Seton Family of Hospitals

“In determining the compensation of the organization's ceo, the process performed by ascension health, a related organization of seton family of hospitals, included a review and approval by independent persons, comparability data, and contemporaneous substantiation of the deliberation and decision. The compensation committee reviewed and approved the compensation. In the review of the compensation, the ceo was compared to individuals at other organizations in the area who hold the same title. During the review and approval of the compensation, documentation of the decision was recorded in the committee minutes. The individual was not present when his compensation was decided.”

“In determining the compensation of other officers and key employees of the organization, the process performed by ascension texas, a related organization of seton family of hospitals, included a review and approval by independent persons, comparability data, and contemporaneous substantiation of the deliberation and decision. The audit committee reviewed and approved the compensation. In the review of the compensation, the other officers or key employees of the organization were compared to individuals at other organizations in the area who hold the same title. During the review and approval of the compensation, documentation of the decision was recorded in the board minutes. Individuals were not present when their compensation was decided.”

“Seton Family of Hospitals has a single corporate member, Ascension Texas.”

“Seton Family of Hospitals has a single corporate member, Ascension Texas, who has the ability to elect members to the governing body of Seton Family of Hospitals.”

“All decisions that have a material impact to Seton Family of Hospitals financial information or corporation as a whole are subject to approval by its sole corporate member, Ascension Texas.”

“During the return preparation process, the tax department works with other functional areas including finance, accounting, treasury, legal, human resources, and corporate compliance for advice, information and assistance in order to prepare a complete and accurate return. Upon completion, the form 990 is reviewed by the organization's internal tax department which consists of attorneys and cpas. A complete final copy of the return is provided to the organization's president, financial officer, and/or other key officers in lieu of the full board.”

“The organization regularly and consistently monitors and enforces compliance with the conflict of interest policy in that any director, principal officer, or member of a committee with governing board delegated powers, who has a direct or indirect financial interest, must disclose the existence of the financial interest and be given the opportunity to disclose all material facts to the directors and members of the committees with governing board delegated powers considering the proposed transaction or arrangement. The remaining individuals on the governing board or committee will decide if conflicts of interest exist. Each director, principal officer and member of a committee with governing board delegated powers annually signs a statement which affirms such person has received a copy of the conflicts of interest policy, has read and understands the policy, has agreed to comply with the policy, and understands that the organization is charitable and in order to maintain its federal tax exemption it must engage primarily in activities which accomplish its tax-exempt purpose.”

“The Organization will provide any documents open to public inspection upon request.”

“Other Program Service Revenue - Total Revenue: 2276266, Related or Exempt Function Revenue: 2276266, Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: ; Lab Service Revenue - Total Revenue: 721179, Related or Exempt Function Revenue: , Unrelated Business Revenue: 721179, Revenue Excluded from Tax Under Sections 512, 513, or 514: ;”

“Parking - Total Revenue: 1990438, Related or Exempt Function Revenue: , Unrelated Business Revenue: 118539, Revenue Excluded from Tax Under Sections 512, 513, or 514: 1871899; External Revenue - Total Revenue: 225947, Related or Exempt Function Revenue: 225947, Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: ; Education - Total Revenue: 2000, Related or Exempt Function Revenue: 2000, Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: ; Misc Other Revenue - Total Revenue: 29239077, Related or Exempt Function Revenue: 29239077, Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: ;”

“Seton Healthcare Associates Brackenridge Hospital Volunteers Brackenridge Hospital Brackenridge Professional Building Brain and Spine Center at Brackenridge Hospital Caldwell County Physician Associates Childhood Cancer & Blood Disorders Center Children's Health Express Children's Hospital of Austin Auxiliary Children's Therapy Gym Dell Children's Craniofacial and Reconstructive Surgery Center Dell Children's Imaging Center Dell Children's Medical Center of Central Texas Dell Children's Medical Center Emergency Medical Group Friends Auxiliary of Seton Highland Lakes Good Health Commons Ignite Women's Health Insure a Kid Luling CRNA Group SEBD Children's Care-A-Van SEBD Professional Support Services Seton Bastrop Health Plaza Seton Bertram Healthcare Center Seton Bastrop Physical Therapy and Fitness Center Seton Burnet Healthcare Center Seton Cancer Screening Seton Cardiovascular Imaging Center Seton Central Outpatient Pharmacy Seton Community Health Centers Seton Diagnostic Center Seton Edgar B. Davis Hospital Volunteer Services Seton Edgar B. Davis Hospital Seton Family of Doctors Seton Family of Physicians Seton Health Plaza Seton Heart Specialty Care and Transplant Center Seton Highland Lakes Seton Highland Lakes Home Health Seton Highland Lakes Hospice Seton Highland Lakes Hospital and Health Centers Seton Highland Lakes Hospital Seton Highland Lakes Medical Group Seton Highland Lakes Rehabilitation Services Burnet Seton Highland Lakes Rehabilitation Services Marble Falls Seton Hospital Auxiliary Seton Kozmetsky Community Health Center Seton Lampasas Healthcare Center Seton League House Seton Lockhart Family Health Center Seton Luling Family Medicine Clinic Seton Marble Falls Diagnostic Center Seton Marble Falls Healthcare Center Seton McCarthy Community Health Center Seton Medical Center Austin Seton Medical Center Hays Seton Medical Center Outpatient Rehabilitation Seton Medical Center Williamson Outpatient Rehabilitation Services Seton Medical Center Williamson Community Care Van Seton Medical Center Williamson Pediatric Rehabilitation Services Seton Medical Center Williamson Volunteers Seton Medical Center Williamson Women's Imaging Seton Medical Center Williamson Seton Medical Center Seton Northwest Aquatic Therapy Seton Northwest Hospital Seton Northwest Sleep Lab Seton Northwest Sports Medicine and Hand Therapy Center Seton Northwest Volunteers Seton Northwest Seton Occupational Health Clinic Seton Pflugerville Healthcare Center Seton Pflugerville Seton Physical Therapy & Fitness Center Seton Premier Staffing Seton RiverBend Home Health Seton Shoal Creek Hospital Seton Smithville Regional Hospital Seton Southwest Hospital Seton Southwest Rehab and Sports Medicine Services Seton Southwest Volunteers Seton Topfer Community Health Center Seton Towers Nursing Home Seton Williamson Children's Therapy Gym at Cedar Park Seton Shivers Center SHL Care-A-Van SHL CRNA Group SHL Professional Support Services SMCA Sports and Neuro Rehab St. Vincent Healthcare Ventures Texas Child Study Center The Big Pink Bus The Children's Blood and Cancer Center The Clinical Education Center at Brackenridge Towers Nursing Home Trauma Medical Group University Medical Center at Brackenridge University Medical Center Brackenridge Seton Kingsland Healthcare Center”

“The Community Care Collaborative (CCC) is a 501(c)(3) nonprofit corporation formed in 2013 by an agreement between Central Health-the healthcare district serving Travis County-and Ascension Texas. The goal of the CCC is to transform how health care is delivered and improve health outcomes in Travis County, particularly for low-income and vulnerable populations. Through better-designed health care interventions, coordinated care and adding resources to address social determinants of health, the CCC with create better health for Travis County's patients and communities. The CCC represents one of Ascension Texas' most significant, overarching investments in addressing all the prioritized needs identified in the Travis County Community Health Needs Assessment (CHNA), including improving primary and specialty care, systems of care, chronic diseases, mental and behavioral health and social determinants of health. Ascension Texas and its affiliates have committed executive, clinical, staff, financial and operational resources to ensure the CCC's strategic priorities are achieved. Since 2013, Ascension Texas made significant investments in support of the CCC strategic objectives and intends to continue these investments in the years to come. In addition, Ascension Texas plays an active leadership role in terms of governance and community engagement with partners to ensure alignment around the common goal of improving the health of the community. Critical to the CCC's success is collaboration and contracting with key partners, including Dell Medical School, Austin Travis County Integral Care, federally qualified health centers (FQHCs), community-based providers, local social service organizations and Austin-Travis County Emergency Medical Service. Since its inception in 2013, the CCC has increased access to the historically underserved in our community, in new ways. It has created over 50,000 additional primary care visits per year through new weekend and evening hours at clinics. It has expanded access to specialty care services including pulmonology, with 2,900 additional visits per year which has reduced wait times from four months to less than 30 days. It has leveraged technology to expand access for psychiatric services, specifically, 6,159 telepsychiatry visits. In 2017, the CCC continues to serve over 92,700 unique individuals who had close to 500,000 encounters across a more integrated system of care that is focused on meeting the specific needs of the population by delivering innovative solutions. Accomplishments for 2017: 1. Completed the sixth year of running over 15 innovation programs, which have expanded access to primary, dental, specialty and behavioral health care and shown improvement across over 20 clinical indicators for program participants and the broader un and underinsured population; 2. Supported resource fairs that have connected hundreds of homeless Travis County residents with medical, legal and social services; 3. Expanded value-based contracting across primary-care providers to include reporting and improvement on clinical outcomes, launch of case management services, and tracking of patient experience outcomes; 4. Launched a Medication Assistance Treatment program to provide patients with Opiod Use Disorders a community-based, person-centered treatment option; 5. Developed a program to provide transportation to appointments for low-income Travis County residents through a local non-profit ride-sharing service; 6. Provided services to patients through Integrated Practice Units that address specialty needs of patients with a wide array of clinical, behavioral and social supports accessible on site. In 2018, the CCC plans to continue to focus on core operational and delivery issues, including redesigning the Central Health Medical Access Program (MAP) benefit program, improving primary care services payment and delivery and enhancing specialty care services including behavioral health. The CCC will also plan”

“In November 2012, Travis County voters passed Proposition 1 to support investments in the health of the Austin community, including building the new medical school at The University of Texas at Austin, Dell Medical School ("DMS"). At the same time, Seton Family of Hospitals ("Seton") committed to fund and build a new state-of-the art teaching hospital, Dell Seton Medical Center at The University of Texas ("DSMCUT"), to replace University Medical Center Brackenridge ("UMC"), the aging public hospital Seton partnered with the city and county in 1995 to operate. Dell Seton will open in spring 2017. This historic partnership between Seton and the DMS is one of Seton's most significant, overarching accomplishments to transform the delivery of health care in the region and better serve the poor and vulnerable. Seton was a driving force behind the campaign to bring a medical school to Travis County and to build an adjacent modern teaching hospital because data show that hospitals affiliated with top-tier universities raise the standard of care in a community. Many of Seton's physicians will serve as faculty for DMS' medical students, residents and fellows. Data also show that medical schools play a major role in a community's health care safety net. Seton expects its partnership with DMS will have a positive impact on the local safety net and will expand access to specialty and other health care services for the poor and vulnerable. In addition, DMS will help alleviate the physician shortage in Travis County and surrounding areas because, nationally, a large percentage of residents choose to practice medicine in the community where they received training. DMS will play a central role in addressing many of the prioritized needs in the Travis County CHNA, including increasing access to specialty care for the poor and vulnerable. Specifically, Seton and the Community Care Collaborative ("CCC") will work with population health experts among the medical school faculty to develop more efficient care pathways. These efforts work to address community health needs including primary and specialty care, systems of care, chronic disease and mental and behavioral health. Accomplishments: 1. The inaugural class of Dell Medical Students began in the summer of 2016. 2. In June 2016, DMS, Seton, the CCC and community physicians launched a pilot project to reduce wait times for high-quality musculoskeletal care such as hip and joint pain. In three months, the pilot pruned the waiting list and more than 250 patients securing appointments with musculoskeletal specialists. 3. Seton has invested significant funding, time and leadership to support the creation of DMS. Seton played a role in defining the new school's curriculum, employs area medical residents and funds graduate medical education. Medical students and residents will complete rotations in different specialties at the Seton Hospitals (DSMCUT, Dell Children's Medical Center, Seton Medical Center Austin, and Seton Shoal Creek Hospital) and various clinics.”

“Behavioral Health Assessment & Resource Navigation - Provide free behavioral health assessments and navigate individuals to community behavioral health providers. - 5,720 individuals impacted Behavioral Health School Campus Counseling I - Increase access to behavioral health services on school campuses. - 5,875 individuals impacted Behavioral Health School Campus Counseling II - Increase access to behavioral health services on school campuses. - 590 individuals impacted Care Transitions - Coordinate and monitor care for patients with chronic disease from hospital to home. - 5,876 individuals impacted Chronic Care Management - Adults - Provide treatment and care coordination for adults with chronic condition(s) or serious injury. - 2,600 individuals impacted Chronic Care Management - Community Clinics - Provide treatment and care coordination for adults with chronic condition(s) or serious injury. - 2,350 individuals impacted Chronic Care Management - Pediatrics - Provide specialty treatment and care coordination for children with high disease complexity. - 1,050 individuals impacted Culturally Competent Care Training - Provide staff training to increase awareness of the diverse populations and cultures served. - 6,420,000 encounters Diabetes Chronic Care - Standardize testing routines for individuals at-risk or with diabetes and communicates the discharge plan directly to follow-up provide. - 9,500 individuals impacted ED Patient Navigation - Navigate emergency department to a medical home. - 400 individuals impacted Family & Child Obesity - Deliver a multi-delivery approach to prevent and treat childhood obesity. - 1,025 individuals impacted Language Services Resource Center - Centralize language services and adds qualified healthcare interpreters. - 76,670 encounters Obstetrics Care Navigation - Provide pre- and post-natal navigation for Hispanic women. - 600 individuals impacted Palliative Care Program - Create palliative care program for individuals with chronic or terminal illness. - 6,239 encounters Post-Graduate Training for Psychiatric Specialties - Provide new psychiatric residencies and fellowships. - 21,000 encounters Psychiatric Emergency Department - Create a new psychiatric emergency department. - 5,475 individuals impacted Psychiatric Telemedicine - Expand inpatient and ED telepsychiatry services. - 1,859 encounters Substance Use Disorder Navigation - Navigate individuals at risk of a substance use disorder to intervention and treatment. - 3,917 encounters Women's Oncology Care Navigation - Provide navigation services from cancer diagnosis to treatment, as well as cancer survivorship support services for women. - 450 individuals impacted Women's Oncology Care Screening - Expand mobile mammography and cervical screenings. - 8,762 individuals impacted Accomplishments: 1. The overall goal and anticipated impact of Seton's DSRIP projects is to provide better health care at a lower cost in the right setting. Seton's DSRIP projects have been highly successful and have met or exceeded most of their stated goals. 2. The Behavioral Health School Campus Counseling projects implemented a new summer program to support improved continuity of care during the summer months. The program provided daily lunches, trips through the community for cooperative volunteer projects, and an end of summer celebration. Planning is currently underway to expand this program serve more students in the summer of 2017. 3. Chronic Care Management projects have made progress toward establishing value-based payment models to support sustainability and long-term cost savings. The Chronic Care Management-Adult project has developed processes to support successful transitions of care for patients with congestive heart failure and patients receiving total joint replacement surgery. The Chronic Care Management-Pediatric project has begun discussions with the Managed Care Organizations serving their population related to pay-for quality contracting.”

“Deferred Pension Costs - -14045848; Unrestricted Released from Restriction - 3700362; Income from Unconsolidated Subsidiaries - 3908137; Temp Restricted Released from Restriction - -13874023; Investment in Unconsolidated Subsidiaries - Beginning Balance - 39622207; Investment in Unconsolidated Subsidiaries - Ending Balance - -65818864; Net Asset Transfer To/From Affiliates - -XXX-XX-XXXX; Net Asset Transfer To/From Alpha on 7/1/2016 - -1127463473;”