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; (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; (f) 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 membership shall appoint; (e) two professional health care providers who are practicing or serving in healthcare leadership; 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 for the AHSW Board of Directors are reviewed by the EY auditor as part of the annual financial statement audit. All conflicts are reviewed by the System General Counsel. For potential conflicts, the System 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 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 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 Presidents 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 President 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 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 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 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 23 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 policies. A key step towards well-being transformation is the formation of the Well-Being Division, an entity within Adventist Health established in 2020 after its acquisition of Blue Zones, a pioneer in taking a systemic and environmental approach to improving the health of entire cities and communities. Moving toward our vision to see a time when well-being is accessible to everyone, the Well-Being Division works with Blue Zones to design, leverage and demonstrate evidence-informed solutions that measurably and sustainably improve individual, organizational and community well-being. This work starts with our 35,000 associates, who have access to a wide variety of well-being resources from a Blue Zones at Adventist Health well-being app to free online counseling and chaplaincy services. Adventist Health locations also have access to Blue Zones Campus Certification, which invests in creating safe environments that foster well-being and longevity. In early 2021, the Well-Being Division launched four Blue Zones Campus Certifications and four Blue Zones Projects with a goal to roll-out both initiatives across Adventist Health's entire footprint. Over the next three years, every community with an Adventist Health hospital will begin working towards a Blue Zones Project, an achievement that transforms health and well-being everywhere people live, work and play. Outside of Blue Zones specific initiatives, the Well-Being Division has delivered the following to our community members and partner organizations: - 7,976,162 pounds of food to our California communities, - 10,863 showers to our homeless populations - 2.68 million personal protected equipment - $470,000 of household goods and furnishings to fire victims These intentionally targeted and strategically aligned initiatives not only alleviate a significant equity gap in our communities but have also proven to produce lasting, transformative change. Adventist Health has developed a substantiated capacity for vuln”

“Rural Health Clinic (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. We have 70 rural health clinics (RHCs) 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 (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. Thanks to the RHCs, many of these rural communities' most disenfranchised 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 offers advanced, high quality health care in an at-home setting by operating 14 home health agencies and nine hospices. In 2020, care, compassion and high-quality services were provided with 204,587 home health visits and 78,641 hospice days. Many of the agencies provide specialized programs and treatment plans, such as wound care, CHF and, diabetes management. Our home health mission is to help patient's recover, regain independence and become as self-sufficient as possible in the comfort of their home. Our hospice mission is to provide whole-person care that envelopes the body, comforts the mind and nurtures the spirit. We are most proud of the following accomplishments in 2020: 1. Implemented Cardinal Health at-Home to provide patient direct supplies 2. Implemented Forcura to create efficiencies for physician orders and intake 3. Received regulatory change of ownership approval for Lodi Home Health to move under Western Health Resources 4. Expanded the Yuba City, CA service area to include the Feather River population 5. Migrated all contracts to Conga to create system standardization 6. Prepared for mandatory Electronic Visit Verification in Hawaii for an anticipated go-live of 8/1/2021 7. Started HCHB optimization 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 ho”

“Physician professional fees: Program service expenses 82,600. Management and general expenses 1,088,182. Fundraising expenses 0. Total expenses 1,170,782. Other medical professional fees: Program service expenses 0. Management and general expenses 545,415. Fundraising expenses 0. Total expenses 545,415. Consulting and other management fees: Program service expenses 3,701,023. Management and general expenses 29,123,364. Fundraising expenses 957,378. Total expenses 33,781,765. Other professional fees non-medical: Program service expenses 550. Management and general expenses 5,654,694. Fundraising expenses 0. Total expenses 5,655,244. Contract labor: Program service expenses 1,180,818. Management and general expenses 8,798,021. Fundraising expenses 0. Total expenses 9,978,839. Repairs & Maintenance: Program service expenses 34,745,988. Management and general expenses 134,912. Fundraising expenses 0. Total expenses 34,880,900. Purchased medical services: Program service expenses 448,841. Management and general expenses 721,401. Fundraising expenses 0. Total expenses 1,170,242. Other purchased services: Program service expenses 16,583,234. Management and general expenses 103,113,203. Fundraising expenses 43,883. Total expenses 119,740,320.”

“BlueZones acquisition adjustment -435,252. Partnership loss reported on Sch K-1 4,024,719.”