Attach to Form 990 or Form 990-EZ.
Go to
www.irs.gov/Form990 for instructions and the latest information.
| (i) Name of supported organization | (ii) EIN | (iii) Type of organization (described on lines 1- 10 above (see instructions)) | (iv) Is the organization listed in your governing document? | (v) Amount of monetary support (see instructions) | (vi) Amount of other support (see instructions) | |
|---|---|---|---|---|---|---|
| Yes | No | |||||
| (A)
SCAN HEALTH PLAN |
953858259 | 10 | Yes | 0 | 0 | |
|
Total 1
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0 | 0 | ||||
Calendar year
(or fiscal year beginning in)
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(a) 2019 | (b) 2020 | (c) 2021 | (d) 2022 | (e) 2023 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grant.") .. | ||||||
| 2 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf .... | ||||||
| 3 | The value of services or facilities furnished by a governmental unit to the organization without charge.. | ||||||
| 4 | Total. Add lines 1 through 3 | ||||||
| 5 | The portion of total contributions by each person (other than a governmental unit or publicly supported organization) included on line 1 that exceeds 2% of the amount shown on line 11, column (f) .. | ||||||
| 6 | Public support. Subtract line 5 from line 4. | ||||||
Calendar year
(or fiscal year beginning in)
![]() |
(a) 2019 | (b) 2020 | (c) 2021 | (d) 2022 | (e) 2023 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 7 | Amounts from line 4.. | ||||||
| 8 | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources... | ||||||
| 9 | Net income from unrelated business activities, whether or not the business is regularly carried on.. | ||||||
| 10 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.).. | ||||||
| 11 | Total support. Add lines 7 through 10 | ||||||
Calendar year (or fiscal
year beginning in) ![]() |
(a) 2019 | (b) 2020 | (c) 2021 | (d) 2022 | (e) 2023 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grants.") . | ||||||
| 2 | Gross receipts from admissions, merchandise sold or services performed, or facilities furnished in any activity that is related to the organization's tax-exempt purpose | ||||||
| 3 | Gross receipts from activities that are not an unrelated trade or business under section 513 ..... | ||||||
| 4 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf... | ||||||
| 5 | The value of services or facilities furnished by a governmental unit to the organization without charge | ||||||
| 6 | Total. Add lines 1 through 5 | ||||||
| 7a | Amounts included on lines 1, 2, and 3 received from disqualified persons | ||||||
| b | Amounts included on lines 2 and 3 received from other than disqualified persons that exceed the greater of $5,000 or 1% of the amount on line 13 for the year. | ||||||
| c | Add lines 7a and 7b.. | ||||||
| 8 | Public support. (Subtract line 7c from line 6.) | ||||||
Calendar year
(or fiscal year beginning in)
![]() |
(a) 2019 | (b) 2020 | (c) 2021 | (d) 2022 | (e) 2023 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 9 | Amounts from line 6... | ||||||
| 10a | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources.. | ||||||
| b | Unrelated business taxable income (less section 511 taxes) from businesses acquired after June 30, 1975. | ||||||
| c | Add lines 10a and 10b. | ||||||
| 11 | Net income from unrelated business activities not included on line 10b, whether or not the business is regularly carried on. | ||||||
| 12 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.) .. | ||||||
| 13 | Total support. (Add lines 9, 10c, 11, and 12.).. | ||||||
| Section A - Adjusted Net Income | (A) Prior Year |
(B) Current Year (optional) |
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| 1 | Net short-term capital gain | 1 | ||||
| 2 | Recoveries of prior-year distributions | 2 | ||||
| 3 | Other gross income (see instructions) | 3 | ||||
| 4 | Add lines 1 through 3 | 4 | ||||
| 5 | Depreciation and depletion | 5 | ||||
| 6 | Portion of operating expenses paid or incurred for production or collection of gross income or for management, conservation, or maintenance of property held for production of income (see instructions) | 6 | ||||
| 7 | Other expenses (see instructions) | 7 | ||||
| 8 | Adjusted Net Income (subtract lines 5, 6 and 7 from line 4) | 8 | ||||
| Section B - Minimum Asset Amount | (A) Prior Year |
(B) Current Year (optional) |
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| 1 | Aggregate fair market value of all non-exempt-use assets (see instructions for short tax year or assets held for part of year): | 1 | ||||
| a | Average monthly value of securities | 1a | ||||
| b | Average monthly cash balances | 1b | ||||
| c | Fair market value of other non-exempt-use assets | 1c | ||||
| d | Total (add lines 1a, 1b, and 1c) | 1d | ||||
| e |
Discount claimed for blockage or other factors (explain in detail in Part VI): |
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| 2 | Acquisition indebtedness applicable to non-exempt use assets | 2 | ||||
| 3 | Subtract line 2 from line 1d | 3 | ||||
| 4 | Cash deemed held for exempt use. Enter 0.015 of line 3 (for greater amount, see instructions). | 4 | ||||
| 5 | Net value of non-exempt-use assets (subtract line 4 from line 3) | 5 | ||||
| 6 | Multiply line 5 by 0.035 | 6 | ||||
| 7 | Recoveries of prior-year distributions | 7 | ||||
| 8 | Minimum Asset Amount (add line 7 to line 6) | 8 | ||||
| Section C - Distributable Amount | Current Year | |||||
| 1 | Adjusted net income for prior year (from Section A, line 8, Column A) | 1 | ||||
| 2 | Enter 85% of line 1 | 2 | ||||
| 3 | Minimum asset amount for prior year (from Section B, line 8, Column A) | 3 | ||||
| 4 | Enter greater of line 2 or line 3 | 4 | ||||
| 5 | Income tax imposed in prior year | 5 | ||||
| 6 | Distributable Amount. Subtract line 5 from line 4, unless subject to emergency temporary reduction (see instructions) | 6 | ||||
| Section D - Distributions | Current Year | |
|---|---|---|
| 1 Amounts paid to supported organizations to accomplish exempt purposes | 1 | |
|
2
Amounts paid to perform activity that directly furthers exempt purposes of supported organizations, in excess of income from activity |
2 | |
| 3 Administrative expenses paid to accomplish exempt purposes of supported organizations | 3 | |
| 4 Amounts paid to acquire exempt-use assets | 4 | |
| 5 Qualified set-aside amounts (prior IRS approval required - provide details in Part VI) | 5 | |
| 6 Other distributions (describe in Part VI). See instructions | 6 | |
| 7Total annual distributions. Add lines 1 through 6. | 7 | |
|
8
Distributions to attentive supported organizations to which the organization is responsive (provide details in Part VI). See instructions |
8 | |
| 9 Distributable amount for 2023 from Section C, line 6 | 9 | |
| 10 Line 8 amount divided by Line 9 amount | 10 | |
| Section E - Distribution Allocations (see instructions) |
(i) Excess Distributions |
(ii) Underdistributions Pre-2023 |
(iii) Distributable Amount for 2023 |
|
|---|---|---|---|---|
| 1 Distributable amount for 2023 from Section C, line 6 | ||||
|
2
Underdistributions, if any, for years prior to 2023 (reasonable cause required-- explain in Part VI).
See instructions. |
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| 3 Excess distributions carryover, if any, to 2023: | ||||
| a From 2018....... | ||||
| b From 2019....... | ||||
| c From 2020....... | ||||
| d From 2021....... | ||||
| e From 2022....... | ||||
| fTotal of lines 3a through e | ||||
| g Applied to underdistributions of prior years | ||||
| h Applied to 2023 distributable amount | ||||
|
i
Carryover from 2018 not applied (see instructions) |
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| j Remainder. Subtract lines 3g, 3h, and 3i from line 3f. | ||||
| 4Distributions for 2023 from Section D, line 7: | ||||
| $ | ||||
| a Applied to underdistributions of prior years | ||||
| b Applied to 2023 distributable amount | ||||
| c Remainder. Subtract lines 4a and 4b from line 4. | ||||
|
5
Remaining underdistributions for years prior to 2023, if any. Subtract lines 3g and 4a from line 2. If the amount is greater than zero, explain in Part VI. See instructions. |
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6
Remaining underdistributions for 2023. Subtract lines 3h and 4b from line 1. If the amount is greater than zero, explain in Part VI. See instructions. |
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7 Excess distributions carryover to 2024. Add lines 3j and 4c. |
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| 8 Breakdown of line 7: | ||||
| a Excess from 2019..... | ||||
| b Excess from 2020..... | ||||
| c Excess from 2021..... | ||||
| d Excess from 2022..... | ||||
| e Excess from 2023..... | ||||
| Facts And Circumstances Test |
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| Return Reference | Explanation |
|---|---|
| SCHEDULE A, PART IV, SECTION A, LINE 6: | THE FOUNDATION SUPPORTS OR BENEFITS, PERFORMS THE FUNCTIONS OF, AND/OR CARRIES OUT THE PURPOSES OF SCAN HEALTH PLAN BY, AMONG OTHER THINGS, PROVIDING GRANTS AND ASSISTANCE TO 501(C), GOVERNMENT AND OTHER ORGANIZATIONS THAT ENGAGE IN ACTIVITIES THAT ARE CONSISTENT WITH AND COMPLEMENTARY TO, AND THAT FURTHER THE CHARITABLE PURPOSES OF SCAN HEALTH PLAN. THE FOUNDATION'S GRANTMAKING ACTIVITIES ARE DONE IN CONSULTATION WITH THE SCAN HEALTH PLAN. THE FOUNDATION'S CEO IS IN FREQUENT CONTACT WITH THE SCAN HEALTH PLAN'S CEO, AND THE FOUNDATION'S CEO ATTENDS THE SCAN HEALTH PLAN'S BOARD OF DIRECTORS MEETING AT LEAST ONCE A YEAR TO REPORT ON THE FOUNDATION'S ACTIVITIES AND TO RECEIVE FEEDBACK FROM THE SCAN HEALTH PLAN'S BOARD. MOREOVER, THE SCAN HEALTH PLAN'S BOARD CHAIR IS AN EX OFFICIO VOTING MEMBER OF THE FOUNDATION'S BOARD, AND MEMBERS OF THE SCAN HEALTH PLAN'S BOARD COMPRISE A MAJORITY OF THE FOUNDATION'S BOARD. |
| SCHEDULE A, PART IV, SECTION C, LINE 1: | AS REQUIRED BY THE FOUNDATION'S BYLAWS, A MAJORITY OF THE FOUNDATION'S BOARD (SIX OUT OF ELEVEN) IS COMPRISED OF SCAN HEALTH PLAN BOARD MEMBERS. THROUGH 2022, THOSE SAME INDIVIDUALS CONSTITUTED A MAJORITY OF THE SCAN HEALTH PLAN BOARD AS WELL. BEGINNING IN JANUARY 2023, HOWEVER, THE SCAN HEALTH PLAN ADDED TWO NEW MEMBERS TO ITS BOARD. AS A RESULT, THE SIX FOUNDATION DIRECTORS NO LONGER CONSTITUTE A MAJORITY OF THE SCAN HEALTH PLAN'S BOARD. NEVERTHELESS, THE FOUNDATION CONTINUES TO HAVE SIGNIFICANT REPRESENTATION ON THE SCAN HEALTH PLAN BOARD GIVEN THAT SIX OUT OF THE THIRTEEN SCAN HEALTH PLAN DIRECTORS ARE ALSO DIRECTORS OF THE FOUNDATION. MOREOVER, THE SCAN HEALTH PLAN INTENDS TO RETURN TO AN ELEVEN MEMBER BOARD IN 2025, THUS ENSURING THAT THE SAME SIX INDIVIDUALS WILL ONCE AGAIN CONSTITUTE A MAJORITY OF BOTH BOARDS. ADDITIONAL FACTS AND CIRCUMSTANCES SHOW THAT THE TWO ORGANIZATIONS WERE EFFECTIVELY CONTROLLED OR MANAGED BY THE SAME PERSONS DURING 2023. THEY INCLUDE THE FOLLOWING: 1. THE SCAN HEALTH PLAN IS THE FOUNDATION'S SOLE SUPPORTED ORGANIZATION. AS A RESULT, THERE IS A STRONG CONTROL OR MANAGEMENT RELATIONSHIP BETWEEN THE TWO ORGANIZATIONS. CONTROL OR MANAGEMENT IS NOT DISPERSED AS WOULD BE THE CASE IF THERE WERE MULTIPLE SUPPORTED ORGANIZATIONS. 2. THERE IS A CLOSE HISTORICAL RELATIONSHIP BETWEEN THE ORGANIZATIONS. THE FOUNDATION WAS ESTABLISHED BY THE SCAN HEALTH PLAN IN 2007 WITH A CONTRIBUTION OF APPROXIMATELY $200,000,000, AND THE TWO ORGANIZATIONS HAVE MAINTAINED A CLOSE RELATIONSHIP THROUGHOUT THE ENTIRE LIFE OF THE FOUNDATION. 3. THERE IS OVERLAP IN THE LEADERSHIP OF THE TWO BOARDS. THE SCAN HEALTH PLAN'S BOARD CHAIR IS ALWAYS A MEMBER OF THE FOUNDATION'S BOARD, AND FOUNDATION'S BOARD CHAIR (EFFECTIVE JANUARY 1, 2024) AND TREASURER CURRENTLY SERVE AS MEMBERS OF THE SCAN HEALTH PLAN'S BOARD. THE CEOS AND OTHER SENIOR STAFF OF THE TWO ORGANIZATIONS FREQUENTLY INTERACT WITH EACH OTHER, AND THE CEO OF THE FOUNDATION ATTENDS AT LEAST ONE MEETING OF THE SCAN HEALTH PLAN'S BOARD EACH YEAR TO REPORT ON THE FOUNDATION'S ACTIVITIES. 4. OTHER FACTORS THAT EVIDENCE A STRONG INTEGRATION OF THE TWO ORGANIZATIONS INCLUDE THE FOLLOWING: -THE TWO ARE HOUSED IN THE SAME BUILDING. -THE SCAN HEALTH PLAN PROVIDES SUPPORT TO THE FOUNDATION IN THE AREAS OF FINANCE (INCLUDING INTERNAL AUDIT), HUMAN RESOURCES AND INFORMATION TECHNOLOGY. -FOUNDATION EMPLOYEES ARE INCLUDED IN THE SCAN HEALTH PLAN'S RETIREMENT, HEALTH AND DISABILITY INSURANCE PLANS. -THE TWO ORGANIZATIONS USE THE SAME FINANCIAL AUDITOR AND TAX RETURN PREPARER. THE ORGANIZATIONS' AUDITED FINANCIAL STATEMENTS ARE CONSOLIDATED. -THE GOVERNANCE COMMITTEES OF THE TWO ORGANIZATIONS HAVE AT LEAST ONE JOINT COMMITTEE MEETING PER YEAR TO DETERMINE CANDIDATES FOR MEMBERSHIP ON THE FOUNDATION'S BOARD. |
| Software ID: | |
| Software Version: |
| Return Reference | Explanation |
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| FORM 990, PART III, LINE 4A, DESCRIPTION OF PROGRAM SERVICE: | THE FOLLOWING HIGHLIGHTED PROJECTS SHAPED PROGRESS IN THE FOUNDATION'S STRATEGIC OBJECTIVES IN 2023: STRATEGIC OBJECTIVE #1. MODELS OF CARE EVOLVE MODELS OF CARE AND FINANCING SO THAT HEALTH AND AGING SUPPORTS REFLECT NEEDS AND PREFERENCES. THE FOUNDATION'S LEADERSHIP AND COLLABORATIVE PARTNERSHIPS HAVE CHALLENGED LONGSTANDING MYTHS AND MARSHALED KEY STAKEHOLDERS TO ADVANCE THE PROMISE OF A COORDINATED SYSTEM OF PERSON-CENTERED CARE. SUCCESSES ADDRESSING CARE AND HOUSING NEEDS OF THE FORGOTTEN MIDDLE AND NEAR DUALS THE FOUNDATION'S EFFORTS TO ADVANCE PUBLIC AWARENESS AND POLICY CHANGE IN JUNE 2023, THE FOUNDATION LAUNCHED A PROJECT WITH NATIONAL OPINION RESEARCH CENTER (NORC) TO FURTHER UNDERSTANDING OF AND DEVELOP POLICY SOLUTIONS FOR THE "FORGOTTEN MIDDLE" LOW- AND MIDDLE-INCOME SENIORS WHO DO NOT QUALIFY FOR MEDICAID BUT HAVE INSUFFICIENT RESOURCES TO PAY FOR PRIVATE CARE AND HOUSING. THE NEW PROJECT ALSO EXPLORED THE "NEAR DUALS" THOSE JUST ABOVE THE THRESHOLD OF DUAL ELIGIBILITY FOR MEDICARE AND MEDICAID. THESE INDIVIDUALS HAVE A SIMILAR PROFILE TO THE DUALLY ELIGIBLE POPULATION AND NEED SIMILAR SUPPORT. BECAUSE MEDICAID ELIGIBILITY VARIES BY STATE, THERE IS NO UNIVERSAL DEFINITION FOR NEAR DUALS. THE PROJECT SOUGHT TO DEFINE AND ACHIEVE CONSENSUS ON A DEFINITION, IN ORDER TO ADVANCE BOTH FEDERAL AND STATE POLICY CHANGES TO BETTER SUPPORT THIS POPULATION. PHASE I: DISAGGREGATING THE FORGOTTEN MIDDLE THE FOUNDATION ASKED NORC TO DISAGGREGATE THE DATA ON THE FORGOTTEN MIDDLE IN SUMMER 2023. THEIR ANALYSIS REINFORCED DISPARITIES ACROSS RACIAL AND ETHNIC GROUPS (PARTICULARLY BLACK AND HISPANIC OLDER ADULTS) AS WELL AS GEOGRAPHY. KEY FINDINGS POINTED TO WIDENING GAPS AROUND HOME OWNERSHIP, HOME EQUITY, FINANCIAL ASSETS, AND MARRIAGE RATES COMPARED TO THEIR WHITE PEERS. THE NORC TEAM ALSO PRODUCED CASE STUDIES AND RESEARCH TO HIGHLIGHT CHALLENGES FOR THOSE IN RURAL COMMUNITIES. THE FINDINGS WERE QUICKLY PICKED UP BY U.S. NEWS AND MCKNIGHTS SENIOR LIVING, AND WE FIELDED SEVERAL INQUIRIES FROM BUSINESS INSIDER. THIS DATA, WHILE SADLY UNSURPRISING, PROVIDED JUSTIFICATION AND BUILDS URGENCY FOR POLICY ACTION. THE FOUNDATION WILL INTEGRATE THESE FINDINGS INTO A SET OF NATIONAL POLICY OPTIONS FOR THE FORGOTTEN MIDDLE AND NEAR DUALS THAT THE FOUNDATION AND NORC WILL CO-PUBLISH IN MID-2024. FOUNDATION PROJECT PHASE II: DEFINING PARAMETERS OF THE NEAR DUALS IN Q4 2023, NORC BROUGHT TOGETHER A GROUP OF DATA ADVISORS TO PROVIDE INSIGHTS AND FEEDBACK ON THE PROPOSED FINANCIAL PARAMETERS TO DEFINE THE NEAR DUAL POPULATION. ADVISORS INCLUDED MARC COHEN (LEADINGAGE LTSS CENTER AT UMASS BOSTON), ERIC ROBERTS (UNIVERSITY OF PENNSYLVANIA), JENNIFER MOLINSKY (JOINT CENTER FOR HOUSING STUDIES, HARVARD), AMBER CHRIST (JUSTICE IN AGING), AND TIM ENGELHARDT (FEDERAL COORDINATED CARE OFFICE). AFTER WORKING WITH THE DATA ADVISORS AND TESTING VARIOUS THRESHOLDS, THE RECOMMENDED PARAMETERS FOR THE NEAR DUAL POPULATION ARE 88% FEDERAL POVERTY LEVEL TO 222% FEDERAL POVERTY LEVEL WITH AN ASSET LIMIT OF APPROXIMATELY $23,900. THIS DRAFT DEFINITION AIMED TO CAPTURE OLDER ADULTS WHOSE FINANCIAL RESOURCES SUGGEST THAT ONE MAJOR FINANCIAL SHOCK, SUCH AS THE COSTS ASSOCIATED WITH A FALL AND FRACTURE, COULD BRING THEM TO ELIGIBILITY FOR MEDICAID LONG-TERM CARE WITHIN ONE TO TWO YEARS. PUBLIC POLICY LAB: ACCELERATING SYSTEMS CHANGE BY ENGAGING OLDER AMERICANS IN QUALITATIVE RESEARCH ON HEALTH & WELL-BEING IN 2023, THE FOUNDATION AND PUBLIC POLICY LAB PARTNERED TO FORM A POOL OF OLDER ADULTS FOR ONGOING HUMAN-CENTERED RESEARCH, WITH A PARTICULAR FOCUS ON OLDER ADULTS FROM LOW-INCOME AND MARGINALIZED COMMUNITIES. AMERICA'S HEALTH AND AGING POLICIES AND SYSTEMS ARE FRAGMENTED AND DO NOT ADEQUATELY REFLECT THE NEEDS AND PREFERENCES OF OLDER ADULTS FROM OUR PRIORITY POPULATIONS. THIS IS LARGELY BECAUSE THEY ARE DESIGNED FROM THE SYSTEM PERSPECTIVE RATHER THAN THAT OF THE CONSUMER. THERE IS A NEED TO UNDERSTAND HOW CONSUMERS INTERACT WITH HEALTH AND AGING SYSTEMS AND ELEVATE WHAT THEY WANT IF GOVERNMENT POLICIES AND HEALTH CARE DELIVERY SYSTEMS ARE TO REFLECT THEIR NEEDS AND GENERATE AWARENESS AND COMPETITION AMONG PROVIDERS AND PAYERS TO RESPOND TO CONSUMER NEEDS. ACTIVITIES CONDUCTED IN 2023 INCLUDED DOCUMENTING THE OLDER ADULTS' EXPERIENCES AND ANALYZING THEMES TO BE EXPLORED IN 2024. BROOKINGS: TOTAL HEALTH AND WELL-BEING: THE INTERSECTION OF OLDER ADULTS' BEHAVIORAL HEALTH WITH LONG TERM SERVICES AND SUPPORTS AND FINANCIAL SECURITY. IN 2023, WITH SUPPORT FROM THE FOUNDATION, BROOKINGS INSTITUTION BEGAN THE WORK TO PRODUCE A SERIES OF FOUR ANALYSES AND WHITE PAPERS FOCUSED ON THE BEHAVIORAL HEALTH ISSUES IN OLDER ADULTS, WITH SPECIFIC ATTENTION TO THE INTERSECTIONALITY WITH ACCESS TO HOME-AND COMMUNITY-BASED SERVICES AND HOUSING POLICY, AND FINANCIAL SECURITY. THIS WORK WILL RESULT IN POLICY RECOMMENDATIONS TO IMPROVE MENTAL HEALTH SERVICES FOR OLDER ADULTS. IN NOVEMBER 2023, THE FINAL DRAFT OF THE FIRST WHITEPAPER WAS COMPLETED TO BE PUBLISHED IN 2024 WITH A SERIES OF BLOG-LIKE EXPLAINERS PARSING OUT VARIOUS STORIES FROM THE LARGER WHITEPAPER. BPC: INFORMING THE NATIONAL DIALOGUE ON LTSS THROUGH THE AARP LTSS STATE SCORECARD FINDINGS THE FOUNDATION PARTNERED WITH THE BIPARTISAN POLICY CENTER (BPC) TO DEEPEN ENGAGEMENT AT THE FEDERAL LEVEL WITH THE 2023 AARP LONG-TERM SERVICES AND SUPPORTS (LTSS) STATE SCORECARD. FROM JULY THROUGH AUGUST 2023, BPC REVIEWED AND ANALYZED FOUR SCORECARDS (2011, 2014, 2017 AND 2020) AND PUBLISHED AN INFOGRAPHIC THAT EDUCATES FEDERAL POLICYMAKERS ON CURRENT CHALLENGES, TRENDS, AND BI-PARTISAN OPPORTUNITIES TO ADDRESS SYSTEM GAPS. ADVANCING CALIFORNIA'S MEDICARE LEADERSHIP IN INTEGRATED, PERSON-CENTERED SYSTEMS OF CARE: THREE CONSULTANT FIRMS, SUPPORTED BY THE FOUNDATION, PROVIDED POPULATION, PROGRAM, AND POLICY ANALYTICS ALONG WITH TECHNICAL ADVISEMENT TO THE DEPARTMENT OF HEALTH CARE SERVICES (DHCS) OFFICE OF MEDICARE INNOVATION AND INTEGRATION (OMII) TO IDENTIFY OPPORTUNITIES FOR IMPROVING CARE FOR THE STATE'S MEDICARE BENEFICIARIES, INCLUDING PEOPLE ELIGIBLE FOR BOTH MEDICARE AND MEDI-CAL. THE WORK RESULTED IN FOUR CHARTBOOKS (CULTURAL AND LINGUISTIC DEMOGRAPHICS OF THE CALIFORNIA MEDICARE POPULATION; PROFILE OF OLDER CALIFORNIANS: MEDICARE BENEFICIARIES NEAR INCOME ELIGIBILITY FOR MEDI-CAL; SUPPLEMENTAL BENEFITS IN MEDICARE ADVANTAGE PLANS IN CALIFORNIA; AND CHRONIC CONDITIONS EXPERIENCED BY CALIFORNIANS WITH ORIGINAL MEDICARE IN 2021) AND MEDICARE DATASETS PUBLISHED ON THE STATE'S OPEN DATA PORTAL. THE CONSULTANTS ALSO PUBLISHED A FACT SHEET ON MEDICARE ADVANTAGE SUPPLEMENTAL BENEFITS AND MEDI-CAL COVERAGE IN PARTNERSHIP WITH DHCS, AS WELL AS A PROVIDER FACT SHEET ON SUPPORTING MEDICARE PATIENTS IN CALIFORNIA: COVERAGE FOR BEHAVIORAL HEALTH SERVICES. THE FOUNDATION ALSO SUPPORTED THE DEVELOPMENT AND FACILITATION OF A MEDICARE ADVANTAGE ROUNDTABLE TO LEARN FROM PLANS AND EXPLORE OPPORTUNITIES FOR INNOVATION. THESE COMBINED EFFORTS INFORMED CHANGES IN STATE POLICY AND OPERATIONS FOR BOTH DUALS AND MEDICARE-ONLY BENEFICIARIES. MULTISECTOR PLAN FOR AGING (MPA) THE MULTISECTOR PLAN FOR AGING (MPA) MOVEMENT CONTINUED TO GROW STRONGER IN CALIFORNIA, OTHER STATES, AND AT THE FEDERAL LEVEL. THE FOUNDATION'S LEADERSHIP AND ENGAGEMENTS CONTINUED TO COMPEL MPA ADOPTION, FACILITATE CROSS-SECTOR RELATIONSHIPS, AND SHAPE REFORMS TO BETTER SUPPORT OLDER ADULTS. CALIFORNIA MPA: STATE ADMINISTRATION AND FOUNDATION PARTNERSHIP UPDATE THE FOUNDATION CONTINUED TO MANAGE THE MASTER PLAN FOR AGING FUND A UNIQUE PARTNERSHIP OF FIVE PHILANTHROPIES CREATED TO SUPPORT MPA IMPLEMENTATION IN CALIFORNIA. FIRST CREATED IN 2019, THE FUND HAS BEEN LEVERAGED TO SUPPORT RESEARCH AND TECHNICAL ASSISTANCE TO BUILD CAPACITY FOR THE STATE AND HAS ENABLED THE FOUNDATION TO EXPAND OUR REACH AND IMPACT IN THIS SPACE. KEY OUTCOMES INCLUDE: - THE GATHERING OF 50 FEDERAL, STATE, AND LOCAL LEADERS TO IDENTIFY STATE POLICY SOLUTIONS AND COMMUNITY-LEVEL INTERVENTIONS TO ADDRESS OLDER ADULT HOMELESSNESS AT THE PREVENTING AND ENDING OLDER ADULT HOMELESSNESS ROUNDTABLE HOSTED BY THE CALIFORNIA DEPARTMENT OF AGING (CDA). - CDA RELEASE OF A REQUEST FOR PROPOSAL (RFP), INFORMED BY ANALYSES COMMISSIONED BY THE MPA FUND, TO SUPPORT THE EVOLUTION OF THE HEALTH INSURANCE COUNSELING & ADVOCACY PROGRAM (HICAP), THE ENTITY THAT OFFERS FREE AND INDEPENDENT MEDICARE CHOICE COUNSELING, TO SUPPORT CHANGES TO ORGANIZATIONAL CULTURE, MISSION, AND TACTICS THAT ADDRESS EQUITY, ACCESSIBILITY GOALS, AND CHOICE COUNSELING FOR DUAL ELIGIBLE INDIVIDUALS. - CDA RECEIPT OF A COMPETITIVE FEDERAL GRANT FROM THE ADMINISTRATION FOR COMMUNITY LIVING TO DEVELOP A NO WRONG DOOR STATE LEADERSHIP COUNCIL, THE APPLICATION FOR WHICH WAS INFORMED BY A SWOT ASSESSMENT OF CALIFORNIA'S STATEWIDE AGING AND DISABILITY RESOURCE CONNECTION (ADRC)/NO WRONG DOOR SUPPORTED THROUGH THE MPA FUND. |
| FORM 990, PART III, LINE 4A, DESCRIPTION OF PROGRAM SERVICE: | - THE STATE'S HOME- AND COMMUNITY-BASED SERVICES GAP ANALYSIS WILL INCLUDE KEY INSIGHTS FROM ANALYSES OF THE MULTIPURPOSE SENIOR SERVICES PROGRAM (MSSP) AND COMMUNITY-BASED ADULT SERVICES (CBAS), SUPPORTED THROUGH THE MPA FUND, TO INFORM FUTURE PROGRAM DEVELOPMENT AND INNOVATION. - CDA HAS UNDERGONE A MAJOR CULTURE SHIFT FROM PASSIVELY PROCESSING DATA TO ACTIVELY SEEKING AND USING DATA TO INFORM MPA POLICY DEVELOPMENT, PROGRAM DELIVERY, AND OUTCOMES MONITORING. THIS INCLUDES EXPANSION OF THE DATA DASHBOARD FOR AGING (DDA) TO INCLUDE A TOTAL OF 72 INDICATORS ALONG WITH THE ABILITY TO PROMOTE EQUITY THROUGH STRATIFICATION OF SOME INDICATORS BY SEXUAL ORIENTATION, GENDER IDENTITY, AND DISABILITY STATUS IN ADDITION TO RACE AND ETHNICITY. THE DDA HAS BECOME A MODEL FOR OTHER STATES DEVELOPING MPAS. MPA IN OTHER STATES THE CENTER FOR HEALTH CARE STRATEGIES (CHCS), WITH SUPPORT FROM THE FOUNDATION AND CO-FUNDERS, CONTINUED TO LEAD MPA WORK IN OTHER STATES ACROSS THE COUNTRY. THE TEN STATES THAT WERE SELECTED TO PARTICIPATE IN A LEARNING COLLABORATIVE CONTINUED TO RECEIVE TECHNICAL ASSISTANCE, PARTICIPATE IN COHORT WEBINARS, AND SMALL GROUP CONSULTATIONS. CHCS PROVIDED TA TO VERMONT ON THE PROCESS FOR SUBCOMMITTEES TO CREATE PROPOSED GOALS AND INITIATIVES FOR THEIR MULTISECTOR PLAN FOR AGING FOR REVIEW AND APPROVAL BY THE STEERING COMMITTEE. PEER TO PEER LEARNINGS HAVE ALSO BEEN SUCCESSFUL, WITH POSITIVE RESPONSES FROM TWO WEBINARS ALLOWING STATE TEAMS TO LEARN FROM GUEST SUBJECT-MATTER EXPERTS AND THEIR PEERS. THE FINAL WEBINAR WAS A CHANCE FOR THE STATES TO SHARE THEIR PROGRESS AND SUCCESSES DURING THE PERIOD OF THE LEARNING COLLABORATIVE. STATE TEAMS HAVE HAD VERY HIGH ATTENDANCE AT THE WEBINARS AND NOTED HOW MUCH THEY APPRECIATE THE TIME TO CONNECT WITH OTHER STATES. SMALL GROUP CONSULTATIONS HELD ON THE TOPICS OF CONNECTING NO-WRONG DOOR EFFORTS AND THE MPA, EMBEDDING EQUITY INTO MPA DEVELOPMENT, AND ENGAGING COMMUNITIES WERE ALSO WELL ATTENDED AND WERE PARTICULARLY VALUABLE IN THEIR TIMING FOR STATES BEGINNING TO PUBLICLY SHARE THEIR MPA GOALS AND/OR DEVELOPMENT. NATIONAL MPA DEVELOPMENT AND SUPPORT TO STATES THE FOUNDATION CONTRACTED WITH THE LONG TERM QUALITY ALLIANCE (LTQA) TO CONDUCT A LANDSCAPE ANALYSIS TO UNDERSTAND EXISTING AND POTENTIAL BARRIERS TO DEVELOPMENT AND IMPLEMENTATION OF NATIONAL PLAN ON AGING. STRATEGIC OBJECTIVE #2. DATA EQUITY DRIVE REPRESENTATION IN DATA COLLECTION AND ANALYSIS ACROSS THE HEALTH AND SOCIAL CARE ECOSYSTEM. OUR PROGRAMMATIC WORK IN DATA EQUITY IS FOCUSED ON DRIVING EQUITABLE REPRESENTATION AND INCLUSIVITY OF OLDER ADULTS THROUGH DATA AND EMERGING TECHNOLOGY. THIS NEED IS CRITICAL AS AI CONTINUES TO DOMINATE GLOBAL AND NATIONAL CONVERSATIONS, MEANWHILE ETHICAL AND REGULATORY EFFORTS, ESPECIALLY IN HEALTHCARE, ARE NOT IN PLACE TO SUPPORT AND PROTECT MARGINALIZED POPULATIONS. SUCCESSES DURING 2023, THE FOUNDATION PARTNERED WITH LEADERS IN THE DATA EQUITY SPACE ON NEW PROGRAMMATIC WORK THAT INVESTIGATED, ELEVATED, AND BEGAN TO SOLVE ISSUES RELATED TO DATA EQUITY FOR THE FOUNDATION'S PRIORITY POPULATIONS. ROCKHEALTH.ORG IN 2023, ROCKHEALTH.ORG BEGAN GATHERING AND SYNTHESIZING EXISTING INFORMATION ON DIGITAL HEALTH AND HEALTH EQUITY INNOVATION TRENDS THROUGH AN ADVISORY COMMITTEE, MARKET RESEARCH, AND EXPERT INTERVIEWS. BY THE END OF 2023, ROCKHEALTH.ORG SHARED A DRAFT OF THEIR REPORT ON DIGITAL HEALTH EQUITY REPORT, WHICH INCLUDED AN OLDER ADULT-FOCUSED SPOTLIGHT AND A CALL TO ACTION FOR INNOVATORS TO BETTER TAILOR INNOVATIONS TO SPECIFIC NEEDS OF THOSE AGING IN HOME AND COMMUNITY AND A COMMUNITY SPOTLIGHT HIGHLIGHTING THE SPECIFIC NEEDS OF OLDER ADULTS. THE REPORT, HIGHLIGHTING HOW MARGINALIZED COMMUNITIES STAND TO BENEFIT FROM TARGETED AND THOUGHTFUL DIGITAL HEALTH INNOVATION, WAS FINALIZED AND DISSEMINATED IN 2024 TO A BROAD AUDIENCE, WITH THE GOAL OF GROWING AWARENESS AND INFLUENCING SOLUTIONS FOR THE FOUNDATION'S PRIORITY POPULATIONS. DANDELION HEALTH IN OCTOBER OF 2023, THE FOUNDATION PARTNERED WITH DANDELION HEALTH, AN EMERGING COMPANY FOCUSED ON ENABLING RESPONSIBLE AND EQUITABLE HEALTHCARE ARTIFICIAL INTELLIGENCE (AI) TO DEVELOP A SOLUTION TARGETED AT BUILDING MORE ROBUST AND REPRESENTATIVE DATASETS TO ENSURE SOCIAL DETERMINANTS OF HEALTH (SDOH) FACTORS, WHICH OFTEN GREATLY IMPACT THE FOUNDATION'S PRIORITY POPULATIONS, ARE ELEVATED IN THE OVERALL DIALOGUE AROUND EQUITABLE DATA. THE FOUNDATION AND DANDELION HEALTH PARTNERED TO BUILD AN AUDIT SERVICE THAT INCORPORATES SDOH FACTORS IN ITS EVALUATION OF ALGORITHMS, HELPING HEALTHCARE PROVIDERS AND AI DEVELOPERS MORE ACCURATELY ASSESS THE QUALITY AND ACCURACY OF THEIR ALGORITHMS BOTH IN GENERAL AND SPECIFICALLY ACROSS UNDERREPRESENTED DEMOGRAPHICS. DANDELION HEALTH SELECTED THREE HEALTH SYSTEMS TO PARTNER WITH TO ENSURE A DIVERSE PATIENT POPULATION, INCLUDING SANFORD HEALTH, SHARP HEALTHCARE, AND TEXAS HEALTH RESOURCES. DURING Q4 2023, DANDELION BEGAN TO INTEGRATE DATA FROM TWO MAJOR HEALTH PROVIDERS, SHARP HEALTHCARE AND TEXAS HEALTH RESOURCES. STRATEGIC OBJECTIVE #3. FINANCIAL SECURITY IMPROVE OLDER ADULT FINANCIAL STABILITY THROUGH INCOME GENERATION, AND DEBT AND SAVINGS MANAGEMENT. THE FOUNDATION'S FINANCIAL SECURITY PORTFOLIO AIMS TO IMPROVE FINANCIAL SECURITY FOR OLDER ADULTS ACROSS THE FOUNDATION'S PRIORITY POPULATIONS BY: (1) CHAMPIONING FLEXIBLE, INCLUSIVE EMPLOYMENT OPPORTUNITIES TO SUPPORT WEALTH CREATION AS WORKERS AGE, AND (2) FOSTERING AN ECOSYSTEM OF FINANCIAL TOOLS THAT HELP OLDER ADULTS MANAGE THEIR EXPENSES AND LIMIT HARMFUL DEBT. SUCCESSES ASPEN FINANCIAL SECURITY PROGRAM (ASPEN FSP) IN 2023, ASPEN FSP AND THE FOUNDATION IDENTIFIED A GROWING NEED TO EXPAND THE TRADITIONAL STRUCTURES AROUND EMERGENCY SAVINGS ACCOUNTS TO CATER TO OLDER WORKERS, INCLUDING THOSE IN NONTRADITIONAL ROLES LIKE GIG WORK. IN THIS PROJECT, THE FOUNDATION PARTNERED WITH ASPEN TO ELEVATE OLDER ADULT NEEDS FOR CROSS-SECTOR EMERGENCY SAVINGS LEADERS THROUGH MULTIPLE AVENUES, INCLUDING SAVINGS-FOCUSED CONFERENCES, COHORTS AND CONVENINGS, AND A FINAL MYTH-BUSTING REPORT. IN 2023, ASPEN ANALYZED NEW 2022 SURVEY OF CONSUMER FINANCE DATA TO CREATE FRESH INSIGHTS ON THE EMERGENCY SAVINGS OF OLDER ADULTS AND PRODUCED AN INITIAL DRAFT OF THE FINAL REPORT, THAT WOULD BE FINALIZED AND RELEASED IN 2024. FINANCIAL HEALTH NETWORK (FHN) THE FOUNDATION PARTNERED WITH THE FHN IN 2023 TO ENSURE THAT FINTECH IS EFFECTIVELY SERVING THE NEEDS OF LOWER-TO-MIDDLE INCOME OLDER ADULTS. THE PROJECT GOAL WAS TO HELP (1) COMMUNITY-BASED ORGANIZATIONS (CBOS) IDENTIFY REPUTABLE FINTECH SOLUTIONS THAT CAN HELP THEIR OLDER MEMBERS' FINANCIAL HEALTH THROUGH A TOOLKIT, AND (2) INNOVATORS AND INVESTORS BUILD BETTER FINTECH SOLUTIONS FOR LOWER-MIDDLE INCOME (LMI) OLDER ADULTS THROUGH A FINTECH MARKET ANALYSIS. IN 2023, FHN ORGANIZED TWO ADVISORY COMMITTEE WORKSHOPS ON THE ROLE OF FINTECH IN IMPROVING FINANCIAL HEALTH FOR OLDER ADULTS, BUILT AWARENESS OF THE PROJECT, AND GATHERED INSIGHTS FROM THE EXPERTISE AND PERSPECTIVES OF EXPERTS ON FINANCIAL HEALTH, TECHNOLOGY, AND SERVING THE NEEDS OF OLDER ADULT CONSUMERS. BY THE END OF 2023, FHN HAD COLLECTED THE DATA FOR THE CBO TOOLKIT AND WAS BEGINNING TO TRANSLATE INSIGHTS INTO A DRAFT TOOLKIT AND BEGAN DEVELOPING EVALUATION CRITERIA TO ASSESS HOW WELL THE CURRENT LANDSCAPE OF FINANCIAL TECHNOLOGY FIRMS OFFERING SOLUTIONS AIMED AT THE LMI OLDER ADULT USER BASE. STRATEGIC OBJECTIVE #4. HEALTH EQUITY IN AGING REDUCE HEALTH INEQUITIES AND IMPROVE THE LIVES OF ALL OLDER ADULTS. IN OCTOBER 2022, THE FOUNDATION LAUNCHED THE ADVANCING HEALTH EQUITY IN AGING INITIATIVE TO REDUCE HEALTH INEQUITIES AND IMPROVE THE LIVES OF OLDER ADULTS FROM HISTORICALLY MARGINALIZED COMMUNITIES, EMPHASIZING OLDER ADULTS OF COLOR. IN 2023, OUR EFFORTS WERE FOCUSED ON ACTIVATING A DIVERSE, CROSS-SECTOR NETWORK OF AGING, DISABILITY, RACIAL EQUITY, AND SOCIAL JUSTICE ADVOCATES, ALONG WITH OLDER ADULTS WITH LIVED EXPERIENCE. SUCCESSES HEALTH EQUITY ADVISORS UPON RELEASE OF THE "STORIES OF A MOVEMENT" REPORT PRODUCED BY GREATER GOOD STUDIO, AND DEVELOPED IN PARTNERSHIP WITH THE STEERING COMMITTEE, THE FOUNDATION OFFICIALLY TRANSITIONED FROM THE STEERING COMMITTEE TO A NEW GROUP OF HEALTH EQUITY (HE) ADVISORS. THIS NEW COMMITTEE INCLUDES SOME RETURNING STEERING COMMITTEE MEMBERS BUT ALSO ENSURES NEW VOICES AND EXPERTISE ARE ADDED TO HELP BUILD MOMENTUM AND ACCELERATE EQUITABLE POLICY CHANGE AND HEALTH-SYSTEM IMPROVEMENTS IN CALIFORNIA AND BEYOND. |
| FORM 990, PART III, LINE 4A, DESCRIPTION OF PROGRAM SERVICE: | IN DECEMBER 2023, THE FOUNDATION HOSTED THE FIRST GATHERING OF HEALTH EQUITY ADVISORS. COMPOSED OF 10 LEADERS FROM GOVERNMENT, ADVOCACY ORGANIZATIONS, INDUSTRY, AND PEOPLE WITH LIVED EXPERIENCE FROM THE COMMUNITY, THE HE ADVISORS WILL CONVENE EVERY OTHER MONTH THROUGH 2024. THIS KICK-OFF DISCUSSION REVIEWED 2023 ACCOMPLISHMENTS AND OUTLINED OUR SHARED VISION FOR 2024. WITH STRATEGIC GUIDANCE FROM THE HE ADVISORS THE AIM IS TO: - BE RECOGNIZED AS "GO TO" PARTNERS FOR CENTERING EQUITY, COMMUNITY IMPACT, AND DEI. - SHOW UP THROUGH TRADITIONAL MEDIA, SOCIAL MEDIA, ARTICLES, AND BRIEFS TO DEMONSTRATE OUR COMMITMENT AND EXPERTISE IN AREAS LISTED ABOVE AND SHOWCASE COMPELLING STORIES FROM OUR WORK AND PARTNERS TO CHANGE HEARTS AND MINDS. UNITED FOR HEALTH EQUITY IN AGING SUMMIT ON JULY 19, 2023, THE FOUNDATION HOSTED THE INAUGURAL UNITED FOR HEALTH EQUITY IN AGING SUMMIT, WHICH ENGAGED INDIVIDUALS WORKING IN THE AGING AND DISABILITY SECTORS WITH ADVOCATES CONTRIBUTING TO THE RACIAL EQUITY AND SOCIAL JUSTICE MOVEMENTS. A HIGHLIGHT VIDEO FROM THE 2023 SUMMIT HAS BEEN PRODUCED. EQUITY COMMUNITY ORGANIZING (ECO) GROUPS IN DECEMBER 2023, WITH THE FOUNDATION'S FUNDING PARTNER, CALIFORNIA HEALTH CARE FOUNDATION, THREE ORGANIZATIONS WERE SELECTED TO BE A PART OF THE ECO GROUP NETWORK. THESE INCLUDE: 1) BOOKER T. WASHINGTON COMMUNITY SERVICE CENTER TO FOCUS ON SAN FRANCISCO, 2) HEALTHCARE FOUNDATION OF NORTHERN SONOMA COUNTY TO FOCUS ON CLOVERDALE, AND 3) IMPERIAL VALLEY WELLNESS FOUNDATION TO FOCUS ON THE SALTON SEA. THE FOUNDATION ALSO SHARED THAT METTA FUND AWARDED AN ADDITIONAL $150,000 TO ENSURE A FOURTH ECO GROUP COULD BE ESTABLISHED. THE CALIFORNIA BLACK WOMEN'S HEALTH PROJECT WAS SELECTED TO FOCUS ON LOS ANGELES. |
| FORM 990, PART VI, SECTION A, LINE 7B | THE FOUNDATION'S ARTICLES OF INCORPORATION PROVIDE THAT AMENDMENTS TO THE ARTICLES GENERALLY MAY BE ADOPTED IF APPROVED BY THE BOARD OF DIRECTORS WITH A TWO-THIRDS MAJORITY. HOWEVER, WITH RESPECT TO ANY AMENDMENTS TO THE PURPOSES CLAUSE OF THE ARTICLES, INCLUDING THE REQUIREMENT THAT THE FOUNDATION BE ORGANIZED AND OPERATED EXCLUSIVELY TO SUPPORT THE SCAN HEALTH PLAN, THE FOUNDATION MUST OBTAIN THE WRITTEN APPROVAL OF THE CALIFORNIA DEPARTMENT OF MANAGED HEALTHCARE. |
| FORM 990, PART VI, SECTION B, LINE 11B | THE FORM 990 IS PREPARED BY DELOITTE TAX, WORKING IN CONJUNCTION WITH THE SCAN FOUNDATION EXECUTIVE TEAM AND FINANCE/OPERATIONS LEADERSHIP. THE SCAN FOUNDATION'S SR DIRECTOR OF OPERATIONS HAS DIRECT RESPONSIBILITY FOR THIS EFFORT, SUBJECT TO SUPERVISION BY THE VICE PRESIDENT OF INNOVATION AND INVESTMENTS AND THE PRESIDENT/CEO OF THE FOUNDATION. AFTER AN INITIAL DRAFT OF THE FORM 990 IS PREPARED, IT IS CIRCULATED FOR REVIEW AND COMMENT BY RELEVANT MEMBERS OF THE EXECUTIVE TEAM WHO HAVE RESPONSIBILITY FOR AND/OR KNOWLEDGE REGARDING THE VARIOUS MATTERS DISCLOSED AND/OR DESCRIBED IN THE FORM. THE FOUNDATION'S GENERAL COUNSEL, IN PARTICULAR, REVIEWS THE FORM 990 AND ENSURES ACCURACY OF DESCRIPTIONS AND THAT DISCLOSURE IS COMPLETE. THE DRAFT FORM 990 IS REVIEWED IN PERTINENT PART BY THE COMPENSATION COMMITTEE OF THE BOARD, AND THE FORM 990 IS REVIEWED IN ITS ENTIRETY AND ACCEPTED FOR FILING BY THE AUDIT COMMITTEE OF THE BOARD OF DIRECTORS OF THE SCAN FOUNDATION. ALL MEMBERS OF THE BOARD OF DIRECTORS RECEIVE A COPY OF THE FORM 990 AFTER IT IS PREPARED FOR FILING, PRIOR TO FILING. |
| FORM 990, PART VI, SECTION B, LINE 12C | THE SCAN FOUNDATION REGULARLY AND CONSISTENTLY MONITORS AND ENFORCES COMPLIANCE WITH ITS CONFLICT OF INTEREST POLICY THROUGH ANNUAL CIRCULATION OF A CONFLICT OF INTEREST QUESTIONNAIRE WHICH ALL MEMBERS OF THE BOARD OF DIRECTORS, OFFICERS AND ALL MEMBERS OF THE STAFF MUST COMPLETE AND SIGN. THE FOUNDATION'S GENERAL COUNSEL ASSISTS IN MONITORING THE CONFLICTS OF INTEREST QUESTIONNAIRE, AND ADVISES REGRADING ADHERENCE TO THESE POLICIES ON AN ONGOING BASIS. |
| FORM 990, PART VI, SECTION B, LINE 15 | THE PROCESS FOR DETERMINING THE COMPENSATION OF THE PRESIDENT & CHIEF EXECUTIVE OFFICER (CEO) OF THE SCAN FOUNDATION IS CONDUCTED BY THE COMPENSATION COMMITTEE OF THE BOARD OF DIRECTORS OF THE SCAN FOUNDATION, ALL THE VOTING MEMBERS OF WHICH ARE INDEPENDENT PERSONS. IN DETERMINING THE COMPENSATION OF THE PRESIDENT & CEO, THE COMPENSATION COMMITTEE WORKS WITH AND RELIES UPON THE COUNSEL AND EXPERTISE OF AN OUTSIDE COMPENSATION CONSULTANT WITH WELL- ESTABLISHED EXPERIENCE AND EXPERTISE IN THE AREA OF NONPROFIT ORGANIZATION EXECUTIVE COMPENSATION AND COMPLIANCE WITH THE INTERMEDIATE SANCTIONS REQUIREMENTS APPLICABLE TO SUCH COMPENSATION. THE COMPENSATION CONSULTANT PROVIDES AN EXECUTIVE COMPENSATION REPORT TO THE COMPENSATION COMMITTEE EACH YEAR WHICH FURNISHES THE BASIS FOR DETERMINING THE PRESIDENT & CEO'S COMPENSATION PACKAGE DURING THE FOLLOWING YEAR. THE EXECUTIVE COMPENSATION REPORT IS BASED ON A REVIEW OF THE EXECUTIVE COMPENSATION PRACTICES OF A VARIETY OF ORGANIZATIONS CONSIDERED COMPARABLE TO THE SCAN FOUNDATION BASED UPON CERTAIN INDUSTRY STANDARD METRICS. THE COMPENSATION COMMITTEE DELIBERATES ON THE ISSUE OF THE PRESIDENT & CEO'S COMPENSATION PACKAGE IN CONSIDERATION OF THE EXECUTIVE COMPENSATION REPORT. QUESTIONS ARE ASKED OF, AND ANSWERED BY THE COMPENSATION CONSULTANT, REGARDING SUCH REPORT AND OTHER MATTERS RELEVANT TO SUCH PACKAGE. BASED ON SUCH DELIBERATIONS, THE COMPENSATION COMMITTEE MAKES A RECOMMENDATION TO THE BOARD OF DIRECTORS OF THE SCAN FOUNDATION REGARDING THE COMPENSATION PACKAGE FOR THE CEO FOR THE FOLLOWING YEAR. THE FULL BOARD OF DIRECTORS OF THE SCAN FOUNDATION DELIBERATES ON AND THEN VOTES ON SUCH RECOMMENDATION; THE PRESIDENT & CHIEF EXECUTIVE OFFICER IS RECUSED FOR THE ENTIRETY OF SUCH DELIBERATIONS AND VOTE. THE MINUTES OF THE COMPENSATION COMMITTEE AND THE BOARD OF DIRECTORS FOR THESE MEETINGS ARE PREPARED SUBSTANTIALLY CONTEMPORANEOUSLY AND DOCUMENT SUCH DELIBERATIONS AND DECISIONS. THE OUTSIDE COMPENSATION CONSULTANT PROVIDING THE EXECUTIVE COMPENSATION REPORT AND GUIDANCE RELATED TO THE 2023 SALARY PACKAGE WAS SULLIVAN COTTER. THE PROCESS FOR DETERMINING THE COMPENSATION OF OFFICERS OR OTHER KEY EMPLOYEES OF THE SCAN FOUNDATION IS CONDUCTED BY THE HUMAN RESOURCES DEPARTMENT, THE CHIEF EXECUTIVE OFFICER AND THE COMPENSATION COMMITTEE OF THE BOARD OF DIRECTORS OF THE SCAN FOUNDATION, ALL OF THE VOTING MEMBERS OF THE COMMITTEE ARE INDEPENDENT PERSONS. IN DETERMINING EACH EMPLOYEE'S COMPENSATION, THE HUMAN RESOURCES DEPARTMENT AND COMPENSATION COMMITTEE WORK WITH AND RELY UPON THE COUNSEL AND EXPERTISE OF AN OUTSIDE COMPENSATION CONSULTANT WITH WELL-ESTABLISHED EXPERIENCE AND EXPERTISE IN THE AREA OF NON-PROFIT ORGANIZATION EXECUTIVE COMPENSATION AND COMPLIANCE WITH THE INTERMEDIATE SANCTIONS REQUIREMENTS APPLICABLE TO SUCH COMPENSATION. THE COMPENSATION CONSULTANT PROVIDES AN EXECUTIVE COMPENSATION REPORT TO THE HUMAN RESOURCES DEPARTMENT AND COMPENSATION COMMITTEE EVERY YEAR WHICH FURNISHES THE BASIS FOR THE ESTABLISHMENT OF SUCH EMPLOYEES' COMPENSATION PACKAGE DURING THE FOLLOWING YEAR. THE EXECUTIVE COMPENSATION REPORT IS BASED ON A REVIEW OF THE EXECUTIVE COMPENSATION PRACTICES OF A VARIETY OF ORGANIZATIONS THAT ARE CONSIDERED COMPARABLE TO THE SCAN FOUNDATION BASED ON VARIOUS METRICS. THE PRESIDENT & CEO MAKES A RECOMMENDATION TO THE COMPENSATION COMMITTEE WITH RESPECT TO EACH OF SUCH EMPLOYEES' COMPENSATION PACKAGE IN LIGHT OF THE EXECUTIVE COMPENSATION REPORT. AT THE COMPENSATION COMMITTEE MEETING ADDRESSING SUCH MATTERS, QUESTIONS ARE ASKED OF, AND ANSWERED BY THE COMPENSATION CONSULTANT REGARDING SUCH REPORT AND OTHER MATTERS RELEVANT TO SUCH PACKAGE; PURSUANT TO THEIR DELIBERATIONS, THE COMPENSATION COMMITTEE MAKES (1) A DECISION REGARDING THE COMPENSATION PACKAGE FOR SUCH EMPLOYEES FOR THE FOLLOWING YEAR. THE MINUTES OF THE COMPENSATION COMMITTEE FOR THIS MEETING ARE PREPARED SUBSTANTIALLY CONTEMPORANEOUSLY AND DOCUMENT SUCH DELIBERATIONS AND DECISIONS. THE DECISIONS OF THE COMPENSATION COMMITTEE ARE REPORTED TO THE FULL BOARD OF DIRECTORS. THE OUTSIDE COMPENSATION CONSULTANT PROVIDING THE EXECUTIVE COMPENSATION REPORT AND GUIDANCE RELATED TO THE 2023 SALARY PACKAGE WAS SULLIVAN COTTER. |
| FORM 990, PART VI, SECTION C, LINE 19 | THE SCAN FOUNDATION GOVERNING DOCUMENTS AND CONFLICT OF INTEREST POLICY ARE NOT MADE AVAILABLE TO THE PUBLIC. THE SCAN FOUNDATION MAKES ITS FORM 990, WHICH CONTAINS FINANCIAL INFORMATION, AVAILABLE FOR PUBLIC INSPECTION. THE SCAN FOUNDATION'S AUDITED FINANCIAL STATEMENTS ARE ALSO MADE AVAILABLE FOR PUBLIC INSPECTION. |
| FORM 990, PART IX, LINE 11G | BANK FEES: PROGRAM SERVICE EXPENSES 67. MANAGEMENT AND GENERAL EXPENSES 17,186. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 17,253. COMMUNICATIONS SERVICES: PROGRAM SERVICE EXPENSES 334,709. MANAGEMENT AND GENERAL EXPENSES 47,136. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 381,845. PROFESSIONAL DEVELOPMENT: PROGRAM SERVICE EXPENSES 1,500. MANAGEMENT AND GENERAL EXPENSES 34,060. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 35,560. EMPLOYEE REFERRAL: PROGRAM SERVICE EXPENSES 79. MANAGEMENT AND GENERAL EXPENSES 21. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 100. PROGRAM CONSULTANT: PROGRAM SERVICE EXPENSES 1,246,012. MANAGEMENT AND GENERAL EXPENSES 904,453. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 2,150,465. MANAGEMENT RECRUITING: PROGRAM SERVICE EXPENSES 1,487. MANAGEMENT AND GENERAL EXPENSES 1,038. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 2,525. |
| PART X, LINE 13, INVESTMENTS, PROGRAM RELATED: | INVESTMENTS PROGRAM RELATED INCLUDE BOTH MISSION IMPACT INVESTMENTS ("MIIS") AND PROGRAM INVESTMENTS ("PIS") MISSION IMPACT INVESTMENTS ARE PART OF THE FOUNDATION'S PORTFOLIO OF PROGRAM ACTIVITIES, IN ADDITION TO GRANT MAKING AND PROGRAM EXPENSES, WITH THE PRIMARY PURPOSE TO ADVANCE THE FOUNDATION'S MISSION. MIIS ARE INVESTMENTS IN SECURITIES OF COMPANIES THAT OFFER PRODUCTS OR SERVICES THAT FURTHER THE FOUNDATION'S MISSION WHILE OFFERING A REASONABLE RATE OF RETURN COMMENSURATE WITH THE RISK ASSOCIATED WITH THE INVESTMENT. WHILE OBTAINING A MARKET RATE OF RETURN IS A SIGNIFICANT OBJECTIVE, IT IS NOT THE PRIMARY OBJECTIVE. THESE EQUITY INVESTMENTS ARE RECORDED AT COST AND SEPARATELY FROM THE FOUNDATION'S PRIMARY INVESTMENTS PORTFOLIO. PROGRAM INVESTMENTS ARE MADE IN ADDITION TO TRADITIONAL GRANTS AND EXTERNAL PROGRAM EXPENSES. |
| FORM 990, PART XI, LINE 9: | UNEXPENDED GRANTS 160,217. |
| FORM 990, PART XI, LINE 9 | UNEXPENDED PORTIONS OF GRANTS: THE SCAN FOUNDATION KEEPS TRACK OF ITS GRANTEE'S SPENDING TO ENSURE THAT THE DOLLARS ARE SPENT TOWARDS THE INTENDED GRANT PURPOSES. IF A PROJECT SPENDS LESS THAN THE INITIAL GRANT AMOUNT, THE SCAN FOUNDATION WRITES OFF THE REMAINING AMOUNT OR THE UNSPENT FUNDS ARE REFUNDED TO THE SCAN FOUNDATION. |
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