeCareOthPercentageGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | Yes (X) | OtherInd |
| Free Care Other | 350.000000000000 | FreeCareOtherPct |
| Field | Value | IRS element (for citing) |
|---|---|---|
| FPG Reference Discounted Care | Yes (1) | FPGReferenceDiscountedCareInd |
Discounted Care Oth Percentage DiscountedCareOthPercentageGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | Yes (X) | OtherInd |
| Discounted Care Other | 450.000000000000 | DiscountedCareOtherPct |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Free Care Medically Indigent | Yes (1) | FreeCareMedicallyIndigentInd |
| Financial Assistance Budget | 0 | FinancialAssistanceBudgetInd |
| Annual Community Bnft Report | 0 | AnnualCommunityBnftReportInd |
Financial Assistance At Cost Typ FinancialAssistanceAtCostTyp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $33,989,142 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $24,962,177 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $9,026,965 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.01170 | TotalExpensePct |
Unreimbursed Medicaid UnreimbursedMedicaidGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $219,716,536 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $142,784,718 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $76,931,818 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.09940 | TotalExpensePct |
Unreimbursed Costs UnreimbursedCostsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $521,677 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | -$782,816 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $1,304,493 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00170 | TotalExpensePct |
Total Financial Assistance Typ TotalFinancialAssistanceTyp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $254,227,355 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $166,964,079 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $87,263,276 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.11280 | TotalExpensePct |
Community Health Services CommunityHealthServicesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $551,701 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $551,701 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00070 | TotalExpensePct |
Health Professions Education HealthProfessionsEducationGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $127,077 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $1,660,320 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $0 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00000 | TotalExpensePct |
Subsidized Health Services SubsidizedHealthServicesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $32,798,090 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $36,783,248 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $0 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00000 | TotalExpensePct |
Cash And In Kind Contributions CashAndInKindContributionsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $40,098 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $40,098 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00010 | TotalExpensePct |
Total Other Benefits TotalOtherBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $33,516,966 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $38,443,568 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $591,799 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00080 | TotalExpensePct |
Total Community Benefits TotalCommunityBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $287,744,321 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $205,407,647 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $87,855,075 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.11360 | TotalExpensePct |
Physical Imprv And Housing PhysicalImprvAndHousingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $25,000 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $25,000 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00000 | TotalExpensePct |
Community Support CommunitySupportGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $45,553 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $45,553 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00010 | TotalExpensePct |
Coalition Building CoalitionBuildingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $95,000 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $95,000 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00010 | TotalExpensePct |
Health Improvement Advocacy HealthImprovementAdvocacyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $156,063 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $156,063 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00020 | TotalExpensePct |
Workforce Development WorkforceDevelopmentGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $325,000 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $325,000 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00040 | TotalExpensePct |
Other Communtity Building Acty OtherCommuntityBuildingActyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $71,000 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $36,000 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $35,000 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00000 | TotalExpensePct |
Total Communtity Building Acty TotalCommuntityBuildingActyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $717,616 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $36,000 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $681,616 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00080 | TotalExpensePct |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Bad Debt Expense Reported | Yes (1) | BadDebtExpenseReportedInd |
| Bad Debt Expense | $135,399,296 | BadDebtExpenseAmt |
| Bad Debt Expense Attributable | $32,118,143 | BadDebtExpenseAttributableAmt |
| Reimbursed By Medicare | $402,223,448 | ReimbursedByMedicareAmt |
| Cost Of Care Reimbursed By Medcr | $313,331,355 | CostOfCareReimbursedByMedcrAmt |
| Medicare Surplus Or Shortfall | $88,892,093 | MedicareSurplusOrShortfallAmt |
Costing Methodology Used CostingMethodologyUsedGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | Yes (X) | OtherInd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Written Debt Collection Policy | Yes (1) | WrittenDebtCollectionPolicyInd |
| Financial Assistance Prvsn | Yes (1) | FinancialAssistancePrvsnInd |
| Hospital Facilities | 10 | HospitalFacilitiesCnt |
Hospital Facilities HospitalFacilitiesGrp (10 entries)
| FacilityFacilityNum | Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | Website AddressWebsiteAddressTxt | State LicenseStateLicenseNum | Licensed HospitalLicensedHospitalInd | General Medical And SurgicalGeneralMedicalAndSurgicalInd | Emergency Room24 HrsEmergencyRoom24HrsInd | Teaching HospitalTeachingHospitalInd | OtherOtherDesc |
|---|---|---|---|---|---|---|---|---|---|---|---|
| SOUTHERN REGIONAL MEDICAL CENTER | |||||||||||
| 1 | 11 UPPER RIVERDALE ROAD SW | RIVERDALE | GA | 30274 | WWW.SOUTHERNREGIONAL.ORG | 031-710 | Yes (X) | Yes (X) | Yes (X) | ||
| LANDMARK MEDICAL CENTER | |||||||||||
| 2 | 115 CASS AVENUE | WOONSOCKET | RI | 02895 | WWW.LANDMARKMEDICAL.ORG | HOS00134 | Yes (X) | Yes (X) | Yes (X) | ||
| SHERMAN OAKS HOSPITAL | |||||||||||
| 3 | 4929 VAN NUYS BOULEVARD | SHERMAN OAKS | CA | 91403 | WWW.SHERMANOAKSHOSPITAL.ORG | 930000149 | Yes (X) | Yes (X) | Yes (X) | ||
| MONTCLAIR HOSPITAL MEDICAL CENTER | |||||||||||
| 4 | 5000 SAN BERNARDINO STREET | MONTCLAIR | CA | 91763 | WWW.MONTCLAIR-HOSPITAL.ORG | 240000141 | Yes (X) | Yes (X) | Yes (X) | ||
| HUNTINGTON BEACH HOSPITAL | |||||||||||
| 5 | 17772 BEACH BOULEVARD | HUNTINGTON BEACH | CA | 92647 | WWW.HBHOSPITAL.ORG | 060000124 | Yes (X) | Yes (X) | Yes (X) | ||
| LA PALMA INTERCOMMUNITY HOSPITAL | |||||||||||
| 6 | 7901 WALKER STREET | LA PALMA | CA | 90623 | WWW.LAPALMAINTERCOMMUNITYHOSPITAL.COM | 060000136 | Yes (X) | Yes (X) | Yes (X) | ||
| ENCINO HOSPITAL MEDICAL CENTER | |||||||||||
| 7 | 16237 VENTURA BOULEVARD | ENCINO | CA | 91436 | WWW.ENCINOMED.ORG | 930000051 | Yes (X) | Yes (X) | Yes (X) | ||
| COSHOCTON REGIONAL MEDICAL CENTER | |||||||||||
| 8 | 1460 ORANGE STREET | COSHOCTON | OH | 43812 | WWW.COSHOCTONHOSPITAL.ORG | 1129 | Yes (X) | Yes (X) | Yes (X) | ||
| SUBURBAN COMMUNITY HOSPITAL | |||||||||||
| 9 | 2701 DEKALB PIKE | EAST NORRITON | PA | 19401 | WWW.SUBURBANHOSP.ORG | 197201 | Yes (X) | ||||
| PAMPA REGIONAL MEDICAL CENTER | |||||||||||
| 10 | ONE MEDICAL PLAZA | PAMPA | TX | 79065 | WWW.PRMCTX.COM | 100154 | Yes (X) | Yes (X) | Yes (X) | PSYCHIATRIC UNIT | |
Hospital Fclty Policies Prctc HospitalFcltyPoliciesPrctcGrp (10 entries)
| FacilityFacilityNum | First Licensed CY Or PYFirstLicensedCYOrPYInd | Tax Exempt Hospital CY Or PYTaxExemptHospitalCYOrPYInd | CHNA ConductedCHNAConductedInd | Community DefinitionCommunityDefinitionInd | Community DemographicsCommunityDemographicsInd | Existing ResourcesExistingResourcesInd | How Data ObtainedHowDataObtainedInd | Community Health NeedsCommunityHealthNeedsInd | Other Health IssuesOtherHealthIssuesInd | Community Hlth Needs Id ProcessCommunityHlthNeedsIdProcessInd | Consulting ProcessConsultingProcessInd | Prior CHNA ImpactPriorCHNAImpactInd | CHNA ConductedCHNAConductedYr | Take Into Account Others InputTakeIntoAccountOthersInputInd | CHNA Conducted With Other FcltsCHNAConductedWithOtherFcltsInd | CHNA Conducted With Non FcltsCHNAConductedWithNonFcltsInd | CHNA Report Widely AvailableCHNAReportWidelyAvailableInd | Rpt Available On Own WebsiteRptAvailableOnOwnWebsiteInd | Own Website URLOwnWebsiteURLTxt | Paper Copy Public InspectionPaperCopyPublicInspectionInd | Implementation Strategy AdoptImplementationStrategyAdoptInd | Implementation Strategy AdptImplementationStrategyAdptYr | Strategy Posted WebsiteStrategyPostedWebsiteInd | Strategy Website URLStrategyWebsiteURLTxt | Organization Incur Excise TaxOrganizationIncurExciseTaxInd | Elig Criteria ExplainedEligCriteriaExplainedInd | FPG Family Incm Lmt Free DscntFPGFamilyIncmLmtFreeDscntInd | FPG Family Incm Lmt Free CareFPGFamilyIncmLmtFreeCarePct | FPG Family Incm Lmt Dscnt CareFPGFamilyIncmLmtDscntCarePct | Asset Level CriteriaAssetLevelCriteriaInd | Medical Indigency CriteriaMedicalIndigencyCriteriaInd | Insurance Status CriteriaInsuranceStatusCriteriaInd | Underinsurance Stat CriteriaUnderinsuranceStatCriteriaInd | Residency CriteriaResidencyCriteriaInd | Explained BasisExplainedBasisInd | App Financial Asst ExplnAppFinancialAsstExplnInd | Described InfoDescribedInfoInd | Described Suprt DocDescribedSuprtDocInd | Provided Hospital ContactProvidedHospitalContactInd | Includes Publicity MeasuresIncludesPublicityMeasuresInd | FAP Available On WebsiteFAPAvailableOnWebsiteInd | FAP Available On Website URLFAPAvailableOnWebsiteURLTxt | FAP App Available On WebsiteFAPAppAvailableOnWebsiteInd | FAP App Available On Website URLFAPAppAvailableOnWebsiteURLTxt | FAP Summary On WebsiteFAPSummaryOnWebsiteInd | FAP Summary On Website URLFAPSummaryOnWebsiteURLTxt | FAP Avlbl On Request No ChargeFAPAvlblOnRequestNoChargeInd | FAP App Avlbl On Request No ChrgFAPAppAvlblOnRequestNoChrgInd | FAP Sum Avlbl On Request No ChrgFAPSumAvlblOnRequestNoChrgInd | Notified FAP Copy Bill DisplayNotifiedFAPCopyBillDisplayInd | Communtity Notified FAPCommuntityNotifiedFAPInd | FAP TranslatedFAPTranslatedInd | FAP Actions On NonpaymentFAPActionsOnNonpaymentInd | Permit No ActionsPermitNoActionsInd | Collection ActivitiesCollectionActivitiesInd | Provided Written NoticeProvidedWrittenNoticeInd | Made Effort Orally NotifyMadeEffortOrallyNotifyInd | Processed FAP ApplicationProcessedFAPApplicationInd | Made Presumptive Elig DetermMadePresumptiveEligDetermInd | Nondis Emergency Care PolicyNondisEmergencyCarePolicyInd | Prospective Medicare MedicaidProspectiveMedicareMedicaidInd | Amounts Generally BilledAmountsGenerallyBilledInd | Gross ChargesGrossChargesInd | Income Level CriteriaIncomeLevelCriteriaInd |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| SOUTHERN REGIONAL MEDICAL CENTER | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1 | 0 | 0 | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 22 | Yes (1) | 0 | 0 | Yes (1) | Yes (X) | SEE PART V, PAGE 8 | Yes (X) | Yes (1) | 22 | Yes (1) | SEE PART V, PAGE 8 | 0 | Yes (1) | Yes (X) | 125.000000000000 | 300.000000000000 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | WWW.SOUTHERNREGIONAL.ORG/PATIENTS-VISITORS/FINANCIAL-ASSISTANCE.ASPX | Yes (X) | WWW.SOUTHERNREGIONAL.ORG/PATIENTS-VISITORS/FINANCIAL-ASSISTANCE.ASPX | Yes (X) | WWW.SOUTHERNREGIONAL.ORG/PATIENTS-VISITORS/FINANCIAL-ASSISTANCE.ASPX | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | 0 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | 0 | 0 | |
| LANDMARK MEDICAL CENTER | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2 | 0 | 0 | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 22 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | Yes (X) | SEE PART V, PAGE 8 | Yes (X) | Yes (1) | 22 | Yes (1) | HTTPS://WWW.LANDMARKMEDICAL.ORG/ABOUT-US/COMMUNITY-HEALTH-NEEDS-ASSESSMENT/ | 0 | Yes (1) | Yes (X) | 350.000000000000 | 450.000000000000 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | SEE PART V, PAGE 8 | Yes (X) | SEE PART V, PAGE 8 | Yes (X) | SEE PART V, PAGE 8 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | 0 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | 0 | 0 | |
| SHERMAN OAKS HOSPITAL | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 3 | 0 | 0 | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 22 | Yes (1) | Yes (1) | 0 | Yes (1) | Yes (X) | SEE PART V, PAGE 8 | Yes (X) | Yes (1) | 19 | Yes (1) | WWW.SHERMANOAKSHOSPITAL.ORG/ABOUT-US/COMMUNITY-BENEFITS.ASPX | 0 | Yes (1) | Yes (X) | 350.000000000000 | 450.000000000000 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | WWW.SHERMANOAKSHOSPITAL.ORG/PATIENTS-VISITORS/FINANCIAL-ASSISTANCE.ASPX | Yes (X) | WWW.SHERMANOAKSHOSPITAL.ORG/PATIENTS-VISITORS/FINANCIAL-ASSISTANCE.ASPX | Yes (X) | WWW.SHERMANOAKSHOSPITAL.ORG/PATIENTS-VISITORS/FINANCIAL-ASSISTANCE.ASPX | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | 0 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | 0 | 0 | |
| MONTCLAIR HOSPITAL MEDICAL CENTER | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 4 | 0 | 0 | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 22 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | Yes (X) | HTTPS://MONTCLAIR-HOSPITAL.ORG/ABOUT-US/CHNA/ | Yes (X) | Yes (1) | 22 | Yes (1) | HTTPS://WWW.MONTCLAIR-HOSPITAL.ORG/ABOUT-US/CHNA.ASPX | 0 | Yes (1) | Yes (X) | 350.000000000000 | 450.000000000000 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | WWW.MONTCLAIR-HOSPITAL.ORG/PATIENTS-VISITORS/FINANCIAL-ASSISTANCE.ASPX | Yes (X) | WWW.MONTCLAIR-HOSPITAL.ORG/PATIENTS-VISITORS/FINANCIAL-ASSISTANCE.ASPX | Yes (X) | WWW.MONTCLAIR-HOSPITAL.ORG/PATIENTS-VISITORS/FINANCIAL-ASSISTANCE.ASPX | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | 0 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | 0 | 0 | |
| HUNTINGTON BEACH HOSPITAL | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 5 | 0 | 0 | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 21 | Yes (1) | Yes (1) | 0 | Yes (1) | Yes (X) | HTTPS://WWW.HBHOSPITAL.ORG/ABOUT-US/CHNA/ | Yes (X) | Yes (1) | 21 | Yes (1) | HTTPS://HBHOSPITAL.ORG/ABOUT-US/COMMUNITY-HEALTH-NEEDS-ASSESSMENT/ | 0 | Yes (1) | Yes (X) | 350.000000000000 | 450.000000000000 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | WWW.HBHOSPITAL.ORG/PATIENTS-VISITORS/FINANCIAL-ASSISTANCE.ASPX | Yes (X) | WWW.HBHOSPITAL.ORG/PATIENTS-VISITORS/FINANCIAL-ASSISTANCE.ASPX | Yes (X) | WWW.HBHOSPITAL.ORG/PATIENTS-VISITORS/FINANCIAL-ASSISTANCE.ASPX | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | 0 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | 0 | 0 | Yes (X) |
| LA PALMA INTERCOMMUNITY HOSPITAL | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 6 | 0 | 0 | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 21 | Yes (1) | Yes (1) | 0 | Yes (1) | Yes (X) | SEE PART V, PAGE 8 | Yes (X) | Yes (1) | 21 | Yes (1) | SEE PART V, PAGE 8 | 0 | Yes (1) | Yes (X) | 350.000000000000 | 450.000000000000 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | SEE PART V, PAGE 8 | Yes (X) | SEE PART V, PAGE 8 | Yes (X) | SEE PART V, PAGE 8 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | 0 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | 0 | 0 | |
| ENCINO HOSPITAL MEDICAL CENTER | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 7 | 0 | 0 | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 22 | Yes (1) | Yes (1) | 0 | Yes (1) | Yes (X) | HTTPS://WWW.ENCINOMED.ORG/ABOUT-US/COMMUNITY-BENEFITS.ASPX | Yes (X) | Yes (1) | 19 | Yes (1) | HTTPS://WWW.ENCINOMED.ORG/ABOUT-US/COMMUNITY-BENEFITS.ASPX | 0 | Yes (1) | Yes (X) | 350.000000000000 | 450.000000000000 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | HTTPS://WWW.ENCINOMED.ORG/FOR-PATIENTS-VISITORS/FINANCIAL-ASSISTANCE/ | Yes (X) | HTTPS://WWW.ENCINOMED.ORG/FOR-PATIENTS-VISITORS/FINANCIAL-ASSISTANCE/ | Yes (X) | HTTPS://WWW.ENCINOMED.ORG/FOR-PATIENTS-VISITORS/FINANCIAL-ASSISTANCE/ | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | 0 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | 0 | 0 | |
| COSHOCTON REGIONAL MEDICAL CENTER | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 8 | 0 | 0 | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 22 | Yes (1) | 0 | 0 | Yes (1) | Yes (X) | SEE PART V, PAGE 8 | Yes (X) | Yes (1) | 19 | Yes (1) | SEE PART V, PAGE 8 | 0 | Yes (1) | Yes (X) | 200.000000000000 | 350.000000000000 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | WWW.COSHOCTONHOSPITAL.ORG/FOR-PATIENTS-VISITORS/FINANCIAL-ASSISTANCE.ASPX | Yes (X) | WWW.COSHOCTONHOSPITAL.ORG/FOR-PATIENTS-VISITORS/FINANCIAL-ASSISTANCE.ASPX | Yes (X) | WWW.COSHOCTONHOSPITAL.ORG/FOR-PATIENTS-VISITORS/FINANCIAL-ASSISTANCE.ASPX | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | 0 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | 0 | 0 | ||
| SUBURBAN COMMUNITY HOSPITAL | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 9 | 0 | 0 | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 20 | Yes (1) | 0 | 0 | Yes (1) | Yes (X) | SEE PART V, PAGE 8 | Yes (X) | Yes (1) | 20 | Yes (1) | WWW.SUBURBANHOSP.ORG/ABOUT-US/COMMUNITY-HEALTH-NEEDS-ASSESSMENT/ | 0 | Yes (1) | Yes (X) | 350.000000000000 | 450.000000000000 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | HTTPS://WWW.SUBURBANHOSP.ORG/PATIENTS-VISITORS/FINANCIAL-ASSISTANCE/ | Yes (X) | HTTPS://WWW.SUBURBANHOSP.ORG/PATIENTS-VISITORS/FINANCIAL-ASSISTANCE/ | Yes (X) | HTTPS://WWW.SUBURBANHOSP.ORG/PATIENTS-VISITORS/FINANCIAL-ASSISTANCE/ | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | 0 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | 0 | 0 | ||
| PAMPA REGIONAL MEDICAL CENTER | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 10 | 0 | 0 | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 21 | Yes (1) | 0 | 0 | Yes (1) | Yes (X) | SEE PART V, PAGE 8 | Yes (X) | 0 | 0 | Yes (1) | Yes (X) | 350.000000000000 | 450.000000000000 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | HTTPS://WWW.PRMCTX.COM/PATIENTS-VISITORS/FINANCIAL-ASSISTANCE/ | Yes (X) | HTTPS://WWW.PRMCTX.COM/PATIENTS-VISITORS/FINANCIAL-ASSISTANCE/ | Yes (X) | HTTPS://WWW.PRMCTX.COM/PATIENTS-VISITORS/FINANCIAL-ASSISTANCE/ | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | 0 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | 0 | 0 | ||||
Supplemental Information SupplementalInformationGrp (45 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| SOUTHERN REGIONAL MEDICAL CENTER | PART V, SECTION B, LINE 5: THE FY2022 CHNA FOR SOUTHERN REGIONAL MEDICAL CENTER WAS LED BY THE HOSPITAL STEERING COMMITTEE, COMPRISED OF SENIOR LEADERSHIP, AND THE CHNA KEY STAKEHOLDERS COMMITTEE. COMMUNITY INPUT PLAYED AN INTEGRAL ROLE IN THE FY2022 CHNA. THE CHNA KEY STAKEHOLDERS COMMITTEE WAS COMPRISED OF COMMUNITY LEADERS WHO REPRESENT THE BROAD INTERESTS OF THE COMMUNITIES SERVED BY SOUTHERN REGIONAL MEDICAL CENTER. THEY PROVIDED SPECIALIZED KNOWLEDGE OF OVERALL COMMUNITY NEEDS AND CHALLENGES, PUBLIC HEALTH ISSUES, AND INSIGHT INTO THE UNDERSERVED, HARD-TO-REACH, AND VULNERABLE POPULATIONS. THEY REVIEWED AND ASSESSED THE COMPILED DATA AND RESULTS OF THE CHNA COMMUNITY SURVEY, ASSESSED NEEDS OF THE COMMUNITY, AND REVIEWED THE AVAILABILITY OF COMMUNITY RESOURCES. THEIR INPUT DETERMINED THE PRIORITIZATION OF THE HEALTH NEEDS OF THE COMMUNITY. SOUTHERN REGIONAL MEDICAL CENTER SOUGHT TO ENGAGE KEY STAKEHOLDERS WHO EITHER HAD A SPECIALIZED KNOWLEDGE OR EXPERTISE IN PUBLIC HEALTH, WERE AFFILIATED WITH LOCAL GOVERNMENT AND SCHOOLS, OR THEIR INVOLVEMENT WITH UNDERSERVED AND MINORITY POPULATIONS AND TO REPRESENT THE BROADER COMMUNITY. KEY STAKEHOLDERS FROM THE COMMUNITY REPRESENTED THE FOLLOWING TYPES OF ORGANIZATIONS AND AGENCIES:- LOCAL, COUNTY, AND STATE GOVERNMENT- MEDICAL PROVIDERS- COMMUNITY, BUSINESS, AND RELIGIOUS LEADERSA CHNA SURVEY WAS CONDUCTED BETWEEN JULY 15 TO OCTOBER 1, 2021 AND OFFERED TO SOUTHERN REGIONAL MEDICAL CENTER PATIENTS AND VISITORS, AS WELL AS ACCESSIBLE ONLINE, TO ASSESS THE HEALTHCARE NEEDS AND DESIRES OF THE COMMUNITY. SOUTHERN REGIONAL MEDICAL CENTER STAFF MEMBERS WERE ALSO RANDOMLY SELECTED TO RESPOND TO SURVEY QUESTIONS VIA INDIVIDUAL INTERVIEWS. PARTICIPANTS IN BOTH SURVEYS AND INTERVIEWS PROVIDED INPUT ON THE FOLLOWING ISSUES: - TOP HEALTH CHALLENGES SUCH AS HIGH BLOOD PRESSURE, JOINT AND BACK PAIN, OBESITY, DIABETES, MENTAL HEALTH ISSUES, AND HEART DISEASE. - ISSUES THAT PREVENT ACCESS TO CARE SUCH AS NO INSURANCE, LACK OF ABILITY TO PAY, LANGUAGE BARRIERS, TRANSPORTATION, ETC. - RESOURCES THAT WOULD IMPROVE THE HEALTH OF THE COMMUNITY SUCH AS FREE OR AFFORDABLE HEALTH SCREENINGS, HEALTHIER FOOD, WELLNESS SERVICES, SAFE PLACES TO WORK AND PLAY, MENTAL HEALTH SERVICES, JOB OPPORTUNITIES, AND RECREATION FACILITIES. - HEALTH SCREENINGS AND SERVICES NEEDED. |
| LANDMARK MEDICAL CENTER | PART V, SECTION B, LINE 5: THE FY2022 CHNA FOR LANDMARK MEDICAL CENTER WAS CONDUCTED FROM JULY 2021 TO MAY 2022 AS PART OF A STATEWIDE CHNA WITH THE HOSPITAL ASSOCIATION OF RHODE ISLAND (HARI) AND INCLUDED QUANTITATIVE AND QUALITATIVE RESEARCH METHODS TO DETERMINE HEALTH TRENDS AND DISPARITIES AFFECTING SERVICE AREA RESIDENTS. THROUGH AN ANALYSIS OF PUBLIC HEALTH STATISTICS, DEMOGRAPHIC AND SOCIAL MEASURES, AND HEALTHCARE UTILIZATION AS WELL AS KEY INFORMANT SURVEYS AND INTERVIEWS, A PROFILE OF COMMUNITY HEALTH PRIORITIES WAS DETERMINED. THE FINDINGS OF THIS CHNA WILL IDENTIFY COMMON AND UNIQUE CHALLENGES ACROSS RHODE ISLAND TO INFORM COMMUNITY HEALTH INITIATIVES AND ULTIMATELY ADVANCE HEALTH EQUITY FOR ALL RESIDENTS.COMMUNITY INPUT PLAYED AN INTEGRAL ROLE IN THE FY2022 CHNA. TO ASSESS AND RESPOND TO COMMUNITY HEALTH NEEDS, INPUT WAS SOLICITED AND RECEIVED BY REPRESENTATIVES FROM THE RHODE ISLAND DEPARTMENT OF HEALTH, THE HEALTH EQUITY ZONES (HEZ) - A COLLABORATION OF LOCAL ORGANIZATIONS, BUSINESSES, CITY LEADERS, COALITIONS, AND RESIDENTS THAT TAKES ACTION TO IMPROVE THE HEALTH AND QUALITY OF LIFE FOR ALL PEOPLE IN THE SERVICE AREA, HEALTH AND SOCIAL SERVICE PROVIDERS, ADVOCACY AGENCIES, AND OTHER COMMUNITY PARTNERS. THESE INDIVIDUALS PROVIDED WIDE PERSPECTIVES ON HEALTH TRENDS, EXPERTISE ABOUT EXISTING COMMUNITY RESOURCES AVAILABLE TO MEET THOSE NEEDS, AND INSIGHTS INTO SERVICE DELIVERY GAPS THAT CONTRIBUTE TO HEALTH DISPARITIES. |
| SHERMAN OAKS HOSPITAL | PART V, SECTION B, LINE 5: ENCINO HOSPITAL MEDICAL CENTER AND SHERMAN OAKS HOSPITAL CONTRACTED KEYGROUP TO OVERSEE THE PROCESS OF DEVELOPING THE FY2022 CHNA TO DIRECTLY ADDRESS HEALTHCARE NEEDS IN THE PRIMARY SERVICE AREA. THROUGH BOTH QUANTITATIVE AND QUALITATIVE RESEARCH METHODS AND COMMUNITY STAKEHOLDER FEEDBACK, PRIORITY HEALTH NEEDS WERE DETERMINED. COMMUNITY INPUT PLAYED AN INTEGRAL ROLE IN THE FY2022 CHNA. IN ASSESSING AND DETERMINING THE PRIORITY HEALTH NEEDS OF THE COMMUNITY, INPUT WAS SOLICITED AND RECEIVED FROM KEY STAKEHOLDERS WHO ARE COMMUNITY LEADERS AND REPRESENTATIVES OF AREA HEALTH AGENCIES, SOCIAL SERVICE PROVIDERS, AND LOCAL GOVERNMENT ORGANIZATIONS. KEYGROUP CONDUCTED FOCUS GROUPS WITH PATIENTS, SOCIAL SERVICE AGENCIES, LAW ENFORCEMENT, POST-ACUTE CARE PROVIDERS, SCHOOL STAFFS, COMMUNITY MEMBERS, LEADERS, AND SERVICE PROVIDERS WHO ARE KNOWLEDGEABLE ABOUT THE HEALTH NEEDS OF THE COMMUNITY, REPRESENT THE BROAD INTERESTS OF THE COMMUNITY, OR ARE PUBLIC HEALTH EXPERTS. IN ADDITION, 203 WRITTEN SURVEYS WERE ADMINISTERED BY KEYGROUP AND THE HOSPITALS. MOST OF THE SURVEYS WERE SOLICITED FROM SHOPPERS IN THE BUSINESS DISTRICTS SURROUNDING THE HOSPITALS, WHILE OTHERS CAME FROM MEETINGS OF CIVIC GROUPS, CHURCHES, PATIENTS OF THE HOSPITALS, AND OTHER COMMUNITY ORGANIZATIONS. INPUT WAS GATHERED FROM THE FOCUS GROUP AND COMMUNITY SURVEYS TO COLLECT PARTICIPANTS' VIEWS ON HEALTHCARE-RELATED PROBLEMS IN THE COMMUNITY SUCH AS THEIR OPINIONS ON HEALTH STATUS, HEALTH NEEDS AND EXISTING OPTIONS FOR HEALTHCARE SERVICES.PARTICIPANTS PROVIDED INPUT ON THE FOLLOWING ISSUES: - MOST COMMON HEALTH PROBLEMS IN THE COMMUNITY.- MOST COMMON RISK FACTORS IN THE COMMUNITY. - PERCEPTION OF ENCINO HOSPITAL MEDICAL CENTER AND SHERMAN OAKS HOSPITAL AND WHAT THEY CAN DO TO BETTER PROMOTE GOOD HEALTH. |
| MONTCLAIR HOSPITAL MEDICAL CENTER | PART V, SECTION B, LINE 5: THE FY2022 CHNA FOR MONTCLAIR HOSPITAL MEDICAL CENTER WAS CONDUCTED AS PART OF THE INLAND EMPIRE COMMUNITY HEALTH NEEDS ASSESSMENT. THROUGH BOTH QUANTITATIVE AND QUALITATIVE RESEARCH METHODS AND COMMUNITY STAKEHOLDER FEEDBACK, PRIORITY HEALTH NEEDS WERE DETERMINED. COMMUNITY INPUT PLAYED AN INTEGRAL ROLE IN THE FY2022 CHNA. THE 2022 INLAND EMPIRE CHNA STAKEHOLDER COMMITTEE REPRESENTED MANY KEY PUBLIC HEALTH, HEALTHCARE DELIVERY SYSTEMS, AND COMMUNITY PARTNERS IN THE INLAND EMPIRE REGION OF SOUTHERN CALIFORNIA. STAKEHOLDERS WERE INTENTIONALLY SELECTED TO REPRESENT ORGANIZATIONS THAT WORK WITH VULNERABLE POPULATIONS IN THE REGION. THE CHNA STAKEHOLDERS IDENTIFIED NINE KEY INFORMANTS WHO WERE INTERVIEWED INDIVIDUALLY IN PERSON OR BY TELEPHONE IN MARCH, APRIL, AND MAY 2022. THE INFORMANTS REPRESENTED COMMUNITY, CIVIC, AND GOVERNMENT LEADERS IN THE PRIMARY SERVICE AREA. THEY WERE ASKED TO PROVIDE THEIR INPUT ON KEY HEALTH NEEDS, SOCIAL FACTORS, AND COMMUNITY CONDITIONS THAT AFFECT HEALTH AS WELL AS COMMUNITY ASSETS THAT COULD BE USED TO ADDRESS THESE ISSUES. EIGHT LISTENING SESSIONS AT MULTIPLE LOCATIONS THROUGHOUT THE PRIMARY SERVICE AREA WERE ALSO CONDUCTED TO GAIN INSIGHTS FROM DIVERSE COMMUNITIES ON REGIONAL HEALTH PRIORITIES. INTERVIEWEES AT THESE LISTENING SESSIONS REPRESENTED IMMIGRANTS, YOUTH, WORKING-CLASS COMMUNITY MEMBERS AND INDIVIDUALS WHO IDENTIFIED AS BIPOC (BLACK, INDIGENOUS, AND PEOPLE OF COLOR). THESE INDIVIDUALS WERE ASKED TO PROVIDE THEIR INPUT ON HEALTH, ENVIRONMENTAL, AND COMMUNITY THEMES. |
| HUNTINGTON BEACH HOSPITAL | PART V, SECTION B, LINE 5: THE FY2021 CHNA FOR HUNTINGTON BEACH HOSPITAL AND LA PALMA INTERCOMMUNITY HOSPITAL USED SYSTEMATIC, COMPREHENSIVE DATA COLLECTION AND ANALYSIS TO DEFINE PRIORITIES FOR HEALTH IMPROVEMENT, CREATED A COLLABORATIVE COMMUNITY ENVIRONMENT TO ENGAGE STAKEHOLDERS, AND AN OPEN AND TRANSPARENT PROCESS TO LISTEN AND TRULY UNDERSTAND THE HEALTH NEEDS OF ORANGE COUNTY, CALIFORNIA.THE HOSPITAL FACILITIES CONCENTRATED THEIR EFFORTS ON GATHERING QUALITATIVE PRIMARY DATA THROUGH A SERIES OF CONTACTS WITH KEY STAKEHOLDERS THAT REPRESENT THE COMMUNITY THEY ARE A PART OF, INCLUDING GOVERNMENT REPRESENTATIVES, PUBLIC HEALTH REPRESENTATIVES, HEALTHCARE PROVIDERS, COMMUNITY SERVICE PROVIDERS, AND MINORITY GROUP LEADERS. AS WELL, SECONDARY PUBLIC HEALTH SOURCES WERE UTILIZED TO GATHER DATA ON ORANGE COUNTY, CALIFORNIA, AND THE UNITED STATES AS A WHOLE. PUBLIC HEALTH DATA INCLUDED DEATH STATISTICS, COUNTY HEALTH RANKINGS, AND CANCER INCIDENCE. IN ADDITION, DEMOGRAPHICS AND SOCIOECONOMICS (POPULATION, POVERTY, UNINSURED, UNEMPLOYMENT), ALONG WITH PSYCHOGRAPHICS (BEHAVIOR MEASURED BY SPENDING AND MEDIA PREFERENCES) WERE ALSO UTILIZED IN THIS PROCESS.COMMUNITY MEMBERS PARTICIPATED IN FOCUS GROUPS AND INDIVIDUAL INTERVIEWS FOR THEIR PERSPECTIVES ON COMMUNITY HEALTH NEEDS AND ISSUES. FURTHERMORE, THERE WAS A COMMUNITY HEALTH SUMMIT CONDUCTED WITH COMMUNITY STAKEHOLDERS WHICH INCLUDED HEALTHCARE PROVIDERS, BUSINESS LEADERS, GOVERNMENT REPRESENTATIVES, SCHOOLS, NOT-FOR-PROFIT ORGANIZATIONS, EMPLOYERS, AND OTHER COMMUNITY MEMBERS.THE FOLLOWING ORGANIZATIONS CONTRIBUTED TO THE CHNA PROCESS AS COMMUNITY PARTNERS:24/7 CARE AT HOMEANAHEIM TERRACE SNFCITIZENCITY NETCITY OF HUNTINGTON BEACHCNI COLLEGECOMMUNITY ACTION PARTNERSHIP OF OCCOMMUNITY VOLUNTEER KIWANISGARDEN PARK CAREGG CHAMBER OF COMMERCEGOLDEN WEST COLLEGEHOME HEALTH & HOSPITAL, BEHAVIORAL HEALTHHUNTINGTON BEACH FIRE DEPARTMENTHUNTINGTON VALLEY HEALTH CARE CENTERMEMORIAL CAREPELICAN RIDGE SUMAKPRIME HEALTHCARETHE HILLS POST ACUTEWEST COAST UNIVERSITY |
| LA PALMA INTERCOMMUNITY HOSPITAL | PART V, SECTION B, LINE 5: THE FY2021 CHNA FOR HUNTINGTON BEACH HOSPITAL AND LA PALMA INTERCOMMUNITY HOSPITAL USED SYSTEMATIC, COMPREHENSIVE DATA COLLECTION AND ANALYSIS TO DEFINE PRIORITIES FOR HEALTH IMPROVEMENT, CREATED A COLLABORATIVE COMMUNITY ENVIRONMENT TO ENGAGE STAKEHOLDERS, AND AN OPEN AND TRANSPARENT PROCESS TO LISTEN AND TRULY UNDERSTAND THE HEALTH NEEDS OF ORANGE COUNTY, CALIFORNIA.THE HOSPITAL FACILITIES CONCENTRATED THEIR EFFORTS ON GATHERING QUALITATIVE PRIMARY DATA THROUGH A SERIES OF CONTACTS WITH KEY STAKEHOLDERS THAT REPRESENT THE COMMUNITY THEY ARE A PART OF, INCLUDING GOVERNMENT REPRESENTATIVES, PUBLIC HEALTH REPRESENTATIVES, HEALTHCARE PROVIDERS, COMMUNITY SERVICE PROVIDERS, AND MINORITY GROUP LEADERS. AS WELL, SECONDARY PUBLIC HEALTH SOURCES WERE UTILIZED TO GATHER DATA ON ORANGE COUNTY, CALIFORNIA, AND THE UNITED STATES AS A WHOLE. PUBLIC HEALTH DATA INCLUDED DEATH STATISTICS, COUNTY HEALTH RANKINGS, AND CANCER INCIDENCE. IN ADDITION, DEMOGRAPHICS AND SOCIOECONOMICS (POPULATION, POVERTY, UNINSURED, UNEMPLOYMENT), ALONG WITH PSYCHOGRAPHICS (BEHAVIOR MEASURED BY SPENDING AND MEDIA PREFERENCES) WERE ALSO UTILIZED IN THIS PROCESS.COMMUNITY MEMBERS PARTICIPATED IN FOCUS GROUPS AND INDIVIDUAL INTERVIEWS FOR THEIR PERSPECTIVES ON COMMUNITY HEALTH NEEDS AND ISSUES. FURTHERMORE, THERE WAS A COMMUNITY HEALTH SUMMIT CONDUCTED WITH COMMUNITY STAKEHOLDERS WHICH INCLUDED HEALTHCARE PROVIDERS, BUSINESS LEADERS, GOVERNMENT REPRESENTATIVES, SCHOOLS, NOT-FOR-PROFIT ORGANIZATIONS, EMPLOYERS, AND OTHER COMMUNITY MEMBERS.THE FOLLOWING ORGANIZATIONS CONTRIBUTED TO THE CHNA PROCESS AS COMMUNITY PARTNERS:24/7 CARE AT HOMEANAHEIM TERRACE SNFCITIZENCITY NETCITY OF HUNTINGTON BEACHCNI COLLEGECOMMUNITY ACTION PARTNERSHIP OF OCCOMMUNITY VOLUNTEER KIWANISGARDEN PARK CAREGG CHAMBER OF COMMERCEGOLDEN WEST COLLEGEHOME HEALTH & HOSPITAL, BEHAVIORAL HEALTHHUNTINGTON BEACH FIRE DEPARTMENTHUNTINGTON VALLEY HEALTH CARE CENTERMEMORIAL CAREPELICAN RIDGE SUMAKPRIME HEALTHCARETHE HILLS POST ACUTEWEST COAST UNIVERSITY |
| ENCINO HOSPITAL MEDICAL CENTER | PART V, SECTION B, LINE 5: ENCINO HOSPITAL MEDICAL CENTER AND SHERMAN OAKS HOSPITAL CONTRACTED KEYGROUP TO OVERSEE THE PROCESS OF DEVELOPING THE FY2022 CHNA TO DIRECTLY ADDRESS HEALTHCARE NEEDS IN THE PRIMARY SERVICE AREA. THROUGH BOTH QUANTITATIVE AND QUALITATIVE RESEARCH METHODS AND COMMUNITY STAKEHOLDER FEEDBACK, PRIORITY HEALTH NEEDS WERE DETERMINED. COMMUNITY INPUT PLAYED AN INTEGRAL ROLE IN THE FY2022 CHNA. IN ASSESSING AND DETERMINING THE PRIORITY HEALTH NEEDS OF THE COMMUNITY, INPUT WAS SOLICITED AND RECEIVED FROM KEY STAKEHOLDERS WHO ARE COMMUNITY LEADERS AND REPRESENTATIVES OF AREA HEALTH AGENCIES, SOCIAL SERVICE PROVIDERS, AND LOCAL GOVERNMENT ORGANIZATIONS. KEYGROUP CONDUCTED FOCUS GROUPS WITH PATIENTS, SOCIAL SERVICE AGENCIES, LAW ENFORCEMENT, POST-ACUTE CARE PROVIDERS, SCHOOL STAFFS, COMMUNITY MEMBERS, LEADERS, AND SERVICE PROVIDERS WHO ARE KNOWLEDGEABLE ABOUT THE HEALTH NEEDS OF THE COMMUNITY, REPRESENT THE BROAD INTERESTS OF THE COMMUNITY, OR ARE PUBLIC HEALTH EXPERTS. IN ADDITION, 203 WRITTEN SURVEYS WERE ADMINISTERED BY KEYGROUP AND THE HOSPITALS. MOST OF THE SURVEYS WERE SOLICITED FROM SHOPPERS IN THE BUSINESS DISTRICTS SURROUNDING THE HOSPITALS, WHILE OTHERS CAME FROM MEETINGS OF CIVIC GROUPS, CHURCHES, PATIENTS OF THE HOSPITALS, AND OTHER COMMUNITY ORGANIZATIONS. INPUT WAS GATHERED FROM THE FOCUS GROUP AND COMMUNITY SURVEYS TO COLLECT PARTICIPANTS' VIEWS ON HEALTHCARE-RELATED PROBLEMS IN THE COMMUNITY SUCH AS THEIR OPINIONS ON HEALTH STATUS, HEALTH NEEDS AND EXISTING OPTIONS FOR HEALTHCARE SERVICES.PARTICIPANTS PROVIDED INPUT ON THE FOLLOWING ISSUES: - MOST COMMON HEALTH PROBLEMS IN THE COMMUNITY.- MOST COMMON RISK FACTORS IN THE COMMUNITY. - PERCEPTION OF ENCINO HOSPITAL MEDICAL CENTER AND SHERMAN OAKS HOSPITAL AND WHAT THEY CAN DO TO BETTER PROMOTE GOOD HEALTH. |
| COSHOCTON REGIONAL MEDICAL CENTER | PART V, SECTION B, LINE 5: THE FY2022 CHNA FOR COSHOCTON REGIONAL MEDICAL CENTER USED SYSTEMATIC, COMPREHENSIVE DATA COLLECTION AND ANALYSIS TO DEFINE PRIORITIES FOR HEALTH IMPROVEMENT, CREATED A COLLABORATIVE COMMUNITY ENVIRONMENT TO ENGAGE STAKEHOLDERS, AND AN OPEN AND TRANSPARENT PROCESS TO LISTEN AND TRULY UNDERSTAND THE HEALTH NEEDS OF COSHOCTON COUNTY, OHIO.COMMUNITY INPUT PLAYED AN INTEGRAL ROLE IN THE FY2022 CHNA. IN ASSESSING COMMUNITY HEALTH NEEDS, INPUT WAS SOLICITED AND RECEIVED FROM COMMUNITY MEMBERS WHO REPRESENT THE BROAD INTERESTS OF THE COMMUNITY, AS WELL AS MEDICALLY UNDERSERVED, LOW-INCOME, AND MINORITY POPULATIONS. THESE INDIVIDUALS PROVIDED WIDE PERSPECTIVES ON HEALTH TRENDS AND EXPERTISE IN THE FIELDS OF PUBLIC HEALTH, BUSINESS, EDUCATION, PHILANTHROPY & INVESTING, NON-PROFITS, COMMUNITY DEVELOPMENT, GOVERNMENT, AND HEALTHCARE. INPUT WAS SOLICITED THROUGH INFORMATION GATHERING, USING SECONDARY PUBLIC HEALTH SOURCES, AS WELL AS THROUGH FOCUS GROUPS AND INTERVIEWS THAT WERE CONDUCTED IN MAY 2022. THE FOLLOWING ORGANIZATIONS CONTRIBUTED TO THE CHNA PROCESS AS COMMUNITY PARTNERS:ALL WELLALTERCAREBSN COSHOCTON SCHOOLCAREER CENTERCAREER COACH AT JOB AND FAMILY SERVICESCNO COSHOCTON REGIONAL MEDICAL CENTERCOMMISSIONERS OFFICECORONERCOSHOCTON BOARD OF DEVELOPMENTAL DISABILITIESCOSHOCTON COUNTY COORDINATED TRANSPORTATION AGENCYCOSHOCTON EMSCOSHOCTON JUVENILE COURTDIRECTOR OF UNITED WAYEARLY CHILDHOOD JFSFATHERHOOD INITIATIVEFIRST STEP FAMILY VIOLENCEHEALTH DEPARTMENTINTERIM HEALTH CAREJOB AND FAMILY SERVICESKNO-HO-CO ADMINISTRATORLAFAYETTE POINTE MARKETING AND ADMISSIONSMUSKINGUM VALLEY HEALTH CENTER PATIENT EXPERIENCERIVER VIEW SCHOOL |
| SUBURBAN COMMUNITY HOSPITAL | PART V, SECTION B, LINE 5: IN MAY 2020, SUBURBAN COMMUNITY HOSPITAL BEGAN A COMMUNITY HEALTH NEEDS ASSESSMENT FOR MONTGOMERY COUNTY, PENNSYLVANIA AND SOUGHT INPUT FROM PERSONS WHO REPRESENT THE BROAD INTERESTS OF THE COMMUNITY.INDIVIDUALS FROM COMMUNITY AND HEALTHCARE ORGANIZATIONS COLLABORATED TO IMPLEMENT A COMPREHENSIVE CHNA PROCESS FOCUSED ON IDENTIFYING AND DEFINING SIGNIFICANT HEALTH NEEDS, ISSUES, AND CONCERNS OF MONTGOMERY COUNTY. THE SEVERAL-MONTH PROCESS CENTERED ON GATHERING AND ANALYZING DATA AS WELL AS RECEIVING INPUT FROM COMMUNITY STAKEHOLDERS WHO REPRESENT THE BROAD INTERESTS OF THE COMMUNITY AS WELL AS REPRESENTING LOW INCOME, MEDICALLY UNDERSERVED AND MINORITY POPULATIONS TO PROVIDE DIRECTION FOR THE COMMUNITY AND HOSPITAL TO CREATE A PLAN TO IMPROVE THE HEALTH OF THE COMMUNITIES. PARTICIPANTS INCLUDED COMMUNITY PHYSICIANS, SCHOOLS, RELIGIOUS ORGANIZATIONS, SOCIAL SERVICES, CHAMBER OF COMMERCE, DEPARTMENT OF HEALTH, MONTGOMERY COUNTY ELECTED OFFICIALS, OTHER HEALTHCARE WORKERS, PHYSICIANS, AND PUBLIC SAFETY. METHODS USED FOR THE CHNA:- INFORMATION GATHERING, USING SECONDARY PUBLIC HEALTH SOURCES, OCCURRED IN MAY AND JUNE 2020.- COMMUNITY MEMBERS PARTICIPATED IN INDIVIDUAL INTERVIEWS FOR THEIR PERSPECTIVES ON COMMUNITY HEALTH NEEDS AND ISSUES ON JUNE 18-19, 2020.- A COMMUNITY HEALTH SUMMIT WAS CONDUCTED ON SEPTEMBER 24, 2020 WITH COMMUNITY STAKEHOLDERS. THE AUDIENCE CONSISTED OF HEALTHCARE PROVIDERS, RELIGIOUS ORGANIZATIONS, BUSINESS LEADERS, GOVERNMENT REPRESENTATIVES, SCHOOLS, NOT-FOR-PROFIT ORGANIZATIONS, EMPLOYERS, AND OTHER COMMUNITY MEMBERS.BOTH PRIMARY AND SECONDARY AND QUANTITATIVE AND QUALITATIVE DATA WERE OBTAINED AND ANALYZED FOR CHNA. PRIMARY METHODS INCLUDED:- INDIVIDUAL INTERVIEWS WITH COMMUNITY MEMBERS- COMMUNITY HEALTH SUMMITSECONDARY METHODS INCLUDED:- PUBLIC HEALTH DATA DEATH STATISTICS, COUNTY HEALTH RANKINGS, CANCER INCIDENCE- DEMOGRAPHICS AND SOCIOECONOMICS POPULATION, POVERTY, UNINSURED, UNEMPLOYMENT- PSYCHOGRAPHICS BEHAVIOR MEASURED |
| PAMPA REGIONAL MEDICAL CENTER | PART V, SECTION B, LINE 5: THE FY2021 CHNA FOR PAMPA REGIONAL MEDICAL CENTER USED SYSTEMATIC, COMPREHENSIVE DATA COLLECTION AND ANALYSIS TO DEFINE PRIORITIES FOR HEALTH IMPROVEMENT, CREATED A COLLABORATIVE COMMUNITY ENVIRONMENT TO ENGAGE STAKEHOLDERS, AND AN OPEN AND TRANSPARENT PROCESS TO LISTEN AND TRULY UNDERSTAND THE HEALTH NEEDS OF GRAY COUNTY, TEXAS.COMMUNITY INPUT PLAYED AN INTEGRAL ROLE IN THE FY2021 CHNA. IN ASSESSING COMMUNITY HEALTH NEEDS, INPUT WAS SOLICITED AND RECEIVED FROM COMMUNITY MEMBERS WHO REPRESENT THE BROAD INTERESTS OF THE COMMUNITY, AS WELL AS MEDICALLY UNDERSERVED, LOW-INCOME, AND MINORITY POPULATIONS. THESE INDIVIDUALS PROVIDED WIDE PERSPECTIVES ON HEALTH TRENDS AND EXPERTISE IN THE FIELDS OF PUBLIC HEALTH, BUSINESS, EDUCATION, PHILANTHROPY & INVESTING, NON-PROFITS, COMMUNITY DEVELOPMENT, GOVERNMENT, AND HEALTHCARE. INPUT WAS SOLICITED THROUGH INFORMATION GATHERING, USING SECONDARY PUBLIC HEALTH SOURCES, AS WELL AS THROUGH FOCUS GROUPS AND INTERVIEWS THAT WERE CONDUCTED IN AUGUST 2021.THE FOLLOWING ORGANIZATIONS CONTRIBUTED TO THE CHNA PROCESS AS COMMUNITY PARTNERS:ALTRUSA CLUBBEHAVIORAL HEALTHBRIARWOOD CHURCHCHAMBER, BUSINESS OWNERCHIROPRACTOR/BUSINESS OWNERCITY COMMISSIONERCITY MANAGERCITY OF PAMPACOMMUNITY MEMBERGRAY COUNTY EMSHARVESTER FAMILY MEDICAL CLINICHOSPITAL BOARD & HAPPY STATE BANKINSURANCE AGENT & ALTRUSA CLUBINTERIM HOME HEALTH & HOSPICEJUDGEKEYSTONE TOWER SYSTEMSLUKNER MEDICALMEALS ON WHEELSMEALS ON WHEELS & EXTENSION AGENTNEW HOPE COUNSELINGNURSE PRACTITIONERPAMPA CHAMBER OF COMMERCEPAMPA COMMUNITY SERVICESPAMPA EDCPAMPA HIGH SCHOOLPAMPA ISDPAMPA REGIONAL MED CTRPHOTOGRAPHERREALTORRUBY SLIPPERS HOME CARE PROVIDERST. MATTHEW DAY SCHOOLTEXAS FARM BUREAUTHE BRIDGE & HAPPY STATE BANKT-SHIRTS AND MORE |
| LANDMARK MEDICAL CENTER | PART V, SECTION B, LINE 6A: THE FY2022 CHNA WAS CONDUCTED WITH THE FOLLOWING HOSPITAL FACILITIES: - CHARTERCARE HEALTH PARTNERS, INCLUDING ROGER WILLIAMS MEDICAL CENTER AND FATIMA HOSPITAL- SOUTH COUNTY HOSPITAL- WESTERLY HOSPITAL- CARE NEW ENGLAND HEALTH SYSTEM, INCLUDING BUTLER HOSPITAL, KENT HOSPITAL, WOMEN & INFANTS HOSPITAL |
| SHERMAN OAKS HOSPITAL | PART V, SECTION B, LINE 6A: SHERMAN OAKS HOSPITAL CONDUCTED ITS CHNA WITH THE FOLLOWING OTHER HOSPITAL FACILITIES:ENCINO HOSPITAL MEDICAL CENTER |
| MONTCLAIR HOSPITAL MEDICAL CENTER | PART V, SECTION B, LINE 6A: MONTCLAIR HOSPITAL MEDICAL CENTER CONDUCTED ITS FY2022 CHNA WITH THE FOLLOWING OTHER HOSPITAL FACILITIES: - REDLANDS COMMUNITY HOSPITAL- SAN ANTONIO REGIONAL HOSPITAL- SAN GORGONIO MEMORIAL HOSPITAL |
| HUNTINGTON BEACH HOSPITAL | PART V, SECTION B, LINE 6A: HUNTINGTON BEACH HOSPITAL CONDUCTED ITS CHNA WITH THE FOLLOWING OTHER HOSPITAL FACILITIES:LA PALMA INTERCOMMUNITY HOSPITAL |
| LA PALMA INTERCOMMUNITY HOSPITAL | PART V, SECTION B, LINE 6A: LA PALMA INTERCOMMUNITY HOSPITAL CONDUCTED ITS CHNA WITH THE FOLLOWING OTHER HOSPITAL FACILITIES:HUNTINGTON BEACH HOSPITAL |
| ENCINO HOSPITAL MEDICAL CENTER | PART V, SECTION B, LINE 6A: ENCINO HOSPITAL MEDICAL CENTER CONDUCTED ITS CHNA WITH THE FOLLOWING OTHER HOSPITAL FACILITIES:SHERMAN OAKS HOSPITAL |
| LANDMARK MEDICAL CENTER | PART V, SECTION B, LINE 6B: THE FY2022 CHNA WAS CONDUCTED IN PARTNERSHIP WITH THE HOSPITAL ASSOCIATION OF RHODE ISLAND. |
| MONTCLAIR HOSPITAL MEDICAL CENTER | PART V, SECTION B, LINE 6B: MONTCLAIR HOSPITAL MEDICAL CENTER CONDUCTED ITS FY2022 CHNA WITH THE FOLLOWING NON-HOSPITAL FACILITIES:- INLAND EMPIRE HEALTH PLAN- HOSPITAL ASSOCIATION OF SOUTHERN CALIFORNIA- RIVERSIDE COUNTY DEPARTMENT OF PUBLIC HEALTH- SAN BERNARDINO COUNTY DEPARTMENT OF PUBLIC HEALTH |
| SOUTHERN REGIONAL MEDICAL CENTER | PART V, SECTION B, LINE 11: THE FY2022 CHNA WAS CONDUCTED TO BETTER UNDERSTAND THE PRIORITY HEALTH NEEDS OF THE COMMUNITY SERVED BY SOUTHERN REGIONAL MEDICAL CENTER. AS A RESULT, THE FOLLOWING FOUR PRIORITY HEALTH NEEDS WERE IDENTIFIED:1. MAINTAIN AND IMPROVE ACCESS TO HEALTHCARE IN OUR COMMUNITY2. CONTINUE TO FOCUS TO INCREASE MENTAL HEALTH SERVICES FOR THE COUNTY3. DEVELOP A COMMUNITY-WIDE NETWORK FOR COMMUNICATING HEALTHCARE SERVICES AND INFORMATION4. INCREASE AWARENESS OF AND PARTICIPATION IN PREVENTATIVE HEALTHCARE SERVICES AND EDUCATION TO OUR UNDERSERVED RESIDENTSMAINTAIN AND IMPROVE ACCESS TO HEALTH CARE IN OUR COMMUNITY SOUTHERN REGIONAL MEDICAL CENTER HAS OUTLINED THE FOLLOWING OBJECTIVES: 1. REDUCE THE SHORTAGE OF HEALTHCARE PROVIDERS WITH THE HOSPITAL'S PRIMARY SERVICE AREA. 2. CREATE A PIPELINE OF NEW HEALTHCARE PERSONNEL THROUGH COLLEGIATE AND SECONDARY SCHOOL INITIATIVES.3. CONTINUE TO EXPAND APPROPRIATE HEALTHCARE SERVICES AND WORK TO EXPAND ACCESS TO HEALTHCARE COVERAGE. SOUTHERN REGIONAL MEDICAL CENTER WILL IMPLEMENT THE FOLLOWING STRATEGIES:1. CONTINUE TO RECRUIT PRIMARY CARE PHYSICIANS AND CLINICIANS (I.E., NPS) AND SPECIFIC SPECIALTY PHYSICIANS AS NEED IS DETERMINED OVER THE NEXT 3 YEARS IN ACCORDANCE WITH THE HOSPITAL'S MEDICAL STAFF DEVELOPMENT PLAN.2. INCREASE MARKETING AND DIGITAL EFFORTS TO REACH AND RECRUIT TARGETED PHYSICIANS TO MOVE TO AND SERVE THE COMMUNITY.3. FURTHER DEVELOP PARTNERSHIPS WITH AREA HIGHER EDUCATION INSTITUTIONS TO CREATE TRAINING TO HIRE INITIATIVES TO FILL CLINICAL AND NON-CLINICAL POSITIONS. 4. EXPAND ON RN RESIDENCY PROGRAM AND INTERNSHIP OFFERINGS PROVIDING ONSITE TRAINING FOR SOON-TO-BE GRADUATES. 5. PARTNER WITH CLAYTON COUNTY PUBLIC SCHOOLS TO PROVIDE INTERNSHIP AND EXTERNSHIP OPPORTUNITIES FOR HIGH-SCHOOL STUDENTS WITH GOAL TO PLACE STUDENTS IN OPEN POSITIONS AND/OR ENCOURAGE CONTINUATION OF EDUCATION IN HEALTHCARE. 6. EXPAND PHYSICIAN CLINIC LOCATIONS POSSIBLE THROUGH DEVELOPMENT OF URGENT CARE CLINICS TO BROADEN PHYSICIAN AVAILABILITY IN COMMUNITIES SERVED. 7. CONTINUE TO EXPAND AND SECURE HEALTHCARE INSURANCE CONTRACTS (SUCH AS HUMANA WHICH IS A LEADING INSURANCE PROVIDER IN CLAYTON COUNTY).8. COLLABORATE WITH KEY LEADERS TO SUPPORT AND ENCOURAGE LEGISLATIVE EXPANSION OF HEALTHCARE COVERAGE FOR THOSE IN NEED. CONTINUE TO FOCUS TO INCREASE MENTAL HEALTH SERVICES FOR THE COUNTYSOUTHERN REGIONAL MEDICAL CENTER HAS OUTLINED THE FOLLOWING OBJECTIVES: 1. IMPROVE EMERGENCY DEPARTMENT THROUGHPUT EFFORTS IN RELATIONSHIP TO MENTAL HEALTH PATIENTS AND THEIR NEEDS. 2. COLLABORATE WITH COMMUNITY PARTNERS TO EXPAND INFORMATION ON MENTAL HEALTH CARE SERVICES AND RESOURCES. SOUTHERN REGIONAL MEDICAL CENTER WILL IMPLEMENT THE FOLLOWING STRATEGIES:1. CONTINUE TO DEVELOP AND ADAPT ED THROUGHPUT EFFORTS IN RESPONSE TO MENTAL HEALTH AND PANDEMIC SURGES.2. CONTINUE TO SUBMIT GRANT REQUESTS FOR FEDERAL FUNDING IN SUPPORT OF MENTAL HEALTH STABILIZATION UNIT/AREA ADJACENT TO THE HOSPITAL'S EMERGENCY DEPARTMENT. 3. MAINTAIN AND SECURE ACCREDITATIONS AND CERTIFICATES SENIOR ED, LEVEL III TRAUMA CENTER, CHEST PAIN CENTER, STROKE CENTER TO ENSURE DEFINED AREAS AVAILABLE TO MOVE ED PATIENTS SAFELY AND EFFICIENTLY THROUGH THE PROCESS, REDUCING ED PATIENT WAIT TIMES.4. DEVELOP PARTNERSHIP OF RESOURCES AND PROGRAMS THAT OFFER CONTINUED EDUCATION ON APPROPRIATE SERVICES NEEDED FOR THOSE STRUGGLING WITH MENTAL HEALTH ISSUES.5. COLLABORATE WITH STAKEHOLDERS TO DEVELOP COMPREHENSIVE LISTING OF MENTAL HEALTH RESOURCES AVAILABLE IN REGION AND STATE. 6. PROMOTE MENTAL HEALTH RESOURCES AND EDUCATION THROUGH THE HOSPITALS DIGITAL AND SOCIAL MEDIA VENUES.DEVELOP A COMMUNITY-WIDE NETWORK FOR COMMUNICATING HEALTHCARE SERVICES AND INFORMATIONSOUTHERN REGIONAL MEDICAL CENTER HAS OUTLINED THE FOLLOWING OBJECTIVES: 1. COLLABORATE WITH COMMUNITY PARTNERS TO SHARE INFORMATION ON HEALTHCARE SERVICES AND HEALTHCARE EVENTS/OPPORTUNITIES.2. COLLABORATE WITH COMMUNITY PARTNERS ON TARGETED SURVEYS TO TIMELY ASSESS AND RESPOND TO COMMUNITY HEALTHCARE NEEDS.SOUTHERN REGIONAL MEDICAL CENTER WILL IMPLEMENT THE FOLLOWING STRATEGIES:1. DEVELOP TEAM OF KEY COMMUNITY PARTNERS AND IMPLEMENT PROCESS TO JOINTLY COMMUNICATE HEALTHCARE AND WELLNESS SERVICES AND OPPORTUNITIES THROUGH ALL MEDIA VENUES AVAILABLE.2. CREATE TARGETED HEALTHCARE AND WELLNESS CAMPAIGNS THROUGH DIGITAL PUBLIC SERVICE ANNOUNCEMENTS TARGETED AT INFORMATION AT-RISK POPULATION.3. DEVELOP AND IMPLEMENT DIGITAL SURVEYS TARGETED AT SPECIFIC COMMUNITY GROUPS THROUGH NEW COLLABORATIVE PARTNER COMMUNICATION VENUES.4. CREATE APPROPRIATE RESPONSES TO SURVEY RESULTS; AND COMMUNICATE FINDINGS AND IMPLEMENTATION OF INITIATIVES IN RESPONSE TO RESULTS.INCREASE AWARENESS OF AND PARTICIPATION IN PREVENTATIVE HEALTHCARE SERVICES AND EDUCATION TO OUR UNDERSERVED RESIDENTSSOUTHERN REGIONAL MEDICAL CENTER HAS OUTLINED THE FOLLOWING OBJECTIVES: 1. ESTABLISH A RESIDENCY PROGRAM AT THE HOSPITAL TO PROVIDE ADDITIONAL HEALTHCARE OUTREACH AND EDUCATIONAL OPPORTUNITIES TO OUR RESIDENTS.2. WORK TO EDUCATE LEGISLATORS ON WHERE THEY CAN ASSIST IN MEETING THE NEEDS AND CHALLENGES FACING OUR UNDERSERVED RESIDENTS. SOUTHERN REGIONAL MEDICAL CENTER WILL IMPLEMENT THE FOLLOWING STRATEGIES:1. WORK TO DEVELOP A SOUTHERN REGIONAL INTERNAL MEDICINE RESIDENCY PROGRAM TO ADDRESS THE NEED FOR MORE PRIMARY CARE PHYSICIANS. 2. COLLABORATE WITH LOCAL AND REGIONAL LEGISLATORS TO SECURE FUNDING FOR THE NEWLY CREATED RESIDENCY PROGRAM.3. WORK WITH KEY COMMUNITY STAKEHOLDERS TO JOINTLY EDUCATE AND PROPOSE OPTIONS AND OPPORTUNITIES TO ASSIST UNDERSERVED RESIDENTS IN THE PRIMARY SERVICE AREA.4. COMMUNICATE TO CLAYTON COUNTY AND SOUTHERN CRESCENT RESIDENTS THROUGH NEWLY DEVELOPED JOIN COMMUNICATION PROCESS TO ENCOURAGE RESIDENT SUPPORT OF LEGISLATIVE EFFORTS.NO ACTIONS WERE TAKEN DURING THE FISCAL YEAR RELATED TO THE MOST RECENT CHNA BECAUSE THE CHNA WAS ADOPTED AT THE END OF THE TAX YEAR. HOWEVER, THE HOSPITAL DID THE FOLLOWING DURING FY'22 TO ADDRESS THE SIGNIFICANT HEALTH NEEDS OF THE COMMUNITY RELATED TO THE PRIOR CHNA. - HIRED SEVERAL NEW PHYSICIANS TO SERVE THE COMMUNITY TO REDUCE THE SHORTAGE OF HEALTHCARE PROVIDERS WITHIN THE PRIMARY SERVICE AREA: OB/GYN, GENERAL/COLORECTAL SURGEON, AND ORTHOPEDIC SURGEON.- ADDED NEW DA VINCI XI SURGICAL SYSTEM TO OUR SURGICAL SUITES, PLACING SOUTHERN REGIONAL MEDICAL CENTER ON THE FOREFRONT IN OFFERING THE LATEST SURGICAL OPTIONS AVAILABLE TODAY TO OUR PATIENTS.- OPENED RETAIL PHARMACY FOR STAFF AND COMMUNITY.- PARTNERED WITH DISPENSARY OF HOPE A NONPROFIT ORGANIZATION THAT ASSISTS WITH PROVIDING MEDICATION TO QUALIFIED, LOW-INCOME AND UNINSURED PATIENTS.- RECEIVED MISSION: LIFELINE GOLD NSTEMI QUALITY ACHIEVEMENT AWARD.- COLLABORATE WITH LOCAL SUPPORT GROUPS TO BRING THEIR SESSIONS TO SOUTHERN REGIONAL'S EDUCATION CENTER.- CREATED A COMMUNITY BASED COVID CLINIC THROUGH FEDERAL GRANT FUNDING TO PROVIDE RESIDENTS FREE COVID VACCINES. THE CLINIC HELD QUARTERLY CLINICS IN THE COMMUNITY AS PART OF THEIR OUTREACH EFFORTS.- RECEIVED $1.15M FEDERAL GRANT CHAMPIONED BY SENATOR JON OSSOFF FOR THE HOSPITAL TO DEVELOP A SECURE, MENTAL HEALTH AREA JUST OFF THE SOUTHERN REGIONAL EMERGENCY DEPARTMENT TO BETTER SERVE PATIENTS IN A MENTAL HEALTH CRISIS AWAITING PLACEMENT IN AN APPROPRIATE FACILITY.- CENTER FOR BARIATRICS & HEALTHY WEIGHT RECEIVES ACCREDITATION AS A COMPREHENSIVE CENTER BY THE METABOLIC AND BARIATRIC SURGERY ACCREDITATION AND QUALITY IMPROVEMENT PROGRAM (MBSAQIP), A QUALITY PROGRAM OF THE AMERICAN COLLEGE OF SURGEONS (ACS) AND THE AMERICAN SOCIETY FOR METABOLIC AND BARIATRIC SURGERY (ASMBS).- PARTNER WITH EAT RIGHT ATLANTA TO BRING THEIR FARMER'S MARKET TO SOUTHERN REGIONAL ONCE A MONTH OFFERING FRESH, LOCAL GROWN PRODUCE AT REDUCED COSTS FOR STAFF AND COMMUNITY.- OFFER HEALTHY EATING AND LIFESTYLE INFORMATION AT COMMUNITY HEALTH FAIRS AND EVENTS.- OFFER REMOTE SPRING AND FALL CLASSES OF THE PREVENT T2 DIABETES LIFESTYLE CHANGE PROGRAM.- OFFER SPECIAL MAMMOGRAM PRICING THROUGHOUT OCTOBER AS PART OF THE HOSPITAL'S BCA MONTH ACTIVITIES.- HOST A FREE BCA MONTH LUNCH AND LEARN PRESENTED BY DR. TODD TOM, GENERAL/BREAST SURGEON, FOR THE COMMUNITY.- PROVIDE WOMEN'S HEALTH SCREENING INFORMATION AT ALL COMMUNITY HEALTH FAIRS AND EVENTS. |
| LANDMARK MEDICAL CENTER |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|
| SHERMAN OAKS HOSPITAL | PART V, SECTION B, LINE 11: THE FY2022 CHNA WAS CONDUCTED, AND A COMMUNITY HEALTH IMPROVEMENT PLAN (CHIP) WAS DEVELOPED TO BETTER UNDERSTAND AND ADDRESS THE PRIORITY HEALTH NEEDS OF THE COMMUNITY SERVED BY ENCINO HOSPITAL MEDICAL CENTER AND SHERMAN OAKS HOSPITAL. THROUGH FOCUS GROUPS AND COMMUNITY SURVEYS, THIRTY-FIVE HEALTH NEEDS WERE SUGGESTED. TO HELP BETTER MEET AND ADDRESS EACH NEED, THE FOLLOWING FOUR PRIORITY HEALTH NEEDS WERE IDENTIFIED:1. MENTAL HEALTH2. CONTINUITY OF CARE3. HOMELESSNESS4. EMPLOYMENT ISSUESMENTAL HEALTHAS A PRIMARY CARE PROVIDER OF MENTAL HEALTH SERVICES, PARTICULARLY IN GERIATRIC SERVICES, ENCINO HOSPITAL MEDICAL CENTER AND SHERMAN OAKS HOSPITAL ARE DEDICATED TO CONTINUING ITS EXISTING SERVICES. AS MORE FOCUS IS DIRECTED TO MENTAL HEALTH ISSUES ASSOCIATED WITH ACUTE ADMISSIONS TO HOSPITALS, ENCINO HOSPITAL MEDICAL CENTER AND SHERMAN OAKS HOSPITAL ARE EXPANDING ITS COORDINATION PRACTICES WITH COMMUNITY PROVIDERS TO IDENTIFY HIGH-INTENSITY USERS OF HOSPITAL SERVICES WITH ACCOMPANYING MENTAL HEALTH ISSUES THAT CAN BE ADDRESSED IN ALTERNATIVE SETTINGS. WITH BETTER COORDINATION, THESE CLIENTS CAN BE DIRECTED TO MORE APPROPRIATE CARE SITES. ENCINO HOSPITAL MEDICAL CENTER AND SHERMAN OAKS HOSPITAL WILL ALSO RESEARCH OPTIONS TO COORDINATE COMMUNITY CARE SOLUTIONS WITH THE HOSPITAL'S INPATIENT SERVICES AS CRISES ARISE IN THOSE COMMUNITY LOCATIONS AND REFLECT INNOVATIONS IN CARE TO ADDRESS COVID-19 ISSUES. CONTINUITY OF CAREENCINO HOSPITAL MEDICAL CENTER AND SHERMAN OAKS HOSPITAL WILL WORK WITH STEPDOWN PROVIDERS, INCLUDING NURSING AND REHABILITATION HOSPITALS, AS WELL AS HOME HEALTH AGENCIES, MENTAL HEALTH CLINICS, AND SOCIAL SERVICE AGENCIES. THE HOSPITAL IS WORKING WITH THESE GROUPS TO DEVELOP PROTOCOLS TO SHARE INFORMATION BACK AND FORTH ABOUT CLIENTS TRANSFERRED FROM ONE SITE TO ANOTHER, WITH PROVISIONS TO ASSIST OTHER PROVIDERS IN MAINTAINING HEALTH STATUS OF TRANSFERRED CLIENTS ON THEIR RECOVERY PATH. ADDITIONAL RESEARCH IS IN PROCESS TO CREATE METHODOLOGIES FOR IDENTIFYING HIGH-UTILIZATION CLIENTS. THIS WILL ALLOW COORDINATION WITH MEDICAL GROUPS' SOCIAL SERVICE PROVIDERS TO ASSIST IN SUPPORTING THESE CLIENTS IN THEIR HOMES, SO THEY DO NOT BECOME ADMISSIONS TO THE HOSPITAL. ANOTHER INTERVENTION WILL FOCUS ON ASSURING THAT PATIENTS' INSURANCE STATUS IS REVIEWED, AND THE MOST ADVANTAGEOUS COVERAGE IS SECURED, BOTH FOR THEIR HOSPITAL STAY AND FOR CONTINUING CARE IN THE NEXT STEP IN THEIR RECOVERY PROCESS.HOMELESSNESSENCINO HOSPITAL MEDICAL CENTER AND SHERMAN OAKS HOSPITAL WILL IMPROVE COMMUNICATIONS BETWEEN THE HOSPITAL AND STEP-DOWN PROVIDERS BOTH BEFORE AND AFTER TRANSITIONS, TO CLARIFY CLIENT NEEDS AND NECESSARY TREATMENT PROTOCOLS UPON TRANSFER. THE UNHOUSED PATIENTS NEEDING DISCHARGE FROM ENCINO HOSPITAL MEDICAL CENTER AND SHERMAN OAKS HOSPITAL ARE A PARTICULAR POINT OF NEED, AND PROTOCOLS ARE NOW IN REVIEW, TO ENSURE THAT PERSONS WITH NO DISCHARGE ADDRESS ARE REFERRED TO SUITABLE AGENCIES TO FIND HOUSING WITH ADEQUATE SERVICES TO CONTINUE COURSES OF CARE. AS PAYMENT PROGRAMS DEVELOP TO FACILITATE SUCH SERVICES, THE HOSPITAL WILL COORDINATE WITH PROVIDERS TO MAINTAIN AN EQUITABLE REIMBURSEMENT ENVIRONMENT FOR ALL INVOLVED PARTIES. AND AS NEW HOUSING SOLUTIONS ARE DEVELOPED, ENCINO HOSPITAL MEDICAL CENTER AND SHERMAN OAKS HOSPITAL WILL WORK WITH THE DEVELOPERS TO COORDINATE CARE TO MINIMIZE EMERGENCY ROOM UTILIZATION. ENCINO HOSPITAL MEDICAL CENTER AND SHERMAN OAKS HOSPITAL ARE ALSO WORKING WITH POLICE AND FIRE AGENCIES TO IDENTIFY FREQUENT USERS OF EMERGENCY SERVICES AND FIND WAYS TO GUIDE THEM TO ALTERNATIVE SERVICE PROVIDERS BETTER ABLE TO ADDRESS THEIR NEEDS. EMPLOYMENT ISSUESENCINO HOSPITAL MEDICAL CENTER AND SHERMAN OAKS HOSPITAL ARE REVIEWING THEIR PAY AND EMPLOYEE BENEFITS POLICIES TO DETERMINE THE BEST WAYS TO MAINTAIN EXISTING STAFF AND INCREASE STAFF SATISFACTION. RECRUITMENT EFFORTS TO REPLACE STAFF LOSSES ARE ONGOING, PROVIDING REAL-TIME DATA ON WAGE AND BENEFITS DEMANDS IN THE HEALTHCARE MARKETPLACE. WHERE NEEDED, CHANGES IN STAFFING COMPENSATION AND BENEFITS POLICIES ARE BEING IMPLEMENTED. ADDITIONALLY, MANAGEMENT IS PURSUING RELATIONSHIPS WITH MULTIPLE COLLEGES AND TRADE SCHOOLS TO PROVIDE INTERNSHIPS AND ON-THE-JOB EXPERIENCE FOR PERSONS SEEKING EMPLOYMENT IN THE HEALTHCARE FIELD. EDUCATIONAL INSTITUTIONS RANGE FROM USC AND UCLA TO WEST COAST UNIVERSITY AND THE LOS ANGELES CITY COLLEGE SYSTEM.NO ACTIONS WERE TAKEN DURING THE FISCAL YEAR RELATED TO THE MOST RECENT CHNA BECAUSE THE CHNA WAS ADOPTED AT THE END OF THE TAX YEAR. HOWEVER, THE HOSPITAL DID THE FOLLOWING DURING FY2022 TO ADDRESS THE SIGNIFICANT HEALTH NEEDS OF THE COMMUNITY RELATED TO THE PRIOR CHNA. - ADDRESSING THE EMOTIONAL, BEHAVIORAL, AND MENTAL HEALTH NEEDS OF THE COMMUNITY.- INCREASED MENTAL HEALTH SERVICES THROUGH OUR CRISIS STABILIZATION PROGRAM THAT IS DESIGNED TO IMPROVE DAY-TO-DAY FUNCTIONING, LEADING TO IMPROVED HEALTH AND A HIGHER QUALITY OF LIFE.- COORDINATING COMMUNITY CARE SOLUTIONS WITH STEPDOWN PROVIDERS FOR BOTH BEFORE AND AFTER TRANSITION OF CARE.- CONSTANT RECRUITMENT EFFORTS TO REPLACE STAFF LOSSES.- CONTINUOUS RELATIONSHIPS WITH MULTIPLE COLLEGES AND UNIVERSITIES TO PROVIDE INTERNSHIPS AND ON THE-JOB EXPERIENCE FOR PERSONS SEEKING EMPLOYMENT.- INCREASING ACCESS TO SERVICES AND HEALTHCARE PROVIDERS.- DEVELOPING COMMUNITY PARTNERSHIPS TO REDUCE BARRIERS TO APPROPRIATE CARE.- MAINTAINING PRIMARY STROKE CENTER AND GERIATRIC EMERGENCY DEPARTMENT ACCREDITATION.- OFFERING APPROPRIATE EDUCATIONAL PROGRAMMING AND HEALTH SERVICES FOR THE COMMUNITY.- ENSURING ACCESS TO TESTING TO PREVENTATIVE SERVICES THROUGH SPECIAL PROGRAMS.OTHER HEALTH AND SOCIO-ECONOMIC BARRIERS WERE IDENTIFIED BUT NOT ADDRESSED AT THIS TIME. EACH OF THE HEALTH NEEDS ARE IMPORTANT AND IS BEING ADDRESSED BY NUMEROUS PROGRAMS AND INITIATIVES OPERATED BY THE HOSPITAL, OTHER ORGANIZATIONS, AND OTHER COMMUNITY PARTNERS OF THE HOSPITAL. HOWEVER, THE HOSPITAL WILL NOT ADDRESS THE NEEDS IDENTIFIED IN THE CHNA DUE TO LIMITED RESOURCES AND THE NEED TO ALLOCATE SIGNIFICANT RESOURCES TO THE PRIORITY HEALTH NEEDS IDENTIFIED ABOVE. OTHER HEALTH AND SOCIO-ECONOMIC BARRIERS NEED INCLUDED THE FOLLOWING:- OBESITY - DIABETES- SUBSTANCE ABUSE (DRUGS AND ALCOHOL)- SMOKING |
| MONTCLAIR HOSPITAL MEDICAL CENTER | PART V, SECTION B, LINE 11: TWO PRIMARY FRAMEWORKS WERE UTILIZED TO CONSOLIDATE AND IDENTIFY THE MOST PRESSING IDEAS FOR FURTHER STUDY AND ACTION. THE TWO FRAMEWORKS ARE THE BURDEN OF DISEASE FRAMEWORK AND THE VITAL CONDITIONS FOR WELL-BEING FRAMEWORK. THE BURDEN OF DISEASE FRAMEWORK HIGHLIGHTED THE DISEASE CATEGORIES WHICH PRESENTED THE MOST PRESSING NEEDS FOR INTERVENTION IN THE COMMUNITIES SERVED. THE THREE DISEASE CATEGORIES IDENTIFIED WERE: 1. CARDIOVASCULAR DISEASE AND DIABETES2. MENTAL AND BEHAVIORAL HEALTH3. MATERNAL AND INFANT HEALTHTWO OF THESE THREE DISEASE CATEGORIES CARDIOVASCULAR DISEASE AND DIABETES AND MATERNAL AND INFANT HEALTH ARE CONDITIONS FOR WHICH MONTCLAIR HOSPITAL MEDICAL CENTER PROVIDES EXTENSIVE SERVICE OPTIONS. THEY WILL BE THE FOCUS OF THE IMPLEMENTATION PLAN FOR THE NEXT THREE YEARS. THE VITAL CONDITIONS FOR WELL-BEING FRAMEWORK OUTLINED THREE GENERAL NEEDS TO GUIDE SERVICES AND COMMUNITY OUTREACH PROGRAMS. THE ISSUES IDENTIFIED WERE: 1. BASIC NEEDS FOR HEALTH AND SAFETY2. HUMANE HOUSING3. MEANINGFUL WORK AND WEALTHALL OF THE VITAL CONDITIONS ARE SOCIAL DETERMINANTS OF HEALTH (SDOHS), WHICH ARE CONDITIONS THAT EXIST IN THE GENERAL COMMUNITY THAT DIRECTLY IMPACT AN INDIVIDUAL'S ABILITY TO MAINTAIN HEALTH IN ONE'S HOME. MANY PEOPLE, INCLUDING THOSE WITH CHRONIC CONDITIONS, LIVE IN AN ENVIRONMENT OR PURSUE ACTIVITIES THAT CONTRIBUTE TO POOR HEALTH. WHILE THESE ENVIRONMENTAL CONDITIONS AND ACTIVITIES ARE OFTEN PERCEIVED AS BENIGN BY RESIDENTS, THEY MAY BE DIRECTLY CONTRIBUTING TO A CONDITION THAT WILL RESULT IN HOSPITALIZATION IF NOT MODIFIED.HOSPITALS ARE GENERALLY NOT EQUIPPED TO DIRECTLY ADDRESS MOST OF THESE SDOH'S. HOWEVER, MANY LOW-INCOME PEOPLE AND PEOPLE OF COLOR ARE SEEN AT THE EMERGENCY DEPARTMENT, AND STAFF THERE MAY SEE SIGNS THAT SOME SDOH CONDITIONS MAY HAVE CONTRIBUTED TO THE NEED FOR EMERGENCY CARE. AS FIRST RESPONDERS, THEY ARE WELL-POSITIONED TO PROVIDE GUIDANCE AND ASSISTANCE TO CLIENTS COMING TO THE HOSPITAL, AND TO SOCIAL AND GOVERNMENTAL ORGANIZATIONS WHOSE MISSION IS TO ADDRESS THESE ISSUES.THE PLANS THAT FOLLOW ADDRESS MONTCLAIR HOSPITAL MEDICAL CENTER'S PROPOSALS TO DIRECTLY ADDRESS THE BURDEN OF DISEASE ISSUES AND TO OUTLINE POTENTIAL ALLIANCES WITH COMMUNITY AND GOVERNMENTAL ORGANIZATIONS TO ADDRESS THE SDOH COMPONENTS RELATED TO EACH ISSUE.CARDIOVASCULAR DISEASE AND DIABETESMONTCLAIR HOSPITAL MEDICAL CENTER'S PLAN TO ADDRESS CARDIOVASCULAR DISEASE FOCUSES ON COMMUNITY EFFORTS RELATED TO HEART AND LUNG DISEASES. THESE EFFORTS HAVE BEEN CONCENTRATED ON THE COVID-19 PANDEMIC FOR THE PAST THREE YEARS, AND AS MORE IS LEARNED ABOUT THE DISEASE AND ITS VARIANTS, MONTCLAIR HOSPITAL MEDICAL CENTER PLANS FOR DEALING WITH ONGOING CASES WILL EVOLVE. THE PRIMARY COMMUNITY THRUST FOR COVID CASES, AS WELL AS OTHER LUNG-RELATED MALADIES, CONCENTRATES ON PREVENTION AND FOLLOW-UP CARE ONCE STABILIZATION IS ACHIEVED. FOR PATIENTS WHO HAVE BEEN STABILIZED, REFERRALS TO COMMUNITY PROVIDERS OF REHAB SERVICES ARE PROVIDED AS APPROPRIATE, ALONG WITH GUIDELINES TO ALLOW PATIENTS TO MANAGE THEIR OWN HEALTH NEEDS AT HOME AND THUS AVOID FUTURE INCIDENTS.IN THE WIDER COMMUNITY, HOSPITAL STAFF ATTEND HEALTH FAIRS AND PROVIDE LECTURES TO INTERESTED ORGANIZATIONS ON HEART AND LUNG HEALTH, AND THEY COORDINATE WITH OTHER PROVIDERS AND COMMUNITY GROUPS TO PUBLICIZE CARDIAC- AND PULMONARY-BASED INFORMATION. NEW CONTACTS WITHIN COMMUNITIES OF COLOR AND LOW-INCOME AREAS ARE BEING DEVELOPED TO DISSEMINATE HEART HEALTH AND PULMONARY DISEASE PREVENTION IN AREAS OF HIGH INCIDENCE. AS NEW TREATMENTS AND DISEASE-MANAGEMENT PROTOCOLS ARE DEVELOPED, MONTCLAIR HOSPITAL MEDICAL CENTER STAFF KEEP UP-TO-DATE, AND INCORPORATE THOSE IMPROVEMENTS IN THEIR SERVICES. THESE PROGRAMS ARE EXPECTED TO CONTINUE OVER THE THREE-YEAR PERIOD OF THE IMPLEMENTATION PLAN. OVER THE NEXT THREE YEARS, MONTCLAIR HOSPITAL MEDICAL CENTER PLANS TO REACH OUT TO AT LEAST FOUR COMMUNITY ORGANIZATIONS TO PARTICIPATE WITH THEM IN HEALTH FAIRS, COMMUNITY FUND-RAISERS, AND EDUCATION PROGRAMS.MONTCLAIR HOSPITAL MEDICAL CENTER'S PLAN TO ADDRESS DIABETES INVOLVES TEAMING WITH SOCIAL SERVICE AGENCIES, GOVERNMENT DEPARTMENTS OF HEALTH, AND CHURCH AND FRATERNAL ORGANIZATIONS TO BRING DIABETES EDUCATION INTO THE COMMUNITIES SURROUNDING THE HOSPITAL, WITH A FOCUS ON LOW-INCOME COMMUNITIES AND COMMUNITIES OF COLOR. MANY OF THESE GROUPS ARE POORLY ADDRESSED BY HISTORICAL METHODS, AND THE HOSPITAL IS SEEKING NON-TRADITIONAL CARE PROVIDERS, SUCH AS CHURCHES, AND FRATERNAL ORGANIZATIONS THAT ARE DEEPLY INVOLVED IN THESE COMMUNITIES. MONTCLAIR HOSPITAL MEDICAL CENTER IS CURRENTLY EXPLORING EDUCATION OPTIONS WITH THE CHRISTIAN DEVELOPMENT CENTER AND ITS AFFILIATES, AND OVER THE NEXT THREE YEARS, PLANS TO FIND AT LEAST THREE OTHER COMMUNITY GROUPS WORKING IN OTHER LOW-INCOME COMMUNITIES OR COMMUNITIES OF COLOR TO FURTHER ADVANCE DIABETES EDUCATION IN LESS-SERVED COMMUNITIES. THIS WILL BE IN ADDITION TO THE EXISTING MONTHLY DIABETES CLASSES CURRENTLY OFFERED AT THE HOSPITAL. MONTCLAIR HOSPITAL MEDICAL CENTER HAS COMMITTED TO STAFFING AN INFORMATION BOOTH AT THE 2024 AFRICAN AMERICAN BLACK HISTORY FUN DAY. THE HOSPITAL WILL ALSO PARTNER WITH REPRESENTATIVES IN THESE COMMUNITIES TO ADVOCATE FOR HEALTHIER FOOD OPTIONS IN THOSE AREAS CONSIDERED "FOOD DESERTS".MENTAL AND BEHAVIORAL HEALTHAS NOTED PREVIOUSLY, OF THE THREE BURDEN OF DISEASE FRAMEWORK CATEGORIES, THE MENTAL AND BEHAVIORAL HEALTH CATEGORY IS NOT A SERVICE LINE PROVIDED BY MONTCLAIR HOSPITAL MEDICAL CENTER, AND ATTEMPTING TO CREATE SUCH A SERVICE WOULD CREATE REDUNDANCIES IN THE EXISTING RANGE OF SERVICES ALREADY IN PLACE IN MONTCLAIR HOSPITAL MEDICAL CENTER'S SERVICE AREA. MONTCLAIR HOSPITAL MEDICAL CENTER DOES PROVIDE EMERGENCY SERVICES TO STABILIZE PATIENTS PRESENTING AT THE EMERGENCY DEPARTMENT. IT IS A MEMBER OF THE WEST END BEHAVIORAL HEALTH COMMUNITY COLLABORATIVE, AND CONTINUES ITS RELATIONSHIPS WITH AREA MENTAL AND BEHAVIORAL HEALTH PROVIDERS TO TRANSFER THESE PATIENTS TO INPATIENT SETTINGS AS APPROPRIATE. THE HOSPITAL HAS RECENTLY ADDED A MENTAL HEALTH COORDINATOR TO ACT AS A REFERRAL SOURCE TO PATIENTS DEALING WITH BEHAVIORAL ISSUES, AND TO FIND THEM SUITABLE PLACEMENTS OR THERAPISTS. REFERRALS TO SOCIAL SERVICE AGENCIES ARE ALSO PROVIDED AS NEEDED.MATERNAL AND INFANT HEALTHMONTCLAIR HOSPITAL MEDICAL CENTER'S PLAN FOCUSES ON TWO PRIMARY NEEDS: 1) PARENT AND WELL-CHILD EDUCATION AND 2) ASSURING INSURANCE COVERAGE FOR NEW MOTHERS AND THEIR INFANTS, TO ASSURE THAT FINANCIAL CONSIDERATIONS DO NOT AFFECT CLIENTS' CARE DECISIONS. MONTCLAIR HOSPITAL MEDICAL CENTER PROPOSES TO MEET THE EDUCATIONAL NEEDS PROACTIVELY BY WORKING WITH COMMUNITY GROUPS SERVING THE MEDICALLY UNDERSERVED POPULATIONS IN THE MONTCLAIR HOSPITAL MEDICAL CENTER SERVICE AREA, THROUGH PARTICIPATION IN HEALTH FAIRS, EDUCATION PROGRAMS, AND PUBLISHED INFORMATION IN VARIOUS MEDIA. MONTCLAIR HOSPITAL MEDICAL CENTER'S COMMUNITY SERVICE REPRESENTATIVES WILL MEET WITH COMMUNITY ORGANIZERS TO DETERMINE THE MOST APPROPRIATE VENUES TO DELIVER EDUCATIONAL MATERIALS AND WORK WITH THEM TO TAILOR THE MESSAGE TO THE SPECIFIC COMMUNITIES ADDRESSED.BUILDING UPON THE CURRENT CHNA AND IMPLEMENTATION STRATEGY, THE HOSPITAL DID THE FOLLOWING DURING FY'22 TO ADDRESS THE SIGNIFICANT HEALTH NEEDS OF THE COMMUNITY:- CARDIOVASCULAR DISEASE MONTCLAIR HOSPITAL MEDICAL CENTER'S CARDIOPULMONARY SERVICES UNIT PROVIDED BASIC CARDIOPULMONARY CARE, WITH A FOCUS ON STABILIZING AND CONTROLLING FURTHER INJURY TO CLIENTS WHO PRESENTED IN ACUTE DISTRESS. THE HOSPITAL HAS AN AFFILIATION ARRANGEMENT WITH CHINO VALLEY MEDICAL CENTER TO PROVIDE INVASIVE SERVICES NORMALLY ASSOCIATED WITH CARDIAC CARE, SUCH AS A CARDIAC CATH LAB. THOSE CASES WERE REFERRED TO CVMC AS SOON AS THE PATIENT WAS STABILIZED. THEREAFTER, REFERRALS TO COMMUNITY PROVIDERS OF FOLLOW UP SERVICES WERE PROVIDED AS APPROPRIATE, ALONG WITH GUIDELINES TO ALLOW PATIENTS TO MANAGE THEIR OWN HEALTH NEEDS AT HOME AND THUS AVOID FUTURE INCIDENTS. - DIABETES - MONTCLAIR HOSPITAL MEDICAL CENTER PARTNERED WITH SOCIAL SERVICE AGENCIES TO BRING DIABETES EDUCATION INTO THE COMMUNITIES. MONTCLAIR HOSPITAL MEDICAL CENTER PARTICIPATED IN THE CITY OF MONTCLAIR COUNTRY FAIR JAMBOREE IN JUNE 2022, OFFERING WELLNESS CHECKS AND EDUCATION.- MENTAL AND BEHAVIORAL HEALTH - MONTCLAIR HOSPITAL MEDICAL CENTER PROVIDED EMERGENCY SERVICES TO STABILIZE PATIENTS PRESENTING AT THE EMERGENCY DEPARTMENT. IT IS A MEMBER OF THE WEST END BEHAVIORAL HEALTH COMMUNITY COLLABORATIVE AND CONTINUES ITS RELATIONSHIPS WITH AREA MENTAL AND BEHAVIORAL HEALTH PROVIDERS TO TRANSFER THESE PATIENTS TO INPATIENT SETTINGS AS APPROPRIATE. - MATERNAL AND INFANT HEALTH PROVIDED INSURANCE ENROLLMENT FOR WOMEN WITH NEEDED OB SERVICES, ALONG WITH THEIR NEWBORNS. MONTCLAIR HOSPITAL MEDICAL CENTER HAD A CONTRACT WITH PARALLON TO REVIEW PATIENTS' SITUATIONS TO ASSURE COVERAGE. |
| HUNTINGTON BEACH HOSPITAL | PART V, SECTION B, LINE 11: THE FY2021 CHNA WAS CONDUCTED AND A CHIP WAS DEVELOPED TO BETTER UNDERSTAND AND ADDRESS THE PRIORITY HEALTH NEEDS OF THE COMMUNITY SERVED BY BOTH HUNTINGTON BEACH HOSPITAL AND LA PALMA INTERCOMMUNITY HOSPITAL. AS A RESULT, THE FOLLOWING FIVE PRIORITY HEALTH NEEDS WERE IDENTIFIED:1. SUBSTANCE MISUSE2. HOUSING (AFFORDABLE) AND ACCESS TO HEALTH FOR UNHOUSED POPULATION3. MENTAL HEALTH4. DIABETES5. EDUCATION (AS A MEANS OF ESCAPING POVERTY AND IMPROVE HEALTH) 1. SUBSTANCE MISUSE: A GOOD PLACE TO START IN GETTING SUBSTANCE MISUSE UNDER CONTROL AND APPROACHING IT WOULD BE AT THE SCHOOL LEVEL AS THEY CAN PROVIDE CONTINUOUS EDUCATION, SUPPORT, AND RESOURCES TO KEEP KIDS OFF DRUGS. ONE POSSIBLE SOLUTION MAY BE TO RENEW THE DARE PROGRAM. IN ADDITION, LIMITING ACCESS TO SUBSTANCES CAN BE A SOLUTION. AS WELL, ADDRESSING THE FAMILY UNIT COULD BE LOOKED AT AS SUBSTANCE ABUSE IS A SYMPTOM OF THE LOSS OF VALUES AND LACK OF PARENTAL SUPERVISION. LA PALMA INTERCOMMUNITY HOSPITAL IS ALSO PARTNERING WITH THE LA PALMA POLICE DEPARTMENT TO EDUCATE KIDS ABOUT THE RESULTS OF USING DRUGS. FURTHERMORE, THE HOSPITALS DO OFFER EDUCATION FOR PATIENTS AND PROTOCOLS TO ASSIST AS SEEN WITH OPIOIDS IN THE 2019 CHNA PLAN.2. HOUSING: THE BIG ISSUE IS NEEDING TO INCREASE AFFORDABLE HOUSING, WHICH CAN LEAD TO A DECREASE IN THE NUMBER OF HOMELESS CHILDREN. FURTHERMORE, THERE NEEDS TO BE AN EFFORT TO PROVIDE HEALTHCARE FOR THE UNHOUSED POPULATION. IN ORDER TO PROVIDE HEALTHCARE FOR THE UNHOUSED POPULATION, THERE NEEDS TO BE AN EFFORT TO GO TO THEM AND MEET THEM WHERE THEY ARE. ONE POSSIBLE SOLUTION IS TO PARTNER WITH BE WELL OC TO GET PATIENTS CARE OUTSIDE THE HOSPITAL.3. MENTAL HEALTH: A STEP TO DEAL WITH MENTAL HEALTH IS TO START AS EARLY AS POSSIBLE AND WITH KIDS. A SOLUTION IS TO PROVIDE COUNSELORS IN EARLY ELEMENTARY SCHOOL. ANOTHER WAY TO HELP KIDS WOULD BE TO UTILIZE FILTERS FOR KIDS USING ELECTRONIC MEDIA AS SOME ONLINE MEDIA PROMOTE VIOLENCE AND SUPPORT BULLYING. IN ADDITION, HAVING A FOCUS ON COUNSELING STUDENTS IN COLLEGE COULD HELP A LOT AS THEY TRANSITION TO ADULTHOOD. ONE BIG THING THAT CAN HINDER MENTAL HEALTH IS THE EMPHASIS ON INDIVIDUALISM IN WESTERN CIVILIZATION AS OPPOSED TO HAVING THE SUPPORT OF A COMMUNITY.4. DIABETES: EDUCATING PEOPLE ON THE CAUSES AND RESULTS OF DIABETES CAN BE A BIG STEP IN ADDRESSING THIS ISSUE. IN ADDITION, HOLDING HEALTH FAIRS FOR SCREENING AND TESTING CAN GO A LONG WAY TO ADDRESSING THE ISSUE OF DIABETES. IN CONJUNCTION WITH THE HEALTH FAIRS, TEACHING KIDS ABOUT NUTRITION AND EXERCISE IS ANOTHER WAY TO TACKLE THE ISSUE. FINALLY, WHEN DEALING WITH THE ISSUE OF DIABETES, THERE IS THE FACT THAT UNHEALTHY FOOD, LIKE FAST FOOD, IS CHEAP, WHILE HEALTHIER FOOD IS MORE EXPENSIVE. ULTIMATELY, FAMILIES AND INDIVIDUALS FROM LOWER SOCIO-ECONOMIC BACKGROUNDS ARE MORE LIKELY TO BE NEGATIVELY IMPACTED BY UNHEALTHY FOOD BEING CHEAPER. CURRENTLY, THE HOSPITALS HAVE EDUCATION FOR PATIENTS IN THE FORMS OF ASSESSMENTS, DIETICIAN DISCUSSIONS, AND SELF-MANAGEMENT PROGRAMS.5. EDUCATION: TWO BIG FACTORS THAT CAN IMPROVE HEALTH ARE INCOME AND EDUCATION. THE HIGHER THE LEVEL OF BOTH FACTORS, THE BETTER CHANCES THERE ARE AT BETTER HEALTHCARE. AS SEEN ABOVE, CHEAPER, UNHEALTHIER FOOD MAY BE AN OPTION FOR THOSE OF LOWER SOCIO-ECONOMIC BACKGROUNDS. TO IMPROVE EDUCATION, OUR EDUCATION SYSTEM WOULD NEED TO BE IMPROVED. SKILLS THAT NEED TO BE IMPROVED FOR THIS ISSUE INCLUDE WRITING SKILLS ALONG WITH COMMUNICATION AND INTERPERSONAL SKILLS. FURTHERMORE, IMPROVING TEACHING COULD GO A LONG WAY TOWARD IMPROVING EDUCATION. CURRENTLY, THE HOSPITALS OFFER EDUCATION ON TOPICS SUCH AS DIET OR EVEN SUBSTANCE USE.BUILDING UPON THE CURRENT CHNA AND IMPLEMENTATION STRATEGY, THE HUNTINGTON BEACH HOSPITAL AND LA PALMA INTERCOMMUNITY HOSPITAL DID THE FOLLOWING DURING FY'22 TO ADDRESS THE SIGNIFICANT HEALTH NEEDS OF THE COMMUNITY:- HBH RECEIVED A GRANT FOR A SUBSTANCE ABUSE NAVIGATOR WHO WILL WORK WITH PATIENTS IN THE ED HELPING THEM WITH RESOURCES WITHIN THE COMMUNITY.- LPIH ANTICIPATES CREATING AN IN-HOUSE OPIOID EDUCATION PROGRAM, PROMOTING ALTERNATIVE TREATMENTS FOR PAIN, AND OUTREACH PROGRAMS TO SCHOOLS AND SCHOOL ORGANIZATIONS TO PROMOTE DRUG-FREE LIVING.- HBH WORKS CLOSES WITH THE CITY'S HOMELESS TASK FORCE, WHICH FOLLOWS UP WITH SUPPORT AND SERVICES FOR THOSE WHO ARE EXPERIENCING HOMELESSNESS, THE BE WELL PROGRAM, AND THE ILLUMINATION FOUNDATION RECUPERATIVE CARE. - WHILE HOSPITALS ARE NOT HOUSING PROVIDERS, THEY CAN PROVIDE SHORT-TERM SHELTER WHEN MEDICAL CRISES OCCUR TO HOMELESS INDIVIDUALS. LPIH HAS CAPACITY TO SERVE CLIENTS WHOSE IMMEDIATE NEEDS INVOLVE HOUSING WITH MEDICAL SERVICES AND WILL CONTINUE TO WORK WITH LONGER TERM HOUSING PROVIDERS TO EASE THE TRANSITION TO MORE STABLE ENVIRONMENTS. RECENT PROPOSALS BY REPRESENTATIVES OF THE DEPARTMENT OF HEALTH AND HUMAN SERVICES AND STATE MEDICAL PROGRAMS WOULD PROVIDE FUNDS TO ALLOW PROVIDERS TO MAKE ARRANGEMENTS FOR HOUSING. LPIH WILL MONITOR THE PROGRESS OF THESE PROPOSALS, AND IF REIMBURSEMENT PROGRAMS CHANGE TO ENCOMPASS HOUSING SOLUTIONS, LPIH WILL DEVELOP APPROPRIATE PROGRAMS TO ADMINISTER THE PROCESS.- LPIH OBTAINED DESIGNATION BY OSHPD AS A SECURE SITE FOR 5150-DESIGNATED CLIENTS TO OFFER A COMPREHENSIVE RANGE OF INPATIENT SERVICES FOR A BROADER BASE OF INDIVIDUALS IN NEED OF MENTAL HEALTH SERVICES. IN ADDITION, OFFERING STUTTERING SUPPORT GROUPS, ENHANCING THE RELATIONSHIPS WITH COMMUNITY PROVIDERS TO FOSTER BETTER COORDINATION OF CARE. AS WELL, EXPANDED THE UNIT WITH AN ADDITIONAL 6 BEDS.- HBH IS ALSO DESIGNATED 5150 ALLOWING THE HOSPITAL TO OFFER A COMPREHENSIVE RANGE OF INPATIENT SERVICES. IN ADDITION, HBH PROVIDES SERVICES REACHING OUT TO COMMUNITY RESOURCES AND LINKING CLIENTS WITH APPROPRIATE PROVIDERS, AMONG THEM BEING REFERRAL SERVICES TO COMMUNITY MENTAL HEALTH AND SOCIAL SERVICE PROVIDERS TO PROVIDE CONTINUITY SERVICES ON DISCHARGE. AS WELL, HBH OFFERS REFERRALS TO STEP-DOWN RESIDENTIAL TREATMENT PROVIDERS FOR CLIENTS NEEDING ADDITIONAL INSTITUTIONAL CARE FOLLOWING ACUTE EPISODES. - HEALTH FAIR PARTICIPATION INCLUDING INFORMATION ON DIET AND EXERCISE AS COMPLEMENTS TO A HEALTHY LIFESTYLE, AND THE SCREENINGS OFFERED PROVIDE ALERTS TO CLIENTS THAT THEY NEED TO ADJUST THEIR HABITS.- HBH SUPPORTS TWO NEW HEALTH FAIRS/EDUCATION PROGRAMS IN LOCAL ETHNIC COMMUNITIES IN THE HBCOA ANNUAL SENIOR HEALTH FAIR AND THE HBH ANNUAL HEALTH FAIR. |
| LA PALMA INTERCOMMUNITY HOSPITAL | PART V, SECTION B, LINE 11: THE FY2021 CHNA WAS CONDUCTED AND A CHIP WAS DEVELOPED TO BETTER UNDERSTAND AND ADDRESS THE PRIORITY HEALTH NEEDS OF THE COMMUNITY SERVED BY BOTH HUNTINGTON BEACH HOSPITAL AND LA PALMA INTERCOMMUNITY HOSPITAL. AS A RESULT, THE FOLLOWING FIVE PRIORITY HEALTH NEEDS WERE IDENTIFIED:1. SUBSTANCE MISUSE2. HOUSING (AFFORDABLE) AND ACCESS TO HEALTH FOR UNHOUSED POPULATION3. MENTAL HEALTH4. DIABETES5. EDUCATION (AS A MEANS OF ESCAPING POVERTY AND IMPROVE HEALTH) 1. SUBSTANCE MISUSE: A GOOD PLACE TO START IN GETTING SUBSTANCE MISUSE UNDER CONTROL AND APPROACHING IT WOULD BE AT THE SCHOOL LEVEL AS THEY CAN PROVIDE CONTINUOUS EDUCATION, SUPPORT, AND RESOURCES TO KEEP KIDS OFF DRUGS. ONE POSSIBLE SOLUTION MAY BE TO RENEW THE DARE PROGRAM. IN ADDITION, LIMITING ACCESS TO SUBSTANCES CAN BE A SOLUTION. AS WELL, ADDRESSING THE FAMILY UNIT COULD BE LOOKED AT AS SUBSTANCE ABUSE IS A SYMPTOM OF THE LOSS OF VALUES AND LACK OF PARENTAL SUPERVISION. LA PALMA INTERCOMMUNITY HOSPITAL IS ALSO PARTNERING WITH THE LA PALMA POLICE DEPARTMENT TO EDUCATE KIDS ABOUT THE RESULTS OF USING DRUGS. FURTHERMORE, THE HOSPITALS DO OFFER EDUCATION FOR PATIENTS AND PROTOCOLS TO ASSIST AS SEEN WITH OPIOIDS IN THE 2019 CHNA PLAN.2. HOUSING: THE BIG ISSUE IS NEEDING TO INCREASE AFFORDABLE HOUSING, WHICH CAN LEAD TO A DECREASE IN THE NUMBER OF HOMELESS CHILDREN. FURTHERMORE, THERE NEEDS TO BE AN EFFORT TO PROVIDE HEALTHCARE FOR THE UNHOUSED POPULATION. IN ORDER TO PROVIDE HEALTHCARE FOR THE UNHOUSED POPULATION, THERE NEEDS TO BE AN EFFORT TO GO TO THEM AND MEET THEM WHERE THEY ARE. ONE POSSIBLE SOLUTION IS TO PARTNER WITH BE WELL OC TO GET PATIENTS CARE OUTSIDE THE HOSPITAL.3. MENTAL HEALTH: A STEP TO DEAL WITH MENTAL HEALTH IS TO START AS EARLY AS POSSIBLE AND WITH KIDS. A SOLUTION IS TO PROVIDE COUNSELORS IN EARLY ELEMENTARY SCHOOL. ANOTHER WAY TO HELP KIDS WOULD BE TO UTILIZE FILTERS FOR KIDS USING ELECTRONIC MEDIA AS SOME ONLINE MEDIA PROMOTE VIOLENCE AND SUPPORT BULLYING. IN ADDITION, HAVING A FOCUS ON COUNSELING STUDENTS IN COLLEGE COULD HELP A LOT AS THEY TRANSITION TO ADULTHOOD. ONE BIG THING THAT CAN HINDER MENTAL HEALTH IS THE EMPHASIS ON INDIVIDUALISM IN WESTERN CIVILIZATION AS OPPOSED TO HAVING THE SUPPORT OF A COMMUNITY.4. DIABETES: EDUCATING PEOPLE ON THE CAUSES AND RESULTS OF DIABETES CAN BE A BIG STEP IN ADDRESSING THIS ISSUE. IN ADDITION, HOLDING HEALTH FAIRS FOR SCREENING AND TESTING CAN GO A LONG WAY TO ADDRESSING THE ISSUE OF DIABETES. IN CONJUNCTION WITH THE HEALTH FAIRS, TEACHING KIDS ABOUT NUTRITION AND EXERCISE IS ANOTHER WAY TO TACKLE THE ISSUE. FINALLY, WHEN DEALING WITH THE ISSUE OF DIABETES, THERE IS THE FACT THAT UNHEALTHY FOOD, LIKE FAST FOOD, IS CHEAP, WHILE HEALTHIER FOOD IS MORE EXPENSIVE. ULTIMATELY, FAMILIES AND INDIVIDUALS FROM LOWER SOCIO-ECONOMIC BACKGROUNDS ARE MORE LIKELY TO BE NEGATIVELY IMPACTED BY UNHEALTHY FOOD BEING CHEAPER. CURRENTLY, THE HOSPITALS HAVE EDUCATION FOR PATIENTS IN THE FORMS OF ASSESSMENTS, DIETICIAN DISCUSSIONS, AND SELF-MANAGEMENT PROGRAMS.5. EDUCATION: TWO BIG FACTORS THAT CAN IMPROVE HEALTH ARE INCOME AND EDUCATION. THE HIGHER THE LEVEL OF BOTH FACTORS, THE BETTER CHANCES THERE ARE AT BETTER HEALTHCARE. AS SEEN ABOVE, CHEAPER, UNHEALTHIER FOOD MAY BE AN OPTION FOR THOSE OF LOWER SOCIO-ECONOMIC BACKGROUNDS. TO IMPROVE EDUCATION, OUR EDUCATION SYSTEM WOULD NEED TO BE IMPROVED. SKILLS THAT NEED TO BE IMPROVED FOR THIS ISSUE INCLUDE WRITING SKILLS ALONG WITH COMMUNICATION AND INTERPERSONAL SKILLS. FURTHERMORE, IMPROVING TEACHING COULD GO A LONG WAY TOWARD IMPROVING EDUCATION. CURRENTLY, THE HOSPITALS OFFER EDUCATION ON TOPICS SUCH AS DIET OR EVEN SUBSTANCE USE.BUILDING UPON THE CURRENT CHNA AND IMPLEMENTATION STRATEGY, THE HUNTINGTON BEACH HOSPITAL AND LA PALMA INTERCOMMUNITY HOSPITAL DID THE FOLLOWING DURING FY'22 TO ADDRESS THE SIGNIFICANT HEALTH NEEDS OF THE COMMUNITY:- HBH RECEIVED A GRANT FOR A SUBSTANCE ABUSE NAVIGATOR WHO WILL WORK WITH PATIENTS IN THE ED HELPING THEM WITH RESOURCES WITHIN THE COMMUNITY.- LPIH ANTICIPATES CREATING AN IN-HOUSE OPIOID EDUCATION PROGRAM, PROMOTING ALTERNATIVE TREATMENTS FOR PAIN, AND OUTREACH PROGRAMS TO SCHOOLS AND SCHOOL ORGANIZATIONS TO PROMOTE DRUG-FREE LIVING.- HBH WORKS CLOSES WITH THE CITY'S HOMELESS TASK FORCE, WHICH FOLLOWS UP WITH SUPPORT AND SERVICES FOR THOSE WHO ARE EXPERIENCING HOMELESSNESS, THE BE WELL PROGRAM, AND THE ILLUMINATION FOUNDATION RECUPERATIVE CARE. - WHILE HOSPITALS ARE NOT HOUSING PROVIDERS, THEY CAN PROVIDE SHORT-TERM SHELTER WHEN MEDICAL CRISES OCCUR TO HOMELESS INDIVIDUALS. LPIH HAS CAPACITY TO SERVE CLIENTS WHOSE IMMEDIATE NEEDS INVOLVE HOUSING WITH MEDICAL SERVICES AND WILL CONTINUE TO WORK WITH LONGER TERM HOUSING PROVIDERS TO EASE THE TRANSITION TO MORE STABLE ENVIRONMENTS. RECENT PROPOSALS BY REPRESENTATIVES OF THE DEPARTMENT OF HEALTH AND HUMAN SERVICES AND STATE MEDICAL PROGRAMS WOULD PROVIDE FUNDS TO ALLOW PROVIDERS TO MAKE ARRANGEMENTS FOR HOUSING. LPIH WILL MONITOR THE PROGRESS OF THESE PROPOSALS, AND IF REIMBURSEMENT PROGRAMS CHANGE TO ENCOMPASS HOUSING SOLUTIONS, LPIH WILL DEVELOP APPROPRIATE PROGRAMS TO ADMINISTER THE PROCESS.- LPIH OBTAINED DESIGNATION BY OSHPD AS A SECURE SITE FOR 5150-DESIGNATED CLIENTS TO OFFER A COMPREHENSIVE RANGE OF INPATIENT SERVICES FOR A BROADER BASE OF INDIVIDUALS IN NEED OF MENTAL HEALTH SERVICES. IN ADDITION, OFFERING STUTTERING SUPPORT GROUPS, ENHANCING THE RELATIONSHIPS WITH COMMUNITY PROVIDERS TO FOSTER BETTER COORDINATION OF CARE. AS WELL, EXPANDED THE UNIT WITH AN ADDITIONAL 6 BEDS.- HBH IS ALSO DESIGNATED 5150 ALLOWING THE HOSPITAL TO OFFER A COMPREHENSIVE RANGE OF INPATIENT SERVICES. IN ADDITION, HBH PROVIDES SERVICES REACHING OUT TO COMMUNITY RESOURCES AND LINKING CLIENTS WITH APPROPRIATE PROVIDERS, AMONG THEM BEING REFERRAL SERVICES TO COMMUNITY MENTAL HEALTH AND SOCIAL SERVICE PROVIDERS TO PROVIDE CONTINUITY SERVICES ON DISCHARGE. AS WELL, HBH OFFERS REFERRALS TO STEP-DOWN RESIDENTIAL TREATMENT PROVIDERS FOR CLIENTS NEEDING ADDITIONAL INSTITUTIONAL CARE FOLLOWING ACUTE EPISODES. - HEALTH FAIR PARTICIPATION INCLUDING INFORMATION ON DIET AND EXERCISE AS COMPLEMENTS TO A HEALTHY LIFESTYLE, AND THE SCREENINGS OFFERED PROVIDE ALERTS TO CLIENTS THAT THEY NEED TO ADJUST THEIR HABITS.- HBH SUPPORTS TWO NEW HEALTH FAIRS/EDUCATION PROGRAMS IN LOCAL ETHNIC COMMUNITIES IN THE HBCOA ANNUAL SENIOR HEALTH FAIR AND THE HBH ANNUAL HEALTH FAIR. |
| ENCINO HOSPITAL MEDICAL CENTER |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|
| COSHOCTON REGIONAL MEDICAL CENTER | PART V, SECTION B, LINE 11: THE FY2022 CHNA WAS CONDUCTED AND A CHIP WAS DEVELOPED TO BETTER UNDERSTAND AND ADDRESS THE PRIORITY HEALTH NEEDS OF THE COMMUNITY SERVED BY COSHOCTON REGIONAL MEDICAL CENTER. AS A RESULT, THE FOLLOWING THREE PRIORITY HEALTH NEEDS WERE IDENTIFIED:1. INCREASED EDUCATION TO THE COMMUNITY ON HEALTHY EATING AND ACTIVE LIVING2. INCREASED ACCESS AND EDUCATION INVOLVING CHRONIC DISEASES3. SUBSTANCE USE/MENTAL HEALTHINCREASED EDUCATION TO THE COMMUNITY ON HEALTHY EATING AND ACTIVE LIVINGTHE PROBLEM IS THE LACK OF ACTIVE LIFESTYLE AND HEALTH DIET CONTRIBUTES TO DIABETES, HEART DISEASE, OBESITY, AND HIGH BLOOD PRESSURE. TO COMBAT THIS PROBLEM, COSHOCTON REGIONAL MEDICAL CENTER PLANS TO IMPLEMENT THE FOLLOWING STRATEGIES:1. INCLUDE A CALORIE COUNT ON THE MENU IN THE CAF AND PROVIDE FRESH, NON-PROCESSED FOOD CHOICES FOR STAFF AND COMMUNITY MEMBERS. ADDITIONALLY, WITH LIMITED LUNCH DESTINATIONS IN THE COMMUNITY, COSHOCTON REGIONAL MEDICAL CENTER WILL ADVERTISE THAT THEY ARE OPEN TO THE PUBLIC AND SHARE THEIR MENU ON SOCIAL MEDIA. 2. PARTICIPATE IN COMMUNITY OUTREACH EVENTS SUCH AS THE ANNUAL HEALTH SAFETY AND WELLNESS EXPO, WHERE WE PROVIDE NO COST SCREENINGS, SUCH AS BLOOD PRESSURE, GLUCOSE, AND PAD. WE'LL HAVE PHYSICIANS AND NURSE PRACTITIONERS ON-HAND THROUGHOUT THE EVENT TO ANSWER QUESTIONS AND PROVIDE HEALTH INFORMATION AS NEEDED. 3. USE A MARKETING PLATFORM TO SHARE EDUCATION, INCLUDING HEALTHY HOLIDAY MEAL PLANNING, HEALTHY FOOD SUBSTITUTIONS, LABEL READING, AND HEALTHY COOKING ON A BUDGET. 4. PARTICIPATE IN YOUTH FOCUSED ACTIVITY PROGRAMS IN CONJUNCTION WITH KIDS AMERICA, SUCH AS KAMP KIWANIS AND YOUTH HEALTH DAY, THAT PUTS A FOCUS ON EXERCISE. 5. IMPLEMENT A "WALK WITH A DOC" PROGRAM QUARTERLY TO EDUCATE THE COMMUNITY ON THE IMPORTANCE OF PHYSICAL ACTIVITY AND A HEALTHY LIFESTYLE. INCREASED ACCESS AND EDUCATION INVOLVING CHRONIC DISEASESCOSHOCTON REGIONAL MEDICAL CENTER PLANS TO IMPLEMENT THE FOLLOWING STRATEGIES:1. OFFER FREE SCREENINGS QUARTERLY TO THE PUBLIC (PAD, GLUCOSE, AND BP CHECKS). 2. USE MARKETING PLATFORMS TO SHARE EDUCATION FROM HEALTHCARE PROVIDERS ON HOW TO MAINTAIN A HEALTHY LIFE WHEN LIVING WITH A CHRONIC DISEASE. 3. CONTINUE DINING WITH DIABETES CLASSES IN COORDINATION WITH OHIO STATE UNIVERSITY EXTENSION OFFICE AND INCREASE CLASS AVAILABILITY FROM SEMI-ANNUALLY TO QUARTERLY. 4. HOST TOBACCO CESSATION GROUPS AT THE HOSPITAL AVAILABLE TO BOTH THE PUBLIC AND TO OUR INPATIENTS WHO WANT TO ATTEND. SUBSTANCE USE/MENTAL HEALTHTHE PROBLEM IS THE LOCAL INCREASE IN SUBSTANCE ABUSE, LEADING TO MENTAL HEALTH ISSUES FOR THE ABUSER AND THEIR FAMILY/CHILDREN. TO COMBAT THIS PROBLEM, COSHOCTON REGIONAL MEDICAL CENTER PLANS TO IMPLEMENT THE FOLLOWING STRATEGIES:1. GET STAFF INVOLVED IN COSHOCTON COUNTY DRUG COALITION. THE DRUG COALITION IS A COMMUNITY-BASED EFFORT TO MAINTAIN FOCUS ON SUBSTANCE ABUSE, WORK TOWARD GETTING ANSWERS TO HELP DEFEND AGAINST THE PROBLEM, AND EDUCATE THE COMMUNITY ABOUT THE SIGNS AND RISKS OF SUBSTANCE ABUSE.2. INVESTIGATE THE FEASIBILITY OF CREATING A MEDICAL DETOX PROGRAM FOR THE HOSPITAL TO TREAT PATIENTS FOR THE THREE DAYS REQUIRED PRIOR TO ACCEPTANCE INTO A RESIDENTIAL RECOVERY PROGRAM.3. PARTICIPATE IN AND SPONSOR FAMILY AND CHILDREN FOCUSED PROGRAMS IN COLLABORATION WITH FAMILY AND CHILDREN FIRST COUNCIL, WIC, HELP ME GROW, AND MATERNAL AND CHILD HEALTH CENTER. 4. USE MARKETING PLATFORMS TO PROMOTE DRUG FREE LIVING AND FAMILY FOCUSED EDUCATION. NO ACTIONS WERE TAKEN DURING THE FISCAL YEAR RELATED TO THE MOST RECENT CHNA BECAUSE THE CHNA WAS ADOPTED AT THE END OF THE TAX YEAR. HOWEVER, THE HOSPITAL DID THE FOLLOWING DURING FY'22 TO ADDRESS THE SIGNIFICANT HEALTH NEEDS OF THE COMMUNITY RELATED TO THE PRIOR CHNA. - REINSTATED THE DIABETIC CLASSES CONCERNING DIETARY RESTRICTIONS. DUE TO RESOURCE LIMITATIONS, COSHOCTON REGIONAL MEDICAL CENTER WAS ONLY ABLE TO FOLLOW THE CHNA SPARINGLY. WHILE LIMITED FUNDS PLAYED A ROLE IN THIS, THE PRIMARY REASON IS THAT COVID-19 WAS JUST ENDING AND RESTRICTIONS WERE STILL IN PLACE THAT LIMITED PUBLIC EVENTS. COVID-19 ALSO LEAD TO STAFF SHORTAGES AND AS A RESULT, COSHOCTON REGIONAL MEDICAL CENTER DID NOT HAVE THE AVAILABLE STAFF TO FULFILL ALL NEEDS. |
| SUBURBAN COMMUNITY HOSPITAL | PART V, SECTION B, LINE 11: BASED ON THE SECONDARY DATA, INTERVIEWS, AND SUMMIT PRIORITIZATION, THE SUBURBAN COMMUNITY HOSPITAL BOARD APPROVED THE FOLLOWING IDENTIFIED NEEDS TO BE THE FOCUS OF THE WORK OF THE MEDICAL CENTER OVER THE NEXT THREE YEARS.1. BEHAVIORAL HEALTH ACCESS TO RESOURCES, ADOLESCENT, UNDOCUMENTED2. OBESITY3. ACCESS TO CARE FOR MINORITY GROUPS, UNDOCUMENTED, HOME HEALTH4. CHRONIC DISEASES HEART, DIABETES, OBESITYBEHAVIORAL HEALTH ACCESS TO RESOURCES, ADOLESCENT, UNDOCUMENTEDTHE GOAL IS TO IMPROVE ACCESS TO RESOURCES TO MEET THE MENTAL HEALTH NEEDS OF VULNERABLE POPULATIONS. SUBURBAN COMMUNITY HOSPITAL HAS OUTLINED THE FOLLOWING OBJECTIVES:1. INCREASE PARTNERSHIPS WITH COMMUNITY MENTAL HEALTH RESOURCES TO IDENTIFY AND TREAT PATIENTS ACCORDINGLY.SUBURBAN COMMUNITY HOSPITAL WILL IMPLEMENT THE FOLLOWING STRATEGIES:1. IDENTIFY AND DOCUMENT EXISTING COMMUNITY RESOURCES AND GAPS IN BEHAVIORAL HEALTH SERVICES.2. EXPAND TELEHEALTH OPTIONS AND EDUCATION, INCLUDING SCHOOL PERSONNEL, CORRECTIONAL FACILITIES, AND OTHER MEMBERS OF THE COMMUNITY.3. INTEGRATE BEHAVIORAL HEALTH INTO PRIMARY CARE OFFICES TO INCREASE ACCESS AND DECREASE STIGMA.4. COMPILE AND DISSEMINATE BEHAVIORAL HEALTH RESOURCE LIST, COMPLETE GAP ANALYSIS AND EXPAND OPTIONS FOR BEHAVIORAL HEALTH SERVICES IN THE COMMUNITY.OBESITYTHE GOAL IS TO DECREASE THE PERCENTAGE OF THE POPULATION THAT IS OVERWEIGHT AND/OR OBESE. SUBURBAN COMMUNITY HOSPITAL HAS OUTLINED THE FOLLOWING OBJECTIVES:1. IMPLEMENT AT LEAST THREE HEALTHY EATING EDUCATION OPPORTUNITIES ANNUALLY IN THE COMMUNITY. 2. IMPROVE ACCESS TO HEALTHY FOOD THROUGH CHARITABLE CONTRIBUTIONS, EMPLOYEE VOLUNTEER OPPORTUNITIES, AND INNOVATIVE COMMUNITY PARTNERSHIPS. SUBURBAN COMMUNITY HOSPITAL WILL IMPLEMENT THE FOLLOWING STRATEGIES:1. PROVIDE EDUCATION ON HEALTHY EATING TO SCHOOLS, CHURCHES AND COMMUNITY ORGANIZATIONS.2. COLLABORATE WITH LOCAL FOOD ORGANIZATIONS TO TARGET THE VULNERABLE POPULATIONS.3. SUPPORT A HEALTH CHALLENGE EVENT OFFERING BMI SCREENING AND DIETARY ASSESSMENTS BY LICENSED DIETICIANS.4. PARTNER WITH PRIMARY CARE ON TACTICS TO REDUCE OBESITY AND IMPROVE MIND, BODY AND SPIRITUAL WELLNESS.ACCESS TO CARE FOR MINORITY GROUPS, UNDOCUMENTED, HOME HEALTHTHE GOAL IS TO DEVELOP ACTIONABLE STEPS TO ADDRESS LOCAL HEALTH DISPARITIES. SUBURBAN COMMUNITY HOSPITAL HAS OUTLINED THE FOLLOWING OBJECTIVES:1. WORK AS A CATALYST IN ADDRESSING HEALTH DISPARITIES AND BE PART OF SOLUTIONS TO MAKE POSITIVE IMPACTS ON SOCIAL DETERMINANTS OF HEALTH. SUBURBAN COMMUNITY HOSPITAL WILL IMPLEMENT THE FOLLOWING STRATEGIES:1. DEVELOP AND IMPLEMENT A COMMUNITY-WIDE MEDICAID ENROLLMENT AND RETENTION STRATEGY.2. PROMOTE PROGRAMS THAT IMPROVE ACCESS TO CARE AND SERVICES IN THE COMMUNITIES WE SERVE.3. SIMPLIFY SCHEDULING AN APPOINTMENT; TEXTS, EMAIL.4. OFFER SAME-DAY SERVICES, INCLUDING TELEHEALTH MEDICINE.5. DIRECT AND ASSESS HIGH-RISK POPULATIONS FOR APPROPRIATENESS FOR REFERRAL TO SUBURBAN COMMUNITY HOSPITAL'S HEALTH PROMOTER PROGRAM (FREE MEDICAL SCREENINGS FOR CHRONIC DISEASES).CHRONIC DISEASES HEART, DIABETES, OBESITYTHE GOAL IS TO IMPROVE ACCESS TO PRIMARY CARE SERVICES TO ADDRESS HEALTH DISPARITIES. SUBURBAN COMMUNITY HOSPITAL HAS OUTLINED THE FOLLOWING OBJECTIVES:1. IMPROVE ACCESS TO PRIMARY CARE SERVICES THROUGH THE HEALTH PROMOTER PROGRAM MODEL TARGETING VULNERABLE AND AT-RISK POPULATIONS. SUBURBAN COMMUNITY HOSPITAL WILL IMPLEMENT THE FOLLOWING STRATEGIES:1. HEALTH PROMOTER PROGRAM WILL CONTINUE, A RESIDENT PHYSICIAN WILL SCREEN FOR OBESITY, HYPERTENSION, HYPERLIPIDEMIA, DIABETES AND CHRONIC KIDNEY DISEASE MONTHLY AFTER MASS AT ST. PATRICK'S CATHOLIC CHURCH IN NORRISTOWN. (COVID-19 RESTRICTIONS PUT ON HOLD TEMPORARILY).2. COMMUNITY MEMBERS MEETING CRITERIA WILL BE REFERRED TO FAMILY MEDICINE IN NORRISTOWN.3. PROVIDE EDUCATION VIA MULTIPLE SOURCES: DIGITAL MEDIA, HEALTH FAIRS, SENIOR CENTERS, AND PUBLICATIONS.4. SCREEN FOR TOBACCO USE AND ENROLL IN SMOKING CESSATION PROGRAM.5. ADVANCE HEALTH EQUITY BY UNDERSTANDING SOCIAL DETERMINANTS OF HEALTH.BUILDING UPON THE CURRENT CHNA AND IMPLEMENTATION STRATEGY, THE HOSPITAL DID THE FOLLOWING DURING FY'22 TO ADDRESS THE SIGNIFICANT HEALTH NEEDS OF THE COMMUNITY:1. SUBURBAN COMMUNITY HOSPITAL PROVIDES PRIMARY CARE SERVICES TO UNDERINSURED RESIDENTS WHO LIVE WITHIN A FIVE-MILE RADIUS OF THE MEDICAL CENTER. THE CLINIC SERVICES INCLUDE SCREENING, PREVENTIVE HEALTH MEASURES, AND MANAGEMENT OF DIABETES, AS WELL AS OTHER SPECIALTY SERVICES AVAILABLE WITHIN THE CLINIC. MEDICAL RESIDENTS ARE SUPERVISED BY ATTENDING PHYSICIANS WHO ARE MEMBERS OF SUBURBAN MEDICAL GROUP. KEY PARTNERS INCLUDE SUBURBAN COMMUNITY HOSPITAL DEPARTMENTS, INCLUDING IMAGING, WOUND CARE, CARDIOLOGY, AND LABORATORY SERVICES. THE IMPACT: HELPED INCREASE AVAILABILITY AND ACCESS TO PRIMARY CARE SERVICES WITHIN OUR COMMUNITY. 2. SUBURBAN COMMUNITY HOSPITAL PROVIDES FREE COMPREHENSIVE SUPPORT GROUPS, PROGRAMS, AND CLASSES THAT FOCUS ON ASSISTING SENIORS WITH THEIR HEALTHCARE NEEDS, SUCH AS "MAKING LIFESTYLE CHANGES"- TYPE 2 DIABETES PREVENTION, "TALKING WITH YOUR DOCTOR AND HOW TO PREPARE AND LEARN HOW TO TAKE AN INTERACTIVE ROLE IN YOUR HEALTH CARE NEEDS, "FALLS PREVENTION", MY LIFE, MY HEALTH - CHRONIC DISEASE SELF-MANAGEMENT EDUCATION, "HEALTHY STEPS IN MOTION"- FALLS PREVENTION EXERCISE PROGRAM FOR ADULTS 60 AND OLDER, "SAFE DRIVING FOR SENIORS," "MATTER OF BALANCE": MANAGING CONCERNS ABOUT FALLS, AND "ROAD TO HAPPINESS": UNDERSTANDING DEPRESSION. THIS PRESENTATION EXAMINES FACTORS THAT PUT SENIORS AT AN INCREASED RISK OF DEPRESSION, EXPLAINS HOW TO DETECT DEPRESSIVE SYMPTOMS AND REVEALS METHODS THAT HELP THOSE AFFECTED BEGIN TO FEEL LIKE THEMSELVES AGAIN. "WISE (WELLNESS INITIATIVE FOR SENIOR EDUCATION)," PREVENTION TARGETING OLDER ADULTS TO AVOID SUBSTANCE ABUSE AND LEAD A HEALTHY LIFESTYLE, AND "TAI CHI FOR ARTHRITIS," HELPS PEOPLE WITH ARTHRITIS TO IMPROVE ALL THESE AND MORE. IT IMPROVES BALANCE AND SIGNIFICANTLY REDUCES THE RATE OF FALLS IN OLDER ADULTS. THE HOSPITAL PARTNERED WITH THE MONTGOMERY COUNTY DEPARTMENT OF HEALTH AND HUMAN SERVICES OFFICE OF SENIOR SERVICES.3. COMMUNITY HEALTH IMPROVEMENT: SCREENINGS, HEALTH FAIRS AND EDUCATION: SUBURBAN COMMUNITY HOSPITAL ATTENDED PLYMOUTH DAY AT EAST PLYMOUTH VALLEY PARK, MONTGOMERY COUNTY SENIOR GAMES EXPO AT THE MONTGOMERY COUNTY COMMUNITY COLLEGE, SENATOR CAPPELLETTI ANNUAL KID'S FAIR AT THE ELMWOOD PARK ZOO, GREATER PLYMOUTH COMMUNITY CENTER IN PLYMOUTH MEETING, NATIONAL NIGHT OUT IN PLYMOUTH MEETING, EAST NORRITON TOWNSHIP COMMUNITY DAY IN EAST NORRITON - BEHIND THE TOWNSHIP BUILDING, STATE REP. MATT BRADFORD'S FAMILY FAIR AT THE ELMWOOD PARK ZOO, STATE REP. TODD STEPHENS ANNUAL SENIOR EXPO IN MONTGOMERYVILLE, AND EAST NORRITON COMMUNITY MATINEE MOVIE EVENT TO DISCUSS OUR HOSPITAL SERVICES AND EDUCATION. ADDITIONALLY, SUBURBAN FAMILY MEDICINE AT NORRISTOWN HOSTED AN ANNUAL HOLIDAY CHARITY EVENT AT ST. PATRICK'S CHURCH FOR THE UNDERSERVED COMMUNITY. SUBURBAN COMMUNITY HOSPITAL ALSO ATTENDED BRIGHT VIEW SENIOR LIVING CENTER-FALL FESTIVAL, BRIGHTVIEW SENIOR LIVING IN EAST NORRITON TO PRESENT ON JOINT REPLACEMENTS FOR OLDER ADULTS IN AN EDUCATION SESSION. SUBURBAN COMMUNITY HOSPITAL'S RESIDENCY PROGRAM PRESENTED ON THE TOPIC OF HEPATITIS AT ACLAMO AND ATTENDED STATE REP. STEVE MALAGARI'S SENIOR EXPO IN LANSDALE. AT EACH OF THESE EVENTS, SUBURBAN COMMUNITY HOSPITAL PROVIDED FREE SCREENING EXAMS AND HEALTH EDUCATION, INCLUDING FALL RISK ASSESSMENTS, HAND & STRENGTH ASSESSMENTS, EDUCATION ON CHOLESTEROL, DIABETES, HYPERTENSION, HEART FAILURE, AND STROKE PREVENTION AND CONTROL, BLOOD PRESSURE SCREENINGS, AND QUITTING SMOKING EDUCATION. HEALTH EXAMS/SCREENINGS WERE CONDUCTED IN COLLABORATION WITH NURSING, MEDICAL STAFF, AND VARIOUS CLINICAL CARE TEAM MEMBERS. EXAMPLES OF PARTNERSHIPS FOR SCREENINGS AND HEALTH PROGRAMS INCLUDE SENIOR CENTERS TO PROVIDE RISK ASSESSMENTS, HEALTH SCREENINGS, AND PREVENTIVE HEALTH EDUCATION. IN ADDITION, EVIDENCE-BASED AND EVIDENCE-INFORMED PROGRAMS ARE DESIGNED TO ALLOW OLDER ADULTS TO MAINTAIN INDEPENDENT LIVING AND MANAGE DIABETES AND CHRONIC DISEASE. KEY PARTNERS INCLUDE LOCAL MUNICIPALITIES, SENIOR CENTERS, FAITH-BASED ORGANIZATIONS, DISEASE-SPECIFIC ORGANIZATIONS, AND SUBURBAN COMMUNITY HOSPITAL'S CLINICAL STAFF. |
| PAMPA REGIONAL MEDICAL CENTER | PART V, SECTION B, LINE 11: THE FY2021 CHNA WAS CONDUCTED AND A CHIP WAS DEVELOPED TO BETTER UNDERSTAND AND ADDRESS THE PRIORITY HEALTH NEEDS OF THE COMMUNITY SERVED BY PAMPA REGIONAL MEDICAL CENTER. AS A RESULT, THE FOLLOWING SIX PRIORITY HEALTH NEEDS WERE IDENTIFIED:1. COMMUNITY EDUCATION, LITERACY AND INVOLVEMENT2. ACCESS TO CARE3. HEALTHY WEIGHT4. MENTAL HEALTH5. SUBSTANCE USE DISORDER6. HOMELESSNESSCOMMUNITY EDUCATION, LITERACY AND INVOLVEMENTTHE GOAL IS TO DEVELOP A HEALTH EDUCATION COALITION TO ADDRESS COMMUNITY HEALTH EDUCATION THROUGH CHURCHES, CIVIC GROUPS, SENIOR CENTERS, EXTENSION EDUCATION AND SCHOOLS AS WELL AS CREATE EDUCATION ON MEDICARE. PAMPA REGIONAL MEDICAL CENTER HAS OUTLINED THE FOLLOWING ACTIONS:1. INVENTORY AND COORDINATE EXISTING HEALTH EDUCATION EFFORTS.2. DEVELOP PROGRAMS AND MARKET EDUCATION PROGRAMS ADDRESSING COMMUNITY HEALTH NEEDS. 3. ORGANIZE AND INVOLVE YOUTH AMBASSADORS TO PROVIDE HEALTH EDUCATION TO PEERS. 4. CREATE FUN INTERACTION THROUGH PLAY AND SOCIAL MEDIA TO ENGAGE YOUNGER PEOPLE. 5. IDENTIFY MEDICARE EXPERTS IN THE AREA AND HOLD EDUCATIONAL SESSIONS. ACCESS TO CARETHE GOAL IS TO CREATE TRANSPARENT BILLING AND CHARGES FOR HEALTH SERVICES, PROVIDE HEALTH EDUCATION, AND INCREASE PHYSICAL ACCESS TO CARE. PAMPA REGIONAL MEDICAL CENTER HAS OUTLINED THE FOLLOWING ACTIONS:1. HOSPITAL, PHYSICIANS PROVIDE TRANSPARENT BILLING FOR SERVICES.2. COMMUNICATE CHARGES PRIOR TO DELIVERY OF SERVICES TO DECREASE FEAR OF SURPRISE BILLING.3. IDENTIFY RESOURCES AVAILABLE.4. PROMOTE RESOURCES IN THE COMMUNITY.5. ADD PRIMARY CARE AND SPECIALTY PHYSICIANS. 6. COMMUNICATE ABOUT THE HOSPITAL VAN. 7. EXPERIMENT WITH A MONTHLY SUBSCRIPTION TO SEE DOCTORS ANY TIME THEY NEED CARE. HEALTHY WEIGHTTHE GOAL IS TO DECREASE ADULT OBESITY RATE BY 5% OVER NEXT 3 YEARS FROM 36% TO 34% AND REDUCE THE RATE OF CHILDHOOD OBESITY MEASURED BY BMI BY 10% IN THE NEXT THREE YEARS. PAMPA REGIONAL MEDICAL CENTER HAS OUTLINED THE FOLLOWING ACTIONS:1. INFORM COMMUNITY OF CURRENT RATES AND SITUATION CREATING COMMUNITY-DRIVEN EDUCATION AND AWARENESS.2. PROMOTE ACTIVITY THROUGH COMMUNITY OPPORTUNITY/EVENTS FOR EXERCISE ESPECIALLY IN THE WINTER AT COMMUNITY EVENTS.3. PROVIDE OPPORTUNITIES FOR THOSE WHO WANT TO CHANGE.4. PROVIDE FREE AND ACCESSIBLE RESOURCES, E.G. A DIETICIAN HOTLINE TO ANSWER QUESTIONS.5. EDUCATE PARENTS.6. CONDUCT A KIDS' FORUM TO ASK KIDS, "WHAT WOULD YOU DO TO BE ACTIVE? AND "WHAT WILL YOU EAT THAT IS HEALTHY?"7. ENSURE KIDS HAVE ACCESS TO PHYSICAL EDUCATION CLASSES.8. INTEGRATE WITH INSURANCE PLANS FOR DISCOUNTS.MENTAL HEALTHTHE GOAL IS TO CREATE ACCESS TO A LOCAL MENTAL HEALTH HOTLINE AVAILABLE BY PHONE AND TEXT 24 HOURS AND IMPROVE AFFORDABILITY OF MENTAL HEALTH TREATMENT. PAMPA REGIONAL MEDICAL CENTER HAS OUTLINED THE FOLLOWING ACTIONS:1. COMMUNICATION AND ADVERTISING SOCIAL MEDIA, NEWSPAPERS, FLYERS. 2. IMPLEMENT A 24-HOUR MENTAL HEALTH HOTLINE.3. UTILIZE MENTAL HEALTH FIRST AID FOR YOUTH TRAINING THROUGH TEXAS A&M.SUBSTANCE USE DISORDERTHE GOAL IS TO PROVIDE ADEQUATE EDUCATION FOR ADHERING TO THERAPEUTIC REGIMES AND MEDICATIONS, PROVIDE ACCESS TO AFFORDABLE REHAB AND EDUCATION ON THE IMPORTANCE OF TREATMENT AVAILABILITY, AND PROVIDE STRUCTURED, ORGANIZED PREVENTION EDUCATION ON SMOKING, VAPING, SMOKELESS AND CESSATION THAT IS CONSISTENT AND ONGOING. PAMPA REGIONAL MEDICAL CENTER HAS OUTLINED THE FOLLOWING ACTIONS:1. EDUCATE PRESCRIBERS, NURSES, HOME HEALTH, PHARMACISTS ON INAPPROPRIATE USE OF PRESCRIPTION MEDICATIONS. 2. USE EDUCATORS FROM MULTIPLE DISCIPLINES, HEALTHCARE, LAW ENFORCEMENT, MENTAL HEALTH, SOCIAL WORKERS. 3. IMPLEMENT AN INPATIENT REHABILITATION FACILITY IN PAMPA. 4. PROVIDE COMMUNITY EDUCATION ON THE IMPORTANCE OF INPATIENT REHAB CARE IN RECOVERY. 5. PROVIDE PREVENTATIVE EDUCATION FOR SCHOOLS, COMMUNITY, SENIOR CITIZENS. 6. PROVIDE EDUCATION ON DISEASES CAUSED BY SUBSTANCE USE COPD, ASTHMA, CANCER. HOMELESSNESSTHE GOAL IS TO INVENTORY WHERE HOMELESS PEOPLE CAN GET FOOD AND TEMPORARY SHELTER, CONVINCE THE COMMUNITY THAT REDUCING HOMELESSNESS IS A COMMUNITY NEED, AND PLAN FOR A HOMELESS SHELTER. PAMPA REGIONAL MEDICAL CENTER HAS OUTLINED THE FOLLOWING ACTIONS:1. ASK QUESTIONS ABOUT HOMELESSNESS, SUCH AS WHY? FIGURE OUT THEIR STORY TO COLLECT DATA AND FIGURE OUT WHERE THEY CAN GET MEALS EVERY DAY OF THE WEEK.2. TAKE A RESOURCE GUIDE TO THE HOMELESS. 3. GET STATISTICS OF THE HOMELESS.4. PROVIDE DATA, FACTS, AND STORIES TO THE COMMUNITY FOR PRODUCTIVE CONVERSATIONS. 5. CREATE A FEASIBILITY PLAN WITH BUILDING OPTIONS. BUILDING UPON THE CURRENT CHNA, THE HOSPITAL DID THE FOLLOWING DURING FY22 TO ADDRESS THE SIGNIFICANT HEALTH NEEDS OF THE COMMUNITY:- PARTICIPATED IN THE DONLEY COUNTY HEALTH FAIR IN OCTOBER 2022. - RAN INFORMATIONAL ADVERTISING ON WOMEN'S HEALTH SERVICES IN ENGLISH AND SPANISH ON CBS10 AMARILLO/TELEMUNDO, AND REGULAR HEALTH EDUCATION ON SOCIAL MEDIA. HOSTED A PAMPA CHAMBER OF COMMERCE LUNCHEON ON SERVICES AVAILABLE AT THE HOSPITAL IN OCTOBER 2022.- PARTICIPATED IN THE PAMPA ISD BACK TO SCHOOL BASH IN AUGUST 2022, PARTICIPATED IN ALZHEIMER'S WALK IN SEPTEMBER 2022, HOSTED A COMMUNITY TRUNK OR TREAT IN OCTOBER 2022, DONATED THANKSGIVING MEALS TO HARVEST HOUSE IN NOVEMBER 2022, AND JOINED COMMUNITY FOR VETERANS DAY PARADE. EMPLOYEES ALSO PARTICIPATED WITH AND DONATED TO CASA, UNITED WAY, ALTRUSA, SALVATION ARMY, AND CHILDREN'S SHOPPING NETWORK FOR COMMUNITY AID AND SUPPORT.- INFORMED COMMUNITY OF MEDICARE BENEFITS THROUGH SOCIAL MEDIA OF STATE SERVICES NUMBER 211 AND WWW.YOURTEXASBENEFITS.COM.- CEO AND PMG CLINIC DIRECTOR MET WITH THE PAMPA ECONOMIC DEVELOPMENT CORPORATION JULY 1 TO DISCUSS HOW THE HOSPITAL COULD BETTER SERVE THE COMMUNITY AND TO SHARE INFORMATION ABOUT CHANGES TO SERVICE LINES.- OPENED URGENT CARE CENTER ON SEPTEMBER 1, 2022, TO IMPROVE ACCESS TO CARE IN GRAY COUNTY AND SURROUNDING COUNTIES.- COORDINATED WITH THE HARRINGTON BREAST CENTER, A DEPARTMENT OF BSA, TO PROVIDE REGULAR COVERAGE UTILIZING MOBILE MAMMOGRAPHY TO ENSURE THERE WAS NO DISRUPTION OF MAMMOGRAPHY SERVICES TO WOMEN IN THE PANHANDLE.- HIRED AN ADDITIONAL SURGEON IN JUNE 2022 TO INCREASE ACCESS TO CARE.- PMG OPENED AN ALLERGY CLINIC IN MARCH 2022.- OFFERED FLAT-RATE (MEDICARE-RATE) BILLING TO INDIGENT AND LOW-INCOME PATIENTS.- PROMOTED AND OFFERED MDSAVE TO PATIENTS AS TRANSPARENT BILLING ALTERNATIVE.- CONDUCTED MONTHLY RADIO INTERVIEWS (DOCTORS, NURSE PRACTITIONERS AND HOSPITAL LEADERS) ON HEALTH TOPICS ON KGRO.- OFFERED FREE TRANSPORTATION SERVICES TO NEEDY TO GET PATIENTS TO AND FROM THEIR APPOINTMENTS.- TRANSFERRED HOSPITAL LICENSE TO CAH SO THAT THE HOSPITAL WILL REMAIN VIABLE IN THE COMMUNITY.- PMG CONDUCTED FREE SPORTS PHYSICALS FOR AREA STUDENTS- THE PAMPA MEDICAL GROUP RHC APPLIED FOR A GRANT IN NOVEMBER 2022 TO PROVIDE FUNDING TO CREATE AN EDUCATIONAL PROGRAM FOCUSED ON OBESITY AND DIABETES. THIS FUNDING WOULD HAVE ALLOWED US TO HIRE A DIETITIAN AND DIABETIC EDUCATOR TO MEET THE COMMUNITY'S NEEDS FOR DIABETES AND OBESITY PREVENTION AND EDUCATION.- WORKED WITH COMMUNITY NON-PROFITS AND CHURCHES TO IMPROVE MOBILITY AND ACCESS TO RESOURCES FOR HOMELESS, DISABLED AND DISADVANTAGED POPULATIONS THROUGH USE OF HOSPITAL COURTESY SHUTTLE.- CONDUCTED EMPLOYEE-LED FUNDRAISING EFFORTS FOR DISADVANTAGED AND HOMELESS THROUGH NON-PROFIT ORGANIZATIONS.THE MOST NOTABLE HEALTH NEEDS NOT ADDRESSED AT THIS TIME ARE MENTAL HEALTH AND SUBSTANCE ABUSE DISORDER. UNFORTUNATELY, DUE TO STAFFING SHORTAGES AND A LACK OF PATIENTS, PAMPA REGIONAL MEDICAL CENTER CLOSED OUR OUTPATIENT THERAPY AND INPATIENT BEHAVIORAL UNIT IN 2022. |
| HUNTINGTON BEACH HOSPITAL | PART V, SECTION B, LINE 13B: APPROVED IN SOME INSTANCES OF HOMELESSNESS/DECEASED WITH NO KNOWN NEXT OF KIN |
| SCHEDULE H, PART V, LINE 7A - SOUTHERN REGIONAL | HTTPS://WWW.SOUTHERNREGIONAL.ORG/ABOUT-US/COMMUNITY-HEALTH-NEEDS-ASSESSMENT/ |
| SCHEDULE H, PART V, LINE 7A - LANDMARK | HTTPS://WWW.LANDMARKMEDICAL.ORG/ABOUT-US/COMMUNITY-HEALTH-NEEDS-ASSESSMENT/ |
| SCHEDULE H, PART V, LINE 7A - SHERMAN OAKS | HTTPS://WWW.SHERMANOAKSHOSPITAL.ORG/ABOUT-US/COMMUNITY-BENEFITS.ASPX |
| SCHEDULE H, PART V, LINE 7A - LA PALMA | HTTPS://WWW.LAPALMAINTERCOMMUNITYHOSPITAL.COM/ABOUT-US/COMMUNITY-HEALTH-NEEDS-ASSESSMENT/ |
| SCHEDULE H, PART V, LINE 7A - COSHOCTON | HTTPS://WWW.COSHOCTONHOSPITAL.ORG/ABOUT-US/COMMUNITY-SERVICE/COMMUNITY-HEALTH-NEEDS-ASSESSMENT/ |
| SCHEDULE H, PART V, LINE 7A - SUBURBAN | HTTPS://WWW.SUBURBANHOSP.ORG/ABOUT-US/COMMUNITY-HEALTH-NEEDS-ASSESSMENT/ |
| SCHEDULE H, PART V, LINE 7A - PAMPA | HTTPS://WWW.PRMCTX.COM/ABOUT-US/QUALITY-PATIENT-SAFETY-CLINICAL-EXCELLENCE/ |
| SCHEDULE H, PART V, LINE 10A - SOUTHERN REGIONAL | HTTPS://WWW.SOUTHERNREGIONAL.ORG/ABOUT-US/COMMUNITY-HEALTH-NEEDS-ASSESSMENT/ |
| SCHEDULE H, PART V, LINE 10A - COSHOCTON | HTTPS://WWW.COSHOCTONHOSPITAL.ORG/ABOUT-US/COMMUNITY-SERVICE/COMMUNITY-HEALTH-NEEDS-ASSESSMENT/ |
| SCHEDULE H, PART V, LINE 16A - LANDMARK | HTTPS://WWW.LANDMARKMEDICAL.ORG/PATIENTS-VISITORS/PATIENT-GUIDE/FINANCIAL-ASSISTANCE/ |
| SCHEDULE H, PART V, LINE 16A - LA PALMA | HTTPS://WWW.LAPALMAINTERCOMMUNITYHOSPITAL.COM/PATIENTS-VISITORS/FINANCIAL-ASSISTANCE/ |
| SCHEDULE H, PART V, LINE 16B - LANDMARK | HTTPS://WWW.LANDMARKMEDICAL.ORG/PATIENTS-VISITORS/PATIENT-GUIDE/FINANCIAL-ASSISTANCE/ |
| SCHEDULE H, PART V, LINE 16B - LA PALMA | HTTPS://WWW.LAPALMAINTERCOMMUNITYHOSPITAL.COM/PATIENTS-VISITORS/FINANCIAL-ASSISTANCE/ |
| SCHEDULE H, PART V, LINE 16C - LANDMARK | HTTPS://WWW.LANDMARKMEDICAL.ORG/PATIENTS-VISITORS/PATIENT-GUIDE/FINANCIAL-ASSISTANCE/ |
| SCHEDULE H, PART V, LINE 16C - LA PALMA | HTTPS://WWW.LAPALMAINTERCOMMUNITYHOSPITAL.COM/PATIENTS-VISITORS/FINANCIAL-ASSISTANCE/ |
| SCHEDULE H, PART V, LINE 10A - LA PALMA | HTTPS://LAPALMAINTERCOMMUNITYHOSPITAL.COM/ABOUT-US/COMMUNITY-HEALTH-NEEDS-ASSESSMENT/ |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Facility | 6 | FacilityNum |
Oth Hlth Care Fclts Not Hospital OthHlthCareFcltsNotHospitalGrp
Oth Hlth Care Fclts OthHlthCareFcltsGrp (6 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | FacilityFacilityTxt |
|---|---|---|---|---|
| 1 - RIVER VALLEY PHYSICIANS LLC | ||||
| 425 WEST FIFTH STREET | EAST LIVERPOOL | OH | 43920 | MEDICAL GROUP |
| 2 - SOUTHERN REGIONAL PHYSICIANS MGMT | ||||
| 11 UPPER RIVERDALE ROAD | SW RIVERDALE | GA | 30274 | MEDICAL GROUP |
| 3 - SUBURBAN MEDICAL GROUP LLC | ||||
| 2701 DEKALB PIKE | EAST NORRITON | PA | 19401 | MEDICAL GROUP |
| 4 - LAKE SPRIVEY AMBULATORY SURGERY CARE | ||||
| 7813 SPIVEY STATION BLVD SUITE 100 | JONESBORO | GA | 30274 | AMBULATORY SURGERY CENTER |
| 5 - PHF - LAKE HURON | ||||
| 3111 ELECTRIC AVENUE | PORT HURON | MI | 48060 | CLINIC |
| 6 - LANDMARK PHYSICIAN OFFICE SERVICES | ||||
| 115 CASS AVENUE | WOONSOCKET | RI | 02895 | MEDICAL GROUP |
Supplemental Information Detail SupplementalInformationDetail (15 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| PART III, LINE 2: | THE AMOUNT REPORTED ON LINE 2 IS BASED ON BAD DEBTS PER THE AUDITED FINANCIAL STATEMENTS. |
| PART III, LINE 3: | LANDMARK:THE ESTIMATED AMOUNT OF BAD DEBT ATTRIBUTABLE TO PATIENTS ELIGIBLE UNDER THE FINANCIAL ASSISTANCE POLICY IS THE ACTUAL BAD DEBT AS EACH HAVE A SEPARATE ACCOUNT.ENCINO & SHERMAN OAKS:THE COST TO CHARGE RATIO WAS USED TO DETERMINE THE ESTIMATED AMOUNT OF BAD DEBT EXPENSE ATTRIBUTABLE TO PATIENTS UNDER THE FINANCIAL ASSISTANCE POLICY.MONTCLAIR:PATIENTS WHO QUALIFY, AND ARE GIVEN FINANCIAL ASSISTANCE, ARE GROUPED AND CLASSIFIED WITHIN THE PATIENT ACCOUNTING SYSTEMS. THESE ACTUAL AMOUNTS, FROM THE ACTUAL PATIENTS, WERE USED TO DETERMINE THE AMOUNT OF BAD DEBT EXPENSE ATTRIBUTABLE TO THE FINANCIAL ASSISTANCE POLICY.SUBURBAN, SOUTHERN REGIONAL & COSHOCTON:THE AMOUNT OF BAD DEBT EXPENSE ATTRIBUTABLE TO PATIENTS ELIGIBLE FOR FINANCIAL ASSISTANCE IS DEEMED TO BE $0 SINCE THE ACTIVITY ASSOCIATED WITH THE PATIENTS THAT ARE ELIGIBLE FOR FINANCIAL ASSISTANCE IS CAPTURED AS EITHER CHARITY OR POLICY ADJUSTMENT, WHICH ARE DISTINCT FROM BAD DEBT EXPENSE.PAMPA:CHARITY CARE POLICY IS GENEROUS ENOUGH TO ENCOMPASS THE MAJORITY OF OUR ININSURED AND UNDERINSURED RESIDENTS. HAD PATIENTS WITH BAD DEBT HAVE APPLIED, THEY WOULD MOST GENERALLY QUALIFY FOR ASSISTANCE.HUNTINGTON BEACH & LA PALMA:THE AMOUNT OF BAD DEBT EXPENSE ATTRIBUTABLE TO PATIENTS ELIGIBLE FOR FINANCIAL ASSISTANCE IS DEEMED TO BE $0 SINCE THE ACTIVITY ASSOCIATED WITH THE PATIENTS THAT ARE ELIGIBLE FOR FINANCIAL ASSISTANCE IS CAPTURED AS EITHER CHARITY OR POLICY ADJUSTMENT, WHICH ARE DISTINCT FROM BAD DEBT. |
| PART III, LINE 4: | THE BAD DEBT EXPENSE FOOTNOTE IS INCLUDED ON PAGE 8 OF THE AUDITED FINANCIAL STATEMENTS. |
| PART III, LINE 8: | THE FOLLOWING HOSPITALS USED THE COST TO CHARGE RATIO TO REPORT THE MEDICARE ALLOWABLE COSTS ON LINE 6:PRIME HEALTHCARE SERVICES - SHERMAN OAKS, LLCPRIME HEALTHCARE SERVICES - MONTCLAIR, LLCPRIME HEALTHCARE SERVICES - ENCINO HOSPITAL, LLCPRIME HEALTHCARE FOUNDATION - SOUTHERN REGIONAL, LLCPRIME HEALTHCARE SERVICES - LANDMARK MEDICAL CENTERPRIME HEALTHCARE FOUNDATION - COSHOCTON, LLCTHE FOLLOWING HOSPITALS USED OTHER COSTING METHODOLOGIES TO REPORT THE MEDICARE ALLOWABLE COSTS ON LINE 6:PRIME HEALTHCARE HUNTINGTON BEACH LLCPRIME HEALTHCARE SERVICES - PAMPA, LLCPRIME HEALTHCARE SERVICES - SUBURBAN HOSPITAL, LLCPRIME HEALTHCARE LA PALMA, LLCPAMPATHE COSTING METHODOLOGY WAS BASED ON A CONTRACTUAL MODEL WHERE ALLOWABLE COSTS ARE CALCULATED USING COSTS ACCOUNTING METHODS.HUNTINGTON BEACH & LA PALMATHE COSTING METHODOLOGY WAS BASED ON THE CENTERS FOR MEDICARE AND MEDICAID SERVICES (CMS) COST REPORT COMPONENTS.SUBURBANTHE COSTING METHODOLOGY WAS BASED ON THE PERCENTAGE OF TOTAL MEDICARE REVENUES OF TOTAL REVENUES. |
| PART III, LINE 9B: | PRIME HEALTHCARE NONPROFIT FACILITIES MAY USE THE SERVICES OF AN EXTERNAL COLLECTION AGENCY FOR THE COLLECTION OF PATIENT DEBT. NO DEBT SHALL BE ADVANCED FOR COLLECTION UNTIL THE DIRECTOR OF THE HOSPITAL PFS OR HIS/HER DESIGNEE HAS REVIEWED THE ACCOUNT AND APPROVED THE ADVANCEMENT OF THE DEBT TO COLLECTION. PRIME HEALTHCARE NONPROFIT FACILITIES SHALL OBTAIN AN AGREEMENT FROM EACH COLLECTION AGENCY THAT IT UTILIZES TO COLLECT PATIENT DEBT THAT THE AGENCY WILL COMPLY WITH THE REQUIREMENTS OF THE FINANCIAL ASSISTANCE POLICY AND APPLICABLE STATE LAW.IF A PATIENT DOES NOT APPLY FOR FINANCIAL ASSISTANCE OR IS DENIED FINANCIAL ASSISTANCE AND FAILS TO PAY THEIR BILL, THE PATIENT MAY BE SUBJECT TO VARIOUS COLLECTION ACTIONS, INCLUDING EXTRAORDINARY COLLECTION ACTIONS, SUBJECT TO APPLICABLE STATE LAW. NOTWITHSTANDING THE FOREGOING, NEITHER THE HOSPITAL NOR ANY COLLECTION AGENCY WITH WHICH IT CONTRACTS SHALL ENGAGE IN ANY EXTRAORDINARY COLLECTION ACTIONS (I) AT ANY TIME PRIOR TO ONE HUNDRED FIFTY (150) DAYS FOLLOWING THE FIRST POST-DISCHARGE STATEMENT SENT TO A PATIENT OR (II) WITHOUT FIRST MAKING REASONABLE EFFORTS TO DETERMINE WHETHER A PATIENT IS ELIGIBLE FOR FINANCIAL ASSISTANCE UNDER THIS POLICY. IN ADDITION, AND EVEN IF THE ABOVE TWO CONDITIONS ARE SATISFIED, HOSPITAL OR ITS CONTRACTED COLLECTION AGENCIES MUST SEND A NOTICE TO THE PATIENT AT LEAST THIRTY (30) DAYS BEFORE COMMENCING ANY EXTRAORDINARY COLLECTION ACTIONS, WHICH SPECIFIES THE FOLLOWING: (I) COLLECTION ACTIVITIES THE HOSPITAL OR CONTRACTED COLLECTION AGENCY MAY TAKE, (II) THE DATE AFTER WHICH SUCH ACTIONS MAY BE TAKEN (WHICH DATE SHALL BE NO EARLIER THAN THIRTY (30) DAYS OF THE NOTICE DATE, (III) THAT FINANCIAL ASSISTANCE IS AVAILABLE FOR ELIGIBLE PATIENTS. A COPY OF THE PLAIN LANGUAGE SUMMARY WILL BE INCLUDED WITH SUCH NOTICE. REASONABLE EFFORTS MUST BE MADE (AND DOCUMENTED) TO ORALLY NOTIFY PATIENTS OF THIS POLICY. IF THE PATIENT APPLIES FOR FINANCIAL ASSISTANCE, ANY EXTRAORDINARY COLLECTION ACTIONS THAT MAY BE IN PROCESS WILL BE SUSPENDED IMMEDIATELY PENDING THE DECISION ON THE PATIENT'S APPLICATION.IN ADDITION, IF A PATIENT IS ATTEMPTING TO QUALIFY FOR ELIGIBILITY UNDER THIS FINANCIAL ASSISTANCE AND IS ATTEMPTING IN GOOD FAITH TO SETTLE AN OUTSTANDING BILL WITH THE HOSPITAL BY NEGOTIATING A REASONABLE PAYMENT PLAN OR MAKING REGULAR PARTIAL PAYMENTS OF A REASONABLE AMOUNT, THE HOSPITAL SHALL NOT SEND THE UNPAID BILL TO ANY COLLECTION AGENCY.THE HOSPITAL SHALL NOT, IN DEALING WITH PATIENTS ELIGIBLE UNDER THE FINANCIAL ASSISTANCE POLICY, USE WAGE GARNISHMENTS OR LIENS ON PRIMARY RESIDENCES AS A MEANS OF COLLECTING UNPAID HOSPITAL BILLS. |
| PART VI, LINE 2: | SOUTHERN REGIONAL NEEDS ASSESSMENTHEALTH NEEDS ARE GENERALLY ASSESSED THROUGH A STRATEGIC PLANNING PROCESS THAT LOOKS AT THE PRIMARY AND SECONDARY SERVICES AREAS FOR TRENDS IN AGE, INCOME, AND USE RATES FOR VARIOUS SERVICES AND HEALTH CHALLENGES. COMMUNITY NEEDS ARE ALSO BASED ON A NEEDS ASSESSMENT RELATED TO PHYSICIAN SPECIALTIES, FOR EXAMPLE THE SERVICE AREA HAS NEEDS FOR PRIMARY CARE PHYSICIANS. THE ORGANIZATION WORKS WITH LOCAL PHYSICIAN PRACTICES TO SHAPE THIS INFORMATION AND DETERMINE APPROPRIATE OUTREACH FOR PHYSICIAN RECRUITMENT. HEALTH NEEDS ARE INDIRECTLY ASSESSED BY ANALYZING TRENDS FROM SERVICES OFFERED AT THE HOSPITAL AND THE HEALTH STATUS OF THOSE PATIENTS.LANDMARK NEEDS ASSESSMENTLANDMARK MEDICAL CENTER PARTICIPATES IN THE HEALTH EQUITY ZONE STEERING COMMITTEE, A DOH FUNDED COMMUNITY HEALTH EFFORT COMPRISED OF STAKEHOLDERS AND CONSUMERS FROM NORTHERN RHODE ISLAND. THIS MONTHLY INITIATIVE IS HOSTED AT LANDMARK AND PROVIDES A FORUM FOR DISCUSSION ON COMMUNITY NEED AND OPPORTUNITIES FOR COLLABORATION.ENCINO & SHERMAN OAKS NEEDS ASSESSMENTTHE HEALTHCARE NEEDS OF THE COMMUNITIES SERVED BY ENCINO HOSPITAL AND SHERMAN OAKS HOSPITAL ARE ASSESSED IN A VARIETY OF WAYS INCLUDING FOCUS GROUPS, SURVEYS, AND DATA ANALYSIS. TO BETTER UNDERSTAND THE HEALTH NEEDS IN THE HOSPITAL SERVICE AREA, NUMEROUS STATE AND COUNTY SOURCES WERE REVIEWED.MONTCLAIR NEEDS ASSESSMENTTHE HEALTHCARE NEEDS OF THE COMMUNITIES SERVED BY MONTCLAIR HOSPITAL MEDICAL CENTER ARE ASSESSED IN A VARIETY OF WAYS INCLUDING DIRECT INPUT FROM THE COMMUNITY DURING COMMUNITY EVENTS, COMMUNITY PHYSICIANS DURING OUTREACH OPPORTUNITIES, LOCAL POLICE AND FIRE DEPARTMENT AND CITY COUNCIL REPRESENTATION ON OUR BOARD OF DIRECTORS AND TELEPHONE SURVEYS OF PATIENTS AND FAMILIES.LA PALMA AND HUNTINGTON BEACH HOSPITAL NEEDS ASSESSMENTFOR THE CHNA THERE WERE 39 INDIVIDUALS FROM 22 COMMUNITY ORGANIZATIONS COLLABORATED TO IMPLEMENT A COMPREHENSIVE CHNA PROCESS FOCUSED ON IDENTIFYING AND DEFINING SIGNIFICANT HEALTH NEEDS, ISSUES, AND CONCERNS OF ORANGE COUNTY. INPUT WAS RECEIVED FROM PERSONS WHO REPRESENTED THE BROAD INTEREST OF THE COMMUNITY IN ORDER TO PROVIDE DIRECTION FOR THE COMMUNITY AND HOSPITAL TO CREATE A PLAN TO IMPROVE THE HEALTH OF THE COMMUNITIES. IN ADDITION, TO GET THE INPUT OF MEDICALLY UNDERSERVED, LOW-INCOME, AND MINORITY POPULATIONS, AGENCIES REPRESENTING THOSE POPULATIONS WERE INVITED TO THE FOCUS GROUPS, INTERVIEWS, AND SUMMITS.COSHOCTON NEEDS ASSESSMENTTHE HEALTHCARE NEEDS OF THE COMMUNITIES SERVED BY COSHOCTON REGIONAL MEDICAL CENTER (CRMC) WERE ASSESSED BY CONDUCTING SURVEYS WITH MEMBERS OF THE COMMUNITY WHO HAVE A UNIQUE AND SPECIALIZED UNDERSTANDING OF THE NEEDS OF THE POPULATION. CRMC TARGETED THOSE WITH EXPERIENCE IN PUBLIC HEALTH, THE UNINSURED POPULATION, LOW-INCOME POPULATIONS, MINORITY POPULATIONS AND THOSE WHO ARE STRUGGLING WITH CHRONIC DISEASES. CRMC ALSO COLLABORATES WITH LOCAL HEALTH AND SOCIAL SERVICES GROUPS WHOSE REPRESENTATIVES PROVIDE CRITICAL INSIGHT INTO THE FACTORS THAT AFFECT THE HEALTH OF THE VARIOUS POPULATION SEGMENTS.SUBURBAN NEEDS ASSESSMENTTHE HEALTHCARE NEEDS OF THE COMMUNITIES SERVED BY SUBURBAN COMMUNITY HOSPITAL WERE ASSESSED BY CONDUCTING SURVEYS, FOCUS GROUP AND INTERVIEWS WITH COMMUNITY LEADERS WITH SPECIAL KNOWLEDGE OF MEDICALLY UNDERSERVED POPULATIONS IN THE HOSPITAL SERVICE AREA.PRIMARY METHODS INCLUDED:- INDIVIDUAL INTERVIEWS WITH COMMUNITY MEMBERS- COMMUNITY HEALTH SUMMITSECONDARY METHODS INCLUDED:- PUBLIC HEALTH DATA - DEATH STATISTICS, COUNTY HEALTH RANKINGS, CANCER INCIDENCE- DEMOGRAPHICS AND SOCIOECONOMICS POPULATION, POVERTY, UNINSURED, UNEMPLOYMENT- PSYCHOGRAPHICS - BEHAVIOR MEASURED BY SPENDING AND MEDIA PREFERENCESPAMPA NEEDS ASSESSMENTTHE HEALTH CARE NEEDS TO THE COMMUNITIES SERVED BY PRIME HEALTHCARE SERVICES - PAMPA LLC ARE ASSESSED IN A VARIETY OF WAYS INCLUDING QUESTIONNAIRES THAT ARE MAILED OUT TO THE ENTIRE COMMUNITY AND HANDED OUT AT THE FACILITY. |
| PART VI, LINE 3: | PART VI, LINE 3IN ORDER TO ENSURE THAT PATIENTS ARE AWARE OF THE EXISTENCE OF THE FINANCIAL ASSISTANCE POLICY, THE HOSPITAL SHALL WIDELY DISSEMINATE THE EXISTENCE AND TERMS OF THIS POLICY THROUGHOUT ITS SERVICE AREA. IN ADDITION TO OTHER APPROPRIATE EFFORTS TO INFORM THE COMMUNITY ABOUT THE POLICY IN A WAY TARGETED TO REACH COMMUNITY MEMBERS MOST LIKELY TO NEED FINANCIAL ASSISTANCE, THE FOLLOWING ACTIONS SHALL BE TAKEN: A. WRITTEN NOTICE TO ALL PATIENTS EACH PATIENT WHO IS SEEN AT A PRIME HEALTHCARE FOUNDATION FACILITY, WHETHER ADMITTED OR NOT, SHALL RECEIVE THE PLAIN LANGUAGE SUMMARY. THE NOTICE SHALL BE PROVIDED IN NON-ENGLISH LANGUAGES SPOKEN BY A SUBSTANTIAL NUMBER OF THE PATIENTS SERVED BY THE HOSPITAL.B. POSTING OF NOTICESTHE NOTICE OF HOSPITAL FINANCIAL AID" SHALL BE CLEARLY AND CONSPICUOUSLY POSTED IN LOCATIONS THAT ARE VISIBLE TO THE PATIENTS IN THE FOLLOWING AREAS: (1) EMERGENCY DEPARTMENT; (2) BILLING OFFICE; (3) ADMISSIONS OFFICE; (4) OTHER OUTPATIENT SETTINGS; AND (5) THE HOSPITAL'S WEBSITE. THE NOTICES SHALL BE PROVIDED IN NON-ENGLISH LANGUAGES SPOKEN BY A SUBSTANTIAL NUMBER OF THE PATIENTS SERVED BY THE HOSPITAL.C. NOTICES TO ACCOMPANY BILLING STATEMENTSEVERY POST-DISCHARGE STATEMENT SHALL INCLUDE A COPY OF THE NOTICE REGARDING THE CHARITY CARE & DISCOUNTED PAYMENT PROGRAM PROVIDED BY PRIME HEALTHCARE FOUNDATION. EACH BILL THAT IS SENT TO A PATIENT WHO HAS NOT PROVIDED PROOF OF COVERAGE BY A THIRD PARTY AT THE TIME CARE IS PROVIDED OR UPON DISCHARGE MUST INCLUDE A STATEMENT OF CHARGES FOR SERVICES RENDERED BY THE HOSPITAL.D. AVAILABILITY OF FINANCIAL ASSISTANCE DOCUMENTSTHE HOSPITAL SHALL POST A COPY OF ITS FINANCIAL ASSISTANCE POLICY, THE PLAIN LANGUAGE SUMMARY, AND THE FINANCIAL ASSISTANCE APPLICATION ON ITS WEBSITE AND MAKE ALL SUCH DOCUMENTS AVAILABLE FOR FREE DOWNLOAD. SUCH DOCUMENTS SHALL BE AVAILABLE IN THE EMERGENCY ROOM AND ADMISSIONS OFFICE AND BY MAIL UPON REQUEST. THE DOCUMENTS SHALL BE PROVIDED IN NON-ENGLISH LANGUAGES SPOKEN BY A SUBSTANTIAL NUMBER OF THE PATIENTS SERVED BY THE HOSPITAL.E. ACCESSIBILITY TO LIMITED ENGLISH PROFICIENT INDIVIDUALSTHE HOSPITAL SHALL MAKE TRANSLATIONS OF THIS POLICY, THE PLAIN LANGUAGE SUMMARY, AND THE FINANCIAL ASSISTANCE APPLICATION AVAILABLE IN ANY LANGUAGE THAT IS THE PRIMARY LANGUAGE OF THE LESSER OF ONE THOUSAND (1,000) INDIVIDUALS OR FIVE PERCENT (5%) OF THE POPULATION OF THE COMMUNITIES SERVED BY THE HOSPITAL. |
| PART VI, LINE 4: | SOUTHERN REGIONAL MEDICAL CENTER:SOUTHERN REGIONAL MEDICAL CENTER'S PRIMARY SERVICE AREA (PSA) IS DEFINED AS THE AREA FROM WHICH AT LEAST 75% OF THE HOSPITAL'S INPATIENT ADMISSIONS ORIGINATE. THIS DEFINITION IS CONSISTENT WITH STARK LAW PHYSICIAN RECRUITMENT REGULATIONS. (STARK LAW IS SECTION 1877 OF THE SOCIAL SECURITY ACT (42 U.S.C. 1395NN), ALSO KNOWN AS THE PHYSICIAN SELF-REFERRAL LAW.)DEMOGRAPHIC INFORMATION IS PROVIDED BY ZIP CODE WITH THE HOSPITAL'S PSA ENCOMPASSING FIFTEEN (15) ZIP CODES IN CLAYTON, SOUTH FULTON, AND HENRY COUNTIES. DURING THE CALENDAR YEAR 2022, SOUTHERN REGIONAL MEDICAL CENTER RECORDED 67,891 INPATIENT AND EMERGENCY DISCHARGES. FIFTEEN ZIP CODES ACCOUNT FOR NEARLY 74% OF SOUTHERN REGIONAL MEDICAL CENTER'S VOLUME AND, THEREFORE, DEFINE THE HOSPITAL'S PSA. WHILE THE GREATEST PERCENTAGE OF THE SOUTHERN REGIONAL MEDICAL CENTER SERVICE AREA POPULATION COMES FROM CLAYTON COUNTY (30228, 30236, 30238, 30260, 30274, 30296, 30297), THE SERVICE AREA ALSO ENCOMPASSES 5 ZIP CODES FROM FULTON COUNTY (30213, 30291, 30331, 30344, 30349) AND 3 FROM HENRY COUNTY (30253, 30281, 30294). BETWEEN 2020 AND 2022, THE COUNTIES THAT COMPRISE SOUTHERN REGIONAL MEDICAL CENTER'S PSA DID NOT EXPERIENCE SIGNIFICANT CHANGES. DURING THIS TIME SPAN, HENRY AND FULTON COUNTIES REALIZED A MINIMAL INCREASE IN POPULATION WITH 3.2% AND 0.7%, RESPECTFULLY, WHILE CLAYTON COUNTY REPORTED A DECREASE IN POPULATION OF -0.4%THE POPULATION IN CLAYTON COUNTY AND SURROUNDING ZIP CODES FOR SOUTHERN REGIONAL MEDICAL CENTER'S SERVICE AREA ARE MORE DIVERSE, HAVE SUBSTANTIALLY LOWER INCOME EARNINGS, AND FACE GREATER CHALLENGES IN OBTAINING ACCESS TO CARE THAN THE AVERAGE US POPULATION. WHILE PEOPLE WITHOUT HEALTH INSURANCE COVERAGE DECREASED TO 8% NATIONWIDE BETWEEN 2020 AND 2022, GEORGIA'S UNINSURED RATE WAS RANKED AS THE 3RD WORST IN THE COUNTRY AT 12.6% UNINSURED WITH CLAYTON COUNTY NOTED WITH 16.7% UNINSURED MORE THAN DOUBLE THE NATIONAL RATE. COMPARED TO INDIVIDUALS WHO HAVE HEALTH COVERAGE, THE UNINSURED ARE MORE LIKELY TO SKIP PREVENTIVE SERVICES AND FORGO ROUTINE HEALTHCARE VISITS ALTOGETHER RESULTING IN PATIENTS PRESENTING IN THE HOSPITAL WITH MULTIPLE AND HIGHER MEDICAL ACUITY LEVELS.LANDMARK MEDICAL CENTER :LANDMARK MEDICAL CENTER SERVES THE FOLLOWING ZIP CODES, PRIMARILY IN PROVIDENCE COUNTY, RHODE ISLAND: 02895 WOONSOCKET, 02896 NORTH SMITHFIELD, 02917 SMITHFIELD, 02876 BURRILLVILLE, 02830 HARRISVILLE, 02859 PASCOAG, 02019 BELLINGHAM, MA, 02703 ATTLEBORO, MA, 02760 NORTH ATTLEBORO, MA, 01516 DOUGLAS, MA, 02038 FRANKLIN, MA, 01756 MENDON, MA, 02828 GREENVILLE, 02865 LINCOLN, 02838 MANVILLE, 02864 CUMBERLAND, 02829 GLOUCESTER, 02814 CHEPACHET, 01504 BLACKSTONE, MA, 01529 MILLVILLE, MA, 02671 NORTH ATTLEBORO, MA, 02762 PLAINVILLE, MA, 02035 FOXBORO, MA, 02048 MANSFIELD, MA, 01569 UXBRIDGE, MA, AND 02093 WRENTHAM, MA.THE POPULATION ACROSS LANDMARK MEDICAL CENTER'S SERVICE AREA IS PRIMARILY WHITE WITH LESS THAN 10% OF RESIDENTS IDENTIFYING WITH ANOTHER RACE OR ETHNICITY. THE MEDIAN AGE OF RESIDENTS IS HIGHER THAN THE STATE, AS IS THE MEDIAN HOUSEHOLD INCOME. IN AGGREGATE, BLACK/AFRICAN AMERICAN AND HISPANIC/LATINO RESIDENTS HAVE A LOWER MEDIAN INCOME THAN ASIAN OR WHITE RESIDENTS. SHERMAN OAKS HOSPITAL:SHERMAN OAKS HOSPITAL'S (SOH) SERVICE AREA COVERS 8 ZIP CODES IN THE SAN FERNANDO VALLEY AREA OF NORTHERN LOS ANGELES COUNTY AND IS HOME TO MORE THAN 290,000 RESIDENTS. DATA GATHERED FROM THE 2015-2019 U.S. CENSUS AMERICAN COMMUNITY SURVEY ESTIMATES SHOW THAT MALE AND FEMALE POPULATIONS ARE SPLIT EQUALLY.OTHER BASIC DEMOGRAPHIC ISSUES INCLUDE AGE DISTRIBUTION, ETHNIC GROUP DISTRIBUTION, EDUCATIONAL ACHIEVEMENT, AND HOUSEHOLD INCOME DISTRIBUTION.THE HOSPITAL'S SERVICE AREA SPANS CITIES, COMMUNITIES, AND UNINCORPORATED AREAS IN THE SAN FERNANDO VALLEY AND THE LOS ANGELES COUNTY. THE SAN FERNANDO VALLEY IS IN THE SERVICE PLANNING AREA 2 (SPA 2) OF LOS ANGELES COUNTY. WHILE DEFINITIONS CAN VARY REGARDING SERVICE AREAS, OVER HALF OF ALL DISCHARGES FROM SOH ORIGINATED FROM ONLY 8 ZIP CODES. CONCENTRATED ALONG THE SOUTHERN EDGE OF THE SAN FERNANDO VALLEY, THEY INCLUDE NORTH HOLLYWOOD (91606), SHERMAN OAKS (91403, 91423), STUDIO CITY (91604), VALLEY VILLAGE (91607), AND VAN NUYS (91401, 91405, 91411). THE SOH PRIMARY SERVICE AREA SHOWS THE GREATEST CONCENTRATION OF RESIDENTS IN THE MIDDLE-AGE GROUP (19-64) AND LOWER PROPORTIONS OF RESIDENTS IN OTHER GROUPS. SOH'S PSA HAS A LOWER PERCENTAGE OF 18-AND-UNDER RESIDENTS (19.3%), WITH MORE MIDDLE-AGE GROUPS (68.1%) AND SLIGHTLY FEWER 65+ RESIDENTS (12.6%) THAN ANY OF THE COMPARISON GROUPS.THE ETHNIC COMPOSITION OF THE SHERMAN OAKS HOSPITAL PRIMARY SERVICE AREA IS WHITE (56%) FOLLOWED BY HISPANIC/LATINO (36%), ASIAN (4%), AND AFRICAN AMERICAN (3%). ALL OTHER GROUPS REPRESENT ONE PERCENT OF ALL RESIDENTS. EDUCATION PLAYS A SIGNIFICANT ROLE IN ALL ASPECTS OF LIFE, INCLUDING MAINTAINING A HEALTHY LIFESTYLE. IN THE SHERMAN OAKS HOSPITAL PSA, THE HIGHEST PERCENTAGE OF ADULTS 25 YEARS OR OLDER ARE THOSE WITH A BACHELOR'S DEGREE, AND THE PSA SHOWS A SLIGHTLY HIGHER PROPORTION OF COLLEGE GRADUATES THAN ANY OF THE COMPARABLE AREAS. LOW-INCOME LEVELS CREATE OBSTACLES TO GAINING ACCESS TO MEDICAL SERVICES, PURCHASING HEALTHY FOODS, AND OTHER NECESSITIES. SOH'S DISTRIBUTION OF HOUSEHOLD INCOME TENDS TO GROUP IN LOWER MIDDLE-INCOME STRATA, WITH FEWER VERY LOW-INCOME RESIDENTS, AND FEWER VERY HIGH (OVER $75,000) INCOME LEVELS. JUST OVER 4.8% OF SHERMAN OAKS HOSPITAL SERVICE AREA EARNS LESS THAN $10,000, 5.2% EARN $10,000 TO $14,999, 9.1% EARN $15,000 TO $24,999, 8% EARN $25,000 TO $34,999, 11.7% EARN $35,000 TO $49,999, AND 15.2% EARN $50,000 TO $74,999, WHICH IS THE RECEIVED THE HIGHEST LEVELS IN THE SOH PSA POPULATION FOR INCOME LEVELS. ADDITIONALLY, 11.8% EARN $75,000 TO $99,999, 14.6% EARN $100,000 TO $149,999, 7.2% EARN $150,000 TO $199,999, AND LASTLY 12.4% EARN $200,000 OR MORE IN INCOME LEVELS.THE THREE MAJOR BEHAVIORAL RISK FACTORS THAT ARE THE MOST COMMON IN THE COMMUNITY ARE: 70% NEED AFFORDABLE ACCESS TO HEALTH CARE, 58% ARE UNINSURED RESIDENTS, AND 44% ARE IN THE POVERTY CATEGORY. ONE THIRD OF THE STATE'S POPULATION IS A MEDI-CAL RECIPIENT. THE MOST COMMON COMPLAINT CONSIDERED A RISK FACTOR NOW FOCUSES ON THE COST OF CARE. THE AFFORDABLE CARE ACT AND CALIFORNIA'S COVERED CALIFORNIA PROGRAM HAVE BEEN SUCCESSFUL IN GETTING RESIDENTS INTO INSURANCE COVERAGE (A THIRD OF ALL CALIFORNIANS ARE NOW MEDI-CAL CLIENTS), BUT PROBLEMS REMAIN IN ASSISTING INSUREDS WITH COPAYS AND FINDING PHYSICIANS WILLING TO ACCEPT MEDI-CAL PAYMENTS AND PATIENTS.LOS ANGELES COUNTY MAINTAINS A HEALTH INFORMATION WEBSITE WHICH ALLOWS SEARCHES FOR SPECIFIC SERVICES NEAR A GIVEN ZIP CODE. THERE MORE THAN 50 ORGANIZATIONS OR SECTOR RESOURCES ADDRESSING THE HEALTH NEEDS OF THE SOH PSA. MONTCLAIR HOSPITAL MEDICAL CENTER:THE DEMOGRAPHIC DATA FOR THIS CHNA, WHICH WERE COMPILED BY SPEEDTRACK, LOOK AT POPULATION PROJECTIONS BY DEMOGRAPHIC COHORT (GENDER, RACE, ETHNICITY AND AGE). THE INLAND EMPIRE THE INLAND EMPIRE ENCOMPASSES ALL OF RIVERSIDE AND SAN BERNARDINO COUNTIES. IT COVERS MORE THAN 27,000 SQUARE MILES AND IS LARGER THAN 10 U.S. STATES, ACCORDING TO THE U.S. CENSUS BUREAU. ITS 2022 POPULATION IS 4.765 MILLION. DEMOGRAPHIC DATA FOR THE INLAND EMPIRE PROJECT AN OVERALL POPULATION GROWTH OF 3.7% BY 2027. THE FASTEST GROWING ETHNIC GROUP IS MULTIRACIAL; THE HISPANIC/LATINO AND BLACK/AFRICAN AMERICAN POPULATIONS WILL CONTINUE TO GROW AT A SLIGHTLY HIGHER RATE THAN THE WHITE POPULATION. THE 65+ POPULATION WILL GROW BY 13%, WHILE THE NUMBER OF CHILDREN AGES 117 IS PROJECTED TO DECLINE BY 0.7%. RIVERSIDE COUNTY RIVERSIDE COUNTY IS HOME TO 2.545 MILLION PEOPLE (2022) AND COVERS 7,208 SQUARE MILES. IT IS THE FOURTH MOST-POPULOUS COUNTY IN CALIFORNIA AND THE NINTH MOST-POPULOUS IN THE UNITED STATES. RIVERSIDE COUNTY IS GROWING FASTER THAN THE INLAND EMPIRE AS A WHOLE. THE GREATEST ETHNIC GROWTH BY 2027 WILL BE IN THE MULTIRACIAL POPULATION, FOLLOWED BY THE HISPANIC/LATINO AND BLACK/AFRICAN AMERICAN POPULATIONS. THERE WILL ALSO BE SIGNIFICANT GROWTH IN THE ASIAN AND WHITE POPULATIONS. AGAIN, THERE IS A LARGE INCREASE IN THE OVER-65 POPULATION AND A DECLINE IN THE 117-YEAR-OLD POPULATION GROUP. SAN BERNARDINO COUNTY SAN BERNARDINO COUNTY HAS 2.22 MILLION RESIDENTS IN 2022. IT IS THE FIFTH MOST-POPULOUS COUNTY IN CALIFORNIA AND THE 13TH MOST-POPULOUS IN THE UNITED STATES. IT COVERS 20,105 SQUARE MILES. SAN BERNARDINO COUNTY IS GROWING AT A SLIGHTLY SLOWER RATE THAN RIVERSIDE COUNTY AND THE INLAND EMPIRE AS A WHOLE. BY FAR, THE FASTEST-GROWING ETHNIC GROUP IS MULTIRACIAL, FOLLOWED BY HISPANIC/LATINO AND BLACK/AFRICAN AMERICAN PEOPLE. THERE WILL BE A SIGNIFICANT INCREASE IN PEOPLE 65 AND OLDER AND A DECREASE IN CHILDREN AGES 117 |
| PART VI, LINE 5: | ALL OF THE HOSPITALS CONDUCT OUTREACH PROGRAMS AS FURTHER DISCUSSED IN ITS CHNA REPORTS. |
| PART VI, LINE 7, REPORTS FILED WITH STATES | CA |
| SCHEDULE H, PART VI, LINE 4 - HBH AND LPIH COMMUNITY INFO | HUNTINGTON BEACH HOSPITAL:ORANGE COUNTY WAS THE PRIMARY FOCUS OF THE CHNA DUE TO THE SERVICE AREA OF HUNTINGTON BEACH HOSPITAL. USED AS THE STUDY AREA, ORANGE COUNTY PROVIDED 79% OF JANUARY 1, 2021, THROUGH DECEMBER 31, 2021, INPATIENT DISCHARGES. THE COMMUNITY INCLUDES MEDICALLY UNDERSERVED, LOW-INCOME, AND MINORITY POPULATIONS WHO LIVE IN THE GEOGRAPHIC AREAS FROM WHICH HUNTINGTON BEACH HOSPITAL DRAWS THEIR PATIENTS. ALL PATIENTS WERE USED TO DETERMINE THE SERVICE AREA WITHOUT REGARD TO INSURANCE COVERAGE OR ELIGIBILITY FOR FINANCIAL ASSISTANCE UNDER HUNTINGTON BEACH HOSPITAL'S FINANCIAL ASSISTANCE POLICYLA PALMA INTERCOMMUNITY HOSPITAL:ORANGE COUNTY WAS THE PRIMARY FOCUS OF THE CHNA DUE TO THE SERVICE AREA OF LA PALMA INTERCOMMUNITY HOSPITAL. USED AS THE STUDY AREA, ORANGE COUNTY PROVIDED 30% OF JANUARY 1, 2021, THROUGH DECEMBER 31, 2021, INPATIENT DISCHARGES. THE COMMUNITY INCLUDES MEDICALLY UNDERSERVED, LOW-INCOME, AND MINORITY POPULATIONS WHO LIVE IN THE GEOGRAPHIC AREAS FROM WHICH LA PALMA INTERCOMMUNITY HOSPITAL DRAWS THEIR PATIENTS. ALL PATIENTS WERE USED TO DETERMINE THE SERVICE AREA WITHOUT REGARD TO INSURANCE COVERAGE OR ELIGIBILITY FOR FINANCIAL ASSISTANCE UNDER LA PALMA INTERCOMMUNITY HOSPITAL'S FINANCIAL ASSISTANCE POLICY. |
| SCHEDULE H, PART VI, LINE 4 - ENCINO COMMUNITY INFORMATION | ENCINO HOSPITAL MEDICAL CENTER:ENCINO HOSPITAL MEDICAL CENTER'S PRIMARY SERVICE AREA COVERS 14 ZIP CODES IN THE SAN FERNANDO VALLEY AREA OF NORTHERN LOS ANGELES COUNTY AND IS HOME TO MORE THAN 582,000 RESIDENTS. DATA GATHERED FROM THE 2020 U.S. CENSUS AMERICAN COMMUNITY SURVEY ESTIMATES SHOW THAT MALE AND FEMALE POPULATIONS ARE SPLIT EQUALLY.OTHER BASIC DEMOGRAPHIC ISSUES INCLUDE AGE DISTRIBUTION, ETHNIC GROUP DISTRIBUTION, EDUCATIONAL ACHIEVEMENT, AND HOUSEHOLD INCOME DISTRIBUTION.THE HOSPITAL'S SERVICE AREA SPANS CITIES, COMMUNITIES, AND UNINCORPORATED AREAS IN THE SAN FERNANDO VALLEY AND THE LOS ANGELES COUNTY. THE SAN FERNANDO VALLEY IS IN THE SERVICE PLANNING AREA 2 (SPA 2) OF LOS ANGELES COUNTY. WHILE DEFINITIONS CAN VARY REGARDING SERVICE AREAS, OVER HALF OF ALL DISCHARGES FROM EHMC ORIGINATED FROM ONLY 14 ZIP CODES. CONCENTRATED ALONG THE SOUTHERN EDGE OF THE SAN FERNANDO VALLEY, THEY INCLUDE ENCINO (91316, 91436), RESEDA (91335), TARZANA (91356), VAN NUYS (91401, 91405, 91406, 91411), PANORAMA CITY (91402), SHERMAN OAKS (91403, 91423), STUDIO CITY (91604), NORTH HOLLYWOOD (91606), AND VALLEY VILLAGE (91607). THE EHMC PRIMARY SERVICE AREA SHOWS THE GREATEST CONCENTRATION OF RESIDENTS IN THE MIDDLE-AGE GROUP (19-64) AND LOWER PROPORTIONS OF RESIDENTS IN OTHER GROUPS. THE EHMC PSA SHOWS THE GREATEST CONCENTRATION OF RESIDENTS IN THE MIDDLE-AGE GROUP (19-64) COMPARED TO SPA 2 OR LOS ANGELES COUNTY, AND CORRESPONDINGLY LOWER PROPORTIONS OF RESIDENTS IN OTHER GROUPS.OUT OF THE TOTAL ENCINO HOSPITAL MEDICAL CENTER PSA POPULATION (582,000), 21% ARE 18-AND-UNDER RESIDENTS, 65.8% ARE MIDDLE-AGED GROUPS, AND 13.3% ARE 65 AND ABOVE. EDUCATION PLAYS A SIGNIFICANT ROLE IN ALL ASPECTS OF LIFE, INCLUDING MAINTAINING A HEALTHY LIFESTYLE. IN THE EHMC PSA, THE HIGHEST PERCENTAGE OF ADULTS 25 YEARS OR OLDER ARE THOSE WITH A BACHELOR'S DEGREE. THE PSA SHOWS A SLIGHTLY HIGHER PROPORTION OF GRADUATE DEGREE HOLDERS THAN THE COUNTY AS A WHOLE, BUT LESS THAN CALIFORNIA OR THE US.LOW-INCOME LEVELS CREATE OBSTACLES TO GAINING ACCESS TO MEDICAL SERVICES, PURCHASING HEALTHY FOODS, AND OTHER NECESSITIES. EHMC'S DISTRIBUTION OF HOUSEHOLD INCOME TENDS TO GROUP IN LOWER MIDDLE-INCOME STRATA, WITH FEWER VERY LOW-INCOME RESIDENTS, AND FEWER VERY HIGH (OVER $75,000) INCOME LEVELS, ALTHOUGH THE $200,000 PLUS CATEGORY EXCEEDS THE LOS ANGELES COUNTY DISTRIBUTION. OUT OF THE TOTAL EHMC PSA POPULATION, 4% HAS LESS THAN $10,000 INCOME LEVEL, 5% EARN $10,000 TO $14,999, 8% EARN $15,000 TO $24,999, 7% EARN $25,000 TO $34,999, 12% EARN $35,000 TO $49,999, 16% EARN $50,000 TO $74,999, WHICH IS THE RECEIVED THE HIGHEST LEVELS IN THE EHMC PSA POPULATION FOR INCOME LEVELS. ADDITIONALLY, 11% EARN $75,000 TO $99,999, 15% EARN $100,000 TO $149,999, 7% EARN $150,000 TO $199,999, AND LASTLY 12% EARN $200,000 OR MORE IN INCOME LEVELS.THE THREE MAJOR BEHAVIORAL RISK FACTORS THAT ARE THE MOST COMMON IN THE COMMUNITY ARE: 70% NEED AFFORDABLE ACCESS TO HEALTH CARE, 58% ARE UNINSURED RESIDENTS AND 44% ARE IN THE POVERTY CATEGORY. ONE THIRD OF THE STATE'S POPULATION IS A MEDI-CAL RECIPIENT. THE MOST COMMON COMPLAINT CONSIDERED A RISK FACTOR NOW FOCUSES ON THE COST OF CARE. THE AFFORDABLE CARE ACT AND CALIFORNIA'S COVERED CALIFORNIA PROGRAM HAVE BEEN SUCCESSFUL IN GETTING RESIDENTS INTO INSURANCE COVERAGE (A THIRD OF ALL CALIFORNIANS ARE NOW MEDI-CAL CLIENTS), BUT PROBLEMS REMAIN IN ASSISTING INSUREDS WITH COPAYS AND FINDING PHYSICIANS WILLING TO ACCEPT MEDI-CAL PAYMENTS AND PATIENTS.LOS ANGELES COUNTY MAINTAINS A HEALTH INFORMATION WEBSITE WHICH ALLOWS SEARCHES FOR SPECIFIC SERVICES NEAR A GIVEN ZIP CODE. THERE ARE MORE THAN 50 ORGANIZATIONS OR SECTOR RESOURCES ADDRESSING THE HEALTH NEEDS OF THE EHMC PSA. |
| SCHEDULE H, PART VI, LINE 4 - COSHOCTON COMMUNITY INFORMATION | COSHOCTON REGIONAL MEDICAL CENTER :THE PRIMARY SERVICE AREA OF COSHOCTON REGIONAL MEDICAL CENTER IS DEFINED AS THE COUNTY OF COSHOCTON, ENCOMPASSING A POPULATION OF 36,602 PEOPLE IN THE EASTERN CENTRAL SECTION OF OHIO; 66.56% OF THE HOSPITAL'S DISCHARGED PATIENTS ARE RESIDENTS OF COSHOCTON COUNTY. COSHOCTON COUNTY IS A RURAL COMMUNITY WHOSE POPULATION OF 36,602 (U.S. CENSUS BUREAU, 2020) IS DISTRIBUTED WITHIN A LAND MASS OF 564.1 SQUARE MILES. MEDIAN INCOME IS THE ACCEPTED MEASUREMENT OF HOUSEHOLD WEALTH USED TO MAKE COMPARISONS BETWEEN GEOGRAPHIC REGIONS. THE MEDIAN IS DETERMINED BY PLACING ALL EARNINGS IN VALUE ORDER AND FINDING THE EXACT MIDDLE NUMBER. THIS DIVIDES THE HOUSEHOLDS INTO TWO DISTINCT SECTIONS, WITH EXACTLY HALF FALLING BELOW THE MEDIAN AND EXACTLY HALF FALLING ABOVE. THIS IS CONSIDERED A MORE ACCURATE MEASUREMENT THAN AN AVERAGE, SINCE THE MEDIAN IS NOT STATISTICALLY AFFECTED BY DRAMATICALLY HIGH OR LOW INCOME LEVELS. COSHOCTON COUNTY CONTINUES TO LAG BEHIND BOTH OHIO AND THE UNITED STATES IN TERMS OF ITS MEDIAN INCOME LEVEL. ACCORDING TO THE MOST RECENT AVAILABLE DATA, COSHOCTON COUNTY FELL SHORT OF OHIO'S MEDIAN INCOME OF $48,552 AND THE NATIONAL MEDIAN INCOME OF $67,521. |
| SCHEDULE H, PART VI, LINE 4 - SUBURBAN COMMUNITY INFORMATION | SUBURBAN COMMUNITY HOSPITAL:MONTGOMERY COUNTY WAS THE PRIMARY FOCUS OF THE CHNA DUE TO THE SERVICE AREA OF SUBURBAN COMMUNITY HOSPITAL. USED AS THE STUDY AREA, MONTGOMERY COUNTY PROVIDED 83.1% OF JANUARY 1, 2022, THROUGH DECEMBER 31, 2022, INPATIENT DISCHARGES. THE COMMUNITY INCLUDES MEDICALLY UNDERSERVED, LOW-INCOME, AND MINORITY POPULATIONS WHO LIVE IN THE GEOGRAPHIC AREAS FROM WHICH SUBURBAN COMMUNITY HOSPITAL DRAWS THEIR PATIENTS. ALL PATIENTS WERE USED TO DETERMINE THE SERVICE AREA WITHOUT REGARD TO INSURANCE COVERAGE OR ELIGIBILITY FOR FINANCIAL ASSISTANCE UNDER SUBURBAN COMMUNITY HOSPITAL'S FINANCIAL ASSISTANCE POLICY. |
| SCHEDULE H, PART VI, LINE 4 - PAMPA COMMUNITY INFORMATION | PAMPA REGIONAL MEDICAL CENTER:PAMPA IS CONSIDERED A RURAL SERVICE AREA SERVICING ALL SURROUNDING COUNTIES FOR 60+ MILES. PAMPA IS THE SECOND LARGEST CITY IN THE TEXAS PANHANDLE WITH PAMPA, ALONE, HAVING A POPULATION OF OVER 16,000 PEOPLE AS OF THE 2020 CENSUS, AND A MEDIAN AGE OF 36. PAMPA AND ITS SURROUNDING AREAS HAVE A WIDE ARRAY OF CULTURAL DIVERSITY WITH MANY HOMES HAVING 4+ HOUSEHOLD MEMBERS. A MAJORITY OF COMMUNITY MEMBERS ARE MIDDLE TO LOW INCOME AND EVEN BELOW POVERTY LEVEL. THE CHNA WAS CONDUCTED BY THE HOSPITAL DURING 2021 ON BEHALF OF THE APPROXIMATELY 77,560 (2020 US CENSUS) RESIDENTS OF OCHILTREE, LIPSCOMB, HUTCHINSON, ROBERTS, HEMPHILL, CARSON, GRAY, WHEELER, ARMSTRONG, DONLEY, AND COLLINGSWORTH COUNTIES LOCATED IN THE PANHANDLE AREA OF TEXAS.THE HOSPITAL'S SERVICE AREA INCLUDES A RURAL AREA WHICH COVERS ROUGHLY 10,115 SQUARE MILES, WITH THE LOCAL ECONOMY AND SURROUNDING AREAS FOCUSED ON HEALTHCARE, AGRICULTURE, OIL AND GAS, TOURISM, AND RETAIL ACTIVITIES. GRAY COUNTY AND ITS POPULATION OF 21,227 REPRESENTS APPROXIMATELY 27% OF THE TOTAL SERVICE AREA POPULATION. MEDIAN AGE IN THE SERVICE AREA IS 39.4 YEARS. THE MEDIAN AGE FOR THE STATE OF TEXAS IS 34.8 YEARS. PERSONS FROM AGE 18 TO 44 REPRESENT THE LARGEST POPULATION GROUP (33.42%) FOR THE SERVICE AREA, ACCORDING TO THCIC/COMPASS INPATIENT (GROUPS DIVIDED 0-17, 18-44, 45-64, 65+). THE YOUNGEST AGE RANGE, 0-17 YEARS, MADE UP 23.46% OF THE SERVICE AREA, WHILE 45-64 MADE UP 23.49%, AND 65-PLUS MADE UP 19.61%. |
Schedule I IRS990ScheduleI
| Field | Value | IRS element (for citing) |
|---|---|---|
| Grant Records Maintained | Yes (1) | GrantRecordsMaintainedInd |
Recipient Table RecipientTable
Recipient Business Name RecipientBusinessName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | HASHIMOTO WIDOWS & ORPHANS FUND | BusinessNameLine1Txt |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 690 SIERRA ROSE DRIVE | AddressLine1Txt |
| City | RENO | CityNm |
| State Abbreviation | NV | StateAbbreviationCd |
| ZIP | 89511 | ZIPCd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Cash Grant | $27,321 | CashGrantAmt |
| Non Cash Assistance | $0 | NonCashAssistanceAmt |
| Purpose Of Grant | SUPPORT THE RENO POLICE DEPARTMENTS WIDOW AND ORPHAN PROGRAM | PurposeOfGrantTxt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total501c3 Org | 0 | Total501c3OrgCnt |
| Total Other Org | 1 | TotalOtherOrgCnt |
Supplemental Information Detail SupplementalInformationDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Form And Line Reference | PART I, LINE 2: | FormAndLineReferenceDesc |
| Explanation | ALL GRANTS MADE BY THE ORGANIZATION ARE TO 501(C)(3) ORGANIZATIONS AS DETERMINED BY THE INTERNAL REVENUE SERVICE AND PUBLISHED IN PUBLICATION 78. RECIPIENTS ARE ALL PUBLIC CHARITIES THAT THE ORGANIZATION HAS DONE A CONSIDERABLE AMOUNT OF DUE DILIGENCE REVIEW OF IN ADVANCE OF MAKING THE GRANT. THE ORGANIZATION'S BOARD HAS DETERMINED THAT NO ADDITIONAL POST-GRANT FOLLOW-UP IS NECESSARY AS THEY ARE RELYING ON THE INTERNAL REVENUE SERVICE AND ATTORNEY GENERAL TO OVERSEE THESE GRANTEE ORGANIZATIONS. | ExplanationTxt |
Schedule J IRS990ScheduleJ
| Field | Value | IRS element (for citing) |
|---|---|---|
| Severance Payment | 0 | SeverancePaymentInd |
| Supplemental Nonqual Rtr Plan | 0 | SupplementalNonqualRtrPlanInd |
| Equity Based Comp Arrngm | 0 | EquityBasedCompArrngmInd |
| Comp Based On Revenue Of Flng Org | 0 | CompBasedOnRevenueOfFlngOrgInd |
| Comp Bsd On Rev Related Orgs | 0 | CompBsdOnRevRelatedOrgsInd |
| Comp Bsd Net Earns Flng Org | 0 | CompBsdNetEarnsFlngOrgInd |
| Comp Bsd Net Earns Rltd Orgs | 0 | CompBsdNetEarnsRltdOrgsInd |
| Any Non Fixed Payments | Yes (1) | AnyNonFixedPaymentsInd |
| Initial Contract Exception | 0 | InitialContractExceptionInd |
Rltd Org Officer Trst Key Empl RltdOrgOfficerTrstKeyEmplGrp (8 entries)
| TitleTitleTxt | Base Compensation Filing OrgBaseCompensationFilingOrgAmt | Compensation Based On Rltd OrgsCompensationBasedOnRltdOrgsAmt | Bonus Filing OrganizationBonusFilingOrganizationAmount | Bonus Related OrganizationsBonusRelatedOrganizationsAmt | Other Compensation Filing OrgOtherCompensationFilingOrgAmt | Other Compensation Rltd OrgsOtherCompensationRltdOrgsAmt | Deferred Compensation Flng OrgDeferredCompensationFlngOrgAmt | Deferred Comp Rltd OrgsDeferredCompRltdOrgsAmt | Nontaxable Benefits Filing OrgNontaxableBenefitsFilingOrgAmt | Nontaxable Benefits Rltd OrgsNontaxableBenefitsRltdOrgsAmt | Total Compensation Filing OrgTotalCompensationFilingOrgAmt | Total Compensation Rltd OrgsTotalCompensationRltdOrgsAmt | Comp Report Prior990 Filing OrgCompReportPrior990FilingOrgAmt | Comp Report Prior990 Rltd OrgsCompReportPrior990RltdOrgsAmt |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| AHMED NADEEM | ||||||||||||||
| PHYSICIAN - LANDMARK MEDICAL CENTER | $547,181 | $0 | $0 | $0 | $75,044 | $0 | $27,000 | $0 | $18,883 | $0 | $668,108 | $0 | $0 | $0 |
| HISHAM KHADR | ||||||||||||||
| PHYSICIAN - SUBURBAN COM MED GROUP | $549,430 | $0 | $5,000 | $0 | $0 | $0 | $20,500 | $0 | $30,184 | $0 | $605,114 | $0 | $0 | $0 |
| WAJAHAT FAHEEM | ||||||||||||||
| PHYSICIAN - LANDMARK MEDICAL CENTER | $503,525 | $0 | $0 | $0 | $3,342 | $0 | $27,000 | $0 | $23,402 | $0 | $557,269 | $0 | $0 | $0 |
| SUSANNA R MAGEE | ||||||||||||||
| PHYSICIAN - LANDMARK MEDICAL CENTER | $461,368 | $0 | $0 | $0 | $30,958 | $0 | $27,000 | $0 | $14,645 | $0 | $533,971 | $0 | $0 | $0 |
| GARRON LAMP | ||||||||||||||
| PHYSICIAN - LANDMARK MEDICAL CENTER | $425,958 | $0 | $0 | $0 | $6,291 | $0 | $20,500 | $0 | $8,518 | $0 | $461,267 | $0 | $0 | $0 |
| MICHAEL R SOUZA | ||||||||||||||
| CEO - LANDMARK MEDICAL CENTER | $351,361 | $0 | $50,000 | $0 | $11,919 | $0 | $20,500 | $0 | $23,402 | $0 | $457,182 | $0 | $0 | $0 |
| EM V GARCIA | ||||||||||||||
| CEO - ENCINO HOSPITAL | $290,866 | $0 | $50,000 | $0 | $6,195 | $0 | $20,500 | $0 | $10,086 | $0 | $377,647 | $0 | $0 | $0 |
| CHARLOTTE W DUPRE | ||||||||||||||
| CEO - SOUTHERN REGIONAL MEDICAL CENT | $206,060 | $0 | $0 | $0 | $103,156 | $0 | $0 | $0 | $7,307 | $0 | $316,523 | $0 | $0 | $0 |
Supplemental Information Detail SupplementalInformationDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Form And Line Reference | PART I, LINE 7 | FormAndLineReferenceDesc |
| Explanation | DISCRETIONARY BONUSES ARE DETERMINED PER HOSPITAL AND INDIVIDUAL PERFORMANCE. BONUSES ARE APPROVED IN COLLABORATION BETWEEN REGIONAL CEOS AND CORPORATE EXECUTIVE LEADERSHIP. | ExplanationTxt |
Schedule K IRS990ScheduleK
Tax Exempt Bonds Issues TaxExemptBondsIssuesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Bond Reference | A | BondReferenceCd |
Issuer Name IssuerName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | PUBLIC FINANCE AUTHORITY | BusinessNameLine1Txt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Bond Issuer EIN | 273866124 | BondIssuerEIN |
| CUSIP | 74442PFU4 | CUSIPNum |
| Bond Issued | 2018-01-24 | BondIssuedDt |
| Issue Price | $132,754,226 | IssuePriceAmt |
| Purpose | REFUND BOND DATED 11/16/2016 AND CONSTRUCT/EQUIP HOSPITAL FACILITIES | PurposeDesc |
| Defeased | 0 | DefeasedInd |
| On Behalf Of Issuer | 0 | OnBehalfOfIssuerInd |
| Pool Financing | 0 | PoolFinancingInd |
Tax Exempt Bonds Proceeds TaxExemptBondsProceedsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Bond Reference | A | BondReferenceCd |
| Retired | $12,645,000 | RetiredAmt |
| Total Proceeds | $132,758,925 | TotalProceedsAmt |
| In Reserve Fund | $9,328,384 | InReserveFundAmt |
| Capital Expenditures | $51,770,396 | CapitalExpendituresAmt |
| Other Spent Proceeds | $73,303,018 | OtherSpentProceedsAmt |
| Unspent | $473 | UnspentAmt |
| Substantial Completion | 2021 | SubstantialCompletionYr |
| Refunding Tax Exempt Bonds | Yes (1) | RefundingTaxExemptBondsInd |
| Refunding Taxable Bonds | 0 | RefundingTaxableBondsInd |
| Final Allocation Made | 0 | FinalAllocationMadeInd |
| Adequate Books And Rec Maint | Yes (1) | AdequateBooksAndRecMaintInd |
Tax Exempt Bonds Private Bus Use TaxExemptBondsPrivateBusUseGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Bond Reference | A | BondReferenceCd |
| Owning Bond Financed Property | 0 | OwningBondFinancedPropertyInd |
| Any Lease Arrangements | 0 | AnyLeaseArrangementsInd |
| Mgmt Contract Bond Fincd Prop | Yes (1) | MgmtContractBondFincdPropInd |
| Engage Bond Counsel Contracts | Yes (1) | EngageBondCounselContractsInd |
| Any Research Agreements | 0 | AnyResearchAgreementsInd |
| Bond Iss Meet Prvt Sec Pymt Test | 0 | BondIssMeetPrvtSecPymtTestInd |
| Change In Use Bond Financed Prop | 0 | ChangeInUseBondFinancedPropInd |
| Procs Nonqualified Bond Remdtd | Yes (1) | ProcsNonqualifiedBondRemdtdInd |
Tax Exempt Bonds Arbitrage TaxExemptBondsArbitrageGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Bond Reference | A | BondReferenceCd |
| Form8038 T Filed | 0 | Form8038TFiledInd |
| Rebate Not Due Yet | Yes (1) | RebateNotDueYetInd |
| Exception To Rebate | 0 | ExceptionToRebateInd |
| No Rebate Due | 0 | NoRebateDueInd |
| Variable Rate Issue | 0 | VariableRateIssueInd |
| Hedge Identified In Bks And Rec | 0 | HedgeIdentifiedInBksAndRecInd |
| Gross Proceeds Invested In GIC | 0 | GrossProceedsInvestedInGICInd |
| Gross Proceeds Invested | 0 | GrossProceedsInvestedInd |
| Written Proc To Monitor Reqs | Yes (1) | WrittenProcToMonitorReqsInd |
Procedures Corrective Action ProceduresCorrectiveActionGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Bond Reference | A | BondReferenceCd |
| Procedures Corrective Action | Yes (1) | ProceduresCorrectiveActionInd |
Schedule L IRS990ScheduleL
Bus Tr Involve Interested Prsn BusTrInvolveInterestedPrsnGrp (5 entries)
| Relationship DescriptionRelationshipDescriptionTxt | TransactionTransactionAmt | TransactionTransactionDesc | Sharing Of RevenuesSharingOfRevenuesInd |
|---|---|---|---|
| PRIME HEALTHCARE MANAGEMENT II INC | |||
| SEE PART V | $58,642,484 | MANAGEMENT FEES | Yes (1) |
| BIO-MED SERVICES INC | |||
| SEE PART V | $13,015,293 | ASSET MANAGEMENT | 0 |
| PRIME HEALTHCARE SERVICES - PROVIDENCE LLC | |||
| SEE PART V | $1,204,501 | RENTAL INCOME | 0 |
| PRIME HEALTHCARE SERVICES - CENTINELA LLC | |||
| SEE PART V | $3,707,469 | RENTAL INCOME | 0 |
| HOSPITAL BUSINESS SERVICES INC | |||
| SEE PART V | $5,803,278 | BUSINESS OFFICE SERVICES | Yes (1) |
Supplemental Information Detail SupplementalInformationDetail (2 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| PART IV, LINES (1), COLUMN (B): | ENTITY IS INDIRECTLY OWNED BY DR. PREM REDDY, FOUNDER OF PRIME HEALTHCARE FOUNDATION AND A FORMER DIRECTOR AND OFFICER OF PRIME HEALTHCARE FOUNDATION WHO RESIGNED FROM SUCH POSITIONS ON JANUARY 29, 2016, AND LATER RESIGNED FROM A NON-VOTING POSITION (CHAIR-EMERITUS) ON OCTOBER 27, 2016. ENTITY IS ALSO INDIRECTLY OWNED BY DR. KAVITHA BHATIA, WHO HAS A FAMILY RELATIONSHIP WITH DR. PREM REDDY, AND SERVES AS PRESIDENT OF THE PRIME HEALTHCARE FOUNDATION SYSTEM AND CHAIR OF THE BOARD OF PRIME HEALTHCARE FOUNDATION. |
| PART IV, LINES (2), (3), (4), (5), (6), COLUMN (B): | ENTITY IS OWNED BY DR. PREM REDDY, FOUNDER OF PRIME HEALTHCARE FOUNDATION AND A FORMER DIRECTOR AND OFFICER OF PRIME HEALTHCARE FOUNDATION WHO RESIGNED FROM SUCH POSITIONS ON JANUARY 29, 2016, AND LATER RESIGNED FROM A NON-VOTING POSITION (CHAIR-EMERITUS) ON OCTOBER 27, 2016. ENTITY IS ALSO DIRECTLY OWNED BY DR. KAVITHA BHATIA, WHO HAS A FAMILY RELATIONSHIP WITH DR. PREM REDDY, AND SERVES AS PRESIDENT OF THE PRIME HEALTHCARE FOUNDATION SYSTEM AND CHAIR OF THE BOARD OF PRIME HEALTHCARE FOUNDATION. |
Schedule M IRS990ScheduleM
Real Estate Commercial RealEstateCommercialGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Non Cash Checkbox | Yes (X) | NonCashCheckboxInd |
| Contribution | 14 | ContributionCnt |
| Noncash Contributions Rpt F990 | $30,734,000 | NoncashContributionsRptF990Amt |
| Method Of Determining Revenues | FMV | MethodOfDeterminingRevenuesTxt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Form8283 Received | 14 | Form8283ReceivedCnt |
| Any Property That Must Be Held | 0 | AnyPropertyThatMustBeHeldInd |
| Review Process Unusual NC Gifts | Yes (1) | ReviewProcessUnusualNCGiftsInd |
| Third Parties Used | 0 | ThirdPartiesUsedInd |
Supplemental Information Detail SupplementalInformationDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Form And Line Reference | PART I, COLUMN (B): | FormAndLineReferenceDesc |
| Explanation | NUMBER PRESENTED IN COLUMN B ON PART I, LINE 16 IS NUMBER OF CONTRIBUTIONS | ExplanationTxt |
Schedule O IRS990ScheduleO
Supplemental Information Detail SupplementalInformationDetail (11 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| FORM 990, PART IV, LINE 20B | THE AUDITED FINANCIAL STATEMENTS ATTACHED TO THIS RETURN INCLUDE THE FOLLOWING ENTITIES THAT ARE NOT INCLUDED IN THIS RETURN AS THEY ARE SEPARATE ENTITIES FOR TAX PURPOSES AND FILE THEIR OWN TAX RETURNS: - KNAPP MEDICAL CENTER - KNAPP MEDICAL GROUP - MID-VALLEY PHYSICIANS ASSOCIATION, INC - KNAPP MEDICAL CENTER ASC, LLC - SIGNATURE PAMPA MEDICAL GROUP - CALIFORNIA UNIVERSITY OF SCIENCE AND MEDICINE - CITY HOSPITAL ASSOCIATION - OHIO VALLEY HOME HEALTH SERVICES, INC. - OHIO VALLEY HOME CARE, LLC - LANDMARK PHYSICIAN ASSOCIATES, P.C. - LANDMARK PHYSICIAN SERVICES - MISSION HOSPITAL, INC. - MISSION HOSPITAL FOUNDATION - MISSION DOCTORS GROUP |
| FORM 990, PART VI, SECTION A, LINE 2 | DR. KAVITHA BHATIA, ABRAHAM JOEL RICHLIN AND STEVEN ALEMAN HAVE A BUSINESS RELATIONSHIP. |
| FORM 990, PART VI, SECTION A, LINE 3 | THE ORGANIZATION IS BEING MANAGED BY PRIME HEALTHCARE MANAGEMENT, INC., AN AFFILIATE OF PRIME HEALTHCARE FOUNDATION, INC. (PHF). THE COMPANY PROVIDES MANAGEMENT AND ADMINISTRATIVE SERVICES TO THE FILING ORGANIZATION AND EACH OF THE HOSPITAL FACILITIES IN THE ORGANIZATION. SERVICES INCLUDE, MANAGEMENT, LEGAL, INFORMATION TECHNOLOGY AND REVENUE CYCLE MANAGEMENT. THE FOLLOWING OFFICERS LISTED ON PART VII ARE EMPLOYED BY THE MANAGEMENT COMPANY TO PROVIDE SERVICES TO A VARIETY OF HOSPITALS ON AN AS-NEEDED BASIS AND RECEIVED THE FOLLOWING AMOUNT OF COMPENSATION FROM THE MANAGEMENT COMPANY FOR SERVICES PROVIDED TO PRIME HEALTHCARE FOUNDATION AND ITS SUBSIDIARIES: KAVITHA BHATIA - $60,098 STEVE ALEMAN - $66,108 ABRAHAM JOEL RICHLIN - $54,088 MADAN REDDY - $29,230 |
| FORM 990, PART VI, SECTION A, LINE 6 | DR. PREM REDDY IS THE SOLE MEMBER OF PRIME HEALTHCARE FOUNDATION, INC. |
| FORM 990, PART VI, SECTION A, LINE 7A | THE SOLE MEMBER MAY APPOINT UP TO 20% OF THE TOTAL NUMBER OF DIRECTORS. THE REMAINDER OF THE DIRECTORS ARE ELECTED BY THE FOUNDATION'S BOARD OF DIRECTORS. |
| FORM 990, PART VI, SECTION A, LINE 7B | CERTAIN GOVERNANCE DECISIONS OF THE ORGANIZATION ARE RESERVED TO ITS SOLE MEMBER. |
| FORM 990, PART VI, SECTION B, LINE 11B | THE FORM 990 IS PREPARED BY AN INDEPENDENT TAX PREPARER, IN CONJUNCTION WITH THE ORGANIZATION'S FINANCE AND ACCOUNTING STAFF. THE FORM 990 IS THEN REVIEWED BY OUTSIDE COUNSEL AND CFO PRIOR TO FILING WITH THE INTERNAL REVENUE SERVICE. THE RETURNS ARE PROVIDED TO THE BOARD FOR THEIR REVIEW CONTEMPORANEOUSLY WITH THEIR FILING. |
| FORM 990, PART VI, SECTION B, LINE 12C | THE CONFLICT OF INTEREST POLICY IS MONITORED BY THE REVIEW OF QUESTIONNAIRES THAT ARE COMPLETED ANNUALY. |
| FORM 990, PART VI, SECTION B, LINE 15 | THE CEO OF PRIME HEALTHCARE FOUNDATION, INC. ("PHF") IS NOT COMPENSATED BY PHF. THE CORPORATION'S HUMAN RESOURCES DEPARTMENT TAKES INTO ACCOUNT EACH PERSON'S EXPERIENCE, EDUCATION, BACKGROUND, AND OTHER RELEVANT FACTORS, SUCH AS COMPARABLE MARKET SALARIES FOR THE RELEVANT POSITION, IN DETERMINING THAT PERSON'S COMPENSATION. |
| FORM 990, PART VI, SECTION C, LINE 19 | GOVERNING DOCUMENTS ARE AVAILABLE UPON REQUEST. |
| FORM 990, PART IX, LINE 11G | CONTRACT LABOR OVERHEAD DEPTS: PROGRAM SERVICE EXPENSES 1,998,675. MANAGEMENT AND GENERAL EXPENSES 0. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 1,998,675. OTH CLINICAL REG/TEMP HELP: PROGRAM SERVICE EXPENSES 2,723,337. MANAGEMENT AND GENERAL EXPENSES 0. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 2,723,337. PHYSICIAN ON-CALL MED FEES: PROGRAM SERVICE EXPENSES 8,438,685. MANAGEMENT AND GENERAL EXPENSES 0. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 8,438,685. MEDICAL DIRECTOR FEES: PROGRAM SERVICE EXPENSES 4,311,539. MANAGEMENT AND GENERAL EXPENSES 0. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 4,311,539. UNFUNDED PHYS MED FEES: PROGRAM SERVICE EXPENSES 50,559. MANAGEMENT AND GENERAL EXPENSES 0. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 50,559. CONSULT & MGMT FEES: PROGRAM SERVICE EXPENSES 700,006. MANAGEMENT AND GENERAL EXPENSES 150,357. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 850,363. OTHER PROFESSIONAL FEES: PROGRAM SERVICE EXPENSES 24,079,119. MANAGEMENT AND GENERAL EXPENSES 453,352. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 24,532,471. MEDICAL PURCHASED SERVICES: PROGRAM SERVICE EXPENSES 9,105,867. MANAGEMENT AND GENERAL EXPENSES 0. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 9,105,867. COLLECTION SVCS: PROGRAM SERVICE EXPENSES 2,084,540. MANAGEMENT AND GENERAL EXPENSES 692. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 2,085,232. OTH PURCH SVCS: PROGRAM SERVICE EXPENSES 27,164,296. MANAGEMENT AND GENERAL EXPENSES 38,924. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 27,203,220. OTH PURCH SVCS BIO-MED: PROGRAM SERVICE EXPENSES 9,976,713. MANAGEMENT AND GENERAL EXPENSES 0. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 9,976,713. OTHER PURCHASED SERVICES BUSINESS OFFICE: PROGRAM SERVICE EXPENSES 3,324,052. MANAGEMENT AND GENERAL EXPENSES 0. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 3,324,052. OTHER PURCH SVCS INFO TECH: PROGRAM SERVICE EXPENSES 629,564. MANAGEMENT AND GENERAL EXPENSES 0. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 629,564. OTHER PURCH SVCS IT SECURITY: PROGRAM SERVICE EXPENSES 26,594. MANAGEMENT AND GENERAL EXPENSES 0. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 26,594. OTHER PURCH SVCS TELECOMM: PROGRAM SERVICE EXPENSES 596,076. MANAGEMENT AND GENERAL EXPENSES 18. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 596,094. SOFTWARE SUBSCRIPTIONS INFO TECH: PROGRAM SERVICE EXPENSES 697,818. MANAGEMENT AND GENERAL EXPENSES 0. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 697,818. OTH PURCH SVCS ENGINEERING: PROGRAM SERVICE EXPENSES 33,412. MANAGEMENT AND GENERAL EXPENSES 0. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 33,412. |
Schedule R IRS990ScheduleR
Id Disregarded Entities IdDisregardedEntitiesGrp (25 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | EINEIN | Primary ActivitiesPrimaryActivitiesTxt | Legal Domicile StateLegalDomicileStateCd | Total IncomeTotalIncomeAmt | End Of Year AssetsEndOfYearAssetsAmt | Business Name Line1DirectControllingEntityName/BusinessNameLine1Txt | Address Line1ForeignAddress/AddressLine1Txt | CityForeignAddress/CityNm | CountryForeignAddress/CountryCd | Foreign PostalForeignAddress/ForeignPostalCd | Legal Domicile Foreign CountryLegalDomicileForeignCountryCd |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| PHS - ENCINO HOSPITAL LLC | ||||||||||||||
| 16237 VENTURA BLVD | ENCINO | CA | 91436 | 262128507 | HOSPITAL | DE | $57,507,418 | $62,636,785 | PHF | |||||
| PHS - MONTCLAIR LLC | ||||||||||||||
| 5000 SAN BERNARDINO ST | MONTCLAIR | CA | 91763 | 202898771 | HOSPITAL | DE | $55,290,320 | $127,538,195 | PHF | |||||
| PHS - SHERMAN OAKS LLC | ||||||||||||||
| 4929 VAN NUYS BLVD | SHERMAN OAKS | CA | 91403 | 202546649 | HOSPITAL | DE | $95,450,359 | $181,117,655 | PHF | |||||
| PH - HUNTINGTON BEACH LLC | ||||||||||||||
| 17772 BEACH BLVD | HUNTINGTON BEACH | CA | 92647 | 205252882 | HOSPITAL | DE | $63,056,076 | $93,962,610 | PHF | |||||
| PHS - PAMPA LLC | ||||||||||||||
| 1 MEDICAL PLAZA | PAMPA | TX | 79065 | 455125687 | HOSPITAL | DE | $30,563,996 | $58,274,094 | PHF | |||||
| PH - LA PALMA LLC | ||||||||||||||
| 7901 WALKER ST | LA PALMA | CA | 90623 | 205253134 | HOSPITAL | DE | $54,873,540 | $69,382,720 | PHF | |||||
| EAST VALLEY GLENDORA HOSPITAL LLC | ||||||||||||||
| 150 W ROUTE 66 | GLENDORA | CA | 91740 | 954862310 | HOSPITAL | CA | $152,633 | $2,700 | PHF | |||||
| PHS - SUBURBAN HOSPITAL LLC | ||||||||||||||
| 2701 DEKALB PIKE | NORRISTOWN | PA | 19401 | 472819044 | HOSPITAL | DE | $44,411,935 | $61,016,150 | PHF | |||||
| PHF - SOUTHERN REGIONAL LLC | ||||||||||||||
| 1 UPPER RIVERDALE ROAD SW | RIVERDALE | GA | 30274 | 300885567 | HOSPITAL | DE | $109,197,696 | $102,872,935 | PHF | |||||
| PHF - COSHOCTON LLC | ||||||||||||||
| 1460 ORANGE ST | COSHOCTON | OH | 43812 | 320506896 | HOSPITAL | DE | $54,442,538 | $108,947,742 | PHF | |||||
| PHS - LANDMARK LLC | ||||||||||||||
| 115 CASS AVE | WOONSOCKET | RI | 02895 | 461175423 | HOSPITAL | DE | $104,224,075 | $123,472,698 | PHF | |||||
| REHABILITATION HOSPITAL OF RHODE ISLAND LLC | ||||||||||||||
| 116 EDDIE DOWLING HWY | NORTH SMITHFIELD | RI | 02896 | 814634109 | HOLDING CO. | DE | $881,930 | $3,305,694 | PHF | |||||
| PHF - LAKE HURON CLINICS LLC | ||||||||||||||
| 2601 ELECTRIC AVE | PORT HURON | MI | 48060 | 320502841 | HEALTHCARE | DE | -$300,625 | $3,169,091 | PHF | |||||
| SUBURBAN MEDICAL GROUP LLC | ||||||||||||||
| 2701 DEKALB PIKE | NORRISTOWN | PA | 19401 | 474575700 | HEALTHCARE | DE | $4,116,161 | $376,745 | PHS - SUBURBAN HOSPITAL | |||||
| SOUTHERN REGIONAL PHYSICIANS MANAGEMENT LLC | ||||||||||||||
| 11 UPPER RIVERDALE ROAD SW | RIVERDALE | GA | 30274 | 300891469 | SUPPORT | DE | $4,750,222 | $7,142,340 | PHF - SOUTHERN REGIONAL | |||||
| RIVER VALLEY PHYSICIANS LLC | ||||||||||||||
| 425 WEST FIFTH STREET | EAST LIVERPOOL | OH | 43920 | 203986815 | HEALTHCARE | OH | $7,071,835 | $1,271,257 | PHF - EAST LIVERPOOL | |||||
| LAKE SPIVEY AMBULATORY SURGERY CARE LLC | ||||||||||||||
| 7813 SPIVEY STATION BLVD 100 | JONESBORO | GA | 30236 | 300890749 | AMBULATORY | DE | $0 | $0 | PHF - SOUTHERN REGIONAL | |||||
| BUCKS COUNTY INSURANCE COMPANY LTD | ||||||||||||||
| 980490086 | SELF-INSURANCE | $31,963,094 | $75,467,523 | PHF | PO BOX 69 | GRAND CAYMAN | CJ | KY1-1102 | CJ | |||||
| SAINT MARY'S RENO FOUNDATION LLC | ||||||||||||||
| 235 WEST 6TH STREET | RENO | NV | 89503 | 300961045 | HOLDING CO. | DE | $40,594 | $732,257 | PHF | |||||
| PHF - REAL ESTATE LLC | ||||||||||||||
| 3480 E GUASTI ROAD | ONTARIO | CA | 91761 | 611811239 | HOLDING CO. | DE | $36,388,635 | $163,946,339 | PHF | |||||
| PH CENTINELA - MOB LLC | ||||||||||||||
| 3480 E GUASTI ROAD | ONTARIO | CA | 91761 | 461137049 | HOLDING CO. | CA | $3,707,469 | $55,729,793 | PHF - REAL ESTATE | |||||
| PHF - EAST LIVERPOOL LLC | ||||||||||||||
| 425 WEST FIFTH STREET | EAST LIVERPOOL | OH | 43920 | 320480019 | HOLDING CO. | DE | $0 | $0 | PHF | |||||
| PHF - MISSION LLC | ||||||||||||||
| 900 S BRYAN RD | MISSION | TX | 78572 | 364864843 | HOLDING CO. | DE | $0 | $0 | PHF | |||||
| PHF - OCONEE LLC | ||||||||||||||
| 3480 E GUASTI ROAD | ONTARIO | CA | 91761 | 611843519 | HOLDING CO. | DE | $0 | $0 | PHF | |||||
| PHF - SALEM LLC | ||||||||||||||
| 3480 E GUASTI ROAD | ONTARIO | CA | 91761 | 300893591 | HOLDING CO. | DE | $0 | $0 | PHF | |||||
Id Related Tax Exempt Org IdRelatedTaxExemptOrgGrp (9 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | EINEIN | Primary ActivitiesPrimaryActivitiesTxt | Legal Domicile StateLegalDomicileStateCd | Exempt Code SectionExemptCodeSectionTxt | Public Charity StatusPublicCharityStatusTxt | Business Name Line1DirectControllingEntityName/BusinessNameLine1Txt | Controlled OrganizationControlledOrganizationInd |
|---|---|---|---|---|---|---|---|---|---|---|
| KNAPP MEDICAL CENTER (KMC) | ||||||||||
| 1401 E 8TH STREET - PO BOX 1110 | WESLACO | TX | 78596 | 741393060 | HOSPITAL | TX | 501(C)(3) | LINE 3 | PHF | Yes (1) |
| KNAPP MEDICAL GROUP | ||||||||||
| 1402 E 8TH STREET | WESLACO | TX | 78596 | 271619835 | HEALTHCARE | TX | 501(C)(3) | LINE 3 | KMC | Yes (1) |
| MID-VALLEY PHYSICIANS ASSOCIATION | ||||||||||
| 1401 E 8TH STREET | WESLACO | TX | 78596 | 742755150 | SUPPORT | TX | 501(C)(3) | LINE 12A, I | KMC | Yes (1) |
| CALIFORNIA UNIVERSITY OF SCIENCE AND MED | ||||||||||
| 217 E CLUB CENTER DRIVE SUITE A | SAN BERNARDINO | CA | 92408 | 464141445 | EDUCATION | CA | 501(C)(3) | LINE 2 | PHF | Yes (1) |
| OHIO VALLEY HOME HEALTH SERVICES INC | ||||||||||
| 425 WEST FIFTH STREET | EAST LIVERPOOL | OH | 43920 | 341014198 | HEALTHCARE | OH | 501(C)(3) | LINE 10 | PHF-EAST LIVERPOOL | Yes (1) |
| CITY HOSPITAL ASSOCIATION | ||||||||||
| 425 WEST FIFTH STREET | EAST LIVERPOOL | OH | 43920 | 340714583 | HOSPITAL | OH | 501(C)(3) | LINE 3 | PHF-EAST LIVERPOOL | Yes (1) |
| MISSION HOSPITAL INC | ||||||||||
| 900 SOUTH BRYAN ROAD | MISSION | TX | 78572 | 742206635 | HOSPITAL | TX | 501(C)(3) | LINE 3 | PHF-MISSION | Yes (1) |
| MISSION HOSPITAL FOUNDATION | ||||||||||
| 900 SOUTH BRYAN ROAD | MISSION | TX | 78572 | 542076455 | SUPPORT | TX | 501(C)(3) | LINE 12A, I | MISSION HOSPITAL | Yes (1) |
| MISSION DOCTORS GROUP | ||||||||||
| 906 SOUTH BRYAN ROAD SUITE 209 | MISSION | TX | 78572 | 742798500 | HEALTHCARE | TX | 501(C)(3) | LINE 3 | MISSION HOSPITAL | Yes (1) |
Id Related Org Txbl Corp Tr IdRelatedOrgTxblCorpTrGrp (3 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | EINEIN | Primary ActivitiesPrimaryActivitiesTxt | Legal Domicile StateLegalDomicileStateCd | Business Name Line1DirectControllingEntityName/BusinessNameLine1Txt | Entity TypeEntityTypeTxt | Share Of Total IncomeShareOfTotalIncomeAmt | Share Of EOY AssetsShareOfEOYAssetsAmt | OwnershipOwnershipPct | Controlled OrganizationControlledOrganizationInd |
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| SIGNATURE PAMPA MEDICAL GROUP | ||||||||||||
| ONE MEDICAL PLAZA | PAMPA | TX | 79065 | 800458752 | PHYSICIAN SERVICES | TX | PHS - PAMPA LLC | C | $5,455,423 | $4,086,480 | 1.00000 | Yes (1) |
| LANDMARK PHYSICIAN SERVICES | ||||||||||||
| 115 CASS AVE | WOONSOCKET | RI | 02895 | 205025078 | PHYSICIAN SERVICES | DE | PHS - LANDMARK LLC | C | 1.00000 | Yes (1) | ||
| LANDMARK PHYSICIAN ASSOCIATES PC | ||||||||||||
| 115 CASS AVE | WOONSOCKET | RI | 02895 | 050473637 | INACTIVE | DE | PHS - LANDMARK LLC | C | 1.00000 | Yes (1) | ||
| Field | Value | IRS element (for citing) |
|---|---|---|
| Receipt Of Int Annts Rnts Rylts | 0 | ReceiptOfIntAnntsRntsRyltsInd |
| Gift Grnt Or Cap Contri To Oth Org | 0 | GiftGrntOrCapContriToOthOrgInd |
| Gift Grnt Cap Contri From Oth Org | 0 | GiftGrntCapContriFromOthOrgInd |
| Loans Or Guarantees To Other Org | 0 | LoansOrGuaranteesToOtherOrgInd |
| Loans Or Guarantees From Oth Org | 0 | LoansOrGuaranteesFromOthOrgInd |
| Div Related Organization | 0 | DivRelatedOrganizationInd |
| Asset Sale To Other Org | 0 | AssetSaleToOtherOrgInd |
| Asset Purchase From Other Org | 0 | AssetPurchaseFromOtherOrgInd |
| Asset Exchange | 0 | AssetExchangeInd |
| Rental Of Facilities To Oth Org | 0 | RentalOfFacilitiesToOthOrgInd |
| Rental Of Fclts From Oth Org | 0 | RentalOfFcltsFromOthOrgInd |
| Perform Of Services For Oth Org | 0 | PerformOfServicesForOthOrgInd |
| Perform Of Services By Other Org | 0 | PerformOfServicesByOtherOrgInd |
| Sharing Of Facilities | 0 | SharingOfFacilitiesInd |
| Paid Employees Sharing | 0 | PaidEmployeesSharingInd |
| Reimbursement Paid To Other Org | Yes (1) | ReimbursementPaidToOtherOrgInd |
| Reimbursement Paid By Other Org | Yes (1) | ReimbursementPaidByOtherOrgInd |
| Transfer To Other Org | 0 | TransferToOtherOrgInd |
| Transfer From Other Org | 0 | TransferFromOtherOrgInd |
Transactions Related Org TransactionsRelatedOrgGrp (18 entries)
| Transaction TypeTransactionTypeTxt | InvolvedInvolvedAmt | Method Of Amount DeterminationMethodOfAmountDeterminationTxt |
|---|---|---|
| KNAPP MEDICAL CENTER | ||
| P | $120,908,059 | INTERCOMPANY CASH TRANSFER |
| KNAPP MEDICAL CENTER | ||
| Q | $109,885,283 | INTERCOMPANY CASH TRANSFER |
| KNAPP MEDICAL GROUP | ||
| P | $73,698 | INTERCOMPANY CASH TRANSFER |
| KNAPP MEDICAL GROUP | ||
| Q | $9,484 | INTERCOMPANY CASH TRANSFER |
| THE CITY HOSPITAL ASSOCIATION DBA EAST LIVERPOOL CITY HOSPITAL | ||
| P | $11,323,703 | INTERCOMPANY CASH TRANSFER |
| THE CITY HOSPITAL ASSOCIATION DBA EAST LIVERPOOL CITY HOSPITAL | ||
| Q | $10,878,533 | INTERCOMPANY CASH TRANSFER |
| OHIO VALLEY HOME HEALTH SERVICES INC | ||
| P | $172,818 | INTERCOMPANY CASH TRANSFER |
| OHIO VALLEY HOME HEALTH SERVICES INC | ||
| Q | $4,241 | INTERCOMPANY CASH TRANSFER |
| MISSION HOSPITAL INC DBA MISSION REGIONAL MEDICAL CENTER | ||
| P | $141,421,288 | INTERCOMPANY CASH TRANSFER |
| MISSION HOSPITAL INC DBA MISSION REGIONAL MEDICAL CENTER | ||
| Q | $138,454,306 | INTERCOMPANY CASH TRANSFER |
| MISSION DOCTORS GROUP | ||
| P | $6,117 | INTERCOMPANY CASH TRANSFER |
| MISSION DOCTORS GROUP | ||
| Q | $138 | INTERCOMPANY CASH TRANSFER |
| MISSION HOSPITAL FOUNDATION | ||
| P | $2,100 | INTERCOMPANY CASH TRANSFER |
| SPMG SIGNATURE PAMPA MEDICAL GROUP | ||
| P | $44,739 | INTERCOMPANY CASH TRANSFER |
| SPMG SIGNATURE PAMPA MEDICAL GROUP | ||
| Q | $29,453 | INTERCOMPANY CASH TRANSFER |
| CALIFORNIA UNIVERISTY OF SCIENCE AND MEDICINE | ||
| P | $496,810 | INTERCOMPANY CASH TRANSFER |
| CALIFORNIA UNIVERISTY OF SCIENCE AND MEDICINE | ||
| Q | $489,640 | INTERCOMPANY CASH TRANSFER |
| MID-VALLEY PHYSICIANS ASSOCIATION | ||
| P | $1,050 | INTERCOMPANY CASH TRANSFER |
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