Avow Hospice Inc.
General Information
Contact Information
Nonprofit
Avow Hospice Inc.
Primary Contact First Name
Jaysen
Primary Contact Last Name
Roa
Address
1095 Whippoorwill Lane
Naples, FL 34105
Phone
(239) 261-4404
Organization E-mail
[email protected]
Web Site
www.avowcares.org
Facebook
http://www.facebook.com/Avowcares
Twitter
http://www.twitter.com/@AvowHospice
At A Glance
Year of Incorporation
1983
Former Names
Hospice of Naples, Inc.
Organization's type of tax exempt status
Public Supported Charity
Organization EIN#
59-2201250
1
Statements & Search Criteria
Mission
We believe by changing the way people die, we change the way people live. (sm)
Background
Avow was founded as a nonprofit hospice by Collier County residents in 1983. Since then we have grown into a
hospice and palliative care organization with more than 200 employees and a large campus on Whippoorwill
Lane for our staff and the community. We pride ourselves on our Joint Commission accreditation and our
corporate culture of compliance and ethical behavior. Avow welcomes everyone who needs us, including those
who cannot pay for our care. We are stewards of the gifts donors entrust to us and we answer to the
community as we seek to serve them.
Needs
Donated funds are needed to cover patient and community services for which we receive no reimbursement.
Examples of such services are: bereavement for patient families, community bereavement, pet loss support,
massage and music therapy for our patients.
Areas Of Service
Areas Served
Areas Served
ALL
Geographic areas served in Collier County
Collier County, FL
Service Catergories
Home Health Care
Patient & Family Support
Geriatrics
2
Programs
Programs
Avow Programs
Description
1. Direct patient care services for the terminally ill. 2. Palliative care
physician consultations for the seriously ill; direct patient care for
supportive palliative care services for spiritual, social and emotional
support. 3. Social services, chaplain support, complementary therapies for
the seriously or terminally ill. 4. Bereavement support for families/loved
ones of our patients, community bereavement support groups, children's
grief workshops, pet grief and loss support. 3. Education on end-of-life
care issues to the community and health professionals.
Long-Term Success
Avow works to bring peace of mind and physical comfort to the seriously
and terminally ill in Collier County/southwest Florida. By participating in
our programs, community members will experience the quality of life they
desire as they live with a serious or terminal illness. Their families will feel
supported and informed as they accompany their loved one through
illness or death. As a result of our work, our community will understand
and accept illness and death as part of life -- not to be feared, but to be
faced with dignity and peace of mind that all will be well. Our work will
inspire our community to live lives that are peaceful and rewarding, and
that make full use of their interests, talents and desires.
Short-Term Success
.
Examples of Long-Term Success We care for approximately 1,800 patients annually throughout all of Collier
County, plus thousands of their family members and community members.
98% of our families when surveyed say they would recommend our
services to others.
3
Impact
Goals
What are your organization's long-term strategic goals?
Our ultimate goal is that people will live their lives so fully, completely and with such confidence and peace that
they will live wholly even when ill or facing death. They will embrace all that life has to offer, realize the promises
of their lives and die in comfort and peace, knowing their lives had meaning -- and that they mattered.
In terms of our organization, our goals include remaining financially strong, visionary in programming,
independent and continuously attuned to the needs of our community.
Strategies
What are the major strategies you will do to accomplish your goals?
Our strategic plan for 2017-2019 is:
Purpose: To create peace of mind by providing compassionate care and support to those who need us.
Focus: To sustain and expand our mission through growth beyond our core services and geographic
boundaries.
Key objectives:
Mission Development
- Expand programs and service territories
- Grow partnerships in communities we serve
- Increase diversity of staff, people served, leadership including boards
Operating Efficiencies
- Update technology to support employee needs and growth
- Remain compliant and transparent
- Plan for cost sharing with other health care partners
Financial Strength
- Meet profitability and indirect cost goals
- Meet patient care/revenue goals for hospice and palliative care programs
- Operate within board approved budgets
Philanthropic Excellence
- Meet fundraising goals
- Meet goal for growth in major gifts
- Meet or exceed benchmarks for costs to raise a dollar
People Development
- Create competitive recruitment and retention programs
- Improve communications
- Offer training at all levels
- Create succession plans
Capabilities
4
What are your organization’s capabilities for doing this?
Our culture makes us unique. Our staff members and volunteers are extraordinarily committed to our mission
and take great personal sustenance from doing this work. We emphasize education and growth in our staff
members -- we value ongoing learning, increased responsibility and training, and we back that value
with financial support for staff members pursuing a degree or certification.
This is a business and an industry that expects employees to bring their hearts as well as their intellect to work
every day. It is a company that gives back to the community and staff, that feels knitted into the fabric of
Collier County. It puts people first, is committed to operating ethically and compliantly, and most of all, is
humbled to serve.
Indicators
What indicators do you use to measure progress?
We assign both qualitative and quantitative metrics to every tactic on our annual operating plans and report on
our progress quarterly to our board. We also evaluate our programmatic and financial performance against
benchmarks for other hospices that share our demographics and program focus. As a health care agency
accredited by the Joint Commission, we measure our achievement against the gold standard indicators for our
industry. We are regularly surveyed for compliance and program competency by the Centers for Medicare and
Medicaid Services.
Progress
What have and haven’t you accomplished so far?
We have succeeded in expanding our brand beyond hospice to include palliative care, grief support and care at
all points on the continuum of serious illness. We are building stronger relationships with our professional
partners in the community. We've successfully managed the donor gifts entrusted to us and have used them
according to their intentions. Since 2003, we've invested in and led the way in southwest Florida in bringing
palliative care to the community -- and that work continues as a growth focus for us. One area we've invested in
is technology: in 2014 we implemented a new electronic patient record system that has generated productivity
increases and job satisfaction for the many clinicians who "chart" every day. We transitioned our board and
management communications to electronic platforms and provided staff members with tablets. As part of our
growth plan, we established a new corporate architecture to accommodate the formation of a foundation and
other businesses to support our nonprofit operations.
We know having quality staff members is key to our success, so we developed a mentoring program and a
robust succession plan that identifies and grooms future leaders. Like other health care employers, however, we
must become more creative and flexible in recruiting to find top quality RNs and other health care team
members. It is very competitive.
We continue to strive to maintain our market share and to provide innovative programs that both meet needs
and are financially responsible uses of our funds.
5
Board & Governance
Board Chair
Board Chair
Mr. Charles F. Hoffman
Board Members
Name
Affiliation
Status
Thomas Gazdic
community advocate
Voting
Vip Grover
insurance
Voting
Dana Hall
funeral home owner
Voting
Charles Hoffman
Morgan Stanley Smith Barney
Voting
Jay Johnston
community advocate
Voting
Roger Lipitz
community advocate
Voting
Kent McRae
Moorings Park
Voting
Patrick Neale JD
lawyer
Voting
Lee Pinto
Community Volunteer
Voting
Jaysen Roa
Avow President & CEO
Voting
Rev. Kathryn Schillreff
Rector, St. Monica's Episcopal
Church
Voting
Carolee Steelman
community advocate
Voting
Board Demographics - Ethnicity
African American/Black
0
Asian American/Pacific Islander
0
Caucasian
12
Hispanic/Latino
0
Native American/American Indian
0
Other
0 African-American 1
Board Demographics - Gender
Male
8
Female
4
Unspecified
0
Governance
Board Term Lengths
3
Board Term Limits
3
Board Meeting Attendance %
0
Written Board Selection Criteria?
Under Development
Written Conflict of Interest Policy?
Yes
6
Number of Full Board Meetings Annually
5
Standing Committees
Audit, Compliance and Controls
Board Governance
Executive
Finance
Strategic Planning / Strategic Direction
Community Outreach / Community Relations
7
Management
Executive Director/CEO
Executive Director
Jaysen F. Roa
Term Start
Oct 2015
Email
[email protected]
Experience
Jaysen Roa joined Avow as President & CEO inOctober, 2015.
Prior to joining Avow,Roa served as Executive Director at Good Shepherd Hospice, Inc. an affiliate ofChapters
Health System, Inc. based in Lakeland, Florida, and was responsiblefor the daily operations of the hospice’s
550 patients, 300-plus staff and threefree-standing inpatient facilities. Roa’s extended hospice experience
includesdirecting clinical, business development, fundraising and community relationsoperations and ensuring
regulatory compliance. He developed and implemented apediatric palliative care program and has engaged in
local, state and nationalefforts to promote recommended hospice legislative actions.
Prior to working atGood Shepherd Hospice, Roa held leadership positions at Hernando Pasco Hospice(HPH),
Inc. and worked at Hospice of Citrus County, Inc., both based inFlorida.
Roa is a Certified Hospice Administrator whoholds a Master’s in Business Administration and Master’s in
HealthAdministration from Webster University in St. Louis, Missouri and a Bachelor ofArts degree in Psychology
from University of South Florida in Tampa.
Staff
Full Time Staff
167
Part Time Staff
42
Volunteers
300
Plans
Organization has a Strategic Plan?
Yes
Affiliations
Affiliation
Year
0
External Assessments and Accreditations
Assessment/Accreditation
Year
Joint Commission Accreditation in hospice services
0
Awards
Awards
8
Award/Recognition
Organization
Year
Innovative Achievement Award
Collier County Economic
Development Council
2003
Newcomer Award (for Palliative
Care Program)
Governor's Office, State of Florida 2004
Excellence in Community Service
Communitas
2013
Excellence in Program Innovation
Florida Hospice and Palliative
Care Association
2011
Excellence in Community
Outreach Programs
Florida Hospice and Palliative
Care Association
2014
Excellence in Industry - Civic
Responsibility Award
Greater Naples Chamber of
Commerce
2012
Multiple awards for annual reports, Association of Marketing and
brand promotion, printed pieces
Communications Professionals
9
2012
Financials
Current Fiscal Year
Jan
Fiscal Year
2014
Projected Revenue
$1,457,000.00
Projected Expenses
$19,475,000.00
Detailed Financials
Revenue and Expenses
Fiscal Year
Total Revenue
Total Expenses
Revenue Sources
Fiscal Year
Foundation and Corporation
Contributions
Government Contributions
Federal
State
Local
Unspecified
Individual Contributions
Indirect Public Support
Earned Revenue
Investment Income, Net of Losses
Membership Dues
Special Events
Revenue In-Kind
Other
Expense Allocation
Fiscal Year
Program Expense
Administration Expense
Fundraising Expense
Payments to Affiliates
Total Revenue/Total Expenses
Program Expense/Total Expenses
Fundraising Expense/Contributed
Revenue
Assets and Liabilities
Fiscal Year
Total Assets
Current Assets
Long-Term Liabilities
Current Liabilities
Total Net Assets
2013
$23,572,365
$20,277,080
2012
$22,696,514
$21,007,490
2011
$21,894,870
$19,569,007
2013
$3,329,821
2012
$2,521,853
2011
$2,905,533
$0
---$0
$3,329,821
$0
$18,792,556
$438,947
$0
($40,233)
$23,930
$508,827
$0
---$0
-$0
$19,071,982
$313,771
$0
$99,636
$48,009
$122,827
$0
---$0
-$0
$17,998,128
$253,791
$0
$99,301
$0
$135,340
2013
$15,021,737
$4,651,500
$603,843
-1.16
74%
9%
2012
$15,327,832
$5,211,426
$468,232
-1.08
73%
18%
2011
$14,618,651
$4,391,985
$558,371
-1.12
75%
19%
2013
$37,488,718
$9,096,321
$42,788
$2,188,024
$35,257,906
2012
$33,425,955
$7,956,497
$29,026
$2,137,784
$31,259,145
2011
$31,214,044
$7,274,825
$405,487
$1,898,029
$28,910,528
10
Capital Campaign
Currently in a Capital Campaign?
Yes
Goal
15000000
Dates
0 to 2017
Amount Raised To Date
$13,198,000.00
State Charitable Solicitations Permit
Permit?
Yes 0
Created 06.18.2017.
11
Copyright © 2017