Sharp Chula Vista Medical Center

“Pablo velez and richard king were directors on the governing board of the san diego imaging-chula vista joint venture. Director walter olsen, m.d., is a partner in the medical group that owns 50% of the san diego imaging-chula vista joint venture. Directors hugo barerra, m.d., walter olsen, m.d. And philip zentner, m.d. Have a business relationship. Director chris lewis has a business relationship with scott mcmillin. Director chris lewis has a business relationship with hugo barrera. Director chris lewis has a business relationship with lourdes valdez.”

“Sharp healthcare (fein 95-6077327) is the sole member of sharp chula vista medical center.”

“Sharp healthcare, as the sole member of the corporation, has the right to elect and remove most board members.”

“Sharp healthcare, as the sole member of the corporation, has the right to elect and remove most board members. Sharp healthcare also retains the approval rights afforded members for certain significant transactions (e.g. Dissolution or sale or transfer of all or substantially all of the assets).”

“The final form 990 is placed on the organization's intranet, prior to the filing date, where it is viewable for comment from all members of the governing body. The review process includes multiple levels of review including key corporate and entity finance department personnel comprised of the director of accounting & tax, vice president of finance, senior vice president and chief financial officer, and entity chief financial officer. Additionally, the organization contracts with ernst & young, an independent accounting firm, for review of the form 990.”

“Sharp chula vista medical center has a written conflict of interest policy which has been reviewed and approved by the sharp chula vista medical center governing board, and this policy has been adopted by all sharp healthcare entities. Sharp chula vista medical center is committed to preventing any participant of the corporation from gaining any personal benefit from information received or from any transaction of sharp. One component of the written conflict of interest policy requires that board members, corporate officers, senior vice presidents and chief executive officer(s) submit a conflict of interest statement annually to legal services/senior vice president of legal services who will review all statements. In addition, all vice presidents and any employees in the purchasing/supply chain, audit and compliance, and case management/discharge planning departments are required to complete an online conflict of interest questionnaire annually that is reviewed by the conflict review committee comprised of employees from sharp's legal, compliance, and internal audit departments. In connection with any transaction or arrangement, which may create an actual or possible conflict of interest, the person shall disclose in writing the existence and nature of his/her financial interest and all material facts. Board members, corporate officers, senior vice presidents, and the chief executive officer(s) shall make such disclosures directly to the chairman of the board, and to the members of the committee with the board designated powers considering the proposed transaction or arrangement. Upon disclosure of the financial interest and all material facts, the board member, corporate officer, senior vice president or the chief executive officer(s) making such disclosures shall leave the board or the committee meeting while the financial interest is discussed and voted upon. The remaining board or committee members shall decide if a conflict of interest exists. In certain instances, such as if someone takes a board seat on a competitor's board of directors or has a role with an organization whereby the information that they may obtain from sharp would put them in a consistent conflict with their two roles, the conflict could call for the individual's removal from the board. The bylaws for the organization provide for the ability to remove directors in accordance with section 5222 of the california corporations code. This can generally be done on a "for cause or a "no cause" basis by the action of the member.”

“The personnel committee of sharp healthcare retains an independent compensation consulting firm to review the total compensation paid to executive management (ceo/president, executive vice president of hospital operations, and senior vice presidents) and compares it to the total compensation paid to similar positions with like institutions. The information is presented to the personnel committee of the board of directors by the independent consultant. The personnel committee is comprised of board members who are not physicians and who are not compensated in any way by the organization. The personnel committee approves the total compensation for the president/chief executive officer and reviews and approves the compensation and compensation salary ranges for the remainder of the executive team. The personnel committee presents its decision to the board of directors. The personnel committee retains minutes of its meetings. The compensation and benefits department engages a third party independent consultant to conduct a compensation study covering officers and key employees. The independent third party compares base salaries to similar positions with like institutions. The information is reviewed by the compensation and benefits department and is presented to the president/chief executive officer, the executive vice president of hospital operations and the appropriate senior vice president for review and approval. The compensation study was last conducted in november 2015.”

“Policies are considered proprietary information, however in sharp healthcare's publicly available code of conduct, sharp outlines its conflict of interest policies in a user friendly manner. The annual audited financial statements of the consolidated group are published on the dacbond.com website (www.dacbond.com), are attached to the form 990 filed for each of the sharp hospitals, and are available upon request. The annual audited financial statements include combining schedules which disclose the financial results (balance sheet, statement of operations, statement of changes in net assets) for each entity of the consolidated group. Quarterly financial statements of sharp's obligated group are published on the dacbond.com website (www.dacbond.com).”

“Independent contractors are paid under sharp healthcare's tax identification number (95-6077327) and are reported on sharp healthcare's tax return”

“Sharp chula vista medical center executives' salaries and wages are paid under sharp healthcare's tax id number (ein 95-6077327), and as such are also reported on sharp healthcare's form 990.”

“To establish, operate and maintain a hospital or hospitals and related, associated and complimentary facilities and services, such as, but not limited to, skilled nursing, extended care, outpatient care, home care, and other health care programs, activities, services and facilities; to carry on wellness and health education and training activities, programs and services; to engage in activities designed to promote the general health of the community; and, generally to do anything and everything necessary, expedient or incidental to the foregoing.”

“Tax exempt bonds are issued for the sharp healthcare obligated group. As a result, the tax exempt bond balances are reported on the sharp healthcare return (ein 95-6077327). This organization's allocated portion is included in part x, line 25.”

“Tax exempt bonds are issued for the sharp healthcare obligated group. As a result, the tax exempt bond balances are reported on the sharp healthcare return (ein 95-6077327) and this organization has reported zero on form 990, part x, line 20 and has reported the allocated balance on line 25.”

“Change in minimum pension liability -3,491,602.”

“Sharp healthcare community benefit plan and report fiscal year 2016 section 1 an overview of sharp healthcare sharp team members - both current and those who have come before us - have been making a difference in san diegans' lives for more than 60 years. We have been entrusted with a great responsibility to build on this legacy, and we are honored to do all we can to make sharp the very best it can be. I'm proud that we are always striving to make our patients, their families and our community our highest priorities. - michael w. Murphy, president and chief executive officer, sharp healthcare sharp healthcare (sharp or shc) is an integrated, regional health care delivery system based in san diego, calif. The sharp system includes four acute care hospitals; three specialty hospitals; three affiliated medical groups; 22 medical centers; five urgent care centers; three skilled nursing facilities; two inpatient rehabilitation centers; home health, hospice, and home infusion programs; numerous outpatient facilities and programs; and a variety of other community health education programs and related services. Sharp offers a full continuum of care, including emergency care, home care, hospice care, inpatient care, long-term care, mental health care, outpatient care, primary and specialty care, rehabilitation and urgent care. Sharp also has a knox-keene-licensed care service plan, sharp health plan (shp). Serving a population of approximately 3.2 million in san diego county (sdc), as of september 30, 2016, sharp is licensed to operate 2,084 beds and has more than 2,900 sharp-affiliated physicians and 18,000 employees. Four acute care hospitals: sharp chula vista medical center (343 licensed beds) the largest provider of health care services in sdc's rapidly expanding south bay, sharp chula vista medical center (scvmc) operates the south bay's busiest emergency department (ed) and is the closest hospital to the busiest international border in the world. Scvmc is home to the region's most comprehensive heart program, services for orthopedic care, cancer treatment, women's and infant's services, and the only bloodless medicine and surgery center in sdc. Sharp coronado hospital and healthcare center (181 licensed beds) sharp coronado hospital and healthcare center (schhc) provides services that include acute, sub-acute and long-term care, rehabilitation therapies, joint replacement surgery, and hospice and emergency services. Sharp grossmont hospital (524 licensed beds) sharp grossmont hospital (sgh) is the largest provider of health care services in san diego's east county and has one of the busiest eds in sdc. Sgh is known for outstanding programs in heart care, oncology, orthopedics, rehabilitation, stroke care and women's health. Sharp memorial hospital (656 licensed beds) a regional tertiary care leader, sharp memorial hospital (smh) provides specialized care in trauma, oncology, orthopedics, organ transplantation, cardiology and rehabilitation. Three specialty care hospitals: sharp mary birch hospital for women & newborns (206 licensed beds) a freestanding women's hospital specializing in obstetrics, gynecology, gynecologic oncology and neonatal intensive care, sharp mary birch hospital for women & newborns (smbhwn) delivers more babies than any other hospital in california. Sharp mesa vista hospital (158 licensed beds) as the largest privately operated psychiatric hospital in san diego, sharp mesa vista hospital (smv) is a premier provider of behavioral health services. Sharp mcdonald center (16 licensed beds) sharp mcdonald center (smc) is the only medically supervised substance abuse recovery center in sdc. Offering the most comprehensive hospital-based treatment program in san diego, smc provides services such as addiction treatment, medically supervised detoxification and rehabilitation, day treatment, outpatient and inpatient programs, and aftercare. Collectively, the operations of smh, smbhwn, smv and smc are reported under”

“Pillars of excellence in support of sharp's organizational commitment to transform the health care experience, sharp's pillars of excellence serve as a guide for its team members, providing framework and alignment for everything sharp does. In 2014, sharp healthcare made an important decision regarding these pillars as part of its continued journey toward excellence. Each year, sharp incorporates cycles of learning into its strategic planning process. In 2014, sharp's executive steering and board of directors enhanced sharp's safety focus, further driving the organization's emphasis on its culture of safety and incorporating the commitment to become a high reliability organization (hro) in all aspects of the organization. At the core of hros are five key concepts: o sensitivity to operations o a reluctance to simplify o preoccupation with failure o deference to expertise o resilience applying high-reliability concepts in an organization begins when leaders at all levels start thinking about how the care they provide could become better. It begins with a culture of safety. With this learning, sharp is a seven-pillar organization - quality, safety, service, people, finance, growth and community. The foundational elements of sharp's strategic plan have been enhanced to emphasize sharp's desire to do no harm. This strategic plan continues sharp's transformation of the health care experience, focusing on safe, high-quality and efficient care provided in a caring, convenient, cost-effective and accessible manner. The seven pillars listed below are a visible testament to sharp's commitment to become the best health care system in the universe by achieving excellence in these areas: quality: demonstrate and improve clinical excellence to set industry standards and exceed customer expectations. Safety: keep patients, employees and physicians safe and free from harm. Service: create exceptional experiences at every touch point for customers, physicians and partners by demonstrating service excellence. People: create a values-driven culture that attracts, retains and promotes the best and brightest people, who are committed to sharp's mission and vision. Finance: achieve financial results to ensure sharp's ability to provide quality health care services, new technology and investment in the organization. Growth: achieve consistent net revenue growth to enhance market dominance, sustain infrastructure improvements and support innovative development. Community: be an exemplary community citizen by improving the health and well-being of the community and supporting the stewardship of our environment. Awards below please find a selection of recognitions sharp has received in recent years: in 2013, 2014, and 2016 sharp was recognized as one of the world's most ethical (wme) companies by the ethisphere institute, the leading business ethics think tank. Wme companies are those that truly embrace ethical business practices and demonstrate industry leadership, forcing peers to follow suit or fall behind. Sharp was ranked no. 16 out of 500 large employers on forbes america's best employers 2016 list. Sharp was also given the no. 2 spot on the newcomer's list. Sharp was named "best hospital group" by u-t san diego readers participating in the paper's 2015 "best of san diego" readers poll. In 2016, sharp ranked second in the same category, while smh ranked second for "best hospital and smbhwn and sgh ranked third and fourth. Also in 2016, sharp community medical group (scmg) and srs ranked first and third, respectively, as san diego's "best medical group". In 2016, smh and smbhwn were named on the leapfrog group's top 115 hospitals list recognizing facilities that meet the highest standards of patient safety, care quality and efficiency. Sgh and smh have both received magnet(r) designation for nursing excellence by the american nurses credentialing center (ancc). The magnet recognition program is the highest level of honor bestowed by the ancc and i”

“Press ganey also recognized multiple shc entities with the pinnacle of excellence awardsm (formerly named the beacon of excellence award). This award recognizes the top three performing health care organizations that have maintained consistently high levels of excellence over three years in the press ganey categories of patient experience, employee engagement, physician engagement and clinical quality performance. In 2013, 2015 and 2016, press ganey recognized smh for patient experience. From 2013 to 2015, shc was recognized for employee engagement. In 2013, schhc and smv were recognized for physician engagement. Shp was ranked a top 100 u.s. Health plan and a top three california health plan based on the national committee for quality assurance's (ncqa) private health insurance rankings 2014-2015, which rated health insurance plans based on clinical quality, member satisfaction and ncqa accreditation survey results. Shp also received the highest level "excellent" accreditation status from the ncqa for the third year in a row (2013-2015). The ncqa awards accreditation status based on compliance with rigorous requirements and performance on healthcare effectiveness data and information set and consumer assessment of healthcare providers and systems (cahps) measures. Shp was also rated highest in california among reporting california health plans for rating of the health plan, rating of health care, rating of personal doctor, and rating of health promotion and education in ncqa's 2015 quality compass/cahps survey, which provides state, regional and national benchmarks as well as individual plan performance. From 2013 to 2016, sharp has ranked in the top 10 of the large employers category as one of the "best places to work" for information technology professionals by the international data group's (idg) computerworld survey. The list is compiled using the following criteria: benefits, training, retention, career development, average salary increases, employee surveys, workplace morale and more. Sgh received a women's choice award(r) as one of america's best hospitals for cancer care in 2015, and one of america's best hospitals for obstetrics in 2016. In 2015, smbhwn received the award as one of america's best hospitals for obstetrics. The women's choice award(r) is a symbol of excellence in customer experience awarded by the collective voice of women. For the third year in a row, and the fourth time in five years, sharp won the top spot in the mega employer category in the san diego association of government's (sandag's) icommute rideshare 2015 challenge. The month-long challenge encouraged the replacement of solo drivers with sustainable carpool, vanpool, bike, walk, or transit commutes. Powered by sandag and in cooperation with the 511 transportation information service, icommute is the transportation demand management program for the san diego region and encourages use of transportation alternatives to help reduce traffic congestion and greenhouse gas emissions. Sharp was named the 2015 medical provider of the year at the international travel & health insurance journal (itij) awards. The itij honors companies that have made an outstanding contribution to the global travel and health insurance industry over the past year. Sharp's global patient services program coordinates patient transfers and evacuations for medical emergencies from around the world to a sharp hospital. Patient access to care programs uninsured patients without the ability to pay and insured patients with inadequate coverage receive financial assistance for medically necessary services through sharp's financial assistance program. Sharp does not refuse any patient requiring emergency medical care. Sharp provides services to help every unfunded patient receiving care in the ed find opportunities for health coverage through pointcare - a team of health coverage experts whose main product is a quick, web-based screening, enrollment and reporting technology desig”

“In summer 2015, a pilot program was launched at smbhwn to support and provide financial assistance to both insured and unfunded families with neonatal intensive care units (nicu) babies. This process included meeting with families whose newborn had been diagnosed with a devastating medical condition or extremely low birth weight, and evaluating those families for supplemental security income (ssi) eligibility. The program provided assistance for the newborn's costs of care both within and outside of the hospital. Public resource specialists have assisted more than 60 families through the process of applying for ssi. In a targeted effort to provide exceptional care for vulnerable populations, since 2013, sharp has participated in the community-based care transitions program (cctp) for medicare fee for service patients. The program began with the san diego care transitions partnership (sdctp) under the health and human services agency, aging & independence services (ais), and included scripps health, palomar health, and university of california san diego (ucsd) health system (11 hospitals with a total of 13 campuses). The program was grant-funded for three years by the centers for medicare and medicaid services to provide comprehensive patient-centered, hospital and community-based services. The goals of cctp included: * improve transition from the inpatient hospital setting to community * improve quality of care * reduce readmissions for high risk beneficiaries * document measurable savings to the medicare program cctp improves transition from hospital to home by providing patients with tools and support that promote knowledge and self-management of their condition. Sharp's transition coaches functioned as facilitators, coaching patients and their caregivers in order to encourage self-management and direct communication between patients, caregivers and providers. The program extended for 30 days per patient and included a hospital visit, a home visit and follow-up phone calls. The cctp program concluded in fy 2016 with the ending of the program's grant funding, and more than 40,000 patients were served collectively through the program. In addition, sharp provides post-acute care facilitation for high-risk patients, including the homeless and patients lacking a safe home environment. Patients may receive services such as assistance with transportation and placement; connections to community resources; and financial support for medical equipment and medications. Schhc, sgh and smh work with the san diego rescue mission (sdrm) to identify homeless patients, or patients who have exhausted other community housing resources, who have a continuing medical need after hospital discharge. Once referred to the sdrm's recuperative care unit, patients receive follow-up medical care through sharp in a safe environment, and may also receive psychiatric care, help scheduling specialty appointments, assistance with calfresh applications, and connections to community resources including programs that support continued sobriety and residential treatment. In addition, a social worker provides referrals for permanent housing and collaborates with st. Vincent de paul village to assist with the ssi application process through hope (homeless outreach programs for entitlement) san diego - an effort to increase access to ssi for people who are homeless or at risk of homelessness. Sharp is committed to providing free of charge medical records to support an ssi claim. Health professions training internships students and recent health care graduates are a valuable asset to the community. Sharp demonstrates a deep investment in these potential and newest members of the health care workforce through internships, financial aid and career pipeline programs. In fy 2016, more than 4,300 student interns dedicated nearly 638,000 hours within the sharp system. Students belonged to a variety of disciplines including nursing, allied health and professional educationa”

“Students begin their internship experience with a systemwide orientation to sharp and their upcoming job-shadowing activities, which consist of two levels of training. Level i of the hshmc program is the entry level for all students and is conducted over an eight-week period. Through level i, ninth-grade students shadow primarily non-nursing areas of the hospital as well as complete additional coursework in infection control, medical ethics, and introduction to health professions. Level ii is designed for students in grades 10 through 12 and includes enhanced patient interaction, college-level clinical rotation, and hands-on experience. Level ii students are placed in a new assignment each semester for a variety of patient care experiences, and take additional health-related coursework at a community college, including health 101, public health, psychology and abnormal psychology, nutrition, intro to health professions, and health and social injustice. In fy 2016, approximately 450 hshmc students - including 280 level i students and 150 level ii students - were supervised for approximately 57,600 hours on sharp campuses. Students rotated through instructional pods in specialty areas, including but not limited to: nursing; emergency services; obstetrics and gynecology (ob/gyn); occupational therapy; physical therapy; behavioral health; pediatrics; medical/surgical; rehabilitation; laboratory services; pharmacy; pathology; radiation oncology; radiology; endoscopy; engineering; nutrition; infection control; pulmonary services; and operations. Students not only had the opportunity to observe patient care, but also received guidance from sharp staff on career ladder development as well as job and education requirements. In may 2016, the hshmc program graduated 153 students in its sixth full class. Each year, sharp reviews and evaluates its collaboration with hshmc, including outcomes of students and graduates, to promote long-term sustainability. Although many hshmc students face financial hardship - the free and reduced-price meal eligibility rate is higher than the averages for sdc and california - the charter school excels in preparing students for high school graduation, college entrance and a future career. In 2016, 90 percent of the hshmc graduating class went on to attend two- or four-year colleges, while 88 percent of students said they wanted to pursue careers in health care. In addition, hshmc has a 100 percent graduation rate, which is higher than california's 82.3 percent state average. Hshmc received the 2016 impact award from the classroom for the future foundation as the most innovative education program in sdc. Each year, classroom for the future foundation awards education programs across sdc in four categories: innovate, inspire, achieve and impact. Hshmc is also a 2016 u.s. News & world report best high schools bronze award winner. The california department of education recognized hshmc as a 2015 california gold ribbon school for its outstanding education programs and practices, and as a title i academic achieving school for demonstrating success in significantly reducing the gap between high- and low-performing students. Hshmc was also recognized with a 2015 model professional learning community at work(tm) award by solution tree for its sustained success in raising student achievement. Professional learning communities are schools and districts in which educators recognize the key to improved learning for students is on-going, job-embedded learning for the adults who serve those students. Hshmc was one in approximately 200 schools and districts in the u.s. And canada, and the first school in sdc, to receive this honor. In addition, hshmc is a 2014 national school safety advocacy council award winner. Lectures and continuing education sharp contributes to the academic environment of colleges and universities throughout san diego. In fy 2016, sharp staff provided hundreds of academic hours in lectures, courses an”

“The hrpp provides education and support for researchers across sharp as well as the broader san diego health and research communities regarding requirements for the protection of human research participants. In addition, as part of its mission, the center for research hosts quarterly meetings on relevant educational topics for community physicians, psychologists, research nurses, study coordinators and students throughout san diego. Recent presentations have included investigator quality improvement activities and assessments; understanding research noncompliance, serious noncompliance and continuing noncompliance; research community outreach; understanding privacy and confidentiality in research; and clinical trials coverage analysis. Outcomes research institute (ori) sharp's ori began in 2010 as a pilot initiative funded by the sharp healthcare foundation. The ori measures the long-term results of care to continue to develop and promote best practices in health care delivery. The ori enables sharp to develop and disseminate new knowledge to the larger health care community, and help improve the quality of care delivery across sdc. The ori collaborates with sharp team members to facilitate the design of patient-centered outcomes research projects; assist with study protocol development, data collection and analysis; explore funding mechanisms for research projects; and facilitate irb application submissions. The ori seeks guidance and expertise from the local and national academic community on how to effectively conduct outcomes research to improve patient and community health. This networking has resulted in collaborative research partnerships with investigators at sdsu and national university. Beginning in september 2016, the ori expanded its capabilities by adding a full-time post-doctoral clinical psychology fellowship position and a half-time practicum placement for a predoctoral graduate student. Evidence-based practice institute sharp participates in the evidence-based practice institute (ebpi), which prepares teams of staff fellows and mentors to change and improve clinical practice and patient care. This evolution in practice and care occurs through identifying a care problem, developing a plan to solve it and then incorporating this new knowledge into practice. The ebpi is part of the consortium for nursing excellence, san diego, which promotes evidence-based practice in the nursing community. The consortium is a partnership between sharp, scripps health, palomar health, rady children's hospital - san diego, uc san diego health, va san diego healthcare system (vasdhs), elizabeth hospice, plnu, sdsu, apu and usd. Sharp actively supports the ebpi by providing instructors and mentors as well as administrative coordination. The ebpi includes six full-day class sessions featuring group activities, self-directed learning programs outside of the classroom and structured mentorship throughout the program. The ebpi fellows partner with their mentors and participate in a variety of learning strategies. Mentors facilitate the process of conducting an evidence-based practice change and navigating the hospital system to support the fellows through the process of evidence-based practice. Mentors also assist the fellows in working collaboratively with other key hospital leadership personnel. The nine-month program culminated with a community conference and graduation ceremony in november, at which the project results of all ebpi fellows were shared. Thirty fellows graduated from the ebpi program in fy 2016, completing projects that address the following issues in clinical practice and patient care: creating an acute care-friendly environment for altered mental status and high-risk fall patients; the effects of aromatherapy on anxiety in pediatric post-operative patients; implementing a health literacy protocol; debriefing after resuscitation; and bedside pressure mapping for ulcer prevention. Volunteer service sharp lends a hand i”

“The food bank feeds san diegans in need, advocates for the hungry, and educates the public about hunger-related issues. Each month, the food bank distributes an average of 22 million pounds of food - equivalent to 18.6 million meals - to more than 400,000 san diegans. Weekend backpacks full of food are provided to more than 1,400 chronically hungry schoolchildren at 31 elementary schools every friday during the school year, and more than 8,400 low-income seniors receive a box of groceries and staple food items at 48 distribution sites throughout sdc. Over two weeks between march and august 2016, more than 330 slah volunteers inspected, cleaned and sorted donated food, assembled boxes and cleaned the food bank warehouse. For two days in march, approximately 140 slah volunteers provided registration, gear-check, water stop and finish-line support at the san diego half marathon. This premier race raises money for local community service projects and charitable causes in san diego, including the skinny gene project; als association greater san diego chapter; huntington's disease society of america; make-a-wish foundation of san diego; national foundation of autism research; san diego police officers association; widows and orphans fund; team red, white and blue; toys for joy; sienna's playgarden; mama's kitchen; race guards; and hole hearted. In april, slah partnered with i love a clean san diego for the 14th annual creek to bay cleanup. Approximately 25 slah volunteers participated in this countywide effort to beautify san diego's beaches, bays, trails, canyons and parks. In september, more than 120 volunteers supported i love a clean san diego's california coastal cleanup day to ensure a clean, safe and healthy community by removing litter from open spaces throughout sdc, including san elijo state beach, miramar lake, mission bay, pacific beach, lake murray, mast park, eastlake and coronado city beach. Slah participated in stand down for homeless veterans, an event sponsored by the veterans village of san diego, to provide community-based social services to veterans without a permanent residence. On seven days in june, approximately 150 volunteers sorted and organized clothing donations and set up the event's clothing tent. During the two-day event in july, which served more than 900 veterans, 120 slah volunteers worked in the clothing tent to find suitable clothes for the homeless veterans. In addition, approximately 70 clinical volunteers - including sharp nurses, doctors, pharmacists and licensed pharmacy technicians - provided medical and pharmaceutical services. The life rolls on foundation is dedicated to improving the quality of life for young people affected by sci. Through the organization's award-winning program, they will surf again, paraplegics and quadriplegics can experience mobility through surfing with support from adaptive equipment and volunteers. In september, an estimated 70 slah volunteers assisted they will surf again with event set-up and breakdown, registration, equipment distribution, lunch service and helping surfers on land and in shallow water. Fsd, part of the feeding america network, is committed to leading the community in the fight against hunger by efficiently providing access to food and nutritious meals. Fsd relies on the generous support of individuals, corporations, foundations and community groups to sustain critical hunger-relief and nutrition programs throughout the region. Every week, the organization feeds more than 63,000 children, families and seniors in need. On seven days in 2016, approximately 340 slah volunteers contributed their time to bag, box and distribute food for fsd. Founded in 2001, the san diego river park foundation is a grassroots nonprofit organization that works to protect the greenbelt from the mountains to the ocean along the 52-mile san diego river. Approximately 60 slah volunteers joined the san diego river park foundation to care for california native plants and”

“In july, a sharp team member joined su refugio ministries - an organization dedicated to caring for orphans and widows - to assist local doctors and dentists in caring for more than one thousand residents of tobati, paraguay. During the ten-day mission, the team organized a community health clinic to provide medical, vision, and dental services as well as spiritual care, self-defense training for high school girls, and a social services fair. Since 2009, experience camp has provided one-week camps for youth throughout the u.s. Who have experienced the death of a parent, sibling or primary caregiver. The program helps build confidence, encourages laughter, provides emotional support and allows youth to navigate their grief through friendship, teamwork, athletics and the common bond of loss. In fy 2016, a sharp team member served as a clinician with experience camp to help develop programs to meet the emotional needs of the camp's youth and provide support for other volunteer clinicians and cabin counselors. Community walks heart disease is the leading cause of death in the u.s. For the past 20 years, sharp has proudly supported the aha annual san diego heart & stroke walk. In september 2016, approximately 1,040 walkers represented sharp at the 2016 san diego heart & stroke walk held at balboa park. More than 100 teams representing entities across the sharp system raised funds for the walk, which promotes physical activity to build healthier lives, free of cardiovascular diseases and stroke. Teams raised funds through numerous activities, such as auctions, drawings for prizes and a karaoke competition. Sharp was the no. 1 team in san diego and the no. 2 team in the aha western region affiliates, raising more than $207,700. Sharp volunteers volunteers are a critical component of sharp's dedication to the san diego community. Sharp provides many volunteer opportunities for individuals to assist with a wide variety of programs across the sharp system. Volunteers of all ages and skill level devote their time and compassion to patients as well as the general public and are an essential element to many of sharp's programs, events and initiatives. Sharp volunteers spend their time within hospitals and out in the community as well as in support of the foundations. On average, more than 1,830 individuals actively volunteered at sharp each month in fy 2016, contributing a total of approximately 273,000 hours of service to sharp and its initiatives throughout the year. This included more than 1,900 auxiliary members and thousands of individual volunteers from the san diego community, including volunteers for sharp's various foundations. More than 17,400 volunteer hours were dedicated to activities such as delivering meals to homebound seniors and assisting with health fairs and events. Table 2 details the average number of active volunteers per month as well as the total number of volunteer service hours provided to each sharp entity, specifically for patient and community support. Table 2: sharp volunteers and volunteer hours - fy 2016 average active volunteers per month: sharp chula vista medical center 374 sharp coronado hospital and healthcare center 70 sharp grossmont hospital 647 sharp hospicecare 76 sharp metropolitan medical campus 632 total 1,799 total volunteer hours: sharp chula vista medical center 51,877 sharp coronado hospital and healthcare center 9,224 sharp grossmont hospital 111,289 sharp hospicecare 11,183 sharp metropolitan medical campus 81,426 total 264,999 in support of sharp's foundations - including the sharp healthcare foundation, grossmont hospital foundation and coronado hospital foundation - volunteers supported various events, such as annual golf tournaments and galas. In addition, sharp offers a systemwide junior volunteer program for high school students interested in giving back to their communities and exploring future health care careers. Program requirements vary, however all require high grade point ave”

“Sharp hospicecare volunteers also participate in the organization's partnership with we honor veterans (whv) - a national program developed by the national hospice and palliative care organization (nhpco) in collaboration with the u.s. Department of veterans affairs (va) to empower hospice professionals to meet the unique end-of-life needs of veterans and their families. As a whv partner, sharp hospicecare is equipped to provide veteran-centric education and training that qualifies volunteers to identify and work with veteran patients as well as provide weekly support for caregivers of veterans. This includes the vet-to-vet volunteer program, which aims to pair volunteers with military experience with veteran patients, as well as honoring veteran patients through special pinning ceremonies that present veterans with a whv pin and certificate of appreciation for their services. In fy 2016, volunteers held nearly 70 pinning ceremonies for veterans receiving care at sharp hospicecare. In addition, sharp hospicecare continues to offer the memory bear program to support community members who have lost a loved one. Through the program, volunteers create teddy bears out of the garments from those who have passed on. The bears serve as special keepsakes and permanent reminders of the grieving individual's loved one. In fy 2016, volunteers dedicated nearly 3,000 hours to sewing more than 740 bears for approximately 280 families. Recognizing the valuable impact that volunteers have on the experience of its patients, family and caregivers, sharp hospicecare offers a monthly support group to enhance the skills of its volunteers. Sharp hospicecare also honors its volunteers for their valuable contributions during national volunteer week in april and national hospice and palliative care month in november. Sharp metropolitan medical campus (smh, smbhwn, smv, smc) volunteer programs through the community care partner (ccp) program at smh, hospital volunteers are hand-selected and trained to serve and comfort patients without family or friends to support them during their hospital stay. In fy 2016, the ccp volunteers devoted hundreds of hours to comforting patients through conversation, reading, writing letters, taking walks and playing games. In addition, the ccp volunteers helped keep patients safe by notifying medical staff when needs arise - a task that is usually performed by a family member or friend but often overlooked for patients who lack a companion. Since february 2010, the cushman wellness center community health library and the smh volunteer department have offered the health information ambassador program to bring the library's services directly to patients and their families, and empower them to become involved in their health care. The health information ambassadors are hospital volunteers who receive specialized training through the community health library. Once trained, the volunteers ask patients at smh, the smh rehabilitation center and the perinatal special care unit at smbhwn, if they or their family members would like to receive additional resources on their diagnosis. Information requests are brought to the consumer health librarian who then prints consumer-oriented information from quality websites, and returns the information to the patients through the health information ambassadors. Patients or family members who have already conducted their own research are offered online access to a database of reliable health information. Patients and families are welcome to keep in touch with the library after discharge to ensure they have access to quality health information at home. In fy 2016, the health information ambassadors visited approximately 2,000 patient rooms and filled approximately 700 information requests. At smmc, the arts for healing program uses art and music to reduce feelings of fear, stress, pain and isolation among patients facing significant medical challenges and their loved ones. The program brings a”

“The sgh engineering department further extends the spirit of caring through the creation of cheers bouquets for patients or visitors that appear to need encouragement or cheer. With help from sodexo - the hospital's food service, housekeeping and engineering vendor - a bouquet is quickly assembled with balloons, ribbon, a teddy bear or sodexo football and an inspirational quote, and is delivered. In fy 2016, the team assembled up to eight cheers bouquets per month, as well as provided more than 40 bouquets to new fathers on father's day weekend. For the past six years, the sgh engineering department, landscape team, sgh auxiliary and local businesses have collaborated to bring the shirt off our backs program to community members in need during the holidays. Through the program, volunteers collect and donate a variety of items to help meet the basic needs of homeless or low-income children and adults. In fy 2016, volunteers filled three trucks with donated food and other essential items, including 200 handmade sandwiches, 500 water bottles, clothing, socks, shoes, hygiene kits, pet food, children's toys, towels, blankets and other household items. The sgh landscape team also created the award-winning heart 2 heart project through which the team places stone hearts etched with reflections around the hospital campus for patients, visitors and staff to search for and reflect upon. The heart 2 heart project earned the team the 2016 spirit of sodexo award for north america after competing against 1,100 nominations from across all sodexo business units in the u.s. And canada. As the gold level finalist - the company's highest honor - the sgh landscape team demonstrates sodexo's commitment to clients and customers as the heart of business. For more than 30 years, sgh has provided its annual santa's korner giving event to provide for those in need during the holidays. Through this effort, various hospital departments adopt a family - who has been vetted and referred by local service agencies - and dedicate personal time to making the holidays the best they can be for each family. Special holiday gifts, including grocery gift cards, clothing, toiletries, household items, movie tickets, bicycles, children's toys and a holiday meal, are purchased for the families by hospital staff using primarily their personal resources and through occasional fundraisers. Santa's korner served 28 families - equivalent to 119 individuals - during the 2015 holiday season. In august, sgh nurses held their annual backpack drive in collaboration with christie's place, a non-profit that supports women, children and families affected by hiv/aids (human immunodeficiency virus/acquired immunodeficiency syndrome), to prepare children and teens for academic success. Nearly 300 backpacks were filled with school supplies and distributed to youth during a back-to-school party in balboa park. Similarly, the labor and delivery department at smbhwn is committed to the fight against hunger through participation in the international relief team's (irt) fsd's kids project. Based in san diego, irt is a relief organization providing worldwide support that combines both short-term relief efforts and long-term programs to save and change lives. Through fsd's kids, nutritious food is provided to children in the linda vista elementary school nutrition club, a group specifically for children who have been identified as homeless by the school nurse. Every week, labor and delivery team members fill backpacks with nonperishable, nutritious food that can feed a family of four over the weekend. The backpacks are also filled with weekly nutrition-related prizes to encourage students and families to learn and participate in their own nutrition as well as with occasional holiday-related gifts. Since the start of the program in may 2013, the team has dedicated more than 180 weeks of service to filling 4,500 backpacks for approximately 25 elementary school children and their families per sc”

“In 2013, sharp was the first health care system in san diego to implement a computer power management program, which enables computers and monitors to go into a low-power sleep mode after a period of inactivity. This software program has been installed on more than 16,000 computers, resulting in annual energy savings in excess of 1.6 million kilowatt-hours (kwh). This initiative earned sharp a certificate of recognition from the epa in 2013. In july 2015, sharp implemented tso logic software, an innovative system that identifies opportunities for replacing inefficient hardware with energy efficient hardware in sharp's centralized data center. In addition, the software identifies underutilized hardware, which can be permanently shut down or put to rest during periods of non-utilization. In may 2014, sharp was named san diego's healthcare energy champion by sdg&e in recognition of the innovative programs that have been implemented to reduce its carbon footprint. Furthering its dedication to energy efficiency, sharp participates in sdg&e's major customer advisory panel, a group of sdg&e's largest customers who meet quarterly to receive energy updates from sdg&e and provide feedback on important regional energy issues. In addition, in june 2016, sharp joined other major san diego hospitals in the inaugural san diego healthcare sustainability collaborative, led by sdg&e. This initiative creates a platform for san diego health care providers to advance energy conservation practices through best practice-sharing and new technology validation, with a goal of reducing operating costs and improving the health care facility environment for patients and providers. Furthermore, sdg&e staff participate on sharp's natural resource sub-committee to help sharp identify opportunities to conserve energy as well as associated rebates and incentives to reduce the overall costs of these efforts. All sharp entities participate in the epa's es database and monitor their es scores on a monthly basis. Es is an international standard for energy efficiency created by the epa. Buildings certified by es must earn a 75 or higher on the epa's energy performance scale, indicating that the building performs better than at least 75 percent of similar buildings nationwide without sacrificing comfort or quality. According to the epa, buildings that qualify for the es certification typically use 35 percent or less energy than buildings of similar size and function. As a result of sharp's commitment to superior energy performance and responsible use of natural resources, schhc first earned the es certification in 2007, and then again each year from 2010 through 2013, while scvmc received es certification in 2009, 2010, 2011, 2013 and 2015, and is expected to receive the award again for 2016. In addition, sharp's srs downtown medical office building is one of the first medical office buildings in san diego to meet leadership in energy and environmental design (leed) silver certification specifications. In april 2016, sgh virtually eliminated dependency on electrical utility by replacing a 30-year-old cogeneration turbine generator with a new state-of-the-art central energy plant (cep). The cep contains a 52-ton, 4.4-megawatt combustion turbine generator, which generates enough electricity to meet up to 95 percent of sgh's electrical needs and reduces greenhouse gases by up to 90 percent. The cep also converts heat to steam for the operation of medical equipment, space heating and air conditioning. The new cep fully complies with state and local standards for air emissions. Table 3 below highlights sharp's energy conservation projects. Table 3: energy conservation projects by sharp healthcare entity establish energy use baseline: schhc - yes scvmc - yes sgh - yes sharp system services - yes shp - yes smh/smbhwn - yes smv/smc - yes srs - yes energy audits - 2016: schhc - yes scvmc - yes sgh - yes sharp system services - no shp - no smh/smbhwn - yes smv/smc - yes srs -”

“Drip irrigation systems: schhc - yes scvmc - yes sgh - yes sharp system services - yes shp - yes smh/smbhwn - yes smv/smc - yes srs - yes drought-tolerant plants and bark-covered ground: schhc - yes scvmc - yes sgh - yes sharp system services - yes shp - yes smh/smbhwn - yes smv/smc - yes srs - yes electronic low-flow faucets: schhc - yes scvmc - yes sgh - yes sharp system services - yes shp - yes smh/smbhwn - yes smv/smc - yes srs - yes evaluation of water utilization practices: schhc - yes scvmc - yes sgh - yes sharp system services - yes shp - yes smh/smbhwn - yes smv/smc - yes srs - yes faucet and toilet retrofits: schhc - yes scvmc - yes sgh - yes sharp system services - yes shp - yes smh/smbhwn - yes smv/smc - yes srs - yes hardscaping: schhc - yes scvmc - yes sgh - yes sharp system services - yes shp - yes smh/smbhwn - yes smv/smc - yes srs - yes mist eliminators: schhc - yes scvmc - yes sgh - yes sharp system services - yes shp - yes smh/smbhwn - yes smv/smc - yes srs - yes moisture-sensitive sprinkler controls: schhc - yes scvmc - no sgh - yes sharp system services - no shp - no smh/smbhwn - yes smv/smc - no srs - no plumbing projects to address water leaks: schhc - yes scvmc - yes sgh - yes sharp system services - yes shp - yes smh/smbhwn - yes smv/smc - yes srs - yes rain water collection for use in fountains: schhc - no scvmc - no sgh - yes sharp system services - no shp - no smh/smbhwn - no smv/smc - no srs - no water dispensers to replace bottled water: schhc - yes scvmc - yes sgh - yes sharp system services - yes shp - yes smh/smbhwn - yes smv/smc - yes srs - yes water-efficient dishwashing/ equip. Washing/ chemical dispensing system: schhc - yes scvmc - yes sgh - yes sharp system services - no shp - no smh/smbhwn - yes smv/smc - no srs - no waste minimization: according to the practice greenhealth healthier hospitals initiative (hhi), hospitals generate an average of 26 pounds of waste per staffed bed each day; approximately 15 percent of this waste is considered hazardous material. Sharp has created a comprehensive waste minimization program to significantly reduce waste at each entity and extend the lifespan of local landfills. Overseen by a systemwide, multi-disciplinary waste minimization committee, the program includes proper waste segregation and enhanced recycling efforts. Sharp was an early adopter in the commitment to waste diversion and now diverts more than 40 percent of waste through recycling, donating, composting, reprocessing, and reusing programs. Sharp's waste minimization efforts have resulted in more than 4.7 thousand tons of waste diverted from the landfill (equivalent to the weight of 12 loaded boeing 747 aircrafts). Sharp made the following achievements in waste minimization in fy 2016: * scvmc and sgh generated nearly 44,000 pounds of green waste through the implementation of green waste recycling. * more than 2.7 million pounds of trash were diverted from the landfill through recycling of non-confidential paper, cardboard, exam table paper, plastic, aluminum cans and glass containers. * approximately 75,000 pounds of surgical instruments were collected, reprocessed and sterilized for further use. * more than 153,000 pounds of plastic and cardboard were diverted from the landfill through the use of reusable sharps containers. * more than 200,000 pounds of surgical blue wrap (recycled at all hospital entities) and disposable privacy curtains (recycled at scvmc) were diverted from the landfill. * sharp continued to collaborate with ssubi is hope, a nonprofit charity organization that collects donated expired (though still safe and usable) medical equipment, to support a health center in rural uganda. Ssubi is hope has collected more than 25 tons of supplies from sharp facilities. * sharp continued to participate in office depot's greeneroffice(tm) delivery service. Through the program, paper bags composed of 40 percent postconsumer recycled material are used in place of small and midsized c”

“Electronic and pharmaceutical waste recycling events: schhc - no scvmc - no sgh - no sharp system services - yes shp - no smh/smbhwn - no smv/smc - no srs - no organic waste (green waste) recycling: schhc - no scvmc - yes sgh - yes sharp system services - no shp - no smh/smbhwn - no smv/smc - no srs - no recycle bins distribution: schhc - yes scvmc - yes sgh - yes sharp system services - yes shp - yes smh/smbhwn - yes smv/smc - yes srs - yes repurposing of unused medical supplies and equipment: schhc - yes scvmc - yes sgh - yes sharp system services - yes shp - no smh/smbhwn - yes smv/smc - no srs - yes reusable sharps containers: schhc - yes scvmc - yes sgh - yes sharp system services - no shp - no smh/smbhwn - yes smv/smc - no srs - no single serve paper napkins and plastic cutlery dispensers: schhc - yes scvmc - yes sgh - yes sharp system services - yes shp - yes smh/smbhwn - yes smv/smc - yes srs - no surgical instrument reprocessing: schhc - yes scvmc - yes sgh - yes sharp system services - no shp - no smh/smbhwn - yes smv/smc - yes srs - no sustainable food practices sharp believes the promotion of healthy food choices is necessary to improve the health of patients, employees and the community. Sharp's recommitment to healthy food and sustainable nutrition practices began more than five years ago with a strategy to increase the availability of healthy food options at sharp facilities. Since that time, sharp, in collaboration with sodexo - sharp's food service partner - has been an innovator and early adopter of a variety of sustainable, healthy practices to help educate and motivate consumers to adopt healthier eating habits, combat obesity and minimize waste. The goal of sharp's food and nutrition best health committee is to promote its food sustainability efforts throughout the health care system and within the greater san diego community. This includes a focus on sharp's mindful food program to provide education and healthy food options to improve the health of sharp's patients, staff, community and environment. The mindful food program includes reducing meat consumption by promoting meatless mondays; increased purchasing of beef and poultry raised without the routine use of antibiotics; color-coded menu labeling to highlight the healthiest food options; participation in community supported agriculture (csa) - a community of individuals who pledge support to a farm operation in order for it to become, either legally or spiritually, the community's farm - to increase the percentage of locally sourced fresh, organic and sustainable food; food composting; increased recycling activities; promotion of sugarless beverages; and use of post-consumer recycled packaging solutions. Additional food sustainability efforts at sharp in fy 2016 are described below: * in august, sharp partnered with the sdrm and the food bank to begin an innovative food recovery program that donates imperfect, yet still edible and safe, food from its kitchens to nearly two dozen hunger relief organizations in sdc. An estimated average of 1,100 pounds of food will be donated to the community each week through the program. Sharp is the first health care system in sdc to donate food to those in need in san diego on such a wide-scale level. * in february, sharp launched a soup stock program which turns previously unused vegetable scraps into soup stock and saves an average of 174 pounds of food each week. * each month, sharp's imperfect produce program purchases an average of 700 pounds of surplus fruits and vegetables that are nutrient-rich and full of flavor but would otherwise be thrown away. * scvmc started a food waste composting program through the otay landfill, joining smh and smv (participants through the miramar greenery site since 2015). Through the program, food waste is processed into a rich compost product and is provided to residents at no charge for volumes of up to two cubic yards. The compost offers several benefits including improving t”

“Commuter solutions sharp supports ride sharing, public transit programs and other transportation efforts to reduce transportation emissions generated by sharp and its employees. Sharp replaced higher fuel-consuming cargo vans with economy ford transit vehicles, saving approximately five miles per gallon. Sharp's employee parking lots offer carpool parking spaces, designated bike racks and lockers, and motorcycle spaces. Employees can also purchase discounted monthly bus passes. As part of the nationwide electric vehicle project, sharp installed 34 electric vehicle chargers (evcs) at its corporate office location, scvmc and smmc. Sharp was the first health care system in san diego to offer evcs, supporting the creation of a national infrastructure required for the promotion of evcs to reduce carbon emissions and dependence on foreign oil. The use of evcs at sharp has resulted in a reduction of approximately 20,000 pounds of co2 and 3,700 gallons of fuel saved during fy 2016. Sharp will continue its efforts to expand evcs at other entities. In its long-standing partnership with sandag, sharp offers sandag's icommute free online ride-matching tool, ridematcher, to help employees find convenient carpool and vanpool partners and promote sustainable commuting. In addition, employees can use icommute's triptracker tool to log trips and monitor the cost and carbon savings resulting from their alternate commuting methods. In recognition of rideshare month every october, sharp participates in sandag's icommute rideshare corporate challenge where employees earn points for replacing their solo drive with a greener commute choice, such as biking, walking, carpooling, vanpooling, and public transit. Sixty-nine organizations in sdc, representing more than 178,000 employees, competed in the challenge in fy 2016. Sharp won the top spot in the mega employer category for the third year in a row and for the fourth time in five years. Through the challenge, sharp employees logged more than 8,000 trips, reduced co2 emissions by approximately 177 tons, and saved more than $104,000 in commuting costs. To further reduce the number of cars on the road, sharp's commuter solutions subcommittee continuously works to develop innovative accessible programs and marketing campaigns to educate employees on the benefits of ride sharing and other alternative modes of transportation. The committee has overseen the implementation of bike racks and designated car pool spots, as well as a bicycle commuter benefit, which provides employees who bike to work up to $20 per month to use toward qualified costs associated with bicycle purchase, improvement, repair and storage. Sharp participates in sandag's bike to work day each year. In may 2016, sharp employees were among nearly 10,000 san diegans who opted to ride their bike to work. During the event, sharp provided food and beverages at several pit stops located throughout sdc. Furthering sharp's commitment to better commuting solutions for its employees, sharp supplies and supports the hardware and software for nearly 500 employees who are able to efficiently and effectively telecommute to work. These employees work in areas that do not require an onsite presence, such as information technology support, transcription, and human resources. Sharp also provides compressed work schedule options to eligible full-time employees enabling them to complete the basic eighty-hour biweekly work requirement in less than ten workdays, thus reducing commute costs, lowering parking demand, and helping the environment. Sharp's ongoing efforts to promote alternative commute choices in the workplace has led to recognition as a sandag icommute diamond award winner consistently between 2001 and 2010, and again from 2013 through 2016. Education, communication and community outreach sharp conducted the following environmental community education and outreach activities in fy 2016: * sharp shared e-newsletters with employees throughout the y”

“Success measurement all ways green utilizes a sustainability report card to evaluate the annual benchmarks of each of its sustainability efforts against a baseline measurement. Entity green teams use the report card to communicate strategic sustainability initiatives, monitor results and gain input from staff in order to understand and mitigate barriers and establish more effective sustainability practices. In fy 2016, sharp met over 90 percent of its sustainability goals. All ways green(tm) remains committed to establishing sustainable and healthy practices that minimize sharp's impact on the environment and promote the health of patients, employees, physicians, and the broader community. Emergency and disaster preparedness sharp contributes to the health and safety of the san diego community through essential emergency and disaster-planning activities and services. In fy 2016, sharp continued to educate staff, community members and community health professionals and partnered with numerous state and local organizations to prepare for an emergency or disaster. Sharp's emergency preparedness team offered educational courses to health care providers and first responders throughout sdc. This included a standardized, on-scene federal emergency management training for hospital management titled national incident management system/incident command system/hospital incident command system, and training in web emergency operations center, a crisis information management system that provides secure real-time information sharing. In fy 2016, sharp's emergency preparedness leadership donated their time to state and local organizations and committees including the san diego county civilian/military liaison work group, san diego county unified disaster council, county of san diego emergency medical care committee (emcc) and the california hospital association (cha) emergency management advisory committee. The leadership team also led the san diego healthcare disaster coalition subcommittee, a countywide work group that reviews hospital evacuation planning and identifies and shares best practices. In addition, sharp's emergency preparedness leadership continued to participate in the statewide medical and health exercise program - a work group of representatives from local, regional and state agencies including health departments, emergency medical services, environmental health departments, hospitals, law enforcement, fire services and more - to guide local emergency planners in developing, planning and conducting emergency responses. Through participation in the u.s. Department of health & human services public health emergency hospital preparedness program (hpp) grant, sharp created the sharp healthcare hpp disaster preparedness partnership. The partnership includes scvmc, schhc, sgh, smh, srs urgent care centers and clinics, san diego's ronald mcdonald house, rady children's hospital, scripps mercy hospital chula vista, kaiser hospital, alvarado hospital, paradise valley hospital, uc san diego health, palomar health, the council of community clinics, naval air station north island/naval medical services, san diego county sheriffs, marine corps air station miramar fire department and fresenius medical centers. The partnership seeks to continually identify and develop relationships with health care entities, nonprofit organizations, law enforcement, military installations and other organizations that serve sdc and are located near partner health care facilities. Through networking, planning, and the sharing of resources, trainings and information, the partners will be better prepared for a collaborative response to an emergency or disaster affecting sdc. Sharp supports safety efforts of california and the city of san diego through maintenance and storage of a county decontamination trailer at sgh to be used in response to a mass decontamination event. Additionally, all sharp hospitals are prepared for an emergency with backup water supplie”

“Executive summary this executive summary provides an overview of community benefit planning at sharp healthcare (sharp), a listing of community needs addressed in this community benefit plan and report, and a summary of community benefit programs and services provided by sharp in fiscal year (fy) 2016 (october 1, 2015, through september 30, 2016). In addition, the summary reports the economic value of community benefit provided by sharp, according to the framework specifically identified in senate bill (sb) 697, for the following entities: * sharp chula vista medical center * sharp coronado hospital and healthcare center * sharp grossmont hospital * sharp mary birch hospital for women & newborns * sharp memorial hospital * sharp mesa vista hospital and sharp mcdonald center * sharp health plan community benefit planning at sharp healthcare sharp bases its community benefit planning on its triennial community health needs assessments (chna) combined with the expertise in programs and services of each sharp hospital. For details on sharp's chna process please see section 3: community benefit planning process. Listing of community needs addressed in the sharp healthcare community benefit plan and report, fy 2016 the following community needs are addressed by one or more sharp hospitals in this community benefit report: * access to care for individuals without a medical provider and support for high-risk, underserved and underfunded patients * education and screening programs on health conditions, such as heart and vascular disease, stroke, cancer, diabetes, preterm delivery, unintentional injuries and behavioral health * health education, support and screening activities for seniors * welfare of seniors and disabled people * special support services for hospice patients and their loved ones, and for the community * support of community nonprofit health organizations * education and training of community health care professionals * student and intern supervision and support * collaboration with local schools to promote interest in health care careers * cancer education, patient navigation services and participation in clinical trials * women's and prenatal health services and education * meeting the needs of new mothers and their loved ones * mental health and substance abuse education and support for the community highlights of community benefit provided by sharp in fy 2016 the following are examples of community benefit programs and services provided by sharp hospitals and entities in fy 2016. * unreimbursed medical care services included uncompensated care for patients who are unable to pay for services, and the unreimbursed costs of public programs such as medi-cal, medicare, san diego county indigent medical services, civilian health and medical program of the u.s. Department of veterans affairs (champva), and tricare - the regionally managed health care program for active-duty, national guard and reserve members, retirees, their loved ones and survivors; and unreimbursed costs of workers' compensation programs. This also included financial support for on-site workers to process medi-cal eligibility forms. * other benefits for vulnerable populations included van transportation for patients to and from medical appointments; flu vaccinations and services for seniors; financial and other support to community clinics to assist in providing and improving access to health services; project help; project care; meals on wheels; contribution of time to stand down for homeless veterans, the san diego food bank (food bank), and feeding san diego (fsd); financial and other support to the sharp humanitarian service program; and other assistance for vulnerable and high-risk community members. * other benefits for the broader community included health education and information, and participation in community health fairs and events addressing the unique needs of the community, as well as providing flu vaccinations, health screenings and sup”

“Note: unreimbursed costs may include an hourly rate for labor and benefits plus costs for supplies, materials and other purchased services. Any offsetting revenue (such as fees, grants or external donations) is deducted from the costs of providing services. Unreimbursed costs were estimated by each department responsible for providing the program or service. Other benefits for the broader community: health education and information, support groups, health fairs, meeting room space, donations of time to community organizations and cost of fundraising for community events - $2,062,814 note: unreimbursed costs may include an hourly rate for labor and benefits plus costs for supplies, materials and other purchased services. Any offsetting revenue (such as fees, grants or external donations) is deducted from the costs of providing services. Unreimbursed costs were estimated by each department responsible for providing the program or service. Health research, education and training programs: education and training programs for students, interns and health care professionals - $5,019,420 note: unreimbursed costs may include an hourly rate for labor and benefits plus costs for supplies, materials and other purchased services. Any offsetting revenue (such as fees, grants or external donations) is deducted from the costs of providing services. Unreimbursed costs were estimated by each department responsible for providing the program or service. Total: $319,497,417 table 9 shows a listing of these unreimbursed costs provided by each sharp entity. Table 9: total economic value of community benefit provided by sharp healthcare entities - fy 2016 estimated fy 2016 unreimbursed costs: sharp chula vista medical center - $60,805,123 sharp coronado hospital and healthcare center - $13,791,050 sharp grossmont hospital - $98,464,086 sharp mary birch hospital for women & newborns - $6,128,274 sharp memorial hospital - $125,218,185 sharp mesa vista hospital and sharp mcdonald center - $15,015,699 sharp health plan - $75,000 total for all entities - $319,497,417 table 10 includes a summary of unreimbursed costs for each sharp hospital entity based on the categories specifically identified in sb 697. For a detailed summary of unreimbursed costs of community benefit provided by each sharp entity in fy 2016, see tables presented in section 4. Table 10: fy 2016 detailed economic value of sb bill 697 categories note: table shows estimated fy 2016 unreimbursed costs and is presented by sharp healthcare entity and by sb 697 category. Economic value is based on unreimbursed costs. Sharp chula vista medical center: medical care services - $59,362,219 other benefits for vulnerable populations - $318,613 other benefits for the broader community - $248,531 health research, education and training programs - $875,760 total estimated fy 2016 unreimbursed costs - $60,805,123 sharp coronado hospital and healthcare center medical care services - $13,346,669 other benefits for vulnerable populations - $32,822 other benefits for the broader community - $64,013 health research, education and training programs - $347,546 total estimated fy 2016 unreimbursed costs - $13,791,050 sharp grossmont hospital: medical care services - $95,687,226 other benefits for vulnerable populations - $850,000 other benefits for the broader community - $627,388 health research, education and training programs - $1,299,472 total estimated fy 2016 unreimbursed costs - $98,464,086 sharp mary birch hospital for women & newborns: medical care services - $5,455,562 other benefits for vulnerable populations - $51,104 other benefits for the broader community - $300,746 health research, education and training programs - $320,862 total estimated fy 2016 unreimbursed costs - $6,128,274 sharp memorial hospital: medical care services - $122,118,736 other benefits for vulnerable populations - $828,317 other benefits for the broader community - $549,428 health research, education and training programs - $1”

“* kaiser foundation hospital - san diego * palomar health * rady children's hospital - san diego * scripps health (chair) * sharp healthcare (vice chair) * tri-city medical center * university of california, san diego health chna objectives in response to community feedback on the 2013 chna process and findings, and in recognition of the challenges that health providers, community organizations and residents face in their efforts to prevent, diagnose and manage chronic conditions, the hasd&ic 2016 chna process focused on gaining deeper insight into the top health needs identified for sdc through the 2013 chna process. Top 15 health needs based on 2013 initial quantitative analysis included: * acute respiratory infections * asthma * back pain * breast cancer * cardiovascular disease * colorectal cancer * dementia and alzheimer's * diabetes (type 2) * high risk pregnancy * lung cancer * mental health/mental illness * obesity * prostate cancer * skin cancer * unintentional injuries sharp's 2013 chna process and findings were significantly informed by the collaborative hasd&ic chna model. Consequently, sharp's 2016 chna process sought to gain further insight into the needs identified across its different hospitals in 2013, including (in alphabetical order) behavioral health, cancer, cardiovascular disease, type 2 diabetes, high-risk pregnancy, obesity and senior health. Specific objectives of sharp's 2016 chna process included: * gather in-depth feedback to aid in the understanding of the most significant health needs impacting community members in sdc, particularly sharp patients. * connect the identified health needs with associated social determinants of health (sdoh) to further understand the challenges that community members and sharp patients - particularly those in communities of high need - face in their attempts to access health care and maintain health and well-being. * identify currently available community resources that support identified health conditions and health challenges. * provide a foundation of information to begin discussions of opportunities for programs, services and collaborations that could further address the identified health needs and challenges for the community. Study area defined for the purposes of the collaborative hasd&ic 2016 chna, the study area is the entire county of san diego due to a broad representation of hospitals in the area. With more than three million residents, sdc is socially and ethnically diverse. Information on key demographics, socioeconomic factors, access to care, health behaviors, and the physical environment can be found in the full hasd&ic 2016 chna report at: http://hasdic.org. As the study area for both the collaborative hasd&ic 2016 and sharp 2016 chnas cover sdc, the hasd&ic 2016 chna process and findings significantly informed sharp's chna process/findings, and as such, are described as applicable throughout sharp's chnas. For complete details on the hasd&ic 2016 chna process, please visit the hasd&ic website or contact lindsey wade, vice president, public policy at hasd&ic at [email protected]. For the collaborative hasd&ic 2016 chna process, the iph employed a rigorous methodology using both community input and quantitative analysis to provide a deeper understanding of barriers to health improvement in sdc. The 2016 chna process began with a comprehensive scan of recent community health statistics in order to validate the regional significance of the top four health needs identified in the hasd&ic 2013 chna. Quantitative data for both the hasd&ic 2016 chna and sharp 2016 chnas included 2013 oshpd demographic data for hospital inpatient, emergency department (ed), and ambulatory care encounters to understand the hospital patient population. Clinic data was also gathered from oshpd and incorporated in order to provide a more holistic view of health care utilization in sdc. Additional variables analyzed in the 2016 chna processes are included in table 11 below; variab”

“The health needs and sdoh identified in the 2016 chna process will not be resolved with a quick fix. Rather, they will require time, persistence, collaboration and innovation. The entire sharp system is committed to this journey, and remains steadfastly dedicated to the care and improvement of health and well-being for all san diegans. Programs designed to address the needs identified in sharp's 2016 chna are detailed in sharp's fy 2017 - fy 2020 implementation plans, which are publicly available online at http://www.sharp.com/about/community/health-needs-assessments.cfm. The findings of sharp's 2016 chnas help inform the programs and services provided to improve the health of its community members and are a critical component of sharp's community benefit report process, outlined below. Steps completed to prepare sharp's community benefit report on an annual basis, each sharp hospital performs the following steps in the preparation of its community benefit report: * establishes and/or reviews hospital-specific objectives taking into account results of the entity chna and evaluation of the entity's service area and expertise/services provided to the community * verifies the necessity for an ongoing focus on identified community needs and/or adds newly identified community needs * reports on activities conducted in the prior fiscal year - fy 2016 report of activities * develops a plan for the upcoming fiscal year, including specific steps to be undertaken - fy 2017 plan * reports and categorizes the economic value of community benefit provided in fy 2016, according to the framework specifically identified in sb 697 * reviews and approves a community benefit plan * distributes the community benefit plan and report to members of the sharp board of directors and each of the sharp hospital boards of directors, highlighting activities provided in the prior fiscal year as well as specific action steps to be undertaken in the upcoming fiscal year * implement community benefit activities identified for the upcoming fiscal year ongoing commitment to collaboration underscoring sharp's ongoing commitment to collaboration in order to address community health priorities and improve the health of san diegans, sharp executive leadership, operational experts and other staff are actively engaged in the national american hospital association, association for community health improvement, statewide california hospital association (cha), hasd&ic, and a variety of local collaboratives including but not limited to the san diego hunger coalition, the san diego regional chamber of commerce and community health improvement partners. Section 4 sharp chula vista medical center fy 2016 community benefit program highlights sharp chula vista medical center (scvmc) provided a total of $60,805,123 in community benefit in fy 2016. See table 12 for a summary of unreimbursed costs based on the categories specifically identified in senate bill (sb) 697. Table 12: economic value of community benefit provided - sharp chula vista medical center - fy 2016 note: the table shows estimated fy 2016 unreimbursed costs and the data is presented by sb 697 category and by programs and services included in sb 697 category medical care services: shortfall in medi-cal1 - $14,744,153 note: methodology for calculating shortfalls in public programs is based on sharp's payor-specific cost-to-charge ratios, which are derived from the cost accounting system, offset by the actual payments received. Costs for patients paid through the medicare program on a prospective basis also include payments to third parties related to the specific population. Shortfall in medicare - $37,577,656 note: methodology for calculating shortfalls in public programs is based on sharp's payor-specific cost-to-charge ratios, which are derived from the cost accounting system, offset by the actual payments received. Costs for patients paid through the medicare program on a prospective basis also include payment”

“* other benefits for the broader community included health education and information on a variety of topics in english and spanish; participation in community health fairs and events; spanish and english support groups; flu vaccinations and health screenings for blood glucose, blood pressure, cholesterol, stroke, body mass index (bmi), bone density, hemoglobin, breast cancer and cervical cancer; community education and resources provided by the scvmc cancer patient navigator program; donation of meeting room space to community groups; and collaboration with local schools to promote interest in health care careers. In addition, hospital staff actively participated in community boards, committees and other civic organizations, including the american cancer society (acs), susan g. Komen foundation - san diego, las damas de san diego international nonprofit organization (las damas de san diego foundation), rotary club of chula vista, san diego immunization coalition (sdic), kiwanis club of bonita, family health centers of san diego (fhcsd) and chula vista chamber of commerce. See appendix a for a listing of sharp's community involvement. The category also incorporated costs associated with community benefit planning and administration, including community health needs assessments. * health research, education and training programs included education and training of health care professionals; student and intern supervision; and time devoted to generalizable health-related research projects that were made available to the broader health care community. Definition of community scvmc is located at 751 medical center court in chula vista, zip code 91911. The community served by scvmc encompasses the south region of san diego county (sdc), including the subregional areas of chula vista, imperial beach, otay mesa, bonita, sweetwater, national city and coronado. Notably, most residents of coronado utilize sharp coronado hospital and healthcare center. For scvmc's 2016 community health needs assessment (chna) process, the dignity health/truven health community need index (cni) was utilized to identify vulnerable communities within the county. The cni identifies the severity of health disparity for every zip code in the united states of america (u.s.) based on specific barriers to health care access, including education, income, culture/language, insurance and housing. As such, the cni demonstrates the link between community need, access to care and preventable hospitalizations. According to the cni, communities served by scvmc with especially high need include imperial beach, national city, and southeast san diego. Scvmc has been providing health care to the south bay community for 40 years, and in the past decade, the population growth in this community has exceeded that of almost every other region in the nation. This trend is expected to continue - particularly for seniors in the south bay - and to meet this increased need for care, scvmc will begin construction of a new patient tower in late 2016. The tower is scheduled to open in fall 2019, and will provide an additional 138 beds, advanced health care technology and programs, and services to expedite and improve care for community members in the south bay. Description of community health in sdc's south region in 2015, 100 percent of children ages 0 to 11 years and 100 percent of children ages 12 to 17 had health insurance - meeting the healthy people 2020 (hp2020) national targets for health insurance coverage. 89.1 percent of adults ages 18 to 64 had health insurance, failing to meet the hp2020 targets for health insurance coverage. See table 13 for a summary of key indicators of access to care and table 14 for data regarding eligibility for medi-cal. In the south region in 2015, 20.0 percent of adults ages 18 to 64 did not have a usual source of care and 17.9 percent of these adults had health insurance. In addition, 19.8 percent reported fair or poor health outcomes. Further, 59.0”

“The following pages detail scvmc programs, activities and services that specifically address cardiovascular disease (as part of education and screening programs), cancer, diabetes and senior health (as part of education and screening and support activities). Through its social services staff, scvmc provides comprehensive behavioral health services to safety net patients. Individuals who present in the emergency department (ed) with severe mental illness receive a psychiatric evaluation team (pet) assessment and are provided mental health placement and given information and resources as needed. Scvmc's social services also provide ongoing counseling, crisis intervention and debriefing for patients. Staff is placed as needed throughout the hospital and at birch patrick skilled nursing facility. Scvmc provides around-the-clock social services both on-site and on-call. Beyond these clinical services, scvmc lacks the resources to comprehensively address community education and support in behavioral health. Consequently, these issues are addressed through the programs and services provided through sharp mesa vista hospital and sharp mcdonald center, which are the major providers of behavioral health and chemical dependency services in sdc. Scvmc provides general nutrition and exercise education for obesity, as well as programs that address a healthy lifestyle as part of care for heart disease, cancer, diabetes and other issues influenced by healthy weight and exercise. In addition, sharp rees-stealy clinics throughout sdc - including the south bay - provide structured weight management and health education programs to community members, such as smoking cessation and stress management; long-term support for weight management and fat loss; and personalized weight-loss programs. For additional details on scvmc programs that specifically address the needs identified in the 2016 chna, please refer to scvmc's implementation plan available at http://www.sharp.com/about/community/health-needs-assessments.cfm, through further analysis of scvmc's community programs and consultation with scvmc service line leaders and community relations team members, this section also addresses the following priority health needs for community members served by scvmc: * general community health education and screening activities * collaboration with local schools to promote interest in health care careers and provide health professions training * access to primary care and behavioral health services for low-income, medically uninsured and underserved patients for each priority community need identified above, subsequent pages include a summary of the rationale for and importance of the need, objective(s), fy 2016 report of activities conducted in support of the objective(s), and fy 2017 plan. Identified community need: cancer education and patient navigator services rationale references the findings of the scvmc 2016 chna, hasd&ic 2016 chna or the most recent sdc community health statistics unless otherwise indicated. Rationale * the scvmc 2016 chna continued to identify cancer as one of six top priority health issues for community members served by scvmc. * the hasd&ic 2016 chna continued to identify various types of cancer among the top priority health conditions seen in sdc hospitals. * sharp cancer navigator discussions conducted as part of the scvmc 2016 chna process identified the following chief concerns for cancer patients in sdc (including patients in the south region): cultural differences and language barriers between patient and provider; health literacy; financial issues; knowing where to go for care; availability of reliable transportation; difficulty with end-of-life conversations; and lack of advance care directives among cancer patients. * according to data presented in the scvmc 2016 chna, in 2015, 88 (25.4 percent) of the 347 scvmc cancer patients who received the cancer psychosocial distress screening scored at a range of moderate to sever”

“* according to the acs 2016 california facts & figures report, 71.7 percent of breast cancer cases among non-hispanic white women in sdc were diagnosed at an early stage, compared with 66.4 percent of african american cases, 69.7 percent of hispanic cases and 68.5 percent of asian/pacific islander breast cancer cases. Data suggests that early detection resources are needed in minority communities. * the study findings from the 2015 susan g. Komen for the cure(r) san diego affiliate community profile report indicate a critical need for culturally competent outreach, especially for hispanic, middle eastern, and african american women. (susan g. Komen, 2015). * according to the 2015 susan g. Komen for the cure(r) san diego affiliate community profile report, approximately 81.9 percent of women in sdc between the ages of 50 to 74 reported having a mammogram in the past two years, similar to the hp2020 target of 81.1 percent for breast cancer screenings. * according to a 2014 report from the acs, california cancer facts & figures, screenings offer the ability for secondary prevention by detecting cancer early. Regular screenings that allow for the early detection and removal of precancerous growths are known to reduce mortality for cancers of the cervix, colon, and rectum. Five-year relative survival rates for common cancers are 93 percent to 100 percent if they are discovered before having spread beyond the organ where the cancer began. * the american society of clinical oncology (asco) emphasizes the importance of patient navigators as part of a multidisciplinary oncology team with the goal of reducing mortality among underserved patients. Some of the tasks a patient navigator may assist with include: psychosocial support; assistance with treatment decisions; assistance with insurance issues; arrangement of transportation; coordination of additional services (i.e., fertility preservation); and tracking of interventions and outcomes. The navigator works with the patient across the care continuum, ensuring coordination and efficiency of care, and removal of barriers to care (asco, 2016). Objectives * provide cancer screenings and education to community members in sdc's south region * provide cancer support services, including health care navigation, to community members in sdc's south region fy 2016 report of activities the douglas & nancy barnhart cancer center at scvmc is accredited by the american college of surgeons commission on cancer (coc) as a community hospital cancer program. The douglas & nancy barnhart cancer center is also a certified breast center by the national accreditation program for breast centers (napbc) and a lung cancer alliance screening center of excellence. In fy 2016, the douglas & nancy barnhart cancer center hosted more than 40 free cancer-related seminars and classes, where more than 700 community members received education and resources for awareness and prevention of various cancers, including colorectal, lung, cervical and breast as well as education on smoking cessation. Seminar topics included talking to the doctor about cancer; talking to children about cancer; intimacy, sexuality and cancer; advance directives; and cancer-related anxiety and depression. A breast model demonstration was also provided during the seminars to educate community members on how to perform breast self-examinations to help detect changes in the breasts. Monthly classes were offered on nutrition and healthy eating both during and after treatment for breast cancer patients as well as for managing the side effects of cancer treatment. The hospital utilized grant funding from the national breast cancer foundation to conduct this community outreach and educational services among south bay community members. The douglas & nancy barnhart cancer center also provided two free laughter yoga classes to approximately 25 community members. In addition, a meet the pathologist presentation was offered for individuals newly diagnosed wi”

“Scvmc continued to provide meeting space for look good...feel better classes for women undergoing cancer treatment. Led by the acs, this free program is offered in both spanish and english to teach women with cancer beauty techniques to help manage the side effects related to their treatment (e.g., hair-loss, etc.). Six look good...feel better classes were held in fy 2016, serving more than 40 community members. The douglas & nancy barnhart cancer center also continued to offer a wig and prosthesis bank through which two trained wig fitters provided more than 120 cancer patients with approximately 160 donated wigs, prosthetic devices and other items at no cost. In july 2016, scvmc offered monthly group fitting events where women help each other select a wig, share their stories and offer support. Each month, five to 10 women attended the group fitting events. The wig and prosthesis bank are provided through the hospital's partnership with acs and grant funding from the national breast cancer foundation. In addition, the douglas & nancy barnhart cancer center provided 20 "necessity bags and 10 "chemo bags" to patients going into surgery or who recently completed surgery. The "necessity bags" included lip balm, life savers(tm), an emery board, baby wipes, a sports bottle, tissues, a comfort pillow, bandages, gauze pads, bacitracin ointment and more. The "chemo bags" included word finds, lip balm, socks, hand cream, hand sanitizers and more. The funds for these bags were provided by necessitybags.com and las primeras, an all-volunteer group of women dedicated to compassionate giving. The douglas & nancy barnhart cancer center offers a cancer patient navigator program, providing patient navigators with specialized training, certification and experience to assist cancer patients from early detection through diagnosis and treatment. This service allows cancer patients and their loved ones to receive personalized education, support and guidance. In fy 2016, the douglas & nancy barnhart cancer center cancer patient navigators assisted more than 450 community members. In addition, 21 volunteers, including one cancer survivor, assisted the cancer patient navigator program by helping patients apply their wigs and prosthetics, and providing support and navigation through the patients' course of radiation therapy. In fy 2016, the hospital utilized grant funding from the national breast cancer foundation to help fund the patient navigator program. The douglas & nancy barnhart cancer center team also includes a licensed clinical social worker, access to two genetics counselors, a speech pathologist, a lymphedema therapist, a palliative care specialist and a certified dietitian to help guide and support patients and their families throughout the continuum of care - including prevention, treatment and posttreatment. The dietitian identifies patients at risk of nutritional problems through individual nutrition counseling, and provides group education classes as well as referrals to meal delivery services. In fy 2016, the douglas & nancy barnhart cancer center executive leadership donated time to community organizations focused on cancer, including the susan g. Komen foundation - san diego, las damas de san diego foundation, chula vista community collaborative, acs and the professional oncology network, a local network of oncology professionals working together to improve psychosocial services, support and referrals for cancer patients and their families. Fy 2017 plan the douglas & nancy barnhart cancer center at scvmc will do the following: * continue to work with las damas de san diego foundation to provide latina women in the community with health education and access to breast and cervical cancer screenings * continue to offer meet the pathologist presentations for individuals newly diagnosed with breast cancer * offer cancer support groups for patients, community members, caregivers and their loved ones, including groups in english and span”

“* according to 2015 chis data, 19 percent of residents in the south region reported being told they have pre- or borderline diabetes by their doctor, compared to 13.4 percent of residents in sdc overall. * according to the 2012 report from the county of san diego's hhsa titled critical pathways: the disease continuum, the most common behavioral and social risk factors associated with type 2 diabetes include substance use, physical inactivity, poor nutrition, poor medical care and irregular health checks (e.g., a1c, dental, eye and foot). Furthermore, 36.5 percent of americans were obese during 2011-2014 (cdc, 2015). * the 2014 national diabetes statistics report from the cdc reports that 29.1 million people in the u.s. Have diabetes. Of those individuals, 21 million are diagnosed while 8.1 million remain undiagnosed. Objectives * provide diabetes education, prevention and support in the south region of sdc * collaborate with community organizations and projects to provide diabetes education to sdc's vulnerable populations * participate in local and national professional conferences to share best practices in diabetes treatment and control with the broader health care community fy 2016 report of activities the scvmc diabetes education program is recognized by the american diabetes association (ada) for meeting national standards for excellence and quality in diabetes education. The program provides individuals with the skills needed to successfully self-manage their diabetes and live a long, healthy life, and includes blood sugar monitoring, medications and insulin pump training. Small group and one-on-one classes are also offered in english and spanish. In fy 2016, the scvmc diabetes education program conducted two blood glucose screenings, screening nearly 85 community members. As a result of these screenings, 15 individuals were identified with elevated blood glucose levels and were referred to follow-up resources. Of those individuals with elevated blood glucose levels, one did not have a preexisting case of diabetes. Screenings were held at the chula vista chamber of commerce mixer health fair and the scvmc heart health expo. At the sharp women's health conference, the sharp healthcare (shc) and srs diabetes education program provided diabetes risk assessments using the ada's diabetes risk test questionnaire as well as offered resources on pre-diabetes, diabetes management and nutrition to approximately 1,000 attendees. Through fundraising and team participation, the shc diabetes education program also continued to support the ada's step out walk to stop diabetes held in october at the naval training center park in point loma. The shc diabetes education program continued to collaborate with fhcsd to provide diabetes education to fhcsd diabetes patients at multiple sites, including those in the south bay, through the organization's diabetes management care coordination project (dmccp). Dmccp provides fhcsd diabetes patients with weekly group health and nutrition education, healthy cooking demonstrations, exercise classes, one-on-one support from a nurse practitioner, and peer support from project "graduates" to current patients/project enrollees in english and spanish. The project monitors enrollees' a1c and blood glucose levels and physical activity, and has proven successful outcomes in lowering and maintaining these levels. At fhcsd's chula vista site, the shc diabetes educators provided a lecture in spanish to more than 30 community members on the basics of diabetes and nutrition, including healthy eating, diabetes self-management and goal setting. The shc diabetes education program continued to provide diabetes education to food insecure adults enrolled in feeding san diego's (fsd) diabetes wellness project, a collaboration between university of california, san diego's (ucsd) student-run free clinic project, the third avenue charitable organization (taco) and baker elementary school in southeast san diego. The diabetes”

“Throughout the year, the shc diabetes education program provided services and resources to meet the needs of san diego's diverse population. Educational resources included: how to live healthy with diabetes; what you need to know about diabetes; all about blood glucose for people with type 2 diabetes; all about carbohydrate counting; getting the very best care for your diabetes; all about insulin resistance; all about physical activity with diabetes; gestational diabetes mellitus seven-day menu plan; and food groups. Food diaries and logbooks were also given out to the community. Handouts were provided in arabic, somali, tagalog, vietnamese and spanish, and live interpreter services were available in more than 200 languages via the stratus video interpreting ipad application. Education was also provided to sharp team members regarding the different cultural needs of these communities. The srs diabetes education program provided education on diabetes and a healthy diet to more than 70 seniors and caregivers at the kimball senior center for the south county action network's live stronger longer event. In addition, education was provided on nutrition and a mediterranean diet to more than 60 seniors at the san ysidro adult day center. The srs diabetes education program also held two six-week healthier living workshops at srs otay ranch in fy 2016. Offered in both english and spanish, the free classes educated community members about healthier living and chronic disease self-management. In addition, a registered dietitian spoke on the benefits of dairy versus nondairy food products in october on univision kbnt 17 san diego. In november, the shc diabetes education program hosted an inpatient diabetes conference for approximately 150 attendees at the hyatt regency mission bay spa and marina. Designed for health care professionals interested in optimizing inpatient diabetes care, the conference presented strategies for creating a culture that supports and encourages emerging therapeutic trends in glycemic management in the hospital setting. In addition, the shc diabetes education program provided diabetes education to nurse practitioner students at san diego state university (sdsu). Fy 2017 plan the scvmc and shc diabetes education program will do the following: * conduct diabetes education at various community venues in sdc's south region * continue to collaborate with fhcsd and provide education to their diabetes patients through the dmccp * continue to provide gestational services and resources to underserved pregnant women - both at the hospital and in collaboration with community clinics * conduct monthly diabetes prevention classes * continue to foster relationships with community clinics to provide education and resources to community members * continue to participate in ada's step out walk to stop diabetes * keep current on resources to provide community members support on diabetes treatment and prevention - particularly language and culturally appropriate resources * continue to participate in local and national professional conferences to share best practices in diabetes treatment and control with the broader health care community * conduct educational outpatient and inpatient symposiums for health care professionals * explore additional collaborations with fsd to assist and educate food insecure community members identified community need: health education and screening activities rationale references the findings of the scvmc 2016 chna, hasd&ic 2016 chna or the most recent sdc community health statistics unless otherwise indicated. Rationale * the scvmc 2016 chna identified behavioral health, cardiovascular disease, type 2 diabetes, obesity, cancer and senior health as the priority health issues affecting members of the communities served by scvmc. * the hasd&ic 2016 chna process continued to identify the following among the top priority health conditions in sdc hospitals: diabetes, obesity, cardiovascular disease and stro”

“* in 2013, seniors in sdc's south region experienced higher rates of hospitalization and ed visits for falls, coronary heart disease, stroke, diabetes, influenza, pneumonia and chronic obstructive pulmonary disease, when compared to sdc overall. Additionally, south region seniors experienced higher rates of hospitalization for alzheimer's disease than sdc overall. * according to the national osteoporosis foundation, 54 million americans ages 50 and older are affected by osteoporosis and low bone mass (2014). In addition to the financial costs, osteoporosis takes a toll in terms of reduced quality of life for many people who suffer fractures. * in sdc's south region in 2013, there were 527 low birth weight (lbw) births, which translate to 6.8 percent of total births for the south region. Additionally, in 2013 there were 90 very low birth weight (vlbw) births in the south region, or 1.2 percent of births. In sdc overall, lbw births accounted for 6.5 percent of births in 2013, and vlbw births accounted for 1.1 percent of all births. * there were 903 hospitalizations due to maternal complications in sdc's south region in 2013. The region's age-adjusted rate was 383 per 100,000 population, which is higher than the age-adjusted rate for sdc overall (306.7 per 100,000 population) * in sdc's south region in 2013, there were 159 deaths, 1,110 hospitalizations and 318 discharges for strokes. * obesity increases the risk of many health conditions, including: coronary heart disease, stroke, type 2 diabetes, and various cancers. Obesity is also linked to environmental factors, such as accessibility and affordability of fresh foods, park availability, social cohesion and neighborhood safety (university of california, los angeles (ucla) center for health policy research, 2015). * according to the cdc, some of the leading causes of preventable death include obesity-related conditions such as heart disease, stroke, type 2 diabetes, and certain types of cancer. Between 2011 and 2014, 36.5 percent of americans were obese (cdc, 2015). Objectives * provide health education classes, support groups and screening activities for the community, with a focus on health issues identified through the scvmc 2016 chna * participate in community-sponsored events and support nonprofit health organizations fy 2016 report of activities in fy 2016, scvmc participated in numerous community health fairs and events serving more than 700 community members. Events included the cycle eastlake & eastlake half marathon, bonita's rootin' tootin' chili cook-off and fair at the bonita library community room, bonitafest at bonita vista high school, the american heart association (aha) heart & stroke walk and the susan g. Komen san diego race for the cure(r) at balboa park. Scvmc provided a variety of health services during these events, including first aid booths and blood pressure screenings. In addition, scvmc conducted four blood drives where nearly 100 scvmc team members donated blood. Scvmc offered several flu vaccination events for community members in the south bay. More than 300 community members attended the chula vista chamber of commerce mixer in november and the trade show in august, where scvmc offered flu vaccinations; blood pressure, hemoglobin, cholesterol and glucose screenings; and education and resources on cancer, blood pressure, hospice and more. In addition, scvmc collaborated with sharp hospicecare to provide two flu vaccination events at the kimball senior center in national city, where more than 170 community members, including seniors, were vaccinated. More than 300 community members, including members of the national city police department, attended the events, where they also received health care and community service resources as well as education including important questions to ask the doctor, the importance of healthy eating, fraud awareness, and completing an advance directive. Also in the south bay, scvmc provided education, resources and bo”

“Scvmc also provided education and resources on orthopedics and bone health during fy 2016. In november, the hospital provided 60 community members with orthopedic resources at an orthopedic health fair at the san diego country club. In march, scvmc provided 50 community members with orthopedic resources at st. Paul's plaza. At the sharp women's health conference in may, scvmc provided osteoporosis heel screenings, orthopedic education and materials on calcium and vitamin d requirements, and exercise tips for osteoporosis treatment and prevention to more than 300 attendees. To address heart health in the south bay, scvmc continued its two heart health expos in fy 2016, in both english and spanish. These half-day events reached more than 150 community members and provided education on heart disease prevention, diagnosis and treatment, as well as resource booths on cardiac rehabilitation, nutrition, acp and the mended hearts community support group, a nonprofit organization that offers the gift of hope to heart disease patients, their families and caregivers. The events also included education from an expert panel on: heart disease risk factors and symptoms, ways to manage and reduce risks, the benefits of making healthier nutrition and lifestyle choices, and what to do when experiencing chest pain. Screenings were also provided for blood pressure, cholesterol, bmi, glucose and bone density. In addition, scvmc provided student athletes in the sweetwater union high school district with a community screening event at montgomery high school. The event provided students throughout the district with 100 electrocardiograms and 20 echocardiogram studies. Throughout the year, scvmc women's health services provided and participated in a variety of activities in support of mothers in the community. Free weekly breastfeeding support groups were held three times a week specifically to accommodate working mothers, and were led by the hospital's lactation educators. Sessions were offered in english and spanish and provided education, support and guidance to nearly 440 breastfeeding mothers and their babies. In october, scvmc women's health services provided its 14th annual newborn halloween costume parade to more than 30 mothers from the breastfeeding support groups. Mothers had the opportunity to dress their infants and other children in costumes, and celebrate with other mothers in the community as their tiny tick-or-treaters paraded around several floors of the hospital. In addition, scvmc women's health services collaborated with babies "r" us in chula vista to provide seminars twice a month at the store in both english and spanish. In fy 2016, these hour-long classes provided education on breastfeeding and baby care basics to approximately 270 mothers, fathers and grandparents. Scvmc also participated in a women's health fair at san ysidro high school, where they provided health resources to more than 150 community members as well as blood pressure screenings to approximately 35 attendees. In fy 2016, scvmc women's health services was actively involved in the san diego county breastfeeding coalition, association of women's health, obstetric and neonatal nurses and the regional perinatal system (rps). New in fy 2016, scvmc raised awareness of and fostered collaboration around behavioral health needs in sdc's south region. Scvmc hosted the inaugural changing minds - minds matter south county behavioral health resource fair at chula vista high school, a free event to educate community members about behavioral health challenges and raise awareness about the behavioral health services available in the south bay. At the free event, more than 60 community partners gathered for a day of learning intended to reduce stigma, inspire recovery and empower community members. Dementia and depression screenings were offered, as well as educational workshops on dementia, substance use, and adult, child and adolescent behavioral health. Recognizing the cri”

“* according to the sdwp 2011 report titled healthcare workforce development in san diego county, there is a particular need for workers in allied health care who come from racially, ethnically and linguistically diverse backgrounds as well as a need for culturally competent workers with skills in foreign languages. * in their 2014 occupational outlook quarterly, the u.s. Bureau of labor statistics (bls) identified several factors leading to an increased demand for rns and other health care personnel in the u.s. These factors include: projected population growth in the next decade; aging of the u.s. Population; greater numbers of people living with chronic conditions, such as diabetes or obesity; improvements in medicine and technology; and federal health insurance reform, which has increased the number of americans with health insurance coverage (bls, 2014). * the bls projects an employment of more than 3.1 million rns in the u.s. In 2024, which is an increase of 16 percent from 2014. Compared to other health care practitioners and technical health care operators, rns are projected to have the most opportunity for employment in 2020 (bls, 2014). * the bls projects that the demand for home health aides will grow 38.1 percent from 2014 to 2024. Older individuals often have health problems and need help with daily activities. As the u.s. Population ages, the demand for home health aides will continue to increase (bls, 2014). * total employment is projected to increase by 6.5 percent, or 9.8 million, from 2014 to 2024. The health care and social assistance sector is projected to increase its employment share from 12 percent in 2014 to 13.6 percent in 2024 - the fastest growing service industry. Occupations and industries related to health care are projected to add the most new jobs, with an increase of 2.3 million jobs (bls, 2015). * a march 2014 report from the california hospital association (cha) titled critical roles: california's allied health workforce follow-up report emphasizes the importance of local hospitals providing clinical training for nurses and allied health professionals, as well as programs to support mentoring and hospital work experience for interns and high school students. In the coming decades, such programs will have a tremendous impact on the lives of individuals, families and communities as a result of dedicating time and resources to the thousands of interns and high school students who gain valuable work experience and career exposure by spending time in california hospitals. Objective * in collaboration with local schools, colleges, and universities, offer opportunities for students to explore a vast array of health care professions fy 2016 report of activities through affiliations with apu, california college san diego, california state university san marcos, grossmont college, grossmont health occupations, point loma nazarene university, san diego city college, san diego mesa college, sdsu, swc, ucsd, university of san diego (usd), university of southern california and other colleges and universities, scvmc provided training and leadership for more than 670 nursing and other health care students. In fy 2016, more than 530 nursing students received more than 39,600 hours at scvmc, including time spent in both clinical rotations and individual preceptor training. Nursing programs ranged from associate degrees to master of science degrees in nursing. Scvmc provided more than 1,400 hours of supervision, lectures and support to pharmacy students and pharmacy tech students in fy 2016. The hospital hosted eight first-year postgraduate pharmacy residents, 40 pharmacy students in advanced pharmacy practice experience rotations, and seven pharmacy tech students. Scvmc provided professional education lectures on pharmacy administration for pharmacy students and residency candidates as well as provided a tour of the pharmacy to more than 40 pharmacy technician students at grossmont health occupations center and”

“Rationale * as part of the scvmc 2016 chna process, discussions with sharp's community-based care transitions program (cctp)/care transitions intervention (cti) staff identified the following strategies for improving the health of sdc's vulnerable, high-risk, or medically underserved patients: coaching; education about their disease and the health care system; education tailored to specific cultural and linguistic groups; providing transportation, support, hope, and love; and providing a personal health record with information about their medications and resources. * a key informant interview conducted as part of the scvmc 2016 chna process identified the home environment, transportation and medication management as challenges for vulnerable patients. Recommendations included connecting patients to community resources as part of their transition from hospital to home, expediting services for discharged patients with immediate needs, and developing methods to finance hospital/community partnerships for expedited services. * the hasd&ic 2016 chna identified 10 sdoh that impact the four priority health needs in sdc (behavioral health, cardiovascular disease, obesity, and type 2 diabetes). These social determinants are: food insecurity and access to healthy food; access to care or services; homeless/housing issues; physical activity; education/knowledge; cultural competency; transportation; insurance issues; stigma; and poverty. * behavioral health key informant interviews conducted as part of the scvmc 2016 chna process indicated a need for psychologists in eds to provide screening, brief interventions, and referrals for ed patients with issues related to substance use. * key informant interviews conducted as part of the hasd&ic 2016 chna suggested the following strategies for improving health and removing barriers to care: behavioral health prevention and stigma reduction; education on disease management and food insecurity; improving diversity and cultural competency; coordinating services across the continuum; integrating physical and mental health; and engaging case managers and patient navigators in the community and incorporating them as a routine part of the continuum of care. * participants in the hasd&ic 2016 chna community partner discussions recommended strengths-based case management, greater availability of multicultural providers and translators, and better coordination of discharge procedures as strategies for improving and maintaining health in sdc. * community members participating in the health access and navigation survey as part of the hasd&ic 2016 chna identified the following top barriers to care: understanding health insurance; getting health insurance; using health insurance; knowing where to go for care; and follow-up care or appointments. * in 2014, the unemployment rate in sdc's south region was 11.7 percent, which was higher than sdc overall (9.2 percent). * in 2014, 22.5 percent of families in the south region participated in calfresh/snap, higher than sdc overall (17.7 percent) (chis, 2014). * between 2012 and 2015, demand for ed services in the south region increased by 7.2 percent, from 88,000 to 125,000 visits (chis, 2015). * the regional taskforce for the homeless' 2015 weallcount report estimated that there were 8,742 homeless individuals in sdc, roughly half of whom are unsheltered. The most commonly cited cause of homelessness was loss of a job, followed by disability, loss of a spouse, and abuse. * a 2016 report by sdc's hhsa titled identifying health disparities to achieve health equity in san diego county: socioeconomic status found that the lowest income communities in the county are disproportionately affected by numerous health issues, including injury, chronic and communicable diseases, poor maternal and child health outcomes, and behavioral health outcomes. Two of the lowest income communities, chula vista and national city, are located in sdc's south region. * a 2012 policy brief from”

“To assist economically disadvantaged individuals, scvmc provided more than $15,100 in free medications, transportation and financial assistance through its project help funds. Additionally, during fy 2016, scvmc provided financial assistance to a variety of post-acute care services, such as housing fees for homeless patients at the recuperative care facility run by the san diego rescue mission as well as durable medical equipment necessary for the safe discharge of unfunded patients. Fy 2017 plan scvmc will do the following: * continue to collaborate with local community clinics to provide referrals and establish appointments for low-income, underserved and uninsured individuals in the south bay; continue inclusion of scvmc case management * continue to provide safety net patients with opportunities for education on the proper use of the ed as well as help them establish medical homes; target approximately 500 patients per year, depending on inpatient volume * continue to explore new funding opportunities for programs that assist safety net patients with establishing a medical home and connect them to community resources * continue to provide assistance to those in need through project help scvmc program and service highlights * 24-hour emergency services, including rapid medical evaluation triage system * acute inpatient medical care * bariatric surgery * birch patrick convalescent center, a skilled nursing facility * bloodless medicine and surgery center * cardiac catheterization laboratory * care partner program * chest pain center, specializing in emergency treatment of chest pain * douglas & nancy barnhart cancer center includes a certified breast center and community hospital cancer program. Services include chemotherapy infusion and radiations therapy * electrocardiogram * electroencephalography * endoscopy services * endovascular care * heart care, including cardiac rehabilitation, clinical trials and open-heart surgery * home health * hospice * integrative and complementary medicine * intensive care unit * laboratory services * medical intensive care unit * neonatal intensive care unit * orthopedics, including total joint replacement * outpatient diabetes services, recognized by ada * outpatient imaging center, including x-ray, computed tomography (ct) scan, dexa, magnetic resonance imaging, nuclear medicine, mammography and ultrasound * outpatient nutrition counseling * outpatient pharmacy * outpatient surgery center * pharmacy residency program * pulmonary care * rehabilitation and sports medicine, including physical, occupational, speech and lymphedema therapies, and balance and vestibular rehabilitation * surgical intensive care unit * surgical services, including da vinci robotic and other minimally invasive surgery, and open-heart surgery * van services * women's and infants' services appendix a sharp healthcare involvement in community organizations the list below shows the involvement of sharp executive leadership and other staff in community organizations and coalitions in fiscal year 2016. Community organizations are listed alphabetically. * 2-1-1 san diego board * a new path (parents for addiction, treatment and healing) * adult protective services * aging and disability resource connection * aging and independence services * alzheimer's san diego * alzheimer's project safety workgroup * alzheimer's san diego client advisory board * american academy of nursing * american association of colleges of nursing * american association of critical care nurses, san diego chapter * american cancer society * american college of healthcare executives (ache) * american diabetes association * american foundation for suicide prevention * american heart association * american hospital association * american nurses association * american parkinson disease association * american psychiatric nurses association * american red cross of san diego * the arc of san diego * arms wide open * asian business association * association”

“* national university * neighborhood healthcare * north san diego business chamber * pacific arts movement * peninsula shepherd senior center * perinatal safety collaborative * perinatal social work cluster * planetree board of directors * point loma nazarene university * professional oncology network * public health nurse advisory board * regional perinatal system * residential care committee * rotary club of chula vista * rotary club of coronado * safety net connect * san diego community action network * san diego association of diabetes educators * san diego association of governments * san diego black nurses association * san diego blood bank * san diego community college district * san diego county breastfeeding coalition advisory board * san diego county civilian/military liaison work group * san diego county coalition for improving end-of-life care * san diego county council on aging * san diego county emergency medical care committee * san diego county health and human services agency * san diego county hospice-veteran partnership * san diego county medical society bioethics commission * san diego county older adult behavioral health system of care council * san diego county older adult council * san diego county perinatal care network * san diego county social services advisory board * san diego county stroke consortium * san diego county suicide prevention council * san diego county taxpayers association * san diego county unified disaster council * san diego covered california collaborative * san diego dietetic association board * san diego east county chamber of commerce health committee * san diego eye bank nurses advisory board * san diego food system alliance, healthy food access committee * san diego habitat for humanity * san diego half marathon * san diego health information association * san diego healthcare disaster coalition * san diego history project committee * san diego hospice and palliative nurses association * san diego housing commission * san diego humane society * san diego hunger coalition * san diego immunization coalition * san diego imperial council of hospital volunteers * san diego lesbian, gay, bisexual, and transgender community center, inc. * san diego mental health coalition * san diego mesa college * san diego mesa college advisory board * san diego military family collaborative * san diego north chamber of commerce * san diego older adult council * san diego organization of healthcare leaders, a local ache chapter * san diego patient safety consortium * san diego physician orders for life-sustaining treatment coalition/san diego coalition for compassionate care * san diego regional chamber of commerce * san diego regional home care council * san diego rescue mission * san diego river park foundation * san diego state university * san diego workforce partnership * san diego workforce - work well committee * san ysidro high school * santee chamber of commerce * say san diego * second chance * serving seniors * sharp and children's mri board * sharp and uc san diego health's joint venture board * sigma theta tau international honor society of nursing * south bay community services * south county action network * south county economic development council * superfood drive * susan g. Komen breast cancer foundation * sweetwater union high school district * the meeting place * trauma center association of america * union of pan asian communities * university of california, san diego * university of san diego * university of southern california * va mental health council * va san diego healthcare system * veterans home of california, chula vista * veterans village of san diego * vista hill parentcare * we honor veterans * women, infants and children program * ymca * ywca becky's house(r) * ywca board of directors * ywca executive committee * ywca finance committee * ywca in the company of women event”