2025-11-12T16:22:16-08:00 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 952294234 San Joaquin Community Hospital dba Adventist Health Bakersfield SANJ 6613953000 2615 Chester Ave Bakersfield CA 93301 Thordarson Heidar Treasurer 2025-11-12 true true Steve Clement P01218012 8185475701 X 2024 2025-03-06 01:10:19Z Jason Wells 728763122 false 1071 X www.adventisthealth.org/bakersfield X 1964 CA Living Gods love by inspiring health, wholeness and hope. 15 13 2950 43 1447904 1234818 25172004 14492696 573636710 705743943 22472342 4898915 -24781 -31840 621256275 725103714 215250 146536 0 226746498 278545260 0 687892 365949430 455518190 592911178 734209986 28345097 -9106272 509609823 720796577 325248071 556011695 184361752 164784882 Living Gods love by inspiring health, wholeness and hope. false false 599489220 146536 725103714 San Joaquin Community Hospital, DBA Adventist Health Bakersfield (AHBD), provides quality medical healthcare regardless of race, creed, sex, national origin, handicap, age, or ability to pay. AHBD is a nonprofit community-based system comprised of the AHBD acute care hospital; the Adventist Health AIS Cancer Center, outpatient clinics, and a wide range of ancillary services. Although, reimbursement for services rendered is critical to the operation and stability of San Joaquin Community Hospital, 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 San Joaquin Community Hospital provide low-cost care to individuals covered by government programs, and those unable to afford healthcare, it also helps patients find and access private and governmental resources for healthcare benefits.AHBD 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 $33,623,828.The following Inpatient services were provided to all our patients:2,369 babies delivered3,244 surgeries performed65,488 patient days The following Outpatient services were provided to all our patients:66,193 emergency department visits5,939 outpatient surgeries performed210,787 outpatient visits 115,553 clinic visitsAHBD 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 $39,573,197.AHBD's quality and performance awards include: American Heart Association Get With The Guidelines - Stroke Gold Plus Award, Accreditation by the Commission onCancer - Comprehensive Community Cancer Program, Designation as a Blue Distinction Center Plus in Knee and Hip Replacement, Baby-Friendly Designation byBaby- Friendly USA, and Accreditation by the American College of Emergency Physicians as a Geriatric Emergency Department.Adventist Healths mission statement of living Gods love by inspiring health, wholeness and hope is coupled with a vision to transform the health experience of our communities through collaborative programs, community investments and community outreach. We are inspired by the healing ministry, as represented by the life of Jesus Christ, and believe we are called to live out our mission intentionally in the communities we serve. In the small towns, suburbs, and inner cities we serve, we continue our journey to provide quality healthcare until every person made in Gods image has experienced the best health today, hope for tomorrow, and Gods love that endures forever.As an example of AHBD's commitment to increase healthcare access in Central California, the hospital added a new mobile care unit to provide various services, including health screenings, preventive health visits, immunizations, and school and sports physicals. Our goal is to expand our fleet to meet the needs of community members in our area who experience homelessness, transportation barriers, food insecurity, and other social health issues. "Many would not have healthcare if it weren't for the commitment of this team and the support of so many community partners of taking healthcare across Central California," Jason Wells, president of Adventist Health's Central California Network, said. "It works to build a beautiful clinic, and people will come, but we have also learned that taking the clinic to the people has been a tremendous blessing to many communities." Thank you to Bank of America, Leprino Foods Company Foundation, Facility Designs, Tulare Hospital Community Health Foundation, Adventist Health Volunteers, and the Mackey Family for helping make this unit possible.Our amazing team works hard to make our patients stays as comfortable as possible and we appreciate receiving the comments such as we share here:"The staff is wonderful on 5N I have had the best care. I've had surgery at multiple hospitals and this by far is the best. The staff communicates so well. I felt like the staff was ready to care for me as soon as I got here, the care was coordinated so well. The therapist came in PT, OT, my spine coordinator, and my nurse. They all knew the plan and explained it to me, and my pain was managed so well. My host was so sweet and kind she took my meal order and gave me a recommendation. My therapy sessions were very informative and educational."Websites for our community benefit information: https://www.adventisthealth.org/about-us/community-benefit/ 599489220 true true false true false false false false false true true false false true true true false true false false false false false false false false true true true false true false false false false false false false false false false false false false true false false false true 0 0 true 2950 true true true false false false false false false 0 false false false false false false false X 15 13 true 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. Sec 0.00 50.50 X 0 1980861 79808 Stevens Eric eff 724 President 0.00 50.50 X 0 1886146 57975 Nahapetian Arby Former Care Div Med Off thru 02/22 0.00 50.50 0 1759258 79808 Wells Jason President CC 10.00 40.00 X 0 1543056 79808 Jobe Meredith Secretary 0.00 50.50 X 0 1221104 57975 Jamaldine Ghassan Medical Officer 8.30 41.70 0 882388 79808 Ayala Raul Ambulatory Med Officer, CVN 8.30 41.70 0 820554 36137 Haydock Timothy eff 724 Interim Treas 8.30 41.70 X 0 727318 79808 Cox Shane Treasurer 16.70 33.30 X 0 739632 56832 Wolcott Daniel Former Pres,AHDL Kern thru 1/23 16.70 33.30 0 704271 65778 Jahn Andrew Former Care Div Pres thru 02/22 0.00 50.00 0 736769 17097 Lavers Jennifer Operations Executive 16.60 33.40 0 614658 79808 Reyna Sonja Ambulatory Executive 8.30 41.70 0 628786 40807 Van Housen Heather Patient Care Executive 40.00 0.00 0 589725 63003 Tomono Olga Business Development Exec 8.30 41.70 0 521544 14186 Tomono Christopher Partnership Executive 8.30 41.70 0 448461 79636 Navarro Rafael RN First Assistant 40.00 0.00 454628 0 50241 Simpson Karen Physician Asst 40.00 0.00 449235 0 24055 Gil Rey RN First Assistant 40.00 0.00 420672 0 39088 Mangubat Rogelio RN First Assistant 40.00 0.00 400749 0 50188 Britz Justin Physician Asst 40.00 0.00 398958 0 24278 Wing Bill Former Dir/Asst Sec/VChair thru1/22 0.00 0.00 0 273263 0 Freedman John Dir/Chair 0.00 4.00 X 0 27203 0 Newton Bradford Vice Chair 0.00 4.00 X 0 26939 0 Cherry Robert Director 0.00 4.00 X 0 26611 0 Davis Andrew Director 0.00 4.00 X 0 26611 0 Innocent Larry Director 0.00 4.00 X 0 26611 0 Reiner Richard Director 0.00 4.00 X 0 26611 0 Wagner Jack Director 0.00 4.00 X 0 21611 0 Woodson Marc Director 0.00 4.00 X 0 21611 0 Salazar Velino thru924 Director 0.00 4.00 X 0 21181 0 Fehr Joy Director 0.00 4.00 X 0 18680 0 Beckett Ann Director 0.00 4.00 X 0 17930 0 Jutsy Kenneth eff 124 Director 0.00 4.00 X 0 16180 0 Daggett Jonathan eff 124 Director 0.00 4.00 X 0 16180 0 Cress John eff 1024 Director 0.00 4.00 X 0 430 0 Thordarson Heidar Treasurer 0.00 0.00 X 0 0 0 2124242 22754053 1280091 769 true true false Comfort Anesthesia Associates Inc 2635 G St Ste 101 Bakersfield CA 93301 Medical services 7378886 PT Solutions Holdings LLC PO Box 724557 Atlanta GA 31139 Medical Services 5228627 Galen Inpatient Physicians Inc 2100 Powell St Ste 400 Emeryville CA 94608 Medical services 4693555 Kern County Hospital Authority 1700 Mount Vernon Ave Bakersfield CA 93306 Medical Services 3564053 Advanced Building Maintenance Inc 1804 Tribute Rd Ste K Sacramento CA 95815 Building maintenance 3305171 106 11499645 2993051 14492696 Dietary 722514 2713962 2713962 Medical Office Rentals 531120 2022949 2022949 Other Revenue 900099 2478020 1030116 1447904 Patient Care Services 900099 696438351 696438351 Pharmacy 446110 2026388 2026388 64273 64273 705743943 7655557 7655557 0 0 0 697248 3453890 -3453890 697248 -2756642 -2756642 0 0 173678 205518 -31840 -31840 0 725103714 701507557 1447904 7655557 X 146536 146536 0 0 0 0 0 220069777 191623575 27974328 471874 7957446 6928868 1011516 17062 34958597 28035080 6814038 109479 15559440 13686820 1838488 34132 55114794 55114794 621840 621840 26183 26183 0 0 0 116619780 101970566 14648810 404 1050125 1050125 3055113 1721011 1317953 16149 25850235 7558989 18289746 1500 0 18014709 16354581 1660113 15 878096 500080 349606 28410 0 80669 34764 38483 7422 6779352 6779352 0 18901050 17623594 1277456 4175632 4175632 Patient Care Supplies 145252920 145251475 1445 Quality Assurance 32268948 32265753 3195 Other Expenses 22158360 20230641 1927719 Equipment Rentals 4670384 4601903 68481 0 734209986 599489220 134032874 687892 0 74176455 90072238 1307368 1445444 85663253 92148301 0 0 0 11532517 12668477 6867929 1485094 460816116 245162110 207040096 215654006 0 0 256345 256345 287182 287182 122478678 306779490 509609823 720796577 50554182 54373499 192571 218753 1363386 705060 273137932 500714383 325248071 556011695 X 171051979 149660391 13309773 15124491 184361752 164784882 509609823 720796577 X -9106272 -3109851 -7360747 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 38497 38497 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 Note dues paid for the purpose of working with legislators and government officials relating to legislation affecting hospitals and healthcare. Part IV - Additional Information 13309773 2835143 1020425 15124491 3620011 12393345 2703583 13309773 2227801 2135531 743321 3620011 2352012 659597 783808 2227801 3679409 985382 347856 1964923 2352012 1.00000 false true true 25735910 25735910 248724839 119148545 129576294 9781063 4416156 5364907 176574304 121597409 54976895 215654006 Investments 256345 C Inv in Joint Venture -24479 Other Receivables 18289491 Receivables from Related Organizations 223927720 Receivables from Third Parties 64586758 306779490 5000 Other Liabilities 19266766 Payables to Related Organizations 481442617 500714383 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 true X true X true X true true true false true true 776231 776231 0.00110 187960081 155112484 32847597 0.04470 188736312 155112484 33623828 0.04580 1695102 1695102 0.00230 1328121 1328121 0.00180 88920849 52673375 36247474 0.04940 302500 302500 0.00040 92246572 52673375 39573197 0.05390 280982884 207785859 73197025 0.09970 1782773 1782773 0.00240 236839 236839 0.00030 2019612 2019612 0.00270 true 1714380 484201 118715996 122140095 -3424099 X true true 1 1 San Joaquin Community Hospital 2615 Chester Ave Bakersfield CA 93301 See Form 990 Question J 120000187 X X X false false true X X X X X X X X X 22 true true true true X See Sch H Part VI - Needs Assessment X See Sch H Part VI - Needs Assessment X true 22 true See Sch H Part VI - Needs Assessment false false true X 200.0000 400.0000 X X X X 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 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. Agricultural workers, civic government, community-based healthcare workers focusing on behavioral health, children, domestic abuse, early education, education, families, formerly incarcerated, higher education, law enforcement, low-income, medically underserved, men, minority populations, older adults, providers, public health, students, unhoused and women populations were represented in twelve (12) focus groups where 78 people participated and 16 individual key informant interviews. The 2022 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 Central Valley region (region name defined by survey administrator, UC Berkeley IGS). Facility: - Part V, Section B, Line 6a Adventist Health Delano and Adventist Health Tehachapi Valley participated in the 2022 CHNA process. 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 by San Joaquin Community Hospital (d.b.a. Adventist Health Bakersfield) were in response to the priority health needs identified in the 2022 CHNA. Our 2022 CHNA identified three areas of significant need: Access to Care; Financial Stability and Mental Health. Priority Need One: Access to Care. The goal is to collaborate with partners to connect community members with basic healthcare services through the use of the mobile van. In 2024, the Hospital partnered with local community community-based organizations to provide mobile health events serving vulnerable populations and organizations. Partnering organizations include the Sikh Womens Association, Chevron Corporation, City of Bakersfield, California Farmworkers Foundation, Kern Family Healthcare among others to provide basic health screenings education and services with the goal of connecting community members with healthcare services. In total, several hundred community members were served through local outreach events. Through mobile health initiatives, San Joaquin Community Hospital (d.b.a. Adventist Health Bakersfield) successfully participated in numerous community events, providing over 700 immunizations to vulnerable populations in the community. In partnership with First 5 of Kern County, the mobile health team was able to participate in over 150 free clinic opportunities, expanding access to school-based immunizations and removing barriers for vulnerable populations in Kern County. In addition, the Cancer Center provided assistance for their most vulnerable patients and families in the form of gas cards, bus passes, transportation vouchers and medical transport in order to remove transportation barriers and ensure access to critical cancer treatment. Food assistance and lodging were also provided. Access to care was improved through the provision of two free Adventist Health AIS Cancer Center breast cancer screening events open to the community in 2024. Through the free breast screening events, 96 women were provided with screenings. The hospital provided free sports physicals to 82 students at Bakersfield Christian High School to ensure equitable access to healthcare. The AIS Cancer Center provided monthly Cancer Support Groups, providing resources to the local community for patients and families to receive support during or after cancer diagnoses and treatments. The monthly Cancer Support groups are free and open to the community.In 2024, San Joaquin Community Hospital (d.b.a Adventist Health Bakersfield) facilitated over 12 support groups for the local community around cancer care and smoking cessation. Through these support groups, over 200 local community members were supported by our clinical team to ensure long term health success. Through local collaboratives, the hospital expanded on education on heart and cardiovascular diseases through clinical nutrition education in partnership with the Edible School Yard of Kern County and local community gardens providing access to fresh produce in the community and partnered with the American Heart Association to provide CPR education and training with local school districts, expanding the awareness of cardiovascular disease and preventative measures. Priority Need Two: Financial Stability. The goal is to advocate for and collaborate with internal and external partners to connect community members to resources that improve financial literacy, lessen financial burden, and/or promote economic development. Strategies include a school-to-work pipeline for healthcare careers focusing on high school and college students; developing resources and pathways to access quality jobs and enhance the well-being of Bakersfields workforce by engaging employers in the Blue Zones Project approval process.In 2024, the Hospital partnered with local public and private educational institutions on providing clinical placements for local nursing and allied health students. By providing a local clinical location, students are able to advance their educational journey locally while removing barriers along the way. In 2024, the Hospital served as a local hub for students completing their degrees in health care and nursing careers. In addition, San Joaquin Community Hospital (d.b.aAdventist Health Bakersfield) has partnered with COPE Health Scholars to develop a school to work pipeline comprised of local high school and college students interested in a healthcare career. Over 150 students participated in the COPE Health Scholar program providing direct access to a hospital environment and career paths. The COPE Health Scholar partnership has provided a local platform to provide students access and experience to continue their healthcare career journey locally.Partnership with Garden Pathways has continued in 2024 with the tattoo removal program. These services are offered to help former inmates, ex-gang members, victims of human trafficking and other community residents who wish to remove an offensive tattoo in order to remove unwanted ink to open pathways for employment opportunities. Priority Need Three: Mental Health. The goal is to improve population-level mental health services as a quality-of-life measure through the provision of medically assisted treatment and patient navigation services together for individuals with opioid use disorders or overdose history and align school environments in our service area with setting-based well-being principles through the Blue Zones Project approval framework. In 2024, the hospital expanded the employment of Substance Use Navigators (SUN) readily available through the emergency department to provide resources and support for community members experiencing drug or mental health issues. The SUNs provide a critical connection to individuals needing a referral to additional substance use resources outside the walls of the hospital. Adventist Health Bakersfield served over 600 individuals through the SUN program, providing resources to anyone in need. Through referral-based services, local navigators were able to successfully connect individuals to behavioral health services in addition to addiction counseling services. In addition, local navigators participated in over 15 community events, ensuring residents had access to services in the community. Community events increased awareness of the program and services available. Blue Zones Project (BZP) Bakersfield powered by Adventist Health reached out to local schools as part of the implementation strategy pertaining to mental health. Ten schools became Blue Zones Project approved, with six in the pipeline in early 2024. McKinley Elementary and Mt. Vernon School launched Walking School Bus programs. A purpose workshop series was launched at North High School. BZP helped implement locally branded cafeteria poster campaigns in more than ten schools to increase student engagement in wellness activities.The team also helped develop Vineland School Districts Wellness Policy Plan and launch a food pantry at Standard Elementary to provide families with fresh produce and canned goods. At North High School, students took the initiative to develop their own Blue Zones Project Club and at McKinley Elementary, the school experienced an uptick in students earning 70% or higher in reading scores after receiving Blue Zones approval and earning a book vending machine. The BZP team also hosted more than ten smoothie bike demonstrations at local schools to encourage kids to eat more plants and move naturally. There has been an increase in parent, faculty, and partner organizations participating in school wellness initiatives via two school carnivals and three parent caf Blue Zones presentations.NEEDS THAT ARE NOT BEING ADDRESSED AND WHY:No hospital can address all the health needs identified in its community. San Joaquin Community Hospital (d.b.a.) Adventist Health Bakersfield 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 but fulfilled by other community organizations include housing, health risk behaviors, health conditions, food security, environment & infrastructure, inclusion & equity, COVID, education, community vitality and community safety. While these significant health needs are not address directly, they are likely to benefit from collective efforts of our community partnerships. 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. SJCH The AIS Cancer Center 2620 Chester Avenue Bakersfield CA 93301 Cancer Center Quest Imaging 2700 Chester Avenue Bakersfield CA 93301 Radiology and Diagnostic Imaging Services SJCH Imaging Center dba Quest Imaging Center 9602 Stockdale Highway Bakersfield CA 93309 Radiology and Diagnostic Imaging Services Wound Care Center 2603 H Street Bakersfield CA 93301 Wound Care Services SJCH The Wellness Center 1524 27th Street Bakersfield CA 93301 Mental Health Support Center 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 San Joaquin Community Hospital (d.b.a. Adventist Health Bakersfield) promotes access to their 2022 Community Health Needs Assessment (CHNA), the 2023 Community Health Implementation Strategy (CHIS) approved in fiscal year 2024, 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/bakersfield/about-us/community-benefit.The two most recent Community Health Needs Assessments, the two most recent Community Health 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, San Joaquin Community Hospital 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, the 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 The city of Bakersfield in Kern County is recognized for its history of agricultural roots, its famous Bakersfield Sound, a sub-genre of country music and culture of old-fashioned warmth. The Bakersfield service area is geographically large, with a population of nearly 780,000 people. Of those, 57% are of Hispanic heritage. Part of what makes the Bakersfield service area unique is the age of its residents, with 68% of the population being younger than 44. Of this population, 27.58% of children live in poverty, and 2.48% of students are unhoused, compared to the state average of 4.25% and the national average of 2.77%. On average, households in Bakersfield service area spend 55.96% of their income on housing and transportation. Despite this challenge, the community still manages to cultivate a vibrant culture of music, movies in the park, walking, fishing, and tubing down Kern RiverThe following zip codes represent San Joaquin Community Hospital, DBA Adventist Health Bakersfield's, primary service area (PSA), accounting for 75% of hospital discharges. Additionally, we took a collaborative approach and expanded our PSA by inviting Steering Committee members to include the zip codes of those they serve. The San Joaquin Community Hospital, DBA Adventist Health Bakersfield, CHNA market has a total population of 779,739 (based on the 2020 Decennial Census). The largest city in the service area is Bakersfield, with a population of 347,609. The service area is comprised of the following zip codes: 93203, 93561, 93241, 93307, 93306, 93314, 93311, 93263, 93280, 93312, 93313, 93301, 93309, 93215, 93308, 93305, 93304, 93268.58.11% of the population own their home and 41.89% rent their home. People living in our Bakersfield service area face challenges in accessing healthcare due to provider-level, community, and individual barriers. This community has an enormous deficit of primary care providers compared to the rest of California and the Nation. This is also true throughout Kern County, with roughly 33% fewer primary care providers than expected at the state and national levels. Further illustrating this point is that more than one-third of the Bakersfield service area population lives in a Health Profession Shortage Area (HPSA), compared to only one in five individuals in California and the rest of the county. There are also fewer Intensive Care Unit beds in this area than in California and nationwide, with 17.84 beds per 100,000 people in Bakersfield compared to 22.04 in California and 28.05 in the US. Transportation also serves as a noteworthy obstacle, with Bakersfield lacking adequate public transportation. Compared to the state of California as a whole, Bakersfield has 11% fewer people living within one mile of public transportation, even though California and the Bakersfield area do much better than the rest of the country. In the Hospital service area, fewer residents are in the workforce, at 5% lower rates compared to state and national numbers. Proportions of youth aged 18 and younger living in poverty are elevated, with more than 1:4 living in poverty in Bakersfield service area, compared to less than 1:5 in California and across the country. These concerns are even greater amongst racial minority groups. Higher unemployment rates for all residents especially for racial minority groups show that challenges in earning a reliable income impact all racial groups. The median household income lags behind the rest of the state by around $23,000 a year, and the rest of the country by more than $8,000. This represents a major problem given the high cost of living in California. Bakersfield service area residents are more likely to have debt in collections than other Californians (34% compared to 23%) or other Americans (29%). They are also 8% more likely to spend more than 30% of their income on housing compared to the rest of the country, although these numbers align with the state average.Bakersfield service area residents face challenges obtaining adequate mental health services while experiencing considerable mental health risks and a substantial need for services. When looked at together, this constitutes a dire situation. There is a much lower availability of mental health care providers in the area, only 88 providers per 100,000, compared to 150 (CA) and 132 (US). 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 hospitals mission is, Living Gods love by inspiring health, wholeness and hope. Our community benefit work is rooted deep within our mission and merely an extension of our mission and service. We have also incorporated our community benefit work to be an integral component of improving the triple aim. The Triple Aim concept broadly known and accepted within health care includes:1) Improve the experience of care for our residents.2) Improve the health of populations.3) Reduce the per capita costs of health care.Our strategic investments in our community are focused on a more planned, proactive approach to community health. The basic issue of good stewardship is making optimal use of limited charitable funds. Defaulting to charity care in our emergency rooms for the most vulnerable is not consistent with our mission. An upstream and more proactive and strategic allocation of resources enables us to help low-income populations avoid preventable pain and suffering; in turn allowing the reallocation of funds to serve an increasing number of people experiencing health disparities.Hospitals and health systems are facing continuous challenges during this historic shift in our health system. Given todays state of health, where cost and heartache are soaring, now more than ever, we believe we can do something to change this. These challenges include a paradigm shift in how hospitals and health systems are positioning themselves and their strategies for success in a new payment environment. This will impact everyone in a community and will require shared responsibility among all stakeholders. As hospitals move toward population health management, community health interventions are a key element in achieving the overall goals of reducing the overall cost of health care, improving the health of the population, and improving access to affordable health services for the community both in outpatient and community settings. The key factor in improving quality and efficiency of the care hospitals provide is to include the larger community they serve as a part of their overall strategy. Population health is not just the overall health of a population, but also includes the distribution of health. Overall health could be quite high if the majority of the population is relatively healthyeven though a minority of the population is much less healthy. Ideally such differences would be eliminated or at least substantially reduced.Community health can serve as a strategic platform to improve the health outcomes of a defined group of people, concentrating on three correlated stages:1) The distribution of specific health statuses and outcomes within a population; 2) Factors that cause the present outcomes distribution; and 3) Interventions that may modify the factors to improve health outcomes.Improving population health requires effective initiatives to: 1) Increase the prevalence of evidence-based preventive health services and preventive health behaviors, 2) Improve care quality and patient safety, and 3) Advance care coordination across the health care continuum. We will work together with our community to ensure the community health improvements are identified and then targeted for programs to influence behaviors to obtain improved health within the whole community. Part VI, Line 6 - Affilated Health Care System The hospital is a member of Adventist Health, a health care system which provides healthcare services in diverse markets within the Western United States. A member hospital may share some services with other member hospitals in its geographic area, such as clinical, management and support services. Using today's technology, hospitals outside the geographic area are able to provide support through remote services such as telepharmacy and robotics surgery. The Corporate Office provides important shared administrative support for member hospitals' rural health clinics and home care agencies, quality of care, other clinical needs, financing and risk management, and shared clinical and financial information technology. As many experienced and new physicians search for alternatives to independent practice, there is also corporate administrative support for hospital affiliated medical groups that engage physicians through employment or other contracts. This provides stability and growth of qualified physicians across many specialties, which is very important to make healthcare services available and to maintain and improve health within the communities served by all member hospitals. Part VI, Line 7 - States Filing of Community Benefit Report CA Part VI - Additional Information Listing of Organizations that Particpated in the Hospital's CHNA -Organizations that participated in the 2022 CHNA included: Alliance Against Family Violence, American Indian Health Project, Bakersfield College, Bakersfield Homeless Shelter, Bakersfield Police Department, Bakersfield Womens Homeless Shelter, City of Tehachapi, City Serve, Community Action Partnership of Kern, Delano Union School District, First Five Kern, Garden Pathways, Kern Behavioral Health & Recovery Services, Kern County Childrens Dental Health Network, Kern County Department of Public Health, Kern County Hispanic Chamber of Commerce, Kern County Housing Authority, Kern County Network for Children, Kern Family Health Care, Kern Medical, National Association for the Advancement of Colored People, Transitional Youth Mobilizing for Change, and United Farm Workers Foundation Kern County.Other Items:In year two of the project (2024), the Blue Zones Project (BZP) Bakersfield team supported and powered by San Joaquin Community Hospital (DBA Adventist Health Bakersfield) has made tremendous strides in engaging the community in Blue Zones principles and practices. Where year one focused on building trust and awareness, we found in our second year that many local organizations were now reaching out to us on ways to partner and collaborate on projects and initiatives. The team continued our track record of community impact and collaboration across our diverse community. We launched a grass roots neighborhood effort to reach our East, Southeast, Southwest, and Oildale community. Realizing each part of our community comes with different needs and wants, we brought on Community Engagement Liaisons to support this effort and have seen great results. Our Policy Team continues to push the needle in helping support changes to our built environment that ensure all modes of active transportation are safe and accessible. Our Places Team continues to touch all the places that people spend the most time (work, school, restaurants, and grocery stores) to share evidence-based practices that support people in living better, longer. Year two has been a year of great partnership, success, and celebration. PEOPLE pillar: As of January 2025, 15,581 individuals over the age of 15 have engaged with Blue Zones Project (BZP) Bakersfield through various events, including Purpose Workshops, Moai series, cooking demos, and more. When BZP teamed up with Kern Community Foundation to develop an annual volunteer event, neither had any idea how big the event would be. On January 10, 2025, hundreds of volunteers answered the call to support more than 40 local nonprofits as part of the first-ever Volunteer Big Kern. More than 800 participants tackled various projects, like packing food boxes, painting murals and fences, cleaning up hiking trails and parks, and logging 3,000 hours of volunteer hours in a single day. Not only did participating nonprofits connect with a new volunteer base, but they also made a positive impact on their own health and well-being. Volunteer Big Kern is also directly related to Blue Zones Project Bakersfields long-term outcome of increasing volunteerism in Bakersfield. BZP changed the way Bakersfield participates in Moais. In July 2024, it launched five new pilot Moais series - Pickleball, Yoga, Financial Wellness, Toddler Story Time, and Zumba - outside of the traditional walking, purpose, and potluck models. Bakersfield initiated the most pilot Moais across all BZP communities, showing that meaningful connections can happen in so many ways. For some participants, these Moais were transformational on a personal level. Understanding the holidays arent always easy for the LGBTQIA+ community, who can often feel isolated from family and friends, BZP partnered with the Center for Sexuality & Gender Diversity to host a Friendsgiving event. The Centers downtown space was the perfect backdrop for attendees to share BZP-inspired dishes, make friendship bracelets, color, play games, or simply chat with each other to foster a sense of belonging during the holiday season for anyone who may need it. No BZP event brought the entire city together like Cycle Centennial. In partnership with the City of Bakersfield, BZP offered community members from across the county a once-in-a-lifetime experience to cycle on the recently completed Centennial Freeway. More than 2,500 people of all ages attended this once-in-a-lifetime event to bike the new Centennial Corridor before it officially opened to traffic. Local pastors, faith leaders, and community members gathered to explore what it truly means to live a healthy, fulfilling life at the Faith, Community & Longevity panel discussion in 2024. Held at the Church of God Bakersfield, this event explored how the Blue Zones Power 9 principles, like purpose, connection, and belonging are connected to faith and whole-person well-being. The partnership with the Church of God Bakersfield is just one of the support networks that BZP is building with local faith-based organizations and their congregations, which directly relates to our Year 2 blueprint goals. PLACES pillar: In 2024, the team added ten more Blue Zones Project approved schools, bringing the total to 20 approved schools across Bakersfield. Eight additional schools that are in the pipeline for approval in early 2025. McKinley Elementary and Mt. Vernon Elementary have successfully sustained their Walking School Bus programs, promoting active transportation and healthier habits for students. BZP partnered with the Kern County Fair to host the very first Chopped Challenge. This competition was the first of its kind where students and nutrition directors from all across Kern County partnered to compete for the title of best Blue Zones inspired healthy dish! With over 200 fairgoers in attendance for this event, it was our largest healthy cooking demonstration to date. In partnership with BZP Bakersfield, McKinley Elementary introduced a peaceful nature trail with a privacy screen to improve safety and serenity for students on campus. BZP Bakersfield gathered several community volunteers together to help clear the path for this wonderful addition to supporting the students health and wellness at school. In 2024, eight additional Blue Zones approved restaurants were added to the existing twenty from year one. This included a local steakhouse that has been a staple in our community for many years. KC Steakhouse is arguably a local landmark frequented by many near and far and now has a delicious cauliflower steak option and a healthier revamped kids menu. Collectively, these 28 approved restaurants offer Blue Zones inspired menu items. Over 80% of these approved restaurants have exceeded the minimum required points, further demonstrating their commitment to making the healthier choice easier. POLICY Pillar: Built Environment: In 2024 the following initiatives were accomplished: A Bike Safety Campaign was launched. BZP Bakersfield worked on social media graphics and videos to educate the community members on bike safety practices, as well as educate people on new bike lanes that are now seen throughout our community. Many people had questions about how to navigate the new bike lanes, which were answered throughout bike safety month through social media posts. The project created three videos on bike safety in English, Spanish, and Punjabi. The project also collaborated with Kern County Public Works on a Bike Scavenger Hunt. 111 people signed up for the scavenger hunt and 58 people completed the bike scavenger hunt. BZP Bakersfield educated community members on the current demonstration project on Niles and Monterey in east Bakersfield. The project created educational door hangers that talked about the new designs of the streets in both Spanish and English. Project staff went door to door to deliver door hangers and talk to residents about their thoughts on the project. Verbal feedback was then relayed to the city's Public Works Director. Residents were encouraged to provide feedback on the demonstration project via the survey on the door hanger. Community engagement was a gap for this demonstration project that BZP Bakersfield was able to support the city in closing. BZP Bakersfield worked with a Blue Zones national policy expert consultant to provide feedback to the city of Bakersfield about the proposed Active Transportation Plan. The plan had missing elements that were crucial in order to secure better funding opportunities. The project met with the city a couple of times to ensure that the feedback from the consultant was incorporated into the plan. BZP Bakersfield worked with the Built Environment committee and City of Bakersfield Recreation and Parks to launch the Love Your Park campaign. This campaign works on improving underutilized parks by adding amenities and getting community members excited to take ownership and re-engage with their neighborhood parks. The project worked in collaboration wit false Bakersfield Women Bus Conf PO Box 11049 Bakersfield CA 93307 274473875 501(c)(3) 15000 0 Funds Transfer Conference Sponsorship CA Hlth Fund & Trust 3201 F Street Bakersfield CA 93301 941498697 501(c)(3) 80036 0 Funds Transfer Uninsured/Underinsured Patients Garden Pathways Inc 1616 29th St Bakersfield CA 93301 770442212 501(c)(3) 7500 0 Funds Transfer Sponsorship Kern County Cancer Fund 6501 Truxtun Ave Bakersfield CA 93309 770491071 501(c)(3) 25000 0 Funds Transfer Event Sponsership Kern County Law Enforcement PO Box 1249 Bakersfield CA 93302 770186628 501(c)(3) 7500 0 Funds Transfer Event Sponsorships 5 0 Additional Supplemental Information Grants are donations made to US tax exempt organizations, Government Entities and Civic organizations who are community partners, known to us, and present a valid purpose for their donation request. It is anticipated that no further monitoring is required. X X X X true true false false false false false false false Ayala Raul Ambulatory Med Officer, CVN 602279 159029 59246 13296 22841 856691 Beaman John CFO/Asst. Sec 1261000 698818 21043 13296 66512 2060669 Britz Justin Physician Asst 287658 111300 13296 10982 423236 Cox Shane Treasurer 517317 150937 71378 13296 43536 796464 Gil Rey RN First Assistant 369868 50418 386 13296 25792 459760 Haydock Timothy eff 724 Interim Treas 492108 178559 56651 13296 66512 807126 Heinrich Kerry Director/CEO 2342000 1586113 46082 13296 44679 4032170 Hofheins Todd COO/Vice Chair 1474000 888115 45560 13296 52696 2473667 Jahn Andrew Former Care Div Pres thru 02/22 281190 407001 48578 13296 3801 753866 Jamaldine Ghassan Medical Officer 632373 184644 65371 13296 66512 962196 Jobe Meredith Secretary 796100 281132 143872 13296 44679 1279079 Lavers Jennifer Operations Executive 463068 102341 49249 13296 66512 694466 Mangubat Rogelio RN First Assistant 301759 98990 13296 36892 450937 Nahapetian Arby Former Care Div Med Off thru 02/22 1111000 458435 189823 13296 66512 1839066 Navarro Rafael RN First Assistant 318464 136164 13296 36945 504869 Reyna Sonja Ambulatory Executive 287169 176766 164851 13296 27511 669593 Simpson Karen Physician Asst 292544 155351 1340 13296 10759 473290 Stevens Eric eff 724 President 1196000 495682 194464 13296 44679 1944121 Tomono Christopher Partnership Executive 323323 88917 36221 13296 66340 528097 Tomono Olga Business Development Exec 395901 93831 31812 13296 890 535730 Van Housen Heather Patient Care Executive 429414 113214 47097 13296 49707 652728 Wells Jason President CC 968000 423321 151735 13296 66512 1622864 Wing Bill Former Dir/Asst Sec/VChair thru1/22 273263 273263 Wolcott Daniel Former Pres,AHDL Kern thru 1/23 704271 65778 770049 Form 990, Part VI, Section A, Line 2 See Sch L p2 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 Joint Venture Net Assets = -$24479 Form 990, Part XI, Line 9 Transfer to Other Funds = -$242456 Form 990, Part XI, Line 9 Transfer to Related Entities = -$7093812 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 Roseville CA 95661 680357690 Medical Foundation CA 501(c)(3) 12B2 Adventist Health SystemWest false Adventist Health SystemWest 1 Adventist Health Way Roseville CA 95661 953484589 Integrated Health System CA 501(c)(3) 10 NA false Adventist Health Tulare 869 North Cherry Street Tulare CA 93274 832351753 Hospital CA 501(c)(3) 3 Adventist Health SystemWest false Castle Medical Center 640 Ulukahiki Street Kailua HI 96734 990107330 Hospital HI 501(c)(3) 3 Adventist Health SystemWest false Feather River Hospital 1 Adventist Health Way Roseville CA 95661 941101228 Hospital CA 501(c)(3) 3 Adventist Health SystemWest false Glendale Adventist Medical Center 1509 Wilson Terrace Glendale CA 91206 951816017 Hospital CA 501(c)(3) 3 Adventist Health SystemWest false Hanford Community Hospital 115 Mall Drive Hanford CA 93230 940535360 Hospital CA 501(c)(3) 3 Adventist Health SystemWest false Lodi Memorial Hospital Association Inc 975 S Fairmont Avenue Lodi CA 95240 941044474 Hospital CA 501(c)(3) 3 Adventist Health SystemWest false Mid-Columbia Medical Center 1700 E 19th Street The Dalles OR 97058 930386936 Hospital OR 501(c)(3) 3 Stone Point Health false Northwest Medical Fdtn of Tillamook 1000 Third Street Tillamook OR 97141 930622075 Hospital OR 501(c)(3) 3 Adventist Health SystemWest false Portland Adventist Medical Center 10123 SE Market Street Portland OR 97216 930429015 Hospital OR 501(c)(3) 3 Adventist Health SystemWest false Reedley Community Hospital 372 Cypress Avenue Reedley CA 93654 453220509 Hospital CA 501(c)(3) 3 Adventist Health SystemWest false Rideout Memorial Hospital 726 Fourth Street Marysville CA 95901 941387866 Hospital CA 501(c)(3) 3 Stone Point Health false St Helena Hospital 10 Woodland Road St Helena CA 94574 941279779 Hospital CA 501(c)(3) 3 Adventist Health SystemWest false Sierra Vista Hospital Inc 1010 Murray Avenue San Luis Obispo CA 93405 952588614 Hospital CA 501(c)(3) 3 Adventist Health SystemWest false Simi Valley Hospital & Health Care Svc 2975 N Sycamore Drive Simi Valley CA 93065 956064971 Hospital CA 501(c)(3) 3 Adventist Health SystemWest false Sonora Community Hospital 1000 Greenley Road Sonora CA 95370 941415069 Hospital CA 501(c)(3) 3 Adventist Health SystemWest false Stone Point Health 1 Adventist Health Way Roseville CA 95661 823763347 Supporting Organization CA 501(c)(3) 12b2 Adventist Health SystemWest false Twin Cities Community Hospital Inc 1100 Las Tablas Road Templeton CA 93465 752918765 Hospital CA 501(c)(3) 3 Adventist Health SystemWest false Ukiah Adventist Hospital 275 Hospital Drive Ukiah CA 95482 941639901 Hospital CA 501(c)(3) 3 Adventist Health SystemWest false United Com-Serve 726 Fourth Street Marysville CA 95901 943015356 Skilled Nursing/Assisted Living/Hm Care CA 501(c)(3) 12b2 Stone Point Health false Western Health Resources 1 Adventist Health Way Roseville CA 95661 953867863 Home Care CA 501(c)(3) 10 Adventist Health SystemWest false White Memorial Medical Center 1720 E Cesar E Chavez Avenue Los Angeles CA 90033 952282647 Hospital CA 501(c)(3) 3 Adventist Health SystemWest false Willits Hospital Inc 1 Marcela Drive Willits CA 95490 680108919 Hospital CA 501(c)(3) 3 Adventist Health SystemWest false Blue Legacy Ventures LLC 1010 NE 2nd Avenue Miami FL 33132 871254649 Real Property Rental FL AHSWest false false Blue Zones LLC 200 Southdale Center Edina MN 55435 271603327 Education MN AHSWest false false PAR LLC dba CherryWood Village 8440 SE Sunnybrook Blvd Suite 100 Clackamas OR 97015 931262371 Senior Housing OR AHSWest false false PVHR LLC dba Paradise Village 8440 SE Sunnybrook Blvd Suite 100 Clackamas OR 97015 260622555 Senior Housing OR AHSWest false false PVHR2 LLC dba Parkview Memory Care 8440 SE Sunnybrook Blvd Suite 100 Clackamas OR 97015 473300170 Senior Housing OR AHSWest false false WWGHR LLC dba Wheatland Village 8440 SE Sunnybrook Blvd Suite 100 Clackamas OR 97015 810591221 Senior Housing OR AHSWest false false Adventist Health Plan Inc 1 Adventist Health Way Roseville CA 95661 463833261 Health Insurance CA AHSWest C-Corp false Thrive Productions Inc 200 Southdale Center Edina MN 55435 453369049 Production Company MN AHSWest C-Corp false AdHealth Limited PO Box HM 2062 Hamilton BD HM HX Pure Captive Insurance BD AHSWest C-Corp false false false false false true false false false false false false false true false true false false true false Adventist Health SystemWest e 370551509 Notes Payable Adventist Health SystemWest m 72625043 Operating Exp Adventist Health SystemWest o 3231157 Compensation Adventist Health SystemWest r 15895783 Cash Mgt Funds