2016-11-16T15:04:16-08:00 2015-12-31 990 2015-01-01 990107330 Castle Medical Center CAST 8082635500 640 Ulukahiki St Kailua HI 96734 Jeffrey Nye Treas/Asst Sec 2016-11-16 2015 2017-02-10 21:41:12Z Raethel Kathryn 640 Ulukahiki St Kailua HI 96734 165810612 false false 1071 X www.adventisthealth.org/castle X 1960 HI 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 1214 148 1866862 409728 984383 1697127 150336336 158644705 2010112 1834539 1159867 1461695 154490698 163638066 0 0 71326666 75216279 0 0 69556195 72608319 140882861 147824598 13607837 15813468 189088977 207543480 20700384 24025404 168388593 183518076 Caring for our community, sharing God's love. false false 132296699 157242798 Castle 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 Castle Medical Center, 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 community and our patients in a new definition of a 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 Castle 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. Castle Medical Center 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 $14,767,493. Inpatient services in 2015 were provided to 7,476 patients. These services included:Babies delivered - 1,120Surgeries performed - 2,022Radiology procedures performedCardiac catherizations and other proceduresLaboratory tests performedOutpatient services in 2015 were provided to 62,438 patients. These services included:Emergency room visits - 34,486Outpatient surgeries performed - 1,403Radiology procedures performedCardiac catherizations and other proceduresLaboratory tests performedMedical clinicsCastle 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:National Food Day, Thanksgiving Project for the Needy, Giving Tree (Christmas giving for the needy). HIS Christmas Breakfast (feeding the homeless)Beach Clean-upBoys & Girls Club-cooking demos/donate booksWellness classes offered to the community 132296699 true true false true false false false false false true true false false false true false false true 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 true true false false false false true 98 0 true 1214 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 true true X Jeff Nye 8082635142 640 Ulukahiki St Kailua HI 96734 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 Director 0.00 4.00 X 0 1752 0 Gabriel Melody Director 0.00 4.00 X 0 2333 0 Graham Ricardo Director 0.00 4.00 X 0 4132 0 Heinrich Kerry Director 0.00 4.00 X 0 528 0 Innocent Larry Director 0.00 4.00 X 0 2045 0 Jones Helmuth Director 0.00 4.00 X 0 84278 0 Reimche Allan Director 0.00 4.00 X 0 2734 0 Rippey Wesley Director 0.00 4.00 X 0 126608 0 Salazar Velino Director 0.00 4.00 X 0 1416 0 Torkelsen Max Director 0.00 4.00 X 0 2801 0 Reiner Scott Dir/Chair 0.00 50.00 X X 0 1526040 261659 Wing Bill Dir/VCh/AsstSec 0.00 50.00 X X 0 1245488 228400 Jobe Meredith Secretary 0.00 50.00 X 0 537841 93577 Wagner Jack Asst Secretary 0.00 50.00 X 0 1056525 41424 Wehtje Rodney Asst Treasurer 0.00 50.00 X 0 591283 58716 Raethel Kathryn President/CEO 50.00 0.00 X 0 558132 108475 Nye Jeffrey Treas/Asst Sec 50.00 0.00 X 0 224677 44591 Clegg Travis VP Operations 50.00 0.00 X 0 247472 51290 Westphal Laura VP Pat Care Svcs/CNO 50.00 0.00 X 0 271282 28440 Newmyer Joyce President Pacific Northwest Reg 0.00 50.00 X 0 641431 145086 Dang Lindsey PA 40.00 0.00 X 177972 0 32036 Siemann Renely RN 40.00 0.00 X 166334 0 23545 Anich Prudence Nuclear Med Tech 40.00 0.00 X 154286 0 30884 Penniall Barbara Dir Emerg Serv 40.00 0.00 X 158192 0 15943 Wortman Christian MRI-Supv,Adv Modal 40.00 0.00 X 154634 0 23068 Carmen Robert Former Dir/Chair 0.00 0.00 X 0 227056 6362 Rebok Douglas Former Asst Secretary 0.00 0.00 X 0 597483 29043 811418 7965542 1222539 161 true true false GAAS Inc 1212 Nuuanu Ave Ste 3602 Honolulu HI 96817 EMT Services 1097762 Inpatient Medicine Services PO Box 22562 Honolulu HI 96823 Physician Services 1359187 Scott Edwards Architecture 2525 E Burnside St Portland OR 97214 Architect Services 894851 Hawaii Intensive Care LLC PO Box 22562 Honolulu HI 96823 Intensivist Services 462000 Fresenius Medical Care PO Box 749959 Los Angeles CA 90074 Dialysis Services 570732 17 1697127 1697127 Patient Svcs 621110 152620318 152620318 Rental Income 531190 3151036 3151036 Dietary 722210 986208 986208 Other Revenue 900099 742971 661379 81592 Child Care 624410 614075 161895 452180 530097 530097 158644705 1669247 1669247 0 0 0 165292 165292 165292 165292 0 0 3063973 2172546 891427 880895 10532 Managed Care 561000 452195 452195 Energy Rebates 900099 118073 118073 570268 163638066 157242798 1866862 2831279 0 0 0 0 0 0 59198172 54858936 4339236 2096850 2096850 9496775 8379477 1117298 4424482 4122557 301925 0 239233 239233 579250 579250 0 0 0 7572460 6210049 1362411 665274 665274 2204254 1690430 513824 6590675 6486664 104011 0 4354482 4354482 183483 38956 144527 0 56251 40906 15345 148806 148806 0 6678261 6630086 48175 387197 387197 Pt Care Supplies 23157007 23157007 Purchased Services 15169274 9411865 5757409 Hospital sustainability fee 3048557 3048557 Other 882961 595057 287904 690894 638817 52077 147824598 132296699 15527899 0 616707 1864474 68375864 68737945 272696 203935 17729745 32167959 0 0 37786 0 2191325 2268850 1371587 1332543 178625995 92735703 80822403 85890292 12779266 11028919 0 1280186 1531302 0 3611412 2517261 189088977 207543480 11926935 15400986 320384 185971 -42550 27750 8495615 8410697 20700384 24025404 X 163886830 177810814 3856122 5061621 645641 645641 168388593 183518076 189088977 207543480 X 15813468 -683985 X false true X true true false X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED false false false false false false false false false false true 8556 8556 false false Part II-B, Line 1i - Other Activities Description The organization belongs to industry and professional associations for which a portion of the membership dues is used for lobbying activities. 4501763 1691177 -148137 337541 5707262 4350738 974793 1265906 2089674 4501763 5174028 1464253 26351 2313894 4350738 5421739 290840 335942 874493 5174028 4976637 1293312 -5244 842966 5421739 0.11310 0.88690 false false false 8590750 8590750 516573 113498503 66515024 47500052 31510894 22746319 8764575 24509275 3474360 21034915 85890292 Castle ASC 1531302 C Annuities Payable 2846563 Deferred Workers Comp 1429836 Payables to third-party payors 677404 Other Liabilities 3456894 8410697 Part V, Line 4: Intended uses of the endowment fund. Board-designated, temporary 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 false false false true true 6199256 6199256 0.04190 28151525 22890116 5261409 0.03560 34350781 22890116 11460665 0.07750 501329 138302 363027 0.00250 425687 425687 0.00290 103562 103562 0.00070 1030578 138302 892276 0.00610 35381359 23028418 12352941 0.08360 37863 37863 0.00030 1623 1623 16621 16621 0.00010 56107 56107 0.00040 true 2481554 519141 43775004 30058275 13716729 X true true Castle Ambulatory Surgery Outpatient surgery center 0.58688 0.31313 1 1 Castle Medical Center 640 Ulukahiki St Kailua HI 96734 X X X Castle Medical Center 1 false false true X X X X X X X X X 13 true false 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 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 An extensive array of secondary and primary data was collected and synthesized for this report.Core Indicators: Secondary data was analyzed using Hawaii Health Matters (www.HawaiiHealthMatters.org), a publicly available data platform with a dashboard of over 100 indicators from over 20 sources; much of the data comes from the Hawaii Department of Health (DOH), allowing for Hawaii--specific race, age, and gender details. This extensive core data was analyzed using a highly systematic and quantitative approach that incorporated multiple benchmarks and comparisons to understand the question: How is Honolulu County performing?Hospitalization Indicators: Eighteen indicators on key preventable causes of hospitalization, analyzed at the sub--county/hospital service area level, supplemented the core indicators. This data was provided by Hawaii Health Information Corporation (HHIC) and enabled valuable insights into utilization patterns, geographic disparities in hospitalization rates, and enhanced the core indicator data for important topic areas.Supplemental Information: Recently published reports on Honolulu Countys health and access to care were reviewed for additional key information on important topics such as health disparities, primary care needs, and mental health.Key Informant Interviews: Storyline Consulting, a local partner of the project, interviewed 17 key informants who had knowledge of the health needs in Honolulu County. The selection of the key informants was guided by preliminary core indicator data findings and followed a structured nomination and selection process by the HAH Advisory Committee. These 17 Honolulu--specific interviews were supplemented by relevant information provided by additional key informants who were interviewed for the State of Hawaii. The input by local key informants was invaluable and greatly enhanced the understanding of health needs and offered insight into health resources and health improvement approaches.Community Survey: A small sample of community residents, via an online survey, supplemented the key informant interviews. Highlights of these surveys, or Voices from the Community, are incorporated throughout the report. 1 Castle Ambulatory Surgery Cent 642 Ulukahiki St Kailua HI 96734 Outpatient Surgery Center 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 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 combined audited 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 $29,659,033Prior Year Settlements 380,239Cost Report Reimbursable Bad Debts 157,821Estimates and Accrual Variances (283,882)Other 13,861,793Subtotal - Amount reported in Pt. III, line 5 $43,775,004Amounts included in Part 1, lines g and f -Total Medicare Revenue $43,775,004*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 bureau 2. They may not file a lawsuit to recover the outstanding liability 3. They may not charge interest Part VI - Needs Assessment The Community Health Needs Assessment (CHNA) includes primary and secondary data and was analyzed using a systematic and quantitative approach. The data is compared across health and demographic indicators to look for patterns in vulnerable populations and areas of greatest need. Qualitative data is also gathered through key informant interviews and analyzed using both quantitative and qualitative methods. The key themes were grouped and prioritized by a diverse membership including community members, leaders and hospital staff. The primary data sources include hospital discharge and emergency data for the state of Hawaii from HHIC, data from the Hawaii Department of Health, key informant interviews and community surveys. The data is analyzed in total and then analyzed for racial and geographic subgroups. Copies of the hospital's 2013 CHNA study and the 2015 Community Health Implementation Plan Update are posted on the hospital's website, https://www.adventisthealth.org/castle/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 CMC provides information about its charity policy to its patients and invites them to apply. Medicaid programs and Medicare eligibility are promoted through a variety of channels. Registration personnel provide the information to uninsured patients routinely. Hospital case managers and social workers work with our inpatient and emergency patients to make them aware of their resources both at CMC and within the community. Patient financial services also provide information to patients during the billing and follow up process. CMC will communicate to the public through the website, application form and plain language, the FAP, application form and plain language summary (PLS) will be available free of charge in registration areas. Notices about financial assistance are posted in high traffic registration areas. 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/castle/pages/about-us/community-benefits/financial-assistance.aspx Part VI - Community Information The population of Windward Oahu is 131,886, and comprises households with very diverse income levels. While there is low anticipated growth in the primary service area, the median age of the population is predicted to rise (current median age is 37.2). There are two large centers of Native Hawaiian populations with unique social and health needs. Health issues for this population include higher incidence rates for digestive and lung/liver cancers, higher prevalence of obesity, diabetes and heart disease. Kailua (50,746) and Kaneohe (54,247) are the primary population centers, with smaller centers spread throughout the Primary Service Area. The more distant areas of Waimanalo and Koolauloa (northern Windward Oahu) include a higher percentage of Native Hawaiians.The areas of Kailua, Kaneohe, and Kaaawa have a high median income, whereas Waimanalo and most of Koolauloa have a significantly lower median income. Part VI - Community Building Activities Health education, diet and lifestyle are keys to community health. CMC works to improve access to and understanding of all three. Our community wellness center offers a variety of free seminars and paid classes in cooking, nutrition, exercise, diabetes and more. Our Bistro offers a healthy vegetarian diet and is rated highly on Yelp and a place to go for lunch. CMC sponsors healthy living for its employees and the community with activities, community fairs and community outreach. In addition, CMC provided $15.8 Million for community development through free and low cost care, community events and donations. Part VI - Explanation Of How Organization Furthers Its Exempt Purpose CASTLE MEDICAL CENTERS mission is Caring for our community, sharing Gods love. We have been serving our communities health care needs since 1963. 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 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 population2) Factors that cause the present outcomes distribution3) 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.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 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 communites served by all member hospitals. X X X X true true false false false false false false false false Carmen Robert Former Dir/Chair 219735 7321 6362 233418 Rebok Douglas Former Asst Secretary 206161 198734 192588 16180 12863 626526 150311 Dang Lindsey PA 170677 100 7195 9800 22236 210008 Siemann Renely RN 165889 350 95 8397 15148 189879 Anich Prudence Nuclear Med Tech 152506 350 1430 8648 22236 185170 Penniall Barbara Dir Emerg Serv 137165 11412 9615 7627 8316 174135 Wortman Christian MRI-Supv,Adv Modal 153175 701 758 8290 14778 177702 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 Raethel Kathryn President/CEO 363760 106773 87599 77018 31457 666607 56147 Nye Jeffrey Treas/Asst Sec 184503 13549 26625 8707 35884 269268 Clegg Travis VP Operations 189254 41172 17046 15404 35886 298762 Westphal Laura VP Pat Care Svcs/CNO 211870 43800 15612 16180 12260 299722 Newmyer Joyce President Pacific Northwest Reg 532068 92363 17000 113654 31432 786517 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 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 annual summary financial reports with the state health-planning agency. Other Changes In Net Assets Or Fund Balances - Other Decreases Transfers to related organizations = -$281553 Other Changes In Net Assets Or Fund Balances - Other Decreases Net unrealized losses = -$254295 Other Changes In Net Assets Or Fund Balances - Other Decreases Investment loss = -$148137 Part VI, Line 7a The hospital bylaws define its board of directors to be the same individuals who are members of the Adventist Health System/West board of directors. Adventist Health System/West, a California not-for-profit religious corporation, is the sole corporate member of the hospital Crestview Property LLC 640 Ulukahiki St Kailua HI 96734 050574476 Real propety holding HI N/A ADVENTIST HEALTH SYSTEMWEST 2100 Douglas Blvd Roseville CA 95661 953484589 SUPPORT/MANAGE SYSTEM-WIDE ACTIVITIES CA 501(c)(3) 1 NA false ADVENTIST HEALTH CLEARLAKE HOSPITAL INC 15630 18th Ave Clearlake CA 95422 680395149 HOSPITAL CA 501(c)(3) 3 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 115 Mall Dr Hanford CA 93230 940535360 HOSPITAL CA 501(c)(3) 1 Adventist Health SystemWest false NORTHWEST MEDICAL FND 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 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 SERV 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 95661 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 Castle Ambulatory Surgery Center 640 Ulukahiki St Kailua HI 96734 261390010 OP Surg Cnt HI NA false false 0.58721 South Coast Medical Center 2100 Douglas Blvd Roseville CA 95661 952037297 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 false false false false false false false false false false false false false false false false