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Providence Health System - So California
1801 Lind Ave Sw Attn Tax Dept
Renton, WA 98057
EIN: 510216589
The hospital that you have selected is part of a multi-facility organization that reports community benefit expenditures in the aggregate and not by individual hospital. The data shown below are for the multi-facility organization. We encourage you to contact the individual hospital directly if you would like community benefit information on the hospital.Learn more
Individual Facility Details: Providence Holy Cross Med Center15031 Rinaldi Street
Mission Hills, CA 91345
Mission Hills, CA 91345
4 hospitals in organization:
(click a facility name to update Individual Facility Details panel)
(click a facility name to update Individual Facility Details panel)
| Bed count | 257 | Medicare provider number | 050278 | Member of the Council of Teaching Hospitals | NO | Children's hospital | NO |
Providence Health System - So CaliforniaDisplay data for year:
Community Benefit Spending- 2021
(as % of functional expenses, which all tax-exempt organizations report on Form 990 Schedule H)
(as % of functional expenses, which all tax-exempt organizations report on Form 990 Schedule H)
9.09%
Spending by Community Benefit Category- 2021
(as % of total functional expenses)
(as % of total functional expenses)
Community Benefit Spending Compared to Functional Expenses, 2010-2021
Additional data
Community Benefit Expenditures: 2021
All tax-exempt organizations file a Form 990 with the IRS for every tax year. If the tax-exempt organization operates one or more hospital facilities during the tax year, the organization must attach a Schedule H to Form 990. On Part I of Schedule H, the organization records the expenditures it made during the tax year for various types of community benefits; 9 types are shown on this web tool. By default, this web tool presents community benefit expenditures as a percentage of the organization’s functional expenses, which it reports on Form 990, Part IX, Line 25, Column A. (The more commonly heard term, ‘total operating expenses’, which organizations report to CMS, is generally about 90% of the ‘functional expenses’). The user may change the default to see the dollar expenditures.
Operating expenses $ 1,980,074,626 Total amount spent on community benefits as % of operating expenses$ 180,050,809 9.09 %- Amount spent in the following IRS community benefit categories:
Financial Assistance at cost as % of operating expenses$ 19,496,798 0.98 %Medicaid as % of operating expenses$ 122,927,409 6.21 %Costs of other means-tested government programs as % of operating expenses$ 0 0 %Health professions education as % of operating expenses$ 8,210,946 0.41 %Subsidized health services as % of operating expenses$ 0 0 %Research as % of operating expenses$ 0 0 %Community health improvement services and community benefit operations*
as % of operating expensesNote: these two community benefit categories are reported together on the Schedule H, part I, line 7e.$ 17,722,334 0.90 %Cash and in-kind contributions for community benefit* as % of operating expenses$ 11,693,322 0.59 %Community building*
as % of operating expenses$ 0 0 %- * = CBI denoted preventative categories
- Community building activities details:
Did tax-exempt hospital report community building activities? Not available Number of activities or programs (optional) 0 Physical improvements and housing 0 Economic development 0 Community support 0 Environmental improvements 0 Leadership development and training for community members 0 Coalition building 0 Community health improvement advocacy 0 Workforce development 0 Other 0 Persons served (optional) 0 Physical improvements and housing 0 Economic development 0 Community support 0 Environmental improvements 0 Leadership development and training for community members 0 Coalition building 0 Community health improvement advocacy 0 Workforce development 0 Other 0 Community building expense
as % of operating expenses$ 0 0 %Physical improvements and housing as % of community building expenses$ 0 Economic development as % of community building expenses$ 0 Community support as % of community building expenses$ 0 Environmental improvements as % of community building expenses$ 0 Leadership development and training for community members as % of community building expenses$ 0 Coalition building as % of community building expenses$ 0 Community health improvement advocacy as % of community building expenses$ 0 Workforce development as % of community building expenses$ 0 Other as % of community building expenses$ 0 Direct offsetting revenue $ 0 Physical improvements and housing $ 0 Economic development $ 0 Community support $ 0 Environmental improvements $ 0 Leadership development and training for community members $ 0 Coalition building $ 0 Community health improvement advocacy $ 0 Workforce development $ 0 Other $ 0
Other Useful Tax-exempt Hospital Information: 2021
In addition to community benefit and community building expenditures, the Schedule H worksheet includes sections on what percentage of bad debt can be attributable to patients eligible for financial assistance, and questions on the tax-exempt hospital's debt collection policy. When searching a specific tax-exempt hospital in this web tool, Section II provides information about bad debt and the financial assistance policy, and whether the state in which the tax-exempt hospital resides has expanded Medicaid coverage under the federal ACA.
Of the tax-exempt hospital’s overall operating expenses, amount reported as bad debt
as % of operating expenses$ 0 0 %Is the tax-exempt hospital considered a "sole community hospital" under the Medicare program? NO - Information about the tax-exempt hospital's Financial Assistance Policy and Debt Collection Policy
The Financial Assistance Policy section of Schedule H has changed over the years. The questions listed below reflect the questions on the 2009-2011 Schedule H forms and the answers tax-exempt hospitals provided for those years. The Financial Assistance Policy requirements were changed under the ACA. In the future, as the Community Benefit Insight web site is populated with 2021 data and subsequent years, the web tool will also be updated to reflect the new wording and requirements. In the meantime, if you have any questions about this section, we encourage you to contact your tax-exempt hospital directly.
Does the organization have a written financial assistance (charity care) policy? YES Did the tax-exempt hospital rely upon Federal Poverty Guidelines (FPG) to determine when to provide free or discounted care for patients? YES Amount of the tax-exempt hospital’s bad debt (at cost) attributed to patients eligible under the organization’s financial assistance (charity care) policy
as % of operating expenses$ 0 0 %- Did the tax-exempt hospital, or an authorized third party, take any of the following collection activities before determining whether the patient was eligible for financial assistance:
Reported to credit agency Not available Under the ACA, states have the choice to expand Medicaid eligibility for their residents up to 138% of the federal poverty guidelines. The Medicaid expansion provision of the ACA did not go into effect until January 2014, so data in this web tool will not reflect each state's current Medicaid eligibility threshold. For up to date information, please visit the Terms and Glossary under the Resources tab.
After enactment of the ACA, has the state in which this tax-exempt hospital is located expanded Medicaid? YES The federal poverty guidelines (FPG) are set by the government and used to determine eligibility for many federal financial assistance programs. Tax-exempt hospitals often use FPG guidelines in their Financial Assistance policies to determine which patients will qualify for free or discounted care.
If not, is the state's Medicaid threshold for working parents at or below 76% of the federal poverty guidelines? Not available In addition to the federal requirements, some states have laws stipulating community benefit requirements as a result of tax-exemption. The laws vary from state to state and may require the tax-exempt hospitals to submit community benefit reports. Data on this web tool captures whether or not a state had a mandatory community benefit reporting law as of 2011. For more information, please see Community Benefit State Law Profiles Comparison at The Hilltop Institute.
Does the state in which the tax-exempt hospital is located have a mandatory community benefit reporting statute? YES
Community Health Needs Assessment Activities: 2021
The ACA requires all 501(c)(3) tax-exempt hospitals to conduct a Community Health Needs Assessment (CHNA) every three years, starting with the hospital's tax year beginning after March 23, 2012. The 2011 Schedule H included an optional section of questions on the CHNA process. This web tool includes responses for those hospitals voluntary reporting this information. The web tool will be updated to reflect changes in these questions on the 2012 and subsequent Schedule H forms.
Did the tax-exempt hospital report that they had conducted a CHNA? YES Did the CHNA define the community served by the tax-exempt hospital? YES Did the CHNA consider input from individuals that represent the broad interests of the community served by the tax-exempt hospital? YES Did the tax-exempt hospital make the CHNA widely available (i.e. post online)? YES Did the tax-exempt hospital adopt an implementation strategy to address the community needs identified by the CHNA? YES
Supplemental Information: 2021
This section presents qualitative information submitted by the hospital, verbatim from the 990H record.
- Statement of Program Service Accomplishments
Description of the organization's program service accomplishments for each of its three largest program services, as measured by expenses. Section 501(c)(3) and 501(c)(4) organizations are required to report the amount of grants and allocations to others, the total expenses, and revenue, if any, for each program service reported.
4A (Expenses $ 1688764830 including grants of $ 40254773) (Revenue $ 1881062666) SEE SCHEDULE OAT PROVIDENCE, WE USE OUR VOICE TO ADVOCATE FOR VULNERABLE POPULATIONS AND NEEDED REFORMS IN HEALTH CARE. WE ARE ALSO PURSUING INNOVATIVE WAYS TO TRANSFORM HEALTH CARE BY KEEPING PEOPLE HEALTHY, AND MAKING OURSERVICES MORE CONVENIENT, ACCESSIBLE AND AFFORDABLE FOR ALL. IN AN INCREASINGLY UNCERTAIN WORLD, WE ARE COMMITTED TO HIGH-QUALITY, COMPASSIONATE HEALTH CARE FOR EVERYONE REGARDLESS OF COVERAGE OR ABILITY TO PAY. WE HELP PEOPLE AND COMMUNITIES BENEFIT FROM THE BEST HEALTH CARE MODEL FOR THE FUTURE TODAY. TOGETHER, OUR 120,000 CAREGIVERS (ALL EMPLOYEES) SERVE IN 52 HOSPITALS, 1,085 CLINICS AND A COMPREHENSIVE RANGE OF HEALTH AND SOCIALSERVICES ACROSS ALASKA, CALIFORNIA, MONTANA, NEW MEXICO, OREGON, TEXAS AND WASHINGTON. THE PROVIDENCE FAMILY INCLUDES: - PROVIDENCE ACROSS SEVEN WESTERN STATES - COVENANT HEALTH IN WEST TEXAS - FACEY MEDICAL FOUNDATION IN LOS ANGELES, CA. - KADLEC IN SOUTHEAST WASHINGTON - PACIFIC MEDICAL CENTERS IN SEATTLE, WA. - SWEDISH HEALTHSERVICES IN SEATTLE, WA. 2021 WAS MARKED BY THREE MAJOR SURGES IN COVID-19 VOLUMES, A NATIONAL SHORTAGE OF HEALTH CARE PERSONNEL, AS WELL AS DEFERRALS OF NON-EMERGENT CARE. EVEN WITH THESE TREMENDOUS CHALLENGES, THE PROVIDENCE FAMILY OF ORGANIZATIONS CONTINUED TO INVEST IN OUR COMMUNITIES, GUIDED BY OUR STRATEGIC PLAN AND OUR COMMUNITY BENEFIT PRIORITIES.FOR MORE INFORMATION GO TO: HTTPS://WWW.PROVIDENCE.ORG/ABOUT/ANNUAL-REPORTENVIRONMENTAL, SOCIAL, AND GOVERNANCE STANDARDSOVER THE LAST TWO YEARS, PROVIDENCE ADVANCED A SOCIAL RESPONSIBILITY FRAMEWORK THAT INCLUDES A STRONGER COMMITMENT TO DIVERSITY, EQUITY, INCLUSION, AND ENVIRONMENTAL STEWARDSHIP. WE UPDATED OUR INTEGRATED STRATEGIC & FINANCIAL PLAN TO MORE CLEARLY EXPRESS OUR COMMITMENT AND ACCELERATION OF THIS IMPORTANT WORK TO ADDRESS SOCIAL, RACIAL, AND ECONOMIC DISPARITIES IN THE COMMUNITIES WE SERVE. PROVIDENCE'S SOCIAL RESPONSIBILITY FRAMEWORK AIMS TO DEPLOY THE ASSETS OF OUR SYSTEM TO SUPPORT COMMUNITY HEALTH IMPROVEMENT, STRENGTHEN LOCAL ECONOMIES AND REDUCE OUR CARBON FOOTPRINT. IN 2021, OUR SUSTAINABLE AND INCLUSIVE PURCHASING PROGRAM COMMITTED TO INCREASE OUR SPEND WITH WOMEN AND MINORITY OWNED BUSINESS ENTERPRISES BY OVER $300 MILLION ACROSS THE NEXT FIVE YEARS. WE ALSO DEPLOY AN INVESTING PORTFOLIO WHICH INCLUDES SHAREHOLDER ADVOCACY, IMPACT INVESTING, AND SOCIALLY CONSCIOUS PORTFOLIO SCREENS. IN 2021, PROVIDENCE MADE PROGRESS TOWARDS ITS CLIMATE COMMITMENT TO BECOME CARBON NEGATIVE BY 2030. WE ARE IMPLEMENTING AN ENVIRONMENTAL STEWARDSHIP SYSTEM STRATEGY THAT ENCOURAGES WASTE REDUCTIONS, EFFICIENT ENERGY AND WATER USE, LOCAL AGRICULTURE PARTNERSHIPS, LESS TOXIC AND FEWER CHEMICAL USE, AND A REDUCTION IN CARBON FROM TRAVEL.2021 WAS AN EXTRAORDINARY YEAR MARKED BY THREE MAJOR SURGES IN COVID-19 VOLUMES, A NATIONAL SHORTAGE OF HEALTH CARE PERSONNEL, AS WELL AS DEFERRALS OF NON-EMERGENT CARE. EVEN WITH THESE TREMENDOUS CHALLENGES, THE PROVIDENCE FAMILY OF ORGANIZATIONS CONTINUED TO INVEST IN OUR COMMUNITIES, GUIDED BY OUR STRATEGIC PLAN AND OUR COMMUNITY BENEFIT PRIORITIES. FOR MORE INFORMATION GO TO: HTTPS://WWW.PROVIDENCE.ORG/ABOUT/ANNUAL-REPORT2021 PROGRAM SERVICE ACCOMPLISHMENTS PROVIDENCE SAN FERNANDO VALLEY SERVICE AREA (SFV SERVICE AREA) IS COMPRISED OF THE SERVICE AREASOF THREE PROVIDENCE MEDICAL CENTERS INCLUDING PROVIDENCE HOLY CROSS MEDICAL CENTER (PHCMC; MISSIONHILLS); PROVIDENCE ST. JOSEPH MEDICAL CENTER (PSJMC; BURBANK); AND PROVIDENCE CEDARS-SINAI TARZANA MEDICAL CENTER (PCSTMC; TARZANA). INITIATIVE #1: STRENGTHEN INFRASTRUCTURE OF CONTINUUM OF CARE FOR PATIENTS EXPERIENCING HOMELESSNESS - ASSISTED PATIENTS EXPERIENCING HOMELESSNESS THROUGH OUR CHW HOMELESS NAVIGATORS PROGRAM WITH DISCHARGE TO SHELTER OR HOMELESS SERVICE PROVIDERS. WORKED WITH OVER 890 HOMELESS PATIENTS IN 2021.- ASCENCIA AND NATIONAL HEALTH FOUNDATION WERE IDENTIFIED AS STRATEGIC PARTNERS TO ADDRESS RECUPERATIVE CARE/INTERIM SHELTER FOR PATIENTS EXPERIENCING HOMELESSNESS.INITIATIVE #2: INCREASE REACH AND UTILIZATION OF COMMUNITY BASED WELLNESS AND ACTIVITY CENTERS - INCREASED THE NUMBER OF SENIOR PARTICIPANTS ACTIVE IN INDIVIDUAL SHORT-TERM COUNSELING AND GROUP COUNSELING THROUGH OUR VAN NUYS WELLNESS CENTER. - 42 HEALTH EDUCATION CLASSES HELD ON ZOOM THROUGH OUR PACOIMA WELLNESS CENTER. INITIATIVE #3: IMPROVE ACCESS TO HEALTHCARE SERVICES AND PREVENTIVE RESOURCES - ASSISTED COMMUNITY MEMBERS WITH 192 APPLICATIONS FOR HEALTH INSURANCE ENROLLMENT. - ENROLLED 48 CLIENTS IN CALFRESH.- RAN OUR FIRST FEAST PROGRAM WITH 14 PARTICIPANTS TO PROVIDE NUTRITION EDUCATION FOR COMMUNITY MEMBERS.- BEGAN OUR MENTAL HEALTH FIRST AID PROGRAM, TRAINING 120 COMMUNITY MEMBERS. INITIATIVE #4: SUPPORT COLLABORATIVE PARTNERSHIPS FOR BETTER HEALTH - PROVIDED OVER 9,500 COVID VACCINATIONS AND BOOSTERS WITHIN THE SFV SERVICE AREA. THE PROVIDENCE SOUTH BAY LITTLE COMPANY OF MARY MEDICAL CENTERS, SAN PEDRO AND TORRANCE CONDUCT A COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) FOR THE COMMUNITIES IN THE SOUTH BAY. INITIATIVE #1: STRENGTHEN INFRASTRUCTURE OF CONTINUUM OF CARE FOR PATIENTS EXPERIENCING HOMELESSNESS. - ASSISTED PATIENTS EXPERIENCING HOMELESSNESS THROUGH OUR CHW HOMELESS NAVIGATORS PROGRAM WITH DISCHARGE TO SHELTER OR HOMELESS SERVICE PROVIDERS. WORKED WITH OVER 640 HOMELESS PATIENTS IN 2021. - THROUGH OUR COORDINATED ENTRY SYSTEM HOSPITAL LIAISON COLLABORATIVE WORKGROUP OF PRIVATE NON-PROFIT HOSPITALS IN THE SOUTH BAY TO HAVE A DIRECT, SINGLE POINT OF CONTACT WITH THE LOCAL LEAD HOMELESS SERVICE AGENCY TO COORDINATE REFERRALS AND EDUCATE HOSPITAL STAFF ON CHANGING RESOURCES, WE LINKED OVER 280 HOMELESS PATIENTS TO SOME FORM OF SHELTER IN 2021. INITIATIVE #2: IMPROVE ACCESS TO HEALTH CARE SERVICES - ENROLLED 200 PATIENTS INTO MENTAL HEALTH THERAPY PROGRAMS. - PROVIDED OVER 8,800 COVID VACCINATIONS IN 2021. INITIATIVE #3: INVEST IN EXPANSION OF COMMUNITY-BASED WELLNESS AND ACTIVITY CENTERS. - PROVIDED OVER 7,200 COVID TESTS AT OUR WILMINGTON WELLNESS AND ACTIVITY CENTER. INITIATIVE #4: TRAIN AND DEPLOY A WORKFORCE OF COMMUNITY HEALTH WORKERS TO ADDRESS SOCIAL DETERMINANTS OF HEALTH IN UNDERSERVED POPULATIONS.- RAN OUR FIRST FULL YEAR OF OUR CHW ACADEMY IN COLLABORATION WITH CHARLES DREW UNIVERSITY TO TRAIN COMMUNITY MEMBERS TO BECOME COMMUNITY HEALTH WORKERS, WITH OVER 10 GRADUATING. - CONTINUED OFFERING MENTAL HEALTH FIRST AID TO COMMUNITY MEMBERS, HAVING OVER 260 COMPLETING THE COURSE. - PROVIDED SEVERAL COHORTS OF MENTAL HEALTH SUPPORT GROUPS AND CHRONIC DISEASE SELF-MANAGEMENT CLASSES TO COMMUNITY MEMBERS BOTH IN PERSON AND VIRTUALLY. FOR MORE INFORMATION GO TO: HTTPS://WWW.PROVIDENCE.ORG/ABOUT/ANNUAL-REPORT/REPORTS/SOUTHERN-CALIFORNIA
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Facility Information
Schedule H (Form 990) Section C. Supplemental Information for Part V, Section B.
PART V, SECTION B FACILITY REPORTING GROUP A
FACILITY REPORTING GROUP A CONSISTS OF: - FACILITY 1: PROVIDENCE ST. JOSEPH MEDICAL CENTER, - FACILITY 3: PROVIDENCE HOLY CROSS MEDICAL CENTER
PART V, SECTION B FACILITY REPORTING GROUP B
FACILITY REPORTING GROUP B CONSISTS OF: - FACILITY 2: PROVIDENCE LCM MED. CTR. - TORRANCE, - FACILITY 4: PROVIDENCE LCM MED. CTR. - SAN PEDRO
PHS - SOUTHERN CALIFORNIA (GROUP A) - PART V, SECTION B, LINE 3E: THE SIGNIFICANT HEALTH NEEDS OF THE COMMUNITY ARE PRIORITIZED BASED ON THE METHODOLOGY DESCRIBED IN THE MOST RECENT CHNA SECTION ON SIGNIFICANT HEALTH NEEDS.
PHS - SOUTHERN CALIFORNIA (GROUP A) - PART V, SECTION B, LINE 5: "PROVIDENCE CONDUCTED KEY INFORMANT INTERVIEWS WITH INDIVIDUALS WHO REPRESENT A VARIETY OF LOW-INCOME, MEDICALLY UNDERSERVED, AND MINORITY POPULATIONS THROUGHOUT THE HOSPITALS' SERVICE AREA.2019 CHNA KEY INFORMANTS: - 3WINS FITNESS (PROGRAM, PHYSICAL ACTIVITY) - CAL STATE UNIVERSITY, NORTHRIDGE (UNIVERSITY, PHYSICAL ACTIVITY) - ALLIANCE FOR COMMUNITY EMPOWERMENT (COMMUNITY BASED ORGANIZATION, COMMUNITY PROGRAMMING AND EMPOWERMENT) - ALL- INCLUSIVE COMMUNITY HEALTH CENTER (COMMUNITY BASED ORGANIZATION, HEALTH CARE) - BURBANK HOUSING CORPORATION (COMMUNITY BASED ORGANIZATION, HOUSING/HOMELESSNESS) - CITY OF BURBANK (GOVERNMENT) - EL CENTRO DE AMISTAD (COMMUNITY BASED ORGANIZATION, BEHAVIORAL HEALTH) - EL PROYECTO DEL BARRIO (COMMUNITY BASED ORGANIZATION, HEALTH CARE) - LA FAMILY HOUSING (COMMUNITY BASED ORGANIZATION, HOUSING/HOMELESSNESS) - LOS ANGELES COUNTY DEPARTMENT OF PUBLIC HEALTH (GOVERNMENT, PUBLIC HEALTH) - NORTH VALLEY CARING SERVICES (COMMUNITY BASED ORGANIZATION, HOUSING/HOMELESSNESS) - NORTHEAST VALLEY HEALTH CORPORATION (COMMUNITY BASED ORGANIZATION, HEALTH CARE) - SAN FERNANDO AND SANTA CLARITA VALLEY HOMELESS COALITION (COALITION, HOUSING/HOMELESSNESS) - NORTHEAST VALLEY HEALTH CORPORATION (COMMUNITY BASED ORGANIZATION, HEALTH CARE) - ONEGENERATION (COMMUNITY BASED ORGANIZATION, AGING SERVICES) - SAN FERNANDO COMMUNITY HEALTH CENTER (COMMUNITY BASED ORGANIZATION, HEALTH CARE) - THE OFFICE OF LAUSD SCHOOL BOARD MEMBER (GOVERNMENT, EDUCATION) - VALLEY CROSSROADS SEVENTH-DAY ADVENTIST CHURCH (FAITH BASED ORGANIZATION) - WEST VALLEY YMCA (NATIONAL ORGANIZATION, HEALTHY LIVING AND YOUTH DEVELOPMENT)IN ADDITION TO CONDUCTING KEY INFORMANT INTERVIEWS AS PART OF ITS PRIMARY DATA COLLECTION, PROVIDENCE ALSO INCLUDED INPUT FROM PERSONS WHO REPRESENT THE BROAD INTERESTS OF THE COMMUNITY WHO PARTICIPATED AS PART OF THE BOARD COMMITTEE ON COMMUNITY BENEFIT AUTHORIZED BY THE GOVERNING BOARD IN MARCH 2019.THE CHNA OVERSIGHT COMMITTEE MET TWICE IN THE FALL OF 2019 TO PRIORITIZE AND RECOMMEND THE TOP IDENTIFIED HEALTH NEEDS TO BE ADDRESSED OVER THE NEXT THREE YEARS. THE EXTERNAL REPRESENTATIVES INCLUDED THE PERSPECTIVE OF A PEDIATRICIAN, AN FQHC, MENTAL HEALTH SERVICES PROVIDER, AN AFFORDABLE HOUSING ORGANIZATION, SENIOR SERVICES PROVIDER AND THE AREA HEALTH OFFICER FOR THE SAN FERNANDO VALLEY FROM THE DEPARTMENT OF PUBLIC HEALTH. THE GROUP PARTICIPATED IN TWO MEETINGS TO REVIEW THE ASSEMBLED PRIMARY AND SECONDARY DATA FOR EACH IDENTIFIED HEALTH NEED. THE FIRST MEETING INCLUDED DISCUSSIONS ON HOW EACH ISSUE AFFECTED THE COMMUNITIES IN THE REGION, USING THE IDENTIFIED NEED OF HOMELESSNESS AND HOUSING INSTABILITY TO FAMILIARIZE AND PREPARE THE PARTICIPANTS FOR CRITERIA THAT WOULD BE APPLIED DURING THE PRIORITIZATION MEETING. IN THE SECOND MEETING COMMITTEE PARTICIPANTS RECEIVED A QUESTIONNAIRE AT THE START OF THE MEETING AND ASKED TO RATE THE SEVERITY OF EACH IDENTIFIED HEALTH NEED USING THREE CRITERIA: (1) THE CHANGE OVER TIME, (2) THE AVAILABILITY OF COMMUNITY RESOURCES/ASSETS TO ADDRESS THE HEALTH NEED, AND (3) THE COMMUNITY READINESS TO IMPLEMENT/SUPPORT PROGRAMS TO ADDRESS THE HEALTH NEED. OVERSIGHT COMMITTEE MEMBERS WERE THEN ASKED TO CONSIDER THE THREE QUESTIONS BELOW AND GIVEN THREE DOTS, OR ""VOTES"", TO ASSIGN TO THE IDENTIFIED HEALTH NEEDS, RESULTING IN A LIST OF PRIORITIZED NEEDS.- HOW DOES THIS NEED IMPACT THE WORK OF YOUR ORGANIZATION AND THE CLIENTS YOU SERVE?- WHAT OTHER SERVICE GAPS CURRENTLY EXIST?- WHAT ROLE CAN PROVIDENCE PLAY IN ADDRESSING THIS NEED?"
PHS - SOUTHERN CALIFORNIA (GROUP A) - PART V, SECTION B, LINE 6A: PROVIDENCE ST. JOSEPH MEDICAL CENTER AND PROVIDENCE HOLY CROSS MEDICAL CENTER COLLABORATED WITH PROVIDENCE CEDAR SINAI TARZANA MEDICAL CENTER TO COMPLETE THEIR JOINT COMMUNITY HEALTH NEEDS ASSESSMENT. THE HOSPITALS AGREED UPON A COMMON DEFINITION OF COMMUNITY (SERVICE PLANNING AREA 2 - SAN FERNANDO VALLEY) AND THE PRIMARY AND SECONDARY DATA WAS COLLECTED ACROSS THE SAN FERNANDO VALLEY.
PHS - SOUTHERN CALIFORNIA (GROUP A) - PART V, SECTION B, LINE 6B: THE CHNA WAS CONDUCTED IN PARTNERSHIP WITH THE CENTER FOR NONPROFIT MANAGEMENT (CNM), LOS ANGELES, CA.
PHS - SOUTHERN CALIFORNIA (GROUP A) - PART V, LINE 7B, CHNA REPORT WEBSITE: "HTTPS://WWW.PROVIDENCE.ORG/ABOUT/ANNUAL-REPORT/CHNA-AND-CHIP-REPORTSCLICK ON ""SOUTHERN CALIFORNIA"" TAB"
PHS - SOUTHERN CALIFORNIA (GROUP A) - PART V, SECTION B, LINE 11: IN DEVELOPING THE LIST OF PRIORITY NEEDS, PROVIDENCE LOOKED AT BRINGING ITS EXPERTISE AND RESOURCES TO THOSE ISSUES WHERE IT CAN MAKE POSITIVE CHANGE. IN OUR LATEST CHNA, THE BOARD COMMITTEE ON COMMUNITY BENEFITS IDENTIFIED THE FOLLOWING AS THE HIGHEST PRIORITY NEEDS WITHIN OUR COMMUNITIES:1) HOMELESSNESS2) BEHAVIORAL HEALTH, INCLUDING MENTAL HEALTH AND SUBSTANCE USE3) FOOD INSECURITY4) PREVENTION AND MANAGEMENT OF CHRONIC DISEASES5) ACCESS TO HEALTH CARE AND RESOURCESTHE FIVE PRIORITIZED HEALTH NEEDS ARE BEING ADDRESSED WITHIN THE CONTEXT OF FOUR INITIATIVES THAT MAKE UP THREE-YEAR IMPLEMENTATION STRATEGY:INITIATIVE #1: STRENGTHEN INFRASTRUCTURE OF CONTINUUM OF CARE FOR PATIENTS EXPERIENCING HOMELESSNESS- ASSISTED PATIENTS EXPERIENCING HOMELESSNESS THROUGH OUR CHW HOMELESS NAVIGATORS PROGRAM WITH DISCHARGE TO SHELTER OR HOMELESS SERVICE PROVIDERS. WORKED WITH OVER 890 HOMELESS PATIENTS IN 2021- ASCENCIA AND NATIONAL HEALTH FOUNDATION WERE IDENTIFIED AS STRATEGIC PARTNERS TO ADDRESS RECUPERATIVE CARE/INTERIM SHELTER FOR PATIENTS EXPERIENCING HOMELESSNESSINITIATIVE #2: INCREASE REACH AND UTILIZATION OF COMMUNITY BASED WELLNESS AND ACTIVITY CENTERS- INCREASED THE NUMBER OF SENIOR PARTICIPANTS ACTIVE IN INDIVIDUAL SHORT-TERM COUNSELING AND GROUP COUNSELING THROUGH OUR VAN NUYS WELLNESS CENTER.- 42 HEALTH EDUCATION CLASSES HELD ON ZOOM THROUGH OUR PACOIMA WELLNESS CENTERINITIATIVE #3: IMPROVE ACCESS TO HEALTHCARE SERVICES AND PREVENTIVE RESOURCES- ASSISTED COMMUNITY MEMBERS WITH 192 APPLICATIONS FOR HEALTH INSURANCE ENROLLMENT- ENROLLED 48 CLIENTS IN CALFRESH- RAN OUR FIRST FEAST PROGRAM WITH 14 PARTICIPANTS TO PROVIDE NUTRITION EDUCATION FOR COMMUNITY MEMBERS- BEGAN OUR MENTAL HEALTH FIRST AID PROGRAM, TRAINING 120 COMMUNITY MEMBERSINITIATIVE #4: SUPPORT COLLABORATIVE PARTNERSHIPS FOR BETTER HEALTH- PROVIDED OVER 9,500 COVID VACCINATIONS AND BOOSTERS WITHIN THE SFV SERVICE AREANEEDS BEYOND THE HOSPITAL'S SERVICE PROGRAMNO HOSPITAL FACILITY CAN ADDRESS ALL OF THE HEALTH NEEDS PRESENT IN ITS COMMUNITY. OUR ABILITY TO ADDRESS ALL OF THE IDENTIFIED HEALTH NEEDS IS LINKED TO OUR MISSION TO PAY SPECIAL ATTENTION TO THE POOR AND VULNERABLE AND BY THE STRENGTH OF OUR PARTNERSHIPS WITH OTHER ORGANIZATIONS WHO CAN SUPPLEMENT OR COMPLEMENT OUR ANNUALLY BUDGETED RESOURCES. FOR EXAMPLE, PROVIDENCE HAS PROVIDED A TATTOO REMOVAL PROGRAM FOR MANY YEARS FOR EX-GANG MEMBERS AND OFFENDERS WHO HAVE COMMITTED TO TURNING THEIR LIFE AROUND. YET, WE HAVE LEARNED THAT REMOVING THE TATTOO IS JUST PART OF THE SOLUTION TO SUPPORTING THE INDIVIDUAL WHO FACES MANY BARRIERS AND STRESSORS. SO, WE ARE COMMITTED TO PARTNERING WITH ORGANIZATIONS THAT CAN PROVIDE THE WRAP AROUND MENTAL HEALTH, JOB TRAINING AND OTHER SERVICES THAT IMPROVE THE CHANCES OF A SUCCESSFUL RE-ENTRY BACK INTO THE COMMUNITY. THE COMMUNITY HEALTH IMPROVEMENT PLAN BELOW PRESUMES THAT ADDITIONAL ORGANIZATIONAL PARTNER RELATIONSHIPS WILL ALLOW US TO ADDRESS ALL EIGHT IDENTIFIED HEALTH NEEDS. THESE ORGANIZATIONS ARE PUBLIC AND PRIVATE COMMUNITY PARTNERS THAT HAVE EXPERTISE IN ADDRESSING THE IDENTIFIED COMMUNITY HEALTH NEEDS AT THE LOCAL LEVEL.
PHS - SOUTHERN CALIFORNIA (GROUP A) - PART V, SECTION B, LINE 16A: FAP WEBSITE:HTTPS://WWW.PROVIDENCE.ORG/OBP/CA/CA-LA/FINANCIAL-ASSISTANCE
PHS - SOUTHERN CALIFORNIA (GROUP A) - PART V, SECTION B, LINE 16B: FAP APPLICATION WEBSITE:HTTPS://WWW.PROVIDENCE.ORG/OBP/CA/CA-LA/FINANCIAL-ASSISTANCE-APPLICATION
PHS - SOUTHERN CALIFORNIA (GROUP A) - PART V, SECTION B, LINE 16C: FAP PLAIN LANGUAGE SUMMARY WEBSITE:HTTPS://WWW.PROVIDENCE.ORG/OBP/CA/CA-LA/FINANCIAL-ASSISTANCE
PHS - SOUTHERN CALIFORNIA (GROUP A) - PART V, SECTION B, LINE 24: FOR NON-MEDICALLY NECESSARY SERVICES A PATIENT MAY BE CHARGED FULL BILLED CHARGES.
PHS - SOUTHERN CALIFORNIA (GROUP B) - PART V, SECTION B, LINE 3E: THE SIGNIFICANT HEALTH NEEDS OF THE COMMUNITY ARE PRIORITIZED BASED ON THE METHODOLOGY DESCRIBED IN THE MOST RECENT CHNA SECTION ON SIGNIFICANT HEALTH NEEDS.
PHS - SOUTHERN CALIFORNIA (GROUP B) - PART V, SECTION B, LINE 5: "PROVIDENCE CONDUCTED KEY INFORMANT INTERVIEWS WITH INDIVIDUALS WHO REPRESENT A VARIETY OF LOW-INCOME, MEDICALLY UNDERSERVED, AND MINORITY POPULATIONS THROUGHOUT THE HOSPITALS' SERVICE AREA.2019 CHNA KEY INFORMANTS:- BEHAVIORAL HEALTH SERVICES, INC. (COMMUNITY BASED ORGANIZATION, BEHAVIORAL HEALTH)- ST. JOSEPH CHURCH HAWTHORNE (RELIGIOUS ORGANIZATION)- LAWNDALE ELEMENTARY SCHOOL DISTRICT (SCHOOL DISTRICT, EDUCATION)- HARBOR COMMUNITY CLINIC (COMMUNITY BASED ORGANIZATION, HEALTH CARE)- BOYS & GIRLS CLUBS OF THE LOS ANGELES HARBOR (NATIONAL ORGANIZATION, YOUTH DEVELOPMENT)- THE VOLUNTEER CENTER SOUTH BAY, HARBOR, LONG BEACH (COMMUNITY BASED ORGANIZATION, MENTAL HEALTH, FOOD INSECURITY, COMMUNITY WELLBEING)- CALIFORNIA ASSOCIATION OF FOOD BANKS (STATE ORGANIZATION, FOOD INSECURITY)- FLYAWAYHOMES (COMMUNITY BASED ORGANIZATION, HOMELESSNESS)- RICHSTONE FAMILY CENTER (COMMUNITY BASED ORGANIZATION, CHILD ABUSE TREATMENT AND PREVENTION)- SOUTH BAY COALITION TO END HOMELESSNESS (COALITION, HOMELESSNESS)IN ADDITION TO CONDUCTING KEY INFORMANT INTERVIEWS AS PART OF ITS PRIMARY DATA COLLECTION, PROVIDENCE ALSO INCLUDED INPUT FROM PERSONS WHO REPRESENT THE BROAD INTERESTS OF THE COMMUNITY AS PART OF ITS CHNA OVERSIGHT COMMITTEE.THE CHNA OVERSIGHT COMMITTEE, AUTHORIZED BY THE GOVERNING BOARD, MET TWICE IN THE FALL OF 2019 TO PRIORITIZE AND RECOMMEND THE TOP IDENTIFIED HEALTH NEEDS TO BE ADDRESSED OVER THE NEXT THREE YEARS. THE EXTERNAL REPRESENTATIVES INCLUDED THE PERSPECTIVE OF A FQHC, NONPROFIT SOCIAL SERVICES AGENCY, PUBLIC SCHOOLS AND THE DIRECTOR OF NUTRITION AND PHYSICAL ACTIVITY PROGRAM FROM THE LOS ANGELES COUNTY DEPARTMENT OF PUBLIC HEALTH. THE GROUP PARTICIPATED IN TWO MEETINGS TO REVIEW THE ASSEMBLED PRIMARY AND SECONDARY DATA FOR EACH IDENTIFIED HEALTH NEED. THE FIRST MEETING INCLUDED DISCUSSIONS ON HOW EACH ISSUE AFFECTED THE COMMUNITIES IN THE REGION, USING THE IDENTIFIED NEEDS OF FOOD INSECURITY AND BEHAVIORAL HEALTH TO FAMILIARIZE AND PREPARE THE PARTICIPANTS FOR CRITERIA THAT WOULD BE APPLIED DURING THE PRIORITIZATION MEETING. IN THE SECOND MEETING COMMITTEE PARTICIPANTS RECEIVED A QUESTIONNAIRE AT THE START OF THE MEETING AND ASKED TO RATE THE SEVERITY OF EACH IDENTIFIED HEALTH NEED USING THREE CRITERIA: (1) THE CHANGE OVER TIME, (2) THE AVAILABILITY OF COMMUNITY RESOURCES/ASSETS TO ADDRESS THE HEALTH NEED, AND (3) THE COMMUNITY READINESS TO IMPLEMENT/SUPPORT PROGRAMS TO ADDRESS THE HEALTH NEED. OVERSIGHT COMMITTEE MEMBERS WERE THEN ASKED TO CONSIDER THE THREE QUESTIONS BELOW AND GIVEN THREE DOTS, OR ""VOTES,"" TO ASSIGN TO THE IDENTIFIED HEALTH NEEDS, RESULTING IN A LIST OF PRIORITIZED NEEDS.- HOW DOES THIS NEED IMPACT THE WORK OF YOUR ORGANIZATION AND THE CLIENTS YOU SERVE?- WHAT OTHER SERVICE GAPS CURRENTLY EXIST?- WHAT ROLE CAN PROVIDENCE PLAY IN ADDRESSING THIS NEED?"
PHS - SOUTHERN CALIFORNIA (GROUP B) - PART V, SECTION B, LINE 6A: PROVIDENCE LITTLE COMPANY OF MARY MEDICAL CENTER SAN PEDRO AND PROVIDENCE LITTLE COMPANY OF MARY MEDICAL CENTER TORRANCE COLLABORATED TOGETHER TO COMPLETE THEIR JOINT COMMUNITY HEALTH NEEDS ASSESSMENT. THE HOSPITALS AGREED UPON A COMMON DEFINITION OF COMMUNITY (SERVICE PLANNING AREA 8 - SOUTH BAY, EXCLUDING LONG BEACH) AND THE PRIMARY AND SECONDARY DATA WAS COLLECTED ACROSS THE SAN FERNANDO VALLEY.
PHS - SOUTHERN CALIFORNIA (GROUP B) - PART V, SECTION B, LINE 6B: THE CHNA WAS CONDUCTED IN PARTNERSHIP WITH THE CENTER FOR NONPROFIT MANAGEMENT (CNM), LOS ANGELES, CA.
PHS - SOUTHERN CALIFORNIA (GROUP B) - PART V, LINE 7B, CHNA REPORT WEBSITE: HTTPS://WWW.PROVIDENCE.ORG/ABOUT/ANNUAL-REPORT/REPORTS/CHNA-AND-CHIP-REPORTS
PHS - SOUTHERN CALIFORNIA (GROUP B) - PART V, SECTION B, LINE 11: IN DEVELOPING THE LIST OF PRIORITY NEEDS, PROVIDENCE LOOKED AT BRINGING ITS EXPERTISE AND RESOURCES TO THOSE ISSUES WHERE IT CAN MAKE POSITIVE CHANGE. IN OUR LATEST CHNA, THE BOARD COMMITTEE ON COMMUNITY BENEFITS IDENTIFIED THE FOLLOWING AS THE HIGHEST PRIORITY NEEDS WITHIN OUR COMMUNITIES:1. HOMELESSNESS AND HOUSING INSTABILITY2. ACCESS TO HEALTH CARE3. BEHAVIORAL HEALTH4. ECONOMIC INSECURITY AND WORKFORCE DEVELOPMENTTHE FOUR PRIORITIZED HEALTH NEEDS ARE BEING ADDRESSED WITHIN THE CONTEXT OF FOUR INITIATIVES THAT MAKE UP THE THREE-YEAR IMPLEMENTATION STRATEGY:INITIATIVE #1: STRENGTHEN INFRASTRUCTURE OF CONTINUUM OF CARE FOR PATIENTS EXPERIENCING HOMELESSNESS - ASSISTED PATIENTS EXPERIENCING HOMELESSNESS THROUGH OUR CHW HOMELESS NAVIGATORS PROGRAM WITH DISCHARGE TO SHELTER OR HOMELESS SERVICE PROVIDERS. WORKED WITH OVER 640 HOMELESS PATIENTS IN 2021. - THROUGH OUR COORDINATED ENTRY SYSTEM HOSPITAL LIAISON COLLABORATIVE WORKGROUP OF PRIVATE NON-PROFIT HOSPITALS IN THE SOUTH BAY TO HAVE A DIRECT, SINGLE POINT OF CONTACT WITH THE LOCAL LEAD HOMELESS SERVICE AGENCY TO COORDINATE REFERRALS AND EDUCATE HOSPITAL STAFF ON CHANGING RESOURCES, WE LINKED OVER 280 HOMELESS PATIENTS TO SOME FORM OF SHELTER IN 2021.INITIATIVE #2: IMPROVE ACCESS TO HEALTH CARE SERVICES - INCREASED THE NUMBER OF MEDICAL VISITS TO OUR VASEK POLAK HEALTH CLINIC. - ENROLLED 200 PATIENTS INTO MENTAL HEALTH THERAPY PROGRAMS. - PROVIDED OVER 8,800 COVID VACCINATIONS IN 2021.INITIATIVE #3: INVEST IN EXPANSION OF COMMUNITY-BASED WELLNESS AND ACTIVITY CENTERS - CONTINUED OUR WEEKLY FARMER'S MARKET AND MARKET MATCH PROGRAM TO PROVIDE ACCESS TO HEALTHY FOOD IN OUR WILMINGTON COMMUNITY. - SELECTED A DESIGN PROFESSIONAL AND BEGAN INITIAL DESIGN PLANNING FOR OUR LAWNDALE WELLNESS AND ACTIVITY CENTER. - PROVIDED OVER 7,200 COVID TESTS AT OUR WILMINGTON WELLNESS AND ACTIVITY CENTER.INITIATIVE #4: TRAIN AND DEPLOY A WORKFORCE OF COMMUNITY HEALTH WORKERS TO ADDRESS SOCIAL DETERMINANTS OF HEALTH IN UNDERSERVED POPULATIONS - RAN OUR FIRST FULL YEAR OF OUR CHW ACADEMY IN COLLABORATION WITH CHARLES DREW UNIVERSITY TO TRAIN COMMUNITY MEMBERS TO BECOME COMMUNITY HEALTH WORKERS, WITH OVER 10 GRADUATING. - CONTINUED OFFERING MENTAL HEALTH FIRST AID TO COMMUNITY MEMBERS, HAVING OVER 260 COMPLETING THE COURSE. - PROVIDED SEVERAL COHORTS OF MENTAL HEALTH SUPPORT GROUPS AND CHRONIC DISEASE SELF-MANAGEMENT CLASSES TO COMMUNITY MEMBERS BOTH IN PERSON AND VIRTUALLY.NEEDS BEYOND THE HOSPITAL'S SERVICE PROGRAMNO HOSPITAL FACILITY CAN ADDRESS ALL OF THE HEALTH NEEDS PRESENT IN ITS COMMUNITY. THE FOLLOWING COMMUNITY HEALTH NEEDS IDENTIFIED IN THE MINISTRY CHNA WILL NOT BE ADDRESSED AND AN EXPLANATION IS PROVIDED BELOW: - ORAL HEALTH: OUR HEALTH FACILITIES DO NOT PROVIDE ORAL HEALTH CARE, AND IT IS NOT OUR AREA OF EXPERTISE WITHIN THE PROVIDENCE HEALTH SYSTEM IN THE LOS ANGELES REGION. HOWEVER, THERE ARE NUMBER OF COMMUNITY PARTNERS INCLUDING LOCAL FEDERALLY QUALIFIED HEALTH CLINICS WHO ARE FOCUSING ON INCREASING ACCESS TO ORAL HEALTH CARE, ESPECIALLY FOR THE MEDI-CAL POPULATION. FOR COMMUNITY MEMBERS IN NEED OF THESE SERVICES, WE REFER THEM TO THESE PROVIDERS OF LOW-COST DENTAL CARE.
PHS - SOUTHERN CALIFORNIA (GROUP B) - PART V, SECTION B, LINE 16A: FAP WEBSITE:HTTPS://WWW.PROVIDENCE.ORG/OBP/CA/CA-LA/FINANCIAL-ASSISTANCE
PHS - SOUTHERN CALIFORNIA (GROUP B) - PART V, SECTION B, LINE 16B: FAP APPLICATION WEBSITE:HTTPS://WWW.PROVIDENCE.ORG/OBP/CA/CA-LA/FINANCIAL-ASSISTANCE-APPLICATION
PHS - SOUTHERN CALIFORNIA (GROUP B) - PART V, SECTION B, LINE 16C: FAP PLAIN LANGUAGE SUMMARY WEBSITE:HTTPS://WWW.PROVIDENCE.ORG/OBP/CA/CA-LA/FINANCIAL-ASSISTANCE
PHS - SOUTHERN CALIFORNIA (GROUP B) - PART V, SECTION B, LINE 24: FOR NON-MEDICALLY NECESSARY SERVICES A PATIENT MAY BE CHARGED FULL BILLED CHARGES.
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Supplemental Information
Schedule H (Form 990) Part VI
PART I, LINE 3C: IN DETERMINING ELIGIBILITY FOR FREE OR DISCOUNTED CARE, FPG IS A KEY FACTOR. THE ORGANIZATION ALSO CONSIDERED CERTAIN ASSETS OF A PATIENT. IN ADDITION, A PATIENT'S SPECIAL CIRCUMSTANCES WERE ALSO CONSIDERED WHEN DETERMINING ELIGIBILITY, INCLUDING BUT NOT LIMITED TO, DISABILITY AND HOMELESSNESS.
PART I, LINE 6A: PROVIDENCE HEALTH SYSTEM - SOUTHERN CALIFORNIA PREPARES AN ANNUAL REPORT AND IT IS PUBLICLY AVAILABLE AT: HTTPS://WWW.PROVIDENCE.ORG/ABOUT/ANNUAL-REPORT/REPORTS/SOUTHERN-CALIFORNIA
PART I, LINE 7: THE AMOUNTS REPORTED IN THE TABLE WERE CALCULATED USING A COST-TO-CHARGE RATIO AND GENERAL LEDGER.
PART I, LINE 7G: THERE WERE NO COSTS ATTRIBUTABLE TO PHYSICIAN CLINICS.
PART III, LINE 4: AS A RESULT OF ADOPTING ASU 2014-09, THE HEALTH SYSTEM CONTINUED TO MAINTAIN AN ALLOWANCE FOR BAD DEBTS RELATED TO PERFORMANCE OBLIGATIONS SATISFIED PRIOR TO JANUARY 1, 2018. THESE ACCOUNTS HAVE ALL BEEN FULLY RESOLVED, THEREFORE THE ALLOWANCE FOR BAD DEBTS HAS DECLINED TO $0 AS OF DECEMBER 31, 2019.
PART III, LINE 8: THE ORGANIZATION DOES NOT REPORT MEDICARE REVENUES AND EXPENSES AS COMMUNITY BENEFIT.
PART III, LINE 9B: OUR FINANCIAL ASSISTANCE POLICY INCLUDES BILLING AND COLLECTIONS DETAILS. COLLECTION EFFORTS ON UNPAID BALANCES WILL CEASE PENDING FINAL DETERMINATION OF FAP ELIGIBILITY. PROVIDENCE DOES NOT PERFORM, ALLOW, OR ALLOW COLLECTION AGENCIES TO PERFORM ANY EXTRAORDINARY COLLECTION ACTIONS PRIOR TO MAKING A REASONABLE EFFORT TO DETERMINE IF THE PATIENT QUALIFIES FOR FINANCIAL ASSISTANCE. IT IS STANDARD PRACTICE TO CEASE COLLECTION ACTIVITIES FOR PATIENTS THAT QUALIFY FOR FINANCIAL ASSISTANCE. THIS INFORMATION IS INCLUDED IN OUR CHARITY POLICY HOWEVER THIS DETAIL IS NOT ADDRESSED IN OUR COLLECTION POLICY.
PART VI, LINE 2: NEEDS ASSESSMENT:REPORTING GROUP AEVERY THREE YEARS, PROVIDENCE HOLY CROSS AND PROVIDENCE SAINT JOSEPH CONDUCT A COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) FOR THE COMMUNITIES IN THE SAN FERNANDO VALLEY. PRIOR TO BEGINNING THE PROCESS, THE COMMUNITY HEALTH DEPARTMENT STAFF MAKES A PRESENTATION TO THE SAN FERNANDO VALLEY COMMUNITY MINISTRY BOARD OUTLINING THE FRAMEWORK OF THE CHNA PROCESS AND REQUESTS AUTHORITY FROM THE GOVERNING BOARD TO FORM A BOARD COMMITTEE ON COMMUNITY BENEFIT TO OVERSEE THE CHNA PROCESS. THE COMMITTEE IS COMPOSED OF NINE INTERNAL PROVIDENCE STAFF, AND NINE COMMUNITY STAKEHOLDERS (I.E. PUBLIC SCHOOLS, PUBLIC HEALTH, FEDERALLY QUALIFIED HEALTH CENTERS (FQHC'S), AND COMMUNITY-BASED ORGANIZATIONS), AND THE COMMITTEE WAS CHAIRED BY THE REGIONAL CHIEF MISSION INTEGRATION OFFICER. THIS GROUP IS CHARGED WITH REVIEWING THE FINDINGS FROM THE PRIMARY AND SECONDARY DATA COLLECTED AND PRIORITIZING THE IDENTIFIED COMMUNITY NEEDS. THE PRIORITIZED NEEDS IDENTIFIED IN THE 2019 CHNA ARE LISTED ABOVE IN PART V, SECTION B. THESE PRIORITIZED NEEDS BECOME THE BASIS OF THE COMMUNITY HEALTH IMPROVEMENT PLAN/IMPLEMENTATION STRATEGY THAT SETS FORTH OBJECTIVES TO BE ACCOMPLISHED OVER THREE YEARS, UNTIL THE NEXT CHNA IS CONDUCTED.THE COMMITTEE MET TWICE IN THE FALL OF 2019 TO PRIORITIZE AND RECOMMEND THE TOP IDENTIFIED HEALTH NEEDS TO BE ADDRESSED OVER THE NEXT THREE YEARS. FINAL APPROVAL OF THE CHNA BY THE BOARD OF DIRECTORS TOOK PLACE AT THEIR DECEMBER 19, 2019 MEETING.REPORTING GROUP BEVERY THREE YEARS, PROVIDENCE LITTLE COMPANY OF MARY MEDICAL CENTERS, SAN PEDRO AND TORRANCE CONDUCT A COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) FOR THE COMMUNITIES IN THE SOUTH BAY. PRIOR TO BEGINNING THE PROCESS, THE COMMUNITY HEALTH DEPARTMENT STAFF MAKES A PRESENTATION TO THE SOUTH BAY COMMUNITY MINISTRY BOARD OUTLINING THE FRAMEWORK OF THE CHNA PROCESS AND REQUESTS AUTHORITY FROM THE GOVERNING BOARD TO FORM A BOARD COMMITTEE ON COMMUNITY BENEFIT TO OVERSEE THE CHNA PROCESS. THE COMMITTEE IS COMPOSED OF FOUR INTERNAL PROVIDENCE STAFF, AND FOUR COMMUNITY STAKEHOLDERS (I.E. PUBLIC SCHOOLS, PUBLIC HEALTH, FEDERALLY QUALIFIED HEALTH CENTERS (FQHC'S), AND COMMUNITY-BASED ORGANIZATIONS) AND CHAIRED BY A MEMBER OF THE GOVERNING BOARD. THIS GROUP IS CHARGED WITH REVIEWING THE FINDINGS FROM THE PRIMARY AND SECONDARY DATA COLLECTED AND PRIORITIZING THE IDENTIFIED COMMUNITY NEEDS. THE PRIORITIZED NEEDS IDENTIFIED IN THE 2019 CHNA ARE LISTED ABOVE IN PART V, SECTION B. THESE PRIORITIZED NEEDS BECOME THE BASIS OF THE COMMUNITY HEALTH IMPROVEMENT PLAN/IMPLEMENTATION STRATEGY THAT SETS FORTH OBJECTIVE TO BE ACCOMPLISHED OVER THREE YEARS, UNTIL THE NEXT CHNA IS CONDUCTED.THE COMMITTEE MET TWICE IN THE FALL OF 2019 TO PRIORITIZE AND RECOMMEND THE TOP IDENTIFIED HEALTH NEEDS TO BE ADDRESSED OVER THE NEXT THREE YEARS. FINAL APPROVAL OF THE CHNA BY THE BOARD OF DIRECTORS TOOK PLACE AT THEIR DECEMBER 3, 2019 MEETING.
PART VI, LINE 3: COMMUNICATION TO THE PUBLIC:REPORTING GROUPS A & BPROVIDENCE HOLY CROSS AND PROVIDENCE SAINT JOSEPH AS WELL AS PROVIDENCE LITTLE COMPANY OF MARY, SAN PEDRO AND PROVIDENCE LITTLE COMPANY OF MARY, TORRANCE POST NOTICES REGARDING THE AVAILABILITY OF FINANCIAL ASSISTANCE TO LOW-INCOME UNINSURED PATIENTS. THESE NOTICES ARE POSTED IN VISIBLE LOCATIONS THROUGHOUT THE HOSPITAL SUCH AS ADMITTING/REGISTRATION, BILLING OFFICE, EMERGENCY DEPARTMENT AND OTHER OUTPATIENT SETTINGS.EVERY POSTED NOTICE REGARDING FINANCIAL ASSISTANCE POLICIES CONTAINS BRIEF INSTRUCTIONS ON HOW TO APPLY FOR FINANCIAL ASSISTANCE OR A DISCOUNTED PAYMENT. THE NOTICES ALSO INCLUDE A CONTACT TELEPHONE NUMBER THAT A PATIENT OR FAMILY MEMBER CAN CALL TO OBTAIN MORE INFORMATION.PROVIDENCE ENSURES THAT APPROPRIATE STAFF MEMBERS ARE KNOWLEDGEABLE ABOUT THE EXISTENCE OF THE HOSPITAL'S FINANCIAL ASSISTANCE POLICIES. TRAINING IS PROVIDED TO STAFF MEMBERS (I.E., BILLING OFFICE, FINANCIAL DEPARTMENT, ETC.) WHO DIRECTLY INTERACT WITH PATIENTS REGARDING THEIR HOSPITAL BILLS. WHEN COMMUNICATING TO PATIENTS REGARDING THEIR FINANCIAL ASSISTANCE POLICIES, PROVIDENCE ATTEMPTS TO DO SO IN THE PRIMARY LANGUAGE OF THE PATIENT, OR HIS/HER FAMILY, IF REASONABLY POSSIBLE, AND IN A MANNER CONSISTENT WITH ALL APPLICABLE FEDERAL AND STATE LAWS AND REGULATIONS.PROVIDENCE SHARES THEIR FINANCIAL ASSISTANCE POLICIES WITH APPROPRIATE COMMUNITY HEALTH AND HUMAN SERVICES AGENCIES AND OTHER ORGANIZATIONS THAT ASSIST SUCH PATIENTS.
PART VI, LINE 7, REPORTS FILED WITH STATES CA
PART VI, LINE 4: COMMUNITY INFORMATION:REPORTING GROUP ATHE PROVIDENCE SAN FERNANDO VALLEY SERVICE AREA (SFV SERVICE AREA) IS COMPRISED OF THE SERVICE AREAS OF THREE PROVIDENCE MEDICAL CENTERS INCLUDING PROVIDENCE HOLY CROSS MEDICAL CENTER (PHCMC; MISSION HILLS); PROVIDENCE ST. JOSEPH MEDICAL CENTER (PSJMC; BURBANK); AND PROVIDENCE CEDARS-SINAI TARZANA MEDICAL CENTER (PCSTMC; TARZANA). THE PROVIDENCE SAN FERNANDO VALLEY COMMUNITY BENEFIT SERVICE AREA CONSISTS OF HIGH NEED COMMUNITIES WITHIN EACH OF THE THREE MEDICAL CENTERS SERVICE AREAS. SIMILARLY, THE PROVIDENCE SAN FERNANDO VALLEY BROADER SERVICE AREA CONSISTS OF ZIP CODES WITHIN THE SFV SERVICE AREA, BUT OUTSIDE OF THE COMMUNITY BENEFIT SERVICE AREA. COMMUNITIES IN THE BROADER SERVICE AREA ARE MORE RESOURCE-RICH WITH A POPULATION ON THE HIGHER END OF THE SOCIOECONOMIC SPECTRUM. THIS SERVICE AREA ROUGHLY ALIGNS WITH LOS ANGELES COUNTY DEPARTMENT OF PUBLIC HEALTH'S SERVICE PLANNING AREA (SPA) 2.POPULATION AND AGE DEMOGRAPHICSTHE TOTAL POPULATION OF THE PROVIDENCE SAN FERNANDO VALLEY (SFV) SERVICE AREA IN 2019 IS 2,225,425 PEOPLE, WHICH REPRESENTS A 0.2% INCREASE COMPARED TO THE 2016 POPULATION, OR APPROXIMATELY 5,000 ADDITIONAL RESIDENTS LIVING IN THE AREA. THE TOTAL POPULATION OF THE SFV COMMUNITY BENEFIT SERVICE AREA IS JUST OVER 52% OF THE TOTAL SERVICE AREA POPULATION, WITH NEARLY 1.2 MILLION PEOPLE. THE MAJORITY OF RESIDENTS IN THE SFV SERVICE AREA ARE BETWEEN 10 AND 39 YEARS OLD. CHILDREN UNDER THE AGE OF 19 MAKE UP 28.2% OF THE POPULATION. THIS IS NOTABLE AND INDICATES A GREATER PROPORTION OF YOUTH THAN ELSEWHERE IN THE STATE, WHERE CHILDREN UNDER THE AGE OF 18 MAKE UP 22.7% OF THE POPULATION.ADULTS 60 YEARS OF AGE AND OLDER MAKE UP 13.9% OF THE TOTAL SERVICE AREA POPULATION, COMPARED TO THE STATE OF CALIFORNIA, ADULTS 65 AND OLDER MAKE UP 14.3% OF THE POPULATION. THE SFV SERVICE AREA, THEREFORE, IS NOTABLY YOUNGER, ON AVERAGE, THAN THE TOTAL POPULATION OF THE STATE OF CALIFORNIA.POPULATION BY RACE AND ETHNICITYAMONG SFV COMMUNITY BENEFIT SERVICE AREA RESIDENTS, IN 2019, 52.3% WERE WHITE, 11.1% WERE ASIAN/PACIFIC ISLANDER/HAWAIIAN, 0.7% WERE ALASKA NATIVE OR AMERICAN INDIAN, 3.6% WERE AFRICAN AMERICAN OR BLACK, AND 5.0% WERE OF TWO OR MORE RACES. APPROXIMATELY 59.0% OF THE RESIDENTS IDENTIFY AS LATINO.INCOME LEVELSIN 2019, THE MEDIAN HOUSEHOLD INCOME OF THE SFV SERVICE AREA VARIED SIGNIFICANTLY FROM A LOW OF $41,053 FOR THE COMMUNITY OF GLENDALE, TO $166,406 FOR THE COMMUNITY OF LA CANADA FLINTRIDGE. THE SFV COMMUNITY BENEFIT SERVICE AREA, COMPARED TO LOS ANGELES COUNTY, IS HOME TO A HIGHER CONCENTRATION OF LOW-INCOME RESIDENTS; APPROXIMATELY 45.4% OF FAMILIES HAVE ANNUAL INCOMES BELOW 200% OF THE FEDERAL POVERTY LEVEL (FPL; $51,500 FOR A FAMILY OF 4) COMPARED TO 39.6% IN LOS ANGELES COUNTY AS A WHOLE.EDUCATION LEVELWHILE MANY OF THE ADULTS LIVING IN THE SFV COMMUNITY BENEFIT SERVICE AREA HAVE AT LEAST A HIGH SCHOOL DIPLOMA (73.2%), THERE WERE SEVERAL ZIP CODES WITH A HIGH CONCENTRATION OF ADULTS WHO HAD NOT COMPLETED HIGH SCHOOL. THESE ZIP CODES INCLUDED PACOIMA (91331; 44.8%), SAN FERNANDO (91340; 39.3%), PANORAMA CITY (91402; 36.4%) AND SUN VALLEY (91352; 34.1%).ECONOMIC INDICATORSTHE PERCENT UNEMPLOYED IN THE SFV AVERAGES 4.9%. NONETHELESS, 35.1% OF THE POPULATION IS EXPERIENCING SEVERE HOUSING COST BURDEN, AND 11.3% OF THE POPULATION IS ENROLLED IN SNAP, OR FOOD ASSISTANCE PROGRAMS.LANGUAGE PROFICIENCYWITHIN LOS ANGELES COUNTY, 56.6% OF RESIDENTS SPEAK A LANGUAGE OTHER THAN ENGLISH AT HOME. FAR FEWER HOUSEHOLDS (AN AVERAGE OF 30.1%) IN THE SFV SERVICE AREA SPEAK A LANGUAGE OTHER THAN ENGLISH AT HOME, AND INDIVIDUALS SPEAKING LANGUAGES OTHER THAN ENGLISH AT HOME ARE CONCENTRATED IN PANORAMA CITY, PACOIMA, GLENDALE, AND SAN FERNANDO.HEALTH PROFESSION SHORTAGE AREATHE HEALTH RESOURCES & SERVICES ADMINISTRATION (HRSA) DEFINES A HEALTH PROFESSIONAL SHORTAGE AREA (HPSA) AS SHORTAGES OF PRIMARY CARE, DENTAL CARE OR MENTAL HEALTH PROVIDERS BY GEOGRAPHIES OR POPULATIONS. THERE ARE PRIMARY CARE SHORTAGE AREAS IN THE SAN FERNANDO VALLEY WITH THE BOUNDARY OF THE HIGH NEED COMMUNITY AS DEFINED BY THE COMMUNITY NEEDS INDEX.OTHER HOSPITALS IN SERVICE AREATHE HOSPITALS IN THE SERVICE AREA INCLUDE: PROVIDENCE HOLY CROSS MEDICAL CENTER, PROVIDENCE ST. JOSEPH MEDICAL CENTER, PROVIDENCE CEDAR SINAI (TARZANA), KAISER FOUNDATION HOSPITAL PANORAMA CITY, MISSION COMMUNITY HOSPITAL, DIGNITY MEDICAL CENTER, NORTHRIDGE , AND VALLEY PRESBYTERIAN HOSPITAL.
PART VI, LINE 5: PROMOTION OF COMMUNITY HEALTH:REPORTING GROUPS A & BPROVIDENCE PROVIDES VITAL COMMUNITY HEALTH SERVICES AND ADDRESSES THE NEEDS OF THE UNINSURED AND UNDERINSURED THROUGH ITS FINANCIAL ASSISTANCE PROGRAM PROVIDING FREE AND DISCOUNTED CARE. PROVIDENCE IS COMMITTED TO PROMOTING THE HEALTH AND QUALITY OF LIFE IN ITS SURROUNDING COMMUNITY. THIS IS DEMONSTRATED THROUGH THE FOLLOWING MECHANISMS:1) OPEN MEDICAL STAFF2) ROBUST COMMUNITY BENEFIT PROGRAMS THAT ADDRESS COMMUNITY HEALTH NEEDS.AS A NOT - FOR - PROFIT CATHOLIC HEALTH CARE MINISTRY, PROVIDENCE HEALTH & SERVICES EMBRACES ITS RESPONSIBILITY TO PROVIDE FOR THE NEEDS OF THE COMMUNITIES IT SERVES - ESPECIALLY THE POOR AND VULNERABLE. PROVIDENCE'S NOT - FOR - PROFIT, TAX - EXEMPT STATUS ENABLES PROVIDENCE TO SERVE ITS COMMUNITIES, TO SOLICIT DONATIONS THROUGH ITS FOUNDATIONS AND TO RESPOND TO COMMUNITY NEEDS THAT OTHERWISE WOULD GO UNMET.HEALTH CARE IS FUNDAMENTALLY DIFFERENT FROM MOST OTHER GOODS AND SERVICES. IT IS ABOUT THE MOST HUMAN AND INTIMATE NEED OF PEOPLE, THEIR FAMILIES AND COMMUNITIES. PROVIDENCE'S EXECUTIVES ARE ENGAGED ON MANY LOCAL AREA BOARDS, INCLUDING CCO LEADERSHIP, AND SOCIAL SERVICE ORGANIZATIONS.
PART VI, LINE 6: AFFILIATED HEALTH CARE SYSTEM:REPORTING GROUP A & B:AT PROVIDENCE, WE USE OUR VOICE TO ADVOCATE FOR VULNERABLE POPULATIONS AND NEEDED REFORMS IN HEALTH CARE. WE ARE ALSO PURSUING INNOVATIVE WAYS TO TRANSFORM HEALTH CARE BY KEEPING PEOPLE HEALTHY, AND MAKING OUR SERVICES MORE CONVENIENT, ACCESSIBLE AND AFFORDABLE FOR ALL. IN AN INCREASINGLY UNCERTAIN WORLD, WE ARE COMMITTED TO HIGH-QUALITY, COMPASSIONATE HEALTH CARE FOR EVERYONE REGARDLESS OF COVERAGE OR ABILITY TO PAY. WE HELP PEOPLE AND COMMUNITIES BENEFIT FROM THE BEST HEALTH CARE MODEL FOR THE FUTURE-TODAY.TOGETHER, OUR 120,000 CAREGIVERS (ALL EMPLOYEES) SERVE IN 52 HOSPITALS, 1,085 CLINICS AND A COMPREHENSIVE RANGE OF HEALTH AND SOCIAL SERVICES ACROSS ALASKA, CALIFORNIA, MONTANA, NEW MEXICO, OREGON, TEXAS AND WASHINGTON. THE PROVIDENCE FAMILY INCLUDES:- PROVIDENCE ACROSS SEVEN WESTERN STATES- COVENANT HEALTH IN WEST TEXAS- FACEY MEDICAL FOUNDATION IN LOS ANGELES, CA.- KADLEC IN SOUTHEAST WASHINGTON- PACIFIC MEDICAL CENTERS IN SEATTLE, WA.- SWEDISH HEALTH SERVICES IN SEATTLE, WA.
