The Scan Foundation

“The foundation's articles of incorporation provide that amendments to the articles generally may be adopted if approved by the board of directors with a two-thirds majority. However, with respect to any amendments to the purposes clause of the articles, including the requirement that the foundation be organized and operated exclusively to support the scan health plan, the foundation must obtain the written approval of the california department of managed healthcare.”

“The form 990 is prepared by deloitte tax, working in conjunction with the scan foundation executive team and finance/operations leadership. The scan foundation's sr director of operations has direct responsibility for this effort, subject to supervision by the vice president of innovation and investments and the president/ceo of the foundation. After an initial draft of the form 990 is prepared, it is circulated for review and comment by relevant members of the executive team who have responsibility for and/or knowledge regarding the various matters disclosed and/or described in the form. The foundation's general counsel, in particular, reviews the form 990 and ensures accuracy of descriptions and that disclosure is complete. The draft form 990 is reviewed in pertinent part by the compensation committee of the board, and the form 990 is reviewed in its entirety and accepted for filing by the audit committee of the board of directors of the scan foundation. All members of the board of directors receive a copy of the form 990 after it is prepared for filing, prior to filing.”

“The scan foundation regularly and consistently monitors and enforces compliance with its conflict of interest policy through annual circulation of a conflict of interest questionnaire which all members of the board of directors, officers and all members of the staff must complete and sign. The foundation's general counsel assists in monitoring the conflicts of interest questionnaire, and advises regrading adherence to these policies on an ongoing basis.”

“The process for determining the compensation of the president & chief executive officer (ceo) of the scan foundation is conducted by the compensation committee of the board of directors of the scan foundation, all the voting members of which are independent persons. In determining the compensation of the president & ceo, the compensation committee works with and relies upon the counsel and expertise of an outside compensation consultant with well- established experience and expertise in the area of nonprofit organization executive compensation and compliance with the intermediate sanctions requirements applicable to such compensation. The compensation consultant provides an executive compensation report to the compensation committee each year which furnishes the basis for determining the president & ceo's compensation package during the following year. The executive compensation report is based on a review of the executive compensation practices of a variety of organizations considered comparable to the scan foundation based upon certain industry standard metrics. The compensation committee deliberates on the issue of the president & ceo's compensation package in consideration of the executive compensation report. Questions are asked of, and answered by the compensation consultant, regarding such report and other matters relevant to such package. Based on such deliberations, the compensation committee makes a recommendation to the board of directors of the scan foundation regarding the compensation package for the ceo for the following year. The full board of directors of the scan foundation deliberates on and then votes on such recommendation; the president & chief executive officer is recused for the entirety of such deliberations and vote. The minutes of the compensation committee and the board of directors for these meetings are prepared substantially contemporaneously and document such deliberations and decisions. The outside compensation consultant providing the executive compensation report and guidance related to the 2023 salary package was sullivan cotter. The process for determining the compensation of officers or other key employees of the scan foundation is conducted by the human resources department, the chief executive officer and the compensation committee of the board of directors of the scan foundation, all of the voting members of the committee are independent persons. In determining each employee's compensation, the human resources department and compensation committee work with and rely upon the counsel and expertise of an outside compensation consultant with well-established experience and expertise in the area of non-profit organization executive compensation and compliance with the intermediate sanctions requirements applicable to such compensation. The compensation consultant provides an executive compensation report to the human resources department and compensation committee every year which furnishes the basis for the establishment of such employees' compensation package during the following year. The executive compensation report is based on a review of the executive compensation practices of a variety of organizations that are considered comparable to the scan foundation based on various metrics. The president & ceo makes a recommendation to the compensation committee with respect to each of such employees' compensation package in light of the executive compensation report. At the compensation committee meeting addressing such matters, questions are asked of, and answered by the compensation consultant regarding such report and other matters relevant to such package; pursuant to their deliberations, the compensation committee makes (1) a decision regarding the compensation package for such employees for the following year. The minutes of the compensation committee for this meeting are prepared substantially contemporaneously and document such deliberations and decisions. The decisions of the compen”

“The scan foundation governing documents and conflict of interest policy are not made available to the public. The scan foundation makes its form 990, which contains financial information, available for public inspection. The scan foundation's audited financial statements are also made available for public inspection.”

“The following highlighted projects shaped progress in the foundation's strategic objectives in 2023: strategic objective #1. Models of care evolve models of care and financing so that health and aging supports reflect needs and preferences. The foundation's leadership and collaborative partnerships have challenged longstanding myths and marshaled key stakeholders to advance the promise of a coordinated system of person-centered care. Successes addressing care and housing needs of the forgotten middle and near duals the foundation's efforts to advance public awareness and policy change in june 2023, the foundation launched a project with national opinion research center (norc) to further understanding of and develop policy solutions for the "forgotten middle" low- and middle-income seniors who do not qualify for medicaid but have insufficient resources to pay for private care and housing. The new project also explored the "near duals" those just above the threshold of dual eligibility for medicare and medicaid. These individuals have a similar profile to the dually eligible population and need similar support. Because medicaid eligibility varies by state, there is no universal definition for near duals. The project sought to define and achieve consensus on a definition, in order to advance both federal and state policy changes to better support this population. Phase i: disaggregating the forgotten middle the foundation asked norc to disaggregate the data on the forgotten middle in summer 2023. Their analysis reinforced disparities across racial and ethnic groups (particularly black and hispanic older adults) as well as geography. Key findings pointed to widening gaps around home ownership, home equity, financial assets, and marriage rates compared to their white peers. The norc team also produced case studies and research to highlight challenges for those in rural communities. The findings were quickly picked up by u.s. News and mcknights senior living, and we fielded several inquiries from business insider. This data, while sadly unsurprising, provided justification and builds urgency for policy action. The foundation will integrate these findings into a set of national policy options for the forgotten middle and near duals that the foundation and norc will co-publish in mid-2024. Foundation project phase ii: defining parameters of the near duals in q4 2023, norc brought together a group of data advisors to provide insights and feedback on the proposed financial parameters to define the near dual population. Advisors included marc cohen (leadingage ltss center at umass boston), eric roberts (university of pennsylvania), jennifer molinsky (joint center for housing studies, harvard), amber christ (justice in aging), and tim engelhardt (federal coordinated care office). After working with the data advisors and testing various thresholds, the recommended parameters for the near dual population are 88% federal poverty level to 222% federal poverty level with an asset limit of approximately $23,900. This draft definition aimed to capture older adults whose financial resources suggest that one major financial shock, such as the costs associated with a fall and fracture, could bring them to eligibility for medicaid long-term care within one to two years. Public policy lab: accelerating systems change by engaging older americans in qualitative research on health & well-being in 2023, the foundation and public policy lab partnered to form a pool of older adults for ongoing human-centered research, with a particular focus on older adults from low-income and marginalized communities. America's health and aging policies and systems are fragmented and do not adequately reflect the needs and preferences of older adults from our priority populations. This is largely because they are designed from the system perspective rather than that of the consumer. There is a need to understand how consumers interact with health and aging systems and ele”

“- the state's home- and community-based services gap analysis will include key insights from analyses of the multipurpose senior services program (mssp) and community-based adult services (cbas), supported through the mpa fund, to inform future program development and innovation. - cda has undergone a major culture shift from passively processing data to actively seeking and using data to inform mpa policy development, program delivery, and outcomes monitoring. This includes expansion of the data dashboard for aging (dda) to include a total of 72 indicators along with the ability to promote equity through stratification of some indicators by sexual orientation, gender identity, and disability status in addition to race and ethnicity. The dda has become a model for other states developing mpas. Mpa in other states the center for health care strategies (chcs), with support from the foundation and co-funders, continued to lead mpa work in other states across the country. The ten states that were selected to participate in a learning collaborative continued to receive technical assistance, participate in cohort webinars, and small group consultations. Chcs provided ta to vermont on the process for subcommittees to create proposed goals and initiatives for their multisector plan for aging for review and approval by the steering committee. Peer to peer learnings have also been successful, with positive responses from two webinars allowing state teams to learn from guest subject-matter experts and their peers. The final webinar was a chance for the states to share their progress and successes during the period of the learning collaborative. State teams have had very high attendance at the webinars and noted how much they appreciate the time to connect with other states. Small group consultations held on the topics of connecting no-wrong door efforts and the mpa, embedding equity into mpa development, and engaging communities were also well attended and were particularly valuable in their timing for states beginning to publicly share their mpa goals and/or development. National mpa development and support to states the foundation contracted with the long term quality alliance (ltqa) to conduct a landscape analysis to understand existing and potential barriers to development and implementation of national plan on aging. Strategic objective #2. Data equity drive representation in data collection and analysis across the health and social care ecosystem. Our programmatic work in data equity is focused on driving equitable representation and inclusivity of older adults through data and emerging technology. This need is critical as ai continues to dominate global and national conversations, meanwhile ethical and regulatory efforts, especially in healthcare, are not in place to support and protect marginalized populations. Successes during 2023, the foundation partnered with leaders in the data equity space on new programmatic work that investigated, elevated, and began to solve issues related to data equity for the foundation's priority populations. Rockhealth.org in 2023, rockhealth.org began gathering and synthesizing existing information on digital health and health equity innovation trends through an advisory committee, market research, and expert interviews. By the end of 2023, rockhealth.org shared a draft of their report on digital health equity report, which included an older adult-focused spotlight and a call to action for innovators to better tailor innovations to specific needs of those aging in home and community and a community spotlight highlighting the specific needs of older adults. The report, highlighting how marginalized communities stand to benefit from targeted and thoughtful digital health innovation, was finalized and disseminated in 2024 to a broad audience, with the goal of growing awareness and influencing solutions for the foundation's priority populations. Dandelion health in october of 2023, the foundation partn”

“In december 2023, the foundation hosted the first gathering of health equity advisors. Composed of 10 leaders from government, advocacy organizations, industry, and people with lived experience from the community, the he advisors will convene every other month through 2024. This kick-off discussion reviewed 2023 accomplishments and outlined our shared vision for 2024. With strategic guidance from the he advisors the aim is to: - be recognized as "go to" partners for centering equity, community impact, and dei. - show up through traditional media, social media, articles, and briefs to demonstrate our commitment and expertise in areas listed above and showcase compelling stories from our work and partners to change hearts and minds. United for health equity in aging summit on july 19, 2023, the foundation hosted the inaugural united for health equity in aging summit, which engaged individuals working in the aging and disability sectors with advocates contributing to the racial equity and social justice movements. A highlight video from the 2023 summit has been produced. Equity community organizing (eco) groups in december 2023, with the foundation's funding partner, california health care foundation, three organizations were selected to be a part of the eco group network. These include: 1) booker t. Washington community service center to focus on san francisco, 2) healthcare foundation of northern sonoma county to focus on cloverdale, and 3) imperial valley wellness foundation to focus on the salton sea. The foundation also shared that metta fund awarded an additional $150,000 to ensure a fourth eco group could be established. The california black women's health project was selected to focus on los angeles.”

“Bank fees: program service expenses 67. Management and general expenses 17,186. Fundraising expenses 0. Total expenses 17,253. Communications services: program service expenses 334,709. Management and general expenses 47,136. Fundraising expenses 0. Total expenses 381,845. Professional development: program service expenses 1,500. Management and general expenses 34,060. Fundraising expenses 0. Total expenses 35,560. Employee referral: program service expenses 79. Management and general expenses 21. Fundraising expenses 0. Total expenses 100. Program consultant: program service expenses 1,246,012. Management and general expenses 904,453. Fundraising expenses 0. Total expenses 2,150,465. Management recruiting: program service expenses 1,487. Management and general expenses 1,038. Fundraising expenses 0. Total expenses 2,525.”

“Investments program related include both mission impact investments ("miis") and program investments ("pis") mission impact investments are part of the foundation's portfolio of program activities, in addition to grant making and program expenses, with the primary purpose to advance the foundation's mission. Miis are investments in securities of companies that offer products or services that further the foundation's mission while offering a reasonable rate of return commensurate with the risk associated with the investment. While obtaining a market rate of return is a significant objective, it is not the primary objective. These equity investments are recorded at cost and separately from the foundation's primary investments portfolio. Program investments are made in addition to traditional grants and external program expenses.”

“Unexpended grants 160,217.”

“Unexpended portions of grants: the scan foundation keeps track of its grantee's spending to ensure that the dollars are spent towards the intended grant purposes. If a project spends less than the initial grant amount, the scan foundation writes off the remaining amount or the unspent funds are refunded to the scan foundation.”