GARY AND MARY WEST HEALTH INSTITUTE: Form 990, tax year 2019
View the entire original 990 at ProPublica ↗
- Organization
- GARY AND MARY WEST HEALTH INSTITUTE (EIN 26-4146730)
- Tax period
- 2019-01-01 to 2019-12-31
- Filed
- 2020-11-05
- IRS object ID
- 202033109349300703
- Schema version
- 2019v5.1
- Source
- Download XML · Original 990 at ProPublica
Every field in the e-filed return. Faint text is the IRS element name, for citing.
- Return header
- Form 990
- Schedule A
- Schedule B
- Schedule C
- Schedule D
- Schedule I
- Schedule J
- Schedule L
- Schedule O
- Schedule R
Return header ReturnHeader
| Field | Value | IRS element (for citing) |
|---|---|---|
| Return | 2020-11-05T05:55:00-06:00 | ReturnTs |
| Tax Period End | 2019-12-31 | TaxPeriodEndDt |
Preparer Firm PreparerFirmGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Preparer Firm EIN | 861065772 | PreparerFirmEIN |
Preparer Firm Name PreparerFirmName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | DELOITTE TAX LLP | BusinessNameLine1Txt |
Preparer US Address PreparerUSAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 655 WEST BROADWAY SUITE 700 | AddressLine1Txt |
| City | SAN DIEGO | CityNm |
| State Abbreviation | CA | StateAbbreviationCd |
| ZIP | 921018590 | ZIPCd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Return Type | 990 | ReturnTypeCd |
| Tax Period Begin | 2019-01-01 | TaxPeriodBeginDt |
Filer Filer
| Field | Value | IRS element (for citing) |
|---|---|---|
| EIN | 264146730 | EIN |
Business Name BusinessName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | GARY AND MARY WEST HEALTH INSTITUTE | BusinessNameLine1Txt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Control | GARY | BusinessNameControlTxt |
| Phone | 8585357000 | PhoneNum |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 10350 NORTH TORREY PINES ROAD | AddressLine1Txt |
| City | LA JOLLA | CityNm |
| State Abbreviation | CA | StateAbbreviationCd |
| ZIP | 92037 | ZIPCd |
Business Officer BusinessOfficerGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Person | SHELLEY LYFORD | PersonNm |
| Person Title | PRESIDENT AND CEO | PersonTitleTxt |
| Phone | 8585357000 | PhoneNum |
| Signature | 2020-10-23 | SignatureDt |
| Discuss With Paid Preparer | Yes (1) | DiscussWithPaidPreparerInd |
Preparer Person PreparerPersonGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Preparer Person | DIANA J MCCUTCHEN | PreparerPersonNm |
| PTIN | P00545657 | PTIN |
| Phone | 6192326500 | PhoneNum |
Filing Security Information FilingSecurityInformation
IP Address IPAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| I Pv4 Address | 68.6.132.105 | IPv4AddressTxt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| IP | 2020-10-23 | IPDt |
| IP Tm | 17:35:43 | IPTm |
| IP Timezone | PD | IPTimezoneCd |
| Filing License Type | P | FilingLicenseTypeCd |
| At Submission Creation Device Id | DA39A3EE5E6B4B0D3255BFEF95601890AFD80709 | AtSubmissionCreationDeviceId |
| At Submission Filing Device Id | 6FA5B03BC636C86651BFAB57B58F8D10054427E9 | AtSubmissionFilingDeviceId |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Tax | 2019 | TaxYr |
| Build TS | 2021-01-29 14:40:06Z | BuildTS |
Form 990 IRS990
| Field | Value | IRS element (for citing) |
|---|---|---|
| Principal Officer | SHELLEY LYFORD | PrincipalOfficerNm |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 10350 NORTH TORREY PINES ROAD | AddressLine1Txt |
| City | LA JOLLA | CityNm |
| State Abbreviation | CA | StateAbbreviationCd |
| ZIP | 92037 | ZIPCd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Gross Receipts | $23,001,748 | GrossReceiptsAmt |
| Group Return For Affiliates | 0 | GroupReturnForAffiliatesInd |
| Organization501c3 | Yes (X) | Organization501c3Ind |
| Website Address | WWW.WESTHEALTH.ORG | WebsiteAddressTxt |
| Type Of Organization Corp | Yes (X) | TypeOfOrganizationCorpInd |
| Formation | 2009 | FormationYr |
| Legal Domicile State | DE | LegalDomicileStateCd |
| Activity Or Mission | CONDUCTING MEDICAL RESEARCH WITH HOSPITALS TO REDUCE HEALTHCARE COSTS WITH A FOCUS ON SENIORS. | ActivityOrMissionDesc |
| Voting Members Governing Body | 3 | VotingMembersGoverningBodyCnt |
| Voting Members Independent | 3 | VotingMembersIndependentCnt |
| Total Employee | 32 | TotalEmployeeCnt |
| Total Volunteers | 5 | TotalVolunteersCnt |
| Total Gross UBI | $0 | TotalGrossUBIAmt |
| Net Unrelated Bus Txbl Incm | $0 | NetUnrelatedBusTxblIncmAmt |
| PY Contributions Grants | $25,750,000 | PYContributionsGrantsAmt |
| CY Contributions Grants | $23,000,000 | CYContributionsGrantsAmt |
| PY Program Service Revenue | $0 | PYProgramServiceRevenueAmt |
| CY Program Service Revenue | $0 | CYProgramServiceRevenueAmt |
| PY Investment Income | $87 | PYInvestmentIncomeAmt |
| CY Investment Income | $920 | CYInvestmentIncomeAmt |
| PY Other Revenue | $75,000 | PYOtherRevenueAmt |
| CY Other Revenue | $828 | CYOtherRevenueAmt |
| PY Total Revenue | $25,825,087 | PYTotalRevenueAmt |
| CY Total Revenue | $23,001,748 | CYTotalRevenueAmt |
| PY Grants And Similar Paid | $47,392 | PYGrantsAndSimilarPaidAmt |
| CY Grants And Similar Paid | $19,280 | CYGrantsAndSimilarPaidAmt |
| PY Benefits Paid To Members | $0 | PYBenefitsPaidToMembersAmt |
| CY Benefits Paid To Members | $0 | CYBenefitsPaidToMembersAmt |
| PY Salaries Comp Emp Bnft Paid | $4,843,533 | PYSalariesCompEmpBnftPaidAmt |
| CY Salaries Comp Emp Bnft Paid | $5,578,561 | CYSalariesCompEmpBnftPaidAmt |
| PY Total Prof Fndrsng Expns | $0 | PYTotalProfFndrsngExpnsAmt |
| CY Total Prof Fndrsng Expns | $0 | CYTotalProfFndrsngExpnsAmt |
| CY Total Fundraising Expense | $0 | CYTotalFundraisingExpenseAmt |
| PY Other Expenses | $21,963,511 | PYOtherExpensesAmt |
| CY Other Expenses | $18,533,484 | CYOtherExpensesAmt |
| PY Total Expenses | $26,854,436 | PYTotalExpensesAmt |
| CY Total Expenses | $24,131,325 | CYTotalExpensesAmt |
| PY Revenues Less Expenses | -$1,029,349 | PYRevenuesLessExpensesAmt |
| CY Revenues Less Expenses | -$1,129,577 | CYRevenuesLessExpensesAmt |
| Total Assets BOY | $12,461,358 | TotalAssetsBOYAmt |
| Total Assets EOY | $9,611,066 | TotalAssetsEOYAmt |
| Total Liabilities BOY | $6,459,282 | TotalLiabilitiesBOYAmt |
| Total Liabilities EOY | $4,738,567 | TotalLiabilitiesEOYAmt |
| Net Assets Or Fund Balances BOY | $6,002,076 | NetAssetsOrFundBalancesBOYAmt |
| Net Assets Or Fund Balances EOY | $4,872,499 | NetAssetsOrFundBalancesEOYAmt |
| Info In Schedule O Part III | Yes (X) | InfoInScheduleOPartIIIInd |
| Mission | MEDICAL RESEARCH WITH HOSPITALS TO LOWER THE COST OF HEALTHCARE AND ENABLE SENIORS TO SUCCESSFULLY AGE, LIVING LIFE ON THEIR OWN TERMS WITH ACCESS TO HIGH-QUALITY HEALTH AND SUPPORT SERVICES THAT PRESERVE AND PROTECT THEIR DIGNITY, QUALITY OF LIFE AND INDEPENDENCE. | MissionDesc |
| Significant New Program Srvc | 0 | SignificantNewProgramSrvcInd |
| Significant Change | 0 | SignificantChangeInd |
| Expense | $16,968,584 | ExpenseAmt |
| Grant | $19,280 | GrantAmt |
| Desc | IN 2019, THE GARY AND MARY WEST HEALTH INSTITUTE ("WHI OR "INSTITUTE") ACTIVELY CONDUCTED APPLIED MEDICAL RESEARCH, IN CONJUNCTION WITH THE HOSPITALS LISTED ON SCHEDULE A, TO GENERATE THE EVIDENCE NEEDED FOR HEALTHCARE PROVIDERS, POLICYMAKERS AND COMMUNITIES TO ADOPT MODELS OF CARE THAT BETTER SERVE SENIORS AND THEIR FAMILIES. THE ORGANIZATION IS COMMITTED TO LOWERING THE COST OF HEALTHCARE AND ENABLING SENIORS TO SUCCESSFULLY AGE IN PLACE WITH ACCESS TO HIGH-QUALITY, AFFORDABLE HEALTH AND SUPPORT SERVICES THAT PRESERVE AND PROTECT THEIR DIGNITY, QUALITY OF LIFE AND INDEPENDENCE.THE INSTITUTE CONTINUED TO ADVANCE A NATIONAL RESEARCH AGENDA TO CREATE HEALTHCARE DELIVERY MODELS AND DRIVE NEW POLICIES AND PRACTICES TO IMPROVE CARE, INCREASE ACCESS AND REDUCE COSTS FOR OUR FAST-GROWING, DIVERSE POPULATION OF SENIORS. IN ADDITION TO ITS COMMITMENT TO LOWER THE COST OF HEALTHCARE, THE INSTITUTE HAS THE FOLLOWING ACTIVE RESEARCH FOCUS AREAS:1. ADVANCING SENIOR-APPROPRIATE ACUTE CARE MODELS - THE INSTITUTE IS RESEARCHING HOW PROVIDING SENIOR-FOCUSED CARE IN AN ACUTE SETTING, SUCH AS IN THE EMERGENCY DEPARTMENT (ED), HOME AND COMMUNITY, CAN HELP SENIORS AGE SUCCESSFULLY.2. ADVANCING SENIOR-APPROPRIATE CHRONIC CARE MODELS - THE INSTITUTE IS EXPLORING HOW TO IMPROVE CARE FOR SENIORS WITH LONG TERM-ILLNESSES AT HOME - WHERE THEY PREFER IT MOST.3. ADVANCING SUPPORTING SERVICES - THE INSTITUTE IS COLLABORATING TO ADVANCE AND INTEGRATE COMMUNITY-BASED SOCIAL SUPPORT PROGRAMS AND NUTRITIONAL SERVICES THAT SUPPORT INDEPENDENCE FOR SENIORS.LOWERING THE COST OF HEALTHCARETHE RISING COST OF HEALTHCARE IS A GROWING ECONOMIC AND PUBLIC HEALTH CRISIS THAT HURTS THE U.S. ECONOMY, THREATENS INDIVIDUAL FINANCIAL SECURITY, COMPROMISES CARE AND REDUCES PATIENT ACCESS. EXCESSIVE SPENDING ON HEALTHCARE PLACES SIGNIFICANT BURDENS ON AMERICAN BUSINESSES AND FAMILY BUDGETS AND ENDANGERS THE FUNDING OF VITAL PROGRAMS SUCH AS MEDICARE AND MEDICAID. RISING COSTS FOR MEDICAL TESTS AND PROCEDURES, PHYSICIAN VISITS, AND HOSPITAL SERVICES DUE TO AN OUTDATED FEE-FOR-SERVICE PAYMENT MODEL THAT REWARDS VOLUME OVER VALUE AND MARKET FAILURES THAT ALLOW EXORBITANT PRICES FOR SERVICES AND PRODUCTS, HAVE MADE HEALTHCARE EXTREMELY EXPENSIVE LEAVING PATIENTS WITH LESS COVERAGE, MORE OUT-OF-POCKET COSTS AND RISING PREMIUMS.MOREOVER, IT IS A COMMON MISCONCEPTION THAT BECAUSE OF MEDICARE COVERAGE SENIORS (OVER 65) IN THE US ARE SHIELDED FROM THE BURDENS OF THE HIGH COST OF HEALTHCARE. OLDER ADULTS, ESPECIALLY VULNERABLE AND FRAIL SENIORS, EXPERIENCE COSTS BOTH DIRECTLY (ONLY A PORTION OF DRUGS AND SERVICES ARE COVERED) AS WELL AS INDIRECTLY VIA PERVERSE INCENTIVES ON HEALTHCARE SYSTEMS THAT DEMAND PROFIT OVER PATIENT OUTCOMES. ULTIMATELY, IT IS ESSENTIAL TO LOWER THE COST OF HEALTHCARE IN THE US IF SENIORS ARE TO SUCCESSFULLY AGE IN AMERICA. GIVEN THE SERIOUS AND URGENT NATURE OF THIS ISSUE, WHI HAS ADDRESSED THE COST OF HEALTH CARE VIA SEVERAL AVENUES. THE INSTITUTE HAS DIRECTLY SUPPORTED WORKSTREAMS FOCUSED ON LOWERING THE COST OF CARE - WHEN APPROPRIATE IN COLLABORATION WITH THE WEST HEALTH POLICY CENTER (WHPC) - AND HAS ALSO PUT SIGNIFICANT EFFORT INTO ENSURING THAT THE MAJORITY OF THE RESEARCH UNDERTAKEN UNDER THE BANNER OF SUCCESSFUL AGING ALSO SPEAKS TO DRIVING VALUE AND COST REDUCTION FOR CARE EXPERIENCED BY SENIORS. OVER THE COURSE OF 2019, WHI ORGANIZED ITS WORK INTO SEVERAL AREAS OF CONCENTRATION, WHICH INCLUDE WORK DESIGNED TO HIGHLIGHT AND BRING ATTENTION TO THE SERIOUSNESS AND URGENCY OF THIS CRISIS AS WELL AS PROPOSE BOLD SOLUTIONS TO MOVE FORWARD. SPECIFICALLY, THREE COMMON SENSE REFORMS - ALLOWING MEDICARE TO DIRECTLY NEGOTIATE PRESCRIPTION DRUG PRICES WITH DRUG COMPANIES, ACCELERATING THE MOVE TO A VALUE-BASED CARE SYSTEM AND INCREASING TRANSPARENCY ABOUT THE VALUE OF SERVICES - WERE ADVANCED AS KEY TO LOWERING HEALTHCARE COSTS, IMPROVING HEALTH OUTCOMES, AND ENABLING THE CREATION OF A SYSTEM THAT IS MORE TRANSPARENT, COMPETITIVE, AFFORDABLE, PERSON-CENTERED, QUALITY-DRIVEN AND SUSTAINABLE.RAISE AWARENESS OF SPENDING CRISIS AND URGENCYTO FOCUS THE ATTENTION OF POLICYMAKERS, ADMINISTRATORS, THE BUSINESS COMMUNITY, AND THE GENERAL PUBLIC ON THE HEALTHCARE CRISIS, WHI LED AND SUPPORTED SEVERAL KEY EFFORTS IN 2019. BUILDING ON EARLIER SUCCESSES WITH PUBLIC SURVEY WORK DONE WITH THE NATIONAL OPINION RESEARCH CENTER AT THE UNIVERSITY OF CHICAGO, THE INSTITUTE IS RESEARCHING THE AMERICAN PUBLIC'S PERCEPTIONS OF HEALTHCARE AND PRESCRIPTION DRUG COSTS THROUGH A THREE-YEAR ENGAGEMENT WITH GALLUP THAT STARTED AT THE END OF 2018 TO DEVELOP A RECURRING NATIONAL SURVEY OF KEY ISSUES REGARDING HEALTHCARE COSTS. IN ADDITION TO DEMOGRAPHIC AND DESCRIPTIVE DATA, AREAS OF FOCUS INCLUDE: * PUBLIC PERCEPTION OF THE US HEALTHCARE SYSTEM FROM COST AND QUALITY PERSPECTIVES * MEDICAL CARE FORGONE DUE TO COSTS * UNDERSTANDING AND TRANSPARENCY OF PRICES FOR DRUGS AND HEALTH PROCEDURES * FINANCIAL BURDEN ON HOUSEHOLDS DUE TO HEALTHCARE COSTS * ENGAGEMENT WITH THE POLITICAL PROCESS AROUND HEALTHCARE COST ISSUESIN 2019, TWO NATIONAL SURVEYS WERE PUBLISHED WITH FULL REPORTS AND SUPPORTING MATERIALS FOR PUBLIC CONSUMPTION TO DRIVE VISIBILITY AND AWARENESS OF THESE ISSUES AND HOW COSTS ARE IMPACTING THE LIVES OF AMERICANS EVERY DAY. THE FIRST GALLUP/WHI SURVEY ON HEALTHCARE COSTS WITH A SAMPLE SIZE OF 3,500 RESPONDENTS WAS UNVEILED AT THE HEALTHCARE INNOVATION SUMMIT (HCI) IN WASHINGTON D.C. IN APRIL AND ACHIEVED A SUBSTANTIAL MEDIA IMPACT, WITH COVERAGE OF THE SURVEY IN MAJOR NATIONAL MEDIA.THE SECOND SURVEY ON HEALTHCARE COSTS, USING A SMALLER SCALE SAMPLE SIZE OF APPROXIMATELY 1,000 RESPONDENTS, WAS RELEASED IN NOVEMBER OF 2019 TO IMPRESSIVE MEDIA COVERAGE, INCLUDING THREE SEPARATE SYNDICATED STORIES IN THE ASSOCIATED PRESS AND SUBSTANTIAL SOCIAL MEDIA DISTRIBUTION AND CITATIONS OF THIS DATA BY ELECTED OFFICIALS AND PRESIDENTIAL CANDIDATES, IN PARTICULAR FOR THE POLL'S STRIKING RESULTS HIGHLIGHTING THE SHARE OF ADULTS WHO REPORTED KNOWING SOMEONE WHO DIED DUE TO THE UNAFFORDABILITY OF CARE.WHI ALSO ACTIVELY CONTRIBUTED TO THE SUCCESS OF THE WELL-ATTENDED 2019 HCI SUMMIT IN WASHINGTON D.C. THE SUMMIT, WHICH FEATURED FORMER GOVERNORS AND ADMINISTRATION HEADS, RESPECTED HEALTHCARE REPORTERS, AND BUSINESS AND HEALTHCARE LEADERS, HAD OVER 1,000 IN-PERSON ATTENDEES AND GARNERED THOUSANDS MORE ONLINE.DEVELOP ACTIONABLE POLICIES TO LOWER DRUG COSTSTRATEGIES TO REDUCE THE RISING COST OF PHARMACEUTICALS HAVE BEEN A KEY COMPONENT OF THE COST OF HEALTHCARE WORK. IN DECEMBER OF 2019, THE HOUSE OF REPRESENTATIVES PASSED LEGISLATION (HR3) THAT WOULD ALLOW MEDICARE TO NEGOTIATE DRUG PRICES. SINCE WHI HAS DEMONSTRATED THROUGH ITS RESEARCH THE POTENTIAL BENEFITS OF DIRECT NEGOTIATION OF DRUG PRICES, IT WAS GRATIFIED TO SEE THE ENACTMENT OF HR3. IN SUPPORT OF BROAD POLICY CHANGES IN THE AREAS OF DRUG PRICING AND SIMILAR AREAS OF HEALTHCARE COST CONCERN, WHI PROVIDED DATA SCIENCE EXPERTISE TO PROJECTS (LED BY WHPC) MODELING THE HEALTH COSTS OF CURRENT DRUG PRICES AS WELL AS ESTIMATES OF THE SAVINGS ASSOCIATED WITH CHANGES IN THE MEDICARE PARTS B AND D PROGRAMS.ADDITIONALLY, WHI COLLABORATED IN DEVELOPING THE EVIDENCE FOR LOWERING PRESCRIPTION DRUG PRICES AND ENSURING THAT THIS EVIDENCE WAS PRESENTED TO APPROPRIATE STAKEHOLDERS IN THE LEGISLATIVE, POLICY, AND MEDIA MILIEU. DEVELOP ACTIONABLE POLICIES TO REDUCE VOLUME INCENTIVES IN FEE-FOR-SERVICEVALUE-BASED CARE (VBC) WHICH INCORPORATES RISK FOR BOTH HEALTH AND SPENDING OUTCOMES INTO PAYMENT RATES HAS THE POTENTIAL TO REDUCE MANY OF THE VOLUME-BASED FINANCIAL INCENTIVES THAT ARE DRIVING UP PER-CAPITA HEALTHCARE COSTS. IN 2019, WHI SUPPORTED AN IMPORTANT COLLABORATION IN WHICH WHPC AND THE DUKE-MARGOLIS CENTER FOR HEALTH POLICY ORGANIZED AND PARTICIPATED IN EXPERT ROUNDTABLES ON STATE AND NATIONAL MODELS OF VBC. THESE THOUGHT-PROVOKING ROUNDTABLES PLAYED A KEY ROLE IN DEVELOPING LANDSCAPE ASSESSMENTS OF SUCCESSFUL MODELS OF VALUE-BASED PAYMENT REFORMS TO SUPPORT THE SPREAD OF VBC AT THE STATE AND NATIONAL LEVELS. TOGETHER WITH A FOCUSED, EXPERT-GUIDED REVIEW OF THE LATEST PAYMENT REFORM EVIDENCE, THE INSTITUTE AND DUKE-MARGOLIS ARE DEVELOPING A ROADMAP FOR IMPROVING CARE VALUE AND REDUCING COSTS THROUGH PAYMENT REFORM. THE ROADMAP IS CURRENTLY IN PUBLICATION/PRODUCTION AND FEATURES ACTIONABLE, PROMISING STEPS TO ADVANCE PAYMENT REFORM, AND TO ENABLE HEALTH CARE ORGANIZATIONS TO SUCCEED IN LOWERING COSTS. IN ADDITION TO THE ABOVE, THE DUKE-MARGOLIS CENTER WAS TASKED TO BUILD ON THEIR PAST WORK INVOLVING A RANGE OF STATES INCLUDING COLLABORATIONS WITH STATE POLICYMAKERS AND RESEARCHERS, CMS, AND HEALTH CARE TRANSFORMATION LEADERS TO DEVELOP A SET OF RESOURCES TO ACCELERATE EFFECTIVE STATE-BASED REFORMS. | Desc |
Prog Srvc Accom Acty2 ProgSrvcAccomActy2Grp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Expense | $438,301 | ExpenseAmt |
| Desc | THE RISING COST OF HEALTHCARE IS A GROWING ECONOMIC AND PUBLIC HEALTH CRISIS THAT HURTS THE U.S. ECONOMY, THREATENS INDIVIDUAL FINANCIAL SECURITY, COMPROMISES CARE AND REDUCES PATIENT ACCESS. EXCESSIVE SPENDING ON HEALTHCARE PLACES SIGNIFICANT BURDENS ON AMERICAN BUSINESSES AND FAMILY BUDGETS AND ENDANGERS THE FUNDING OF VITAL PROGRAMS SUCH AS MEDICARE AND MEDICAID. RISING COSTS FOR MEDICAL TESTS AND PROCEDURES, PHYSICIAN VISITS, AND HOSPITAL SERVICES DUE TO AN OUTDATED FEE-FOR-SERVICE PAYMENT MODEL HAVE MADE HEALTHCARE EXTREMELY EXPENSIVE LEAVING PATIENTS WITH LESS COVERAGE, MORE OUT-OF-POCKET COSTS AND RISING PREMIUMS.TO TACKLE THIS CRITICAL ISSUE, THE WEST HEALTH INSTITUTE CONTINUES TO LEAD EFFORTS TO RAISE AWARENESS OF SPENDING CRISIS AND URGENCY, DEVELOP ACTIONABLE POLICIES TO LOWER DRUG COST AND REDUCE VOLUME INCENTIVES IN FEE-FOR-SERVICE AND DRIVE TRANSPARENCY IN THE HEALTH CARE SYSTEM.TO SUPPLEMENT AND BROADEN THE INSTITUTE'S MEDICAL RESEARCH ACTIVITIES, THE INSTITUTE ALSO PARTICIPATED IN PUBLIC EDUCATION, POLICY WORK AND THE DISSEMINATION OF RESEARCH FINDINGS TO THOSE INTERESTED IN REDUCING THE COST OF HEALTHCARE SERVICES AND DEVELOPING SENIOR-APPROPRIATE ACUTE, CHRONIC CARE AND SUPPORTIVE SERVICE MODELS THAT SUPPORT INDEPENDENCE FOR SENIORS. THE INSTITUTE HAS PROMOTED THE DEVELOPMENT AND IMPLEMENTATION OF POLICIES WHICH ADVANCE TRANSITION OF MODELS OF CARE, HOME-BASED PRIMARY CARE AND PAYMENT MODELS THROUGH CONFERENCE PARTICIPATION AND DIRECT INTERACTION WITH POLICYMAKERS IN BOTH THE REGULATORY AND LEGISLATIVE ARENAS. | Desc |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Program Service Expenses | $17,406,885 | TotalProgramServiceExpensesAmt |
| Described In Section501c3 | Yes (1) | DescribedInSection501c3Ind |
| Schedule B Required | Yes (1) | ScheduleBRequiredInd |
| Political Campaign Acty | 0 | PoliticalCampaignActyInd |
| Lobbying Activities | Yes (1) | LobbyingActivitiesInd |
| Subject To Proxy Tax | 0 | SubjectToProxyTaxInd |
| Donor Advised Fund | 0 | DonorAdvisedFundInd |
| Conservation Easements | 0 | ConservationEasementsInd |
| Collections Of Art | 0 | CollectionsOfArtInd |
| Credit Counseling | 0 | CreditCounselingInd |
| Donor Rstr Or Quasi Endowments | 0 | DonorRstrOrQuasiEndowmentsInd |
| Report Land Building Equipment | Yes (1) | ReportLandBuildingEquipmentInd |
| Report Investments Other Sec | 0 | ReportInvestmentsOtherSecInd |
| Report Program Related Invst | 0 | ReportProgramRelatedInvstInd |
| Report Other Assets | 0 | ReportOtherAssetsInd |
| Report Other Liabilities | Yes (1) | ReportOtherLiabilitiesInd |
| Include FIN48 Footnote | Yes (1) | IncludeFIN48FootnoteInd |
| Independent Audit Fincl Stmt | Yes (1) | IndependentAuditFinclStmtInd |
| Consolidated Audit Fincl Stmt | 0 | ConsolidatedAuditFinclStmtInd |
| School Operating | 0 | SchoolOperatingInd |
| Foreign Office | 0 | ForeignOfficeInd |
| Foreign Activities | 0 | ForeignActivitiesInd |
| More Than5000 K To Org | 0 | MoreThan5000KToOrgInd |
| More Than5000 K To Individuals | 0 | MoreThan5000KToIndividualsInd |
| Professional Fundraising | 0 | ProfessionalFundraisingInd |
| Fundraising Activities | 0 | FundraisingActivitiesInd |
| Gaming Activities | 0 | GamingActivitiesInd |
| Operate Hospital | 0 | OperateHospitalInd |
| Grants To Organizations | Yes (1) | GrantsToOrganizationsInd |
| Grants To Individuals | 0 | GrantsToIndividualsInd |
| Schedule J Required | Yes (1) | ScheduleJRequiredInd |
| Tax Exempt Bonds | 0 | TaxExemptBondsInd |
| Engaged In Excess Benefit Trans | 0 | EngagedInExcessBenefitTransInd |
| PY Excess Benefit Trans | 0 | PYExcessBenefitTransInd |
| Loan Outstanding | 0 | LoanOutstandingInd |
| Grant To Related Person | 0 | GrantToRelatedPersonInd |
| Business Rln With Org Mem | 0 | BusinessRlnWithOrgMemInd |
| Business Rln With Fam Mem | 0 | BusinessRlnWithFamMemInd |
| Business Rln With35 Ctrl Ent | Yes (1) | BusinessRlnWith35CtrlEntInd |
| Deductible Non Cash Contri | 0 | DeductibleNonCashContriInd |
| Deductible Art Contribution | 0 | DeductibleArtContributionInd |
| Terminate Operations | 0 | TerminateOperationsInd |
| Partial Liquidation | 0 | PartialLiquidationInd |
| Disregarded Entity | 0 | DisregardedEntityInd |
| Related Entity | Yes (1) | RelatedEntityInd |
| Related Organization Ctrl Ent | 0 | RelatedOrganizationCtrlEntInd |
| Trnsfr Exmpt Non Chrtbl Rltd Org | 0 | TrnsfrExmptNonChrtblRltdOrgInd |
| Activities Conducted Prtshp | 0 | ActivitiesConductedPrtshpInd |
| Schedule O Required | Yes (1) | ScheduleORequiredInd |
| IRP Document | 55 | IRPDocumentCnt |
| IRP Document W2 G | 0 | IRPDocumentW2GCnt |
| Backup Wthld Compliance | Yes (1) | BackupWthldComplianceInd |
| Employee | 32 | EmployeeCnt |
| Employment Tax Returns Filed | Yes (1) | EmploymentTaxReturnsFiledInd |
| Unrelated Bus Incm Over Limit | 0 | UnrelatedBusIncmOverLimitInd |
| Foreign Financial Account | 0 | ForeignFinancialAccountInd |
| Prohibited Tax Shelter Trans | 0 | ProhibitedTaxShelterTransInd |
| Taxable Party Notification | 0 | TaxablePartyNotificationInd |
| Nondeductible Contributions | 0 | NondeductibleContributionsInd |
| Quid Pro Quo Contributions | 0 | QuidProQuoContributionsInd |
| Form8282 Property Disposed Of | 0 | Form8282PropertyDisposedOfInd |
| Indoor Tanning Services | 0 | IndoorTanningServicesInd |
| Subj To Tax Rmnrtn Ex Prcht Pymt | 0 | SubjToTaxRmnrtnExPrchtPymtInd |
| Subject To Excs Tax Net Invst Inc | 0 | SubjectToExcsTaxNetInvstIncInd |
| Info In Schedule O Part VI | Yes (X) | InfoInScheduleOPartVIInd |
| Governing Body Voting Members | 3 | GoverningBodyVotingMembersCnt |
| Independent Voting Member | 3 | IndependentVotingMemberCnt |
| Family Or Business Rln | Yes (1) | FamilyOrBusinessRlnInd |
| Delegation Of Mgmt Duties | Yes (1) | DelegationOfMgmtDutiesInd |
| Change To Org Documents | 0 | ChangeToOrgDocumentsInd |
| Material Diversion Or Misuse | 0 | MaterialDiversionOrMisuseInd |
| Members Or Stockholders | Yes (1) | MembersOrStockholdersInd |
| Election Of Board Members | Yes (1) | ElectionOfBoardMembersInd |
| Decisions Subject To Approva | Yes (1) | DecisionsSubjectToApprovaInd |
| Minutes Of Governing Body | Yes (1) | MinutesOfGoverningBodyInd |
| Minutes Of Committees | Yes (1) | MinutesOfCommitteesInd |
| Officer Mailing Address | 0 | OfficerMailingAddressInd |
| Local Chapters | 0 | LocalChaptersInd |
| Form990 Provided To Gvrn Body | Yes (1) | Form990ProvidedToGvrnBodyInd |
| Conflict Of Interest Policy | Yes (1) | ConflictOfInterestPolicyInd |
| Annual Disclosure Covered Prsn | Yes (1) | AnnualDisclosureCoveredPrsnInd |
| Regular Monitoring Enfrc | Yes (1) | RegularMonitoringEnfrcInd |
| Whistleblower Policy | Yes (1) | WhistleblowerPolicyInd |
| Document Retention Policy | 0 | DocumentRetentionPolicyInd |
| Compensation Process CEO | Yes (1) | CompensationProcessCEOInd |
| Compensation Process Other | Yes (1) | CompensationProcessOtherInd |
| Investment In Joint Venture | 0 | InvestmentInJointVentureInd |
| States Where Copy Of Return Is Fld | CA | StatesWhereCopyOfReturnIsFldCd |
| States Where Copy Of Return Is Fld | DE | StatesWhereCopyOfReturnIsFldCd |
| Upon Request | Yes (X) | UponRequestInd |
Books In Care Of Detail BooksInCareOfDetail
Business Name BusinessName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | SALLY HALLAK | BusinessNameLine1Txt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Phone | 8585357000 | PhoneNum |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 10350 N TORREY PINES ROAD | AddressLine1Txt |
| City | LA JOLLA | CityNm |
| State Abbreviation | CA | StateAbbreviationCd |
| ZIP | 92037 | ZIPCd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Info In Schedule O Part VII | Yes (X) | InfoInScheduleOPartVIIInd |
Form990 Part VII Section A Form990PartVIISectionAGrp (18 entries)
| TitleTitleTxt | Average Hours Per WeekAverageHoursPerWeekRt | Average Hours Per Week Rltd OrgAverageHoursPerWeekRltdOrgRt | Individual Trustee Or DirectorIndividualTrusteeOrDirectorInd | Reportable Comp From OrgReportableCompFromOrgAmt | Reportable Comp From Rltd OrgReportableCompFromRltdOrgAmt | Other CompensationOtherCompensationAmt | OfficerOfficerInd | Highest Compensated EmployeeHighestCompensatedEmployeeInd | Former Ofcr Director TrusteeFormerOfcrDirectorTrusteeInd |
|---|---|---|---|---|---|---|---|---|---|
| CHARLES SEDERSTROM | |||||||||
| DIRECTOR | 5.00 | 1.00 | Yes (X) | $0 | $0 | $0 | |||
| GARY L WEST | |||||||||
| DIRECTOR, CHAIRMAN | 15.00 | 10.00 | Yes (X) | $0 | $0 | $0 | |||
| MARK MCCLELLAN | |||||||||
| DIRECTOR | 10.00 | 5.00 | Yes (X) | $0 | $0 | $0 | |||
| MICHAEL SCHATZLEIN MD | |||||||||
| DIRECTOR (THROUGH 04/03/2019) | 10.00 | 0.00 | Yes (X) | $0 | $0 | $0 | |||
| NICHOLAS VALERIANI | |||||||||
| DIRECTOR | 15.00 | 5.00 | Yes (X) | $0 | $0 | $0 | |||
| DIANA CAMPAU | |||||||||
| VP COMMUNICATIONS (THROUGH 8/1/2019) | 50.00 | 0.00 | $0 | $278,338 | $34,499 | Yes (X) | |||
| SALLY HALLAK | |||||||||
| SECRETARY | 40.00 | 15.00 | $0 | $211,450 | $20,413 | Yes (X) | |||
| SHELLEY M LYFORD | |||||||||
| PRESIDENT & CEO | 40.00 | 15.00 | $651,217 | $94,929 | $14,450 | Yes (X) | |||
| SIOBHAN GRAHAM | |||||||||
| VP, OPERATIONS & HR | 50.00 | 0.00 | $0 | $208,283 | $21,020 | Yes (X) | |||
| TIMOTHY LASH | |||||||||
| EVP/CHIEF STRATEGY OFFICER | 40.00 | 15.00 | $595,431 | $81,953 | $34,952 | Yes (X) | |||
| WILLIAM T EARLEY | |||||||||
| TREAS,COO &COUNSEL(THROUGH 5/24/19) | 40.00 | 10.00 | $0 | $269,558 | $26,062 | Yes (X) | |||
| ZIA AGHA | |||||||||
| CHIEF MEDICAL OFFICER & EV | 40.00 | 0.00 | $639,985 | $0 | $48,214 | Yes (X) | |||
| ADRIAN KWONG | |||||||||
| PRINCIPAL DATA SECURITY ARCHITECT | 50.00 | 0.00 | $196,656 | $0 | $24,392 | Yes (X) | |||
| AMY STUCK | |||||||||
| SNR DIRECTOR, ACUTE CARE | 50.00 | 0.00 | $186,016 | $0 | $50,261 | Yes (X) | |||
| CHRISTOPHER CROWLEY | |||||||||
| PROGRAM MANAGER | 50.00 | 0.00 | $220,384 | $0 | $32,151 | Yes (X) | |||
| JOSE UNPINGCO | |||||||||
| SR. DIRECTOR DATA SCIENCE | 50.00 | 0.00 | $252,368 | $0 | $38,545 | Yes (X) | |||
| KELLY KO | |||||||||
| DIRECTOR, CLINICAL RESEARCH | 50.00 | 0.00 | $186,271 | $0 | $34,385 | Yes (X) | |||
| JOSEPH M SMITH | |||||||||
| FORMER CO-MANAGER/CMO(THRU 3/31/16) | 0.00 | 50.00 | $0 | $805,361 | $57,634 | Yes (X) | |||
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Reportable Comp From Org | $2,928,328 | TotalReportableCompFromOrgAmt |
| Tot Reportable Comp Rltd Org | $1,949,872 | TotReportableCompRltdOrgAmt |
| Total Other Compensation | $436,978 | TotalOtherCompensationAmt |
| Indiv Rcvd Greater Than100 K | 15 | IndivRcvdGreaterThan100KCnt |
| Former Ofcr Employees Listed | Yes (1) | FormerOfcrEmployeesListedInd |
| Total Comp Greater Than150 K | Yes (1) | TotalCompGreaterThan150KInd |
| Compensation From Other Srcs | 0 | CompensationFromOtherSrcsInd |
Contractor Compensation ContractorCompensationGrp (5 entries)
| Address Line1ContractorAddress/USAddress/AddressLine1Txt | CityContractorAddress/USAddress/CityNm | State AbbreviationContractorAddress/USAddress/StateAbbreviationCd | ZIPContractorAddress/USAddress/ZIPCd | ServicesServicesDesc | CompensationCompensationAmt |
|---|---|---|---|---|---|
| GALLUP INC | |||||
| PO BOX 310284 | DES MOINES | IA | 503310284 | CONSULTANTS | $484,425 |
| WAXMAN STRATEGIES | |||||
| 1150 CONNECTICUT AVE NW SUITE 800 | WASHINGTON | DC | 20036 | CONSULTANTS | $437,300 |
| WILLIAM SCANLON | |||||
| 3055 CROSEN COURT | HERNDON | VA | 20171 | CONSULTANTS | $238,428 |
| COMMUNICATION PARTNERS & ASSOCIATES LLC | |||||
| 7 WORLD TRADE CENTER | NEW YORK | CA | 10007 | CONSULTANTS | $232,000 |
| WEST DEVELOPMENT LLC | |||||
| 5800 ARMADA DR STE 100 | CARLSBAD | CA | 92008 | CONSULTANTS | $171,125 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Cntrct Rcvd Greater Than100 K | 5 | CntrctRcvdGreaterThan100KCnt |
| Related Organizations | $23,000,000 | RelatedOrganizationsAmt |
| Total Contributions | $23,000,000 | TotalContributionsAmt |
Investment Income InvestmentIncomeGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $20 | TotalRevenueColumnAmt |
| Exclusion | $20 | ExclusionAmt |
Royalties Revenue RoyaltiesRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $828 | TotalRevenueColumnAmt |
| Related Or Exempt Func Income | $828 | RelatedOrExemptFuncIncomeAmt |
Gross Amount Sales Assets GrossAmountSalesAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | $900 | OtherAmt |
Less Cost Oth Basis Sales Expnss LessCostOthBasisSalesExpnssGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | $0 | OtherAmt |
Gain Or Loss GainOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | $900 | OtherAmt |
Net Gain Or Loss Investments NetGainOrLossInvestmentsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $900 | TotalRevenueColumnAmt |
| Exclusion | $900 | ExclusionAmt |
Total Revenue TotalRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $23,001,748 | TotalRevenueColumnAmt |
| Related Or Exempt Func Income | $828 | RelatedOrExemptFuncIncomeAmt |
| Unrelated Business Revenue | $0 | UnrelatedBusinessRevenueAmt |
| Exclusion | $920 | ExclusionAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Info In Schedule O Part IX | Yes (X) | InfoInScheduleOPartIXInd |
Grants To Domestic Orgs GrantsToDomesticOrgsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $19,280 | TotalAmt |
| Program Services | $19,280 | ProgramServicesAmt |
Comp Current Ofcr Directors CompCurrentOfcrDirectorsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $1,701,360 | TotalAmt |
| Program Services | $1,297,994 | ProgramServicesAmt |
| Management And General | $403,366 | ManagementAndGeneralAmt |
Other Salaries And Wages OtherSalariesAndWagesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $3,069,652 | TotalAmt |
| Program Services | $2,835,642 | ProgramServicesAmt |
| Management And General | $234,010 | ManagementAndGeneralAmt |
Pension Plan Contributions PensionPlanContributionsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $139,075 | TotalAmt |
| Program Services | $139,088 | ProgramServicesAmt |
| Management And General | -$13 | ManagementAndGeneralAmt |
Other Employee Benefits OtherEmployeeBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $391,284 | TotalAmt |
| Program Services | $366,880 | ProgramServicesAmt |
| Management And General | $24,404 | ManagementAndGeneralAmt |
Payroll Taxes PayrollTaxesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $277,190 | TotalAmt |
| Program Services | $237,353 | ProgramServicesAmt |
| Management And General | $39,837 | ManagementAndGeneralAmt |
Fees For Services Management FeesForServicesManagementGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $2,871,997 | TotalAmt |
| Program Services | $733,439 | ProgramServicesAmt |
| Management And General | $2,138,558 | ManagementAndGeneralAmt |
Fees For Services Legal FeesForServicesLegalGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $109,561 | TotalAmt |
| Program Services | $35,823 | ProgramServicesAmt |
| Management And General | $73,738 | ManagementAndGeneralAmt |
Fees For Services Accounting FeesForServicesAccountingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $75,892 | TotalAmt |
| Management And General | $75,892 | ManagementAndGeneralAmt |
Fees For Services Lobbying FeesForServicesLobbyingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $402,000 | TotalAmt |
| Program Services | $402,000 | ProgramServicesAmt |
Fees For Services Other FeesForServicesOtherGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $11,073,583 | TotalAmt |
| Program Services | $9,202,691 | ProgramServicesAmt |
| Management And General | $1,870,892 | ManagementAndGeneralAmt |
Office Expenses OfficeExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $36,456 | TotalAmt |
| Program Services | $8,016 | ProgramServicesAmt |
| Management And General | $28,440 | ManagementAndGeneralAmt |
Information Technology InformationTechnologyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $509,367 | TotalAmt |
| Program Services | $115,529 | ProgramServicesAmt |
| Management And General | $393,838 | ManagementAndGeneralAmt |
Occupancy OccupancyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $1,787,805 | TotalAmt |
| Program Services | $1,028,936 | ProgramServicesAmt |
| Management And General | $758,869 | ManagementAndGeneralAmt |
Travel TravelGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $514,253 | TotalAmt |
| Program Services | $355,726 | ProgramServicesAmt |
| Management And General | $158,527 | ManagementAndGeneralAmt |
Conferences Meetings ConferencesMeetingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $80,438 | TotalAmt |
| Program Services | $66,649 | ProgramServicesAmt |
| Management And General | $13,789 | ManagementAndGeneralAmt |
Depreciation Depletion DepreciationDepletionGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $551,721 | TotalAmt |
| Program Services | $307,290 | ProgramServicesAmt |
| Management And General | $244,431 | ManagementAndGeneralAmt |
Insurance InsuranceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $89,167 | TotalAmt |
| Program Services | $30,237 | ProgramServicesAmt |
| Management And General | $58,930 | ManagementAndGeneralAmt |
Other Expenses OtherExpensesGrp (4 entries)
| DescDesc | TotalTotalAmt | Program ServicesProgramServicesAmt | Management And GeneralManagementAndGeneralAmt |
|---|---|---|---|
| TELECOMMUNICATIONS/WEB | $172,515 | $112,369 | $60,146 |
| SUBSCRIPTIONS & PUBLICA | $124,082 | $66,884 | $57,198 |
| RECRUITING & RETENTION | $69,721 | $15,997 | $53,724 |
| EQUIPMENT & SUPPLIES | $33,224 | $15,341 | $17,883 |
All Other Expenses AllOtherExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $31,702 | TotalAmt |
| Program Services | $13,721 | ProgramServicesAmt |
| Management And General | $17,981 | ManagementAndGeneralAmt |
Total Functional Expenses TotalFunctionalExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $24,131,325 | TotalAmt |
| Program Services | $17,406,885 | ProgramServicesAmt |
| Management And General | $6,724,440 | ManagementAndGeneralAmt |
| Fundraising | $0 | FundraisingAmt |
Cash Non Interest Bearing CashNonInterestBearingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $4,114,998 | BOYAmt |
| EOY | $7,157,996 | EOYAmt |
Savings And Temp Cash Invst SavingsAndTempCashInvstGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $759,012 | BOYAmt |
| EOY | $9,787 | EOYAmt |
Pledges And Grants Receivable PledgesAndGrantsReceivableGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $5,000,000 | BOYAmt |
| EOY | $0 | EOYAmt |
Accounts Receivable AccountsReceivableGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $150,319 | BOYAmt |
| EOY | $540,820 | EOYAmt |
Prepaid Expenses Defrd Charges PrepaidExpensesDefrdChargesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $900,646 | BOYAmt |
| EOY | $840,065 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Land Bldg Equip Cost Or Other Bss | $10,486,952 | LandBldgEquipCostOrOtherBssAmt |
| Land Bldg Equip Accum Deprec | $9,522,533 | LandBldgEquipAccumDeprecAmt |
Land Bldg Equip Basis Net LandBldgEquipBasisNetGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $1,379,658 | BOYAmt |
| EOY | $964,419 | EOYAmt |
Intangible Assets IntangibleAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $156,725 | BOYAmt |
| EOY | $97,979 | EOYAmt |
Total Assets TotalAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $12,461,358 | BOYAmt |
| EOY | $9,611,066 | EOYAmt |
Accounts Payable Accr Expnss AccountsPayableAccrExpnssGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $5,430,037 | BOYAmt |
| EOY | $4,035,452 | EOYAmt |
Other Liabilities OtherLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $1,029,245 | BOYAmt |
| EOY | $703,115 | EOYAmt |
Total Liabilities TotalLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $6,459,282 | BOYAmt |
| EOY | $4,738,567 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Organization Follows FASB117 | Yes (X) | OrganizationFollowsFASB117Ind |
No Donor Restriction Net Assets NoDonorRestrictionNetAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $6,002,076 | BOYAmt |
| EOY | $1,536,103 | EOYAmt |
Donor Restriction Net Assets DonorRestrictionNetAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| EOY | $3,336,396 | EOYAmt |
Total Net Assets Fund Balance TotalNetAssetsFundBalanceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $6,002,076 | BOYAmt |
| EOY | $4,872,499 | EOYAmt |
Tot Liab Net Assets Fund Balance TotLiabNetAssetsFundBalanceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $12,461,358 | BOYAmt |
| EOY | $9,611,066 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Info In Schedule O Part XI | Yes (X) | InfoInScheduleOPartXIInd |
| Reconcilation Revenue Expnss | -$1,129,577 | ReconcilationRevenueExpnssAmt |
| Donated Services And Use Fclts | $3,000 | DonatedServicesAndUseFcltsAmt |
| Other Changes In Net Assets | -$3,000 | OtherChangesInNetAssetsAmt |
| Method Of Accounting Accrual | Yes (X) | MethodOfAccountingAccrualInd |
| Accountant Compile Or Review | 0 | AccountantCompileOrReviewInd |
| FS Audited | Yes (1) | FSAuditedInd |
FS Audited Basis FSAuditedBasisGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Separate Basis Fincl Stmt | Yes (X) | SeparateBasisFinclStmtInd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Audit Committee | Yes (1) | AuditCommitteeInd |
| Federal Grant Audit Required | 0 | FederalGrantAuditRequiredInd |
Schedule A IRS990ScheduleA
| Field | Value | IRS element (for citing) |
|---|---|---|
| Medical Research Organization | Yes (X) | MedicalResearchOrganizationInd |
Hospital Name And Address HospitalNameAndAddressGrp (20 entries)
| CityCityNm | State AbbreviationStateAbbreviationCd |
|---|---|
| UNIVERSITY OF CALIFORNIA IRVINE SENIOR HEALTH CENTER | |
| IRVINE | CA |
| UNIVERSITY OF CALIFORNIA SAN DIEGO HEALTH SYSTEM | |
| LA JOLLA | CA |
| JOHNS HOPKINS UNIVERSITY SCHOOL OF MEDICINE | |
| BALTIMORE | MD |
| MOUNT SINAI HOSPITAL | |
| NEW YORK | NY |
| THE REGENTS OF THE UNIVERSITY OF CALIFORNIA | |
| SAN FRANCISCO | CA |
| THE FEINSTEIN INSTITUTE FOR MEDICAL RESEARCH | |
| MANHASSET | NY |
| GARY AND MARY WEST SENIOR SERVICES | |
| SAN MARCOS | CA |
| BELLIN MEMORIAL HOSPITAL | |
| GREEN BAY | WI |
| BETH ISRAEL DEACONESS MEDICAL CENTER | |
| BOSTON | MA |
| ATRIUS HEALTH | |
| NEWTON | MA |
| THE UNIVERSITY OF N CAROLINA AT CHAPEL HILL | |
| CHAPEL HILL | NC |
| PARK NICOLLET CLINIC | |
| ST LOUIS | MN |
| DARTMOUTH-HITCHCOCK CLINIC | |
| LEBANON | NH |
| INTEGRATED HEALTHCARE ALLIANCE | |
| SAN DIEGO | CA |
| SPECTRUM HEALTH SYSTEM | |
| GRAND RAPIDS | MI |
| THOMAS JEFFERSON UNIVERSITY HOSPITALS INC | |
| PHILADELPHIA | PA |
| WHITE PLAINS HOSPITAL | |
| WHITE PLAINS | NY |
| GEISINGER CLINIC | |
| DANVILLE | PA |
| GROUP HEALTH PLAN INC DBA HEALTHPARTNERS | |
| MINNEAPOLIS | MN |
| HEBREW REHABILITATION CENTER | |
| BOSTON | MA |
Schedule B IRS990ScheduleB
Contributor Information ContributorInformationGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Contributor | RESTRICTED | ContributorNum |
Contributor Business Name ContributorBusinessName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | RESTRICTED | BusinessNameLine1 |
Contributor US Address ContributorUSAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | RESTRICTED | AddressLine1 |
| Address Line2 | RESTRICTED | AddressLine2 |
| City | RESTRICTED | City |
| State | RESTRICTED | State |
| ZIP Code | RESTRICTED | ZIPCode |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Contributions | RESTRICTED | TotalContributionsAmt |
Schedule C IRS990ScheduleC
Total Direct Lobbying TotalDirectLobbyingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Filing Organizations Total | $402,000 | FilingOrganizationsTotalAmt |
Total Lobbying Expend TotalLobbyingExpendGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Filing Organizations Total | $402,000 | FilingOrganizationsTotalAmt |
Other Exempt Purpose Expend OtherExemptPurposeExpendGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Filing Organizations Total | $23,732,325 | FilingOrganizationsTotalAmt |
Total Exempt Purpose Expend TotalExemptPurposeExpendGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Filing Organizations Total | $24,134,325 | FilingOrganizationsTotalAmt |
Lobbying Nontaxable Amount LobbyingNontaxableAmountGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Filing Organizations Total | $1,000,000 | FilingOrganizationsTotalAmt |
Grassroots Nontaxable GrassrootsNontaxableGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Filing Organizations Total | $250,000 | FilingOrganizationsTotalAmt |
Tot Lbbyng Grassroot Mns Non Tx TotLbbyngGrassrootMnsNonTxGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Filing Organizations Total | $0 | FilingOrganizationsTotalAmt |
Tot Lbby Expend Mns Lbbyng Non Tx TotLbbyExpendMnsLbbyngNonTxGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Filing Organizations Total | $0 | FilingOrganizationsTotalAmt |
Avg Lobbying Nontaxable Amount AvgLobbyingNontaxableAmountGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Current Year Minus3 | $955,002 | CurrentYearMinus3Amt |
| Current Year Minus2 | $1,000,000 | CurrentYearMinus2Amt |
| Current Year Minus1 | $1,000,000 | CurrentYearMinus1Amt |
| Current Year | $1,000,000 | CurrentYearAmt |
| Total | $3,955,002 | TotalAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Lobbying Ceiling | $5,932,503 | LobbyingCeilingAmt |
Avg Total Lobbying Expend AvgTotalLobbyingExpendGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Current Year Minus3 | $219,529 | CurrentYearMinus3Amt |
| Current Year Minus2 | $230,184 | CurrentYearMinus2Amt |
| Current Year Minus1 | $430,000 | CurrentYearMinus1Amt |
| Current Year | $402,000 | CurrentYearAmt |
| Total | $1,281,713 | TotalAmt |
Avg Grassroots Nontaxable AvgGrassrootsNontaxableGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Current Year Minus3 | $238,751 | CurrentYearMinus3Amt |
| Current Year Minus2 | $250,000 | CurrentYearMinus2Amt |
| Current Year Minus1 | $250,000 | CurrentYearMinus1Amt |
| Current Year | $250,000 | CurrentYearAmt |
| Total | $988,751 | TotalAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Grassroots Ceiling | $1,483,127 | GrassrootsCeilingAmt |
Supplemental Information Detail SupplementalInformationDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Form And Line Reference | SCHEDULE C, PART IV | FormAndLineReferenceDesc |
| Explanation | THE GARY AND MARY WEST HEALTH INSTITUTE DOES NOT PARTICIPATE IN OR INTERVENE IN (INCLUDING THE PUBLISHING OR DISTRIBUTING OF STATEMENTS) ANY POLITICAL CAMPAIGN ON BEHALF OF (OR IN OPPOSITION TO) ANY CANDIDATE FOR PUBLIC OFFICE. | ExplanationTxt |
Schedule D IRS990ScheduleD
Leasehold Improvements LeaseholdImprovementsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $6,796,829 | OtherCostOrOtherBasisAmt |
| Depreciation | $6,226,037 | DepreciationAmt |
| Book Value | $570,792 | BookValueAmt |
Equipment EquipmentGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $2,055,963 | OtherCostOrOtherBasisAmt |
| Depreciation | $1,932,360 | DepreciationAmt |
| Book Value | $123,603 | BookValueAmt |
Other Land Buildings OtherLandBuildingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $1,634,160 | OtherCostOrOtherBasisAmt |
| Depreciation | $1,364,136 | DepreciationAmt |
| Book Value | $270,024 | BookValueAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Book Value Land Buildings | $964,419 | TotalBookValueLandBuildingsAmt |
Other Liabilities Org OtherLiabilitiesOrgGrp (2 entries)
| DescDesc | AmtAmt |
|---|---|
| DEFERRED LEASE/RENT | $356,524 |
| LEASE INCENTIVE LIABILITY | $346,591 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Liability | $703,115 | TotalLiabilityAmt |
| Footnote Text | Yes (X) | FootnoteTextInd |
| Total Rev Etc Audited Fincl Stmt | $23,004,748 | TotalRevEtcAuditedFinclStmtAmt |
| Donated Services And Use Fclts | $3,000 | DonatedServicesAndUseFcltsAmt |
| Revenue Not Reported | $3,000 | RevenueNotReportedAmt |
| Revenue Subtotal | $23,001,748 | RevenueSubtotalAmt |
| Revenue Not Reported Fincl Stmt | $0 | RevenueNotReportedFinclStmtAmt |
| Total Revenue Per Form990 | $23,001,748 | TotalRevenuePerForm990Amt |
| Tot Expns Etc Audited Fincl Stmt | $24,134,325 | TotExpnsEtcAuditedFinclStmtAmt |
| Donated Services Use Fclts | $3,000 | DonatedServicesUseFcltsAmt |
| Expenses Not Reported | $3,000 | ExpensesNotReportedAmt |
| Expenses Subtotal | $24,131,325 | ExpensesSubtotalAmt |
| Expenses Not Rpt Fincl Stmt | $0 | ExpensesNotRptFinclStmtAmt |
| Total Expenses Per Form990 | $24,131,325 | TotalExpensesPerForm990Amt |
Supplemental Information Detail SupplementalInformationDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Form And Line Reference | PART X, LINE 2: | FormAndLineReferenceDesc |
| Explanation | IN ACCORDANCE WITH FASB ASC 740, ACCOUNTING FOR UNCERTAINTY IN INCOME TAXES, THE INSTITUTE EVALUATES ANNUALLY ANY UNCERTAIN TAX POSITIONS TAKEN OR EXPECTED TO BE TAKEN IN A TAX RETURN BY APPLYING A THRESHOLD OF MORE LIKELY THAN NOT FOR RECOGNITION. MANAGEMENT EVALUATED ITS TAX POSITIONS AND DETERMINED THAT IT HAS NO UNCERTAIN TAX POSITIONS AT DECEMBER 31, 2019. THERE HAVE BEEN NO RELATED TAX PENALTIES OR INTEREST, WHICH WOULD BE CLASSIFIED AS TAX EXPENSE IN THE STATEMENT OF ACTIVITIES. | ExplanationTxt |
Schedule I IRS990ScheduleI
| Field | Value | IRS element (for citing) |
|---|---|---|
| Grant Records Maintained | Yes (1) | GrantRecordsMaintainedInd |
Recipient Table RecipientTable (2 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | Recipient EINRecipientEIN | IRC SectionIRCSectionDesc | Non Cash AssistanceNonCashAssistanceAmt | Valuation Method UsedValuationMethodUsedDesc | Non Cash AssistanceNonCashAssistanceDesc | Purpose Of GrantPurposeOfGrantTxt |
|---|---|---|---|---|---|---|---|---|---|
| GARY AND MARY WEST SENIOR SERVICES INC | |||||||||
| 1706 DESCANSO AVENUE | SAN MARCOS | CA | 92078 | 820635784 | 501(C)(3) | $8,260 | FMV | FURNITURE AND DONATED SERVICES | DONATIO OF OFFICE FURNITURE AND SERVICES |
| GARY AND MARY WEST SENIOR DENTAL CENTER INC | |||||||||
| 1525 FOURTH AVE | SAN DIEGO | CA | 92101 | 473001738 | 501(C)(3) | $11,020 | FMV | OFFICE SPACE | DONATION OF OFFICE SPACE |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total501c3 Org | 2 | Total501c3OrgCnt |
Supplemental Information Detail SupplementalInformationDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Form And Line Reference | PART I, LINE 2: | FormAndLineReferenceDesc |
| Explanation | GRANTS WILL ONLY BE MADE TO 501(C)(3) ORGANIZATIONS TO ENSURE THE NON-CASH ITEMS WILL BE USED PROPERLY. | ExplanationTxt |
Schedule J IRS990ScheduleJ
| Field | Value | IRS element (for citing) |
|---|---|---|
| First Class Or Charter Travel | Yes (X) | FirstClassOrCharterTravelInd |
| Written Policy Ref T And E Expnss | Yes (1) | WrittenPolicyRefTAndEExpnssInd |
| Substantiation Required | Yes (1) | SubstantiationRequiredInd |
| Compensation Committee | Yes (X) | CompensationCommitteeInd |
| Form990 Of Other Organizations | Yes (X) | Form990OfOtherOrganizationsInd |
| Compensation Survey | Yes (X) | CompensationSurveyInd |
| Board Or Committee Approval | Yes (X) | BoardOrCommitteeApprovalInd |
| Severance Payment | Yes (1) | SeverancePaymentInd |
| Supplemental Nonqual Rtr Plan | Yes (1) | SupplementalNonqualRtrPlanInd |
| Equity Based Comp Arrngm | 0 | EquityBasedCompArrngmInd |
| Comp Based On Revenue Of Flng Org | 0 | CompBasedOnRevenueOfFlngOrgInd |
| Comp Bsd On Rev Related Orgs | 0 | CompBsdOnRevRelatedOrgsInd |
| Comp Bsd Net Earns Flng Org | 0 | CompBsdNetEarnsFlngOrgInd |
| Comp Bsd Net Earns Rltd Orgs | 0 | CompBsdNetEarnsRltdOrgsInd |
| Any Non Fixed Payments | Yes (1) | AnyNonFixedPaymentsInd |
| Initial Contract Exception | 0 | InitialContractExceptionInd |
Rltd Org Officer Trst Key Empl RltdOrgOfficerTrstKeyEmplGrp (13 entries)
| TitleTitleTxt | Base Compensation Filing OrgBaseCompensationFilingOrgAmt | Compensation Based On Rltd OrgsCompensationBasedOnRltdOrgsAmt | Bonus Filing OrganizationBonusFilingOrganizationAmount | Bonus Related OrganizationsBonusRelatedOrganizationsAmt | Other Compensation Filing OrgOtherCompensationFilingOrgAmt | Other Compensation Rltd OrgsOtherCompensationRltdOrgsAmt | Deferred Compensation Flng OrgDeferredCompensationFlngOrgAmt | Deferred Comp Rltd OrgsDeferredCompRltdOrgsAmt | Nontaxable Benefits Filing OrgNontaxableBenefitsFilingOrgAmt | Nontaxable Benefits Rltd OrgsNontaxableBenefitsRltdOrgsAmt | Total Compensation Filing OrgTotalCompensationFilingOrgAmt | Total Compensation Rltd OrgsTotalCompensationRltdOrgsAmt | Comp Report Prior990 Filing OrgCompReportPrior990FilingOrgAmt | Comp Report Prior990 Rltd OrgsCompReportPrior990RltdOrgsAmt |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| DIANA CAMPAU | ||||||||||||||
| VP COMMUNICATIONS (THROUGH 8/1/2019) | $0 | $193,779 | $0 | $52,164 | $0 | $32,395 | $0 | $11,241 | $0 | $23,258 | $0 | $312,837 | $0 | $0 |
| SALLY HALLAK | ||||||||||||||
| SECRETARY | $0 | $181,570 | $0 | $29,720 | $0 | $160 | $0 | $10,622 | $0 | $9,791 | $0 | $231,863 | $0 | $0 |
| SHELLEY M LYFORD | ||||||||||||||
| PRESIDENT & CEO | $481,557 | $25,000 | $150,000 | $0 | $19,660 | $69,929 | $10,640 | $0 | $3,810 | $0 | $665,667 | $94,929 | $0 | $69,929 |
| SIOBHAN GRAHAM | ||||||||||||||
| VP, OPERATIONS & HR | $0 | $179,049 | $0 | $29,000 | $0 | $234 | $0 | $10,460 | $0 | $10,560 | $0 | $229,303 | $0 | $0 |
| TIMOTHY LASH | ||||||||||||||
| EVP/CHIEF STRATEGY OFFICER | $446,071 | $25,000 | $130,000 | $0 | $19,360 | $56,953 | $7,300 | $0 | $27,652 | $0 | $630,383 | $81,953 | $0 | $56,953 |
| WILLIAM T EARLEY | ||||||||||||||
| TREAS,COO &COUNSEL(THROUGH 5/24/19) | $0 | $149,212 | $0 | $93,750 | $0 | $26,596 | $0 | $13,524 | $0 | $12,538 | $0 | $295,620 | $0 | $0 |
| ZIA AGHA | ||||||||||||||
| CHIEF MEDICAL OFFICER & EV | $523,594 | $0 | $96,563 | $0 | $19,828 | $0 | $14,000 | $0 | $34,214 | $0 | $688,199 | $0 | $0 | $0 |
| ADRIAN KWONG | ||||||||||||||
| PRINCIPAL DATA SECURITY ARCHITECT | $178,921 | $0 | $17,500 | $0 | $235 | $0 | $9,056 | $0 | $15,336 | $0 | $221,048 | $0 | $0 | $0 |
| AMY STUCK | ||||||||||||||
| SNR DIRECTOR, ACUTE CARE | $169,754 | $0 | $15,627 | $0 | $635 | $0 | $9,454 | $0 | $40,807 | $0 | $236,277 | $0 | $0 | $0 |
| CHRISTOPHER CROWLEY | ||||||||||||||
| PROGRAM MANAGER | $201,840 | $0 | $17,324 | $0 | $1,220 | $0 | $11,057 | $0 | $21,094 | $0 | $252,535 | $0 | $0 | $0 |
| JOSE UNPINGCO | ||||||||||||||
| SR. DIRECTOR DATA SCIENCE | $222,264 | $0 | $29,618 | $0 | $486 | $0 | $12,780 | $0 | $25,765 | $0 | $290,913 | $0 | $0 | $0 |
| KELLY KO | ||||||||||||||
| DIRECTOR, CLINICAL RESEARCH | $161,397 | $0 | $24,750 | $0 | $124 | $0 | $9,488 | $0 | $24,897 | $0 | $220,656 | $0 | $0 | $0 |
| JOSEPH M SMITH | ||||||||||||||
| FORMER CO-MANAGER/CMO(THRU 3/31/16) | $0 | $803,727 | $0 | $0 | $0 | $1,634 | $0 | $25,000 | $0 | $32,634 | $0 | $862,995 | $0 | $0 |
Supplemental Information Detail SupplementalInformationDetail (4 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| PART I, LINE 1A | THE USE OF BUSINESS CLASS MAY BE AUTHORIZED UNDER THE CIRCUMSTANCES LISTED BELOW: (1) INTERNATIONAL TRAVEL; (2) BUSINESS OR FIRST CLASS IS THE ONLY SERVICE OFFERED BETWEEN TWO POINTS; (3) COACH CLASS WOULD BE MORE EXPENSIVE OR TIME CONSUMING, E.G., WHEN, BECAUSE OF SCHEDULING DIFFICULTIES, TRAVELING BY COACH WOULD REQUIRE AN UNNECESSARY HOTEL EXPENSE, CIRCUITOUS ROUTING (2 OR MORE LAYOVERS), OR AN UNDULY LONG LAYOVER WHEN MAKING CONNECTIONS; (4) AN ITINERARY INVOLVES OVERNIGHT TRAVEL WITHOUT THE OPPORTUNITY FOR NORMAL REST BEFORE THE COMMENCEMENT OF WORKING HOURS; OR (5) THE USE OF BUSINESS CLASS IS NECESSARY TO REASONABLY ACCOMMODATE A DISABILITY OR MEDICAL NEED OF A TRAVELER. |
| PART I, LINE 3 | COMPENSATION FOR THE CEO WAS ESTABLISHED BY THE BOARD OF DIRECTORS OF THE GARY AND MARY WEST HEALTH INSTITUTE AND PAID BY THE INSTITUTE. THE FOLLOWING WAS USED TO ESTABLISH THE COMPENSATION: 1)COMPENSATION COMMITTEE; 2)FORM 990 OF OTHER ORGANIZATIONS; 3)COMPENSATION SURVEY OR STUDY; 4)APPROVAL BY THE BOARD OF DIRECTORS. |
| PART I, LINES 4A-B | EACH OF THE FOLLOWING INDIVIDUALS TIM LASH, ZIA AGHA AND SHELLEY M. LYFORD (LISTED ON SCHEDULE J) PARTICIPATED IN THE 457(B) NONQUALIFIED DEFINED CONTRIBUTION PLAN OFFERED BY THE WEST HEALTH INSTITUTE. THE GARY AND MARY WEST HEALTH INSTITUTE MAKES AN ANNUAL CASH CONTRIBUTION FOR EACH EMPLOYEE IN AN AMOUNT EQUAL TO THE APPLICABLE DOLLAR AMOUNT IN EFFECT FOR THAT YEAR. FOR 2019 THIS AMOUNT WAS $19,000. CONTRIBUTIONS WERE MADE FOR TIM LASH, ZIA AGHA AND SHELLEY LYFORD. EACH OF THE FOLLOWING INDIVIDUALS TIM LASH, ZIA AGHA AND SHELLEY M. LYFORD (LISTED ON SCHEDULE J) PARTICIPATED IN THE 457(B) NONQUALIFIED DEFINED CONTRIBUTION PLAN OFFERED BY THE WEST HEALTH INSTITUTE. THE GARY AND MARY WEST HEALTH INSTITUTE MAKES AN ANNUAL CASH CONTRIBUTION FOR EACH EMPLOYEE IN AN AMOUNT EQUAL TO THE APPLICABLE DOLLAR AMOUNT IN EFFECT FOR THAT YEAR. FOR 2019 THIS AMOUNT WAS $19,000. CONTRIBUTIONS WERE MADE FOR TIM LASH, ZIA AGHA AND SHELLEY LYFORD. TIM LASH AND SHELLEY LYFORD WERE TERMINATED FROM THE GARY AND MARY WEST MANAGEMENT COMPANY WHERE THEY PARTICIPATED IN THE 409A NONQUALIFIED DEFINED CONTRIBUTION PLAN AND TRANSFERRED TO THE INSTITUTE PLAN EFFECTIVE 1/1/2019. EACH OF THEM RECEIVED A DISTIBUTION ($56,953 FOR TIM LASH AND $69,929 FOR SHELLEY LYFORD) IN 2019 FROM GARY AND MARY WEST MANAGEMENT COMPANY. WILLIAM EARLEY ALSO LISTED ON SCHEDULE J PARTICIPATED IN THE 409A NONQUALIFIED DEFINED CONTRIBUTION PLAN OFFERED BY THE GARY AND MARY WEST MANAGEMENT COMPANY, INC., A RELATED ORGANIZATION. WILLIAM EARLEY WAS SEPARATED ON 5/24/2019 AND RECEIVED A DISTRIBUTION OF $38,641 FROM GARY AND MARY WEST MANAGEMENT COMPANY. |
| PART I, LINE 7 | EACH OF THE MANAGERS IS ELIGIBLE FOR AN ANNUAL DISCRETIONARY BONUS, SUBJECT TO BOARD APPROVAL, WHICH IS BASED ON INDIVIDUAL PERFORMANCE AND LIMITED TO A MAXIMUM PERCENTAGE OF BASE COMPENSATION. |
Schedule L IRS990ScheduleL
Bus Tr Involve Interested Prsn BusTrInvolveInterestedPrsnGrp
Name Of Interested NameOfInterested
Business Name BusinessName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | SEE PART V DISCLOSURE | BusinessNameLine1Txt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Sharing Of Revenues | 0 | SharingOfRevenuesInd |
Supplemental Information Detail SupplementalInformationDetail (2 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| PART IV: BUSINESS TRANSACTIONS INVOLVING INTERESTED PERSONS | GARY WEST, CHAIRMAN OF THE WEST HEALTH INSTITUTE, IS A MEMBER OF WEST DEVELOPMENT, LLC. GARY WEST IS TREATED AS AN INTERESTED PERSON FOR PURPOSES OF SCHEDULE L, PART IV, ADDRESSING BUSINESS TRANSACTIONS INVOLVING INTERESTED PERSONS. THERE WERE BUSINESS TRANSACTIONS BETWEEN THE INSTITITUE AND WEST DEVELOPMENT, LLC DURING 2019, TOTAL TRANSACTION AMOUNT IS $181,406 FOR IT CONSULTING SERVICES. |
| PART IV: BUSINESS TRANSACTIONS INVOLVING INTERESTED PERSONS | GARY AND MARY WEST SENIOR SERVICES, INC. ("GMWSS") AND WEST HEALTH INSTITUTE ("WHI") SHARE COMMON OFFICERS, TIMOTHY LASH AND ZIA AGHA. IN 2019, GMWSS AND WHI ENTERED INTO A JOINT RESEARCH COLLABORATION AGREEMENT VALUED AT $1,875,000. |
Schedule O IRS990ScheduleO
Supplemental Information Detail SupplementalInformationDetail (18 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| FORM 990, PART III, LINE 4A, DESCRIPTION OF PROGRAM SERVICES | THE PROJECT HAS IDENTIFIED OPPORTUNITIES FOR STATES TO IMPROVE CARE AND REDUCE COSTS, ADDRESS STATE-SPECIFIC CHALLENGES IN IMPLEMENTING PAYMENT REFORMS, AND IMPROVE THEIR CAPABILITIES TO DRIVE INITIATIVES FORWARD, TAKING INTO ACCOUNT THE VARYING CAPACITIES OF STATES TO IMPLEMENT REFORMS, DEVELOP EVIDENCE, AND PROVIDE RESOURCES ACCORDINGLY. THE WORK COMPLEMENTS EXISTING TECHNICAL AND CONSULTING RESOURCES AVAILABLE TO STATES AND PROVIDES STRATEGIC SUPPORT TO OTHER INITIATIVES SUPPORTING STATE-BASED HEALTH CARE REFORM. DRIVE TRANSPARENCY IN THE HEALTH CARE SYSTEM ACROSS SEVERAL AXES TRANSPARENCY, IN A VARIETY OF CONTEXTS, IS A VITAL COMPONENT OF ADDRESSING EXORBITANT HEALTH CARE COSTS. IN 2019, WHI LEVERAGED ITS DATA SCIENCE CAPABILITIES TO DRIVE QUANTITATIVE/QUALITATIVE RESEARCH AND VISUALIZATIONS SUPPORTING A WELL-TIMED ISSUE BRIEF EXPOSING TREMENDOUS VARIATION IN PAYMENTS ACROSS CALIFORNIA HOSPITALS. FURTHER WORK TO ENHANCE THE PUBLIC REACH OF THESE RESULTS THROUGH INTERACTIVE WEB-BASED TOOLS AS WELL AS THE SCOPE TO THE WORK TO BEYOND CALIFORNIA IS PLANNED. ADVANCING SENIOR-APPROPRIATE ACUTE CARE MODELS IN 2019, THE INSTITUTE CONTINUED TO EXPAND ITS RESEARCH PORTFOLIO TO BUILD EVIDENCE AND SPREAD A NEW VISION FOR UNPLANNED ACUTE CARE. RECOGNIZING THAT UNPLANNED ACUTE CARE FUNDAMENTALLY DRIVES THE MAJORITY OF COST FOR OUR NATION'S VULNERABLE SENIORS AS WELL AS RESULTING IN DEBILITATION AND FUNCTIONAL DECLINE AFTER INPATIENT HOSPITAL STAYS, THE INSTITUTE ENVISIONS MORE PROACTIVE, OPPORTUNISTIC CARE THAT IS DELIVERED IN PLACE, WHENEVER POSSIBLE. WITH ITS COLLABORATORS, THE INSTITUTE CONTINUED TO INCREASE THE EVIDENCE BASE IN SUPPORT OF GEDS AS WELL AS THE NUMBER OF SENIOR-FRIENDLY EDS THROUGH THE NATIONAL ACCREDITATION PROGRAM. BY THE END OF 2019, THERE WERE MORE THAN 100 ACCREDITED GEDS ACROSS THE COUNTRY. ADDITIONALLY, THE INSTITUTE ALSO EXPANDED EFFORTS TO ADVANCE HOME AND COMMUNITY-BASED ACUTE CARE ALTERNATIVES, ESPECIALLY WITHIN THE CONTEXT OF RISK-BEARING PROVIDER AND DELIVERY SYSTEMS, ALL OF WHOM HAVE EMBRACED THE IMPERATIVE OF SHIFTING FROM A VOLUME TO VALUE-BASED PAYMENT MODEL. TAKEN TOGETHER, THE INSTITUTE REMAINS COMMITTED TO CONTINUE ADVANCING INNOVATIVE, PERSON-CENTERED, SCALABLE AND SUSTAINABLE MODELS TO ADDRESS THE ACUTE CARE NEEDS FOR SENIORS IN THE ED, HOME AND COMMUNITY, ULTIMATELY TACKLING THE PRESSING NEED TO DIRECTLY ADDRESS THE COST OF HEALTHCARE. GERIATRIC EMERGENCY DEPARTMENT COLLABORATIVE (GEDC) THE INSTITUTE HAS PARTNERED WITH THE JOHN A. HARTFORD FOUNDATION (JAHF) TO ESTABLISH A NATIONAL COLLABORATIVE OF LEADING GERIATRIC EMERGENCY MEDICINE PROGRAMS TO PROVIDE EARLY EVIDENCE THAT GED GUIDELINE-BASED CARE IMPROVES PATIENT OUTCOMES AND IS COST EFFECTIVE. THIS PAST YEAR, THE GEDC PROVIDED WORKFORCE TRAINING AT 6 TRAINING CONFERENCES ORGANIZED BY GEDC FACULTY. THESE INCLUDED EVENTS FOR HOSPITAL STAFF AT EMORY, ADVOCATE-AURORA SITES, MAYO CLINIC, UNIVERSITY OF CALIFORNIA SITES AND DARTMOUTH HEALTH SYSTEM. ADDITIONALLY, GEDC RESEARCHERS GENERATED EARLY EVIDENCE DEMONSTRATING THAT A GED NURSE INTERVENTION WAS ASSOCIATED WITH REDUCED RISK OF HOSPITAL ADMISSION AT BOTH INITIAL ED VISIT AND 30 DAYS POST ENCOUNTER. GEDC RESEARCHERS ALSO FOUND THAT TARGETED EVALUATION BY ED SOCIAL WORKERS FOR OLDER PATIENTS IS ASSOCIATED WITH REDUCED MEDICARE EXPENDITURES AT 30- AND 60-DAYS POST ED VISIT. THESE RESULTS HAVE BEEN PRESENTED AT NATIONAL CONFERENCES AND PUBLISHED IN SCIENTIFIC JOURNALS. IN COLLABORATION WITH THE INSTITUTE'S DATA SCIENCE TEAM, THE GEDC HAS COMPLETED A BUILD OF A NATIONAL RESEARCH DATA WAREHOUSE FOR CLINICAL RESEARCH AND BENCHMARKING PURPOSES. IN 2019, 3 PILOT SITES EXECUTED AGREEMENTS TO SHARE DATA WITH WHI AND 2 SITES HAVE ALREADY SHARED DATA AND ARE ABLE TO ACCESS THE PLATFORM. THE 3RD PILOT SITE HAS SENT OVER PARTIAL DATA AND IN JANUARY OF 2020 IS SCHEDULED TO SEND OVER REMAINING DATA ELEMENTS. IN 2019, A PARALLEL RESEARCH PROJECT LEVERAGING THE GEDC RESEARCH DATA WAREHOUSE WAS FUNDED BY THE NATIONAL INSTITUTE ON AGING (NIA) INCLUDING AN OCTOBER OF 2019 CONSENSUS CONFERENCE TO OUTLINE KEY FOCUS AREAS OF GED RESEARCH. FOCUS AREAS INCLUDE: COGNITIVE IMPAIRMENT, CARE TRANSITIONS, MOBILITY, MEDICATION MANAGEMENT AND ELDER ABUSE. THE GERIATRIC EMERGENCY CARE APPLIED RESEARCH (GEAR) NETWORK SEEKS TO SUPPLEMENT THE GEDC RESEARCH DATA WAREHOUSE WORK BY HELPING ESTABLISH A STANDARD SET OF CRITERIA FOR DATA COLLECTION IN AREAS RELATED TO GED. GERIATRIC EMERGENCY DEPARTMENT ACCREDITATION (GEDA) PROGRAM WITH ONGOING FUNDING AND DIRECT COLLABORATIVE SUPPORT FROM WHI, THE AMERICAN COLLEGE OF EMERGENCY PHYSICIANS LAUNCHED THE GEDA PROGRAM TO STANDARDIZE SENIOR-FRIENDLY EMERGENCY CARE ACROSS HETEROGENEOUS SETTINGS AND FORMALLY ACCREDIT SITES BASED ON MEASURABLE CRITERIA. (AS WITH THE ABOVE GEDC WORKSTREAM, FUNDING SUPPORT IS ALSO PROVIDED BY THE JOHN A. HARTFORD FOUNDATION; BOTH WHI AND JAHF CLOSELY COORDINATE THEIR EFFORTS TO ENSURE MAXIMAL IMPACT AND NO OVERLAP/REDUNDANCY OF FUNDING.) TO DATE, OVER 150 EDS HAVE BEEN ACCREDITED ACROSS THREE LEVELS OF ACCREDITATION, INCLUDING THE GARY AND MARY WEST EMERGENCY DEPARTMENT AT THE UNIVERSITY OF CALIFORNIA SAN DIEGO HEALTH SYSTEM WHICH EARNED THE HIGHEST LEVEL OF ACCREDITATION (LEVEL 1). AN ADDITIONAL 36 EDS HAVE SUBMITTED APPLICATIONS THAT ARE CURRENTLY UNDER REVIEW BY THE BOARD OF GOVERNORS. ANOTHER 225 EDS ARE ON THE INTEREST LIST (E.G., CONSIDERING OR PREPARING AN APPLICATION). LEARNING AND ACTION NETWORK (LAN) TO MORE DIRECTLY ALIGN INSTITUTE RESEARCH WITH HEALTH SYSTEMS AND PROVIDERS THAT ARE PROACTIVELY MOVING AWAY FROM THE TRADITIONAL MEDICARE FEE-FOR-SERVICE (FFS) PAYMENT MODE (WHICH HAS POORLY ALIGNED INCENTIVES TO REDUCE VOLUME AND OVERALL COSTS), IN 2019, THE INSTITUTE WRAPPED UP COLLABORATIONS WITH SIX ACCOUNTABLE CARE ORGANIZATIONS (ACOS), FIVE HOSPITAL-BASED AND ONE PHYSICIAN-OWNED. RECOGNIZING THAT THE MOST EXPENSIVE CARE PROVIDED BY THESE ORGANIZATIONS IS ASSOCIATED WITH UNPLANNED ACUTE CARE NEEDS, THE LAN PARTICIPANTS DEVELOPED AND TESTED INNOVATIONS DESIGNED TO EFFECTIVELY ANTICIPATE AND RESPOND TO PREPARING FOR SERVING THE ACUTE CARE NEEDS OF OLDER ADULTS. THE ACOS PARTICIPATING IN THE INSTITUTE'S LAN REPRESENTED ADOPTERS OF THE MOST AGGRESSIVE DUAL-SIDED RISK MODEL KNOWN AS NEXT GENERATION ACOS. SERVING THE MEDICARE POPULATION, THESE ACOS ARE CONTRACTUALLY-BOUND TO WRITE CHECKS BACK TO MEDICARE IF THEY FAIL TO DIRECTLY SAVE MEDICARE DOLLARS, COMPARED TO BASELINES AND RISK SCORES DIRECTLY DERIVED FROM THE FEE-FOR-SERVICE (FFS) HISTORICAL COST BASIS. AS SUCH, THE INSTITUTE'S LAN DIRECTLY ENGAGED WITH SYSTEMS THAT WERE WILLING TO ACCEPT TRUE FINANCIAL RISK AND RESPONSIBILITY FOR SHEDDING THE LEGACY OF TRADITIONAL FFS MEDICARE. FOCUSING ON UNPLANNED ACUTE EVENTS, FOUR OF THE LAN'S ACOS DEVELOPED MODELS TO PROVIDE HOME-BASED ACUTE CARE IN THE HOME, WHILE TWO OTHERS FOCUSED ON INNOVATIVE EFFORTS IN THE ED AND SKILLED NURSING FACILITIES (SNF). CONSISTENT WITH THE FOCUS ON COSTLY ACUTE EPISODES OF CARE, ALL SIX ACOS PURSUED CARE DELIVERY INNOVATIONS DESIGNED TO AVOID HOSPITALIZATIONS AND FUTURE ED VISITS IN THEIR POPULATIONS OF FOCUS. IN 2019, THE INSTITUTE EXPANDED THE LAN AS WE GREW THESE ORGANIZATIONS' ABILITY TO PROVIDE BETTER CARE AT A LOWER COST. SPECIFICALLY, WITH ONGOING ENGAGEMENT FROM THE INSTITUTE FOR HEALTHCARE IMPROVEMENT (IHI), THE INSTITUTE EXPANDED THE LAN AND THE COLLABORATION WITH IHI TO INCLUDE 13 TEAMS FROM 12 LARGELY HOSPITAL-BASED HEALTHCARE ORGANIZATIONS FOR 12 MONTHS OF TESTING HOME-BASED ACUTE CARE INNOVATIONS. THE FOCUS OF THE HOME-BASED ACUTE CARE LEARNING AND ACTION NETWORK (HOMELAN) IS FOR THESE ORGANIZATIONS TO DELIVER SUSTAINABLE, VALUE-BASED CARE THROUGH INNOVATIONS IN BOTH THE PREPARATION AND RESPONSE TO UNPLANNED ACUTE EVENTS, ULTIMATELY REDUCING HOSPITALIZATIONS, ED VISITS AND ENABLING SENIORS TO REMAIN IN THEIR CHOSEN HOMES AND COMMUNITY SETTINGS. TO SUPPORT NATIONWIDE ADOPTION AND SPREAD OF THESE INNOVATIONS, LEARNINGS, OUTCOMES AND BEST PRACTICES DERIVED FROM BOTH THE 2018 AND THE EXPANDED 2019 HOMELAN WILL BE ACTIVELY DEVELOPED AND SHARED WITH THE BROADER COMMUNITY. SPECIFICALLY, THROUGH THESE COLLABORATIONS, CHANGE MANAGEMENT TOOLKITS WILL BE DEVELOPED AND SHARED WITH THE MEMBERS OF THE IHI, THE NATIONAL ASSOCIATION OF ACOS, IAC, CMS, THE CENTER FOR MEDICARE & MEDICAID INNOVATIONS (CMMI) AND OTHERS THROUGH WORKSHOPS, WEBINARS, AND RESEARCH PUBLICATIONS. AS A COMPLEMENT TO THIS HOMELAN WORKSTREAM, THE INSTITUTE COLLABORATED WITH THE INSTITUTE FOR ACCOUNTABLE CARE (IAC) TO CARRY OUT A NATIONAL SURVEY TO BROADLY CHARACTERIZE HOME-BASED CARE INNOVATIONS WITHIN THE ACCOUNTABLE CARE COMMUNITY. THIS WILL ALLOW ADDITIONAL NUANCE AND TARGETING OF THE DISSEMINATION EFFORTS ABOVE AS WELL AS PROVIDE GUIDANCE FOR FURTHER EVOLUTION OF THIS IMPORTANT WORK. |
| FORM 990, PART III, LINE 4A, DESCRIPTION OF PROGRAM SERVICES | EXPANSION OF GEDS TO RURAL AREAS (VIA TELEHEALTH) IN 2019, WEST HEALTH INSTITUTE LAUNCHED A NOVEL PARTNERSHIP WITH DARTMOUTH-HITCHCOCK HEALTH TO DEVELOP A RURAL HUB-AND-SPOKE TELEHEALTH MODEL OF GERIATRIC EMERGENCY CARE THAT WILL BENEFIT SENIORS ACROSS NORTHERN NEW ENGLAND AND SERVE AS A TEMPLATE FOR EXPANSION OF GEDS TO RURAL AREAS ACROSS THE US (AN AREA OF HIGH NEED). THE PROJECT OFFICIALLY LAUNCHED WITH FULL CONTRACT EXECUTION BEING COMPLETED IN SEPTEMBER 2019, FOLLOWED BY A FORMAL PRESS RELEASE IN OCTOBER 2019. THE FIRST STAGE OF THIS THREE-YEAR PROJECT FOCUSES ON TRAINING AND ACCREDITATION OF THE MAIN DARTMOUTH-HITCHCOCK MEDICAL CENTER (DHMC) HOSPITAL, WHICH WILL SERVE AS THE HUB SITE FOR THE HUB-AND-SPOKE MODEL. AN IMPORTANT MILESTONE IN ESTABLISHING THE DHMC GED WAS ACHIEVED IN OCTOBER 2019, WHEN DHMC AND THE GERIATRIC EMERGENCY DEPARTMENT COLLABORATIVE (GEDC) CO-FACILITATED A GED BOOTCAMP TRAINING FOR KEY DHMC STAFF INVOLVED IN GED IMPLEMENTATION, SERVING AS AN OFFICIAL "KICK-OFF" FOR THE PROJECT. CONCURRENT WITH THE BOOTCAMP ACTIVITIES, DHMC HOSTED A WEBINAR WITH NUMEROUS RURAL HEALTH CENTERS IN THE REGION TO BUILD AWARENESS AND INTEREST AROUND THE OPPORTUNITY TO PARTICIPATE AS SPOKE SITES IN THE FUTURE. THE DIRECTOR OF TELEHEALTH ALSO VISITED TWO POTENTIAL RURAL SPOKE SITES WHO PARTICIPATED IN THE WEBINAR TO DISCUSS THE OPPORTUNITY AND INFORMALLY ASSESS OPERATIONAL READINESS. SINCE THE BOOTCAMP, DHMC HAS BEEN WORKING TO IMPLEMENT A RANGE OF NEW AND REVISED GED WORKFLOWS AND PROTOCOLS, AS WELL AS PURSUING A QUALITY IMPROVEMENT PROJECT UNDER THE GUIDANCE OF GEDC FACULTY. DHMC WILL "GO LIVE" AS A GED WITH ITS FIRST GED PATIENT CONSULTATION IN JANUARY 2020. ONSITE ACUTE CARE FOR SENIORS IN SKILLED NURSING FACILITIES (BETH ISRAEL DEACONESS MEDICAL CENTER AND CALL9) IN 2018, THE INSTITUTE LAUNCHED A COLLABORATION WITH BETH ISRAEL DEACONESS MEDICAL CENTER (BIDMC) AND A TECHNOLOGY-ENABLED HEALTH PROVIDER THAT WHICH PROVIDES ON-SITE ACUTE CARE TO SENIORS IN SKILLED NURSING FACILITIES (SNFS). THIS SNF-BASED INNOVATION HAS THE POTENTIAL TO REDUCE COSTS WHILE EXPANDING MORE OPTIONS FOR PROVIDING BETTER CARE IN THE COMMUNITY SETTING. SPECIFICALLY, BY EXTENDING THE INSTITUTE'S VISION OF PROACTIVE CARE IN PLACE TO THE NURSING HOME SETTING, THIS COLLABORATION EMBRACED SOME OF THE MOST VULNERABLE SENIORS AND PROVIDED NEW OPTIONS WHERE APPROPRIATE TO AVOID DIFFICULT ED TRANSFERS AND HOSPITAL ADMISSIONS. WORKING WITHIN THE NURSING HOME SETTING, EMERGENCY PHYSICIANS PROVIDED ANTICIPATORY FOUNDATIONS FOR BETTER ACUTE CARE RESPONSES BY PLACING ITS OWN EMERGENCY MEDICAL TECHNICIANS (EMTS) STAFF DIRECTLY ON-SITE. OPERATING WITH THE SUPPORT OF A CLOUD-BASED TELEHEALTH PLATFORM AND AN ON-SITE MOBILE EMERGENCY KIT, COMPRISED OF AN EKG, ULTRASOUND, ISTAT (LABS) AND OTHER EQUIPMENT, THE MODEL ALLOWED ON-SITE STAFF TO RECOGNIZE AND INITIATE A MORE AGILE RESPONSE TO NASCENT UNPLANNED ACUTE EVENTS, SPECIFICALLY PROVIDING NEAR REAL-TIME ACCESS TO REACH AN EMERGENCY DOCTOR AS AN ALTERNATIVE TO CALLING 911. WORKING TOGETHER WITH BIDMC, WHI CONDUCTED A COMPREHENSIVE EVALUATION OF THE SNF-BASED PROGRAM'S OUTCOMES, INCLUDING PROCESS-BASED OUTCOMES (E.G., REDUCED ED AND HOSPITAL UTILIZATION, AS WELL AS ECONOMIC IMPACT). RESULTS SUGGESTED THAT THE REDUCTION OF ED VISITS AND HOSPITAL ADMISSIONS OFFERED A SIGNIFICANT SAVINGS OVER THE TRADITIONAL CARE PATHWAYS. IN 2019, COMPREHENSIVE RESULTS OF THE BIDMC/CALL9 STUDY WERE ANALYZED AND INCORPORATED INTO THE ONGOING PORTFOLIO OF INSTITUTE RESOURCES DESIGNED TO DRIVE CHANGES IN THE MANAGEMENT OF ACUTE UNPLANNED CARE, ULTIMATELY SHIFTING AS MUCH OF THAT CARE TOWARD THE HOME AND COMMUNITY SETTING. THIS RESEARCH WAS AN IMPORTANT DIMENSION IN ADDRESSING SENIORS' NEEDS PROACTIVELY TO PREVENT AN ED VISIT OR HOSPITALIZATION, REDUCING THE HIGH COST OF ACUTE CARE. VALUE-BASED ORGANIZATIONS ARE NOW LOOKING TO PARTNER WITH SNFS TO OFFER SENIORS THE OPPORTUNITY TO RECEIVE HIGH-QUALITY CARE IN PLACE WHILE LOWERING COSTS. RESULTS CONTINUE TO INFORM THE BUSINESS CASE FOR AT-RISK ORGANIZATIONS TO COLLABORATE MORE EFFECTIVELY WITH POST-ACUTE PROVIDERS TO DRIVE VALUE-BASED CARE. MOUNT SINAI: HOSPITAL AT HOME AND REHABILITATION AT HOME SERVICES HOSPITAL AT HOME (HAH) PROGRAMS PROVIDE SENIORS AND OTHER AT-RISK PATIENTS WITH HOME-BASED CARE BETTER MATCHED TO THEIR WISHES AND NEEDS, WHILE ALSO IN MANY CASES PROVIDING A LOWER COST ALTERNATIVE TO HOSPITALIZATIONS. NUMEROUS CONDITIONS COMMON TO OLDER ADULTS INCLUDING TREATMENT OF EXACERBATIONS OF CHRONIC DISEASES HAVE BEEN EFFECTIVELY TREATED IN THE COMFORT AND SAFETY OF THE HOME SETTING. ESTABLISHED BENEFITS INCLUDE SHORTER LENGTHS OF ACUTE TREATMENT, LOWER RATES OF 30-DAY HOSPITAL ADMISSIONS/READMISSIONS, EMERGENCY DEPARTMENT VISITS, AND SKILLED NURSING FACILITY ADMISSIONS AS WELL AS BETTER PATIENT EXPERIENCES. THERE HAVE BEEN EXPERIENCES AT MOUNT SINAI, USING CENTER FOR MEDICARE & MEDICAID INNOVATION FUNDING, IN COMBINING THE HAH PROGRAM WITH REHABILITATION AT HOME (RAH) (PROVIDING SUBACUTE SERVICES AT HOME) - A PROGRAM THAT ALLOWS FOR SHARING OF STAFFING INFRASTRUCTURE WHILE DELIVERING A NEEDED SERVICE TO PATIENTS. EFFORTS TO DEVELOP A BUNDLED PAYMENT FOR HAH EPISODES PLUS 30-DAY CARE HAVE BEEN ESTABLISHED WITH SOME COMMERCIAL INSURANCE COMPANIES, WHILE EFFORTS TO SECURE THE HAH MODEL AS A PERMANENT PAID BENEFIT IN TRADITIONAL MEDICARE ARE ONGOING. THE HAH PAYMENT BUNDLE IS CURRENTLY NOT AVAILABLE TO MOST POTENTIALLY-ELIGIBLE BENEFICIARIES, INCLUDING MOST TRADITIONAL MEDICARE PATIENTS. A PAYMENT METHOD FOR RAH IS SIMILARLY LACKING. FOR THIS REASON, IN 2018 AND CONTINUING IN 2019, THE INSTITUTE COLLABORATED WITH MOUNT SINAI ON A STUDY OF HOW PAYMENT FOR HAH AND RAH SERVICES MIGHT BE RESTRUCTURED OUT OF EXISTING MEDICARE AND OTHER FEE-FOR-SERVICE-ORIENTED PAYMENT MECHANISMS. THE RESULTS ARE AIDING IN THE UNDERSTANDING OF THE BREADTH OF OPPORTUNITY FOR PROVIDING HAH AND RAH CARE TO A LARGER NUMBER OF MEDICARE BENEFICIARIES PARTICULARLY THOSE IN VALUE- AND RISK-BASED ARRANGEMENTS, SUCH AS ACOS, USING THE EXISTING "CHASSIS" OF MEDICARE FFS REIMBURSEMENT. WHILE NUMEROUS HEALTH SYSTEMS RECOGNIZE AND EMBRACE THE OVERALL TRANSITION FROM VOLUME TO VALUE-BASED CARE, THEY GENERALLY OPERATE AT MARGINS THAT PRECLUDE EXTENSIVE INVESTMENT IN NON-REIMBURSABLE SERVICES, DESPITE THE POTENTIAL FOR FUTURE RETURNS. IMPORTANTLY, FINDINGS FROM THE STUDY PROVIDED CLARITY TO SPECIFIC GAPS IN COVERAGE (NECESSARY SERVICES OR TREATMENTS WITH NO REIMBURSEMENT MECHANISM WHEN DELIVERED IN A HOME SETTING), WHICH COULD, IN TURN, PROVIDE BETTER SPECIFICITY TO SUPPORT THE ONGOING MESSAGING BACK TO MEDICARE CONCERNING THE NEED FOR A COMPREHENSIVE-BUNDLED PAYMENT, OR ALTERNATIVE PROVISIONS THAT DIRECTLY EXPLOIT THIS OPPORTUNITY FOR LOWERING THE COST OF HEALTHCARE. DELIRIUM RESOURCES FOR THE EMERGENCY DEPARTMENT DELIRIUM REMAINS A SIGNIFICANT ISSUE FOR SENIORS ACROSS MANY CARE SETTINGS. THE CONDITION, A SIGN OF A VARIETY OF ACUTE MEDICAL ISSUES (AND SOMETIMES THE ONLY SIGN) IS ASSOCIATED WITH ELEVATED MORBIDITY AND MORTALITY YET IS OFTEN MISSED IN THE ED. IN JULY 2019, WEST HEALTH INSTITUTE AND THE INSTITUTE FOR AGING RESEARCH, AN AFFILIATE OF HARVARD SCHOOL OF MEDICINE, COMPLETED A DELIRIUM TOOLKIT FOR THE DETECTION, MANAGEMENT, AND TREATMENT OF DELIRIUM IN THE ED. THE DRAFT TOOLKIT WAS DISSEMINATED FOR FEEDBACK AT AN EXPERT WORKGROUP MEETING COMPRISED OF LEADING EXPERTS IN DELIRIUM MANAGEMENT AND EMERGENCY MEDICINE AND A REVISED VERSION OF THE TOOLKIT WAS COMPLETED IN DECEMBER 2019. TELEHEALTH HEALTHCARE ORGANIZATIONS ARE STRUGGLING TO KEEP UP WITH THE INCREASING DEMAND OF THE SENIOR POPULATION. THE PROVIDER POPULATION IS DWINDLING, AND THE SENIOR POPULATION IS GROWING AT A RATE THAT HAS NOT BEEN EXPERIENCED BY OUR COUNTRY. OUR HEALTHCARE SYSTEM IS SLOW TO RESPOND TO THIS NEED. THE CREATION OF CARE DELIVERY MODELS THAT WILL ALLOW FOR BETTER OUTCOMES, DECREASED COSTS AND INCREASED ACCESS FOR A POPULATION THAT IS LIVING LONGER WITH MORE COMORBIDITIES IS IMPERATIVE. TELEHEALTH HAS BEEN SHOWN TO IMPROVE ACCESS AND HEALTH OUTCOMES AND DECREASE COST, YET MANY ORGANIZATIONS STRUGGLE TO UNDERSTAND THE OPPORTUNITY AND HOW TO MOVE FORWARD. TO ADDRESS THIS, WEST HEALTH INSTITUTE HAS CREATED AND IMPLEMENTED TOOLS AND EDUCATIONAL PROGRAMS THAT ORGANIZATIONS CAN ATTEND OR USE TODAY. TO DATE, THE INSTITUTE HAS BECOME A LEADER IN PROLIFERATING KNOWLEDGE AND EXPANDING TELEHEALTH ADOPTION IN SENIOR-SPECIFIC CARE MODELS THAT CONTRIBUTE TO AND PROMOTE IMPROVED OUTCOMES AND SUCCESSFUL AGING. RESEARCH MILESTONES IN 2019 INCLUDE: * COMPLETION OF A FIRST-OF-ITS-KIND TELEHEALTH IMPLEMENTATION MANUAL IN COLLABORATION WITH 13 NATIONALLY-RECOGNIZED LEADERS IN TELEHEALTH AND POST-ACUTE AND LONG-TERM CARE ACROSS 10 ORGANIZATIONS. |
| FORM 990, PART III, LINE 4A, DESCRIPTION OF PROGRAM SERVICES | * COMPLETION OF A PRACTICE GUIDE TO INFORM HOME-BASED PRIMARY CARE USING TELEHEALTH ALONG WITH CREATING A DISSEMINATION STRATEGY TO TARGETED FORUMS. * DISSEMINATION OF THE MANUAL VIA A MULTITUDE OF FORUMS INCLUDING, BUT NOT LIMITED TO RESEARCH CONFERENCES AND WORKSHOPS IN CONJUNCTION WITH MAJOR ORGANIZATIONS SUCH AS THE SOCIETY FOR POST-ACUTE AND LONG-TERM CARE (AMDA), THE AMERICAN TELEMEDICINE ASSOCIATION (ATA) AND THE AMERICAN GERIATRICS SOCIETY (AGS) AS WELL AS A WORKSHOP HOSTED AT THE INSTITUTE. * COMPLETION OF THE FIRST-EVER, MULTI-ORGANIZATIONAL (I.E., KAISER PERMANENTE, THOMAS JEFFERSON UNIVERSITY AND SPECTRUM HEALTH) TELEHEALTH RESEARCH PROJECT AND DRAFT MANUSCRIPT TO DEMONSTRATE THE CLINICAL IMPACT ON OUTCOMES AND COST TO ADDRESS ACUTE URGENT CONDITIONS FOR SENIORS. * GUIDING AND INFORMING THE DEVELOPMENT OF A TELEHEALTH PROGRAM "STARTER KIT" INCLUDING 15 DOWNLOADABLE RESOURCES AND 5 PODCASTS TO ADDRESS THE NEEDS OF SENIORS IN SENIOR LIVING COMMUNITIES. ADVANCING SENIOR-APPROPRIATE CHRONIC CARE MODELS CHRONIC CARE FOR THE FRAIL ELDERLY REQUIRES ONGOING, LOW-INTENSITY SUPPORT, MUCH OF IT NOT STRICTLY MEDICAL, WHICH IS IN STARK CONTRAST TO ACUTE CARE DELIVERED IN U.S. HOSPITAL SYSTEMS. CREATING AND IMPROVING SYSTEMS OF CHRONIC CARE THAT PLACE OLDER ADULTS AND WHAT MATTERS TO THEM AT THE CENTER OF CARE MODELS IS ESSENTIAL TO ALLOWING SENIORS TO AGE AS INDEPENDENTLY AS POSSIBLE AND PRESERVE AND SUPPORT THEIR QUALITY OF LIFE. HOME-BASED PRIMARY CARE - CREATING A QUALIFIED CLINICAL DATA REGISTRY (QCDR) 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. DELIVERING HBPC PRESENTS CHALLENGES THAT INCLUDE INADEQUATE PROVIDER COMPENSATION, WORKFORCE SHORTAGES AND HIGH DEMAND FOR SERVICES. COMPENSATION FOR HOME-DELIVERED MEDICAL CARE HAS PRIMARILY BEEN THROUGH FEE-FOR-SERVICE MEDICARE, WHICH IS INADEQUATE TO COVER THE COST OF SERVICES DELIVERED OUTSIDE THE HOME VISIT YET NECESSARY TO MEET THE COMPLEX NEEDS OF HOMEBOUND PATIENTS. IN 2016, THE INSTITUTE BEGAN A COLLABORATION WITH THE UNIVERSITY OF CALIFORNIA, SAN FRANCISCO; JOHNS HOPKINS UNIVERSITY; AND THE JOHN A. HARTFORD FOUNDATION (JAHF) TO ESTABLISH A QCDR FOR HOME-BASED PRIMARY CARE AND PALLIATIVE CARE MEDICINE. THE NATIONAL HOME-BASED PRIMARY CARE AND PALLIATIVE CARE REGISTRY AND ITS CUSTOM MEASURES FOR HOME-BASED CARE OF MEDICALLY COMPLEX FRAIL SENIORS HAS BEEN SUCCESSFULLY APPROVED EACH YEAR BY CMS AS A QCDR, WHICH ALLOWS PRACTITIONERS OF HOME-CARE MEDICINE TO PARTICIPATE IN VALUE-BASED PAYMENTS AND QUALITY IMPROVEMENT ACTIVITIES. SINCE 2016, THE INSTITUTE HAS CONTINUED TO COLLABORATE WITH OUR RESEARCH PARTNERS TO DEVELOP THE E-SPECIFICATIONS FOR THE CUSTOM QUALITY MEASURES. TO DATE, THE REGISTRY HAS RECEIVED DATA FROM OVER 500 PROVIDERS CARING FOR MORE THAN 50,000 PATIENTS NATIONWIDE, ALLOWING PROVIDERS TO TRACK PERFORMANCE AGAINST NATIONAL BENCHMARKS AND CLOSE GAPS IN PATIENT CARE. IN 2019, THE QCDR BECAME THE CORNERSTONE OF THE NATIONAL HOME-BASED PRIMARY AND PALLIATIVE CARE CONSORTIUM LEARNING COLLABORATIVE OF NINE ADDITIONAL PROVIDER PRACTICES THAT ARE NOW CONTRIBUTING DATA TO THE REGISTRY. THE REGISTRY WAS SUCCESSFULLY REAPPROVED AS A QCDR BY CMS FOR 2020. NORTHWELL HEALTH - HOME-BASED MONITORING IN APRIL 2017, THE INSTITUTE LAUNCHED A FOUR-YEAR RESEARCH PROJECT WITH NORTHWELL HEALTH'S HOUSE CALLS PROGRAM, "HOME-BASED MONITORING TO ENHANCE AND SCALE A HIGH-TOUCH HOME-BASED PRIMARY CARE PROGRAM." NORTHWELL HEALTH IS A LARGE, MULTIHOSPITAL SYSTEM THAT IS NEW YORK'S LARGEST HEALTH PROVIDER. THE RESEARCH AIMS TO EXPAND THE PATIENT CENSUS IN THE HOUSE CALLS PRACTICE OVER A FOUR-YEAR PERIOD THROUGH REDESIGN OF THE SCHEDULED IN-HOME VISITS USING DIFFERENT CARE TEAM COMPOSITION AND TELEHEALTH TECHNOLOGY. IN 2017, THE TEAM CONDUCTED INTERVIEWS AND FOCUS GROUPS WITH STAFF, PATIENTS AND CAREGIVERS TO IDENTIFY THEIR PERCEPTIONS OF THE HOUSE CALLS PROGRAM AND AREAS FOR IMPROVEMENT. BASED ON THESE INTERVIEWS, THE TEAM ENGAGED IN OBSERVATIONS OF STAFF WORKFLOWS TO IDENTIFY INEFFICIENCIES AND DEVELOP A PLAN TO ALLEVIATE THESE INEFFICIENCIES. IN 2018, THE TEAM MODELED THE FINANCES OF THE PRACTICE AND IDENTIFIED KEY LEVERS TO REDUCE COSTS AND INCREASE REVENUE WHILE MAINTAINING HIGH-QUALITY CARE. ADDITIONALLY, THE TEAM IMPLEMENTED STRATEGIES TO STREAMLINE OPERATIONS (E.G., FIRST CALL RESOLUTION, STANDARDIZING CARE TEAM MEMBER TRIAGE WHEN RESPONDING TO CHANGE IN CONDITION AND ACUITY LEVEL ANALYSIS) AND PILOTED VIDEO VISITS WITH 25 PATIENTS AND THEIR PROVIDERS. IN 2019, THIS PROCESS IMPROVEMENT WORK CONTINUED BY TESTING VIDEO VISITS TO EXTEND THE REACH OF THE PRIMARY CARE PROVIDER TO MORE PATIENTS BY USING TELEHEALTH AND EMERGENCY MEDICAL TECHNICIANS (EMTS) AS "PHYSICIAN EXTENDERS." THIS CARE MODEL HAS INCREASED THE NUMBER OF PATIENT VISITS HOUSE CALLS PHYSICIANS CAN CARE FOR EACH DAY WHILE ALSO INCREASING OPERATIONAL CAPACITY TO RESPOND TO ACUTE EXACERBATIONS OF SYMPTOMS IN PATIENTS. IN 2019, THE INSTITUTE ALSO DEVELOPED AND PUBLISHED "A PRACTICAL GUIDE TO EXPANDING HOME-BASED PRIMARY CARE WITH TELEHEALTH." THE GUIDE WAS DESIGNED TO SUPPORT ANY HOME-BASED CARE PRACTICE THAT SEEKS TO ADOPT TELEHEALTH TO INCREASE THE NUMBER OF SENIORS IN ITS PRACTICE. CAREGIVERS CAREGIVERS REPRESENT A CRITICAL COMPONENT OF SUCCESSFUL AGING, COMPRISING FAMILY MEMBERS, NONFAMILY MEMBERS AND PAID HELPERS. TRADITIONALLY CONSIDERED AS UNPAID FAMILY MEMBERS, CAREGIVERS REPRESENT A MUCH LARGER COMMUNITY OF PROFESSIONAL AND NONPROFESSIONAL PROVIDERS AND INCLUDES ANYONE DELIVERING COMMUNITY-BASED SERVICES TO AGING ADULTS SUCH AS MEDICAL CARE, SUPPORT OF DAILY LIVING ACTIVITIES AND OTHER BASIC NEEDS. ACCORDING TO THE ALZHEIMER'S ASSOCIATION'S 2018 REPORT, MORE THAN 16 MILLION FAMILY CAREGIVERS PROVIDE UNPAID CARE TO PEOPLE WITH ALZHEIMER'S OR OTHER DEMENTIAS, AND THAT NUMBER IS EXPECTED TO INCREASE AS BABY BOOMERS AGE. DEMENTIA CAREGIVERS PROVIDE CARE FOR LONGER TIME PERIODS THAN OTHER CAREGIVERS, WITH 57% CARING FOR A LOVED ONE FOR FOUR OR MORE YEARS. DESPITE THE COMPLEXITY OF PROVIDING THIS TYPE OF CARE, THERE IS LITTLE COORDINATION BETWEEN CAREGIVERS AND THE FORMAL HEALTHCARE INFRASTRUCTURE. THE INSTITUTE HAS EXPLORED AND RESEARCHED OPPORTUNITIES TO INTEGRATE AND ALIGN THE EFFORTS OF CAREGIVERS, HEALTHCARE PROVIDERS AND SYSTEMS TO REDUCE THE BURDEN, HELP ENSURE COORDINATION AMONG EFFORTS AND ENABLE ACCESS TO MORE CONTINUOUS, COMMUNITY-BASED CARE THAT IS BETTER ALIGNED WITH EMERGING PATIENT NEEDS AND CORRESPONDING VALUE-BASED INCENTIVES. IN 2016, THE INSTITUTE LAUNCHED A THREE-YEAR CAREGIVER EDUCATION PROJECT WITH THE CENTER TO ADVANCE PALLIATIVE CARE (CAPC), ICAHN SCHOOL OF MEDICINE AT MOUNT SINAI IN NEW YORK. THE ORIGINAL PROJECT AIM WAS TO PROVIDE CAREGIVERS WITH JUST-IN-TIME RESOURCES AND LEARNING MODULES RELATED TO CARING FOR A LOVED ONE WITH DEMENTIA. THE INSTITUTE'S FORMATIVE RESEARCH IN THE FIRST YEAR OF THE PROJECT REVEALED THE TRAINING FORMAT IN THE INITIAL PROPOSAL - ONLINE COURSES FOR FAMILY CAREGIVERS - WAS NOT A METHOD OF LEARNING THAT THE AUDIENCE CONSIDERED BENEFICIAL. FAMILY CAREGIVERS WERE NOT USING ONLINE RESOURCES. FOR EXAMPLE, ONLINE RESOURCES THAT DO EXIST HAVE LOW ATTENDANCE, SUGGESTING LIMITED SUCCESS IN REACHING FAMILY CAREGIVERS AT SCALE. GIVEN CLINICIANS ARE CAREGIVERS AND PATIENTS' MOST-TRUSTED SOURCE OF INFORMATION AND THEIR PRIMARY POINT OF CONTACT FOR DEMENTIA CARE, THE INSTITUTE SHIFTED FOCUS TO CREATE A SERIES OF ONLINE TRAINING MODULES FOR ALL CLINICIANS TO TALK WITH PATIENTS, FAMILY MEMBERS, AND OTHER CAREGIVERS ABOUT DEMENTIA. CAPC AND WHI WORKED WITH NATIONAL LEADERS IN DEMENTIA CARE TO EASE THE BARRIERS TO DEMENTIA CARE BY DEVELOPING TRAINING FOR ALL PROVIDERS WHO ENCOUNTER PEOPLE WITH COGNITIVE IMPAIRMENT AND THEIR CAREGIVERS. TRAINING INCLUDES ONLINE CLINICAL COURSES IN THE SKILLS NEEDED TO DISCLOSE A DEMENTIA DIAGNOSIS TO PATIENTS, ASSESSING AND ALLEVIATING CAREGIVER BURDEN, COMMUNICATING ABOUT WHAT TO EXPECT AS DEMENTIA PROGRESSES, AND INTERPRETING AND ADDRESSING BEHAVIORAL SYMPTOMS OF DEMENTIA. THE NEW CURRICULUM, BEST PRACTICES IN DEMENTIA CARE AND CAREGIVER SUPPORT, AND THE FIRST THREE OF SEVEN COURSES WERE RELEASED IN AUGUST 2018. AS OF FEBRUARY 2019, OVER 1,400 HEALTHCARE PROFESSIONALS HAVE COMPLETED THE COURSES. WITH NEARLY 300 COURSE COMPLETIONS PER MONTH (FOR FIRST COURSE), THIS COMPLETION RATE EXCEEDS THAT OF MANY OF CAPC'S SPECIALIZED COURSES. |
| FORM 990, PART III, LINE 4A, DESCRIPTION OF PROGRAM SERVICES | * CONCEPTION OF "GOTLC.ORG" THE FIRST ALL-INCLUSIVE, OPEN-ACCESS INFORMATION CHANNEL FOR GUIDING AND INFORMATIVE RESOURCES FOR THE DEVELOPMENT OF TELEHEALTH PROGRAMS FOR SENIOR-SPECIFIC CARE ALONG WITH THE CREATION OF A "STARTER KIT" TO HELP SENIOR CARE COMMUNITIES JUMP START THEIR TELEHEALTH PROGRAMS WITH A NEEDS-FOCUSED PERSPECTIVE. * DISSEMINATION OF KNOWLEDGE GAINED FROM A TELEHEALTH DEMONSTRATION PROJECT IN ASSISTE WORK IN THIS IMPORTANT AREA CONTINUED IN 2019, DURING WHICH FOUR ADDITIONAL COURSES WERE RELEASED: * "PLANNING FOR THE FUTURE WITH PEOPLE LIVING WITH DEMENTIA AND THEIR CAREGIVERS" * "SUPPORTING THE CAREGIVERS OF PEOPLE LIVING WITH DEMENTIA" * "MOOD AND SLEEP DISTURBANCES IN PEOPLE LIVING WITH DEMENTIA" * "CRITICAL DECISIONS IN ADVANCED DEMENTIA" ADDITIONALLY, A TOOLKIT ENTITLED, "IMPROVING DEMENTIA CARE" WAS RELEASED IN APRIL OF 2019. THE TOOLKIT OUTLINES KEY OPERATIONAL PROCESSES HEALTHCARE PROFESSIONALS AND HEALTH SYSTEMS CAN IMPLEMENT TO BETTER SUPPORT CAREGIVERS. PALLIATIVE CARE PALLIATIVE CARE PROVIDES AN EXTRA LAYER OF SUPPORT FOR THE SERIOUSLY ILL, GIVING THEM RELIEF FROM SYMPTOMS AND THE STRESS OF DISEASE BURDEN, ULTIMATELY IMPROVING THE PATIENT'S AND FAMILY'S QUALITY OF LIFE. PALLIATIVE CARE HAS EXPANDED INTO THE HOSPITAL SETTING WITH INCREASING NUMBER OF HOSPITALS HAVING PALLIATIVE CARE TEAMS AVAILABLE FOR PATIENTS. IN ADDITION TO APPROPRIATELY PLACING THE PATIENT AT THE CENTER OF THE CARE PARADIGM, PALLIATIVE CARE ALSO REPRESENTS A ROUTE TO BETTER DEPLOYMENT OF HEALTHCARE DOLLARS AND REDUCING OVERALL COST TO THE US HEALTH SYSTEM. IN THE COMMUNITY, PALLIATIVE CARE HAS FACED MORE BARRIERS TO EXPANSION AND, AS SUCH, HAS BEEN SLOWER TO REACH THE POPULATION IN NEED. THE INSTITUTE'S GOAL IS TO SPUR ADOPTION OF HOME AND COMMUNITY-BASED PALLIATIVE CARE PROGRAMS FOR SENIORS WITH SERIOUS ILLNESS AND IT IS CONDUCTING THREE MAJOR RESEARCH PROJECTS THAT AIM TO ADDRESS THIS GOAL. PROJECT HOPE - HOME-BASED PALLIATIVE CARE IN 2016, THE INSTITUTE LAUNCHED A MULTI-YEAR PROJECT WITH THE ICAHN SCHOOL OF MEDICINE AT MT. SINAI FOCUSED ON CREATING, DELIVERING AND EVALUATING A CLINICAL MODEL WHICH PROVIDES PALLIATIVE CARE TO PATIENTS IN THEIR HOME. IN 2017, THE RESEARCH STUDY FOCUSED ON THE DEVELOPMENT OF A RISK STRATIFICATION MODEL TO IDENTIFY THE APPROPRIATE PATIENTS FOR HOME-BASED PALLIATIVE CARE AND OPERATIONALIZING CLINICAL PATHWAYS FOR DELIVERY OF CARE USING COMMUNITY HEALTH WORKERS AND TELEMEDICINE. AS PART OF THIS WORK, THE INSTITUTE IS INTERESTED IN FURTHER DISSEMINATION OF THE COMMUNITY-BASED PALLIATIVE CARE MODEL AND THE RESEARCH TEAM HAS BEGUN WORK ON DEVELOPING A 'PLAYBOOK' THAT OUTLINES HOW HEALTH SYSTEMS CAN ADOPT THIS MODEL WITHIN THEIR SYSTEM. IN 2018, THE TEAM TRAINED THE CLINICAL STAFF FOR IMPLEMENTING THE PALLIATIVE PROGRAM AND PILOTED THE HOME-BASED PALLIATIVE CARE MODEL WITH TEN SENIORS. THE RANDOMIZED CONTROLLED TRIAL TO EVALUATE THE PROGRAM COMPARED TO A USUAL CARE CONTROL GROUP WAS LAUNCHED IN AUGUST OF 2018. IN 2019, MORE THAN 180 SENIORS WERE ENROLLED IN THE PROGRAM. BLUE SHIELD HOME-BASED PALLIATIVE CARE EVALUATION AND DISSEMINATION STUDY BLUE SHIELD OF CALIFORNIA ("BLUE SHIELD") IS CURRENTLY CONTRACTING WITH ITS PROVIDERS ACROSS CALIFORNIA TO DELIVER HOME-BASED PALLIATIVE CARE TO SERIOUSLY ILL INDIVIDUALS AS A BENEFIT IN THEIR PLAN. IN 2018, THE INSTITUTE CONDUCTED A SURVEY WITH THESE HEALTH PLANS TO CREATE A BASELINE UNDERSTANDING OF OPPORTUNITIES AND CHALLENGES THEY FACE IN DEVELOPING SCALABLE IN-HOME PALLIATIVE CARE MODELS. IN SEPTEMBER 2018, THE INSTITUTE COMMENCED A RESEARCH STUDY WITH BLUE SHIELD TO IDENTIFY THE RETURN ON INVESTMENT OF IMPLEMENTING AN IN-HOME PALLIATIVE CARE PROGRAM WITHIN A HEALTH PLAN. AS PART OF THE STUDY, THE INSTITUTE IS SERVING AS AN INDEPENDENT EVALUATOR OF THE PROGRAM AND IS INVESTIGATING THE 49,000 LIVES COVERED BY BLUE SHIELD OF CALIFORNIA CURRENTLY ELIGIBLE FOR HOME-BASED PALLIATIVE CARE, AND WHAT FACTORS INFLUENCE ENROLLMENT INTO THE PROGRAM. TO DRIVE THE DISSEMINATION OF THIS PROGRAM TO OTHER HEALTHCARE PAYERS, THE INSTITUTE WILL EVALUATE THE COST-SAVINGS OF THE PROGRAM RELATIVE TO THE COST OF DELIVERING THE PROGRAM. IN 2019, THE INSTITUTE SUCCESSFULLY ACQUIRED THE BLUE SHIELD DATA, DEVELOPED THE PROPENSITY MATCHING ALGORITHM, AND COMPLETED SEVERAL STAGES OF DATA ANALYSIS TO PREPARE FOR THE FINAL RETURN ON INVESTMENT CALCULATIONS. THE INSTITUTE ALSO FACILITATED 6 VIRTUAL MEETINGS INCLUDING 25+ BLUES-AFFILIATED HEALTH PLANS ACROSS THE COUNTRY. THIS BLUES SERIOUS ILLNESS WORKGROUP WILL SERVE AS A DISSEMINATION VEHICLE FOR THE RESEARCH FINDINGS THROUGH 2020. CAPC HEALTH PLAN, ACO, AND PACE LEARNING COMMUNITY PROJECT IN MAY 2019, WHI PARTNERED WITH CAPC, ALONG WITH A GROUP OF CO-FUNDERS CONSISTING OF COMMONWEALTH FUND, PETERSON CENTER ON HEALTHCARE, AND THE JOHN A. HARTFORD FOUNDATION (JAHF), AND BEGAN A THREE-YEAR LEARNING COMMUNITY PROJECT AIMED AT EXPANDING PALLIATIVE CARE SERVICES WITH 22 HEALTH INSURANCE PLANS AND 18 ACOS. IN ADDITION, THE INSTITUTE IS CO-LEADING A LEARNING COMMUNITY ON PALLIATIVE CARE FOCUSED ON PACE PROGRAMS. ACTIVITIES OF THE LEARNING COMMUNITY INCLUDE CONVENING MEDICARE ADVANTAGE (MA) PLANS, ACOS, AND PACE PROGRAMS AND PROVIDING ACCESS TO EXPERTS AND TECHNICAL ASSISTANCE TO EXPEDITE THE DISSEMINATION OF PALLIATIVE CARE STRATEGIES. THE PARTICIPATING HEALTH PLANS AND ACOS WILL IMPLEMENT AT LEAST ONE OF FOUR STRATEGIES: CASE MANAGER SKILL BUILDING, PROACTIVE BENEFICIARY IDENTIFICATION, DEVELOPMENT OF HOME-BASED PALLIATIVE CARE SERVICES, OR CREATION OF NETWORK STANDARDS AND INCENTIVES. THE OUTCOME OF THE PACE LEARNING COMMUNITY WILL BE ENHANCED PALLIATIVE CARE STRATEGIES RELATED TO INTERDISCIPLINARY TEAM TRAINING, PROACTIVE IDENTIFICATION OF PARTICIPANTS, AND DEVELOPING QUALITY METRIC PROGRAMS. TO MOVE THIS WORK FORWARD, CAPC AND THE INSTITUTE LED TWO SUCCESSFUL KICK-OFF MEETINGS WITH PARTICIPATING MA PLANS AND ACOS IN CHICAGO AND WASHINGTON, DC. THE MA PLAN LEARNING COMMUNITY HELD ITS FIRST ROUND OF VIRTUAL OFFICE HOURS, VIRTUAL CONVENINGS, AND COACHING CONVERSATIONS. FOURTEEN PACE PROGRAMS APPLIED FOR THE PACE LEARNING COMMUNITY, REPRESENTING 20% OF ALL PACE PARTICIPANTS IN THE NATION. PROGRAM OF ALL-INCLUSIVE CARE FOR THE ELDERLY ("PACE") THE PROGRAM OF ALL-INCLUSIVE CARE FOR THE ELDERLY 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 CLOSELY WITH GARY AND MARY WEST PACE TO DEVELOP AND EXECUTE AN INNOVATIVE PROGRAM OF APPLIED MEDICAL RESEARCH STUDIES TO ENHANCE AND EXPAND THE SERVICE DELIVERY OF PACE FOR BOTH GMW PACE AS WELL AS PACE PROGRAMS NATIONALLY. THE INSTITUTE CONTINUES TO BE AN ACTIVE MEMBER OF AND WORK CLOSELY WITH THE CALIFORNIA PACE ASSOCIATION (CALPACE) AND NATIONAL PACE ASSOCIATION (NPA) IN ORDER TO ENSURE THAT THE RESEARCH AND LEARNINGS GARNERED FROM THE COLLABORATION WITH GMW PACE HAVE APPROPRIATE VECTORS FOR WIDESPREAD DISSEMINATION. IN 2019, THE INSTITUTE'S RESEARCH EFFORTS HAVE INCLUDED LAUNCHING PROJECTS TO SCREEN ALL NEW PACE PARTICIPANTS FOR MALNUTRITION, DEVELOPING PLANS TO INCLUDE TELEHEALTH WITHIN THE PRACTICE, AND PROVIDE RESPONSIVE CARE FOR ACUTE EVENTS THAT TAKE PLACE OUTSIDE OF THE CLINIC WITH THE OBJECTIVE OF REDUCING/AVOIDING UNNECESSARY VISITS TO THE EMERGENCY ROOM AND/OR HOSPITAL ADMISSIONS. ORAL HEALTHCARE IN CALIFORNIA AND ACROSS THE NATION, MANY SENIORS CANNOT AFFORD DENTAL CARE. MEDICARE, THE PRIMARY HEALTH INSURER FOR SENIORS, DOES NOT COVER ROUTINE DENTAL CARE. ALTHOUGH MEDICAID COVERAGE FOR DENTAL CARE IS AVAILABLE FOR LOW-INCOME SENIORS IN CALIFORNIA THROUGH DENTI-CAL, LOW REIMBURSEMENT RATES AND ADMINISTRATIVE OBSTRUCTIONS RESULT IN SIGNIFICANT GAPS IN DENTAL PROVIDERS WILLING TO PARTICIPATE. THE INSTITUTE IS ADDRESSING THE CRITICAL NEED FOR IMPROVED ORAL HEALTHCARE FOR VULNERABLE SENIORS THROUGH ITS APPLIED MEDICAL RESEARCH WITH COLLABORATORS. THE INSTITUTE CONTINUES TO BE AN ACTIVE CONTRIBUTOR TO CALIFORNIA'S ORAL HEALTH NETWORK AS A MEMBER OF ITS POLICY COMMITTEE REPRESENTING THE VOICE OF SENIORS THROUGH STATE ORAL HEALTH POLICY AND ADVOCACY. APPLE TREE DENTAL IN 2017, THE INSTITUTE INITIATED A PARTNERSHIP AND RESEARCH COLLABORATION WITH APPLE TREE DENTAL (ATD), A MINNESOTA-BASED PROVIDER OF INTEGRATED DENTAL SERVICES TO VULNERABLE POPULATIONS, PARTICULARLY LOW-INCOME SENIORS. ATD HAS PROVIDED SERVICES FOR OVER 30 YEARS AND HAS THOUSANDS OF RECORDED PATIENTS WHO ARE OLDER ADULTS. THIS STUDY UTILIZED RETROSPECTIVE DATA FROM ATD TO EXAMINE DIFFERENCES IN CARE FOR OLDER AND VULNERABLE ADULTS TO DEVELOP POTENTIAL RISK OR PAYMENT MODIFIERS AND DISCOVER ALTERNATE METHODS, WHICH MAY BE MORE EFFICIENT OR EFFECTIVE TO EXPAND SERVICES TO OLDER ADULTS. |
| FORM 990, PART III, LINE 4A, DESCRIPTION OF PROGRAM SERVICES | ADDITIONALLY, THE INSTITUTE LEVERAGED THIS DATA TO ANALYZE AND DISCOVER INNOVATIVE MODELS OF SENIOR DENTAL CARE, WITH THE GOAL OF DEVELOPING RISK/UTILIZATION MODELS AND DISCOVERING THE EVIDENCE TO SUPPORT THE VALUE PROPOSITION OF PROVIDING ACCESS TO QUALITY ORAL HEALTHCARE FOR OLDER ADULTS. THE STUDY WAS COMPLETED IN 2019, RESULTS WERE SHOWCASED AT THE SPECIAL CARE DENTISTRY ASSOCIATION CONFERENCE, AND A MANUSCRIPT WAS WRITTEN AND PUBLISHED TO FURTHER ELABORATE ON THE ANALYSES CONDUCTED WITH THE ATD DATABASE. AGE-FRIENDLY DENTAL CARE GUIDELINES THE INSTITUTE PARTNERED AGAIN WITH THE INSTITUTE FOR HEALTHCARE IMPROVEMENT (IHI) TO CONDUCT A LANDSCAPE ANALYSIS TO IDENTIFY THE MOST PRESSING ISSUES WITH RESPECT TO QUALITY OF ORAL HEALTHCARE FOR SENIORS AT VARIOUS LEVELS FROM THE PAYMENT, POLICY, AND INDUSTRY LEVEL, FROM THE PERSPECTIVE OF THE PROVIDER ORGANIZATIONS TO THE PATIENT AND PUBLIC LEVEL. THROUGH THIS WORK, THE INSTITUTE EVALUATED THE ORAL HEALTH LANDSCAPE FOR OLDER ADULTS, IDENTIFIED OPPORTUNITIES TO IMPROVE QUALITY WITH A SPECIFIC FOCUS ON THE DIMENSIONS OF SAFETY, PATIENT-CENTEREDNESS, AND EQUITY, AND SURFACED EXEMPLARS AND PROMISING PRACTICES IN THE FIELD. A FINAL SET OF RECOMMENDATIONS WERE PRESENTED FOR CONSIDERATION FOR FUTURE OPPORTUNITIES RELATED TO AGE-FRIENDLY DENTAL CARE GUIDELINES. ADVANCING SUPPORTIVE SERVICES IN THE U.S., CLINICAL CARE IS ESTIMATED TO ACCOUNT FOR APPROXIMATELY 20 PERCENT OF HEALTH OUTCOMES. THE OTHER 80 PERCENT OF HEALTH CONTRIBUTORS ARE THE SOCIAL DETERMINANTS OF HEALTH (SDOH). SENIOR PROGRAMS AND SERVICES THAT ARE DELIVERED BY COMMUNITY-BASED ORGANIZATIONS ADDRESS SDOH. THESE PROGRAMS INCLUDE BUT ARE NOT LIMITED TO NUTRITION EDUCATION AND SUPPORT, TRANSPORTATION, IN-HOME PERSONAL CARE, DISEASE MANAGEMENT, AND CARE TRANSITIONS. ADDRESSING THE SDOH HELPS REDUCE SOCIAL ISOLATION, IMPROVE HEALTH, LOWER HEALTHCARE COSTS AND ALLOW SENIORS ACROSS THE COUNTRY TO REMAIN HEALTHY AND INDEPENDENT IN THEIR HOMES AND COMMUNITIES FOR AS LONG AS POSSIBLE. IN RECOGNITION OF THE INCREASED DEMAND BY HEALTHCARE ORGANIZATIONS TO ADDRESS SDOH, THE INSTITUTE RESEARCHED NEW WAYS FOR COMMUNITY-BASED AND HEALTHCARE ORGANIZATIONS TO DELIVER MORE COORDINATED, SENIOR-APPROPRIATE CARE BY SCREENING FOR AND ADDRESSING THE SDOH. THESE EFFORTS REPRESENT AN IMPORTANT ASPECT OF THE INSTITUTE'S MODUS OPERANDI IN WHICH RESOURCES ARE DEPLOYED "TO LEARN" AS WELL AS "TO BUILD" ADDRESSING SDOH WILL BE AN IMPORTANT COMPONENT FOR SUCCESS IN MOST AREAS (SUCH AS GEDS, PACE, AND OTHER MODELS DESCRIBED ABOVE) WHERE THE INSTITUTE HAS CHOSEN TO DEEPLY FOCUS AND CONCENTRATE EFFORTS. MALNUTRITION EMPOWERING COMMUNITY BASED ORGANIZATIONS MALNUTRITION DISPROPORTIONALLY AFFECTS SENIORS, WITH UP TO ONE OUT OF TWO AT RISK FOR MALNUTRITION. TO ADDRESS THIS GROWING PUBLIC HEALTH CRISIS, THE INSTITUTE HOSTED A SENIOR MALNUTRITION VISIONING SESSION IN WASHINGTON D.C. IN FEBRUARY 2018. THE VISIONING SESSION ENGAGED NATIONAL LEADERS IN HEALTHCARE, AGING, SENIOR NUTRITION, POLICY AND RESEARCH TO EXCHANGE INNOVATIVE IDEAS THAT WOULD ADVANCE COMPREHENSIVE MALNUTRITION CARE AND PREVENTION THROUGH PRACTICE INNOVATIONS AND COMMUNITY-BASED SOLUTIONS. THE OUTPUT OF THE SESSION WAS A MULTI-YEAR ROADMAP THAT CHARTED A STRATEGY TO ACHIEVE COMPREHENSIVE SENIOR MALNUTRITION CARE THROUGH IDENTIFICATION, INTERVENTION, EVALUATION AND POLICY/REIMBURSEMENT REFORM. TO ADVANCE THE ROADMAP AND BECOME A CHANGE AGENT FOR REDUCING SENIOR MALNUTRITION, THE INSTITUTE PARTNERED WITH THE DEFEAT MALNUTRITION TODAY COALITION (DMT) IN 2019 AND ESTABLISHED A SUBGROUP THAT FOCUSED ON ACCELERATING THE ROLE OF COMMUNITY-BASED ORGANIZATIONS (CBOS) TO IDENTIFY AND ADDRESS THE SOCIAL RISK FACTORS ASSOCIATED WITH MALNUTRITION. CBOS HAVE BEEN PROVEN TO BE UNIQUELY POSITIONED TO ADVANCE MALNUTRITION CARE FOR COMMUNITY-DWELLING SENIORS BECAUSE THEY ARE DEEPLY ROOTED IN THEIR COMMUNITIES AND PROVIDE A WIDE ARRAY OF PROGRAMS AND SERVICES THAT ADDRESS UNMET SOCIAL NEEDS. LACK OF TRANSPORTATION, FOOD INSECURITY, POVERTY, SOCIAL ISOLATION, LIMITED ACCESS TO PUBLIC BENEFIT PROGRAMS, AND OTHER SUPPORT PROGRAMS AND SERVICES OFTEN CONTRIBUTE TO MALNUTRITION. IN 2019, THE INSTITUTE CONDUCTED A SERIES OF WEBINARS TO EDUCATE NUTRITION AND HEALTHCARE PROVIDERS ABOUT INNOVATIVE COMMUNITY-BASED PROGRAMS THAT ARE SCREENING SENIORS FOR MALNUTRITION AND ADDRESSING RELATED UNMET SOCIAL NEEDS. LEVERAGING MEALS ON WHEELS AMERICA TO ASSESS STATUS AND NEEDS IN MARCH OF 2018, THE INSTITUTE, IN COLLABORATION WITH BROWN UNIVERSITY AND MEALS ON WHEELS AMERICA (MOWA), CONCLUDED A TWO-YEAR STUDY THAT DEVELOPED AND IMPLEMENTED A TECHNOLOGY-ENABLED CHANGE OF CONDITION MONITORING TOOL TO ENHANCE MEAL DELIVERY PRACTICES, AND A CARE COORDINATION PROTOCOL TO IMPROVE THE HEALTH, SAFETY AND WELL-BEING OF VULNERABLE, HOME-BOUND, MEALS ON WHEELS (MOW) CLIENTS. IN 2019, MOWA AND THE INSTITUTE TESTED AND SCALED THE CLIENT CHANGE OF CONDITION AND CARE COORDINATION PROTOCOL ACROSS MORE THAN 30 NEW MOW PROGRAMS NATIONWIDE. IN ADDITION TO ADOPTING THE CLIENT CHANGE OF CONDITION AND CARE COORDINATION PROTOCOL, THESE PROGRAMS EXCHANGED IDEAS WITH THEIR PEERS, SHARED PROMISING PRACTICES AND COLLECTIVELY ADDRESSED CHALLENGES FACED WHEN IMPLEMENTING THE PROTOCOL IN THEIR RESPECTIVE PROGRAMS AND COMMUNITIES. ADDRESSING UNMET SOCIAL NEEDS - UNIVERSITY OF CALIFORNIA, IRVINE IN COLLABORATION WITH THE UNIVERSITY OF CALIFORNIA, IRVINE (UCI), THE INSTITUTE COMPLETED THE FINAL YEAR OF A 3-YEAR PROJECT THAT ADVANCED PERSON-CENTERED CARE PRACTICES WITHIN AN ESTABLISHED SENIOR HEALTH CENTER. THE PROJECT EMBEDDED A CARE NAVIGATOR WITHIN THE CARE TEAM, TO SCREEN HIGH-RISK SENIOR PATIENTS FOR UNMET SOCIAL NEEDS, AND UTILIZED A TECHNOLOGY PLATFORM TO LINK PATIENTS TO NEEDED COMMUNITY-BASED PROGRAMS AND SUPPORT SERVICES. IN 2019, A PRACTICAL GUIDE TO ADDRESSING THE SOCIAL NEEDS OF OLDER ADULTS WAS PUBLISHED TO ASSIST HEALTHCARE PROVIDERS TO IMPLEMENT A SOCIAL NEEDS SCREENING AND REFERRAL PROGRAM FOR OLDER PATIENTS WITHIN CLINICAL PRACTICES. THE GUIDE INCLUDED THE FIRST OF ITS KIND SENIOR-SPECIFIC SOCIAL NEEDS SCREENING TOOL. |
| FORM 990, PART III, LINE 4A, DESCRIPTION OF PROGRAM SERVICES | MALNUTRITION SCREENING IN AN ED SETTING - UNIVERSITY OF NORTH CAROLINA EMERGENCY DEPARTMENT SENIOR MALNUTRITION IS A COMPLEX, MULTIFACETED CONDITION THAT CONTRIBUTES TO POOR HEALTH AND OVER $51 BILLION IN ANNUAL HEALTH-RELATED COSTS. IN RECOGNITION OF THE SIGNIFICANT IMPACT OF MALNUTRITION ON THE COST OF HEALTHCARE AND SUCCESSFUL AGING, THE INSTITUTE, IN COLLABORATION WITH THE UNIVERSITY OF NORTH CAROLINA HOSPITALS' GERIATRIC EMERGENCY DEPARTMENTS (GED) ADVANCED CARE FOR SENIORS BY SCREENING FOR MALNUTRITION, MALNUTRITION RISK, AND FOOD INSECURITY IN THE GED. IN 2019, A PROCESS TO SYSTEMATICALLY IDENTIFY SENIOR PATIENTS WHO WERE AT-RISK FOR MALNUTRITION AND FOOD INSECURITY WAS ESTABLISHED WITHIN THE GED, WITH IDENTIFIED PATIENTS LINKED TO COMMUNITY-BASED SOLUTIONS THAT ADDRESSED THE SOCIAL RISK FACTORS OF BOTH FOOD INSECURITY AND MALNUTRITION. FOOD INSECURITY AND MALNUTRITION SCREENING TOOLS WERE TESTED AND INCORPORATED INTO THE GED WORKFLOW AND ELECTRONIC HEALTH RECORD. |
| FORM 990, PART VI, SECTION A, LINE 2 | ALMOST ALL 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 PERFORMED BY EMPLOYEES OF GARY AND MARY WEST MANAGEMENT COMPANY, INC. DIANA CAMPAU (THROUGH 8/1/2019), WILLIAM EARLEY (FROM 5/24/2019), SALLY HALLAK, SIOBHAN GRAHAM 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 $967,629. |
| FORM 990, PART VI, SECTION A, LINE 6 | THE ORGANIZATION IS A NON-PROFIT, NON-STOCK CORPORATION WITH THREE MEMBERS DURING 2019. 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, WILLIAM PATRICK KRUER (THROUGH 12/11/2019), JAMES K HASSON (EFFECTIVE 12/12/2019) 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 VICE PRESIDENT OF FINANCE AND CONTROLLER, 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 2019 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 EARLY 2016. |
| 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 CHIEF ADMINISTRATION OFFICER AND GENERAL COUNSEL (THROUGH 5/24/2019) AND OTHER SENIOR MANAGEMENT ROLES. |
| FORM 990, PART IX, LINE 11G | CONSULTANTS: PROGRAM SERVICE EXPENSES 739,592. MANAGEMENT AND GENERAL EXPENSES 522,481. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 1,262,073. STUDIES/WHITEPAPERS/RESEARCH: PROGRAM SERVICE EXPENSES 8,335,524. MANAGEMENT AND GENERAL EXPENSES 0. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 8,335,524. STAKEHOLDER COMMUNICATIONS: PROGRAM SERVICE EXPENSES 127,575. MANAGEMENT AND GENERAL EXPENSES 1,347,387. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 1,474,962. OTHER: PROGRAM SERVICE EXPENSES 0. MANAGEMENT AND GENERAL EXPENSES 1,024. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 1,024. |
| FORM 990, PART XI, LINE 9: | DONATED SERVICES -3,000. |
Schedule R IRS990ScheduleR
Id Related Tax Exempt Org IdRelatedTaxExemptOrgGrp (2 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | EINEIN | Primary ActivitiesPrimaryActivitiesTxt | Legal Domicile StateLegalDomicileStateCd | Exempt Code SectionExemptCodeSectionTxt | Public Charity StatusPublicCharityStatusTxt | Direct Controlling NADirectControllingNACd | Controlled OrganizationControlledOrganizationInd |
|---|---|---|---|---|---|---|---|---|---|---|
| GARY AND MARY WEST HEALTH POLICY CENTER | ||||||||||
| 1909 K STREET NW SUITE 730 | WASHINGTON | DC | 20006 | 275388874 | SEE SCH R, PART VII | DE | 501(C)(3) | PF | N/A | 0 |
| GARY AND MARY WEST HEALTH ENDOWMENT INC | ||||||||||
| 1313 N MARKET ST SUITE 5300 | WILMINGTON | DE | 19801 | 272953865 | FINANCIAL SUPPORT | DE | 501(C)(3) | 11 | N/A | 0 |
Id Related Org Txbl Corp Tr IdRelatedOrgTxblCorpTrGrp (3 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | EINEIN | Primary ActivitiesPrimaryActivitiesTxt | Legal Domicile StateLegalDomicileStateCd | Business Name Line1DirectControllingEntityName/BusinessNameLine1Txt | Entity TypeEntityTypeTxt | Controlled OrganizationControlledOrganizationInd | Direct Controlling NADirectControllingNACd |
|---|---|---|---|---|---|---|---|---|---|---|
| REFLEXION HEALTH INC | ||||||||||
| 225 BROADWAY SUITE 650 | SAN DIEGO | CA | 92101 | 455417842 | SEE SCH R, PART VII | DE | DIGITAL HEALTH CORP | C | 0 | |
| GARY AND MARY WEST MANAGEMENT COMPANY INC | ||||||||||
| 5800 ARMADA DRIVE SUITE 100 | CARLSBAD | CA | 92008 | 454040871 | SEE SCH R, PART VII | DE | C | 0 | N/A | |
| DIGITAL HEALTH CORP | ||||||||||
| 225 BROADWAY SUITE 300 | SAN DIEGO | CA | 92101 | 820903337 | SEE SCH R, PART VII | DE | GARY AND MARY WEST HEALTH ENDOWMENTINC | C | 0 | |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Receipt Of Int Annts Rnts Rylts | 0 | ReceiptOfIntAnntsRntsRyltsInd |
| Gift Grnt Or Cap Contri To Oth Org | 0 | GiftGrntOrCapContriToOthOrgInd |
| Gift Grnt Cap Contri From Oth Org | Yes (1) | GiftGrntCapContriFromOthOrgInd |
| Loans Or Guarantees To Other Org | 0 | LoansOrGuaranteesToOtherOrgInd |
| Loans Or Guarantees From Oth Org | 0 | LoansOrGuaranteesFromOthOrgInd |
| Div Related Organization | 0 | DivRelatedOrganizationInd |
| Asset Sale To Other Org | 0 | AssetSaleToOtherOrgInd |
| Asset Purchase From Other Org | 0 | AssetPurchaseFromOtherOrgInd |
| Asset Exchange | 0 | AssetExchangeInd |
| Rental Of Facilities To Oth Org | 0 | RentalOfFacilitiesToOthOrgInd |
| Rental Of Fclts From Oth Org | 0 | RentalOfFcltsFromOthOrgInd |
| Perform Of Services For Oth Org | 0 | PerformOfServicesForOthOrgInd |
| Perform Of Services By Other Org | Yes (1) | PerformOfServicesByOtherOrgInd |
| Sharing Of Facilities | Yes (1) | SharingOfFacilitiesInd |
| Paid Employees Sharing | Yes (1) | PaidEmployeesSharingInd |
| Reimbursement Paid To Other Org | Yes (1) | ReimbursementPaidToOtherOrgInd |
| Reimbursement Paid By Other Org | Yes (1) | ReimbursementPaidByOtherOrgInd |
| Transfer To Other Org | 0 | TransferToOtherOrgInd |
| Transfer From Other Org | 0 | TransferFromOtherOrgInd |
Supplemental Information Detail SupplementalInformationDetail (4 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| PART IV: IDENTIFICATION OF RELATED ORGANIZATIONS TAXABLE AS A CORPORATION: | NAME OF RELATED ORGANIZATION: DIGITAL HEALTH CORP. PRIMARY ACTIVITY: HEALTHCARE COMPANY THAT HARNESSES THE POWER OF THE LATEST TECHNOLOGY TO ACCELERATE AND IMPROVE PATIENT RECOVERY AT HOME. |
| PART II: IDENTIFICATION OF RELATED TAX-EXEMPT ORGANIZATIONS: | NAME OF RELATED ORGANIZATION: GARY AND MARY WEST HEALTH POLICY CENTER, INC. PRIMARY ACTIVITY: POLICY RESEARCH TO DEVELOP MORE AFFORDABLE HEALTHCARE MODELS ENABLING SENIORS TO SUCCESSFULLY AGE. |
| PART IV: IDENTIFICATION OF RELATED ORGANIZATIONS TAXABLE AS A CORPORATION: | NAME OF RELATED ORGANIZATION: REFLEXION HEALTH INC. PRIMARY ACTIVITY: DEVELOPING SOFTWARE TO BE USED BY PHYSICAL THERAPISTS AND PATIENTS IN PHYSICAL REHABILITATION TO LOWER THE COST OF HEALTH CARE. |
| PART IV: IDENTIFICATION OF RELATED ORGANIZATIONS TAXABLE AS A CORPORATION: | NAME OF RELATED ORGANIZATION: GARY AND MARY WEST MANAGEMENT COMPANY, INC. TYPE OF ENTITY: GARY AND MARY WEST MANAGEMENT COMPANY, INC. IS A NON-STOCK, NON-PROFIT CORPORATION TAXED AS A C-CORPORATION THAT PROVIDES CERTAIN MANAGERIAL AND ADMINISTRATIVE SUPPORT SERVICES. PRIMARY ACTIVITY: PROVIDING MANAGEMENT AND ADMINISTRATIVE SUPPORT SERVICES. |
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