Global Blood Fund

“Form 990, part iii, line 4 gbfs activity remained mission-centric during 2018, but once again broadened and deepened in terms of transaction count, activity type, geographic regions supported and partners engaged. Mexico continued as a strong partner for receiving donated u.s. Equipment and gbf invested in storage facilities in the border town of el paso to facilitate export/import. Expenses and revenues where relevant - are listed against program areas. Non-directed grants are considered general income and are not allocated to specific programs. Note that much of gbfs activity involves facilitating cooperation between developed blood services and other agencies (industry suppliers; professional associations etc.) and those less-developed organizations in need of support. Program expenses therefore do not reflect the full "value added" of the charity's operations, which is a significant multiple of funds expended. For example, bloodmobiles donated through gbf (see below) were assessed at a used value of $100,000 each, but cost less than 10% of this sum to ship to a new home in africa or asia. The return on investment ratio (dollars spent to value-added) in this instance is in excess of 1:10, typically the minimum the charity expects to achieve.”

“Form 990, part iii, line 4d a. Gbf's "open arms" program gives blood centers across the u.s. And in other parts of the world an opportunity to offer their blood donors a charitable alternative to the usual recognition items of printed t-shirts, etc. This program creates a virtuous circle of activity such as improving donor choice, motivating collection staff, saving blood centers money, providing a diversity platform to encourage blood donation from minority communities and providing resources for international development work in an area of interest to all parties. During 2018 the number of blood centers engaged in open arms remained broadly stable as gbf worked to deepen the engagement of existing centers and operationalize declared support, rather than expand the network. B. Economics of the u.s. Blood industry both americas blood centers (abc) and blood centers of america (bca) have submitted requests for ctf to fund a study that builds on prior ctf-dca. It is proposed that researchers produce a paper that examines the financial health of the blood industry as well as current and projected market conditions. Claims of market failure, blood as a public good/public utility, need for government subsidies, etc will be addressed. Alternatives to current contracting methods will be proposed along with assessments of supply and demand, and elasticity of blood product pricing. The paper will be targeted to industry leaders as well as policy makers. The deliverable is white paper intended for publication that addresses the issues described. The final paper should be ready for publication within nine months.”

“Form 990, part iv, line 14a gbf established a u.k. Based office in london where the contract executive director is located. Activities in the london office include grant writing, administration and development of infrastructure to facilitate the transfer of equipment to developing countries.”

“Form 990, part v, line 4a to support the u.k. Office, the company established a banking account to receive donations and pay operating expenses. All transactions into and from the account are controlled by board members of the organization from the u.s.”

“Form 990, part vi, lines 6 and 7a obi holding company is the sole member of gbf and has the authority to appoint board members.”

“Form 990, part vi, line 11b gbf's form 990 is prepared by an independent accounting firm and reviewed internally prior to distributing to the board. Subsequent to review, all updates are incorporated into the form 990 and are provided to board members prior to filing with the irs.”

“Form 990, part vi, line 12c gbf has a conflict of interest policy that establishes guidelines and procedures applicable to transactions or arrangements that might benefit the private interest of an officer or trustee of the organization. Individuals considering a transaction shall appoint a disinterested person to investigate alternatives to the proposed transaction. If a more advantageous transaction or arrangement is not reasonably attainable under the circumstances that would not give rise to a conflict of interest, the board or committee shall determine, by a majority vote of the disinterested trustees, whether the transaction or arrangement is in the best interest of the organization and whether the transaction is fair to the organization. Each trustee, officer, and member of a committee with board delegated powers shall annually sign a statement which affirms that such a person has received a copy of the conflict of interest policy, has read and understands the policy, has agreed to comply with the policy and understands that the organization is a charitable organization and that in order to maintain its federal tax exemption, it must engage primarily in activities which accomplish one or more of its tax-exempt purposes. If the board or the committee has reasonable cause to believe that an interested person has failed to disclose a conflict of interest as required by this policy, the board or committee shall inquire, investigate and take appropriate disciplinary and corrective action, as necessary.”

“Form 990, part vi, lines 15a and 15b the volunteer board members and officers are compensated by a related organization. No part of the related entity compensation is for services rendered to the filing organization. The executive compensation for those individuals is paid by a related organization (oklahoma blood institute -"obi") of gbf's sole corporate member. The obi policy is as follows: as leaders of the state's largest biopharmaceutical organization, a 900-plus staff entity, the roles of ceo and other physicians and executives require a rare blend of astute organizational leadership, vision, fiduciary management, advanced medical specialization and expertise in the unique scientific field of transfusion medicine. Executives have responsibility for fifteen operational facilities across three states and ten major markets in the region and the day-to-day provision of a safe and sufficient blood supply to meet the needs of patients in more than 223 facilities served. The compensation of the ceo is determined by the executive committee of the board of directors comprising community leaders, business executives and physicians with exemplary ethical and fiduciary standards. Ceo compensation is based on comparative salary data from similar health care organizations using irs form 990s and industry salary surveys. Similarly, compensation for executives reporting to the ceo is proposed by the ceo based on comparable national and local salaries for positions and approved by the executive committee. Changes to compensation are reviewed and formally approved annually by the executive committee of the related organization's board of directors. Gbf's contract executive director is an independent contractor. His compensation is reviewed and approved by the board.”

“Form 990, part vi, line 19 the governing documents are made available upon request.”