2025-11-06T17:46:23-06:00 2024-12-31 390859910 Baker Tilly Advisory Group LP 2882 Prospect Park Dr Ste 300 Rancho Cordova CA 95670 990 2024-01-01 941387866 Rideout Memorial Hospital RIDE 9164060000 726 Fourth Street Marysville CA 95901 Greg Jackson Treasurer 9164060000 2025-11-06 1 1 Lauren A Haverlock P00545829 9165038100 2025-10-25 2024 2025-03-06 01:10:19Z Adventist Health and Rideout Chris Champlin 726 Fourth Street Marysville CA 95901 495882040 0 X www.adventisthealth.org/rideout/ X 1955 CA Living God's love by inspiring health, wholeness, and hope. 4 2 2058 83 0 0 17042743 7069676 474477534 488164326 576114 462660 -200931 185378 491895460 495882040 317352 159265 0 0 218053934 233133268 0 0 413363 313750395 316138705 532121681 549431238 -40226221 -53549198 450476121 457895460 445151043 511561710 5325078 -53666250 X Living God's love by inspiring health, wholeness, and hope. 0 0 449568338 159265 488164326 Schedule O 449568338 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 0 0 0 1 0 0 2058 1 0 0 0 0 0 0 0 0 0 0 0 0 X 4 2 0 0 0 0 0 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 Heinrich Kerry Dir/Chair/CEO 0.00 50.00 X X 0 3974195 57975 Hofheins Todd Dir/Vice Chair/COO 0.00 50.50 X X 0 2407675 65992 Innocent Larry Director 0.00 4.00 X 0 26611 0 Reiner Richard Director 0.00 4.00 X 0 26611 0 Beaman John CFO/Assistant Secretary 0.00 50.50 X 0 1980861 79808 Jobe Meredith Secretary 0.00 50.50 X 0 1221104 57975 Champlin Christopher President 39.00 9.00 X 0 938333 57975 Thordarson Heidar Treasurer/Asst Secretary 39.00 9.00 X 0 550840 57975 Stevens Eric Pres, Northern California Network 5.00 45.50 X 0 1886146 57975 Heard Alexander Medical Officer thru 04/24 48.00 2.00 X 0 678715 79808 Spencer Lindsey Operations Executive 48.00 2.00 X 0 603528 79808 Gordon Cyndy Patient Care Executive 50.00 0.00 X 0 499057 47724 Oliver Robin Business Development Executive 48.00 2.00 X 0 409380 79617 Sarson Linda RN 40.00 0.00 X 352845 0 24092 Morton Connie Claridge RN 40.00 0.00 X 283562 0 25586 Gill Gurpreet RN, Nurse Lead 40.00 0.00 X 264718 0 35733 Garcia Julie RN, House Supervisor 40.00 0.00 X 265803 0 24457 Hyer Theresa Director, Emergency Services 40.00 0.00 X 264521 0 23885 Wing Bill - Former Director/Chair thru 01/22 0.00 0.00 X 0 273263 0 Nahapetian Arby - Former Care Div Medical Officer thru 02/22 0.00 50.00 X 0 1759258 79808 Jahn Andrew - Former Care Division President thru 02/22 0.00 50.00 X 0 693217 59411 Mensch Deborah - Former Patient Care Executive thru 08/20 0.00 50.00 X 0 392101 57499 1431449 18320895 1053103 822 1 1 0 Sodexo Inc and Affiliates PO Box 360170 Pittsburgh PA 15251 Staffing 10690942 Integrative Anesthesia Solutions Inc 6560 Garland Way Roseville CA 95747 Medical services 7323887 Sutter Buttes Imaging Medical Group Inc 945 Shasta St Ste 100 Yuba City CA 95991 Medical services 6739358 Acute Care Surgery Medical Group Inc PO Box 2700 Granite Bay CA 95746 Program mgmt services 4553358 PT Solutions Holdings LLC PO Box 724557 Atlanta GA 31139 Medical & mgmt services 4241083 67 6193754 875922 7069676 Patient service revenue 621110 479012802 479012802 Management fees 541610 3691984 3691984 340B Pharmacy revenue 456110 2708600 2708600 Cafeteria revenue 722514 1450498 1450498 Related rental revenue 531120 1000930 1000930 299512 299512 488164326 462660 462660 185378 0 185378 185378 185378 495882040 488164326 0 648038 X 159265 159265 180440509 155686268 24509847 244394 8628413 7444699 1172027 11687 31007095 25713542 5242755 50798 13057251 11503267 1533532 20452 36043628 36043628 754717 754717 76975 76975 35382 35382 80964317 78018176 2945235 906 69572 69572 1906507 1465962 424516 16029 24291240 2941742 21348965 533 13830768 9529097 4301384 287 93019 43607 41485 7927 26663 10593 15870 200 19742749 19730809 11940 15166332 14931824 216604 17904 3076588 3076588 Patient care supplies 68798687 68787453 11234 Quality assurance fee 29971623 29971623 Leased equipment expens 1959157 1900471 38373 20313 UBI taxes 88 88 19330693 18617882 702112 10699 549431238 449568338 99449537 413363 24668 10471 77643504 74266276 6867765 6649395 5182372 3346955 581789950 295337086 293943231 286452864 66814581 87169499 450476121 457895460 35731732 42638630 117611 52199 142583530 202934690 266718170 265936191 445151043 511561710 X 5290462 -53761476 34616 95226 5325078 -53666250 450476121 457895460 X -53549198 -5442130 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 35382 35382 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. 35913 1309306 1185681 159538 175207 1087102 1226396 35913 74095 826288 725176 175207 75169 505354 506428 74095 70704 267654 263189 75169 0.40311 0.00000 0.59689 0 0 14289927 14289927 406835974 153575888 253260086 15141177 8909161 6232016 145522872 132852037 12670835 286452864 Receivables from third-party payors 54509139 Receivables from related organizations 11534864 Other receivables 10408200 Other assets 5414878 Right-of-use assets 5302418 87169499 Payables to related organizations 251651474 Lease controller liability 4731175 Workers' compensation liability 4364318 Long-term malpractice liability 3566164 Other liabilities 1548948 Payables to third parties 74112 265936191 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, 2024 and 2023, 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 (Exempt Organization Business Income Tax Return) in the U.S. federal jurisdiction and the state of California. The System is not subject to income tax examinations prior to 2021 in major tax jurisdictions. 1 1 X 1 X 1 X 1 1 1 0 1 1 2028542 2028542 0.00370 191353135 121858023 69495112 0.12650 193381677 121858023 71523654 0.13020 3003948 3003948 0.00550 772215 772215 0.00140 57114344 29232311 27882033 0.05070 22388 22388 0.00000 60912895 29232311 31680584 0.05760 254294572 151090334 103204238 0.18780 1209215 1209215 0.00220 2821 2821 0.00000 1421 1421 0.00000 25021 25021 0.00000 1182 1182 0.00000 1239660 1239660 0.00220 1 2612806 676041 120253924 145971604 -25717680 X 1 1 1 1 Adventist Health and Rideout 726 Fourth Street Marysville CA 95901 https://www.adventisthealth.org/rideou 230000126 X X X Adventist Health and Rideout 0 0 1 X X X X X X X X X 22 1 1 0 1 X See Sch H Part VI - Needs Assesment X See Sch H Part VI - Needs Assesment X 1 22 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 Education X Sch H Part VI-Patient Education 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 and Rideout Part V, Section B, Line 5: Data collected and analyzed included both primary or qualitative data and secondary or quantitative data. Primary data included ten interviews with 28 community health experts, three focus groups conducted with a total of ten community residents or community-facing service providers, and 16 responses to the Community Service Provider (CSP) survey. Key informant interviews were conducted with community health experts and area service providers (i.e., members of social service nonprofit organizations and related healthcare organizations). These interviews occurred in both one-on-one and in group interview settings. Key informant list included participants from Sutter County Department of Public Health, Yuba County Health and Human Services, Yuba Sutter Healthcare Council, AHRO staff, Peach Tree Health, Harmony Health, Sutter Care at Home, Sutter Medical Foundation, Anthem Blue Cross, and Sutter County Board of Supervisors. Focus group interviews were conducted with community members or service providers living or working in geographic areas of the service area identified as locations or populations experiencing a disparate amount of poor socioeconomic conditions and poor health outcomes. Recruitment consisted of referrals from designated service providers representing vulnerable populations, as well as direct outreach to special population groups. Community resident groups that contributed to the primary data were First 5 of Yuba County, Western Farm Workers Association, and the Sutter/Yuba Homeless Consortium. The Community Service Provider Survey was administered to those community service providers who delivered health and social services to community residents. Secondary data included multiple datasets selected for use in the various stages of the analysis. A combination of mortality and socioeconomic datasets collected at subcounty levels was used to identify portions of the hospital service area with greater concentrations of disadvantaged populations and poor health outcomes. A set of county-level indicators was collected from various sources to help identify and prioritize significant health needs. Additionally, socioeconomic indicators were collected to help describe the overall social conditions within the service area. Health outcome indicators included measures of both mortality (length of life) and morbidity (quality of life). Health factor indicators included measures of 1. health behaviors, such as diet and exercise and tobacco, alcohol, and drug use; 2. clinical care, including access to quality care; 3. social and economic factors such as race/ethnicity, income, educational attainment, employment, neighborhood safety, and similar; and 4. physical environment measures, such as air and water quality, transit and mobility resources, and housing affordability. In all, 86 different health-outcome and health factor indicators were collected for the CHNA. Adventist Health and Rideout Part V, Section B, Line 6a: Sutter Surgical Hospital North Valley (SSHNV) participated in the 2022 CHNA process. Adventist Health and Rideout Part V, Section B, Line 11: Tax Year 2024 was Year Two of the Implementation Strategy for the 2022 Community Health Needs Assessment (CHNA). Programs and activities provided to the community were in response to the priority health needs identified in the 2022 CHNA. Our 2022 CHNA identified three areas of significant need: Access to Mental/Behavioral and Substance Use Services, Access to Quality Primary Health Care Services and Specialty Care Services and Increase Community Connections. Priority Need One: Access to Mental/Behavioral and Substance Use Services.Goal is to develop infrastructure to address a significant public health need associated with providing essential behavioral health and substance use medical services that are critical to the health of our community. This will be accomplished by expanding current services and building an infrastructure. In 2024, Rideout Memorial Hospital DBA Adventist Health and Rideout (AHRO) continued the development of Project Hope. Project Hope is a two-phase plan with a goal to build infrastructure to support the behavioral health crisis continuum in the bi-county region. Project Hope's original concept was the development of a behavioral health campus designed to provide a range of services, addressing both clinical and non-clinical needs, covered by Medi-Cal and the Cal AIM expansion. This includes medical recuperative care; short-term post-hospitalization housing; sobering; temporary housing; housing navigation; day habilitation; and supporting spaces. During 2024, it became clear that there were significant obstacles in moving this project forward. After careful consideration and extensive collaboration with community partners, including Yuba and Sutter County Health and Human Services, the Hospital made the difficult decision not to proceed with Project Hope Major. This decision was not made lightly. Recent changes to grant funding stipulations have significantly impacted the feasibility of a project of this scale. While this marks a change in direction, our commitment to serving our community's health needs remains strong. We will continue to work with local partners and explore new sustainable opportunities that will allow us to make meaningful and lasting impact on community health.The Hospital has continued to make significant progress with "Project Hope Minor", an estimated 20-22 bed sobering center with limited services providing, medical recuperative care; short-term post hospitalization housing; enhanced care management and housing navigation. In 2024, the Hospital secured a location for Project Hope Minor at 543 Garden Highway in Yuba City. New building plans were required to initiate construction which identified more significant renovation needs and associated costs, all to be covered by PATH funding. Given associated renovation delays, construction is to be completed by the end of Q3 2025, with the ultimate goal of welcoming clients in Q4 2025.In addition, the Hospital hired four Enhanced Care Management team members to help address clinical and non-clinical needs of the highest-need Medi-Cal members though intensive coordination of health and social determinants of health. Members are connected to community supports to address such needs as access to healthy food or safe housing. Priority Need Two: Access to Quality Primary Health and Specialty Care Services.Goal is to retain and recruit primary care and specialist to meet and serve the needs of the community to be accomplished by redefining our physician recruitment approach and building out an optimized long-term physician landscape. Data shows that there are 68.1 providers per 100,000 residents in the AHRO's primary and secondary service area which is well below the national rate of 111.42 providers per 100,000 residents. Additionally, there are 45,198 residents living in a health professional shortage area which represents 24.30% of the total population. Of that percentage, 51.72% are an underserved population. Therefore, in order to address the physician shortages, the Hospital created and worked to fill the gap by focusing on building our provider roster to increase access by hiring a dedicated physician recruiter. In 2024, one podiatrist, one cardiologist, one orthopedic surgeon, and one general surgeon joined the Hospital along with two nurse practitioners and two physician assistants. Priority Need Three: Increasing Community Connections.Goal is to align focus with community partners to create opportunities for increased, collaborative outreach efforts to maximize collective resources benefitting individuals living in the Yuba Sutter community. This will be accomplished by leveraging and seeking to develop new community partnerships (including non-profits, medical providers, and county/public services) to address mutual objectives and reach target community members. In 2024, the Hospital participated in forty-seven local community events, sponsoring 27 directly. The Hospital also worked with local schools and organizations on workforce development by supporting college and career fairs with Yuba City High School, Albert Powell High School and Tri-County. The Hospital continues to participate in the Homeless Consortium, the fentanyl task force, Yuba Sutter Healthcare Council, Marysville City Council, the local PIO group including civic organizations and the Paradise Town Council meetings. In 2024, AHRO collaborated with and supported over 13 community-based organizations to increase community connections as an identified need in the 2022 Community Health Needs Assessment (CHNA). Assuring that community members have ways to connect with each other through programs, services, and opportunities is important in fostering a healthy community and the primary reason behind the work that the Hospital accomplished in 2024.Significant needs not met:No hospital can address all the health needs identified in its community. AHRO is committed to serving the community by adhering to its mission, and using its skills, expertise, and resources to provide a range of community benefit programs. Significant health needs that will not be directly addressed include the following: access to basic needs such as housing, jobs, and food; active living and healthy eating; access to functional needs; injury and disease prevention and management; and safe and violence-free environment. While these significant health needs are not addressed directly, they are likely to benefit from collective efforts of our community partnerships. 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. 3 1 - Rideout Women's Imaging Center 945 Shasta Street Yuba City CA 95991 Radiology 2 - Rideout Drug Testing Services 1531 Plumas Street Yuba City CA 95991 Drug testing services 3 - AHPN Yuba City - Occupational Medicine 1531 Plumas Court Suite B Yuba City CA 95991 Occupational medicine 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 combined audited financial statements. The formula used for computation equals financial statement data as follows:Total expenses - (provision for bad debts + other revenue + interest income)/gross patient chargesThe Hospital is located in a medically underserved area and participates in a quality assurance fee program with the State of California to fund certain Medi-Cal coverage expansions. The state redistributes funds to hospitals that provide patient care to a higher proportion of indigent and medically underprivileged patients, who otherwise would most likely not have access to physicians and other medical services. The community benefit analysis includes receipts from this redistribution that are used to assist in partially offsetting the significant costs associated with providing patient care to this population group. The program may or may not continue in the future based on the State of California's regulations and policies and the approval of the federal government. 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. In 2022, these projects were active and growing. In 2023, we saw tremendous growth in several of our markets promoting walking moais, worksite wellness, Blue Zones Project school pledges to create an environment that instills healthy lifestyle choices for our children and Blue Zones Project restaurant pledges to provide healthy options. 2024 saw continued transformation of our six community Blue Zones Projects through policy initiatives around built environment, tobacco use and food. Blue Zones widens our impact from only reaching our hospitals' communities in four states to a global mission practice. We also encourage our employees to serve on community collaboration boards, health advocacy programs, and physical improvement projects to promote the health of the communities we serve. In addition, we work with neighborhood programs, including schools, work sites and safety net providers to promote health and wellness and prevent disease. Part 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 Adventist Health 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: Adventist Health and Rideout promotes access to their 2022 Community Health Needs Assessment (CHNA), the 2023 Community Health Implementation Strategy (CHIS) approved in Tax Year 2023, and the Year Two Update, Tax Year 2024 for the Community Health Implementation Strategy by posting their reports on the Hospital's website at: https://www.adventisthealth.org/rideout/about-us/community-benefit/The two most recent Community Health Needs Assessments, the two most recent Implementation Strategy reports and the 2022, 2023 and 2024 Community Health Plan Updates are also available on the Adventist Health Corporate website at: https://www.adventisthealth.org/about-us/community-benefit/ The Community Health Needs Assessment (CHNA) includes both the activity and product of identifying and prioritizing a community's health needs, accomplished through the collection and development of a community health plan. The second component of the CHNA, the community health plan, includes strategies and plans to address prioritized needs, with the goal of contributing to improvements in the community's health. Qualitative and quantitative data sources were used in conducting the CHNA. To accomplish the many important systemic goals that are underway in our community, Adventist Health supports local partners to augment our own efforts, and to promote a healthier community. Partnership is not used as a legal term, but a description of the relationships of connectivity that are necessary to collectively improve the health of our region. One of our objectives is to partner with other nonprofit and faith-based organizations that share our values and priorities to improve the health status and quality of life of the community we serve. This is an intentional effort to avoid duplication and leverage the successful work already in existence in the community. In addition to the CHNA, the Hospital engages in a process of continuous quality improvement, focusing on questions such as: are our interventions making a difference in improving health outcomes; are we providing the appropriate resources in the appropriate locations; and how are we using technology to track our health improvements and provide relevant feedback at the local level. Building a healthy community requires multiple stakeholders working together with a common purpose. With that in mind, our Hospital leadership serves on a variety of community boards and committees focused on addressing community-specific needs, allowing for ongoing responsiveness to the health care needs of the community and collaboration with local agencies and organizations, enabling maximum effectiveness through collective impact. Part VI, Line 3: 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/patient-resources/bill-pay/financial-assistance/ The documents are available in multiple languages. The link to the Hospital's Self-Pay Billing and Collection Policy is posted at: https://www.adventisthealth.org/documents/system/13863-self-pay-billing-and-collection-policy.pdfAt the time of registration, patients who are uninsured and underinsured are provided information about government healthcare programs. Patients are also orally informed of their right to request charity assistance. Signs are displayed in the patient business office, patient registration areas and the emergency room in multiple languages informing patients of this right as well. The Hospital also provides a brochure during the registration process that explains the Hospital's 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: The definition of the community served was the primary service area jointly shared by Adventist Health Rideout (AHRO) and Sutter Surgical Hospital North Valley (SSHNV). This area was defined by five ZIP Codes: 95901, 95953, 95961, 95991, and 95993. This service area was designated because the majority of patients served by both AHRO and SSHNV resided in these ZIP Codes. AHRO is located in Marysville, CA, and SSHNV is located in Yuba City, CA. Separated by the Feather River, these cities are located adjacent to one another and are part of the Yuba City Metropolitan Statistical Area as designated by the US Office of Management and Budget, which is located approximately 40 miles due north of California's capital, Sacramento. The service area total population was 150,807 community residents and encompassed portions of both Sutter and Yuba Counties. The area is a rural community and is rich in diversity along a number of dimensions.When examining demographic data across race and ethnic categories, inequities are apparent. For example, life expectancy for Whites in Sutter County is lower than all other race and ethnic groups, and almost 10 years less than Asians. Inequities are also apparent when examining the rates of each group across both counties included in the assessment. For example, life expectancy for Whites in Sutter County, the lowest among all groups, is 76.0 years, whereas life expectancy among Whites in Yuba County is 73.7 years. Data indicate that Sutter County experienced higher mortality and case fatality rates than the California state benchmark, whereas Yuba County experienced lower rates. Further, both counties had cumulative full vaccination rates lower than the state benchmark, where Yuba County had the lowest among the service area. 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 is soaring, now more than ever, we believe we can do something to change this. These challenges include a paradigm shift in how hospitals and health systems are positioning themselves and their strategies for success in a new payment environment. This will impact everyone in a community and will require shared responsibility among all stakeholders.As hospitals move toward population health management, community health interventions are a key element in achieving the overall goals of reducing the overall cost of health care, improving the health of the population, and improving access to affordable health services for the community both in outpatient and community settings. The key factor in improving quality and efficiency of the care hospitals provide is to include the larger community they serve as a part of their overall strategy.Population health is not just the overall health of a population, but also includes the distribution of health. Overall health could be quite high if the majority of the population is relatively 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, and3. 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, and3. 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 tele-pharmacy 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 Part VI, Other Information: Blue Zones Project Yuba Sutter (BZPYS) as powered by AHRO continued to make significant strides toward creating a healthier, happier, and more vibrant community in 2024 guided by our goal to improve well-being and make the healthy choice the easy choice, we have made impactful progress across key areas of community transformation.One of this year's milestone achievements was the successful establishment and launch of the Yuba Sutter food policy council. This collaborative initiative brings together diverse stakeholders, including farmers, food distributors, health advocates, and policymakers, to address food security, promote access to nutritious options, and support sustainable agriculture. The council has already begun implementing strategies to enhance the local food system, ensuring healthier choices are accessible to all community members.Working in partnership with local jurisdictions, BZPYS has been laying a strong foundation for creating safer, more accessible streets. Through collaborative planning, community engagement, and advocacy, we have advanced initiatives to improve infrastructure for walking, biking, and other forms of active transportation. These efforts are not only making our streets safer but also fostering a culture of physical activity and connectivity that enhances overall well-being.Our ongoing work in tobacco policy has been a cornerstone of our commitment to creating a healthier Yuba Sutter. By collaborating with policymakers and public health officials, we are making strides toward implementing policies that reduce tobacco use and exposure to secondhand smoke. These efforts aim to protect our community, particularly vulnerable populations, from the health risks associated with tobacco. In addition to policy-level changes, the Blue Zones project continues to lead the way in fostering health and well-being across schools, worksites, restaurants, and grocery stores. From implementing wellness programs in workplaces to partnering with local schools to integrate well-being practices, our efforts are transforming environments where people live, learn, work, and play. By working with grocery stores and restaurants, we are making it easier for residents to access and choose healthier options, contributing to a culture of well-being throughout the region.The Built Environment Policy Pillar achieved the following in 2024:1. Yuba Sutter partnered with Blue Zones national team experts to conduct walking audits to examine the conditions of certain problematic streets throughout the jurisdictions. Based on the findings, BZPYS was provided recommendations for improving infrastructure to create more walkable and bikeable communities. For example, Blue Zones partnered with the city of Marysville to improve 14th Street, which had become a major thoroughfare for traffic passing through Marysville. The goal was to reduce traffic driving down residential streets off 14th Street. Blue Zones played an active role in outreach and education about the project. They conducted pre- and post-traffic counts. Post-counts showed a considerable reduction in traffic through residential streets as a result of the traffic calming measure on 14th Street. 2. BZPYS held a Safe Streets & Vision Zero Leadership Summit: This workshop was designed for elected officials, transportation advocates, and city and county staff to learn about the principles of Vision Zero, a global movement to end traffic-related fatalities and serious injuries by taking a systemic approach to road safety. 3. Traffic Calming Audits and Workshop: This workshop was designed for city and county technical staff to learn more about traffic calming principles. Blue Zones national team experts provided recommendations on specific locations in Yuba Sutter that were audited, which the jurisdictions chose. After conducting walking audits, they provided traffic calming recommendations to city and county technical staff. Now that technical staff have received training on traffic calming and recommendations on specific locations, they can begin to work with BZPYS to implement demonstration and pilot projects. 4. Community Bike Cruise & Bike Rodeo: BZPYS hosted a community event for May is Bike Month. This event was held to promote bicycle and pedestrian safety. The event drew nearly a hundred people of all ages to a street-closed Downtown in partnership with the Thursdays on 3rd Market. At the event, people could ride their bikes safely without the stress of cars; children could get a free helmet and learn how to safely use a bike thanks to the bike rodeo organized by our partners at Yuba County Health and Human Services. 5. Bike to Market: BZPYS is proud to have partnered with the City of Yuba City on the Bike to Market event to encourage people to ride their bikes during National Bike Month. This Demonstration Project not only encouraged people to bike to the Thursdays on 3rd Market but also demonstrated the benefits of having more bicycle racks throughout the Yuba City Fountains area. BZPYS staff learned that there is a lack of bicycle racks throughout the city and decided to set up bike racks so people could park their bikes. People at the Thursdays on 3rd Market said they liked them and would like to see more throughout the Yuba-Sutter region. BZPYS plans to work with local jurisdictions and non-profit organizations to seek grant funding to place more bicycle racks. 6. Mobility Hub: BZPYS partnered with the Sacramento Area Council of Governments (SACOG) on the Mobility Hub Demonstration Project. Their goal was to showcase what a Mobility Hub could look like in Downtown Yuba City. Through various planning meetings and discussions, BZPYS was a key partner in ensuring this project came to fruition. BZPYS was part of the planning and set-up, advertised the event and invited bike advocates. This demonstration project successfully showcased what a mobility hub could look like in Yuba City and the Yuba Sutter region, prioritizing multimodal transportation. The Food Policy Pillar achieved the following in 2024:1. School Wellness Policy: BZPYS played an instrumental role in assisting Marysville Joint Unified School District (MJUSD) in updating its School Wellness Policy. This policy is an essential tool for parents, LEAs, and school districts in promoting student wellness, preventing, and reducing childhood obesity, and providing assurance that school meal nutrition guidelines meet the minimum federal school meal standards. One of the goals of BZPYS is to work with government officials and residents to reduce child obesity. The success of this policy not only works towards that goal but also builds an ongoing and strong relationship with MJUSD, which will result in future BZP-approved schools. Our role directly contributed to the formation and passage of the policy. Furthermore, the wellness policy will directly impact all students who are part of the Marysville Joint Unified School District. 2. One of the key strategies at BZPYS to create healthier communities is to address access to more nutritious foods. We are proud of the work being done around food access, including the launch of Harmony Market, a collaboration between BZPYS, Harmony Health (a federally qualified health center), Yuba Sutter Food Bank and Yuba Sutter local farmers. Through this collaboration, we were able to provide fresh, locally grown (within 40 to 50 miles) produce to 161 families (632 individuals) at the first market, totaling 1,950 pounds of food. This market is transformative as it increased collaboration amongst partners, purchased food from local growers, and increased access to healthy, locally grown foods to low-income communities who otherwise would not have access. 3. Formation of the Yuba Sutter Food Policy Council: The formation of the Yuba Sutter Food Policy Council marks a significant step toward enhancing the region's food systems and addressing critical challenges related to food security and sustainability. This council serves as a collaborative platform for local stakeholders, including farmers, community organizations, health advocates, and government representatives, to develop and implement strategic priorities that strengthen the local food supply chain. Key initiatives include growing our local food production capabilities, building healthy food skills within the community, and ensuring a sustainable infrastructure that supports food rescue and recovery efforts. By focusing on these priorities, the council aims to increase access to affordable, healthy food options for all residents, ultimately fostering a more resilient and equitable food system that benefits the entire Yuba Sutter community. Part VI, Other Information (continued): The Tobacco Policy Pillar achieved the following in 2024:1. BZPYS supported the California Health Collaborative grant efforts for a Tobacco Retail License (TRL) campaign. Tobacco Prevention Program announced the grant award of $300,000 for 15 months for a TRL campaign in Sutter County. This grant award was a huge success and a step forward in our Tobacco Policy efforts. 2. Advocacy Training: BZPYS has driven local tobacco prevention work in the Yuba-Sutter region. BZPYS assisted in developing and facilitating an advocacy training - Advocacy in Action: Public Comment & Government Structure Demystified. Over 20 community partners attended the advocacy training, where they learned about the branches of government, levels of government, the roles and functions of governing boards, and how to give public comment effectively. As for the next steps, BZPYS plans to continue fostering relationships and building on the momentum of the training to advance local ordinances. This training was coordinated between BZPYS and the Yuba-Sutter community partners.The PLACES Pillar for Schools plays a vital role in fostering a culture of well-being by integrating healthy habits into the daily lives of students. In 2024, the following achievements were made:1. Five Blue Zones school approvals at Bridge Street School, April Lane School, Olivehurst Elementary School, Johnson Park Elementary School, and Marysville High School. 2. Seven Walking School Bus, Bus-to-Walk, or Safe Routes to Schools programs. 3. Number of students participating in Blue Zones Project activities such as Purpose Workshops: Sutter County: 843; Yuba County: 405. 4. Three new schools participated in Walk to School events: Olivehurst Elementary School, Lincoln School, and Johnson Park Elementary School. 5. One new school participated in a Bike to School event: Yuba Gardens Intermediate School. 6. Five schools (Lincrest Elementary School, Kynoch Elementary School, April Lane School, Lincoln School, and Olivehurst Elementary School) hosted multiple walks to school events in the school year. 7. One school (Twin Rivers Charter School) started a Wednesday Morning School Walk due to Blue Zones best practices around Move Naturally. 8. Blue Zones Story was shared with all Physical Education classes at Marysville High School, River Valley High School and all AVID classes at Yuba City High School. 9. Established student-led wellness groups at Yuba City High School and River Valley High School that will launch in 2024-25 School Year. 10. Established and supported community service project between one high school (South Lindhurst High School) and Prestige Assisted Living. Project will continue quarterly in the 2024-25 school year. 11. School garden boxes were installed in one school (Andros Karperos) during a community service day.12. BZPYS are members of the YCUSD and MJUSD Wellness Committees. 13. Eleven schools were engaged in Blue Zones Project activities during the 2022-2023 School Year. 14. Facilitated monthly wellness groups in three schools: South Lindhurst High School, Marysville High School, Yuba Gardens Intermediate School. 15. Facilitated multiple classroom activities for 5th-8th graders around Downshift, Loved Ones First and Positive Pack. 16. Participated in numerous family engagement activities at both school districts including fall festivals, jog-a-thons, Open Houses, wellness fairs and career days. The PLACES Pillar for Restaurants work to make nutritious choices more accessible and appealing to the community and achieved the following in 2024:1. Approved restaurants are 2 Bits Express, Pete's Restaurant & Brewhouse, and Iguana's Mexican Grill. 2. The Tasty Tuesday Event launched in July 2024, providing a sample of all Blue Zones Project Inspired menu items, free to the public. The PLACES Pillar for Grocery Stores works to encourage shoppers to choose whole foods, fruits, vegetables, and other health products and achieved the following in 2024: 1. La Superior Super Mercados became Blue Zones Certified and three other stores are actively undergoing the approval process. The PLACES Pillar for Worksites promotes employee well-being by creating environments that encourage healthy habits such as nutritious foods, regular physical activity and stress management practices. In 2024, the following was accomplished: 1. Sunsweet, Caltrans District 3, and Yuba County Government Center became Blue Zones Certified 2. 687 employees engaged in wellness activities or projects3. 1,107 employees took the Real-Age test4. 28 Blue Zones projects workshops were facilitated at worksites5. Monthly Blue Zones Project Yuba Sutter engagement activities were shared with over 20 worksite internal championsThe PEOPLE Pillar works to create healthier communities by promoting sustainable lifestyle changes. 2024 highlights include: 1. Seven walking moais and one book club moai for a total of 176 participants.2. 169 people attended purpose workshops.3. 3,486 people attended the Blue Zones Project Story speech throughout 20244. 223 volunteers and ambassadors.5. 937 volunteer hours.6. Hosted 27 cooking demonstrations, many of which featured a local dietitian to provide valuable nutrition education. Three of these demonstrations were specifically tailored for communities with limited access to resources, including Cedar Lane, Harmony Village, and the Salvation Army. 7. Hosted a Blue Zones Project experience week for Yuba College's administration. This initiative provided the college's leadership with in-depth insights into the Blue Zones principles and how they can be integrated into campus life. 8. Tabled at multiple events organized by faith-based organizations, including the Black History Month Community Celebration and Juneteenth. These events allowed us to connect with diverse community members and promote the Blue Zones Project's mission in our faith-based organizations. 9. Launched our Blooming Buddies program, bringing together volunteers to help nourish and nurture community gardens. 10. Partnered with the Alzheimer's Association to deliver a three-part Mind Matters brain health series, providing valuable insights into maintaining cognitive health by incorporating some of Blue Zones lifestyle habits. 1 California Health Fund & Trust 1215 K Street Suite 800 Sacramento CA 95814 941498697 501(c)(3) 101357 0 Health services un/underinsured patients Yuba Community College 2088 N Beale Road Marysville CA 95422 680447767 501(c)(3) 17150 0 Nursing/monitor technology scholarships for students Yuba Sutter Chamber Of Commerce 1300 Franklin Road Sacramento CA 95993 941731239 501(c)(6) 8500 0 Platinum membership dues 2 1 Part I, Line 2: Grantees are provided support based on the program for which they are soliciting funds. Our expectation is that the monies will be used accordingly, and reporting from the recipient is not required. X X X X 1 1 0 0 0 0 0 0 0 Heinrich Kerry Dir/Chair/CEO 0 2342000 0 1586113 0 46082 0 13296 0 44679 0 4032170 0 0 Hofheins Todd Dir/Vice Chair/COO 0 1474000 0 888115 0 45560 0 13296 0 52696 0 2473667 0 0 Beaman John CFO/Assistant Secretary 0 1261000 0 698818 0 21043 0 13296 0 66512 0 2060669 0 0 Stevens Eric Pres, Northern California Network 0 1196000 0 495682 0 194464 0 13296 0 44679 0 1944121 0 0 Nahapetian Arby - Former Care Div Medical Officer thru 02/22 0 1111000 0 458435 0 189823 0 13296 0 66512 0 1839066 0 0 Jobe Meredith Secretary 0 796100 0 281132 0 143872 0 13296 0 44679 0 1279079 0 0 Champlin Christopher President 0 690000 0 155763 0 92570 0 13296 0 44679 0 996308 0 0 Heard Alexander Medical Officer thru 04/24 0 508587 0 97870 0 72258 0 13296 0 66512 0 758523 0 0 Jahn Andrew - Former Care Division President thru 02/22 0 281190 0 407001 0 5026 0 55610 0 3801 0 752628 0 0 Spencer Lindsey Operations Executive 0 459988 0 88601 0 54939 0 13296 0 66512 0 683336 0 0 Thordarson Heidar Treasurer/Asst Secretary 0 425591 0 77747 0 47502 0 13296 0 44679 0 608815 0 0 Gordon Cyndy Patient Care Executive 0 365054 0 71266 0 62737 0 13296 0 34428 0 546781 0 0 Oliver Robin Business Development Executive 0 315240 0 61074 0 33066 0 13296 0 66321 0 488997 0 0 Mensch Deborah - Former Patient Care Executive thru 08/20 0 295275 0 48346 0 48480 0 13296 0 44203 0 449600 0 0 Sarson Linda RN 351308 0 1537 0 0 0 13296 0 10796 0 376937 0 0 0 Morton Connie Claridge RN 272959 0 3533 0 7070 0 13296 0 12290 0 309148 0 0 0 Gill Gurpreet RN, Nurse Lead 260724 0 3994 0 0 0 13206 0 22527 0 300451 0 0 0 Garcia Julie RN, House Supervisor 263930 0 1873 0 0 0 13260 0 11197 0 290260 0 0 0 Hyer Theresa Director, Emergency Services 241371 0 20594 0 2556 0 12069 0 11816 0 288406 0 0 0 Wing Bill - Former Director/Chair thru 01/22 0 0 0 0 0 273263 0 0 0 0 0 273263 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. Jahn, Andrew - severance payment - $15,065 Wing, Bill - severance payment - $271,535 Select executives agreed to participate in CAP-EX in place of a traditional SERP. See Schedule L, Part V of Adventist Health System/West, for a broader description. Split-Dollar life insurance participants are John Beaman, Kerry Heinrich, Todd Hofheins, Andrew Jahn, 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 2024 Form 990, Part III, Line 4a: Rideout Memorial Hospital DBA Adventist Health and Rideout (AHRO) provides quality medical healthcare regardless of race, creed, sex, national origin, handicap, age, or ability to pay. AHRO is a nonprofit community-based system comprised of the AHRO acute care hospital; the Heart Center at Rideout; the Cancer Center affiliated with UC Davis Medical Center; outpatient clinics, and a wide range of ancillary services including: senior living services, located throughout Yuba and Sutter counties. AHRO serves our community with 447 physicians, 1,481 associates and 805 nurses. AHRO provides 221 acute care hospital beds, 44 emergency department beds, 21 physician clinics, home health & hospice care, primary care, and urgent care services. Although reimbursement for services rendered is critical to the operation and stability of AHRO, 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 AHRO 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. AHRO 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 2024 was $2,028,542. The following services were provided to all our patients: - 127,553 clinic visits - 1,833 deliveries - 11,741 discharges - 72,465 emergency room visits - 1,493 inpatient surgeries - 120,707 outpatient hospital visits - 2,560 outpatient surgeries - 102,234 patient days AHRO 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 2024 was $27,882,033. AHRO's quality and performance awards include: Joint Commission Advanced Primary Stroke Center Certification, Metabolic and Bariatric Surgery Accreditation and Quality Improvement Program (MBSAQIP) Accreditation, Gold Plus Quality Achievement Award and Target Stroke Elite Plus Honor Roll, Get With The Guidelines Stroke Gold Plus/Target: Stroke Honor Roll Elite, ACCHeartCARECenter National Distinction of Excellence, California Maternal Quality Care Collaborative (CMQCC) Maternal Data Center (MDC) Superstar Award, U.S. News & World Report High Performing Hospital for COPD, Heart Attack, Heart Failure, Kidney Failure, Pneumonia, and Stroke. 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 7a The Hospital Bylaws define its Board of Directors to be the same individuals who are members of the Stone Point Health Board of Directors. Form 990, Part VI, Section A, line 7b The Board of Directors of the Corporation shall have sole authority to amend or repeal the Articles of Incorporation, subject to the additional approval of the Board of Directors of Stone Point Health. The Hospital does not have any Members. Form 990, Part VI, Section B, line 11b This Form 990 including all supporting schedules was prepared by a public accounting firm, reviewed by the Corporate Finance Officer and Market Financial Officer, and shared by electronic communication with the Corporation's Board of Directors prior to filing. Form 990, Part VI, Section B, line 12c During the first quarter of each year, the annual conflict of interest questionnaire is sent to board members, hospital corporate officers, key employees and department directors for completion and signature. The questionnaire is accompanied by a letter of explanation to illustrate examples of a conflict and to remind the recipient that if any perceived conflict should arise before the next annual questionnaire, he/she is to notify the market president or the System Chief Legal Officer/General Counsel immediately. The System Chief Legal Officer/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 Chief Legal Officer/General Counsel reviews all the disclosures on the board and Corporate employees' COIs. System Chief Legal Officer/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 Adventist Health Board of Directors has established an Executive Compensation 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; evaluates executive performance against annual goals; recommends appropriate incentive awards to the board for approval; follows a diligent process that meets regulatory requirements for a rebuttable presumption of reasonableness; records committee deliberations and decisions in timely minutes; selects, engages and supervises any consultant hired to advise and provide comparability data. The board-approved executive compensation philosophy specifies that salary ranges will be established for hospital executives, with midpoints aligned with the 60th percentile of comparable system hospital data, and having a 40 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 42,980,596. Management and general expenses 231,989. Fundraising expenses 0. Total expenses 43,212,585. Consulting fees: Program service expenses 963,672. Management and general expenses 461,051. Fundraising expenses 0. Total expenses 1,424,723. Contract labor: Program service expenses 2,354,237. Management and general expenses 29,888. Fundraising expenses 0. Total expenses 2,384,125. Repairs and maintenance: Program service expenses 6,034,282. Management and general expenses 1,204,126. Fundraising expenses 0. Total expenses 7,238,408. Purchased medical services: Program service expenses 19,965,616. Management and general expenses 362,478. Fundraising expenses 0. Total expenses 20,328,094. Other medical professional fees: Program service expenses 37,509. Management and general expenses 16,909. Fundraising expenses 0. Total expenses 54,418. Other non-medical professional fees: Program service expenses 66,109. Management and general expenses 10,100. Fundraising expenses 0. Total expenses 76,209. Other purchased services: Program service expenses 5,616,155. Management and general expenses 628,694. Fundraising expenses 906. Total expenses 6,245,755. 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. 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