Partnership for Better Health

“The form 990 is reviewed in detail by the finance committee and the audit subcommittee. Copies are made available to the board and a brief summary is made prior to board action.”

“The annual disclosure of conflict of interest is completed by board, committee members, and staff. These statements are reviewed and maintained by the executive director and referred to when needed. When a conflict of interest comes about, that individual may participate in discussion but does not vote on the matter.”

“The excecutive director's(ed's) annual performance review and salary determination involves independent deliberation by the executive committee with input from the full board. A salary benchmarking study is conducted by the executive committee. The study encompasses all staff positions at the organization and is developed through a review of reputable local, state, and national salary benchmarking studies conducted for nonprofit organizations and community foundations. The report is updated every three years. The ed drafts an annual workplan at the start of each year that identifies critical goals and actions to guide her work in the year ahead. The executive committee reviews and offers feedback on her workplan, and it is then reviewed and voted on by the full board. In the spring of each year, all staff undergo an annual performance review. As a part of this process, the ed completes an annual self-evaluation and reports on all progress made within her yearly workplan. The executive committee reviews these documents and invites the full board to provide input on the ed's performance review. The committee synthesizes this information and meets with the ed to discuss the review. A recommendation for the ed's salary adjustment is then made by the executive committee based on results of her performance review, the findings of the salary benchmarking study, and funds available in the board approved budget.”

“A salary benchmarking study is conducted by the executive committee. The study encompasses all staff positions at the organization and is developed through a review of reputable local, state, and national salary benchmarking studies conducted for nonprofit organizations and community foundations. The report is updated every three years. In the spring of each year, all staff undergo an annual performance review and recommendations for salary adjustments are then made by the executive director based on funds available in the board approved budget.”

“The organization makes its governing documents, conflict of interest policy, and financial statements available to the public upon request. The financial statements, in abbreviated form, are printed in an annual report that is mailed to individuals in the community, agencies to which grants are made, and volunteers. Availability of the reports is also announced in an ad in the local newspaper.”

“Toward these goals in 2016-2017, the foundation provided nearly 1,900,000 in grants and other assistance to local organizations. Overall, 30% of this amount focused on primary health care, 19% on oral health, 16% on nutrition/physical activity/tobacco cessation, 15% on behavioral health, 13% on allied health education, and 4% on healthy people. Final reports from agencies receiving grants in 2016-2017 indicate that more than 72,000 people were served and 25% of them were under the age of 18. This deomonstrates a significant impact in the foundations local service area. Several programs at sadler health center received 40% of the total grants and assistance-these services include primary dental care, behavioral health counseling, tobacco cessation services, nurse-family partnership (a nationally recognized evidence-based program), and healthy rx prescription services, which has secured over 33 million in free prescriptions in eleven years. In addition, 156,000 was granted to the rase program for substance abuse services, 150,000 to hamilton health center for start-up of a new health clinic in perry county, 100,000 for carlisle family ymca's renovation for children's activity space, and 85,000 to local programs which focus on nutrition and healthy food. Other assistance to local organizations focused on strategic goals of health care access, housing, and summer youth camp programs. The foundation also looks beyond traditional grant making to assess community health needs, to build nonprofit capacity through regional trainings, and to educate the public about and advocate for strong health policy.”

“Changes in value of trusts 3,454,054”