2023-11-01T12:36:14-05:00 2022-12-31 910189318 Moss Adams LLP 3121 W March Ln Ste 200 Stockton CA 952192367 990 2022-01-01 941387866 Rideout Memorial Hospital RIDE 9164060000 726 Fourth Street Marysville CA 95901 Heidar Thordarson Treasurer 9164060000 2023-10-25 1 Heidar Thordarson 999009999 1 Tracy S Paglia P00366884 2099556100 2023-10-27 2 AAL1 IAL1 2022 2023-04-26 12:10:37Z Adventist Health and Rideout Chris Champlin 726 Fourth Street Marysville CA 95901 449635267 0 X www.adventisthealth.org/rideout/ X 1955 CA Living God's love by inspiring health, wholeness, and hope. 4 2 2104 49 63797 9672 783871 5900777 452070637 443038738 885362 439743 0 -660040 453739870 448719218 182659 169490 0 0 183108331 198192080 0 0 555747 347392091 307835811 530683081 506197381 -76943211 -57478163 442983359 444440075 310814897 398010776 132168462 46429299 X Living God's love by inspiring health, wholeness, and hope. 0 0 407775798 169490 443038738 See Schedule O 407775798 1 1 0 1 0 0 0 0 0 0 1 0 0 1 1 1 0 1 0 0 0 0 0 0 0 0 1 1 1 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 1 0 0 2104 1 1 1 0 0 0 0 0 0 0 0 0 0 0 X 4 2 0 0 0 0 1 1 1 1 1 0 0 1 1 1 1 1 1 1 1 0 CA X John Beaman CFO 9164060000 1 Adventist Health Way Roseville CA 95661 X Wing Bill Director/Chair thru 01/22 0.00 50.00 X X 0 2511347 56319 Heinrich Kerry Dir/Chair/CEO as of 01/22 0.00 50.00 X X 0 2131443 75065 Hofheins Todd Dir/Vice Chair/COO as of 01/22 0.00 50.00 X X 0 1971652 72279 Jahn Andrew Care Division President thru 02/22 0.00 50.00 X 0 1409539 74100 Beaman John CFO/Asst Secretary as of 01/22 0.00 50.00 X 0 1361096 58476 Nahapetian Arby - Care Division Medical Officer thru 02/22 0.00 50.00 X 0 1334111 68537 Stevens Eric - President Northern CA/HI State Network 5.00 45.00 X 0 1315314 62845 Spenst Brett - Care Division Finance Officer thru 02/22 0.00 50.00 X 0 1322824 36101 Reiner Scott Former CEO thru 12/21 0.00 0.00 X 0 1222073 36652 Jobe Meredith Secretary 0.00 50.00 X 0 930036 39184 Byrnes John - Former Medical Officer, NCR thru 02/20 0.00 50.00 X 0 841204 65864 Champlin Christopher President 9.00 41.00 X 0 753943 53690 Heard Alexander Medical Officer as of 04/22 48.00 2.00 X 0 701197 49343 Spencer Lindsey Operations Executive as of 05/22 48.00 2.00 X 0 634975 74050 Thordarson Heidar Treasurer/Asst Secretary as of 06/22 9.00 41.00 X 0 561895 23851 Gordon Cyndy Patient Care Executive 50.00 0.00 X 0 484258 39695 Gonzalez Eduardo Treasurer/Asst Secr thru 06/22 9.00 41.00 X 0 440206 46492 Garcia Julie RN 40.00 0.00 X 402445 0 61213 Chibaya Daniel Operations Manager thru 04/22 0.00 40.00 X 0 374114 53020 Eller Jeff Former President, NCR 0.00 9.00 X 0 352684 52686 Mensch Deborah - Former Patient Care Executive thru 08/20 0.00 50.00 X 0 368141 22092 Bird Sherryl RN 40.00 0.00 X 300092 0 88739 Sarson Linda RN 40.00 0.00 X 339144 0 40114 Lonto Robert Former Reg HP Dir, NCR thru 02/20 0.00 50.00 X 0 270421 82148 Arrowsmith Monica - Business Development Leader thru 02/22 40.00 0.00 X 0 312204 31856 Berino Angeline RN Nurse Lead 40.00 0.00 X 266918 0 58708 Ell Cassandra RN Nurse Lead 40.00 0.00 X 253990 0 35325 Oliver Robin - Business Development Executive as of 05/22 48.00 2.00 X 0 207048 48629 Sheikh Azad Medical Officer thru 08/21 0.00 0.00 X 0 157165 44820 Innocent Larry Director 0.00 4.00 X 0 26478 0 Reiner Richard Director 0.00 4.00 X 0 26478 0 1562589 22021846 1551893 668 1 1 1 Acute Care Surgery Medical Group Inc PO Box 2700 Granite Bay CA 95746 Physician services 5003541 Sodexo Inc and Affiliates PO Box 360170 Pittsburgh PA 15251 Nutritional services 4975572 Galen Inpatient Physicians Inc 2100 Powell St Ste 400 Emeryville CA 94608 Physician services 3888898 Integrative Anesthesia Solutions Inc 2824 Whispering Crk LP Rocklin CA 95765 Physician services 3643501 Fastaff LLC 5700 South Quebec St Ste 300 Greenwood Village CO 80111 Contract labor services 3504351 61 5532502 368275 5900777 Patient service revenue 621110 434519100 434455303 63797 Management fees 541610 3613878 3613878 340B Pharmacy revenue 456110 1544408 1544408 CARES Act revenue 621990 1110281 1110281 Related rental revenue 531120 957121 957121 1293950 1293950 443038738 526131 526131 169621 829661 -660040 -660040 -660040 86388 -86388 -86388 -86388 448719218 442974941 63797 -220297 X 169490 169490 157151430 143723604 13039314 388512 6211534 5682366 513484 15684 23628526 21496069 2073752 58705 11200590 10342375 834595 23620 54837389 54837389 387374 387374 52504 52504 88045 88045 80368190 74584164 5764873 19153 23025 23025 1676993 1320803 323308 32882 16955088 3524144 13430944 9608187 6502619 3105568 81507 47561 27813 6133 31035 10982 20053 10138049 10137544 505 16171685 15213266 956927 1492 2944212 2896766 43349 4097 Patient care supplies 63733779 63733513 266 Quality assurance fee 19579243 19579243 Leased equipment expens 2309579 2247254 62325 UBI taxes 19067 19067 28830860 26456923 2368734 5203 506197381 407775798 97865836 555747 165025 261992 65660080 76365127 6890585 6852639 3938015 6086233 571317465 267212486 320143777 304104979 46185877 50769105 442983359 444440075 50511219 35446397 225249 356552 42346138 174774183 217732291 187433644 310814897 398010776 X 132093071 46254092 75391 175207 132168462 46429299 442983359 444440075 X -57478163 -28261000 0 X 0 1 X 1 1 1 X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED 0 0 0 0 0 0 0 0 1 88045 88045 0 Part II-B, Line 1: The Hospital is a member of industry associations. A portion of the membership dues is used for lobbying purposes. Expenditures to NL Short Public Affairs were paid for the purpose of working with legislators and government officials relating to legislation affecting hospitals and healthcare. 74095 826288 725176 175207 75169 505354 506428 74095 70704 267654 263189 75169 135652 128479 45013 148414 70704 135652 135652 0.00000 0.00000 1.00000 0 0 14289927 14289927 399225620 134006772 265218848 15228145 7602456 7625689 142573773 125603258 16970515 304104979 Receivables from third-party payors 32246513 Receivables from related organizations 9144047 Other assets 5415453 Right-of-use assets 3200735 Other receivables 762357 50769105 Payables to related organizations 175016280 Workers' compensation liability 4518358 Long-term malpractice liability 3566164 Lease controller liability 2349538 Other liabilities 1983304 187433644 X Part V, Line 4: Board-designated, temporary and permanently restricted endowment funds are for specified operating and capital projects. The funds are released as project costs are expended. Part X, Line 2: The principal operations of the System are exempt from taxation pursuant to Internal Revenue Code Section 501(c)(3) and related state provisions. The System recognizes tax benefits from any uncertain tax positions only if it is more-likely-than-not the tax position will be sustained, based solely on its technical merits, with the taxing authority having full knowledge of all relevant information. The System records a liability for unrecognized tax benefits from uncertain tax positions as discrete tax adjustments in the first interim period the more-likely-than-not threshold is not met. The System recognizes deferred tax assets and liabilities for temporary differences between the financial reporting basis and the tax basis of its assets and liabilities, along with net operating loss and tax credit carryovers only for tax positions that meet the more-likely-than-not recognition criteria. At December 31, 2022 and 2021, no such assets or liabilities were recorded. The System currently files Form 990 (informational return of organizations exempt from income taxes) and Form 990-T (business income tax return for an exempt organization) in the U.S. federal jurisdiction and the state of California. The System is not subject to income tax examinations prior to 2019 in major tax jurisdictions. 1 1 X 1 X 1 X 1 1 1 0 1 1 6075603 6075603 0.01200 173362626 106008462 67354164 0.13310 179438229 106008462 73429767 0.14510 1728077 1728077 0.00340 820245 820245 0.00160 61082840 20685129 40397711 0.07980 11750 11750 0.00000 63642912 20685129 42957783 0.08480 243081141 126693591 116387550 0.22990 1452642 1452642 0.00290 3450 3450 0.00000 570 570 0.00000 569 569 0.00000 544703 544703 0.00110 2001934 2001934 0.00400 1 6153293 1958089 116322697 148286227 -31963530 X 1 1 1 1 Adventist Health and Rideout 726 Fourth Street Marysville CA 95901 https://www.adventisthealth.org/rideou 230000126 X X X Adventist Health and Rideout 0 0 1 X X X X X X X X X 22 1 1 0 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 Education X Sch H Part VI-Patient Education X Sch H Part VI-Patient Educ X X X X X X 1 X 0 X X X X 1 X 0 0 Adventist Health and Rideout Part V, Section B, Line 5: Data collected and analyzed included both primary or qualitative data and secondary or quantitative data. Primary data included ten interviews with 28 community health experts, three focus groups conducted with a total of ten community residents or community-facing service providers, and 16 responses to the Community Service Provider (CSP) survey. Key informant interviews were conducted with community health experts and area service providers (i.e., members of social service nonprofit organizations and related healthcare organizations). These interviews occurred in both one-on-one and in group interview settings. Key informant list included participants from Sutter County Department of Public Health, Yuba County Health and Human Services, Yuba Sutter Healthcare Council, Adventist Health and Rideout (AHRO) staff, Peach Tree Health, Harmony Health, Sutter Care at Home, Sutter Medical Foundation, Anthem Blue Cross, and Sutter County Board of Supervisors. Focus group interviews were conducted with community members or service providers living or working in geographic areas of the service area identified as locations or populations experiencing a disparate amount of poor socioeconomic conditions and poor health outcomes. Recruitment consisted of referrals from designated service providers representing vulnerable populations, as well as direct outreach to special population groups. Community resident groups that contributed to the primary data were First 5 of Yuba County, Western Farm Workers Association and the Sutter/Yuba Homeless Consortium. The Community Service Provider Survey was administered to those community service providers who delivered health and social services to community residents. Secondary data included multiple datasets selected for use in the various stages of the analysis. A combination of mortality and socioeconomic datasets collected at subcounty levels was used to identify portions of the hospital service area with greater concentrations of disadvantaged populations and poor health outcomes. A set of county-level indicators was collected from various sources to help identify and prioritize significant health needs. Additionally, socioeconomic indicators were collected to help describe the overall social conditions within the service area. Health outcome indicators included measures of both mortality (length of life) and morbidity (quality of life).Health factor indicators included measures of:1) Health behaviors, such as diet and exercise and tobacco, alcohol, and drug use;2) Clinical care, including access to quality care; 3) Social and economic factors such as race/ethnicity, income, educational attainment, employment, neighborhood safety, and similar; and4) Physical environment measures, such as air and water quality, transit and mobility resources, and housing affordability.In all, 86 different health-outcome and health factor indicators were collected for the CHNA. Adventist Health and Rideout Part V, Section B, Line 6a: Sutter Surgical Hospital North Valley (SSHNV) participated in the 2022 CHNA process. Adventist Health and Rideout 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 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. Additionally, AHRO supported efforts locally by offering virtual health care visits to keep community members safe and healthy, participated in a community task force and created and distributed messaging and updates to staff and the public regarding policies, COVID-19 CDPH guidance as well as PSAs associated with COVID-19 recommendations/pre-cautions and seeking the appropriate level of care to minimize an influx of patients in the Emergency Department.Tax year 2022 was year three of the Implementation Strategy for the 2019 CHNA. Programs and activities provided to the community were in response to the priority health needs identified in the 2019 CHNA. Our 2019 CHNA identified three areas of significant need: Access to Mental/Behavioral/ Substance Abuse Services, Access to Basic Needs Such as Housing, Jobs and Food, Access to Quality Primary Care Health Services. Priority Need 1 - Access to Mental/Behavioral/ Substance Abuse ServicesThe goal is to raise awareness and improve access to substance use and mental health services in the emergency department. Strategy 1- Expand Emergency Department substance use disorders and behavioral health initiatives. Activity 1.1 - Continue Behavioral Health Collaborative in the AHRO ER - Although the program has components that are covered by grants, community benefit expenses include parts of the tele-psychiatry services and the Community Well-Being staff time. In 2022, the volume of behavioral health patients in the AHRO Emergency Department has steadily increased in recent years due to the lack of funding for behavioral health services and lack of facilities/providers in our rural area. In order to deliver the highest quality of care for behavioral health patients in the Emergency Department, AHRO partnered with county resources to embed county-paid crisis counselors in the Emergency Department 24 hours a day. In 2022, AHRO's Emergency Department saw 2,548 patients with behavioral health complaints. Using tele-psychiatry services and clear clinical pathways the team worked together to see 100 percent of the patients with a behavioral health diagnosis. Medications were started or resumed, safety plans designed, and follow up appointments were arranged by the team. In 2022, 1,535 patients were discharged home from the Emergency Department and 820 discharged to a psychiatric facility.Activity 1.2 - Implement ED Bridge Program - AHRO applied and was awarded grant money to start the California Bridge Program in the amount of $1,200 in 2022. The grants have afforded the program the opportunity to hire a Substance Use Navigator (SUN), provide ED staff training, and provide 32 ED physician X-waiver credentialing to build the Medically Assisted Treatment (MAT) Program. The SUN works to identify people with opioid use disorder in the emergency room. Patients are then able to immediately receive treatment for their withdrawal symptoms with the medication buprenorphine (suboxone) and are linked from the ED into continued outpatient treatment in the community clinics. In 2022, the program increased by 245 percent, providing services to 809 individuals. Additionally, from 2021 to 2022 the number of individuals provided community resources increased 286 percent, from 208 patients to 597.Additional activities: 1. Meds-to-Beds program. AHRO is among many hospitals nationwide that has a "Meds-to-Beds" program, in which prescription drugs are given directly to patients just before they are sent home from the hospital or emergency room. AHRO partnered with the Sutter Pharmacy for both discharge counseling and dispensing of medications. In situations where the patient is unable to pay for the critical medications, AHRO will pay for the medications at no cost to the patient. Number of Community Members Served: 214. Priority Need 2 - Expand screening and partner with community organizations to increase access to food resourcesThe goal is to improve access to food resources in the community. Strategy 1 - Expand screening with community organizations to increase food resources.Activity 1 - Expand Food Security Program - In 2022, AHRO identified 748 patients as food insecure. This number includes the patient population admitted to the Hospital, in the ED, patients of The Rideout Cancer Center, clients in the Street Medicine Program, as well as individuals experiencing food insecurities identified in our community by partners like the Western Farm Workers. Of these individuals, 37% were considered homeless, 33% were 55 years of age or older, and 19% were 65 years of age or older. All individuals served in the Food Security program are vulnerable, lack the resources necessary to obtain food or proper nutrition, and are underserved. This program has allowed us to reduce the number of folks being readmitted to the hospital with reoccurring food Insecurities. A total of 551 non-perishable food bags were provided to individuals experiencing homelessness through outreach from our Street Medicine Team. In 2021, A grant in the amount of $80,000 was awarded to hire a Registered Dietitian (RD) to help expand the Food Secure Program and assist in providing medically tailored meals as well as develop an on-site food pantry. The Community Outreach RD was hired in late 2022 and has been able to expand our Food Security program into a Food is Medicine program. This program previously served only those experiencing food insecurities, but the program was expanded in 2022 to include those with underlying health conditions that could be additionally addressed with meals medically tailored to their health concerns. Additional activities include our bariatric support group. Bariatric support groups were offered, in person, until March of 2020 due to COVID-19. AHRO developed a way to still deliver these support groups virtually and is still in use as of 2022. Number of Community Members Served: 6. Part V, Section B, Line 11, continuation: Priority Need 3 - Access to Quality Primary Care Health ServicesThe goal is to improve access to primary care services for the community.Strategy 1 - Street Nursing ProgramActivity 1.1 - Establish and expand street nursing program. AHRO initiated a street nursing program in response to the growing population experiencing homelessness. In 2022, The Adventist Health Street Nurse Team saw 371 new patients out in the field. The team conducted 3,574 follow up visits; this translates to each patient experiencing several encounters with our team due to the trust and relationship built. The Street Medicine Team reaches out to individuals experiencing homelessness where they are and provides items such as hygiene products and non-perishable food. The total encounters for the Street Medicine Team in 2022 including new patients, follow visits, and outreach, was 6,396. In 2022, the program showed significant growth, in staff, in days per week, and in outreach locations made possible by several different awarded grant dollars. The Street Medicine Team does outreach with several partner agencies in the streets and river bottoms of the Yuba Sutter Communities. Other outreach locations include Hands of Hope, The Life Building Center, Better Ways, Harmony Village and Prosperity Village.Program Outcomes to note for 2022: 371 new individuals served, 3,574 follow up visits conducted, 35 clients established care with a primary care doctor, 65 PCP appointments attended with the patient to assist in a warm hand off and alleviate fear, 54 prescriptions were paid through our 340B program, 63 individuals moved from homelessness and entered into temporary housing such as a shelter, 45 individuals were moved from homelessness and were entered into permanent housing, 342 individuals were seen by the tele-medicine doctor out in the field and 15 were referred to the Substance Use Navigator for resources and referrals to substance use treatment and recovery. In 2022, only 55 individuals of the 3,574 were sent to the emergency department for additional care and 342 were able to be seen by telemedicine. Although the program has components that are covered by grants, community benefit expenses include Community Well-Being staff time and coordination. Additional activities include our homeless discharge planning program. In addition to the action already being taken to combat homelessness and assist this vulnerable population, SB 1152 requires hospitals to include plans for coordination of services to shelters, medical care, and behavioral health care in their homeless patient discharge policy. Specifically, hospitals must discharge homeless patients to a social service agency, a nonprofit social services provider, or a governmental service provider. Hospitals must also ensure that these agencies are prepared to accept the patient and the patient has agreed to the placement. Patients experiencing homelessness may also be discharged to their "residence" (the principal dwelling place of the patient) or an alternative destination. Under SB 1152, hospitals must ensure and document the following before discharging any homeless patient: The patient must have food and water unless there is a medical reason, they must have weather-appropriate clothing, have a source of follow up care, have a supply of medications, they must have necessary medical durable equipment, they must be offered screening for infectious diseases, must have been offered vaccination, the patient must be alert and oriented to person, place, and time, they must be assisted to enroll in eligible, affordable health insurance coverage, and the patient must have transportation to the discharge destination. The Hospital must also maintain a log of homeless patients discharged and locations to which they were discharged. Number of Community Members Served: 1,174.Priority needs not addressed:No hospital can address all the health needs identified in its community. AHRO is committed to serving the community by adhering to its mission, and using its skills, expertise, and resources to provide a range of community benefit programs. Significant health needs that will not be directly addressed include the following: Prevention of Disease and Injury through Knowledge, Action, and Access to Resources: AHRO focuses on wellness and prevention through health education classes and programs. AHRO will continue providing classes and programs to the community. Access and Functional Needs: Access to transportation services is a large need in the primary service area. AHRO currently addresses this need by offering free transportation to and from the Hospital, Cancer Center and clinics.Access to Specialty and Extended Care: AHRO is consistently recruiting specialty providers to increase access for the community. AHRO plans to continue these efforts. Active Living and Healthy Eating: AHRO currently offers free classes on diabetes and other health issues in addition to encouraging healthy lifestyles. Safe and Violence-Free Environment: AHRO agrees that this is a huge need throughout the community, but at this time, AHRO feels addressing this need will require dedicated effort from many other community organizations. AHRO cannot tackle this community need alone. At this time, AHRO believes the Hospital can focus efforts and resources on the other prioritized health needs to make a larger impact. Part V, Section B, Line 13h: Patients who do not meet the income criteria, may be eligible for financial assistance based on essential living expenses and resources. The following two (2) qualifications must both apply:1. Essential living expenses: Exceed fifty percent (50%) of the household income; and2. Resources: The patient's excess medical expenses (the amount that allowable medical expenses are greater than 50% of annual household income) must be greater than available qualifying assets 3 1 - Rideout Women's Imaging Center 945 Shasta Street Yuba City CA 95991 Radiology 2 - AHPN Yuba City - Occupational Medicine 1531 Plumas Court B Yuba City CA 95991 Occupational medicine 3 - Rideout Drug Testing Services 1531 Plumas Street Yuba City CA 95991 Drug testing services Part I, Line 7: The costs were determined by using a cost-to-charge ratio. The cost-to-charge computation is based on Hospital specific data included in the system-wide combined audited financial statements. The formula used for computation equals financial statement data as follows:Total expenses - (Provision for bad debts + Other revenue + Interest income)/Gross patient chargesThe Hospital is located in a medically underserved area and participates in a quality assurance fee program with the State of California to fund certain Medi-Cal coverage expansions. The state redistributes funds to hospitals that provide patient care to a higher proportion of indigent and medically underprivileged patients, who otherwise would most likely not have access to physicians and other medical services. The community benefit analysis includes receipts from this redistribution that are used to assist in partially offsetting the significant costs associated with providing patient care to this population group. The program may or may not continue in the future based on the State of California's regulations and policies and the approval of the federal government. Part II, Community Building Activities: The Hospital is involved in numerous community building activities which promote the health of the community. Overwhelmingly, we see diseases of despair including suicide, substance abuse, mental health and chronic illnesses plaguing the communities in which we have a significant presence in. These community concerns are addressed through health improvement, education, poverty, workforce development and access to care. This is why we have focused our work around addressing behavior and the systems keeping the most vulnerable people in cycles of poverty and high utilization. In an effort to heal these communities, we have strategically invested in our communities by partnering with national leaders in community well-being. We believe the power of community transformation lies in the hands of the community. Our solution for transformation is to create a sustainable model of well-being that measurably impacts the well-being of people, well-being of place and equity. In 2020, Adventist Health acquired Blue Zones as the first step toward reaching our solution. By partnering with Blue Zones, we will be able to gain ground in shifting the balance from healthcare treating people once they are ill to transformative well-being changing the way communities live, work and play. In 2021, Adventist Health committed to launching six Blue Zone Projects within our community footprint, and as we entered 2022 these projects are active. Blue Zones widens our impact from only reaching our Hospitals' communities in four states to a global mission practice. We also encourage our employees to serve on community collaboration boards, health advocacy programs, and physical improvement projects to promote the health of the communities we serve. In addition, we work with neighborhood programs, including schools, work sites and safety net providers to promote health and wellness and prevent disease. These activities are not included elsewhere on Schedule H. Part III, Line 2: Uncollected patient accounts are analyzed using written patient financial services policies that apply standard procedures for all patient accounts. The result of the analysis is what is recognized as bad debt expense. For example, all self-pay patients receive a discount. If the discounted account is unpaid after collection efforts, the unpaid balance is classified as bad debt. The cost-to-charge ratio described for Part I, Line 7 is multiplied times the Hospital's bad debt expense. The resulting figure has been reported as bad debts at cost on Part III, Line 2. Part III, Line 3: The portion of the bad debts attributed to charity care as reported on Part III, Line 3 was calculated by an independent third-party consulting firm. This is an estimate of additional charity care that would have been granted if patients had cooperated by furnishing family financial information. A statistically valid sampling of patient accounts written-off was evaluated. The evaluation used various factors to determine which patients would have been eligible for charity care. Had the Hospital obtained sufficient information from all patients who qualified for financial assistance, these additional accounts would have been recorded as charity care instead of bad debt. Part III, Line 4: The system-wide audited combined financial statements do not contain a footnote describing bad debt expense. Part III, Line 8: The Medicare Cost Report apportions the Hospital's costs on the basis of inpatient days and ancillary and outpatient charges to establish the costing methodology. Healthcare delivery by hospitals is a complex, highly regulated business in the United States. Healthcare unit cost inflation is driven by compliance with ever expanding regulatory requirements, shortages of highly skilled labor and involving medical and information technology. The health care "market basket" is unrelated to that of the average individual consumer. Medicare annual payment updates have fallen behind actual healthcare cost inflation to the point that Medicare payments to many U.S. hospitals are well below the cost of providing care. These unreimbursed costs are a community benefit for seniors and others in the community as these individuals are continuing to receive care without which many would become dependent on other governmental resources such as Medicaid. The benefit to the community for healthier Medicare recipients is no different than those benefits the community realizes for uninsured and underinsured patients who are eligible for partial and full charity care. Medicare is a safety net for seniors and others. Without Medicare coverage, many individuals would undoubtedly qualify for charity care. In addition to the mismatch between Medicare payment increases and healthcare cost inflation, the highly complex Medicare payment systems and formulas produce disparate payment levels from one hospital to another for the same service. These disparate payment levels create disparate results within groups of hospitals. For further information, please refer to Schedule H, Part III, Section B. Part III, Line 9b: When a patient has requested screening for charity care, the Hospital must immediately cease collection activity and place the account in a charity pending status. If 100% charity is approved, the entire account balance is written off to charity care. If the patient has a sliding scale liability based on the federal poverty guidelines, they are billed only for that liability. If the patient fails to pay their after-charity liability, they are assigned to a collection agency with an identifier that indicates to the agency that the patient is "low income and the following criteria must be followed by the agency:1. They may not report the patient to a credit bureau2. They may not file a lawsuit to recover the outstanding liability3. They may not charge interest Part VI, Line 2: The Hospital's 2022 Community Health Needs Assessment (CHNA), the 2023 Community Health Implementation Strategy (CHIS) approved in fiscal year 2023, and the 2022 Community Health Plan (CHP) updated for fiscal year 2022 are posted on the Hospital's website at: https://www.adventisthealth.org/rideout/community-relations/community-benefit/The two most recent Community Health Needs Assessments, the two most recent Implementation Strategy reports and the 2020, 2021, and 2022 Community Health Plan Updates are also available on the Adventist Health Corporate website at:https://www.adventisthealth.org/about-us/community-benefit/The CHNA includes both the activity and product of identifying and prioritizing a community's health needs, accomplished through the collection and development of a community health plan. The second component of the CHNA, the community health plan, includes strategies and plans to address prioritized needs, with the goal of contributing to improvements in the community's health. Qualitative and quantitative data sources were used in conducting the CHNA. To accomplish the many important systemic goals that are underway in our community, our hospitals support local partners to augment our own efforts, and to promote a healthier community. Partnership is not used as a legal term, but a description of the relationships of connectivity that are necessary to collectively improve the health of the regions we serve. One of our objectives is to partner with other nonprofit and faith-based organizations that share our values and priorities to improve the health status and quality of life of the community we serve. This is an intentional effort to avoid duplication and leverage the successful work already in existence in the community. Part VI, Line 3: The plain language summary of the Financial Assistance Policy (FAP) is posted along with the complete FAP policy and FAP Application on the Hospital's website at AH_Financial_Assistance_Policy_2022.pdf (adventisthealth.org):1. https://www.adventisthealth.org/patient-resources/bill-pay/financial-assistance/ 2. https://www.adventisthealth.org/documents/financial-assistance/13863-Self-Pay-Billing-and-Collection-Policy.pdfThese documents are available in multiple languages.At the time of registration, patients who are uninsured and underinsured are provided information about government healthcare programs. Patients are also orally informed of their right to request charity assistance. Signs are displayed in the patient business office, patient registration areas and the emergency room in multiple languages informing patients of this right as well. The Hospital also provides a brochure during the registration process that explains the hospital billing and collection procedures, and how to request financial assistance. In addition, every billing statement sent to patients contains information on how to request financial assistance. Part VI, Line 4: The definition of the community served was the primary service area jointly shared by AHRO and Sutter Surgical Hospital North Valley (SSHNV). This area was defined by five ZIP Codes: 95901, 95953, 95961, 95991, and 95993. This service area was designated because the majority of patients served by both AHRO and SSHNV resided in these ZIP Codes. AHRO is located in Marysville, CA, and SSHNV is located in Yuba City, CA. Separated by the Feather River, these cities are located adjacent to one another and are part of the Yuba City Metropolitan Statistical Area as designated by the US Office of Management and Budget, and which is located approximately 40 miles due north of California's capital - Sacramento. The service area total population was 150,807 community residents and encompassed portions of both Sutter and Yuba Counties. The area is a rural community and is rich in diversity along a number of dimensions.When examining demographic data across race and ethnic categories, inequities are apparent. For example, life expectancy for Whites in Sutter County is lower than all other race and ethnic groups, and almost ten years less than Asians. Inequities are also apparent when examining the rates of each group across both counties included in the assessment. For example, life expectancy for Whites in Sutter County, the lowest among all groups, is 76.0 years, whereas life expectancy among Whites in Yuba County is 73.7 years. Data indicate that Sutter County experienced higher mortality and case fatality rates than the California state benchmark, whereas Yuba County experienced lower rates. Further, both counties had cumulative full vaccination rates lower than the state benchmark, where Yuba County had the lowest among the service area. 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 can provide support through remote services such as telepharmacy and robotics surgery. The Corporate Office provides important shared administrative support for member hospitals' rural health clinics and home care agencies, quality of care, other clinical needs, financing and risk management, and shared clinical and financial information technology. As many experienced and new physicians search for alternatives to independent practice, there is also corporate administrative support for hospital affiliated medical groups that engage physicians through employment or other contracts. This provides stability and growth of qualified physicians across many specialties, which is very important to make healthcare services available and to maintain and improve health within the communities served by all member hospitals. Part VI, Line 7, Reports Filed With States CA Part VI, Other Information: 1. Smoking Cessation Education: AHRO provides a free smoking cessation program for the community. This program teaches the "Freedom from Smoking Course" from the American Lung Association. The class will offer participants a step-by-step plan for quitting smoking and will help assist smokers gain control over their behavior. Number of Community Members Served: 10.2. Transportation after Discharge: AHRO contracts with SP+ to provide transportation services to patients upon hospital discharge, transportation to and from primary care, and to and from oncology appointments. This service is provided at no cost to the patients. In addition to the contract with SP+, the AHRO Foundation assists cancer center patients, senior care and other patients with transportation needs and more by providing provisions such as gas cards, bus passes and food cards to help low-income patients with their travel needs. A new passenger van was donated to AHRO by the Geweke Caring for Women Foundation. The van offers patients free transportation to and from the Hospital and the Cancer Center. Number of Community Members Served: 7,172.3. Community Education Fairs and Events: AHRO regularly participates in a number of community events where staff volunteers to provide education to the community. However, due to COVID-19, these events were limited. In 2021, AHRO participated in the BEFAST campaign event where two Stroke RNs participated in two community events handing out flyers on stroke education and prevention. Community Members Served: 157.4. Community Sponsorship Donations: AHRO is a nonprofit health system with a long-standing history of providing philanthropic support for projects and programs offered within the communities the hospital serves. As a part of the AHRO mission, community benefit sponsorships are designed to support community-based programs, activities, or events that align with the mission and address community needs. Participation from the community reached over 13,000.5. Inspire Hope/World Vision: The Inspire Hope Program is a community-based initiative designed to respond to the growing financial, housing and economic needs within our community. Throughout 2021, our local Inspire Hope program met people where they are at and provided support. Some of the smallest donations are making a huge impact to those we are serving. In 2022, a minimum of 43 partners worked collectively to get resources to 150 members of our community.In July of 2021, AHRO proudly launched Blue Zone Project Yuba Sutter (BZPYS). The BZPYS team wakes up each morning focused on partnering and collaborating with community leaders and organizations active in the sectors of built environment, education, economic and workforce development, mental and physical well-being, policy and public health. Together the BZPYS team and sector leaders develop a community Blueprint that strategically aligns and leverages the actions and resources of the sectors where we live, learn, work and play to help advance the efforts around the community's biggest Social Determinant of Health challenges while connecting them to Health-Related Social Needs organizations. In 2022, Community overall engagement included: 1,134 individuals with 17 Purpose Workshops, nine Cooking Demonstrations, six Moai Launches and 30 Blue Zones Story Speeches. BZPYS team also created a food policy council to work across sectors, engaging with government policy and programs, grassroots/non-profits projects, local business and food workers. 1 CA Health Trust & Fund 1215 K Street Suite 800 Sacramento CA 95814 941498697 501(c)(3) 129490 0 Health Services un/underinsured patients Sikh Temple Gurdwara of Yuba City 2468 Tierra Buena Road Yuba City CA 95993 942694309 501(c)(3) 10000 0 Sikh Parade Day and Festival Yuba Sutter Lodi Pink October 871 E Onstott Road Yuba City CA 95991 201530007 501(c)(3) 10000 0 Pink October Walk/Run/Golf Tournament 3 0 Part I, Line 2: Grantees are provided support based on the program for which they are soliciting funds. Our expectation is that the monies will be used accordingly, and reporting from the recipient is not required. X X X X 1 1 0 0 0 0 0 0 0 Wing Bill Director/Chair thru 01/22 0 263334 0 662638 0 1585375 0 12220 0 44099 0 2567666 0 0 Heinrich Kerry Dir/Chair/CEO as of 01/22 0 1817710 0 76 0 313657 0 12220 0 62845 0 2206508 0 0 Hofheins Todd Dir/Vice Chair/COO as of 01/22 0 1358421 0 376216 0 237015 0 12220 0 60059 0 2043931 0 0 Jahn Andrew Care Division President thru 02/22 0 1047840 0 349414 0 12285 0 12220 0 61880 0 1483639 0 0 Beaman John CFO/Asst Secretary as of 01/22 0 1047636 0 298600 0 14860 0 12220 0 46256 0 1419572 0 0 Nahapetian Arby - Care Division Medical Officer thru 02/22 0 927049 0 234212 0 172850 0 12220 0 56317 0 1402648 0 0 Stevens Eric - President Northern CA/HI State Network 0 896507 0 250602 0 168205 0 12220 0 50625 0 1378159 0 0 Spenst Brett - Care Division Finance Officer thru 02/22 0 817612 0 416845 0 88367 0 12220 0 23881 0 1358925 0 0 Reiner Scott Former CEO thru 12/21 0 348458 0 870709 0 2906 0 12220 0 24432 0 1258725 0 0 Jobe Meredith Secretary 0 639741 0 154687 0 135608 0 12220 0 26964 0 969220 0 0 Byrnes John - Former Medical Officer, NCR thru 02/20 0 154814 0 187322 0 499068 0 12220 0 53644 0 907068 0 0 Champlin Christopher President 0 567067 0 100076 0 86800 0 12220 0 41470 0 807633 0 0 Heard Alexander Medical Officer as of 04/22 0 455182 0 102263 0 143752 0 12220 0 37123 0 750540 0 0 Spencer Lindsey Operations Executive as of 05/22 0 382833 0 93331 0 158811 0 12220 0 61830 0 709025 0 0 Thordarson Heidar Treasurer/Asst Secretary as of 06/22 0 336809 0 69116 0 155970 0 12220 0 11631 0 585746 0 0 Gordon Cyndy Patient Care Executive 0 360774 0 69544 0 53940 0 12220 0 27475 0 523953 0 0 Gonzalez Eduardo Treasurer/Asst Secr thru 06/22 0 187406 0 66841 0 185959 0 12220 0 34272 0 486698 0 0 Garcia Julie RN 402286 0 159 0 0 0 8901 0 52312 0 463658 0 0 0 Chibaya Daniel Operations Manager thru 04/22 0 105015 0 85412 0 183687 0 11223 0 41797 0 427134 0 0 Eller Jeff Former President, NCR 0 0 0 177886 0 174798 0 5337 0 47349 0 405370 0 0 Mensch Deborah - Former Patient Care Executive thru 08/20 0 340524 0 11784 0 15833 0 11044 0 11048 0 390233 0 0 Bird Sherryl RN 299938 0 154 0 0 0 9003 0 79736 0 388831 0 0 0 Sarson Linda RN 339087 0 57 0 0 0 10174 0 29940 0 379258 0 0 0 Lonto Robert Former Reg HP Dir, NCR thru 02/20 0 175680 0 73176 0 21565 0 8113 0 74035 0 352569 0 0 Arrowsmith Monica - Business Development Leader thru 02/22 0 218607 0 56312 0 37285 0 9366 0 22490 0 344060 0 0 Berino Angeline RN Nurse Lead 264662 0 2256 0 0 0 8008 0 50700 0 325626 0 0 0 Ell Cassandra RN Nurse Lead 251919 0 2071 0 0 0 7620 0 27705 0 289315 0 0 0 Oliver Robin - Business Development Executive as of 05/22 0 179311 0 71 0 27666 0 6211 0 42418 0 255677 0 0 Sheikh Azad Medical Officer thru 08/21 0 0 0 76074 0 81091 0 4715 0 40105 0 201985 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. Byrnes, John - severance payment - $465,750 Chibaya, Daniel - severance payment - $170,239 Gonzalez, Eduardo - severance payment - $162,089 Sheikh, Azad - severance payment - $80,524 Wing, Bill - severance payment - $1,584,880 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 John Beaman, Jeff Eller, Kerry Heinrich, Todd Hofheins, Andrew Jahn, Scott Reiner, Brett Spenst, and Bill Wing. A flexible benefits plan (CAA) is offered to groups of highly-compensated employees meeting certain criteria. The participants are provided with an of their corporate provided benefits. The balance is set aside for forfeiture and is at risk to the creditors of Adventist Health. Payouts substantial risks of forfeiture have lapsed. The plan was frozen for new amount equivalent to 41 percent of their base compensation, less the value nonvested deferred compensation that is subject to substantial risk of occur according to the participants' payment elections after all non-vested contributions in 2016. Jahn, Andrew - participant, no activity in 2022 Part II: Eller, Jeff, Former President, NCR was paid through an unrelated organization, Jeffrey D. Eller dba Mountaingate Coaching that was reported on Form 1099 and included in Schedule J, Part II. Form 990, Part III, Line 4a: Rideout Memorial Hospital (AHRO) provides quality medical healthcare regardless of race, creed, sex, national origin, handicap, age, or ability to pay. Although reimbursement for services rendered is critical to the operation and stability of Rideout Memorial Hospital, 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 Rideout Memorial Hospital 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. AHRO recognizes below-cost reimbursement as charity and uncompensated care in meeting its mission to the entire community. The unreimbursed cost of providing care to these patients in 2022 was $73,429,767. The following Inpatient services were provided to all our patients: - 1,817 babies delivered - 1,506 surgeries performed - 106,234 patient days The following Outpatient services were provided to all our patients: - 71,266 emergency department visits - 2,514 outpatient surgeries performed - 106,731 outpatient visits - 134,713 clinic visits AHRO recognizes it has an obligation to provide human services above and beyond its role as a healing facility. Schedule H provides more details on the tangible ways in which the organization is fulfilling its mission. The total unreimbursed cost of these community benefits in 2022 was $42,957,783. 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 public benefit corporation and operates as a not-for-profit hospital. The sole corporate member is Stone Point Health, a California not-for-profit public benefit corporation. The Hospital operates as an affiliate of Stone Point Health which has a management services agreement with 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 Stone Point Health Board of Directors. Form 990, Part VI, Section A, line 7b The sole corporate member, Stone Point Health, must approve all changes to the Articles of Incorporation and Bylaws. Form 990, Part VI, Section B, line 11b This Form 990 including all supporting schedules was prepared by a public accounting firm, reviewed by the Corporate Finance Officer and Market Financial Officer, and shared by electronic communication with the corporation's Board of Directors prior to filing. Form 990, Part VI, Section B, line 12c During the first quarter of each year, the annual conflict of interest questionnaire is sent to board members, hospital corporate officers, key employees and department directors for completion and signature. The questionnaire is accompanied by a letter of explanation to illustrate examples of a conflict and to remind the recipient that if any perceived conflict should arise before the next annual questionnaire, he/she is to notify the market president immediately. The System General Counsel distributes, collects, and reviews for signatures the COIs for all applicable Corporate employees, stakeholders and the board. In addition, the Hospital's administration is responsible for keeping record to ensure all hospital-based individuals with director and above positions have submitted their COIs. The System General Counsel reviews all the disclosures on the board and Corporate employees' COIs. System General Counsel retains the COIs for all individuals. Further inquiries on any potential significant conflicts are made as needed. Conflicts are documented and reviewed with the Board. Form 990, Part VI, Section B, line 15 The Hospital's Board of Directors has established a Human Resources Committee to oversee the executive compensation program. This committee is composed of independent directors with no conflicts of interest. The committee performs the following functions: recommends a total compensation philosophy to the board, assures compliance with the board-approved philosophy, meets annually to review comparability data from outside consultants, recommends any adjustments to current executive compensation, including salary ranges for hospital presidents and finance officers that would be indicated by the data, evaluates executive performance against annual goals, recommends appropriate incentive awards to the board for approval, follows a diligent process that meets regulatory requirements for a rebuttable presumption of reasonableness, records committee deliberations and decisions in timely minutes, selects, engages and supervises any consultant hired to advise and provide comparability data. The board-approved executive compensation philosophy specifies that salary ranges will be established for hospital executives, with midpoints aligned with the 50th percentile of comparable system hospital data, and having a 50 percent spread from minimum to maximum. Form 990, Part VI, Section C, line 19 The Hospital does not make its governing documents publicly available, beyond required filings of Articles of Incorporation with the Secretary of State. The Hospital does not make its Conflict of Interest Policy available upon request, but does file monthly/quarterly summary financial reports with the state health-planning agency. Form 990, Part VII: Board compensation is for Adventist Health System/West Board of Directors only - not Hospital Board of Directors. Form 990, Part IX, line 11g Physician fees: Program service expenses 38,548,187. Management and general expenses 58,050. Fundraising expenses 0. Total expenses 38,606,237. Consulting fees: Program service expenses 614,820. Management and general expenses 1,437,369. Fundraising expenses 0. Total expenses 2,052,189. Contract labor: Program service expenses 9,770,191. Management and general expenses 0. Fundraising expenses 0. Total expenses 9,770,191. Repairs and maintenance: Program service expenses 743,109. Management and general expenses 135,445. Fundraising expenses 0. Total expenses 878,554. Purchased medical services: Program service expenses 6,265,130. Management and general expenses 2,794,267. Fundraising expenses 0. Total expenses 9,059,397. Other medical professional fees: Program service expenses 17,057. Management and general expenses 15,785. Fundraising expenses 0. Total expenses 32,842. Other non-medical professional fees: Program service expenses 159,247. Management and general expenses 16,500. Fundraising expenses 0. Total expenses 175,747. Other purchased services: Program service expenses 18,466,423. Management and general expenses 1,307,457. Fundraising expenses 19,153. Total expenses 19,793,033. Form 990, Part XI, Line 8: Prior period adjustments were a result of cash balance correction and clean up books due to prior period activities including debt service, capital expenditures, and other items. Adventist Health Clearlake Hospital Inc 15630 18th Avenue Clearlake CA 95422 680395149 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 Adventist Health Delano 1401 Garces Highway Delano CA 93215 770258013 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 Adventist Health Medical Center Tehachapi 1100 Magellan Drive Tehachapi CA 93561 812240617 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 Adventist Health Mendocino Coast 700 River Drive Fort Bragg CA 95437 845174585 Hospital CA 501(c)(3) Line 3 Stone Point Health 0 Adventist Health Physicians Network 1 Adventist Health Way Roseville CA 95661 680357690 Medical foundation CA 501(c)(3) Line 12b, II Adventist Health SystemWest 0 Adventist Health SystemWest 1 Adventist Health Way Roseville CA 95661 953484589 Integrated health system CA 501(c)(3) Line 10 N/A 0 Adventist Health Tulare 869 North Cherry Street Tulare CA 93274 832351753 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 Castle Medical Center 640 Ulukahiki Street Kailua HI 96734 990107330 Hospital HI 501(c)(3) Line 3 Adventist Health SystemWest 0 Feather River Hospital 1 Adventist Health Way Roseville CA 95661 941101228 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 Glendale Adventist Medical Center 1509 Wilson Terrace Glendale CA 91206 951816017 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 Hanford Community Hospital 115 Mall Drive Hanford CA 93230 940535360 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 Lodi Memorial Hospital Association Inc 975 S Fairmont Avenue Lodi CA 95240 941044474 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 Northwest Medical Foundation of Tillamook 1000 Third Street Tillamook OR 97141 930622075 Hospital OR 501(c)(3) Line 3 Adventist Health SystemWest 0 Paradise Valley Hospital 1 Adventist Health Way Roseville CA 95661 951816034 Discontinued Operations CA 501(c)(3) Line 1 Adventist Health SystemWest 0 Portland Adventist Medical Center 10123 SE Market Street Portland OR 97216 930429015 Hospital OR 501(c)(3) Line 3 Adventist Health SystemWest 0 Reedley Community Hospital 372 Cypress Avenue Reedley CA 93654 453220509 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 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 St Helena Hospital 10 Woodland Road St Helena CA 94574 941279779 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 Stone Point Health 1 Adventist Health Way Roseville CA 95661 823763347 Supporting organization CA 501(c)(3) Line 12b, II Adventist Health SystemWest 0 Ukiah Adventist Hospital 275 Hospital Drive Ukiah CA 95482 941639901 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 United Com-Serve 726 Fourth Street Marysville CA 95901 943015356 Skilled nursing/assisted living/home health CA 501(c)(3) Line 12b, II Stone Point Health 0 Walla Walla General Hospital 1 Adventist Health Way Roseville CA 95661 910617726 Hospital - closed July 2017 WA 501(c)(3) Line 3 Adventist Health SystemWest 0 Western Health Resources 1 Adventist Health Way Roseville CA 95661 953867863 Home care CA 501(c)(3) Line 10 Adventist Health SystemWest 0 White Memorial Medical Center 1720 Cesar E Chavez Avenue Los Angeles CA 90033 952282647 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 Willits Hospital Inc 1 Marcela Drive Willits CA 95490 680108919 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 FRD Management Company LLC PO Box 2128 Marysville CA 95901 943335136 Operation of cancer center CA Rideout Memorial Hospital RELATED 337500 16244996 0 1 0.51000 Blue Legacy Ventures LLC 1010 NE 2nd Avenue Miami FL 33132 871254649 Real property rental FL N/A 0 0 Blue Zones LLC 200 Southdale Center Edina MN 55435 271603327 Education MN N/A 0 0 PAR LLC dba CherryWood Village 8440 SE Sunnybrook Blvd Suite 100 Clackmas OR 97015 931262371 Senior housing OR N/A 0 0 PVHR LLC dba Paradise Village 8440 SE Sunnybrook Blvd Suite 100 Clackmas OR 97015 260622555 Senior housing OR N/A 0 0 PVHR2 LLC dba Parkview Memory Care at Paradise Village 8440 SE Sunnybrook Blvd Suite 100 Clackmas OR 97015 473300170 Senior housing OR N/A 0 0 WWGHR LLC dba Wheatland Village 8440 SE Sunnybrook Blvd Suite 100 Clackmas OR 97015 810591221 Senior housing OR N/A 0 0 Fremont-Rideout Management Services Organization Inc 726 Fourth Street Marysville CA 95901 271350379 DME sales CA Rideout Memorial Hospital C 1.00000 1 AdHealth Limited PO Box HM 2062 Hamilton BD HM HX Pure captive insurance BD N/A C 0 Adventist Health Plan Inc 1 Adventist Health Way Roseville CA 95661 463833261 Health insurance CA N/A C 0 South Coast Medical Center 1 Adventist Health Way Roseville CA 95661 952037291 Wind down after sale of hospital CA N/A C 0 Thrive Productions Inc 200 Southdale Center Edina MN 55435 453369049 Production company MN N/A C 0 0 0 0 0 0 0 0 0 0 1 1 0 1 1 1 1 1 1 1 FRD Management Company LLC P 1787887 FMV