2026-05-12T15:12:20-05:00 2025-06-30 990 2024-07-01 540544705 Johnston Memorial Hospital Inc JOHN 4233023467 311 Princeton Road Suite 1 Johnson City TN 376012080 John Jeter CEO 4233033349 2026-05-12 1 2024 2025-03-06 01:10:19Z John Jeter 16000 Johnston Memorial Dr Abingdon VA 24211 197311337 0 X balladhealth.org X 1917 VA Honor those we serve by delivering the best possible care. 4 0 0 80 56872 11640 2533202 628605 211247096 185289900 4503108 8684542 1193906 1833663 219477312 196436710 106900 124559 0 0 62297910 66490113 0 0 0 123586533 110248566 185991343 176863238 33485969 19573472 316568944 319954956 148023623 125044564 168545321 194910392 X Honor those we serve by delivering the best possible care.Ballad Health is dedicated to improving the health of the 29-county Appalachian Highlands region. 0 0 148127576 124559 185305791 See Schedule O 148127576 1 1 0 1 0 0 0 0 0 0 1 0 0 1 1 1 0 1 0 0 0 0 0 0 0 0 1 1 1 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 0 0 0 1 0 0 1 0 1 1 0 0 0 0 0 0 0 0 0 0 0 X 4 0 0 0 0 0 1 1 1 1 1 0 0 1 1 1 1 1 1 0 0 0 VA TN X Shane Hilton 4233023467 303 Med Tech Parkway Suite 300 Johnson City TN 37604 X Alan Levine BH PresCEO Director, Chair 1.00 64.00 X X 0 3848876 286146 Marvin Eichorn BH EVPCAO Director 1.00 64.00 X X 0 1445711 53543 Eric Deaton BH EVPCOO Director 1.00 64.00 X X 0 1747698 137400 Julie Bennett CLOGovnc Offcr Director, Secretary 1.00 64.00 X X 0 976689 102286 John Jeter CEO JMH/BRMC 22.00 23.00 X 0 526257 50737 Shane Hilton BH EVP/CFO 1.00 64.00 X 0 988163 113059 Sean Mills CFO Acute Svcs Reg. Operations 1.00 44.00 X 0 498867 44489 Brooke Davis CFO JMH, RCH, SCCH Behavioral Health 5.00 40.00 X 0 221568 33965 Bryan Mullins COO - JMH 45.00 0.00 X 0 335309 43551 Melissa Whited CNO Associate Administrator 40.00 0.00 X 0 172266 40896 Brenda Woodruff Registered Nurse 40.00 0.00 X 0 173509 23098 Mhroos Faik Barak Peters MD VP/CMO 40.00 0.00 X 0 458658 30762 Mathew Harris Physical Therapist 40.00 0.00 X 0 162313 25566 Vicki Adkins Pharmacist 40.00 0.00 X 0 164390 10025 Adam White Pharmacist 40.00 0.00 X 0 166791 41899 Lynn Krutak Former Officer 1.00 64.00 X 0 1101262 76184 Tim Belisle Former Officer 0.00 0.00 X 0 448129 0 Andrew Wampler BH SVPGen Cnsl Former Officer 1.00 54.00 X 0 464057 77887 James White Fmr Hghst Comp Pharmacist 0.00 40.00 X 0 169058 22892 Johnathan Boone Fmr Hghst Comp Pharmacist 0.00 40.00 X 0 176057 19613 Lea Mullins Fmr Hghst Comp Multi Fac Dir - Pharm Svcs 0.00 40.00 X 0 291408 43681 0 14537036 1277679 0 1 1 0 0 628605 628605 Patient Revenue 622110 184495998 184495998 Rent to Related Org 622110 493739 493739 Hosp Residency Program 622110 238014 238014 Lab Outreach Revenue 621500 56785 0 56785 O/P Rehab Revenue 622110 5364 5364 185289900 3717484 3717484 1917314 874627 1042687 1042687 1042687 31863 4935195 0 0 31863 4935195 4967058 15195 4951863 Cafeteria/Vending 722514 637397 637397 Support Services 900099 57481 57481 Auxiliary Rec 900099 35948 35948 60150 87 60063 790976 196436710 185305791 56872 10445442 X 124559 124559 915682 915682 52744164 42615675 10128489 1364897 1095226 269671 8237724 4762117 3475607 3227646 3066517 161129 370933 370933 200778 160718 40060 58142135 49331392 8810743 73158 26728 46430 1289806 1240639 49167 2381256 2303282 77974 3148150 3105045 43105 230740 222828 7912 1911509 1904385 7124 7016499 6765146 251353 440028 411109 28919 Medical Supplies 23576457 23576457 Maintenance 4887180 4839373 47807 Support Fees 3387380 3387380 Lease Exp-Equipment 847121 834416 12705 2345436 1741964 603472 176863238 148127576 28735662 0 3525 3525 70781 9774 20968341 27266408 988639 571108 2941058 2649672 2502427 1976770 273229189 180270327 96869898 92958862 131845917 110809995 35200 35200 60343158 83673642 316568944 319954956 16174758 14194679 126496938 105414115 5351927 5435770 148023623 125044564 X 168545321 194910392 168545321 194910392 316568944 319954956 X 19573472 4673550 2118049 X 0 1 X 1 1 1 X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED 0 0 0 0 0 1 8962 0 0 0 8962 0 Part II-B, Line 1: Johnston Memorial Hospital had lobbying expenses of $8,962 which represents the portion of dues paid to various organizations attributable to direct lobbying, including Virginia Hospital and Healthcare Association. 7390483 7390483 165113360 92815435 72297925 6076889 5645103 431786 93353480 80737074 12616405 1294977 1072715 222263 92958862 Due From Affiliates 82541042 Other Receivables 1132600 83673642 Due to 3rd Party Payors 1709753 Due to Payor - Stimulus Reserve 173654 Operating Lease Obligation LT 1568626 Professional Liabilities Reserve 1983737 5435770 X Part X, Line 2: Johnston Memorial Hospital is included in the audited consolidated financial statements of Ballad Health. The footnote explanation relative to income taxes reads: "Ballad is classified as an organization exempt from federal income taxes under Section 501(c)(3) of the Internal Revenue Code. As such, no provision for federal income taxes is included in the accompanying consolidated financial statements. Taxable subsidiaries are discussed in Note K. No significant uncertain tax positions exist at June 30, 2025 and 2024. Tax returns for 2022 through 2024 are subject to examination by the Internal Revenue Service." 1 1 X 1 X 225.000000000000 1 X 450.000000000000 1 1 1 0 1 1 2254138 2254138 0.01270 31801233 42403058 0 0.00000 34055371 42403058 2254138 0.01270 1149238 23096 1126142 0.00640 9107790 3327690 5780100 0.03270 33867741 5535073 28332668 0.16020 403605 16989 386616 0.00220 98559 98559 0.00060 44626933 8902848 35724085 0.20210 78682304 51305906 37978223 0.21480 1 8811541 440577 29833570 26826261 3007309 X 1 1 1 1 Johnston Memorial Hospital Inc 16000 Johnston Memorial Drive Abingdon VA 24211 balladhealth.org/locations H 1864 X X X X Johnston Memorial Hospital 1 0 0 1 X X X X X X X X X X 24 1 1 0 1 X balladhealth.org/locations X 1 25 0 1 0 1 X 225.000000000000 450.000000000000 X X X X X 1 1 X X X X 1 X balladhealth.org X balladhealth.org X balladhealth.org X X X X X X 1 X 0 X X X X 1 X 0 0 Johnston Memorial Hospital Part V, Section B, Line 3j: The Community Health Needs Assessment report also included information related to other findings from the data collection process. Special topics such as Adverse Childhood Experiences, Access, Child Health, and others were also detailed. The report also included extensive data appendices further describing the community and health and social related outcomes. Johnston Memorial Hospital Part V, Section B, Line 5: To assess the health of those living in our service area, Ballad Health utilized the Mobilizing for Action through Planning and Partnerships (MAPP 2.0) framework. This comprehensive assessment was conducted from summer 2023 through spring 2024 and included all Ballad Health hospitals. We gathered primary data through surveys with community partners and members, as well as stakeholder meetings. There was broad representation from multi sector community partners such as, but not exclusively, health departments, academic institutions, community-based organizations, faith-based organizations, justice systems, behavioral health organizations, clinical providers, governmental agencies, emergency personnel, and social services. There was also special focus on including vulnerable and marginalized populations input. Additionally, we compiled secondary data from national, state, regional and county sources. This thorough approach helps us understand and address the unique health needs of our communities. Throughout the community health needs assessment process, we focused on identifying health priorities and disparities within each community. Community members ranked the top three health issues in their area, providing valuable local insights. Combining these perspectives with county, state and national data gives us a comprehensive view of the region's health. This foundation helps us develop effective solutions to improve health outcomes for all. Johnston Memorial Hospital Part V, Section B, Line 6a: The comprehensive assessment was conducted from summer 2023 through spring 2024 and included all Ballad Health hospitals (Bristol Regional Medical Center, Dickenson Community Hospital, Franklin Woods Community Hospital, Greeneville Community Hospital, Hancock County Hospital, Hawkins County Memorial Hospital, Holston Valley Medical Center, Indian Path Community Hospital, Johnson City Medical Center, Johnson County Community Hospital, Johnston Memorial Hospital, Lee County Community Hospital, Lonesome Pine Hospital, Niswonger Children's Hospital, Norton Community Hospital, Russell County Hospital, Smyth County Community Hospital, Sycamore Shoals Hospital, Unicoi County Hospital, and Woodridge Hospital). Johnston Memorial Hospital Part V, Section B, Line 11: Phase 3 of the MAPP 2.0 framework focuses on the continuous improvement of the community. As part of this phase, presentations on Ballad Health's Community Health Needs Assessment (CHNA) process were provided to each of the hospital boards to promote engagement and secure buy-in ahead of the development of Community Health Improvement Plans (CHIPs). These presentations aimed to ensure that hospital leadership fully understood the CHNA process and were committed to the subsequent steps. The CHIPs were developed by each facility based on the CHNA findings and involve collaboration between hospital leadership and community partners in their design and implementation. Each CHIP outlines specific, actionable strategies tailored to address the priority health issues identified in the CHNA. These strategies include measurable objectives, timelines, and assigned responsibilities to ensure accountability and progress tracking.Recognizing the complexity of the identified health issues, Ballad Health emphasizes the importance of collaboration, ensuring that all partners have a seat at the table. This inclusive approach is essential for addressing the multifaceted health challenges that no single entity can manage alone. By fostering strong partnerships and collective action, Ballad Health aims to create effective and sustainable health improvement strategies for the community. Furthermore, the CHIPs will include regular progress reviews and updates to adapt to emerging needs and challenges. This dynamic process ensures that the plans remain relevant and effective over time, continually improving health outcomes in the community. Through these comprehensive and collaborative efforts, Ballad Health is committed to making meaningful and lasting improvements in community health. Johnston Memorial Hospital Part V, Section B, Line 13h: Ballad Health's financial assistance policy allows for some exceptions to strictly adhering to federal poverty guidelines when awarding financial assistance. Unique circumstances may be weighed and assessed for financial assistance consideration on a case-by-case basis. Also, there are some services where financial assistance may be provided outside of federal poverty guidelines. These are noted in Ballad Health's financial assistance policy. Part I, Line 3c: Financial assistance approval can apply to an assortment of patients such as those who have exhausted their Medicaid/TennCare benefits, those who qualified for Medicaid/TennCare after the date of service, deceased patients with no estate or assets, uninsured patients, and underinsured patients. While Ballad Health's qualifications for financial assistance is based on federal poverty guidelines, asset values may also be used to determine financial assistance eligibility. Unique circumstances may be assessed on case-by-case basis. Charity approval covers current or active patient balances when they are approved and there is no limitation or cap on the amount of charity that a patient may receive. Ballad Health hospitals do not stop approving financial assistance for patient accounts if a hospital's charity write-offs exceed the hospital's charity budget.All Ballad Health hospitals provide an uninsured discount; the current uninsured discount is 85% for all acute facilities and 77% for all critical access facilities. In addition to the uninsured discount, many patients will further qualify for additional financial assistance. All patients seeking financial assistance must submit an application for financial assistance and submit documents in support of the information on the application, unless specifically excluded according to policy guidelines. Medicaid eligible patients will qualify for 100% financial assistance and not be required to complete the required documentation when: a) Medicaid eligibility requirements are met after the service is provided, b) non-covered charges occur on a Medicaid eligible encounter, or c) benefits have been exhausted. Deceased patients with no estate also qualify for 100% financial assistance.Financial assistance determinations may be retroactive for all outstanding balances. In addition, Ballad Health offers a number of programs with special discounts such as lactation consultation services, oncology treatment regimens, enrollment in various community programs and prescription drugs filled post-discharge. Part I, Line 7: The cost to charge ratio (worksheet 2 "ratio of patient care cost to charges") was used to calculate line 7a financial assistance at cost, which includes charity and uninsured discounts. JMH's cost accounting system was used to report Medicaid on Line 7b. Line 7e community health improvement includes costs that are taken directly from departmental operating reports or expenses specific to a community health event, with no additional overhead included in the cost. Line 7f health professions education is comprised of internships (primarily internal & family medicine residents, nursing, pharmacy, and therapy students) with schools and universities, allowing their health profession students to receive hands-on training in a hospital setting. JMH's Medicare-approved programs costs and Medicare reimbursement comes from filed Medicare cost reports. For line 7g subsidized health care services, JMH's cost accounting system is used because JMH has established, standard costing reports for these services. Although there are other service lines within our hospital that incur losses, we do not report services that hospitals are required by state licensure to provide, routine services or ancillary services. Line 7g also includes $26,343,531 of actual cost the hospital incurred that is attributable to physician clinics. Services are being subsidized at these clinics in order to maintain access and service in rural areas and would otherwise be unavailable to the community or below the community's need if not provided. We are careful to ensure no double counting of cost. Line 7h research represents JMH's expense allocation from Ballad Health for research. Line 7i cash and in-kind contributions include cash disbursements and in-kind donations of medications to local nonprofit rescue squads and fire departments. In-kind donations of medications are based on our actual cost for these items. Part II, Community Building Activities: JMH leaders support and encourage all team members to volunteer time, money and skills to community service projects and charitable organizations. Senior leaders and board members set a positive example for JMH team members, serving voluntarily on committees and boards of local service and nonprofit organizations. Some also serve as members and consultants on professional committees and task forces that affect regional development in healthcare and education. We do not capture costs associated with team members that serve on other nonprofit boards or provide services to other nonprofits.JMH, in collaboration with area health agencies and providers, may offer assistance with coordination, advocacy, or contribute supplies to support groups for their program activities that serve to assist special populations within our area. Most of these organizations work to improve the lives of community members that have limited, or no, financial resources. Part III, Line 2: Self-pay balances include accounts after payments and contractual adjustments (discounts) have been applied from all third-party payers such as Medicare, Medicaid, commercial insurers, and others - generally leaving the patient responsible for any remaining deductible and/or co-payment. Other self-pay accounts are from patients with no insurance or other third-party coverage. Under Ballad Health's system-wide self-pay policy, any patient who has no insurance and is ineligible for any government assistance program received an 85% discount. Many self-pay patients will further qualify for financial assistance (sometimes referred to as charity care) if they provide the financial information needed to deem them eligible, or upon determination of presumptive charity eligibility.After the normal collection process has indicated an account is uncollectible, JMH writes the account off to bad debt. The hospital's overall self-pay accounts receivable balance is evaluated on an ongoing basis to evaluate the age of accounts receivable, historical write-offs and recoveries and any unusual instances (such as local, regional or national economic conditions) which affect the collectability of receivables. Part III, Line 3: Ballad Health estimates that approximately 5% of JMH's bad debt would have qualified for financial assistance if patients had provided our hospital with a financial assistance application and required documentation. Pursuant to the merger, JMH has begun to score accounts using a presumptive eligibility tool. This tool utilizes various data points for a proprietary algorithm operated by an outside vendor to provide an individual's score which is then relied upon to assign presumptive charity eligibility. There are many instances of patients with account balances and no health insurance coverage that JMH believes would qualify for financial assistance. Although patients are encouraged to apply for assistance, many will not do so. JMH would prefer for patients to submit completed financial assistance applications given that historical data clearly indicates that most uninsured patients and many underinsured patients will qualify for financial assistance under JMH's program. Without a completed application, these are recorded as bad debt instead of charity care. Part III, Line 4: Ballad Health's audited financial statements include a footnote on page 15 that describes bad debt. JMH is included in the June 30, 2025 audited financial statements of Ballad Health (attached). Part III, Line 8: Excluding Medicare losses reported in Part I subsidized health, the Part III Medicare allowable costs are reported using JMH's filed Medicare cost report (C/R). The C/R uses a cost to charge ratio based on a step-down allocation methodology. Part III, Line 9b: Requests for financial assistance are evaluated using established guidelines, while allowing for unique financial circumstances - for example, medically indigent patients with catastrophic medical costs that would threaten the patient's household financial viability.When a patient requests financial assistance or when an application has been received, the patient's account is placed in a hold status to prevent further collection activities until financial assistance eligibility is determined. All Ballad Health hospitals comply with IRS 501(r) regulatory guidelines.Ballad Health's collection policy clearly states that all patients are treated equally - with dignity and respect. Ballad Health ensures that outside collection agencies adhere to Ballad Health billing and collection guidelines. The collection program includes communicating expected financial responsibility prior to service. Ballad Health hospitals provide assistance to help underinsured and uninsured patients determine sources of payment for medical bills and to help patients determine eligibility for programs such as Medicaid or TennCare.After insurance benefit verification, Ballad Health bills insurance carriers. If the insurance carrier denies payment of the service/procedure as non-covered or the patient has exceeded their maximum benefits, the service/procedure will qualify for the uninsured discount.Financial counselors are available to discuss financial assistance with patients and their families. Ballad Health hospitals provide a number of payment options:- a pre-service discount may be offered- a discount in excess of established discounting rates may be granted for catastrophic high dollar accounts- the hospital accepts all non-contracted and out-of-network payers and will make attempts to work with these payers regarding appropriate reimbursement and billing to their members-as part of Ballad Health's commitments to the State of Tennessee and Commonwealth of Virginia to form Ballad Health, not-in-network discounts are applied per policies in place for Ballad Health hospitals- payment arrangements are available so long as the account is not with a collection agencyReasonable efforts are made to determine if a patient is eligible for financial assistance - see Schedule H, Part VI, line 3 for information on how patients are informed about our financial assistance policy. Part VI, Line 2: Ballad Health and its hospitals have pledged to improve the health of our service area counties by focusing on access, quality and population health measures. These metrics enable Ballad Health to collaborate with our communities and address the region's health disparities and access challenges. Through the Community Health Needs Assessment (CHNA) process, we have gained valuable insights into the health disparities within our communities and prioritized the most pressing issues in each hospital's service area. This collaborative approach helps us educate and drive meaningful change, ensuring better health outcomes for all. The community health needs assessment identified chronic disease, behavioral and mental health, and obesity and overweight as the top three health priorities for the hospital service area. These issues emerged as the most pressing health concerns based on data from various sources, including local perspectives and community surveys. Addressing these critical areas allows us to focus efforts on improving overall health outcomes and quality of life in the region. Part VI, Line 3: Consistent with the Ballad Health financial assistance policy, JMH communicates with and provides education to our patients through various avenues regarding governmental assistance programs and hospital financial assistance. Various educational and application documents related to obtaining financial assistance are widely available at JMH and all documents are available on the Ballad Health website. Printed financial assistance educational materials are part of each registration packet and posters are displayed in highly visible areas of the hospital. JMH's financial assistance policy and documents are available in our emergency department and admitting areas. JMH is also happy to mail all documents to patients and offers a plain language summary. All documents are available in English and Spanish. Financial assistance information is available during pre-registration, registration and/or during financial counseling. JMH offers governmental program eligibility representatives to assist patients in securing eligibility for Medicaid or TennCare, federal disability and other governmental assistance programs. Additionally, if a patient or community resident expresses an interest in the ACA healthcare exchange, representatives have the qualifications and experience to assist them through the entire process. Our financial counselors offer financial assistance applications to patients who do not qualify for governmental assistance programs and are unable to pay for some or all of their healthcare.All patient billing statements have verbiage discussing financial assistance along with contact information. Our last letter to the patient displays the plain language summary. In all oral correspondences with a patient, if it is identified the patient cannot meet payment requirements on their account, financial assistance is discussed as an option.Applicants are notified of financial assistance determination in writing. Part VI, Line 4: Johnston Memorial Hospital, located in Abingdon, Virginia, primarily serves Washington, Russell and Smyth Counties in Southwest Virginia. Washington County has a population of 53,985. The population projections for Washington County over the next five years show that the county will likely experience little to no population growth overall. However, the age 65+ population for Washington County is projected to experience the most population change over the next five years, as it moves from 23.5% of the total population in 2021 to 26% of the population in 2026. The aging population of the county presents opportunities for earlier identification and better management of health conditions that oftentimes affect elderly populations in rural areas.Additionally, the median household income for Washington County is $59,116 which ranks well below the average for the state of Virginia at $87,249. Other demographic factors influencing health status in the county also includes education levels. A large portion of Washington County residents do not have an education past high school (46.6%). The remaining portion of the population reports having some college/associates degree (28.9%) or a bachelor's degree of greater (24.5%). Additionally, (13.9%) of Washington County residents do not have health insurance.According to the most recent County Health Rankings, Washington County, where Johnston Memorial Hospital is located, is ranked lower than the average county in Virginia for Population Health and Well-being, and for Community Conditions. Part VI, Line 5: JMH is dedicated to operating efficiently so that waste is minimized. JMH's leadership remains mindful of managing limited resources so that adequate facilities and equipment are available for the care of our patients. Surplus funds are invested into improving treatment options for our patients through new technologies, recruiting physicians and trained staff in shortage areas, and improving our facilities. Various checks and balances are established to ensure that expenditures for operating expenses and capital costs are reasonable and necessary. JMH serves as a training site for many types of health professions: nursing, pharmacy, psychology, lab, respiratory therapy, EMT, public health, etc. Students from several colleges receive training and experience in our hospitals. We devote resources to health conferences for local health professionals and offer other programs focused on improving the health of our residents. While we operate in a predominantly low-income, rural area, we continue to offer services that operate at a loss because Washington County residents would otherwise need to leave their home town or county to receive needed care.JMH entered into a lease agreement with Highlands Community Services (HCS), a non-profit organization that provides mental health, substance abuse and developmental services to residents of Washington County and Bristol, Virginia to open a crisis intervention team (CIT) assessment site that will provide a non-criminal justice setting where persons with mental illness can be taken by law enforcement officers for assessment. The goals of the CIT programs are generally oriented toward reducing injuries to both law enforcement and citizens, reducing arrest of persons in behavioral health crisis, improving access and linkage to appropriate community treatment and supports and promoting dignity and respect for individuals with behavioral health disorders. The foregoing goals are consistent with JMH's mission and JMH agreed to provide space to HCS for the operation of the CIT assessment site for $1 per year to lease the leased premises. JMH is providing the leased premises at a discounted rate in order to ensure the availability of a CIT assessment site in the community. The fair market value of the lease is approximately $35,000 annually. Physicians that request privileges who are qualified and credentialed are extended privileges by JMH. Part VI, Line 6: Johnston Memorial Hospital is a member of Ballad Health. The merger of Mountain States Health Alliance and Wellmont Health System in 2018 to form Ballad Health opened up many opportunities not previously available to two competing health systems. Collaboration started post-merger and Ballad Health continues to see progress towards improving efficiencies within our health system, activities consistent with Ballad Health's population health initiative, sharing best practice quality improvements, and other benefits related to operating as one rather than operating in a competitive environment. A clinical council was formed immediately following the merger. The council includes physicians nominated from the leadership of all Ballad hospitals. A Community Benefit and Population Health Committee of the board was established, and various other infrastructures have been established since the merger. Across Ballad's hospitals, there were many projects, programs and collaborative efforts that took place during the year. Part VI, Line 7, Reports Filed With States VA,TN Part VI, Additional Information Ballad Health is required to report community benefit estimates on a quarterly basis with the states of Virginia and Tennessee. The reporting includes all of Ballad Health hospital organizations and is reported using IRS Form 990, Schedule H instructions for reporting community benefit. Ballad Health operates under a Cooperative Agreement (CA) in Virginia and a Certificate of Public Advantage (COPA) in Tennessee as obligated by agreements between Ballad and the two states to allow Mountain States Health Alliance and Wellmont Health System to merge. 1 Barter Theatre PO Box 867 Abingdon VA 24212 546000120 501c3 15000 0 Cost Sponsorship VHCC Educational Foundation PO Box 828 Abingdon VA 24212 521225133 501c3 80000 0 Cost Nursing program Washington Co Life Saving Crew Inc 237 Park Street SE Abingdon VA 24212 541103215 501c3 0 7655 Cost EMS Supplies Donate Supplies William King Museum PO Box 2256 Abingdon VA 24210 541144120 501c3 10000 0 Cost Sponsorship 4 Part I, Line 2: The Ballad Health Community Benefit and Population Health Committee is a collective group of members from both Tennessee and Virginia. These members bring a variety of insights into community health improvement, striving to cultivate an understanding of population health, community benefit obligations, and the integral role that Ballad Health plays in enhancing health access. Senior leadership of Ballad Health, including the President and CEO and the COO, are present at these meetings. One of the committee's key duties is to ensure that charitable donations are in line with the policies set by the Ballad Health Board. All applications for assistance are completed with the necessary information to assess eligibility, and reviewed and approved by an administrative committee which includes members from the Community Benefit and Population Health Committee. In addition, community health improvement applications and recommendations are reviewed by the Community Benefit and Population Health Committee annually. Following a thorough review of all applications, approval must be obtained from various levels, including the Ballad Health CEO or the Ballad Health Board, depending on the level of commitment required. For those seeking funding for a specific event or program, the application should include the following details: -Mission statement of organization -Year organization was founded -Tax status and federal taxpayer ID number -Website -Description of the event/program -Event/program budget -Other sources of income -Impact of the event/program on the health of residents in our region -Beneficiaries of contribution -Number of people served annually -Event/program accomplishments -Measure of accomplishments 0 1 0 0 0 0 0 0 0 Alan Levine BH PresCEO Director, Chair 0 1520581 0 2128611 0 199684 0 253530 0 32616 0 4135022 0 0 Eric Deaton BH EVPCOO Director 0 894611 0 604644 0 248443 0 110198 0 27202 0 1885098 0 0 Marvin Eichorn BH EVPCAO Director 0 805288 0 598349 0 42074 0 20040 0 33503 0 1499254 0 0 Lynn Krutak Former Officer 0 414747 0 526405 0 160110 0 53781 0 22403 0 1177446 0 0 Shane Hilton BH EVP/CFO 0 615030 0 366316 0 6817 0 80643 0 32416 0 1101222 0 0 Julie Bennett CLOGovnc Offcr Director, Secretary 0 564044 0 403122 0 9523 0 78804 0 23482 0 1078975 0 0 John Jeter CEO JMH/BRMC 0 409518 0 102714 0 14025 0 20053 0 30684 0 576994 0 0 Sean Mills CFO Acute Svcs Reg. Operations 0 368562 0 75836 0 54469 0 12692 0 31797 0 543356 0 0 Andrew Wampler BH SVPGen Cnsl Former Officer 0 320716 0 93811 0 49530 0 52740 0 25147 0 541944 0 0 Mhroos Faik Barak Peters MD VP/CMO 0 359937 0 78393 0 20328 0 11050 0 19712 0 489420 0 0 Tim Belisle Former Officer 0 0 0 0 0 448129 0 0 0 0 0 448129 0 448129 Bryan Mullins COO - JMH 0 255455 0 64047 0 15807 0 16381 0 27170 0 378860 0 0 Lea Mullins Fmr Hghst Comp Multi Fac Dir - Pharm Svcs 0 214396 0 42628 0 34384 0 14094 0 29587 0 335089 0 0 Brooke Davis CFO JMH, RCH, SCCH Behavioral Health 0 183188 0 32328 0 6052 0 11467 0 22498 0 255533 0 0 Melissa Whited CNO Associate Administrator 0 138140 0 28893 0 5233 0 9282 0 31614 0 213162 0 0 Adam White Pharmacist 0 164909 0 0 0 1882 0 10682 0 31217 0 208690 0 0 Brenda Woodruff Registered Nurse 0 171281 0 0 0 2228 0 9046 0 14052 0 196607 0 0 Johnathan Boone Fmr Hghst Comp Pharmacist 0 174473 0 0 0 1584 0 10660 0 8953 0 195670 0 0 James White Fmr Hghst Comp Pharmacist 0 165420 0 0 0 3638 0 10418 0 12474 0 191950 0 0 Mathew Harris Physical Therapist 0 161870 0 0 0 443 0 0 0 25566 0 187879 0 0 Vicki Adkins Pharmacist 0 163861 0 0 0 529 0 9832 0 193 0 174415 0 0 Part I, Line 4b The following executives participated in a 457(f) retirement plan provided by Ballad Health. The 457(f) plan is a non-qualified tax-deferred compensation plan available to a select group of key executives for the intent of supporting retention and to offer a competitive total retirement program. Account balances have a "substantial risk of forfeiture". In addition to creditor risk, substantial risk of forfeiture is created through default risk if the participant's employment with Ballad is terminated prior to age 65. However, the 457(f) plan contains a non-compete provision that provides the account balance to be paid in a lump sum after the executive satisfies the two-year non-compete period. This provision applies to employer contributions if the executive has provided eligible service for six or more years. The executive will receive the entire account balance if he/she becomes disabled, dies or if the executive terminates for "good reason or is involuntarily terminated without "good cause" within a 24 month period after a change-of-control occurs. Distributions from this plan are subject to federal, state, and local taxes on the entire account balance upon distribution. Alan Levine $233,490 Eric Deaton $ 90,158 Julie Bennett $ 56,613 Shane Hilton $ 60,603 Lynn Krutak $ 38,666 Andrew Wampler $ 32,739 Upon meeting the Substantial Risk of Forfeiture provisions of the Ballad Health 457(f) Plan mentioned above, the following former executive received his deferred compensation plan balance during the year. Timothy Belisle $448,129 Form 990, Part III, Part 4a: Program Service Accomplishments Johnston Memorial Hospital's (JMH) membership consists of Mountain States Health Alliance. JMH is also a member of the Ballad Health network. Ballad Health (Ballad) is an integrated healthcare delivery system consisting of 20 hospitals in Northeast Tennessee and Southwest Virginia, including a Level 1 Trauma Center, dedicated children's hospital, several community hospitals, four critical access hospitals, a behavioral health hospital, an addiction treatment facility, long-term care facilities, home care and hospice services, retail pharmacies, outpatient services and a comprehensive medical management corporation. Ballad works closely with an active independent medical community and community stakeholders to improve the health and well-being of over one million people in 29 counties of the Appalachian Highlands in Northeast Tennessee, Southwest Virginia, Northwest North Carolina, and Southeast Kentucky. Ballad is a Tennessee non-profit corporation and is the main provider of healthcare services in Northeast Tennessee and Southwest Virginia. Ballad Health is a tax-exempt entity and the parent corporation of both Mountain States Health Alliance (MSHA) and Wellmont Health System (WHS). On February 1, 2018, Ballad was formed through a merger of two legacy systems, Mountain States Health Alliance and Wellmont Health System. Ballad was formed under state-action immunity in compliance with federal antitrust law, to create a healthier region and keep healthcare local. The action approving the merger was officially taken through the agreements made between Ballad and the State of Tennessee in the Certificate of Public Advantage (the "COPA") and the Letter Authorizing the Cooperative Agreement (the "CA") in Virginia. Pursuant to the COPA and CA, Ballad must fulfill certain obligations, commitments, and covenants. Tennessee and Virginia, through their respective health departments, supervise specific aspects of Ballad's operations under certain conditions of the COPA and the CA. The COPA and amendments are publicly available on the website of the Tennessee Department of Health, at https://www.tn.gov/health/copa.html. The Cooperative Agreement is available on the website of the Virginia Department of Health, at https://www.vdh.virginia.gov/licensure- and-certification/cooperative-agreement/. Johnston Memorial Hospital (JMH) located in Abingdon, Virginia (Washington County) began serving its community in 1905. The current 116-bed general acute care facility opened in 2011. JMH offers a full continuum of healthcare services from the family birth center to primary care, cardiac and surgical care services, and a state-of-the-art cancer center. JMH serves the populations of Washington, Russell, and Smyth Counties in Southwest Virginia. JMH is the sole member of Abingdon Physician Partners, a tax-exempt organization that owns and operates physician practices. Specific to the hospital included in this Form 990, services were provided to: 6,232 inpatients 121,263 outpatient visits 29,157 emergency visits 413 deliveries The Johnston Memorial Family Medicine Residency Program and the Internal Medicine Program provide advanced, innovative, and specialized training in Osteopathic Family Medicine and Internal Medicine. Training in Manipulative Treatment is also provided as part of both residency programs. Our residency programs feature a longitudinal training experience where participants learn the skills required to provide all-inclusive care to patients of all ages. The Johnston Memorial Dental Residency Program features a comprehensive training experience where participants learn the skills required to provide all-inclusive care. Johnston Memorial Hospital is affiliated with quality dental clinics located in Virginia and Alabama to provide access to quality faculty and a wide range of clinic experiences. JMH received the Silver Performance Achievement Award, recognizing its commitment to evidence-based care and improved outcomes for patients experiencing acute myocardial infarction. Ballad Health is in its seventh full year of operation under active supervision by the State of Tennessee and the Commonwealth of Virginia. Fiscal Year 2025 was marked by resilience, innovation, and a deepened commitment to improving health outcomes across Northeast Tennessee and Southwest Virginia. Throughout the period, Ballad Health continued to maintain and expand access to essential care and services, delivering high quality care, and reducing the cost of care for the people we are entrusted to serve. Over the past seven years, Ballad Health has made significant strides in regional healthcare. The organization successfully reopened a previously closed hospital in Southwest Virginia, invested capital in critical infrastructure, expanded services where needed, and consolidated others where appropriate. We met the challenges of a global pandemic that claimed thousands of lives in our region and severely disrupted hospital operations. We coordinated care in the wake of Hurricane Helene and its devastating aftermath and worked closely with both the Tennessee Department of Health and Virginia Department of Health to respond to the evolving needs of the region. Notable examples include investments in mental health services, the opening of high-quality childcare centers, the creation of the Quillen Center for Urological Services, and the launch of a new dental clinic that has served thousands of uninsured Virginians. Ballad Health has achieved these milestones while navigating national challenges, often responding faster and more effectively than other well-regarded hospitals and health systems. Similarly, our emergency department performance outpaces other peer hospitals on publicly reported metrics. Furthermore, a recent independent evaluation of physician access revealed that, while the rest of the nation has experienced a decline in physician supply, Ballad Health's rural region has either maintained or improved access in many specialties. In FY25, Ballad Health continued to demonstrate its commitment to improving the health of the Appalachian Highlands region through investments in its people, COPA Plan spending commitments, and capital. These investments included: - Partnering with the Tennessee Center for Nursing Advancement, the ETSU Research Corporation, East Tennessee State University (ETSU) College of Nursing, and StoryCollab on the Nursing Narrative Initiative. This project highlights the voices and experiences of nurses across the region, aiming to inspire future professionals and support current staff through storytelling and reflection. Additionally, investing in Ballad Health team members by launching B Excellent to strengthen our culture through continuous learning, skill-building, and team member engagement. - More than $65 million in new investments for rural health, behavioral health, children's health, population health, health research and graduate medical education, and health information exchange. - Capital spend of over $128 million, the highest level in our history. This included investments in new diagnostic and treatment technology, equipment upgrades, facility improvements, information technology, and the continued expansion of Niswonger Children's Hospital. Hurricane Helene Hurricane Helene tragically struck on September 27, 2024, causing catastrophic flooding throughout the Appalachian Highlands. Floodwater from Hurricane Helene permanently destroyed Unicoi County Hospital and caused significant disruption to several other facilities. At Greeneville Community Hospital, Sycamore Shoals Hospital, Johnson County Hospital and Laughlin Healthcare services had to be suspended and patients relocated due to flood-related damage and safety concerns. Thanks to Ballad Health's integrated system, coordinated emergency response, and the dedication of our team members, all patients were safely evacuated to other facilities. In response, Ballad Health quickly established a 24/7 advanced urgent care clinic in Erwin, Tennessee, to ensure continued access to critical healthcare services for the community. Strengthening Rural Access Through Strategic Workforce Planning Ballad Health is taking a proactive approach to protecting care in rural Appalachia. To guide this effort, Ballad Health engaged a nationally recognized healthcare consulting firm to conduct a detailed provider needs assessment. This process closely examines the supply and demand for physicians and advanced practice providers in the region and helps guide recruitment where shortages are most severe, and ensures we meet federal requirements. Nationally, the projected shortage of primary care physicians by 2030 ranges from 27,300 to 40,300, according to the Association of American Medical Colleges (AAMC) and other workforce studies. This makes Ballad Health's forward-looking strategy especially critical for rural regions. Since 2018, Ballad Health has recruited more than 800 providers to help close important gaps across the region. Between 2022 and 2025, general primary care adequacy improved from 62% to 72%, and 8 of 12 specialties also showed measurable progress. Ballad Health's access and quality metrics now outperform many national peers. Only 1% of emergency room patients leave before being seen, compared to 6 to 8% at other emergency rooms. Discharge times are up to 100 minutes faster than leading academic medical centers and sepsis care compliance ranks among the best in the country. Quality of Care - Recognition from Independent Organizations: Ballad Health hospitals achieved national recognition for quality and safety from several respected national organizations, including U.S. News & World Report, the American Medical Association, and the American Heart Association. The Blue Cross and Blue Shield Association designated multiple Ballad Health hospitals as "Blue Distinction Centers" in service areas such as cardiology, hip and knee replacement, and maternity care. In addition, they highlight only five hospitals in Tennessee as "Blue Distinction Centers in Quality and Value" for cardiology services, with two of the five hospitals being Ballad Health facilities. Leading Innovation in Physician Well-Being Ballad Health Medical Associates has earned bronze-level national recognition from the American Medical Association as a Joy in Medicine Health System organization for taking meaningful steps to address physician burnout and promote well-being across the Appalachian Highlands. Ballad Health Medical Associates is the only organization in Tennessee to receive Joy in Medicine recognition for the 2025-2026 cycle, with only four organizations in Virginia achieving this distinction. Cardiovascular Excellence Continues to Set National Standards Holston Valley Medical Center continues to lead the nation in cardiovascular care, cementing Ballad Health's reputation as a destination for exceptional cardiac treatment. For 2025, Healthgrades named Holston Valley one of America's 50 Best Hospitals for Vascular Surgery for the sixth consecutive year and ranked it No. 1 in Tennessee for vascular surgery. Holston Valley also earned the Vascular Surgery Excellence Award and received five-star ratings for several critical procedures, including abdominal aorta repair, carotid surgery (achieving this distinction for the 16th year in a row), and peripheral vascular bypass. Holston Valley and Bristol Regional Medical Center earned the Platinum Performance Achievement Award from the American College of Cardiology (ACC) for excellence in heart attack care through the chest pain - MI Registry. Johnston Memorial Hospital received the Silver Performance Achievement Award, recognizing its commitment to evidence-based care and improved outcomes for patients experiencing acute myocardial infarction. These honors reflect the dedication of Ballad Health's clinical teams to consistently deliver high-quality, guideline-driven care that improves survival rates and long-term outcomes for heart patients across the Appalachian Highlands. This recognition reflects Ballad Health's commitment to creating a supportive and efficient work environment for physicians and advanced practice providers, an essential strategy for improving care quality and access in rural communities. These results show Ballad Health's commitment to listening to our communities, recruiting where it matters most, and building the strong healthcare workforce the Appalachian Highlands relies on. Recognition Spanning Our Entire Health System U.S. News & World Report 2025-2026 National and Regional Distinctions: - Holston Valley Medical Center was named a "Best Regional Hospital and ranked No. 9 in Tennessee, earning "high performing distinctions in 10 different clinical areas. - Bristol Regional Medical Center, Indian Path Community Hospital, and Johnson City Medical Center were recognized for excellence in cardiac, pulmonary, and surgical care. - Specific clinical honors include high-performance ratings in hip fracture and hip replacement care, gynecological cancer treatment, aortic valve surgery, abdominal aortic aneurysm repair, pacemaker implantation, pneumonia care, spinal fusion, colon cancer surgery, transcatheter aortic valve replacement, and diabetes care. Charity Care Update Ballad Health maintained increased patient eligibility for charity care at 225% of the federal poverty guidelines (up from 200% before the merger in 2018). In FY25, Ballad Health provided over $65 million for charity care, the highest since its formation. Notably, the weighted average median household income in the region is approximately $51,000 with some communities falling below that level. Ballad Health's threshold for free charity care for a family of 2.5 people is approximately $54,000 based on 225% of the Federal Poverty Level. This positions Ballad Health as having one of the most generous charity care policies in the nation. Ballad Health continued its efforts to reduce the number of preventable hospitalizations and emergency department visits. Ballad Health also remained committed to advancing value-based initiatives, such as the Appalachian Highlands Care Network (AHCN). The AHCN connects uninsured patients and their families with free or low-cost clinics, dental services, financial counseling, and preventative care services. The AHCN is recognized as a national model for partnership programs between a health system and local organizations, outpatient clinics and providers working together to deliver a more supportive system of care for the uninsured population. These efforts to provide cost efficient care benefit the taxpayers, patients, and hospitals. By the end of the period, the AHCN had enrolled over 11,100 uninsured individuals, demonstrating its growing impact across the Appalachian Highlands. Progress in Target Areas Ballad Health achieved improvements in the target areas of expanding access to care, improving quality of care, and lowering the cost of care. I. Access to Care & Population Health Access to Care Metrics: Ballad Health achieved improvements in 20 of 25 access measures over the pre-merger baseline. Notable areas of improvement since FY24 include appropriate emergency department wait times, asthma emergency department visits, diabetes screening, and rate of SBIRT administration during emergency department visits. The virtual urgent care platform is available 24/7 and accessible via smartphone or internet, and Ballad Health is the only regional provider offering this service. II. Improving Quality of Care, Patient Experience & Staff Experience a. Quality of Care Metrics: Ballad Health publishes its quality data on its website. The currently reported baselines are pre-COVID. Notable highlights include the following: i. Ballad Health improved in 10 of the 17 target measures for FY25 using the pre-COVID baselines. ii. Emergency Department throughput metrics have shown improvement. Notably, OP22 Left Without Being Seen decreased by 33.8% compared to FY24. The median time from ED arrival to transport for admitted patients and the ED2b ED Decision to Transport (ED1) also improved. iii. Ballad Health implemented a standardized mortality case review process, supported by predictive analytic tools to help caregivers identify and act on early signs of deterioration. These efforts contributed to measurable reductions in mortality from FY23 to FY25, across various conditions, including Heart Failure (25%), Pneumonia (18%), and Sepsis (14%). iv. Among the hospital infection indicators, Ballad Health is performing as expected or meeting the measure in all but one measure when using the Centers for Disease Control and Prevention's recommended adjustment methodology accounting for differences in patient population. b. Clinical Council: The Clinical Council (the Council) is aligned with the Ballad Health Board of Directors and the Board's Quality, Service and Safety Committee (QSSC). During FY25, the Council was comprised of 27 physicians from many backgrounds and specialties. Of those physicians, nearly half were independent. The Council continued to assist in establishing key quality and patient safety priorities with consideration to risk, volume, propensity for problems (including incidence, prevalence, and severity), impact on health outcomes, patient safety and quality across all areas of care. Key accomplishments in FY25 included: i. enhancements in electronic health record workflows, ii. standardization of a variety of high-value care initiatives, iii. implementation of projects for provider wellbeing and workforce support, iv. updates to medication use processes, and v. improvements to children's and women's care standards. c. Patient Experience: In the aggregate, 90% of patients surveyed by Press-Ganey, the nation's most credible firm for tracking patient and employee experience, would recommend Ballad Health's hospitals. In some Ballad Health hospitals, that number reaches as high as 97%. While emergency department wait times remain a concern, it should be noted that the metrics for Ballad Health outperform national averages, and some of America's, Tennessee's, and Virginia's most well-respected health systems in areas such as patients who leave without being seen, time from presentation to discharge, and sepsis care. III. Lowering Cost of Care Ballad Health and community physicians continue to reduce the cost of care to patients, employers, and government payors through value-based care. a. Price Transparency: Ballad Health continued to meet the Centers for Medicare & Medicaid Services hospital price transparency requirements under section 2718(e) of the Public Health Service Act. As such, Ballad Health's gross charges, discounted cash prices, payer-specific negotiated rates, and de-identified minimum and maximum negotiated rates for all hospital items and services as well as a consumer-friendly estimator tool and other pricing information are publicly available on its website. b. Cost-Efficiency Measures: According to countyhealthrankings.org, Ballad Health and community physicians have reduced preventable hospitalizations in our region by 50% since 2017. This has resulted in over $200 million of annual recurring savings to taxpayers, employers, and patients. Our region's preventable hospitalization rate is as low, or lower than, communities like Nashville - a stunning result given the magnitude of resources available in those communities. In FY25, Ballad Health saw more than $45 million (for projects greater than $200,000) in savings due to cost-efficiency measures taken across the areas of contract labor, supplies, and pharmacy efficiency. Through the work of the AHCN, Ballad Health has helped reduce preventable hospitalizations for the uninsured population, reducing the cost to taxpayers of charity care, and improving patient safety by avoidance of hospitalization. Form 990, Part V, line 1a Ballad Health (BH), JMH's parent organization, filed Form 1096 on a consolidated basis for all subsidiaries that were required to file Forms 1099-MISC/NEC. JMH reimburses BH for all expenses related to vendor payments and the expenses are recorded on JMH's books. Form 990, Part V, line 2a - Number of Employees Ballad Health (BH), JMH's parent organization, processes payroll for JMH. JMH reimburses BH for all salary and benefits related to our team members and the expense is recorded on JMH's books. All other team members' reportable compensation, if included, is reported as compensation from related organizations on Part VII. Form 990, Part VI, Section A, line 6 Mountain States Health Alliance is the sole member of Johnson Memorial Hospital. Form 990, Part VI, Section A, line 7a There is a single class of member, Mountain States Health Alliance. Form 990, Part VI, Section A, line 7b Certain decisions of the board are pursuant to charter and Virginia statute, subject to approval of the members. These decisions include: dissolution of the corporation; merger of the corporation; non-ordinary course of business sale of assets, etc. No ordinary day-to-day decisions are subject to member approval. Form 990, Part VI, Section B, line 11b The Ballad Health Tax Department prepares and reviews the Form 990. During preparation other functional areas within the organization provide information and support to complete an accurate return. The return is reviewed by the organization's EVP/CFO and is provided in electronic form to all members of the Board of Directors prior to being filed with the IRS. Form 990, Part VI, Section B, line 12c Ballad Health policy requires Board of Directors and Board Committee members, the Executive Chair/President, and Executive Vice Presidents to complete a conflict of interest disclosure statement on an annual basis. Ballad Health policy also requires team members to complete an annual acknowledgement that they have read and understand the conflict of interest policy and they will complete a conflict of interest disclosure statement if they have a conflict of interest. Should a conflict arise, it is the responsibility of the conflicted individual to update his or her disclosure immediately. All meetings of the board or board committees have a standing agenda item first on the agenda titled "Conflicts of Interest". If a member of the board or board committee has a conflict of interest involving any issue on the board agenda, he or she must declare the conflict of interest during the period allotted for disclosure. If any issue arises during a meeting in which the board member has a conflict of interest, he or she must immediately declare the conflict. While each member of the board or board committee is responsible for disclosing conflicts of interest, it is also the responsibility of any board member aware of a conflict which has not been disclosed to ensure the board is made aware. The presiding officer of a board or board committee meeting may ask a conflicted member to excuse themselves from the meeting during the discussion related to the issue with which the conflict of interest applies. Under no circumstances shall a member vote on a matter that gives rise to a potential conflict. This applies to all Ballad Health organizations. Form 990, Part VI, Section B, line 15 Line 15a - Compensation Process for Top Officials The executive compensation committee serves as the compensation oversight committee of Ballad Health's Board of Directors. The executive compensation committee is comprised of members who are determined to be independent and whom are not reliant upon any business relationship with Ballad Health for income or compensation. The compensation plan for Alan Levine, Ballad Health's Chairman, President and CEO, was reviewed and approved by the executive compensation committee and then by the Ballad Health Board of Directors in accordance with the Board's compensation policy and practice. The Board of Directors relies upon the advice of an independent and experienced compensation consultant with knowledge about pay practices for comparable positions within the industry, and who has access to broad data, studies and surveys in order to ensure the compensation falls within competitive and appropriate ranges for the position. Line 15b - Compensation Process for Top Officers On an annual basis, Ballad Health's Human Resources (H/R) Department evaluates compensation for all executives at a position level of Assistant Vice President and above. H/R's evaluation is based on market data obtained from independent third-party consultants for positions with similar responsibilities at similarly situated organizations. Based on this comparable data, Ballad Health's CEO evaluates the data and, if appropriate, makes necessary adjustments. Any adjustments to Senior Vice Presidents or above are reviewed by the Board of Directors Executive Compensation Committee. In addition, Ballad Health offers an incentive plan to executives based on targeted achievement metrics categorized by; Quality, Service and Safety; Access to Care; Financial Stewardship, and any other metrics approved from time to time by the Board of Directors. Form 990, Part VI, Section C, line 19 Governing documents and conflict of interest policy are made available upon request to the appropriate parties requesting them. Financial statements are made available upon request to appropriate parties requesting them, and they are made available to those parties who own indebtedness of the company on a quarterly basis. Part VII, Section A, Line 2 Line 2, does not include W-2's processed by our parent organization, BH, on behalf of JMH. Team members' reportable compensation, if included in Part VII, Section A, is reported as compensation from related organizations. Form 990, Part IX, line 11g Hospital Supported Clinics: Program service expenses 26,459,909. Management and general expenses 0. Fundraising expenses 0. Total expenses 26,459,909. Physician Fees: Program service expenses 7,629,984. Management and general expenses 0. Fundraising expenses 0. Total expenses 7,629,984. Dietary Services: Program service expenses 1,788,974. Management and general expenses 0. Fundraising expenses 0. Total expenses 1,788,974. Consulting Services: Program service expenses 65,268. Management and general expenses 152,387. Fundraising expenses 0. Total expenses 217,655. Collection Services: Program service expenses 0. Management and general expenses 7,102,028. Fundraising expenses 0. Total expenses 7,102,028. Contract Labor: Program service expenses 6,304,318. Management and general expenses 152,387. Fundraising expenses 0. Total expenses 6,456,705. Environmental Services: Program service expenses 1,924,489. Management and general expenses 23,640. Fundraising expenses 0. Total expenses 1,948,129. Laboratory Services: Program service expenses 608,107. Management and general expenses 0. Fundraising expenses 0. Total expenses 608,107. Laundry Services: Program service expenses 587,496. Management and general expenses 0. Fundraising expenses 0. Total expenses 587,496. Engineering Services: Program service expenses 525,118. Management and general expenses 58,346. Fundraising expenses 0. Total expenses 583,464. Support Services: Program service expenses 0. Management and general expenses 40,372. Fundraising expenses 0. Total expenses 40,372. Other: Program service expenses 3,437,729. Management and general expenses 1,281,583. Fundraising expenses 0. Total expenses 4,719,312. Form 990, Part XI, line 9: Intercompany Transfers 2,118,049. 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