Attach to Form 990 or Form 990-EZ.
Go to
www.irs.gov/Form990 for instructions and the latest information.
| (i) Name of supported organization | (ii) EIN | (iii) Type of organization (described on lines 1- 10 above (see instructions)) | (iv) Is the organization listed in your governing document? | (v) Amount of monetary support (see instructions) | (vi) Amount of other support (see instructions) | |
|---|---|---|---|---|---|---|
| Yes | No | |||||
|
Total |
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Calendar year (or fiscal year beginning in) ![]() |
(a) 2015 | (b) 2016 | (c) 2017 | (d) 2018 | (e) 2019 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grant.") .. | ||||||
| 2 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf.... | ||||||
| 3 | The value of services or facilities furnished by a governmental unit to the organization without charge.. | ||||||
| 4 | Total. Add lines 1 through 3 | ||||||
| 5 | The portion of total contributions by each person (other than a governmental unit or publicly supported organization) included on line 1 that exceeds 2% of the amount shown on line 11, column (f).. | ||||||
| 6 | Public support. Subtract line 5 from line 4. | ||||||
Calendar year
(or fiscal year beginning in) ![]() |
(a) 2015 | (b) 2016 | (c) 2017 | (d) 2018 | (e) 2019 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 7 | Amounts from line 4.. | ||||||
| 8 | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources... | ||||||
| 9 | Net income from unrelated business activities, whether or not the business is regularly carried on.. | ||||||
| 10 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.).. | ||||||
| 11 | Total support. Add lines 7 through 10 | ||||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2015 | (b) 2016 | (c) 2017 | (d) 2018 | (e) 2019 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grants.") . | 100 | 50,000 | 96,561 | 7,311,552 | 795,492 | 8,253,705 |
| 2 | Gross receipts from admissions, merchandise sold or services performed, or facilities furnished in any activity that is related to the organization's tax-exempt purpose | 293,372,514 | 289,039,507 | 263,827,180 | 241,640,379 | 339,571,640 | 1,427,451,220 |
| 3 | Gross receipts from activities that are not an unrelated trade or business under section 513 ..... | ||||||
| 4 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf... | ||||||
| 5 | The value of services or facilities furnished by a governmental unit to the organization without charge | ||||||
| 6 | Total. Add lines 1 through 5 | 293,372,614 | 289,089,507 | 263,923,741 | 248,951,931 | 340,367,132 | 1,435,704,925 |
| 7a | Amounts included on lines 1, 2, and 3 received from disqualified persons | 6,349,290 | 4,259,278 | 6,178,041 | 8,120,494 | 24,907,103 | |
| b | Amounts included on lines 2 and 3 received from other than disqualified persons that exceed the greater of $5,000 or 1% of the amount on line 13 for the year. | 0 | |||||
| c | Add lines 7a and 7b.. | 6,349,290 | 4,259,278 | 6,178,041 | 8,120,494 | 24,907,103 | |
| 8 | Public support. (Subtract line 7c from line 6.) | 1,410,797,822 | |||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2015 | (b) 2016 | (c) 2017 | (d) 2018 | (e) 2019 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 9 | Amounts from line 6... | 293,372,614 | 289,089,507 | 263,923,741 | 248,951,931 | 340,367,132 | 1,435,704,925 |
| 10a | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources.. | 50,242,418 | 57,028,162 | 8,329,768 | 2,629,457 | 5,992,756 | 124,222,561 |
| b | Unrelated business taxable income (less section 511 taxes) from businesses acquired after June 30, 1975. | ||||||
| c | Add lines 10a and 10b. | 50,242,418 | 57,028,162 | 8,329,768 | 2,629,457 | 5,992,756 | 124,222,561 |
| 11 | Net income from unrelated business activities not included in line 10b, whether or not the business is regularly carried on. | 549,535 | 272,887 | 517,858 | 573,287 | 0 | 1,913,567 |
| 12 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.) .. | 1,650,159 | 1,997,795 | 660,599 | 15,292,368 | 19,600,921 | |
| 13 | Total support. (Add lines 9, 10c, 11, and 12.).. | 345,814,726 | 348,388,351 | 272,771,367 | 252,815,274 | 361,652,256 | 1,581,441,974 |
| Section A - Adjusted Net Income | (A) Prior Year |
(B) Current Year (optional) |
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| 1 | Net short-term capital gain | 1 | ||||
| 2 | Recoveries of prior-year distributions | 2 | ||||
| 3 | Other gross income (see instructions) | 3 | ||||
| 4 | Add lines 1 through 3 | 4 | ||||
| 5 | Depreciation and depletion | 5 | ||||
| 6 | Portion of operating expenses paid or incurred for production or collection of gross income or for management, conservation, or maintenance of property held for production of income (see instructions) | 6 | ||||
| 7 | Other expenses (see instructions) | 7 | ||||
| 8 | Adjusted Net Income (subtract lines 5, 6 and 7 from line 4) | 8 | ||||
| Section B - Minimum Asset Amount | (A) Prior Year |
(B) Current Year (optional) |
||||
| 1 | Aggregate fair market value of all non-exempt-use assets (see instructions for short tax year or assets held for part of year): | 1 | ||||
| a | Average monthly value of securities | 1a | ||||
| b | Average monthly cash balances | 1b | ||||
| c | Fair market value of other non-exempt-use assets | 1c | ||||
| d | Total (add lines 1a, 1b, and 1c) | 1d | ||||
| e |
Discount claimed for blockage or other factors (explain in detail in Part VI): |
|||||
| 2 | Acquisition indebtedness applicable to non-exempt use assets | 2 | ||||
| 3 | Subtract line 2 from line 1d | 3 | ||||
| 4 | Cash deemed held for exempt use. Enter 1-1/2% of line 3 (for greater amount, see instructions). | 4 | ||||
| 5 | Net value of non-exempt-use assets (subtract line 4 from line 3) | 5 | ||||
| 6 | Multiply line 5 by .035 | 6 | ||||
| 7 | Recoveries of prior-year distributions | 7 | ||||
| 8 | Minimum Asset Amount (add line 7 to line 6) | 8 | ||||
| Section C - Distributable Amount | Current Year | |||||
| 1 | Adjusted net income for prior year (from Section A, line 8, Column A) | 1 | ||||
| 2 | Enter 85% of line 1 | 2 | ||||
| 3 | Minimum asset amount for prior year (from Section B, line 8, Column A) | 3 | ||||
| 4 | Enter greater of line 2 or line 3 | 4 | ||||
| 5 | Income tax imposed in prior year | 5 | ||||
| 6 | Distributable Amount. Subtract line 5 from line 4, unless subject to emergency temporary reduction (see instructions) | 6 | ||||
| Section D - Distributions | Current Year | |
|---|---|---|
| 1 Amounts paid to supported organizations to accomplish exempt purposes | ||
|
2
Amounts paid to perform activity that directly furthers exempt purposes of supported organizations, in excess of income from activity |
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| 3 Administrative expenses paid to accomplish exempt purposes of supported organizations | ||
| 4 Amounts paid to acquire exempt-use assets | ||
| 5 Qualified set-aside amounts (prior IRS approval required) | ||
| 6 Other distributions (describe in Part VI). See instructions | ||
| 7Total annual distributions. Add lines 1 through 6. | ||
|
8
Distributions to attentive supported organizations to which the organization is responsive (provide details in Part VI). See instructions |
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| 9 Distributable amount for 2019 from Section C, line 6 | ||
| 10 Line 8 amount divided by Line 9 amount | ||
| Section E - Distribution Allocations (see instructions) |
(i) Excess Distributions |
(ii) Underdistributions Pre-2019 |
(iii) Distributable Amount for 2019 |
|
|---|---|---|---|---|
| 1 Distributable amount for 2019 from Section C, line 6 | ||||
|
2
Underdistributions, if any, for years prior to 2019 (reasonable cause required-- explain in Part VI). See instructions. |
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| 3 Excess distributions carryover, if any, to 2019: | ||||
| a From 2014....... | ||||
| b From 2015....... | ||||
| c From 2016....... | ||||
| d From 2017....... | ||||
| e From 2018....... | ||||
| fTotal of lines 3a through e | ||||
| g Applied to underdistributions of prior years | ||||
| h Applied to 2019 distributable amount | ||||
|
i
Carryover from 2014 not applied (see instructions) |
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| j Remainder. Subtract lines 3g, 3h, and 3i from 3f. | ||||
| 4Distributions for 2019 from Section D, line 7: | ||||
| $ | ||||
| a Applied to underdistributions of prior years | ||||
| b Applied to 2019 distributable amount | ||||
| c Remainder. Subtract lines 4a and 4b from 4. | ||||
|
5
Remaining underdistributions for years prior to 2019, if any. Subtract lines 3g and 4a from line 2. If the amount is greater than zero, explain in Part VI. See instructions. |
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|
6
Remaining underdistributions for 2019. Subtract lines 3h and 4b from line 1. If the amount is greater than zero, explain in Part VI. See instructions. |
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7 Excess distributions carryover to 2020. Add lines 3j and 4c. |
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| 8 Breakdown of line 7: | ||||
| a Excess from 2015..... | ||||
| b Excess from 2016..... | ||||
| c Excess from 2017..... | ||||
| d Excess from 2018..... | ||||
| e Excess from 2019..... | ||||
| Facts And Circumstances Test |
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| Return Reference | Explanation |
|---|---|
| Schedule A, Part III, Line 12, Explanation of Other Income: | Settlement proceeds Gain on debt refinancing Miscellaneous revenue |
| Software ID: | |
| Software Version: |
Attach to Form 990 or 990-EZ.
Go to www.irs.gov/Form990 for the latest information.
| Return Reference | Explanation |
|---|---|
| Form 990, Part III, Line 4a: | 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 opportunities. Adventist Health believes that improving the health status of entire populations begins at home. In 2019, Adventist Health entered its seventh year of offering two health plans for employees and their families: the Engaged! Plan and Base Plan. Both plans offer wellness-focused programs and tools, including a wellness website, free health coaching services, fitness activities, nutrition guidance, smoking cessation workshops and more. Participants in the Engaged! Premier program (the voluntary wellness component of the Engaged! Plan) complete a free biometric screening and wellness assessment, and those with high-risk conditions take part in a free care management program that provides support and education. Nearly 94 percent of employees signed up for the Engaged! Premier Program! In 2019 and 4,778 members completed a biometric screening. Whole-person health involves mind, body and spirit. The health plans empower employees, their families and, by extension, the larger community to take an active role in managing their health so they may live vibrant and productive lives. 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 physicians, clinicians and associates is foundational to Care Transformation. For the past 10 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 and Malcolm Baldrige. Physician Alignment Adventist Health operates 280 medical offices 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 foundation 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 500 primary care providers and nearly 700 specialists providing services ranging from Addiction Medicine to Wound CareAudiology to Vascular Surgery. Adventist Health also provides much-needed dental care in nine 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. In each of the past four years we have provided more than two million patient visits in 2020 many of those visits shifted to virtual care to safely continue delivering care in the midst of the COVID-19 pandemic. Patient satisfaction scores skyrocketed as the communities we serve recognized how our physicians and associates were working diligently to get them the medical care they needed. The excellent experience our physicians and Advanced Practice Providers offer patients results in a patient satisfaction Star Rating of 4.6 out of 5 stars. |
| Form 990, Part III, Line 4a (continued): | 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 consumers as well and communicated to our markets as an additional health care resource available amidst the pandemic. Adventist Health is a preferred provider for Virtual Care with the California Department of Corrections and Rehabilitation, serving multiple prison locations through the Virtual Care Care Coordination Center. Strategic Planning In 2020 Adventist Health adopted a 10-year strategic plan which continues our transition from hospital company to health company. Called by our mission of living God's love by inspiring health, wholeness, and hope, and fueled by our people, by 2030, Adventist Health will extend the breadth and depth of our reach, and disrupt the market with impactful and sustainable business models that enable us to grow to touch 10M lives and generate $10B in annual revenue at a 10% margin by: -Empowering individuals to realize their health goals by knowing their needs and delivering consumer-centric solutions - Enabling caregivers to lead disruption of care models to practice effectively and meet individuals' health needs - Leading transformational community movements to bring health and well-being within reach for everyone |
| Form 990, Part VI, Section A, line 4 | 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. |
| Form 990, Part VI, Section A, line 6 | 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. |
| Form 990, Part VI, Section A, line 7a | 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. |
| Form 990, Part VI, Section A, line 7b | Amendments to the Organization's Bylaws require approval by the membership. |
| Form 990, Part VI, Section B, line 11b | 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. |
| Form 990, Part VI, Section B, line 12c | 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. |
| Form 990, Part VI, Section B, line 15 | 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. |
| Form 990, Part VI, Section C, line 19 | 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. |
| Form 990, Part VII: | 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. |
| Form 990, Part IX, line 11g | 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. |
| Form 990, Part XI, line 9: | Net assets of Incentive Health, LLC -1,460,619. |
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