The Rapides Foundation

“The rapides foundation's trustees are the members of the organization.”

“The rapides foundation's trustees, who are the members of the organization, hold an annual meeting each december to elect new members of the organization. Each trustee, or member, is elected for a term of three years and may be re-elected for one additional term.”

“A final copy of the form 990 is furnished to the audit committee of the rapides foundation board (trf) for review and approval, and a meeting is held to discuss the form 990 in detail. The meeting is attended by staff that assisted in compiling the form, as well as, representatives of the external accounting firm who compiled the form. All trf board members receive the final form 990 copy when it is sent to the audit committee, and all board members are invited to attend the audit committee meeting to review the form in detail.”

“The rapides foundation has both a "staff code of ethics and conduct and a "trustee code of ethics and conduct," both of which define and describe actions to be taken in the event of conflicts of interest. The "staff code of ethics and conduct" is monitored and enforced through organizational procedures, controls and daily supervision of employees by the next level of management. The "trustee code of ethics and conduct" is monitored at each trustee board and committee meeting, because the first agenda item is one in which the meeting chairman asks trustees to disclose any potential conflicts with listed agenda items. A trustee that has a potential conflict of interest with a matter that comes before the board or committee is required to leave the room before the matter is discussed, and a majority vote of the remaining disinterested board trustees determine whether a conflict actually exists. If a conflict is determined to exist, then the conflicted trustee is not allowed to be present during board discussion nor vote on the issue creating the conflict. Each year, trustees and key employees are required to complete a conflict of interest questionnaire to disclose business and personal relationships that could be potential conflicts of interest.”

“The rapides foundation board compensation committee, which is composed of the independent members of its executive committee, periodically engages a third-party compensation consultant to provide market information concerning pay and benefits and make compensation structure recommendations for all organization positions. The consultant is provided with job descriptions for all job positions. The consultant then compares those jobs with similar positions at similar types and sizes of organizations. The consultant meets with the compensation committee and provides the comparison data, along with their recommendations for pay ranges for each position (minimum, midpoint, maximum). Recommendations are based upon market averages of similar types and sizes of organizations. In interim years, increases in pay ranges are recommended to the board by management based on survey information of similar organizations. The ceo recommends the pay of those employees reporting directly to him and a salary budget for the remaining employees of the rapides foundation and its supporting organizations to the compensation committee for approval. The compensation committee independently discusses its recommendations for ceo pay.”

“The rapides foundation mission, philanthropic objectives, guiding organizational objectives, staff code of ethics and conduct, trustee code of ethics and conduct, and annual report (including financial statements) are all available on the organization's website at www.rapidesfoundation.org.”

“The mission of the rapides foundation (trf) is to improve the health status of central louisiana. Trf is a member of rapides healthcare system llc, which owns and operates rapides regional medical center, a 328-bed hospital in alexandria. Additionally, trf provides funding for projects which effectively address the following philanthropic objectives: *healthy people - to improve access to healthcare and promote healthy behaviors *education - to increase the level of educational attainment and achievement as the primary path to improved economic, social and health status. *healthy communities - to improve economic opportunity and family income; and enhance civic and community opportunities for more effective leaders and organizations.”

“The rapides foundation's goals for its education work are: 6-10 year impacts: *increase graduation rates from 73% in 2012 to 86% by 2023. (18% improvement) *increase percentage of adults 25 years and older with post-secondary degrees from 2-year and 4-year institutes from 21% in 2012 to 26% in 2023. (24% improvement) 3-5 year long-term outcomes: *increase the percentage of 3-8 grade students at grade level or above from 68.8% in 2012 to 75% in 2018. (9% improvement) *increase percentage of 3-8 grade students above grade level from 23.6% in 2014 to 27.6% in 2018. (17% improvement) *increase average act score from 18.7 in 2013 to 19.2 in 2018. (2.7% improvement) *increase the percentage of graduates enrolled in 2-year and 4-year colleges as first-time freshmen in the first fall following high school graduation from 50% in 2012 to 55% in 2018. (10% improvement) *increase the percentage of students ready for kindergarten from 53% in fall of 2012 to 65% in fall of 2018. (23% improvement)”

“The rapides foundation's goals for healthy people are: 10-year impacts (2012-2023): *reduce all-cause mortality from 929.7 per 100,000 to 757.2. (19% improvement) *reduce heart disease mortality rates from 246.6 per 100,000 to 158.9. (36% improvement) *reduce cancer mortality rates from 203.6 per 100,000 to 169.0. (17% improvement) *reduce diabetes mortality rates from 24.0 per 100,000 to 20.5. (15% improvement) *decrease smoking rates in youth from 23.9% in 2013 to 17%. (29% improvement) *decrease smoking rates in adults from 23.0% in 2013 to 20%. (13% improvement) *decrease alcohol use in youth from 40.8% to 36.7% by 2013. (10% improvement) *decrease drug-induced deaths in adults from 12.3 to 11.3 per 100,000 by 2023. (8% improvement) *decrease percentage of households with children with a smoker from 17% in 2013 to 15%. (12% improvement) *decrease the percentage of adults overweight from 73% in 2013 to 67%. (8% improvement) *decrease the percentage of adolescents (9-12 graders) overweight from 34.5% in 2013 to 31%. (10% improvement) 5-year long-term outcomes (2018): *reduce the average number of days in the past month when physical health was not good from 5 to 3.6 days. (28% improvement) *reduce the average number of days in the past month when mental health was not good from 4.3 to 3.0 days. (30% improvement) *increase number of adults in central louisiana reporting good or better overall health from 77.7% to 80%. (3% improvement) *maintain level of 9.8% adults diagnosed with heart disease. *maintain level of 6.7% of adults diagnosed with cancer. *maintain level of 14.1% of adults diagnosed with diabetes. *decrease percentage of adolescents initiating cigarette use before age 13 from 16.2% in 2013 to 11%. (32% improvement) *decrease percentage of adolescents who ever smoked from 47.3% in 2013 to 38%. (20% improvement) *increase percentage of adolescents who attempted to quit from 58.5% in 2013 to 64%. (9% improvement) *decrease percentage of adolescents who ever drank alcohol from 67.5% to 59.4%. (12% improvement) *decrease percentage of adolescents who ever used marijuana from 31.9% to 30.3%. (5% improvement) *decrease percentage of adolescents who ever used drugs from 45.4% to 40.9%. (10% improvement) *increase percentage of adults who attempted to quit in last 12 months from 54.9% to 60%. (9% improvement) *increase the percentage of adults at healthy weight from 26% in 2013 to 27%. (4% improvement) *increase the percentage of adults meeting recommended physical activity guidelines from 45.7% in 2013 to 48%. (5% improvement) *increase the percentage of adolescents meeting recommended physical activity guidelines from 26.4% in 2013 to 28%. (6% improvement) *increase the percentage of adults consuming 5 or more servings of fruits or vegetables daily from 34.9% in 2013 to 38.5%. (10% improvement) *increase the percentage of adolescents consuming 3 or more fruits daily from 16.5% in 2013 to 19%. (15% improvement) *increase the percentage of adolescents consuming 3 or more vegetables daily from 13% in 2013 to 15%. (15% improvement) 1-3 year long-term outcomes (2016): *decrease percentage of adults going to emergency room more than once in past year from 12.2 % in 2013 to 10.0%. (18% improvement) *increase percentage of adults with a primary source of healthcare from 73.8% in 2013 to 77% in 2016. (4% improvement) *increase the percentage of women age 40 and older who have had a mammogram in the past two years from 71.9% to 76%. (6% improvement) *increase the percentage of women age 21-65 who have had a pap smear in the past 3 years from 78.5% to 82%. (4% improvement) *increase the percentage of adults age 50-75 who have had colorectal screening within recommended timeline from 67.7% to 71%. (5% improvement)”

“The process has not changed from the prior year.”