MAKING AN - AMN Healthcare · 2016-10-25 · AMN 2014-2015 Biannual Corporate Social Responsibility...

BIENNIAL CORPORATE SOCIAL RESPONSIBILITY REPORT

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Biennial Corporate Social Responsibility Report

Biennial Corporate Social Responsibility Report

M AKING AN



AMN 2014-2015 Biannual Corporate Social Responsibility Report

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VISIT US ONLINE

For more information on AMN Healthcare, please visit AMNHealthcare.com, and connect with AMN on Facebook, LinkedIn, or Twitter at

@AMNHealthcare.

This report has been compiled with information that management believes is relevant to stakeholders and that will provide them with a comprehensive view of the company’s performance for the calendar years 2014 and 2015. As we continually strive to improve upon our corporate responsibility reporting, we welcome feedback from our stakeholders on this report and invite you to contact the company investor relations at: [email protected]

FEEDBACK

Table of Contents

CONTENTS

Message from Our CEO 3

AMN OVERVIEW

About AMN Healthcare 4

AMN Strategic Growth 5

Our Business Model 6

Industry Trends 8

MATERIALITY & STRATEGIC FOCUS AREAS

The Link Between CSR and Our Strategy 10

Engaging with Stakeholders, Materiality 11

Community Engagement 15

A TRUSTED PARTNER

Our Workforce 18

Creating a Values-Based Culture of Innovation 22

Our Clients 26

ENVIRONMENTAL RESPONSIBILITY

Assessing Our Organizational Footprint 29

GOVERNANCE & FINANCIAL HIGHLIGHT

Corporate Governance and Ethics 34

Strong Financial Position 37

http://www.AMNHealthcare.com

mailto:csr%40amnhealthcare.com?subject=


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Message from our CEO, Susan SalkaAt AMN Healthcare, we strive to make an impact — on our clients, on our team members, on our clinicians and physicians, and on the communities we serve.

Two years ago, we issued our first report aligned with Global Reporting Initiative (GRI) Guidelines, and we made a commitment to continue enhancing our reporting, focusing on the social responsibility issues that matter to our stakeholders. This biennial report is a demonstration of that commitment and a summary of the actions we’re taking as we build momentum on our ongoing journey to be a better corporate citizen.

A surge in demand for healthcare professionals began in early 2014 and continues today. There are multiple factors driving this growth, and they aren’t likely to disappear anytime soon. An improving economy means more job openings and greater utilization within healthcare. An aging population is requiring more care. An aging clinical population compounds the

shortages of healthcare professionals and changes to our healthcare system are creating demand for new types of clinicians.

In line with our Strategic Initiatives and Company Goals, and our dedication to providing innovative solutions for our clients, we have expanded our offerings organically and through a series of acquisitions. These investments will help AMN gain more expertise, better serve forward-thinking facilities to achieve improved quality care and cost savings, and remain agile in an ever-changing marketplace.

In 2014 and 2015, more AMN team members than ever rolled up their sleeves to help people, hospitals and communities in need through volunteer efforts. In addition, I am excited to announce that in 2016 we’ve enhanced our benefit plan to include paid Volunteer Time Off, which gives our team members more opportunity to contribute to a cause that they’re passionate about.

Our commitment to helping people goes beyond community projects. It extends to safety and sustainability as well. We have taken several steps to enhance our facility and our business processes to support these efforts.

That kind of responsibility requires leadership, so developing our future leaders was an important area of focus in 2014 and 2015. To continue to build a strong leadership team that reflects the diversity of our communities, we launched several mentoring and development programs that strengthen leadership skills. We also remain focused on building diversity through our recruiting efforts.

This report is intended to demonstrate our current measurements in key areas that fall within our control, as determined by sustainability experts and internationally recognized sustainability reporting guidelines. These include:

• Economic Health and Governance

• Our People

• Services

• Community Engagement

• Environment

Reviewing and evaluating these “baseline” measures allows us to celebrate our successes in areas where we are thriving, while consistently taking action as new needs arise.

I’m proud of what we accomplished and I look forward to building on our momentum as we continue to focus on why we do what we do. We provide our clients with the innovative staffing and workforce solutions they need in order to make a positive impact on patients across the country.

Warm regards,

Susan R. SalkaPresident and Chief Executive Officer


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AMN Overview

• Travel nursing

• Local staf�ng

• Locum tenens

• Allied staf�ng

• Physician placement

• Rapid response• Mid-to senior level

leadership placement

• EMR implementation

• Labor disruption

Staffing and Recruitment

Value through leadership, innovation and strategic insight

Workforce Solutions Executive Leadership Advisory Services

• Managed servicesprograms (MSP)

• Recruitment processoutsourcing (RPO)

• Vendor managementsystems (VMS)

• Remote medical coding

• Scheduling and labor management

• Education services

• Float pool management

• Interim leadership

• Executive search

• Physician leadership search

• Nurse leadership search-----------------------------------• Leadership training

and development

• Workforce analysis and optimization

• Predictive modeling and analytics

• Financial & operationalperformance improvement

• HIM consulting

AMN SERVICE OFFERINGS

ABOUT AMN HEALTHCARE

AMN Healthcare provides innovative healthcare workforce solutions and staffing services that help our clients and healthcare professionals deliver a better patient experience.

Since our inception in 1985, AMN Healthcare has grown through acquisitions and organic growth. We’ve evolved from a travel nursing company into the leading workforce solutions and healthcare staffing source for a wide variety of care settings, including world-renowned academic medical centers, multi-site metropolitan and regional health systems, community hospitals, rehabilitation, skilled nursing facilities, including our expansion to urgent care and retail care centers.

AMN Healthcare is the leader and innovator in healthcare workforce solutions and staffing services to healthcare facilities across the nation. The Company provides unparalleled access to the most comprehensive network of quality healthcare professionals through its innovative recruitment strategies and breadth of career opportunities. With insights and expertise, AMN Healthcare helps providers optimize their workforce to successfully reduce complexity, increase efficiency, and improve patient outcomes. AMN delivers managed services programs, healthcare executive search solutions, vendor management systems, recruitment process outsourcing, predictive modeling, and other services. Clients include acute-care hospitals, community health centers and clinics, physician practice groups, retail and urgent care centers, home health facilities, and many other healthcare settings.


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AMN STRATEGIC GROWTH

Our company is constantly changing to meet the demands of the healthcare industry. For years, we have been aware of the dynamic forces that would dramatically alter the course of the healthcare industry and that the needs of our clients would also change. So, we set our own course by anticipating what services offerings would be vital to our clients and developing solutions for those needs — by means of acquisitions as well as organic development.

AMN is responding to a variety of market opportunities by expanding our services through different brands:Our sector of the healthcare industry — healthcare staffing and workforce solutions — is ripe for change. For many years, this sector was comprised of a group of small and mid-sized businesses that specialized in one particular area of service. But, as the forces of change began to weigh down on hospitals and other healthcare facilities, they sought partnerships that could address all their workforce challenges and help them deliver quality patient care.

These strategic acquisitions bring us the satisfaction of providing new, innovative services to our healthcare clients that significantly improve their efficiency, effectiveness, and quality. We are creating an array of value-added services that is unprecedented in our industry.

Travel Nurse

American Mobile Nurses: A founding company

Expansion of Nurse and Allied Staf�ng

- American MobileHealthcare

- MedicalExpress

New Entry into Physician, Allied, Nurse and Search Expansion

- Merritt Hawkins- StaffCare- MedTravelers- O’Grady Peyton

New Entry into Workforce Solutions: MSP, RPO and VMS

- MedFinders - ShiftWise

Planned entry into Interim leadership and Executive Search, Rapid/Project Staf�ng and Medical Coding

- B.E. Smith- HealthSource Global- Peak Health Solutions

Expansion of Nurse, Physician, VMS, Leadership, Predictive Modeling

- Onward Healthcare - Locum Leaders - Medefis - The First String - MillicanSolutions - Avantas

2000-2008

2009 -2013

2016

1990s

1980s

2014 - 2015

AMN Strategic Growth


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CAPITAL LEVEL OF IMPACT (Relevancy)

INPUTS OUTPUTS

FINANCIAL HIGH Wealth created:

• Revenues

• Loans

• Credit Facility

• Operational and Capital Expenditures

Wealth distributed:

• Compensation

• Compensation package for healthcare professionals

• Local and Government taxes

• Maintenance of capital, reinvestments for development

• Funds distributed to providers of capital

MANUFACTURED LOW Office facilities • New facilities acquired, or developed (acquisitions)

• Increased number of healthcare facilities serviced by our clinicians

NATURAL LOW • Water used in our facilities

• Electricity used in our facilities

• Natural Gas used in our facilities

• Paper used in our facilities

• Scope 1 emissions



• Waste and water treatment initiatives

• Recycling initiatives

Figure 1: AMN Business Model (Value Chain)

OUR BUSINESS MODEL

Corporate Social Responsibility is embedded in the business model and we aspire to be the most respected and trusted healthcare staffing services and workforce solutions provider in our industry.

AMN Healthcare is continually developing and refining its business model to create sustainable value by:

• Providing unparalleled access to the most comprehensive network of healthcare professionals

• Supporting our clients in achieving greater levels of productivity and efficiency

• Giving healthcare professionals opportunities to do their best work towards quality patient care

• Optimizing communication with, and service to our healthcare professionals and our clients and

• Creating a values-based culture of innovation where our team members can achieve their goals.

The following diagram provides insights into how AMN Healthcare is investing into the different types of capital and how we employ them to create value for the society at large:


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CAPITAL LEVEL OF IMPACT (Relevancy)

INPUTS OUTPUTS

INTELLECTUAL HIGH • Our SaaS based technology development platforms

• Innovative systems for managed services programs (MSP), recruitment process outsourcing (RPO), vendor management systems (VMS), executive search, and career development

• Predictive systems for workforce analytics and forecasting

• Skill sets required to train and build credentials for healthcare professionals

• Legal and statutory compliance requirements

• Policies and procedures for meeting quality standards in the delivery of services

• Investments in innovative technology systems and infrastructure, which enable us to deliver differentiated value in healthcare workforce solutions

• Revenue generated

• New business lines (services) developed

• Ability to reduce complexities and drive efficiencies for AMN and our clients

• Growth in goodwill and intangible assets

• Quality standards maintained/ improved for AMN, our clients and clinicians (credentials, licensing & industry standards)

HUMAN CAPITAL HIGH • Number of people employed

• Training provided to our team members

• Professional development programs for our team members

• Number of temporary and permanent healthcare professionals recruited and retained

• Training, on-boarding and credentials building for healthcare professionals

• Training provided to healthcare executives

• Number of healthcare professionals assigned and placed

• Number of healthcare professionals trained

• Number of executives trained

• Number of new jobs created

• Qualified, experienced and motivated team members

• Improved patient outcomes

• Improved team member engagement scores

• Number of CEUs provided to our healthcare professionals

• Number of nurses with BSNs

SOCIAL AND RELATIONSHIP CAPITAL

HIGH • Diverse client base of large hospitals and healthcare facilities

• Network of temporary and permanent healthcare professionals

• Vendors and suppliers contracts and agreements

• Relationships with intermediaries such as group purchasing organizations

• Community relationships and outreach projects

• Government partnerships

• Industry health policy advocacy groups

• Industry memberships groups

• Professional certifications

• Third-party certifications (Joint Commission Health Care Staffing Services, Certification National Committee for Quality Assurance

• Development/Industry partnerships

• Recommendations from Clinicians, Clients, and other business partners

• Industry, third party recognition (Awards)

• Compliance with federal, state, and city legislation and regulations

• Increase number of volunteer hours serving underserved.


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KEY OPPORTUNITIES IMPACT ON OUR BUSINESSCorrelation Between GDP and Unemployment Rate

Increased Demand for our ServicesGrowing Adoption by Healthcare Organizations of Outsourced Workforce Solutions

Retiring Clinicians and Physicians, Shortage of Healthcare Professionals

Aging Population and Medical Advances Increased Demand for Medical Services

Influx of Patients due to Affordable Care Act (ACA) Increased Demand for Medical Professionals and Services

Figure 2: Risk Assessment

INDUSTRY TRENDS

In a rapidly growing and changing industry, there are several global shifts that provide risks and opportunities for AMN. By considering risks and opportunities through the lens of corporate social responsibility, we will be better positioned to respond to issues as they arise, and to maintain our competitive advantage.

KEY RISKS HOW WE ARE PREPARED

Information Systems, Security and Availability We maintain and invest in technology systems that are flexible, scalable, secure, and reliable enough to support our strategy and business objectives into the future.

Operational Transformation We execute sales and daily business activities with efficiency and excellence. We expect improvements and technologically based projects to be executed as intended, with beneficial return on investment and minimal business disruption.

Competitive Position A systematic approach is in place to assess and monitor the competitive landscape. Company proactively addresses new and/or emerging disruptive competitors, business models and technologies.

Healthcare Professional Talent Network Adequate talent network of quality healthcare professionals exist in alignment with company’s strategy and growth objectives. Types of supply are aligned with new care delivery models.

Team Member Recruitment and Retention We seek to acquire, develop, engage and retain the quantity and quality of leaders and team members with the skills and capabilities needed to successfully develop and execute on our evolving strategy.

Innovation and Ability to Adapt to Changing Market Conditions

Company quickly develops and implements strategies and technology that create differentiation and meet customers’ evolving needs and the changing competitive landscape, resulting in shareholder value creation. Includes new service offerings, disruptive technologies and business models, etc.


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Some issues are out of our control and, if experienced, could affect our ability to cater to the needs of the healthcare sector. For greater resiliency, we embarked on a path toward better understanding of our potential risks, threats, and vulnerabilities. Through a Business Impact Analysis (BIA), we determined that every component of the organization is reliant upon the continued functioning of every other component, but that some are more crucial than others and require a greater allocation of resources in the wake of disaster. A Business Resumption Plan (BRP) was developed by each department to outline a path forward in the case of an emergency and a Crisis Communication team was established for such instances. Through regular training and testing, and as outlined in the AMN Business Continuity Plan, we intend to prepare all necessary team members to play a role in maintaining operations in adverse situations.

Having a thoughtful and well-prepared plan is only the first step. We’re also making significant financial investments to strengthen enterprise level systems and foster a capable workforce to meet evolving challenges, including:

• Maintaining strong leadership that encourages inclusion and innovation in the healthcare staffing industry;

• Delivering differentiated value in healthcare workforce solutions;

• Providing and investing in innovative technology; and

• Building the strongest team to optimize our business model.

Healthcare Awards & Industry Recognition

AMN Healthcare named

one of 100 Trustworthy

Companies by Forbes

2014 2015AMN Healthcare recognized

as one of Achievers 50 Most

Engaged Workplaces™

for third time

Ralph Henderson and Dan

White of AMN Healthcare

named to the HRO Today

Superstars list

AMN Healthcare wins

NYSE Governance,

Risk and Compliance

Leadership Award

AMN Healthcare receives HFMA

Peer Review Designation

AMN Healthcare big winners at 2015 Corporate Governance Awards:

• Corporate Governance Team of theYear (small to mid-cap)

• Best Compliance & Ethics Program (small to mid-cap)

AMN Healthcare honored

with 4 Stevie Awards

AMN Healthcare presented

with Novation’s Compliance

and Integrity Award

AMN Healthcare named one

of San Diego Business Journal’s

Healthiest Companies

AMN Healthcare CEO Susan

Salka named Director of the

Year by Corporate Citizenship

AMN Healthcare ranked The

Largest Healthcare Staffing

Company in the United States

by Staffing Industry Analysts

AMN Healthcare General Counsel

Denise Jackson named San Diego

Business Journal’s 2014 General

Counsel of the Year


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Materiality & Strategic Focus Areas

THE LINK BETWEEN CSR AND THE AMN STRATEGY

At AMN, Corporate Social Responsibility represents our commitment to economic and social development that will have a positive impact on the health and well-being of our team members, local and global communities, and stakeholders at large while advancing the local, national, and global quality of our company through engagement in the world around us. The overriding goals and objectives of CSR encapsulate our higher mission.

AMN influences change by being a leader and innovator in the industry. With a strong foundation of governance and ethical behavior, we excel at providing opportunities for practitioners to deliver the highest quality care, actively participate in industry groups, and limit our environmental footprint along the way.

The integration of CSR throughout the organization and in the communities we serve is a goal we strive for every day. By aligning CSR to our values, our collective strength, and our larger organizational objectives, we truly believe that we’ll contribute to improved health of populations across the United States.


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ENGAGING WITH STAKEHOLDERS, MATERIALITY

Engaging and building productive working partnerships with our stakeholders is a core part of our commitment to being a responsible and responsive company. As part of our stakeholder mapping exercise, we were able to identify those who directly influence our daily activities or challenge our ability to effectively drive long-term strategy and growth. Figure 4 below sets out our most important stakeholders and how we have engaged with them: team members, healthcare professionals, clients, shareholders, local communities, local and federal governments, media, and human rights watch groups.

As an organization with people at our core, their well-being and interests weighed heavily on our choice of issues to pursue. We want to build productive relationships with our main stakeholder groups, both inside and outside AMN. We want to understand their expectations, engage in an open and constructive dialogue and develop our activities in response to what we hear. AMN has launched efforts internally to assess perspectives on what key sustainability issues we should evaluate further. We aim to distribute our full CSR report to all stakeholders via our websites and our intranet.

Governance People The Environment

THE CHALLENGE Never to put short-term financial performance in the way of ethical governance and social responsibility.

With a shortage of clinicians and physicians and increase demand for their services, it is increasingly difficult and important to fill vacancies for healthcare facilities.

Environmental resources are stretched and we realize that we too play a role in minimizing our impact, regardless of how seemingly small our corporate footprint might be.

OUR COMMITMENT We take the high road in our business dealings and expect the same from our partners. A strong foundation in governance is critical at AMN. We give time and attention to conveying ethical business practices to protect and serve all who are touched by our day-to-day operations.

As people are at the core of services, our attention and effort are aimed at recruiting and supporting our clinicians and physicians so that they deliver the best quality care for our clients across the country.

We are committed to implementing energy-efficient and environmentally sensitive practices in our buildings and technological infrastructure. Today, technology allows the rapid response of our greatest asset: people.

Figure 3: The intersection between social and environmental issues and our corporate social responsibility pledge.

Figure 3 shows the challenges faced and the commitments we’ve made in the areas of our governance, impact on team members and our environmental responsibility.

Core Values: What it is about: What we are doing about it:Our values of respect, passion, continuous improvement, trust, customer focus and innovation all call for and are enhanced by a focus on the non-financial aspects of our business.

Creating and delivering innovative workforce solutions and staffing services that let our clients reduce complexity, drive efficiency and improve the patient experience.

Designing a clear vision and people strategy for the future of our business and the markets we serve. Reporting is an essential tool for tracking and communicating progress against our commitments. It will help us advance our vision and demonstrate our efforts to innovate in the industry.


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Stakeholders Communication and Engagement Channels

Board of Directors • CSR activities are highlighted to our directors during quarterly meetings

Full-time & Contract Team Members • Employee Engagement Survey

• AMN Connections (Intranet), Quick Connections Presentations

• Leadership Open Forums, and Team Member Newsletters

Healthcare Professionals • Assignment and Service Satisfaction ratings

• Relevant information from this report sent via direct e-mails and social media

Clients • Procurement requirements of our clients

• Quarterly Business Review with key clients

• Standards/practices related to CSR integrated in contracting

• Relevant information from this report sent via direct e-mails and social media

• Healthcare Workforce Summit

• Healthcare Leadership Council

Peers, Competitors • Benchmarking against our peers

• CSR Award Recognition

• Thought leadership in meetings across the country

Regulators, Policy Makers

Local and Federal Government

• Indirectly engaged in initiatives such as CA 2020 Waste Reduction and AB 32

• Maintaining close interaction with local, state and federal government on healthcare and employment regulatory and legal matters

Shareholders, Investors • Quarterly and annual earning call, investor presentations and conferences, annual shareholders meeting

Media, NGOs • General communications such as interviews, telephonic, e-mails, social media

• On-going healthcare research and insights

Figure 4: Stakeholders and Engagement Channels

For the purpose of determining the relevant content for our biennial report, we decided to limit our scope to key risks and opportunities under our operational control. Influence is related to high ethical standards set for those with whom we contract, whether our clients, clinicians physicians, or our vendors.

For the purpose of determining the relevant content for our biennial report, we decided to limit our scope to key risks and opportunities under our operational control. Influence is related to high ethical standards set for those with whom we contract, whether our clients, clinicians physicians, or our vendors.


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Business Model and Associated Material Impacts

Staffing, Recruitment, Placement &

Workforce Solutions

ECONOMIC

Financial Integrity ***

Governance, Ethics and Accountability

***

Impact on Economic Development

***

SOCIAL

Talent Recruitment ***

Talent Retention ***

Training and Skills Management

***

Diversity and Equal Opportunity

***

Community investments (Voluntary donations, Philanthropy)

**

Volunteerism **

PRODUCT, SERVICE RESPONSIBILITY

Client Satisfaction ***

Business Loyalty ***

Data Security and Customer Privacy

***

ENVIRONMENT

Materials Use *

Resource Conservation

*

Emissions *

Travel **

Figure 5: Materiality Matrix

* Low Relevancy

** Medium Relevancy

*** High Relevancy

Figure 5 displays key impacts to our business that provide and preserve opportunity to create value and serve as a foundation for drawing the link to our CSR agenda:


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Figure 6: Corporate Social Responsibility at AMN

Category Impact Area What this means to us

ECONOMIC AND GOVERNANCE

Financial Integrity Maintaining the financial health of our company allows us to continue to serve our customers, deliver value to our shareholders and contribute to our communities.

Governance, Ethics & Accountability

Operating our company in an ethical manner with integrity

Impact on Economic Development

Having a positive financial and social impact on the communities in which we operate and live

SOCIAL: LABOR PRACTICES

Talent Recruitment Hiring the best and brightest available candidates

Talent Retention Retaining top talent and reducing turnover

Talent Engagement Helping our team members achieve professional and personal goals

SOCIAL: OUR PEOPLE

Training and Skills Management

Developing our workforce through training and a preference to promote from within

Diversity and Equal Opportunity

Recognizing that diversity is a strength of our team and foster an environment of inclusion

SOCIAL: COMMUNITY ENGAGEMENT

Community Investments (Voluntary donations, philanthropy)

Sustaining philanthropic partnerships with healthcare and human services organization

Volunteer-ism Supporting the efforts and giving spirit of our team members through our employee volunteer program, AMN Community Connections

PRODUCT RESPONSIBILITY: OUR SERVICES

Client Satisfaction, Trust & Credibility

Providing top-notch service to our clients and being responsive to their needs is essential to our company’s success

Business Loyalty Retaining current customers because they value and appreciate our services; Taking pride in knowing our clients trust us and we have credibility in the marketplace

Data Security and Customer Privacy

Maintaining reliable, flexible, scalable and secure technology systems to support our business objectives and protect privacy

ENVIRONMENT

Materials Use Minimizing waste and appropriately managing disposal in the office

Resource Conservation Doing our part to minimize our resource use footprint

Emissions Minimizing electricity use and associated indirect emissions

Travel Assessing the impact of employee travel on our total environmental impact

Figure 6 further provides a description of the importance of each material issue, how we measure performance

and what we want to achieve. We already have started to identify ways in which we can improve in years to come.


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COMMUNITY ENGAGEMENT

Building Stronger, Healthier Communities:

AMN Healthcare is an influential, committed and proactive corporate community partner. The goal of the AMN Healthcare corporate social responsibility effort is to leverage our significant community profile to bring attention to and support nonprofits and community activities in health and human services, women and children initiatives, education and economic development. AMN leverages its partnerships and position to create opportunities for giving back to the community in the form of foreign medical missions, employee volunteerism and medical outreach to underserved populations. Toward this goal, AMN maintains an active and ongoing roster of community relations opportunities designed to unite team members and provide a positive and responsible example to other corporations. Our engagement efforts reinforce our mission of “Helping Achieve Professional and Personal Goals Every Day.” By encouraging team members to take an active role in their community we’ve collectively contributed more than 5,000 volunteer hours in 2014 and 2015.

Recent engagement program highlights are outlined below:

Program Name Description

ESPERANZA GUATEMALA MISSION Every year, AMN sponsors teams of medical and corporate personnel in an annual medical and community development event that AMN Healthcare conducts with HELPS International in the impoverished Guatemala highlands. For a one-week periods, HELPS and AMN take over these hospitals and create operating suites, pre-op facilities, a post-anesthesia care unit (PACU), an inpatient room for overnight stays, a pharmacy, medical clinics, a dentistry clinic, a patient scheduling system, a medical records systems, a lab and a cafeteria. Since initiating efforts and underwriting over $200,000, AMN clinical and community volunteers have created temporary acute care hospitals and then took part in more than 300 surgeries and over 3,000 patient visits, while corporate volunteers helped install 200 safety stoves for impoverished families.

SCHOLARSHIP AND EDUCATIONAL SUPPORT

AMN is committed to the future of the healthcare industry. To ensure that the best and the brightest fulfill their educational goals in nursing, medicine and the life sciences, we have established a program to provide financial support to organizations that give scholarship awards to students and faculty based on merit, need and dedication to America’s health. Based on an endowment in excess of over $100,000, AMN has established the AMN Healthcare Nursing Scholarship with the San Diego State University School of Nursing.

SUSAN G. KOMEN RACE FOR THE CURE

Our charity involvement includes yearly sponsorship of the Susan G. Komen Race for the Cure to support the fight against breast cancer. As part of our commitment to our team members and AMN community involvement, we form teams and pay the registration fees for all participating corporate team members joining any of the 5K Race for the Cure events across the nation. In addition to our corporate sponsorship, team members raise and donate funds to their local Komen affiliates In 2014 and 2015, nearly 1,000 AMN team members participated in Susan G. Komen races across the country.

MAKE-A-WISH In celebration of its 30th anniversary, AMN Healthcare joined forces with the Make-A-Wish Foundation to make a 10-year-old heart transplant recipient’s dreams of a backyard makeover come true. More than 100 members of the AMN Healthcare community devoted more than 400 hours to make Caden’s wish come true, at an estimated outlay of more than $12,500, including a donation to the Make-A-Wish Foundation. By reaching out to Caden, who had bravely weathered so many heath challenges and had prevailed thanks to the concerted efforts of the San Diego healthcare community, the volunteers at AMN Healthcare demonstrated their investment in the power of compassion, as well as their belief that acts of kindness unite communities.


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Fostering Greater Engagement:

At AMN Healthcare, we are particularly proud of our team member volunteer program Community Connections because it reflects our strong philanthropic efforts/spirit, as well as brings together team members who are able to bond over a shared interest in their community. The program reinforces our mission of “Helping Achieve Professional and Personal Goals Every Day” by encouraging team members to take an active role in their community. This program is always evolving and growing to include more causes that are important to our team members across the country.

In 2016, we enhanced team member benefits by adding Voluntary Time Off (VTO). This benefit will give team members eight (8) hours of paid time to use throughout the year during business hours so that they can volunteer for a cause that is important to them.

In addition to contributing to numerous charities and nonprofit organizations throughout the year, we also offer a grant through our Community Connections program. This allows team members the opportunity to act as a funding partner for their preferred nonprofit organization by submitting a request for a grant of $500, which is donated by AMN on their behalf. Team members must apply for the grant and provide a variety of information about the organization that would receive the funds.

Our wide scope of community outreach and employee volunteer programs is one way that we support our team members and show how much we appreciate the amazing work that each and every one of them contributes on a daily basis.

The following is just a small sampling of the initiatives our headquarters supports through employee engagement and financial support with this CSR program.


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Health Disaster Relief Human ServicesAmerican Health Association

Challenges Athletes

Community health Improvement Partners

Living for Zachary

Mental Health Systems

Miracle Babies

National Multiple Sclerosis Society

Pedal the Cause

Ronald McDonald House

Susan G. Komen Foundation

American Red Cross

Americares

Doctors without Borders

International Medical

Mercy Corps

Salvation Army

Save the Children

Shelter Box

Unicef

ALS Foundation

Angels Foster Family Network

Father Joe’s Villages

Girls on the Run

HELPS International

MADD

Make-A-Wish

Mama’s Kitchen

Promises 4 Kinds

San Diego Food Bank

Second Chance

Project Sleeping Bag

Voices for Children

Education and the ArtsProfessional and Economic Development/Civic Initiatives Veteran Affairs

Lux Art Institute

American Nurse Practitioners Foundation

California State San Marcos

Palomar College

Point Loma Nazarene University

San Diego State University

University of San Diego

American Staffing Association

Athena San Diego

Association of Corporate Counsel

BIOCOM

CONNECT of San Diego

HCC – Health Care Communicators

Healthcare Leadership Council

NALTO – National Association of Locum Tenens Organization

NATHO - National Association of Travel Healthcare Organizations

San Diego Coastal Chamber of Commerce

San Diego Economic Development Council

San Diego Organization of Healthcare Leaders

San Diego Police Foundation

San Diego Regional Chamber of Commerce

Various nurses, medical and hospital associations

Carry the Load

Wounded Warriors

Figure 7


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OUR WORKFORCE

Our people comprise our most important stakeholder and our biggest asset. In order to hire and retain a diverse and talented group of healthcare professionals, we are committed to providing an excellent work environment that helps team members thrive through development. Day in and day out, we build close-knit relationships while providing opportunities for everyone to grow and to become his or her best. We nurture our team members and strive to promote from within.

At the end of 2015, our total workforce capacity at our San Diego headquarters was 1,100, which nearly doubled since we previously reported 684 at the end of 2013. While we try to retain those we hire, some level of turnover is to be expected as team members pursue other interests and relocate. In 2014 and 2015, the 444 team members who left us account for a turnover rate of 28 percent. On the other hand, we filled an average of 517 positions each year, 30 percent from internal transfers with the remaining 70 percent hired externally, leading to a total growth of 65% in our workforce from 2014 to 2015.

Promoting Diversity And Equal Opportunity

Maintaining a diverse workforce is important to allow us to offer the best clinicians and physicians possible. Our personal priorities, values, and our views are strongly influenced and shaped by our life experiences and the people around us. It’s through our unique and shared experiences, that we enrich our corporate culture. At AMN, we thrive on building an inclusive culture; one that nurtures diversity in the workplace by providing equal opportunities in all aspects of employment and intolerant of all forms of harassment and discrimination.

We set an example for this at the top and this model carries through every level of our workforce. Our President and CEO Susan Salka is committed to mentoring women in the company and the community, and because of this we’ve raised the bar for leadership potential. Fifty percent of our C-suite executives at AMN, and sixty percent of our total workforce are women. We are very proud of those facts and also the quality of our work in the healthcare industry. In terms of ethnic diversity, 39 percent of our workforce identified with a minority group in 2015.

Figures 8 and 10 show our workforce broken down by gender and ethnicity.

A Trusted Partner


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2013 2014 2015Metric Count Percentage Count Percentage Count Percentage

TOTAL 684 717 991

Female 525 77% 558 78% 739 75%

Male159 23% 159 22% 252 25%

FIGURE 8: Total San Diego AMN Team Members Team Members by GenderIncludes both full-time and part-time team members

2013 2014 2015Metric Count Percentage Count Percentage Count Percentage

TOTAL OFFICERS 8 9 10

Female 6 75% 5 56% 5 50%

Male 2 25% 4 44% 5 50%

TOTAL VICE PRESIDENTS 22 18 24

Female 11 50% 11 61% 14 58%

Male 11 50% 7 39% 10 42%

TOTAL UPPER MANAGEMENT - DIRECTORS & OTHER LEADERS AND MANAGERS

82 83 115

Female 58 71% 64 77% 87 76%

Male 24 29% 19 23% 28 42%

LOWER MANAGEMENT - SUPERVISORS AND TEAM LEADS

60 66 81

Female 51 85% 55 83% 68 84%

Male 9 15% 11 17% 13 16%

TOTAL INDIVIDUAL CONTRIBUTORS 512 541 761

Female 399 78% 423 78% 565 74%

Male 113 22% 118 22% 196 26%

FIGURE 9: Total San Diego AMN Team Members by Employment Type and GenderIncludes both full-time and part-time team members


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A CULTURE OF ENGAGEMENT

We are proud of a culture that encourages our team members to reach their potential by empowering them, investing in training and development and rewarding performance. This commitment is reaffirmed in our core Purpose: Helping Achieve Professional and Personal Goals Every Day.

We judge our success in this area based on the annual Employee Engagement Survey. This survey has been in place since 2003, and it gives team members a voice; encouraging their feedback on workplace programs, culture, and organizational vitality. The annual surveys conducted in 2015 garnered an 86 percent response rate across AMN and registered a 78 percent approval rating overall. Feedback gathered provided insight as to the success of improvements made over the years in the areas of innovation, empowerment, engagement, leadership, and ethics. Additional highlights include:

FIGURE 10: Total AMN Team Members by Ethnicity

2013 2014 2015

TOTAL PERCENTAGE

American Indian or Alaska Native 0.9% 0.6% 0.5%

Asian 8.6% 10% 10.6%

Black or African American 3.4% 3.2% 5.2%

Hispanic or Latino 10.7% 11.4% 14.9%

Native Hawaiian or other Pacific Islander 1.8% 1.7% 1.5%

White (Not Hispanic or Latino) 55.3% 54.7% 52.7%

Two or More races 3.1% 3.2% 5.5%

Decline to State 16.4% 15.2% 9.0%

Overall Favorability

Rating

Company Pride & Commitment

Empowerment Recognition & Reward

Team Member Engagement

2014 77% 4.19 3.85 3.98 4.00

2015 78% 4.25 3.87 3.99 4.02

* Note: The above scores, built on a scale of 1-5 (5 being the highest), represent a weighted average of San Diego team member responses across all 2014 and 2015 annual results.


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Our management uses this information to understand strengths and weaknesses within the current practices in place at AMN, and make changes where necessary to ensure team members are able to reach their full potential.

AMN believes that our team members are empowered when they understand the company’s strategy and how they contribute to overall success. To this end, our Executive Management Team to inspire confidence and trust by building relationships throughout the company.

To harness the great and innovative ideas of all our team members, AMN offers the Innovation Station, a portal on our intranet through which any team member can submit an idea to our AMN innovation Committee. The AMN Innovation Committee screens, evaluates, and prioritizes the ideas before submitting recommendations to the oversight committee for further evaluation. Finally, the committee follows up with the team members to share the status, outcome, and rationale of the decision made about his or her idea.

“Team member engagement is a critical component of our culture and corporate goals, and we take great effort in evaluating and continuously improving programs and initiatives. We strive to create an environment in which individuals are recognized for their successes, supported in their endeavors and provided ample opportunities for growth. This is a source of pride for AMN and, most importantly, shows that our efforts are making a meaningful impact on our team members on a daily basis.”

– Julie Fletcher, Chief Talent Officer, AMN Healthcare


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In support of team members who wish to continue their professional development and education to secure increased responsibility and build their career with AMN, the company has established the Professional Development and Educational Assistance Program. This program offers reimbursement for approved expenses incurred through training organizations and accredited institutions of learning. All regular full-time team members are eligible to apply for reimbursement. The company will reimburse eligible team members up to a maximum of $2,000 per year, and this amount will increase in 2016. Reimbursements may include seminars, tuition, registration/course fees, books, and lab fees.

Leadership Development

As part of the company’s commitment to building talented leaders who excel in their specialties, newly promoted leaders are invited to LEAD@AMN program. The purpose of this seven-part program is to orient new AMN leaders with information they will need to become a successful leader at AMN. In addition to covering leadership competencies and expectations for a Leader of Others at AMN, the program includes a variety of LEAD@AMN topics and resources that will prove to be very valuable in leading team members and managing teams.

Focus Area Type

Information Technology

• Virtual classroom, voluntary training provided for new technology including:

• Microsoft Office Suite

• Collaboration technologies

Human Resources • Extensive onboarding orientation and training for new hires

• Enterprise wide development training programs to support the AMN culture and our core values

• Harassment prevention

• On the job training

• Leadership training & development

• Mentor programs

Legal • Code of Conduct

• Security Awareness

• Data Privacy

• HIPAA

• Code of Conduct

• Antitrust

• Attorney-client work-product

• Reporting & Claims Policy

• Records Retention

• Fraud Awareness

Figure 11: AMN Healthcare Training and Development Opportunities

CREATING A VALUES-BASED CULTURE OF INNOVATION

Training and Career Development

AMN will increasingly become a critical partner in the success of patient care. Our future will be in helping clients manage their

total workforce. As such, we are committed to fostering industry excellence through competency and proficiency testing, learning

management, upskilling, and retention. AMN offers extensive training and development opportunities to help our own core team

members broaden their knowledge and increase skills that help them excel in their careers at AMN. There is currently no automated

system to track hours of training completed by team members, however implementation of a company-wide Learning Management

System is under consideration. Common trainings given by department can be found in figure 11.


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In addition, AMN offers a Competency Mentor Program called IGNITE! This six-month program carefully selects and matches internal Mentors and Mentees based on competency expertise and potential for growth. The objectives of the program are to:

• Set a development plan with specific actions that continue momentum and self-development;

• Focus on one competency that will help prepare mentee for continued career growth;

• Stretch participants beyond their comfort zone by trying and implementing new skills and techniques;

• Achieve a noticeable improvement in leadership effectiveness; and

• Create a culture that uses mentorship as a way to develop individuals.

MEASURING AND REWARDING PERFORMANCE

AMN actively supports and encourages career growth and development for team members at all levels so they may navigate their future and grow with the company. The annual review process is called the Performance Success Plan (PSP). The process is intended to foster conversation between leaders and team members about performance and the goals they have set for the year. Although these plans are updated annually, leaders are encouraged to have PSP conversations with team members throughout the year to ensure they are on the right track.

Individual Development Plans (IDPs) are designed to support and document our Succession & Career Management process. Unlike the PSP process, which evaluates the previous year’s performance, IDPs offer a great opportunity to focus on the future. This process provides a forum for team members and their leaders to honestly discuss the team member’s career aspirations and, most importantly, identify a realistic path to get there. When team members have previous experience that lends itself to future opportunities, for example, the IDPs and discussions about them are a perfect forum for sharing this with their leader. This process creates a shared responsibility for success. To best use the time in a team member’s IDP session, team members are encouraged to complete an assessment about their career aspirations. They bring the completed form to their IDP session and share their insights with their leader.

At AMN we realize that recognition is important to motivation, so we strive to recognize team members for their achievements. The “You Make the Difference” program salutes team members across AMN as they achieve results or demonstrate behaviors that support our company’s unique culture. Team members can officially recognize

LEAD@AMN

LEAD The AMN Culture

LEAD Individuals

LEAD Teams

LEAD the AMNBusiness

LEAD Self

LEAD PeopleProcesses


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colleagues through this system by awarding them with a token. These tokens can then be redeemed for gifts and other rewards.

COMPENSATION PACKAGES AND BENEFITS

We offer comprehensive, cost-effective benefits packages for our team members and their families.

HEALTH & SAFETY

As healthcare providers in a fast paced environment, the health and well-being of our team members is of utmost importance to AMN. Our wellness program impacts engagement of our team members by offering enticing incentives, which drive positive behaviors that ultimately impact physical and mental well-being. In order to protect the safety of each of us, we ensure certain safeguards are respected. Similarly, we actively promote healthy life-styles through behaviors, screenings, and other proactive wellness efforts.

Inside AMN, we have implemented several safeguards, we encourage team members to follow our workplace safety and health rules, and report any accidents or unsafe conditions to management. Due to our proactive

measures to ensure health and safety of our team members and contractors, we encounter very few safety claims.

MEDICAL

Medical

Rx

H.S.A

Healthcare FSA

Dependent Care

Cost and Quality Resources

Health Advocacy

Tobacco Cessation Program

DENTAL AND VISION

Dental

Vision

DISABILITY

STD

LTD

LIFE

Employee Term Life

Spouse Term Life

Child Term Life

AD&D

TOTAL REWARDS

PTO

Paid Holidays

Tuition Reimbursement

Adoption Assistance

VOLUNTARY BENEFITS

Accident Insurance

Hospital Indemnity

Critical Illness

Legal Assistance

RETIREMENT

401(k)

Executive Deferred Compensation

OTHER

Wellness Program

Biometric Screenings

Health Assessments

Coaching

Telemedicine

EAP

Financial Incentives

Figure 12: Workers compensation loss per $100 of payroll

Within our corporate office, AMN tracks team members injuries based on workers’ compensation loss rate per $100.00 of payroll. Since 2008,this rate has dropped each year.

2008-2011

2012-2015

$0.10 $0.20$0

$0.18

$0.16


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.Promoting Wellness

AMN celebrates its core values with its passion for wellness, as well as its efforts to continually improve the program for its team members. Our wellness program is an extension of our Executive Management Team’s passion around investing in our talent. As a result, an in-house specialist spearheads communication, organizes events, on-site clinics (biometrics/flu shots/health expo), leads the wellness committee team, and participates in the development of our corporate wellness strategy. In addition, having an organized committee of wellness champions throughout the company offer ground level motivation and support to our team members, as well as support AMN’s wellness initiatives.

AMN supports three incentive levels for wellness participation:

1. Access to all medical plans

2. An annual discount of $350 on medical premiums

3. Spouse/Domestic Partner eligibility to earn an additional discount of $200 on spousal medical premiums

Connect to Your Health is an innovative wellness strategy that aligns program initiatives with company fiscal goals. The wellness program engages team members through motivation and inspiration, and provides them with the resources and tools needed to fulfill individual wellness goals. Since its implementation in late 2010, Connect to Your Health has improved team member engagement by offering incentives that result in reduced medical costs, absenteeism, disability, and workers’ compensation claims.

Awareness is crucial to successfully influencing behaviors and promoting healthy living practices that extend beyond our office walls. To do so, we:

• Encourage leaders to be more visible as models who can motivate and inspire healthy behaviors in our team members

• Support our Wellness Champions in aligning organizational wellness strategies with other initiatives - and engaging others in the process.

• Educate team members about healthy habits through lunch-and-learns, our targeted Connect to Your Health intranet portal, health screenings, and results-based coaching.

• Customize the program to individuals to promote ownership and personal investments in time and effort toward obtaining personal goals.

• Improve communication efforts to families through home mailings and email correspondence, so that they may further support healthy habits and action.

We are witnessing the shift to a healthier-minded culture at AMN due to the positive reinforcement and successes our team members are achieving from their participation in the Connect to Your Health program. Our campaign has resulted in significant improvements at all levels of the organization. For instance:

At the individual level At the organizational level

• Team member health risk assessment participation increased year-over-year.

• Overall health risk scores have improved with an absence of 0 poor health risk scores (<60 or below).

• Almost 100% of preventative health services offered saw an increase in completions.

• Chronic and morbid conditions decreased overall.

• A new hire strategy now incorporates an element of wellness, so that team members understand the full cycle of support accessible to them.

• Ergonomics assessments and adjusted work environments have been introduced.

• Healthier options were introduced in the on-site cafe & company-wide vending machines, fryers were removed and replaced with a salad and fruit bar.

• On-site mobile farmer’s market


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OUR CLIENTS

The majority of our healthcare professionals are placed at acute-care hospitals. However, we also provide services to sub-acute healthcare facilities, physician groups, rehabilitation centers, dialysis clinics, pharmacies, home health service providers, and ambulatory surgery centers.

Therefore, our clients represent a diverse segment of the industry; they are hospitals, healthcare systems and healthcare companies in national, regional, and local markets. While we operate in all 50 states, the largest percentage of our revenue comes from California, Texas, and New York.

Diverse Client Base

“AMN knows the national landscape. They know what’s out there and what the trends are. They bring that valuable information to us so that we can better plan as partners.”

- Chief Nursing Of�cer, Large Integrated Health System & AMN MSP Client


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Exceeding Client Expectations

As healthcare’s workforce innovator, AMN Healthcare is committed to delivering the highest level of service and convenience to our valued clients. We attract these clients based on the depth and quality of our clinicians and physicians, the scalability and breadth of our service offerings, our experience with delivering desired results to our clients and our strong client reference base. We thoroughly screen all of our healthcare professionals prior to placement and maintain compliance with The Joint Commission certification. We mitigate risk and monitor compliance through our innovative investments in proprietary technologies that automate the credentialing process and trigger escalations and pro-actively resolve issues. We design our internal processes to ensure that our healthcare professionals have the appropriate experience, credentials, and skills for the assignments they accept.

Measuring Trust and Loyalty

In order to better understand how our services are received, AMN conducts surveys that measure the satisfaction of both our healthcare professionals and our clients. This helps us understand how our clients perceive us in relation to our competitors, which of our services are most valued, and where we can improve our service to clients. Based on our recent survey conducted in the fourth quarter of 2015, we found that we’ve remained consistent in our ability to maintain satisfaction each quarter. Many of our clients maintain long-term contracts with us by extending or establishing new contracts at the end of their initial term. We measure customer loyalty by tracking this repeat business.

Clinicians • 3.8 for Traveling Nurses• 4.3 for Physicians• 4.0 for Allied Travel

Clients • 4.0 for overall satisfaction with AMN• 4.3 for clinical competency• 4.3 for quality of care provided• 4.2 for good fit to hospital culture

• 4.2 for quality patient outcomes• 4.1 for patient satisfaction• 4.0 for core staff retention• 4.0 for prevention of clinical errors

Figure 13: Customer satisfaction ratings

Note: The above scores, built on a scale of 1-5 (5 being the highest), represent a weighted average across all 2014 & 2015 quarterly results


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Innovative Technology

Another way AMN differentiates itself in the marketplace is through our innovative technology solutions for clients. These proprietary technologies help our clients manage all aspects of their complicated staffing needs. In 2014, AMN committed to a multi-year, multi-million dollar investment to an upgrade and consolidation of our technology systems to be able to continue delivering excellent and innovative service to our clients.

In all of our client relationships, safeguarding patient and client information is essential. This system is also compliant with the federal Health Insurance Portability and Accountability Act (HIPAA). Our Legal Department works closely with Information Technology and our vendors to ensure their security practices are on par with the company’s standards. This minimizes the risk of experiencing a patient data breach. If a breach does occur, it is investigated by our management and the most appropriate course of action is determined by all involved. All breaches are tracked and reported in accordance with law.

Marketing and Communication

AMN has not had any known incidents of non-compliance regarding our marketing communications. This is in large part due to the internal policies that govern the way in which we review and distribute press releases and other documents. Our Communications Disclosure policy ensures that our communications are complete and accurate.

AMN also has a policy on CAN-SPAM, which regulates commercial email. The majority of our commercial email is handled by third parties. We generate lists through our databases and monitor compliance. From there, we manage complaints and determine what adjustments to make. Periodic training is conducted with our marketing department on how to run contests or sweepstakes, and ideas are then run by the Legal Department to make sure that they are in compliance with the law. AMN respects the decision of people who wish to be taken off a call or email list.


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Environmental Responsibility

ASSESSING OUR ORGANIZATIONAL FOOTPRINT

Being a responsible corporate citizen at AMN requires individual and organization-wide environmental responsibility. At the heart of our responsible environmental efforts is our Green Team.

The mission of the AMN Healthcare Green Team is to implement practices to help reduce our environmental footprint and to promote green practices among our team members. Under the direction of the Vice President of Community and Government Relations, volunteer representatives from various AMN offices collaborate to:

• Demonstrate leadership in environmental stewardship.

• Provide consistent and effective involvement in assuring the development and implementation of environmentally preferable practices.

• Create and foster a common understanding of green practices.

• Establish, measure, and report goals when possible.

• Support various forums to address specific environmental issues.

• Coordinate activities at least once each year that implement green practices, educate, and provide a sense of community, such as Earth Day.

The Green Team allows our team members to get involved and to help the company improve its environmental impact. Driven by a shared passion for sustainability, the group works to inform our collective approach to reducing waste, energy use, and water use, greening the supply chains and transportation, while increasing the quality of our facility’s indoor environment.


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Celebrating Earth Day

In 2013, we began the tradition of holding annual Earth Day events on our San Diego campus. Outside vendors are brought on site to present practical examples of energy efficient measures that team members can take at work and at home to reduce their environmental footprints. eWaste receptacles are set up for recycling, used clothes, and eyeglasses are collected for local charities.

With the guidance of the Green Team, the company undertakes these green initiatives as we strive to create less waste and preserve resources as part of our overall strategy for greater sustainability. AMN is committed to devising and implementing programs and services that will reduce energy consumption, greenhouse gas emissions, waste to landfills, and water usage.

Energy Saving Initiatives

AMN is currently focusing on reducing energy consumption at our San Diego headquarters. With the help of Kilroy Realty, we are able to monitor consumption and manage our impact. AMN is responsible for 85 percent of the building’s energy usage, based on the square footage we occupy in the complex. This includes usage on the floors we occupy, as well as our share of the centralized services of the building such as the parking lot, common areas, heating, ventilation, and air-conditioning (HVAC) systems.

Our current building has an efficient envelope and mechanical system, and it will be getting a large solar array on the parking garage in Q4 of 2016.

Measuring Energy Use And GHG Emissions

We have broken our emissions profile into two main components. The largest portion of our emissions comes from the energy we purchase. We use both electricity (kWh) and natural gas (therms) to power, heat, and cool our building. The second, smaller component of our emissions comes from business travel and team members commuting. Though we track dollars spent on business-related travel, we do not currently have a mechanism for tracking specific emissions from business travel. We will explore ways in which we can better track this data on a more detailed level in the future.

See figure 14 for our 2014 and 2015 environmental performance metrics.

Recycling and WasteFigure 14: Environmental Performance Metrics

Aspect Units 2013 2014 2015

ENERGY USE

Electricity Use KWh 3,313,326 3,512,671 3,465,22

Natural Gas Therms 46,130 47,543 54,155

Energy Intensity KWH/sq ft 15.89 16.85 16.62

GHG EMISSIONS

From Electricity*** Lbs CO2e 2,154,689 2,284,325 2,253,469

From Natural Gas Lbs CO2e 539,209 555,728 633,007

TOTAL GHG Emissions Lbs CO2e 2,693,898 2,840,053 2,886,476

GHG Emissions Intensity Lbs CO2e/sq ft 12.92 13.62 13.85

*Emissions from electricity calculated with EPA regional emissions factor: CAMX WECC California ***Emissions from natural gas calculated with EPA Calculations and References: http://www.epa.gov/cleanenergy/energy-resources/refs.html **Intensity Factors calculated based on Gross Floor Area used by AMN Headquarter *** Calculated with eGRID 2012 subregion GHG output emission rates

http://www.epa.gov/cleanenergy/energy-resources/refs.html


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Water Use (CFF) 2013 2014 2015

Indoor 5,755 6,891 5,530

Outdoor 4,461 5,008 3,183

Total 10,216 11,899 8,714

Figure 15: Water Use

Responsible waste management is important to AMN. Reduction and recycling not only divert waste from landfills, they can cut costs, increase work effectiveness, and minimize environmental health issues. This is an area of particular focus for our Green Team. To better understand the composition of our waste streams, the Green Team voluntarily conducted an initial waste audit; a full analysis is still being planned.

Recycling receptacles are available by team members’ desks as well as in all kitchens, break rooms, and common areas throughout the building. For 2015, our vendor estimated based on service levels that our building generated 126,836 lbs of waste and 147,975 lbs of recycling, for a diversion rate of 54%. We are working with our upstream vendors to purchase more sustainable supplies and downstream with our waste-hauling vendor, Waste Management to help better manage waste and recycling.

Water Use

Our water footprint has two dimensions: potable water used inside the building and water used outside for landscaping. Inside the building, our water consumption is from ordinary restroom and kitchen use. Our outside landscaping is handled by our property manager, and it employs an advanced rain cut-off system for efficient watering. There are no sources of water contamination reintroduced to the municipal system or to groundwater either within the building or via landscaping. The cooling towers for our HVAC units do contain chemically treated water; however, it is a closed system and the water does not leave the building. During 2015, a new project covering low flow faucets, toilets and urinals helped us reduce interior water use by 20.2%. Additionally, the campus went through a retrofit of the irrigation systems to replace existing nozzles with low flow nozzles to reduce water use. As a result, it reduced outdoor water use by 36.3% during 2015.


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Water conservation We slack thaw frozen items overnight in our walk-in refrigerator as much as space and time permits.

Energy conservation All equipment is turned on and off as needed and each day at the end of the meal service we shut down the convection ovens.

Local products We consistently feature some organic items, seafood is MSC certified, and we reduce beef and dairy menu items due to the increased carbon emissions those products produce compared to poultry, seafood, and pork. All produce is locally sourced. We don’t use imported produce.

Waste/spoilage We’re reducing food waste by modifying portions and being more mindful of purchases, so that food doesn’t go to waste.

Recycling We recycle all cardboard packaging and recyclable food containers

Café utensils, plates, cups, and napkins

Napkins are Eco-Friendly Earth Choice brand using 30% post-consumer recycled and unbleached paper, no Styrofoam is used, recyclable utensils have been introduced, and paper cups have been fully replaced with reusable dishwasher-safe ceramics. This practice has not only been introduced in the café, but throughout the organization.

Through collaborative efforts, we have advanced toward more sustainable practices. The following are just a few examples of recent strides.

ENERGY STAR: The appliances in our office are all ENERGY STAR-rated for efficiency. This includes printers, refrigerators, dishwashers and office equipment.

HEATING: An award-winning system provides heat in our building. This completely computer-controlled system has saved us energy and money since 2003.

LIGHTING: We use two distinct strategies for reducing lighting energy use: controlled shutoffs and bulb efficiency. Our lighting control system runs on motion sensors and a main control system that cycles lights on when people are in the building and off otherwise, excluding nighttime emergency lighting and parking area lights for safety and security. AMN continues to scale LED lighting retrofits throughout the building.

PAPER: Our printers are all configured for double-sided printing and we support and invest in infrastructure to allow more of our business processes to become paperless. This includes technology for paperless meetings, digital contracting, invoicing, digital versions of our proxy & annual reports, and other client transactions and communications. In order to reduce our office footprint significantly, it is important to promote behavioral changes in paper use. We only procure 100% recycled paper and constantly find ways to encourage all team members to use less paper. Used paper is shredded and recycled.

SERVERS AND DATA CENTERS: In 2014, we condensed our servers and moved our primary data center to Las Vegas. This reduced our previous set of 250 servers to nine. In addition to giving AMN more space to accommodate a growing workforce, the switch is expected to constitute a 90-percent reduction in energy consumption.

E-WASTE: AMN disposes of e-waste when necessary through a vendor in San Diego. In addition e-recycling stations set up at our annual Earth Day celebrations, AMN team members are encouraged to bring in their old batteries and other e-waste.

Though our on-site café is third-party contracted, we work closely to establish ways in which we can work collaboratively to reduce our environmental footprint. Some of the environmental initiatives undertaken recently at the AMN Healthcare Terrace Café include:


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SETTING UP GOALS

Though we’re proud of our energy conservation efforts, we feel more can be done. We’re committed and trust that programmatic success will evolve organically. By setting the following goals, we’ve casted a net for strategic action.

GOAL STRATEGIC ACTION

Reducing GHG Emissions

• Scope 1 & 2: 2013 is our baseline for Scope 2 emissions.

• In 2016, we intend to further our efforts to set science-based targets.

• Scope 3: Trending data does not yet exist. In 2016, we will analyze data and determine achievable targets.

Sustainable Design, Green Buildings, and Local Planning

• AMN will engage our property manager on the possibility of seeking LEED Certification for HQ in San Diego, which already meets criteria through natural lighting, efficient hardware and environment.

Water Use Efficiency and Management

• 2013 is our baseline year for water consumption.

• By Year- End 2016, we aim to devise a SMART corporate-wide reduction strategy. Because this impact is managed by our property management company, we aim to engage it in 2016 to determine the most effective course of action.

Pollution Prevention and Waste Reduction

• Conduct a complete waste stream audit and establish data tracking mechanism for KPIs, such as production and diversion rates.

• Continue phasing out old hardware.


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CORPORATE GOVERNANCE AND ETHICS

Our internal corporate social responsibility governance starts with our Board of Directors and Executive Management Team. The executive with direct oversight of the CSR Committee is the Vice President of Government and Community Relations but implementation is guided by each department head, as impacts and associated responsibilities are different for each.

Governance & Financials Highlights


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Board of Directors

Our Board of Directors comprises eight people; two of whom are female and none of whom represents a minority group. The basic responsibility of the directors is to exercise their business judgment in the best interests of the company and all stakeholders, including shareholders. Directors adhere to the company’s Code of Business Conduct and Ethics at all times. In discharging that obligation, directors rely on the honesty and integrity of the company’s officers, team members, outside advisers, and independent auditors.

In order to execute its responsibilities, the Board has several committees, including: Audit, Compensation and Stock plan, Corporate Governance, and Executive. The charters for each of these committees can be found at: http://amnhealthcare.investorroom.com/committeecharters.

Board Committees

Audit Committee

Compensation and Stock Plan Committee

Corporate Governance Committee

Executive Committee

Douglas D. Wheat Chair

Susan R. Salka Member

Andrew M. Stern Member Member

R. Jeffrey Harris Member Member

Paul E. Weaver Member Member

Dr. Michael M.E. Johns Member Chair

Martha H. Marsh Chair Member

Mark G. Foletta Chair

“In the healthcare industry, the importance of transparency, properly assessing risk and conducting business ethically cannot be understated. Every day, we demonstrate that governance, risk and compliance issues are top of mind. Solid policy and training methods are in place, assuring that industry and regulatory best practices permeate the organization.”

- Susan Salka, AMN President and CEO

AMN Healthcare Services, Inc. has the committees listed below in place. The grid below provides an overview of the individuals that make up each committee:

Figure 16: AMN Board Committees

http://amnhealthcare.investorroom.com/committeecharters


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Code of Business and Ethics

Ethical conduct, integrity and honesty truly distinguish AMN Healthcare as an industry leader and allow us to consistently deliver outstanding customer service and financial performance. Anchored in our Code of Business Conduct & Ethics, we infuse our ethos in every business, client, industry and community interaction. AMN believes that while well defined, high-level supervision of the compliance program is vital; the best way to achieve and maintain an ethical and compliant culture is to instill accountability at all levels.

It is our Ethics & Compliance Committee that is responsible for monitoring and oversight of our ethics and compliance education. Just as all corporate team members are trained to ensure their familiarity with its principles, ethics, and integrity is the first success factor on which all team members’ annual review is based. This includes the AMN Leadership Team who must avoid any personal activity, investment, or association that could sway judgment and the best interests of the company.

With the support of our interdepartmental Ethics Champions, awareness, monitoring, and compliance are executed throughout the year.

As the Code alone can’t prepare our workforce for all situations that they might encounter, ethical judgment is supported. In addition, voicing violations is welcomed by managers, executives, the General Counsel, and the Company’s BOD Audit Committee Chairman through various confidential channels, such as the ‘Ethics in Action’ intranet portal. AMN does not tolerate retaliation for ‘good faith’ reports, and we investigate matters in order to find resolution swiftly and according to the law.

By adhering to uncompromising ethical standards, we preserve the integrity of our people, the reputation of AMN, and the trust and confidence of our stakeholders.

Ethics Training

AMN conducts several ethics training programs for team members. Upon hiring and annually, team members receive company orientation and training on the Code of Conduct and the company’s values, as well as the premium AMN places on an ethical culture. As a component of our Ethics Program, the Legal Department delivers biennial trainings on our Code of Conduct. Tailored presentations and web-based training are also developed in order reinforce or emphasize regulatory measures and/or company policies. The following provides an overview of the types of customized, ethics trainings delivered annually to support our mission.

Type Duration (minutes)

Audience Average Annual Participation

Security Awareness 35 Team Members All

Data Privacy 30 Legal, Risk, Clinical, and Credentialing

24

HIPAA 30 Finance, HR, Legal, IT and Locums Billing

30

FCPA 30 O’Grady Peyton Team Members

5

Harassment Prevention 120 Anyone with Direct Reports

195

Attorney, Client Work Product 15 Corporate Audit Services Department

6

Reporting & Claims Policy 15 Legal, Clinical, and Human Resources

8

Records Retention 30 Record Champions 61

Code of Conduct 35 Team Members All

Antitrust 30 Sales, Recruitment, Marketing, and Executives

160

Figure 17: Ethics Training


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Delivered a total shareholder return of 58 percent through solid execution of our differentiated strategy

Basic and diluted earnings per share of $1.72 and $1.68 respectively

Full-year consolidated revenue grew 41 percent ($1,463.1 million vs $1,036 million), with year-over-year growth in all three business segments

Ended the year with a healthy balance sheet containing $218.5 million of debt and a leverage ratio of 2.0 times

Operating margins (EBITDA margins) rose from 8.10% to 10.24% compared to the same period last year

Gross profit increased 48 percent to $469.4 million, representing a consolidated gross margin of 32.1 percent

Cash flow from operations was $56.3 million for the full year

We completed our acquisition of (1) ShiftWise on November 20, 2013, (2) Avantas on December 22, 2014, (3) Onward Healthcare, including its two wholly-owned subsidiaries, Locum Leaders and Medefis on January 7, 2015, (4) The First String on September 15, 2015 and (5) Millican on October 5, 2015

Through this financial success, AMN generates value with stakeholders by paying wages and purchasing from suppliers.

Figure 18 shows the amount of economic value generated, distributed, and retained over the last three years.

Impact Area 2015 2014 2013

DIRECT ECONOMIC VALUE GENERATED

Revenues $1,463,065 $1,036,027 $1,011,816

ECONOMIC VALUE DISTRIBUTED

Operating costs $1,334,186 $968,124 $946,314

Payments to providers of capital $7,790 $9,237 $9,665

Payments to government $39,198 $25,449 $22,904

ECONOMIC VALUE DISTRIBUTED

(Value generated – Value distributed) $81,891 $33,217 $32,933

STRONG FINANCIAL POSITION

AMN understands that in order to sustain our ability to deliver for our clients, investors and other stakeholders, financial responsibility is essential. The company is in a strong financial position as can be seen in the following financial highlights from our latest financial year (2015):


38

GRI Content IndexThis report was prepared as a Global Reporting Initiative (GRI) - G4 “Core in Accordance” Report.

GRI Disclosure Item Additional Detail & Omissions Page Numbers & References

STRATEGY AND ANALYSIS

G4-1 CEO Statement For more on Susan Salka, See: http://www.amnhealthcare.com/amn-healthcare-leadership/

4

G4-2 Description of key impacts, risks, and opportunities

9-10

ORGANIZATIONAL PROFILE

G4-3 Name of the organization AMN® Healthcare Services, Inc.

Healthcare Staffing [AHS on NYSE]

5

G4-4 Primary brands, products, services

For more detail on our services, refer to: www.amnhealthcare.com/about-amn-healthcare/

5

G4-5 Location of headquarters San Diego, California - USA

G4-6 Number and name of countries where the organization operates

Restricted to the United States of America 5

G4-7 Nature of ownership and legal form

AMN Healthcare was incorporated in 1985 5

G4-8 Nature of markets served (including geographic breakdown, sectors served and types of beneficiaries)

5

G4-9 Scale of the reporting organization (team members, operations, net sales, capitalization, quantity of products/services)

For more on our financial performance, see our SEC filings at: http://amnhealthcare.investorroom.com/secfilings

6, 19, 38,

G4-10 Total workforce by employment type, employment contract, and region, broken down by gender

19-20

G4-11 Percentage of team members covered by collective bargaining agreements

Due to the nature of their work, teams executing our business strategy from our headquarters in San Diego are not affiliated with, or covered by collective bargaining agreements.

n.a.

G4-12 Describe supply chain 5-6, 27

http://www.amnhealthcare.com/amn-healthcare-leadership/

http://www.amnhealthcare.com/amn-healthcare-leadership/

http://www.amnhealthcare.com/

http://www.amnhealthcare.com/about-amn-healthcare/

http://amnhealthcare.investorroom.com/secfilings

http://amnhealthcare.investorroom.com/secfilings


39


G4-13 Significant changes from previous report regarding size, structure, and ownership

6, 19

G4-14 Explanation of whether and how the precautionary approach or principle is addressed by the organization

9-10

G4-15 External charters, principles, initiatives

43-44

G4-16 Memberships in associations 18

IDENTIFIED MATERIAL ASPECTS AND BOUNDARIES

G4-17 Entities included in financial statements, and specify which are included/excluded from this report.

This report covers activities occurring from our headquarters in San Diego, California. However, memberships, satisfaction, governance and financial detail are provided at the overall corporate level.

--

G4-18 Process for defining report content and aspect boundaries

14

G4-19 List all material Aspects identified in the process for defining report content

14-15

G4-20 Boundary of the report within the organization

14

G4-21 Boundary of the report outside the organization

14

G4-22 Explanation of the effect of an re-statements of information provided in earlier reports

n.a.

G4-23 Significant changes from previous reporting periods in the scope, boundary or measurement methods applied in the report

n.a.

STAKEHOLDER ENGAGEMENT

G4-24 List all stakeholder groups engaged by the organization

13

G4-25 The basis for identification of stakeholders who were engaged for the purpose of this report

12


40


G4-26 The organization’s approach to stakeholder engagement, including the frequency of engagement, by frequency, type and group and whether it was specifically for the report development process

13

G4-27 Key topics and concerns raised during the stakeholder engagement process and how the organization responded

14-15


REPORT PROFILE

G4-28 Reporting period Calendar years 2014 and 2015 2

G4-29 Date of most recent report 2013 Calendar Year 4

G4-30 Reporting cycle Biennial 2

G4-31 Contact point for questions regarding this report

[email protected] 2

G4-32 GRI version, reporting level and external assurance

This document was prepared as a non-audited GRI- G4 Core “In Accordance” report.

39

G4-33 The organization’s policy towards external assurance

AMN does not currently externally assure qualitative or quantitative disclosures beyond financial data found within SEC filings.

--

GOVERNANCE

G4-34 Governance structure of the organization, including committees under the highest governance body responsible for specific tasks, such as setting strategy or organizational oversight

35-36

mailto:[email protected]


41


ETHICS AND INTEGRITY

G4-56 The organization’s values, principles, standards and norms of behavior, such as code of ethics

11, 12, 37

AMN’S MANAGEMENT OF ENVIRONMENTAL ISSUES

ENERGY 31

G4-EN3 Energy consumption inside the organization

31-32

G4-EN5 Energy intensity 32

WATER 32

G4-EN8 Total water withdrawal by source

Our reporting of this metric is limited to total potable water withdrawn from the municipal system.

32

EMISSIONS 32

G4-EN16 Indirect greenhouse gas emissions (Scope 2)

Our reporting of this metric is limited to the conversion of electricity and natural gas purchased from the local utility. In the near future, we intend to also capture employee travel for Scope 3 emissions.

32


EFFLUENTS AND WASTE 33

G4-EN23 Total weight of waste by type and disposal method

As a core priority, we intend to implement monitoring systems to better track and report up/downstream metrics in the near future.

31, 33


42


AMN’S MANAGEMENT OF SOCIAL ISSUES

EMPLOYMENT 19

G4-LA1 Total number and rates of new employee hires and employee turnover by age group, gender, and region

Aside from total new hire and turnover rates, AMN doesn’t publicly disclose this metric by other aggregators, such as age group, gender and region

19

G4-LA2 Benefits provided to full-time employees that are not provided to temporary or part-time employees, by significant locations of operation

25

OCCUPATIONAL HEALTH & SAFETY 25

G4-LA8 Health and safety topics covered

Since his indicator pertains to topics covered in formal agreements with trade unions and unionization doesn’t apply to our workforce, we have adapted this disclosure to address health and safety topics that are essential to facilitating the well-being of our team members

25


TRAINING AND EDUCATION

G4-LA9 Average hours of training per year per employee by gender, and by employee category

Currently, we only track types of training delivered throughout the year, in addition to total hours of core, required training

23, 37

G4-LA10 Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings

23

G4-LA11 Percentages of employees receiving regular performance and career development reviews, by gender and by employee category

All employees receive annual performance reviews

22, 24


43


AMN’S MANAGEMENT OF SOCIAL ISSUES

EMPLOYMENT 19

G4-LA1 Total number and rates of new employee hires and employee turnover by age group, gender, and region

Aside from total new hire and turnover rates, AMN doesn’t publicly disclose this metric by other aggregators, such as age group, gender and region.

19

G4-LA2 Benefits provided to full-time employees that are not provided to temporary or part-time employees, by significant locations of operation

25

OCCUPATIONAL HEALTH & SAFETY 25

G4-LA8 Health and safety topics covered

Since his indicator pertains to topics covered in formal agreements with trade unions and unionization doesn’t apply to our workforce, we have adapted this disclosure to address health and safety topics that are essential to facilitating the well-being of our team members.

25


TRAINING AND EDUCATION

G4-LA9 Average hours of training per year per employee by gender, and by employee category

Currently, we only track types of training delivered throughout the year, in addition to total hours of core, required training.

23, 37

G4-LA10 Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings

23

G4-LA11 Percentages of employees receiving regular performance and career development reviews, by gender and by employee category

All employees receive annual performance reviews

22, 24


44


DIVERSITY AND EQUAL OPPORTUNITY 19-21

G4-LA12 Composition of governance bodies and breakdown of employees per category according to gender, age group, minority group membership, and other indicators of diversity

For more information on our governance and board of directors see: http://amnhealthcare.investorroom.com/boardofdirectors

19-21

ANTI-CORRUPTION 23, 37

G4-SO4 Communication and training on anti-corruption policies and procedures

23, 37

PRODUCT AND SERVICE LABELING 27

G4-PR5 Results of survey measuring customer satisfaction

28

MARKETING COMMUNICATIONS 29

G4-PR7 Total number of incidents of non-compliance with regulations and voluntary codes concerning marketing communications, advertising, promotion, and sponsorship

29

CUSTOMER PRIVACY 29

G4-PR8 Total number of substantiated complaints regarding breaches of customer privacy and losses of data

29

AMN’S MANAGEMENT OF ECONOMIC ISSUES

ECONOMIC PERFORMANCE 38

G4-EC1 Direct economic value generated and distributed

Community investments are not currently disclosed publicly. In the future, we intend to scale our ability to track these very important impacts.

38

INDIRECT ECONOMIC PERFORMANCE 16-18

G4-EC8 Development and impact of infrastructure investments and services provided primarily for public benefit through commercial, in kind, or pro bono engagement

16-18

http://amnhealthcare.investorroom.com/boardofdirectors

http://amnhealthcare.investorroom.com/boardofdirectors


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American Staffing Association (ASA)

AMN holds a board seat and is a corporate member with the American Staffing Association. ASA is the voice of the U.S. staffing, recruiting and workforce solutions industry. ASA and its affiliated chapters advance the interests of the industry across all sectors through advocacy, research, education, and the promotion of high standards of legal, ethical and professional practices.

Healthcare Leadership Council (HLC)

The Healthcare Leadership Council, a coalition of chief executives from all disciplines within American healthcare, and is the exclusive forum for the nation’s healthcare leaders to jointly develop policies, plans and programs to achieve their vision of a 21st century system that makes affordable, high-quality care accessible to all Americans.

National Association of Travel Healthcare Organizations (NATHO)

AMN is a founding member and holds a board seat with the National Association of Travel Health Organizations. NATHO is an association of travel healthcare organizations, founded in 2008 to promote ethical business practices in the travel healthcare industry, setting the gold standard for conduct that is aligned among member agencies on behalf of travel healthcare candidates and clients.

National Association of Locum Tenens Organizations (NALTO)

The National Association of Locum Tenens Organizations was established to create and enforce strong industry standards and practices for the profession, stressing honesty, objectivity, integrity and competency. The goal is to set clear and effective parameters of behavior for all individuals affected by the industry, including both physicians and clients.

Staffing Industry Analysts (SIA)

Staffing Industry Analysts is the global advisor on staffing and workforce solutions. The proprietary research covers all categories of employed and non-employed work including temporary staffing, independent contracting and other types of contingent labor. SIA’s independent and objective analysis provides insights into the services and suppliers operating in the workforce solutions ecosystem, including staffing firms, managed service providers, recruitment process outsourcers, payrolling/compliance firms and talent acquisition technology specialists such as vendor management systems, online staffing platforms, crowdsourcing and online work services.

The Association of Corporate Counsel (ACC)

The Association of Corporate Counsel serves the professional needs of in-house counsel and is the premier source for information, networking opportunities and education for the in-house legal practitioner.

The American Nurses Association (ANA)

The American Nurses Association is the premier organization representing the interests of the nation’s 3.6 million registered nurses. ANA advances the nursing profession by fostering high standards of nursing practice, promoting a safe and ethical work environment, bolstering the health and wellness of nurses, and advocating on health care issues that affect nurses and the public. ANA is at the forefront of improving the quality of health care for all.

The American Association of International Healthcare Recruitment (AAIHR)

The American Association of International Healthcare Recruitment is the voice of the international healthcare recruitment industry. AAIHR was formed to represent the mutual interests of U.S.-based organizations that participate in the recruitment of foreign-educated healthcare professionals, and to promote legal, ethical, socially responsible, and professional practices for international healthcare recruitment.


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The American Nurses Credentialing Center (ANCC)

The American Nurses Credentialing Center promotes excellence in nursing and health care globally through credentialing programs. ANCC’s internationally renowned credentialing programs certify and recognize individual nurses in specialty practice areas. It recognizes healthcare organizations that promote nursing excellence and quality patient outcomes, while providing safe, positive work environments. In addition, ANCC accredits healthcare organizations that provide and approve continuing nursing education. It also offers educational materials to support nurses and organizations as they work toward their credentials. ANCC was incorporated in June 1990.

The American Telemedicine Association (ATA)

The American Telemedicine Association is the leading international resource and advocate promoting the use of advanced remote medical technologies. ATA and its diverse membership, works to fully integrate telemedicine into transformed healthcare systems to improve quality, equity and affordability of healthcare throughout the world.

San Diego Grantmakers (SDG)

San Diego Grantmakers is an association for organizations and individuals who are strategic about philanthropy and provide significant funding to multiple nonprofits. By providing opportunities for learning, collaboration, and advocacy, we increase the impact of our members’ charitable giving and its ultimate benefits to society.

The American Hospital Association (AHA)

The American Hospital Association provides education for health care leaders and is a source of information on health care issues and trends. Nearly 5,000 hospitals, health care systems, networks, other providers of care and 43,000 individual members come together to form the AHA. Through our representation and advocacy activities, AHA ensures that members’ perspectives and needs are heard and addressed in national health policy development, legislative and regulatory debates, and judicial matters. Our advocacy efforts include the legislative and executive branches and include the legislative and regulatory arenas.

The Healthcare Financial Management Association (HFMA)

The Healthcare Financial Management Association is the nation’s premier membership organization for healthcare finance leaders. HFMA builds and supports coalitions with other healthcare associations and industry groups to achieve consensus on solutions for the challenges the U.S. healthcare system faces today. Working with a broad cross-section of stakeholders, HFMA identifies gaps throughout the healthcare delivery system and bridges them through the establishment and sharing of knowledge and best practices. We help healthcare stakeholders achieve optimal results by creating and providing education, analysis, and practical tools and solutions. Our mission is to lead the financial management of health care.

MAKING AN - AMN Healthcare · 2016-10-25 · AMN 2014-2015 Biannual Corporate Social Responsibility...

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Transcript of MAKING AN - AMN Healthcare · 2016-10-25 · AMN 2014-2015 Biannual Corporate Social Responsibility...