2025-10-14T16:40:12+00:00 2025-05-31 346565596 ERNST & YOUNG US LLP 835 N COLLEGE AVENUE INDIANAPOLIS IN 46202 990 2024-06-01 611286361 Owensboro Health Inc OWEN 2704172000 1201 Pleasant Valley Road Owensboro KY 42303 Russ Ranallo Senior VP/CFO 2704172000 2025-10-14 true true Jennifer D Rhoderick P00395735 3176817000 2025-10-14 2024 2025-03-06 01:10:19Z Russ Ranallo 1201 Pleasant Valley Road Owensboro KY 42303 1033923345 false X WWW.OWENSBOROHEALTH.ORG X 1995 KY OWENSBORO HEALTH, INC. EXISTS TO HEAL THE SICK AND IMPROVE THE HEALTH OF THE COMMUNITIES WE SERVE. 16 14 3953 334 5330169 0 2310432 2074256 799275736 854453270 11792483 21679688 9068535 10462527 822447186 888669741 2289616 2189908 0 0 246742697 254344244 0 0 0 443005876 482063497 692038189 738597649 130408997 150072092 2454793215 2841051978 1322751248 1557265320 1132041967 1283786658 OWENSBORO HEALTH, INC. EXISTS TO HEAL THE SICK AND IMPROVE THE HEALTH OF THE COMMUNITIES WE SERVE. false false 565125523 2189908 853367132 OWENSBORO HEALTH, INC. (OH) IS THE PARENT ORGANIZATION OF A DIVERSIFIED SYSTEM OF HEALTH CARE ORGANIZATIONS THAT PROVIDES A BROAD RANGE OF INPATIENT AND OUTPATIENT SERVICES AND OTHER COMPLEMENTARY HEALTH CARE SERVICES. OH EMPLOYS HEALTHCARE PROFESSIONALS, INCLUDING PHYSICIANS, NURSES, ADVANCE PRACTICE REGISTERED NURSES, PHYSICIAN ASSISTANTS AND OTHER LICENSED PROFESSIONALS WHO PROVIDE DIRECT PATIENT CARE IN THE ORGANIZATION'S MAIN HOSPITAL, OWENSBORO HEALTH REGIONAL HOSPITAL. IN ADDITION, THE ORGANIZATION OPERATES SEVERAL WHOLLY OWNED AND CONTROLLED SUBSIDIARIES, INCLUDING OH MUHLENBERG, LLC (OHMCH), OH TWIN LAKES MEDICAL CENTER (OHTLMC), OWENSBORO HEALTH MEDICAL GROUP, INC., OWENSBORO HEALTH FOUNDATION, INC., ONE HEALTH NETWORK, LLC, ONE HEALTH SOLUTIONS, LLC, COMMONWEALTH MEDICAL MANAGEMENT, LLC , THE HEALTH NETWORK OF WESTERN KENTUCKY, LLC and OWENSBORO HEALTH PROPERTIES HOLDING INC. OH'S PRIMARY ACTIVITY CONSISTS OF PROVIDING MEDICAL AND PATIENT CARE SERVICES IN ITS MAIN HOSPITAL, OWENSBORO HEALTH REGIONAL HOSPITAL, SERVING 18 COUNTIES IN WESTERN KENTUCKY AND SOUTHERN INDIANA. OUR MEDICAL SERVICES ARE DELIVERED BY HIGHLY SKILLED PHYSICIANS ALONG WITH A CARING AND COMPASSIONATE NURSING STAFF. OH SUPPORTS OUR CARE TEAMS WITH STATE-OF-THE ART EQUIPMENT TO PROVIDE OUR PATIENTS WITH ADVANCED MEDICAL TREATMENTS AND PROCEDURES. IN THE FISCAL YEAR ENDED MAY 31, 2025, OHRH AND OHMCH HAD TOTAL ADMISSIONS OF 16,924, PATIENT DAYS OF 88,897 AND TOTAL ER VISITS OF 76,358. COST OF PARTICIPATING IN GOVERNMENT PROGRAMS: OH IS COMMITTED TO SERVING ALL PERSONS IN NEED, REGARDLESS OF RACE, CREED, SEX, NATIONALITY, RELIGION, DISABILITY, AGE OR ABILITY TO PAY. TO PROMOTE ACCESS TO CARE, OH PARTICIPATES IN THE FOLLOWING PUBLIC HEALTH PROGRAMS: MEDICAID, MEDICARE, TRICARE AND LOCAL HEALTH DEPARTMENTS. IN GENERAL, PAYMENTS FROM THESE PROGRAMS FREQUENTLY DO NOT COVER THE COSTS OH INCURS TO SERVE PROGRAM BENEFICIARIES. UNCOMPENSATED CARE AND FINANCIAL ASSISTANCE: OH PROVIDES MEDICAL CARE WITHOUT CHARGE, OR AT REDUCED COST, TO RESIDENTS OF THE COMMUNITIES THAT IT SERVES. OH'S FINANCIAL ASSISTANCE PROGRAM WAS ESTABLISHED TO ASSIST PATIENTS WHO DO NOT QUALIFY FOR MEDICAL ASSISTANCE PROGRAMS, LIKE MEDICAID, AND WHOSE ANNUAL INCOMES ARE AT OR BELOW CERTAIN PERCENTAGES OF THE FEDERAL POVERTY GUIDELINES. DURING THE REPORTING PERIOD, OH PROVIDED $10,019,299 IN FINANCIAL ASSISTANCE TO LOW-INCOME AND/OR UNINSURED PATIENTS. OH DOES NOT INCLUDE IN THAT AMOUNT $25,283,670 OF BAD DEBT EXPENSE, WHICH ARE AMOUNTS WRITTEN OFF FOR PROVIDING SERVICES TO PERSONS WHO MAY BE ABLE, BUT ARE UNWILLING, TO PAY FOR THE SERVICES THEY RECEIVE. AS DESCRIBED ELSEWHERE, OH BELIEVES A PORTION OF ITS BAD DEBT EXPENSE DERIVES FROM PATIENTS WHO MIGHT HAVE QUALIFIED FOR FINANCIAL ASSISTANCE HAD THEY SUBMITTED ASSISTANCE APPLICATIONS. OH IS COMMITTED TO EXPANDING ITS PROGRAMS TO IMPROVE ACCESS TO HEALTH CARE IN ITS PRIMARY AND SECONDARY SERVICE AREAS, WHICH INCLUDE RURAL AND ECONOMICALLY DEPRESSED AREAS AND AREAS THAT LACK ADEQUATE NUMBERS OF PRIMARY CARE AND SPECIALTY PROVIDERS. 565125523 true true false true false false false false false false true false false false true true false true false false false false false false false false true true true true true true false false false false false false false false true false false false false false true true true true false false true 240 0 true 3953 true true true false false false false false false false false false true false X 16 14 false false false false false true true true true false false false false true true true true true true true true true KY X Russ Ranallo 2704172000 1201 Pleasant Valley Road Owensboro KY 42303 DAVE ROBERTS BOARD VICE-CHAIRPERSON 3.0 2.0 X X 0 0 0 GAVIN ROBERTS BOARD CHAIRPERSON 3.0 3.0 X X 0 0 0 SUSANNE HARRIS BOARD SECRETARY 3.0 2.0 X X 0 0 0 ANDREA MOORE WETHINGTON MD BOARD MEMBER 3.0 47.0 X 0 575130 18977 ANTHONY MCBRIDE MD BOARD MEMBER 3.0 45.0 X 0 831706 36089 CANDANCE CASTLEN BRAKE BOARD MEMBER 3.0 1.0 X 0 0 0 CHRIS GADDIS BOARD MEMBER (EFFECTIVE 1/7/24) 3.0 0 X 0 0 0 CHRIS LOVE BOARD MEMBER (TERMED 10/31/2024) 3.0 1.0 X 0 0 0 DHIREN HARIA MD BOARD MEMBER (EFFECTIVE 11/25/24) 3.0 0 X 0 0 0 JASON MILLS MD BOARD MEMBER 3.0 0 X 0 0 0 LANIE GARDNER BOARD MEMBER 3.0 0 X 0 0 0 LAURA CHAPMAN BOARD MEMBER 3.0 1.0 X 0 0 0 MICHAEL SCHERM MD BOARD MEMBER (EFFECTIVE 10/31/24) 3.0 3.0 X 0 0 0 MICHAEL YEISER MD BOARD MEMBER (TERMED 10/31/2024) 3.0 0 X 0 0 0 NATHAN BERRY BOARD MEMBER (TERMED 11/7/2024) 3.0 0 X 0 0 0 NICK HETMAN BOARD MEMBER 3.0 0 X 0 0 0 PHIL RINEY BOARD MEMBER 3.0 2.0 X 0 0 0 TISH CORREA OSBORNE BOARD MEMBER 3.0 1.0 X 0 0 0 TOM LILLY BOARD MEMBER 3.0 3.0 X 0 0 0 MARK MARSH PRESIDENT AND CEO 38.0 12.0 X 1331050 0 63070 RUSSELL S RANALLO CHIEF FINANCIAL OFFICER 38.0 12.0 X 609034 0 95325 ASHLEY HERRINGTON CEO - OHTLMC 5.0 45.0 X 0 370083 50802 BETH R STEELE CHIEF OPERATING OFFICER-OHRH 40.0 10.0 X 606337 0 57079 BILL J BRYANT MD VP QUALITY AND PATIENT SAFETY 40.0 10.0 X 597794 0 43514 CATHERINE CLEMONS VP OF OPERATIONS - OHTLMC 5.0 45.0 X 0 232919 23502 CATHY STEWART VP PATIENT CARE SVCS AND CNO - OHTLMC 5.0 45.0 X 0 243090 80714 CHRISTOPHER SALE VP OF OPERATIONS 40.0 10.0 X 297316 0 46045 EDWARD L HEATH JR CEO - OHMCH 45.0 5.0 X 453656 0 110313 ERNEST E BEGLEY II CHIEF LEGAL OFFICER 40.0 10.0 X 644674 0 112391 FRANCIS J DUFRAYNE MD CHIEF MEDICAL OFFICER 40.0 0 X 900892 0 16138 GARY CLARK VP ANALYTICS 40.0 10.0 X 285854 0 35735 JAMES E TIDWELL III MD VP POPULATION HEALTH SERVICES 40.0 10.0 X 532847 0 57258 JOAN M SIMS VP PATIENT CARE SVCS AND CNO - OHRH 40.0 10.0 X 317222 0 69151 KATHLEEN MYER VP PATIENT CARE SERVICES AND CNO-OHMCH 45.0 5.0 X 317023 0 34142 MACK HOWELL COO - OHMG 5.0 45.0 X 0 467032 53608 MIA M SUTER CHIEF ADMINISTRATIVE OFFICER 40.0 10.0 X 700613 0 91471 MICHAEL B KELLEY VP MEDICAL AFFAIRS, OHRH (TERMED 01/02/25) 40.0 10.0 X 558277 0 55132 PHILIP E SMITH CHIEF BUSINESS DEVELOPMENT OFFICER 40.0 10.0 X 485821 0 47554 RAMONA C HIENEMAN VP ASSOCIATE GENERAL COUNSEL 40.0 10.0 X 296935 0 26565 RUBY J JACILDO SVP ACCOUNTING AND CONTROLLER 40.0 10.0 X 356155 0 96251 EDWINA STAFFORD NURSING SUPERVISOR - OHMCH 50.0 0 X 229882 0 32968 JASON B COLLINS EXECUTIVE DIRECTOR OF PHARMACY 40.0 10.0 X 239489 0 28356 JOE TAYLOR EXECUTIVE DIRECTOR OF FACILITIES 40.0 10.0 X 211931 0 68025 JOHN WALKER EXECUTIVE DIRECTOR OF MATERIALS MANAGEMENT 40.0 10.0 X 213690 0 52051 TERESA A RASCOE EXECUTIVE DIRECTOR OF HUMAN RESOURCES 40.0 10.0 X 233311 0 64917 10419803 2719960 1567143 422 false true false OPTUM PO BOX 84019 CHICAGO IL 606894019 MGMT OF REV CYCLE AND INF TECH SVC 65202838 COMMONWEALTH ANESTHESIAPSC 425 LEWIS HARGETT CIRCLE LEXINGTON KY 40503 ANESTHESIA SERVICES 11019480 MORRISON HEALTHCARE FOOD SVC PO BOX 102289 ATLANTA GA 30368 FOOD SERVICES 7453753 LOUISVILLE RAD IMAGING CNSLTS 71 WEST 156TH STREET SUITE 110 HARVEY IL 60426 RADIOLOGY SERVICES 7050417 UNIVERSITY OF LOUISVILLE PO BOX 713443 CHICAGO IL 606774343 RESIDENCY PROGRAM 6866834 109 0 0 0 597078 1059315 417863 2074256 MEDICARE/MEDICAID 622110 377625680 377625680 0 0 PATIENT REVENUE-OTHER INS 622110 369716335 364202653 5513682 0 DSH/MEDICAID/UPL 622110 106307067 106307067 0 0 REVENUE-OASF 621493 418907 418907 0 0 0 0 0 0 385281 385281 0 0 854453270 15335287 0 0 15335287 0 0 0 0 0 0 0 0 3866329 0 2232606 0 1633723 0 1633723 0 -726208 2359931 148608383 116934 142380916 0 6227467 116934 6344401 0 0 6344401 0 0 0 0 0 0 0 0 0 0 0 0 1050203 640082 410121 0 0 410121 CAFETERIA AND VENDING 722514 3437448 0 0 3437448 Graduate Medical Education Revenue 622110 2453138 2453138 0 0 Senior Trip Travel 622110 542695 0 542695 0 1985402 1974406 0 10996 8418683 888669741 853367132 5330169 27898184 X 1762375 1762375 427533 427533 0 0 9644275 590685 9053590 0 230317 230317 193804202 173696372 20107830 13547728 10353556 3194172 22735177 21824349 910828 14382545 12730494 1652051 31474861 19588811 11886050 2808684 2808684 310190 310190 101076 101076 704098 704098 104216041 64502679 39713362 0 3092904 66421 3026483 10000921 4807254 5193667 5216098 4410149 805949 397057 319408 77649 11272623 6778875 4493748 611998 389961 222037 69481 32607 36874 26113499 26113499 33214920 33214920 6376655 6376655 MEDICAL SUPPLIES 165250464 165020763 229701 PROVIDER TAX 39384053 39384053 BAD DEBT 33423655 33423655 DIETARY PATIENT SUPPLIES 4540459 3676670 863789 3483760 1108536 2375224 0 738597649 565125523 173472126 0 35637122 25582525 5659742 5859669 0 0 1538702127 1911328113 0 0 0 0 0 0 14375517 14198597 29838465 33838307 1036899396 594316622 455252765 442582774 318719195 351999723 0 27795482 27993854 4383371 2928914 24429429 24739502 2454793215 2841051978 100253133 100389814 0 0 177531 1235884 531256789 518426642 0 0 0 0 19337862 18846523 0 0 671725933 918366457 1322751248 1557265320 X 1132041967 1283786658 0 0 0 0 0 0 0 0 1132041967 1283786658 2454793215 2841051978 150072092 1672599 0 X false true true true true X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED false false false false false false true 54120 false true 46956 101076 false Schedule C, Part II-B, Line 1 DETAILED DESCRIPTION OF THE LOBBYING ACTIVITY SCHEDULE C, PART II-B, LINE 1G IRS INSUBSTANTIAL LOBBYING WITHIN THE CONTEXT OF GOVERNMENTAL, COMMUNITY AND LEGISLATIVE AFFAIRS, OH HAS ONE EMPLOYEE THAT ENGAGES IN LOBBYING ACTIVITIES OR ATTEMPTS TO INFLUENCE LEGISLATION. HOWEVER, UNDER NO CIRCUMSTANCES IS THERE ANY ENGAGEMENT IN POLITICAL ACTIVITIES. LOBBYING ACTIVITIES INCLUDE BOTH DIRECT LOBBYING AND GRASS ROOTS LOBBYING. FROM A DIRECT LOBBYING PERSPECTIVE, THE DIR OF GOVT AFFAIRS ENGAGES IN LOBBYING ACTIVITIES AT THE FEDERAL, STATE AND LOCAL LEVELS. THE DIR OF GOVT AFFAIRS DOES MEET WITH MEMBERS OF CONGRESS ON OCCASION DURING THE YEAR EITHER IN WASHINGTON OR IN OWENSBORO. AT THE STATE LEVEL, THE DIR OF GOVT AFFAIRS IS REGISTERED AS A LEGISLATIVE AGENT WITH THE KENTUCKY GENERAL ASSEMBLY AND THE EXECUTIVE BRANCH. LOBBYING EFFORTS ARE GENERALLY LIMITED TO THAT PERIOD OF TIME IN WHICH THE GENERAL ASSEMBLY IS IN SESSION. THIS PERIOD INCLUDES A 30-DAY LEGISLATIVE SESSION IN ODD NUMBERED YEARS AND A 60-DAY LEGISLATIVE SESSION IN EVEN NUMBERED YEARS. IN ADDITION, LOBBYING AT THE LOCAL LEVEL IS GENERALLY CONFINED TO REGULATORY MATTERS AND IS NOT ONGOING. IT IS ESTIMATED THAT DURING THE FISCAL YEAR ENDING MAY 31, 2025, ALL LOBBYING ACTIVITY BY DIR OF GOVT AFFAIRS DID NOT EXCEED 30% OF TOTAL WORK-RELATED DUTIES AND RESPONSIBILITIES. 17791443 17791443 599755429 234476133 365279296 407676462 359840489 47835973 11676062 11676062 442582774 Federal Income Taxes DUE TO THIRD PARTY PAYORS 16849891 ACCRUED PENSION 22897129 WORKMAN'S COMP RESERVE 5627177 MALPRACTICE RESERVE 19085538 INTRACOMPANY A/P 848809080 CURRENT PORTION OF CAPITAL LEASE OTHERS 5097642 918366457 X 0 0 0 0 0 0 0 0 0 0 0 0 Schedule D, Part X, Line 2 FIN 48 (ASC 740) footnote THE SYSTEM APPLIES FASB ASC TOPIC 740, ACCOUNTING FOR UNCERTAINTY IN INCOME TAXES. ASC TOPIC 740 PROVIDES GUIDANCE ON WHEN TAX POSITIONS ARE RECOGNIZED IN AN ENTITY'S FINANCIAL STATEMENTS AND HOW THE VALUES OF THESE POSITIONS ARE DETERMINED. THERE IS CURRENTLY NO IMPACT ON THE SYSTEM'S CONSOLIDATED FINANCIAL STATEMENTS AS A RESULT OF THE APPLICATION OF ASC 740. true true X true X 300 true X 5787570 0 5787570 0.00821 152751280 204351125 0 0.0 0 0 0 0.0 0 0 158538850 204351125 5787570 0.00821 2084238 3635 2080603 0.00295 6237753 2581203 3656550 0.00519 8813002 6942726 1870276 0.00265 146345 0 146345 0.00021 735831 8700 727131 0.00103 0 0 18017169 9536264 8480905 0.01203 0 0 176556019 213887389 14268475 0.02023 0 0.0 14424 14424 0.00002 0 0.0 0 0.0 0 0.0 0 0.0 0 0.0 0 0.0 0 0.0 0 0 14424 0 14424 0.00002 false 33423655 2673892 131701470 159303868 -27602398 X true true 2 1 OWENSBORO HEALTH INC 1201 PLEASANT VALLEY ROAD OWENSBORO KY 42303 WWW.OWENSBOROHEALTH.ORG 100092 X X X 2 OH MUHLENBERG LLC 1201 PLEASANT VALLEY ROAD OWENSBORO KY 42303 WWW.OWENSBOROHEALTH.ORG 100344 X X X OWENSBORO HEALTH INC 1 false false true X X X X X X X X X 24 true false true true X https://www.owensborohealth.org/health-resources/health-needs-assessment X true 25 true https://www.owensborohealth.org/health-resources/health-needs-assessment false true X 300.0 400.0 X X true true X X X true X HTTPS://WWW.OWENSBOROHEALTH.ORG/PATIENT-VISITOR/BILLING/FINANCIAL-ASSISTANCE X HTTPS://WWW.OWENSBOROHEALTH.ORG/PATIENT-VISITOR/BILLING/FINANCIAL-ASSISTANCE X HTTPS://WWW.OWENSBOROHEALTH.ORG/PATIENT-VISITOR/BILLING/FINANCIAL-ASSISTANCE X X X X X X true X false X X X X true X false false OH MUHLENBERG LLC 1 false false true X X X X X X X X X 23 true false true true X https://www.owensborohealth.org/health-resources/health-needs-assessment https://www.owensborohealth.org/health-resources/health-needs-assessment X true 24 true https://www.owensborohealth.org/health-resources/health-needs-assessment false true X 300.0 400.0 X X true true X X X true X HTTPS://WWW.OWENSBOROHEALTH.ORG/PATIENT-VISITOR/BILLING/FINANCIAL-ASSISTANCE X HTTPS://WWW.OWENSBOROHEALTH.ORG/PATIENT-VISITOR/BILLING/FINANCIAL-ASSISTANCE X HTTPS://WWW.OWENSBOROHEALTH.ORG/PATIENT-VISITOR/BILLING/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 THE SIGNIFICANT HEALTH NEEDS OF THE COMMUNITY IDENTIFIED IN OWENSBORO HEALTH ARE PRESENTED AS PRIORITIZED DESCRIPTIONS. Schedule H, Part V, Section B, Line 5 Facility , 1 Facility , 1 - OWENSBORO HEALTH, INC. The Owensboro Health Regional Hospital (OHRH) Community Health Needs Assessment (CHNA) was conducted by Blueprint Kentucky, formerly known as the Community and Economic Development Initiative of Kentucky, (CEDIK). OHRH began its most current CHNA process in 2024; it was completed and received Board approval in May 2025 (tax year 2024). Blueprint Kentucky facilitated the process of primary data collection through community surveys, focus groups and key informant interviews to identify and prioritize health needs. In addition, county specific secondary data was gathered to help examine the social determinants of health. Throughout the process, Blueprint Kentucky and the Community Health Committee intentionally sought input from populations that are often not engaged in conversations about their health needs or gaps in service. Blueprint Kentucky conducted seven (7) focus groups with representatives of organizations in Daviess County that provide services to vulnerable populations that are under resourced or have unmet health needs and/or had personal experience; Blueprint Kentucky conducted thirteen (13) key informant interviews to probe more deeply into health and quality of life themes within the county. Current community resources and potential barriers to accessing resources were also identified in these interviews. The participants provided a view of health challenges and gaps in health care or essential services. The discussions revealed needs among children/youth, low income, English as a second language, and senior populations. The needs most often mentioned include lack of affordable housing/homelessness, mental health concerns for adults and youth, substance use disorder, chronic health issues, tobacco use and vaping, barriers to care, and generational poverty. Additional commonly noted health issues discussed include Chronic Obstructive Pulmonary Disorder (COPD), cancer, high blood pressure, obesity and diabetes. Schedule H, Part V, Section B, Line 6b Facility , 1 Facility , 1 - OWENSBORO HEALTH, INC. The OHRH Community Health Needs Assessment (CHNA) was conducted by OHRH with Blueprint Kentucky as described above but overseen by and in conjunction with the established Community Health Committee for OHRH. Each member of the committee assisted by sharing the survey within their respective organizations and the Green River District Health Department helped distribute paper surveys to clients when needed. Schedule H, Part V, Section B, Line 11 Facility , 1 Facility , 1 - OWENSBORO HEALTH, INC. The OHRH Community Health Committee reviewed survey results, focus group and key informant interview results, as well as key secondary health data. Members identified current resources and possible barriers to resources that residents may experience. The committee considered existing local and state priorities, conducted an open discussion and voted on prioritized health areas for the county. The following priority areas and social determinants of health were selected: Lifestyle behaviors (associated with obesity, chronic disease, and cancer), Mental Health, Addiction (legal and illegal substance use, electronics and gambling), Housing and Food Insecurity. OHRH, in alignment with the system's strategic goals, core commitments, strategic imperatives, CHNA, and implementation strategies, provides in-kind contributions of time for team members to lead and serve on local, regional and state organizational and entity boards and committees, provides financial support through community health investment grants and sponsorships to organizations who seek to impact priority health issues and social determinants of health and through intentional OH strategic efforts as outlined below. OH considers and utilizes its internal and external expertise and resources to address prioritized health areas and social determinants of health. Owensboro Health Tax years 2024-2027 Priority health needs and social determinants of health to be strategically addressed: Lifestyle behaviors (associated with obesity, chronic disease, cancer) In addressing its findings from the previous CHNA, OH established an OH Obesity and Related Diseases cross-organizational priority team, meeting monthly, with two physicians leading the efforts of this team. Weight management and nutrition programs were expanded for both employer groups and community populations. The outpatient nutrition programs have expanded with a number of cooking classes for the community added. Internally, Morrison's Healthcare Food Services has expanded healthy options for both community visitors and OHRH team members. OHRH has established a library of online education topics. OHRH has continued its work to address diabetes and is working with the University of Kentucky in a pre-diabetes collaborative. OHRH is also working alongside the Kentucky Department of Agriculture to provide insight to the Commissioner's Food is Medicine initiative and serve as a conduit to bring evidence-based interventions to the community. Continued facilitation of a support group exists for patients who have participated in surgical weight loss, as it is understood this is a lifelong commitment to weight loss and identify ways to reduce barriers to participation when social determinants of health are factors. Additional strategies to impact the most recently identified priority health areas related to lifestyle behaviors: Implement wellness platform to employee populations and provide targeted applicable education. Increase the total number of visits for diabetes education and outpatient nutrition counseling by 2%. Increase the number of referrals annually for medical fitness programs for referrals to Exercise as Medicine and the scholarship program. Develop and implement walking initiative called Walk Owensboro with community partners and have five established groups by May 2026. With the addition of priority health areas under Lifestyle Behaviors, OH will seek to implement the following strategies: create a system-wide diabetes advisory committee and join the Food is Health Alliance at the University of Kentucky. OHRH will seek to implement a community paramedicine program to address chronic disease management. OHRH will seek to make medications more affordable in partnership with Kentucky Prescription Assistance Program (KPAP). Because Kentucky's rank of lung cancer incidence and mortality rates are consistently among the top two states in the nation, OH has worked hard to address tobacco use through cessation efforts. As OHRH seeks to impact all cancers, its cessation work will continue by providing education to the nursing team regarding assessing patients' tobacco use history and offering available appropriate tobacco treatment resources and protocol. OHRH will seek to increase the volume of tobacco treatment specialist (TTS) visits in the clinical outpatient setting. In previous years, OHRH has exceeded previous training goals and has over 10 OH team members as TTSs in both inpatient and outpatient settings. Order sets and referral processes were built in EPIC on the inpatient and outpatient sides. With financial support, a Nicotine Replacement Therapy (NRT) program with OH Outpatient Pharmacy to provide NRT products to reduce all barriers to cessation resources was created. NRT is mailed to participants if transportation is a barrier. Outpatient Pharmacy works with Prevention Services at all community events to provide NRT and referrals to TTSs and is tracking individuals, referrals, quit rate, and other data points. OHRH continues to provide patient, employee, and community education on these resources. OHRH has maintained advocacy of local, regional and state efforts for appropriate policies for tobacco use, nicotine use, vaping and second-hand smoke reduction successfully resulting in the City of Owensboro not loosening its clean indoor air/tobacco ordinance. Participation and partnerships will continue with the Kentucky Health Collaborative, Kentucky Cancer Program, Kentucky Cancer Consortium, and Regional Tobacco Control Coalition. OHRH will continue to advocate use of the Quit Now Kentucky line and the Department of Public Health's Tobacco Control marketing and media messages when appropriate. OHRH will maintain its comprehensive tobacco policy requirement for all applicants in the OH Community Health Investments Grant Program. The early lung cancer screening program continues to expand, and financial support is provided to individuals at risk for lung disease who may not have the resources to pay for a screening. OHRH now has a new tool to help combat lung cancer, using robot-assisted technology with the Ion endoluminal system using robotic bronchoscopy. OHRH launched Love your Lung Day with Kentucky Cancer Program utilizing an inflatable lung for education and resource information/education for community members and is now an annual event. Prevention Services continues their education to understand the synergistic effects of radon and smoking and radon's impact on lung disease. OH continues its American Lung Association's Better Breathers Clubs. Membership is strong and consistent. Owensboro Health has increased its community presence to provide education and conduct screenings, strengthening educational outreach to reduce stigma of tobacco related diseases and provide the above stated resources. OHRH has and will continue to partner with public health and other organizations to educate OHRH team members on vaping, JUULs and impact of electronic cigarettes and other non-FDA approved tobacco and/or nicotine products in accordance with a community plan to educate schools, parents and community. OHRH team members have been trained in youth tobacco cessation evidenced base programming and would like to provide a pilot program for youth patients but not yet instituted due to staffing. OHRH has moved from teaching Freedom from Smoking classes to referrals to TTS interventions which have continued to increase year after year. (Continued) Schedule H, Part V, Section B, Line 11 Facility , 2 Facility , 2 - Owensboro Health, Inc. (Continued) Mental Health OH and RiverValley Behavioral Health, the local community mental health center, have continued and expanded their partnership to financially support and utilize CredibleMind, a population level intervention to impact mental health and wellness. Since August 2021, over 10,000 assessments have been taken and users of the platform in this area exceed that of peer communities across the United States. OHRH and RVBH joined forces with the Green River District Health Department to form the Mental Health Collaborative in the community and developed a media campaign to continue to expand the reach of this important tool. OH will continue its commitment to addressing mental health as a result of the most recent CHNA findings and will strive to implement the following strategies: Add CredibleMind resource information on after visit summaries (AVS), increase usage of CredibleMind in all population age ranges for those ages 13+., increase education and knowledge of available resources to pregnant and postpartum women and implement education through different mediums to highlight the importance of healthy sleep. OHRH has prioritized and will continue to financially support through our community health investment grant program projects and proposals which seek to impact education and access barriers to achieving optimal mental health and strengthen partnerships and outreach with the Arts community as a strategy to impact mental health and wellness as supported by research and literature. Addiction (legal and illegal substance use, electronics, gambling) Owensboro Health initiated the Substance Use Priority Focus Team as planned in the previous implementation strategy to examine work across the system and in the community to address prevention, intervention, treatment and recovery. The National Institute on Drug Abuse ranks Kentucky among the top 10 states with the highest opioid-related overdose deaths, and Kentucky's hospitals are on the frontline in the fight to help the state recover. To assist the state's hospitals in this battle, the Kentucky Hospital Association (KHA) is partnering with the Cabinet for Health and Family Services as part of the Kentucky Opioid Response Effort (KORE) and launched the Kentucky Statewide Opioid Stewardship (KY SOS) program. Owensboro Health hospitals each have an Opioid Stewardship Committee led by the Executive Director of Owensboro Health Pharmacies. OHRH continues to work to: improve patient safety in the area of Opioid Stewardship including a specific focus on the development and implementation of policies and procedures to promote opioid stewardship, including providing non-pharmacologic analgesic options to patients; ALTO Order sets are available in Epic with best practice advisory (BPA) reminders, increase community outreach and education regarding pain management and safe opioid use. A new strategy within the new implementation strategy will be that OHRH will surpass the state benchmark or improve from baseline by 10% or more in opioid prescribing for co-prescribing and noncomplicated vaginal deliveries (calendar year 2025) and all vaginal deliveries (calendar year 2026). To address both addiction to electronics and gambling the following strategies will be introduced: develop a commitment pledge to refrain from distracted driving for OH team members and community at large and provide education as needed; develop a commitment pledge to establish appropriate limits of social media usage and education as needed. Housing OHRH screens for Social Determinants of Health (SDOH) of which questions regarding housing are asked. SDOH screenings will be asked in the ambulatory setting in the coming year. At present OHRH is working on building a community resource directory housed in EPIC for internal stakeholders to utilize to support patient needs. Owensboro Health developed the second of two collaboratives, the Green River Area Housing Collaborative, pulling together all stakeholders in the community who specialize in addressing the areas affordable housing. This was done under the OH Strategic Imperative, Partnering with Our Communities, to gain understanding of affordable housing challenges, homelessness, current resources, current financial need and costs, grant programs, investments, government plans and vision to address housing issues in the community. This work resulted in the hospital's commitment to donate 17 parcels of land to Habitat for Humanity to build 17-20 affordable homes in their second community in Owensboro. OHRH previously made a cash donation to support a home to be built in their first community neighborhood and members of the OHRH team will be engaged with Habitat on various aspects of these homes. As a strategy in the implementation plan, many other members of the Collaborative supported this work, and they will continue in the development of plans to increase the number of affordable housing units in the community. OH will also continue to use the Community Health Investment Grant Program and population health investments to provide financial support to programs with sustainable and creative plans to systemically address housing and related issues to housing. New strategies included in the most recent implementation strategy to address housing: OHRH will continue to facilitate the Green River Area Housing Collaborative to increase the number of affordable housing units. Food Insecurity In addition to hosting classes on food preservation, canning and freezing to community members, there have been numerous impactful interventions to address food insecurity in previous implementation plans. OHRH has financially supported organizations addressing food insecurity through health investment grant programs and strategic partnerships. Additionally, the hospital has advocated for community initiatives that promote access to nutritious food, opportunities for physical activity, and engagement in the arts, including music. OHRH utilized community data to identify areas most in need of policy changes, structural improvements, and enhanced community assets, and partnered with stakeholders to develop targeted improvement plans. OHRH assisted in connecting local neighborhood alliances with Tri-State Food Bank to establish pop-up produce events in a vulnerable, food-insecure neighborhood. The latter work resulted in the formation of the West End Food Alliance, now hosting monthly distribution of free fresh fruits and vegetables when available. There continues to be financial investments and in-kind support to address senior hunger via partnership with Morrison's Food Services, the area development district and the Senior Center of Owensboro-Daviess County for the WARM program (Weekend Accessible and Ready Meals and More). OHRH will continue to host the annual holiday food drive for area food pantries and in partnership with other entities has added a spring collection drive of specialty items for specific population needs. OHRH has made strategic financial investments in the development of a local cold storage food warehouse and has provided technical assistance to its organizers, leading to the establishment of a Food Security Council. Population specific efforts, addressing social determinants of health and access to care continued efforts from previous CHNA findings and implementation plans: In addition to the strategies which have been highlighted under each of the identified priority health areas and social determinants of health in its most recent CHNA, OHRH and the OH system will continue to work collectively and collaboratively to address a number of health areas correlated to the identified health areas and continued ongoing efforts which were initiated to address other prioritized needs. OH will continue its work on primary care access points, transportation, language and cultural barriers, financial support for prescriptions, equipment and supplies, care coordination, education regarding benefit enrollment, team member engagement with community action teams and external community-based organizations. (Continued) Schedule H, Part V, Section B, Line 11 Facility , 3 Facility , 3 - OWENSBORO HEALTH, INC. (Continued) Older Adults: OHRH became a member of NICHE (Nurses Improving Care for Healthsystem Elders) in September 2018. Over 100 team members at OHRH have completed the NICHE Curriculum to establish expertise as Geriatric Resource Nurses in care of older adults. Work is underway for system replication. The NICHE initiative and related activities lend support to the organization's participation in the Age-Friendly Health Systems national movement. OHRH has incorporated Age-Friendly Health Systems priorities related to Mentation (hospital-associated delirium prevention, detection and treatment), Medications (review of medication lists for interactions and unwanted side effects), Mobility and What Matters to create a more Age-Friendly acute health care experience for older adult patients and families. OH was selected as one of 30 health systems in the country to participate in an Institute for Health Improvement (IHI) collaborative to broadly implement and expedite the adoption of evidence care practices and the highest quality for the older population. Specific goals and objectives have been developed and are being spread across the system at this time. 25 OH sites have now received the designation as Age Friendly after rigorous intentional training and tests of change have been conducted. As a system, OH will continue with present and future projects to address shortage of primary care physicians and access points to primary and specialty care, particularly in areas with vulnerable populations: OH/ University of Louisville (U of L) Family Medicine Residency program continues to provide opportunities for service-learning projects and professional educational opportunities which can work in tandem with efforts of community outreach to underserved populations with highest risk of chronic health disease. Residents are working with Boulware Mission and the Green River District Health Department. To address health workforce shortages, the Kentucky General Assembly approved $38 million in 2021 to establish the Commonwealth West Healthcare Workforce Innovation Center, now known as HealthForce Kentucky, which will offer equipment, classes and programs in a wide range of healthcare career fields, including nursing, respiratory, radiology, behavioral health, and community health. The HealthForce Kentucky simulation center will be opening January 2026; it will be a 35,000 square foot facility, which OH provided, designed for hands-on learning experiences and simulate "real world" healthcare environments. OH is a part of a larger coalition that has supported HealthForce Kentucky. The coalition includes ten area colleges and universities. Healthforce Kentucky now has two mobile technology centers; HealthForce Kentucky 1 and 2 mobile simulation centers have already visited thousands of high school students in the region and will expand to where needed in 2026. OH has financially supported community organizations, projects and programs which serve to reach community members with access to prescription medicines, supplies and needed equipment. OH has financially supported organizations that provide assistance in easing language, cultural, educational, transportation or other barriers to health care services and health improvement as Owensboro Health works to ensure health equity. OHRH continues to work to establish community partnerships to continually seek areas for improvement in care coordination and coordination of community support systems to keep citizens healthy and improve quality of life. OH ensures financial counselors, navigators, and case managers are available to work with patients and community members in understanding financial assistance; benefit enrollment; available community resources to prevent barriers to access; and, understanding of the healthcare system and how to access care. In 2018 Owensboro Health worked from its CHNA and implementation strategies to formalize internal priority focus teams. OH expanded from four teams to seven the past three years to address the identified community priority areas but in addition, remain strategically focused in addressing specific populations utilizing service line development, the power of the arts in health, wellness, healing and improving quality of life. The expansion of the teams were incorporated into hospital implementation strategies as target areas will benefit by the formation of an internal strategic team. Based on findings from the CHNA, population data, readmission findings, strengths of community resources, and realization of tools that could be used to directly impact health, well-being and healing both in the hospital and community settings, the following system focus area team have been formed: Older Adults and Aging, Tobacco and Related Diseases, Children and School Health (currently on hold), Arts in Healing, Obesity and Related Diseases , Substance Abuse, Mental Health Community Collaborative, and a Housing Collaborative. In addition, team members also serve on, and in some cases, co-facilitate local community health coalition subcommittees and organizations addressing health needs and social determinants of health. By serving on strategic internal and external teams working to impact identified community health areas, OH can better identify, implement, refine and track its population health efforts to truly impact the lives of not only the members of the community in which it resides but also the multiple counties and region it serves. OHRH has developed strategies to address each of the named priority issues in its most recent CHNA. There are no identified priority health needs for which OHRH is not addressing. (1) REQUIRED DESCRIPTION FOR PART II HOW OWENSBORO HEALTH'S COMMUNITY BUILDING ACTIVITIES PROMOTE THE HEALTH OF THE COMMUNITIES WE SERVE: In order to promote and "improve the health of the communities we serve", OH participates in community building activities supporting economic development efforts which are not part of Part I Charity Care or other community benefits and are not included elsewhere on Schedule H. As the largest employer in the region OH recognizes the responsibility we have to improve the health of our communities through activities such as improvement of economic development strategies and workforce development irrespective of the IRS defined community benefit classification. By doing so, the economic viability of the community in addition to addressing severe healthcare workforce shortages can be addressed and collaborative solutions may be developed. Our efforts in community building address community issues including health improvement and advocacy, education, poverty, workforce development and access to care. More specifically and as an outgrowth of the grant program now referred to as the OHRH Community Health Investment Grant Program, OH encourages employees to volunteer for hundreds of community and social service organizations from around the region that are working to address root causes of health issues and/or social determinants of health that impact the health of the community and its members. OH engages with grant partners and other community partners to assist with identification of collaborative ways that can advance social impact and improve population health collectively. Moreover, OH team members serve on local chambers of commerce, health, arts and social services boards. Team members advocate where permissible on key health issues and advocacy programs, local and state policies. Dues, contributions, and participation to/with area chambers and economic development agencies will allow those organizations to invest in economic development activities creating new employment opportunities, worker training, affordable housing, transportation, and other areas of health promotion. While downstream to some, addressing social determinants of health which may or may not fall under a community benefit category, or in the short term be considered a priority health need, must and does deserve attention and resources. The OH investment in the Kentucky Chamber of Commerce has assisted in the development and advocacy of a statewide workforce health improvement program. These organizations have also been initiators of coalition building and leadership development for community members. Schedule H, Part V, Section B, Line 3E THE SIGNIFICANT HEALTH NEEDS OF THE COMMUNITY IDENTIFIED IN OH MUHLENBERG'S CHNA ARE PRESENTED AS PRIORITIZED DESCRIPTIONS. Schedule H, Part V, Section B, Line 5 Facility , 1 Facility , 1 - OH MUHLENBERG, LLC. Owensboro Health Muhlenberg Community Hospital (OHMCH) partnered with the Muhlenberg County Health Department (MCHD) to complete the tax year 2023 Community Health Needs Assessment (CHNA). This process was facilitated by Blueprint Kentucky, formerly known as Community and Economic Development Initiative of Kentucky (CEDIK). In addition to participating in the preparation and planning for the CHNA, the health department served on the OHMCH Community Health Committee and distributed CHNA surveys at their facility. Members of the Community Health Committee included representatives from OHMCH, MCHD, City of Greenville, Greater Muhlenberg Chamber of Commerce, Community Health Centers of Western Kentucky, Muhlenberg County Public Schools (FRYSC), Muhlenberg County Judge Executive, True North Treatment Center, Muhlenberg County University of Kentucky Extension Office, and Owensboro Health, Inc. Based on survey results, focus group and key informant interview results, as well as key secondary health data, community priority areas were identified. Existing local, state and national priorities were considered. The following priorities were identified as areas of need to address: Access to health care with sub focus on primary care providers, specialty care providers, and mental health providers. Access to health education and resource information by focusing on substance use including vaping, tobacco use, prescription drug misuse, illegal drug use, and harm reduction, obesity/diabetes/physical activity, and relatives raising relatives. Social Determinants of Health by focusing on affordable housing, transportation and food insecurity OHMCH, in alignment with the system's strategic goals, core commitments, strategic imperatives, CHNA and implementation strategies, provides in-kind time for team members to lead and serve on local, regional and state organizations and entities, provides financial support through community health investment grants and sponsorships to organizations who seek to impact priority health issues and social determinants of health and through intentional OHMCH strategic efforts as outlined below. OHMCH considers and utilizes internal and external expertise and resources to address prioritized health areas and social determinants of health as indicated by the following strategic efforts named in the implementation strategy for 2023-2026. Schedule H, Part V, Section B, Line 6b Facility , 1 Facility , 1 - OH MUHLENBERG, LLC. OHMCH collaborated with the MCHD and contracted with Blueprint Kentucky to conduct this CHNA. Schedule H, Part V, Section B, Line 11 Facility , 1 Facility , 1 - OH MUHLENBERG, LLC. OHMCH created and hired a community engagement coordinator within Population Health and together, with other internal departments, service lines, and external partners, work to address the identified priority needs. Additionally, OHMCH provides in-kind staff to lead and serve on the Muhlenberg County Health Coalition. OHMCH also provides financial support through grant investments to eligible organizations who seek to impact priority health areas through their projects and programming. In addition, OHMCH is addressing or plans to address each of the significant needs identified in the CHNA: Access to Health Care: OHMCH worked to improve Access to Health Care with Primary Care by hiring a new pediatric Advanced Practice Registered Nurse (APRN) to ensure services are more easily available for children and teens. Services are available at the Muhlenberg County Healthplex twice monthly. Efforts are continuing to recruit an APRN in Primary Care. OHMCH will explore the expansion of mobile health clinic offerings in Muhlenberg County. OHMCH utilizes the OH human resources recruiting team to stay connected to students in the medical field to offer future opportunities. OHMCH focuses on a high retention rate of current primary care providers by internal engagement efforts. Access to Health Care for Specialty Care providers is growing with the addition of a new general surgeon to increase access to surgical procedures available at OHMCH. An addition, a full-time pulmonologist was hired to assist with outpatient visits, sleep studies, and inpatient care for patients. A pain management physician for OH was hired to provide increased access to pain management services at OHMCH. Two providers were both hired and are currently in practice, providing clinic and surgical procedures in podiatry. This increases access to podiatry services at OHMCH. Cardiology recruitment efforts are continuing. A new physician and APRN were hired for the OHMHC Emergency Department in 2025. Access to Health Care with Mental Health providers are now available through outpatient behavioral health services at the OH Muhlenberg Healthplex. A behavioral health nurse practitioner is available for in-person appointments. By appointment, a physician is available through telehealth. The use of telehealth psychiatric consultations is available through Owensboro Health Regional Hospital (OHRH) for patients at OHMCH (Emergency Department and Intensive Care Unit). OHMCH has a strong relationship with Pennyroyal Center (the local community mental health center) and both parties coordinated to host a Mental Health Day Program on May 3rd, 2025. Pennyroyal comes regularly to the OHMCH ED and ICU to meet patients' behavioral health needs. Pennyroyal provides telehealth visits. OHMCH continues to assist and refer patients to appropriate behavioral health services, including the intensive outpatient program (IOP) at OHRH. Access to health education and resource information for substance use including vaping, tobacco use, prescription drug misuse, illegal drug use, and harm reduction have been implemented at OHMCH. Substance abuse hotline numbers and resources are now printed on after visit summaries (AVS) in the ED. OHMCH has utilized nurses and health technicians in Muhlenberg County Public Schools to increase education around substance use prevention. OHMCH and the OH system each have Opioid Stewardship Committees whose charge is to ensure safe opioid prescribing and assist in the decrease of opioid abuse and misuse by patients. Access to Narcan by prescription for patients who are prescribed an opioid by a provider at OHMCH is now given. An established protocol is in place. OHMCH participates in the Substance Use Priority Focus Team and an internal team focused on addressing pain management. Active participation by OHMCH team members on the Champions for a Drug Free Muhlenberg County continues and the sharing of information on social media about substance use prevention is ongoing. OHMCH participates in the Prescription Drug Take Back Day sponsored by Champions for a Drug Free Muhlenberg. 15 Narcan boxes are available throughout the county, in partnership with OH Pharmacy and the MCHD. OHMCH sends appropriate referrals to the hospital's four trained tobacco treatment specialists (TTS) and makes nicotine replacement therapy (NRT) available to those who desire to quit. A referral can be made to a TTS and/or the patient can be provided with information about the program for consideration. The Better Breathers Club meeting is led by an American Lung Association-trained facilitator who teaching ways to cope with one's lung disease diagnosis. CredibleMind is promoted via the OHMCH Facebook page and flyers to promote this resource were distributed during the following events: Prescription Give Back Day, Mental Health and Wellness Fair, and the Madisonville Community College Student Appreciation Event. New posters, banners, table toppers, and yard signs were placed to promote CredibleMind. The OHMCH Community Engagement Coordinator has presented CredibleMind to Muhlenberg County Public Schools' district faculty. QR code stickers on every student's chrome books at Muhlenberg County High School and Muhlenberg County Middle School. CredibleMind posters will be hung within each bathroom at the schools. OHMCH has partnered with Pathway of Hope to create more signage for community events to promote the Safe Haven baby box laws and availability. OHMCH EMS is working on funding additional signage for the future years. (Continued) Schedule H, Part V, Section B, Line 11 Facility , 2 Facility , 2 - OH MUHLENBERG. LLC. (Continued) OHMCH has focused on access to health education and resource information for Obesity/Diabetes/Physical Activity by making information available to promote dieticians and diabetes educators who come to the Muhlenberg Healthplex once per month to meet with individual patients. A full-time athletic trainer at MCHS is employed by OHMCH. A member of the OH therapies department provides in-kind time and technical expertise to support the running clubs in the elementary schools in the county. Efforts to share referrals with MCHD, including for the Diabetes Education Support Groups, is being integrated into the community resource portal in EPIC so patients in need of these services can be referred to this agency. OHMCH has focused on access to health education and resource information for relatives raising relatives by continuing to partner with school nurses and health technicians (partially funded by OHMCH) to make health information available to guardians of their students. OHMCH makes the CredibleMind online resource available so those needing information about parenting, grandparents raising grandchildren, and grief resources can be easily accessed. OHMCH has attended back to school events to offer the CredibleMind resource and teach about it to faculty, students, and parents. OHMCH focuses on the Social Determinants of Health identified in the CHNA- Affordable housing OHMCH Nurse Navigators will continue to provide community resource information to patients who identify housing as a need. A Muhlenberg County specific resource directory is available to all patients. In addition, as Owensboro Health as a system strives to meets its strategic imperative to partner with our communities, discussions are being had to work with others in Muhlenberg County who are working to develop affordable housing solutions. OHMCH plans to create or join a local collaborative focused on housing. Transportation OHMCH, with support from the Owensboro Health Foundation, screens for need and facilitates the provision of fuel vouchers to aid in assisting those who need transportation to and from medical appointments. In addition, OHMCH partners with Pennyrile Allied Community Services (PACS) to transport discharged patients. OHMCH continues to partner with PACS transportation services to assist with patients needing to return to nursing homes, homes, etc. OHMCH EMS is the sole provider of services for Muhlenberg County providing 24/7 emergency coverage and non-emergent transport for patients. Since 1973 OH has continued to provide the resource annually. Food insecurity OHMCH has an ongoing partnership with the local food pantry, Hope2All. Non-perishable food items, personal care items, turkeys/hams/fruit baskets, and monetary proceeds from t-shirt sales are donated to this organization through an annual employee food drive and giving campaign in addition to employee efforts throughout the year to feed those in need. OHMCH provides support through the mini grant program for agencies that are strategically addressing food insecurity. OHMCH is considering a partnership with organizations offering incentives at local farmers market by pursuing a future Food+Art+Health event in Muhlenberg County in the summer of 2026. 1 OWENSBORO AMBULATORY SURGICAL FACILITY 1000 BRECKENRIDGE OWENSBORO KY 42303 AMBULATORY SURGERY CENTER Schedule H, Part VI, Line 7 STATE FILING OF COMMUNITY BENEFIT REPORT THERE ARE NO REQUIREMENTS IN THE STATE OF KENTUCKY TO FILE A COMMUNITY BENEFIT REPORT AT THIS TIME. Schedule H, Part I, Line 7f Health Professions Education OWENSBORO HEALTH, INC. (OH) HAD AN AFFILIATION AGREEMENT WITH THE UNIVERSITY OF LOUISVILLE THROUGH ITS SCHOOL OF MEDICINE TO ESTABLISH A FULLY ACCREDITED RESIDENCY PROGRAMS IN FAMILY MEDICINE. IN FY 2025, OH HAD A TOTAL OF EIGHTEEN (18) RESIDENTS. THE PROGRAM INCLUDES ADDITIONAL STAFF SUCH AS PROGRAM DIRECTOR, PROGRAM COORDINATOR AND STAFF REQUIRED TO OPERATE THE PROGRAM. Schedule H, Part I, Line 7b MEDICAID DURING THE FISCAL YEAR, OWENSBORO HEALTH, INC RECEIVED AN ADDITIONAL MEDICAID SUPPLEMENTAL PAYMENT FROM THE HOSPITAL RATE IMPROVEMENT PROGRAM OR "UPL" WHICH WAS ENACTED IN JULY OF 2019. EFFECTIVE JULY 2020, KENTUCKY MEDICAID PAYS THE UPL TO THE AVERAGE COMMERCIAL INPATIENT PAYMENT LEVEL. IN ADDITION TO THE INPATIENT UPL, THE KENTUCKY MEDICAID OBTAINED APPROVAL TO EXPAND THE UPL PROGRAM TO INCLUDE OUTPATIENT MEDICAID MANAGED CARE ORGANIZATION (MCO) CLAIMS TO BE PAID AT THE AVERAGE OUTPATIENT COMMERCIAL RATE EFFECTIVE JANUARY 1, 2023. OWENSBORO HEALTH, INC RECOGNIZED AN UPPER PAYMENT LIMIT (UPL) REIMBURSEMENT BEFORE TAXES AND ADMIN EXPENSES OF $95.050 MILLION IN FY 2025 AND $98.809 MILLION IN PREVIOUS YEAR. THE NET BENEFIT OF THE UPL FOR OWENSBORO HEALTH, INC WAS $66.049 MILLION FOR FY 2025 AND $73.252 MILLION FOR FY 2024 (AFTER TAXES/ADMIN EXPENSES). THE PROGRAM HAS TO BE APPROVED ANNUALLY BY CMS AND THE STATEWIDE UPL NUMBERS WILL FLUCTUATE BASED UPON ACTUAL EXPERIENCE EACH YEAR. Schedule H, Part III, Line 8 COSTING METHODOLOGY USED THE COSTING METHODOLOGY USED IS THE COST TO CHARGE RATIO CALCULATED IN WORKSHEET 2 OF PART I OF SCHEDULE H OF THIS 990. THE CHARGES AND PAYMENTS ARE FROM THE MEDICARE PAID CLAIMS REPORTS. AS A MEDICARE DESIGNATED SOLE COMMUNITY HOSPITAL, WE ARE THE ONLY PROVIDER IN THE REGION TO PROVIDE LOWER REIMBURSED SERVICES SUCH AS PSYCH AND OB SERVICES. Schedule H, Part I, Line 7g Subsidized Health Services Subsidized health services include Home Health and Skilled Nursing Facility in hospital setting. Schedule H, Part I, Line 7 Bad Debt Expense excluded from financial assistance calculation 33423655 Schedule H, Part I, Line 7 Costing Methodology used to calculate financial assistance The costing methodology used is the cost to charge ratio calculated in worksheet 2 of Part I of Schedule H of this 990. The charges and payments are from the Medicare paid claims reports. As a Medicare designated Sole Community Hospital, we are the only provider in the region to provide lower reimbursed services such as psych and OB services. Schedule H, Part II Community Building Activities OH is not just the largest employer in the region, it is also the largest private employer in the Commonwealth of Kentucky west of Louisville. OH considers its responsibility to serve and strengthen communities in ways much broader than only providing direct health services or addressing identified prioritized health needs and social determinants of health. In order to meet the second half of the OH mission statement "to improve the health of the communities we serve", it often involves support of community health improvements in areas of economic development, leadership development, community health advocacy, engaging in and with communities in the OH footprint, support for environmental concerns, exploring collaborative efforts to address issues facing communities which impact quality of life and a vibrant and viable economy. By doing so, and supporting efforts by Chambers of Commerce and Economic Development Corporations, the downstream efforts to increase jobs, improve housing and environmental quality, advocate for strong policies and support leadership growth collectively will contribute to better health outcomes in the future. Place matters and we must work together to strengthen that "place". While some efforts may be categorized by the IRS as community building and others community benefit, OH believes that all strategies and tactics implemented and explored to impact the health of the community furthers OH's tax-exempt purpose. Schedule H, Part III, Line 2 Bad debt expense - methodology used to estimate amount PATIENT ACCOUNTS RECEIVABLE ARE REDUCED BY AN ALLOWANCE FOR BAD DEBTS. IN EVALUATING THE COLLECTABILITY OF ACCOUNTS RECEIVABLE, THE SYSTEM ANALYZES HISTORICAL COLLECTIONS AND WRITE-OFFS AND IDENTIFIES TRENDS FOR EACH OF ITS MAJOR PAYOR SOURCES OF REVENUE TO ESTIMATE THE APPROPRIATE ALLOWANCE FOR BAD DEBTS AND PROVISION FOR BAD DEBTS. MANAGEMENT REGULARLY REVIEWS DATA ABOUT THESE MAJOR PAYOR SOURCES OF REVENUE IN EVALUATION OF THE SUFFICIENCY OF THE ALLOWANCE FOR BAD DEBTS. Schedule H, Part III, Line 3 Bad Debt Expense Methodology BAD DEBT ATTRIBUTABLE TO PATIENTS ELIGIBLE UNDER THE FAP OH DOES NOT HAVE A MECHANISM TO DETERMINE THE PORTION OF BAD DEBT ATTRIBUTABLE TO THOSE PATIENTS POTENTIALLY ELIGIBLE FOR THE FAP BUT DO NOT COMPLETE THE APPLICATION. THE AMOUNT ENTERED IS AN ESTIMATE. Schedule H, Part III, Line 4 Bad debt expense - financial statement footnote THERE IS NO FOOTNOTE TO THE ORGANIZATION'S FINANCIAL STATEMENTS THAT DESCRIBES BAD DEBT EXPENSE. THE COSTING METHODOLOGY USED IS THE COST TO CHARGE RATIO CALCULATED IN WORKSHEET 2 OF PART I OF SCHEDULE H OF THIS 990. Schedule H, Part III, Line 8 Community benefit & methodology for determining medicare costs THE COSTING METHODOLOGY USED IS THE COST TO CHARGE RATIO CALCULATED IN WORKSHEET 2 OF PART I OF SCHEDULE H OF THIS 990. THE CHARGES AND PAYMENTS ARE FROM THE MEDICARE PAID CLAIMS REPORTS. AS A MEDICARE DESIGNATED SOLE COMMUNITY HOSPITAL, WE ARE THE ONLY PROVIDER IN THE REGION TO PROVIDE LOWER REIMBURSED SERVICES SUCH AS PSYCH AND OB SERVICES. Schedule H, Part III, Line 9b Collection practices for patients eligible for financial assistance THE POLICIES OF THE SYSTEM ATTEMPT TO ENSURE ALL UNINSURED PATIENTS OF THE SYSTEM HAVE OPPORTUNITY TO APPLY AND QUALIFY FOR FINANCIAL ASSISTANCE PROGRAMS. THE HOSPITAL HAS FINANCIAL AID APPLICATIONS AVAILABLE AT REGISTRATION AREAS, VIA THE INTERNET, VIA PHONE, AND ARE SENT ROUTINELY VIA MAIL TO PATIENTS OF THE HOSPITAL. THE HOSPITAL PROVIDES FINANCIAL COUNSELORS AND CONTRACTS WITH AN OUTSIDE FIRM TO ENSURE PATIENTS ARE EVALUATED FOR ELIGIBILITY IN THE FINANCIAL ASSISTANCE PROGRAMS AVAILABLE. THE HOSPITAL DOES NOT CONTRACT PRIMARY COLLECTION AGENCIES. ALL SELF-PAY AND BALANCE AFTER INSURANCE ACCOUNTS ARE REVIEWED AND WORKED BY HOSPITAL REPRESENTATIVES TO ENSURE THAT THE PATIENT IS GIVEN EVERY OPPORTUNITY TO APPLY FOR FINANCIAL ASSISTANCE. SELF-PAY DISCOUNTS ARE AVAILABLE TO ALL UNINSURED PATIENTS AS LONG AS THEY COMPLETE THE AID APPLICATION. DISCOUNTS GIVEN ARE EQUIVALENT TO THE AVERAGE INSURANCE DISCOUNTS THE HOSPITAL CONTRACTS ALLOW. ADDITIONALLY, PATIENTS WITH BALANCE ARE PERMITTED TO ESTABLISH PAYMENT PLANS. THE HOSPITAL DOES NOT CHARGE INTEREST TO ITS PATIENTS. Schedule H, Part V, Section B, Line 16a FAP website - OWENSBORO HEALTH, INC.: Line 16a URL: HTTPS://WWW.OWENSBOROHEALTH.ORG/PATIENT-VISITOR/BILLING/FINANCIAL-ASSISTANCE; - OH MUHLENBERG, LLC: Line 16a URL: HTTPS://WWW.OWENSBOROHEALTH.ORG/PATIENT-VISITOR/BILLING/FINANCIAL-ASSISTANCE; Schedule H, Part V, Section B, Line 16b FAP Application website - OWENSBORO HEALTH, INC.: Line 16b URL: HTTPS://WWW.OWENSBOROHEALTH.ORG/PATIENT-VISITOR/BILLING/FINANCIAL-ASSISTANCE; - OH MUHLENBERG, LLC: Line 16b URL: HTTPS://WWW.OWENSBOROHEALTH.ORG/PATIENT-VISITOR/BILLING/FINANCIAL-ASSISTANCE; Schedule H, Part V, Section B, Line 16c FAP plain language summary website - OWENSBORO HEALTH, INC.: Line 16c URL: HTTPS://WWW.OWENSBOROHEALTH.ORG/PATIENT-VISITOR/BILLING/FINANCIAL-ASSISTANCE; - OH MUHLENBERG, LLC: Line 16c URL: HTTPS://WWW.OWENSBOROHEALTH.ORG/PATIENT-VISITOR/BILLING/FINANCIAL-ASSISTANCE; Schedule H, Part VI, Line 2 Needs assessment OHRH Details of the hospital's CHNA process are detailed in FORM 990, SCHEDULE H, PART V, SECTION B, LINE 5. Owensboro Health's CHNAs represent a community-wide process to analyze community health needs and identify the health priorities. The hospitals also collaborate with local health departments and multiple community-based organizations in assisting with health department (and other) community health needs assessments and community health improvement plans. The health department CHNA process is a federal requisite for obtaining public health department accreditation. Beginning January 23, 2023 OH began screening patients for social determinants of health. This process will enable us to discern what SDOH are most prevalent and develop referral processes and partnerships needed to address SDOH impacting our patient population while working to develop internal and external partnerships to support efforts to minimize defined social determinants collaboratively for the communities we serve. OH works with community partners on an ongoing basis to address priority needs. Strategies and activities implemented to address those needs are annually assessed and at times, revisited when needed. OH is a partner to other organizations and entities' assessment processes as well who are working as their missions direct them to do to address specific priority areas and social determinants of health. These partnerships, community efforts and OH specific strategies are annually updated on Schedule H. In addition, those efforts outside the CHNA, OH continually assesses service lines regarding OH/OH Medical Group health-specific indicators such as cancer, heart diseases, stroke and diabetes. Looking at specific populations representative of the communities we serve, collaborative efforts are being made to address priority health community issues throughout the system using available resources to impact those needs. Much has been shared about assessing the health of the communities we serve. OH additionally utilizes all needs assessments conducted within the community, information from the required SDOH screenings for patients, and other state level data and reports to assess the health care needs of the community. OHMCH In accordance with the Affordable Care Act (ACA) and section 501(r) of the internal revenue code for nonprofit tax-exempt hospitals, OHMCH conducted a CHNA in tax year 2023 and was approved in May 2024. An implementation strategy was drafted and approved during the September 2024 OH Board of Directors meetings. For the CHNA, Blueprint Kentucky facilitated the process of primary data collection through community surveys, focus groups and key informant interviews to identify health needs. In addition, county specific secondary data was gathered to help examine the social determinants of health. Throughout the process, Blueprint Kentucky and the community steering committee prioritized input from populations that are often not engaged in conversations about their health needs or gaps in service. Blueprint Kentucky conducted eleven key informant interviews to probe more deeply into health and quality of life themes within the county. In addition to completing the required CHNA every three years, OHMCH also assesses the health care needs of the communities it serves through participation in the Muhlenberg County Health Coalition and hearing from other health-related agencies about the needs of their clients and patients. OH utilizes all needs assessments conducted within the community, information from the required SDOH screenings for patients, and other state level data and reports to assess the health care needs of the community. Schedule H, Part VI, Line 3 Patient education of eligibility for assistance THE HOSPITAL EDUCATES THE PATIENTS IN A VARIETY OF WAYS. THE HOSPITAL HAS SIGNAGE AT ACCESS POINTS REGARDING FINANCIAL ASSISTANCE OFFERINGS. THE HOSPITAL HAS FINANCIAL AID APPLICATIONS AVAILABLE AT REGISTRATION AREAS, VIA THE INTERNET AT THE HOSPITAL WEBSITE, VIA PHONE, AND SENT ROUTINELY VIA MAIL TO PATIENTS OF THE HOSPITAL. THE HOSPITAL PROVIDES FINANCIAL COUNSELORS AND CONTRACTS WITH AN OUTSIDE FIRM TO ENSURE PATIENTS ARE INTERVIEWED AND EVALUATED FOR ELIGIBILITY IN THE FINANCIAL ASSISTANCE PROGRAMS AVAILABLE. ALL SELF-PAY AND BALANCE AFTER INSURANCE ACCOUNTS ARE REVIEWED AND WORKED BY HOSPITAL REPRESENTATIVES TO ENSURE THAT THE PATIENT IS GIVEN EVERY OPPORTUNITY TO APPLY FOR FINANCIAL ASSISTANCE. ADDITIONALLY, INFORMATION ABOUT APPLYING FINANCIAL ASSISTANCE IS INCLUDED ON THE PATIENT STATEMENTS, BILLS, AND LETTERS AND THE PATIENT GUIDE THEY MAY RECEIVE FROM THE HOSPITAL. THE HOSPITAL POLICY FOR FINANCIAL ASSISTANCE INCLUDES THE FOLLOWING: ELIGIBILITY CRITERIA FOR FINANCIAL ASSISTANCE, THE BASIS FOR CALCULATING AMOUNTS CHARGED TO PATIENTS, METHOD FOR APPLYING FOR FINANCIAL ASSISTANCE, MEASURES TO WIDELY PUBLICIZE THE POLICY, WRITTEN POLICY REQUIRING ORGANIZATION TO PROVIDE CARE FOR EMERGENCY MEDICAL CONDITIONS WITHOUT DISCRIMINATION. AS DESCRIBED ABOVE THE ORGANIZATION DOES NOT CHARGE GROSS CHARGES TO PATIENTS AND LIMITS AMOUNTS CHARGED TO PATIENTS ELIGIBLE FOR FINANCIAL ASSISTANCE TO AMOUNTS GENERALLY BILLED TO INDIVIDUALS WHO HAVE INSURANCE RECOVERING SUCH CARE. THE ORGANIZATION DOES NOT ENGAGE IN EXTRAORDINARY COLLECTION ACTIVITY BEFORE EFFORTS TO DETERMINE ELIGIBILITY FOR ASSISTANCE HAVE BEEN MADE. Schedule H, Part VI, Line 4 Community information OHRH The primary service area for OHRH is Daviess County, Ky (population 104,457). The hospital's secondary service area includes fifteen additional counties in Kentucky and two counties in southern Indiana. The median individual income is $35,807 and the estimated number of Daviess County residents living below the poverty level is 15.3K. Source: US Census Bureau (www.census.gov) and the US Bureau of Labor Statistics (www.bls.gov). OHMCH The primary service area for OHMCH is Muhlenberg County, Ky (population 30,512). The median individual income is $28,320 and the estimated number of Muhlenberg County residents living below the poverty level is over 5.25K. Source: US Census Bureau (www.census.gov) and the US Bureau of Labor Statistics (www.bls.gov). Schedule H, Part VI, Line 5 Promotion of community health OH is not just the largest employer in the region, it is also the largest private employer in the Commonwealth of Kentucky west of Louisville. OH considers its responsibility to serve and strengthen communities in ways much broader than only providing direct health services or addressing identified prioritized health needs and social determinants of health. In order to meet the second half of the OH mission statement "to improve the health of the communities we serve", it often involves support of community health improvements in areas of economic development, leadership development, community health advocacy, engaging in and with communities in the OH footprint, support for environmental concerns (radon, the second leading cause of lung cancer) and exploring collaborative efforts to address issues facing communities which impact quality of life and a vibrant and viable economy. While some efforts may be categorized by the IRS as community building and others community benefit, OH believes that all strategies and tactics implemented and explored to impact the health of the community furthers OH's tax-exempt purpose. The OHRH cash and in-kind allocations through the community health investment grant program requires outside organizations to identify priority areas they will address as a part of their request or the root causes of health problems so OH can work with the requesting organization to have a greater impact. The grant program requires policy changes to ensure grantees have 100% comprehensive tobacco policies in an effort to impact tobacco usage, which is a contributing factor to many of the diseases that plague communities and the Commonwealth. By doing so, organizations' understanding that OH is making these investments to stimulate systemic, sustainable change in OH communities through the system's community benefit efforts will be strengthened. As an organization, OH is often asked to be a facilitator or key partner for community concepts to advance economic development plans, meet urgent needs such as food insecurity or emergency planning was the case with the worldwide pandemic, or convene organizations to collaborate in ways that have not been done previously (establishment of the Collaboratives previously described). Be it technical assistance, space, financial assistance, new programs or new community/hospital partnerships. OH is often a catalyst and honored to fill that role. Community appointed members who serve on the OH Board of Directors and the Community Engagement Committee oversee the community benefit work. Community appointed members who serve on (who make up the majority) the OH Board believe so strongly in the system's mission that they have approved "Partnering with Our Communities" as a strategic pillar of the health system. They are also working to ensure accountability in that strategic planning for the hospital works in conjunction with internal and external efforts and aligns with both OH entities and community organizations to address priority health needs, population health, and relieve the burden from local and state governments. OHMCH Owensboro Health Muhlenberg County Community Hospital addresses community health and works closely with the Felix Martin Foundation, which serves Muhlenberg County to find partnerships where both financial and in-kind resources may be maximized to address identified community needs. In addition, OHMCH collaborates with Pennyroyal Health Centers, Muhlenberg County Health Department, local chamber of commerce, and other local organizations who focus on dedicating efforts to create measurable progress toward a stronger, healthier, and sustainable community and hospital. Schedule H, Part VI, Line 6 Affiliated health care system As required, OH hospitals conduct a CHNA with the voice and input from public health and many community partners. Each hospital develops an implementation strategy, which states how it will address the named priority health issues. At present, IRS guidelines only allow community benefit which is conducted under the hospital to be quantified and reported. However, this reporting falls far short from telling the story of what OH, the system and its affiliated entities are doing collectively and strategically to address priority health areas. Both the Owensboro Health Medical Group (OHMG) and the Owensboro Health Foundation are closely aligned with OH hospitals in striving to address priority health needs and social determinants of health. As OH further develops and refines the system's strategic planning process to impact, manage and change the health of the populations served, OH will need all available resources within the system to meet the system's mission and in fact, identify and address the needs of vulnerable populations, improve community health, and change the trajectory of chronic health disease. OHRH's Community Health Investment Grant Program is one tool used which provides direct grant funds to organizations with projects and programs focused on addressing priority health areas. But additional planning does and will continue to take place so that system population health goals and community benefit activities are aligned so that community partnerships and work conducted internally throughout the system and externally through investment and partnerships will have the most strategic, measurable and meaningful impact. While one hospital entity may make a direct financial contribution, other support is given by team members, departments and efforts throughout the system to have a more effective and sustaining impact to a strategic goal. The OH system continues to invest significant dollars and human resources to increasing community access points, supporting a residency program, supporting a healthcare workforce simulation center, recruit needed primary care and specialists to meet the needs of the population, add components to electronic medical records tied to community strategies to address social determinants of health, and utilize expertise throughout the system to educate and provide technical assistance to nonprofit organizations, local government, public health and others to collectively impact community health. Use of grant writing resources at OH funds and human capital have been invested to assist in creating a new access point to serve the homeless, apply and be awarded funds to assist with the development of a community mental health court and expand telehealth services so we may meet healthcare needs when access is a barrier due to transportation and other issues. The OH system has added complex care navigators to manage the health of specific patient populations while increasing efforts to reach additional targeted underserved populations in the community. There are dedicated staff under the medical group who play strategic primary or supportive roles in the execution of community benefit strategies. The OH Healthpark, a certified medical fitness facility, provides community wellness with dedicated staff. OHMG also developed the Prevention Services department to impact specific priority health areas via community outreach and work closely with Community Engagement and Population Health to do so. That support driven by the medical group initiatives are not allowed to be counted on the IRS 990 Schedule H but without them OH could not have the impact it strives to have to address the priority health issues and social determinants of health contributing to chronic health disease. It is often the providers, nurses and additional OH team members from the medical fitness facility and community wellness departments who play instrumental and often crucial roles in carrying out the work to ensure we are meeting the needs of the underserved and providing needed education and outreach at the community level. Such an example would be the provision of tobacco cessation classes and multiple screenings and educational efforts conducted by such departments within the medical group. OH is forced to isolate the value of the investments which are made by OH hospitals per Section 501(r) of the Internal Revenue Code community benefit guidelines. It is OH's intention by providing additional insight and information in this section of Schedule H there is significant recognition of the reporting challenges before nonprofit hospitals; the true magnitude of community benefit work as a hospital system is critically important to understand. The strategic efforts, the monetary outlay, the efficient and true impact of the benefits must span throughout the system. true OWENSBORO HEALTH FOUNDATION INC 1201 PLEASANT VALLEY ROAD OWENSBORO KY 42303 611251763 501(c)(3) 1079552 COMMUNITY SUPPORT MUHLENBERG COUNTY BOARD OF EDUCATION 510 W MAIN STREET POWDERLY KY 42367 616001286 GOVERNMENT 198160 COMMUNITY SUPPORT YOURCAUSE LLC 65 FAIRCHILD STREET CHARLESTON SC 29492 260638742 501(c)(3) 70137 COMMUNITY SUPPORT SENIOR COMMUNITY CENTER OF OWENSBORO-DAVIESS COUNTY INC 1650 WEST SECOND STREET OWENSBORO KY 42301 311044915 501(c)(3) 41854 COMMUNITY SUPPORT GRAYSON COUNTY BOARD OF EDUCATION PO BOX 4009 LEITCHFIELD KY 42754 616001310 501(c)(3) 35000 COMMUNITY SUPPORT GREEN RIVER COMMUNITY FOOD WAREHOUSE PO BOX 1061 OWENSBORO KY 42302 991370130 501(c)(3) 30000 COMMUNITY SUPPORT PUZZLE PIECES INC 1512 FREDERICA STREET OWENSBORO KY 42301 453042804 501(c)(3) 30000 COMMUNITY SUPPORT GREEN RIVER DISTRICT HEALTH DEPARTMENT P O BOX 309 OWENSBORO KY 423020309 611010686 GOVERNMENT 27499 COMMUNITY SUPPORT HOSPICE & PALLIATIVE CARE OF WESTERN KENTUCKY 3419 WATHENS CROSSING OWENSBORO KY 423017009 311010160 501(c)(3) 25000 COMMUNITY SUPPORT OWENSBORO FARMERS MARKET INC 4800-A New Hartford Road OWENSBORO KY 42303 371466003 501(c)(3) 25000 COMMUNITY SUPPORT UNIVERSITY OF LOUISVILLE KORNHAUSER LIBRARY HEALTH SCIENCE C LOUISVILLE KY 40202 611014882 501(c)(3) 20000 COMMUNITY SUPPORT INTERNATIONAL BLUEGRASS MUSIC MUSEUM 311 WEST 2ND STREET OWENSBORO KY 42301 611229037 501(c)(3) 18000 COMMUNITY SUPPORT SUPPLIES OVER SEAS 1500 ARLINGTON AVE LOUISVILLE KY 40206 272624272 501(c)(3) 18000 COMMUNITY SUPPORT CANNELTON FOOD PANTRY 200 NORTH 5TH STREET CANNELTON IN 47520 861934517 501(c)(3) 17500 COMMUNITY SUPPORT DAVIESS COUNTY EXTENSION DISTRICT 4800A New Hartford Rd OWENSBORO KY 42303 611347281 501(c)(3) 14410 COMMUNITY SUPPORT TRI-STATE FOOD BANK INC 2504 LYNCH ROAD EVANSVILLE IN 47711 351539870 501(c)(3) 14250 COMMUNITY SUPPORT LOUCON TRAINING AND RETREAT CENTER 8044 ANNETA RD LEITCHFIELD KY 42754 610979697 501(c)(3) 14000 COMMUNITY SUPPORT TUCKER'S TREEHOUSE 3419 Wathens Crossing OWENSBORO KY 42301 923945759 501(c)(3) 10000 COMMUNITY SUPPORT GREATER OWENSBORO ECONOMIC DEVELOPMENT CORPORATION P O BOX 782 OWENSBORO KY 42302 611254984 GOVERNMENT 10000 COMMUNITY SUPPORT OWENSBORO DANCE THEATRE 2705 BRECKENRIDGE ST OWENSBORO KY 42303 611040701 501(c)(3) 9125 COMMUNITY SUPPORT DAVIESS COUNTY PUBLIC SCHOOLS P O BOX 21510 OWENSBORO KY 423041510 616001338 GOVERNMENT 5500 COMMUNITY SUPPORT 21 0 TUITION ASSISTANCE 68 388137 PATIENT MEDICAL FUND 1309 31051 CANCER CENTER MEDICAL FUND 53 8210 Schedule I, Part I, Line 2 Procedures for monitoring use of grant funds SERVICES AND ACTIVITIES MUST SERVE INDIVIDUALS IN THE OWENSBORO HEALTH SERVICE AREA, INCLUDING DAVIESS, HANCOCK, OHIO, HENDERSON, HOPKINS, MCLEAN, MUHLENBERG, BRECKINRIDGE AND WEBSTER COUNTIES IN KENTUCKY AND SPENCER AND PERRY COUNTIES, INDIANA. APPLICATIONS MUST SPECIFICALLY DESCRIBE HOW THE ORGANIZATION'S SERVICES ADDRESS ROOT CAUSES OF HEALTH PROBLEMS AFFECTING THE HEALTH OF OUR COMMUNITY. ELIGIBLE GROUPS INCLUDE ECONOMIC, EDUCATIONAL, CIVIC, ARTS AND CULTURAL ORGANIZATIONS. X X true true X X X X false true false false false false false true false ANTHONY MCBRIDE MD BOARD MEMBER 0 791726 0 36362 0 3618 0 17002 0 19087 0 867795 0 0 ANDREA MOORE WETHINGTON MD BOARD MEMBER 0 404754 0 166428 0 3948 0 18623 0 354 0 594107 0 0 MARK MARSH PRESIDENT AND CEO 1044414 0 280108 0 6528 0 23607 0 39463 0 1394120 0 0 0 RUSSELL S RANALLO CHIEF FINANCIAL OFFICER 432955 0 136138 0 39941 0 56938 0 38387 0 704359 0 0 0 ERNEST E BEGLEY II CHIEF LEGAL OFFICER 450209 0 141755 0 52710 0 83969 0 28422 0 757065 0 0 0 BILL J BRYANT MD VP QUALITY AND PATIENT SAFETY 389372 0 107435 0 100987 0 16498 0 27016 0 641308 0 0 0 GARY CLARK VP ANALYTICS 221817 0 62415 0 1622 0 11425 0 24310 0 321589 0 0 0 CATHERINE CLEMONS VP OF OPERATIONS - OHTLMC 0 173811 0 48892 0 10216 0 8958 0 14544 0 256421 0 0 FRANCIS J DUFRAYNE MD CHIEF MEDICAL OFFICER 580412 0 162166 0 158314 0 9295 0 6843 0 917030 0 0 0 EDWARD L HEATH JR CEO - OHMCH 322376 0 91610 0 39670 0 72828 0 37485 0 563969 0 0 0 ASHLEY HERRINGTON CEO - OHTLMC 0 288030 0 80289 0 1764 0 14696 0 36106 0 420885 0 0 RAMONA C HIENEMAN VP ASSOCIATE GENERAL COUNSEL 229412 0 63802 0 3721 0 11054 0 15511 0 323500 0 0 0 MACK HOWELL COO - OHMG 0 361056 0 102076 0 3900 0 15983 0 37625 0 520640 0 0 RUBY J JACILDO SVP ACCOUNTING AND CONTROLLER 237411 0 67732 0 51012 0 60513 0 35738 0 452406 0 0 0 MICHAEL B KELLEY VP MEDICAL AFFAIRS, OHRH (TERMED 01/02/25) 435961 -61501 119557 61501 2759 0 20829 0 34303 0 613409 0 0 0 KATHLEEN MYER VP PATIENT CARE SERVICES AND CNO-OHMCH 188521 0 53131 0 75371 0 9725 0 24417 0 351165 0 0 0 CHRISTOPHER SALE VP OF OPERATIONS 218488 0 76865 0 1963 0 10850 0 35195 0 343361 0 0 0 JOAN M SIMS VP PATIENT CARE SVCS AND CNO - OHRH 228809 0 60162 0 28251 0 63216 0 5935 0 386373 0 0 0 PHILIP E SMITH CHIEF BUSINESS DEVELOPMENT OFFICER 373388 0 103631 0 8802 0 18453 0 29101 0 533375 0 0 0 BETH R STEELE CHIEF OPERATING OFFICER-OHRH 400394 0 203543 0 2400 0 18638 0 38441 0 663416 0 0 0 CATHY STEWART VP PATIENT CARE SVCS AND CNO - OHTLMC 0 186665 0 52649 0 3776 0 55977 0 24737 0 323804 0 0 MIA M SUTER CHIEF ADMINISTRATIVE OFFICER 496013 0 150492 0 54108 0 83445 0 8026 0 792084 0 0 0 JAMES E TIDWELL III MD VP POPULATION HEALTH SERVICES 413260 0 116251 0 3336 0 20615 0 36643 0 590105 0 0 0 JASON B COLLINS EXECUTIVE DIRECTOR OF PHARMACY 201137 0 28831 0 9521 0 16026 0 12330 0 267845 0 0 0 TERESA A RASCOE EXECUTIVE DIRECTOR OF HUMAN RESOURCES 200804 0 29006 0 3501 0 63065 0 1852 0 298228 0 0 0 EDWINA STAFFORD NURSING SUPERVISOR - OHMCH 216699 0 2280 0 10903 0 12172 0 20796 0 262850 0 0 0 JOHN WALKER EXECUTIVE DIRECTOR OF MATERIALS MANAGEMENT 181053 0 25716 0 6921 0 50408 0 1643 0 265741 0 0 0 JOE TAYLOR EXECUTIVE DIRECTOR OF FACILITIES 180623 0 27008 0 4300 0 47409 0 20616 0 279956 0 0 0 Schedule J, Part I, Line 1a Tax indemnification and gross-up payments THE ORGANIZATION PROVIDES A NONQUALIFIED SUPPLEMENTAL RETIREMENT PLAN FOR CERTAIN EXECUTIVE EMPLOYEES. BECAUSE BENEFITS UNDER THE SUPPLEMENTAL PLAN MUST BE INCLUDED IN TAXABLE INCOME WHEN THEY BECOME VESTED, AND AS REQUIRED BY THE SUPPLEMENTAL PLAN'S TERMS, THE ORGANIZATION PROVIDES AN ADDITIONAL BENEFIT THAT COVERS THE TAX LIABILITY WHEN IT IS INCURRED. THE TAX LIABILITY PAYMENTS ARE THEMSELVES INCLUDED IN W-2 INCOME IN THE YEAR MADE TO THE EXECUTIVES, AND ARE INCLUDED IN THE FIGURES DISCLOSED ON SCHEDULE J, PART II. Schedule J, Part I, Line 1a Health or social club dues or initiation fees DURING THE REPORTING PERIOD, THE ORGANIZATION PAID MEMBERSHIP DUES IN A SOCIAL CLUB FOR THE CEO AND CMO OF OHI. THE CLUB MEMBERSHIP WAS USED FOR BUSINESS PURPOSES. ANY PERSONAL RELATED EXPENSES ARE TREATED AS TAXABLE WAGE INCOME AND FULLY INCLUDED ON THE RECIPIENT'S FORM W-2. Schedule J, Part I, Line 4b Supplemental nonqualified retirement plan OWENSBORO HEALTH PROVIDES A NONQUALIFIED SUPPLEMENTAL RETIREMENT PLAN FOR CERTAIN EXECUTIVE EMPLOYEES. PARTICIPATION IN THE PLAN IS SUBJECT TO THE RECOMMENDATION OF THE CHIEF EXECUTIVE OFFICER AND THE APPROVAL OF THE BOARD OF DIRECTORS. AS OF DECEMBER 31, OWENSBORO HEALTH SHALL CREDIT THE PARTICIPANT'S ACCOUNT WITH AN EMPLOYER CONTRIBUTION. THE PARTICIPANT MUST BE EMPLOYED BY OWENSBORO HEALTH AT THE END OF THE PLAN YEAR IN ORDER TO RECEIVE AN EMPLOYER CONTRIBUTION FOR THAT PLAN YEAR, AND PARTIAL YEAR CREDIT IS EARNED AFTER A PARTICIPANT REACHED NORMAL RETIREMENT AGE AS DEFINED BY THE PLAN. EMPLOYER CONTRIBUTIONS MADE FOR PLAN YEARS STARTING PRIOR TO 1/1/2022, THE EMPLOYER CONTRIBUTIONS FOR EACH CONTRIBUTION CLASS YEAR SHALL BE 100% VESTED AS OF THE END OF THE PLAN YEAR WHICH IS FIVE YEARS AFTER THE DATE ON WHICH THE EMPLOYER CONTRIBUTION WAS MADE FOR SUCH CONTRIBUTION CLASS YEAR. EMPLOYER CONTRIBUTIONS MADE FOR PLAN YEARS STARTING ON OR AFTER 1/1/2022, THE EMPLOYER CONTRIBUTIONS FOR EACH CONTRIBUTION CLASS YEAR SHALL BE 100% VESTED AS OF THE LATER OF THE JANUARY 1 THAT IS THREE YEARS FROM THE START OF THE CONTRIBUTION CLASS YEAR FOR WHICH THE CONTRIBUTION WAS MADE, OR THE JANUARY 1 COINCIDENT WITH OR FOLLOWING THE FIFTH ANNIVERSARY OF THE PARTICIPANT'S PARTICIPATION DATE. THE TAX LIABILITY PAYMENTS ARE THEMSELVES INCLUDED IN W-2 INCOME IN THE YEAR MADE TO THE EXECUTIVES, AND ARE INCLUDED IN THE FIGURES DISCLOSED ON SCHEDULE J, PART II. 457F PLAN TO EXECUTIVES: ERNEST BEGLEY ($45,132), BILL BRYANT ($88,313), FRANCIS DUFRAYNE ($145,900), EDWARD HEATH ($32,596), RUBY JACILDO ($34,874), KATHLEEN MYER ($64,221), RUSS RANALLO ($35,693), JOAN SIMS ($19,780) AND MIA SUTER ($48,513). Schedule J, Part I, Line 7 Non-fixed payments THE SUCCESS SHARING PLAN IS A PROGRAM DESIGNEDTO FOCUS ON THE ACCOUNTABILITY OF ALL EMPLOYEES TO INFLUENCE THE FINANCIAL, QUALITY, PATIENT SATISFACTION AND EMPLOYEE DEVELOPMENT GOALS, AND TO REINFORCE THE OH CORE COMMITMENTS (RESPECT, INTEGRITY, INNOVATION, SERVICE, EXCELLENCE AND TEAMWORK) WHILE WORKING TO ACHIEVE THESE GOALS. THE PLAN ACHIEVES THIS BY PROVIDING A DIRECT LINK BETWEEN ACHIEVEMENT OF ORGANIZATIONAL OBJECTIVES AND THE TOTAL COMPENSATION OF THOSE WHO'S DECISIONS AND ACTIONS ARE ACCOUNTABLE FOR THE OUTCOMES WHICH DRIVE THE ORGANIZATION'S SUCCESS. ELIGIBILITY IS BASED ON HOURS WORKED IN THE YEAR; STAFF EMPLOYEES ARE PAID A PRO-RATED AMOUNT OF A DOLLAR MAXIMUM AND MANAGEMENT IS PAID A FIXED PERCENTAGE OF ANNUAL SALARY BASED ON LEVEL OF MANAGEMENT. PAYMENT IS PREDICATED ON BOARD APPROVAL. A Kentucky Economic Development Finance Authority 610600439 49126KHT1 2015-08-13 97567179 SEE PART VI false false false B Kentucky Economic Development Finance Authority 610600439 49126KKF7 2017-05-17 501226816 Refund prior issue (3/3/10) - see part VI false false false A 12760000 0 98346355 0 0 0 1346771 0 0 66627005 30372579 0 2018 true false true true B 42690000 0 521604600 0 33578 0 4747304 6163038 0 0 510660680 0 2017 false true true true A false false false false false false 0.0 0.0 0.0 false false 0 false true B false false false false false false 0.0 0.0 0.0 false false 0 false true A false false true true false false 0 false false false 0 false false true B false false false true false false 0 false false false 0 false false true A true B true Schedule K, Part I, Column (f) 2017 BOND PROCEEDS WERE USED TO 1) PARTIALLY ADVANCE REFUND THE SERIES 2010A BONDS (ISSUED 3/3/2010), 2) FULLY ADVANCE REFUND THE SERIES 2010B BONDS (ISSUED 3/3/2010), (3) PAY REMAINING PORTION FOR THE SURETY BOND TO FUND THE DEBT SERVICE RESERVE REQUIREMENT (4)PAY PREMIUM FOR THE POLICY INSURING PAYMENT AND CERTAIN EXPENSES IN CONNECTION WITH THE ISSUANCE. Schedule K, Part I, Column (f) 2015 BOND PROCEEDS FINANCED 1) CONSTRUCTION OF HEALTHPLEXES TO IMPROVE ACCESS TO CARE IN THE SECONDARY SERVICE AREA 2) REFUNDED PORTION OF THE SERIES 2010B BONDS (ISSUED 3/3/2010) AND FUNDED PORTION OF THE DEBT SERVICE RESERVE FUND. Schedule K, Part II, Line 3 2015 AND 2017 BOND SCHEDULE K, PART II, LINE 3, BOND A AND B THE DIFFERENCE IN THE ISSUE PRICE REPORTED ON SCHEDULE K RESULTED FROM INVESTMENT EARNINGS. Schedule K, Part IV, Line 2c Since the bond proceeds have been spent, a spending exception was met, and the debt service fund was operated on a bona fide basis, no further rebate calculations are necessary. Schedule K, Part V Different Procedures to Undertake Corrective Action Issuer name: Kentucky Economic Development Finance Authority none Schedule K, Part IV, Line 2c COLUMN A Issuer name: Kentucky Economic Development Finance Authority The calculation for computing no rebate due was performed on 07/31/2020 Schedule K, Part V Different Procedures to Undertake Corrective Action Issuer name: Kentucky Economic Development Finance Authority None Schedule K, Part IV, Line 2c COLUMN B Issuer name: Kentucky Economic Development Finance Authority The calculation for computing no rebate due was performed on 06/01/2020 DUFRAYNE CHRISTOPHER BROTHER OF FRANCIS DUFRAYNE 107666 EMPLOYEE COMPENSATION false RANALLO JENNIFER L WIFE OF RUSSELL RANALLO 49825 EMPLOYEE COMPENSATION false STEELE CONNOR DAUGHTER OF BETH STEELE 128830 EMPLOYEE COMPENSATION false RANALLO CALEB SON OF RUSSELL RANALLO 14630 EMPLOYEE COMPENSATION false Form 990, Part I, Line 6 VOLUNTEERS VOLUNTEER SERVICES SUPPORT THE MISSION AND GOALS OF OWENSBORO HEALTH, INC. (OH). THEY STAFF THE PATIENT INFORMATION DESK, DELIVER FLOWERS, AND PLAY A CRUCIAL ROLE AS LIAISON BETWEEN FAMILIES AND PHYSICIANS IN THE SURGERY WAITING AREAS. VOLUNTEERS ARE AN ESSENTIAL PART OF THE CARE AND COMFORT OH PROVIDES. Form 990, Part VI, Line 7a Members or stockholders electing members of governing body OH is governed by a sixteen (16) member board of directors pursuant to the articles of incorporation and bylaws of the organization. Of these sixteen (16) directors, four (4) are appointed by the County Judge/Executive of Daviess County, Kentucky with the consent of the Daviess County Fiscal Court and four (4) are appointed by the Mayor of the City of Owensboro, Kentucky with the consent of the Board of the City Commissioners of the City of Owensboro. The remaining eight (8) directors are elected or appointed by the board of directors of the corporation from nominees through a nomination process for physician and community directors. The board of directors is responsible for overseeing the management and operation of OH. The board members serve three (3) year terms and can serve no more than three (3) consecutive terms, but are eligible for reappointment to the board after having being off the board for at least three hundred and sixty five (365) days. The board of directors has regularly scheduled monthly meetings. Form 990, Part VI, Line 7b Decisions requiring approval by members or stockholders The following corporate actions shall require the affirmative act of the Fiscal Court of Daviess County, Kentucky and the Commissioners of the City of Owensboro, Kentucky following a recommendation by the board of directors: (1) the admission of any Member to the corporation; (2) the transfer of all, or substantially all, of the management responsibility for the corporation to a nonrelated person, (3) a merger, consolidation or other similar action that is dilutive of the assets of the corporation or that adversely affects any rights of the County or City provided for in the corporation's articles of incorporation or bylaws, (4) any amendments to Articles 4, 5, 7, 8 and 10 of the articles of incorporation or any amendment to the sections of the bylaws set forth in Article VII of the bylaws, (5) the dissolution of the corporation, (6) any change of name of the corporation, and (7) the transfer (in one or more related transactions) during any twelve (12) month period of 5% or more of the total assets of the corporation to an unaffiliated person(s); "total assets" shall mean the aggregate assets from the most recent financial statements of the corporation. Such approval was obtained for the amendments to the articles of incorporation and bylaws of OH in January 2023. Form 990, Part VI, Line 11b Review of form 990 by governing body THE FORM 990 IS REVIEWED BY THE INTERNAL FINANCE TEAM AND FORWARDED TO THE CFO FOR FINAL REVIEW AND APPROVAL BEFORE FILING. Form 990, Part VI, Line 12c Conflict of interest policy UNDER OUR CONFLICT OF INTEREST POLICY (#100-214), EACH BOARD DIRECTOR, OFFICER, MEMBER OF A COMMITTEE WITH BOARD-DELEGATED POWER, AND KEY EMPLOYEE IS REQUIRED ANNUALLY TO COMPLETE THE FOLLOWING: (1) CONFIDENTIALITY STATEMENT, (2) DISCLOSURE CERTIFICATE, AND (3) INDEPENDENCE AND RELATED PARTY QUESTIONNAIRE. THESE DISCLOSURES ARE REVIEWED AND RETAINED BY THE CHIEF LEGAL OFFICER, WHO IS ALSO IN THE APPROVAL CHAIN FOR ALL OH CONTRACTS. ALL COMPLETED CONTRACTS ARE MAINTAINED BY THE LEGAL OFFICE IN A SEARCHABLE DATABASE (THROUGH HEALTHSTREAM LEARNING CENTER). THESE WILL BE REVIEWED AND MAINTAINED BY THE COMPLIANCE OFFICER. THE COMPLIANCE OFFICER ALSO HAS ACCESS TO THE CONTRACT'S DATABASE AND COMPLETES AN OIG SANCTION CHECK FOR NEW CONTRACTS. ONCE THE CONFLICT OF INTEREST DATA HAS BEEN COLLECTED, NEW CONTRACTS WILL BE SCREENED FOR POTENTIAL CONFLICTS OF INTEREST. IN ADDITION, OH MAINTAINS A COMPLIANCE HOTLINE THROUGH WHICH ANYONE WITH KNOWLEDGE OF A CONFLICT OF INTEREST OR IMPROPER VENDOR RELATIONSHIP CAN ANONYMOUSLY REPORT SUSPECTED VIOLATIONS OF THE OH POLICY. OF THOSE INDIVIDUALS FOUND TO HAVE A CONFLICT OF INTEREST, EMPHASIS IS MADE THAT THEY MAINTAIN IN CONFIDENCE ANY INFORMATION, KNOWLEDGE, OR DOCUMENTS ACQUIRED AS THE RESULT OF THEIR POSITION OR ATTENDANCE. Form 990, Part VI, Line 15a Process to establish compensation of top management official TOTAL COMPENSATION IS THE SUM OF EACH EXECUTIVES BASE SALARY, INCENTIVE OPPORTUNITY, BENEFITS, AND PERQUISITES. -OUR TOTAL COMPENSATION PHILOSOPHY WILL APPLY TO THE CEO OF THE ORGANIZATION. -CASH COMPENSATION AND BENEFIT PLANS PROVISIONS WILL BE BASED ON MARKET DATA, COMPETITIVE WITH THOSE HEALTHCARE ORGANIZATIONS WITHIN WHICH WE COMPETE FOR EXECUTIVE TALENT. OUR LABOR MARKET IS DEFINED AS SUCCESSFUL AND COMPARABLY SIZED HEALTHCARE ORGANIZATIONS ON A NATIONAL LEVEL. SUCCESS IS MEASURED IN TERMS OF FINANCIAL AND OPERATIONAL PERFORMANCE AND MARKET LEADERSHIP. -COMPETITIVE POSITIONING OF BASE SALARIES, AS REFLECTED BY THE SALARY RANGE MIDPOINTS, WILL BE AT THE 50TH PERCENTILE. THE CEO MAY BE PLACED ABOVE OR BELOW THE SALARY RANGE BASED ON THE: CEO'S KNOWLEDGE, COMPETENCIES, AND EXPERIENCE; PERFORMANCE OF THE CEO; THE CEO'S CONTRIBUTION TO THE ORGANIZATION'S OVERALL PERFORMANCE; INTERNAL EQUITY CONSIDERATIONS; THE FINANCIAL RESOURCES AVAILABLE; AND, CEO'S BASE SALARY INCREASES PROVIDED IN THE COMPETITIVE MARKET. -ANNUAL MERIT INCREASE IS BASED ON JOB PERFORMANCE, REVIEWED BY THE FINANCE COMMITTEE, AND THEN APPROVED BY THE BOARD OF DIRECTORS. -ANNUAL INCENTIVE OPPORTUNITIES WILL BE POSITIONED BETWEEN THE 50TH AND 75TH PERCENTILE DEPENDING ON THE DEGREE TO WHICH PERFORMANCE GOALS ARE MET OR EXCEEDED. TOTAL CASH COMPENSATION, AS REFLECTED BY BASE SALARIES AND ANNUAL INCENTIVES, WILL ALSO BE POSITIONED BETWEEN THE 50TH AND 75TH PERCENTILES AND WILL BE INFLUENCED BY PERFORMANCE RESULTS AS MEASURED AGAINST ESTABLISHED GOALS. THE INCENTIVE COMPENSATION PLAN IS REVIEWED BY THE FINANCE COMMITTEE AND THEN APPROVED BY THE BOARD OF DIRECTORS. -THE ORGANIZATION WILL PROVIDE APPROPRIATE AND COMPETITIVE SUPPLEMENTAL BENEFITS AND PERQUISITES DELIVERED IN A FLEXIBLE STRUCTURE TO ALLOW FOR INDIVIDUAL CHOICE AND BASED ON THE ORGANIZATION'S MISSION AND BUSINESS NEEDS. -OUR EXECUTIVE TOTAL COMPENSATION PLAN WILL BE DESIGNED, MANAGED AND MAINTAINED IN A MANNER THAT WILL: SUPPORT AND COMPLEMENT OUR MISSION, MANAGEMENT PHILOSOPHY, SHORT- AND LONG-TERM BUSINESS STRATEGIES, AND EMPLOYEE RELATIONS GOALS; ATTRACT AND RETAIN EXECUTIVES WITH THE RIGHT SKILLS, ABILITIES AND MOTIVATION TO ACHIEVE OUR BUSINESS OBJECTIVE; AND ENSURE THE EXECUTIVE TOTAL COMPENSATION IS REASONABLE AND COMPETITIVE. -OUR CASH COMPENSATION AND BENEFIT PLANS WILL BE REVIEWED BY A HR CONSULTING FIRM AND ADJUSTED PERIODICALLY TO MEET THE CHANGING BUSINESS AND ORGANIZATIONAL CHARACTERISTICS OF OUR ORGANIZATION AND ITS EXECUTIVE STAFF AS DIRECTED BY THE FINANCE COMMITTEE. THE LAST COMPENSATION REVIEW PROCESS WAS COMPLETED IN MAY 2025 BY SULLIVAN COTTER. Form 990, Part VI, Line 15b Process to establish compensation of other employees TOTAL COMPENSATION IS THE SUM OF EACH EXECUTIVES BASE SALARY, INCENTIVE OPPORTUNITY, BENEFITS, AND PERQUISITES. -OUR TOTAL COMPENSATION PHILOSOPHY WILL APPLY TO ALL EXECUTIVES OF THE ORGANIZATION. -CASH COMPENSATION AND BENEFIT PLANS PROVISIONS WILL BE, ON AVERAGE, COMPETITIVE WITH THOSE HEALTHCARE ORGANIZATIONS WITHIN WHICH WE COMPETE FOR EXECUTIVE TALENT. OUR LABOR MARKET IS DEFINED AS SUCCESSFUL AND COMPARABLY SIZED HEALTHCARE ORGANIZATIONS ON A NATIONAL LEVEL. SUCCESS IS MEASURED IN TERMS OF FINANCIAL AND OPERATIONAL PERFORMANCE AND MARKET LEADERSHIP. -COMPETITIVE POSITIONING OF BASE SALARIES, AS REFLECTED BY THE SALARY RANGE MIDPOINTS, WILL BE AT THE 50TH PERCENTILE. EXECUTIVES MAY BE PLACED ABOVE OR BELOW THE SALARY RANGE BASED ON THE: EXECUTIVE'S KNOWLEDGE, COMPETENCIES, AND EXPERIENCE; PERFORMANCE OF THE EXECUTIVE'S AREA OF RESPONSIBILITY; THE EXECUTIVE'S CONTRIBUTION TO THE ORGANIZATION'S OVERALL PERFORMANCE; INTERNAL EQUITY CONSIDERATIONS; THE FINANCIAL RESOURCES AVAILABLE; AND, EXECUTIVE BASE SALARY INCREASES PROVIDED IN THE COMPETITIVE MARKET. -ANNUAL INCENTIVE OPPORTUNITIES WILL BE POSITIONED BETWEEN THE 50TH AND 75TH PERCENTILE DEPENDING ON THE DEGREE TO WHICH PERFORMANCE GOALS ARE MET OR EXCEEDED. TOTAL CASH COMPENSATION, AS REFLECTED BY BASE SALARIES AND ANNUAL INCENTIVES, WILL ALSO BE POSITIONED BETWEEN THE 50TH AND 75TH PERCENTILES AND WILL BE INFLUENCED BY PERFORMANCE RESULTS AS MEASURED AGAINST ESTABLISHED GOALS. -THE ORGANIZATION WILL PROVIDE APPROPRIATE AND COMPETITIVE SUPPLEMENTAL BENEFITS AND PERQUISITES DELIVERED IN A FLEXIBLE STRUCTURE TO ALLOW FOR INDIVIDUAL CHOICE AND BASED ON THE ORGANIZATION'S MISSION AND BUSINESS NEEDS. -OUR EXECUTIVE COMPENSATION PLAN WILL BE DESIGNED, MANAGED AND MAINTAINED IN A MANNER THAT WILL: SUPPORT AND COMPLEMENT OUR MISSION, MANAGEMENT PHILOSOPHY, SHORT- AND LONG-TERM BUSINESS STRATEGIES, AND EMPLOYEE RELATION'S GOALS; ATTRACT AND RETAIN EXECUTIVES WITH THE RIGHT SKILLS, ABILITIES AND MOTIVATION TO ACHIEVE OUR BUSINESS OBJECTIVE; AND ENSURE THE EXECUTIVE TOTAL COMPENSATION IS REASONABLE AND COMPETITIVE. -OUR CASH COMPENSATION AND BENEFIT PLANS WILL BE REVIEWED AND ADJUSTED PERIODICALLY TO MEET THE CHANGING BUSINESS AND ORGANIZATIONAL CHARACTERISTICS OF OUR ORGANIZATION AND ITS EXECUTIVE STAFF. THE COMPENSATION OF EACH INDIVIDUAL EXECUTIVE WILL BE REVIEWED AND APPROVED IN A MANNER CONSISTENT WITH THE INTERMEDIATE SANCTION TAX REGULATIONS. THE LAST COMPENSATION REVIEW PROCESS WAS COMPLETED IN MAY 2025 BY SULLIVAN COTTER. Form 990, Part VI, Line 19 Required documents available to the public THE ORGANIZATION'S FORM 1023 AND FORM 990 ARE AVAILABLE FOR PUBLIC INSPECTION UPON REQUEST. THE ORGANIZATION'S FORM 990 IS ALSO AVAILABLE ON GUIDESTAR'S DATABASE AVAILABLE AT WWW.GUIDESTAR.ORG. THE ORGANIZATION'S ARTICLES OF INCORPORATION ARE AVAILABLE ON THE KENTUCKY SECRETARY OF STATE'S WEBSITE AT HTTPS://APP.SOS.KY.GOV/FTSEARCH/. OTHERWISE, THE ORGANIZATION DOES NOT MAKE ITS GOVERNING DOCUMENTS OR CONFLICT OF INTEREST POLICY AVAILABLE TO THE PUBLIC. A COPY OF THE ORGANIZATION'S FINANCIAL STATEMENTS IS ATTACHED TO ITS 990 IN COMPLIANCE WITH THE REQUIREMENTS OF THE AFFORDABLE CARE ACT. Form 990, Part VIII, Line 2f Other Program Service Revenue All Other - Total Revenue: 385281, Related or Exempt Function Revenue: 385281, Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: ; Form 990, Part VIII, Line 11d Other Miscellaneous Revenue All other Revenue - Total Revenue: 1985402, Related or Exempt Function Revenue: 1974406, Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: 10996; Form 990, Part IX, Line 11g Other Fees Contract Labor - Total Expense: 53248840, Program Service Expense: 24125322, Management and General Expenses: 29123518, Fundraising Expenses: ; Physician Fees - Total Expense: 21204081, Program Service Expense: 21204081, Management and General Expenses: , Fundraising Expenses: ; Medical Services - Total Expense: 10467489, Program Service Expense: 10465570, Management and General Expenses: 1919, Fundraising Expenses: ; Purchased Services - housekeeping services, linen rental, maintenance, & landscaping - Total Expense: 5701085, Program Service Expense: 3922598, Management and General Expenses: 1778487, Fundraising Expenses: ; Purchases Services - HR consulting services, HRIS resources, & HR solutions - Total Expense: 1258543, Program Service Expense: 495669, Management and General Expenses: 762874, Fundraising Expenses: ; Purchased Services - Other - Total Expense: 3966320, Program Service Expense: 1886088, Management and General Expenses: 2080232, Fundraising Expenses: ; Other Support Services - Total Expense: 8369683, Program Service Expense: 2403351, Management and General Expenses: 5966332, Fundraising Expenses: ; COMMONWEALTH MEDICAL MANAGEMENT LLC 1201 PLEASANT VALLEY ROAD OWENSBORO KY 42303 204796653 PHYS CLNC SRV KY 0 0 OH THE HEALTH NETWORK OF WESTERN KY LLC 1201 PLEASANT VALLEY ROAD OWENSBORO KY 42303 465739460 MSSP ACP KY 0 0 OH OH MUHLENBERG LLC 1201 PLEASANT VALLEY ROAD OWENSBORO KY 42303 473944197 HEALTHCARE SE KY 65084000 280319000 OH OH HEALTH SOLUTIONS LLC 1201 PLEASANT VALLEY ROAD OWENSBORO KY 42303 474106977 HEALTHCARE SE KY 1000 5000 OH OH HEALTH NETWORK LLC 1201 PLEASANT VALLEY ROAD OWENSBORO KY 42303 474114254 HEALTHCARE SE KY 1253000 2526000 OH OH PROPERTIES HOLDING LLC 1201 PLEASANT VALLEY ROAD OWENSBORO KY 42303 611286361 MED OFFICE BLDG KY 1861000 20122000 OH OWENSBORO HEALTH TWIN LAKES MEDICAL CENT 1201 PLEASANT VALLEY ROAD OWENSBORO KY 42303 853033915 HEALTHCARE KY 501(c)(3) 3 OH true OWENSBORO HEALTH FOUNDATION INC 1201 PLEASANT VALLEY ROAD OWENSBORO KY 42303 611251763 HEALTHCARE KY 501(c)(3) 7 OH true OWENSBORO HEALTH MEDICAL GROUP 1201 PLEASANT VALLEY ROAD OWENSBORO KY 42303 611197638 HEALTHCARE KY 501(c)(3) 10 OH true OWENSBORO AM SR FAC 1000 BRKRG OWENSBORO KY 42303 752184992 SURGERY CENTER KY NA Related 116584 4651853 false false TWIN LAKES REGIONAL PAIN MANAGEMENT 910 WALLACE AVE LEITCHFIELD KY 42754 472329929 PAIN MANAGEMENT KY NA Related 169893 134225 false true true false false false false false false true true false false false false true false false true OWENSBORO HEALTH MEDICAL GROUP INC J 704169 FMV OWENSBORO HEALTH MEDICAL GROUP INC P 178861179 FMV OWENSBORO HEALTH MEDICAL GROUP INC S 64728619 FMV OWENSBORO HEALTH MEDICAL GROUP INC K 1930335 FMV OWENSBORO HEALTH FOUNDATION INC C 597078 FMV OWENSBORO HEALTH FOUNDATION INC B 1079552 FMV OWENSBORO HEALTH TWIN LAKES MEDICAL CENTER P 28799262 FMV OWENSBORO HEALTH TWIN LAKES MEDICAL CENTER S 52385468 FMV