Sharp Healthcare Foundation

“Sharp healthcare (fein 95-6077327) is the sole member of sharp healthcare foundation.”

“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 tax & accounting, vice president of finance, senior vice president and chief financial officer, and entity chief executive officer. Additionally, the organization contracts with ernst & young, an independent accounting firm, for review of the form 990.”

“Sharp healthcare foundation has a written conflict of interest policy which has been reviewed and approved by the sharp healthcare foundation governing board. Sharp healthcare foundation 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/december 2013.”

“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).”

“To engage in the solicitation, receipt and administration of property, and from time to time to disburse such property and the income therefrom to, or for the benefit of, the san diego hospital association, a california nonprofit public benefit corporation which is tax-exempt under section 501(c)(3) of the internal revenue code, and its nonprofit subsidiaries which are tax-exempt under section 501(c)(3) of the internal revenue code. Distributions for sharp rees-stealy corporation shall be limited to funds designated by the donor for that purpose. Such disbursements shall be used by the foregoing entities for the following purposes: (1) major capital expenditures; (2) major renovation of buildings; (3) major equipment purchases; (4) medical and other professional health care education; (5) community health education; and (6) medical research. The corporation may also solicit, receive and administer funds in the form of donor-advised funds, subject to the following conditions: (1) the board of directors of the corporation may consider the recommendations of donors for distributions from said funds but shall at all times have and retain sole authority over such distributions; and (2) distributions from any such fund may, in the sole discretion of the corporation's board of directors, be made to or for the benefit of one or more organizations other than san diego hospital association or a nonprofit tax-exempt subsidiary of san diego hospital association, provided that any such organization is an organization described in sections 170(b)(1)(a), 170(c), 2055(a), and 2522(a) of the internal revenue code of 1986, as amended.”

“Sharp healthcare foundation employees' 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.”

“Pledge write off -252,480.”

“Form 5471 has been filed on behalf of sharp healthcare foundation by sharp healthcare (fein 95-6077327).”

“Fiscal year 2014 community benefits report section 1 an overview of 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; two affiliated medical groups; 21 medical clinics; five urgent care facilities; 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, 2014, sharp is licensed to operate 2,087 beds, and has approximately 2,600 sharp-affiliated physicians and nearly 17,000 employees. Four acute care hospitals: sharp chula vista medical center (343 beds) the largest provider of health care services in san diego's rapidly expanding south bay, sharp chula vista medical center (scvmc) operates the region'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, women and infants and the only bloodless medicine and surgery center in sdc. Sharp coronado hospital and healthcare center (181 beds) sharp coronado hospital and healthcare center (schhc) provides services that include sub-acute and long-term care, rehabilitation therapies, joint replacement surgery, and hospice and emergency services. Schhc is the largest provider of total joint surgeries in all of sdc. Sharp grossmont hospital (536 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, orthopedics, rehabilitation, robotic surgery, stroke care and women's health. Sharp memorial hospital (656 beds) a regional tertiary care leader, sharp memorial hospital (smh) provides specialized care in trauma, oncology, orthopedics, organ transplantation, cardiology and rehabilitation. Smh houses san diego's largest emergency and trauma center. Three specialty care hospitals: sharp mary birch hospital for women & newborns (206 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 private hospital in california. Sharp mesa vista hospital (149 beds) the largest private freestanding psychiatric hospital in california, sharp mesa vista hospital (smv) is a premier provider of behavioral health services. Sharp mcdonald center (16 beds) sharp mcdonald center (smc) is san diego county's only licensed chemical dependency recovery hospital. Collectively, the operations of smh, smbhwn, smv and smc are reported under the not-for-profit public benefit corporation of smh, and are referred to herein as the sharp metropolitan medical campus (smmc). The operations of sharp rees-stealy medical centers (srs) are included within the not-for-profit public benefit corporation of sharp, the parent organization. The operations of sgh are reported under the not-for-profit public benefit corporation of grossmont hospital corporation. Mission statement it is sharp's mission to improve the health of those it serves with a commitment to excellence in all that it does. Sharp's goal is to offer quality care and services that set community standards, exceed patients' expectations and are provided in a caring, convenient, cos”

“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 now 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: demonstrate and improve clinical excellence to set industry standards and exceed customer expectations. Keep patients, employees and physicians safe and free from harm. Create exceptional experiences at every touch point for customers, physicians and partners by demonstrating service excellence. Create a values-driven culture that attracts, retains and promotes the best and brightest people, who are committed to sharp's mission and vision. Achieve financial results to ensure sharp's ability to provide quality health care services, new technology and investment in the organization. Achieve consistent net revenue growth to enhance market dominance, sustain infrastructure improvements and support innovative development. Be an exemplary community citizen by making a difference in the community and supporting the stewardship of our environment. Awards sharp has received the following recognition: sharp is a recipient of the 2007 malcolm baldrige national quality award, the nation's highest presidential honor for quality and organizational performance excellence. Sharp was the first health care system in california and eighth in the nation to receive this recognition. Sharp was recognized as one of the 2013 world's most ethical (wme) companies by the ethisphere institute, the leading business ethics think-tank. The list highlights companies that outperform industry peers when it comes to ethical behavior. The 2013 wme companies are those that truly embrace ethical business practices and demonstrate industry leadership, forcing peers to follow suit or fall behind. Sharp was the only company in san diego named to the list. Sharp was named the no. 1 "best integrated health care network" in california and no. 12 nationally by modern healthcare magazine in 2012. The rankings are part of the "top 100 most highly integrated healthcare networks (ihn)," a survey conducted by health care data analyst ims health. This was the 14th consecutive year that sharp placed among the top in the state. Sharp healthcare was named "best hospital group" by u-t san diego readers participating in the paper's 2014 "best of san diego" readers poll, and sharp rees-stealy medical group was named "best medical group" in 2014. Sgh was named "best hospital," while smh and smbhwn were ranked second and fourth "best hospitals." sgh and smh have both received magnet 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 is accepted nationally as the gold standard in nursing excellence. Smh was re-designated in march 2013. Sharp was named one of the nation's "most wired" health care systems from 2012 to 2014, as well as from 1999 to 2009, by hospitals & health networks magazine's annual most wired survey and benchmark study. "most wired" hospitals are committed to using technology to enhance quality of care for both patients and staff. In july 2010, smh was named the "most beautiful hospital in america" by soliant health, one of the largest medical staffing companies in the country. With over 10,000 votes from visitors to the soliant health website, smh was v”

“Sharp provides services to help every unfunded patient received in the emergency department (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 designed to provide community members with health coverage and financial assistance options. At sharp, patients use a simple online questionnaire through pointcare to generate personalized coverage options that are filed in their account for future reference and accessibility. The results of the questionnaire allow shc staff to have an informed and supportive discussion about health care coverage with the patient, empowering them with options. From the inception of the program in fy 2010 through september 2014, sharp helped guide approximately 70,200 self-pay patients through the maze of government health coverage programs while maintaining the patient's dignity throughout the process. In january, 2014 sharp hospitals implemented an onsite process for real-time medi-cal eligibility determinations (presumptive eligibility). Sharp was the first hospital system in san diego county to provide these services, and secured this benefit for 9,500 unfunded patients in the ed during fy 2014. In anticipation of covered california's roll out, 28 members of sharp's registration staff completed the state's certified enrollment counselor certification to better assist both patients and the general community navigate the covered california website (coveredca.com) and plan enrollment. In addition, three sharp hospitals scvmc, sgh, and smh qualify as covered entities for the 340b drug pricing program administered by the health resources and services administration (hrsa). Hospital participation in the 340b drug pricing program permits the purchase of outpatient drugs at reduced prices. The savings from this program are used to offset patient care costs for sharp's most vulnerable patient populations, as well as to assist patient access to medications through the patient assistance team. The patient assistance team works hard to help those in need of assistance gain access to free or low-cost medications. Patients are identified through usage reports, or referred through case management, nursing, physicians or even other patients. If eligible, uninsured patients are offered assistance, which can help decrease readmissions resulting from lack of medication access. The team members research all options available, including programs offered by drug manufacturers, grant-based programs offered by foundations, copay assistance and other low-cost alternatives. Sharp also continues to offer clearbalance a specialized loan program for patients facing high medical bills. Through this collaboration with san diego-based csi financial services, both insured and uninsured patients have the opportunity to secure small bank loans in order to pay off their medical bills in low monthly payments as low as $25 per month preventing unpaid accounts from going to collections. Through this program, sharp provides a more affordable alternative for patients struggling to resolve their hospital bills. In addition, sharp provides post-acute care facilitation for high-risk patients, including the homeless and patients lacking a safe home environment. Patients receive assistance with transportation and placement; connections to community resources; and financial support for medical equipment and medications, as well as outpatient dialysis and nursing home stays. Through collaboration with the san diego rescue mission, schhc, sgh and smh discharge their chronically homeless patients to the rescue mission's recuperative care unit, where patients not only receive follow-up medical care through sharp in a safe environment, but also receive psychiatric care, substance abuse counseling and guidance to help get them off the street. Community health screenings sharp's dedication to improving community health ext”

“Sharp memorial hospital nursing students 442 nursing group hours 30,680 nursing precepted hours 20,386 ancillary students 318 ancillary hours 62,074 total students 760 total hours 113,140 sharp mesa vista hospital nursing students 330 nursing group hours 25,457 nursing precepted hours 3,128 ancillary students 34 ancillary hours 16,524 total students 364 total hours 45,109 sharp hospicecare nursing students 96 nursing group hours 0 nursing precepted hours 768 ancillary students 1 ancillary hours 80 total students 97 total hours 848 sharp healthcare nursing students 368 nursing group hours 0 nursing precepted hours 55,730 ancillary students 197 ancillary hours 42,531 total students 565 total hours 98,261 health sciences high and middle college since 2007, sharp has been an industry partner with charter school health sciences high and middle college (hshmc) to provide students broad exposure to health care careers. Through this partnership, hshmc students connect with sharp team members through job shadowing to explore real world application of their school-based knowledge and skills. This collaboration prepares high school students to enter health, science and medical technology careers in the following five career pathways: biotechnology research and development, diagnostic services, health informatics, support services and therapeutic services. The hshmc program began in 2007 with students on the campuses of sgh and smh, and expanded to include smv and smbhwn in 2009, schhc in 2010, and scvmc in 2011. Hshmc students also devote time to various srs sites in san diego. New in fy 2014, hshmc students began their experience with a systemwide orientation to sharp healthcare and their upcoming job-shadowing activities. Throughout fy 2014, nearly 400 hshmc students were supervised for thousands of hours on various sharp campuses, where they rotated through instructional pods in specialty areas such as nursing, obstetrics and gynecology (ob/gyn), occupational therapy, physical therapy, behavioral health, surgical intensive care unit (sicu), medical intensive care unit (micu), imaging, rehabilitation, laboratory services, pharmacy, engineering, pulmonary services, cardiac services and operations. The 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. Hshmc students earn high school diplomas, complete college entrance requirements and have opportunities to earn community college credits, degrees or vocational certificates. Even with many of hshmc students facing financial hardship the free and reduced price meal (frpm) 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 2014, 91 percent of the hshmc graduating class went on to attend two- or four-year colleges, while 82 percent of students said they wanted to pursue careers in health care. In addition, hshmc has a 99 percent graduation rate, higher than california's 80 percent state average, as well as an academic performance index score of 827, exceeding the state's goal of 800. In addition, hshmc is a u.s. News & world report "best high schools" bronze award winner, a national school safety advocacy council award-winning school and is recognized by the california department of education as a title i academic achievement award winner and a california distinguished school. Each year, sharp healthcare reviews and evaluates the collaboration with hshmc to promote long-term sustainability. Lectures and continuing education sharp contributes to the academic environment of many colleges and universities in san diego. In fy 2014, sharp staff provided hundreds of academic hours in lectures, courses and presentations on numerous college and university campuses throughout san diego. Through the delivery of a variety of guest lectures, incl”

“The ori has made it a priority to seek guidance and expertise from the local and national academic community on how to effectively conduct outcomes research, with the aim of improving patient and community health. This networking has resulted in collaborative research partnerships with investigators at national university (nu) and sdsu. In addition, the ori student research intern program offers advanced nursing and public health students an opportunity to learn about and become involved in outcomes research. Since its inception in 2011, the ori has successfully graduated nine interns. Interns have presented ori-sponsored posters throughout san diego to educate students on the importance of research to develop evidence-based practice. In order to develop and promote best practices across the health care community, the ori has conducted numerous research studies to identify the benefit and outcomes of quality patient care. This includes recently completed feasibility studies examining: * the association of perfect adherence to heart failure quality care measures for hospitalized patients with readmission and mortality rates * sharp hospicecare's transitions chronic disease management program influence on advanced heart failure patient care patterns, including regular and acute care utilization (ed use, overall hospitalization rates) and costs * the association of a 90-day remote-monitoring program with acute care utilization (including readmission rates and use of ed) for underserved heart failure and chronic obstructive pulmonary disease (copd) patients compared to a similar but untreated patient sample * the predictive capacity of evidence-based and sharp physician-identified clinical factors for identifying patients at risk for poor blood sugar control when hospitalized the ori has developed educational presentations that foster awareness of the importance of research for improving health outcomes; provide information on ori study results; and provide practical information about research designs and methods to the greater health care research community. The ori has also presented peer-reviewed abstracts of its research results and provided lectures to the health care community on innovative research designs. Ori presentations have been delivered at the heart failure society of america, the council for advancement of nursing science, the society for obstetric anesthesia and perinatology, the association of california nurse leaders and the american association of colleges of nursing. Evidence-based practice institute sharp participates in the evidence-based practice institute (ebpi), which prepares teams of staff fellows (interprofessional staff) 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 of nursing excellence, san diego, which promotes evidence-based practice in the nursing community. The consortium is a partnership between scvmc, sgh, smbhwn, smh, scripps health, palomar health, rady children's hospital san diego, uc san diego health system, va san diego healthcare system and elizabeth hospice, as well as plnu, sdsu, azusa pacific university (apu) and usd. Sharp actively supports the ebpi by providing instructors and mentors, as well as administrative coordination. The san diego ebpi includes six full-day class sessions featuring group activities, self-directed learning programs outside of the classroom and structured mentorship provided 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”

“Habitat for humanity believes that every man, woman and child should have a decent, safe and affordable place to live. From january through may, nearly 100 slah volunteers joined this volunteer labor organization dedicated to building and repairing houses all over the world. During the effort, volunteers worked alongside construction professionals to complete a home for a selected family in need. In april, 20 slah volunteers helped keep the decks of the legendary uss midway aircraft carrier clean during the uss midway foreign object damage (fod) walk-down. Walking in the footsteps of sailors who have served our country, volunteers used hand tools and vacuums to clear the carrier decks and prevent debris from getting sucked into and damaging the aircraft engines. The special olympics program provides free, year-round sports training and competitions for children and adults with intellectual disabilities. It uses sports as an opportunity for physical fitness, social interaction, community involvement and empowerment. In april, nearly 30 slah volunteers attended the special olympics, providing competition assistance in running and long jump events and serving the athletes lunch. In support of waste reduction for a healthier environment, approximately 50 slah volunteers participated in sharp healthcare's community waste collection events in october and april. Through the events, community members and employees recycled 330 pounds of pharmaceutical waste, nearly 12 bins of electronic waste and more than 530 gallons of shredded paper documents. Volunteers assisted the attending collection agencies with set-up, clean-up, traffic control, and guiding event visitors. Sharp humanitarian service program in fy 2014, the sharp humanitarian service program funded 52 sharp employees in service programs that provide health care or other supportive services to underserved or adversely affected populations including haiti, guatemala, peru, west africa and other vulnerable areas. Sharp employees volunteered with humanitarian organizations, including project compassion. This nonprofit, multi-denominational medical mission organization is dedicated to the physical and spiritual needs of people and provides free medical care in communities with little to no care available. In addition, the organization builds clinics and churches, and provides assistance to orphanages. In july 2014, sharp team members participated in project compassion's medical mission trip to cameroon, west africa, where they provided education and physical therapy care to approximately 1,500 impoverished community members. In may 2014, a sharp team member led a three-week medical mission trip to haiti. The team included 12 nursing and pre-med students with plnu's loveworks program, which conducts mission trips across the world. The team also collaborated with heart to heart international, a nonprofit organization committed to improving global health with initiatives that connect people and resources to communities in need. The team worked in mobile clinics in 11 different rural mountain villages in southeast haiti, as well as a downtown port-au-prince clinic, where clinic visits are typically twice per month. Over the three weeks, the team triaged thousands of community members ranging from infants to the elderly. The team assessed patients for health conditions, dispensed prescribed medication and provided education regarding medication management and diet. The experience was not only special and rewarding for the sharp team member, but also for the students, as it further enhanced their skills, confidence and passion for the health care field. Through sharp's humanitarian service program, another sharp team member took a medical mission trip to peru serving as a nurse in several of the shanty towns outside of lima. Health care providers set up tents to treat people of all ages who were without access to health care. Because several community members were treated for parasites,”

“Sharp volunteers spend their time within hospitals, in the community, and in support of the sharp healthcare foundation, grossmont hospital foundation and coronado hospital foundation. Sharp employees also donate time as volunteers for the sharp organization. Sharp employees also volunteer their time for the cabrillo credit union sharp division board, the sharp and children's mri board, the ucsd medical center/sharp bone marrow transplant program board, and the grossmont imaging llc board. Volunteers on sharp's auxiliary boards and the various sharp entity boards volunteer to provide program oversight, administration and decision making regarding financial resources. In fy 2014, 125 community members contributed their time to sharp's boards. This section describes various sharp volunteer programs, as well as their achievements in fy 2014. Sharp hospicecare volunteer programs in fy 2014, sharp hospicecare provided extensive training for nearly 70 new volunteers. Because volunteers are often considering a career in the medical field, they gain important knowledge and experience. They learn how to provide valuable services to the hospice organizations, including companionship to those near the end-of-life, support for families and caregivers and help with community outreach. Before being with patients and providing administrative support activities, hospice volunteers go through an extensive, 32-hour training program to confirm their understanding of and commitment to hospice care. In fy 2014, sharp hospicecare also trained five teenagers through its teen volunteer program. Through the program, teens are assigned special projects in the office or patient assignments at sharp hospicecare's lakeview and parkview homes. The teens provide simple acts of kindness such as sitting with patients, listening to their stories, providing grooming and hygiene tasks and being a comforting presence by just holding their hand. Three nursing students from plnu also volunteered at sharp hospicecare in fy 2014, offering assistance to family caregivers in private homes. The sharp hospicecare memory bear program supports community members who have lost a loved one. Through the program, volunteers created teddy bears out of the garments from those who have passed on. The bears serve as special keepsakes and permanent reminders of the grieving family member's loved one. In fy 2014, sharp hospicecare volunteers devoted approximately 3,200 hours to handcraft more than 800 bears for approximately 400 families. Sharp hospicecare recognized its volunteers by providing a monthly support group to enhance their education and training as volunteers, and by acknowledging their valuable contribution during national volunteer month and national hospice month. Sharp hospicecare furthers its volunteer efforts through the 11th hour program, a special program to ensure that no patient dies alone. Through this program, patients at the end-of-life without family members by their side are accompanied by a sharp hospicecare volunteer. During their final moments, the volunteer sits with and comforts the patient by holding their hand, reading softly to them and simply being present. In addition, families who are present with their dying loved one may prefer the company of a volunteer to help them feel comfortable as their loved one passes away. Sharp metropolitan medical campus (smh, smbhwn, smv) volunteer programs to help serve and comfort patients without family or friends to support them during their hospital stay, smh created the community care partner (ccp) program. This unique program hand-selects and trains hospital volunteers to become community care partners (ccps). The ccps act as companions to provide comfort and help keep patients safe by notifying medical staff as needed a task that is usually performed by a family member or friend, but often overlooked for patients who lack a companion. The ccps provide patients with company and support, share common interests”

“Arts for healing also provided music at several hospital and systemwide events, including sharp's disaster preparedness expo at the spectrum corporate office in september. Since the inception of the program in 2007, more than 50,000 patients, guests and staff have benefitted from the time and talent provided by the arts for healing group. In fy 2014, smh and smbhwn brought the junior volunteer program to high school students interested in future health care careers. The program is open to 10th through 12th grade students, ages 15 years or older who maintain a minimum grade point average (gpa) of 3.25 for two full semesters. New volunteers are placed either as guest ambassadors at the concierge desk or in the upscale gift shop or boutiques. The junior volunteers enhance the patient-centered services of staff by greeting and escorting patients and families, answering visitors' questions and baking cookies to create aromatherapy and a relaxing environment for patients and visitors. Through volunteering in the gift shop or boutiques, junior volunteers learn about merchandizing and retail sales while also helping to raise funds for the smh auxiliary. After completing a six-month, 100-hour commitment, 11th and 12th grade volunteers have the opportunity to earn promotions into clinical units based on their good attendance, professional communication and high level of productivity. In fy 2014, 110 junior volunteers provided more than 7,800 hours of service to the program. In fy 2015, smh and smbhwn plan to continue expanding opportunities for the junior volunteer program. Other sharp volunteer efforts in fy 2014, sharp staff donated their time and passion to a number of unique initiatives, underscoring sharp's commitment to the health and welfare of san diegans. Below are just a few examples of how sharp employees participated in the community. Sgh's engineering department volunteered in a number of initiatives in fy 2014, including this bud's for you, a program that delivers flowers hand-picked from the campus' abundant gardens to unsuspecting patients and their loved ones. The sgh landscape team grows, cuts, bundles and delivers colorful bouquets each week, bringing an element of natural beauty to patients and visitors of both the hospital and sharp's hospice homes. The team also regularly offers single-stem roses in a small bud vase to passers-by. In fy 2014, the team delivered a daily average of eight to 10 vases of flowers to patient rooms, with as many as 20 vases or more during peak flower season and upon additional requests. In its fourth year, this bud's for you has become a natural part of the landscape team's day, an act that is simply part of what they do to enhance the experience of visitors to the hospital. The engineering department further extends the spirit of caring through sodexo cares cheers bouquets. During their work day, the engineers keep an eye out 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 of balloons, ribbon, a teddy bear or sodexo football, plus an inspirational quote are quickly assembled. The gift is delivered to bring the patient or visitor comfort and joy while at the hospital. The sgh engineering department, landscape team, sgh auxiliary and local businesses collaborated to bring the shirt off our backs program to san diego's needy population during the 2013 holiday season. During the holidays, this program collects, prepares and donates a variety of items to homeless or low-income community members ranging from small children to adults helping to meet their basic needs and bring them holiday joy. Volunteers for the shirt off our backs program personally collected and filled three trucks with food and other essential items, including hand-made sandwiches, water bottles, clothing, socks, shoes, toiletries, pet food, children's toys, towels, blankets and other household items. In i”

“According to the u.s. Epa, health care ranks as the country's second most energy intensive industry. Furthermore, the u.s. Department of energy information agency states that hospitals and health care facilities account for more than eight percent of the nation's annual energy consumption and generate nearly eight percent of the country's carbon dioxide (co2) emissions. Unlike other industries, hospitals must operate 24 hours a day, seven days a week, and must provide service during power outages, natural disasters and other emergencies. The epa estimates that 30 percent of the health care sector's current energy use could be reduced without sacrificing quality of care through a shift toward energy efficiency and use of renewable energy sources. Sharp has responded to the need for hospitals to conserve energy and reduce carbon emissions by implementing numerous green initiatives. Some of those include: retro-commissioning of heating, ventilation and air conditioning (hvac) systems; lighting retrofits; pipe insulations; infrastructure control initiatives; occupancy sensor installation; energy audits; and energy-efficient motor and pump replacements. In addition, in 2013 sharp implemented a computer power management program which enables computers and monitors to go into a low-power sleep mode after a period of inactivity. Since its implementation, the program has been installed on 14,500 computers and has resulted in annual energy savings of 1.2 million kilowatt-hours (kwh). The initiative earned sharp a certificate of recognition from the epa in 2013. Sharp's energy-saving initiatives are driven by its energy conservation guideline to help manage energy utilization practices throughout the system. Since 2009, these initiatives have reduced the system's energy consumption by more than 17 million kwh and 200,440 natural gas therms (unit of heat energy). As a result of its lighting retrofits alone, sharp has saved approximately 3.9 million kwh, resulting in annual energy costs savings of more than $500,000. In total, sharp's energy initiatives have reduced the system's carbon footprint equal to the removal of almost 17,000 metric tons of co2 each year. In may, sharp was named as san diego's healthcare 2014 energy champion by sdg&e in recognition of its commitment to the innovative programs it has implemented to reduce its carbon footprint. Furthering its dedication to energy efficiency, sharp healthcare 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. 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 that are 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 sacrifices in comfort or quality. According to the epa, buildings that qualify for the es 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 and 2013. In addition, sharp's srs downtown medical office building was built to leadership in energy and environmental design (leed) gold-certification specifications, one of the first medical office buildings in san diego of its kind. According to the epa, hospital water use constitutes seven percent of the total water used in commercial and institutional buildings in the u.s. On any given day, sharp uses an average of 575,000 gallons of water. Of this, approximately 25 percent is used for domestic purposes such as si”

“The impact of sharp's waste reduction programs has been significant. In fy 2014, sharp facilities diverted over 7.5 million pounds of waste from local landfills, which equates to an overall recycling rate of 37 percent. This included, but was not limited to 111,608 pounds of waste diverted through utilization of reusable sharps and pharmaceutical waste containers at schhc and smmc, as well as systemwide recycling of 270,464 pounds of hazardous and universal waste (e.g., batteries, solvents and fluorescent light bulbs), and 39,784 pounds of waste diverted through surgical device reprocessing. In the coming year, sharp has a system goal of diverting 7.6 million pounds of waste from local landfills. Table 3 presents the waste diversion rates at sharp healthcare in fy 2014. Table 3: sharp healthcare waste diversion fy 2014 sharp chula vista medical center recycled waste per year (lbs.) 773,131 total waste per year (lbs.) 2,665,343 percent recycled 29% sharp coronado hospital and healthcare center recycled waste per year (lbs.) 252,848 total waste per year (lbs.) 1,335,244 percent recycled 18% sharp grossmont hospital recycled waste per year (lbs.) 1,761,515 total waste per year (lbs.) 4,703,949 percent recycled 37% sharp memorial hospital and sharp mary birch hospital for women and newborns recycled waste per year (lbs.) 2,006,597 total waste per year (lbs.) 6,450,334 percent recycled 34% sharp mesa vista hospital recycled waste per year (lbs.) 257,739 total waste per year (lbs.) 555,811 percent recycled 46% sharp rees-stealy medical centers recycled waste per year (lbs.) 1,158,209 total waste per year (lbs.) 2,743,139 percent recycled 42% sharp corporate sites recycled waste per year (lbs.) 1,329,075 total waste per year (lbs.) 2,154,748 percent recycled 92% total sharp healthcare recycled waste per year (lbs.) 7,539,114 total waste per year (lbs.) 20,608,568 percent recycled 37% according to the intergovernmental panel on climate change, agriculture is responsible for 13.5 percent of greenhouse gas emissions worldwide. Sharp is committed to making eco-friendly food choices to minimize its environmental footprint. This includes a systemwide focus on its sustainable mindful food program to provide education and healthy food options designed to improve the health of sharp's patients, staff, community and environment. In collaboration with sodexo, sharp's food service vendor, sharp's mindful program includes meatless mondays, wellness menus, community supported agriculture (csa) fresh produce, food composting, increased recycling activities, the promotion of sugarless beverages, the use of post-consumer recycled packaging solutions and increased local and organic food purchases which are approaching 65 percent at some entities. In addition, smh, smv, and schhc created the first county-approved organic gardens and use the produce from these gardens in the meals served at the hospital cafes. Sharp has implemented many other sustainable food practices including the use of green-label kitchen soaps and cleansers; electronic cafe menus; recycling of all cardboard, cans and grease from cafes; organic markets at each hospital and corporate office; purchasing of hormone-free milk; and partnering with vendors who are committed to reducing product packaging. In april 2014, sodexo began replacing the traditional foam, plastic and aluminum packaging commonly used in food service, and expanded purchases of paper products made from recycled, compostable and chlorine-free renewable materials. If recycled, these paper napkins, cups, bowls and take-out containers will divert 3,220 pounds of waste from the local landfill each month. In 2012, sharp partnered with the city of san diego to implement a food waste composting program in the kitchen that services smh and smbhwn, making sharp the first san diego health care organization to join the city's initiative. In fy 2014, smv joined this effort and schhc plans to participate in 2015. Through the progr”

“Furthering the commitment to better commuting solutions for its employees, sharp supplies and supports the hardware and software for more than 200 employees so that they 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. Table 4 highlights the all ways green efforts at sharp entities. Going forward, sharp remains committed to the all ways green initiative and will continue to investigate opportunities to reduce its carbon footprint. Sharp's all ways green committee continues to work with system employees, physicians and corporate partners to develop new and creative ways to reduce its impact on the environment and meet the goal of being an outstanding community citizen through environmental responsibility. Table 4: all ways green initiatives by sharp entity fy 2014 schhc *energy efficiency - update elevators/ chillers - energy audits - energy-efficient chillers/motors - es award hvac projects - lighting retrofits *water conservation - drip irrigation - drought-tolerant plants and bark-covered ground - electronic faucets - evaluation of water utilization practices - hardscaping - landscape water reduction systems - mist eliminators *waste minimization - single-serve paper napkin and plastic cutlery dispensers - reusable sharps containers - single-stream recycling - surgical instrument reprocessing *education and outreach - earth week activities - environmental policy - green team - no smoking policy - organic farmer's market - organic gardens - recycling education - ride share promotion scvmc *energy efficiency - energy audits - energy-efficient chillers/motors - es participation and award eligible - hvac projects - lighting retrofits *water conservation - drip irrigation - drought-tolerant plants and bark-covered ground - electronic faucets - evaluation of water utilization practices - hardscaping - landscape water reduction systems - mist eliminators *waste minimization - compactor renovation - electronic cafe menus - single-stream recycling - surgical instrument reprocessing *education and outreach - earth week activities - environmental policy - green team - no smoking policy - organic farmer's market - recycling education - ride share promotion sgh *energy efficiency - energy audits - es participation - hvac projects - lighting retrofits - retro-commissioning *water conservation - drip irrigation - drought-tolerant plants and bark-covered ground - electronic faucets - evaluation of water utilization practices - hardscaping - landscape water reduction systems - mist eliminators *waste minimization - electronic cafe menus - single-serve paper napkin and plastic cutlery dispensers - single-stream recycling - surgical instrument reprocessing *education and outreach - earth week activities - environmental policy - green team - no smoking policy - organic farmer's market - recycling education - ride share promotion sharp system services *energy efficiency - evcs - energy audits - energy efficient chillers/motors - es participation - hvac projects - lighting retrofits - occupancy sensors - thermostat control software *water conservation - drip irrigation - drought-tolerant plants and bark-covered ground - electronic faucets - evaluation of water utilization practices - hardscaping - landscape water reduction systems - mist eliminators *waste minimization - electronic patient bills and paperless payroll - electronic and pharmaceutical waste recycling events - green grocer's market - single-serve paper napkin and plastic cutlery dispensers - single-stream recycling *education and outreach - earth week activities - environmental policy - green team - no smoking policy - recycling education - ride share promotion shp *energy efficiency - energy audits - hvac projects - lighting retrofits - occupancy sensors *water conservation - drip irrigation - drought-tolerant plants and bark-co”

“In september, sharp's disaster leadership presented to more than 900 california hospital staff, state and local officials, and key preparedness and response partners at the california hospital association's (cha) 9th annual disaster planning for california hospitals conference in sacramento, california. Presentations aimed at helping hospitals strengthen their disaster planning efforts, including how to develop a perinatal evacuation plan. Sharp's disaster leadership donated their time to multiple state and local organizations and committees in fy 2014. This included the southern california earthquake alliance, the county of san diego emergency medical care committee (emcc) disaster operations and the county of san diego healthcare disaster council, a group of representatives from sdc hospitals, other health care delivery agencies, county officials, fire agencies, law enforcement, arc and others who meet monthly to share best practices for emergency preparedness. Sharp's disaster leadership also served on the statewide medical health exercise work group that designed training materials for the 2014 california statewide medical health training and exercise program through the california department of public health (cdph) and the emergency medical services authority (emsa). The program is designed to guide local emergency outlets in developing, planning and conducting emergency responses. Furthermore, sharp disaster leadership is part of the san diego patient tracking committee, which is in the process of designing a countywide family assistance center (fac) to aid community members in finding their loved ones during a disaster event. Sharp supports safety efforts of the state and the city through maintenance and storage of a county decontamination trailer at sgh, to be used in response to a mass decontamination event. Sharp has also arranged for the prospective storage of 24 state hospital ventilators at three sharp hospitals. Additionally, all sharp hospitals are prepared for an emergency with backup water supplies that last up to 96 hours in the event that the system's normal water supply is interrupted. As part of its participation in the u.s. Department of health & human services (dhhs) public health emergency hospital preparedness program (hpp) grant, sharp continued its involvement in the sharp healthcare hpp disaster preparedness partnership (the 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, kaiser foundation hospital, alvarado hospital, paradise valley hospital, the council of community clinics, naval air station north island/naval medical services, san diego county sheriffs, marine corps air station (mcas) 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, training and information, the partners will be better prepared for a collaborative response to an emergency or disaster affecting sdc. In september, sharp hosted its 3rd annual disaster preparedness expo to educate san diego community members on preparing their household for an earthquake, wildfire, power outage or other emergency. This free, interactive event featured disaster preparedness vendors, special appearances by local emergency service units and first responders, demonstrations by the san diego search & rescue dog team, education on caring for pets during a disaster, opportunity drawings, and the quake cottage an 8.0 magnitude earthquake simulator. Sharp plans to collaborate with other sdc hospitals to create regional teams of health care personnel trained to respond to a community decontamination event. In”

“Sharp best health also provides a free nutrition education series to employees and family members designed to help sharp team members develop healthier eating habits. The program includes live workshops with cooking demonstrations from registered dietitians, educational videos and blog posts. More than 30 nutrition classes were offered to sharp employees and their families by sharp best health in fy 2014. Offsite activities like hiking and walking clubs are also available to sharp team members, family and friends. In fy 2014, sharp best health organized 12 systemwide hikes with more than 80 attendees. Beginning in fy 2013, sharp best health has offered annual health screenings to sharp employees in order to raise awareness of important biometric health measures and help team members understand how to reduce their risk of related health issues. Screenings are completed in less than 15 minutes and include indicators for blood pressure, body mass index (bmi), blood sugar, tobacco use and cholesterol. In fy 2014, more than 9,400 sharp employees participated in the screening effort, and more than 2,300 employees reduced their risk levels in at least one screening metric when compared to fy 2013 screening results. A variety of post-screening resources and tools are available for sharp employees and their family members, including a free health coach and classes on diabetes, heart disease, smoking cessation, healthy weight and eating, physical activity and stress management. As a fun incentive for completing their health screening, sharp best health provided employees with a fitbit zip wireless pedometer that tracks steps, distance and calories, and syncs these statistics to computers or smartphones. Sharp best health highly encourages its team members to utilize the fitbit zip to track their physical activity and achieve their personal fitness goals. On a monthly basis, sharp best health provides a systemwide update on each entity's fitbit zip activity levels to inform team members of their progress, and encourage them to continue working toward the recommended goal of 10,000 steps per day. Since january 2014, sharp's fitbit zip users have achieved a daily average of 8,260 steps. The success of sharp best health's employee health screenings prompted the design and implementation of a free health screening program for the broader san diego community (non-sharp employees). Checking for the same health indicators included in the employee health screenings, as well as follow-up resources, sharp team members conducted screening events at community sites throughout san diego. Through these different programs, sharp connects with both its employees and community members and encourages them to achieve healthy lifestyles. Sharp best health also offers community members free fitness and stretch break activities. Looking forward, sharp best health remains committed to an environment that promotes healthy and sustainable lifestyle choices for sharp team members and the san diego community. Sharp best health plans to provide highly nutritious food options in sharp's cafeterias that balance nutrition with appealing flavors. Future plans of implementing a new color coding system in cafeterias and vending machines will make it easier for team members, visitors and guests to quickly discern the nutritional value of items based on the item's color categorization. Sharp best health continues to search for creative ways to support a healthier lifestyle. Sharp best health was awarded the 2014 and 2013 american heart association fit-friendly worksites honor roll award (gold category). The fit-friendly program recognizes employers that promote a culture of health and physical activity in the workplace or the community. Section 2 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 report, and a summary of community benefit p”

“Health research, education and training programs included education and training programs for medical, nursing and other health care professionals, as well as supervision and support for students and interns, and time devoted to generalizable, health-related research projects that were made available to the broader health care community. Economic value of community benefit provided in fy 2014 in fy 2014, sharp provided a total of $354,271,459 in community benefit programs and services that were unreimbursed. Table 1 displays a summary of unreimbursed costs based on the categories specifically identified in sb 697. Table 1: total economic value of community benefit provided sharp healthcare overall fy 2014 *medical care services shortfall in medi-cal $129,446,653 shortfall in medicare $160,841,853 shortfall in san diego county indigent medical services $10,547,826 shortfall in champva/tricare $2,664,033 shortfall in workers' compensation $167,061 charity care and bad debt $41,362,966 *other benefits for vulnerable populations patient transportation and other assistance for the needy $2,340,135 *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 $2,090,478 *health research, education and training programs education and training programs for students, interns and health care professionals $4,810,454 total $354,271,459 table 2 shows a listing of these unreimbursed costs provided by each sharp entity. Table 2: total economic value of community benefit provided by sharp healthcare entities fy 2014 estimated fy 2014 unreimbursed costs sharp chula vista medical center $66,364,211 sharp coronado hospital and healthcare center $15,755,637 sharp grossmont hospital $116,587,353 sharp mary birch hospital for women & newborns $17,069,286 sharp memorial hospital $126,648,487 sharp mesa vista hospital and sharp mcdonald center $11,714,311 sharp health plan $132,174 total for all entities $354,271,459 table 3 includes a summary of unreimbursed costs for each sharp entity based on the categories specifically identified in sb 697. In fy 2013, sharp led the community in unreimbursed medical care services among san diego county's sb 697 hospitals and health care systems. Table 3: fy 2014 detailed economic value of community benefit at sharp healthcare entities based on senate bill 697 categories sharp chula vista medical center *medical care services - $64,918,400 *other benefits for vulnerable populations - $310,178 *other benefits for the broader community - $225,236 *health research, education and training programs - $910,397 *estimated fy 2014 unreimbursed costs - $66,364,211 sharp coronado hospital and healthcare center *medical care services - $14,858,765 *other benefits for vulnerable populations - $22,021 *other benefits for the broader community - $160,405 *health research, education and training programs - $714,446 *estimated fy 2014 unreimbursed costs - $15,755,637 sharp grossmont hospital *medical care services - $114,172,426 *other benefits for vulnerable populations - $721,474 *other benefits for the broader community - $590,239 *health research, education and training programs - $1,103,214 *estimated fy 2014 unreimbursed costs - $116,587,353 sharp mary birch hospital for women & newborns *medical care services - $16,613,741 *other benefits for vulnerable populations - $45,880 *other benefits for the broader community - $162,516 *health research, education and training programs - $247,149 *estimated fy 2014 unreimbursed costs - $17,069,286 sharp memorial hospital *medical care services - $123,785,739 *other benefits for vulnerable populations - $711,595 *other benefits for the broader community - $530,820 *health research, education and training programs - $1,620,333 *estimated fy 2014 unreimbursed costs - $126,648,487 sharp mesa vista hospital and sharp mcdonald center *m”

“* has a significant prevalence in the community * contributes significantly to the morbidity and mortality in sdc * disproportionately impacts vulnerable communities * reflects a need that exists throughout sdc * can be addressed through evidence-based practices by hospitals and health care systems quantitative data (secondary sources) for both the hasd&ic 2013 chna and the individual sharp hospital chnas included 2011 calendar year hospital discharge data at the zip code level, health statistics from the san diego county health and human services agency (hhsa), the u.s. Census bureau, the centers for disease control and prevention and others. The variables analyzed are included in table 1 below, and were analyzed at the zip code level wherever possible: table 1: variables analyzed in the hasd&ic and sharp healthcare 2013 chnas *secondary data variables - inpatient hospitalizations by cause - emergency department visits by cause - demographic data (socio-economic indicators) - mortality data - regional disease-specific health data (county hhsa) - self-reported health data (california health interview survey) - specialized health data /reports (various) recognizing that health needs differ across the region and that socioeconomic factors impact health outcomes, both hasd&ic's 2013 chna and sharp's 2013 chna processes utilized the dignity health/truven community need index (cni) to identify communities in sdc with the highest level of health disparities and needs. Residents in five of these high-need neighborhoods across sdc were asked to provide input in a community forum setting. For the hasd&ic 2013 chna, iph conducted primary data collection through three methods: an online community health leader/health expert survey, key informant interviews and community forums. The community health leader/health expert survey was completed by 89 members of the health care community, including health care and social service providers, academics, community-based organizations assisting the underserved and other public health experts. Over the winter and spring of 2013, five community forums were held in communities of high need across sdc, reaching a total of 106 community residents. In addition, iph conducted five key informant interviews with individuals chosen by virtue of their professional discipline and knowledge of health issues in sdc. Key informants included county public health officers, health care and social service providers and members of community-based organizations. Following consultation with the chna planning teams at each sharp hospital, additional, specific feedback from additional key informants and community residents was also collected. Community members were asked for open-ended feedback on the health issues of greatest importance to them, as well as any significant barriers they face in maintaining health and well-being. Findings through the combined analyses of the results for all of the data and information gathered, the following conditions were identified as priority health needs for the primary communities served by sharp hospitals (listed in alphabetical order): * behavioral health (mental health) * cancer * cardiovascular disease * diabetes, type 2 * high-risk pregnancy * obesity * orthopedics * senior health (including end-of-life care) as the chnas were hospital-specific, not all of sharp's hospitals identified all of the above priority health needs through their chna process, given the specific services the individual hospitals provide to the community. For instance, sharp mesa vista hospital, the largest provider of mental health, chemical dependency and substance abuse treatment in sdc, identified behavioral health as a priority health need for the community members it serves, however it did not identify other needs such as cancer, high-risk pregnancy, etc. In addition, as part of the collaborative chna process, the iph conducted a content analysis of all qualitative feedback collected through the hasd”

“* 2-1-1 san diego board * a new path (parents for addiction, treatment and healing) * adult protective services * aging and independence services (ais) * alzheimer's association * american association of colleges of nursing (aacn) * american association of critical care nurses, san diego chapter (aaccn) * american cancer society (acs) * american college of healthcare executives (ache) * american diabetes association (ada) * american foundation for suicide prevention * american health information management association * american heart association (aha) * american hospital association (aha) * american psychiatric nurses association * american red cross of san diego (arc) * arc of san diego * asian business association * association for ambulatory behavioral healthcare * association for clinical pastoral education (acpe) * association of california nurse leaders (acnl) * association of perioperative registered nurses (aorn) * association of women's health, obstetric and neonatal nurses (awhonn) * azusa pacific university (apu) * beacon council's patient safety collaborative * boys and girls club of san diego * bonita business and professional organization * california association of health plans * california association of hospitals and health systems * california association of marriage and family therapists * california association of physician groups * california board of behavioral health sciences * california college, san diego * california council for excellence * california department of public health * california dietetic association, executive board * california healthcare foundation * california health information association * california hospice and palliative care association (chapca) * california hospital association center for behavioral health * california library association * california state university san marcos (csusm) * california teratogen information service * caregiver coalition of san diego * caregiver coalition of san diego caregiver education committee * caring hearts medical clinic * centers for community solutions * chelsea's light foundation * chicano federation of san diego county * community health improvement partners (chip) behavioral health work team * chip board * chip health literacy task force * chip suicide prevention work team * chip independent living association (ila) advisory board and peer review advisory team * chula vista chamber of commerce * chula vista community collaborative * chula vista family health center * chula vista rotary * city of chula vista wellness program * coalition to transform advanced care (ctac) * combined health agencies * community emergency response team (cert) * consortium for nursing excellence, san diego * coronado chapter of rotary international * coronado fire department * council of women's and infants' specialty hospitals (cwish) * cycle eastlake * downtown san diego partnership * east county senior service providers (ecssp) * el cajon fire department * emergency nurses association, san diego chapter * employee assistance professionals association * emsta college * family health centers of san diego (fhcsd) * gardner group * gary and mary west senior wellness center * girl scouts of san diego imperial council, inc. * grossmont college (gc) * grossmont healthcare district * grossmont union high school district (guhd) * health care communicators board * health insurance counseling and advocacy program (hicap) * health volunteers overseas * heart to heart international * helen woodward animal center * helix charter high school * helps international * home of guiding hands * hospice-veteran partnership (hvp) * hospital association of san diego and imperial counties (hasd&ic) * hasd&ic community health needs assessment advisory group * health sciences high and middle college (hshmc) board * i love a clean san diego * international association of eating disorders professionals (iaedp) * international lactation consultants association (ilca) * international r”

“* san diego rescue mission * san diego river park foundation * san diego-imperial council of hospital volunteers * san diego regional chamber of commerce * san diego science alliance * san diego state university (sdsu) * san ysidro high school * santee chamber of commerce * say san diego * second chance * serving seniors (formerly known as senior community centers of san diego) * sigma theta tau international honor society of nursing * society of trauma nurses * south bay community services * south county economic development council * southern california association of neonatal nurses * southern caregiver resource center (scrc) * special olympics * st. Paul's retirement homes foundation * st. Vincent de paul village * susan g. Komen breast cancer foundation * sweetwater union high school district (suhsd) * the meeting place * third avenue charitable organization (taco) * trauma center association of america * united service organizations council of san diego * university of california, san diego (ucsd) * university of san diego (usd) * va san diego healthcare system * veterans home of california, chula vista * veterans village of san diego * vista hill parentcare * walk san diego * women, infants and children program (wic) * ymca * ywca becky's house * ywca board of directors * ywca executive committee * ywca in the company of women event”