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) 2020 | (b) 2021 | (c) 2022 | (d) 2023 | (e) 2024 | (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)
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(a) 2020 | (b) 2021 | (c) 2022 | (d) 2023 | (e) 2024 | (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) 2020 | (b) 2021 | (c) 2022 | (d) 2023 | (e) 2024 | (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) 2020 | (b) 2021 | (c) 2022 | (d) 2023 | (e) 2024 | (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 2024 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-2024 |
(iii) Distributable Amount for 2024 |
|
|---|---|---|---|---|
| 1 Distributable amount for 2024 from Section C, line 6 | ||||
|
2
Underdistributions, if any, for years prior to 2024 (reasonable cause required-- explain in Part VI).
See instructions. |
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| 3 Excess distributions carryover, if any, to 2024: | ||||
| a From 2019....... | ||||
| b From 2020....... | ||||
| c From 2021....... | ||||
| d From 2022....... | ||||
| e From 2023....... | ||||
| fTotal of lines 3a through e | ||||
| g Applied to underdistributions of prior years | ||||
| h Applied to 2024 distributable amount | ||||
|
i
Carryover from 2019 not applied (see instructions) |
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| j Remainder. Subtract lines 3g, 3h, and 3i from line 3f. | ||||
| 4Distributions for 2024 from Section D, line 7: | ||||
| $ | ||||
| a Applied to underdistributions of prior years | ||||
| b Applied to 2024 distributable amount | ||||
| c Remainder. Subtract lines 4a and 4b from line 4. | ||||
|
5
Remaining underdistributions for years prior to 2024, 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 2024. 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 2025. Add lines 3j and 4c. |
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| 8 Breakdown of line 7: | ||||
| a Excess from 2020..... | ||||
| b Excess from 2021..... | ||||
| c Excess from 2022..... | ||||
| d Excess from 2023..... | ||||
| e Excess from 2024..... | ||||
| Facts And Circumstances Test |
|---|
| 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: | HISTORICALLY, A MAJORITY OF THE FOUNDATION'S DIRECTORS WAS ALSO A MAJORITY OF THE DIRECTORS OF THE SCAN HEALTH PLAN. HOWEVER, AN INCREASE IN THE SIZE OF THE SCAN HEALTH PLAN BOARD RESULTED IN THAT NOT BEING THE CASE DURING THE TAX YEAR. NEVERTHELESS, THROUGHOUT THE TAX YEAR, THE FOUNDATION BOARD CONTINUED TO BE COMPRISED OF A MAJORITY OF SCAN HEALTH PLAN BOARD MEMBERS (SIX OF ELEVEN), AND THOSE INDIVIDUALS REPRESENTED A NEAR MAJORITY OF THE SCAN HEALTH PLAN BOARD (SIX OF THIRTEEN). MOREOVER, IN 2025, THE FOUNDATION INCREASED THE NUMBER OF BOARD MEMBERS TO 13 MEMBERS OF WHICH 7 ARE ALSO SCAN HEALTH PLAN DIRECTORS. ADDITIONAL FACTS AND CIRCUMSTANCES SHOW THAT THE TWO ORGANIZATIONS WERE EFFECTIVELY CONTROLLED OR MANAGED BY THE SAME PERSONS DURING 2024. 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 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 FOUNATION. 3. THERE IS AN 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 DURING THE TAX YEAR THE FOUNDATION'S BOARD CHAIR AND TREASURER SERVED 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 INTEGRATON OF THE TWO ORGANIZATIONS INCLUDE THE FOLLOWING: A. THE TWO ARE HOUSED IN THE SAME BUILDING. B. THE SCAN HEALTH PLAN PROVIDES SUPPORT TO THE FOUNDATION IN THE AREAS OF FINANCE (INCLUDING INTERNAL AUDIT, HUMAN RESOURCES, INFORMATION TECHNOLOGY AND LEGAL). C. FOUNDATION EMPLOYEES ARE INCLUDED IN THE SCAN HEALTH PLAN'S RETIREMENT, HEALTH AND DISABILITY INSURANCE PLANS. D. THE TWO ORGANIZATIONS USE THE SAME AUDITOR AND TAX RETURN PREPARER. THE ORGANIZATIONS' AUDITED FINANCIAL STATEMENTS ARE CONSOLIDATED. E. 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 |
|---|---|
| FORM 990, PART III, LINE 4A, DESCRIPTION OF PROGRAM SERVICE: | DURING 2024, THE FOUNDATION FOCUSED ON PROGRESS ACROSS EACH OF THE STRATEGIC OBJECTIVES ABOVE. AS IN THE PAST, THE FOUNDATION'S GRANT-MAKING IS PRIMARILY FOR THE BENEFIT OF CALIFORNIANS. HOWEVER, SINCE CARE FOR CALIFORNIA SENIORS IS LARGELY FINANCED BY THE FEDERAL GOVERNMENT (THROUGH MEDICARE AND MEDICAID), THE POLICY WORK OF THE FOUNDATION ALSO HAS A FEDERAL FOCUS. THE FOLLOWING HIGHLIGHTED PROJECTS SHAPED PROGRESS IN THE FOUNDATION'S STRATEGIC OBJECTIVES IN 2024: 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 NORC AT THE UNIVERSITY OF CHICAGO COMPLETED GROUNDBREAKING RESEARCH ON THE "NEAR DUAL" POPULATION, OFFERING AN UNPRECEDENTED ANALYSIS OF THIS VULNERABLE GROUP OF OLDER ADULTS' DEMOGRAPHICS, NEEDS, COVERAGE DYNAMICS, AND ACTIONABLE POLICY RECOMMENDATIONS. THE FINDINGS WERE SHARED DURING A WIDELY ATTENDED CAPSTONE WEBINAR FEATURING THE FOUNDATION, NORC LEADERS, AND KEY ADVISORS, INCLUDING THE NEW CALIFORNIA HEALTH AND HUMAN SERVICES SECRETARY, SPARKING IMPORTANT DIALOGUE ON POLICY IMPLICATIONS. THE PEOPLE SAY: THE FOUNDATION CO-LED A HIGHLY SUCCESSFUL PLENARY PRESENTATION AT THE NATIONAL ASSOCIATION OF MEDICAID DIRECTORS (NAMD) ANNUAL MEETING, SHOWCASING THE PEOPLE SAY PLATFORM AND FEATURING STORIES FROM OLDER ADULTS, DRAWING INTEREST FROM OVER 1,000 MEDICAID POLICYMAKERS AND STAKEHOLDERS. FOLLOW-UP INQUIRIES FROM KEY LEADERS, INCLUDING MEDICAID DIRECTORS AND HEALTH FOUNDATION EXECUTIVES, HIGHLIGHT THE PLATFORM'S IMPACT, FURTHER AMPLIFIED THROUGH TWO VIRTUAL BRIEFINGS ATTENDED BY NEARLY 300 FEDERAL AND STATE AGENCY EXPERTS. TO SUSTAIN THIS MOMENTUM, THE FOUNDATION AIMS TO EXPAND PEOPLE SAY TO NEW GEOGRAPHIES AND POPULATIONS. NATIONAL PLAN ON AGING: THE FOUNDATION IS CO-PLANNING TWO ADDITIONAL INTERAGENCY COORDINATING COMMITTEE ON HEALTHY AGING AND AGE-FRIENDLY COMMUNITIES LISTENING SESSIONS IN EARLY 2025, FOCUSING ON INDIGENOUS COMMUNITIES IN ARIZONA AND STAKEHOLDERS IN SAN DIEGO, CO-FUNDED BY THE JOHN A. HARTFORD FOUNDATION AND WEST HEALTH. ADDITIONALLY, THE FOUNDATION RELEASED A BLOG HIGHLIGHTING THE DEVELOPMENT OF THE NATIONAL PLAN ON AGING BY THE ADMINISTRATION FOR COMMUNITY LIVING (ACL). LONG-TERM CARE (LTC) FINANCING: AT THE OCTOBER 2024 SCAN FOUNDATION BOARD STRATEGIC PLANNING SESSION, DEAN ROSEN EMPHASIZED THE IMPORTANCE OF EDUCATION RELATED TO LONG TERM SERVICES AND SUPPORTS REFORMS. THE FOUNDATION'S FORTHCOMING LTC COMPENDIUM, DEVELOPED WITH UMASS BOSTON AND REVIEWED BY BIPARTISAN EXPERTS, WILL SERVE AS A TRUSTED RESOURCE FOR POLICYMAKERS. MEDICARE ADVANTAGE SUPPLEMENTAL BENEFITS: HEALTH AFFAIRS HAS ACCEPTED THE FOUNDATION'S CO-AUTHORED BLOG WITH ATI ADVISORY, ANALYZING MEDICARE ADVANTAGE SUPPLEMENTAL BENEFIT DATA AND HIGHLIGHTING BENEFICIARIES' LIVED EXPERIENCES, AIMING TO INFORM POLICYMAKERS UNDER THE NEW ADMINISTRATION AND CONGRESS. STATE POLICY THE SCAN FOUNDATION REMAINS A KEY LEADER IN ADVANCING HEALTH AND AGING POLICY IN CALIFORNIA, NAVIGATING A COMPLEX FISCAL AND POLITICAL LANDSCAPE IN 2025 THAT INCLUDES A PROJECTED $2 BILLION DEFICIT, SIGNIFICANT LEGISLATIVE TURNOVER, AND NEW ADMINISTRATIVE LEADERSHIP. THE APPOINTMENT OF KIM JOHNSON AS SECRETARY OF CALIFORNIA HEALTH AND HUMAN SERVICES PRESENTS AN OPPORTUNITY TO STRENGTHEN PARTNERSHIPS, LEVERAGING HER UNDERSTANDING OF TOTAL HEALTH BEYOND MEDICAL CARE TO ADVANCE THE FOUNDATION'S PRIORITIES. DESPITE ANTICIPATED FEDERAL MEDICAID CHANGES, THE STATE'S MASTER PLAN FOR AGING (MPA) CONTINUES TO SERVE AS A GUIDING FRAMEWORK FOR DEFENDING AND ADVANCING CRITICAL POLICY PROGRESS DURING THIS PERIOD OF UNCERTAINTY. 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 SCAN FOUNDATION CONTINUED TO MANAGE THE MPA FUND WITH CONTRIBUTIONS FROM FIVE PHILANTHROPIES. IN 2024, A TOTAL OF $450,000 WAS CONTRIBUTED TO THE FUND, PROVIDING CRITICAL SUPPORT FOR THE ADVANCEMENT OF CA MPA INITIATIVES. THE FOLLOWING ARE EXAMPLES OF 2024 OUTCOMES FROM MPA FUND SUPPORTED PROJECTS. CA FOR ALL 2024: THE CA COLLABORATIVE FOR LONG TERM SERVICES AND SUPPORTS PROVIDED LOGISTICAL SUPPORT IN PLANNING AND DELIVERING THE CA DEPARTMENT OF AGING (CDA) CA FOR ALL AGES & ABILITIES: 2024 MASTER PLAN FOR AGING DAY OF ACTION WHERE 870 PEOPLE PARTICIPATED BOTH IN PERSON AND VIRTUALLY. BOTH FEDERAL AND STATE POLICYMAKERS PROVIDED REMARKS. CONSUMER PANEL FOR THE CA FOR ALL 2024: CENTER FOR HEALTH CARE STRATEGIES ORGANIZED A PANEL OF THREE INDIVIDUALS SHARING THEIR LIVED EXPERIENCES AT THE CA FOR ALL DAY OF ACTION. PANELISTS PROVIDED THE AUDIENCE WITH A DEEPER UNDERSTANDING OF REAL-WORLD IMPACTS OF POLICIES AND PROGRAMS AND IDENTIFIED PRIORITIES TO INFORM THE NEXT ITERATION OF MPA INITIATIVES. CALIFORNIA HEALTH INTERVIEW SURVEY (CHIS) PSYCHOLOGICAL DISTRESS DATA: CDA UPDATED THE DATA DASHBOARD ON AGING TO INCLUDE A KEY OUTCOME MEASURE FOR SERIOUS PSYCHOLOGIC DISTRESS USING THE CHIS DATA PURCHASED WITH SUPPORT FROM THE MPA FUND. COLLABORATIVE CONSULTING- WORKFORCE PROJECT: IN 2022, COLLABORATIVE CONSULTING ENGAGED IN A LANDSCAPE ANALYSIS AND STAKEHOLDER ENGAGEMENT, AS WELL AS THE SURVEY OF DIRECT CARE WORKERS ALL OF WHICH INFORMED WHAT BECAME CALGROWS. CDA RECENTLY CLOSED OUT CALGROWS WITH THE FOLLOWING RESULTS: A. MORE THAN DOUBLED THEIR GOALS WITH 30,000 DIRECT CARE WORKERS TRAINED AND $35M PAID OUT IN INCENTIVES. B. MANY OF THE 700 COURSES ARE ON THE CALGROWS CDA WEBSITE AND WILL BE TRANSFERRED TO THE STATE'S LEARNING MANAGEMENT SYSTEM. C. COLLABORATIVE CONSULTING'S FINAL REPORT WAS USED FOR CROSS-AGENCY WORKFORCE EFFORTS, WITH CDA RECENTLY CONVENING CROSS-AGENCY AND CALHHS DEPARTMENT PARTNERS TO EXPLORE HOW THE STATE MIGHT DEVELOP A SET OF CORE COMPETENCIES ACROSS WORKFORCE CATEGORIES. MULTIPURPOSE SENIOR SERVICES PROGRAM (MSSP) STRENGTHS, WEAKNESSES, OPPORTUNITIES THREATS (SWOT) ANALYSIS: THE MSSP SWOT ANALYSIS WAS USED TO INFORM DEVELOPMENT OF THE REVISED MSSP WAIVER THAT WAS APPROVED BY CMS IN 2024. THE SWOT FINDINGS BUILT INTO THE UPDATED WAIVER SECURED A SIGNIFICANT WIN FOR MSSP STATEWIDE EXPANSION AND EXPANDED ELIGIBILITY TO THE 60+ POPULATION. HEALTH INSURANCE COUNSELING AND ADVOCACY PROGRAM (HICAP) SWOT ANALYSIS: THE FINDINGS OF THE SWOT ANALYSIS INFORMED THE STATE'S CURRENT HICAP MODERNIZATION INITIATIVE WHICH WILL BE ROLLED OUT OVER 2025. |
| FORM 990, PART III, LINE 4A, DESCRIPTION OF PROGRAM SERVICE: | CALIFORNIA LOCAL MPA EFFORTS THE SCAN FOUNDATION SUPPORTED THE DEVELOPMENT OF A RURAL MPA TOOLKIT PUBLISHED IN 2024 INFORMED BY LOCAL MPA EFFORTS IN THREE RURAL REGIONS. THE TOOLKIT DESCRIBES 10 STEPS FOR RURAL COMMUNITIES TO DEVELOP A LOCAL MPA AND INCLUDES CASE STUDIES AND LINKS TO OVER 125 TEMPLATES, TOOLS, AND EXTERNAL RESOURCES. THE TOOLKIT HAS BEEN UTILIZED IN CA AND RURAL COMMUNITIES ACROSS THE NATION. THE NEXT PHASE OF RURAL MPA-FOCUSED WORK KICKED OFF IN LATE 2024 DRAWING FROM THE NEEDS ASSESSMENTS AND DATA GATHERED AS PART OF THE CA RURAL MPA EFFORTS TO DEVELOP THREE POLICY BRIEFS BRINGING ATTENTION TO RURAL AGING BY HIGHLIGHTING CHALLENGES AND POLICY SOLUTIONS FOCUSED ON HOUSING AND HOMELESSNESS, LONG-TERM SERVICES AND SUPPORTS WORKFORCE, AND HEALTH CARE ACCESS. THE POLICY BRIEFS WILL BE PUBLISHED IN 2025. MPA IN OTHER STATES MPA INTEREST ACROSS STATES CONTINUES TO GROW. ENGAGEMENT IN THE CENTER FOR HEALTH CARE STRATEGIES (CHCS) COLLABORATIVE AND SURVEY RESULTS FROM A CHCS SURVEY ACROSS 50 STATES REVEAL: 27 STATES ARE ENGAGED IN MPA DEVELOPMENT AND/OR IMPLEMENTATION. 8 STATES HAVE OR EXPECT FUNDING TO SUPPORT MPA (FUNDING AMOUNTS RANGED FROM $70,000 PER YEAR FOR TWO YEARS TO $1 MILLION). THE FUNDING IS COMING FROM MULTIPLE SOURCES, INCLUDING STATE BUDGETS, AMERICAN RESCUE PLAN ACT (ARPA) FUNDS, PHILANTHROPY, STATE LOTTERY, AND NO WRONG-DOOR (NWD). 8 STATES ARE CURRENTLY SUPPORTING OR PLAN TO SUPPORT LOCAL MPA DEVELOPMENT/IMPLEMENTATION. THE THIRD PHASE OF THE MPA WORK WITH CHCS BUILDS ON THE FOUNDATION'S INVESTMENT AND ADVANCES THE FOUNDATION'S LEADERSHIP, AND INCLUDES: CONTINUING TO ENGAGE AND SUPPORT BEYOND OUR MPA LEARNING COLLABORATIVE COHORT 1 AND 2 STATES THROUGH CONTINUED TECHNICAL ASSISTANCE TO SUPPORT DEVELOPMENT AND IMPLEMENTATION EFFORTS; ENGAGING AND SUPPORTING SEVERAL NEW STATES THAT ARE JUST BEGINNING THEIR MPA JOURNEY AS PART OF A THIRD COHORT; CREATING A TOOLKIT AND IN-PERSON WORKSHOPS FOR STATES AND STAKEHOLDERS AT ALL STAGES OF MPA DEVELOPMENT TO LEARN ABOUT DEVELOPING, IMPLEMENTING, REFRESHING, AND MEASURING PROGRESS IN MPAS; AND SUPPORTED BY WEST HEALTH, THE DEVELOPMENT OF A NATIONAL AGING DASHBOARD FOR STATES CREATING MPAS AND NON-MPA STATES THAT ARE THINKING ABOUT DATA BUT DO NOT HAVE THEIR OWN AGING-FOCUSED DASHBOARD. NATIONAL MPA DEVELOPMENT AND SUPPORT TO STATES: THE SCAN FOUNDATION-FUNDED LISTENING SESSIONS THE ACL, THROUGH THE INTERAGENCY COORDINATING COMMITTEE (ICC) ON HEALTHY AGING AND AGE-FRIENDLY COMMUNITIES, SUBMITTED ITS INITIAL REPORT TO CONGRESS ON THE NATIONAL FRAMEWORK FOR AGING. THE FOUNDATION IS ACKNOWLEDGED AS A COLLABORATOR OF THE ICC. IN ADDITION, THE REPORT ACKNOWLEDGED THE FIRST OF FOUR SESSIONS THE FOUNDATION IS SUPPORTING, WITH PUBLIC POLICY LAB, TO ENSURE THE VOICES OF PEOPLE ARE HEARD AND AT THE CENTER OF THE NATIONAL PLAN. THIS FIRST SESSION WAS HELD MAY 3 IN WASHINGTON, DC, WHERE 80 OLDER ADULTS SHARED THEIR EXPERIENCES. AN ADDITIONAL 3 WERE IN PENNSYLVANIA, ALABAMA, AND TEXAS. AS PART OF THIS WORK A COMMUNITY ENGAGEMENT TOOLKIT WAS DEVELOPED TO SUPPORT OTHER COMMUNITIES AND STATES IN LISTENING TO AND INCORPORATING WHAT THEY HAVE HEARD INTO THE DEVELOPMENT OF THEIR MPA. STRATEGIC OBJECTIVE #2. DATA EQUITY DRIVE REPRESENTATION IN DATA COLLECTION AND ANALYSIS ACROSS THE HEALTH AND SOCIAL CARE ECOSYSTEM. EMERGING AI TECHNOLOGIES HOLD GREAT PROMISE TO IMPROVE HEALTHCARE AND SERVE VULNERABLE OLDER ADULTS, YET THE RAPID RATE OF DEVELOPMENT AND ADOPTION RAISES REAL CONCERNS AROUND FAIRNESS, ACCOUNTABILITY, AND TRANSPARENCY. DISPARITIES WILL INCREASE FOR THE FOUNDATION'S PRIORITY POPULATION IF THE FOUNDATION DOES NOT CHAMPION A STANDARD OF TECHNOLOGY-ENABLED CARE THAT IS ROOTED IN FAIRNESS AND QUALITY. THE FOUNDATION'S DATA PORTFOLIO CHAMPIONS SOLUTION-ORIENTED PROGRAMS THAT TAKE ACTION TO SAFEGUARD AND PROTECT VULNERABLE OLDER ADULTS AND PREVENT WIDENING HEALTH DISPARITIES FUELED BY UNREPRESENTATIVE DATA AND WEAK AI GOVERNANCE. SUCCESSES DURING 2024, THE FOUNDATION PARTNERED WITH LEADERS IN THIS SPACE ON NEW PROGRAMMATIC WORK THAT INVESTIGATED, ELEVATED, AND BEGAN TO SOLVE DATA-DRIVEN ISSUES FOR THE FOUNDATION'S PRIORITY POPULATIONS. DANDELION HEALTH: THE FOUNDATION'S PROJECT WITH DANDELION HAS MADE ALGORITHMIC VALIDATION MORE ACCESSIBLE AND ACCURATE THROUGH THE 2.0 LAUNCH OF THEIR "FREEMIUM" AUDIT TOOL THIS SPRING, NOW ANALYZING ALGORITHMS THAT LEVERAGE SOCIAL DETERMINANTS OF HEALTH AND CENSUS DATA. THIS SERVICE RESULTS IN MORE ACCURATE AND EFFICIENT AI DEPLOYMENT AND SETS HIGHER INDUSTRY STANDARDS, AMPLIFIED THROUGH DANDELION'S PARTNERSHIP WITH CHAI'S ASSURANCE LABS. THE FOUNDATION'S CAPSTONE WORK WILL BE PUBLISHING OUR RESEARCH IN ACADEMIC AND INDUSTRY OUTLETS TO DRIVE AWARENESS OF AGE BIAS AND REINFORCE THE IMPORTANCE OF REPRESENTATIVE DATASETS AND ACCESSIBLE VALIDATION TOOLS. THE FOUNDATION WILL CONTINUE WORKING WITH DANDELION BASED ON A RECENTLY APPROVED IMPACT INVESTMENT IN THE COMPANY, WHICH WILL ALLOW THE FOUNDATION TO CONTINUE SHAPING ITS FOCUS ON VULNERABLE POPULATIONS AND WILL ENSURE HOME AND COMMUNITY CARE PARTNERS HAVE THE APPROPRIATE TOOLS TO MITIGATE ALGORITHMIC BIAS AGAINST SUCH POPULATIONS. HEALTH AI PARTNERSHIP (HAIP): HAIP EXPLORED WHAT IT WOULD TAKE TO CREATE "PRACTICE NETWORKS" THAT BRING TOGETHER SELECTED COMMUNITY CLINICS ADOPTING AI SOLUTIONS WITH HAIP'S IMPLEMENTATION GUIDANCE AND BEST PRACTICES. THE FOUNDATION APPROVED A PLANNING GRANT IN FALL, 2024 TO PREPARE FOR A CALIFORNIA-FOCUSED PRACTICE NETWORK. THIS SUPPORTED AI DEPLOYMENT IN THE CALIFORNIA SAFETY NET IN THE FUTURE SO THAT VULNERABLE OLDER ADULTS WHO RECEIVE CARE IN HOME AND COMMUNITY WILL BENEFIT FROM EMERGING TECHNOLOGY AND AI. THIS WORK IS CO-FUNDED WITH THE CALIFORNIA HEALTH CARE FOUNDATION. CENTER FOR CARE INNOVATION (CCI): THE FOUNDATION'S SPONSORSHIP OF CCI'S 2024 SAFETY NET INNOVATION SUMMIT CONVENED PROVIDERS, COMMUNITY LEADERS, TECHNOLOGISTS, PHILANTHROPISTS, AND CARE INNOVATORS TO EXPLORE OPPORTUNITIES AND CHALLENGES IN AI IMPLEMENTATION. KEY THEMES INCLUDED GOVERNANCE, WORKFORCE ENGAGEMENT, AND PRIVACY. THIS EVENT ALSO HELPED RECRUIT CALIFORNIA COMMUNITY CLINICS FOR THE HAIP "PRACTICE NETWORK, AND RELEVANT PLAYERS TO INFORM OUR CERCA TOOLKIT, LED BY THE DIGITAL MEDICINE SOCIETY. STRATEGIC OBJECTIVE #3. FINANCIAL SECURITY IMPROVE OLDER ADULT FINANCIAL STABILITY THROUGH INCOME GENERATION, AND DEBT AND SAVINGS MANAGEMENT. THE FOUNDATION HAS SEEN HOW FINANCIAL INSECURITY IMPACTS AN INDIVIDUAL'S CHOICE IN WHERE AND HOW THEY AGE, PARTICULARLY THE ABILITY TO ACCESS AND AFFORD LONG-TERM SERVICES AND SUPPORTS. OLDER ADULTS ARE INCREASINGLY LOOKING TO EMPLOYMENT AS A LEVER TO INCREASE FINANCIAL SECURITY, BUT OLDER WORKERS ARE NOT BEING SET UP FOR SUCCESS. ENSURING THAT OLDER ADULTS WHO WANT TO WORK CAN FIND AND MAINTAIN QUALITY JOBS IS AN IMPORTANT FIRST STEP. ROOTED IN THE FOUNDATION'S COMMITMENT TO IGNITE BOLD AND EQUITABLE CHANGES IN HOW OLDER ADULTS AGE IN BOTH HOME AND COMMUNITY, THE AIM IS TO CATALYZE INNOVATIVE SOLUTIONS THAT HELP OLDER ADULTS GENERATE AND MANAGE INCOME THROUGH QUALITY JOBS. SUCCESSES GENERATION: YOU EMPLOYED: THE FOUNDATION'S 2024 RESEARCH WITH GENERATION EXPLORED THE IMPACT OF AI ON OLDER WORKERS, REVEALING THAT MANY EMPLOYERS ARE MISSING OPPORTUNITIES TO FULLY LEVERAGE AI, PARTICULARLY WITH EXPERIENCED WORKERS. THE REPORT, FEATURED IN FORBES, PERSONNEL TODAY, HR GUIDE, AND PRESENTED BY GENERATION AT THE AGE EQUITY ALLIANCE FORUM, FOUND THAT EMPLOYERS ANTICIPATE A DECLINE IN ENTRY- AND MID-LEVEL HIRING BY 22% TO 60% OVER THE NEXT YEAR, WHICH IS LIKELY TO EXACERBATE AGE BIAS IN THE WORKFORCE. THE SURVEY ALSO FOUND THAT AGEISM IN HIRING WAS AMPLIFIED FOR ROLES THAT USE AI, WITH 90% OF HIRING MANAGERS IN THE U.S. LIKELY TO CONSIDER CANDIDATES UNDER AGE 35 FOR AI-RELATED ROLES, COMPARED TO ONLY 32% FOR THOSE OVER AGE 60. GENERATION: YOU EMPLOYED: AS JOBS IN TRADITIONAL INDUSTRIES DECLINE, OLDER WORKERS IN RURAL AREAS FACE AN UPHILL BATTLE OF BOTH RESKILLING FOR NEW INDUSTRIES AND FINDING WORK LOCALLY IN THEIR RURAL COMMUNITIES. WITHOUT INTERVENTIONS, SUCH AS TARGETED TRAINING PROGRAMS FOR NON-TRADITIONAL ECONOMIES, ECONOMIC MOBILITY IN THESE REGIONS WILL REMAIN CONSTRAINED AND THE FINANCIAL SECURITY OF OLDER ADULTS WILL CONTINUE TO BE AT RISK. IN 2024 THE FOUNDATION FUNDED A PILOT PROGRAM TO RETRAIN OLDER WORKERS IN REMOTE AREAS FOR REMOTE ROLES, OFFERING THEM HIGH-QUALITY JOB OPPORTUNITIES SO THAT THEY CAN AFFORD COMMUNITY-BASED SUPPORTS AND REMAIN IN THEIR COMMUNITIES. THE SCAN FOUNDATION'S SUPPORT FUNDED THE PARTICIPATION OF THE MID-CAREER AND OLDER WORKERS FROM RURAL COMMUNITIES IN APPALACHIA. THE PROGRAM PRODUCED RELEVANT LEARNINGS FOR OTHER RURAL COMMUNITIES, WHICH WE INTEND TO APPLY IN CALIFORNIA. |
| FORM 990, PART III, LINE 4A, DESCRIPTION OF PROGRAM SERVICE: | STRATEGIC OBJECTIVE #4. HEALTH EQUITY IN AGING REDUCE HEALTH DISPARITIES AND IMPROVE THE LIVES OF ALL OLDER ADULTS. IN OCTOBER 2022, THE FOUNDATION LAUNCHED THE ADVANCING HEALTH EQUITY IN AGING INITIATIVE TO REDUCE HEALTH DISPARITIES AND IMPROVE THE LIVES OF OLDER ADULTS FROM HISTORICALLY UNDERSERVED COMMUNITIES. IN 2024, OUR EFFORTS WERE FOCUSED ON ACTIVATING A DIVERSE, CROSS-SECTOR NETWORK OF AGING, DISABILITY, AND OTHER ADVOCATES FOR VULNERABLE POPULATIONS, ALONG WITH OLDER ADULTS WITH LIVED EXPERIENCE. SUCCESSES HARNESSING MOMENTUM HARNESSING MOMENTUM (HM) HAS PROVEN TO BE A VALUABLE TOOL FOR EDUCATION AND AWARENESS OF SOME OF THE MOST RELEVANT CHALLENGES FACING HEALTH DISPARITIES OF OLDER ADULTS IN CA AND NATIONALLY. HM IS THE FIRST OF ITS KIND PARTNERSHIP PLATFORM- DESIGNED TO ENGAGE WITH NEW AND EXISTING PARTNERS TOWARDS A COMMON GOAL OF INCREASING THE IMPORTANCE OF A CROSS-SECTOR CONVERSATION TO GAIN ATTENTION TO THE ISSUES IMPACTING VULNERABLE OLDER ADULTS IN ALIGNMENT TO CONTRIBUTE TO A SHIFT IN POWER AND INTENT TO HARMONIZE ACROSS SECTORS PRESENT IN OUR EIP 2: HEALTH EQUITY. HM CONTINUED ITS VIRTUAL PROGRAMMING AND COLLECTIVE ACTION OPPORTUNITIES IN 2024 BY MEETING THE FOLLOWING OBJECTIVES AND KEY ACTIVITIES: TO PROVIDE A VIRTUAL FORUM FOR EDUCATION, NETWORKING, AND EXPLORATION OF HEALTH DISPARITY ISSUES FOR THE DIVERSE COMMUNITIES OF CA. TO FACILITATE THE CREATION OF MEANINGFUL PARTNERSHIPS BETWEEN ADVOCATES, CROSS-SECTOR LEADERS, & PHILANTHROPY IN CA AND NATIONALLY. UNITED FOR HEALTH EQUITY IN AGING SUMMIT ON SEPTEMBER 18TH, THE SCAN FOUNDATION HOSTED ITS SECOND ANNUAL UNITED FOR HEALTH EQUITY IN AGING SUMMIT ENGAGING WITH OVER 200 ATTENDEES FROM THE AGING, DISABILITY SECTORS AND OTHER ADVOCATES FOR VULNERABLE COMMUNITIES. THE FOUNDATION'S COMMUNITY IMPACT TEAM WORKED WITH A GROUP OF 10 DIVERSE EXPERTS HEALTH EQUITY (HE) ADVISORS TO GUIDE THIS WORK/EVENT. A NOTEWORTHY 98% OF ATTENDEES RATED THE EVENT AS EXCELLENT OR GOOD - CONFIRMATION OF THE VALUE AND IMPACT THAT THE FOUNDATION CONTINUES TO DELIVER TO STAKEHOLDERS. 2024 SUMMIT: OPENING KEYNOTE FROM MANUEL PASTOR, DIRECTOR OF USC DORNSIFE EQUITY RESEARCH INSTITUTE, DISTINGUISHED PROFESSOR OF SOCIOLOGY, WHO DISCUSSED WHERE POLICY CAN PLAY A ROLE IN CENTERING EQUITY, AND THE NECESSARY MOVEMENT BUILDING TO CREATE A MORE INCLUSIVE FUTURE. AFTERNOON KEYNOTE: CIVIL RIGHTS ICON AND TRAILBLAZER DOLORES HUERTA, HIGHLIGHTED THE POWER OF MOVEMENT-BUILDING, THE VALUE OF INTERGENERATIONAL AND CROSS-SECTOR PARTNERSHIPS, AND THE VITAL LINKS BETWEEN HEALTH, CULTURE, AND INCOME IN THE U.S., DRAWING FROM HER LIFE AND EXPERIENCES. THREE PLENARIES FOCUSED ON HOW TO LEAD CHANGE WHEN THE JOURNEY IS DIFFICULT; STATE OF THE STATE OF HEALTH EQUITY; AND EARLY LEARNINGS ON COMMUNITY-DRIVEN CHANGE: EQUITY COMMUNITY ORGANIZING (ECO) GROUPS. CLOSING KEYNOTE: DANIEL DAWES, SENIOR VICE PRESIDENT, GLOBAL HEALTH & FOUNDING DEAN OF THE SCHOOL OF GLOBAL HEALTH AT MEHARRY MEDICAL COLLEGE AND AUTHOR OF THE POLITICAL DETERMINANTS OF HEALTH ON HIS FIRSTHAND EXPERIENCE SHAPING MAJOR FEDERAL POLICIES. HE PROVIDED A HISTORY OF THE SEEMINGLY INSEPARABLE INTERCONNECTION OF POLITICS AND HEALTH, AS WELL AS A NOVEL NON-PARTISAN, MULTIDISCIPLINARY FRAMEWORK FOR ADDRESSING EXISTING BARRIERS. FOR THE FIRST TIME, THE FOUNDATION HOSTED (8) VIRTUAL WATCH PARTIES, WITH 184 OLDER ADULTS ACROSS THE STATE TO EXPAND ACCESS TO & ENGAGEMENT IN THE SUMMIT BY COMMUNITY MEMBERS. EQUITY COMMUNITY ORGANIZING (ECO) GROUPS FOUR COMMUNITIES IN CALIFORNIA BEGAN WORKING TO CREATE ECO GROUPS IN 2024. THESE GROUPS ARE COMPRISED OF COMMUNITY MEMBERS AND STAKEHOLDERS. AT LEAST 50% OF THE MEMBERS ARE PEOPLE 65 OR OLDER. THE GROUPS ARE IDENTIFYING CHALLENGES IN THEIR COMMUNITY AND CODESIGNING SOLUTIONS TO ADDRESS THESE TO ENSURE OLDER ADULTS CAN THRIVE IN THEIR COMMUNITY. THE COMMUNITIES AND THEIR FOCUS AREAS INCLUDE: IMPERIAL COUNTY - COMMUNITY GATHERING AND SHARED SPACES, SOCIAL AND RECREATIONAL ENGAGEMENT, CONNECTION, SUPPORT, AND RESOURCES, PUBLIC AND INSTITUTIONAL PARTNERSHIPS, AND FOOD AND HOUSING ACCESS FOR ALL. LOS ANGELES COUNTY BLACK ELDERING BILL OF RIGHTS FOCUSED ON HEALTH CARE AND END OF LIFE, ECONOMIC JUSTICE AND COMMUNITIES OF CARE OF CONNECT. SAN FRANCISCO COUNTY FOCUS ON BELONGING AND SUPPORT THROUGH AN ELDER CARE HOTLINE AND A FRIENDSHIP BENCH. SONOMA COUNTY WORKING TO ADDRESS LANGUAGE BARRIERS AND ACCESS TO HOUSING. LGBTQIA+ FOCUS GROUPS FROM JANUARY 8MARCH 31, 2024, THE CALIFORNIA DEPARTMENT OF AGING FIELDED THE FIRST-EVER SURVEY TO COLLECT INFORMATION ABOUT THE EXPERIENCES AND NEEDS OF THE LGBTQIA+ COMMUNITY IN CALIFORNIA TO IMPROVE SERVICES AND POLICIES THAT IMPACT THEIR LIVES. MORE THAN 4,000 SURVEYS WERE RECEIVED, DOUBLE WHAT WAS ANTICIPATED. EIGHTY PERCENT OF RESPONSES WERE FROM WHITE PEOPLE AND URBAN AREAS. CO-FUNDING FOR 10 FOCUS GROUPS BETWEEN THE FOUNDATION, CALIFORNIA HEALTH CARE FOUNDATION, AND METTA FUND. FOUR WILL BE OFFERED TO COMMUNITIES WHERE ECO GROUPS ARE OCCURRING, WHILE THE REMAINDER WILL BE TARGETED AT OLDER ADULTS OF COLOR WHO ARE LOW INCOME. AS OF OCTOBER 1, 21 FOCUS GROUPS WITH 188 PARTICIPANTS HAVE BEEN COMPLETED. |
| 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 FINANCE AND OPERATIONS HAS DIRECT RESPONSIBILITY FOR THIS EFFORT, SUBJECT TO SUPERVISION BY 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 2024 SALARY PACKAGE WAS SULLIVAN COTTER. FORM 990, PART VI, SECTION B, LINE 15B: 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 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 2024 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 0. MANAGEMENT AND GENERAL EXPENSES 12,756. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 12,756. COMMUNICATIONS SERVICES: PROGRAM SERVICE EXPENSES 353,448. MANAGEMENT AND GENERAL EXPENSES 232,999. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 586,447. PROFESSIONAL DEVELOPMENT: PROGRAM SERVICE EXPENSES 0. MANAGEMENT AND GENERAL EXPENSES 15,465. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 15,465. PROGRAM CONSULTANT: PROGRAM SERVICE EXPENSES 501,801. MANAGEMENT AND GENERAL EXPENSES 876,787. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 1,378,588. |
| 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 215,108. |
| 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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