Hospital Supplier Diversity Plans

1. Policy Statement

Supplier Diversity Policy Statement

Since our foundation in 1913, our mission is rooted in hope, building a healthier future for every community we serve. City of Hope’s (COH) vision to conquer cancer and diabetes for people everywhere, and values of trailblazing, compassion, inclusion, and integrity, are at the core of all we do, past and present. Our office of Health Access and Community Enrichment (HACE) is dedicated to advancing cancer care by removing barriers to access, improving health outcomes, and supporting patients with unmet needs. We focus on research-driven strategies, inclusive workforce development that ensures equal opportunities to all individuals of all backgrounds, and community-centered initiatives to enhance early detection, ensure equal access to clinical trials, and provide compassionate, responsive care. In addition, our commitment to access extends to our supply base, ensuring small and diverse suppliers have equal opportunities to participate in proposals and contracts, and in turn, contribute to the economic health of the communities we serve.

2. Goals and Timetables

Please describe your hospital's short-term goals and timetables, but not quotas, for increasing procurement from women, minority, LGBT, and disabled veteran business enterprises

City of Hope remains committed to ensuring equal opportunity to women-owned, minority-owned, LGBTQ-owned, and disabled veteran business enterprises through focused, near-term actions embedded in our procurement processes. Over the past two years, our primary effort has been on data alignment—ensuring the right technology, tools, and reporting structures are in place to accurately capture, track, and report supplier spend on a consistent monthly and quarterly basis. In 2025, our focus expanded to strengthening connectivity with internal partners and contract owners. We established a more consistent communication cadence around contract expirations, upcoming sourcing opportunities, and key initiatives. This approach ensures that Strategic Sourcing is engaged earlier in the decision-making process to consider whether equal access has been afforded to all potential suppliers. Right now, we are building on this foundation by enhancing supplier visibility, improving a structured pipeline of suppliers of all sizes and backgrounds aligned to sourcing activities, and improving participation in competitive events. These efforts position all qualified supplier candidates, including women, minority, LGBT, and disabled veteran businesses, as viable candidates and ensure they are fairly considered during sourcing decisions.

Please describe your hospital's long-term goals and timetables, but not quotas, for increasing procurement from women, minority, LGBT, and disabled veteran business enterprises

City of Hope encourages and actively seeks participation from all suppliers of varying sizes and backgrounds, including women-owned, minority-owned, LGBTQ-owned, and disabled veteran business enterprises through a coordinated, procurement-embedded approach. Over the past several years, City of Hope has made strong progress building internal alignment and ensuring equal opportunity to all suppliers is consistently considered in sourcing activities. As we look ahead, our long-term focus (12–36 months) is to expand external collaboration to create more access points for more suppliers. We are working more closely with our Group Purchasing Organization (GPO), peer organizations, and strategic partners to create additional pathways for more suppliers to connect directly with contract owners and participate in sourcing initiatives. This includes strengthening engagement with prime suppliers to increase both direct and indirect opportunities. City of Hope will continue to facilitate introductions between a broad swath of suppliers and prime vendors and expand business matchmaking efforts. Moving forward, we plan to deepen collaboration with our prime vendors and strategic partners to ensure these opportunities are more consistent, scalable, and embedded into how sourcing decisions are made.

3. Outreach and Communication

Please describe the methods in which the hospital encourages and seeks out both prime and subcontract suppliers from women, minority, LGBT, and disabled veteran business enterprises to become potential suppliers

City of Hope encourages its employees involved in procurement to actively seek out new qualified suppliers of all sizes and backgrounds to ensure they have equal opportunity to contracting opportunities, including women owned, minority owned, LGBT owned, and disabled veteran business enterprises, through structured processes, cross functional collaboration, and increased visibility into upcoming sourcing opportunities. To strengthen equal opportunity earlier in the procurement lifecycle, we expanded the use of our expiring contracts dashboard by implementing a recurring review meeting with internal contract owners. During these sessions, Strategic Sourcing, contract owners and our team review upcoming expirations, identify potential sourcing opportunities, and plan accordingly using both our internal supplier database and the supplier resources provided by our GPO. This approach supports proactive planning and broad supplier consideration for contract renewals and competitive events. Dedicated representatives from our team continue to participate in regular coordination meetings with Strategic Sourcing to align on active projects, future opportunities, and potential risks. This collaboration ensures that equal opportunity in sourcing considerations remain integrated throughout procurement planning and execution. City of Hope continues to participate in trade shows, supplier expos, and industry events where procurement team members engage directly with a broad swath of qualified suppliers. These interactions are intentionally used not only to introduce suppliers to Strategic Sourcing, but also to facilitate direct connections with internal contract owners, helping suppliers better navigate organizational entry points and requirements. In 2025, we worked more closely with our GPO to enhance our strategic source and procurement programs by aligning initiatives and expanding equal access to contracted opportunities. Our goal has been to offer all suppliers the same level of visibility and opportunity within the procurement process, leveraging the GPO’s platforms, data, and supplier networks to support broad-based participation. We also continue to invest in spend analysis and supplier data tools to monitor, track, and report on sourcing activity, ensuring transparency, accountability, and continuous improvement in supplier equal opportunity.

Please describe the methods in which the hospital encourages its employees involved in procurement to seek out women, minority, LGBT, and disabled veteran business enterprises to become potential suppliers

City of Hope actively equips and expects employees involved in procurement to identify and engage a broad supplier base of qualified candidates of all sizes and backgrounds, including women-owned, minority-owned, LGBTQ-owned, and disabled veteran business enterprises as part of standard sourcing practices. In the past years we have embedded supplier equal opportunity into strategic sourcing workflows by providing teams with tools such as dashboards highlighting expiring contracts, access to supplier databases, and visibility into spend data. Contract language has been aligned to support supplier equal opportunity, and supplier introductions are actively facilitated to ensure new and more vendors are considered early in the sourcing process. Employees are further encouraged through participation in supplier matchmaking events and structured sourcing activities that include varying suppliers. In 2025, we strengthened this approach by increasing targeted internal outreach and engagement with key departments—particularly Facilities and Construction—which have played a critical role in maintaining momentum and driving participation in sourcing events. Additionally, Strategic Sourcing and our GPO have increased direct engagement with contract owners by consistently presenting a broad swath of qualified suppliers irrespective of size and background as viable options, including potential replacements during contract renewals and new sourcing initiatives. This ensures supplier equal opportunity is part of the decision-making conversation—not an afterthought. These efforts build on the foundation established in prior years. In 2025, the focus has been on consolidating and normalizing these practices, making supplier equal opportunity a standard, expected component of our sourcing process across the organization.

Please describe the methods in which the hospital conducts outreach and communication to women, minority, LGBT, and disabled veteran business enterprises

Outreach: • WBENC 2025: membership - Conference: Attended by COH • SBDN RECON LIVE Resource Conference: membership – attended conference and was part of the matchmaking sessions • ABAOC BizMatch: Membership - attended by our Facilities, Design and Construction team, conducting one on one meetings with suppliers • AICC American Indian Chamber of Commerce: Membership- Attended Summit – added COH to be promoted in their website. • SBDD ABAOC: Membership—joined to connect with entrepreneurs, startups, and small business owners for networking and insights to support growth. • NDC: (National Diversity Coalition): membership • SCMSDC: Membership – participated in the Be 3 Conference and the 2025 California Supplier Diversity Symposium. Suppliers engaged with representatives from Sourcing, Facilities, Design & Construction, and Materials Management teams, and took part in individual matchmaking sessions. • SBDN: Membership – attended PROCON Procurement Conference • NGLCC 2025 Membership Sit and Pitch events meeting with business owners • NMSDC: Attended 2025 California Supplier Diversity Symposium • Vizient 2025 Vizient connection Summit attended the "reverse expo" meet with business Scholarship: • Awarded a Scholarship to attend Kellogg School of Business Management, a program that provides business management education specifically to business owners and entrepreneurs.

4. Support and Supplier Resolutions

Please describe the methods in which your hospital supports, partners with, or interacts with organizations and other entities in the procurement ecosystem that promote, certify, or contract with women, minority, LGBT, and disabled veteran business enterprises

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Please describe the methods in which your hospital resolves any issues that may limit or impede an enterprise from becoming a supplier

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5. Diversity Commission Recommendations and Planned Implementations

Please describe the past implementation of relevant recommendations made by the Hospital Supplier Diversity Commission

In recent years, we have implemented and advanced the following recommendations made by the Hospital Supplier Diversity Commission. • Created a policy statement that is incorporated into the strategic sourcing and contracting process, which we are in the process of updating. • Expanded outreach by actively participating each year in our program through various organizations and involving multiple departments across the organization. • Tracked and reported supplier metrics and outreach efforts. • COH continues to support organizations that promote or certify a broad base of all suppliers, including small business, minority, women, DVBE, LGBT • Submit annual Hospital Supplier Diversity report • Identified lead employee responsible for supplier equal opportunity • A supplier webpage is being redesigned for deployment

Please describe the planned implementation of relevant recommendations made by the Hospital Supplier Diversity Commission

City of Hope is opening a new hospital in Orange County. Strategic Sourcing and the new hospital’s leadership are working together to standardize and centralize procurement processes. As part of this effort, Strategic Sourcing is using its supplier processes to help existing suppliers expand their contracts into the new hospital. This may be one of our largest opportunities to grow participation from both current and prospective suppliers.

6. Procurement Process and Certification

Please describe your hospital's procurement process

City of Hope Procurement group facilitates the strategic and ethical sourcing of goods, services and/or capital acquisitions. It is comprised of four main facets: 1) Procurement Operations facilitates the procurement of goods and services; 2) Procurement Systems maintains ERP purchasing and P2P support; 3) Strategic Sourcing is a team of Category Managers, responsible for identifying potential suppliers, creating Request for Proposals (RFP), Request for Quotes (RFQ), or Request for Information (RFI), negotiating contracts, and managing ongoing relationships with suppliers.; 4) Supplier equal opportunity promotes broad-based business opportunities and engagement. COH department owners are encouraged to work closely with the Strategic Sourcing Department when initiating and negotiating a contract. In alignment with the City of Hope Procurement Policy, Strategic Sourcing review and approval are required for all engagements over $100,000. Strategic Sourcing engagement typically begins with a Sourcing Request intake form, which is routed to the appropriate Category Manager to begin the sourcing process, engagement with the team responsible for supplier equal opportunity.

Website Link(s)

https://www.cityofhope.org/ (vendor site under construction)

Do you require suppliers to be certified?

Yes

Do you accept self-certification

No

7. Diverse Supplier Spending

Diverse Procurement Spending by Minority

For the reporting period, enter the dollar amounts procured by your hospital from those business enterprises that employ the majority of their workforce in California.

Diverse Procurement Spending by Other

For the reporting period, enter the dollar amounts procured by your hospital from those business enterprises that employ the majority of their workforce in California.

What is your hospital's total procurement (including diverse and non-diverse suppliers)?

$963,980,183

Procurement means the purchase or lease of supplies, services, equipment, and capital expenditures related to buildings and fixed equipment during the previous calendar year. Procurement does not include items such as employee salaries and wages, fixed asset depreciation, amortization, or taxes.

8. Supplier Point of Contact

Enter the contact information for the individual that business enterprises who are interested in contracting with your facility can reach out to.

Name: Juan Angel

Enter the contact information for the individual of the diverse business outreach liaison of your hospital.

Name: Juan Angel

Hospital Contacts for Diverse Business Enterprises are available upon request. Please send request via email to supplier.diversity@hcai.ca.gov

9. Third Party Procurement

Third Party Procurement

• Vizient, Inc
• http://www.vizientinc.com/

Looking for Related Reports?

• Equity Measures Hospital Report
• Community Benefit Plan
• Hospital Fair Billing Policies
• Hospital Profile