2022-11-11T10:00:41-06:00 2021-12-31 910189318 Moss Adams LLP 3121 W March Ln Ste 200 Stockton CA 952192367 990 2021-01-01 930622075 Northwest Medical Foundation Tillamook NORT 9164060000 1000 Third Street Tillamook OR 97141 Micah Smith Treasurer 9164060000 2022-10-26 1 Micah Smith 999009999 Tracy S Paglia P00366884 2099556100 2022-10-26 3 AAL1 IAL1 2021 2022-09-23 18:48:47Z Adventist Health Tillamook Eric Swanson 1000 Third Street Tillamook OR 97141 102521992 0 1071 X www.adventisthealth.org/tillamook/ X 1973 OR Living God's love by inspiring health, wholeness and hope. 14 11 541 50 0 0 484076 1707320 98435134 98490095 1569552 2324577 -679 0 100488083 102521992 0 36377 0 0 44336424 41681764 0 0 138593 49140085 51535306 93476509 93253447 7011574 9268545 95488229 90626617 29272603 27226888 66215626 63399729 X Living God's love by inspiring health, wholeness and hope. 0 0 73315883 36377 98490095 See Schedule O 73315883 1 1 0 1 0 0 0 0 0 1 1 0 0 0 1 1 0 1 0 0 0 0 0 0 0 0 1 1 0 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 1 0 0 541 1 0 0 0 0 0 0 0 0 0 0 0 0 X 14 11 0 0 0 0 1 1 1 1 1 0 0 1 1 1 1 1 1 1 1 0 OR X John Beaman CFO 9164060000 1 Adventist Health Way Roseville CA 95661 X Reiner Scott Chair/CEO thru 12/21 0.00 50.00 X X 0 2940088 62418 Wing Bill Dir/Asst Secr/Vice Chair 0.00 50.00 X X 0 2459079 76222 Jahn Andrew Care Division President 2.00 48.00 X 0 1848683 72937 Hofheins Todd CFO 0.00 50.00 X 0 1319147 59910 Newmyer Joyce - Former President, PNR thru 08/20 0.00 50.00 X 0 1305176 68696 Nahapetian Arby Care Division Chief Medical Officer 2.00 48.00 X 0 1058113 78302 Jobe Meredith Secretary 0.00 50.00 X 0 932705 59761 Stevens Eric Care Division Operations Executive 2.00 48.00 X 0 884611 49992 Spenst Brett Care Division Finance Officer 2.00 48.00 X 0 786101 45300 LaFleur Brett Physician 50.00 0.00 X 776043 0 48275 Rippey Wesley - Former Reg Medical Officer, PNR thru 02/20 0.00 50.00 X 0 733330 50664 Butler David President thru 08/19 0.00 50.00 X 0 680823 72937 Welch Donald - Former Treas Finance Officer, PNR thru 02/20 0.00 50.00 X 0 655601 61956 Kaba David Physician 50.00 0.00 X 504103 0 52608 Swanson Eric President 50.00 0.00 X 0 447983 46504 Leach Judy - Former Strategy & Comm Exec, PNR thru 02/20 0.00 50.00 X 0 425901 49676 Gerken Brittany Physician 50.00 0.00 X 345765 0 59982 Bohlman John Medical Officer 50.00 0.00 X 341065 0 53277 Fineout Scott RN 50.00 0.00 X 333480 0 59786 Smith Micah Treas/Asst Secr 50.00 0.00 X 0 296593 77707 Voshell Shane - Former Reg HR Dir, PNR thru 02/20 0.00 50.00 X 0 293963 74201 Lee Adam - Former Dir Marketing & Comm, PNR thru 02/20 0.00 50.00 X 0 272436 74105 Saxon Kathleen Patient Care Executive 50.00 0.00 X 0 298081 55072 Seufert Regina Physician/Clinic Svcs Exec 0.00 50.00 X 0 269816 35319 Heinrich Kerry Dir/CEO Elect as of 11/21 0.00 50.00 X 0 282697 2627 Reppert Joseph Former CFO/Asst Secr thru 08/19 0.00 0.00 X 0 179119 11442 Freedman John Dir/Vice Chair/Chair as of 08/21 0.00 4.00 X X 0 26435 0 Banks David Director 0.00 4.00 X 0 26159 0 Cherry Robert Director 0.00 4.00 X 0 26159 0 Davis Andrew Director 0.00 4.00 X 0 26159 0 Innocent Larry Director 0.00 4.00 X 0 26159 0 Reiner Richard Director 0.00 4.00 X 0 26159 0 Graham Ricardo Dir/Chair thru 08/21 0.00 4.00 X X 0 19545 0 Woodson Marc Director 0.00 4.00 X 0 15909 0 Salazar Velino Director 0.00 4.00 X 0 6058 0 Ocampo Lucy Director 0.00 4.00 X 0 159 0 Fehr Joy Director 0.00 4.00 X 0 114 0 Newton Bradford Dir/Vice Chair as of 08/21 0.00 4.00 X X 0 0 0 2300456 18569061 1459676 87 1 1 0 Tillamook Emergency Services Inc 1000 Third St Tillamook OR 97141 Physician services 2628560 Comphealth Inc PO Box 972651 Dallas TX 75397 Physician services 2403289 Bivens Medical Corporation 20105 Geisendorfer Rd Applegate CA 95703 Physician services 1339578 Rural Physicians Group Pannu PLLC 5575 DTC Pkwy Ste 225 Greenwood Village CO 80111 Physician services 725831 Gregory Opdahl MD PC 10624 S Eastern Ave Ste A-263 Henderson NV 89052 Physician services 627282 17 6000 1521093 180227 1707320 Patient service revenue 900099 96029969 96029969 CARES Act funding 900099 2253446 2253446 Rental income 531120 65143 65143 Dietary services 722210 51961 51961 Management fees 900099 41434 41434 48142 48142 98490095 2320713 2320713 3864 0 3864 3864 3864 102521992 98490095 0 2324577 X 3620 3620 32757 32757 34258837 30222495 3931341 105001 997781 890372 104975 2434 4654234 4141193 490349 22692 1770912 1499271 263326 8315 10399815 10399815 78302 78302 15655 15655 3627 3627 15725045 14667360 1057685 19885 19885 758158 592818 165241 99 2688277 480623 2207654 1907668 1867739 39929 200732 175185 25495 52 41696 35249 6447 151910 151910 2143372 2108466 34906 823662 821206 2456 Patient care supplies 10774831 10753586 21245 Quality assurance fee 4731085 4731085 Rental/leases costs, eq 132378 132378 939208 4943 934265 93253447 73315883 19798971 138593 61883155 61959607 384 56873 12798550 12111836 1236966 1627683 148879 48064 54608361 42106964 13497856 12501397 5922439 2321157 95488229 90626617 6902161 6857418 130977 1292183 22239465 19077287 29272603 27226888 X 65966728 63136929 248898 262800 66215626 63399729 95488229 90626617 X 9268545 -12084442 0 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 3627 3627 0 Part II-B, Line 1: The Hospital belongs to industry and professional associations - such as the Oregon Association of Hospital and Health Systems - for which a portion of the membership dues is used for lobbying activities. 248899 1582574 13649 1582322 262800 151190 358438 260729 248899 123746 258531 67558 163529 151190 63235 121979 17988 43480 123746 41331 96447 19446 55097 63235 0.03805 0.00000 0.96195 0 0 1056181 1056181 29741340 23361791 6379549 2035758 1516329 519429 21775082 17228844 4546238 12501397 Payables to related organizations 10337142 Payables to third-party payors 6717922 Other liabilities 2022223 19077287 X Part V, Line 4: Board-designated, temporary and permanently restricted 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, 2021 and 2020, 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 2018 in major tax jurisdictions. 1 1 X 1 X 1 X 1 1 1 0 1 1 1240503 1240503 0.01330 1240503 1240503 0.01330 335892 335892 0.00360 153431 153431 0.00160 36377 36377 0.00040 525700 525700 0.00560 1766203 1766203 0.01890 202 202 0.00000 130 130 0.00000 4130 4130 0.00000 4462 4462 0.00000 1 1304748 290713 30453020 28572119 1880901 X 1 1 1 1 Adventist Health Tillamook 1000 Third Street Tillamook OR 97141 adventisthealth.org/Tillamook 14-1177 X X X X Adventist Health Tillamook 1 0 0 1 X X X X X X X X X 19 1 0 1 1 X See Sch H Part VI - Needs Assesment X See Sch H Part VI - Needs Assesment X 1 19 1 See Sch H Part VI - Needs Assesment 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 Adventist Health Tillamook Part V, Section B, Line 5: The 2019 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. Qualitative data gathering was accomplished by using a widely-distributed community survey, engaging with community focus groups and conducting key stakeholder interviews.From April 22, 2019 to June 12, 2019, focus groups, key informant interviews and surveys were administered. Approximately 131 people were surveyed to obtain input from the community in the form of three focus groups (with a total of 26 focus group participants), 17 key informant interviews and 81 people responded to the online survey.Key informant interviews were comprised of community leaders representing a broad range of organizations such as school districts, non-profits, and community resource centers. Among the key informants were Project and School Resources Coordinators, Executive Directors, CEO's, College Presidents, School Superintendents of agencies that provide a wide range of services to the residents in Tillamook County.Individuals who participated in the survey shared similarities with people who participated in the key informant interviews and focus groups. Majority of the survey respondents lived in Tillamook County (97%), and only 2% reported living outside the county boundaries. There were participants from various Tillamook County zip codes including 97101, 97107, 97112, 97118, 97122, 97130, 97131, 97134, 97135, 97136, 97141, 97143, 97147, 97367, 97370, which represent many cities across the county. Secondary data sources included publicly available state and nationally recognized data sources. Data on key health indicators, morbidity, mortality, and various social determinants of health were collected from the Annie E. Casey Foundation Kids County Data Center, CARES Engagement Network, Feed America, Map the Meal Gap, National Income Low Housing Coalition, Regional Health Assessment & Regional Health Improvement Plan 2019, Robert Wood Johnson Foundation, County Health Rankings and Roadmaps, 2019 and various other state and federal databases. The quantitative data includes County specific data, and if available, data disaggregated to primary service area has been provided. When feasible, health metrics have been further compared to benchmarks, such as Healthy People 2021 objectives and State estimates. Adventist Health Tillamook Part V, Section B, Line 6b: Adventist Health Tillamook partnered with the following organizations in conducting our 2019 CHNA: Rinehart Clinic & Pharmacy, Tillamook County Community Health Centers, Tillamook Counseling Center. Adventist Health Tillamook 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. Our 2019 CHNA identified four areas of significant need: Housing and Homelessness, Mental Health, Access to Health Care, and Prevention and Management of Chronic Disease. Priority Need 1 - Housing & Homelessness - The goal is to partner across sectors to reduce the impact that housing insecurity has on health and wellbeing for all individuals in Tillamook County. Strategy 1 - Partner to support community action programs, and community-based organizations that provide shelter/transitional housing supports in the region. Activity 1.1 - Housing Commission Appointment - Adventist Health Tillamook (AHTM) was able to secure a spot on the Tillamook County Housing Commission. AHTM's involvement in the commission's effort will largely center on increasing public understanding of housing as a social determinate of health and how collaborative problem-solving can improve community livability, economic viability, and individual health and well-being. The Commission is working on multiple upstream solutions, including legislative advocacy around zoning and development policies as well as public support for innovative solutions (i.e., accessory dwelling units or ADUs, multi-plex's, etc.) in addition to apartment complexes. Three significant accomplishments during 2021 included 1) Construction of 60 units of affordable housing, 2) Passage of state legislation allowing ADUs in unincorporated areas of the County and 3) Implementation of a Short-Term Rental Operators (STR) fee. Collected quarterly from area vacation rentals, the STR fees provide grant funding to assist with offsetting systems development costs for new housing construction. These grant funds will be made available in 2022. It is worth noting that $400,000 of American Rescue Plan funding allocated to Tillamook County in 2021 will be added to that fund. A fourth accomplishment, tied to our Community Health Plan, involves a communications plan to address public perception of low-income housing or changes to neighbor aesthetics that contributes to an inhospitable climate for development in Tillamook County. During 2021, AHTM assisted the Housing Commission in developing a brand, logo, website, and social media presence featuring regular news and stories about the work of the commission and the various stakeholders impacted by the housing crisis. One of the most important successes during 2021 has been increasing awareness that someone really is working on the, seemingly intractable, housing crisis. Although mostly grant funded, our community benefit expenses include Community Well-being staff time and coordination. Activity 1.2 - Referrals for Housing Assistance - AHTM refers patients with housing insecurities to CARE, Inc. In 2021 a total of 8 closed-loop housing shelter referrals were completed. Additional Activities - AHTM partnered with the local Tillamook Seventh Day Adventist Church and contributed more than $30,000 for meal ingredients, supplies including personal hygiene products. A total of 1,722 meals were provided weekly. Additionally, the Homeless Connect collaboration resulted in a donation of hand sanitizer, chapsticks and reusable bags valued at $500.Priority Need 2 - Mental Health - The goal is to allow access to and capacity for any individual seeking mental health services. Strategy 1 - Increase access to mental and behavioral health and treatment for substance use disorders through new services, education, and partnerships. Activity 1.1 - Increase education and trainings related to SUD and/or OUD through O.U.R Tillamook & Activity 1.2 - Develop comprehensive Medication Assisted Treatment (MAT) program. Although most of the program activities and services are covered under grants, our community benefit expenses include our Community Well-Being directors' time in securing these grants and coordinating program development. Within the Opioid Use Response grant, AHTM will be starting year three. This is a collaborative effort to increase provider and community education around opioid use/overuse/overdose, as well as prevention and treatment for opioid and substance use disorders. Collaborative accomplishments include: One Adventist Health behavioral health provider who completed the training program; Close to 18 naloxboxes distributed to schools, businesses and organizations; Over 500 distributed Narcan kits in Tillamook County; Over 180 local professionals have been trained in how to use Narcan; A Substance Use Navigator (SUN) joined Adventist Health Tillamook for six months working with nearly 70 clients to connect them with the right resources. Additional Activities include our Grief Support Group. AHTM was able to lead a no-cost in-person, and weekly grief support class for 109 individuals during 2021.Priority Need 3 - Access to Health Care - The goal is to eliminate barriers to primary care, including, geographic and transportation inconveniences, lack of knowledge, and lack of insurance coverage. Strategy 1 - Increase access to primary care through programs that seek to address barriers by engaging in the community. Activity 1.1 - Explore and create a mobile integrated health care team, Activity 1.2 - Connect Oregon Network (UniteUs), & Activity 1.3 - Screening for early childhood development delays. Although some program activities and services are covered under grants, our community benefit expenses include our Community Well-Being directors' time in securing these grants and coordinating program requirements. Within 2021 - the Health Insurance Enrollment Program - AHTM continues to provide enrollment assistance for people in need of health insurance through Oregon Health Plan (Medicaid). Due to system and staff capacity constraints, we were unable to count the number of individuals served.The Free/Discounted Prescription Drugs Program - In 2021, AHTM provided free and discounted prescription medications to community members in need. Response to the COVID-19 pandemic, providing vaccines and timely treatment for individuals hospitalized with COVID, precluded our pharmacy staff from tracking this expense during 2021.The Community-Based Care Program - During 2021, AHTM Care Coordinators provided care in non-traditional settings, including in people's homes and at community meal sites. Workforce capacity constraints have not allowed Nurse Care Managers/Coordinators to document thoroughly encounters. Some examples of community-based care delivered in 2021 include: Home visits and welfare checks for individuals lacking transportation; Offsite pharmacy medication pick-ups for elderly and homeless patients; Street welfare checks for homeless; Community outreach events flu shots and COVID education. The Closed Loop Referral Program - AHTM collaborated with Tillamook County Partners to engage with and attract UniteUs to provide a web-based, closed-loop referral platform for connecting clinical care with community services that address social determinants of health. With the network launch in February 2021, AHTM will continue to explore steps necessary for care integration.Early Childhood Development Screening Program - During 2021, improvements were made in revisiting and standardizing screening and referral procedures for early childhood development. With new clinic leadership in 2021, and with newly established incentive metrics for this by the Columbia Pacific CCO, it is expected that more providers will become aware of and implement these practices in 2022. Our Children and Youth Program - AHTM provided 136 annual adolescent exams/sport physicals at no charge to area youth. Additionally, AHTM's athletic trainer provided assessments and treatment for 27,950 student athlete encounters, through a no-cost program partnership with Tillamook School District 9. Education Program - Increasing access to care requires a ready workforce. In 2021, AHTM proctored/mentored a total of 974 students for future careers in medicine, radiology, physical therapy, nursing, and other healthcare occupations. Part V, Section B, Line 11, continuation: Priority Need 4 - Prevention and Management of Chronic Diseases - The goal is to decrease chronic disease prevalence through focus on reducing chronic disease risk factors. Strategy 1 - Provide follow up care to high-risk individuals and partner to increase lifestyle management program targeted to those with chronic disease. Activity 1.1 - Follow up process for critically ill and discharged patients, Activity 1.2 - Screening for pre-diabetes,Activity 1.3 - Lifestyle Medicine, & Activity 1.4 - Develop comprehensive Medication Assisted Treatment (MAT) Program. Although some program activities and services are covered under grants, our community benefit expenses include our Community Well-Being directors' time in securing these grants and coordinating program requirements.Within the Opioid Addiction Treatment/MAT program - AHTM officially launched the MOUD program in July 2021 with 11 providers certified ("x-waivered") to offer MOUD. The MOUD Team promoted training opportunities and is in the process of updating policies relating to MOUD and withdrawal symptoms.Reducing Readmission Program - Representatives from Northwest Senior & Disability Services, AHTM, Home Health & Hospice, Columbia Pacific CCO and other partners convene on a bi-monthly basis, hosted by AHTM, to discuss and strategically problem solve recurring emergency room admissions for critically ill and discharged patients. In addition to reducing readmission rates through improvements in self-management and in-home support, this process facilitates wrap-around care to reduce stress and improve outcomes for patients and their families. During 2021, the collaborative served 48 individuals.Lifestyle Medicine Program - Efforts were made during 2021 to determine the viability of offering a virtual/hybrid option. This program will be relaunched in 2022 and will integrate the new Connect Oregon (Unite Us) referral network for closed-loop referrals to community-based programs that promote healthy lifestyles. Tillamook County Wellness Coalition - As an active member of the coalition, AHTM is constantly working to improve the lives of those who live within the community. In addition to the Advisory committee, AHTM associates support many of the TCW committees to further TCW goals and intervention strategies in multiple domains, including access to health screenings & referrals, healthy food, physical activity, health promotions and workplace wellness. The TCW Connect & Screen committee is working to: 1) Increase rates of prediabetes screenings and referrals to the National Prediabetes Prevention Program for those who qualify, 2) Implement and integrate the Connect Oregon (Unite Us) Network to facilitate closed-loop referrals between community and clinical partners and vice versa, and 3) explore and implement Community Health Workers (CHWs) to expand care delivery. During 2021, AHTM registered 14 users on the Connect Oregon Network and began the process of integrating the platform with our electronic medical records system (Cerner) to streamline referrals. AHTM also participated in a state grant-funded collaborative to explore CHW funding pathways and implementation models. Physical Environment was identified as a priority in our CHNA. TCW has been a driving force in this domain, launching an interactive recreation map, seven volunteer-led walking groups and four group hikes during 2021. During this time, they also advocated for a Tillamook County Trails & Recreation Coordinator which was established in 2021 with funding through the county transient lodging tax. The individual hired for that role became co-chair to the TCW Access to Physical Activity committee. Priority needs not addressed:No hospital can address all the health needs identified in its community. AHTM 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 are not included in the 2020 Community Health Plan update include addressing physical environment, safety, and access to parks and recreation. We are currently partnered with the Tillamook YMCA which provides free services to community members, including offering programing to seniors age 60 and over and people with disabilities at no charge. The Oregon Coast Visitors Association and Tillamook Coast Visitors Association have had results facilitating investment in outdoor recreation facilities that promote activities such as hiking, biking, kayaking, boating and camping, among others. AHTM will continue to partner with Tillamook County Wellness to provide collaboration to increase safe access to physical built environments, including coordination and promotion of detailed interactive recreational maps. 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. 11 1 - AHTM Medical Group 1100 Third Street Tillamook OR 97141 Rural health clinic 2 - AHTM Women's and Family Health 1011 Third Street Tillamook OR 97141 Rural health clinic 3 - AHTM Bayshore Medical Lincoln City 1105 SE Jetty Avenue Suite C Lincoln City OR 97367 Rural health clinic 4 - AHTM Hoodland 24461 E Welches Road Welches OR 97067 Rural health clinic 5 - AHTM Medical Group Estacada 103 SW Hwy 224 Suite B Estacada OR 97023 Rural health clinic 6 - AHTM Vernonia 1005 Cougar Street Vernonia OR 97064 Rural health clinic 7 - AHTM Manzanita Primary & Specialty Care 10445 Neahkahnie Creek Road Manzanita CA 97130 Rural health clinic 8 - AHTM Bayshore Medical Pacific City 38505 Brooten Road Suite A Pacific City OR 97135 Rural health clinic 9 - AHTM Sheridan Office 222 SE Jefferson Street Sheridan OR 97378 Rural health clinic 10 - AHTM Occupational Medicine 980 Third Street Suite 100 Tillamook OR 97141 Occupational medicine 11 - AHTM Medical Group Banks 12350 NW Main Suite 112 Banks OR 97106 Rural health clinic Part I, Line 7: The costs were determined by using a cost-to-charge ratio. The cost-to-charge computation is based on hospital specific data included in the system-wide audited combined financial statements. The formula used for computation equals financial statement data labeled as follows:(Total expenses - (Provision for bad debts + Other revenue + Interest income)) / Gross patient charges 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 enter 2022 these projects are 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 2: 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 described for Part I, Line 7 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: 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. This is an estimate of additional charity care that would have been granted if patients had cooperated by furnishing family financial information. 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: The system-wide audited combined financial statements do not contain a footnote describing bad debt expense. 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 2019 CHNA, the 2022 Community Health Plan (CHP) Update for fiscal year 2021, and the 2020 Implementation Strategy adopted in 2020 are posted on the Hospital's website at:https://www.adventisthealth.org/about-us/community-benefit/The most recent Community Health Needs Assessment, two most recent Implementation Strategy reports and the most recent 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, 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:https://www.adventisthealth.org/documents/financial-assistance/ENG_PFS-112_Financial-Assistance-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: Adventist Health Tillamook's service area is all of Tillamook County for a total population of 22,248 which contains three geographic areas: Nehalem (North), Tillamook (Central), and Cloverdale (South). In addition to serving patients at the hospital, patients are also served at the five rural health clinics in our network. The largest age group is comprised of persons aged 55-64 years, with a median age of 51.1. The population is primarily composed of individuals who identify as White (89%) and the smallest group is composed of individuals who identify as Pacific Islander (0.3%). 11.2% of the population is of Hispanic origin. English is the dominant language spoken in the service area. The median income for all households is $54,713 and average household size of 2.3. 35% of Tillamook County have graduated from high school with 42% having some college. Tillamook has an unemployment rate of 3.4% as compared to the state of Oregon at 3.3%. Tillamook County has the highest percentage of person's living in poverty (22.9% total population and 15.5% of children) in comparison to the state (19% and 14.9%, respectively). In 2017, The Oregon Health Authority published county figures for homeless population and homeless K-12 students. Within the homeless population, Tillamook County had higher total homeless population (8.7 per 1,000) and K-12 enrolled students (80.9 per 1,000) as compared to the state (3.4 and 39.0, respectively).Across each provider indicator (dental, mental health, and primary care), Tillamook County recorded lower proportions of providers to population for dental (44.9) mental health providers (247.3) and primary care providers (68.9) than the state. Tillamook County has the largest proportion of persons who are uninsured (9.3%) and percentages of persons covered through the Medicaid program (27.2%) as compared to the state estimates (8.8% and 23.8%, respectively). 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 OR Part VI: Other Information: In 2021, Adventist Health Tillamook continued the following actions in response to the needs created or exacerbated by COVID-19: Continued virtual healthcare visits to keep community members safe; continued their online symptom tracker; and participated in a countywide collaborative effort to vaccinate eligible community members. Additionally, Tillamook took these additional steps: On-going monitoring of needs and actions by the COVID-19 Incident Command Team; Offered walk-in COVID testing and vaccination sites; Market President conducted daily COVID-related status reports, including case counts, local and regional response capacity; Hospital leadership participated in community COVID strategic planning, response and public outreach, including weekly radio broadcasts; On-going collaboration among Tillamook County vaccine partners to plan, coordinate and execute vaccination distribution throughout Tillamook County. 1 Serving Up Hope Dinners 1522 0 32757 Cost Cooked meals provided to community members at the Hopsital's campus Part I, Line 2: Serving Up Hope is a weekly dinner provided by the Hospital to members of the community. No formal montioring of the assistance is done as meals are provided and consumed on-site at the Hospital's campus. X X X X 1 1 0 0 0 0 0 0 0 Reiner Scott Chair/CEO thru 12/21 0 1801000 0 1112062 0 27026 0 11644 0 50774 0 3002506 0 0 Wing Bill Dir/Asst Secr/Vice Chair 0 1440800 0 991833 0 26446 0 11644 0 64578 0 2535301 0 0 Jahn Andrew Care Division President 0 1044420 0 600285 0 203978 0 11644 0 61293 0 1921620 0 0 Hofheins Todd CFO 0 999600 0 116549 0 202998 0 11644 0 48266 0 1379057 0 0 Newmyer Joyce - Former President, PNR thru 08/20 0 728980 0 447399 0 128797 0 11644 0 57052 0 1373872 0 107631 Nahapetian Arby Care Division Chief Medical Officer 0 700000 0 222478 0 135635 0 11644 0 66658 0 1136415 0 0 Jobe Meredith Secretary 0 616324 0 169142 0 147239 0 14609 0 45152 0 992466 0 0 Stevens Eric Care Division Operations Executive 0 749000 0 76 0 135535 0 16336 0 33656 0 934603 0 0 Spenst Brett Care Division Finance Officer 0 734400 0 38124 0 13577 0 11644 0 33656 0 831401 0 0 LaFleur Brett Physician 768043 0 8000 0 0 0 13960 0 34315 0 824318 0 0 0 Rippey Wesley - Former Reg Medical Officer, PNR thru 02/20 0 485843 0 152171 0 95316 0 11644 0 39020 0 783994 0 0 Butler David President thru 08/19 0 444092 0 165028 0 71703 0 11644 0 61293 0 753760 0 0 Welch Donald - Former Treas Finance Officer, PNR thru 02/20 0 425025 0 149357 0 81219 0 11644 0 50312 0 717557 0 0 Kaba David Physician 503103 0 1000 0 0 0 11644 0 40964 0 556711 0 0 0 Swanson Eric President 0 317366 0 88535 0 42082 0 11644 0 34860 0 494487 0 0 Leach Judy - Former Strategy & Comm Exec, PNR thru 02/20 0 316851 0 70336 0 38714 0 11644 0 38032 0 475577 0 0 Gerken Brittany Physician 344765 0 1000 0 0 0 11823 0 48159 0 405747 0 0 0 Bohlman John Medical Officer 326367 0 0 0 14698 0 11644 0 41633 0 394342 0 0 0 Fineout Scott RN 333480 0 0 0 0 0 11644 0 48142 0 393266 0 0 0 Smith Micah Treas/Asst Secr 0 224801 0 47988 0 23804 0 11666 0 66041 0 374300 0 0 Voshell Shane - Former Reg HR Dir, PNR thru 02/20 0 208865 0 62961 0 22137 0 12840 0 61361 0 368164 0 0 Lee Adam - Former Dir Marketing & Comm, PNR thru 02/20 0 226856 0 23986 0 21594 0 10808 0 63297 0 346541 0 0 Saxon Kathleen Patient Care Executive 0 216009 0 47552 0 34520 0 12990 0 42082 0 353153 0 0 Seufert Regina Physician/Clinic Svcs Exec 0 200000 0 44661 0 25155 0 10459 0 24860 0 305135 0 0 Heinrich Kerry Dir/CEO Elect as of 11/21 0 138538 0 123000 0 21159 0 0 0 2627 0 285324 0 0 Reppert Joseph Former CFO/Asst Secr thru 08/19 0 0 0 0 0 179119 0 0 0 11442 0 190561 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. Reppert, Joseph - severance payment - $179,957 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 Todd Hofheins, Andrew Jahn, Joyce Newmyer, 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 amount equivalent to 41 percent of their base compensation, less the value of their corporate provided benefits. The balance is set aside for non-vested deferred compensation that is subject to substantial risk of forfeiture and is at risk to the creditors of Adventist Health. Payouts occur according to the participants' payment elections after all substantial risks of forfeiture have lapsed. The plan was frozen for new non-vested contributions in 2016. Jahn, Andrew - participant, no activity in 2021 Newmyer, Joyce - $107,631 Form 990, Part III, Line 4a: Northwest Medical Foundation Tillamook, dba Adventist Health Tillamook (AHTM), 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 AHTM, 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 AHTM 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. AHTM 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 2021 was $1,240,503. The following Inpatient services were provided to all our patients: - 119 babies delivered - 249 surgeries performed - 4,160 patient days The following Outpatient services were provided to all our patients: - 9,307 emergency department visits - 876 outpatient surgeries performed - 97,359 outpatient visits - 87,746 clinic visits AHTM 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 2021 was $525,700. 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 System Senior Finance Officer and Market Finance 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. Copies for the officers and key employees' COIs are kept in their personnel files. 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. A hospital president has a maximum potential incentive of 30 or 35 percent of base salary based upon size and scope of hospital. (Incentive potential is industry norm) Other hospital executives have a maximum potential incentive of 25 to 30 percent of base salary. 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, Section A: Board compensation is for Adventist Health System/West Board of Directors only - not hospital Board of Directors. Form 990, Part IX, line 11g Physician professional fees: Program service expenses 9,229,493. Management and general expenses 36,198. Fundraising expenses 0. Total expenses 9,265,691. Consulting and other management fees: Program service expenses 38,358. Management and general expenses 42,603. Fundraising expenses 0. Total expenses 80,961. Repairs and maintenance: Program service expenses 120,577. Management and general expenses 9,650. Fundraising expenses 0. Total expenses 130,227. All other purchased services: Program service expenses 2,597,074. Management and general expenses 955,348. Fundraising expenses 0. Total expenses 3,552,422. Other professional nonmedical fees: Program service expenses 30,802. Management and general expenses 12,539. Fundraising expenses 0. Total expenses 43,341. Contract Labor: Program service expenses 2,302,021. Management and general expenses 1,347. Fundraising expenses 0. Total expenses 2,303,368. Other professional medical fees: Program service expenses 664. Management and general expenses 0. Fundraising expenses 0. Total expenses 664. Purchased medical services: Program service expenses 348,371. Management and general expenses 0. Fundraising expenses 0. Total expenses 348,371. 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. 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 Lodi Memorial Hospital Association Inc 975 S Fairmont Avenue Lodi CA 95240 941044474 Hospital CA 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 St Helena Hospital 10 Woodland Road St Helena CA 94574 941279779 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 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 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 - closed July 2017 WA 501(c)(3) Line 3 Adventist Health SystemWest 0 Western Health Resources 1 Adventist Health Way Roseville CA 95661 953867863 Home care CA 501(c)(3) Line 10 Adventist Health SystemWest 0 White Memorial Medical Center 1720 Cesar E Chavez Avenue Los Angeles CA 90033 952282647 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 Willits Hospital Inc 1 Marcela Drive Willits CA 95490 680108919 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 Blue Legacy Ventures LLC 1010 NE 2nd Avenue Miami FL 33132 871254649 Real property rental FL N/A 0 0 Blue Zones LLC 200 Southdale Center Edina MN 55435 271603327 Education MN N/A 0 0 PAR LLC 8440 SE Sunnybrook Blvd Suite 100 Clackmas OR 97015 931262371 Real property rental OR N/A 0 0 PVHR LLC dba Paradise Village 8440 SE Sunnybrook Blvd Suite 100 Clackmas OR 97015 260622555 Real property rental OR N/A 0 0 PVHR2 LLC dba Parkview at Paradise Village 8440 SE Sunnybrook Blvd Suite 100 Clackmas OR 97015 473300170 Real property rental OR N/A 0 0 WWGHR LLC 8440 SE Sunnybrook Blvd Suite 100 Clackmas OR 97015 810591221 Rental OR N/A 0 0 AdHealth Limited PO Box HM 2062 Hamilton BD HM HX Pure captive insurance BD N/A C 0 Adventist Health Plan Inc 1 Adventist Health Way Roseville CA 95661 463833261 Health insurance CA N/A C 0 South Coast Medical Center 1 Adventist Health Way Roseville CA 95661 952037291 Wind down after sale of hospital CA N/A C 0 Thrive Productions Inc 200 Southdale Center Edina MN 55435 453369049 Production company MN N/A C 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 1 1 1 1 1