St Jude Hospital Inc

“Business and family relationships dr. Donna marino and dr. Michael marino have a family relationship.”

“Description of classes of members or stockholders st. Joseph health system and covenant health network, inc. Are the corporate members of st. Jude hospital, inc. (dba st. Jude medical center).”

“Description of classes of persons & the nature of their rights st. Jude medical center has tiered governance in which the corporate members reserve the right to appoint trustees to the st. Jude medical center board. All trustee appointments that come from the st. Jude medical center board as nominations must be approved by st. Joseph health system, as a corporate member, and st. Joseph health ministry, as the organizational sponsor. The trustees are then approved and elected by the covenant health network, inc. Board.”

“Descr classes of persons, decisions req approval & type of voting rights the reserved rights in our tiered governance structure contemplate preliminary approval by the covenant health network, inc. Board and final approval by the st. Joseph health system member of financing, budgets, unbudgeted expenditures of defined amounts, strategic plan, appointment of auditors, creation or investment in a legally recognized entity, joint ventures, purposes, sale or disposition of real property, merger or sale of substantially all assets, appointment and removal of trustees, adoption or amendment of bylaws. St. Joseph health system reserves the right to approve amendments to articles.”

“Descr the process used by management &/or governing body to review 990 the form 990 was prepared by the finance department based on information received from various departments of the organization as applicable. The form 990 was then reviewed by an officer of the organization. A copy of the form 990 filing was distributed to all voting members of the board for the march meeting. During the finance committee meeting, management presented and discussed certain disclosures and information included in the form 990. The finance committee chair then provided a summary at the march 2015 board meeting.”

“Description of process to monitor transactions for conflicts of interest officers, trustees and key employees are required to disclose the existence and nature of any actual, apparent, or potential conflicts of interest he/she may have that might result in or have the appearance of a conflict in connection with that individual satisfying their fiduciary obligations to the organization. Disclosures shall be made promptly any time an actual, apparent or potential conflict of interest arises and before the consummation of any contract, transaction or arrangement that is the subject of the potential conflict of interest. With guidance from the st. Joseph health system chief compliance officer (cco), the chief executive and/or the governing board chairperson, as appropriate, considers the matter initially. If the matter cannot be resolved at that level, the matter is escalated to the cco. The cco, in consultation with the st. Joseph health system general counsel, reviews the matter and presents recommendations to the governing board and/or board committee, as appropriate, for discussion and vote. The individual whose potential conflict is being reviewed may be requested to be present during any meeting in which the board or board committee conducts its evaluation but shall be excused for any discussion or vote.”

“The organization's chief executive officer is paid by the tax exempt health system parent organization, st. Joseph health system, and is disclosed as a person paid by a related organization. Executive compensation is approved by the st. Jude medical center executive compensation committee, which is comprised of independent persons. The committee reviews comparability data prepared for and compiled by the st. Joseph health system worklife committee, a committee of the st. Joseph health system board of trustees comprised of independent members. The st. Joseph health system worklife committee acts in accordance with a committee charter approved by the st. Joseph health system board of trustees and an executive compensation philosophy. The charter directs the st. Joseph health system worklife committee to administer the executive compensation program and to approve program changes, as necessary, to ensure alignment with the stated philosophy and ensure continued compliance with federal and state regulations on behalf of the st. Joseph health system board of trustees. Overall, the philosophy is intended to reward a broad spectrum of high organizational and individual performance expectations, as well as retention of key management talent. The executive compensation philosophy defines the market for administering compensation as a comparable set of for profit and not-for-profit health care delivery systems. St. Joseph health system provides compensation to its executives in the form of base salary, an annual incentive program, and benefits. To ensure compensation philosophy adherence and general fair market value compensation, the committee regularly reviews information from multiple sources of market data and engages legal counsel and consulting support, as needed. They use this information to support ongoing effectiveness and administration of the program. The st. Joseph health system worklife committee meets at least 3 times a year and takes action in executive session. These actions are documented in detailed minutes and approved in subsequent meetings. A full compensation review is conducted on a biennial basis and the last review was performed in june 2013. During the year, the st. Jude medical center executive compensation committee reviewed and approved any changes in compensation for key executives predicated on the analysis and recommendation by an independent third party consulting firm with expertise in healthcare executive compensation. In addition, annual incentive awards are reviewed and approved prior to payment consistent with the most recent compensation biennial review and in accordance with the plan document. These actions are documented in detailed minutes which are subsequently approved at the committee meeting.”

“Avail of gov docs, conflict of interest policy & fin stmts to gen public the organization makes its governing documents, conflict of interest policy and financial statements available to the public upon request. The sjhs community benefit reports, financial reports and philanthropy reports are also available on the sjhs internet site. Audited financial statements are attached to form 990.”

“Organization's mission st. Jude medical center is committed to extending the healing ministry of jesus in the tradition of the sisters of st. Joseph of orange by continually improving the health and quality of life of people in the communities we serve.”

“Program service accomplishments realizing our mission as a not-for-profit, st.jude medical center has been meeting the health and quality of life needs of the local community for over 56 years. Serving the communities of north orange county, california, st. Jude medical center is an acute care hospital that provides quality care in the areas of cardiac, cancer, perinatal, orthopedics, rehabilitation and community clinic services. With over 2,200 employees committed to realizing the mission, st. Jude medical center is one of the largest employers in the north orange county region. St. Jude medical center a member of the st. Joseph health, is committed to extending the healing ministry of jesus in the tradition of the sisters of st. Joseph of orange. This mission has guided our catholic healthcare ministry since the opening of our first hospital in eureka, california nearly 100 years ago. The sisters of st. Joseph of orange trace their roots back to 17th century france and the unique vision of a jesuit priest named jean-pierre medaille. He sought to organize an order of religious women who, rather than remaining safely cloistered in a convent, ventured out into the community to seek out "the dear neighbors" and minister to their needs. The congregation managed to survive the turbulence of the french revolution and eventually expanded, not only throughout france, but throughout the world. In 1912 a small group of sisters of st. Joseph went to eureka, california, at the invitation of the local bishop, to establish a school. A few years later, the great influenza epidemic of 1918 caused the sisters to temporarily set aside their education efforts to care for the ill. They realized immediately that the small community desperately needed a hospital. Through bold faith, foresight, and flexibility in 1920, the sisters opened the 28-bed st. Joseph hospital of eureka, the first st. Joseph health system ministry. Today the st. Joseph health system is an integrated healthcare delivery system sponsored by the st. Joseph health ministry and organized into three regions: northern california, southern california, and west texas/eastern new mexico. The system includes 14 acute care hospitals, home health agencies, hospice care, outpatient services, community clinics, and physician organizations. Our mission is realized through the delivery of quality in-patient services, and focused community initiatives and programs that are dedicated to improving the lives of all we serve. Three mission outcomes strategically guide our ministry work. St. Jude medical center is committed to three systemwide mission outcomes: 1) sacred encounters, 2) perfect care, and 3) healthiest communities. Every interaction will be experienced as a sacred encounter. The goal of sacred encounter has a direct connection to the overall mission. Our value of dignity calls for us to respect each person as an inherently valuable member of the human community and as a unique expression of life. We strive to do this by keeping at the forefront of our minds the understanding of the impact we can have on one another with every action we take. St. Jude medical center's mission outcome goal of sacred encounters centers on the premise that every interaction will be experienced as a sacred encounter. St. Jude medical moments, in its fourth year at st. Jude medical center works with teams such as our inpatient rehab therapies division which focused on the moment at the end of a therapy session. The team decided to use this teachable moment to review the activity that was done together, acknowledge the feelings of the patient and honor the relationship between the patient and therapist. All patients will receive perfect care. It is our attention to detail and the smallest imperfections of each patient's experience that drives a deeper understanding and ultimately a sustainable approach to the achievement of perfect care. In fy14 a readmission committee was developed to reduce readmissions”

“Other changes in net assets equity transfer - sjhhf $ (26,968,438) equity transfer - system office $ (16,970,943) --------------- $ (43,939,381) ===============”