USC ARCADIA HOSPITAL

1. Policy Statement

Supplier Diversity Policy Statement

Keck Medicine of USC - Vision At Keck Medicine of USC (Keck) quality healthcare starts with dignity, respect, and compassion for our patients, loved ones and colleagues. We intentionally and courageously create an inclusive and supportive clinical care, learning, research, and work environment. We actively work to dismantle systemic bias, racism, and inequalities so everyone belongs and thrives. Keck Medicine of USC - Supplier Engagement Policy At Keck Medicine of USC, we believe in the impact of serving a community and population with diverse needs. To assist patients and providers in becoming Limitless™, we strive to partner with vendors that demonstrate excellence while reflecting the breadth of patients we serve. Our commitment is to provide equitable access to procurement and contracting opportunities to all business entities - large and small – including vendors that are 51% owned and operated by minorities, women, individuals who are LGBTQ+, and veterans. Our goal is centered on broadening mutually beneficial partnerships with suppliers while also strengthening the economic well-being of the communities that we serve and in turn contributing to healthier communities. Statement on Merit-Based Procurement: While this report reflects the hospital’s efforts to engage diverse suppliers, all contracting and procurement decisions are made on a strictly merit-based, competitive basis. Nothing in this report shall be construed to require or imply the use of quotas, set-asides, or preferences in the procurement of goods or services by the licensed hospital. Supplier diversity initiatives are implemented in compliance with applicable federal and state laws and are intended solely to expand access and opportunity without compromising the integrity or objectivity of the procurement process.

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

Keck Medicine of USC’s short-term goals focus on the operational impact created by improving the policy related to inclusion of suppliers within the procurement process, additional reporting and visibility for the current spend and opportunity areas, optimization of current tools, and outreach for internal stakeholders and vendors. Policy and Process: Work within the procurement team to set up automatic processes and policies that drive additional opportunity and spend to highlighted suppliers. This could include contract language requiring tier 1 and tier 2 reporting along with the quarterly business review for major suppliers, contract language related to use of fair-trade or fair-labor suppliers, and analysis of current spend categories to identify opportunities to broaden our supplier base within new business opportunities. Policies could be related to the inclusion of suppliers in sourcing initiatives in targeted areas within the procurement policy. Processes could include onboarding and (re)training for decision makers within the procurement process, standardization of intake across the health system, and inclusion in our sourcing/contracting workflow documents for the items below. Certification & Visibility: Encourage current self-identified diverse vendors to become certified through recognized organizations (e.g., WBENC, NMSDC, NGLCC, Disability:IN, Vets First). This sort of formal certification allows our vendor partners to not only be more visible at Keck, but also to other organizations across California. These sorts of certifying organizations also provide resources for suppliers and represent them to local, state, and federal interests. By setting up a process to help navigate vendors to those organizations it can help us both succeed. This can also ensure that both stakeholders and sourcing team members are aware of current vendors in space and opportunities are available for future vendors at Keck and for those vendors to partner with other organizations. Tier I Reporting: Expand internal reporting capabilities to track diverse Tier I spend at the category and department level, enabling sourcing teams to measure and compare progress. Determine most impactful areas for change and conduct outreach to stakeholders in those areas. Supplier Gateway Optimization: Use our Supplier Gateway platform (or equivalent) to streamline registration, improve access, and increase visibility of diverse suppliers across all sourcing teams. Department-Level and Executive-Level Engagement: Conduct targeted departmental sourcing workshops to identify near-term opportunities for sourcing from WMDVLGBTBEs. Continue bi-annual survey with targeted trainings related to findings from survey. Outreach & Access: Attend and host matchmaking events and supplier forums in collaboration with Vizient’s Supplier Diversity Council, local entities, and local health systems. Keck Medicine of USC considers short-term goals to be feasible on a 1-3 year horizon for tactical and operational changes.

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

Keck Medicine of USC is working to not only expand the internal knowledge of supplier relationship management but make the work of highlighting suppliers a core competency. This can drive best-in-class focus on supplier partnership and relationship management to set apart our organization locally and nationally. Integrate Supplier Diversity into Strategic Sourcing: Ensure every strategic sourcing event includes a documented plan to consider certified diverse suppliers and implement a “first-look” process where appropriate. Making sure that the process and policies highlighted in the short-term goals not only feed into but also enable a culture of considering the suppliers we interact with and partner with over long-term plans. Expand Tier II Spend Visibility: Partner with prime suppliers (e.g., Medline, Vizient-contracted OEMs) to report and grow Tier II diverse spend contributions across categories like capital, construction, and purchased services. Collaborate with current suppliers and future suppliers to make sure language is required to report and track information when entering long-term contracts. In this way Keck can impact supplier diversity directly but also continue to require engagement from the vendors we partner with that may not meet the requirements for AB 1392 Adopt Category-Based Benchmarks: Develop category-specific diverse supplier participation goals, based on market availability and benchmarked against similar institutions. Because there are some departments or spend categories that are difficult to meet the HCAI requirements with, it is important to focus the efforts of the supply chain team where they can create impact. Reviewing the opportunities and ranges found in other facilities will help to determine both benchmarks for goals and the opportunities across both Keck and the HCAI partnership. Workforce and Policy Integration: Institutionalize supplier diversity through procurement policy language, buyer training programs, and accountability metrics for sourcing leadership. Have this sort of information included in both on-boarding of individuals as well as retraining existing departments. This will allow the same level of competency and knowledge for the decision makers in our procurement process as those who are in the supply chain. Economic Impact Analysis: Measure the downstream impact of our diverse supplier partnerships in terms of job creation, community reinvestment, and economic mobility, particularly in underserved regions. The most mature and recognized supplier diversity programs indicate not only the dollars spent but convert that into impact within the community related to other metrics that demonstrate the importance of the initiatives and the real-world results of the efforts. The timeline for these initiatives would be 3 years or more.

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

At Keck Medicine of USC and the University of Southern California, we are committed to building an inclusive and equitable supply chain. We proactively seek out and engage both prime and subcontract suppliers that are minority-, women-, LGBTQ+-, disabled-, and veteran-owned enterprises, using a multi-pronged approach that emphasizes visibility, access, and strategic integration. Supplier Registration and Certification Platforms: We utilize the SupplierGATEWAY portal, which allows suppliers to register and validate their certifications and credentials, including but not limited to Minority-, Women-, LGBTQ+-, Disabled-, and Veteran-Owned Enterprises. This platform enables diverse suppliers to be visible not only within Keck’s sourcing pipeline, but also across other major health systems using the same platform—greatly expanding access and opportunity. Additionally, USC’s Office of Business Opportunity manages a separate intake process through its website, providing further entry points for potential diverse suppliers. This intake process supports both the University and Keck’s in identifying qualified suppliers beyond traditional channels. Proactive Sourcing and Opportunity Development: Potential diverse suppliers are identified during new sourcing initiatives and spend consolidation projects. Our sourcing team actively uses SupplierGATEWAY and internal analytics to identify opportunities where certified diverse vendors can participate, especially when contracts are up for renewal or new projects are launched. The recent onboarding of USC Arcadia Hospital has expanded our visibility across the system, enabling us to identify shared opportunities for diverse supplier engagement across multiple facilities. Collaboration with Prime Suppliers and GPOs: We partner with Vizient, our GPO, and Medline, our prime distributor, to increase visibility into diverse supplier options and enhance reporting. Vizient’s supplier diversity portal allows us to track and benchmark our Tier I diverse spend. In parallel, Medline supports us with Tier II reporting, enabling us to assess the diversity of our subcontractor/vendor base and incentivize inclusive sourcing throughout our supply chain. Impact Reporting and Accountability We use quarterly reporting to evaluate both direct (Tier I) and indirect (Tier II) supplier diversity. This approach reinforces our commitment to the communities we serve, encourages alignment from our prime suppliers, and allows us to evaluate and identify partners that demonstrate strong engagement in supplier diversity. Culture of Inclusive Procurement: Our program is not just transactional—it reflects a cultural commitment to economic inclusion. Through dedicated platforms, intentional sourcing practices, and measurable performance tracking, we are building a supplier network that reflects the communities we serve and supports equitable growth across underrepresented business groups.

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

At Keck Medicine of USC, we take a proactive, structured approach to ensure that procurement employees are consistently encouraged—and equipped—to engage with diverse suppliers, including minority-, women-, LGBTQ+-, and disabled veteran-owned businesses. Our strategy combines mandatory education, executive alignment, and system-wide collaboration to embed supplier diversity into day-to-day sourcing decisions. Comprehensive and Ongoing Training Each year, our procurement team participates in formal training on supplier diversity requirements and tools, including: • Current and emerging legislation (e.g., AB962, AB1392) • Use of SupplierGATEWAY for identifying and certifying diverse businesses • GPO and distributor resources (e.g., Vizient and Medline diversity portals) This ensures our sourcing teams are compliant and proactive in including diverse businesses in solicitations and sourcing events. Employees with direct supplier diversity responsibilities receive advanced training through partnerships with high-performing systems (e.g., Rush University Medical Center, Cedars-Sinai, PIH) and regulatory bodies like the California Department of Health Care Access and Information (HCAI). These trainings include hands-on learning in benchmarking, outreach strategies, and increasing Tier I and Tier II diverse supplier engagement. Keck created a regular survey, report, and respond structure to focus on internal supplier diversity efforts. This is conducted with the regular surveying of both supply chain team members and decision makers in the organization to determine the baseline knowledge about both AB1392 and internal processes. Based on the bi-annual survey, the team determines which training areas to focus on in the coming six months in order to improve numbers and has a measurable metric to show impact. Executive Leadership and Health Equity, Inclusion, and Community Department Alignment Supplier diversity is embedded within our broader Health Equity, Inclusion, and Community Pillars, and Supply Chain infrastructure. Under the leadership of our Chief Health Equity, Inclusion, and Community Officer, Shannon Bradley, we maintain a dedicated community and professional partnerships working group with participation from CFOs, CEOs, cross-functional leaders from supply chain, community benefit, health equity, and university administration. This executive involvement increases visibility, drives accountability, and ensures that supplier diversity is a shared institutional priority—not just a departmental goal. We have also run internal supply chain and leadership surveys to help understand where targeted training will be most effective in the coming year. This will focus on enhancing awareness, improving communication, and utilization of existing resources. Cross-Institutional Collaboration Keck Medicine of USC has partnered with the University of Southern California to modernize our supplier management practices. We work closely with the Office of Business Opportunity (USC Civic Engagement), the Office of Culture, Ethics, and Compliance , and USC’s community engagement leaders including Dr. Michele Turner and Effie Turnbull Sanders. Keck has also participated in partnering with the HASC, Cedars Sinai, and PHI’s efforts to standardize reporting for major health systems located in Southern California. This includes sharing resources, creating a database of vendors used by each facility that meet the AB1392 requirements, and comparing best practices in the actions and reporting requirements around this legislation. These partnerships allow us to better align our procurement strategy with inclusive economic development goals that benefit local and underserved communities. Culture and Employee Engagement We provide training for all employees—including those in procurement—on topics such as implicit bias, inclusive decision-making, and the impact of diversity on institutional performance. Procurement staff are also encouraged to participate in Employee Resource Groups (ERGs), which foster a culture of inclusion and saw another 30% increase in participation in 2024. ERG efforts include Personal and Professional Development Items, Mixers, Cultural Celebrations, Volunteering, and Community Outreach. All Keck hospitals are recognized as a Leader in LGBTQ+ Healthcare Equality by the Human Rights Campaign Foundation. This reflects our broader cultural commitment, which extends to how we train and support our teams in fostering supplier diversity.

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

At Keck Medicine of USC, our 2024 supplier diversity outreach strategy reflects our ongoing commitment to economic inclusion, in alignment with HCAI guidelines, the University of Southern California’s Office of Business Opportunity (OBO), and leading practices from top-tier health systems. Our approach is multichannel, metrics-informed, and integrated with inclusion and procurement priorities. Shared Diverse Supplier Resource – Regional Collaboration In partnership with the Hospital Association of Southern California (HASC) and several regional health systems, we continue to maintain a shared directory of over 3,000 hospital-ready diverse suppliers, organized by category and certification. This resource is updated annually and available to Keck’s sourcing teams as well as smaller regional hospitals. It functions as a discovery tool for both new vendor inclusion and sourcing events, particularly in areas like purchased services, construction, and clinical support. Business Engagement Summits and Matchmaking Events Building on the success of our 2023 Annual Business Summit, we have institutionalized an annual Supplier Diversity Engagement Day, which took place again in March 2024. This event included Roundtable matchmaker interviews, Category-specific briefings for vendors (e.g., Med-Surg, IT, Purchased Services), Live feedback sessions where Keck executives share qualification expectations, and additionally through the event included supplier readiness training, providing businesses with education on GPO enrollment, insurance, compliance, and documentation requirements to improve bid success. SupplierGATEWAY Certification & Communication Platform Keck Medicine of USC leverages the SupplierGATEWAY platform to streamline onboarding, validate certification, and communicate with current and prospective diverse suppliers. In 2024, we implemented outreach campaigns to self-identified but uncertified diverse vendors to assist with certification via WBENC, NMSDC, Disability:IN, NGLCC, and Vets First Health Equity, Inclusion, and Community Integration and Community Alignment Supplier diversity engagement is part of a broader inclusion strategy led by our Health System , under the guidance of Chief Health Equity, Inclusion, and Community Officer Shannon Bradley. This collaborative supports outreach through community business forums tied to equity and economic development. Participation in Fair360, HCAI’s Hospital Equity Measures, and other initiatives ensuring supplier diversity is embedded in both operational and strategic planning. Grant Application and Approval Portal Keck Medicine of USC’s Community Benefits Steering Committee has developed a process leveraging an online portal intake form related to both grant applications and involvement in outreach events for the Keck team. The Steering Committee meets twice a month to review these submissions and listen to presentations from applicants prior to directing resources. The intake allows a streamlined process that also ensures the proposed initiatives align with the hospital’s mission, vision, Community Health Needs Assessments and Implementation Strategies.

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

In calendar year 2024, Keck Medicine of USC has strengthened and expanded its engagement across the supplier diversity ecosystem by aligning with HCAI expectations, advancing cross-sector partnerships, and leveraging University-wide infrastructure to deepen our impact. Our support spans certification, advocacy, outreach, and ecosystem alignment. Collaboration with Certification Bodies & Supplier Enablement Tools Keck partners with SupplierGATEWAY to validate and track diversity classifications and certification statuses. Through our annual audit, we identify self-certified or lapsed suppliers and refer them to nationally recognized certifying bodies, including Women’s Business Enterprise National Council (WBENC), National Minority Supplier Development Council (NMSDC), National LGBT Chamber of Commerce (NGLCC), Disability:IN, Vets First, and Asian, Hispanic, and Native American chambers. To accelerate certification, our team provides direct vendor support with resource navigation, GPO enrollment instructions, and eligibility screening. These efforts not only grow our diverse vendor pipeline but ensure suppliers are well-positioned for competitive bid participation across the USC health system. Engagement with HCAI and Legislative Compliance Partners Keck Medicine of USC is actively engaged with the California Department of Health Care Access and Information (HCAI), aligning all procurement policy and reporting protocols with AB962 and preparing for the expanded transparency and equity provisions outlined in AB1392. In 2024, our leadership team—alongside USC’s Office of Business Opportunity (OBO)—participated in listening sessions and technical workgroups with HCAI to advocate for supplier-side policy considerations, refine statewide reporting frameworks, and help shape policy that reflects health system and vendor feedback. Regional and Industry-Level Collaboration Through the Hospital Association of Southern California (HASC), Keck Medicine of USC contributes to shared tools and a regionally curated list of over 3,000 diverse, hospital-ready vendors. These lists enable faster integration of qualified vendors into sourcing events across peer institutions, especially in construction, purchased services, and medical commodities. We also participate in peer benchmarking and knowledge exchange through Vizient’s Supplier Diversity Council, leveraging national data to evaluate our program maturity and identify innovation in spend expansion, Tier II reporting, and certification adoption. Organizational Outreach Keck, in partnership with USC OBO, regularly conducts direct outreach and joint events with community organizations and local chambers, like the Greater Los Angeles African American Chamber of Commerce (GLAAACC), Los Angeles Latino Chamber of Commerce, Crenshaw Chamber, Boyle Heights Chamber, Bridges to Business program and Compete4LA. These engagements often include vendor presentations, business readiness education, and introductions to USC and Keck purchasing leaders. Keck Medicine of USC and USC maintain also active engagement with Southern California Minority Supplier Development Council (SCMSDC), Greater LA Chamber of Commerce, Los Angeles Business Council; and addresses broader health equity work through ongoing collaboration in USC Arcadia and Verdugo Hills Hospitals and local nonprofits and civic organizations (e.g., American Heart Association, TransLatin@ Coalition, NAMI, YWCA/YMCA). Community Benefit Reporting To outline the work done in the communities serviced by our hospitals, each facility releases an Annual Community Benefit report. These reports document the impact of the funded initiatives and highlights how Keck Medicine of USC outreach efforts have supported organizations making a measurable difference in the community. It is essential that we accurately capture and report to HCAI the work carried out through these partnerships to demonstrate our ongoing commitment to community health and well-being. Throughout Keck Medicine of USC’s various community health needs assessments, economic instability was a consistent theme within our community benefit service areas. There is a direct link between economic opportunity and access to healthcare and when individuals and communities have greater economic stability, they are more likely to afford, access, and benefit from quality healthcare services.

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

Our Health System has both formal processes to escalate and resolve issues related to becoming a supplier as well as ad-hoc abilities to escalate the requirements. As mentioned previously, there is communication during on-site and in-person meetings related to the requirements for our vendor partners. The vendors who register for certification in our supplier portal can validate their status when bidding a project without additional steps. Keck also welcomes feedback during these events on issues when working with the organization. For the formal process, our contract terms and business requirements are reviewed regularly by each of the different departments and specialists involved in our procurement process. This could include things like the timing for a bid, payment terms, necessary insurance levels, or other limiting factors.

5. Diversity Commission Recommendations and Planned Implementations

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

Please see the below recommendations from the Hospital, HCAI, and Other Bodies and how they’ve been addressed at Keck: Executive leadership should create a supplier diversity policy statement that promotes the use of diverse suppliers. - Keck Medicine of USC has had a supplier diversity policy each year of the HCAI reporting. Expanded into a vision plus policy statement more recently. Executive leadership should develop and implement outreach and reporting metrics that support contracting with diverse suppliers - The reporting metrics have been publicly available each year with full transparency to total spend, not just effective spend. These have been paired with internal and external outreach annually. Executive leadership should develop and implement hospital supplier diversity procurement metrics that are owned by executive leadership - These procurement metrics are owned by the top procurement executive across the health system and reviewed annually up to the C-suite and Board of the organization prior to submission to HCAI for reporting. Executive leadership should develop, implement, and fund an internal hospital accountability system to meet specified metrics related to outreach, diverse business usage and provision of technical support for implementation - At Keck we’ve set up teams related to general leadership in the health equity, inclusion, and community spaces. This is an organization made up of leadership specifically tasked to improve HR and ERG Teams, Community Benefits and Engagement, and Health Equity. There are also sub-committees tasked with focusing on these efforts made up of individuals from administrative departments. Executive leadership should develop and implement an inclusion policy for hospitals to identify and track spend with diverse business enterprises (E.g., MBE, WBE, DVBE, LGBTQBE) - Completed annually and biannually within the facilities spend based on certifications. Executive leadership should update how hospitals track and report their supplier diversity outreach efforts, in order to report on how many diverse entities are onboarded as suppliers or manufacturers (e.g., GPOs and direct suppliers) - Completed annually and biannually within the facilities spend based on certifications with some categories reporting monthly. Executive leadership should require diverse suppliers to get their certification through an authorized certification body prior to contract award - All vendors with self-certification are encouraged annually to certify with recognized governing bodies such as the Women’s Business Enterprise National Council (WBENC), National Minority Supplier Development Council (NMSDC), National Gay and Lesbian Chamber of Commerce (NGLCC), United States Hispanic Chamber of Commerce (USHCC), Asian Pacific American Chamber of Commerce, Native American Chamber of Commerce, Vets First Certifications, and Disability:IN All entities within the procurement ecosystem should partner with diverse chambers of commerce, technical assistance providers and certification bodies specifically supply chain focused to receive information related to procurement and competitive bid opportunities - Outreach to specific chambers and local organizations is outlined above.

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

Executive leadership should develop and implement procurement processes and policies to document and mitigate internal criteria that may limit or impede diverse suppliers’ ability to competitively respond to bids - Focus on regular policies and processes that allow this feedback to be aligned with the future state supplier relationship management program being implemented for the supply chain. Executive leadership should develop and implement hospital supplier diversity procurement metrics that are owned by executive leadership - Additional metrics beyond % of spend are being reviewed currently such as sourcing events including diverse suppliers in targeted categories, contracts with ESG language, including environmentally preferred med surg products (EPP) through Vizient, reprocessed product utilization rate, increase on awareness of key goals and internal training. Executive leadership should develop, implement, and fund an internal hospital accountability system to meet specified metrics related to outreach, diverse business usage and provision of technical support for implementation -Discussion on involving this effort in a larger supplier relationship management initiative within the supply chain efforts. Executive leadership should develop and implement a supplier diversity webpage to inform diverse suppliers on the hospital's procurement process including the contact information of a diverse business outreach liaison - Run through the supplier Gateway portal, we will also look at the ability to make this information readily available for internal stakeholders and vendor partners. Executive leadership should require prime suppliers to measure and report on spend with diverse suppliers - Efforts are underway to add this language to all major contracts in the health system for goods and services. Executive leadership should require the review of contract language with prime suppliers to require supplier diversity metrics for any relevant sub-contracts - Same as above. Executive leadership should establish a percentage goal for diverse suppliers in GPOs - It is our understanding that best practices are to move toward more process and action-oriented outcomes in line with HCAI reporting versus reserving a certain percentage goal for diverse suppliers in GPO or direct discussions.

6. Procurement Process and Certification

Please describe your hospital's procurement process

At Keck Medicine of USC our procurement process is split into the sourcing, contracting, and purchasing steps. Within the sourcing process, sourcing events are initiated either by the sourcing team or directly by the stakeholders based on project needs or contract expirations. This sourcing event could be a direct negotiation with a vendor or a request for information/proposal/quote with one or multiple vendors. The sourcing process could be for capital or operational goods. This sourcing process will involve relevant vendors within the space based on stakeholder knowledge, market knowledge, or vendor outreach. During the sourcing process, value is driven by finding the best vendor fit for the most cost competitive delivery of goods or services. The selection for vendors and award is driven in combination with the department stakeholders, executives, and the supply chain team. The project will then move to the contracts team for legal review and contract execution. This team is tasked with limiting the risk to the organization based on legal terms and contract language while making sure all of the business terms from the sourcing event are memorialized within the agreement. These individuals facilitate feedback from other expert teams such as IT/IS, Construction, Risk, Insurance, and HR related to agreements. Then execute the agreements with the vendor partner and internal stakeholders. Once the contract is executed, it will be sent to the purchasing team to either have a PO issued directly or have items set up for ordering within the system. The buyers implement the decisions made higher up in the procurement process and are the front-line staff of our procurement team. They interact with the internal stakeholders to make sure items are in the hands of clinicians and leaders.

Website Link(s)

Keckmed.suppliergateway.com
https://businessopportunity.usc.edu/

Do you require suppliers to be certified?

Yes

Do you accept self-certification

Yes

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)?

$267,982,005

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: Joe Knudsvig, Elinor Niguse, Michele Turner

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

Name: Joe Knudsvig, Elinor Niguse, Michele Turner

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, Medline, and SupplierGATEWAY
• https://www.vizientinc.com/what-we-do/supply-chain/supply-chain-programs/supplier-diversity ; Medline DEI (Diversity, equity and inclusion) ; keckmed.suppliergateway.com

10. Other Relevant Information

Keck Medicine of USC is proud to have done business with 178 Minority-Owned, 204 Women-Owned, 3-LGBTQ+ Owned, and 84 Veteran-Owned Entities.

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