2016-11-16T14:42:07-08:00 2015-12-31 990 2015-01-01 941279779 St Helena Hospital DBA St Helena Hospital Napa Valley STHE 7079633611 10 Woodland Rd St Helena CA 94574 Edward McDonald SVP Finance/Reg CFO 2016-11-16 2015 2017-02-10 21:41:12Z 216693967 false false 1071 X www.adventisthealth.org/napa-valley X 1898 CA The hospital mission is to provide our community with physical, mental, and spiritual healing in a way that reflects God's love for all. 12 7 1570 67 203642 -22443 3616222 5627877 202992328 207328174 782566 660259 810319 1026721 208201435 214643031 152387 61788 0 85739000 88202783 0 1105723 128024993 137810800 213916380 226075371 -5714945 -11432340 178823213 182675771 127785099 141725572 51038114 40950199 To share God's love by providing physical, mental, and spiritual healing. false false 196003489 61788 207905577 St. Helena Hospital 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 St. Helena 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:a) Providing free care and/or subsidized careb) Providing care to persons covered by governmental programs at below costc) Providing health/wellness activities and community education programsNot only does St. Helena Hospital 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. St. Helena Hospital recognizes below-cost reimbursement as charity and uncompensated care in meeting its mission to the entire community. The unreimbursed value of providing care to these patients in 2015 was $35,443,048.Inpatient services in 2015 were provided to 7,340 patients. These services included:Babies delivered - 251Surgeries performed - 2,218Radiology procedures performed - 10,992Cardiac catheterization and other procedures - 869Laboratory tests performed - 118,520Rehabilitation unit visits - 14,373Outpatient services in 2015 were provided to 82,825 patients. These services included:Emergency Room visits - 8,763Surgeries performed - 3,555Radiology procedures performed - 14,949Cardiac catheterization and other procedures - 1,808Laboratory tests performed - 9,891Medical clinic visits - 77,751St. Helena Hospital 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:Early Intervention ProgramHealthy Beginnings ProgramHealthvan One, Project HopeSafe Sitter classesChildren's Activity CenterHealthy Families Program Teddy Bear FairsPediatric S.A.R.T. (Sexual Assault Response Team) ProgramLearning-For-Life CentersSensory Integration Summer CampAsthma CampPhoneFriendGirls Today, Women TomorrowPASS (Parents for Alternate Support Solutions)Partners for PreventionParish NursingHealth FairsBlood Pressure Clinics 196003489 true true false true false false false false false true true false false true true false false true false false false false false false false false true true true false true false false false false false false false false false true false false false false false false true false false false false true 301 0 true 1570 true true true false false false false false false 0 false false false false false false false false false false X 12 7 false false true false true false true true true false false true true true true true true true true false X Edward McDonald 7075712888 10 Woodland Rd St Helena CA 94574 X Caviness Larry Director 0.00 4.00 X 0 6749 0 Dickinson Charles Director 0.00 4.00 X 0 5456 0 Friestad Christine 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47419 Lendaris Antonia SH Reg CNO 50.00 0.00 X 0 246431 28038 Williams Patricia Sr VP PopHlth/BehvMed 50.00 0.00 X 0 268868 56824 Kulas Paul VP Phys Svcs/CMG 50.00 0.00 X 0 262954 53249 Mackay Cristal VP Human Dev/Perform 50.00 0.00 X 0 219517 31237 Lundin Stephen CDO 50.00 0.00 X 270308 0 42626 Mann Jeremy CMO Ambulatory Care 50.00 0.00 X 248679 0 42925 Eller Jeff NCR President 50.00 0.00 X 0 882487 150704 Kirk Richard Nurse Practitioner 60.00 0.00 X 298919 0 36549 Nonescan Cindy RN Surgery 55.00 0.00 X 210268 0 51272 Hasso Ruth RN Surgery 40.00 0.00 X 225582 0 35802 McCarthy Terry Pharmacy Mngr 40.00 0.00 X 224523 0 28623 Helaluddin Ahmad Pharmacy Director 40.00 0.00 X 216447 0 22928 Newmyer Terrance Former President NCR 0.00 0.00 X 0 482698 48816 Carmen Robert Former Dir/Chair 0.00 0.00 X 0 227056 6362 Rebok Douglas Former Asst Sec 0.00 0.00 X 0 597483 29043 1694726 10094293 1694559 185 true true false HFS Consultants 505 14th St Oakland CA 94612 Consulting 1535681 Allen Creative Group 22 West St Ste 1 Millbury MA 01527 Marketing/Design 1053348 Patient Access Medical Group PO Box 742528 Dallas TX 75374 Physician Services 1080000 Medical Solutions 1010 N 102nd St Omaha NE 68114 Staffing/Registry 556706 Soliant Health PO Box 1024640 Atlanta GA 30368 Staffing/Registry 346449 36 4479771 1148106 5627877 Patient Service Revenue 621110 204744405 204744405 Rental Income 531120 1123611 1123611 Dietary 722210 811591 811591 EMR Incentives 621110 377417 377417 Other Revenue 900099 271150 271150 207328174 111127 111127 0 0 0 585000 35868 549132 549132 549132 0 0 2454096 2015068 439028 203642 235386 Chg in interest in fnd 900099 439250 439250 Community services 221000 138153 138153 Other Revenue 900099 10290 10290 587693 214643031 207905577 203642 905935 X 61788 61788 0 0 0 604538 604538 0 66571436 59875734 6073286 622416 2533808 2533808 14168842 12095521 1952822 120499 4324159 3668486 616796 38877 0 795041 794661 380 1609697 1609697 0 0 0 23037339 20523974 2409556 103809 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13155 13155 false false Part II-B, Line 1i - Other Activities Description The hospital is a member of industry associations. A portion of the membership dues is used for lobbying purposes. 10554992 5424873 -228210 3957553 11794102 9066916 3282190 -4891 1789223 10554992 9434793 4304601 373738 5046216 9066916 7606949 4272247 -559442 1881883 3078 9434793 5742337 4197230 817479 3147811 2286 7606949 0.17000 0.83000 true false false 426637 426637 142456193 71134100 71322093 19974698 8702096 11272602 58103868 48632187 9471681 2469765 2469765 94962778 Receivables from Related Organization 12775573 Receivables from Third Party Payors 2854493 Interest in Consolidated Org 26405618 Other Receivables 898365 42934049 Payables to Related Organizations 117511587 Workers Comp Liability 3916682 Other Liabilities 618438 Payables to third party payors 2379799 124426506 Part V, Line 4: Intended uses of the endowment fund. Board-designated, temporarily, and permanently restricted endowment 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 true false false true true 1241680 1241680 0.00550 45951678 40756634 5195044 0.02300 79048 365113 47272406 41121747 6436724 0.02850 264946 264946 0.00120 5894433 4462268 1432165 0.00630 174272 169025 5247 278978 278978 0.00120 6612629 4631293 1981336 0.00870 53885035 45753040 8418060 0.03720 10772 10772 4766 4766 4000 4000 234829 234829 0.00100 6017 6017 260384 260384 0.00100 true 855338 189372 80921184 81640052 -718868 X true true 2 1 St Helena Hospital 10 Woodland Road St Helena CA 94574 X X X A 2 SHH Ctr for Behavioral Health 525 Oregon Street Vallejo CA 94590 X Acute Psychiatric Hospital A A 12 false false true X X X X X X X X 13 true true false true X See Sch H Part VI-Supplemental Info X See Sch H Part VI-Supplemental Info X true 14 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 See Sch H Part VI-Supplemental Info X See Sch H Part VI-Supplemental Info X See Sch H Part VI-Supplemental Info X X X X X true false X X X X true X false false Part V, Line 5 - Account Input from Persons Who Represent the Community To validate the data for the Live Healthy Napa County (LHNC) CHNA, and to ensure a broad representation of the community, qualitative data was collected from a variety of sources:Brainstorming - the Forces of Change Brainstorming Session, held in November 2012 as part of the LHNC Steering Committee's second meeting, set out to identify the political, cultural, environmental, and social factors that affect health and quality of life in Napa County. It was designed to create a comprehensive but focused understanding of key factors.Surveys - the LHNC Core Support Team worked with community partners across the County to conduct a survey of residents, service providers, and other stakeholders. The survey was a tool to gather data on how participants perceive health in Napa County, what the critical issues are, and how community members are currently accessing services.Workshops - residents and other stakeholders had an opportunity to participate in the community health assessment process through a series of workshops facilitated by volunteers from community organizations and agencies in the fall of 2012. Over 300 residents participated in 28 workshops in October and November 2012.Interviews - In the months of November and December 2012, a total of 16 stakeholder interviews were conducted with key leaders throughout Napa County. Part V, Line 6a - List Other Hospital Facilities that Jointly Conducted Needs Assessment Live Healthy Napa County (LHNC) is a public-private partnership bringing together representatives not just from health and healthcare organizations, but also from business, public safety, education,government and the general public to develop a shared understanding and vision of a healthier Napa County. The LHNC CHNA was a collaborative effort of:Kaiser PermanenteNapa County Health & Human Services AgencyNapa Valley Coalition of Nonprofit AgenciesSt. Joseph Health Queen of the Valley (SJHQOV) and St. Helena Hospital. Part V, Line 11 - Explanation of Needs Not Addressed and Reasons Why The following areas of need were not addressed in our hospital's Community Health Improvement Plan: Develop approaches to address disparities identified throughout our needs assessment. Increase access to fresh, healthy foods, especially in schools.St. Helena Hospital Napa Valley set community benefit goals to address areas of need that could best benefit from our capabilities and resources. We are working with the LHNC collaborative to develop a countywide Community Health Improvement Plan that will address all identified priority areas of need. This plan will be completed in early 2014. 5 St Helena Physical Therapy 1030 Main Street Ste 100 St Helena CA 94574 Outpatient Clinic St Helena Coon Joint Replacement Institute 6 Woodland Rd Ste 202 St Helena CA 94574 Outpatient 1206(d) Clinic St Helena Regional Therapy Services 18990 Coyote Valley Rd Stes 9 10 Hidden Valley Lake CA 95467 Outpatient Clinic St Helena Medical Specialties OBGYN 935 Trancas St Ste 4B Napa CA 94558 Outpatient Clinic St Helena Cardiac Rehabilitation 999 Adams Street St Helena CA 94574 Outpatient 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 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 Californias regulations and policies and the approval of the federal government. Part III, Line 2 - Methodology Used To Estimate Bad Debt Expense Uncollected patient accounts are analyzed using written patient financial services policies that apply standard procedures for all patient accounts. The result of the analysis is what is recognized as bad debt expense. For example, all self-pay patients receive a discount. If the discounted account is unpaid after collection efforts, the unpaid balance is classified as bad debt. The cost-to-charge ratio 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 $76,320,344Prior Year Settlements 2,311,930Cost Report Reimbursable Bad Debts 524,920Estimates and Accrual Variances 682,145Other 1,081,845Subtotal - Amount reported in Pt. III, line 5 $80,921,184Amounts included in Part 1, lines g and f -Total Medicare Revenue $80,921,184*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 We have utilized the data from outside research firms to asses any changes in the market and community perception. This is collected through multiple channels such as phone surveys, paper surveys, and focus groups. We also attend many symposiums of such research companies that reveal key findings within those channels. These surveys are done to help us assess the impact of our community benefit activities and healthcare access barriers for the residents in the communities we serve. The unmet community needs is also revealed in the survey findings allowing us to alter our initiatives to include ways to meet those needs.In 2012, LHNC embarked on a collaborative process to conduct a comprehensive Community Health Assessment that aims to establish the foundation for sustainable improvements in health in Napa County. As part of the comprehensive assessment LHNC conducted three community assessmentsThe CHNA includes both the activity and product of identifying and prioritizing a community's health needs, accomplished through the collection and analysis of data, including input from community stakeholders that is used to inform the 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.In addition to needs assessment, we have utilized the data from outside research firms to asses any changes in the market and community perception. This is collected through multiple channels such as phone surveys, paper surveys, and focus groups. We also attend many symposiums of such research companies that reveal key findings within those channels. These surveys are done to help us assess the impact of our community benefit activities and healthcare access barriers for the residents in the communities we serve. The unmet community needs is also revealed in the survey findings allowing us to alter our initiatives to include ways to meet those needs. In 2014, we saw the following environmental changes that impacted our community health outreach efforts:2014 South Napa Earthquake. On August 24, 2014 at 3:20 am, a 6.0 magnitude earthquake struck on the Napa Ridge Fault south of the City of Napa near American Canyon. One person was killed and over 200 people were injured. Over 600 buildings were red or yellow tagged causing massive displacement of families, businesses, and services. Thankfully, SHNV and its clinics did not sustain major structural damage. While the Queen of the Valley Hospitals Emergency Room received the majority of those injured due to its proximity to the epicenter, SHNV quickly responded to the crisis through support of affected employees, monetary support of relief agencies, a series of donation drives, and disaster preparedness outreach and education. This signified a major shift in our community benefit programming in 2014.Implementation of the Affordable Care Acts Health Benefit Exchange Board. As of March 1, 2014, 5,496 people in Napa County and 9,879 in Solano County were enrolled in health care benefits purchased through Covered California, the States official Health Benefit Exchange Board. Covered California improved access to healthcare services to Napa and Solanos uninsured and underinsured populations, and brought relief to many families who struggle to afford health insurance. However, SHNVs experience with the first Covered California open enrollment period was that it was plagued with significant confusion over whom was eligible, how to enroll, and what physicians and services were covered under which plan. In response to the challenges faced in the 2013-2014 enrollment, SHNV became a Certified Enrollment Entity with Covered California. We now have seven trained Enrollment Counselors trained and available to provide one-on-one enrollment assistance for both Covered California and Medi-Cal benefits. Access will be a major area of focus in 2015 for our Community Benefit programming.Implementation and Evaluation of the Live Healthy Napa County 2014-2017 Community Health Plan. Live Healthy Napa County (LHNC) is a coalition of over 50 non-profits with common missions of improving health and wellbeing in Napa County. After LHNC completed our Community Health Needs Assessment in 2013, we developed a Community Health Plan, ratified the plan in early 2014. We spent the remainder of the year implementing the plan. In order to ensure our collective activities are adequately addressing the needs identified in the Community Health Plan, we engaged an external evaluator who will report findings in early 2015. The implementation of the LHNC Community Health Plan brought forth several new opportunities to support our community that were not in our original Community Benefit Plan. Copies of the hospital's 2013 CHNA study and the 2015 Community Health Plan Update are posted on the hospital's website, https://www.adventisthealth.org/napa-valley/pages/about-us/community.aspx, as well as on the Adventist Health Corporate website, https://www.adventisthealth.org/Pages/About-Us/Community-Health-Needs-Assessments.aspx2015 CHP Significant Needs Addressed (continued):Priority Area 6: Substance UseIdentified Need: Use or abuse of tobacco, alcohol, prescription drugs, and illegal drugs can have profound health consequences. In Napa County, 21.3% of residents report heavy alcohol consumption. Youth were noted that 11.8% of 11th grade students reported using cigarettes, 22.8% reported binge drinking, and 24.9% reported using marijuana. Goal: Increase awareness regarding addiction services available. Interventions:1. We supported the Catalyst Coalition, a Napa County collaborative between mental health care providers, law enforcement, public health, and social service agencies aimed at breaking the cycle of addiction to drugs and alcohol. We helped plan and participated in several Catalyst Coalition initiatives. 2. We provided peer support groups, such as Alcoholics Anonymous and our Recovery center alumni group, for people who had previously participated in addiction therapy and need support for ongoing sobriety. 3. We provided education regarding addiction services to patients admitted to SHNV for substance abuse-related conditions.Priority Area 7: CancersIdentified Need: Cancer is broad term which encompasses over 100 specific diseases. Compared to California state averages, Napa County has higher incidence of breast, prostate, colon, rectum, and lung cancer, as well as higher all-cancer mortality rate. Goal: Promote health and reduce chronic disease risk through the consumption of healthful diets and active living to prevent the leading causes of death including cancer, heart disease, and cerebrovascular disease.Interventions:1. We provided educational materials regarding risk factors for cancer, heart disease, and cerebrovascular disease, used CDC-endorsed My Plate curricula, Champions of Change cookbooks and brochures at health fairs, health seminars, classes, support groups, and health screenings. In total 5,000 people in our target communities received education on how to prevent leading causes of death. Update on Indicators for 2015: St. Helena is on track with meeting our short and long-term objectives. We expect to meet our objectives toward numbers served. We plan to work with Live Healthy Napa County, UpValley Family Center, and other organizations in the county to asses our progress toward our collective impact indicators through the program as well as our 2017-2020 Community Needs Assessment.Priority Areas Not Addressed: All priorities were addressed as planned in 2015. Part VI - Patient Education of Eligibility for Assistance Patients at St. Helena Napa Valley and St. Helena Hospital Center for Behavioral Health who are uninsured or underinsured are provided with information about government healthcare programs at the time of registration. In addition to that, patients are also orally informed of their right to request assistance. There also signs throughout the hospital, in multiple languages informing patients of their rights as a patient in our facility. To explain the billing and collection procedures, patients are given a brochure at the time of registration. Every billing statement sent out to our patients also includes instructions on how to request financial assistance. The hospital charity assistance policy is posted on the hospital website to be easily accessible to patients as well. Patient financial advisors are also readily available to speak with patients should they have any further questions. 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/napa-valley/pages/patients-and-visitors/pay-bill.aspx Part VI - Community Information Our hospital facilities primarily serve the people of Napa, Lake, and Solano counties in California. The demographics of the communities we serve are a wide scope, all across the board, including urban, suburban, and rural and patients of all income levels. Not only do we serve individuals locally, we also have become a destination hospital through our specialized medicine programs. 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 share God's love by providing physical, mental and spiritual healing. 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 part of the the Adventist Health System. of Adventist Health, a faith-based, not-for-profit, integrated health care delivery system headquartered in Roseville, California. We provide compassionate care in communities throughout California, Hawaii, Oregon and Washington.Adventist Health entities include:19 hospitals with more than 2,700 bedsMore than 235 clinics and outpatient centers14 home care agencies and 7 hospice agenciesFour joint-venture retirement centers Workforce of 28,600 includes more than 20,500 employees; 4,500 medical staff physicians; and 3,600 volunteers Part VI - States Where Community Benefit Report Filed CA true CA Hlth Fnd & Trust 1215 K St Ste 800 Sacramento CA 95814 941498697 501(c)(3) 61788 0 Hlth srvs uninsured/underinsured pt 1 0 Grantmaker's Description of How Grants are Used Grants are made to student interns working alongside licensed psychiatric clinicians at our mental health facility. The grant funds are given to help defray general living costs while the students are actively working in the facility and are only given during the the period of their internship. X X X X true true false false false false false false false false Newmyer Terrance Former President NCR 461648 21050 18046 30770 531514 Carmen Robert Former Dir/Chair 219735 7321 6362 233418 Rebok Douglas Former Asst Sec 206161 198734 192588 16180 12863 626526 150311 Kirk Richard Nurse Practitioner 286443 12476 11960 24589 335468 Nonescan Cindy RN Surgery 210268 11057 40215 261540 Hasso Ruth RN Surgery 225582 10536 25266 261384 McCarthy Terry Pharmacy Mngr 224489 34 12069 16554 253146 Helaluddin Ahmad Pharmacy Director 210499 5948 10542 12386 239375 Reiner Scott Dir/Chair 962984 298366 264690 227469 34190 1787699 182145 Wing Bill Dir/VCh/AsstSec 814628 250491 180369 192782 35618 1473888 130871 Jobe Meredith Secretary 355393 98178 84270 74975 18602 631418 53771 Wagner Jack Asst Secretary 775339 146404 134782 16384 25040 1097949 Wehtje Rodney Asst Treasurer 380562 109398 101323 34588 24128 649999 69093 Herber Steven President/CEO 346984 46029 77084 62095 34174 566366 40496 Parker Brandon Treas/Asst Sec 225484 43168 25377 10880 34101 339010 McDonald Edward Asst Secretary 308258 66726 59938 79023 30370 544315 42189 Lonto Robert NCR VP HR 195484 20990 24078 13640 34083 288275 Cowan Joshua NCR VP Marketing/Corp Dev 207244 44749 17197 13088 34331 316609 Lendaris Antonia SH Reg CNO 207088 22413 16930 14147 13891 274469 Williams Patricia Sr VP PopHlth/BehvMed 205484 23759 39625 22735 34089 325692 26782 Kulas Paul VP Phys Svcs/CMG 224150 12982 25822 15308 37941 316203 Mackay Cristal VP Human Dev/Perform 141121 45172 33224 13065 18172 250754 Lundin Stephen CDO 232766 37542 15860 26766 312934 Mann Jeremy CMO Ambulatory Care 248679 15160 27765 291604 Eller Jeff NCR President 557068 166235 159184 120354 30350 1033191 71670 Timothy Herber Officer Child 20337 Employment false Maria Lendaris Officer Child 26510 Employment false Tammy McDonald Officer Wife 1596 Cookie sales false Form 990, Part VI, Line 4: Description of Significant Changes to Organizational Documents New Bylaws adopted 11/02/2015. 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 hospital'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 after their review but 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 Increases Change in interest - Foundation = $2951000 Other Changes In Net Assets Or Fund Balances - Other Decreases Transfer to related organization = -$1378365 Other Changes In Net Assets Or Fund Balances - Other Decreases Change in value of split interest agreements = -$228210 Adventist Health SystemWest 2100 Douglas Blvd Roseville CA 95661 953484589 Support and manage system-wide activities CA 501(c)(3) 1 NA false St Helena Hospital Foundation 10 Woodland Rd St Helena CA 94574 201384250 Fundraising and Investment Management CA 501(c)(3) 11a, I NA false Castle Medical Center 640 Ulukahiki St Kailua HI 96734 990107330 Hospital HI 501(c)(3) 1 Adventist Health SystemWest false Central Valley General Hospital 1025 N Douty St Hanford CA 93230 770324630 Hospital CA 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 NW Medical Foundation of Tillamook 1000 Third St Tillamook OR 97141 930622075 Hospital OR 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 Adventist Health Clearlake Hospital Inc Ave 18 at Hwy 53 Clearlake CA 95422 680395149 Hospital CA 501(c)(3) 3 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 Cesare 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 South Coast Medical Center 2100 Douglas Blvd Roseville CA 95661 952037291 Wind down after sale of hospital CA N/A C Corp false Adventist Health Plan Inc 2100 Douglas Blvd Roseville CA 95661 463833261 Insurance CA NA C Corp false false false false true true false false false true true true true true true true true true false false