2019-10-11T12:38:49-07:00 2018-11-30 990 2017-12-01 941634554 OROVILLE HOSPITAL OROV 5305328603 2767 OLIVE HWY OROVILLE CA 95966 Ashok P Khanchandani Vice President/CFO 2019-10-11 2017 2020-01-14 16:20:31Z Robert J Wentz 2767 Olive Highway Oroville CA 95966 305812909 false false X http://www.orovillehospital.com X 1966 CA Oroville Hospital is dedicated to always providing the finest personalized healthcare to Oroville and the surrounding foothill and valley communities by offering a medical home with a wide range of integrated services, from prevention through treatment to wellness. 9 5 1871 72 213302 -24826 9795 23226 272704227 304731903 809870 696253 345978 352512 273869870 305803894 0 0 128428936 139158134 0 0 129554577 149633943 257983513 288792077 15886357 17011817 164381950 186784473 85183698 90574412 79198252 96210061 X Oroville Hospital is dedicated to always providing the finest personalized healthcare to Oroville and the surrounding foothill and valley communities by offering a medical home with a wide range of integrated services, from prevention through treatment to wellness. false false 115201136 132561718 Inpatient Care: In 2018 Oroville Hospital provided 45,158 days of care for 13,373 patients. There were 1,944 surgeries, 1,253,206 lab tests, and 28,221 medical images performed. 433 babies were delivered to the people of Oroville and the surrounding foothill communities. 91779338 123105176 Oroville Hospital also provides a variety of outpatient Medical Imaging services, including a Women's Imaging Center and a Radiation Oncology Center. It has Outreach Laboratory Services, Home Health Services, Ambulatory Services, and Outpatient Surgery. Oroville Hospital had 175,807 outpatient visits, 7,049 Home Health visits and performed 3,917 outpatient surgeries in 2018. 56995644 43910035 Rural Health Clinics: Oroville's Hospital has a variety of clinics available to the community surrounding Oroville. Total visits to the clinics during 2018 were 304,215, of which 38% were Medi-Cal, 40% were Medicare and 22% were Other Payors. Oroville Hospital continues to examine the health needs of the community and works to provide those services. Through the development of hospital-based community clinics, Oroville Hospital has improved and increased access to health services throughout the Oroville community. The majority of our outpatient services accept all insurance plans including the State of California's Medi-Cal program. Our community has a disproportionate share of low/no income families. Access to health care services would be extremely difficult for this group were it not for hospital-based clinics. The State of California's Medi-Cal program reimbursement payments to physicians are set at a rate that makes it difficult for an independent physician to accept Medi-Cal patients. As a result, many health care providers throughout the state and our community have eliminated Medi-Cal patients from their roster.Oroville Hospital also provides a medical concierge service. The Medical Concierge is a patient advocate that works closely with individuals to determine their needs and improve access to providers. They navigate patients through the healthcare system by coordinating and identifying a primary care provider, specialists, surgeons and many other needs.Health Services provided in the clinics are:Anti-Coagulation * Gastroenterology * Oncology * Podiatry * Cardiology * General Surgery * Ophthalmology * Pulmonary * Chiropractic * Internal Medicine * Orthopedics * Urgent Care * Dermatology * Nephrology * Pain Mgmt * Urology * Primary Care * OB/GYN * Pediatrics * Vascular Surgery * ENT * Neurology * Endocrinology * 10161280 4964898 274137398 true true false true false false false false false false true false false true true true true true false false false false false false false false true true false false true true false false false false false true false false false true false false false false true true true false false false true 394 0 true 1871 true true true false false false false false false 0 false false false false false false false false false false X 9 5 false false false false true true false true true false false true true true true true true true true false X OROVILLE HOSPITAL ACCTG DEPT 5305328603 2767 OLIVE HWY OROVILLE CA 95966 Matthew J Bazzani MD Chairman 40.00 2.00 X 361804 0 0 Margaret Mallette Past Chair 0.00 2.00 X 0 0 180 Roy C Shannon MD Secretary 40.00 2.00 X 539688 0 0 Sultan Chopan MD Trustee 40.00 2.00 X 301625 0 1260 Thoplis C Dennis Vice Chair 0.00 2.00 X 0 0 0 James H Moll Trustee 0.00 2.00 X 0 0 0 William N Morris Trustee 0.00 2.00 X 0 0 0 Edward R Gilbert Trustee 0.00 2.00 X 0 0 0 Robert J Wentz President & CEO 45.00 5.00 X X 0 902426 34786 Scott C Chapple COO 45.00 5.00 X 0 748486 36617 Ashok P Khanchandani CFO 45.00 5.00 X 0 556217 36617 Stephen Sweet Laboratory Director 32.50 0.00 X 241847 0 69646 Carol Speer-Smith CNO 45.00 5.00 X 0 390113 34786 Jo L Dilbeck CRO 45.00 5.00 X 0 226962 34902 Debbie Nendze Scheitler Dir Clinic Svc-OP 36.70 0.00 X 343950 0 99049 Casey Nelson Phy Assistant 41.70 0.00 X 262633 0 75631 Eric Vincent Nurse Practioner 48.50 0.00 X 261637 0 75345 Tanushri Kohli Chief Compliance 38.00 0.00 X 258748 0 74513 Joshua Davis Dir Rad Oncology 33.80 0.00 X 238881 0 68792 2810813 2824204 642124 315 false true false A3R LLC DBA Vitel Net 7601 Lewinsville Road Ste 200 Mclean VA 22102 EHR Support/Devlpmnt 1963891 Lionel S Foster MD 135 Rizal Drive Hillsborough CA 94010 Physician Fees 1837860 Mark T Heinrich DO 2767 Olive Highway Oroville CA 95966 Physician Fees 1485218 CompHealth PO Box 972670 Dallas TX 75397 Locum Tenens 1651108 Sante Health System Inc 7370 N Palm Avenue Fresno CA 93711 Health Benefit Admin 1364862 117 23226 23226 Dietary/Cafeteria 640484 640484 Medical Bldg Services 200515 200515 Medical Office Rent 63385 63385 Net Patient Services 302425929 302425929 Other Income 1338440 1338440 63150 50363 12787 304731903 627655 627655 0 0 0 77613 9015 68598 68598 68598 0 0 0 Gain on Investment-CompMg 561000 352512 352512 352512 305803894 304807728 213302 759638 X 0 0 0 0 1516050 1514610 1440 0 110328192 104685300 5642892 3225396 3062999 162397 16321509 15475305 846204 7766987 7376652 390335 0 369326 369326 70489 70489 0 0 0 54067897 53403914 663983 786505 786505 34265356 34149103 116253 8148097 7589488 558609 0 6693274 4610912 2082362 440807 415730 25077 0 236820 218195 18625 1326321 1326321 0 7997484 7166919 830565 2117189 1962504 154685 HQAF Fee 16218743 16218743 Purchased Service 12429160 12312020 117140 Other Expenses 3873987 3748581 125406 License and Taxes 527370 90816 436554 65118 65118 288792077 274137398 14654679 0 0 6180674 26027822 0 74902637 70677302 248614 637228 0 3725768 3982470 2300981 2889826 1064020 1307631 133518157 81803643 41008969 51714514 22611047 13488442 5790083 6124757 0 0 6549157 9934481 164381950 186784473 54706851 49873389 10310000 19600000 19972817 20530914 194030 570109 85183698 90574412 X 79198252 96210061 79198252 96210061 164381950 186784473 X 17011817 -8 X false true X true false X false false false false false false false true 67821 false false true 10087 77908 false false Part II-B, Line 1i - Other Activities Description 1i: Other activities are amounts expended for lobbying through an allocation of dues and special assessments in professional and industry associations. Oroville Hospital is a member of the Hospital Council of Northern & Central California, of which 10.82% of the dues paid is for hospital advocacy programs in the State of California. 1004109 1004109 32322781 16375554 15947227 9881736 3796665 6085071 84015212 61631424 22383788 6294319 6294319 51714514 Mutual Funds 5716721 F Medi-Cal Settlements 970000 9934481 Mcare Settlements 570109 570109 X 304741355 304741355 1062539 1062539 305803894 288529164 288529164 262913 262913 288792077 Part X : FIN48 Footnote FASB ASC 740, Income Taxes,clarifies the accounting for uncertainty in income taxes recognized in the Hospitals financial statements and prescribes a recognition threshold and measurement attribute for the financial statement recognition and measurement of a tax position taken, or expected to be taken, in a tax return. In addition, FASB ASC 740 provides guidance on derecognition, classification, interest and penalties, accounting in interim periods, disclosure, and transition. The Hospital presently recognizes income tax positions based on managements estimate of whether it is reasonably possible that a liability has been incurred for unrecognized income tax effects by applying FASB ASC 450, Contingencies. Part XI, Line 4b: Other revenue amounts included on 990 but not included in F/S Non Op Revenue $1062539 Rounding $0 Part XII, Line 4b: Other revenue amounts included on 990 but not included in F/S Non Op Expenses $262913 Rounding $0 true true X true X true X true true false false true true 3243529 443239 2800290 0.00970 96840000 134253460 119188 586305 100202717 135283004 2800290 0.00970 549072 6393 542679 0.00190 807573 32527 775046 0.00270 182128 182128 0.00060 1538773 38920 1499853 0.00520 101741490 135321924 4300143 0.01490 263620 263620 0.00090 263620 263620 0.00090 false 10892329 2577561 83919754 56554876 27364878 X true true 1 1 Oroville Hospital 2767 Olive Highway Oroville CA 95966 www.orovillehospital.com 230000022 Oroville Hospital 1 false false true X X X X X X X X X 15 true false true true X www.orovillehospital.com X true 15 true www.orovillehospital.com false false true X 200.0000 201.0000 X X X X X true true X X X X true X www.orovillehospital.com X www.orovillehospital.com X www.orovillehospital.com X X X X X X X true X false X X X X X true X false false Part V, Line 5 - Account Input from Persons Who Represent the Community Methodology of the Community Health Needs AssessmentPrimary data was collected from the following sources and methods:1. Together We Can! Healthy Living in Butte County 2014 Community HealthAssessment (CHA) SurveyA Community Health Assessment Survey was developed by the Together WeCan! Healthy Living in Butte County collaboration to gain insight into issues that affect the health of those living and working in Butte County. The survey consisted of 36 questions. Participation in the survey was voluntary, and care was taken to ensure that respondents answers were confidential in accordance with laws pertaining to privacy of personal and protected health information. The survey was made available in English, Spanish and Hmong; and in both paper and electronic formats for each language. For the purpose of this CHNA,participant surveys from the Oroville Hospital primary service area werestratified and analyzed. A total of 704 surveys were completed betweenSeptember and October 2014. Data analysis was completed by the California State University, Chicos Center for Healthy Communities (CHC).2. Focused ConversationsTogether We Can! Healthy Living in Butte County conducted focusedconversations to collect input from community members all over Butte County. However, Together We Can! Healthy Living in Butte County had a lack of participation from seniors. Thus, Oroville Hospital reached out to the senior population and conducted a focused conversation at the Feather River Senior Center in 2016. The focused conversation utilized the guidelines from Together We Can! Healthy Living in Butte County. A total of 9 seniors participated in the focused conversation.3. Follow-Up Focused ConversationsFocused conversation guidelines were prepared by the CHC and adapted from Together We Can! Healthy Living in Butte County. The focused conversations were designed to provide information on current health concerns,implementation strategies, evaluate any improvements in community health and collect feedback. Two focused conversation were conducted in 2016, one with Oroville Hospital health care providers, and the other with Oroville Hospital service area community members. A total of 10 health care providers and 13 community members attended the two focused conversations.Secondary DataSecondary data was retrieved and compiled from local, state, national and other data resources. Local sources included Butte County Department of Public Health,Butte County Coroners Office and Butte County-wide Homeless Continuum of Care. Part V, Line 16j - Other Means Hospital Facility Publicized the Policy Office of Statewide Health Planning and Development Website Part V, Line 20e - Other Actions Took Before Any Collection Actions Our hospital does not pursue collection of amounts from patients determined to qualify for charity care. Part V, Line 22d - Other Billing Determination of Individuals Without Insurance The amounts charged and the collection policies are the same for all of our patients. After a patient meets the qualifications for financial assistance, the account balance is either partially or entirely written off. Part I, Line 7 - Explanation of Costing Methodology The costs were determined using a cost-to-charge ratio. The cost-to-charge computation is based on hospital specific data included in the audited financial statements. The formula used for the computation equals financial statement data as follows: Total Operating Expense less the sum of Non Patient Care Activities, Mcal Provider Taxes and Total Community Benefit & Building Expense. This amount is then divided by the Gross Patient Care Charges reduced by charges for Community Benefit Programs. The ratio for 2018 equaled 29.58%. Part III, Line 2 - Methodology Used To Estimate Bad Debt Expense Accounts are considered delinquent and subsequently written off as bad debts based on individual credit evaluation and the specific circumstances of the account. Ratios are determined from those actual historical collection experiences and applied to outstanding receivables. Payments on patients accounts reduce the outstanding receivables. Discounts on patients accounts are recorded as an adjustment to revenue, not bad debt expense. Part III, Line 3 - Methodology of Estimated Amount & Rationale for Including in Community Benefit It is our belief that $2,577,561 amount of bad debt should be included as community benefit. As a tax-exempt hospital we must provide necessary services regardless of the patient's ability to pay for the service provided. As a not-for-profit, patient care is provided to all, regardless of ability to pay for that care. Making quality patient care available to all in our community, regardless of their economic means, qualifies bad debts as a community benefit. We applied a percentage based on our historical experiences to our total amount of bad debt for self-pay patients to estimate the portion of self-pay bad debt that is likely attributable to individuals eligible for the hospital's financial assistance policy. Part III, Line 4 - Bad Debt Expense Patient Accounts Receivable The Hospital reports patient accounts receivable for services rendered at net realizable amounts from third-party payors, patients, and others. The Hospital provides an allowance for doubtful accounts based upon a review of outstanding receivables, historical collection information, and existing economic conditions. As a service to the patient, the Hospital bills third-party payors directly and bills the patient when the patient's liablility is determined. Patient accounts receivable are due in full when billed. Accounts are considered delinquent and subsequently written off as bad debts based on individual credit evaluation and specific circumstances of the account. No interest is charged to patients for delinquent accounts. Part III, Line 8 - Explanation Of Shortfall As Community Benefit Medicare Cost Reports that the hospital is required to file does not include all of the costs required to treat Medicare patients. Therefore the amount reflected on the Cost report will likely differ from actual costs. The hospital's DSH payments and Uncompensated Care Payments are $6,838,075. The excess is used to subsidize charity and bad debt, and to improve patient care through programs, training, and acquired capital. Part III, Line 9b - Provisions On Collection Practices For Qualified Patients Any self-pay, uninsured patient who indicates an inability to pay is screened for a charity discount. Additionally, "high cost" patients as defined are also screened for a charity discount when the patient requests such screening. Screening for discounts will occur only after all other potential resources have been exhausted. The screening process will optimally occur at the time of service but may occur anytime during the collection process including post assignment to an outside collection agency. Part VI, Line 2 - Needs Assessment As part of the 2010 Patient Protection and Affordable Care Act, Oroville Hospital has developed an ongoing, community-based assessment that has become part of the strategic plan on a long-term, continuing basis. This 2016 Community Health Needs Assessment (CHNA) includes the communitys perspective regarding health care needs and available services.Poor health status can result from a variety of factors including: genetic, environmental, behavioral, and socioeconomic. The best way to address this is by identifying the causes of these diseases, conditions and challenges and developing interventions in order to decrease the incidence or prevalence of these conditions. Oroville Hospital has started a new partnership with Together We Can! Healthy Living in Butte County and three other Butte County Hospitals, Enloe Medical Center (Chico), Feather River Hospital (Paradise) and Orchard Hospital (Gridley) to better identify, strategize and implement action plans. Together We Can! Healthy Living is a county-wide Community Health Assessment that started in May 2014. This effort brought together about 100 different organizations across the county. The group as a whole is currently working on activities to improve the health of Butte County that were developed in the Community Health Improvement Plan. These new partnerships offer future capability to address a broader scope of the community's needs rather than just Oroville Hospital's clinical abilities.Primary Data was collected from the following sources and methods:-Together We Can! Healthy Living in Butte County 2014 Community Health Assessment (CHA) Survey, which was developed to gain insight into issues that affect the health of those living and working in Butte County. -Focused Conversations: Together We Can! Healthy Living in Butte County conducted focused conversations to collect input from community members all over Butte County.-Follow-Up Focused Conversations were prepared by the CHC and adapted from Together We Can! Healthy Living in Butte County. The focused conversations were designed to provide information on current health concerns, implementation strategies, evaluate any improvements in community health and collect feedback. Secondary data was retrieved and compiled from local, state, national and other data resources. The sources include:*United States Census Bureau*United States Department of Health and Human Services*United States Department of Agriculture *Substance Abuse and Mental Health Services Administration*Center for Medicare and Medicaid Services*Office of Statewide Health Planning and Development*California Department of Public Health*California Center of Public Health Advocacy*Butte County Department of Public Health*Butte County Coroner's Office*Butte County-wide Homeless Continuum of Care*UCLA Center for Health Policy Research*Dartmouth College Institute for Health Policy and Clinical Practice*Feeding America*Community Commons*County Health RankingsIdentified Primary Health Concerns of the CommunityPrimary and secondary data collection and analysis identified the follow as the most significant health needs for residents of the Oroville Hospital primary medical service area:*Substance Abuse*Mental and Emotional Health*Homelessness and Poverty*Overweight/Obesity (Access to Health Food/Food Insecurity)*Pulmonary Issues (Asthma & Smoking)*Access to Health Care*DiabetesHospital Action Plans: The health concerns identified in the 2016 Community Health needs Assessment have been adapted and added to meet the needs of the 2018 health concerns and to align with the Together We Can! Healthy Living in Butte County Community Health Improvement Plan (CHIP). After identify the community's top health concerns, Oroville Hospital has new and existing action plans in place.In 2018, Oroville Hospital began to strategize with Public Health and the other hospitals within the county to determine the best way to reassess the health need of the community for 2019. The Camp Fire Disaster drastically changed the population and health needs of the county. Oroville Hospital is and will continue to evaluate the effects of the disaster and prepare for 2019's Community Health Needs Assessment. We anticipate our action plan will be modified to reflect the changes throughout 2019. Part VI, Line 3 - Patient Education of Eligibility for Assistance Oroville Hospital's Financial Assistance Policy is available on the hospital's website, and signs are posted in the business office, the admitting and registration areas and the emergency department informing patients about our financial assistance policies and the availability of charity discounts. The plain language summary includes instructions on how an individual can obtain a copy of the Financial Assistance Policy and FAP Application by mail.Additionally, patient statements include standard language informing patients that they may request financial screening to determine eligibility for charity discounts and how that request may be made. All statements sent to patients contain a plain language summary of the patient's rights pursuant to AB 774 and the Rosenthal Fair Debt Collection Practices Act. Once a charity determination has been made, the outcome is communicated to the patient by a letter and/or phone call and is documented in the patient's account notes. Part VI, Line 4 - Community Information Oroville Hospital is in a rural setting, predominately agricultural based and located in Butte County. Butte County encompasses 1636.46 square miles. The highest point is Humboldt Peak (7,870 feet) and the lowest point is 90 feet above sea level. The primary medical service area population for Oroville Hospital is approximately 68,423. which is comprised of approximately 73% Caucasian, 12% Hispanic, 4% Asian and 1% African American, 4% Native American. Approximately 45% of the population is 55 years of age or older. The total population of the secondary medical service area is 332,743. 37% of the residents in the primary medical service area live on an annual income of less than $30,000 per year. 15% of the hospital's revenue was derived from Medi-Cal. The hospital's primary medical service area includes Bangor, Berry Creek, Biggs, Gridley, Oroville, and Palermo. There is one other hospital, Orchard Hospital in Gridley, serving the community. Rural, isolated adults, seniors (many living alone) and families and special populations who are at risk for poor health outcomes and behavior are the targeted populations for the Community Benefit Plan. The challenges involved in meeting the ongoing needs of a rural population are many. The majority of adults do not identify with a particular faith community. Many adults and seniors lack a social support system and have limited knowledge on how to effectively access healthcare services and resources. Frequent visits to emergency services and ongoing chronic health conditions are common among the rural adult population. Part VI, Line 4 - Community Building Activities While Oroville Hospital provides vital health care services to a ruralcommunity, it is also the second largest employer in Oroville, offeringmany economic benefits to the area. As a large organization, the hospital employed 1,977 individuals in various service areas for a total of 2,598,514 hours worked during 2018. This results in a workforce that stimulates the local economy by spending a portion of its income in Oroville and the surrounding areas. Being located in a rural area, it is essential to have organizations that employ many people in order to drive economic growth in industries such as real estate, energy and social services. Oroville Hospital is proud to be a mainstay in this community that draws skilled individuals from all economic and educational backgrounds to the city. By offering employment for many, skilled professionals are encouraged to settle in Oroville and nearby towns and cities. In addition, Oroville Hospital strives to purchase goods and services from local suppliers whenever possible, creating ripple effects that provide additional economic value in the form of income and job creation for businesses in the community. For the multi-year Doves Landing project expansion, the hospital hired many local contractors and, when possible, purchased supplies and furniture from businesses in the north state to outfit the 68,000-square-foot building. Because the hospital has the ability to provide jobs for many in order to offer quality health care, it is also an organization that presents job stability for its employees. Staff totals increased by approximately eight percent from 2017 to 2018. The hospital offers full health care benefits and also contributes to retirement funds for eligible staff members, making it a desirable employer for the citizens of Oroville and Butte County. Part VI, Line 5 - Promotion of Community Health IMPROVING ACCESSThrough the development of hospital-based community clinics, Oroville Hospital has improved and increased access to health services throughout the Oroville community. The majority of our outpatient services accept all insurance plans including the State of Californias Medi-Cal program. Our community has a disproportionate share of low/no income families. Access to health care services would be extremely difficult for this group were it not for hospital-based clinics. The State of Californias Medi-Cal program reimbursement payments to physicians are set at a rate that makes it difficult for an independent physician to accept Medi-Cal patients. As a result many health care providers throughout the state and our community have eliminated Medi-Cal patients from their roster. EXPANDING COMMUNITY MEDICAL SERVICESAccess to a wide variety of medical services is necessary when it comes to delivering comprehensive medical care to patients. As a health system providing care to a large region of the North State, Oroville Hospital has priortized the recruitment of specialty and primary care providers to deliver quality and timely health care to patients. Since primary care providers are the foundation for excellent health, Oroville Hospital's addition of six primare care medical staff and a new walk-in clinic enables patients to receive the medical attention needed to live a healthy life. The continued growth of outpatient services further illustrates the hospital's commitment to delivering comprehensive medical services, including advanced procedures and state-of-the-art technology, to patients here at home.HELPING BUTTE COUNTY AND OUR COMMUNITYEarly morning November 8, 2018 at 6:30 a.m. a fire was reported in Pulga, CA. The Butte County sheriff issued an evacuation order for Pulga and nearby communities. As the fire progresses northward it accelerates to an uncontainable speed at 100 yards every second, according to Cal Fire. The fire reached Paradise, CA at 8 a.m. and evacuation orders were given. All remaining areas of Paradise, Magalia and surrounding areas were ordered to evacuate by 2:30 p.m. Families grabbed what they could and drove down the hill. They braved fire on either side of the road and fought through terrible traffic to safety. The fire reached near Chico where it was finally controlled well enough to keep populated areas safe. In less than 12 hours the Camp Fire burned 55,000 acres and traveled 17 miles.While the chaos ensued in Paradise and nearby areas, Oroville Hospital rapidly prepared and organized their disaster response protocol. An internal disaster was announced at 8:33 a.m. and an incident command center was initiated.The hospital began to prepare for the influx of patients that could arrive. The staff worked hard to free up beds in the hospital to help meet the needs of critical evacuees. Oroville Hospital received a few patients that had been evacuated directly from Feather River Hospital. Most patients received arrived by private vehicle. An influx of phone calls came in from Paradise residents in need of medications and concerns over future doctors visits. They were directed to a specific phone line for assistance. In addition, hundreds of calls were received from friends or family members looking for evacuated patients. All patients that came to our hospital were medically accessed and admitted or transferred to the Nazarene Church evacuation Center. Over the weekend the hospital stayed on high alert and continued to receive a steady stream of patients.Staff was ready and willing to work to help the community in a multitude of ways. Donations were pouring in and individuals took it upon themselves to help out wherever needed. The hospital supplied counselors and guidance for employees in need. Each employee affected received a monetary donation from the hospital to assist with the initial financial burdens of being displaced. Staff was sent to the shelters to assist and give additional supplies.Oroville Hospital continued to stay in internal disaster mode for multiple days. Air quality became an issue for the community and air purifiers were purchased to help patients and staff. Donations were made to help the shelters and supply masks to employees and patients in need. Employees that no longer had jobs at Feather River Hospital were being expedited through the Human Resource Department. With the changes to Paradise, Orovilles population and patient base has grown. Oroville Hospital began to emphasize on recruitment to meet the growing needs.A COMMITMENT TO EDUCATION Oroville Hospital relies on a robust team of medical professionals to serve and facilitate care for its patients. Medical professionals, from physicians, to phlebotomists and nurses, all receive focused training in order to specialize in their chosen field. However, training does not end once they have graduated from medical school or completed a licensing program. At Oroville Hospital, medical professionals routinely complete continuing education classes that provide in-depth material and guidelines for treating a specific disease such as sepsis, or discuss new advancements in medical techniques or treatments. Classes are taught by Oroville Hospital doctors or medical experts from leading health care institutions around the country. Receiving hands-on training in the medical field is one of the first steps in developing the next generation of community medical providers. Training gives students firsthand experience when it comes to working with patients, providing real-time diagnoses and analyses for determining the best treatment options based on a patients medical history. Its a required component of each medical education program. As an organization that encourages innovation and continuing medical education, Oroville Hospital plays an active role in providing educational opportunities for medical professionals. The hospital partners with occupational training programs, colleges and universities throughout the country to provide externships and guidance to allied health, nursing and medical students. COMMUNITY EDUCATIONEducation plays a large role in creating a healthy community; a community that seeks preventive health care and encourages wellness to combat future illness and disease. Oroville Hospital recognizes that education efforts have the ability to positively impact the citizens of Oroville and those living in surrounding rural communities. With this responsibility in mind, our Lets Discuss Health speaker series was implemented in 2016 to encourage public discussion and education on important health topics relevant to the community. HEALTH FAIRSFor those individuals who do not have health insurance, Oroville Hospital hosts Biannual Health Fairs in June and September. These health fairs provide free educational information, free health care advice, free health screenings such as COPD screening, blood pressure monitoring, oxygen saturation checks, cholesterol checks, pulse checks and blood glucose checks and free flu shots. REDUCED HOSPITAL CHARGESA 30% reduction in charges was adopted December 1, 2015, to improve access to health care among Oroville Hospital constituents. The hospital spent three years negotiating with health insurance companies to reduce its charges and make health care more affordable for its patients.New Hospital Expansion Oroville Hospital has plans underway for a new five-story medical tower located adjacent to the existing hospital. Upgrades will also be made to the emergency services, dietary and pharmacy departments. Expanded services are ambulatory care, labor and delivery, intensive care unit and medical surgical floors. In addition, a new parking lot will provide ample parking for guests and patients. The tower will have state-of-the-art equipment, private patient rooms and will connect with the original facility via enclosed passageways on the first and second floors. The total investment for the entire project will cost in excess of $200 million. FREE HEALTH CLINICOroville Hospital partnered with the Oroville Seventh-day Adventist Church and the Adventist Medical Evangelism Network to provide free medical, laboratory, imaging and financial counseling services for community members. Oroville Hospital provided supplies such as dressings, lidocaine, sutures, alcohol swabs, exam tables, syringes and an ultrasound machine for use during routine medical exams. Oroville Hospital providers and other participating physicians conducted health screenings and spent time educating patients on preventive measures. Financial and insurance counselors were present to educate patients on Covered California and discuss the best insurance plan options based on an individuals need. DIABETES: Nutrition Consultations Oroville Hospitals Registered Dietitians offer consultations for patients needing assistance with blood glucose disorders. Butte County Public Health (BCPH) offers local nutrition and physical activ Part VI, Line 7 - States Filing of Community Benefit Report CA Part V - Explanation of Number of Facility Type 11 Clinics17 Rural Health Clinics1 Infusion Center2 Outpatient Imaging Centers3 PT, OT, & Speech1 Radiation Oncology Part VI - Additional Information Part II, Ln 8: Oroville Hospital recruits physicians and other healthcare professionals needed in our traditionally underserved community, the cost of which was $263,620 in this tax year. In order to promote the health of the community we serve, Oroville Hospital participates in extensive community building activities which are not included elsewhere on Schedule H. X false X X X X false false false false false false false false false false Ashok P Khanchandani CFO 524904 31313 13750 22867 592834 Carol Speer-Smith CNO 375006 15107 13750 21036 424899 Casey Nelson Phy Assistant 53100 209533 75631 338264 Debbie Nendze Scheitler Dir Clinic Svc-OP 248710 70428 24812 13750 85299 442999 Eric Vincent Nurse Practioner 73309 188328 13556 61789 336982 Jo L Dilbeck CRO 222862 4100 13351 21551 261864 Joshua Davis Dir Rad Oncology 235428 3273 180 68792 307673 Matthew J Bazzani MD Chairman 361804 361804 Robert J Wentz President & CEO 878192 24234 13750 21036 937212 Roy C Shannon MD Secretary 539688 539688 Scott C Chapple COO 564512 54981 128993 13750 22867 785103 Stephen Sweet Laboratory Director 168286 72373 1188 13120 56526 311493 Sultan Chopan MD Trustee 301625 1260 302885 Tanushri Kohli Chief Compliance 258748 8250 66263 333261 Part I, Line 1a: Relevant information in regards to selections on 1a. Current Board Members are offered a paid membership at the Oroville Sports Club. Currently, Past Chair Mallette and Trustee Sultan Chopan have memberships, the cost of which is paid by Oroville Hospital. Part I, Line 1b: Reason for not following policy regarding payment provisions for expenses The health club membership dues costs the hospital only $15.00 per month. The amount is immaterial as only two board members are currently members of the health club, Part III, Additional Information Part II, Column (B)(iii) "Other Reportable Compensation" are the following amounts representing accrued vacation pay partially cashed out to the indicated employees:Scott A. Chapple = $128,993, Ashok P. Khanchandani = $31,312, Jo L. Dilbeck = 4,100. A City of Oroville 946000387 687212CB4 2012-04-04 15000000 Refund 97 Bond/Capital Imprvmt false false false B City of Oroville 946000387 2018-06-21 19600000 Refund 2012Bond/DietaryRx Expn false false false A 9290000 15000000 8986728 300000 374141 5339131 2012 true false true true B 19600000 9296215 392000 4373841 5537944 true false false true A false false false true false true true B false false false true false true true A false false true true false false false true B false false true true false false false true A true B true Part VI PART IV ARBITRAGE: Line 2C-Rebate Computation was performed 06/02/2017. Scott Chapple Officer Mortgage X 659500 637228 false true true 637228 Oroville Sports Club OH CEO 327164 Fitness Mmbrshps/Lse false Dove's Landing OH CEO 1209524 Building Lease Pymts false Form 990, Part III, Line 4d: Other Program Services Description OTHER PROGRAM SERVICES 4: Oroville Hospital also provides a variety of outpatient Medical Imaging services, including a Women's Imaging Center and a Radiation Oncology Center. It has Outreach Laboratory Services, Home Health Services, Ambulatory Services, and Outpatient Surgery. Oroville Hospital had 175,807 outpatient visits, 7,049 Home Health visits and performed 3,917 outpatient surgeries in 2018. Form 990, Part VI, Line 11b: Form 990 Review Process The form 990 is reviewed by the Executive Team before filing. That team is comprised of the CEO, COO, CFO, CNO and CRO. Form 990, Part VI, Line 12c: Explanation of Monitoring and Enforcement of Conflicts Each member of the Board of Trustees must annually sign a Conflict of Interest Statement, and are requested to recuse themselves from voting on any actionable item from which they might benefit. Form 990, Part VI, Line 15b: Compensation Review and Approval Process for Officers and Key Employees The CEO compensation is established after reviewing market studies and comparable hospitals. A compensation committee made up of members of the Board of Trustees reviews the data and establishes the salary. Other officers and key employees salaries are established after reviewing market studies and comparable hospitals, with the CEO and COO making any final decisions. Form 990, Part VI, Line 19: Other Organization Documents Publicly Available Oroville Hospital makes financial, governing, and policy information available to the public through several avenues. The Office of Statewide Planning and Development posts the annual financial disclosure report, quarterly reports, utilization reports, and charge master on an easily assessable internet site. The Internal Revenue Service also makes the Form 990 Return of Organizations Exempt From Income Tax available to the public. In additional, these reports are available to any community member who requests them. Other Changes In Net Assets Or Fund Balances - Other Decreases Rounding = -$8 1000 Executive Parkway 1000 Executive Parkway Oroville CA 95966 464253812 Long Term Care Facility CA 72000 3366110 Oroville Hospital OroHealth Corporation 2767 Olive Highway Oroville CA 95966 942994776 Support subsidiary Oroville Hospital CA 501(c)(3) Line 11B, II NA false Oroville Medical Complex 2809 Olive Highway Oroville CA 95966 680486284 Medical Offices CA NA false false Oroville Sports Club PO Box 7670 Oroville CA 95966 680407127 Hlth/Fitness CA NA false false OHPAC Partners LLC 2767 Olive Highway Oroville CA 95966 821631960 Medical Building CA Oroville Hospital Related false true 0.51000 Oroville Medical Partners LLC 2767 Olive Highway Oroville CA 95966 814855768 Medical Offices CA Oroville Hospital Related -250966 false true 0.51000 Oroville Solar Partners LLC 2600 Oro Dam Blvd E Oroville CA 95966 815118740 Solar Services CA NA Related -4896 false false 0.50000 OroLake Corporation 2767 Olive Highway Oroville CA 95966 680073855 Sales/Inactive CA NA C-Corp true false false false false false false false false false false true true true false false true false false true OHPAC Partners LLC s 310000 Capital Distr Oroville Medical Partners LLC k -250966 Oroville Medical Partners LLC s 80000 Capital Distr Oroville Solar Partners LLC p -4896