A d v e n t i s t H e A l t H s y s t e m 2 0 0 9

SANCTUARIES of HEAlINg

A particularly meaningful passage of scripture for me is found in Ephesians 4:1. The apostle Paul urges followers of Christ to live a life worthy of their calling. That is my prayer for Adventist Health System. Because I believe that the sacred work of Extending the Healing Ministry of Christ is a special calling—a calling to reach out, touch hearts and heal lives. Economic and political challenges matter little to a mother’s cry for a compassionate hand to ease her child’s raging fever. At those times, the work of dedicated leaders with a commitment to the careful stewardship of vital resources extends the reach of a healing touch. With so many hurting — physically, emotionally, spiritually, financially — the need has never been greater for the reassuring safety found within the Sanctuaries of Healing throughout Adventist Health System. My continued prayer for the many ministers who serve within these sanctuaries is that they sense the true nature of their calling as they work diligently and effectively to nurture and grow these environments in which their work of Extending the Healing Ministry of Christ is accomplished.

Donald L. Jernigan, Ph.D.President/CEO

From the President

2

An ID bAnD cAreFully conFIrmeD.

A hand compassionately held. A patient put at ease as her doctor gently explains the needed procedure.

Adventist Health System hospitals are unique places, driven by a unique mission—Extending the Healing Min-istry of Christ. With this mission comes the honor and privilege of caring for God’s children at a time of abject indig-nity, vulnerability and fear.

A hospital dedicated to the sacred work of caring for others is, by design, a place of safety, refuge and healing—a Sanctuary of Healing.

Thousands of caregivers and sup-port staff throughout Adventist Health System recognize their work not merely as an occupation, but as the highest call-ing—ambassadors of His touch. Their commitment to excellence, compassion and respect for others is what differen-tiates and defines these Sanctuaries of Healing.

on A crIsP Autumn DAy In KAnsAs, PeDro Perez worKs

diligently on the grounds of Shawnee Mission Medical Center. The noon sun hangs high in the sky. The children at the Child Care Center will be out for recess soon. Pedro quickly rakes together a heaping pile of brightly colored leaves.

The sound of energetic chatter ripples through the air as children spill out of the Center. Their eyes light up at the sight of Pedro next to the towering pile, knowing it has been readied just for them. Within seconds,

His job is

to tend the

grounds.

His ministry

is to tend to

hearts.

inspiration

the air fills with vivid shades of orange, red and yellow, and laughter—the chil-dren’s and Pedro’s.

Since 1976, Pedro has served as a dedicated employee at Shawnee Mission Medical Center. His whole-hearted ef-forts to create and maintain the inspiring beauty of the hospital grounds is a bless-ing to both the hospital and community.

“While Pedro’s job is to tend to the grounds, the gardens, the flowers and the trees,” says Peter Bath, D.Min., vice pres-ident of Spiritual Wellness and Human Development, “his ministry is to tend to the garden of the hearts of our visitors, patients and associates, by making this a place of beauty and inspiration.”

Pedro is a minister within this Sanc-tuary of Healing.

The staff at Shawnee Mission Medi-cal Center is committed to providing “whole-person” care. From the beauti-fully landscaped environment to the personalized interaction held sacred with each patient, the physical, emotional and spiritual wellbeing of each patient motivates every thought and action.

Integral to Adventist Health System’s focus and commitment to nurturing healing sanctuaries is an all-encompassing approach to health care—care that focuses on treating the whole person and keeps Christ at the center. The CREATION Health model inspires our patients and em-ployees to take control of their personal health and wellness. It is a blue-print for living a healthy and happy life based on the original principles found in the Bible’s Creation story: Choice, Rest, Environment, Activity, Trust, Interpersonal relationships, Outlook, and Nutrition.

graceful 5

6

the crItIcAl cAre nurses At FlorIDA

Hospital Celebration Health notice a dif-ference on the unit floor when Dr. For-tune Alabi makes his patient rounds. He takes time to mentor staff members, to sit with patients and their families, and even draws pictures on whiteboards to help his patients gain a better understanding of their care plan.

“Dr. Alabi offers a personal touch when providing patient care,” shares Yamile Der, director of Critical Care. “Not only does he provide safe, quality care, but he goes the extra mile to show his patients kindness and compassion.”

“I studied in Nigeria where we didn’t have all of the latest gadgets at our fin-gertips,” Dr. Alabi explains. “Sometimes it took courage, compassion, and intelli-gence to improvise something out of ba-sic, local, natural resources to save lives.”

Dr. Alabi is committed to team building and teamwork. He values what each individual can bring to the team—their specialties and unique abilities to relate to a patient. He also includes the chaplain on his daily rounds.

“A team is not just doctors and nurses,” says Dr. Alabi. “You also have the physical therapists, the nutritionists, the pharmacists, the chaplains and others. Chaplains help solidify the team by bringing an emotional and spiritual comfort to the patient and also the doctors.”

By incorporating chaplains into his patient care, Dr. Alabi is facilitat-ing the emotional and physical impact found in nurturing a patient’s spir-itual well being. A growing body of research demonstrates that religious

everybody

comes

together

to make a

decision...

looking at the

whole picture.

compassion

and spiritual beliefs and practices have many health-related benefits. Patients who suffer from serious illness and seek a relationship with God and interact with clergy are less depressed and rate their quality of life as high despite the severity of their illness.

An emphasis on whole-person care — just like Dr. Alabi offers — is part of providing safe, quality care. The Johns Hopkins Quality and Safety Re-search Group has partnered with Adven-tist Health System in a focused study to reduce Central-Line Associated Blood-stream Infections (CLABSI). With every adult Intensive Care Unit (ICU) partici-pating, Adventist Health System hospi-tals have made a significant contribution in critical medical research and evidence-based practice within the healthcare field. The CLABSI study and interven-tion reduced blood stream infections by an average of 80 percent in Adventist Health System adult ICUs. The efforts of Dr. Alabi, and countless physicians at Adventist Health System hospitals, are changing the lives of patients.

Dr. Fortune Alabi is a minister in this Sanctuary of Healing.Adventist Health System hospitals are unwavering in their com-

mitment to provide whole-person care. Dedication to the safest, highest quality care is central to this. But whole-person care also means listening to a lonely heart, mending a broken spirit, or offering a loving touch.

stability

9

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healing

the rAPID resPonse cAll jolteD

Kathy Buckler into action. She darted down the hall of Florida Hospital De-Land’s MedSurg unit. As she reached the patient’s room, several nurses and doctors who had also responded to the call were scrambling to combat the critical situa-tion. At the doorway, Kathy paused for a moment, absorbing the frantic scene. Her eyes fell upon the medical team, a young girl seizing violently, and a distraught woman clutching the side of her bed. Tears were streaming down the woman’s face. Her distress was palpable. She was the young girl’s mother.

As the skilled medical team worked to stabilize the young girl, Kathy recog-nized that a different kind of care was also needed. Moving around the patient’s bed, Kathy reached out her arm and cradled the anguished mother. She placed her other hand lovingly on her daughter’s forehead. Kathy could feel the mother’s anxiety begin to calm. With her physi-

cal touch, she offered support, compassion and love. Healing was taking place—not only for the daughter in the bed, but for her mother as well.

Touch can have a profound effect on people, both psychologically and physiologically. Recent studies demonstrate that touch can lower stress levels, boost the immune system and halt or slow the progress of disease. Moreover, touch has been found to decrease autoimmune disease symptoms, and improve immune systems in people with cancer.

in her touch

she offered

support,

compassion

and love.

Kathy saw an opportunity that oth-ers may have overlooked—a chance to extend the Healer’s touch in the touch of her own.

“I truly do feel that I can be God’s hands in today’s hurting world,” Kathy says, filled with humble emotion.

Kathy is a minister in this Sanctuary of Healing.

As we commit to create Sanctuaries of Healing, others can be blessed through caregivers, like Kathy, who recognize their calling and extend a continued healing embrace. Compassionate care like this doesn’t just start at the bedside; it begins in the boardroom.

In the busy executIve oFFIces oF

Adventist La Grange Memorial Hospital, heart-felt prayers are no less a part of the day’s work as are phone calls and emails. Frieda Bertello, in addition to assisting the CEO, Rick Wright, covers the hospi-tal with spiritual support.

Frieda is a prayer warrior. She prays while driving in her car, sitting at her desk, and connecting with others. “Popcorn prayers” are her specialty — short, spur-of-the-moment prayers — as she navigates the bustling hospital corridors.

The time she spends speaking with the Lord nurtures the hospital’s spiritual and healing environment. Armed with her gifts of empathy, sensitivity and faith, Frieda has a powerful impact at Adventist La Grange Memorial Hospital. She takes time to show concern and listen to a fellow colleague in need or a visitor in pain, passing their inner sorrows to the Lord

assurance

1 3

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prayer

it must put

a smile in

God’s heart

when we

care for those

in need.

in her prayers. By incorporating prayer into her daily life, Frieda is helping fulfill the spiritual needs of those around her. Even medical science substantiates the power of prayer. A study published in the Archives of Internal Medicine cites that intercessory prayer may indeed make a difference. Cardiac researcher, William Harris, concluded, “Prayer may be an ef-fective adjunct to standard medical care.”

The prayers that Frieda and other employees share are part of Adventist Health System’s healing ministry. “We become a reflection of Christ when we lend a listening ear and a compassionate heart to those in pain,” says Frieda. “It must put a smile in God’s heart.”

Frieda Bertello is a minister within this Sanctuary of Healing.

no longer Able to sPeAK to her, or even sAy “I love you,” An

elderly man waited quietly beside his wife in the Speech Therapy de-partment. A devastating stroke had left him unable to communicate. His speech was utterly unintelligible. Unable to express his thoughts to his wife and children, he became frustrated and afraid. Like so many stroke patients, he felt isolated from the world—alienated from those he loved. In fact this alienation, typical among stroke patients, can lead to an in-creased risk of suicide.

The patient’s eyes glanced up as Joan Eaddy, his new speech thera-pist, entered the room and greeted them with a smile. Over the following weeks, Joan committed her time and expertise to her new patient. She guided him through speech exercises, taught him how to put sounds to-gether and articulate information.

strength

As he progressed, his demeanor vis-ibly changed. Joan wasn’t just teaching her patient how to speak again; her ac-tions were speaking volumes to his heart. The time she gave him expressed her sincere care. Her gentle patience demon-strated a genuine love.

“Everybody wants to be efficient with their time,” Joan explains. “But a lot of times it takes more than a brief check on a patient. Sometimes they have a story that needs to get out too.”

On Christmas morning, surrounded by his loved ones, Joan’s patient beamed as he slowly strung together a few simple sentences, telling his family how much he loved them. His family could under-stand him at last!

Joan, like countless others through-out Adventist Health System, is passion-ately committed to her patients. She takes the time to personalize her approach to suit their individual needs, making time in her busy schedule to listen.

“You have to think more than what the disorder is, what the ill-ness is,” Joan explains. “You have to think how it impacts the pa-tient, how it affects their whole life; not just when they are there at the hospital, but when they go home.” Sometimes patients may experience emotional stress as an aftereffect of their illness. As many as 60 percent of all stroke survivors experience some form of depression.

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Joan’s exceptional commitment to her patients is fostered by the culture at Huguley Memorial Medical Center. This 213-bed Sanctuary of Healing encour-ages interdepartmental coordination, whole-person care and a personal touch in patient interaction.

The STAR program provides employees the tools to do just that. The principles of STAR — Stop, Turn-around, Ask, and Respond — have been designed to communicate to patients that the hospital staff is listening, and has time to help.

“Listening to our patients is central to our care. It helps us to do so much more than treat diseases; it allows us to treat people,” reflects Joan.

Joan is a minister in this Sanctuary of Healing.

when A PAtIent Is DIAgnoseD wIth A chronIc or termInAl

disease, their life is often filled with uncertainty and fear. During these difficult times, patients need someone to turn to with an intimate un-derstanding of the disease and the impact that this has on sufferers. Sean Reed, an advanced practice nurse in Palliative Care, provides a new-found hope to patients and their families by helping them find meaning in their lives. He does this by helping patients and families identify their wishes and goals—returning home, a peaceful death with the absence of pain, or making amends with people in their past.

A recent article in The Journal of the American Medical Association recognizes the profound effect that hope has on the nervous system.

committed

Patients

have a

story to tell.

i’m here to

listen.

2 1

dependable

People who are hopeful sleep better, fear less and have less anxiety. Studies recog-nize hope as a key factor in creating the placebo effect—a physiological response linked to immune functioning and pos-sibly the release of restorative hormones such as oxytocin.

The Palliative Care program at Por-ter Adventist Hospital, in partnership with Centura Health at Home, is har-nessing hope in the lives of their patients.

Hope is central to helping patients reclaim meaning in their lives. Porter Adventist Hospital employees like Sean are changing the culture of terminally ill patients by reframing hope. They do this by helping a young mother facing criti-cal family decisions, an estranged father yearning to mend broken relationships, or an elderly woman struggling to decide whether to return to her native home-land before she becomes too ill to travel. Sean’s passion for people and his creative approach to care is helping build Sanctu-aries of Healing.

“Palliative care focuses on pain and symptom management, psycho/social issues and spiritual/cultural issues,” explains Sean. “This holistic approach allows the patient to begin their journey toward wholeness. When we are whole, healing begins.”

Sean’s approach to care focuses not just on treating the disease, but the effects that the disease has on patients and their families—physi-cally, mentally and spiritually. As terminally ill patients travel the journey

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Palliative care

helps patients on

their journey to

wholeness. that’s

when healing

begins.

hopeful

of their disease, from diagnosis to death, they’re often unsure how to ap-proach the limited time they have left. Sean helps them reframe and re-instill hope.

“Hope no longer is focused on cur-ing or fixing,” Sean explains, “rather, it is focused on wishes and goals such as get-ting home, to be free of symptoms that contribute to suffering, getting finances in order, or asking for forgiveness.”

Sean Reed is a minister in this Sanc-tuary of Healing.

Within a Sanctuary of Healing, caregivers and support staff dedicate themselves to patients and families alike. Providing hope for those prepar-ing for their end, and for those they leave behind.

seventeen-yeAr olD jessIe wAs FIghtIng A losIng bAttle. she

had been diagnosed with cancer more than a year earlier. Since then, she had been in and out of hospitals around the country. This time, at Park Ridge Hospital, it became clear to her physicians that her time was drawing to a premature end. The hospital staff surrounded Jessie and her family with friendship, emotional support and compassion. A separate hospital room next to Jessie’s served as mom and dad’s home away from home as they stayed near her side around the clock.

Melissa Carvalho, a night nurse in the MedSurg unit, was assigned to care for Jessie during her last three nights. While caring for Jessie and making sure she was as comfortable as possible, she grew close to the young girl and her family. She listened to stories about her patient—her dreams, her likes and dislikes.

When Jessie passed away, her family, friends and hospital community were with her. Though Jessie’s parents knew their daughter was slipping away, it did nothing to ease the pain of losing their child. Melissa was also gripped with sad-ness over the loss of her young patient, and for the loss of this family. Despite the immense emotional strain, she commit-ted herself to remain strong for the griev-ing family. By providing compassionate support, Melissa was helping hold the family together.

The death of a child places an un-paralleled emotional pressure on parents. Studies show that for years after the death of a child, the loss severely strains the re-lationship of the parents who try to cope by isolating themselves from friends, family and others.

As Melissa prepared to bathe the young girl for the last time, Jessie’s moth-er asked if she could help. Together, the two women prepared Jessie for her rest— weeping together; praying together; mourning together the loss of a daughter.

“The medicine is the easy part,” explains Melissa. “The more chal-lenging part is helping families make difficult decisions, being a compas-sionate advocate for the patient and making sure everyone is on the same page—that’s the difficult part.”

Months have passed since losing Jessie, but the hospital community has not forgotten her or her family. Nor have Jessie’s parents forgotten their family at Park Ridge.

reliable

2 5

2 6

empathy

We must

recognize

where our

abilities end

and the

Healer’s

begin.

“We have no doubt that our Lord knew He was ready to bring His coura-geous, faithful and loving warrior prin-cess Home, and it was He that chose Park Ridge for her last days,” Jessie’s parents wrote in a letter.

There comes a time in the lives of some of our patients when we have done everything humanly possible. A time when all we can do is treat a patient with the greatest love and respect in their final moments, and provide compassion to the loved ones they leave behind. A time when we have to recognize where our abilities end and the Healer’s begin.

Providing patients with care, comfort and compassion is a privilege and a call-ing for the employees of Adventist Health System. Whether a caregiver or member of the support staff, whether praying for God’s guidance or helping a dying patient realize their dreams before they pass away, individuals throughout Adventist Health System are carrying out sacred work. This

is only possible when we model our care on Christ and allow Him to use us as an extension of His healing ministry. When we allow Christ into our boardrooms, into our operating rooms and emergency departments, we provide Him with the opportunity to transform our hospitals into Sanctuaries of Healing.

These Sanctuaries of Healing can only fulfill their mission if they remain financially stable, growing and meeting the needs of their communities.

our commitment to healing

Although economic times are turbulent and healthcare certainly is not insulated from the impact, Adventist Health System remains a consistently stable and vibrant organization. This stability has placed Adventist Health System in a strong position with access to capital, despite the lack of credit in the financial markets. The natural outgrowth of this is new opportunities and market expansion, ultimately providing us with the ability to successfully fulfill our mission of Extending the Healing Ministry of Christ.

The prudent and effective management of our resources is central to our current and future success. We will continue providing safe and quality patient care, maintaining predictable financial earnings, and upholding consistent business discipline. Every decision we make plays a part in maintaining these principles. The long-term and lasting effect of each decision we face is carefully and prayerfully considered. Our mission and culture provides no room for the short-term “fix.”

With the Lord’s blessing, we move forward committed to our operating principles, capital preservation and circumspective investment strategy. We move forward with a renewed commitment to keeping our Healer’s presence in every interaction, by every bedside, and within each Sanctuary of Healing.

Terry D. ShawChief Financial Officer

community benefit as of december 31, 2008

Adventist Health system organizations exist solely to improve and enhance our local communities that we serve. Our services and outreach are available to the whole community.

the ways in which we measure the relevance of our mission and purpose are based on costs, and include:

Benefit to the UndeRPRivileGed, by offering our services free of charge or deeply discounted to those who cannot pay, and by supplementing the unreimbursed costs of the government’s medicaid assistance program.

Benefit to the eldeRly, as provided through governmental medicare funding, by subsidizing the unreimbursed costs associated with this care.

Benefit to the COmmUnity’s OveRAll HeAltH And Wellness, through the cost of providing clinics and primary care services, health education and screenings, in-kind donations, extended education and research.

Benefit to the FAitH-BAsed And sPiRitUAl needs in the community, in accordance with our mission of extending the Healing ministry of Christ.

totAl communIty beneFIt

Adventist Health system organizations also provide benefits to the community’s infrastructure by investing in CAPitAl imPROvements to ensure the facilities and technology provide the best possible care to the community. the cost of capital improvements for the year ending december 31, 2008, was $603,931,205.

$372,294,386

294,834,890

90,092,386

9,627,928

$766,849,590

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4

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these sanctuaries

of Healing can

only fulfill their

mission if they

remain financially

stable, growing

and meeting the

needs of their

communities.

trenDs In the current economIc

environment continue to create chal-lenges for health systems depending on their strength and credit rating. In the face of these challenges, Adventist Health System was able to achieve a positive net income in 2008 by adopting a defensive investment strategy: investing a large ma-jority of funds in fixed income securities, purchasing high grade U.S. Treasury and agency securities over corporate bonds, investing in highly liquid index securi-ties and purchasing insurance against loss. Sound leadership and managerial decision making, such as this, has put the organization in a strong position.

Adventist Health System’s financial stability has provided the necessary capi-tal to implement an integrated clinical information system at each acute care

campus. This system provides a solid foundation for our patient safety and quality agenda. Adventist Health System has been recognized by na-tional quality organizations such as the Agency for Healthcare Research (AHRQ), Institute for Healthcare Improvement (IHI) and Johns Hop-kins Quality and Safety Research Group, for its patient safety and quality efforts. Mortality rates continue to decline, Centers for Medicare & Med-icaid Services (CMS) bundle scores continue to improve and we remain committed to enhancing our patient loyalty scores.

With the rapid growth in bad debt and self-pay accounts, Adven-tist Health System has been a leader in strengthening the revenue cycle.

Optimizing payment is critical to optimizing a health system’s margin. Adventist Health System has effectively implemented key performance indicator dashboards. In addition, employing an effective organizational structure, hiring high performing leaders and enhancing workflow processes, both at the system and local hospital level, are important elements of achieving optimal payment. These revenue cycle initiatives, coupled with strong contracting and volume growth, have helped Adventist Health System achieve increased total operating revenue in 2008.

The organization continues to care-fully adhere to a balance sheet improve-ment model which it has successfully done for a number of years. Despite the tightening financial markets, Adventist Health System’s days cash on hand and long-term debt to capitalization remained stable in 2008. Our successful year can be attributed to reli-ability in patient care, predictable financial earnings, consistent business discipline, stable management and operations. These same principles will continue to aid Adventist Health System in the future as we remain com-mitted to our operating principles, capital preservation investment strat-egy and a capital model so that we may continue to extend the healing ministry of Christ to the communities we serve.

stewardship 3 1

INCOME STATEMENT (in millions) 2005 2006 2007 2008

We Received Net Revenue of: 4,668.1 4,968.7 5,194.8 5,496.1

We incurred expenses for:

employee Compensation 2,071.4 2,225.9 2,403.7 2,600.4

supplies 764.3 790.8 819.2 912.6

Professional Fees 246.4 287.1 315.5 338.0

Bad debt Provision 320.3 272.8 246.0 265.7

Other 628.8 662.4 628.8 678.1

interest 131.0 125.7 123.5 149.2

depreciation 254.5 278.6 297.9 318.6

Total Expenses 4,416.7 4,643.3 4,834.6 5,262.6

Total Earnings after Expenses 251.4 325.4 360.2 233.5

Funds available for equipment,

plant and property improvement,

working capital needs, and

repayment of long-term debt: 251.4 325.4 360.2 233.5

Total 0.0 0.0 0.0 0.0

Financial report as of december 31, 2008

BALANCE SHEET (in millions) 2005 2006 2007 2008

Cash & investments 2,147.5 2,378.0 2,647.0 2,866.0

net PP&e 2,623.3 2,903.4 3,261.9 3,550.7

total Assets 6,322.3 6,845.8 7,835.3 8,354.8

long-term debt 2,645.1 2,713.1 2,829.6 2,988.4

total equity 2,473.0 2,834.4 3,235.5 3,378.5

days Cash on Hand 190 202 213 212

debt to Capitalization 53.1 50.4 47.9 48.2

Licensed Beds Acute 6,342 6,158 6,310 6,566

long-term 2,222 2,004 1,996 1,996

total Beds 8,564 8,162 8,306 8,562

PATIENT CONTACTS 2005 2006 2007 2008

Admissions 304,003 302,757 295,144 300,204

eR visits 942,466 926,413 924,663 939,711

Home Health visits 614,258 577,392 541,621 529,682

Outpatient visits 2,053,825 2,114,308 2,022,048 2,170,403

nursing Home Patients 5,419 5,171 5,163 5,312

3 3

2005 2006

Revenue Expenses

2007 2008

4.44.7 4.6

5.0 4.85.2 5.3

5.5

251

2005 2006 2007 2008

325

360

234

2005 2006 2007 2008

190202

213 212

2005 2006 2007 2008

53.1%50.4%

47.9% 48.2%

Equity

2005 2006 2007 2008

2.5

6.3

2.8

6.8

3.2

7.8

3.4

8.4

EquityAssets

2005 2006 2007 2008

304 303 295 300

Net Income$ in millions

Total Assets/Equity$ in billions

Days Cash on Hand

Hospital Admissionsin thousands

Total Operating Revenue/Expenses$ in billions

Debt to Capitalization

Financial trends as of december 31, 2008

board members

Executive BoardMax A. Trevino, ChairmanMardian J. BlairMike F. CauleyKenneth A. DenslowSamuel L. GreenRodney A. GroveElaine M. HageleLeighton R. HolleyLars D. HoumannRoscoe J. HowardDonald L. Jernigan, Ph.D.J. Deryl KnutsonDonald E. LivesayGordon L. RetzerRandy RobinsonGlynn C. W. ScottRon C. Smith, D.Min., Ph.D.Thomas L. Werner

Board of DirectorsMax A. Trevino, ChairmanEric Anderson, Ph.D.Niels-Erik Andreasen, Ph.D.Delbert W. Baker, Ph.D.Gordon Bietz, D.Min.Neil BiloffMardian J. BlairJames L. BrauerBenjamin P. BrowneRon CarlsonMike F. CauleyRoseMarie E. Cazeau, Esq.Dean CoridanDonald W. CorkumJames R. DavidsonJerome L. DavisKenneth A. DenslowMarguerite A. Dixon, Ph.D.Charles W. Drake, III, Ph.D.Melvin K. EiseleJay GallimoreSamuel L. GreenRodney A. GroveElaine M. Hagele Richard R. HallockJudith W. Hawkins, Esq.Sue HayesRobert R. HenderschedtLeighton R. Holley

Lars D. HoumannRoscoe J. HowardDonald L. Jernigan, Ph.D.Mark Johnson, M.D.Sandra K. JohnsonLois C. Just, Ph.D.J. Deryl KnutsonThomas L. LemonDonald E. LivesayVanard J. MendinghallHubert MorelJohn MoyerStephen OrianMonica P. Reed, M.D.Richard K. ReinerGordon L. RetzerRandy RobinsonJoan P. SalmonsGlynn C. W. ScottTerry D. ShawDavid C. Smith, Ph.D.Ron C. Smith, D.Min., Ph.D.Brent G. Snyder, Esq.James L. Stevens, D.Min.Gary F. ThurberPeter M. WeberThomas L. WernerBill E. WrightEdward E. Wright, D.Min.

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7 8 9 10 11 12

13 14 15 16 17 18

19 20 21 22 23 24

25 26 27 28 29 30

31 32 33 34 35 36

leadership

1 Donald L. Jernigan, Ph.D., President/CEO

2 Lars D. Houmann, President/CEO, Florida Division | President/CEO, Florida Hospital

3 Richard K. Reiner, President/CEO, Multi-State Division

4 Terry D. Shaw, Chief Financial Officer

5 Brent G. Snyder, Esq., Chief Information Officer

6 Robert R. Henderschedt, Senior Vice President, Administration

7 John R. Brownlow, Senior Vice President, Managed Care

8 Loran D. Hauck, M.D., Senior Vice President, Office of Clinical Effectiveness | Chief Medical Officer

9 Carlene Jamerson, Senior Vice President | Chief Clinical Officer

10 Sandra K. Johnson, Senior Vice President, Business Development, Risk Management and Compliance

11 John W. McLendon, Senior Vice President/CIO, Information Services

12 Paul C. Rathbun, Senior Vice President, Finance | Senior Finance Officer

13 Lewis A. Seifert, Senior Vice President, Finance | Senior Finance Officer, Florida Hospital

14 Gary C. Skilton, Senior Vice President/Treasurer

15 Lynn C. Addiscott, Vice President, Tax Services | Senior Tax Officer

16 Douglas L. Bechard, M.D., Vice President, Office of Clinical Effectiveness | Chief Quality Officer

17 Jimm A. Bunch, President/CEO, Appalachia Region | President/CEO, Park Ridge Hospital

18 David L. Crane, President/CEO, Midwest Region | President/CEO, Adventist Midwest Health

19 Des D. Cummings, Jr., Ph.D., Executive Vice President, Florida Division | Executive Vice President, Florida Hospital

20 Kenneth A. Finch, President/CEO, Southwest Region | President/CEO, Huguley Memorial Medical Center

21 Michelle R. Givens, President/CEO, Adventist Care Centers

22 Ted Hamilton, M.D., Vice President, Medical Mission

23 David L. Huffman, Vice President, Finance

24 Donald G. Jones, Vice President, Human Resources

25 Richard Morrison, Vice President, Government Affairs

26 J. Brian Paradis, Executive Vice President/COO, Florida Hospital

27 Benjamin F. Reaves, D.Min., Vice President, Mission and Ministries

28 Womack H. Rucker, Jr., Vice President, Corporate Relations

29 Michael H. Schultz, Executive Vice President, Florida Division | President/CEO, Florida Region

30 David P. Singleton, Vice President, Investments | Chief Investment Officer

31 Philip A. Smith, M.D., Vice President, Information Services | Chief Medical Information Officer

32 Eddie Soler, Executive Vice President/CFO, Florida Division

33 T. L. Trimble, Esq., Vice President, Legal Services

34 Samuel H. Turner, Sr., Esq., President/CEO, Mid-America Region | President/CEO, Shawnee Mission Medical Center

35 Celeste M. West, Vice President, Supply Chain Management

36 Amy L. Zbaraschuk, Vice President/Controller, Finance

Adventist Bolingbrook Hospital500 Remington Blvd. Bolingbrook, IL 60440 630-312-5000

Adventist GlenOaks Hospital 701 Winthrop Ave. Glendale Heights, IL 60139 630-545-8000

Adventist Hinsdale Hospital 120 N. Oak St. Hinsdale, IL 60521 630-856-9000

Adventist la Grange memorial Hospital 5101 S. Willow Springs Rd. La Grange, IL 60525 708-245-9000

Avista Adventist Hospital100 Health Park Dr. Louisville, CO 80027 303-673-1000

Central texas medical Center 1301 Wonder World Dr. San Marcos, TX 78666 512-353-8979

Chippewa valley Hospital1220 Third Ave., W. Durand, WI 54736 715-672-4211

emory-Adventist Hospital 3949 S. Cobb Dr. Smyrna, GA 30080 770-434-0710

Florida Hospital Altamonte 601 E. Altamonte Dr. Altamonte Springs, FL 32701 407-303-2200

Florida Hospital Apopka201 N. Park Ave. Apopka, FL 32703 407-889-1000

Florida Hospital Celebration Health 400 Celebration Place Celebration, FL 34747 407-303-4000

Florida Hospital deland 701 West Plymouth Ave. DeLand, FL 32720 386-943-4522

Florida Hospital east Orlando 7727 Lake Underhill Rd. Orlando, FL 32822 407-303-8110

Florida Hospital Fish memorial 1055 Saxon Blvd. Orange City, FL 32763 386-917-5000

Florida Hospital Flagler 60 Memorial Medical Pkwy. Palm Coast, FL 32164 386-586-2000

Florida Hospital Heartland medical Center 4200 Sun ‘n Lake Blvd. Sebring, FL 33872 863-314-4466

Florida Hospital Kissimmee 2450 N. Orange Blossom Tr. Kissimmee, FL 34744 407-846-4343

Florida Hospital lake Placid 1210 US Highway 27, N. Lake Placid, FL 33852 863-465-3777

Florida Hospital Oceanside 264 S. Atlantic Ave. Ormond Beach, FL 32176 386-672-4161

Florida Hospital Orlando601 E. Rollins St. Orlando, FL 32803 407-303-6611

Florida Hospital Ormond memorial 875 Sterthaus Ave. Ormond Beach, FL 32174 386-676-6000

Florida Hospital Waterman 1000 Waterman Way Tavares, FL 32778 352-253-3333

hospitals

Florida Hospital Wauchula 533 W. Carlton St. Wauchula, FL 33873 863-773-3101

Florida Hospital Zephyrhills 7050 Gall Blvd. Zephyrhills, FL 33541 813-788-0411

Gordon Hospital 1035 Red Bud Rd. Calhoun, GA 30701 706-629-2895

Huguley memorial medical Center 11801 South Freeway Burleson, TX 76028 817-293-9110

Jellico Community Hospital 188 Hospital Lane Jellico, TN 37762 423-784-7252

littleton Adventist Hospital 7700 S. Broadway Littleton, CO 80122 303-730-8900

manchester memorial Hospital 210 Marie Langdon Dr. Manchester, KY 40962 606-598-5104

metroplex Hospital 2201 S. Clear Creek Rd. Killeen, TX 76549 254-526-7523

Park Ridge Hospital 100 Hospital Dr. Hendersonville, NC 28792 828-684-8501

Parker Adventist Hospital 9395 Crown Crest Blvd. Parker, CO 80138 303-269-4000

Porter Adventist Hospital 2525 S. Downing St. Denver, CO 80210 303-778-1955

Rollins Brook Community Hospital 608 N. Key Ave. Lampasas, TX 76550 512-556-3682

shawnee mission medical Center9100 W. 74th St. Shawnee Mission, KS 66204 913-676-2000

takoma Regional Hospital 401 Takoma Ave. Greeneville, TN 37743 423-639-3151

Winter Park memorial Hospital (division of Florida Hospital)200 N. Lakemont Ave. Winter Park, FL 32792 407-646-7000

Adventist Health system (Corporate Office) 111 N. Orlando Ave. Winter Park, FL 32789 407-647-4400

Adventist Care Centers (nursing Home Corporate Office) 602 Courtland St., Suite 200 Orlando, FL 32804 407-975-3000

AHs information services (information management)1035 Greenwood Blvd., Suite 301 Lake Mary, FL 32746 407-942-1500

christian mission We exist to serve the needs of our communities

in harmony with Christ’s healing ministry and

incorporate Christian values at every level of

service.

Quality and service excellence We strive to meet or exceed both the service

standards of the health care industry and the

expectations of the patients we serve and measure

our success through continuous surveying of

patient satisfaction.

compassion We are sensitive to the needs of the individuals

and families we serve and meet their needs with

kindness and empathy.

Focus on community wellness We commit time, talent and financial support to

educate our neighbors in the principles of illness

prevention and healthful living.

high ethical standards We conduct our business with integrity, honesty

and fairness. As responsible stewards, we use our

financial resources wisely by choosing business

practices which are cost-effective, productive and

result in a fair return on investment.

cultural Diversity We value the diversity of our patients, employees,

business colleagues and visitors and treat them

with kindness and respect regardless of their

background, race, religion or culture.

our vAlues

Adventist Health System employees draw motivation and direction from six strongly held principles.

These principles guide the manner in which we treat each other and those we serve.

Complementing the art of healing, the inspiring art of architecture can be found throughout the Sanctuaries of Healing within Adventist Health System.

Florida Hospital Orlando

Adventist Bolingbrook Hospital

Park Ridge Hospital

shawnee mission medical Center

Parker Adventist Hospital

Huguley memorial medical Center

Florida Hospital Celebration Health

Photography by spencer Freeman

111 north Orlando Avenue, Winter Park, Florida 32789-3675

407-647-4400 | www.AdventistHealthsystem.com 0 9