Jefferson Regional Medical Center Foundation

“Board member gary evans is the spouse of board member karen evans.”

“The corporation's bylaws were amended by a board vote with minor changes to provide consistency with other policies. The changes including updating the name of the hospital to its current name, clarifying language regarding representation of highmark directors on committees, creating consistency in the conflict of interest section.”

“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, are the designated administrators 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 its deliberations and actions directly to the board. The review and approval process for the determination of compensation is documented via board and committee minutes.”

“The form 990 is posted on the foundation's website. The foundation also produces an annual report of grant award information which is distributed in print form and is available on the foundation's website. The conflict of interest policy can be made available to the public upon request.”

“Strategic planning & priorities: the jefferson regional foundation is committed to understand evolving and emerging needs in our area in order to most effectively implement our mission. Our ongoing contact with grantees, the jefferson community collaborative (90+ member network) and regular meetings with local leaders and hospital leadership are important continuing sources of insight. During this fiscal year, two new reports yielded important information to guide our priorities. In the fall of 2018, the jefferson hospital community health needs assessment (chna) was published, and the resulting implementation plan includes a number of foundation grants and initiatives. In the spring of 2019, the foundation published results of a weeklong series of 100 community table conversations (around the table south) hosted by the foundation which included significant participation by jefferson hospital. Key areas of concern elicited from these reports included behavioral health and trauma, access to care for health and wellness including transportation, equity, diversity and inclusion, and economic issues including poverty and workforce development. Collaborative meetings, grants committee retreat, board meetings and presentations to hospital managers and other community groups have all provided opportunities to present and discuss this new information. Community report: in the spring of 2019, the foundation also published and broadly distributed a new report to the community: building a foundation of community health and vitality, which captured stories of several grantee programs, as well as descriptions of the jefferson forum, the development of the jefferson community collaborative and around the table south. The report also provides a listing of our grant awards, grant application process, priorities and principles, our board of directors and other information.”