2023-11-06T12:56:53-06:00 2022-12-31 910189318 Moss Adams LLP 3121 W March Ln Ste 200 Stockton CA 952192367 990 2022-01-01 941279779 St Helena Hospital STHE 9164060000 10 Woodland Road St Helena CA 94574 Jeffrey Mock Treasurer 9164060000 2023-11-06 1 Jeffrey Mock 999009999 1 Tracy S Paglia P00366884 2099556100 2023-10-27 2 AAL1 IAL1 2022 2023-04-26 12:10:37Z Adventist Health St Helena Steven Herber 10 Woodland Road St Helena CA 94574 286740620 0 1071 X www.adventisthealth.org/st-helena/ X 1898 CA Living God's love by inspiring health, wholeness and hope. 13 11 1314 36 63953 2670 4759028 3535459 275814810 274484951 11279 -134665 0 8661572 280585117 286547317 143303 146275 0 0 85716314 100252956 0 0 887284 202225247 209796871 288084864 310196102 -7499747 -23648785 215115689 203273737 180307992 207621120 34807697 -4347383 X Living God's love by inspiring health, wholeness and hope. 0 0 252721732 146275 274484951 See Schedule O 252721732 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 1 0 0 0 0 0 0 1 0 0 0 1 0 0 1314 1 1 1 0 0 0 0 0 0 0 0 0 0 0 X 13 11 0 0 0 0 1 1 1 1 1 0 0 1 1 1 1 1 1 1 1 0 CA X John Beaman CFO 9164060000 1 Adventist Health Way Roseville CA 95661 X Wing Bill Dir/Asst Secr/Vice Chair thru 01/22 0.00 50.00 X X 0 2511347 56319 Heinrich Kerry Dir/Chair/CEO as of 01/22 0.00 50.00 X X 0 2131443 75065 Hofheins Todd Dir/Vice Chair/COO as of 01/22 0.00 50.00 X X 0 1971652 72279 Jahn Andrew Care Division President thru 02/22 0.00 50.00 X 0 1409539 74100 Beaman John CFO/Asst Secretary as of 01/22 0.00 50.00 X 0 1361096 58476 Nahapetian Arby - Care Division Medical Officer thru 02/22 0.00 50.00 X 0 1334111 68537 Stevens Eric - President Northern CA/HI State Network 5.00 45.00 X 0 1315314 62845 Spenst Brett - Care Division Finance Officer thru 02/22 0.00 50.00 X 0 1322824 36101 Reiner Scott Former Dir/Chair/CEO thru 12/21 0.00 0.00 X 0 1222073 36652 Jobe Meredith Secretary 0.00 50.00 X 0 930036 39184 Byrnes John - Former Medical Officer, NCR thru 02/20 0.00 0.00 X 0 841204 65864 Howe Judson President, North Coast Network 8.30 41.70 X 0 782335 54114 Herber Steven President 50.00 0.00 X 0 707009 68932 Tetz Warren Treasurer thru 12/22 12.50 37.50 X 0 565355 37880 Valdez Rudolfo Supervisor, RN 40.00 0.00 X 366436 0 61873 Eller Jeff Former President, NCR 0.00 9.00 X 0 352684 52686 Mensch Deborah Patient Care Executive 50.00 0.00 X 0 368141 22092 Burke Kimberlee Supervisor, RN 40.00 0.00 X 298211 0 84374 Blethen Elisa - Former Fin Officer, Treas/Asst Secr thru 11/21 0.00 0.00 X 0 310234 49125 Lonto Robert Former Reg HP Dir, NCR thru 02/20 0.00 50.00 X 0 270421 82148 Nonescan Cindy RN 40.00 0.00 X 281975 0 55752 Hasso Ruth RN 40.00 0.00 X 304926 0 21585 Vazquez Elizabeth RN 40.00 0.00 X 287069 0 30388 Lyons Timothy Medical Officer 50.00 0.00 X 0 291780 0 Vichi Julie Finance Officer as of 11/22 50.00 0.00 X 0 202647 25930 Freedman John Director 0.00 4.00 X 0 26858 0 Woodson Marc Director 0.00 4.00 X 0 26728 0 Banks David Director 0.00 4.00 X 0 26478 0 Cherry Robert Director 0.00 4.00 X 0 26478 0 Davis Andrew Director 0.00 4.00 X 0 26478 0 Innocent Larry Director 0.00 4.00 X 0 26478 0 Reiner Richard Director 0.00 4.00 X 0 26478 0 Newton Bradford Director 0.00 4.00 X 0 25180 0 Salazar Velino Director 0.00 4.00 X 0 21478 0 Fehr Joy Director 0.00 4.00 X 0 430 0 Ocampo Lucy Director 0.00 4.00 X 0 430 0 1538617 20434739 1292301 303 1 1 1 XL Construction 851 Buckeye Court Milpitas CA 95035 Construction 7974543 Philips Healthcare PO Box 100355 Atlanta GA 30384 Construction 4330246 Aya Healthcare Inc PO Box 123519 Dallas TX 75312 Physicians 2528967 PT Solutions Holdings LLC PO Box 724557 Atlanta GA 31139 Physicians 2278868 Galen Inpatient Physicians Inc 2100 Powell St Ste 400 Emeryville CA 94608 Physicians 1303976 72 3071964 463495 3535459 Patient service revenue 621110 233508738 233444785 63953 Premium revenue 531120 29867331 29867331 340B Pharmacy 900099 3266197 3266197 Related rental revenue 900099 1512127 1512127 Cafeteria revenue 722514 666272 666272 5664286 5664286 274484951 58638 58638 193303 -193303 -193303 -193303 Insurance proceeds 621110 8661572 8661572 8661572 286547317 274420998 63953 8526907 X 146275 146275 100347 100347 82008465 69652413 11796037 560015 2768047 2343318 403975 20754 9655817 8384221 1169498 102098 5720280 4932704 748750 38826 29029528 29029528 389433 389433 15110 15110 73288 73288 67099730 64325668 2687862 86200 83927 83927 899482 588225 253558 57699 8528099 1399599 7127280 1220 5238418 5018770 217560 2088 140780 109822 30295 663 69688 62756 2940 3992 5450489 4888332 562157 10648768 10546200 102568 1494423 1493923 500 Patient care supplies 56080300 56076977 3323 Quality assurance fees 9275795 9275795 Rental/lease costs 712337 711253 1084 UBI taxes 4530 4530 14562746 12591846 1961578 9322 310196102 252721732 56587086 887284 32620424 29462173 6094993 7030544 644455 497734 285961557 182678062 107469778 103283495 68286039 62999791 215115689 203273737 61987245 115131297 222700 0 118098047 92489823 180307992 207621120 X 9706093 -29686130 25101604 25338747 34807697 -4347383 215115689 203273737 X -23648785 -150472 -14749000 -606823 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 73288 73288 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. 39609878 5174604 -2054872 3505175 39224435 23344620 16012718 4064487 3811947 39609878 21759518 1247814 1116727 779439 23344620 29940604 1550642 1795537 127557 11399708 21759518 31423779 3296920 -455682 4324413 29940604 0.35401 0.00000 0.64599 0 1 1 425124 425124 185886424 105066694 80819730 24273062 17118572 7154490 75376947 60492796 14884151 103283495 Interest in Foundation 37237635 Right-of-use assets 9641808 Receivables from third-party payors 8786102 Receivables from related organizations 3218299 Other receivables 2819025 Johnson Trust assets 1205111 Other assets 91811 62999791 Payables to related organizations 76610522 Other liabilities 8690640 Payables to third-party payors 7070384 Annuity payable 118277 92489823 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, 2022 and 2021, 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 (business income tax return for an exempt organization) in the U.S. federal jurisdiction and the state of California. The System is not subject to income tax examinations prior to 2019 in major tax jurisdictions. 1 1 X 1 X 1 X 1 1 1 0 1 1 550092 550092 0.00180 550092 550092 0.00180 436692 436692 0.00140 368901 368901 0.00120 53793280 27315128 26478152 0.08540 101360 101360 0.00030 54700233 27315128 27385105 0.08830 55250325 27315128 27935197 0.09010 1492747 1492747 0.00480 14374 14374 0.00000 11028 11028 0.00000 1518149 1518149 0.00480 1 1432500 219059 93813403 97169813 -3356410 X 1 1 2 1 St Helena Hospital 10 Woodland Road St Helena CA 94574 www.adventisthealth.org/sthelena 110000073 X X X A 2 Adventist Health Vallejo 525 Oregon Street Vallejo CA 94590 www.adventisthealth.org/sthelena 110000042 X Acute Psychiatric Hospital A Facility Reporting Group - A 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 Part V, Section B Facility Reporting Group A Facility Reporting Group A consists of: - Facility 1: St. Helena Hospital, - Facility 2: Adventist Health Vallejo Facility Reporting Group - A Part V, Section B, line 5: The 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, education, first responders, health & human services, providers, law enforcement, low-income, medically underserved, minority populations, older adults, public health, students, and the unhoused populations. In total, 12 focus groups were conducted with 78 participants, and 16 key informant interviews were held.This 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 Bay Area region (region name defined by survey administrator, UC Berkeley IGS). Facility Reporting Group - A Part V, Section B, line 6b: American Canyon Police Department, Calistoga Fire Department, Calistoga Joint Unified School District, Catholic Charities' Nightingale Center, Chateau Calistoga Mobile Home Park, City of Calistoga, Mentis, Molly's Angels, Napa County Department of Health & Human Services, Napa County Department of Public Health, Napa Valley Grape Growers Foundation, Napa Valley Transportation Authority, Partnership Health Plan of California and Up Valley Family Center participated in the 2022 CHNA process. Facility Reporting Group - A Part V, Section B, line 11: The COVID-19 global pandemic has caused extraordinary challenges for Adventist Health hospitals and health care systems across the world including keeping front line workers safe, shortages of protective equipment, limited ICU bed space and developing testing protocols. They have also focused on helping patients and families deal with the isolation needed to stop the spread of the virus, and more recently vaccine roll out efforts. Adventist Health, like other health care systems, had to pivot its focus to meet the most urgent healthcare needs of its community during the pandemic, as well as reassess the ability to continue with some community health strategies due to public health guidelines for social distancing. Adjustments have been made to continue community health improvement efforts as possible, while ensuring the health and safety of those participating. Tax year 2022 was year three of the Implementation Strategy for the 2019 CHNA. Programs and activities provided to the community were in response to the priority health needs identified in the 2019 CHNA. Our 2019 CHNA identified four areas of significant need: Mental and Behavioral Health, Access to Health Care, Chronic Diseases, and Housing. Priority Need 1 - Mental and Behavioral Health - The goal is to reduce stigma of mental health for youth and seniors through education and engagement in the communities served by Adventist Health St. Helena & Vallejo (AHSH). Strategy 1.1 - Stigma reduction through increased education and awareness. Strategy 1.2 - Advance existing peer and professional counseling to struggling youth.Strategy 1.3 - Increase awareness and resources for seniors to live safely in home. Activity 1.1 - Teens Connect - Due to the impact of COVID-19 the Teens Connect program has been placed on hold since 2021. Activity 1.2 - Aldea Children & Family Services at Boys and Girls Clubs - This program provides mental health, child welfare and support services for individuals who have barriers in receiving treatment. Unfortunately, the collaboration did not continue in 2022 due to lack of personnel. Activity 1.3 - Healthy Minds Healthy Aging - This program provides screening for cognitive, behavioral and psychosocial health issues. The program has started a weekly senior women's support group at the Rianda House Amistad Y Apoyo (support and friendship) with an average attendance of seven people per week. There are currently three therapy clients as well. Activity 1.4 - Other: 1. Napa High School Resource Fair - Outreach event for Napa High School students specific to mental health awareness and resources - provided education and resources for the National Suicide Prevention Hotline - over 400 students/unique lives touched. 2. Quarterly participation in Solano County Psychiatric emergency resources group that provides education and linkages to uninsured/underinsured behavioral health patient population. 3. Participation in Solano Connex - a free community online and free mental health resource guide in which users local to our market are directed for mental health care across the entire continuum - open to all Solano County residents. 4. Mental Health Awareness Fair - Solano County - providing free clothing and mental health strategy sessions with one of our master's level clinicians - open to all residents of Solano County with a targeted audience of uninsured and underinsured population - up to 200 unique lives touched. Priority Need 2 - Access to Health Care and Health - The goal is to increase access to quality, culturally competent health care and health to underinsured, uninsured and vulnerable in the community served by AHSH. Strategy 1.1 - Identify and screen vulnerable community members providing education and resources for referrals to ongoing health management. Strategy 1.2 - Maintain and/or increase referrals for necessary diagnostic and surgical procedures for under or uninsured population. Activity 1.1 - Mobile Health Program - Our Mobile Health Program was actively engaged within our community throughout 2022. As AHSH seeks to improve the health and well-being of our communities, bringing healthcare to the consumer and meeting people where they are is crucial. AHSH's focus included providing flu and COVID-19 vaccination clinics, along with health assessments throughout Napa County. AHSH coordinated events that have provided free produce distribution for those who may not have the resources to healthy options. During 2022, our Mobile Health program served over 16,000 residents. Activity 1.2 - Operation Access - In 2022, physician volunteers provided 24 surgical procedures, diagnostic services for 19 individuals and 24 specialist evaluations. 100% of patients reported improved health, improved ability to work and improved quality of life. Additional Activities include our Blue Zones Project work around access to health care and improved health. Projects include: 1. SB 907 LEAF (Local Equitable Access to Food) (Calistoga, St. Helena). Submitted letter of support to California State Senate (Dr. Pan) for SB 907 Local Equitable Access to Food on 03/09/22. Submitted another letter of support for SB 907 to the Senate Agriculture Committee on 04/20/22, to the Assembly Human Services Committee on 06/08/22, and Assembly Committee on Agriculture on 06/21/22. Opted in on letter to Governor Newsom to sign the bill on 08/19/22. Bill passed on 09/28/22. 2. Plan and facilitate a panel of local mobile market and produce Rx experts for the mobile market workgroup (Calistoga, St. Helena, Yountville). BZP planned and facilitated a panel session of local and regional experts in the mobile market and produce Rx space. The session provided the BZP Mobile Market Workgroup ideas of successful models and filled knowledge gaps. 3. Establish food insecurity screening and referral through relevant healthcare providers and community-based programs (Regional). Blue Zones Project co-designed a food access resource with our Food Policy Committee that is printed and used by AHSH to distribute to patients experiencing food insecurity. The resource contains all Upper Napa Valley food distribution sites and is reprinted every few months with updated distribution information. 4. The Blue Zones Projects' Tobacco Polity Committee facility and supported a Calistoga and St. Helena school district Tobacco Protocol policy focusing on non-punitive options to addressing tobacco use along with a Youth Tobacco Resource list.Priority Need 3 - Chronic Diseases - Heart Disease, Obesity/Diabetes, Cancer - The goal is to increase community's knowledge and ability to self-manage their disease. Strategy 1.1 - Local education and screening capacity addressing heart disease, obesity/diabetes and cancer through mobile screening program, local events, and disease specific screening opportunities. Strategy 1.2 - Educate community on prevention of chronic diseases. Activity 1.1 - Dare to C.A.R.E - Due to the COVID-19 pandemic, Dare to CARE was put on hold back in early 2020 and currently remains on hold throughout 2022. Activity 1.2 - 4-Week Diabetes Education Course - With COVID-19 still present in 2022, there was limited number of community outreach and education classes conducted. The total number of persons served was three.Activity 1.3 - AHEAD Hereditary Cancer Screening - Number of participants screened: 1,102 with 190 directly affected and 912 unaffected. A total of 391 were classified as being high risk and eligible for genetic testing. A total of 427 patients were tested with 61 having pending results, 427 having high-risk negative results and 52 having pathogenic mutations. 41 individuals were recommended for prophylactic surgeries. Additional activities include our Blue Zones Project work. With Blue Zones coming into our community, we have been able to start the foundation to bring awareness around chronic disease heart disease, obesity/diabetes and cancer priority through the following activities. In 2022, the Blue Zones Blueprint was created and implemented. Projects centered around food and community engagement related to healthy food. 1. In partnership with the AHSH Cardiac Rehab Center, Blue Zones Project is working on supporting healthy cooking demonstrations for patients in need of plant-based, heart-healthy recipes. Part V, Section B, Line 11, continuation: 2. A regional support design of food skills inventory research project was created to determine assets and gaps in food skills with partnership from AHSH. Through various meetings, the first few steps of the research project, including tool development ("food skills inventory toolkit and "food skills - programs list") were created. The toolkit was reviewed and updated and a survey was created. The tools developed include an interview guide, an online survey questionnaire, sample email templates, and a contact list. Draft documents and data were further refined by BZ Food policy research team into a final community food skills development plan. The report will be shared with our Food Policy Committee to determine next steps in addressing identified food skills gaps 3. Regional partnership through a Farm to School Working Group to build capacity and develop a Farm to School pilot which includes harvest of the month and food/gardening skills components. A school garden environmental plan was created which allowed the formation of a farm to school working group which consisted of three Napa County school districts. A CDFA Farm to School Partnership Grant application was developed to regionally implement farm to school initiatives. Blue School Zones acted as the liaison between the working group and the two Up-Valley school district superintendents, securing buy-in for the CDFA program. Blue Zones Project also built relationships outside of the working group that became crucial partnerships for the grant (such as the local farmers' market) by drafting ten unique letters of support for the grant and coordinated submission. We also wrote most of the grant narrative, working closely with IHS as the grant's lead agency. In total, we brought 11 unique organizations to the table supporting the grant application. Priority Need 4 - HousingThe Adventist Health Inspire Hope program which was a community collaboration with World Vision to provide goods to individuals experiencing housing insecurity was not able continue in 2022 due to lack of staffing and resources. Priorities not addressed: No hospital can address all the health needs identified in its community. AHSH 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 needs that will not be directly addressed include 'Access to Health Foods' & 'Sexually Transmitted Diseases'. These needs will be addressed by other community organizations within the community. 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. 5 1 - AH St Helena - Martin ONeil Cancer Cente 10 Woodland Road St Helena CA 94574 Cancer treatment 2 - Mental Health 913 Washington Street Calistoga CA 94558 Psych/mental health 3 - AH St Helena - Coon Joint Replacement In 6 Woodland Road St Helena CA 94574 Orthopedics 4 - AH St Helena - Cardiology 999 Adams Street St Helena CA 94574 Outpatient clinic 5 - Occupational Medicine 10 Woodland Road St Helena CA 94574 Job care Part I, Line 7: The costs were determined by using a cost-to-charge ratio. The cost-to-charge computation is based on Hospital specific data included in the system-wide combined audited financial statements. The formula used for computation equals financial statement data as follows:Total expenses - (Provision for bad debts + Other revenue + Interest income)/Gross patient chargesThe Hospital is located in a medically underserved area and participates in a quality assurance fee program with the State of California to fund certain Medi-Cal coverage expansions. The state redistributes funds to hospitals that provide patient care to a higher proportion of indigent and medically underprivileged patients, who otherwise would most likely not have access to physicians and other medical services. The community benefit analysis includes receipts from this redistribution that are used to assist in partially offsetting the significant costs associated with providing patient care to this population group. The program may or may not continue in the future based on the State of California's regulations and policies and the approval of the federal government. Part II, Community Building Activities: The Hospital is involved in numerous community building activities which promote the health of the community. Overwhelmingly, we see diseases of despair including suicide, substance abuse, mental health and chronic illnesses plaguing the communities in which we have a significant presence in. These community concerns are addressed through health improvement, education, poverty, workforce development and access to care. This is why we have focused our work around addressing behavior and the systems keeping the most vulnerable people in cycles of poverty and high utilization. In an effort to heal these communities, we have strategically invested in our communities by partnering with national leaders in community well-being. We believe the power of community transformation lies in the hands of the community. Our solution for transformation is to create a sustainable model of well-being that measurably impacts the well-being of people, well-being of place and equity. In 2020, Adventist Health acquired Blue Zones as the first step toward reaching our solution. By partnering with Blue Zones, we will be able to gain ground in shifting the balance from healthcare treating people once they are ill to transformative well-being changing the way communities live, work and play. In 2021, Adventist Health committed to launching six Blue Zone Projects within our community footprint, and as we entered 2022 these projects are active. 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. These activities are not included elsewhere on Schedule H. 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 system-wide 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: The Hospital's 2022 Community Health Needs Assessment (CHNA), the 2023 Community Health Implementation Strategy (CHIS) approved in fiscal year 2023, and the 2022 Community Health Plan (CHP) updated for fiscal year 2022 are posted on the Hospital's website at: https://www.adventisthealth.org/st-helena/about-us/community-benefit/The two most recent CHNAs, the two most recent CHIS reports and the 2020, 2021 and 2022 CHP Updates are also available on the Adventist Health Corporate website at:https://www.adventisthealth.org/about-us/community-benefit/The 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, our hospitals support 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 the regions we serve. 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. 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 AH_Financial_Assistance_Policy_2022.pdf (adventisthealth.org):1. https://www.adventisthealth.org/patient-resources/bill-pay/financial-assistance/ 2. https://www.adventisthealth.org/documents/financial-assistance/13863-Self-Pay-Billing-and-Collection-Policy.pdfThese documents are available in multiple languages.At 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 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 AHSH service area exemplifies diversity and is known for beautiful vineyards, a culinary scene with renowned dining, and a popular tourist destination that brings visitors from across the country. Just over 196,000 residents call our service area home now, and the growth continues as the tranquility of this beautiful place becomes known. Total population of 196,116 is based on the 2020 decennial census. 65.40% of the population owns their home and 34.60% rents their home. Household income levels are slightly higher than the California average, with 54% of annual income going towards housing and transportation. Age ranges are consistent, with children ages 0 to 4 being the smallest population group at 5.3%, to age 65, the largest community group by age is those 65 and older, 19.7% of the population. The largest groups by population are Caucasian, followed by LatinX and Black.Nearly 30 percent of the St. Helena population is obese, and cancer risk (7.3%) and cancer mortality rates (152 per 100,000) are higher than in California and the United States. In the AHSH service area, 13.5% of adults report having poor mental health and 30% of Medicare beneficiaries have mental health and substance use conditions. Also among Medicare recipients, 4.6% have a substance use disorder, while 17.6% of the overall adult population binge drink. Unemployment and high cost of living contributes to increased stress by creating financial instability and barriers to basic needs like health services, food and housing. The suicide rate in our community (14.8 per 100,000) is higher than in California overall (10.5 per 100,000). 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 are 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; and 3. Interventions that may modify the factors to improve health outcomes.Improving population health requires effective initiatives to: 1. Increase the prevalence of evidence-based preventive health services and preventive health behaviors, 2. Improve care quality and patient safety, and 3. Advance care coordination across the health care continuum. 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 2022, AHSH continued the following actions in response to the needs created or exacerbated by COVID-19: Continued offering virtual healthcare visits; continued their online symptom tracker; and participated in a communitywide effort to vaccinate eligible community members. Additionally, AHSH supported the county's public health department mobile health program in launching a testing initiative to reach agricultural workers and vineyard/winery support staff on a bi-weekly basis to meet them where they are. This allowed AHSH to develop relationships, build trust and provide education on safety precautions to keep themselves and their families safe. 1 California Health Fund & Trust 1215 K Street Suite 800 Sacramento CA 95814 941498697 501(c)(3) 24915 0 Hlth srvs uninsured/underinsured pt Catholic Charities of the Diocese of Santa Rosa PO Box 4900 Santa Rosa CA 95402 942479393 501(c)(3) 81360 0 Nightingale Program Zero Prostate Cancer Run 515 King Street Suite 420 Alexandria VA 22314 593400922 501(c)(3) 10000 0 Prostate Cancer Run UpValley Family Centers of Napa County 1440 Spring Street St Helena CA 94574 800023012 501(c)(3) 25000 0 Promotoras (health care workers) 4 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 Wing Bill Dir/Asst Secr/Vice Chair thru 01/22 0 263334 0 662638 0 1585375 0 12220 0 44099 0 2567666 0 0 Heinrich Kerry Dir/Chair/CEO as of 01/22 0 1817710 0 76 0 313657 0 12220 0 62845 0 2206508 0 0 Hofheins Todd Dir/Vice Chair/COO as of 01/22 0 1358421 0 376216 0 237015 0 12220 0 60059 0 2043931 0 0 Jahn Andrew Care Division President thru 02/22 0 1047840 0 349414 0 12285 0 12220 0 61880 0 1483639 0 0 Beaman John CFO/Asst Secretary as of 01/22 0 1047636 0 298600 0 14860 0 12220 0 46256 0 1419572 0 0 Nahapetian Arby - Care Division Medical Officer thru 02/22 0 927049 0 234212 0 172850 0 12220 0 56317 0 1402648 0 0 Stevens Eric - President Northern CA/HI State Network 0 896507 0 250602 0 168205 0 12220 0 50625 0 1378159 0 0 Spenst Brett - Care Division Finance Officer thru 02/22 0 817612 0 416845 0 88367 0 12220 0 23881 0 1358925 0 0 Reiner Scott Former Dir/Chair/CEO thru 12/21 0 348458 0 870709 0 2906 0 12220 0 24432 0 1258725 0 0 Jobe Meredith Secretary 0 639741 0 154687 0 135608 0 12220 0 26964 0 969220 0 0 Byrnes John - Former Medical Officer, NCR thru 02/20 0 154814 0 187322 0 499068 0 12220 0 53644 0 907068 0 0 Howe Judson President, North Coast Network 0 523665 0 152359 0 106311 0 12220 0 41894 0 836449 0 0 Herber Steven President 0 506539 0 110875 0 89595 0 12220 0 56712 0 775941 0 0 Tetz Warren Treasurer thru 12/22 0 435029 0 63870 0 66456 0 12220 0 25660 0 603235 0 0 Valdez Rudolfo Supervisor, RN 213571 0 12559 0 140306 0 10993 0 50880 0 428309 0 0 0 Eller Jeff Former President, NCR 0 0 0 177886 0 174798 0 5337 0 47349 0 405370 0 0 Mensch Deborah Patient Care Executive 0 340524 0 11784 0 15833 0 11044 0 11048 0 390233 0 0 Burke Kimberlee Supervisor, RN 294238 0 3750 0 223 0 8946 0 75428 0 382585 0 0 0 Blethen Elisa - Former Fin Officer, Treas/Asst Secr thru 11/21 0 26071 0 49330 0 234833 0 9307 0 39818 0 359359 0 0 Lonto Robert Former Reg HP Dir, NCR thru 02/20 0 175680 0 73176 0 21565 0 8113 0 74035 0 352569 0 0 Nonescan Cindy RN 281975 0 0 0 0 0 8459 0 47293 0 337727 0 0 0 Hasso Ruth RN 304386 0 0 0 540 0 9148 0 12437 0 326511 0 0 0 Vazquez Elizabeth RN 283319 0 3750 0 0 0 8612 0 21776 0 317457 0 0 0 Lyons Timothy Medical Officer 0 0 0 0 0 291780 0 0 0 0 0 291780 0 0 Vichi Julie Finance Officer as of 11/22 0 161417 0 35935 0 5295 0 6079 0 19851 0 228577 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. Blethen, Elisa - severance payment - $234,009 Byrnes, John - severance payment - $465,750 Valdez, Rudolfo - severance payment - $106,673 Wing, Bill - severance payment - $1,584,880 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, Jeffrey Eller, Kerry Heinrich, Todd Hofheins, Andrew Jahn, Scott Reiner, Brett Spenst, and Bill Wing. A flexible benefits plan (CAA) is offered to groups of highly-compensated employees meeting certain criteria. The participants are provided with an of their corporate provided benefits. The balance is set aside for forfeiture and is at risk to the creditors of Adventist Health. Payouts substantial risks of forfeiture have lapsed. The plan was frozen for new amount equivalent to 41 percent of their base compensation, less the value nonvested deferred compensation that is subject to substantial risk of occur according to the participants' payment elections after all non-vested contributions in 2016. Jahn, Andrew - participant, no activity in 2022 Part II: Eller, Jeff, Former President, NCR was paid through an unrelated organization, Jeffrey D. Eller dba Mountaingate Coaching that was reported on Form 1099 and included in Schedule J, Part II. Lyons, Timothy, Medical Officer, was paid through an unrelated organization, Lyons Huber Anesthesia, Inc. that was reported on Form 1099 and included in Schedule J, Part II. Herber Timothy Family member of Officer, S. Herber 100347 Employment 0 Form 990, Part III, Line 4a: St. Helena Hospital, dba Adventist Health St. Helena (AHSH), 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 AHSH, 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 AHSH 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. AHSH 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 2022 was $550,092 The following Inpatient services were provided to all our patients: - 1,119 surgeries performed - 38,166 patient days The following Outpatient services were provided to all our patients: - 7,471 emergency department visits - 5,058 outpatient surgeries performed - 45,418 outpatient visits - 75,334 clinic visits AHSH 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 2022 was $27,385,105. Adventist Health's mission statement of living God's love by inspiring health, wholeness and hope is coupled with a vision to transform the health experience of our communities through collaborative programs, community investments and community outreach. We are inspired by the healing ministry, as represented by the life of Jesus Christ, and believe we are called to live out our mission intentionally in the communities we serve. In the small towns, suburbs, and inner cities we serve, we continue our journey to provide quality healthcare until every person made in God's image has experienced the best health today, hope for tomorrow, and God's love that endures forever. Websites for our community benefit information: https://www.adventisthealth.org/about-us/community-benefit/ Form 990, Part VI, Section A, line 6 The Hospital is organized as a religious corporation and operates as a not-for-profit hospital. 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, Section A, line 7a The Hospital's 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 sole corporate member, Adventist Health System/West, must approve all changes to the Articles of Incorporation and Bylaws. 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 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 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 50th 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 20,565,112. Management and general expenses 568,529. Fundraising expenses 0. Total expenses 21,133,641. Purchased medical services: Program service expenses 23,339,721. Management and general expenses 0. Fundraising expenses 0. Total expenses 23,339,721. All other purchased services: Program service expenses 10,850,307. Management and general expenses 1,717,065. Fundraising expenses 64,154. Total expenses 12,631,526. Contract labor: Program service expenses 5,986,609. Management and general expenses 60,296. Fundraising expenses 0. Total expenses 6,046,905. Other medical professional fees: Program service expenses 2,694,598. Management and general expenses 0. Fundraising expenses 0. Total expenses 2,694,598. Repairs and maintenance: Program service expenses 518,146. Management and general expenses 51,510. Fundraising expenses 2,262. Total expenses 571,918. Consulting and other management fees: Program service expenses 271,795. Management and general expenses 156,168. Fundraising expenses 19,784. Total expenses 447,747. Other professional fees non-medical: Program service expenses 99,380. Management and general expenses 134,294. Fundraising expenses 0. Total expenses 233,674. Form 990, Part XI, line 9: Change in interest in Foundation -576,580. Split-interest agreements - change in value -30,243. 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 Delano 1401 Garces Highway Delano CA 93215 770258013 Hospital CA 501(c)(3) Line 3 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 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 1 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 Saint Helena Hospital Foundation 10 Woodland Road St Helena CA 94574 201384250 Fundraising and investment management CA 501(c)(3) Line 12a, I N/A 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 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 Ventures 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 1 1 1 0 0 0 1 1 1 1 1 1 1 1 1 1 1