4A (Expenses $ 161189768 including grants of $ 60450) (Revenue $ 199328344)
Simi Valley Hosp & Hlth Care Serv dba Adventist Health Simi Valley (AHSV) provides quality medical health care regardless of race, creed, sex, national origin, handicap, age, or ability to pay.Although reimbursement for services rendered is critical to the operation and stability Adventist Health Simi Valley, the organization recognizes that not all individuals possess the ability to pay for essential medical services.Adventist Healths vision is to enhance the health of the communities where we live and serve, by engaging our communities and our patients in a new definition of and partnership for personal community health. In keeping with this commitment to serve all members of the community, the following will be considered when individuals who need health care cannot pay:providing free care and/or subsidized careproviding care to persons covered by governmental programs at below costproviding health/wellness activities and community education programsNot only does Adventist Health Simi Valley provide low cost care to individuals covered by government-programs and those unable to afford healthcare, it also helps patients find and access private and governmental resources for healthcare benefits.AHSV recognizes below-cost reimbursement as charity and uncompensated care in meeting its mission to the entire community. The unreimbursed cost of providing care to these patients in 2021 was $17,095,257.The following Inpatient services that were provided to all our patients. These services included:466 Babies delivered1,215 Surgeries performed34,047 Patient days The following Outpatient services that were provided to all our patients. These services included:35,170 Emergency department visits2,790 Outpatient Surgeries performed40,715 Outpatient visits 46,912 Clinic visitsAHSV recognizes it has an obligation to provide human services above and beyond its role as a healing facility. The following community benefits demonstrate the tangible ways in which the organization is fulfilling its mission. The total unreimbursed cost of these community benefits in 2021 was $7,176,529.Adventist Healths mission statement of Living Gods love by inspiring health, wholeness and hope is coupled with a vision to transform the health experience of our communities through collaborative programs, community investments and community outreach. We are inspired by the healing ministry as represented by the life of Jesus Christ and believe we are called to live out our mission intentionally in the communities we serve. In the small towns, suburbs and inner cities we serve, we continue our journey to provide quality healthcare until every person made in Gods image has experienced the best health today, hope for tomorrow, and Gods love that endures forever.The following story illustrates how Adventist Health Simi Valley works to provide quality care for our community and why our Foundation has such a passion for raising funds to continue improving the care we can provide:One of our community members brought their daughter recently to the hospital with chronic knee pain. She was 10 years old, full of life, spunky, thoughtful and a wonderfully gifted soccer player. We transferred her to Childrens hospital where she was diagnosed with Osteosarcoma, a rare form of bone cancer. Diseases like this should not happen to children, but they do, and it causes their family no end of sorrow and pain. This young lady who has a huge heart and so much to give has become very special to us. Her journey, which is still in process, may include chemotherapy, radiation, surgery or a combination of these. Despite knowing what she has to go through she in incredibly funny and can bring a smile to anyones face. This young ladys mother is a hard working single mother of three. Since the diagnosis, she has struggled with work keeping her from her daughters side. As her mother needs to be with her daughter during her treatments, we are supporting them through the Foundation with cancer grants that will help mom to be able to stay with her daughter and to cover travel expenses during the treatment and hospital stay.Compassionate, high-quality patient care; life-saving and life-preserving medical and surgical services in a community-based hospital; essential emergency servicesthese are the reasons we are in the Simi Valley community.Website for our community benefit information: https://www.adventisthealth.org/about-us/community-benefit/

Facility: - Part V, Section B, Line 5
The 2019 CHNA data collection process can be summarized as follows: 1. review of prior CHNA reporting efforts; 2. collection of most recently available demographic, socioeconomic and health indicator data; 3. Data gathering from community members. The CHNA findings result from the extensive analysis of primary and secondary data sources; over 241 indicators from national and state data sources were included in the secondary analysis and primary data was collected from community leaders, non-health professionals, community-based organizations, community members and populations with unmet health needs and/or populations experiencing health disparities. The main source for the secondary data, or data that has been previously collected by the government and other health agencies to inform health planning, is the Health Matters in Ventura County platform, a publicly available data platform.Community Survey: The Community Health Assessment Survey (2019) was designed and disseminated by the Ventura County Community Health Needs Assessment Collaborative. A total of 2,722 responses were collected. The sample size met the conditions of 95% confidence interval and had a margin of error of 1.88%. This was a convenience sample, which means results may be vulnerable to selection bias. The results are generalizable to the population of Ventura County.Of the total survey participants, 84.6% (N = 2303) completed the survey in English and 15.4% (N=419) completed the survey in Spanish.Key Informant and Focus Group Discussion Findings: Key informant interviews and focus group discussions help to develop a deeper understanding for the reasons behind the health data seen in the previous sections. It also served to identify the high priorities among VCCHNAC members and stakeholders. In the case of the key informants, the interviews touched upon many issues that were specific to their area of work, especially with vulnerable populations, whereas the focus group discussions with community members focused on age, race and/or gender issues related to accessing healthcare and barriers to access.

Facility: - Part V, Section B, Line 6a
The Ventura County CHNA Collaborative (VCCHNAC) is a formal, charter-bound partnership of seven health agencies that came together in June 2018 to participate in the development of a joint CHNA exercise and report. The agencies that constitute the VCCHNAC are: Adventist Health Simi Valley, Camarillo Health Care District, Clinicas Del Camino Real, Inc., Community Memorial Hospital, Ojai Valley Community Hospital, St. Johns Regional Medical Center, Dignity Health, St. Johns Pleasant Valley Hospital and Dignity Health.

Facility: - Part V, Section B, Line 11
The COVID-19 global pandemic has caused extraordinary challenges for Adventist Health hospitals and health care systems across the world including keeping front line workers safe, shortages of protective equipment, limited ICU bed space and developing testing protocols. They have also focused on helping patients and families deal with the isolation needed to stop the spread of the virus, and more recently vaccine roll out efforts. Adventist Health, like other health care systems, had to pivot its focus to meet the most urgent healthcare needs of its community during the pandemic, as well as reassess the ability to continue with some community health strategies due public health guidelines for social distancing. Adjustments have been made to continue community health improvement efforts as possible, while ensuring the health and safety of those participating. Our 2019 CHNA in conjunction with the Ventura County Community Health Improvement Collaborative (VCCHIC) identified four areas of significant need: Aligning Cross-Sectoral Partnerships for Population Health Impact, Improve Access to Health Services, Address Social Needs through Food Access Interventions, and Improve the Health and Wellbeing of Older Adults. Priority Need 1- Aligning Cross-Sectoral Partnership for Population Health Impact. The goal is to develop a sustainable collaborative structure of hospital and community partnerships for long term implementation of chosen community health and population health strategies. Strategy 1- Build Governance Structure. Activity 1.1- Develop common priorities and objectives, Activity 1.2- Coordinate overarching goals and efforts, Activity 1.3- Define stakeholders, roles and responsibilities, and Activity 1.4- Formalize project scope and structure. In 2021, the Community Information Exchange Governance was established. Additionally, the Health Information Exchange made forward progress and Manifest MedEx was utilized by three partners within the collaborative. Renewal of founding members charter, and added Gold Coast Health Plan to the founding members charter. Strategy 2- Cross Sector Prevention Model. Activity 2.1- Combined Community Health Needs Assessments. Accomplishments include the following: CHNA 2019 adoption and promotion, formulated the 2022 CHNA stakeholder asset map, hired Conduent to conduct the 2022 CHNA. Strategy 3- Develop Financial Plan. Activity 3.1- Identify initial capital and innovative long-term funding streams. Accomplishments include the following: Secured funding through VCPH for a full-time associate to manage the VCCHIC, backbone organization exploratory meetings, and working with HASC and CLC for backbone development. Strategy 4- Explore Data Sharing Strategy. Activity 4.1- Consider data availability and explore methods for Health Information Exchange (HIE). Despite the significant impact of COVID-19, accomplishments include Gold Coast Health Plan Manifest MedEx Utilization, Adventist Health actively submitting data to Manifest MedEx, and include other partners that are currently in process. Strategy 5- Develop Performance Management Evaluation. Activity 5.1- Create performance feedback loops. Due to COVID-19 this activity is currently delayed and anticipated to occur in 2022. Priority Need 2- Improve Access to Health Services. The goal is to improve access to health services by addressing social needs of high risk/high need clients to reduce presentable emergency room and hospital utilization. Strategy 1- From 2019 to 2022, VCCHIC will build a Community Information Exchange (CIE) which can be adopted by participating hospitals and other community-based organizations to increase intra- and inter-agency referrals and tracking of high risk/high need clients. Activities 1.1- Identify non-traditional partners through asset mapping exercises, Activity 1.2 Identification of appropriate SDoH screening tool, Activity 1.3- SDoH Screen Tool Deployment, Activity 1.4- Workflow modifications as needed per provider practices and CBOs needs, Activity 1.5- Staff training on screening and service referrals, Activity 1.6- Facilitate Community Information Exchange (CIE). Accomplishments include the following: Created CIE Governance Board, secured over 4 million dollars in funding for CIE, CIE subcommittees established, CIE newsletter creation and development, hired technology consultant for CIE selection, stakeholder identification process created, performance evaluation criteria project initiated. Identification of non-traditional partners, SDoH tool section, and Adventist Health Physician Network utilization of SDoH screening questions. Additional activities include the following: Access to Care for Underserved Populations- Free Clinic of Simi Valley: lab and radiology services provided to all Free Clinic Referrals. A total of 469 people served. Other support included financial contributions and PPE supplies. Westminster Free Clinic: More than 400 people served, support included financial contributions and PPE supplies. Community Health and Wellness Programs: A total of 12,150 people served valued at $416,715. Access to Care- Health Professions- Nursing student clinical rotations: A total of 131 students served. Other health profession rotations: A total of 162 students served. Health Professions Scholarships: A total of 5 students served valued at $10,000. Priority Need 3- Address Social Needs through a Food Access Intervention- the goal is to address food insecurity and reduce hospitalizations and health care costs in medically complex populations by increasing access to appropriate nutrition. Strategy 1- From 2019 to 2022, the VCCHIC will reduce food insecurity by 2% from baseline (pre-COVID-19 data) by screening for food insecurity at provider practices and hospitals and referring high need/high risk clients to food and nutrition access programs, resources and professionals. Activity 1.1- Select uniform screening tool for providers, practices and hospitals, Activity 1.2- Business agreement template for screening partnerships, Activity 1.3- Client referral program, Activity 1.4- Clinical dietary counseling referrals for chronic disease and prevention, Activity 1.5- Clinical care plan template for tailored care plans, Activity 1.6- Connect screening and referrals to federal and state food assistance programs, CBO resources. Although most of the activities selected were placed on hold due to COVID-19, the collective impact includes the following: identified and selected hunger vital signs screening tool, building screening tools into the CIE structure. Additional activities include the following: Population Health Interventions/upstream prevention with a focus on youth: Empathy training programs funded at SVUSD and MPUSD; Athletic Training and Medical Oversight Program- sports medicine physician provides oversight, athletic trainers funded by the hospital for 5 high schools, creation of SDoH interventions and care navigation for student athletes; Healthy Kids Fun Zones at 2 community events serving over 20,000 visitors; Every 15 Minutes Committee planning for 2022 event; Family education classes (childbirth, breastfeeding, siblings); Simi Valley Education Foundation Enhancement Grant funding, Moorpark Education Foundation program grant funding; Boys & Girls Club of Simi Valley and Moorpark funding of food access program; funding for concussion prevention and education. Population Health Interventions with a focus substance use and mental health: Applied for a CalBridge grant and received the award for $100,000 to begin a Substance Use Navigator (SUN) program, this program began in 2021. Participation in Ventura County Behavioral Health Mental Health Task Force is currently on hold due to COVID-19. Priority Need 4- Improve the health and wellbeing of older adults. The goal is to implement a multi-hospital-based intervention with the assistance of CBOS that will establish a continuum of care and reduce readmissions for high-risk Medicare beneficiaries. Strategy 1- From 2019 to 2022, VCCHIC will implement a Community Based Care Transition Program per Section 3026 of the Affordable Care Act to support medically fragile 65+ year old adults and their caregivers after an acute care hospitalization to reduce hospital readmissions and improve the provision of value-based services. Activity 1.1- Caregiver Assessments and Care Planning, Activity 1.2- Community Partner Identification, Activity 1.3- Education for Caregivers, Activity 1.4- Integration into Health Systems. Due to COVID-19, programs were significantly impacted. Most of the accomplishments for 2021 include Adventist Health Simi Valley being awarded grant funding to continue efforts. Community benefit expenses include staff time and coordination to secure grants, as well as building community relationships. Additional activities include the following:Focus on Senior Health- Caregiver support program, senior center collaborations (a total of 300+ screened for blood press

Part I, Line 7 - Explanation of Costing Methodology
The costs were determined by using a cost-to-charge ratio. The cost-to-charge computation is based on hospital specific data included in the system-wide combined audited financial statements. The formula used for computation equals financial statement data as follows:Total expenses - (Provision for bad debts + Other revenue + Interest income)/Gross patient charges

Part III, Line 2 - Methodology Used To Estimate Bad Debt Expense
Uncollected patient accounts are analyzed using written patient financial services policies that apply standard procedures for all patient accounts. The result of the analysis is what is recognized as bad debt expense. For example, all self-pay patients receive a discount. If the discounted account is unpaid after collection efforts, the unpaid balance is classified as bad debt. The cost-to-charge ratio is multiplied times the hospital's bad debt expense. The resulting figure has been reported as bad debts at cost on Part III, Line 2.

Part III, Line 3 - Methodology of Estimated Amount & Rationale for Including in Community Benefit
The portion of the bad debts attributed to charity care as reported on Part III, Line 3 was calculated by an independent third-party consulting firm. This is an estimate of additional charity care that would have been granted if patients had cooperated by furnishing family financial information. A statistically valid sampling of patient accounts written-off was evaluated. The evaluation used various factors to determine which patients would have been eligible for charity care. Had the hospital obtained sufficient information from all patients who qualified for financial assistance, these additional accounts would have been recorded as charity care instead of bad debt.

Part III, Line 4 - Bad Debt Expense
The system-wide audited combined financial statements do not contain a footnote describing bad debt expense.

Part III, Line 8 - Explanation Of Shortfall As Community Benefit
The Medicare cost report apportions the hospitals costs on the basis of inpatient days and ancillary and outpatient charges to establish the costing methodology.Healthcare delivery by hospitals is a complex, highly regulated business in the United States. Healthcare unit cost inflation is driven by compliance with ever-expanding regulatory requirements, shortages of highly skilled labor and evolving medical and information technology. The health care market basket is unrelated to that of the average individual consumer. Medicare annual payment updates have fallen behind actual healthcare cost inflation to the point that Medicare payments too many U.S. hospitals are well below the cost of providing care. These unreimbursed costs are a community benefit for seniors and others in the community as these individuals are continuing to receive care without which many would become dependent on other governmental resources such as Medicaid. The benefit to the community for healthier Medicare recipients is no different than those benefits the community realizes for uninsured and underinsured patients who are eligible for partial and full charity care. Medicare is a safety net for seniors and others. Without Medicare coverage, many individuals would undoubtedly qualify for charity care.In addition to the mismatch between Medicare payment increases and healthcare cost inflation, the highly complex Medicare payment systems and formulas produce disparate payment levels from one hospital to another for the same service. These disparate payment levels create disparate results within groups of hospitals. For further information please refer to schedule H part III section B.

Part III, Line 9b - Provisions On Collection Practices For Qualified Patients
"When a patient has requested screening for charity care, the hospital must immediately cease collection activity and place the account in a charity pending status. If 100% charity is approved, the entire account balance is written off to charity care. If the patient has a sliding scale liability based on the federal poverty guidelines, they are billed only for that liability. If the patient fails to pay their after-charity liability, they are assigned to a collection agency with an identifier that indicates to the agency that the patient is ""low incomeX and the following criteria must be followed by the agency:1. They may not report the patient to a credit bureau2. They may not file a lawsuit to recover the outstanding liability3. They may not charge interest"

Part VI, Line 2 - Needs Assessment
The hospital's 2019 CHNA, the 2022 Community Health Plan (CHP) Update for fiscal year 2021, and the 2020 Implementation Strategy adopted in 2020 are posted on the hospital's website at Community Benefit : Roseville, California : Adventist Health. The two most recent Community Health Needs Assessment, two most recent Implementation Strategy reports and the most recent Community Health Plan Update are also available on the Adventist Health Corporate website at Community Benefit : Roseville, California : Adventist Health. The Community Health Needs Assessment (CHNA) includes both the activity and product of identifying and prioritizing a community's health needs, accomplished through the collection and development of a community health plan. The second component of the CHNA, the community health plan, includes strategies and plans to address prioritized needs, with the goal of contributing to improvements in the community's health. Qualitative and quantitative data sources were used in conducting the CHNA. To accomplish the many important systemic goals that are underway in our community, our hospitals support local partners to augment our own efforts, and to promote a healthier community. Partnership is not used as a legal term, but a description of the relationships of connectivity that are necessary to collectively improve the health of the regions we serve. One of our objectives is to partner with other nonprofit and faith-based organizations that share our values and priorities to improve the health status and quality of life of the community we serve. This is an intentional effort to avoid duplication and leverage the successful work already in existence in the community.

Part VI, Line 7 - States Filing of Community Benefit Report
CA

Part VI, Line 3 - Patient Education of Eligibility for Assistance
The plain language summary of the Financial Assistance Policy (FAP) is posted along with the complete FAP policy and FAP Application on the hospital's website at https://www.adventisthealth.org/documents/financial-assistance/ENG_PFS-112_Financial-Assistance-Policy.pdf. These documents are available in multiple languages.At the time of registration, patients who are uninsured and underinsured are provided information about government healthcare programs. Patients are also orally informed of their right to request charity assistance. Signs are displayed in the patient business office, patient registration areas and the emergency room in multiple languages informing patients of this right as well. The hospital also provides a brochure during the registration process that explains the hospital billing and collection procedures, and how to request financial assistance. In addition, every billing statement sent to patients contains information on how to request financial assistance.

Part VI, Line 4 - Community Information
Located in southern California, Ventura County has a land area of 1,843.1 square miles, which encompasses 10 cities, 13 census-designated places, and 15 other unincorporated communities. According to 2019 Claritas Pop-Facts, Ventura County has a population of 859,967. The most populated zip codes are 93033 (Oxnard), 93065 (Simi Valley), 93030 (Oxnard), and 93063 (Simi Valley) with population totals of 83,972, 74,815, 62,482, and 56,653. The majority of the population is comprised of Hispanics with 42.9% of the population and White (Non-Hispanic), with 41.4% of the population. The Asian population accounts for 7.8% of the population, followed by two or more races with 3.5% of the population, Black or African American with 2.3% of the population, American Indian and Alaska Native with 1.9% of the population, and lastly Native Hawaiian and Other Pacific Islander with 0.3% of the population.In 2018, Ventura Countys population had a median age of 37.5 and a median household income of $81,972. In Ventura County, 50.5% of the population is female, 6.0% are below 5 years of age, 23.2% are below 18 years and 15.0% are 65 years and above. Among county residents, 42,012 have veteran status, 38.6% of the people in Ventura County speak a non-English language, and 22.5% are foreign born. The median property value in Ventura County is $520,300 and the homeownership rate is 63.2%. The percent of households with a computer is 90.9% and with a broadband internet subscription is 85.1% (United States Census Bureau, 2018).Oxnard (93030, 93033 and 93036), Santa Paula (93060), Fillmore (93015), and Port Hueneme (93041) are the areas within the county that have the highest socioeconomic needs. In general, the areas of the county with higher socioeconomic needs (highlighted above) have a lower average life expectancy than the average of 82.0 years for Ventura County residents. Conversely, those areas with lower socioeconomic needs such as Oak Park (93777) and Thousand Oaks/Westlake (91361 and 91362) both have life expectancies of 85+ years. Barriers and disparities had the greatest impact among Black and African American populations, with disparities in 19 secondary data health indicators. The White population follows this with disparities in 16 indicators, and the Hispanic or Latino population, with disparities in 11 indicators.

Part VI, Line 4 - Community Building Activities
The hospital is involved in numerous community building activities which promote the health of the community. Overwhelmingly, we see diseases of despair including suicide, substance abuse, mental health and chronic illnesses plaguing the communities in which we have a significant presence in. These community concerns are addressed through health improvement, education, poverty, workforce development and access to care. This is why we have focused our work around addressing behavior and the systems keeping the most vulnerable people in cycles of poverty and high utilization. In an effort to heal these communities, we have strategically invested in our communities by partnering with national leaders in community well-being. We believe the power of community transformation lies in the hands of the community. Our solution for transformation is to create a sustainable model of well-being that measurably impacts the well-being of people, well-being of place and equity. In 2020, Adventist Health acquired Blue Zones as the first step toward reaching our solution. By partnering with Blue Zones, we will be able to gain ground in shifting the balance from healthcare treating people once they are ill to transformative well-being changing the way communities live, work and play. In 2021, Adventist Health committed to launching six Blue Zone Projects within our community footprint, and as we enter 2022 these projects are active. Blue Zones widens our impact from only reaching our hospitals communities in four states to a global mission practice. We also encourage our employees to serve on community collaboration boards, health advocacy programs, and physical improvement projects to promote the health of the communities we serve. In addition, we work with neighborhood programs, including schools, work sites and safety net providers to promote health and wellness and prevent disease. These activities are not included elsewhere on Schedule H.

Part VI, Line 5 - Promotion of Community Health
Our hospitals mission is, Living Gods love by inspiring health, wholeness and hope. Our community benefit work is rooted deep within our mission and merely an extension of our mission and service. We have also incorporated our community benefit work to be an integral component of improving the Triple Aim. The Triple Aim concept broadly known and accepted within health care includes:1) Improve the experience of care for our residents.2) Improve the health of populations.3) Reduce the per capita costs of health care.Our strategic investments in our community are focused on a more planned, proactive approach to community health. The basic issue of good stewardship is making optimal use of limited charitable funds. Defaulting to charity care in our emergency rooms for the most vulnerable is not consistent with our mission. An upstream and more proactive and strategic allocation of resources enables us to help low income populations avoid preventable pain and suffering; in turn allowing the reallocation of funds to serve an increasing number of people experiencing health disparities.Hospitals and health systems are facing continuous challenges during this historic shift in our health system. Given todays state of health, where cost and heartache is soaring, now more than ever, we believe we can do something to change this. These challenges include a paradigm shift in how hospitals and health systems are positioning themselves and their strategies for success in a new payment environment. This will impact everyone in a community and will require shared responsibility among all stakeholders. As hospitals move toward population health management, community health interventions are a key element in achieving the overall goals of reducing the overall cost of health care, improving the health of the population, and improving access to affordable health services for the community both in outpatient and community settings. The key factor in improving quality and efficiency of the care hospitals provide is to include the larger community they serve as a part of their overall strategy. Population health is not just the overall health of a population, but also includes the distribution of health. Overall health could be quite high if the majority of the population is relatively healthyeven though a minority of the population is much less healthy. Ideally such differences would be eliminated or at least substantially reduced.Community health can serve as a strategic platform to improve the health outcomes of a defined group of people, concentrating on three correlated stages:1) The distribution of specific health statuses and outcomes within a population; 2) Factors that cause the present outcomes distribution; and 3) Interventions that may modify the factors to improve health outcomes.Improving population health requires effective initiatives to: 1) Increase the prevalence of evidence-based preventive health services and preventive health behaviors, 2) Improve care quality and patient safety, and 3) Advance care coordination across the health care continuum. We will work together with our community to ensure the community health improvements are identified and then targeted for programs to influence behaviors to obtain improved health within the whole community.

Part VI, Line 6 - Affilated Health Care System
The hospital is a member of Adventist Health System/West, a health care system which provides healthcare services in diverse markets within the Western United States. A member hospital may share some services with other member hospitals in its geographic area, such as clinical, management and support services. Using today's technology, hospitals outside the geographic area are able to provide support through remote services such as tele pharmacy and robotics surgery. The Corporate Office provides important shared administrative support for member hospitals' rural health clinics and home care agencies, quality of care, other clinical needs, financing and risk management, and shared clinical and financial information technology. As many experienced and new physicians search for alternatives to independent practice, there is also corporate administrative support for hospital affiliated medical groups that engage physicians through employment or other contracts. This provides stability and growth of qualified physicians across many specialties, which is very important to make healthcare services available and to maintain and improve health within the communities served by all member hospitals.

Part VI - Additional Information
Identified Needs from CHNA, Not Addressed and Why (Based on 2020 (FY 2019) CHP Update) - No hospital can address all the health needs identified in its community. Adventist Health Simi Valley is committed to serving the community by adhering to its mission, and using its skills, expertise and resources to provide a range of community benefit programs. The following significant health needs that will not be addressed include the following: reduce the impact of behavioral health issues and reduce the burden of chronic disease. Our Adventist Health Simi Valley and the Ventura County Community Health Improvement Collaborative (VCCHIC) has identified other community stakeholders who actively lead programs to address these needs. Other Items In FY 2021, Adventist Health Simi Valley continued the following actions in response to the needs created or exacerbated by COVID-19: Continued virtual healthcare visits to keep community members safe and healthy; Continued their online symptom tracker. Additionally, Adventist Health Simi Valley took these additional actions: Was part of a communitywide effort by the local health system to vaccinate eligible community members to help stop the spread of the virus. Organized and facilitated a community vaccination event for employees of the school districts including Simi Valley, Moorpark and local colleges and universities. Total doses: 4,670 (first and second doses), Total number of vaccinated persons: 2,324. Partners: Ventura County Department of Public Health; AHSV; Simi Valley Unified School District; Moorpark Unified School District; Ventura County Community College District and California Lutheran University. Provided PPE, hand sanitizers and food items for local organizations and frontline workers. Facilitated and organized Covid-19 vaccinations and boosters in the community. Provided PPE for The Free Clinic of Simi Valley. Provided PPE and sanitation supplies to Westminster Free Clinic. Provided Funding to Foster Youth programs and Senior/Caregiver Support programs. Provided PPE and supplies for clients, staff and volunteers with Senior Center of Simi Valley. Utilized our athletic trainers to help schools with screenings. Provided PE education materials for clients of the Senior Center of Simi ValleyPrimary website address: See Form 990, Pg. 1, Item JNeeds Assessment website: See Sch H Part VI - Needs AssessmentFAP website: See Sch H Part VI-Patient Education