St Joseph Hospital of Orange

“Classes of members or stockholders st. Joseph health system is the sole corporate member of st. Joseph hospital of orange.”

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

“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.”

“At providence, we use our voice to advocate for vulnerable populations and needed reforms in health care. We are also pursuing innovative ways to transform health care by keeping people healthy, and making our services more convenient, accessible and affordable for all. In an increasingly uncertain world, we are committed to high-quality, compassionate health care for everyone - regardless of coverage or ability to pay. We help people and communities benefit from the best health care model for the future - today. Together, our 125,000 caregivers (all employees) serve in 51 hospitals, 1,014 clinics and a comprehensive range of health and social services across alaska, california, montana, new mexico, oregon, texas and washington. The providence affiliate family includes: -providence across five western states -covenant health in west texas and new mexico -facey medical group in los angeles, ca -kadlec in southeast washington -pacific medical centers in seattle, wa -swedish health services in seattle, wa in 2024, providence ministries and affiliates provided $1.9 billion in community benefit programs. This includes free and discounted care, uncompensated and subsidized care, and other community health activities. One of these vital programs, medicaid, is a lifeline for millions of individuals, including seniors, children, pregnant patients, those with disabilities and veterans. We are grateful to everyone in our communities who has joined us in advocating for continued funding and expansion of this program. Together, we are helping to ensure more people have access to needed care. For more information go to: https://www.providence.org/about/annual-report through our community benefit programs, we focus on meeting the diverse needs of the people we serve by working to ensure basic health needs are met, removing barriers to care, building community resilience and innovating for the future. Providence continues to work towards carbon negative and in 2024 decreased emissions by 19 percent compared to our 2019 baseline. Our efforts earned us a system record 55 environmental excellence awards from practice greenhealth and made us the first large system to receive the joint commission's sustainable healthcare certification in 2024 for each of our hospitals. St. Joseph hospital orange 2024 program service accomplishments: in 2024, providence st. Joseph hospital orange (sjo) continued its tradition of compassion and dedication to our communities by investing to address community need. The focus of sjo community benefit activities and investments was consistent with the priority health needs addressed in the 2024-2026 community health improvement plan: mental health, access to care, homelessness and housing. Three key program accomplishments for st. Joseph hospital orange are highlighted below: each mind matters campaign, st. Jude neighborhood health center, and the homeless navigator program. In cy24, providence st. Joseph hospital orange reported $6.2m in financial assistance (free and discounted care), and $52m of unpaid cost of medicaid. Providence st. Joseph hospital orange is committed to promoting the health and quality of life in its surrounding community. Priority 1: mental health mental health includes our emotional, psychological, and social well-being. It affects how we think, feel, and act. It also helps determine how we handle stress, relate to others, and make healthy choices. Mental health is important at every stage of life, from childhood and adolescence through adulthood. Mental health programs include the prevention, screening, assessment, and treatment of mental disorders and behavioral conditions. Mental health is an important part of overall health and well-being. Substance use/misuse occurs when the recurrent use of alcohol or drugs causes clinically significant impairment, including health problems, disability, and inability to meet major responsibilities at work, school, or home. Substance use/misuse includes the”

“Additionally, a $100,000 grant from st. Joseph hospital supported the ongoing operations of the transitional care clinic, which serves uninsured and underinsured patients recently discharged from local hospitals. In 2024, the clinic cared for approximately 524 patients, providing timely post-hospital follow-up care and connecting them with a stable medical home. The program also supports patients in navigating insurance enrollment, accessing needed medical resources, and receiving health education to improve long-term outcomes. Through these efforts, st. Joseph hospital's partnership with la amistad has strengthened the healthcare safety net for vulnerable populations across central orange county. Priority 3: homelessness & housing lack of affordable housing can have a number of negative impacts on individuals, families, and communities. When basic needs, such as housing, are not met, they impact a family's emotional, psychological, developmental, and physical well-being. Over the last few years, orange county has been facing a critical housing shortage. It has become ever more difficult for communities with low incomes who work in orange county to also live in orange county. As a result, families must seek substandard housing with multiple families living in one dwelling. Affordable housing is defined by an individual or family spending 30% or less of their gross income toward housing. Low-income households in orange county often spend more than 50% of their gross income on housing. Priority 3: homelessness & housing accomplishment-homeless navigator program in 2024, the homeless navigator program at st. Joseph hospital provided critical support to individuals experiencing homelessness and co-occurring mental health conditions. This program, aligned with the hospital's community benefit priorities of homelessness and mental health, yielded a net community benefit of $148,744. Led by a licensed clinical social worker (lcsw), the program helped homeless patients connect to appropriate services and resources while working to identify suitable discharge destinations that promote continuity of care. One of the ongoing challenges has been securing appropriate post-discharge placement, which directly impacts the number of custodial care dayshospital days where a patient remains solely due to a lack of housing or follow-up care. In 2024, st. Joseph hospital recorded 492 custodial days for homeless patients, highlighting both the need for continued investment in discharge planning and the systemic barriers that homeless individuals face when transitioning out of acute care settings. In addition to the lcsw-led navigator services, the lcsw is also a certified addiction specialist, expanding its capacity to assist individuals struggling with substance use disorders. These healthcare support services aim to increase access to care and improve health outcomes, particularly for those living in poverty or with complex social and medical needs. Through strengthened care coordination, enhanced data sharing, and patient-centered outreach, the homeless navigator program is building a more seamless continuum of care. This model minimizes the burden on patients and helps meet essential needs such as shelter, medical and mental health treatment, substance use recovery services, and access to public benefits. St. Joseph hospital remains committed to supporting the most vulnerable members of the community through this innovative and impactful program. Overall, the program provided support to 477 homeless patients, addressing both immediate needs and long-term care coordination. For more information go to: https://www.providence.org/locations/st-joseph-hospital-orange”

“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 125,310,637. Management and general expenses 4,236,998. Fundraising expenses 634,838. Total expenses 130,182,473. Medical director & med physician fees: program service expenses 31,028,007. Management and general expenses 1,049,118. Fundraising expenses 157,191. Total expenses 32,234,316. Repairs & maintenance: program service expenses 13,754,526. Management and general expenses 465,067. Fundraising expenses 69,682. Total expenses 14,289,275. General consulting fees: program service expenses 8,800,969. Management and general expenses 297,578. Fundraising expenses 44,587. Total expenses 9,143,134. Agency & contract labor: program service expenses 6,062,563. Management and general expenses 204,987. Fundraising expenses 30,714. Total expenses 6,298,264. Billing & collections: program service expenses 15,223. Management and general expenses 515. Fundraising expenses 77. Total expenses 15,815.”

“Net asset transfers between related tax-exempt organizations 56,160,619. Change in investment in joint ventures -1,787,746. Other changes in net assets -3,462,499.”