Scripps Health

“Scripps health has maintained a long standing practice of reviewing all potential joint venture or similar arrangements to ensure that contract terms are consistent with the protection of its tax-exempt status.”

“The form 990 was prepared by an outside accounting firm with the support of the corporate finance team with input from human resources, foundation, and legal office. The form 990 was reviewed by the president, legal counsel, chief financial officer, audit & compliance committee, human resources and compensation committee prior to filing. In addition, a full copy of the 990 was provided to the board of trustees via email in advance of filing form 990 with the irs.”

“Within 60 days of hire and annually thereafter all supervisors and above; all employees in the supply chain management department, audit & compliance services department, and case management department or function; and any other employee who is in a position to refer patients that are federally funded healthcare beneficiaries to other providers and services; and others as determined by the conflicts and business practices review committee will be required to complete and sign the conflict of interest commitment disclosure form. It is the responsibility of any employee who has a change in outside professional activities, significant financial interests, or potential or actual conflict of interest, or commitment situations that arise during the year to disclose the information to their supervisors as soon as the employee becomes aware of the potential or actual situation creating a possible conflict of interest or conflict commitment. Supervisors will assess the situation and refer to their business unit management and/or the conflicts and business practices review committee, as appropriate. In addition, each person entrusted with a position of responsibility in the governance and management is required to complete and submit disclosure statements as follows: 1. Initial conflict of interest and 990 tax return disclosure statement (initial disclosures) 2. Annual conflict of interest and 990 tax return disclosure statement 3. Subsequent occurrences reporting upon the occurrence of any new potential conflict of interest. Actual or potential conflict disclosures regarding employees are reviewed by the conflicts and business practices review committee. Disclosures requiring mitigation are discussed with the business unit chief executive and employee's supervisor. Legal counsel reviews each board of trustees meeting agenda prior to the meeting and potential conflicts of interests are identified, considered and an appropriate course of action is determined by the member and legal counsel with the involvement of the president and board chair, where appropriate. Course of action may include the conflicted board member recusing themselves, abstaining from voting and/or reading a statement into the board minutes regarding such conflict. As it relates to board of trustees, when a determination is that an actual conflict of interest exists and a covered individual is an "interested person" under california law, the transaction being considered will comply with applicable statutory requirements to avoid participation in the decision making process by the covered individual. The minutes of board meetings shall document all recusals from discussion and voting.”

“Offices & positions for which process was used, & year process was begun pursuant to procedures required by tax equity and fiscal responsibility act of 1983 (tefra), scripps health's procedures are as follows: the board of trustees reviews executive compensation for president/ceo on an annual basis utilizing comparability data obtained by an external consultant. It is the philosophy of the scripps board of trustees to compensate the corporation's executives fairly relative to the median compensation of peer organizations of similar size and complexity, considering and making appropriate adjustments for the cost of living in california and other relevant factors. To accomplish this, the board has adopted a philosophy of targeting executive salaries at approximately the 65th percentile of a national peer group of organizations +8.0% geographic differential as determined through an independent outside consultant engaged by the board and will rely on their recommendations using a database of independently collected data. The philosophy states: for purposes of executive compensation comparisons, scripps will use a national peer group of medical delivery systems of similar revenue size and complexity. The peer group will be reviewed and approved by the human resources and compensation committee. Salaries are targeted at approximately the 65th percentile +8.0% geographic differential of the peer group and will reflect the performance of the individual. Total cash compensation is positioned at approximately the 75th percentile +8.0% geographic differential of the peer group when maximum level incentives are paid for achievement of maximum level of predetermined objectives agreed upon by the board. The board selects the 65th percentile +8.0% geographic differential for base compensation of peer group adjusted for cost of living of urban west coast market at the 50th percentile (i.e. The 50th percentile of california market is the 65th percentile +8.0% geographic differential of national peer market as our executive recruitment market is national). Annually, total cash compensation for each position will not exceed the base salary established for the period plus the maximum incentive percentage payout allowable as determined by the scripps management incentive plan approved by the board of trustees for the respective position. The report from the external consultant engaged to review executive compensation is presented to the human resources and compensation committee on an annual basis and the most recent report was reviewed on december 06, 2023, january 24, 2024, and march 24, 2024. Review and discussion of such report is documented in the minutes.”

“Offices & positions for which process was used, & year process was begun pursuant to procedures required by tax equity and fiscal responsibility act of 1983 (tefra), scripps health's procedures are as follows: the board of trustees reviews executive compensation for officers and all key employees on an annual basis utilizing comparability data obtained by an external consultant. It is the philosophy of the scripps board of trustees to compensate the corporation's executives fairly relative to the median compensation of peer organizations of similar size and complexity, considering and making appropriate adjustments for the cost of living in california and other relevant factors. To accomplish this, the board has adopted a philosophy of targeting executive salaries at approximately the 65th percentile of a national peer group of organizations +8.0% geographic differential as determined through an independent outside consultant engaged by the board and will rely on their recommendations using a database of independently collected data. The philosophy states: for purposes of executive compensation comparisons, scripps will use a national peer group of medical delivery systems of similar revenue size and complexity. The peer group will be reviewed and approved by the human resources and compensation committee. Salaries are targeted at approximately the 65th percentile +8.0% geographic differential of the peer group and will reflect the performance of the individual. Total cash compensation is positioned at approximately the 75th percentile +8.0% geographic differential of the peer group when maximum level incentives are paid for achievement of maximum level of predetermined objectives agreed upon by the board. The board selects the 65th percentile +8.0% geographic differential for base compensation of peer group adjusted for cost of living of urban west coast market at the 50th percentile (i.e. The 50th percentile of california market is the 65th percentile +8.0% geographic differential of national peer market as our executive recruitment market is national). Annually, total cash compensation for each position will not exceed the base salary established for the period plus the maximum incentive percentage payout allowable as determined by the scripps management incentive plan approved by the board of trustees for the respective position. The report from the external consultant engaged to review executive compensation is presented to the human resources and compensation committee on an annual basis and the most recent report was reviewed on december 06, 2023, january 24, 2024, and march 24, 2024. Review and discussion of such report is documented in the minutes.”

“Financial statements are posted quarterly on the dac (digital assurance certification) website and the municipal securities rulemaking board's (msrb) electronic municipal market access (emma) website in satisfaction of continuing disclosure requirements relating to the organization's tax-exempt debt issuances. The audited financial statements are also attached to this form 990, in accordance with the irs instructions. Scripps health's conflict of interest policy is available upon request.”

“OTHER REVENUE - Total Revenue: 17668016, Related or Exempt Function Revenue: 17015924, Unrelated Business Revenue: 652092, Revenue Excluded from Tax Under Sections 512, 513, or 514: ;”

“Founded in 1924 by philanthropist ellen browning scripps, scripps health is a $4.3 billion, private not-for-profit integrated health system in san diego, california. Scripps treats over half a million patients annually through the dedication of 3,000 affiliated physicians and 17,500 employees among its five acute-care hospital campuses, home health care, and an ambulatory care network of clinics, physicians' offices and outpatient centers throughout the san diego region. Recognized as a leader in the prevention, diagnosis and treatment of disease, scripps is also at the forefront of clinical research, genomic medicine, wireless health and graduate medical education. With three highly respected graduate medical education programs, scripps is a long standing member of the association of american medical colleges. More information can be found at www.scripps.org. Today, the health system extends from chula vista to oceanside, with 26 primary and specialty care outpatient centers. A leader in the prevention, diagnosis and treatment of disease, scripps was named by truven in 2013 as one of the top 15 large health systems in the nation for providing high-quality, safe and efficient patient care. On the forefront of genomic medicine and wireless health technology, the organization is dedicated to improving community health while advancing medicine through clinical research and graduate medical education. Scripps has also earned a national reputation as a premier employer, named by fortune magazine as one of america's "100 best companies to work for" every year since 2008. Scripps health's mission statement is as follows: scripps strives to provide superior health services in a caring environment and to make a positive measurable difference in the health of individuals in the communities we serve. We devote our resources to delivering quality, safe, cost-effective, and socially responsible health care services. We advance clinical research, health education, education of physicians and health care professionals, and sponsor graduate medical education. We collaborate with others to deliver the continuum of care that improves the health of our community.”

“See Scripps Health Annual Community Benefit Plan and Report at Scripps Community Benefits - San Diego - Scripps Health. Founded in 1924 by philanthropist Ellen Browning Scripps, Scripps Health is a $4.9 billion private, tax exempt integrated health system based in San Diego, California. Scripps treats more than 600,000 patients annually through the dedication of more than 3,000 affiliated physicians and more than 17,500 employees. Scripps cares for people throughout the San Diego region with four acute care hospitals on five campuses, 32 outpatient clinics, and 12 Scripps HealthExpress sites. Scripps also offers payer products and population health services through Scripps Accountable Care Organization, Scripps Health Plan, and customized narrow network plans in collaboration with third-party payers. Scripps Health is a leading provider of medical care, improving community health and advancing medicine in San Diego County. Scripps is a recognized leader in the prevention, diagnosis and treatment of disease, and is at the forefront of clinical research and the only health system in the region with two level 1 trauma centers. With three highly respected graduate medical education programs, Scripps is a longstanding member of the Association of American Medical Colleges. Our hospitals are consistently ranked among the nation's best by U.S. News & World Report and numerous other organizations. Scripps is frequently recognized by Fortune magazine, Working Mother magazine, and the Advisory Board as one of the best places in the nation to work. Importantly, Scripps culture is one of caring. The spirit and culture established by two pioneering founders, Ellen Browning Scripps and Mother Mary Michael Cummings, still define who we are today. More information can be found at www.scripps.org. Excellence in Primary and Specialty Care The system is known for its expertise in various areas, including cancer care, cardiovascular disease prevention and treatment, orthopedics, women's health, and neurocognitive care. Generations of San Diegans have relied on Scripps for excellence in health care, starting with primary care doctors who act as the patient's personal health advocate including a focus on preventive care and wellness. For patients' convenience, Scripps physicians offer several options for ongoing care, including extended office hours, telemedicine options, three urgent care centers and HealthExpress walk-in clinics throughout the county for same-day treatment of minor illnesses and injuries. With some of the most advanced technology available today for the diagnosis and treatment of acute and chronic illnesses, Scripps offers patients a complete range of medical and surgical services including many that have been nationally recognized for clinical quality and patient outcomes. Organizational Foundation Scripps provides a comprehensive range of inpatient and ambulatory services through our system of hospitals and clinics. In addition, Scripps participates in many partnerships with government and not-for-profit agencies across our region to improve our community's health. And our partnerships do not stop at our local borders. Our collaborations extend beyond our local community to include state, national, and global efforts in disaster preparedness and relief, emergency medical services, healthcare advocacy, physician education, and direct patient care. In all that we do, we are committed to quality patient outcomes, service excellence, operating efficiency, caring for those in need today while planning for the healthcare needs of future generations. Scripps Health Community Served Hospitals and health systems define the community served as individuals residing within the service area, encompassing all residents in a specified geographic vicinity surrounding the hospital, without exclusion based on income or underserved status. Given the diverse range of hospitals in the region, the service area is designated as the entire County of S”

“Scripps Health 2025 Community Benefit Plan and Report The Scripps Community Benefit Plan and Report was developed in response to Senate Bill 697. Passed in 1994, the bill requires California's not-for-profit hospitals to annually describe and document the full range of community benefits they provide. The report incorporates not only documentation of community benefits, but also a more detailed explanation of the specific community benefit activities provided by our five acute-care hospital campuses, wellness centers and ambulatory care clinics. Scripps Health strives to improve community health through collaboration with a wide range of partners and like-minded organizations. Working with other health systems, community groups, government agencies, businesses and community clinics, Scripps is better able to build upon efforts to achieve broad community health goals and partner with a wide variety of organizations on community health improvement programs. The documented activities in this report reflect our commitments to improving the health of both our patients and the diverse communities of San Diego. As a longstanding member of these communities and as a not-for-profit community resource, our goal and responsibility are to assist all who seek care, particularly those who are vulnerable and lack support. This responsibility is an intrinsic part of our mission. Through our continued actions and community partnerships, we strive to enhance the quality of life across the entire community. Community Benefit Services are programs and services designed to improve health in communities. IRS Form 990, Schedule H instructions define community benefit as activities or programs that respond to community health needs and seek to achieve one or more of the following objectives: improving access to health services, enabling low-income persons to afford health care, enhancing public health, advancing generalizable knowledge, educating health professionals, and relieving the government burden to improve health. The 2025 Community Benefit Plan and Report covers the period of Fiscal Year 2024 (October 1, 2023, through September 30, 2024). During this fiscal year, Scripps devoted $656,291,701 to community benefit programs and services. Community outreach efforts are focused in those areas with proximity to a Scripps facility. Scripps hosts, sponsors, and participates in many community-building events throughout the year. Our programs emphasize community-based prevention efforts and use effective approaches to reach residents at the highest risk for health problems. Scripps aligns its 2025 Community Benefit Plan and Report with the IRS established categories as detailed below. Community Health Improvement Services and Community Benefit Operations During Fiscal Year 2024 (October 2023 to September 2024), Scripps invested $10,901,463 in community health improvement services and community benefit operations. This investment includes In-Lieu of Funds which provides critical support for vulnerable populations, covering essential post-discharge needs for unfunded or underfunded patients. These funds help ensure access to necessary health care support services beyond hospital care. Community Health Improvement Services and Community Benefit Operations include prevention and wellness programs, screenings, health education, support groups, health fairs and other programs supported by operational funds, grants, and in-kind donations and philanthropy. Calculations are based on cost, less "direct offsetting revenue," which includes any revenue generated by the activity or program, such as payment or reimbursement for services provided to program patients. According to the Schedule H 990 IRS guidelines, "direct offsetting revenue" also includes restricted grants or contributions that the organization uses to provide a community benefit. The following is a snapshot of Scripps community health improvement services provided in FY24. For more detailed informat”

“Uncompensated Care Scripps contributes significant resources providing low and no cost health care for our patients in need. The costs of providing these services are not fully reimbursed. Uncompensated health care includes the sum of expenses associated with Charity Care, Medi-Cal and Other Means-Tested Government Programs, Medicare Shortfall and Bad Debt. Medicare Shortfall, Bad Debt and Community Building Activities are reportable under IRS guidelines but are not reportable in the community benefit totals. However, Scripps includes these totals in our overall community benefit calculations. During Fiscal Year 2024, Scripps contributed $587,766,140 in uncompensated health care, including $17,768,458 in charity care, $562,399,773 in Medi-Cal and Medicare shortfall, and $7,597,909 in bad debt. Charity care is included in the Internal Revenue Service (IRS) Form 990 Schedule H Part I Line 7a and Medi-Cal costs are included in Line 7b. This represents unreimbursed community benefit costs after the impact of the Medi-Cal Hospital Fee Program. The State of California enacted legislation for a provider fee program to fund certain Medi-Cal coverage expansions ("Provider Fee Program"). The Provider Fee Program charges hospitals a quality assurance fee that is used to obtain federal matching funds for Medi-Cal with the proceeds redistributed as supplemental payments to California hospitals that treat Medi-Cal patients. In December 2023, CMS approved the January 1, 2023, through December 31, 2024, Provider Fee Program VIII. The Organization's policy is to recognize program revenues and expenses on the accrual basis once the Federal waiver has been approved. Federal and state payments received from these programs are included as provider fee revenue in total patient service revenue, and fees paid or payable to the state and California Health Foundation and Trust are included in provider fee expense in operating expenses. Uncompensated health care costs are included in the IRS Form 990 Schedule H Part I-line 7a-7c. Scripps Mercy Hospital (including San Diego and Chula Vista campuses) provides 64% percent of the charity care within the Scripps system. The service area of Scripps Mercy Hospital reflects a higher proportion of economically disadvantaged individuals compared to the county average, with notably lower rates of insured adults and a significantly higher percentage of ethnic minorities, particularly Hispanic and Asian populations. Both hospital campuses play crucial roles in delivering healthcare services to the Central/Southern San Diego County area, ranging from Interstate 8 to the United States-Mexico border. Over half of the patients served by Scripps Mercy San Diego and Chula Vista are covered by government insurance programs, including Medicare and Medi-Cal. Health Professional Education Quality health care is highly dependent upon health education systems and medical research programs. Without the ability to train and inspire a new generation of health care providers, or to offer continuing education to existing health care professionals, the quality of health care will be diminished. Health Professional Education includes educational programs for physicians, interns and residents, medical students, nurses and nursing students, pastoral care trainees and other health professionals. This education is necessary to retain a state licenses or certification by boards in the individual's health profession specialty. Each year, Scripps allocates resources to advance health care services through health professional education. During Fiscal Year 2024 (October 2023 to September 2024), Scripps invested $47,659,269 in professional training programs to enhance service delivery and treatment practices in San Diego County. This figure reflects the costs associated with professional education for non-Scripps employees, including graduate medical education, nursing resource development and other health care professional education. These cos”

“Nursing, Allied Health and Clinical Student Preceptorships Scripps commitment to ongoing learning and health care excellence extends beyond our organization. Our student programs help promote health care careers to a new generation, shape the future workforce and develop future leaders in our community. Interacting with health care professionals in the field expands education outside the classroom. Scripps employees play a significant role as preceptors by investing their time to create a valuable experience for the community. In Fiscal Year 2024, Scripps hosted 1,651 students within our system and provided 250,885 development hours spanning nursing and allied health settings. Scripps Clinic Medical Group and Scripps Coastal Medical Group are dedicated to offering meaningful clinical experiences for Nurse Practitioner and Physician Assistant students. In Fiscal Year 2024, Scripps Clinic Medical Group hosted 153 preceptorship rotations for nurse practitioners and physician assistants, totaling 19,030 hours of completed training. Similarly, Scripps Coastal Medical Group provided 31 preceptorship rotations, accounting for 6,716 hours of practical learning. These experiences empower students to apply their theoretical knowledge and critical thinking in a genuine healthcare environment. School Collaborations and Affiliations Scripps collaborates extensively with local educational institutions, offering students valuable exposure to healthcare roles alongside Scripps professionals. This includes affiliations with over 110 schools and programs, both clinical and nonclinical. An affiliation agreement committee evaluates new partnerships to meet community and workforce needs, ensuring a systemic approach to student placements. Student Pipeline Programs Scripps is dedicated to nurturing future healthcare professionals through a variety of youth-oriented initiatives, focusing on school-to-health career activities like mentoring, camps, job shadowing, health education classes, health chats, support groups, and health fairs. - Scripps School to Health Career Pathway Program: Engaged over 1,600 youths in mentoring programs, health professional presentations, surgery viewings, work-study programs, and Scripps Camp. - Internships and Educational Programs: Scripps collaborates with high schools and colleges to offer students opportunities to explore healthcare roles and gain hands-on experience. Nurses and staff play key roles, interacting with students daily. - Family Practice Medical Residents: Medical Residents deliver interactive classroom presentations on public health concerns, medically focused topics, and conduct hands-on clinical skills workshops at local high schools, enriching students' understanding of healthcare careers and medical practices. Health Research Scripps Health is committed to providing the best possible patient care, and research is a critical part of that mission. In addition to bringing the latest treatments to our patients, the knowledge gained from these research studies advances the quality of care for people around the world. Scripps Health physicians' study new medications and devices, track patient outcomes for years or even decades and gather evidence for sophisticated education and treatment programs. This information is then disseminated into the Scripps system through graduate and continuing medical education and to the scientific community through peer-reviewed publications. Scripps Health Research. During Fiscal Year 2024 (October 2023 to September 2024), Scripps invested $4, 991, 558 in health research as it is a critical part of our mission to provide the best care to patients, with many promising new treatments beginning in clinical trials. Internally funded research and research funded by tax-exempt, or government entities are eligible for reporting. Calculations are based on cost, less "direct offsetting revenue," which includes any revenue generated by the activity or program, such as payment or re”

“Subsidized Health Services Subsidized health services are those clinical services provided despite a financial loss to the organization, after removing losses associated with bad debt, financial assistance, Medi-Cal, and Other Means-Tested Government Programs, to meet an identified community need. Scripps Inpatient Behavioral is categorized as subsidized health. The total expense for subsidized health services for Scripps Fiscal Year 2024 was $3,100,477. Subsidized health only includes Scripps Inpatient Behavioral Health. Scripps offers inpatient adult behavioral health services at the Scripps Mercy Hospital, San Diego campus. The Scripps Mercy behavioral health program also actively supports community programs to reduce the stigma of mental illness and help affected individuals live and work in the community. These costs are included in the IRS Form 990 Schedule H Part I Lines 7g. Scripps Health offers inpatient behavioral health care for adults admitted through our emergency departments or urgent care centers. Our outpatient behavioral health services are available through partnerships with various community organizations. Like many behavioral health programs nationwide, funding remains a challenge, as payment rates have not kept pace with the actual cost of care. In Fiscal Year 2024, the Scripps Mercy Behavioral Health Program reported a total operational loss of $8.3 million, with $5 million attributed to Medi-Cal, or other means tested government programs and charity care. Notably, 1.1% of patients in the inpatient unit were uninsured, underscoring the financial pressures faced by these programs. - Scripps Mercy Inpatient Behavioral Health Scripps Mercy Hospital offers a 36-bed Psychiatric Adult Inpatient Unit for individuals suffering from acute psychiatric disorders who cannot live independently or pose a danger to themselves or others. This program helps patients, and their loved ones work through short-term crises, manage mental illness, and resume daily lives. - Outpatient Behavioral Health Services Partnership with Family Health Centers of San Diego (FHCSD): Established in 2016, this collaboration aims to enhance mental health care for Medi-Cal patients at Scripps Mercy Hospital. It integrates primary and mental health care, placing social workers and SUD counselors in emergency departments to connect patients with resources. FHCSD offers outpatient therapy near the hospital, while patients from Scripps Mercy Chula Vista and Mercy San Diego are referred for help with behavioral health issues such as addiction, loss, and anxiety, and other mental health issues. Community Building Activities Community Building Activities support community assets by offering the expertise and resources of the hospital organization. These activities may address the root causes of health problems or the determinants of health, such as education, homelessness, poverty, and the environment. In FY24, Scripps invested $387,252 in community building activities. The following are the community building activities that Scripps participated in. Physical Improvements / Housing - Leadership Retreat Volunteer Service Day: Leaders participated in community service projects for homeless service providers, including Casa de Misericordia, Father Joe's Village, and others. Economic Development - Community Boards: Scripps engaged in boards like the San Diego Downtown Partnership and Hillcrest Business Association to advocate for health and safety. Community Support - SOHL Conference: Sponsored the San Diego Organization of Healthcare Leaders annual event. - LGBT Pride Parade & Fundraisers: Sponsored the Pride Parade and events supporting LGBTQ+ leadership and advocacy. - Chicano Federation: Sponsored events supporting family, housing, and educational programs. - "Coffee with a Cop": Held dialogue sessions with the San Diego Police Department. - Advisory Board & Coalition Meetings: Participated in local boards, with over 700 members, addressing community”

“6. Community Health Partnerships & Outreach: - Mobile Health Initiative: Provided education and services to over 790 individuals, focusing on breast cancer prevention, early detection, and cardiovascular health. The health fair supports underserved communities, promotes preventive care, and helps identify effective ways to meet their healthcare needs. - Cognitive Health Screenings: Conducted screenings for over 150 community members at the monthly mobile health fair using a validated tool to assess cognitive decline in underinsured minorities. - Healthy Living Program: Engaged 690 participants in a heart disease prevention program. Led by Scripps staff and Promotoras, the program successfully met its goals and will expand in the next fiscal year. - Breast Cancer Awareness: Delivered educational sessions to 80 individuals in low-income, underserved communities across San Diego. - Scripps Well-Being Center: Served over 10,241 multicultural participants through support groups, classes, outreach, education, and other community health prevention programs. 7. Health Disparities Research and Interventions: - Funded eight research projects focused on health disparities, totaling $72,200 in grants. - Organized the second Annual Research Symposium, with 85+ attendees presenting health equity-focused research. 8. AB 1204 Hospital Equity Reporting: - In FY24, Scripps Health proactively set up the necessary infrastructure to comply with AB 1204, the Medical Equity Disclosure Act, which mandates the collection and reporting of healthcare disparities data. Ongoing Health Equity Programs and Services As Scripps undertakes the work of identifying and reducing disparities in clinical outcomes and ensuring our compliance with government directives regarding health equity, it is important to recognize that Scripps has been engaged in a broad range of programs and initiatives that address health disparities for the vulnerable population for many years. Evidence-based interventions are underway to address these core challenges. Below are some examples, with further details on these programs in the 2025 Scripps Community Benefit Plan and Report. - Aging Care and Support: Provide, proactive, medical, and social services to adults living with multiple chronic diseases. Partner with local senior centers, churches, and senior housing and conduct senior health chats that are designed to provide health education to the older adult community. - Behavioral Health: Establish initiatives to create a more robust behavioral health care system with emphasis on vocational training, reducing opioid use and substance abuse. - Cancer: Offer wig banks to support individuals undergoing cancer treatment and/or experiencing hair loss, transportation for appointments, lodging, Survivor's Day events, breast health outreach and education and more. - Cardiovascular Disease: Address cardiovascular disease through sudden cardiac arrest (SCA) screenings, virtual cardiac rehabilitation, cardiometabolic health education, and improving food insecurities. - Diabetes: Advocate for diabetes prevention, research and education through in-person and virtual programs and events for the various communities and patients impacted by the diabetes epidemic. - Maternal Child Health and High-Risk Pregnancy: Provide perinatology services, health education and awareness and other key programs to support the health of mothers, infants and families. - Professional Education: Support physician training and clinical research, residents and fellows through various residency programs and curriculum dedicated to uplifting health equity, reducing bias, and caring for the underserved. - Health Research: Identify how to measure health equity through the work of the Scripps Collaborative for Health Equity, related research grants, the Health Equity Information Center and more. - Youth Career Pathways/Pipeline Programs: Promote health care as a rewarding career to students via internship programs, outreach”

“PHYS FEES-PROVIDER SVS AGRMENT - Total Expense: XXX-XX-XXXX, Program Service Expense: XXX-XX-XXXX, Management and General Expenses: 4845493, Fundraising Expenses: 0; OTHER PURCHASED SVS - NON MED - Total Expense: 94840871, Program Service Expense: 54119026, Management and General Expenses: 40458468, Fundraising Expenses: 263377; PHYSICIAN FEES - Total Expense: 88166272, Program Service Expense: 87537125, Management and General Expenses: 629147, Fundraising Expenses: 0; PURCHASED MEDICAL SERVICES - Total Expense: 30604161, Program Service Expense: 30604161, Management and General Expenses: 0, Fundraising Expenses: 0; ALL OTHER FEES FOR SERVICES - Total Expense: 44217091, Program Service Expense: 30785525, Management and General Expenses: 13264676, Fundraising Expenses: 166890;”

“CHANGE IN VALUE OF DEFERRED GIFTS - 205990; JOINT VENTURE DISTRIBUTION - 1305372; OTHER CHANGES IN NET ASSETS - -51; ROUNDING - 19347; Other - -43841820;”