To improve the health status of the communities our member
hospitals serve, the Hospital Council fosters collaboration
between our members and community stakeholders to find solutions
to promote good health and high-quality care services.
Hospital Council also provides a broad range
of services to support member hospital manage the
delivery of care in their communities. Services include cost
effective projects, education programs, publications and the
fostering of relationships with vendors who offer products
or services that help health care facilities avoid costs, recover
revenue, and reduce operating and capital expenses.
Hospital Council members receive Council Connect,
our electronic newsletter that shares everything we’re
working on for you.
In articles as diverse as our membership — from rural
to urban, and Sierra to sea — we spotlight the
individuals and institutions who are moving the ball forward,
while also sharing news on new ideas and innovative approaches
from our endorsed business partners.
On March 6, Hospital Council convened a call with health
officers and health systems in Sacramento and Placer counties to
address the community’s response to COVID-19. For more
information, contact Brian Jensen at bjensen@hospitalcouncil.org.
On March 5, Hospital Council convened Alameda and
Contra Costa County community benefit leaders to plan for a
roll-out of the community health needs assessment and hospital
community benefit plans. Meetings with county supervisors
will take place in early summer; Hospital Council will release a
one-page summary in mid-summer. For more information, contact
Rebecca Rozen at rrozen@hospitalcouncil.org.
On March 4, Hospital Council’s Santa Clara Section received
an update from Santa Clara County Deputy Health Officer George
Han, MD, on the rapidly evolving COVID-19 situation. Attendees
also heard from Barbara Glaser, senior legislative advocate at
the California Hospital Association, on 2020 legislative
priorities and the state budget. For more information, contact Jo
Coffaro at jcoffaro@hospitalcouncil.org.
On March 3, Hospital Council convened Contra Costa County
emergency department leaders for a demonstration on reviewing,
downloading, and updating their data in the county’s ambulance
patient offload time online dashboard (FirstWatch). Accuracy is
paramount, as the Contra Costa EMS Agency is submitting these
data to the state and ambulance providers have previously used
these data to argue for penalizing hospitals with excessive wait
times. For more information, contact
Rebecca Rozen at rrozen@hospitalcouncil.org.
On Feb. 25, Hospital Council met with newly elected San
Francisco Board Supervisor Dean Preston, who is highly focused on
housing and affordability issues. For more information, contact
Michon Coleman at mcoleman@hospitalcouncil.org.
On Feb. 24, the San Francisco Section met to hear from San
Francisco Police Chief Bill Scott, who expressed a desire for
continued partnership with hospitals as the city works to address
homelessness and mental health issues. The section also heard
from San Francisco Health Officer Tomas Aragon, MD, who provided
an update on the city’s response to COVID-19. For more
information, contact Michon Coleman at mcoleman@hospitalcouncil.org.
Rebecca Rozen is completing a round of introductory
meetings with new district directors for state and federal
legislators representing the East Bay. To date, meetings have
been held with new district directors, as well as staff with
state Senator Nancy Skinner
(D-Berkeley), Assemblymember Rob Bonta (D-Alameda)
and Congressman Eric Swalwell (D-CA 15th District). For more
information, contact Rebecca Rozen at rrozen@hospitalcouncil.org.
Last year, Hospital Council encouraged the Sacramento County
Emergency Medical Services Agency (SCEMSA) to launch the
Emergency Medical Advisory Group (EMAG). Recognizing the vital
role SCEMSA plays in the community’s health, the advisory group
helps to address staffing and performance challenges and creates
a venue for program improvement.
EMAG includes executive-level representatives from Dignity
Health, Sutter Health, UC Davis Health, and Kaiser Permanente.
After holding its two initial meetings last year, it met on
February 13 to:
Identify what data elements the local emergency medical
services (EMS) agency needs to collect and analyze to drive
quality improvement with ambulance providers and hospitals
Decide what staff resources are needed to perform current and
emerging EMS programs
Determine the budget needed to support SCEMSA so that health
care providers can advocate with policymakers on SCEMSA’s
behalf
Consider how to communicate the need for these changes to an
audience of decision-makers who are not versed in EMS
issues
The next EMAG meeting will take place on April 9. Hospital
Council staff convenes conference calls with the EMAG’s hospital
members and their staff before and after each official meeting to
help the field stay unified in addressing issues.
A recent Hospital Council Board of Directors meeting featured a
presentation from Margot Kushel, MD, who made the compelling
case that the surge in hospitals caring for homeless patients
will not be resolved until a community’s housing balance is
right. Following that presentation, board members Gino Patrizio,
CEO, Memorial Medical Center, and Daniel Wolcott, President,
Adventist Health Lodi Memorial, decided to examine the
communities they serve through that lens. At the joint meeting of
the San Joaquin-Mother Lode and Stanislaus-Merced Sections on
February 27, attendees heard from Stanislaus County CEO Jody
Hayes and colleagues from his office and the Stanislaus Regional
Housing Authority presented on the housing side of homelessness
in their County.
The presentation described the optimal continuum of housing stock
which ascends from emergency shelters to transitional housing to
permanent supportive housing to low income/workforce housing to
market-rate rental housing to home ownership. Hayes made the
point that nearly all the public and political focus is currently
on the lower end of the spectrum – emergency shelters,
transitional housing, and permanent supportive housing. Unless
there is sufficient stock of the housing types in the
upper half of the range, there will always upward pressure on
housing prices and downward pressure squeezing low-income members
of the population into poorer housing types and onto the streets.
In the same way that health systems are increasing looking
upstream by addressing social determinants of health, communities
must look upstream in the housing supply to eventually eliminate
unsheltered homelessness. Hospitals may begin to engage even more
in this aspect of solving homelessness, in addition to providing
clinical care and coordinating discharges to appropriate
settings.
The balance of the meeting consisted of an open CEO roundtable
discussion of hospital challenges, concerns, and emerging trends
and a conversation about quality initiatives with new Hospital
Quality Institute President Robert Imhoff.
As part of its public advocacy efforts, the Hospital Council
brings hospitals together to collaborate on community health
needs assessments (CHNAs). Hospitals can be a catalyst to lead
the community in addressing the most pressing health needs. The
CHNAs provide a data-driven understanding of these needs, and
empowering hospitals to form coalitions with community partners,
government agencies, elected officials, civic groups and the
media, to address and improve community-wide health issues.
The Santa Clara County Community Benefits Hospital Coalition
consists of nonprofit hospitals/systems and the Hospital Council
of Northern and Central California, in partnership with the Santa
Clara County Public Health Department.
The Coalition’s goal for the 2019 Community Health Needs
Assessment is to collectively gather community feedback and
secondary data about health status. With this assessment,
hospital members will then develop implementation strategies to
help tackle these needs and continue to improve the health status
of the communities they serve.
The 2019 San Francisco Community Health Needs Assessment has been
released, and will be the topic of an Oct. 22 breakfast hosted by
Hospital Council and the San Francisco Health Improvement
Partnership.
The Hospital Council Northern and Central California, the
Hospital Association of Southern California (HASC) and the
Hospital Association of San Diego and Imperial
Counties (HASDIC) partner to offer hospitals
tools needed to support the development of a strategic
approach for managing and compensating a workforce that
contributes to the success of the organization.
The Hospital Council commissions reports to estimate the economic
impact of hospitals and hospital-related spending in the region.
These reports are critical to both our public and political
advocacy.
Prior reports are available by using the Search feature on this
website.
Hospitals in Santa Clara County are strong drivers in the local
economy, deliver high quality patient care, provide “safety net”
services to residents in need, improve community health outcomes
and serve as a vital element in the region’s emergency response
plans.
Hospitals and hospital-related spending, such as long-term care
facilities, generate $18.5 billion in spending annually, 91,936
jobs in the county and $10.7 billion in labor earnings. Hospitals
in Santa Clara County provide approximately $4 billion annually
in charity care, Medi-Cal shortfall and a wide range of other
community benefits.
This report, commissioned by the Hospital Council, estimates the
economic impact of hospital spending in the Central Valley
(Fresno, Kings, Madera, and Tulare counties). Financial
data used for this report was collected from the State of
California Office of Statewide Health Planning and Development
(OSHPD) fro the most recent year, 2014-2015.
Hospital and hospital-related spending in the Central Valley
generated $19.5 billion and 130,723 jobs.
This report, commissioned by the Hospital Council – Northern and
Central California, estimates the economic impact of hospital
spending in the Northern San Joaquin Valley (Alpine, Amador,
Calaveras, Mariposa, Merced, San Joaquin, Stanislaus and Tuolumne
counties).
This report shows that hospitals and hospital-related spending in
the Northern San Joaquin Valley generate $6.52 billion in
spending annually and 40,928 jobs.
The Endorsed Business Partner Program was established to provide
cutting-edge and cost-effective solutions for our member
hospitals. The vendors selected are expected to meet high
quality standards and offer products or services that help health
care facilities avoid costs, recover revenue, reduce operating
and capital expenses, improve management and quality, increase
productivity, develop staff resources and apply new strategies.
The American Red Cross operates two distribution sites and five
blood donation centers providing hospitals with lifesaving blood
products 24 hours a day, 365 days a year. The Blood Purchasing
Services provide competitive pricing for blood products and
services to hospitals.
Atlas Lift Tech combines clinical and operational experience with
innovate solutions to build custom Safe Patient Handling and
Movement (SPHM) programs for any type of hospital. Atlas
understands the various, complex challenges of SPHM programs and
we understand the obstacles facing each program are as different
as facilities themselves.
Atlas is a health care services outsourcing company that provides
hospitals with effective, lower cost Safe Patient Handling and
Mobility programs. Atlas has created and implemented these
hospital programs in response to significant and rising injury
insurance claims by nursing staff as well as sweeping new SPHM
compliance legislation.
ButterFLi is a multi-channel rideshare platform with a focus on
assisted, on-demand and scheduled rides. It’s an ADA compliant
transit company that is changing the way assisted movility is
delivered to people with disabilities.
Schedule via mobile, web-based apps or a 24/7 call center
Average turn-around time is 30-45 minutes
Utilizes 100-plus providers across California
Driver assists rider in and out of vehicle, and
door-thru-door
Patient-in-gurney, wheelchair and ambulatory transportation
options available
This comprehensive report will help you better understand the
forces and trends affecting healthcare HR — and what challenges
and opportunities they present. It is based on research from some
our field’s most trusted sources and covers a multitude of
topics:
The Hospital Council Northern & Central California and the
Hospital Association of Southern California have come together to
create a statewide business partner program called California
Hospital Share (CHS).
Council Connect
Council Connect
Your twice-monthly briefing on how we're working for you
Hospital Council members receive Council Connect, our electronic newsletter that shares everything we’re working on for you.
In articles as diverse as our membership — from rural to urban, and Sierra to sea — we spotlight the individuals and institutions who are moving the ball forward, while also sharing news on new ideas and innovative approaches from our endorsed business partners.
RVP Roundup
Hospital Executives Advise Sacramento County EMS Agency
Last year, Hospital Council encouraged the Sacramento County Emergency Medical Services Agency (SCEMSA) to launch the Emergency Medical Advisory Group (EMAG). Recognizing the vital role SCEMSA plays in the community’s health, the advisory group helps to address staffing and performance challenges and creates a venue for program improvement.
EMAG includes executive-level representatives from Dignity Health, Sutter Health, UC Davis Health, and Kaiser Permanente. After holding its two initial meetings last year, it met on February 13 to:
The next EMAG meeting will take place on April 9. Hospital Council staff convenes conference calls with the EMAG’s hospital members and their staff before and after each official meeting to help the field stay unified in addressing issues.
Tackling Homelessness in the Northern San Joaquin Valley
A recent Hospital Council Board of Directors meeting featured a presentation from Margot Kushel, MD, who made the compelling case that the surge in hospitals caring for homeless patients will not be resolved until a community’s housing balance is right. Following that presentation, board members Gino Patrizio, CEO, Memorial Medical Center, and Daniel Wolcott, President, Adventist Health Lodi Memorial, decided to examine the communities they serve through that lens. At the joint meeting of the San Joaquin-Mother Lode and Stanislaus-Merced Sections on February 27, attendees heard from Stanislaus County CEO Jody Hayes and colleagues from his office and the Stanislaus Regional Housing Authority presented on the housing side of homelessness in their County.
The presentation described the optimal continuum of housing stock which ascends from emergency shelters to transitional housing to permanent supportive housing to low income/workforce housing to market-rate rental housing to home ownership. Hayes made the point that nearly all the public and political focus is currently on the lower end of the spectrum – emergency shelters, transitional housing, and permanent supportive housing. Unless there is sufficient stock of the housing types in the upper half of the range, there will always upward pressure on housing prices and downward pressure squeezing low-income members of the population into poorer housing types and onto the streets. In the same way that health systems are increasing looking upstream by addressing social determinants of health, communities must look upstream in the housing supply to eventually eliminate unsheltered homelessness. Hospitals may begin to engage even more in this aspect of solving homelessness, in addition to providing clinical care and coordinating discharges to appropriate settings.
The balance of the meeting consisted of an open CEO roundtable discussion of hospital challenges, concerns, and emerging trends and a conversation about quality initiatives with new Hospital Quality Institute President Robert Imhoff.
Community Health Needs Assessments
Community Health Needs Assessments
As part of its public advocacy efforts, the Hospital Council brings hospitals together to collaborate on community health needs assessments (CHNAs). Hospitals can be a catalyst to lead the community in addressing the most pressing health needs. The CHNAs provide a data-driven understanding of these needs, and empowering hospitals to form coalitions with community partners, government agencies, elected officials, civic groups and the media, to address and improve community-wide health issues.
Central Valley Community Health Needs Assessment – 2019
Fresno, Madera, Tulare, and Kings Counties
Hospitals collaborated on the 2019 Community Health Needs Assessment.
Santa Clara County Community Benefits Hospital Coalition
The Santa Clara County Community Benefits Hospital Coalition consists of nonprofit hospitals/systems and the Hospital Council of Northern and Central California, in partnership with the Santa Clara County Public Health Department.
The Coalition’s goal for the 2019 Community Health Needs Assessment is to collectively gather community feedback and secondary data about health status. With this assessment, hospital members will then develop implementation strategies to help tackle these needs and continue to improve the health status of the communities they serve.
SF Community Health Needs Assessment (CHNA)
The 2019 San Francisco Community Health Needs Assessment has been released, and will be the topic of an Oct. 22 breakfast hosted by Hospital Council and the San Francisco Health Improvement Partnership.
Compensation & Employee Benefits Survey Reports
Compensation & Employee Benefits Survey Reports
The Hospital Council Northern and Central California, the Hospital Association of Southern California (HASC) and the Hospital Association of San Diego and Imperial Counties (HASDIC) partner to offer hospitals tools needed to support the development of a strategic approach for managing and compensating a workforce that contributes to the success of the organization.
Economic Impact Reports
Economic Impact Reports
The Hospital Council commissions reports to estimate the economic impact of hospitals and hospital-related spending in the region. These reports are critical to both our public and political advocacy.
Prior reports are available by using the Search feature on this website.
Economic and Health Impact of Hospitals in Santa Clara County
2017
Hospitals in Santa Clara County are strong drivers in the local economy, deliver high quality patient care, provide “safety net” services to residents in need, improve community health outcomes and serve as a vital element in the region’s emergency response plans.
Hospitals and hospital-related spending, such as long-term care facilities, generate $18.5 billion in spending annually, 91,936 jobs in the county and $10.7 billion in labor earnings. Hospitals in Santa Clara County provide approximately $4 billion annually in charity care, Medi-Cal shortfall and a wide range of other community benefits.
Economic Impact of Fresno/Madera and Tulare/Kings Hospitals
2016
This report, commissioned by the Hospital Council, estimates the economic impact of hospital spending in the Central Valley (Fresno, Kings, Madera, and Tulare counties). Financial data used for this report was collected from the State of California Office of Statewide Health Planning and Development (OSHPD) fro the most recent year, 2014-2015.
Hospital and hospital-related spending in the Central Valley generated $19.5 billion and 130,723 jobs.
Northern San Joaquin Valley Economic and Health Impact of Hospitals
November 2016
This report, commissioned by the Hospital Council – Northern and Central California, estimates the economic impact of hospital spending in the Northern San Joaquin Valley (Alpine, Amador, Calaveras, Mariposa, Merced, San Joaquin, Stanislaus and Tuolumne counties).
This report shows that hospitals and hospital-related spending in the Northern San Joaquin Valley generate $6.52 billion in spending annually and 40,928 jobs.
Endorsed Business Partners
Endorsed Business Partners
The Endorsed Business Partner Program was established to provide cutting-edge and cost-effective solutions for our member hospitals. The vendors selected are expected to meet high quality standards and offer products or services that help health care facilities avoid costs, recover revenue, reduce operating and capital expenses, improve management and quality, increase productivity, develop staff resources and apply new strategies.
American Red Cross Northern California Blood Services Region
The American Red Cross operates two distribution sites and five blood donation centers providing hospitals with lifesaving blood products 24 hours a day, 365 days a year. The Blood Purchasing Services provide competitive pricing for blood products and services to hospitals.
Atlas Lift Tech
Atlas Lift Tech combines clinical and operational experience with innovate solutions to build custom Safe Patient Handling and Movement (SPHM) programs for any type of hospital. Atlas understands the various, complex challenges of SPHM programs and we understand the obstacles facing each program are as different as facilities themselves.
Atlas is a health care services outsourcing company that provides hospitals with effective, lower cost Safe Patient Handling and Mobility programs. Atlas has created and implemented these hospital programs in response to significant and rising injury insurance claims by nursing staff as well as sweeping new SPHM compliance legislation.
ButterFLi
ButterFLi is a multi-channel rideshare platform with a focus on assisted, on-demand and scheduled rides. It’s an ADA compliant transit company that is changing the way assisted movility is delivered to people with disabilities.
HealthCareerCenter.com
Healthcare Talent Scan
This comprehensive report will help you better understand the forces and trends affecting healthcare HR — and what challenges and opportunities they present. It is based on research from some our field’s most trusted sources and covers a multitude of topics:
More information
Sponsorship Programs
Sponsorship Programs
If you would like to receive information on future sponsorship opportunities, please contact us.
California Hospital Share
California Hospital Share
The Hospital Council Northern & Central California and the Hospital Association of Southern California have come together to create a statewide business partner program called California Hospital Share (CHS).
More information