Adventist Health Systemwest DBA Adventist Health

“Individuals who represent the Seventh-day Adventist Church and lay people who are in good standing with the Seventh-day Adventist Church serve as Members of Adventist Health System/West (the Organization") including the following: (a) the president, treasurer, and one other representative from both the offices of the Pacific Union and the North Pacific Union Conferences; (b) one representative from each of the local conferences of the Church in which affiliated health care facilities are located; (c) four representatives, with one selected from among the colleges and universities affiliated with the Church and located in the Pacific Union or North Pacific Union; (d) the CEO of the Organization, plus three additional representatives of the management of the Organization; (e) three representatives selected from the presidents of the hospitals affiliated with the Organization; (f) three representatives selected from among physician members of the medical staffs of hospital corporations affiliated with the Corporation; (g) up to 16 lay representatives who do not belong to any of the other categories set forth but who otherwise meet the qualifications for membership. Annually, the Members meet for the purpose of conducting the business of the Membership. Actions are taken as required to enable Adventist Health System/West to continue operating in concert with its Articles and Bylaws.”

“The Organization's Board of Directors consists of the following: (a) The president of the Pacific Union and North Pacific Union Conferences of the Seventh-day Adventist Church; (b) two presidents selected from among the local conferences of the Church in which are located affiliated health care institutions; (c) The CEO of the Organization; (d) two professional health care providers who are practicing or serving in healthcare leadership; and (e) eight lay representatives with business backgrounds and perspectives who do not belong to any of the other categories.”

“Amendments to the Organization's Bylaws and appointment of the Organization's Board of Directors require approval by the Membership.”

“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.”

“During the first quarter of each year, the annual conflict of interest questionnaire is sent to board members, 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 remind the recipient that if any perceived conflict should arise before the next annual questionnaire, he/she is to notify the CEO immediately. The statements for the Organization's Board of Directors are reviewed by the KPMG auditors as part of the annual financial statement audit. All conflicts are reviewed by the System Chief Legal Officer/General Counsel. For potential conflicts, the System Chief Legal Officer/General Counsel will determine and present all relevant facts to the governing body for decision. After addressing any questions asked by the governing body, the person with a declared conflict must leave the meeting during the discussion of the matter that involves a conflict and during any vote on the matter.”

“The Organization's Board of Directors has established a Executive Compensation 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; 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 executives, with midpoints aligned with the 60th percentile of comparable system hospital data, and having a 40 percent spread from minimum to maximum.”

“The Organization does not make its governing documents publicly available beyond required filings of Articles of Incorporation with the Secretary of State. The Organization does not make its Conflict of Interest Policy available to the public.”

“In recognition of the time commitment directors make to serve on the Adventist Health System/West boards and committees, directors have the option to receive compensation when their employment agreements with their employers allow such payments. In addition, amounts paid for taxable benefits are also reported.”

“Adventist Health is a faith-based, nonprofit integrated health system serving more than 100 communities on the West Coast and Hawaii with over 470 sites of care. Founded on Seventh-day Adventist heritage and values, Adventist Health provides care in hospitals, clinics, home care agencies, hospice agencies and joint-venture retirement centers in both rural and urban communities. Our compassionate and talented team of more than 38,000 includes associates, medical staff physicians, allied health professionals and volunteers driven in pursuit of one mission: living God's love by inspiring health, wholeness and hope. Together, we are transforming the American healthcare experience with an innovative, yet timeless, whole person focus on physical, mental, spiritual and social healing. Mission-driven The healthcare industry continues to experience significant changes. From high and rising costs to regulatory initiatives, these issues are causing hospitals and health systems to re-think who they are and how they want to deliver care. At Adventist Health, we are thriving and growing in the face of this transition by building on our legacy and re-establishing ourselves as the leader in physical, mental, spiritual and social health. We remain committed to "living God's love by inspiring health, wholeness and hope." Our mission represents the heart of our people. It expresses that we know the love of God and consistently reflect that love in our actions, relationships and work. Mission is the reason our organization exists. Community Health Development Adventist Health's commitment to improve well-being not only grew out of our mission to live God's love, but also from the needs we see in communities across our system of 27 hospitals. While diseases of despair continue to escalate along with healthcare costs, we are presented with the opportunity to bring whole person care, philanthropy, public heath, human services, government, community members, and business owners together to change the well-being of people, places, and equity. Nonprofit health systems, community-based organizations and public health agencies across the country all share a similar calling to provide public service to help improve their community members' lives. One area of public service where these entities share responsibility is ensuring all community members have the opportunity to live a healthy life. One way to accomplish this is by assessing the health of our communities through the community health needs assessment. In 2022, Adventist Health took this federally mandated requirement one step further with the vision of designing a people centric community health needs assessment. The Adventist Health Community Solutions team standardized a step-by-step process to develop and create a Community Health Needs Assessment report that focused on best practice methods, a collaborative approach, asset mapping that allowed for matching resources with chosen priorities and the development of an actionable Community Health Implementation Strategy to ensure strategic investment and measurable impact across our Adventist Health markets. This approach ensured a measurable, sustainable community benefit investment in people, places, and equity. In 2022, the Adventist Health Community Solutions team produced 16 CHNA reports and reached out to over 800 participants through 90 focus groups and over 50 key informant interviews. Populations reached included people experiencing homelessness, domestic violence survivors, food security providers, higher education professionals, homeless service providers, law enforcement, medical providers, tribal health services, public health, students, farm workers and older adults. This provided rich qualitative data where we learned about our community members' current state of health and listened to their greatest concerns for their friends and families. This work continued in 2024, where the community impact team laid the foundation for the upcom”

“Care Transformation Care Transformation in Adventist Health reflects our promise to deliver top decile safety and quality performance and top quartile in clinical operations. The transformation focuses on initiatives such as Clinical Leadership Development, High Reliability Organization, Patient Experience, Care Redesign, Population Health and Clinical Workforce. All these efforts focus on effectively blending people, processes and technology, and include consistent design, delivery and evaluation of care performance. Our caregivers are working hard every day to achieve the clinical goals and continue to spread our mission. Patient Safety & Quality Adventist Health focuses not only on patient safety and quality patient care but also provides a quality work environment for its associates. Maintaining a culture of teamwork and safety among clinicians and staff is foundational to Care Transformation. For the past nine years, Adventist Health has participated in the Culture of Safety survey, which provides insight into focused areas where actions can be taken to improve the safety and teamwork climate in clinical departments. Adventist Health hospitals received quality and safety awards from The Joint Commission, The LeapFrog Group, Healthgrades, CMS and Malcolm Baldrige. Physician Alignment Adventist Health operates 440 medical office suites across the West Coast and Hawaii. These ambulatory care centers include Rural Health Clinics (RHC), hospital-based outpatient clinics (HBOC), employed physician models in Oregon and Hawaii, medical foundations in California, and community health clinics. These medical offices offer primary care and more than 50 different specialties in medical offices large and small. We have more than 700 primary care providers and about 850 specialists providing services ranging from Addiction Medicine to Wound Care - Audiology to Vascular Surgery. Adventist Health also provides much-needed dental care in 12 of our rural communities. The providers in these medical offices are committed to providing best practice, quality-driven care with excellent health outcomes and exceptional patient experience. We provide more than three million patient visits annually. In the initial months of the pandemic, we pivoted to offering virtual visits and continue to provide those to our most vulnerable populations and those patients who have found it to be a more convenient way to receive care. We have also launched online scheduling for all of our primary care providers to increase access to care for our communities. As an organization, we have had to prioritize continued pay for our providers and employees to minimize the loss of clinicians during the extended public health emergency. Throughout these challenges, our physicians and Advanced Practice Providers have continued to provide excellent patient satisfaction resulting in an overall Adventist Health clinic star rating of 4.5 out of 5 stars. Rural Health Clinics (RHC) As an extension of our mission, high-quality services are provided to rural communities where access to care is often significantly more challenging than in urban areas. We have 69 rural health clinics (RHCs) with 172 medical office suites providing healthcare to underserved populations throughout Northern and Central California, Hawaii, and Oregon. Our system of rural health continues to be the largest network of clinics in the state of California (about 12% of the RHCs in the state are part of Adventist Health). Our RHC network also is one of the largest in the country, representing almost one percent of the nation's RHCs. Adventist Health provides oversight services for all our RHCs to include financial monitoring, program audits, operational support, professional development, advocacy, and education regarding new regulations. Thanks to the RHCs, we provide more than 1.2 million visits annually in the rural communities' most disenfranchised areas to have access to primary care, dentistry, women's and”

“Strategic Planning Adventist Health's mission of living God's love, inspiring health, wholeness and hope is our greatest calling as an organization. Our strategic planning builds on a vision to provide exceptional care at every stage of life, inspiring community transformation through health and well-being for all. To support this vision, we have shifted our structure to strategic networks of care, bringing local and system leadership closer together to organize our work around our patients, communities and key opportunities to serve all through a deeply integrated and collaborative network of care. We are engaging our strong, innovative teams to shape a thriving culture. We are expanding our networks creating community relevance and well-being. We are empowering exceptional teams to deliver unparalleled care. We are embedding disciplined stewardship to drive operational excellence.”

“Other purchased services: Program service expenses 22,345,594. Management and general expenses 58,267,624. Fundraising expenses 51,011. Total expenses 80,664,229. Repairs & maintenance: Program service expenses 1,049,302. Management and general expenses 1,480,138. Fundraising expenses 0. Total expenses 2,529,440. Consulting and other management fees: Program service expenses 1,650,631. Management and general expenses 25,861,608. Fundraising expenses 73,000. Total expenses 27,585,239. Contract labor: Program service expenses 106,917. Management and general expenses 1,559,711. Fundraising expenses 0. Total expenses 1,666,628. Other professional fees non-medical: Program service expenses 130,690. Management and general expenses 498,448. Fundraising expenses 0. Total expenses 629,138. Purchased medical services: Program service expenses 414,558. Management and general expenses 15,018,282. Fundraising expenses 0. Total expenses 15,432,840. Physician professional fees: Program service expenses 1,800. Management and general expenses 859. Fundraising expenses 0. Total expenses 2,659. Other medical professional fees: Program service expenses 0. Management and general expenses 3,809. Fundraising expenses 0. Total expenses 3,809.”

“Change in value of CAP-EX 24,196,762. UBI partnership loss reported on Sch K-1 1,101,500.”

“Prior period adjustments were a result of cash balance correction and clean up books due to prior period activities including debt service, capital expenditures, and other items for $55,949,000.”