American Lebanese Syrian Associated

“Family relationship among directors: joseph s. Ayoub, jr., esq. And paul j. Ayoub, esq.; robert a. Breit, md, and joseph g. Shaker; joseph c. Shaker and joseph g. Shaker. Business relationship among directors: joseph c. Shaker and joseph g. Shaker.”

“In the fourth quarter of the fiscal year, the audit & compliance committee are provided with a draft copy of the form 990 and all required schedules. The audit & compliance committee meets with its tax preparer to review the draft form 990 before it is filed with the irs. Additionally the compensation committee of the board is provided with a draft copy of the compensation sections of the form 990, and the conflict of interest committee of the board is provided with a draft copy of the conflict-of-interest sections of the form 990 for review before the finalized document is filed with the irs. Each voting member of the board is provided with a final copy of the form 990 and all required schedules before it is filed with the irs.”

“The board has a conflict-of-interest committee to manage board member conflicts of interest. New board members are given a copy of the board's conflict of interest policy and are required to complete a conflict-of-interest disclosure form upon joining the board. Additionally, all board members complete a conflict-of-interest disclosure update at least annually. The conflict-of-interest committee of the board reviews the new board member and annual conflict of interest disclosure statements and discusses, resolves, and manages member conflicts of interest, with opportunity for appeal to the full board. The organization has a chief compliance officer and compliance department, which administer the conflict-of-interest disclosure process for all employees including key employees. All employees complete conflict of interest training and a conflict-of-interest disclosure annually. In addition, potential conflicts are discovered, where possible, through the organization's contracting process. Disclosures identified as an actual or potential conflict of interest are addressed by the compliance office with involvement of the institutional conflict of interest committee as appropriate. Depending on the facts and circumstances, the activity may be managed pursuant to a management plan, or prohibited.”

“The compensation committee ("committee") of this organization consists of independent members of the organization's governing board. The committee is responsible for regularly reviewing and approving total remuneration paid to the ceo, certain other officers, and certain other employees. The board has adopted a written executive compensation philosophy, which the committee follows when it reviews and approves compensation and benefits. The executive compensation philosophy recognizes the critical need to have and retain executives who consistently demonstrate superior levels of performance so that the organization can fulfill its charitable mission and strategic objectives. The committee approves "total remuneration," which includes both current and deferred compensation and all employee benefits, both qualified and non-qualified, on at least an annual basis to ensure that the total compensation of disqualified persons is reasonable. To assist with the review, the committee engages the services of a nationally recognized independent consulting firm specializing in executive compensation for not-for-profit health care and healthcare fundraising organizations and receives a report summarizing national and regional market data for comparable organizations and an opinion letter relating to the reasonableness of each reviewed employee's total compensation and benefits. Additionally, a senior member of the consulting firm attends the committee's meetings as necessary to provide information and to respond to questions by the members of the committee. The committee's process is intentionally structured to qualify for the rebuttable presumption under section 4958 of the internal revenue code of 1986. The compensation approved by the committee is reported in executive session to the full board by the chair and vice chair of the committee.”

“Governing documents, conflict of interest policy, and financial statements are available to the public upon request.”

“Curing catastrophic diseases in children is a multi-trillion-dollar, multi-year global problem and alsac and st. Jude must continue our work no matter what happens with the economy, the market, fundraising or in the event of a disaster. It costs nearly $2 billion to sustain and grow st. Jude each year, and the cost is estimated to grow to $2.2 billion by 2027. These costs include capital projects such as ongoing construction of two 15-story towers dedicated to patient care and clinical research, a more than $1 billion project and capital investment. St. Jude's commitment to improving patient care and facilities also led to the development and opening of the domino's village in september 2023, a multi-million-dollar patient and family housing facility with 140 units. St. Jude is a specialty research hospital for children, not a general children's hospital, so none of the cutting-edge research costs and many of the extensive treatments and services we provide are not covered by insurance and may not be in the future. Unlike other hospitals that receive 90-95% operating revenues from insurance recoveries and patient copays, the majority of our funding comes from generous donors and investment income to support needs now and in the future. In the years ahead, an estimated 89% of the funds necessary to sustain and grow st. Jude must be raised by alsac from generous donors. When st. Jude opened its doors in 1962, childhood cancer was largely considered incurable. Since then, st. Jude has helped push the overall survival rate from 20% to more than 80%, and we won't stop until no child dies from cancer. Today, st. Jude is leading the way the world understands, treats, and defeats childhood cancer and other life-threatening diseases. The hospital has top survival rates for childhood cancers, particularly acute lymphoblastic leukemia, the most common form of childhood cancer. The hospital has helped to nearly double the survival rate for medulloblastoma, the most common malignant brain tumor in children. St. Jude is the first and only national cancer institute-designated comprehensive cancer center devoted solely to children. St. Jude is also the first world health organization (who) collaborating centre for childhood cancer. In 2021, in partnership with the who, st. Jude announced a six-year, $200 million initiative to increase delivery of high-quality chemotherapy medicines free of charge to children in low- and middle-income countries. This represents the largest financial commitment to date for a global effort in childhood cancer medicines. St. Jude shares breakthroughs it makes to help doctors and researchers at local hospitals and cancer centers around the world improve the quality of treatment and care for even more children. In addition to childhood cancer, st. Jude plays a critical leadership role in groundbreaking studies on sickle cell disease, infectious diseases, and genetic disorders. These efforts are instrumental to improving care for children around the world. A st. Jude patient was the first in the world to be cured of sickle cell disease with a bone marrow transplant, and st. Jude has one of the largest pediatric sickle cell programs in the country. St. Jude leads some of the world's most ambitious research programs in childhood cancer survivorship. With unique data gathered from tens of thousands of cancer survivors, st. Jude is identifying the long-term effects of cancer therapy; finding better ways to predict health risks; and working to help survivors everywhere live longer, healthier lives. St. Jude also coordinates the childhood cancer survivor study, a collaborative study among u.s. And canadian institutions that includes more than 20,000 childhood cancer survivors with the aim to improve survivorship outcome and quality of life. In addition, brain tumor science and technology at st. Jude are at the cutting edge worldwide, and st. Jude has one of the world's leading research-based pediatric brain tumor programs”

“The financial accounts in the foreign countries listed on form 990, part v, line 4b (and schedule o) are related to investments. No financial accounts for operational purposes were maintained in foreign countries.”

“We conduct a number of activities, which jointly benefit our education, training, and community service program objectives, as well as fundraising and general and administrative activities. The educational information shared within these activities support our mission to lead the way the world understands, treats and defeats childhood cancer and other life-threating diseases and include our television, radio, and digital programs and placements, direct mail program, and certain other fundraising and public awareness events. In accordance with the financial accounting standards board guidelines, we allocated a portion of our fundraising expenses to program service and general and administrative expenses in our combined statements of functional expenses.”