2026-05-15T16:23:08-05:00 2025-06-30 861065772 Deloitte Tax LLP 111 Monument Circle Suite 4200 Indianapolis IN 46204 990 2024-07-01 951690977 Children's Hospital Los Angeles CHIL 3236602450 4650 Sunset Boulevard Los Angeles CA 900270982 Scott Lieberenz SVP & Chief Financial Officer 3236602450 2026-05-15 1 1 Shawna M Jansons P01222873 3174648600 2024 2025-03-06 01:10:19Z Paul S Viviano 4650 Sunset Boulevard Los Angeles CA 900270982 2111988232 0 X www.chla.org X 1901 CA Promotion and advancement of children's health through patient care, research, and education. 17 13 8548 630 -631 0 194581501 206668381 1456216998 1523678222 59606833 69264201 20547506 17242162 1730952838 1816852966 8314643 5899142 0 0 970094380 999563248 0 0 24014024 839652009 925334937 1818061032 1930797327 -87108194 -113944361 2668662474 2679309045 981654605 1079706657 1687007869 1599602388 X See Schedule O. 0 0 1362410709 5899142 1472109685 Medical Care provided to Children: It is the policy of the Hospital to strive to maintain quality health care delivery in a manner that respects the dignity of the individual and family, regardless of the ability to pay. Under the Hospital's policy, medical care may be provided without charge or at amounts less than its established rates to people who are uninsured or underinsured and cannot afford to pay for their own medical care. The Hospital provides additional community support by providing care to patients who participate in programs, like Medi-Cal, that do not pay full charges. Approximately three-fourths of the Hospital's patients are covered by Medi-Cal Programs. 56656666 0 22586245 Graduate Medical Education provides training and education to medical students in Los Angeles County who, in turn, provide services to patients at the Hospital. Also, includes Education Revenue from the Residency and Fellowship programs at CHLA. The Hospital subsidizes a large part of the cost of training physicians, allied health professionals, and other health care workers in its emergency room, clinics, inpatient areas, and other parts of its facilities. 152101707 0 28982292 Research Revenues further the exempt purpose of CHLA by providing the patients of CHLA access to new technologies, discoveries and medications for treatment. Results of this research is disseminated through publications in scientific journals and presentations by the principal investigators. The Hospital subsidizes a large part of the cost of medical research taking place in its facilities. 7250819 0 5069200 Other program service revenues also include residents housing and miscellaneous tuition and education income. 7250819 0 5069200 1578419901 1 1 0 1 0 0 0 0 0 1 1 0 0 1 1 1 0 1 0 0 0 0 0 0 1 0 1 1 1 0 1 1 0 0 0 0 0 0 0 0 0 0 1 0 0 0 1 1 1 0 0 0 1 933 0 1 8548 1 1 1 0 0 0 1 1 1 1 0 0 0 0 1 0 X 17 13 0 0 0 0 0 0 0 1 1 0 0 1 1 1 1 1 1 1 1 0 AL AR CA FL GA HI IL KS KY MA MD MI MN MS NC NH NJ NM NY OR PA RI SC TN VA WI WV X Judith M Kline 3233617865 4650 Sunset Blvd MS 1 Los Angeles CA 900270980 Paul S Viviano Director, CEO 55.00 0.00 X X 1841888 0 46263 BYRON H POLLITT JR Director, Chair-Elect of Board 1.50 0.00 X X 0 0 0 Kevin H Brogan Director, Chair of Board 2.00 0.00 X X 0 0 0 Alan S Wayne MD Director & Faculty 55.00 0.00 X 813346 0 0 Mark D Krieger MD Director & Faculty 55.00 0.00 X 787352 0 0 Mona Patel Gera MD Director & Faculty 55.00 0.00 X 444948 0 0 Alia Tutor Director 1.00 0.00 X 0 0 0 Burt Levitch Director 1.00 0.00 X 0 0 0 Cara Natterson MD Director 1.00 0.00 X 0 0 0 Cheryl Kunin Fair Director 1.00 0.00 X 0 0 0 Christopher C Martin FAIA Director 1.00 0.00 X 0 0 0 Diana M Bonta RN DrPH Director 1.00 0.00 X 0 0 0 Eugene Mitch Mitchell Director 1.00 0.00 X 0 0 0 George H Brown Director 1.00 0.00 X 0 0 0 Jeffrey Jeff Worthe Director 1.00 0.00 X 0 0 0 Laurence Larry E Paul MD Director 1.00 0.00 X 0 0 0 Sheri Sani Director 1.00 0.00 X 0 0 0 M Scott Lieberenz SVP, Chief Financial Officer 55.00 0.00 X 947276 0 39985 Judith M Kline Corporate Secretary 55.00 0.00 X 282516 0 23182 Lara Khouri President & Chief Operating Officer 55.00 0.00 X 1016528 0 44700 James Stein MD SVP, Chief Medical Officer 55.00 0.00 X 939073 0 10865 Alexandra Carter SVP, Chief Development Officer 55.00 0.00 X 878332 0 26620 Grace Oh SVP, Chief Legal Officer 55.00 0.00 X 765970 0 63798 Conrad Band SVP, Chief Information Officer 55.00 0.00 X 655441 0 147310 Mamoon Syed SVP, Chief People Officer 55.00 0.00 X 647598 0 48031 Kelly Johnson SVP, Chief Nursing Officer 55.00 0.00 X 609753 0 33507 Hanna Melcher SVP, Chief Opprtnty, Intgrty, Impact 55.00 0.00 X 380170 0 93542 Pat R Levitt PhD SVP, Faculty 55.00 0.00 X 1086788 0 0 Timothy Triche MD Faculty 55.00 0.00 X 875368 0 0 William Marsh VP, Real Estate Development 55.00 0.00 X 864034 0 69970 David Miller MD Faculty 55.00 0.00 X 732564 0 0 Robert Adler MD Faculty 55.00 0.00 X 507054 0 0 Nancy Lee Former Key Employee 55.00 0.00 X 252577 0 6681 15328576 0 654454 3309 1 1 1 AMN Healthcare Inc 12400 High Bluff Dr San Diego CA 92130 Healthcare workforce maintenance 50106753 SODEXO Inc 9801 Washington Blvd Gaithersburg MD 20878 Food and housekeeping 28073732 SNYDER LANGSTON LLC 17962 Cowan Irvine CA 92614 Prime Contractor 8934874 PCAM LLC 3165 Garfield Ave Los Angeles CA 90040 Parking Services 6672515 Universal Protection Service LP 1815 E Wilshire Ave Suite 912 Santa Ana CA 92705 Security Services 5186725 188 5056450 75376641 126235290 3370381 206668381 Patient Revenue 621110 1472109685 1472109685 Research Revenue 900099 28982292 28982292 Graduate Medical Edu. 900099 13805900 13805900 Education Revenue 900099 8780345 8780345 1523678222 19236660 -631 19237291 803684 803684 3491609 3075084 416525 416525 416525 339663564 289636023 50027541 50027541 50027541 250250 5056450 2424159 -2173909 -2173909 Cafeteria 722514 5897277 5897277 Virtual PICU Sys., LLC 900099 4132735 4132735 Parking Garage 812930 3515535 3515535 4650315 936465 3713850 18195862 1816852966 1528747422 -631 81437794 X 5899142 5899142 12779690 3927535 8100376 751779 820794322 661426418 147705146 11662758 17565197 13948148 3315296 301753 90622671 65959022 23422195 1241454 57801368 45626712 11336460 838196 1044536 1044536 4627551 236256 4390883 412 1136110 1136110 532023 532023 1097192 1097192 291750916 195457799 89779485 6513632 5621699 5335965 285734 295777493 282084543 13106266 586684 44671477 35540331 8378915 752231 1619861 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253502299 192878637 206212213 1046655776 127533441 919122335 17230369 31615448 37478750 21813321 23532584 131670472 0 28268 36607 0 0 64875 14984184 12625801 16881868 13909547 13126662 71528062 1249919185 6502167612 0.73530 0.75070 X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED 0 0 0 0 0 0 0 0 1 532023 532023 0 Part II-B, Line 1: 1. National Association of Children's Hospitals (NACH) - Membership Dues 2. Hospital Association of Southern California (HASC) - Membership Dues 3. California Children's Hospital Association (CCHA) - Membership Dues 4. California Association of Hospitals and Health Systems (CAHHS) - Membership Dues 5. Association of American Medical Colleges (AAMC) - Membership Dues 6. California Advocacy LLC - State Lobbying Activity 7. Lang, Hansen Giroux & Kidane - Lobbying/Governmental Relations Part II-B: CHILDREN'S HOSPITAL LOS ANGELES DOES NOT PARTICIPATE IN OR INTERVENE IN (INCLUDING THE PUBLISHING OR DISTRIBUTING OF STATEMENTS), ANY POLITICAL CAMPAIGN ON BEHALF OF (OR IN OPPOSITION TO) ANY CANDIDATE FOR PUBLIC OFFICE. 772786716 67338937 63371717 86961176 816536194 716377888 81724885 56195949 81512006 772786716 664222760 103163226 57259567 108267665 716377888 752519746 65433713 -68342348 85388351 664222760 650266946 58919128 114386968 71053296 752519746 0.53020 0.00000 0.46980 0 0 138422121 138422121 1181515818 611351706 570164112 752840769 632284838 120555931 155904277 155904277 985046441 HOSPITAL FEE PROGRAM RECEIVABLE 290774102 CAPITAL ACCUMULATION ACCOUNT 6407208 RECEIVABLES UNDER GOVERNMENT PROGRAM 137818846 RIGHT-OF-USE ASSET 25524638 Prop 4 Funds 14950964 OTHER 922093 476397851 HOSPITAL FEE PROGRAM LIABILITY 114863739 LIABILITY UNDER UNITRUST AGREEMENTS 617229 LEASE LIABILITY - LONG TERM 15540441 PAYABLES UNDER GOVERNMENT PROGRAMS 10884075 OTHER NONCURRENT LIABILITIES 38005133 LIABILITIES TO THIRD-PARTY PAYORS 11531301 DEFERRED REVENUE 14805266 206247184 X Part V, Line 4: Endowment funds are intended to be used according to the donor's wishes which vary from ongoing program support, to specific research, to building or asset acquisition, or support of academic chairs within the organization. Part X, Line 2: The principal operations of the Hospital are exempt from taxation pursuant to Section 501(c)(3) of the Internal Revenue Service and similar California statutes. Income from the Hospital's limited liability corporations, CHLA ESBT and CHLA Medical Foundation (C corporation), are taxable to CHLA. The income tax provision is recorded in other expenses in the accompanying consolidated financial statements and is immaterial for the years ended June 30, 2025 and 2024. The Hospital accounts for income taxes in accordance with ASC 740, Income Taxes. It is the Hospital's policy to classify the expense related to interest and penalties, if any, to be paid on underpayments of income taxes within other expenses. The Hospital has evaluated its uncertain tax positions and there were no material penalties or interest recognized for the years ended June 30, 2025 and 2024. The Hospital's income tax returns for the years ended June 30, 2021, through June 30, 2025, are subject to examination by both the federal and state tax jurisdictions. Walk & Play LA 635432 635432 0 3643 95087 701 109569 13546 Gala 4671268 4421018 250250 0 0 1127620 375692 672275 26026 5306700 5056450 250250 3643 1222707 376393 781844 39572 2424159 -2173909 1 1 X 1 X 400.000000000000 1 X 600.000000000000 1 1 0 1 1 1 6271 664174 0 664174 0.00030 5 306541 530405607 463088294 67317313 0.03490 6 312812 531069781 463088294 67981487 0.03520 10 673147 8309343 0 8309343 0.00430 2 205 83486594 37596577 45890017 0.02380 0 0 0 0 1 0 190891336 130573572 60317764 0.03120 1 0 1488012 0 1488012 0.00080 14 673352 284175285 168170149 116005136 0.06010 20 986164 815245066 631258443 183986623 0.09530 0 0 0 0 1 85 89760 0 89760 0.00000 0 0 0 0 1 250 805295 216000 589295 0.00030 2 6 498541 0 498541 0.00030 0 0 0 0 4 341 1393596 216000 1177596 0.00060 1 60782383 0 2926227 2855394 70833 X 1 1 1 1 Children's Hospital Los Angeles 4650 Sunset Blvd Los Angeles CA 900270982 www.chla.org 930000032 X X X X X X Children's Hospital Los Angeles 1 0 0 1 X X X X X X X X X 24 1 0 0 1 X See Part V, Section C, Supplemental Information X 1 24 1 See Part V, Section C, Supplemental Information 0 1 X 400.000000000000 600.000000000000 X 1 1 X X X 1 X https://www.chla.org/billing-and-insurance-paying-care X https://www.chla.org/billing-and-insurance-paying-care X https://www.chla.org/billing-and-insurance-paying-care X X X X X X 1 X 0 X X X X 1 X 0 0 Children's Hospital Los Angeles Part V, Section B, Line 5: The 2025 Community Health Needs Assessment was conducted by Health Management Associates (HMA) and the Office of Community Affairs at Children's Hospital Los Angeles in collaboration with other institutions, organizations and agencies as well as members of the Children's Hospital Community Benefit Advisory Committee.HMA has experience conducting Community Health Needs Assessments (CHNAs) across California, including Los Angeles County and other Southern California regions. Their approach combines rigorous data analysis with culturally sensitive, equity-focused engagement, ensuring compliance with ACA, IRS, and PHAB standards. HMA collaborates with local health departments, community organizations, and stakeholders to reflect community priorities and uses frameworks like MAPP 2.0 for accreditation readiness.In Los Angeles, HMA has led CHNAs and related initiatives for pediatric hospitals, county agencies, and nonprofits, including projects with LA Care, CHLA, First 5 LA, and the County CEO's office. CHLA has conducted a Community Health Needs Assessment (CHNA) in an effort to understand the health and social needs of the community and as required by state and federal law. The CHNA is a primary tool used by the Hospital to determine its community benefit plan. This assessment incorporates components of primary data collection and secondary data analysis that focus on the health and social needs of the service area. Sources of data include the U.S. Census and American Community Survey, California Health Interview Survey, California Department of Public Health, California Employment Development Department, Los Angeles County Health Survey, Los Angeles Homeless Services Authority, CDC National Health Statistics, National Cancer Institute, U.S. Department of Education, and others. When pertinent, these data sets are presented in the context of California State. The CHNA employed a mixed-method approach, grounded in the "Mobilizing for Action through Planning and Partnerships (MAPP)" 2.0 framework. It combined secondary data analysis and primary data collection to provide a comprehensive picture of health needs for children and families in Los Angeles County. Secondary data included demographic, socioeconomic, health behavior, and health outcome indicators from sources such as the U.S. Census Bureau (American Community Survey), California Department of Public Health, Los Angeles County Department of Public Health, CDC, and other federal and state datasets. These data were analyzed to identify trends, disparities, and benchmarks against state and national indicators. Primary data were gathered through a countywide Children's Health Survey, focus groups, key informant interviews, and CHLA's 2024 Youth Health and Wellness Prioritization Summit. These qualitative inputs captured community perspectives on health priorities, barriers to care, and social determinants of health. Together, these methods ensured that the CHNA reflects both quantitative trends and the lived experiences of diverse populations across Los Angeles County.A number of institutions, organizations, and departments contributed time and resources to assist with the assessment. This list which included the LA County Department of Public Health is found in Appendix D of the 2025 CHNA found on www.chla.org/community. Children's Hospital Los Angeles Part V, Section B, Line 11: As part of the Community Health Needs Assessment (CHNA), health and social needs were identified through an examination of primary and secondary data and then prioritized through a structured process using the relative worth method. The following prioritized health needs were identified: Access to and Navigating Systems of Care, Asthma, Caregiver Health, Child and Young Adult Physical Health, Drug Overdose Injury and Mortality, Economic Security and Workforce Development, Food and Nutrition Security, Housing Affordability and Security, Immunizations (communicable/infectious diseases), Mental Health, and VIOLENCE, CRIME, AND INJURY. CHLA believes that stronger communities create healthier and more resilient children. Our commitment extends beyond the hospital walls through initiatives such as health promotion, workforce development, and the application of our healthcare expertise. The hospital's 2025-2027 Community Benefit goals fall into three broad domains: (1) Well Families - Health Access, (2) Working Well - Workforce Development, AND (3) Well Communities - Community Stability. (1) Well Families - Health Access:Goals:-Enhance access to pediatric health, behavioral health, and preventive care services for all children. -Raise awareness of available pediatric health care resources and encourage their use across the community. -Continue to serve as a leader in pediatric health by sharing expertise and knowledge to advance community health and wellness.Anticipated Impact: -Broader access to pediatric health, behavioral health, and preventive care services.-Increased awareness of pediatric health care resources, empowering families and communities to make informed health choices.-Fostering new partnerships and advancing community wellness through shared expertise. IDENTIFIED NEEDS and Strategies:1) Child and Young Adult Emotional and Mental Health-CHLA's Behavioral Health Institute (BHI), Department of Psychology, Division of Developmental-Behavioral Pediatrics, and other programs are leading initiatives to enhance the behavioral and developmental health of children and young adults. This includes the Early Connections Program, which focuses on early interventions for children ages 0-3, the Community Behavioral Health Program, and the expansion of external mental health partnerships.2) Access to and Navigating Systems of Care:-Continue to collaborate with community health organizations to develop integrated models that streamline access to community resources and services within the healthcare system.-Strengthen partnerships with local organizations to enhance access to health promotion materials and resource information for community members through multiple platforms.-Enhance resources for all team members to help families identify and navigate community systems and services effectively.3) Child and Young Adult Physical Health:-Continued initiatives include exploring partnerships to integrate CHLA's clinical expertise into community-based programs, such as nutrition education, the CHLA Diabetes and Obesity Program, and other weight management initiatives aimed at addressing physical health challenges in children and young adults.4) Caregiver Health:-Ongoing efforts include deepening relationships and expanding partnerships to deliver health promotion and resource information to community members and organizations, including school districts and youth-serving groups, through multiple communication platforms.5) Preventing Child and Young Adult Injury:-Active strategies include collaborating with schools and community organizations to provide injury prevention programs, such as certified car seat inspections and the L.A. Street Smarts Program focused on pedestrian safety.(2) Working Well - Workforce Development: Goals: -Explore opportunities and partnerships to expand workforce pipeline programs that introduce youth and young adults to careers in health care through exposure, mentorship, and hands-on learning. -Enhance training and development initiatives that support the preparation of future health care professionals across a range of roles, with an emphasis on pediatric and community health. Anticipated Impact: -Expanded opportunities for youth and young adults to explore and pursue careers in health care.-Greater exposure to training and skill-building experiences that support future success in health care professions. -Strengthened readiness and confidence among individuals entering pediatric and broader health care careers.IDENTIFIED NEEDS and Strategies:1) Workforce Development:-Continue to expand outreach and engagement to attract youth and young adults to CHLA training and internship programs.-Enhance the Careers in Health and Mentorship Program (CHAMP) by broadening training opportunities that strengthen participants' readiness for employment.-Sustain a range of workforce development initiativesincluding Project SEARCH, a job-readiness program for high school students with developmental disabilities, and Camp CHLA, a health career exploration experienceto support career exposure and skill building for future health care professionals.(3) Well Communities - Community Stability:Goals: -Continue to champion community stability and engagement by strengthening local and regional relationships and supporting efforts that promote well-being.Anticipated Impact: -Strengthened community engagement through collaborative efforts that foster lasting relationships and support local resilience.-Expanded partnerships that drive sustainable solutions and support community well-being.-Improved access to nutritious food through expanded food programs and community gardens, contributing to healthier communities.IDENTIFIED NEEDS and Strategies:1) Food and Nutrition Security:-Continue advancing food security through ongoing partnerships with community organizations to support food reclamation, fresh produce distribution, and meal programs for families in need.-Sustain community garden and green space initiatives to improve local food access and promote sustainability.-Provide ongoing support to local nonprofits dedicated to advancing food security and improving nutritional outcomes.This plan builds upon our 2022-2024 CBIS, as many of these areas continue to be priorities for community wellness. The evaluation of the impact of these initiatives is ongoing. Community Impact Reports are available at https://www.chla.org/community-impact/community-impact-reports-and-publications. While " Housing Affordability and Security" was another health and social need identified in the prioritized list, there are other local and regional community organizations whose mission and resources are well-aligned to address this identified need. CHLA will continue to explore future opportunities to partner or collaborate regarding this need. Part V, Section B, Line 7a: The Community Health Needs Assessment ("CHNA") of the Hospital can be located at the following web address: https://www.chla.org/community-impact-reports-and-publications Part V, Section B, Line 10a: The Implementation Strategy of the Hospital can be located at the following web address: https://www.chla.org/community-impact-reports-and-publications 7 1 - Arcadia 468 E Santa Clara St Arcadia CA 91006 Outpatient Clinic 2 - South Bay 3440 Torrance Blvd Suite 100 Torrance CA 90503 Outpatient Clinic 3 - Wilshire 3250 Wilshire Blvd Los Angeles CA 90010 University Center for Excellence in Developmental Disabilities Clinic 4 - Valencia 23838 Valencia Blvd Suite 140 Valencia CA 91355 Outpatient Clinic 5 - Santa Monica 1419 19th St Santa Monica CA 90404 Outpatient Clinic 6 - Encino 5363 Balboa Blvd Suite 121 Encino CA 91316 Outpatient Clinic 7 - Bakersfield 9500 Stockdale Hwy 104 Bakersfield CA 93311 Outpatient Clinic Part I, Line 6a: CHLA HAS PREPARED A COMMUNITY IMPACT REPORT AND IT CAN BE FOUND ON OUR WEBSITE AT THE FOLLOWING LINK: HTTPS://WWW.CHLA.ORG/COMMUNITY-IMPACT-REPORTS-AND-PUBLICATIONS Part I, Line 7: The organization uses the cost-to-charge ratio methodology to determine unreimbursed cost of care provided to Medi-Cal patients. All other costs are accounted for using an internal software called CBISA (Community benefit Inventory for Social Accountability), which features a blend of both statistical and narrative information. In October 2010, CMS approved legislation enacted by the State of California that provided for supplemental Medi-Cal payments to be paid to certain hospitals from funds collected from participating hospitals under the State's Quality Assurance Fee Program. Such amounts were allocated and paid to CHLA based on prior year patient data, which includes Medi-Cal patients. Part II, Community Building Activities: The Hospital sponsors various community services to benefit the physically, mentally, and genetically disabled as part of its charitable mission. These services include parental counseling, educational seminars, family support groups, and an outreach organization for families administered by the Hospital in an agency relationship and funded by the State of California. Additionally, a large number of health-related educational programs are provided for the benefit of the community, including health enhancements and wellness, telephone information services, and programs designed to improve the general standards of the health of the community. Children's Hospital Los Angeles offers many community services and programs in response to the needs of children, youth and families. Community benefit services and activities are designed to provide treatment and promote health as a response to identified community needs. Our objectives are to improve access to health care services, enhance public health of the community, advance medical or health care knowledge that provides public benefit, and relieve or reduce the burden of government or other community efforts.CHLA partners with local organizations to tackle urgent health needs such as mental health access and economic stability. Highlights include:-Behavioral Health Fair: CHLA's inaugural Behavioral Health Fair welcomed over 200 families to its campus, offering education, resources, and stigma-reducing activities around mental health. The event reflects CHLA's commitment to holistic care and community engagement in addressing youth mental wellness. https://www.chla.org/blog/serving-community/hundreds-gather-first-behavioral-health-fair -First Responder Training: CHLA trains emergency teams to support children with disabilities during natural disasters, ensuring inclusive preparedness across Los Angeles. https://www.chla.org/blog/serving-community/chla-train-first-responders-helping-individuals-disabilities-during-natural-Health Care Career Webinar: In partnership with LAUSD, CHLA hosted "Beyond the White Coat," a webinar introducing high school students and families to diverse careers in health care. The event showcased CHLA's dedication to workforce development and inspiring future health leaders from the local community. https://www.chla.org/blog/serving-community/webinar-reveals-many-paths-health-care-career -Food Access Hub: Children's Hospital Food Access Hub continues its impactful work in its second year, actively addressing food insecurity in the local community. With a focus on widening access to healthy local food, community engagement and advocacy, food education and outreach, and social impact. Together, with multisector partners including the Los Angeles Board of Supervisors, Los Angeles County Department of Public Social Services (DPSS), the U.S. Department of Agriculture and CHLA's Community Impact Champions Network (CICN) team member volunteers, we work to advance food policy work, food education practices, and green space expansion to further efforts to create hope and build healthier futures in the communities we serve.-Total Hot Meals Served: 12,104-Total Produce Bags Distributed: 5,500-Total Pounds of Fresh Produce Distributed: 87,000-Total Food-related Events/Initiatives: 30+ CHLA continues to deepen its commitment to the community at large through the innovation and implementation of its community services and programs to improve the community's health and safety. Through our Community Benefit process we will gain a better understanding of the social determinants of health; and innovate and implement services and programs to improve the health and safety of the community. Part III, Line 2: The Hospital recognizes patient service revenue on the basis of contractual rates for the services rendered for those patients who have third-party payor coverage. For uninsured patients who do not qualify for charity care, the Hospital recognizes revenue on the basis of its standard rates (or on the basis of discounted rates, if negotiated or provided by policy). Patients covered by insurance, but required to pay deductibles or copayments, are considered to be uninsured for those portions. Based on historical experience, the Hospital believes that a significant portion of its patient accounts will be uncollectible. Thus, it records a significant provision for bad debts related to patient accounts in the period the services are provided. Bad debts are NOT included as community benefits and contain -0- charity cost. Bad debts are calculated based on uncollectible accounts net of contractuals. The methodology used to arrive at the bad debt reported for the fiscal year is derived from incremental reserve increases based on the age of billed accounts, payor, and patient type. Part III, Line 3: The Hospital recognizes patient service revenue on the basis of contractual rates for the services rendered for those patients who have third-party payor coverage. For uninsured patients who do not qualify for charity care, the Hospital recognizes revenue on the basis of its standard rates (or on the basis of discounted rates, if negotiated or provided by policy). Patients covered by insurance, but required to pay deductibles or copayments, are considered to be uninsured for those portions. Based on historical experience, the Hospital believes that a significant portion of its patient accounts will be uncollectible. Thus, it records a significant provision for bad debts related to patient accounts in the period the services are provided. Bad debts are NOT included as community benefits and contain -0- charity cost. Bad debts are calculated based on uncollectible accounts net of contractuals. Part III, Line 4: Net patient service revenue is reported at the estimated net realizable amounts from patients; third-party payors; and others, including estimated variable consideration for retroactive adjustments due to terms under reimbursement agreements with third-party payors, settlement of audits, reviews, and investigations. Retroactive adjustments are estimated and accrued in the period in which the related services are rendered and adjusted in future periods as final settlements are determined.The Hospital determines performance obligations based on the nature of the services provided. Patient service revenue is recognized for performance obligations satisfied over time based on actual charges incurred in relation to total expected charges. The Hospital believes that this method provides a faithful depiction of the transfer of services over the term of performance obligations based on the inputs needed to satisfy the obligations. Generally, performance obligations satisfied over time relate to patients in the Hospital receiving inpatient acute care services. Performance obligations are measured from admission to the point when there are no further services required for the patient, which is generally the time of discharge. Revenue is recognized for performance obligations satisfied at a point in time, which generally relate to patients receiving outpatient services, when (1) services are provided and (2) the Hospital does not believe the patient requires additional services. Because the patient service performance obligations relate to contracts with a duration of less than one year, the Hospital has elected to apply the optional exemption provided in Financial Accounting Standards Board (FASB) Accounting Standards Codification (ASC) 606, Revenue from Contracts with Customers, and, therefore, the Hospital is not required to disclose the aggregate amount of the transaction price allocated to performance obligations that are unsatisfied or partially unsatisfied at the end of the reporting period. The unsatisfied or partially unsatisfied performance obligations referred to above are primarily related to inpatient acute care services at the end of the reporting period. The performance obligations for these contracts are generally completed when the patients are discharged, which generally occurs within days or weeks of the end of the reporting period, except for certain patients who may have much longer lengths of stay. The Hospital determines the transaction price, which involves significant estimates and judgment, based on gross charges utilizing standard billing rates for services provided, reduced by contractual adjustments provided to third-party payers, discounts provided to uninsured patients, and implicit price concessions provided primarily to uninsured or underinsured patients. The Hospital determines its estimates of contractual adjustments and discounts based on contractual agreements, its discount policy, and historical experience. The Hospital determines its estimate of implicit price concessions based on historical collection experience with these classes of patients using a portfolio approach as a practical expedient to account for patient contracts as collective groups rather than on an individual contract basis. The consolidated financial statement effects of using this practical expedient are not materially different from an individual contract approach. Revenues under the traditional fee-for-service Medicaid programs, including California's Medicaid program ("Medi-Cal"), are based primarily on prospective payment systems, plus an outlier payment for individual patients whose medical conditions are costlier to treat than those of patients with the same diagnosis. Settlements with third-party payers for retroactive revenue adjustments due to audits, reviews, or investigations are considered variable consideration and are included in the determination of the estimated transaction price for providing patient care utilizing the most likely outcome method. These settlements are estimated based on the terms of the payment agreement with the payer, correspondence from the payer, and historical settlement activity, including an assessment to ensure that it is probable that a significant reversal in the amount of cumulative revenue recognized will not occur when the uncertainty associated with the retroactive adjustment is subsequently resolved.Estimated settlements are adjusted in future periods as adjustments become known (that is, new information becomes available), or as years are settled or are no longer subject to such audits, reviews, or investigations. Revenues under managed care plans are based primarily on payment terms involving predetermined rates per diagnosis, per diem rates, discounted fee-for-service rates, and/or other similar contractual arrangements. These revenues are also subject to review and possible audit by the payers, which can take several years before they are completely resolved. The payers are billed for patient services on an individual patient basis. An individual patient's bill is subject to adjustment on a patient-by-patient basis in the ordinary course of business by the payers following their review and adjudication of each particular bill. The Hospital estimates the discounts for contractual allowances. At the end of each month, the Hospital estimates its expected reimbursement for patients of managed care plans based on the applicable contract terms. Contractual allowance estimates are periodically reviewed for accuracy by taking into consideration known contract terms, as well as payment history. The Hospital believes that the estimation and review process enables them to identify instances on a timely basis where such estimates need to be revised. The Hospital does not believe there were any adjustments to estimates of patient bills that were material to revenues. Generally, patients who are covered by third-party payers are responsible for related copays, coinsurance, and deductibles, which vary in amount. The Hospital also provides services to uninsured patients and offers uninsured patients a discount from standard charges. The Hospital estimates the transaction price for patients with copays, coinsurance, and deductibles and for those who are uninsured based on historical collection experience and current market conditions. Under the Hospital's uninsured discount programs, the discount offered to certain uninsured patients is recognized as a policy discount, which reduces net operating revenues at the time the self-pay accounts are recorded. The uninsured patient accounts, net of policy discounts recorded, are further reduced to their net realizable value at the time they are recorded through implicit price concessions based on historical collection trends for self-pay accounts and other factors that affect the estimation process. Subsequent changes to the estimate of the transaction price are generally recorded as adjustments to net patient service revenues in the period of the change. Although outcomes vary, the Hospital's policy is to attempt to collect amounts due from patients, including copays, coinsurance, and deductibles due from patients with insurance, at the time of service while complying with all federal and state statutes and regulations. Part III, Line 8: CHLA is not including any Medicare Shortfall as part of its Community Benefit. Further, CHLA uses Federal Medicare Cost allocation methodology, as reported in its Medicare Cost report, to determine the allowable costs of care relating to Medicare payments received. Part III, Line 9b: The Hospital's policy states that if the patient/guarantor is unable to pay for services due to their current financial situation, they could be eligible for uncompensated or discounted care, in which case the Hospital's applicable policy and procedure is further referenced. If the patient/guarantor does not qualify, the Hospital follows all applicable federal and state guidelines for debt collection, including the requirement of fair treatment, the prohibition of making false statements and restrictions on the time of day that debt collectors may contact the debtor. Part VI, Line 2: CHLA continues its commitment to the children and families of the Los Angeles area through its community benefit activities which ensure that our hospital will remain responsive to the needs of the community. Children's Hospital Los Angeles strives to accomplish our goals through our Strategic Plan, developed in accordance with the 2025 Community Health Needs Assessment. 2025 Community Benefit Implementation Strategic Plan Goals include: -Enhance access to pediatric health, behavioral health, and preventive care services for all children. -Raise awareness of available pediatric health care resources and encourage their use across the community. -Continue to serve as a leader in pediatric health by sharing expertise and knowledge to advance community health and wellness. -Explore opportunities and partnerships to expand workforce pipeline programs that introduce youth and young adults to careers in health care through exposure, mentorship, and hands-on learning. -Enhance training and development initiatives that support the preparation of future health care professionals across a range of roles, with an emphasis on pediatric and community health. -Continue to champion community stability and engagement by strengthening local and regional relationships and supporting efforts that promote well-being.This plan builds upon our 2022-2024 CBIS, as many of these areas continue to be priorities for community wellness. CHLA completed 2025 Community Health Needs Assessment and continues to strengthen its commitment to understanding the health needs of the communities it serves. Part VI, Line 3: Every patient or his or her representative shall, upon admission as an inpatient, receive a written notice containing information about the availability of Charity Care and Discount Care. The notice shall include information about this policy, as well as contact information for a hospital employee or office from which the patient or representative may obtain further information about this policy. This same notice shall be given to patients who receive emergency or outpatient care, and who may receive a bill for such care, but who were not admitted. The notice shall be provided in English and in the language spoken by the patient's Family if available. Notices regarding this policy will be clearly and conspicuously posted in locations visible to the public including, but not limited to, all of the following: the emergency department, admissions office, and outpatient settings. These posted notices will explain that CHLA has a variety of options available, including Financial Assistance, to individuals who are uninsured or underinsured. These notices will include a contact office and telephone number an individual can call to obtain more information about this Financial Assistance policy and to apply for Financial Assistance. Part VI, Line 4: Our hospital serves thousands of patients across Southern California, with a primary service area of Los Angeles County (approximately 84% of the hospital's patients originate from Los Angeles County), a geographically and demographically diverse region spanning 4,057 square miles and encompassing dense urban neighborhoods, suburban communities, and limited rural areas. The County is organized into eight Service Planning Areas (SPAs) as designated by the Los Angeles County Department of Public Health. Los Angeles County is home to nearly 10 million residents, making it the most populous county in the United States and one of the most culturally and linguistically diverse regions nationwide, with more than 140 cultures and over 220 languages spoken.Approximately 17% of Los Angeles County residents live below the federal poverty level, and median household income varies widely by SPA. Approximately 40% of county residents are enrolled in MediCal.Approximately onethird of residents are foreignborn, and an estimated 12% of households have limited English proficiency, increasing demand for culturally and linguistically appropriate health services. And nearly 20% of residents are children and youth.Los Angeles County is served by numerous acutecare hospitals and health systems, including public, nonprofit, and forprofit facilities. Despite this, per Health Resources and Services Administration (HRSA) and LA County DPH, there are more than 30 Medically Underserved Areas and/or Medically Underserved Populations (MUA/Ps) within Los Angeles County. Part VI, Line 7, Reports Filed With States CA Part VI, Line 5: Children's Hospital Los Angeles (CHLA) is deeply committed to advancing the health and well-being of children, youth, and families throughout Los Angeles County and beyond. CHLA provides a range of Community Benefit and Community Impact services and programs tailored to address the needs of children, youth, and families. Emphasizing the vital role of families and communities in a child's life, our programs are designed to be family-centered and rooted in the community, addressing social determinants of health and creating sustainable solutions for long-term impact. CHLA's Community Benefit and Community Impact initiatives align with SB 697 categories:-Medical Care Services-Health Research, Education, and Training-Benefits for Vulnerable Populations-Benefits for the Broader Community-Non-Quantifiable BenefitsMedical Care Services:CHLA partners with local organizations to tackle urgent health needs such as mental health access and economic stability. Highlights include:1) Behavioral Health Fair: CHLA's inaugural Behavioral Health Fair welcomed over 200 families to its campus, offering education, resources, and stigma-reducing activities around mental health. The event reflects CHLA's commitment to holistic care and community engagement in addressing youth mental wellness. https://www.chla.org/blog/serving-community/hundreds-gather-first-behavioral-health-fair 2) First Responder Training: CHLA trains emergency teams to support children with disabilities during natural disasters, ensuring inclusive preparedness across Los Angeles. https://www.chla.org/blog/servingcommunity/chla-train-first-responders-helping-individuals-disabilities-during-natural 3) Children's Health and Wellness Collaborative: Children's Health and Wellness Collaborative: Led by CHLA, this collaborative unites over a dozen L.A.-based organizations to address urgent health needs like economic instability and mental health access. By fostering partnerships and shared strategies, CHLA amplifies its impact beyond hospital walls, serving as a community anchor for pediatric health. https://www.chla.org/blog/serving-community/prioritization-summit-tackles-communitys-most-urgent-he Health Research, Education, and TrainingCHLA is home to The Saban Research Institute, one of the nation's leading pediatric research centers, ranked among the top 10 for NIH funding. Our interdisciplinary research spans four major themes:-Best Starts to Life-From Discovery to Pediatric Care Innovation-Pediatric Disease Models and Mechanisms-Personalized Care and PreventionCHLA has 7 Institutes/Centers with a combination of clinical activities and research:1) Cancer and Blood Disease Institute2) Center for Personalized Medicine3) Fetal and Neonatal Institute4) Heart Institute5) Jackie and Gene Autry Orthopedic Center6) Neurological Institute7) Vision CenterWith nearly 600 active clinical research studies and seven specialized institutesincluding the Cancer and Blood Disease Institute and Heart InstituteCHLA brings cutting-edge discoveries directly to patient care. Recent breakthroughs include:1) WISE-HARE Sleep App & Registry: CHLA launched WISE-HARE, a groundbreaking sleep app and registry using Apple Watch to collect pediatric sleep data. This innovation addresses the national shortage of pediatric sleep study beds and aims to revolutionize how sleep disorders are diagnosed and managed in children. https://www.chla.org/newsroom/press-release/childrens-hospital-los-angeles-launches-first-its-kind-sleepapp-and-sleep 2) Youngest-Ever Liver Transplant in California: CHLA performed a historic liver transplant on a two-week-old infant, the youngest ever in California. The complex procedure, involving a multidisciplinary team, underscores CHLA's unmatched expertise and commitment to saving lives even in the most challenging cases. https://www.chla.org/blog/patients/chla-infant-youngest-ever-liver-transplant-recipient-california 3) Leadless Pacemaker Innovation: CHLA researchers developed a first-of-its-kind leadless pacemaker designed for children and adults, offering a safer, minimally invasive alternative to traditional devices. This innovation could transform cardiac care, especially for pediatric patients with congenital heart conditions. https://www.chla.org/blog/experts/research-and-breakthroughs/team-designs-groundbreaking-leadlesspacemaker-kids-and-adults 4) Ryder's Pediatric Cancer Journey: Five-year-old Ryder's journey through a difficult brain tumor diagnosis highlights CHLA's excellence in personalized pediatric cancer care. With targeted treatment and compassionate support, Ryder is thrivingdemonstrating the hospital's life-changing impact on young patients and their families. https://www.chla.org/blog/patients/expert-cancer-care-helps-ryder-thrivedespite-difficult-treat-brain-tumor Benefits for Vulnerable Populations:1) Food Access Hub: Children's Hospital Food Access Hub continues its impactful work in its second year, actively addressing food insecurity in the local community. With a focus on widening access to healthy local food, community engagement and advocacy, food education and outreach, and social impact. Together, with multisector partners including the Los Angeles Board of Supervisors, Los Angeles County Department of Public Social Services (DPSS), the U.S. Department of Agriculture and CHLA's Community Impact Champions Network (CICN) team member volunteers, we work to advance food policy work, food education practices, and green space expansion to further efforts to create hope and build healthier futures in the communities we serve.-Total Hot Meals Served: 12,104-Total Produce Bags Distributed: 5,500-Total Pounds of Fresh Produce Distributed: 87,000-Total Food-related Events/Initiatives: 30+2) Planting Healthier Futures: CHLA's garden programs combat food insecurity in LA's food deserts by promoting nutrition education and community engagement. https://www.chla.org/blog/servingcommunity/planting-healthier-futures3) Community Impact Champions Network: Through the Community Impact Champions Network (CICN), 514 CHLA team members volunteered 2,156 hours across 85 community events, from neighborhood clean-ups to food distribution. Our Food Access Hub served 12,104 hot meals and distributed 87,000 pounds of fresh produce to families in need.4) Children's Health and Wellness Collaborative: Children's Health and Wellness Collaborative: Led by CHLA, this collaborative unites over a dozen L.A.-based organizations to address urgent health needs like economic instability and mental health access. By fostering partnerships and shared strategies, CHLA amplifies its impact beyond hospital walls, serving as a community anchor for health equity. https://www.chla.org/blog/serving-community/prioritization-summit-tackles-communitys-most-urgenthealth-needs Benefits for the Broader Community:CHLA invests in workforce development through programs like:1) Careers in Health and Mentorship Program (CHAMP) Program: CHLA's CHAMP program provides underrepresented adults from the Los Angeles community the opportunity to participate in a series of comprehensive job readiness, leadership development workshops and internships. Over 300 young adults living within the Los Angeles community have been provided the opportunity to strengthen their career pathways by gaining unique work experiences and mentorship by our hospital's leaders that are affiliated with non-clinical systems. The students applying came from various educational institutions including trade techs, community colleges, universities (undergraduate and graduate), and private professional organizations, many from underserved areas in Los Angeles County and across the country. Champers are paired with departments across the organization that have included areas such as Ambulatory Operations, Foundation, IT, Research, Facilities, Academic Affairs, etc. CHAMP, now in its 12th year, provides paid internships, mentorship, and career readiness training for students and early careerists. FY25 Marks the 1st year of CHAMP operating as a paid internship program. CHAMP impacted 700+ students, hosted 4 interns for 224 hours each, and featured 15 guest speakers and 10 professional workshops. Part VI, Line 5 (contd.): 2) Project SEARCH: Offering LAUSD high school seniors with intellectual and developmental disabilities a full year of job training and independent living skills. CHLA is a training site of the nationally recognized Project SEARCH Program in collaboration with the Los Angeles Unified School District, PathPoint, Lanternman Regional Center, and South-Central Los Angeles Regional Center this year. This program provides internship opportunities to prepare young people with significant disabilities for success in integrated, competitive employment. Its first inaugural Project SEARCH cohort at Children's Hospital Los Angeles included four young adult interns placed throughout various departments at CHLA. The program provides real-life work experience combined with skills training, career exploration, and independent-living skills. This year we recruited 4 new students for the 2025 Project SEARCH cohort.3) Health Care Career Webinar: In partnership with LAUSD, CHLA hosted "Beyond the White Coat," a webinar introducing high school students and families to diverse careers in health care. The event showcased CHLA's dedication to workforce development and inspiring future health leaders from the local community. https://www.chla.org/blog/serving-community/webinar-reveals-many-paths-health-care-career 4) Las Madrinas Simulation Center: CHLA's Las Madrinas Simulation Center provides high-fidelity medical training for clinicians using lifelike manikins and immersive scenarios. This state-of-the-art facility ensures that CHLA's care teams are prepared to deliver the safest and most effective pediatric care possible. https://www.chla.org/blog/research-and-breakthroughs/inside-simulation-center-chla 5) Samuels Family Latino and African American High School Internship Program (LA-HIP):The overall goal of the Samuels Family LA-HIP is to provide Latino and African-American public high school students that have a genuine interest in Science, Technology, Engineering and Math (STEM) with the opportunity to learn hands-on laboratory-based research and to support them in their quest to become scientists or physician scientists. LA-HIP was founded 20 years ago and has trained over 240 high school students from the Los Angeles area. LA-HIP is a comprehensive yearlong internship program that combines biomedical research with college readiness workshops, academic enhancement, and SAT preparatory curriculum. This 2025 class of 24 outstanding students in the program, all of whom undertook original research projects working with faculty, fellows, and graduate student mentors in The Saban Research Institute. Part VI, Section B, Supplemental Information: Children's Hospital Los Angeles (the Hospital) periodically conducts reviews of its Internal Revenue Code (IRC) section 501(r) and related Treasury Regulations compliance both internally and with external advisors. During the Hospital's most recent review that began in early 2025 and was concluded in mid-2025, it was determined that certain information in the Hospital's Implementation Strategy, financial assistance policy (FAP), and plain language summary (PLS) required clarification or correction. The following disclosure is in accordance with Section 7 of Revenue Procedure 2015-21. Each of the items identified below constitute minor, inadvertent deficiencies and each of these items were corrected expediently once identified.(1) The Hospital's Implementation Strategy was originally adopted on May 3, 2022. Following an internal review of IRC section 501(r) policies and procedures, the Implementation Strategy was revised to include identification and descriptions of the Hospital's resources potentially available to address the significant health needs of the community identified in the CHNA report. The revised Implementation Strategy was completed on July 29, 2022, and was subsequently posted to the Hospital's website. However, the revised version was not formally adopted by an authorized body before November 15, 2022. The Implementation Strategy was formally adopted by an authorized body of the Hospital on May 30, 2025.(2) The Hospital's FAP had not been revised quarterly to include a complete list of providers, other than the Hospital, delivering emergency or other medically necessary care in the Hospital specifying which of those providers are and which are not covered by the FAP. The FAP was revised to include this information on March 4, 2026.(3) The Hospital's PLS of its FAP did not provide a direct website address (or URL) where an individual can obtain copies of the FAP and FAP Application Form. The PLS of the FAP was revised to include the direct website address (or URL) and adopted by an authorized body of the Hospital on June 30, 2025.The Hospital has continuously maintained a financial assistance program for patients and the community, including posting information in the Hospital, offering sessions with financial assistance counselors, and performing community outreach so that the availability of financial assistance is widely publicized. The Hospital's patient and community outreach did not identify any individuals affected by the omissions noted above. All items were identified by the Hospital and its advisors, not patients nor the community. Therefore, the Hospital believes there were no individuals adversely affected or dollar amounts not provided in financial assistance.In an effort to be fully transparent, the Hospital has chosen to proactively disclose these minor and inadvertent omissions and errors on this Form 990. Additionally, the Hospital has adopted procedures that require the Hospital to review, on a regular basis, the Hospital's policies and procedure to ensure compliance with the requirements of IRC section 501(r) and the regulations issued thereunder. 1 Ronald McDonald House Charities of Southern California 4650 Fountain Avenue Los Angeles CA 90029 953167869 501(c)(3) 500000 0 Donation/Sponsorship of Gala Event Los Angeles Kings Hockey Club LP 555 N Nash St El Segundo CA 90245 954539140 447602 0 Sponsorship NATIONAL MEDICAL FELLOWSHIPS INC 347 Fifth Avenue Suite 510 New York NY 10016 010963657 501(c)(3) 125000 0 Sponsorship ALTAMED FOUNDATION 5211 Washington Blvd Suite 2-186 Commerce CA 90040 954090420 501(c)(3) 125000 0 Sponsorship THE UCLA FOUNDATION 10889 Wilshire Blvd Suite 1500 Los Angeles CA 90024 952250801 501(c)(3) 25500 0 Sponsorship LOS ANGELES CITY COLLEGE FOUNDATION 855 N Vermont Avenue Los Angeles CA 90029 956207819 501(c)(3) 25000 0 Sponsorship NATIONAL FORUM FOR LATINO HEALTHCARE EXE 2800 S IH 35 Suite 155 Austin TX 78704 262033192 501(c)(6) 20000 0 Sponsorship LOS ANGELES AREA CHAMBER OF COMMERCE 350 S Bixel St No 201 Los Angeles CA 90017 950947860 501(c)(6) 15000 0 Sponsorship PARTNERS IN CARE FOUNDATION INC 732 Mott Street Suite 150 San Fernando CA 91340 953954057 501(c)(3) 15000 0 Sponsorship GREATER LOS ANGELES AFRICAN AMERICAN 5120 W Goldleaf Circle Suite 230 Los Angeles CA 90056 954357302 501(c)(6) 15000 0 Sponsorship BOYS & GIRLS CLUBS OF METRO LOS ANGELES 5029 S Vermont Ave Los Angeles CA 90037 810851473 501(c)(3) 22700 0 Sponsorship PETERSEN AUTOMOTIVE MUSEUM FOUNDATION 6060 Wilshire Blvd Los Angeles CA 90036 954739699 501(c)(3) 12500 0 Sponsorship HOLLYWOOD CHAMBER OF COMMERCE 6255 Sunset Blvd Suite 150 Hollywood CA 90028 954557923 501(c)(3) 12000 0 Sponsorship HOSPITAL ASSOCIATION OF SOUTHERN 515 South Figueroa St Suite 1300 Los Angeles CA 90071 951519378 501(c)(6) 10000 0 Sponsorship HATHAWAY-SYCAMORES CHILD & FAMILY SVCS 100 W Walnut Street Suite 375 Pasadena CA 91124 951691005 501(c)(3) 10000 0 Sponsorship JVS SOCAL 6505 Wilshire Blvd Suite 200 Los Angeles CA 90048 951643388 501(c)(3) 10000 0 Sponsorship FRIENDS OF THE LOS ANGELES FREE CLINIC 8405 Beverly Blvd Los Angeles CA 90048 953433824 501(c)(3) 10000 0 Sponsorship WOMEN IN HEALTH ADMINISTRATION 1001 Gayley Ave PO Box 24103 Los Angeles CA 90024 954076951 501(c)(6) 16240 0 Sponsorship VALLEY PRESBYTERIAN HOSPITAL 15107 Vanowen St Van Nuys CA 91405 951945832 501(c)(3) 8000 0 Sponsorship PARA LOS NINOS 5000 Hollywood Blvd Los Angeles CA 90027 953443276 501(c)(3) 7800 0 Donation NATIONAL HISPANIC HEALTH FOUNDATION 1516 U St NW Washington DC 20009 260051902 501(c)(3) 7500 0 Sponsorship LA FAMILY HOUSING CORPORATION 7843 Lankershim Blvd North Hollywood CA 91605 953920560 501(c)(3) 5600 0 Sponsorship California Health Foundation 1215 K Street Suite 800 Sacramento CA 95814 941498687 501(c)(3) 4334901 0 Support charitable activities at hospitals and health systems in California Hollywood Food Coalition PO Box 480157 Los Angeles CA 90048 464079214 501(c)(3) 25000 0 Sponsorship LA Works Inc 570 West Avenue 26 Los Angeles CA 90065 954329727 501(c)(3) 10000 0 Sponsorship LOS ANGELES COMMUNITY GARDEN COUNCIL 1110 N Virgil Avenue Suite 381 Los Angeles CA 90029 311734705 501(c)(3) 35600 0 Sponsorship 20 6 Part I, Line 2: CHLA awards grants to various organizations for purposes that are consistent with our mission and values. In addition, due diligence is performed to ensure the funds are used for their intended purposes. X X X 1 1 0 0 0 0 0 0 0 Paul S Viviano Director, CEO 1641729 0 0 0 200159 0 9900 0 36363 0 1888151 0 53244 0 Alan S Wayne MD Director & Faculty 813346 0 0 0 0 0 0 0 0 0 813346 0 0 0 Mark D Krieger MD Director & Faculty 787352 0 0 0 0 0 0 0 0 0 787352 0 0 0 Mona Patel Gera MD Director & Faculty 444948 0 0 0 0 0 0 0 0 0 444948 0 0 0 M Scott Lieberenz SVP, Chief Financial Officer 825769 0 0 0 121507 0 13492 0 26493 0 987261 0 92438 0 Judith M Kline Corporate Secretary 280291 0 0 0 2225 0 7712 0 15470 0 305698 0 0 0 Lara Khouri President & Chief Operating Officer 888621 0 0 0 127907 0 13576 0 31124 0 1061228 0 101347 0 James Stein MD SVP, Chief Medical Officer 660300 0 0 0 278773 0 9150 0 1715 0 949938 0 250013 0 Alexandra Carter SVP, Chief Development Officer 565003 0 200473 0 112856 0 10281 0 16339 0 904952 0 62413 0 Grace Oh SVP, Chief Legal Officer 629740 0 0 0 136230 0 12480 0 51318 0 829768 0 82192 0 Conrad Band SVP, Chief Information Officer 579767 0 0 0 75674 0 134838 0 12472 0 802751 0 53206 0 Mamoon Syed SVP, Chief People Officer 541549 0 0 0 106049 0 10281 0 37750 0 695629 0 56386 0 Kelly Johnson SVP, Chief Nursing Officer 541588 0 0 0 68165 0 5730 0 27777 0 643260 0 44086 0 Hanna Melcher SVP, Chief Opprtnty, Intgrty, Impact 342968 0 0 0 37202 0 78711 0 14831 0 473712 0 34531 0 Pat R Levitt PhD SVP, Faculty 1086788 0 0 0 0 0 0 0 0 0 1086788 0 0 0 Timothy Triche MD Faculty 875368 0 0 0 0 0 0 0 0 0 875368 0 0 0 William Marsh VP, Real Estate Development 140185 0 0 0 723849 0 4188 0 65782 0 934004 0 143770 0 David Miller MD Faculty 732564 0 0 0 0 0 0 0 0 0 732564 0 0 0 Robert Adler MD Faculty 507054 0 0 0 0 0 0 0 0 0 507054 0 0 0 Nancy Lee Former Key Employee 0 0 0 0 252577 0 137 0 6544 0 259258 0 0 0 Part I, Line 4a: The following individuals received severance in calendar year 2024, which was treated as taxable compensation: William Marsh - $482,539 Nancy Lee (Former) - $248,000 Part I, Line 4b: The following individuals participated in CHLA's 457(f) plan for Executive Deferred Compensation (EDCP), a supplemental nonqualified retirement plan. Amounts deferred under Section 457(f) plan are subject to substantial risk of forfeiture. These amounts will be reported as compensation for the year paid. Amounts recognized as taxable compensation on the employees 2024 Form W-2 reflect payments received by the employee during calendar year 2024 that were previously reported as deferred compensation in prior year Form 990s (except Paul S. Viviano and William Marsh): Paul S. Viviano - $53,244 M. Scott Lieberenz - $92,438 Lara Khouri - $101,347 James Stein, MD - $250,013 Grace Oh - $82,192 Alexandra Carter - $62,413 Conrad Band - $53,206 Hanna Melcher - $34,531 Mamoon Syed - $56,386 Kelly Johnson - $44,086 William Marsh - $175,516 FORM 990, PART VII, SECTION A, LINE 5: PURSUANT TO THE AFFILIATE AGREEMENTS WITH UNRELATED ORGANIZATIONS, THE UNIVERSITY OF SOUTHERN CALIFORNIA (USC) AND CHILDREN'S HOSPITAL LOS ANGELES MEDICAL GROUP (CHLAMG), THE FOLLOWING COMPENSATION AMOUNTS WERE PAID TO THE FOLLOWING LISTED INDIVIDUALS BY USC AND/OR CHLAMG. USC AND CHLAMG WERE SUBSEQUENTLY REIMBURSED BY CHLA FOR THE AMOUNTS. Mona Patel Gera, MD - $287,025 (USC) & $157,923 (CHLAMG) Alan S. Wayne, MD - $132,012 (USC) & $681,334 (CHLAMG) Timothy Triche, MD - $439,609 (USC) & $435,759 (CHLAMG) Mark Krieger, MD - $333,750 (USC) & $453,602 (CHLAMG) Pat R. Levitt, MD - $1,086,788 (USC) David Miller, MD - $732,564 (USC) Robert Adler, MD - $172,305 (USC) & $334,749 (CHLAMG) A California Health Facilities Financing Authority 521643828 13032UNH7 2017-06-06 295974620 See Part VI 0 0 0 B California Health Facilities Financing Authority 521643828 13032UZ27 2025-03-06 135830000 See Part VI 0 0 0 A 296179862 2528240 33225192 260426430 2018 1 1 1 1 B 135830000 135830000 1 0 1 1 A 0 0 0 0 0.00000 0.00000 0.00000 0 0 1 B 0 0 0 0 0.00000 0.00000 0.00000 0 0 1 A 0 0 0 1 0 0 0 0 1 B 0 1 0 0 1 0 0 0 1 A 1 B 1 Date Rebate Computation Performed Issuer Name: California Health Facilities Financing Authority Date the Rebate Computation was Performed: 07/01/2022 Schedule K, Part I, Bond Issues: Part I(f): The Series 2017A Bonds were issued to finance hospital projects; the advance refunding of the Borrower's Series 2010A Bonds (issued on 05/20/2010); and the current refunding of the Borrower's Series 2007 Bonds (issued on 04/24/2007) and Series 2012B Bonds (issued on 08/15/2012). Schedule K, Part I, Bond Issues: Part I(f): The current refunding of the Series 2022A-1 and 2022A-2 Bonds (issued on 08/31/2022) and the Series 2017B Bonds (issued on 05/15/2024). Schedule K, PArt IV, Line 6, Column A: This question is being answered without regard to a yield-restricted advance refunding escrow financed with proceeds of the bonds. Schedule K, Part VI: Differences between the issue price (Part I) and total proceeds (Part II, Line 3) are due to investment earnings. X 1838 FMV X 240789 FMV X 314 2811304 Cost or Selling Price X 1 855 FMV X 11 28627 FMV X HYGIENE PRODUCTS 1 220000 FMV X Other in-kind 10 29838 FMV X Airline Tickets 1 24000 FMV X Equipment 1 13130 FMV 0 0 1 0 Part I, Column (b): The Hospital is reporting the number of contributions. FORM 990, PART I, LINE 1, DESCRIPTION OF ORGANIZATION MISSION: WE CREATE HOPE AND BUILD HEALTHIER FUTURES. AS A LEADING ACADEMIC CHILDREN'S HOSPITAL, WE FULFILL OUR MISSION BY: CARING FOR CHILDREN, ADOLESCENTS, YOUNG ADULTS, FAMILIES AND EACH OTHER; ADVANCING KNOWLEDGE; PREPARING FUTURE GENERATIONS; BUILDING OUR FINANCIAL STRENGTH. Form 990, Part VI, Section B, line 11b The Form 990 is prepared by Deloitte Tax LLP, working in conjunction with CHLA's finance department. CHLA's Director of Finance and Controller has direct responsibility for this effort, subject to supervision by the Chief Financial Officer. After an initial draft of the Form 990 is prepared, it is circulated for review and comment by relevant members of the executive team who have responsibility and/or knowledge about the various matters disclosed and/or described in the Form. The Chief Financial Officer and General Counsel, in particular, review the Form 990 and ensure accuracy of descriptions and that disclosure is complete. The draft Form 990 is reviewed by the Audit Committee of CHLA, acting on behalf of the Board of Directors of CHLA. Once the draft Form 990 has been reviewed and discussed by the Audit Committee, any changes resulting from their review is incorporated into the final draft of the Form 990. The final draft of the Form 990 is then distributed to the Board of Directors via a secure web site for their review and comments prior to the filing of the Form 990. Form 990, Part VI, Section B, line 12c CHLA monitors and enforces compliance with its conflict of interest policy through annual circulation of a conflict of interest questionnaire which is to be answered by members of its Board of Directors, Officers, medical staff members, and certain key employees. Furthermore, individuals covered by the policy are required to disclose any personal interests that could create a conflict of interest on a continuous basis throughout the year. Any disclosures presenting a conflict of interest are evaluated by a combination of CHLA's Conflict of Interest Committee, General Counsel, Chief Compliance Officer, Chief Executive Officer, Chief Medical Officer, Research Compliance and Integrity Officer, and Board of Directors and its Audit Committee, depending on the individual making the disclosure. Disclosures will be initially assessed by CHLA's Office of Compliance and Privacy and, if a conflict exists, it will be referred to CHLA's Conflict of Interest Committee for further evaluation. If a conflict exists involving a CHLA Board member, the Board of Directors is responsible for reviewing the conflict and determining the conflict resolution, which may include, but is not limited to, a conflict management stipulation requiring the Board member's recusal from certain CHLA matters. Form 990, Part VI, Section B, line 15 The process for determining the compensation of the Chief Executive Officer of CHLA is conducted by the Board of Directors of CHLA. In determining the Chief Executive Officer's compensation during the tax period of this information return the Board worked with and relied upon the counsel and expertise of SullivanCotter and Associates, Inc., a firm with experience and expertise in the area of non-profit organization executive compensation. SullivanCotter provided benchmarked reports to the Board, which furnished the basis for the establishment of the Chief Executive Officer's compensation package. Their reports were based on a review of the executive compensation practices of a variety of hospitals and healthcare systems that are considered comparable to CHLA based on various metrics such as hospital type and revenue. The Board deliberated on the issue of the Chief Executive Officer's compensation package in light of these reports and SullivanCotter were available to answer any questions regarding such reports and other relevant matters. Based on such deliberations, Board negotiated a written contract with the Chief Executive Officer. The process for determining the compensation of officers and other key employees of CHLA is conducted by the Board of Directors of CHLA, with support and guidance from the Chief Executive Officer and Human Resources Department. In determining such employee's compensation, during the compensation season the Human Resources Department and the Board worked with and relied upon the counsel and expertise of SullivanCotter, a firm with experience and expertise in the area of non-profit organization executive compensation, including pediatric systems. SullivanCotter provided an executive compensation report to the Human Resources Department and the Board which furnished the basis for the establishment of such employee's compensation package during the following year. SullivanCotter's report was based on a review of executive compensation practices of a variety of hospitals and healthcare systems that are considered comparable to CHLA based on various metrics such as hospital type and revenue. In addition, the Chief Executive Officer made a recommendation to the Board with respect to each of such employee's compensation package in light of the SullivanCotter report and in light of the executive's performance. At the Board meeting addressing such matters, SullivanCotter were available to answer any questions regarding such report and other relevant matters, and recommendations from the Chief Executive Officer were requested by and provided to the Board. Based on such deliberations, the Board made a decision regarding the compensation package for such employees for the following year. Based on the approved compensation, SullivanCotter opined that CHLA's Chief Executive's total compensation is reasonable and defensible from a regulatory perspective under all scenarios. This opinion of reasonableness also applies with respect to the California Nonprofit Integrity Act of 2004. Based on the approved compensation, SullivanCotter opined that CHLA's officer and key executive total compensation is reasonable and defensible from a regulatory perspective under all scenarios. This opinion of reasonableness also applies with respect to the California Nonprofit Integrity Act of 2004. Form 990, Part VI, Section C, line 19 CHLA does not make its governing documents and Conflict of Interest Policy available to the public. CHLA's financial statements are contained in its Form 990, which is available for public inspection during business hours. Form 990, Part IX, line 11g Professional Medical Fees: Program service expenses 147,133,136. Management and general expenses 36,247,629. Fundraising expenses 1,374,694. Total expenses 184,755,459. Medical-Related Services: Program service expenses 14,039,697. Management and general expenses 662,435. Fundraising expenses 0. Total expenses 14,702,132. Other Purchased Services: Program service expenses 34,284,966. Management and general expenses 52,869,421. Fundraising expenses 5,138,938. Total expenses 92,293,325. Form 990, Part XI, line 9: Change in value of split interest agreements 388,498. Transfers and others 15,718,846. Change in swap mark to market -271,495. 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