Adventist Health Systemwest DBA Adventist Health

“The Organization's Bylaws were amended to consolidate execution of signature authority for the hospitals within the Adventist Health System/West service areas and to remove the President as an ex-officio member of the Board of Directors.”

“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 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; three healthcare leaders; (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, if there is no president, such other persons as the memebership shall appoint; (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 general counsel 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 for 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 Human Performance 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 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 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 Nursing Program in Yuba City at Rideout Memorial and Project Restoration in Lake County. In Southern California we partnered with Showers of Hope to implement initiatives that increase access to care for homeless and vulnerable populations. In our Central California Region, we partnered with Kaiser Permanente Kern County to launch a mobile kitchen education program, Edible Schoolyard Kern County, to bring hands-on lessons and education to remote and rural locations. Adventist Health Portland in the Pacific Northwest Region recognizes that stable housing and food security is critical to the improvement of health outcomes. One population that is especially affected by the this are refugees. Adventist Health Portland provided 51 refugee families and four American families a community garden with a total of 42,000 square feet of growing space In 2019, Adventist Health improved its strategic goal to transform the health of its communities by engaging in local communities, investing in community well-being and serving the most vulnerable. 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, as overall health declines in North America, provides unprecedented oppor”

“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 urban areas. At the end of 2019, 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 care provided, that includes 999,255 visits and 305,091 patients served in 2019. 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 24 behavioral health programs. 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 2019, care, compassion and quality services were provided with 207,578 home health visits and 74,767 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. Developing a Virtual Care Network The Adventist Health Virtual Care Network allows health care professionals to evaluate, diagnose and treat patients 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. Virtual Care services continued to grow in 2019 and took a huge leap in 2020 with the onset of the COVID-19 pandemic. Our clinics implemented virtual visits using Microsoft Teams as a means to safely continue caring for patients with primary care or chronic health needs. Our traditional telehealth visits combined with Teams visits totaled 45,791 in April and 36,295 in May. Inpatient virtual care continues to serve hundreds of patients. Thirteen hospitals use telehealth stroke services, seven hospitals use pediatric services, five sites use infectious disease services and ten sites use emergency psychiatry assessment services. Under an initiative with Blue Shield of California, funds from a USDA grant and hospital investment, telehealth equipment was provided for medical specialty outpatient care and deployed to 28 sites in California and Oregon including three non-Adventist Health sites. We are also positioned to grow in 2020 with six more sites being added, including in Hawaii. We continue to offer store and forward services for dermatology and diabetic retinopathy screenings, as well as peer-to-peer e-consults. A direct-to-consumer service we offer to Adventist Health employees, Adventist Health OnDemand, was expanded to co”

“Physician professional fees: Program service expenses 0. Management and general expenses 1,246,936. Fundraising expenses 0. Total expenses 1,246,936. Other medical professional fees: Program service expenses 0. Management and general expenses 29,825. Fundraising expenses 0. Total expenses 29,825. Consulting and other management fees: Program service expenses 718,988. Management and general expenses 18,536,243. Fundraising expenses 0. Total expenses 19,255,231. Other professional fees non-medical: Program service expenses 330,796. Management and general expenses 4,549,250. Fundraising expenses 0. Total expenses 4,880,046. Contract labor: Program service expenses 0. Management and general expenses 10,430,048. Fundraising expenses 0. Total expenses 10,430,048. Revenue cycle fees: Program service expenses 0. Management and general expenses 6,619,695. Fundraising expenses 0. Total expenses 6,619,695. Repairs & Maintenance: Program service expenses 71,517. Management and general expenses 643,657. Fundraising expenses 0. Total expenses 715,174. Cerner Management: Program service expenses 0. Management and general expenses 14,473,778. Fundraising expenses 0. Total expenses 14,473,778. Clinical Engineering: Program service expenses 34,376,045. Management and general expenses 0. Fundraising expenses 0. Total expenses 34,376,045. Communication and marketing: Program service expenses 16,157,140. Management and general expenses 8,504,754. Fundraising expenses 0. Total expenses 24,661,894. Human performance: Program service expenses 0. Management and general expenses 6,245,042. Fundraising expenses 0. Total expenses 6,245,042. Revenue Integrity: Program service expenses 0. Management and general expenses 3,734,799. Fundraising expenses 0. Total expenses 3,734,799. Health plan administration: Program service expenses 0. Management and general expenses 3,282,747. Fundraising expenses 0. Total expenses 3,282,747. Other purchased services: Program service expenses 13,191,521. Management and general expenses 7,234,494. Fundraising expenses 0. Total expenses 20,426,015.”

“Net assets of Incentive Health, LLC -1,460,619.”