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Jim Tehan
Regional Director, Community Partnerships
Providence Health and Services
May 25, 2016
Providence Saint Joseph Medical Center
2015 Community Benefit Report and Implementation Plan Update
Providence Saint Joseph Medical Center
2015 Community Benefit Report and Implementation Plan Update
Table of Contents
Executive Summary……………………………………………………...
Page 1
Overview of the Organization……………………………………………
Page 2
Definition of the Community…………………………………………….
Page 3
Key Findings from 2013 CHNA…………………………………………
Page 4
Community Needs Identified from 2013 CHNA………………………...
Page 6
Priority Needs from 2013 CHNA………………………………………..
Page 7
Status of 2015 Community Benefit Strategies and Metrics……………...
Page 8
2016 Community Benefit Implementation Strategies and Metrics ……...
Page 13
Economic Inventory of 2015 Community Benefit Activities/Programs…
Page 15
Attachment 1: Providence Saint Joseph Medical Center Detailed Listing of Community Benefit
Activities/Programs 2015
P a g e | 1
Executive Summary
In December 2013, Providence Saint Joseph Medical Center (PSJMC) completed a
comprehensive community health needs assessment of its service area. This assessment process
was initiated back in November, 2012 and included a review of both primary and secondary data.
Key informant interviews and focus groups were conducted along with surveys distributed to
community stakeholders and residents as part of the primary data collection process. In addition,
several community forums were conducted at faith-based institutions and schools in which
surveys were done using an electronic automatic response system. Secondary data included
information collected from the L.A. County Department of Public Health, Truven Analytics,
U.S. Bureau of the Census, State of California, Department of Public Health, Local Police and
Sheriff Crime Statistics, and Providence Saint Joseph Medical Center CAMIS.
The area studied for the needs assessment included over 702,000 residents living in the
eastern and central portions of the San Fernando Valley. Twelve communities were included in
the assessment area.
While an extensive list of needs and issues were identified from the assessment, a
prioritization process was developed that involved local community leaders and stakeholders to
help identify the top issues. The priority needs/issues include:
- Affordable and expanded services for a growing senior population.
- Access to affordable primary and specialty care.
- Expanded primary care capacity especially with more people obtaining coverage.
- Access to affordable mental health services.
- Coordination of existing programs and services.
- Heart disease, cancer, hypertension, and diabetes screening and prevention programs
This report provides an update on the progress to date in addressing the priority needs/issues
and also provides a listing of the community benefit programs and activities provided by the
Medical Center in 2015.
P a g e | 2
Overview of the Organization
Providence Saint Joseph Medical Center (PSJMC) was founded in 1943 by the Sisters of
Providence to serve a growing population in the San Fernando Valley. Starting from a small 100-
bed facility, the Medical Center has grown over the years to become a major health care facility
serving the residents of Northern Los Angeles County. PSJMC is a general acute care hospital
that is currently licensed for 446 beds, has approximately 2,300 employees, over 700 physicians,
and is the second-largest hospital serving the San Fernando and Santa Clarita Valleys. The
Medical Center offers a variety of services and programs through its Roy & Patricia Disney
Family Cancer Center, heart and vascular center, The Hycy and Howard Hill Neuroscience
Institute, breast health center, and Trinity Hospice. The Medical Center is also designated as a
STEMI Receiving Center and certified as a Primary Stroke Center.
Providence Health and Services, Southern California Region, is a not-for-profit Catholic
health care ministry committed to providing for the needs of the communities we serve —
especially the poor and vulnerable. The region serves the South Bay, Westside and the Greater
San Fernando Valley Area, operating six award-winning medical centers, a comprehensive
network of physician offices, long-term care, home care and hospice, urgent care centers, and
Providence High School. The organization was founded by the Sisters of Providence who have
been serving in the western area of the United States since the mid-1800s and serving the San
Fernando Valley since 1943.
Providence Health and Services’ scope of services includes hospitals, physician clinics,
senior services, supportive housing, and many other health and educational services across
Alaska, California, Montana, Oregon, and Washington – with its system office located in
Renton, Washington. Providence Health and Services continues a tradition of caring that the
Sisters of Providence began nearly 160 years ago.
P a g e | 3
Definition of the Community
The service area defined for the Providence Saint Joseph Medical Center Community
Needs Assessment included twenty-seven zip codes and twelve communities. Approximately
729,699 people currently reside in the area, which includes both wealthy communities and areas
with high levels of poverty and need. The communities studied for the community needs
assessment included:
91011 La Canada Flintridge 91403 Sherman Oaks
91020 Montrose 91423 Sherman Oaks
91040 Sunland 91501 Burbank
91042 Tujunga 91502 Burbank
91201 Glendale 91504 Burbank
91202 Glendale 91505 Burbank
91203 Glendale 91506 Burbank
91204 Glendale 91601 North Hollywood
91205 Glendale 91602 North Hollywood
91206 Glendale 91604 Studio City
91207 Glendale 91605 North Hollywood
91208 Glendale 91606 North Hollywood
91214 La Crescenta 91607 Valley Village
91352 Sun Valley
PSJMC Community Health Needs Assessment Service Area
P a g e | 4
Key Findings from 2013 CHNA
Based on a review of both primary and secondary data, this section summarizes some of
the key information on the PSJMC service area studied for the community health needs
assessment.
- Males make up 49.2% and females comprise 50.8% of the total population.
- A breakdown of the population of the area by age shows that 17.8% are between the ages
of 0-14, 12.3% are 15-24 years, 30.6% are 25-44 years, 27.1% are 45-64 years, 10.3% are
65-84 years, and 1.9% are 85 and over.
- Within the area targeted for this needs assessment, there were 7,758 births.
- The education level of the population 25 years and above showed that 16% of the
residents did not graduate from high school and 37% have a four year college degree or
graduate degree.
- A breakdown of the population of the area by race shows that 53.8% are Caucasian,
29.1% are Hispanic, 11.5% are Asian, 2.7% are African American, and 2.9% are other
races.
- Approximately 55.9% of the population of the area noted that they speak a language
other than English and 26.7% of the population noted that they speak English less than
very well.
- Of the occupied housing units in the area studied for the needs assessment, approximately
57% were rented and 43% were owned.
- Approximately 21.9% of the population of the area was uninsured.
- Of the two health districts that comprise the area studied for the needs assessment, 24.3%
of adults 18+ years in the East Valley Health District and 27.9% in the Glendale Health
District reported no regular source of medical care.
- Approximately 23.9% of adults 18+ years in the East Valley Health District and 15.9 %
in the Glendale Health District reported having poor/fair health status.
- The percentage of adults 18+ years who reported that they could not afford to see a
doctor was 19.9% in the East Valley Health District and 25.5% in the Glendale Health
District.
- The percentage of children ages 3-17 years that were unable to afford dental care was
10.8% in the East Valley Health District and 6.9% in the Glendale Health District.
- The percentage of adults 18+ years unable to afford dental care were 35.2% in the East
Valley Health District and 33.0% in the Glendale Health District.
- The areas with the highest unemployment rate in the zip codes targeted for this study
included 91204 (Glendale) at 15.7%, 91605 (North Hollywood) at 14.6%, and 91606
(North Hollywood) at 14.3%.
- The zip codes included in this study that had the highest percentage of children living in
poverty included 91204 (Glendale) at 32.6%, 91203 (Glendale) at 26.9%, and 91205
(Glendale) at 26.4%.
- The areas studied for this assessment that had the highest percentage of seniors (65+)
living in poverty included 91205 (Glendale) at 38.4%, 91204 (Glendale) at 27.8%, and
91505 (Burbank) at 21.8%.
P a g e | 5
- The East Valley Health District had 7.7% of the population 18+ years who were below
300% of the federal poverty level and were homeless or living in a transitional living
situation.
- Within the area studied for this needs assessment, there were five zip codes that had a
Community Needs Index Score of 4.4 or greater (CNI scores close to 5 indicate areas
with high needs). These zip codes included 91606 (North Hollywood) at 4.8, 91605
(North Hollywood) at 4.6, 91352 (Sun Valley) at 4.6, 91204 (Glendale) at 4.6, and 91502
(Burbank) at 4.4.
- The major illnesses/diseases present within the area defined for the PSJMC needs
assessment included:
- Hypertension
- Low Back Pain
- Arthritis
- Sinusitis
- Depression and Anxiety
- The leading causes of death in the PSJMC community health needs assessment service
area included:
- Heart Disease (29.1%)
- Cancer (24.8%)
- Other Causes (15.3%)
- Stroke/CVA (5.9%)
- Chronic Lower Respiratory Disease (5.1%)
- Alzheimer’s Disease (5.0%)
- Approximately 54.7% of adults (18+) in the East Valley Health District and 56.1% of
adults in the Glendale Health District are obese or overweight.
- Only 38.8% of children (age 6-17 years) in the East Valley Health District and 29.8% of
children in the Glendale Health District participate in at least one hour of physical
activity seven days per week.
- The percentage of children (age 0-17 years) who eat fast food at least once per week is
44.2 % in the East Valley Health District and 39.6% in the Glendale Health District.
- The percentage of adults (18+ years) who eat fast food at least once per week is 36.5% in
the East Valley Health District and 36.7% in the Glendale Health District.
- The percent of adults (18+ years) who eat at least five or more servings of fruits and
vegetables per day is only 18.8% in the East Valley Health District and 13.5% in the
Glendale Health District.
P a g e | 6
Community Needs Identified from 2013 CHNA
Following are the major needs and issues identified through the collection of primary and
secondary data including surveys and interviews with community stakeholders and residents.
- Access to affordable primary and specialty care
- Access to affordable dental care
- Access to affordable mental health services
- Obesity prevention
- Safe neighborhoods/violence reduction
- Accessible physical activity programs
- Nutrition education and affordable healthy food options
- Affordable health insurance for adults
- Community case management and resource referral
- Heart disease screening and prevention
- Cancer screening and prevention
- Diabetes prevention and management
- Hypertension prevention and management
- Asthma prevention and management
- Affordable housing and transitional housing
- Affordable and expanded services for a growing senior population
- Free and low cost health education programs
- Culturally and language appropriate health services
- Affordable screening and treatment for those with hearing problems
- Sexually Transmitted Disease prevention
- Stress management programs
- Caregiver resources and support
- Free/low cost health screening services (e.g. mammograms, colonoscopies, etc.)
- Back injury prevention
- Parenting resources for new parents and grandparents raising grandchildren
- Coordination of existing programs and services
- Underutilized services in the community
- Expanded primary care capacity
- Dementia/Alzheimer’s screening and education
P a g e | 7
Priority Needs from 2013 CHNA
Based on a review of the primary and secondary data collected as part of the community
needs assessment process, a group of community stakeholders (both within and outside the
organization) were invited to review these needs to help the medical center identify the priority
issues. Although Providence Saint Joseph Medical Center is not able to address all the needs
identified in this assessment process, the organization is focused on those needs/issues where it
can bring its expertise and resources to make a significant impact on serving the community.
PSJMC collaborates with other organizations in the community and provides financial and in-
kind resources to address community needs that are included on the list of priorities.
The key needs/issues identified through the assessment and prioritization process include
the following (listed in priority order):
- Affordable and expanded services for a growing senior population.
- Access to affordable primary and specialty care.
- Expanded primary care capacity.
- Access to affordable mental health services.
- Coordination of existing programs and services that are culturally and language
appropriate.
- Heart disease, hypertension, diabetes, and cancer screening and prevention programs.
This report provides an update on key strategies and measurable metrics used in 2015 to
target these needs/issues (Figure 1, Page 8). The report also highlights the key strategies and
measurable metrics that will be used in 2016 (Figure 2, Page 13).
P a g e | 8
Figure 1: Status of 2015 Community Benefit Strategies and Metrics
Providence Saint Joseph Medical Center works in partnership with other organizations and community stakeholders to address
the unmet health needs in the area. The Medical Center identified specific multi-year community benefit strategies to direct its
resources and the following table provides an update on progress made over the past year in meeting the measurable metrics targeted
for 2015.
Priority Need From CHNA 2015 Implementation Strategy Measurable Metrics Status Update
Affordable and expanded services for a growing senior population
Expand the base of volunteers working in the community
Complete the Senior Peer Counseling training to add at least ten new volunteer Peer Counselors to the program.
Ten new volunteers were recruited and trained.
Expand the relationship with the City of Burbank Retired Senior Volunteer Program to increase volunteer referrals to the Volunteers for Seniors Program
We collaborate with the Joslyn Center, a community center for seniors. As part of this partnership, the Center refers to us clients for our senior counseling program and community residents who are interested in becoming volunteer Senior Peer Counselors.
Evaluate the need for additional support groups in the community
Add a new support group under the Senior Peer Counseling Program focused on women’s issues
Two new support groups were started at ONEgeneration Senior Enrichment Center in Reseda.
Access to affordable primary and specialty care
Expand the specialty referral network in the Providence Access to Care Program
Add two new specialists to the specialty care network serving Access to Care patients
Four new specialists have been added to the specialist network (Dermatology, Podiatry, Cardiology, and ENT).
P a g e | 9
Priority Need From CHNA 2015 Implementation Strategy Measurable Metrics Status Update
Expanded primary care capacity Operationalize the Providence Mobile Health Program
Complete training of Mobile Health program staff.
Staff trained. Nurse practitioner was hired, but the position is currently open.
Confirm Medical Director and have agreement signed.
Medical Director confirmed.
Complete church/site agreements.
1) Valley Crossroads Seventh Day Adventist Church 2) St. Didacus Catholic Church 3) St. Elisabeth Catholic Church 4) St. Patrick’s Catholic Church 5) Our Lady of the Valley Catholic Church 6) St. Mark's Episcopal Church 7) St. Catherine of Siena Catholic Church 8) Canoga Park Presbyterian Church
Install Epic on the mobile unit. Epic installed and staff trained.
Develop promotional materials and begin seeing patients by June 2015 with a target of 3,500 visits in the first 12 months of operations
In addition to having an appointment line, brochures and flyers were made. 381 patient visits from April 2015 to December 2015.
P a g e | 10
Priority Need From CHNA 2015 Implementation Strategy Measurable Metrics Status Update
Access to affordable mental health services
Develop the Behavioral Health Outreach/Promotora Program in partnership with PSJMC
Determine staffing needs and hire staff.
Funding was not secured, delaying program implementation.
Train staff using established curriculum.
Work closely with Clinical Social Work and the Emergency Department on the rollout of the program
Coordination of existing programs and services that are culture/language appropriate
Rollout the Health Insurance Navigation Project/BIEN (Benefits, Information, Educational Networking)
Finalize the curriculum for the classes.
BIEN (Benefits, Information, Educational Networking) curriculum was developed. 25 staff and volunteers were trained (ten Providence staff and volunteers from a housing project in Pacoima and local churches).
Conduct seven sessions of the course series.
Due to a lengthy review process, no workshops were conducted in 2015.
Evaluate results to determine impact
P a g e | 11
Priority Need From CHNA 2015 Implementation Strategy Measurable Metrics Status Update
Coordination of existing programs and services that are culture/language appropriate (continued)
Conduct client surveys with the Faith Community Health Partnership, Latino Health Promoter Program, and School Nurse Outreach Program
Develop survey questionnaire to assess which is the best method to provide follow-up communications and the best format to provide classes and support groups.
Questionnaires developed in collaboration with UCLA research team.
Distribute survey to a sample of the clients served and compile and review the results
Surveys distributed to people at the end of health fair events. Analysis of results is pending.
Heart disease, diabetes, hypertension, and cancer screening and prevention programs
Review curriculum for health education classes offered in the community
Conduct review of the chronic disease classes provided in the community for uniformity and consistency between the outreach programs.
A review was conducted.
Update the curriculum to include current information on preventing and managing chronic illness
The curriculum was revised and staff received training on changes.
P a g e | 12
Priority Need From CHNA 2015 Implementation Strategy Measurable Metrics Status Update
Heart disease, diabetes, hypertension, and cancer screening and prevention programs (continued)
Offer additional volunteer and staff resources to improve educational outreach to the community
Provide ongoing education of Latino Health Promoter staff and volunteers on chronic disease including hypertension, cancer and diabetes.
Provide monthly educational workshops for staff and volunteers. Each workshop is 3 hours long, usually with one presenter and one topic. Generally, workshops have between 20-30 participants, consisting of staff and volunteers. Conduct 2 annual seminars for staff to attend. Each seminar is an all-day event with at least 3 presenters and it may include 2-3 different topics. They generally have between 70-80 attendees, including approximately 10 staff, volunteers, and other community members.
Expand Wellness Support Groups and classes with the assistance of the Certified Diabetes Educators in the Faith Community Health Partnership
Four additional support groups were started by Lorena Soria, RN, CDE, at: 1) St. Catherine of Siena Catholic Church in Reseda 2) St. Patrick’s Catholic Church in North Hollywood 3) North Valley Caring Services in North Hills 4) Guardian Angel Catholic Church in Pacoima. We have 10-15 participants per support group. A total of 127 people attended classes. The classes were on-going for people with diabetes, hypertension, and/or high blood pressure.
P a g e | 13
Figure 2: 2016 Community Benefit Implementation Strategies and Metrics
Priority Need From CHNA 2016 Implementation Strategy Measurable Metrics
Affordable and expanded services for a growing senior population
Expand the base of volunteers working in the community
Recruit and train 10 new volunteer Peer counselors to the Senior Peer Counseling program
Access to affordable primary and specialty care
Improve tracking and monitoring of service categories and expense
Link children and adults to a safety net medical home through immunization clinics or primary care clinic partnerships
Prepare monthly data reports that summarize unduplicated patients and utilization of specialty fund, including expenses
Expanded primary care capacity Explore and implement options for wellness visits, immunizations, and screenings (mobile clinic)
Hire and train nurse practitioners
Expand to 4 new sites
Establish baseline wellness visit protocols
Access to affordable mental health services Continue partnership with the Tarzana Treatment Center on the development and expansion of the Mental Health Project
Reach grant target of 2,222 hours per year of outreach and education activities
Coordination of existing programs and services that are culture/language appropriate
Incorporate new health insurance enrollment unit into BIEN project (Benefits, Information, Educational Networking)
Expand to 10 new sites
Provide 1,000 individuals with enrollment assistance
Distribute Satisfaction Surveys
P a g e | 14
Priority Need From CHNA 2016 Implementation Strategy Measurable Metrics
Heart disease, diabetes, hypertension, and cancer screening and prevention programs
Work in collaboration with Cal State University Northridge's (CSUN) 100 Citizens Program
Implement wellness visits for adults
Evaluate the impact of wellness visits by measuring A1C levels
Identify high-risk adults with chronic conditions, develop physical activity plan, and link to new or existing programs designed to improve physical activity
Monitor and track physical activity levels of adults who participate in 100 Citizens or Providence-sponsored events or programs
P a g e | 15
Economic Inventory of 2015 Community Benefit Activities/Programs
A. Community Benefit Expenditures during 2015
PSJMC Community Benefit activities are classified into three broad expenditure categories
consistent with standards established by the Catholic Health Association: (1) Charity Care, (2)
Community Benefit Services, and (3) Unpaid Costs of Medi-Cal.1 For OSHPD reporting
purposes, we also identify the unpaid costs of Medicare but this statistic is not publicly reported.
Using guidelines developed by the Catholic Hospital Association,2 community benefit services
are further broken down into five broad areas: (1) Community Health Improvement Services, (2)
Health Professions Education, (3) Subsidized Health Services, (4) Cash and In-Kind
Contributions, and (5) Community Benefit Operations. The chart below, summarizes all
community benefit expense for 2015:
2014 2015 2016
Charity Care $6,843,958 $3,769,723
Community Benefit Services $4,289,598 $7,620,113
Unpaid Costs of Medi-Cal $36,660,672 $22,624,664
TOTAL $47,794,228 $34,014,500
Unpaid Costs of Medicare $22,985,854 $26,134,297
Charity Care: Charity care saw a 44.9% drop from 2014, largely due to ACA implementation
and a change in the methodology of calculating charity care by Providence Health and Services
at the system level.
Unpaid Costs of Medi-Cal: Medi-Cal shortfall, the difference between the cost of providing
care and the amount received from Medi-Cal, decreased 38.3% from 2014 to 2015, due to two
factors: (1) there was no provider tax included in 2014 and (2) PSJMC received provider tax
benefits in 2015, thereby reducing Medi-Cal Shortfall.
Community Benefit Services: Expenditures in the Community Benefit Services category
increased 77.6% from $4.3 Million in 2014 to $7.6 Million in 2015. Community Benefit
Services at PSJMC combines five specific elements: Community Health Improvement Services
($1,508,661), Health Professions Education ($4,999,320), Subsidized Health Services
($757,035), Cash and In-Kind Contributions ($281,470), and Community Benefit Operations
($73,627). The increase in expense for preceptorships from $813,819 in 2014 to $4,999,320 in
2015 is the most significant change in expense. Expenses for all Community Benefit Services
are broken out in the detailed report provided in the attachment at the end if this report.
1 OSHPD issued guidance in 2006, notifying hospitals to report Medicare shortfall. Medicare shortfall is not publicly reported as a community benefit expense. 2 A Guide for Planning and Reporting Community Benefit, 2015 Edition, Catholic Health Association of the United States, St Louis, MO, 2015
P a g e | 16
B. Number of Individuals Impacted by PSJMC Community Benefit Programs
The number of people who were impacted by Community Benefit Programs decreased
39.6% from 60,189 in 2014 to 36,375 in 2015. While the number of people impacted by Medi-
Cal decreased by 18.3%, the percent change in this number was more significant for charity care
and community benefit services. In addition to lowering the expense associated with charity care
in 2015, ACA implementation caused the number of people who needed charity care to drop
(those impacted by charity care decreased by 53.8% from 2014 to 2015). Furthermore, there was
a 48.4% decrease in the number of people impacted by community benefit services.
Community-based outreach programs, namely Access to Care, Faith Community Health
Partnership, and Latino Health Promoter, account for much of this change. Prior year statistics
reported the number of contacts, visits, appointments, and/or attendance as opposed to giving an
unduplicated number of people served. In addition, as many of the community-based programs
serve residents around the three Providence medical centers in the San Fernando Valley and the
Valley region as a whole, past reporting divided the number of people served evenly among the
three hospitals. In 2015 and going forward, an attempt is being made to give an unduplicated
count and to allocate this statistic based on the number of people who reside in the service area
of the specific Providence facilities. Another significant difference in the number of people
impacted occurred for the Paramedic Base Station. For 2014, the number of patients in the
Emergency Department was counted. For 2015, the statistic is based on the number of calls and
runs that the base station manages.
NUMBER OF INDIVIDUALS IMPACTED, BY COMMUNITY BENEFIT
CATEGORIES
2014 2015 2016
Charity Care 1,694 782
Community Benefit Services 40,571 20,947
Medi-Cal 17,924 14,646
TOTAL 60,189 36,375
P a g e | 17
Strategic Mission Priorities
Consistent with the PSJMC Mission Statement and the Ethical and Religious Directives
for Catholic Healthcare Services, our Community Benefit Plan places a priority on community-
based outreach to the poor and vulnerable. We carefully track the number of individuals
impacted by programs and services provide in underserved communities and seek to leverage
PSJMC resources with private and governmental support.
Community-Based Outreach Programs 2014 2015 2016
Access to Care 2,130 1,000
Faith Community Health Partnership 6,213 730
Latino Health Promoter Program 5,571 1,500
Mental Health Outreach N/A 3,500
Mobile Health Program N/A 98
School Nurse Outreach Program 1,168 1,600
Senior Outreach Program 151 167
Tattoo Removal Program 53 104
TOTAL 15,286 8,699
In this area of community-based outreach programs, the number of people impacted
decreased 43.1% from 15,286 in 2014 to 8,699 in 2015. On an annual basis, there are typically
shifts within programs based either on grant-related funding or program expansion/reduction
based on shifting priorities in our implementation of programs. The lower numbers for the
Access to Care, Faith Community Health Partnership, and Latino Health Promoter programs
account for much of the discrepancy. As explained above, improved methods of documentation
have resulted in a more accurate illustration of the actual number of people impacted, as opposed
to a duplicated visit count. Two new additions to this list of community-based outreach
programs that target underserved populations are the Mental Health Outreach program and the
Mobile Health Program. The Mental Health Outreach program provides outreach, education and
referrals for individuals and families who are dealing with a mental health illness or substance
abuse. The Mobile Health Program was designed to provide high quality medical care to
individuals living at or near poverty who are under or uninsured and have a chronic disease, such
as diabetes, high cholesterol, or high blood pressure. In addition to chronic disease management
and care, the mobile clinic provides wellness visits and links patients to specialist, laboratory,
and imaging services.
Providence St. Joseph Medical Center
Detailed Listing of Community Benefit Activities/Programs
2015
Category Total Expense Net Revenue Net Expense People Served
A. Community Health Improvement Services
Access to Care 228,339 21,553 206,786 1,000
Disney Family Cancer Center Nurse Navigation Program 5,820 - 5,820 N/A
Disney Family Cancer Center Outreach and Education 1,687 - 1,687 N/A
Faith Community Health Partnership 141,745 - 141,745 730
Health Resource Center 16,478 - 16,478 101
Latino Health Promoter Program 258,306 30,669 227,637 1,500
Maternal Child Outreach and Education 384,981 - 384,981 329
Mental Health Outreach 43,645 23,333 20,312 3,500
Mobile Health Program 74,386 14,162 60,224 98
Patient Transportation Program 123,690 - 123,690 631
Samuel Dixon Clinic Partnership 14,200 - 14,200 910
School Nurse Outreach Program 99,557 - 99,557 1,600
Senior Outreach Program 122,192 - 122,192 167
Tattoo Removal Program 83,352 - 83,352 104
Total A 1,598,378 89,717 1,508,661 10,670
B. Health Professions Education
Preceptorships 4,999,320 - 4,999,320 725
Total B 4,999,320 - 4,999,320 725
C. Subsidized Health Services
Paramedic Base Station 473,735 - 473,735 9,081
Unreimbursed Psychiatric Care 283,300 - 283,300 100
Total C 757,035 - 757,035 9,181
E. Cash and In-Kind Contributions
Cash Donations 56,312 - 56,312 N/A
Donation of Food 1,911 - 1,911 90
Mother Joseph Fund 165,643 - 165,643 N/A
Support for Leeza's Care Connection 57,604 - 57,604 281
Total E 281,470 - 281,470 371
G. Community Benefit Operations
Community Health Improvement Center 73,627 - 73,627 N/A
Total G 73,627 - 73,627 N/A
Total Community Benefit 7,709,830 89,717 7,620,113 20,947
Attachment 1
