Blythedale Children'S Hospital

“John furth and owen gutfreund (board members) have a family relationship.”

“A copy of the form 990 is provided to each member of the blythedale children's hospital's board of trustees prior to its filing with the internal revenue service. The form 990 is reviewed by the blythedale finance department as well as by deloitte tax, llp, before it is presented to the board's audit & compliance committee. The committee authorizes deloitte to file on our behalf and then provides an overview of the form 990 to the full board of trustees.”

“Board members, senior management and key employees of blythedale children's hospital must complete a statement annually and whenever new information arises, which discloses any potential conflict of interest, as required by the hospital's conflict of interest policy. These statements are reviewed by the hospital's compliance officer who prepares a report on disclosures for the board's audit & compliance committee. Hospital board members and staff are trained and educated on their obligations under this policy, including its gift and gratuities provisions. Once a year, the hospital distributes a certification and disclosure form to its officers, directors and key employees, in which each respondent certifies that he or she: (i) has received a copy of the conflict of-interest policy; (ii) has read and understands the policy; (iii) has agreed to comply with the policy; and (iv) understands that the hospital is charitable and that in order to maintain its federal tax exemption it must engage primarily in activities that accomplish one or more of its exempt purposes and not engage in activities and transactions that provide impermissible benefits to individuals or entities. In addition, the certification and disclosure form also require each person to either: (i) certify that he or she has no actual or possible conflict of interest to report, or (ii) describe any relationships, transactions, or other circumstances, including those of an immediate family member, that could result in a conflict between the hospital's interests and his or her personal, financial or other interests. As part of the annual process, the hospital provides each person covered by the conflict-of-interest policy with a copy of the policy and offers individuals the opportunity to ask questions about the policy. The covered persons should then be required to complete and sign the certification and disclosure form, which should be retained in the hospital's files. To properly monitor and enforce a conflict-of-interest policy, the hospital is diligent in reviewing the annual disclosure forms submitted by covered persons, and in compiling and maintaining a list of potentially conflicted entities and individuals. Proposed transactions can then be matched against the list as a means of identifying possible conflicts. The hospital has identified the chief compliance officer as the person ultimately responsible for maintaining the list and screening for possible conflicts of interest. When dealing with major vendors and service providers, the hospital asks the vendor or service provider to disclose any relationship - personal, financial, or otherwise - that the vendor or service provider has with any of the hospital's directors, officers, employees, or volunteers. In addition, the hospital undertakes periodic reviews of transactions involving any significant expenditure of organizational funds to ensure any compensation paid continues to be reasonable. If a possible conflict is identified with respect to a proposed transaction, the hospital is committed to following the procedures set out in its conflict-of interest policy for determining whether an actual conflict of interest exists, and the procedures for addressing the conflict of interest. Among the steps the hospital takes are the following: (i) the person with the potential conflict with respect to a transaction should disclose such conflict (ii) the person does not participate or be present at any meeting during which the discussion of the possible conflict of interest takes place (iii) the chair of the board, if appropriate, appoint a committee of the board made up of disinterested directors to investigate alternatives to the proposed transaction (iv) f a more advantageous transaction is not reasonably available, the governing board or committee determines whether the transaction is in the organization's best interest and is fair and reasonable.”

“Blythedale children's hospital maintains a diligent, thorough, and transparent process to evaluate executive compensation. On an annual basis, blythedale formally engages sullivan, cotter and associates (sca) to provide the compensation committee with a complete total compensation study of all elements of executive compensation. This is done to ensure the overall reasonableness of the total compensation provided to its chief executive officer (ceo) and all other executives. In addition, blythedale also engages sca to review both the national and regional healthcare marketplace to determine annual base pay increase projections for all main employee categories including executives. Sullivan, cotter and associates is a well-regarded compensation consulting firm with regional and national expertise. The firm compares blythedale's executive compensation to a primary comparator market of similarly situated organizations that includes regional children's and rehabilitation not-for-profit hospitals; not-for-profit hospitals in the metropolitan new york area; and not-for-profit hospitals in the hudson valley region. The primary comparator market reflects the organization's executive recruitment and retention market and complies with the definition of "comparable organizations as set forth in the irs intermediate sanctions regulations. In 2024, sca provided to the board's compensation committee an assessment of the competitiveness of the total compensation provided to blythedale's executives relative to prevalent and comparable marketplace practices. Furthermore, sca assisted the compensation committee of the board of trustees in reviewing blythedale's executive compensation philosophy statement and reviewed the ranges for incentive compensation awards for the ceo and other executives. In addition to analyzing the data provided by sca, the compensation committee of the board of trustees considers a number of factors when reviewing and establishing compensation for the ceo and all other executives including but not limited to the following: development of new programs; mobilizing the hospital to strive for excellent results in patient care; management performance and compliance with all professional and regulatory standards; and initiatives and facilities to support and advance blythedale's mission while effectively allocating and managing the hospital's resources. By reviewing the compensation data from independent sources for functionally comparable positions in organizations comparable to blythedale and by analyzing the internal performance data, the compensation committee determines that it provides a "rebuttable presumption of reasonableness" that the total compensation provided to blythedale executives is reasonable and consistent with market practices.”

“Blythedale children's hospital makes its form 990 and form 1023 available to the public by retaining a copy of each at the address listed on page 1 of this return. The organization' s form 990 is also available for public inspection on www.guidestar.org. The organization's governing documents, financial statements and conflict of interest policy are available to the public upon request and at management's discretion.”

“Change in pension liability 1,088,550. Pension npbc -722,821.”