2021-11-10T17:47:34-06:00 2020-12-31 910189318 Moss Adams LLP 3121 W March Ln Ste 200 Stockton CA 952192367 990 2020-01-01 930622075 Northwest Medical Foundation Tillamook NORT 9164060000 1000 Third Street Tillamook OR 97141 Micah Smith Treasurer 9164060000 2021-10-24 1 Micah Smith 999009999 Tracy S Paglia P00366884 2099556100 2021-10-25 2 AAL1 IAL1 2020 2022-09-23 18:48:47Z Adventist Health Tillamook Eric Swanson 1000 Third Street Tillamook OR 97141 100489282 0 1071 X www.adventisthealth.org/tillamook/ X 1973 OR Living God's love by inspiring health, wholeness and hope. 14 12 662 74 0 0 283663 484076 93519298 98435134 1794429 1569552 0 -679 95597390 100488083 261 0 0 0 45677450 44336424 0 0 193570 45816947 49140085 91494658 93476509 4102732 7011574 75433844 95488229 16229792 29272603 59204052 66215626 X Living God's love by inspiring health, wholeness and hope. 0 0 71973992 0 98435134 See Schedule O 71973992 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 0 0 1 0 0 0 0 0 0 1 0 0 0 0 0 0 1 0 0 0 1 0 0 662 1 0 0 0 0 0 0 0 0 0 0 0 0 X 14 12 0 0 0 0 1 1 1 1 1 0 0 1 1 1 1 1 1 1 1 0 OR X Todd Hofheins CFO 9164060000 PO Box 619135 Roseville CA 95661 X Reiner Scott Dir/Chair 0.00 50.00 X X 0 2358378 54819 Wing Bill Dir/Asst Secr/Vice Chair 0.00 50.00 X X 0 1760327 59054 Jahn Andrew President, Care Division 2.00 48.00 X 0 1365841 59307 Newmyer Joyce President, PNR 12.50 37.50 X 0 933247 62067 Nahapetian Arby - Care Division Chief Medical Officer 2.00 48.00 X 0 868206 54711 Reppert Joseph Former CFO/Asst Secr thru 08/19 0.00 0.00 X 0 813425 41111 LaFleur Brett Physician 50.00 0.00 X 784058 0 43713 Jobe Meredith Secretary 0.00 50.00 X 0 769985 43868 Welch Donald Finance Officer, PNR 12.50 37.50 X 0 597456 53834 Butler David President thru 08/19 0.00 50.00 X 0 550904 59307 Kaba David Physician 50.00 0.00 X 491109 0 49015 Hofheins Todd CFO as of 08/20 0.00 50.00 X 0 469107 13281 Mitchell Brandon Physician 50.00 0.00 X 354891 0 54048 Leach Judy Strategy & Comm Exec, PNR 0.00 50.00 X 0 358886 39489 Halferty Michael Physician 50.00 0.00 X 342005 0 54120 Thompson Albert Physician 50.00 0.00 X 360324 0 28080 Swanson Eric President 50.00 0.00 X 0 327157 26442 Voshell Shane Reg HR Dir, PNR 0.00 50.00 X 0 271024 58224 Smith Micah Treas/Asst Secr 50.00 0.00 X 0 256052 54536 Saxon Kathleen PT Care Executive 0.00 50.00 X 0 262289 40709 Wagner Jack Former Asst Secr thru 03/18 0.00 0.00 X 0 269387 13558 Seufert Regina Physician/Clinic Svcs Exec 0.00 50.00 X 0 243589 26437 Lee Adam Dir Marketing & Comm, PNR 0.00 50.00 X 0 197098 39016 Freedman John Director 0.00 4.00 X 0 27216 0 Davis Andrew Director 0.00 4.00 X 0 26971 0 Reiner Richard Director 0.00 4.00 X 0 26764 0 Cherry Robert Director 0.00 4.00 X 0 26160 0 Innocent Larry Director 0.00 4.00 X 0 25608 0 Graham Ricardo Director 0.00 4.00 X 0 23359 0 Heinrich Kerry Director 0.00 4.00 X 0 20608 0 Woodson Marc Director 0.00 4.00 X 0 20608 0 Ocampo Lucy Director 0.00 4.00 X 0 20358 0 Banks David Director 0.00 4.00 X 0 15441 0 Salazar Velino Director 0.00 4.00 X 0 6651 0 Fehr Joy Director 0.00 4.00 X 0 108 0 Philip Celeste Director thru 04/20 0.00 4.00 X 0 0 0 2332387 12912210 1028746 80 1 1 0 Tillamook Emergency Services Inc 1000 Third Street Tillamook OR 97141 Physician Services 2381872 Comphealth Inc PO Box 972651 Dallas TX 75397 Physician Services 1321344 Bivens Medical Corporation 20105 Geisendorfer Rd Applegate CA 95703 Physician Services 1299089 Staff Care Inc PO Box 281923 Atlanta GA 30384 Physician Services 823627 Rural Physicians Group Pannu PLLC 10624 S Eastern Ave Ste A-263 Henderson NV 89052 Physician Services 722193 17 10000 474076 484076 Patient service revenue 900099 89311448 89311448 CAREs Act funding 900099 6984471 6984471 Rental income 531120 53792 53792 Dietary services 722210 47364 47364 Management fees 900099 36472 36472 2001587 2001587 98435134 1569245 1569245 307 0 307 307 307 520 1199 -679 -679 100488083 98435134 0 1568873 X 31737 31737 34282916 31189367 2961981 131568 1373430 1316845 51518 5067 6392075 5952657 395074 44344 2256266 2032521 213050 10695 8741093 340245 8400848 74062 74062 5209 5209 15848737 10803474 5045263 3280 3280 879482 567322 311745 415 3322702 494937 2827765 2063154 1799757 263397 239327 151493 86853 981 127301 125676 1130 495 101894 101894 2206743 2192907 13836 600425 600425 Patient care supplies 10431563 10431558 5 Quality assurance fee 3770893 3770893 Rental/leases costs, eq 66128 65075 1053 658092 658092 93476509 71973992 21308947 193570 43899003 61883155 11101 384 10895719 12798550 1166764 1236966 181797 148879 53743598 40245742 14015700 13497856 5263760 5922439 75433844 95488229 7311195 6902161 22710 130977 8895887 22239465 16229792 29272603 X 59052862 65966728 151190 248898 59204052 66215626 75433844 95488229 7011574 0 X 0 1 X 1 0 X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED 0 0 0 0 0 0 0 0 1 5209 5209 0 Part II-B, Line 1, Lobbying Activities: The Hospital belongs to industry and professional associations - such as the Oregon Association of Hospital and Health Systems - for which a portion of the membership dues is used for lobbying activities. 151190 358438 260729 248899 123746 258531 67558 163529 151190 63235 121979 17988 43480 123746 41331 96447 19446 55097 63235 697451 101947 758067 41331 0.04020 0.00000 0.95980 0 0 1056181 1056181 29718364 22392069 7326295 1967747 1444988 522759 21001306 16408685 4592621 13497856 Receivables from third-party payors 5087457 Other receivables 671194 Receivables from related organizations 144557 Other assets 19231 5922439 Payables to third-party payors 7908690 Other liabilities 8211103 Payables to related organizations 6119672 22239465 X Part V, Line 4: Board-designated, temporary and permanently restricted 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, 2020 and 2019, 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 2016 in major tax jurisdictions. 1 1 X 1 X 1 X 1 1 1 0 1 1 2190539 2190539 0.02340 21519927 22652028 0 0.00000 23710466 22652028 2190539 0.02340 877923 622479 255444 0.00270 378896 378896 0.00410 163396 177 163219 0.00170 29256 29256 0.00030 1449471 622656 826815 0.00880 25159937 23274684 3017354 0.03220 2469 2469 0.00000 2570 2570 0.00000 5039 5039 0.00000 1 1083501 395257 27681234 27397541 283693 X 1 1 1 1 Northwest Med Found Tillamook 1000 Third Street Tillamook OR 97141 adventisthealth.org/Tillamook 14-1177 X X X X Northwest Med Found Tillamook 1 0 0 1 X X X X X X X X X 19 1 1 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 1 1 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 Northwest Med Found Tillamook 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. Qualitative data gathering was accomplished by using a widely-distributed community survey, engaging with community focus groups and conducting key stakeholder interviews.From April 22, 2019 to June 12, 2019, focus groups, key informant interviews and surveys were administered. Approximately 131 people were surveyed to obtain input from the community in the form of three focus groups (with a total of 26 focus group participants), 17 key informant interviews and 81 people responded to the online survey.Key informant interviews were comprised of community leaders representing a broad range of organizations such as school districts, non-profits, and community resource centers. Among the key informants were Project and School Resources Coordinators, Executive Directors, CEO's, College Presidents, School Superintendents of agencies that provide a wide range of services to the residents in Tillamook County.Individuals who participated in the survey shared similarities with people who participated in the key informant interviews and focus groups. Majority of the survey respondents lived in Tillamook County (97%), and only 2% reported living outside the county boundaries. There were participants from various Tillamook County zip codes including 97101, 97107, 97112, 97118, 97122, 97130, 97131, 97134, 97135, 97136, 97141, 97143, 97147, 97367, 97370, which represent many cities across the county. Secondary data sources included publicly available state and nationally recognized data sources. Data on key health indicators, morbidity, mortality, and various social determinants of health were collected from the Annie E. Casey Foundation Kids County Data Center, CARES Engagement Network, Feed America, Map the Meal Gap, National Income Low Housing Coalition, Regional Health Assessment & Regional Health Improvement Plan 2019, Robert Wood Johnson Foundation, County Health Rankings and Roadmaps, 2019 and various other state and federal databases. The quantitative data includes County specific data, and if available, data disaggregated to primary service area has been provided. When feasible, health metrics have been further compared to benchmarks, such as Healthy People 2021 objectives and State estimates. Northwest Med Found Tillamook Part V, Section B, Line 6a: None, AHTM is the only hospital in the County of Tillamook. Northwest Med Found Tillamook Part V, Section B, Line 6b: Tillamook Regional Medical Center partnered with the following organizations in conducting our 2019 CHNA: Rinehart Clinic & Pharmacy, Tillamook County Community Health Centers, Tillamook Counseling Center. Northwest Med Found Tillamook 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 areas of significant need: Housing and Homelessness, Mental Health, Access to Health Care, and Prevention and Management of Chronic Disease. Priority Need 1 - Housing & Homelessness - The goal is to partner across sectors to reduce the impact that housing insecurity has on health and wellbeing for all individuals in Tillamook County. Strategy 1 - Partner to support community action programs, and community-based organizations that provide shelter/transitional housing supports in the region. Activity 1.1 - Housing Commission Appointment - Adventist Health Tillamook (AHTM) was able to secure a spot on the Tillamook County Housing Commission. AHTM's involvement in the commission's effort will largely center on increasing public understanding of housing as a social determinate of health and how collaborative problem-solving can improve community livability, economic viability and individual health and well-being. Activity 1.2 - Referrals for Housing Assistance - Due to COVID-19 this program was supported through grant funds that were provided through our Adventist Health system office. Additional Activities - AHTM partnered with the local Tillamook Seventh Day Adventist Church and contributed $28,964 for meal ingredients and supplies. AHTM also help serve 104 individuals at the annual Homeless Connect and provided health assessments, necessities, and service referrals. Priority Need 2 - Mental Health - The goal is to allow access to and capacity for any individual seeking mental health services. Strategy 1 - Increase access to mental and behavioral health and treatment for substance use disorders through new services, education, and partnerships. Activity 1.1 - Increase education and trainings related to SUD and/or OUD through O.U.R Tillamook & Activity 1.2 - Develop comprehensive Medication Assisted Treatment (MAT) program - Although most of the program activities and services are covered under grants, our community benefit expenses include our Community Well-Being directors time in securing these grants and coordinating program development. Within the Opioid Use Response grant, AHTM will be starting year three. This is a collaborative effort to increase provider and community education around opioid use/overuse/overdose, as well as prevention and treatment for opioid and substance use disorders. Collaborative accomplishments include, 52 medical and behavioral health providers attend Grand Rounds for O.U.D. Substance use disorder stigma training for providers and staff. Additionally, 27 Naloxone kits provided to Tillamook County Law enforcement agencies. Additional Activities include our Grief Support Group. AHTM was able to lead a no-cost in-person, and later virtual grief support class for 31 individuals during 2020. Priority Need 3 - Access to Health Care - The goal is to eliminate barriers to primary care, including, geographic and transportation inconveniences, lack of knowledge, and lack of insurance coverage. Strategy 1 - Increase access to primary care through programs that seek to address barriers by engaging in the community. Activity 1.1 - Explore and create a mobile integrated health care team, Activity 1.2 - Connect Oregon Network (UniteUs), & Activity 1.3 - Screening for early childhood development delays. Although some program activities and services are covered under grants, our community benefit expenses include our Community Well-Being directors time in securing these grants and coordinating program requirements. Within 2020, the Health Insurance Enrollment Program - AHTM assisted 1,798 people in accessing health insurance through the Oregon Health Plan (Medicaid) in 2020. The Free/Discounted Prescription Drugs Program - AHTM provided more than 306 individuals in need with $138,759 worth of medications. The Telehealth program - Despite challenges due to COVID-19, through gifts and grants, AHTM fully funded a specialty unit for $13,000 which will be used for dermatology telehealth services. The Community-Based Care Program - AHTM Care Coordinators began providing care in non-traditional settings, including in people's home and at community meal sites. Grant funding allowed AHTM to secure an outreach vehicle. Of the 7,620 lives touched during 2020, 276 were home or street visits. The Closed Loop Referral Program - AHTM collaborated with Tillamook County Partners to engage with and attract UniteUs to provide a web-based, closed-loop referral platform for connecting clinical care with community services that address social determinants of health. Early Childhood Development Screening Program - Currently only two providers are actively screening and referring children for development needs. AHTM led the annual collaborative Early Childhood Screening Fair - which served a total of 52 preschoolers and resulted in 97 referrals. Our Children and Youth Program - AHTM provided 60 annual adolescent exams/sport physicals at no charge to area youth. Although due to COVID, AHTM's athletic trainer provided assessments and treatment for 9,506 student athlete encounters during 2020, through a no-cost program partnership with Tillamook School District 9. Education Program - Within 2020, AHTM proctored/mentored a total of 795 students for future careers in medicine, radiology, physical therapy, nursing, and other healthcare occupations. Priority Need 4 - Prevention and Management of Chronic Diseases - The goal is to decrease chronic disease prevalence through focus on reducing chronic disease risk factors. Strategy 1 - Provide follow up care to high-risk individuals and partner to increase lifestyle management program targeted to those with chronic disease. Activity 1.1 - Follow up process for critically ill and discharged patients, Activity 1.2 - Screening for pre-diabetes, Activity 1.3 - Lifestyle Medicine, & Activity 1.4 - Develop comprehensive Medication Assisted Treatment (MAT) Program. Although some program activities and services are covered under grants, our community benefit expenses include our Community Well-Being directors time in securing these grants and coordinating program requirements. Within the Opioid Addiction Treatment/MAT program- In an effort to treat the chronic condition of opioid addiction, AHTM began implementation of a Medication Assisted Therapy Program, training 19 medical providers. This also included getting providers X-Waiver trained, so they can prescribe buprenorphine. Reducing Readmission Program - In collaboration with the Northwest Senior & Disability Services, AHTM, Home Health & Hospice, Columbia Pacific CCO and other partners. This program is designed to reduce readmissions through self-management and in-home support and facilitates wrap-around care to reduce stress and improve outcomes for patients and their families. During 2020, this program served 120 individuals. Lifestyle Medicine Program - This program focuses on using lifestyle habits to treat and prevent medical conditions and issues. Two cohorts (17 patients total) convened prior to the onset of COVID-19. Due to COVID, the program was placed on hold for the remainder of 2020. This program will be relaunched in 2021. Chronic Disease & Self-Management Education Program - A total of 56 individuals participated in free programming offered by AHTM. Due to COVID, this program was shut down and will relaunch in 2021. Access to Nutrition/Food Security Program - This program include funds that were covered by grants. Formal community benefit expenses include the Community Well-Being directors time to securing the grant, processing, and coordinating program requirements. Tillamook County Wellness Coalition - As an active member of the coalition AHTM is constantly working to improve the lives of those who live within the community. Due to COVID, program activities were reduced. However, activities will resume once it is safe to do so. Part V, Section B, Line 11, continuation: Priority needs not addressed:No hospital can address all the health needs identified in its community. Adventist Health Tillamook is committed to serving the community be adhering to its mission, and using its skills, expertise and resources to provide a range of community benefit programs. Significant health needs that are not included in the 2020 Community Health Plan update include addressing physical environment, safety, and access to parks and recreation. We are currently partnered with the Tillamook YMCA which provides free services to community members, including offering programing to seniors age 60 and over and people with disabilities at no charge. The Oregon Coast Visitors Association and Tillamook Coast Visitors Association have had results facilitating investment in outdoor recreation facilities that promote activities such as hiking, biking, kayaking, boating and camping, among others. Adventist Health Tillamook will continue to partner with Tillamook County Wellness to provide collaboration to increase safe access to physical built environments, including coordination and promotion of detailed interactive recreational maps. 11 2 - AHTM Bayshore Medical Lincoln City 1105 SE Jetty Avenue Suite C Lincoln City OR 97367 Rural health clinic 3 - AHTM Bayshore Medical Pacific City 38505 Brooten Road Suite A Pacific City OR 97135 Rural health clinic 4 - AHTM Medical Group Estacada 200 SE Highway 224 Estacada OR 97023 Rural health clinic 5 - AHTM Manzanita Primary & Specialty Care 10445 Neahkahnie Creek Road Manzanita CA 97130 Rural health clinic 6 - AHTM Hoodland 24461 E Welches Road Welches OR 97067 Rural health clinic 7 - Adventist Health Tillamook Medical Group 1100 Third Street Tillamook OR 97141 Rural health clinic 8 - AHTM Vernonia 1005 Cougar Street Vernonia OR 97064 Rural health clinic 9 - AHTM Bayocean 1011 Third Street Tillamook OR 97141 Rural health clinic 10 - Adventist Health Sheridan Medical Office 222 SE Jefferson Street Sheridan OR 97378 Rural health clinic 11 - AHTM Medical Group Banks 12350 NW Main Suite 112 Banks OR 97106 Rural health clinic 12 - Adventist Health Occupational Medicine 980 Third Street Suite 100 Tillamook OR 97141 Occupational medicine 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:(Total expenses - (Provision for bad debts + Other revenue + Interest income)) / Gross patient charges 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 that 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 completed the acquisition of Blue Zones as the first step toward reaching this goal. By partnering with Blue Zones, we are 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. 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 evolving medical and information technology. The health care "market basket" is unrelated to that of the average individual consumer.Since the 1997 Balanced Budget Act, Medicare annual payment updates have fallen behind actual healthcare cost inflation to the point that Medicare payments 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.Reconciliation of Medicare Revenue from the Hospital's Medicare Cost Report to GL*Medicare Cost Report Revenue 27,681,234 Prior Year Settlements 852,298 Cost Report Reimbursable Bad Debts 176,279 Estimates and Accrual Variances (54,161)Other 82,327 Total Medicare Revenue 28,737,977 *Note: The Medicare Cost Report revenue does not include the bad debt reimbursement. The Cost Report revenue does include the patient co-pay and deductible amounts. Adding the bad debt reimbursement would have duplicated the revenue already accounted for in the co-pay and deductible amounts. Part III, Line 9b: 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 2021 Community Health Plan (CHP) Update for fiscal year 2020, 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 two 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, Northwest Medical Foundation of Tillamook supports local partners to augment our own efforts, and to promote a healthier community. Partnership is not used as a legal term, but a description of the relationships of connectivity that are necessary to collectively improve the health of our region. One of our objectives is to partner with other nonprofit and faith-based organizations that share our values and priorities to improve the health status and quality of life of the community we serve. This is an intentional effort to avoid duplication and leverage the successful work already in existence in the community. 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.pdf. These 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: Northwest Medical Foundation of Tillamook's service area is all of Tillamook County for a total population of 22,248 which contains three geographic areas: Nehalem (North), Tillamook (Central), and Cloverdale (South). In addition to serving patients at the hospital, patients are also served at the five rural health clinics in our network. The largest age group is comprised of persons aged 55-64 years, with a median age of 51.1. The population is primarily composed of individuals who identify as White (89%) and the smallest group is composed of individuals who identify as Pacific Islander (0.3%). 11.2% of the population is of Hispanic origin. English is the dominant language spoken in the service area. The median income for all households is $54,713 and average household size of 2.3. 35% of Tillamook county have graduated from high school with 42% having some college. Tillamook has an unemployment rate of 3.4% as compared to the state of Oregon at 3.3%. Tillamook County has the highest percentage of person's living in poverty (22.9% total population and 15.5% of children) in comparison to the state (19% and 14.9%, respectively). In 2017, The Oregon Health Authority published county figures for homeless population and homeless K-12 students. Within the homeless population, Tillamook County had higher total homeless population (8.7 per 1,000) and K-12 enrolled students (80.9 per 1,000) as compared to the state (3.4 and 39.0, respectively).Across each provider indicator (dental, mental health, and primary care), Tillamook County recorded lower proportions of providers to population for dental (44.9) mental health providers (247.3) and primary care providers (68.9) than the state. Tillamook County has the largest proportion of persons who are uninsured (9.3%) and percentages of persons covered through the Medicaid program (27.2%) as compared to the state estimates (8.8% and 23.8%, respectively). 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 2020, Adventist Health as a system took the following actions in response to the needs created or exacerbated by COVID-19: Adventist Health as a system directed "Community Strength Fund grants" to each hospital to support community partners' immediate response to COVID-19; Adventist Health as a system directed "Community Integration Catalyst" funds to each hospital to support internal new or expanded community well-being programming and innovation as an immediate response to COVID-19; began offering more virtual health care visits to keep community members safe and healthy; developed an online symptom tracker to help community members determine if they may have COVID-19 or some other flu type illness and what steps to take; partnered with MaskUp, a collaboration of 100 leading health systems representing thousands of hospitals across the U.S. joining to create messages for the betterment of the communities they serve.Locally, Adventist Health Tillamook (AHTM) took these additional actions: Formally organized an Incident Command Team in response to COVID-19. Provided coordination, staffing and facilities for a remote COVID testing site. Market President conducts daily COVID-related status reports, including case counts, local and regional response capacity. Hospital leadership participated in weekly community COVID strategic planning and public outreach, including weekly radio broadcasts. Market Philanthropy facilitated COVID grant allocations to community-based partners from Adventist Health and regional funding sources. Weekly, and sometimes daily, meeting with Tillamook County vaccine collaborative to plan, coordinate and execute vaccination distribution throughout Tillamook County. This included serving specific populations, including in-home vaccination distribution for medically fragile, home-bound individuals. As a result of those efforts, Tillamook County had the second highest rate in the state of vaccinations for this population. X X X X 1 1 0 0 0 0 0 0 0 Reiner Scott Dir/Chair 0 1631895 0 352059 0 374424 0 17042 0 37777 0 2413197 0 349200 Wing Bill Dir/Asst Secr/Vice Chair 0 1458328 0 279883 0 22116 0 17042 0 42012 0 1819381 0 0 Jahn Andrew President, Care Division 0 992796 0 210574 0 162471 0 17042 0 42265 0 1425148 0 0 Newmyer Joyce President, PNR 0 757634 0 155648 0 19965 0 17042 0 45025 0 995314 0 0 Nahapetian Arby - Care Division Chief Medical Officer 0 648088 0 107260 0 112858 0 12449 0 42262 0 922917 0 0 Reppert Joseph Former CFO/Asst Secr thru 08/19 0 2779 0 0 0 810646 0 0 0 41111 0 854536 0 0 LaFleur Brett Physician 784058 0 0 0 0 0 17042 0 26671 0 827771 0 0 0 Jobe Meredith Secretary 0 575127 0 81637 0 113221 0 13010 0 30858 0 813853 0 0 Welch Donald Finance Officer, PNR 0 437746 0 79504 0 80206 0 17042 0 36792 0 651290 0 0 Butler David President thru 08/19 0 415385 0 71168 0 64351 0 17042 0 42265 0 610211 0 0 Kaba David Physician 491109 0 0 0 0 0 17042 0 31973 0 540124 0 0 0 Hofheins Todd CFO as of 08/20 0 297756 0 66 0 171285 0 0 0 13281 0 482388 0 0 Mitchell Brandon Physician 353751 0 0 0 1140 0 16959 0 37089 0 408939 0 0 0 Leach Judy Strategy & Comm Exec, PNR 0 289448 0 34453 0 34985 0 17042 0 22447 0 398375 0 0 Halferty Michael Physician 342005 0 0 0 0 0 17042 0 37078 0 396125 0 0 0 Thompson Albert Physician 360324 0 0 0 0 0 15369 0 12711 0 388404 0 0 0 Swanson Eric President 0 275481 0 9765 0 41911 0 11723 0 14719 0 353599 0 0 Voshell Shane Reg HR Dir, PNR 0 216133 0 32844 0 22047 0 14269 0 43955 0 329248 0 0 Smith Micah Treas/Asst Secr 0 214833 0 18594 0 22625 0 12610 0 41926 0 310588 0 0 Saxon Kathleen PT Care Executive 0 213502 0 19146 0 29641 0 12756 0 27953 0 302998 0 0 Wagner Jack Former Asst Secr thru 03/18 0 0 0 0 0 269387 0 0 0 13558 0 282945 0 0 Seufert Regina Physician/Clinic Svcs Exec 0 201542 0 17994 0 24053 0 11872 0 14565 0 270026 0 0 Lee Adam Dir Marketing & Comm, PNR 0 168272 0 13154 0 15672 0 6981 0 32035 0 236114 0 0 Part I, Lines 4a-b Severance payments are made based upon agreements between certain qualifying employees and Adventist Health Services/West. Details of the terms and conditions of the severance agreements are available to the IRS upon request. Reppert, Joseph - severance payment - $809,806 Wagner, Jack - severance payment - $269,387 Select executives agreed to participate in CAP-EX in place of a traditional insurance SERP. See Schedule L, Part V of Adventist Health System/West, for a broader description. Split-Dollar life participants are Joyce Newmyer, Scott Reiner, Jack Wagner, and Bill Wing. A flexible benefits plan (CAA) is offered to groups of highly-compensated employees meeting certain criteria. The participants are provided with an amount equivalent to 41 percent of their base compensation, less the value of their corporate provided benefits. The balance is set aside for non-vested 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. Reiner, Scott - $349,200 Charles Saxon Family member of Key EE, K. Saxon 31737 Employment 0 Form 990, Part III, Line 4a: Northwest Medical Foundation Tillamook dba Tillamook Regional Medical Center (AHTM) provides quality medical health care regardless of race, creed, sex, national origin, handicap, age, or ability to pay. Although reimbursement for services rendered is critical to the operation and stability of AHTM, the organization recognizes that not all individuals possess the ability to pay for essential medical services. Adventist Health's vision is to enhance the health of the communities where we live and serve by engaging our communities and our patients in a new definition of and partnership for personal community health. In keeping with this commitment to serve all members of the community, the following will be considered when individuals who need health care cannot afford to pay: - providing free care and/or subsidized care - providing care to persons covered by governmental programs at below cost - providing health/wellness activities and community education programs Not only does AHTM 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. AHTM 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 2020 was $2,190,539. The following Inpatient services were provided to all our patients. These services included: - 179 Babies delivered - 308 Surgeries performed - 3,780 Patient days The following Outpatient services were provided to all our patients. These services included: - 8,539 Emergency department visits - 690 Outpatient Surgeries performed - 80,739 Outpatient visits - 88,691 Clinic visits AHTM recognizes it has an obligation to provide human services above and beyond its role as a healing facility. The following community benefits demonstrate the tangible ways in which the organization is fulfilling its mission. The total unreimbursed cost of these community benefits in 2020 was $826,815. 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 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 Controller and Market Finance Officer, and shared by electronic communication with the Hospital'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 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 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 Compensation Committee to oversee the executive compensation program. This committee is composed of independent directors with no conflicts of interest. The committee performs the following functions: recommends a total compensation philosophy to the board; assures compliance with the board-approved philosophy; meets annually to review comparability data from outside consultants; recommends any adjustments to current executive compensation, including salary ranges for hospital 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 Presidents and 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, Section A: In recognition of the time commitment directors make to serve on the Adventist Health System/West boards and committees, directors have the option to receive compensation when their employment agreements with their employers allow such payments. In addition, amounts paid for taxable benefits are also reported. Form 990, Part IX, line 11g Physician professional fees: Program service expenses 7,545,036. Management and general expenses 0. Fundraising expenses 0. Total expenses 7,545,036. Consulting and other management fees: Program service expenses 542. Management and general expenses 252,070. Fundraising expenses 0. Total expenses 252,612. Repairs and maintenance: Program service expenses 123,194. Management and general expenses 3,447. Fundraising expenses 0. Total expenses 126,641. All other purchased services: Program service expenses 2,453,373. Management and general expenses 1,646,387. Fundraising expenses 0. Total expenses 4,099,760. Other professional nonmedical fees: Program service expenses 51,658. Management and general expenses 7,792. Fundraising expenses 0. Total expenses 59,450. Contract Labor: Program service expenses 321,040. Management and general expenses 0. Fundraising expenses 0. Total expenses 321,040. Other professional medical fees: Program service expenses 0. Management and general expenses 869. Fundraising expenses 0. Total expenses 869. Purchased medical services: Program service expenses 308,631. Management and general expenses 0. Fundraising expenses 0. Total expenses 308,631. Cerner management fees: Program service expenses 0. Management and general expenses 3,134,698. Fundraising expenses 0. Total expenses 3,134,698. 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 PO Box 619135 Roseville CA 95661 680357690 Medical foundation CA 501(c)(3) Line 12b, II Adventist Health SystemWest 0 Adventist Health SystemWest PO Box 619135 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 PO Box 619135 Roseville CA 95661 941101228 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 Fremont-Rideout Health Group 989 Plumas Street Yuba City CA 95991 942917251 Acute care hospital CA 501(c)(3) Line 12b, II Stone Point Health 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 Paradise Valley Hospital PO Box 619135 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 989 Plumas Street Yuba City CA 95991 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 PO Box 619135 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 989 Plumas Street Yuba City CA 95991 943015356 Skilled nursing/assisted living/home health CA 501(c)(3) Line 12b, II Stone Point Health 0 Walla Walla General Hospital PO Box 619135 Roseville CA 95661 910617726 Hospital - closed July 2017 WA 501(c)(3) Line 3 Adventist Health SystemWest 0 Western Health Resources PO Box 619135 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 Zones LLC 323 N Washington Avenue 2nd Floor Minneapolis MN 55401 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 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 PO Box 619135 Roseville CA 95661 952037297 Wind down after sale of hospital CA N/A C 0 Thrive Productions Inc 323 N Washington Avenue Minneapolis CA 55401 453369049 Production company MN N/A C 0 0 0 1 0 0 0 0 0 0 0 0 0 1 0 1 1 1 1 1