MOUNTAIN STATES HEALTH ALLIANCE: Form 990, tax year 2020
View the entire original 990 at ProPublica ↗
- Organization
- MOUNTAIN STATES HEALTH ALLIANCE (EIN 62-0476282)
- Tax period
- 2020-07-01 to 2021-06-30
- Filed
- 2022-05-09
- IRS object ID
- 202231299349302853
- Schema version
- 2020v4.0
- Source
- Download XML · Original 990 at ProPublica
Every field in the e-filed return. Faint text is the IRS element name, for citing.
- Return header
- Form 990
- Schedule A
- Schedule B
- Schedule C
- Schedule D
- Schedule H
- Schedule I
- Schedule J
- Schedule K
- Schedule L
- Schedule O
- Schedule R
Return header ReturnHeader
| Field | Value | IRS element (for citing) |
|---|---|---|
| Return | 2022-05-09T10:51:24-07:00 | ReturnTs |
| Tax Period End | 2021-06-30 | TaxPeriodEndDt |
| Return Type | 990 | ReturnTypeCd |
| Tax Period Begin | 2020-07-01 | TaxPeriodBeginDt |
Filer Filer
| Field | Value | IRS element (for citing) |
|---|---|---|
| EIN | 620476282 | EIN |
Business Name BusinessName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | Mountain States Health Alliance | BusinessNameLine1Txt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Control | MOUN | BusinessNameControlTxt |
| Phone | 4233023374 | PhoneNum |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 1021 W Oakland Avenue 103 | AddressLine1Txt |
| City | Johnson City | CityNm |
| State Abbreviation | TN | StateAbbreviationCd |
| ZIP | 37604 | ZIPCd |
Business Officer BusinessOfficerGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Person | Lynn Krutak | PersonNm |
| Person Title | BH EVP/CFO | PersonTitleTxt |
| Signature | 2022-05-09 | SignatureDt |
Signing Officer SigningOfficerGrp
Person Full Name PersonFullName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Person First | Lynn | PersonFirstNm |
| Person Last | Krutak | PersonLastNm |
| Field | Value | IRS element (for citing) |
|---|---|---|
| SSN | 999009999 | SSN |
Additional Filer Information AdditionalFilerInformation
Trusted Customer TrustedCustomerGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Trusted Customer | 2 | TrustedCustomerCd |
| Authentication Assurance Level | AAL1 | AuthenticationAssuranceLevelCd |
| Identity Assurance Level | IAL1 | IdentityAssuranceLevelCd |
| Federated Assurance Level | FAL1 | FederatedAssuranceLevelCd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Tax | 2020 | TaxYr |
| Build TS | 2022-09-23 18:48:47Z | BuildTS |
Form 990 IRS990
| Field | Value | IRS element (for citing) |
|---|---|---|
| Principal Officer | Alan Levine | PrincipalOfficerNm |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 303 Med Tech Parkway Ste 300 | AddressLine1Txt |
| City | Johnson City | CityNm |
| State Abbreviation | TN | StateAbbreviationCd |
| ZIP | 37604 | ZIPCd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Gross Receipts | $790,170,555 | GrossReceiptsAmt |
| Group Return For Affiliates | false | GroupReturnForAffiliatesInd |
| Organization501c3 | Yes (X) | Organization501c3Ind |
| Website Address | balladhealth.org | WebsiteAddressTxt |
| Type Of Organization Corp | Yes (X) | TypeOfOrganizationCorpInd |
| Formation | 1945 | FormationYr |
| Legal Domicile State | TN | LegalDomicileStateCd |
| Activity Or Mission | Our mission: Honor those we serve by delivering the best possible care.Our vision: To build a legacy of superior health by listening to and caring for those we serve. | ActivityOrMissionDesc |
| Voting Members Governing Body | 4 | VotingMembersGoverningBodyCnt |
| Voting Members Independent | 0 | VotingMembersIndependentCnt |
| Total Employee | 7233 | TotalEmployeeCnt |
| Total Volunteers | 205 | TotalVolunteersCnt |
| Total Gross UBI | $2,051,018 | TotalGrossUBIAmt |
| Net Unrelated Bus Txbl Incm | $732,751 | NetUnrelatedBusTxblIncmAmt |
| PY Contributions Grants | $2,903,981 | PYContributionsGrantsAmt |
| CY Contributions Grants | $9,827,762 | CYContributionsGrantsAmt |
| PY Program Service Revenue | $792,669,397 | PYProgramServiceRevenueAmt |
| CY Program Service Revenue | $767,814,082 | CYProgramServiceRevenueAmt |
| PY Investment Income | -$215,711 | PYInvestmentIncomeAmt |
| CY Investment Income | $154,614 | CYInvestmentIncomeAmt |
| PY Other Revenue | $9,843,932 | PYOtherRevenueAmt |
| CY Other Revenue | $11,799,342 | CYOtherRevenueAmt |
| PY Total Revenue | $805,201,599 | PYTotalRevenueAmt |
| CY Total Revenue | $789,595,800 | CYTotalRevenueAmt |
| PY Grants And Similar Paid | $1,985,282 | PYGrantsAndSimilarPaidAmt |
| CY Grants And Similar Paid | $12,370,549 | CYGrantsAndSimilarPaidAmt |
| CY Benefits Paid To Members | $0 | CYBenefitsPaidToMembersAmt |
| PY Salaries Comp Emp Bnft Paid | $294,218,115 | PYSalariesCompEmpBnftPaidAmt |
| CY Salaries Comp Emp Bnft Paid | $293,270,688 | CYSalariesCompEmpBnftPaidAmt |
| CY Total Prof Fndrsng Expns | $0 | CYTotalProfFndrsngExpnsAmt |
| CY Total Fundraising Expense | $0 | CYTotalFundraisingExpenseAmt |
| PY Other Expenses | $467,044,022 | PYOtherExpensesAmt |
| CY Other Expenses | $511,355,179 | CYOtherExpensesAmt |
| PY Total Expenses | $763,247,419 | PYTotalExpensesAmt |
| CY Total Expenses | $816,996,416 | CYTotalExpensesAmt |
| PY Revenues Less Expenses | $41,954,180 | PYRevenuesLessExpensesAmt |
| CY Revenues Less Expenses | -$27,400,616 | CYRevenuesLessExpensesAmt |
| Total Assets BOY | $556,120,495 | TotalAssetsBOYAmt |
| Total Assets EOY | $541,476,325 | TotalAssetsEOYAmt |
| Total Liabilities BOY | $169,963,725 | TotalLiabilitiesBOYAmt |
| Total Liabilities EOY | $171,820,583 | TotalLiabilitiesEOYAmt |
| Net Assets Or Fund Balances BOY | $386,156,770 | NetAssetsOrFundBalancesBOYAmt |
| Net Assets Or Fund Balances EOY | $369,655,742 | NetAssetsOrFundBalancesEOYAmt |
| Mission | 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. | MissionDesc |
| Significant New Program Srvc | false | SignificantNewProgramSrvcInd |
| Significant Change | false | SignificantChangeInd |
| Expense | $685,753,487 | ExpenseAmt |
| Grant | $12,370,549 | GrantAmt |
| Revenue | $767,814,082 | RevenueAmt |
| Desc | See Schedule O | Desc |
| Total Program Service Expenses | $685,753,487 | TotalProgramServiceExpensesAmt |
| Described In Section501c3 | Yes (true) | DescribedInSection501c3Ind |
| Schedule B Required | Yes (true) | ScheduleBRequiredInd |
| Political Campaign Acty | false | PoliticalCampaignActyInd |
| Lobbying Activities | Yes (true) | LobbyingActivitiesInd |
| Subject To Proxy Tax | false | SubjectToProxyTaxInd |
| Donor Advised Fund | false | DonorAdvisedFundInd |
| Conservation Easements | false | ConservationEasementsInd |
| Collections Of Art | false | CollectionsOfArtInd |
| Credit Counseling | false | CreditCounselingInd |
| Donor Rstr Or Quasi Endowments | false | DonorRstrOrQuasiEndowmentsInd |
| Report Land Building Equipment | Yes (true) | ReportLandBuildingEquipmentInd |
| Report Investments Other Sec | false | ReportInvestmentsOtherSecInd |
| Report Program Related Invst | false | ReportProgramRelatedInvstInd |
| Report Other Assets | Yes (true) | ReportOtherAssetsInd |
| Report Other Liabilities | Yes (true) | ReportOtherLiabilitiesInd |
| Include FIN48 Footnote | Yes (true) | IncludeFIN48FootnoteInd |
| Independent Audit Fincl Stmt | false | IndependentAuditFinclStmtInd |
| Consolidated Audit Fincl Stmt | Yes (true) | ConsolidatedAuditFinclStmtInd |
| School Operating | false | SchoolOperatingInd |
| Foreign Office | false | ForeignOfficeInd |
| Foreign Activities | false | ForeignActivitiesInd |
| More Than5000 K To Org | false | MoreThan5000KToOrgInd |
| More Than5000 K To Individuals | false | MoreThan5000KToIndividualsInd |
| Professional Fundraising | false | ProfessionalFundraisingInd |
| Fundraising Activities | false | FundraisingActivitiesInd |
| Gaming Activities | false | GamingActivitiesInd |
| Operate Hospital | Yes (true) | OperateHospitalInd |
| Audited Financial Stmt Att | Yes (true) | AuditedFinancialStmtAttInd |
| Grants To Organizations | Yes (true) | GrantsToOrganizationsInd |
| Grants To Individuals | false | GrantsToIndividualsInd |
| Schedule J Required | Yes (true) | ScheduleJRequiredInd |
| Tax Exempt Bonds | Yes (true) | TaxExemptBondsInd |
| Invest Tax Exempt Bonds | false | InvestTaxExemptBondsInd |
| Escrow Account | false | EscrowAccountInd |
| On Behalf Of Issuer | false | OnBehalfOfIssuerInd |
| Engaged In Excess Benefit Trans | false | EngagedInExcessBenefitTransInd |
| PY Excess Benefit Trans | false | PYExcessBenefitTransInd |
| Loan Outstanding | false | LoanOutstandingInd |
| Grant To Related Person | false | GrantToRelatedPersonInd |
| Business Rln With Org Mem | false | BusinessRlnWithOrgMemInd |
| Business Rln With Fam Mem | Yes (true) | BusinessRlnWithFamMemInd |
| Business Rln With35 Ctrl Ent | false | BusinessRlnWith35CtrlEntInd |
| Deductible Non Cash Contri | false | DeductibleNonCashContriInd |
| Deductible Art Contribution | false | DeductibleArtContributionInd |
| Terminate Operations | false | TerminateOperationsInd |
| Partial Liquidation | false | PartialLiquidationInd |
| Disregarded Entity | Yes (true) | DisregardedEntityInd |
| Related Entity | Yes (true) | RelatedEntityInd |
| Related Organization Ctrl Ent | Yes (true) | RelatedOrganizationCtrlEntInd |
| Transaction With Control Ent | Yes (true) | TransactionWithControlEntInd |
| Trnsfr Exmpt Non Chrtbl Rltd Org | false | TrnsfrExmptNonChrtblRltdOrgInd |
| Activities Conducted Prtshp | false | ActivitiesConductedPrtshpInd |
| Schedule O Required | Yes (true) | ScheduleORequiredInd |
| IRP Document | 423 | IRPDocumentCnt |
| IRP Document W2 G | 0 | IRPDocumentW2GCnt |
| Backup Wthld Compliance | Yes (true) | BackupWthldComplianceInd |
| Employee | 7233 | EmployeeCnt |
| Employment Tax Returns Filed | Yes (true) | EmploymentTaxReturnsFiledInd |
| Unrelated Bus Incm Over Limit | Yes (true) | UnrelatedBusIncmOverLimitInd |
| Form990 T Filed | Yes (true) | Form990TFiledInd |
| Foreign Financial Account | false | ForeignFinancialAccountInd |
| Prohibited Tax Shelter Trans | false | ProhibitedTaxShelterTransInd |
| Taxable Party Notification | false | TaxablePartyNotificationInd |
| Nondeductible Contributions | false | NondeductibleContributionsInd |
| Quid Pro Quo Contributions | false | QuidProQuoContributionsInd |
| Form8282 Property Disposed Of | false | Form8282PropertyDisposedOfInd |
| Form8282 Filed | 0 | Form8282FiledCnt |
| Rcv Fnds To Pay Prsnl Bnft Cntrct | false | RcvFndsToPayPrsnlBnftCntrctInd |
| Pay Premiums Prsnl Bnft Cntrct | false | PayPremiumsPrsnlBnftCntrctInd |
| Form8899 Filedind | false | Form8899Filedind |
| Form1098 C Filed | false | Form1098CFiledInd |
| Indoor Tanning Services | false | IndoorTanningServicesInd |
| Subj To Tax Rmnrtn Ex Prcht Pymt | false | SubjToTaxRmnrtnExPrchtPymtInd |
| Subject To Excs Tax Net Invst Inc | false | SubjectToExcsTaxNetInvstIncInd |
| Info In Schedule O Part VI | Yes (X) | InfoInScheduleOPartVIInd |
| Governing Body Voting Members | 4 | GoverningBodyVotingMembersCnt |
| Independent Voting Member | 0 | IndependentVotingMemberCnt |
| Family Or Business Rln | false | FamilyOrBusinessRlnInd |
| Delegation Of Mgmt Duties | false | DelegationOfMgmtDutiesInd |
| Change To Org Documents | false | ChangeToOrgDocumentsInd |
| Material Diversion Or Misuse | false | MaterialDiversionOrMisuseInd |
| Members Or Stockholders | Yes (true) | MembersOrStockholdersInd |
| Election Of Board Members | Yes (true) | ElectionOfBoardMembersInd |
| Decisions Subject To Approva | Yes (true) | DecisionsSubjectToApprovaInd |
| Minutes Of Governing Body | Yes (true) | MinutesOfGoverningBodyInd |
| Minutes Of Committees | Yes (true) | MinutesOfCommitteesInd |
| Officer Mailing Address | false | OfficerMailingAddressInd |
| Local Chapters | false | LocalChaptersInd |
| Form990 Provided To Gvrn Body | Yes (true) | Form990ProvidedToGvrnBodyInd |
| Conflict Of Interest Policy | Yes (true) | ConflictOfInterestPolicyInd |
| Annual Disclosure Covered Prsn | Yes (true) | AnnualDisclosureCoveredPrsnInd |
| Regular Monitoring Enfrc | Yes (true) | RegularMonitoringEnfrcInd |
| Whistleblower Policy | Yes (true) | WhistleblowerPolicyInd |
| Document Retention Policy | Yes (true) | DocumentRetentionPolicyInd |
| Compensation Process CEO | false | CompensationProcessCEOInd |
| Compensation Process Other | false | CompensationProcessOtherInd |
| Investment In Joint Venture | Yes (true) | InvestmentInJointVentureInd |
| Written Policy Or Procedure | Yes (true) | WrittenPolicyOrProcedureInd |
| States Where Copy Of Return Is Fld | TN | StatesWhereCopyOfReturnIsFldCd |
| States Where Copy Of Return Is Fld | VA | StatesWhereCopyOfReturnIsFldCd |
| Upon Request | Yes (X) | UponRequestInd |
Books In Care Of Detail BooksInCareOfDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Person | Lynn Krutak | PersonNm |
| Phone | 4233023374 | PhoneNum |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 303 Med Tech Parkway Suite 300 | AddressLine1Txt |
| City | Johnson City | CityNm |
| State Abbreviation | TN | StateAbbreviationCd |
| ZIP | 37604 | ZIPCd |
Form990 Part VII Section A Form990PartVIISectionAGrp (19 entries)
| TitleTitleTxt | Average Hours Per WeekAverageHoursPerWeekRt | Average Hours Per Week Rltd OrgAverageHoursPerWeekRltdOrgRt | Individual Trustee Or DirectorIndividualTrusteeOrDirectorInd | OfficerOfficerInd | Reportable Comp From OrgReportableCompFromOrgAmt | Reportable Comp From Rltd OrgReportableCompFromRltdOrgAmt | Other CompensationOtherCompensationAmt |
|---|---|---|---|---|---|---|---|
| Alan Levine | |||||||
| BH Pres/CEO | 1.00 | 64.00 | Yes (X) | Yes (X) | $0 | $2,837,324 | $224,600 |
| Marvin Eichorn | |||||||
| BH EVP/CAO | 1.00 | 64.00 | Yes (X) | Yes (X) | $0 | $1,313,705 | $44,243 |
| Lynn Krutak | |||||||
| BH EVP/CFO | 1.00 | 64.00 | Yes (X) | $0 | $1,107,634 | $99,395 | |
| Eric Deaton | |||||||
| BH EVP/COO | 1.00 | 64.00 | Yes (X) | Yes (X) | $0 | $1,039,919 | $94,315 |
| Tim Belisle | |||||||
| BH EVP/Gen Cncl | 1.00 | 64.00 | Yes (X) | Yes (X) | $0 | $779,407 | $86,025 |
| Edward Hickson | |||||||
| VP, Pres SW Mkt | 45.00 | 0.00 | $716,431 | $0 | $42,884 | ||
| Linda White | |||||||
| VP/Pres NW Mkt, Frmr CEO FWCH | 0.00 | 45.00 | $0 | $591,267 | $56,460 | ||
| Andrew Wampler | |||||||
| VP Oper Excl, Frmr CFO NW Mkt | 0.00 | 45.00 | $0 | $403,405 | $63,378 | ||
| Brian Dawson MD | |||||||
| VP, CMO So. Mkt | 45.00 | 0.00 | $395,800 | $0 | $40,714 | ||
| Lisa Carter | |||||||
| VP Pediatric Svcs | 45.00 | 0.00 | $394,475 | $0 | $40,058 | ||
| Lemmie Taylor | |||||||
| VP, CEO SSH | 45.00 | 0.00 | $380,803 | $0 | $50,930 | ||
| Melanie Stanton | |||||||
| VP, CEO FWCH | 45.00 | 0.00 | $351,810 | $0 | $38,280 | ||
| Joshua McFall | |||||||
| VP, CFO Southern Mkt | 44.50 | 0.50 | $342,101 | $0 | $34,972 | ||
| Kenneth Shafer | |||||||
| VP, COO JCMC | 45.00 | 0.00 | $290,846 | $0 | $23,258 | ||
| Morgan May | |||||||
| VP, CNO JCMC | 45.00 | 0.00 | $246,692 | $0 | $20,053 | ||
| David Sensibaugh | |||||||
| Pres/CEO ISHN | 40.00 | 0.00 | $244,564 | $0 | $19,306 | ||
| Patricia Baise | |||||||
| Former VP, CEO Behavioral Hlth | 0.00 | 45.00 | $0 | $236,265 | $17,610 | ||
| Eric Carroll CEO Greene Co | |||||||
| Prev. CEO UCH | 45.00 | 0.00 | $215,809 | $0 | $30,147 | ||
| Chase Wilson | |||||||
| VP, COO BHMA (Prev CFO SE Mkt) | 45.00 | 0.00 | $167,843 | $0 | $31,136 | ||
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Reportable Comp From Org | $3,747,174 | TotalReportableCompFromOrgAmt |
| Tot Reportable Comp Rltd Org | $8,308,926 | TotReportableCompRltdOrgAmt |
| Total Other Compensation | $1,057,764 | TotalOtherCompensationAmt |
| Indiv Rcvd Greater Than100 K | 175 | IndivRcvdGreaterThan100KCnt |
| Former Ofcr Employees Listed | Yes (true) | FormerOfcrEmployeesListedInd |
| Total Comp Greater Than150 K | Yes (true) | TotalCompGreaterThan150KInd |
| Compensation From Other Srcs | false | CompensationFromOtherSrcsInd |
Contractor Compensation ContractorCompensationGrp (5 entries)
| Address Line1ContractorAddress/USAddress/AddressLine1Txt | CityContractorAddress/USAddress/CityNm | State AbbreviationContractorAddress/USAddress/StateAbbreviationCd | ZIPContractorAddress/USAddress/ZIPCd | ServicesServicesDesc | CompensationCompensationAmt |
|---|---|---|---|---|---|
| East Tennessee State University | |||||
| PO Box 70732 | Johnson City | TN | 37614 | Med Supp/Gen Acad Svcs | $5,250,193 |
| Medical Educ Assistance Corp | |||||
| PO Box 699 | Mountain Home | TN | 37684 | Medical Education Svcs | $3,431,856 |
| Assocd ReglUniv Pathologists | |||||
| PO Box 27964 | Salt Lake City | UT | 84127 | Pathology Services | $3,133,015 |
| AYA Healthcare Inc | |||||
| PO Box 123519 | Dallas | TX | 75312 | Healthcare Staffing Svcs | $2,449,369 |
| Anesthesia & Pain Consultants | |||||
| 1009 Lark St 2 | Johnson City | TN | 37604 | Anesthesiology Services | $1,484,021 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Cntrct Rcvd Greater Than100 K | 67 | CntrctRcvdGreaterThan100KCnt |
| Related Organizations | $276,850 | RelatedOrganizationsAmt |
| Government Grants | $9,059,231 | GovernmentGrantsAmt |
| All Other Contributions | $491,681 | AllOtherContributionsAmt |
| Total Contributions | $9,827,762 | TotalContributionsAmt |
Program Service Revenue ProgramServiceRevenueGrp (5 entries)
| DescDesc | BusinessBusinessCd | Total Revenue ColumnTotalRevenueColumnAmt | Related Or Exempt Func IncomeRelatedOrExemptFuncIncomeAmt | Unrelated Business RevenueUnrelatedBusinessRevenueAmt |
|---|---|---|---|---|
| CARES Act Revenue | 900099 | $6,468,181 | $6,468,181 | |
| Diabetes Program Revenue | 900099 | $667,692 | $667,692 | |
| Lab Outreach Revenue | 621500 | $1,946,512 | $1,946,512 | |
| Patient Revenue | 622110 | $756,852,514 | $756,852,514 | |
| Wellness Programs Revenue | 900099 | $1,879,183 | $1,879,183 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Program Service Revenue | $767,814,082 | TotalProgramServiceRevenueAmt |
Investment Income InvestmentIncomeGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $92,685 | TotalRevenueColumnAmt |
| Exclusion | $92,685 | ExclusionAmt |
Incm From Invest Bond Proceeds IncmFromInvestBondProceedsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $0 | TotalRevenueColumnAmt |
Royalties Revenue RoyaltiesRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $0 | TotalRevenueColumnAmt |
Gross Rents GrossRentsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $866,889 | RealAmt |
Less Rental Expenses LessRentalExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $354,046 | RealAmt |
Rental Income Or Loss RentalIncomeOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $512,843 | RealAmt |
Net Rental Income Or Loss NetRentalIncomeOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $512,843 | TotalRevenueColumnAmt |
| Unrelated Business Revenue | $104,506 | UnrelatedBusinessRevenueAmt |
| Exclusion | $408,337 | ExclusionAmt |
Gross Amount Sales Assets GrossAmountSalesAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | $282,638 | OtherAmt |
Less Cost Oth Basis Sales Expnss LessCostOthBasisSalesExpnssGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | $220,709 | OtherAmt |
Gain Or Loss GainOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | $61,929 | OtherAmt |
Net Gain Or Loss Investments NetGainOrLossInvestmentsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $61,929 | TotalRevenueColumnAmt |
| Related Or Exempt Func Income | $61,929 | RelatedOrExemptFuncIncomeAmt |
Net Incm From Fundraising Evt NetIncmFromFundraisingEvtGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $0 | TotalRevenueColumnAmt |
Net Income From Gaming NetIncomeFromGamingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $0 | TotalRevenueColumnAmt |
Net Income Or Loss NetIncomeOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $0 | TotalRevenueColumnAmt |
Other Revenue Misc OtherRevenueMiscGrp (3 entries)
| DescDesc | BusinessBusinessCd | Total Revenue ColumnTotalRevenueColumnAmt | ExclusionExclusionAmt | Related Or Exempt Func IncomeRelatedOrExemptFuncIncomeAmt |
|---|---|---|---|---|
| Cafeteria/Vending | 722514 | $1,965,132 | $1,965,132 | |
| Network Mgt Services | 900099 | $894,515 | $894,515 | |
| Support Services | 900099 | $6,836,845 | $6,836,845 |
Miscellaneous Revenue MiscellaneousRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $1,590,007 | TotalRevenueColumnAmt |
| Exclusion | $1,590,007 | ExclusionAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Revenue Total | $11,286,499 | OtherRevenueTotalAmt |
Total Revenue TotalRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $789,595,800 | TotalRevenueColumnAmt |
| Related Or Exempt Func Income | $772,766,344 | RelatedOrExemptFuncIncomeAmt |
| Unrelated Business Revenue | $2,051,018 | UnrelatedBusinessRevenueAmt |
| Exclusion | $4,950,676 | ExclusionAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Info In Schedule O Part IX | Yes (X) | InfoInScheduleOPartIXInd |
Grants To Domestic Orgs GrantsToDomesticOrgsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $12,370,549 | TotalAmt |
| Program Services | $12,370,549 | ProgramServicesAmt |
Grants To Domestic Individuals GrantsToDomesticIndividualsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $0 | TotalAmt |
Foreign Grants ForeignGrantsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $0 | TotalAmt |
Benefits To Members BenefitsToMembersGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $0 | TotalAmt |
Comp Current Ofcr Directors CompCurrentOfcrDirectorsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $2,698,147 | TotalAmt |
| Program Services | $284,781 | ProgramServicesAmt |
| Management And General | $2,413,366 | ManagementAndGeneralAmt |
Comp Disqual Persons CompDisqualPersonsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $0 | TotalAmt |
Other Salaries And Wages OtherSalariesAndWagesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $235,814,145 | TotalAmt |
| Program Services | $186,291,716 | ProgramServicesAmt |
| Management And General | $49,522,429 | ManagementAndGeneralAmt |
Pension Plan Contributions PensionPlanContributionsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $6,893,781 | TotalAmt |
| Program Services | $5,452,417 | ProgramServicesAmt |
| Management And General | $1,441,364 | ManagementAndGeneralAmt |
Other Employee Benefits OtherEmployeeBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $32,941,351 | TotalAmt |
| Program Services | $18,759,949 | ProgramServicesAmt |
| Management And General | $14,181,402 | ManagementAndGeneralAmt |
Payroll Taxes PayrollTaxesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $14,923,264 | TotalAmt |
| Program Services | $13,705,193 | ProgramServicesAmt |
| Management And General | $1,218,071 | ManagementAndGeneralAmt |
Fees For Services Management FeesForServicesManagementGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $0 | TotalAmt |
Fees For Services Legal FeesForServicesLegalGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $152,830 | TotalAmt |
| Program Services | $2,444 | ProgramServicesAmt |
| Management And General | $150,386 | ManagementAndGeneralAmt |
Fees For Services Accounting FeesForServicesAccountingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $5,292 | TotalAmt |
| Management And General | $5,292 | ManagementAndGeneralAmt |
Fees For Services Lobbying FeesForServicesLobbyingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $0 | TotalAmt |
Fees For Services Prof Fundraising FeesForServicesProfFundraising
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $0 | TotalAmt |
Fees For Srvc Invst Mgmnt Fees FeesForSrvcInvstMgmntFeesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $0 | TotalAmt |
Fees For Services Other FeesForServicesOtherGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $190,027,585 | TotalAmt |
| Program Services | $150,507,248 | ProgramServicesAmt |
| Management And General | $39,520,337 | ManagementAndGeneralAmt |
Advertising AdvertisingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $713,613 | TotalAmt |
| Management And General | $713,613 | ManagementAndGeneralAmt |
Office Expenses OfficeExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $4,737,143 | TotalAmt |
| Program Services | $4,194,856 | ProgramServicesAmt |
| Management And General | $542,287 | ManagementAndGeneralAmt |
Information Technology InformationTechnologyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $12,462,593 | TotalAmt |
| Program Services | $11,154,127 | ProgramServicesAmt |
| Management And General | $1,308,466 | ManagementAndGeneralAmt |
Royalties RoyaltiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $0 | TotalAmt |
Occupancy OccupancyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $10,394,699 | TotalAmt |
| Program Services | $10,252,936 | ProgramServicesAmt |
| Management And General | $141,763 | ManagementAndGeneralAmt |
Travel TravelGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $1,085,513 | TotalAmt |
| Program Services | $1,029,205 | ProgramServicesAmt |
| Management And General | $56,308 | ManagementAndGeneralAmt |
Pymt Travel Entrtnmnt Pub Ofcl PymtTravelEntrtnmntPubOfclGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $0 | TotalAmt |
Conferences Meetings ConferencesMeetingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $0 | TotalAmt |
Interest InterestGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $22,087,080 | TotalAmt |
| Program Services | $21,815,528 | ProgramServicesAmt |
| Management And General | $271,552 | ManagementAndGeneralAmt |
Payments To Affiliates PaymentsToAffiliatesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $0 | TotalAmt |
Depreciation Depletion DepreciationDepletionGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $33,186,552 | TotalAmt |
| Program Services | $31,302,224 | ProgramServicesAmt |
| Management And General | $1,884,328 | ManagementAndGeneralAmt |
Insurance InsuranceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $2,303,380 | TotalAmt |
| Program Services | $2,209,700 | ProgramServicesAmt |
| Management And General | $93,680 | ManagementAndGeneralAmt |
Other Expenses OtherExpensesGrp (4 entries)
| DescDesc | TotalTotalAmt | Program ServicesProgramServicesAmt | Management And GeneralManagementAndGeneralAmt |
|---|---|---|---|
| Medical Supplies | $192,560,669 | $192,560,669 | |
| Maintenance | $19,817,684 | $19,263,442 | $554,242 |
| Support Services | $16,896,762 | $1,092,432 | $15,804,330 |
| Dues & Subscriptions | $1,970,572 | $795,681 | $1,174,891 |
All Other Expenses AllOtherExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $2,953,212 | TotalAmt |
| Program Services | $2,708,390 | ProgramServicesAmt |
| Management And General | $244,822 | ManagementAndGeneralAmt |
Total Functional Expenses TotalFunctionalExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $816,996,416 | TotalAmt |
| Program Services | $685,753,487 | ProgramServicesAmt |
| Management And General | $131,242,929 | ManagementAndGeneralAmt |
| Fundraising | $0 | FundraisingAmt |
Cash Non Interest Bearing CashNonInterestBearingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $81,098 | BOYAmt |
| EOY | $27,382 | EOYAmt |
Savings And Temp Cash Invst SavingsAndTempCashInvstGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $749,516 | BOYAmt |
| EOY | $533,456 | EOYAmt |
Pledges And Grants Receivable PledgesAndGrantsReceivableGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $1,335,101 | BOYAmt |
| EOY | $131,622 | EOYAmt |
Accounts Receivable AccountsReceivableGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $92,012,798 | BOYAmt |
| EOY | $92,535,896 | EOYAmt |
Receivables From Officers Etc ReceivablesFromOfficersEtcGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| EOY | $0 | EOYAmt |
Rcvbl From Disqualified Prsn RcvblFromDisqualifiedPrsnGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| EOY | $0 | EOYAmt |
Oth Notes Loans Receivable Net OthNotesLoansReceivableNetGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $8,596,085 | BOYAmt |
| EOY | $13,512,169 | EOYAmt |
Inventories For Sale Or Use InventoriesForSaleOrUseGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $17,748,851 | BOYAmt |
| EOY | $18,530,781 | EOYAmt |
Prepaid Expenses Defrd Charges PrepaidExpensesDefrdChargesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $7,436,490 | BOYAmt |
| EOY | $5,047,161 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Land Bldg Equip Cost Or Other Bss | $1,044,926,590 | LandBldgEquipCostOrOtherBssAmt |
| Land Bldg Equip Accum Deprec | $675,213,877 | LandBldgEquipAccumDeprecAmt |
Land Bldg Equip Basis Net LandBldgEquipBasisNetGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $386,001,515 | BOYAmt |
| EOY | $369,712,713 | EOYAmt |
Investments Pub Traded Sec InvestmentsPubTradedSecGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| EOY | $0 | EOYAmt |
Investments Other Securities InvestmentsOtherSecuritiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| EOY | $0 | EOYAmt |
Investments Program Related InvestmentsProgramRelatedGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| EOY | $0 | EOYAmt |
Intangible Assets IntangibleAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $13,141,003 | BOYAmt |
| EOY | $13,141,003 | EOYAmt |
Other Assets Total OtherAssetsTotalGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $29,018,038 | BOYAmt |
| EOY | $28,304,142 | EOYAmt |
Total Assets TotalAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $556,120,495 | BOYAmt |
| EOY | $541,476,325 | EOYAmt |
Accounts Payable Accr Expnss AccountsPayableAccrExpnssGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $71,714,129 | BOYAmt |
| EOY | $80,414,766 | EOYAmt |
Tax Exempt Bond Liabilities TaxExemptBondLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $12,389,332 | BOYAmt |
| EOY | $12,004,272 | EOYAmt |
Other Liabilities OtherLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $85,860,264 | BOYAmt |
| EOY | $79,401,545 | EOYAmt |
Total Liabilities TotalLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $169,963,725 | BOYAmt |
| EOY | $171,820,583 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Organization Follows FASB117 | Yes (X) | OrganizationFollowsFASB117Ind |
No Donor Restriction Net Assets NoDonorRestrictionNetAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $386,114,364 | BOYAmt |
| EOY | $369,587,413 | EOYAmt |
Donor Restriction Net Assets DonorRestrictionNetAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $42,406 | BOYAmt |
| EOY | $68,329 | EOYAmt |
Total Net Assets Fund Balance TotalNetAssetsFundBalanceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $386,156,770 | BOYAmt |
| EOY | $369,655,742 | EOYAmt |
Tot Liab Net Assets Fund Balance TotLiabNetAssetsFundBalanceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $556,120,495 | BOYAmt |
| EOY | $541,476,325 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Info In Schedule O Part XI | Yes (X) | InfoInScheduleOPartXIInd |
| Reconcilation Revenue Expnss | -$27,400,616 | ReconcilationRevenueExpnssAmt |
| Other Changes In Net Assets | $10,899,588 | OtherChangesInNetAssetsAmt |
| Method Of Accounting Accrual | Yes (X) | MethodOfAccountingAccrualInd |
| Accountant Compile Or Review | false | AccountantCompileOrReviewInd |
| FS Audited | Yes (true) | FSAuditedInd |
FS Audited Basis FSAuditedBasisGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Consolidated Basis Fincl Stmt | Yes (X) | ConsolidatedBasisFinclStmtInd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Audit Committee | Yes (true) | AuditCommitteeInd |
| Federal Grant Audit Required | Yes (true) | FederalGrantAuditRequiredInd |
| Federal Grant Audit Performed | Yes (true) | FederalGrantAuditPerformedInd |
Schedule A IRS990ScheduleA
| Field | Value | IRS element (for citing) |
|---|---|---|
| Hospital | Yes (X) | HospitalInd |
Schedule B IRS990ScheduleB
Contributor Information ContributorInformationGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Contributor | RESTRICTED | ContributorNum |
Contributor Business Name ContributorBusinessName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | RESTRICTED | BusinessNameLine1 |
Contributor US Address ContributorUSAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | RESTRICTED | AddressLine1 |
| Address Line2 | RESTRICTED | AddressLine2 |
| City | RESTRICTED | City |
| State | RESTRICTED | State |
| ZIP Code | RESTRICTED | ZIPCode |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Contributions | RESTRICTED | TotalContributionsAmt |
Schedule C IRS990ScheduleC
| Field | Value | IRS element (for citing) |
|---|---|---|
| Form4720 Filed Section4955 Tax | false | Form4720FiledSection4955TaxInd |
| Correction Made | false | CorrectionMadeInd |
| Volunteers | false | VolunteersInd |
| Paid Staff Or Management | false | PaidStaffOrManagementInd |
| Media Advertisements | false | MediaAdvertisementsInd |
| Mailings Members | false | MailingsMembersInd |
| Publications Or Broadcast | false | PublicationsOrBroadcastInd |
| Grants Other Organizations | Yes (true) | GrantsOtherOrganizationsInd |
| Grants Other Organizations | $42,913 | GrantsOtherOrganizationsAmt |
| Direct Contact Legislators | false | DirectContactLegislatorsInd |
| Rallies Demonstrations | false | RalliesDemonstrationsInd |
| Other Activities | false | OtherActivitiesInd |
| Total Lobbying Expenditures | $42,913 | TotalLobbyingExpendituresAmt |
| Not Described Section501c3 | false | NotDescribedSection501c3Ind |
| Form4720 Filed4912 Tax | false | Form4720Filed4912TaxInd |
Supplemental Information Detail SupplementalInformationDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Form And Line Reference | Part II-B, Line 1i - Other Activities Description | FormAndLineReferenceDesc |
| Explanation | Mountain States Health Alliance had lobbying expenses of $42,913 which represents the portion of dues paid to various organizations, including Tennessee Hospital Association, Children's Hospital Alliance of Tennessee and Virginia Hospital and Healthcare Association, attributable to direct lobbying. | ExplanationTxt |
Schedule D IRS990ScheduleD
Land LandGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $22,219,663 | OtherCostOrOtherBasisAmt |
| Book Value | $22,219,663 | BookValueAmt |
Buildings BuildingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $517,084,306 | OtherCostOrOtherBasisAmt |
| Depreciation | $248,534,470 | DepreciationAmt |
| Book Value | $268,549,836 | BookValueAmt |
Leasehold Improvements LeaseholdImprovementsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $4,709,344 | OtherCostOrOtherBasisAmt |
| Depreciation | $3,112,865 | DepreciationAmt |
| Book Value | $1,596,479 | BookValueAmt |
Equipment EquipmentGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $485,850,202 | OtherCostOrOtherBasisAmt |
| Depreciation | $418,225,230 | DepreciationAmt |
| Book Value | $67,624,972 | BookValueAmt |
Other Land Buildings OtherLandBuildingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $15,063,075 | OtherCostOrOtherBasisAmt |
| Depreciation | $5,341,312 | DepreciationAmt |
| Book Value | $9,721,763 | BookValueAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Book Value Land Buildings | $369,712,713 | TotalBookValueLandBuildingsAmt |
Other Assets Org OtherAssetsOrgGrp (3 entries)
| DescDesc | Book ValueBookValueAmt |
|---|---|
| Due From 3rd Party Payors | -$8,369,711 |
| Due From Affiliates | $36,668,853 |
| Long Term Compensation Investment | $5,000 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Book Value Other Assets | $28,304,142 | TotalBookValueOtherAssetsAmt |
Other Liabilities Org OtherLiabilitiesOrgGrp (6 entries)
| DescDesc | AmtAmt |
|---|---|
| COVID FICA Loan | $4,280,248 |
| Due to 3rd Parties-Medicare Adv'd Pmts | $66,340,599 |
| Due to 3rd Party Payors | -$144,312 |
| Operating Lease Obligation L/T | $2,251,605 |
| Operating Lease Obligation S/T | $965,679 |
| Professional Liability-Reserve | $5,707,726 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Liability | $79,401,545 | TotalLiabilityAmt |
| Footnote Text | Yes (X) | FootnoteTextInd |
Supplemental Information Detail SupplementalInformationDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Form And Line Reference | Part X : FIN48 Footnote | FormAndLineReferenceDesc |
| Explanation | Mountain States Health Alliance 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, 2021 and 2020. Tax returns for 2018 through 2020 are subject to examination by the Internal Revenue Service." | ExplanationTxt |
Schedule H IRS990ScheduleH
| Field | Value | IRS element (for citing) |
|---|---|---|
| Financial Assistance Policy | Yes (true) | FinancialAssistancePolicyInd |
| Written Policy | Yes (true) | WrittenPolicyInd |
| All Hospitals Policy | Yes (X) | AllHospitalsPolicyInd |
| FPG Reference Free Care | Yes (true) | FPGReferenceFreeCareInd |
Free Care Oth Percentage FreeCareOthPercentageGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | Yes (X) | OtherInd |
| Free Care Other | 225.000000000 | FreeCareOtherPct |
| Field | Value | IRS element (for citing) |
|---|---|---|
| FPG Reference Discounted Care | Yes (true) | FPGReferenceDiscountedCareInd |
Discounted Care Oth Percentage DiscountedCareOthPercentageGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | Yes (X) | OtherInd |
| Discounted Care Other | 450.000000000 | DiscountedCareOtherPct |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Free Care Medically Indigent | Yes (true) | FreeCareMedicallyIndigentInd |
| Financial Assistance Budget | Yes (true) | FinancialAssistanceBudgetInd |
| Expenses Exceed Budget | Yes (true) | ExpensesExceedBudgetInd |
| Unable To Provide Care | false | UnableToProvideCareInd |
| Annual Community Bnft Report | Yes (true) | AnnualCommunityBnftReportInd |
| Report Publically Available | Yes (true) | ReportPublicallyAvailableInd |
Financial Assistance At Cost Typ FinancialAssistanceAtCostTyp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $19,502,636 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $19,502,636 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.02390 | TotalExpensePct |
Unreimbursed Medicaid UnreimbursedMedicaidGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $124,693,925 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $107,698,487 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $16,995,438 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.02080 | TotalExpensePct |
Total Financial Assistance Typ TotalFinancialAssistanceTyp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $144,196,561 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $107,698,487 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $36,498,074 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.04470 | TotalExpensePct |
Community Health Services CommunityHealthServicesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $4,525,279 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $625,731 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $3,899,548 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00480 | TotalExpensePct |
Health Professions Education HealthProfessionsEducationGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $17,262,297 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $3,244,207 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $14,018,090 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.01720 | TotalExpensePct |
Subsidized Health Services SubsidizedHealthServicesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $8,676,923 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $6,992,707 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $1,684,216 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00210 | TotalExpensePct |
Research ResearchGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $725,572 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $37,748 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $687,824 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00080 | TotalExpensePct |
Cash And In Kind Contributions CashAndInKindContributionsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $12,291,442 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $12,291,442 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.01500 | TotalExpensePct |
Total Other Benefits TotalOtherBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $43,481,513 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $10,900,393 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $32,581,120 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.03990 | TotalExpensePct |
Total Community Benefits TotalCommunityBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $187,678,074 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $118,598,880 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $69,079,194 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.08460 | TotalExpensePct |
Community Support CommunitySupportGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $5,000 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $5,000 | NetCommunityBenefitExpnsAmt |
Total Communtity Building Acty TotalCommuntityBuildingActyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $5,000 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $5,000 | NetCommunityBenefitExpnsAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Bad Debt Expense Reported | Yes (true) | BadDebtExpenseReportedInd |
| Bad Debt Expense | $88,569,670 | BadDebtExpenseAmt |
| Bad Debt Expense Attributable | $32,770,778 | BadDebtExpenseAttributableAmt |
| Reimbursed By Medicare | $154,216,755 | ReimbursedByMedicareAmt |
| Cost Of Care Reimbursed By Medcr | $141,995,526 | CostOfCareReimbursedByMedcrAmt |
| Medicare Surplus Or Shortfall | $12,221,229 | MedicareSurplusOrShortfallAmt |
Costing Methodology Used CostingMethodologyUsedGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Cost To Charge Ratio | Yes (X) | CostToChargeRatioInd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Written Debt Collection Policy | Yes (true) | WrittenDebtCollectionPolicyInd |
| Financial Assistance Prvsn | Yes (true) | FinancialAssistancePrvsnInd |
Management Co And Jnt Ventures ManagementCoAndJntVenturesGrp
Entity Name EntityName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | Medl Spec of JC LLC | BusinessNameLine1Txt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Primary Activities | Medical Services | PrimaryActivitiesTxt |
| Org Profit Or Ownership | 0.51000 | OrgProfitOrOwnershipPct |
| Physicians Profit Or Ownership | 0.49000 | PhysiciansProfitOrOwnershipPct |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Hospital Facilities | 7 | HospitalFacilitiesCnt |
Hospital Facilities HospitalFacilitiesGrp (7 entries)
| FacilityFacilityNum | Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | Website AddressWebsiteAddressTxt | State LicenseStateLicenseNum | Licensed HospitalLicensedHospitalInd | General Medical And SurgicalGeneralMedicalAndSurgicalInd | Childrens HospitalChildrensHospitalInd | Teaching HospitalTeachingHospitalInd | Research FacilityResearchFacilityInd | Emergency Room24 HrsEmergencyRoom24HrsInd | OtherOtherDesc | Facility Reporting GroupFacilityReportingGroupCd | Critical Access HospitalCriticalAccessHospitalInd |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Johnson City Medical Center | |||||||||||||||
| 1 | 400 N State of Franklin Rd | Johnson City | TN | 37604 | balladhealth.org | 00000121 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Mental Health | A | |
| Indian Path Community Hospital | |||||||||||||||
| 2 | 2000 Brookside Drive | Kingsport | TN | 37660 | balladhealth.org | 00000134 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | ||||
| Franklin Woods Comm Hospital | |||||||||||||||
| 3 | 300 Med Tech Parkway | Johnson City | TN | 37604 | balladhealth.org | 00000123 | Yes (X) | Yes (X) | Yes (X) | A | |||||
| Sycamore Shoals Hospital | |||||||||||||||
| 4 | 1501 W Elk Avenue | Elizabethton | TN | 37643 | balladhealth.org | 00000012 | Yes (X) | Yes (X) | Yes (X) | Mental Health | A | ||||
| Russell County Hospital | |||||||||||||||
| 5 | 58 Carroll Street | Lebanon | VA | 24266 | balladhealth.org | H 1892 | Yes (X) | Yes (X) | Yes (X) | Mental Health | A | ||||
| Johnson County Comm Hospital | |||||||||||||||
| 6 | 16901 S Shady Street | Mountain City | TN | 37683 | balladhealth.org | 00000039 | Yes (X) | Yes (X) | A | Yes (X) | |||||
| Unicoi County Hospital | |||||||||||||||
| 7 | 100 Greenway Circle | Erwin | TN | 37650 | balladhealth.org | 00000119 | Yes (X) | Yes (X) | Yes (X) | A | |||||
Hospital Fclty Policies Prctc HospitalFcltyPoliciesPrctcGrp
Hospital Facility Name HospitalFacilityName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | A | BusinessNameLine1Txt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Facility | 123456 | FacilityNum |
| First Licensed CY Or PY | false | FirstLicensedCYOrPYInd |
| Tax Exempt Hospital CY Or PY | false | TaxExemptHospitalCYOrPYInd |
| CHNA Conducted | Yes (true) | CHNAConductedInd |
| Community Definition | Yes (X) | CommunityDefinitionInd |
| Community Demographics | Yes (X) | CommunityDemographicsInd |
| Existing Resources | Yes (X) | ExistingResourcesInd |
| How Data Obtained | Yes (X) | HowDataObtainedInd |
| Community Health Needs | Yes (X) | CommunityHealthNeedsInd |
| Other Health Issues | Yes (X) | OtherHealthIssuesInd |
| Community Hlth Needs Id Process | Yes (X) | CommunityHlthNeedsIdProcessInd |
| Consulting Process | Yes (X) | ConsultingProcessInd |
| Prior CHNA Impact | Yes (X) | PriorCHNAImpactInd |
| Other | Yes (X) | OtherInd |
| CHNA Conducted | 21 | CHNAConductedYr |
| Take Into Account Others Input | Yes (true) | TakeIntoAccountOthersInputInd |
| CHNA Conducted With Other Fclts | Yes (true) | CHNAConductedWithOtherFcltsInd |
| CHNA Conducted With Non Fclts | false | CHNAConductedWithNonFcltsInd |
| CHNA Report Widely Available | Yes (true) | CHNAReportWidelyAvailableInd |
| Rpt Available On Own Website | Yes (X) | RptAvailableOnOwnWebsiteInd |
| Own Website URL | balladhealth.org/locations#hospitals | OwnWebsiteURLTxt |
| Paper Copy Public Inspection | Yes (X) | PaperCopyPublicInspectionInd |
| Implementation Strategy Adopt | Yes (true) | ImplementationStrategyAdoptInd |
| Implementation Strategy Adpt | 22 | ImplementationStrategyAdptYr |
| Strategy Posted Website | false | StrategyPostedWebsiteInd |
| Strategy Attached | Yes (true) | StrategyAttachedInd |
| Organization Incur Excise Tax | false | OrganizationIncurExciseTaxInd |
| Elig Criteria Explained | Yes (true) | EligCriteriaExplainedInd |
| FPG Family Incm Lmt Free Dscnt | Yes (X) | FPGFamilyIncmLmtFreeDscntInd |
| FPG Family Incm Lmt Free Care | 225.0000 | FPGFamilyIncmLmtFreeCarePct |
| FPG Family Incm Lmt Dscnt Care | 450.0000 | FPGFamilyIncmLmtDscntCarePct |
| Asset Level Criteria | Yes (X) | AssetLevelCriteriaInd |
| Medical Indigency Criteria | Yes (X) | MedicalIndigencyCriteriaInd |
| Insurance Status Criteria | Yes (X) | InsuranceStatusCriteriaInd |
| Underinsurance Stat Criteria | Yes (X) | UnderinsuranceStatCriteriaInd |
| Other Criteria | Yes (X) | OtherCriteriaInd |
| Explained Basis | Yes (true) | ExplainedBasisInd |
| App Financial Asst Expln | Yes (true) | AppFinancialAsstExplnInd |
| Described Info | Yes (X) | DescribedInfoInd |
| Described Suprt Doc | Yes (X) | DescribedSuprtDocInd |
| Provided Hospital Contact | Yes (X) | ProvidedHospitalContactInd |
| Provided Nonprofit Contact | Yes (X) | ProvidedNonprofitContactInd |
| Includes Publicity Measures | Yes (true) | IncludesPublicityMeasuresInd |
| FAP Available On Website | Yes (X) | FAPAvailableOnWebsiteInd |
| FAP Available On Website URL | balladhealth.org | FAPAvailableOnWebsiteURLTxt |
| FAP App Available On Website | Yes (X) | FAPAppAvailableOnWebsiteInd |
| FAP App Available On Website URL | balladhealth.org | FAPAppAvailableOnWebsiteURLTxt |
| FAP Summary On Website | Yes (X) | FAPSummaryOnWebsiteInd |
| FAP Summary On Website URL | balladhealth.org | FAPSummaryOnWebsiteURLTxt |
| FAP Avlbl On Request No Charge | Yes (X) | FAPAvlblOnRequestNoChargeInd |
| FAP App Avlbl On Request No Chrg | Yes (X) | FAPAppAvlblOnRequestNoChrgInd |
| FAP Sum Avlbl On Request No Chrg | Yes (X) | FAPSumAvlblOnRequestNoChrgInd |
| Notified FAP Copy Bill Display | Yes (X) | NotifiedFAPCopyBillDisplayInd |
| Communtity Notified FAP | Yes (X) | CommuntityNotifiedFAPInd |
| FAP Translated | Yes (X) | FAPTranslatedInd |
| FAP Actions On Nonpayment | Yes (true) | FAPActionsOnNonpaymentInd |
| Permit No Actions | Yes (X) | PermitNoActionsInd |
| Collection Activities | false | CollectionActivitiesInd |
| Provided Written Notice | Yes (X) | ProvidedWrittenNoticeInd |
| Made Effort Orally Notify | Yes (X) | MadeEffortOrallyNotifyInd |
| Processed FAP Application | Yes (X) | ProcessedFAPApplicationInd |
| Made Presumptive Elig Determ | Yes (X) | MadePresumptiveEligDetermInd |
| Nondis Emergency Care Policy | Yes (true) | NondisEmergencyCarePolicyInd |
| Look Back Medicare Private | Yes (X) | LookBackMedicarePrivateInd |
| Amounts Generally Billed | false | AmountsGenerallyBilledInd |
| Gross Charges | false | GrossChargesInd |
Supplemental Information SupplementalInformationGrp (5 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Facility: A 1,2,3,4,5,6,7 - Part V, Section B, Line 3j | Facility/Group A includes the following facilities:Johnson City Medical Center, Indian Path Community Hospital, Franklin Woods Community Hospital, Sycamore Shoals Hospital, Russell County Hospital, Johnson County Community Hospital and Unicoi County Hospital. To understand each communitys individual needs, Ballad Health conducted a Community Health Needs Assessment (CHNA) for each Ballad hospital to profile the health of the residents within its service area. Throughout the CHNA process, high priority was given to determining the health disparities and available resources within each community. Community members from each county met with Ballad representatives to discuss current health priorities and identify potential solutions. During FY21, MSHA hospitals were operating under the three-year community health needs assessments (CHNAs) plans approved by the board of directors at the end of FY18. Priorities established for the CHNAs were determined by the most significant health needs of each community. Ballad Health hospitals, including MSHA hospitals, conducted their fifth CHNA this tax period with board approval and publication occurring at the end of FY21. For FY21 CHNAs, Ballad Health utilized a mixed-methods approach for primary and secondary data collection to gather regional information to inform the 2021 community health needs assessments. The secondary data collection entailed the compilation of secondary data pertaining to agreed-upon metrics and indicators from an array of verified sources. The primary data collection component involved both a key stakeholder survey and key stakeholder focus groups. Findings from both research methods were used to prioritize the needs of the community served by each Ballad Health facility and determine priority focus areas for future improvement efforts. Analysis of secondary data for Washington County, TN findings from the key stakeholder survey, and the perspectives of diverse key stakeholders led to the prioritization of community issues for Washington County. For Johnson City Medical Center, Franklin Woods Community Hospital, Niswonger Childrens Hospital, and Woodridge Hospital, the three priority areas for future improvement efforts that were selected by key stakeholders in Washington County are substance abuse, mental health, and Adverse Childhood Experiences (ACEs). Analysis of secondary data for Sullivan County, findings from the key stakeholder survey, and the perspectives of diverse key stakeholders led to the prioritization of community issues for Sullivan County. For Indian Path Community Hospital, the three priority areas for future improvement efforts that were selected by key stakeholders in Sullivan County, TN are substance abuse, mental health, and transportation. Analysis of secondary data for Carter County, TN findings from the key stakeholder survey, and the perspectives of diverse key stakeholders led to the prioritization of community issues for Carter County. For Sycamore Shoals Community Hospital, the three priority areas for future improvement efforts that were selected by key stakeholders in Carter County, TN are substance abuse, mental health, Adverse Childhood Experiences (ACEs), and transportation.Analysis of secondary data for Unicoi County, findings from the key stakeholder survey, and the perspectives of diverse key stakeholders led to the prioritization of community issues for Unicoi County. For Unicoi County Hospital, the three priority areas for future improvement efforts that were selected by key stakeholders in Unicoi County, TN are education, mental health, and Adverse Childhood Experiences (ACEs). Analysis of secondary data for Russell County, VA findings from the key stakeholder survey, and the perspectives of diverse key stakeholders led to the prioritization of community issues for Russell County. For Russell County Hospital, the three priority areas for future improvement efforts that were selected by key stakeholders in Russell County, VA are substance abuse, mental health, and poverty.Analysis of secondary data for Johnson County, TN findings from the key stakeholder survey, and the perspectives of diverse key stakeholders led to the prioritization of community issues for Johnson County. For Johnson County Community Hospital, the three priority areas for future improvement efforts that were selected by key stakeholders in Johnson County, TN are substance abuse, mental health, and Adverse Childhood Experiences (ACEs). |
| Facility: A 1,2,3,4,5,6,7 - Part V, Section B, Line 5 | The community health needs assessment process was guided by the Mobilizing for Action Through Planning and Partnerships (MAPP) model, with an understanding that aspects of the model may have to be adapted due to the purpose of the assessment for Ballad Health and constraints related to the COVID-19 pandemic. In coordination with the MAPP model, concepts from both Community-Based Participatory Research (CBPR) and the Arkansas Center for Health Improvement (ACHI) Community Health Assessment Community Health Assessment Toolkit were also utilized for the assessments. Following guidance from the MAPP model, a Key Stakeholder Survey was designed with the primary aim of identifying the most-pressing community issues. In aligning with principles of CBPR, the key stakeholder survey was designed to allow key stakeholders to frame community issues in their own words through the use of open-ended questions. In addition to the identification of community issues, the key stakeholder survey was also designed to discern why survey respondents believed the community issues they selected had the greatest effect on the overall health and wellbeing of their community. Questions related to ideas and suggestions for improvement efforts, gauging the success of efforts after the previous community health needs assessments, and community struggles related to the COVID-19 pandemic were also included in the survey. Independent focus groups were conducted for each Ballad Health facility in order to provide specific and unique information for each community being served. The MAPP model and questions from the key stakeholder survey were used to guide the development and construction of the focus groups. Because the key stakeholder survey primarily dealt with the identification of community issues, the focus groups were primarily designed to prioritize community issues identified through the key stakeholder survey and discuss actionable items around how to best address these community issues. Questions related to root causes of community issues, the current state of resources to address community issues, needed resources to initiate improvement efforts and be successful, and community struggles related to the COVID-19 pandemic were also included in the focus group facilitation guide. The key stakeholder focus groups were conducted virtually via WebEx and were one hour and thirty minutes in length.For Johnson City Medical Center, Niswonger Childrens Hospital, Franklin Woods Community Hospital, and Woodridge Hospital there were thirty-five focus group participants. Similar to the key stakeholder survey representation, focus group participants represented an array of different sectors in Washington County, TN which included: the school system, businesses, government, the health care system, health departments, faith based organizations, and a diverse group of community based organizations. For stakeholders who were not able to attend the focus group in real-time, blank facilitation guide templates with questions concerning the three priority areas identified by the focus group participants were sent to them immediately after the conclusion of the focus group. This allowed key stakeholders who were not able to attend the focus group in real-time to still provide input and the hospital to ensure the involvement of diverse stakeholders. For Indian Path Community Hospital there were eighteen focus group participants. Similar to the key stakeholder survey representation, focus group participants represented an array of different sectors in Sullivan County, TN which included: the school system, businesses, government, the health care system, health departments, faith based organizations, and a diverse group of community based organizations. For stakeholders who were not able to attend the focus group in real-time, blank facilitation guide templates with questions concerning the three priority areas identified by the focus group participants were sent to them immediately after the conclusion of the focus group. This allowed key stakeholders who were not able to attend the focus group in real-time to still provide input and the hospital to ensure the involvement of diverse stakeholders.For Sycamore Shoals Community Hospital there were ten focus group participants. Similar to the key stakeholder survey representation, focus group participants represented an array of different sectors in Carter County, TN which included: the school system, businesses, government, the health care system, health departments, faith based organizations, and a diverse group of community based organizations. For stakeholders who were not able to attend the focus group in real-time, blank facilitation guide templates with questions concerning the three priority areas identified by the focus group participants were sent to them immediately after the conclusion of the focus group. This allowed key stakeholders who were not able to attend the focus group in real-time to still provide input and the hospital to ensure the involvement of diverse stakeholders.For Unicoi County Hospital there were six focus group participants. Similar to the key stakeholder survey representation, focus group participants represented an array of different sectors in Unicoi County, TN which included: the school system, businesses, government, the health care system, health departments, faith based organizations, and a diverse group of community based organizations. For stakeholders who were not able to attend the focus group in real-time, blank facilitation guide templates with questions concerning the three priority areas identified by the focus group participants were sent to them immediately after the conclusion of the focus group. This allowed key stakeholders who were not able to attend the focus group in real-time to still provide input and the hospital to ensure the involvement of diverse stakeholders.For Russell County Hospital there were nine focus group participants. Similar to the key stakeholder survey representation, focus group participants represented an array of different sectors in Russell County, VA which included: the school system, businesses, government, the health care system, health departments, faith based organizations, and a diverse group of community based organizations. For stakeholders who were not able to attend the focus group in real-time, blank facilitation guide templates with questions concerning the three priority areas identified by the focus group participants were sent to them immediately after the conclusion of the focus group. This allowed key stakeholders who were not able to attend the focus group in real-time to still provide input and the hospital to ensure the involvement of diverse stakeholders.For Johnson County Community Hospital, there were seven focus group participants. Similar to the key stakeholder survey representation, focus group participants represented an array of different sectors in Johnson County, TN which included: the school system, businesses, government, the health care system, health departments, faith based organizations, and a diverse group of community based organizations. For stakeholders who were not able to attend the focus group in real-time, blank facilitation guide templates with questions concerning the three priority areas identified by the focus group participants were sent to them immediately after the conclusion of the focus group. This allowed key stakeholders who were not able to attend the focus group in real-time to still provide input and the hospital to ensure the involvement of diverse stakeholders. Activities associated with the June 2021 assessments took place from summer of 2020 through the spring of 2021. The assessment activity including focus groups & surveys were used to develop the hospital implementation plans that were completed fall 2021. |
| Facility: A 1,2,3,4,5,6,7 - Part V, Section B, Line 6a | Each hospital within Ballad Health completed a CHNA. Mountain States Health Alliance's (MSHA) CHNAs were conducted with all Ballad Health hospitals to include: Bristol Regional Medical Center, Hancock County Hospital, Hawkins County Memorial Hospital, Greeneville Community Hospital, Holston Valley Medical Center, Johnson City Medical Center (includes Niswonger Children's Hospital and Woodridge Hospital), Franklin Woods Community Hospital, Indian Path Community Hospital, Lonesome Pine Hospital (including Mountain View campus), Johnson County Community Hospital, Johnston Memorial Hospital, Norton Community Hospital, Dickenson Community Hospital, Russell County Hospital, Smyth County Community Hospital, Sycamore Shoals Hospital, and Unicoi County Hospital. |
| Facility: A 1,2,3,4,5,6,7 - Part V, Section B, Line 11 | During the year, MSHA will focus on its CHNA priorities as identified in its FY21 CHNA report. MSHAs primary areas of focus included: substance abuse, mental health, and Adverse Childhood Experiences (ACEs). Many additional community needs exist in our region. It is fiscally impossible for a hospital to address every health need in a community, which is why the CHNA process is used to identify and prioritize areas of focus. A thoughtful CHNA evaluates overall community health needs to determine which ones the hospital can best influence in a positive way. Consideration is given to other organizations in the hospitals geographic area that already offer services addressing specific health needs. In some cases, it is best to simply support an identified health need through a financial donation to another nonprofit organization skilled in certain areas: teen pregnancy, dental health, fighting homelessness, etc. Hospitals also lend support to other nonprofit organizations by serving on their boards, committees, and assisting with fundraising efforts. Ballad Health made financial contributions to other nonprofit organizations providing community services that support MSHA hospitals CHNAs. For example, Ballad Health contributed to: A Step Ahead Tri-Cities, Coalition for Kids, Bristols Promise, ETSU Pediatrics, Fahe housing collaborative, Frontier Health, Mom Power Families Free, Niswonger Foundation, Second Harvest Food Bank, Strongwell, Upper East Tennessee Human Development Agency, and YWCA. |
| Facility: A 1,2,3,4,5,6,7 - 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. |
Oth Hlth Care Fclts Not Hospital OthHlthCareFcltsNotHospitalGrp
Oth Hlth Care Fclts OthHlthCareFcltsGrp (8 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | FacilityFacilityTxt |
|---|---|---|---|---|
| MSHA dba Ballad Health Homecare-Johnson City | ||||
| 509 Med Tech Parkway Suite 200 | Johnson City | TN | 37604 | Licensed Home Health Agency |
| MSHA dba Ballad Health Homecare-Clintwood | ||||
| 312 Hospital Drive Suite A | Clintwood | VA | 24228 | Licensed Home Health Agency |
| MSHA dba Ballad Health Homecare-Abingdon | ||||
| 611 Campus Drive Suite 300 | Abingdon | VA | 24210 | Licensed Home Health Agency |
| MSHA dba Ballad Health Hospice-Abingdon | ||||
| 611 Campus Drive Suite 500 | Abingdon | VA | 24210 | Licensed Hospice Agency |
| MSHA dba Ballad Health Homecare-Lebanon | ||||
| 116 Flannagan Avenue | Lebanon | VA | 24266 | Licensed Home Health Agency |
| MSHA dba Ballad Health Hospice-Bristol | ||||
| 280 Steeles Road | Bristol | TN | 37620 | Licensed Hospice Agency |
| MSHA dba Ballad Health Homecare-Greeneville | ||||
| 1410 Tusculum Blvd Suite 1600 | Greeneville | TN | 37745 | Licensed Home Health Agency |
| MSHA dba Ballad Health Homecare-Norton | ||||
| 96 15th Street NW Suite 104A | Norton | VA | 24273 | Licensed Home Health Agency |
Supplemental Information Detail SupplementalInformationDetail (15 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Part I, Line 3c - Charity Care Eligibility Criteria (FPG Is Not Used) | Financial assistance approval can apply to an assortment of patients such as those who have exhausted their TennCare/Medicaid benefits, those who qualified for TennCare/Medicaid after the date of service, deceased patients with no estate or assets, uninsured patients, and underinsured patients. While Ballad Healths qualifications for financial assistance is based on federal poverty guidelines, asset values may also be used to determine eligibility. Unique circumstances may be assessed on a case-by-case basis. Charity approval covers all dates of service for the patient when they are approved and there is no limitation or cap on the amount of charity that they can receive. Ballad Health hospitals do not stop approving financial assistance for patient accounts if a hospitals charity write-offs exceed the hospitals charity budget.All Ballad Health hospitals provide an uninsured discount; the current uninsured discount is 85% with the exception of critical access hospitals. The uninsured discount for Johnson County Community Hospital, a designated Critical Access Hospital, is 73%. 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 - Explanation of Costing Methodology | The cost to charge ratio (worksheet 2 "ratio of patient care cost to charges") was used to calculate line 7a financial assistance (charity care) cost. MSHAs cost accounting system was used to determine losses from Tenncare and Medicaid reported on line 7b, with the exception of home health and a small physician clinic a cost to charge ratio was used for their data because these are smaller divisions not available in MSHAs cost accounting software. 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 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. MSHAs Medicare-approved programs include medical residents, pharmacy and pastoral care. For these programs, Medicare-approved costs and Medicare reimbursement comes from filed Medicare cost reports. The Ballad Health Organizational Development Department (OD) maintains records for the non-Medicare programs. Only labor costs are included for MSHA team members that provide training (no overhead is applied) and only a percentage of team members time is attributed to actual training. For line 7g subsidized health care services, MSHAs cost accounting system is used because MSHA has established, standard costing reports for these services. There are exceptions where MSHA does not use the cost accounting system. A a small clinic inside JCCH, a federally designated critical access hospital, is subsidized by JCCH and the clinics departmental operating report is used to compute the clinics community benefit. The second exception is a palliative care program. For this program, the departments operating report is used. The third exception relates to low-dose CT scans for lung cancer. Patient charges for this screening were written-off as an administrative adjustment (not as charity). The cost to charge ratio was used to determine the cost of the free scans. MSHA is careful to ensure no double counting of cost. Although there are other service lines within MSHA hospitals that lose money, MSHA does not report services that hospitals are required by state licensure to provide, routine services or ancillary services. Line 7h research represents MSHA's expense allocation from Ballad Health for research. Line 7i cash and in-kind contributions includes cash disbursements and in-kind donations of medications to local nonprofit rescue squads and fire departments. In-kind donations of medications are based on actual cost for these items. |
| Part III, Line 2 - Methodology Used To Estimate Bad Debt Expense | Self-pay balances include accounts after payments and contractual adjustments (discounts) have been applied from all third-party payers such as Medicare, TennCare/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 Healths 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, MSHA writes the account off to bad debt. The 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 - Methodology of Estimated Amount & Rationale for Including in Community Benefit | MSHAs primary external collection agency historically estimated that approximately 37% of MSHAs bad debt would have qualified for financial assistance if patients had provided a financial assistance application and required documentation. MSHA 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 individuals score which is then relied upon to assign presumptive charity eligibility. There are many instances of patients with large account balances and no health insurance coverage that we believe would qualify for financial assistance. Although patients are encouraged to apply for assistance, many will not do so. MSHA 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 MSHA's program. Without a completed application or approval through the presumptive charity eligibility review, these are recorded as bad debt instead of charity care. |
| Part III, Line 4 - Bad Debt Expense | Ballad Healths audited financial statements include a footnote on page 17 that describes bad debt. MSHA is included in the June 30, 2021 audited financial statements of Ballad Health (attached). |
| Part III, Line 8 - Explanation Of Shortfall As Community Benefit | Excluding Medicare losses reported in Part I subsidized health, the Part III Medicare allowable costs are reported using MSHA's filed Medicare cost report (C/R). The C/R uses a cost to charge ratio based on a step-down allocation methodology. MSHA believes Medicare losses should be allowed as a reportable community benefit, similar to governmental programs such as Medicaid. As a participating provider in the Medicare program, hospitals are required to provide the full regimen of care for the Medicare population. There are a number of care regimens that are compensated by the Medicare program at levels below cost. Therefore, it is only logical to allow hospitals to report these uncompensated services as a community benefit. By making this change, nonprofit providers will be encouraged to continue important care delivery models for our aging population in spite of the fact it may be economically injurious. |
| Part III, Line 9b - Provisions On Collection Practices For Qualified Patients | 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 patients 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. MSHA 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 TennCare or Medicaid.After insurance benefit verification, MSHA hospitals bill 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. MSHA 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- MSHA hospitals accept 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 MSHA hospitals- payment arrangements are available as 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 Ballad Health's financial assistance policy. |
| Part VI, Line 2 - Needs Assessment | Focusing on population health improvement and associated priority metrics allows Ballad Health to further engage the efforts of its hospitals in partnership with communities in our service areas. It has helped Ballad to better identify health disparities that appear across the individual communities and has helped Ballad to prioritize issues that are most important in each hospitals community. Engaging local community organizations expands partnerships so that organizations work together more to address community health needs. Ballad Health uses a comprehensive process to gather input for and continues to evolve its population health plan. Because our hospitals are located in a region with many chronic disease challenges and high levels of health-related social risks, Ballad Healths goal is to target population health issues to make lasting improvements. Ballad conducts ongoing interviews, focus groups and meetings with external groups, including the regional health departments, United Way agencies, chambers of commerce, schools and community organizations, the regional accountable care community leadership council, as well as internal groups such as our population health and community benefit committee of the Ballad Health board of directors, the Ballad Health population health clinical committee, social needs council, grant advisory committees and our hospital community boards in the creation and on-going implementation of its population health plan. |
| Part VI, Line 3 - Patient Education of Eligibility for Assistance | Consistent with the Ballad Health financial assistance policy, MSHA communicates with and provides education to 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 MSHA 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 hospitals. Our financial assistance policy and documents are available in emergency departments and admitting areas. We are also happy to mail all documents to patients. We offer a plain language summary, and all documents are available in English and Spanish. Financial assistance information is available during pre-registration, registration and/or during financial counseling. MSHA offers governmental program eligibility representatives to assist patients in securing eligibility for TennCare or Medicaid, federal disability and other governmental assistance programs. Additionally, if a patient or community resident expresses an interest in the ACA-healthcare exchange, MSHA representatives have the qualifications and experience to assist them through the entire process. 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. The 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 - Community Information | MSHA serves the healthcare needs of 29 Appalachian counties in Tennessee, Southwest Virginia, Kentucky, and North Carolina. All of the counties MSHA serves are federally designated as medically underserved areas. MSHAs largest hospital, Johnson City Medical Center, is a tertiary referral center and level one trauma center. All of MSHAs wholly owned hospitals are located in federally designated medically underserved areas. Medically underserved areas are designated by the U.S. Department of Health and Human Services. Shortage areas are identified through analysis of physician to population ratios depending on whether an area is considered to have a high need. Criteria used to determine high need are poverty rates, the percent of the population over age 65, infant mortality rates and fertility rates. MSHA operates 2 critical access hospitals: wholly-owned Johnson County Community Hospital in Tennessee and majority-owned Dickenson County Community Hospital in Virginia.Many rural residents must travel a greater distance to access different points of the health care delivery system. Due to geographic distance, sometimes extreme weather conditions, lack of public transportation and challenging roads, rural residents may be limited, and in some instances, even prohibited from accessing health care services. Within the counties in MSHAs service area, unintentional injury deaths are much higher than the statewide rates. For example, in Tennessee Unicoi Countys rate is 26% higher than the state rate and in Virginia, Russell Countys rate is 23% higher than the statewide rate. While the MSHA service area has generally unfavorable health statistics, there are far fewer primary care physicians per resident in some of the counties served than the states average. For example, in Carter County, the ratio of population to primary care physicians is 82% higher than the states average and Unicois ratio is 111% higher. Both of these counties are more than double the ratio of U.S. top performers according to the University of Wisconsin Population Health Institute County Health Rankings. Recruiting physicians to rural areas is often challenging due to a myriad of factors, such as geography, economics, culture and education. Geographically, rural communities are often far removed from suburban and urban centers that provide access to educational, cultural and economic opportunities. These limitations influence the relocation decision of the physician candidate and his/her spouse/children to locate to a rural area. The health status of the population in MSHA'S service area is generally poor. A number of factors contribute to a unique and challenging environment that influence the overall health standing for counties included in the MSHA service area. Obesity increases the risk for many health conditions such as coronary heart disease, type 2 diabetes, hypertension, stroke, cancer, sleep apnea and respiratory problems, and osteoarthritis. Evidence indicates physical activity, independent of its effect on weight, has substantial benefits for health. Relative to obesity and physical activity levels, many of the counties served by MSHA have high levels of obesity combined with high levels of physical inactivity as shown below. The percentages of adult obesity: Johnson County 30%, Unicoi County 27%, Carter County 38%, Sullivan County 33% and Russell County 33%. The adult obesity rate for U.S. top performers is 26% according to the University of Wisconsin Population Health Institute County Health Rankings.The percentages of physical inactivity: Carter County 30%, Sullivan County 31%, Unicoi County 22%, Johnson County 26%, and Russell County 38%. The physical inactivity rate for U.S. top performers is 19% according to the University of Wisconsin Population Health Institute County Health Rankings. MSHAs service area extends to some of the poorest rural counties in the region with a poverty rate of almost 30% in some areas. The County Health Rankings estimates county median household incomes are: Johnson County - $35,800; Russell County - $39,000; Carter County - $39,200 and Unicoi County - $47,700, all below the state of Tennessee median household income of $52,400. Some of the most well-off counties in MSHA'S service area still have a median household income lower than state and national averages. For instance, Washington Countys median household income is $49,200 and Sullivan Countys is 46,000. The rate of children in poverty in some areas is considerably higher than the state of Tennessee rate of 19% and the state of Virginia rate of 13%. For example, the percentage of children living in poverty in Johnson County is 36%, Carter County is 28%, Unicoi County is 22% and Russell County is 23%. The latest census bureau data estimates the median age of residents of Unicoi County is 46.5, Johnson County is 46.0, and Carter County is 45.4, all significantly older than the median age of 38.7 in Tennessee. All of MSHAs communities have a large elderly population, far exceeding that of the country. Persons 65 years and older in the counties MSHAs hospitals are located in range from 17.9% to 23.3% compared to 16.5% for the U.S. |
| Part VI, Line 4 - Community Building Activities | Ballad Health 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 MSHA 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. MSHA does not capture costs associated with team members that serve on other nonprofit boards or provide services to other nonprofits.MSHA, 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 the area. Most of these organizations work to improve the lives of community members that have limited, or no, financial resources. |
| Part VI, Line 5 - Promotion of Community Health | MSHA is dedicated to operating efficiently so that waste is minimized. MSHAs leadership remains mindful of managing limited resources so that adequate facilities and equipment are available for the care of patients. Surplus funds are invested into improving treatment options for patients through new technologies, recruiting physicians and trained staff in shortage areas, and improving MSHA facilities. Various checks and balances are established to ensure that expenditures for operating expenses and capital costs are reasonable and necessary.MSHA has several hospitals with Medicare-approved health profession education programs. In addition, MSHA hospitals serve as training sites for many types of health professions: nursing, pharmacy, psychology, lab, respiratory therapy, EMT, public health, etc. Students from numerous colleges, universities, and programs receive training and experience in MSHA hospitals. MSHA resources are devoted to health conferences for local health professionals, two health resources centers conveniently located in a shopping mall and a wellness center; provide for media coverage to educate residents on health issues; offer events to the public that combine fun activities with health education; and many other programs focused on improving the health of area residents. While MSHA operates hospitals in predominantly low-income, rural and isolated areas, MSHA continues to offer services that operate at a loss because residents would otherwise need to leave their hometown or county to receive needed care. Mountain States Health Alliance merged with Wellmont Health System in February 2018 to form Ballad Health healthcare system. Mountain States and Wellmont still exist as legal entities and continue to operate multiple hospitals. MSHA's governing body is comprised of persons who reside in the organization's primary service areas. Physicians that request privileges who are qualified and credentialed are extended privileges by MSHA. |
| Part VI, Line 6 - Affilated Health Care System | Mountain States merger with Wellmont 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 Healths 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 MSHAs hospitals, there were many projects, programs, and collaborative efforts that took place during the year. MSHA provides care to people in 29 counties in Tennessee, Virginia, Kentucky and North Carolina. Each hospital is fully accredited by The Joint Commission, with the exception of JCCH. JCCH receives certification through the State of Tennessee since it is a critical access hospital. MSHA, based in Johnson City, Tennessee includes 7 wholly-owned hospitals. In addition to its wholly-owned hospitals, MSHA has majority ownership in 4 hospitals located in Southwest Virginia, each of which file separate returns. In addition to acute care hospitals, the system includes such services as:Primary/specialty physician practices, emergency departments, occupational medicine, rehabilitation, outreach laboratory, mental health, neonatal intensive care, a NACHARI-affiliated children's hospital, renal dialysis, St. Jude's Oncology, inpatient/outpatient surgery, skilled nursing, long-term care, home health, and more. With these additional facilities and services, MSHA extends a highly effective health care delivery system. Since the system is both horizontally and vertically integrated, patients can be efficiently moved along an integrated, comprehensive continuum of care as their health status dictates. MSHA's flagship facility, Johnson City Medical Center is at the core of the system offering full-service tertiary care. In addition to MSHA hospitals, MSHA is the sole member of Blue Ridge Medical Management Corporation (BRMMC). MSHA extends an integrated healthcare delivery system through BRMMC to include multiple primary and specialty care patient access centers and numerous outpatient care sites, including urgent care centers, occupational medicine services, a same day surgery center and rehabilitation.MSHA partners with East Tennessee State University to operate Overmountain Recovery, an opioid addiction recovery facility located in Gray, Tennessee.MSHA is the sole member of Integrated Solutions Health Network, LLC. (ISHN). ISHN operates Anewcare Collaborative, the region's first accountable care organization, bringing together community health care providers to provide better outcomes and improved patient satisfaction at a lower cost.MSHA county-specific operations are governed by a community board of directors. County boards report to a system level board of directors. All boards are primarily composed of local community residents.Hospitals in the Ballad Health system work closely with one another to share expertise and resources. |
| Part VI, Line 7 - States Filing of Community Benefit Report | TN VA |
| Part VI - Additional Information | Ballad Health is required to report community benefit estimates on a quarterly basis with the states of Tennessee and Virginia. The reporting includes all of Ballad Health's hospital organizations and is reported using IRS Form 990, Schedule H instructions for reporting community benefit. Ballad Health operates under a Certificate of Public Advantage (COPA) in Tennessee and a Cooperative Agreement (CA) in Virginia as obligated by agreements between Ballad Health and the two states to allow Mountain States Health Alliance and Wellmont Health System to merge. |
Schedule I IRS990ScheduleI
| Field | Value | IRS element (for citing) |
|---|---|---|
| Grant Records Maintained | Yes (true) | GrantRecordsMaintainedInd |
Recipient Table RecipientTable (14 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | Recipient EINRecipientEIN | IRC SectionIRCSectionDesc | Cash GrantCashGrantAmt | Non Cash AssistanceNonCashAssistanceAmt | Purpose Of GrantPurposeOfGrantTxt | Valuation Method UsedValuationMethodUsedDesc | Non Cash AssistanceNonCashAssistanceDesc |
|---|---|---|---|---|---|---|---|---|---|---|
| Appalachian School of Law | ||||||||||
| 1169 Edgewater Drive | Grundy | VA | 24614 | 541743079 | 501c3 | $130,000 | $0 | Improve Access to Healthcare | ||
| Boys & Girls Club of JC | ||||||||||
| 2210 Market Street | Johnson City | TN | 37601 | 620810733 | 501c3 | $25,000 | $0 | Program Support | ||
| Castlewood Fire and Rescue | ||||||||||
| 103 Donnie Dean Drive | Castlewood | VA | 24224 | 541866613 | 501c3 | $0 | $5,322 | EMS Supplies | Cost | Med'l supplies from inventory |
| Dante Rescue Squad | ||||||||||
| POB 668 Lower Bearwallow Rd | Dante | VA | 24237 | 541837346 | 501c3 | $0 | $7,796 | EMS Supplies | Cost | Med'l supplies from inventory |
| East Tn State Univ | ||||||||||
| PO Box 70732 | Johnson City | TN | 37614 | 626021046 | 501c3 | $5,065,733 | $0 | Center Nursing Excellence | ||
| East Tn State Univ Fndtn | ||||||||||
| PO Box 70721 | Johnson City | TN | 37614 | 237092731 | 501c3 | $6,865,850 | $0 | Rural Health Research | ||
| Kingsport Chamber Foundation | ||||||||||
| 400 Clinchfield St Ste 100 | Kingsport | TN | 37660 | 581453565 | 501c3 | $14,000 | $0 | Funfest, Kid's Central Health Booth | ||
| Milligan College | ||||||||||
| PO Box 189 | Millgn College | TN | 37682 | 620535866 | 501C3 | $13,410 | $0 | Physician Assistant Program | ||
| Milligan College | ||||||||||
| PO Box 189 | Mllgn College | TN | 37682 | 620535755 | 501c3 | $150,000 | $0 | Addictions Counseling Program | ||
| Music For All | ||||||||||
| 39 W Jackson Place Suite 150 | Indianapolis | IN | 46225 | 363413042 | 501c3 | $18,000 | $0 | Sponsorship | ||
| Second Harvest Food Bank | ||||||||||
| 127 Dillon Court | Gray | TN | 37615 | 621303822 | 501c3 | $24,000 | $0 | Food Pantries | ||
| Town of Pennington Gap | ||||||||||
| POB 305 526 Industrial Dr | Pennington Gap | VA | 24277 | 546015001 | 501c3 | $15,000 | $0 | Program Sponsorship | ||
| United Way of Southwest VA | ||||||||||
| 1096 Ole Berry Dr | Abingdon | VA | 24210 | 540718860 | 501c3 | $25,000 | $0 | Trauma Informed Community | ||
| VA Polytechnic Institute | ||||||||||
| 201 Southgate Center | Blacksburg | VA | 24061 | 546001805 | 501c3 | $120,000 | $0 | Improve Access to Healthcare | ||
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total501c3 Org | 14 | Total501c3OrgCnt |
| Total Other Org | 0 | TotalOtherOrgCnt |
Supplemental Information Detail SupplementalInformationDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Form And Line Reference | Grantmaker's Description of How Grants are Used | FormAndLineReferenceDesc |
| Explanation | The Community Benefit and Population Health Committee for Ballad Health is comprised of members from Tennessee and Virginia. Committee members have various perspectives on community health improvement and work to develop an understanding of population health, philanthropy, community benefit obligations and the role Ballad Health plays in health access improvement. The senior leadership for Ballad Health, including the President and CEO and COO, attend the meetings. Among the responsibilities of the committee is ensuring charitable contributions comply with Ballad Health Board policies.All requests are submitted electronically with the required information to determine eligibility. After the committee has reviewed requests, various levels of approval are required, including the Ballad Health CEO or Ballad Health Board, based on the level of commitment. Applicants requesting funding for a specific event or program should include the following information:-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 | ExplanationTxt |
Schedule J IRS990ScheduleJ
| Field | Value | IRS element (for citing) |
|---|---|---|
| First Class Or Charter Travel | Yes (X) | FirstClassOrCharterTravelInd |
| Written Policy Ref T And E Expnss | Yes (true) | WrittenPolicyRefTAndEExpnssInd |
| Substantiation Required | Yes (true) | SubstantiationRequiredInd |
| Severance Payment | Yes (true) | SeverancePaymentInd |
| Supplemental Nonqual Rtr Plan | Yes (true) | SupplementalNonqualRtrPlanInd |
| Equity Based Comp Arrngm | false | EquityBasedCompArrngmInd |
| Comp Based On Revenue Of Flng Org | false | CompBasedOnRevenueOfFlngOrgInd |
| Comp Bsd On Rev Related Orgs | false | CompBsdOnRevRelatedOrgsInd |
| Comp Bsd Net Earns Flng Org | false | CompBsdNetEarnsFlngOrgInd |
| Comp Bsd Net Earns Rltd Orgs | false | CompBsdNetEarnsRltdOrgsInd |
| Any Non Fixed Payments | false | AnyNonFixedPaymentsInd |
| Initial Contract Exception | false | InitialContractExceptionInd |
Rltd Org Officer Trst Key Empl RltdOrgOfficerTrstKeyEmplGrp (19 entries)
| TitleTitleTxt | Compensation Based On Rltd OrgsCompensationBasedOnRltdOrgsAmt | Bonus Related OrganizationsBonusRelatedOrganizationsAmt | Other Compensation Rltd OrgsOtherCompensationRltdOrgsAmt | Deferred Comp Rltd OrgsDeferredCompRltdOrgsAmt | Nontaxable Benefits Rltd OrgsNontaxableBenefitsRltdOrgsAmt | Total Compensation Rltd OrgsTotalCompensationRltdOrgsAmt | Comp Report Prior990 Rltd OrgsCompReportPrior990RltdOrgsAmt | Base Compensation Filing OrgBaseCompensationFilingOrgAmt | Bonus Filing OrganizationBonusFilingOrganizationAmount | Other Compensation Filing OrgOtherCompensationFilingOrgAmt | Deferred Compensation Flng OrgDeferredCompensationFlngOrgAmt | Nontaxable Benefits Filing OrgNontaxableBenefitsFilingOrgAmt | Total Compensation Filing OrgTotalCompensationFilingOrgAmt |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Alan Levine | |||||||||||||
| BH Pres/CEO | $1,105,435 | $1,577,573 | $154,316 | $203,351 | $21,249 | $3,061,924 | $122,199 | ||||||
| Andrew Wampler | |||||||||||||
| VP Oper Excl, Frmr CFO NW Mkt | $294,460 | $86,532 | $22,413 | $38,776 | $24,602 | $466,783 | |||||||
| Brian Dawson MD | |||||||||||||
| VP, CMO So. Mkt | $334,184 | $50,371 | $11,245 | $19,408 | $21,306 | $436,514 | |||||||
| Chase Wilson | |||||||||||||
| VP, COO BHMA (Prev CFO SE Mkt) | $135,247 | $32,356 | $240 | $8,999 | $22,137 | $198,979 | |||||||
| David Sensibaugh | |||||||||||||
| Pres/CEO ISHN | $58,716 | $61,634 | $124,214 | $3,507 | $15,799 | $263,870 | |||||||
| Edward Hickson | |||||||||||||
| VP, Pres SW Mkt | $453,239 | $261,467 | $1,725 | $16,845 | $26,039 | $759,315 | |||||||
| Eric Carroll CEO Greene Co | |||||||||||||
| Prev. CEO UCH | $171,643 | $43,011 | $1,155 | $11,026 | $19,121 | $245,956 | |||||||
| Eric Deaton | |||||||||||||
| BH EVP/COO | $577,023 | $447,591 | $15,305 | $73,799 | $20,516 | $1,134,234 | |||||||
| Joshua McFall | |||||||||||||
| VP, CFO Southern Mkt | $270,304 | $70,756 | $1,041 | $16,378 | $18,594 | $377,073 | |||||||
| Kenneth Shafer | |||||||||||||
| VP, COO JCMC | $223,854 | $65,467 | $1,525 | $3,470 | $19,788 | $314,104 | |||||||
| Lemmie Taylor | |||||||||||||
| VP, CEO SSH | $230,550 | $145,686 | $4,567 | $27,159 | $23,771 | $431,733 | |||||||
| Linda White | |||||||||||||
| VP/Pres NW Mkt, Frmr CEO FWCH | $386,764 | $202,398 | $2,105 | $33,388 | $23,072 | $647,727 | |||||||
| Lisa Carter | |||||||||||||
| VP Pediatric Svcs | $241,653 | $144,851 | $7,971 | $17,314 | $22,744 | $434,533 | |||||||
| Lynn Krutak | |||||||||||||
| BH EVP/CFO | $606,603 | $494,254 | $6,777 | $79,271 | $20,124 | $1,207,029 | |||||||
| Marvin Eichorn | |||||||||||||
| BH EVP/CAO | $701,564 | $576,630 | $35,511 | $17,300 | $26,943 | $1,357,948 | |||||||
| Melanie Stanton | |||||||||||||
| VP, CEO FWCH | $262,144 | $81,536 | $8,130 | $16,585 | $21,695 | $390,090 | |||||||
| Morgan May | |||||||||||||
| VP, CNO JCMC | $193,605 | $51,921 | $1,166 | $20,053 | $266,745 | ||||||||
| Patricia Baise | |||||||||||||
| Former VP, CEO Behavioral Hlth | $215,470 | $20,795 | $1,347 | $16,263 | $253,875 | ||||||||
| Tim Belisle | |||||||||||||
| BH EVP/Gen Cncl | $418,179 | $345,978 | $15,250 | $60,679 | $25,346 | $865,432 | |||||||
Supplemental Information Detail SupplementalInformationDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Form And Line Reference | Part I, Line 1a: Relevant information in regards to selections on 1a. | FormAndLineReferenceDesc |
| Explanation | Unless expressly approved by the Ballad Health Executive Chair/President, first-class transportation is generally not permitted. The Executive Chair/President may utilize first class travel for flights of a long duration. The Vice Chair/Lead Independent Director of the Board of Directors reviews and determines approval for expense reimbursement requests made by the Executive Chair/President. Charter flights must be approved in advance by the Executive Chair/President and are limited to business trips that can be justified based on financial savings, essential time savings and meeting logistics. On an annual basis, the Internal Audit Department of Ballad Health validates all charter travel was for valid business purposes and in compliance with the Ballad Health senior executive travel and business reimbursement policy. | ExplanationTxt |
Schedule K IRS990ScheduleK
Tax Exempt Bonds Issues TaxExemptBondsIssuesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Bond Reference | A | BondReferenceCd |
Issuer Name IssuerName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | Hlth & Edu Facil Bd 2012 | BusinessNameLine1Txt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Bond Issuer EIN | 621464028 | BondIssuerEIN |
| CUSIP | 478271JV2 | CUSIPNum |
| Bond Issued | 2012-09-18 | BondIssuedDt |
| Issue Price | $94,745,050 | IssuePriceAmt |
| Purpose | Construction & Equip | PurposeDesc |
| Defeased | false | DefeasedInd |
| On Behalf Of Issuer | false | OnBehalfOfIssuerInd |
| Pool Financing | false | PoolFinancingInd |
Tax Exempt Bonds Proceeds TaxExemptBondsProceedsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Bond Reference | A | BondReferenceCd |
| Retired | $37,880,000 | RetiredAmt |
| Total Proceeds | $95,337,514 | TotalProceedsAmt |
| Issuance Costs From Proceeds | $1,889,665 | IssuanceCostsFromProceedsAmt |
| Capital Expenditures | $93,447,849 | CapitalExpendituresAmt |
| Substantial Completion | 2016 | SubstantialCompletionYr |
| Refunding Tax Exempt Bonds | false | RefundingTaxExemptBondsInd |
| Refunding Taxable Bonds | false | RefundingTaxableBondsInd |
| Final Allocation Made | Yes (true) | FinalAllocationMadeInd |
| Adequate Books And Rec Maint | Yes (true) | AdequateBooksAndRecMaintInd |
Tax Exempt Bonds Private Bus Use TaxExemptBondsPrivateBusUseGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Bond Reference | A | BondReferenceCd |
| Owning Bond Financed Property | false | OwningBondFinancedPropertyInd |
| Any Lease Arrangements | false | AnyLeaseArrangementsInd |
| Mgmt Contract Bond Fincd Prop | Yes (true) | MgmtContractBondFincdPropInd |
| Engage Bond Counsel Contracts | Yes (true) | EngageBondCounselContractsInd |
| Any Research Agreements | false | AnyResearchAgreementsInd |
| Bond Iss Meet Prvt Sec Pymt Test | false | BondIssMeetPrvtSecPymtTestInd |
| Change In Use Bond Financed Prop | false | ChangeInUseBondFinancedPropInd |
| Procs Nonqualified Bond Remdtd | Yes (true) | ProcsNonqualifiedBondRemdtdInd |
Tax Exempt Bonds Arbitrage TaxExemptBondsArbitrageGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Bond Reference | A | BondReferenceCd |
| Form8038 T Filed | false | Form8038TFiledInd |
| Rebate Not Due Yet | false | RebateNotDueYetInd |
| Exception To Rebate | false | ExceptionToRebateInd |
| No Rebate Due | Yes (true) | NoRebateDueInd |
| Hedge Identified In Bks And Rec | false | HedgeIdentifiedInBksAndRecInd |
| Gross Proceeds Invested In GIC | false | GrossProceedsInvestedInGICInd |
| Gross Proceeds Invested | false | GrossProceedsInvestedInd |
| Written Proc To Monitor Reqs | Yes (true) | WrittenProcToMonitorReqsInd |
Procedures Corrective Action ProceduresCorrectiveActionGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Bond Reference | A | BondReferenceCd |
| Procedures Corrective Action | Yes (true) | ProceduresCorrectiveActionInd |
Supplemental Information Detail SupplementalInformationDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Form And Line Reference | Part VI | FormAndLineReferenceDesc |
| Explanation | Schedule K - Date Rebate Computation Performed Hlth & Edu. Facil. Bd. 2012A&B&C 11/28/17Schedule K - Additional Information Hlth & Edu. Facil. Bd. 2012A&B&C Construct and equip surgery center at Johnson City Medical Center;Construct and equip hospital facilities, including refinancing of taxble indebtedness relating thereto1. Comment on Part I, Line A.In 2012, when the bonds referenced in Schedule K were issued, Mountain States Health Alliance owned and/or operated hospitals in a number of different locations both in Tennessee and in Virginia. As a result, Mountain States Health Alliance utilized conduit governmental bond issuers in multiple jurisdictions in order to finance improvements to its hospital facilities. In 2012, Mountain States Health Alliance was the conduit borrower of tax-exempt bonds issued by multiple issuers in Tennessee and Virginia. For federal tax purposes, even though different government issuers were involved, these multiple issues in each year were required to be treated, and were treated, as a single "issue" because they met the single "issue" test under the applicable federal tax regulations. Therefore, multiple issuers are listed under Line A because the bonds that were issued were part of a single "issue" for federal tax purposes.Additional Issuer EIN: 54-1276910Additional CUSIP#s: 478271JWO; 977220AA02. Comment on Part II, Line 3. Line 3 for the listed bond issues does not match the applicable issue price for such bond issue because of interest earnings earned on the proceeds of such bonds. | ExplanationTxt |
Schedule L IRS990ScheduleL
Bus Tr Involve Interested Prsn BusTrInvolveInterestedPrsnGrp
Name Of Interested NameOfInterested
| Field | Value | IRS element (for citing) |
|---|---|---|
| Person | Laura Levine | PersonNm |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Relationship Description | Family Member | RelationshipDescriptionTxt |
| Transaction | $33,592 | TransactionAmt |
| Transaction | See Part V | TransactionDesc |
| Sharing Of Revenues | false | SharingOfRevenuesInd |
Supplemental Information Detail SupplementalInformationDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Form And Line Reference | Schedule L, Part V Supplemental Information | FormAndLineReferenceDesc |
| Explanation | (1) Alan Levine, CEO of the MSHA/BH Board of Directors, is a family member of Laura Levine, an employee of MSHA. | ExplanationTxt |
Schedule O IRS990ScheduleO
Supplemental Information Detail SupplementalInformationDetail (26 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Form 990, Part VI, Line 6: Explanation of Classes of Members or Shareholder | Mountain States Health Alliance is a Tennessee non-stock, nonprofit organization with Ballad Health as its sole member. |
| Form 990, Part VI, Line 7a: How Members or Shareholders Elect Governing Body | Ballad Health has the authority to appoint Mountain States Health Alliance board members. The President and CEO of Ballad Health serves as the President and CEO for Mountain States Health Alliance. |
| Form 990, Part VI, Line 7b: Describe Decisions of Governing Body Approval by Members or Shareholders | Decisions of the Mountain States Health Alliance Board of Directors are subject to approval by the Ballad Health Board of Directors. |
| Form 990, Part VI, Line 11b: Form 990 Review Process | 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 organizations 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, Line 12c: Explanation of Monitoring and Enforcement of Conflicts | Ballad Health has a conflict of interest policy for all members of the Board of Directors, the Executive Chair/President, Executive Vice Presidents, Senior Vice Presidents, and Vice Presidents, and applies to all Ballad Health organizations. All persons covered by this policy are required to complete a conflict of interest disclosure form on an annual basis. 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. |
| Form 990, Part VI, Line 19: Other Organization Documents Publicly Available | 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. |
| Other Changes In Net Assets Or Fund Balances - Other Increases | Intercompany Transfers = $10676517 |
| Other Changes In Net Assets Or Fund Balances - Other Increases | Other Acquisition = $197148 |
| Other Changes In Net Assets Or Fund Balances - Other Increases | Temporarily Restricted Grants = $25923 |
| 2019 NOVEL CORONAVIRUS (COVID-19) PUBLIC HEALTH EMERGENCY | The United States Secretary of Health and Human Services declared a Public Health Emergency (PHE) on January 31, 2020 due to confirmed cases of the 2019 Novel Coronavirus (COVID-19). On March 10, 2020 Ballad Health executed its disaster plan in response to the COVID-19 pandemic. This included the activation of its Corporate Emergency Operations Command (CEOC) to coordinate efforts across the system and around the region to rapidly plan for, and execute, ongoing response to the issues resulting from the COVID-19 pandemic. The policy establishing the CEOC is established and authorized by the Board of Directors, and follows guidelines established by the Federal Emergency Management Agency (FEMA) and the CDC. CEOC is led by an incident commander appointed by the Chief Executive Officer in this instance the Chief Operating Officer. The CEOC is composed of key leaders overseeing essential functions of the health system, including logistics, supply chain, communications, operations, finance, government relations and clinical services. The CEOC acts as the clearinghouse for all organizational planning and decision-making related to the event, and continues its responsibilities under the oversight of, and until discontinued by, the Chief Executive Officer. The Chief Executive Officer, who also serves as Chair of the Board of Directors, keeps the Board of Directors apprised of issues on an ongoing basis and ensures compliance with the Boards delegations of authority pursuant to Ballad Healths policies.During fiscal year 2021, CEOC continued to manage activities related to the PHE which included frequent communications to internal parties, news media, and the public. These communications included providing data related to the prevalence of the virus in the community, hospital capacity and constraints, and other timely information related to the progression of the pandemic. Upon release of vaccines, communications and efforts progressed to include the distribution of vaccination to eligible individuals. This was through newly established Ballad Health vaccination centers, outpatient clinics, supporting community partners, and other mobile outreach efforts. Ballad Health administered almost 88,000 vaccine doses through these efforts during the fiscal year starting with the delivery of the first dose in the service region on December 15, 2020. The system also discharged over 6,500 patients diagnosed with COVID-19 and referred an additional 1,600 patients from Emergency Departments into the Safe at Home program. Through the Safe at Home program and other measures, the healthcare system focused on delivery of care to patients in the most convenient and appropriate environment for their condition. These measures reduced hospital stays for patients in need of monitoring while conserving hospital beds for patients in need. Ballad Health also focused on supporting patients recovering from COVID-19 through the Center for Post-COVID Care and other COVID-19 support groups. This innovative approach creates an access point to comprehensive clinical care for those struggling with post-COVID symptoms. Through the Center for Post-COVID Care, Ballad Health provides a full spectrum of services, including care navigation and care management. The health system also fosters research and learning opportunities and collaborates with other leading institutions to understand post-COVID care and increase awareness to healthcare providers, patients and community members of this Long COVID condition. |
| CARTER COUNTY, TN: SYCAMORE SHOALS HOSPITAL (SSH) | 121-bed acute care facility Offers complete inpatient and outpatient surgical services including general surgery, surgical oncology, orthopedics (including hand and extremities), plastic surgery and gynecological surgeryCertified chest pain and heart failure program by the Joint CommissionA certified acute stroke-ready program by the Joint CommissionNew Leaf Senior Care offers inpatient psychiatric treatment to adults 55 and older Campus includes a regional cancer center clinic, an outpatient rehabilitation clinic, and comprehensive primary care and specialist care |
| IMPROVING ACCESS TO HEALTHCARE SERVICES | RE-IMAGINE RURAL HEALTHCARE - Since 2010, more than 136 rural hospitals have closed in the United States, according to the North Carolina Rural Health Research Program. Compared to other states, Tennessee ranks worst in the nation, with 16 rural hospital closures since 2005. In the region served by Ballad Health, however, it is a different story. Every community in the region with a hospital prior to the merger creating Ballad Health continues to be served by a hospital. In fact, in the middle of the pandemic, Ballad Health opened the countrys newest rural hospital. In July 2021, Ballad Health followed through on its promise to the residents of Lee County, Virginia, and reopened Lee County Community Hospital in Pennington Gap. REOPENING HOSPITAL IN LEE COUNTY, VA - Ballad Health took significant strides towards reopening Lee County Community Hospital as a Critical Access Hospital despite impacts of the COVID-19 pandemic. During renovations of the hospital, Ballad Health staffed a new urgent care center to provide residents in the area with immediate access to care. All preparation work and renovations were completed during fiscal year 2021 in order to meet the July 1, 2021 grand reopening date. This 10-bed modern medical facility will serve the community in rural Southwest Virginia and Southeast Kentucky. GREENE COUNTY, TN CONSOLIDATION AND NEW SERVICES- During the 2018 fiscal year, the two hospitals in Greene County, Laughlin Memorial and Takoma Regional, saw combined operating losses of $11 million, with cumulative two-year losses totaling nearly $25 million. As competing hospitals in the community, both hospitals were failing financially. With Ballad Healths creation, both hospitals were consolidated into one, with the Laughlin Memorial campus being renamed Greeneville Community Hospital.Ballad Health continues to identify ways to reduce unnecessary administrative and overhead cost, improve quality, eliminate unnecessary duplication of high-cost services, and seek better supply pricing all of which further reduced the overall cost of care for patients in the Appalachian Highlands. Ballad Health has utilized the savings it has created and invested them into a population health infrastructure, Epic electronic medical record platform, provider recruitment, academics and training. STRONG Futures - In early 2021, Ballad Health announced a major investment into serving the specialized needs of pregnant women, babies and families who suffer from the pain of addiction. Ballad Health STRONG Futures is housed in the former Takoma Regional Hospital in Greeneville and provides residential and other care for pregnant women and mothers who suffer from addiction or need other behavioral health services. The program provides a range of residential and intensive outpatient behavioral health services that help ensure the strongest-possible new beginnings for women and their children. The program is unique in that children may live with the mother during treatment. Programs for financial stability, educational classes and fathers are also offered.STRONG Futures serves community members in Carter, Cocke, Greene, Hamblen, Hancock, Hawkins, Johnson, Sullivan, Unicoi and Washington counties. The STRONG Futures program has served 147 families, impacting over 800 individuals.EXPANDED ACCESS TO RURAL COMMUNITIES In addition to opening new hospitals in rural communities, Ballad Health has focused on expansion of access to other healthcare services. Ballad Health opened a new urgent care center in Banner Elk, North Carolina. This center provides convenient access to residents who previously were required to travel excessive distances for care. This clinic also serves as a convenient resource for students, faculty, and staff of a nearby college. CREATED SINGLE COORDINATED REGIONAL TRAUMA SYSTEM - One of the most significant ways Ballad Health has been able to comply with the provisions of the Certificate of Public Advantage and Cooperative Agreement, which required avoidance of duplication of services where appropriate, was the consolidation of the two Level I trauma centers operating in the region and the subsequent creation of a coordinated regional trauma system. In approving this move in advance, the State of Tennessee relied upon the evidence published in multiple respected studies which found higher volume trauma centers lead to improved outcomes. The move toward a single coordinated trauma system followed the guidance of the American College of Surgeons (ACS), which verifies trauma centers. The Tennessee Department of Health, after conducting a rigorous review of the trauma program at Johnson City Medical Center, issued its Level I Trauma Center Reverification Site Visit Report. The report found the hospital has demonstrated an outstanding commitment to care for the injured patient. Further, the survey resulted in zero deficiencies, a first for trauma care in the region. CONSOLIDATED REGIONAL PERINATAL CENTER - Tennessee law requires a regionalized system of care for high-risk newborns. The result of this law is a policy in Tennessee that recognizes five regional perinatal centers. Niswonger Childrens Hospital at Johnson City Medical Center is the designated center for regional perinatal care for the Appalachian Highlands. Prior to the merger, perinatal care in the Appalachian Highlands did not meet the goals of the state, with two NICUs that were not coordinated and shared volumes. Ballad Health immediately took steps to correct this after the merger, leading to a more sustainable and coordinated system of care for neonates, while also reducing the costs associated with maintaining two lower-volume units. After this consolidation, Ballad Health partnered with ETSUs Quillen College of Medicine, which provides ongoing expert neonatology coverage for the hospital, ensuring Ballad Health has neonatology provider coverage 24 hours per day. With more than 25 pediatric specialists to provide support for the Perinatal Center, this is the first time every newborn in the region has access to such highly specialized care.EXPANDED ACCESS TO PEDIATRIC SPECIALTIES - With financial support from Ballad Health and the State of Tennessee, the ETSU Quillen College of Medicine was able to successfully recruit pediatric surgeons to support the Niswonger Childrens Hospital. Our partners at ETSUs Quillen College of Medicine also provide 24/7 neonatology coverage for the NICU. Ballad Health now proudly meets the highest standards for regional perinatal care, something that was not thought possible prior to the merger creating Ballad Health.PARTNERSHIP WITH ETSU TO CREATE FELLOWSHIP PROGRAM IN ADDICTION MEDICINE - Ballad Health and East Tennessee State University formed a partnership to create a new fellowship program in addiction medicine. As part of its commitment to expand education and training in the region, Ballad Health will fund any unreimbursed costs of the fellowship program which, over a 10-year period, could cost more than $2.5 million. ESTABLISHMENT OF CENTER FOR RURAL HEALTH RESEARCH Tennessee Governor Bill Lee announced the creation of a new Center for Rural Health Research that will be housed at the College of Public Health at East Tennessee State University. In addition to state funding, Ballad Health has committed to contributing more than $15 million during the next 10 years to the Center. The goal of the Center will be to work with Ballad Health, local healthcare delivery partners, national experts and the leadership of ETSU Health to identify new mechanisms to improve health in rural and nonurban communities. Specific emphasis will be placed on strategies that disrupt inter-generational cycles of behaviors that contribute to poor health outcomes, which ultimately can affect college and career-readiness.RECRUITMENT OF NEW PHYSICIANS TO RURAL SOUTHWEST VIRGINIA - Ballad Health provided the necessary resources to recruit new specialists to serve our region, many of whom were recruited to private practices not owned by Ballad Health. The addition of specialists is helping to improve access to care in rural communities. For instance, Wise County, in Virginia now benefits from an orthopedist, a cardiologist and several other physicians and providers. Wythe County, in Virginia, a community not served by a Ballad Health hospital, benefits from a cardiologist recruited by Ballad Health. Throughout the region, new physicians and advanced practitioners, recruited and funded by Ballad Health, are serving the region from trauma care to pediatrics, from Wythe County, Virginia to Hancock County, Tennessee. CREATION OF APPALACHIAN HIGHLANDS CARE NETWORK Unveiled a major, coordinated effort to increase healthcare access for low-income uninsured people, aiming to reduce health disparity and inequity. The new Appalachian Highlands Care Network is designed to bridge gaps, improve health and reduce avoidable healthcare cost and utilization. The program includes all Balla |
| IMPROVING ACCESS TO HEALTHCARE SERVICES (Cont'd) | LAUNCH NISWONGER CHILDRENS NETWORK Unveiled philanthropic investment into comprehensive, regional system of care that represents a nearly $60 million commitment to children, families and the future of the Appalachian Highlands. This is a regional system of healthcare and community services marking a new phase in high standards of care and well-being for children, regardless of where they live, across Northeast Tennessee and Southwest Virginia. |
| IMPROVING HEALTHCARE QUALITY | QUALITY METRICS - Ballad Health continues to make headway in its aim of being a zero-harm, top-decile health system by improving the quality of care delivered to patients by reducing hospital-acquired infection rates and improving other key indicators related to quality care. The State of Tennessee established a scoring system in the COPA to measure key indicators related to quality care and compares those scores to a baseline figure established prior to the merger.In 2021, seven of our quality measures performed among the top decile in the country, the most in the health systems history. Those metrics included in-hospital fall with hip fracture rate, post-operative sepsis rate and perioperative hemorrhage or hematoma rate, among others.These quality metrics were achieved during a time when COVID-19 had a terrible impact on hospital operations, while associated infections and complications have deteriorated nationally.FOCUS ON QUALITY - Ballad Health launched a series of initiatives, including the work of the Clinical Council, implementation of systemwide tiered safety huddles and bold and ambitious initiatives like 30 in 90 reducing infections by 30% over 90 days that target hospital-acquired infections like Clostridioides difficile (C. diff), Catheter-associated Urinary Tract Infections (CAUTI), surgical site infections and others. Not only did Ballad Health achieve its goal of reducing the number of C. diff cases by 30% within 90 days, the reduction in C. diff cases has continued as Ballad Health has now reduced C. diff cases by 70% since the programs inception.As part of Ballad Healths systemwide initiative to improve safety and reduce harm, Ballad Health has continued its tiered-safety huddle program throughout the pandemic, which continues to grow in popularity among frontline caregivers. Any issues identified during those huddles are elevated to hospital leadership. If hospital leadership cannot resolve the issue, the issue is further elevated to the market level and then to the corporate level. Using this approach, Ballad Health can improve outcomes and enhance safety by rapidly deploying resources to support and solve safety issues as they arise.PARTICIPATION IN THE MEDICAID TRANSFORMATION PROJECT - Ballad Health and a group of the nations leading health systems joined forces to identify ways to better care for some of the nations most vulnerable populations. The project is a national effort to transform healthcare and address social determinants of health for the nearly 75 million Americans who rely on Medicaid. The work focused on four keys areas of opportunity: behavioral health, child and maternal health, substance use disorder and avoidable emergency department visits. PARTICIPATION IN THE HIGH-VALUE CARE COLLABORATIVE - Ballad Health was chosen for a national initiative, The High-Value Care Collaborative, a partnership of the American Hospital Association, the American Board of Internal Medicine Foundations Choosing Wisely campaign, and the Costs of Care organization. The High-Value Care Collaborative brings together participants to improve efficiency, decrease cost and improve quality in healthcare. During the past year, Ballad Health and other participants in the program adopted strategies to reduce unnecessary cost and deliver evidence-based care that has been demonstrated to reduce the burden on patients. |
| IMPROVING THE COMMUNITY'S HEALTH STATUS | ACCOUNTABLE CARE COMMUNITY ACHIEVEMENTS - To help address the broader needs of the community at large, Ballad Health has convened the nations largest accountable care community (ACC), spanning two states with more than 300 participating organizations in 21 counties throughout the Appalachian Highlands.Through five months of regional focus groups and stakeholder meetings, the ACC selected four priority areas to influence through its work: substance abuse, tobacco use, overweight and obesity, childhood trauma and resiliency.The ACC leadership council has agreed that the most impactful way to address the four priority areas is by focusing on interventions that benefit children and families. To reflect this commitment toward youth, the group chose the name STRONG (Striving Toward Resilience and Opportunity for the Next Generation) Accountable Care Community and is organizing activities into four categories: STRONG Starts (conception through kindergarten), STRONG Youth (kindergarten through 12 years old), STRONG Teens (13 to 18 years old) and STRONG Families (adults and caregivers).In May, Ballad Health announced it would invest $2 million in 21 regional, community-based organizations to support strategies aimed at improving childrens health outcomes in the region, including providing social support services and navigation for women suffering from addiction, preventing food insecurity, parenting and resiliency training and keeping youth from dropping out of school. The work these community organizations are doing will help ensure that children and families reach their full potential.Ballad Health and the regions STRONG Accountable Care Community unveiled a new partnership and coordinated care network with Unite Us that will enhance community members health and well-being. The partnership, announced in June, will join Ballad Health with the Unite Tennessee and Unite Virginia networks. These networks connect people with unmet health and social service needs, such as housing, food, transportation and employment. Within Ballad Health, specially trained staff now conduct health related social needs screenings for gaps in care, such as food andhousing insecurity, transportation challenges or other obstacles.The Unite Us technology helps staff connect families with community organizations committed to resolving those issues. The network, however, is not dependent on Ballad Health. Participating organizations also now use the system to refer clients to each other even if the people theyre referring arent Ballad Health patients.CREATION OF NEW BALLAD HEALTH BEHAVIORAL SERVICES DIVISION - To achieve success in a value-based healthcare environment and to achieve the goals for improved access to behavioral services for the region, Ballad Health created the Behavioral Health Services Division. CREATION OF THE BALLAD HEALTH INNOVATION CENTER - Ballad Health created The Innovation Center to serve as a hub for development of partnerships and collaborations that can bring to market life-saving initiatives and other technologies and services that can improve the human condition. COMMUNITY RESOURCES - Ballad Health parish nurses work with individual congregations to help people in religious communities improve their health, prevent illness and injury and ease suffering associated with any health crisis. The parish nurse acts as counselor, educator and healthcare provider by identifying needs of the congregation, coordinating health screenings, providing educational programs, supplying health literature and referring congregants to supportive health services where appropriate. Also, the parish nurse maintains an active visitation program to parishioners who are homebound, hospitalized or in nursing homes. Currently, there are dozens of churches in Northeast Tennessee and Southwest Virginia that are serviced by the Ballad Health parish nurse program. Ballad Healths Nurse Connect is a toll-free line that connects community members with experienced nurses around the clock. The nurses provide expert medical advice anytime, day or night, make referrals to a primary care provider with a location and hours convenient to the community member and referrals to a physician specialist when they need advanced local medical care. They also provide health information and resources, including health screenings and immunizations, and make referrals to urgent care clinics to see a doctor near the community member the same day. Ballad Healths Marsh Regional Blood Center supplies the blood needs of 25 medical facilities, all regional cancer centers, and local rescue aircraft across the Appalachian Highlands. This is accomplished through our collection facilities in Kingsport, Johnson City, Bristol, and mobile blood drives.CHARITABLE CONTRIBUTIONS- From its inception in February of 2018, Ballad Health made significant contributions to the community it serves totaling over $27 million to date in direct contributions and other community health improvement initiatives. A few examples from fiscal year 2021 include: contribution towards Center for Rural Health and Research Fund, contribution towards Strong BRAIN Institute, support for Milligan Universitys Addiction Counseling Program, support towards a Medical / Legal Partnership to improve access to health care and patient health. |
| INVESTMENTS | COMMON ELECTRONIC HEALTH RECORD - Ballad Health continued building on prior progress around a common electronic medical record. An implementation plan was developed to include infrastructure enhancements to support the expansion. This investment of over $200 million will allow patient information to be shared immediately at the point of service regardless of where a patient enters the Ballad Health system, providing clinical staff with information to better manage patients in the emergency room, clinics, acute and post-acute settings. In the midst of, and despite the global health pandemic, on October 1, Ballad Health successfully completed the acute care phase of the transition. This new common platform will provide patients and their doctors with new options for access, care and security of patient records unprecedented in Ballad Healths service area. This concluded a multi-year effort to transition to a single patient record platform. With this accomplishment, Ballad Health expects to optimize its connectivity to consumers, improving the patient experience dramatically. Ballad Healths conversion to a single technology platform, is just the first of many steps the system is taking as part of its digital transformation journey. Last year, Ballad Health launched an app for patients, giving them direct access to new services, including real-time scheduling, digital access to health information, price transparency and better coordination between providers, regardless of their location. More than 150,000 Ballad Health patients use the Ballad Health app, with thousands joining each month.CHARITY CARE CONTRIBUTIONS - For 2021, Ballad Health provided more than $80 million in free care, cost that is not reimbursed by any payer nor recovered from the patient who qualifies for charity assistance. Following the merger, Ballad Health increased the threshold for patients to qualify for charity care from 200% of the federal poverty level to 225% of the federal poverty level and provides significant discounts for people up to 450% of the federal poverty level. ACCOUNTABLE CARE ORGANIZATION SAVINGS - Ballad Health was among the first health systems to implement and successfully demonstrate that value-based care led to reduced costs through its Accountable Care Organization (ACO), AnewCare Collaborative. Value-based care means payments for healthcare are based on the quality of care provided and in the reduction of the total cost of care. Since the United States Centers for Medicare and Medicaid Services established the shared savings program six years ago, AnewCare has been one of only 18 ACOs in the nation to generate savings for taxpayers each year saving taxpayers more than $60 million since inception.MEDICAL EDUCATION - Ballad Health continues to offer free Certified Nursing Assistant (CNA) classes, which are open to the public. The CNA courses are approved and regulated by either the Tennessee State Board of Nursing or the Virginia Board of Nursing. The training opportunity can lead to career opportunities for those who complete the program. Ballad Health offers the course free of charge and participants who successfully complete the course meet criteria to sit for the state certification examination. The program includes classroom sessions followed by clinical experience. Clinical hours are conducted at various Ballad Health facilities. RESEARCH the Ballad Health research department serves as the central source of oversight for multi-specialty research. In addition to providing full spectrum support for research studies at Ballad Health, the department also provides oversight for studies generated externally. Teaching and continuing education play a large role at Ballad Health and research staff participate in conferences/webinars and conduct a monthly research orientation sessions. The research department has participated in several large-scale, multi-center trials with a high subject retention rate and sponsor/monitoring rating. Oversight services include administrative, legal, regulatory support, internal service arrangement and financial management. The department maintains reportable metrics and financial reports on a quarterly basis. The focus for principal investigators is mostly in therapeutic areas such as oncology, neuro/trauma/ortho, pharmacology, endocrinology, pediatrics, and cardiology. A variety of studies include different designs that may include, but are not limited to, pharmaceutical/investigational trials, retrospective medical chart reviews and registry studies. The research department is dedicated to: providing consistent oversight and management of clinical research performed at all Ballad facilities,ensuring regulatory compliance and fiscal responsibility, andcreating a research culture across Ballad facilities |
| JOHNSON COUNTY, TN: JOHNSON COUNTY COMMUNITY HOSPITAL (JCCH) | Federally designated Critical Access Hospital serving residents of the upper northeast tip of Tennessee, parts of North Carolina and Southwest VirginiaLocated in one of Tennessees poorest counties providing care to the rural and medically underservedOffers 24/7 emergency care, inpatient and outpatient care, cardiac rehabilitation, various diagnostic services, physical therapy, a primary care clinic, and Senior Life Solutions, a behavioral health program for seniors |
| OTHER NOTABLE EVENTS AND AWARDS | Recognized by Forbes Magazine as one of the 29 best workplaces in America for diversityEarned the College of Healthcare Information Management Executives (CHIME) Digital Health Most Wired recognitionSmyth County Community Hospital earned CMS 5 Star rating for patient experience.Ballad Health provided support to build the Miracle League Field at Brickyard Park in Kingsport, TN that provides opportunities for children and adults with both mental and physical disabilities to play baseball on a safe, smooth, cushioned field. It is the only field of its kind in Northeast Tennessee.Received its Accreditation/Department of Distinction from the International Association for Healthcare Security & Safety (IAHSS)Partnered with East Tennessee State University (ETSU) to launch Strong BRAIN Institute to study adverse childhood experiences. The Strong BRAIN (Building Resilience through Adverse Childhood Events -Informed Networking) Institute facilitates the development and dissemination of evidence-based practices that prevent, reduce or mitigate the negative effects of Adverse Childhood Events (ACEs) on health and health disparities. The Institute will also work to inform the citizenry and workforce in the Appalachian Highlands on the importance of being trauma informed. Established through a five-year gift from Ballad Health to ETSU, the Strong BRAIN Institute will be guided by an advisory board comprised of ETSU experts, Ballad Health experts and community members.Recognized by Harvard University and UnitedHealthcare as one of four healthcare organizations leading the way towards a 3D model for value-based care.Partnered with Mayo Clinic, in response to the COVID-19 Pandemic to conduct research into convalescent plasma as an experimental treatment. |
| Part III, Program Service Accomplishments | Ballad Health (BH) is an integrated community health improvement organization serving 29 counties of the Appalachian Highlands in Northeast Tennessee, Southwest Virginia, Northwest North Carolina and Southeast Kentucky. Our system of 21 hospitals, including a dedicated childrens hospital, post-acute care and behavioral health services, and a large multi-specialty group physician practice works closely with an active independent medical community and community stakeholders to improve the health and well-being of more than 1 million people. By leading in the adoption of value-based payments, addressing health-related social needs, funding clinical and health systems research and committing to long-term investments in strong children and families in our region, Ballad Health is striving to become a national model for rural health and healthcare. Ballad Health is a tax-exempt entity and the parent corporation of both Mountain States Health Alliance (MSHA) and Wellmont Health System (WHS). The two healthcare systems came together on February 1, 2018 as a result of a merger approved by both Tennessee and Virginia Departments of Health. Ballad Health operates under a Certificate of Public Advantage (COPA) in Tennessee and a Cooperative Agreement (CA) in Virginia. Pursuant to the COPA and CA, MSHA and WHS are required to fulfill the obligations, commitments and covenants set forth in the COPA. Such obligations include that Ballad Health shall meet, over the ten-year period beginning July 1, 2018, established minimum spending criteria on initiatives for expanded access to healthcare services, health research and graduate medical education, population health improvement, and a region-wide health information exchange. The full text of the COPA can be found on the Tennessee Department of Health's website, while the CA can be found on the Virginia Department of Health's website.Form 990 for Mountain States Health Alliance (MSHA) includes seven wholly-owned hospitals including a childrens hospital and a behavioral health hospital; four others, majority owned by MSHA, each file a separate return. MSHA is sole shareholder of Blue Ridge Medical Management Corporation (BRMMC), a for-profit entity that owns and manages physician practices and real estate and provides other health care services to patients in Tennessee and Virginia. MSHA is the sole member of Integrated Solutions Health Network, LLC (ISHN). ISHN, also included in this Form 990, is a regional health solutions company headquartered in Johnson City, Tennessee. ISHN is an expansive network of providers serving residents of Northeast Tennessee and Southwest Virginia and consists of provider groups, primary care physicians, specialists, and allied health providers. Specific to the hospitals included in this Form 990, services were provided to: 40,407 inpatients555,806 outpatient visits 131,046 emergency visits 3,853 deliveries 21,537 surgeries138,569 home health visits |
| Part VI, Line 15a Compensation Process for Top Official | The executive compensation committee serves as the compensation oversight committee of Ballad Healths 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 Healths 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. |
| Part VI, Line 15b - Compensation Process for Officers | On an annual basis, Ballad Healths Human Resources (H/R) Department evaluates compensation for all executives at a position level of Assistant Vice President and above. H/Rs 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 Healths 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. |
| RUSSELL COUNTY, VA: RUSSELL COUNTY HOSPITAL (RCH) | 78-bed acute care hospital located in Southwest Virginia Offers a full array of primary care services and some specialty services such as Clearview Psychiatric Center, hospice care, center for sleep disorders, direct lab testing, and a cancer center |
| SULLIVAN COUNTY, TN: INDIAN PATH COMMUNITY HOSPITAL (IPCH) | 239-bed acute care hospitalProvides advanced services including lung nodule clinic, an accredited joint replacement program and a dedicated spine centerCenter for Women and Babies a more than $8 million commitment to provide women and children services to the region. This consolidation of women and childrens services to one location will allow Ballad Health to centralize strong teams of caregivers and specialists to give patients better access to the care they needCampus offers a regional cancer center, a sleep center for both adults and children, a full range of surgical services, a family birth center and many other service lines |
| UNICOI COUNTY, TN: UNICOI COUNTY HOSPITAL (UCH) | 10-bed acute care hospital opened in October 2018 Services include 24/7 emergency care, cardiology services, radiology and diagnostic imaging, laboratory, respiratory, sleep lab, and rehabilitation |
| WASHINGTON COUNTY, TN: FRANKLIN WOODS COMMUNITY HOSPITAL (FWCH) | 80-bed acute care hospital First Leadership in Energy and Environmental Design (LEED) certified hospital in Tennessee, setting the precedent for environmentally friendly designs, and named one of Soliant Healths 2016 Most Beautiful HospitalsFirst hospital in Tennessee to earn Perinatal Care Certification from the Joint Commission Certified with The Joint Commission Seal of Approval for minimally invasive colorectal surgery, the only hospital in Tennessee and one of just five in the nation to have earned this disease-specific certificationEarned the Tennessee Department of Healths BEST for Babies award for efforts to reduce infant mortality |
| WASHINGTON COUNTY, TN: JOHNSON CITY MEDICAL CENTER (JCMC) | 585-bed regional tertiary referral center 432 acute care beds, a 69-bed dedicated childrens hospital and an 84-bed behavioral health hospitalTeaching hospital affiliated with James H. & Cecile C. Quillen College of Medicine at East Tennessee State University (ETSU)Second hospital built in TennesseeLevel I trauma center one of only five in Tennessee Regional Cancer CenterRanked by U.S. News and World Report as a top-performing hospital in Heart Attack and Stroke Recognized by BlueCross BlueShield Association as a Blue Distinction Center+ for maternity careNiswonger Childrens Hospital (NsCH) is a 69-bed childrens hospital within a hospital located on the campus of Johnson City Medical Center serving more than 200,000 children in the four-state, 29-county region. Regions only dedicated hospital for children providing comprehensive services with access to more than 20 pediatric subspecialties Clinics affiliated with St. Jude Childrens Research Hospital located on the campus. Staffed by pediatric hematology-oncology physicians and other clinic support team members, the Tri-Cities affiliate is a partnership among the St. Jude Childrens Research Hospital, East Tennessee State University and NsCH. The outpatient clinic, established in 1999, is part of the St. Jude mission to extend the protocol-structured treatment and research at St. Jude through clinical, research and academic partnerships with pediatric programs. More than 300 children with malignancies are followed each year and more than 3,000 outpatient visits occur annually, including treatment of many children with congenital bleeding disorders and a variety of other hematological problems. The First Regional Hemophilia Program, a state sponsored program for congenital bleeding disorders, is housed in the St. Jude Tri-Cities Affiliate and provides programs for both children and adults with hemophilia. Neonatal intensive care unit, with Level III designation, is one of only five state-designated perinatal centers in Tennessee and is the regional referral center for neonatal patients Pediatric emergency department serving patients from birth to 18 years of age 24 hours a day from specially trained personnel Partners with med flight provider to provide a specialty crew for neonates requiring transports The Northeast Tennessee Regional Perinatal Center located at JCMC is one of five state-designated tertiary centers for high-risk maternal fetal care. State designation is based on guidelines for the service provisions and designations of levels of care governed and reviewed by a state appointed committee through Tennessee Department of HealthWoodridge Hospital, a service of JCMC, is an 84-bed inpatient behavioral health hospital serving a wide region in Northeast Tennessee and Southwest Virginia. Woodridge is the only dedicated inpatient behavioral health hospital in the region providing mental health and chemical dependency services for adults, adolescents, and children ages 6 and older. The hospital provides a 24/7 intervention helpline |
Schedule R IRS990ScheduleR
Id Disregarded Entities IdDisregardedEntitiesGrp
Disregarded Entity Name DisregardedEntityName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | Integrated Solutions Health Network | BusinessNameLine1Txt |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 509 Med Tech Parkway Suite 100 | AddressLine1Txt |
| City | Johnson City | CityNm |
| State Abbreviation | TN | StateAbbreviationCd |
| ZIP | 37604 | ZIPCd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| EIN | 621711997 | EIN |
| Primary Activities | Health Network | PrimaryActivitiesTxt |
| Legal Domicile State | TN | LegalDomicileStateCd |
| Total Income | $2,774,895 | TotalIncomeAmt |
| End Of Year Assets | $927,295 | EndOfYearAssetsAmt |
Direct Controlling Entity Name DirectControllingEntityName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | MSHA | BusinessNameLine1Txt |
Id Related Tax Exempt Org IdRelatedTaxExemptOrgGrp (18 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | EINEIN | Primary ActivitiesPrimaryActivitiesTxt | Legal Domicile StateLegalDomicileStateCd | Exempt Code SectionExemptCodeSectionTxt | Public Charity StatusPublicCharityStatusTxt | Business Name Line1DirectControllingEntityName/BusinessNameLine1Txt | Controlled OrganizationControlledOrganizationInd |
|---|---|---|---|---|---|---|---|---|---|---|
| MSHA Auxiliary | ||||||||||
| 400 N State of Franklin Road | Johnson City | TN | 37604 | 581418345 | Supporting Organization | TN | 501C3 | 12a | MSHA | Yes (true) |
| Smyth County Community Hospital | ||||||||||
| 245 Medical Park Drive | Marion | VA | 24354 | 540794913 | Hospital | VA | 501C3 | 3 | MSHA | Yes (true) |
| Norton Community Hospital | ||||||||||
| 100 15th Street NW | Norton | VA | 24273 | 540566029 | Hospital | VA | 501C3 | 3 | WHS | false |
| Dickenson Community Hospital | ||||||||||
| 312 Hospital Drive | Clintwood | VA | 24228 | 770599553 | Hospital | VA | 501C3 | 3 | WHS | false |
| Johnston Memorial Hospital | ||||||||||
| 16000 Johnston Memorial Drive | Abingdon | VA | 24211 | 540544705 | Hospital | VA | 501C3 | 3 | NA | false |
| Abingdon Physician Partners | ||||||||||
| 16000 Johnston Memorial Drive | Abingdon | VA | 24211 | 205485346 | Medical Services | VA | 501C3 | 12a | JMH | false |
| Ballad Health | ||||||||||
| 303 Med Tech Parkway Suite 220 | Johnson City | TN | 37604 | 611771290 | Supporting Organization | TN | 501C3 | 12b | NA | false |
| East TN Healthcare Holdings Inc | ||||||||||
| 203 Gray Commons Circle | Gray | TN | 37615 | 815475903 | Opioid Treatment | TN | 501C3 | 3 | MSHA | Yes (true) |
| Wellmont Health System | ||||||||||
| 1905 American Way | Kingsport | TN | 37660 | 621636465 | Hospital System | TN | 501C3 | 3 | BALLAD HEALTH | false |
| Wellmont Hawkins Co Memorial Hosp | ||||||||||
| 851 Locust Street | Rogersville | TN | 37857 | 621816368 | Hospital | TN | 501C3 | 3 | WHS | false |
| Takoma Regional Hospital Inc DBA GCH | ||||||||||
| 1420 Tusculum Boulevard | Greeneville | TN | 37745 | 510603966 | Hospital | TN | 501C3 | 3 | WHS | false |
| Wellmont Cardiology Services | ||||||||||
| 1905 American Way | Kingsport | TN | 37660 | 263557623 | Medical Services | TN | 501C3 | 10 | WHS | false |
| Wellmont Medical Associates | ||||||||||
| 1905 American Way | Kingsport | TN | 37660 | 270898372 | Medical Services | TN | 501C3 | 7 | WHS | false |
| Ballad Health Foundation | ||||||||||
| 1019 West Oakland Ave Suite 2 | Johnson City | TN | 37604 | 581594191 | Fundraiser | TN | 501C3 | 7 | BALLAD HEALTH | false |
| Wellmont Madison House | ||||||||||
| 2000 Greenway Street | Kingsport | TN | 37660 | 621308216 | Assisted Living | TN | 501C3 | 10 | WHS | false |
| Wellmont Wexford House | ||||||||||
| 2421 N John B Dennis Hwy | Kingsport | TN | 37660 | 581859039 | Nursing Home | TN | 501C3 | 10 | WHS | false |
| Wellmont Imaging Services Inc | ||||||||||
| 400 N State of Franklin Road | Johnson City | TN | 37604 | 861103148 | Healthcare | TN | 501C3 | 12a | WHS | false |
| Wellmont Sleep Services | ||||||||||
| 1905 American Way | Kingsport | TN | 37660 | 273777167 | Medical Services | TN | 501C3 | 3 | WHS | false |
Id Related Org Txbl Partnership IdRelatedOrgTxblPartnershipGrp (5 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | EINEIN | Primary ActivitiesPrimaryActivitiesTxt | Legal Domicile StateLegalDomicileStateCd | Business Name Line1DirectControllingEntityName/BusinessNameLine1Txt | Disproportionate AllocationsDisproportionateAllocationsInd | General Or Managing PartnerGeneralOrManagingPartnerInd | Predominant Income TypePredominantIncomeTypeTxt | Share Of Total IncomeShareOfTotalIncomeAmt | Share Of EOY AssetsShareOfEOYAssetsAmt | OwnershipOwnershipPct | Direct Controlling NADirectControllingNACd |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Emmaus Community Healthcare PLLC | ||||||||||||||
| 6419 Bristol Hwy | Piney Flats | TN | 37686 | 200577483 | Medical Services | TN | NA | false | false | |||||
| Medical Specialists of Johnson City LLC | ||||||||||||||
| 2528 Wesley Street Suite 2 | Johnson City | TN | 37601 | 272199037 | Medical Services | TN | MSHA | false | false | Excluded | $87,260 | $267,237 | 0.51000 | |
| East Tennessee Ambulatory Surgery Center | ||||||||||||||
| 701 Med Tech Parkway Suite 100 | Johnson City | TN | 37604 | 621787537 | Medical Services | TN | NA | false | false | |||||
| Greeneville Physician Services LLC | ||||||||||||||
| 1905 American Way | Kingsport | TN | 37660 | 455070419 | Medical Services | TN | NA | false | false | Related | 0.25000 | |||
| Rehabilitation Hospital of Bristol LLC | ||||||||||||||
| 103 North Street | Bristol | VA | 24201 | 205612001 | Medical Services | TN | false | false | N/A | |||||
Id Related Org Txbl Corp Tr IdRelatedOrgTxblCorpTrGrp (16 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | EINEIN | Primary ActivitiesPrimaryActivitiesTxt | Legal Domicile StateLegalDomicileStateCd | Business Name Line1DirectControllingEntityName/BusinessNameLine1Txt | Entity TypeEntityTypeTxt | Share Of Total IncomeShareOfTotalIncomeAmt | Share Of EOY AssetsShareOfEOYAssetsAmt | OwnershipOwnershipPct | Controlled OrganizationControlledOrganizationInd | Address Line1ForeignAddress/AddressLine1Txt | CityForeignAddress/CityNm | CountryForeignAddress/CountryCd | Foreign PostalForeignAddress/ForeignPostalCd | Legal Domicile Foreign CountryLegalDomicileForeignCountryCd | Direct Controlling NADirectControllingNACd |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Blue Ridge Medical Management Corp | ||||||||||||||||||
| 1905 American Way | Kingsport | TN | 37660 | 621490616 | Medical Services | TN | MSHA | C | $120,768,290 | $242,706,371 | 1.00000 | false | ||||||
| Mediserve Medical Equipment | ||||||||||||||||||
| 1905 American Way | Kingsport | TN | 37660 | 621212286 | DME | TN | BRMMC | C | $2,843,702 | $8,810,148 | 1.00000 | false | ||||||
| Mountain States Properties | ||||||||||||||||||
| 1905 American Way | Kingsport | TN | 37660 | 621845895 | Property Management | TN | BRMMC | C | $12,116,543 | $155,392,847 | 1.00000 | false | ||||||
| Mountain States Physician Grp | ||||||||||||||||||
| 1905 American Way | Kingsport | TN | 37660 | 621700412 | Medical Services | TN | BRMMC | C | $56,639,573 | $12,995,642 | 1.00000 | false | ||||||
| Community Home Care Inc | ||||||||||||||||||
| 1490 Park Avenue NW Suite B | Norton | VA | 24273 | 541453810 | Durable Medical Equipment | VA | NA | C | false | |||||||||
| Wilson Pharmacy Inc | ||||||||||||||||||
| PO Box 5289 | Johnson City | TN | 37604 | 620329587 | Pharmacy | TN | BRMMC | C | $6,219,901 | $6,457,289 | 1.00000 | false | ||||||
| Crestpoint Health Insurance Company | ||||||||||||||||||
| 509 Med Tech Parkway Suite 10 | Johnson City | TN | 37604 | 620381170 | Insurance | TN | ISHN | C | 1.00000 | false | ||||||||
| Wellmont Inc | ||||||||||||||||||
| 1905 American Way | Kingsport | TN | 37660 | 621320035 | Medical Services | TN | NA | C | false | |||||||||
| Wellmont Collections Inc | ||||||||||||||||||
| 2004 American Way Suite 101 | Kingsport | TN | 37660 | 621325938 | Business Services | TN | NA | C | false | |||||||||
| Medical Mall Pharmacy Inc | ||||||||||||||||||
| 1905 American Way | Kingsport | TN | 37660 | 621565006 | Medical Services | TN | NA | C | false | |||||||||
| Wellmont Physician Services | ||||||||||||||||||
| 1905 American Way | Kingsport | TN | 37660 | 621567353 | Medical Services | TN | NA | C | false | |||||||||
| WPS Providers Inc | ||||||||||||||||||
| 1905 American Way | Kingsport | TN | 37660 | 205564642 | Medical Services | TN | NA | C | false | |||||||||
| Wellmont Health Services Inc | ||||||||||||||||||
| 1905 American Way | Kingsport | TN | 37660 | 621254373 | Medical Services | TN | NA | C | false | |||||||||
| Nolichuckey Mgmt Svcs Inc | ||||||||||||||||||
| 1420 Tusculum Blvd | Greeneville | TN | 37745 | 621776681 | Medical Services | TN | LMH | C | 1.00000 | false | ||||||||
| Ballad Ventures LLC | ||||||||||||||||||
| 400 N State of Franklin Rd | Johnson City | TN | 37604 | 844214681 | Investment | TN | NA | C | false | |||||||||
| Wellmont Insurance Co SPC LTD | ||||||||||||||||||
| 981195624 | Insurance | C | false | PO Box 30600 | Grand Cayman | CJ | KY1-1203 | CJ | N/A | |||||||||
| Field | Value | IRS element (for citing) |
|---|---|---|
| Receipt Of Int Annts Rnts Rylts | Yes (true) | ReceiptOfIntAnntsRntsRyltsInd |
| Gift Grnt Or Cap Contri To Oth Org | false | GiftGrntOrCapContriToOthOrgInd |
| Gift Grnt Cap Contri From Oth Org | Yes (true) | GiftGrntCapContriFromOthOrgInd |
| Loans Or Guarantees To Other Org | false | LoansOrGuaranteesToOtherOrgInd |
| Loans Or Guarantees From Oth Org | false | LoansOrGuaranteesFromOthOrgInd |
| Div Related Organization | false | DivRelatedOrganizationInd |
| Asset Sale To Other Org | false | AssetSaleToOtherOrgInd |
| Asset Purchase From Other Org | false | AssetPurchaseFromOtherOrgInd |
| Asset Exchange | false | AssetExchangeInd |
| Rental Of Facilities To Oth Org | false | RentalOfFacilitiesToOthOrgInd |
| Rental Of Fclts From Oth Org | Yes (true) | RentalOfFcltsFromOthOrgInd |
| Perform Of Services For Oth Org | Yes (true) | PerformOfServicesForOthOrgInd |
| Perform Of Services By Other Org | Yes (true) | PerformOfServicesByOtherOrgInd |
| Sharing Of Facilities | Yes (true) | SharingOfFacilitiesInd |
| Paid Employees Sharing | Yes (true) | PaidEmployeesSharingInd |
| Reimbursement Paid To Other Org | Yes (true) | ReimbursementPaidToOtherOrgInd |
| Reimbursement Paid By Other Org | Yes (true) | ReimbursementPaidByOtherOrgInd |
| Transfer To Other Org | Yes (true) | TransferToOtherOrgInd |
| Transfer From Other Org | Yes (true) | TransferFromOtherOrgInd |
Transactions Related Org TransactionsRelatedOrgGrp (18 entries)
| Transaction TypeTransactionTypeTxt | InvolvedInvolvedAmt | Method Of Amount DeterminationMethodOfAmountDeterminationTxt |
|---|---|---|
| Smyth County Community Hospital | ||
| l | $116,019 | FMV |
| Smyth County Community Hospital | ||
| q | $260,241 | Cost |
| Smyth County Community Hospital | ||
| r | $103,056 | Cash |
| Norton Community Hospital | ||
| o | $131,684 | Cost |
| Norton Community Hospital | ||
| s | $269,899 | Cash |
| Johnston Memorial Hospital | ||
| p | $417,746 | Cost |
| Abingdon Physician Partners | ||
| m | $445,646 | FMV |
| Abingdon Physician Partners | ||
| o | $129,280 | Cost |
| Abingdon Physician Partners | ||
| q | $50,653 | Cost |
| Blue Ridge Medical Management Corp | ||
| a | $499,421 | FMV |
| Blue Ridge Medical Management Corp | ||
| k | $58,796 | FMV |
| Blue Ridge Medical Management Corp | ||
| m | $40,188,366 | FMV |
| Blue Ridge Medical Management Corp | ||
| q | $557,001 | Cost |
| Mediserve Medical Equipment | ||
| k | $58,796 | FMV |
| Mountain States Properties | ||
| k | $488,589 | FMV |
| Mountain States Properties | ||
| p | $568,843 | FMV |
| Wilson Pharmacy Inc | ||
| a | $66,967 | FMV |
| Wilson Pharmacy Inc | ||
| o | $66,612 | Cost |