St Jude House Inc

“Regina Umanskiy, Robert Rosenberger - Business relationship”

“The sole corporate member of St. Jude House, Inc. is Franciscan Community Benefit Services ("FCBS"). The sole corporate member of FCBS is the Franciscan Sisters of Chicago Service Corporation ("FSCSC"). The Members of FSCSC shall consist of the General Minister and the Members of the General Council of the Franciscan Sisters of Chicago. The members shall act in a stewardship capacity and ensure that all actions of St. Jude House, Inc. are consistent with the purposes of FSCSC and the ethical and religious principles of the Franciscan Sisters of Chicago and in furtherance of their apostolates and the Catholic Church.”

“The sole corporate Member, FCBS has the reserve power to appoint and remove directors and fill vacancies on the Board of Directors of St. Jude House, Inc.”

“The Member, FCBS shall have the following reserved powers: (A) Strategic and Financial Plans - To approve the Corporation's strategic plans, annual, operating, capital and cash flow budgets and similar documents developed by the board. (B) Governing document amendments and governance - 1. To approve amendments to the articles of incorporation, bylaws or similar governing documents of the Corporation; 2. To appoint and remove any director; 3. To recommend to FCBS the appointment or removal of the chairperson, the President, or the Executive Director of St. Jude House, Inc.; 4. To recommend members of any advisory council or foundation that may be created by the Corporation to FCBS and develop and recommend to FCBS any changes to the constitutions, policies or other governing documents which govern the conduct of any such advisory council or foundation. (C) Significant actions - 1. To approve the establishment, termination, transfer or other acquisition or disposition of any major ministry, work or similar program by the Corporation; 2. To establish dollar limits below which the Corporation may authorize litigation settlements or any release or cancellation by the Corporation of a claim or right of action against another party.”

“There are no committees with the auhority to act on behalf of the governing body.”

“Management presented a final draft of the completed form 990, including all applicable schedules, to the Audit and Finance Committee, prior to its filing with the Internal Revenue Service.”

“As provided for in the conflict of interest policy, it is the responsibility of the Board or Committee Chair to ensure that each director, officer, and member of a board committee annually signs an FSCSC approved conflict of interest disclosure statement. Copies of all signed statements are forwarded to the Compliance Officer. Key employees, officers and highest compensated employees are required to complete an annual conflict of interest statement that is reviewed by their direct supervisor. Potential conflicts of interest of board members are brought to the attention of the board chair. After discussion with the interested person, he or she shall leave the board or committee meeting while a determination of a conflict of interest is discussed and voted on. Proposed transactions with interested persons on the Board of Directors or committees require the approval of the board prior to entering into the proposed transaction or arrangement. The interested person shall not be in attendance during the presentation or the vote on the proposed transaction or arrangement. Key employees, officers and highest compensated employees are required to complete an annual conflict of interest statement that is reviewed by their direct supervisor. The supervisor will work with the compliance officer and possibly human resources in taking appropriate steps to address the potential conflict.”

“St. Jude House Inc.'s TOP MANAGEMENT OFFICIAL IS PAID BY THE FRANCISCAN SISTERS OF CHICAGO SERVICE CORPORATION ("FSCSC"), A RELATED TAX-EXEMPT ORGANIZATION. The board of directors of the organization has adopted an executive compensation philosophy to enable FSCSC to recruit, retain, develop and motivate capable and committed executive leaders essential to sustaining its mission and achieving its vision and organizational goals. The executive compensation committee monitors the compensation strategy to reflect changes in market conditions and executive needs. This strategy and the reward elements serve as a "road map" for the on-going administration of the compensation programs. The Board has adopted a philosophy of viewing executive compensation in its totality, considering all reward elements - both extrinsic and intrinsic, provided to executives. Annually, the executive compensation committee makes the recommendation on the compensation for the president and chief executive officer with final approval from the sponsor as recommended by the FSCSC board of directors. The recommendation is based, in part, on the review of the most current market data available and compensation strategy discussion. FSCSC's president and chief executive officer makes recommendations to the executive compensation committee for the establishment of salary ranges and salaries for the chief financial officer and chief operating officer of the organization. The executive compensation committee of the board of directors has adopted a practice of having a third-party review of total remuneration for executive staff and obtains a letter of reasonableness every two to three years. This third party review includes: 1. Obtain and analyze comparable compensation data for similar persons in functionally comparable positions in similar organizations; 2. Contemporaneous documentation and record keeping with respect to deliberations and decisions regarding the compensation arrangements is maintained; 3. The process of obtaining comparable compensation data was last performed in MARCH 2025, and the executive Compensation Committee reviewed the third party data regarding Executive Compensation for the CEO, in light of the current year trends.”

“The President and Chief Executive Officer, makes recommendations to the Executive Compensation Committee for the establishment of salary ranges and salaries for the Chief Financial Officer and Chief Operating Officer of the organization. The Chief People Officer is responsible for making recommendations and establishing compensation ranges for the position of Vice President of Ministry Development; Chief People Officer; Vice President of Mission Integration and Pastoral Care; and Vice President of Clinical Services. FSCSC's Chief People Officer has the responsibility to establish compensation recommendations for the organization's other officers and key employees. The process for determining the appropriate compensation of each position includes: 1. Human Resources department obtains and analyzes comparable compensation data for similar person in functionally comparable position in similar organizations. 2. President and Chief Executive Officer reviews and make final approval of compensation ranges and salaries. 3. Compensation review is shared with the Executive Compensation Committee for all executive positions. 4. Contemporaneous documentation and record keeping with respect to deliberations and decisions regarding the compensation arrangements is maintained.”

“The organization makes its governing documents, conflict of interest policy and financial statements available to the public in accordance with applicable laws and regulations.”

“The values of st. Jude house, inc. Include: 1. Respect: reflect god in all we do; 2. Dedication: passionately carry forward this ministry entrusted to us: 3. Stewardship: responsibly using the gift of our resources 4. Joy: give from your hearts.”

“St. Jude House is a 40-bed family violence prevention center and shelter in Crown Point, Indiana. Founded in 1995, St Jude House is a ministry of Franciscan Community Benefit Services and is sponsored by the Franciscan Sisters of Chicago. St. Jude House, Inc. is operated solely for the charitable and religious purpose of the Franciscan Sisters of Chicago. The charism of the Franciscan Sisters of Chicago is to devote themselves to the ministry of providing care and housing to the elderly and infirm. In fulfillment of this ministry, St. Jude House, Inc. provides for the spiritual, psychological, social, educational and physical needs of victims of abuse. The shelter is named after St. Jude, the patron saint of those in need of help, particularly at times when hope seems impossible. St. Jude House, Inc. provides services to victims of domestic violence and/or sexual assault and their dependent children free of charge. Shelter and crisis intervention services are available 24 hours a day, 365 days a year. Shelter services include crisis intervention, housing, daily living needs (such as food, toiletries, emergency clothing), support groups, legal advocacy, referrals and linkage to social service agencies and entitlement programs. A client's length of stay depends on a variety of factors, including but not limited to availability of resources and the client's own plan. Education and information about the dynamics and effects of domestic violence are also an integral part of the program. Residents live communally and share in housekeeping and cooking. The children's program, in addition to support groups, offers conflict resolution, financial empowerment, and personal safety information. Both residential and non-residential clients and their children may participate in support groups and one-on-one sessions with the advocates. All services including room and board are provided free of charge. During the fiscal year 2024, St. Jude House completed its twenty-ninth full year of service. During this past fiscal year, St. Jude House has kept the doors open throughout the pandemic. Since 1995, twenty-eight thousand four hundred eighteen (28,418) crisis calls have been logged with One thousand four hundred fifty-five (1,455) in Fiscal Year 2024; also in fiscal year 2024, eight thousand one hundred ninety-five (8,195) nights of shelter were provided. St. Jude House has served over 15,000 clients since opening in 1995.”

“Administrative services - Total Expense: 244813, Program Service Expense: 168385, Management and General Expenses: 37959, Fundraising Expenses: 38469; Purchased services - Total Expense: 100962, Program Service Expense: 69443, Management and General Expenses: 15654, Fundraising Expenses: 15865; Shared management fee - Total Expense: 25000, Program Service Expense: 17196, Management and General Expenses: 3876, Fundraising Expenses: 3928;”

“Other changes in net assets - -5981;”