2025-11-15T13:37:54+00:00 2024-12-31 346565596 ERNST & YOUNG US LLP 835 N COLLEGE AVENUE INDIANAPOLIS IN 46202 990 2024-01-01 370692351 PEKIN MEMORIAL HOSPITAL PEKI 2173833311 611 W PARK STREET URBANA IL 61801 DENNIS HESCH EXEC VP & CFO 2173833311 2025-11-15 true true Jennifer D Rhoderick P00395735 3176817000 2025-11-13 2024 2025-03-06 01:10:19Z Carle Health Pekin Hospital DENNIS HESCH EXEC VP & CFO 611 W PARK STREET URBANA IL 61801 60594136 false X www.carle.org X 1913 IL To be the trusted partner in all healthcare decisions and improve health by providing highly accessible, world-class care and services. 15 12 385 99 0 204041 345055 299360 54156693 59540979 43654 9606 493448 744191 55038850 60594136 72490 3024 0 20544626 23248361 0 0 34929242 35109578 55546358 58360963 -507508 2233173 88977449 91547218 10286764 10294652 78690685 81252566 TO BE THE TRUSTED PARTNER IN ALL HEALTHCARE DECISIONS AND TO IMPROVE HEALTH BY PROVIDING HIGHLY ACCESSIBLE, WORLD-CLASS CARE AND SERVICES. false false 47172535 3024 60064775 HEALTH-CARE SERVICES pekin memorial hospital, a magnet-designated 85-bed facility in pekin, illinois, provides healthcare services to pekin, IL and surrounding communities by offering an emergency department, physical rehabilitation services, radiology imaging, women's diagnostic center, and surgery services. pekin memorial hospital also provides several other benefits that assist the community. programs include, but are not limited to, community health improvement and community benefit operations such as prevention and health screenings, continuing education for health professionals, subsidized health services, research, and contributions (both cash and in-kind) to community groups. pekin memorial hospital collaborates with community stakeholders to improve community health and access to healthcare. Pekin Memorial Hospital provides inpatient and outpatient medical services to treat individuals with diseases, ILLNESS, and injuries of varying complexities. It provides services to improve the health of patients and to improve their quality of life. All services are provided regardless of an individual's race, creed, sex, nationality, handicap, age, or ability to compensate for services rendered. services include, but are not limited to, general acute care, surgeries, intensive care, critical care, and emergency. Some services provided do not generate enough income to offset their cost. IN THE FISCAL PERIOD ENDED DECEMBER 31, 2024, PEKIN MEMORIAL HOSPITAL ADMITTED 1,687 PATIENTS RESULTING IN A TOTAL OF 7,606 PATIENT DAYS. OUTPATIENT VISITS TOTALED 62,898 AND TOTAL OUTPATIENT SURGERY REGISTRATIONS FOR THE SAME PERIOD WERE 2,285. THERE WERE ALSO 25,531 EMERGENCY ROOM VISITS. 47172535 true true false true false false false false false false true false false true true true false true false false false false false false false false true true false false true false false false false false false false false false false false false false false false true true true false false true 19 0 true 385 true false false false false false false false false false false false false X 15 12 true false false false true true true true true false false false true true true true true true false false false false IL X X DENNIS HESCH EXEC VP & CFO 2173833311 611 W PARK STREET URBANA IL 61801 Anthony Stanowski DHA FACHE Ex-Officio, Voting 1.0 3.0 X X 0 0 0 Brandon Moss Ex-Officio, Voting 1.0 3.0 X X 0 0 0 Debbie Simon Vice Chair 1.0 9.0 X X 0 0 0 Dennis Triggs JD Secretary/Treasurer 0.1 2.7 X X 0 0 0 James Stevenson Chair 0.1 4.9 X X 0 0 0 Keith Knepp MD Ex Officio, Voting // Officer - President, Carle Health - West Region 1.0 39.0 X X 0 712994 117438 Terry Waters Ex-Officio, Voting 1.0 5.0 X X 0 0 0 Aaron Kilgore BOARD MEMBER 1.0 3.0 X 0 0 0 Amy Darling BOARD MEMBER THRU 4/16/2024 1.0 5.0 X 0 0 0 David Mueller BOARD MEMBER 1.0 8.0 X 0 0 0 Dirk Roecker BOARD MEMBER 0.4 1.4 X 0 0 0 Jeffrey Leman MD BOARD MEMBER // ER PHYSICIAN 0.1 39.9 X 0 450836 61894 Keila Sierra-Cintron MD BOARD MEMBER // CINTRON PHYSICIAN BEHAVIORAL HEALTH 1.0 39.0 X 0 479149 27678 Kevin Barbier BOARD MEMBER 0.1 1.7 X 0 0 0 Melissa Yoder CPA BOARD MEMBER 1.2 2.8 X 0 0 0 Rich Kriegsman BOARD MEMBER 0.1 1.4 X 0 0 0 Rusty Dunn BOARD MEMBER THRU 2/4/2024 1.0 4.0 X 0 0 0 Dennis Hesch Officer - EVP, Chief Finance & Strategy Officer 1.0 39.0 X 0 1175110 332566 James C Leonard MD Officer - President & CEO 0.5 39.5 X 0 2298226 50256 Ken Dicken MBA VP, Finance - West Region 1.0 39.0 X 0 375119 72807 Matthew Kolb JD MHA Ex Officio, Non-Voting // Officer - President, Carle Health Regions // EVP, COO 1.0 39.0 X 0 1418629 333703 Napoleon Knight MD MBA Officer - EVP, Chief Medical Officer 1.0 39.0 X 0 1091552 41194 Anthony Howard VP, Greater Peoria Support Services 10.0 30.0 X 0 228482 66224 Brook Fisher Director, Revenue Cycle Denials 3.0 37.0 X 0 172633 43126 Caleb Miller SVP, Surgical Services & Ambulatory Care 1.0 39.0 X 0 540975 87261 Jeanette Murray VP, Greater Peoria Hospital Operations 1.0 39.0 X 0 404826 84750 Lauren Schmid MBA EVP, Chief Human Resources Officer 1.0 39.0 X 0 878588 105168 Nicholas Crompton VP, Construction & Facility Services 1.0 39.0 X 0 303209 84556 Ashokkumar Patel Pharmacist 40.0 0.0 X 174889 0 27802 Duane Carr Registered Nurse Supervisor 40.0 0.0 X 187884 0 42684 Kingsley Akpan Registered Nurse 40.0 0.0 X 165507 0 11966 Marni Moore Registered Nurse 40.0 0.0 X 144617 0 9926 Matthew Reeb Pharmacist 40.0 0.0 X 177075 0 21536 John Wieland MD Former Officer 0.0 40.0 X 0 619107 57598 849972 11149435 1680133 33 true true false EPSS LLC - CENTRAL SERIES 12528 SR 78 Havana IL 62644 ER Services 935112 Mechanical Service Inc 1144 Monmouth Blvd Galesburg IL 61401 Inspection Services 417527 Midwest Healthcare Linen Svc LLC 1600 E Washington Ave Des Moines IA 50316 Housekeeping Services 229386 Professional Therapy Services Inc 2900 Frank Scott Parkway West Ste 930 Belleville IL 62223 Healthcare Staffing 211613 River City Construction LLC 101 Hoffer Lane East Peoria IL 61611 Construction Services 211137 12 20956 277783 621 299360 NET PATIENT REVENUE 621110 59540979 59540979 0 0 0 0 59540979 9606 9606 0 0 0 0 ACO Shared Service Adjustments 541611 486159 486159 Cafeteria/Food Services 722514 253192 32797 220395 Interest on Billed Accounts 561440 1226 1226 3614 3614 0 0 744191 60594136 60064775 0 230001 3024 3024 0 0 18713163 17811849 901314 1023908 977689 46219 2115878 1969199 146679 1395412 1328948 66464 17443 17443 2175 2175 4521929 4506428 15501 0 450 388 62 605150 311840 293310 155475 135816 19659 969438 366969 602469 3208 316 2892 50 50 4400159 2316993 2083166 1504397 1504397 Internal Management Fees 11874039 7010591 4863448 Medical Supplies 6313801 6313801 Provider Assessment Tax & Other Taxes 4437050 3822511 614539 Non-Physician Recruitment 247583 241132 6451 57231 54991 2240 0 58360963 47172535 11188428 0 133768 12732 45634079 8991960 0 0 0 0 1607048 1585025 960216 1272777 555784 563284 32101306 8061941 27508768 24039365 245222 249590 0 0 12332564 54832485 88977449 91547218 2139693 2483597 0 0 8147071 7811055 10286764 10294652 X 78690685 81252566 78690685 81252566 88977449 91547218 X 2233173 3064 325644 X false true true false X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED false false false false false false false false true 17443 17443 false Schedule C, Part II-B, Line 1 DETAILED DESCRIPTION OF THE LOBBYING ACTIVITY DUES & MEMBERSHIP FEES WERE PAID TO THE FOLLOWING ORGANIZATIONS A PORTION OF WHICH WAS ALLOCATED TO LOBBYING: -ILLINOIS HEALTH & HOSPITAL ASSOCIATION - $17,443 1395679 1395679 16075436 2762838 13312598 14022652 4910501 9112151 607539 388602 218937 24039365 Due from UnityPoint 54832485 Due from Affiliates Physician Receivables 54832485 Federal Income Taxes Due to Blue Cross 4330300 Self-Insurance Reserve 2130002 Asset Retirement Obligation 1188450 Due to Affiliates Sales Tax Payable Computer Clearing 162303 7811055 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 GUIDANCE ON ACCOUNTING FOR UNCERTAINTY IN INCOME TAXES PRESCRIBES A MORE-LIKELY-THAN-NOT RECOGNITION THRESHOLD AND MEASUREMENT ATTRIBUTE FOR FINANCIAL STATEMENTS RECOGNITION OF A TAX POSITION TAKEN OR EXPECTED TO BE TAKEN. THERE WERE NO UNCERTAIN TAX BENEFITS IDENTIFIED OR RECORDED AS A LIABILITY AS OF DECEMBER 31, 2024, AND 2023. true true X true X true X 118815 0 118815 0.00204 15228730 12188602 3040128 0.05209 0 0 0 0.0 0 0 15347545 12188602 3158943 0.05413 245 0 245 0.00000 26328 0 26328 0.00045 0 0 0 0.0 0 0 0 0.0 232302 0 232302 0.00398 0 0 258875 0 258875 0.00444 0 0 15606420 12188602 3417818 0.05856 0 0.0 0 0.0 0 0.0 0 0.0 0 0.0 0 0.0 0 0.0 0 0.0 0 0.0 0 0 0 0 0 0.0 false 1100505 550253 9031544 11690092 -2658548 X true true 1 1 Carle Health Pekin Hospital 600 SOUTH 13TH STREET PEKIN IL 61554 CARLE.ORG/LOCATIONS/CARLE-HEALTH-PEKIN 001834 X X X Carle Health Pekin Hospital 1 false false true X X X X X X X X X 22 true true true true X SEE SCHEDULE H, PART VI SEE SCHEDULE H, PART VI X true 22 true https://carle.org/about-us/community-health-needs-assessments false true X 200.0 400.0 true true X X X X true X SEE SCHEDULE H, PART VI X SEE SCHEDULE H, PART VI X SEE SCHEDULE H, PART VI 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 ARE A PRIORITIZED DESCRIPTION OF THE SIGNIFICANT HEALTH NEEDS OF THE COMMUNITY AND IDENTIFIED THROUGH THE CHNA. Schedule H, Part V, Section B, Line 5 Facility , 1 Facility , 1 - CARLE HEALTH PEKIN HOSPITAL. The CHNA process for the Tri-County was initiated in the first quarter of 2022 by the Partnership for a Healthy Community. An ad hoc committee consisting of a diverse group of community organizations creating a collaborative team to facilitate a community health needs assessment. The collaboration included members from Carle Health Methodist Hospital, Carle Health Proctor Hospital, Carle Health Pekin Hospital, Carle Eureka Hospital, Bradley University, Heart of Illinois United Way, Heartland Health Services, Hopedale Medical Complex, OSF Saint Francis Medical Center, Peoria City/County Health Department, Tazewell County Health Department, and Woodford County Health Department. During the assessment phase the use of focus groups, surveys using online, written and focus group settings to data collect, hospitals and local health departments provided health data as well as the use of State health data. Methods for collecting data included multiple sources. Secondary statistical data were used to assess the community profile, morbidity rates and causes of mortality. Additionally, a study was completed to examine perceptions of the community health-related issues, healthy behaviors, behavioral health, food security, social determinants of health and access to healthcare. Schedule H, Part V, Section B, Line 6a Facility , 1 Facility , 1 - CARLE HEALTH PEKIN HOSPITAL. Carle Health Methodist Hospital, Carle Health Proctor Hospital, Carle Health Eureka Hospital and OSF Saint Francis Medical Center. Schedule H, Part V, Section B, Line 6b Facility , 1 Facility , 1 - CARLE HEALTH PEKIN HOSPITAL. Peoria City/County Health Department, Peoria, IL Tazewell County Health Department, Tremont, IL Woodford County Health Department, Eureka, IL Greater Peoria Economic Development Council University of Illinois Extension, Peoria, IL American Cancer Society, Peoria, IL Heart of Illinois United Way, Peoria, IL Schedule H, Part V, Section B, Line 11 Facility , 1 Facility , 1 - CARLE HEALTH PEKIN HOSPITAL. 1) HEALTHY EATING ACTIVE LIVING (HEAL) Strategy 1 -Support tri-county Partnership for a Healthy Community's (PFHC) Community Health Improvement Plan (CHIP) efforts: Gardening Interventions and Social Support. TASK 1: Identify key staff to participate in PFHC HEAL Action Team. Carle Health West Region designated the Hult Center for Healthy Living's program coordinators and health educators to serve on the PFHC HEAL Action Team. Team members actively participated in HEAL Action Team meetings and documented all hours contributed on behalf of Carle Health West Region. TASK 2: Disseminate PFHC campaign and recruitment messages to promote Gardening Interventions and Social Support Interventions. - To support PFHC's Social Support Interventions, Carle Health's Hult Center team assisted with the promotion of one tri-county HEAL event in 2024 by sharing the event information on Hult Center's Facebook page. The event was posted on Facebook on 9/4/24, and 9/17/24 and in total, these posts reached 1,082 people/8 reactions/4 shares. Carle Health Hult Center also shared weekly efforts promoted by the HEAL Action Team on Facebook and Instagram, such as "Let's Move Tri County "Nourish Your Neighbor." TASK 3: Partner with PFHC and community resources to promote intervention strategies. - The Tri-County Hunger Walk, organized by Partnership for a Healthy Community and HEAL Action Team, took place on September 28, 2024. Four Carle Health Hult Center staff members attended the event and hosted a health fair table and a youth friendly obstacle course to educate attendees about healthy living. There were 75 participants at the event, and 1,150 pounds of food were donated to three local food pantries. TASK 4: Support community garden in region of concern at Family Medical Center (FMC). - As part of the PFHC's Gardening Interventions, Family Medical Center (FMC) continued its gardening efforts, producing and distributing over 550 pounds of fresh produce. The majority of the harvest was donated to Sophia's Kitchen, a food pantry serving Peoria's low-income zip codes, and was also distributed during a mobile food pantry event hosted at FMC. Strategy 2- Increase HEAL education and fitness opportunities for youth. TASK 1: Identify internal regional HEAL education resources and collect baseline data - Hult Center, Methodist College, Nursing Education, FMC, etc. - Carle Health identified Hult Center for Healthy Living's community health education programs as the main resource to provide HEAL education opportunities to youth. TASK 2: Identify external regional HEAL partners/resources. - Carle Health staff members engaged in the HEAL Action Team efforts worked closely with external community partners in 2024 including Tazewell County Health Department, University of Illinois Extension, Peoria Grown, and others. TASK 3: Provide HEAL community health education to target populations. - Hult Center for Healthy Living's team provided education to 9,759 children in 2024 by providing interactive field trips on-site at Hult Center and as outreach programming within the schools and community agencies. - In 2024, Hult Center for Healthy Living's Early Education Program Coordinator delivered nutrition education and conducted readings of Lulu and the Hunger Monster at a local school, supporting community health initiatives focused on food security. As part of Hunger Action Month in September, readings were provided by Hult and community partners across the Tri-County area, raising awareness of childhood hunger and promoting healthy eating behaviors among young children. - In 2024, Hult Center for Healthy Living staff participated in PNC Worldwide Day of Play, engaging families in fun, developmentally appropriate physical activity. Staff designed and facilitated an obstacle course accessible to all ages, promoting movement and active play as a family activity. The event reached approximately 5,000 participants, including youth, adolescents, and adults. - Hult Center for Healthy Living's health coaches provided 1:1 nutrition education to 85 adolescents in 2024. TASK 4: Utilize American Academy of Pediatrics (AAP) Bright Futures Guidelines to screen for HEAL and connect families with resources to address food insecurity and other social determinants of health (SDOH). - School-Based Health Center providers at three health centers (located at Peoria High, Manual High, and Trewyn School) used the AAP Guidelines for children and adolescent healthcare visits. - Carle Health School-Based Health Center's healthcare providers used the AAP Bright Futures Guidelines during well-child visits in 2024 and will continue to use these guidelines moving forward. A total of 279 well child visits were provided in 2024 among three School-Based Health Centers located in Peoria's low-income zip codes. - Providers at the Carle School-Based Health Centers, alongside medical residents from the Family Medical Center, employed the Bright Futures Guidelines to screen for social determinants of health (SDOH) and other barriers to food security. These screenings yielded valuable insights, enabling providers to offer additional support to patients and facilitate connections to essential community resources, such as food pantries. TASK 5: Share success stories of the HEAL efforts within the tri-county area. - In 2024, Hult Center for Healthy Living staff partnered with the local nonprofit Peoria Grown to provide food vouchers for students participating in the Hult Center for Healthy Living's health coaching program. Through this collaboration, 20 participants received vouchers to purchase fresh produce at Peoria Grown's weekly market, located in a high-risk zip code, increasing access to healthy foods and supporting community wellness. Strategy 3 - Increase physical activity among adult residents and staff. TASK 1: Establish internal regional HEAL team to collect baseline data and create action plan for community and worksite wellness activities. - In 2024, this work transitioned to Carle Health's Cultural Ambassador Team, which now leads action planning and worksite wellness initiatives as part of a broader regional effort. As a result, these activities are no longer directed by Carle Health West Region but are aligned within Carle Health's systemwide approach to promoting health and wellness. TASK 2: Provide physical activity programming through WellMobile service line to promote increase in physical activity in leisure time. - In 2024, the Hult Center for Healthy Living partnered with Methodist College to deliver A Matter of Balance, an eight-week, evidence-based program designed to support older adults in reducing their fear of falling and increasing physical activity. Offered at no cost, the program combined fall prevention education with guided strength and balance exercises, while also fostering intergenerational connections by providing nursing students with valuable hands-on experience in promoting physical activity within the community. TASK 3: Provide worksite wellness to increase physical activity and HEAL for all employees. - In 2024, a Hult Center for Healthy Living Health Educator engaged 164 Carle Health staff and members of the Cultural Ambassador Team in education on self-compassion and the role of physical activity in promoting both individual and community well-being. The educator also provided strategies to enhance worksite wellness initiatives, distributed walking maps for each Greater Peoria campus, and highlighted food resources available throughout the Greater Peoria community. - In 2024, the Carle Health Cultural Ambassador Team organized a kickball tournament that encouraged staff to engage in physical activity through friendly competition. Nearly 90 Carle Health employees participated as part of registered teams, promoting wellness and physical activity. 2) Mental Health Strategy 1- Support tri-county PFHC's CHIP interventions: Culturally Adaptive Health Care and Telemedicine. TASK 1: Identify key staff to participate in PFHC Mental Health Action Team. - Trillium Place Director of Outpatient Behavioral Health, Tricia Larson, and Executive Director of Finance, Ann Campen, served on the Partnership for a Health Community Board. During his employment with Trillium Place from January to June 2024, Jonathan Gauerke co-chaired the Partnership for a Healthy Community's Mental Health Action Team and led the Mental Health Action Team's Steering Committee and Telepsych Sub-Committee. Rachel Baetns, Behavioral Health Patient Navigator, and Matt Collins, Project Director - SOC, attend these meetings monthly, providing updates and receiving updates from the community, as well as interacting with the Action Team to work toward outcomes. Schedule H, Part V, Section B, Line 11 Facility , 2 Facility , 2 - CARLE HEALTH PEKIN HOSPITAL (CONTINUED). TASK 2: Partner with PFHC and community resources to promote intervention strategies. -2023 was the first year in the Community Health Improvement Plan (CHIP) 3-year cycle, therefore, Year 1 was dedicated to building a sustainable Action Team that represented diverse members and agencies contributing to good mental health in the tri-county area. This action team will be responsible for promoting the chosen intervention strategies. Carle Health was active in community events and presentations throughout 2024 to promote mental health, reduce stigma, and increase awareness of available services and resources. Katie Yesis, Manager of Community Based Behavioral Health, Rachel Baetns, Behavioral Health Patient Navigator, and Matt Collins, Project Director - SOC have all provided presentations to the Partnership for a Healthy Community Mental Health Committee & Action Team in 2024-2025, detailing Trillium Place programming, including Community Based Behavioral, Young Minds Center, and the Children's Mental Health Initiative Systems of Care. TASK 3: Identify trauma-informed care trainings for providers and mental health employees and create training implementation plan. - Trillium Place continued to offer trauma-informed care training, ACEs Are Not Destiny, from the National Council for Mental Wellbeing through mid 2024. 263 Trillium Place team members completed the ACEs Are Not Destiny training. The organization is working to implement ongoing trauma informed care training for all behavioral health team members utilizing our electronic training platform. Work has also been completed to align the revised ASAM criteria with trauma informed care principles and provide training to staff. - Trillium Place System of Care began focusing on increased trauma informed care training for the community. Efforts to plan in 2024 led to the provision of training in 2025. - Trillium Place provided Mental Health First Aid training to a variety of community partners and team members in 2024. A total of 219 individuals completed the training. TASK 4: Identify and coordinate regular meetings with supervisors for trauma-informed care and systemwide sustainability. Trillium Place supervisors participated in a National Council for Mental Wellbeing Supervision Cohort that met monthly from May 2023-April 2024. The cohort focused on building trauma informed care as a competency for all leaders and identifying ways to implement in their supervision with staff. Trillium Place leaders continue to utilize these strategies in supervision. Trillium Place holds daily safety huddles to ensure leaders and staff have a way to report any safety concerns to senior leadership for immediate response. These safety huddles have provided an opportunity to check in with staff on significant events, including trauma involved events, that have occurred in any community or hospital-based program. TASK 5: Share success stories of the program within the tri-county area and with senior leadership/board. Sharing success stories, referred to as Mission Moments, is a core activity for Carle Health. Behavioral health mission moments are shared monthly with the Trillium Place governing board by leaders or team members involved with the success story. The governing board sends a personalized letter of recognition to the involved team members homes. Success stories are also an integral part of the daily safety huddle, shared with Trillium Place leadership during monthly meetings, and in department team meetings. Strategy 2 - Increase access to comprehensive behavioral health services, care coordination, and resources and supports. TASK 1: Identify regional mental health access points and collect baseline data - Access Center Call Line, Systems of Care, Young Minds Center, High ED Utilizers, etc. - The Trillium Place Access Center is a centralized, reliable resource for community members to seek information about available behavioral health services. Due to system transitions, Access Center call data is only available for April-December 2024. During this timeframe, the Access Center received 14,326 calls, processing 40-70 referrals daily. - In October 2024, Trillium Place added a new access point for care for children and adolescents, the Young Minds Center Assessment Center. The assessment center offers an alternative to the emergency department for families seeking walk-in behavioral health care that does not require medical intervention. - The Trillium Place led System of Care acts as a System and Data Manager in IRIS, a digital referral tool utilized by 76 agencies in the tri-county area. Between January 1, 2024, and August 14, 2025, IRIS has been used by over 70 agencies to make 3,380 referrals. TASK 2: Distribute patient experience surveys to patients utilizing mental health services and create an action plan for continuous improvement. A variety of patient surveys are utilized across the Carle Health behavioral health service line. Community Mental Health Center departments provide surveys to patients quarterly. In 2024, 94% of patients surveyed (N=867) responded positively that they were highly likely to recommend Trillium Place. The hospital based behavioral health departments utilize NRC for survey collection. This system allows departments to benchmark across the Carle Health system. The strategies below are utilized to encourage return rates and positively impact patient experiences. - Survey optimization - Implemented e-surveys (text/ email) - Later added IVR (iterative voice recorded) - Scripting for staff to promote filling out the survey and sharing feedback - Manager Rounding - Assigned a Patient Experience Liaison - Service recovery efforts TASK 3: Launch Young Minds Center to increase access to care & provide more resources for children, adolescents, & families; Continue providing and increasing services for Telemedicine, Access Center Call Line, Systems of Care, and High ED Utilizers management. - Access to care is a high priority for Carle Health. Many resources have been dedicated to improving access to care including recruitment efforts and increased staffing, coordination of care techniques, project management, and ongoing education with community partners. - Carle Health directors each identified an annual BEST project that would improve access to care. Behavioral Health BEST projects included improved access to outpatient substance use services, streamlining admission processes for inpatient services and substance use residential, increasing mental health residential service programming, and reducing processing time for new referrals. - Young Minds Center hosted a ribbon cutting event on September 12, 2024. The facility opened for outpatient services later that month and inpatient services opened in October 2024. Young Minds Center is a state-of-the-art facility that increased access to behavioral health care for youth and adolescents, including additional inpatient services. - System of Care partnered with other organizations to increase awareness of services and referral processes. SOC facilitated monthly implementation meetings with an average of 35 organizations attending, supported 18 organizations in utilizing the electronic referral system IRIS, and hosted and attended community outreach events. TASK 4: Disseminate marketing and recruitment messages to promote mental health resources for youth and adults in Tri-County Region. - In 2024, marketing and public relations efforts led by Carle Health and Trillium Place made a meaningful impact in our Tri-County communities by providing education and sharing essential resources to support positive youth mental health. The focus of many of these initiatives concentrated on keeping the community informed about the opening of the new, dedicated child and adolescent behavioral health center, Trillium Place Young Minds Center, an affiliate of Carle Health - bringing more services and support to the youth and families in our communities. This was accomplished primarily through local media interviews, a ribbon cutting event and social media outreach. Our teams also welcomed elected officials on several occasions to visit the new center and discuss ongoing efforts to support youth mental health. Schedule H, Part V, Section B, Line 11 Facility , 3 Facility , 3 - CARLE HEALTH PEKIN HOSPITAL (CONTINUED). - Another key area of focus was for community awareness is a collaboration program with the Peoria Police Department called the Co-Responder Social Services Unit. Several media opportunities, a ribbon cutting and social media posts were shared to spread information about this important service. The marketing team also launched several ad campaigns to highlight our local mental health resources for all ages. Each initiative raised visibility around available services and also helped reduce stigma, encourage early intervention, and foster more open and supportive conversations about mental health. TASK 5: Share success stories of the mental health efforts within the tri-county area. - In 2024, Trillium Place saw an 11% reduction in BH ED visits for the general population and a 43% reduction for individuals receiving services from Trillium Place. - Trillium Place incorporated a daily meeting known as the Regional Behavioral Health Daily Patient Planning Huddle, which continues to be held Monday through Friday each week. This huddle discusses service needs for individuals who are entering the EDs of Carle Methodist, Proctor, and Pekin locations. The huddle involves managers from Carle Health ED and Inpatient Units along with the Trillium Place departments for community services. This collaboration of supports and service identification has been active since February 2023. Results from 2024 with the Trillium Place Strategic Plan have looked at reducing Behavioral Health ED visits by 5% for enrolled clients of Trillium Place Community Programs and non-enrolled clients. Trillium Place continues to track these two metrics and continues to report to the Board and community partners about progress. Strategy 3 - Increase mental health prevention education and awareness to improve mental health. TASK 1: Identify regional mental health prevention community education resources and collect baseline data - Hult Center for Healthy Living, Methodist College, Nursing Education, Family Medical Center, etc. - Carle Health identified key prevention education resources including Hult Center for Healthy Living, Trillium Place, and Carle Health Eureka Hospital. These three Carle Health entities directly provide prevention and education services in the community and also partner with other community organizations. - Trillium Place has a community training space available for internal and external use. The organization seeks and responds to opportunities to provide mental health awareness education and to expand knowledge of available resources and how to access. - In 2024, Trillium Place provided Mental Health First Aid training to 219 community members representing colleges, the healthcare workforce, Peoria County, first responders, and behavioral health and substance use professionals. - The System of Care participated in seven community partnership collaboratives and six community events promoting resources. TASK 2: Establish partners to provide suicide prevention education and training opportunities to providers, medical students, medical staff and community members. - System of Care established a partnership with six individuals to provide or support suicide prevention education and training. - Carle Health (Hult Center for Healthy Living) provided suicide prevention education in 2024 to 6,272 community members including 814 attending Hult Center for Healthy Living's "Mega Brain" fieldtrip. - Hult Center for Healthy Living provided no cost QPR (Question, Persuade, Refer) Suicide Prevention Gatekeeper training to: - 8 Heart of Illinois United Way Big Brother Big Sisters staff members on March 4, 2024. - 53 University of Illinois College of Medicine Medical Residents and Medical Students on January 5, 2024. - 28 Peoria Public Schools staff members on February 8, 2024. TASK 3: Disseminate marketing and recruitment messages to promote mental health prevention education for youth and adults in the tri-county region. - Carle Health provided regular diversity, equity, and inclusion education and training opportunities for staff and leaders. - In 2024, Hult Center for Healthy Living provided Safe Zone training to 94 staff members from the Peoria Regional Office of Education, along with educators and staff from surrounding schools. Safe Zone is an evidence-informed training program that increases awareness, knowledge, and skills to support LGBTQ+ youth and colleagues. TASK 4: Support regional DEI efforts that include LGBTQ+ supports for community and staff. - Carle Health provided regular diversity, equity, and inclusion education and training opportunities for staff and leaders. - In 2024, Hult Center for Healthy Living provided Safe Zone training to 94 staff members from the Peoria Regional Office of Education, along with educators and staff from surrounding schools. Safe Zone is an evidence-informed training program that increases awareness, knowledge, and skills to support LGBTQ+ youth and colleagues. TASK 5: Share success stories of the mental health prevention education efforts within the tri-county area. - Trillium Place Young Minds Center hosted a behavioral health symposium on September 12, 2024. The symposium brought together national and local experts to discuss youth mental health, evolving research, and innovations in care. More than 100 professionals from diverse disciplines attended this youth-centered event. The symposium successfully increased awareness of the expanded child and adolescent services, increased professional knowledge of key factors affecting youth, and brought together multiple partner organizations. - Hult Center for Healthy Living for Healthy Living is dedicated to empowering people in Central Illinois to live healthier lives. A key component of their mission is a comprehensive mental health program that aims to improve well-being across all ages. Their mental health programming focuses on education and prevention, providing tailored, evidence-based curriculum to youth and adults across Central Illinois to foster help-seeking behaviors, reduce stigma, and promote resilience. The following success story took place at a local public school in Peoria during the spring of 2024: - During a Youth Mental Health education session at a local middle school, a teacher shared a noteworthy observation with Hult Center for Healthy Living staff. Following one of the sessions, he saw a student - who often struggled with conflict - begin to escalate during a disagreement at lunch. Instead of reacting as usual, the student paused, used the "five-finger breathing" technique introduced that morning, and calmly walked away. The teacher noted that this was the first time he had seen the student respond in such a positive way. He expressed appreciation for the program and shared that he plans to use the breathing technique in his classroom to help other students manage and de-escalate challenging situations. 3) Obesity - Strategy 1- Support tri-county PFHC's CHIP efforts: Digital Health Interventions and Strong People - Healthy Weight. TASK 1: Identify key staff to participate in PFHC Obesity Action Team. - Hult Center and the Weight Loss Clinic have been actively engaged in the PFHC Obesity Action Team meetings. They are tracking their time on their efforts for community benefit. Conversations are ongoing, and efforts are being made to improve coordination and capacity. A total of 49 staff hours were dedicated to PFHC's Obesity Action Team in 2024. TASK 2: Disseminate PFHC campaign and recruitment messages to promote Digital Health Interventions and Strong People - Healthy Weight. - In 2024, Hult Center for Healthy Living staff promoted the PFHC campaign and the Hult Center for Healthy Living Health Coaching program at multiple community-focused events. Outreach included adolescent health events at three Peoria schools, reaching more than 700 students. At these events, staff disseminated materials on health coaching and available resources, supporting recruitment efforts for implementation plan interventions. TASK 3: Partner with PFHC and community resources to promote intervention strategies. - In 2024, Hult Center for Healthy Living staff collaborated with the Community Health Improvement Plan Obesity Action Team to develop a confidential survey aimed at understanding pediatric primary care providers' experiences in managing adolescent obesity. The survey was distributed in 2025, and the findings will inform the development of enhanced resources and evidence-based tools to support clinical practices in addressing adolescent obesity. OB Strategy 2: Reduce the proportion of adolescents with obesity through individualized health coaching for adolescents with overweight and obesity. Schedule H, Part V, Section B, Line 11 Facility , 4 Facility , 4 - CARLE HEALTH PEKIN HOSPITAL (CONTINUED). TASK 1: Collect baseline data. - Hult Center for Healthy Living's WELL Program at Hult Center for Healthy Living reached over 85 youth and adolescents last year providing individual health coaching sessions for those diagnosed as at risk for type two diabetes or obese. Health coaching took place at all three Carle Hospital School Based Health Centers and at Hult Center for Healthy Living. Referrals to the program were received from Carle pediatric primary care providers, medical residents at Family Medical Center, and School Based Health Center providers. TASK 2: Develop recruitment campaign in tri-county area. - Hult Center for Healthy Living Leadership and the WELL program coordinator actively engaged in meetings with providers in 2024 and maintained ongoing conversations to ensure a steady flow of referrals. Also, Hult Center for Healthy Living Health educators have participated in numerous youth and adolescent health events throughout 2024 promoting the program to the target demographic. TASK 3: Establish provider referral protocol. - Adolescents participating in the WELL one-on-one health coaching program were referred to through the EPIC EMR system. Eligibility criteria included being diagnosed as at-risk for type 2 diabetes or having a BMI at or above the 98th percentile. In 2024, the program expanded the end age range from 17 to 18, allowing continued support for participants transitioning to adult healthcare and providing additional guidance to help students succeed after program completion. TASK 4: Partner with community resources to educate about the Hult Center WELL (Wellness Education and Lifestyle Learning) adolescent health coaching program to increase referrals and establish coaching locations. - In 2024 Hult Center for Healthy Living staff continued collaborations with various community partners to enhance the visibility of the WELL program and to facilitate the establishment of coaching sessions. Notable partnerships were established with Peoria School District 150, Peoria Grown, Bradley University, and the Family Medical Center. TASK 5: Provide individualized health coaching to adolescents at risk for developing type 2 diabetes. - Hult Center for Healthy Living's WELL Program reached over 85 youth and adolescents last year providing individual health coaching sessions for those diagnosed as at risk for type two diabetes or obese. TASK 6: Share success stories of the program with the tri-county area. - In 2024, Hult Center for Healthy Living staff worked with an 8th-grade student enrolled in the WELL health coaching program who was experiencing challenges with maintaining a healthy body weight while also coping with the loss of a parent to chronic illness. Through the support of a health coach, the student set achievable health goals and gained knowledge about nutrition. Previously, bringing prepared chicken nuggets for lunch each day, the student gradually began incorporating more fruits and vegetables into meals both at school and at home. In addition, the student connected with a school counselor for ongoing support in managing grief and emotions, highlighting the importance of integrating nutrition education with emotional well-being in supporting long-term health. Strategy 3- Reduce the proportion of adults with obesity through individualized support for weight loss. TASK 1: Collect baseline data. - Carle Health's Weight Loss Clinic was launched and operated in 2023; however, services concluded in December 2023. -In 2024, Carle Health Diabetes Education Clinic outcomes were used as a proxy to measure progress toward reducing obesity and related chronic conditions. Program participants demonstrated an overall 2.0% reduction in A1c, with 87% achieving improvement. Additionally, the percentage of participants with an A1c below 8% increased from 46% to 80%, establishing a strong baseline for monitoring future impact on chronic disease prevention. TASK 2: Launch weight loss clinic for adults. - Carle Health's Weight Loss Clinic was launched and operated in 2023; however, services concluded in December 2023. - Although the dedicated weight loss clinic closed, adult obesity prevention and related chronic diseases remain a community priority. Efforts have shifted toward leveraging existing diabetes education and nutrition programs through the Carle Health Diabetes Education Clinic. These services continue to support adults in reducing obesity-related health risks. TASK 3: Launch outreach body-composition scanning program to tri-county area. - Body composition scanning was launched in 2023; however, Well Mobile services concluded in Fall 2023. - Although formal body composition scanning was not implemented in 2024, patients participating in the Carle Health Diabetes Education Clinic benefited from individualized sessions that emphasized measurable health indicators, such as A1c levels. These indicators provide valuable data for tracking health improvements, serving as effective alternatives to body composition measures. TASK 4: Develop recruitment campaign in tri-county area. - In 2024 recruitment efforts transitioned to promoting participation in existing evidence-based programs, including Carle Health diabetes self-management education. TASK 5: Share success stories of the programs within the tri-county area. - Success stories from the Carle Health Diabetes Education clinic highlight individuals who achieved meaningful health improvements through education and lifestyle changes. For example, programming completers reduced their A1c by nearly 2% on average, with many moving from high-risk categories (A1c >9%) to healthier ranges. These narratives demonstrate the positive impact of community-based programs in preventing and reducing obesity-related conditions. Cancer remained on the radar for community health however it was not one of the target initiatives; Strategy 1-Support tri-county PFHC's Cancer Performance Management efforts - routine cancer screenings, improving community health, and reducing transportation and lodging barriers for active cancer patients. The Tri-County Illinois Tobacco-Free Communities team, based at Hult Center for Healthy Living, advanced lung health initiatives by promoting the Illinois Tobacco Quitline and supporting smoke-free and tobacco-free policies to reduce exposure to secondhand smoke. In March and April 2024, the team coordinated a six-week local radio campaign with consistent messaging across all partners, including Hult Center for Healthy Living, Woodford County Health Department, Peoria City/County Health Department, Tazewell County Health Department, and the Partnership for a Healthy Community (PFHC). Additionally, Hult Center supported oncology prevention efforts by participating in National Cancer Screening Days held in May and August 2024. Hult Center for Healthy Living partnered with the Illinois Tobacco-Free Communities tri-county coalition-including the Peoria City/County, Tazewell County, and Woodford County Health Departments-to advance smoking restrictions and policies aimed at reducing community risk for lung cancer. In addition, the Center collaborated with the American Cancer Society to promote increased lung cancer screening rates and partnered with Heartland Health Services to expand access to breast cancer screenings. Schedule H, Part V, Section B, Line 11 Facility , 5 Facility , 5 - CARLE HEALTH PEKIN HOSPITAL (CONTINUED). Strategy 2 - Increase the number of cancer screenings (breast, colorectal, and lung) to decrease cancer deaths. Carle Health collected baseline data to determine community areas of concern. Data included death rates among individuals with breast, colorectal, and lung cancer. Data includes: - Breast cancer baseline rates from 2018 were 19.7 per 100,000 females. - Colorectal cancer rates from 2018 were 13.4 per 100,000 individuals in 2018 - Lung cancer rates from 2018 were 34.8 per 100,000 individuals in 2018 In 2024, Carle Health Oncology benefited from $40,000 in support from the Theresa Tracy Strive to Survive organization, raised through the annual Theresa Tracy Trot in East Peoria. These funds are directly supporting patients with pancreatic cancer by helping reduce financial barriers such as transportation costs and medical expenses, while also contributing to research and early detection efforts. Strategy 3 - Collaborate with community partner agencies to offer community-wide cancer screening events and education. 2024 Pink & Pearl Screening Cancer Event - Pekin Hospital & North Allen: - Breast Cancer Screenings - 184 total, 43 abnormal requiring follow-ups 2024 Girls Night Out: - Breast Cancer Screenings -39 total, 10 abnormal requiring follow-ups 2024 Free Mammo Day: - Breast Cancer Screenings -13 total, 2 abnormal requiring follow-ups - Cervical Cancer Screenings - 10 total, 2 abnormal with follow-ups, and 1 patient for HPV - Skin Cancer Screenings - 60 total, 17 abnormal with follow-ups - Colorectal Cancer Screenings - 19 FIT Kits distributed - Lung Cancer Screenings - 15 total, 6 abnormal requiring follow-ups; 1 patient referred to SOC; 3 patients referred to Lung Nodule Clinic - Breast Cancer Screenings - 25 total, 3 abnormal requiring follow-ups, 1+ cancer diagnosis May 2024 Cancer Screening Event: - Skin Cancer Screenings - 43 total, 24 abnormal with follow-ups - Colorectal Cancer Screenings - 8 FIT Kits Distributed - Lung Cancer Screenings - 18 total, 2 abnormal requiring follow-ups - Breast Cancer Screenings - 15 total, 3 abnormal requiring follow-ups - Genetic Cancer Screenings - 20 prescreened, 7 scheduled follow-ups August 2024 Cancer Screening Event: - Skin Cancer Screenings - 47 total, 26 abnormal with follow-ups - Colorectal Cancer Screenings - 11 FIT Kits Distributed - Lung Cancer Screenings - 14 total, 3 abnormal requiring follow-ups - Breast Cancer Screenings - 17 total, 1 abnormal requiring follow-up - Genetic Cancer Screenings - 16 prescreened, 4 scheduled follow-ups 2 CARLE HEALTH PEKIN PARK COURT MEDICAL OFFICE CENTER 600 S 13TH ST PEKIN IL 61554 OUTPATIENT SERVICES ILLINOIS CENTERS FOR PAIN AND REHAB - PEKIN 1491 VALLE VISTA BLVD PEKIN IL 61554 PAIN CLINIC Schedule H, Part I, Line 3 ASSISTANCE ELIGIBILITY CRITERIA PATIENTS MAY REQUEST AND COMPLETE A FINANCIAL ASSISTANCE APPLICATION AT ANY TIME, INCLUDING BEFORE CARE IS RECEIVED. PATIENTS ARE INFORMED ABOUT FINANCIAL ASSISTANCE ON MULTIPLE OCCASIONS THROUGHOUT THE COLLECTION PROCESS. IN ADDITION TO PATIENTS COMPLETING APPLICATIONS FOR OUR FINANCIAL ASSISTANCE PROGRAM, WE HAVE ROBUST PRESUMPTIVE ELIGIBILITY PROCESSES IN PLACE. WE HAVE PARTNERED WITH EXPERIAN INFORMATION SOLUTIONS, INC. TO HELP US IDENTIFY PATIENTS WHO MAY BE ELIGIBLE FOR FINANCIAL ASSISTANCE BASED ON KEY FINANCIAL INDICATORS. THESE PATIENTS MAY BE APPROVED WITHOUT EVER COMPLETING AN APPLICATION OR EXPRESSING A NEED FOR FINANCIAL ASSISTANCE. IN ADDITION, WE PRESUME ELIGIBILITY FOR PATIENTS WHO ARE VERIFIED HOMELESS, DECEASED WITH NO ESTATE, MENTALLY INCAPACITATED, ELIGIBLE FOR SUPPLEMENTAL NUTRITION ASSISTANCE PROGRAM (SNAP) OR WOMEN, INFANTS, AND CHILDREN NUTRITION PROGRAM (WIC), TOWNSHIP ASSISTANCE, LOW INCOME HOME ENERGY ASSISTANCE PROGRAM (LIHEAP), ILLINOIS FREE LUNCH AND BREAKFAST PROGRAM OR COVERED BY ILLINOIS MEDICAID. Schedule H, Part V, Section B, Line 16a FAP AVAILABLE WEBSITE HTTPS://CARLE.ORG/PATIENTS-VISITORS/FINANCIAL-ASSISTANCE Schedule H, Part V, Section B, Line 16b FAP APPLICATION FORM HTTPS://DEV-CMS.CARLE.ORG/GETMEDIA/ADCADB9A-2903-478C-A4A7-06BCF9DB10BC/358-0123-CFAPAPPLICATION.PDF Schedule H, Part V, Section B, Line 16c PLAIN LANGUAGE FAP HTTPS://CARLE.ORG/GETMEDIA/F7608F63-CB1C-4EB5-8F0B-02F00EAFEC74/X0873-0223-CFAP-PLAINLANGUAGE-SUMMARY.PDF Schedule H, Part V, Section B, Line 7 A - HOSPITAL FACILITY'S WEBSITE (LIST URL) https://carle.org/about-us/community-health-needs-assessments Schedule H, Part V, Section B, Line 7 B - OTHER WEBSITE (LIST URL) https://osf-p-001.sitecorecontenthub.cloud/api/public/content/fb11b165c28245a4930bb1f643ba86e9?v=a3f7693a Schedule H, Part I, Line 6a Community benefit report prepared by related organization THE HOSPITAL'S COMMUNITY BENEFIT REPORT IS CONTAINED WITHIN THE METHODIST HEALTH SERVICES CORPORATION (NOW CARLE HEALTH - WEST REGION) COMMUNITY BENEFIT REPORT. Schedule H, Part I, Line 7 Costing Methodology used to calculate financial assistance SEE NARRATIVE FOR SCHEDULE H, PART III, LINE 2. Schedule H, Part III, Line 2 Bad debt expense - methodology used to estimate amount TO COMPUTE AND CONVERT FINANCIAL ASSISTANCE, UNREIMBURSED MEDICAID, MEANS-TESTED PROGRAMS, AND BAD DEBT CHARGES TO COST, A CONSISTENT GAAP (GENERALLY ACCEPTED ACCOUNTING PRINCIPLES) BASED COST-TO-CHARGE RATIO WAS USED ACROSS ALL PAYERS. ALTHOUGH THE METHODOLOGY WAS SIMILAR TO WORKSHEET #2, FOR SIMPLICITY PURPOSES CERTAIN IMMATERIAL VALUES WERE OMITTED. OTHER COMMUNITY BENEFITS COSTS WERE REPORTED AT THE ACTUAL EXPENSE INCURRED. PATIENT RECEIVABLE PAYMENTS AND RELATED DISCOUNTS WERE RECORDED AT ACTUAL AMOUNTS AT THE TIME OF PAYMENT RECEIPT. A SEPARATE GAAP-BASED PROVISION FOR ESTIMATED BAD DEBTS AND DISCOUNTS WAS RECOGNIZED FOR ACCOUNTS IN PROCESS AND PENDING ADJUDICATION AND PAYMENT. THE ESTIMATED PORTION WAS BASED ON HISTORICAL TRENDS AND ADJUSTED TO ACTUAL WHEN ADJUDICATION AND PAYMENT OCCURRED. ACCOUNTS DETERMINED ELIGIBLE FOR FINANCIAL ASSISTANCE WERE PROCESSED IMMEDIATELY FOR FINANCIAL ASSISTANCE DISCOUNT WITH NO COLLECTION EFFORT. FOR ACCOUNTS WITH INSUFFICIENT INFORMATION AND DOCUMENTATION TO DETERMINE FINANCIAL ASSISTANCE ELIGIBILITY, PEKIN MEMORIAL HOSPITAL CONSULTED WITH A VARIETY OF ALTERNATIVE SOURCES TO HELP DETERMINE AN INDIVIDUAL'S FINANCIAL MEANS (OR LACK OF MEANS) TO PAY. BASED ON RELATED TRENDS, PEKIN MEMORIAL HOSPITAL FURTHER DEVELOPED A GENERAL ESTIMATE OF FINANCIAL ASSISTANCE, WHICH CONTINUED TO RESIDE WITHIN BAD DEBTS. THIS NARRATIVE ALSO PERTAINS TO SCHEDULE H, PART I, LINE 7 EXPLANATION OF COSTING METHODOLOGY USED FOR CALCULATING LINE 7 TABLE. Schedule H, Part III, Line 3 Bad Debt Expense Methodology THE HOSPITAL USES 50% AS A GENERAL ESTIMATE OF BAD DEBT EXPENSE ATTRIBUTABLE TO PATIENT'S ELIGIBLE UNDER THE ORGANIZATION'S FINANCIAL ASSISTANCE POLICY. Schedule H, Part III, Line 4 Bad debt expense - financial statement footnote AS A RESULT OF ADOPTING ASU 2014-09, THE HEALTH SYSTEM CONTINUED TO MAINTAIN AN ALLOWANCE FOR BAD DEBTS RELATED TO PERFORMANCE OBLIGATIONS SATISFIED PRIOR TO JANUARY 1, 2018. THESE ACCOUNTS HAVE ALL BEEN FULLY RESOLVED, THEREFORE THE ALLOWANCE FOR BAD DEBTS HAS DECLINED TO $0. PLEASE SEE SCHEDULE H, PART III, LINE 2 METHODOLOGY USED TO ESTIMATE BAD DEBT FOR 990 REPORTING PURPOSES. Schedule H, Part III, Line 8 Community benefit & methodology for determining medicare costs THE NUMERATOR (TOTAL EXPENSE) AND DENOMINATOR (TOTAL GROSS CHARGES) OF THE SIMPLE RATIO OF PATIENT CARE COST TO CHARGES IS ADJUSTED BY ELIMINATING NON-PATIENT CARE THAT GENERATES OTHER REVENUE, BAD DEBT EXPENSE, MEDICAID AND OTHER PROVIDER TAXES AND THE TOTAL COST OF COMMUNITY BENEFIT ACTIVITIES AND PROGRAMS. ALSO, ANY GROSS PATIENT CHARGES FOR PROGRAMS NOT RELYING ON THE RATIO ARE ELIMINATED FROM BOTH THE NUMERATOR AND DENOMINATOR OF THE RATIO. THESE ADJUSTMENTS ARE INTENDED TO ELIMINATE ANY POTENTIAL FOR DOUBLE COUNTING OF COMMUNITY BENEFIT EXPENSES. THE RESULTANT RATIO ALIGNS WITH SCHEDULE H REQUIREMENTS. ILLINOIS LAW DEFINES GOVERNMENTAL-SPONSORED INDIGENT HEALTH CARE AS THE UNREIMBURSED COST OF MEDICARE, MEDICAID AND OTHER FEDERAL, STATE OR LOCAL INDIGENT CARE PROGRAMS. WHEN THERE IS A SHORTFALL, WE DO BELIEVE THIS IS A COMMUNITY BENEFIT BECAUSE, AS A HOSPITAL, WE ARE STEPPING UP TO CARRY THE BURDEN OF THE GOVERNMENT, ASSURING CARE TO SENIORS, AND THOSE LESS FORTUNATE DEMOGRAPHICS THAT HAVE EXPERIENCED INCREASING COSTS OVER THE PAST DECADE WHILE LIVING ON FIXED INCOMES. Schedule H, Part III, Line 9b Collection practices for patients eligible for financial assistance THE CARLE FINANCIAL ASSISTANCE PROGRAM (CFAP) PROVIDES DISCOUNTED OR FREE CARE TO THOSE WHO NEED IT WITHIN THE CARLE HEALTH SYSTEM, INCLUDING THIS HOSPITAL. NOT ONLY DOES THIS RESULT IN A TIMELIER APPLICATION PROCESS, BUT MOST IMPORTANTLY, IT MEANS PATIENTS RECEIVE THE SAME DISCOUNT AT THE HOSPITAL AND CLINICS IF THEY MIGHT NEED AN ADDITIONAL LEVEL OF SPECIALTY OR HOSPITAL CARE. WITH THIS PROGRAM, THE HOSPITAL HAS A ROBUST PRESUMPTIVE ELIGIBILITY PROCESS. WE PRESUME ELIGIBILITY FOR VERIFIED HOMELESS, DECEASED WITH NO ESTATE, MENTAL INCAPACITATION, RECIPIENTS OF WIC (WOMEN, INFANTS AND CHILDREN NUTRITION PROGRAM), SNAP (SUPPLEMENTAL NUTRITION ASSISTANCE PROGRAM), LIHEAP (LOW INCOME HOME ENERGY ASSISTANCE PROGRAM), ILLINOIS FREE LUNCH AND BREAKFAST PROGRAM, RECEIPT OF GRANT ASSISTANCE FOR MEDICAL SERVICE, FEDERALLY QUALIFIED HEALTH CLINIC (FQHC) DISCOUNT REFERRALS, MEDICAID TITLE XIX, XXI, AND IN-NETWORK MEDICAID MANAGED CARE PLANS. IN ADDITION, WE UTILIZE A VENDOR, EXPERIAN INFORMATION SOLUTIONS, INC., TO PROACTIVELY IDENTIFY PATIENTS WHO MAY BE PRESUMPTIVELY QUALIFIED FOR ASSISTANCE - NOT ONLY FOR PUBLIC PROGRAMS LIKE MEDICAID, BUT ALSO BASED ON A NUMBER OF KEY FINANCIAL INDICATORS, INCLUDING CREDIT HISTORY, DEMOGRAPHICS AND GROSS INCOME. IDENTIFIED PATIENTS MAY BE PRESUMED ELIGIBLE AND AUTOMATICALLY ENROLLED IN THE PROGRAM, OR THEY MAY BE CONTACTED AND ENCOURAGED TO APPLY FOR ASSISTANCE. PATIENTS WHO ARE NOT DEEMED PRESUMPTIVELY ELIGIBLE WOULD NEED TO REQUEST AND COMPLETE AN APPLICATION. IF THE PATIENT DOES NOT REQUEST OR COMPLETE AND RETURN THE APPLICATION, THEN THE BALANCE IS DEEMED THEIR RESPONSIBILITY TO PAY. FOR PATIENTS THAT DO NOT QUALIFY FOR CARLE FINANCIAL ASSISTANCE AND WHO MAY BE UNINSURED OR UNDERINSURED, THE HOSPITAL HAS OTHER DISCOUNT OPTIONS AVAILABLE, SUCH AS PROMPT PAY, ILLINOIS UNINSURED DISCOUNT, AND CAPPED DISCOUNT - WHERE A PATIENT'S OUT-OF-POCKET MEDICAL EXPENSES ARE LIMITED TO 40% OF THEIR ANNUAL GROSS INCOME IF THEY EARN AT OR BELOW 400% OF THE FEDERAL POVERTY LEVEL. ONCE ALL APPLICABLE DISCOUNTS HAVE BEEN APPLIED, WE MAKE EVERY ATTEMPT TO WORK WITH THE PATIENT AND SET UP PAYMENT ARRANGEMENTS ON THE REMAINING BALANCE DUE. THE CURRENT MINIMUM IS 5% OF THE TOTAL BALANCE DUE OR $25.00 A MONTH. IF THEY CANNOT MEET THESE GUIDELINES, OUR IN-HOUSE BILLING STAFF MEMBERS WORK WITH THEM TO SET UP A TEMPORARY/SHORT TERM PAYMENT ARRANGEMENT UNTIL THEY CAN MAKE THE MINIMUM PAYMENT. IF THEY ARE UNABLE TO MAKE PAYMENT ON THE BALANCE DUE, THEN THE BALANCE MAY BE LISTED WITH AN OUTSIDE COLLECTION AGENCY. WHEN THE ACCOUNT IS STILL IN-HOUSE, THE MINIMUM NOTIFICATION IS MONTHLY ITEMIZED STATEMENTS. IF A PATIENT DOES NOT RESPOND, THE ACCOUNT IS GIVEN A FINAL NOTICE, EITHER BY LETTER OR PHONE, AND SENT TO AN OUTSIDE COLLECTION AGENCY. THE HOSPITAL WILL NOT FILE COLLECTION SUIT LIENS ON A PRIMARY RESIDENCE, NOR DO WE AUTHORIZE AN AGENCY TO USE SO-CALLED "BODY ATTACHMENTS". THE AGENCIES ARE AWARE OF OUR CFAP AND HAVE BEEN ADVISED TO REFER THE PATIENTS BACK TO CARLE IF THEY DEEM THE PATIENT IS UNABLE TO PAY. BILLING STAFF WILL THEN MAKE ONE MORE ATTEMPT TO WORK WITH THE PATIENT TO SEE IF HELP IS AVAILABLE. IF STAFF DETERMINES THAT THE PATIENT MIGHT QUALIFY, WE SEND THE PATIENT A CFAP APPLICATION AND INSTRUCT THE AGENCY TO PUT A HOLD ON THE ACCOUNT; THE AVERAGE HOLD IS 60 DAYS. IF THE PATIENT IS THEN APPROVED FOR DISCOUNTS AT 100% FOR FINANCIAL ASSISTANCE, THE BALANCE IS ADJUSTED AND THE ACCOUNT IS CLOSED WITH THE AGENCY. IF THE PATIENT IS APPROVED FOR LESS THAN 100%, THE ADJUSTMENTS ARE REPORTED TO THE AGENCY AND THE AGENCY WILL BEGIN COLLECTION EFFORTS ON ANY REMAINING BALANCE. Schedule H, Part V, Section B, Line 16a FAP website - Carle Health Pekin Hospital: Line 16a URL: SEE SCHEDULE H, PART VI; Schedule H, Part V, Section B, Line 16b FAP Application website - Carle Health Pekin Hospital: Line 16b URL: SEE SCHEDULE H, PART VI; Schedule H, Part V, Section B, Line 16c FAP plain language summary website - Carle Health Pekin Hospital: Line 16c URL: SEE SCHEDULE H, PART VI; Schedule H, Part VI, Line 2 Needs assessment THE COMMUNITY BENEFITS PLAN ADOPTED BY CARLE IS ABOUT IMPROVING HEALTH; THE HEALTH OF EACH INDIVIDUAL, AND THE HEALTH OF THE COMMUNITY. IN DEVELOPING THE PLAN, SEVERAL SOURCES OF INFORMATION WERE UTILIZED TO HELP IDENTIFY SPECIFIC HEALTHCARE NEEDS. FIRST, ONE OF THE MORE COMPREHENSIVE LOCAL ASSESSMENTS IS LED BY THE THREE LOCAL HEALTH DEPARTMENTS IN CENTRAL IL: PEORIA CITY COUNTY HEALTH DEPARTMENT, TAZEWELL COUNTY HEALTH DEPARTMENT AND WOODFORD COUNTY HEALTH DEPARTMENT AS CARLE HEALTH SERVES THE RESIDENTS OF THESE COUNTIES. AS A TRI-COUNTY COLLABORATIVE, THE COMMUNITY HEALTH NEEDS ASSESSMENT IDENTIFIED LOCAL HEALTH PRIORITIES AS HEALTHY EATING, MENTAL HEALTH, OBESITY, AND CANCER MANAGEMENT. THE SECOND SOURCE WAS HEALTHY PEOPLE 2010. HEALTHY PEOPLE 2010 SET OUT NATIONAL OBJECTIVES FOR HEALTH IMPROVEMENT AND ARE BUILT AROUND THE CONCEPTS OF DISEASE PREVENTION AND HEALTH PROMOTION. OTHER SOURCES OF DATA WERE REVIEWED, HEARTLAND ALLIANCE MID-AMERICA INSTITUTE ON POVERTY, UNITED STATES CENSUS BUREAU DATA, ILLINOIS BEHAVIORAL RISK FACTOR SURVEILLANCE SURVEY DATA, CARLE ACCESS DATA AND CENSUS BUREAU DATA. COLLECTIVELY, THESE DATA SOURCES HAVE SUPPORTED OUR ASSESSMENT OF THE COMMUNITIES NEEDS. OTHER SOURCES OF HEALTH DATA WAS PROVIDED BY THE UNIVERSITY OF IL COLLEGE OF MEDICINE AT PEORIA, IL AND THE UNTED WAY. THE HOSPITALS EACH REVIEW THEIR OWN PATIENT HEALTH DATA CAPTURED WITH INPATIENTAND OUTPATIENT VISITS. Schedule H, Part VI, Line 3 Patient education of eligibility for assistance As a tax-exempt organization, Carle Health Methodist Hospital, Carle Health Proctor Hospital, Carle Health Pekin Hospital provide care to patients regardless of their ability to pay. Carle's generous Financial Assistance Program has resulted in our ability to reach many people over the years. Our practice is to look at each patient's financial status in relation to our Carle Financial Assistance Program and the criteria of the Uninsured Patient Discount Act, and to provide the patient with the deepest discount available. By expanding the presumptive eligibility screening processes and determining the financial status of patients up-front, we have been able to pinpoint those needing assistance early in the process, minimizing bad debt and optimizing our ability to help. Staff is also diligent in following up with patients during hospitalization and after discharge if there's any reason to believe the patient could benefit from financial assistance, and we auto-qualify certain patient populations for Carle Financial Assistance Program, such as the homeless, WIC, SNAP (Supplemental Nutrition Assistance Program), Medicaid, Low Income Home Energy Assistance Program (LIHEAP), and Township Assistance recipients. Communicating that Financial Assistance is Available Carle Health has made a concerted, continuous effort to be sure that people have access to information that will help them with their medical bills. These include: - Simplified application form, including a version in Spanish and French, that contains information regarding the Carle Financial Assistance Program - Publication of a Plain Language Summary and all other financial assistance-related information on CARLE.ORG/PATIENTS-VISITORS/FINANCIAL-ASSISTANCE - Information about the Carle Financial Assistance Program on all statements, collection letters and Hospital admission packets - Carle Financial Assistance Program information and applications at all registration points, Hospital main lobby and carle.org - Staff at Frances Nelson Health Center operated by Promise Healthcare, the local FQHC, and community free clinics equipped with a supply of applications and knowledge to assist their patients in completing them - Meetings with local legislators to help them assist constituents with healthcare needs, including financial assistance Schedule H, Part VI, Line 4 Community information CARLE HEALTH PEKIN HOSPITAL PRIMARILY SERVES TAZEWELL, MASON AND PEORIA COUNTIES IN THE STATE OF ILLINOIS. IT IS ONE OF THE LARGEST EMPLOYERS IN THE CITY OF PEKIN AND IN TAZEWELL COUNTY. THE SERVICE AREA SITS TO THE SOUTH AND EAST OF THE GREATER PEORIA AREA, WHERE CATERPILLAR IS A MAJOR INDUSTRIAL EMPLOYER. ITS PRIMARY SERVICE AREA HAS A POPULATION OF 31,000 WITH A SECONDARY SERVICE AREA OF APPROXIMATELY 78,000. THE MEDIAN AGE OF ITS SERVICE AREA IS 42 YEARS, WHILE THE MEDIAN HOUSEHOLD INCOME IS $66,000. IN THE FISCAL PERIOD ENDED DECEMBER 31, 2024, PEKIN MEMORIAL HOSPITAL ADMITTED 1,687 PATIENTS RESULTING IN A TOTAL OF 7,606 PATIENT DAYS. OUTPATIENT VISITS TOTALED 62,898 AND TOTAL OUTPATIENT SURGERY REGISTRATIONS FOR THE SAME PERIOD WERE 2,285. THERE WERE ALSO 25,531 EMERGENCY ROOM VISITS. Schedule H, Part VI, Line 5 Promotion of community health Carle Health West Region has an open medical staff and is governed by a community board. Surplus funds are reinvested into the organization for technology replacement and advancement, building renovation or construction, clinical service expansion and quality improvement. Surplus funds are also invested into our communities to meet identified health needs which contribute to the overall well-being of the residents of the communities we serve. Schedule H, Part VI, Line 6 Affiliated health care system PEKIN MEMORIAL HOSPITAL is an 85-bed, not-for-profit healthcare facility located in Pekin, IL and became part of the Carle Health System on April 1, 2023. As part of the Carle Health System, it currently serves the needs of Peoria, IL and the Tri-County area. The integration of Carle and PEKIN MEMORIAL HOSPITAL allows for expanded access to healthcare in the region. Though PEKIN MEMORIAL HOSPITAL falls under the umbrella of the Carle Foundation, it maintains a separate board of directors and senior leadership. While PEKIN MEMORIAL HOSPITAL's CHNA and Community Benefit Reporting is separate from the Carle Foundation Hospital, it follows the same guidelines and principles. PEKIN MEMORIAL HOSPITAL staff is involved in the CHNA and implementation plan and serve on human services agency boards and committees to provide support and help address identified community health needs. Schedule H, Part VI, Line 7 State filing of community benefit report IL false true false false false false false true false John Wieland MD Former Officer 0 568791 0 25000 0 25316 0 27678 0 29920 0 676705 0 0 Keith Knepp MD Ex Officio, Voting // Officer - President, Carle Health - West Region 0 622733 0 63506 0 26755 0 86254 0 31184 0 830432 0 0 Jeffrey Leman MD BOARD MEMBER // ER PHYSICIAN 0 448856 0 0 0 1980 0 27678 0 34216 0 512730 0 0 Keila Sierra-Cintron MD BOARD MEMBER // CINTRON PHYSICIAN BEHAVIORAL HEALTH 0 476954 0 0 0 2195 0 27678 0 0 0 506827 0 0 James C Leonard MD Officer - President & CEO 0 1805832 0 0 0 492394 0 27678 0 22578 0 2348482 0 462357 Matthew Kolb JD MHA Ex Officio, Non-Voting // Officer - President, Carle Health Regions // EVP, COO 0 1119849 0 0 0 298780 0 302587 0 31116 0 1752332 0 269019 Dennis Hesch Officer - EVP, Chief Finance & Strategy Officer 0 1145423 0 0 0 29687 0 306265 0 26301 0 1507676 0 0 Napoleon Knight MD MBA Officer - EVP, Chief Medical Officer 0 832803 0 0 0 258749 0 27678 0 13516 0 1132746 0 229062 Ken Dicken MBA VP, Finance - West Region 0 372492 0 0 0 2627 0 38835 0 33972 0 447926 0 0 Lauren Schmid MBA EVP, Chief Human Resources Officer 0 711410 0 0 0 167178 0 74631 0 30537 0 983756 0 137552 Caleb Miller SVP, Surgical Services & Ambulatory Care 0 438377 0 0 0 102598 0 56043 0 31218 0 628236 0 74056 Jeanette Murray VP, Greater Peoria Hospital Operations 0 349207 0 29871 0 25748 0 59068 0 25682 0 489576 0 0 Nicholas Crompton VP, Construction & Facility Services 0 299356 0 0 0 3853 0 50322 0 34234 0 387765 0 0 Anthony Howard VP, Greater Peoria Support Services 0 226923 0 50 0 1509 0 33190 0 33034 0 294706 0 0 Brook Fisher Director, Revenue Cycle Denials 0 165258 0 0 0 7375 0 10854 0 32272 0 215759 0 0 Duane Carr Registered Nurse Supervisor 183850 0 0 0 4034 0 11650 0 31034 0 230568 0 0 0 Ashokkumar Patel Pharmacist 174292 0 0 0 597 0 11104 0 16698 0 202691 0 0 0 Matthew Reeb Pharmacist 176333 0 0 0 742 0 11200 0 10336 0 198611 0 0 0 Kingsley Akpan Registered Nurse 161151 0 4000 0 356 0 4268 0 7698 0 177473 0 0 0 Marni Moore Registered Nurse 138346 0 6000 0 271 0 0 0 9926 0 154543 0 0 0 Schedule J, Part I, Line 3 Arrangement used to establish the top management official's compensation THE GOVERNING BOARD OF THE CARLE FOUNDATION, THE SYSTEM PARENT ORGANIZATION OF PEKIN MEMORIAL HOSPITAL, THROUGH ITS COMPENSATION COMMITTEE COMPRISED OF INDEPENDENT MEMBERS FREE OF CONFLICT, ANNUALLY REVIEWS EXECUTIVE COMPENSATION LEVELS AND ESTABLISHES APPROPRIATE SALARY RANGES AND OTHER FEATURES OF THE COMPENSATION PLAN IN ACCORDANCE WITH THE ORGANIZATION'S APPROVED COMPENSATION PHILOSOPHY AND STRATEGY. -THE COMMITTEE IS COMPRISED OF MEMBERS OF THE GOVERNING BOARD WHO ARE INDEPENDENT OF THE CARLE FOUNDATION MANAGEMENT, HAVE NO PERSONAL INTEREST IN THE COMPENSATION ARRANGEMENTS, ARE NOT RELATED TO, OR UNDER THE CONTROL OF ANY INDIVIDUAL WHOSE COMPENSATION ARRANGEMENT IS BEING REVIEWED, AND HAVE NO MATERIAL BUSINESS RELATIONSHIP WITH THE CARLE FOUNDATION. -THE CHIEF EXECUTIVE OFFICER'S COMPENSATION IS DETERMINED BY THE COMPENSATION COMMITTEE IN RELATION TO APPROPRIATE COMPARABILITY DATA. COMPENSATION FOR OTHER MEMBERS OF THE EXECUTIVE STAFF IS DEVELOPED BY THE CEO, EVALUATED AGAINST MARKET DATA, AND REVIEWED AND APPROVED BY THE COMMITTEE. -THE COMMITTEE APPROVES ALL ANNUAL COMPENSATION DECISIONS IN ADVANCE OF THEIR IMPLEMENTATION AND DOCUMENTS ITS DETERMINATIONS AND DISCUSSIONS. -THE COMPENSATION COMMITTEE RELIES UPON A NUMBER OF EXTERNAL RESOURCES AND COMPARISONS, AND ITS ANALYSIS INCLUDES TOTAL COMPENSATION (CASH COMPENSATION PLUS BENEFITS PROVIDED BY THE CARLE FOUNDATION) IN RELATION TO ORGANIZATIONAL PERFORMANCE AND PREVAILING INDUSTRY PRACTICES FOR LIKE RESPONSIBILITIES AT COMPARABLY SIZED ORGANIZATIONS. THE COMMITTEE HAS ENGAGED THE SERVICES OF A COMPENSATION CONSULTING FIRM SPECIALIZING IN THE NOT-FOR-PROFIT SECTOR, WHICH HAS WORKED WITH THE CARLE FOUNDATION AND MAKES ITS REPORTS DIRECTLY AVAILABLE TO THE COMPENSATION COMMITTEE. Schedule J, Part I, Line 4b Supplemental nonqualified retirement plan THE 2024 PARTICIPANTS IN THE 457(F) PLAN OFFERED BY THE CARLE FOUNDATION, THE SYSTEM PARENT ORGANIZATION OF PEKIN MEMORIAL HOSPITAL, LISTED IN FORM 990 PART VII INCLUDE DENNIS HESCH, MATTHEW KOLB, JD, MHA, JAMES C. LEONARD, MD, KEITH KNEPP, MD, LAUREN SCHMID, MBA, NAPOLEON KNIGHT, MD, MBA, JOHN WIELAND, MD, JEANETTE MURRAY, AND CALEB MILLER. IN 2024, PAYMENTS FROM THE 457(F) PLAN WERE MADE TO JAMES C. LEONARD, MD ($462,357), MATTHEW KOLB, JD, MHA ($269,019), LAUREN SCHMID, MBA ($137,552), NAPOLEON KNIGHT, MD, MBA ($229,062) AND CALEB MILLER ($74,056). Schedule J, Part I, Line 7 Non-fixed payments PART OF THE CARLE HEALTH SYSTEM'S PAYMENT STRUCTURE INCLUDES NON-FIXED PAYMENTS, SPECIFICALLY THOSE THAT ARE INCENTIVE COMPONENTS WHICH ARE DESIGNED TO ENCOURAGE AND PROMOTE ACHIEVEMENT OF CERTAIN QUALITY, OPERATIONAL AND EFFICIENCY IMPROVEMENTS, AS WELL AS, ENCOURAGE LONGEVITY OF EMPLOYMENT. CERTAIN NON-FIXED PAYMENTS ARE BASED ON THE ORGANIZATION MEETING CERTAIN FINANCIAL PERFORMANCE AND QUALITY METRICS, AND MUST BE APPROVED BY THE BOARD OF DIRECTORS. OTHER NON-FIXED PAYMENTS ARE SET BASED ON LONGEVITY OF SERVICE. Form 990, Part VI, Line 2 Family/business relationships amongst interested persons JAMES C. LEONARD, MD (OFFICER), MATTHEW KOLB, JD, MHA (OFFICER), AND NAPOLEON KNIGHT, MD, MBA (OFFICER) - Business relationship, JAMES C. LEONARD, MD (OFFICER) AND JAMES STEVENSON (BOARD CHAIR) - Business relationship, JAMES C. LEONARD, MD (OFFICER) AND NAPOLEON KNIGHT, MD, MBA (OFFICER) - Business relationship, JAMES C. LEONARD, MD (OFFICER), DENNIS HESCH (OFFICER), AND LAUREN SCHMID, MBA (KEY EMPLOYEE) - Business relationship, DENNIS HESCH (OFFICER), MATTHEW KOLB, JD, MHA (OFFICER), AND NICHOLAS CROMPTON (KEY EMPLOYEE) - Business relationship, KEITH KNEPP, MD (OFFICER), DEBBIE SIMON (BOARD VICE CHAIR), DENNIS TRIGGS, JD (BOARD SECRETARY/TREASURER), DIRK ROECKER (TRUSTEE), JAMES STEVENSON (BOARD CHAIR), AND MELISSA YODER, CPA (TRUSTEE) - Business relationship, KEITH KNEPP, MD (OFFICER), KEN DICKEN, MBA (OFFICER), AND JEANETTE MURRAY (KEY EMPLOYEE) - Business relationship Form 990, Part VI, Line 6 Classes of members or stockholders CARLE HEALTH - WEST REGION, A TAX-EXEMPT ILLINOIS NOT-FOR-PROFIT CORPORATION IS THE SOLE MEMBER. Form 990, Part VI, Line 7a Members or stockholders electing members of governing body PEKIN MEMORIAL HOSPITAL'S SOLE MEMBER, CARLE HEALTH - WEST REGION, ACTING THROUGH ITS GOVERNING BOARD, HAS THE EXCLUSIVE POWER TO ELECT AND REMOVE BOARD MEMBERS AS WELL AS FILL VACANCIES. Form 990, Part VI, Line 7b Decisions requiring approval by members or stockholders PEKIN MEMORIAL HOSPITAL MUST HAVE THE APPROVAL OF ITS SOLE MEMBER, CARLE HEALTH - WEST REGION THROUGH ITS GOVERNING BOARD, WHEN VOTING ON MATTERS INCLUDING THE AMENDING OF GOVERNING DOCUMENTS, RECOMMENDING THE PRESIDENT TO THE BOARD, APPROVING ANY ANNUAL OR LONG-TERM CAPITAL OR OPERATIONAL BUDGETS, APPROVING PAYMENT TO MEMBERS OF THE PEKIN MEMORIAL HOSPITAL GOVERNING BOARD FOR THEIR EXPENSES OR COMPENSATION, APPROVING ANY NEW, LONG-TERM OR MASTER INSTITUTIONAL PLAN OR CHANGES TO SUCH PLANS, APPROVING THE ADDITION OF ANY NEW MEMBER AND ANY DISSOLUTION, MERGER, CONSOLIDATION, OR SALE/OTHER DISPOSITION OR ENCUMBRANCE OF ALL OR SUBSTANTIALLY ALL OF THE ASSETS OF THE CORPORATION OR ANY DISPOSITION OF REAL PROPERTY OR RELOCATION OF THE HOSPITAL AND/OR CLINIC, APPROVING ANY ORGANIZATION OR ACQUISITION OF A SUBSIDIARY OR AFFILIATE, APPROVING ANY INITIATIVE REQUIRING CERTIFICATE OF NEED (CON) APPROVAL, APPROVING ANY PLEDGE OF ALL OR ANY PART OF THE CORPORATION'S ASSETS AS SECURITY FOR A DEBT, LIABILITY OR OTHER OBLIGATION, APPROVING ANY LOAN TO OR FOR THE CORPORATION OR ANY OTHER INDEBTEDNESS, AND APPROVING NON-BUDGETED EXPENDITURES OR SALE EXCEEDING THE PRESIDENT'S AUTHORIZED SPENDING AUTHORITY. Form 990, Part VI, Line 11b Review of form 990 by governing body FORM 990 WAS PREPARED BY STAFF AND AN EXTERNAL TAX ADVISOR AND REVIEWED BY MANAGEMENT. PRIOR TO FILING THIS FORM 990, A FULL AND COMPLETE COPY WAS PROVIDED TO THE GOVERNING BODY BY POSTING TO THE ORGANIZATION'S DIRECTOR COMMUNICATION PORTAL. ALSO, BEFORE FILING, EACH BOARD MEMBER RECEIVED NOTIFICATION THAT THE FORM 990 WAS POSTED AND AVAILABLE FOR REVIEW AT HIS/HER DISCRETION. EACH BOARD MEMBER HAS THE OPPORTUNITY TO CONTACT MANAGEMENT OR DISCUSS AND ADDRESS CONCERNS AT SUBSEQUENT BOARD MEETINGS. Form 990, Part VI, Line 12c Conflict of interest policy THE ORGANIZATION'S ESTABLISHED CONFLICT OF INTEREST POLICIES REQUIRE ANNUAL DISCLOSURE OF ACTUAL AND POTENTIAL CONFLICTS OF INTEREST FOR OFFICERS, DIRECTORS, MEMBERS OF THE GOVERNING BOARD, MEMBERS OF BOARD COMMITTEES, ADMINISTRATIVE AND MANAGERIAL EMPLOYEES AS WELL AS ALL EMPLOYEES OF THE PURCHASING DEPARTMENT. IF CIRCUMSTANCES CHANGE DURING THE COURSE OF A YEAR, INTERIM DISCLOSURE IS ALSO REQUIRED OF THE SAME INDIVIDUALS. THE DISCLOSURES OF EMPLOYEES ARE REVIEWED INITIALLY BY THE COMPLIANCE DEPARTMENT AND ANY IDENTIFIED CONFLICTS ARE REFERRED TO AND ADDRESSED BY THE ORGANIZATION'S INTERNAL LEGAL COUNSEL AND/OR CORPORATE INTEGRITY OFFICER. THE DISCLOSURES OF MEMBERS OF THE GOVERNING BOARD AND MEMBERS OF THE BOARD COMMITTEES ARE REVIEWED BY THE CHAIR OF THE BOARD. THE ENTIRE BOARD, ABSENT THE SUBJECT BOARD OR COMMITTEE MEMBER DETERMINES WHETHER A CONFLICT EXISTS. BOARD MEMBERS AND/OR BOARD COMMITTEE MEMBERS WITH IDENTIFIED CONFLICTS ARE REQUIRED TO RECUSE THEMSELVES FROM DELIBERATING AND VOTING ON MATTERS THAT MAY PRESENT A CONFLICT. THE ORGANIZATION ALSO MAINTAINS PURCHASING POLICIES REQUIRING COUNTER SIGNATURES TO FURTHER MINIMIZE THE RISK ASSOCIATED WITH ACTUAL AND/OR POTENTIAL CONFLICTS OF INTEREST. Form 990, Part VI, Line 19 Required documents available to the public THE CARLE FOUNDATION, THE SYSTEM PARENT ORGANIZATION OF PEKIN MEMORIAL HOSPITAL, PUBLISHES THROUGH WWW.DACBOND.COM AND HTTPS://EMMA.MSRB.ORG/ ITS QUARTERLY UNAUDITED FINANCIAL STATEMENTS, ANNUAL AUDITED FINANCIAL STATEMENTS, A MANAGEMENT'S DISCUSSION & ANALYSIS TO ACCOMPANY THE FINANCIAL STATEMENTS, AND AN ANNUAL REPORT OF CERTAIN OPERATING AND FINANCIAL INFORMATION. ADDITIONALLY, OFFICIAL STATEMENTS FOR OUTSTANDING MUNICIPAL BOND ISSUES FOR WHICH THE CARLE FOUNDATION IS OBLIGATED ARE AVAILABLE AT THESE WEBSITES. THESE DOCUMENTS INCLUDE EXTENSIVE INFORMATION ABOUT THE ORGANIZATION'S HEALTH CARE DELIVERY SYSTEM MODEL, RECENT HIGHLIGHTS/ACCOMPLISHMENTS, GOVERNANCE AND ADMINISTRATION, STRATEGIC PLAN, FACILITIES, CLINICAL PROGRAMS, MEDICAL STAFF, SERVICE AREA, COMPETITIVE ENVIRONMENT, DEMOGRAPHIC DATA, UTILIZATION STATISTICS, SUMMARY FINANCIAL INFORMATION, ACADEMIC AFFILIATIONS AND EDUCATIONAL PROGRAMS, MEDICAL RESEARCH, ACCREDITATIONS, AND ITS EMPLOYEES. THIS INFORMATION IS AVAILABLE AT NO CHARGE TO THOSE WHO REGISTER AT THE WWW.DACBOND.COM WEBSITE OR BY SEARCHING AT HTTPS://EMMA.MSRB.ORG/. IN ADDITION, FORMS 990 OF THE ORGANIZATION'S FILING ENTITIES ARE AVAILABLE THROUGH DACBOND. QUARTERLY FINANCIAL STATEMENTS ARE ALSO AVAILABLE UPON REQUEST DELIVERED TO THE ORGANIZATION'S ADMINISTRATIVE OFFICES. THE ORGANIZATION'S GOVERNING DOCUMENTS AND CONFLICT OF INTEREST POLICIES ARE ALSO AVAILABLE UPON REQUEST TO THE ORGANIZATION'S ADMINISTRATIVE OFFICES. Form 990, Part VII, Section A COLUMN B THE AVERAGE ESTIMATED HOURS PER WEEK LISTED FOR THE REPORTING ORGANIZATION AND RELATED ORGANIZATIONS ARE BASED ON A STANDARD 40-HOUR WEEK. MEMBERS MAY FREQUENTLY DEVOTE MORE THAN 40 HOURS OF SERVICE TO THE ENTIRE ORGANIZATION DURING AN AVERAGE WEEK. Form 990, Part VIII, Line 11d Other Miscellaneous Revenue All other revenue - Total Revenue: 3614, Related or Exempt Function Revenue: 3614, Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: ; Form 990, Part XI, Line 9 Other changes in net assets or fund balances INTERCOMPANY RECEIVABLE/PAYABLE SETTLEMENTS - 325644; Total - 325644; Form 990, Part XII, Line 2c CHANGE OF OVERSIGHT PROCESS OR SELECTION PROCESS FORM 990, PART XII QUESTIONS 2A, B, C AND PART IV, QUESTION 12 THE FINANCIAL STATEMENTS FOR PEKIN MEMORIAL HOSPITAL WERE AUDITED ON A CONSOLIDATED BASIS. THE CARLE FOUNDATION HAS AN AUDIT COMMITTEE CONSISTING OF MEMBERS OF THE GOVERNING BOARD AND THE CHIEF FINANCIAL OFFICER WHO TOGETHER ASSUME RESPONSIBILITY FOR THE AUDIT OF ITS FINANCIAL STATEMENTS AND SELECTION OF AN INDEPENDENT ACCOUNTANT OR AUDITOR. Form 990, Part VI, Line 15 15A & 15B - Process to Establish Compensation of Top Management Official PEKIN MEMORIAL HOSPITAL DOES NOT COMPENSATE ITS OFFICERS. EMPLOYEE COMPENSATION FOR THESE INDIVIDUALS IS PAID BY THE SYSTEM PARENT ORGANIZATION, THE CARLE FOUNDATION. THE GOVERNING BOARD OF THE CARLE FOUNDATION, THE SYSTEM PARENT ORGANIZATION OF PEKIN MEMORIAL HOSPITAL THROUGH ITS COMPENSATION COMMITTEE COMPRISED OF INDEPENDENT MEMBERS FREE OF CONFLICT, ANNUALLY REVIEWS EXECUTIVE COMPENSATION LEVELS AND ESTABLISHES APPROPRIATE SALARY RANGES AND OTHER FEATURES OF THE COMPENSATION PLAN IN ACCORDANCE WITH THE ORGANIZATION'S APPROVED COMPENSATION PHILOSOPHY AND STRATEGY: -THE COMMITTEE IS COMPRISED OF MEMBERS OF THE GOVERNING BOARD; WHO ARE INDEPENDENT OF THE CARLE FOUNDATION MANAGEMENT; HAVE NO PERSONAL INTEREST IN THE COMPENSATION ARRANGEMENTS; ARE NOT RELATED TO, OR UNDER THE CONTROL OF ANY INDIVIDUAL WHOSE COMPENSATION ARRANGEMENT IS BEING REVIEWED; AND HAVE NO MATERIAL BUSINESS RELATIONSHIP WITH THE CARLE FOUNDATION. -THE CHIEF EXECUTIVE OFFICER'S COMPENSATION IS DETERMINED BY THE COMPENSATION COMMITTEE IN RELATION TO APPROPRIATE COMPARABILITY DATA. COMPENSATION FOR OTHER MEMBERS OF THE EXECUTIVE STAFF IS DEVELOPED BY THE CEO, EVALUATED AGAINST MARKET DATA, AND REVIEWED AND APPROVED BY THE COMMITTEE. -THE COMMITTEE APPROVES ALL ANNUAL COMPENSATION DECISIONS IN ADVANCE OF THEIR IMPLEMENTATION AND DOCUMENTS ITS DETERMINATIONS AND DISCUSSIONS. -THE COMPENSATION COMMITTEE RELIES UPON A NUMBER OF EXTERNAL RESOURCES AND COMPARISONS, AND ITS ANALYSIS INCLUDES TOTAL COMPENSATION (CASH COMPENSATION PLUS BENEFITS PROVIDED BY THE CARLE FOUNDATION) IN RELATION TO ORGANIZATIONAL PERFORMANCE AND PREVAILING INDUSTRY PRACTICES FOR LIKE RESPONSIBILITIES AT COMPARABLY SIZED ORGANIZATIONS. THE COMMITTEE HAS ENGAGED THE SERVICES OF A COMPENSATION CONSULTING FIRM SPECIALIZING IN THE NOT-FOR-PROFIT SECTOR, WHICH HAS WORKED WITH THE CARLE FOUNDATION AND MAKES ITS REPORTS DIRECTLY AVAILABLE TO THE COMPENSATION COMMITTEE. 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IL NA C Corporation true CARLE RESEARCH PRODUCTS INC 611 W PARK STREET URBANA IL 61801 999999999 MEDICAL RESEARCH - INACTIVE IL NA C Corporation true CARLE RISK MANAGEMENT COMPANY 611 W PARK STREET URBANA IL 61801 371217973 RISK MANAGEMENT IL NA C Corporation true CARLE VENTURES INC 611 W PARK STREET URBANA IL 61801 371313150 HEALTH CARE PARTNERSHIPS IL NA C Corporation true CHA HOLDING INC 3310 SOUTH FIELDS DR CHAMPAIGN IL 61822 471854275 HOLDING CO. 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WA NA C Corporation true HEALTH PLUS INC 611 W PARK STREET URBANA IL 61801 371295532 CONTRACTING IL NA C Corporation true HEALTH SYSTEMS INSURANCE LIMITED GOVERNORS SQUARE 2ND FLOOR BLDG 3 23 LIME TREE BAY AVE GRAND CAYMAN CJ KY11102 980638449 INSURANCE CJ NA C Corporation true METHODIST HEALTH VENTURES INC 611 W PARK STREET URBANA IL 61801 371140939 HOLDING CO. IL NA C Corporation true OPTIMUM HEALTH SOLUTIONS INC 611 W PARK STREET URBANA IL 61801 205430137 CARE COORDINATION - INACTIVE IL NA C Corporation true PEKIN PROHEALTH INC 611 W PARK STREET URBANA IL 61801 371117052 CLINICAL OPERATIONS IL NA C Corporation true PROVIDER RESOURCE MANAGEMENT INC 611 W PARK STREET URBANA IL 61801 371223550 PHYSICIAN SERVICES IL NA C Corporation true false false true false false false false false false false false false true false false true true true true CARLE DEVELOPMENT FOUNDATION C 20956 BOOK Health Systems Insurance Limited M 245564 BOOK