2026-04-13T11:38:46-05:00 2024-12-31 420714325 RSM US LLP 30 South Wacker Dr Suite 3300 Chicago IL 606063392 990 2024-01-01 356001540 Goshen Hospital Association Inc GOSH 5743642665 200 High Park Avenue Goshen IN 46526 Lisa M Wine CFO 5743642665 2026-04-10 1 1 Rebekuh Eley P01247672 3126343400 2026-04-10 2024 2025-03-06 01:10:19Z X Goshen Hospital Randal Christophel 200 High Park Avenue Goshen IN 46526 443630056 0 X https://goshenhealth.com X 1946 IN To improve the health of our communities by providing innovative, outstanding care and services. 13 7 1705 159 32124 0 2212673 2358402 244818208 264377989 19522363 10754416 6200264 6605726 272753508 284096533 30498125 26961510 0 0 113130650 116783802 0 0 0 152569393 163996300 296198168 307741612 -23444660 -23645079 480424959 412894617 169531890 119384802 310893069 293509815 X The mission of Goshen Hospital is to improve the health of our communities by providing innovative, outstanding care and service, through exceptional people doing exceptional work. 0 0 287441159 26961510 269121067 See Schedule O 287441159 1 1 0 1 0 0 0 0 0 0 1 0 0 0 1 1 0 1 0 0 0 0 0 0 0 0 1 1 1 0 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 0 0 1 132 0 1 1705 1 1 1 0 0 0 0 0 0 0 0 0 1 0 X 13 7 1 0 0 0 1 1 0 1 1 0 0 1 1 1 1 1 1 1 1 1 1 IN X Lisa M Wine 5743642665 200 High Park Avenue Goshen IN 46526 Randal Christophel President and CEO 40.00 2.00 X X 1140867 0 186365 Bolanle Adepoju MD Director and Physician 41.00 0.00 X 0 756330 47522 Andrew Vorhis NP Director 1.00 40.00 X 0 173104 36548 Matt Wells MD Director 1.00 40.00 X 0 445877 54916 Brittany Kauffman MD Director 1.00 40.00 X 0 348999 46322 Sharrell Gibson MD Director 1.00 40.00 X 0 445530 44943 Susan Stiffney RN Chair 1.00 1.00 X X 0 0 0 Jewel Yoder Vice Chair/Secretary/Treasurer 1.00 0.00 X X 0 0 0 Adrian Aguilar Director 1.00 0.00 X 0 0 0 Randy Cripe Director (until 12/2024) 1.00 0.00 X 0 0 0 Karen Pletcher Director 1.00 0.00 X 0 0 0 Liliana Quintero Director 1.00 0.00 X 0 0 0 Bonita Schrock Director 1.00 0.00 X 0 0 0 Karen Smith Director 1.00 0.00 X 0 0 0 Lisa M Wine Chief Financial Officer 40.00 2.00 X 520096 0 91379 Chris Hutfless Chief Legal HR & Compliance Officer 40.00 1.00 X 540797 0 72386 Daniel Nafziger MD Chief Medical Officer 40.00 0.00 X 586039 0 90694 Margaret S Franger VP of Population Health & Bus Develp. 40.00 0.00 X 662557 0 74741 Mark Podgorski VP of Hospital Operations 40.00 0.00 X 378845 0 88452 Julie Crossley Chief Nursing Officer 40.00 0.00 X 379584 0 67511 Urs Von Holzen MD Physician 40.00 0.00 X 0 735058 58480 Houman Vaghefi MD Physician 40.00 0.00 X 0 719752 38270 Irina Sparks MD Physician 40.00 0.00 X 0 535385 48353 Katarina Leckova MD Physician 40.00 0.00 X 0 575192 41610 Sharmila Roy Chowdhury MD Physician 40.00 0.00 X 0 498386 28170 Rob Myers Former Chief Operating Officer 0.00 0.00 X 244796 0 0 4453581 5233613 1116662 115 1 1 0 Quest Diagnostics PO Box 775460 Chicago IL 60677 Diagnostic Services 3470293 Hagerman Inc 510 W Washington Blvd Ft Wayne IN 46802 Construction 3255248 Southeast Anesthesiologists PC 450 East 96th Street Ste 200 Pittsburgh PA 15251 Medical Services 2076440 Apogee Medical Management 15059 N Scottsdale Rd Ste 600 Scottsdale AZ 85254 Medical Management 1752650 GE Precision Healthcare 9900 W Innovation Dr Wauwatosa WI 53226 Medical Services 1702761 85 2358402 2358402 Patient Care 622110 264377989 264377989 264377989 5766300 32124 5734176 1574164 0 1574164 1574164 1574164 164506789 14850 159533523 0 4973266 14850 4988116 4988116 Food Service Revenue 722514 285705 285705 Other Oncology Rev Misc 621500 53578 53578 Finance Charges 900099 2779 2779 4689500 4689500 5031562 284096533 269121067 32124 12584940 26961510 26961510 4081541 1485719 2595822 83809771 76274554 7535217 3221012 2849733 371279 19747293 17471066 2276227 5924185 5241317 682868 3458682 3458682 137964 137964 331604 331604 396130 396130 25294201 25294201 2425174 2425174 3068391 3068391 1017883 1017883 3171829 3171829 475824 475824 2514660 2514660 16493707 16493707 2711672 2711672 Drugs & Medical Supplie 68183775 68183775 Hospital Assessment 15253258 15253258 Repairs & Maintenance 13376197 13376197 Bad Debt Expense 1222636 1222636 4462713 4462713 307741612 287441159 20300453 0 1051648 3326871 3597665 3535749 32655226 32655592 8944698 10112280 18597072 12361507 370940851 188256729 190476010 182684122 190392144 157707520 34710496 10510976 480424959 412894617 65556439 33048667 73426201 73046048 13158943 0 3857501 1952204 13532806 11337883 169531890 119384802 X 310893069 293509815 310893069 293509815 480424959 412894617 X -23645079 6617771 -355946 X 0 1 X 1 1 1 X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED 0 0 0 0 0 0 0 0 1 11738 11738 0 Part II-B, Line 1: Lobbying expenses represent the portion of dues paid to the American Hospital Association and the Indiana Hospital Association that are specifically allocable to lobbying. 4951776 6307076 11258852 187823916 66172521 121651395 158142 36948 141322 53768 167736095 121942886 45793209 3926898 3926898 182684122 Deferred Malpractice 223000 Claims Liability 1330032 Lease Liability 9484851 Due to Third-Party Payor 300000 11337883 X Part X, Line 2: The Internal Revenue Service has determined that Goshen Health and certain affiliated entities are tax-exempt organizations as defined in Section 501(c)(3) of the Internal Revenue Code. Certain subsidiaries of Goshen Health are taxable entities, the tax expense and liabilities of which are not material to the consolidated financial statements. Goshen Health and its tax-exempt affiliated entities each file a Form 990 (Return of Organization Exempt from Income Tax) annually. When these returns are filed, it is highly certain that some positions taken would be sustained upon examination by the taxing authorities, while others are subject to uncertainty about the merits of the position taken or the amount of the position that would ultimately be sustained. Examples of tax positions common to health systems include such matters as the tax-exempt status of each entity, the continued tax-exempt status of bonds, the nature, characterization and taxability of joint venture income, and various positions relating to potential sources of unrelated business taxable income (reported on Form 990-T). As of December 31, 2024 and 2023, there are no unrecognized tax benefits resulting from uncertain tax positions. Forms 990 and 990-T filed by Goshen Health and its tax-exempt affiliated entities are subject to examination by the Internal Revenue Service up to three years from the extended due date of each return. Forms 990 and 990-T filed by Goshen Health and its tax-exempt affiliated entities are no longer subject to examination for tax year 2021 and prior. 1 1 X 1 X 1 X 1 1 1 0 1 1 5309 2840923 0 2840923 0.00950 13315 49263359 37900117 11363242 0.03790 18624 52104282 37900117 14204165 0.04740 16 31233 181668 3390 178278 0.00060 4 1473 1845268 1893 1843375 0.00610 4 120 26816372 0 26816372 0.08940 24 32826 28843308 5283 28838025 0.09610 24 51450 80947590 37905400 43042190 0.14350 2418 2418 0.00000 10283 0 10283 0.00000 5 1636 31580 31580 0.00010 1561 2910 2910 0.00000 5 3197 47191 47191 0.00010 1 4881373 43959021 54351279 -10392258 X 1 1 1 1 Goshen Hospital Association Inc 200 High Park Avenue Goshen IN 46526 https://goshenhealth.com License #XXX-XX-XXXX X X X N/A Goshen Hospital Association Inc 1 0 0 1 X X X X X X X X X 24 1 0 0 1 X See Part V, Page 8 X 1 24 1 See Part V, Page 8 0 1 X 200.000000000000 400.000000000000 X X X 1 1 X X X X 1 X https://goshenhealth.com/patient-information/estimates-financial-assistance X https://goshenhealth.com/patient-information/estimates-financial-assistance X https://goshenhealth.com/patient-information/estimates-financial-assistance X X X X X X 1 X 0 X X X X 1 X 0 0 Goshen Hospital Association, Inc. Part V, Section B, Line 5: In 2021, Goshen Hospital completed an evaluation of the communities' healthcare needs as required by the Patient Protection and Affordable Care Act. The Community Advisory Council met over multiple months and received input from community representatives, including those with special knowledge or expertise in public health. This process continues Goshen Hospital's long-standing practice of regularly identifying and addressing health needs within the community.To further identify health needs for the 2021 Community Health Needs Assessment (CHNA), additional data was collected from other sources. These sources include Latino and non-Latino parents and guardians, community leaders, focus groups, key informants from business, not-for-profit organizations, service organizations, healthcare workers, mental health workers, and vulnerable or medically underserved populations. Goshen Hospital Association, Inc. Part V, Section B, Line 11: Health needs were identified after an extensive analysis of primary and secondary data. Working with community stakeholders in the Community Advisory Council, this data was analyzed to identify and prioritize health needs in Goshen Hospital communities. The committee identified 29 health needs and prioritized the top 7 accordingly. Prioritized Health Needs1. Mental health2. Diabetes treatment and prevention3. Poverty4. Obesity/Weight management5. Lack of access to health care6. Substance abuse/Addictions7. Heath educationGoshen Hospital took the following actions in 2024 with respect to the Community Health Needs Assessment conducted in 2021.Mental HealthStrategy #1: Integrate mental health service access in support of primary care physicians within Indiana Lakes. This work will relate directly to Oaklawn's access redesign, which intends to enhance outpatient services integration and support for all communities we serve. This program rolls out in July of 2022. Based on the initial outcomes of this platform, Goshen Health will support expansion by Oaklawn with additional resources or implementation of alternative strategies during this action plan.2024 Activity: Opened the South Bend and Elkhart County Crisis Centers and expanded the hours and days of the week crisis response is available. Now able to provide phone support and mobile response to adults, youth (have helped kids as young as 4, but most are between 13-15), and families in Elkhart and St. Joseph counties.Strategy #2: Mental health intervention support for inpatient care will also be investigated for pilot studies. Two different telehealth platforms are under review for implementation. One will be selected and implemented over the next several months, to be tracked and evaluated for meeting our inpatient mental health needs through the years of this action plan.2024 Activity: Despite staffing challenges, Acute Care Coordination (ACC) Social Work continued to provide focused support for patients, especially for those with mental and behavioral health needs. ACC hosted several social work interns to highlight the value of the social work profession and help develop the next generation of social workers with the hope that some choose to return to GH after graduation. GH continues to provide monthly financial support to Oaklawn in exchange for enhanced social service support for our emergency department. Additionally, ACC Social Work and Oaklawn are represented at the quarterly Behavioral Health Patient Transport meetings, alongside leadership from nursing, physicians, law enforcement, and fire departments. These meetings focus on reviewing available resources to ensure safe and appropriate transport for patients needing inpatient treatment at a Behavioral/Mental Health facility.Strategy #3: Goshen Health will align the focus of our community education and outreach efforts to specifically engage community members and organizations in mental health awareness, education, and prevention tactics in measurable ways. Our efforts to seamlessly engage community partners in successful outreach programs is well demonstrated in obesity/nutrition over the last three years. Our intent is to take that model forward into mental health programming with our school and community partners. Cost of these efforts are already present in our budget.2024 Activity:- Expanded community-based Brain Health Challenge event. Partnered with 14 local libraries; 218 engaged. (2023: 5 partners/167 engaged)- Continued Brain Health Challenge programs with local school systems. 4 partners; 1224 students engaged. (2023: 4 partners/1036 engaged)- Piloted Mental Health Matters health education series with Goshen Public Library; 26 engaged. Worked with Goshen College students on adapting the content for Hispanic audiences.- 94 outreach efforts were primarily focused on Mental Health (5% of all outreach efforts in 2024). Participated in several events that were mental health focused.- We submitted a grant application for Health First funds in Elkhart County to support a new community based mental health event. We were not awarded funding.Strategy #4: We will support the new Mental Health Urgent Care platform under development by Oaklawn. Goshen Health can best partner with Oaklawn and the City of Goshen as they establish the Crisis Response Center related to medical clearance of individuals who are brought to/enter this de-escalation space. We will aid the development and planning team with medical clearance insight and capabilities and support this important community intervention strategy through implementation. This will provide significant benefit to patients that are currently waiting for evaluation or actively in crisis.2024 Activity: The crisis center had a "soft" opening on October 1, 2024. This opening provided services 5 days per week, with limited hours, until staffing and volumes stabilized. Early in 2025 they moved to 12-hour service days. The goal, as defined by Oaklawn, is to be "a behavioral health crisis center, sometimes referred to as a crisis stabilization center, operated by Oaklawn Psychiatric Center, open 24/7, 365 days per year." We are currently working with their operations team to advance practice at the crisis center to include clearance testing and basic lab functions. The partnership continues to strengthen, and we are tracking impacted patient. We want to assess whether the opening of this center has resulted in a decrease, or stabilization, in the number of mental health patients seeking services in our emergency department. Obesity/Weight management and Heath educationStrategy #1: Continue engagement with coalitions throughout our service areas that target obesity/nutrition, directly supporting efforts that impact high risk populations, cultural minorities, and children by leveraging community assets and advancing impactful programming choices.2024 Activity: 1621 total outreach efforts focused on obesity/nutrition/diabetes (2023: 1386) 73,357 total engagements (2023: 56,233) 360 community partner collaborations (2023: 255) 8536.44 learner hours (2023: 3879.97) 87% of all outreach activities in 2024 were directly connected to obesity/nutrition/diabetesStrategy #2: Pursue grants for partnership expansion and deeper community reach. 2024 Activity: In 2024, we continued to manage and spend down the grants received from the IDOH and City of Goshen for the areas listed above. Highlights include:a. Mobile/Tower Garden Project: Grant funds were to be used to establish successful community gardens in mobile home parks, senior living communities, low-income housing tracts, and possibly schools. Distribution sites targeted census tracts with a moderate to high SVI score. We were able to expand the impact of the mobile garden program by increasing the number of sites, partners and engagements: 7 sites/10 partners/184 engagements in 2023 to 17 sites/16 partners and 914 engagements in 2024. We continued our partnership with both Seed to Feed and AmeriCorps. Our AmeriCorps member conducted 94 garden site visits. Participant survey feedback was positive. We added one more Tower Garden at GCS in 2024; increasing the number of schools that have a unit to 8 and reaching more than 700 students monthly. 6 of the 8 school locations are in census tracts with a moderate to high SVI score. At the end of 2024, we entered a new partnership with Elkhart and Concord Community Schools to provide Tower gardens and support to their schools in 2025. An additional 16 units will be provided for those districts.b. Cultivate Backpacks: We continued our grant work to support the distribution of Cultivate Food Rescue's weekend backpacks through our Summer Health Lunch Bunch program. Each backpack provided includes 6 nutritionally balanced meals created from locally rescued food. The partnership expands access to food for local families in need through the summer months. In 2024, we expanded the impact of the program by increasing the number of sites, backpacks and total meals distributed: 15 sites/3943 backpacks/23,658 meals in 2023 to 23 sites/5871 backpacks/34,686 meals in 2024.c. Park Bench Fitness Program: We expanded our work with this program in 2024 increasing both the number of park partners, park locations, unique QR code scans and video engagements. 6 partners/26 parks/218 QR code scans/143 video engagements in 2023; 7 partners/39 parks/571 unique QR code scans/722 video engagements in 2024. We offered two enhancements to the program: a kid focused video and a community challenge. We submitted a grant application to Norfolk Southern to help support continued expansions to the above grant projects in 2024 but did not receive funding. Goshen Hospital Association, Inc. Part V, Section B, Line 13h: Family size is another factor in determining discounts granted to patients. Goshen Hospital Association, Inc. Part V, Section B, Line 7, CHNA Policy Website:https://goshenhealth.com/about/reports-downloads/community-health-needsGoshen Hospital Association, Inc.Part V, Section B, Line 10, Implementation Strategy Website:https://goshenhealth.com/about/reports-downloads/community-health-needsPart V Section B, Line 11, Continued:Social Determinants of Health (SDOH)Strategy #1: Establish a pilot program to send community workers into the homes of community members following an acute care visit. This program is designed to send a community health worker directly into the home to assess SDOH, identifying gaps that can be closed. Those gaps are then reported to a coordinating team member who connects the patient to services that are available in the community on their behalf. A form of this pilot has been conducted within our Accountable Care Organization, demonstrating positive impact in a multitude of interventions including but not limited to transportation support, health care access through Medicaid enrollment support, homesite risk assessment and intervention, and addressing food insecurity. This pilot will initially target a defined subset of acute care visits and be limited to $50,000. We will work with a partner, Firefly Health, to provide community health workers for the pilot. Upon pilot completion and evaluation, we intend to seek grants to support this going forward.2024 Activity: Documented 30 instances where programs were instrumental in helping patients avoid a critical incident such as listed below. Implemented interventions that prevented serious adverse events or significant social issues. Examples include the following: Transportation to MD appt Medication obtainment through Patient Assistance Program Approval for Medicaid, QMB, Waiver Assisted living or nursing home acceptance Housing procurement Food assistance/pantries, SNAP Initiation of in-home services Connection to specialty services mental health, dentist, etc Approval for Social Security Acceptance of dual eligible Medicare plan Secure assistance for eviction, disconnect notice Connection to personal emergency response unitStrategy #2: Primary care providers are uniquely positioned to both identify and flag SDOH within their patient care panels. However, they and their offices need additional support when these needs are outside of routine medical care. To support closing SDOH gaps in the outpatient setting, Goshen Health will expand coordination services for patients with SDOH needs. This expansion plan will take a scaled approach and be implemented through the Indiana Lakes Accountable Care Organization. This intervention may be internally developed or integrated with community partners. We will develop this intervention plan in year two of this community health needs action plan period to permit our experience in the acute care pilot to inform the design.2024 Activity: Our social workers in the Ambulatory Care Coordination (ACC) continue to address SDOH on an ongoing basis with high risk, high need patients. We utilize a tool within Arcadia data analytics using AI that enables us to assist these patients further by identifying patients that may benefit most from case management services. We support a 1.5 FTE social worker in the ACO that continues to carry a significant panel of patients where they address SDOH gaps. 5 1 - Goshen Hospital 200 High Park Avenue Goshen IN 46526 Clinic 2 - The Retreat Women's Health Center 1135 Professional Drive Goshen IN 46526 Clinic 3 - Indiana Lakes Accountable Care 2018 South Main Street Goshen IN 46526 ACO: Ambulatory Care Coordination 4 - Indiana Lakes Managed Care 2018 South Main Street Goshen IN 46526 Health Care Management 5 - New Paris Medical Clinic 200 High Park Avenue Goshen IN 46526 Clinic Part I, Line 6a: Goshen Hospital Association, Inc. reports community benefit information as part of the Goshen Health, Inc. annual community benefit report (EIN: 35-1955872). Part I, Line 7: Goshen Hospital calculated the cost of financial assistance and means-tested government programs, using the cost-to-charge ratio derived from Schedule H, Worksheet 2, and ratio of patient care cost-to-charges. Other benefits amounts reported on line 7 were calculated using costs charged directly to the individual programs via the financial accounting system. An indirect cost allocation factor for shared services is also calculated and included in applicable programs listed in other benefits. Part II, Community Building Activities: Goshen Hospital promoted the health of the community by supporting various local organizations that engage in community building activities. Part III, Line 2: Goshen Hospital's analysis and assessment of the allowance for doubtful accounts and related bad debt expense uses a receipts "look-back" method utilizing historical payment data on accounts, including contractual adjustments for payer discounts, as well as patient payments, such as co-pays and deductibles, to establish anticipated collectability rates for accounts receivable within each payer category. Part III, Line 3: Goshen Hospital estimated the possible amount of charity care within bad debt expense by reviewing accounts that were internally coded as having been provided a financial assistance application, but that was not completed by the patient or guarantor, in which the account was subsequently written off to bad debt. Part III, Line 4: The following narrative addresses the allowance for doubtful accounts which is included in the footnotes in the financial statements for Goshen Hospital.In 2018 and prior years, the provision for uncollected patient accounts was recognized when services were provided based upon management's assessment of historical and expected net collections, taking into consideration business and economic conditions, changes and trends in health care coverage, and other collection indicators. Periodically, management assessed the adequacy of the allowance for uncollectible accounts based upon accounts receivable payor composition and aging, the significance of individual payors to outstanding accounts receivable balances, and historical write-off experience by payor category, as adjusted for collection indicators. The results of this review were then used to make any modifications to the provision of uncollectible accounts and the allowance for uncollectible accounts. In addition, Goshen Hospital followed established guidelines for placing certain past due patient balances with collection agencies. Patient accounts that are uncollected, including those placed with collection agencies, were initially charged against the allowance for uncollectible accounts in accordance with collection policies of Goshen Hospital and, in certain cases, were reclassified to charity care if deemed to otherwise meet financial assistance policies of Goshen Hospital.In 2019, Goshen Hospital adopted ASU 2014-09 requiring an entity to recognize the amount of revenue to which it expects to be entitled for the transfer of promised good or services to customers. The effect of adopting ASU 2014-09 is considered immaterial as revenue recognition under the new standard is not materially different compared to Goshen Hospital's current practice. The primary effect is certain amounts previously reported as provision for uncollectible accounts are now considered implicit price concessions reported as a reduction of patient service revenue. The remaining provision for uncollectible accounts is reported as an operating expense under the new revenue recognition standard rather than as a reduction of patient service revenue. Part III, Line 8: Actual month and year to date revenue, contractuals, accounts receivable balances, ratios and statistics are compared to prior years on a monthly basis. Variances are reviewed and analyzed by finance representatives, hospital directors and the CFO. Additionally, actual contractual allowance as a percentage of gross accounts receivable and contractual provision as a percentage of gross patient charges are compared to prior years. This is done as part of the hospital's monthly close process. Explanations to variances (or non-variances when expected) are researched and provided by the appropriate personnel and reviewed with management of the hospital. The finance department also considers these key performance indicators when developing their estimates of contractual allowances to ensure recorded amounts appear reasonable based on actual data available.Financial representatives prepare and update the contractual allowance model as a basis for all third party payors based on actual statistics (e.g. discharges, days, etc.) and on current reimbursement rates. The model analyzes patient receivables and contractual allowance by payor and by patient status. The model estimates the collectability of patient accounts based on historical collection rates. Finance colleagues also update the model to account for changes in reimbursement rules. After the model is prepared, it is reviewed by the CFO for appropriateness and reasonableness.Contractual allowance calculations are reconciled to the general ledger on a monthly basis. Once the calculation is prepared, the finance department adjusts the general ledger accounts. Part III, Line 9b: Financial assistance is granted to those patients unable to pay all or a portion of their bill and who are unable to qualify for assistance through federal and state government assistance programs. If after insurance reimbursement additional assistance is needed, all patients may obtain financial assistance if the income criteria are met. All financial assistance applications are based on policy guidelines. Uninsured patients are required to provide documentation and an application. When approved, the adjustment is applied to the patient's account. For patients who do not qualify for financial assistance, payment plans, and lump sum settlements are available. Goshen Hospital also partners with a local financing institution to provide a flexible and affording financing solution. Part VI, Line 2: As a community hospital, Goshen Hospital is dedicated to meeting the specific health care needs of our community. The hospital has 105 patient beds and over 275 physicians on its medical staff in 30 specialties. These physicians, together with other dedicated professionals, provide a wide range of services including the following: acute medical & surgical, emergency, home health, radiology, laboratory, cancer care, bariatrics, women's health, pain management, sleep studies, rehabilitation, patient and community health education and professional education.The Center for Cancer Care is a leader in innovative cancer treatment. We were among the first to adopt a comprehensive, multidisciplinary approach to cancer treatment. We offer holistic programs for strengthening minds as well as bodies, place a premium on family involvement and spiritual needs, and encourage patients to play a decision-making role in treatment selection. The Center for Cancer Care has specifically trained surgical oncologists, breast surgeons, medical oncologist, radiation oncologist, naturopathic practitioners, and highly distinguished magnet designated nurses.Goshen Hospital improves the health and well-being of its communities by providing community wellness and education programs. Through local partnerships, the hospital identifies health issues and creates programs to ensure our community is the healthiest place to live, work and raise a family. The first of these programs cover CPR, EMS, diabetes, childbirth, fitness, nutrition, community education and health screenings the Elkhart County childhood obesity initiative. The CPR class is for anyone - professionals or private citizens - who want to know how to perform life-saving cardiopulmonary resuscitation; first aid classes are also offered. EMS training is available for persons interested in becoming emergency medical technicians or paramedics. The diabetes education helps people delay the onset and slow the progression of complications from this disease. It includes seminars, support groups, consultations, and screenings. Childbirth education prepares expectant mothers and their families during this significant time in their life. Part VI, Line 3: Uninsured patients are screened during the pre-registration process for eligibility in the Healthy Indiana Plan and offer any other known sources of financial assistance. All registration locations have financialassistance forms available for self-pay patients to complete and will have information on the criteria and process for applying for financial assistance. Applications are also provided to any patients with a balancedue who may qualify for financial assistance. Counselors are available to patients to aid in the application process including the collection of information to complete the application. Payment options and information on financial assistance is available on the hospital's website. Patients may download a preliminary application, and the patient agreement associated with financial assistance form the website, this information is available in English and Spanish. Part VI, Line 4: Goshen Hospital serves the northern Indiana area in Elkhart County. According to the 2024 census, the population of Elkhart County is 207,436. The median income for a household in Elkhart County is $65,617. Approximately 11.7% of the population were below the poverty line. The racial makeup of the county was about 73% White, 5% African American, and 20% Hispanic or Latino. The remaining 2% of the population is a makeup of all other races. Part VI, Line 5: All the Hospital's governing body is comprised of persons who reside in the organization's primary or secondary service areas. A majority of the board members are independent of the organization. The governing body approves medical staff privileges as indicated in the organization's credentialing and privileging policies and as recommended by the medical executive committee of the hospital. The hospital's governing body approves the annual operating budget for the hospital and the expenditure of capital funds above certain dollar amounts. The governing body also participates in strategic planning initiatives to determine goals objectives focused on patient care for the community. Part VI, Line 6: Hospital management provides Goshen Health with the hospital's annual operating budget and key strategic objectives. In addition, the hospital management provides Goshen Hospital with various key metrics involving patient satisfaction, patient quality, and Colleague satisfaction. Goshen Hospital reviews the data to ensure key initiatives are focused on promoting and meeting the healthcare needs of the communities. In addition, the hospital collaborates with Goshen Health to provide necessary nursing education and physician recruitment to assist in meeting the health needs of the community. Part VI, Line 7, Reports Filed With States IN 1 Goshen Health System Inc 200 High Park Avenue Goshen IN 46526 351974765 501(c)(3) 26602920 0 Operating Support Goshen Health Foundation Inc 200 High Park Avenue Goshen IN 46526 462565300 501(c)(3) 358590 0 Operating Support 2 0 Part I, Line 2: The Organization's Procedures for monitoring the use of grant funds in the U.S. consists of requiring the completion of a follow-up report form with subsequent grant fund applications. X 0 1 X X X X 1 1 0 0 0 0 0 1 0 Randal Christophel President and CEO 716475 0 268990 0 155402 0 138944 0 47421 0 1327232 0 127244 0 Bolanle Adepoju MD Director and Physician 0 696143 0 60187 0 0 0 10521 0 37001 0 803852 0 0 Urs Von Holzen MD Physician 0 619458 0 105600 0 10000 0 12477 0 46003 0 793538 0 0 Houman Vaghefi MD Physician 0 603711 0 115941 0 100 0 5653 0 32617 0 758022 0 0 Margaret S Franger VP of Population Health & Bus Develp 396060 0 101476 0 165021 0 48682 0 26059 0 737298 0 0 0 Daniel Nafziger MD Chief Medical Officer 474502 0 105581 0 5956 0 53605 0 37089 0 676733 0 0 0 Katarina Leckova MD Physician 0 541953 0 33239 0 0 0 13800 0 27810 0 616802 0 0 Chris Hutfless Chief Legal HR & Compliance Officer 419840 0 110597 0 10360 0 52295 0 20091 0 613183 0 0 0 Lisa M Wine Chief Financial Officer 421169 0 93694 0 5233 0 45696 0 45683 0 611475 0 0 0 Irina Sparks MD Physician 0 489861 0 45524 0 0 0 13566 0 34787 0 583738 0 0 Sharmila Roy Chowdhury MD Physician 0 459082 0 39204 0 100 0 13800 0 14370 0 526556 0 0 Matt Wells MD Director 0 247109 0 138372 0 60396 0 11714 0 43202 0 500793 0 0 Sharrell Gibson MD Director 0 373356 0 58557 0 13617 0 13016 0 31927 0 490473 0 0 Mark Podgorski VP of Hospital Operations 289987 0 76804 0 12054 0 43347 0 45105 0 467297 0 0 0 Julie Crossley Chief Nursing Officer 276991 0 65916 0 36677 0 35208 0 32303 0 447095 0 0 0 Brittany Kauffman MD Director 0 230824 0 69956 0 48219 0 12390 0 33932 0 395321 0 0 Rob Myers Former Chief Operating Officer 0 0 0 0 244796 0 0 0 0 0 244796 0 0 0 Andrew Vorhis NP Director 0 106392 0 66712 0 0 0 7187 0 29361 0 209652 0 0 Part I, Line 1a For 1 of the officers listed on Form 990, Part VII, Goshen Hospital added the taxable value of an automobile as additional compensation to the employees' W-2. Part I, Line 1b Goshen Hospital does not have a specific written policy for the use of automobiles, but does add the taxable value of the automobile to the employees' W-2 as additional compensation. Part I, Lines 4a-b During the tax year 2024, Rob Myers received a severance payments of $244,796. These payments are reported as taxable compensation on Part II, Column (B)(III). Terms are available to the IRS upon request. Eligible executives participate in various non-qualified deferred compensation plans organized under code Section 457(f). The exact purpose of each plan varies, but they include: compensation limitation make-up plans, voluntary deferral plans, deferral of a portion of incentive bonus type plans, etc. Any amount ultimately paid under the program to the executive is reported as compensation on Form 990, Schedule J, Part II, Column B in the year paid. The following individuals participate in the plan: Randal Christophel Lisa M. Wine Chris Hutfless Margaret Franger Julie Crossley Mark Podgorski Daniel Nafziger For the 2024 tax year, Randal Christophel vested $127,244 in a nonqualified deferred compensation plan, which was included and reported as taxable compensation in Part II, Column (B)(iii). Part I, Line 7 Bonuses awarded during 2024 were discretionary and are correctly reported on Schedule J, Part II, Column B(ii). A Indiana Finance Authority - 2019A 351602316 45471ATA0 2019-07-31 50630944 Campus improvement project 0 0 0 B Indiana Finance Authority - 2019B 351602316 45471ATA0 2019-07-31 25360000 Campus improvement project 0 0 0 A 50630944 628854 50002090 2022 0 0 0 1 B 25360000 359751 25000249 2022 0 0 0 1 A 0 0 0 0 0 0 1 B 0 0 0 0 0 0 1 A 0 1 0 0 0 0 0 0 0 B 0 1 0 0 1 0 0 0 0 A 1 B 1 Form 990, Page 1, Box B The 2024 Form 990 for Goshen Hospital Association, Inc. is being amended for the tax period ending December 31, 2024 to update the following items: - Part VII, Section A, Randal Christophel: Updated column (D) reportable compensation to $1,140,867 - Schedule J, Part II, Randal Christophel, Column (B)(iii): Updated to $155,402 - Schedule J, Part II, Randal Christophel, Column (F): Updated to $127,244 - Schedule J, Part III, LIne 4b Narrative: Updated Language Form 990, Part III, Line 4a, Program Service Description: The mission of Goshen Hospital is to improve the health of our communities by providing innovative, outstanding care and service, through exceptional people doing exceptional work. The hospital's values include: -Compassion - and commitment to service with empathy. -Accountability - with integrity and action. -Respect - through treating others as you wish to be treated. -Excellence - in all we do. The organization created the current three-year strategic plan during 2022 to run from 1/1/2023 through 12/31/2025. The current strategic priorities are as follows: 1. Growth of Key Service Lines 2. Timely and Efficient Access to Services 3. Recruitment and Retention of Colleagues and Providers 4. Clinical Quality 5. Partnerships with Insurers and Employers As a community hospital, Goshen Hospital is dedicated to meeting the specific health care needs of our communities. As a community leader, the hospital is committed to providing care in an innovating and dynamic environment. The hospital has 105 patient beds and over 275 physicians on its medical staff in 30 specialties. These physicians, together with other dedicated professionals, provide a wide range of services including the following: acute medical & surgical, emergency, home health, radiology, laboratory, cancer care, bariatrics, women's health, pain management, sleep studies, rehabilitation, patient and community health education and professional education. The American Nurses Credentialing Center's (ANCC) magnet recognition program for excellence in nursing services has designated Goshen Hospital as a magnet hospital since 2004. Designated hospitals have successfully created a work environment that nurses find both personally and professionally rewarding, advancing the practice of nursing and improving patient outcomes. Research shows that magnet hospitals are more effective at attracting and keeping quality nurses. Goshen Hospital received its 5th magnet designation in 2024 and the first designation with distinction. The distinction honor for nursing excellence was created in 2022 to provide additional recognition for the highest-performing magnet organizations. The Goshen Center for Cancer Care is accredited by the Commission on Cancer (COC). Receiving care at a COC-approved center for cancer care assures that patients will have access to: -quality care close to home. -comprehensive care offering a range of state-of-the art services and equipment. -a multidisciplinary team approach to coordinate the best treatment options available to cancer patients. -participation in cancer clinical trials, education and support. -lifelong patient follow-up through a cancer registry that collects data on type and stage of cancers and treatment results. -ongoing monitoring and improvement in care. The Center for Cancer Care is a leader in innovative cancer treatment. We were among the first to adopt a comprehensive, multidisciplinary approach to cancer treatment. We offer holistic programs for strengthening minds as well as bodies, place a premium on family involvement and spiritual needs, and encourage patients to play a decision-making role in treatment selection. The Center for Cancer Care has specifically trained surgical oncologists, breast surgeons, medical oncologist, radiation oncologist, naturopathic practitioners and highly distinguished magnet designated nurses. Goshen Hospital improves the health and well-being of its communities by providing community wellness and education programs. Through local partnerships, the hospital identifies health issues and creates programs to ensure our community is the healthiest place to live, work and raise a family. The first of these programs cover CPR, EMS, diabetes, childbirth, fitness, nutrition, community education and health screenings the Elkhart County childhood obesity initiative. The CPR class is for anyone - professionals or private citizens - who want to know how to perform life-saving cardiopulmonary resuscitation; first aid classes are also offered. EMS training is available for persons interested in becoming emergency medical technicians or paramedics. The diabetes education helps people delay the onset and slow the progression of complications from this disease. It includes seminars, support groups, consultations and screenings. Childbirth education prepares expectant mothers and their families during this significant time in their life. The Goshen Health Community Benefit Fund is one example of how Goshen Health re-invests money into the communities we serve. Any nonprofit organization with a mission consistent with that of Goshen Health and works toward meeting the needs of the community are encouraged to apply. Since its inception in 1998, the Community Benefit Grant Committee of Goshen Health's Board of Directors has awarded more than $6 million in grants to community organizations and projects that meet the health needs of our community. Goshen Hospital provides health care services to all members of the communities regardless of their ability to pay. The hospital offers financial assistance to those patients unable to pay all or a portion of their bill and who are unable to qualify for assistance through federal and state government assistance programs. Patients are asked to complete a financial aid application to determine their eligibility for financial assistance. The hospital provides the assistance of a financial advocate to help patients complete this application and to investigate other forms of available assistance including enrollment in marketplace plans. In 2024, the hospital extended charity care to 5,309 accounts totaling $10.3 million. Goshen Hospital also partners with a financial institution to provide flexible and affordable financing solutions for a patient's medical care. Goshen Hospital first received the beacon award for excellence from the American Association of Critical Care Nurses in 2010. 2019 marked the fourth time Goshen has won the award and the third time Goshen has achieved the highest status, gold. The National Accreditation Program for Breast Centers (NAPBC) has awarded multiple three-year, full accreditation to Goshen Health Retreat Women's Health Center beginning in 2010. Press Ganey has awarded Goshen Health with 7 summit awards. In addition, Goshen Health has received the H&V Platinum Performance Achievement Award (NCDR) and the WHO baby-friendly designation. Form 990, Part VI, Section A, line 2 The following officers, board members, and key employees are employees of Goshen Hospital or its related organizations, and serve on other related taxable boards: Randal Christophel, Chris Hutfless, and Lisa M. Wine. Form 990, Part VI, Section A, line 6 The sole member of Goshen Hospital Association, Inc. is Goshen Health System, Inc. an Indiana not-for-profit corporation that serves as the corporate parent of the health system. Form 990, Part VI, Section A, line 7a Goshen Health System, Inc., a section 501(c)(3) exempt organization and the parent of the exempt healthcare system, is the sole corporate member of the filing organization. Directors shall be appointed as provided in the Bylaws by the member to a term as designated at the time of appointment. Form 990, Part VI, Section B, line 11b A full copy of the Form 990 is provided to the board of directors and the audit committee in November for review and questions before the return is filed with the IRS. Form 990, Part VI, Section B, line 12c Each board member completes an annual disclosure of known or potential conflicts. Each disclosure is reviewed by the VP-legal. Additionally when agenda items are discussed at meetings it is asked if there are any known or potential conflicts of interest, and conflicted parties must recuse themselves. Form 990, Part VI, Section B, line 15 An independent committee approves the compensation which is determined to be reasonable based upon independent comparability data provided by an independent consultant. Approval of amounts are documented in the minutes. Form 990, Part VI, Section C, line 19 Goshen Hospital will provide any documents open to public inspection upon request for the same period of disclosure as set forth in IRC Section 6104(d). Form 990, Part XI, line 9: Equity Transfer -2,549,692. Net assets released from restrictions for capital improvements 2,193,746. 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