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Sequoia Hospital

Community Benefit 2015 Report and 2016 Plan

TABLE OF CONTENTS Executive Summary 4 Mission, Vision, and Values 6 Our Hospital and Our Commitment 7 Description of the Community Served 9 Community Benefit Planning Process

Community Health Needs Assessment Process 11 CHNA Significant Health Needs 11 Community Benefit Plan Development Process 12 Planning for the Uninsured/Underinsured Patient Population 13

2015 Report and 2016 Plan Summary 14 Program Digests 16 Economic Value of Community Benefit 25 Appendices Appendix A: Community Board and Committee Rosters 26 Appendix B: Other Programs and Non-Quantifiable Benefits 28

Sequoia Hospital Community Benefit FY2015 Report and FY 2016 Plan 3

EXECUTIVE SUMMARY

• Sequoia Hospital serves the cities in central and southern San Mateo County, including cities of Belmont, San Carlos, Redwood City, Atherton, Portola Valley, Woodside and portions of Menlo Park, Foster City and San Mateo. There are approximately 220,000 residents in this area. San Mateo County is the most racially segregated and third most income segregated county in the Bay Area. Segregation limits social opportunity and leads to poor health. North Fair Oaks is an unincorporated area of San Mateo County adjacent to Redwood City, Atherton and Menlo Park with a population of 14,687. North Fair Oaks is one of the most distinctive cities on the entire Peninsula because of the large Hispanic population (73.1%). Sequoia Hospital’s community benefit initiatives reach residents of North Fair Oaks by conducting programs within this area in partnership with schools and community centers.

• The significant community health needs that form the basis of this report and plan were identified in the hospital’s most recent Community Health Needs Assessment (CHNA), which is publicly available at www.SequoiaHospital.org. Additional detail about identified needs, data collected, community input obtained, and prioritization methods used can be found in the CHNA report.

• The significant Sequoia Hospital community health needs identified are: o Preventing and/or Managing Health Conditions o Healthy Aging in Place o Child/Youth Healthy Development o Community Health Improvement o Improving Access to Health Care o Community Building

• In FY15, Sequoia Hospital took numerous actions to help address identified needs. These included:

o Blood pressure, diabetes and cholesterol screenings and education at adult and Community Centers

o Sequoia Community Care – Transitional Care o Make Time for Fitness Program, Redwood City School District partnership o Sequoia Hospital Health & Wellness Center o Emergency department physician services for indigent patients o San Mateo County Fall Prevention Task Force Steering Committee o Matter of Balance Class

• For FY16, the hospital plans to continue these efforts.

• The economic value of community benefit provided by Sequoia Hospital in FY15 was $20,463,639,

excluding unpaid costs of Medicare in the amount of $46,347,162.

• The hospital served 8,138 Medi-Cal patients in FY15, compared to 7,203 in FY14, a thirteen percent increase.

• This report and plan is publicly available at www.SequoiaHospital.org. The 2013 Community Health

Needs Assessment: Health & Quality of Life in San Mateo County is posted on the Sequoia Hospital website. Hard copies of the full assessment are available at the Administration Office at Sequoia Hospital and at Sequoia Hospital Health & Wellness Center at 749 Brewster Avenue, Redwood City,


CA. Hard copies of the Executive Summary of the 2013 CHNA have been distributed to the hospital’s Community Advisory Committee (CAC), Hospital Board members, Sequoia Hospital Foundation Board members, community partners and Sequoia Hospital leadership. The “Inside Dignity Health Bay Area Newsletter” is utilized for internal communication. An announcement of the report and link to the website was included. In addition, the newsletter highlights Community Benefit activities throughout the year. Sequoia uses social media platforms, such as Facebook and Twitter, to promote and distribute this important information externally to our broader community. The metrics of key Community Benefit programs also are included in the Annual Mission Integration report distributed to select hospital and Dignity Health committees.


MISSION, VISION AND VALUES Our Mission We are committed to furthering the healing ministry of Jesus. We dedicate our resources to: Delivering compassionate, high-quality, affordable health services; Serving and advocating for our sisters and brothers who are poor and disenfranchised; and Partnering with others in the community to improve the quality of life.

Our Vision A vibrant, national health care system known for service, chosen for clinical excellence, standing in partnership with patients, employees, and physicians to improve the health of all communities served.

Our Values Dignity Health is committed to providing high-quality, affordable healthcare to the communities we serve. Above all else we value:

Dignity - Respecting the inherent value and worth of each person. Collaboration - Working together with people who support common values and vision to achieve shared goals. Justice - Advocating for social change and acting in ways that promote respect for all persons. Stewardship - Cultivating the resources entrusted to us to promote healing and wholeness. Excellence - Exceeding expectations through teamwork and innovation.

Hello humankindness After more than a century of experience, we’ve learned that modern medicine is more effective when it’s delivered with compassion. Stress levels go down. People heal faster. They have more confidence in their health care professionals. We are successful because we know that the word “care” is what makes health care work. At Dignity Health, we unleash the healing power of humanity through the work we do every day, in the hospital and in the community.

Hello humankindness tells people what we stand for: health care with humanity at its core. Through our common humanity as a healing tool, we can make a true difference, one person at a time.


OUR HOSPITAL AND OUR COMMITMENT Dignity Health Sequoia Hospital is an accredited, not-for-profit community hospital providing innovative and exceptional health care to Bay Area residents since 1950. The hospital is located at 170 Alameda de las Pulgas in Redwood City, California, and serves the communities of San Mateo County. It affiliated with Dignity Health in 1996 under a management agreement and became wholly owned by Dignity Health in January 2008. Our facility is licensed for 208 beds, is served by more than 900 employees, and benefits from more than 500 physicians on staff offering a full range of medical, surgical and specialty programs. Sequoia’s Heart and Vascular Institute is a nationally known pioneer in advanced cardiac care, and is affiliated with the Cleveland Clinic Heart and Vascular Institute. Sequoia has received national recognition as one of America’s top 100 hospitals for cardiac care, as well as for superior patient safety from Healthgrades. Our Birth Center is consistently ranked as a favorite among Peninsula families, and we’re also known for our Center for Total Joint Replacement and comprehensive emergency care. Our new state-of-the-art Pavilion combines the most advanced medical and surgical services with a unique healing environment, including private, spacious rooms and inviting garden areas. Rooted in Dignity Health’s mission, vision and values, Sequoia Hospital is dedicated to delivering community benefit with the engagement of its management team, Community Board and Community Advisory Committee. The board and committee are composed of community members who provide stewardship and direction for the hospital as a community resource.

• The development and execution of the Community Benefit Implementation Plan is a priority of the Sequoia Hospital annual strategic plan. The Hospital president has administrative responsibility for the Community Benefit Implementation Plan. Sequoia Hospital’s Board of Directors is responsible for approving the Community Benefit Implementation Plan and oversees its development and implementation through the Hospital’s CAC.

• The CAC consists of community members representing a wide array of interests and perspectives.

The CAC includes two members of the Sequoia Hospital Board of Directors to ensure linkage between the Hospital Board and the CAC. CAC members serve up to two terms of three years each, represent diverse sectors of the community, and serve as catalysts for relationship building and partnering with organizations, businesses, and individuals in the community. (Appendix A)

• A multidisciplinary staff team works collaboratively to integrate and implement the Community

Benefit Plan. In addition to the individuals mentioned above, the team includes the director of the Sequoia Hospital Health & Wellness Center, the department responsible for implementing community outreach and health education programs. The Health & Wellness coordinator is responsible for data collection, reporting and analysis. The director of mission integration ensures coordination of the Community Benefit Plan with the hospital’s mission. The budgeting process for Sequoia Hospital’s Community Benefit activities is part of the hospital’s annual budget planning led by Sequoia’s chief financial officer.

• The CAC is responsible for approving the proposed Community Benefit priorities and providing

broad-level oversight to staff on program content, design, targeting, monitoring and evaluation, as well as program continuation or termination. The CAC meets quarterly and members serve to provide review and oversight for major initiatives and key community benefit programs.

• Members of the CAC serve on the Local Review Committee for the annual Dignity Health Sequoia

Hospital Community Grants Program. They ensure that the grants program supports the continuum


of care in the community offered by other not-for-profit organizations and aligns with Sequoia’s strategic plan and community benefit initiatives.

• Quarterly CAC meetings include: presentations addressing current community benefit initiatives;

highlights and program outcomes from community grants recipients; current community issues for older adults, youth and employers from expert community leaders and Sequoia’s strategic plan and building updates. Many CAC members attend and participate in the annual Make Time for Fitness fieldtrip. The Community Benefit FY 2015 and 2016 Plan receives final recommendations from the CAC prior to approval by the Board of Directors.

• The Health & Wellness Center staff brings a broad spectrum of experience and clinical expertise to

their work. They include public health practitioners, registered nurses, international board certified lactation consultants, certified childbirth educators, CPR instructors and occupational therapists. Staff from departments of Sequoia Hospital, including the diabetes treatment center, rehabilitation services, sleep center, pharmacy, pulmonary rehabilitation, spiritual care, nursing and nutrition services serve as advisors and respond to requests to participate in implementing community benefit programs.

Sequoia Hospital’s community benefit program includes financial assistance provided to those who are unable to pay the cost of their care, unreimbursed costs of Medicaid, subsidized health services that meet a community need, and community health improvement services. Our community benefit also includes monetary grants we provide to not-for-profit organizations that are working together to improve health on significant needs identified in our Community Health Needs Assessment. Many of these programs and initiatives are described in this report.


DESCRIPTION OF THE COMMUNITY SERVED The chart below represents Sequoia Hospital’s Core Service Area (CSA) 2014. The CSA is a subset of the primary geographic area and used for the purposes of strategic planning and represents 80% of the hospital in-patient discharges. ZIP ZIP City Inpatients ZIP ZIP City Inpatients Code Name St Count % Name St Count % 94070 San Carlos CA 801 11.80% 94402 San Mateo CA 109 1.61% 94061 Redwood City CA 710 10.46% 94027 Atherton CA 87 1.28% 94062 Redwood City CA 618 9.10% 94010 Burlingame CA 85 1.25% 94002 Belmont CA 431 6.35% 94019 Half Moon Bay CA 75 1.10% 94025 Menlo Park CA 417 6.14% 94401 San Mateo CA 73 1.08% 94063 Redwood City CA 405 5.97% 94301 Palo Alto CA 68 1.00% 94404 San Mateo CA 298 4.39% 94306 Palo Alto CA 64 .94% 94403 San Mateo CA 259 3.82% 94028 Portola Valley CA 50 .74% 94065 Redwood City CA 189 2.78% 94304 Palo Alto CA 22 .32% 94303 Palo Alto CA 144 2.12%

A summary description of the community is below, and additional community facts and details can be found in the CHNA report online.

• San Mateo County (SMC) residents are healthier than in many other places. However, the data also

demonstrates that preventable diseases are on the rise and so we must do more to prevent these diseases from occurring in the first place. It also shows that health is not distributed evenly across the population, and there are many communities that still do not experience good health and a high quality of life.

• Average salaries, adjusted for inflation, are currently well above the California average. The cost of living is higher in SMC than almost anywhere else in the nation. A single parent with two children must earn approximately $78,000 annually to meet the family’s basic needs. SMC housing rental and child-care costs exceed the state’s average. A total of 18.9 percent of SMC adults live below 200 percent of the Federal Poverty Level.

• Community Served (Source: © 2015 The Nielsen Company, © 2015 Truven Health Analytics Inc.) o Total Population: 448,055 o Hispanic or Latino: 25% o Race: 51.1% White, 2.5% Black/African American, 17.1% Asian/Pacific Islander,

0 .1% American Indian/Alaska Native, 3.8 % Two or More Races, 0.4% Other o Median Income: $100,841 o Uninsured: 3.8% o Medicaid*: 12.1% o Unemployed: 5.2% o No HS Diploma: 10.8% o CNI Score Median: 2.8 o Other Area Hospitals: 8 o Medically Underserved Areas or Populations: No

*Does not include individuals dually-eligible for Medicaid and Medicare.


Sequoia Hospital Community Need Index Map


COMMUNITY BENEFIT PLANNING PROCESS The hospital engages in multiple activities to conduct its community benefit and community health improvement planning process. These include, but are not limited to: conducting a Community Health Needs Assessment with community input at least every three years; using five core principles to guide planning and program decisions; measuring and tracking program indicators; and engaging the Community Advisory Committee and other stakeholders in the development and annual updating of the community benefit plan. Community Health Needs Assessment Process Adoption of the 2013 CHNA occurred on November 5, 2014. Sequoia Hospital participated in a community wide assessment process with the Healthy Community Collaborative (HCC) of San Mateo County to conduct the 2013 (seventh) edition of Community Health Needs Assessment: Health & Quality of Life in San Mateo County. Sequoia Hospital has been a member of the HCC since it was convened in 1994. HCC member organizations participating in the 2013 Community Assessment were Stanford Hospital & Clinics; Peninsula Healthcare District; SMC Human Service Agency; Seton Medical Center; Sequoia Hospital; Health Plan of San Mateo; SMC Health Department; Mills-Peninsula Health Services; San Mateo Medical Center; Lucile Packard Children’s Hospital at Stanford; Hospital Consortium of SMC; and Kaiser Permanente, San Mateo area. As with previous assessments, primary research was gathered through a telephone survey of adults in SMC, conducted by Professional Research Consultants, Inc. (PRC) on behalf of the HCC. PRC called a random sample of 1,000 adults. In addition, PRC called oversamples of 300 Coastside residents, 189 North Fair Oaks residents, 85 Black residents, and 150 low-income households. Secondary data collection, analysis and integration was conducted by Donovan Jones, Independent Consultant. The HCC has been fortunate to have the consistent and dedicated oversight provided by Scott Morrow, MD, MPH, MBA, FACPM, Health Officer in the San Mateo County Health System. Dr. Morrow also serves as co-chair of the HCC. The HCC created an SMC Assets and Opportunities Matrix that includes hospital members’ outreach efforts and investments in the community. We utilize this to determine the best way to complement each other’s outreach and community benefit endeavors in response to the 2013 CHNA results and focus group findings. We believe that together we can have a collective impact in our community. The 2013 Community Health Needs Assessment of the San Mateo County Community is available at www.SequoiaHospital.org. All previous reports are available at www.plsinfo.org/healthysmc/. Executive summaries have been distributed to Sequoia Hospital leadership, Hospital and Foundation Board members and our partners who participate in community benefit programs with Sequoia Hospital. CHNA Significant Health Needs In January 2013, the HCC convened a focus group, facilitated by ASR (Applied Survey Research) consisting of 20 members of county coalitions, community based organizations and community leaders representing the communities the hospitals serve. The 12 top health needs (see table below) and two sets of cross-cutting drivers (access and prevention & healthy communities) from the 2013 CHNA were presented. Participants provided additional drivers for these health needs, identified assets available to address these health needs and identified additional health needs that they felt were of note. Each of the top health needs (including cognitive issues they added and excluding the cross-cutting drivers) was ranked across four dimensions on a scale of 1 (no/low) to 3 (great/high). The dimensions were:

• Clear disparities or inequities exist • Presents a prevention/early intervention opportunity • Impacts quality of life


http://www.sequoiahospital.org/

• Is a priority The table below lists all of the health needs by their overall score, from greatest to least. Health Need/Condition Overall Average

Score Health Need/Condition Overall Average

Score Diabetes 2.69 Cancer 2.44 Obesity 2.60 Births 2.42 Poor mental health, suicide

2.59 Cognitive issues (Alzheimer’s, autistic spectrum)

2.30

Poor oral health 2.57 STDs/HIV-AIDS 2.29 Cardiovascular disease, heart attack, stroke (cerebrovascular disease)

2.56 Asthma & Respiratory Conditions 2.21

Substance abuse (ATOD)

2.56 Infectious disease** 2.10

Violence* 2.56 *Includes child abuse, domestic violence, elder abuse, gangs, and bullying.** Includes TB, Hepatitis B/C, pertussis, influenza, etc. Community Benefit Plan Development Process As a matter of Dignity Health policy, the hospital’s community benefit programs are guided by five core principles. All of our initiatives relate to one or more of these principles:

• Disproportionate Unmet Health-Related Needs: Seek to address the needs of communities with disproportionate unmet health-related needs.

• Primary Prevention: Address the underlying causes of persistent health problems through health promotion, disease prevention, and health protection.

• Seamless Continuum of Care: Emphasize evidence-based approaches by establishing operational linkages between clinical services and community health improvement activities.

• Community Capacity: Target charitable resources to mobilize and build the capacity of existing community assets.

• Collaborative Governance: Engage diverse community stakeholders in the selection, design, implementation, and evaluation of program activities.

The 2013 CHNA was presented to the Sequoia Hospital CAC by ST Mayer, director of health policy and planning for San Mateo County Health Department and member of the HCC. After a rich discussion, members advised top priorities to be considered in Sequoia’s 2014 Community Benefit Plan. Additionally, in sub-committee advisory meetings, members of the CAC reviewed current programs and advised that these programs and major initiatives remain relevant, are effectively addressing the health needs identified in the 2013 CHNA and should continue with enhancement. A second meeting of the CAC followed with a review of Sequoia Hospital’s major community benefit initiatives and program examples. New members actively participated in providing input. The 2013 CHNA will guide Sequoia Hospital’s community benefit initiatives for FY 2014-16. The HCC is actively planning for the 2016 CHNA for San Mateo County. Programs will be evaluated throughout the year utilizing input from our community advisors, partners, newly published data and our own program outcome measures data. This dynamic approach will allow us to respond to identified needs by revising program strategies and adding enhancements on a regular basis. It is our intention that programs that we sponsor for both the broad and vulnerable communities will contribute to containing the growth of community health care costs. Prevention is a driver of our programs.


The CNI, Community Assessments and relationships with community service organizations help us identify vulnerable populations with disproportionate unmet health needs (DUHN) that have a high prevalence or severity for a particular health concern that we can address with a program or activity. Sequoia Hospital will not be directly focusing on other issues identified in the 2013 CHNA such as mental health, oral health, violence or STD’s/HIV-AIDS because they are beyond the scope of our facility and are being addressed by other community based organizations.

Planning for the Uninsured/Underinsured Patient Population In keeping with its mission, the hospital offers patient financial assistance (including discounts and charity care) to those who have health care needs and are uninsured, underinsured, ineligible for a government program or otherwise unable to pay. The hospital strives to ensure that the financial capacity of people who need health care services does not prevent them from seeking or receiving care. The amount of financial assistance provided in FY15 is listed in the Economic Value of Community Benefit section of this report. Training sessions are held for all personnel in admitting, care coordination, patient financial services and cashier’s office to educate individuals in these departments about proper procedures for implementing the policy and informing patients of their payment options and obligations. Signs describing the “Patient Eligibility Assistance Program” and the “Notice of Community Service Obligation” are prominently displayed in the admitting and care coordination consultation areas. Additional training is provided whenever updates or changes are made to the policy or its implementation. To notify the general public, Dignity Health has announced the policy widely in local newspapers. Information about the policy is also posted at every point of registration in the Hospital and at the Health & Wellness Center. Staff in the Patient Financial Services department advises patients of the policy and how to apply. For those patients who are not eligible for government programs, Dignity Health wants to support these individuals by educating them about commercial exchanges and possible government subsidies. Dignity Health provides a health care exchange brochure in English and Spanish which is widely available throughout the hospital. The brochure directs individuals to a Dignity Health enrollment website and 24 hour phone support, both available in English and Spanish.


2015 REPORT AND 2016 PLAN

This section presents programs and initiatives the hospital is delivering, funding or on which it is collaborating with others to address significant community health needs. It includes both a report on activities for FY15 and planned programs with measurable objectives for FY16. SUMMARY Below are community benefit and community health programs and initiatives operated or substantially supported by the hospital in FY15, and those planned to be delivered in FY16. Programs that the hospital plans to deliver in 2016 are denoted by *.

1. Preventing and/or Managing Health Conditions: • Blood pressure, diabetes and cholesterol screenings and education at adult and Community

Centers* • Adult immunization clinics for Influenza, Pneumonia, Tetanus, Diphtheria, Pertussis,

Shingles* • Live Well with Diabetes Classes (Spanish and English)* • Living with Congestive Heart Failure Program* • Matter of Balance (English and Spanish) community classes* • Smoking cessation classes* • Eating for Health: nutrition advisory for community based organization’s meal programs in

underserved communities*

2. Healthy Aging in Place: • Sequoia Community Care* • Dignity Health Sequoia Hospital Community Grants Program for non-profit organizations* • Tai Chi/Fall Prevention at Twin Pines Adult Community Center* • Maturing Gracefully monthly lecture series at Belmont Library* • Lecture series for older adults at the Redwood City Library (starting in Spring 2016)*

3. Child/Youth Healthy Development:

• Lactation Education Center; WIC Partnership for Lactation Consultations* • New Parents Support Group and Adjusting to Parenthood Group* • Redwood City School District: Make Time for Fitness Program, school-community

partnerships * • Tdap vaccine clinics for school age children* • Sequoia Union High School District: Programs for addressing asthma, diabetes, CPR

training for teachers and 9th grade students, Impact Test concussion education and baseline testing, Make Time for Fitness leadership training and teen cardiac screening program*

• Sequoia Hospital Youth Volunteers/Mentoring*

4. Community Health Improvement: • Sequoia Hospital Health & Wellness Center

o education and support groups; health information and referral; and free space for non-profit groups focusing on community health*

5. Improving Access to Health Care:

• Financial assistance for uninsured/underinsured and low income residents*


• Health professionals education* • Emergency department physician services for indigent patients*

6. Community Building: • Redwood City/San Mateo County Chamber of Commerce Education Committee* • Get Healthy San Mateo County Task Force Advisory Council* • School Wellness committees: San Carlos, Redwood City, Sequoia Union High School

District* • Healthy Community Collaborative of San Mateo County (HCC) Co-Chair* • San Mateo County Paratransit Coordinating Council member* • Peninsula Family YMCA and Sequoia YMCA program advisory committee member* • Cañada College Human Services Advisory Board* • SFSU/ Cañada College Nursing Program* • San Mateo County Breastfeeding Advisory Committee* • San Mateo County Active Access Initiative Collaborative* • Sequoia Healthcare District Community Grants Review Committee member* • Redwood City 2020 Community Partner* • Sequoia Village Planning Committee member* • San Mateo County Readmissions Task Force* • Mental Health Association of San Mateo County board members* • San Mateo County Fall Prevention Task Force member and Steering Committee member*

Anticipated Impacts The anticipated impacts of specific program initiatives, including goals and objectives, are stated in the Program Digests on the following pages. Overall, the hospital anticipates that actions taken to address significant health needs will: improve health knowledge, behaviors, and status; increase access to care; and help create conditions that support good health. The hospital is committed to monitoring key initiatives to assess and improve impact. The Community Advisory Committee, hospital executive leadership, Community Board, and Dignity Health receive and review program updates. In addition, the hospital evaluates impact and sets priorities for its community benefit program by conducting Community Health Needs Assessments every three years. Planned Collaboration The creation of collaborations with community-based organizations, leadership in local networks and advocacy initiatives, local capacity-building initiatives is integral to Sequoia Hospital’s Community Benefit activities. Sequoia Hospital is a member of the Hospital Consortium of San Mateo County, which supports and advocates for many important health initiatives in the community. Members of Sequoia Hospital’s leadership team support many of our community’s not-for profit organizations by serving on boards, attending fundraising events and participating in initiatives led by the organizations. Strong collaborative relationships with community partners enable us to share resources and demonstrate ongoing commitment to our shared goals. Sequoia Hospital brings a broad, community-wide perspective to community benefit work as a champion for the health of the entire community. A partial list of organizations Sequoia collaborates with can be found above in Community Building. This community benefit plan specifies significant community health needs that the hospital plans to address in whole or in part, in ways consistent with its mission and capabilities. The hospital may amend the plan as circumstances warrant. For instance, changes in significant community health needs or in other community assets and resources directed to those needs may merit refocusing the hospital’s limited resources to best serve the community.


The following pages include Program Digests describing key programs and initiatives that address one or more significant health needs in the most recent CHNA report.

PROGRAM DIGESTS

Make Time for Fitness Significant Health Needs Addressed

X Preventing and/or Managing Health Conditions Healthy Aging in Place X Child/Youth Healthy Development X Community Health Improvement Improving Access to Health Care X Community Building

Program Emphasis X Disproportionate Unmet Health-Related Needs X Primary Prevention Seamless Continuum of Care X Build Community Capacity X Collaborative Governance

Program Description Make Time for Fitness (MTF) encourages healthy eating, physical activity, anti-bullying and avoidance of tobacco among elementary school students. Sequoia Hospital provides leadership, staff and funding to implement MTF in partnership with the Redwood City School District (RCSD), dedicated Wellness Committee, community partners and volunteers. Each year the program culminates in the Make Time for Fitness Day at Red Morton Park in Redwood City—a fun and educational fieldtrip for all fourth grade students in the district.

Planned Collaboration • Redwood City School District and Wellness Committee • Sequoia Union High School District • Redwood City Parks, Recreation and Community Services • Sodexo Education • San Mateo County Tobacco Prevention Program • UC Cal Fresh Nutrition Education Program • San Mateo County Public Health Nutrition • Safe Routes to School California • Sequoia Healthcare District

Community Benefit Category A1: Community Health Education F7: Community Building Activities

FY 2015 Report Program Goal / Anticipated Impact

Teach school-aged children and their families to recognize and adopt behaviors for lifelong good health.

Measurable Objective(s) with Indicator(s)

• Students were given a pre-test before introduction of the Make Time for Fitness workbook in the classrooms in April 2015. A post-test was given after the MTF event in May 2015.

• Written program evaluations were requested from teachers, volunteers and committee members immediately following the MTF fieldtrip. Results were reported to Superintendent of RCSD, planning committee members and will be utilized for future planning starting in September 2015.

Baseline / Needs Summary Key Finding 2011: Our children are not doing much better than adults in exhibiting healthy behaviors. This will severely impact their future health.

Intervention Actions for Achieving Goal

• The director of Sequoia Hospital Health & Wellness served on RCSD and SUHSD Wellness Committees.

• The “Eat Healthy, Stay Active, Be Tobacco Free” activity workbook was reviewed by professionals and revised for distribution to 4th Grade Classes in April 2015. Workbooks were completed in classrooms with teachers and taken home and shared with family members.

• A SF Giant Player Assembly (1-5th grades) was held as a school year kick-of at Henry Ford. The theme was teamwork, nutrition, physical activity and Drink Water First.

• A Make Time for Fitness planning and implementation committee was convened by the director of Health & Wellness. Members included community partners, volunteers, and members of the RCSD wellness committee.

• E-Cigarette education was added to the curriculum. • SUHSD students were selected by teachers to serve as leaders of interactive learning stations

at MTF (Tobacco, Yoga, Friendship Fitness, Farmer’s Market, and Water First). Training was


provided to all students, with the exception of Carlmont’s SOS providing Friendship Fitness. • Safe Routes to School assisted schools that walked to Red Morton Park plan safe walking

routes. • MTF in Red Morton Park took place on May 21, 2015. 11 Schools, 31 classes, 891 students,

and 178 volunteers attended. Program Performance / Outcome 400 students from 16 classes representing 8 schools participated in the Pre-Post Testing.

13 teachers representing 9 schools submitted evaluations following MTF. Key Findings: • 86% of students “Liked” the event (with over ½ liking it “A lot”). • 13/13 teachers rate the event as “Excellent to Good”. • 90% of students thought they learned a “Good amount or more”. • 11/13 teachers felt students learned “A lot to a Good amount”. • Students improved knowledge on select topics: tobacco (increased 22%) and fruits and

vegetables (increased 73 %). • There was an overall increase in students thinking about healthy choices for eating and

exercising. Overall: • The Make Time for Fitness program improved knowledge and was well-received by

community schools located in North Fair Oaks. • Educational interventions that included clearly defined learning objectives, key messages

delivered by leaders and teachers in verbal and visual format and multiple learning modalities such as classroom and fieldtrips resulted in greater learning and awareness.

Hospital’s Contribution / Program Expense

$36,089 Staff/supplies/transportation

FY 2016 Plan Program Goal / Anticipated Impact

Teach school-aged children and their families to recognize and adopt behaviors for lifelong good health.


• Students will be given a pre-test before introduction of the Make Time for Fitness workbook in the classrooms. A post-test will be given after the MTF Event.

• Written program evaluations will be requested from teachers, volunteers and committee members immediately following the MTF fieldtrip. Results will be reported to planning committee members and will be utilized for future planning.

• Pre and Post Test Questions will be revised to make sure they give the most accurate information on behavior change and knowledge.

Baseline / Needs Summary Key Finding 2011: Our children are not doing much better than adults in exhibiting healthy behaviors. This will severely impact their future health.


• The director of Sequoia Hospital Health & Wellness will serve on RCSD and SUHS wellness committees.

• A SF Giant Player Assembly will be planned at Selby Lane in August. The theme will be teamwork, nutrition, physical activity and Drink Water First.

• A Make Time for Fitness planning and implementation committee will be convened by the director of Health & Wellness. Members will include community partners, volunteers, and members of the RCSD wellness committee.

• MTF in Red Morton Park is scheduled for May 19, 2016. • Increased leadership and knowledge training for high school leaders will be addressed with

SUHS teachers. • Data and Evaluations from MTF 2015 will be utilized in all planning for 2016.

Sequoia Community Care Significant Health Needs Addressed

X Preventing and/or Managing Health Conditions X Healthy Aging in Place Child/Youth Healthy Development X Community Health Improvement X Improving Access to Health Care X Community Building

Program Emphasis X Disproportionate Unmet Health-Related Needs


X Primary Prevention X Seamless Continuum of Care X Build Community Capacity X Collaborative Governance

Program Description The Sequoia Community Care Program (SCC) is a Transitional Care Program designed to offer services and community resources to allow older adults discharged from Sequoia Hospital to recover safely and healthfully in their homes. Care Coordinators and Spiritual Care at the hospital level partner with a Transitional Care nurse to identify at risk patients who could benefit from services in their home. Program oversight occurs at the Health & Wellness Center (HUB) with data collection, secure messaging via Mobile MD to community partners, and on-going management and expansion of the program.

Planned Collaboration Sequoia Community Care is based on collaboration. Our community partners include but are not limited to: • Alzheimer’s Association • Catholic Charities CYO

o San Carlos Adult Day Services • Family Caregiver Alliance • Jewish Family and Children’s Services

o Seniors at Home • Peninsula Family Service (PFS) • Peninsula Volunteers

o Meals on Wheels o Rosener House

• Peninsula Jewish Community Center o Get up ‘n Go

• Samaritan House • Pathways Home Health, Hospice & Private Duty • Philips Lifeline

Community Benefit Category A3: Health Care Support Services FY 2015 Report

Program Goal / Anticipated Impact

SCC is intended to promote the successful recuperation of older adults after they return home from the hospital through a coordinated, collaborative effort between Sequoia Hospital social workers/discharge planners/spiritual care and community agencies with unique capacities to deliver the SCC strategy.


SCC strengthens patients understanding of the importance of their role in improved health overall and helps increase patient’s ability to remain in their home by utilizing community resources. • 30-day all cause readmission rates for eligible SCC Sequoia Hospital patients • Patient Activation Assessment • Patient Satisfaction Survey

Baseline / Needs Summary In the 2013 San Mateo County Health & Quality of Life Survey, 36.6% of responding seniors (aged 65 and older) lived alone. (North Fair Oaks, 94063, 40.3%)


• An information technology (IT) solution was identified and implemented to allow for efficient communication and organization among community agency providers as well as crucial communication with home health agencies, skilled nursing facilities and primary care physicians.

• Promoted inter-department communication. The Health & Wellness Center transitional care nurse attended daily Sequoia Hospital care coordination’s multi-disciplinary meetings.

• The director of Sequoia Hospital Care coordination and SCC team members served on the Readmission Task Force at Sequoia Hospital and on the San Mateo County Readmission Task Force.

• Coleman Care Transitions Interventions (CTI) model used by Transitional Care Nurse for all eligible clients.

• Congestive Heart Failure Disease management course offered to eligible patients. • Worked with care coordination, Sequoia Quality Care Network and local skilled nursing

facilities to establish new workflows. • SCC Partners Retreat held in August 2014 to discuss communication and collaboration. • Further developed the collaboration with San Mateo Medical Center to determine how to best

utilize the organizational resources of the program’s clinical partners to best serve patients discharged from SMMC and Sequoia Hospital.

•


Program Performance / Outcome Summary of Findings (2014 Applied Survey Research Report)-evaluation completed by client after participation in 30-day Sequoia Community Care Program • 7% of clients were re-admitted to the hospital within 30 days. • 176 clients were seen and 82 clients accepted SCC services. Nearly half (48%) of clients were

over 80 years old, more than half (57%) were female and three-quarters were White/Caucasian.

• A majority (over 90%) of clients chose Transitional Care Nurse (Care Transitions Intervention) and Meals-on-Wheels services. All of the Samaritan House (3 of 3) clients referred, accepted services.

• 88% of clients reported the program has helped maintain or improve their physical, cognitive, and/or emotional functioning.

• 82% of clients reported the program has helped reduce stress and helped clients recover from their illness.

• 91% of clients reported the program has helped them stay in their own home. • 94% of clients reported the program has helped them receive vital assistance with daily living. Patient Activation Assessment (FY15)-Assessed at 30-day final telephonic intervention. • Clients demonstrated a 57-66% increase in understanding purpose of medications, how to take

medications, possible side effects, along with agreeing to share medication list with MD. • Clients were between 61-72% better able to demonstrate understanding of warning signs of

when a health condition is worsening and how to respond. • Clients showed a 36% increase in ability to schedule a physician appointment.


$203,724 Staff/supplies


SCC is intended to promote the successful recuperation of older adults after they return home from the hospital through a coordinated, collaborative effort between Sequoia Hospital social workers/discharge planners/spiritual care and community agencies with unique capacities to deliver the SCC strategy.


SCC empowers clients to understand the importance of their role in successful improved health overall and increases patients ability to remain in their home. • 30-day all cause readmission rates for eligible SCC Sequoia Hospital patients • Patient Activation Assessment • Patient Satisfaction Survey

Baseline / Needs Summary In the 2013 San Mateo County Health & Quality of Life Survey, 36.6% of responding seniors (aged 65 and older) lived alone. (North Fair Oaks, 94063, 40.3%)


• Promote inter-department communication. The Health & Wellness Center transitional care nurse will attend daily Sequoia Hospital care coordination’s multi-disciplinary meetings.

• The director of Sequoia Hospital Care coordination and SCC team members will serve on the Readmission Task Force at Sequoia Hospital and on the San Mateo County Readmission Task Force.

• Work with care coordination, spiritual care, Sequoia Quality Care Network and local skilled nursing facilities to ensure workflows are running smoothly.

• SCC Partners Retreat to be held to discuss communication and collaboration. • SCC in collaboration with the Care Coordination Team at Sequoia Hospital has identified a

need to expand further into the vulnerable at risk population to include behavioral health, mental health, marginally housed and homeless clients. Establish a work flow for SCC hub and collaborative partners to address these needs.

• Establish cross-referral communication with transitional care personnel at Health Plan of San Mateo for the increasing patient population at Sequoia Hospital.

• There is also a need to establish a sustainability plan for the program in order to ensure we can all continue to serve our at-risk patients after discharge in the absence of outside funding.

• Dignity Health/Sequoia Hospital Grants program will support SCC program.

Senior Centers Blood Pressure & Diabetes Screenings Significant Health Needs Addressed

X Preventing and/or Managing Health Conditions Healthy Aging in Place Child/Youth Healthy Development


X Community Health Improvement X Improving Access to Health Care Community Building

Program Emphasis X Disproportionate Unmet Health-Related Needs X Primary Prevention X Seamless Continuum of Care X Build Community Capacity Collaborative Governance

Program Description

Older adult blood pressure screening is conducted monthly at six sites in the community. Services include free screenings for blood pressure and diabetes, monitoring screening results, one-on-one counseling, referrals to physicians for abnormal results, providing health education lectures and health articles for newsletters.

Planned Collaboration • Veteran’s Adult Community Center • Adaptive Physical Education Center • Twin Pines Adult Community Center • San Carlos Adult Community Center • Little House Adult Community Center • Fair Oaks Adult Activity Center

Community Benefit Category A1: Community Health Education A2: Community Based Clinical Services

FY 2015 Report Program Goal / Anticipated Impact

To enable individuals to be active participants in managing risk factors, connecting with their primary care physicians and improving their overall well-being.


Identify and manage, via early intervention, asymptomatic older adults with cardiovascular and/or endocrine risk factors. Encourage client engagement by tracking results monthly and offering consistent one-on-one expert follow-up by the same RN, thereby establishing trust. To ensure utilization of services the following will be tracked: • # of individual blood pressure screenings • # of referrals made to primary care physician for elevated blood pressure • # of participants receiving one-on-one counseling for elevated blood pressure • # of individual glucose screenings • # of referrals made to primary care physician for elevated glucose • # of participants receiving one-on-one counseling for elevated glucose levels • Annual satisfaction survey

Baseline / Needs Summary According to the 2013 Community Needs Assessment: 85.4% of the San Mateo County (SMC) adults exhibit at least one cardiovascular risk factor (i.e. smoking, no regular physical activity, high blood pressure, high cholesterol, or being overweight). The rate of diabetes in San Mateo County is up 2.5 times over the past 10 years. The greatest increases have been in whites, females and in those over 65 years of age. The 2013 CHNA finds 10% of the adult population has diabetes, which represents approximately 57,130 adults. The rate of diabetes in southern San Mateo County is 9.3%.


• Offered no cost screenings for, hypertension and diabetes, as well as counseling and routine monitoring at senior/community center sites.

• Explored opportunities to collaborate with Health Plan of San Mateo to offer chronic disease management classes at the Wellness Center for their patient population.

• Provided stroke awareness information, medication cards and monitored their use at monthly blood pressure screenings.

• Utilized the competencies of Sequoia Hospital clinicians and experts from our community partners to educate community members through lectures, screenings, newsletters and one-on-one consultations.

Program Performance / Outcome • 720 participants participated in monthly blood pressure screenings at six community centers. o 163 participants were hypertensive. o 74 participants were referred to physician for hypertensive issues and 4 were

referred for low or irregular heart rate. o 262 participants received individualized health counseling by an R.N. o Stroke awareness questionnaires were completed by participants at all centers.

• 157 participants participated in diabetes screenings held at three adult community centers. o 50 individuals were identified with elevated glucose o 22 individuals were referred to their physician, one on an urgent basis.


• Annual satisfaction survey completed at all screening sites. Patients noted that they were not able to see their doctor every month so this service was both convenient and an easy way to manage their blood pressure. Clients reported being able to monitor trends in their numbers thereby encouraging early intervention. Participants expressed appreciation for personalized, consistent, private, one-on-one professional RN counseling. Meetings were held with representatives of the centers to provide feedback and assisted with planning to expand, improve and advertise the free screenings.

• Provided 2 individualized CHF chronic disease management classes • Provided health articles for local adult community center publications.


$39,287 Staff/supplies


To enable individuals to manage risk factors, connect with their primary care physicians and improve their overall well-being.


Identify and manage, via early intervention, asymptomatic older adults with cardiovascular and/or endocrine risk factors. Encourage client engagement by tracking results monthly and offering consistent one-on-one expert follow-up by the same RN, thereby establishing trust. To ensure utilization of services the following will be tracked: • # of individual blood pressure screenings • # of referrals made to primary care physician for elevated blood pressure • # of participants receiving one-on-one counseling for elevated blood pressure • # of individual glucose screenings • # of referrals made to primary care physician for elevated glucose • # of participants receiving one-on-one counseling for elevated glucose levels • Annual satisfaction survey

Baseline / Needs Summary According to the 2013 Community Needs Assessment: 85.4% of the San Mateo County (SMC) adults exhibit at least one cardiovascular risk factor (i.e. smoking, no regular physical activity, high blood pressure, high cholesterol, or being overweight). The rate of diabetes in San Mateo County is up 2.5 times over the past 10 years. The greatest increases have been in whites, females and in those over 65 years of age. The 2013 CHNA finds 10% of the adult population has diabetes, which represents approximately 57,130 adults. The rate of diabetes in southern San Mateo County is 9.3%.


• Offer monthly no cost screenings for, hypertension and diabetes, as well as counseling and routine monitoring at senior/community center sites.

• Provide stroke awareness information, medication cards and monitor their use at monthly blood pressure screenings.

• Utilize the competencies of Sequoia Hospital clinicians and experts from our community partners to educate community members through lectures, screenings, newsletters and one-on-one consultations.

Sequoia Hospital Health & Wellness Center Significant Health Needs Addressed

X Preventing and/or Managing Health Conditions X Healthy Aging in Place X Child/Youth Healthy Development X Community Health Improvement X Improving Access to Health Care X Community Building

Program Emphasis Disproportionate Unmet Health-Related Needs Primary Prevention Seamless Continuum of Care X Build Community Capacity Collaborative Governance

Program Description The Sequoia Hospital Health & Wellness Center is an off-site building from Sequoia Hospital located in downtown Redwood City. The center has been open to the public since 1993. It exists solely for the purpose of providing Sequoia Hospital’s community health programs to the broader community and to the vulnerable. Services include, but not limited to: Lactation Center, health screenings, vaccination clinic, pre and post natal support and CPR classes. The Health & Wellness


Center provides a comfortable and convenient meeting space (3 separate conference rooms) available seven days a week including evenings free of charge. Administrative support staff is made available to community-based organizations and users of the center.

Planned Collaboration • For Those in Pain • Food Addicts in Recovery Anonymous (FA) Group • La Leche League • Mid-Peninsula Parents of Multiples • American Lung Association • Alzheimer’s Association • Pathways Home Health, Hospice & Private Duty • Hepatitis C Support • Meniere’s Disease Support • Pacific Chapter Neuropathy Association • Prostate Support • American Cancer Society • San Mateo County Breastfeeding Advisory Committee • San Mateo County Fall Prevention Task Force/ Stanford Medical Center • Hope House • Western Neuropathy Association

Community Benefit Category E3:f In-kind Donations – Services for orgs/community groups FY 2015 Report

No report for 2015 Sequoia Hospital is reporting on the Health & Wellness Center for the first time.


Sequoia Hospital's Health & Wellness Center provides wellness programs and community resources in a convenient, comfortable environment. We promote community health on a low-cost or no-fee basis and are open to everyone. Most classes are on-going throughout the year.


Provide space to non-profit organizations that align with the core values of Dignity Health To measure utilization the following will be tracked: • # of participants per program

Baseline / Needs Summary The CHNA reported on the Primary Source for Health Care Information. Survey findings reveal sharp differences in the use of the internet for health care information by demographics: utilization is particularly low among seniors, those with no education beyond high school, those living below the 200% poverty threshold, Blacks & Hispanics. Due to multiple large construction projects and a sharp increase in commercial rent rates, this facility is increasing in value to the community partners. We will continue doing this program because of the unique environmental challenges for non-profits in the Redwood City community.


• Provide on-going space for community organizations • Provide support, resources, and personnel to each community organization to ensure the

success of their community groups.

Dignity Health Sequoia Hospital Community Grants Significant Health Needs Addressed

X Preventing and/or Managing Health Conditions X Healthy Aging in Place X Child/Youth Healthy Development X Community Health Improvement X Improving Access to Health Care X Community Building

Program Emphasis X Disproportionate Unmet Health-Related Needs X Primary Prevention X Seamless Continuum of Care X Build Community Capacity X Collaborative Governance

Program Description Sequoia Hospital Dignity Health grant funds are used to support not for profit community based organizations to provide services to underserved populations (economically poor; women and children; mentally or physically disabled; or other disenfranchised populations).


Planned Collaboration Collaborations will be formed between Sequoia Hospital and organizations that can provide unique support services.

Community Benefit Category E2: Grants FY 2015 Report

Program Goal / Anticipated Impact

Develop strategic partnerships between community-based organizations and Sequoia Hospital. Resources are leveraged and address priority health issues in creative ways that have a direct, positive, measureable and lasting impact on the health of identified individuals in our community.


Sequoia Hospital Dignity Health’s Community Grant Program awards grants to organizations that partner together and whose proposals respond to the priorities identified in the health assessment and/or the community benefit plan of the hospital. • Lead applicant must be a 501(c)(3) nonprofit organization and serve as the fiscal agent. • Project or program must be in response to the health priorities identified in Sequoia Hospital’s

CHNA or Community Benefit Implementation Plan. • Target population to be served must include identified communities of concern and project to

be funded must comprise three or more partnering organizations with clearly defined roles and should be linked to Sequoia Hospital.

• Each partner will have a clearly defined role with measurable objectives and indicators. • Proposals will identify the type of change expected and over what time period program

progress will be measured. • Proposals will include a sustainability plan for the project after funding is completed.

Baseline / Needs Summary The current economy continues to provide multiple challenges for non-profit agencies in our service area. At a time when more individuals require and seek services, budgets are being reduced at unprecedented rates. Teams that work collaboratively can obtain greater resources, recognition and reward when facing competition for finite resources.


• Reviewed current Sequoia Hospital Initiatives and Strategic Plan and identified where the Community Grant Program could be utilized to create collaborative relationships between the hospital and among community-based organizations to better serve our community.

• All prospective applicants submitted one joint Letter of Intent, which briefly described the project and all partnering organizations.

• After Letters of Intent were reviewed by the Local Review Committee (LRC), a full proposal was requested from applicants whose projects best addressed Dignity Health’s Community Grants Program priorities.

• The LRC finalized recommendations for funding and submitted to Dignity Health Corporate. • Grants were awarded in January 2015.

Program Performance / Outcome 2015 Grant Awardees: Note: CY15 results will be reported in January 2016 Collaborative • Fiscal agent – Peninsula Family Service • Health priority identified – Healthy Aging in Place • Target population – Community hospital/care setting to home transition services facilitated

recovery and improved outcomes for older adults age 50+ who had risk factors for hospital admission or readmission, such as isolation, language and cultural barriers, inadequate support systems or disabilities.

• Collaborative partner and role: o Peninsula Family Service (PFS) – social services o Jewish Family and Children’s Services (Seniors at Home) – private duty o Peninsula Jewish Community Center (Get up ‘n Go) – transportation o Peninsula Volunteers (Meals on Wheels) - Meals o Samaritan House – Primary Care

• Hospital link: Sequoia Hospital’s Health & Wellness Center. • Proposal included both measurable goals as well as a sustainability plan. Collaborative B • Fiscal agent – Peninsula Volunteers, Inc. • Health priority identified – Healthy Aging in Place • Target population – Services of the Memory Care and Caregiving Collaborative are designed

to keep individuals living with dementia and their caregivers healthy, active and independent, living in their own homes with supportive services. The collaborative worked to help newly discharged adults recuperate successfully, avoided hospitalization when possible and


improved their quality of life. The collaborative addressed the isolation and depression of caregivers and the need for a stimulating therapeutic environment to stabilize the medical conditions and functioning levels of individuals with dementia.

• Collaborative partner and role: o Alzheimer’s Association – Education o Catholic Charities CYO (San Carlos Adult Day Services) – Adult Day Services o Family Caregiver Alliance and Peninsula Volunteers (Rosener House) – Adult Day

Services • Hospital link: Sequoia Hospital’s Health & Wellness Center. • Proposal included both measurable goals as well as a sustainability plan.


$109,878 was awarded to approved collaboratives in January 2015.


Developing strategic partnerships between community-based organizations and Sequoia Hospital. Resources are leveraged and address priority health issues in creative ways that have a direct, positive, measureable and lasting impact on the health of identified individuals in our community.


Sequoia Hospital Dignity Health’s Community Grant Program awards grants to organizations that partner together and whose proposals respond to the priorities identified in the health assessment and/or the community benefit plan of the hospital. • Lead applicant must be a 501(c)(3) nonprofit organization and serve as the fiscal agent. • Project or program must be in response to the health priorities identified in Sequoia Hospital’s

CHNA or Community Benefit Implementation Plan. • Target population to be served must include identified communities of concern and project to

be funded must comprise three or more partnering organizations with clearly defined roles and should be linked to Sequoia Hospital.

• Each partner will have a clearly defined role with measurable objectives and indicators. • Proposals will identify the type of change expected and over what time period program

progress will be measured. Proposals will include a sustainability plan for the project after funding is completed.

Baseline / Needs Summary The current economy continues to provide multiple challenges for non-profit agencies in our service area. At a time when there is a growing population of vulnerable, medically fragile older adults requiring and seeking services, budgets are being reduced at unprecedented rates. Teams that work collaboratively can obtain greater resources, recognition and reward when facing competition for finite resources.


• Review current Sequoia Hospital Initiatives and Strategic Plan and identify where the Community Grants Program can be utilized to create collaborative relationships between the hospital and among community-based organizations to better serve our community.

• Identify a collaborative with services addressing behavioral health, mental health, marginally housed and homeless clients as identified by SCC collaboration as a need.

• All prospective applicants will submit one joint Letter of Intent, which briefly describes the project and all partnering organizations.

• After Letters of Intent are reviewed by the Local Review Committee (LRC), a full proposal will be requested from applicants whose projects best address Dignity Health’s Community Grants Program priorities.

• The LRC will finalize recommendations for funding and submit to Dignity Health Corporate. • Recipients will be announced in December 2015. • Program(s) will be implemented January – December 2016.


ECONOMIC VALUE OF COMMUNITY BENEFIT

The above costs are actual costs calculated using cost account methodology.


APPENDIX A: COMMUNITY BOARD AND COMMITTEE ROSTER

Betty Till, Chair Liaison to Sequoia Hospital Board Executive Coach, LifeWork Solutions Belmont, CA Tina Acree Business Agent AFSCME, Council 57 Belmont, CA John Baker, Ed.D. Superintendent, RWC School District Redwood City, CA Christopher Beth Director, Redwood City Parks, Recreation and Community Services Department Redwood City, CA Jan Christensen (retired 2015) Superintendent, RWC School District Redwood City, CA Sandra Coolidge Vice President of Admissions, Community Relations and Philanthropy Pathways Home Health, Hospice & Private Duty Sunnyvale, CA Ted Hannig Attorney, Hannig Law Firm Redwood City, CA Susan Houston Director, Older Adult Services Peninsula Family Service San Mateo, CA Jorge Jaramillo Pres, Hispanic Chamber of Commerce San Mateo, CA Shelly Masur (retired 2015) Redwood City School District Board Redwood City, CA

Don Mattei Office of Homeland Security & Office of Emergency Services Redwood City, CA Scott McMullin Co-chair, Sequoia Village San Carlos, CA Rev. Dr. G. Penny Nixon Senior Minister Congregational Church of San Mateo San Mateo, CA Sharon Peterson (retired 2015) Samaritan House Operations Director San Mateo, CA Melissa Platte Executive Director Mental Health Association of San Mateo County Redwood City, CA Marie President, MD Member, Medical Staff Sequoia Hospital Melanie Rogers DES Architects – HR Director Redwood City, CA Paula Uccelli Uccelli Foundation Redwood City, CA Jason Wong, M.D. Samaritan House Medical Director of Health Services San Mateo, CA STAFF Sequoia Hospital 170 Alameda de las Pulgas Redwood City, CA 94062-2799 Tom Harshman (retired 2015) Director, Mission Integration


http://www.redwoodcity.org/parks/index.html

http://www.redwoodcity.org/parks/index.html

William Graham Liaison to Sequoia Hospital Board President JoAnn Kemist, M.S. (retired 2014) Vice President Development and Community Relations/President of Foundation

Gail Rudolph President of Foundation Glenna Vaskelis (retired 2015) President/CEO Marie Violet Director, Health & Wellness


APPENDIX B: OTHER PROGRAMS AND NON-QUANTIFIABLE BENEFITS The hospital delivers a number of community programs and non-quantifiable benefits in addition to those described elsewhere in this report. Like those programs and initiatives, the ones below are a reflection of the hospital’s mission and its commitment to improving community health and well-being.

• A crucial service provided by the Health & Wellness Center nurtures healthy families by offering

breastfeeding support for new parents. The Community Lactation Services Team is made up of International Board Certified Lactation Consultants who are also registered nurses. They staff a community advice line called the Lactation “Calm Line”, which responds to hundreds of calls each year. Lactation staff also facilitates the New Parents Support Group offered at the Health & Wellness Center open to the community. This past year 1068 new parents participated in this free group that provides information and emotional support after the birth of a baby.

• Sequoia Hospital recognizes the importance of offering hands-on training opportunities for our future health professionals and dedicates a significant amount of staff time for this purpose. During FY 2015, Sequoia staff mentored students in the following areas: clinical chaplaincy, phlebotomy, paramedic, pharmacy, physical therapy, physician’s assistants, radiation oncology, radiology, health & wellness, care coordination and respiratory therapy. In total, more than 18,940 hours valued at $1,370,516 were dedicated to the direct training of 195 individuals across these health professions.

• Skin Integrity Task Force - Improves Patient Care and Reduces Waste o Lynne Grant, nursing administration, participated in the Skin Integrity Task Force. A

collaboration between Dignity Health’s Supply & Service and Resource Management (SSRM) team and a group of eight certified wound, ostomy, and continence nurses within the Dignity Health system (including Lynne). The Task Force conducted a rigorous seven-month evaluation on skin care and advanced wound care products. Together, they developed evidence-based formulas to improve patient care while reducing unnecessary cost and waste, helping to identify a 16 percent savings opportunity across our system of hospitals.

o Aspects of their evaluation included reviewing product quality, performance, and appropriate utilization. The end purpose was to validate that the product selection met performance expectations while supporting the mitigation of product waste and cost containment through product standardization and the development of product formularies.

• Sequoia Hospital provided patients at Samaritan House free clinic with lab, radiology,

mammography and other outpatient services at no cost. In FY15, Sequoia provided $294,952 in free services for 1530 patients. Without Sequoia’s support these services would not be available to the clinic’s patients. In addition, the Sequoia Hospital Diabetes Center provides free one-on-one consultations and glucose meter instruction for patients who are unable to pay for these services.

• Dignity Health Sequoia Hospital was presented with a Legacy Award by the Redwood City San Mateo County Chamber of Commerce February 6, 2015. Legacy Awards are given to organizations which have been vital contributing partners to Redwood City and active members of the Chamber for more than 50 years.

• Green Team Report:

o In the month of February Sequoia hit a new high of recycling over 30% of all our waste (over 29,000 Pounds recycled). This was done due to recycle champions in OR where they are capturing many items that in the past were going to the landfill. In particular they have focused on Blue Wrap and many other plastic related items.


https://collaboration.dignityhealth.org/sites/SequoiaHR/TheInsider/Lists/Posts/Post.aspx?ID=38

o 40% is our New Goal. We are doing this through creative recycling which includes: Ink Cartridges Light Bulbs Batteries Food and Landscape Composting Grease / Oil from the Kitchen Various Stryker Items Scrap Metal Confidential Paper Mixed Recycle (Green containers throughout the hospital)


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