2023-11-08T14:21:20-08:00 2022-12-31 800519547 THE ACCOUNTANCY LLP 500 N BRAND BLVD STE 1930 GLENDALE CA 91203 990 2022-01-01 990107330 Castle Medical Center dba Adventist Health Castle CAST 8082635500 640 Ulukahiki St Kailua HI 96734 Johnson Nicolas Treasurer 2023-11-08 false Johnson Nicolas 999009999 true S Clement P01218012 8185475701 X 2 AAL1 IAL1 FAL1 2022 2023-04-26 12:10:37Z Ashlock Ryan 640 Ulukahiki St Kailua HI 96734 231952583 false 1071 X www.adventisthealth.org/castle X 1960 HI Living Gods love by inspiring health, wholeness and hope. 13 12 1311 72 0 1694918 4735178 3277460 187982667 213131686 8830167 3688405 179142 1317727 201727154 221415278 63580 94874 0 85180767 102049855 0 234620 104374702 120919351 189619049 223064080 12108105 -1648802 303562976 290766043 117653626 122151033 185909350 168615010 Living Gods love by inspiring health, wholeness and hope. false false 166295844 94874 221415278 Castle Medical Center, dba Adventist Health Castle (AHCS), 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 Castle Medical Center, the organization recognizes that not all individuals possess the ability to pay for essential medical services.Adventist Healths 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 programsNot only does Castle Medical Center 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.AHCS 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 $2,881,600.The following Inpatient services were provided to all our patients:901 babies delivered897 surgeries performed25,662 patient days The following Outpatient services were provided to all our patients:32,700 emergency department visits2,023 outpatient surgeries performed64,681 outpatient visits 128,753 clinic visitsAHCS 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 $8,173,907.Adventist Healths mission statement of living Gods 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 Gods image has experienced the best health today, hope for tomorrow, and Gods love that endures forever.Websites for our community benefit information: https://www.adventisthealth.org/about-us/community-benefit/ 166295844 true true false true false false false false false true true false false false true true false true false false false false false false false false true true true false true false false false false false false false false false false false false true true false false false true 10 0 true 1311 true false false false false false false false 0 false false false false false false false X 13 12 false false false false true true true true true false false true true true true true true true true true true HI X John Beaman 9164060000 PO Box 619135 Roseville CA 95661 Wing Bill Through 122 Dir/Asst Sec/VC 0.00 50.00 X X 0 2511347 53289 Heinrich Kerry Director/CEO 0.00 50.00 X X 0 2131444 48069 Hofheins Todd COO Eff 1/22 0.00 50.00 X 0 1971652 55964 Jahn Andrew-Care Div Pres thru 222 President, Southern CA Network 0.00 50.00 0 1409539 60092 Beaman John CFO/Secretary 0.00 50.00 X 0 1361096 61075 Nahapetian Arby-Care Div Med Off th Chief Clinical Officer 0.00 50.00 0 1334111 60780 Spenst Brett-Care Div Fin Off thru Sr. Finance Officer & CIO 0.00 50.00 0 1322824 40922 Stevens Eric-Care Div Ops Exec thru President, No Cal/HI State Network 0.00 50.00 0 1315314 46881 Ing Albert Physician 40.00 0.00 1292093 0 28118 Reiner Scott Former Dir/Chair/CEO thru 12/21 0.00 50.00 0 1222073 25188 Newmyer Joyce Former President,PNR thru 08/20 0.00 50.00 0 1076247 48829 Jobe Meredith Secretary 0.00 50.00 X 0 930036 49067 Rippey Wesley Regional Medical Officer, PNR 2.00 48.00 0 780034 41196 Welch Donald Finance Officer, PNR Through 8/22 2.00 48.00 0 670417 52287 Badawi Ramy Physician 40.00 0.00 651357 0 56475 Panetta James Physician 40.00 0.00 661753 0 32289 Kanagaraj Gautham Physician 40.00 0.00 608694 0 47168 Ashlock Ryan President, AHCS 50.00 0.00 X 0 563364 49761 Loui William Physician 40.00 0.00 578860 0 31577 ThordarsonHeidar Through 522 Treas/A Sec 0.00 50.00 X 0 561895 41753 Johnson Nicolas Eff 922 Treasurer 50.00 0.00 X 0 459969 36482 Saavedra Garcia Katherine Operations Executive 50.00 0.00 0 362738 33592 Lee Adam Dir Marketing & Comm, PNR 2.00 48.00 0 322432 62692 Anderson Erik Patient Care Executive 2.00 48.00 0 317622 41705 Voshell Shane Reg HR Dir, PNR 2.00 48.00 0 287390 53912 Smitson Robert Medical Officer 50.00 0.00 0 260568 42900 Freedman John Dir/Chair 0.00 4.00 X 0 26858 0 Woodson Marc Director 0.00 4.00 X 0 26728 0 Banks David Director 0.00 4.00 X 0 26478 0 Cherry Robert Director 0.00 4.00 X 0 26478 0 Davis Andrew Director 0.00 4.00 X 0 26478 0 Innocent Larry Director 0.00 4.00 X 0 26478 0 Reiner Richard Director 0.00 4.00 X 0 26478 0 Newton Bradford Dir/Vice Chair 0.00 4.00 X 0 25180 0 Salazar Velino Director 0.00 4.00 X 0 21478 0 Fehr Joy Director 0.00 4.00 X 0 430 0 Ocampo Lucy Director 0.00 4.00 X 0 430 0 3792757 21405606 1202063 286 true true false Gateside Inc 522 Ahui St Honolulu HI 96813 Construction 4611877 Sodexo Inc and Affiliates PO Box 360170 Pittsburgh PA 15251 Nutritional Services 2325525 Koolau Anesthesia Group LLC 44-668 Kuono Pl Kaneohe HI 96744 Physician Services 2030318 Cornair Remodeling Inc 45-594 Luluku Place Kaneohe HI 96744 Construction 1637207 Inpatient Medicine Services PO BOX 22562 Honolulu HI 96823 Physican Services 1020000 34 1221197 2056263 3277460 CARES Act Income 900099 1019488 1019488 Medical Office Rentals 900099 3788690 3788690 Other Program Svc Rev 531120 4322705 4322705 Patient Care Services 200366236 200366236 Premium Revenue 722514 2407382 2407382 1227185 1227185 213131686 5745437 5745437 0 0 0 5451737 7508769 -7508769 5451737 -2057032 -2057032 0 0 4346263 3028536 1317727 1317727 0 221415278 211074654 7063164 X 94874 94874 0 0 0 0 0 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-1648802 -4355000 -11290538 X false true X true true true X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED false false false false false false false false false false true 16496 16496 false false Part II-B, Line 1i - Other Activities Description The organization belongs to industry and professional associations for which a portion of the membership dues is used for lobbying activities. Part IV - Additional Information 8740300 4099290 -3388 502003 12334199 3100104 6387961 6519 754284 8740300 1569011 1883540 79856 237214 195089 3100104 1863057 324479 -246558 198056 173911 1569011 5519910 1047178 336258 5040289 1863057 0.42460 0.57540 false true true 27688193 27688193 329073 184564325 98841311 86052087 5087120 4584551 502569 44474645 27870705 16603940 6851652 4096307 2755345 133602134 Annuities Payable 994787 Income tax payable 50000 Other Liabilities 10812710 Payables to Related Organizations 92181427 Payables to Third Parties 8464 104047388 X Part V, Line 4: Intended uses of the endowment fund. 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 : FIN48 Footnote 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 2018 in major tax jurisdictions. true true X true X true X true true true false true true 439971 439971 0.00200 38726295 36284667 2441628 0.01090 39166266 36284667 2881599 0.01290 310764 310764 0.00140 275167 275167 0.00120 33686666 26139190 7547476 0.03380 40500 40500 0.00020 34313097 26139190 8173907 0.03660 73479363 62423857 11055506 0.04950 642 642 44317 44317 0.00020 44959 44959 0.00020 true 1259373 229152 33362208 36035199 -2672991 X true true Castle Ambulatory Surgery Outpatient surgery center 0.69475 0.30525 The Cancer Center of Hawaii Outpatient cancer center 0.25000 0.30000 1 1 Castle Medical Center 640 Ulukahiki St Kailua HI 96734 120006 X X X false false true X X X X X X X X X 22 true true true true X See Sch H Part VI - Needs Assessment X See Sch H Part VI - Needs Assessment X true 22 true See Sch H Part VI - Needs Assessment false false true X 200.0000 400.0000 X X X X X X true true X X X X true X Sch H Part VI - Patient Education X Sch H Part VI - Patient Education X Sch H Part VI - Patient Education X X X X X X true X false X X X X true X false false Facility: - Part V, Section B, Line 5 The CHNA data collection process can be summarized as follows: 1. review of prior CHNA reporting efforts; 2. Collection of most recently available demographic, socioeconomic and health indicator data. 3. Primary data gathering from community membersThe research team had the opportunity to engage with over 200 people across Hawaii who care deeply about their state. Social workers, teachers, farmers, doctors, policy advocates, mothers and fathers, sons and daughters, survivors, students, and healthcare providers all asked to share their thoughts on and for the communities where they live, the clients they serve, and the people they love. Strategies to collect input included: 82 key informant interviews, 18 community meetings, three expert panel webinars, four small focus groups, a literature review of CHNA reports from various U.S. markets, and a review of publicly available secondary data. The importance of a shared kuleana - responsibility - of healthcare working together with community and government to address social determinants of health was an important theme throughout the process. Vulnerable populations included homeless households, developmentally disabled persons, ALICE families, Kupuna/seniors, persons with mental health needs, Facility: - Part V, Section B, Line 6a Yes other participating hospitals included: The Queens Medical Center, Kaiser Permanente, Moanalua Medical Center, Kap?iolani Medical Center for Women & Children, Shriners Hospital for Children Honolulu, Wahiawa General Hospital, Hawai?i State Hospital, Hilo Medical Center, Kona Community Hospital, North Hawai?i Community Hospital, Hale Hoola Hamakua, Kau Hospital, Kohala Hospital, Maui Memorial Medical Center, Kula Hospital, Molokai General Hospital, Lana?i Community Hospital, Kuakini Medical Center, Pali Momi Medical Center, Straub Medical Center, Wilcox Memorial Hospital, Samuel Mahelona Memorial Hospital, Kaua?i Veterans Memorial Hospital, Kona Community Hospital, Hilo Medical Center, Kahuku Medical Center, Sutter Health Kahi Mohala, and West Kaua?i Medical Center (KVMH). Facility: - 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. Tax year 2022 was year three of the Implementation Strategy for the 2019 CHNA. All programs and activities provided to the community were in response to the priority health needs identified in the 2019 CHNA. Our 2019 CHNA identified two areas of significance: Nurture community identity and cohesiveness & provide accessible, proactive support for those with high needs. Priority Need 1- Nurture community identity and cohesiveness- The goal is to work with community members, groups and organizations to inspire hope, provide education and skills to promote well-being as well as ways to prevent avoidable admissions and readmissions. Strategy 1- Promote healthy lifestyles and behavior. Activity 1.1- Healthy Lifestyles (The Daniel Plan, CHIP, Healthy Lifestyle Class), Activity 1.2- Youth Well-Being (Boys and Girls Club), Activity 1.3- Healthy Weight and Your Child (A family-based lifestyle change program for youth with high BMI), Activity 1.4- Expanded Food and Nutrition Program Life Skills (A family-based lifestyle change program for low-income families)- Due to the impact of COVID-19 and staff shortages, many of our community programs are no longer offered by Adventist Health Castle. We continue to support and collaborate with community partners to address our selected health priorities, as our programs have been outsourced and will be addressed by other community-based organizations. Activity 1.5- Community Events (Exposing and inviting community members to experience healthy lifestyle screenings)-Adventist Health Castle continued to provide COVID services with a COVID vaccination clinics and a drive through with 5,599 encounters. Adventist Health Castle were also active participants in serving with the Hawaii Food bank to distribute food to the Waimanalo community twice a month. Strategy 2- Support people and their families living with chronic disease. Activity 2.1- Support Groups- In September 2022, Adventist Health Castle acquired Ekahi Wellness Center and focused on helping people manage their chronic conditions with the support of an entire healthcare team including physicians. Strategy 3- Youth Education and Outreach to Develop Hawaiis Workforce. Activity 3.1- Increase pathways to health careers with community serving community- The COPE Health Scholars program provides an immersive opportunity for high school aged youth, young adults, and career transitioning adults to gain insight and direction into various healthcare career pathways. Health Scholars at Adventist Health Castle Hospital are able to perform hands-on patient care tasks, assist with administrative work, learn leadership skills, observe procedures, take vital signs, facilitate communication between staff, and network with a wide variety of patients and healthcare professionals. In 2022, 208 participants enrolled in the program with 54 high school students and 154 18+. They were involved in 11,563 hospitals shifts and 2,303 hours. In October 2022, Adventist Health Castle was awarded $200,000 grant by the City and County of Honolulu to focus on workforce development in the Windward Community. Priority Need 2- Provide accessible, proactive support for those with high needs- The goal is to increase community members access to care. Strategy 1- Expand clinic access to increase health prevention and improve treatment to prevent avoidable admissions and readmissions. Activity 1.1- Provide telehealth program- There were a total of 2,149 telehealth encounters and 286 telehealth encounters with specialist for rural community clinics. Activity 1.2- Expansion of behavioral health clinic services- In FY 2022, a total of 1,862 behavioral health encounters. Activity 1.5, 1.6 In Strategy 2- Deliver nicotine reduction services in the community as opposed to traditionally hospital focused patient populations in order to proactively reach disparate populations. This program was discontinued in 2021 due to COVID. Activity 2.1- Behavioral Health Inpatient Visits, Activity 2.2- Support Groups Originating from Castle Adventist Health Castle no longer provides these services. We continue to support and collaborate with community-based organizations to address our selected health priorities. It is our hope to continue to increase and improve the health and wellbeing of our community. Additional Community Based Groups- In May 2022, Adventist Health Castle was awarded a $125,000 grant by Harold K.L. Foundation to be a part of the Koolau Housing Hui. The main purpose of this grant was to work within our community in Implementation Strategy 19 Together Inspired addressing housing stability and prevent homelessness with the support of the rent and utility relief program and other community resources. The Adventist Health Castle Housing Hui serviced 160 families and facilitated $153,000 of financial support through partnering organizations and will continue this work into 2023. Facility: - 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. Kaneohe Laboratory Services 46-001 Kamehameha Highway Suite 104 Kaneohe HI 96744 Laboratory Services Multi Specialty Clinic 642 Ulukahiki Street Suite 103 Kailua HI 96734 Specialty Clinic Koolau Pharmacy 642 Ulukahiki Street Suite 101 Kailua HI 96734 Retail Pharmacy Pearl City Urgent Care 1234 Kuala St Pearl City HI 96782 Urgent Care Kapolei Urgent Care 890 Kamokila Blvd Kapolei HI 96707 Urgent Care Castle Primary Care of Kaneohe 46-001 Kamehameha Hwy Suite 301 Kaneohe HI 96744 Primary Care Castle Performance & Rehabilitation Center-Kailua 640 Ulukahiki St Kailua HI 96734 Physical Therapy Castle Performance & Rehabilitation Center-Kaneohe 46-001 Kamehameha Highway Suite 301 Kaneohe HI 96744 Physical Therapy Kailua Urgent Care 660 Kailua Road Kailua HI 96734 Urgent Care Castle Primary Care of Laie 55-510 Kamehameha Hwy Suite 5 Suite Laie HI 96762 Rural Health Clinic OB Clinic 642 Ulukahiki Street Suite 301 Kailua HI 96734 OB Clinic Castle Primary Care of Kailua 30 Aulike Street Suite 501 Kailua HI 96734 Primary Care Kaneohe Radiology 46-001 Kamehameha Highway Suite 104 Kaneohe HI 96744 Radiology Central Medical Clinic 321 North Kuakini St Honolulu HI 96815 Medical Clinic Waikiki Urgent Care 1860 Ala Moana Blvd Honolulu HI 96815 Urgent Care Oncology HBOC 642 Ulukahiki Street Suite 104 Kailua HI 96734 Oncology Kapolei OBGYN 711 Kamokila Blvd Suite 103 Kailua HI 96734 Obstetrician-Gynecology Multi Specialty Clinic 46-001 Kamehameha Highway Suite 202 Kaneohe HI 96744 Specialty Clinic Complex Care Clinic 46-001 Kamehameha Highway Suite 208 Kaneohe HI 96744 Clinic Outpatient Psychiatry 40 Aulike Street Suite 217 Kailua HI 96734 Outpatient Psychiatry AlaMoana Specialty 1441 Kapiolani Blvd Honolulu HI 96814 Specialty Practice Makawao Specialty 30 Kupaoa St Suite 205 Makawao HI 96768 Specialty Practice Part I, Line 7 - Explanation of Costing Methodology 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 III, Line 2 - Methodology Used To Estimate Bad Debt Expense 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 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 - Methodology of Estimated Amount & Rationale for Including in Community Benefit The portion of the bad debts attributed to charity care as reported on Part III, Line 3 was calculated by an independent third-party consulting firm. A statistically valid sampling of patient accounts written-off was evaluated. The evaluation used various factors to determine which patients would have been eligible for charity care. Had the hospital obtained sufficient information 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 - Bad Debt Expense The system-wide combined audited financial statements do not contain a footnote describing bad debt expense. Part III, Line 8 - Explanation Of Shortfall As Community Benefit The Medicare cost report apportions the hospitals costs on the basis of inpatient days and ancillary and outpatient charges to establish the costing methodology.Healthcare delivery by hospitals is a complex, highly regulated business in the United States. Healthcare unit cost inflation is driven by compliance with ever-expanding regulatory requirements, shortages of highly skilled labor and evolving medical and information technology. The health care market basket is unrelated to that of the average individual consumer. Medicare annual payment updates have fallen behind actual healthcare cost inflation to the point that Medicare payments too 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 - Provisions On Collection Practices For Qualified Patients 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 incomeX and the following criteria must be followed by the agency: 1. They may not report the patient to a credit bureau 2. They may not file a lawsuit to recover the outstanding liability 3. They may not charge interest Part VI, Line 2 - Needs Assessment The hospital's 2021 CHNA, the 2023 community health implementation strategy approved in FY 2023, and the 2022 Community Health Plan (CHP) Update for fiscal year 2022 are posted on the hospital's website at https://www.adventisthealth.org/castle/about-us/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 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, Castle Medical Center supports local partners to augment our own efforts, and to promote a healthier community. Partnership is not used as a legal term, but a description of the relationships of connectivity that are necessary to collectively improve the health of our region. One of our objectives is to partner with other nonprofit and faith-based organizations that share our values and priorities to improve the health status and quality of life of the community we serve. This is an intentional effort to avoid duplication and leverage the successful work already in existence in the community. Part VI, Line 3 - Patient Education of Eligibility for Assistance 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: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 - Community Information Castle Medical Center is situated in the City & County of Honolulu (O'ahu) As would be expected of an urban center, the stresses of long commute times, driving alone on a long commute, and other urban lifestyle indicators are clear in the secondary data. Another example is air quality, which is much worse on O'ahu than on the Neighbor Islands. Insufficient sleep, defined as 7 hours or less per 24-hour period, was much higher on O'ahu (45% of adults, contrasted to 38-40% on Neighbor Islands). Certain health outcomes data, however, are generally better for residents of O'ahu than for those on the Neighbor Islands, likely due to greater access to screening and preventive care. With 2021 Community Health Needs Assessment the incidence for breast cancer is the highest in the state yet the death rate from breast cancer ranks among the lowest, which likely reflects greater access to care. The birth rate, which has fallen on O'ahu and almost everywhere in the past several years, remains the highest in the state, while the teen birth rate is among the lowest. Data for teens show levels of fruit/vegetable consumption and sufficient sleep to be lower on O'ahu than on the Neighbor Islands. However, the percentage of teens reporting being bullied or cyberbullied is lowest on O'ahu, as is the percentage who reported at least one suicide attempt in the 12 months prior to being surveyed (as part of the Hawai'i DOH Youth Risk Behavior Surveillance System). Levels of teen vaping and alcohol use are reportedly lowest on O?ahu, as well. This data may be a reflection of the highest median household income in the state and the proliferation of private schools on the island. Part VI, Line 4 - Community Building Activities The hospital is involved in numerous community building activities which promote the health of the community. Overwhelmingly, we see diseases of despair including suicide, substance abuse, mental health and chronic illnesses plaguing the communities in which we have a significant presence in. These community concerns are addressed through health improvement, education, poverty, workforce development and access to care. This is why we have focused our work around addressing behavior and the systems keeping the most vulnerable people in cycles of poverty and high utilization. In an effort to heal these communities, we have strategically invested in our communities by partnering with national leaders in community well-being. We believe the power of community transformation lies in the hands of the community. Our solution for transformation is to create a sustainable model of well-being that measurably impacts the well-being of people, well-being of place and equity. In 2020, Adventist Health acquired Blue Zones as the first step toward reaching our solution. By partnering with Blue Zones, we will be able to gain ground in shifting the balance from healthcare treating people once they are ill to transformative well-being changing the way communities live, work and play. In 2021, Adventist Health committed to launching six Blue Zone Projects within our community footprint, and as we enter 2022 these projects are active. Blue Zones widens our impact from only reaching our hospitals communities in four states to a global mission practice. We also encourage our employees to serve on community collaboration boards, health advocacy programs, and physical improvement projects to promote the health of the communities we serve. In addition, we work with neighborhood programs, including schools, work sites and safety net providers to promote health and wellness and prevent disease. These activities are not included elsewhere on Schedule H. Part VI, Line 5 - Promotion of Community Health Our hospitals mission is, Living Gods 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 todays 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 healthyeven 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 - Affilated Health Care System The hospital is a member of Adventist Health, a health care system which provides healthcare services in diverse markets within the Western United States. A member hospital may share some services with other member hospitals in its geographic area, such as clinical, management and support services. Using today's technology, hospitals outside the geographic area are able to provide support through remote services such as telepharmacy and robotics surgery. The Corporate Office provides important shared administrative support for member hospitals' rural health clinics and home care agencies, quality of care, other clinical needs, financing and risk management, and shared clinical and financial information technology. As many experienced and new physicians search for alternatives to independent practice, there is also corporate administrative support for hospital affiliated medical groups that engage physicians through employment or other contracts. This provides stability and growth of qualified physicians across many specialties, which is very important to make healthcare services available and to maintain and improve health within the communities served by all member hospitals. Part VI, Line 7 - States Filing of Community Benefit Report HI Part VI - Additional Information Identified Needs from CHNA, Not Addressed and Why (Based on FY 2022) CHP Update) - No hospital can address all the health needs identified in its community. Castle Medical Center 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. Other needs identified in the CHNA were to 1. Strengthen foundations by addressing financial insecurity, working together for equality and justice, strengthening families, preparing for emergencies and building a good food system. not specifically addressed did not meet the criteria of the implementation strategy. 2. Preserve, nurture, expand and employ the healing properties of community by restoring environment and sese of pride, invest in teenagers and healthy starts, shift kupuna care away from sick care and 3. Strengthen trust in healthcare by improving the relationship between people and the healthcare system. These additional needs will be addressed by the entirety of the state of Hawaii through collaboration and partnerships. Other Items Primary website address: See Form 990, Pg 1, Item JNeeds Assessment website: See Sch H Part VI - Needs AssessmentFAP website: See Sch H Part VI-Patient Education false Kinai Eha 346 Keaniani Street Kailua HI 96734 821366272 501(c)(3) 10000 0 Funds Transfer General Support 1 0 Additional Supplemental Information Grants are donations made to US tax exempt organizations, Government Entities and Civic organizations who are community partners, known to us, and present a valid purpose for their donation request. It is anticipated that no further monitoring is required.Employees donate to an employee assistance fund which in turn is used to assist employees needing financial assistance. The maximum assistance an employee can request is $500. X X X X true true false false false false false false false Anderson Erik Patient Care Executive 240591 50930 26101 11981 29724 359327 Ashlock Ryan President, AHCS 412865 98290 52209 12310 37451 613125 Badawi Ramy Physician 631357 20000 12310 44165 707832 Beaman John CFO/Secretary 1047636 298600 14860 12310 48765 1422171 Heinrich Kerry Director/CEO 1817710 76 313658 12310 35759 2179513 Hofheins Todd COO Eff 1/22 1358421 376216 237015 12310 43654 2027616 Ing Albert Physician 1289343 2750 12310 15808 1320211 Jahn Andrew-Care Div Pres thru 222 President, Southern CA Network 1047840 349414 12285 12310 47782 1469631 Jobe Meredith Secretary 639741 154687 135608 12310 36757 979103 Johnson Nicolas Eff 922 Treasurer 324242 95258 40469 12310 24172 496451 Kanagaraj Gautham Physician 578694 30000 12310 34858 655862 Lee Adam Dir Marketing & Comm, PNR 245847 50972 25613 12292 50400 385124 Loui William Physician 549120 27690 2050 12310 19267 610437 Nahapetian Arby-Care Div Med Off th Chief Clinical Officer 927049 234212 172850 12310 48470 1394891 Newmyer Joyce Former President,PNR thru 08/20 774426 262849 38972 12310 36519 1125076 Panetta James Physician 643722 16755 1276 12310 19979 694042 Reiner Scott Former Dir/Chair/CEO thru 12/21 348458 870709 2906 12310 12878 1247261 Rippey Wesley Regional Medical Officer, PNR 527416 153245 99373 12310 28886 821230 Saavedra Garcia Katherine Operations Executive 278212 44537 39989 12310 21282 396330 Smitson Robert Medical Officer 206083 28051 26434 10304 32596 303468 Spenst Brett-Care Div Fin Off thru Sr. Finance Officer & CIO 817612 416845 88367 12310 28612 1363746 Stevens Eric-Care Div Ops Exec thru President, No Cal/HI State Network 896507 250602 168205 12310 34571 1362195 ThordarsonHeidar Through 522 Treas/A Sec 336809 69116 155970 12310 29443 603648 Voshell Shane Reg HR Dir, PNR 209514 56469 21407 10443 43469 341302 Welch Donald Finance Officer, PNR Through 8/22 435619 154115 80683 12310 39977 722704 Wing Bill Through 122 Dir/Asst Sec/VC 263334 662638 1585375 12310 40979 2564636 Mark Ashlock Father - Key EE 385805 Employment false Schedule L, Part V Supplemental Information Additional information regarding interested person listed above:1. Mark Ashlock is the father of Key Employee Ryan Ashlock. Form 990, Part VI, Section A, Line 6 The Hospital is organized as a religious corporation and operates as a not-for-profit hospital. The sole corporate member is Adventist Health System/West, a California not-for-profit religious corporation. The Hospital operates as an affiliate of Adventist Health System/West. Form 990, Part VI, Section A, Line 7a The Hospital Bylaws define its Board of Directors to be the same individuals who are members of the Adventist Health System/West Board of Directors. Form 990, Part VI, Section A, Line 7b The sole corporate member, Adventist Health System/West, must approve all changes to the articles of incorporation and bylaws. Form 990, Part VI, Section B, Line 11b This Form 990, including all supporting schedules, was prepared by a public accounting firm, reviewed by the System Controller and market Finance Officer, and shared by electronic communication with the corporation's Board of Directors prior to filing. Form 990, Part VI, Section B, Line 12c During the first quarter of each year, the annual conflict of interest questionnaire is sent to board members, hospital corporate officers, key employees and department directors for completion and signature. The questionnaire is accompanied by a letter of explanation to illustrate examples of a conflict and to remind the recipient that if any perceived conflict should arise before the next annual questionnaire, he/she is to notify the market president immediately.The System General Counsel distributes, collects, and reviews for signatures the COIs for all applicable Corporate employees, stakeholders and the board. In addition, the hospital's administration is responsible for keeping record to ensure all hospital-based individuals with director and above positions have submitted their COIs. The System General Counsel reviews all the disclosures on the board and Corporate employees' COIs. System General Counsel retains the COIs for all individuals. Copies for the officers and key employees' COIs are kept in their personnel files. Further inquiries on any potential significant conflicts are made as needed. Conflicts are documented and reviewed with the Board. Form 990, Part VI, Section B, Line 15a The Organization's Board of Directors has established a Human Performance Committee to oversee the executive compensation program. This committee is composed of independent directors with no conflicts of interest. The committee performs the following functions: recommends a total compensation philosophy to the board; assures compliance with the board-approved philosophy; meets annually to review comparability data from outside consultants; recommends any adjustments to current executive compensation, including salary ranges for hospital presidents and finance officers that would be indicated by the data; evaluates executive performance against annual goals; recommends appropriate incentive awards to the board for approval; follows a diligent process that meets regulatory requirements for a rebuttable presumption of reasonableness; records committee deliberations and decisions in timely minutes; selects, engages and supervises any consultant hired to advise and provide comparability data. The board-approved executive compensation philosophy specifies that salary ranges will be established for hospital executives, with midpoints aligned with the 50th percentile of comparable system hospital data, and having a 50 percent spread from minimum to maximum. Form 990, Part VI, Section B, Line 15b See Line 15a explanation. 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 publicly available. The hospital files annual summary financial reports with the state health-planning agency. Form 990, Part XI, Line 9 Change in Interest Joint Ventures = -$213428 Form 990, Part XI, Line 9 Donor Restricted Activity = -$14953 Form 990, Part XI, Line 9 Split Interest Agreements-Change in Value = $135359 Form 990, Part XI, Line 9 Transfer to Related Entities = -$6594000 Form 990, Part XI, Line 9 Transfers to Other Funds = -$1185015 Form 990, Part XI, Line 9 Unrealized Losses on Investments = -$3418501 Prior Period Adjustments Prior Period adjustments were a result of cash balance correction and clean up of books due to prior period activities including debt service, capital expenditures, and other items. Crestview Property LLC 640 Ulukahiki St Kailua HI 96734 050574476 Real propety holding HI N/A Adventist Health SystemWest PO Box 619135 Roseville CA 95661 953484589 Integrated Health System CA 501(c)(3) 10 NA false Adventist Health Clearlake Hospital Inc 15630 18th Ave Clearlake CA 95422 680395149 Hospital CA 501(c)(3) 3 Adventist Health SystemWest false Adventist Health Medical Center Tehachap 1100 Magellan Drive Tehachapi CA 93561 812240617 Hospital CA 501(c)(3) 3 Adventist Health SystemWest false Adventist Health Physicians Network PO Box 619135 Roseville CA 95661 680357690 Medical Foundation CA 501(c)(3) 12b2 Adventist Health SystemWest false Feather River Hospital PO Box 619135 Roseville CA 95661 941101228 Discontinued Operations CA 501(c)(3) 3 Adventist Health SystemWest false Fremont-Rideout Health Group 989 Plumas Street Yuba City CA 95991 942917251 Hospital CA 501(c)(3) 12b2 Stone Point Health false Glendale Adventist Medical Center 1509 Wilson Terrace Glendale CA 91206 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Walla Walla General Hospital PO Box 619135 Roseville CA 95661 910617726 Hospital WA 501(c)(3) 3 Adventist Health SystemWest false Western Health Resources PO Box 619135 Roseville CA 95661 953867863 Home Care WA 501(c)(3) 10 Adventist Health SystemWest false White Memorial Medical Center 1720 Cesar E Chavez Avenue Los Angeles CA 90033 952282647 Hospital CA 501(c)(3) 3 Adventist Health SystemWest false Willits Hospital Inc 1 Marcela Drive Willits CA 95490 680108919 Hospital CA 501(c)(3) 3 Adventist Health SystemWest false Adventist Health Delano PO Box 460 Delano CA 93216 770258013 Hospital CA 501(c)(3) 3 Adventist Health SystemWest false Adventist Health Tulare 869 North Cherry Street Tulare CA 93274 832351753 Hospital CA 501(c)(3) 3 Adventist Health SystemWest false Adventist Health Mendocino Coast 700 River Drive Fort Bragg CA 95437 845174585 Hospital CA 501(c)(3) 3 Adventist Health SystemWest false Castle Ambulatory Surgery Center 640 Ulukahiki St Kailua HI 96734 261390010 OP Surg Cnt HI NA false false 0.69475 Blue Legacy Ventures LLC 1010 NE 2nd Avenue Miami FL 33132 871254649 Real Property Rental FL AHSWest false false Blue Zones LLC 200 Southdale Center Edina MN 55435 271603327 Education MN AHSWest false false PAR LLC dba CherryWood Village 8440 SE Sunnybrook Blvd Suite 100 Clackamas OR 97015 931262371 Senior Housing OR AHSWest false false PVHR LLC dba Paradise Village 8440 SE Sunnybrook Blvd Suite 100 Clackamas OR 97015 260622555 Senior Housing OR AHSWest false false PVHR2 LLC dba Parkview Memory Care 8440 SE Sunnybrook Blvd Suite 100 Clackamas OR 97015 473300170 Senior Housing OR AHSWest false false WWGHR LLC dba Wheatland Village 8440 SE Sunnybrook Blvd Suite 100 Clackamas OR 97015 810591221 Senior Housing OR AHSWest false false South Coast Medical Center PO Box 619135 Roseville CA 95661 952037291 Wind down after sale of hospital CA AHSWest C-Corp false Adventist Health Plan Inc 1 Adventist Health Way Roseville CA 95661 463833261 Health Insurance CA AHSWest C-Corp false Thrive Productions Inc 200 Southdale Center Edina MN 55435 453369049 Production Company MN AHSWest C-Corp false AdHealth Limited PO Box HM 2062 Hamilton BD HM HX Pure Captive Insurance BD AHSWest C-Corp false false false false false true false false false false false false false true false true true true true true Adventist Health SystemWest e 84739829 Notes Payable Adventist Health SystemWest m 26588345 Operating Exp Adventist Health SystemWest o 1867165 Compensation Adventist Health SystemWest r 47223346 Cash Mgt Funds