2009 annual report

Community Memorial Hospital of San Buenaventura147 N. Brent St.Ventura, CA 93003

Non Profit OrgUS Postage

PAIDCommunity Memorial

Hospital of San Buenaventura

2009 annual report

Community Memorial HospitalOjai Valley Community Hospital

Centers for Family Health

Community Memorial Health System is a not-for-profit organization.Printed on recycled paper.

Administration

Gary WildePresident & CEO

Adam ThunellSenior Vice President of Operations/COO

David GlyerVice President of Finance/CFO

Bobbie McCaffreyVice President of Patient Care Services/CNO

Mary Jo GarrettVice President of Operations/CAO-OVCH

Michael LurieVice President of Planning & Managed Care

Michael EllingsonVice President of Marketing & Development

Cindy DeMotteVice President of Quality

Diany KleinVice President of Human Resources

Ronald SandiferVice President of Information Systems

John MastersonVice President of Community Relations

Haady LashkariAssistant Vice President

Stanley Frochtzwajg, M.D.Chief Medical Officer

Peter Gaal, M.D.Inpatient Medical Director

Richard Reisman, M.D.Director of Planning, Outpatient

Steve Jones, M.D.Medical Director, Outpatient

Board of Trustees

Martin A. Pops, M.D.Chair

Gregory H. SmithVice Chair

Erin A. Quinn, Ph.D.Secretary

Jeffrey D. PaulTreasurer

Samuel D. Small, D.O. Chief of Staff, Community Memorial Hospital

John Slaght, M.D.Chief of Staff, Ojai Valley Community Hospital

Trudy T. Arriaga, Ed.D.Shelby BauerMarc A. Beaghler, M.D.Ralph R. BennettMichael D. BradburyPhilip C. DrescherTimothy J. GallagherJohn J. HammerWilliam L. Hart, M.D.John V. Hill, M.D.Fritz R. HuntsingerHarry L. MaynardF. Ted Muegenburg, Jr.Richard R. Rush, Ph.D.John W. RussellWilliam Speitel, M.D.Gary L. WolfeKay Woodburn

EMERITUS MEMBERS OF THE BOARD

Robert J. LagomarsinoLeonard OrtizJanice P. Willis

Medical Executive Committee

COMMUnITy MEMORIAl HOSpITAl

Samuel D. Small, D.O.Chief of Staff

Marc A. Beaghler, M.D.Chief of Staff Elect

William Speitel, M.D.Past Chief of Staff

Thomas Golden, M.D.Secretary/Treasurer

Thomas Brugman, M.D.Henry Oster, M.D.Members at Large

Daniel Waxer, M.D.Anesthesia Department Chair

James Hermann, M.D.Family Practice Department Chair

Scott Goodfriend, M.D.Medicine Department Chair & Hospitalist Representative

Roy Schneider, M.D.OB/GYN Department Chair

Lillia Coppa, M.D.Pediatrics Department Chair

Robert Mazurek, M.D.Surgery Department Chair

David Lebell, M.D.Ex-Officio ER



OjAI VAllEy COMMUnITy HOSpITAl

John Slaght, M.D.Chief of Staff

Mary Dial, M.D.Vice Chief of Staff

Daniel Sommer, M.D.Past Chief of Staff

Rochelle Wilson, D.O.Secretary/Treasurer

Elizabeth Patterson, M.D.Department of Emergency Medicine

Fredrick Menninger III, M.D.Department of Surgery

Carl Gross, M.D.Department of Family Medicine

Timothy Williamson, M.D.Department of Medicine

Helen Petroff, M.D.MS Quality Assurance Committee

contentsDr. Martin Pops Remembers Cephas Bard . . . . . . 2

Gary Wilde Remembers Fritz Huntsinger . . . . . . . 4

Michael Bradbury Remembers E.P. Foster . . . . . . 6

Dr. Samuel Small Remembers Ida Goodyear . . . . . 8

Dr. John Slaght Remembers Chilant Sprague . . . . 10

Service to the Community . . . . . . . . . . . . . 12

Programs of Distinction . . . . . . . . . . . . . . 16

Community Benefits . . . . . . . . . . . . . . . . 18

Quality . . . . . . . . . . . . . . . . . . . . . . . 20

Patient Safety . . . . . . . . . . . . . . . . . . . 22

Nursing . . . . . . . . . . . . . . . . . . . . . . 24

Our People . . . . . . . . . . . . . . . . . . . . . 26

Financials . . . . . . . . . . . . . . . . . . . . . 28

Report to the Community: Community Memorial Healthcare Foundation . . 30 Ojai Valley Community Hospital Foundation . . . 32

Current Projects . . . . . . . . . . . . . . . . . . 34

Building a New CMH. . . . . . . . . . . . . . . . 36

Modernizing OVCH . . . . . . . . . . . . . . . . 38

2009 annual report

Cephas BardDr. martin pops remembers

2 Community Memorial Health System 2009 Annual Report

After saving countless lives as a young army surgeon in the Civil War, Cephas L. Bard, at age 25, moved from his native Pennsylvania to rural San Buena- ventura in 1868. He was, in fact, the first American physician to locate here and quickly made an impact delivering babies, healing sick children and adults, and patching up injured farmers.

But Dr. Bard was far more than a country doctor of the highest order; he was also a leader who organized the Ventura County Medical Society and served as president of the California Medical Society.

Moreover, he was a visionary who brought modern healthcare to this community by building the first private hospital in Ventura County: Elizabeth Bard Memorial Hospital, named in honor of his deceased mother, opened in 1901. By today’s standards the facility might seem as old-fashioned as the horse and buggy Dr. Bard used to make house calls day and night, but at the turn of the century Bard Hospital – which after four name changes would become Community Memorial Hospital – featured emergency and surgical areas and was nothing less than state-of-the-art.

The same foresight and commitment Dr. Bard displayed more than a century ago is needed again today. Providing premier modern healthcare to Ventura County residents requires building a new Community Memorial Hospital designed and equipped for the 21st Century along with modernizing Ojai Valley Community Hospital.

As the Hippocratic Oath states, Dr. Cephas Bard was dedicated to “the benefit of the sick.” Together, we must continue his long, proud legacy.

“It is difficult to imagine anyone dedicating their life more fully to the ideals of the Physician’s Oath than did Cephas Bard. Indeed, just as Hippocrates isesteemed as the father of western medicine, Dr. Bard surely is the father of medicine in Ventura County, in that he built our first hospital in 1901.”

Martin Pops, M.D.Chair, Community Memorial Health System Board of Trustees

Cephas Bard

Cephas Bard


Fritz HuntsingerGary WilDe remembers


For good reason the three new floors and wing featuring a coronary unit, intensive care unit and laboratory added to Community Memorial Hospital in 1971 were named in honor of Fritz Huntsinger, Sr. because he spearheaded the $3.5 million fundraising drive. Chronicling all of Huntsinger’s generous contributions to the Hospital would require many pages, not a few paragraphs, but the following two examples of his philanthropy provide a good measure.

In 1974, after hearing about a new EMI-Scanner, he traveled to Great Britain to visit its manufacturer. Convinced the machine would revolutionize the diagnosis of brain disorders such as tumors, strokes and blood clots, Huntsinger purchased one for $500,000 – making CMH the first hospital west of the Mississippi with this technology!

One decade previously, in 1963, Huntsinger similarly opened his checkbook to ensure the Hospital was at the forefront of cardiac care. After the Board of Trustees, on which he long served, denied a request for a state-of-the-art cardiac catheterization lab due to lack of funds, Huntsinger asked how much the facility would cost. Upon hearing “one million dollars,” Huntsinger stated “you’ve got it.”

Now as then, Community Memorial Hospital – as well as Ojai Valley Community Hospital – is in need of help from philanthropic friends to remain at the cutting edge in providing modern healthcare. Indeed, this is another moment in our proud history when extraordinary people must rise to the occasion and see that we continue to invest in revolutionary medical technology.

Fritz Huntsinger

Fritz Huntsinger“With an engineering background, Fritz Huntsinger, Sr. loved technology. He also loved the Hospital. Time and time again, this generous man personally purchased the latest high-tech medical equipment to ensure his community members received the highest quality healthcare. Indeed, Fritz Sr. was a cornerstone of our commitment to caring.”

Gary WildePresident & CEO, Community Memorial Health System


E.P. Foster michael braDbury remembers

FPO


E.P. Foster After three proud decades serving our growing community, Elizabeth Bard Memorial Hospital (renamed Big Sisters’ Hospital in 1923) arrived at a cross-

roads. Despite construction of a six-room annex, the original facility was now inadequately small.Yet to build a new hospital during the Great Depression seemed pure folly, if not outright financially impossible. Then a great benefactor stepped forward:

Eugene P. Foster donated a piece of farmland – at what is now the current campus of Community Memorial Hospital – for a new modern facility. Still, the projected construction cost of $250,000 was an exorbitant sum. The Hospital Trustees were doubtful it could be raised during tough economic times.

Foster deeply felt top-drawer healthcare for the community was a necessity not a luxury. He knew the time to act was now. He thus pledged to cover any shortfall between public donations and construction costs – and, indeed, made good on this promise that the private hospital would not be indebted.

On January 1, 1931, Hospital de Buena Ventura, its modern features including a state-of-the-art X-ray department, opened. Following its generous benefactor’s death a year later, the facility was fittingly renamed Foster Memorial Hospital – a name it retained until becoming Community Memorial Hospital in 1962.

Like the original Bard Hospital, CMH can no longer meet its community’s needs through additions. Just as E.P. Foster did, caring citizens must step forward during today’s trying economic times with resolve and generosity. Looking back in history fifty years from now, today’s benefactors will be held in Foster-like esteem.

“An old proverb states, `The right person comes along at the right time.’ E.P. Foster was just such a person in the early 1930s. When the original Hospital became outgrown and outdated, the Ventura rancher – and successful businessman – figuratively rode to the rescue to build a new and grand facility.”

Michael BradburyChair, Community Memorial Health System Capital Campaign

E. P. Foster


Ida GoodyearDr. samuel small remembers


Ida GoodyearThrough all its incarnations Community Memorial Hospital has been blessed with a long legacy of local citizens who, in times of need, became history-

making benefactors. One such heroic figure was Ida P. Goodyear.In 1922, Ida Goodyear was named to the Hospital’s first board of directors and later served as its president, but it was two decades later when she made

her most lasting contribution.In 1946, with World War II over, the Hospital desperately needed to expand. After all, the boys were back and the baby business was beginning to boom.

At this critical juncture, Ida, a Simi Valley resident and widow of William Goodyear, stepped forward to become a beacon of light in child health services by leading a fundraising drive to build a new maternity wing. She also made the largest donation of all: $130,000.

On September 27, 1949, the first baby was born in the new and grand Goodyear Maternity Pavilion that featured twenty additional maternity beds, three labor rooms and two delivery rooms, as well as an operating room. Sadly, twenty months earlier its namesake benefactor had passed away – however, her legacy continues to this day as Community Memorial Hospital continues to be the preeminent facility in Ventura County in which to bring a new life into this world. Yet perhaps Ida Goodyear’s grander legacy is in serving as a role model as an individual who attached her heart and soul to a cause and then made a difference.

“It is wonderfully ironic that while Ida Goodyear had no children of her own, she touched the lives of countless newborns through her vision, leadership and generosity in building a new maternity wing at the Hospital in 1946 – just in time for the arrival of the Baby Boom generation.”

Samuel D. Small, D.O.Chief of Staff, Community Memorial Hospital

Ida Goodyear


Chilant SpragueDr. john slaGht remembers


Chilant Sprague

“The healthcare landscape is remarkably challenging in today’s economic environment. Hospitals in small towns and rural communities are especially experiencing great hardships with many having difficulty just keeping their doors open, much less enlarging and modernizing their facilities with new expensive technology.

Enter Chilant Sprague, a slightly built nonagenarian who was a giant humanitarian and dear philanthropic friend of Ojai Valley Community Hospital. Evidence was her $42,000 contribution to refurbish two patient rooms – one in honor of her late husband, Mansfield “Manny” Sprague, and the other in memory of her son, Herbert Franzel, who was killed in action during the Vietnam War while rescuing his comrades.

As a longtime Valley resident, Sprague had a desire to do more. As a former patient at OVCH, she was aware its emergency care needed to be brought into the 21st century. However, with an estimated cost of more than $1 million, constructing and equipping a new sophisticated Emergency Room seemed a pipe dream.

Thanks to Sprague’s remarkably generous $500,000 donation – again in honor of Manny and Herbert, and again for the benefit of her fellow Valley residents – an up-to-date 3,000-square-foot Emergency Room is a reality. It is just one step, albeit a large one, in the ongoing modernization of OVCH as a full-service healthcare facility. Thanks to its partnership with Community Memorial Health System, and local visionaries like Chilant Sprague and those who are inspired to follow in her philanthropic footsteps, Ojai Valley Community Hospital will continue its commitment to growing and caring. ”

Chilant Sprague

“The Ojai Valley is a rare community that has successfully supported a rural hospital for half a century, thanks in no small part to rare individuals like Chilant Sprague. Her generous spirit has not only enhanced the high quality of healthcare at Ojai Valley Community Hospital, it inspires others.”



2009 Statistics

ToTal admissions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13,314

BirThs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2,684

PaTienT days . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50,460

average daily Census . . . . . . . . . . . . . . . . . . . . . . . . . 138 .2

ouTPaTienT visiTs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 115,655

emergenCy room visiTs . . . . . . . . . . . . . . . . . . . . . . . . 38,013

PharmaCy PresCriPTions . . . . . . . . . . . . . . . . . . . . . . 4,075,855

surgiCal ProCedures . . . . . . . . . . . . . . . . . . . . . . . . . . 11,284

radiologiCal ProCedures . . . . . . . . . . . . . . . . . . . . . 114,761

PhysiCal TheraPy TreaTmenTs . . . . . . . . . . . . . . . . . . 54,971

laBoraTory TesTs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 659,454

meals served . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 377,802

Pounds of laundry . . . . . . . . . . . . . . . . . . . . . . . . . . . 1,592,030

service to the communityCommunity Memorial Hospital

For over a century, Community Memorial Hospital has served as the healthcare leader in Ventura County. Today, the eight-story, 242-bed nonprofit facility has become a state-of-the-art regional hospital and health center, providing a vast array of medical services and programs. CMH is also at the forefront of medical development. With an extensive array of specialists serving almost any medical need, CMH has developed a team of internists and family practice physicians that work together with specialists to provide the very best in medical care. The award-winning hospital is licensed by the California Department of Health Services, and accredited by The Joint Commission.

147 North Brent Street, Ventura


Ojai Valley Community Hospital

Ojai Valley Community Hospital, built in 1960, is a non-profit, community-based acute care facility serving the over 35,000 residents of the Ojai Valley. The 103-bed facility provides inpatient and outpatient care, skilled nursing services, and a 24-hour standby Emergency Room. OVCH is licensed by the California Department of Health Services and has met the stringent requirements for full accreditation by The Joint Commission. Highly trained physicians and specialists work closely with our full staff of healthcare professionals, management and volunteers to bring a high level of care to the residents in the Ojai Valley.

service to the community

2009 Statistics

ToTal admissions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1,086

BirThs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . n/a

PaTienT days . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23,270

average daily Census (includes skilled nursing facility) . . . 63 .8

ouTPaTienT visiTs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17,160

emergenCy room visiTs . . . . . . . . . . . . . . . . . . . . . . . . 8,186

PharmaCy PresCriPTions . . . . . . . . . . . . . . . . . . . . . . 210,159

surgiCal ProCedures . . . . . . . . . . . . . . . . . . . . . . . . . . 586

radiologiC ProCedures . . . . . . . . . . . . . . . . . . . . . . . 17,100

PhysiCal TheraPy TreaTmenTs . . . . . . . . . . . . . . . . . . 18,541

laBoraTory TesTs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54,746

meals served . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93,624

Pounds of laundry . . . . . . . . . . . . . . . . . . . . . . . . . . . 246,079

1306 Maricopa Highway, Ojai


service to the communityCamarillo

Oxnard - Saviers

Santa Paula

Oxnard - 5th Street

Oxnard - Citrus Grove

Oak View


service to the communityCenters for Family Health

Seeking innovative ways to provide high-quality and con-venient medical care for patients, we opened the first Center for Family Health in Oxnard in the mid 90s. Today, that “Commu-nity of Caring” totals nine Centers throughout Ventura County delivering exceptional medical care to over 200,000 patients. Located in Oxnard, Ventura, Oak View, Camarillo, Santa Paula and Fillmore, the Centers are staffed by board-certified physi-cians and compassionate medical professionals-many who are bilingual-who provide a large array of services including family practice, pediatrics and obstetrics. Many of the Centers also feature state-of-the-art diagnostic equipment including X-ray, EKG and ultrasound testing machinery. Moreover, several of the Centers also provide urgent medical care and educational and counseling services. All Centers provide patients access to specialists located within our health system.

2009 Statistics

ToTal visiTs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 228,190

nurse only visiTs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13,172

indusTrial healTh visiTs . . . . . . . . . . . . . . . . . . . . . . . 12,898

urgenT Care visiTs . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57,288

PediaTriC/family PraCTiCe/oB . . . . . . . . . . . . . . . . . . . 124,665

oB/oTher sPeCialTy visiTs . . . . . . . . . . . . . . . . . . . . . . . 34,459

CPsP visiTs (eduCaTional Programs) . . . . . . . . . . . . 8,143

Ventura - Ashwood

Ventura - Main

Fillmore


programs of distinction

Heart & VascularProgram Emergency

Services

Maternal Child Health


programs of distinction Orthopedics

Neurosurgery & Spine Program

Cancer Program


community benefits


community benefitsC Community Memorial Health System is committed to providing an extensive

array of community programs that benefit the residents living within our service areas. Working together with community members and organizations, we are able to produce great results. These programs help us move beyond the walls of our health system and make a difference in the local community. These are just a few of the programs we engaged in last year:

Cancer Resource CenterOffers a variety of free services designed to meet the needs of individuals faced with a diagnosis of cancer as well as providing programs for familymembers, friends and the community at large.

Caring MagazineThis informative publication features a wide variety of timely articles on numerous health-related topics. Perhaps the most rewarding aspects of our

publication are the feature stories we publish on area citizens whose lives have been touched by CMHS.

Childhood ImmunizationHelping our youngest and most vulnerable citizens stay healthy is a

priority at CMHS. This program keeps us on the forefront in battling vaccine-preventable diseases in our community.

Fit Kids, Fit Ojai“Fit Kids, Fit Ojai” offers after school athletics and fitness activities.

The program for preschoolers and teenagers focuses on healthy eating.

Focus on YouthCMHS has a proud history of opening its doors to welcome young membersof our community for a unique behind-the-scenes look at different areas of

our dynamic facility. CMHS is also honored to sponsor a Mentor Program for high school students interested in pursuing a career in healthcare.

Free Educational SeminarsAs part of our commitment to creating a stronger and healthier community, CMHS offers a wide variety of free seminars. Seminars are designed to address topical healthcare and health-related issues.

Healthy Women’s ProgramOffers free breast screening, cervical cancer vaccinations, and follow-up care,

if needed, for women who are either uninsured or underinsured.

HeartAware/StrokeAwareTwo, 7-minute on-line questionnaires are designed to determine your

risk factors for developing heart disease, which can lead to a heart attack or stroke.

New Parent Resource CenterThe New Parent Resource Center offers complimentary services to patients who delivered at CMHS. Within this Center is Perinatal Education including all Childbirth and new parent classes, as well as BreastfeedingSupplies and Support.

Spiritual Care ServicesAt CMHS we believe the healing process involves the body, mind and spirit. We deeply respect the value of all religious beliefs and spiritual paths and affirm their important role throughout compassionate, supportive SpiritualCare Services.

Support GroupsCMHS does more than just care for patients in need. Just as important, we understand their needs during recovery and beyond. Each month CMHS hosts a continuing variety of support and informational support programs.


quality

2009 ventura County star readers Choice awardee

licensed by the California department of health services

accredited by The Joint Commission

2009 nrC Consumer Choice award


I In order to accomplish our vision of being the regional health system of choice, Community Memorial Health System must achieve top ranking in public quality measures. This aim is vital not only for ensuring we have the best clinical outcomes, but also to ensure our financial solvency and ability to provide the highest quality of care to our community.

What is “Quality”In this context, quality can be defined as providing the most appropriate

care in a safe and efficient manner to achieve the best possible outcomes for our community. In order to do this, we are focusing on the following elements:

• Monitoring and improving clinical outcomes of care provided• Patient Safety practices and systems to ensure reliable care• Adherence to evidence-based medicine, i.e. “Core Measures”• Adherence to regulatory and accreditation requirements• Creation of an organizational culture of continual improvement

To advance quality, we need to be able to answer the following questions:

• How do we know how we are doing?• How do we get everyone on the same page? • How will we know that we have improved?

The main strategies we have developed to advance quality at CMHS are:

• “Back to Basics” Tracers • Crimson Advantage – Clinical Outcomes Database• Balanced Scorecard Measures

“Back to Basics” TracersWe implemented ongoing “Back to Basics” Tracers, which mimic regulatory

surveys to allow us to have a better understanding of practices on the frontline. The tracers focus on patient safety and care, Core Measures, CMHS policies, as well as regulatory requirements. Having frequent interactions with staff affords us many opportunities to reinforce proper practices and provide coaching when indicated. Additionally, it provides staff with opportunities to share challenges and needs with management so they can be addressed. By continually “keeping our fingers on the pulse” of the organization we can implement timely corrections. Scoring of our performance on the tracers is provided at the departmental as well

as organizational level. This scoring will allow us to track our improvement and drive accountability to the department level.

Crimson AdvantageThe Crimson Advantage provides us with a robust clinical and financial

outcomes database for inpatient cases. CMHS is able to benchmark our performance with participating hospitals; our participation in this cohort provides us with ongoing education and collaboration with these organizations.

The Crimson Advantage database was developed by Harvard Business School graduates working with Memorial Herman medical staff leadership. Their aim was to develop a ground-breaking physician profiling system that could drive improve-ments in quality and cost of care. Crimson aggregates data from disparate systems, such as clinical information systems, patient billing, and core measure databases, into a single system that the physician can access independently. Healthcare systems that have implemented Crimson have demonstrated significant improve-ments in length of stay, clinical outcomes and core measure scores.

Balanced Scorecard MeasuresThe Balanced Scorecard is an excellent vehicle for increasing the importance

of quality on the leadership radar. CMHS developed Balanced Scorecard initiatives and measures to address the connection between quality and our overall organiza-tion success. These include:

• Service Excellence (Patient Satisfaction) • Clinical Outcomes• Core Measure Performance • “Back to Basics” Tracers

CMHS publicizes performance on these measures organization-wide, thus raising awareness to all staff. This communication tool will assist in aligning all stakeholders to the same objectives. The results will be tied to the Leadership Incentive Plan, Patient Satisfaction, Core Measure performance and “Back to Basics” Tracer scores.

By implementing the “Back to Basics” Tracers, the Crimson Advantage and the Balanced Scorecard Initiatives and Measures, CMHS will be able to measure our success. We will be more aligned and will know when and where we have improved.


patient safety


patient safety C Changes in public expectations, federal and state regulations, availability of human and fiscal resources, reporting requirements, technology and reimbursement patterns underscore the urgency for hospital leaders to develop strategies to provide safe and effective healthcare.

The key goal of healthcare delivery is to offer appropriate, high quality care in a safe medical environment. CMHS has made significant improvements during the past year. We believe this success is due to extensive education to increase awareness and training efforts as well as engagement of frontline employees.

We are participating in three innovative programs, which will assist us in maintaining this positive momentum:

The Southern California Patient Safety CollaborativeIn this program, hospitals review best practices, share knowledge and

reduce errors with significant focus on medication safety, reduction of infections, hospital-acquired pressure ulcers and fall prevention. The collaborative seeks to coordinate efforts to improve the safety of patients and the care they receive, ultimately creating a list of best practices to serve as a model for hospitals across the state.

CMHS will continue to participate in collaborative efforts for each of the three tracks. We have sent teams of managers, physicians, educators and frontline staff to attend these meetings. They have contributed to our success in reducing hospital-acquired pressure ulcers.

VHA Patient Safety Fellowship ProgramThe Patient Safety Fellowship Program assists in the development of frontline

staff to bring patient safety to the unit level by engaging peers and encouraging links with other departments. The Fellows participate in a series of collaborative educational sessions and roundtable discussions. They agree to a one-year commitment involving about ten hours per month to work on the chosen project.

CMHS has participated each of the past two years, sending one Critical Care RN and one Medical/Surgical RN. Their safety projects highlighted medication safety and hourly rounding.

The VHA Rapid Adoption NetworkThis program enhances the ability of healthcare providers to create and

implement clinical practices specific to their own settings. The approach used

is a qualitative improvement, one which seeks to identify the subtle or hidden reasons that may present a challenge to success in the performance improvement initiative. Participants agree to select and improve in one of the following areas:

• Clinical Quality • Patient Experience• Patient Safety • Coordination of Care

Building a culture of patient safety requires training at all levels, and that includes Patient Service leaders. To that end, we participate in the Nursing Executive Center of the Advisory Board to help our managers and directors advance best nursing practices and develop a future vision for nursing.

In addition to these programs which enlist the frontline staff and support leadership, we maintain solid working relationships with our local colleges. In a unique educational linkage with CSUCI, CMHS nurse leaders with BSN degrees are paired with students and enjoy the opportunity to mentor and receive support from the students on projects that focus efforts on quality and safety.

Nursing remains committed to the “Back-to-Basics” approach to safe patient care, and this approach continues to garner success. Over the last year we have focused on the following areas:

• Hospital-Acquired Pressure Ulcers • Out of Bed Program• Fall Prevention • PICC Line Team• Diabetes

As the national quality agenda continues to be a key driver in healthcare, more programs are being developed to teach staff nurses how to participate in and lead quality change projects. There has been a significant move toward teaching nurses about safety and quality and how they impact patient outcomes with nursing interventions. We will continue to train, educate and create an environment and a culture that empowers staff to address safety issues at the bedside.


nursing


CCommunity Memorial Health System’s Patient Services Division is aware that changes occurring at the unit level are more successful when the frontline staff is enlisted for suggestions, opinions and ideas. This shared governance concept at the unit level allows staff to have a voice and participate in decision making that affects them. In 2009 we established a monthly Leadership Council that includes RN III’s and IV’s, frontline nurses and unit management. To further this concept, the Maternal Child Health (MCH) department and Critical Care department have implemented unit-based councils to enhance participation and involvement in decisions affecting nursing practice.

Certification in specialty training is being promoted throughout the health system with 18 nurses receiving Mother Child Health (MCH) specialty certificates, two nurses receiving Oncology Chemotherapy certification, and five nurses receiving CCRN (Critical Care) certification. A number of nurses are pursuing advanced bachelor’s and master’s degrees in nursing.

The leadership team and educators are training our nurses using “Best Practice” initiatives. Our participation in the Nursing Executive Advisory Board and the Southern California Patient Safety Collaborative has assisted us in instructing our nurses on safe patient practices, such as safe blood transfusions practice, prevention of skin injury, reduction of falls, and medication safety protocols. Additional training and increased focus are now netting us improvements in our patient safety practice.

With a collaborative focus and increased involvement of frontline nurs-ing staff, the Skin committee and Fall/Restraint committee, are creating expert resources on the units that can be the “go to” person for safe care of our patients. Our FSI (Fall Scene Investigation) assists us in identifying root causes of a patient fall and reinforces staff accountability in the event. We participated in the Patient Safety Fellowship Program offered by the VHA, sending a Medical/Surgical nurse

to focus on hourly rounding. Hourly rounding is tied to patient satisfaction, fall reduction and skin breakdown prevention.

Our Maternal Child Health Department has been honored by Advance Nursing journal for their innovative “Kangaroo Care” baby program. Sheila Dedrick RN, a MCH nurse, was given the “Hospital Hero” award for her new parent resource center project, serving our new moms and babies.

Patient Services was involved in many initiatives for 2009, namely:The Meditech Client server electronic documentation upgrade was built,

implemented and refined by Nursing. Our Clinical informatics team trained 800 plus nursing personnel on the new system.

Nursing assisted with training and vaccination for the H1N1 Pandemic preparation.

Patient Services received a successful Joint Commission Accreditation.Nursing implemented the Quiet at Night, “Shhh” program with collaboration

between nurses, ancillary personnel and the operators. Community Memorial Health System continues to assist the community

with clinical rotations for Simi Valley LVN program, Ventura College RN pro-gram and the California State University Channel Islands (CSUCI) BSN program. Precepting leadership students at CSUCI was an added rotation for 2009 here at CMHS. These students have assisted with many projects: a MCH Facebook website, safety brochures for surgery and fall prevention, redesigning of forms and more. Hiring new graduate RNs gave many nursing units a full complement of staff. CMHS supports professional growth with tuition reimbursement, school loans, the Barbara Meister Scholarships and the Robert and Lupe Piros Scholarships.

Nursing at CMHS is a dynamic service poised to provide leadership, compassion, education and expert clinical practice to the patients who are entrusted to our care.


our people


Employeesof the Quarter

Meet a few of our employees who were honored in 2009 for their excellence. Left to Right: Frederick Ford, House Supervisor for Acute Care Hospital, OVCH Employee of the 4th Quarter; Gloria Martinez, Nursing Assistant, Medical Surgical Unit, OVCH Employee of the 1st Quarter; Sue Belanger, RN, Medical Surgical Unit, OVCH Employee of the 3rd Quarter; Renee Smith, RN II, Outpatient Care Center, OVCH Employee of the 2nd Quarter; Debbie Ostrander, Executive Secretary to VP of Nursing, CMH Employee of the 4th Quarter; Lisa Baker, RN, Critical Care, CMH Employee of the 1st Quarter; Shirley Barela, RN, Critical Care, CMH Employee of the 3rd Quarter; Valerie Fo, PT, Rehabilitation Services, CMH Employee of the 2nd Quarter.

A At Community Memorial Health System, we understand that our greatest asset and most valuable resource is our dedicated employees. At every level of our organization, our patients find a “community” of skilled individuals and compassionate professionals – many of whom have been with the CMHS family for years. CMHS is extremely honored and fortunate to have a dedicated, diverse and talented team who come together each day to underscore our adage, “Where Excellence Begins With Caring.”

Volunteers Unselfish, dedicated, priceless... these are just a few ways we can describe the hundreds of community members who compassionately volunteer thousands of hours each year. These invaluable unsung heroes serve on our Board of Trustees, Foundation Boards, various fundraising committees, and our hospital auxiliary programs.

The Auxiliary With smiles, helping hands and attentiveness to the patients, the Auxiliary members at each hospital are seen as an indispensable part of the healthcare team at CMHS.

The Auxiliary handles a variety of duties for the hospitals including welcoming visitors and patients to the hospital and answering their questions, assisting with meals, bringing patients magazines and flowers, replenishing medical supplies for staff, assisting in administrative tasks, and – most importantly – providing warm human contact for all of our patients. The Auxiliary also operates our hospital gift shops and helps entertain our residents in our Continuing Care Center in Ojai with music, games and art projects.

Junior Volunteers Our Junior Volunteers make a big commitment to help others. Our young volunteers are local high school students, ages 14 through 19. Each performs a minimum of 100 hours of service annually as part of the program. Their responsibilities are great. Each Junior Volunteer works one day a week for two to four hours. They perform duties throughout the hospital, including in the pharmacy, maternity, emergency room, same day surgery, lobby desk and gift shop. These caring young people are invaluable to the hospital.


financialsCommunity Memorial Hospital & Centers for Family Health

2009 Summarized Balance Sheet (Audited)

Assets cash and investments 48,243,521 accounts receivable 46,474,705 other assets 35,008,141 property, plant & equipment, net 89,101,293investments in affiliates 7,053,275 Due From affiliates 17,290,292total assets $243,171,227 Liabilitiescurrent liabilities 30,509,785 long term liabilities 12,040,157

net assets 200,621,285

total liabilities and net assets $243,171,227

Community Benefit (stated at our cost) 2007 2008 2009

traditional charity care 1,052,740 1,534,257 621,633uncompensated care From Government programs 6,175,108 9,775,077 11,784,281subsidized health services 14,221,079 16,608,812 10,799,392community education, prevention programs and other 1,336,358 285,565 650,416 $22,785,285 $28,203,711 $23,855,722

2009 Summarized Statement of Income (Audited)

Operating Revenue net patient service revenue 248,887,357 other operating revenue 4,407,426 total operating revenue $253,294,783

Operating Expenses salaries & benefits 122,575,625 other operating expenses 101,394,633provision For bad Debts 20,421,258 total expenses $244,391,516

Operating Income $8,903,267

other income From investments, Donations, and non-operating expenses 17,489changes in unrealized Gains on investments 8,854,202

Increase in Net Assets $17,774,958

l self pay

l other

l medicare

l medicare managed care

l medi-cal

l commercial managed care

l salaries & benefits

l supplies

l Depreciation

l bad Debts

l other costs

Gross Patient Service Revenue Operating Expenses


Ojai Valley Community Hospital

2009 Summarized Balance Sheet (Audited)

Assets cash and investments 134,236 accounts receivable 5,862,406 other assets 1,445,475 property, plant & equipment, net 7,649,977 total assets $15,092,094

Liabilities current liabilities 2,570,757 Due to affiliates 9,498,507 long term liabilities 1,116,999

net assets 1,905,831

total liabilities and net assets $15,092,094

Community Benefit (stated at our cost) 2007 2008 2009

traditional charity care $193,936 $156,905 $352,391

2009 Summarized Statement Of Income (Audited)

Operating Revenue net patient service revenue 25,292,170 other operating revenue 381,953 total operating revenue $25,674,123

Operating Expenses salaries & benefits 14,084,239 other operating expenses 8,268,600 provision for bad Debts 3,362,962 total expenses $25,715,801

Operating Loss (41,678)

other income From investments, Donations, and non-operating expenses 51,602

Increase In Net Assets $9,924

Operating Expenses

l self pay

l other

l medicare

l medicare managed care

l medi-cal

l commercial managed care

l salaries & benefits

l supplies

l Depreciation

l bad Debts

l other costs

Gross Patient Service Revenue


report to the communitycommunity memorial healthcare FounDation

FFor over 100 years, philanthropy has been crucial to Community Memorial Hospital’s success, enabling us to fund building projects, equipment, programs and services for our community. We are grateful to those who have offered their support in 2009, and in years’ past. Your generosity enables Community Memorial Hospital to serve you, your family, and the entire community by delivering the compassionate care for which Community Memorial Hospital is known.

We are pleased to report that the Foundation was the recipient of 663 gifts in 2009, totaling over $505,000 in philanthropic support. From this support, the Foundation was able to assist in providing funds towards the new CMH hospital and new CMH hospital Neonatal Intensive Care Unit. On the program front, we continued to enhance our outreach program for women in need, by providing additional funds to augment our breast care treatment program with additional screening and vaccine services for cervical cancer.

Generous people throughout our community have helped shape what Community Memorial Hospital is today and have laid the groundwork for what it will become in the future. With the continuing reduction in government and insurance reimbursement for healthcare services, your support of the Foundation is more important than ever before.

The members of Community Memorial Healthcare Foundation are local civic-minded volunteers who are committed to ensuring that healthcare needs are met locally, and are available when you, a family member or a neighbor needs them most. We encourage your consideration in joining us in providing for the medical needs of future generations. As we move forward and begin the process of building a new Community Memorial Hospital, local support will be more vital than ever in ensuring our access to high quality healthcare.


Revenue

(Jan. 1 - Dec. 31, 2009)unrestricted gifts . . . . . . . . . .$95,124restricted gifts . . . . . . . . . . .$410,239

Expenses

(Jan. 1 - Dec. 31, 2009)General/administrative and fund-raising . . . . . $37,094program services and transfers to cmhs . . . $413,291

Fund-Raising Achievements

the primary mission of the Foundation is to enhance the quality of care and services at our local hospital. During 2009, we accomplished the following:

• carried out year-end appeal campaign that raised $41,217.• the annual benefactors’ ball raised over $84,283 towards the new community memorial hospital.• held fourth annual Donor Flu shot clinic.• Gold Dust Gala provided $40,065 for breast and cervical cancer care.• in partnership with Ventura college, the meister nursing scholarship awarded two

nursing student scholarships. • nicu Golf tournament raised $26,746 for the new community memorial hospital nicu Department.• received funds for the audrey Woodburn fund for physician and staff continuing education.• Donated $100,000 from the Foundation account to the new cmh building fund.• in addition, we welcomed a $145,000 contribution from the hospital auxiliary.

Your Dollars at Work

in 2009, funds were used to:

• partner with selected board of Directors and healthy Women’s program representatives to enhance program care.• add board of Directors representatives to the maria cavallo scholarship applicant review board.• provide 205 uninsured and underinsured women with mammogram screenings and, if needed, ultrasounds, biopsies and surgical intervention at no cost.• maintain a rotating art exhibit at cmh for visitors, patients and families provided by local artists.

board of Directors representatives helped organize artwork selections.• Fund an outreach manager to promote services provided by the healthy Women’s program for women who are

uninsured or underinsured.

report to the community 2010 Board of Directors

Executive CommitteeKay Woodburn, chairbarbara rose, Vice chairmel sheeler, treasurerlydia hopps, secretaryGary Wilde, president & ceo

Directorsjoanie abou-samratrudy baleloye bartonshelby bauerDan bougheymichael D. bradburytrudy cookray DiGuiliomichael ellingsonanthony p. FowkesDavid b. GlyerWilliam l. hart, m.D.lynn jacobsWilliam j. KearneyDorothy jue leesandra r. masieljohn mastersonharry l. maynardbarbara meisterleonard b. ortizDottie pasron politotommy slatermargie stitescarolyn tedescoDominic j. tedesco, m.D.norm Weitzelstan WhisenhuntGary l. Wolfejames D. Woodburn iii, m.DKathryn yamada, advisor


report to the communityTThe Ojai Valley Community Hospital Foundation closed out

the first decade of the 21st century on an especially high note as we opened the doors to the new Emergency Department at our hospital. Completion of this state-of-the-art facility in October was not only the highlight of the year – and of our Foundation’s four-year history – but a dream come true for the entire community.

Those who took part in the dedication festivities felt a strong sense of pride at how much this small community has been able to achieve working in tandem with Community Memorial Health System on behalf of our local nonprofit hospital.

To the delight of patients and staff, the new ED boasts six private treatment bays, a private consultation area, clinical support space, admitting and waiting area, an ambulance bay that connects to the department and the latest technology and equipment.

While this sorely needed facility is by far the most visible improvement at our hospital in the year past, the efforts of the Foundation and its sister organization, the Hospital Foundation Guild, resulted in a number of other advances at our hospital in 2009.

This annual report highlights what community contributions to the Foundation and Guild helped accomplish in 2009.

ojai Valley community hospital FounDation


report to the communityFund-Raising Achievements

the hospital Foundation and Guild are committed to enhancing quality care and services at ojai Valley community hospital and its continuing care center. thanks to the generosity of our donors in 2009, we were able to:

• raise nearly $157,000 from more than 200 donors through our spring and holiday mail appeals.• realize $108,000 in revenues from the Guild’s nightingale ball in november and $16,000 from

the Guild’s spring event.• earn nearly $33,000 in income from the chilant and mansfield sprague/herbert Frenzell

Foundation endowment, bequeathed to the hospital Foundation in 2008.• Generate more than $11,000 from the annual october classic run-walk-roll competition.

in addition, we welcomed an $18,000 contribution from the hospital auxiliary, a $3,800 donation from our hospital employees and a $2,800 gift from employees at the oaks of ojai.

Donor Dollars at Work

the Foundation awarded $1.1 million to the hospital in 2009, bringing our total contributions since 2006 to more than $2.7 million. these funds were used to:

• complete the community’s share of constructing and equipping the new emergency Department.• purchase items such as a fluoroscopy chair, special gurney and a device to facilitate angiogram procedures.• underwrite construction of a wheelchair ramp and employee café.• purchase a bladder scanner and turbo thermometer for the continuing care center.• begin modernizing patient rooms at the continuing care center.• assist in meeting staffing needs in the emergency Department.

Revenue

(Jan. 1 - Dec. 31, 2009)unrestricted gifts . . . . . . $286,100restricted gifts . . . . . . . . $334,900

Expenses

(Jan. 1 - Dec. 31, 2009)General/administrative and fund-raising . . . . $122,000program services (contributions to oVch) . . . $1,097,000

2010 Board of Directors

Executive Committeetim Wolfe, chairsue horgan, Vice chairpeggy russell, treasurerGary Farr, secretarybarbara pops, past chair

Directorsjanis clapoffDeborah edwardsmichael ellingsonjames halverson, m.D. Kenneth hartenstein, m.D.Dennis neil jonesDon lawjohn mothersheadcindy mullinsmartin pops, m.D.john russellDaniel sommer, m.D.


current projects

The New Cancer Center

Ground was broken on the new comprehensive Cancer Center in 2009. The Cancer Center will consolidate cancer program offerings and provide a convenient setting for patients and their families. The 22,000-square-foot facility will house experts in various cancer-related fields, making it easier for patients seeking treatment. The new center will house programs including chemotherapy treatment, cancer diagnosis, blood disease treatment, cancer support groups and wellness services. The Cancer Center is due to be completed at the end of 2010.

Architects: Rasmussen & Associates


current projects

The New OVCH Emergency Department

Ojai Valley Community Hospital unveiled its new Emergency Department during a ribbon-cutting ceremony on October 1, 2009. The new Emergency Department features include: a new – and larger – location within the hospital, six private treatment bays, a private consultation area, appropriate clinical support space, new admitting and waiting area, new ambulance bay connected to the department, as well as the latest technology and equipment.


building a new CMH


building a new CMHA New Community Memorial Hospital

A new Community Memorial Hospital is planned for Ventura that will meet the existing and emerging needs of patients and their families with both the present and future in mind. The new hospital is designed to respond to increasing patient demand and advances in medical technologies while providing this community outstanding medical care for the next half century.

Patient and Family Focused Designed with respect for patient dignity and privacy, the new hospital’s therapeutic environment provides private rooms for all patients, accommodations for families and a healing outdoor garden. The new CMH will be both beautiful and efficient, with an open, airy, lighted feel to public areas.

Enhanced Patient Care The new hospital will deliver the highest standard of efficiencies in all its clinical areas, including orthopedics, neurosurgery, urology, oncology, radiology, gynecology and general surgery. Common treatment areas and departments will be grouped efficiently to simplify and enhance the interaction between physicians and staff. Patient services will be greatly improved with the addition of a separate elevator with direct access to Surgery, ICU, Imaging and Maternal Child Health. Patient rooms and treatment areas will be designed to meet the requirements of both current and emerging medical technologies.

Improved Mother-Child FacilitiesCMH is proud to be the leading birth center in the county. The new hospital’s

design ensures that we will continue to serve our mothers and their newborns with nationally acclaimed care. In the new facility, Labor and Delivery, an expanded Neonatal Intensive Care Unit and a new eight-bed Pediatric Department will be located together to allow patients to receive integrated, seamless care.

Expanded Emergency and Critical Care Capacity The new Emergency Department will have significantly increased capacity in order to meet growing demands, with enhanced disaster and emergency response capabilities. The number of heart catheterization labs and ICU beds will also be increased.

Surgery Surgery can be one of the most difficult and stressful events in a patient’s life.

To improve the patient’s experience, the hospital will have 10 new operating rooms equipped with leading edge medical technology and life support systems.

The new hospital will be fully compliant with state seismic requirements and

will qualify for the designation of a “green” healthcare facility.


modernizing OVCH


modernizing OVCHA Modernized Ojai Valley Community Hospital

Originally established in 1960, the Ojai Valley Community Hospital has provided excellent healthcare to the growing population of the Ojai Valley for half a century. Building on the improvements already begun with the new Emergency Department, much-needed investments in equipment and facility upgrades are scheduled for almost every department of the Ojai Hospital. When completed, the hospital will include a high-tech Post Anesthesia Care Unit, a new mammography system, and the relocation and modernization of equipment used in the Imaging/Radiology Department. Other upgrades include a central monitoring system and high-tech surgical equipment in the ICU, redesign and remodeling of patient rooms, and much needed infrastructure improvements to renovate the hospital’s aging building. Enhancements to the exterior of the hospital include a new facade and a quiet garden courtyard that reflects the natural beauty and serenity of the Ojai Valley.

Continuing Care Center

As important as it is to plan for future generations, it is equally as important to keep in mind the older generation. The Ojai Hospital’s Continuing Care Center is a critical focal point in the hospital’s modernization plans. The new Continuing Care Center incorporates substantial structural improvements and enhancements to the skilled nursing facility. New technology at the remodeled nurses’ station increases the staff’s ability to monitor and respond to patient needs. The renovation of the lobby and common rooms creates a more efficient and accommodating environment for patients, their visitors and the staff. Upgrades to the family waiting areas create a peaceful environment for stressful times. With the improvements to the Continuing Care Center, the generation that has already taken care of so many will be assured of finding the compassionate care they so richly deserve in their later years. An accommodating design that acknowledges the importance of family and friends offers a beautiful, comforting environment.


missionvision

value

To heal, comfort and promote health for the communities we serve .

To be the regional integrated health system of choice for patients, physicians and employees by providing the latest treatments . To be a valued community treasure .

integrity, service, excellence, caring and transparency .

Administration

Gary WildePresident & CEO

Adam ThunellSenior Vice President of Operations/COO

David GlyerVice President of Finance/CFO

Bobbie McCaffreyVice President of Patient Care Services/CNO

Mary Jo GarrettVice President of Operations/CAO-OVCH

Michael LurieVice President of Planning & Managed Care

Michael EllingsonVice President of Marketing & Development

Cindy DeMotteVice President of Quality

Diany KleinVice President of Human Resources

Ronald SandiferVice President of Information Systems

John MastersonVice President of Community Relations

Haady LashkariAssistant Vice President



Richard Reisman, M.D.Director of Planning, Outpatient

Steve Jones, M.D.Medical Director, Outpatient

Board of Trustees

Martin A. Pops, M.D.Chair

Gregory H. SmithVice Chair

Erin A. Quinn, Ph.D.Secretary

Jeffrey D. PaulTreasurer

Samuel D. Small, D.O. Chief of Staff, Community Memorial Hospital


Trudy T. Arriaga, Ed.D.Shelby BauerMarc A. Beaghler, M.D.Ralph R. BennettMichael D. BradburyPhilip C. DrescherTimothy J. GallagherJohn J. HammerWilliam L. Hart, M.D.John V. Hill, M.D.Fritz R. HuntsingerHarry L. MaynardF. Ted Muegenburg, Jr.Richard R. Rush, Ph.D.John W. RussellWilliam Speitel, M.D.Gary L. WolfeKay Woodburn

EMERITUS MEMBERS OF THE BOARD

Robert J. LagomarsinoLeonard OrtizJanice P. Willis

Medical Executive Committee

COMMUnITy MEMORIAl HOSpITAl

Samuel D. Small, D.O.Chief of Staff

Marc A. Beaghler, M.D.Chief of Staff Elect

William Speitel, M.D.Past Chief of Staff

Thomas Golden, M.D.Secretary/Treasurer

Thomas Brugman, M.D.Henry Oster, M.D.Members at Large

Daniel Waxer, M.D.Anesthesia Department Chair

James Hermann, M.D.Family Practice Department Chair

Scott Goodfriend, M.D.Medicine Department Chair & Hospitalist Representative

Roy Schneider, M.D.OB/GYN Department Chair

Lillia Coppa, M.D.Pediatrics Department Chair

Robert Mazurek, M.D.Surgery Department Chair

David Lebell, M.D.Ex-Officio ER



OjAI VAllEy COMMUnITy HOSpITAl

John Slaght, M.D.Chief of Staff

Mary Dial, M.D.Vice Chief of Staff

Daniel Sommer, M.D.Past Chief of Staff

Rochelle Wilson, D.O.Secretary/Treasurer

Elizabeth Patterson, M.D.Department of Emergency Medicine

Fredrick Menninger III, M.D.Department of Surgery

Carl Gross, M.D.Department of Family Medicine

Timothy Williamson, M.D.Department of Medicine

Helen Petroff, M.D.MS Quality Assurance Committee

Community Memorial Hospital of San Buenaventura147 N. Brent St.Ventura, CA 93003

Non Profit OrgUS Postage

PAIDCommunity Memorial

Hospital of San Buenaventura

2009 annual report

Community Memorial HospitalOjai Valley Community Hospital

Centers for Family Health

Community Memorial Health System is a not-for-profit organization.Printed on recycled paper.

2009 annual report

Documents

chief of staff marc

past chief of staff

chief of staff mary

staff daniel sommer

director of planning

samuel small

russellwilliam speitel

fritz huntsinger