2024-11-05T14:19:32-06:00 2023-12-31 910189318 Moss Adams LLP 3121 W March Ln Ste 200 Stockton CA 952192367 990 2023-01-01 770258013 Adventist Health Delano ADVE 9164060000 1401 Garces Hwy Delano CA 93215 Shane Cox Treasurer 9164060000 2024-11-01 1 1 Tracy S Paglia P00366884 2099556100 2024-11-01 2023 2024-10-15 13:58:12Z Jason Wells 1401 Garces Hwy Delano CA 93215 109135587 0 X www.adventisthealth.org/delano X 1990 CA Living God's love by inspiring health, wholeness, and hope. 13 11 631 19 3837635 0 499353 5592068 83985930 100856464 7180448 2687055 0 0 91665731 109135587 450779 869881 0 0 48135017 44807068 0 0 21188 67220763 58770974 115806559 104447923 -24140828 4687664 163236471 197804831 34202798 57802557 129033673 140002274 X Living God's love by inspiring health, wholeness, and hope. 0 0 87116637 869881 100856464 See Schedule O 87116637 1 1 0 1 0 0 0 0 0 1 1 0 0 1 1 1 0 1 0 0 0 0 0 0 0 0 1 1 1 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 1 0 0 631 1 1 1 0 0 0 0 0 0 0 0 0 0 0 X 13 11 0 0 1 0 0 1 1 1 1 0 0 1 1 1 1 1 1 1 1 0 CA X John Beaman 9164060000 1 Adventist Health Way Roseville CA 95661 X Heinrich Kerry Dir/Chair/CEO 0.00 50.50 X X 0 3302428 57395 Hofheins Todd Dir/Vice Chair/COO 0.00 50.50 X X 0 2272592 76141 Beaman John CFO/Assistant Secretary 0.00 50.50 X 0 1680553 73355 Stevens Eric - Former Care Division Operations Exec thru 02/22 0.00 50.50 X 0 1526293 59552 Jahn Andrew - Former Care Division President thru 02/22 0.00 50.00 X 0 1465906 103785 Nahapetian Arby - Former Care Division Medical Officer thru 02/22 0.00 50.00 X 0 1482294 69613 Wells Jason - Pres AHDL Pres, Central CA Network as of 01/23 10.00 40.00 X 0 1470582 37177 Wing Bill - Former Dir/Asst Secr/Vice Chair thru 01/22 0.00 0.00 X 0 1438460 40073 Jobe Meredith Secretary 0.00 50.50 X 0 959488 59410 Wolcott Daniel - Pres AHDL Pres, Kern County Network thru 01/23 16.70 33.30 X 0 952733 65709 Cantrell Misty - Former Chief Nursing Officer thru 05/21 0.00 50.00 X 0 661754 74551 Cox Shane Treasurer/Asst Secr 16.70 33.30 X 0 637644 59870 Spenst Brett - Former Care Division Finance Officer thru 02/22 0.00 50.00 X 0 520625 45847 Van Housen Heather Patient Care Executive 40.00 0.00 X 0 478454 71665 Longo James Compliance Officer/IS Director 40.00 0.00 X 0 441263 94661 Butler David Former President thru 05/22 0.00 0.00 X 0 445613 40438 Monrian Terrence Supervisor, Pharmacy 40.00 0.00 X 336165 0 46625 Hutcheson Walter - Former Treas /Asst Secr/Fin Officer thru 10/21 0.00 50.00 X 0 318312 47609 Fernandez Reena RN, House Supervisor 40.00 0.00 X 238399 0 73077 Orozco-Robles Maritza Nurse Practitioner 40.00 0.00 X 227708 0 33547 Gisborn Michelle Director, RN 40.00 0.00 X 221252 0 29402 Lee Mee Young Pharmacist 40.00 0.00 X 220710 0 22464 Freedman John Director 0.00 4.00 X 0 26770 0 Cherry Robert Director 0.00 4.00 X 0 26611 0 Davis Andrew Director 0.00 4.00 X 0 26611 0 Innocent Larry Director 0.00 4.00 X 0 26611 0 Newton Bradford Director 0.00 4.00 X 0 26611 0 Reiner Richard Director 0.00 4.00 X 0 26611 0 Salazar Velino Director 0.00 4.00 X 0 26611 0 Banks David Director 0.00 4.00 X 0 26181 0 Woodson Marc Director 0.00 4.00 X 0 21611 0 Wagner Jack Director 0.00 4.00 X 0 16180 0 Fehr Joy Director 0.00 4.00 X 0 430 0 Ocampo Lucy Director thru 08/23 0.00 4.00 X 0 0 0 1244234 20305832 1281966 113 1 1 0 Comfort Anesthesia Associates Inc 11704 Nantwick Ct Bakersfield CA 93311 Certified RN anesthetist services 1960963 Westways Staffing Services Inc 500 City Parkway W Suite 130 Orange CA 92868 Contract labor 1550155 Sound Physicians Emergency Medicine of S PO Box 742936 Los Angeles CA 90074 Emergency room physician services 1450764 Emergency Medical Services Authority 11120 International Dr 2nd Fl Rancho Cordova CA 95670 Contract labor 1280582 RMG Medical Imaging Consultants 25360 Magic Mountain Pkwy Ste 270 Valencia CA 91355 Physician fees 1182487 26 5439669 152399 5592068 Patient service revenue 621110 96208907 96208907 Pharmacy revenue 456110 3866285 28650 3837635 Dietary revenue 621400 316228 316228 Related rental revenue 531120 277859 277859 Incentive/quality care 531120 120880 120880 66305 66305 100856464 2686808 2686808 247 0 247 247 247 109135587 97018829 3837635 2687055 X 869881 869881 35184627 32156373 3012030 16224 1369047 1237130 131821 96 5668101 4993929 669305 4867 2585293 2395412 189880 1 8463864 8463864 672097 672097 38466 38466 17678 17678 19702139 18425077 1277062 31253 31253 480217 362836 117381 3868236 1711695 2156541 2347423 2347233 190 64352 49984 14368 2444 2444 1395243 1395243 3440878 3382663 58215 930736 930736 Medical/non-medical sup 11481684 11481684 Quality assurance fees 4849710 4849710 Rental/leases costs equ 315347 287440 27907 Provision for bad debt 255099 255099 414108 219489 194619 104447923 87116637 17310098 21188 87850830 106546163 60583 23293 7916716 14110869 1633493 1124316 154213 144399 69385667 25820416 44244531 43565251 21376105 32290540 163236471 197804831 8310063 10108245 0 11351 25892735 47682961 34202798 57802557 X 128934344 139947454 99329 54820 129033673 140002274 163236471 197804831 4687664 6452937 -172000 0 X 0 1 X 1 1 1 X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED 0 0 0 0 0 0 0 0 1 17678 17678 0 Part II-B, Line 1: The Hospital belongs to industry and professional associations for which a portion of the membership dues is used for lobbying activities. Expenditures to NL Short Public Affairs were paid for the purpose of working with legislators and government officials relating to legislation affecting hospitals and healthcare. 103192 166287 210796 58683 437140 -2503 331445 103192 0.06583 0.00000 0.93417 0 0 9120000 9120000 37920592 11174994 26745598 21494324 14221925 7272399 850751 423497 427254 43565251 Receivables from third-party payors 29211797 Other receivables 1655229 Receivables from related organizations 1159028 Right-of-use asset 257756 Other assets 6730 32290540 Payables to related organizations 47482446 Other liabilities 200515 47682961 X Part V, Line 4: Board-designated, temporary and permanently restricted endowment funds are for specified operating and capital projects. The funds are released as project costs are expended. Part X, Line 2: The principal operations of the System are exempt from taxation pursuant to Internal Revenue Code Section 501(c)(3) and related state provisions. The System recognizes tax benefits from any uncertain tax positions only if it is more-likely-than-not the tax position will be sustained, based solely on its technical merits, with the taxing authority having full knowledge of all relevant information. The System records a liability for unrecognized tax benefits from uncertain tax positions as discrete tax adjustments in the first interim period the more-likely-than-not threshold is not met. The System recognizes deferred tax assets and liabilities for temporary differences between the financial reporting basis and the tax basis of its assets and liabilities, along with net operating loss and tax credit carryovers only for tax positions that meet the more-likely-than-not recognition criteria. At December 31, 2023 and 2022, no such assets or liabilities were recorded. The System currently files Form 990 (Informational Return of Organizations Exempt From Income Taxes) and Form 990-T (Exempt Organization Business Income Tax Return) in the U.S. federal jurisdiction and the state of California. The System is not subject to income tax examinations prior to 2020 in major tax jurisdictions. 1 1 X 1 X 1 X 1 1 1 0 1 1 122031 122031 0.00120 59297741 63504947 0 0.00000 59419772 63504947 122031 0.00120 457922 457922 0.00440 771415 771415 0.00740 11554121 1424770 10129351 0.09720 28000 28000 0.00030 12811458 1424770 11386688 0.10930 72231230 64929717 11508719 0.11050 992 992 0.00000 992 992 0.00000 1 931977 233405 8066605 9056181 -989576 X 1 1 1 1 Adventist Health Delano 1401 Garces Hwy Delano CA 93215 https://www.adventisthealth.org/delano 120000180 X X X Adventist Health Delano 1 0 0 1 X X X X X X X X X 22 1 0 1 1 X See Sch H Part VI - Needs Assesment X See Sch H Part VI - Needs Assesment X 1 22 1 See Sch H Part VI - Needs Assesment 0 1 X 200.000000000000 400.000000000000 X X X X X 1 1 X X X X 1 X Sch H Part VI-Patient Educ X Sch H Part VI-Patient Educ X Sch H Part VI-Patient Educ X X X X X X 1 X 0 X X X X 1 X 0 0 Adventist Health Delano Part V, Section B, Line 5: The 2022 CHNA Steering Committee identified vulnerable populations and worked with local organizations to coordinate focus groups and key informant interviews to ensure that minority populations - the voices of those with chronic disease, low incomes, and the underserved - were heard.Agricultural workers, civic government, community-based healthcare workers focusing on behavioral health, children, domestic abuse, early education, education, families, formerly incarcerated, higher education, law enforcement, low-income, medically underserved, men, minority populations, older adults, providers, public health, students, unhoused and women populations were represented in twelve focus groups where 78 people participated and 16 individual key informant interviews were held.The 2022 Community Health Needs Assessment was developed using four separate sources of primary and secondary data. This mixed methods approach is considered a preferred practice for needs assessments because it allows for the greatest understanding of community needs from the broadest range of perspectives. Primary data refers to data collected and analyzed specifically for this project, while secondary data refers to data compiled and analyzed by external groups and utilized here. Qualitative primary data collection involved focus group interviews with local service providers and service recipients and individual key informant interviews with local leaders. These were conducted in-person and virtually. Direct quotes were taken from a transcription of key informant interviews and are intended to be 100% accurate but could not be verified in all situations. This information was collected by the Adventist Health Community Well-Being team and evaluation consultants from the Center for Behavioral Health Integration. Secondary data was amassed and analyzed across 45 different data sets by the University of Missouri Extension Center for Applied Research and Engagement Systems (CARES). Finally, survey data sets of registered voters in the community were collected and analyzed by UC Berkeley Institute of Governmental Studies (IGS Survey data was gathered from the Central Valley region (region name defined by survey administrator, UC Berkeley IGS). Adventist Health Delano Part V, Section B, Line 6b: Organizations that participated in the 2022 CHNA included: Alliance Against Family Violence, American Indian Health Project, Bakersfield College, Bakersfield Homeless Shelter, Bakersfield Police Department, Bakersfield Women's Homeless Shelter, City of Tehachapi, City Serve, Community Action Partnership of Kern, Delano Union School District, First Five Kern, Garden Pathways, Kern Behavioral Health & Recovery Services, Kern County Children's Dental Health Network, Kern County Department of Public Health, Kern County Hispanic Chamber of Commerce, Kern County Housing Authority, Kern County Network for Children, Kern Family Health Care, Kern Medical, National Association for the Advancement of Colored People, Transitional Youth Mobilizing for Change, and United Farm Workers Foundation Kern County. Adventist Health Delano Part V, Section B, Line 11: Tax year 2023 was Year One of the Implementation Strategy for the 2022 Community Health Needs Assessment (CHNA). Programs and activities provided to the community were in response to the priority health needs identified in the 2022 CHNA. Our 2022 CHNA identified three areas of significant need: Access to Care; Financial Stability and Health Conditions.Priority Need One: Access to Health Care.The goal is to advocate and collaborate with internal and external partners to identify community members experiencing burdens with respect to obtaining access to care through partnerships and referrals among internal and external partners. In 2023, Adventist Health Delano (AHDL) partnered with the City of Delano (Dial-A-Ride) service to provide 639 individual rides to pre-scheduled appointments for healthcare services. In addition, through partnerships, AHDL provided transportation to approximately 280 individuals leaving the medical center. Transportation services included both medical and non-medical transportation. In 2023, AHDL partnered with the Delano Union School District, Delano Joint Union School District, and the McFarland Unified School District to provide flu vaccine clinics to encourage individuals on maintaining preventive wellness. During immunization clinics, participants were provided with "on the spot" appointments for establishing or following up care at a local clinic. In addition, partnerships with the Community Action Partnership of Kern, the Open-Door Network, along with local food pantries expanded resources to individuals needing access to basic needs. The Adventist Health Wasco Medical Office worked with the Wasco Unified School District to provide free back-to school immunizations and school physicals to local community members. In total, 120 students were provided with services and the opportunity to establish care with medical offices with the goal of encouraging wellness. Priority Need Two: Financial Stability.The goal is to advocate for and collaborate with internal and external partners to connect community members to resources that improve financial literacy, lessen financial burden, and/or promote economic development. This will be reached by creating a school-to-work pipeline for healthcare careers, focusing on high school and college students. A multidisciplinary committee includes vocational and nursing college leadership, industry partners, and interested parties who may assist in underwriting the work. In 2023, AHDL partnered with the Delano Joint Union High School District to provide job shadowing opportunities to local high school students interested in future careers in the healthcare industry. The Health Career Pathways program allowed students to shadow in local clinics and the medical center. In addition, the baseline planning was initiated to expand the COPE Health Scholars program to the Delano community beginning in 2024 providing additional job shadowing and hands on experience. These pipeline programs will hopefully encourage the younger generations to choose careers in the medical field and help with building the workforce. In 2023, AHDL also partnered with local college and vocational schools to provide clinical rotation placement for over 200 local students. By providing a local clinical site, students could access clinical rotations close to home, removing barriers in their educational journey.Priority Need Three: Health Conditions.The goal is to reduce health conditions through education and support services in the community by providing opportunities for educational resources and support to reduce common health conditions related to social determinants and/or family health history. Partnered with Kern County Public Health on health promotion programs in North Kern areas including but not limited to: Know Your Numbers, Grounded in Health, and cooking demonstrations. In addition, AHDL will utilize the Delano Community Garden as a resource to provide local families access to fresh produce, while expanding educational programing around wellbeing and healthy eating. In 2023, AHDL partnered with Kern County Public Health to promote awareness on the importance of healthy eating and physical activity. In partnership, AHDL supported "Know your Numbers" events at two local churches, as well as in partnership with the Delano Union School District and the Delano Recreation Department. AHDL offers 105 plots of land and provides irrigation to residents so they can plant and harvest healthy fruits and vegetables free of charge. It's a way to encourage healthy diets while combating food insecurity in the community. In partnership with the Grimm Family Education Foundation and Meals on Wheels, AHDL hosted a series of three cooking demonstrations for local families participating in the AHDL sponsored community garden. Over 60 community members participated in the cooking demonstrations, focusing on the healthy alternatives to provide a great meal for local families.Significant needs not met:No hospital can address all the health needs identified in its community. Adventist Health Delano is committed to serving the community by adhering to its mission, and using its skills, expertise, and resources to provide a range of community benefit programs. Significant health needs that will not be directly addressed but fulfilled by other community organizations include housing, health risk behaviors, health conditions, food security, environment & infrastructure, inclusion & equity, COVID-19, education, community vitality and community safety. While these significant health needs are not address directly, they are likely to benefit from collective efforts of our community partnerships. Adventist Health Delano Part V, Section B, Line 13h: Patients who do not meet the income criteria, may be eligible for financial assistance based on essential living expenses and resources. The following two (2) qualifications must both apply:1. Essential living expenses: Exceed fifty percent (50%) of the household income; and2. Resources: The patient's excess medical expenses (the amount that allowable medical expenses are greater than 50% of annual household income) must be greater than available qualifying assets. 3 1 - AH Wasco Plaza - RHC 2300 7th Street Wasco CA 93280 Rural health clinic 2 - AH Delano - RHC 1201 Jefferson Street Delano CA 93215 Rural health clinic 3 - AH Delano Prompt Care - RHC 1201 Jefferson Street Delano CA 93215 Rural health clinic Part I, Line 7: The costs were determined by using a cost-to-charge ratio. The cost-to-charge computation is based on Hospital specific data included in the system-wide combined audited financial statements. The formula used for computation equals financial statement data as follows:Total expenses - (provision for bad debts + other revenue + interest income)/gross patient chargesThe Hospital is located in a medically underserved area and participates in a quality assurance fee program with the State of California to fund certain Medi-Cal coverage expansions. The state redistributes funds to hospitals that provide patient care to a higher proportion of indigent and medically underprivileged patients, who otherwise would most likely not have access to physicians and other medical services. The community benefit analysis includes receipts from this redistribution that are used to assist in partially offsetting the significant costs associated with providing patient care to this population group. The program may or may not continue in the future based on the State of California's regulations and policies and the approval of the federal government. Part I, Line 7, Column (f): The Bad Debt expense included on Form 990, Part IX, Line 25, Column (A), but subtracted for purposes of calculating the percentage in this column is $ 255,099. Part II, Community Building Activities: The Hospital is involved in numerous community building activities which promote the health of the community. Overwhelmingly, we see diseases of despair including suicide, substance abuse, mental health and chronic illnesses plaguing the communities in which we have a significant presence in. These community concerns are addressed through health improvement, education, poverty, workforce development and access to care. This is why we have focused our work around addressing behavior and the systems keeping the most vulnerable people in cycles of poverty and high utilization. In an effort to heal these communities, we have strategically invested in our communities by partnering with national leaders in community well-being. We believe the power of community transformation lies in the hands of the community. Our solution for transformation is to create a sustainable model of well-being that measurably impacts the well-being of people, well-being of place and equity. In 2020, Adventist Health acquired Blue Zones as the first step toward reaching our solution. By partnering with Blue Zones, we will be able to gain ground in shifting the balance from healthcare treating people once they are ill to transformative well-being changing the way communities live, work and play. In 2021, Adventist Health committed to launching six Blue Zone Projects within our community footprint. In 2022, these projects were active and growing. In 2023, we saw tremendous growth in several of our markets promoting walking moais, worksite wellness, Blue Zones Project school pledges to create an environment that instills healthy lifestyle choices for our children and Blue Zones Project restaurant pledges to provide healthy options. Blue Zones widens our impact from only reaching our hospitals' communities in four states to a global mission practice. We also encourage our employees to serve on community collaboration boards, health advocacy programs, and physical improvement projects to promote the health of the communities we serve. In addition, we work with neighborhood programs, including schools, work sites and safety net providers to promote health and wellness and prevent disease. Part III, Line 2: Uncollected patient accounts are analyzed using written patient financial services policies that apply standard procedures for all patient accounts. The result of the analysis is what is recognized as bad debt expense. For example, all self-pay patients receive a discount. If the discounted account is unpaid after collection efforts, the unpaid balance is classified as bad debt. The cost-to-charge ratio described for Part I, Line 7 is multiplied times the Hospital's bad debt expense. The resulting figure has been reported as bad debts at cost on Part III, Line 2. Part III, Line 3: The portion of the bad debts attributed to charity care as reported on Part III, Line 3 was calculated by an independent third-party consulting firm. This is an estimate of additional charity care that would have been granted if patients had cooperated by furnishing family financial information. A statistically valid sampling of patient accounts written-off was evaluated. The evaluation used various factors to determine which patients would have been eligible for charity care. Had the Hospital obtained sufficient information from all patients who qualified for financial assistance, these additional accounts would have been recorded as charity care instead of bad debt. Part III, Line 4: The Adventist Health audited combined financial statements do not contain a footnote describing bad debt expense. Part III, Line 8: The Medicare Cost Report apportions the Hospital's costs on the basis of inpatient days and ancillary and outpatient charges to establish the costing methodology.Healthcare delivery by hospitals is a complex, highly regulated business in the United States. Healthcare unit cost inflation is driven by compliance with ever expanding regulatory requirements, shortages of highly skilled labor and involving medical and information technology. The health care "market basket" is unrelated to that of the average individual consumer.Medicare annual payment updates have fallen behind actual healthcare cost inflation to the point that Medicare payments to many U.S. hospitals are well below the cost of providing care. These unreimbursed costs are a community benefit for seniors and others in the community as these individuals are continuing to receive care without which many would become dependent on other governmental resources such as Medicaid. The benefit to the community for healthier Medicare recipients is no different than those benefits the community realizes for uninsured and underinsured patients who are eligible for partial and full charity care. Medicare is a safety net for seniors and others. Without Medicare coverage, many individuals would undoubtedly qualify for charity care.In addition to the mismatch between Medicare payment increases and healthcare cost inflation, the highly complex Medicare payment systems and formulas produce disparate payment levels from one hospital to another for the same service. These disparate payment levels create disparate results within groups of hospitals. For further information, please refer to Schedule H, Part III, Section B. Part III, Line 9b: When a patient has requested screening for charity care, the Hospital must immediately cease collection activity and place the account in a charity pending status. If 100% charity is approved, the entire account balance is written off to charity care. If the patient has a sliding scale liability based on the federal poverty guidelines, they are billed only for that liability. If the patient fails to pay their after-charity liability, they are assigned to a collection agency with an identifier that indicates to the agency that the patient is "low income, and the following criteria must be followed by the agency:1. They may not report the patient to a credit bureau2. They may not file a lawsuit to recover the outstanding liability3. They may not charge interest Part VI, Line 2: Adventist Health Delano (AHDL) promotes access to their 2022 Community Health Needs Assessment (CHNA), the 2023 Community Health Implementation Strategy (CHIS) approved in fiscal year 2023, and the Year One Update, FY 2023 for the Community Health Implementation Strategy by posting their reports on the Hospital's website at:https://www.adventisthealth.org/delano/about-us/community-benefit/ The two most recent Community Health Needs Assessments, the two most recent Implementation Strategy reports and the 2021, 2022, and 2023 Community Health Plan Updates are also available on the Adventist Health Corporate website at: https://www.adventisthealth.org/about-us/community-benefit/ The Community Health Needs Assessment (CHNA) includes both the activity and product of identifying and prioritizing a community's health needs, accomplished through the collection and development of a community health plan. The second component of the CHNA, the community health plan, includes strategies and plans to address prioritized needs, with the goal of contributing to improvements in the community's health. Qualitative and quantitative data sources were used in conducting the CHNA. To accomplish the many important systemic goals that are underway in our community, Adventist Health supports local partners to augment our own efforts, and to promote a healthier community. Partnership is not used as a legal term, but a description of the relationships of connectivity that are necessary to collectively improve the health of our region. One of our objectives is to partner with other nonprofit and faith-based organizations that share our values and priorities to improve the health status and quality of life of the community we serve. This is an intentional effort to avoid duplication and leverage the successful work already in existence in the community. In addition to the CHNA, the Hospital engages in a process of continuous quality improvement, focusing on questions such as: are our interventions making a difference in improving health outcomes; are we providing the appropriate resources in the appropriate locations; and how are we using technology to track our health improvements and provide relevant feedback at the local level. Building a healthy community requires multiple stakeholders working together with a common purpose. With that in mind, our hospital leadership serves on a variety of community boards and committees focused on addressing community-specific needs, allowing for ongoing responsiveness to the health care needs of the community and collaboration with local agencies and organizations, enabling maximum effectiveness through collective impact. Part VI, Line 3: The plain language summary of the Financial Assistance Policy (FAP) is posted along with the complete FAP policy and FAP Application on the Hospital's website at:https://www.adventisthealth.org/patient-resources/bill-pay/financial-assistance/ The documents are available in multiple languages. The link to the Hospital's Self-Pay Billing and Collection Policy is posted at:https://www.adventisthealth.org/documents/system/13863-self-pay-billing-and-collection-policy.pdfAt the time of registration, patients who are uninsured and underinsured are provided information about government healthcare programs. Patients are also orally informed of their right to request charity assistance. Signs are displayed in the patient business office, patient registration areas and the emergency room in multiple languages informing patients of this right as well. The Hospital also provides a brochure during the registration process that explains the Hospital's billing and collection procedures, and how to request financial assistance. In addition, every billing statement sent to patients contains information on how to request financial assistance. Part VI, Line 4: The greater Delano area is recognized as one of the largest grape-growing regions in the Nation, yet the unique community with a total population of 402,651 in the area offers more: it's a youthful community, with 72% of the population being younger than 44 as well as diverse with Hispanics representing 75.91% of the population. Among this population, 33.82% of children live in poverty, and 3.23% of students are unhoused, compared to the state average of 4.25% and a national average of 2.77%. While residents spend 55.97% of their income on housing and transportation, on average, Delano offers families many opportunities to play and learn together, including activities like fishing and boating at Lake Woollomes and attending a variety of academy classes like college prep and language courses.The following zip codes represent Adventist Health Delano's (AHDL) primary service area (PSA), accounting for 75% of hospital discharges. Additionally, we took a collaborative approach and expanded our PSA by inviting Steering Committee members to include the zip codes of those they serve. The AHDL CHNA market has a total population of 402,651 (based on the 2020 Decennial Census). The largest city in the service area is Tulare, with a population of 59,312. The service area is comprised of the following zip codes: 93263, 93256, 93250, 93261, 93280, 93249, 93304, 93305, 93270, 93201, 93215, 93274, 93307, 93219. Of the population, 51.05% own their homes and 48.95% of the population are renters. Delano has an enormous shortage of primary care providers compared to the rest of Kern County, California, and the Nation. 62.47% of the total Delano population lives in a Health Profession Shortage Area (HPSA) compared to 22.5% nationwide. The majority of the population not being able to access primary care readily increases the risk for serious, costly and recurrent health problems. Delano also has fewer Intensive Care Unit hospital beds than the rest of California and the Nation and a slightly higher rate of uninsured population (9.95%) than the rest of California (7.23%) and the Nation (8.73%). In addition, 15.2% of the uninsured are between ages 18 and 64, which is also higher than state and national averages. Multiple barriers to care accessibility at the individual level are evident. Only 40.42% of the population live within half a mile of public transportation, which is well below the statewide average. Over 38% of the population aged 25 and above do not have a high school diploma. In Delano, 33.82% of children aged 0-17 are living in poverty, an alarmingly higher percentage than in California and the rest of the United States (17.48%). Poverty is impacting some populations children at higher rates, with 53.41% of African American children and 8.749% of Native Hawaiian or Pacific Islander children in Delano living in poverty. This can contribute to generational health and well-being challenges. The median household income of $38,237 in Delano is only around half of the California median and around $25,000 below the United States average, which is an enormous difference. Over a third of the population has debt in collections, and 44% spend more than 30% of their income on housing. 37.28% of Delano's adult population meets the medical criteria for obesity, which is 10% higher than the state average and 6% higher than the national average. Delano also had a higher heart disease mortality rate than California and the Nation by a substantial degree, with 3,373 persons dying of heart disease between 2016 and 2020. Delano's lung disease death rate is also higher in California and the United States. Similarly, liver disease death rates are higher in Delano than in California and the Nation to a significant degree. Part VI, Line 5: Our Hospital's mission is, "Living God's love by inspiring health, wholeness and hope." Our community benefit work is rooted deep within our mission and merely an extension of our mission and service. We have also incorporated our community benefit work to be an integral component of improving the "Triple Aim." The "Triple Aim" concept broadly known and accepted within health care includes:1. Improve the experience of care for our residents.2. Improve the health of populations.3. Reduce the per capita costs of health care.Our strategic investments in our community are focused on a more planned, proactive approach to community health. The basic issue of good stewardship is making optimal use of limited charitable funds. Defaulting to charity care in our emergency rooms for the most vulnerable is not consistent with our mission. An upstream and more proactive and strategic allocation of resources enables us to help low-income populations avoid preventable pain and suffering; in turn allowing the reallocation of funds to serve an increasing number of people experiencing health disparities.Hospitals and health systems are facing continuous challenges during this historic shift in our health system. Given today's state of health, where cost and heartache is soaring, now more than ever, we believe we can do something to change this. These challenges include a paradigm shift in how hospitals and health systems are positioning themselves and their strategies for success in a new payment environment. This will impact everyone in a community and will require shared responsibility among all stakeholders.As hospitals move toward population health management, community health interventions are a key element in achieving the overall goals of reducing the overall cost of health care, improving the health of the population, and improving access to affordable health services for the community both in outpatient and community settings. The key factor in improving quality and efficiency of the care hospitals provide is to include the larger community they serve as a part of their overall strategy.Population health is not just the overall health of a population, but also includes the distribution of health. Overall health could be quite high if the majority of the population is relatively healthy - even though a minority of the population is much less healthy. Ideally such differences would be eliminated or at least substantially reduced.Community health can serve as a strategic platform to improve the health outcomes of a defined group of people, concentrating on three correlated stages:1. The distribution of specific health statuses and outcomes within a population, 2. Factors that cause the present outcomes distribution, and3. Interventions that may modify the factors to improve health outcomes.Improving population health requires effective initiatives to:1. Increase the prevalence of evidence-based preventive health services and preventive health behaviors,2. Improve care quality and patient safety, and3. Advance care coordination across the health care continuum.We will work together with our community to ensure the community health improvements are identified and then targeted for programs to influence behaviors to obtain improved health within the whole community. Part VI, Line 6: The Hospital is a member of Adventist Health, a health care system which provides healthcare services in diverse markets within the Western United States. A member hospital may share some services with other member hospitals in its geographic area, such as clinical, management and support services. Using today's technology, hospitals outside the geographic area are able to provide support through remote services such as telepharmacy and robotics surgery. The Corporate Office provides important shared administrative support for member hospitals' rural health clinics and home care agencies, quality of care, other clinical needs, financing and risk management, and shared clinical and financial information technology. As many experienced and new physicians search for alternatives to independent practice, there is also corporate administrative support for hospital affiliated medical groups that engage physicians through employment or other contracts. This provides stability and growth of qualified physicians across many specialties, which is very important to make healthcare services available and to maintain and improve health within the communities served by all member hospitals. Part VI, Line 7, Reports Filed With States CA Part VI: Other Information: In 2023, Adventist Health Delano (AHDL) provided substance use navigation services to community members visiting the AHDL Emergency Department. Through a trained substance use navigator (SUN), community members were able to receive services, referrals, and resources to overcome substance use disorders. The SUN ensures safety and provides education about medication addiction treatment options that are available. Follow ups are conducted after the patients leave the emergency department. In an effort to tackle food security in the Delano community, AHDL supported several food pantries through partnerships with local churches providing financial support. In addition, AHDL supported Flood Ministries a local homeless ministry though in-kind donation of freshly prepared meals on a daily basis meeting the food insecurity needs of the local homeless community. 1 CA Health Fund & Trust 1215 K Street Suite 800 Sacramento CA 95814 941498697 501(c)(3) 869881 0 Health uninsured/underinsured pt 1 0 Part I, Line 2: Grants are made to public charities. No formal monitoring of the grants is completed. X X X X 1 1 0 0 0 0 0 0 0 Heinrich Kerry Dir/Chair/CEO 0 2017000 0 1208880 0 76548 0 13296 0 44099 0 3359823 0 0 Hofheins Todd Dir/Vice Chair/COO 0 1389462 0 735265 0 147865 0 13296 0 62845 0 2348733 0 0 Beaman John CFO/Assistant Secretary 0 1091769 0 569149 0 19635 0 13296 0 60059 0 1753908 0 0 Stevens Eric - Former Care Division Operations Exec thru 02/22 0 1045616 0 319995 0 160682 0 13296 0 46256 0 1585845 0 0 Jahn Andrew - Former Care Division President thru 02/22 0 1044420 0 406990 0 14496 0 53160 0 50625 0 1569691 0 0 Nahapetian Arby - Former Care Division Medical Officer thru 02/22 0 967385 0 329621 0 185288 0 13296 0 56317 0 1551907 0 0 Wells Jason - Pres AHDL Pres, Central CA Network as of 01/23 0 892808 0 337640 0 240134 0 13296 0 23881 0 1507759 0 0 Wing Bill - Former Dir/Asst Secr/Vice Chair thru 01/22 0 0 0 0 0 1438460 0 13296 0 26777 0 1478533 0 0 Jobe Meredith Secretary 0 660525 0 168715 0 130248 0 13296 0 46114 0 1018898 0 0 Wolcott Daniel - Pres AHDL Pres, Kern County Network thru 01/23 0 190804 0 217108 0 544821 0 13296 0 52413 0 1018442 0 0 Cantrell Misty - Former Chief Nursing Officer thru 05/21 0 277192 0 124207 0 260355 0 13296 0 61255 0 736305 0 0 Cox Shane Treasurer/Asst Secr 0 482709 0 97773 0 57162 0 13296 0 46574 0 697514 0 0 Spenst Brett - Former Care Division Finance Officer thru 02/22 0 259692 0 250809 0 10124 0 13296 0 32551 0 566472 0 0 Van Housen Heather Patient Care Executive 0 361260 0 70116 0 47078 0 13296 0 58369 0 550119 0 0 Longo James Compliance Officer/IS Director 0 119700 0 78578 0 242985 0 13296 0 81365 0 535924 0 0 Butler David Former President thru 05/22 0 0 0 0 0 445613 0 13296 0 27142 0 486051 0 0 Monrian Terrence Supervisor, Pharmacy 278217 0 14781 0 43167 0 11227 0 35398 0 382790 0 0 0 Hutcheson Walter - Former Treas /Asst Secr/Fin Officer thru 10/21 0 254547 0 47330 0 16435 0 13296 0 34313 0 365921 0 0 Fernandez Reena RN, House Supervisor 229879 0 1500 0 7020 0 7569 0 65508 0 311476 0 0 0 Orozco-Robles Maritza Nurse Practitioner 192060 0 35125 0 523 0 8789 0 24758 0 261255 0 0 0 Gisborn Michelle Director, RN 190429 0 17870 0 12953 0 8330 0 21072 0 250654 0 0 0 Lee Mee Young Pharmacist 212084 0 1500 0 7126 0 6820 0 15644 0 243174 0 0 0 Part I, Lines 4a-b Severance payments are made based upon agreements between certain qualifying employees and Adventist Health System/West. Details of the terms and conditions of the severance agreements are available to the IRS upon request. Butler, David - severance payment - $448,800 Cantrell, Misty - severance payment - $199,615 Longo, James - severance payment - $222,300 Wing, Bill - severance payment - $1,440,800 Wolcott, Daniel - severance payment - $517,896 Select executives agreed to participate in CAP-EX in place of a traditional SERP. See Schedule L, Part V of Adventist Health System/West, for a broader description. Split-Dollar life insurance participants are John Beaman, Kerry Heinrich, Todd Hofheins, Andrew Jahn, Brett Spenst, Jack Wagner, and Bill Wing. A flexible benefits plan (CAA) is offered to groups of highly-compensated employees meeting certain criteria. The participants are provided with an amount equivalent to 41 percent of their base compensation, less the value of their corporate provided benefits. The balance is set aside for nonvested deferred compensation that is subject to substantial risk of forfeiture and is at risk to the creditors of Adventist Health. Payouts occur according to the participants' payment elections after all substantial risks of forfeiture have lapsed. The plan was frozen for new non-vested contributions in 2016. Jahn, Andrew - participant, no activity in 2023 Form 990, Part III, Line 4a: Adventist Health Delano (AHDL) provides quality medical healthcare regardless of race, creed, sex, national origin, handicap, age, or ability to pay. Although reimbursement for services rendered is critical to the operation and stability of AHDL, the organization recognizes that not all individuals possess the ability to pay for essential medical services. Adventist Health's vision is to enhance the health of the communities where we live and serve by engaging our communities and our patients in a new definition of and partnership for personal community health. In keeping with this commitment to serve all members of the community, the following coverage will be considered when individuals who need health care cannot afford to pay: - Free care and/or subsidized care - Care to persons covered by governmental programs at/or below cost - Health/wellness activities and community education programs Not only does AHDL provide low-cost care to individuals covered by government programs, and those unable to afford healthcare, it also helps patients find and access private and governmental resources for healthcare benefits. AHDL recognizes below-cost reimbursement as charity and uncompensated care in meeting its mission to the entire community. The unreimbursed cost of providing care to these patients in 2023 was $122,031. The following Inpatient services were provided to all our patients: - 522 babies delivered - 418 surgeries performed - 22,891 patient days The following Outpatient services were provided to all our patients: - 30,572 emergency department visits - 610 outpatient surgeries performed - 10,053 outpatient visits - 29,846 clinic visits AHDL recognizes it has an obligation to provide human services above and beyond its role as a healing facility. Schedule H provides more details on the tangible ways in which the organization is fulfilling its mission. The total unreimbursed cost of these community benefits in 2023 was $11,386,688. Adventist Health's mission statement of living God's love by inspiring health, wholeness and hope is coupled with a vision to transform the health experience of our communities through collaborative programs, community investments and community outreach. We are inspired by the healing ministry, as represented by the life of Jesus Christ, and believe we are called to live out our mission intentionally in the communities we serve. In the small towns, suburbs, and inner cities we serve, we continue our journey to provide quality healthcare until every person made in God's image has experienced the best health today, hope for tomorrow, and God's love that endures forever. Websites for our community benefit information: https://www.adventisthealth.org/about-us/community-benefit/ Impact at AHDL: Jesus Hernandez has worked in fields and gardens for most of his life. At 70 years old, some people might think he would be tired of it: the work, the Central Valley heat, and being on his feet, but he isn't. These days, in what can only be considered his golden years, Jesus spends his leisure time working in the fields at the Adventist Health Community Garden in Delano. For nine years, he says it has been an escape for him - a reprieve from the stresses of home life and an opportunity to connect with his community. At the garden, Hernandez plants what he wishes; harvests what he sows to put healthy food on his family table; and cares for his garden how he sees fit. Some people might just see a field of dirt, but to Hernandez, it's a 20-by-30-foot plot of freedom off Garces Highway. "For me, it's very good," Hernandez says through a translator. The Adventist Health Community Garden in Delano has for years offered plots of land to residents so they can plant and harvest healthy fruits and vegetables free of charge. It's an initiative dreamed up as a way to encourage healthy diets while combating food insecurity, but the garden offers more than just greens. The garden offers more than just greens. It offers community. Adventist Health offers 105 plots of land on a first-come, first-served basis nine months out of the year. Demand is high. All 105 plots are occupied, says Jackie Cortez, Community Outreach Associate at AHDL. The 105 gardeners plant and harvest a cornucopia of fruits and vegetables. On any given day, the garden boasts bountiful plots of squash, tomatoes, cabbage, lettuce, watermelon, onions, pumpkins, eggplants, peppers, and tomatillos. Others plant herbs like thyme, dill, chives, rosemary, and other aromatics for sopas. "The Adventist Health Community Garden doesn't just fill our community members' plates with healthy fruits and vegetables," says Matthew Cauthron, Director of Community Integration at AHDL. "It fills their souls." Cortez, a former social worker, says every relationship she has forged with the gardeners has been meaningful. She recounts Juan, a gardener undergoing dialysis who began coming to the garden at his brother's urging as a reason to get up in the morning. She thinks about Eufemia, who gardens as a way to put extra food on the table. She considers the gardeners who are disabled and come to the garden so they have somewhere to go "instead of being home and depressed." "It's therapeutic for a lot of people," Cortez adds. It's therapeutic for Hernandez. While tending his crops, he jokes with his neighbors in the garden, asking them about their day and how their harvest is going. It's light conversation - a welcome departure, he says, from the difficult realities of his home life. His adult son has been sick for more than a decade, diagnosed in 2010 with schizophrenia. It has kept Hernandez healthier, too, he says. He gets his exercise working in the garden; the conversation with his neighbors is his therapy; and the vegetables he brings home that his daughters prepare for him helps him maintain a healthy diet. His favorite? A simple squash dish, or eggplant so fresh that he eats it boiled with a spoon. He also mentions the salsa his family makes. Last year, Hernandez harvested more than 100 pounds of tomatillos that he froze and enjoyed through February. "Tomatillo verde con barbacoa," he says with satisfaction. Hernadez says his daughters are proud of him because they're able to enjoy food that they know he's responsible for from seed to table. If he could be in the garden year-round, he would. He says he would plant winter vegetables, like lettuce, cabbage, and strawberries. "I love being out there," Hernandez says, "for my exercise, my health, and my well-being." Form 990, Part VI, Section A, line 4 The Hospital's Articles of Incorporation were amended for the following: 1. Article III was updated to allow for the Board of Directors of the Hospital to have sole authority to amend or repeal the Articles of Incorporation, subject to the additional approval of the Board of Directors of Adventist Health System/West. The Hospital has no members within the meaning of Section 5056 of the California Corporations Code. The Hospital's Bylaws were amended for the following: 1. Article 2 was removed and the Hospital has no members. All sections relating to the membership were removed. 2. Article 5 was revised to indicate that only directors may serve as the chair of the Board and that the vice chair of the Board is designated by the Chief Executive Officer of Adventist Health System/West. Form 990, Part VI, Section A, line 7a The Hospital Bylaws define its Board of Directors to be the same individuals who are members of the Adventist Health System/West Board of Directors. Form 990, Part VI, Section A, line 7b The Board of Directors of the Hospital shall have sole authority to amend or repeal the Articles of Incorporation, subject to the additional approval of the Board of Directors of Adventist Health System/West. The Hospital does not have any Members. Form 990, Part VI, Section B, line 11b This Form 990 including all supporting schedules was prepared by a public accounting firm, reviewed by the Corporate Finance Officer and Market Financial Officer, and shared by electronic communication with the Corporation's Board of Directors prior to filing. Form 990, Part VI, Section B, line 12c During the first quarter of each year, the annual conflict of interest questionnaire is sent to board members, hospital corporate officers, key employees and department directors for completion and signature. The questionnaire is accompanied by a letter of explanation to illustrate examples of a conflict and to remind the recipient that if any perceived conflict should arise before the next annual questionnaire, he/she is to notify the market president or the System General Counsel immediately. The System General Counsel distributes, collects, and reviews for signatures the COIs for all applicable Corporate employees, stakeholders and the board. In addition, the hospital's administration is responsible for keeping record to ensure all hospital-based individuals with director and above positions have submitted their COIs. The System General Counsel reviews all the disclosures on the board and Corporate employees' COIs. System General Counsel retains the COIs for all individuals. Further inquiries on any potential significant conflicts are made as needed. Conflicts are documented and reviewed with the Board. Form 990, Part VI, Section B, line 15 The Hospital's Board of Directors has established a Human Resources 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 at least annually to review comparability data from outside consultants; recommends any adjustments to current executive compensation, including salary ranges for hospital presidents and finance officers that would be indicated by the data evaluates executive performance against annual goals; recommends appropriate incentive awards to the board for approval; follows a diligent process that meets regulatory requirements for a rebuttable presumption of reasonableness; records committee deliberations and decisions in timely minutes; selects, engages and supervises any consultant hired to advise and provide comparability data. The board-approved executive compensation philosophy specifies that salary ranges will be established for hospital executives, with midpoints aligned with the 60th percentile of comparable system hospital data, and having a 50 percent spread from minimum to maximum. Form 990, Part VI, Section C, line 19 The Hospital does not make its governing documents publicly available, beyond required filings of Articles of Incorporation with the Secretary of State. The Hospital does not make its Conflict of Interest Policy available upon request, but does file monthly/quarterly summary financial reports with the state health-planning agency. Form 990, Part VII: Board compensation is for Adventist Health System/West Board of Directors only - not hospital Board of Directors. Form 990, Part IX, line 11g Physician professional fees: Program service expenses 8,517,148. Management and general expenses 390,340. Fundraising expenses 0. Total expenses 8,907,488. Contract labor: Program service expenses 2,727,112. Management and general expenses 557,148. Fundraising expenses 0. Total expenses 3,284,260. Purchased medical services: Program service expenses 642,608. Management and general expenses 600. Fundraising expenses 0. Total expenses 643,208. Repairs and maintenance: Program service expenses 1,752,181. Management and general expenses 7,666. Fundraising expenses 0. Total expenses 1,759,847. Consulting and other management fees: Program service expenses 157,652. Management and general expenses 66,991. Fundraising expenses 0. Total expenses 224,643. Other non-medical professional fees: Program service expenses 7,763. Management and general expenses 1,000. Fundraising expenses 0. Total expenses 8,763. Other professional medical fees: Program service expenses 4,620,613. Management and general expenses 253,317. Fundraising expenses 0. Total expenses 4,873,930. Form 990, Part XI, Line 8: Prior period adjustments were a result of cash balance correction and clean up books due to prior period activities including debt service, capital expenditures, and other items. Adventist Health Clearlake Hospital Inc 15630 18th Avenue Clearlake CA 95422 680395149 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 Adventist Health Foundation 1 Adventist Health Way Roseville CA 95661 680002188 Charitable foundation CA 501(c)(3) Line 7 Adventist Health SystemWest 0 Adventist Health Medical Center Tehachapi 1100 Magellan Drive Tehachapi CA 93561 812240617 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 Adventist Health Mendocino Coast 700 River Drive Fort Bragg CA 95437 845174585 Hospital CA 501(c)(3) Line 3 Stone Point Health 0 Adventist Health Physicians Network 1 Adventist Health Way Roseville CA 95661 680357690 Medical foundation CA 501(c)(3) Line 12b, II Adventist Health SystemWest 0 Adventist Health SystemWest 1 Adventist Health Way Roseville CA 95661 953484589 Integrated health system CA 501(c)(3) Line 10 N/A 0 Adventist Health Tulare 869 North Cherry Street Tulare CA 93274 832351753 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 Castle Medical Center 640 Ulukahiki Street Kailua HI 96734 990107330 Hospital HI 501(c)(3) Line 3 Adventist Health SystemWest 0 Feather River Hospital 1 Adventist Health Way Roseville CA 95661 941101228 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 Glendale Adventist Medical Center 1509 Wilson Terrace Glendale CA 91206 951816017 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 Hanford Community Hospital 115 Mall Drive Hanford CA 93230 940535360 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 Lodi Memorial Hospital Association Inc 975 S Fairmont Avenue Lodi CA 95240 941044474 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 Mid-Columbia Medical Center 1700 E 19th Street The Dalles OR 97058 930386936 Hospital OR 501(c)(3) Line 3 Stone Point Health 0 Northwest Medical Foundation of Tillamook 1000 Third Street Tillamook OR 97141 930622075 Hospital OR 501(c)(3) Line 3 Adventist Health SystemWest 0 Paradise Valley Hospital 1 Adventist Health Way Roseville CA 95661 951816034 Discontinued Operations CA 501(c)(3) Line 3 Adventist Health SystemWest 0 Portland Adventist Medical Center 10123 SE Market Street Portland OR 97216 930429015 Hospital OR 501(c)(3) Line 3 Adventist Health SystemWest 0 Reedley Community Hospital 372 Cypress Avenue Reedley CA 93654 453220509 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 Rideout Memorial Hospital 726 Fourth Street Marysville CA 95901 941387866 Acute care hospital CA 501(c)(3) Line 3 Stone Point Health 0 St Helena Hospital 10 Woodland Road St Helena CA 94574 941279779 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 San Joaquin Community Hospital 2615 Chester Avenue Bakersfield CA 93301 952294234 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 Simi Valley Hospital and Health Care Services 2975 N Sycamore Drive Simi Valley CA 93065 956064971 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 Sonora Community Hospital 1000 Greenley Road Sonora CA 95370 941415069 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 Stone Point Health 1 Adventist Health Way Roseville CA 95661 823763347 Supporting organization CA 501(c)(3) Line 12b, II Adventist Health SystemWest 0 Ukiah Adventist Hospital 275 Hospital Drive Ukiah CA 95482 941639901 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 United Com-Serve 726 Fourth Street Marysville CA 95901 943015356 Skilled nursing/assisted living/home health CA 501(c)(3) Line 12b, II Stone Point Health 0 Walla Walla General Hospital 1 Adventist Health Way Roseville CA 95661 910617726 Hospital - closed July 2017 WA 501(c)(3) Line 3 Adventist Health SystemWest 0 Western Health Resources 1 Adventist Health Way Roseville CA 95661 953867863 Home care CA 501(c)(3) Line 10 Adventist Health SystemWest 0 White Memorial Medical Center 1720 E Cesar E Chavez Avenue Los Angeles CA 90033 952282647 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 Willits Hospital Inc 1 Marcela Drive Willits CA 95490 680108919 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 Blue Legacy Venture LLC 1010 NE 2nd Avenue Miami FL 33132 871254649 Real property rental FL N/A 0 0 Blue Zones LLC 200 Southdale Center Edina MN 55435 271603327 Education MN N/A 0 0 PAR LLC DBA CherryWood Village 8440 SE Sunnybrook Blvd Suite 100 Clackmas OR 97015 931262371 Senior housing OR N/A 0 0 PVHR LLC DBA Paradise Village 8440 SE Sunnybrook Blvd Suite 100 Clackmas OR 97015 260622555 Senior housing OR N/A 0 0 PVHR2 LLC DBA Parkview Memory Care at Paradise Village 8440 SE Sunnybrook Blvd Suite 100 Clackmas OR 97015 473300170 Senior housing OR N/A 0 0 WWGHR LLC DBA Wheatland Village 8440 SE Sunnybrook Blvd Suite 100 Clackmas OR 97015 810591221 Senior housing OR N/A 0 0 AdHealth Limited PO Box HM 2062 Hamilton BD HM HX Pure captive insurance BD N/A C 0 Adventist Health Plan Inc 1 Adventist Health Way Roseville CA 95661 463833261 Health insurance CA N/A C 0 South Coast Medical Center 1 Adventist Health Way Roseville CA 95661 952037291 Wind down after sale of hospital CA N/A C 0 Thrive Productions Inc 200 Southdale Center Edina MN 55435 453369049 Production company MN N/A C 0 0 0 0 0 1 0 0 0 0 0 0 1 1 0 1 1 1 1 1