The Translational Genomics Research Institute

“The sole corporate member of tgen is city of hope.”

“City of hope, as the sole corporate member of tgen, appoints tgen's board of directors.”

“Certain actions may not be undertaken, on behalf of itself for certain affiliates, without the prior written approval of the sole corporate member, city of hope, as specified in the governing documents of tgen, including: borrow or lend money or pledge property as security; fix compensation for directors; change the number of voting directors; assign, transfer, pledge, compromise or release certain claims or debts; commence assignment for the benefit of creditors, petition for reorganization or similar relief or action; acquire, purchase, develop, materially improve, sell, lease, or mortgage corporate real estate; merge, dissolve or sell all or substantially all assets; adopt budgets, strategic plans or material changes to operations; form affiliates or make business investments; adopt, repeal or amend key governing documents; exercise certain governance rights; incur liabilities or contract other than for fair consideration and in the ordinary course of business.”

“There are no committees with the authority to act on behalf of the governing body.”

“The form 990 is prepared by an outside accounting firm based on information provided by the tgen finance department. The form 990 is then reviewed by the finance department, other members of management and the audit and compliance committee of city of hope. The form 990 is posted on the board website for board review prior to filing with the irs.”

“Tgen distributes a conflict of interest questionnaire annually to all director level positions and above, in addition to any officers and key employees designated by the conflict of interest committee. The questionnaires are reviewed by tgen's finance department and the office of research compliance. Those employees with conflicts are further reviewed by the conflict of interest committee to ensure an appropriate plan is set forth. Updates to the list are handled on an as-needed basis, based on contract reviews and employee information.”

“The executive compensation and governance committee of the city of hope board of directors ("committee"), pursuant to a delegation of authority from the city of hope board of directors and the tgen board of directors, is responsible for setting the compensation of the top management official. The directors on this committee are independent and adhere to a strict conflict of interest policy. Deliberation and decision making are substantiated in the minutes of the committee's meetings. The minutes are reviewed and approved at the next meeting of the committee. As part of the deliberation process, the committee receives advice from an independent, third-party compensation consultant with respect to executive compensation, including review of comparable and benchmark data, current compensation philosophy, structure, and administration of the executive compensation programs at city of hope and affiliates. The committee carries out the board of directors' overall responsibilities relating to executive compensation. The executive compensation philosophy is designed to assist in attracting and retaining the caliber of executive leadership required to enable city of hope to achieve the highest levels of community benefit, impact to clinical care, quality research and efficient philanthropic development. Under the aip and lti described in schedule j, a substantial portion of executive compensation is linked directly to performance goals approved in advance. As a result, performance compensation may vary from year to year. Goal setting under the aip is tied to annual performance, including the attainment of specific business objectives for strategic and financial performance as well as non-financial measures such as patient satisfaction and quality of patient care. The lti is designed to drive long-term organizational performance and transformation by aligning executives with the multi year strategic plan and incentivizing them to achieve key organizational and strategic objectives and goals. With three-year vesting periods, the lti also provides a means for retaining key executive talent. The committee conducts annual compensation reviews for the top management official in december.”

“The executive compensation and governance committee of the city of hope board of directors ("committee") pursuant to a delegation of authority from the city of hope board of directors and the tgen board of directors, is responsible for setting the compensation of, or establishing compensation levels for total compensation consistent with city of hope's compensation philosophy, for senior leaders at the senior vice president or equivalent level. The directors on this committee are independent and adhere to a strict conflict of interest policy. Deliberation and decision making are substantiated in the minutes of the committee's meetings. The minutes are reviewed and approved at the next meeting of the committee. As part of the deliberation process, the committee receives advice from an independent, third-party compensation consultant with respect to executive compensation, including review of comparable and benchmark data, current compensation philosophy, structure, and administration of the executive compensation programs at city of hope and affiliates. The committee carries out the board of directors' overall responsibilities relating to executive compensation. The executive compensation philosophy is designed to assist in attracting and retaining the caliber of executive leadership required to enable city of hope to achieve the highest levels of community benefit, impact to clinical care, quality research and efficient philanthropic development. Under the aip and lti described in schedule j, a substantial portion of executive compensation is linked directly to performance goals approved in advance. As a result, performance compensation may vary from year to year. Goal setting under the aip is tied to annual performance, including the attainment of specific business objectives for strategic and financial performance as well as non-financial measures such as patient satisfaction and quality of patient care. The lti is designed to drive long-term organizational performance and transformation by aligning executives with the multi year strategic plan and incentivizing them to achieve key organizational and strategic objectives and goals. With three-year vesting periods, the lti also provides a means for retaining key executive talent. The committee conducts annual compensation reviews in december to set compensation levels, or where the proposed compensation exceeds compensation levels established by the committee, compensation for senior leaders at the senior vice president or equivalent level.”

“Tgen's articles of incorporation are available to the public through the arizona corporation commission. Tgen's audited financial statements and its conflict of interest policies are available by written request made to the cfo and conflict of interest director, respectively. Tgen's bylaws are not made available to the public.”

“The translational genomics research institute (tgen) is a nonprofit biomedical research institute focused on developing earlier and smarter treatments by employing innovative advances arising from the human genome project and applying them to the development of diagnostics, prognostics and therapies for cancer, neurological disorders, diabetes and other complex diseases.”

“Neurogenomics the neurogenomics division research programs span all ages, from developmental disorders early in life, through diseases of adulthood such as neuronal degeneration including als, alzheimer's disease and parkinson's disease as well as stroke and neurotrauma such as from concussion. Our first goal is to improve the ability to diagnose neurological disease before it strikes by understanding the individual genetic and epigenetic variation between individuals. Because these diseases impact so many lives around the world either directly (by having a disease), or indirectly (by caring for a loved one with the disease), the second goal centers on the development of new drug therapies that specifically utilize an individual's genetic background. Over the past 20 years, our investigators have been awarded dozens of large federal and foundation grants, and developed a research clinic focused on directly interacting with the community and patients in the area of precision medicine.”

“Integrated cancer the division of integrated cancer genomics (icg) is utilizing state-of-the-art molecular technologies to uncover the multiple dimensions of molecular changes that occur in cancer, and integrate these datasets to capture a high-resolution image of the tumor molecular landscape. Among icg faculty, the division boasts an amazing array of competencies including genomic profiling using various technologies that include next-generation sequencing including single-cell, epigenetics, neoantigen analysis, cancer cell biology and bioinformatics. Across the various laboratories, we study a multitude of adult and pediatric cancers, trying to understand the events that drive cancer progression from primary to advanced metastatic disease in addition to understanding why and how cancer affects individuals from different ethnicities and ancestral backgrounds. Icg faculty are also involved in applying high-resolution genomic technologies to patient samples in real time, during clinical management, to assist oncologists in making therapeutic recommendations for cancer patients. Icg is directly aiming its efforts to drive earlier diagnostics and smarter treatments towards patients.”

“Pathogen and microbiome the pathogen and microbiome division is focused on developing and translating microbial genomic discoveries into application to advance human health in the areas of clinical medicine, public health and biodefense. The division seeks to advance our understanding of multi-drug resistant infections, develop novel genotyping techniques for genomic epidemiology and microbial forensics, fungal epidemiology and phylogenetics, understand the relationship of microbes to human health and disease, and through the tgen north clia lab offer pcr and serology testing for sars-cov-2. A major emphasis is on adapting and advancing next-generation sequencing tools for infectious disease research and healthcare such as diagnostic tests to characterize and track hospital acquired infections, with an emphasis on antibiotic resistance, allowing physicians to provide personalized therapy and contain outbreaks. Assays have been tailored to many diseases, organisms and sample types, including mrsa, tuberculosis, kleb, e coli and staphylococcus. The division works closely with its sister institute at northern arizona university, the pathogen and microbiome institute, as well as with a number of other collaborators locally, nationally and globally. The division has been instrumental in solving numerous disease outbreaks around the world, has generated multiple inventions and has licensed out intellectual property to governments and biotech companies.”

“The translational genomics research institute (tgen) is a nonprofit biomedical research institute focused on developing earlier and smarter treatments by employing innovative advances arising from the human genome project and applying them to the development of diagnostics, prognostics and therapies for cancer, neurological disorders, diabetes and other complex diseases.”

“Other science, by nature, is an iterative process: a question and answer cycle of refinement and further experimentation in search of medical advances, whether a new diagnostic test or treatment. In this regard, tgen has helped bridge the gap between laboratory discoveries and practical applications in patient care. Our approach has led to significant strides in understanding diseases at the molecular level, paving the way for more precise diagnostic tools and groundbreaking treatments. Today, our capacity to understand and leverage information from the human genome has never been greater. Tgen's ability to bring emerging new methods for interrogating a patient's genome into the clinical care of patients, the revolution in faster and lower-cost ways of cancer detection and the paths that reach the urban, the rural and more diverse populations, has never been greater. The sequence cost per-patient over the past decade has dropped dramatically. This means tgen can sequence more patients, or sequence a patient again, to understand how their disease is progressing. As part of a national health system, this helps drive research discovery, new methods for early detection, and more clinical trials. Sequencing accuracy has also improved dramatically. This increased accuracy means tgen can detect cancer earlier - perhaps in its infancy - which leads to improved screening, post-treatment monitoring and biopsies with a low percentage of tumor present. This also allows us to expand genomic testing into more cancer types.”

“(Expenses $ 37,388,218 including grants of $)(Revenue $ 36,875,856) PLEASE SEE SCHEDULE O”

“CONSORTIUM/CONTRACTUAL - Total Expense: 3088591, Program Service Expense: 3088591, Management and General Expenses: , Fundraising Expenses: ; OUTSIDE RESEARCH SERVICES - Total Expense: 4361778, Program Service Expense: 4112858, Management and General Expenses: 248920, Fundraising Expenses: ; CONSULTING - Total Expense: 1464180, Program Service Expense: 252000, Management and General Expenses: 1212180, Fundraising Expenses: ; TEMPORARY SERVICES - Total Expense: 81770, Program Service Expense: 20250, Management and General Expenses: 61520, Fundraising Expenses: ;”