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 2014.”

“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 -48,494.”

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

“Sharp healthcare community benefit plan and report fiscal year 2015 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; 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, 2015, sharp is licensed to operate 2,088 beds and has approximately 2,600 sharp-affiliated physicians and more than 17,000 employees. Four acute care hospitals: sharp chula vista medical center (343 licensed beds) the largest provider of health care services in san diego county'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 and infants, 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 (528 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, orthopedics, rehabilitation, robotic surgery, 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. Smh houses san diego's largest emergency and trauma center. 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 private hospital in california. Sharp mesa vista hospital (158 licensed 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 licensed 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. The operations of sharp hospicecare are reported within sgh. 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 ser”

“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 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 and 2014 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 is the only health care company in san diego recognized in both years. 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," 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 was named "best hospital group" by u-t san diego readers participating in the paper's 2015 "best of san diego" readers poll. In 2015, smbhwn was named "best hospital," while sgh and smh were ranked second and third "best hospitals." sharp community medical group (scmg) and sharp rees-stealy medical group (srsm) were ranked first and second, respectively, in 2015 as san diego's "best medical group." 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 redesignated in march 2013. Sharp was named one of the nation's "most wired" health care systems from 1999 to 2009, and again from 2012 to 2015 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 2014, scvmc and its on-site birch patrick convalescent center became the first co-located hospital and skilled nursing facility in th”

“In 2015, sgh and smbhwn received a 2015 women's choice award - a symbol of excellence in customer experience awarded by the collective of women. Sgh was recognized as one of america's best hospitals for cancer care and smbhwn was recognized as one of america's best hospitals for obstetrics. For the third year in a row, and the fourth time in five years, sharp healthcare won the top spot in the mega employer category in the rideshare 2015 challenge. The month-long challenge encouraged the replacement of solo drivers with sustainable carpool, vanpool, bike, walk, or transit commutes. Powered by san diego association of governments (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. Patient access to care programs uninsured patients with no 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 received 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 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 2015, sharp helped guide approximately 85,910 self-pay patients through the maze of government health coverage programs while maintaining the patient's dignity throughout the process. Beginning in 2014 sharp hospitals implemented an on-site 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 2,198 unfunded patients in the ed during fy 2015. In support of covered california's annual open enrollment period, 14 members of sharp's registration staff have become certified application counselors in order to better assist both patients and the general community with navigating 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. 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, social work, 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 wi”

“Table 1: sharp healthcare internships - fy 2015 sharp chula vista medical center nursing 842 students 60,662 group hours 20,398 precepted hours ancillary 172 students 37,627 hours total 1,014 students 118,687 hours sharp coronado hospital and healthcare center nursing 590 students 92,510 group hours 3,024 precepted hours ancillary 77 students 21,127 hours total 667 students 116,661 hours sharp grossmont hospital nursing 732 students 62,492 group hours 16,643 precepted hours ancillary 238 students 54,200 hours total 970 students 133,335 hours sharp mary birch hospital for women & newborns nursing 207 students 15,204 group hours 5,184 precepted hours ancillary 15 students 4,486 hours total 222 students 24,874 hours sharp memorial hospital nursing 404 students 29,451 group hours 18,902 precepted hours ancillary 310 students 73,998 hours total 714 students 122,351 hours sharp mesa vista hospital nursing 318 students 22,642 group hours 3,524 precepted hours ancillary 38 students 23,106 hours total 356 students 49,272 hours sharp hospicecarenursing 74 students 674 precepted hours total 74 students 674 hours sharp healthcarenursing 387 students 60,843 precepted hours ancillary 223 students 52,947 hours total 610 students 113,790 hours total nursing 3,554 students 282,961 group hours 129,192 precepted hours ancillary 1,073 students 267,491 hours total 4,627 students 679,644 hours health sciences high and middle college sharp is an industry partner with charter school 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. Hshmc students earn high school diplomas, complete college entrance requirements and have opportunities to earn community college credits, degrees or vocational certificates. 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. Students also devote time to various srs sites. Students begin their 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 and mental health matters at mesa college. Level ii of the hshmc program 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, as well as take additional health-related coursework at mesa college, including anatomy, physiology, medical terminology, health 101, psychology and abnormal psychology. Nearly 500 hshmc students - including 143 level i students and 347 level ii students - were supervised for approximately 55,000 hours on sharp campuses in fy 2015. 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; imaging; rehabilitation; laboratory services; pharmacy; pathology; radiology; endoscopy; engineering; pulmonary services; cardiac 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”

“The center for research's hrpp also provides education and support both for researchers across sharp and the broader san diego health and research communities on requirements regarding the protection of human research participants. As part of its mission, the center for research hosts quarterly meetings on relevant educational topics to the research community, including physicians, psychologists, research nurses, study coordinators and students throughout san diego. Recent presentations have included investigator quality improvement activities; understanding research noncompliance, serious noncompliance and continuing noncompliance; and risks to subjects - it's not just physical. Sharp outcomes research institute the sharp outcomes research institute (ori) began in 2010 as a pilot initiative funded by the sharp healthcare foundation. The ori facilitates interdisciplinary research on health care practices in order to identify and promote quality patient care across the health care community. The ori collaborates with sharp team members by facilitating the design of patient-centered outcomes research projects; assisting with database development as well as data collection and analysis; exploring funding mechanisms for research projects; and facilitating irb application submissions. A priority for the ori is to seek guidance and expertise from the local and national academic community on how to effectively conduct outcomes research in order to improve patient and community health. This networking has resulted in collaborative research partnerships with investigators at sdsu and national university (nu). The ori has also developed educational presentations for the greater health care research community that foster awareness of the importance of research for improving health outcomes. This includes presentations of peer-reviewed abstracts of research study results and training on research designs. Evidence-based practice institute sharp participates in the evidence-based practice institute (ebpi), which prepares teams of staff fellows (inter-professional 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 for 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, ucsd health system, u.s. Department of veterans affairs (va) san diego healthcare system, elizabeth hospice, plnu, sdsu, apu and usd. The naval medical center san diego (nmcsd) is expected to join in fy 2016. 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 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. In fy 2015, the ebpi consisted of a nine-month program culminating with a community conference and graduation ceremony in november, where the project results of all ebpi fellows were shared. Thirty-four fellows graduated from the ebpi program in fy 2015 and completed projects that addressed the following issues in clinical practice and patient care: health literacy for patients; structured debriefing for critical incidents in the intensive care setting; nurse-driven protocol for urinary catheter rem”

“The life rolls on foundation is dedicated to improving the quality of life for young people affected by spinal cord injury through action sports. With support from adaptive equipment and volunteers, the award-winning series of bicoastal events empowers paraplegics and quadriplegics to experience mobility through surfing. In september, nearly 90 volunteers assisted life rolls on - they will surf again with event set-up and breakdown, registration, equipment distribution, lunch service and helping surfers on land and in shallow water. 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 40 slah volunteers joined the san diego river park foundation to care for california native plants and trees at the point loma native plant garden in march and the san diego river garden in mission valley in may. Activities included trail maintenance, watering, pruning and other light gardening projects. In july, slah volunteers joined the foundation once again for the coastal habitat restoration event in ocean beach to help save and restore one of the last remaining coastal dune and wetland habitats in san diego. Twenty volunteers helped remove invasive plants, watered and cared for recent plantings, and provided trail maintenance and litter removal. Sharp humanitarian service program in fy 2015, the sharp humanitarian service program funded more than 50 sharp employees in service programs that provide health care or other supportive services to underserved or adversely affected populations in haiti, guatemala, peru, southern africa and other vulnerable areas. Through the program, a sharp pharmacist participated in a two-week medical mission trip to the impoverished villages of ayacucho, peru, located in the central andes mountains. Sponsored by the peruvian american medical society, the mission team consisted of approximately 50 professionals - including physicians, a pharmacist, nurses, translators, case workers and general volunteers - who provided medical examinations and medications for approximately 75 to 100 patients each day. In may, a sharp nurse traveled to zimbabwe with operation of hope, a nonprofit volunteer surgical team that provides free surgeries to children in developing countries who are born with or suffering from facial deformities. For approximately two weeks, the team member worked alongside surgeons, anesthesiologists and other staff who surgically repaired the cleft lips and palates of approximately 75 patients. The team also received assistance from staff at a zimbabwe hospital and from the local rotary club. In addition, the team educated community members about cleft lip and palates on a local radio station in an effort to reduce the social stigma associated with the malformation. In april, another sharp nurse served in the operating room (or) on africa mercy. As the world's largest civilian hospital ship, africa mercy is operated by mercy ships, a global charity that brings lifesaving surgeries, hope and healing to people living in the world's poorest regions. During their two-week mission, the team member assisted with multiple surgical procedures for approximately 60 citizens of madagascar, including the removal of large tumors on backs and necks as well as hernia repairs. International medical relief (imr) is a nonprofit organization that treats underserved patients by providing medical services, medication, supplies, training and education to communities all over the globe with help from medical volunteers. For 10 days, a sharp team member joined imr to help treat those lacking medical services in the remote villages of uganda. Alongside other foreign staff - such as physicians, nurse practitioners, nurses, respiratory therapists and various other nonmedical professionals - the team member provided health assessments, medications, antibiotics and wellness exam”

“Community walks for the past 20 years, sharp has proudly supported the american heart association (aha) annual san diego heart & stroke walk. In september 2015, more than 800 walkers represented sharp at the 2015 san diego heart & stroke walk held at balboa park. Sharp was the no. 1 team in san diego and the no. 2 team in the aha western region affiliates, raising nearly $180,000. Sharp volunteers volunteers are a critical component of sharp's dedication to the san diego community. Sharp provides many volunteer opportunities for individuals to serve the community, meet new people and assist in 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 to the general public and are an essential element to many of sharp's programs, events and initiatives. Sharp volunteers spend their time within hospitals, in the community, and in support of the foundations. On average, more than 1,920 individuals actively volunteered at sharp each month in fy 2015, contributing a total of more than 270,000 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. These community members dedicated more than 9,600 hours 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 2015 sharp chula vista medical center 390 average active volunteers per month 53,136 volunteer hours sharp coronado hospital and healthcare center 78 average active volunteers per month 8,226 volunteer hours sharp grossmont hospital 729 average active volunteers per month 111,342 volunteer hours sharp hospicecare 77 average active volunteers per month 6,634 volunteer hours sharp metropolitan medical campus 649 average active volunteers per month 90,934 volunteer hours total 1,923 average active volunteers per month 270,272 volunteer hours in support of sharp's foundations - including the sharp healthcare foundation, grossmont hospital foundation and coronado hospital foundation - volunteers dedicated hours of support to 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 averages and long-term commitments of at least 100 hours. Junior volunteers serve in a wide range of roles throughout sharp. They enhance patient-centered care through hospitality, such as greeting and escorting patients and families, answering questions, and creating a welcoming and relaxing environment for guests. Through volunteering in the gift shops and thrift store, they learn about merchandising, fundraising and retail sales. And on the inpatient units, they are exposed to clinical experiences that provide a glimpse into future careers. In fy 2015, more than 480 high school students contributed a total of 58,100 hours to the junior volunteer program. This included 85 juniors who provided more than 6,500 hours of service at smh and smbhwn; 144 juniors who dedicated approximately 16,600 hours of service at scvmc; and nearly 257 juniors who contributed nearly 35,000 hours of service at sgh. Volunteers on sharp's various entity boards provide program oversight, administration and decision making regarding financial resources. In fy 2015, nearly 120 volunteers contributed their time to sharp's boards. Sharp employees also donate time as volunteers for the sharp organization, including service on the cabrill”

“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 own health care. The health information ambassadors are hospital volunteers who receive additional training through the community health library. Once trained, the volunteers visit patients at smh, the smh rehabilitation center and the perinatal special care unit at smbhwn, and ask if they or their family members would like to receive additional resources on their diagnosis. The volunteers bring requests back to the consumer health librarian who then prints consumer-oriented information from quality websites. The volunteers deliver the health information back to the patients as requested. Patients or family members who have already conducted their own research are offered a website bookmark from www.medlineplus.gov in order to guide them towards using trustworthy websites in the future. Patients and families are welcome to keep in touch with the library after discharge to ensure they have access to reliable health information at home. In fy 2015, the health information ambassadors visited more than 3,000 patient rooms and filled approximately 780 information requests. At smmc, the volunteer-run arts for healing program uses art therapy to reduce feelings of fear, stress, pain and isolation among patients facing significant medical challenges and their loved ones. Arts for healing brings a variety of activities to patients at their bedside - such as painting, beading, creative writing, card-making, scrapbooking, quilting and music - to help improve their emotional and spiritual health, and promote a faster recovery. The program also engages visitors and community members during hospital and community events. Funded completely by donations, arts for healing is led by sharp's spiritual care department and is implemented with help from licensed music and art therapists as well as a team of trained volunteers who serve as the primary providers of the program. The arts for healing program is offered across the smmc, including at smh, smh opp, smbhwn, smv and smc. At smh, arts for healing typically serves patients who are recovering from stroke; receiving treatment for cancer; facing life with newly acquired disabilities following catastrophic events; recovering from surgery; waiting for organ transplant; or receiving palliative care. At smbhwn, arts for healing supports mothers with high-risk pregnancies who experience extended hospital stays awaiting childbirth, making them susceptible to stress and loneliness over the separation from their families. Music therapy is also provided in the nicu to promote development in premature babies. At smv and smc, arts for healing offers several art and music therapy groups, including groups for patients recovering from drug addiction, patients receiving treatment for mood and anxiety disorders, and older adults receiving treatment for dementia and depression. In fy 2015, arts for healing led art and music activities for hundreds of patients and community members in recognition of various holidays and systemwide events, including saturday with santa, a public event hosted each december by the smh auxiliary; valentine's day; hospital week in may; cancer awareness week in june; spiritual care week in october; and the sharp women's health conference in march. Additionally, in collaboration with smmc's social workers and palliative care nurses, arts for healing facilitated the donation of nearly 130 blankets and quilts to patients receiving end-of-life care at smh. Thirteen of the blankets were knitted and crocheted by patients at smv's east county outpatient program, an activity that could also reduce anxiety and depression for the patients crafting and donating the blankets. In fy 2015, 42 volunteers, including several st”

“Similarly, the labor and delivery department at smbhwn is committed to the fight against hunger through participation in the international relief team's (irt) feeding san diego'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 feeding san diego'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 stuff backpacks with nonperishable, nutritious food that can feed a family of four for the weekend. The backpacks are also stuffed 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 125 weeks of service to filling 2,800 backpacks for approximately 25 children and their families per school year. More than 475,000 people in san diego county face the threat of hunger every day. The sdfb distributes emergency food to approximately 400,000 children and families, active duty military and fixed income seniors living in poverty every month. During the 2015 holiday season, sharp demonstrated its commitment to fighting hunger by hosting a food drive to support the sdfb. Through the food drive, team members donated nearly 1,600 pounds of food, which supplied more than 1,300 meals to those in need. All ways green initiative as san diego's largest private employer, sharp is committed to improving the health of the environment and therefore the communities we serve. Sharp recognizes that a healthy environment influences individual well-being, and is dedicated to minimizing any adverse impact on the environment by creating healthy green practices for employees, physicians and patients to transfer from the health care environment to home. Sharp promotes a culture of environmental responsibility through education, outreach, and collaboration with san diego earth-friendly businesses to help identify best practices, reduce the costs of green practices and facilitate implementation of sustainable initiatives. In 2009, sharp created the all ways green logo to brand its environmental activities and communicate sustainability throughout sharp and the san diego community. Sharp's systemwide all ways green committee is charged with identifying, creating and evaluating opportunities and best practices in seven distinct areas: (1) energy efficiency, (2) alternative energy generation, (2) water conservation, (3) waste minimization, (4) commuter solutions, (6) green building design and (7) sustainable food practices. Sharp's environmental policy serves to guide the organization in identifying and implementing green practices within the health care system. Established green teams at each sharp entity are responsible for developing new programs that educate and motivate sharp employees to conserve natural resources, reuse and recycle. Energy conservation 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 administration 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 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 by implementing numerous green i”

“Over eight million pounds of textiles, such as sheets, towels, scrubs and patient gowns, are used at sharp each year. The significant amount of laundry generated by sharp prompted the selection of emerald textiles, an environmentally-friendly laundry and linen provider that demonstrates strong investment in sustainability practices. Emerald textiles, operates a state-of-the-art plant that has been efficiently designed to reduce utility consumption and preserve natural resources. Sharp saves an estimated 50 million gallons of water per year (50 percent of total usage) through the use of a state-of-the-art water filtration system, more than 71,000 kwh of electricity through the use of energy efficient lighting, and more than 750,000 therms of gas through the use of energy-efficient laundry equipment. Waste minimization according to practice greenhealth's healthier hospitals initiative (hhi), hospitals generate an average of 26 pounds of waste per staffed bed each day. To significantly reduce waste at each entity and extend the lifespan of local landfills, sharp has created a comprehensive waste minimization program, including a systemwide, multidisciplinary waste management committee. The committee's purpose is to provide oversight of sharp's waste management initiatives, including proper waste segregation and enhancing recycling efforts to divert waste and extend the lifespan of local landfills. Sharp was an early adopter in its commitment to waste diversion, and now diverts more than 39 percent of waste through recycling, donating, composting, reprocessing and reusing. In fy 2015, sharp's waste minimization efforts resulted in more than 8.8 million pounds of waste diverted from the landfill. The following initiatives highlight sharp's waste minimization efforts in fy 2015: * smh and smv collected more than 252,000 pounds of food waste for composting through participation in a food waste composting program with the local greenery. * sharp diverted more than 2.5 million pounds of trash from the landfill by recycling nonconfidential paper, cardboard, exam table paper, plastic, aluminum cans and glass containers through sharp's single-stream waste program. * sharp collected, reprocessed and sterilized 42,000 pounds of surgical instruments. * sharp implemented reusable sharps containers throughout the hospitals, which saved approximately 50,000 pounds of plastic and more than 1,800 pounds of cardboard from entering the landfill. This resulted in annual co2 emission savings of more than 28,000 pounds and is equivalent to saving more than 2,700 gallons of gas each year. * sgh, smh, smbhwn and scvmc recycled surgical blue wrap, while scvmc recycled disposable privacy curtains, diverting more than 200,000 pounds of recycled materials from the landfill. * employees and hospital visitors donated more than 200 pairs of eyewear to people in need, both locally and globally, through the lion's club recycle sight program. Sharp's waste minimization activities are widely recognized as being innovative and making a positive difference for the communities that sharp serves. In fy 2015, sharp received the following recognition: * the city of san diego's environmental services department named sharp as one of the recyclers of the year in the 2015 waste reduction and recycling awards program. * executive insight - a leading health care publication - highlighted new horizontal syringe/sharp drop reusable containers, which were developed by stericycle with significant input from sharp to reduce the likelihood of needle stick injury from needle disposal. * sharp participated at the san diego city council's ssubi proclamation day as part of their partnership with ssubi is hope - a nonprofit charity organization that collects donated expired/unusable medical equipment. Through the partnership, sharp donated more than 43,000 pounds of equipment and supplies to support a health center in rural uganda that provides care for more than 660,000 people living”

“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 car pool parking spaces, designated bike racks, and motorcycle spaces. Employees can also purchase discounted monthly bus passes. As part of the nationwide electric vehicle project, sharp installed 33 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. Sharp will continue its efforts to expand evcs at other entities. In fy 2015, sharp's use of evcs saved 3,700 gallons of fuel and resulted in a reduction of approximately 20,000 pounds of co2. In partnership with the sandag icommute program, sharp offers van pool and car pool match-up opportunities to help employees find convenient ride share partners and promote sustainable commuting. Using the icommute triptracker, employees can also monitor the cost and carbon savings of their alternate commuting methods. In october, fifty-one organizations in sdc, representing more than 102,000 employees, participated 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. For the second year in a row and for the third time in four years, sharp was awarded the top spot in the mega employer category. Through the challenge, more than 700 sharp employees reported nearly 25,000 alternative commute trips, saving more than 16,000 gallons of gasoline and approximately 340,000 pounds of co2. Sharp's commuter solutions sub-committee continuously develops innovative and accessible programs and marketing campaigns that encourage employees to participate in ride sharing and other sustainable modes of transportation. The committee has overseen the implementation of bike racks and designated car pool spots as well as adding a bicycle commuter benefit, which gives employees who bike to work up to $20 per month to use toward qualified costs associated with bicycle purchase, improvement, repair and storage. Sharp also supported bicycle transportation through several bike-to-work initiatives in fy 2015. This included the county-wide bike to work day event during which sharp employees opted to ride their bike to work. During the event, sharp best health provided snacks and beverages at six pit stops throughout sdc. Furthering its commitment to better commuting solutions for its employees, sharp supplies and supports the hardware and software for more than 300 employees who are able to efficiently and effectively telecommute to work. These employees work in areas that do not require an on-site presence, such as information technology support, transcription and human resources. Sharp's ongoing efforts to promote alternative commuting 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 2015. Community education and outreach sharp actively communicates and educates the san diego community about its sustainability programs. In fy 2015, sharp participated in the following outreach activities: * e-newsletters highlighting sharp's recycling efforts and accomplishments, as well as reminders for proper workplace recycling, carpooling, and energy and water conservation are shared with employees throughout the year. * in april, sharp held its sixth annual system-wide all ways green earth week celebration, including earth fairs at each sharp hospital and system office. During the fairs, employees”

“Sharp system services -energy efficiency * evcs * energy audits * energy efficient chillers/motors * es participation * hvac projects * led lighting * 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-covered ground * electronic faucets * evaluation of water utilization practices * hardscaping * landscape water * reduction systems * mist eliminators * water dispensers to replace bottled water -waste minimization * recycle bin distribution * recycled paper * single-serve paper napkin and plastic cutlery dispensers * single-stream recycling * spring cleaning events -education and outreach * earth week activities * environmental policy * green team * no smoking policy * recycling education * ride share promotion smh/ smbhwn -energy efficiency * evcs * energy audits * energy-efficient chillers/motors * es participation * hvac projects * led lighting * lighting retrofits * occupancy sensors * pipe insulations * piping cross bridges * steam trap repairs -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 * water-efficient sterile department processing cart washer -waste minimization * blue wrap recycling * composting * electronic cafe menus * food waste composting * peroxide based cleaning products * single-serve paper napkin and plastic cutlery dispensers * reusable sharp waste containers * single-stream recycling * surgical instrument reprocessing -education and outreach * drought tolerant rooftop garden * earth week * activities * environmental policy * green team * no smoking policy * organic farmer's market * organic gardens * recycling education * ride share promotion smv/ smc -energy efficiency * air handler replacement * energy audits * es participation * hvac projects * lighting retrofits * motor and pump replacements -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 * composting * single-serve paper napkin and plastic cutlery dispensers single-stream recycling * styrofoam elimination * 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 srs -energy efficiency * energy audits * es participation * 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 * low-flow systems * mist eliminators -waste minimization * single-serve paper napkin and plastic cutlery dispensers * recycling of exam paper * single-stream recycling * styrofoam elimination -education and outreach * contractor education * earth week activities * environmental policy * green team * no smoking policy * recycling education * ride share promotion emergency and disaster preparedness sharp contributes to the health”

“Employee wellness: sharp best health sharp recognizes that improving the health of its team members benefits the health of the broader community. In 2010, the sharp best health employee wellness program was established to improve the overall health, happiness and productivity of sharp's workforce. Sharp best health encourages team members to incorporate healthy habits into their lifestyles and supports them on their journey to attain their personal health goals. Sharp best health offers team members tools, information and resources to help them stay fit and healthy. Through the sharp best health web portal, the program's comprehensive and interactive website, employees can access a variety of digital tools to support their health improvement efforts, including a personal health assessment, meal and exercise planners, food and physical activity logs, healthy recipes and tips, nutrition for sports athletes, wellness or diet-specific dietary eating plans, a progress tracker and a health library. The web portal also provides information on available wellness workshops, health coaching, training plans, and discounts on thousands of health and wellness products including dinner delivery, gym memberships, wellness centers, training clubs, footwear, weight management, golf packages, yoga, massage and more. The web portal also provides information on the best health healthynow mobile app, an on-the-go complement to the web portal that is a convenient collection of mobile tools, allowing for easy access and engagement from a mobile device. Sharp best health hosts a variety of employee wellness activities throughout the year. Team members are encouraged to participate in on-site fitness classes, meditation workshops, micro-stretch breaks, relaxation and stress management workshops, mindfulness classes, walking and running clubs, and events such as bike-to-work days, wellness days and take-the-stairs days. Sharp best health hosted activities, such as fit for the holidays and "caught in the act" of being healthy at work (i.e., taking the stairs, walking outside, etc.) to encourage healthy habits. In may, sharp best health collaborated with sandag to recognize national bike to work day and promote a healthier alternative for commuting to work. During the event, sharp best health provided six pit stops for new and experienced riders to enjoy a fun rest break, snacks and encouragement. Sharp best health also participated in community health events throughout the year, including the american cancer society (acs) great american smoke out, national nutrition month, the ada tour de cure bike ride and national walking day. Each sharp hospital as well as srs has a dedicated best health committee that works to promote wellness at their individual work sites. For instance, in february, approximately 460 employees and their spouses and kids participated in 5k the sharp way and kid's run at tidelands park in coronado, hosted by thee best health committee at sgh. In addition, committees at each sharp hospital and most srs locations hosted employee wellness fairs throughout the summer months, reaching more than 1,000 sharp team members. The fairs provided education and resources on a variety of topics, such as employee safety, cancer awareness, physical therapy, weight management and health coaching, as well as offered bone density screenings and a nutrition booth with healthy food samples. Sharp best health included healthy vending machine options on all hospital campuses as well as healthy food items in each cafeteria and retail area. In fy 2015, sharp best health implemented a new initiative called "go, make the healthier choice." this initiative color-codes the food options sold in vending machines and food service areas to help employees, visitors, and guests easily discern the nutritional value of each item. According to the color-code, green-labeled items are the healthiest options and can be consumed often; yellow-labeled items are moderately hea”

“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 programs and services provided by sharp in fiscal year (fy) 2015 (october 1, 2014, through september 30, 2015). 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. Listing of community needs addressed in the sharp healthcare community benefit plan and report, fy 2015 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 2015 the following are examples of community benefit programs and services provided by sharp hospitals and entities in fy 2015. * 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 and the san diego food bank (sdfb); 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 support groups to the community. Sharp collaborated with local schools to promote interest in health care careers and made it”

“Section 3 - community benefit planning process for the past 19 years, sharp healthcare has based its community benefit planning on findings from a triennial community health needs assessment (chna) process as well as from the combination of expertise in programs and services of each sharp hospital and knowledge of the populations and communities served by those hospitals. Methodology to conduct the 2013 sharp healthcare community health needs assessments since 1995, sharp has participated in a countywide collaboration that includes a broad range of hospitals, health care organizations and community agencies to conduct a triennial chna. Findings from the chna, the program and services expertise of each sharp hospital, and knowledge of the populations and communities served by those hospitals combine to provide a foundation for community benefit planning and program implementation. To address the new requirements under section 501(r) within section 9007 of the affordable care act, and irs form 990, schedule h for not-for-profit hospitals, san diego county (sdc) hospitals engaged in a new, collaborative chna process. This process gathered both salient hospital data and the perspectives of health leaders and residents in order to identify and prioritize health needs for community members across the county, with a particular focus on vulnerable populations. Additionally, the process aimed to highlight health issues that hospitals could impact through programs, services and collaboration. In this endeavor, sharp collaborated with the hospital association of san diego and imperial counties (hasd&ic), the institute for public health (iph) at san diego state university (sdsu) and sdc hospital systems, including kaiser foundation hospital, san diego, palomar health, rady children's hospital, scripps health, tri-city medical center and uc san diego health system. The complete report of this collaborative process - the hasd&ic 2013 chna - is available for public viewing at http://www.hasdic.org. The results of this collaborative process significantly informed the 2013 chnas for each sharp hospital and individual hospital assessments were further supported by additional data collection and analysis and community outreach specific to the primary communities served by each sharp hospital. Additionally, in accordance with federal regulations, the sharp memorial hospital (smh) 2013 chna also includes needs identified for communities served by sharp mary birch hospital for women & newborns (smbhwn), as the two hospitals share a license, and report all utilization and financial data as a single entity to the office of statewide health planning and development (oshpd). As such, the smh 2013 chna summarizes the processes and findings for communities served by both hospital entities. The 2013 chnas for each sharp hospital help inform current and future community benefit programs and services, especially for high-need community members. This section describes the general methodology employed for sharp healthcare's 2013 chnas. Data collection and analysis as the study area for both the collaborative hasd&ic 2013 chna and the sharp 2013 chnas cover sdc, the hasd&ic 2013 chna process and findings significantly informed sharp's chna process and, as such, are described as applicable throughout the various chna reports. For complete details on the hasd&ic 2013 chna process, please visit the hasd&ic website at http://www.hasdic.org or contact lindsey wade, vice president, public policy at hasd&ic at [email protected]. For the hasd&ic 2013 chna process, the iph employed a rigorous methodology using both community input (primary data sources) and quantitative analysis (secondary data sources) to identify and prioritize the top health conditions in sdc. These health needs were prioritized based on the following criteria: * has a significant prevalence in the community * contributes significantly to the morbidity and mortality in sdc * disproportionately impact”

“Sharp is committed to the health and well-being of the community, and the findings of sharp's 2013 chnas will help to inform the activities and services provided by sharp to improve the health of the community members it serves. The 2013 chna process also generated a list of currently existing resources in sdc, an asset map, that address the health needs identified through the chna process. While not an exhaustive list of the available resources in san diego, this map will serve as a resource for sharp to help continue, refine and create programs that meet the needs of their most vulnerable community members. With the challenging and uncertain future of health care, there are many factors to consider in the development of programs to best serve members of the san diego community. The health conditions and health issues identified in this chna, including, but not limited to, health care and insurance access and education and information for all community members will not be resolved with a quick fix. On the contrary, these resolutions will be a journey requiring time, persistence, collaboration and innovation. It is a journey that the entire sharp system is committed to making, and sharp remains steadfastly dedicated to the care and improvement of health and well-being for all san diegans. The 2013 chnas for each sharp hospital are available online at http://www.sharp.com/about/community/community-health-needs-assessments or by contacting sharp healthcare community benefit at [email protected]. Determination of priority community needs: sharp healthcare sharp entities reviewed their 2013 chnas and used these assessments to help determine priority needs for the communities served by their hospitals. In identifying these priorities, sharp entities also considered the expertise and mission of its programs and services in addition to the needs of the unique, ever-changing demographics and health topics that comprise sharp's service area and region. Steps completed to prepare an annual community benefit report on an annual basis, each sharp hospital performs the following steps in 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 need for an ongoing focus on identified community needs or adds new identified community needs * reports on activities conducted in the prior fiscal year - fy 2015 report of activities * develops a plan for the upcoming fiscal year, including specific steps to be undertaken - fy 2016 plan * reports and categorizes the economic value of community benefit provided in fy 2015, 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 ongoing commitment to collaboration in support of its ongoing commitment to working with others on addressing community health priorities to improve the health status of sdc residents, sharp executive leadership, operational experts and other staff are actively engaged in the national american hospital association, statewide california hospital association, hasd&ic, and other local collaboratives, such as san diegans for healthcare coverage, the san diego food system alliance, hunger advocacy network, 2-1-1 san diego and the community health improvement partners behavioral health work team. 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 2015. Community organizations are listed alp”

“* mental health coalition * mental health first aid program - mha of san diego * miracle babies * mri joint venture board * national active and retired federal employees association * national alliance on mental illness * national association of neonatal nurses * national association of hispanic nurses, san diego chapter * national hospice and palliative care organization * national institute for children's health quality * national kidney foundation * national university * neighborhood healthcare community clinic * north county health project * peninsula shepherd senior center * perinatal safety collaborative * perinatal social work cluster * planetree board of directors * professional oncology network * public health nurse advisory board * recovery innovations - california * regional perinatal system * residential care council * rotary club of chula vista * rotary club of coronado * safety net connect * san diego community action network * san diegans for healthcare coverage * san diego association of diabetes educators * san diego association of directors of volunteer services * san diego association of governments public health stakeholder group * san diego black nurses association * san diego blood bank * san diego brain injury foundation * san diego coalition of mental health * san diego council on suicide prevention * san diego county breastfeeding coalition advisory board * 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 older adult behavioral health system of care 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 covered california collaborative * san diego dietetic association board * san diego east county chamber of commerce health committee * san diego emergency medical care committee * san diego eye bank nurses advisory board * san diego food bank * san diego food system alliance, healthy food access committee * san diego half marathon * san diego health information association * san diego healthcare disaster council * san diego hospice and palliative nurses association * san diego housing commission * san diego hunger 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 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 regional home care council * san diego rescue mission * san diego river park foundation * san diego-imperial council of hospital volunteers * san diego regional chamber of commerce * san diego rescue mission * san diego science alliance * san diego state university * san ysidro high school * santee chamber of commerce * say san diego * second chance * serving seniors * sigma theta tau international honor society of nursing * society of trauma nurses * south bay community services * south county action network * south county economic development council * southern california association of neonatal nurses * southern california earthquake alliance * southern caregiver resource center * special olympics * st. Paul's retirement homes foundation * st. Vincent de paul village * susan g. Komen breast cancer foundation * sweetwater union high school district * the meeting place * third avenue charitable organization * trauma center association of america * united service organizations council of san diego * university of cal”