Jefferson Regional Medical Center Foundation

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

“The bylaws of the organization were most recently amended by the board of directors at its meeting on june 16, 2015. The purpose of the amendments was to create consistency with other changes the board approved, primarily the adoption of a new conflict of interest policy which reflects the organization's primary role in grantmaking. In addition, in the purpose statement of the bylaws, the word "well-being" was substituted for the word "welfare", to reflect an earlier change to the organization's mission statement. Changes were made in the conflict of interest section to match the definitions in a newly adopted conflict of interest policy. These changes added committee members to those covered by the policy, clarified the definition of related party, and noted conflict exists when there is a specific interest or relationship with another health care provider or insurer.”

“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 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 foundation entities, and persons with a significant financial interest or influential interest. Jefferson regional 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 foundation. The governance committee is in place and in its committee charter 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. 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, jefferson regional foundation completed its first full year of grantmaking and hosted its first networking and learning event for the community - see schedule o description for part iii line 4 for further details.”

“(1) during this fiscal year, jefferson regional foundation completed its first full year of grantmaking, with the board approving 27 new grant awards (and two sponsorships) at its december 2014, march 2015 and june 2015 meetings based upon recommendations by the grants committee. The total payout on new grants this fiscal year exceeds $1.1 million. The grants committee first met over the summer of 2014 and developed its committee charter, grant guidelines, grant priorities, application and reporting forms and grant process which were adopted at the board's september 2014 meeting. The foundation hired a program officer to help implement our grantmaking program. Throughout the year, the grants committee met twice during each grant cycle to review and make recommendations on proposal summaries prepared by staff, discuss reports on progress of active grants and discuss briefs developed on the grant priorities. In addition the committee conducted grantee site visits, engaged in training and continued to develop policies and procedures for the grantmaking program. The committee reviewed the distribution of grants by priority and geography. The foundation also purchased grantmaking management software which includes an online portal for grantees to complete letters of intent, grant proposals and progress reports. (2) as a supporting organization of jefferson hospital, the jefferson regional foundation maintains a strong relationship with the hospital through activities and grantmaking. During this fiscal year, the foundation approved a new grant for a wheelchair van ($50,000), released second year funding for a multi-year grant awarded in 2014 which supports a community health coaching partnership with college students (community care network), and served as a presenting sponsor for two jefferson hospital-allegheny health network events, the annual gala ($50,000) and golf outing ($25,000). The foundation has articulated a set of guidelines for its relationship with the hospital, including grantmaking, which has been reviewed with the hospital's leadership team. The jefferson regional foundation also engages with the hospital in many non-grant activities and provides documentation in a comprehensive annual report. In november 2014, the foundation organized a gathering of 16 local agencies for a meeting with the leadership team of the hospital's new women and infants center and to attend the center's open house. During the spring of 2015, the hospital's director of community outreach served on the foundation's forum planning committee, and its chief medical officer served on a panel of key community leaders at the jefferson forum (described below) in june. The foundation leadership meets regularly with hospital leadership and reviews grant and community activities and opportunities for joint projects and priorities. 3) in june 2015, the jefferson regional foundation hosted a daylong networking and learning event for the jefferson community, which attracted 240 participants. The jefferson forum: collaborating for a changing community was highly rated by all participants who represented 130 different organizations, including nonprofit providers, libraries, churches, universities, other foundations, government agencies and eight members of the foundation board of directors. The evaluations indicated that the foundation should continue to host an annual event, and on an ongoing basis serve as an active convener and connector, as well as an information bank of local resources and data. The local health department director served as the keynote speaker, and there was a wealth of information and insights offered by other speakers and key leaders serving as panelists discussing local issues such as suburban poverty, the growing refugee & immigrant community, and opportunities for collaboration. The forum also provided networking opportunities as well as stations at which each participant posted their vision for the community along with identif”