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HOSPITAL ASSOCIATIONS ARE FOR LOBBYING ACTIVITIES. DURING THIS PAST YEAR, THE ST. JOSEPH HEALTH SYSTEM HAS CONDUCTED AN ADVOCACY EFFORT WHICH INCLUDED SOME LOBBYING ACTIVITY. THESE INCLUDED MEETINGS WITH LOCAL, STATE,AND FEDERAL LEGISLATORS, THEIR STAFF AND OTHER GOVERNMENTAL OFFICIALS; AND COMMUNICATIONS TO LEGISLATORS ADVOCATING POSITIONS ON LEGISLATION. 566823 70417 3000 634240 549770 20053 3000 566823 530889 21881 3000 549770 473913 59976 3000 530889 420803 56110 3000 473913 1.00000 false true true 30153187 30153187 107135872 55311093 51824779 328078 205307 122771 70921032 55529615 15391417 42103112 1559354 40543758 138035912 0 INTERCOMPANY W/HEALTH SYSTEM BONDS 61019735 DUE TO 3RD PARTY PAYORS 11492950 CAPITAL LEASE 1383318 ANNUITY AND TRUST PAYABLE 650136 457F LIABILITY 74819 SECURITY DEPOSIT 5693 74626651 X SCHEDULE D, PART V, LINE 4 ENDOWMENT FUNDS USE ENDOWMENT FUNDS WERE DESIGNATED TO PROVIDE SCHOLARSHIP FUNDS FOR NURSING STUDENTS. SCHEDULE D, PART X, LINE 2 FIN 48 (ASC 740) FOOTNOTE ACCOUNTING STANDARDS CODIFICATION (ASC) 740, INCOME TAXES, CLARIFIES THE ACCOUNTING FOR INCOME TAXES BY PRESCRIBING A MINIMUM RECOGNITION THRESHOLD THAT A TAX POSITION IS REQUIRED TO MEET BEFORE BEING RECOGNIZED IN THE FINANCIAL STATEMENTS. ASC 740 ALSO PROVIDES GUIDANCE ON DERECOGNITION, MEASUREMENT, CLASSIFICATION, INTEREST AND PENALTIES, DISCLOSURE, AND TRANSITION. THE GUIDANCE IS APPLICABLE TO PASS-THROUGH ENTITIES AND TAX-EXEMPT ORGANIZATIONS. NO SIGNIFICANT TAX LIABILITY FOR TAX BENEFITS, INTEREST OR PENALTIES WAS ACCRUED AT JUNE 30, 2014 OR 2013. ANNUAL GALA 211625 19320 192305 3150 54261 48316 35000 17093 MEN WHO COOK 38115 12320 25795 181 2304 0 0 414 0 249740 31640 218100 3331 56565 48316 35000 17507 160719 57381 true true X true X true X 500. true true true false true true 6203860 6203860 0.02290 64945939 52305722 12640217 0.04660 71149799 52305722 18844077 0.06950 701124 196357 504767 0.00190 419384 419384 0.00150 5682198 926061 4756137 0.01750 148993 148993 0.00050 6951699 1122418 5829281 0.02140 78101498 53428140 24673358 0.09090 1419 1419 0.00000 2228 2228 0.00000 4989 4989 0 4989 4989 0 4989 4989 0 21773 21158 615 0.00000 383 0 383 0.00000 0 0 0 0.00000 40770 36125 4645 0.00000 false 2922691 54572613 64326855 -9754242 X true true 1 1 ST MARY MEDICAL CENTER 18300 HIGHWAY 18 APPLE VALLEY CA 92307 www.stmaryapplevalley.com 240000207 X X X ST MARY MEDICAL CENTER 1 true X X X X X X X X X 13 true false true X SEE SCHEDULE H, PART V, SECTION C X X X X X X X false false true true 200. true 500. true X X X X X X X X true true X true false X X true X false false SCHEDULE H, PART V, SECTION B, LINE 3 THE HOSPITAL PLACES ON ITS INTERNET SITE ALL COMMUNITY HEALTH NEEDS ASSESSMENT REPORTS, COMMUNITY BENEFIT PLANS AND ANNUAL COMMUNITY BENEFIT REPORTS. THE HOSPITAL OPERATES A HEALTHY COMMUNITY DEPARTMENT WORKING WITH NUMEROUS COMMUNITY PARTNERS AND RESIDENTS WHO PROVIDE INPUT ON HEALTH AND SOCIAL NEEDS THROUGHOUT THE YEAR. ADDITIONALLY, THE HOSPITAL OPERATES TWO FIXED COMMUNITY CLINICS AND A MOBILE MEDICAL UNIT. THE HOSPITAL'S COMMUNITY CLINICS SERVE POOR PATIENTS IN THE COMMUNITIES OF ADELANTO, APPLE VALLEY, HESPERIA AND VICTORVILLE. THE PRIMARY CARE SERVICES THAT ARE PROVIDED TO THIS POPULATION PROVIDES FEEDBACK THAT LOW COST SPECIALTY CARE SERVICES ARE NEEDED. FEEDBACK TO THE HOSPITAL'S HEALTHY COMMUNITIES TEAM IS ALWAYS FOCUSED ON THE NEED FOR ADDITIONAL SERVICES PROVIDED IN LOW INCOME COMMUNITIES. THIS INCLUDES: THE NEED FOR LOW COST ACCESS TO HEALTHY FOODS, ADDITIONAL HEALTH PROVIDERS LOCATED IN POOR NEIGHBORHOODS, AN IMPROVED TRANSPORTATION SYSTEM THAT PROVIDING IMPROVED SERVICE FOR LOW INCOME PERSONS, THE DEVELOPMENT OF ADDITIONAL BEHAVIORAL HEALTH SERVICES INCLUDING AN INPATIENT PSYCHIATRIC PROGRAM, CREATION OF A FOOD BANK, IMPROVED JOB TRAINING AND EMPLOYMENT OPPORTUNITIES AND INCREASED AFFORDABLE HOUSING FOR THE HOMELESS. THE HOSPITAL RECEIVES FEEDBACK FROM TWO PARTNERS USING HOSPITAL GRANTS TO SERVE THE POOR WITH FOOD, HOUSING AND UTILITY ASSISTANCE. THEIR QUARTERLY REPORTS CITE A DEMAND OF SERVICES EXCEEDING THE SUPPLY OF FOOD OR FUNDS. THE REGION SUFFERS FROM AN UNEMPLOYMENT RATE THAT IS TYPICALLY ONE TO TWO PERCENTAGE POINTS HIGHER THAN THE STATEWIDE AVERAGE. THAT PERCENTAGE IS 8.9% FOR DECEMBER 2013. THE HOSPITAL RECEIVES FEEDBACK FROM SAN BERNARDINO COUNTY PUBLIC HEALTH THAT COLLABORATIVE EFFORTS WILL SPEED THE OPENING OF LOCAL COMMUNITY CLINICS SERVING THE POOR. SAN BERNARDINO COUNTY EXPERIENCES AN ACUTE PHYSICIAN SHORTAGE TO SERVE ITS POPULATION. THE HOSPITAL JOINED A COUNTY-WIDE COMMUNITY CLINIC COLLABORATIVE AND HAS ASSISTED IN THE OPENING OF FOUR (4) LOCAL COMMUNITY CLINICS SERVING LOW INCOME PERSONS. THE HOSPITAL WORKED CLOSELY WITH KAISER FONTANA WHO PROVIDED TECHNICAL ASSISTANCE AND START-UP GRANTS FOR CLINIC EXPANSION. ADDITIONALLY, THE HOSPITAL WORKED WITH THE NEWLY FORMED COMMUNITY CLINIC ASSOCIATION TO STREAMLINE THE REFERRAL OF POOR PATIENTS OBTAINING SPECIALTY CARE AT THE COUNTY HOSPITAL. THE HOSPITAL RECEIVED FEEDBACK FROM RESIDENTS AND LEADERS THAT COMMUNITIES NEED ADDITIONAL HEALTH CLINICS. THIS FEEDBACK RESULTED IN THE HOSPITAL RECRUITING MOLINA HEALTH TO OPEN ITS FIRST CLINIC IN THE VICTOR REGION. IN 2013 MOLINA OPENED A SECOND CLINIC IN THE CITY OF VICTORVILLE. THE HOSPITAL RECEIVED FEEDBACK FROM THE COUNTY'S HEALTHY COMMUNITIES PROGRAM THAT COORDINATING RESOURCES AND ADVOCACY COULD HELP "PUSH" LOCAL CITY LEADERS TO PRIORITIZE PARK AND RECREATION AND IMPROVED STREET PROGRAMS (PROVIDING SIDEWALKS, WALKING TRAILS AND BICYCLE LANES). THIS ADVOCACY RESULTED IN THE HOSPITAL'S CONTINUED WORK SUPPORTING/MANAGING FOUR (4) HEALTHY CITY CAMPAIGNS WHICH ALSO PROVIDES THE HOSPITAL FEEDBACK ABOUT THE LOCAL RESIDENT'S NEED FOR INCREASED ACCESS TO HEALTHY FOODS, SAFER STREETS, PARK AND RECREATION, THE NEED FOR MORE MEDICAL CARE, MORE EMPLOYMENT AND CAREER DEVELOPMENT PROGRAMS. THE HOSPITAL'S WORK IS NOW REGIONAL WITH MULTIPLE CITIES ENGAGED. FEEDBACK FROM THE COUNTY'S INLAND EMPIRE CHILDREN'S HEALTH INITIATIVE URGED THE HOSPITAL TO ASSIST IN DEVELOPING ENROLLMENT CAMPAIGNS TARGETING HISPANIC FAMILIES TRADITIONALLY NOT ENROLLING INTO HEALTH INSURANCE. THE HOSPITAL IS THE ONLY VICTOR VALLEY REPRESENTATIVE ON THIS COUNTY LEVEL COLLABORATIVE. HEALTH INSURANCE RESEARCH ESTIMATES THAT THE VICTOR VALLEY HAS 67,000 UNINSURED RESIDENTS AND AN ESTIMATED 32,000 OF THEM ELIGIBLE FOR MEDI-CAL. IN RESPONSE, THE HOSPITAL DEVELOPED A LOCAL NETWORK OF BILINGUAL HEALTH INSURANCE ENROLLERS. THE HOSPITAL ALSO IDENTIFIED SCHOOLS WHERE LARGE NUMBERS OF HISPANIC FAMILIES MEET TO DISCUSS THEIR CHILDREN'S EDUCATION. THESE MEETINGS SERVE AS EDUCATION OPPORTUNITIES TO DISCUSS COMMUNITY BARRIERS TO SERVICES, HEALTH CONDITIONS AND HEALTH INSURANCE. FEEDBACK FROM SAN BERNARDINO COUNTY'S ONLY FOOD BANK URGED THE HOSPITAL PARTICIPATE DEVELOPING A COUNTY-WIDE FOOD POLICY INCLUDING DEVELOPMENT OF A TRANSPORTATION SERVICE WHEREBY LARGER QUANTITIES OF FOOD COULD BE DELIVERED TO LOCAL FOOD PANTRIES. IN RESPONSE, THE HOSPITAL IDENTIFIED FOUR PROGRAMS AND SECURED GRANT FUNDS TO BEGIN A COLLABORATIVE FOOD TRANSPORT SERVICE. THE LONG TERM GOAL OF THIS PROJECT COULD LEAD TO THE DEVELOPMENT OF THE HIGH DESERT'S FIRST FOOD BANK. THE NEED FOR A VICTOR-BARSTOW FOOD BANK HAS BEEN IDENTIFIED AS A NEED BY PARTNERS SERVING THE POOR. SCHEDULE H, PART V, SECTION B, LINE 5 CHNA WEBSITE ADDRESS HTTP://WWW.STMARYAPPLEVALLEY.COM/DOCUMENTS/COMMUNITY-BENEFIT/2014-COMMUNIT Y-HEALTH-NEEDS-ASSESMENT-REPORT.PDF SCHEDULE H, PART V, SECTION B, LINE 7 AS THE REGION'S ONLY NON-PROFIT HOSPITAL, ST. MARY COMPLETES A COMPREHENSIVE COMMUNITY HEALTH NEEDS ASSESSMENTS INCLUDING INPUT FROM RESIDENTS, COMMUNITY PARTNERS AND COUNTY AGENCIES INCLUDING SAN BERNARDINO COUNTY PUBLIC HEALTH. A HEALTH SURVEY WAS CONDUCTED LOCALLY TO OBTAIN PRIMARY HEALTH DATA BY INTERVIEWING 700 RANDOMLY SELECTED HOUSEHOLDS REPRESENTING THE HOSPITAL'S PRIMARY AND SECONDARY SERVICE AREAS. COLLECTION OF THIS PRIMARY HEALTH DATA WAS THEN CROSS-REFERENCED WITH HEALTH BENCHMARKS ESTABLISHED AT THE COUNTY, STATE OF CALIFORNIA AND NATIONAL LEVEL (HEALTHY PEOPLE 2020. THE HOSPITAL WORKS IN A COMMUNITY BENEFIT COLLABORATIVE OF SIX (6) NONPROFIT HOSPITALS TO DISCUSS RESULTS OF EACH HOSPITAL'S COMMUNITY HEALTH NEEDS ASSESSMENT. DISCUSSIONS INCLUDE COMMON APPROACHES ADDRESSING SIGNIFICANT HEALTH AND SOCIAL NEEDS REGIONALLY. THE COLLABORATIVE HAS IDENTIFIED: (1) ACCESS TO CARE AND (2) HEART DISEASE AS REGIONAL ISSUES WITH CROSS-CUTTING THEMES OF OBESITY, AND POOR PHYSICAL ENVIRONMENTS PROMOTING HEALTH. A RESULT OF THE HOSPITAL'S 2012 COMMUNITY HEALTH NEEDS ASSESSMENT IDENTIFIED 16 HEALTH/DISEASE OR POPULATION BEHAVIOR RISKS HIGHER THAN STATE AND NATIONAL BENCHMARKS. IN FY14 THE HOSPITAL CONTINUED TO IMPLEMENT PROGRAMS ADDRESSING THE PRIORITY ISSUES: (1) ACCESS TO CARE, (2) CHILD/FAMILY OBESITY, (3) BREASTFEEDING AND (4) DIABETES. THE HOSPITAL'S SUCCESS WITH ACCESS TO CARE INCLUDES ENROLLING 963 PERSONS INTO HEALTH INSURANCE, AND THE OPENING OF TWO ADDITIONAL COMMUNITY CLINICS SERVING THE AREA'S POOR. THE TWO CLINICS PROVIDE PRIMARY CARE AND MENTAL HEALTH SERVICES TO LOW INCOME PERSONS. THE HOSPITAL'S FAMILY OBESITY PROGRAM WORKS IN 9 SCHOOLS AND 13 CLASSROOMS. THE PROGRAM HAS BEEN ADOPTED BY PARTNERS COUNTY-WIDE AT FEDERALLY FUNDED HEAD STARTS. THE PROGRAM ASSISTED 17% OF OVERWEIGHT OR OBESE CHILDREN (AGES 3-6 YEARS) TO DROP ONE WEIGHT CLASSIFICATION AS A RESULT OF FAMILY CHANGES IN EATING AND PLAYTIME. THE HOSPITAL'S COMPREHENSIVE DIABETES PROGRAM FOR THE UNINSURED IS THE ONLY ONE OF ITS KIND IN THE REGION. THE PROGRAM REPORTS THAT 80% OF PATIENTS REPORT MAINTAINING HGA1C LEVELS LESS THAN 7 AND 90% HAVE COMPLIED WITH ACCESSING ANNUAL EYE AND FOOT EXAMS. THE HOSPITAL CONTINUED TO IMPLEMENT ITS BREASTFEEDING WORK AS AN ELEMENT OF ITS BABY FRIENDLY DESIGNATION. THE HOSPITAL'S COMMUNITY HEALTH DEPARTMENT TRACKS THE NUMBER OF MOMS PROVIDING BREAST MILK AT ONE, THREE AND SIX MONTH INTERVALS AS WELL AS PROVIDING PATIENTS LACTATION AND BREAST PUMP ASSISTANCE. THE PROGRAM IS CONSIDERED A BEST PRACTICE BY THE COUNTY WIC AGENCY. A DETAILED DISCUSSION OF THE HOSPITAL ADDRESSING HEALTH NEEDS FOLLOWS. HOSPITAL RESPONSE TO IDENTIFIED HEALTH NEEDS THE HOSPITAL'S HEALTH ASSESSMENT IDENTIFIED 16 HEALTH AND SOCIAL CONDITIONS AT LEVELS GREATER THAN STATE OR NATIONAL BENCHMARKS. THESE CONDITIONS ARE: CHILD ASTHMA, CANCER, DIABETES, STROKE, HYPERTENSION AND HIGH CHOLESTEROL, DEPRESSION AND LOW SELF-RATED MENTAL HEALTH, ARTHRITIS AND ACTIVITY LIMITATION, FAIR AND POOR SELF-RATED HEALTH, OBESITY, ACCESS TO GROCERY STORES, HIGH USE OF ALCOHOL AND TOBACCO, POOR DENTAL CARE, UNINSURED AND HIGH BARRIERS TO ACCESS TO HEALTH SERVICES. DURING THE HOSPITAL'S ASSESSMENT OF FINDINGS AND FEEDBACK SESSIONS WITH RESIDENTS AND PARTNERS, THE HOSPITAL PRIORITIZED FOUR HEALTH ISSUES THAT WERE NOT BEING ADDRESSED AT ALL OR NEEDED INCREASED HOSPITAL SUPPORT. THESE ISSUES ARE: ACCESS TO CARE, DIABETES, OBESITY AND MENTAL HEALTH. THE HOSPITAL IDENTIFIED PUBLIC HEALTH PROVIDING PROGRAMS ADDRESSING CHILD ASTHMA AND MENTAL HEALTH INCLUDING CRISIS SERVICES. THE HOSPITAL PARTNERS WITH A COMMUNITY ORGANIZATION PROVIDING DENTAL CARE TO LOW INCOME AND THE UNINSURED. THE HOSPITAL PRIORITIZATION OF ACCESS TO CARE AND DIABETES WAS ALSO IDENTIFIED REGIONALLY. THE HOSPITAL NOTED THE EXPERTISE OF THE AMERICAN HEART ASSOCIATION AND THE COUNTY'S 211 PROGRAM TO EDUCATE ON THE RISKS OF HEART DISEASE AND SIGNS OF STROKE. THE HOSPITAL RECOGNIZED THAT IT IS THE COMMUNITY'S ONLY PROVIDER OF COMPREHENSIVE SERVICES ADDRESSING OBESITY AND DIABETES. THE HOSPITAL PARTNERS WITH COMMUNITY CLINICS TO ASSIST IN EXPANDING ACCESS TO CARE. THE HOSPITAL CONTINUES ENROLLMENT OF UNINSURED INTO HEALTH INSURANCE. THE HOSPITAL PARTNER'S WITH THE COUNTY'S LARGEST MEDI-CAL PROVIDER TO NAVIGATE ON FREQUENT USERS OF ACUTE CARE HEALTH SERVICES. THE HOSPITAL'S OBESITY PROGRAM INCLUDES STRATEGIES ADDRESSING TOBACCO, ALCOHOL AND ACCESS TO HEALTHY FOODS. THE HOSPITAL IS ADDRESSING THESE ISSUES IN PARTNERSHIP WITH CITY HEALTH CAMPAIGNS AND COUNTY PUBLIC HEALTH. RESIDENT FEEDBACK INCLUDED THE NEED FOR MORE LOCAL GROCERY STORES AND PARKS. RESIDENTS IN ADELANTO WANT THE HOSPITAL TO BRING MORE HEALTH SERVICES TO THEIR COMMUNITY INCLUDING AN URGENT CARE CENTER, MENTAL HEALTH PROVIDERS AND DIABETES EDUCATION AND LOW COST SERVICES TO EQUIPMENT, TEST STRIPS AND MEDICATION. THE HOSPITAL, AS PREVIOUSLY MENTIONED, HELPED MOLINA HEALTH TO OPEN A CLINIC IN ADELANTO IN 2012. FEEDBACK FROM NON-PROFIT AGENCIES WAS A LOW COST TRANSPORTATION SERVICE WAS NEEDED TO CONNECT THE POOR WITH THEIR HEALTH HAND SOCIAL SERVICE NEEDS. THE HOSPITAL IS ASSESSING THE DEVELOPMENT OF TRANSPORTATION PROGRAMS WITH THE TECHNICAL ASSISTANCE OF VICTOR VALLEY TRANSIT AUTHORITY. FEEDBACK FROM HOMELESS PERSONS ADVOCATE FOR GREATER ACCESS TO FOOD, EMPLOYMENT AND HOUSING AS WELL AS ACCESS TO HEALTH INSURANCE AND EYE GLASSES. SCHEDULE H, PART V, SECTION B, LINE 12I BASIS FOR CALCULATING AMOUNTS CHARGED TO PATIENTS: THE ORGANIZATION RECOGNIZES THAT A PORTION OF THE UNINSURED OR UNDERINSURED PATIENT POPULATION MAY NOT ENGAGE IN THE TRADITIONAL FINANCIAL ASSISTANCE APPLICATION PROCESS. THEREFORE, THE ORGANIZATION ALSO USES AN AUTOMATED PREDICTIVE SCORING TOOL TO IDENTIFY AND QUALIFY PATIENTS FOR FINANCIAL ASSISTANCE FOR ACCOUNTS THAT ARE INITIALLY CLASSIFIED AS BAD DEBT. SCHEDULE H, PART V, SECTION B, LINE 14G MEASURES USED TO PUBLICIZE THE FACILITY'S FINANCIAL ASSISTANCE POLICY: THE ORGANIZATION ADHERES TO STATE REGULATIONS IN PUBLICIZING ITS FINANCIAL ASSISTANCE POLICY. THESE REGULATIONS INCLUDE THE POSTING OF THE FULL POLICY ON THE OFFICE OF STATEWIDE HEALTH PLANNING AND DEVELOPMENT (OSHPD) WEBSITE. IN ADDITION, POLICY NOTICES ARE POSTED IN CONSPICUOUS AREAS SUCH AS EMERGENCY DEPARTMENTS, BILLING OFFICES, ADMISSIONS OFFICES AND OTHER OUTPATIENT SETTINGS. INDIVIDUAL NOTICES OF FINANCIAL ASSISTANCE ARE INCLUDED WITH BILLINGS FOR PATIENTS WHO HAVE NOT PROVIDED PROOF OF THIRD-PARTY COVERAGE ALONG WITH CONTACT INFORMATION IN THE EVENT OF ADDITIONAL INQUIRIES. NOTICES OF FINANCIAL ASSISTANCE ARE ALSO PROVIDED UPON INQUIRY. WRITTEN NOTICES ARE PROVIDED IN ALL LANGUAGES SPOKEN BY 5% OR MORE OF THE HOSPITAL'S SERVICE AREA. PROVIDED UPON INQUIRY. SCHEDULE H, PART V, SECTION B, LINE 18E THE ORGANIZATION ADHERES TO STATE REGULATIONS IN PUBLICIZING ITS FINANCIAL ASSISTANCE POLICY. THESE REGULATIONS INCLUDE THE POSTING OF THE FULL POLICY ON THE OFFICE OF STATEWIDE HEALTH PLANNING AND DEVELOPMENT (OSHPD) WEBSITE. IN ADDITION, POLICY NOTICES ARE POSTED IN CONSPICUOUS AREAS SUCH AS EMERGENCY DEPARTMENTS, BILLING OFFICES, ADMISSIONS OFFICES AND OTHER OUTPATIENT SETTINGS. INDIVIDUAL NOTICES OF FINANCIAL ASSISTANCE ARE INCLUDED WITH BILLINGS FOR PATIENTS WHO HAVE NOT PROVIDED PROOF OF THIRD-PARTY COVERAGE ALONG WITH CONTACT INFORMATION IN THE EVENT OF ADDITIONAL INQUIRIES. NOTICES OF FINANCIAL ASSISTANCE ARE ALSO PROVIDED UPON INQUIRY. WRITTEN NOTICES ARE PROVIDED IN ALL LANGUAGES SPOKEN BY 5% OR MORE OF THE HOSPITAL'S SERVICE AREA. SCHEDULE H, PART V, SECTION B, LINE 20D AMOUNTS CHARGED TO FAP-ELIGIBLE INDIVIDUALS: FOR PATIENTS WITH A FAMILY INCOME BETWEEN 201% AND 350% OF FEDERAL POVERTY GUIDELINES (FPG), THE HOSPITAL FACILITY USES MEDICARE RATES WHEN CALCULATING THE MAXIMUM AMOUNTS THAT CAN BE CHARGED. FOR PATIENTS WITH A FAMILY INCOME BETWEEN 351% AND 500% OF FPG, THE AVERAGE OF NEGOTIATED COMMERCIAL INSURANCE RATES IS USED TO DETERMINE THE MAXIMUM AMOUNT THAT CAN BE CHARGED. 5 OUTPATIENT SURGERY PAVILLION 18122 HIGHWAY 18 APPLE VALLEY CA 92307 AMBULATORY SURGERY CENTER WOUND CARE CENTER 16077 KAMANA ROAD APPLE VALLEY CA 92307 WOUND CARE HEALTHY BEGINNINGS CLINIC 18977 S OUTER HWY 18 A APPLE VALLEY CA 92307 CLINIC ADELANTO CLINIC 11424 CHAMBERLAIN WAY STE 89 ADELANTO CA 92301 CLINIC HESPERIA CLINIC 17091 MAIN STREET STE 100 HESPERIA CA 92345 CLINIC SCHEDULE H, PART I, LINE 3C IN DETERMINING ELIGIBILITY FOR FREE OR DISCOUNTED CARE, THE ORGANIZATION ALSO CONSIDERED CERTAIN ASSETS OF A PATIENT. IN ADDITION, A PATIENT'S SPECIAL CIRCUMSTANCES, INCLUDING BUT NOT LIMITED TO DISABILITY AND HOMELESSNESS ARE CONSIDERED WHEN DETERMINING ELIGIBILITY. SCHEDULE H, PART I, LINE 7 A COST-TO-CHARGE RATIO FROM THE COST ACCOUNTING SYSTEM WAS USED TO DETERMINE THE COST OF ALL REPORTED CHARITY CARE AND OTHER COMMUNITY BENEFITS AT COST. IT INCLUDED ALL PATIENT TYPES (I.E. INPATIENT OUTPATIENT, EMERGENCY ROOM), AND WOULD ONLY INCLUDE CHARGES OR RELATED COSTS THAT PERTAIN TO EACH RESPECTIVE AREA (I.E. CHARITY, MEDICAID, MANAGED CARE, PRIVATE INSURANCE, SELF PAY, UNINSURED, ETC.). FOR UNREIMBURSED COSTS, THAT WOULD BE THE DIFFERENCE BETWEEN THE DETERMINED COSTS UTILIZING THE COST-TO-CHARGE RATIO LESS ANY PAYMENTS RECEIVED FOR THAT PARTIAL PAYOR GROUP. THE COST-TO-CHARGE RATIO USED WAS NOT DERIVED FROM WORKSHEET 2, RATIO OF PATIENT CARE COST-TO-CHARGES. SCHEDULE H, PART I, LINE 7G SUBSIDIZED HEALTH SERVICES NO COSTS ATTRIBUTABLE TO PHYSICIAN CLINICS WERE INCLUDED. SCHEDULE H, PART II COMMUNITY BUILDING ACTIVITIES THE HOSPITAL CONSIDERS COMMUNITY BUILDING AN ESSENTIAL ELEMENT OF PERFORMING COMMUNITY BENEFIT PARTICULARLY PARTNERING WITH LIKE-MINDED AGENCIES TO IMPROVE THE HEALTH AND QUALITY OF LIFE OF COMMUNITIES IT SERVES. THE HOSPITAL HAS PARTNERED WITH SAN BERNARDINO COUNTY PUBLIC HEALTH TO IMPLEMENT A "HEALTH IN ALL POLICIES" CAMPAIGN IN THE HOSPITAL SERVICE AREA. THE HOSPITAL AND COUNTY SUPPORT A REGIONAL COLLABORATIVE OF FOUR (4) LOCAL HEALTHY CITY CAMPAIGNS. EACH CITY CAMPAIGN INCLUDES A CROSS SECTION OF THE COMMUNITY TO ADDRESS "UPSTREAM ISSUES" WHICH IMPACT A COMMUNITY'S HEALTH STATUS. THE GOAL OF HEALTHY CITY CAMPAIGNS IS TO: IMPROVE THE POPULATION'S ACCESS TO CLEANER AIR, HEALTHIER FOODS, SAFER STREETS AND INCREASED ACCESS TO RECREATION INCLUDING EXPANSION OF PARKS AND ACTIVE TRAIL WAYS. THESE CAMPAIGNS ARE CREATING A COMMUNITY-WIDE "CULTURE OF HEALTH". THE HOSPITAL'S SUPPORTS A COUNTY-WIDE APPROACH IN 26 SAN BERNARDINO COMMUNITIES. THE PROGRAM IS IN RESPONSE TO THE COUNTY'S LOW HEALTH RANKINGS (44TH OUT OF 58 COUNTIES) AS REPORTED BY COUNTY HEALTH RANKINGS AND ROADMAPS WWW.COUNTYHEALTHRANKINGS.ORG. THE HOSPITAL'S SUPPORT OF HEALTHY CITY CAMPAIGNS IMPACTS THE PRIMARY AND SECONDARY SERVICE AREAS ENCOMPASSING ADELANTO, APPLE VALLEY, HESPERIA AND VICTORVILLE. THE POPULATION OF THESE FOUR COMMUNITIES COMPRISES 85% THE HOSPITAL'S TOTAL SERVICE AREA OF APPROXIMATELY 400,000 RESIDENTS. THE HOSPITAL HAS SPONSORED NUMEROUS HEALTH, FITNESS AND EXERCISE EVENTS AS A STRATEGY PROMOTING HEALTH IMPROVEMENT. IN TURN, PROCEEDS FROM EVENTS ARE INVESTED BY HEALTHY CITY PARKS TO INSTALL PLAYGROUND AND EXERCISE EQUIPMENT IN LOW INCOME COMMUNITIES. EACH CAMPAIGN HAS INCREASED THE NUMBER OF COMMUNITY PARTNERS USING FITNESS EVENTS FOR FUNDRAISING. THIS WORK ALSO INCLUDES WORKING HELPING LOCAL CITY GOVERNMENT PASS HEALTH POLICIES. RECENT ACCOMPLISHMENTS INCLUDE NO SMOKING OR VAPING IN APPLE VALLEY PARKS AND THE CITY OF ADELANTO APPROVING A NO SALE OF SPICE OR BATH SALTS. ADDITIONALLY, THE HOSPITAL ASSISTED THE CITY TO INSTALL AN EXERCISE PARK. SIMILAR GRANT SUPPORT HAS BEEN PROVIDED TO THE THREE OTHER HEALTHY CITY CAMPAIGNS. THE HOSPITAL WORKED WITH HEALTHY VICTORVILLE TO IMPACT A GENERAL PLAN THAT ENCOURAGES INSTALLATION OF BICYCLE LANES AND OUTDOOR GYMS AND REGULATION OF TOBACCO AND LIQUOR LICENSE AVAILABILITY. A TASK FORCE OF HEALTHY VICTORVILLE HAS DEVELOPED A LIST OF THE REGION'S MOST DANGEROUS STREETS AND INTERSECTIONS WITH THE GOAL THAT AUTOMOBILE ACCIDENTS AND PEDESTRIAN AND BICYCLE FATALITIES CAN BE REDUCED. THE ANNUAL AVERAGE OF PEDESTRIAN DEATHS IN THE REGION IS REPORTED AT 2.72 PER 100,000 HIGHER THAN THE STATE AVERAGE OF 1.60 PER 100,000 RESIDENTS AND THE NATIONAL RATE OF 1.38 PER 100,000. THE HOSPITAL BEGAN WORKING WITH LOMA LINDA MEDICAL UNIVERSITY ON A HEALTH CAREER PIPELINE WITH A FOCUS ON DEVELOPING A HEALTH WORKFORCE TO MEET A COUNTY-WIDE SHORTAGE OF ALLIED HEALTH PROFESSIONALS. THE SHORTAGE CONTRIBUTES TO THE INLAND EMPIRE HAVING 22 DESIGNED AREAS IDENTIFIED AS MEDICALLY UNDERSERVED. A PUBLIC HEALTH GRADUATE STUDENT IS WORKING WITH (4) LOCAL HIGH SCHOOLS AND THEIR HEALTH INTERNS. THE COLLEGE STUDENT AND HOSPITAL ARE WORKING ON FOOD DESERTS WITH THE ASSISTANCE OF RESIDENTS AND HEALTHY CITY CAMPAIGNS. THIS WORK IS GRANT FUNDED BY THE COUNTY OF SAN BERNARDINO'S NUTRITION DEPARTMENT. THE PROJECT IS SUPPORTED BY THE STATE'S CHAMPIONS FOR CHANGE NETWORK FOR A HEALTHY CALIFORNIA. THE HOSPITAL AND GRANT FUNDERS HAVE WORKED TO DEVELOP ONE LARGE COMMUNITY GARDEN AND HAVE FUNDED A LOCAL FOOD COLLABORATIVE. THE PURPOSE OF THE COLLABORATIVE IS TO INCREASE THE QUANTITY OF MEAT AND FRESH PRODUCE AT LOCAL FOOD BANKS SERVING THE POOR. EFFORTS TO CREATE THE REGION'S FIRST FOOD BANK CONTINUE. CURRENTLY, ONE MUST TRAVEL 90 MILES TO OBTAIN FOOD DONATIONS AT THE NEAREST FOOD BANK. THE HOSPITAL CONTINUES A BI-WEEKLY FRESH PRODUCE MARKET AT ITS CAMPUS AND IS WORKING WITH LOCAL SCHOOLS TO EXPERIMENT WITH FARM TO SCHOOL PROGRAMS. THE HOSPITAL WORKED WITH SCHOOLS AND CHURCHES TO EDUCATE AND ENROLL THE UNINSURED UNDER COVERED CALIFORNIA CAMPAIGNS. SCHEDULE H, PART III, LINE 2 METHODOLOGY FOR CALCULATING BAD DEBT THE AMOUNTS REPORTED IN THE TABLE WERE CALCULATED USING THE ORGANIZATION'S PATIENT COST-TO-CHARGE RATIO. SCHEDULE H, PART III, LINE 4 FINANCIAL STATEMENT FOOTNOTE DESCRIBING BAD DEBT: PAGE 11 OF THE AUDITED FINANCIAL STATEMENTS - THE ORGANIZATION RECEIVES PAYMENT FOR SERVICES RENDERED TO PATIENTS FROM FEDERAL AND STATE GOVERNMENTS UNDER THE MEDICARE AND MEDICAID PROGRAMS, PRIVATELY SPONSORED MANAGED CARE PROGRAMS FOR WHICH PAYMENT IS MADE BASED ON TERMS DEFINED UNDER FORMAL CONTRACTS, AND OTHER PAYORS. THE ORGANIZATION BELIEVES THERE ARE NO SIGNIFICANT RISKS ASSOCIATED WITH RECEIVABLES FROM GOVERNMENT PROGRAMS. RECEIVABLES FROM CONTRACTED AND OTHERS ARE FROM VARIOUS PAYORS WHO ARE SUBJECT TO DIFFERING ECONOMIC CONDITIONS, AND DO NOT REPRESENT ANY CONCENTRATED RISKS TO THE ORGANIZATION. THE ORGANIZATION ANALYZES ITS HISTORICAL EXPERIENCE AND IDENTIFIES TRENDS FOR EACH ITS MAJOR PAYOR SOURCES OF REVENUE TO ESTIMATE THE APPROPRIATE ALLOWANCE FOR DOUBTFUL ACCOUNTS. SCHEDULE H, PART III, LINE 8 BASIS FOR CALCULATING AMOUNTS CHARGED TO PATIENTS: THE ORGANIZATION DOES NOT REPORT MEDICARE REVENUES AND EXPENSES (EXCEPT FOR AMOUNTS REPORTED IN PART I LINE 7) AS COMMUNITY BENEFIT. MEDICARE COSTS ARE DETERMINED USING THE MEDICARE COST REPORT. SCHEDULE H, PART III, LINE 9B SJHS PATIENT ACCOUNTS WERE NOT FORWARDED TO COLLECTION STATUS WHEN THE PATIENT MADE A GOOD FAITH EFFORT TO RESOLVE OUTSTANDING ACCOUNT BALANCES. SUCH EFFORTS INCLUDING APPLYING FOR FINANCIAL ASSISTANCE, NEGOTIATING A PAYMENT PLAN, OR APPLYING FOR MEDICAID COVERAGE. PRIOR TO ADVANCING ANY ACCOUNT FOR EXTERNAL COLLECTION, THE ORGANIZATION PERFORMED AN EVALUATION TO IDENTIFY IF THE ACCOUNT QUALIFIED FOR FINANCIAL ASSISTANCE. ACCOUNTS FOR PATIENTS WHO QUALIFIED FOR FREE CARE (100 PERCENT FINANCIAL ASSISTANCE) WERE WRITTEN OFF AND COLLECTION EFFORTS WERE NOT PURSUED. SCHEDULE H, PART VI, LINE 2 NEEDS ASSESSMENT ST. MARY HOSPITAL CONDUCTED ITS 2013 COMMUNITY HEALTH NEEDS ASSESSMENT IN THE COMMUNITIES OF ADELANTO, APPLE VALLEY, BARSTOW, HESPERIA AND VICTORVILLE AS WELL AS HOUSEHOLDS IN UNINCORPORATED COMMUNITIES OF LUCERNE VALLEY, PHELAN, OAK HILLS AND ORO GRANDE. THE HOSPITAL COLLECTED FEEDBACK ABOUT COMMUNITY HEALTH AND NEED BY: (1) CONDUCTING A LARGE TELEPHONE SURVEY: THE HOSPITAL CONTRACTED WITH THE NATIONAL FIRM PROFESSIONAL RESEARCH CONSULTANTS (PRC). THE HOSPITAL AND PRC DEVELOPED A TELEPHONE SURVEY OF 152 QUESTIONS FOCUSED ON HEALTH ISSUES INCLUDING, BUT NOT LIMITED TO: GENERAL HEALTH, CHRONIC DISEASE, INJURY AND VIOLENCE, HEALTH RISKS, PREVENTIVE CARE, ACCESS TO HEALTHCARE SERVICES AND BROAD COMMUNITY ISSUES. THE SURVEY IS MODELED AFTER THE CENTERS FOR DISEASE CONTROL'S (CDC) BEHAVIORAL RISK FACTOR SURVEILLANCE SYSTEM, WHICH ENABLES THE HOSPITAL AND COMMUNITY TO BENCHMARK LOCAL RESULTS TO STATE-WIDE AND NATIONAL LEVELS. A TOTAL OF 6,010 HOUSEHOLDS WERE SUCCESSFULLY SURVEYED VIA TELEPHONE AND THE OVERALL RESPONSE RATE WAS 37%. SURVEY RESULTS ARE BASED ON RESPONSES FROM 750 RESIDENTS CONDUCTED ACROSS THE HOSPITAL'S PRIMARY AND SECONDARY SERVICE AREA WITH A MINIMUM OF 100 SURVEYS FOR EACH OF THE FOUR LARGER COMMUNITIES. THE SAMPLING PLAN WAS DESIGNED TO ACHIEVE VALIDITY OF RESULTS AT A 95% CONFIDENCE LEVEL (AND 95% WHEN LOOKING AT CITY-SPECIFIC DATA). (2) KEY STAKEHOLDER PANELS: THE HOSPITAL CONDUCTED FOCUS GROUPS WITH KEY STAKEHOLDERS INCLUDING SAN BERNARDINO COUNTY PUBLIC HEALTH LEADERS, LEADERS REPRESENTING 52 LOCAL NON-PROFIT ORGANIZATIONS, MEMBERS OF SAN BERNARDINO COUNTY'S HOSPITAL COLLABORATIVE ADDRESSING COMMUNITY BENEFIT, LOCAL LEADERS REPRESENTING HEALTHY CITY CAMPAIGNS AND RESIDENTS LIVING IN POORER NEIGHBORHOODS. (3)RESIDENT FORUMS ASSISTING THE POOR: THE HOSPITAL CONDUCTED RESIDENT MEETINGS AND/OR SURVEYS IN AN EFFORT TO IDENTIFY LOCAL ISSUES IMPACTING HEALTH AND QUALITY OF LIFE. NURSING STUDENTS FROM ASUZA PACIFIC ASSISTED THE HOSPITAL IN CONDUCTING A HOMELESS SURVEY TO 125 HOMELESS TO PRIORITIZE THEIR TOP HEALTH AND SOCIAL NEEDS. ADDITIONALLY, IN ADELANTO THE HOSPITAL MET WITH SPANISH SPEAKING RESIDENTS, CITY LEADERS AND REPRESENTATIVES OF LOCAL NON-PROFITS TO DISCUSS THEIR HEALTH AND COMMUNITY NEEDS. THIS SESSION WAS CONDUCTED IN ENGLIGH AND SPANISH FOR A PERIOD OF TWO HOURS. THIS COMMUNITY WAS SELECTED BECAUSE THEIR ACCESS TO CARE AND LACK OF COMMUNITY RESOURCES RANKS IT THE POOREST (HIGHEST NEED) COMMUNITY IN THE HOSPITAL'S SERVICE AREA. RESIDENTS WERE ASKED TO REVIEW AND RANK THE FINDINGS OF THE PRC HEALTH SURVEY. ADDITIONALLY, RESIDENTS WERE ASKED TO PRIORITIZE QUALITY OF LIFE NEEDS INCLUDING ACCESS TO HEALTHY FOOD, EDUCATION, EMPLOYMENT AND PARK AND RECREATION AS WELL AS CRIME AND STREET SAFETY. THIS INFORMATION WAS SHARED WITH THE CITY'S HEALTHY CITIES CAMPAIGN THAT MEETS QUARTERLY AND WILL BE USED BY THE HOSPITAL'S COMMUNITY OF EXCELLENCE PROJECT. THE PRC HEALTH SURVEY IDENTIFIED 16 HEALTH ISSUES. FEEDBACK FROM PARTNERS, RESIDENTS AND MEMBERS OF THE COMMUNITY BENEFIT COMMITTEE ALIGNED FOR A PRIORITY LIST OF SEVEN ISSUES FURTHER SHORTENED TO FOUR. IT SHOULD BE NOTED THAT PARTNER FEEDBACK VARIED FROM RESIDENT FEEDBACK IN HOW TO ADDRESS THE ISSUES. FEEDBACK FROM COUNTY PUBLIC HEALTH AND NONPROFIT LEADERS URGED GREATER COLLABORATION AND PROGRAM EXPANSION, WHEREBY POOR RESIDENTS REQUESTED THE CREATION OF HEALTH AND SOCIAL RESOURCES THEY FELT WERE MISSING IN THEIR NEIGHBORHOODS. THE HOSPITAL WILL USE THE PRIORITIES IN DEVELOPING A NEW (FY15-FY17) THREE YEAR COMMUNITY BENEFIT PLAN THAT BUILDS OFF THE CURRENT PLAN FOR FISCAL YEARS 2012-2014. THE CURRENT PLAN IS ADDRESSING: (1) ACCESS TO CARE THROUGH CLINIC OPENINGS (2) BREASTFEEDING (3) CHILD OBESITY AND (4) DIABETES. ADDITIONALLY, THE HOSPITAL WILL USE FEEDBACK FROM ADELANTO RESIDENTS THAT A LACK OF HEALTH, FOOD AND SAFETY RESOURCES IN THEIR NEIGHBORHOODS BE ADDRESSED WITH THE HELP OF HEALTHY ADELANTO AND PUBLIC HEALTH. SCHEDULE H, PART VI, LINE 3 PATIENT EDUCATION OF ELIGIBILITY FOR ASSISTANCE THE ORGANIZATION POSTED NOTICES INFORMING THE PUBLIC OF THE FINANCIAL ASSISTANCE PROGRAM. NOTICES WERE POSTED IN HIGH VOLUME INPATIENT AND OUTPATIENT SERVICE AREAS. NOTICES WERE ALSO POSTED AT LOCATIONS WHERE A PATIENT COULD PAY THEIR BILL. NOTICES INCLUDED CONTACT INFORMATION ON HOW A PATIENT COULD OBTAIN MORE INFORMATION ON FINANCIAL ASSISTANCE AS WELL AS WHERE TO APPLY FOR ASSISTANCE. THESE NOTICES WERE POSTED IN ENGLISH AND SPANISH AND ANY OTHER LANGUAGES THAT WERE REPRESENTATIVE OF 5% OR GREATER OF PATIENTS IN THE HOSPITAL'S SERVICE AREA. ALL PATIENTS WHO DEMONSTRATED LACK OF FINANCIAL COVERAGE BY THIRD PARTY INSURERS WERE OFFERED AN OPPORTUNITY TO COMPLETE THE FINANCIAL ASSISTANCE APPLICATION AND WERE OFFERED INFORMATION, ASSISTANCE, AND REFERRAL AS APPROPRIATE TO GOVERNMENT SPONSORED PROGRAMS FOR WHICH THEY MAY HAVE BEEN ELIGIBLE. SCHEDULE H, PART VI, LINE 4 COMMUNITY INFORMATION THE HOSPITAL'S PRIMARY AND SECONDARY SERVICE AREA ENCOMPASSES THE HIGH DESERT REGION OF SAN BERNARDINO COUNTY WITH A POPULATION ESTIMATED OVER 415,591. THE REGION IS CHARACTERIZED AS 90% DESERT WITH MOUNTAINS SEPARATING THE REGION FROM THE CITIES OF FIVE MAJOR COMMUNITIES: ADELANTO, APPLE VALLEY, BARSTOW, HESPERIA AND VICTORVILLE AND NUMEROUS SMALLER UNINCORPATED COMMUNITIES. THE REGION IS 40 MILES FROM THE NEAREST MAJOR URBAN AREA, (THE CITY OF SAN BERNARDINO) AND ISOLATED BY MOUNTAINOUS GEOGRAPHY. THE REGION EXPERIENCED RAPID POPULATION GROWTH DURING THE REAL ESTATE BOOM OF 2001-2007. THE REGION'S ECONOMY IS DOMINATED BY CONSTRUCTION AND REAL ESTATE DEVELOPMENT WITH LARGE EMPLOYERS INCLUDING SCHOOL SYSTEMS FOLLOWED BY HEALTHCARE. THE REGION HAS BEEN IDENTIFIED AS HAVING ONLY 28% OF ITS POPULATION HOLDING SOME TYPE OF A COLLEGE DEGREE OR AWARD. THE AREAS' WORKFORCE IS LARGELY BLUE COLLAR WITH A GROWING WORKFORCE IN THE SERVICE INDUSTRIES. THE REGION SUFFERS FROM HIGHER THAN STATE AVERAGES IN UNEMPLOYMENT AND APPROXIMATELY 18% OF RESIDENTS LIVE BELOW THE POVERTY LEVEL. THE REGION'S MEDIAN HOUSEHOLD INCOME OF $54,000 IS SIGNIFICANTLY LESS THAN THE STATE'S MEDIAN HOUSEHOLD INCOME OF $60,000. THE RATIO OF HEALTHCARE WORKERS TO INLAND EMPIRE RESIDENTS (SAN BERNARDINO AND RIVERSIDE COUNTIES) IS 1:34, LOWER THAN NEIGHBORING ORANGE COUNTY (1:22), LOS ANGELES COUNTY (1:23) AND SAN DIEGO COUNTY (1:24). THE LACK OF PRIMARY CARE PROFESSIONALS HAS CREATED A SIGNIFICANT NUMBER (22) OF MEDICALLY UNDERSERVED AREAS (MUAS) WHERE COMMUNITIES LACK HEALTH ACCESS AND ALSO HAVE HIGH INFANT MORTALITY RATES, HIGH POVERTY AND/OR HIGH ELDERLY POPULATIONS. THE REGION'S ETHNIC MAKE-UP IS SIMILAR TO THAT OF CALIFORNIA AND BY THE YEAR 2030, 52% OF THE POPULATION WILL BE HISPANIC. FORTY-EIGHT PERCENT (48%) OF THE REGION'S POPULATION IS 44 YEARS OR YOUNGER HIGHER THAN THE STATE AVERAGE OF 44%. BY 2020 17% OF RESIDENTS WILL BE 60 YEARS OR OLDER A 1% INCREASE WHICH ALSO INCREASING THE DEMAND FOR HEALTH SERVICES. TO REACH RURAL POPULATIONS THE HOSPITAL OPERATES THREE COMMUNITY CLINICS AND A MOBILE MEDICAL VAN. ADDITIONALLY, THE AREA IS SERVED BY MOBILE HEALTH UNITS OPERATED BY SAN BERNARDINO COUNTY PUBLIC HEALTH PROVIDING BOTH PRIMARY CARE TO THE UNINSURED AND ASTHMA CARE TO CHILDREN. IN 2012 THE HIGH DESERT REGION OPENED ITS FIRST FEDERALLY QUALIFIED HEALTH CENTER OPERATED BY SAN BERNARDINO COUNTY DEPARTMENT OF PUBLIC HEALTH. OTHER HOSPITALS IN THE SERVICE AREA INCLUDE: VICTOR VALLEY COMMUNITY HOSPITAL AND DESERT VALLEY HOSPITAL. SCHEDULE H, PART VI, LINE 5 PROMOTION OF COMMUNITY HEALTH THE GOVERNING BODY IS COMPRISED OF A MAJORITY OF PERSONS WHO RESIDE IN THE HOSPITAL'S PRIMARY SERVICE AREA AND WHO ARE NOT EMPLOYEES, CONTRACTORS, OR FAMILY MEMBERS. THE SUB-COMMITTEE OF THE BOARD OF TRUSTEES, KNOWN AS THE COMMUNITY BENEFIT COMMITTEE, OVERSAW THE DEVELOPMENT AND IMPLEMENTATION OF THE COMMUNITY HEALTH NEEDS ASSESSMENT REPORT AND COMMUNITY BENEFIT PLAN/IMPLEMENTATION STRATEGY REPORT EVERY THREE YEARS, AS WELL AS AN ANNUAL COMMUNITY BENEFIT REPORT. THE COMMITTEE ALSO PROVIDED GENERAL DIRECTION TO ST. MARY HOSPITAL REGARDING: 1) BUDGETING DECISIONS, 2) COMMUNITY BENEFIT PROGRAM CONTENT, 3) COMMUNITY BENEFIT PROGRAM DESIGN, 4) TARGET GEOGRAPHIC/ POPULATION, 5) PROGRAM CONTINUATION OR DISCONTINUATION, 6) FUND DEVELOPMENT SUPPORT, AND 7) COMMUNITY-WIDE ENGAGEMENT. MEDICAL STAFF PRIVILEGES ARE EXTENDED TO ALL QUALIFIED PHYSICIANS IN THE COMMUNITY. GIVING BACK TO THE COMMUNITY IS HARDWIRED INTO EVERY ASPECT OF OUR ORGANIZATION. AS A MEMBER OF THE FAITH-BASED HEALTH MINISTRY OF ST. JOSEPH HEALTH, WE PROVIDE FREE AND DISCOUNTED CARE VIA OUR FINANCIAL ASSISTANCE PROGRAM AND HAVE A FUNDING STREAM TO ADDRESS THE NEEDS OF THE ECONOMICALLY POOR AND VULNERABLE IN THE COMMUNITIES WE SERVE. OUR COMMITMENT TO COMMUNITY IS FURTHER DEMONSTRATED THROUGH OUR STRATEGIC COMMUNITY INVESTMENTS. ON AN ANNUAL BASIS, TEN PERCENT OF OUR NET INCOME IS DEVOTED TO FUND COMMUNITY PROGRAMS FOR THE ECONOMICALLY POOR (CARE FOR THE POOR FUNDS). SPECIFICALLY, FUNDS ARE USED FOR OUTREACH PROGRAMS, DEFINED AS SERVICES THAT ADDRESS A SPECIFIC UNMET HEALTH NEED AND ARE SEPARATE FROM TRADITIONAL ACUTE CARE SERVICES. THE FOLLOWING PROGRAMS IN FY14 WERE MADE POSSIBLE THROUGH CARE FOR THE POOR FUNDS AND EXEMPLIFY OUR COMMITMENT TO PROMOTE HEALTH AND ACCESS TO CARE TO THE LOW-INCOME. 1. HEALTHY BEGINNINGS - A PROGRAM PROVIDING PRE-NATEL CARE TO UNINSURED MOMS AND THEIR CHILDREN OFFERED AT THREE CLINICS 2. ADELANTO CLINIC - OPERATION OF COMMUNITY CLINIC SERVING POOREST NEIGHBORHOOD IN HOSPITAL'S SERVICE AREA 3. BRIGHT FUTURES - FUNDS MOBILE MEDICAL VAN PROVIDING PRIMARY CARE AND CANCER SCREENING SERVICES TO AREA'S POOR 4. BRIDGES FOR FAMILIES - A PROGRAM PROVIDING EDUCATION AND COUNSELING TO HIGH RISK FAMILIES 5. BREASTFEEDING - FUNDS PROVIDING LACTATION, EDUCATION AND FOLLOW-UP SUPPORT TO NEW MOTHERS 6. TRANSPORTATION - FUNDS PATIENT TRANSPORTATION TO FROM COMMUNITY CLINICS 7. CLINIC IT UPGRADES - PURCHASE OF ELECTRONIC MEDICAL RECORD PROGRAM 8. ADELANTO HEALTHY LIVING - EXPANSION OF HEALTH/RECREATION 9. CATHOLIC CHARITIES - FOOD, UTILITY HOUSING TO THE POOR 10. ST. JOHN OF GOD/SAMARITAN'S - FOOD, UTILITY ASSISTANCE 11. LORDS TABLE - FOOD PANTRY SERVING HOMELESS 12. ADELANTO SWIM - SPONSOR ADELANTO'S 8 WEEK SUMMER POOL 13. A BETTER WAY DOMESTIC VIOLENCE - PROTECT THOSE IN CRISIS 14. FAMILY ASSIST DOMESTIC VIOLENCE - PROTECT THOSE IN CRISIS 15. POLICE ACTIVITY LEAGUE - PROGRAMS FOR AT-RISK YOUTH 16. VICTOR COMMUNITY SERVICES - CARE FOR SHUT-IN SENIORS 17. COMMUNITY TOOL BOX - FOOD PANTRY IN ADELANTO 18. HOMELESS CASE WORKER - ASSIST TO OBTAIN SSI/SSDI BENEFITS WE ARE COMMITTED TO PROMOTING HEALTH AND ACCESS TO CARE FOR THE BROADER COMMUNITY. THIS IS DEMONSTRATED THROUGH THE FOLLOWING PROGRAMS: THE HOSPITAL'S WORK IN FOUR HEALTHY CITY CAMPAIGNS SUPPORTS A HEALTH CAMPAIGN ADDRESSING FAMILY OBESITY IN SCHOOLS. THE HEALTHY CITY PROGRAMS ADDRESS COMMUNITY LEVEL BARRIERS PREVENTING NEIGHBORHOODS FROM ACCESSING HEALTHY FOOD, FREE/LOW COST RECREATION AND SAFE STREETS. THE HOSPITAL'S SUCCESS INCLUDES PARK EXPANSION, ADDING BICYCLE LANES, CREATING HEALTHY VENDING MACHINES AND BANNING THE SALE OF SPICE AND BATH SALTS. THE FOUR CITY CAMPAIGNS INVOLVE A CROSS-SECTION OF COMMUNITY PARTNERS, OTHER HEALTH SYSTEMS, COUNTY PUBLIC HEALTH, RESIDENTS AND SCHOOLS. THE HOSPITAL'S LEADERSHIP INCLUDED DEVELOPING GRANT FUNDING SOURCES FOR EACH CITY CAMPAIGN. THE HOSPITAL SPONSORS A FARMER'S MARKET TO ENCOURAGE ACCESS TO FRESH FRUITS AND VEGETABLES AND IS ASSISTING ADDITIONAL MARKETS TO OPEN. THE HOSPITAL HAS BEEN THE REGION'S MAJOR SPONSOR OF PHYSICAL FITNESS EVENTS AS A STRATEGY TO PROMOTE HEALTH AND EXERCISE. THE HOSPITAL'S LEADERSHIP HAS BEEN JOINED BY OTHER CORPORATE SPONSORS. EXERCISE AND RUNNING PROGRAMS EVENTS ARE NOW COMMONPLACE. ONE CITY NOW OPERATES A MOBILE PARK PROGRAM. THE HOSPITAL CO-SPONSORS A SENIOR PROGRAM OFFERING A BROAD RANGE OF HEALTH AND WELL BEING PROGRAMS. EDUCATION TOPICS INCLUDE HEART HEALTH, COOKING HEALTHY, STRETCHING AND EXERCISE. A MONTHLY SCHEDULE OF ACTIVITIES IS DEVELOPED AND MEMBERSHIP IS OVER 500. SCHEDULE H, PART VI, LINE 6 AFFILIATED HEALTH CARE SYSTEM ST. MARY MEDICAL CENTER IS A HEALING MINISTRY OF ST. JOSEPH HEALTH, AN INTEGRATED HEALTHCARE DELIVERY SYSTEM SPONSORED BY THE ST. JOSEPH HEALTH MINISTRY. ST. JOSEPH HEALTH IS ORGANIZED INTO THREE REGIONS: NORTHERN CALIFORNIA, SOUTHERN CALIFORNIA, AND WEST TEXAS/EASTERN NEW MEXICO. THE SYSTEM INCLUDES 14 ACUTE CARE HOSPITALS, HOME HEALTH AGENCIES, HOSPICE CARE, OUTPATIENT SERVICES, COMMUNITY CLINICS, AND PHYSICIAN ORGANIZATIONS. EACH ASSOCIATED MINISTRY WORKS TO LIVE OUT ITS MISSION TO EXTEND THE HEALING MINISTRY OF JESUS IN THE TRADITION OF THE SISTERS OF ST. JOSEPH OF ORANGE BY CONTINUALLY IMPROVING THE HEALTH AND QUALITY OF LIFE OF THE COMMUNITIES IT SERVES. IN 1986, ST. JOSEPH HEALTH CREATED A PLAN AND BEGAN AN EFFORT TO FURTHER ITS COMMITMENT TO NEIGHBORS IN NEED. WITH A VISION OF REACHING BEYOND THE WALLS OF ITS HEALTHCARE FACILITIES AND TRANSCENDING TRADITIONAL EFFORTS OF PROVIDING FINANCIAL ASSISTANCE FOR THOSE IN NEED OF ACUTE SERVICES, ST. JOSEPH HEALTH CREATED THE ST. JOSEPH HEALTH COMMUNITY PARTNERSHIP FUND (FORMERLY KNOWN AS THE ST. JOSEPH HEALTH SYSTEM FOUNDATION) TO IMPROVE THE HEALTH OF LOW-INCOME INDIVIDUALS RESIDING IN LOCAL COMMUNITIES. OUR FOUNDATIONAL DOCUMENT, A VISION OF VALUES, FORMALIZES A POLICY THROUGH WHICH THE HOSPITAL MINISTRIES RETURN TEN PERCENT OF THEIR NET INCOME TO THE ST. JOSEPH HEALTH COMMUNITY PARTNERSHIP FUND TO SUPPORT OUTREACH EFFORTS FOR THE MATERIALLY POOR. THE FOUNDATION THEN FUNDS PROGRAMS IN COMMUNITIES SERVED BY ST. JOSEPH HEALTH HOSPITALS THAT ALIGN WITH OUR MISSION AND EXEMPLIFY THE FOUR CORE VALUES OF ST. JOSEPH HEALTH: SERVICE, EXCELLENCE, DIGNITY, AND JUSTICE. SCHEDULE H, PART VI, LINE 7 STATE FILING OF COMMUNITY BENEFIT REPORT CALIFORNIA true CATHOLIC CHARITIES 1450 N D STREET SAN BERNARDINO CA 92405 953516461 501(c)(3) 30000 PROGRAM SUPPORT ST JOHN OF GOD 13333 PALMDALE RD VICTORVILLE CA 92392 953806996 501(c)(3) 48000 PROGRAM SUPPORT ST JOSEPH HEALTH SYSTEM FOUNDATION 3345 Michelson Dr STE 100 Irvine CA 92612 330143024 501(c)(3) 55400 PROGRAM SUPPORT 3 SCHEDULE I, PART I, LINE 2 DESCR OF ORGANIZATION'S PROCEDURES FOR MONITORING THE USE OF GRANTS COMMUNITY BENEFIT COMMITTEE OVERSEES/MONITORS GRANT USAGE ON A MONTHLY BASIS. X X true true false true false false false false false true false KEVIN MURPHY BOARD OF DIRECTOR 0 236899 0 55060 0 31857 0 17205 0 32490 0 373511 0 0 MARILYN DRONE CHIEF NURSING OFFICER 219231 0 30934 0 24016 0 10801 0 16513 0 301495 0 0 0 RANDY BEVILACQUA VP STRATEGIC SERVICES 174070 0 24599 0 25284 0 12113 0 15642 0 251708 0 0 0 VANBOTRA HUANG DIRECTOR OF PHARMACY 193202 0 0 0 -3177 0 7494 0 15512 0 213031 0 0 0 TARA COWELL SECRETARY 0 230892 0 53574 0 29621 0 16482 0 23189 0 353758 0 0 DENNIS HAGHIGHAT MD VP MEDICAL AFFAIRS 260569 0 61131 0 31878 12013 12244 506 10143 422 375965 12941 0 0 KELLY LINDEN COO 237722 0 81299 0 25900 0 0 0 22923 0 367844 0 0 0 LAURIE ROBERTS DIRECTOR COMMUNITY HEALTH 153298 0 22310 0 6679 0 13578 0 9363 0 205228 0 0 0 KATHERINE FREEMAN STAFF RN 173273 0 750 0 0 0 4444 0 9479 0 187946 0 0 0 MARILYN PLATT MANAGER OB CLINIC 147778 0 15000 0 7756 0 13433 0 7949 0 191916 0 0 0 SHARON KIDD STAFF RN 164866 0 0 0 37 0 11916 0 25443 0 202262 0 0 0 ALAN H GARRETT PRESIDENT/CEO 0 454940 0 65252 0 70117 0 22950 0 25402 0 638661 0 0 TRACY FERNANDEZ SVP/CFO 240392 0 32779 0 23100 0 0 0 25384 0 321655 0 0 0 DAVID O'BRIEN COO (FORMER KEY EMPLOYEE) 168723 151918 16878 83943 17849 25300 8439 380 436 3447 212325 264988 0 0 JAMES KYLE VP MED AFFAIRS (FMR KEY EMPL) 0 311235 0 101428 0 38860 0 10200 0 24527 0 486250 0 0 SCHEDULE J, PART I, LINE 1A SUPPLEMENTAL COMPENSATION INFORMATION DISCRETIONARY SPENDING ACCOUNT EXECUTIVES RECEIVE A PERCENTAGE OF BASE COMPENSATION FOR DISCRETIONARY SPENDING. THESE AMOUNTS ARE INCLUDED IN OTHER REPORTABLE COMPENSATION. TAX INDEMNIFICATIONS AND GROSS-UP PAYMENTS GIFT CARDS PROVIDED TO EMPLOYEES DURING CHRISTMAS AND THROUGHOUT THE YEAR FOR REWARD AND RECOGNITION ARE GROSSED UP AND TAXES ARE PAID BY THE MINISTRY. SCHEDULE J, PART I, LINE 3 THE ORGANIZATION'S CHIEF EXECUTIVE OFFICER IS PAID BY ITS TAX EXEMPT PARENT, ST. JOSEPH HEALTH SYSTEM, AND IS DISCLOSED AS A PERSON PAID BY A RELATED ORGANIZATION. SEE SCHEDULE O, PART VI, LINE 15A FOR THE PROCESS THAT IS COMPLETED BY THE ST. JOSEPH HEALTH SYSTEM. SCHEDULE J, PART I, LINE 4B EXECUTIVES COULD PARTICIPATE IN A NON-QUALIFIED DEFERRED COMPENSATION PLAN UNDER INTERNAL REVENUE CODE 457(F). THE PLAN WAS FROZEN EFFECTIVE DECEMBER 31, 2007 AFTER WHICH TIME NO FURTHER CONTRIBUTIONS WERE PERMITTED TO THE PLAN. THIS PLAN WILL CEASE TO EXIST ONCE ALL BENEFITS HAVE BEEN DISTRIBUTED IN ACCORDANCE WITH PROVISIONS OF THE PLAN. SCHEDULE J, PART I, LINE 7 A PORTION OF EXECUTIVE SALARIES ARE PLACED "AT-RISK" AND ARE NOT AWARDED UNLESS SPECIFIC STRATEGIC OBJECTIVE TARGETS ARE MET OR EXCEEDED. THE AT-RISK EXECUTIVE PLAN IS DESIGNED TO MOTIVATE AND REWARD EXECUTIVES FOR TEAM PERFORMANCE THAT SUPPORTS THE STRATEGIC GOALS AND SUCCESSFUL PERFORMANCE OF ST. JOSEPH HEALTH SYSTEM. AT-RISK PAY IS AWARDED TO ASSISTANT VICE PRESIDENTS, VICE PRESIDENTS, SENIOR VICE PRESIDENTS, EXECUTIVE VICE PRESIDENTS, AND THE CHIEF EXECUTIVE OFFICER BASED ON ACHIEVING OR SURPASSING SPECIFIC GOALS THAT ARE PREDETERMINED BY THE BOARD OF TRUSTEES PRIOR TO THE BEGINNING OF THE FISCAL YEAR. THE GOALS INCLUDE OUR STRATEGIC OBJECTIVES OF PERFECT CARE, SACRED ENCOUNTERS, AND HEALTHIEST COMMUNITIES AS WELL AS FISCAL STEWARDSHIP. EACH OF THESE FACTORS IS TAKEN INTO CONSIDERATION WHEN DETERMINING THE PERCENTAGE OF AT-RISK PAY. UPLAND ANESTHESIA SEE PART V 1197672 ANESTHESIA SERVICES false SCHEDULE L, PART IV RELATIONSHIP BETWEEN INTERESTED PERSON AND THE ORGANIZATION HENRY GONZALEZ, M.D. SERVES ON THE BOARD OF ST. MARY MEDICAL CENTER AND IS ALSO A BOARD MEMBER AND PARTNER OF UPLAND ANESTHESIA. FORM 990, PART I, LINE 1 ORGANIZATION'S MISSION WE ARE COMMITTED TO EXTENDING THE HEALING MINISTRY OF JESUS IN THE TRADITION OF THE SISTERS OF ST. JOSEPH OF ORANGE BY CONTINUALLY IMPROVING THE HEALTH AND QUALITY OF LIFE OF PEOPLE IN THE COMMUNITIES WE SERVE. FORM 990, PART III, LINE 4A PROGRAM SERVICE ACCOMPLISHMENTS REALIZING OUR MISSION ST. MARY MEDICAL CENTER HAS BEEN MEETING THE HEALTH AND QUALITY OF LIFE NEEDS OF THE LOCAL COMMUNITY FOR OVER 58 YEARS. SERVING THE COMMUNITIES OF THE HIGH DESERT, ST. MARY MEDICAL CENTER IS AN ACUTE CARE HOSPITAL THAT PROVIDES QUALITY CARE IN THE AREAS OF 24-HOUR EMERGENCY SERVICES, COMPREHENSIVE CARDIAC SERVICES, AN OUTPATIENT SURGERY PAVILION, MOBILE HEALTH SERVICES, DIABETES EDUCATION, LEVEL II NEONATAL INTENSIVE CARE, A ROBOTIC-ASSISTED SURGERY PROGRAM AND A CENTER FOR WOUND CARE & HYPERBARIC MEDICINE. THE HOSPITAL IS DESIGNATED AS A STEMI RECEIVING CENTER BY INLAND COUNTIES EMERGENCY MEDICAL AGENCY AND RECEIVED THE BABY FRIENDLY DESIGNATION BY THE WORLD HEALTH ORGANIZATION. SJH ST. MARY IS THE COMMUNITY'S LARGEST PROVIDER OF ACUTE CARE SERVICES, THE HIGH DESERT'S ONLY NONPROFIT HOSPITAL AND EMPLOYS OVER 1850 EMPLOYEES COMMITTED TO REALIZING THIS MISSION. AS A MEMBER OF THE ST. JOSEPH HEALTH SYSTEM, ST. MARY MEDICAL CENTER IS COMMITTED TO EXTEND THE HEALING MINISTRY OF JESUS IN THE TRADITION OF THE SISTERS OF ST. JOSEPH OF ORANGE. THIS MISSION HAS GUIDED OUR CATHOLIC HEALTHCARE MINISTRY SINCE THE OPENING OF OUR FIRST HOSPITAL IN EUREKA, CALIFORNIA NEARLY 100 YEARS AGO. THE SISTERS OF ST. JOSEPH OF ORANGE TRACE THEIR ROOTS BACK TO 17TH CENTURY FRANCE AND THE UNIQUE VISION OF A JESUIT PRIEST NAMED JEAN-PIERRE MEDAILLE. HE SOUGHT TO ORGANIZE AN ORDER OF RELIGIOUS WOMEN WHO, RATHER THAN REMAINING SAFELY CLOISTERED IN A CONVENT, VENTURED OUT INTO THE COMMUNITY TO SEEK OUT "THE DEAR NEIGHBORS" AND MINISTER TO THEIR NEEDS. THE CONGREGATION MANAGED TO SURVIVE THE TURBULENCE OF THE FRENCH REVOLUTION AND EVENTUALLY EXPANDED, NOT ONLY THROUGHOUT FRANCE, BUT THROUGHOUT THE WORLD. IN 1912 A SMALL GROUP OF SISTERS OF ST. JOSEPH WENT TO EUREKA, CALIFORNIA, AT THE INVITATION OF THE LOCAL BISHOP, TO ESTABLISH A SCHOOL. A FEW YEARS LATER, THE GREAT INFLUENZA EPIDEMIC OF 1918 CAUSED THE SISTERS TO TEMPORARILY SET ASIDE THEIR EDUCATION EFFORTS TO CARE FOR THE ILL. THEY REALIZED IMMEDIATELY THAT THE SMALL COMMUNITY DESPERATELY NEEDED A HOSPITAL. THROUGH BOLD FAITH, FORESIGHT, AND FLEXIBLITY IN 1920, THE SISTERS OPENED THE 28-BED ST. JOSEPH HOSPITAL OF EUREKA, THE FIRST ST. JOSEPH HEALTH SYSTEM MINISTRY. THREE MISSION OUTCOMES STRATEGICALLY GUIDE OUR MINISTRY WORK ST. MARY MEDICAL CENTER IS COMMITTED TO THREE SYSTEMWIDE MISSION OUTCOMES: EVERY INTERACTION WILL BE EXPERIENCED AS A SACRED ENCOUNTER. THE GOAL OF SACRED ENCOUNTER HAS A DIRECT CONNECTION TO THE OVERALL MISSION. OUR VALUE OF DIGNITY CALLS FOR US TO RESPECT EACH PERSON AS AN INHERENTLY VALUABLE MEMBER OF THE HUMAN COMMUNITY AND AS A UNIQUE EXPRESSION OF LIFE. WE STRIVE TO DO THIS BY KEEPING AT THE FOREFRONT OF OUR MINDS THE UNDERSTANDING OF THE IMPACT WE CAN HAVE ON ONE ANOTHER WITH EVERY ACTION WE TAKE. - STARTED A HOMELESS CARE PROGRAM ASSISTING WITH ACCESS TO HOUSING, MEDICAL SUPPLIES, OUTPATIENT CARE, MEDICATION AND TRANSPORTATION RESOURCES. THE HOSPITAL'S PROGRAM ALSO IS COORDINATING WORK CONDUCTED WITH A NEW COUNTY HOMELESS PROGRAM (NAMED HOPE) WHERE THE HOMELESS ARE CASE MANAGED AND RECEIVE BEHAVIORAL HEALTH AND HOUSING ASSISTANCE. - DONATIONS OF THREE VEHICLES (RETIRED BY THE HOSPITAL) THAT HAVE BEEN PLACED INTO SERVICE BY COMMUNITY PARTNERS TO: (1) PROVIDE A MOBILE EMERGENCY COMMAND CENTER TO A LOCAL FIRE DEPARTMENT, (2) A MOBILE HEALTH CLINIC SERVING CHURCHES MINISTERING TO THE POOR, (3) A TRANSPORTATION SHUTTLE SERVING LOW INCOME SENIORS AND THE DISABLED TO ACCESS MEDICAL CARE, SOCIAL SERVICES AND FOOD. ALL PATIENTS WILL RECEIVE PERFECT CARE. IT IS OUR ATTENTION TO DETAIL AND THE SMALLEST IMPERFECTIONS OF EACH PATIENT'S EXPERIENCE THAT DRIVES A DEEPER UNDERSTANDING AND ULTIMATELY A SUSTAINABLE APPROACH TO THE ACHIEVEMENT OF PERFECT CARE. - IMPLEMENTING FOUR INITIATIVES ADDRESSING (1) ACCESS TO CARE BARRIERS IN POOR NEIGHBORHOODS, (2) INCREASING THE ADOPTION OF BREASTFEEDING PRACTICES, (3) REDUCING CHILD OBESITY IN SCHOOLS, AND (4) TEACHING DIABETES EDUCATION AND SELF-CARE TO THE POOR. EACH OF THESE FOUR PROGRAMS ACHIEVED ITS TARGETED GOAL. HOWEVER ACCESS TO CARE ISSUES REMAIN SIGNIFICANT AND THE PREVALENCE OF ADULT OBESITY AND DIABETES HAS INCREASED FROM RESULTS OBTAINED IN THE 2011 CHNA. - WHEN PATIENTS REQUIRE TRANSPORTATION SERVICES AFTER BEING RELEASED, THIS SERVICE ALLOWS THEM TO CONTINUE RECEIVING MEDICALLY NECESSARY CARE. ST. MARY PROVIDED 2,134 TRIPS CONNECTING PATIENTS TO FOLLOW-UP SERVICES ENSURING THE CONTINUITY OF PERFECT CARE. THE COMMUNITIES WE SERVE WILL BE AMONG THE HEALTHIEST IN OUR NATION. WE SEEK TO DEVELOP COMMUNITY HEALTH INITIATIVES THAT IMPACT LONG-TERM HEALTH ACROSS THE ENTIRE COMMUNITY. - ORGANIZING FOUR HEALTHY CITY CAMPAIGNS IN COLLABORATION WITH SAN BERNARDINO COUNTY PUBLIC HEALTH AND THE COMMUNITIES OF ADELANTO, APPLE VALLEY, HESPERIA AND VICTORVILLE. EACH CAMPAIGN IS MAKING IMPROVEMENTS TO THEIR COMMUNITY'S FOOD AND PHYSICAL ENVIRONMENT. THE PHYSICAL AND FOOD ENVIRONMENTS OF SAN BERNARDINO COUNTY ARE RANKED 45TH OUT OF 57 CALIFORNIA COUNTIES IN PROMOTING HEALTH (COUNTY HEALTH RANKINGS PUBLISHED BY THE UNIVERSITY OF WISCONSIN POPULATION HEALTH INSTITUTE WWW.COUNTYHEALTHRANKINGS.ORG). - ST. MARY'S CHILDHOOD OBESITY PROGRAM IS RECOGNIZED IN THE COUNTY AS A BEST PRACTICE IN COLLABORATION WITH FIRST 5 OF SAN BERNARDINO AND LOCAL SCHOOL DISTRICTS. FY14 OUTCOMES INCLUDED 17% OF AT-RISK CHILDREN DROPPING ONE WEIGHT CLASSIFICATION BY YEAR END AND ADDITIONALLY 36% OF FAMILIES SELF-REPORTING, ADOPTED HEALTHIER EATING HABITS. PROGRAM SERVICE ACCOMPLISHMENTS FINANCIAL ASSISTANCE PROGRAM WE BELIEVE NO ONE SHOULD DELAY SEEKING NEEDED MEDICAL CARE BECAUSE THEY LACK HEALTH INSURANCE. THAT IS WHY ST. MARY MEDICAL CENTER, HAS A PATIENT FINANCIAL ASSISTANCE PROGRAM PROVIDING FREE AND/OR DISCOUNTED SERVICES TO ELIGIBLE PATIENTS. FACTORS USED IN DETERMINING ELIGIBILITY FOR PATIENT FINANCIAL ASSISTANCE INCLUDE INCOME LEVEL, ASSET LEVEL, AND MEDICAL INDIGENCE. TOTAL COMMUNITY BENEFIT COST OF $6,203,860. SUBSIDIZED HEALTH SERVICES IMPROVING ACCESS TO CARE THROUGH THE OPERATION OF THREE HEALTH CLINICS AND A MOBILE MEDICAL PROGRAM SERVING LOW INCOME NEIGHBORHOODS IN ADELANTO, APPLE VALLEY, HESPERIA AND VICTORVILLE. THESE CLINIC RESOURCES SERVED 47,192 PATIENT ENCOUNTERS PROVIDING PRIMARY CARE, CANCER SCREENINGS, IMMUNIZATIONS, DIABETES AND BREASTFEEDING EDUCATION AS WELL AS MIDWIFERY CARE AND HEALTH INSURANCE ENROLLMENT ASSISTANCE. THE CLINIC'S EXPERTISE IN MATERNAL CARE IS NOTEWORTHY ESPECIALLY SINCE 90% OF PATIENTS ARE LOW INCOME. IN FY14 THE CLINIC'S BIRTH OUTCOMES AGAIN SURPASSED NATIONAL PATIENT QUALITY RANKINGS IN PRIMARY CESAREAN SECTION (11.7% VS. 23% NATIONALLY), PRE-TERM DELIVERY (5.67% VS. 11.55% NATIONALLY) AND LOW BIRTH RATE (4.61% VS. 7.99% NATIONALLY). THE HOSPITAL ALSO SUPPORTED TWO PARTNERS EACH OF WHOM OPENED COMMUNITY HEALTH CLINICS SERVING THE POOR - ONE IN NORTH ADELANTO AND THE SECOND IN OLD TOWN VICTORVILLE. THESE NEW CLINICS BRING EXPANDED HEALTH SERVICES TO THESE LOW INCOME POPULATIONS. TOTAL COMMUNITY BENEFIT COST OF $4,756,137. SUBSIDIZED: EMERGENCY & TRAUMA CARE HEALTH INSURANCE ACCESSIBILITY SHOULD NOT PREVENT ANYONE FROM RECEIVING MEDICALLY NECESSARY CARE; ST. MARY MEDICAL CENTER HELPS ON A CASE BY CASE BASIS REGARDLESS OF THE ABILITY TO PAY. OUR MISSION TO PARTNER WITH LIKE MINDED ORGAINIZATIONS ENABLES US TO ACHIEVE SUCCESSFUL MEDICAL OUTCOMES FOR THE MOST VULNERABLE POPULATIONS - UNINSURED AND HOMELESS IN OUR COMMUNITY. 496 LETTERS OF AGREEMENT WERE EXECUTED BY OUR CARE MANAGEMENT DEPARTMENT PROVIDING FOLLOW-UP MEDICAL SUPPORT. OUR DEAR NEIGHBORS THAT DO NOT QUALIFY FOR HEALTH INSURANCE COVERAGE ARE PROVIDED ENROLLMENT ASSISTANCE AT OUR HOSPITAL AND IN THE COMMUNITY. TOTAL COMMUNITY BENEFIT EXPENSE: $1,519,957. FOR MORE INFORMATION ABOUT ST. MARY MEDICAL CENTER, PLEASE VISIT WWW.STMARYAPPLEVALLEY.COM. FOR MORE INFORMATION ABOUT ST. JOSEPH HEALTH SYSTEM, PLEASE VISIT WWW.STJHS.ORG. FORM 990, PART VI, LINE 6 DESCRIPTION OF CLASSES OF MEMBERS OR STOCKHOLDERS ST JOSEPH HEALTH SYSTEM AND COVENANT HEALTH NETWORK, INC. ARE THE CORPORATE MEMBERS OF ST. MARY MEDICAL CENTER. FORM 990, PART VI, LINE 7A DESCRIPTION OF CLASSES OF PERSONS AND THE NATURE OF THEIR RIGHTS ST. MARY MEDICAL CENTER HAS A TIERED GOVERNANCE IN WHICH THE CORPORATE MEMBERS RESERVE THE RIGHT TO APPOINT TRUSTEES TO THE ST. MARY MEDICAL CENTER BOARD. ALL TRUSTEE APPOINTMENTS THAT COME FROM THE ST. MARY MEDICAL CENTER BOARD AS NOMINATIONS MUST BE APPROVED BY ST. JOSEPH HEALTH SYSTEM, AS A CORPORATE MEMBER, AND ST. JOSEPH HEALTH MINISTRY, AS THE ORGANIZATIONAL SPONSOR. THE TRUSTEES ARE THEN APPROVED AND ELECTED BY THE COVENANT HEALTH NETWORK, INC. BOARD. FORM 990, PART VI, LINE 7B DESCR CLASSES OF PERSONS, DECISIONS REQ APPR & TYPE OF VOTING RIGHTS THE RESERVED RIGHTS IN OUR TIERED GOVERNANCE STRUCTURE CONTEMPLATE APPROVAL BY THE ST. JOSEPH HEALTH SYSTEM MEMBER OF FINANCING, BUDGETS, UNBUDGETED EXPENDITURES OF DEFINED AMOUNTS, STRATEGIC PLAN, APPOINTMENT OF AUDITORS, CREATION OR INVESTMENT IN A LEGALLY RECOGNIZED ENTITY, JOINT VENTURES, PURPOSES, SALE OR DISPOSITION OF REAL PROPERTY, MERGER OR SALE OF SUBSTANTIALLY ALL ASSETS, APPOINTMENT AND REMOVAL OF TRUSTEES, ADOPTION OR AMENDMENT OF ARTICLES OR BYLAWS. FORM 990, PART VI, LINE 11B DESCR THE PROCESS USED BY MANAGEMENT &/OR GOVERNING BODY TO REVIEW 990 THE FORM 990 WAS PREPARED BY THE FINANCE DEPARTMENT BASED ON INFORMATION RECEIVED FROM VARIOUS DEPARTMENTS OF THE ORGANIZATION AS APPLICABLE. THE FORM 990 WAS THEN REVIEWED BY AN OFFICER OF THE ORGANIZATION. A COPY OF THE FORM 990 FILING WAS DISTRIBUTED TO ALL VOTING MEMBERS OF THE BOARD FOR THE APRIL 2015 MEETING. DURING THE FINANCE COMMITTEE MEETING, MANAGEMENT PRESENTED AND DISCUSSED CERTAIN DISCLOSURES AND INFORMATION INCLUDED IN THE FORM 990. THE FINANCE COMMITTEE CHAIR THEN PROVIDED A SUMMARY AT THE FULL BOARD MEETING. FORM 990, PART VI, LINE 12C CONFLICT OF INTEREST POLICY OFFICERS, TRUSTEES AND KEY EMPLOYEES ARE REQUIRED TO DISCLOSE THE EXISTENCE AND NATURE OF ANY ACTUAL, APPARENT, OR POTENTIAL CONFLICTS OF INTEREST HE/SHE MAY HAVE THAT MIGHT RESULT IN OR HAVE THE APPEARANCE OF A CONFLICT IN CONNECTION WITH THAT INDIVIDUAL SATISFYING THEIR FIDUCIARY OBLIGATIONS TO THE ORGANIZATION. DISCLOSURES SHALL BE MADE PROMPTLY ANY TIME AN ACTUAL, APPARENT OR POTENTIAL CONFLICT OF INTEREST ARISES AND BEFORE THE CONSUMMATION OF ANY CONTRACT, TRANSACTION OR ARRANGEMENT THAT IS THE SUBJECT OF THE POTENTIAL CONFLICT OF INTEREST. WITH GUIDANCE FROM THE ST. JOSEPH HEALTH SYSTEM CHIEF COMPLIANCE OFFICER (CCO), THE CHIEF EXECUTIVE AND/OR THE GOVERNING BOARD CHAIRPERSON, AS APPROPRIATE, CONSIDERS THE MATTER INITIALLY. IF THE MATTER CANNOT BE RESOLVED AT THAT LEVEL, THE MATTER IS ESCALATED TO THE CCO. THE CCO, IN CONSULTATION WITH THE ST. JOSEPH HEALTH SYSTEM GENERAL COUNSEL, REVIEWS THE MATTER AND PRESENTS RECOMMENDATIONS TO THE GOVERNING BOARD AND/OR BOARD COMMITTEE, AS APPROPRIATE, FOR DISCUSSION AND VOTE. THE INDIVIDUAL WHOSE POTENTIAL CONFLICT IS BEING REVIEWED MAY BE REQUESTED TO BE PRESENT DURING ANY MEETING IN WHICH THE BOARD OR BOARD COMMITTEE CONDUCTS ITS EVALUATION BUT SHALL BE EXCUSED FOR ANY DISCUSSION OR VOTE. FORM 990, PART VI, LINE 15A & 15B PROCESS USED TO DETERMINE COMPENSATION EXECUTIVE COMPENSATION IS APPROVED BY THE ST. MARY MEDICAL CENTER COMPENSATION AND BENEFITS COMMITTEE, WHICH IS COMPRISED OF INDEPENDENT PERSONS. THE COMMITTEE REVIEWS COMPARABILITY DATA PREPARED FOR AND COMPILED BY THE ST. JOSEPH HEALTH SYSTEM WORKLIFE COMMITTEE, A COMMITTEE OF THE ST. JOSEPH HEALTH SYSTEM BOARD OF TRUSTEES COMPRISED OF INDEPENDENT MEMBERS. THE ST. JOSEPH HEALTH SYSTEM WORKLIFE COMMITTEE ACTS IN ACCORDANCE WITH A COMMITTEE CHARTER APPROVED BY THE ST. JOSEPH HEATLH SYSTEM BOARD OF TRUSTEES AND AN EXECUTIVE COMPENSATION PHILOSOPHY. THE CHARTER DIRECTS THE ST. JOSEPH HEALTH SYSTEM WORKLIFE COMMITTEE TO ADMINISTER THE EXECUTIVE COMPENSATION PROGRAM AND TO APPROVE PROGRAM CHANGES, AS NECESSARY, TO ENSURE ALIGNMENT WITH THE STATED PHILOSOPHY AND ENSURE CONTINUED COMPLIANCE WITH FEDERAL AND STATE REGULATIONS ON BEHALF OF THE ST. JOSEPH HEALTH SYSTEM BOARD OF TRUSTEES. OVERALL, THE PHILOSOPHY IS INTENDED TO REWARD A BROAD SPECTRUM OF HIGH ORGANIZATIONAL AND INDIVIDUAL PERFORMANCE EXPECTATIONS, AS WELL AS RETENTION OF KEY MANAGEMENT TALENT. THE EXECUTIVE COMPENSATION PHILOSOPHY DEFINES THE MARKET FOR ADMINISTERING COMPENSATION AS A COMPARABLE SET OF FOR PROFIT AND NOT-FOR-PROFIT HEALTH CARE DELIVERY SYSTEMS. ST. JOSEPH HEALTH SYSTEM PROVIDES COMPENSATION TO ITS EXECUTIVES IN THE FORM OF BASE SALARY, AN ANNUAL INCENTIVE PROGRAM, AND BENEFITS. TO ENSURE COMPENSATION PHILOSOPHY ADHERENCE AND GENERAL FAIR MARKET VALUE COMPENSATION, THE COMMITTEE REGULARLY REVIEWS INFORMATION FROM MULTIPLE SOURCES OF MARKET DATA AND ENGAGES LEGAL COUNSEL AND CONSULTING SUPPORT, AS NEEDED. THEY USE THIS INFORMATION TO SUPPORT ONGOING EFFECTIVENESS AND ADMINISTRATION OF THE PROGRAM. THE ST. JOSEPH HEALTH SYSTEM WORKLIFE COMMITTEE MEETS AT LEAST 3 TIMES A YEAR AND TAKES ACTION IN EXECUTIVE SESSION. THESE ACTIONS ARE DOCUMENTED IN DETAILED MINUTES AND APPROVED IN SUBSEQUENT MEETINGS. A FULL COMPENSATION REVIEW IS CONDUCTED ON A BIENNIAL BASIS AND THE LAST REVIEW WAS PERFORMED IN JUNE 2013. DURING THE YEAR, THE ST. MARY MEDICAL CENTER COMPENSATION AND BENEFITS COMMITTEE REVIEWED AND APPROVED ANY CHANGES IN COMPENSATION FOR KEY EXECUTIVES PREDICATED ON THE ANALYSIS AND RECOMMENDATION BY AN INDEPENDENT THIRD PARTY CONSULTING FIRM WITH EXPERTISE IN HEALTHCARE EXECUTIVE COMPENSATION. IN ADDITION, ANNUAL INCENTIVE AWARDS ARE REVIEWED AND APPROVED PRIOR TO PAYMENT CONSISTENT WITH THE MOST RECENT COMPENSATION BIENNIAL REVIEW AND IN ACCORDANCE WITH THE PLAN DOCUMENT. THESE ACTIONS ARE DOCUMENTED IN DETAILED MINUTES WHICH ARE SUBSEQUENTLY APPROVED AT THE COMMITTEE MEETING. FORM 990, PART VI, LINE 19 AVAIL OF GOV DOCS, CONFLICT OF INTEREST POLICY & FIN STMTS TO GEN PUBLIC THE ORGANIZATION MAKES ITS GOVERNING DOCUMENTS, CONFLICT OF INTEREST POLICY, AND FINANCIAL STATEMENTS AVAILABLE TO THE PUBLIC UPON REQUEST. THE SJHS COMMUNITY BENEFIT REPORTS, FINANCIAL REPORTS, AND PHILANTHROPY REPORTS ARE ALSO AVAILABLE ON THE SJHS INTERNET SITE. AUDITED FINANCIAL STATEMENTS ARE ATTACHED TO FORM 990. FORM 990, PART XI, LINE 9 CHANGES IN NET ASSETS OR FUND BALANCE SJHH-AV EQUITY TRANSFER ($ 726,376) SJHS EQUITY TRANSFER ($ 9,211,877) -------------- TOTAL ($ 9,938,253) COVENANT HEALTH NETWORK INC 3345 MICHELSON DRIVE STE 100 IRVINE CA 92612 461259908 HEALTHCARE CA 501(C)(3) 11, III SJHS true COVENANT HEALTH PARTNERS 3615 19TH STREET LUBBOCK TX 79410 611573313 HEALTHCARE TX 501(C)(3) 11,I CHS true COVENANT HEALTH SYSTEM 3615 19TH STREET LUBBOCK TX 79410 752765566 HEALTHCARE TX 501(C)(3) 3 SJHS true COVENANT HEALTH SYSTEM FOUNDATION 4000 24TH STREET LUBBOCK TX 79410 752897026 HEALTHCARE TX 501(C)(3) 7 CHS true COVENANT MEDICAL GROUP 3420 22ND PLACE LUBBOCK TX 79410 752743883 HEALTHCARE TX 501(C)(3) 3 CHS true COVENANT PHYSICIAN PARTNERS 3615 19TH STREET LUBBOCK TX 79410 463516417 HEALTHCARE TX 501(C)(3) 3 CHS true HOAG CHARITY SPORTS 3920 BIRCH STREET SUITE 105 NEWPORT BEACH CA 92660 452982422 SUPPORT CA 501(C)(3) 7 HHF true HOAG HOSPITAL FOUNDATION 1 HOAG DRIVE BOX 6100 NEWPORT BEACH 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