2024-11-01T10:29:17-07:00 2023-12-31 800519547 THE ACCOUNTANCY LLP 500 N BRAND BLVD STE 1930 GLENDALE CA 91203 990 2023-01-01 952282647 White Memorial Medical Center dba Adventist Health White Memorial WHIT 3232685000 1720 East Cesar E Chavez Avenue Los Angeles CA 90033 Owens Francis Treas Eff 9/22 2024-11-01 true true Steve Clement P01218012 8185475701 X 2023 2024-10-15 13:58:12Z Raffoul John 1720 East Cesar E Chavez Avenue Los Angeles CA 900332443 650159671 false 1071 X www.AdventistHealth.org/White-Memorial X 1963 CA Living Gods love by inspiring health, wholeness and hope. 12 11 2781 0 15012930 18768921 485283795 572417044 -8688990 58973706 0 491607735 650159671 606008 165430 0 195378518 236012000 0 993929 343734986 357901284 539719512 594078714 -48111777 56080957 723447345 951051493 160608629 340648923 562838716 610402570 Living Gods love by inspiring health, wholeness and hope. false false 502456686 165430 650159671 White Memorial Medical Center, dba Adventist Health White Memorial (AHWM), provides quality medical healthcare regardless of race, creed, sex, national origin, handicap, age, or ability to pay.Although, reimbursement for services rendered is critical to the operation and stability of White Memorial Medical Center, the organization recognizes that not all individuals possess the ability to pay for essential medical services.Adventist Healths vision is to enhance the health of the communities where we live and serve by engaging our communities and our patients in a new definition of and partnership for personal community health. In keeping with this commitment to serve all members of the community, the following coverage will be considered when individuals who need health care cannot afford to pay: Free care and/or subsidized care Care to persons covered by governmental programs at/or below cost Health/wellness activities and community education programsNot only does White Memorial Medical Center provide low-cost care to individuals covered by government programs, and those unable to afford healthcare, it also helps patients find and access private and governmental resources for healthcare benefits.AHWM recognizes below-cost reimbursement as charity and uncompensated care in meeting its mission to the entire community. The unreimbursed cost of providing care to these patients in 2023 was $ 51,916,937.The following Inpatient services were provided to all our patients:3,845 babies delivered2,880 surgeries performed86,319 patient days The following Outpatient services were provided to all our patients:75,738 emergency department visits6,059 outpatient surgeries performed71,563 outpatient visits 25,569 clinic visitsAHWM recognizes it has an obligation to provide human services above and beyond its role as a healing facility. Schedule H provides more details on the tangible ways in which the organization is fulfilling its mission. The total unreimbursed cost of these community benefits in 2023 was $23,147,997.Adventist Healths mission statement of living Gods love by inspiring health, wholeness and hope is coupled with a vision to transform the health experience of our communities through collaborative programs, community investments and community outreach. We are inspired by the healing ministry, as represented by the life of Jesus Christ, and believe we are called to live out our mission intentionally in the communities we serve. In the small towns, suburbs, and inner cities we serve, we continue our journey to provide quality healthcare until every person made in Gods image has experienced the best health today, hope for tomorrow, and Gods love that endures forever.To illustrate how Adventist Health White Memorial works to strengthen and transform the community let us share the following story: The air was tense in Dr. Faisal Khans office on that October day as Yanira Hurtado and her husband Joaquin awaited her biopsy results. Kahn entered and pulled his stool close. He looked at Hurtado, shook his head, and said, Yanira, its cancer. The weight of his words matched the gravity in his eyes.Hurtado was diagnosed with stage three invasive lobular carcinoma. She had always prioritized her breast health and diligently undergone mammograms after developing benign cyst that required surgical drainage. However, this cancer was notorious for its branching pattern growth that early detection. With resolve and without delay, Hurtado opted for a mastectomy, determined to confront the disease head-on.Moments before her surgery, in a rare moment of vulnerability, Hurtado conveyed her fears to Khan. Can you please leave it nice? Dont leave me butchered up. Leaning in cluse, Kahn responded with gentleness, I know what you mean, I got you.Post-mastectomy, Hurtado began an intensive six-month chemotherapy protocol at the Cecilia Gonzalez Del la Hoya Cancer Center, followed by 36 consecutive radiation treatments. Her oncologist Dr. Arati Chand, and the cancer centers staff provided comprehensive medical care, secured financial assistance and gave her the emotional support she needed to fight this battle. The cancer center became my second home, Hurtado reflects with gratitude. Josie was like my mom,Hurtado formed a special bond with her care team, radiation oncology therapists, Jaime Jiminez and Aurie Francisco, and infusion nurse, Josephine Cabisag. One day as her treatments neared completion, the emotional burden and trauma from cancer treatment overwhelmed her, and she broke down in tears before her session. Jaime and Aurie huddled around her and cried with her. As they dried their eyes, Hurtado confided, I needed that. Although her husband was her primary source of emotional support, on that day, Aurie and Jaime helped to ease the accumulated stress from her cancer journey. Feeling better, Hurtado lay on the radiation table to begin treatment, and Aurie played one of her favorite gospel songs, It Is the Name of Jesus. With tears streaming down her face again, Hurtado looked up at the picture of a tropical beach affixed to the radiation room ceiling, whispering a silent prayer for strength and the future chance to take her family to Hawaii.Finally Hurtado received the news she had longed for she was in remission. This experience transformed her into a vocal advocate for breast cancer awareness. She raises funds for Chavelytas Pink Hood, an organization committed to creating a supportive network for individuals and families navigating the challenges of cancer. To provide further support, she established Pink Bloom, a nonprofit organization to help cancer patients. She wears a streak of purple and pink in her hair, a reminder that although she had no choice in losing her hair during treatment, she now has the power to choose her appearance. And this past June, her dream was realized as she stood with her family on the balcony of their Hawaiian hotel room, gazing out at a view she prayed to see.This cancer diagnosis will not go in vain, Hurtado said. Some women dont want to talk about it, very private. But as long as Im alive, my mission is to help in every way I can.Websites for our community benefit information: https://www.adventisthealth.org/about-us/community-benefit/ 502456686 true true false true false false false false false true true false false true true true false true false false false true false false false false true true true false true false false false false false false false false false false false false false true true true false false true 0 0 true 2781 true false false false false false false false 0 false false false false false false false X 12 11 false false false false true true true true true false false true true true true true true true true false CA X John Beaman 9164060000 PO Box 619135 Roseville CA 95661 Heinrich Kerry Director/CEO 0.00 50.00 X X 0 3302428 55743 Hofheins Todd COO/Vice Chair 0.00 50.00 X 0 2272592 74489 Beaman John CFO/Asst Secty 0.00 50.00 X 0 1680553 71703 Stevens Eric Former Care Div Ops Exec thru 02/22 0.00 50.00 0 1526293 57900 Nahapetian Arby Former Care Div Med Off thru 02/22 2.00 48.00 0 1482294 67961 Jahn Andrew President, Southern CA Network 12.50 37.50 0 1465906 50625 WingBilly Former Dir/A Sec/V Chair thru 01/22 0.00 50.00 0 1438460 26777 Raffoul John President 50.00 0.00 X 0 996414 58763 Jobe Meredith Secretary 0.00 50.00 X 0 959488 60723 Takahashi Patrick Medical Officer 50.00 0.00 0 823232 23966 Burke James Medical Officer, SCR 12.50 37.50 0 791165 41894 Bryant Mara Operations Exec 50.00 0.00 0 606802 25305 Milatovic Natasa Reg HR Dir, SCR thru 4/23 10.00 40.00 0 535036 63415 SpenstBrett Former Care Div Finance thru 02/22 0.00 50.00 0 520625 44711 Owens Francis Treas/Ast Secty 50.00 0.00 X 0 511623 50740 Schwarz Greg Bus Dev Executive 50.00 0.00 0 455451 52786 Vasquez Patricia Patient Care Executive 50.00 0.00 0 405112 43390 Kirya Ronald RN 40.00 0.00 333257 0 46667 Zari Jolly Grace RN 40.00 0.00 288698 0 85512 Xu Prissilla Director Pharmacy 40.00 0.00 310788 0 51901 Sugui Geraldine RN 40.00 0.00 307152 0 26023 Stone Patricia Interim Patient Care Executive 50.00 0.00 0 273013 57972 Umpad Mylene RN 40.00 0.00 303789 0 11468 Freedman John Director 0.00 4.00 X 0 26770 0 Cherry Robert Director 0.00 4.00 X 0 26611 0 Davis Andrew Director 0.00 4.00 X 0 26611 0 Newton Bradford Director 0.00 4.00 X 0 26611 0 Innocent Larry Director 0.00 4.00 X 0 26611 0 Reiner Richard Director 0.00 4.00 X 0 26611 0 Salazar Velino Director 0.00 4.00 X 0 26611 0 Banks David Director 0.00 4.00 X 0 26181 0 Woodson Marc Director 0.00 4.00 X 0 21611 0 Wagner Jack Director 0.00 4.00 X 0 16180 0 Fehr Joy Director 0.00 4.00 X 0 430 0 1543684 20297325 1150434 697 true true false Sodexo Inc and Affiliates 9801 Washingtonian Blvd Gaithersburg MD 20878 Food and Facilities Mgmt 5465650 Aya Healthcare Inc 5930 Cornerstone Court West Ste 300 San Diego CA 92121 Registry Services 3146106 Sound Physicians of California III 1498 Pacific Avenue Ste 400 Tacoma WA 98402 Medical Services 2915080 Stability Healthcare Inc PO Box 849358 Los Angeles CA 90084 Registry Services 2774443 Westways Staffing Services Inc 790 The City Drive S 180 Orange CA 92868 Registry Services 2646452 107 5531107 11080938 2156876 18768921 CARES Act Income 8250247 8250247 Dietary 2413377 2413377 Patient Care Services 900099 492943887 492943887 Premium Revenue 722514 65876412 65876412 Revenue fr Subsidiaries 1376649 1376649 1556472 1556472 572417044 37793998 37793998 0 0 0 1229426 19950282 1229426 19950282 21179708 21179708 0 0 0 0 650159671 593596752 37793998 X 165430 165430 0 0 0 0 0 194589878 171552092 22412318 625468 6781643 5944439 815785 21419 20962577 18233159 2666098 63320 13677902 12295994 1333839 48069 45512360 2348557 43163803 781146 781146 64389 64389 0 0 0 120768447 116357561 4352617 58269 97348 97348 2956986 2127738 753152 76096 14148800 2638429 11510371 0 17369331 17235616 128715 5000 641014 359661 260242 21111 0 88250 66864 20330 1056 3400355 3400355 0 13234081 13065900 168181 5958385 5958385 Patient Care Supplies 75784123 75761270 22853 Quality Assurance 50566544 50566544 Other expenses 4457264 2329353 2076643 51268 Equipment Rental 2072461 2049339 23122 0 594078714 502456686 90628099 993929 0 448000251 400604942 910711 649845 51054195 103857506 0 0 0 7706050 11092418 1389776 2502681 493790104 320264378 109356749 173525726 0 0 0 350000 350000 104679613 258468375 723447345 951051493 28007024 35962029 38165 132601605 304648729 160608629 340648923 X 552813645 601802751 10025071 8599819 562838716 610402570 723447345 951051493 X 56080957 -8517103 X false true X true true true X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED false false false false false false false false false false true 61352 61352 false false Part II-B, Line 1i - Other Activities Description The organization belongs to industry and professional associations for which a portion of the membership dues is used for lobbying activities. Expenditures to NL Short were paid for the purpose of working with legislators and government officials relating to legislation affecting hospitals and healthcare.Executives met with state and federal legislators and attended industry organization meet and greet events for the purpose of educating legislators and advocating for the needs of the health care industry. Part IV - Additional Information 11029669 7549158 1214 9053596 9526445 7461086 10582024 790 7014231 11029669 8109043 2933485 3812 3585254 7461086 7807348 3313944 3534 2154688 861095 8109043 6766420 4902834 111 3006718 855299 7807348 0.09700 0.90300 false true true 13579235 13579235 339834782 224415317 115419465 1057701 179559 878142 120443499 89215907 31227592 18874887 6453595 12421292 173525726 Investment in Fdtn 10423930 Other Assets 479682 Other Receivables 15040236 Receivables from Related Organizations 141654242 Receivables from Third Parties 90870285 258468375 Other Liabilities 8907708 Payables to Related Organizations 280894610 Payables to Third Parties 14846411 304648729 X Part V, Line 4: Intended uses of the endowment fund. Board-designated, temporary and permanently restricted endowment funds are for specified operating and capital projects. The funds are released as project costs are expended. Part X : FIN48 Footnote The System recognizes tax benefits from any uncertain tax positions only if it is more-likely-than-not the tax position will be sustained, based solely on its technical merits, with the taxing authority having full knowledge of all relevant information. The System records a liability for unrecognized tax benefits from uncertain tax positions as discrete tax adjustments in the first interim period the more-likely-than-not threshold is not met. The System recognizes deferred tax assets and liabilities for temporary differences between the financial reporting basis and the tax basis of its assets and liabilities along with net operating loss and tax credit carryovers only for tax positions that meet the more-likely-than-not recognition criteria. At December 31, 2023 and 2022, no such assets or liabilities were recorded.The System currently files Form 990 (informational return of organizations exempt from income taxes) and form 990-T (business income tax return for an exempt organization) in the U.S. federal jurisdiction and the state of California. The System is not subject to income tax examinations prior to 2020 in major tax jurisdictions. true Latin America Community Projects 2000 Check 20894 Supplies/Travel Cost 1 false false false false false false true true X true X true X true true true false true true 1923965 1923965 0.00320 331609032 281616060 49992972 0.08420 333532997 281616060 51916937 0.08740 821976 821976 0.00140 15047190 2693153 12354037 0.02080 35234727 25337743 9896984 0.01670 75000 75000 0.00010 51178893 28030896 23147997 0.03900 384711890 309646956 75064934 0.12640 924 924 215354 215354 0.00040 216278 216278 0.00040 true 41110882 48408014 -7297132 X true true 1 1 Adv Health White Memorial 1720 Cesar E Chavez Avenue Los Angeles CA 90033 930000195 X X X X Acute,Rehab,Psychiatric,Skilled Nursing false false true X X X X X X X X X 22 true false true true X See Sch H Part VI - Needs Assessment X See Sch H Part VI - Needs Assessment X true 22 true See Sch H Part VI - Needs Assessment false false true X 200.0000 400.0000 X X X X X true true X X X X true X Sch H Part VI - Patient Education X Sch H Part VI - Patient Education X Sch H Part VI - Patient Education X X X X X X true X false X X X X true X false false Facility: - Part V, Section B, Line 5 The 2022 CHNA data collection process can be summarized as follows: 1. review of prior CHNA reporting efforts; 2. collection of most recently available demographic, socioeconomic and health indicator data; 3. Data gathering from community members.The CHNA Steering Committee identified vulnerable populations and worked with local organizations to coordinate focus groups and key informant interviews to ensure that minority populations the voices of those with chronic disease, low incomes, and the underserved were heard. Community-based healthcare organizations focusing on education, family services, formerly incarcerated, low-income, mental health, minority populations, public health, students, and unhoused populations all participated in twelve (12) focus groups with 56 participants and 7 key informant interviews. The Community Health Needs Assessment was developed using four separate sources of primary and secondary data. This mixed methods approach is considered a preferred practice for needs assessments because it allows for the greatest understanding of community needs from the broadest range of perspectives. Primary data refers to data collected and analyzed specifically for this project, while secondary data refers to data compiled and analyzed by external groups and utilized here. Qualitative primary data collection involved focus group interviews with local service providers and service recipients and individual key informant interviews with local leaders. These were conducted in person and virtually. Direct quotes were taken from a transcription of key informant interviews and are intended to be 100% accurate but could not be verified in all situations. This information was collected by the Adventist Health Community Well-Being team and evaluation consultants from the Center for Behavioral Health Integration. Secondary data was amassed and analyzed across 45 different data sets by the University of Missouri Extension Center for Applied Research and Engagement Systems (CARES). Finally, survey data sets of registered voters in the community were collected and analyzed by UC Berkeley Institute of Governmental Studies (IGS). Survey data was gathered from the Los Angeles County region (region name defined by survey administrator, (UCBerkely IGS). Facility: - Part V, Section B, Line 11 Tax year 2023 was Year One of the Implementation Strategy for the 2022 Community Health Needs Assessment (CHNA). All programs and activities provided to the community were in response to the priority health needs identified in the 2022 CHNA. Our 2022 CHNA identified four areas of significant need: Access to Care, Financial Stability, Food Security and Mental Health. Priority Need One-Access to Care. The goal is to advocate for and collaborate with internal and external partners to identify community members experiencing difficulties accessing care and connect them to support services. This will be accomplished by utilizing stakeholders existing intake processes to identify individuals experiencing access to care and enroll/direct them to existing services and programs. White Memorial Medical Center will also work to identify and collaborate with existing internal and external partners that have programs and resources that may be used to lessen the financial burden of community members. In 2023, the Hospital saw a rise in transportation volumes and adjusted their target transports from 568 per month to 657 per month. In a joint effort with the business development team, the Referral Pad program was expanded to include two external clinics to Boyle Heights and Huntington Park. The Hospital has received over twenty-five referrals for Medi-Cal helping to increase access to insurance. In partnership with the pharmacy department, the Brown Bag program was re-launched in September 2023. This program provides patients, seniors, and community members the opportunity to speak with a pharmacist and ask questions about their medications twice a month. The Community Resource Center continues to assist our residents in finding healthcare coverage that is right for them. Bilingual counselors are available and guide individuals step by step through the enrollment process. On-site eligibility specialists can answer questions regarding healthcare coverage and provide information on healthcare coverage options and referrals to agencies and programs based on needs. Those needs include food security, help to pay rent and utilities, immigration status, employment opportunities, in-home support, and wellness program. In 2023, over 183 community members were enrolled in health insurance at the community resource center and over 500 people came to the center for resource referrals.The Community Resource Center also provides senior citizens in the Boyle Heights and East Los Angeles community free services and assistance. In collaboration with the Mexican American Opportunity Foundation, White Memorial Medical Center offers taxi vouchers and bus tokens, assistance with the completion and translation of forms such as Social Security, Medicare, and home energy applications. In addition, referrals for immigration, senior housing, free meal sites, home-delivered meals, legal services, the Home Secure Program, and social and recreational activities through the Vive Bien! Senior Wellness Program are provided. The Vive Bien! Senior Wellness program is a free program designed to enhance senior health and quality of life through activities including workshops with Hospital physicians, pharmacists and other health experts, information on preventing and managing disease, a senior walking club, exercise classes and nutrition classes with healthy cooking demonstrations.Priority Need Two-Financial Stability. The goal is to develop systems and programs to aid our community in identifying and addressing key barriers to improving family financial stability through the enhancement of current programs in workforce development and the Mexican American Opportunity Foundation connections and resources. In 2023, the Hospital introduced Better Money Habits, a financial planning program, in partnership with Bank of America. Workshops were held on campus at White Memorial Medical Center. This class helps students learn about saving and budgeting, credit management, college financing personal banking and anti-theft privacy and banking topics.In 2023, White Memorial Medical Center continued its Healthcare Workforce Development program. The goal is to provide job readiness among youth who are at risk academically, unemployed, and underemployed; a pipeline to train and educate youth and to increase the pool of culturally competent healthcare workers. Workshops are provided to prepare the interns for entry into the workforce through resume preparation, interviewing skills, customer service skills, financial literacy education and professional image development. In addition, 48 high school students enrolled and graduated in 2023 from the Volunteer and Healthcare Workforce Development program which introduces students to healthcare careers by providing mentorship and career guidance. Of those students, 47 are currently enrolled in college. Over 150 area high schools and secondary education facilities participate in the program.The Hospital continued its partnership with COPE Health Scholars in 2023 to provide workforce development for local students to gain firsthand experience in clinical and administrative healthcare settings and become an integral part of the care delivery team. These students assist with basic care for patients alongside nurses, physicians and other members of the care delivery team and can earn volunteer hours for medical school, nursing school and other graduate programs to be well-positioned for entry-level positions in healthcare.Priority Need Three-Food Security. The goal is to advocate for and collaborate with internal and external partners to identify community members experiencing food insecurity and connect them to support services and community resources center food distribution. This was done by utilizing stakeholders existing intake processes to identify those experiencing food insecurities and enroll/direct them to existing services and programs in-house as well as external partners.Activities in 2023 included: 1). Vive Bien members learned about gardening best practices, pest control, and harvest organic grown fruits and vegetables at the community garden. 2). La Puente learning center and local schools participated in attending monthly classes at our community garden learning about healthy foods, mental health and community gathering. 3). Community members engaged in bi-weekly classes at local schools (Bridge Street Elementary) and weekly distribution of organic produce and ethically sourced eggs. 4). Over one thousand community members and Vive Bien class participants received a five-dollar voucher for fresh fruits and vegetables on Thursdays Farmers Market from the community center's food outreach efforts. 5). Over 120 bags/month of non-perishable food bags was distributed from the pantry. This is an increase from twelve bags/month.Priority Need Four-Mental Health. The goal is to advocate for and collaborate with internal and external partners to identify community members who may benefit from mental health programs and connect them to these programs. This was accomplished by utilizing partners existing intake processes to identify those experiencing mental health barriers and enroll/direct them to existing services and programs in-house as well as external partners.Activities in 2023 included: 1). White Memorial Medical Center applied for and is waiting to hear about the outcome of a grant proposal that would allow the Hospital to offer services for suicide prevention and pediatric homeless prevention through LA Care. 2). Caf Con Pan program (How to manage with grief and loss, forgiveness, strength exploration, stress management, managing anxiety) increased in volume and participation. Over 288 community members participated in community classes in 2023. 3). Welcome Baby mental health support services provided an average of twenty-one referrals per month with an average of seven persons per month receiving services. 4). The Community Resource Center had an average of three mental health education classes per month with an average of 27 participants. 5). Community members participated in walking to the community garden which provides a sense of togetherness and social learning as well as mental health and well-being by gardening in the open air with sunshine and hands in the soil. Facility: - Part V, Section B, Line 13h Patients who do not meet the income criteria, may be eligible for financial assistance based on essential living expenses and resources. The following two (2) qualifications must both apply:1. Essential living expenses: Exceed fifty percent (50%) of the household income; and2. Resources: The patient's excess medical expenses (the amount that allowable medical expenses are greater than 50% of annual household income) must be greater than available qualifying assets. Part I, Line 7 - Explanation of Costing Methodology The hospital is located in a medically underserved area and participates in a quality assurance fee program with the State of California to fund certain Medi-Cal coverage expansions. The state redistributes funds to hospitals that provide patient care to a higher proportion of indigent and medically underprivileged patients, who otherwise would most likely not have access to physicians and other medical services. The community benefit analysis includes receipts from this redistribution that are used to assist in partially offsetting the significant costs associated with providing patient care to this population group. The program may or may not continue in the future based on the State of Californias regulations and policies and the approval of the federal government. Part III, Line 2 - Methodology Used To Estimate Bad Debt Expense Uncollected patient accounts are analyzed using written patient financial services policies that apply standard procedures for all patient accounts. The result of the analysis is what is recognized as bad debt expense. For example, all self-pay patients receive a discount. If the discounted account is unpaid after collection efforts, the unpaid balance is classified as bad debt. The cost-to-charge ratio is multiplied times the hospital's bad debt expense. The resulting figure has been reported as bad debts at cost on Part III, Line 2. Part III, Line 3 - Methodology of Estimated Amount & Rationale for Including in Community Benefit The portion of the bad debts attributed to charity care as reported on Part III, Line 3 was calculated by an independent third-party consulting firm. A statistically valid sampling of patient accounts written-off was evaluated. The evaluation used various factors to determine which patients would have been eligible for charity care. Had the hospital obtained sufficient information from all patients who qualified for financial assistance, these additional accounts would have been recorded as charity care instead of bad debt. Part III, Line 4 - Bad Debt Expense The system-wide combined audited financial statements do not contain a footnote describing bad debt expense. Part III, Line 8 - Explanation Of Shortfall As Community Benefit The Medicare cost report apportions the hospitals costs on the basis of inpatient days and ancillary and outpatient charges to establish the costing methodology.Healthcare delivery by hospitals is a complex, highly regulated business in the United States. Healthcare unit cost inflation is driven by compliance with ever-expanding regulatory requirements, shortages of highly skilled labor and evolving medical and information technology. The health care market basket is unrelated to that of the average individual consumer. Medicare annual payment updates have fallen behind actual healthcare cost inflation to the point that Medicare payments too many U.S. hospitals are well below the cost of providing care. These unreimbursed costs are a community benefit for seniors and others in the community as these individuals are continuing to receive care without which many would become dependent on other governmental resources such as Medicaid. The benefit to the community for healthier Medicare recipients is no different than those benefits the community realizes for uninsured and underinsured patients who are eligible for partial and full charity care. Medicare is a safety net for seniors and others. Without Medicare coverage, many individuals would undoubtedly qualify for charity care.In addition to the mismatch between Medicare payment increases and healthcare cost inflation, the highly complex Medicare payment systems and formulas produce disparate payment levels from one hospital to another for the same service. These disparate payment levels create disparate results within groups of hospitals. For further information please refer to schedule H part III section B. Part III, Line 9b - Provisions On Collection Practices For Qualified Patients When a patient has requested screening for charity care, the hospital must immediately cease collection activity and place the account in a charity pending status. If 100% charity is approved, the entire account balance is written off to charity care. If the patient has a sliding scale liability based on the federal poverty guidelines, they are billed only for that liability. If the patient fails to pay their after-charity liability, they are assigned to a collection agency with an identifier that indicates to the agency that the patient is "low income and the following criteria must be followed by the agency:1. They may not report the patient to a credit bureau2. They may not file a lawsuit to recover the outstanding liability3. They may not charge interest Part VI, Line 2 - Needs Assessment White Memorial Medical Center promotes access to their 2022 Community Health Needs Assessment (CHNA), the 2023 Community Health Implementation Strategy (CHIS) approved in fiscal year 2023, and the Year One Update, FY 2023 for the Community Health Implementation Strategy by posting their reports on the Hospital's website at:https://www.adventisthealth.org/white-memorial/about-us/community-benefit/The two most recent Community Health Needs Assessments, the two most recent Implementation Strategy reports and the 2021, 2022 and 2023 Community Health Plan Updates are also available on the Adventist Health Corporate website at https://www.adventisthealth.org/about-us/community-benefit/The Community Health Needs Assessment (CHNA) includes both the activity and product of identifying and prioritizing a community's health needs, accomplished through the collection and development of a community health plan. The second component of the CHNA, the community health plan, includes strategies and plans to address prioritized needs, with the goal of contributing to improvements in the community's health. Qualitative and quantitative data sources were used in conducting the CHNA. To accomplish the many important systemic goals that are underway in our community, Adventist Health supports local partners to augment our own efforts, and to promote a healthier community. Partnership is not used as a legal term, but a description of the relationships of connectivity that are necessary to collectively improve the health of our region. One of our objectives is to partner with other nonprofit and faith-based organizations that share our values and priorities to improve the health status and quality of life of the community we serve. This is an intentional effort to avoid duplication and leverage the successful work already in existence in the community. In addition to the CHNA, our hospital engages in a process of continuous quality improvement, focusing on questions such as: are our interventions making a difference in improving health outcomes; are we providing the appropriate resources in the appropriate locations; and how are we using technology to track our health improvements and provide relevant feedback at the local level? Building a healthy community requires multiple stakeholders working together with a common purpose. With that in mind, our hospital leadership serves on a variety of community boards and committees focused on addressing community-specific needs, allowing for ongoing responsiveness to the health care needs of the community and collaboration with local agencies and organizations, enabling maximum effectiveness through collective impact. Part VI, Line 3 - Patient Education of Eligibility for Assistance The plain language summary of the Financial Assistance Policy (FAP) is posted along with the complete FAP policy and FAP Application on the hospitals website at: https://www.adventisthealth.org/patient-resources/bill-pay/financial-assistance/ The documents are available in multiple languages. The link to the hospitals Self-Pay Billing and Collection Policy is posted at:https://www.adventisthealth.org/documents/system/13863-self-pay-billing-and-collection-policy.pdfAt the time of registration, patients who are uninsured and underinsured are provided information about government healthcare programs. Patients are also orally informed of their right to request charity assistance. Signs are displayed in the patient business office, patient registration areas and the emergency room in multiple languages informing patients of this right as well. The Hospital also provides a brochure during the registration process that explains the hospital billing and collection procedures, and how to request financial assistance. In addition, every billing statement sent to patients contains information on how to request financial assistance. Part VI, Line 4 - Community Information From Mariachi Plaza to Evergreen Cemetery, Boyle Heights is one of Los Angeles most historic and vibrant communities. Just three miles east of downtown Los Angeles, Boyle Heights is home to generations of immigrants with 76% of the community served by White Memorial Hospital being Hispanic, and the epicenter of several historical social justice movements. This small neighborhood has an impressive total population of 1,109,487. A community rich in art, music, food, and small businesses. The median household income is $52,384, and of that, 45.66% is spent on housing and transportation. Among this population, 30.84% of children live in poverty and 2.27% of students are unhoused, compared to the state average of 4.25% and national average of 2.77%. True to its historical roots as a center of civic engagement, this population boasts a voter participation rate of 67.5%.A review of publicly available data showed 14.5% of the residents do not have access to health insurance, and 14.4% of households do not have a motor vehicle, a rate higher than the State (7%) and the Nation (8.5%). However, most of the population (93%) lives within half a mile of public transportation. Health literacy and limited English proficiency can be additional barriers to access to care. The unemployment rate is 7.65%, which is higher than the US overall (5.38%) and California (6.18%). Childhood poverty is remarkably high (31%) almost double that of California. The median household income of $52,384 is lower than both California and the US by a substantial amount. The community has 21% of its residents living in poverty, which is 8% higher than state and national averages. Poverty rates are even greater for African American and for female residents. Additionally, 88% of students receive free or reduced-price school lunchesmore than double the national average and almost 30% higher than the California average.The White Memorial Medical Center CHNA market is based on the state of California with a total population of 1,056,633 (based on the 2020 Decennial Census). The largest city in the service area is East Los Angeles CDP, with a population of 126,496. The service area is comprised of the following ZIP codes: 90031, 90042, 90201, 90012, 90270, 91754, 90026, 90023, 90007, 90057, 90255, 90640, 90065, 90022, 90063, 90033, 90032, 90006, 90011, 90021, 91803. 29.82% of the population owns their home and 70.18% of the population rents their home. The total population by age groups is as follows: Age 0-4: 6.1%, Age 5-17: 16.9%, Age 18-24: 11.4%, Age 25-34: 18.1%, Age 35-44: 13.7%, Age 45-54: 12.6%, Age 55-64: 9.9%, Age 65+: 11.4%. Part VI, Line 4 - Community Building Activities The hospital is involved in numerous community building activities which promote the health of the community. Overwhelmingly, we see diseases of despair including suicide, substance abuse, mental health and chronic illnesses plaguing the communities in which we have a significant presence in. These community concerns are addressed through health improvement, education, poverty, workforce development and access to care. This is why we have focused our work around addressing behavior and the systems keeping the most vulnerable people in cycles of poverty and high utilization. In an effort to heal these communities, we have strategically invested in our communities by partnering with national leaders in community well-being. We believe the power of community transformation lies in the hands of the community. Our solution for transformation is to create a sustainable model of well-being that measurably impacts the well-being of people, well-being of place and equity. In 2020, Adventist Health acquired Blue Zones as the first step toward reaching our solution. By partnering with Blue Zones, we will be able to gain ground in shifting the balance from healthcare treating people once they are ill to transformative well-being changing the way communities live, work and play. In 2021, Adventist Health committed to launching six Blue Zone Projects within our community footprint. In 2022, these projects were active and growing. In 2023, we saw tremendous growth in several of our markets promoting walking moais, worksite wellness, Blue Zones Project school pledges to create an environment that instills healthy lifestyle choices for our children and Blue Zones Project restaurant pledges to provide healthy options. Blue Zones widens our impact from only reaching our hospitals communities in four states to a global mission practice. We also encourage our employees to serve on community collaboration boards, health advocacy programs, and physical improvement projects to promote the health of the communities we serve. In addition, we work with neighborhood programs, including schools, work sites and safety net providers to promote health and wellness and prevent disease. Part VI, Line 5 - Promotion of Community Health Our hospitals mission is, Living Gods love by inspiring health, wholeness and hope. Our community benefit work is rooted deep within our mission and merely an extension of our mission and service. We have also incorporated our community benefit work to be an integral component of improving the Triple Aim. The Triple Aim concept broadly known and accepted within health care includes:1) Improve the experience of care for our residents.2) Improve the health of populations.3) Reduce the per capita costs of health care.Our strategic investments in our community are focused on a more planned, proactive approach to community health. The basic issue of good stewardship is making optimal use of limited charitable funds. Defaulting to charity care in our emergency rooms for the most vulnerable is not consistent with our mission. An upstream and more proactive and strategic allocation of resources enables us to help low income populations avoid preventable pain and suffering; in turn allowing the reallocation of funds to serve an increasing number of people experiencing health disparities.Hospitals and health systems are facing continuous challenges during this historic shift in our health system. Given todays state of health, where cost and heartache is soaring, now more than ever, we believe we can do something to change this. These challenges include a paradigm shift in how hospitals and health systems are positioning themselves and their strategies for success in a new payment environment. This will impact everyone in a community and will require shared responsibility among all stakeholders. As hospitals move toward population health management, community health interventions are a key element in achieving the overall goals of reducing the overall cost of health care, improving the health of the population, and improving access to affordable health services for the community both in outpatient and community settings. The key factor in improving quality and efficiency of the care hospitals provide is to include the larger community they serve as a part of their overall strategy. Population health is not just the overall health of a population, but also includes the distribution of health. Overall health could be quite high if the majority of the population is relatively healthyeven though a minority of the population is much less healthy. Ideally such differences would be eliminated or at least substantially reduced. Community health can serve as a strategic platform to improve the health outcomes of a defined group of people, concentrating on three correlated stages:1) The distribution of specific health statuses and outcomes within a population; 2) Factors that cause the present outcomes distribution; and 3) Interventions that may modify the factors to improve health outcomes.Improving population health requires effective initiatives to: 1) Increase the prevalence of evidence-based preventive health services and preventive health behaviors, 2) Improve care quality and patient safety, and 3) Advance care coordination across the health care continuum.We will work together with our community to ensure the community health improvements are identified and then targeted for programs to influence behaviors to obtain improved health within the whole community. Part VI, Line 6 - Affilated Health Care System The hospital is a member of Adventist Health, a health care system which provides healthcare services in diverse markets within the Western United States. A member hospital may share some services with other member hospitals in its geographic area, such as clinical, management and support services. Using today's technology, hospitals outside the geographic area are able to provide support through remote services such as telepharmacy and robotics surgery. The Corporate Office provides important shared administrative support for member hospitals' rural health clinics and home care agencies, quality of care, other clinical needs, financing and risk management, and shared clinical and financial information technology. As many experienced and new physicians search for alternatives to independent practice, there is also corporate administrative support for hospital affiliated medical groups that engage physicians through employment or other contracts. This provides stability and growth of qualified physicians across many specialties, which is very important to make healthcare services available and to maintain and improve health within the communities served by all member hospitals. Part VI, Line 7 - States Filing of Community Benefit Report CA Part VI - Additional Information Listing of Organizations that Particpated in the Hospital's CHNA -Organizations that participated in the 2022 CHNA process included, Alma Family Services, Asian Pacific Community Fund, California State University Los Angeles, Los Angeles County Department of Mental Health, Los Angeles County Department of Public Health, Proyetco Pastoral, PUENTE Learning Center, Soledad Enrichment Action, Shower of Hope, The East Los Angeles Community Union, University of California Los Angeles and Weingart East Los Angeles YMCA. Identified Needs from CHNA, Not Addressed and Why - No hospital can address all the health needs identified in its community. White Memorial Medical Center is committed to serving the community by adhering to its mission, and using its skills, expertise, and resources to provide a range of community benefit programs. Significant health needs that will not be directly addressed include housing, health risk behaviors, health conditions, environ & infrastructure, inclusion & equity, COVID, education, community vitality and community safety. While these significant health needs are not addressed directly, they are likely to benefit from collective efforts of our community partnerships. Other Items Primary website address: See Form 990, Pg 1, Item JNeeds Assessment website: See Sch H Part VI - Needs AssessmentFAP website: See Sch H Part VI-Patient Education true Hispanas Org for Political Eq 634 S Spring St Ste 920 Los Angeles CA 90014 954718409 501(c)(3) 10000 0 Funds Transfer Event Sponsorship Mexican American Opty Fnd 401 N Garfield Ave Montebello CA 90640 952594166 501(c)(3) 11500 0 Funds Transfer Event Sponsorship Telecu Education Foundation 5400 E Olympic Blvd Ste 300 Los Angeles CA 90022 954384333 501(c)(3) 15000 0 Funds Transfer Event Sponsorship University of La Verne 1950 3rd St La Verne CA 91750 951644026 501(c)(3) 15000 0 Funds Transfer Sponsorship Variety Boys And Girls Club 2530 Cincinnati St Los Angeles CA 90033 951919219 501(c)(3) 10000 0 Funds Transfer Event Sponsorship White Memorial SDA Church 401 North State St Los Angeles CA 90033 951994597 501(c)(3) 28500 0 Funds Transfer Parking Project YMCA of Metropolitan of LA 4301 W 3rd Los Angeles CA 90020 951644052 501(c)(3) 25000 0 Funds Transfer General Support 7 0 Grantmaker's Description of How Grants are Used Grants are donations made to US tax exempt organizations who present a valid purpose for their donation request. It is anticipated that no further monitoring is required. X X X X true true false false false false false false false Beaman John CFO/Asst Secty 1091769 569149 19635 11644 60059 1752256 Bryant Mara Operations Exec 451690 90456 64656 11644 13661 632107 Burke James Medical Officer, SCR 625000 134319 31846 41894 833059 Heinrich Kerry Director/CEO 2017000 1208880 76548 11644 44099 3358171 Hofheins Todd COO/Vice Chair 1389462 735265 147865 11644 62845 2347081 Jahn Andrew President, Southern CA Network 1044420 406990 14496 50625 1516531 Jobe Meredith Secretary 660525 168715 130248 14609 46114 1020211 Kirya Ronald RN 331757 1500 12579 34088 379924 Milatovic Natasa Reg HR Dir, SCR thru 4/23 115231 96102 323703 11644 51771 598451 Nahapetian Arby Former Care Div Med Off thru 02/22 967385 329621 185288 11644 56317 1550255 Owens Francis Treas/Ast Secty 409981 56775 44867 11644 39096 562363 Raffoul John President 671546 178639 146229 11644 47119 1055177 Schwarz Greg Bus Dev Executive 344388 69969 41094 11644 41142 508237 SpenstBrett Former Care Div Finance thru 02/22 259692 250809 10124 12160 32551 565336 Stevens Eric Former Care Div Ops Exec thru 02/22 1045616 319995 160682 11644 46256 1584193 Stone Patricia Interim Patient Care Executive 270845 2168 9478 48494 330985 Sugui Geraldine RN 293810 1500 11842 12361 13662 333175 Takahashi Patrick Medical Officer 625000 136982 61250 1156 22810 847198 Umpad Mylene RN 302289 1500 9322 2146 315257 Vasquez Patricia Patient Care Executive 299935 59868 45309 12175 31215 448502 WingBilly Former Dir/A Sec/V Chair thru 01/22 1438460 26777 1465237 Xu Prissilla Director Pharmacy 227562 51302 31924 216 51685 362689 Zari Jolly Grace RN 284451 1500 2747 11477 74035 374210 Form 990, Part VI, Section A, Line 6 The Hospital is organized as a religious corporation and operates as a not-for-profit hospital. The sole corporate member is Adventist Health System/West, a California not-for-profit religious corporation. The Hospital operates as an affiliate of Adventist Health System/West. Form 990, Part VI, Section A, Line 7a The Hospital Bylaws define its Board of Directors to be the same individuals who are members of the Adventist Health System/West Board of Directors. Form 990, Part VI, Section A, Line 7b The Board of Directors of the Hospital shall have sole authority to amend or repeal the Articles of Incorporation, subject to the additional approval of the Board of Directors of Adventist Health System/West. The Hospital does not have any Members. Form 990, Part VI, Section B, Line 11b This Form 990 including all supporting schedules was prepared by a public accounting firm, reviewed by the Corporate Finance Officer and Market Financial Officer, and shared by electronic communication with the Corporation's Board of Directors prior to filing. Form 990, Part VI, Section B, Line 12c During the first quarter of each year, the annual conflict of interest questionnaire is sent to board members, hospital corporate officers, key employees and department directors for completion and signature. The questionnaire is accompanied by a letter of explanation to illustrate examples of a conflict and to remind the recipient that if any perceived conflict should arise before the next annual questionnaire, he/she is to notify the market president or the System General Counsel immediately.The System General Counsel distributes, collects, and reviews for signatures the COIs for all applicable Corporate employees, stakeholders and the board. In addition, the hospital's administration is responsible for keeping record to ensure all hospital-based individuals with director and above positions have submitted their COIs. The System General Counsel reviews all the disclosures on the board and Corporate employees' COIs. System General Counsel retains the COIs for all individuals. Further inquiries on any potential significant conflicts are made as needed. Conflicts are documented and reviewed with the Board. Form 990, Part VI, Section B, Line 15a The Hospital's Board of Directors has established a Human Resources Committee to oversee the executive compensation program. This committee is composed of independent directors with no conflicts of interest. The committee performs the following functions: recommends a total compensation philosophy to the board; assures compliance with the board-approved philosophy; meets at least annually to review comparability data from outside consultants; recommends any adjustments to current executive compensation, including salary ranges for hospital presidents and finance officers that would be indicated by the data evaluates executive performance against annual goals; recommends appropriate incentive awards to the board for approval; follows a diligent process that meets regulatory requirements for a rebuttable presumption of reasonableness; records committee deliberations and decisions in timely minutes; selects, engages and supervises any consultant hired to advise and provide comparability data. The board-approved executive compensation philosophy specifies that salary ranges will be established for hospital executives, with midpoints aligned with the 60th percentile of comparable system hospital data, and having a 50 percent spread from minimum to maximum. Form 990, Part VI, Section B, Line 15b See Line 15a explanation. Form 990, Part VI, Section C, Line 19 The Hospital does not make its governing documents publicly available, beyond required filings of Articles of Incorporation with the Secretary of State. The Hospital does not make its Conflict of Interest Policy available upon request, but does file monthly/quarterly summary financial reports with the state health-planning agency. Form 990, Part XI, Line 9 Change in Foundation Net Assets = -$207709 Form 990, Part XI, Line 9 Other Unrestricted Activity = -$19653 Form 990, Part XI, Line 9 Prior Period Foundation NA Adj = -$111417 Form 990, Part XI, Line 9 Transfer to Related Entities = -$8206693 Form 990, Part XI, Line 9 Transfers from Other Funds = $28369 Adventist Health Clearlake Hospital Inc 15630 18th Avenue Clearlake CA 95422 680395149 Hospital CA 501(c)(3) 3 Adventist Health SystemWest false Adventist Health Delano 1401 Garces Hwy Delano CA 93215 770258013 Hospital CA 501(c)(3) 3 Adventist Health SystemWest false Adventist Health Foundation 1 Adventist Health Way Roseville CA 95661 680002188 Charitable foundation CA 501(c)(3) 7 Adventist Health SystemWest false Adventist Health Med Ctr Tehachapi 1100 Magellan Drive Tehachapi CA 93561 812240617 Hospital CA 501(c)(3) 3 Adventist Health SystemWest false Adventist Health Mendocino Coast 700 River Drive Fort Bragg CA 95437 845174585 Hospital CA 501(c)(3) 3 Stone Point Health false Adventist Health Physicians Network 1 Adventist Health Way Roseville CA 95661 680357690 Medical foundation CA 501(c)(3) 12b2 Adventist Health SystemWest false Adventist Health SystemWest 1 Adventist Health Way Roseville CA 95661 953484589 Integrated health system CA 501(c)(3) 10 N/A false Adventist Health Tulare 869 North Cherry Street Tulare CA 93274 832351753 Hospital CA 501(c)(3) 3 Adventist Health SystemWest false Castle Medical Center 640 Ulukahiki Street Kailua HI 96734 990107330 Hospital HI 501(c)(3) 3 Adventist Health SystemWest false Feather River Hospital 1 Adventist Health Way Roseville CA 95661 941101228 Hospital CA 501(c)(3) 3 Adventist Health SystemWest false Glendale Adventist Medical Center 1509 Wilson Terrace Glendale CA 91206 951816017 Hospital CA 501(c)(3) 3 Adventist Health SystemWest false Hanford Community Hospital 115 Mall Drive Hanford CA 93230 940535360 Hospital CA 501(c)(3) 3 Adventist Health SystemWest false Lodi Memorial Hospital Association 975 S Fairmont Avenue Lodi CA 95240 941044474 Hospital CA 501(c)(3) 3 Adventist Health SystemWest false Mid-Columbia Medical Center 1700 E 19th Street The Dalles OR 97058 930386936 Hospital OR 501(c)(3) 3 Stone Point Health false Northwest Med Fdtn of Tillamook 1000 Third Street Tillamook OR 97141 930622075 Hospital OR 501(c)(3) 3 Adventist Health SystemWest false Paradise Valley Hospital 1 Adventist Health Way Roseville CA 95661 951816034 Discontinued Operations CA 501(c)(3) 3 Adventist Health SystemWest false Portland Adventist Medical Center 10123 SE Market Street Portland OR 97216 930429015 Hospital OR 501(c)(3) 3 Adventist Health SystemWest false Reedley Community Hospital 372 Cypress Avenue Reedley CA 93654 453220509 Hospital CA 501(c)(3) 3 Adventist Health SystemWest false Rideout Memorial Hospital 726 Fourth Street Marysville CA 95901 941387866 Acute care hospital CA 501(c)(3) 3 Stone Point Health false St Helena Hospital 10 Woodland Road St Helena CA 94574 941279779 Hospital CA 501(c)(3) 3 Adventist Health SystemWest false San Joaquin Community Hospital 2615 Chester Avenue Bakersfield CA 93301 952294234 Hospital CA 501(c)(3) 3 Adventist Health SystemWest false Simi Valley Hospital and Health Care Ser 2975 N Sycamore Drive Simi Valley CA 93065 956064971 Hospital CA 501(c)(3) 3 Adventist Health SystemWest false Sonora Community Hospital 1000 Greenley Road Sonora CA 95370 941415069 Hospital CA 501(c)(3) 3 Adventist Health SystemWest false Stone Point Health 1 Adventist Health Way Roseville CA 95661 823763347 Supporting organization CA 501(c)(3) 12b2 Adventist Health SystemWest - technical false Ukiah Adventist Hospital 275 Hospital Drive Ukiah CA 95482 941639901 Hospital CA 501(c)(3) 3 Adventist Health SystemWest false United Com-Serve 726 Fourth Street Marysville CA 95901 943015356 Skilled nursing/assisted living/home hea CA 501(c)(3) 12b2 Stone Point Health false Walla Walla General Hospital 1 Adventist Health Way Roseville CA 95661 910617726 Hospital - closed July 2017 WA 501(c)(3) 3 Adventist Health SystemWest false Western Health Resources 1 Adventist Health Way Roseville CA 95661 953867863 Home care CA 501(c)(3) 10 Adventist Health SystemWest false Willits Hospital Inc 1 Marcela Drive Willits CA 95490 680108919 Hospital CA 501(c)(3) 3 Adventist Health SystemWest false White Memorial Med Cntr Charitable Fdtn 1720 E Cesar E Chavez Avenue Los Angeles CA 90033 953760201 Fundraising for Hospital CA 501(c)(3) 3 Adventist Health SystemWest true Blue Legacy Ventures LLC 1010 NE 2nd Avenue Miami FL 33132 871254649 Real Property Rental FL AHSWest false false Blue Zones LLC 200 Southdale Center Edina MN 55435 271603327 Education MN AHSWest false false PAR LLC dba CherryWood Village 8440 SE Sunnybrook Blvd Suite 100 Clackamas OR 97015 931262371 Senior Housing OR AHSWest false false PVHR LLC dba Paradise Village 8440 SE Sunnybrook Blvd Suite 100 Clackamas OR 97015 260622555 Senior Housing OR AHSWest false false PVHR2 LLC dba Parkview Memory Care 8440 SE Sunnybrook Blvd Suite 100 Clackamas OR 97015 473300170 Senior Housing OR AHSWest false false WWGHR LLC dba Wheatland Village 8440 SE Sunnybrook Blvd Suite 100 Clackamas OR 97015 810591221 Senior Housing OR AHSWest false false South Coast Medical Center PO Box 619135 Roseville CA 95661 952037291 Wind down after sale of hospital CA AHSWest C-Corp false Adventist Health Plan Inc 1 Adventist Health Way Roseville CA 95661 463833261 Health Insurance CA AHSWest C-Corp false Thrive Productions Inc 200 Southdale Center Edina MN 55435 453369049 Production Company MN AHSWest C-Corp false AdHealth Limited PO Box HM 2062 Hamilton BD HM HX Pure Captive Insurance BD AHSWest C-Corp false false false false false true false false false false false false false true false true false false true false Adventist Health SystemWest e 164389231 Notes Payable Adventist Health SystemWest m 56947399 Operating Exp Adventist Health SystemWest o 3947183 Compensation Adventist Health SystemWest r 47302342 Cash Mgt Funds