AORN Foundation
EIN: 84-1193583
Programs and results
Reports and documents
Download annual reportsWhat we aim to solve
1. Enhance funding for perioperative education and research 2. Broaden the foundation's visibility as a recognized leader in funding 3. Ensure organizational sustainability to meet current and future needs of the foundation (relationships)
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Educational Programs
The AORN Foundation provides perioperative professionals educational programs like the Nurse Executive Leadership Program and clinical workshops. The AORN Foundation also supports individuals by providing funding for grants and scholarships to further their careers.
Where we work
External reviews

Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of academic scholarships awarded
This metric is no longer tracked.Totals By Year
Related Program
Educational Programs
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Number of training events conducted
This metric is no longer tracked.Totals By Year
Related Program
Educational Programs
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Total number of grants awarded
This metric is no longer tracked.Totals By Year
Related Program
Educational Programs
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Learn 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?
To Enhance funding for perioperative education and research.
What are the organization's key strategies for making this happen?
1. Foster professional advancement of perioperative nursing by providing support for perioperative education
2. Increase resources available to support evidence based research
3. Expand funding to increase the perioperative workforce
4. Enhance communications to foster increased engagement
5. Cultivate awareness for, and commitment from the next generation of donors
6. Practice responsible stewardship
7. Secure 7.0% of AORN paid members as donors
8. Execute a minimum of 12 annual giving campaigns
9. Develop strategic partnerships and collaborative relationships that advance the profession
10. Technology - implement new AMS system and SaleForce to maximize donor engagement
11. Establish strong collaboration and partnerships with medical device and pharmaceuticals companies in alignment with AORN's Strategic Plan
What are the organization's capabilities for doing this?
Strong support from the AORN Association, motivated Foundation Director and supportive staff and Board of Trustees.
What have they accomplished so far and what's next?
1. Acquired 7 corporate sponsors fro preoperative education programs
2. Doubled the number of CNOR/CSSM grants awarded
3. Created a text-to-give campaign
4. Provided 20 Expo grants fro first-time attendees
5. Recognized donors with thank you notes and calls from Board of Trustees members
6. Secured additional unrestricted funds through the newly-created Benefactors' Society
7. Formally recognized major donors at Expo
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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Who are the people you serve with your mission?
Perioperative nurses and the patients they support.
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How is your organization collecting feedback from the people you serve?
Electronic surveys (by email, tablet, etc.), Focus groups or interviews (by phone or in person), Community meetings/Town halls, Constituent (client or resident, etc.) advisory committees,
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How is your organization using feedback from the people you serve?
To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals,
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With whom is the organization sharing feedback?
Our staff, Our board,
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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 take steps to get feedback from marginalized or under-represented people, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We engage the people who provide feedback in looking for ways we can improve in response, 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 2020 info
2.83
Months of cash in 2020 info
5.7
Fringe rate in 2020 info
5%
Funding sources info
Assets & liabilities info
AORN Foundation
Revenue & expensesFiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
AORN Foundation
Balance sheetFiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
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
SOURCE: IRS Form 990
This snapshot of AORN 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.
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Business model indicators
Profitability info | 2016 | 2017 | 2018 | 2019 | 2020 |
---|---|---|---|---|---|
Unrestricted surplus (deficit) before depreciation | $196,737 | $109,631 | -$50,986 | $330,781 | $253,101 |
As % of expenses | 8.6% | 6.1% | -2.0% | 17.6% | 10.7% |
Unrestricted surplus (deficit) after depreciation | $196,737 | $109,631 | -$50,986 | $330,781 | $253,101 |
As % of expenses | 8.6% | 6.1% | -2.0% | 17.6% | 10.7% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $2,574,240 | $1,676,692 | $2,551,628 | $2,443,627 | $2,578,993 |
Total revenue, % change over prior year | -1.0% | -34.9% | 52.2% | -4.2% | 5.5% |
Program services revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Investment income | 3.2% | 5.9% | 6.1% | 5.9% | 6.1% |
Government grants | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
All other grants and contributions | 100.7% | 92.8% | 94.1% | 94.7% | 88.6% |
Other revenue | -3.9% | 1.3% | -0.2% | -0.6% | 5.3% |
Expense composition info | |||||
---|---|---|---|---|---|
Total expenses before depreciation | $2,286,350 | $1,800,377 | $2,604,738 | $1,876,589 | $2,369,149 |
Total expenses, % change over prior year | 0.1% | -21.3% | 44.7% | -28.0% | 26.2% |
Personnel | 12.7% | 17.5% | 13.3% | 17.1% | 12.2% |
Professional fees | 1.1% | 1.9% | 1.4% | 2.1% | 1.7% |
Occupancy | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Pass-through | 23.8% | 37.1% | 27.9% | 29.7% | 14.7% |
All other expenses | 62.4% | 43.5% | 57.4% | 51.1% | 71.4% |
Full cost components (estimated) info | 2016 | 2017 | 2018 | 2019 | 2020 |
---|---|---|---|---|---|
Total expenses (after depreciation) | $2,286,350 | $1,800,377 | $2,604,738 | $1,876,589 | $2,369,149 |
One month of savings | $190,529 | $150,031 | $217,062 | $156,382 | $197,429 |
Debt principal payment | $0 | $0 | $0 | $0 | $0 |
Fixed asset additions | $0 | $0 | $0 | $0 | $0 |
Total full costs (estimated) | $2,476,879 | $1,950,408 | $2,821,800 | $2,032,971 | $2,566,578 |
Capital structure indicators
Liquidity info | 2016 | 2017 | 2018 | 2019 | 2020 |
---|---|---|---|---|---|
Months of cash | 4.9 | 5.6 | 2.5 | 9.7 | 5.7 |
Months of cash and investments | 21.8 | 28.6 | 18.5 | 34.1 | 27.0 |
Months of estimated liquid unrestricted net assets | 6.4 | 8.9 | 5.9 | 10.3 | 9.4 |
Balance sheet composition info | 2016 | 2017 | 2018 | 2019 | 2020 |
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Cash | $925,290 | $837,657 | $551,850 | $1,515,276 | $1,118,219 |
Investments | $3,220,314 | $3,451,074 | $3,460,187 | $3,814,194 | $4,203,568 |
Receivables | $1,314,445 | $403,866 | $953,050 | $631,001 | $1,236,275 |
Gross land, buildings, equipment (LBE) | $20,253 | $20,253 | $20,253 | $20,253 | $20,253 |
Accumulated depreciation (as a % of LBE) | 100.0% | 100.0% | 100.0% | 100.0% | 100.0% |
Liabilities (as a % of assets) | 22.5% | 10.2% | 20.3% | 21.1% | 28.6% |
Unrestricted net assets | $1,220,680 | $1,330,311 | $1,279,325 | $1,610,106 | $1,863,207 |
Temporarily restricted net assets | $1,080,341 | $855,748 | $2,714,591 | N/A | N/A |
Permanently restricted net assets | $1,967,706 | $2,056,703 | $0 | N/A | N/A |
Total restricted net assets | $3,048,047 | $2,912,451 | $2,714,591 | $3,127,284 | $2,824,970 |
Total net assets | $4,268,727 | $4,242,762 | $3,993,916 | $4,737,390 | $4,688,177 |
Key data checks
Key data checks info | 2016 | 2017 | 2018 | 2019 | 2020 |
---|---|---|---|---|---|
Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Executive Director/CEO
Linda Groah, MSN, RN, CNOR, NEA-BC, FAAN
A veteran perioperative nursing executive, Linda has devoted her career to perioperative nursing practice, education, and executive management. Her previous professional positions include international healthcare consultation, Chief Operating Officer/Nurse Executive of Kaiser Foundation Hospital, San Francisco, and Assistant Director of Hospitals and Clinics OR-PACU and Surgery Center at the University of California San Francisco.
Awarded AORN's Award for Excellence in Perioperative Nursing in 1989, Linda was inducted in 2000 as a fellow of the American Academy of Nursing. In 2005, she received Nursing Spectrum magazine's California and US Nursing Excellence Award for Leadership. In 2011 Linda was named by Becker's as one of the top 10 Leaders in the Area of Clinical Quality and in 2013, 2015 and 2018 was identified by Becker's as one of 50 experts leading the field of patient safety.
AORN Foundation Director
Colette Palmer
As an established corporate and non-profit executive in the health care environment, Colette has committed her management career of 20+ years to growing individuals, teams and businesses to their highest potential. Her previous professional positions include Vice President of Technology and Client Services for Xerox Healthcare Provider Services, Manager of the AORN Center for Nursing Leadership, and Director of Development for multiple non-profits. A focus on lifelong learning has provided her with the opportunities to complete her Master’s Degree in Business Administration from Regis University, serve as an alumni of the founding class for the Institute for Leaders in Development at the University of Denver, and hold the position of Certified Professional Coach for business through the Institute for Professional Excellence in Coaching.
Number of employees
Source: IRS Form 990
AORN Foundation
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
AORN Foundation
Highest paid employeesSOURCE: IRS Form 990
Compensation data
AORN Foundation
Board of directorsas of 02/09/2023
Board of directors data
Larry Asplin BSN MSN
AORN Foundation
Term: 2022 - 2023
Larry Asplin, MSN, RN, CNOR
CentraCare Health: St. Cloud
Ric Cuming, EdD, MSN, RN, NEA-BC, FAAN
Christiana Care Health System
Eric Farrell
Stryker, Sage Products
Linda Groah, MSN RN CNOR NEA-BC FAAN
AORN
Charlotte Guglielmi, MA, BSN, RN, CNOR, FAORN
Beth Israel Deaconess Medical Center
Joan Spear, MBA, RN, CNOR
Aesculap USA
Dan Voecks
Independant Consultant
Tracy Black
3M Medical Solutions
Bryan Burrs
Johnson & Johnson
Stephanie Davis, MSHA, RN, CNOR, CSSM
HCA Healthcare
Anne Fairchild, MS,BSN,RN, CNOR, CSSM(e)
Vanguard Enterprises, LLC
Brandon Jominy
Stryker Surgical Technologies
Jeanne Marie Leahy
Mölnlycke
Martha Stratton, MSN, MHSA,RN,CNOR,CSSM,NEA-C
Health Trust Workforce Solutions
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:
The organization's co-leader identifies as:
Race & ethnicity
Gender identity
Sexual orientation
No data
Disability
No data