Jefferson Regional Medical Center Foundation

“Directors aaron billger, gregory devine, evan frazier, and daniel onorato have a business relationship.”

“The board of directors approved several amendments to its bylaws at its june 2014 board meeting. The amendments created two new standing committees: grants and governance. The investment committee's functions were expanded to include oversight of financial and audit responsibilities and its name was changed to finance committee to better reflect its role. The executive committee was expanded to include the chairs of each standing committee and it was designated to provide oversight of personnel matters. Membership and voting across committees was clarified. The board also adopted a separate board participation policy to govern attendance.”

“The final version of the 990 is provided to board members for review. Information and items can be clarified and confirmed with executive management and other members of the board. Corrections and clarifications are submitted or suggested prior to the filing of the return.”

“Periodic reviews are conducted and may include assistance from outside advisors to ensure jefferson regional medical center foundation is operating in a manner consistent with its charitable purpose and does not engage in activities that could jeopardize its tax exempt status. A disclosure procedure outlined in the conflict of interest policy includes submission of the annual disclosure statement as well as letters, memos or other disclosures to the board. This procedure is monitored by other members of the board as well as legal counsel. The scope of coverage for the conflict of interest policy is directed towards "potentially interested parties" including, but not limited to: directors, officers, key employees, members of a committee with board delegated powers, persons who have authority to enter into contracts or agreements, persons with access to restricted, sensitive or confidential information which could be valuable to non-jefferson regional medical center foundation entities, and persons with a significant financial interest or influential interest. Jefferson regional medical center foundation president and chief operating officer, by authority of the board, is the designated administrator for interpretation and implementation of this policy and all procedures relating to it. Failure to comply with this policy may include a determination for the potentially interested party to sever all ties with jefferson regional medical center foundtion. The governance committee was formed this year and has additional oversight to develop and update conflict of interest and ethical guidelines for the board, provide board education on these matters and make recommendations regarding updates or implementation.”

“The executive committee of the board provides oversight of the compensation process as it is designated to serve as personnel committee. The committee is led in personnel functions by the president of the foundation, who is an unpaid volunteer. As part of its engagement with the foundation, an outside consulting firm, which specializes in nonprofit talent management, provided comparable compensation information for the foundation's key compensated positions, including the executive director and program officer. Two primary sources were used to develop benchmark information: a grantmakers salary and benefit survey compiled by the council on foundations and a regional nonprofit survey published by the united way in collaboration with a local university's nonprofit management program. This information provided detail on salary ranges relative to the asset size of similar organizations. The executive committee reviewed all of this information in determining compensation, made its determinations and fully reported directly its deliberations and actions to the board. The review and approval process for the determination of compensation is documented via board and committee minutes.”

“The organization makes its governing documents, conflict of interest policy, and financial statements available to the public upon request.”

“During this fiscal year, the foundation was engaged in the start-up of a new grantmaking program. The foundation hired an executive director, an executive assistant and developed a program officer role to be staffed. The foundation developed a process to engage with the hospital on a continual process by identifying a hospital liaison. The board and staff engaged a consultant to guide them in a strategic planning process. The president and ceo of the hospital was fully engaged in this process as a member of the board. In addition to using core information from the 2012 jefferson hospital community health needs assessment, the foundation developed supplemental community information through interviews with key informants, focus groups and the review of recent reports. During a retreat, the board heard from a panel of local foundation leaders who advised about engaging in effective grantmaking, and reviewed the results of the community assessment. This information was used during the year to develop the foundation's initial principles and grantmaking priorities, which were adopted by the board in september 2014. These priorities reflect the expanded mission of the hospital. For example, the priority on child and family outcomes aligns closely with the hospital's establishment of a new obstetrics unit in the community as well as increased pediatric services. The grantmaking priorities are listed below: strategic priorities the jefferson regional foundation has used the jefferson hospital community health needs assessment as an important source of community information to identify grantmaking priorities (link to other assessment and/or site on website for reports). The foundation intends to engage with jefferson hospital and community partners in an ongoing assessment and review of community needs. This will result in the evolution of grantmaking priorities over time. The foundation has identified three priority areas for its initial grantmaking which are described below. Increasing health access & prevention: - reduce barriers to accessing health and human services such as those related to information, insurance, and transportation - develop prevention, awareness or improved integration of mental health and substance abuse - promote food security, nutrition and physical activity for better health and quality of life - foster community-based prevention and education programs which improve quality of life or health status - support community and domestic violence prevention programs improving child and family outcomes: - enable high-quality maternal and infant services to promote parent engagement and strong child development - increase access to high-quality early childhood centers across the region - support high-quality afterschool and summer programming across the region which enhances safety, academic performance, and life skills strengthening vulnerable populations & communities: - low-income residents or households across the jefferson region - refugee, immigrant and international populations - supporting the transitions of recent military veterans - improve access to information and independence of older adults and their caregivers - capacity-building of community organizations for local impact - strengthening and developing community leadership across the jefferson region”