All Childrens Hospital Foundation Inc
500 Seventh Ave S
St. Petersburg FL 33701

The mission of the Foundation is to channel family and community compassion into philanthropic action that addresses the financial needs and the mission of Johns Hopkins All Children’s Hospital through our four tenets: research, education, treatment and advocacy for the children in our care.

CEO/Executive Director Jenine Rabin
Board Chair Mr. Courtland James
Board Chair Affiliation Eagles Asset Management
General Info
Organization DBA
Johns Hopkins All Children's Foundation
Johns Hopkins All Children's Hospital
Supported Organization Johns Hopkins All Children's Hospital
Tax Exempt Status Public Supported Charity
Incorporation Year 1990
State Charitable Solicitations Permit Yes Feb 2018
State Registration Yes May 2017
Financial Summary
IRS Letter of Determination
IRS Letter of DeterminationView
Impact Statement

Johns Hopkins All Children’s Hospital began as a hospital for critically ill children in St. Petersburg, Florida in the 1920s. By the 1950s, the hospital had evolved to become the free-standing children’s hospital for this region, caring for children with serious illnesses. Today, after more than 90 years of commitment to the community, we are expanding our role in medical research and becoming an academic health center with the broad reach to change the lives of children in Florida and the world. We are committed to medical research because of the potential for new treatments and cures.

We are continuing to build our four institutes:

Institute for Brain Protection Sciences

Cancer & Blood Disorders Institute

Heart Institute

Maternal, Fetal & Neonatal Institute.

We are recruiting leadership for these institutes---seeking the top talent that will attract the best choices for fellows and residents, key in our quest to become a top academic teaching facility.

Named a top-50 children's hospital by U.S. News & World Report, we provide access to the most innovative treatments and therapies for families across Florida without regard to race, creed or ability to pay.

Needs Statement
  1. Heart Innovation Fund: $250,000

    Neonatal Abstinence Syndrome Program: $200,000- The NAS Clinic has helped save or improve the lives thousands of babies in the Sarasota/Manatee region who were exposed to substances in utero. This program funds their care but also advanced developmental interventions that can aide them in later life.

    Cancer & Blood Disorders Institute Innovation Fund: $250,000

    Pediatric cancer receives less than 4% of federal funding for cancer research. This fund helps our scientists continue to look for ways to look for the genomic origins of this disease and new treatments.

    Sports Medicine Innovation Fund* -$250,000

    Out of our 350 clinical trials, several are devoted to studying brain concussions and their effects on young athletes

Background Statement

We were founded in 1926 as the American Legion Hospital for Crippled Children to care for children with polio and other crippling disorders, without regard for race, creed, or ability to pay. We have continued to grow for more than 90 years thanks to ongoing community support, dedicated employees, and visionary leaders.

During the 1950s, a larger facility opened in St. Petersburg to accommodate the nearly 500 patients being admitted each year. Surgical facilities were added at this time, and a full-time schoolteacher joined the staff to help meet the needs of the whole child during an extended stay and convalescence. At the decade's end, more than 5,000 additional square feet were added for rehabilitation and occupational therapy, a library, and additional school facilities.

By 1990, a $20 million expansion added more inpatient units and operating suites, a Short Stay Unit for the growing number of outpatient surgeries, a sleep laboratory, a Special Procedures Unit, pediatric dialysis unit, and expanded occupational and physical therapy areas. All Children’s teamed up with the National Safe Kids Campaign to sponsor the Suncoast Safe Kids Coalition, dedicated to promoting child passenger safety and preventing unintentional childhood injuries such as drowning and pedestrian bicycle accidents.

Medicine continued to change as did the needs of our community. In 2005, we began construction on a brand new ten-floor facility that was erected to answer the needs of the patients and their families including a five-floor outpatient care center. It opened to the public in 2010.

In 2011, we officially joined with the Johns Hopkins Medicine family, uniting a history of caring for the region’s children with a bright future as part of one of the world’s leading health care systems, and in 2016, we changed our name to be Johns Hopkins All Children’s Hospital.

In the decades to come, Johns Hopkins All Children’s will continue to provide cutting-edge care for patients and their families in Florida and beyond. Our commitment to healing is matched by our commitment to our surrounding communities.

Areas Served
Areas Served
FL- Sarasota
FL- Manatee
FL- Charlotte
FL- DeSoto
FL- Hillsborough
FL- Hardee
FL- Lee
Areas Served Comments

Today, we are implementing a new strategy where several types of care─from cardiology and orthopedic services to endocrinology and neurology─can be found within regional care centers across Florida at Outpatient Care Centers (OCC) that allow patients and their families to receive the same state-of-the art care within their home communities, removing the stress and financial strain of travel. Our JHACH Specialty Physicians are medical staff members and provide pediatric care at nine community hospitals, including Sarasota Memorial Hospital and IMG Academy.

Service Categories
Primary Org Type Health Care
Secondary Org Type Education
Tertiary Org Type Medical Research
Statement from the Board Chair/Board President
Statement from the CEO/Executive Director


Johns Hopkins All Children’s Outpatient Care in Sarasota is a 28,000 square foot outpatient facility that provides quality pediatric medical and therapeutic services in a convenient setting. All of the physicians, nurses and other professionals who work at Johns Hopkins All Children’s Outpatient Care are extensively trained to meet the special needs of children of all ages. They work closely with community physicians, providing a continuum of care for kids with complex medical issues. Just as important, they treat young patients and their families with special care, and with concern for their emotional well-being.

Pediatric subspecialty care in a variety of disciplines is available to children who are referred by their community physicians.  Services include: diagnostic services, many surgical and medical specialties, speech-language pathology, audiology, physical therapy, occupational therapy and applied behavior analysis services.

Budget $2,600,000
Category Health Care, General/Other Ambulatory & Primary Health Care
Program Linked to Organizational Strategy Yes
Population Served Children and Youth (0 - 19 years) Families
Short Term Success

The short term success of the Johns Hopkins All Children's Sarasota Outpatient Care Center is contingent upon our ability to offer ease of access to our patients and families.  We work to find appointments with physician providers for the children within two weeks of the provider/family calling for an appointment.  With this location being in the Sarasota community we offer personalized care close to home.

Last year, the Johns Hopkins All Children's Sarasota Outpatient Care Center visits totaled 27,421. 

Long Term Success

Evidence of the long term success of the Johns Hopkins All Children’s Sarasota Outpatient Care Center is demonstrated by the growth we look forward to this next year within our facility and your community.  Over the next year we will expand our general pediatrics area along with applying for our patient-centered medical care certification for medically complex children. 

This will allow us to add to our continuum of care for medically complex children in your community and better serve these patients and their families.

Program Success Monitoring

We monitor the success of this program by continuing to evaluate patient satisfaction scores that are compiled by surveys that are sent to our patients and families after they have been seen at our Sarasota Outpatient Care Center.  We also monitor the time that it takes to get an appointment at our facility so we can ensure we continue to offer ease of access to our services.  In addition, we continue to watch our growth year over year throughout the Sarasota OCC.

Finally, we participate in benchmarking against the other eight Outpatient Care Centers within the Johns Hopkins All Children’s Hospital network.

Program Success Examples

Last year, the Johns Hopkins All Children's Sarasota Outpatient Care Center had 27,421 visits.  These visits include physician/ancillary visits, rehab visits and NAS Clinic visits. 

Having this program in your community is giving the patients and families in your area access to the pediatric specialties that your children need closer to home.   

According to the Florida Agency for Healthcare Administration, from 2014-2015 the number of babies born with Neonatal Abstinence Syndrome (NAS) in Florida increased by 30% with 2,487 NAS babies born last year out of 218,176 total live births. Sarasota County was found to have the third-highest percentage with this diagnosis.

Babies exposed to drugs in utero may not show withdrawal systems immediately. It is not uncommon for symptoms of NAS to take days to manifest. Symptoms may be mild to severe, and are not limited to a particular drug or the amount consumed. The required hospital stay for an infant suffering from NAS is 5-7 days, however, a hospitalization while the child is stabilized, can last up to four weeks at a cost of $60,000. Upon discharge it's critical that these children are closely monitored to determine long-term effects.

In 2013 Johns Hopkins All Children’s Hospital established its NAS Clinic to serve this growing population of sick children in your communities.

Budget $66,000
Category Health Care, General/Other
Program Linked to Organizational Strategy Yes
Population Served Infants to Preschool (under age 5) At-Risk Populations
Short Term Success

The primary challenge faced by NAS Clinic staff is the very nature of its outpatient population—families whose somewhat chaotic lives result in transiency, interrupting the continuum of care that we seek to establish. In the next fiscal year (July 1, 2017 - June 30, 2018) clinic staff would like to explore methods to integrate its care of neonates with pediatricians in the area who inherit NAS patients. This would allow the clinic to track preschool and kindergarten aged children. Creating an infrastructure that allows for partnerships with local pediatricians is the key to future research on the lasting impact of Neonatal Abstinence Syndrome.

Annually, we deliver care to more than 100 NAS children ages 0 to 5 with hopes of improving their health outcomes over the lifespan through early diagnosis and preventative measures.  We want to continue this care for these children and our future patients.

Long Term Success

The long term success for this program includes making sure that the NAS Clinic remains a fixture in your community.  As the first clinic of its kind in the state, the NAS Outpatient Clinic quickly differentiated itself by establishing a continuum of care that eclipsed a child’s first weeks of life.

The care team for an NAS infant includes an occupational therapist, speech therapist, applied behavioral analyst, physical therapist, nurse practitioner, physician, and case manager. It is essential to follow a child for a prolonged period of time to ensure the prescribed treatments have the desired impact. Prolonged contact also allows the team to address issues that led to the mother’s substance abuse and thus the child’s diagnosis—a more holistic approach. Frequent contact with the child and family could create a base for research and would give Johns Hopkins All Children’s an opportunity to pull data on the growth and development of NAS children.
Program Success Monitoring

The success of this program is monitored several ways, including collecting and comparing data as the children are screened for developmental delays and behavioral issues.  We use this data to make sure the babies and children born with Neonatal Abstinence Syndrome are progressing normally – this is the largest success we can have for these children, their families and the community.  If it is determined they are falling behind, through these screenings, our team of specialists can work with them to get them ready for school and help them to adjust.  Being in the community and having our neonatologist in Sarasota Memorial Hospital allows us to get to them early so we can work to change the outcomes.

Program Success Examples Last year, medical staff from a Tennessee hospital came to the clinic to observe the team and replicate the work in their area, where they are seeing a jump in their state’s NAS numbers.

The NAS Clinic works to encourage families to keep coming back, connecting parents with services and resources that can help.  Because of the research we are conducting it is important that the children continue to return. 

On a baby’s first appointment they leave with baby supplies and books in a care package.

A great example of a success story through our clinic is Enzo.  He was born addicted to suboxone and received an immediate NAS diagnosis. His early diagnosis, and subsequent treatment and therapy from the NAS Outpatient Center in Sarasota, has had an immensely positive impact on his development.

Enzo is also the clinic’s very first patient and an example of the efficacy of the care continuum.


For over 40 years, the Johns Hopkins All Children's Hospital LIFELINE transport team has been providing round-the-clock specialized transport care to critically ill newborns, infants, children and teens throughout the state of Florida.  Last year, there were 331 transports from Sarasota, Manatee, Charlotte and DeSoto counties. 

The patients we transport are admitted to Johns Hopkins All Children's Hospital.  Our four critical care ambulances are specially designed with children in mind.  In addition to the critical medical support equipment, they are equipped with TV and DVD players (for our older patients) and multiple levels of communication (radio, satellite and cellular) systems.

We also transport patients by air, either by helicopter or fixed wing aircraft.  This past November our new LIFELINE helicopter completed 100 missions.  This new helicopter is our first one dedicated to our hospital full time.
Budget $2,800,000
Category Health Care, General/Other Emergency Services, Hospital-Based
Program Linked to Organizational Strategy Yes
Population Served Children and Youth (0 - 19 years) Families International
Short Term Success

Through the recent addition of our own helicopter and by adding a fourth ambulance, Johns Hopkins All Children's Hospital LIFELINE transport team has expanded its capabilities and increased its response times and expedited transfers. 

Our LIFELINE team has the ability to focus on pediatric patients and with their experience they can pick up on subtleties of the population we serve, allowing us to recognize and correct before the patient begins to deteriorate.  Our ambulances are developmentally-appropriate designed for pediatric and neonate patients. 

Through our services and transport units we are able to bring Johns Hopkins All Children's care to the bedside.  In doing so, we direct consult with a Johns Hopkins All Children's physician prior to transport.  
Last year, we completed a total of 1,143 transports with 248 via helicopter.  331 of these transports were from your communities. 
Long Term Success

The long term success of this program includes focusing on the positive patient and family experience, this helps us build trust within our team and with the families.  The more patients that request Johns Hopkins All Children's Hospital over other pediatric facilities is also a long-term benefit, we would envision that all families know this is available to them to request in our service area.

We also work with referring facilities to perform outreach education to improve their pediatric and neonatal care.  As we continue this work and focus on growing this outreach, we see it is a benefit for all communities.
Another long-term success is increased requests for on-site tours and participation in community events involving our ambulances and helicopter to share the message of our mission.  The more that families can see our services and units, the more people know this quality and standard of care is available to them and their children.
Program Success Monitoring

The success of this program is monitored by periodically sending surveys out to the referring facilities we work with for feedback.  We also solicit feedback from our patient families that utilize the Johns Hopkins All Children's Hospital LIFELINE transport team.  These surveys are reviewed to ensure quality of care for all.

 We also look at the continued referrals from families and referring facilities as a success and standard for monitoring this program. 
Program Success Examples

222 Pediatric transport and helicopter flights have been completed in 2017.

In 2016, 1,143 transports were completed by the Johns Hopkins All Children's LIFELINE transport team.  248 of these transports were via helicopter and 331 of these transports were from your community with a breakdown listed below.
(Charlotte = 69; Desoto=28; Manatee=102; Sarasota=132) 
Description Johns Hopkins All Children’s Hospital (JHACH) is committed to helping kids achieve their health goals. With obesity growing as a problem in our communities and nationwide, JHACH supports several initiatives that teach children and their families how to incorporate healthy eating and nutrition education into their everyday lives. We are proposing expanding our innovative Culinary Family Nights for the Lakewood Community. This grant application would fund a six-week expansion of fun and family-oriented program with existing JHACH staff─bringing together nutrition education and culinary instruction to help kids and their families learn how to prepare healthy meals rich in vegetables, lean proteins, and fresh fruit. The Family Nights could be done at the Community Center of Lakewood or at other locations such as the YMCA.
Budget $3,000
Category Health Care, General/Other Public Health
Program Linked to Organizational Strategy Yes
Population Served K-12 (5-19 years) Children and Youth (0 - 19 years) People/Families of People with Health Conditions
Short Term Success

The community need met by this proposal: Florida and our region face higher than average rates for obesity. This program brings the needed nutritional and culinary education to families who are currently unable to receive those services that our offered only in Pinellas County. When kids are part of the process and this type of nutrition and culinary education is offered as hands on learning, kids are more likely to try new foods that lead to healthy behavior changes.

For the first round of this program, we plan to reach 120-150 individuals; the greatest strength of this program is that it address a youth problem by incorporating family involvement in the solution. Parent, siblings, and other family members are welcome. 
Long Term Success

JHACH is the referral center for health and wellness related programs in our region, but there is a lack of these initiatives in the counties of Sarasota, Manatee, DeSoto, and others. This program offers expertise to families that meet the needs of this community.

When this program has existed in other areas, it has seen dramatic shifts in the healthy lifestyles of the families involved, but because of the time commitment, families will only commit to the program if it is easy to travel there. Therefore it is essential for the program to happen in the community where no other program exists.

Program Success Monitoring The timeline for this project includes a process of evaluation that will help us modify or transform the program as needed.
Program Success Examples In other areas, this program has helped populations reduce their rates of obesity. We hope to see the same results here. 
CEO/Executive Director
CEO/Executive Director Jenine Rabin
CEO Term Start Oct 2012
CEO/Executive Director Email

As executive vice president of the Johns Hopkins All Children's Foundation, Ms. Rabin plays a key role in defining the Hospital's funding needs and then shaping the philanthropic opportunities that invite donors to become involved through their gifts of time, talent and treasure. She is responsible for all fundraising activities and personnel, directing a team of Foundation staff.

Under her leadership, the Foundation aims to raise $20 million each year.

Before joining the Johns Hopkins All Children's Foundation in October 2012, Ms. Rabin was campaign director for the Smithsonian Institution, leading the Smithsonian's first national, comprehensive campaign of $1.5 billion to benefit its 19 museums and galleries, the National Zoological Park, and nine research facilities. Ms. Rabin's previous experience in the nation's capital was at American University, serving first as director of development for the School of Public Affairs and then as director of development for University-wide Initiatives. While managing campaigns for the School of Public Affairs, the University Library and Student Life, she increased annual and major gifts for these programs by 75 percent and helped establish 20 new endowments. As executive director of development at Stetson University in Deland, Fla., she led multiple campaigns (annual, endowed, restricted and capital) and managed the university's major gift portfolio.

Ms. Rabin earned a bachelor of arts degree as an International Scholar at American University in Washington, D.C. and an M.B.A. at Stetson. She is a member of the Council for the Advancement and Support of Education, the Association for Fundraising Professionals and the Association for Healthcare Philanthropy

Former CEOs/Executive Directors
Joel Momberg Jan 2000 - Jan 2008
Thomas Mundell Jan 2009 - Jan 2012
Senior Staff
Lydia Bailey Director, Planned Giving
Dee Dee Fusco Director, Major Gifts
Connie Siu Guinn Director, Annual Giving
Stephanie Hall Director, Children's Miracle Network Hospitals
Mark Noll Director, Operations
Staff & Volunteer Statistics
Full Time Staff 31
Part Time Staff 0
Staff Retention Rate % 93
Professional Development Yes
Contractors 0
Volunteers 23
Management Reports to Board Yes
CEO/Executive Director Formal Evaluation Yes
Senior Management Formal Evaluation Yes
Non-Management Formal Evaluation Yes

Sarasota Memorial Hospital

IMG Academy 
Moffitt Cancer Center
USF Health 
External Assessments and Accreditations
Risk Management Provisions
Fundraising Plan Under Development
Communication Plan Under Development
Strategic Plan Yes
Strategic Plan Years 10
Strategic Plan Adopted July 2011
Management Succession Plan No
Continuity of Operations Plan
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy No
Directors and Officers Insurance Policy Yes
Policies and Procedures Under Development
Board Chair
Board Chair Mr. Courtland James
Company Affiliation Eagles Asset Management
Board Term July 2016 to June 2018
Board Chair Email
Board Members
Board Members
Sandra Fascell Diamond Williamson, Diamond & Caton, PA
Jillian Doyle Doyle Wealth Management
Gigi Ganatra Duff Lionheart Capital
Steve Eaves VF Licensed Sports Group
Dr. Jonathan Ellen Johns Hopkins All Children's
Leonard Englander Englander Fischer
Michelle Glennon Johns Hopkins Medicine
Gerard Hoeppner Busch Gardens Tampa and Adventure Island
Courtland James Eagle Asset Management
Judy Keyak Community Volunteer
Ronald Koepsel Sabal Trust Company
Martha Little Morgan Stanley
Toni Logan American Integrity Insurance Group
Jim McGinty Doyle Wealth Management
Ray Newton Private Investor
Steven Rum Johns Hopkins Medicine
Barbara Sansone Community Volunteer
Dr. Howard Seider Retired
Alex Shouppe Brown & Brown Insurance Company
Bonnie Strickland The Strickland Property Group
Kimberly Strong Bankers Financial Corporation
Beth Vivio Community Volunteer
Toni Walsh Community Volunteer
Constituency Includes Client Representation Yes
Board Ethnicity
African American/Black 1
Asian American/Pacific Islander 1
Caucasian 20
Hispanic/Latino 0
Native American/American Indian 1
Other 0 0
Board Gender
Male 11
Female 12
Board Term Lengths 3
Board Term Limits 3
Board Orientation Yes
Number of Full Board Meetings Annually 5
Board Meeting Attendance % 79
Board Self-Evaluation Yes
Written Board Selection Criteria No
Board Conflict of Interest Policy Yes
% of Board Making Monetary Contributions 100
% of Board Making In-Kind Contributions
Standing Committees
Capital Campaign
Special Events (Golf Tournament, Walk / Run, Silent Auction, Dinner / Gala)
Donor Services
Institutional Advancement
Fiscal Year Projections
Fiscal Year Start Month July
Fiscal Year Start Day 01
Fiscal Year Begins 2016
Fiscal Year End Month June
Fiscal Year End Day 30
Fiscal Year Ends 2017
Projected Revenue $20,500,000.00
Projected Expenses $5,250,636.00
Total Projected Revenue includes "in-kind" contributions/ donations Yes
Organization has Endowment Yes
Endowment Value $22,906,508.00
Endowment Spending Policy Percentage
Endowment Spending Policy % 4
Capital Campaign
Currently In a Capital Campaign Yes
Anticipate Campaign within 5 years? Yes
Campaign Purpose
Campaign Goal $150,000,000.00
Campaign Dates Apr 2011 to June 2020
Amount Raised To Date 85713632 as of Feb 2017
IRS Form 990s
Audit/Financial Documents
Historical Financial Review
Revenue SourcesHelpThe financial analysis involves a comparison of the IRS Form 990 and the audit report (when available) and revenue sources may not sum to total based on reconciliation differences. Revenue from foundations and corporations may include individual contributions when not itemized separately.
Fiscal Year201520142013
Foundation and
Corporation Contributions
Government Contributions$0$0$0
Individual Contributions$11,673,475$13,594,267$7,960,034
Investment Income, Net of Losses$4,504,796$4,666,848$2,199,770
Membership Dues$0$0$0
Special Events$2,650,206$2,437,755$2,803,866
Revenue In-Kind$1,562$86,823$27,028
Expense Allocation
Fiscal Year201520142013
Program Expense$7,432,235$7,023,112$3,956,076
Administration Expense$454,858$431,312$395,809
Fundraising Expense$4,235,662$3,175,452$2,686,813
Payments to Affiliates$0$0$0
Total Revenue/Total Expenses1.591.851.90
Program Expense/Total Expenses61%66%56%
Fundraising Expense/Contributed Revenue30%20%25%
Assets and Liabilities
Fiscal Year201520142013
Total Assets$169,728,759$170,948,718$150,167,547
Current Assets$42,681,092$42,141,531$29,552,452
Long-Term Liabilities$463,096$448,782$606,748
Current Liabilities$1,087,078$1,727,820$202,095
Total Net Assets$168,178,585$168,772,116$149,358,704
Top Funding Sources
Fiscal Year201520142013
Top Funding Source & Dollar AmountContributions, gifts, grants $11,673,475Contributions, gifts, grants $13,594,267Contributions, gifts, grants $7,960,034
Second Highest Funding Source & Dollar AmountInvestment Income $4,504,796Investment Income $4,666,848Fundraising $2,803,866
Third Highest Funding Source & Dollar AmountFundraising $2,650,206Fundraising $2,437,755Investment Income $2,199,770
CEO/Executive Director Compensation
Tax Credits Yes
Short Term Solvency
Fiscal Year201520142013
Current Ratio: Current Assets/Current Liabilities39.2624.39146.23
Long Term Solvency
Fiscal Year201520142013
Long-Term Liabilities/Total Assets0%0%0%
Financials Comments
Financial Comments by Foundation Financial information taken from the Federal 990s. 
Nonprofit All Childrens Hospital Foundation Inc
Address 500 Seventh Ave S
St. Petersburg, FL 33731
Phone 727 767-4199