Seattle Science Foundation

“Joe sabey and dave sabey have a family relationship.”

“Classes of members or stockholders western healthconnect is the sole corporate member of seattle science foundation.”

“Classes of persons and the nature of their rights seattle science foundation has a tiered governance in which the corporate members reserve the right to appoint the seattle science foundation's governing board. All nominations that come from the seattle science foundation board as nominations must be approved by western healthconnect, as the corporate member.”

“Classes of persons, decisions requiring approval & type of voting rights the following powers reside with the corporate member: 1) to adopt or change the mission, philosophy, and values, including the strategic plan and mission statement. 2) to amend or repeal the articles of incorporation or bylaws. 3) to approve the acquisition of assets, the incurrence of indebtedness or the lease, sale transfer, assignment or encumbering of assets exceeding a specified threshold, or the sale or transfer of any property which may have historical or religious significance. 4) to approve the dissolution or liquidation. 5) to approve the annual operating and capital budgets. 6) to appoint the certified public accountants. 7) to approve the closure of any institution or major entity or work of the corporation.”

“Process to review form 990 the form 990 was prepared based on information received from various departments of the organization including the finance team, human resources, payroll, compliance and the general counsel's office. The organization engaged an outside accounting firm to prepare the return. The return has been reviewed by an officer of the organization. A full copy of the form 990 was provided to all board members prior to filing with the irs. The audit committee of the parent organization is provided an annual update on the tax reporting process and key disclosures”

“Process to monitor transactions for conflicts of interest providence takes the issue of conflicts of interest, and independent unconflicted decision-making, very seriously. Providence has a comprehensive conflict of interest policy and interest disclosure policy, revised in 2023, and carefully and thoroughly administers these policies. Board members, sponsors, senior leaders and key core leaders are required to disclose any actual or potential conflict of interest in accordance with the providence conflict of interest policy, and so that the individual satisfies his or her fiduciary obligations to the organization. Disclosures are made annually, as well as any time an actual or potential conflict of interest arises. Providence chief legal officer and/or the providence chief risk officer, review all disclosures. Where appropriate, the ceo and/or the board chair will review conflict of interest situations that involve senior leadership or a board member other than the chair. Providence chief legal officer and/or chief risk officer review matters where conflict is difficult or cannot be readily resolved and present recommendations to the appropriate board committee or the ceo, for discussion and resolution. When appropriate, the individual with the real/potential conflict that is being reviewed may participate in the discussion but is recused from the meeting, and from any final discussion and vote, when a decision is being made on whether a conflict exists, or when the action giving rise to the conflict of interest is decided. Where appropriate, the chief risk officer or chief legal officer will provide a plan to manage conflicts and avoid participation by the conflicted individual in the matter giving rise to the conflict of interest. Auditing and monitoring of this process is done periodically. All documentation of conflict of interest disclosures is retained in accordance with organization retention policy.”

“Process for determining compensation for the chief operating officer, the board conducted a survey of similar positions and the executive committee approved their compensation package. Compensation for other employees is evaluated by the ceo & executives with input from the chairman. Studies are completed by the chairman's hr department as needed for comparative purposes. For board members and officers employed by related organizations, the following process applies: it is providence's intention to make financial information accessible and transparent. Although the filing of form 990 provides insight into how providence achieves its mission, delivers its programs and stewards its finances, deciphering the information directly from form 990 can be challenging. The following paragraphs provide further information about the process we use to determine compensation for top management, officers and key employees. Providence has a single fiduciary board, with responsibility for financial oversight associated with fulfillment of the providence mission, developing system policies, protecting the assets entrusted to the organization and overseeing the strategic and operational affairs of providence's legal entities. Providence also maintains a network of community entity boards with responsibility for quality of care oversight, community relations, advocacy and community needs assessments. Providence has a consistent compensation philosophy for all of its senior executives, including all officers. Salaries for senior executives are reviewed at least annually by the executive compensation committee, which is a committee of the providence board consisting only of outside, independent directors. The committee makes sure, at each of its meetings, that no member of the committee has a conflict of interest as to any executive whose compensation is reviewed by the committee. The executive compensation committee retains an independent consultant each year to review salaries of those in the most significant leadership roles in the organization. Part of the consultant's role is to review an extensive array of compensation surveys of large, not-for-profit health care systems in the united states. Providence is one of the larger health systems in the country, and as such, the board benchmarks executive compensation against other large, not-for-profit health systems that are substantially similar to providence in size and complexity (such as having a similar amount of annual net revenue). Additionally, because providence often looks to general industry for leaders in certain functional areas, providence also takes into consideration general industry market data in these special situations. Base salaries for providence executives are generally targeted to the "median" level of the market data (where half the salaries in the data are lower and half the salaries in the data are higher), as identified by the independent consultant and reviewed with the executive compensation committee. The president/ceo utilizes the market information provided by the consultant along with formal performance evaluations, to determine salary recommendations for other senior executives. This process includes a rigorous analysis of those recommendations with the executive compensation committee as a part of the review and approval process. Total compensation is tied closely to performance of the organization and the individual. Performance incentives allow executives to earn additional compensation if they help lead providence in achieving specific organizational goals for furthering providence's operating commitments and strategic objectives. The board of directors conducts a thorough review process to ensure performance incentives are aligned with appropriate market practices. The board's process for setting, reviewing and approving executive compensation fully complies with irs standards (to assure that all compensation is considered reasonable) and reflects best govern”

“Governing documents, conflict of interest policy & financial statements the organization makes its governing documents and conflict of interest policy available to the public upon request. The providence community benefit reports, financial reports, consolidated audited financial statements, and philanthropy reports are also available on the providence internet site.”

“Methods: the lumbar plexus was dissected from l1 to s1. A lateral transaction was performed using a retro- and intraperitoneal window to mark the lumbar plexus with thin wires. A total of 10 lumbar plexus were dissected an marked. Each cadaver underwent three full ct scans in prone, lateral, and supine positions of the spine in simulated operation room conditions. Postinterventional three-dimensional vrts were carried out with materialise-mimics and 3-matic fa. Materialise. Gained vrts of each position were overlapped and centered on the sacrum. Distances of the lumbar plexus between supine, lateral, and prone positions were measured to anatomical landmarks with 3-matic software and compared to each other. Results and conclusion: there is no significant lumbar plexus movement in prone compared to supine or lateral positioning of a patient gaining significantly better access to lumbar disc spaces. Accomplished posteriorization of the lumbar plexus is related to achieved lumbar lordosis through patient positioning, not to prone, lateral, or supine placement of the patient. Cadaveric research project highlight 2 "a cadaver study: the relationship of vital organs of the thoracolumbar junction during a far lateral approach using a t-12 corpectomy model" this current cadaver research project will provide a much needed further detailed anatomic clarification of the thoracolumbar junction and its key anatomic structures that may be placed at risk during a less invasive far lateral access surgery using a t12 (12th thoracic vertebra) corpectomy model. Aside from assessing key vessels including the segmental arteries and veins relative to the targeted t12 segment, we will assess the location of the thoracic duct, lungs, and diaphragm as well as the attachments of the diaphragm, the origin of the psoas muscles, and rib-based structures such as intercostal vessels and nerve roots. This will be achieved by first performing a standard fluoroscopically based and microscopically enhanced circumferential fixed retractor based t12 corpectomy and reconstruction with cage-implantation, and then secondly measuring the proximity of the afore mentioned key anatomic structures through a ventral midline thoracoabdominal celiotomy. Any injuries to these structures will be recorded and proximity to key structures relevant to this exposure will be measured. Color enhancements of certain vital structures will be obtained for representative high resolution illustrative purposes used for educational and documentary purposes. Yet, the actual literature provides only anatomical studies concentrating on the crucial thoracic structures, but only few studies examined the surgical point of view and none so far attached special importance on the crucial structures at risk during this widespread surgical procedure. The project includes a total of 6 cadaver surgeries, of which 1 was already performed and the remaining interventions are already scheduled and will follow within the next days. Through this study we aim to provide essential further insides regarding the structures at risk during this approach to define surgical advices and recommendations to improve the surgical procedure for future interventions.”

“Individuals listed as officers and key employees of the organization that are paid by a related organization are common law employees of the related organization. It is the intention of providence and the filing organization to make information accessible and transparent, reporting those employees of a related organization who have officer and key employee responsibilities to the filing organization. The related organization common law employees are included in the related organization's section 4960 tax analysis and reporting.”