2021-11-05T15:02:32-05:00 2020-12-31 381357951 PLANTE & MORAN PLLC 10 S RIVERSIDE PLAZA 9TH FLOOR CHICAGO IL 60606 990 2020-01-01 382776791 BRONSON BATTLE CREEK HOSPITAL BRON 2692458496 300 NORTH AVE BATTLE CREEK MI 49017 REBBECA EAST SENIOR VP/CFO 2693416000 2021-11-01 1 REBBECA EAST 999009999 DAVID LOWENTHAL P00378651 3122071040 2021-11-01 2 AAL1 IAL1 2020 2022-09-23 18:48:47Z X BILL MANNS 301 JOHN STREET KALAMAZOO MI 49007 268207570 0 X WWW.BRONSONHEALTH.COM X 1987 MI TOGETHER, WE ADVANCE THE HEALTH OF OUR COMMUNITIES. 22 13 1791 292 1717863 0 81591854 14203056 249351769 250857049 -1110323 93534 4118455 3053931 333951755 268207570 190012 120269 0 0 161304552 147303240 0 0 0 114036214 116355344 275530778 263778853 58420977 4428717 161937238 192878078 45928473 78672761 116008765 114205317 TOGETHER, WE ADVANCE THE HEALTH OF OUR COMMUNITIES. 0 0 179754453 120269 211645813 BRONSON BATTLE CREEK HOSPITAL (BBCH) IS A MEDICAL CENTER PROVIDING ACUTE CARE MEDICAL AND SURGICAL SERVICES. BBCH HAS 228 BEDS AND PROVIDES SERVICES TO THE GREATER BATTLE CREEK AREA AND SURROUNDING COMMUNITIES. BBCH FEATURES SERVICES SUCH AS BEHAVIORAL HEALTH, CANCER CARE, ROBOTIC SURGERY, WORLD-CLASS DIAGNOSITCS, AND WOUND HEALING. 47237351 39060004 IN 2020, BBCH'S MEDICAID COST WAS $47,237,351 MEDICAID NET REVENUE WAS $39,060,004. 14573383 IN FURTHERANCE OF ITS MISSION, BBCH INCURRED $14,573,383 IN BAD DEBT EXPENSE TO PROVIDE CARE TO ITS PATIENTS. 241565187 1 1 0 0 0 0 0 0 0 0 1 0 0 0 1 0 0 1 0 0 0 0 0 0 0 0 1 1 1 0 1 0 0 0 0 0 0 1 0 0 0 0 0 0 1 1 0 0 0 1 128 0 1 1791 1 1 1 0 0 0 0 0 0 0 0 0 0 0 X 22 13 1 0 0 0 1 1 1 1 1 0 0 1 1 1 1 1 1 1 1 1 1 X REBECCA EAST SENIOR VPCFO 2693416000 301 JOHN STREET KALAMAZOO MI 49007 X MANNS BILL PRESIDENT AND CEO 4.60 35.40 X X 0 798193 428287 FALAHEE JAMES INTERIM CEO - JAN -MARCH/SR VP LEGAL & LEG. AFFAIR 4.60 35.40 X X 0 880935 212229 KARAMCHANDANI MAHESH C BHG AND BHF BOARD -DIRECTOR 4.60 35.40 X 0 716627 20784 DAVIDSON SCOTT MD DIRECTOR 4.60 35.40 X 0 535784 27805 CHALASANI SRIDHAR MD DIRECTOR 4.60 35.40 X 0 455481 22994 LAWLOR JOHN MD DIRECTOR (THRU 8/20) 4.60 35.40 X 0 370186 30072 GIBSON SCOTT MD DIRECTOR 1.00 8.00 X 0 5740 0 KARRE NELSON CHAIR 1.00 8.00 X X 0 0 0 EBERTS RANDALL PHD VICE CHAIR 1.00 8.00 X X 0 482 0 JAMES BARBARA TREASURER 1.00 8.00 X X 0 482 0 NYBERG NEIL SECRETARY 1.00 8.00 X X 0 0 0 ATKINSON MARK B MD DIRECTOR 1.00 8.00 X 0 0 0 ALLEN RICHARD J MD DIRECTOR 1.00 8.00 X 0 0 0 FINK KATY DIRECTOR 1.00 8.00 X 0 0 0 GONZALEZ JORGE PHD DIRECTOR 1.00 8.00 X 0 0 0 GREENE JAMES E DIRECTOR 1.00 8.00 X 0 482 0 HUNT BRENDA DIRECTOR 1.00 8.00 X 0 0 0 JOHNSTON WILLIAM DIRECTOR 1.00 8.00 X 0 0 0 LIGGINS JAMES JR DIRECTOR 1.00 8.00 X 0 0 0 LINS STEVEN J MD DIRECTOR 1.00 8.00 X 0 0 0 MONTGOMERY TABRON LA JUNE DIRECTOR 1.00 8.00 X 0 0 0 ODAR MICHAEL DIRECTOR 1.00 8.00 X 0 0 0 PARFET DONALD DIRECTOR 1.00 8.00 X 0 0 0 LARSON SCOTT MD SR VP MEDICAL AFFAIRS/CMO 4.60 35.40 X 0 740329 194638 EAST REBECCA L SR VP CFO BHG 4.60 35.40 X 0 693393 207182 HAYDEN JOHN SR VP & CHIEF HR OFFICER 4.60 35.40 X 0 550895 151155 REINOEHLSUSAN SR VP STRATEGY & COMM BHG 4.60 35.40 X 0 429209 131347 JONES JR JOHN SENIOR VP (THRU 2/20) 4.60 35.40 X 0 466415 29068 NEELY DENISE SR. VP COO BMH/SYSTEM CNO BHG 4.60 35.40 X 0 449861 118234 WAY MICHAEL S SR VP MAT. MGT. & FACILITY SVS. 4.60 35.40 X 0 402022 133219 SANGALLI-DAVIS CHRISTINE VP CHIEF COMPLIANCE OFFICER 4.60 35.40 X 0 229946 64693 MCKERNAN JAMES SR VP 4.60 35.40 X 0 237248 21436 BURKHARDT JOSEPH PHYSICIAN 40.00 0.00 X 1577977 0 45854 RUSSELL MARK PHYSICIAN 40.00 0.00 X 1071727 0 23643 MURRAY KERRI PHYSICIAN 40.00 0.00 X 1014525 0 41287 DABROWSKI PHILLIP PHYSICIAN 40.00 0.00 X 1017095 0 24336 BARTHOLOMEW DAVID PHYSICIAN 40.00 0.00 X 840766 0 26040 SARDONE FRANK PRESIDENT AND CEO - FORMER 0.00 0.00 X 0 896730 16448 HARRELSON KATHLEEN M SENIOR VP - FORMER 0.00 0.00 X 0 499567 5995 5522090 9360007 1976746 113 1 1 0 SHIELDS SPECIALTY PHARMACY HOLDINGS LLC 100 TECH DR STOUGHTON MA 02072 CONTRACTED SERVICES 2354197 ANESTHESIA ASSOCIATES OF BATTLE CREEK PC 7240 MACKENZIE LN PORTAGE MI 49024 CONTRACTED SERVICES 1467905 COOK JACKSON COMPANY 4560 WAYNE RD BATTLE CREEK MI 49016 CONTRACTED SERVICES 803531 HAYES LOCUMS LLC PO BOX 88122 CHICAGO IL 60680 CONTRACTED SERVICES 767855 GRACE HEALTH 181 W EMMETT STREET BATTLE CREEK MI 49037 CONTRACTED SERVICES 584436 15 4058207 10144849 14203056 NET PATIENT SERVICE REVENUE 621400 230592853 230592853 PHARMACY 446110 17806602 16191433 1615169 PGIP REVENUE 900099 1999019 1999019 RENTAL REVENUE FROM AFFILIATED OR 532000 475575 475575 MEANINGFUL USE REVENUE 900099 -17000 -17000 250857049 35003 35003 120974 0 120974 120974 120974 58531 0 58531 58531 58531 CAFETERIA REVENUE 722210 1358420 15452 1342968 SERVICES TO SELECT MEDICAL 900099 792724 792724 OUTSIDE SERVICES-AFFILIATED 900099 365754 365754 416059 305459 87242 23358 2932957 268207570 250705817 1717863 1580834 120269 120269 121619062 112253596 9365466 19407529 12836015 6571514 6276649 6209487 67162 81462 81462 119434 58775 60659 18779717 18671386 108331 15493 15493 3375767 3261702 114065 15995 15995 5637750 5636185 1565 114957 114045 912 89889 89640 249 10078035 8602999 1475036 2753475 1725780 1027695 MEDICAL SUPPLIES 51355479 51343876 11603 BAD DEBT EXPENSE 14573383 14573383 0 BHG ALLOCATION 6098019 2856902 3241117 MAINTENANCE EXPENSE 2678717 2676697 2020 587772 502962 84810 263778853 241565187 22213666 0 27926941 71654255 0 0 1551567 1523678 40602162 31734659 5979272 6599960 845613 1162181 170020131 91068254 83631588 78951877 1400095 1251468 161937238 192878078 18751144 22127110 0 23987539 27177329 32558112 45928473 78672761 X 113569300 111765852 2439465 2439465 116008765 114205317 161937238 192878078 X 4428717 -6232165 X X 0 1 X 1 1 0 X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED 1 4942921 4942921 86077438 38818279 47259159 1109644 718106 391538 76094402 51531869 24562533 1795726 1795726 78951877 PENSION LIABILITIES 27536953 DEFERRED COMP LIABILITY 706084 RIGHT TO USE LIABILITY 2566271 DEFERRED PAYROLL TAX LIABILITY 1748804 32558112 1 1 X 1 X 1 X 1 1 0 1 1 1114542 0 1114542 0.00500 59192 47237351 39060004 8177347 0.03640 0 59192 48351893 39060004 9291889 0.04140 12 9991 1917637 1230196 687441 0.00310 5 219 1352383 523908 828475 0.00370 0 0 2 41366 0 41366 0.00020 19 10210 3311386 1754104 1557282 0.00700 19 69402 51663279 40814108 10849171 0.04840 1 14573383 24342 48843439 53969086 -5125647 X 1 1 1 1 BRONSON BATTLE CREEK HOSPITAL 300 NORTH AVE BATTLE CREEK MI 49017 WWW.BRONSONHEALTH.COM X X X X BRONSON BATTLE CREEK HOSPITAL 1 0 0 1 X X X X X X X X X 19 1 1 1 1 X TINYURL.COM/Y25LACE8 X 1 19 0 1 0 1 X 200.000000000000 350.000000000000 X X X X X X 1 1 X X X X 1 X TINYURL.COM/Y297KPPG X TINYURL.COM/Y2BCHGMO X TINYURL.COM/Y4LSXXC7 X X X X X 1 X 0 X X X X 1 X 0 0 BRONSON BATTLE CREEK HOSPITAL PART V, SECTION B, LINE 5: AT BRONSON, THE CHNA PROCESS HAD OVERSIGHT FROM A SYSTEM-WIDE ADVISORY COMMITTEE WHOSE ANALYSIS AND RECOMMENDATIONS WERE BROUGHT TO THE EXECUTIVE TEAM AND TO THE BRONSON HEALTHCARE BOARD COMMUNITY HEALTH COMMITTEE FOR FINAL DELIBERATION AND APPROVAL. THE CHNA FOR CALHOUN COUNTY WAS AN EXTERNAL COLLABORATIVE PROCESS SUPPORTED AND LED BY CALHOUN'S REGIONAL HEALTH ALLIANCE. THE FOLLOWING INDIVIDUALS AND ORGANIZATIONS CONDUCTED THE CHNA COLLABORATIVELY AS PART OF CALHOUN'S REGIONAL HEALTH ALLIANCE: ALBION HEALTH CARE ALLIANCE ASCENSION BORGESS BATTLE CREEK COMMUNITY FOUNDATION BRONSON BATTLE CREEK HOSPITAL CALHOUN COUNTY PUBLIC HEALTH DEPARTMENT CAREWELL SERVICES SOUTHWEST GRACE HEALTH BATTLE CREEK GRADUATE MEDICAL EDUCATION RESIDENCY PROGRAM INTEGRATED HEALTH PARTNERS OAKLAWN HOSPITAL OAKLAWN MEDICAL GROUP HOMER/ ALBION REGIONAL HEALTH ALLIANCE SUMMIT POINTE THE COORDINATING COUNCILSECONDARY DATA USED FOR THIS ASSESSMENT WERE COLLECTED AND ANALYZED FROM CONDUENT HEALTHY COMMUNITIES INSTITUTE'S (HCI) COMMUNITY INDICATOR DATABASE. THE DATABASE, MAINTAINED BY RESEARCHERS AND ANALYSTS AT CONDUENT HCI, INCLUDES 158 COMMUNITY INDICATORS FROM VARIOUS STATE AND NATIONAL DATA SOURCES SUCH AS MICHIGAN DEPARTMENT OF COMMUNITY HEALTH, NATIONAL CANCER INSTITUTE, AND THE AMERICAN COMMUNITY SURVEY.COMMUNITY INPUT WAS PROVIDED BY A BROAD RANGE OF COMMUNITY MEMBERS USING KEY INFORMANT INTERVIEWS (38), FOCUS GROUPS (21), AND A COMMUNITY INPUT TOWN HALL MEETING. INDIVIDUALS WITH THE KNOWLEDGE, INFORMATION, AND EXPERTISE RELEVANT TO THE HEALTH NEEDS OF THE COMMUNITY WERE CONSULTED. THESE INDIVIDUALS INCLUDED REPRESENTATIVES FROM STATE, LOCAL, TRIBAL, OR OTHER REGIONAL GOVERNMENTAL PUBLIC HEALTH DEPARTMENTS (OR EQUIVALENT DEPARTMENT OR AGENCY) AS WELL AS LEADERS, REPRESENTATIVES, OR MEMBERS OF MEDICALLY UNDERSERVED, LOW-INCOME, AND MINORITY POPULATIONS. ADDITIONALLY, WHERE APPLICABLE, OTHER INDIVIDUALS WITH EXPERTISE OF LOCAL HEALTH NEEDS WERE CONSULTED. THE MAIN SOURCE OF THE SECONDARY DATA USED FOR THIS ASSESSMENT IS MICALHOUN.ORG , A WEB-BASED COMMUNITY HEALTH PLATFORM DEVELOPED BY CONDUENT HEALTHY COMMUNITIES INSTITUTE. THE MICALHOUN DASHBOARD BRINGS NON-BIASED DATA, LOCAL RESOURCES, AND A WEALTH OF INFORMATION IN ONE ACCESSIBLE, USER-FRIENDLY LOCATION. THE SECONDARY DATA ANALYSIS WAS CONDUCTED USING CONDUENT HCI'S DATA SCORING TOOL, AND THE RESULTS ARE BASED ON THE 158 HEALTH AND QUALITY OF LIFE INDICATORS THAT WERE QUERIED ON THE MICALHOUN DASHBOARD ON MARCH 4, 2019. THE DATA ARE PRIMARILY DERIVED FROM STATE AND NATIONAL PUBLIC DATA SOURCES. FOR EACH INDICATOR ON THE PLATFORM, THERE EXIST SEVERAL COMPARISONS TO ASSESS CALHOUN COUNTY'S STATUS, INCLUDING HOW CALHOUN COUNTY COMPARES TO OTHER COMMUNITIES, WHETHER HEALTH TARGETS HAVE BEEN MET, AND THE TREND OF THE INDICATOR VALUE OVER TIME. CONDUENT HCI'S DATA SCORING TOOL SYSTEMATICALLY SUMMARIZES MULTIPLE COMPARISONS TO RANK INDICATORS BASED ON HIGHEST NEED. FOR EACH INDICATOR, AND DEPENDENT UPON DATA AVAILABILITY, THE CALHOUN COUNTY VALUE IS COMPARED TO A DISTRIBUTION OF MICHIGAN AND U.S. COUNTIES, STATE AND NATIONAL VALUES, HEALTHY PEOPLE 2020 TARGETS, AND THE TREND OVER THE FOUR MOST RECENT TIME PERIODS OF MEASURE. EACH INDICATOR IS THEN GIVEN A SCORE BASED ON THE AVAILABLE COMPARISONS. THE SCORES RANGE FROM 0 TO 3, WHERE 0 INDICATES THE BEST OUTCOME AND 3 INDICATES THE WORST OUTCOME. AVAILABILITY OF EACH TYPE OF COMPARISON VARIES BY INDICATOR AND IS DEPENDENT UPON THE DATA SOURCE, COMPARABILITY WITH DATA COLLECTED FROM OTHER COMMUNITIES, AND CHANGES IN METHODOLOGY OVER TIME. THE INDICATORS ARE GROUPED INTO TOPIC AREAS FOR A HIGHER-LEVEL RANKING OF COMMUNITY HEALTH NEEDS.TOP 10 TOPICS (IN NO RANKING ORDER): SOCIAL DETERMINANTS BEHAVIORAL HEALTH ACCESS TO (CARE) HEALTH SERVICES MATERNAL, FETAL, AND INFANT HEALTH EXERCISE, NUTRITION, AND WEIGHT CHRONIC DISEASE WELLNESS & LIFESTYLE AGE AND GENDER DISPARITIES FAMILY PLANNING CANCER BRONSON BATTLE CREEK HOSPITAL PART V, SECTION B, LINE 6A: BRONSON LAKEVIEW HOSPITALBRONSON SOUTH HAVEN HOSPITALBRONSON METHODIST HOSPITAL BRONSON BATTLE CREEK HOSPITAL PART V, SECTION B, LINE 6B: BATTLE CREEK COMMUNITY FOUNDATION'S POPULATION HEALTH ALLIANCE LEADERSHIP CABINET. THE FOLLOWING INDIVIDUALS AND ORGANIZATIONS CONDUCTED THE CHNA COLLABORATIVELY AS PART OF CALHOUN'S REGIONAL HEALTH ALLIANCE: ALBION HEALTH CARE ALLIANCE ASCENSION BORGESS BATTLE CREEK COMMUNITY FOUNDATION BRONSON BATTLE CREEK HOSPITAL CALHOUN COUNTY PUBLIC HEALTH DEPARTMENT CAREWELL SERVICES SOUTHWEST GRACE HEALTH BATTLE CREEK GRADUATE MEDICAL EDUCATION RESIDENCY PROGRAM INTEGRATED HEALTH PARTNERS OAKLAWN HOSPITAL OAKLAWN MEDICAL GROUP HOMER/ ALBION REGIONAL HEALTH ALLIANCE SUMMIT POINTE THE COORDINATING COUNCIL CALHOUN COUNTY PUBLIC HEALTH DEPARTMENT CAREWELL SERVICES SOUTHWEST GRACE HEALTH BATTLE CREEK GRADUATE MEDICAL EDUCATION RESIDENCY PROGRAM INTEGRATED HEALTH PARTNERS OAKLAWN HOSPITAL OAKLAWN MEDICAL GROUP HOMER/ ALBION REGIONAL HEALTH ALLIANCE SUMMIT POINTE THE COORDINATING COUNCIL BRONSON BATTLE CREEK HOSPITAL PART V, SECTION B, LINE 11: THE RESULTS OF THE 2019 CHNA, COMPOUNDED BY THE STARK REALITIES OF COVID-19, HAVE URGED BRONSON TO FOCUS EFFORTS UPSTREAM TO ACKNOWLEDGE THE ROOT CAUSES OF BEHAVIORS, DEATH, AND DISEASE. AS A RESULT, THERE WAS SHARED DESIRE AND URGENCY TO BUILD COMMUNITY TRUST IN OUR 2020-2022 CHIP. AS SOUTHWEST AND SOUTHCENTRAL MICHIGAN'S ONLY CHILDREN'S HOSPITAL, WE RECOGNIZE THE RESPONSIBILITY AND OPPORTUNITY TO BUILD THIS TRUST FROM THE START. AS A RESULT, BRONSON COMMITS TO ENGAGE AND BUILD TRUST WITH FAMILY SUPPORTS TO ELIMINATE RACIAL/ETHNIC DISPARITIES AMONG MOTHERS AND BABIES ACROSS OUR REGION (VAN BUREN, KALAMAZOO, CALHOUN COUNTIES). GIVEN THE EXTRAORDINARY CHALLENGE OF SUBSTANTIALLY AND MEASURABLY IMPROVING ACCESS TO CARE IN AN ENVIRONMENT OF LIMITED RESOURCES, BRONSON LEADERS AND COMMUNITY HEALTH BOARD COMMITTEE MEMBERS HAVE CHOSEN TO FOCUS ON TWO TARGETED HEALTH NEEDS (WORKFORCE EQUITY AND HEALTHCARE EQUITY). TO ACT ON THIS, BRONSON WILL DEPLOY SEVERAL TACTICS FOCUSED ON ELIMINATING RACIAL/ETHNIC DISPARITIES THROUGHOUT THE PERINATAL EXPERIENCE AND EMPLOYMENT EXPERIENCE AT BRONSON. THE CHIP 2020-2022 WILL SERVE AS A FIRST STEP FOR A SYSTEMATIC APPROACH TO USE COMMUNITY VOICE, DATA, AND ENGAGEMENT TO UNDERSTAND AND ADDRESS THE NEEDS OF OUR MOTHERS, BABIES, AND FAMILIES. BRONSON CONTINUES TO COLLABORATE AND PARTNER WITH AGENCIES BETTER SUITED TO HAVE AN IMPACT IN THE OTHER AREAS IDENTIFIED BY THE CHNA. BECAUSE OF THE INTERSECTIONALITY OF THE NEEDS IDENTIFIED, BRONSON ANTICIPATES THAT IMPROVING TRUST & ACCESS TO CARE AND EMPLOYMENT WILL IMPACT AND IMPROVE OUTCOMES FOR MANY OF THE OTHER COMMUNITY NEEDS. BRONSON BATTLE CREEK HOSPITAL PART V, SECTION B, LINE 20E: THE HOSPITAL ACKNOWLEDGES THAT ALL INDIVIDUALS ARE NOT EQUALLY CAPABLE OF PAYING FOR HEALTHCARE SERVICES, EITHER BY THEMSELVES OR THROUGH A THIRD PARTY INSURANCE CARRIER. THE HOSPITAL RECOGNIZES ITS RESPONSIBILITY TO OFFER CARE FOR PERSONS IN NEED, AND THEREFORE PROVIDES AND PROMOTES ACCESS TO EMERGENCY OR MEDICALLY NECESSARY SERVICES WITHOUT REGARD TO ABILITY TO PAY.THE HOSPITAL HAS SIGNS AT ENTRANCES TO THE EMERGENCY DEPARTMENT THAT INFORM PATIENTS OF THE FINANCIAL ASSISTANCE POLICY AS WELL AS THE ADMITTING AND FINANCIAL COUNSELING DEPARTMENTS. THE POLICY IS ALSO ON THE HOSPITAL'S WEBSITE (WWW.BRONSONHEALTH.COM). THE PLAIN LANGUAGE SUMMARY IS INCLUDED ON ALL PATIENT STATEMENTS.PATIENTS MAY REQUEST AN APPLICATION TO DETERMINE IF THEY QUALIFY FOR FINANCIAL ASSISTANCE BY CALLING A PATIENT FINANCIAL COUNSELOR OR BRONSON'S BILLING DEPARTMENT. THE APPLICATION IS ALSO AVAILABLE ON THE HOSPITAL'S WEBSITE (WWW.BRONSONHEALTH.COM). PART V, SECTION B, LINE 20D: THE HOSPITAL DOES NOT MAKE ANY PRESUMPTIVE ELIGIBILITY DETERMINATIONS. 4 1 - FIELDSTONE CENTER 165 N WASHINGTON AVE BATTLE CREEK MI 49037 PSYCHIATRIC SERVICES 2 - BRONSON BATTLE CREEK URGENT CARE 5352 BECKLEY RD BATTLE CREEK MI 49015 URGENT CARE AND MRI 3 - OCCUPATIONAL MEDICINE & HEALTH CENTER 265 FREMONT BATTLE CREEK MI 49017 OCC. MEDICINE, EMPLOYED PHYSICIANS 4 - BRONSON LABORATORY 175 COLLEGE STREET BATTLE CREEK MI 49017 LABORATORY TESTING PART I, LINE 3C: THE ORGANIZATION USES THE FOLLOWING FPG TO DETERMINE ELIGIBILITY FOR PROVIDING DISCOUNTED CARE TO LOW INCOME INDIVIDUALS:200% OR BELOW OF FPL IS ENTITLED TO A 100% REDUCTION250% OF FPL IS ENTITLED TO A 90% REDUCTION300% OF FPL IS ENTITLED TO A 80% REDUCTION350% OF FPL IS ENTITLED TO A 75% REDUCTION PART I, LINE 7: (A) - (C) COSTING METHODOLOGY IS A COST TO CHARGE RATIO AS DEFINED BY THE IRS INSTRUCTIONS FOR LINES A-C.(E) - (I) COSTING METHODOLOGY IS ACTUAL COSTS PER THE HOSPITAL ACCOUNTING SYSTEM FOR LINES E-I. PART I, LINE 7, COLUMN (F): THE BAD DEBT EXPENSE INCLUDED ON FORM 990, PART IX, LINE 25, COLUMN (A), BUT SUBTRACTED FOR PURPOSES OF CALCULATING THE PERCENTAGE IN THIS COLUMN IS $ 14,573,383. PART II, COMMUNITY BUILDING ACTIVITIES: 1. PHYSICAL IMPROVEMENTS AND HOUSING A. HOSPITAL HOSPITALITY HOUSE OF SOUTHWEST MICHIGAN: HOSPITAL HOSPITALITY HOUSE OF SOUTHWEST MICHIGAN CONSTRUCTED TWO NEW HOUSES TO REPLACE ITS COSTLY AND OUTDATED HISTORIC HOUSE ON SOUTH STREET. BRONSON DONATED LAND AND MADE FINANCIAL AND IN-KIND CONTRIBUTIONS TO THE CAMPAIGN INCLUDING A $15,000 SPONSORSHIP OF ITS RECEPTION AREA BY THE BRONSON EXECUTIVE TEAM. THE BURDICK STREET HOUSE NEAR BMH OPENED IN 2020 PROVIDED 2,680 GUEST NIGHTS TO FAMILIES OF BRONSON FAMILIES, REPRESENTING 66% OF THE TOTAL GUEST NIGHTS FOR 2020.2. COMMUNITY SUPPORT A. COMMUNITY CONNECTIONS: BBCH PROVIDED EDUCATION FOR ELEMENTARY SCHOOL KIDS IN A PROFESSIONAL HEALTH CARE ENVIRONMENT WHILE ACTING AS MENTORS IN THE HOSPITAL SETTING WITH BIG BROTHERS BIG SISTERS. AS WELL AS, SHARING LEARNING, COORDINATING AND EXCHANGING OF INFORMATION EVERY MONTH WITH LOCAL NON-PROFIT GROUPS IN CALHOUN'S COORDINATING COUNCIL. B. INSURANCE ENROLLMENT OUTREACH AND SUPPORT: BRONSON PROVIDED OPEN ENROLLMENT ASSISTANCE FOR THE MARKETPLACE INSURANCE FROM NOVEMBER 1, 2020 TO DECEMBER 15, 2020 WITH A CAC (CERTIFIED APPLICATION COUNSELOR). BECAUSE OF COVID AND IN-PERSON ASSISTANCE NOT BEING POSSIBLE, WE MADE CAC CONTACT INFORMATION AVAILABLE ON THE HOME PAGE FOR THE MARKETPLACE AS WELL AS TO MANY COMMUNITY ORGANIZATIONS. COMMUNITY MEMBERS WERE ABLE TO CALL THE CAC AND ASK QUESTIONS TO GET A BETTER UNDERSTANDING OF THEIR OPTIONS FOR HEALTH INSURANCE. WE ASSISTED 64 COMMUNITY MEMBERS DURING THE OPEN ENROLLMENT PERIOD.3. COALITION BUILDING A. OPERATION FIT: BBCH LED THE RESEARCH, DEVELOPMENT, AND NOW PARTNERS IN THE OPERATION OF A COLLABORATIVE EFFORT TO FIGHT OBESITY AMONG CHILDREN. OPERATION FIT IS FOCUSED ON (1) PROMOTING PHYSICAL ACTIVITY, (2) ENCOURAGING BETTER NUTRITION AND IMPROVED LUNCHROOM ENVIRONMENT AND (3) ASSURING SUPPORT SYSTEMS THROUGH EDUCATION OF STUDENTS, PARENTS, TEACHERS AND ADMINISTRATORS. OPERATION FIT IS CURRENTLY AT WORK IN EIGHT BATTLE CREEK ELEMENTARY SCHOOLS.B. SOUTHWEST MICHIGAN PERINATAL COLLABORATIVE & CALHOUN MATERNAL INFANT HEALTH COMMISSION: BRONSON CONTINUES TO PARTICIPATE IN THE MICHIGAN DEPARTMENT OF HEALTH & HUMAN SERVICES (MDHHS) MOTHER INFANT HEALTH & EQUITY IMPROVEMENT PLAN, A STATEWIDE EFFORT TO IMPROVE THE HEALTH OF MOMS AND BABIES IN MICHIGAN. THROUGH THE SOUTHWEST MICHIGAN PERINATAL QUALITY IMPROVEMENT COLLABORATIVE, BRONSON STAFF WORKED WITH MULTIPLE MEMBERS ACROSS SEVEN COUNTIES TO CREATE "A LOCALLY LINKED AND COORDINATED NETWORK OF SERVICES FOR MOTHERS AND THEIR BABIES COMMITTED TO THE HIGHEST ATTAINABLE STANDARD OF HEALTH AVAILABLE IN MICHIGAN" WITH THE VISION OF "ZERO PREVENTABLE DEATHS. ZERO DISPARITIES." THIS COLLABORATIVE PROVIDES FREE VIRTUAL CHILDBIRTH EDUCATION TO MOTHERS WHERE IT IS MOST CONVENIENT FOR THEM. INSTRUCTORS EDUCATED ON LABOR, MEDICAL INTERVENTIONS, CESAREAN SECTIONS, COMFORT TECHNIQUES, AND POSTPARTUM (PHYSICAL AS WELL AS EMOTIONAL). MOTHERS HAVE ACCESS TO INSTRUCTORS VIA EMAIL AND ARE ENCOURAGED TO REACH OUT WITH QUESTIONS OR CONCERNS. LAST YEAR, 40 WOMEN FROM SEVEN COUNTIES COMPLETED THE VIRTUAL CHILDBIRTH EDUCATION SERIES.4. WORKFORCE DEVELOPMENT A. LOCAL PARTNERSHIPS: BBCH, CALHOUN AREA TECHNOLOGY CENTER, AND KELLOGG COMMUNITY COLLEGE FOUNDED THE 21ST CENTURY HEALTH CAREERS PROGRAM TO ENGAGE AND ENCOURAGE HIGH SCHOOL JUNIORS AND SENIORS TO CONSIDER CAREERS IN THE MEDICAL FIELD. THIS UNIQUE PROGRAM ALLOWS IN-DEPTH EXPERIENCE WORKING SIDE-BY-SIDE WITH SKILLED PROFESSIONALS IN A RANGE OF HEALTH CARE SETTINGS. OUR 21ST CENTURY PROGRAM WAS RECOGNIZED BY THE WALL STREET JOURNAL AS A NATIONAL CAREER MODEL AND BY THE STATE OF MICHIGAN WITH ITS GOVERNOR'S EXCELLENCE IN PRACTICE AWARD FOR ACHIEVEMENT IN CAREER PREPARATION. OVER THE PAST 15 YEARS, MORE THAN 1,000 HIGH SCHOOL STUDENTS BEGAN THEIR EXPLORATION AND THEN MAPPED THEIR CAREER COURSES IN THE HEALTHCARE FIELD THROUGH THIS PROGRAM. B. WORKFORCE ENGAGEMENT AND DIVERSITY NEEDS: THE RECRUITMENT AND RETENTION OF STAFF CONTINUES TO BE A CHALLENGE FOR BRONSON AS WE DEAL WITH NATIONAL SHORTAGES IN VARIOUS HEALTHCARE OCCUPATIONS AND A LOW UNEMPLOYMENT RATE. THE MULTI-YEAR RECRUITMENT AND RETENTION PLAN IMPLEMENTED IN EARLY 2018 WAS DESIGNED TO MEET THESE CHALLENGES WITH THE FOLLOWING AREAS OF FOCUS: MAINTAINED OUR AVERAGE TIME TO FILL POSITIONS OF 36 DAYS ENGAGED IN CAREER PREPARATION THROUGH SCHOOL AND PROFESSIONAL PARTNERSHIPS (COMPASS HIGH SCHOOLCNA PROGRAM, WOMEN'S CO-OP, MICHIGAN REHABILITATION SERVICES, YOUTH OPPORTUNITIES UNLIMITED, MICHIGAN CAREER & TECHNICAL INSTITUTE) EXPANDED DIGITAL AND SOCIAL MEDIA RECRUITMENT TACTICS (E.G. HANDSHAKE ALLOWS US TO BE INTENTIONAL WITH ADVERTISING POSITIONS/EVENTS AT HISTORICALLY BLACK COLLEGES AND UNIVERSITIES) CONTINUED TO HOST RECRUITMENT EVENTS SUCH AS TEST DRIVES AND OPEN INTERVIEW/OPEN HOUSES FOR RELEVANT OPENINGS AT TARGETED LOCATIONS AS WELL AS COMMUNITY AGENCIES USED RETENTION AND SIGN ON BONUSES FOR HARD TO FILL POSITIONS ENHANCED INTERNAL CAREER DEVELOPMENT PATHWAYS 5. OTHER A. COVID-19 RESPONSE: IT IS HARD TO IDENTIFY ANY BRONSON DEPARTMENT OR STAFF MEMBER NOT IMPACTED PHYSICALLY, EMOTIONALLY, PERSONALLY, PROFESSIONALLY OR FINANCIALLY BY THE COVID PANDEMIC. WE FACED WORKFORCE-RELATED ISSUES LIKE EVERY EMPLOYER, YET, AS THE REGION'S LARGEST HEALTHCARE PROVIDER, OUR COMMUNITIES WERE DEPENDING ON US TO CARE FOR PATIENTS WITH AND WITHOUT COVID. BRONSON HAS MANAGED AT LEAST SEVEN MAJOR CYCLES (AND STILL COUNTING) OF "PREPARE-RESPOND-IMPROVE-RECOVER" SINCE THE GOVERNOR ISSUED EXECUTIVE ORDER (EO) 2020-4, DECLARING A STATE OF EMERGENCY ON MARCH 10, 2020. MANY OF THESE CYCLES OCCURRED SIMULTANEOUSLY. WE MOBILIZED OUR INCIDENT COMMAND (IC) AND INCIDENT COMMAND CLINICAL CONSULTANTS (ICCC) ON MARCH 12 TO GUIDE THE SYSTEM'S RESPONSE TO THE COVID PANDEMIC. AS OF JANUARY 31, 2021, IC HAD BEEN OPEN FOR 325 DAYS AND REMAINS OPEN TODAY.B. COVID-19 TESTING AND SCREENING: IN ORDER TO RESPOND TO THE URGENT NEED FOR COVID TESTING, NEW TESTING PLATFORMS NEEDED TO BE SET UP IN OUR CORE LABORATORY. FOUR DIFFERENT PLATFORMS WERE PROCURED TO HANDLE THE INCREASED VOLUME OF TESTING, ALL WHILE THE LABORATORY WAS RELOCATING TO ITS NEW BUILDING. SINCE TESTING SUPPLIES WERE NOT CONSISTENLY AVAILABLE, WE ALSO NEEDED TO SOURCE A DIVERSE GROUP OF SUPPLIERS. WE EXPENDED $500,000 TO SECURE THE EQUIPMENT NEEDED TO TEST FOR THE VIRUS, WITH ANOTHER $3M FOR SUPPLIES AND AN ADDITIONAL $5.7M IN OUTSOURCED TESTING COSTS. TO COLLECT COVID SAMPLES FOR TESTING, FOUR CURBSIDE TESTING LOCATIONS WERE SET UP ACROSS OUR SYSTEM AND SUPPORTED BY 11 ADDITIONAL FTES. APPROXIMATELY 140,000 SAMPLES WERE OBTAINED THROUGH THESE COLLECTION SITES, WITH 13,131 RESULTING POSITIVE. WE CREATED A COVID TESTING DASHBOARD SO WE COULD SEE AND TREND TESTING VOLUMES AND RESULTS ON A DAILY BASIS BY LOCATION, RACE, AGE AND PAYER IN REAL TIME. THE DYNAMIC AND INTERACTIVE NATURE OF THE DASHBOARD ALLOWED US TO SEE DISPARITIES AND ADDRESS THE RAPIDLY EMERGING QUESTIONS THROUGH THE EARLY AND MIDDLE PART OF THE PANDEMIC. ON MARCH 13, THE GOVERNOR ISSUED AN EO THAT REQUIRED US TO SET UP SCREENING FOR PATIENTS AND VISITORS AT LIMITED ENTRANCES AT ALL FOUR HOSPITALS. WE QUICKLY DEVELOPED A SCREENER WORKFORCE (CONSISTING OF REDEPLOYED EMPLOYEES, LOW CENSUS STAFF AND EMPLOYEE VOLUNTEERS) TO STAFF THE ENTRANCES. WE DEVOTED 55,644 HOURS TO THIS EFFORT AND 706,000 EMPLOYEES SCREENED THEMSELVES UTILIZING A NEW ONLINE TOOL THAT BRONSON DEPLOYED IN MARCH. C. COVID-19 PPE: A MAJOR CHALLENGE DURING 2020 WAS ACQUIRING ADEQUATE SUPPLIES OF PPE TO CARE FOR OUR PATIENTS SAFELY. PPE UTILIZATION INCREASED IN ALMOST EVERY AREA. FOR EXAMPLE, USE OF EXAM ISOLATION GOWNS INCREASED BY 250,000, ISOLATION MASK USAGE INCREASED BY 2 MILLION, GLOVE USAGE INCREASED BY 7 MILLION PAIRS. IN ORDER TO SOURCE THESE CRITICAL PPE SUPPLIES DURING AN UNPRECEDENTED GLOBAL SUPPLY CHAIN SHORTAGE, WE INCREASED OUR SUPPLIERS FROM SIX IN 2019 TO 42 IN 2020. WE ALSO DEVELOPED NEW SUPPLY CHAIN PARTNERSHIPS FOR GOWNS, MASKS AND FACE SHIELDS WITH U.S. AND MICHIGAN-BASED MANUFACTURERS. OUR TOTAL SPEND FOR PPE INCREASED 224% FROM 2019 TO $1.54M. WE RECEIVED GENEROUS DONATIONS OF PPE FROM OUR COMMUNITY, WHICH HELPED ALLEVIATE WHAT WOULD HAVE OTHERWISE BEEN A SEVERE SHORTAGE OF PPE. PART III, LINE 2: UNCOLLECTIBLE AMOUNTS ARE WRITTEN OFF AGAINST THE ALLOWANCE FOR DOUBTFUL ACCOUNTS IN THE PERIOD THEY ARE DETERMINED TO BE UNCOLLECTIBLE. BAD DEBT EXPENSE IS DISCLOSED BASED ON GROSS CHARGES. PART III, LINE 3: BAD DEBT WRITE OFFS SUPPORT THE COMMUNITY BY PROVIDING A PORTION OF SERVICES WITHOUT PAYMENT. THE AMOUNT OF BAD DEBT EXPENSE ATTRIBUTABLE TO PATIENTS ELIGIBLE UNDER THE FINANCIAL ASSISTANCE POLICY WAS ESTIMATED BY REVIEWING THE BAD DEBT DETAIL FOR A SPECIFIC WRITE-OFF CODE. PART III, LINE 4: ACCOUNTS RECEIVABLE FOR PATIENTS, INSURANCE COMPANIES, AND GOVERNMENTAL AGENCIES ARE BASED ON GROSS CHARGES, REDUCED BY EXPLICIT PRICE CONCESSIONS PROVIDED TO THIRD-PARTY PAYORS, DISCOUNTS PROVIDED TO QUALIFYING INDIVIDUALS AS PART OF OUR FINANCIAL ASSISTANCE POLICY, AND IMPLICIT PRICE CONCESSIONS PROVIDED PRIMARILY TO SELF-PAY PATIENTS. ESTIMATES FOR EXPLICIT PRICE CONCESSIONS ARE BASED ON PROVIDER CONTRACTS, PAYMENT TERMS FOR RELEVANT PROSPECTIVE PAYMENT SYSTEMS, AND HISTORICAL EXPERIENCE ADJUSTED FOR ECONOMIC CONDITIONS AND OTHER TRENDS AFFECTING THE HOSPITAL'S ABILITY TO COLLECT OUTSTANDING AMOUNTS. FOR RECEIVABLES ASSOCIATED WITH SELF-PAY PATIENTS (WHICH INCLUDE BOTH PATIENTS WITHOUT INSURANCE AND PATIENTS WITH DEDUCTIBLE AND COPAYMENT BALANCES DUE FOR WHICH THIRD-PARTY COVERAGE EXISTS FOR PART OF THE BILL), THE HOSPITAL RECORDS SIGNIFICANT IMPLICIT PRICE CONCESSIONS IN THE PERIOD OF SERVICE ON THE BASIS OF ITS PAST EXPERIENCE, WHICH INDICATES THAT MANY PATIENTS ARE UNABLE OR UNWILLING TO PAY THE PORTION OF THEIR BILL FOR WHICH THEY ARE FINANCIALLY RESPONSIBLE.THIS INFORMATION CAN BE FOUND IN THE ATTACHED AUDITED FINANCIAL STATEMENTS UNDER NOTE 2, SIGNIFICANT ACCOUNTING POLICIES FOR ACCOUNTS RECEIVABLE. PART III, LINE 8: COSTING METHODOLOGY IS A COST TO CHARGE RATIO AS DEFINED BY THE IRS 990 INSTRUCTIONS. SHORTFALL SHOULD BE CONSIDERED A COMMUNITY BENEFIT DUE TO ITS REPRESENTATION OF COST OF A PORTION OF SERVICES PROVIDED TO THE COMMUNITY WITHOUT PAYMENT. PART III, LINE 9B: THE POLICY REQUIRES THE COLLECTION AGENCY BE NOTIFIED AND ACTIVITY SUSPENDED WHEN A REQUEST FOR FINANCIAL ASSISTANCE IS MADE AND A PATIENT SUBMITS AN APPLICATION ON A PREVIOUSLY LISTED ACCOUNT. THE COLLECTION AGENCY IS NOTIFIED THE SAME DAY THE APPLICATION IS RECEIVED. IF A PATIENT QUALIFIES FOR FULL FINANCIAL ASSISTANCE, THE ACCOUNT IS RETURNED TO BRONSON FROM THE AGENCY AND ANY INITIATED ECA IS REVERSED. IF THE PATIENT QUALIFIES FOR PARTIAL FINANCIAL ASSISTANCE, A DETERMINATION IS SENT TO THE AGENCY INDICATING THE NEW BALANCE AND ANY INITIATED ECA IS REVERSED. IF THE PATIENT DOES NOT PROVIDE COMPLETE APPLICATION INFORMATION OR IS DETERMINED TO BE INELIGIBLE, A DENIAL LETTER IS ISSUED AND THE AGENCY RESUMES COLLECTION ACTIVITY. FURTHERMORE, THE POLICY REQUIRES THAT BRONSON SEND A RESPONSE TO PATIENTS WHO APPLY FOR FINANCIAL ASSISTANCE WITHIN 30 BUSINESS DAYS (45 DAYS). IF THE APPLICATION IS APPROVED, THE APPLICATION WILL WORK THROUGH THE FINAL PROCESSES. IF BRONSON NEEDS MORE INFORMATION, BRONSON MUST REQUEST IT FROM THE PATIENT WITHIN THE 45 DAY TIME FRAME. IF REQUESTED INFORMATION IS NOT RECEIVED WITHIN 15 DAYS OF THE LETTER, BRONSON WILL DENY THE APPLICATION AND A DENIAL LETTER SENT TO THE PATIENT. BRONSON WILL HOLD THE APPLICATION FOR 60 DAYS IN CASE THE REQUESTED INFORMATION COMES IN AFTER THE 15 DAYS. IF THE APPLICATION IS 60 DAYS OLD, AND REQUESTED INFORMATION IS NOT RECEIVED, THE APPLICATION IS DECLINED, AND THE PATIENT WOULD NEED TO SUBMIT A NEW APPLICATION. IF THE APPLICATION IS DECLINED, BRONSON THEN NOTIFIES THE COLLECTION AGENCY TO RESUME COLLECTIONS. SIGNATURES ARE ONLY GOOD FOR 60 DAYS WHEN BRONSON IS REQUESTING ADDITIONAL INFORMATION. ONCE AN APPLICATION IS APPROVED, THE COLLECTION AGENCY IS NOTIFIED VIA EMAIL OF THE APPROVAL PERCENTAGE OR DENIED ON THE SAME DAY THE APPLICATION IS COMPLETED. PART VI, LINE 2: BRONSON HEALTHCARE GROUP UTILIZES A STRATEGIC MANAGEMENT MODEL TO DEVELOP BOTH A LONG TERM (3 YEAR) AND ANNUAL STRATEGIC PLAN. INPUTS INTO THE PLAN ARE DOCUMENTED IN OUR STRATEGIC INPUT DOCUMENT. ONE OF THE IMPORTANT INPUTS INTO THIS PLAN IS THE HEALTH OF OUR COMMUNITY. IN ADDITION TO THE CHNA DATA SOURCES LISTED IN PART V SECTION B LINE 5, THE FOLLOWING SOURCES ARE USED TO INFORM OUR STRATEGIC PLAN:1. SG2 MARKET ESTIMATES2. SG2 IP/OP FORECAST3. SG2 AMBULATORY MARKET STRATEGIST4. SG2 MARKET DEMOGRAPHICS FROM CLARITAS PART VI, LINE 3: THE FINANCIAL ASSISTANCE POLICY IS AVAILABLE IN THE EMERGENCY ROOM, THE ADMITTING DEPARTMENT, THE PATIENT FINANCIAL COUNSELING OFFICE, AND THE HOSPITAL'S WEBSITE (WWW.BRONSONHEALTH.COM). THE PLAIN LANGUAGE SUMMARY IS ALSO INCLUDED IN THE PATIENT'S DISCHARGE DOCUMENTS, ON PATIENT STATEMENTS AND THE HOSPITAL'S WEBSITE. BOTH THE POLICY AND THE PLAIN LANGUAGE SUMMARYARE AVAILABLE UPON REQUEST ARE AVAILABLE UPON REQUEST. PART VI, LINE 4: BRONSON BATTLE CREEK HOSPITAL'S ACUTE CARE HOSPITAL IS LOCATED IN THE CITY OF BATTLE CREEK, A MEDIUM-SIZED COMMUNITY THAT IS BEST KNOWN AS HOME TO THE KELLOGG COMPANY. BRONSON BATTLE CREEK HOSPITAL IS PART OF THE BRONSON HEALTHCARE SYSTEM, AND IS A PARTNERSHIP BETWEEN BRONSON HEALTH CARE GROUP (51% MEMBER AND OPERATING PARTNER) AND THE BBCH COMMUNITY PARTNERS (49% MEMBER). BRONSON BATTLE CREEK HOSPITAL SERVES A NINE COUNTY REGION IN SOUTHWEST, SOUTH-CENTRAL MICHIGAN. ABOUT 81% OF PATIENTS SERVED COME FROM WITHIN CALHOUN COUNTY.PATIENT DEMOGRAPHICS8.90% <21 YEARS OF AGE18.10% 21-39 YEARS OF AGE39.10% 40-64 YEARS OF AGE33.90% 65 YEARS OF AGE AND OLDERPATIENT DIVERSITY DEMOGRAPHICS81.43% CAUCASIAN11.29% AFRICAN-AMERICAN1.30% ASIAN2.35% HISPANIC3.63% OTHERPATIENT INSURANCE DEMOGRAPHICS32.20% PRIVATE INSURANCE29.80% MEDICARE15.10% MEDICARE AND SUPPLEMENTAL INSURANCE20.70% MEDICAID OR OTHER PUBLIC ASSISTANCE2.20% NO COVERAGE PART VI, LINE 5: COLLABORATION WITH COMMUNITY STAKEHOLDERSAS PREVIOUSLY MENTIONED, BBCH SEEKS COMMUNITY COLLABORATORS AND STAKEHOLDERS AS PARTNERS ON MEETING COMMUNITY HEALTH NEEDS, ADDRESSING MULTI-SECTOR ISSUES, AND LEADING DISASTER/EMERGENCY EFFORTS. TOWARDS THIS END, BBCH LEADERS SERVE ON SEVERAL COMMUNITY BOARDS INCLUDING: BIGS IN BUSINESS PROGRAM, BIG BROTHERS BIG SISTERS, OPERATION FIT, COMMUNITY PARTNERS, HOUSING CONVERSATIONS, UNITED WAY OF THE BATTLE CREEK AND KALAMAZOO REGION, SENIOR HEALTH PARTNERS, AREA AGENCY ON AGING, REGION HEALTH ALLIANCE, CALHOUN CANCER CONTROL COALITION, ALBION HEALTH CARE ALLIANCE, CALHOUN COUNTY BOARD OF HEALTH, THE COORDINATING COUNCIL, INTEGRATED HEALTH PARTNERS, ROTARY, BURMA CENTER, BATTLE CREEK COMMUNITY FOUNDATION, GRACE HEALTH QUALITY IMPROVEMENT COMMITTEE. FINANCIAL SUPPORT & INSURANCE ACCESS IN 2020, APPROXIMATELY 20.7% OF BBCH'S PATIENTS WERE MEDICAID RECIPIENTS. WE HAVE THREE MEDICAID ENROLLERS ON SITE TO HELP THOSE WITHOUT INSURANCE ENROLL IN MEDICAID, OR REFER THEM TO COMMUNITY RESOURCES. BRONSON IS THE ONLY CHILDRENS HOSPITAL IN SOUTHWEST MICHIGAN AND, THEREFORE, THE SOLE PROVIDER OF INPATIENT PEDIATRICS INCLUDING PEDIATRIC INTENSIVE CARE AND NEONATAL INTENSIVE CARE. IN FACT, OVER HALF THE PATIENTS IN THE CHILDRENS HOSPITAL ARE MEDICAID RECIPIENTS. REPORTING TO THE COMMUNITYBBC CONDUCTS AN ANNUAL COMMUNITY BENEFIT INVENTORY TO AGGREGATE THE NON-MISSION MANDATED SERVICES WE PROVIDE TO THE COMMUNITY. THIS INVENTORY IS SHARED WITH BRONSON STAKEHOLDERS AND REPORTED TO THE COMMUNITY. INFORMATION IS AVAILABLE TO ALL THROUGH BRONSONHEALTH.COM PART VI, LINE 6: BBCH IS PART OF AN AFFILIATED SYSTEM THAT SERVES NINE COUNTIES AND INCLUDES THREE OTHER HOSPITALS, BRONSON LAKEVIEW HOSPITAL, BRONSON SOUTH HAVEN HOSPITAL, AND BRONSON METHODIST HOSPITAL. ALL OF THESE HOSPITALS ARE CONTROLLED BY BRONSON HEALTHCARE GROUP, WHICH IS A COMMUNITY-OWNED AND GOVERNED NON-FOR-PROFIT HOLDING COMPANY. THE BRONSON HEALTHCARE GROUP (BHG) BOARD IS COMPRISED OF 21 MEMBERS FROM THE COMMUNITIES IT SERVES. EACH OF THE THREE HOSPITALS IN THE BRONSON HEALTHCARE SYSTEM ADMITS PATIENTS REGARDLESS OF ABILITY TO PAY AND PROVIDES OUTREACH SERVICES TO THEIR RESPECTIVE COMMUNITIES. IN ADDITIONAL TO THE FOUR HOSPITALS, THE BHG SYSTEM INCLUDES SEVERAL SMALLER ENTITIES WHOSE ACTIVITIES SUPPORT THE HOSPITALS AND THEIR MISSION OF "TOGETHER, WE ADVANCE THE HEALTH OF OUR COMMUNITIES." THESE ENTITIES INCLUDE: BRONSON HEALTHCARE GROUP, BRONSON COMMONS, BRONSON LIFESTYLE IMPROVEMENT & RESEARCH CENTER, BRONSON HEALTHCARE FOUNDATION, BRONSON AT HOME, VAN BUREN EMERGENCY MEDICAL SERVICES, AND BRONSON PROPERTIES CORPORATION. PART VI, LINE 7, REPORTS FILED WITH STATES MI PART II, COMMUNITY BUILDING ACTIVITIES CONTINUATION: D. COVID-19 STAFF SUPPORT: THE IMPACT AND SIGNIFICANT STRESS THE PANDEMIC HAS HAD ON OUR STAFF IS IMMEASURABLE. MANY PICKED UP EXTRAS SHIFTS, WERE QUARANTINED AWAY FROM THEIR FAMILIES, TOOK LIMITED VACATION TIME, VOLUNTEERED FOR SCREENING AND VACCINES, WERE FURLOUGHED, OR PROVIDED SUPPORT FOR PATIENTS WHOSE OWN FAMILIES WERE NOT ALLOWED TO VISIT. AT THE SAME TIME, MANY EMPLOYEES WERE ALSO FACING THEIR CHILDREN'S SCHOOLS SHIFTING TO VIRTUAL LEARNING OR HAD A FAMILY EMPLOYMENT OR HEALTH CRISIS. CONTACT TRACING WAS REQUIRED FOR EVERY EMPLOYEE AND PATIENT WHO TESTED POSITIVE FOR COVID. OVER THE COURSE OF THE YEAR, 770 BRONSON EMPLOYEES TESTED POSITIVE FOR COVID, 3,214 BRONSON EMPLOYEES QUALIFIED FOR UNEMPLOYMENT BENEFITS, AND 3,102 BRONSON EMPLOYEES QUALIFIED FOR QUARANTINE LEAVE PAY, WHICH TOTALED $3M. WE GRANTED 121 PANDEMIC-RELATED MEDICAL AND/OR PERSONAL LEAVES TO THOSE THAT WERE HIGH RISK FOR COMPLICATIONS FROM COVID AND/OR HAD OTHER EXTENUATING HEALTH CIRCUMSTANCES RESULTING IN A NEED FOR TIME AWAY FROM WORK. ADDITIONAL SUPPORT PROVIDED TO STAFF INCLUDED: CHILDCARE: WE QUICKLY PARTNERED WITH LOCAL PROVIDERS FOR EMERGENCY CHILDCARE FOR OUR STAFF WHEN SCHOOLS SHUT DOWN IN MARCH. WE ALSO ASSISTED EMPLOYEES WITH THE UNEXPECTED COST OF ADDITIONAL CHILDCARE DUE TO THE SCHOOL CLOSURES. BHF REIMBURSED 232 EMPLOYEES OVER $549,000 TO SUPPORT CHILDCARE COSTS FOR 310 CHILDREN.CRITICAL INCIDENT STRESS MANAGEMENT (CISM): THE CISM TEAM WAS INSTRUMENTAL IN PROVIDING EMOTIONAL SUPPORT TO OUR FRONTLINE HEALTHCARE WORKERS. THEY FACILITATED 292 INTERVENTIONS AND SUPPORTED 2,000 EMPLOYEES THROUGH CRITICAL INCIDENT STRESS DEBRIEFINGS, DEFUSING, ROUNDING ON UNITS, ONE-ON-ONE SUPPORT, AND "CODE LAVENDER" CARTS (THIS CODE IS UTILIZED WHEN A TEAM NEEDS IMMEDIATE SUPPORT DURING A CRISIS OR STRESSFUL SITUATION). THE TEAM ALSO ASSISTED IN CREATING TOOLS TO SUPPORT EMPLOYEES EXPERIENCING BURNOUT. RESOURCES SUCH AS RESPITE ROOMS AND RESILIENCE BUDDIES HELPED CREATE AN ENVIRONMENT WHERE STAFF FELT SAFE, ACKNOWLEDGED, VALIDATED AND CARED FOR.NEW RESPITE AREAS: RESPITE AREAS AT THE HOSPITALS PROVIDED A RELAXING, RESTORATIVE SPACE THAT STAFF USED TO STEP AWAY, REGROUP AND RE-CENTER. BHF STEPPED FORWARD TO FUND THESE AREAS, UNDERSTANDING THAT CARING FOR PATIENTS DURING THE PANDEMIC IS STRESSFUL AND TAKES AN ADDITIONAL TOLL ON FRONTLINE STAFF. ALL RESPITE AREAS INCLUDE REFRIGERATORS, COFFEEMAKERS, SNACKS, BEVERAGES, PERSONAL CARE AND SUPPORT ITEMS FOR MIND AND BODY. TOGETHER, WE AWARD: DURING THE PANDEMIC, THE EXECUTIVE TEAM COMMUNICATED THROUGH EMAILS, VIDEOS, VIRTUAL TOWN HALLS, WEBINARS AND ROUNDING THROUGHOUT THE HOSPITALS AND PRACTICES TO ANSWER QUESTIONS AND SHOW APPRECIATION FOR OUR STAFF'S HARD WORK, COMMITMENT AND RESILIENCY. BRONSON EMPLOYEES WERE GIFTED "BRONSON HERO" T-SHIRTS, "BRONSON HERO" BADGE REELS, HAND SANITIZERS AND A FACEMASK WITH THE BRONSON LOGO. THE T-SHIRTS WERE SO POPULAR, WE CHANGED OUR APPEARANCE STANDARDS TO ALLOW EMPLOYEES TO WEAR BRONSON APPROVED T-SHIRTS AT WORK. BRONSON ALSO UTILIZED OUR WEBSITES, INTRANET, SOCIAL MEDIA POSTS, ADS, BILLBOARDS AND YARD SIGNS TO THANK OUR STAFF, AS WELL AS PRODUCED THANK-YOU VIDEOS INCLUDING ONE FROM OUR BOARD. IN OCTOBER, ONCE WE RECOVERED FINANCIALLY, WE WERE ABLE TO PROVIDE A "TOGETHER, WE AWARD" OF $500 TO EACH EMPLOYEE AND BRONSON MEDICAL GROUP (BMG) PROVIDER TO RECOGNIZE THEIR EXCEPTIONAL TEAMWORK, RESILIENCE AND SACRIFICES. E. IMPLEMENTATION OF THE AHA EQUITY PLEDGE PLAN: BRONSON CREATED AN EQUITY OF CARE FRAMEWORK TO PROVIDE SYSTEM GOALS AND TACTICS FOR THE AHA EQUITY OF CARE PLEDGE. ADDITIONALLY, WE CREATED A HEALTH EQUITY OF CARE PERFORMANCE IMPROVEMENT COMMITTEE TO GUIDE THE ORGANIZATION IN THIS WORK. THERE ARE FOUR HEALTH EQUITY OF CARE GOALS: 1) BUILD AND STRENGTHEN COMMUNITY RELATIONSHIPS AND PARTNERSHIPS TO ADVANCE HEALTH EQUITY; 2) INCREASE THE COLLECTION, REPORTING AND ANALYSIS OF ACCURATE SOCIAL DEMOGRAPHIC DATA TO PRIORITIZE AND DETERMINE INTERVENTIONS; 3) IMPROVE OUR KNOWLEDGE, SKILLS AND BEHAVIORS TO MEET THE SOCIAL, CULTURAL AND LINGUISTIC NEEDS OF OUR EMPLOYEES, PATIENTS AND FAMILIES; AND 4) INCREASE THE DIVERSITY OF LEADERSHIP AND GOVERNANCE TO SUPPORT, ASSIST, AND ADVOCATE FOR EMPLOYEES, PATIENTS AND FAMILIES. BRONSON EXPANDED COLLECTION OF RACE, ETHNICITY AND LANGUAGE DATA AND BEGAN STRATIFYING PATIENT EXPERIENCE DATA BY AGE, GENDER, RACE AND ETHNICITY. WE CONTINUE TO IMPROVE OUR KNOWLEDGE, SKILLS AND BEHAVIORS TO MEET THE SOCIAL, CULTURAL AND LINGUISTIC NEEDS OF OUR EMPLOYEES, PATIENTS AND FAMILIES IN SEVERAL WAYS. WE HAVE INCREASED AMBULATORY OFFICES STAFF SCHEDULING OF INTERPRETERS AND A NEW EQUITY OF CARE COMPUTER-BASED LEARNING MODULE WAS REQUIRED FOR ALL BRONSON EMPLOYEES. THE COMMUNITY HEALTH, EQUITY AND INCLUSION TEAM EDUCATED OVER 2,400 EMPLOYEES AS WELL AS 3,300 PEOPLE IN OUR PRIMARY SERVICE AREA. IN JULY, THE QUALITY OVERSIGHT BOARD COMMITTEE (QOBC) HEARD A STORY FROM A PATIENT THAT ILLUSTRATED AN OPPORTUNITY IN OUR LABOR AND DELIVERY UNIT TO ACKNOWLEDGE AND ADDRESS IMPLICIT BIASES THAT LED TO INEQUITIES IN CARE AND THE PATIENT EXPERIENCE REGARDING PAIN MANAGEMENT. IN LIGHT OF THIS PATIENT STORY, THE QOBC SUBSEQUENTLY REVIEWED THE PATIENT EXPERIENCE SURVEY THAT SHOWED A VERY LOW RESPONSE RATE FOR MINORITY PATIENTS AND A REMARKABLE DISPARITY IN SATISFACTION WITH PAIN MANAGEMENT AMONG ETHNIC GROUPS. SPECIFICALLY, BLACK PATIENTS WERE IN THE 14TH PERCENTILE FOR "HOW WELL WAS YOUR PAIN CONTROLLED" WHILE WHITE PATIENTS SCORED AT THE 49TH PERCENTILE. RECOGNIZING THAT THE 2020 CHIP FOCUSES ON ADDRESSING PERINATAL HEALTH DISPARITIES, THE QOBC ESTABLISHED A TASK FORCE TO ADDRESS RACIAL BIAS IN PAIN ASSESSMENT AND MANAGEMENT AMONG MOTHERS IN LABOR. THE TASK FORCE IS IDENTIFYING CURRENT CLINICAL PRACTICES AND POLICIES FOR PAIN ASSESSMENT AND MANAGEMENT OF BRONSON LABOR AND DELIVERY PATIENTS AS WELL AS ASSESSING PROVIDER PERCEPTION OF AND PATIENT SATISFACTION WITH PAIN MANAGEMENT ACROSS RACIAL, ETHNIC AND LANGUAGE DIMENSIONS. HEALTH EQUALITY INDEX: IN EARLY 2020, EACH BRONSON ENTITY PARTICIPATED IN THE HEALTH EQUALITY INDEX (HEI) FOR THE FIRST TIME. THIS SURVEY SCORES HOSPITALS BASED ON ESTABLISHED CRITERIA FOR LGBTQ+ INCLUSIVE PATIENT SERVICES AND EMPLOYMENT PRACTICES. THE CRITERIA ARE NON-DISCRIMINATION AND STAFF TRAINING, PATIENT SERVICES AND SUPPORT, EMPLOYEE BENEFITS AND POLICIES, AND PATIENT AND COMMUNITY ENGAGEMENT. THIS BASELINE ASSESSMENT HELPED US IDENTIFY OPPORTUNITIES FOR IMPROVEMENT AND ESTABLISH A BENCHMARK TO MONITOR PROGRESS TOWARDS CLOSING THE IDENTIFIED GAPS. ADDITIONALLY, HEI PARTICIPANTS HAVE ACCESS TO A LIBRARY OF RESOURCES AND TRAINING MATERIALS. A GAP ANALYSIS WAS CONDUCTED ON THE 2020 HEI SURVEY AND AN HEI WORKGROUP WAS FORMED WITH THE PURPOSE OF REVIEWING, PRIORITIZING AND ADDRESSING THE IDENTIFIED OPPORTUNITIES PRIOR TO SUBMISSION OF THE 2022 SURVEY. 1 SENIOR HEALTH PARTNERS 200 W MICHIGAN AVE STE 104 BATTLE CREEK MI 49017 383013991 501(C)(3) 37500 CONTRIBUTION FOR SENIOR SERVICES CALHOUN INTERMEDIATE SCHOOL DISTRICT 17111 G DRIVE NORTH MARSHALL MI 49068 386062816 115 63264 GENERAL SUPPORT BATTLE CREEK AREA CHAMBER OF COMMERCE ONE RIVERWALK CENTRE SUITE 3A 34W BATTLE CREEK MI 49017 380331530 501(C)(6) 5297 GENERAL SUPPORT 2 1 PART I, LINE 2: DONATIONS ARE MADE IN FURTHERANCE OF THE RECIPIENT ORGANIZATION'S EXEMPT PURPOSE AND ARE CONSIDERED UNRESTRICTED WITH REGARD TO THE USE OF THE FUNDS. X X 1 1 1 1 0 0 0 0 0 0 0 BURKHARDT JOSEPH PHYSICIAN 1414587 0 140052 0 23338 0 18350 0 27504 0 1623831 0 0 0 MANNS BILL PRESIDENT AND CEO 0 577752 0 1000 0 219441 0 417830 0 10457 0 1226480 0 0 RUSSELL MARK PHYSICIAN 1018264 0 45777 0 7686 0 14150 0 9493 0 1095370 0 0 0 FALAHEE JAMES INTERIM CEO - JAN -MARCH/SR VP LEGAL 0 463202 0 328113 0 89620 0 191150 0 21079 0 1093164 0 138514 MURRAY KERRI PHYSICIAN 836532 0 156783 0 21210 0 14371 0 26916 0 1055812 0 0 0 DABROWSKI PHILLIP PHYSICIAN 595790 0 401184 0 20121 0 10245 0 14091 0 1041431 0 0 0 LARSON SCOTT MD SR VP MEDICAL AFFAIRS/CMO 0 478554 0 155606 0 106169 0 180345 0 14293 0 934967 0 155606 SARDONE FRANK PRESIDENT AND CEO - FORMER 0 18901 0 587669 0 290160 0 15870 0 578 0 913178 0 0 EAST REBECCA L SR VP CFO BHG 0 436313 0 150084 0 106996 0 193376 0 13806 0 900575 0 150084 BARTHOLOMEW DAVID PHYSICIAN 714922 0 78242 0 47602 0 11687 0 14353 0 866806 0 0 0 KARAMCHANDANI MAHESH C BHG AND BHF BOARD -DIRECTOR 0 618792 0 68638 0 29197 0 10785 0 9999 0 737411 0 0 HAYDEN JOHN SR VP & CHIEF HR OFFICER 0 359289 0 116585 0 75021 0 141968 0 9187 0 702050 0 116585 NEELY DENISE SR. VP COO BMH/SYSTEM CNO BHG 0 342434 0 82968 0 24459 0 104358 0 13876 0 568095 0 82968 DAVIDSON SCOTT MD DIRECTOR 0 449173 0 84723 0 1888 0 14177 0 13628 0 563589 0 0 REINOEHLSUSAN SR VP STRATEGY & COMM BHG 0 259794 0 91774 0 77641 0 126253 0 5094 0 560556 0 91774 WAY MICHAEL S SR VP MAT. MGT. & FACILITY SVS. 0 238862 0 86592 0 76568 0 119916 0 13303 0 535241 0 86592 HARRELSON KATHLEEN M SENIOR VP - FORMER 0 0 0 0 0 499567 0 0 0 5995 0 505562 0 0 JONES JR JOHN SENIOR VP (THRU 2/20) 0 78913 0 141526 0 245976 0 16575 0 12493 0 495483 0 137444 CHALASANI SRIDHAR MD DIRECTOR 0 392910 0 41196 0 21375 0 9413 0 13581 0 478475 0 0 LAWLOR JOHN MD DIRECTOR (THRU 8/20) 0 318611 0 31218 0 20357 0 17098 0 12974 0 400258 0 0 SANGALLI-DAVIS CHRISTINE VP CHIEF COMPLIANCE OFFICER 0 191001 0 37775 0 1170 0 56586 0 8107 0 294639 0 37775 MCKERNAN JAMES SR VP 0 20361 0 40000 0 176887 0 14797 0 6639 0 258684 0 0 PART I, LINE 1A THE BOARD OF DIRECTORS IS NOT DIRECTLY COMPENSATED. SPOUSAL TRAVEL AND HEALTH CLUB DUES ARE AVAILABLE FOR THE BOARD OF DIRECTORS. THOSE WHO PARTICIPATE RECEIVE A 1099 AND THE DUES ARE TREATED AS A TAXABLE FRINGE BENEFIT. PART I, LINE 3 BRONSON HEALTHCARE GROUP, A RELATED ORGANIZATION, USES A COMPENSATION COMMITTEE, INDEPENDENT COMPENSATION CONSULTANT, COMPENSATION SURVEY AND/OR STUDY AND APPROVAL BY BOARD AND/OR COMPENSATION COMMITTEE TO ESTABLISH THE COMPENSATION OF THE ORGANIZATION'S CEO/EXECUTIVE DIRECTOR. PART I, LINE 4A: THE FOLLOWING INDIVIDUALS RECEIVED SEVERANCE PAYMENTS DURING THE CALENDAR YEAR 2020: KATHLEEN HARRELSON, $502,394 JOHN JONES, $154,470 PART I, LINE 4B: THE FOLLOWING INDIVIDUALS PARTICIPATED IN AND RECEIVED PAYMENT FROM A SUPPLEMENTAL NON-QUALIFIED RETIREMENT PLAN FROM RELATED ENTITY BRONSON HEALTHCARE GROUP: SARDONE, FRANK J $273,964 SERP DISTRIBUTION FALAHEE JR., JAMES B $88,343 SERP DISTRIBUTION HAYDEN, JOHN T $83,641 SERP DISTRIBUTION LARSON, SCOTT D $98,917 SERP DISTRIBUTION THE FOLLOWING INDIVIDUALS PARTICIPATED IN THE PLAN BUT DID NOT RECEIVE A PAYMENT FROM THE PLAN: JONES JR., JOHN EAST, REBECCA WAY, MICHAEL REINOEHL, SUSAN MANNS, BILL KIMBERLY JAMES DAUGHTER OF BOARD MEMBER BARBARA JAMES 86325 TOTAL COMPENSATION FOR BEING AN EMPLOYEE OF BRONSON METHODIST HOSPITAL 0 MARLA ATKINSON SPOUSE OF BOARD MEMBER MARK ATKINSON 150766 TOTAL COMPENSATION FOR BEING AN EMPLOYEE OF BRONSON METHODIST HOSPITAL 0 NICOLE ATKINSON DAUGHTER OF BOARD MEMBER MARK ATKINSON 59980 TOTAL COMPENSATION FOR BEING AN EMPLOYEE OF BRONSON METHODIST HOSPITAL 0 MELISSA DAVIDSON SPOUSE OF BOARD MEMBER SCOTT DAVIDSON 78321 TOTAL COMPENSATION FOR BEING AN EMPLOYEE OF BRONSON METHODIST HOSPITAL 0 STEPHANIE NELSON SISTER-IN-LAW OF BOARD MEMBER SCOTT GIBSON 111579 TOTAL COMPENSATION FOR BEING AN EMPLOYEE OF BRONSON METHODIST HOSPITAL 0 FORM 990, PART VI, SECTION A, LINE 2 STEVEN J. LINS, M.D. AND SCOTT C. GIBSON, M.D. HAVE A BUSINESS RELATIONSHIP. ALL BOARD MEMBERS HAVE A BUSINESS RELATIONSHIP WITH ALL BRONSON SUBSIDIARIES DUE TO BEING ON BRONSON HEALTHCARE GROUP BOARD OF DIRECTORS. FORM 990, PART VI, SECTION A, LINE 6 BRONSON HEALTHCARE GROUP (BHG) IS THE CLASS A MEMBER OF THE HOSPITAL. BBCH COMMUNITY PARTNERS IS THE CLASS B MEMBER OF THE HOSPITAL. FORM 990, PART VI, SECTION A, LINE 7A BRONSON HEALTHCARE GROUP (BHG) AND BBCH COMMUNITY PARTNERS ARE THE SOLE MEMBERS OF BRONSON BATTLE CREEK HOSPITAL (BBCH). BBCH COMMUNITY PARTNERS, AFTER CONSULTING WITH AND SEEKING INPUT FROM THE NOMINATING COMMITTEE OF BHG, APPOINTS 6 MEMBERS TO THE BBCH AND BHG BOARDS. FORM 990, PART VI, SECTION A, LINE 7B BRONSON HEALTHCARE GROUP (BHG) IS THE CLASS A MEMBER OF THE BRONSON BATTLE CREEK HOSPITAL (BBCH) AND HAS CERTAIN RESERVED POWERS OVER THE ACTIONS OF BBCH. THE BOARD OF DIRECTORS HAS THE POWER TO: -AMENDMENT, RESTATEMENT, OR REPEAL OF BBCH'S ARTICLES OF INCORPORATION OR BYLAWS. -ADOPTION, EXECUTION, REVOCATION, OR ABANDONMENT A PLAN OF DISSOLUTION, MERGER, CONSOLIDATION, REORGANIZATION, OR OTHER MAJOR CHANGE IN CORPORATE STRUCTURE INVOLVING BBCH. -SALE, LEASE EXCHANGE, OR OTHER DISPOSITION OF ALL OR SUBSTANTIALLY ALL OF BBCH'S PROPERTY AND ASSETS. -ACQUISITION OF ANY OTHER ENTITY OR THE ESTABLISHMENT OF ANY SUBSIDIARY OR AFFILIATE. -ADOPTION OF ALL OPERATING AND CAPITAL EXPENDITURE BUDGETS. -INCUR OPERATING OR CAPITAL EXPENDITURES WHICH CAUSE AGGREGATE OPERATING OR CAPITAL EXPENDITURES TO EXCEED BUDGETED AGGREGATES AND/OR THE DOLLAR AMOUNT SPECIFIED BY BHG. -SECURE BORROWINGS WITH THE EXCEPTION OF EQUIPMENT LEASES AND PURCHASE MONEY SECURITY INTEREST APPROVED AS A PART OF A BUDGET. -CHANGE THE MISSION STATEMENT, PURPOSES, OR STRATEGIC GOALS OF BBCH -ANY SIGNIFICANT CHANGE IN THE SCOPE OF SERVICES OR PROGRAMS. -APPOINTMENT, REMOVAL, OR COMPENSATION OF THE PRESIDENT OR ANY DIRECTOR OR OFFICER. FORM 990, PART VI, SECTION B, LINE 11B THE SR VP/CFO & CONTROLLER REVIEWS THE 990S. THE SR VP/CFO MET WITH THE FINANCE COMMITTEE CHAIRPERSON TO REVIEW THE PREPARED FORM 990 AND SCHEDULES PRIOR TO PROVIDING A COPY TO THE FULL FINANCE COMMITTEE. THE FINANCE COMMITTEE OF THE BOARD REVIEWED THE PREPARED FORM 990S AT ITS REGULARLY SCHEDULED MEETING ON OCTOBER 25, 2021. THE REVIEW WAS LED BY THE SR VP/CFO AND PLANTE MORAN. THE MEMBERS OF THE ORGANIZATION'S GOVERNING BODY WERE PROVIDED THE PREPARED FORM 990 FOR REVIEW. FORM 990, PART VI, SECTION B, LINE 12C THE ORGANIZATION REGULARLY AND CONSISTENTLY MONITORS AND ENFORCES COMPLIANCE WITH THE CONFLICT OF INTEREST POLICY. THE CONFLICT OF INTEREST POLICY AND ITS ACCOMPANYING QUESTIONNAIRE ARE REVIEWED AND REVISED, IF NECESSARY, ON AN ANNUAL BASIS BY THE ORGANIZATION'S GENERAL COUNSEL/CORPORATE COMPLIANCE OFFICER AND THE BOARD EXECUTIVE COMMITTEE. ALL BOARD MEMBERS AND ALL EMPLOYEES HOLDING THE TITLE OF VICE PRESIDENT AND ABOVE ARE COVERED BY THE CONFLICT OF INTEREST POLICY AND ANNUALLY COMPLETE THE CONFLICT OF INTEREST QUESTIONNAIRE. ALL COMPLETED CONFLICT OF INTERST QUESTIONNAIRES ARE REVIEWED BY THE ORGANIZATION'S GENERAL COUNSEL/CORPORATE COMPLIANCE OFFICER AND THE EXECUTIVE COMMITTEE. DETERMINATIONS AS TO WHETHER A CONFLICT EXISTS ARE MADE BY THE GENERAL COUNSEL/CORPORATE COMPLIANCE OFFICER AND THE EXECUTIVE COMMITTEE. ACTUAL CONFLICTS ARE REVIEWED BY THE GENERAL COUNSEL/CORPORATE COMPLIANCE OFFICER AND THE EXECUTIVE COMMITTEE. PERSONS WITH A CONFLICT ARE PROHIBITED FROM PARTICIPATING IN THE GOVERNING BODY DELIBERATIONS AND DECISIONS ON THE TRANSACTION IN QUESTION. FORM 990, PART VI, SECTION B, LINE 15 FOR THE CEO, OFFICERS AND OTHER KEY EMPLOYEES, THE EXECUTIVE COMMITTEE OF THE BOARD OF DIRECTORS, WHICH FUNCTIONS AS THE COMPENSATION COMMITTEE FOR BRONSON HEALTHCARE GROUP, RETAINS THE SERVICES OF AN EXTERNAL EXECUTIVE COMPENSATION CONSULTANT (SULLIVAN, COTTER AND ASSOCIATES) WHO CONDUCTS A THOROUGH COMPENSATION AND BENEFIT SURVEY PROCESS THAT IS USED TO DETERMINE THE APPROPRIATE ADJUSTMENT IN CASH COMPENSATION AND BENEFITS PROVIDED. THIS PROCESS IS DONE ANNUALLY AND WAS UNDER TAKEN IN 2020. THE CONSULTANT USES THREE TO FIVE NATIONAL HEALTHCARE-BASED SURVEYS FOR COMPARABILITY DATA, EACH ONE OF LIKE REVENUE SIZED HEALTHCARE SYSTEMS TO THE BRONSON HEALTHCARE GROUP. THE CONSULTANT PREPARES A DETAILED REPORT WITH RECOMMENDATIONS FOR PAY AND/OR BENEFIT ADJUSTMENTS, AND PRESENTS THE INFORMATION TO THE EXECUTIVE COMMITTEE OF THE BOARD OF DIRECTORS (WHEN THE CEOS SURVEY DATA AND RECOMMENDATIONS ARE PRESENTED, THE CEO AND STAFF ARE EXCUSED FROM THE DELIBERATIONS). AFTER ALL QUESTIONS OF THE BOARD MEMBERS ARE ANSWERED, FORMAL MOTIONS ARE PROPOSED, SECONDED AND VOTED ON (FOR ANY PAY ADJUSTMENTS AND FOR RECEIPT OF THE CONSULTANT'S REPORT). AT THE SUBSEQUENT MEETING OF THE FULL BOARD OF DIRECTORS, THE CHAIR DISCLOSES THE RESULTS AND APPROVED MOTIONS OF THE EXECUTIVE COMMITTEE. FORM 990, PART VI, SECTION C, LINE 19 THE ORGANIZATION MAKES ITS GOVERNING DOCUMENTS AND CONFLICT OF INTEREST POLICY AVAILABLE TO THE PUBLIC BY POSTING THEM ON THE ORGANIZATION'S WEBSITE AND PROVIDING COPIES ON REQUEST. THE ORGANIZATION'S FINANCIAL STATEMENTS, OTHER THAN THE FORM 990, ARE NOT AVAILABLE TO THE PUBLIC. FORM 990, PART VII, SECTION A, LINE 1A: THE BOARD OF DIRECTORS IS NOT DIRECTLY COMPENSATED. SPOUSAL TRAVEL AND HEALTH CLUB DUES ARE AVAILABLE FOR THE BOARD OF DIRECTORS. THOSE WHO PARTICIPATE RECEIVE A 1099 AND THE DUES ARE TREATED AS A TAXABLE FRINGE BENEFIT. FORM 990, PART XI, LINE 9: PENSION RELATED CHANGES -6,232,165. FORM 990, PART XII, LINE 3B: THE REQUIRED SINGLE AUDIT AS SET FORTH IN THE SINGLE AUDIT ACT AND OMB CIRCULAR A-133 HAS NOT BEEN COMPLETED YET FOR THE CALENDAR YEAR-END 12/31/20, BUT PLANS TO BE COMPLETED BY THE EXTENDED DUE DATE AS ESTABLISHED IN OMB M-20-26. BRONSON HEALTHCARE GROUP INC 601 JOHN ST KALAMAZOO MI 49007 382418383 PROVIDE SUPPORT SERVICES MI 501(C)(3) LINE 12C, III-FI N/A 0 BRONSON HEALTH FOUNDATION 601 JOHN ST KALAMAZOO MI 49007 382415081 SUPPORTING ORGANIZATION MI 501(C)(3) LINE 7 BRONSON HEALTHCARE GROUP 0 BRONSON LAKEVIEW HOSPITAL 601 JOHN ST KALAMAZOO MI 49007 381359218 HOSPITAL MI 501(C)(3) LINE 3 BRONSON HEALTHCARE GROUP 0 BRONSON COMMONS 601 JOHN ST KALAMAZOO MI 49007 382842451 SKILLED NURSING FACILITY MI 501(C)(3) LINE 10 BRONSON HEALTHCARE GROUP 0 VBEMS 601 JOHN ST KALAMAZOO MI 49007 382745910 AMBULANCE SERVICE MI 501(C)(3) LINE 10 BRONSON HEALTHCARE GROUP 0 BRONSON PROPERTIES CORPORATION 601 JOHN ST KALAMAZOO MI 49007 386052573 PROVIDE SUPPORT SERVICES MI 501(C)(3) LINE 12B, II BRONSON HEALTHCARE GROUP 0 BRONSON AT HOME 601 JOHN ST KALAMAZOO MI 49007 383298476 NURSING, HOSPICE, & EQUIP SALES MI 501(C)(3) LINE 10 BRONSON HEALTHCARE GROUP 0 BRONSON METHODIST HOSPITAL 601 JOHN ST KALAMAZOO MI 49007 381359087 HOSPITAL MI 501(C)(3) LINE 3 BRONSON HEALTHCARE GROUP 0 BRONSON SOUTH HAVEN HOSPITAL 601 JOHN ST KALAMAZOO MI 49007 381676780 HOSPITAL MI 501(C)(3) LINE 3 BRONSON HEALTHCARE GROUP 0 HOSPITAL NETWORK LEASING 6212 AMERICAN AVE PORTAGE MI 49002 383638430 SUPPORT SERVICES MI N/A 0 0 HOSPITAL NETWORK VENTURES LLC 6212 AMERICAN AVE PORTAGE MI 49002 383302979 SUPPORT SERVICES MI N/A 0 0 BRONSON MGMT SERVICES CORP 601 JOHN ST KALAMAZOO MI 49007 382415032 OTHER MEDICAL SERVICES MI N/A C 0 BRONSON LIFESTYLE IMPROVEMENT & RESEARCH 601 JOHN ST KALAMAZOO MI 49007 383552556 REHABILITATION SERVICES MI N/A C 0 BRONSON PRACTICE MGMT 601 JOHN ST KALAMAZOO MI 49007 382511179 OTHER MEDICAL SERVICES MI N/A C 0 WESTLEY DEVELOPMENT COMPANY 301 JOHN ST KALAMAZOO MI 49007 383619232 REAL ESTATE OWNERSHIP MI N/A C 0 0 0 1 0 0 0 0 0 0 0 1 1 1 0 1 0 0 0 0