The Jacobs Institute Inc

“Board of directors have business relationships with each other in the normal course of business.”

“Draft copies of the audited consolidated financial statements are reviewed by the jacobs institute's audit and compliance committee. Following its finalization, the audited consolidated financial statements are distributed to the board of directors. Draft copies of the 990 are reviewed prior to its filing by the jacobs institute's board of directors.”

“Prior to the board of directors annual meeting, a memorandum from the jacobs institute, which includes the conflict of interest policy, along with a questionnaire, is distributed to the board of directors to be filled out and collected by the secretary. The policy and questionnaire are also distributed to jacobs institute employees at the same time, to be returned to the director of people & operations. The answers are compiled and distributed to the board of directors at the following board meeting.”

“Compensation of officers and employees are reviewed by independent persons, and from time to time comparability data is used to help determine the appropriateness of proposed compensation levels. To date, the process has included discussions among senior management (excluding anyone with a potential conflict of interest) followed by a decision to set compensation levels. Salary benchmarking has also been used in certain cases to establish or substantiate appropriate salary levels.”

“No documents were made available to the public during the tax year.”

“By conducting the program services listed below, the jacobs institute hopes to create "collisions" of ideas between academics, researchers and clinicians to promote clinical care, academic research and entrepreneurial ("care") excellence in the treatment of global vascular disease and related neurological diseases with the ultimate goal that these "collisions" will lead to improved treatment of, and new and improved technology and innovations related to, global vascular disease and related neurological diseases that may not otherwise attract sufficient funding in western new york. Research/advancements-provide staffing and research support to academics, researchers and clinicians at: (1) the state university of new york, university at buffalo ("university at buffalo"), a 501(c)(3) organization; (2) kaleida health (the largest hospital network in western new york), a 501(c)(3) organization; and (3) other similar health-related 501(c)(3) organizations selected by the management of the jacobs institute; in order to facilitate the development by such organization of: (a) advancements in the treatment of global vascular disease and related neurological disease; and (b) cutting edge technologies and other information for the improvement of such treatment. Training and media production: attract, recruit and retain world class clinical research and academic experts in the area of global vascular and neurological diseases. These programs provide advanced clinical physician training showcasing endovascular simulation, bio skills labs, cadaveric specimens, animal models, and live surgical observations. These first-hand experiential training programs accommodate up to 30 participants and are both on-site and virtual. Engineering services (product development, good laboratory practices and model design): offers turnkey medical device development solutions in areas such as: pre-clinical device testing (cadaveric, simulation, 3d printed patient-specific customizable models and animal models); preliminary user needs and requirement development and verification; computational research, design and development; and failure mode effects analysis. Idea to reality center (i2r) - the i2r is focused on developing novel, smart-engineered endovascular medical devices at a faster pace and in a more cost-effective way, getting them to patients sooner. The i2r creates devices designed by or with the physicians who use them. Physicians are on-site and available to i2r engineers so that our engineering team can quickly prototype and validate potential devices. Our unique medical device development model streamlines the proof-of-concept process. Conferences - are dedicated to the principle that honest objective assessment of failures of judgment, equipment, and technique can lead to improved results in medical treatments. These meetings and seminars seek to improve patient care and safety, using failure analysis, assessment of procedural safety and other quality assessment techniques. These forums also provide in depth discussion in a peer-review confidential environment. Regulatory services - consulting: consulting services provide expertise in: (1) strategic planning and business development, (2) moving medical devices to the u.s. Marketplace, (3) helping determine the appropriate pathway for a device or drug-device combination product, and (4) preparing for a u.s. Food and drug administration submission. Regulatory services - early feasibility studies: provides expertise on initiating early feasibility studies in the u.s. And help companies with regulatory requirements to accelerate it along the pathway to market, including: (1) identification of the risks involved in bringing a medical device to patients and identifying solutions to mitigate the risks to regulatory engagement, (2) evaluation of strategies and proposed submissions, and (3) drafting a substantive review of submissions to the fda.”

“Professional fees: program service expenses 47,156. Management and general expenses 268,254. Fundraising expenses 0. Total expenses 315,410. Payroll processing fees: program service expenses 28,426. Management and general expenses 11,543. Fundraising expenses 1,123. Total expenses 41,092. Consulting: program service expenses 1,430,261. Management and general expenses 0. Fundraising expenses 0. Total expenses 1,430,261.”