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THE COMPANY DOES NOT HAVE ANY ENTITY LEVEL UNCERTAIN TAX POSITIONS. Central America and the Caribbean 1 Program Services INS. 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X X X X X true true X X X X true X X X X X true X false X X X X true X false false PRIME HEALTHCARE SERVICES - MONTCLAIR 6 false false true X X X X X X X 13 true false false true X WWW.MONTCLAIR-HOSPITAL.ORG true 13 true WWW.MONTCLAIR-HOSPITAL.ORG false false true X 350. 450. X X X X X true true X X X X true X X X X X true X false X X X X true X false false PRIME HEALTHCARE LA PALMA LLC 4 false true true X X X X X X X X X 15 true false false true X www.lapalmaintercommunityhospital.com true 15 true www.lapalmaintercommunityhospital.com false false true X 350. 450. X X X X X true true X X X X true X X X X X true X false X X X X true X false false SCHEDULE H, PART V, SECTION B, LINE 5 - ENCINO & SHERMAN OAKS THE HOSPITAL FACILITY TOOK INTO ACCOUNT INPUT FROM PERSONS WHO REPRESENT THE LOCAL COMMUNITY. SUCH INPUT WAS RECEIVED FROM HOSPITALS, COMMUNITY HEALTH CARE LEADERS AND BUSINESS LEADERS. THE HOSPITAL FACILITY ALSO SOUGHT INPUT FROM COMMUNITY BASED ORGANIZATIONS SUCH AS THE VALLEY ECONOMIC ALLIANCE AND VARIOUS PUBLIC ENTITIES. THE HOSPITAL FACILITY CONSULTED THE "PERSONS" THROUGH IN PERSON INTERVIEWS, BY TELEPHONE AND OTHER MEANS. SCHEDULE H, PART V, SECTION B, LINE 6A - ENCINO & SHERMAN OAKS PARTICIPANTS IN THE COMMUNITY HEALTH NEEDS ASSESSMENT SURVEYS INCLUDE GLENDALE ADVENTIST HOSPITAL, HENRY MAYO NEWHALL MEMORIAL HOSPITAL, KAISER PERMANENTE PANORAMA CITY, KAISER PERMANENTE WOODLAND HILLS, MISSION CITY COMMUNITY HOSPITAL, VALLEY PRESBYTERIAN HOSPITAL, NORTHRIDGE HOSPITAL MEDICAL CENTER, PROVIDENCE HOLY CROSS, PROVIDENCE SAINT JOSEPH MEDICAL CENTER, AND PROVIDENCE TARZANA. SCHEDULE H, PART V, SECTION B, LINE 2 - LA PALMA PRIME HEALTHCARE SERVICES, INC. CONTRIBUTED PRIME HEALTHCARE LA PALMA, LLC DBA LA PALMA INTERCOMMUNITY HOSPITAL (LA PALMA), TO PRIME HEALTHCARE FOUNDATION, INC. (THE "FOUNDATION") ON DECEMBER 31, 2014, AND THE FOUNDATION EFFECTIVELY TOOK OWNERSHIP OF LA PALMA ON JANUARY 1, 2015. AS A RESULT, THE LAST DAY OF THE FOUNDATION'S SECOND TAXABLE YEAR OF OWNERSHIP BEGINNING AFTER SUCH DATE IS DECEMBER 31, 2017. SCHEDULE H, PART V, SECTION B, LINE 5 - MONTCLAIR A SURVEY WAS DISSEMINATED TO THE COMMUNITY VIA ONLINE ACCESS THROUGH THE HOSPITAL'S WEBSITE AS WELL AS BEING DISTRIBUTED BY THE ADVISORY COMMITTEE MEMBERS ACROSS THE COMMUNITY, IN BOTH ENGLISH AND SPANISH VERSIONS. THE SURVEY REACHED PATIENTS AND COMMUNITY MEMBERS OF ALL AGES AND BACKGROUNDS. A TOTAL OF 38 SURVEYS WERE COLLECTED. EXTENSIVE INTERVIEWS WITH COMMUNITY LEADERS THAT WOULD BE ABLE TO ADDRESS AND FURTHER DESCRIBE THE NEEDS OF THE COMMUNITY WERE CONDUCTED. A FOCUS GROUP OF SPANISH-SPEAKING HEALTH PROVIDERS WAS ALSO CONDUCTED. THE GROUP CONSISTED OF SIX MEMBERS OF THE POR LA VIDA "CONSEJERA" STAFF. THESE WOMEN ACT AS HEALTH EDUCATORS, PROVIDING EDUCATIONAL AND ADVOCACY SERVICES. SEVERAL COMMUNITY REPRESENTATIVES WERE INTERVIEWED EITHER IN PERSON OR BY TELEPHONE, INCLUDING THE MAYOR PRO TEM OF MONTCLAIR, AND A LOCAL NON-PROFIT BOARD MEMBER. SCHEDULE H, PART V, SECTION B, LINE 11 - MONTCLAIR THE PRIORITIZATION PROCESS PRODUCED TWO ISSUES WITH VERY HIGH SCORES: CARE COORDINATION AND EDUCATION, WITH ANOTHER GROUP OF HIGH-PRIORITY ISSUES CLOSELY GROUPED SLIGHTLY LOWER. The Care Coordination issue is an important item to address both as a basic issue, and as a factor being emphasized by portion of the Affordable Care Act. MHMC has the opportunity to work with the Community Vital Signs Initiative to address this need in cooperation with community groups identified in the interview and focus group process. Additional coordination efforts on the part of hospitals and local medical groups are also area for study and process development. The hospital will coordinate with local providers and act as a referral source to its patients requiring follow-on care after hospitalization. To the extent resources are available in the community to monitor discharged patients, they should be utilized to avoid relapses or other conditions that might lead to re-hospitalization. Education of all types is crucial to implementation of the Affordable Care Act, since much of the growth in insured populations in the area will be driven by newly insured residents entering the realm of health insurance for the first time. Residents who missed the enrollment window or who may not qualify for insurance under the ACA may have other opportunities that will need to be publicized. This is another area of opportunity for implementation of new strategies designed to bring more residents under the insurance umbrella, and hospital staff will need to monitor upcoming legislation and regulations that may provide opportunities to educate community residents regarding their insurance options. The hospital is already developing educational programs focused on specific diseases that will provide residents with methods of coping and/or curing those diseases. It should be noted that this issue resurfaced again under the label Health Information, and the issues to be addressed are similar. Heart disease was the lowest priority of the top ten issues. Since the Community Vital Signs Initiative has adopted this issue as its primary focus, MHMC should work with members of the CVSI group to coordinate efforts to address the disease. But given the greater focus on diabetes and associated issues by community members in the Montclair area, it is considered more appropriate for MHMC to focus its efforts on addressing this issue. SCHEDULE H, PART V, SECTION B, LINE 11 - ENCINO & SHERMAN OAKS ALL STRATEGIC INITIATIVES AND RECOMMENDATIONS NOTED IN THE IMPLEMENTATION STRATEGY SECTION OF THE CHNA ARE BEING ADOPTED, PROVIDED AVAILABLE RESOURCES EXIST. SCHEDULE H, PART V, SECTION B, LINE 2 - PAMPA PRIME HEALTHCARE SERVICES, INC. CONTRIBUTED PRIME HEALTHCARE SERVICES - PAMPA LLC, DBA PAMPA REGIONAL MEDICAL CENTER (PRMC), TO PRIME HEALTHCARE FOUNDATION, INC. (THE "FOUNDATION") ON DECEMBER 31, 2013, AND THE FOUNDATION EFFECTIVELY TOOK OWNERSHIP OF PRMC ON JANUARY 1, 2014. AS A RESULT, THE LAST DAY OF THE FOUNDATION'S SECOND TAXABLE YEAR OF OWNERSHIP BEGINNING AFTER SUCH DATE IS DECEMBER 31, 2016. SCHEDULE H, PART V, SECTION B, LINE 5 - HUNTINGTON BEACH & LA PALMA the hospital concentrated its effort in gathering qualitative primary data through a series of contacts with key stakeholders that represent the community they are a part of, including government representatives, mayors, public health representatives, healthcare providers, community service providers, and minority group leaders. Three methodologies were utilized in order to provide a large sampling of views from various portions of the HUNTINGTON BEACH HOSPITAL (HBH) AND LA PALMA INTERCOMMUNITY HOSPITAL (LA PALMA) service areaS. The tools utilized are summarized below. Community Needs Survey A survey was disseminated to the community in English, Spanish, Korean, Mandarin Chinese, and Vietnamese versions. The survey reached patients and community members of all ages and backgrounds. Primary survey distribution locations included churches, various local interest group meetings, health fairs and waiting rooms at HBH AND LA PALMA. Respondents were allowed to select the language in which they wished to respond, although the questions were the same in all languages. Key Stakeholders Interviews Extensive interviews with community leaders that would be able to address and further describe the needs of the community were conducted. Community and government representatives were interviewed either in person or by telephone, including representatives of the Cities of Buena Park, Cerritos and Huntington Beach. Local health agency representatives included directors of CalOptima, and the Orange County Health Care Agency. Representatives of various ethnic and social groups as well as local healthcare providers also participated. The needs expressed by these leaders were summarized and provided as supplements to the list of issues reviewed and prioritized by the focus group DISCUSSED BELOW. The primary issues with multiple mentions were mental health, obesity/diet, and homeless issues. Focus Group A community focus group was also conducted. The group consisted of local community members, representing various city agencies, local clinics, ethnic groups, and community health providers. The group was asked to provide opinions as to the most important community health needs in a "brainstorming" session at first. These ideas were listed in a series of flip chart pages. Ideas provided by the Key Informant interviews and survey results were added to the list of possible community health issues. The ideas were then filtered to a total of six primary needs via a "place the dots" vote, using adhesive dots (six per participant) and allowing each member to place the dots next to issues they considered the most important. Six issues generated more than 15 responses each. These six were ranked in a second round of "place the dots", using labels with values from 10 (most important) to 5 (least important), considering both their need in the community and the ability of HBH and LA PALMA to address them. Focus group questions concentrated on daily health behaviors, perceived quality of care, access to healthcare, social behaviors and health problems of concern. SCHEDULE H, PART V, SECTION B, LINE 5 - PAMPA THREE METHODS OF COLLECTION FOR PRIMARY DATA WERE USED TO PREPARE THE COMMUNITY HEALTH NEEDS ASSESSMENT. A SURVEY COMPOSED OF EIGHTEEN QUESTIONS WAS DEVELOPED AND USED AS A METHOD TO SOLICIT PERCEPTIONS, INSIGHTS AND GENERAL UNDERSTANDING FROM COMMUNITY MEMBERS AND SPECIAL EXPERTISE REGARDING HEALTH NEEDS. FOcus group conversations WERE CONDUCTED with MEMBERS FROM THE COMMUNITIES BEING SERVED BY THE HOSPITAL INCLUDING COMMUNITY LEADERS, HEALTH EXPERTS, PUBLIC OFFICIALS, PHYSICIANS, HOSPITAL EMPLOYEES, AND OTHER HEALTH PROFESSIONALS AND PROVIDERS INCLUDING THOSE ASSOCIATED WITH THE HOSPITAL. FINALLY, PERSONAL INTERVIEWS WERE CONDUCTED FACE-TO-FACE WITH KEY INDIVIDUALS IN THE COMMUNITY AND FROM THE HOSPITAL USING THE SAME STRUCTURED QUESTIONS FROM THE FOCUS GROUPS. SCHEDULE H, PART V, SECTION B, LINE 11 - HUNTINGTON BEACH THE FOLLOWING Six issues WERE determined by the process to be the most important and best-addressed by HBH, and were presented to the Hospitals steering committee for final review. 1. 5150 Access Many attendees reported being affected by the lack of capacity to deal with people either in Emergency Departments or encountered in the community who were considered dangers to themselves or others due to mental breakdowns. This standard of imminent danger is defined in Section 5150 of California's Welfare and Institutions Code and allows designated law and medical personnel to hold persons meeting the standard for 72 hours involuntarily. The problem mentioned is that there are very few hospital beds that provide the level of security needed to hold Section 5150 persons. This issue tied for the most top votes with Mental Health, a closely related issue. HBH is in the process of licensing a locked unit to accommodate 5150 patients and expects to be deeply involved in further efforts to deal with this issue. This issue was included in Priority Area #4 in the Orange County Health Improvement Plan 2014-2016. HBH is already a part of the existing network of providers with a mental health unit, and is in the process of expanding its efforts to accommodate the needs of clients seeking mental health treatments. An application for a secure ward to accommodate committed clients is currently in process. 2. Mental Health As noted above, this issue was tied with 5150 access as the most commonly listed top issue. It is broader than the 5150 issue, since it includes three problems in addition to the problem of placing 5150 clients. The first additional problem involves payment for care for people voluntarily committed to non-locked facilities. While mental health care is a mandatory covered service under ACA regulations, payors have been limiting compensation for inpatient services, and many potential clients find that the treatment process is essentially a private-pay encounter. The second problem involves the definitions of mental issues, and getting clients and/or their families to admit to having a treatable problem. Finally, there was reported to be a significant gap between 5150 involuntary commitment services and voluntary commitment programs, since each service is funded by a different source and there is little communication between the two operations. As is the case with 5150 access, this issue was included in Priority Area #4 in the Orange County Health Improvement Plan 2014-2016, and HBHs existing programs and planned expansions will allow greater participation in addressing the problem. FURTHER Details are provided in the Implementation Plan. 3. Community Education Issues related to education included problems addressing various ethnic and language subgroups, and lack of a single source for data on community resources. HBH has provided substantial support for community education efforts, in the form of financial and staff support for community health fairs, and education programs. Given the ethnic diversity found in the hospitals service area, additional attention to specific ethnic group needs will be a paramount concern. These efforts will continue and be augmented by new programs. While the Orange County Health Improvement Plan 2014-2016 does not include this issue as a priority, its four priority programs all include education planks, and HBHs programs address those issues. 4. Homeless Access Growth in numbers of homeless residents in Huntington Beach was mentioned as a demand issue, and the fact that many of the homeless presented with multiple health/substance abuse/environmental problems that were beyond the ability of a single entity to resolve. And similarly to the Community Education issue, the lack of a single clearinghouse to provide referrals or coordinate care was listed as a problem. This problem was presented as being particularly acute in Huntington Beach, and thus is more pressing for HBH than for Orange County as a whole. While hospitals are not appropriate locations for housing, the issue of persons presenting with multiple mental-and physical-health problems faces all hospitals, and HBHs status as a primary provider of mental health services makes it a prime candidate for coordinating services both in and out of the hospital. HBHs protocols for managing the presenting problems of homeless persons, and coordination with other local providers to direct homeless persons to appropriate services are constantly being reviewed and improved as new services and methodologies are developed. 5. Awareness of Services This issue is closely related to Community Education, in that several agency representatives noted that their organizations provided support services for various specific ailments (Alzheimers, Cancer, Manic Depression, etc.), but that neither local hospitals nor local social service agencies were aware of their existence, and thus were unable to refer potential clients. Some resources currently exist, and others will be needed to augment what is available. HBH will work with community providers to increase availability of resources, and to make their availability known in the community. 6. Substance Abuse In addition to the usual problems associated with street drug abuse, it was noted that a rising percentage of substance abuse clients at local Emergency Departments were presenting with prescription drug complications, either from abuse of their own prescriptions or use of drugs obtained legally by members of their households. Another issue was the change in types of street drugs being abused, with declines in heroin use, and increases in incidence of methamphetamine intake. These issues are one of the focuses in Priority Area #4 in the Orange County Health Improvement Plan 2014-2016. As the character of substance abuse clients changes, providers must adapt their treatment protocols to deal with the changes. HBHs position as a primary provider of emergent care for abuse crises makes it an important factor in the community. SCHEDULE H, PART V, SECTION B, LINE 11 - LA PALMA A summary for each immediate health need deemed most important, and addressable by LA PALMA is provided below, listed in order from highest to lowest priority. 1. Seniors Health This issue received the most top votes, and the highest overall score. The problem incorporates several other issues mentioned separately (and discussed in the following list), but as an overall category it was the most mentioned and considered the primary problem. Issues reported included isolation, transportation to services, age-related dementia, medication abuse both intentional and unintentional, and unsafe home environments. This issue was Priority Area #2 in the Orange County Health Improvement Plan for 2014-2016. LA PALMA currently has programs in place to assist seniors in dealing with transportation problems, age-related dementia and medication issues, and is actively seeking additional opportunities to improve these services. 2. Mental Health This issue was a close second in points. Several respondents mentioned a limited supply of mental health services, as well as a historical lack of payment programs for mental health services. There was also a significant gap expressed between 5150 involuntary commitment services and voluntary commitment programs. This was Priority Area #4 in the Orange County Health Improvement Plan 2014-2016. LA PALMA and other Prime hospitals are currently leaders in serving inpatient mental health needs of clients, but the treatment of mental health conditions is evolving rapidly and programs must continually be reviewed in order to stay abreast of the changes. LA PALMA staff is actively reviewing changes in treatment methodologies and developing new programs to better serve the mental health needs of its communities. 3. Diabetes - Both adult and child diabetes rates in Orange County exceed state rates, and the disease was mentioned consistently as both a problem in itself and as a precursor to other problems such as heart disease, stroke, and other circulatory maladies. As an indicator of the severity of Diabetes in the La Palma area, the percentage of adults reporting having diabetes in 2011-2012 was 7.8%, slightly lower than the rate for Orange County at 8.4% and the US at 9.0%. Diabetes and Diet were combined as Priority Area #3 in the Orange County Health Improvement Plan for 2014-2016. Many of the issues identified in that document are already being addressed by the hospital, and additional programs are in process to bring better health programs to many of the various ethnic communities that live in the hospitals service area. 4. Obesity/Diet Obesity was mentioned as a core precursor for many chronic diseases including diabetes, hypertension, orthopedic issues, coronary problems and others. A need for dietary guidance and information among various ethnic groups was also noted, along with the high number of fast food outlets in the area. LA PALMA is assisting in bringing down the obesity rate by counseling clients on diet and exercise solutions for their weight issues, and by providing educational materials for various ethnic groups to highlight diet issues endemic to specific groups. 5. Womens Health Another issue with several components, including pre- and post-natal care, breast and ovarian cancer, and a need for women-specific services. A related issue, Infant and Child Health, was Priority Area #1 in the Orange County Health Improvement Plan for 2014-2016. LA PALMA is already a major provider of pre-and post-natal care, and is exploring programs to better assist women and babies in maintaining health outside the hospital walls. 6. Home Health / Preventive Care This issue was presented variously as an issue with coordination of care before and after hospitalizations, lack of education as to services available in the community and lack of a single-source coordination provider. The issue is becoming more important to hospitals as home-related hazards are often contributing factors to patients returning for care within 30 days of discharge. These readmits can be limited by careful monitoring of conditions in the discharge environment. LA PALMA has developed protocols to manage discharged patients, and is exploring additional opportunities to coordinate care with local social service agencies that focus on specific medical issues or safety concerns. The hospital will focus on these needs in its continuing task of improving the overall health status of its community. Many of these issues are already being addressed, and continuing efforts to improve the hospitals and communitys response to them will be part of LA PALMAs plans for continuing improvement over the next three years. SCHEDULE H, PART V, SECTION B, LINE 11 - PAMPA Priorities for the key areas will be assessed by the hospital's board of directors and documented in the implementation strategy report. The following are overall priorities that are deemed to be significant: - Increasing primary care physicians and critical healthcare manpower, - Reducing overuse of hospital emergency department by non-emergency patients, - Increasing/expanding collaboration between healthcare and social service providers, - INcreasing educational awareness programs, - Increasing the number of mental healthcare providers and professionals, - Increasing substance abuse prevention, - Increasing access to mental healthcare services for uninsured, and - Expanding transportation services to/from treatment services. SCHEDULE H, PART III, SECTION A, LINE 4 The Company's patient accounts receivable are reduced by allowances for contractual adjustments and doubtful accounts. In evaluating the collectability of patient accounts receivable, the Company analyzes its past history and identifies trends for each of its major payor sources of revenue to estimate the appropriate allowances for both contractual adjustments and doubtful accounts and provision for bad debts. Management regularly reviews data about these major payor sources of revenue in evaluating the sufficiency of these allowances. For receivables associated with self-pay patients (which includes both patients without insurance and patients with deductible and copayment balances due for which third-party coverage exists for part of the bill), the Company records a provision for doubtful accounts in the period of service on the basis of its past experience, which indicates that many patients are unable or unwilling to pay the portion of their bill for which they are financially responsible. The difference between the expected rates (or the discounted rates if negotiated) and the amounts actually collected after all reasonable collection efforts have been exhausted is charged off against the allowance for doubtful accounts. SCHEDULE H, PART III, SECTION C, LINE 9B - ENCINO & SHERMAN OAKS PAYMENT PLANS - BALANCES ARE DUE UPON DISCHARGE FROM THE HOSPITAL IF THE PATIENT DOES NOT QUALIFY FOR STATE ASSISTANCE OR PRIME HEALTHCARE'S FINANCIAL ASSISTANCE PROGRAM. PAYMENT ARRANGEMENTS MAY BE ESTABLISHED WITH HOSPITAL'S FINANCIAL COUNSELOR AND MAY BE MADE WITH NO INTEREST OR PENALTIES. DEFAULTING ON A PAYMENT PLAN WILL RESULT IN DISQUALIFICATION OF THIS OPTION. SCHEDULE H, PART VI, LINE 2 - ENCINO & SHERMAN OAKS NEEDS ASSESSMENT HOSPITALS PARTICIPATE IN THE TRIENNIAL SAN FERNANDO/SANTA CLARITA VALLEY COMMUNITY NEEDS ASSESSMENT PROCESS THAT BEGAN IN 1997 AND FORMED THE PLATFORM FOR COMMUNITY PROGRAMS IMPLEMENTED IN FY 2013/2014. THE COPY OF THE 2013 COMMUNITY NEEDS ASSESSMENT PAGES 158 & 159 CONTAIN THE NAMES OF THE PARTICIPANT ORGANIZATIONS AND A DESCRIPTION OF THE COLLABORATION PROCESS, THE SURVEY'S FINDINGS, ALONG WITH VARIOUS INTERNAL AND EXTERNAL ANALYSES THAT ARE USED TO ASSIST HOSPITALS IN DETERMINING THE TYPES OF SERVICE MODIFICATIONS AND PROGRAMS THAT IT SHOULD CONSIDER TO ADDRESS THE NEEDS OF ITS COMMUNITY. BUILDING ON THAT BACKGROUND, A STRATEGIC PLAN IS CREATED AND PRESENTED TO THE BOARD OF DIRECTORS FOR DISCUSSION AND APPROVAL. CONSEQUENTLY, HOSPITALS PROVIDED FUNDS FOR VARIOUS LOCAL COMMUNITY ORGANIZATIONS AND CHARITIES INCLUDING THE LOCAL ALZHEIMER'S ASSOCIATION, THE SHERMAN OAKS LITTLE LEAGUE AND THE VALLEY ECONOMIC ALLIANCE. IN ADDITION, HOSPITALS PROVIDED COMMUNITY AND MEDICAL EDUCATION FREE OF CHARGE AND OPEN TO THE PUBLIC ON THE FOLLOWING HEALTH RELATED TOPICS: BLOOD MANAGEMENT, PALLIATIVE CARE, PAIN MANAGEMENT, RENAL DISEASES. FURTHERMORE FOCUSING ON THE PUBLIC HEALTH, PREVENTION AND HOLISTIC WELL-BEING OF COMMUNITY MEMBERS, HOSPITALS INVITED NUMEROUS GROUPS AND ORGANIZATIONS TO CONDUCT FORUMS AND PUBLIC MEETINGS AT THE HOSPITALS, FREE OF CHARGE, INCLUDING: LUPUS LA, OVEREATERS ANONYMOUS, ALCOHOLICS ANONYMOUS, NEIGHBORHOOD COUNCIL, SHERMAN OAKS CHAMBER OF COMMERCE, DEBTORS ANONYMOUS, SUICIDE PREVENTION AND BEREAVEMENT SERVICES, LOCAL CHAPTER PF PHARMACY ASSOCIATION, NATIONAL ALLIANCE OF MENTAL ILLNESS AND OTHERS. CURRENT COMMUNITY PROGRAMS ARE CONSTANTLY REVIEWED OR ENHANCED AND IF NECESSARY, NEW COMMUNITY OUTREACH PROGRAMS ARE CREATED AND IMPLEMENTED. SCHEDULE H,PART VI,LINE 3-ENCINO,SHERMAN OAKS, HBH, LA PALMA & MONTCLAIR PATIENT EDUCATION OF ELIGIBILITY FOR ASSISTANCE A PATIENT EDUCATION PACKET IS GIVEN TO ANY PATIENT IDENTIFIED AS SELF PAY OR UNINSURED OR UNDERINSURED. PATIENTS WHO ARE UNABLE TO PAY THEIR BILL MAY BE ELIGIBLE FOR 100% FINANCIAL ASSISTANCE, LEAVING NO FINANCIAL OBLIGATION TO THE HOSPITAL FOR THE BILL. QUALIFICATIONS ARE BASED UPON VERIFIABLE INCOME, FAMILY SIZE AND CURRENT FEDERAL POVERTY GUIDELINES. TO QUALIFY FOR HOSPITALS' FINANCIAL ASSISTANCE PROGRAM, REQUIRED DOCUMENTATION MUST BE SUBMITTED WITHIN 15 DAYS OF DISCHARGE FROM THE HOSPITAL. UNINSURED DISCOUNT RATE: HOSPITALS OFFER DAILY RATES FOR INPATIENT SERVICES AND A SIGNIFICANTLY REDUCED CHARGE RATE FOR OUTPATIENT SERVICES. THE DISCOUNT IS SIMILAR TO THE RATES PAID BY MEDICARE AND IS OFFERED UNDER THE UNINSURED DISCOUNT PROGRAM PAYMENT PLANS - BALANCES ARE DUE UPON DISCHARGE FROM HOSPITAL. IF THE PATIENT DOES NOT QUALIFY FOR STATE ASSISTANCE OR HOSPITAL'S FINANCIAL ASSISTANCE PROGRAM, PAYMENT ARRANGEMENTS MAY BE ESTABLISHED WITH HOSPITAL'S FINANCIAL COUNSELOR. PAYMENT ARRANGEMENTS MAY BE MADE WITH NO INTEREST OR PENALTIES. DEFAULTING ON A PAYMENT PLAN WILL RESULT IN DISQUALIFICATION OF THIS OPTION. MEDI-CAL AND GOVERNMENT PROGRAMS -PATIENTS MAY QUALIFY FOR GOVERNMENT PROGRAMS TO ASSIST WITH ALL OR PART OF THE HOSPITAL EXPENSES. HOSPITALS RETAIN THE SERVICES OF A VENDOR FOR DETERMINING MEDI-CAL AND COVERED CALIFORNIA ELIGIBILITY TO ASSIST PATIENTS WITH THE MEDI-CAL AND CALIFORNIA CONNECT APPLICATION PROCESS. PATIENTS MAY RECEIVE BILLS FROM OTHER BILLING COMPANIES FOR ITEMS SUCH AS PHYSICIAN CHARGES, RADIOLOGY, AND AMBULANCE SERVICES. SCHEDULE H, PART VI, LINE 4 - ENCINO & SHERMAN OAKS COMMUNITY INFORMATION HOSPITALS' TOTAL SERVICE AREA IS COMPOSED OF APPROXIMATELY 1 MILLION PERSONS WITH A FORECASTED INCREASE OF 5% BY 2016. HOSPITALS' 2015 PRIMARY SERVICE AREA (PSA) INCLUDES THE COMMUNITIES OF ENCINO, WOODLAND HILLS, RESEDA, SUN VALLEY, CANOGA PARK, GRANADA HILLS, PANORAMA CITY, SAN FERNANDO, STUDIO CITY, NORTH HOLLYWOOD, SHERMAN OAKS AND WINNETKA. THE PSA IS PART OF THE CITY OF LOS ANGELES. SCHEDULE H, PART I, LINE 7, COLUMN (F) PERCENT OF TOTAL EXPENSE BAD DEBT EXPENSE OF $67,355,017. WAS INCLUDED ON FORM 990, PART IX, LINE 25, COLUMN (A), BUT WAS SUBTRACTED FROM TOTAL EXPENSE FOR THE CALCULATION OF "PERCENT OF TOTAL EXPENSE" IN THIS COLUMN. SCHEDULE H, PART III, SECTION A, LINE 2 THE AMOUNT REPORTED ON LINE 2 IS BASED ON BAD DEBTS PER THE AUDITED FINANCIAL STATEMENTS. SCHEDULE H, PART III, SECTION B, LINE 8 - HUNTINGTON BEACH & LA PALMA THE COSTING METHODOLOGY WAS BASED ON THE CMS COST REPORT COMPONENTS. SCHEDULE H, PART VI, LINE 4 - HUNTINGTON BEACH COMMUNITY INFORMATION The hospital covers a population of approximately 475,000 in 2015 (USA Census Estimate). After reviewing 2014 discharge data for HBH, the following zip codes are included in HBH's geographic service area: 92647, 92648, 92646, 92649, 92655, 92683, 92708, 92804, and 92832. The area contains multiple ethnic and racial communities, each with differing health and social welfare needs. It also includes many organizations providing various health and social services, which the hospital supports with financial and staff time assistance. SCHEDULE H, PART III, SECTION B, LINE 8 - PAMPA THE COSTING METHODOLOGY WAS BASED ON A CONTRACTUAL MODEL DEVELOPED BY PRIME CORPORATE WHERE ALLOWABLE COSTS ARE CALCULATED USING COSTS ACCOUNTING METHODS. SCHEDULE H, PART VI, LINE 2 - PAMPA NEEDS ASSESSMENT THE 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. SCHEDULE H, PART VI, LINE 3 - PAMPA PATIENT EDUCATION OF ELIGIBILITY FOR ASSISTANCE To ensure that the patients are aware of the existence of the Charity Care Program, the following actions ARE taken: a) Written notice to patients. b) Posting of notices within the Emergency Department, Billing Office, Admissions Office, and other outpatient settings. c) Notice to accompany bills to potentially eligible patients. SCHEDULE H, PART VI, LINE 4 - PAMPA COMMUNITY INFORMATION 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 18,000 people 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. SCHEDULE H, PART III, SECTION B, LINE 9B - PAMPA Pampa Regional Medical Center 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 patient financial services or his/her designee has reviewed the account and approved the advancement of the debt to collection. Pampa Regional Medical Center shall obtain an agreement from each collection agency that it utilizes to collect patient debt that the agency will comply with the requirements of Texas Health & Safety Code section 311.031 to 311.048. Neither Pampa Regional Medical Center nor any collection agency utilized by Pampa Regional Medical Center shall report adverse information to a consumer credit reporting agency or commence civil action against the patient for nonpayment at any time prior to 150 days after the initial billing if the patient lacks third party coverage or for a patient that provides information that he or she may qualify for the Charity Care Program. In addition, if a patient is attempting to qualify for eligibility under Pampa Regional Medical Center Charity Care Program or the Discount Payment Policy 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, Pampa Regional Medical Center shall not send the unpaid bill to any collection agency unless that entity has agreed to comply with Texas Health & Safety Code section 311.031 to 311.048. SCHEDULE H, PART VI, LINE 6 AFFILIATED HEALTH CARE SYSTEM PRIME HEALTHCARE FOUNDATION, INC. AND ITS SUBSIDIARIES ARE THEIR OWN HEALTH SYSTEM MANAGED BY PRIME HEALTHCARE MANAGEMENT II, INC. SCHEDULE H, PART VI, LINE 7 STATE FILING OF COMMUNITY BENEFIT REPORT THIS IS NOT APPLICABLE TO PRIME HEALTHCARE FOUNDATION, INC. AND ITS SUBSIDIARIES. SCHEDULE H, PART III, SECTION A, LINE 3 - PAMPA THE ESTIMATED AMOUNT OF THE ORGANIZATION'S BAD DEBT EXPENSE ATTRIBUTABLE TO PATIENTS ELIGIBLE UNDER THE FINANCIAL ASSISTANCE POLICY IS THE ACTUAL BAD DEBT, CHARITY, AND POLICY DISCOUNT DEDUCTIONS FROM REVENUE AS EACH HAVE A SEPARATE ACCOUNT. SCHEDULE H, PART III, SECTION A, LINE 3 - 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 FA IS CAPTURED AS EITHER CHARITY OR POLICY ADJUSTMENT, WHICH ARE DISTINCT FROM BAD DEBT EXPENSE. SCHEDULE H, PART III, SECTION B, LINE 8 - ENCINO & SHERMAN OAKS THE COSTING METHODOLOGY WAS BASED ON THE 2015 AS FILED MEDICARE COST REPORT. SCHEDULE H, PART III, SECTION B, LINE 9B - HBH, LA PALMA & MONTCLAIR THE HospitalS 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 patient financial services or his/her designee has reviewed the account and approved the advancement of the debt to collection. THE HospitalS shall obtain an agreement from each collection agency that THEY utilize to collect patient debt that the agency will comply with the requirements of california AB 774 and SB1276. Neither THE HOSPITAlS nor any collection agency utilized by THE HOSPITALS shall report adverse information to a consumer credit reporting agency or commence civil action against the patient for nonpayment at any time prior to 150 days after the initial billing if the patient lacks third party coverage or for a patient that provides information that he or she may qualify for the Charity Care Program. In addition, if a patient is attempting to qualify for eligibility under THE HospitalS' Charity Care Program or the Discount Payment Policy 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 HOSPITALS shall not send the unpaid bill to any collection agency unless that entity has agreed to comply with california AB 774 and SB1276. Any collection agency utilized by the hospitals shall comply with any payment plan entered into by a patient. THE HospitalS shall not, in dealing with patients eligible under the Charity Care Program or the Discount Payment Policy, use wage garnishments or liens on primary residences as a means of collecting unpaid hospital bills. SCHEDULE H, PART III, SECTION B, 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 LLC PRIME HEALTHCARE SERVICES - MONTCLAIR LLC PRIME HEALTHCARE SERVICES - ENCINO LLC THE FOLLOWING HOSPITALS USED OTHER COSTING METHODOLOGIES TO REPORT THE MEDICARE ALLOWABLE COSTS ON LINE 6: PRIME HEALTHCARE HUNTINGTON BEACH LLC PRIME HEALTHCARE SERVICES - PAMPA LLC PRIME HEALTHCARE LA PALMA, LLC SCHEDULE H, PART VI, LINE 5 PROMOTION OF COMMUNITY HEALTH ALL OF THE HOSPITALS CONDUCT OUTREACH PROGRAMS AS FURTHER DISCUSSED IN CHNA REPORTS. SCHEDULE H, PART III, SECTION A, LINE 3 - 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. SCHEDULE H, PART III, SECTION A, LINE 3 - 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. SCHEDULE H, PART III, SECTION B, LINE 8 - MONTCLAIR The costing methodology, and resulting allowable costs, was developed by using the cost-to-charge ratio as calculated in the latest Medicare cost report filing. SCHEDULE H, PART VI, LINE 2 - MONTCLAIR NEEDS ASSESSMENT The 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. SCHEDULE H, PART VI, LINE 4 - MONTCLAIR COMMUNITY INFORMATION Montclair Hospital Medical Center service area covers a population of approximately 1.1 million in 2013. Montclair is located at the western edge of San Bernardino County, California. The overall population growth of the total service area is projected to increase by 4.4% by 2018. This is slightly less than overall growth in the County of San Bernardino which is projected to increase approximately 5% by 2018. The most significant growing age group is adults 45-64. The fastest growth of the population in this geographic area is ages of 65 and over. Though this age group represents only an average of 8.8% of the total population, the large increase of the older population is important to note as this segment of the population has health requirements unique to it, including ongoing medical conditions management as well as long term care needs. Approximately 67% of the population residing in the Primary Service Area are Latino/Hispanic. In the Secondary Service Area, the Latino/Hispanic community amounts to approximately 53% of the total population. This segment of the population is forecasted to remain the largest and is expected to grow moderately through 2018. SCHEDULE H, PART VI, LINE 2 - HUNTINGTON BEACH & LA PALMA NEEDS ASSESSMENT THE HEALTHCARE NEEDS OF THE COMMUNITIES SERVED BY HUNTINGTON BEACH HOSPITAL AND LA PALMA INTERCOMMUNITY HOSPITAL ARE ASSESSED IN A VARIETY OF WAYS INCLUDING DIRECT INPUT FROM THE COMMUNITY DURING COMMUNITY EVENTS AND OUTREACH OPPORTUNITIES. SCHEDULE H, PART VI, LINE 4 - LA PALMA COMMUNITY INFORMATION the hospital covers a population of approximately 891,000 in 2015, according to US Census estimates. OF THAT TOTAL, ROUGHLY 40% COME FROM THE PRIMARY SERVICE AREA CONSISTING OF THE FOLLOWING ZIP CODES: 90620, 90621, 90623, 90630, 90650, 90701, 90703, AND 90715. THE REMAINDER ARE FROM THE SECONDARY SERVICE AREA CONSISTING OF THE FOLLOWING ZIP CODES: 92801, 92804, 90706, 92833, 90716, 90638, 90805, 90723, AND 90680. The area contains multiple ethnic and racial communities, each with differing health and social welfare needs. It also includes many organizations providing various health and social services, which the hospital supports with financial and staff time assistance. SCHEDULE H, PART I, LINE 3C Following are the criteria used for determining eligibility for free care: A patient qualifies for the Charity Care Program if all of the following conditions are met: (1) the patient does not have third party coverage from a health insurer, health care service plan, union trust plan, Medicare, Medi-Cal or Medicaid as determined and documented by the hospital; (2) the patients injury is not a compensable injury for purposes of workers compensation, automobile insurance, or other insurance as determined and documented by the hospital; (3) the patients family income does not exceed 350% of the Federal Poverty Level; and (4) the patient has monetary assets of less than $10,000.00. Following are the criteria used for determining eligibility for discounted care: A patient who does not have third party coverage from a health insurer, health care service plan, union trust plan, Medicare, or Medicaid or whose injury is not a compensable injury for purposes of workers compensation, automobile insurance, or other insurance as determined and documented by the hospital and whose family income does not exceed 450% of the Federal Poverty Level shall be eligible for the Discount Payment Program. A patient who has third party coverage or whose injury is a compensable injury for purposes of workers compensation, automobile insurance, or other insurance as determined and documented by the hospital may qualify for the Discount Payment Program if all of the following conditions are met: (1) the patient has a family income of less than 450% of the Federal Poverty Level; (2) the patient does not receive a discount rate from the hospital as a result of his or her third party coverage; and (3) the patient has annual out-of-pocket costs incurred by that individual at the hospital that exceed 10% of the patients family income in the prior 12 months or the patient has annual out of pocket expenses that exceed 10% of the patients family income if the patient provides documentation of the patient's medical expenses paid by the patient or the patient's family in the prior 12 months. The Director of the Hospital's Patient Financial Services, (PFS) shall also have the discretion to extend charity care or a discount to patients under the following circumstances: a. The patient qualifies for limited benefits under the State's Medicaid or Medi-Cal Program, i.e., limited pregnancy or emergency benefits, but does not have benefits for other services provided at the Hospital. b. The patient qualifies for a Medically Indigent Adult Program offered by a county other than the one in which the Hospital is located. c. Reasonable efforts have been made to locate and contact the patient, such efforts have been unsuccessful, and the Hospital's PFS Director has reason to believe that the patient would qualify for charity or a discount, i.e., homeless; d. A Third Party Collection Agency has made efforts to collect the outstanding balance and has recommended to the Hospital's PFS Director that charity care or a discount be offered. true GREAT BALLS OF FIRE PO Box 757 Huntington Beach CA 92648 205098860 501(c)(3) 10000 GENERAL SUPPORT BOYS AND GIRLS CLUB OF HUNTINGTON VALLEY 16582 Brookhurst St Fountain Valley CA 92708 956192466 501(c)(3) 7500 general support HUNTINGTON BEACH POLICE OFFICERS' FOUNDATION PO BOX 896 HUNTINGTON BEACH CA 92648 330932434 501(c)(3) 5500 GENERAL SUPPORT CALIFORNIA UNIVERSITY OF SCIENCE AND MEDICINE 3300 E GUASTI ROAD SUITE 300 ONTARIO CA 91761 464141445 501(c)(3) 2000000 GENERAL SUPPORT LOS ANGELES FIRE DEPARTMENT FOUNDATION 1875 CENTURY PARK EAST 200 LOS ANGELES CA 90067 272007326 501(C)(3) 5450 GENERAL SUPPORT THE VALLEY ECONOMIC ALLIANCE 5121 VAN NUYS BLVD 200 SHERMAN OAKS CA 91403 954524503 501(C)(3) 23750 GENERAL SUPPORT 6 SCHEDULE I, PART I, LINE 2 ALL GRANTS MADE BY THE ORGANIZATION ARE TO 501(C)(3) ORGANIZATIONS AS DETERMINED BY THE INTERNAL REVENUE SERVICE AND PUBLISHED IN PUBLICATION 78 OR GOVERNMENTAL AGENCIES. RECIPIENTS ARE ALL PUBLIC CHARITIES OR GOVERNMENTAL AGENCIES 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 ORGANIZATIONS. false false false false false false false false false Brad Morse CEO - PAMPA 228951 0 20000 0 0 0 18000 0 1200 0 268151 0 0 0 Bockhi Park VICE CHAIR/CEO-EHMC & SOH 411496 0 100000 0 0 0 0 0 17905 0 529401 0 0 0 Kanner Tillman CFO - ENCINO & SHERMAN OAKS 229411 0 25000 0 0 0 0 0 14018 0 268429 0 0 0 EM V Garcia Hospital Admin. - EHMC & SOH 223056 0 30000 0 0 0 0 0 5420 0 258476 0 0 0 Keith SINN DIRECTOR OF PHARMACY - SOH 183685 0 0 0 0 0 0 0 0 0 183685 0 0 0 SALINA WONG PHARMACIST - HBH 189091 0 0 0 0 0 0 0 0 0 189091 0 0 0 ROLAND SANTOS CHIEF NURSING OFFICER - SOH 181912 0 25000 0 0 0 0 0 6731 0 213643 0 0 0 RUBEN GARZA COO - PAMPA 150832 0 10000 0 0 0 6347 0 1200 0 168379 0 0 0 GAIL AVIADO CHIEF NURSING OFFICER - MHMC 189449 0 0 0 0 189449 0 SCHEDULE J, PART 1, LINE 3 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. The CEO of Prime Healthcare Foundation, Inc. ("PHF") is not compensated by PHF. PRIME HEALTHCARE MANAGEMENT IIINC SEE PART V 22167368 MANAGEMENT FEES true BIO-MED SERVICES INC SEE PART V 1954408 ASSET MANAGEMENT SERVICES false PART IV, LINE (1), COLUMN (B) ENTITY IS OWNED BY PRESIDENT/DIRECTOR. PART IV, LINE (2), COLUMN (B) ENTITY IS OWNED BY FAMILY MEMBERS OF PRESIDENT/DIRECTOR, ONE OF WHOM IS ALSO A DIRECTOR OF PRIME HEALTHCARE FOUNDATION, INC. X 1 12105984 FMV X 1 38590576 FMV X 1 23500000 FMV 2 false false false SCHEDULE M, PART I, COLUMN (B) THE ORGANIZATION IS REPORTING THE NUMBER OF CONTRIBUTIONS RECEIVED IN COLUMN (B) OF PART I. FORM 990, PART VI, SECTION A, LINE 2 PREM REDDY, M.D. AND KAVITHA BHATIA, M.D. HAVE A FAMILY RELATIONSHIP. FORM 990, PART VI, SECTION B, LINE 11B BEFORE FILING, FORM 990 AND SUPPLEMENTAL INFORMATION TO FORM 990 IS SENT TO ALL BOARD MEMBERS FOR THEIR REVIEW, QUESTIONS AND COMMENTS. FORM 990, PART VI, SECTION C, LINE 19 GOVERNING DOCUMENTS ARE AVAILABLE UPON REQUEST. FORM 990, PART VI, SECTION A, LINE 6 DR. PREM REDDY IS THE SOLE MEMBER OF PRIME HEALTHCARE FOUNDATION, INC. FORM 990, PART IV, LINE 20B THE AUDITED FINANCIAL STATEMENTS THAT ARE ATTACHED TO THIS RETURN INCLUDE KNAPP MEDICAL CENTER AND ITS SUBSIDIARIES: KNAPP MEDICAL GROUP, MID-VALLEY PHYSICIANS ASSOCIATION, INC, AND KNAPP MEDICAL CENTER ASC, LLC. HOWEVER, THESE ENTITIES ARE NOT INCLUDED IN THIS RETURN AS THEY ARE SEPARATE ENTITIES FOR TAX PURPOSES THAT FILE THEIR OWN TAX RETURNS. THE AUDITED FINANCIAL STATEMENTS THAT ARE ATTACHED TO THIS RETURN ALSO INCLUDE SIGNATURE PAMPA MEDICAL GROUP. THIS ENTITY IS NOT INCLUDED IN THIS RETURN AS IT IS A SEPARATE ENTITY FOR TAX PURPOSES THAT FILES ITS OWN TAX RETURN. FORM 990, PART VI, SECTION B, LINE 12C THE CONFLICT OF INTEREST POLICY IS MONITORED BY THE REVIEW OF QUESTIONNAIRES THAT ARE COMPLETED ANNUALLY. FORM 990, PART VI, SECTION B, LINES 15A AND 15B 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. The CEO of Prime Healthcare Foundation, Inc. ("PHF") is not compensated by PHF. FORM 990, PART VI, SECTION A, LINES 7A AND 7B THE SOLE MEMBER HAS THE RIGHT TO APPOINT THE MEMBERS OF THE ORGANIZATION'S GOVERNING BODY. CERTAIN GOVERNANCE DECISIONS OF THE ORGANIZATION ARE RESERVED TO ITS SOLE MEMBER. FORM 990 PART IX LINE 24 - OTHER EXPENSES DESCRIPTION:FOOD TOTAL EXPENSES:2428045 PROGRAM SERVICES:2428045 FORM 990 PART IX LINE 24 - OTHER EXPENSES DESCRIPTION:LINEN/BEDDING TOTAL EXPENSES:70110 PROGRAM SERVICES:70110 FORM 990 PART IX LINE 24 - OTHER EXPENSES DESCRIPTION:CLEANING TOTAL EXPENSES:552717 PROGRAM SERVICES:552717 FORM 990 PART IX LINE 24 - OTHER EXPENSES DESCRIPTION:MINOR MEDICAL EQUIPMENT TOTAL EXPENSES:846028 PROGRAM SERVICES:846028 FORM 990 PART IX LINE 24 - OTHER EXPENSES DESCRIPTION:OTHER SUPPLIES TOTAL EXPENSES:6410204 PROGRAM SERVICES:6410204 FORM 990 PART IX LINE 24 - OTHER EXPENSES DESCRIPTION:TRAINING TOTAL EXPENSES:301868 PROGRAM SERVICES:301868 FORM 990 PART IX LINE 24 - OTHER EXPENSES DESCRIPTION:DUES AND SUBSCRIPTION TOTAL EXPENSES:614750 PROGRAM SERVICES:604124 MANAGEMENT AND GENERAL:10626 FORM 990 PART IX LINE 24 - OTHER EXPENSES DESCRIPTION:OTHER EXPENSES TOTAL EXPENSES:2171882 PROGRAM SERVICES:1342145 MANAGEMENT AND GENERAL:829737 FORM 990 PART IX LINE 24 - OTHER EXPENSES DESCRIPTION:TAXES AND LICENSES TOTAL EXPENSES:34793006 PROGRAM SERVICES:34102919 MANAGEMENT AND GENERAL:690087 FORM 990 PART IX LINE 24 - OTHER EXPENSES DESCRIPTION:RECRUITING TOTAL EXPENSES:186327 PROGRAM SERVICES:186327 FORM 990 PART IX LINE 24 - OTHER EXPENSES DESCRIPTION:SETTLEMENT EXPENSE TOTAL EXPENSES:2200000 MANAGEMENT AND GENERAL:2200000 FORM 990 PART IX LINE 24 - OTHER EXPENSES DESCRIPTION:INSURANCE CLAIMS EXPENSE TOTAL EXPENSES:5376468 PROGRAM SERVICES:5376468 PRIME HEALTHCARE SERVICES - ENCINO LLC 16850 BEAR VALLEY RD STE 200 VICTORVILLE CA 92395 262128507 HOSPITAL CA -2574032 40074072 PHF PRIME HEALTHCARE SERVICES - MONTCLAIR LL 16850 BEAR VALLEY RD STE 200 VICTORVILLE CA 92395 202898771 HOSPITAL CA -1165700 49038457 PHF PRIME HEALTHCARE SERVICES - SHERMAN OAKS 16850 BEAR VALLEY RD STE 200 VICTORVILLE CA 92395 202546649 HOSPITAL DE 11222393 74088464 PHF PRIME HEALTHCARE HUNTINGTON BEACH LLC 16850 BEAR VALLEY RD STE 200 VICTORVILLE CA 92395 205252882 HOSPITAL DE -6146689 81367728 PHF PHSF VICTOR VALLEY LLC 16850 BEAR VALLEY ROAD STE 200 VICTORVILLE CA 92395 273455658 HOLDING CO. 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