2025-11-17T12:37:34-06:00 2024-12-31 450250958 Eide Bailly LLP 800 Nicollet Mall Ste 1300 Minneapolis MN 554027033 990 2024-01-01 910171250 Central Washington Health Services Association CENT 5096621515 1201 S Miller St Wenatchee WA 98801 Janette Townsend Chief Financial Officer 5096621515 2025-11-14 1 1 Kim Hunwardsen CPA P00484560 6122536500 2025-11-14 2024 2025-03-06 01:10:19Z Confluence Health Janette Townsend 1201 S Miller St Wenatchee WA 98801 954311573 0 X www.confluencehealth.org X 1978 WA Dedicated to imroving our patient's health by providing safe, high-quality care. 15 15 4583 85 0 0 2126896 5195644 623443285 918019721 3994672 18098000 0 -26842632 629564853 914470733 809868 1137483 0 0 287940139 384779937 0 0 0 333212143 474963225 621962150 860880645 7602703 53590088 721175126 808404061 268734419 273319929 452440707 535084132 X Local care by and for our community. 0 0 662672318 1137483 918019721 Confluence Health has built an integrated healthcare delivery system that is in Central Washington. With 305 physicians, 158 advanced practice providers, 30 medical specialties, one hospital in two locations, and primary care services, Confluence Health provides high-quality, compassionate, cost-effective care close to home. Staying on the leading edge of healthcare innovation is important, so we invest in technology and resources to provide better care for our patients and to allow our providers to operate at the highest level.Continued on Schedule OConfluence provided the following care to its community:Clinic Visits 883,026Home Health Visits 19,234Hospice Visits 21,946Lab Tests 1,708,246Emergency Room Visits 59,058Surgeries Cases 15,801Patient Days 46,379Births 1,317 662672318 1 1 0 1 0 0 0 0 0 0 1 0 0 0 1 1 1 0 0 0 0 0 0 0 0 0 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 274 0 1 4583 1 0 0 0 0 0 0 0 0 0 0 1 0 X 15 15 0 0 0 0 0 0 0 1 0 0 0 1 1 1 1 1 1 1 1 0 X Janette Townsend 5034333809 1201 South Miller Street Wenatchee WA 98801 Corinne A Bautista Board Chair 10.00 X X 18000 0 0 Dave Balcom Board Member 2.00 X 12000 0 0 Douglas J Shae Board Member 3.00 X 14500 0 0 Garn G Christensen Board Member 2.00 X 12000 0 0 Jeffery R Neher Board Member 1.00 X 3000 0 0 Karl Gustave Heinicke Board Treasurer 2.00 X X 12000 0 0 Robert Greg Hamilton Board Member 2.00 X 12000 0 0 Vanessa G Gutierrez Board Member 2.00 X 12000 0 0 Vicky Scharlau Board Vice Chair 8.00 X X 15500 0 0 Jennifer Jorgensen MD Board Member 2.00 X 0 0 0 Dan Kerr MD Board Member 2.00 X 0 0 0 Catherine Ridgeway MD Board Member 2.00 X 0 0 0 Abe Sorom MD Board Secretary 2.00 X X 0 0 0 Luther Thompson MD Board Member 2.00 X 0 0 0 Lauren Weber MD Board Member 2.00 X 0 0 0 Michael Tuggy Board Member (Jan-Mar) 1.00 X 0 0 0 Andrew Jones MD Chief Executive Officer 40.00 X 1126027 0 44096 Tom Legel Chief Financial Officer 40.00 X 654643 0 38566 Robert Pageler Chief Information Officer 40.00 X 594369 0 27556 Kelly Allen Chief Nursing Officer 40.00 X 445424 0 30602 Katina Maier Chief People & Strategy Officer 40.00 X 638124 0 27556 Brian BarryChief Ambulatory & Clinic Network Officer 40.00 X 462773 0 41630 Kris Deyerle VP General Counsel 40.00 X 566382 0 38412 Michael D Sieg VP of Strategy and Impact 40.00 X 379668 0 40687 Eric Caldwell VP Finance 40.00 X 311472 0 42865 Margaret E Beckwith MD Physician 40.00 X 352602 0 27556 Mauvia Sorensen ARNP - Behavior Health 40.00 X 286651 0 41498 Jonathan Stoever MD Physician 40.00 X 452499 0 44096 Staci Jones Former Key VP Sr Specialty Care 0.00 X 275909 0 27548 Sarah Battis Johnson Former Key) VP Quality 0.00 X 265787 0 35007 6923330 0 507675 995 1 1 0 Wenatchee Valley Medical Group 820 N Chelan Ave Wenatchee WA 98801 Physician Services 152606551 Wenatchee Emergency Physicians PC INC PO Box 4600 Wenatchee WA 98807 Physician Services 14226097 Quest Diagnostics PO Box 912400 Pasadena CA 91110 Lab Processing 2694603 University of Washington PO Box 24366 Seattle WA 98124 Lab Processing 2587781 Mayo Collaborative Service PO Box 9146 Minneapolis MN 55480 Lab Processing 1583620 42 5161819 33825 5195644 Net Patient Service Revenue 621110 892181140 892181140 Other Operating Income 900099 9784049 9784049 Management Services Revenue 541610 6471332 6471332 Pharmacy Revenue 456110 4586048 4586048 Cafeteria Revenue 722514 1994252 1994252 3002900 3002900 918019721 11666189 11666189 46247677 24974 39840840 0 6406837 24974 6431811 6431811 Discontinued Ops 900099 -26842632 -26842632 -26842632 914470733 918019721 0 -8744632 X 582841 582841 554642 554642 4866148 3613913 1252235 609165 462966 146199 282878655 199951463 82927192 13643359 9242477 4400882 59511554 40352526 19159028 23271056 15785195 7485861 1465401 1465401 632300 632300 104504 104504 834615 834615 202721872 183325840 19396032 1380757 726133 654624 4225505 4032813 192692 14864169 7397169 7467000 1895775 996979 898796 4763738 3697094 1066644 21421350 16624917 4796433 12320080 6479068 5841012 Medical Supplies 144146436 137573055 6573381 Maintenance and Repairs 33635015 14563985 19071030 Taxes & Licenses 26463686 13917120 12546566 Food 2660143 2540245 119898 1427879 251877 1176002 860880645 662672318 198208327 0 29525 29675 38704423 83786726 132767302 126167003 8259127 10826599 11055049 9666401 512153599 323942759 194329317 188210840 267274320 318706588 28576471 34550124 40179592 36460105 721175126 808404061 73885557 89948715 135744611 128771317 59104251 54599897 268734419 273319929 X 434295055 509696631 18145652 25387501 452440707 535084132 721175126 808404061 X 53590088 21040489 8012848 X 0 1 X 1 0 X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED 0 0 0 0 0 0 0 0 1 104504 104504 0 Part II-B, Line 1: WA State Hospital Association Dues 28% of $228,044 = $63,852.32 American Hospital Association Dues 14.1 % of $288,309 = $40,651.57 10948405 10948405 176726247 79045386 97680861 306963110 240117559 66845551 17515837 4779814 12736023 188210840 Due to affiliate 18075820 Professional liability and legal settlements 8933007 Right of Use Liabilities 27591070 54599897 X 942689455 21040489 8012848 29053337 913636118 834615 834615 914470733 860046030 0 860046030 834615 834615 860880645 Part X, Line 2: The Hospital believes that it has appropriate support for any tax positions taken affecting its annual filing requirements, and as such, does not have any uncertain tax positions that are material to the consolidated financial statements. The Hospital would recognize future accrued interest and penalties related to unrecognized tax benefits and liabilities in income tax expense if such interest and penalties are incurred. Part XI, Line 2d - Other Adjustments: Change in Beneficial Interest in Assets Held by Foundation 7,241,849. Change in Interest in Affiliate Organization 770,999. 1 1 X 1 X 1 X 1 1 1 0 1 1 10614000 10614000 0.01230 125017274 93793834 31223440 0.03630 135631274 93793834 41837440 0.04860 938013 938013 0.00110 143333007 62780233 80552774 0.09360 582841 582841 0.00070 144853861 62780233 82073628 0.09540 280485135 156574067 123911068 0.14400 1 21839133 0 127075438 209836084 -82760646 X 1 1 2 1 Confluence Health Hospital - Central Campus 1201 S Miller St Wenatchee WA 98801 www.confluencehealth.org HAC.FS.00000168 X X X 2 Confluence Health Hospital - Mares Campus 820 North Chelan Ave Wenatchee WA 98801 www.confluencehealth.org HAC.FS.00000168 X X X X X Central Washington Hospital 1 0 0 1 X X X X X X X X X 22 1 1 1 1 X See Part V, Page 8 X 1 23 1 See Part V, Page 8 0 1 X 200.000000000000 300.000000000000 X X X X X X X 1 1 X X X 1 X See Part V, Page 8 X See Part V, Page 8 X See Part V, Page 8 X X X X X X 1 X 0 X X X X X 1 X 0 0 Central Washington Hospital Part V, Section B, Line 5: In 2022, a 2022 Community Health Needs Assessment was conducted. The purpose of the Community Health Needs Assessment is to provide information so that communities may identify issues of greatest concern and decide to commit resources to those areas, thereby making the greatest possible impact on community health status. This Community Health Needs Assessment will serve as a tool toward reaching three basic goals:* To improve residents' health status, increase their life spans, and elevate their overall quality of life. A healthy community is not only one where its residents suffer little from physical and mental illness, but also one where its residents enjoy a high quality of life. * To reduce the health disparities among residents. By gathering demographic information along with health status and behavior data, it will be possible to identify population segments that are most at-risk for various diseases and injuries. Intervention plans aimed at targeting these individuals may then be developed to combat some of the socio-economic factors that historically have had a negative impact on residents' health. * To increase accessibility to preventive services for all community residents. More accessible preventive services will prove beneficial in accomplishing the first goal (improving health status, increasing life spans, and elevating the quality of life), as well as lowering the costs associated with caring for late-stage diseases resulting from a lack of preventive care. The Community Voice survey from the 2019 CHNA was used again in 2022 CHNA. The survey instrument used for this study is based largely on the Centers for Disease Control and Prevention (CDC) Behavioral Risk Factor Surveillance System (BRFSS), as well as various other public health surveys and customized questions addressing gaps in indicator data relative to health promotion and disease prevention objectives and other recognized health issues. The final survey instrument was developed by Confluence Health and PRC.To solicit input from key informants, those individuals who have a broad interest in the health of the community, an Online Key Informant Survey also was implemented as part of this process. A list of recommended participants was provided by Confluence Health; this list included names and contact information for physicians, public health representatives, other health professionals, social service providers, and a variety of other community leaders. Potential participants were chosen because of their ability to identify primary concerns of the populations with whom they work, as well as of the community overall. Key informants were contacted by email, introducing the purpose of the survey and providing a link to take the survey online; reminder emails were sent as needed to increase participation.The Survey was offered in English and Spanish and was administered by SurveyMonkey. Paper copies were provided at various organizations throughout the Region. The survey captured the opinions of the Health Community, the factors to improve health, the greatest risks to health and the behaviors in the Community that positively impacted or genitively affect Health. Central Washington Hospital Part V, Section B, Line 6a: Wenatchee Valley Hospital and Clinics Central Washington Hospital Part V, Section B, Line 6b: Aging and Adult Care, Alateheia Riding Center, Americagroup, American Heart Association, America Red Cross-Apple Valley Chapter, Apple Valley Honda, Ballard Ambulance, Big Bend Community College, Cascade Medical Center, Cascade Medical Foundation, Cascade School District, Chelan County, Chelan County PUD, Chelan Douglas Casa, Chelan Douglas Regional Port Authority, Chelan Douglas Transportation Council, City of Cashmere, City of Chelan, City of East Wenatchee, City of Leavenworth, City of Waterville, City of Wenatchee, Columbia Basin Allied Arts, Columbia Basin Hospital, Colville Tribal Police Department, Confluence Health, Confluence Health Foundation, Ease Cancer Foundation, East Wenatchee Police Department, Epilepsy Foundation, Foundation for Youth Resiliency and Engagement, Grand Coulee School District, Grant County, Jeffers Danielson Sonn & Aylward, John L Scott Real Estate, KC-Help, Laura Mounter Real Estate, Manson School District, Mid Valley Hospital, Molina Healthcare, Moses Lake Community Health Center, Moses Lake Police Department, NCW Nurses Week, NCW Tech Alliance, North Central ACH, North Central Educational Services District, Okanogan Behavioral Healthcare, Okanokan County, Okanogan County Community Action, Okanogan County Health District, Okanogan County Sheriff's Office, Okanogan County Transit, Okanogan Regional Humane, Okanogan School District, Omak School District, Orondo School District, Our Valley Our Future, Pateros Brewester Community Resource Center, Pateros School District, People for People, Port of Quincy, Rick Pankow Foundation, SAGE, Star Ranch, The Economic Alliance, Tierra Village, Together for Youth, Washington Apple Education Foundation, Washington State Tree Fruit Association, Washington State University Extension, Waterville School District, Wenatchee Downtown Association, Wenatchee Police Department, Wenatchee Valley College, Wenatchee Valley YMCA, YWCA. Central Washington Hospital Part V, Section B, Line 11: Prioritization of the health needs identified in this assessment was determined based on a prioritization exercise conducted among community stakeholders (representing a cross-section of community-based agencies and organizations) in conjunction with the administration of the Online Key Informant Survey. In this process, these key informants were asked to rate the severity of a variety of health issues in the community. Insofar as these health issues were identified through the data above and/or were identified as top concerns among key informants, their ranking of these issues informed the following priorities: 1. Mental Health 2. Substance Abuse 3. Nutrition, Physical Activity & Weight 4. Diabetes 5. Heart Disease & Stroke 6. Cancer 7. Access to Healthcare Services 8. Infant Health & Family Planning 9. Potentially Disabling ConditionsThe Confluence Health Executive leadership team took the areas of opportunity and narrowed down the implementation strategy to five most significant needs. The areas that were not addressed in the implementation plan are: 1. Substance Abuse.2. Nutrition, Physical Activity, and Weight3. Cancer4. Potentially Disabling Conditions. The five areas that are addressed in the implementation plan are: 1. Mental Health2. Diabetes3. Heart Disease and Stroke4. Access to Healthcare Services5. Infant Health & Family PlanningIn the current tax year, the organization has taken the following actions to address the five areas of need in the implementation plan, which were derived from the 2022 CHNA. Priority #1: Mental Health 1.1 Provided points of access for mental health services in the communitya. Confluence Health continued to provide emergency and outpatient services for mental health patients. This was measured by the service being available and the Organization's Chief Nursing Officer was responsible for implementing this initiative. b. Confluence Health participated with community stakeholder to evaluate and improve access to mental health services. This was measured by the participation percentage in mental health stakeholder's meetings. The Organization's Chief Nursing Officer was responsible for implementing this initiative. c. Confluence Health continued to staff a Sexual Assault Nurse Examiner (SANE) who is trained specifically to treat sexually assaulted patients. This was measured by the service being available and the Organization's Chief Nursing Officer was responsible for implementing this initiative.1.2 Improve access to mental health and behavioral health partnerships. a. Confluence Health continued to build upon its relationship with Catholic Charities to explore best practices for mental health care needs within our community. This was measured by a collaborating working group in place and the Organization's Chief Nursing Officer was responsible for implementing this initiative.b. Confluence Health continued to participate in community suicide prevention activities with the Suicide Prevention Coalition of North Central Washington. This was measured by a collaborating working group in place and the Organization's Chief Nursing Officer was responsible for implementing this initiative.1.3 Provide a mental health support system for employees of Confluence Health. a. Confluence Health continued to offer and encourage the Employee Assistance Program (EAP) to help employees navigate various life challenges. This was measured by the services available and the Organization's Chief People and Strategy Officer was responsible for implementing this initiative.Priority #2: Diabetes2.1 Improved Blood Sugar Controla. In our primary care redesign, there is a focus on chronic disease management. One disease to be addressed is diabetes. Through this work, we accomplished lower blood sugars for our patients. This was measured by the percent of patients with controlled hemoglobin A1C and the Organization's Chief Medical Officer was responsible for implementing this initiative.2.2 Patient Education and Engagement a. Education and engagement will help patients with diabetes succeed in controlling their blood sugar. We began using an electronic education and monitoring device to promote patient engagement in their disease. This was measured by the MyChart based application in place and the Organization's Chief Medical Officer was responsible for implementing this initiative. Priority #3: Heart Disease and Stroke3.1 Controlling Hypertension a. Through a multidisciplinary approach, improved the blood pressure control of our population of patients with hypertension. This was measured by the percent of adult patients 18-85 with a blood pressure under 140/90 and the Organization's Chief Medical Officer was responsible for implementing this initiative.3.2 Controlling Hyperlipidemia and Preventing Stroke a. Similar to hypertension, used a multidisciplinary approach to controlling elevated cholesterol levels. This was measured by providing station therapy for the prevention and treatment of CV disease in patients with Clinical ASCVD and the organization's Chief Medical Officer waresponsible for implementing this initiative.Continued below Central Washington Hospital Part V, Section B, Line 13b: The Individual Financial circumstances stated in the written financial policy is to take into consideration the patient/guarantor's assets and their ability to pay. Central Washington Hospital Part V, Section B, Line 13h: Compassionate care is generally considered only after all other financial resources available to the patient have been explored and exhausted. In order to qualify for compassionate care, the patient/guarantor must fully cooperate with the Hospital in exploring and applying for these resources. Other financial resources include but are not limited to: group or individual medical plans, secondary or supplemental insurance policies, worker's compensation, Medicare, Medicaid or medical assistance programs, other state, federal or military programs, third party liability situations (e.g. auto accidents or personal injuries), or any other situation in which another person or entity may have a legal responsibility to pay for the costs of medical services.Compassionate care for non-emergent services shall be limited to those residing with the hospitals designated service area, which is defined as the counties of Chelan, Douglas, Grant and Okanogan as well as the town of Othello. Non-emergent services shall be defined as those services which are not considered as an "emergency medical condition" under the policy's definition.Compassionate care shall be limited to "appropriate Hospital (physician)-based medical services" as defined in the policy. Elective or cosmetic procedures that do not meet the definition of appropriate as set forth in the WA Administrative Code (WAC) 246-453-010(7) are excluded as well as procedures done outside of the Hospital.In those situations, where appropriate primary payment sources are not available, or in certain situations when the primary payment source leaves a balance that is the patient's liability, patients will be considered for compassionate care under the policy.Other eligibility criteria includes circumstances that indicate severe financial hardship or personal loss. Central Washington Hospital Part V, Section B, Line 20e: A written notice about upcoming ECAs is sent at least 30 days before initiating those ECAs. Any combination of the plain language summary and/or a link to the organization's website which contains a copy of the plain language summary is also sent to the patient. Part V, Section B, Line 7a https://www.confluencehealth.org/documents/2022-PRC-CHNA-Report-Confluence-Health_Cathy-Thomas.pdf Part V, Section B, Line 10a Part V, Section B Line 16 ahttps://www.confluencehealth.org/documents/CH_Charity_Care_Tri-Fold_2025_ENG.pdfLine 16bhttps://www.confluencehealth.org/documents/CH_Charity_Care_Application_2025_English.pdfLine 16chttps://www.confluencehealth.org/documents/CH_Charity_Care_Policy_English_2025.pdf Part V, Section B, Line 11: 3.2 Controlling Hyperlipidemia and Preventing Stroke a. Similar to hypertension, used a multidisciplinary approach to controlling elevated cholesterol levels. This was measured by providing station therapy for the prevention and treatment of CV disease in patients with Clinical ASCVD and the organization's Chief Medical Officer waresponsible for implementing this initiative.Priority #4: Access to Healthcare Services1.1 Optimizing our Provider Workforcea. Confluence Health started an initiative to redesign our Primary Care services and focused on upcoming specialty services. This work focused on, among other things, optimizing our workforce to meet the growing needs of patients in the community. Through our redesign efforts, there was a focus on increasing the number of advanced practitioners across our service area. The redesign's focus was on stratifying patient populations to ensure the right care for the right patient by the right provider types. This increased the ability to find a provider for all patients in the service area. This was measured by the average new patient lead time and the Organization's Chief Medical Officer was responsible for implementing this initiativeb. Another focus of the redesign work was to identify new pathways for care delivery across the service area. New strategic partnerships and care deliver models increased the ability for patients to see a provider when they needed and wanted to. These new models of delivery allow patients to do it locally with limited travel to care sites. This was measured by implementation of virtual care partner and the organization's Chief Medical Officer was responsible for implementing this initiative1.2 Improving Schedule Availability. a. Increased the availability of online appointments. Changed how same day clinics appointments were made available and focused on shifting schedules to online scheduling improved the availability for patients. This was measured by appointments scheduled online and the organization's Chief Medical Officer was responsible for implementing this initiativeb. Our most effective tool for increasing availability through mechanisms such as FastPass or other automated offerings are through MyChart. Our focus in this work was to increase the percentage of users who see their care team > 3 times in a 12 month period. This provided increased communication and availability. This was measured by percentage of Active Mychart Users and the organization's Chief Information Officer was responsible for implementing this initiative.Priority #5: Infant Health and Family Planning1.1 Teamwork and Communication for patient-centered childbirtha. Confluence Health participated in TEAMBIRTH for all births to develop a birthing plan for mothers, their support person and the care team to facilitate safe, dignified and respectful care. This was measured by percentage of births using TEAMBIRTH and the organization's Chief Nursing Officer was the responsible leader for implementing this initiative.b. Confluence Health continued to offer childbirth education and breast-feeding classes for all demographics regardless of ability to pay. This was measured by continuation of courses and the organization's Chief Nursing Officer was the responsible leader for implementing this initiative. Our focus on these five areas are not all inclusive of the strategy of the organization, but these key areas fit within the larger plans. These key initiatives are in line with two of the pillars of our quadruple aim, Ensuring Access for All and Committing to Excellent Care and Service. As our organization strategic plans continue to develop, the Community Health Needs Assessment information informs where we need to focus. Our Mission of Local Care By And For Our Community speaks to this commitment. 25 1 - Professional Building 933 Red Apple Rd Wenatchee WA 98801 Clinic, Optometry, and General Surgery 2 - Saddle Rock Building 1215 S Miller Rd Wenatchee WA 98801 Endocrinology, Rheumatology, and Pulmonary 3 - Home Health Building 731 N Chelan St Wenatchee WA 98801 Home Healthcare 4 - Anti-Coag Building 988 S Juniper Dr Moses Lake WA 98837 Clinic 5 - Behavorial Health Building - Moses Lake 966 S Juniper Dr Moses Lake WA 98837 Clinic 6 - Behavorial Health Building - Wenatchee 630 N Chelan Ave Suites A7 and B7 Wenatchee WA 98801 Clinic 7 - Brewster Clinic 418 W Main Ave Brewster WA 98812 Clinic 8 - Cashmere Clinic 303 Cottage Ave Cashmere WA 98815 Clinic 9 - East Wenatchee Clinic 100 Highline Dr East Wenatchee WA 98802 Lab Services, Walk-In, Clinic 10 - Ephrata Clinic 314 Basin St SW Ephrata WA 98823 Clinic 11 - Haug Building 707 N Emerson Ave Wenatchee WA 98801 Clinic 12 - Methow Valley Clinic 1116 WA-20 Winthrop WA 98862 Clinic 13 - Miller Street Complex 1000 N Miller St Wenatchee WA 98801 Rehab Services, Spine Clinic 14 - Moses Lake Campus 840 E Hill Ave Moses Lake WA 98837 Lab Services, Walk-In, Clinic 15 - Moses Lake Radiation Oncology Center 905 E Hill Ave Moses Lake WA 98837 Clinic, Lab Services 16 - Moses Lake Specialty Care Services 1345 Yonezawa Blvd Moses Lake WA 98837 Clinic 17 - Occupational Medicine 317 N Mission St Wenatchee WA 98801 Clinic 18 - Omak Campus 916 Koala Dr Omak WA 98841 Lab Services, Walk-In, Clinic 19 - Regional Eye Center 717 Okoma Dr Omak WA 98841 Regional Eye Center 20 - Research Building 804 N Emerson Ave Wenatchee WA 98801 Research 21 - Royal City Clinic 103 Camelia St NW Royal City WA 99357 Clinic 22 - Smith Building 803 N Emerson Ave Wenatchee WA 98801 Clinic 23 - Tonasket Clinic 17 S Western Ave Tonasket WA 98855 Clinic, Lab Services 24 - Waterville Clinic 117 S Chelan Ave Waterville WA 98858 Clinic 25 - Wenatchee Orthopedics Building 520 N Chelan Ave Wenatchee WA 98801 Clinic Part I, Line 3c: Central Washington Hospital may write off as charity care, amounts for patients with family income in excess of 300% of the federal poverty level when circumstances indicate severe financial hardship or personal loss. Part I, Line 7: Charity care expense was converted to cost on line 7a based on an overall cost-to-charge ratio addressing all patient segments. Unreimbursed Medicaid on line 7b and subsidized health services line 7g was calculated using the costing methods to prepare the cost reports. The health professions education and cash and in-kind contributions for community benefit were taken from the general ledger. Part III, Line 2: The Association determines its estimate of implicit price concessions and bad debt based on its historical collection experience with this class of patients. Part III, Line 4: The footnote to the organization's financial statements addressing implicit price concessions may be found on page 14 of the attached audited financial statements. Part III, Line 8: Even though Medicare was at a loss, the Association continues to provide services to these patients because access to healthcare and individual's health is important. Therefore, the Association considers the Medicare shortfall a community benefit. Part III, Line 9b: Steps taken to collect an outstanding balance are: 1. Statements will generate every 30 days for any account that has an outstanding self-pay balance. All statements include information about Confluence Health's financial assistance and charity care program, along with contact information for Confluence Health's Charity Care Representatives. 2. At 30-60 days if no payment has been made, Confluence Health will make reasonable efforts to contact the guarantor regarding their outstanding balance. a. If no communication has been received, a phone call may be attempted to begin working with the guarantor. If the guarantor cannot be reached a letter will be sent. b. The guarantor will be advised of the availability of all payment plan options, bank financing, sliding scale discounts, and Confluence Health's financial assistance and charity care program. i. When a guarantor is being screened for eligibility for Confluence Health's financial assistance and charity care program, all collection efforts on unpaid balances will cease pending a final determination. 3. At 90 days past due, further collection efforts will commence. a. Attempts will be made to contact the guarantor by phone and through letter correspondence until the account reaches 120 days past due. b. The guarantor will be advised of the availability of all payment plan options, bank financing, sliding scale discounts, and Confluence Health's financial assistance and charity care program. i. When a guarantor is being screened for eligibility for Confluence Health's financial assistance and charity care program, all collection efforts on unpaid balances will cease pending a final determination. 4. At 120 days past due, the account will be referred to an outside collection's agency. a. If at any point during the collection process the guarantor requests that they be screened for Confluence Health's financial assistance and charity care program, collection activity will cease until a final determination is made. Part VI, Line 2: Central Washington Hospital participated in a Community Wide Needs Assessment in cooperation with Action Health Partners, Chelan-Douglas Health District, and Confluence Health. Part VI, Line 3: Information about the association's financial assistance and charity care policy also known as Compassionate Care Program (CCP) shall be made publicly available as follows:1. A notice advising patients that the hospital provides compassionate care shall be posted in key public areas of the facility.2. The association will distribute a written notice about the availability of compassionate care to all patients at the time of new patient registration through the emergency department and during admissions. This information will also be available on the website, with each billing statement, and in any collection letters sent by the association.3. The written notice shall be available in any language spoken by more than five percent of the population in the association's service area, and interpreted for other non-English speaking or limited-English speaking patients and for other patients who cannot understand the writing and/or explanation. The association's service area is defined as; Chelan, Douglas, Okanogan and Grant counties. The association finds that following non-English translation(s) of the notice shall be made available: Spanish.4. The association will refer all compassionate care inquiries to the financial assistance department or when possible directly to the compassionate care coordinator so that all concerns can be addressed in a timely manner.5. Written notice about the association's compassionate care policy shall be made available to any person who requests the information, either by mail, by telephone or in person. The association's compassionate care sliding scale discount table shall also be made available upon request. Part VI, Line 4: The Association is accredited by DNV GL Healthcare and operates a licensed 198-bed acute care hospital delivering a full range of health care services in Wenatchee, Washington, and the north central Washington area. The Association is a not-for-profit institution governed by a board of directors, providing general inpatient services including medical, surgical, home infusion services, intensive care and coronary care, neonatal intensive care, pediatrics, obstetrics, gynecology, and oncology.The Association is a sole community hospital, and is designated by the state as a Level III general trauma center and Level III pediatric trauma center, supported by a comprehensive range of surgical procedures in orthopedic, neurosurgery, vascular surgery, interventional cardiac catheterization, and open-heart surgery.Wenatchee, Washington is approximately 150 miles east of Seattle, Washington and 170 miles west of Spokane, Washington. Chelan and Douglas counties comprise the Association's primary service area while Grant and Okanogan counties represent secondary service areas. Approximately 96% of the Association's patient admissions are from the primary and secondary service areas. The service area's population is heavily weighted in the 65+ age cohort. In addition, the Association has a high concentration of farm and agriculture related employers/employees. Part VI, Line 5: Central Washington Hospital's governing board is comprised of local area central Washington health services association residents. The hospital extends its medical staff privileges to all qualified physicians in the community. CWH uses its income to update equipment, technology and facilities to improve patient care. The hospital offers education for area physicians and community members. Also available to physicians and the community is the Heminger health library. We collaborate with many local and state colleges, universities, and our local high school in support of student learning opportunities. An electronic medical record was implemented. It gives our providers all the medical information needed to make the best decisions in the care of our patients. The hospital is a sole community hospital and a Level III general and pediatric trauma center.St Part VI, Line 6: Confluence Health System (Confluence Health) was formed as a health system that represents an affiliation between Central Washington Health Services Association, dba Central Washington Hospital (the Association) (a not-for-profit organization) and Wenatchee Valley Medical Group (WVMG) (a for-profit organization). Effective January 1, 2013, the Association affiliated with Confluence Health, and Confluence Health became the sole member of the Association. The affiliation was completed in 2013, and WVMG transferred its remaining nonphysician employees and its operations to Wenatchee Valley Hospital, at which time Confluence Health became the sole member of Wenatchee Valley Hospital. Effective July 1, 2023, the three affiliated entities (Confluence Health, the Association and Wenatchee Valley Hospital) merged into a single entity, Central Washington Health Services Association (dba Confluence Health), referred to herein as "Confluence Health". Assets and liabilities were transferred at their carrying amounts as the entities were previously under common control. Confluence Health contracts with WVMG for physician services. The Board of Directors of Confluence Health consists of 9 community members and 6 physicians of Wenatchee Valley Medical Group. Our MissionLocal care by and for our community.Our VisionTo serve our community with compassionate care through our dedication to: Enabling joy and pride in our work. Focusing on local sustainability. Ensuring access for all. Committing to excellent care and service.Our Values Trust: We listen and follow through. Compassion: We embrace empathy. Respect: We value each other. Teamwork: We are better together. 1 Confluence Health Foundation 526 N Chelan Ave Suite A Wenatchee WA 98801 911075950 501(c)(3) 35968 0 General Support Young Men's Christian Association 217 Orondo St Wenatchee WA 98801 910578224 501(c)(3) 100000 0 General Support Wenatchee Valley College 1300 Fifth St Wenatchee WA 98801 910817705 N/A 56000 0 General Support Community Foundation of NCW 9 S Wenatchee Ave Wenatchee WA 98801 911349486 501(c)(3) 320370 0 General Support People for People 302 W Lincoln Ave Wenatchee WA 98801 910783225 501(c)(3) 36000 0 General Support Big Bend Community College 7662 Chanute St NE Moses Lake WA 98837 910826741 N/A 8000 0 General Support 4 2 Breast and Cervical Cancer Screening Program 1501 463436 rent assistance, utility bill assistance, gas gift cards, grocery gift cards DOH Ryan White Part B Client Services (Case Management) 86 51486 breast and cervical cancer screenings/diagnostics Part I, Line 2: Outside organizations submit requests to the organization throughout the year. The requests are separated based on the monetary value requested. Each request requires support from the requesting organization as to the purpose/use of the funds and whether the request benefits the community. Two committees review the requests based on the monetary value of the request. X 1 1 X X X 0 0 0 0 0 0 0 0 0 Andrew Jones MD Chief Executive Officer 953574 0 172453 0 0 0 17250 0 29678 0 1172955 0 0 0 Tom Legel Chief Financial Officer 611326 0 43317 0 0 0 17250 0 24148 0 696041 0 0 0 Katina Maier Chief People & Strategy Officer 499588 0 138536 0 0 0 17250 0 13138 0 668512 0 0 0 Robert Pageler Chief Information Officer 465376 0 128993 0 0 0 17250 0 13138 0 624757 0 0 0 Kris Deyerle VP General Counsel 450255 0 116127 0 0 0 17250 0 23994 0 607626 0 0 0 Brian BarryChief Ambulatory & Clinic Network Officer 426698 0 36075 0 0 0 17250 0 26740 0 506763 0 0 0 Jonathan Stoever MD Physician 452424 0 75 0 0 0 17250 0 29678 0 499427 0 0 0 Kelly Allen Chief Nursing Officer 349076 0 96298 0 50 0 17250 0 15820 0 478494 0 0 0 Michael D Sieg VP of Strategy and Impact 300658 0 79010 0 0 0 17250 0 25932 0 422850 0 0 0 Margaret E Beckwith MD Physician 352527 0 75 0 0 0 17250 0 12454 0 382306 0 0 0 Eric Caldwell VP Finance 285634 0 25838 0 0 0 16018 0 29345 0 356835 0 0 0 Mauvia Sorensen ARNP - Behavior Health 278488 0 8163 0 0 0 14651 0 27557 0 328859 0 0 0 Staci Jones Former Key VP Sr Specialty Care 248028 0 13985 0 13896 0 13673 0 16297 0 305879 0 0 0 Sarah Battis Johnson Former Key) VP Quality 251570 0 14217 0 0 0 13359 0 24141 0 303287 0 0 0 Part I, Line 1a Managers and above receive a $50 monthly stipend for a gym membership. This is treated as taxable income for the individuals. A Washington Health Care Facilities Authority 911108929 93978HPZ2 2015-05-05 109863859 To refund bonds issued 8/12/09 0 0 0 B Washington Health Care Facilities Authority 911108929 000000000 2020-02-27 40000000 Inpatient/Outpatient Facility & Parking Garage 0 0 0 A 17082543 109863859 1391468 108472392 0 1 1 1 B 4009999 40000000 488031 39511969 2020 0 0 1 1 A 0 0 0 0 0.00000 0.00000 0.00000 0 0 1 B 0 0 0 0 0.00000 0.00000 0.00000 0 0 1 A 0 0 0 1 0 0 0 0 1 B 0 0 0 0 0 0 0 0 1 A 1 B 1 Date Rebate Computation Performed Issuer Name: Washington Health Care Facilities Authority Date the Rebate Computation was Performed: 06/06/2020 Form 990, Part VI, Section A, line 8b The organization does not have any committees with the authority to act on behalf of the governing board. Form 990, Part VI, Section B, line 11b A copy of the Form 990 is reviewed by the Chief Financial Officer and Vice President of Finance. Subsequent to this review the Form 990 is reviewed by the governing board before being filed with the IRS. Form 990, Part VI, Section B, line 12c Board members, executive team members, and directors are required to review the current conflict of interest policy and complete an annual questionnaire. The nominating committee of the board reviews questionnaires of existing and new members for potential conflicts of interest. Any potential conflicts of interest are resolved by the nominating committee. The executive team reviews questionnaires submitted by the executive team members and directors for potential conflicts of interest. Potential conflicts of interest are resolved by the executive team in collaboration with the corporate compliance officer. Review of all conflict of interest statements is noted within the board minutes. Form 990, Part VI, Section B, line 15 The compensation committee of the governing board annually reviews independent salary survey information and recommends a salary and/or a salary increase for the CEO to the governing board. The other officers receive an annual percent increase which non-contractual employees receive unless the CEO awards a different percentage. The amount is, typically, based on current CPI, market and salary survey information. Form 990, Part VI, Section C, line 19 The Organization's governing documents, conflict of interest policy, and audited financial statements are available to the public upon request. Form 990, Part IX, line 11g Professional Services: Program service expenses 171,772,228. Management and general expenses 4,377,980. Fundraising expenses 0. Total expenses 176,150,208. Other Purchased Services: Program service expenses 11,553,612. Management and general expenses 15,018,052. Fundraising expenses 0. Total expenses 26,571,664. Form 990, Part XI, line 9: Change in Beneficial Interest in Assets Held By Foundation 7,241,849. Change in Interest Held in Affiliated Organizations 770,999.