2023-11-08T17:01:50-06:00 2022-12-31 910189318 Moss Adams LLP 3121 W March Ln Ste 200 Stockton CA 952192367 990 2022-01-01 941044474 Lodi Memorial Hospital Association Inc LODI 9164060000 975 S Fairmont Avenue Lodi CA 952405118 Katherine Delmore Treasurer 9164060000 2023-10-25 1 Katherine Delmore 999009999 1 Tracy S Paglia P00366884 2099556100 2023-10-27 2 AAL1 IAL1 2022 2023-04-26 12:10:37Z Adventist Health Lodi Memorial Brooke McCollough 975 S Fairmont Avenue Lodi CA 952405118 260163076 0 1071 X www.adventisthealth.org/lodi-memorial/ X 1945 CA Living God's love by inspiring health, wholeness and hope. 13 11 1476 28 162990 0 1554022 5685010 263179998 254139893 1793050 322835 -22024 -21383 266505046 260126355 368268 249457 0 0 91317489 101780488 0 0 433939 170164640 168703422 261850397 270733367 4654649 -10607012 253539238 212195615 201625136 187368173 51914102 24827442 X Living God's love by inspiring health, wholeness and hope. 0 0 217394893 249457 254139893 See Schedule O 217394893 1 1 0 1 0 0 0 0 0 1 1 0 0 1 1 1 0 1 0 0 0 0 0 0 0 0 1 1 1 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 0 0 1 0 0 1476 1 1 1 0 0 0 0 0 0 0 0 0 0 0 X 13 11 0 0 0 0 1 1 1 1 1 0 0 1 1 1 1 1 1 1 1 1 1 CA X John Beaman CFO 9164060000 1 Adventist Health Way Roseville CA 95661 X Wing Bill Dir/Asst Secr/Vice Chair thru 01/22 0.00 50.00 X X 0 2511347 56319 Heinrich Kerry Dir/Chair/CEO as of 01/22 0.00 50.00 X X 0 2131443 75065 Hofheins Todd Dir/Vice Chair/COO as of 01/22 0.00 50.00 X X 0 1971652 72279 Jahn Andrew Care Division President thru 02/22 0.00 50.00 X 0 1409539 74100 Beaman John - Interim Pres thru 08/22/CFO/Asst Secretary 0.00 50.00 X 0 1361096 58476 Nahapetian Arby - Care Division Medical Officer thru 02/22 0.00 50.00 X 0 1334111 68537 Stevens Eric - President Northern CA/HI State Network 5.00 45.00 X 0 1315314 62845 Spenst Brett - Care Division Finance Officer thru 02/22 0.00 50.00 X 0 1322824 36101 Reiner Scott Former Dir/Chair/CEO thru 12/21 0.00 0.00 X 0 1222073 36652 Wolcott Daniel Former President thru 12/20 0.00 50.00 X 0 1012234 59339 Jobe Meredith Secretary 0.00 50.00 X 0 930036 39184 Larsen David - Former Finance Officer, CCR thru 04/19 0.00 50.00 X 0 835106 75363 Cornwell Eric Medical Officer 50.00 0.00 X 0 703381 66118 McCollough Brooke President as of 09/22 50.00 0.00 X 0 479074 67948 Whitney Jason Treasurer/Asst Secr thru 08/22 50.00 0.00 X 0 441733 47163 Brown Mary RN 40.00 0.00 X 405498 0 81865 Stewart Donovan Patient Care Executive as of 06/21 50.00 0.00 X 0 432418 54685 Delmore Katie Treas/Asst Secretary as of 09/22 50.00 0.00 X 0 339735 83074 Pickering Christine - Former Communication Dir, CCR thru 02/20 0.00 50.00 X 0 343094 67698 Eller Jeff Consultant 5.00 4.00 X 0 352684 52686 Reitz Matthew Director, Perioperative Services 40.00 0.00 X 258751 0 65503 Beck Atwater Sandra Director Hospital Pharmacy 40.00 0.00 X 263538 0 36069 Tuon Melissa RN 50.00 0.00 X 238310 0 25647 Pascua Helen RN, First Assistant 40.00 0.00 X 238506 0 14297 Chen Steven - Former Finance Officer, CCR thru 02/20 0.00 50.00 X 0 127975 6298 Freedman John Director 0.00 4.00 X 0 26858 0 Woodson Marc Director 0.00 4.00 X 0 26728 0 Banks David Director 0.00 4.00 X 0 26478 0 Cherry Robert Director 0.00 4.00 X 0 26478 0 Davis Andrew Director 0.00 4.00 X 0 26478 0 Innocent Larry Director 0.00 4.00 X 0 26478 0 Reiner Richard Director 0.00 4.00 X 0 26478 0 Newton Bradford Director 0.00 4.00 X 0 25180 0 Salazar Velino Director 0.00 4.00 X 0 21478 0 Fehr Joy Director 0.00 4.00 X 0 430 0 Ocampo Lucy Director 0.00 4.00 X 0 430 0 1404603 20810363 1383311 328 1 1 1 Snap Nurse PO Box 200352 Dallas TX 75320 Contract labor 4044348 Regents of The University of California PO Box 741816 Los Angeles CA 90074 Physician professional fees 3755384 ProLink Healthcare LLC 4600 Montgomery Road Suite 300 Cincinnati OH 45212 Contract labor 2860314 CEP America Anesthesia PC 2100 Powell Street Suite 400 Emeryville CA 94608 Physician professional fees 2532323 Fastaff LLC PO Box 91142 Denver CO 80291 Contract labor 2486434 45 4847507 837503 5685010 Patient service revenue 621400 244192865 244192865 Revenue/subsidy from related orgs 900099 1977679 1977679 CARES Act revenue 621990 747294 747294 Dietary/cafeteria revenue 722514 607020 607020 Related rental revenue 532000 531203 531203 6083832 5920842 162990 254139893 305286 305286 15338 36721 -21383 -21383 -21383 17549 0 17549 17549 17549 260126355 253976903 162990 301452 X 249457 249457 82856714 75373375 7134208 349131 3473368 3122831 335282 15255 9509902 9343908 121640 44354 5940504 5409048 506257 25199 29673486 29673486 708281 708281 62098 62098 45668160 42022391 3645769 50480 50480 640151 640151 9446833 2162137 7284696 3936290 3336213 600077 148452 131516 16936 39834 36580 3254 4463647 4463647 9756712 9693294 63418 2210170 2185803 24367 Patient care supplies 36653759 34966482 1687277 Quality assurance fee 12451385 12451385 Leased equipment expens 484462 477786 6676 12309222 11266791 1042431 270733367 217394893 52904535 433939 48118262 14374477 33319 122112 40210645 37943291 3940476 3597536 747938 422250 273739351 169132455 115896368 104606896 6498524 5144623 38093706 45984430 253539238 212195615 29951046 22706467 135064 0 411725 0 171127301 164661706 201625136 187368173 X 48575995 24183189 3338107 644253 51914102 24827442 253539238 212195615 X -10607012 -15221000 -1258648 X 0 1 X 1 1 1 X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED 0 0 0 0 0 0 0 0 1 62098 62098 0 Part II-B, Line 1: The Hospital belongs to industry and professional associations for which a portion of the membership dues is used for lobbying activities. Expenditures to NL Short Public Affairs were paid for the purpose of working with legislators and government officials relating to legislation affecting hospitals and healthcare. 3338107 1066286 -1374 3758766 644253 3230274 747274 1706 641147 3338107 3171700 2663248 2604674 3230274 541320 2659952 29572 3171700 602023 569686 630389 541320 0.00000 0.00000 1.00000 0 0 9973938 9973938 196110797 110837071 85273726 3225408 3003286 222122 59420837 51378380 8042457 5008371 3913718 1094653 104606896 Receivables from third-party payors 24650470 Receivables from related organizations 13823162 Right-of-use assets 4974375 State Board of Pharmacy receivable 2410466 Other assets 125957 45984430 Payable to related organizations 156037990 Other liabilities 4594120 Payables to third-party payors 4029596 164661706 X Part V, Line 4: 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, Line 2: The principal operations of the System are exempt from taxation pursuant to Internal Revenue Code Section 501(c)(3) and related state provisions. 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, 2022 and 2021, 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 2019 in major tax jurisdictions. 1 1 X 1 X 1 X 1 1 1 0 1 1 601600 601600 0.00220 88266927 43391031 44875896 0.16580 88868527 43391031 45477496 0.16800 398223 398223 0.00150 580727 580727 0.00210 46644688 28239435 18405253 0.06800 70030 70030 0.00030 47693668 28239435 19454233 0.07190 136562195 71630466 64931729 0.23990 7346 7346 0.00000 7346 7346 0.00000 1 1595393 217656 56887967 61163813 -4275846 X 1 1 2 1 Lodi Memorial Hospital Association Inc dba AHLM 975 S Fairmont Ave Lodi CA 95240 www.adventisthealth.org/lodi-memorial/ 030000056 X X X A 2 Lodi Memorial Hospital - West dba AHLM 800 Lower Sacramento Road Acute Phys Lodi CA 95242 www.adventisthealth.org/lodi-memorial/ 030000056 X X Outpatient departments at this campus A Facility Reporting Group - A 0 0 1 X X X X X X X X X 22 1 1 1 1 X See Sch H Part VI - Needs Assessment X See Sch H Part VI - Needs Assessment X 1 22 1 See Sch H Part VI - Needs Assessment 0 1 X 200.000000000000 400.000000000000 X X X X X 1 1 X X X X 1 X Sch H Part VI-Patient Educ X Sch H Part VI-Patient Educ X Sch H Part VI-Patient Educ X X X X X X 1 X 0 X X X X 1 X 0 0 Part V, Section B Facility Reporting Group A Facility Reporting Group A consists of: - Facility 1: Lodi Memorial Hospital Association, Inc. dba A, - Facility 2: Lodi Memorial Hospital - West dba AHLM Facility Reporting Group - A Part V, Section B, line 5: The San Joaquin County 2022 Community Health Needs Assessment (CHNA) presents a comprehensive picture of community health that encompasses the conditions that impact health in the County. From data collection and analysis to the identification of prioritized needs, the development of the 2022 CHNA report has been an inclusive and comprehensive process guided by a Core Team planning group and broadly representative Steering Committee, with input from hundreds of community residents. The process in 2022 included interviews with 10 key informants and 29 focus group discussions with 291 diverse community residents. These individuals included representatives from local governmental and public health agencies, community-based organizations, and leaders, representatives, or members of underserved, low-income, and racial/ethnic populations. Secondary data analyses of over 100 indicators, created a robust picture of the issues affecting people's health where they live, work, and play. The 2022 CHNA utilized a mixed-methods approach. San Joaquin County Public Health Services epidemiologists compiled a comprehensive set of secondary data from national, statewide, and local sources to provide a multi-faceted picture of health in San Joaquin County. These data were compared to benchmark data and analyzed to identify potential areas of need. In addition, Ad Lucem Consulting, in concert with the Core Team, collected primary data via key informant interviews and focus groups that offered a wide range of opinions about issues that most impact the health of the community, as well as examples of existing resources that work to address those needs, and suggestions for continued progress in improving these issues. The data used for this CHNA follows the health needs organization and indicators found in the Kaiser Permanente (KP) Community Health Data Platform. The most up-to-date data were included and data by race/ethnicity were also compiled, as well as a number of additional demographic indicators. The analyzed quantitative and qualitative data were triangulated to identify the top health needs in the County. Facility Reporting Group - A Part V, Section B, line 6a: Adventist Health Lodi Memorial participated with Dameron Hospital, Dignity Health - St. Joseph's Medical Center and Behavioral Health Center, Kaiser Permanente, and San Joaquin County Clinics/San Joaquin General Hospital in the 2022 CHNA. Facility Reporting Group - A Part V, Section B, line 6b: Core team members that participated in the 2022 CHNA included: Adventist Health Lodi Memorial, Dameron Hospital, Community Foundation of San Joaquin, Community Medical Centers, First 5 San Joaquin, Health Net, Health Plan of San Joaquin, San Joaquin County Office of Education, San Joaquin County Public Health Services, Sutter Health Valley Area, and University of the Pacific. Steering Committee members include: 211 San Joaquin, Amelia Adams Whole Life Center, Asian Pacific Self-Development and Residential Association (APSARA), Boys and Girls Club, Catholic Charities Stockton Diocese, Child Abuse Prevention Council, City of Stockton, Data Co-op, Delta Health Care, Department of Health and Human Services - Region 9, Dignity Health, St. Joseph's Medical Center and Behavioral Health Center, El Concilio, Emergency Food Bank, Little Manila Rising, LOVE Inc. Manteca, Mary Magdalene Community Services Public Health Advocates, Reinvent South Stockton Coalition, San Joaquin PRIDE Center, Sierra Vista Homes, SJC Behavioral Health Services, SJC Children's Alliance, SJC Clinics, SJC Council of Governments, SJC Office of Education. SJC Health Care Services Agency and Whole Person Care Program, SJC Human Services Agency: Aging and Community Services, St. Mary's Dining Room, Stocktonians Taking Action to Neutralize Drugs (STAND), Faith in the Valley, Health Force Partners, Hispanic Chamber of Commerce, Kaiser Permanente, Stockton NAACP, Third City Coalition, Visionary Home Builders, and Women's Center and Youth Services Agency. Facility Reporting Group - A Part V, Section B, line 11: The COVID-19 global pandemic has caused extraordinary challenges for Adventist Health hospitals and health care systems across the world including keeping front line workers safe, shortages of protective equipment, limited ICU bed space and developing testing protocols. They have also focused on helping patients and families deal with the isolation needed to stop the spread of the virus, and more recently vaccine roll out efforts. Adventist Health, like other health care systems, had to pivot its focus to meet the most urgent healthcare needs of its community during the pandemic, as well as reassess the ability to continue with some community health strategies due to public health guidelines for social distancing. Adjustments have been made to continue community health improvement efforts as possible, while ensuring the health and safety of those participating. Adventist Health Lodi Memorial (AHLM) made big strides in community outreach in 2022 by allocating resources to COVID-19 vaccination efforts to ensure the safety and wellness of the community. COVID-19 cases remained high during 2022 in San Joaquin County, and it was of utmost importance to AHLM that vaccines were made available and accessible to the community it is serving. To accomplish this, we participated in the federal Human Resources & Services Administration's Rural Health Clinic COVID-19 Testing Supply Program. The Rural Health Clinic COVID-19 Testing Supply (RHCCTS) Program supports Rural Health Clinics (RHCs) across the country by providing free at-home self-tests and N-95 masks to RHCs. This program ensures COVID-19 testing supplies and N-95 masks are available to populations and settings in need of testing, especially populations at greater risk from adverse outcomes related to COVID-19. In 2022 under this program, AHLM distributed 5,050 self-tests and 15,200 N-95 masks to our patients, and 54,310 self-tests and 5,200 N-95 masks to the public, primarily through our Galt Multispecialty Clinic as well as some of our other primary care facilities in San Joaquin County.Tax year 2022 was year three of the Implementation Strategy for the 2019 CHNA. All programs and activities provided to the community were in response to the priority health needs identified in the 2019 CHNA. Our 2019 CHNA identified three areas of significant need: Mental Health, Economic Security, and Obesity/Healthy Eating Active Living (HEAL)/Diabetes. Priority Need 1 - Mental Health - The goal is to improve trauma informed care by creating awareness of trauma and providing or connecting our patients with the proper resources to address trauma.Strategy 1.1 - Hire a substance use navigator in our emergency department. Activity 1.1 - Substance Use Navigator (SUN). AHLM continues to utilize the funds from the Behavioral Health Pilot Program (BHPP) to support a Substance Use Navigator (SUN) on the emergency department (ED). In 2022, the Substance Use Navigator (SUN) at AHLM provided services to 286 patients in ED/inpatient care between January and December. 140 patients accepted referrals to Medicated Assisted Treatment (MAT), substance use treatment, and behavioral health with scheduled appointments as the patients were discharged from the ER (Emergency Room) or inpatient hospital setting. Out of the 140 patients that accepted referral, 50 patients were MAT (Medicated Assisted Treatment) referrals for Opiates and Alcohol. Out of 50 patients, 22 patients attended their MAT (Medicated Assisted Treatment) Program Schedule Appointments. For the year 2022, a total of 105 Buprenorphine prescriptions were written or administered in the ED/inpatient setting. A total of 120 patients were given an overdose diagnosis. Also, 278 patients were diagnosed with opiate use.Other work around mental health: AHLM continued as a funding partner of the Unite Us platform to participate in the San Joaquin County's Connected Community Network (CCN). In 2022, AHLM continued to actively support the Unite Us platform by disbursing the third installment of the funding in the three-year agreement.Priority Need 2 - Economic Security - The goal is to improve economic security in our county by improving career opportunities for our residents, increasing the supply of qualified workers to meet the needs of the healthcare industry, and improve the overall health of our local businesses. Strategy 1.1 - AHLM has partnered with Health Force Partners to improve career pathway opportunities for community residents and to increase the supply of skilled workers to meet the needs of dynamic healthcare industry in the Northern San Joaquin Valley. Strategy 1.2 - AHLM is also collaborating with the American Heart Association and the Lodi Chamber of Commerce's Health Value Action Team to provide our local businesses with a nationally successful program, the Workplace Health Solutions. The program will offer local businesses a suite of science-based, evidence-informed tools and services to help build a workplace culture of health.Activity 1.1 - Participation in the HOPE pilot program.Activity 1.2 - Health Careers Academy - The current cohort (Cohort #3) has 25 incumbent workers among the four participating hospitals. Cohort #2 graduated in 2022 and a total of 20 out of the 22 students passed their licensing examination and are transitioning over to the workforce. In Cohort #2, 11 out of the 20 graduates were from AHLM and Dameron Hospital.Activity 1.3 - Partnership with American Health Association - AHLM's successful collaboration with the Lodi Chamber of Commerce's Healthy Lodi initiative and the American Heart Association allows continued work to address economic security. Together we worked with local human resources directors, workplace wellness champions and other organizational leaders to help their employees learn more about working towards cardiovascular health. The American Heart Association's Workplace Health Solutions is a "science-based, evidence-informed package of tools and services to help build and maximize an effective workplace culture of health." Building a healthy work environment and promoting a healthy workforce can lead to improved efficiency, reduced absenteeism, and cost savings for both workers and employers.In 2022, AHLM connected with over 30 employee groups and over 12,000 employees were covered in the Workplace Wellness programs. Two quarterly learning cohorts for employer groups were facilitated for mutual sharing of workplace health practices and challenges they might have experienced. Fifteen organizations were represented in an interactive well-being webinar for employers to learn how to help their employees reclaim their rhythm and get back to the small habits that add up to big health results. Part V, Section B, Line 11 continuation: Priority Need 3 - Obesity/Healthy Eating Active Living (HEAL)/Diabetes - the goal is to increase physical activity for all ages and establish programs in high-risk neighborhoods.Strategy 1 - Engage businesses and community organizations to improve facilities and offer programs for physical activity.Activity 1.1 - Convene a Community Faith Summit in 2020 to encourage cross-sector collaboration and improve parks and neighborhoods.Activity 1.2 - Diabetes Among Friends - Due to the pandemic, education classes and events were suspended in 2022 due to COVID-19 restrictions on large gatherings.Priority needs not addressed:No hospital can address all the health needs identified in its community. AHLM 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.Violence/Injury Prevention: Need is being addressed by others.Access to Care: Need is being addressed by others.Substance Abuse/Tobacco: Need is currently being addressed by others, however, if we are awarded the Behavioral Health Pilot Project grant, we will be able to address this need through hiring a Substance Use Navigator.Asthma: AHLM does not have the resources necessary at this time to address this need.Oral Health: Need is being addressed by others.Climate and Health: AHLM does not have the expertise to effectively address this need. 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 10 1 - AHLM Wound & Hyperbaric Care 2415 W Vine Street Suite 106 Lodi CA 95242 Outpatient Clinic - Hyperbaric & Wound Care 2 - Lodi Outpatient Surgical Center 521 S Ham Lane Suite F Lodi CA 95242 Ambulatory Surgical Center 3 - Urgent Care Clinic 1235 W Vine Street Suite 20 Lodi CA 95240 Outpatient Clinic - Urgent Care Services 4 - Advanced Imaging Center at AHLM 1031 S Fairmont Avenue Lodi CA 95240 Outpatient Diagnostic Imaging 5 - Galt Family and Specialty Care 387 Civic Drive Galt CA 95632 Outpatient Clinic - Family Medicine 6 - AHLM West Pharmacy 2415 W Vine Street Suite 104 B Lodi CA 95240 Retail Pharmacy 7 - Ham Lane Clinic - Fairmont Ave 845 S Fairmont Avenue Suite 8 Lodi CA 95240 Outpatient Clinic - Cardiology & Pulmonology 8 - AHLM Occupational Medicine 800 S Lower Sacramento Road Lodi CA 95242 Outpatient Clinic - Occupational Medicine 9 - AHLM Prenatal Care 2415 W Vine Street Suite 103 Lodi CA 95242 Outpatient Clinic - Prenatal Care 10 - AHLM Adult Day Services 125 Hutchins Street Suite A Lodi CA 95240 Adult/Senior Care Day Services Part I, Line 7: Specific Ratios of Costs to charges are utilized for each department. Where applicable the source of these ratios are the Medicare Cost Report. Part II, 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, and as we entered 2022 these projects have been active. 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. These activities are not included elsewhere on Schedule H. Part III, Line 3: The Hospital provided care to all who presented themselves in our emergency room, without asking for proof of insurance. The Hospital's uninsured population continues to increase. Uninsured patients are screened for Medicaid linkage, given assistance in applying for Medicaid and if ineligible for Medicaid are given information regarding the Hospital's Charity Care Policy and encouraged to apply for charity care. Often the information gathered in the Medicaid application will make this determination "automatic". If additional information is required, the Hospital attempts to contact the patient. Those that do not respond will be sent to a collection agency after 120 days and four statements. The Hospital estimates 21% of bad debt expense (calculated at cost) should be considered charity care. The Hospital's bad debt accounts are analyzed by a third party to determine this amount. Part III, Line 4: Costing methodology:Utilizing the previous costing methodology as outlined in response to Part I, Line 7, all patients are assigned a payor class (i.e. charity, self pay, Medicare, Medi-Cal, managed care). The cost by payor is a summation of all patients in the assigned payor class. The amounts written off as bad debt (assigned to a collection agency) are net of any applicable payments or discounts. Any payments received after an account is assigned to a collection agency reduce the bad debt expense in the period received.Uncompensated care and community benefit costs:Our policy is to provide service to all who require it, regardless of their ability to pay. As such, the Hospital provides substantial amounts of uncompensated care. When this care is provided to patients who lack financial resources and therefore are deemed medically indigent, it is classified as charity care. When it is provided to patients who have the means to pay, but decline to do so, it is classified as provision for uncollectible accounts. Some undetermined portion of the provision for uncollectible accounts represents care to indigent patients who the Hospital has been unable to identity as charity. Charity care charges are not reflected in net patient service revenues. In addition, we provide services to poor and underserved persons who cannot afford health care because of inadequate resources and/or are uninsured or underinsured, including patients insured under certain government-reimbursed public aid programs. Such programs pay providers amounts that are less than established charges for the services provided to the recipients and frequently the payments are less than the costs of rendering the services.Patient accounts receivable:Patient accounts receivable for services provided to patients covered under the Medicare and Medicaid (Medi-cal in California) programs, privately sponsored managed care programs for which payment is made based on terms defined under formal contracts, and other payors (including self-pay) are recorded at their estimated realizable value based on contractual billing rates or our standard billing rates for our non-contracted payors. The Hospital regularly reviews accounts and contracts and provide appropriate estimates of contractual allowances that are then netted against patient accounts receivable. The Hospital also provides an estimated allowance for uncollectible accounts based on the Hospital's evaluation of the aging of our patient accounts receivable, the Hospital's historical collection experience for each type of payor and other relevant factors.The Hospital's primary concentration of credit risk is patient accounts receivable, which consists of amounts owed by various governmental agencies, insurance companies and private patients. The Hospital grants credit without collateral to the Hospital's patients and third party payors. Part III, Line 8: The Medicare Cost Report apportions the Hospital's 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 involving 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 to 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: 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: The Hospital's 2022 Community Health Needs Assessment (CHNA), the 2023 Community Health Implementation Strategy (CHIS) approved in fiscal year 2023, and the 2022 Community Health Plan (CHP) updated for fiscal year 2022 are posted on the Hospital's website at: https://www.adventisthealth.org/about-us/community-benefit/The two most recent CHNAs, the two most recent CHIS reports and the 2020, 2021 and 2022 CHP Updates are also available on the Adventist Health Corporate website at:https://www.adventisthealth.org/about-us/community-benefit/The 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, our hospitals support 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 the regions we serve. 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. Part VI, Line 3: The plain language summary of the Financial Assistance Policy (FAP) is posted along with the complete FAP policy and FAP Application on the Hospital's website at AH_Financial_Assistance_Policy_2022.pdf (adventisthealth.org):1. https://www.adventisthealth.org/patient-resources/bill-pay/financial-assistance/ 2. https://www.adventisthealth.org/documents/financial-assistance/13863-Self-Pay-Billing-and-Collection-Policy.pdfThese documents are available in multiple languages.At 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: San Joaquin County, in the Central Valley of California, is roughly 60 miles east of San Francisco and 35 miles south of Sacramento, with a total population of 742,603 (2019). Historically, agriculture has been a strong driver of our economy and many migrants and immigrants have settled here to work in the fields and help with agricultural processing or shipping. The County is mostly rural, with one large urban core (Stockton) and seven smaller cities, as well as many ranching and farming communities scattered across the County.San Joaquin County is home to a high concentration of residents at elevated risk for COVID-19 and who have experienced enormous impacts from the pandemic. A quarter of residents are foreign-born. Overall, 14.5% of residents live in poverty. Residents aged 65 years and older have a poverty rate of 9.9%. The educational attainment of San Joaquin County residents is much lower than California residents. Only 18.8% of County residents aged 25 and older have a bachelor's degree or higher, compared to 33.9% of Californians aged 25 and older that have a bachelor's degree or higher. Many residents of San Joaquin County speak languages other than English at home. Over one quarter of San Joaquin County residents communicate at home in Spanish, which is less than the overall rate for California, and fewer County residents speak Chinese languages than California as a whole. A higher percentage of County residents speak Tagalog, Punjabi and Khmer as compared to California overall. San Joaquin County had higher (risk adjusted) rates of adult hospitalization for heart failure, COPD/asthma (ages 40+), asthma (ages 18-39) and hypertension in 2020 than California overall. Many of these hospitalizations could potentially be avoidable through access to high quality outpatient care.In San Joaquin County, the top five causes of death are heart disease, cancer, COVID-19, stroke and lung disease. According to 2021 County Health Profiles, out of 58 counties, SJC had the 14th highest death rate from diabetes, 26th highest coronary heart disease death rate, and the 5th highest stroke death rate in the state. The top five causes of death differ by race/ethnicity. Heart disease and cancer are among the top five causes of death for all racial/ethnic groups; diabetes is among the top five causes of death for Asian and Native Hawaiian/Pacific Islander residents, and unintentional injuries appears in the top five causes of death for Black/African American, Latinx (Hispanic), Native Hawaiian/Pacific Islander and multiethnic residents. COVID-19 was the number one cause of death for Asian and Latinx (Hispanic) residents. Part VI, Line 5: Our Hospital's mission is, "Living God's 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 today's state of health, where cost and heartache are 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 healthy even 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: 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, Reports Filed With States CA 1 CA Health Fund & Trust 1215 K Street Suite 800 Sacramento CA 95814 941498697 501(c)(3) 95126 0 Hlth srvs uninsured/underinsured pt American Heart Association Inc 7272 Greenville Avenue Dallas TX 752314596 135613797 501(c)(3) 50000 0 Healthy for Good sponsorship Lodi Memorial Hospital Foundation 845 S Fairmont Avenue Suite 3 Lodi CA 952405140 942719880 501(c)(3) 45786 0 General support to cover part of payroll Lodi District Chamber of Commerce 35 S School Street Lodi CA 95240 940636200 501(c)(6) 21020 0 Grow in Lodi sponsorship, two other minor voluntary donations 3 1 Part I, Line 2: Through the use of temporarily restricted accounts, we track and monitor the incoming receipts from grants and the utilization of grant funds. Each grant is tracked separately. Should the grantor agency require specific reports, we comply with their reporting requirements. The grants we monitor are specific to the grantor's needs and requests. X X X X 1 1 0 0 0 0 0 0 0 Wing Bill Dir/Asst Secr/Vice Chair thru 01/22 0 263334 0 662638 0 1585375 0 12220 0 44099 0 2567666 0 0 Heinrich Kerry Dir/Chair/CEO as of 01/22 0 1817710 0 76 0 313657 0 12220 0 62845 0 2206508 0 0 Hofheins Todd Dir/Vice Chair/COO as of 01/22 0 1358421 0 376216 0 237015 0 12220 0 60059 0 2043931 0 0 Jahn Andrew Care Division President thru 02/22 0 1047840 0 349414 0 12285 0 12220 0 61880 0 1483639 0 0 Beaman John - Interim Pres thru 08/22/CFO/Asst Secretary 0 1047636 0 298600 0 14860 0 12220 0 46256 0 1419572 0 0 Nahapetian Arby - Care Division Medical Officer thru 02/22 0 927049 0 234212 0 172850 0 12220 0 56317 0 1402648 0 0 Stevens Eric - President Northern CA/HI State Network 0 896507 0 250602 0 168205 0 12220 0 50625 0 1378159 0 0 Spenst Brett - Care Division Finance Officer thru 02/22 0 817612 0 416845 0 88367 0 12220 0 23881 0 1358925 0 0 Reiner Scott Former Dir/Chair/CEO thru 12/21 0 348458 0 870709 0 2906 0 12220 0 24432 0 1258725 0 0 Wolcott Daniel Former President thru 12/20 0 710493 0 185232 0 116509 0 12220 0 47119 0 1071573 0 0 Jobe Meredith Secretary 0 639741 0 154687 0 135608 0 12220 0 26964 0 969220 0 0 Larsen David - Former Finance Officer, CCR thru 04/19 0 573795 0 166055 0 95256 0 12220 0 63143 0 910469 0 0 Cornwell Eric Medical Officer 0 480861 0 121650 0 100870 0 12220 0 53898 0 769499 0 0 McCollough Brooke President as of 09/22 0 360006 0 88639 0 30429 0 12220 0 55728 0 547022 0 0 Whitney Jason Treasurer/Asst Secr thru 08/22 0 330247 0 76811 0 34675 0 12220 0 34943 0 488896 0 0 Brown Mary RN 405498 0 0 0 0 0 12220 0 69645 0 487363 0 0 0 Stewart Donovan Patient Care Executive as of 06/21 0 263754 0 81406 0 87258 0 12220 0 42465 0 487103 0 0 Delmore Katie Treas/Asst Secretary as of 09/22 0 246411 0 42161 0 51163 0 10192 0 72882 0 422809 0 0 Pickering Christine - Former Communication Dir, CCR thru 02/20 0 85004 0 74747 0 183343 0 10293 0 57405 0 410792 0 0 Eller Jeff Consultant 0 0 0 177886 0 174798 0 5337 0 47349 0 405370 0 0 Reitz Matthew Director, Perioperative Services 244447 0 14304 0 0 0 7763 0 57740 0 324254 0 0 0 Beck Atwater Sandra Director Hospital Pharmacy 228227 0 34495 0 816 0 7906 0 28163 0 299607 0 0 0 Tuon Melissa RN 216954 0 21356 0 0 0 7149 0 18498 0 263957 0 0 0 Pascua Helen RN, First Assistant 234517 0 1182 0 2807 0 7155 0 7142 0 252803 0 0 0 Chen Steven - Former Finance Officer, CCR thru 02/20 0 109313 0 0 0 18662 0 3839 0 2459 0 134273 0 0 Part I, Lines 4a-b Severance payments are made based upon agreements between certain qualifying employees and Adventist Health System/West. Details of the terms and conditions of the severance agreements are available to the IRS upon request. Pickering, Christine - severance payment - $169,477 Wing, Bill - severance payment - $1,584,880 The Supplemental Executive Retirement Plan (SERP) is a defined contribution plan designed to encourage the participants continued employment with Adventist Health and is subject to the participants satisfying specified substantial risks of forfeiture. The SERP benefit distribution occurs when the executive achieves 30 years of Adventist health care service, 20 of which are to be as an executive and at least 10 are to be with Adventist Health System/West, and reaches age 60. Until that time, the SERP benefit is at risk to the creditors of Adventist Health. The SERP benefit is designed to help the executive receive employer-provided retirement benefit income equal to 60% of pre-retirement income. The SERP plan was frozen for new participants in 2016. Larsen, David - participant, no activity in 2022 Select executives agreed to participate in CAP-EX in place of a traditional insurance SERP. See Schedule L, Part V of Adventist Health System/West, for a broader description. Split-Dollar life participants are John Beaman, Jeff Eller, Kerry Heinrich, Todd Hofheins, Andrew Jahn, Scott Reiner, Brett Spenst, and Bill Wing. A flexible benefits plan (CAA) is offered to groups of highly-compensated employees meeting certain criteria. The participants are provided with an of their corporate provided benefits. The balance is set aside for forfeiture and is at risk to the creditors of Adventist Health. Payouts substantial risks of forfeiture have lapsed. The plan was frozen for new amount equivalent to 41 percent of their base compensation, less the value nonvested deferred compensation that is subject to substantial risk of occur according to the participants' payment elections after all non-vested contributions in 2016. Jahn, Andrew - participant, no activity in 2022 Eller, Jeff, Former President, NCR was paid through an unrelated organization, Jeffrey D. Eller dba Mountaingate Coaching that was reported on Form 1099 and included in Schedule J, Part II. Form 990, Part III, Line 4a: Lodi Memorial Hospital Association, Inc., dba Adventist Health Lodi Memorial (AHLM), 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 AHLM, the organization recognizes that not all individuals possess the ability to pay for essential medical services. Adventist Health's 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 programs Not only does AHLM 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. AHLM 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 2022 was $45,477,496. The following Inpatient services were provided to all our patients: - 916 babies delivered - 1,228 surgeries performed - 32,567 patient days The following Outpatient services were provided to all our patients: - 56,903 emergency department visits - 4,263 outpatient surgeries performed - 66,665 outpatient visits - 178,015 clinic visits AHLM 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 2022 was $19,454,233. Adventist Health's mission statement of living God's 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 God's image has experienced the best health today, hope for tomorrow, and God's love that endures forever. Websites for our community benefit information: https://www.adventisthealth.org/about-us/community-benefit/ 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 sole corporate member, Adventist Health System/West, must approve all changes to the Articles of Incorporation and Bylaws. 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 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 15 The Hospital's Board of Directors has established a Human Performance 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 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 50th percentile of comparable system hospital data, and having a 50 percent spread from minimum to maximum. 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 VII: Board compensation is for Adventist Health System/West Board of Directors only - not Hospital Board of Directors. Form 990, Part IX, line 11g Physician fees: Program service expenses 12,396,788. Management and general expenses 1,214,962. Fundraising expenses 0. Total expenses 13,611,750. Contract labor: Program service expenses 16,660,699. Management and general expenses 0. Fundraising expenses 0. Total expenses 16,660,699. All other purchased services: Program service expenses 9,293,302. Management and general expenses 379,111. Fundraising expenses 0. Total expenses 9,672,413. Purchased medical services: Program service expenses 2,733,492. Management and general expenses 1,192,346. Fundraising expenses 0. Total expenses 3,925,838. Consulting fees: Program service expenses 703,995. Management and general expenses 849,039. Fundraising expenses 0. Total expenses 1,553,034. Repairs and maintenance: Program service expenses 227,278. Management and general expenses 9,131. Fundraising expenses 0. Total expenses 236,409. Other professional fees non-medical: Program service expenses 6,837. Management and general expenses 1,180. Fundraising expenses 0. Total expenses 8,017. Form 990, Part XI, line 9: Change in investment in subsidiaries -1,353,900. Asset cost adjustment 95,252. Form 990, Part XI, Line 8: Prior period adjustments were a result of cash balance correction and clean up books due to prior period activities including debt service, capital expenditures, and other items. Artel LLC (dba Lodi Outpatient Surgery Center) 521 S Ham Lane Suite F Lodi CA 95242 263513966 Ambulatory surgical center CA 2662111 2426088 Lodi Memorial Hospital Association Inc Endoscopy Center of Lodi LLC 521 S Ham Lane Suite F Lodi CA 95242 261243362 Medical services CA 0 0 Artel LLC Adventist Health Clearlake Hospital Inc 15630 18th Avenue Clearlake CA 95422 680395149 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 Adventist Health Delano 1401 Garces Highway Delano CA 93215 770258013 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 Adventist Health Medical Center Tehachapi 1100 Magellan Drive Tehachapi CA 93561 812240617 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 Adventist Health Mendocino Coast 700 River Drive Fort Bragg CA 95437 845174585 Hospital CA 501(c)(3) Line 3 Stone Point Health 0 Adventist Health Physicians Network 1 Adventist Health Way Roseville CA 95661 680357690 Medical foundation CA 501(c)(3) Line 12b, II Adventist Health SystemWest 0 Adventist Health SystemWest 1 Adventist Health Way Roseville CA 95661 953484589 Integrated health system CA 501(c)(3) Line 10 N/A 0 Adventist Health Tulare 869 North Cherry Street Tulare CA 93274 832351753 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 Castle Medical Center 640 Ulukahiki Street Kailua HI 96734 990107330 Hospital HI 501(c)(3) Line 3 Adventist Health SystemWest 0 Feather River Hospital 1 Adventist Health Way Roseville CA 95661 941101228 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 Glendale Adventist Medical Center 1509 Wilson Terrace Glendale CA 91206 951816017 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 Hanford Community Hospital 115 Mall Drive Hanford CA 93230 940535360 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 Northwest Medical Foundation of Tillamook 1000 Third Street Tillamook OR 97141 930622075 Hospital OR 501(c)(3) Line 3 Adventist Health SystemWest 0 Paradise Valley Hospital 1 Adventist Health Way Roseville CA 95661 951816034 Discontinued Operations CA 501(c)(3) Line 1 Adventist Health SystemWest 0 Portland Adventist Medical Center 10123 SE Market Street Portland OR 97216 930429015 Hospital OR 501(c)(3) Line 3 Adventist Health SystemWest 0 Reedley Community Hospital 372 Cypress Avenue Reedley CA 93654 453220509 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 Rideout Memorial Hospital 726 Fourth Street Marysville CA 95901 941387866 Acute care hospital CA 501(c)(3) Line 3 Stone Point Health 0 San Joaquin Community Hospital 2615 Chester Avenue Bakersfield CA 93301 952294234 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 Simi Valley Hospital and Health Care Services 2975 N Sycamore Drive Simi Valley CA 93065 956064971 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 Sonora Community Hospital 1000 Greenley Road Sonora CA 95370 941415069 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 St Helena Hospital 10 Woodland Road St Helena CA 94574 941279779 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 Stone Point Health 1 Adventist Health Way Roseville CA 95661 823763347 Supporting organization CA 501(c)(3) Line 12b, II Adventist Health SystemWest 0 Ukiah Adventist Hospital 275 Hospital Drive Ukiah CA 95482 941639901 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 United Com-Serve 726 Fourth Street Marysville CA 95901 943015356 Skilled nursing/assisted living/home health CA 501(c)(3) Line 12b, II Stone Point Health 0 Walla Walla General Hospital 1 Adventist Health Way Roseville CA 95661 910617726 Hospital - 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