2024-05-10T17:04:14+00:00 2023-06-30 350921680 CROWE LLP 225 West Wacker Drive Suite 2600 Chicago IL 606061224 990 2022-07-01 390807060 Sacred Heart Hospital of Hospital Sisters of Third Order of St Francis SACR 7157176121 900 West Clairemont Avenue Eau Claire WI 54701 PATRICIA ALLEN System CFO for Care Delivery 2024-05-10 true PATRICIA ALLEN 999009999 Mallory Fairless P01321579 3128997000 2022 2023-04-26 12:10:37Z John Wagner 900 West Clairemont Avenue Eau Claire WI 54701 229958115 false 0928 X www.sacredhearteauclaire.org X 1890 WI TO REVEAL AND EMBODY CHRIST'S HEALING LOVE FOR ALL PEOPLE THROUGH OUR HIGH QUALITY FRANCISCAN HEALTH CARE MINISTRY. 8 7 1092 53 892778 0 5999679 757419 198077235 208027473 30415887 20508988 1371055 -532236 235863856 228761644 0 0 68713189 67101306 0 0 176674983 177413791 245388172 244515097 -9524316 -15753453 704289128 695835503 93199672 67898093 611089456 627937410 X TO PROVIDE THE MEANS WHEREBY SACRED HEART CAN CONTINUE THEIR APOSTOLIC MISSION TO SERVE THE SICK, THE AGED, THE POOR AND THE TERMINALLY ILL WITHOUT REGARD TO RACE, COLOR, CREED, OR NATIONAL ORIGIN. false false 56945797 43607519 SURGICAL SERVICES - SURGICAL SERVICES AT SACRED HEART HOSPITAL ARE COMPRISED OF STERILE PROCESSING, ANESTHESIA, SURGERY, POST ANESTHESIA CARE, AND SHORT STAY CARE SERVICES. SHORT STAY CARE SERVICES SUPPORTS INFUSION THERAPIES, CARDIAC CATH, RADIOLOGY, GASTROENTEROLOGY, AND SURGERY. SURGICAL SERVICES HAVE 10 OPERATING ROOMS IN WHICH ONE IS A HYBRID OPERATING ROOM THAT SUPPORTS VASCULAR SURGERY AND TWO C-SECTION ROOMS ON THE WOMEN'S AND INFANT FLOOR. THE SURGERY DEPARTMENT SUPPORTS CARDIOTHORACIC SERVICES AND A ROBUST ROBOTICS PROGRAM. OTHER PROCEDURES INCLUDE ORTHOPEDICS, NEUROSURGERY, PLASTICS, UROLOGY, EAR NOSE THROAT (ENT), GYNECOLOGICAL, ORGAN PROCUREMENT, DENTAL, PODIATRY, AND GENERAL SURGERY. ANESTHESIA PROVIDES SERVICES TO THE SURGERY SUITE, INTERVENTIONAL RADIOLOGY, INPATIENT RESUSCITATION, AND WOMEN AND INFANTS. STERILE PROCESSING PROVIDES SERVICES HOSPITAL-WIDE TO SURGERY, INPATIENT NURSING, LABOR DELIVERY, EMERGENCY DEPARTMENT, AND CATH LABS/INTERVENTIONAL RADIOLOGY. IN FY23 OVER 3,478 SURGICAL PROCEDURES WERE PERFORMED. THE SHORT STAY CARE UNIT SUPPORTS PATIENT POPULATIONS FOR GASTROENTEROLOGY, BRONCHOSCOPY, INTERVENTIONAL RADIOLOGY, CARDIAC CATH LAB, AND IV THERAPY. THIS DEPARTMENT SUPPORTED 6,282 PATIENTS IN FY23. 31645915 25118832 INTERNAL MEDICINE - Internal Medicine services at Sacred Heart Hospital are comprised of general medicine, pulmonary, gastroenterology medical, and cardiology medical services. In FY23 a total of 6,325 patients were admitted to the hospital. The majority of these patients, 47%, are admitted through the Emergency Department. 27367331 24240721 CARDIOLOGY - CARDIOLOGY SERVICES OFFERS A WIDE VARIETY OF CATHETERIZATION LABORATORY PROCEDURES, NONINVASIVE CARDIOVASCULAR DIAGNOTIC PROCEDURES AND ELECTROPHYSIOLOGY PROCEDURES. FOR THOSE PATIENTS WHO NEED FOLLOW-UP A CARDIAC AND PULMONARY REHABILITION PROGRAM IS OFFERED ON SITE AT SACRED HEART. THERE WERE 1,214 CARDIAC CATH LAB PROCEDURES, AND 3,068 ELECTRODIAGNOSTIC EXAMS THAT TOOK PLACE IN FY2023 AT SACRED HEART. 101633139 114167623 OTHER PROGRAM SERVICES - OTHER PROGRAM SERVICES AT SACRED HEART HOSPITAL ARE COMPRISED OF FAMILY BIRTHING CENTER, INTENSIVE CARE, EMERGENCY, ONCOLOGY, PHARMACY, LABORATORY, RESPIRATORY THERAPY, PHYSICAL THERAPY, REHABILITATION AND OTHER SERVICES. 101633139 114167623 217592182 true true false true false false false false false true false false true true true false true false false false false false false false false true true false false true false false false false false false false false false false false false true true false false false true X 1200 0 true 1092 true true true false false false false false false false false false false false X 8 7 false false true false true true true true true false false true true true true true true true true true true X Linda Dace 6182342120 3051 Hollis Drive Springfield IL 62704 ANDREW J BAGNALL Wisconsin PRESIDENT & Division CEO - Wisconsin (UNTIL 11/1/22) 13.5 46.5 X X 0 842889 32735 Andy Barth CEO/President (UNTIL 10/14/22) 59.0 1.0 X X 363636 0 28567 Patti Darley VICE CHAIR 1.0 1.0 X X 0 0 0 FR DAN OUDENHOVEN BOARD MEMBER 1.0 1.0 X 0 0 0 GREG HEILER MD BOARD MEMBER 1.0 1.0 X 0 0 0 JOHN WAGNER Board Member / CEO/President - SJCF 1.0 59.0 X 0 396392 99522 Laura Talley BOARD MEMBER 1.0 1.0 X 0 0 0 Michelle Farrow BOARD MEMBER 1.0 1.0 X 0 0 0 MOLLY BUSHMAN BOARD MEMBER 1.0 1.0 X 0 0 0 ROBERT MASLONKOWSKI MD BOARD MEMBER 1.0 1.0 X 0 0 0 PATRICIA ALLEN DIVISION CFO - WISCONSIN 3.0 57.0 X 0 541100 154396 TODD Smart Treasurer 0.3 59.8 X 0 329569 81262 Danielle Helmick Physician 40.0 0 X 283677 0 43159 LANCE J LEVENDOWSKI PHYSICIAN 40.0 0 X 257092 0 35280 Lindsay Schroeder MD Physician 40.0 0 X 261471 0 58268 Michaelene Nye Registered Nurse 40.0 0 X 214296 0 7048 Travis Christman CHIEF NURSING OFFICER 40.0 0 X 248567 0 3800 1628739 2109950 544037 90 false true false MEDICAL SOLUTIONS 1010 N 102ND STREET OMAHA NE 68114 CONTRACT LABOR 8877967 OAKLEAF CLINICS - EAU CLAIRE MED CLINIC 3802 W OAKWOOD MALL DRIVE EAU CLAIRE WI 547013016 CONTRACTED SERVICES 3050646 WINC 880 INDEPENDENCE LANE SAUK CITY WI 53583 RESIDENCY PROGRAM SUPPORT 1520664 COMPASS ONE HEALTHCARE PO BOX 102289 ATLANTA GA 30368 Contracted Services 1509230 Perfusion Solutions PO BOX 1200 Beloit WI 535121200 Contracted Services 983904 28 268185 488234 1000 757419 Patient Revenue 622110 207134695 207134695 Reference Lab 541380 892778 892778 0 0 0 0 208027473 8479228 8479228 404641 423815 -19174 0 -19174 -19174 7076650 5725766 0 772656 7076650 4953110 12029760 12029760 Other Operating Revenue 900099 -623686 -623686 Gift Shop 453220 110624 110624 0 0 0 0 -513062 228761644 207134695 892778 19976752 392203 371115 21088 51000160 48257935 2742225 3053549 2889269 164280 8656639 8190911 465728 3998755 3783622 215133 6546675 6546675 18498632 8856208 9642424 0 -8775 9176 -17951 31222089 31118498 103591 225757 231721 -5964 6835371 6835374 -3 20452 14023 6429 281522 278892 2630 771279 771279 15583531 15299098 284433 544491 92069 452422 Purchased Services 91378441 85992812 5385629 Medicaid Assessment Taxes 2861300 2861300 EQUIPMENT RENTAL 1533210 1533210 1119816 976949 142867 0 244515097 217592182 26922915 0 1190127 6503377 28219428 30544614 0 0 0 0 5465940 5166658 1172269 1475710 304635372 202930986 107795792 101704386 542802638 512915289 0 0 17642934 37525469 704289128 695835503 29412623 14641974 8267380 1417769 36351637 33545343 0 0 19168032 18293007 93199672 67898093 X 611089456 627937410 611089456 627937410 704289128 695835503 X -15753453 13155235 19446172 X false true X true true true X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED false false false false false false false false true 18672 18672 false Schedule C, Part II-B, Line 1 DETAILED DESCRIPTION OF THE LOBBYING ACTIVITY SACRED HEART HOSPITAL (THE HOSPITAL) IS A MEMBER OF THE CATHOLIC HEALTH ASSOCIATION ("CHA"), THE WISCONSIN HEALTH ASSOCIATION ("WHA"), AND THE AMERICAN HOSPITAL ASSOCIATION ("AHA"). AS A MEMBER OF THESE ORGANIZATIONS, THE HOSPITAL PAYS DUES, WITH PART OF THESE DUES BEING ATTRIBUTABLE TO LOBBYING FEES PAID BY THE ORGANIZATIONS. THE AMOUNT LISTED IS THE AMOUNT ATTRIBUTABLE TO THE HOSPITAL FROM ITS DUES PAID. THE ASSOCIATIONS THE HOSPITAL PAYS ARE AS FOLLOWS: - AMERICAN HOSPITAL ASSOCIATION ("AHA") AT 27.29% LOBBYING EXPENSE - CATHOLIC HEALTH ASSOCIATION ("CHA") AT 3.00% LOBBYING EXPENSE - WISCONSIN HOSPITAL ASSOCIATION ("WHA") AT 11.10% LOBBYING EXPENSE THE TOTAL AMOUNT OF ANNUAL DUES PAID TO EACH ASSOCIATION IS MULTIPLIED BY THE PERCENTAGE OF DUES ALLOCATED TO LOBBYING EXPENSE TO CALCULATE THE TOTAL LOBBYING EXPENDITURES PAID. 2679433 2679433 167719896 96778091 70941805 991593 549406 442187 128420567 102303814 26116753 4823883 3299675 1524208 101704386 Other Receivables Right of Use Asset - operating leases 11028043 Other Assets (#130490) Investment Affiliates 6556201 Investment Joint Ventures 250000 Medicaid Assessment Program -65754 Accrued Pension Benefit 19756979 37525469 OTHER LONG-TERM LIABILITIES 1260459 INTEREST RATE SWAP PROGRAMS 5889748 Operating Lease Liability 11142800 18293007 X Schedule D, Part X, Line 2 FIN 48 (ASC 740) footnote HSHS and the Foundation are Illinois not-for-profit organizations as described in Section 501(c) (3) of the Internal Revenue Code (the Code) and are exempt from federal income taxes on related income pursuant to Section 501(a) of the Code. Kiara, Inc. is an Illinois for-profit corporation that recognizes income taxes under the asset-and-liability method. Deferred tax assets and liabilities are recognized for the future tax consequences attributable to differences between the consolidated financial statement carrying amounts of existing assets and liabilities and their respective tax basis and operating loss and tax credit carryforwards. Deferred tax assets and liabilities are measured using the enacted tax rates expected to apply to taxable income in the years in which those temporary differences are expected to be recovered or settled. The effect on deferred tax assets and liabilities of a change in tax rates is recognized in income in the period that includes the enactment date. The net operating loss carryforwards result in a deferred tax asset of $3,382 and $3,548 at June 30, 2023 and 2022, respectively. In assessing the realizability of deferred tax assets, management considers whether it is more likely than not that some portion or all of the deferred tax assets will not be realized. The ultimate realization of deferred tax assets is dependent upon the generation of future taxable income during the periods in which those temporary differences become deductible. Management considers projected future taxable income and tax planning strategies in making this assessment. Based upon the level of historical taxable losses and projections for future taxable losses over the periods for which the deferred tax assets are deductible, management believes it is more likely Kiara, Inc. will not realize the majority of the benefits of these deductible differences. Full valuation allowances have been applied against the deferred tax assets attributable to the net operating loss carryforwards not realized as of June 30, 2023 and 2022 in the accompanying consolidated financial statements due to the uncertainty of realization. HSHS recognizes the tax benefit from an uncertain tax position only if it is more likely than not the tax position will be sustained on examination by the taxing authorities, based on the technical merits of the position. As of June 30, 2023 and 2022, HSHS does not have any liabilities for unrecognized tax benefits. true true X true X true X true true true false true true 1521533 1521533 0.0062 42069310 24300859 17768451 0.0727 11504212 7413372 4090840 0.0167 0 0 55095055 31714231 23380824 0.0956 520341 520341 0.0021 2101712 2101712 0.0086 6678442 3036019 3642423 0.0149 0 0.0 17928 17928 0.0001 0 0 9318423 3036019 6282404 0.0257 0 0 64413478 34750250 29663228 0.1213 0 0.0 0 0.0 0 0.0 0 0.0 0 0.0 0 0.0 0 0.0 0 0.0 0 0.0 0 0 0 0 0 0.0 true 0 0 64112775 106138538 -42025763 X true true 1 1 SACRED HEART HOSPITAL 900 WEST CLAIREMONT AVENUE EAU CLAIRE WI 54701 http://www.sacredhearteauclaire.org 17 X X X X BEHAVIORAL HEALTH DIALYSIS INPATIENT REHAB SACRED HEART HOSPITAL 1 false false true X X X X X X X X X 20 true true true true X https://www.hshs.org/getmedia/94179c61-9755-4ce4-ae0e-4929db02dad3/CHNA-2021_Eau-Claire-County.pdf X https://www.eauclairewi.gov/home/showpublisheddocument/25104/637558200633100000 X X true 21 true https://www.hshs.org/getmedia/c68838d7-26e2-401d-9482-2dd011f84a88/CHNA-Implementation-Plan-2021_SHE false true X 200.0 400.0 X X X X X X true true X X X true X https://www.hshs.org/about-us/patient-financial-services X https://www.hshs.org/about-us/patient-financial-services/wisconsin-financial-assistance X https://www.hshs.org/about-us/patient-financial-services/wisconsin-financial-assistance X X X X X X true X false X X X X true X false false Schedule H, Part V, Section B, Line 3E Yes, the significant health needs are a prioritized description of the significant health needs of the community and were identified through the CHNA process. Schedule H, Part V, Section B, Line 5 Facility , 1 Facility , 1 - HSHS Sacred Heart Hospital. Hospital Sisters Health System and HSHS Sacred Heart Hospital are committed to promoting and defending human dignity, caring for persons living in poverty and other vulnerable persons, promoting the common good, and stewarding resources wisely. Consequently, we strongly believe the assessment process must be informed by input from the poor and vulnerable populations we seek to serve. During FY2021, HSHS Sacred Heart Hospital conducted the CHNA for Eau Claire County (WI) in conjunction with HSHS St. Joseph's Hospital, Marshfield Clinic Health System, Mayo Clinic Health System, Eau Claire City-County Health Department, Chippewa County Department of Public Health, United Way of the Greater Chippewa Valley, and Eau Claire Healthy Communities (a local health coalition). The CHNA partners in turn worked together to gather input from a broad array of sources, ranging from hospital systems and educational institutions to government and service agencies to community groups, as well as from area residents. These efforts included, but were not limited to, outreach to and through the Aging and Disability Resource Center, The Community Table, Eau Claire Area Hmong Mutual Assistance Association, Eau Claire County Jail, El Centro, Feed My People Food Bank, and Joining Our Neighbors Advancing Hope (JONAH), as well as churches, schools, municipalities, and other organizations. All of these organizations serve under-resourced individuals in our community - such as low-income seniors, children living in poverty, families who struggle with shelter and food insecurity, justice-involved individuals, and other vulnerable populations - and possess extensive knowledge regarding the needs of those they serve. Actively including these organizations in the CHNA process was critical to ensure consideration of diverse needs in both the assessment itself and the development of related implementation strategies. The FY2021 CHNA process involved several key components. These included a Community Health Survey (distributed via SurveyMonkey and paper copies), online Community Conversations with area residents and stakeholders, and a virtual discussion with members of Eau Claire Healthy Communities. The feedback collected through these means, in combination with secondary data comparisons of local and national health indicators, were used to identify community health needs and priorities. The hospital subsequently used this data to develop a community health implementation plan incorporating health improvement strategies. The health priorities identified in the CHNA report were formally approved by the HSHS Sacred Heart Hospital Board of Directors on May 20, 2021. Schedule H, Part V, Section B, Line 6a Facility , 1 Facility , 1 - HSHS Sacred Heart Hospital. Yes, the FY2021 CHNA was conducted with sister-hospital HSHS St. Joseph's Hospital, Chippewa Falls, WI, and Mayo Clinic Health System and Marshfield Clinic Health System of Eau Claire, WI. Schedule H, Part V, Section B, Line 6b Facility , 1 Facility , 1 - HSHS Sacred Heart Hospital. HSHS Sacred Heart Hospital also conducted the FY2021 CHNA in conjunction with the Eau Claire City-County Health Department, Chippewa County Department of Public Health, United Way of the Greater Chippewa Valley, and Eau Claire Healthy Communities. Schedule H, Part V, Section B, Line 7 Facility , 1 Facility , 1 - HSHS Sacred Heart Hospital. Hard copies of the CHNA are available free of charge through the hospital's Community Health Department, as well as through the community health coalition, Eau Claire Health Alliance (formerly known as Eau Claire Healthy Communities). Schedule H, Part V, Section B, Line 11 Facility , 1 Facility , 1 - HSHS Sacred Heart Hospital. MENTAL HEALTH HSHS Sacred Heart Hospital in Eau Claire (SHEC) has engaged in multiple efforts to improve the mental health and emotional wellbeing of residents of the area that the hospital serves. The SHEC Community Health Implementation Plan includes several evidence-based strategies and other actions to positively impact mental health. These strategies will benefit both those we serve as patients and the community at large. Strategy 1: Work with community partners to increase access to prevention and early intervention services. Action 1: Train and partner with facilitators to provide suicide prevention, behavioral health "first aid, trauma/resiliency training to school staff, students, and the general public. FY2023 Outcomes During FY23, SHEC used grant funding to train 15 people, including 12 public and private school staff, to become Question, Persuade, Refer (QPR) Gatekeeper instructors and purchase QPR booklets to aid local suicide prevention efforts. The SHEC Community Health Outreach Specialist coordinated this training and also received certification as an instructor. During the fiscal year, she helped train 101 local professionals and community members on QPR principles. The Community Health Outreach Specialist also received certification as a Mental Health First Aid - Adult instructor during the fiscal year. During this timeframe, the Community Health Outreach Specialist also continued to lead the Education and Awareness Team for Mental Health Matters, a collaborative effort in Chippewa and Eau Claire counties to improve youth mental health. The team worked with a local producer to finalize a 30-minute video called "Shaping Destiny" to aid orientation efforts for youth-serving professionals as well as to educate parents and other community members about adverse childhood experiences and resiliency. Finally, the Community Health Outreach Specialist actively participated in the Eau Claire Health Alliance Mental Health Action Team and Chippewa Valley Suicide Prevention Workgroup, both of which explored additional strategies for meeting community mental health needs. Action 2: Work with community partners to ensure early identification of pregnant and postpartum moms with behavioral health needs. FY2023 Outcomes The Community Health Outreach Specialist facilitated quarterly meetings of the Substance-free Pregnancy and Recovery Coalition (SPaRC) for Eau Claire and Chippewa counties. The coalition involves a broad range of state and local government agencies, health care partners, and service organizations and seeks to stop the intergenerational impacts of substance use by identifying the behavioral health needs of pregnant and postpartum women and connecting them with available resources. Additionally, SHEC's Women and Infants Department offers the Maternity onto Motherhood (MOM) Program during pregnancy and after birth to help connect families with needed resources, including mental health and substance use services. Families may refer themselves or be referred by prenatal providers to the program, which is available to families at no cost regardless of whether they choose to deliver at the hospital. Strategy 2: Work with internal and external partners to improve access to care and services. Action 1: Expand inpatient psychiatric bed capacity for adults. FY2023 Outcomes SHEC continues to explore opportunities to expand its capacity to provide local inpatient psychiatric care. The State of Wisconsin has earmarked $15 million to support additional adult beds (increasing capacity from 29 to 33) at SHEC and development of a separate 18-bed adolescent psychiatric unit at HSH St. Joseph's Hospital in Chippewa Falls. Due to substantial increases in construction costs, as well as current financial constraints, this project remains on hold at this time. Action 2: Continue to partner with Prevea Health to provide/expand school-based mental health services. FY2023 Outcomes SHEC worked through its Foundation and outpatient behavioral health partner, Prevea Health, to provide school-based mental health services in the Chippewa Valley. During FY23, 96 sessions were provided to local students through this program. Action 3: Provide grief support to Chippewa Valley residents through The Healing Place. FY2023 Outcomes SHEC continued to provide grief support services on a limited basis during FY2023. These services consisted primarily of offering a bi-monthly Suicide Loss Support Group, receiving calls and e-mails for grief support, and making referrals to local resources. In addition, SHEC used Foundation funding to pay for suicide loss facilitator training for a second facilitator to support capacity and sustainability; he attended the American Foundation for Suicide Prevention training geared toward youth to open up the potential for a youth-specific group in the future. The Suicide Loss Support Group resumed in September after in-person meetings were allowed again (based on COVID-19 circumstances). During the fiscal year, 23 different people attended at least of the 19 group meetings (total attendance during that timeframe was 108). Finally, the Community Health Outreach Specialist fielded calls and e-mails weekly from individuals seeking grief support for themselves or others and provided resource information. During the course of the fiscal year, she responded to approximately 90 inquiries. Action 4: Streamline behavioral health service access for pregnant and postpartum moms. FY2023 Outcomes As noted above, the MOM Program Coordinator also works with moms/families to connect them with needed resources. The Community Health Outreach Specialist continued to coordinate the Substance-free Pregnancy and Recovery Coalition (SPaRC), which explores ways to improve behavioral health for pregnant and postpartum moms. Strategy 3: Work with community partners to address other social determinants of health (SDOH), including economic stability. Action 1: Provide funding and other support to homeless resources to help promote housing and economic stability, as well as facilitate access to health care services. FY2023 Outcomes SHEC participated in multiple efforts to support individuals struggling with housing and economic insecurity in the Chippewa Valley. Activities included: - Providing paper supplies (toilet paper, paper towels, and tissues) to Hope Village, a tiny home community that provides temporary housing to individuals and families experiencing homelessness. - Serving on the Board of Directors for Community Haven House, Inc., a local initiative working to develop a day resource center for individuals experiencing homelessness and other challenges. - Serving on the Services Committee for Sojourner House, an overnight shelter in Eau Claire, as it explored expansion of services to guests. - Providing in-kind printing services to the Chippewa Valley Free Clinic, which offers free health care services to uninsured and underinsured individuals. Schedule H, Part V, Section B, Line 11 Facility , 2 Facility , 2 - HSHS Sacred Heart Hospital. ALCOHOL MISUSE HSHS Sacred Heart Hospital in Eau Claire (SHEC) also included strategies for addressing alcohol misuse in both its patients and the general public through the Community Health Implementation Plan. Strategy 1: Work with community partners to increase access to prevention and early intervention services. Action 1: Work with schools and other community partners to provide Mental Health First Aid training for youth and adult populations. FY2023 Outcomes The Community Health Outreach Specialist helped coordinate a Mental Health First Aid - Adult training provided through HSHS St. Joseph's Hospital/L.E. Phillips Libertas Center. She also received certification as a MHFA-Adult instructor. Action 2: Work with the Mental Health Matters grant project to provide training on adverse childhood experiences and resiliency (ACE/R) to school staff and other organizations. FY2023 Outcomes The Community Health Outreach Specialist continued to lead the Education and Awareness Team for Mental Health Matters, a collaborative effort in Chippewa and Eau Claire counties to improve youth mental health. The team worked with a local producer to finalize a 30-minute video called "Shaping Destiny" to aid orientation efforts for youth-serving professionals as well as to educate parents and other community members about adverse childhood experiences and resiliency. SHEC also provided funding to help meet unbudgeted expenses related to video updates. This video subsequently was shared widely via both events and e-mail distribution lists. Action 3: Work with the Eau Claire Healthy Communities (ECHC) High-Risk Drinking Prevention Action Team and Alliance on Substance Abuse Prevention (ASAP) to provide community education and engage in other prevention activities. FY2023 Outcomes The Community Health Outreach Specialist participated in planning efforts of the Eau Claire Health Alliance Substance Misuse Action Team, including the Alcohol Workgroup. As noted in the previous report, the High-Risk Drinking Prevention Action Team folded into the Alliance due to the loss of its chair; the Alliance subsequently folded into the Eau Claire Health Alliance (formerly Eau Claire Healthy Communities) and became the Substance Misuse Action Team. Action 4: Work with community partners to ensure early identification of pregnant and postpartum moms with behavioral health needs. FY2023 Outcomes As noted previously, the Community Health Outreach Specialist facilitated quarterly meetings of the Substance-free Pregnancy and Recovery Coalition (SPaRC) for Eau Claire and Chippewa counties. The coalition involves a broad range of state and local government agencies, health care partners, and service organizations and seeks to stop the intergenerational impacts of substance use by identifying the behavioral health needs of pregnant and postpartum women and connecting them with available resources. Additionally, SHEC's Women and Infant Unit continued to offer the Maternity onto Motherhood (MOM) Program during pregnancy and after birth to help connect families with needed resources, including mental health and substance use services. Strategy 2: Work with internal and external partners to improve access to care and services. Action 1: Ensure consistent use of Screening, Brief Intervention, and Referral to Treatment (SBIRT) by providers. FY2023 Outcomes Due to capacity concerns, no concrete steps were taken around this action during the fiscal year. This topic will be revisited during FY2024. Action 2: Streamline behavioral health service access for pregnant and postpartum moms. FY2023 Outcomes As referenced previously, the MOM Program Coordinator works with moms/families to connect them with needed resources, including mental health and substance misuse services. The Community Health Outreach Specialist continued to coordinate the Substance-free Pregnancy and Recovery Coalition (SPaRC), which explores ways to improve behavioral health for pregnant and postpartum moms. Action 3: Continue partnership with Prevea to provide/expand school-based mental health services. FY2023 Outcomes SHEC worked through its Foundation and outpatient behavioral health partner, Prevea Health, to provide school-based mental health services in the Chippewa Valley. During FY23, 96 sessions were provided to local students through this program. Strategy 3: Work with community partners to address other social determinants of health (SDOH), including economic stability. Action 1: Provide funding and other support to homeless resources to help promote housing and economic stability, as well as facilitate access to health care services. FY2023 Outcomes SHEC participated in multiple efforts to support individuals struggling with housing and economic insecurity in the Chippewa Valley. Activities included: - Providing paper supplies (toilet paper, paper towels, and tissues) to Hope Village, a tiny home community that provides temporary housing to individuals and families experiencing homelessness. - Serving on the Board of Directors for Community Haven House, Inc., a local initiative working to develop a day resource center for individuals experiencing homelessness and other challenges. - Serving on the Services Committee for Sojourner House, an overnight shelter in Eau Claire, as it explored expansion of services to guests. - Providing in-kind printing services to the Chippewa Valley Free Clinic, which offers free health care services to uninsured and underinsured individuals. CHRONIC DISEASE PREVENTION AND MANAGEMENT Strategies and actions related to Chronic Disease Prevention and Management for patients and other community members are detailed below. Strategy 1: Work with community partners to increase access to prevention and early intervention services. Action 1: Provide health education, screenings, and referrals to care. FY2023 Outcomes SHEC hosted a free Stroke Support Group at The Healing Place as a way to provide important health education and emotional support to stroke survivors and their caregivers. Prioritization of other strategies/actions and time constraints prevented additional work in this area during the fiscal year. Action 2: Work with providers to ensure regular screenings and patient education. FY2023 Outcomes Prioritization of other strategies/actions and time constraints prevented work in this area during the fiscal year. Action 3: Work with local Farmers Markets to supplement the purchase power of FoodShare recipients to buy fresh produce. FY2023 Outcomes SHEC continued to financial support the Market Match program at the Eau Claire Downtown Farmers Market in order to promote healthy nutrition, a vital component of chronic disease prevention and management. This program provides FoodShare (Supplemental Nutrition Assistance Program) participants with up to $10 of extra tokens weekly for every $1 token purchased by those participants to spend on produce and other eligible items. Strategy 2: Work with internal and external stakeholders to improve access to care. Action 1: Evaluate services available internally and within the community and work to address service gaps. FY2023 Outcomes Prioritization of other strategies/actions and time constraints prevented work in this area during the fiscal year. Action 2: Support the provision of needed care for chronic conditions to low-income residents through funding and other support for the Chippewa Valley Free Clinic. FY2022 Outcomes SHEC continued to provide in-kind printing services to the Chippewa Valley Free Clinic (CVFC) during the fiscal year. Strategy 3: Work with internal and external stakeholders to engage in unified planning and policy. Action 1: Work with state and local leaders to factor health implications into policy and budget decisions. FY2023 Outcomes This strategy/action was not addressed during FY2023 due to time constraints and the prioritization of other Community Health Improvement Plan strategies and actions. Nonetheless, the Community Health Outreach Specialist participated in the Eau Claire Health Alliance Chronic Disease Prevention Action Team to engage in local initiatives around chronic disease prevention. Schedule H, Part V, Section B, Line 11 Facility , 3 Facility , 3 - HSHS Sacred Heart Hospital. DRUG USE Strategies and actions related to Drug Use for patients and other community members are detailed below. Strategy 1: Work with community partners to increase access to prevention and early intervention services. Action 1: Work with schools and other community partners to provide Mental Health First Aid training for youth and adult populations. FY2023 Outcomes The Community Health Outreach Specialist helped coordinate a Mental Health First Aid - Adult training provided through HSHS St. Joseph's Hospital/L.E. Phillips Libertas Center. She also received certification as a MHFA-Adult instructor. Action 2: Work with the Mental Health Matters grant project to provide training on adverse childhood experiences and resiliency (ACE/R) to school staff and other organizations. FY2023 Outcomes The Community Health Outreach Specialist continued to lead the Education and Awareness Team for Mental Health Matters, a collaborative effort in Chippewa and Eau Claire counties to improve youth mental health. The team worked with a local producer to finalize a 30-minute video called "Shaping Destiny" to aid orientation efforts for youth-serving professionals as well as to educate parents and other community members about adverse childhood experiences and resiliency. SHEC also provided funding to help meet unbudgeted expenses related to video updates. Action 3: Work with community partners to ensure early identification of pregnant and postpartum moms with behavioral health needs. FY2023 Outcomes As referenced previously, the MOM Program Coordinator works with moms/families to connect them with needed resources, including mental health and substance misuse services. The Community Health Outreach Specialist continued to coordinate the Substance-free Pregnancy and Recovery Coalition (SPaRC), which explores ways to improve behavioral health for pregnant and postpartum moms. Strategy 2: Work with internal and external stakeholders to improve access to care and services. Action 1: Ensure consistent use of Screening, Brief Intervention, and Referral to Treatment (SBIRT) by providers. FY2023 Outcomes Due to capacity concerns, no concrete steps were taken around this action during the fiscal year. This topic will be revisited during FY2024. Action 2: Streamline behavioral health service access for pregnant and postpartum moms. FY2023 Outcomes As referenced previously, the MOM Program Coordinator works with moms/families to connect them with needed resources, including mental health and substance misuse services. The Community Health Outreach Specialist continued to coordinate the Substance-free Pregnancy and Recovery Coalition (SPaRC), which explores ways to improve behavioral health for pregnant and postpartum moms Action 3: Continue partnership with Prevea to provide/expand school-based mental health services. FY2023 Outcomes SHEC worked through its Foundation and outpatient behavioral health partner, Prevea Health, to provide school-based mental health services in the Chippewa Valley. During FY23, 96 sessions were provided to local students through this program. Strategy 3: Work with community partners to address other social determinants of health (SDOH), including economic stability. Action 1: Provide funding and other support to homeless resources to help promote housing and economic stability, as well as facilitate access to health care services. FY2023 Outcomes - Providing paper supplies (toilet paper, paper towels, and tissues) to Hope Village, a tiny home community that provides temporary housing to individuals and families experiencing homelessness. - Serving on the Board of Directors for Community Haven House, Inc., a local initiative working to develop a day resource center for individuals experiencing homelessness and other challenges. - Serving on the Services Committee for Sojourner House, an overnight shelter in Eau Claire, as it explored expansion of services to guests. - Providing in-kind printing services to the Chippewa Valley Free Clinic, which offers free health care services to uninsured and underinsured individuals. OBESITY/HEALTHY NUTRITION Strategies and actions related to Obesity/Healthy Nutrition for patients and other community members are detailed below. Strategy 1: Work with community partners to increase access to prevention and early intervention services. Action 1: Work with community partners to provide health education, screenings, and referrals to resources. FY2023 Outcomes SHEC hosted a free Stroke Support Group at The Healing Place as a way to provide important health education and emotional support to stroke survivors and their caregivers. Prioritization of other strategies/actions and time constraints prevented additional work in this area during the fiscal year. Action 2: Work with providers to ensure regular screenings, patient education, and referrals. FY2023 Outcomes Prioritization of other strategies/actions and time constraints prevented work in this area during the fiscal year. Action 3: Work with local Farmers Markets to supplement the purchase power of FoodShare recipients to buy fresh produce. FY2023 Outcomes SHEC continued to financial support the Market Match program at the Eau Claire Downtown Farmers Market in order to promote healthy nutrition, a vital component of obesity and chronic disease prevention and management, as well as to support food security. This program provides FoodShare (Supplemental Nutrition Assistance Program) participants with up to $10 of extra tokens weekly for every $1 token purchased by those participants to spend on produce and other eligible items. Strategy 2: Work with community partners to address other social determinants of health, including economic stability. Action 1: Provide funding and other support to homeless resources to help promote housing and economic stability, as well as facilitate access to health care services. FY2023 Outcomes SHEC participated in multiple efforts to support individuals struggling with housing and economic insecurity in the Chippewa Valley. Activities included: - Providing paper supplies (toilet paper, paper towels, and tissues) to Hope Village, a tiny home community that provides temporary housing to individuals and families experiencing homelessness. - Serving on the Board of Directors for Community Haven House, Inc., a local initiative working to develop a day resource center for individuals experiencing homelessness and other challenges. - Serving on the Services Committee for Sojourner House, an overnight shelter in Eau Claire, as it explored expansion of services to guests. - Providing in-kind printing services to the Chippewa Valley Free Clinic, which offers free health care services to uninsured and underinsured individuals. Strategy 3: Work with internal and external stakeholders to engage in unified planning and policy. Action 1: Work with state and local leaders to factor food security and healthy weight implications into policy and budget decisions. FY2023 Outcomes This strategy/action was not addressed during FY2023 due to time constraints and the prioritization of other Community Health Improvement Plan strategies and actions. NOTE: These strategies and actions address each of the top health priorities identified through the CHNA process. In addition, the interconnectedness of various health issues, as recognized by participants in that process, is expected to produce additional benefits in other health areas examined (including but not limited to Physical Activity, Injury and Violence Prevention, and Healthy Growth and Development). Schedule H, Part V, Section B, Line 11 Facility , 4 Facility , 4 - HSHS Sacred Heart Hospital. Obesity/Healthy Nutrition Strategies and actions related to Obesity/Healthy Nutrition for patients and other community members are detailed below. Strategy 1: Work with community partners to increase access to prevention and early intervention services. Action 1: Work with community partners to provide health education, screenings, and referrals to resources. FY2022 Outcomes: The Stroke Coordinator for HSHS Sacred Heart Hospital and HSHS St. Joseph's Hospital worked with HSHS and Prevea colleagues to provide blood pressure, blood sugar, and cholesterol checks, as well as a stroke risk assessment, at the Academy for Lifelong Learners in Eau Claire in June 2022. Individuals at risk also were provided health counseling. This event for older adults attracted more than 400 participants from the Chippewa Valley region and beyond. Approximately 50 individuals took advantage of these free screenings. Action 2: Work with providers to ensure regular screenings, patient education, and referrals. FY2022 Outcomes: Prioritization of other strategies/actions and time constraints prevented work in this area during the fiscal year. Action 3: Work with local Farmers Markets to supplement the purchase power of FoodShare recipients to buy fresh produce. FY2022 Outcomes: SHEC committed to financially supporting the Market Match program at the Eau Claire Downtown Farmers Market in order to promote healthy nutrition, a vital component of chronic disease prevention and management. This program provides FoodShare participants with up to $10 of extra tokens weekly for every $1 token purchased by those participants to spend on produce and other eligible items. A survey conducted of 149 participants indicated promising results. - FoodShare participants on average spent more than $25 at the market to receive the additional $10 in tokens. - Most indicated increased food security as a result of the program. - 79% are eating more fruits and vegetables. - 58% are saving money on produce. - 59% are eating more colors of produce. - 40% find it easier to purchase fruits/vegetables. - 56% are trying more fruits/vegetables. - 43% buy all their weekly fruits/vegetables with this program. Strategy 2: Work with community partners to address other social determinants of health, including economic stability. Action 1: Provide funding and other support to homeless resources to help promote housing and economic stability, as well as facilitate access to health care services. FY2022 Outcomes: SHEC participated in multiple efforts within Eau Claire County to support individuals struggling with housing insecurity. Activities included: - Providing funding to help purchase an AED unit for the new, temporary Warming Center in Eau Claire. This center provided a safe, warm place for individuals who lack housing to go during the day when local shelters are closed. - Providing funding for the Salvation Army's "Lighten Your Load" program, which offers laundromat gift cards to homeless and other low-income individuals who lack access to laundry facilities. SHEC also worked to secure support for the program from other local health systems. - Participating in a Day Resource Center Steering Committee to help plan for a permanent, full-time replacement for the temporary Warming Center in Eau Claire. As envisioned, this center will help facilitate access to health care and other needed services. - Participating in the Dairyland Housing Committee Gaps Committee to identify and prioritize other needs (e.g., transportation and bathroom access) for unhoused individuals and pursue solutions. Strategy 3: Work with internal and external stakeholders to engage in unified planning and policy. Action 1: Work with state and local leaders to factor food security and healthy weight implications into policy and budget decisions. FY2022 Outcomes: This strategy/action was not addressed during FY2022 due to time constraints and the prioritization of other Community Health Improvement Plan strategies and actions. NOTE: These strategies and actions address each of the top health priorities identified through the CHNA process. In addition, the interconnectedness of various health issues, as recognized by participants in that process, is expected to produce additional benefits in other health areas examined (including but not limited to Physical Activity, Injury and Violence Prevention, and Healthy Growth and Development). Schedule H, Part V, Section B, Line 13 Facility , 1 Facility , 1 - Sacred Heart Hospital. Presumptive eligibility is presumed under certain circumstances for uninsured patients based on their enrollment in other means-tested programs or other sources of information, not provided directly by the patient. Once determined, presumptive eligibility provides individuals participating in one of the following categories with a 100% write off. These programs are granted by outside organizations based on screening criteria of less than 200% of the FPG. 1. Homelessness 2. Deceased with no estate 3. Mental incapacitation with no one to act on patient's behalf 4. Medicaid eligibility, but not on date of service or for non-covered services 5. Incarceration in a penal institution 6. Enrollment in the following assistance programs for low-income individuals: 6a. Temporary Assistance for Needy Families (TANF) 6b. Illinois Housing Development Authority's Rental Housing Support Program 6c. Wisconsin Department of Health Services Housing Assistance Program 7. Participation in Women, Infants and Children programs (WIC); 8. Supplemental Nutrition Assistance Program (SNAP) eligibility; 9. Low Income Home Energy Assistance Program (LIHEAP); 10. Wisconsin Home Energy Assistance Program (WHEAP); 11. Enrollment in an organized community-based program providing access to medical care that assesses and documents limited low-income financial status as criteria; 12. Receipt of grant assistance for medical services 0 Schedule H, Part I, Line 7 Costing Methodology used to calculate financial assistance THE COSTING METHODOLOGY USED TO CALCULATE THE AMOUNTS REPORTED VARY ACCORDING TO INFORMATION REQUESTED AND THE MOST ACCURATE MEANS OF GATHERING THE REQUIRED INFORMATION. THE IRS PROVIDED WORKSHEET 2 WAS USED TO CALCULATE A COST TO CHARGE RATIO USING INFORMATION FROM THE ORGANIZATION'S GENERAL LEDGER AND COST REPORTS. THAT RATIO WAS THEN USED IN CONJUNCTION WITH IRS WORKSHEET 1 TO CALCULATE THE COST OF FINANCIAL ASSISTANCE PROVIDED AND WORKSHEET 3 TO CALCULATE UNREIMBURSED MEDICAID AMOUNTS. THE COMMUNITY HEALTH IMPROVEMENT AND COMMUNITY BENEFIT PROGRAMS, HEALTH PROFESSIONS EDUCATION, SUBSIDIZED HEALTH SERVICES, RESEARCH PROGRAM, AND DONATIONS ARE STATED AT ACTUAL COST (WHEN APPLICABLE). THE COST OF THESE ITEMS ARE TRACKED THROUGH THE GENERAL LEDGER PROCESS AND THROUGH OTHER ACCOUNTING SOFTWARE. Schedule H, Part III, Line 2 Bad debt expense - methodology used to estimate amount FOR FINANCIAL STATEMENT PURPOSES, HOSPITAL SISTERS HEALTH SYSTEM HAS ADOPTED ACCOUNTING STANDARDS UPDATE NO. 2014-09 (TOPIC 606). IMPLICIT PRICE CONCESSIONS INCLUDES BAD DEBTS. THEREFORE, BAD DEBTS ARE INCLUDED IN NET PATIENT REVENUE IN ACCORDANCE WITH HEALTHCARE FINANCIAL MANAGEMENT ASSOCIATION STATEMENT NO. 15 AND BAD DEBT EXPENSE IS NOT SEPARATELY REPORTED AS AN EXPENSE. Schedule H, Part III, Line 4 Bad debt expense - financial statement footnote The text of the footnote to the organization's financial statements that describes bad debt expense can be found on pages 16-19 in the HSHS Consolidated Audit Report. Schedule H, Part III, Line 8 Community benefit & methodology for determining medicare costs The Hospital continually strives to provide excellent patient care in the most cost effective fashion. Nonetheless, the Medicare program, in many cases, does not provide payment that covers the full cost of the care provided. Since it is the mission of the hospital to respond to community need, hospital leadership continually advocates for improved Medicare payment so that the cost of quality care to those patients who are not able to afford it is not compromised and is fairly subsidized by all payers. The IRS does not classify this shortfall in Medicare payments as Community Benefit. However, we believe it is an important contribution made by the hospital to the health and well-being of the community. If the Medicare program did not exist, many Medicare patients would be eligible for financial assistance or other means-tested government programs. Further, by absorbing this shortfall and providing care below cost to these individuals, the Hospital is relieving the burden of the government. Accordingly, this shortfall restricts the Hospital's ability to make funds available to provide for financial assistance and other Community Benefit. The hospital's Medicare shortfall at cost for fiscal year 2023 was $42.0M. Schedule H, Part III, Line 9b Collection practices for patients eligible for financial assistance Every effort is made prior to, during and after provision of medical services to determine whether a patient is eligible for charity/community care and to assist the patient in completing the application and provide adequate documentation. If the patient qualified for charity/community care for the full balance of their account, the entire amount is written off to charity/community care and hence no debt collection is pursued. If the patient qualified for charity/community care for a portion of their account balance, that portion is written off to charity/community care, with the patient being responsible for the remainder of the balance. Additionally, reasonable effort will be made to obtain third-party or government payer reimbursement on behalf of the patient. If those efforts are not fruitful, an offer will be extended to the patient to make installment payments on their balance. Only at such point that the patient defaults on installment payments or refuses to cooperate with the hospital's efforts to be reimbursed will the account be sent to collections. The hospital will make reasonable efforts to determine whether a patient is eligible under the financial assistance policy before it engages in an ECA. To the extent a patient is determined to be eligible for financial assistance under the FAP, the hospital will take all reasonably available measures to reverse any ECA taken against the patient to obtain payment for the care. Schedule H, Part V, Section B, Line 16a FAP website - SACRED HEART HOSPITAL: Line 16a URL: https://www.hshs.org/about-us/patient-financial-services; Schedule H, Part V, Section B, Line 16b FAP Application website - SACRED HEART HOSPITAL: Line 16b URL: https://www.hshs.org/about-us/patient-financial-services/wisconsin-financial-assistance; Schedule H, Part V, Section B, Line 16c FAP plain language summary website - SACRED HEART HOSPITAL: Line 16c URL: https://www.hshs.org/about-us/patient-financial-services/wisconsin-financial-assistance; Schedule H, Part VI, Line 2 Needs assessment In addition to the triennial CHNA, HSHS Sacred Heart Hospital (SHEC) uses many approaches to continually assess the health care needs of the community. SHEC uses Press Ganey Patient Experience Solutions to collect patient feedback to understand patient preferences and develop improvement plans. SHEC also utilizes face to face opportunities with patients to gauge community perception through regular leader rounding. SHEC engages in quarterly discussions about community health needs with the hospital's board of directors and advisory council. Membership consists of community members who represent varying sectors of the Chippewa Valley including non-profit agencies, schools, and businesses. SHEC has a robust Volunteer Partners program whose members are a valuable source of feedback from the community to the hospital and back to the community. SHEC leadership and Community Health staff participates in community groups and coalitions that address the needs of the underserved and minority populations. These groups range from Chippewa Valley Free Clinic to United Way of the Greater Chippewa Valley to Community Haven House, Inc. to Eau Claire Health Alliance. Schedule H, Part VI, Line 3 Patient education of eligibility for assistance HSHS provides information on eligibility for financial assistance during the registration process and via each hospital's website. The Financial Assistance Program brochure is available online and in paper form in both English and Spanish. Schedule H, Part VI, Line 4 Community information For purposes of the CHNA, the community served by HSHS Sacred Heart Hospital is defined as Eau Claire County, Wisconsin, a primarily urban county located in the west-central part of the state. HSHS Sacred Heart Hospital does not exclude MUAs, low income, or minority populations from its service area. As of 2019, the U.S. Census Bureau estimated the county population at 104,646, with more than two-thirds of residents living within the boundaries of the county seat, the City of Eau Claire. Per the County Health Rankings, 23% of residents live in a rural area. Slightly more residents are female (50.5%) versus male (40.5%). The median age is 35, and life expectancy is approximately 80. In regard to race, nearly 92% of Eau Claire County residents report being White alone; more than 4% Asian alone; just over 1% Black or African American alone; less than 1% American Indian and Alaska Native alone or Native Hawaiian and Other Pacific Islander alone; and ; 3% Asian alone; and 2% two or more races. Fewer than 3% of residents report Hispanic ethnicity. The county is also home to a significant Amish population. Median household income within the county is $59,476, with almost 11% of the population estimated to live in poverty. Eleven percent of children also fall within this threshold (source: County Health Rankings). Major industries include health care, social services, retail trade, manufacturing, and education. As of June 2021, 25,195 Eau Claire County residents were covered by BadgerCare Plus or another Medicaid program. Per the 2021 County Health Rankings, 6% of the county's population is uninsured. Of the 72 counties in Wisconsin, Eau Claire County ranks 21st in overall health outcomes and 8th in overall health factors. Both rural and non-rural components of Eau Claire County have been designated medically underserved areas (MUAs) for primary care. In total, three not-for-profit general medical surgical hospitals (HSHS Sacred Heart, Marshfield Clinic Medical Center-Eau Claire, and Mayo Clinic-Eau Claire) and one private, for-profit surgical hospital (OakLeaf Surgical Hospital) operate within the county. Schedule H, Part VI, Line 5 Promotion of community health As a healing ministry of the Catholic Church and an affiliate of Hospital Sisters Health System (HSHS), HSHS Sacred Heart Hospital is committed to delivering high quality, compassionate, and cost-effective health care services to all. Founded in 1889, the hospital brings a healing presence and improves the health of our community, especially those persons who are sick, poor, and disadvantaged. Because of the hospital's mission and heritage, the hospital is dedicated to promoting the health of Eau Claire and surrounding areas. The hospital is governed by a Board of Directors, most of who reside in the hospital's primary service area and are neither employees nor independent contractors of the hospital (nor family members thereof). The Board ensures that Sacred Heart Hospital is responding to community need. A written or oral report of Community Benefit activities is provided on a regular basis at Board meetings. There are also other bodies that assist Sacred Heart Hospital's connection with the community, such as the Patient and Family Advisory Council, The Foundation of HSHS Sacred Heart Hospital, and Volunteer Partners. Consistent with its exempt purpose, HSHS Sacred Heart Hospital has an open medical staff with privileges available to all qualified physicians in the area. The hospital also operates an Emergency Department that is open 24 hours to all persons regardless of their ability to pay. As a not-for-profit hospital, HSHS Sacred Heart Hospital reinvests surplus funds to support the mission of the organization and promote the health of the community rather than distributing surplus funds as profits to shareholders or individuals. Funds not committed to ongoing operations are generally used to upgrade facilities, secure new technologies, improve patient care, and support initiatives designed to promote health and ensure access for all. For example, HSHS Sacred Heart Hospital continues to partner with Prevea Health, a multi-specialty health care organization based in Green Bay, Wisconsin that has been a part of the western Wisconsin region since 2015. Prevea Health works extensively with HSHS Sacred Heart Hospital and sister hospital HSHS St. Joseph's Hospital in Chippewa Falls. HSHS Sacred Heart Hospital provides a range of Community Benefit initiatives and programs that further our mission and long-standing commitment to our community. In many cases, these Community Benefits would not exist without the leadership role played by HSHS Sacred Heart Hospital and they often relieve a burden that would otherwise be carried by government. HSHS Sacred Heart Hospital also devotes significant resources to access for patients who cannot afford care, along with other Community Benefits. In FY2023, HSHS Sacred Heart Hospital provided $29,663,228 in Community Benefit, including financial assistance at cost, unpaid costs of Medicaid and other public programs, and a range of diverse programs designed to enhance access and improve community health. Schedule H, Part VI, Line 6 Affiliated health care system Headquartered in Springfield, Illinois, Hospital Sisters Health System (HSHS) is a highly integrated, multi-institutional health care system comprised of 15 hospitals and more than 200 physician practice sites in Illinois and Wisconsin. HSHS is sponsored by Hospital Sisters Ministries (HSM), which is a public juridic person of the Roman Catholic Church. HSHS continues the health care ministries begun by its founders, the Hospital Sisters of St. Francis, more than 140 years ago, in rural and midsized communities throughout Illinois and Wisconsin. HSHS provides compassionate, holistic, high quality, and cost-effective health care through its acute care hospitals, physician practices, home health programs, palliative and hospice programs, and community outreach services. In addition, HSHS affiliated hospitals include critical access facilities that offer essential health services that otherwise would not be available in many communities. Our mission calls us to reveal and embody Christ's healing love for all people, and we extend our high quality Franciscan health care ministry beyond the walls of our hospitals by providing community health improvement services with special emphasis on the poor and vulnerable. In addition to providing community health improvement services to the broader community, HSHS cares for everyone who comes to its facilities, regardless of their ability to pay. In tandem with a variety of cross sector community partners, HSHS's Community Benefit initiatives are strategically planned and professionally implemented to improve access to health care services; enhance the health of the community; advance medical or general health care knowledge; and relieve or reduce the burden of government to improve health. The COVID-19 pandemic caused an unprecedented disruption in healthcare services across the United States. HSHS responded with services that benefited our communities, including free telehealth screenings, free testing, and coordination with other healthcare providers in the communities we serve to best ensure access to needed care. In FY2023, HSHS collectively provided $222.3 million in Community Benefit (8.2% of total hospital expenses). Of the total Community Benefit provided, HSHS spent $5.8 million provided for Financial Assistance (aka Charity Care) and $146.3 million for unreimbursed care provided as part of the Medicaid program. In addition, HSHS hospitals committed significant resources to treat Medicare patients. The cost of providing services to primarily elderly beneficiaries of the Medicare program - in excess of governmental and managed care contract payments - was $304.5 million. HSHS hospitals also recorded $74.3 million in uncollectible accounts. While HSHS does not count the latter two amounts as Community Benefit, they nonetheless reflect our commitment to serving all persons in need of care. In addition to the dollars invested in our Community Benefit programs, HSHS continues to reinvest any surplus revenue from operations and investments into new medical technology, facility infrastructure and health care services in our communities. By doing so, we ensure our ability to meet the ongoing demand for high quality, efficient and easily accessible health care. Headquartered in Springfield, Illinois, Hospital Sisters Health System (HSHS) is a highly integrated, multi-institutional health care system comprised of 15 hospitals and more than 200 physician practice sites in Illinois and Wisconsin. HSHS is sponsored by Hospital Sisters Ministries (HSM), which is a public juridic person of the Roman Catholic Church. HSHS continues the health care ministries begun by its founders, the Hospital Sisters of St. Francis, more than 140 years ago, in rural and midsized communities throughout Illinois and Wisconsin. HSHS provides compassionate, holistic, high quality, and cost-effective health care through its acute care hospitals, physician practices, home health programs, palliative and hospice programs, and community outreach services. In addition, HSHS affiliated hospitals include critical access facilities that offer essential health services that otherwise would not be available in many communities. Our mission calls us to reveal and embody Christ's healing love for all people, and we extend our high quality Franciscan health care ministry beyond the walls of our hospitals by providing community health improvement services with special emphasis on the poor and vulnerable. In addition to providing community health improvement services to the broader community, HSHS cares for everyone who comes to its facilities, regardless of their ability to pay. In tandem with a variety of cross sector community partners, HSHS's Community Benefit initiatives are strategically planned and professionally implemented to improve access to health care services; enhance the health of the community; advance medical or general health care knowledge; and relieve or reduce the burden of government to improve health. The COVID-19 pandemic caused an unprecedented disruption in healthcare services across the United States. HSHS responded with services that benefited our communities, including free telehealth screenings, free testing, and coordination with other healthcare providers in the communities we serve to best ensure access to needed care. In FY2023, HSHS collectively provided $222.3 million in Community Benefit (8.2% of total hospital expenses). Of the total Community Benefit provided, HSHS spent $5.8 million provided for Financial Assistance (aka Charity Care) and $146.3 million for unreimbursed care provided as part of the Medicaid program. In addition, HSHS hospitals committed significant resources to treat Medicare patients. The cost of providing services to primarily elderly beneficiaries of the Medicare program - in excess of governmental and managed care contract payments - was $304.5 million. HSHS hospitals also recorded $74.3 million in uncollectible accounts. While HSHS does not count the latter two amounts as Community Benefit, they nonetheless reflect our commitment to serving all persons in need of care. In addition to the dollars invested in our Community Benefit programs, HSHS continues to reinvest any surplus revenue from operations and investments into new medical technology, facility infrastructure and health care services in our communities. By doing so, we ensure our ability to meet the ongoing demand for high quality, efficient and easily accessible health care. Schedule H, Part VI, Line 7 State filing of community benefit report WI X X X X X false true false false false false false false false ANDREW J BAGNALL Wisconsin PRESIDENT & Division CEO - Wisconsin (UNTIL 11/1/22) 0 416871 0 146870 0 279148 0 5318 0 27417 0 875624 0 134905 Andy Barth CEO/President (UNTIL 10/14/22) 279589 0 62804 0 21243 0 0 0 28567 0 392203 0 0 0 JOHN WAGNER Board Member / CEO/President - SJCF 0 286504 0 80804 0 29084 0 67058 0 32464 0 495914 0 0 PATRICIA ALLEN DIVISION CFO - WISCONSIN 0 414598 0 44684 0 81818 0 126563 0 27833 0 695496 0 0 TODD Smart Treasurer 0 267686 0 38335 0 23548 0 45254 0 36008 0 410831 0 0 Travis Christman CHIEF NURSING OFFICER 192725 0 4970 0 50872 0 2912 0 888 0 252367 0 0 0 Danielle Helmick Physician 240951 0 0 0 42726 0 12405 0 30754 0 326836 0 0 0 LANCE J LEVENDOWSKI PHYSICIAN 248557 0 2309 0 6226 0 0 0 35280 0 292372 0 0 0 Michaelene Nye Registered Nurse 210779 0 1572 0 1945 0 6450 0 598 0 221344 0 0 0 Lindsay Schroeder MD Physician 230367 0 0 0 31104 0 25796 0 32472 0 319739 0 0 0 Schedule J, Part I, Line 3 Arrangement used to establish the top management official's compensation PLEASE SEE RESPONSE TO FORM 990, PART VI, LINE 15A IN SCHEDULE O. Schedule J, Part I, Line 4b Supplemental nonqualified retirement plan HSHS EXECUTIVES ELIGIBLE TO PARTICIPATE IN SUPPLEMENTAL EXECUTIVE RETIREMENT PLAN (SERP) ARE DEFINED IN THE SERP PLAN DOCUMENTS. THE SERP WAS ESTABLISHED TO PROVIDE ADDITIONAL RETIREMENT BENEFITS TO ENSURE REASONABLE MARKET COMPETITIVE BENEFITS IN ACCORDANCE WITH THE HSHS EXECUTIVE COMPENSATION PHILOSOPHY ESTABLISHED BY THE HSHS COMPENSATION COMMITTEE. THE PLAN PROVIDES A DEFINED RETIREMENT CONTRIBUTION TO PARTICIPANTS COMMENCING ON JANUARY 1, 2008, EQUAL TO A PERCENTAGE OF COMPENSATION AS DEFINED IN THE SERP PLAN DOCUENTS FOR THE PLAN YEAR. PARTICIPANTS CONSTRUCTIVELY RECEIVE A DISTRIBUTION FROM THE PLAN NO LATER THAN MARCH 15TH OF THE CALENDAR YEAR FOLLOWING THE CALENDAR YEAR IN WHICH AN AMOUNT IS VESTED AND TAXABLE PURSUANT TO A VESTING SCHEDULE AS SPECIFIED IN THE PLAN DOCUMENT. THE ACTUAL DISTRIBUTION OF THE VESTED BENEFIT UNDER THE PLAN IS PAID IN A SINGLE LUMP SUM TO THE PARTICIPANT OR THE PARTICIPANT'S BENEFICIARY UPON THE EARLIER OF THE PARTICIPANT'S TERMINATION OF EMPLOYMENT, DEATH, OR TOTAL AND PERMANENT DISABILITY. THE FOLLOWING INTERESTED PERSONS CONSTRUCTIVELY RECEIVED DEFERRALS TO THE SUPPLEMENTAL EXECUTIVE RETIREMENT PLAN (SERP) IN 2022 THESE DEFERRALS ARE INCLUDED IN SCHEDULE J, PART II, COLUMN (C). Patricia Allen -- $37,240 Todd Smart -- $25,135 John Wagner -- $34,987 THE FOLLOWING INTERESTED PERSONS RECEIVED DISTRIBUTIONS FROM THE SUPPLEMENTAL EXECUTIVE RETIREMENT PLAN (SERP) IN 2022 THESE PAYMENTS ARE INCLUDED IN SCHEDULE J, PART II, COLUMN (B)(III) AND SCHEDULE J, PART II, COLUMN (F), AS APPLICABLE. Andy Bagnall -- $134,905 Form 990, Part III, Line 1 ORGANIZATION'S MISSION THE PRIMARY PURPOSE OF SACRED HEART HOSPITAL IS TO PROVIDE A STRUCTURE AND THE MEANS WHEREBY THE HOSPITAL SISTERS OF THE THIRD ORDER OF ST. FRANCIS CAN CONTINUE THEIR APOSTOLIC MISSION TO SERVE THE SICK, THE AGED, THE POOR AND THE TERMINALLY ILL WITHOUT REGARD TO RACE, COLOR, CREED OR NATIONAL ORIGIN. THE PRIMARY CONCERN OF SACRED HEART HOSPITAL AND THE HOSPITAL SISTERS IS THE PATIENT'S WELL BEING... SPIRITUALLY, PHYSICALLY, PSYCHOLOGICAL AND SOCIAL. Form 990, Part III, Line 4d Description of other program services (Expenses $ 101,633,139 including grants of $)(Revenue $ 114,167,623) OTHER PROGRAM SERVICES - OTHER PROGRAM SERVICES AT SACRED HEART HOSPITAL ARE COMPRISED OF FAMILY BIRTHING CENTER, INTENSIVE CARE, EMERGENCY, ONCOLOGY, PHARMACY, LABORATORY, RESPIRATORY THERAPY, PHYSICAL THERAPY, REHABILITATION AND OTHER SERVICES. Form 990, Part IV, Line 24a TAX-EXEMPT BONDS SACRED HEART HOSPITAL HOLDS A LIABILITY ON ITS BOOKS FOR TAX-EXEMPT BONDS, WHICH IS AN ALLOCATION FROM ITS SOLE CORPORATE MEMBER, HOSPITAL SISTERS SERVICES, INC. AS A RESULT, THIS QUESTION WAS ANSWERED NO, AND SCHEDULE K WILL BE COMPLETED ON THE HOSPITAL SISTERS SERVICES, INC. FORM 990. Form 990, Part IV, Line 10 Endowment Funds The organization maintains net assets with donor restrictions and without donor restrictions on its balance sheet. Such funds are held by Hospital Sisters of St. Francis Foundation, Inc., a related tax-exempt organization. While these funds are held to further one or more exempt purposes of the filing organization, they are not maintained exclusively for the filing organization. The board of directors of Hospital Sisters of St. Francis Foundation, Inc. maintains ownership and ultimately authority and discretion over the use of these funds. Based on the above, the related amounts have not been reported as endowment funds on Part V of Schedule D. Form 990, Part V, Line 1a Number reported in box 3 of Form 1096 THE FORM 1096, ANNUAL SUMMARY AND TRANSMITTAL OF U.S. INFORMATION RETURN IS FILED BY THE ORGANIZATION'S PARENT, HOSPITAL SISTERS HEALTH SYSTEM (HSHS) ON THE ORGANIZATION'S BEHALF TO TRANSMIT TO THE IRS FORMS 1099, 1098, 5498, AND W-2G. THE ORGANIZATION IS UNABLE TO DETERMINE THE NUMBER OF FORMS 1099, 1098, 5498 AND W-2G FILED BY HSHS, ON THEIR BEHALF. HOWEVER, AS THE PARENT ORGANIZATION, HSHS ENSURES THAT THE FILING ORGANIZATION COMPLIES WITH ALL INFORMATION RETURN REPORTING REQUIREMENTS AND BACKUP WITHHOLDING RULES FOR REPORTABLE PAYMENTS TO VENDORS AND REPORTABLE GAMING WINNINGS TO PRIZE WINNERS, AS APPLICABLE. Form 990, Part VI, Line 13 WHISTLEBLOWER POLICY PROVISIONS WITHIN THE CORPORATE COMPLIANCE PROGRAM AND CONFLICT OF INTEREST POLICY PROVIDE PROTECTIONS FOR WHISTLEBLOWER TYPE ACTIVITIES. Form 990, Part VI, Line 16b JOINT VENTURES HOSPITAL SISTERS HEALTH SYSTEM ADOPTED A JOINT VENTURE COMPLIANCE PROGRAM POLICY EFFECTIVE ON JANUARY 1, 2012 FOR ALL SYSTEM HOSPITALS, INCLUDING SACRED HEART HOSPITAL. THE OVERALL PURPOSE OF THE POLICY IS TO PROVIDE PRACTICAL GUIDELINES FOR ETHICAL BUSINESS CONDUCT, TO ACHIEVE COMPLIANCE, AND TO DETECT AND PREVENT VIOLATIONS OF APPLICABLE LAWS. THE POLICY REQUIRES SACRED HEART HOSPITAL, AND ALL HSHS HOSPITALS, TO EVALUATE THEIR PARTICIPATION IN JOINT VENTURE ARRANGEMENTS, INCLUDING UNDER APPLICABLE FEDERAL TAX LAWS, AND TO SAFEGUARD SACRED HEART HOSPITAL'S TAX EXEMPT STATUS WITH RESPECT TO ANY JOINT VENTURE ARRANGEMENTS. Form 990, Part VI, Line 1a GOVERNING BODY DELEGATED BROAD AUTHORITY TO AN EXECUTIVE COMMITTEE PER ARTICLE 5.5 OF THE ORGANIZATION'S BY-LAWS, THE GOVERNING BODY DELEGATES BROAD AUTHORITY TO AN EXECUTIVE COMMITTEE. THE EXECUTIVE COMMITTEE SHALL BE VESTED WITH AND MAY IN ITS DISCRETION EXERCISE THE FULL POWERS, DUTIES, RESPONSIBILITIES, AND AUTHORITY OF THE BOARD EXCEPT WHERE PROHIBITED BY LAW AND SUBJECT TO LIMITATIONS IMPOSED BY THE BYLAWS OR THE BOARD OF DIRECTORS. AS PROVIDED IN THE BYLAWS, THE EXECUTIVE COMMITTEE SHALL CONSIST OF FIVE TO SIX MEMBERS, INCLUDING THE CHAIRPERSON OF THE BOARD, THE VICE CHAIRPERSON, THE PRESIDENT AND OTHER MEMBERS SELECTED FROM AMONG THE DIRECTORS BY THE BOARD. Form 990, Part VI, Line 4 Significant changes to organizational documents The bylaws were amended with the following significant changes: 1. The member gained one additional reserved power to approve material actions with respect to employee retirement plans sponsored by the Corporation or any Affiliate. 2. The member only fills President vacancies, removing the ability to fill Secretary and Treasurer vacancies. 3. The Division President no longer serves on the board of directors. Form 990, Part VI, Line 6 Classes of members or stockholders THE SOLE CORPORATE MEMBER OF SACRED HEART HOSPITAL (THE CORPORATION) IS HOSPITAL SISTERS SERVICES, INC. ("HSSI"), AN ILLINOIS NOT FOR PROFIT CORPORATION EXEMPT FROM FEDERAL TAXATION UNDER SECTION 501(C)(3) OF THE INTERNAL REVENUE CODE. Form 990, Part VI, Line 7a Members or stockholders electing members of governing body PURSUANT TO SECTION 2.3 OF THE CORPORATION'S BYLAWS, THE ORGANIZATION'S MEMBER, HOSPITAL SISTERS SERVICES, INC. ("HSSI"), AN ILLINOIS NOT FOR PROFIT CORPORATION EXEMPT FROM FEDERAL TAXATION UNDER SECTION 501(C)(3) OF THE INTERNAL REVENUE CODE, HAS THE RIGHT TO APPOINT AND REMOVE THE CORPORATION'S BOARD OF DIRECTORS. Form 990, Part VI, Line 7b Decisions requiring approval by members or stockholders RESPONSIBILITY FOR THE POLICY AND OPERATIONS OF SACRED HEART HOSPITAL (THE "CORPORATION") IS VESTED IN ITS BOARD OF DIRECTORS, EXCEPT WITH RESPECT TO SPECIFIC POWERS RESERVED IN THE CORPORATION'S BYLAWS TO THE CORPORATION'S MEMBER, HOSPITAL SISTERS SERVICES, INC. ("HSSI"), AN ILLINOIS NOT FOR PROFIT CORPORATION EXEMPT FROM FEDERAL TAXATION UNDER SECTION 501(C)(3) OF THE INTERNAL REVENUE CODE. THE MEMBER OF HSSI IS HOSPITAL SISTERS HEALTH SYSTEM ("HSHS"), AN ILLINOIS NOT FOR PROFIT CORPORATION EXEMPT FROM FEDERAL TAXATION UNDER SECTION 501(C)(3) OF THE INTERNAL REVENUE CODE. THE GOVERNANCE AND OPERATIONS OF THE CORPORATION ARE SUBJECT TO HSSI'S RIGHT TO EXERCISE THESE RESERVED POWERS WITH RESPECT TO THE CORPORATION AND ORGANIZATIONS OF WHICH THE CORPORATION IS EITHER, DIRECTLY OR INDIRECTLY, A CONTROLLING MEMBER OR A CONTROLLING SHAREHOLDER ("AFFILIATES"). HSSI'S RIGHT TO EXERCISE CERTAIN OF THESE RESERVED POWERS IS, IN TURN, SUBJECT TO THE APPROVAL OF HSHS AND HSHS' MEMBERS. THE RESERVED POWERS INCLUDE ALL RIGHTS GRANTED TO HSSI BY LAW AND THE RIGHT TO: (A) ADOPT, APPROVE AMENDMENTS TO, OR AMEND ANY STATEMENT OF PHILOSOPHY, MISSION, MISSION INTEGRATION OR VALUES, OR ANY NAME, LOGO, OR MARK OF THE CORPORATION OR OF ANY AFFILIATE; (B) ADOPT, APPROVE AMENDMENTS TO, OR AMEND THE ARTICLES OF INCORPORATION OF THE CORPORATION OR OF ANY AFFILIATE; (C) ADOPT, APPROVE AMENDMENTS TO, OR AMEND THE BYLAWS OF THE CORPORATION OR OF ANY AFFILIATE; (D) APPOINT AND REMOVE THE BOARD OF DIRECTORS, ANY ONE OR MORE OF THE DIRECTORS OF THE CORPORATION OR OF ANY AFFILIATE, AND THE PRESIDENT OF THE CORPORATION OR OF ANY AFFILIATE; (E) APPROVE THE RECOMMENDATION OF THE BOARD OF DIRECTORS TO APPOINT OR REMOVE THE BOARD OF DIRECTORS, ANY ONE OR MORE DIRECTORS OF THE CORPORATION OR OF ANY AFFILIATE, OR THE CHAIRPERSON AND PRESIDENT OF THE CORPORATION OR OF ANY AFFILIATE. (F) WITH RESPECT TO THE CORPORATION OR ANY AFFILIATE, APPROVE THE PURCHASE, SALE, ALIENATION, EXCHANGE, LEASE, OR ENCUMBRANCE OF ANY REAL PROPERTY OF THE CORPORATION OR OF ANY AFFILIATE, WHICH PROPERTY HAS A VALUE IN EXCESS OF LIMITS SET FROM TIME TO TIME BY HSSI; (G) APPROVE DEBT INCURRED BY THE CORPORATION OR ANY AFFILIATE IN AN AMOUNT IN EXCESS OF LIMITS SET FROM TIME TO TIME BY THE MEMBER. (H) APPROVE THE OPERATING AND CAPITAL BUDGETS OF THE CORPORATION OR OF ANY AFFILIATE, AND ANY DEVIATIONS BY THE CORPORATION OR OF ANY AFFILIATE FROM SUCH BUDGETS IN AN AMOUNT OR PERCENTAGE SPECIFIED BY HSSI FROM TIME TO TIME; (I)APPROVE THE STRATEGIC PLAN AND ANNUAL GOALS OF THE CORPORATION OR OF ANY AFFILIATE; (J) APPROVE THE SALE OF SUBSTANTIALLY ALL OF THE ASSETS OF THE CORPORATION OR OF ANY AFFILIATE; (K) APPROVE THE MERGER OR DISSOLUTION OF THE CORPORATION OR OF ANY AFFILIATE; (L) ADOPT OR AMEND THE PLAN FOR MINISTRY EDUCATION AND GOVERNANCE FOR THE CORPORATION AND ITS AFFILIATES; (M) APPROVE THE CORPORATION'S MISSION ACCOUNTABILITY REPORTS AND THOSE OF ANY AFFILIATE; (N) APPROVE THE FINANCIAL POLICIES AND PROCEDURES OF THE CORPORATION OR OF ANY AFFILIATE, AND APPROVE ANY DEVIATIONS FROM SUCH POLICIES AND PROCEDURES BY THE CORPORATION OR ANY AFFILIATE; AND (O) ADOPT POLICIES TO IMPLEMENT THE RESERVED POWERS OF HSSI. Form 990, Part VI, Line 11b Review of form 990 by governing body THE HOSPITAL EMPLOYS CROWE LLP TO ASSIST IN THE OVERALL REVIEW AND ELECTRONIC SUBMISSION OF ITS FORM 990. CROWE LLP PROVIDES GUIDANCE IN IDENTIFYING CRITICAL ERRORS IN THE RETURN SUBMISSION AND FEEDBACK ON QUANTITATIVE AND QUALITATIVE RESPONSES. ADDITIONALLY, THE HOSPITAL CFO PERFORMS A THOROUGH REVIEW OF THE RETURN AND REVIEWS IT WITH THE HOSPITAL CEO AND/OR SENIOR LEADERS BEFORE PRESENTING IT IN ITS ENTIRETY TO THE HOSPITAL BOARD FOR QUESTIONING AND REVIEW PRIOR TO THE RETURN'S SIGNING AND SUBMISSION TO THE IRS. Form 990, Part VI, Line 12c Conflict of interest policy THE ORGANIZATION IS SUBJECT TO THE CORPORATE COMPLIANCE PROGRAM AND CONFLICT OF INTEREST POLICY ("POLICY") OF HOSPITAL SISTERS HEALTH SYSTEM, AN ILLINOIS NOT FOR PROFIT CORPORATION EXEMPT FROM FEDERAL TAXATION UNDER SECTION 501(C)(3) OF THE INTERNAL REVENUE CODE. A REVISED CORPORATE COMPLIANCE PROGRAM AND CONFLICT OF INTEREST POLICY HAVE BEEN IMPLEMENTED SINCE JANUARY 2009 TO MANAGE CONFLICTS OF INTEREST USING A SYSTEM-WIDE PROTOCOL FOR DISCLOSURE STATEMENTS. IN ACCORDANCE WITH THE ORGANIZATON'S CONFLICT OF INTEREST POLICY, ALL COVERED PERSONS HAVE A DUTY TO COMPLY WITH THE CONFLICT OF INTEREST POLICY FOR ANY CONTRACT, TRANSACTION, RELATIONSHIP, OR ACTIVITY CONTEMPLATED, ENTERED INTO, OR CONDUCTED AT HSHS OR ITS AFFILIATES. THE POLICY DEFINES COVERED PERSONS AS BOARD MEMBERS, BOARD COMMITTEE MEMBERS, OFFICERS, BOARD DESIGNEES, SENIOR MANAGEMENT, MEMBERS OF ANY COMMITTEE THAT OVERSEES THE APPROVAL OF PHARMACEUTICALS AND MEDICAL DEVICES, AND ANY OTHER INDIVIDUAL WHO HOLDS A POSITION OF TRUST. ON AN ANNUAL BASIS, HOSPITAL SISTERS HEALTH SYSTEM, ("HSHS") DISCLOSES A COPY OF THE CONFLICT OF INTEREST POLICY (AND ALL CORRESPONDING PROCEDURES, GUIDELINES, FORMS, AND TOOLS) TO ALL COVERED PERSONS, AND ADVISES ALL COVERED PERSONS IN WRITING OF ANY SUBSTANTIVE CHANGES TO THIS POLICY AND SUCH RELATED MATERIALS. COVERED PERSONS ARE REQUIRED TO REVIEW AND COMPLETE THE CORRESPONDING CONFLICT OF INTEREST STATEMENT. THE SYSTEM OFFICE VICE PRESIDENT, SYSTEM RESPONSIBILITY OR MEMBERS OF THE AUDIT AND INTEGRITY COMMITTEE ("COMMITTEE") ARE AVAILABLE TO ANSWER ANY QUESTIONS A COVERED PERSON MAY HAVE. IN ADDITION, IF, AT ANY TIME AFTER SUBMITTING AN ANNUAL CONFLICT OF INTEREST STATEMENT, A COVERED PERSON BECOMES AWARE OF AN INTEREST THAT HE OR SHE WOULD HAVE HAD TO DISCLOSE AT THE ANNUAL INTERVAL, THE COVERED PERSON IS REQUIRED PROMPTLY TO DISCLOSE THE INTEREST TO THE COMMITTEE USING THE HSHS CONFLICT OF INTEREST DISCLOSURE STATEMENT. COMPLETED CONFLICT OF INTEREST STATEMENTS ARE SUBMITTED TO THE COMMITTEE, WHICH IS RESPONSIBLE FOR IDENTIFYING, ASSESSING, AND MANAGING CONFLICTS OF INTEREST THAT ARISE IN THE COURSE OF CONDUCTING THE AFFAIRS OF HSHS AND ITS AFFILIATES. IF THE COMMITTEE DETERMINES THAT A CONFLICT OF INTEREST EXISTS, THE CONFLICT OF INTEREST POLICY REQUIRES HSHS NOT TO ENGAGE IN, OR ENTER INTO, A PROPOSED CONTRACT, TRANSACTION, RELATIONSHIP, ARRANGEMENT, OR ACTIVITY UNLESS THE COMMITTEE OR, WHERE NECESSARY, THE BOARD OF DIRECTORS (ACTING THROUGH ITS DISINTERESTED MEMBERS), HAS INVESTIGATED ALTERNATIVES TO THE PROPOSED CONTRACT, TRANSACTION, RELATIONSHIP, ARRANGEMENT, OR ACTIVITY AND, IN THE ABSENCE OF ALTERNATIVES THAT ARE IN THE BEST INTERESTS OF HSHS, HAS DETERMINED: 1. THAT, REGARDLESS OF WHETHER THE COVERED PERSON PARTICIPATES IN THE IMPLEMENTATION OF THE PROPOSED CONTRACT, TRANSACTION, RELATIONSHIP, ARRANGEMENT, OR ACTIVITY; 2. THE CONTRACT, TRANSACTION, ARRANGEMENT, OR ACTIVITY IS IN THE BEST INTERESTS OF HSHS; 3. THE CONTRACT, TRANSACTION, ARRANGEMENT, OR ACTIVITY IS FAIR AND REASONABLE FROM THE PERSPECTIVE OF HSHS; AND 4. HSHS CANNOT OBTAIN A MORE ADVANTAGEOUS CONTRACT, TRANSACTION, ARRANGEMENT OR ACTIVITY WITH REASONABLE EFFORTS UNDER THE CIRCUMSTANCES. IN DETERMINING WHETHER A CONTRACT, TRANSACTION OR ARRANGEMENT IS FAIR AND REASONABLE TO HSHS, THE COMMITTEE SHALL CONSIDER, WHERE APPLICABLE: 1. APPRAISALS OR OTHER INDEPENDENT VALUATIONS OF THE FAIR MARKET VALUE OF THE CONTRACT, TRANSACTION, OR ARRANGEMENT; 2. INFORMATION REGARDING COMPARABLE CONTRACTS, TRANSACTIONS, OR ARRANGEMENTS BETWEEN UNRELATED PARTIES; 3. OFFERS FROM COMPARABLE COMPETING ENTITIES; AND/OR 4. STUDIES OF COMPARABLE COMPENSATION ARRANGEMENTS. IN ANY CASE IN WHICH THE COMMITTEE FINDS, AFTER TAKING THE STEPS DESCRIBED ABOVE, THAT HSHS SHOULD PARTICIPATE IN A PROPOSED TRANSACTION OR ARRANGEMENT DESPITE THE EXISTENCE OF A CONFLICT OF INTEREST, THE COMMITTEE SHALL DEVELOP, IMPLEMENT, MONITOR, AND ENFORCE COMPLIANCE WITH, A CONFLICT MANAGEMENT PLAN FOR MANAGING THE CONFLICT OF INTEREST AS IT CONSIDERS NECESSARY FOR SUCH FINDINGS TO REMAIN VALID THROUGHOUT THE LIFE OF THE CONTRACT, TRANSACTION, RELATIONSHIP, ARRANGEMENT, OR ACTIVITY. ALL CONFLICT MANAGEMENT PLANS SHALL: 1. STATE THAT THE COMMITTEE WILL OVERSEE, MONITOR, AND ENFORCE COMPLIANCE WITH THE PLAN THROUGHOUT THE COURSE OF THE STUDY AND SPECIFY MEANS FOR DOING SO, INCLUDING, WITHOUT LIMITATION, THAT THE APPROPRIATE INDIVIDUALS MUST PROVIDE THE COMMITTEE WITH WRITTEN REPORTS PERTAINING TO COMPLIANCE WITH THE CONFLICT MANAGEMENT PLAN, THAT THE COMMITTEE SHALL HAVE THE RIGHT TO AUDIT THE STUDY FOR SUCH COMPLIANCE, AND THE RIGHT TO IMPOSE SANCTIONS FOR NON-COMPLIANCE; 2. STATE THAT THE PLAN MUST BE SHARED WITH COVERED PERSON WHOSE INTERESTS IT WAS DEVELOPED TO MANAGE; 3. STATE THAT THE PLAN MUST BE SHARED WITH, AND PERIODIC REPORTS ON COMPLIANCE WITH THE PLAN MUST BE PROVIDED TO, THE BOARD, SENIOR MANAGEMENT AND/OR GOVERNMENT AGENCIES; AND 4. PROVIDE FOR SUCH OTHER MANAGEMENT STEPS AND MECHANISMS THE COMMITTEE CONSIDERS NECESSARY AND APPROPRIATE. IN ADDITION TO THE COMMITTEE, THE SYSTEM OFFICE VICE PRESIDENTS OF SYSTEM RESPONSIBILITY AND RISK & COMPLIANCE MAY RETAIN SUCH INDEPENDENT ADVISORS OR EXPERTS AS DEEMED NECESSARY TO ASSIST IN MAKING ITS DETERMINATIONS AND DECISIONS. IF THE COMMITTEE DETERMINES THAT THE CONTEMPLATED TRANSACTION, RELATIONSHIP ARRANGEMENT, OR ACTIVITY CANNOT PROCEED DUE TO A CONFLICT OF INTEREST, THE COMMITTEE SHALL INFORM THE APPLICABLE COVERED PERSON OR DECISION-MAKING BODY OF SUCH DETERMINATION WITHIN ONE WEEK OF THE COMMITTEE MEETING AT WHICH THE CONTEMPLATED TRANSACTION WAS DISCUSSED. THE COMMITTEE SHALL DOCUMENT ITS REJECTION OF THE CONTEMPLATED TRANSACTION IN THE COMMITTEE'S MEETING MINUTES. Form 990, Part VI, Line 15a Process to establish compensation of top management official THE COMPENSATION COMMITTEE (COMMITTEE) IS COMPRISED OF INDEPENDENT MEMBERS OF THE BOARD OF DIRECTORS. THE COMMITTEE DEVELOPS A COMPENSATION PHILOSOPHY FOR THE SYSTEM AND ALL AFFILIATES. THE COMMITTEE SELECTS AND HIRES THE INDEPENDENT COMPENSATION CONSULTANT TO DEVELOP COMPARABILITY DATA AND ADVISE THE COMMITTEE DURING ITS DELIBERATIONS REGARDING ALL ELEMENTS OF TOTAL COMPENSATION FOR ALL HSHS EXECUTIVES, (the top management official, other officers and key employees). SULLIVAN COTTER, THE CONSULTANTS UTILIZED BY THE COMMITTEE, USE DATA FROM MULTIPLE TAX-EXEMPT PEER GROUP SOURCES TO DETERMINE SALARY RANGES, INCENTIVE OPPORTUNITY RANGES AND BENEFITS FOR THE HSHS executives. SULLIVAN COTTER THEN ASSISTS THE COMMITTEE IN PREPARING CONTEMPORANEOUS DOCUMENTATION OF ALL ACTIONS. EACH COMMITTEE MEETING IS CONDUCTED WITH THE INTENT TO CREATE A REBUTTABLE PRESUMPTION OF REASONABLENESS FOR ALL ELEMENTS OF EXECUTIVE TOTAL COMPENSATION. THE CHAIRMAN MAKES THIS DECLARATION AND ALSO INQUIRES IF THERE ARE ANY CONFLICTS OF INTEREST BY ANY ATTENDEES. ANY CONFLICTS ARE DISCLOSED AND THE COMMITTEE THEN ACTS IN A MANNER TO AVOID ANY CONFLICTED INDIVIDUAL PARTICIPATING IN ANY MANNER WHERE A CONFLICT MIGHT EXIST. AT THE END OF THE MEETING, THE COMMITTEE PREPARES CONTEMPORANEOUS MINUTES THAT RECORD ALL ACTIONS TAKEN DURING THE MEETING. Form 990, Part VI, Line 15b Process to establish compensation of other employees PLEASE SEE RESPONSE TO FORM 990, PART VI, LINE 15A. Form 990, Part VI, Line 19 Required documents available to the public BOARD-APPROVED FINANCIAL STATEMENTS ARE MADE AVAILABLE TO THE PUBLIC UPON REQUEST. THE GOVERNING DOCUMENTS AND CONFLICT OF INTEREST POLICY ARE NOT MADE AVAILABLE TO THE GENERAL PUBLIC AT THIS TIME. Form 990, Part X, Line 11 POOLED INVESTMENT ACCOUNT SACRED HEART HOSPITAL USES ITS POOLED INVESTMENTS TO CARRY ON ITS MISSION OF CARING FOR THE SICK. THE HOSPITAL'S CASH RESERVES ARE INVESTED IN A POOLED INVESTMENT ACCOUNT MAINTAINED BY HOSPITAL SISTERS HEALTH SYSTEM ("HSHS"). PARTICIPATION IN THE POOLED FUND IS LIMITED TO THE 501(C)(3) HOSPITALS AND HEALTH SERVICES ORGANIZATIONS SPONSORED BY HSHS. THE POOLED ACCOUNT CONSISTS OF CASH, EQUITY AND DEBT SECURITIES THAT ARE PUBLICLY TRADED. IN ACCORDANCE WITH THE PROVISIONS OF STATEMENT OF FINANCIAL ACCOUNTING STANDARDS ("SFAS") NO. 124 "ACCOUNTING FOR CERTAIN INVESTMENTS HELD BY NOT-FOR-PROFIT ORGANIZATIONS", INVESTMENTS IN EQUITY SECURITIES WITH READILY DETERMINABLE FAIR VALUES, AND ALL INVESTMENTS IN DEBT SECURITIES, ARE REPORTED AT FAIR VALUE ON THE BALANCE SHEET. READILY DETERMINABLE FAIR VALUES AND ALL INVESTMENTS IN DEBT SECURITIES ARE REPORTED AT FAIR VALUE ON THE BALANCE SHEET. INCOME, REALIZED AND UNREALIZED GAINS AND LOSSES ARE POOLED AND ALLOCATED TO THE PARTICIPANTS. INDIVIDUAL COMPONENTS OF ASSETS AND REVENUE ARE NOT IDENTIFIED TO THE INDIVIDUAL HOSPITAL PARTICIPANTS. Form 990, Part XI, Line 9 Other changes in net assets or fund balances Pension Mark to Market Adjustment net of Service costs - 18076145; Transfer to Affiliates - -1427715; Change in fair value of the interest rate SWAPS - 2797742; KIARA CLINICAL INTEGRATION NETWORK LLC 4936 LAVERNA ROAD SPRINGFIELD IL 62707 261417684 HEALTHCARE IL -105950 447864 HSSI PHYSICIAN CLINICAL INTEGRATION NETWORK LLC 4936 LAVERNA ROAD SPRINGFIELD IL 62707 371668647 HEALTHCARE IL 554315 15980466 KCIN HSHS ACO LLC 4936 LAVERNA ROAD SPRINGFIELD IL 62707 320465666 HEALTHCARE & SOCIAL ASSISTANCE IL 1805698 3189003 KCIN HOSPITAL SISTERS HEALTH SYSTEM 4936 LAVERNA ROAD SPRINGFIELD IL 62707 371058692 HEALTHCARE IL 501(c)(3) Type III-FI NA false HOSPITAL SISTERS HEALTHCARE-WEST INC 2661 COUNTY HIGHWAY 1 CHIPPEWA FALLS WI 54729 510157933 HEALTHCARE WI 501(c)(3) Type I HSSI true HOSPITAL SISTERS MISSION OUTREACH CORPORATION 4936 LAVERNA ROAD SPRINGFIELD IL 62707 352271729 RECYCLING MEDICAL SUPPLIES IL 501(c)(3) HSHS true HOSPITAL SISTERS OF ST FRANCIS FOUNDATION INC 4936 LAVERNA ROAD SPRINGFIELD IL 62707 371186514 HEALTHCARE IL 501(c)(3) 7 HSHS true HOSPITAL SISTERS SERVICES INC 4936 LAVERNA ROAD SPRINGFIELD IL 62707 371163402 HEALTHCARE IL 501(c)(3) Type III-FI HSHS true HSHS GOOD SHEPHERD HOSPITAL INC 200 SOUTH CEDAR STREET SHELBYVILLE IL 62565 370512290 HEALTHCARE IL 501(c)(3) 3 HSSI true HSHS HOLY FAMILY HOSPITAL 200 HEALTHCARE DRIVE GREENVILLE IL 62246 370792770 HEALTHCARE IL 501(c)(3) 3 HSSI true HSHS MEDICAL GROUP INC 3051 HOLLIS DRIVE SPRINGFIELD IL 62704 263956318 HEALTHCARE IL 501(c)(3) Type III-FI HSSI true HSHS WISCONSIN MEDICAL GROUP INC 3051 HOLLIS DRIVE SPRINGFIELD IL 62704 264515959 HEALTHCARE WI 501(c)(3) Type III-FI HSSI true ORANGE CROSS AMBULANCE INC 919 ASHLAND AVENUE SHEBOYGAN WI 53081 391860942 HEALTHCARE WI 501(c)(3) 10 ST NICHOLAS true PRAIRIE CARDIOVASCULAR CONSULTANTS LTD 3051 HOLLIS DRIVE SPRINGFIELD IL 62704 371071858 HEALTHCARE IL 501(c)(3) 10 HSSI true PRAIRIE EDUCATION & RESEARCH COOPERATIVE 800 E CARPENTER STREET 62 SPRINGFIELD IL 62769 371157915 HEALTHCARE IL 501(c)(3) 4 HSSI true SHELBY MEMORIAL HOSPITAL EMPLOYEE BENEFIT TRUST 200 SOUTH CEDAR STREET SHELBYVILLE IL 62565 371778753 TRUST IL 501(a) HSSI true SOUTHERN ILLINOIS CARDIOVASCULAR SERVICE INC ONE ST ELIZABETHS BLVD OFALLON IL 62269 371276333 HEALTHCARE IL 501(c)(3) 3 ST ELIZABETH'S HOSPITAL false ST ANTHONY'S MEMORIAL HOSPITAL OF THE HOSPITAL SISTERS OF THE THIRD ORDER O F ST FRANCIS 503 N MAPLE STREET EFFINGHAM IL 62401 370661233 HEALTHCARE IL 501(c)(3) 3 HSSI true ST FRANCIS HOSPITAL SISTERS OF THE THIRD ORDER OF ST FRANCIS 1215 FRANCISCAN DRIVE LITCHFIELD IL 62056 370661236 HEALTHCARE IL 501(c)(3) 3 HSSI true ST JOSEPH'S HOSPITAL OF THE HOSPITAL SISTERS OF THE THIRD ORDER OF ST FRANC IS 9515 HOLY CROSS LANE BREESE IL 62230 371208459 HEALTHCARE IL 501(c)(3) 3 HSSI true ST JOSEPH'S HOSPITAL OF THE HOSPITAL SISTERS OF THE THIRD ORDER OF ST FRANC IS 2661 COUNTY HIGHWAY 1 CHIPPEWA FALLS WI 54729 390810545 HEALTHCARE WI 501(c)(3) 3 HSSI true ST JOSEPH'S HOSPITAL OF THE HOSPITAL SISTERS OF THE THIRD ORDER OF ST FRANC IS 12866 TROXLER AVENUE HIGHLAND IL 62249 370663568 HEALTHCARE IL 501(c)(3) 3 HSSI true ST MARY'S HOSPITAL MEDICAL CENTER OF GREEN BAY INC - 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Schedule R, Part VII Related Organizations Due to the increasingly complex organization structure of Hospital Sisters Health System and Affiliates, the filing organization has elected to report all organizations within Hospital Sisters Health System as related, regardless of ownership interest or "control" as defined by the instructions to Schedule R. The intent of this reporting is to promote transparency and increase consistency across the numerous Form 990 submissions by Hospital Sisters Health System and Affiliates.