2025-11-12T20:31:05-08:00 2024-12-31 Los Angeles Wildfires and Windstorms 800519547 THE ACCOUNTANCY LLP 500 N BRAND BLVD STE 1930 GLENDALE CA 91203 990 2024-01-01 952282647 White Memorial Medical Center dba Adventist Health White Memorial WHIT 3232685000 1720 East Cesar E Chavez Avenue Los Angeles CA 90033 Stanley Taryn Treasurer 2025-11-12 true true Steve Clement P01218012 8185475701 X 2024 2025-03-06 01:10:19Z Raffoul John 1720 East Cesar E Chavez Avenue Los Angeles CA 900332443 690239233 false 1071 X www.AdventistHealth.org/White-Memorial X 1963 CA Living Gods love by inspiring health, wholeness and hope. 15 13 3004 0 18768921 15480144 572417044 644397631 58973706 29727788 0 650159671 689605563 165430 514542 0 236012000 285643434 0 1063726 357901284 405641780 594078714 691799756 56080957 -2194193 951051493 1092853487 340648923 489420406 610402570 603433081 Living Gods love by inspiring health, wholeness and hope. false false 569253749 514542 689605563 White Memorial Medical Center, dba Adventist Health White Memorial (AHWM), provides quality medical healthcare regardless of race, creed, sex, national origin, handicap, age, or ability to pay. AHWM is one of the most advanced medical centersin the greater Los Angeles area, serving the communities in and near downtownLos Angeles since 1913. Adventist Health White Memorial is a Federally Qualified Health Center that features provides 545 acute hospital beds, three on-campus medical office buildings, a comprehensive cancer center, a community resource center and an urgent care facility.Although, reimbursement for services rendered is critical to the operation and stability of White Memorial 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 White Memorial 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.AHWM recognizes below-cost reimbursement as charity and uncompensated care in meeting its mission to the entire community. The unreimbursed cost of providing care to these patients in 2024 was $61,934,571.The following Inpatient services were provided to all our patients:3,710 babies delivered4,159 surgeries performed112,571 patient days The following Outpatient services were provided to all our patients:128,610 emergency department visits7,648 outpatient surgeries performed81,083 outpatient visits 27,993 clinic visitsAHWM recognizes it has an obligation to provide human services above and beyond its role as a healing facility. Schedule H provides more details on the tangible ways in which the organization is fulfilling its mission. The total unreimbursed cost of these community benefits in 2024 was $28,217,505.AHWM's quality and performance awards include: American Association of Critical- Care Nurses Beacon Award for Excellence (2025), U.S. News & World Report BestRegional Hospital (2023- 2024) and Best Regional Hospital for EquitableAccess (2024), Leapfrog Hospital Safety Grade "A" for excellence in patient safety (2024), Primary Plus Stroke Center Certification (2025), Lantern Award (2021- 2024), Get With The Guidelines 2024 Stroke GOLD PLUS with Honor Roll Elite andTarget Type 2 Diabetes Honor Roll, Healthgrades Top 10% GI Surgery, andFive- Star in 5 specialties (2024), Healthgrades Patient Safety ExcellenceAward (2023), Press Ganey Human Experience Guardian of Excellence Award (2023), and Malcolm Baldrige National Quality Award (2019). Adventist Healths 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.To illustrate AHWM's commitment to uplifting and supporting our local communities, our team of dedicated volunteers stepped up once again to make a meaningful difference this holiday season. In November 2024, our Community Resource Center (CRC) answered the call by organizing two impactful Thanksgiving events for families in Boyle Heights. The first event was a powerful collaboration with Distrito Catorce and the local Chamber of Commerce, where CRC volunteers distributed 100 turkeys and 100 bags filled with Thanksgiving-themed food items. With the help of local council members, who canvassed the neighborhood to identify families most in need, the event ensured that many households could enjoy a holiday meal.In the second event, we proudly joined the Weingart East LA YMCA at Mariachi Plaza for the 10th Annual Turkey Giveaway. More than 500 community members received an Adventist Health grocery bag packed with a turkey and all the trimmings. Associates from the CRC, Foundation, and leadership including Operations Executive Mara Bryantvolunteered at the event, sharing gratitude and reaffirming our commitment to community involvement, particularly during the holidays.We are honored to be a part of this vibrant community and will continue to show up with compassion, resources, and care during the holidays and all year long.Websites for our community benefit information: https://www.adventisthealth.org/about-us/community-benefit/ 569253749 true true false true false false false false false true true false false true true true false true false false false true false false false false true true true false true false false false false false false false false false false false false false true false false false true 0 0 true 3004 true false false false false false false false 0 false false false false false false false X 15 13 false false false false true true true true true false false true true true true true true true true false CA X John Beaman 9164060000 PO Box 619135 Roseville CA 95661 Heinrich Kerry Director/CEO 0.00 50.50 X X 0 3974195 57975 Hofheins Todd COO/Vice Chair 0.00 50.50 X X 0 2407675 65992 Beaman John CFO/Asst Secty 0.00 50.50 X 0 1980861 79808 Stevens Eric Former Care Div Ops Exec thru 02/22 0.00 50.50 0 1886146 57975 Nahapetian Arby Former Care Div Med Off thru 02/22 0.00 50.50 0 1759258 79808 Jobe Meredith Secretary 0.00 50.50 X 0 1221104 57975 Raffoul John President 50.00 0.00 X 0 1076425 57975 Takahashi Patrick Area Medical Officer 50.00 0.00 0 1024296 29424 Burke James Medical Officer, SCR 12.50 37.50 0 938276 79808 Jahn Andrew President, SCN thru 3/24 12.50 37.50 0 733081 17097 Bryant Mara Operations Exec 50.00 0.00 0 701731 36137 Owens Francis Treas/Ast Secty 50.00 0.00 X 0 609634 79808 Dumais Mark Medical Officer eff 3/24 50.00 0.00 0 511858 46092 Schwarz Greg Bus Dev Executive 50.00 0.00 0 485752 43287 De la Cruz Juan Philanthrophy President 0.00 50.00 0 415828 79577 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18680 0 Beckett Ann Director 0.00 4.00 X 0 17930 0 Jutsy Kenneth Director 0.00 4.00 X 0 16180 0 Daggett Jonathan Director 0.00 4.00 X 0 16180 0 Cress John eff 1024 Director 0.00 4.00 X 0 430 0 Stanley Taryn Eff 10125 Treasurer 0.00 0.00 X 0 0 0 1679407 21148385 1119256 868 true true false Pacific Coast Anesthesia Consultants Inc 2220 Avenue of the Stars Ste 2101 Los Angeles CA 90067 Medical services 9898414 Sodexo Inc and Affiliates PO Box 360170 Pittsburgh PA 15251 Staffing 5430607 FCS Medical Corporation 5823 York Blvd Ste 1 Highland Park CA 90042 Medical Services 2907684 White Memorial Medical Group Inc 1701 Cesar E Chavez Ave Ste 510 Los Angeles CA 90033 Medical Services 2863380 Allied Universal Security Services PO Box 31001-2374 Pasadena CA 91110 Security services 2527213 109 85455 8475824 6918865 15480144 Dietary 2777917 2777917 Other Program Svc Revenue 1918653 1918653 Patient Care Services 900099 592596298 592596298 Premium Revenue 722514 29683993 29683993 Rental Income-Program Svc 900099 15328777 15328777 2091993 2091993 644397631 30361458 30361458 0 0 0 633670 -633670 -633670 -633670 0 0 0 0 689605563 643763961 30361458 X 514542 514542 0 0 0 0 0 233152459 206644023 25869400 639036 7620277 6753884 845507 20886 27602353 22048886 5461634 91833 17268345 15590949 1630373 47023 54659517 890340 53769177 2391779 2391779 71045 71045 0 0 0 107191243 101691667 5341521 158055 100775 100775 3759272 2822748 901929 34595 22140671 4495908 17644763 0 24156576 24019289 137287 509667 332852 163481 13334 0 68785 55942 11820 1023 5287954 5287954 0 12492708 12279656 209120 3932 9286092 9286092 Patient Care Supplies 95313789 94629091 673795 10903 Quality Assurance 52865437 52865437 Equipment Rental 8638335 4550395 4087940 Other expenses 6693393 4494094 2156193 43106 14742 14742 691799756 569253749 121482281 1063726 0 400604942 420898288 649845 362147 103857506 84458879 0 0 0 11092418 11567487 2502681 2410579 613434546 428405125 173525726 185029421 0 0 0 350000 350000 258468375 387776686 951051493 1092853487 35962029 45108199 38165 304648729 444312207 340648923 489420406 X 601802751 592883825 8599819 10549256 610402570 603433081 951051493 1092853487 X -2194193 -4775296 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 54325 54325 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. Expenditures to NL Short were paid for the purpose of working with legislators and government officials relating to legislation affecting hospitals and healthcare.Executives met with state and federal legislators and attended industry organization meet and greet events for the purpose of educating legislators and advocating for the needs of the health care industry. Part IV - Additional Information 9526445 10254344 3566 8482110 11302245 11029669 7549158 1214 9053596 9526445 7461086 10582024 790 7014231 11029669 8109043 2933485 3812 3585254 7461086 7807348 3313944 3534 2154688 861095 8109043 0.00067 0.00933 false true true 43239585 43239585 403821169 312827680 90993489 1057701 238053 819648 133608853 106131995 27476858 31707238 9207397 22499841 185029421 Investment in Fdtn 13647974 Other Assets Other Receivables 9061478 Receivables from Related Organizations 257926053 Receivables from Third Parties 107141181 387776686 Other Liabilities 8907708 Payables to Related Organizations 427360518 Payables to Third Parties 8043981 444312207 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, 2024 and 2023, no such assets or liabilities were recorded.The System currently files Form 990 (informational return of organizations exempt from income taxes) and form 990-T (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 2021 in major tax jurisdictions. true Community Projects Check Supplies/Travel Cost 1 false false false false false false true true X true X true X true true true false true true 1258147 1258147 0.00180 344676273 283999849 60676424 0.08770 345934420 283999849 61934571 0.08950 1528363 1528363 0.00220 17787941 4146628 13641313 0.01970 49522278 36586559 12935719 0.01870 112110 112110 0.00020 68950692 40733187 28217505 0.04080 414885112 324733036 90152076 0.13030 6048 6048 253096 253096 0.00040 259144 259144 0.00040 true 4094377 2758447 51608127 55389338 -3781211 X true true 1 1 Adv Health White Memorial 1720 Cesar E Chavez Avenue Los Angeles CA 90033 See Form 990 Question J 930000195 X X X X Acute,Rehab,Psychiatric,Skilled Nursing false false true X X X X X X X X X 22 true false 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 true true X X X X true X See Sch H Part VI - Patient Education X See Sch H Part VI - Patient Education X See 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 2022 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. Data gathering from community members.The CHNA Steering Committee identified vulnerable populations and worked with local organizations to coordinate focus groups and key informant interviews to ensure that minority populations the voices of those with chronic disease, low incomes, and the underserved were heard. Community-based healthcare organizations focusing on education, family services, formerly incarcerated, low-income, mental health, minority populations, public health, students, and unhoused populations all participated in twelve focus groups with 56 participants and seven key informant interviews. The Community Health Needs Assessment was developed using four separate sources of primary and secondary data. This mixed methods approach is considered a preferred practice for needs assessments because it allows for the greatest understanding of community needs from the broadest range of perspectives. Primary data refers to data collected and analyzed specifically for this project, while secondary data refers to data compiled and analyzed by external groups and utilized here. Qualitative primary data collection involved focus group interviews with local service providers and service recipients and individual key informant interviews with local leaders. These were conducted in person and virtually. Direct quotes were taken from a transcription of key informant interviews and are intended to be 100% accurate but could not be verified in all situations. This information was collected by the Adventist Health Community Well-Being team and evaluation consultants from the Center for Behavioral Health Integration. Secondary data was amassed and analyzed across 45 different data sets by the University of Missouri Extension Center for Applied Research and Engagement Systems (CARES). Finally, survey data sets of registered voters in the community were collected and analyzed by UC Berkeley Institute of Governmental Studies (IGS). Survey data was gathered from the Los Angeles County region (region name defined by survey administrator, (UC Berkeley IGS). Facility: - Part V, Section B, Line 11 Tax year 2024 was Year Two of the Implementation Strategy for the 2022 Community Health Needs Assessment (CHNA). All programs and activities provided to the community were in response to the priority health needs identified in the 2022 CHNA. Our 2022 CHNA identified four areas of significant need: Access to Care, Financial Stability, Food Security and Mental Health. Priority Need One- Access to Care. The goal is to advocate for and collaborate with internal and external partners to identify community members experiencing difficulties accessing care and connect them to support services. This will be accomplished by utilizing stakeholders existing intake processes to identify individuals experiencing access to care and enroll/direct them to existing services and programs. White Memorial Medical Center will also work to identify and collaborate with existing internal and external partners that have programs and resources that may be used to lessen the financial burden of community members.In 2024, White Memorial Medical Center played a pivotal role in advocating for and collaborating with internal and external partners to enhance community access to care through the following initiatives:1). Transportation volumes have increased above average, with an average of 601 transports per month. Additionally, we are issuing an average of 267 taxi vouchers per month effectively impacting transportation barriers to care. 2). FQHCs primary care expansion has shown improvement and growth in well-child visits and cervical cancer screenings compared to 30 other community health clinics. Volume increases have plateaued due to space constraints. FQHC gave the group an update on the expansion plans in MOB 1 construction will finish in 2024. The expansion was successful in providing services for over 80,000 individuals. 3). In joint efforts with the Business Development team, the Referral Pad program has been expanded to include external clinics. We have since received over 75 referrals for Medi-Cal alone, helping us achieve greater access to insurance for our community members. 4). Vive Bien! Senior Wellness program is a free program designed to enhance senior health and quality of life through activities including workshops with White Memorial Medical Center physicians, pharmacists, and other health experts; activities included information on preventing and managing disease, a senior walking club, exercise classes and nutrition classes with healthy cooking demonstrations. We were successful in hosting about 10,800 Vive Bien members (including recurring members). 5). 2024 saw an increase in interest and participation in the Medicare 101 classes within the first year and the support of community events such as health fairs, resource fairs, and a back-to-school event. The Community Resource Center continues to assist our residents in finding healthcare coverage that is right for them. Bilingual counselors are available and guide individuals step by step through the enrollment process. On-site eligibility specialists can answer questions regarding healthcare coverage and provide information on healthcare coverage options and referrals to agencies and programs based on needs. Those needs include food security, help to pay rent and utilities, immigration status, employment opportunities, in-home support, and wellness program. In 2024, over 191 community members were enrolled in health insurance at the community resource center and over 515 people came to the center for resource referrals.The Community Resource Center also provides senior citizens in the Boyle Heights and East Los Angeles community free services and assistance. In collaboration with the Mexican American Opportunity Foundation, White Memorial Medical Center offers taxi vouchers and bus tokens, assistance with the completion and translation of forms such as Social Security, Medicare, and home energy applications. In addition, referrals for immigration, senior housing, free meal sites, home-delivered meals, legal services, the Home Secure Program, and social and recreational activities through the Vive Bien! Senior Wellness Program are provided. Priority Need Two- Financial Stability. The goal is to develop systems and programs to aid our community in identifying and addressing key barriers to improving family financial stability through the enhancement of current programs in workforce development and the Mexican American Opportunity Foundation connections and resources.The White Memorial Medical Center Healthcare Workforce Development program goal is to provide job readiness among youth who are at risk academically, unemployed, and underemployed; a pipeline to train and educate youth and to increase the pool of culturally competent healthcare workers. Workshops are provided to prepare interns for entry into the workforce through resume preparation, interviewing skills, customer service skills, financial literacy education, and professional image development. Our hospital continued its partnership with COPE Health Scholars in 2024 to provide workforce development for local students to gain firsthand experience in clinical and administrative healthcare settings and become an integral part of the care delivery team. These students assist with basic care for patients alongside nurses, physicians, and other members of the care delivery team and can earn volunteer hours for medical school, nursing school, and other graduate programs. They are well-positioned for entry-level positions in healthcare. In 2024, workforce development hosted a Financial Literacy workshop in partnership with Bank of America, highlighting the importance of informed money management. The "Better Money Habits" workshop was a core component of this program, with 23 interns actively participating to gain practical financial management skills. This class helps students learn about saving and budgeting, credit management, college financing, personal banking, anti-theft privacy, and banking topics. Of the students involved, 44 are currently pursuing higher education, demonstrating the program's positive influence on college enrollment. Among these, 39 students remain actively enrolled in college, reflecting sustained academic engagement. The program reaches a broad network, engaging over 140 high schools and secondary education facilities in the area, extending financial literacy education to a diverse group of students. White Memorial Medical Center and Adventist Health White Memorial Montebello have significantly increased partnerships with community schools. By working closely with local schools, both hospitals are fostering a stronger, healthier community. Priority Need Three- Food Security. The goal is to advocate for and collaborate with internal and external partners to identify community members experiencing food insecurity and connect them to support services and community resources center food distribution. This was done by utilizing stakeholders existing intake processes to identify those experiencing food insecurities and enroll/direct them to existing services and programs in-house as well as external partners.Activities in 2024 included: 1). Vive Bien members learned about gardening best practices, pest control, and harvest organic grown fruits and vegetables at the community garden with over 300 participants. 2). La Puente learning center and local schools participated in attending monthly classes at our community garden learning about healthy foods, mental health and community gathering. Over 90 community members participated in the Summer of 2024.3). Community members engaged pantry distribution of food at Bridge Street Elementary.. 4). Over 1,500community members and Vive Bien class participants received a five-dollar voucher for fresh fruits and vegetables on Thursdays Farmers Market from the community center's food outreach efforts. 5). Over 2,150 bags/month of non-perishable food bags was distributed from the pantry..6). Over 620 pounds of food was harvested in our community garden. In 2024, the Community Resource Center received a total of $75,000 in food security grants which helped thrust the volume of distribution. This will help meet the high need for food security programs and services within the hospital and in the Boyle Heights community.Priority Need Four- Mental Health. The goal is to advocate for and collaborate with internal and external partners to identify community members who may benefit from mental health programs and connect them to these programs. This was accomplished by utilizing partners existing intake processes to identify those experiencing mental health barriers and enroll/direct them to existing services and programs in-house as well as external partners.Activities in 2024 included1). Caf con pan program (How to manage grief and loss, forgiveness, strength exploration, stress management, and managing anxiety) increased in volume and participation. Over 460 community members parti 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. Part I, Line 7 - Explanation of Costing Methodology The 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 Californias regulations and policies and the approval of the federal government. 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 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 - Needs Assessment White Memorial Medical Center promotes access to their 2022 Community Health Needs Assessment (CHNA), the 2023 Community Health Implementation Strategy (CHIS) approved in fiscal year 2023, and the Year Two Update, FY 2024 for the Community Health Implementation Strategy by posting their reports on the Hospital's website at:https://www.adventisthealth.org/white-memorial/about-us/community-benefit/The two most recent Community Health Needs Assessments, the two most recent Implementation Strategy reports and the 2022, 2023 and 2024 Community Health Plan Updates are also available on the Adventist Health Corporate website at https://www.adventisthealth.org/about-us/community-benefit/The Community Health Needs Assessment (CHNA) includes both the activity and product of identifying and prioritizing a community's health needs, accomplished through the collection and development of a community health plan. The second component of the CHNA, the community health plan, includes strategies and plans to address prioritized needs, with the goal of contributing to improvements in the community's health. Qualitative and quantitative data sources were used in conducting the CHNA. To accomplish the many important systemic goals that are underway in our community, Adventist Health supports local partners to augment our own efforts, and to promote a healthier community. Partnership is not used as a legal term, but a description of the relationships of connectivity that are necessary to collectively improve the health of our region. One of our objectives is to partner with other nonprofit and faith-based organizations that share our values and priorities to improve the health status and quality of life of the community we serve. This is an intentional effort to avoid duplication and leverage the successful work already in existence in the community. In addition to the CHNA, our hospital engages in a process of continuous quality improvement, focusing on questions such as: are our interventions making a difference in improving health outcomes; are we providing the appropriate resources in the appropriate locations; and how are we using technology to track our health improvements and provide relevant feedback at the local level? Building a healthy community requires multiple stakeholders working together with a common purpose. With that in mind, our hospital leadership serves on a variety of community boards and committees focused on addressing community-specific needs, allowing for ongoing responsiveness to the health care needs of the community and collaboration with local agencies and organizations, enabling maximum effectiveness through collective impact. Part VI, Line 3 - 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 hospitals website at: https://www.adventisthealth.org/patient-resources/bill-pay/financial-assistance/ The documents are available in multiple languages. The link to the hospitals Self-Pay Billing and Collection Policy is posted at: https://www.adventisthealth.org/documents/system/13863-self-pay-billing-and-collection-policy.pdfAt the time of registration, patients who are uninsured and underinsured are provided information about government healthcare programs. Patients are also orally informed of their right to request charity assistance. Signs are displayed in the patient business office, patient registration areas and the emergency room in multiple languages informing patients of this right as well. The Hospital also provides a brochure during the registration process that explains the hospital 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 FFrom Mariachi Plaza to Evergreen Cemetery, Boyle Heights is one of Los Angeles most historic and vibrant communities. Just three miles east of downtown Los Angeles, Boyle Heights is home to generations of immigrants with 76% of the community served by White Memorial Hospital being Hispanic, and the epicenter of several historical social justice movements. This small neighborhood has an impressive total population of 1,109,487. A community rich in art, music, food, and small businesses. The median household income is $52,384, and of that, 45.66% is spent on housing and transportation. Among this population, 30.84% of children live in poverty and 2.27% of students are unhoused, compared to the state average of 4.25% and national average of 2.77%. True to its historical roots as a center of civic engagement, this population boasts a voter participation rate of 67.5%.A review of publicly available data showed 14.5% of the residents do not have access to health insurance, and 14.4% of households do not have a motor vehicle, a rate higher than the State (7%) and the Nation (8.5%). However, most of the population (93%) lives within half a mile of public transportation. Health literacy and limited English proficiency can be additional barriers to access to care. The unemployment rate is 7.65%, which is higher than the US overall (5.38%) and California (6.18%). Childhood poverty is remarkably high (31%) almost double that of California. The median household income of $52,384 is lower than both California and the US by a substantial amount. The community has 21% of its residents living in poverty, which is 8% higher than state and national averages. Poverty rates are even greater for African American and for female residents. Additionally, 88% of students receive free or reduced-price school lunches more than double the national average and almost 30% higher than the California average.The White Memorial Medical Center CHNA market is based on the state of California with a total population of 1,056,633 (based on the 2020 Decennial Census). The largest city in the service area is East Los Angeles CDP, with a population of 126,496. The service area is comprised of the following ZIP codes: 90031, 90042, 90201, 90012, 90270, 91754, 90026, 90023, 90007, 90057, 90255, 90640, 90065, 90022, 90063, 90033, 90032, 90006, 90011, 90021, 91803. 29.82% of the population owns their home and 70.18% of the population rents their home. The total population by age groups is as follows: Age 0-4: 6.1%, Age 5-17: 16.9%, Age 18-24: 11.4%, Age 25-34: 18.1%, Age 35-44: 13.7%, Age 45-54: 12.6%, Age 55-64: 9.9%, Age 65+: 11.4%. 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. In 2022, these projects were active and growing. In 2023, we saw tremendous growth in several of our markets promoting walking moais, worksite wellness, Blue Zones Project school pledges to create an environment that instills healthy lifestyle choices for our children and Blue Zones Project restaurant pledges to provide healthy options. 2024 saw continued transformation of our six community Blue Zones Projects through policy initiatives around built environment, tobacco use and food. Blue Zones widens our impact from only reaching our hospitals communities in four states to a global mission practice. We also encourage our employees to serve on community collaboration boards, health advocacy programs, and physical improvement projects to promote the health of the communities we serve. In addition, we work with neighborhood programs, including schools, work sites and safety net providers to promote health and wellness and prevent disease. Part VI, Line 5 - Promotion of Community Health Our Hospital's mission is, "Living God's love by inspiring health, wholeness and hope." Our community benefit work is rooted deep within our mission and merely an extension of our mission and service. We have also incorporated our community benefit work to be an integral component of improving the "Triple Aim." The "Triple Aim" concept broadly known and accepted within health care includes:1. Improve the experience of care for our residents.2. Improve the health of populations.3. Reduce the per capita costs of health care.Our strategic investments in our community are focused on a more planned, proactive approach to community health. The basic issue of good stewardship is making optimal use of limited charitable funds. Defaulting to charity care in our emergency rooms for the most vulnerable is not consistent with our mission. An upstream and more proactive and strategic allocation of resources enables us to help low-income populations avoid preventable pain and suffering; in turn allowing the reallocation of funds to serve an increasing number of people experiencing health disparities.Hospitals and health systems are facing continuous challenges during this historic shift in our health system. Given today's state of health, where cost and heartache is soaring, now more than ever, we believe we can do something to change this. These challenges include a paradigm shift in how hospitals and health systems are positioning themselves and their strategies for success in a new payment environment. This will impact everyone in a community and will require shared responsibility among all stakeholders.As hospitals move toward population health management, community health interventions are a key element in achieving the overall goals of reducing the overall cost of health care, improving the health of the population, and improving access to affordable health services for the community both in outpatient and community settings. The key factor in improving quality and efficiency of the care hospitals provide is to include the larger community they serve as a part of their overall strategy.Population health is not just the overall health of a population, but also includes the distribution of health. Overall health could be quite high if the majority of the population is relatively healthy - even though a minority of the population is much less healthy. Ideally such differences would be eliminated or at least substantially reduced.Community health can serve as a strategic platform to improve the health outcomes of a defined group of people, concentrating on three correlated stages:1. The distribution of specific health statuses and outcomes within a population, 2. Factors that cause the present outcomes distribution, and3. Interventions that may modify the factors to improve health outcomes.Improving population health requires effective initiatives to:1. Increase the prevalence of evidence-based preventive health services and preventive health behaviors,2. Improve care quality and patient safety, and3. Advance care coordination across the health care continuum.We will work together with our community to ensure the community health improvements are identified and then targeted for programs to influence behaviors to obtain improved health within the whole community. Part VI, Line 6 - 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 CA Part VI - Additional Information Identified Needs from CHNA, Not Addressed and Why - No hospital can address all the health needs identified in its community. White Memorial 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. Significant health needs that will not be directly addressed include housing, health risk behaviors, health conditions, environ & infrastructure, inclusion & equity, COVID, education, community vitality and community safety. While these significant health needs are not addressed directly, they are likely to benefit from collective efforts of our community partnerships. Other Information/Community Benefit - Inspiring health, wholeness and hope in the communities we serve requires that we provide services that allow everyone to reach their optimal health. Ensuring that everyone in our communities has that opportunity is the definition of health equity. Adventist Health is committing the time and effort to ensuring health equity in all of our markets. A Health Equity Committee has been formed with champions from every market. We are especially sensitive to addressing health equity gaps for the underserved, frail, elderly, and minority populations, says Raul Ayala, MD, MHCM, Adventist Health Ambulatory Medical Officer, Central Valley Network family practitioner, and leader of our Health Equity Committee. We are assessing the gaps in care for these populations and finding ways to close those gaps. The Health Equity Committee is looking at the programs we currently have that successfully meet the needs of underserved groups and are figuring out how we can duplicate these efforts in other markets. Programs such as our technological language support, mobile clinics, ACO nurse navigators, Community Connect, community health workers, and our substance abuse navigators. We know we must also create more access to care and enhance the patient/customer experience. In 2024, screenings for social determinants of health at our hospital reached 81.8% for White Memorial Medical Center and 77.3% for Adventist Health White Memorial Montebello which included screenings for housing instability, food insecurity, utility difficulties and transportation needs. This robust data enabled our hospital to identify key areas of concern and strategically develop and refine programs to better support our communitys health. 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 true Altamed Foundation 2040 Camfield Ave Los Angeles CA 90040 954090420 501(c)(3) 125000 0 Funds Transfer Sponsorship Baldridge Foundation 1717 Penssylvania Ave NW Mission Viejo CA 92691 954275457 501(c)(3) 42500 0 Funds Transfer Event Sponsorship CA Hlth Foundation and Trust 1215 K St Ste 800 Sacramento CA 95814 941498697 501(c)(3) 180271 0 Funds Transfer Uninsured/Underinsured Patients City of Montebello 1600 W Beverly Blvd Montebello CA 90640 950000000 501(c)(3) 14371 0 Funds Transfer Sponsorship Hispanas Org for Political Eq 634 S Spring St Ste 920 Los Angeles CA 90014 954718409 501(c)(3) 25000 0 Funds Transfer Event Sponsorship La Plaza De Cultural Y Artes 501 North Main Street Los Angels CA 90012 753059288 501(c)(3) 10000 0 Funds Transfer Sponsorship Los Angeles Area Chamber Comm 350 S Bixel St Los Angeles CA 90017 262949706 501(c)(3) 10000 0 Funds Transfer Event Sponsorship Mexican American Opty Fnd 401 N Garfield Ave Montebello CA 90640 952594166 501(c)(3) 10000 0 Funds Transfer Event Sponsorship Proyecto Pastoral Inc 135N Mission Rd Los Angeles CA 90033 953213958 501(c)(3) 10000 0 Funds Transfer Sponsorship University of La Verne 1950 3rd St La Verne CA 91750 951644026 501(c)(3) 10000 0 Funds Transfer Sponsorship White Memorial SDA Church 401 North State St Los Angeles CA 90033 951994597 501(c)(3) 29000 0 Funds Transfer Parking Project YMCA of Metropolitan of LA 4301 W 3rd Los Angeles CA 90020 951644052 501(c)(3) 25000 0 Funds Transfer General Support 12 0 Grantmaker's Description of How Grants are Used Grants are donations made to US tax exempt organizations who present a valid purpose for their donation request. It is anticipated that no further monitoring is required. X X X X true true false false false false false false false Beaman John CFO/Asst Secty 1261000 698818 21043 13296 66512 2060669 Bryant Mara Operations Exec 500575 134283 66873 13296 22841 737868 Burke James Medical Officer, SCR 663916 183670 90690 13296 66512 1018084 Cordova Ray Christoper RN, Nurse Lead 318542 13296 331838 De la Cruz Juan Philanthrophy President 297639 79539 38650 13296 66281 495405 Dumais Mark Medical Officer eff 3/24 420992 40000 50866 13296 32796 557950 Heinrich Kerry Director/CEO 2342000 1586113 46082 13296 44679 4032170 Hofheins Todd COO/Vice Chair 1474000 888115 45560 13296 52696 2473667 Ibushi-Thompson Leila Patient Care Executive 360202 30834 40006 13296 43309 487647 Jahn Andrew President, SCN thru 3/24 281190 407001 44890 13296 3801 750178 Javier Stella Marie Admin Dir, RN 252382 29302 74 12619 11576 305953 Jobe Meredith Secretary 796100 281132 143872 13296 44679 1279079 Long Lois RN 317151 13296 15606 346053 Milatovic Natasa Reg HR Dir, SCR thru 04/23 423571 50574 474145 Nahapetian Arby Former Care Div Med Off thru 02/22 1111000 458435 189823 13296 66512 1839066 Owens Francis Treas/Ast Secty 439183 117526 52925 13296 66512 689442 Raffoul John President 688000 233914 154511 13296 44679 1134400 Schwarz Greg Bus Dev Executive 350715 93543 41494 43287 529039 Stevens Eric Former Care Div Ops Exec thru 02/22 1196000 495682 194464 13296 44679 1944121 Stone Patricia Interim Patient Care Executive 174103 1002 1996 177101 Takahashi Patrick Area Medical Officer 663916 258670 101710 13296 16128 1053720 Vera Esfeamor RN 286657 1221 719 13296 22591 324484 WingBill Former Dir/A Sec/V Chair thru 01/22 273263 273263 Xu Prissilla Director Pharmacy 272663 22921 674 13296 27763 337317 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 Board of Directors of the Hospital shall have sole authority to amend or repeal the Articles of Incorporation, subject to the additional approval of the Board of Directors of Adventist Health System/West. The Hospital does not have any Members. Form 990, Part VI, Section B, Line 11b This Form 990 including all supporting schedules was prepared by a public accounting firm, reviewed by the Corporate Finance Officer and Market Financial Officer, and shared by electronic communication with the Corporation's Board of Directors prior to filing. Form 990, Part VI, Section B, Line 12c During the first quarter of each year, the annual conflict of interest questionnaire is sent to board members, hospital corporate officers, key employees and department directors for completion and signature. The questionnaire is accompanied by a letter of explanation to illustrate examples of a conflict and to remind the recipient that if any perceived conflict should arise before the next annual questionnaire, he/she is to notify the market president or the System General Counsel 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 15a 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 at least 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 60th 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 available upon request, but does file monthly/quarterly summary financial reports with the state health-planning agency. Form 990, Part XI, Line 9 Change in Foundation NA = $3228174 Form 990, Part XI, Line 9 Other Unrestricted Activity = -$488 Form 990, Part XI, Line 9 Transfer to Related Entities = -$8092966 Form 990, Part XI, Line 9 Transfers from Other Funds = $89984 Adventist Health Clearlake Hospital Inc 15630 18th Avenue Clearlake CA 95422 680395149 Hospital CA 501(c)(3) 3 Adventist Health SystemWest false Adventist Health Delano 1401 Garces Hwy Delano CA 93215 770258013 Hospital CA 501(c)(3) 3 Adventist Health SystemWest false Adventist Health Foundation 1 Adventist Health Way Roseville CA 95661 680002188 Charitable Foundation CA 501(c)(3) 7 Adventist Health SystemWest false Adventist Health Med Ctr Tehachapi 1100 Magellan Drive Tehachapi CA 93561 812240617 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 Stone Point Health false Adventist Health Physicians Network 1 Adventist Health Way 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