2017-11-16T00:05:56-08:00 2016-12-31 990 2016-01-01 930622075 Northwest Medical Foundation Tillamook DBA Tillamook Regional Medical Center NORT 5038424444 1000 Third St Tillamook OR 97141 Butler David President 2017-11-16 2016 2017-02-10 21:41:12Z David Butler 78107182 false false 1071 X www.adventisthealth.org/trmc X 1973 OR Living God's love by inspiring health, wholeness and hope. 11 7 552 48 0 203078 146136 73223615 77322147 728465 499590 42110 139309 74197268 78107182 0 0 37677440 37090653 0 0 33729103 35901023 71406543 72991676 2790725 5115506 49955478 56005161 5419278 6572310 44536200 49432851 Living God's love by inspiring health, wholeness and hope. false false 63936205 77320552 Tillamook Regopma; Medical Center provides quality medical health care 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 Tillamook County General Hospital 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 will be considered when individuals who need health care cannot pay:providing free care and/or subsidized careproviding care to persons covered by governmental programs at below costproviding health/wellness activities and community education programsNot only does Tillamook Regional Medical Center provide low-cost care to individuals covered by government programs and those unable to afford health care, but it also helps patients find and access private and governmental resources for health care benefits. Tillamook Regional Medical Center recognizes below-cost reimbursement as charity and uncompensated care in meeting its mission to the entire community. Inpatient services in 2016 were provided to 1,431 patients. These services included:Babies delivered 183Surgeries performed 427Radiology procedures performed 2,073 Laboratory tests performed 16,667Outpatient services in 2016 were provided to 25,241 patients. These services included:Emergency room visits 10,316Outpatient surgeries performed 1,655Radiology procedures performed 22,870Laboratory tests performed 147,216Medical clinics visits 78.545Tillamook Regional Medical Center recognizes it has an obligation to provide human services above and beyond its role as a healing facility. The following community benefits demonstrate the tangible ways in which the organization is fulfilling its mission:Health FairBlood Pressure ClinicsFaith In ActionMulti ModularRespite careSeniors DayWomens Resource TrainingDoc Talks 63936205 true true false true false false false false false true true false false true true false false false false false false false false false false false true true false false true false false false false false false false false false false false false false false false false true false false false false true 79 0 true 552 true true true false false false false false false 0 false false false false false false false false false false X 11 7 false false false false true false true true true false false true true true true true true true true false X Micah Smith 5038152263 1000 Third St Tillamook OR 97141 X Dickinson Charles Director 0.00 4.00 X 0 217464 54172 Freedman John Director 0.00 4.00 X 0 300 0 Friestad Christine Director 0.00 4.00 X 0 968 0 Gabriel Melody Director 0.00 4.00 X 0 2269 0 Graham Ricardo Director 0.00 4.00 X 0 4246 0 Heinrich Kerry Director 0.00 4.00 X 0 683 0 Innocent Larry Director 0.00 4.00 X 0 1503 0 Reimche Alan Director 0.00 4.00 X 0 4407 0 Rippey Wesley Director 0.00 4.00 X 0 129770 0 Salazar Velino Director 0.00 4.00 X 0 3915 0 Torkelsen Max Director 0.00 4.00 X 0 4102 0 Reiner Scott Dir/Chair 0.00 50.00 X X 0 1711534 286273 Wing Bill Dir/VCh/AsstSec 0.00 50.00 X X 0 1319055 238355 Jobe Meredith Secretary 0.00 50.00 X 0 552085 99823 Wagner Jack Asst Secretary 0.00 50.00 X 0 1117705 41826 Butler David President/CEO 50.00 0.00 X 0 396161 79268 Larson Walter AstSy/CFO/VPFin 50.00 0.00 X 0 263513 34279 Saxon Kathleen VP/CNO 50.00 0.00 X 0 209262 21839 Seufert Regina VP Physician/Clinic Svcs 50.00 0.00 X 0 198396 21168 Newmyer Joyce President Pacific Northwest Reg 0.00 50.00 X 0 735505 153530 Welch Donald Regional CFO 0.00 50.00 X 0 405944 90572 Lafleur Brett Physician 40.00 0.00 X 581558 0 44185 Kaba David Physician 40.00 0.00 X 506173 0 34252 Mitchell Brandon Physician 40.00 0.00 X 457735 0 44244 Soans Robert Director, PA 40.00 0.00 X 363831 0 37468 Gerken Brittany Physician 40.00 0.00 X 348554 0 52683 Carmen Robert Former Dir/Chair 0.00 0.00 X 0 358716 7952 Wehtje Rodney Former Asst Treas 0.00 0.00 X 0 388431 41835 2257851 8025934 1383724 56 true true false Tillamook Emergency Services 1000 Third St Tillamook OR 97141 Physician Services 2184647 Bivens Medical Corporation 20105 Geisendorfer Applegate CA 95703 Physician Services 1870056 Knottworks Construction Inc 4064 NE Highway 101 Lincoln City OR 97367 Construction 908370 Gregory Opdahl MD PC 4955 Meadowood Lane Tillamook OR 97141 Ophthomology 667520 Gerald Gibbs MD 405 SE 8th Ave Hillsboro OR 97126 Oncology 297130 7 146136 146136 Dietary Services 722210 265755 265755 Misc 621110 643 643 Other revenue 900099 347508 346556 952 Patient Service Revenue 621110 76632355 76632355 Rental Income 531120 75886 75886 77322147 496945 496945 0 0 0 2645 2645 2645 2645 0 0 0 Other income 900099 139309 139309 139309 78107182 77320552 640494 X 0 0 0 0 0 0 29001158 27607771 1393387 1302473 1302473 4903870 4380586 523284 1883152 1780037 103115 0 52568 52568 0 0 0 0 8256563 8160871 95692 6832 6832 1264345 1158949 105396 2950662 2943139 7523 0 1161996 1161996 251930 46885 205045 0 276554 165953 110601 0 0 2031416 2026605 4811 478168 478168 Purchased Services 10846638 4417856 6428782 Patient care supplies 8160576 8160576 Other expenses 81822 68702 13120 Rental/lease equipment 80953 75638 5315 0 72991676 63936205 9055471 0 217242 159359 21790105 20767514 0 10659664 11589806 0 0 0 1269096 1393804 211514 174782 44505539 31720421 12575380 12785118 290800 442741 0 0 0 2941677 8692037 49955478 56005161 4614464 5534318 804814 1037992 5419278 6572310 X 43838749 49391520 697451 41331 44536200 49432851 49955478 56005161 X 5115506 -218855 X false true X true true true X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED false false false false false false false false false false true 5808 5808 false false Part II-B, Line 1i - Other Activities Description The organization belongs to industry and professional associations - such as the Oregon Association of Hospitals and Health Systems - for which a portion of the membership dues is used for lobbying activities. 697451 101947 758067 41331 1324795 159334 786678 697451 1830000 187892 693097 1324795 2417200 150062 737262 1830000 3000000 115918 698718 2417200 false false false 859227 859227 27236651 18244053 8992598 2018588 1191220 827368 14391073 12285148 2105925 12785118 3rd Party Receivables 459119 Other receivables 434715 Receivables from related organizations 7798203 8692037 Payable to Rel Orgs 42789 Rounding 2 Workers Comp 995201 1037992 Part V, Line 4: Intended uses of the endowment fund. Board-designated, temporary and permanently restricted funds are for specified operating and capital projects. The funds are released as project costs are expended. true true X true X true X true false false false true true 1163234 1163234 0.01590 14942468 18304060 -3361592 16105702 18304060 -2198358 0.01590 252663 252663 0.00350 71317 71317 0.00100 323980 323980 0.00450 16429682 18304060 -1874378 0.02040 3244732 3244732 0.04450 3244732 3244732 0.04450 true 789129 244630 27467386 24387469 3079917 X true true 1 1 NW Medical FoundationTillamook false false true X X X X X X X X 16 true false false true X See Sch H Part VI-Supplemental Info X true 16 true See Sch H Part VI-Supplemental Info false false true X 200.0000 400.0000 X X X X true true X X X true X X X X X true X false X X X X true X false false Part V, Line 5 - Account Input from Persons Who Represent the Community While conducting the 2016 Community Health Needs Assessment (CHMA), Tillamook Regional Medical Center (TRMC) solicited feedback and input from a broad range of stakeholders. Contributors included community members as well as the following organizations: Care, Inc.Complete Health Improvement ProjectManzanita Emergency Volunteer CorpsNorth Tillamook Emergency PreparednessNW Regional Education Service DistrictThe Rinehart ClinicTillamook Commission on Children & FamiliesA community health survey was conducted as well as key informant interviews and focus groups. AH Tillamook Medical Group 980 Third St Tillamook OR 97141 Outpatient Clinic AH Tillamook Women and Family Clinic 1011 Third St Tillamook OR 97141 Outpatient Clinic Manzanita Primary & Specialty Care 10445 Neahkahnie Creek Road Manzanita OR 97130 Rural Health Clinic Bayshore Family Medicine 38505 Brooten Rd Suite A Pacific City OR 97135 Rural Health Clinic Bayshore Family Medicine 1105 SE Jetty Ave Suite C Lincoln City OR 97367 Rural Health Clinic Part I, Line 7 - Explanation of Costing Methodology 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 III, Line 2 - Methodology Used To Estimate Bad Debt Expense Uncollected patient accounts are analyzed using written patient financial services policies that apply standard procedures for all patient accounts. The result of the analysis is what is recognized as bad debt expense. For example, all self-pay patients receive a discount. If the discounted account is unpaid after collection efforts, the unpaid balance is classified as bad debt. The cost-to-charge ratio described for Part I, Line 7 is multiplied times the hospital's bad debt expense as reported in the system-wide audited combined financial statements. The resulting figure has been reported as bad debts at cost on Part III, Line 2. Part III, Line 3 - Methodology of Estimated Amount & Rationale for Including in Community Benefit The portion of the bad debts attributed to charity care as reported on Part III, Line 3 was calculated by an independent third-party consulting firm. 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 - Bad Debt Expense The system-wide audited combined financial statements do not contain a footnote describing bad debt expense. Part III, Line 8 - Explanation Of Shortfall As Community Benefit The Medicare cost report apportions the hospitals costs on the basis of inpatient days and ancillary and outpatient charges to establish the costing methodology.Healthcare delivery by hospitals is a complex, highly regulated business in the United States. Healthcare unit cost inflation is driven by compliance with ever-expanding regulatory requirements, shortages of highly skilled labor and evolving medical and information technology. The health care market basket is unrelated to that of the average individual consumer. Since the 1997 Balanced Budget Act, Medicare annual payment updates have fallen behind actual healthcare cost inflation to the point that Medicare payments too many U.S. hospitals are well below the cost of providing care. These unreimbursed costs are a community benefit for seniors and others in the community as these individuals are continuing to receive care without which many would become dependent on other governmental resources such as Medicaid. The benefit to the community for healthier Medicare recipients is no different than those benefits the community realizes for uninsured and underinsured patients who are eligible for partial and full charity care. Medicare is a safety net for seniors and others. Without Medicare coverage, many individuals would undoubtedly qualify for charity care.In addition to the mismatch between Medicare payment increases and healthcare cost inflation, the highly complex Medicare payment systems and formulas produce disparate payment levels from one hospital to another for the same service. These disparate payment levels create disparate results within groups of hospitals.Reconciliation of Medicare Revenue from the hospital's Medicare Cost Report to GL*Medicare Cost Report Revenue $24,708,441Prior Year Settlements (691,102)Cost Report Reimbursable Bad Debts 394,885Estimates and Accrual Variances 453,275Other 2,601,887Subtotal - Amount reported in Pt. III, line 5 27,467,386Amounts included in Part 1, lines g and f -Total Medicare Revenue $27,467,386*Note: The Medicare Cost Report revenue does not include the bad debt reimbursement. The Cost Report revenue does include the patient co-pay and deductible amounts. Adding the bad debt reimbursement would have duplicated the revenue already accounted for in the co-pay and deductible amounts. Part III, Line 9b - Provisions On Collection Practices For Qualified Patients When a patient has requested screening for charity care, the hospital must immediately cease collection activity and place the account in a charity pending status. If 100% charity is approved, the entire account balance is written off to charity care. If the patient has a sliding scale liability based on the federal poverty guidelines, they are billed only for that liability. If the patient fails to pay their after-charity liability, they are assigned to a collection agency with an identifier that indicates to the agency that the patient is "low income" and the following criteria must be followed by the agency:1. They may not report the patient to a credit bureau2. They may not file a lawsuit to recover the outstanding liability3. They may not charge interest Part VI - Needs Assessment Developing metrics for population-based interventions are imperative for continued success in elevating the health status of our community. Our hospital is transitioning from process evaluation based systems to a more inclusive and regional focus on metrics. This requires being in alignment with statewide and national indicators, such as Healthy People 2020 and The County Health Rankings & Roadmaps. The domains used in this assessment encompass the same type of national and state community health indicators. We recognize that health status is a product of multiple factors. Each domain influences the next and through systematic and collective action improved health can be achieved.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 Census, Centers for Disease Control and Prevention, Community Commons, Nielsen, 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 national benchmarks, such as Health People 2020 objectives. To validate data and ensure a broad representation of the community, Tillamook Regional Medical Center (TRMC) engaged our community partners to conduct a community health survey. Questions from the survey focused on the use of and access to healthcare services, visions of a health community, and priority community needs. In addition, TRMC conducted key informant interviews and focus groups to gather more rich data and aid in describing the community.In addition to gathering input from the Community Health Needs Assessment Committee, Tillamook Regional Medical Center also consulted with leading experts in the field of public health. HC2 Strategies, Inc. worked collaboratively with TRMC for data collection and analysis, strategy selection, and the creation of the final report.Copies of the hospitals 2016 CHNA study and the 2015 Community Health Plan Update are posted on the hospitals website.https://www.adventisthealth.org/Tillamook/Pages/About-Us/community-benefits.aspx as well as on the Adventist Health Corporate website:https://www.adventisthealth.org/Pages/About-Us/Community-Health-Needs-Assessments.aspx Part VI - Patient Education of Eligibility for Assistance In addition to initial information and education provided to patients and their guarantors through conversations, brochures and flyers, there are 2 financial counselors and 4 certified health plan application assistors on staff who are available to further explain and assist anyone with financial need in accessing program or financial assistance. A copy of our financial assistance policies are maintained on our website and easily accessible throughout the hospital in both English and Spanish. Tillamook Regional Medical Center informs patients of the Charity Care/Discount Policy through 1-1 conversations, brochures, and flyers. There are financial counselors and certified health plan application assistors on staff who provide further assistance. The Financial Assistance Policy (FAP) is being posted and summarized and the FAP Application is made widely available on the hospital's website, at:https://www.adventisthealth.org/trmc/pages/patients-and-visitors/financial-services/assistance-policy.aspx Part VI - Community Information Tillamook Regional Medical Centers (TRMC) service area is all of Tillamook County, which contains 3 geographic areas:Cloverdale (South)Tillamook (Central)Nehalem (North)These areas are mostly rural but also includes urban areas. In addition to serving patients in our Hospital, patients are also served at the five rural health clinics in our network.In the primary service area, the current population is just above 25,000. Projected population growth is small (0.16% annually). The largest population growth has been in the Nehalem service area (6.2% increase in 2015).In Tillamook County, Seniors (65+) comprise a higher % of the population compared to either the State of Oregon or the U.S. The largest age group is 45-64 with a median age of 49.2. The majority of persons identify as white (89.8%). By ethnicity, 12.2% of the population is of Hispanic origin.English is the dominant language.Median household income in Tillamook County is $43,037 which is lower than both the State of Oregon ($50,521) and the U.S. ($53,046). 29.2% of household in the area have an annual income of less than $25,000 compared to 24.1% for Oregon State and 23.4% for the U.S. Part VI - Community Building Activities Our hospital is involved in numerous community building activities which promote the health of the communities it serves. Numerous community concerns are addressed, including health improvement, education, poverty, workforce development and access to care. 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. And, 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 VI - Explanation Of How Organization Furthers Its Exempt Purpose Hospitals and health systems are facing continuous challenges during this historic shift in our health system. Given todays state of health, where cost and heartache is soaring, now more than ever, we believe we can do something to change this. These challenges include a paradigm shift in how hospitals and health systems are positioning themselves and their strategies for success in a new payment environment. This will impact everyone in a community and will require shared responsibility among all stakeholders.As hospitals move toward population health management, community health interventions are a key element in achieving the overall goals of reducing the overall cost of health care, improving the health of the population, and improving access to affordable health services for the community both in outpatient and community settings. The key factor in improving quality and efficiency of the care hospitals provide is to include the larger community they serve as a part of their overall strategy.Population health is not just the overall health of a population, but also includes the distribution of health. Overall health could be quite high if the majority of the population is relatively healthyeven though a minority of the population is much less healthy. Ideally such differences would be eliminated or at least substantially reduced.Community health can serve as a strategic platform to improve the health outcomes of a defined group of people, concentrating on three correlated stages:1) The distribution of specific health statuses and outcomes within a population;2) Factors that cause the present outcomes distribution; 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, and 3) Advance care coordination across the health care continuum.Our mission as a health system is to live God's love by inspiring health, wholeness and hope. We believe the best way to re-imagine our future business model with a major emphasis of community health is by working together with our community. Part VI - Affilated Health Care System Roles and Promotion 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. Part V - Explanation of Number of Facility Type Physician Clinics (5) X X X X true true false false false false false false false false Butler David President/CEO 277143 79275 39743 50451 28817 475429 23693 Carmen Robert Former Dir/Chair 358716 7952 366668 358716 Dickinson Charles Director 184932 32532 37740 16432 271636 Gerken Brittany Physician 316842 28441 3271 16180 36503 401237 Jobe Meredith Secretary 364469 95028 92588 74172 25651 651908 56774 Kaba David Physician 503355 2818 16180 18072 540425 Lafleur Brett Physician 578153 3405 16180 28005 625743 Larson Walter AstSy/CFO/VPFin 191931 40986 30596 14179 20100 297792 16839 Mitchell Brandon Physician 423115 30250 4370 16180 28064 501979 Newmyer Joyce President Pacific Northwest Reg 569710 148212 17583 128988 24542 889035 Reiner Scott Dir/Chair 1018912 299575 393047 249575 36698 1997807 326648 Saxon Kathleen VP/CNO 167480 34992 6790 11908 9931 231101 Seufert Regina VP Physician/Clinic Svcs 156431 32886 9079 11243 9925 219564 Soans Robert Director, PA 336098 22828 4905 16180 21288 401299 Wagner Jack Asst Secretary 698200 200386 219119 16384 25442 1159531 Wehtje Rodney Former Asst Treas 380418 8013 16393 25442 430266 Welch Donald Regional CFO 346451 44022 15471 61714 28858 496516 Wing Bill Dir/VCh/AsstSec 855884 253689 209482 203961 34394 1557410 155912 Form 990, Part VI, Line 6: Explanation of Classes of Members or Shareholder The hospital is organized as a not-for-profit religious corporation. 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, Line 7b: Describe Decisions of Governing Body Approval by Members or Shareholders 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. Adventist Health System/West, a California not-for-profit religious corporation, is the sole corporate member of the hospital.The sole corporate member, Adventist Health System/West, must approve all changes to the articles of incorporation and bylaws. Form 990, Part VI, Line 11b: Form 990 Review Process The completed Form 990 is shared with members of the corporation's board of directors by electronic communication for their review prior to filing. A special board meeting is scheduled to answer questions and receive input from the board prior to filing Form 990, Part VI, Line 12c: Explanation of Monitoring and Enforcement of Conflicts During the first quarter of each year, the annual conflict of interest questionnaire is sent to board members, hospital 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 CEO immediately. The corporate internal audit staff review these questionnaires and disclosures each year during the audit process. Form 990, Part VI, Line 15a: Compensation Review & Approval Process - CEO, Top Management See explanation of process for setting CEO compensation below on Form 990, Part VI, Line 15b explanation. Form 990, Part VI, Line 15b: Compensation Review and Approval Process for Officers and Key Employees The hospital board of directors has established a 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, including salary ranges for hospital CEOs and CFOs, 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 CEOs and executives, with midpoints aligned with the 50th percentile of comparable system hospital data, and having a 24 percent spread from minimum to maximum (industry norm is approximately a 50 percent spread). A hospital CEO has a maximum potential incentive of 30 percent of base salary. (This incentive potential is less than the industry norm.) Other hospital executives have a maximum potential incentive of 20 percent of base salary. Form 990, Part VI, Line 19: Other Organization Documents Publicly Available 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 publicly available. The hospital files monthly/quarterly summary financial reports with the state health planning agency. Other Changes In Net Assets Or Fund Balances - Other Decreases Net Assets Released from Restriction = -$217570 Other Changes In Net Assets Or Fund Balances - Other Decreases Other = -$1285 Adventist Health SystemWest 2100 Douglas Blvd Roseville CA 95661 953484589 Support and manage system-wide activities CA 501(C)(3) 1 NA false Adventist Health Clearlake Hospital Inc Ave 18 at Hwy 53 Clearlake CA 95422 680395149 Hospital CA 501(C)(3) 3 Adventist Health SystemWest false Castle Medical Center 640 Ulukahiki St Kailua HI 96734 990107330 Hospital HI 501(C)(3) 1 Adventist Health SystemWest false Feather River Hospital 5974 Pentz Rd Paradise CA 95969 941101228 Hospital CA 501(C)(3) 1 Adventist Health SystemWest false Glendale Adventist Medical Center 1509 Wilson Ter Glendale CA 91206 951816017 Hospital CA 501(C)(3) 1 Adventist Health SystemWest false Hanford Community Hospital 450 Greenfield Ave Hanford CA 93230 940535360 Hospital CA 501(C)(3) 1 Adventist Health SystemWest false Paradise Valley Hospital 2100 Douglas Blvd Roseville CA 95661 951816034 Wind down after sale of hospital facilities CA 501(C)(3) 1 Adventist Health SystemWest false Portland Adventist Medical Center 10123 SE Market St Portland OR 97216 930429015 Hospital OR 501(C)(3) 1 Adventist Health SystemWest false St Helena Hospital 10 Woodland Rd St Helena CA 94574 941279779 Hospital CA 501(C)(3) 1 Adventist Health SystemWest false San Joaquin Community Hospital 2615 Chester Ave Bakersfield CA 93301 952294234 Hospital CA 501(C)(3) 1 Adventist Health SystemWest false Simi Valley Hospital & Health Care Svcs 2975 N Sycamore Dr Simi Valley CA 93065 956064971 Hospital CA 501(C)(3) 1 Adventist Health SystemWest false Sonora Community Hospital 1000 Greenley Rd Sonora CA 95370 941415069 Hospital CA 501(C)(3) 1 Adventist Health SystemWest false Ukiah Adventist Hospital 275 Hospital Dr Ukiah CA 95482 941639901 Hospital CA 501(C)(3) 1 Adventist Health SystemWest false Walla Walla General Hospital 1025 S Second Ave Walla Walla WA 99362 910617726 Hospital WA 501(C)(3) 1 Adventist Health SystemWest false White Memorial Medical Center 1720 Cesar E Chavez Ave Los Angeles CA 90033 952282647 Hospital CA 501(C)(3) 1 Adventist Health SystemWest false Willits Hospital Inc 1 Marcela Dr Willits CA 95490 680108919 Hospital CA 501(C)(3) 1 Adventist Health SystemWest false Adventist Health Physicians Network 2100 Douglas Blvd Roseville CA 95661 680357690 Medical Foundation CA 501(c)(3) 11b, II Adventist Health SystemWest false Reedley Community Hospital 372 W Cypress Ave Reedley CA 93654 453220509 Hospital CA 501(c)(3) 1 Adventist Health SystemWest false Western Health Resources 2100 Douglas Blvd Roseville CA 95661 953867863 Home care CA 501(c)(3) 1 Adventist Health SystemWest false Lodi Memorial Hospital Association Inc 975 S Fairmont Ave Lodi CA 95240 941044474 Hospital CA 501(c)(3) 3 Adventist Health SystemWest false Adventist Hlth Medical Ctr Tehachapi 115 W E St Tehachapi CA 93561 812240617 Hospital CA 501(c)(3) 1 Adventist Health SystemWest false South Coast Medical Center 2100 Douglas Blvd Roseville CA 95661 952037291 Wind down after sale of hospital CA N/A C Corp false false false false false false false false false false false false false false false false false false false false