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 other other representative from both the offices of the Pacific Union and the North Pacific Union; (b) one representative from each of the local conferences of the Church in which affiliated health care facilities are located; (c) two representatives selected from among the colleges and universities affiliated with the Church and located in the Pacific Union or North Pacific Union; (d) the CEO and president of the Organization, plus two additional representatives of the management of the Organization; (e) three representatives selected from the presidents of the hospitals affiliated with the Organization; three representatives from the physician members of medical staff of hospitals affiliated with the Organization; (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 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) the president of the Organization; (e) two professional health care providers; and (f) seven lay representatives as elected by the membership.”

“Amendments to the Organization's Bylaws require approval by the membership.”

“This Form 990 including all supporting schedules was prepared by a public accounting firm, reviewed by the System Controller and Market Finance Officer, and shared by electronic communication with the Organization'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 are reviewed by the internal audit staff as part of the annual financial statement audit. For potential conflicts, the CEO or a designee will determine and present all relevant facts to the governing body prior to the decision. After addressing any questions asked by the governing body, the responsible person 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 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 annually to review comparability data from outside consultants; recommends any adjustments to current executive compensation, including salary ranges for hospital CEOs and CFOs, 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 CEOs and executives, with midpoints aligned with the 50th percentile of comparable system hospital data, and having a 50 percent spread from minimum to maximum. A hospital CEO has a maximum potential incentive of 30 or 35 percent of base salary based upon size and scope of hospital. (Incentive potential is industry norm) Other hospital executives have a maximum potential incentive of 25 to 30 percent of base salary.”

“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 receive compensation when their employment agreements with their employers allow such payments. For those whose employers do not allow accepting compensation for board service, the funds are directly distributed to charitable organizations as mandated by their employment agreements. In addition, amounts paid for taxable benefits are also reported.”

“Adventist Health is a faith-based, nonprofit integrated health system serving more than 80 communities on the West Coast and Hawaii. 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 35,000 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 reestablishing 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 Words like prevention, wellness and partnerships are more than the latest buzzwords at Adventist Health. Since St. Helena Sanitarium opened its doors in 1878 in California's picturesque Napa Valley, the heritage of the Seventh-day Adventist Church has focused on whole-person health and well-being. Adventist Health not only strives to promote individual health and well-being but also the well-being of healthy families and communities a natural fit in today's population health environment. Adventist Health's mission is coupled with a vision to transform the health experience of our community by improving health and well-being, enhancing interactions and making care more accessible. Building healthy communities requires multiple stakeholders working together with a common purpose. Adventist Health has partnered with over 50 community churches and hundreds of organizations across the system to integrate community benefit programs in their communities. In Northern California, we are reaching out into our communities through the Street Medicine Outreach in Ukiah and Project Restoration in Lake County. In Southern California we partnered with local schools to implement programs aimed at reducing obesity and diabetes among school children through healthy lifestyle education. In our Central California Region, we focused on immunizations, screenings, support groups and outreach to support community health. Adventist Health Portland in the Pacific Northwest Region recognizes that stable housing is critical to the improvement of health outcomes. They joined other area hospitals and health systems to address Portland's health and housing needs through the Housing is Health Initiative. In 2018, Adventist Health improved its strategic goal to transform the health of its communities by engaging in local communities, investing in community wellness and serving the most vulnerable. Community Benefit Provided Amount Free and discounted care $45,189,009 Aid to the poor $98,568,219 Community health improvement $23,731,866 Education and research $29,080,520 Aid to the elderly $259,863,670 Subsidized community healthcare $88,528,206 Total $544,961,490 Population Health Population health is a whole-person, outcomes-based approach that works to improve the health of entire communities. It requires collaboration among researchers, providers, public health entities and policy makers. Population health aligns with Adventist Health's philosophy of care and, a”

“Rural Health Clinics (RHC) As an extension of our mission, high quality services are provided to small communities where access to care is often significantly less than more urbanized areas. People living in rural or underserved communities are often at a disadvantage when accessing health care. At the end of 2018, we had 65 clinics providing health care 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 (more than 10 percent 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. But the real evidence of success is the patients served - 1,064,573 visits from 310,256 unique individuals in 2018. Thanks to the RHCs, many of these rural communities' most disenfranchised now have access to primary care, dentistry, women's and children's services and health education. Specialty care services are also available at many RHC locations, including 19 behavioral health programs. One example of our excellent rural health care is our clinic located in the heart of Paradise, California - a town which was nearly wiped off the map during the wildfires in late 2018. Our three-story RHC was the first to re-open in Paradise after the fire and remains a comprehensive healthcare option for most people in a 10-mile radius, offering primary care, dental, women's and children's services to a population in dire need of resources. Home Care Services Adventist Health/Home Care Services offers advanced, quality health care in an at-home setting by operating 14 home health agencies and nine hospices. In 2018, care, compassion and quality services were provided with 215,477 home health visits and 93,576 hospice days. Many of the agencies provide specialized programs and treatment plans, such as pediatric, CHF, diabetes and palliative care. In addition to providing treatment or care management, we strive to improve overall quality of life, hasten recovery and positively influence the emotional, physical and spiritual well-being of our home care patients. We are most proud of the following accomplishments in 2018: 1. Purchased hospice license for Bakersfield, CA 2. Reestablished home health and hospice in Yuba City, CA 3. Implemented new EMR (HomeCare HomeBase) in five agencies 4. Centralized OASIS reviews and HIS submissions 5. Feather River home health and hospice continued to see patients the days immediately following the devastating Camp fire. Operational hub was moved to Chico within 5 days. 6. First Hospice Medical Directors meeting Developing a Virtual Care Network The Adventist Health Virtual Care Network allows health care professionals to evaluate, diagnose and treat patients in both remote and urban locations using telecommunications technology. Virtual Care is the umbrella term for the group of services and functions that include telemedicine, telepharmacy, teleICU, teleradiology, and telepathology, but which also includes and can support regional health information sharing, patient education and provider networking. Virtual Care provides patients with access to high-quality, affordable specialty care when and where they need it, aiding in rapid diagnosis, treatment and improved patient outcomes. This collaboration supports Adventist Health's mission of bringing high-quality health and healing to the communities it serves, and is consistent with the organization's focus on innovation, strategic growth and population health. During 2018, Virtual Care services continued to develop and grow. Nine hospitals receive telehealth stroke services, six hospitals receive pediatric services, five sites re”

“Physician professional fees: Program service expenses 124,725. Management and general expenses 285,642. Fundraising expenses 0. Total expenses 410,367. Other medical professional fees : Program service expenses 10,940. Management and general expenses 3,565. Fundraising expenses 0. Total expenses 14,505. Consulting and other management fees: Program service expenses 2,627,718. Management and general expenses 22,268,196. Fundraising expenses 0. Total expenses 24,895,914. Other professional fees non-medical: Program service expenses 357,685. Management and general expenses 786,311. Fundraising expenses 0. Total expenses 1,143,996. Contract labor: Program service expenses 530,901. Management and general expenses 5,397,575. Fundraising expenses 0. Total expenses 5,928,476. Purchased medical services: Program service expenses 0. Management and general expenses 423,942. Fundraising expenses 0. Total expenses 423,942. Repairs and maintenance : Program service expenses 173,780. Management and general expenses 642,531. Fundraising expenses 0. Total expenses 816,311. All other purchased services: Program service expenses 13,027,647. Management and general expenses 19,427,594. Fundraising expenses 0. Total expenses 32,455,241. Revenue cycle fees: Program service expenses -1,121,822. Management and general expenses 2,557,485. Fundraising expenses 0. Total expenses 1,435,663.”