2022-11-11T10:20:00-06:00 2021-12-31 910189318 Moss Adams LLP 3121 W March Ln Ste 200 Stockton CA 952192367 990 2021-01-01 930429015 Portland Adventist Medical Center PORT 9164060000 10123 SE Market Street Portland OR 97216 Donald Welch Treasurer 9164060000 2022-10-26 1 Donald Welch 999009999 Tracy S Paglia P00366884 2099556100 2022-10-26 3 AAL1 IAL1 2021 2022-09-23 18:48:47Z Adventist Health Portland Kyle King 10123 SE Market Street Portland OR 97216 357653754 0 1071 X www.adventisthealth.org/portland/ X 1900 OR Living God's love by inspiring health, wholeness and hope. 14 11 1998 101 903143 100281 280800 275048 334935258 343424879 4711144 13318670 917940 172792 340845142 357191389 5550 0 0 0 169673393 167806435 122434 0 410460 167078619 182944039 336879996 350750474 3965146 6440915 378909823 362858300 174634313 194182044 204275510 168676256 X Living God's love by inspiring health, wholeness and hope. 0 0 280014546 0 343424879 See Schedule O 280014546 1 1 0 1 0 0 0 0 0 1 1 0 0 0 1 1 0 1 0 0 0 0 0 0 0 0 1 1 0 0 1 0 0 0 0 0 0 1 0 0 0 0 0 1 1 1 0 0 0 1 0 0 1998 1 1 1 0 0 0 0 0 0 0 0 0 0 0 X 14 11 0 0 0 0 1 1 1 1 1 0 0 1 1 1 1 1 1 1 1 1 1 OR X John Beaman CFO 9164060000 1 Adventist Health Way Roseville CA 95661 X Reiner Scott Chair/CEO thru 12/21 0.00 50.00 X X 0 2940088 62418 Wing Bill Dir/Asst Secr/Vice Chair 0.00 50.00 X X 0 2459079 76222 Jahn Andrew Care Division President 2.00 48.00 X 0 1848683 72937 Hofheins Todd CFO 0.00 50.00 X 0 1319147 59910 Newmyer Joyce Former President, PNR thru 08/20 0.00 50.00 X 0 1305176 68696 Nahapetian Arby Care Division Chief Medical Officer 2.00 48.00 X 0 1058113 78302 Spear Eugene Physician 50.00 0.00 X 1067132 0 68164 Boskind Jeffrey Physician 50.00 0.00 X 1018629 0 59362 Jobe Meredith Secretary 0.00 50.00 X 0 932705 59761 Alhumaid Fawaz Physician 50.00 0.00 X 909236 0 66928 Stevens Eric Care Division Operations Executive 2.00 48.00 X 0 884611 49992 Molloy Thomas Physician 50.00 0.00 X 861336 0 69302 Spenst Brett Care Division Finance Officer 2.00 48.00 X 0 786101 45300 Crook Stephen Physician 50.00 0.00 X 761504 0 60618 Rippey Wesley Area Medical Officer 50.00 0.00 X 0 733330 50664 Welch Donald Finance Officer/Interim Treasurer 50.00 0.00 X 0 655601 61956 King Kyle President 50.00 0.00 X 0 586265 63903 Brower Dorane Physican Services Exec thru 02/20 0.00 50.00 X 0 427617 70386 Knox Jody Physican Services Executive 0.00 50.00 X 0 428116 51976 Nutter Lucinda Patient Care Executive 50.00 0.00 X 0 420668 58971 Leach Judy - Former Strategy & Comm Exec, PNR thru 02/20 0.00 50.00 X 0 425901 49676 Voshell Shane Human Performance Executive, PNR 50.00 0.00 X 0 293963 74201 Lee Adam Business Development Executive 50.00 0.00 X 0 272436 74105 Heinrich Kerry Dir/CEO Elect as of 11/21 0.00 50.00 X 0 282697 2627 Shaker Kamal Medical Officer 0.00 50.00 X 0 235000 1842 Reppert Joseph Former CFO/Asst Secr thru 08/19 0.00 0.00 X 0 179119 11442 Russell David President thru 05/19 0.00 0.00 X 0 160414 7896 Freedman John Dir/Vice Chair/Chair as of 08/21 0.00 4.00 X X 0 26435 0 Banks David Director 0.00 4.00 X 0 26159 0 Cherry Robert Director 0.00 4.00 X 0 26159 0 Davis Andrew Director 0.00 4.00 X 0 26159 0 Innocent Larry Director 0.00 4.00 X 0 26159 0 Reiner Richard Director 0.00 4.00 X 0 26159 0 Graham Ricardo Dir/Chair thru 08/21 0.00 4.00 X X 0 19545 0 Woodson Marc Director 0.00 4.00 X 0 15909 0 Salazar Velino Director 0.00 4.00 X 0 6058 0 Ocampo Lucy Director 0.00 4.00 X 0 159 0 Fehr Joy Director 0.00 4.00 X 0 114 0 Newton Bradford Dir/Vice Chair as of 08/21 0.00 4.00 X X 0 0 0 4617837 18833845 1477557 334 1 1 0 Aya Healthcare Inc Dept 3519 Dallas TX 75312 Contract labor 3538187 Viking Engineering and Construction LLC PO Box 382 Gresham OR 97030 Construction services 3178077 Oregon Anesthesiology Group PC 707 SW Washington St Ste 700 Portland OR 97205 Medical services 3133137 Westways Staffing Services Inc PO Box 970 San Jose CA 95108 Contract labor 2735665 Comphealth Inc PO Box 972651 Dallas TX 75397 Medical services 1674532 40 33413 241635 275048 Patient service revenue 621110 331088918 331088918 Premium revenue 621110 4888812 4888812 Incentive/quality revenue 621990 3859491 3859491 Related rental income 531120 2259300 2259300 Other revenue 621990 1328358 598007 730351 343424879 6416206 6416206 7364829 462365 6902464 6902464 6902464 Passthrough Income 523000 172792 172792 172792 357191389 342694528 903143 13318670 X 308728 308728 138581011 125733027 12607608 240376 4161402 3733482 421269 6651 15715762 14642609 1056560 16593 9039532 8267734 758034 13764 32971949 32971949 272246 272246 2448 2448 17270 17270 36938092 32828631 4001428 108033 1286177 1286177 1824422 1579256 242530 2636 8996951 1958580 7038371 9975003 8930233 1022428 22342 455438 415174 40264 143497 112969 30528 2542841 2542841 13851639 13463837 387802 1796807 1700199 96608 Patient care supplies 46821968 46769972 51931 65 Quality assurance fee 16132486 16132486 Income taxes 201776 264 201512 8713029 877254 7835775 350750474 280014546 70325468 410460 177642073 160400444 38862425 48554404 4508871 5080623 1059678 580713 383858290 241113806 144714952 142744484 41200 0 3091050 3091050 8989574 2406582 378909823 362858300 33674789 42799742 930584 841774 140028940 150540528 174634313 194182044 X 199654849 164285428 4620661 4390828 204275510 168676256 378909823 362858300 X 6440915 -41867377 -172792 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 17270 17270 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. 8877613 118416 186046 704340 8477735 9141943 269503 -213633 320200 8877613 8864875 493428 185688 402048 9141943 8798496 524630 137502 595753 8864875 8797541 423076 115160 537081 8798496 0.48210 0.00000 0.51790 0 0 4742669 4742669 206852718 135017635 71835083 28069310 11484749 16584561 144193593 94611422 49582171 142744484 Payables to related organizations 108356517 Other liabilities 29012897 Payables to third-party payors 13100614 Income taxes payable 70500 150540528 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 50l(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, 2021 and 2020, 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 2018 in major tax jurisdictions. 1 1 X 1 X 1 X 1 1 1 0 1 1 2099692 2099692 0.00600 85037064 70485280 14551784 0.04150 87136756 70485280 16651476 0.04750 4433078 4433078 0.01260 283600 48151 235449 0.00070 807 807 0.00000 4717485 48151 4669334 0.01330 91854241 70533431 21320810 0.06080 1 2310198 524917 41479421 42363437 -884016 X 1 1 1 Assn-Unit Owners Plaza Conf Condo association mgmt 0.90000 0.10000 1 1 Adventist Health Portland 10123 SE Market Street Portland OR 97216 www.adventisthealth.org/Portland 14-1127 X X X Adventist Health Portland 1 0 0 1 X X X X X X X X X 19 1 0 1 1 X See Sch H Part VI - Needs Assesment X See Sch H Part VI - Needs Assesment X 1 19 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 A: Audiology (1); Imaging (2); Physician Clinics (22); Rehab (PT/OT/Sp) Clinics (9); Urgent Care (2); Wound Care (1) Adventist Health Portland Part V, Section B, Line 5: The 2019 CHNA data collection process can be summarized as follows:1. review of prior CHNA reporting efforts; 2. collection of most recently available demographic, socioeconomic and health indicator data; 3. Community data gathering accomplished through provider surveys and listening sessions. Data gathering was accomplished by using a widely-distributed community survey. Adventist Health Portland has chosen two different community surveys to be able to take into account the various groups that need to be represented. To not duplicate responses, Adventist Health Portland has chosen to use the Healthy Columbia Willamette (HCWC) as their main source of primary data for our service area. A second survey ("service provider" survey) was conducted to gather the opinions of the community from various health experts in our community. Additionally, nine listening sessions included the rural community, seniors, veterans, ethnic diversity and those in housing insecurity for a total of 104 participants. Secondary data sources include collected data on key health indicators, morbidity, mortality, and various social determinants of health from the Census, Centers for Disease Control and Prevention, Community Commons, and various other state and federal databases. Adventist Health Portland Part V, Section B, Line 6b: The Healthy Columbia Willamette Collaborative data was utilized in the 2019 CHNA. It is a large public-private collaborative comprised of 14 hospitals and four local public health departments in the four-county region. Members include: Adventist Medical Center, Clackamas County Health Department, Clark County Public Health Department, Kaiser Permanente, Legacy Emanuel Medical Center, Legacy Good Samaritan Medical Center, Legacy Meridian Park Medical Center, Legacy Mount Hood Medical Center, Legacy Salmon Creek, Multnomah County Health Department, Oregon Health & Science University, PeaceHealth Southwest Medical Center, Providence Milwaukie, Providence Portland, Providence St. Vincent, Providence Willamette Falls, Tuality Healthcare and Washington County Health Department. Adventist Health Portland 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. Our 2019 CHNA identified four significant health needs: Chronic Disease, Access to Care, Behavioral Health, and Social Determinants: Food Access/Safety. Priority Need 1 - Chronic Disease - The goal is to work collaboratively to reduce the incidence and impact of chronic diseases like heart disease, cancer, and diabetes through culturally sensitive screening, education and treatment, including the use of lifestyle medicine approaches. Strategy 1 - Community Health Screenings and interactive education activities around certain health conditions (CVD, CA, COVID-19, Diabetes and Obesity) with attention to the benefits/"How to" of moving towards a more whole food, plant-based diet, and other healthy lifestyle practices (e.g. sleep, exercise, and stress management). Activity 1.1 - Targeted Screening & Learning Activities/Events, and Activity 1.2 - Professional Lifestyle Medicine - Due to COVID-19 and staff shortages our community programs were placed on hold and not active during 2021. We continued to collaborate with internal & external community-based organizations to offer limited services where needed. As we continue to work through the pandemic and look into the future, our hope is to get programs up and running by mid-2022.Priority Need 2 - Access to Care - The goal is to work with others to improve the access to quality, culturally appropriate health care services in our service area, and to work proactively to increase the numbers of those entering health care careers. Strategy 1 - Provide greater access to culturally responsive medical/dental services for low-income, underserved and immigrant individuals and families through direct services and selected partnerships. Strategy 2 - Provide educational opportunities to improve access to health professionals in the future. Activity 1.1 - Impact Your Health/Compassion Connect clinic events - All community medical, dental and vision clinics were cancelled due to COVID, as well as the Compassion Connect clinics. Activity 1.2 - Project Access Now - Program support continued in 2021. Funding support provided direct patient care for an estimated 1,855 individuals and additional assistance with enrolling in health plans. Activity 1.3 - Slavic Navigator Outreach Program - program was active during 2021. Much of their work was directed towards COVID prevention education and answering community questions. Included media articles/posts, radio interviews and phone-based work with patients, providers, civic leaders, etc. Other planned community events were cancelled due to COVID-19. A total of 11,966 touches were reported specific to Slavic community. Activity 1.4 - Student Healthcare Leaders Program - This program was reactivated in Fall of 2021. There were two sessions in 2021 (Summer & Fall Term). The number of graduating students in the summer included 20 students served. The number of graduating students in the fall included 25 students served. Additional activities involving patient transport - program services were significantly reduced but a total of 9,300 miles of roundtrip transportation services were provided. Priority Need 3 - Behavioral Health & Well-Being - The goal is to support the development of a robust and sustainable behavioral health care system for the Greater Portland Area, and create school support resources that nurture overall well-being.Strategy 1 - Improve access to stable emergency and other more formal behavioral health/addiction recovery services through direct services funded partnerships. Strategy 2 - Provide a variety of addiction, grief, social and spiritual support, and education services. Activity 1.1 - BH/SUD IP/Emergent Care via UNITY Center - Our ongoing partner support of the UNITY Center for Behavioral Health - This program is currently on hold due to COVID-19.Activity 1.2 - Enhancing SUD Care via FORA Health partnership - This program is currently on hold due to COVID-19.Activity 1.3 - First Friday - In 2021, a total of three sessions were offered, with approximately 375 people served. Activity 1.4 - Support Groups (Smoking, Grief, Cancer) and virtual Behavioral Health classes - A total of 20 people were served through the Grief Support Group Series. Additional activities included new online programs in grief, burnout, divorce recovery, and suicide sessions were provided in 2021 and offered to the community. Within our grief group, a total of 41 people joined the eight-week session. A total of 39 people joined the burnout eight-week session. Priority Need 4 - Food Insecurity/Access - The goal is to improve access to quality nutrition for food insecure groups and build capacity for greater community nutrition self-support. Strategy 1 - Support community and school gardens for low-cost fresh produce, outdoor exercise, community-building, and increased self-sufficiency especially for Black, Indigenous, People of Color (BIPOC)/refugee community. Activity 1.1 - Community Garden - The Market Street Garden continued in 2021. The garden provided 54 refugee families with a total of 42,000 square feet of growing space with an emphasis on the production of hard to find, culturally specific produce items. As we enter 2022, other community garden collaborations are in the works and are expected to deploy in 2022. Priority needs not addressed:No hospital can address all the health needs identified in its community. Adventist Health Portland 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 address include the following: 1. Housing - We have made significant investments in this area in the past and will continue to support small projects/facilities as possible. Limited current resources for large projects. 2. Alcohol & Drug Misuse - This is addressed somewhat though our clinics and there are other community organizations taking the lead on this health priority. One is Fora Health who is moving in next door to us. We are looking at partnership possibilities for the future. 3. Liver Disease and Sexually Transmitted Diseases - There are others working in this area and resources are limited in this area outside of our primary care work, and support of community clinics. 4. Transportation - Beyond a limited program for some patients, addressing this need will effectively require more financial resources than we can commit to at this time. Adventist Health Portland 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. 35 1 - AH Gresham Station Imaging Center 831 NW Council Drive Suite 100 Gresham OR 97030 Imaging services 2 - AH Medical Group-NW Reg Heart & Vasc 10000 SE Main Street Suite 60B Portland OR 97216 Physician clinic 3 - AH Medical Group-NW Orthopedic Specialis 10000 SE Main Street Suite 224 Portland OR 97216 Physician clinic 4 - AH Medical Group-Multi Spec Surgery Clin 10000 SE Main Street Suite 316 Portland OR 97216 Physician clinic 5 - AH Physical Therapy-Campus Rehab 10101 SE Main Street LL Portland OR 97216 Physical therapy clinic 6 - AH Medical Group-Gastroenterology Clinic 10000 SE Main Street Suite 112 Portland OR 97216 Physician clinic 7 - AH Medical Group-Gresham Station 831 NW Council Drive Suite 101 125 Gresham OR 97030 Physician clinic 8 - AH Wound Healing and Hyperbaric Medicine 10201 SE Main Street Suite 9 Portland OR 97216 Wound care services-hospital outpatient 9 - AH Medical Group-Parkrose Primary CareI 1350 NE 122nd Avenue Suite 100 Portland OR 97230 Physician clinic 10 - AH Medical Group-Cherry Park FP 10201 SE Main Street Suite 10 12 Portland OR 97216 Physician clinic 11 - AH Medical Group-Clackamas 10151 SE Sunnyside Road Suite 100 Clackamas OR 97015 Physician clinic 12 - AH Medical Group-NW Reg Heart & Vasc 2700 SW Stratus Avenue Suite 406 McMinnville OR 97128 Physician clinic 13 - AH Clackamas Imaging Center 10151 SE Sunnyside Road Suite 100 Clackamas OR 97015 Imaging services 14 - AH Medical Group-Troutdale Clinic 1700 SW 257th Avenue Troutdale OR 97060 Physician clinic 15 - AH Medical Group-Portland Lung Clinic 10201 SE Main Street Suite 11 Portland OR 97216 Physician clinic 16 - AH Medical Group-Parkrose Urgent Care 1350 NE 122nd Avenue Suite 200 Portland OR 97230 Physician clinic/urgent care 17 - AH Physical Therapy Gresham 831 NW Council Drive Suite 200 Gresham OR 97030 Physical therapy clinic 18 - AH Medical Group-Rheumatology & Endocrin 10101 SE Main Street Suite 2011 Portland OR 97216 Physician clinic 19 - AH Speech Therapy 10201 SE Main Street Suite 4 Portland OR 97216 Speech therapy services 20 - AH Medical Group-NW Regional Surgical As 10000 SE Main Street Suite 365 Portland OR 97216 Physician clinic 21 - AH Physical Therapy Clackamas 10151 SE Sunnyside Road Suite 100 Clackamas OR 97015 Physical therapy clinic 22 - AH Occupational Therapy 10201 SE Main Street Suite 4 Portland OR 97216 Occupational therapy clinic 23 - AH Physical Therapy Parkrose 1350 NE 122nd Avenue Suite 200 Portland OR 97230 Physical therapy clinic 24 - AH Physical Therapy Sandy 37095 SE Highway 26 Suite 102 Sandy OR 97055 Physical therapy clinic 25 - AH Medical Group-Sandy Family Practice 17055 Ruben Lane Sandy OR 97055 Physician clinic 26 - AH Medical Group-Sandy Urgent Care 17055 Ruben Lane Sandy OR 97055 Physician clinic/urgent care 27 - AH Medical Group-Wound Health & Hyperbar 10201 SE Main Street Suite 9 Portland OR 97216 Physician clinic 28 - AH Medical Group-Damascus 14450 SE Royer Road Damascus OR 97089 Physician clinic 29 - AH Medical Group-Diabetes Clinic 10101 SE Main Street Suite 2011 Portland OR 97216 Physician clinic 30 - AH Medical Group-Sleep Clinic 10201 SE Main Street Suite 29 Portland OR 97216 Physician clinic 31 - AH Medical Group-Occupational Med Parkro 1350 NE 122nd Avenue Suite 200 Portland OR 97230 Physician clinic 32 - AH Physical Therapy Vancouver 16096 SE 15th Avenue Vancouver WA 98683 Physical therapy clinic 33 - AH Specialty Rehab 10201 SE Main Street Suite 1 Portland OR 97216 Specialty rehab clinic 34 - AH Audiology 10201 SE Main Street Suite 1 Portland OR 97216 Audiology services 35 - AH Medical Group-Infectious Disease Clin 10201 SE Main Street Suite 29 Portland OR 97216 Physician 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 audited combined financial statements. The formula used for computation equals financial statement data labeled as follows for 7a-c:(Total expenses - (Provision for bad debts + Other revenue + Interest income))/Gross patient chargesLines 7f and i are calculated based on specific expenses and revenues 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 enter 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. 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. 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, those accounts would have been reclassified from bad debt expense to charity care. 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 2019 CHNA, the 2022 Community Health Plan (CHP) Update for fiscal year 2021, and the 2020 Implementation Strategy adopted in 2020 are posted on the Hospital's website at:https://www.adventisthealth.org/about-us/community-benefit/The most recent Community Health Needs Assessment, two most recent Implementation Strategy reports and the most recent 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, 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:https://www.adventisthealth.org/documents/financial-assistance/ENG_PFS-112_Financial-Assistance-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 prime service area for Portland Adventist Medical Center is the following areas of Multnomah and Clackamas Counties: Mid County, East County, and the eastern most portions of Central Eastside and Southeast. Also included would be the areas of Clackamas County that border East County and Southeast Multnomah County and the Sandy region. Total population for the primary service area is 567,931 with a density of 1,238.97 per square mile. Population under 18 years of age is 22.24% as compared to the state average of 21.27%. Population of adults over the age of 65 is 14.14% as compared to the state average of 16.72%. The population of with limited English proficiency is 10.63% which is significantly higher that the state average of 5.83%. People in the service area have a life expectancy of 78.11 years as compared to the state average of 79.22 years. The uninsured rate is also higher than the state average at 7.91% as opposed to 7.27%. Children living in poverty accounts for 20.41% of the service area which is far above the state average of 18.03%. Adventist Health Portland's primary service area also has a lower graduation rate of 77.90% than the state average of 79.4%. 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 OR Part VI: Other information: In 2021, Adventist Health Portland continued to take the following actions in response to the needs created or exacerbated by COVID-19: Continued to offer virtual healthcare visits; continued their online symptom tracker; and participated in communitywide efforts to vaccinate eligible community members. Additionally, the Hospital provided health translators to those who spoke a language other than English; provided financial assistance to community members to help pay off medical bills; and supported the local Compassion Clinic to ensure health activities continued. Services offered throughout the pop-clinics include but are not limited to health and well-being checks, dental services, mental health therapy services and free meals provided to those in need. X X X X 1 1 0 0 0 0 0 0 0 Reiner Scott Chair/CEO thru 12/21 0 1801000 0 1112062 0 27026 0 11644 0 50774 0 3002506 0 0 Wing Bill Dir/Asst Secr/Vice Chair 0 1440800 0 991833 0 26446 0 11644 0 64578 0 2535301 0 0 Jahn Andrew Care Division President 0 1044420 0 600285 0 203978 0 11644 0 61293 0 1921620 0 0 Hofheins Todd CFO 0 999600 0 116549 0 202998 0 11644 0 48266 0 1379057 0 0 Newmyer Joyce Former President, PNR thru 08/20 0 728980 0 447399 0 128797 0 11644 0 57052 0 1373872 0 107631 Nahapetian Arby Care Division Chief Medical Officer 0 700000 0 222478 0 135635 0 11644 0 66658 0 1136415 0 0 Spear Eugene Physician 979578 0 56899 0 30655 0 11644 0 56520 0 1135296 0 0 0 Boskind Jeffrey Physician 1002818 0 0 0 15811 0 12331 0 47031 0 1077991 0 0 0 Jobe Meredith Secretary 0 616324 0 169142 0 147239 0 14609 0 45152 0 992466 0 0 Alhumaid Fawaz Physician 792388 0 67867 0 48981 0 11644 0 55284 0 976164 0 0 0 Stevens Eric Care Division Operations Executive 0 749000 0 76 0 135535 0 16336 0 33656 0 934603 0 0 Molloy Thomas Physician 837686 0 23650 0 0 0 11644 0 57658 0 930638 0 0 0 Spenst Brett Care Division Finance Officer 0 734400 0 38124 0 13577 0 11644 0 33656 0 831401 0 0 Crook Stephen Physician 752514 0 8990 0 0 0 11644 0 48974 0 822122 0 0 0 Rippey Wesley Area Medical Officer 0 485843 0 152171 0 95316 0 11644 0 39020 0 783994 0 0 Welch Donald Finance Officer/Interim Treasurer 0 425025 0 149357 0 81219 0 11644 0 50312 0 717557 0 0 King Kyle President 0 423300 0 108315 0 54650 0 14134 0 49769 0 650168 0 0 Brower Dorane Physican Services Exec thru 02/20 0 300531 0 88292 0 38794 0 11644 0 58742 0 498003 0 0 Knox Jody Physican Services Executive 0 295000 0 75869 0 57247 0 13662 0 38314 0 480092 0 0 Nutter Lucinda Patient Care Executive 0 291000 0 83833 0 45835 0 11644 0 47327 0 479639 0 0 Leach Judy - Former Strategy & Comm Exec, PNR thru 02/20 0 316851 0 70336 0 38714 0 11644 0 38032 0 475577 0 0 Voshell Shane Human Performance Executive, PNR 0 208865 0 62961 0 22137 0 12840 0 61361 0 368164 0 0 Lee Adam Business Development Executive 0 226856 0 23986 0 21594 0 10808 0 63297 0 346541 0 0 Heinrich Kerry Dir/CEO Elect as of 11/21 0 138538 0 123000 0 21159 0 0 0 2627 0 285324 0 0 Shaker Kamal Medical Officer 0 234300 0 700 0 0 0 0 0 1842 0 236842 0 0 Reppert Joseph Former CFO/Asst Secr thru 08/19 0 0 0 0 0 179119 0 0 0 11442 0 190561 0 0 Russell David President thru 05/19 0 0 0 0 0 160414 0 0 0 7896 0 168310 0 80809 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. Reppert, Joseph - severance payment - $179,957 Russell, David - severance payment - $79,899 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 Todd Hofheins, Andrew Jahn, Joyce Newmyer, 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 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 2021 Newmyer, Joyce - $107,631 Russell, David - $80,809 Brower Charles Family member of former Key EE, D. Brower 115807 Employment 0 Lee Jessica Family member of former Officer, D. Russell 22984 Employment 0 Russell Kevin Family member of former Officer, D. Russell 169937 Employment 0 Form 990, Part III, Line 4a: Portland Adventist Medical Center, dba Adventist Health Portland (AHPL), 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 AHPL, 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 AHPL 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. AHPL 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 2021 was $16,651,476. The following Inpatient services were provided to all our patients: - 473 babies delivered - 1,592 surgeries performed - 30,810 patient days The following Outpatient services were provided to all our patients: - 39,179 emergency department visits - 4,482 outpatient surgeries performed - 178,901 outpatient visits - 281,673 clinic visits AHPL 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 2021 was $4,669,334. 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 System Senior Finance Officer and Market Finance 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. Copies for the officers and key employees' COIs are kept in their personnel files. 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 Performance 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. A hospital president has a maximum potential incentive of 30 or 35 percent of base salary based upon size and scope of hospital (Incentive potential is industry norm). Other hospital executives have a maximum potential incentive of 25 to 30 percent of base salary. 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 9,215,853. Management and general expenses 2,625,138. Fundraising expenses 0. Total expenses 11,840,991. Contract labor: Program service expenses 10,281,076. Management and general expenses 39,272. Fundraising expenses 0. Total expenses 10,320,348. All other purchased services: Program service expenses 8,751,733. Management and general expenses 914,890. Fundraising expenses 108,033. Total expenses 9,774,656. Purchased medical services: Program service expenses 3,016,924. Management and general expenses 104,549. Fundraising expenses 0. Total expenses 3,121,473. Consulting and other management fees: Program service expenses 449,540. Management and general expenses 285,165. Fundraising expenses 0. Total expenses 734,705. Other non-medical professional fees: Program service expenses 698,547. Management and general expenses 28,373. Fundraising expenses 0. Total expenses 726,920. Repairs and maintenance: Program service expenses 404,890. Management and general expenses 4,041. Fundraising expenses 0. Total expenses 408,931. Other professional medical fees: Program service expenses 10,068. Management and general expenses 0. Fundraising expenses 0. Total expenses 10,068. Form 990, Part XI, line 9: UBI from passthrough investments -172,792. 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 Portland Accountable Care LLC 10123 SE Market Street Portland OR 97216 Managed care management OR 0 0 Portland Adventist Medical Center Healthcare Resources Northwest LLC 2625 SE 98th Avenue Portland OR 97266 461719208 Network of provider OR 3491183 14806970 Portland Adventist Medical Center 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 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 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 PAR LLC 8440 SE Sunnybrook Blvd Suite 100 Clackamas OR 97015 931262371 Retirement community OR N/A Unrelated 171917 0 172792 0 0.50000 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 PVHR LLC dba Paradise Village 8440 SE Sunnybrook Blvd Suite 100 Clackmas OR 97015 260622555 Real property rental OR N/A 0 0 PVHR2 LLC dba Parkview at Paradise Village 8440 SE Sunnybrook Blvd Suite 100 Clackmas OR 97015 473300170 Real property rental OR N/A 0 0 WWGHR LLC 8440 SE Sunnybrook Blvd Suite 100 Clackmas OR 97015 810591221 Rental OR N/A 0 0 Association of Unit Owners of Portland Adventist Condo 10101 SE Main Street Portland OR 97216 930887521 Condo association - 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