Ashland Community Hospital Foundation
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Ashland Community Hospital Foundation
EIN: 93-0691238
as of September 2024
as of September 09, 2024
Programs and results
Reports and documents
Download annual reportsWhat we aim to solve
Ashland Community Health Foundation partners with our generous supporters and local non-profit organizations to enhance the health of our community by advancing innovative and equitable approaches to health and wellness, in addition to our continued support of our local hospital.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Generate and invest philanthropic resources to improve the health of our community.
Ashland Community Health Foundation is an independent 501c3 not-for-profit organization. ACHF strives to leads philanthropic efforts to advance innovative and equitable approaches to community health and wellness.
Where we work
Affiliations & memberships
Association of Healthcare Philanthropy 2009
Our results
How does this organization measure their results? It's a hard question but an important one.
Total number of grants awarded
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults, Children and youth
Related Program
Generate and invest philanthropic resources to improve the health of our community.
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
2022 was our inaugural year for community health & wellness grants.
Total dollar amount of grants awarded
This metric is no longer tracked.Totals By Year
Related Program
Generate and invest philanthropic resources to improve the health of our community.
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Context Notes
2022 was our inaugural year for community health & wellness grants.
Total dollar amount of scholarship awarded
This metric is no longer tracked.Totals By Year
Related Program
Generate and invest philanthropic resources to improve the health of our community.
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
We award scholarships for nursing students and allied health students. Since 2002, we have awarded over $1M in scholarships to 308 nursing students.
Total dollars received in contributions
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults, Children and youth, Students
Type of Metric
Input - describing resources we use
Direction of Success
Increasing
Number of first-time donors
This metric is no longer tracked.Totals By Year
Type of Metric
Other - describing something else
Direction of Success
Increasing
Number of organizations applying for grants
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Reports and documents
Download strategic planLearn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
Our goal is to generate and invest resources to improve the health of our community. We give scholarships to nursing local nursing students and strive to grant funds to high impact programs that support community health and wellness. We remain a champion for Ashland's hospital.
What are the organization's key strategies for making this happen?
Strategies include funding scholarships for nursing students who intend to remain in the Rogue Valley after graduation, as well as allied health scholarships for medical assistants, dental assistants, phlebotomists, etc. We also seek to fund high impact community health and wellness programs, including our local hospital.
What are the organization's capabilities for doing this?
Ashland Community Health Foundation has three professional staff with more than 40 years of combined fundraising experience. The foundation is governed by a Board of Directors comprised of community members with diverse business experience and community connections.
What have they accomplished so far and what's next?
In 2022, our foundation granted over $229,000 to local nonprofit organizations that created and expanded access to health and wellness programs in Ashland, Talent, and Phoenix.
In addition, the Williams G. & Ruth T. Evans Endowed Nursing Scholarship awarded $233,094 in scholarships to 41 local nursing students.
ACHF supported Asante Ashland Community Hospital programs and services through grants of over $279,000.
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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How is your organization using feedback from the people you serve?
To strengthen relationships with the people we serve, to refine our application processes
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Which of the following feedback practices does your organization routinely carry out?
We collect feedback from the people we serve at least annually, We act on the feedback we receive
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What challenges does the organization face when collecting feedback?
We don't have any major challenges to collecting feedback
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
1.25
Months of cash in 2022 info
1.9
Fringe rate in 2022 info
11%
Funding sources info
Assets & liabilities info
Financial data
Ashland Community Hospital Foundation
Revenue & expensesFiscal Year: Jan 01 - Dec 31
Ashland Community Hospital Foundation
Balance sheetFiscal Year: Jan 01 - Dec 31
The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
Fiscal Year: Jan 01 - Dec 31
This snapshot of Ashland Community Hospital Foundation’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.
Created in partnership with
Business model indicators
Profitability info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Unrestricted surplus (deficit) before depreciation | -$121,948 | $723,168 | $839,406 | $649,526 | -$1,245,570 |
As % of expenses | -16.2% | 108.8% | 81.0% | 49.5% | -88.1% |
Unrestricted surplus (deficit) after depreciation | -$125,955 | $719,161 | $834,916 | $643,587 | -$1,251,509 |
As % of expenses | -16.7% | 107.5% | 80.2% | 48.9% | -88.2% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $1,766,021 | $1,163,221 | $1,952,785 | $1,779,028 | $977,786 |
Total revenue, % change over prior year | 101.9% | -34.1% | 67.9% | -8.9% | -45.0% |
Program services revenue | 1.9% | 3.0% | 15.8% | 22.1% | 3.9% |
Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Investment income | 9.8% | 15.6% | 11.0% | 13.5% | 25.4% |
Government grants | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
All other grants and contributions | 53.6% | 47.3% | 37.0% | 27.6% | 40.6% |
Other revenue | 34.6% | 34.0% | 36.1% | 36.8% | 30.0% |
Expense composition info | |||||
---|---|---|---|---|---|
Total expenses before depreciation | $750,692 | $664,827 | $1,036,094 | $1,311,372 | $1,413,178 |
Total expenses, % change over prior year | 42.6% | -11.4% | 55.8% | 26.6% | 7.8% |
Personnel | 0.0% | 0.0% | 12.0% | 26.0% | 23.5% |
Professional fees | 10.3% | 11.6% | 8.6% | 7.4% | 7.0% |
Occupancy | 0.0% | 0.0% | 4.7% | 3.7% | 3.1% |
Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Pass-through | 69.4% | 66.9% | 62.8% | 46.4% | 52.5% |
All other expenses | 20.4% | 21.5% | 11.9% | 16.6% | 13.9% |
Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Total expenses (after depreciation) | $754,699 | $668,834 | $1,040,584 | $1,317,311 | $1,419,117 |
One month of savings | $62,558 | $55,402 | $86,341 | $109,281 | $117,765 |
Debt principal payment | $0 | $0 | $0 | $0 | $0 |
Fixed asset additions | $0 | $0 | $9,659 | $0 | $0 |
Total full costs (estimated) | $817,257 | $724,236 | $1,136,584 | $1,426,592 | $1,536,882 |
Capital structure indicators
Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Months of cash | 3.8 | 6.0 | 6.6 | 3.0 | 1.9 |
Months of cash and investments | 109.3 | 152.4 | 117.2 | 105.0 | 78.3 |
Months of estimated liquid unrestricted net assets | 31.1 | 48.1 | 40.5 | 37.9 | 24.6 |
Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Cash | $236,842 | $333,776 | $570,651 | $326,265 | $219,370 |
Investments | $6,602,531 | $8,110,653 | $9,551,458 | $11,145,965 | $9,005,432 |
Receivables | $406,451 | $327,844 | $206,021 | $110,820 | $7,328 |
Gross land, buildings, equipment (LBE) | $569,243 | $569,243 | $578,902 | $578,902 | $578,902 |
Accumulated depreciation (as a % of LBE) | 15.5% | 16.2% | 16.7% | 17.7% | 18.7% |
Liabilities (as a % of assets) | 1.6% | 1.6% | 1.6% | 1.9% | 1.8% |
Unrestricted net assets | $2,424,932 | $3,144,093 | $3,979,009 | $4,622,596 | $3,371,087 |
Temporarily restricted net assets | $1,447,717 | N/A | N/A | N/A | N/A |
Permanently restricted net assets | $3,730,395 | N/A | N/A | N/A | N/A |
Total restricted net assets | $5,178,112 | $5,960,798 | $6,669,915 | $7,217,406 | $6,165,724 |
Total net assets | $7,603,044 | $9,104,891 | $10,648,924 | $11,840,002 | $9,536,811 |
Key data checks
Key data checks info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Executive Director
Ms. Stephanie Roland CFRE
Stephanie Roland joined the Ashland Community Health Foundation in 2007 as Development Associate and earned her Certified Fund Raising Executive (CFRE) designation in 2013. In 2024, Stephanie assumed the role of Executive Director. She works closely with the foundation board of directors and manages foundation staff.
Number of employees
Source: IRS Form 990
Ashland Community Hospital Foundation
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
Ashland Community Hospital Foundation
Highest paid employeesSOURCE: IRS Form 990
Compensation data
Ashland Community Hospital Foundation
Board of directorsas of 01/18/2024
Board of directors data
Jeff McCullough
Melissa K. Grudin
Larry Gibbs
Southern Oregon University
Judy Pavlik
Tiffanie Lambert
Phoenix-Talent School District
Liz Murphy
Raymond James
Jeff McCullough
Koenig Investment Advisory
Blancaluz Brossard
Oregon Housing & Community Service
Diane Yaley Knox
Rosario Medina
Phoenix-Talent Schools
Nick Palmesano
Ashland Fire & Rescue
Becky Orf
Gary LaVenture
Asante Physician Partners
Erin Coke
Dana Preston
Ashland Chamber of Commerce
Cindy Bernard
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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Board orientation and education
Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes -
Ethics and transparency
Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes -
Board performance
Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
Gender identity
Transgender Identity
Sexual orientation
Disability
We do not display disability information for organizations with fewer than 15 staff.
Equity strategies
Last updated: 09/19/2022GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more
- We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
- We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
- We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
- We have community representation at the board level, either on the board itself or through a community advisory board.
- We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.