Report Looks at How ‘Conversion Foundations’ Work and Interact With Community

NEW BOOKS

Connecting to Community and Building Accountability: Findings From the 2006 Survey of Foundations Formed From Health Care Conversions looks at the operations and governance of 107 so-called conversion foundations that were created when nonprofit health-care groups became for-profit companies. Among the report’s key findings: 75 percent of respondents say their groups have a moderate to high level of community involvement. These organizations seek suggestions from local leaders and citizens, support local nonprofit groups, and share foundation information with residents of their home cities and towns. Additionally, the publication reports that nearly all of the surveyed foundations had at least some policies to promote accountability and prevent fraud; of the groups that have adopted “whistle-blower” policies, 83 percent did so after Sarbanes-Oxley legislation. Other findings relate to leadership-transition planning, board diversity and development, foundation structure, community-involvement strategies, and other elements.

Publisher: Grantmakers in Health, 1100 Connecticut Avenue, N.W., Suite 1200, Washington, D.C. 20036; (202) 452-8331; fax (202) 452-8340; http://www.gih.org; 49 pages; available free for download on the organization’s Web site.