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 | |||||
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Total |
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Calendar year
(or fiscal year beginning in)
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(a) 2017 | (b) 2018 | (c) 2019 | (d) 2020 | (e) 2021 | (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)
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(a) 2017 | (b) 2018 | (c) 2019 | (d) 2020 | (e) 2021 | (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) 2017 | (b) 2018 | (c) 2019 | (d) 2020 | (e) 2021 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grants.") . | ||||||
| 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 | ||||||
| 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 | ||||||
| 7a | Amounts included on lines 1, 2, and 3 received from disqualified persons | ||||||
| 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. | ||||||
| c | Add lines 7a and 7b.. | ||||||
| 8 | Public support. (Subtract line 7c from line 6.) | ||||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2017 | (b) 2018 | (c) 2019 | (d) 2020 | (e) 2021 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 9 | Amounts from line 6... | ||||||
| 10a | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources.. | ||||||
| b | Unrelated business taxable income (less section 511 taxes) from businesses acquired after June 30, 1975. | ||||||
| c | Add lines 10a and 10b. | ||||||
| 11 | Net income from unrelated business activities not included on line 10b, whether or not the business is regularly carried on. | ||||||
| 12 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.) .. | ||||||
| 13 | Total support. (Add lines 9, 10c, 11, and 12.).. | ||||||
| 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) |
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| 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): |
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| 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 0.015 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 0.035 | 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 | 1 | |
|
2
Amounts paid to perform activity that directly furthers exempt purposes of supported organizations, in excess of income from activity |
2 | |
| 3 Administrative expenses paid to accomplish exempt purposes of supported organizations | 3 | |
| 4 Amounts paid to acquire exempt-use assets | 4 | |
| 5 Qualified set-aside amounts (prior IRS approval required - provide details in Part VI) | 5 | |
| 6 Other distributions (describe in Part VI). See instructions | 6 | |
| 7Total annual distributions. Add lines 1 through 6. | 7 | |
|
8
Distributions to attentive supported organizations to which the organization is responsive (provide details in Part VI). See instructions |
8 | |
| 9 Distributable amount for 2021 from Section C, line 6 | 9 | |
| 10 Line 8 amount divided by Line 9 amount | 10 | |
| Section E - Distribution Allocations (see instructions) |
(i) Excess Distributions |
(ii) Underdistributions Pre-2021 |
(iii) Distributable Amount for 2021 |
|
|---|---|---|---|---|
| 1 Distributable amount for 2021 from Section C, line 6 | ||||
|
2
Underdistributions, if any, for years prior to 2021 (reasonable cause required-- explain in Part VI). See instructions. |
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| 3 Excess distributions carryover, if any, to 2021: | ||||
| a From 2016....... | ||||
| b From 2017....... | ||||
| c From 2018....... | ||||
| d From 2019....... | ||||
| e From 2020....... | ||||
| fTotal of lines 3a through e | ||||
| g Applied to underdistributions of prior years | ||||
| h Applied to 2021 distributable amount | ||||
|
i
Carryover from 2016 not applied (see instructions) |
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| j Remainder. Subtract lines 3g, 3h, and 3i from line 3f. | ||||
| 4Distributions for 2021 from Section D, line 7: | ||||
| $ | ||||
| a Applied to underdistributions of prior years | ||||
| b Applied to 2021 distributable amount | ||||
| c Remainder. Subtract lines 4a and 4b from line 4. | ||||
|
5
Remaining underdistributions for years prior to 2021, 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 2021. 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 2022. Add lines 3j and 4c. |
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| 8 Breakdown of line 7: | ||||
| a Excess from 2017..... | ||||
| b Excess from 2018..... | ||||
| c Excess from 2019..... | ||||
| d Excess from 2020..... | ||||
| e Excess from 2021..... | ||||
| Facts And Circumstances Test |
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| Return Reference | Explanation |
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| 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 I, LINE 20 | THE INSTITUTE LEASES ITS LA JOLLA FACILITY UNDER AN OPERATING LEASE AGREEMENT THAT EXPIRES IN APRIL 2028. WHI ADOPTED THE NEW LEASE STANDARD ASC 842 AT THE BEGINNING OF 2021. IN ACCORDANCE WITH ASC 842, THE INSTITUTE RECOGNIZES A RIGHT-OF-USE ASSET AND LEASE LIABILITY IN THE BALANCE SHEET RELATED TO THE OPERATING LEASE. THIS RESULTS IN AN INCREASE IN TOTAL ASSETS AND TOTAL LIABILITIES ON THE BALANCE SHEETS. |
| FORM 990, PART III, LINE 4A, (CONTINUATION): | THE SPECIFIC AIMS FOR THE 2021 VBC HOMELAN WERE TO DEPLOY AND MEASURE METHODS DESIGNED TO REDUCE HOSPITALIZATIONS AND ED VISITS, ENABLING SENIORS TO REMAIN IN THEIR HOMES AND COMMUNITIES, AND PROGRESS FINANCIAL SUSTAINABILITY OF THE ACUTE CARE AT HOME PROGRAMS. FOR THE 2021 ROSTER WE CHOSE SIX EXCEPTIONAL RISK-BASED COLLABORATORS, INCLUDING HOSPITAL-BASED PARTNERS UNITYPOINT HEALTH (IOWA), INTEGRA (RHODE ISLAND), HEALTHPARTNERS (MINNESOTA), AND MOUNT SINAI (NEW YORK), AS WELL AS COMMUNITY-BASED PARTNERS INTEGRATED HEALTHCARE ALLIANCE (CALIFORNIA) AND VISITING NURSE ASSOCIATION HEALTH GROUP (NEW JERSEY). THE STRATEGY WAS TO FOCUS ON TEAMS THAT CONTINUED TO EMBRACE MORE FINANCIAL RISK AND EXHIBITED A TRACK RECORD OF RESEARCHING AND DEPLOYING CARE IMPROVEMENT IN ITERATIVE ROUNDS OF IMPROVEMENT. THE OVERALL 2021 VBC HOMELAN RESULTS EXCEEDED OUR EXPECTATIONS. A DASHBOARD WAS DEPLOYED TO METHODICALLY COLLECT AND STANDARDIZE DATA GENERATED BY THESE MODELS. THE INSTITUTE COLLECTED THE TOP-LEVEL RESULTS OF AVERTED VISITS AND GROSS COSTS AND DEVELOPED THE ABILITY TO TRACK AND ANALYZE THE NET FINANCIAL IMPACT TO BOTH MEDICARE AND THE PROVIDERS. FOR THE SIX ORGANIZATIONS OVER 10 MONTHS, DATA INDICATED THAT OVER 906 EMERGENCY ROOM VISITS AND OVER 529 INPATIENT HOSPITAL ADMISSIONS WERE AVOIDED, FOR A COLLECTIVE TOP-LINE (GROSS) SAVINGS TO MEDICARE OF OVER $8.4M. THE INSTITUTE'S FOCUS ON MEASURING NET SAVINGS FURTHER EXTENDED THE RESILIENCY OF OUR COLLABORATORS AND THEIR ABILITY TO SCALE THE PROGRAMS IN TERMS OF FOSTERING SUSTAINABLE DELIVERY OF COST-LOWERING PROGRAMS. SENIOR-APPROPRIATE CHRONIC CARE RESEARCH SYSTEMATICALLY ADDRESSING THE ONGOING COMPLEX MEDICAL, BEHAVIORAL, AND SOCIAL NEEDS OF OLDER ADULTS IN A COST-EFFECTIVE MANNER WHILE ENSURING THAT WHAT MATTERS MOST TO THEM IS TAKEN INTO ACCOUNT IS AN IMPORTANT PART OF THE INSTITUTE'S RESEARCH. THESE ACTIVITIES COVER A VARIETY OF AREAS. RESEARCH PROJECT: LEARNING AND DEPLOYING OPTIMIZED CARE IN THE PACE SETTING: THE PROGRAM OF ALL-INCLUSIVE CARE FOR THE ELDERLY (PACE) IS A FEDERALLY FUNDED AND REGULATED PROGRAM THAT PROVIDES WRAP-AROUND MEDICAL AND SOCIAL SERVICES FOR SENIORS WHO WOULD OTHERWISE NEED NURSING HOME LEVEL CARE. MANAGING THE CHRONIC CONDITIONS AND NEEDS OF THIS HIGH-COST, HIGH-NEED POPULATION SEGMENT REQUIRES COORDINATED CARE TO ENABLE AGING-IN-PLACE AT HOME. THE INSTITUTE IS WORKING TO DEVELOP AND EXECUTE ON AN INNOVATIVE PROGRAM OF APPLIED MEDICAL RESEARCH STUDIES TO BETTER UNDERSTAND AND EXPLORE HOW CARE CAN BE INCREASINGLY DELIVERED WITH HIGH EFFICIENCY (INCLUDING COST EFFICIENCY) AND QUALITY AT PACE. BUILDING SYSTEMS TO GATHER DATA AND TEST HYPOTHESES (POPULATION HEALTH RESEARCH DASHBOARDS) BUILDING ON WEST HEALTH INSTITUTE'S EXISTING WORK TO ADVANCE THE USE OF DATA AND ANALYTICAL TOOLS SUCH AS DECISION-SUPPORT DASHBOARDS, THE INSTITUTE IS ESTABLISHING CLINICAL AND OPERATIONAL DASHBOARDS FOR USE IN PACE PROGRAMS. PACE PROGRAMS HAVE HISTORICALLY HAD A DIFFICULT TIME COLLECTING AND USING DATA TO INFORM DECISION-MAKING, LARGELY DUE TO INFORMATION BEING SILOED IN ONE OF MANY (OFTEN 7-10) DIFFERENT DATABASES. OUR RESEARCH HYPOTHESIS IS THAT BRINGING TOGETHER AND ORGANIZING DATA FROM A VARIETY OF DATABASES INTO ONE SYSTEM WILL ALLOW US TO DELIVER JUST-IN-TIME METRICS IN AN EASY-TO-CONSUME MANNER. FURTHER, BY DOING THIS, WE WILL HELP PACE CLINICAL AND ADMINISTRATIVE STAFF BETTER CHARACTERIZE AREAS OF NEED, DELIVER TARGETED SERVICES MORE EFFICIENTLY AND EFFECTIVELY TO THE MOST AT-RISK PACE PARTICIPANTS, AND ASSESS THE UTILITY OF THESE INTERVENTIONS. IN 2021, TWO DASHBOARDS WERE COMPLETED AND MADE AVAILABLE. THESE DASHBOARDS WERE PRIORITIZED BECAUSE THEY ARE TWO OF THE MOST CLINICALLY IMPORTANT AND FINANCIALLY RELEVANT AREAS FOR PACE: 1) UTILIZATION AND COSTS RELATED TO EMERGENCY DEPARTMENT VISITS AND HOSPITALIZATION, AND 2) TELEHEALTH COSTS AND UTILIZATION (BOTH PACE-INTERNAL AND WITH OUTSIDE SPECIALISTS). TWO ADDITIONAL DASHBOARDS WERE >80% COMPLETE AS OF 2021 END-OF-YEAR:1) A FINANCIAL DASHBOARD THAT DISPLAYS KEY INCOME AND EXPENSE DATA, AND 2) A TRANSPORTATION DASHBOARD THAT DISPLAYS COST AND UTILIZATION OF SCHEDULED AND UNSCHEDULED TRANSPORTATION (A LARGE COST DRIVER FOR THE PROGRAM, PARTICULARLY DURING THE PUBLIC HEALTH EMERGENCY). AN EVALUATION PLAN WAS ALSO CREATED AND DEPLOYED TO TRACK THE USAGE AND USEFULNESS OF THE DASHBOARDS OVER TIME. TESTING NEW INTERVENTIONS (REDUCING POTENTIALLY AVOIDABLE HOSPITAL AND EMERGENCY DEPARTMENT ADMISSIONS) A PACE CLINIC IS TYPICALLY EQUIPPED WITH SOME DEGREE OF AGILE RESPONSE INFRASTRUCTURE, INCLUDING SAME-DAY APPOINTMENTS, TRANSPORTATION TO AND FROM THE CLINIC, AND A CREW OF SOCIAL WORKERS, PROVIDERS, AND PHYSICAL/OCCUPATIONAL THERAPISTS TO MEET THE NEEDS OF THEIR PARTICIPANTS. HOWEVER, BECAUSE SOME PACE PARTICIPANTS REMAIN CONDITIONED TO CALL 911 IN AN EMERGENCY, IN 2021 THE INSTITUTE EXPLORED OPPORTUNITIES TO INTERCEPT PARTICIPANTS' NON-LIFE-THREATENING MEDICAL CONCERNS USING A MOBILE HEALTH/COMMUNITY PARAMEDICINE SERVICE. SPECIFICALLY, WE CONDUCTED A PILOT STUDY TO INVESTIGATE THE FEASIBILITY OF USING A SUCH A SERVICE TO PROVIDE SCHEDULED AND ON-DEMAND VISITS TO PARTICIPANT'S HOMES. THIS STUDY WAS DESIGNED TO BOTH DETERMINE THE OPTIMAL WORKFLOWS FOR USING MOBILE HEALTH AND THEN PERFORM A PRE/POST ASSESSMENT ON EFFECTIVENESS OF THIS INTERVENTION. THOUGH THERE WERE LOW ACUTE ACTIVATIONS OF THE SERVICE, WE FOUND USING THIS SERVICE WAS FEASIBLE AND OFFERED OPPORTUNITIES TO IDENTIFY CLINICAL PROBLEMS BEFORE THEY BECAME SEVERE ENOUGH TO WARRANT AN ED VISIT. NEARING THE END OF 2021, ED VISITS AND HOSPITALIZATIONS FOR PACE PARTICIPANTS WERE TRENDING DOWNWARD. LIKE ALL OF OUR WORK, THESE RESULTS WILL BE SHARED TO ENABLE INFORMED DECISION MAKING BY OTHER PACE AND COMPLEX-CARE DELIVERY ORGANIZATIONS. RESEARCH PROJECT: HOME-BASED MONITORING HOME-BASED PRIMARY CARE (HBPC) IS A MULTIDISCIPLINARY ONGOING CARE STRATEGY FOR PROVIDING IN-HOME TREATMENT PRIMARILY TO ADDRESS MEDICALLY COMPLEX HOMEBOUND SENIORS' NEEDS. RECENT STUDIES HAVE DEMONSTRATED THAT HBPC CAN BE A COST-EFFECTIVE STRATEGY FOR DELIVERING CARE TO FRAIL PATIENTS WHILE MAINTAINING OR IMPROVING QUALITY OF CARE AND PATIENT SATISFACTION. THIS PAST YEAR (2021) SAW THE CONCLUSION OF WHI'S MULTI-YEAR RESEARCH COLLABORATION WITH NORTHWELL HEALTH'S HOUSE CALLS PROGRAM, THE "HOME-BASED MONITORING TO ENHANCE AND SCALE A HIGH-TOUCH HOME-BASED PRIMARY CARE PROGRAM." THE RESEARCH AIMED TO EXPAND THE PATIENT CENSUS IN THE HOUSE CALLS PRACTICE OF NEW YORK STATE'S LARGEST MULTI-HOSPITAL HEALTH SYSTEM THROUGH REDESIGN OF SCHEDULED IN-HOME VISITS USING A NEW, INNOVATIVE CARE TEAM COMPOSITION AND TELEHEALTH TECHNOLOGY. IN 2021, THE HOUSE CALLS PRACTICE CONTINUED TO SERVE ITS FRAIL, HOMEBOUND SENIORS USING THIS NEW MODEL OF CARE. DISSEMINATION EFFORTS TO SUPPORT THE GROWTH OF THIS MODEL TO OTHER PRACTICES RESULTED IN A PUBLISHED PEER-REVIEWED PAPER "EMERGENCY MEDICAL TECHNICIAN-FACILITATED TELEHEALTH VISITS: A NEW MODEL TO EXPAND HOME-BASED PRIMARY CARE FOR HOMEBOUND SENIORS" IN TELEHEALTH AND MEDICINE TODAY AND AN IMPLEMENTATION GUIDE, "A PRACTICAL GUIDE TO EXPANDING HOME-BASED PRIMARY CARE WITH TELEHEALTH" RESEARCH PROJECT: COMPARISON OF TELEHEALTH AND IN-PERSON CARE TELEHEALTH RESEARCH IS AN IMPORTANT AREA OF FOCUS IN ADVANCING THE HEALTH NEEDS OF SENIORS. IN THE WAKE OF THE PANDEMIC, TELEHEALTH ENCOUNTERS HAVE INCREASED, AND IT IS ESSENTIAL TO BETTER CHARACTERIZE THE ATTRIBUTES OF TELEHEALTH AS IT RELATES TO CARE FOR OLDER ADULTS. THE YEAR 2021 SAW THE CULMINATION OF A MULTI-YEAR, MULTI-COLLABORATOR EFFORT LED BY WHI TO EXAMINE THE EFFICACY OF TELEHEALTH ENCOUNTERS VS. IN-PERSON VISITS IN RESOLVING CARE NEEDS FOR SENIORS. PERFORMED IN CONJUNCTION WITH THREE LARGE HOSPITAL HEALTH SYSTEMS: KAISER, JEFFERSON HEALTH, AND SPECTRUM HEALTH, AND PUBLISHED IN THE JOURNAL OF TELEMEDICINE AND TELECARE AS "URGENT/NON-EMERGENT TELEHEALTH CARE FOR SENIORS: FINDINGS FROM A MULTI-SITE IMPACT STUDY" (APRIL 2021), THE STUDY EXAMINED OVER 300,000 ENCOUNTERS OVER 3 YEARS AND DEMONSTRATED THAT TELEHEALTH WAS SUCCESSFUL IN RESOLVING URGENT AND NON-EMERGENT NEEDS IN ROUGHLY 85% OF CASES. WHEN VISITS REQUIRED FOLLOW-UP, OVER 95% WERE RESOLVED IN LESS THAN THREE VISITS FOR BOTH TELEHEALTH AND IN-PERSON COHORTS. REGARDLESS OF REIMBURSEMENT AND OPERATIONAL MODELS, VISIT TELEHEALTH RESOLUTION RATES WERE SIMILAR TO IN-PERSON CARE. THESE FINDINGS BOTH REINFORCE THAT TELEHEALTH IS AN EFFECTIVE AND VIABLE CARE MODALITY FOR SENIORS TO UTILIZE AS WELL AS THE NEED FOR STRUCTURED MEDICAL RESEARCH TO CREATE RELIABLE DATA WHICH CAN BE USED IN THE EVALUATION OF NEW MODELS OF CARE. |
| FORM 990, PART VI, SECTION A, LINE 2 | THE MAJORITY OF THE CURRENT DIRECTORS AND OFFICERS HAVE A "BUSINESS RELATIONSHIP" AS DEFINED IN THE FORM 990 INSTRUCTIONS, WITH EACH OF THE OTHER CURRENT OFFICERS AND DIRECTORS BECAUSE OF POSITIONS THEY HOLD WITH AFFILIATED ORGANIZATIONS. |
| FORM 990, PART VI, SECTION A, LINE 3 | GARY AND MARY WEST MANAGEMENT COMPANY, INC., ("WMC") IS A NON-PROFIT, TAXABLE ENTITY THAT PROVIDES SERVICES TO AFFILIATED ORGANIZATIONS. CERTAIN SUPERVISORY, FINANCIAL AND OTHER ADMINISTRATIVE FUNCTIONS ARE PREFORMED BY EMPLOYEES OF GARY AND MARY WEST MANAGEMENT COMPANY, INC. SALLY HALLAK, SIOBHAN GRAHAM (THRU 9/24/2021), AND JONATHAN ZIFFERBLATT ARE OFFICERS OF WHI AND RELATED ORGANIZATIONS BUT ARE DIRECT EMPLOYEES OF WMC. (REFER TO SCHEDULE J). TOTAL OFFICER COMPENSATION PAID TO THESE OFFICERS IS $979,632 |
| FORM 990, PART VI, SECTION A, LINE 6 | THE ORGANIZATION IS A NON-PROFIT, NON-STOCK CORPORATION WITH THREE MEMBERS DURING 2021. ONE INCORPORATED MEMBER DESIGNATED AS A PERMANENT MEMBER, THE GARY AND MARY WEST FOUNDATION, AND TWO NON-INCORPORATED MEMBERS WHICH ARE ELECTED AND TERM-BASED MEMBERS, JAMES K HASSON AND THOMAS CULHANE. ADDITIONALLY, MEMBERS APPOINT AND CAN REMOVE DIRECTORS. |
| FORM 990, PART VI, SECTION A, LINE 7A | THE MEMBERS OF THE ORGANIZATION HAVE THE AUTHORITY TO ELECT AND REMOVE MEMBERS OF THE GOVERNING BODY. |
| FORM 990, PART VI, SECTION A, LINE 7B | THE FOLLOWING DECISIONS REQUIRE MEMBER APPROVAL: 1. THE DISSOLUTION, LIQUIDATION, MERGER, CONSOLIDATION, RECAPITALIZATION OR OTHER REORGANIZATION OF THE CORPORATION; 2. THE SALE, LEASE OR EXCHANGE OF ALL OR SUBSTANTIALLY ALL OF THE PROPERTY OF THE CORPORATION; AND 3. ANY CHANGES PROPOSED TO BE MADE BY THE CORPORATION'S BOARD OF DIRECTORS TO THE CORPORATION'S CERTIFICATE OF INCORPORATION OR BYLAWS. |
| FORM 990, PART VI, SECTION B, LINE 11B | THE FORM 990 INFORMATION WAS COMPILED FROM THE ORGANIZATION'S CORPORATE AND ACCOUNTING RECORDS AND PROVIDED TO THE ORGANIZATION'S OUTSIDE TAX PREPARER. THE COMPLETED FORM 990 WAS REVIEWED BY THE ORGANIZATION'S CFO, OUTSIDE LEGAL COUNSEL AND CEO. UPON SATISFACTORY COMPLETION OF THE INTERNAL REVIEW PROCESS, A DRAFT OF THE FORM 990 WAS CIRCULATED TO THE ORGANIZATION'S AUDIT COMMITTEE AND BOARD OF DIRECTORS FOR REVIEW. THE FORM 990 WAS THEN FILED WITH THE INTERNAL REVENUE SERVICE. |
| FORM 990, PART VI, SECTION B, LINE 12C | THE DIRECTORS AND OFFICERS OF THE INSTITUTE MET REGULARLY THROUGHOUT 2021 AND DISCUSSED ALL ACTUAL AND POTENTIAL CONFLICTS OF INTEREST THAT EXISTED WITH RESPECT TO OTHER NON-PROFIT AND BUSINESS ORGANIZATIONS. THE DIRECTORS AND OFFICERS ALSO COLLECTED ANNUAL WRITTEN CONFLICT OF INTEREST STATEMENTS FROM ALL DIRECTORS AND OFFICERS. NO FAILURES OF COMPLIANCE WITH THE POLICY WERE FOUND. |
| FORM 990, PART VI, SECTION B, LINE 15 | THE ORGANIZATION HAS A COMPENSATION APPROVAL PROCESS FOR ITS EMPLOYEES. FOR THOSE PAID IN EXCESS OF $100,000, A BASIC COMPENSATION STUDY IS PERFORMED AND COMPENSATION RANGES ARE REQUIRED TO BE APPROVED BY THE BOARD OF DIRECTORS. FOR THOSE PAID IN EXCESS OF $250,000, SUCH AS THE CEO, AN ENHANCED STUDY OF COMPARABLE COMPENSATION IS PERFORMED AND THE BOARD OF DIRECTORS REVIEWS AND APPROVES COMPENSATION LEVELS. THE ORGANIZATION HAS ALSO RETAINED THE SERVICES OF AN OUTSIDE COMPENSATION CONSULTANT. THE MOST RECENT REVIEW WAS DONE IN 2021. |
| FORM 990, PART VI, SECTION C, LINE 19 | THE ORGANIZATION MAKES ITS CERTIFICATE OF INCORPORATION AND AUDITED FINANCIAL STATEMENTS AVAILABLE TO THE PUBLIC UPON THE REQUEST FOR SUCH DOCUMENTS. |
| FORM 990, PART VII: | THE ORGANIZATION HAS A MANAGEMENT SERVICES AGREEMENT WITH THE GARY AND MARY WEST MANAGEMENT COMPANY, INC., A RELATED NON-PROFIT CORPORATION, WHEREBY THE GARY AND MARY WEST MANAGEMENT COMPANY, INC. PROVIDES CERTAIN ADMINISTRATIVE SUPPORT SERVICES TO THE ORGANIZATION. SUCH SERVICES INCLUDE THAT OF VARIOUS SENIOR MANAGEMENT ROLES. THE BELOW OFFICER'S COMPENSATION FROM GARY AND MARY WEST FOUNDATION WERE PRORATED AND REPORTED ON PART VII: SHELLEY LYFORD, TIMOTHY LASH AND ZIA AGHA. THE PERIOD THAT GARY AND MARY WEST FOUNDATION WAS CONSIDERED A RELATED PARTY IS 01/01/2021-12/8/2021. |
| FORM 990, PART IX, LINE 11G | OTHER CONSULTANTS: PROGRAM SERVICE EXPENSES 856,108. MANAGEMENT AND GENERAL EXPENSES 1,269,948. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 2,126,056. RESEARCH STUDIES: PROGRAM SERVICE EXPENSES 7,052,627. MANAGEMENT AND GENERAL EXPENSES 0. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 7,052,627. OTHER: PROGRAM SERVICE EXPENSES 0. MANAGEMENT AND GENERAL EXPENSES 630. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 630. STAKEHOLDER COMMUNICATIONS: PROGRAM SERVICE EXPENSES 3,500. MANAGEMENT AND GENERAL EXPENSES 26,656. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 30,156. |
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