Donor Network of Arizona

What it reported doing in 2024

Donor hospital program services and community services: donor program development (dpd) is responsible for maximizing the total number of organs recovered for transplant in Arizona through the implementation of individualized donation programs based on comprehensive hospital assessment, analysis of donation potential, the implementation of ongoing quality process improvement, and the development and fostering of effective relationships within the healthcare community. (see schedule o for additional information) donor hospital program services and community services (continued): donor network of Arizona (dna) continues to utilize the best practices as defined by the u.s. Department of health and human services' (hrsa) breakthrough collaboratives for organ donation and transplantation. This includes active participation in regional and national improvement efforts. These efforts continue to help us maximize the number of donors and the number of organs transplanted per donor in Arizona. In addition to ongoing education in Arizona hospitals and healthcare organizations, dna symposium every other year, inviting healthcare professionals from across the state. Dna has robust hospital partner participation in national donate life month and many of the hospitals in Arizona receive recognition from hrsa.some key highlights for 2024 include:1.)dpd coordinators continue to be onsite overseeing every donation after circulatory death (dcd) opportunity. This allows us to support the hospital and provide education in real-time.2.)based on trends in data and feedback from staff and hospitals, a monthly education message is developed and delivered in rounding through critical care departments across the state. 3.)dpd has focused resources to strengthen relationships with hospital administrators to both improve the hospital's donation programs and introduce organ donation process changes in the state to keep them informed and in support of their own donation programs.4.)continued in-person and virtual education with over 400 education events. A quarterly donation and transplantation leadership webinar was offered as well, focusing on topics to keep hospitals abreast of trends in organ donation and transplantation. Dna also continued to provide an advanced donor nurse class throughout the state with continuing education credits through the continuing nursing education group (cneg). Business intelligence: the business intelligence (bi) department is responsible for identifying, formulating, implementing, and evaluating high-quality, data driven decision capabilities and process improvement initiatives in collaboration with other leaders and in alignment with donor network of Arizona's strategic objectives. This department includes data systems and analytics and data intelligence teams which collect and present data needed for operational requirements and to provide flexible data solutions to meet organizational needs. This department is also responsible for overseeing the death record review and hospital death report audit processes, as well as overseeing access to electronic medical record (emr) systems in Arizona hospitals for donor network of Arizona staff. 2024 highlights include the following:1.) authorization model development: in partnership with key stakeholders, the bi team designed and implemented a logistic regression model in python to assess the complexity of family authorization conversations. Leveraging a diverse set of operational and contextual data, this model offers valuable insights into authorization performance trends and supports informed, real-time decision-making. After a year of iterative development, the model was successfully deployed alongside a real-time dashboard and scorecard, now in active use by donor legacy leadership.2.)rocboard: real-time referral optimization dashboard: collaborating with goal team 4 and organ referral optimization (oro) leadership, we developed the rocboard - a centralized, real-time dashboa

Financial Efficiency

• Mission deployment rate: 76.5%; rating input score 77
• Program expense ratio: 85.2%; rating input score 85
• Fundraising efficiency: Limited

Transparency & Controls

• Consistency checks: 93.3%; rating input score 93; 21st percentile among comparable filings
• Pay-setting controls: 6 of 6 controls in place; rating input score 100
  • Compensation committee: Pass
  • Independent consultant: Pass
  • Other Form 990s reviewed: Pass
  • Written employment contract: Pass
  • Compensation survey or study: Pass
  • Board or committee approval: Pass
• Foreign activity oversight: Limited
• Grant itemization coverage: 72.6%; rating input score 73; 15th percentile among comparable filings
• Major donor itemization: Yes; rating input score 100
• Related-party transparency: Limited

Accountability

• Independent voting board: 83.3%; rating input score 83; 31st percentile among comparable filings
• Governance controls: 9 of 9 controls in place; rating input score 100
  • Conflict-of-interest policy: Pass
  • Whistleblower policy: Pass
  • Document-retention policy: Pass
  • CEO compensation review process: Pass
  • Other executive compensation review process: Pass
  • Form 990 shared with the board: Pass
  • Board meeting minutes documented: Pass
  • Audit committee oversight: Pass
  • Independent financial-statement audit: Pass

Sustainability

• Operating margin: 7.9%; rating input score 67; 67th percentile among comparable filings
• Total-asset coverage ratio: 1.75; rating input score 59; 59th percentile among comparable filings
• Liabilities to assets ratio: 0.09; rating input score 83; 83rd percentile among comparable filings
• Officer compensation ratio: 4.3%; rating input score 22; 22nd percentile among comparable filings

Growth

• Program expense growth: 6.6% per year; rating input score 100; 54th percentile among comparable filings
• Revenue growth: 7.7% per year; rating input score 100; 64th percentile among comparable filings
• Asset growth: 12.7% per year; rating input score 100; 80th percentile among comparable filings