2023-11-13T13:52:52-06:00 2022-12-31 346565596 ERNST & YOUNG US LLP 370 17TH STREET SUITE 4800 DENVER CO 80202 990 2022-01-01 454171900 WESTERN HEALTHCONNECT WEST 4255253985 1801 LIND AVE SW ATTN TAX DEPT RENTON WA 98057 JIM MARTIN CHIEF ACCOUNTING OFFICER 4255253985 2023-11-07 1 JIM MARTIN 999009999 0 ANDREW JAMESON P01894820 7209314000 2023-11-06 2 AAL1 IAL1 2022 2023-04-26 12:10:37Z ROD F HOCHMAN MD 1801 LIND AVE SW ATTN TAX DEPT RENTON WA 98057 143704688 0 X HTTPS://WWW.PROVIDENCE.ORG/ X 2011 WA SEE SCHEDULE OSUPPORT SIGNIFICANT IMPROVEMENTS IN HEALTH CARE DELIVERY AND OUTCOMES WITHIN THE CONTEXT OF NONPROFIT, CHARITABLE OWNERSHIP. 11 10 805 0 0 0 2386528 519777 145007913 137394916 30424148 2591863 1479837 3198132 179298426 143704688 248 1442003 0 0 63883551 69932604 0 0 0 87237676 87558656 151121475 158933263 28176951 -15228575 161037338 154222926 28614034 31669866 132423304 122553060 X SUPPORT SIGNIFICANT IMPROVEMENTS IN HEALTH CARE DELIVERY AND OUTCOMES WITHIN THE CONTEXT OF NONPROFIT, CHARITABLE OWNERSHIP. 0 0 144904503 1442003 142993048 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 OUR SERVICES MORE CONVENIENT, ACCESSIBLE AND AFFORDABLE FOR ALL. IN AN INCREASINGLY UNCERTAIN WORLD, WE ARE COMMITTED TO HIGH-QUALITY, COMPASSIONATE 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 117,000 CAREGIVERS (ALL EMPLOYEES) SERVE IN 51 HOSPITALS, 1,000 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-PROVIDENCE FACEY MEDICAL FOUNDATION IN LOS ANGELES, CA-KADLEC IN SOUTHEAST WASHINGTON-PACIFIC MEDICAL CENTERS IN SEATTLE, WA-SWEDISH HEALTH SERVICES IN SEATTLE, WA AS A COMPREHENSIVE HEALTH CARE ORGANIZATION, WE ARE SERVING MORE PEOPLE, ADVANCING BEST PRACTICES AND CONTINUING OUR MORE THAN 100-YEAR TRADITION OF SERVING THE POOR AND VULNERABLE. DELIVERING SERVICES ACROSS SEVEN STATES, PROVIDENCE IS COMMITTED TO TOUCHING MILLIONS OF MORE LIVES AND ENHANCING THE HEALTH OF THE AMERICAN WEST TO TRANSFORM CARE FOR THE NEXT GENERATION AND BEYOND.THROUGH COMMUNITY BENEFIT PROGRAMS AND OTHER HIGH-IMPACT INVESTMENTS, WE WORK TO ENSURE BASIC HEALTH NEEDS ARE MET AND SERVE TO REMOVE BARRIERS TO CARE, BUILD COMMUNITY RESILIENCE AND INNOVATE FOR THE FUTURE. MINISTRIES AND AFFILIATES SUPPORT ORGANIZATIONS, PROGRAMS AND INITIATIVES THAT IMPROVE HEALTH AND WELL-BEING AND INCREASE EQUITABLE ACCESS TO QUALITY CARE AT THE COMMUNITY LEVEL AND AT SCALE ACROSS SEVEN STATES.WE ARE PROUD OF OUR HISTORY AND CONTINUED COMMITMENT TO HELPING BUILD A MORE EQUITABLE, SUSTAINABLE FUTURE. OUR STEADFAST COMMITMENT TO RESPONDING TO COMMUNITY NEED IS ONE OF THE MANY WAYS MINISTRIES, AFFILIATES AND CAREGIVERS LIVE OUT OUR SHARED MISSION AND CONTINUE TO SERVE AS A VITAL SAFETY NET FOR THOSE WHO ARE VULNERABLE.FOR MORE INFORMATION GO TO: HTTPS://WWW.PROVIDENCE.ORG/ABOUT/ANNUAL-REPORT ENVIRONMENTAL, SOCIAL, AND GOVERNANCE STANDARDSPROVIDENCE CONTINUES TO ADVANCE A SOCIAL RESPONSIBILITY FRAMEWORK THAT INCLUDES A STRONGER COMMITMENT TO DIVERSITY, EQUITY, INCLUSION ("DEI"), AND ENVIRONMENTAL STEWARDSHIP. IN 2022, WE ELEVATED THE WORK OF DEI, BY RESTRUCTURING RESOURCES WITH PLANS TO ALIGN AND SCALE DEI STRATEGIES ACROSS THE PROVIDENCE FAMILY OF ORGANIZATIONS. WE CONTINUE TO EXECUTE ON OUR INTEGRATED STRATEGIC & FINANCIAL PLAN WHICH CLEARLY EXPRESSES 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. WE HAVE IMPLEMENTED AN ENVIRONMENTAL STEWARDSHIP SYSTEM STRATEGY THAT ENCOURAGES WASTE REDUCTIONS, EFFICIENT ENERGY AND WATER USAGE, LOCAL AGRICULTURE PARTNERSHIPS, LESS TOXIC AND FEWER CHEMICAL USE, AND A REDUCTION IN CARBON FROM TRAVEL. WE HAVE ALSO HELD ENVIRONMENTAL STEWARDSHIP AS ONE OF THE TOP PRIORITIES FOR OUR LEADERSHIP INCENTIVE PROGRAM TO ENSURE ALIGNMENT AND MOMENTUM CONTINUES. IN APRIL 2022, PROVIDENCE PUBLISHED ITS FIRST ENVIRONMENTAL STEWARDSHIP REPORT, IN WHICH WE REPORTED 12 PERCENT REDUCTION IN CARBON EMISSIONS IN SEVEN KEY CATEGORIES IN OUR ACUTE CARE FACILITIES SINCE OUR 2019 BASELINE. AS OF SEPTEMBER 30, 2022, (THE MOST RECENT DATA AVAILABLE), WE HAVE INCREASED THAT REDUCTION TO 13 PERCENT.PETALUMA VALLEY HOSPITAL ("PVH") AND HEALDSBURG HOSPITAL ("HDH")PVH IS A COMMUNITY HOSPITAL FOUNDED IN 1980 BY THE PETALUMA HEALTHCARE DISTRICT, AND IS LOCATED IN PETALUMA, CA AND HAS 80 LICENSED BEDS AND A CAMPUS THAT IS 14.63 ACRES IN SIZE. PVH HAS A STAFF OF 501 EMPLOYEES AND PROFESSIONAL RELATIONS WITH MORE THAN 260 LOCAL PHYSICIANS. PETALUMA VALLEY HOSPITAL CAME TOGETHER WITH PROVIDENCE HEALDSBURG TO FORM WESTERNHEALTH CONNECT. 2022 PROGRAM SERVICE ACCOMPLISHMENTS: (JANUARY 1 - DECEMBER 31, 2022)PERMANENT SUPPORTIVE HOUSING PROJECTS:SUPPORTING BURBANK HOUSING'S STUDIOS AT MONTERO IN PETALUMA WILL PRODUCE 60 PERMANENT SUPPORTIVE HOUSING UNITS FOR CHRONICALLY HOMELESS INDIVIDUALS. SUPPORTIVE SERVICES, CASE MANAGEMENT AND ENHANCED SOCIAL OPPORTUNITIES PROVIDED BY COMMITTEE ON THE SHELTERLESS. UNITS INCLUDE FULLY OPERABLE KITCHENS AND SPACE FOR SERVICES AND SOCIALIZATION. $800,000 INVESTMENT.SUPPORTING COMMITTEE ON THE SHELTERLESS' MARY ISAAK CENTER PERMANENT SUPPORTIVE HOUSING (MIC PSH) IS AN 11-ROOM HOUSING WING INSIDE THE MARY ISAAK CENTER IN PETALUMA. MIC PSH SERVES INDIVIDUALS WITH CHRONIC HEALTH CONDITIONS AND PROVIDES A SAFE PLACE TO LIVE, EFFECTIVE CASE MANAGEMENT, AND ON-SITE SERVICES INCLUDING MENTAL HEALTH SUPPORT. THIS INITIATIVE HELPS INDIVIDUALS LEAD HEALTHIER LIVES AND ACHIEVE HOUSING STABILITY WHILE DECREASING THE NEED FOR COSTLY HOSPITAL STAYS AND MUNICIPAL SERVICES. $102,342 INVESTMENT.MOBILE VISION CLINIC:SUPPORTING ALLIANCE MEDICAL CENTER'S LAUNCH OF A MOBILE VISION CLINIC FOR UNDERSERVED, LOW-INCOME RESIDENTS IN NORTHERN SONOMA COUNTY IN RESPONSE TO A VISION CARE CRISIS FACING LOW-INCOME FAMILIES. THERE ARE CURRENTLY NO OPTOMETRISTS IN THE NORTHERN SONOMA COUNTY WHO CAN SERVE MEDI-CAL ENROLLEES. THE ONE OPTOMETRIST SERVING THE REGION IS BASED IN SANTA ROSA AND IS NO LONGER ABLE TO SEE PATIENTS UNDER THE AGE OF 5 YEARS. THE PROGRAM WILL ENSURE THAT PATIENTS ARE PROVIDED WITH CULTURALLY AND LINGUISTICALLY SENSITIVE OPTOMETRIC HEALTH CARE VIA A MOBILE CLINIC SERVICE DELIVERY MODEL. VISION CARE TEAM WILL UTILIZE AN OPTOMETRIST, CERTIFIED OPHTHALMIC ASSISTANT/TECHNICIAN AND SUPPORT STAFF. $254,151 INVESTMENT.COMMUNITY WELLNESS CENTER - WINDSOR:SUPPORTING HEALTHCARE FOUNDATION SONOMA COUNTY'S TWO-YEAR PARTICIPATORY PLANNING PROCESS COVERING THE INITIAL RESEARCH, VISIONING, AND DEVELOPMENT PHASE FOR CREATING A COMMUNITY WELLNESS CENTER IN WINDSOR. THE WELLNESS CENTER CAN ENCOMPASS LINKAGE TO HEALTH-RELATED AND OTHER SERVICES, RECREATIONAL ACTIVITIES, WORKSHOPS AND EDUCATIONAL PROGRAMS, PUBLIC FORUMS, AND PUBLIC EVENT SPACES. THE PROJECT IS GEARED TOWARDS THE SOCIAL, CULTURAL LIFE AND EXPRESSED NEEDS OF WINDSOR'S LATINX COMMUNITY. THE WELLNESS CENTER IS AN INVESTMENT IN SOCIAL CAPITAL, SUPPORTING AND EMPOWERING UNDERSERVED NEIGHBORHOODS WHOSE RESIDENTS ARE AMONT THE REGION'S MOST MARGINALIZED AND VULNERABLE. DESIGN INPUT WILL BE COLLECTED FROM COMMUNITY MEMBERS AND STAKEHOLDERS THROUGH A SERIES OF LISTENING SESSIONS. $230,000 INVESTMENT. 144904503 1 0 0 1 0 0 0 0 0 0 1 0 0 1 1 0 0 1 0 0 0 0 0 0 0 0 1 1 1 0 1 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 0 0 0 1 X 100 0 1 805 1 0 0 0 0 0 0 0 0 0 0 0 0 X 11 10 0 0 0 0 0 0 0 1 1 0 0 1 1 1 1 1 1 0 1 0 X JIM MARTIN 4255253985 1801 LIND AVE SW RENTON WA 98057 ROD F HOCHMAN MD PRESIDENT & CEO (PART YEAR) 1.00 64.00 X X 0 11209100 859189 GREG HOFFMAN PRESIDENT/CEO & TREASURER 0.50 64.50 X 0 2619615 278536 JO ANN ESCASA-HAIGH EVP/ASSISTANT TREASURER 0.50 64.50 X 0 2157414 35815 MIKE BUTLER FRMR PRESIDENT 0.00 0.00 X 0 1835706 7828 JOHN WHIPPLE SECRETARY - THRU 5/22 0.50 54.50 X 0 1743754 11047 ANNA NEWSOM SECRETARY (PART YEAR) 0.50 54.50 X 0 801000 225085 JIM WATSON ESQ ASSISTANT SECRETARY 0.50 54.50 X 0 837237 124389 MICHAEL BOLLINGER PHYSICIAN 50.00 0.00 X 770475 0 59584 DARIAN HARRIS MHA CE PETALUMA & HEALDSBURG 27.25 27.75 X 243152 204496 54063 JOSEPH TITO PHYSICIAN 50.00 0.00 X 440906 0 27057 WENDI THOMAS DIR, NURSING 50.00 0.00 X 281620 0 39689 BERTA KAEMMERLING DIR, NURSING 50.00 0.00 X 293020 0 26162 DENNIS FITO PHYSICIAN 50.00 0.00 X 275690 0 41252 DONALD ANDERSON JR ASSISTANT SECRETARY FOR ENROLLMENT 0.50 54.50 X 0 256992 31183 CINDY STRAUSS FRMR SECRETARY 0.00 0.00 X 0 146754 0 MARY LYONS PHD BOARD CHAIR 1.00 26.50 X X 0 75936 0 RICHARD BLAIR DIRECTOR 0.50 14.50 X 0 61313 0 MICHAEL MURPHY DIRECTOR 0.50 13.50 X 0 50668 0 CHARLES SORENSON MD DIRECTOR 0.50 13.50 X 0 50000 0 ISIAAH CRAWFORD PHD DIRECTOR 0.50 15.00 X 0 50000 0 CHRISTINA FISHER DIRECTOR - THRU 11/22 0.50 13.50 X 0 40000 0 ERIC SPRUNK DIRECTOR 0.50 13.50 X 0 40000 0 MARY BETH KINGSTON DIRECTOR (PART YEAR) 0.50 12.50 X 0 0 0 SISTER CAROL PACINI LCM DIRECTOR 0.50 13.50 X 0 0 0 SISTER DIANE HEJNA CSJ RN DIRECTOR 0.50 13.50 X 0 0 0 SISTER PHYLLIS HUGHES RSM DRPH DIRECTOR 0.50 13.50 X 0 0 0 2304863 22179985 1820879 245 1 1 0 AMN LOS ANGELES AMN SHIFTWISE 12400 HIGH BLUFF DR SAN DIEGO CA 92130 STAFFING SERVICES 1143314 BURBANK HOUSING 1425 CORPORATE CNTR PKWY SANTA ROSA CA 95407 HOUSING SERVICES 800000 GMH BUILDERS INC PO BOX 1773 SONOMA CA 95476 CONSTRUCTION SERVICES 371266 CASS INFORMATION SYSTEMS INC 12444 POWERSCOURT DR 550 ST LOUIS MO 63131 TECHNOLOGY SERVICES 248095 PROVIDENCE MEDICAL FOUNDATION 1801 LIND AVE SW ATTN TAX DEPT RENTON WA 98057 MEDICAL SERVICES 128330 8 258376 261401 519777 NET PATIENT REVENUE 621110 137375666 137375666 MOB RENTAL REVENUE 900099 19250 19250 137394916 2591863 2591863 REBATES & REFUNDS 900099 101899 101899 CAFETERIA REVENUE 722514 79077 79077 INTERAFFILIATE REVENUE 900099 18226 18226 2998930 2998930 3198132 143704688 140593048 0 2591863 X 1442003 1442003 272518 246480 26038 63074849 57048314 6026535 827679 748598 79081 1235221 1117201 118020 4522337 4090247 432090 454825 454825 6037 5460 577 32380391 29286582 3093809 4891 4424 467 2895856 2619169 276687 16172 14627 1545 4607209 4167010 440199 167380 151388 15992 98477 89068 9409 3358722 3037810 320912 370672 335256 35416 SYSTEM COST ALLOCATION 26274871 23764418 2510453 MEDICAL SUPPLIES 11066608 11066608 HOSPITAL FEE 3902451 3902451 LICENSES & TAXES 531790 480980 50810 1422304 1286409 135895 158933263 144904503 14028760 0 127514 22831342 40838894 75472 40000 30500 28192117 32477901 2524487 2547185 471586 766005 130337886 56251579 74793902 74086307 246389 216131 13802449 21192083 161037338 154222926 12669644 23778577 71014 70004 15873376 7821285 28614034 31669866 X 131740816 121539349 682488 1013711 132423304 122553060 161037338 154222926 X -15228575 5358331 X 0 1 X 1 0 X 0 0 0 0 0 0 0 0 1 58589 58589 0 PART II-B, LINE 1, LOBBYING ACTIVITIES: THE LOBBYING EXPENDITURES REPORTED REPRESENTS THE PORTION OF DUES PAID TO AMERICAN HOSPITAL ASSOCIATION, ALLIANCE OF CATHOLIC HEALTH CARE AND CALIFORNIA HOSPITAL ASSOCIATION ALLOCATED TO LOBBYING ACTIVITIES. 3121083 3121083 70706355 15297854 55408501 11826068 8505705 3320363 38976152 32448020 6528132 5708228 5708228 74086307 HOSPITAL FEE/PROVIDER TAX RECEIVABLE 14268897 OTHER ASSETS 3903116 RIGHT OF USE OPERATING LEASES 2640461 DUE FROM THIRD PARTY 375806 CHARITABLE GIFT ANNUITIES 3803 21192083 HOSPITAL FEE/PROVIDER TAX LIABILITY 4449531 CAPITAL LEASE OBLIGATIONS 1966271 OTHER LIABILITIES 1405483 7821285 1 1 X 1 X 300.000000000000 1 X 1 1 0 1 1 1528953 0 1528953 0.00960 45682743 30291741 15391002 0.09680 38797 33255 5542 0.00000 47250493 30324996 16925497 0.10640 258683 0 258683 0.00160 211176 162557 48619 0.00030 1773415 0 1773415 0.01120 2243274 162557 2080717 0.01310 49493767 30487553 19006214 0.11950 0 66142401 66497568 -355167 X 1 1 2 1 PETALUMA VALLEY HOSPITAL 400 NORTH MCDOWELL BLVD PETALUMA CA 94954 WWW.PROVIDENCE.ORG/OBP/NORCAL 110000001 X X X 2 HEALDSBURG HOSPITAL 1375 UNIVERSITY AVE HEALDSBURG CA 95448 WWW.HEALDSBURGDISTRICTHOSPITAL.ORG/ 110000019 X X X X PETALUMA VALLEY HOSPITAL 1 0 1 1 X X X X X X X X X 21 1 1 1 1 X SEE PART V, SECTION C X 1 21 1 SEE PART V, SECTION C 0 1 X 300.000000000000 400.000000000000 X X X X X 1 1 X X X 1 X SEE PART V, SECTION C X SEE PART V, SECTION C X SEE PART V, SECTION C X X X X X X 1 X 0 X X X X 1 X 0 1 HEALDSBURG HOSPITAL 2 0 1 0 0 1 X 300.000000000000 400.000000000000 X X X X 1 1 X X X 1 X SEE PART V, SECTION C X SEE PART V, SECTION C X SEE PART V, SECTION C X X X X X X 1 X 0 X X X X 1 X 0 0 PETALUMA VALLEY HOSPITAL PART V, SECTION B, LINE 2: NORCAL HEALTHCONNECT LLC, A DISREGARDED ENTITY WHOSE SINGLE MEMBER IS WESTERN HEALTHCONNECT, PURCHASED THE PETALUMA VALLEY HOSPITAL FACILITY, WHICH INCLUDED THE PETALUMA VALLEY HOSPITAL FACILITY HOSPITAL LICENSE. HEALDSBURG HOSPITAL PART V, SECTION B, LINE 2: NORCAL HEALTHCONNECT LLC, A DISREGARDED ENTITY WHOSE SINGLE MEMBER IS WESTERN HEALTHCONNECT, PURCHASED THE HEALDSBURG HOSPITAL FACILITY, WHICH INCLUDED THE HEALDSBURG HOSPITAL FACILITY HOSPITAL LICENSE. PETALUMA VALLEY HOSPITAL PART V, SECTION B, LINE 3J: PART V, SECTION B, LINE 3ETHE SIGNIFICANT HEALTH NEEDS OF THE COMMUNITY ARE PRIORITIZED BASED ON THE METHODOLOGY DESCRIBED IN THE MOST RECENT CHNA SECTION ON SIGNIFICANT HEALTH NEEDS. PETALUMA VALLEY HOSPITAL PART V, SECTION B, LINE 5: THE COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) PROCESS IS BASED ON THE UNDERSTANDING THAT HEALTH AND WELLNESS ARE INFLUENCED BY FACTORS WITHIN OUR COMMUNITIES, NOT ONLY WITHIN MEDICAL FACILITIES. IN GATHERING INFORMATION ON THE COMMUNITIES SERVED BY SRMH AND PVH, WE LOOKED NOT ONLY AT THE HEALTH CONDITIONS OF THE POPULATION, BUT ALSO AT SOCIOECONOMIC FACTORS, THE PHYSICAL ENVIRONMENT, AND HEALTH BEHAVIORS. WE ALSO INVITED KEY STAKEHOLDERS AND COMMUNITY MEMBERS TO PROVIDE ADDITIONAL CONTEXT TO THE QUANTITATIVE DATA THROUGH QUALITATIVE DATA IN THE FORM OF INTERVIEWS AND LISTENING SESSIONS. AS OFTEN AS POSSIBLE, EQUITY IS AT THE FOREFRONT OF OUR CONVERSATIONS AND PRESENTATION OF THE DATA, WHICH OFTEN HAVE BIASES BASED ON COLLECTION METHODOLOGY. IN ADDITION, WE RECOGNIZE THAT THERE ARE OFTEN GEOGRAPHIC AREAS WHERE THE CONDITIONS FOR SUPPORTING HEALTH ARE SUBSTANTIALLY POORER THAN NEARBY AREAS. WHENEVER POSSIBLE AND RELIABLE, DATA ARE REPORTED AT THE ZIP CODE OR CENSUS BLOCK GROUP LEVEL. THESE SMALLER GEOGRAPHIC AREAS ALLOW US TO BETTER UNDERSTAND THE NEIGHBORHOOD LEVEL NEEDS OF OUR COMMUNITIES AND BETTER ADDRESS HEALTH DISPARITIES WITHIN AND ACROSS COMMUNITIES. WE REVIEWED DATA FROM THE AMERICAN COMMUNITY SURVEY AND LOCAL PUBLIC HEALTH AUTHORITIES. IN ADDITION, WE INCLUDE HOSPITAL UTILIZATION DATA TO IDENTIFY DISPARITIES IN UTILIZATION BY INCOME AND INSURANCE, GEOGRAPHY, AND RACE/ETHNICITY WHEN RELIABLY COLLECTED. COMMUNITY INPUT: TO BETTER UNDERSTAND THE UNIQUE PERSPECTIVES, OPINIONS, EXPERIENCES, AND KNOWLEDGE OF COMMUNITY MEMBERS, REPRESENTATIVES FROM SANTA ROSA MEMORIAL AND PETALUMA VALLEY HOSPITALS CONDUCTED 11 STAKEHOLDER INTERVIEWS WITH REPRESENTATIVES FROM COMMUNITY-BASED ORGANIZATIONS, INCLUDING 12 PARTICIPANTS FROM JUNE TO JULY 2020. DURING THESE INTERVIEWS, NONPROFIT AND GOVERNMENT STAKEHOLDERS DISCUSSED THE ISSUES AND OPPORTUNITIES OF THE PEOPLE, NEIGHBORHOODS, AND CITIES OF THE SERVICE AREA. THESE 2020 QUALITATIVE FINDINGS SUPPLEMENT THE QUALITATIVE DATA FROM THE 2019 SONOMA COUNTY COLLABORATIVE CHNA COLLECTED FROM AUGUST TO NOVEMBER 2018.OBTAINING ROBUST COMMUNITY INPUT DURING THE COVID-19 PANDEMIC WAS ESPECIALLY CHALLENGING AND PREVENTED SANTA ROSA MEMORIAL AND PETALUMA VALLEY HOSPITALS FROM COMPLETING ANY IN-PERSON CONVERSATIONS. WHILE STAKEHOLDER INTERVIEWS WERE EASILY ADAPTED TO A VIRTUAL SETTING THROUGH A VIDEO CONFERENCING PLATFORM, IT WAS NOT FEASIBLE TO HOST LISTENING SESSIONS COMPRISED OF COMMUNITY MEMBERS IN THIS SAME WAY. WHILE VIDEO CONFERENCING DOES FACILITATE INFORMATION SHARING, THERE ARE CHALLENGES CREATING THE LEVEL OF DIALOGUE THAT WOULD TAKE PLACE IN PERSON. ADDITIONALLY, DUE TO MANY COMMUNITY ORGANIZATIONS ENGAGING IN COVID-19 RESPONSE, SOME ORGANIZATIONS HAD LIMITED CAPACITY AND WERE NOT ABLE TO PARTICIPATE IN INTERVIEWS.NONPROFIT AND GOVERNMENT STAKEHOLDER INTERVIEWS: A TOTAL OF 11 STAKEHOLDER INTERVIEWS WERE COMPLETED BY REPRESENTATIVES FROM SANTA ROSA MEMORIAL AND PETALUMA VALLEY HOSPITALS. STAKEHOLDERS WERE SELECTED BASED ON THEIR KNOWLEDGE OF THE COMMUNITY AND ENGAGEMENT IN WORK THAT DIRECTLY SERVES PEOPLE WHO HAVE LOW INCOMES, HAVE CHRONIC CONDITIONS, AND/OR ARE MEDICALLY UNDERSERVED. SANTA ROSA MEMORIAL AND PETALUMA VALLEY HOSPITALS AIMED TO ENGAGE STAKEHOLDERS FROM SOCIAL SERVICE AGENCIES, HEALTH CARE, EDUCATION, HOUSING, AND GOVERNMENT, AMONG OTHERS, TO ENSURE A WIDE RANGE OF PERSPECTIVES. INCLUDED IN THE INTERVIEWS WAS A REPRESENTATIVE FROM THE SONOMA COUNTY HUMAN SERVICES DEPARTMENT.DATA LIMITATIONS AND INFORMATION GAPS: WHILE CARE WAS TAKEN TO SELECT AND GATHER DATA THAT WOULD TELL THE STORY OF THE HOSPITAL'S SERVICE AREA, IT IS IMPORTANT TO RECOGNIZE THE LIMITATIONS AND GAPS IN INFORMATION THAT NATURALLY OCCUR. - NOT ALL DESIRED DATA WERE READILY AVAILABLE, SO SOMETIMES WE HAD TO RELY ON TANGENTIAL OR PROXY MEASURES OR NOT HAVE ANY DATA AT ALL. FOR EXAMPLE, THERE IS LITTLE COMMUNITYLEVEL DATA ON THE INCIDENCE OF MENTAL HEALTH OR SUBSTANCE ABUSE. - DATA THAT ARE GATHERED THROUGH INTERVIEWS AND SURVEYS MAY BE BIASED DEPENDING ON WHO IS WILLING TO RESPOND TO THE QUESTIONS AND WHETHER THEY ARE REPRESENTATIVE OF THE POPULATION AS A WHOLE. - THE ACCURACY OF DATA GATHERED THROUGH INTERVIEWS AND SURVEYS DEPENDS ON HOW CONSISTENTLY THE QUESTIONS ARE INTERPRETED ACROSS ALL RESPONDENTS AND HOW HONEST PEOPLE ARE IN PROVIDING THEIR ANSWERS. - WHILE MOST INDICATORS ARE RELATIVELY CONSISTENT FROM YEAR TO YEAR, OTHER INDICATORS ARE CHANGING QUICKLY (SUCH AS PERCENTAGE OF PEOPLE UNINSURED) AND THE MOST RECENT DATA AVAILABLE ARE NOT A GOOD REFLECTION OF THE CURRENT STATE. - INFORMATION GATHERED DURING STAKEHOLDER INTERVIEWS AND CAREGIVER LISTENING SESSIONS IS DEPENDENT ON WHO WAS INVITED AND WHO PARTICIPATED. EFFORTS WERE MADE TO INCLUDE PEOPLE WHO COULD REPRESENT THE BROAD INTERESTS OF THE COMMUNITY AND/OR WERE REPRESENTATIVE OF COMMUNITIES OF GREATEST NEED. PETALUMA VALLEY HOSPITAL PART V, SECTION B, LINE 6A: MANY LOCAL GOVERNMENT AGENCIES AND NOT-FOR-PROFIT ORGANIZATIONS COLLABORATED WITH ST. JOSEPH HEALTH IN THE CHNA PROCESS. AMONG THESE ARE THE HOSPITAL FACILITIES:- SUTTER HEALTH- KAISER PERMANENTE- SONOMA WEST MEDICAL CENTER PETALUMA VALLEY HOSPITAL PART V, SECTION B, LINE 6B: MANY LOCAL GOVERNMENT AGENCIES AND NOT-FOR-PROFIT ORGANIZATIONS COLLABORATED WITH ST. JOSEPH HEALTH IN THE CHNA PROCESS. AMONG THESE ARE THE FOLLOWING ORGANIZATIONS OTHER THAN HOSPITAL FACILITIES:- SONOMA COUNTY DEPARTMENT OF HEALTH SERVICES- COMMUNITY CHILD CARE COUNCIL (4CS) OF SONOMA COUNTY- FIRST 5 SONOMA COUNTY- BURBANK HOUSING- COMMUNITY FOUNDATION SONOMA COUNTY- SONOMA COUNTY SHERIFF'S OFFICE- CITY OF SANTA ROSA VIOLENCE PREVENTION PARTNERSHIP- COMMUNITY ACTION PARTNERSHIP OF SONOMA- SONOMA COUNTY ACES CONNECTION- SONOMA COUNTY ECONOMIC DEVELOPMENT BOARD- SONOMA COUNTY PERMIT & RESOURCE MANAGEMENT DEPARTMENT- SONOMA COUNTY ENVIRONMENTAL HEALTH & SAFETY- BUCKELEW PROGRAMS- SONOMA COUNTY OFFICE OF EDUCATION- SONOMA COUNTY COMMUNITY DEVELOPMENT COMMISSION- LA LUZ COMMUNITY CENTER- PETALUMA PEOPLE SERVICES CENTER- SANTA ROSA COMMUNITY HEALTH CENTERS- WEST COUNTY HEALTH CENTERS- PETALUMA HEALTH CARE DISTRICT- PETALUMA HEALTH CENTER- ALLIANCE MEDICAL CENTER- PALM DRIVE HEALTH CARE DISTRICT- NORTH SONOMA COUNTY HEALTH CARE DISTRICT- SONOMA VALLEY HEALTH CARE DISTRICT- RUSSIAN RIVER ARE RESOURCES AND ADVOCATES- COMMUNITY HEALTH INITIATIVE OF THE PETALUMA AREA- LATINO SERVICE PROVIDERS- SONOMA COUNTY HUMAN SERVICES DEPARTMENT- SONOMA COUNTY TASK FORCE ON THE HOMELESS- SONOMA COUNTY HEALTH CARE FOR THE HOMELESS COALITION- MENDOCINO COUNTY DEPARTMENT OF HEALTH & HUMAN SERVICES- HEALTH MENDOCINO PETALUMA VALLEY HOSPITAL PART V, SECTION B, LINE 11: COMMUNITY HEALTH NEEDS PRIORITIZED:1) HOUSING INSTABILITY & HOMELESSNESS2) MENTAL HEALTH & SUBSTANCE USE3) HEALTH EQUITY: RACISM & DISCRIMINATION4) ACCESS TO HEALTH CAREHOUSING INSTABILITY & HOMELESSNESS:THE COST OF LIVING IN SONOMA COUNTY OUTPACES THE INCOME FOR MANY PEOPLE IN THE COMMUNITY, MAKING IT CHALLENGING FOR FAMILIES TO MEET THEIR BASIC NEEDS. HOUSING IS FOUNDATIONAL TO ONE'S HEALTH: PEOPLE WHO ARE STABLY HOUSED ARE BETTER ABLE TO CARE FOR THEIR PHYSICAL AND MENTAL HEALTH. THOSE MOST IMPACTED BY HOUSING STABILITY AND AFFORDABILITY ARE THE LATINO/A COMMUNITY DUE TO INCOME INEQUITIES; YOUTH EXPERIENCING HOMELESSNESS, ESPECIALLY THOSE IDENTIFYING AS LGBTQ+; AND OLDER ADULTS WHOSE FIXED INCOME LIMITS THEIR ABILITY TO AFFORD LOCAL HOUSING PRICES. THERE IS ALSO NEED FOR SUPPORTIVE HOUSING, USING A HOUSING FIRST APPROACH, FOR PEOPLE WITH MENTAL HEALTH CHALLENGES, SUBSTANCE USE DISORDERS, AND OTHER SPECIAL NEEDS. THERE ARE ESPECIALLY FEW RESOURCES FOR PEOPLE WHO ARE UNDOCUMENTED.MENTAL HEALTH & SUBSTANCE USE:ACCESSING QUALITY MENTAL HEALTH AND SUBSTANCE USE SERVICES CAN BE A CHALLENGE FOR MANY. TRAUMA FROM THE RECENT FIRES, COVID-19, AND THE CURRENT POLITICAL CLIMATE CONTRIBUTE TO THE COMMUNITY MENTAL HEALTH NEEDS. THERE IS A PARTICULAR NEED FOR MILD TO MODERATE MENTAL HEALTH SERVICES, PERINATAL MENTAL HEALTH SERVICES, MORE WRAPAROUND CASE MANAGEMENT FOR FAMILIES TO ADDRESS MENTAL HEALTH, AND MORE SUBSTANCE USE DISORDER TREATMENT SERVICES. THERE IS FURTHER NEED FOR MORE BILINGUAL AND BICULTURAL MENTAL HEALTH PROFESSIONALS TO SERVE THE LATINO/A COMMUNITY, INCLUDING THOSE THAT ARE UNDOCUMENTED. SCHOOL-AGE CHILDREN AND OLDER ADULTS ARE TWO ADDITIONAL GROUPS WITH UNMET MENTAL HEALTH NEEDS. MAJOR BARRIERS TO ACCESSING MENTAL HEALTH SERVICES INCLUDE INSURANCE COVERAGE LIMITATIONS, COST OF CARE, AND SHORTAGE OF PROVIDERS RESULTING IN LONG WAIT TIMES FOR APPOINTMENTS.HEALTH EQUITY: RACISM & DISCRIMINATION:STAKEHOLDERS DESCRIBED BEING AT AN "INFLECTION POINT" IN ACKNOWLEDGING AND ADDRESSING RACISM IN THE COMMUNITY, WITH MORE PEOPLE TALKING ABOUT THE ISSUE. THEY SHARED RACISM KEEPS PEOPLE IN POVERTY BY LIMITING EDUCATION AND JOB OPPORTUNITIES, LEADING TO MORE BLACK, INDIGENOUS, AND PEOPLE OF COLOR (BIPOC) WORKING IN LOWER-WAGE JOBS, WITH PARTICULAR EMPHASIS ON THE LATINO/A COMMUNITY IN SONOMA COUNTY. HOUSING DISCRIMINATION PREVENTS THE LATINO/A COMMUNITY FROM ACCESSING GOOD-QUALITY, AFFORDABLE HOUSING. RACISM CONTRIBUTES TO INEQUITIES IN THE WAYS DIFFERENT SCHOOLS ARE FUNDED, CONTRIBUTING TO THE OPPORTUNITY GAP. STAKEHOLDERS SHARED PARTICULAR CONCERN FOR THE WAYS IN WHICH XENOPHOBIA AND RACIST POLICIES NEGATIVELY AFFECT THE MENTAL HEALTH AND ECONOMIC SECURITY OF THE LATINO/A COMMUNITY.ACCESS TO HEALTH CARE:STAKEHOLDERS DISCUSSED THE NEED FOR MORE AFFORDABLE HEALTH CARE, AS WELL AS CHALLENGES ACCESSING PRIMARY AND SPECIALTY CARE. THEY NOTED A PARTICULAR NEED FOR MORE CASE MANAGEMENT AND NAVIGATION RESOURCES, ESPECIALLY FOR SPANISH-SPEAKING PATIENTS AND NEW PARENTS. TRANSPORTATION TO CARE IS A CONSISTENT BARRIER FOR MANY, BUT ESPECIALLY OLDER ADULTS. FEARS OF IMMIGRATION ENFORCEMENT AND CHANGES IN PUBLIC CHARGE RULES MAY PREVENT MIXED STATUS HOUSEHOLDS FROM APPLYING FOR MEDI-CAL. A LACK OF CULTURALLY RESPONSIVE AND LINGUISTICALLY APPROPRIATE HEALTH CARE SERVICES AND DOCUMENTATION STATUS MAY PREVENT THE LATINO/A COMMUNITY FROM RECEIVING THE CARE THEY NEED.NEEDS BEYOND THE HOSPITAL'S SERVICE PROGRAM:NO SINGLE HOSPITAL FACILITY CAN FULLY ADDRESS ALL THE HEALTH NEEDS PRESENT IN ITS COMMUNITY. WHILE SANTA ROSA MEMORIAL WILL EMPLOY STRATEGIES TO ADDRESS EACH OF THE FOUR SIGNIFICANT HEALTH NEEDS THAT WERE PRIORITIZED DURING THE CHNA PROCESS, PARTNERSHIPS WITH COMMUNITY ORGANIZATIONS AND GOVERNMENT AGENCIES ARE CRITICAL FOR ACHIEVING THE ESTABLISHED GOALS.PETALUMA VALLEY HOSPITAL WILL COLLABORATE WITH PETALUMA PEOPLE SERVICES CENTER, LA LUZ CENTER, WEST COUNTY COMMUNITY SERVICES, COMMUNITY ACTION PARTNERSHIP OF SONOMA COUNTY, AND A VARIETY OF LOCAL FAMILY RESOURCE CENTERS THAT ADDRESS THE COMMUNITY NEEDS TO COORDINATE CARE AND REFERRALS TO ADDRESS UNMET NEEDS.WITH RESPECT TO SOME OF THE OTHER NEEDS IDENTIFIED IN THE CHNA PROCESS THAT WERE NOT PRIORITIZED FOR ACTION THROUGH THIS PLAN, WE INTEND TO REMAIN ENGAGED IN ADDRESSING: ORAL HEALTH NEEDS THROUGH OUR ONGOING COMMUNITY DENTAL CLINIC AND MOBILE DENTAL CLINIC; BEHAVIORAL HEALTH CRISIS CALLS THROUGH OUR CONTINUED SUPPORT OF THE IN RESPONSE TEAM. WE ALSO INTEND TO INCORPORATE OTHER ISSUES SUCH AS EARLY CHILDHOOD DEVELOPMENT IN OUR BEHAVIORAL HEALTH STRATEGY AS IT IS SUCH A FUNDAMENTAL DETERMINANT OF MENTAL HEALTH LATER IN LIFE AND ECONOMIC INSECURITY IN OUR HOUSING CONCERNS STRATEGY AS IT IS A NECESSARY INGREDIENT IN HOUSING AFFORDABILITY. SIMILARLY, WITH RESPECT TO IMMIGRATION, WE LACK APPROPRIATE EXPERTISE OR COMPETENCY TO OFFER A PROGRAM, BUT WE CONTINUE TO SUPPORT A MEDICAL LEGAL PARTNERSHIP WITH A LOCAL LEGAL AID ORGANIZATION THAT ASSISTS RESIDENTS AND PATIENTS WITH IMMIGRATION ISSUES, AMONG OTHERS. AND WHILE FOOD AND NUTRITION IS NOT TO BE DIRECTLY ADDRESSED BY OUR OWN PROGRAMMING, WE ANTICIPATE THAT OUR ONGOING SUPPORT OF LOCAL INITIATIVES AND ORGANIZATIONS INVOLVED IN MEDICALLY TAILORED AND HOME-DELIVERED MEALS FOR THE MOST VULNERABLE WILL INCLUDE A CONSIDERATION AND INCLUSION OF STRATEGIES TO ADDRESS THIS NEED. CHI SUPPORTED A CONTRACT WITH THE KEY TO SUPPORT PRIVATE DUTY CARE GIVING FOR PATIENTS AT-RISK OR UNABLE TO RECEIVE GOVERNMENT FUNDED CAREGIVING.FURTHERMORE, WE WILL CONTINUE FUNDING OTHER LOCAL NONPROFIT ORGANIZATIONS THROUGH GRANTS FROM OUR CARE FOR THE POOR PROGRAM MANAGED BY THE SRMH COMMUNITY HEALTH INVESTMENT DEPARTMENT, AND WE WILL ENCOURAGE AND ENDORSE LOCAL NONPROFIT ORGANIZATION PARTNERS TO APPLY FOR FUNDING THROUGH THE PROVIDENCE COMMUNITY PARTNERSHIP FUND. ORGANIZATIONS THAT RECEIVE FUNDING PROVIDE SPECIFIC SERVICES AND RESOURCES TO MEET THE IDENTIFIED NEEDS OF UNDERSERVED COMMUNITIES THROUGHOUT THE SRMH SERVICE AREAS. PETALUMA VALLEY HOSPITAL PART V, SECTION B, LINE 13H: THE ORGANIZATION RECOGNIZES THAT A PORTION OF THE UNINSURED OR UNDER-INSURED PATIENT POPULATION MAY NOT ENGAGE IN THE TRADITIONAL FINANCIAL ASSISTANCE APPLICATION PROCESS. THEREFORE, THE ORGANIZATION ALSO USES AN AUTOMATED PREDICTIVE SCORING TOOL TO IDENTIFY AND QUALIFY PATIENTS FOR FINANCIAL ASSISTANCE. PETALUMA VALLEY HOSPITAL PART V, SECTION B, LINE 24: FOR NON-MEDICALLY NECESSARY SERVICES A PATIENT MAY BE CHARGED FULL BILLED CHARGES. PART V, SECTION B, LINE 7A: CHNA REPORT WEBSITEHTTPS://WWW.PROVIDENCE.ORG/ABOUT/ANNUAL-REPORT/REPORTS/CHNA-AND-CHIP-REPORTSUNDER NORTHERN CALIFORNIA PART V, SECTION B, LINE 10A: IMPLEMENTATION STRATEGY WEBSITEHTTPS://WWW.PROVIDENCE.ORG/ABOUT/ANNUAL-REPORT/REPORTS/CHNA-AND-CHIP-REPORTSUNDER NORTHERN CALIFORNIA SCHEDULE H PART V, LINE 13A: PETALUMA VALLEY HOSPITALPETALUMA VALLEY HOSPITAL 100% DISCOUNT WAS UP TO 300% FPL AND 75% DISCOUNT BETWEEN 301% TO 400% FPL.THE FPL THRESHOLD PERCENTAGE WAS RAISED DURING THE YEAR TO COMPLY WITH NEW STATE LAW. SCHEDULE H, PART V, SECTION B, LINE 16A: PETALUMA VALLEY HOSPITALFINANCIAL ASSISTANCE POLICYHTTPS://WWW.PROVIDENCE.ORG/OBP/NORCAL/FINANCIAL-ASSISTANCEHEALDSBURG HOSPITALFINANCIAL ASSISTANCE POLICYHTTPS://WWW.PROVIDENCE.ORG/OBP/NORCAL/FINANCIAL-ASSISTANCE SCHEDULE H, PART V, SECTION B, LINE 16B: PETALUMA VALLEY HOSPITALFINANCIAL ASSISTANCE APPLICATIONHTTPS://WWW.PROVIDENCE.ORG/OBP/NORCAL/FINANCIAL-ASSISTANCEHEALDSBURG HOSPITALFINANCIAL ASSISTANCE APPLICATIONHTTPS://WWW.PROVIDENCE.ORG/OBP/NORCAL/FINANCIAL-ASSISTANCE SCHEDULE H, PART V, SECTION B, LINE 16C: PETALUMA VALLEY HOSPITALFAP PLAIN LANGUAGE SUMMARYHTTPS://WWW.PROVIDENCE.ORG/OBP/NORCAL/FINANCIAL-ASSISTANCE#TABCONTENT-6-PANE-3HEALDSBURG HOSPITALFAP PLAIN LANGUAGE SUMMARYHTTPS://WWW.PROVIDENCE.ORG/OBP/NORCAL/FINANCIAL-ASSISTANCE#TABCONTENT-6-PANE-3 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: PETALUMA VALLEY HOSPITAL PREPARES AN ANNUAL REPORT AND IT IS PUBLICLY AVAILABLE AT: HTTPS://WWW.PROVIDENCE.ORG/LOCATIONS/NORCAL/PETALUMA-VALLEY-HOSPITAL/ABOUT-US#TABCONTENT-1-COLLAPSE-3 PART I, LINE 7: THE AMOUNTS REPORTED IN THE TABLE WERE CALCULATED USING A COST-TO-CHARGE RATIO USING WORKSHEET 2, RATIO OF PATIENT CARE COST-TO-CHARGES. PART I, LINE 7G: NO COSTS ATTRIBUTABLE TO PHYSICIAN CLINICS WERE INCLUDED. PART II, COMMUNITY BUILDING ACTIVITIES: COMMUNITY BUILDING ACTIVITIES:CHI SONOMA COUNTY IDENTIFIED THE NEED TO HOLD HEALTHCARE AND COMMUNITY-BASED ORGANIZATIONAL WEEKLY CONVENINGS. THESE MEETINGS INCREASED COMMUNICATIONS BETWEEN HOSPITAL PARTNERS AND ASSISTED WITH THROUGHPUT FOR OUR PATIENTS REENTERING THE COMMUNITY AFTER HOSPITAL ADMISSIONS. PROVIDENCE CHI SONOMA STAFF HAS CONTINUED TO CONVENE AND FACILITATE THESE MEETINGS WHICH HAVE BECOME A STANDARD COMMUNICATION PIPELINE FOR SONOMA COUNTY CLINICIANS AND ORGANIZATIONS. PART III, LINE 8: THE ORGANIZATION DOES NOT REPORT MEDICARE REVENUES AND EXPENSES ASCOMMUNITY BENEFIT. PART III, LINE 9B: COLLECTION ACTIVITY: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. PART VI, LINE 2: NEEDS ASSESSMENT:THROUGH A MIXED-METHODS APPROACH USING QUANTITATIVE AND QUALITATIVE DATA, OUR CHNA PROCESS USED SEVERAL SOURCES OF INFORMATION TO IDENTIFY COMMUNITY NEEDS. ACROSS SONOMA COUNTY, INFORMATION COLLECTED INCLUDES PUBLIC HEALTH DATA REGARDING HEALTH BEHAVIORS, MORBIDITY AND MORTALITY, AND HOSPITAL-LEVEL DATA. IN 2019, ST. JOSEPH HEALTH SONOMA PARTNERED WITH SUTTER HEALTH AND KAISER PERMANENTE TO GATHER DATA FROM LISTENING SESSIONS AND INTERVIEWS WITH DIVERSE, LOW-INCOME AND MEDICALLY UNDERSERVED COMMUNITIES IN SONOMA COUNTY. IN 2020, INDIVIDUAL STAKEHOLDER INTERVIEWS WERE CONDUCTED WITH REPRESENTATIVES FROM ORGANIZATIONS THAT SERVE THESE POPULATIONS TO BETTER UNDERSTAND THE IMPACTS OF COVID-19 IN OUR COMMUNITIES. IN ADDITION, STAKEHOLDER PARTICIPATION IN HEALTH ACTION SONOMA COUNTY, A MULTISECTOR COLLABORATIVE, ENSURES ONGOING ASSESSMENT TO ADDRESS SIGNIFICANT NEEDS AS THEY ARISE THROUGHOUT THE YEAR. PART VI, LINE 3: PATIENT EDUCATION OF ELIGIBILITY FOR ASSISTANCE:THE ORGANIZATION POSTED NOTICES INFORMING THE PUBLIC OF THE FINANCIAL ASSISTANCE PROGRAM. NOTICES WERE POSTED IN INPATIENT AND OUTPATIENT SERVICE AREAS. NOTICES WERE ALSO POSTED AT LOCATIONS WHERE A PATIENT COULD PAY THEIR BILL. NOTICES INCLUDED CONTACT INFORMATION ON HOW A PATIENT COULD OBTAIN MORE INFORMATION ON FINANCIAL ASSISTANCE AS WELL AS WHERE TO APPLY FOR ASSISTANCE. THESE NOTICES WERE POSTED IN ENGLISH AND SPANISH AND ANY OTHER LANGUAGES THAT WERE REPRESENTATIVE OF 5% OR GREATER OF PATIENTS IN THE HOSPITAL'S SERVICE AREA. ALL PATIENTS WHO DEMONSTRATED LACK OF FINANCIAL COVERAGE BY THIRD PARTY INSURERS WERE OFFERED AN OPPORTUNITY TO COMPLETE THE FINANCIAL ASSISTANCE APPLICATION AND WERE OFFERED INFORMATION, ASSISTANCE, AND REFERRAL AS APPROPRIATE TO GOVERNMENT SPONSORED PROGRAMS FOR WHICH THEY MAY HAVE BEEN ELIGIBLE.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 4: COMMUNITY INFORMATION:PETALUMA VALLEY HOSPITAL (PVH), FOUNDED BY THE SISTERS OF ST. JOSEPH OF ORANGE, HAS BEEN SERVING THE HEALTHCARE NEEDS OF FAMILIES IN THE COMMUNITY FOR MORE THAN 60 YEARS. DURING THIS TIME, ITS MISSION HAS REMAINED THE SAME: TO CONTINUALLY IMPROVE THE HEALTH AND QUALITY OF LIFE OF PEOPLE IN THE COMMUNITIES SERVED. PART OF A LARGER HEALTHCARE SYSTEM KNOWN AS PROVIDENCE ST. JOSEPH HEALTH (PSJH), PVHH IS PART OF A COUNTYWIDE MINISTRY THAT INCLUDES TWO HOSPITALS, URGENT CARE FACILITIES, HOSPICE, HOME HEALTH SERVICES, AND OTHER FACILITIES FOR TREATING THE HEALTHCARE NEEDS OF THE COMMUNITY IN SONOMA COUNTY AND THE REGION. THE MINISTRY'S CORE FACILITIES ARE PETALUMA VALLEY HOSPITAL (PVH), AN 80-BED ACUTE CARE HOSPITAL, AND SRMH, A FULL SERVICE, STATE OF THE ART 330-BED ACUTE CARE HOSPITAL THAT INCLUDES A LEVEL II TRAUMA CENTER FOR THE COASTAL REGION FROM SAN FRANCISCO TO THE OREGON BORDER. MAJOR PROGRAMS AND SERVICES INCLUDE CRITICAL CARE, CARDIOVASCULAR CARE, STROKE CARE, WOMEN'S AND CHILDREN'S SERVICES, CANCER CARE, AND ORTHOPEDICS. SRMH IS HOME TO THE NORMA & EVERT PERSON HEART & VASCULAR INSTITUTE AND THE UCSF NEONATAL INTENSIVE CARE NURSERY. PVH PROVIDES SOUTHERN MENDOCINO, NORTHERN MARIN, AND SONOMA COUNTIES' COMMUNITIES WITH ACCESS TO ADVANCED CARE AND ADVANCED CARING. THE HOSPITAL'S SERVICE AREA EXTENDS FROM UKIAH IN THE NORTH, MARSHALL IN THE SOUTH, SONOMA VALLEY IN THE EAST AND BODEGA BAY IN THE WEST. PVH'S TOTAL SERVICE AREA (TSA) INCLUDES THE CITIES OF SANTA ROSA, PETALUMA, SEBASTOPOL, WINDSOR, HEALDSBURG, ROHNERT PARK, COTATI, SONOMA, CLOVERDALE, UKIAH, AND POINT ARENA.DEFINING THE COMMUNITY:SONOMA COUNTY IS A LARGE, URBAN-RURAL COUNTY ENCOMPASSING 1,575 SQUARE MILES. SONOMA COUNTY RESIDENTS INHABIT NINE CITIES AND A LARGE UNINCORPORATED AREA, INCLUDING MANY GEOGRAPHICALLY ISOLATED COMMUNITIES. THE COUNTY'S TOTAL POPULATION WAS ESTIMATED AT 487,011 AT THE TIME OF THE CHNA. SINCE 2006, THE COUNTY POPULATION HAS GROWN AT AN OVERALL RATE OF 1.8% WITH THE CITIES OF SONOMA, SANTA ROSA AND WINDSOR EXPERIENCING THE FASTEST GROWTH RATES. ACCORDING TO PROJECTIONS FROM THE CALIFORNIA DEPARTMENT OF FINANCE, THE COUNTY POPULATION IS PROJECTED TO GROW BY 8.3% TO 546,204 IN 2020. THIS RATE OF GROWTH IS LESS THAN THAT PROJECTED FOR CALIFORNIA AS A WHOLE (10.1%). THE MAJORITY OF THE COUNTY'S POPULATION RESIDES WITHIN ITS CITIES, THE LARGEST OF WHICH ARE CLUSTERED ALONG THE HIGHWAY 101 CORRIDOR. SANTA ROSA IS THE LARGEST CITY WITH A POPULATION ESTIMATED TO BE NEARLY 171,000 IN 2012 AND IS THE SERVICE HUB FOR THE ENTIRE COUNTY AND THE LOCATION OF THE COUNTY'S THREE MAJOR HOSPITALS. AT LEAST PART OF SONOMA COUNTY, CALIFORNIA, IS DESIGNATED AS A MEDICALLY UNDERSERVED AREA (MUA). THE AREA IS 0.8 SQUARE MILES AND IS LOCATED NEAR DOWNTOWN SANTA ROSA. THE CLOVERDALE AREA IN SONOMA COUNTY IS A DESIGNATED PRIMARY CARE HEALTH PROFESSIONAL SHORTAGE AREA (PC-HSPA). THERE ARE 6,888 CIVILIAN RESIDENTS IN THIS AREA, WHICH IS 307.5 TOTAL SQUARE MILES. SRMH PROVIDES SONOMA COUNTY COMMUNITIES WITH ACCESS TO ADVANCED CARE AND ADVANCED CARING. THE HOSPITAL IS LOCATED IN DOWNTOWN SANTA ROSA, ABOUT 55 MILES NORTH OF SAN FRANCISCO JUST OFF THE HIGHWAY 101 CORRIDOR IN CENTRAL SONOMA COUNTY. PVH'S PRIMARY SERVICE AREA IS LIMITED TO A TIGHT RADIUS, BUT ITS SECONDARY SERVICE AREA COMPRISES THE ENTIRE COUNTY, PLUS NORTHERN MARIN COUNTY AND SOUTHERN MENDOCINO COUNTY. THE CHNA PROCESS AND DATA GATHERING ADDRESSES SONOMA COUNTY. SONOMA COUNTY'S UNINCORPORATED AREAS ARE HOME TO 146,739 RESIDENTS, 30.1% OF THE TOTAL POPULATION. A SIGNIFICANT NUMBER OF THESE INDIVIDUALS LIVE IN LOCATIONS THAT ARE VERY RURAL AND GEOGRAPHICALLY REMOTE. RESIDENTS OF THESE AREAS MAY EXPERIENCE SOCIAL ISOLATION AND SIGNIFICANT BARRIERS IN ACCESSING BASIC SERVICES AND SUPPORTS SUCH AS TRANSPORTATION, HEALTH CARE, NUTRITIOUS FOOD AND OPPORTUNITIES TO SOCIALIZE. LOW INCOME AND SENIOR POPULATIONS LIVING IN REMOTE AREAS MAY FACE SPECIAL CHALLENGES IN MAINTAINING HEALTH AND QUALITY OF LIFE. OF THE COUNTY'S TOTAL SENIOR POPULATION, AGE 60 AND OLDER, 12,144 (12%) ARE CONSIDERED "GEOGRAPHICALLY ISOLATED" AS DEFINED BY THE OLDER AMERICANS ACT.PVH TOTAL SERVICE AREA:THE COMMUNITY SERVED BY PVH IS DEFINED BASED ON THE GEOGRAPHIC ORIGINS OF PVH'S INPATIENTS. THE PVH TOTAL SERVICE AREA IS COMPRISED OF BOTH THE PRIMARY SERVICE AREA (PSA) AS WELL AS THE SECONDARY SERVICE AREA (SSA) AND IS ESTABLISHED BASED ON THE FOLLOWING CRITERIA:- PSA: 70% OF DISCHARGES (EXCLUDING NORMAL NEWBORNS)- SSA: 71%-85% OF DISCHARGES (DRAW RATES PER ZIP CODE ARE CONSIDERED AND PSA/SSA ARE MODIFIED ACCORDINGLY)- INCLUDES ZIP CODES FOR CONTINUITY- NATURAL BOUNDARIES ARE CONSIDERED (I.E., FREEWAYS, MOUNTAIN RANGES, ETC.)- CITIES ARE PLACED IN PSA OR SSA, BUT NOT BOTH THE PSA IS THE GEOGRAPHIC AREA FROM WHICH THE MAJORITY OF PVH'S PATIENTS ORIGINATE. THE CITIES AND TOWNS IN THE PVH PSA INCLUDE SANTA ROSA, SEBASTOPOL, WINDSOR, FORESTVILLE, ROHNERT PARK AND COTATI/PENNGROVE. THE SSA IS WHERE AN ADDITIONAL POPULATION OF THE HOSPITAL'S INPATIENTS RESIDE. THE SSA INCLUDES ALL OF SONOMA COUNTY, UKIAH TO THE NORTH IN MENDOCINO COUNTY, AND NORTHERN MARIN COUNTY TO THE SOUTH. THE POPULATION OF THE SERVICE AREA IS 835,741, OF WHICH 328,005 ARE IN THE PSA AND 507,736 RESIDE IN THE SSA.COMMUNITY NEED INDEX (ZIP CODE LEVEL) BASED ON NATIONAL NEED:THE COMMUNITY NEED INDEX (CNI) WAS DEVELOPED BY DIGNITY HEALTH AND TRUVEN HEALTH ANALYTICS. THE CNI IDENTIFIES THE SEVERITY OF HEALTH DISPARITY FOR EVERY ZIP CODE IN THE UNITED STATES AND DEMONSTRATES THE LINK BETWEEN COMMUNITY NEED, ACCESS TO CARE, AND PREVENTABLE HOSPITALIZATIONS. CNI AGGREGATES FIVE SOCIOECONOMIC INDICATORS THAT CONTRIBUTE TO HEALTH DISPARITY (ALSO KNOWN AS BARRIERS):- INCOME BARRIERS (ELDER POVERTY, CHILD POVERTY AND SINGLE PARENT POVERTY)- CULTURE BARRIERS (NON-CAUCASIAN LIMITED ENGLISH);- EDUCATIONAL BARRIERS (% POPULATION WITHOUT HS DIPLOMA);- INSURANCE BARRIERS (INSURANCE, UNEMPLOYED AND UNINSURED);- HOUSING BARRIERS (HOUSING, RENTING PERCENTAGE).THIS OBJECTIVE MEASURE IS THE COMBINED EFFECT OF FIVE SOCIOECONOMIC BARRIERS (INCOME, CULTURE, EDUCATION, INSURANCE AND HOUSING). A SCORE OF 1.0 INDICATES A ZIP CODE WITH THE FEWEST SOCIOECONOMIC BARRIERS, WHILE A SCORE OF 5.0 REPRESENTS A ZIP CODE WITH THE MOST SOCIOECONOMIC BARRIERS. RESIDENTS OF COMMUNITIES WITH THE HIGHEST CNI SCORES WERE SHOWN TO BE TWICE AS LIKELY TO EXPERIENCE PREVENTABLE HOSPITALIZATIONS FOR MANAGEABLE CONDITIONS SUCH AS EAR INFECTIONS, PNEUMONIA OR CONGESTIVE HEART FAILURE COMPARED TO COMMUNITIES WITH THE LOWEST CNI SCORES. (REF ROTH R, BARSI E., HEALTH PROG. 2005 JUL-AUG; 86(4):32-8.) THE CNI IS USED TO A DRAW ATTENTION TO AREAS THAT NEED ADDITIONAL INVESTIGATION SO THAT HEALTH POLICY AND PLANNING EXPERTS CAN MORE STRATEGICALLY ALLOCATE RESOURCES. FOR EXAMPLE, THE ZIP CODE 95407 ON THE CNI MAP IS SCORED 4.2, MAKING IT A HIGH NEED COMMUNITY.OTHER HOSPITALS IN SERVICE AREA THE MINISTRY'S SERVICE AREA IS ALSO SERVED BY SUTTER SANTA ROSA REGIONAL HOSPITAL AND KAISER PERMANENTE SANTA ROSA MEDICAL CENTER AND MEDICAL OFFICES. PART VI, LINE 5: PROMOTION OF COMMUNITY HEALTH:PETALUMA VALLEY HOSPITAL PROVIDES VITAL COMMUNITY HEALTH SERVICES AND ADDRESSES THE NEEDS OF THE UNINSURED AND UNDERINSURED THROUGH ITS FINANCIAL ASSISTANCE PROGRAM PROVIDING FREE AND DISCOUNTED CARE. PETALUMA VALLEY HOSPITAL IS COMMITTED TO PROMOTING THE HEALTH AND QUALITY OF LIFE IN ITS SURROUNDING COMMUNITY. THIS IS DEMONSTRATED THROUGH THE FOLLOWING MECHANISMS:1) A COMMUNITY BENEFIT COMMITTEE THAT HAS COMMUNITY REPRESENTATION AND IS A SUBCOMMITTEE OF THE BOARD OF TRUSTEES2) OPEN MEDICAL STAFF3) ROBUST COMMUNITY BENEFIT PROGRAMS THAT ADDRESS COMMUNITY HEALTH NEEDS. PART VI, LINE 6: 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 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 117,000 CAREGIVERS (ALL EMPLOYEES) SERVE IN 51 HOSPITALS, 1,000 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-PROVIDENCE FACEY MEDICAL FOUNDATION IN LOS ANGELES, CA-KADLEC IN SOUTHEAST WASHINGTON-PACIFIC MEDICAL CENTERS IN SEATTLE, WA-SWEDISH HEALTH SERVICES IN SEATTLE, WAAS A COMPREHENSIVE HEALTH CARE ORGANIZATION, WE ARE SERVING MORE PEOPLE, ADVANCING BEST PRACTICES AND CONTINUING OUR MORE THAN 100-YEAR TRADITION OF SERVING THE POOR AND VULNERABLE. DELIVERING SERVICES ACROSS SEVEN STATES, PROVIDENCE IS COMMITTED TO TOUCHING MILLIONS OF MORE LIVES AND ENHANCING THE HEALTH OF THE AMERICAN WEST TO TRANSFORM CARE FOR THE NEXT GENERATION AND BEYOND.THROUGH COMMUNITY BENEFIT PROGRAMS AND OTHER HIGH-IMPACT INVESTMENTS, WE WORK TO ENSURE BASIC HEALTH NEEDS ARE MET AND SERVE TO REMOVE BARRIERS TO CARE, BUILD COMMUNITY RESILIENCE AND INNOVATE FOR THE FUTURE. MINISTRIES AND AFFILIATES SUPPORT ORGANIZATIONS, PROGRAMS AND INITIATIVES THAT IMPROVE HEALTH AND WELL-BEING AND INCREASE EQUITABLE ACCESS TO QUALITY CARE AT THE COMMUNITY LEVEL AND AT SCALE ACROSS SEVEN STATES.WE ARE PROUD OF OUR HISTORY AND CONTINUED COMMITMENT TO HELPING BUILD A MORE EQUITABLE, SUSTAINABLE FUTURE. OUR STEADFAST COMMITMENT TO RESPONDING TO COMMUNITY NEED IS ONE OF THE MANY WAYS MINISTRIES, AFFILIATES AND CAREGIVERS LIVE OUT OUR SHARED MISSION AND CONTINUE TO SERVE AS A VITAL SAFETY NET FOR THOSE WHO ARE VULNERABLE. FOR MORE INFORMATION GO TO: HTTPS://WWW.PROVIDENCE.ORG/ABOUT/ANNUAL-REPORTINVESTING IN OUR COMMUNITIES IS AN ESSENTIAL WAY WE LIVE OUR MISSIONFOR GENERATIONS, THE PROVIDENCE FAMILY OF ORGANIZATIONS HAS SERVED AS A VITAL SAFETY NET FOR THOSE WHO ARE VULNERABLE. GUIDED BY COMMUNITY HEALTH NEEDS ASSESSMENTS, WE CONTINUE OUR LONGSTANDING COMMITMENT TO THOSE IN NEED THROUGH COMMUNITY BENEFIT AND OTHER HIGH-IMPACT INVESTMENTS. OUR INVESTMENTS GO BEYOND THE WALLS OF OUR HOSPITALS AND CLINICS AND DEEP INTO COMMUNITIES TO SUPPORT ORGANIZATIONS AND CAUSES THAT SERVE THOSE IN NEED; ADDRESS GAPS IN SERVICES AND RESOURCES THAT CONTRIBUTE TO OVERALL HEALTH; AND ENHANCE CARE DELIVERY WITH INNOVATIVE SOLUTIONS TO HEALTH CARE'S BIGGEST CHALLENGES. THIS IS HOW WE INVEST IN HEALTH TODAY TO CREATE A BETTER FUTURE. BELOW WE HIGHLIGHT KEY EXAMPLES.ST. JOSEPH COMMUNITY PARTNERSHIP FUND SINCE 1986, THE ST. JOSEPH COMMUNITY PARTNERSHIP FUND HAS MADE INVESTMENTS AND BUILT PARTNERSHIPS IN THE CALIFORNIA COMMUNITIES SERVED BY ST. JOSEPH HEALTH MINISTRIES. AFTER 35 YEARS, WE HAD THE OPPORTUNITY TO EXPAND OUR FOCUS AND SUPPORT PROGRAMS AND COMMUNITIES THROUGHOUT PROVIDENCE. TODAY, THE FUND REPRESENTS PROVIDENCE'S SHARED COMMITMENT TO SOLVING COMPLEX CHALLENGES AND BUILDING VIBRANT, HEALTHY COMMUNITIES. WE DO THIS BY BUILDING CAPACITY AND CREATING LINKAGES ACROSS THE COMMUNITIES PROVIDENCE SERVES. THIS HELPS US MAXIMIZE THE DIRECT IMPACT OF OUR INVESTMENTS AND ADDRESS COMMON ISSUES THAT AFFECT PEOPLE THROUGHOUT OUR SYSTEM. THE ST. JOSEPH COMMUNITY PARTNERSHIP FUND SERVES AS PROVIDENCE'S STRATEGIC GRANT MAKING FOUNDATION FOR FUNDING KEY SYSTEM AND REGIONAL INITIATIVES IN THE AREAS OF HOUSING, EDUCATION, DISASTER RESPONSE AND RECOVERY, AND NONPROFIT AND COMMUNITY CAPACITY BUILDING. THROUGH THE FUND WE INCUBATE AND ACCELERATE PROGRAMS THAT CREATE SCALABLE IMPACT IN OUR COMMUNITIES TO IMPROVE THE HEALTH AND WELLBEING OF THE ECONOMICALLY POOR, UTILIZE THE STRENGTHS AND DIVERSITY OF OUR NEIGHBORS TO BUILD VIBRANT COMMUNITIES AND LEVERAGE BEST PRACTICES AND LESSONS LEARNED FROM THESE INVESTMENTS TO EXPAND TO COMMUNITIES ACROSS OUR GEOGRAPHICAL FOOTPRINT. FOR MORE INFORMATION GO TO: HTTPS://WWW.PROVIDENCE.ORG/ABOUT/COMMUNITY-PARTNERSHIPS/ST-JOSEPH-COMMUNITY-PARTNERSHIP-FUND HEALTH EQUITY CHANGE BEGINS WITH USAT PROVIDENCE, WE RECOGNIZE THAT INEQUITY PERSISTS IN NEARLY EVERY MAJOR FACET OF SOCIETY. THAT INCLUDES IN HEALTH CARE AND THE SOCIAL DETERMINANTS OF HEALTH. AND THE CONSEQUENCES ARE OFTEN DEADLY, LEADING TO HIGHER MORTALITY AND MORBIDITY RATES FOR COMMUNITIES OF COLOR AND MARGINALIZED POPULATIONS. TOWARD THAT END:- WE ARE INVESTING $50 MILLION OVER FIVE YEARS TO IMPROVE HEALTH EQUITY IN OUR COMMUNITIES. OUR HEALTH EQUITY STRATEGIC PLAN AND INTERVENTIONS ARE INFORMED BY ADVANCED DATA ANALYTICS AND THE HEALTH PRIORITIES IDENTIFIED WITH OUR LOCAL COMMUNITY PARTNERS AND CARE TEAMS.FOR MORE INFORMATION GO TO: HTTPS://WWW.PROVIDENCE.ORG/ABOUT/HEALTH-EQUITYADVOCACY AND SOCIAL RESPONSIBILITY IN PARTNERSHIP WITH COMMUNITIES, THE PROVIDENCE FAMILY OF ORGANIZATIONS ADVOCATES FOR RESPONSIBLE, SUSTAINABLE, AND EQUITABLE POLICIES AND PRACTICES. WE REACH BEYOND THE WALLS OF HOSPITALS AND CARE FACILITIES TO WORK WITH LOCAL, STATE AND NATIONAL PARTNERS TO ADVANCE POLICIES DESIGNED TO BETTER SERVE VULNERABLE POPULATIONS AND PROMOTE JUSTICE IN OUR COMMUNITIES. WE ALSO PARTNER TO PROMOTE PRACTICES AND INFRASTRUCTURE THAT WILL SUSTAIN THE PLANET FOR FUTURE GENERATIONS AND TRANSFORM OUR COMMUNITIES FOR A HEALTHIER, MORE EQUITABLE WORLD.FOR MORE INFORMATION GO TO: HTTPS://WWW.PROVIDENCE.ORG/ABOUT/ADVOCACY-AND-SOCIAL-RESPONSIBILITY ENVIRONMENTAL STEWARDSHIP THE PROVIDENCE FAMILY OF ORGANIZATIONS HAS A VISION OF HEALTH FOR A BETTER WORLD. AS SUCH, WE ARE CALLED TO CARE WISELY FOR OUR COMMUNITIES, RESOURCES, AND EARTH. OUR ORGANIZATIONS STRIVE TO BECOME CARBON NEGATIVE BY 2030. THIS BOLD COMMITMENT GOES BEYOND ADDRESSING CARBON EMISSIONS. THE CLIMATE CRISIS CANNOT BE SOLVED WITHOUT ALSO RESPONDING TO SOCIAL AND RACIAL INEQUITIES.WE ARE COMMITTED TO HEALTH EQUITY, INCLUDING ENVIRONMENTAL EQUITY, AS CLIMATE CHANGE IMPACTS WORSEN, AND DISPARITIES AND INEQUITIES WIDEN DUE TO HISTORICAL AND STRUCTURAL CAUSES OF OPPRESSION.THE CURRENT CRISIS CALLS FOR US TO ACT BOLDLY, WITH COMPASSION. WE ARE DOING SO BY HELPING TO CARE FOR OUR COMMON HOME, ENSURING EQUITY TODAY, AND PASSING A HEALTHY PLANET TO THE GENERATIONS OF TOMORROW.FOR MORE INFORMATION GO TO: HTTPS://WWW.PROVIDENCE.ORG/ABOUT/ADVOCACY-AND-SOCIAL-RESPONSIBILITY/ENVIRONMENTAL-STEWARDSHIP WELL BEING TRUST PROVIDENCE'S WELL BEING TRUST IS A FOUNDATION DEDICATED TO ADVANCING THE MENTAL, SOCIAL, AND SPIRITUAL HEALTH FOR ALL. WITH A BOLD MISSION, VISION AND OVERARCHING GOAL, WELL BEING TRUST IS INVESTING IN APPROACHES THAT HAVE THE POTENTIAL TO MODEL THE WAY FORWARD AND ADVANCE CLINICAL, COMMUNITY AND CULTURAL CHANGETO TRANSFORM THE HEALTH OF THE NATION AND IMPROVE WELL-BEING FOR EVERYONE.FOR MORE INFORMATION GO TO: HTTPS://WELLBEINGTRUST.ORG/ABOUT/ PART VI, LINE 7, REPORTS FILED WITH STATES CA 0 BURBANK HOUSING 1425 CORPORATE CENTER PKWY SANTA ROSA CA 95407 943184523 501(C)3 800000 0 OPERATIONAL SUPPORT HEALTHCARE FOUNDATION NORTHERN SONOMA CO 111 MONTE VISTA AVE HEALSBURGS CA 95448 680474109 501(C)3 230000 0 OPERATIONAL SUPPORT COMMITTEE ON THE SHELTERLESS PO BOX 2744 PETALUMA CA 94953 680176855 501(C)3 149075 0 OPERATIONAL SUPPORT 3 0 SCHEDULE I, PART I, LINE 1 DESCRIPTION OF ORGANIZATION'S PROCEDURES FOR MONITORING THE USE OF GRANTS IN THE APPLICATION FOR SUPPORT, A DETAILED EXPLANATION OF THE KIND OF SERVICES PROVIDED TO THE COMMUNITY ALONG WITH SPECIFIC FINANCIAL DATA IS REQUESTED. IF THE APPLICATION FOR SUPPORT IS APPROVED, A LETTER IS SENT INDICATING THE AMOUNT OF THE SUPPORT WITH A REQUEST FOR DOCUMENTATION OF HOW THE FUNDS WERE USED, ALONG WITH A REPORT OF THE NUMBER OF CHILDREN/FAMILIES SERVED OVER THE YEAR. GRANTS MADE TO AFFILIATED FOUNDATIONS ARE MONITORED ON A MONTHLY BASIS AS THE FINANCIAL STATEMENTS OF THESE ORGANIZATIONS ARE READILY AVAILABLE. OTHER GRANTS ARE MADE THAT COMPLY WITH THE MISSION AND FURTHER THE TAX-EXEMPT PURPOSE OF THE ORGANIZATION. 1 1 0 0 0 0 0 1 0 ROD F HOCHMAN MD PRESIDENT & CEO (PART YEAR) 0 2328052 0 8026200 0 854848 0 842276 0 16913 0 12068289 0 789390 GREG HOFFMAN PRESIDENT/CEO & TREASURER 0 919782 0 1584583 0 115250 0 253823 0 24713 0 2898151 0 89848 JO ANN ESCASA-HAIGH EVP/ASSISTANT TREASURER 0 841148 0 989404 0 326862 0 27450 0 8365 0 2193229 0 284024 MIKE BUTLER FRMR PRESIDENT 0 0 0 0 0 1835706 0 7828 0 0 0 1843534 0 0 JOHN WHIPPLE SECRETARY - THRU 5/22 0 319672 0 277940 0 1146142 0 5571 0 5476 0 1754801 0 855652 ANNA NEWSOM SECRETARY (PART YEAR) 0 535718 0 50000 0 215282 0 202914 0 22171 0 1026085 0 0 JIM WATSON ESQ ASSISTANT SECRETARY 0 466229 0 228525 0 142483 0 98225 0 26164 0 961626 0 119387 MICHAEL BOLLINGER PHYSICIAN 511541 0 258934 0 0 0 26896 0 32688 0 830059 0 0 0 DARIAN HARRIS MHA CE PETALUMA & HEALDSBURG 171502 132931 56542 0 15108 71565 22429 18863 6937 5834 272518 229193 0 0 JOSEPH TITO PHYSICIAN 402506 0 17900 0 20500 0 15794 0 11263 0 467963 0 0 0 WENDI THOMAS DIR, NURSING 231086 0 38239 0 12295 0 23730 0 15959 0 321309 0 0 0 BERTA KAEMMERLING DIR, NURSING 245641 0 38999 0 8380 0 12743 0 13419 0 319182 0 0 0 DENNIS FITO PHYSICIAN 225190 0 30000 0 20500 0 11795 0 29457 0 316942 0 0 0 DONALD ANDERSON JR ASSISTANT SECRETARY FOR ENROLLMENT 0 219186 0 36718 0 1088 0 13600 0 17583 0 288175 0 0 CINDY STRAUSS FRMR SECRETARY 0 0 0 146754 0 0 0 0 0 0 0 146754 0 0 PART I, LINE 1A PROVIDENCE EXPENSE REIMBURSEMENT PROCEDURES INCLUDE THE FOLLOWING POLICIES: FIRST CLASS TRAVEL OR CHARTER TRAVEL AIR TRAVEL IS GENERALLY REIMBURSABLE AT THE LEAST EXPENSIVE AIRFARE WHICH PERMITS DEPARTURES AND ARRIVALS AT REASONABLE TIMES AND REASONABLE DISTANCE TRAVELED. EMPLOYEES ARE ENCOURAGED TO PLAN IN ADVANCE TO GET AVAILABLE DISCOUNTS. AIRLINE FREQUENT FLYER UPGRADES WILL NEVER BE REIMBURSED. IN LIMITED SITUATIONS, FIRST CLASS TICKETS AND CHARTER MAY BE REIMBURSED WHEN APPROVED BY A SENIOR LEVEL SUPERVISOR. TAX INDEMNIFICATION AND GROSS-UP PAYMENTS TAX INDEMNIFICATIONS OR GROSS-UP PAYMENTS - RELOCATION PROVIDENCE FOLLOWS THE FEDERAL AND STATE TAXATION LAWS RELATED TO RELOCATION EXPENSES PAID TO THE EMPLOYEE OR TO A THIRD PARTY ON THE EMPLOYEE'S BEHALF. THEY ARE CONSIDERED TAXABLE WAGES AND ARE REPORTED AS SUCH. BASED ON THE WAY PROVIDENCE HAS CHOSEN TO PAY THE RELOCATION EXPENSES, PROVIDENCE REPORTS REIMBURSEMENTS AND PAYMENTS TO VENDORS AS INCOME AND THESE EXPENSE PAYMENTS ARE REFLECTED ON THE EXECUTIVE'S FORM W-2. PROVIDENCE PROVIDES A GROSS-UP FOR THE RELOCATION BENEFITS, SO THAT A PORTION OF THE REIMBURSEMENT DOES NOT HAVE TO BE USED TO PAY TAXES, AND THIS TAX GROSS-UP IS ALSO REPORTED AS TAXABLE INCOME. THE AMOUNTS REPORTED FOR THESE GROSS-UP PAYMENTS ARE INCLUDED ON SCHEDULE J, PART II, COLUMN B (III) - OTHER REPORTABLE COMPENSATION ON THE FORM 990. TAX INDEMNIFICATIONS OR GROSS-UP PAYMENTS - FINANCIAL/RETIREMENT PLANNING PROVIDENCE FOLLOWS THE FEDERAL AND STATE TAXATION LAWS RELATED TO FINANCIAL AND RETIREMENT PLANNING EXPENSES PAID TO THE EMPLOYEE OR TO A THIRD PARTY ON THE EMPLOYEE'S BEHALF. THEY ARE CONSIDERED TAXABLE WAGES AND ARE REPORTED AS SUCH. BASED ON THE WAY PROVIDENCE HAS CHOSEN TO PAY THESE OTHER EXPENSES, PROVIDENCE REPORTS REIMBURSEMENTS AND PAYMENTS TO VENDORS AS INCOME AND THESE EXPENSE PAYMENTS ARE REFLECTED ON THE EXECUTIVE'S FORM W-2. PROVIDENCE PROVIDES A GROSS-UP FOR THIS BENEFIT, SO THAT A PORTION OF THE PAYMENT DOES NOT HAVE TO BE USED TO PAY TAXES, AND THIS TAX GROSS-UP IS ALSO REPORTED AS TAXABLE INCOME. THE AMOUNTS REPORTED FOR THESE GROSS-UP PAYMENTS ARE INCLUDED ON SCHEDULE J, PART II, COLUMN B (III) - OTHER REPORTABLE COMPENSATION ON THE FORM 990. PERSONAL SERVICES PROVIDENCE OFFERS FINANCIAL PLANNING SERVICES AS AN OPTIONAL BENEFIT TO EMPLOYEES AT VICE PRESIDENT LEVEL AND ABOVE. THE AMOUNTS REPORTED FOR THE FINANCIAL PLANNING SERVICES ARE INCLUDED AS TAXABLE INCOME ON SCHEDULE J, PART II, COLUMN B (III) - OTHER REPORTABLE COMPENSATION ON THE FORM 990 FOR THE EMPLOYEES WHO PARTICIPATE. PART I, LINE 3 DESCRIPTION OF PROCESS TO REVIEW COMPENSATION PAID TO TOP MANAGEMENT OFFICIAL THE ORGANIZATION'S CHIEF EXECUTIVE OFFICER/TOP MANAGEMENT OFFICIAL IS PAID BY A RELATED TAX-EXEMPT ORGANIZATION, PROVIDENCE ST. JOSEPH HEALTH, AND IS DISCLOSED AS A PERSON PAID BY A RELATED ORGANIZATION. SEE SCHEDULE O, PART VI, LINE 15A FOR THE PROCESS USED BY PROVIDENCE. PART I, LINES 4A-B THE FOLLOWING INDIVIDUALS RECIEVED SEVERANCE PAYMENTS DURING 2022: MIKE BUTLER - $1,835,706 JOHN WHIPPLE - $186,674 ENTITIES WITHIN THE PROVIDENCE SYSTEM SPONSOR NON-QUALIFIED SUPPLEMENTAL EXECUTIVE RETIREMENT PLANS FOR CERTAIN EXECUTIVES. THE PLANS PROVIDE FOR EMPLOYER CONTRIBUTIONS BASED ON A PERCENTAGE OF EXECUTIVE BASE SALARY AND, DEPENDING ON THE PLAN, ARE SUBJECT TO EITHER A THREE YEAR, AGE 59 1/2 OR A FIVE YEAR, AGE 65 VESTING SCHEDULE. UNTIL THE EXECUTIVE PROVIDES THESE SUBSTANTIAL FUTURE SERVICES, THESE SUPPLEMENTAL RETIREMENT CONTRIBUTIONS ARE AT RISK, AND WILL BE FORFEITED IF THE EXECUTIVE LEAVES THE ORGANIZATION BEFORE REACHING HER OR HIS VESTING DATE. THE SUPPLEMENTAL RETIREMENT CONTRIBUTIONS ARE INCLUDED IN COLUMN (C) AS A NONTAXABLE BENEFIT IN THE YEAR THE CONTRIBUTION IS CREDITED TO THE EXECUTIVE'S ACCOUNT, AND ARE INCLUDED AGAIN ON THE FORM 990 IN COLUMN (B)(III) IF AND WHEN THE AMOUNT BECOMES VESTED IN A FUTURE YEAR, AS THE FORM 990 REQUIRES. THE FOLLOWING INDIVIDUALS RECEIVED A PAYOUT DURING THE CURRENT YEAR: ROD F. HOCHMAN, M.D. - $789,390 JO ANN ESCASA-HAIGH - $284,024 GREG HOFFMAN - $89,848 JOHN WHIPPLE - $855,652 JIM WATSON, ESQ - $119,674 PART I, LINE 7 NON-FIXED PAYMENTS THE PROVIDENCE EXECUTIVE COMPENSATION COMMITTEE (OF THE BOARD) HAS APPROVED AN EXECUTIVE COMPENSATION PHILOSOPHY THAT CLOSELY TIES AN EXECUTIVE'S COMPENSATION TO PERFORMANCE - BOTH THE PERFORMANCE OF THE ORGANIZATION AND THE PERFORMANCE OF THE EXECUTIVE. THERE IS NO GUARANTEE THAT THIS PART OF A LEADER'S COMPENSATION WILL BE PAID - IF THE PERFORMANCE OF THE ORGANIZATION OR OF THE INDIVIDUAL DOES NOT MEET THE PERFORMANCE STANDARDS FOR PAYMENT, NO PERFORMANCE-BASED PAYMENT IS MADE. THIS APPROACH IS REFLECTED IN PROVIDENCE'S LEADERSHIP ANNUAL INCENTIVE PLAN AND LONG-TERM INCENTIVE PLAN, WHICH ARE PERFORMANCE-BASED ANNUAL INCENTIVE PLANS THAT AFFORD PARTICIPATING EXECUTIVES THE OPPORTUNITY TO EARN "AT RISK" COMPENSATION THROUGH PERFORMANCE AGAINST VERY CHALLENGING GOALS. PAYOUTS WILL BE AWARDED BASED ON GOALS RELATED TO STRATEGIC OBJECTIVES, FISCAL STEWARDSHIP AND QUALITY OF CARE - THESE GOALS ARE SET BEFORE THE YEAR BEGINS AND ARE VERY CHALLENGING. THE EXECUTIVE COMPENSATION COMMITTEE REVIEWS AND APPROVES EACH YEAR'S PERFORMANCE GOALS TO MAKE SURE THEY ARE SUFFICIENTLY CHALLENGING, AND TO MAKE SURE THE GOALS ARE DESIGNED TO HELP PROVIDENCE MEET ITS MISSION AND STRATEGIC PURPOSES. EACH YEAR THE PSJH BOARD EXECUTIVE COMPENSATION COMMITTEE REVIEWS THE INCENTIVE PERFORMANCE AND MUST CERTIFY THE ACHIEVEMENT OF PERFORMANCE GOALS BEFORE ANY AWARDS ARE PAID OUT. WHEN REVIEWING AND APPROVING TOTAL COMPENSATION FOR EXECUTIVES, THE EXECUTIVE COMPENSATION COMMITTEE INCLUDES INCENTIVE AWARDS, TO MAKE SURE THAT COMPENSATION IS REASONABLE AND WELL-SUPPORTED BY MARKET DATA. THE COMMITTEE CONSISTS ONLY OF DIRECTORS WHO ARE FREE OF CONFLICTS OF INTEREST, AND THE COMMITTEE RELIES ON MARKET SURVEY DATA GATHERED BY AN INDEPENDENT CONSULTANT. THE COMMITTEE CONDUCTS THIS REVIEW AND APPROVAL PROCESS IN A MANNER THAT IS IN ACCORDANCE WITH IRS REQUIREMENTS FOR COMPENSATION OF TAX-EXEMPT ORGANIZATION LEADERS, AND IN ACCORDANCE WITH THE BEST GOVERNANCE PRACTICES IN THE INDUSTRY. FORM 990, PART V, LINE 15: INDIVIDUALS LISTED AS OFFICERS AND KEY EMPLOYEES OF THE ORGANIZATION THAT ARE PAID BY A RELATED ORGANIZATION ARE COMMON LAW EMPLOYEES OF THE RELATED ORGANIZATION. IT IS THE INTENTION OF PROVIDENCE AND THE FILING ORGANIZATION TO MAKE INFORMATION ACCESSIBLE AND TRANSPARENT, REPORTING THOSE EMPLOYEES OF A RELATED ORGANIZATION WHO HAVE OFFICER AND KEY EMPLOYEE RESPONSIBILITIES TO THE FILING ORGANIZATION. THE RELATED ORGANIZATION COMMON LAW EMPLOYEES ARE INCLUDED IN THE RELATED ORGANIZATION'S SECTION 4960 TAX ANALYSIS AND REPORTING. FORM 990, PART VI, SECTION B, LINE 11B PROCESS TO REVIEW FORM 990 THE FORM 990 WAS PREPARED BASED ON INFORMATION RECEIVED FROM VARIOUS DEPARTMENTS OF THE ORGANIZATION INCLUDING THE FINANCE TEAM, HUMAN RESOURCES, PAYROLL, COMPLIANCE AND THE GENERAL COUNSEL'S OFFICE. THE ORGANIZATION ENGAGED AN OUTSIDE ACCOUNTING FIRM TO PREPARE THE RETURN. THE RETURN HAS BEEN REVIEWED BY AN OFFICER OF THE ORGANIZATION. A FULL COPY OF THE FORM 990 WAS PROVIDED TO ALL BOARD MEMBERS PRIOR TO FILING WITH THE IRS. THE AUDIT COMMITTEE OF THE PARENT ORGANIZATION IS PROVIDED AN ANNUAL UPDATE ON THE TAX REPORTING PROCESS AND KEY DISCLOSURES. FORM 990, PART VI, SECTION B, LINE 12C PROCESS TO MONITOR TRANSACTIONS FOR CONFLICTS OF INTEREST PROVIDENCE TAKES THE ISSUE OF CONFLICTS OF INTEREST, AND INDEPENDENT UNCONFLICTED DECISION-MAKING, VERY SERIOUSLY. PROVIDENCE HAS A COMPREHENSIVE CONFLICT OF INTEREST POLICY AND INTEREST DISCLOSURE POLICY, REVISED IN 2023, AND CAREFULLY AND THOROUGHLY ADMINISTERS THESE POLICIES. BOARD MEMBERS, SPONSORS, SENIOR LEADERS AND KEY CORE LEADERS ARE REQUIRED TO DISCLOSE ANY ACTUAL OR POTENTIAL CONFLICT OF INTEREST IN ACCORDANCE WITH THE PROVIDENCE CONFLICT OF INTEREST POLICY, AND SO THAT THE INDIVIDUAL SATISFIES HIS OR HER FIDUCIARY OBLIGATIONS TO THE ORGANIZATION. DISCLOSURES ARE MADE ANNUALLY, AS WELL AS ANY TIME AN ACTUAL OR POTENTIAL CONFLICT OF INTEREST ARISES. PROVIDENCE CHIEF LEGAL OFFICER AND/OR THE PROVIDENCE CHIEF RISK OFFICER, REVIEW ALL DISCLOSURES. WHERE APPROPRIATE, THE CEO AND/OR THE BOARD CHAIR WILL REVIEW CONFLICT OF INTEREST SITUATIONS THAT INVOLVE SENIOR LEADERSHIP OR A BOARD MEMBER OTHER THAN THE CHAIR. PROVIDENCE CHIEF LEGAL OFFICER AND/OR CHIEF RISK OFFICER REVIEW MATTERS WHERE CONFLICT IS DIFFICULT OR CANNOT BE READILY RESOLVED AND PRESENT RECOMMENDATIONS TO THE APPROPRIATE BOARD COMMITTEE OR THE CEO, FOR DISCUSSION AND RESOLUTION. WHEN APPROPRIATE, THE INDIVIDUAL WITH THE REAL/POTENTIAL CONFLICT THAT IS BEING REVIEWED MAY PARTICIPATE IN THE DISCUSSION BUT IS RECUSED FROM THE MEETING, AND FROM ANY FINAL DISCUSSION AND VOTE, WHEN A DECISION IS BEING MADE ON WHETHER A CONFLICT EXISTS, OR WHEN THE ACTION GIVING RISE TO THE CONFLICT OF INTEREST IS DECIDED. WHERE APPROPRIATE, THE CHIEF RISK OFFICER OR CHIEF LEGAL OFFICER WILL PROVIDE A PLAN TO MANAGE CONFLICTS AND AVOID PARTICIPATION BY THE CONFLICTED INDIVIDUAL IN THE MATTER GIVING RISE TO THE CONFLICT OF INTEREST. AUDITING AND MONITORING OF THIS PROCESS IS DONE PERIODICALLY. ALL DOCUMENTATION OF CONFLICT OF INTEREST DISCLOSURES IS RETAINED IN ACCORDANCE WITH ORGANIZATION RETENTION POLICY. FORM 990, PART VI, SECTION B, LINE 15B PROCESS FOR DETERMINING COMPENSATION THE ORGANIZATION'S CHIEF EXECUTIVE OFFICER/PRESIDENT/EXECUTIVE DIRECTOR IS PAID BY A RELATED TAX-EXEMPT ORGANIZATION, PROVIDENCE ST. JOSEPH HEALTH, AND IS DISCLOSED AS A PERSON PAID BY A RELATED ORGANIZATION. IT IS PROVIDENCE'S INTENTION TO MAKE FINANCIAL INFORMATION ACCESSIBLE AND TRANSPARENT. ALTHOUGH THE FILING OF FORM 990 PROVIDES INSIGHT INTO HOW PROVIDENCE ACHIEVES ITS MISSION, DELIVERS ITS PROGRAMS AND STEWARDS ITS FINANCES, DECIPHERING THE INFORMATION DIRECTLY FROM FORM 990 CAN BE CHALLENGING. THE FOLLOWING PARAGRAPHS PROVIDE FURTHER INFORMATION ABOUT THE PROCESS WE USE TO DETERMINE COMPENSATION FOR TOP MANAGEMENT, OFFICERS AND KEY EMPLOYEES. PROVIDENCE HAS A SINGLE FIDUCIARY BOARD, WITH RESPONSIBILITY FOR FINANCIAL OVERSIGHT ASSOCIATED WITH FULFILLMENT OF THE PROVIDENCE MISSION, DEVELOPING SYSTEM POLICIES, PROTECTING THE ASSETS ENTRUSTED TO THE ORGANIZATION AND OVERSEEING THE STRATEGIC AND OPERATIONAL AFFAIRS OF PROVIDENCE'S LEGAL ENTITIES. PROVIDENCE ALSO MAINTAINS A NETWORK OF COMMUNITY ENTITY BOARDS WITH RESPONSIBILITY FOR QUALITY OF CARE OVERSIGHT, COMMUNITY RELATIONS, ADVOCACY AND COMMUNITY NEEDS ASSESSMENTS. PROVIDENCE HAS A CONSISTENT COMPENSATION PHILOSOPHY FOR ALL OF ITS SENIOR EXECUTIVES, INCLUDING ALL OFFICERS. SALARIES FOR SENIOR EXECUTIVES ARE REVIEWED AT LEAST ANNUALLY BY THE EXECUTIVE COMPENSATION COMMITTEE, WHICH IS A COMMITTEE OF THE PROVIDENCE BOARD CONSISTING ONLY OF OUTSIDE, INDEPENDENT DIRECTORS. THE COMMITTEE MAKES SURE, AT EACH OF ITS MEETINGS, THAT NO MEMBER OF THE COMMITTEE HAS A CONFLICT OF INTEREST AS TO ANY EXECUTIVE WHOSE COMPENSATION IS REVIEWED BY THE COMMITTEE. THE EXECUTIVE COMPENSATION COMMITTEE RETAINS AN INDEPENDENT CONSULTANT EACH YEAR TO REVIEW SALARIES OF THOSE IN THE MOST SIGNIFICANT LEADERSHIP ROLES IN THE ORGANIZATION. PART OF THE CONSULTANT'S ROLE IS TO REVIEW AN EXTENSIVE ARRAY OF COMPENSATION SURVEYS OF LARGE, NOT-FOR-PROFIT HEALTH CARE SYSTEMS IN THE UNITED STATES. PROVIDENCE IS ONE OF THE LARGER HEALTH SYSTEMS IN THE COUNTRY, AND AS SUCH, THE BOARD BENCHMARKS EXECUTIVE COMPENSATION AGAINST OTHER LARGE, NOT-FOR-PROFIT HEALTH SYSTEMS THAT ARE SUBSTANTIALLY SIMILAR TO PROVIDENCE IN SIZE AND COMPLEXITY (SUCH AS HAVING A SIMILAR AMOUNT OF ANNUAL NET REVENUE). ADDITIONALLY, BECAUSE PROVIDENCE OFTEN LOOKS TO GENERAL INDUSTRY FOR LEADERS IN CERTAIN FUNCTIONAL AREAS, PROVIDENCE ALSO TAKES INTO CONSIDERATION GENERAL INDUSTRY MARKET DATA IN THESE SPECIAL SITUATIONS. BASE SALARIES FOR PROVIDENCE EXECUTIVES ARE GENERALLY TARGETED TO THE "MEDIAN" LEVEL OF THE MARKET DATA (WHERE HALF THE SALARIES IN THE DATA ARE LOWER AND HALF THE SALARIES IN THE DATA ARE HIGHER), AS IDENTIFIED BY THE INDEPENDENT CONSULTANT AND REVIEWED WITH THE EXECUTIVE COMPENSATION COMMITTEE. THE PRESIDENT/CEO UTILIZES THE MARKET INFORMATION PROVIDED BY THE CONSULTANT ALONG WITH FORMAL PERFORMANCE EVALUATIONS, TO DETERMINE SALARY RECOMMENDATIONS FOR OTHER SENIOR EXECUTIVES. THIS PROCESS INCLUDES A RIGOROUS ANALYSIS OF THOSE RECOMMENDATIONS WITH THE EXECUTIVE COMPENSATION COMMITTEE AS A PART OF THE REVIEW AND APPROVAL PROCESS. TOTAL COMPENSATION IS TIED CLOSELY TO PERFORMANCE OF THE ORGANIZATION AND THE INDIVIDUAL. PERFORMANCE INCENTIVES ALLOW EXECUTIVES TO EARN ADDITIONAL COMPENSATION IF THEY HELP LEAD PROVIDENCE IN ACHIEVING SPECIFIC ORGANIZATIONAL GOALS FOR FURTHERING PROVIDENCE'S OPERATING COMMITMENTS AND STRATEGIC OBJECTIVES. THE BOARD OF DIRECTORS CONDUCTS A THOROUGH REVIEW PROCESS TO ENSURE PERFORMANCE INCENTIVES ARE ALIGNED WITH APPROPRIATE MARKET PRACTICES. THE BOARD'S PROCESS FOR SETTING, REVIEWING AND APPROVING EXECUTIVE COMPENSATION FULLY COMPLIES WITH IRS STANDARDS (TO ASSURE THAT ALL COMPENSATION IS CONSIDERED REASONABLE) AND REFLECTS BEST GOVERNANCE PRACTICES IN THE INDUSTRY. THE PROCESS WAS LAST COMPLETED IN JUNE 2023. FORM 990, PART VI, SECTION C, LINE 19 GOVERNING DOCUMENTS, CONFLICT OF INTEREST POLICY & FINANCIAL STATEMENTS THE ORGANIZATION MAKES ITS GOVERNING DOCUMENTS AND CONFLICT OF INTEREST POLICY AVAILABLE TO THE PUBLIC UPON REQUEST. THE PROVIDENCE COMMUNITY BENEFIT REPORTS, FINANCIAL REPORTS, CONSOLIDATED AUDITED FINANCIAL STATEMENTS, AND PHILANTHROPY REPORTS ARE ALSO AVAILABLE ON THE PROVIDENCE INTERNET SITE. FORM 990, PART IX, LINE 11G AGENCY & CONTRACT LABOUR: PROGRAM SERVICE EXPENSES 8,129,614. MANAGEMENT AND GENERAL EXPENSES 858,805. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 8,988,419. BILLING & COLLECTIONS: PROGRAM SERVICE EXPENSES 272,852. MANAGEMENT AND GENERAL EXPENSES 28,824. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 301,676. GENERAL CONSULTING FEES: PROGRAM SERVICE EXPENSES 1,147,797. MANAGEMENT AND GENERAL EXPENSES 121,252. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 1,269,049. MEDICAL DIRECTOR & MED PHYSICIAN FEES: PROGRAM SERVICE EXPENSES 9,481,635. MANAGEMENT AND GENERAL EXPENSES 1,001,632. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 10,483,267. OTHER PATIENT SERVICES: PROGRAM SERVICE EXPENSES 7,452,936. MANAGEMENT AND GENERAL EXPENSES 787,322. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 8,240,258. REPAIRS & MAINTENANCE: PROGRAM SERVICE EXPENSES 2,801,748. MANAGEMENT AND GENERAL EXPENSES 295,974. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 3,097,722. FORM 990, PART XI, LINE 9: NET ASSET TRANSFERS BETWEEN RELATED TAX-EXEMPT ORGANIZATIONS -20,972,436. OTHER CHANGES IN NET ASSESTS 26,330,767. NORCAL HEALTHCONNECT LLC 1801 LIND AVE SW ATTN TAX DEPT RENTON WA 98057 852390012 HEALTHCARE CA 86104183 93209330 WHC HEALTH CONNECT PARTNERS LLC 1801 LIND AVE SW ATTN TAX DEPT RENTON WA 98057 800927815 HEALTHCARE WA 0 0 WHC COVENANT ACO 1801 LIND AVENUE SW ATTN TAX DEPT RENTON WA 98057 611573313 HEALTHCARE TX 501(C)(3) 12, I CHS 1 COVENANT CHILDREN'S PHYSICIANS GROUP 3615 19TH STREET LUBBOCK TX 79410 881290850 HEALTHCARE TX 501(C)(3) PENDING CHS 1 COVENANT HEALTH NETWORK INC 1801 LIND AVENUE SW ATTN TAX DEPT RENTON WA 98057 461259908 HEALTHCARE CA 501(C)(3) 12, III SJHS 1 COVENANT HEALTH PARTNERS 1801 LIND AVENUE SW ATTN TAX DEPT RENTON WA 98057 463516417 HEALTHCARE TX 501(C)(3) 12, I CHS 1 COVENANT HEALTH SYSTEM 1801 LIND AVENUE SW ATTN TAX DEPT RENTON WA 98057 752765566 HEALTHCARE TX 501(C)(3) 3 SJHS 1 COVENANT HEALTH SYSTEM FOUNDATION 3623 22ND PLACE LUBBOCK TX 79410 752897026 HEALTHCARE TX 501(C)(3) 7 CHS 1 COVENANT HOME AND COMMUNITY CARE 1801 LIND AVENUE SW ATTN TAX DEPT RENTON 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