St Jude Hospital

“Classes of members or stockholders st. Joseph health system is the corporate member of providence st. Jude medical center.”

“Classes of persons and the nature of their rights st. Jude medical center has a tiered governance in which the corporate members reserve the right to appoint the st. Jude medical center's governing board. All nominations that come from the st. Jude medical center board as nominations must be approved by st. Joseph health system, as the corporate member.”

“Classes of persons, decisions requiring approval & type of voting rights the reserved rights in our tiered governance structure contemplate 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, exempt purposes, sale or disposition of real property, merger or sale of substantially all assets, appointment and removal of trustees, adoption or amendment of articles or bylaws. The corporate member, st. Joseph health system, reserves the right to approve the purposes, sale or disposition of real property, merger or sale of substantially all assets, appointment and removal of trustees, adoption or amendment of articles or bylaws.”

“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 providence chief risk officer, and/or providence chief compliance 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, 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 the organization's chief executive officer/president/executive director is paid by a related tax exempt organization, providence health & services - washington, and is disclosed as a person paid by a related organization. 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 governance practices in the industry. The process was last completed in june 2025”

“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.”

“Move more eat healthy move more eat healthy (mmeh) continues to support the underserved low-income communities in north orange county through policy, systems, and environmental changes focused on obesity prevention. Mmeh's collective impact obesity prevention approach continues to partner with buena park, fullerton, placentia, and la habra - city collaboratives, school districts, and cities. In 2024, the program with its 3 program coordinators engaged in 21,232 encounters during 233 community engagement events. A total of 9,833 healthy behavioral goals were committed to by participants. Participants committed to at minimum one of the following healthy behavioral goals: building a healthy plate of food by using myplate guidelines, engaging in the federally recommended amount of daily physical activity, eating more fruits and vegetables, and/ or drinking more water and drinking less or eliminating sugar sweetened beverages from their diets. Over 90% of individuals mmeh connected with through follow-up calls, emails, and text messages reported that they had managed to implement at minimum, one of their healthy behavioral goals. Working with partners, mmeh was able to also develop three different health and wellness community challenges to engage with the community on the importance of prioritizing their health and wellbeing. Those community health challenges included a "new year new me;" "soda free summer; and a "step into fitness" challenges. Monthly calendars with daily activities were developed for individuals to participate in the challenge. Top participants for each city were awarded a $100 gift card to their favorite grocery stores. Mmeh's website had 43,879 visitors and over 2.4 million social views. Mmeh's website provides an opportunity for visitors to learn more about the opportunities available to engage with the program and resources are also available for individuals to integrate wellness activities into everyday living. There are resources on physical activity, healthier cooking, recipes, nutrition, and many more topics. With support from st. Jude medical center, the la habra school district (lhcsd) was able to offer harvest of the month activities at 5 title i school sites. The harvest of the month activities provided students the opportunity to try new fruits and vegetables and learn about the production and processes involved in growing the produce. With these activities, nutrition education lessons were provided to students. Healthier lifestyle choices about nutrition were enhanced using these hands-on activities. Fit kid centers at five title i schools were also replenished to support students' physical activity engagement and revitalization of school garden spaces provided an opportunity for students to participate in additional hand on learning using the farm to fork education lessons. At the buena park school district (bpsd), seven new digital menu boards were installed at title i school sites to provide up to date nutrition information and availability. Digital menu boards provided clearer communication about health tips, nutritional awareness, label reading, food related facts, and encouraged students to try new foods. Wellness spaces throughout the district were also replenished, which promoted students' willingness and interest in participating in activities related to their overall wellbeing. Seven school gardens were also replenished and used to further enhance farm to fork education with students. The fullerton school district (fsd) replenish 2 school gardens. Fsd also implemented enhanced support for healthy food by providing 60 meals a month to food insecure families through the installment of outdoor freezer spaces. Active transportation walking assessments were also conducted at 5 different title i school sites ensuring a district wide focus on safe routes to schools to promote physical activity; findings for valencia park elementary and richman elementary were presented by students to city engine”

“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.”

“Other patient services: program service expenses 120,235,333. Management and general expenses 4,328,094. Fundraising expenses 382,709. Total expenses 124,946,136. Medical director & med physician fees: program service expenses 9,866,582. Management and general expenses 355,166. Fundraising expenses 31,405. Total expenses 10,253,153. Agency & contract labor: program service expenses 3,789,555. Management and general expenses 136,412. Fundraising expenses 12,063. Total expenses 3,938,030. Repairs & maintenance: program service expenses 14,117,432. Management and general expenses 508,183. Fundraising expenses 44,936. Total expenses 14,670,551. General consulting fees: program service expenses 22,645,388. Management and general expenses 815,163. Fundraising expenses 72,080. Total expenses 23,532,631. Billing & collections: program service expenses 27,501. Management and general expenses 990. Fundraising expenses 88. Total expenses 28,579.”

“Net asset transfers between related tax-exempt organizations 36,020,695. Other changes in net assets -4,533,356. Change in investment in joint ventures 933,735.”