2025-11-06T11:27:28-06:00 2024-12-31 390859910 Baker Tilly Advisory Group LP 2882 Prospect Park Dr Ste 300 Rancho Cordova CA 95670 990 2024-01-01 930429015 Portland Adventist Medical Center PORT 9164060000 10123 SE Market Street Portland OR 97216 Jason Panasuk Treasurer 9164060000 2025-10-25 1 1 Lauren A Haverlock P00545829 9165038100 2025-10-25 2024 2025-03-06 01:10:19Z Adventist Health Portland Kyle King 10123 SE Market Street Portland OR 97216 447850329 0 1071 X www.adventisthealth.org/portland/ X 1900 OR Living God's love by inspiring health, wholeness and hope. 14 13 2103 155 1006644 1404 2456068 6943273 380817905 411396546 2403022 2768431 17561418 26742079 403238413 447850329 0 308 0 0 206441137 252085776 0 0 534855 201769797 216261464 408210934 468347548 -4972521 -20497219 301187849 277729117 175165693 175752976 126022156 101976141 X Living God's love by inspiring health, wholeness and hope. 0 0 379304873 308 411396546 See Schedule O 379304873 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 0 0 1 0 0 0 1 1 1 0 0 0 1 0 0 2103 1 1 1 0 0 0 0 0 0 0 0 0 0 0 X 14 13 0 0 0 0 0 1 1 1 1 0 0 1 1 1 1 1 1 1 1 0 OR X John Beaman CFO 9164060000 1 Adventist Health Way Roseville CA 95661 X Heinrich Kerry Dir/Chair/CEO 0.00 50.00 X X 0 3974195 57975 Hofheins Todd Dir/Vice Chair/COO 0.00 50.50 X X 0 2407675 65992 Freedman John Director 0.00 4.00 X 0 27203 0 Newton Bradford Director 0.00 4.00 X 0 26939 0 Cherry Robert Director 0.00 4.00 X 0 26611 0 Davis Andrew Director 0.00 4.00 X 0 26611 0 Innocent Larry Director 0.00 4.00 X 0 26611 0 Reiner Richard Director 0.00 4.00 X 0 26611 0 Wagner Jack Director 0.00 4.00 X 0 21611 0 Woodson Marc Director 0.00 4.00 X 0 21611 0 Salazar Velino Director thru 09/24 0.00 4.00 X 0 21181 0 Fehr Joy Director 0.00 4.00 X 0 18680 0 Beckett Ann Director as of 01/24 0.00 4.00 X 0 17930 0 Daggett Jonathan Director as of 01/24 0.00 4.00 X 0 16180 0 Jutzy Kenneth Director as of 01/24 0.00 4.00 X 0 16180 0 Cress John Director as of 10/24 0.00 4.00 X 0 430 0 Beaman John CFO/Assistant Secretary 0.00 50.50 X 0 1980861 79808 Jobe Meredith Secretary 0.00 50.50 X 0 1221104 57975 King Kyle - PresAHPL Pres, OR State Svc Area as of 04/24 16.70 33.30 X 0 863249 57996 Panasuk Jason Treasurer/Asst Secretary 50.00 0.00 X 0 403055 57819 Newmyer Joyce - President OR State Network thru 04/24 10.00 40.00 X 0 1338907 61374 Rippey Wesley Area Medical Officer, AHPL 50.00 0.00 X 0 796263 37321 Lee Adam Operations Executive 50.00 0.00 X 0 375643 79483 Erdmann Diana Patient Care Executive 50.00 0.00 X 0 357061 79568 Johnsson Terry Mission Integration Executive 50.00 0.00 X 0 357289 37076 Voshell Shane Human Performance Executive, PNR 50.00 0.00 X 0 305087 71269 White Randi - Medical Group Administrator as of 04/24 50.00 0.00 X 0 257165 44162 Spear Eugene Physician 40.00 0.00 X 1267541 0 45082 Boskind Jeffrey Physician 40.00 0.00 X 1040482 0 42032 Alhumaid Fawaz Physician 40.00 0.00 X 1000525 0 56809 Carlston Cory Physician 40.00 0.00 X 881323 0 55839 Molloy Thomas Physician 40.00 0.00 X 818518 0 58378 Welch Donald - Former Finance Off/Interim Treas thru 08/22 0.00 50.00 X 0 706292 57975 Wing Bill - Former Dir/Asst Secr/Vice Chair thru 01/22 0.00 0.00 X 0 273263 0 Stevens Eric - Former Care Division Operations Exec thru 02/22 0.00 50.50 X 0 1886146 57975 Nahapetian Arby - Former Care Division Medical Officer thru 02/22 0.00 50.00 X 0 1759258 79808 Jahn Andrew - Former Care Care Division President thru 02/22 0.00 50.00 X 0 693217 59411 Leach Judy - Former Strategy & Comm Exec, PNR thru 02/20 0.00 50.00 X 0 541661 50219 Knox Jody - Former Physican Services Exec thru 04/23 0.00 50.00 X 0 110378 4199 5008389 20902158 1355545 658 1 1 0 Aya Healthcare Inc PO Box 674907 Dallas TX 75267 Staffing services 4622697 Sodexo Inc and Affiliates PO Box 360170 Pittsburgh PA 15251 Staffing 3464417 Allied Universal Security Services PO Box 31001-2374 Pasadena CA 91110 Security services 2228074 Oregon Anesthesiology Group Pc 707 SW Washington St Ste 700 Portland OR 97205 Medical services 1989803 Stability Healthcare Inc PO Box 848276 Los Angeles CA 90084 Staffing 1801776 81 5747626 1195647 962500 6943273 Patient service revenue 621110 403744931 403744931 Incentive/quality revenue 621990 5109927 5109927 Other revenue 621990 1319975 313331 1006644 340B Pharmacy revenue 456110 1221713 1221713 411396546 2768431 2768431 2946153 0 2946153 2946153 2946153 Joint venture revenue 621990 23795926 23795926 23795926 447850329 410389902 1006644 29510510 308 308 200757890 174723473 25737457 296960 7397304 6438017 948345 10942 28406667 23999336 4355512 51819 15523915 13652173 1848940 22802 25152721 25152721 36910 36910 31228 31228 14562 14562 44102768 34057829 9913645 131294 1578904 1578904 2761451 1849266 905596 6589 16623408 2107756 14514652 1000 15902786 15760954 139827 2005 778911 681056 93240 4615 229710 203676 24086 1948 3732118 3732118 17161421 13965353 3196068 3502333 3478348 23985 Patient care supplies 60888731 60888711 20 Quality assurance fee 19988574 19988574 Rental/leases costs 2818314 2814727 3587 956614 948636 3117 4861 468347548 379304873 88507820 534855 43333315 396924 55932518 63186451 5615325 5885788 1518745 966093 410785641 274276664 138297033 136508977 2658632 2658632 53832281 68126252 301187849 277729117 37785793 36442219 1708186 1489883 0 7383219 135671714 130437655 175165693 175752976 X 121389640 97209146 4632516 4766995 126022156 101976141 301187849 277729117 X -20497219 428358 -3014654 -962500 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 14562 14562 0 Part II-B, Line 1: 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. 8800790 292874 239588 358586 8974666 8544115 377681 275209 396215 8800790 8477735 283730 -55198 162152 8544115 8877613 118416 186046 704340 8477735 9141943 269503 -213633 320200 8877613 0.46884 0.00000 0.53116 0 0 4742669 4742669 232237171 154762299 77474872 32419536 13133237 19286299 141386265 106381128 35005137 136508977 Receivables from related organizations 33189257 Right-of-use assets 20816327 Other receivables 14108727 Receivables from third-party payors 11941 68126252 Payables to related organizations 109198965 Other liabilities 21238690 130437655 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, 2024 and 2023, no such assets or liabilities were recorded. The System currently files Form 990 (Informational Return of Organizations Exempt From Income Taxes) and Form 990-T (Exempt Organization Business Income Tax Return) in the U.S. federal jurisdiction and the state of California. The System is not subject to income tax examinations prior to 2021 in major tax jurisdictions. 1 1 X 1 X 1 X 1 1 1 0 1 1 7183116 7183116 0.01530 129505461 111852023 17653438 0.03770 136688577 111852023 24836554 0.05300 2796334 2796334 0.00600 715419 48151 667268 0.00140 10016857 6629742 3387115 0.00720 52888 3550 49338 0.00010 13581498 6681443 6900055 0.01470 150270075 118533466 31736609 0.06770 5419 5419 0.00000 60256 60256 0.00010 124466 124466 0.00030 369381 369381 0.00080 559522 559522 0.00120 1 40689 9867 47102741 21451541 25651200 X 1 1 1 Assn-Unit Owners Plaza Conf Condo association mgmt 0.90400 0.09600 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 22 1 1 1 1 X See Sch H Part VI - Needs Assesment X See Sch H Part VI - Needs Assesment X 1 22 1 See Sch H Part VI - Needs Assesment 0 1 X 200.000000000000 400.000000000000 X X X X X 1 1 X X X X 1 X Sch H Part VI-Patient Educ X Sch H Part VI-Patient Educ X Sch H Part VI-Patient Educ X X X X X X 1 X 0 X X X X 1 X 0 0 Part V, Section A: Audiology (1); Imaging (2); Physician Clinics (20); Rehab (PT/OT/Sp) Clinics (8); Urgent Care (2); Wound Care (1) Adventist Health Portland Part V, Section B, Line 5: The CHNA relied upon community voices and stories to identify and define the root causes of poor health outcomes to be addressed through community improvement efforts. More than 300 people participated in community meetings and over 500 responded to an online survey. Outreach activities included: - Completion of 37 community engagement sessions, seven conducted in a language other than English, engaging 311 community members.- Launching of the community survey on September 30, 2021, which was open to the public for three weeks and available in ten languages. A total of 503 people completed the survey. The list of prioritized communities included: black, indigenous, people of color, and American Indian/Alaska native people (BIPOC-AI/AN) populations, people who identify as lesbian, gay, bisexual, transgender, queer, questioning, two-spirit, intersex, and asexual (LGBTQ2IA) that fall outside of cisgender and heterosexual paradigms, people with disabilities, older adults, 65 years and older people impacted by incarceration, rural communities, unhoused or people experiencing houselessness, immigrant populations, non-English-speaking communities, people with substance use disorders, and youth. Quantitative data was used in the CHNA to compare and identify health trends by examining how an indicator has changed over time. This helps to understand the changing needs of communities to plan and prioritize ways to approach disease prevention and health promotion. Data sources used were the American Community Survey, Oregon Student Health Survey, Oregon Health Authority Hospital Data, Health Statistics and Vital Records, Washington Healthy Youth Survey, and the Behavioral Health Risk Factor Surveillance Survey. Adventist Health Portland Part V, Section B, Line 6a: The Healthy Columbia Willamette Collaborative (HCWC), a public-private partnership of 12 organizations from Clackamas, Multnomah and Washington Counties in Oregon and Clark County in Washington led the development of the CHNA. Hospital facilities included Hillsboro Medical Center, Kaiser Permanente, Legacy Health, and Providence Health and Services. Adventist Health Portland Part V, Section B, Line 6b: Non-hospital facilities included CareOregon, Clackamas County Health, Housing and Human Services, Clark County Public Health, Health Share of Oregon, Multnomah County Health Department, Oregon Health & Science University, Trillium Community Health Plan, Washington County Public Health. Adventist Health Portland Part V, Section B, Line 11: Tax year 2024 was Year Two of the Implementation Strategy for the 2022 Community Health Needs Assessment (CHNA). Programs and activities provided to the community were in response to the priority health needs identified in the 2022 CHNA. Our 2022 CHNA identified four significant health needs: Access to Care, Food Security, Health Risk Behaviors, Housing. Priority Need One - Access to Care This need will be addressed through increasing access to care by identifying barriers that prevent patients from accessing the health and human support services they need and collaborating with community-based organizations (CBO) to meet needs and break down barriers by strengthening the referral process and addressing barriers. Adventist Health Portland (AHPL) was proud to partner with Project Access Now to work together to provide equitable access to improve our community's health and well-being. In 2024, the Hospital provided payment of $110,000 to Project Access Now for donated care, insurance support, community health and community assistance programs. The Hospital fully supports the vision of Project Access Now to see healthy communities where everyone has the care and service they need to thrive. Our Hospital reviewed the availability of primary care providers including those practicing physicians who specialize in general practice medicine, family medicine, internal medicine, and pediatrics showing that the number of providers is 130.30 per rate of 100,000 people. This is well below the state average of 136.30 and the national average of 111.65 and worked to recruit and retain providers in 2024 in primary and specialty care services. Audiology department's Dr. Borgmeyer attended the 2024 Health Care Equity Fair with his mobile audiology van to provide free exams and hearing tests to approximately 20 members of the public. Translated over 20 non-required patient facing fact sheets and forms in Spanish, Russian, Chinese, and Vietnamese to increase health literacy for community members. Identified more potential materials to be translated in 2025.The Hospital also provided transportation services through care management to assist community members in removing barriers to care. Services included transportation for cancer patients with no other means of transportation to the Hospital for treatment or diagnostic testing. Priority Need Two - Food Security The goal is to increase access to nutritious foods by collaborating with community-based organizations (CBO) to increase awareness and linkage with nutritious food resources, land to grow personal crops, and culturally sensitive food by being a resource that links people with food resources. In 2024, AHPL worked to address food security for the community through the following activities: 1. Created and distributed a free Heart Healthy cookbook for patients and visitors during heart month with over 500 healthy recipes. 2. The Outgrowing Hunger Garden on the Hospital campus continued to provide bountiful produce to 57 immigrant families. Outgrowing Hunger is a community-based organization that works to build and operate farms and gardens for refugees, immigrants and other who care about affordable access to healthy food. During the summer, a weekly produce stand was held on campus for 12 weeks (about three months) featuring immigrant farmers from Mexico and Africa. Provided affordable culturally sensitive and healthy fresh produce to the community and employees in an area considered a food desert. Printed incentive wellness bucks for employees and community members.3. Sponsored by a grant from Trillium Community Health Plan, AHPL partnered with Meals on Wheels in 2024 to serve 116 patients and 75 family members with 21,703 tailored meals to patients whom self-reported food insecurity for up to 120 days post discharge. This service provided nutrition security to support their health, reduce stress around food access, and manage chronic illness symptoms following a hospital stay. 4. The Hospital hosted monthly "First Friday" community events and provided healthy dinner for approximately 70 people per month. First Friday is a monthly event that allows for community fellowship and helps to live a more meaningful life. 5. Partnered with Portland Adventist Community Services, an organization that welcomes all and works to provide food through their on-site food pantry, low-cost dental care and low-cost clothing and household items through their thrift store. Our Hospital provided $6,000 in cash contributions and 748 pounds of food for the Thanksgiving Celebration.Priority Need Three - Health Risk Behaviors Goal is to provide low barrier access to treatment referrals and wrap-around support for patients with substance use disorders (SUD) via collaboration with community-based organization (CBO) partners by developing a mental health and substance use disorder framework that supports emergency department staff with best care practices and facilitate referrals to resources. Activities in 2024 included: 1. The IMPACT program with Care Oregon and OHSU Health continued in 2024. The Improving Addiction Care Team (IMPACT) is an interprofessional hospital-based addictions team that meets people with substance use disorder during the reachable moment of hospitalization. The IMPACT provides patient-centered care, offering medication treatment, linkage to care after discharge and harm reduction support. This will improve health outcomes for our community with dedicated addiction providers. IMPACT program launched in September 2023, and included three providers, a case worker and a substance abuse peer recovery advisor all working collaboratively with those experiencing substance abuse disorder. 2. Conducted a Lunch and Learn educational presentation from Anne Duncan, Manager of the Oregon Poison Center discussing emerging trends in opioid addition such as Fentanyl use, how to partner with the Oregon Poison Center's role in health care and how to treat the two most common overdoses - Aspirin and Tylenol. 3. Substance Use Disorder Fora Health peer is stationed in the AHPL Emergency Department Monday through Friday supported by a MHAO grant to assist with patients seeking resources and providing emotional support. Fora Health offers a full continuum of care by providing access to care through trauma-informed, evidence-based therapies and reducing barriers to care.4. Provided a cash contribution to Fora Health for public health education. In addition, AHPL continued to work to identify the homeless population for substance use disorders and mental health services.Priority Need Four - Housing The goal for this identified need is to increase access to safe and affordable housing/housing support services for un-housed patients of AHPL as well as community members with significant housing cost burden. This will be accomplished by leveraging patient care intake and discharge contact points to increase awareness of and access to safe and affordable housing/housing support services provided by community-based organizations (CBO).Activities in 2024 included: 1. Continued partnerships with the Transitions Project and Blanchet House through cash contributions in assisting those experiencing homelessness transition to stable housing. 2. Purchased and assembled 50 hygiene welcome kits for the Oregon Change Clinic. 3. Transportation and housing costs for homeless discharge through wrap around services with case management was also provided throughout 2024.Significant needs not met:No hospital can address all the health needs identified in its community AHPL 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 addressed included the following: education, health care, transportation, physical and built environments, public safety, jobs/economy, structural racism, social/culture/inclusion, and technology. While these significant health needs are not address directly, they are likely to benefit from collective efforts of our community partnerships. 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. 34 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 Portl 10000 SE Main Street Suite 60B Portland OR 97216 Physician clinic 3 - AH Medical Group-Cherry Park FP 10201 SE Main Suite 10 and 12 Portland OR 97216 Physician clinic 4 - AH Physical Therapy-Campus Rehab 10101 SE Main Street lower level Portland OR 97216 Physical therapy clinic 5 - AH Medical Group-Women's Health 10101 SE Main Street Suite 3001 Portland OR 97216 Physician clinic 6 - AH Medical Group-Gresham Station 831 NW Council Drive Suites 101 125 Gresham OR 97030 Physician clinic 7 - AH Medical Group-Clackamas 10151 SE Sunnyside Road Suite 100 Clackamas OR 97015 Physician clinic 8 - AH Medical Group-Multi Spec Surgery Clinic 10000 SE Main Street Suite 316 Portland OR 97216 Physician clinic 9 - AH Medical Group-Parkrose Primary CareInt 1350 NE 122nd Avenue Suite 100 Portland OR 97230 Physician clinic 10 - AH Clackamas Imaging Center 10151 SE Sunnyside Road Suite 100 Clackamas OR 97015 Imaging services 11 - AH Medical Group-Gastroenterology Clinic 10000 SE Main Street Suite 112 Portland OR 97216 Physician clinic 12 - AH Medical Group-Troutdale Clinic 1700 SW 257th Avenue Troutdale OR 97060 Physician clinic 13 - AH Medical Group-NW Reg Heart & Vasc-McMin 2700 SW Stratus Avenue Suite 406 McMinnville OR 97128 Physician clinic 14 - AH Medical Group-Rheumatology & Endocrine 10101 SE Main Street Suite 2011 Portland OR 97216 Physician clinic 15 - AH Wound Healing and Hyperbaric Medicine 10201 SE Main Street Suite 9 Portland OR 97216 Wound care services-hospital outpatient 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-Portland Lung Clinic 10201 SE Main Street Suite 11 Portland OR 97216 Physician clinic 19 - AH Medical Group-Sandy Urgent Care 17055 Ruben Lane Sandy OR 97055 Physician clinic/urgent care 20 - AH Physical Therapy Clackamas 10151 SE Sunnyside Road Suite 100 Clackamas OR 97015 Physical therapy clinic 21 - AH Medical Group-Damascus 14450 SE Royer Road Damascus OR 97089 Physician clinic 22 - AH Physical Therapy Parkrose 1350 NE 122nd Avenue Suite 200 Portland OR 97230 Physical therapy clinic 23 - AH Occupational Therapy 10201 SE Main Street Suite 4 Portland OR 97216 Occupational therapy clinic 24 - AH Physical Therapy Sandy 37095 SE Highway 26 Suite 102 Sandy OR 97055 Physical therapy clinic 25 - AH Speech Therapy 10201 SE Main Street Suite 4 Portland OR 97216 Speech therapy services 26 - AH Medical Group-Sandy Family Practice 17055 Ruben Lane Sandy OR 97055 Physician clinic 27 - AH Medical Group-Sleep Clinic 10201 SE Main Street Suite 29 Portland OR 97216 Physician clinic 28 - AH Medical Group-NW Regional Surgical Asso 10000 SE Main Street Suite 365 Portland OR 97216 Physician clinic 29 - AH Specialty Rehab 10201 SE Main Street Suite 1 Portland OR 97216 Specialty rehab clinic 30 - AH Medical Group-Wound Health & Hyperbaric 10201 SE Main Street Suite 9 Portland OR 97216 Physician clinic 31 - AH Medical Group-Occupational Med Parkrose 1350 NE 122nd Avenue Suite 200 Portland OR 97230 Physician clinic 32 - AH Audiology 10201 SE Main Street Suite 1 Portland OR 97216 Audiology services 33 - AH Medical Group-Infectious Disease Clinic 10201 SE Main Street Suite 29 Portland OR 97216 Physician clinic 34 - AH Medical Group-Pre-Op Medicine Clinic 10000 SE Main Street Suite 128 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 combined audited financial statements. The formula used for computation equals financial statement data as follows:Total expenses - (provision for bad debts + other revenue + interest income)/gross patient charges Part II, Community Building Activities: The Hospital is involved in numerous community building activities which promote the health of the community. Overwhelmingly, we see diseases of despair including suicide, substance abuse, mental health and chronic illnesses plaguing the communities in which we have a significant presence in. These community concerns are addressed through health improvement, education, poverty, workforce development and access to care. This is why we have focused our work around addressing behavior and the systems keeping the most vulnerable people in cycles of poverty and high utilization. In an effort to heal these communities, we have strategically invested in our communities by partnering with national leaders in community well-being. We believe the power of community transformation lies in the hands of the community. Our solution for transformation is to create a sustainable model of well-being that measurably impacts the well-being of people, well-being of place and equity. In 2020, Adventist Health acquired Blue Zones as the first step toward reaching our solution. By partnering with Blue Zones, we will be able to gain ground in shifting the balance from healthcare treating people once they are ill to transformative well-being changing the way communities live, work and play. In 2021, Adventist Health committed to launching six Blue Zone Projects within our community footprint. In 2022, these projects were active and growing. In 2023, we saw tremendous growth in several of our markets promoting walking moais, worksite wellness, Blue Zones Project school pledges to create an environment that instills healthy lifestyle choices for our children and Blue Zones Project restaurant pledges to provide healthy options. 2024 saw continued transformation of our six community Blue Zones Projects through policy initiatives around built environment, tobacco use and food. Blue Zones widens our impact from only reaching our hospitals' communities in four states to a global mission practice. We also encourage our employees to serve on community collaboration boards, health advocacy programs, and physical improvement projects to promote the health of the communities we serve. In addition, we work with neighborhood programs, including schools, work sites and safety net providers to promote health and wellness and prevent disease. Part III, Line 2: Uncollected patient accounts are analyzed using written patient financial services policies that apply standard procedures for all patient accounts. The result of the analysis is what is recognized as bad debt expense. For example, all self-pay patients receive a discount. If the discounted account is unpaid after collection efforts, the unpaid balance is classified as bad debt. The cost-to-charge ratio described for Part I, Line 7 is multiplied times the Hospital's bad debt expense. The resulting figure has been reported as bad debts at cost on Part III, Line 2. Part III, Line 3: The portion of the bad debts attributed to charity care as reported on Part III, Line 3 was calculated by an independent third-party consulting firm. This is an estimate of additional charity care that would have been granted if patients had cooperated by furnishing family financial information. A statistically valid sampling of patient accounts written-off was evaluated. The evaluation used various factors to determine which patients would have been eligible for charity care. Had the Hospital obtained sufficient information from all patients who qualified for financial assistance, these additional accounts would have been recorded as charity care instead of bad debt. Part III, Line 4: The Adventist Health audited combined financial statements do not contain a footnote describing bad debt expense. Part III, Line 8: The Medicare Cost Report apportions the Hospital's costs on the basis of inpatient days and ancillary and outpatient charges to establish the costing methodology.Healthcare delivery by hospitals is a complex, highly regulated business in the United States. Healthcare unit cost inflation is driven by compliance with ever expanding regulatory requirements, shortages of highly skilled labor and involving medical and information technology. The health care "market basket" is unrelated to that of the average individual consumer.Medicare annual payment updates have fallen behind actual healthcare cost inflation to the point that Medicare payments to many U.S. hospitals are well below the cost of providing care. These unreimbursed costs are a community benefit for seniors and others in the community as these individuals are continuing to receive care without which many would become dependent on other governmental resources such as Medicaid. The benefit to the community for healthier Medicare recipients is no different than those benefits the community realizes for uninsured and underinsured patients who are eligible for partial and full charity care. Medicare is a safety net for seniors and others. Without Medicare coverage, many individuals would undoubtedly qualify for charity care.In addition to the mismatch between Medicare payment increases and healthcare cost inflation, the highly complex Medicare payment systems and formulas produce disparate payment levels from one hospital to another for the same service. These disparate payment levels create disparate results within groups of hospitals. For further information, please refer to Schedule H, Part III, Section B. Part III, Line 9b: When a patient has requested screening for charity care, the Hospital must immediately cease collection activity and place the account in a charity pending status. If 100% charity is approved, the entire account balance is written off to charity care. If the patient has a sliding scale liability based on the federal poverty guidelines, they are billed only for that liability. If the patient fails to pay their after-charity liability, they are assigned to a collection agency with an identifier that indicates to the agency that the patient is "low income", and the following criteria must be followed by the agency:1. They may not report the patient to a credit bureau2. They may not file a lawsuit to recover the outstanding liability3. They may not charge interest Part VI, Line 2: Adventist Health Portland promotes access to their 2022 Community Health Needs Assessment (CHNA), the 2023 Community Health Implementation Strategy (CHIS) approved in Tax Year 2023, and the Year Two Update, Tax Year 2024 for the Community Health Implementation Strategy by posting their reports on the Hospital's website at:https://www.adventisthealth.org/portland/about-us/community-benefit/The two most recent Community Health Needs Assessments, the two most recent Implementation Strategy reports and the 2022, 2023 and 2024 Community Health Plan Updates are also available on the Adventist Health Corporate website at:https://www.adventisthealth.org/about-us/community-benefit/ The Community Health Needs Assessment (CHNA) includes both the activity and product of identifying and prioritizing a community's health needs, accomplished through the collection and development of a community health plan. The second component of the CHNA, the community health plan, includes strategies and plans to address prioritized needs, with the goal of contributing to improvements in the community's health. Qualitative and quantitative data sources were used in conducting the CHNA. To accomplish the many important systemic goals that are underway in our community, Adventist Health supports local partners to augment our own efforts, and to promote a healthier community. Partnership is not used as a legal term, but a description of the relationships of connectivity that are necessary to collectively improve the health of our region. One of our objectives is to partner with other nonprofit and faith-based organizations that share our values and priorities to improve the health status and quality of life of the community we serve. This is an intentional effort to avoid duplication and leverage the successful work already in existence in the community. In addition to the CHNA, our Hospital engages in a process of continuous quality improvement, focusing on questions such as: are our interventions making a difference in improving health outcomes; are we providing the appropriate resources in the appropriate locations; and how are we using technology to track our health improvements and provide relevant feedback at the local level. Building a healthy community requires multiple stakeholders working together with a common purpose. With that in mind, our Hospital leadership serves on a variety of community boards and committees focused on addressing community-specific needs, allowing for ongoing responsiveness to the health care needs of the community and collaboration with local agencies and organizations, enabling maximum effectiveness through collective impact. Part VI, Line 3: The plain language summary of the Financial Assistance Policy (FAP) is posted along with the complete FAP policy and FAP Application on the Hospital's website at: https://www.adventisthealth.org/patient-resources/bill-pay/financial-assistance/ The documents are available in multiple languages. The link to the Hospital's Self-Pay Billing and Collection Policy is posted at: https://www.adventisthealth.org/documents/system/13863-self-pay-billing-and-collection-policy.pdfAt the time of registration, patients who are uninsured and underinsured are provided information about government healthcare programs. Patients are also orally informed of their right to request charity assistance. Signs are displayed in the patient business office, patient registration areas and the emergency room in multiple languages informing patients of this right as well. The Hospital also provides a brochure during the registration process that explains the Hospital's billing and collection procedures, and how to request financial assistance. In addition, every billing statement sent to patients contains information on how to request financial assistance. Part VI, Line 4: The prime service area of AHPL is the quad-county region which includes Clackamas County, Clark County, Multnomah County, and Washington County. The total population in the quad-county region is 2,277,802 which is an increase of 13% from 2009. The composition of the population: 88.0% identify as not Hispanic or Latino/a and 12.0% identify as Hispanic or Latino/a. The median age in Clackamas County, Oregon is 41.6 where 87.5% identify as White, 4.1% identify as multi-racial, 8.7% as Hispanic or Latinx, 0.9% as Black, 4.3% as Asian; and 1.1% as American Indian, Alaska Native, Native Hawaiian or Other Pacific Islander. The median age in Clark County, Washington is 38.4 where 84.6% identify as White, 5.1% identify as multi-racial, 9.6% as Hispanic or Latinx, 1.8% as Black, 4.6% as Asian; and 1.4% as American Indian, Alaska Native, Native Hawaiian or Other Pacific Islander. The median age in Multnomah County, Oregon is 37.2 where 77.9 % identify as White, 5.4% identify as multi-racial, 11.6% as Hispanic or Latinx, 5.5% as Black, 7.4% as Asian; and 1.5% as American Indian, Alaska Native, Native Hawaiian or Other Pacific Islander. The median age in Washington County, Oregon is 36.7 where 75.9% identify as White, 5.4% identify as multi-racial, 16.7% as Hispanic or Latinx, 2.0% as Black, 10.6% as Asian; and 1.0% as American Indian, Alaska Native, Native Hawaiian or Other Pacific Islander.In the region, 10.5% of the population are living at or below the poverty level and 4.9% are living in deep poverty whose income is less than half of the federal poverty level. Approximately 26.4% of children are living in poverty and 13.1% of people born outside the US are living at or below poverty level. In 2019, 20.5% of all residents in the region or 50,387 people were low income and experienced living more than one mile from a grocery store. The regional unemployment rate in 2015-2019 was 4.7%. Among people with any disability, the unemployment rate doubled to 10.8%. Black/African American (8.6%), American Indian and Alaska Natives (8.1%), and Multiracial (7.4%) groups experienced higher rates of unemployment, compared to the total population.Among all households in the region, the severe housing cost burden decreased two percentage points, from 16.5% in 2015 to 14.6% in 2019, respectively, while dropping one percentage point among renting households, from 24.4% to 23.4%, respectively. While the median household income increased 16.1% between 2015 and 2019, respectively, the change in average rent rose 18.9% over the same period (from $1,114 in 2015 to $1,360 in 2019).In 2019, nearly 25% of adults (18 years or older) reported being diagnosed with depression. This is higher than the United States at 19%. Adults with asthma was significantly higher in the region at 9.8%, compared to the United States at 8.9%. Other chronic diseases included high blood pressure (27.4% of adults) and high cholesterol (26.1% of adults), while the two most prevalent in the region were significantly lower than rates in the United States. Cancer and heart disease continue to be the top two causes of death in 2018-2020, representing: 11,065 deaths due to cancer 9,614 deaths due to heart disease While deaths due to cancer and heart disease decreased between 2014-2016 and 2018-2020, cerebrovascular diseases, such as stroke, increased from 18.7 to 30.3 per 100,000 deaths. Part VI, Line 5: Our Hospital's mission is, "Living God's love by inspiring health, wholeness and hope." Our community benefit work is rooted deep within our mission and merely an extension of our mission and service. We have also incorporated our community benefit work to be an integral component of improving the "Triple Aim." The "Triple Aim" concept broadly known and accepted within health care includes:1. Improve the experience of care for our residents.2. Improve the health of populations.3. Reduce the per capita costs of health care.Our strategic investments in our community are focused on a more planned, proactive approach to community health. The basic issue of good stewardship is making optimal use of limited charitable funds. Defaulting to charity care in our emergency rooms for the most vulnerable is not consistent with our mission. An upstream and more proactive and strategic allocation of resources enables us to help low-income populations avoid preventable pain and suffering; in turn allowing the reallocation of funds to serve an increasing number of people experiencing health disparities.Hospitals and health systems are facing continuous challenges during this historic shift in our health system. Given today's state of health, where cost and heartache is soaring, now more than ever, we believe we can do something to change this. These challenges include a paradigm shift in how hospitals and health systems are positioning themselves and their strategies for success in a new payment environment. This will impact everyone in a community and will require shared responsibility among all stakeholders.As hospitals move toward population health management, community health interventions are a key element in achieving the overall goals of reducing the overall cost of health care, improving the health of the population, and improving access to affordable health services for the community both in outpatient and community settings. The key factor in improving quality and efficiency of the care hospitals provide is to include the larger community they serve as a part of their overall strategy.Population health is not just the overall health of a population, but also includes the distribution of health. Overall health could be quite high if the majority of the population is relatively healthy - even though a minority of the population is much less healthy. Ideally such differences would be eliminated or at least substantially reduced.Community health can serve as a strategic platform to improve the health outcomes of a defined group of people, concentrating on three correlated stages:1. The distribution of specific health statuses and outcomes within a population, 2. Factors that cause the present outcomes distribution, and3. Interventions that may modify the factors to improve health outcomes.Improving population health requires effective initiatives to:1. Increase the prevalence of evidence-based preventive health services and preventive health behaviors,2. Improve care quality and patient safety, and3. Advance care coordination across the health care continuum.We will work together with our community to ensure the community health improvements are identified and then targeted for programs to influence behaviors to obtain improved health within the whole community. Part VI, Line 6: The Hospital is a member of Adventist Health, a health care system which provides healthcare services in diverse markets within the Western United States. A member hospital may share some services with other member hospitals in its geographic area, such as clinical, management and support services. Using today's technology, hospitals outside the geographic area are able to provide support through remote services such as tele-pharmacy 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: Other community impact activities included events to engage and collaborate with the Portland community. AHPL participated in the Annual Thanksgiving Celebration where for over 14 years, the Hospital has provided a free concert for the community with food and sock donations as the ticket. In 2024, 800 people were in attendance and over 3,000 pairs of socks were donated to the Portland Rescue Mission. Employees gave generously to a clothing drive to support patients and community members facing hardships providing new clothing to those in need. AHPL has been recognized by the Lown Institute for excellence in inclusivity receiving an "A" grade on the 2024-25 Lown Institute Hospitals Index for Social Responsibility. The Hospital achieved this honor out of more than 3,400 hospitals nationwide. The Lown Hospitals Index for Social Responsibility is the only ranking to combine metrics of health equity and value of care alongside patient outcomes, for more than 2,700 acute care and 800 critical access hospitals nationwide offering a holistic view of hospitals as total community partners. The index evaluates hospitals on over 50 measures including community benefit, racial inclusivity and quality measures. X X X X 1 1 0 0 0 0 0 0 0 Heinrich Kerry Dir/Chair/CEO 0 2342000 0 1586113 0 46082 0 13296 0 44679 0 4032170 0 0 Hofheins Todd Dir/Vice Chair/COO 0 1474000 0 888115 0 45560 0 13296 0 52696 0 2473667 0 0 Beaman John CFO/Assistant Secretary 0 1261000 0 698818 0 21043 0 13296 0 66512 0 2060669 0 0 Stevens Eric - Former Care Division Operations Exec thru 02/22 0 1196000 0 495682 0 194464 0 13296 0 44679 0 1944121 0 0 Nahapetian Arby - Former Care Division Medical Officer thru 02/22 0 1111000 0 458435 0 189823 0 13296 0 66512 0 1839066 0 0 Newmyer Joyce - President OR State Network thru 04/24 0 934154 0 378860 0 25893 0 16695 0 44679 0 1400281 0 0 Spear Eugene Physician 1203656 0 63885 0 0 0 13296 0 31786 0 1312623 0 0 0 Jobe Meredith Secretary 0 796100 0 281132 0 143872 0 13296 0 44679 0 1279079 0 0 Boskind Jeffrey Physician 931615 0 108867 0 0 0 13296 0 28736 0 1082514 0 0 0 Alhumaid Fawaz Physician 909140 0 65000 0 26385 0 13296 0 43513 0 1057334 0 0 0 Carlston Cory Physician 869989 0 0 0 11334 0 13296 0 42543 0 937162 0 0 0 King Kyle - PresAHPL Pres, OR State Svc Area as of 04/24 0 666769 0 131700 0 64780 0 13296 0 44700 0 921245 0 0 Molloy Thomas Physician 800893 0 17625 0 0 0 13296 0 45082 0 876896 0 0 0 Rippey Wesley Area Medical Officer, AHPL 0 551182 0 131994 0 113087 0 13296 0 24025 0 833584 0 0 Welch Donald - Former Finance Off/Interim Treas thru 08/22 0 465504 0 150507 0 90281 0 13296 0 44679 0 764267 0 0 Jahn Andrew - Former Care Care Division President thru 02/22 0 281190 0 407001 0 5026 0 55610 0 3801 0 752628 0 0 Leach Judy - Former Strategy & Comm Exec, PNR thru 02/20 0 379600 0 111692 0 50369 0 13296 0 36923 0 591880 0 0 Panasuk Jason Treasurer/Asst Secretary 0 320898 0 55141 0 27016 0 13296 0 44523 0 460874 0 0 Lee Adam Operations Executive 0 298456 0 48371 0 28816 0 13296 0 66187 0 455126 0 0 Erdmann Diana Patient Care Executive 0 284924 0 47513 0 24624 0 13296 0 66272 0 436629 0 0 Johnsson Terry Mission Integration Executive 0 192860 0 72712 0 91717 0 9643 0 27433 0 394365 0 0 Voshell Shane Human Performance Executive, PNR 0 234959 0 46691 0 23437 0 11748 0 59521 0 376356 0 0 White Randi - Medical Group Administrator as of 04/24 0 212148 0 45017 0 0 0 10759 0 33403 0 301327 0 0 Wing Bill - Former Dir/Asst Secr/Vice Chair thru 01/22 0 0 0 0 0 273263 0 0 0 0 0 273263 0 0 Knox Jody - Former Physican Services Exec thru 04/23 0 0 0 0 0 110378 0 0 0 4199 0 114577 0 0 Part I, Lines 4a-b Severance payments are made based upon agreements between certain qualifying employees and Adventist Health System/West. Details of the terms and conditions of the severance agreements are available to the IRS upon request. Jahn, Andrew - severance payment - $15,065 Knox, Jody - severance payment - $110,378 Wing, Bill - severance payment - $271,535 Select executives agreed to participate in CAP-EX in place of a traditional SERP. See Schedule L, Part V of Adventist Health System/West, for a broader description. Split-Dollar life insurance participants are John Beaman, Kerry Heinrich, Todd Hofheins, Andrew Jahn, Joyce Newmyer, Jack Wagner, and Bill Wing. A flexible benefits plan (CAA) is offered to groups of highly-compensated employees meeting certain criteria. The participants are provided with an amount equivalent to 41 percent of their base compensation, less the value of their corporate provided benefits. The balance is set aside for nonvested deferred compensation that is subject to substantial risk of forfeiture and is at risk to the creditors of Adventist Health. Payouts occur according to the participants' payment elections after all substantial risks of forfeiture have lapsed. The plan was frozen for new non-vested contributions in 2016. Jahn, Andrew - participant, no activity in 2024 Newmyer, Joyce - participant, no activity in 2024 X Work stations 1 962500 FMV 0 0 1 0 Part I, Column (b): The organization is reporting the number of contributors on Schedule M, Part I, column (b). 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. AHPL, an OHSU Health partner, is a faith-inspired, nonprofit health care network consisting of a medical center, dozens of medical clinics, and home care and hospice services on the east side of Portland. The Hospital's services include cardiovascular care and surgery at Adventist Health Northwest Heart Center and a comprehensive range of medical services including metabolic care and bariatric surgery, emergency services, primary and urgent care, radiation oncology, surgery, imaging, rehabilitation, labor and delivery, and more. With a team of 167 employed physicians and more than 1,500 associates, AHPL is mission-driven to meet the diverse needs of the community. 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 2024 was $7,183,116. The following Inpatient services were provided to all our patients: - 292,330 clinic visits - 677 deliveries - 8,205 discharges - 51,666 emergency room visits - 1,786 inpatient surgeries - 236,561 outpatient hospital visits - 3,913 outpatient surgeries - 36,012 patient days 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 2024 was $3,387,115. AHPL's quality and performance awards include: Geriatric Emergency Department Accreditation from the American College of Emergency Physicians, Joint Commission Top Performer, NCDR Chest Pain - MI Registry Silver Performance Achievement Award, NCQA Diabetes Recognition, Tier-3 Primary Care Homes, U.S. News and World Report High Performing Clinical Areas, Lown Institute Top Hospital for Social Responsibility. 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 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 Board of Directors of the Hospital shall have sole authority to amend or repeal the Articles of Incorporation, subject to the additional approval of the Board of Directors of Adventist Health System/West. The Hospital does not have any Members. Form 990, Part VI, Section B, line 11b This Form 990 including all supporting schedules was prepared by a public accounting firm, reviewed by the Corporate Finance Officer and Market Financial Officer, and shared by electronic communication with the Corporation's Board of Directors prior to filing. Form 990, Part VI, Section B, line 12c During the first quarter of each year, the annual conflict of interest questionnaire is sent to board members, hospital corporate officers, key employees and department directors for completion and signature. The questionnaire is accompanied by a letter of explanation to illustrate examples of a conflict and to remind the recipient that if any perceived conflict should arise before the next annual questionnaire, he/she is to notify the market president or the System Chief Legal Officer/General Counsel immediately. The System Chief Legal Officer/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 Chief Legal Officer/General Counsel reviews all the disclosures on the board and Corporate employees' COIs. System Chief Legal Officer/General Counsel retains the COIs for all individuals. Further inquiries on any potential significant conflicts are made as needed. Conflicts are documented and reviewed with the Board. Form 990, Part VI, Section B, line 15 The Adventist Health Board of Directors has established an Executive 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 at least annually to review comparability data from outside consultants; recommends any adjustments to current executive compensation; recommends appropriate incentive awards to the board for approval; follows a diligent process that meets regulatory requirements for a rebuttable presumption of reasonableness; records committee deliberations and decisions in timely minutes; selects, engages and supervises any consultant hired to advise and provide comparability data. The board-approved executive compensation philosophy specifies that salary ranges will be established for hospital executives, with midpoints aligned with the 60th percentile of comparable system hospital data, and having a 40 percent spread from minimum to maximum. Form 990, Part VI, Section C, line 19 The Hospital does not make its governing documents publicly available, beyond required filings of Articles of Incorporation with the Secretary of State. The Hospital does not make its Conflict of Interest Policy available upon request, but does file monthly/quarterly summary financial reports with the state health-planning agency. Form 990, Part VII: Board compensation is for Adventist Health System/West Board of Directors only - not hospital Board of Directors. Form 990, Part XI, line 9: Contribution not recorded on books -962,500. 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. 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