2016-05-13T14:58:00-05:00 2015-06-30 350921680 CROWE HORWATH LLP 225 West Wacker Drive Suite 2600 Chicago IL 606061224 990 2014-07-01 390810545 St Joseph's Hospital of the Hospital Sisters of the Third Order of St Franc is STJO 7157231811 2661 COUNTY HIGHWAY I Chippewa Falls WI 54729 DAVE NELSON DIVISION CHIEF FINANCIAL OFFICER 2016-05-12 true John V Woodhull P01305268 3128997000 2014 2016-12-15 16:53:06Z JOAN COFFMAN 2661 COUNTY HIGHWAY I Chippewa Falls WI 54729 76161360 false 0928 X WWW.STJOESCHIPFALLS.COM X 1885 WI ST. JOSEPH'S MISSION IS TO DELIVER COMPASSIONATE HEALTH CARE TO PEOPLE IN NEED AND TO BE THE PREFERRED CHOICE FOR HEALTH CARE IN THE CHIPPEWA VALLEY. 10 8 624 475 0 0 44706 1454498 70463651 71211942 5728049 3302159 267680 192761 76504086 76161360 0 0 0 0 36780963 37038343 0 0 0 29309637 30002318 66090600 67040661 10413486 9120699 143974932 151101856 38775996 46373200 105198936 104728656 THE MISSION OF ST. JOSEPH'S HOSPITAL IS TO REVEAL AND EMBODY CHRIST'S PEOPLE IN NEED. REFLECTING OUR HIGH REGARD FOR ONE ANOTHER AS INSPIRED BY OUR FRANCISCAN TRADITION, ST. JOSEPH'S GOAL IS TO BE THE PREFERRED CHOICE FOR HEALTH CARE IN THE CHIPPEWA VALLEY. false false 55773462 0 71211942 SEE SCHEDULE O - PROGRAM SERVICE ACCOMPLISHMENTS 55773462 true true false true false false false false false false true false false false true true false true false false false false false false false false true true false false true false false false false false false false true false false false false true true false false false true 50 0 true 624 true false false false false false false false false false false X 10 8 false false false false true true true true true false false true true true true true true true true true true X STEVE PALECEK 7157173783 2661 COUNTY HIGHWAY I CHIPPEWA FALLS WI 547291498 JULIE MANAS DIVISION PRESIDENT 1.00 61.00 X X 0 532580 119743 JOAN COFFMAN CEO/PRESIDENT 60.00 2.00 X X 0 399492 108901 GERALD JACOBSON Secretary 1.00 1.00 X X 0 0 0 DAVID KIEFER CHAIRPERSON 1.00 1.00 X X 0 0 0 KAREN HEBERT Vice Chairperson 1.00 1.00 X X 0 0 0 LAWRENCE SCHUMACHER DIRECTOR (partial year) 1.00 50.00 X 0 1078182 242235 SR MARYBETH CULNAN OSF DIRECTOR (Partial Year) 1.00 10.00 X 0 0 0 LON BLASER DO Director 1.00 2.00 X 0 0 0 JAMES E DOCKSEY Director 1.00 1.00 X 0 0 0 ROBERT R MASLONKOWSKI MD DIRECTOR (Partial Year) 1.00 1.00 X 0 0 0 SUSAN TIETZ DIRECTOR (Partial Year) 1.00 0 X 0 0 0 BRUCE BARKER Director 1.00 1.00 X 0 0 0 GREG HEILER MD Director 1.00 1.00 X 0 0 0 Dennis Breen Director 1.00 1.00 X 0 0 0 ANN M CARR TREASURER 0.25 59.25 X 0 335735 228208 DAVE NELSON DIVISION CHIEF FINANCIAL OFFICER 28.00 32.00 X 0 305544 72713 Estella Clark Chief Nursing Officer 40.00 0 X 166300 0 47328 SARA JORGENSON PHARMACIST 40.00 0 X 159261 0 48977 PETER POKRZYWINSKI PHARMACIST 40.00 0 X 143469 0 92926 LARRY STUDT PHYSICIAN 40.00 0 X 238875 0 55990 RONDA ADLER PHARMACIST 40.00 0 X 164227 0 45164 Lois Klay Vice President 40.00 0 X 144912 0 80789 1017044 2651533 1142974 8 false true false INFINITY HEALTHCARE 111 E WISCONSIN AVE MILWAUKEE WI 53202 PROVIDER COVERAGE 2651567 Peter Schwabe Inc 13890 Bishops Drive Brookfield WI 53005 Constrution Services 1888501 MARSHFIELD CLINIC 1000 N OAK AVE MARSHFIELD WI 54449 PROFESSIONAL SERVICES 891668 SODEXO INC & AFFILIATES 4880 PAYSPHERE CIRCLE CHICAGO IL 60674 CONTRACTED LABOR 636751 DIVERSIFIED CLINICAL SVC INC PO BOX 636981 CINCINNATI OH 45263 PROFESSIONAL SERVICES 560617 9 1442274 12224 1454498 PATIENT SERVICE REVENUE 900099 70082288 70082288 OTHER DEPARTMENT REVENUE 900099 1129654 1129654 0 0 0 0 71211942 438104 438104 143403 143403 0 143403 143403 2864055 2864055 0 2864055 2864055 GIFT SHOP REVENUE 453220 54001 54001 CAFETERIA REVENUE 722514 25614 25614 Loss on early extinguishment of debt 900099 -30257 -30257 0 0 0 0 49358 76161360 71211942 0 3494920 X 213628 213628 26919609 23985476 2934133 2459925 2202174 257751 5497875 4886634 611241 1947306 1724404 222902 4729340 4729340 25328 25328 4211 4211 9104740 8052175 1052565 0 558362 1613 556749 654988 653418 1570 519521 519521 886626 886626 266426 259154 7272 96365 40314 56051 202129 202129 3053920 3031948 21972 227488 227488 CLINICAL SUPPLIES 4644670 4640860 3810 WISCONSIN MEDICAID ASSESSMENT 1502428 1502428 MAINTENANCE SERVICE 872607 858308 14299 PROVISION FOR BAD DEBT 1218846 1218846 1434323 879946 554377 0 67040661 55773462 11267199 0 884432 772528 8749745 9513001 0 0 0 349586 350195 122533 111518 65883407 34551031 23959674 31332376 109821377 108924862 0 0 87585 97376 143974932 151101856 7565461 7546803 15442296 18770743 0 15768239 20055654 38775996 46373200 X 93642329 94568397 5156998 3731468 6399609 6428791 105198936 104728656 143974932 151101856 X 9120699 -1975259 0 0 0 -7615720 X false true X true true true X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED false false false false false false false false true 4211 4211 false Schedule C, Part II-B, Line 1 DETAILED DESCRIPTION OF THE LOBBYING ACTIVITY ST. JOSEPH'S HOSPITAL (THE HOSPITAL) IS A MEMBER OF THE CATHOLIC HEALTH ASSOCIATION ("CHA"), WISCONSIN HEALTH ASSOCIATION ("WHA"), THE NATIONAL ASSOCIATION FOR HOME CARE AND HOSPICE, AND THE AMERICAN HEALTH ASSOCIATION ("AHA"). AS A MEMBER OF THESE ORGANIZATIONS, THE HOSPITAL PAYS DUES, PART OF WHICH ARE ATTRIBUTABLE TO LOBBYING FEES PAID BY THE ORGANIZATIONS. THE AMOUNT LISTED IS THE AMOUNT ATTRIBUTABLE TO THE HOSPITAL FROM ITS DUES PAID. Schedule C, Part II-B, Line 1 DETAILED DESCRIPTION OF THE LOBBYING ACTIVITY ST. JOSEPH'S HOSPITAL (THE HOSPITAL) IS A MEMBER OF THE CATHOLIC HEALTH ASSOCIATION ("CHA"), WISCONSIN HEALTH ASSOCIATION ("WHA"), THE NATIONAL ASSOCIATION FOR HOME CARE AND HOSPICE, AND THE AMERICAN HEALTH ASSOCIATION ("AHA"). AS A MEMBER OF THESE ORGANIZATIONS, THE HOSPITAL PAYS DUES, PART OF WHICH ARE ATTRIBUTABLE TO LOBBYING FEES PAID BY THE ORGANIZATIONS. THE AMOUNT LISTED IS THE AMOUNT ATTRIBUTABLE TO THE HOSPITAL FROM ITS DUES PAID. 383686 383686 37985476 18436131 19549345 1028127 646978 381149 21690922 15467922 6223000 4795196 0 4795196 31332376 RATE SWAP AGREEMENTS 2633611 MINIMUM PENSION LIABILITY 17422043 20055654 X Schedule D, Part X, Line 2 FIN 48 (ASC 740) footnote HSHS and the Foundation are Illinois not for profit organizations as described in Section 501(c) (3) of the Internal Revenue Code (the Code) and are exempt from federal income taxes on related income pursuant to Section 501(a) of the Code. Deferred tax assets and liabilities are recognized for the future tax consequences attributable to differences between the consolidated financial statement carrying amounts of existing assets and liabilities and their respective tax basis and operating loss and tax credit carryforwards. Deferred tax assets and liabilities are measured using the enacted tax rates expected to apply to taxable income in the years in which those temporary differences are expected to be recovered or settled. The effect on deferred tax assets and liabilities of a change in tax rates is recognized in income in the period that includes the enactment date. In assessing the realizability of deferred tax assets, management considers whether it is more likely than not that some portion or all of the deferred tax assets will not be realized. The ultimate realization of deferred tax assets is dependent upon the generation of future taxable income during the periods in which those temporary differences become deductible. Management considers projected future taxable income and tax planning strategies in making this assessment. Based upon the level of historical taxable losses and projections for future taxable losses over the periods for which the deferred tax assets are deductible, management believes it is more likely than not that Kiara, Inc. will not realize the majority of the benefits of these deductible differences. The deferred tax assets attributable to the net operating loss carryforwards not realized as of June 30, 2015 and 2014 have been fully reserved in the accompanying consolidated financial statements due to the uncertainty of realization. HSHS recognizes the tax benefit from an uncertain tax position only if it is more likely than not that the tax position will be sustained on examination by the taxing authorities, based on the technical merits of the position. As of June 30, 2015 and 2014, HSHS does not have any liabilities for unrecognized tax benefits. true true X true X true X 600 true true true false true true 1 1352871 1352871 0.0206 1 15798433 8398059 7400374 0.1124 1 1521462 1046489 474973 0.0072 3 0 18672766 9444548 9228218 0.1402 23 163127 588018 81754 506264 0.0077 1 473 70450 0 70450 0.0011 1 295 4053244 3710902 342342 0.0052 0 0 0 0 0 0.0 1 400 16083 0 16083 0.0002 26 164295 4727795 3792656 935139 0.0142 29 164295 23400561 13237204 10163357 0.1544 0 0.0 0 0.0 0 0.0 0 0.0 0 0.0 0 0.0 0 0.0 0 0.0 0 0.0 0 0 0 0 0 0.0 true 1218846 0 15299183 23311959 -8012776 X true true 1 1 ST JOSEPH'S HOSPITAL 2661 COUNTY HIGHWAY I CHIPPEWA FALLS WI 54729 http://www.stjoeschipfalls.com/ 15 X X X ST JOSEPH'S HOSPITAL 1 false false true X X X X X X X X X 14 true true true true X http://www.stjoeschipfalls.com/ X www.chippewahealth.org X X true 14 true http://www.stjoeschipfalls.com/ false false true X 2.0 6.0 X X X X true true X X X X true X http://www.stjoeschipfalls.com/for_patients/financial_assistance.phtml X http://www.stjoeschipfalls.com/for_patients/financial_assistance.phtml X X X X X true X false X X X X true X false false Schedule H, Part V, Section B, Line 5 Facility , 1 Facility , 1 - St. Joseph's Hospital of the Hospital Sisters of the Third Order of St. Francis - Chippewa Falls. HSHS St. Joseph's Hospital (SJCF) undertook a twelve month planning and implementation effort to develop the CHNA, identify and prioritize community health needs for its service area and formulate an implementation plan to guide ongoing population health initiatives with like-missioned partners and collaborators. These planning and development activities included the following internal and external steps: Internal SJCF utilized the expertise of the hospital's Division Director of 3D Community Health and her team of colleagues to lead the CHNA process. One of the hospital's Marketing Specialists participated in the planning and implementation of the CHNA from start to finish. She and the Division Director of 3D Community Health served as liaisons between the hospital, the CHNA Planning committee partners, other community members as well as the hospital's local and health system leaders. She also facilitated a large Community Health Improvement Event where community members were asked to provide feedback on preliminary CHNA results and to engage the public in detailed discussion related to the top need priority areas, highlight related initiatives of the area community health initiatives, and encourage community participation in local health improvement efforts through membership in healthy community action teams and engagement in collaborative action plans. The Division Director of 3D Community Health and her team provided education around Community Benefit and the CHNA to hospital leaders and colleagues encouraging documentation of the hospital's many community benefit programs and events. An internal team was developed that included the Community Health Director (the hospital's Community Benefit lead), the hospital's Community Benefit Specialist, the hospital's Fiscal Controller, colleagues from Fiscal Services, the Director of Marketing and a Marketing Specialist who met on a quarterly basis to review and approve the hospital's Community Benefit programs/events prior to the programs/events being entered into CBISA. The hospital's and health system's leaders and local governance were kept abreast of the hospital's community health outreach activities, Community Benefit programs/events and the CHNA process through reports to the hospital's Board of Directors. External SJCF also leveraged existing relationships that provided diverse input for a comprehensive review and analysis of community health needs in the hospital's service area. These external components steps began with forming an external CHNA Planning Partnership committee of community partners including: - Chippewa County Department of Public Health - Chippewa Health Improvement Partnership - Eau Claire City-County Health Department - Eau Claire Healthy Communities - Marshfield Clinic - Mayo Clinic Health System - HSHS Sacred Heart Hospital, Eau Claire - United Way of the Greater Chippewa Valley Representatives from the partner organizations met bimonthly from May 2014 through April 2015 to plan and implement the CHNA. This joint CHNA process, the first of its kind for Chippewa and Eau Claire counties, demonstrates the commitment each of the partners has to working toward a healthier community through collaborative action across county lines. This collaboration also allows the community to participate in one comprehensive assessment rather than several CHNAs conducted each year by different organizations. The CHNA Committee believes that no one organization alone can "move the needle" on community health. Rather, only through working together and engaging the community will we truly begin to inspire and realize community health improvement. The CHNA process began with a community health survey that was developed by the CHNA planning partners and widely distributed throughout Chippewa County by SJCF's Marketing and Community Benefit colleagues, Chippewa Health Improvement Partnership (CHIP) Steering Committee and Action Team members, CHNA partners and community members. The objective of the survey was to better understand the community's perception of the top health concerns in the county. A total of 926 Chippewa County residents responded to the survey and results are reportable at a 95% confidence level. Survey respondents represented a wide range of Chippewa County residents, including a variety of income and educational levels, age, and household size. 25% of respondents identified as healthcare providers, indicating many residents not employed in healthcare also participated in the survey. Special effort was made to ensure the survey was available to typically underrepresented groups who can also be at the highest risk of suffering from health disparities. Analysis of the survey respondent demographics indicated that a low number of surveys were received from the population in Chippewa County over age 70 and those residents whose highest education level is high school or some college. Therefore, targeted listening sessions were held to engage these groups and gather information on barriers to and resources for making healthy choices in the community. These sessions were held in November 2014 at the Chippewa Falls community meal site Agnes' Table and the Chippewa Falls Area Senior Center. Each listening session was conducted by at least one CHNA partner organization representative. Schedule H, Part V, Section B, Line 6a Facility , 1 Facility , 1 - St. Joseph's Hospital of the Hospital Sisters of the Third Order of St. Francis - Chippewa Falls. HSHS Sacred Heart Hospital, Eau Claire, WI and Mayo Clinic Health Systems, Eau Claire, WI also participated in the CHNA. Schedule H, Part V, Section B, Line 6b Facility , 1 Facility , 1 - St. Joseph's Hospital of the Hospital Sisters of the Third Order of St. Francis - Chippewa Falls. HSHS St. Joseph's Hospital's CHNA was conducted with the following non-hospital organizations: - Chippewa County Department of Public Health, Chippewa County, Wisconsin - Chippewa Health Improvement Partnership, Chippewa County, Wisconsin - Eau Claire City-County Health Department, Eau Claire, Wisconsin - Eau Claire Healthy Communities, Eau Claire, Wisconsin - Marshfield Clinic, Chippewa Falls and Eau Claire, Wisconsin - United Way of the Greater Chippewa Valley, Chippewa and Eau Claire County, Wisconsin Schedule H, Part V, Section B, Line 7 Facility , 1 Facility , 1 - St. Joseph's Hospital of the Hospital Sisters of the Third Order of St. Francis - Chippewa Falls. The primary and secondary data were presented at five Community Conversations that took place throughout Chippewa County in February 2015. Sessions were held in Chippewa Falls (two sessions), Cornell, Cadott, and Bloomer. The purpose of these sessions was to allow the public to give input on how to prioritize the 14 health focus areas that were initially presented in the survey. Identical to the survey, the Community Conversations were widely publicized through the professional networks of each of the CHNA partner organizations, through community organizations that assisted in survey distribution, and through local print, broadcast, and social media. Community Conversations were held on weeknight evenings and in a public location (e.g. local public library or school). Overall, 78 people attended the five Community Conversations in Chippewa County. Community representation was diverse--attendees represented health care, public schools, university students and faculty, local government, and the general public. Each Community Conversation consisted of a data presentation that highlighted survey results and local health data for each of the 14 focus areas. Next, participants discussed the survey results and data in small groups with the goal of each individual selecting their top three priority areas. Prioritization criteria were provided to participants and are shown below. These facilitated group discussions were important for presenting and allowing the public to analyze data from multiple sources, which lends to a more complete picture of community health. Participants were able to develop a more comprehensive picture of health in Chippewa County through consideration of the public perception of health and the data that had been collected by local and national agencies. Data was presented orally and also on clear, concise factsheets to allow thorough understanding of the data sources during group discussion. Following the Community Conversations and prioritization of the top health issues for Chippewa County, one final event was held in March 2015 in Chippewa County to get public feedback on the preliminary CHNA results and to enhance the focus and understanding of the top three priority areas of mental health, alcohol misuse, and substance use. The purpose of this event was to engage the public in detailed discussion related to these priority areas, highlight related initiatives of the Chippewa Health Improvement Partnership (CHIP), and encourage community participation in local health improvement efforts through membership in a CHIP action team and engagement in collaborative action plans. A total of 36 community members representing sectors as broad as faith communities, local and regional government, school districts, healthcare providers, university students, and retired citizens participated in this event. The structure included a presentation of recent CHIP initiatives as well as additional quantitative health data related to the three focus areas. Participants were then guided through three rounds of facilitated small-group discussion to better identify the root causes, existing community resources, and community gaps in services for the top three priority areas. The World Cafe model (small facilitated discussion groups that rotate through multiple discussion topics) was utilized to inspire creative thinking and create a comfortable atmosphere in which participants could openly share their ideas on each of the three topic areas during the facilitated discussion. During three rounds of discussion, participants were given the opportunity to provide their thoughts on the top three priority areas. Facilitators guided participants to consider root causes for each focus area. After the discussion period, facilitators reported out to the large group about root causes, resources, and gaps in services that participants identified. Key themes were recorded by note takers and the facilitators for inclusion in this report. The CHNA was then presented at the hospital's Board of Directors' meeting as well as at the Steering Committee meetings of the Eau Claire Healthy Communities and Chippewa Health Improvement Partnership. A press release/media alert was sent to all area news outlets including TV, radio, newspaper as well as the information being distributed at to churches, serviced clubs, schools and at numerous area events for the general public. Schedule H, Part V, Section B, Line 11 Facility , 1 Facility , 1 - St. Joseph's Hospital of the Hospital Sisters of the Third Order of St. Francis - Chippewa Falls. Based on the FY2015 CHNA planning and development process, the following top three community health needs were identified and will be the primary focus areas for HSHS Sacred Heart Hospital: 1. Mental health 2. Substance Use 3. Alcohol Misuse 1. Mental Health - HSHS St. Joseph's Hospital (SJCF) is involved in the implementation and/or continuation of the following efforts to improve mental health services. a. Suicide Prevention Initiative - SJCF's 3D Community Health Department is leading suicide prevention activities across multiple sectors and settings in collaboration with Chippewa Health Improvement Partnership, Eau Claire Healthy Communities, and multiple other community partners to promote awareness that suicide is a public health problem that is preventable. Strategies include community trainings of the evidence-based suicide prevention program QPR (Question, Persuade & Refer) as well as a variety of events, activities and displays pertaining to suicide prevention. Efforts will be measured by the county suicide rate, inventory of change in community knowledge, stigma and behaviors, as well as participation in the county Suicide Death Review team to monitor for potential trends and respond accordingly. b. Suicide Community Awareness Campaign - SJCF's 3D Community Health Department is working to increase community awareness and knowledge of the factors that offer protection from suicidal behaviors and that promote wellness and recovery. Collaboration with multiple community partners is occurring on an ongoing basis. One objective is to promote effective programs and practices i.e. Adverse Childhood Experiences (ACEs) that increase protection from suicidal risk and promote connectedness among residents of Chippewa and Eau Claire counties. A display was created comprised of shoes representing the 128 suicide victims in the two counties in the past 5 years. It is being displayed at our community health events in both counties. Success of the campaign will be measured by an inventory of community attitudes and behaviors, county suicide statistics and evidence of increased community knowledge of suicide and the connection between mental and physical health and wellbeing based on survey data that the hospital will collect. c. Mental Health Community Awareness Campaign - SJCF's 3D Community Health Department, in collaboration with the hospital's Marketing Department will implement research-informed communication efforts designed to reduce the stigma around mental illness by changing knowledge, attitudes and behaviors in defined segments of the population. We will work to increase communication efforts conducted online (utilizing social media and other mediums) that promote positive messages and promote public awareness that mental health and physical health are equal and inseparable components of overall health. Success will be measured utilizing online data collection tools, such as Google Analytics and Insights for Face Book, for increased site usage, surveys of community members' increase in knowledge, positive changes in behavior risk surveys, and others. d. State Behavioral Health Alignment - SJCF will continue support and participation in a collaborative effort between HSHS Western and Eastern Wisconsin to align Behavioral Health Services between the six hospitals and other behavioral health partners. Alignment and coordination of services within the state will demonstrate success. SJCF's 3D Community Health Department will continue to work collaboratively with the hospital's Behavioral Health Department to provide community education. Events/sessions will be evaluated for effectiveness and measurements of success will be developed. 2. Substance Use - SJCF is engaged in the development, implementation and/or continuation of the following efforts to address substance use. a. Voices in Prevention Action Team - SJCF with continue to lead this action team of Chippewa Health Improvement Partnership (CHIP) to further community education and awareness around substance use, particularly the dangers of opiate use. b. Promote effective programs and practices i.e. Adverse Childhood Experiences (ACEs) that increase protection from substance use and promote connectedness among residents of Chippewa and Eau Claire counties. c. L.E. Phillips Libertas Treatment Center - will continue to provide high quality assessment, intervention, and residential Alcohol and Other Drug Abuse (AODA) treatment for persons in our community and surrounding areas. Schedule H, Part V, Section B, Line 11 Facility , 2 Facility , 2 - St. Joseph's Hospital of the Hospital Sisters of the Third Order of St. Francis - Chippewa Falls (Continued). 3. Alcohol Misuse - SJCF is supportive of the implementation and/or continuation of the following efforts to address alcohol misuse. a. L.E. Phillips Libertas Treatment Center - will continue to provide high quality assessment, intervention, and residential Alcohol and Other Drug Abuse (AODA) treatment for our community and surrounding areas. b. L.E. Phillips Libertas Treatment Center- will continue to provide AODA education through Monthly Community Seminars, and a variety of other community venues. c. Voices in Prevention Action Team -SJCF will continue its' current support for this action team of Chippewa Health Improvement Partnership (CHIP) to further community education and awareness around as lead for this action team of Chippewa Health Improvement Partnership (CHIP) to further community education and awareness around alcohol misuse in the Eau Claire area. Evaluations of events/programs will be developed and used to track any changes in community knowledge and/or behaviors. County Health Rankings will be tracked as well. 4. Access to Health Care -This was not one of the 14 needs that was identified/addressed in our CHNA but SJCF will continue to work closely with community partners, including the Chippewa County Department of Human Services and the Chippewa County Health Department, insurance agencies/brokers, churches and many more, to advance community awareness around the Affordable Care Act (ACA) and encourage enrollment in the Health Insurance Marketplace or other insurance assistance programs. The hospital will collaborate with the other members of the Chippewa County ACA Team that the hospital was instrumental in founding two years ago. Success will be measured by the number of individuals that are assisted through this team's work around community education and the number of Certified Application Specialists (CACs) available to assist community members. This data will be collected through a partnership with the Chippewa County Department of Human Services. As an outcome of the prioritization process, the following community health needs were also identified and will be addressed by the hospital but will be incorporated into the action planning of one of the top three identified needs of mental health, alcohol misuse or obesity as the areas identified below are impacted by action on the top three : * Healthy Growth & Development: The hospital supports the Infant Mental Health Action Team of Chippewa Health Improvement Partnership (CHIP), the healthy communities' initiative has been hosted by SJCF for more than 20 years * Healthy Nutrition: The hospital supports the CHIP Action Team, Challenge Chippewa, which works to impact physical fitness and overall wellbeing * Obesity and Physical Activity: The hospital will be incorporating obesity into its work on mental health with attention to body image issues and the positive effect that exercise and healthy weight have on mental health. * Chronic Disease: As a hospital, SJCF is always concerned with the prevention and management of chronic disease and will continue to incorporate this focus area into community awareness and education events/activities even when those events/activities have a primary focus on mental health. * Access to Health Care: This was not one of the 14 needs that was identified/addressed in our assessment but SJCF will continue to work closely with community partners to advance community awareness around the Affordable Care Act and encourage enrollment in the Health Insurance Marketplace or other insurance assistance programs. As an outcome of the prioritization process, the following community health needs were also identified to a lesser degree and will not be addressed directly by the hospital for the reasons indicated: * Adequate, appropriate and safe food and nutrition: The hospital did not take the lead on this issue as we have done in the past. It is addressed by groups including the 18 Food Assistance Services in Chippewa County, local school districts, and the county health departments. The hospital supports these efforts by donating community garden proceeds to the local food pantries, providing meals through the local Meals on Wheels program and volunteering at the local community meal site. * Injury & Violence: The community has a well-established, well-respected community sexual assault and domestic violence agency that is the lead on this area. However, a primary focus of the community outreach efforts of the hospital will be on suicide prevention and awareness which the hospital is including in the mental health focus area. * Reproductive/Sexual Health: The hospital is not taking the lead in this area as it is best served by the County Department of Public Health and other agencies with expertise in the area. * Environmental/Occupational Health: While HSHS St. Joseph's Hospital does have a vibrant Occupational Health Department the hospital will not take the lead on this area in community outreach as this is an area that the County Department of Public Health leads and has expertise in. * Tobacco Use and Exposure: HSHS St. Joseph's Hospital is a smoke-free campus and has the only smoke-free AODA (Alcohol and Other Drug Abuse) treatment center in the state of Wisconsin and provides smoking cessation to their inpatients and to active outpatients but will not lead efforts in the community as it is best addressed through the County Health Department and through the Open Door Clinic that provides smoking cessation assistance free to eligible patients. 0 Schedule H, Part VI, Line 5 PROMOTION OF COMMUNITY HEALTH (CONTINUED A) Adequate, Appropriate, Safe Food and Nutrition a. Overweight/Obesity With the support of SJCF's administration and Board of Directors, CHIP developed action teams for each priority area and continues the advancement of each team to meet the needs identified in the CHNA. One of the action teams, Challenge Chippewa, has been active with the support of SJCF for eight years and continues to work toward reducing the consumption of sweetened beverages to reduce obesity in Chippewa County and promoted proper hydration during youth sports to increase the health of the athletes. Challenge Chippewa developed a model child care center policy regarding the beverages provided in the child care setting. Several members of SJCF are active participants of this team. The support of the hospital in this endeavor is crucial for the success and sustainability of the initiative. b. Food Security CHIP convened a food security initiative to complete a survey of area food pantries and of food pantry patrons as well as a food audit of the price and availability of fresh fruits and vegetable and low fat dairy in the summer months and again in the winter months. This information guided the team in its work to support existing food pantries, identify food deserts in the area, and increase access to healthy foods across the SJCF service area. Several hospital colleagues are active participants in this initiative. HSHS St. Joseph's Hospital (SJCF) coordinated several food drives and personal care product drives for area food pantries. A food audit was completed in Chippewa County of grocery stores, markets, farmers markets, convenience stores, food distributors, etc. to ascertain the availability of fresh fruits, vegetables and low fat dairy and prices of same. A transportation team was developed to reduce access barriers to getting food to people and people to food. This team developed a map of all of the food pantries in Chippewa County that includes hours of operation and other important contact information. The laminated maps were widely distributed to area food pantries to enhance the ability of people needing food to find the food pantry that best serves their needs. This team developed and distributed a food resource brochure with area information of agencies that have anything to do with food distribution or assistance with poverty or food security issues. This brochure is updated on a regular basis and redistributed. The HSHS St. Joseph's Hospital Green Team and CHIP partnered to establish a community garden where garden plots were available to area families in need of increased access to healthy, fresh foods and to agencies or families who desire to grow and harvest food that was given to area food pantries and distributed to the needy. The garden recently finished the third year of operations and hundreds of pounds of food have been distributed to the needy. The garden produced more then 268 pounds of produce for the food pantries during the 2014 growing season and 836 pounds in 2015. Production was limited due to crop damage from predatory deer and vandalism. c. Physical Fitness Challenge Chippewa also partnered with two area schools and developed a plan to increase physical activity in the schools during and directly after the school day. The schools have implemented the plans as they deemed appropriate. The Partners of St. Joseph's Hospital appointed a member of the Partners to the CHIP Steering Committee to identify opportunities to advance the physical fitness of the Partners members and increase knowledge of proper nutrition. As part of an initiative to enhance mental health through exercise and to encourage Partners' members to get moving The Partners Walking Club was established in June 2014 and community members met on a weekly basis to walk the park in community park together. With the onset of colder weather the Partners of St. Joseph's Hospital have collaborated with the local YMCA and utilized the Y's walking track at no cost to those involved in the Club. Alcohol and Other Drug Abuse (AODA) Responding directly to the FY2012 CHNA, SJCF and CHIP developed an action team in the focus area of Alcohol and Other Drug Abuse (AODA). State data shows that Wisconsin continues to rank higher than the national average for excessive drinking. The percentage of adults who report binge drinking are: Chippewa County at 20%; Rusk County at 16%; Barron County at 26%; Clark County at 23%; Dunn County at 18%; and Taylor County at 28% (Burden of Excessive Alcohol Use in WI; 2013). The action team assisted the Chippewa Falls Area Unified School District in hosting Parent University, an evening event at the area middle school to provide education and awareness to parents and students for the third consecutive year. Each year an average of 60 parents attended the event and evaluations indicated that they found the information provided to be helpful in their understanding of AODA issues and adolescent development. Several members of the team are also members of a regional coalition on AODA which created community awareness billboards about safe storage of prescription medications. Educational materials were also mailed to families in the area. The team also developed a traveling display of actual street drugs and paraphernalia to increase awareness of what is taking place in our community. SJCF responded to the identified need for smoking cessation through the development of smoking cessation programs and continues to promote a smoke-free environment at the hospital's LE Phillips-Libertas Treatment Center. Mental/Behavioral Health LEP is a collaborative partner of the Chippewa County Community Drug Task Force which is responsible for introducing MedReturn boxes to Chippewa County. In turn, the drug task force has been a leader in ridding the streets of unused and outdated medications and illicit drugs. SJCF, LEP and CHIP will support future efforts of the drug task force. This partnership encourages the proper disposal of medications reducing the environmental impact of medications being improperly disposed of in the landfills or septic systems. It also reduces potential for misappropriation of medications that are left in household medicine cabinets. LEP hosts monthly education sessions geared for professional continuing education but welcomes the public as well. They will expand the opportunity to area prison workers. The intent is to provide valuable education to our area professionals. A SJCF colleague participates in the community coalition Prevent Suicide Chippewa County and supports their efforts to decrease the rising rate of suicides in our county/service area. Two new teams have been developed to reduce the stigma of mental health conditions, increase knowledge of behavioral health challenges and to support those experiencing mental health difficulties as well as their caregivers. The Infant Mental Health (IMH) Action Team is promoting social and emotional development of our youngest children by educating professionals and the community at large about factors that affect IMH and the development of the infant brain. The Flourish Mental Health Action team is cultivating a sense of well-being within our community, engaging our neighbors, family and friends. They have piloted a new self-care curriculum called the Elijah Project within the community utilizing talk therapy, teaching self-care techniques while incorporating yoga exercises. These sessions have been well received and are being offered on a regular basis in the community, in churches and have been offered at SJCF and at HSHS Sacred Heart Hospital to curb burn-out among the nursing staff. A partnership was developed with Chippewa Falls Fire and Emergency Services to create the Life Saving Self Rescue Project, which provides tools to First Responders (including all Chippewa County law enforcement officers) to enable them to self-administer three specific life-saving techniques should they become wounded when responding to a violent situation or accident. To date three lives have been saved as a result of this project. Praised by First Responders and the general public, this project has brought a "calm" knowing that First Responders have the tools they need to save their own lives and the lives of others in the field. Schedule H, Part VI, Line 5 PROMOTION OF COMMUNITY HEALTH (CONTINUED B) Access to mental health care services for the uninsured and underinsured. SJCF expanded access to mental health care for children and adolescents by opening an outpatient behavioral health clinic in Eau Claire in FY2012. This service is incredibly important as it increases outpatient coverage for mental health services that are lacking in the community. SJCF will continue to expand the program by recruiting additional physician providers to serve this location. In tandem, the use of screening tools for behavioral and mental health risk will be promoted among hospital-affiliated clinics for improved identification of mental health issues and earlier intervention. SJCF is also actively involved in a collaboration between its sister hospitals to the south and in the eastern part of the state along with area primary care clinicians in which the partners are exploring ways to better align behavioral health services between these locations to expand access to mental health services and fill identified gaps that currently exist. A partnership between SJCF, CHIP, L. E. Phillips-Libertas Treatment Center(LEP) and the Open Door Clinic (ODC, a free clinic supported by SJCF and CHIP since 2006 which provides access to health care for those without health care coverage) was developed to provide free behavioral health services to eligible patients of the ODC. This initiative was a direct response to the identified community need of better access to mental health services for those without insurance. The Director of CHIP, the Director of LEP, LEP colleagues, the coordinator of the ODC, the volunteer psychiatrist providing mental health services at the clinic and hospital administration were instrumental in developing that service. Consideration is being given to expanding the program to further increase access to behavioral health services. LEP will continue to provide AODA services to the county jail inmates as well as adolescent programming for the county juvenile justice system and for the county drug court. This increases the access to inmates who have much need for AODA and mental health services. Education and awareness of mental health. Programming has been developed in collaboration with other community organizations to make aware and educate the public about mental health issues and treatment, the stigma associated with mental illness, and recognition of mental health needs and a community education and awareness campaign was developed. Several community events were held around the issue of mental health. Thousands of window clings with the message "You Matter" have been distributed and are being displayed. A large street banner with the same message was displayed over a main thoroughfare in Chippewa Falls for one month. In an effort to combat the rising rate of suicides in Eau Claire County SHEC's 3D Community Health has taken the lead in the area on suicide prevention by coordinating Train the Trainer sessions as well as community education sessions on QPR (Question, Persuade, and Refer), an evidence-based suicide prevention program. In November 2014 3D held its' first Train the Trainer session; 22 participants becoming Certified QPR Trainers. In June 2015 3D held a second training and an additional 16 were trained. From January 1, 2015-June 30, 2015 3D provided 15 QPR Programs and reached 314 community members. In addition, 3D provided a program discussing the Community Health Needs Assessment and an Introduction to the QPR Program to 30 community members. Since July 1, 2015 3D has hosted an additional 6 QPR Programs for 263 community members and the "Intro" program to an additional 75 Community Members. The following are evaluation responses to the QPR Program: Before attending the QPR Program were you comfortable asking someone if they were suicidal? Yes-41.43% No-27.14% Maybe-31.43% After attending the QPR program do you feel you are now able to ask someone you are concerned about if they are suicidal? Yes-85.71% No-2.14% Maybe-12.14% After attending this training has your knowledge of available mental health resources increased? Yes-78.33% No-3.33% Maybe 18.33% *It's fair to note that in our initial trainings many who attended were people "in the field" thus the question of increased knowledge may be a little skewed as many of them are already very aware of resources. Chronic Disease Prevention & Management SJCF's 3D Community Health department and CHIP continues to provide multiple programs and services focused on combating chronic disease, including, but not limited to, diabetes education, heart disease programming and education, advance care planning, blood pressure and cholesterol. Various programs focused on educating the public regarding prevention and management of chronic disease will continue and new programs will be developed and implemented. SJCF continues to partner with CHIP and area organizations to increase access to care and provide the education that the community is asking for. CHIP and SJCF explore gaps in public education and collaborate with community partners to fill those gaps utilizing evidence-based strategies. Opportunities for offering additional health screenings will also be explored. The existing CHIP action team, Challenge Chippewa, has created a community awareness campaign on the potential health risks of consumption of sweetened beverages, developed a model sweetened beverage policy for area childcare centers, developed a community awareness campaign on proper youth hydration during sports, and partnered with area schools to promote an increase in physical activity during the school day. SJCF continues to partner with local community groups to provide education programs focusing on wellness, prevention, new treatments and provide health screenings. The popular "Paint the Town Red" event is a free opportunity in February for community residents to learn more about the prevention of heart disease, treatment of cardiac problems and be screened for potential heart-related issues. The event is held in partnership with the Chippewa Falls Main Street Association and held in numerous downtown businesses on a weeknight. Diabetes continues to be a serious health problem locally and nationwide and for that reason the hospital conducts several diabetes education programs throughout the year for diabetics and their caregivers. The focus of diabetes education is on healthy lifestyles for prevention and new methods of treating and caring for diabetics. Final Affairs is a program held each year to educate and assist community members with preparing end-of-life affairs with the intent of helping to identify health conditions and provide appropriate referral resources. A series of community health education programs were held throughout the year at no charge. The programs were offered in conjunction with HSHS Sacred Heart Hospital in Eau Claire utilizing expert professional resources from both hospitals discussing diverse and timely healthcare topics. A Remembrance Walk was held in the city's community park to honor babies who died during pregnancy or shortly after birth recently or previously to a family. A short prayer service and walk provides comfort to those who walk to remember the steps their child will never take. The walk is sponsored free of charge by the hospital's Birth Center and Spiritual Care Services. Lastly, farm families were also recognized during the year with a luncheon, speaker and health screenings to thank them for their many contributions to our local communities and to also make them aware of precautions they can take to remain healthy and safe. Schedule H, Part VI, Line 5 PROMOTION OF COMMUNITY HEALTH (CONTINUED C) Chronic disease prevention and management SJCF, in partnership with its sister hospital HSHS Sacred Heart, offers an ongoing community health education series to promote awareness and early detection in an effort to minimize the development of chronic conditions. One such event was the 16th Annual Woman to Woman Event held on September 9th, 2014 in partnership with the State Theatre, Eau Claire. This program brought women together to talk about health, wellness and prevention, and taking care of ourselves so we that can care for others in our lives. An electronic survey was circulated to Woman to Woman participants. Overall, 66.3% rated the program "excellent", 24.49% rated it "good", and 9.18% "fair". A series of six community health education programs were held throughout fiscal year 2015 with a total attendance of 745 covering a multitude of topics including: Motivating Movement; Embracing the Little Things; Holiday Edition of the annual Diabetes program; Eating Clean and Creating a Chain Reaction. Evaluation summaries indicated 95.8% of attendees said that they would make a positive lifestyle change after the program. Access and education for stroke care SJCF continues to enhance community education about the warning signs of stroke, as early identification and intervention is critical to improving outcomes and survival rates. An online screening tool, StrokeAware, was implemented, and a total of 59 of stroke screenings were conducted from July 1, 2014- June 30, 2015. 127 heart screenings were done in that same time period through SJCF's HeartAware online screening tool, as well as 162 sleep screenings through SJCF's SleepAware. An online screening colon cancer screening tool was implemented January 1, 2015, in conjunction with an educational marketing campaign, which resulted in 77 colon cancer screenings being done from January 1- June 30, 2015. Education and awareness of alcohol and other drug use In partnership with other community organizations already active in the service area community, SJCF collaborates with existing agencies to promote, expand and develop community awareness programs aimed at identifying the dangers and risks of alcohol and other drug use. The awareness interventions will be used to decrease the likelihood of individuals engaging in excessive alcohol and other drug use. L.E. Phillips Libertas Treatment Center of SJCF continues to offer monthly community education sessions in the SJCF service area regarding alcohol and other drug abuse issues. Affordable Care Act Enrollment Outreach and Assistance In FY2015, HSHS and its 14 hospitals continued to invest considerable resources to educate uninsured persons about opportunities to enroll in affordable health insurance coverage and to facilitate the enrollment process. SJCF played a vital role in educating eligible people in its local communities, referring them to Certified Application Counselors and/or enrolling them in the health insurance exchanges. Enrollment outreach and activities included printed materials, colleague forums, public informational events at local libraries, public informational events at hospital Community Benefit events, letters to uninsured or self-insured patients, and enrollment workshops in partnership with local insurance companies. The hospital also participated in a community collaboration that coordinated and hosted ACA informational and enrollment sessions in the community for the general public. Other Community Benefit Activities and Programs SJCF's community health department, 3D Community Health: Mind.Body.Spirit, provides multiple educational classes, programs, and resources including: - Prepared Childbirth (expectant parent classes, sibling classes, breastfeeding classes, and lactation consulting) - CPR classes - Three Babysitting Seminars were provided to 52 adolescents - Pediatric Health Fair with hands-on activities in health, wellness and safety for second grade students in Eau Claire County. Program participants surveyed and rated the program: 45% excellent; 34% good, and 21% fair. - Wellness programs, services and retreats - Participation in community and local business health fairs - Caring for the Caregiver Workshop provided support and education to 110 community members and professionals - Center for Medical Excellence Community Health Information Room with access to print and electronic medical journals and other health resources for patient, family, and community use - Indoor Sports Center "Get Hooked on Health" Kids Expo (safety education, health & wellness) - 3D Community Health educational series and other education programs, speakers and free screenings - Monthly car seat installations and education programs specific for WIC families - Helmet fitting clinics - Safety Town program - specific for pre K-K students to teach basic safety (taught in Bloomer and Eau Claire) - Annual Coat Drive collects and distributes more than 6,000 coats annually to those in need - Summer Safety Pool Day-3D Community Health team educate 625 community members about wearing sunscreen/sunglasses, and making sure they are staying hydrated with enough water, and general summer sun safety at area public pools. Participation in Xcel Energy's Kids Expo Meal programs and support including: - Meals for senior citizens and congregate site meals Health screenings including: -Blood pressure screenings at health fairs Services to the community, including: - Center for Spiritual Care pastoral care chaplain and volunteer assistance completing more than 500 Power of Attorney for Health Care (Advance Directive) forms - Education on Advance Directives and end-of-life decisions - A variety of student intern programs, work shadowing, and tours - Medical equipment, supplies, laboratory services, imaging services donated to the Open Door Free Clinic to serve its patients living below the federal poverty level - Disaster preparedness planning - "Got Red?" event at Oakwood Mall in February, in celebration of American Heart Month, includes heart health presentations, presentation on warning signs of stroke, exercise demonstrations, heart healthy cooking demonstrations, including recipes and cookbooks, and free blood pressure screenings - Participation in Farm Expo, including free blood pressure screenings - Hosting meetings, drives and sponsorships for: - Red Cross blood drives - United Way events - Relay for Life - American Cancer Society - Breakfast in the Valley, to celebrate the importance of agriculture in our local economy - Red Cross Real Heroes banquet - Logistical support and meeting space for the Chippewa Valley Internetworking Consortium to help expand fiber broadband infrastructure and service to the community and to rural and underserved areas to support telemedicine and other health projects, along with city/county governments, EMS, libraries and schools/education -"Green" environmental stewardship and sustainability efforts (recycling and reusing) including: The HSHS St. Joseph's Hospital (SJCF) Reverence for the Earth team leader participates in a monthly HSHS conference call with the team leaders of the other HSHS facilities. The SJCF Reverence for the Earth ("Green Team") meets monthly for a team meeting, which often includes our Practice Greenhealth liaison, Hermine Levey-Weston and most recently, our Stericycle Healthcare Sustainability Specialist for Integrated Waste Streams Solutions (IWSS). FY2015 has been a year of growth for the team as we've gotten to know one another, new members have been added, and we listened to the accomplishments and challenges discussed by our counterparts at other HSHS facilities during our Functional meeting at St. Mary's Hospital in Streator during September of 2014. Our programs are beginning to gel as many are now in their 3rd year of implementation. We are working toward new goals and investigating new possibilities in the quest for continued sustainability. Our most significant accomplishment continues to be the annual completion and submission of our Practice GreenHealth Partner Recognition award application. We, along with all other HSHS facilities, are members of The Practice GreenHealth council. Some HSHS facilities have applied for recognition in previous years and have achieved advanced recognition as they reach new milestones in their sustainability efforts. In 2012 SJCF received Practice Greenhealth's Partner Recognition Award; in 2013 we were recognized with a Partner for Change award and the Making Medicine Mercury- Free award. In 2014 we applied for and achieved the Partner for Change award for the 2nd time. As we gathered the required metrics, we learned a great deal more about what SJCF has been able to achieve with programs already underway. We've learned that, in fact, SJCF has been practicing "green" concepts long before "green" became trendy. It could be argued that SJCF has been a "green" facility ever since the Sisters first arrived in Chippewa Falls in 1885! Schedule H, Part VI, Line 5 PROMOTION OF COMMUNITY HEALTH (CONTINUED D) Highlights of the Practice GreenHealth Partner Recognition program The following goals achieved in 2015 were reported in our Practice GreenHealth Partner Recognition Program award application. These efforts effectively summarize our major accomplishments during the past year and our focus for the future. 1. 2015 Goal: Fully Deploy the Community Garden Project - Harvest Crops and donate generously to our local food pantries. Plots were reserved by both families growing for their own tables and by groups, organizations and families who grew crops that were 100% donated to local food pantries. We produced over 268 lbs. of produce for the food pantries during the 2014 growing season. Production was limited due to crop damage from predatory deer and vandalism. 2. 2015 Goal: Develop an environmental sustainability communication program to inform and educate our colleagues and the greater community. We achieved Mercury-Free recognition from Practice Greenhealth and hosted our third annual drive to collect mercury thermometers from the community at the downtown "Paint the Town Red" event. The presence of our Stericycle partner at our Earth Day event provided learning opportunities for our colleagues. Marketing efforts were well-received in the community with press notices released and TV spots promoting the Community Garden broadcast. 3. 2015 Goal: Establish Work Committees to develop a more comprehensive focus on the policy-writing elements of managing our environment. Some work was done in this area but no formal work committees were established; mostly due to attrition and unavailability of other committee members. Significant Achievement in Recycling of Building components By the end of FY2015 a single, significant effort within our solid waste reduction/recycling/reuse program on our campus was the demolition and repurposing of our former medical officer building (VA/MOB ;) most recently used to house a VA medical clinic. Beginning with the demolition and repurposing of the former St. Francis Commons building in 2013, the Reverence for the Earth "Green Team" has been coordinating an effort to ensure that as much as possible of the infrastructure of all buildings scheduled to be razed and the contents of any of our campus facilities are always put to good use. The demolition of the VA/MOB was no exception. Various charitable organizations removed valuable elements of the building for repurposing/recycling rather than see the entire structure go into a landfill. Other than what had been re-purposed for use at the hospital and L.E. Phillips Libertas Treatment Center building on the hospital campus, the Building Hope mission program and the Catholic Schools of Cadott were the primary recipients of our recycling efforts. All of the interior furniture, the interior doors, hot water heaters, furnaces, mirrors, sinks, toilets, the kitchen cabinets, brass fittings, copper pipe and electrical wire, and wood trim, have all been donated or recycled. As the VA/MOB came down, any remaining salvageable metals were recycled, and even the entire concrete foundation and floor was re-cycled; eventually to be crushed and used to repair and construct highways and streets in the greater Chippewa area. The VA/MOB, although no longer in existence on our campus gave way to provide additional parking for our new, multi-purpose medical office building. The ministry of the VA/MOB will continue as portions of the building will serve the community in a myriad of other ways for many years to come. Community Donations * Donated building demolition components: interior furniture, interior doors, hot water heaters, furnaces, mirrors, sinks, toilets, the kitchen cabinets, brass fittings, copper pipe and electrical wire, and wood trim. * Donations to Hospital Sisters Mission Outreach program: 1,376 items donated, weighing 1,840 lbs. * Donation of Mobile Health Unit via Hospital Sisters Mission Outreach to the Order of Malta, Guatemala city, Guatemala to provide humanitarian medical relief and social assistance in the form of health screenings, patient assessments and first aid. * Donations to Hope Gospel Mission: 19 chairs, 5 lamps, 5 storage units, 2 counter tops, 8 base cabinets, 4 desks, 4 tables, 2 VCR's, 2 storage cabinets. Recycling Volumes to reduce landfill loading - Total, 76.7 tons! * Co-mingled recycling volume, 14.56 tons. * Cardboard recycling volume, 31.2 tons * E-waste recycling volume, 4.73 tons * Fluorescent lamp recycling volume, .77 tons * Food Waste Composted, 4.21 tons * Shredded paper volume, 27.98 tons * Inkjet and Toner recycling volume, .22 tons * Plastic #6 recycling volume, .45 tons Other Activities and Projects * The "Leaf Tree" -- In late 2012 The Green Team constructed a cardboard tree on the back wall of St. Joseph's Hospital Bistro. It has since been replaced with a more durable vinyl material. Colleagues bring their own reusable cups when filling up with soda, coffee or water. Each time they do so they "plant" a leaf on a tree branch. We have green leaves for summer, yellow and gold leaves for autumn and brown leaves for winter. This summer we also provided apples and pears to populate the tree during the summer. We know that for every leaf , apple or pear posted, there are probably two more people who forget to post to the tree; therefore, one leaf equals three, and when we have about 450 "leaves" on the tree we saved enough disposal products to equal the cost of planting a real tree! * Mercury Thermometer Exchange - more than 300 removed from the community since 2013. * Earth Day Celebration - Hosted in conjunction with the CEO colleague forums; providing teaching opportunities and fun for our colleagues. * Green Champions Program - One or more colleagues volunteer from each service area to service as liaisons between their service area and the Green Team. * E-Waste Program - Electronic devices recycled from hospital facilities and colleague personal items, totally over 4 tons per year. * Stericycle Waste Stream Audits - Four or more conducted per year to survey compliance with regulated waste disposal practices and best-practice recycling practices. * Practice Greenhealth Gap Analysis - Provided by Practice Greenhealth liaison, Hermine Levey-Weston to help identify excellence in waste management as well as opportunities for improvement. Schedule H, Part VI, Line 6 DESCRIPTION OF AFFILIATED GROUP (CONTINUED A) Enhance community health As part of our mission to embody Christ's healing love, we understand that we have a responsibility to improve the overall quality of life in our communities by supporting initiatives that promote health and wellness. We recognize we are most successful when we work together with a wide array of public and private organizations that share our commitment to improving lives. By doing so, we maximize our efforts and reduce the duplication of services. HSHS hospitals also understand we need to listen closely to the residents of the communities we serve to ensure the health care needs of all are being met. To that end, 13 of our hospitals completed Community Health Needs Assessments (CHNAs) in FY2015 and in FY2012. HSHS St. Clare Memorial Hospital in Oconto Falls, Wisconsin, who affiliated with HSHS in September 2015, completed their CHNA in FY2014. The information gathered from these assessments is being used to develop new, and enhance existing, programs and services that best address the needs of the community. Several priority needs were identified in the FY2015 CHNAs including mental health; chronic disease prevention and management; alcohol, tobacco and other drug abuse; nutrition/wellness; access to care; oral health; and domestic abuse. HSHS hospitals are addressing these and other needs by proactively offering educational opportunities, preventative screenings, and new or enhanced clinical services. In many cases, the hospitals collaborate with other hospital facilities, local departments of public health and community organizations to address identified needs. In western Wisconsin, HSHS Sacred Heart Hospital in Eau Claire and HSHS St. Joseph's Hospital in Chippewa Falls are taking the lead on programming to educate the public about mental health issues and treatment, the stigma associated with mental health, and the recognition of mental health issues. To combat the rising rate of suicides in the area, both hospitals are providing community education sessions on QPR (Question, Persuade and Refer), an evidence-based suicide prevention program. In addition, the hospitals hosted sessions to train community members to become Certified QPR Trainers. In southern Illinois, HSHS St Elizabeth's Hospital in Belleville also identified suicide as a priority community health need. In response, the hospital in cooperation with the local county mental board offered QPR to educate the community about how to identify and talk to someone who may be considering suicide. In addition, St Elizabeth's mental health counselors provided free evaluations to assess for services or referred individuals to other local agencies for assistance. They also provided telephone assistance to individuals with mental health questions. In FY2015, the counselors screened more than 300 clients and fielded more than 1,000 calls. HSHS St. Vincent Hospital in Green Bay developed the Sexual Assault Nurse Examiner (SANE) program comprised of 11 nurses and a medical director to provide care for anyone who has been sexually assaulted. Begun in 1992, St. Vincent's SANE program is the regional site for such care, one where all the hospitals in Green Bay and the surrounding communities send sexual assault victims. St. Vincent's SANE nurses have been properly trained to conduct the medical examination, collect evidence, treat injury and provide courtroom testimony. In FY2015, SANE served more than 185 individuals at a vulnerable and devastating time of their lives. HSHS St. Mary's Hospital in Streator, Illinois teamed up with the Streator YMCA to offer a 12-week weight loss program - Healthy You - to motivate more than 284 participants. The program included aerobics classes, cooking classes, and a maintenance program to encourage participants to weigh in monthly. Surveys were collected at registration to quantify progress for repeat participants - 14 percent returned with a further weight loss and 9 percent within 5 pounds of their 2014 weight. In FY2015, Healthy You participants collectively lost 2,982 pounds. In FY2015, HSHS St. Mary's Hospital in Decatur, Illinois partnered with Macon County Care Coordination (MCCC) comprised of the Macon County Health Board, Community Health Improvement Center, Decatur Memorial Hospital, Heritage Behavioral Health Center, and Macon County Health Department to provide a team approach to health care and behavioral health services for Medicaid recipients with chronic health conditions. In FY2015, a nurse practitioner was hired to lead the program and recruit physicians. Three teams consisting of a Registered Nurse, Care Navigator and Care Coordinator were hired to provide services. St. Mary's is in the final stages of the development of an interface with the Electronic Medical Record, and is working on fully integrating MCCC services into their Emergency Department and exploring possibilities of integrating MCCC within the HSHS Medical Group to provide care coordination for Medicaid recipients with chronic health conditions. According to the National Assessment of Adult Literacy, only 12 percent of adults have "proficient" health literacy, i.e. nine out of 10 adults lack the skills needed to manage their health. Health literacy was identified in the CHNA completed by HSHS St. Nicholas Hospital in Sheboygan and the Department of Public Health in FY2012. In FY2014, the Healthy Sheboygan County 2020 Health Literacy Committee hosted five focus groups (Hispanic, Hmong, low-income, senior citizens and young adults) and an Executive Briefing for health care leaders to share the results of the community survey and focus groups. In FY2015, with the support of St. Nicholas Hospital, a health literacy community awareness campaign was launched - Okay2Ask - to encourage people to build strong relationships with their health care providers and pharmacists. Schedule H, Part VI, Line 6 DESCRIPTION OF AFFILIATED GROUP (CONTINUED B) Advance medical knowledge HSHS works to advance medical knowledge by supporting research initiatives and educational opportunities. In FY2015, HSHS hospitals and affiliated physician groups contributed more than $19 million toward research and education. Highlights of this commitment include subsidizing medical school residency programs, offering ongoing medical education to physicians and clinicians, and providing job shadowing programs for high school students. In southern Illinois, HSHS St. Joseph's Hospital in Breese, hosted members of the Health Occupations Students of America onsite to learn about job opportunities in health care from health care professionals. St. Joseph's also provided clinical experience for Kaskaskia College students enrolled in nursing, physical therapy and radiology programs. Pharmacy students have also completed their clinical training at St. Joseph's Hospital. In FY2015, 73 students were served by the program. In FY2015, HSHS St. Mary's Hospital Medical Center and HSHS St. Vincent Hospital in Green Bay invested more than $450,000 to provide onsite training and education of nurses and allied health professionals. In addition, the hospitals have been collaborating with the Medical College of Wisconsin to establish a community medical education program in Green Bay and to provide financial support to offset operating costs in FY2015. Also in eastern Wisconsin, HSHS St. Clare Memorial Hospital in Oconto Falls provided training for local paramedics and emergency response personnel through the hospital's EMS liaison program. In response to its FY2012 CHNA, HSHS St. John's Hospital in Springfield, Illinois convened a team of health care providers in FY2015 to identify the practice gaps around metabolic syndrome in children and adults and to research best practices and evidence-based protocols to reduce the progression of metabolic syndrome. The team developed and implemented a three-part multidisciplinary discussion on preventing childhood obesity entitled "Childhood Obesity in Central Illinois: Weighing in on the Problem," which was offered during grand rounds. In addition, the team hosted a Continuing Medical Education program for the community entitled "Restoring Healthy Families and Communities in an Obesongenic Environment: A Tool Kit for Health Care Professionals." Mission-driven and strategically implemented Community Benefit is an integral part of Hospital Sisters Health System's Mission. Our commitment to Community Benefit arises from our Catholic identity, Mission and Core Values shared by 14,000 colleagues across Illinois and Wisconsin. Through our work to improve access to health care services, enhance community health, advance medical knowledge, and relieve or reduce the burden of government, we believe we have made a positive difference in the quality of lives of tens of thousands of people in Illinois and Wisconsin in FY2015. As a Catholic health care ministry, HSHS is concerned with the dignity of all persons, the common good, and the stewardship of resources. We advocate for health care for all and work to improve social conditions that lead to improved health and well-being. We engage partners in our communities to improve health and quality of life and to reduce duplication. Working side by side with many faith communities, HSHS remains dedicated to our common purpose of compassionate care for all people. Schedule H, Part I, Line 7 Bad Debt Expense excluded from financial assistance calculation 1218846 Schedule H, Part I, Line 7 Costing Methodology used to calculate financial assistance To determine the actual cost of these services, the hospital uses a cost-to-charge ratio based on our audited financial statements to calculate the amounts reported on Lines 7a through 7i. Schedule H, Part III, Line 2 Bad debt expense - methodology used to estimate amount Self-pay patients are screened for verification of no insurance coverage. Once verification of no coverage has been completed, the guarantors will be screened for charity or uninsured discounts based on income levels. Those guarantors that do not qualify for charity through the screening process will be asked to provide proof of income in the form of a recent pay stub and/or recent tax return to determine the level of uninsured discounting. If no proof of income is provided or a guarantor's income is greater than 201% of the federal poverty level, the appropriate discount according to the established criteria will be applied. The amount of money not collected from those self-pay patients who are not eligible for charity care is reported as bad debt. Allowances for Doubtful Accounts have been recorded based on an historical matrix, using collectability percentages by payor and aging category in accordance with HSHS Executive Policy #F-23, Valuation of Net Accounts Receivable. Percentages are based on historical experience at the hospital and adjusted for known limitations. The hospital reports bad debt in accordance with Generally Accepted Accounting Principles (GAAP). Schedule H, Part III, Line 3 Bad Debt Expense Methodology The hospital strongly believes that its charity care, and the related community benefit obtained from such care, is understated because of those patients who potentially qualify for charity care but do not wish to apply for it. In addition, some care is not classified as charity because of missing documentation on patient resources. Thus, the hospital's bad debt includes a portion that could be classified as charity care if application for such care was sought and/or completed. Currently, the hospital is implementing processes, procedures and systems to more effectively determine charity care that will reduce a patient's documentation requirements and ease the patient's emotional burden in applying for charity care. This will provide a more accurate reporting of charity care services provided by the hospital. Schedule H, Part III, Line 4 Bad debt expense - financial statement footnote The text of the footnote to the organization's financial statements that describes bad debt expense can be found on page 20 of the HSHS Consolidated Audit Report. Schedule H, Part III, Line 8 Community benefit & methodology for determining medicare costs The hospital continually strives to provide excellent patient care in the most cost effective fashion. Nonetheless, the Medicare program, in many cases, does not provide payment that covers the full cost of the care provided. Since it is the mission of the hospital to respond to community need, hospital management continually advocates for improved Medicare payment so that the cost of quality care to those patients who are not able to afford it is not compromised and is fairly subsidized by all payers. While this shortfall in Medicare payments is not classified as community benefit by the IRS, we nonetheless believe it is an important contribution made by the hospital to the health and well-being of the community. If the Medicare program did not exist, many Medicare patients would be eligible for charity care or other means-tested government programs. Further, by absorbing this payment shortfall and providing care below cost to these individuals, HSHS St. Joseph's Hospital is relieving the burdens of the government. Accordingly, this shortfall restricts HSHS St. Joseph's Hospital's ability to make funds available to provide for charity care and other community benefits. The hospital Medicare shortfall at cost for fiscal year 2015 was $8,012,776. Schedule H, Part III, Line 9b Collection practices for patients eligible for financial assistance Every effort is made prior to, during and after the provision of medical care services to determine if a patient is eligible for charity/community care and o assist the patient in completing the application and providing adequate documentation. If the patient qualifies for charity/community care for the full balance of their account, the entire amount is written off to charity/community care and hence no debt collection is pursued. If the patient qualified for charity/community care for a portion of their account balance, that portion is written off to charity/community care with the patient being responsible for the remainder of the balance. Additionally, reasonable effort will be made to obtain third-party or government payor reimbursement on behalf of the patient. If those efforts are not fruitful, an offer will be extended to the patient to make installment payment on their balance. Only at such point that the patient defaults on installment payments or refuses to cooperate with the hospital efforts to be reimbursed will the account be sent to collections. Schedule H, Part V, Section B, Line 16b FAP Application website - ST JOSEPH'S HOSPITAL: Line 16b URL: http://www.stjoeschipfalls.com/for_patients/financial_assistance.phtml; Schedule H, Part V, Section B, Line 16c FAP plain language summary website - ST JOSEPH'S HOSPITAL: Line 16c URL: http://www.stjoeschipfalls.com/for_patients/financial_assistance.phtml; Schedule H, Part VI, Line 2 Needs assessment As indicated in Part V, Section C, HSHS St. Joseph's Hospital (SJCF) conducted a Community Health Needs Assessment in FY2015 (July 1, 2014 through June 30, 2015). In previous years, the hospital assessed community need by identifying unmet community health needs to develop a plan to help improve the health of our community. An example of this is the unique approach utilized by SJCF and sister hospital HSHS Sacred Heart Hospital during 2012 where the two hospitals teamed up to conduct two "town hall" meetings with more than 800 individuals participating and giving voice to what they believed could enhance the health of their community. In addition, 30 community "visioning" sessions were held to reach diverse groups of individuals beyond the borders of Chippewa County, most of which are designated as rural. People of all ages, economic status and other divides, including the underserved, and those experiencing access barriers participated. Some of the groups that participated in the "visioning" sessions included local school children, members of the Amish Community, patients of the Chippewa Valley Free Clinic, local college students, patrons and staff of the St. Francis Food Pantry and an elderly assisted living center patients and staff, to name a few. The hospital's plan continues to be focused on enhancing the health and wellness of the community we serve through clinical programs and services, community education and outreach, and continued collaboration and partnerships with other local organizations. Provisions in the Affordable Care Act require charitable hospitals to conduct a CHNA and adopt implementation strategies to meet the needs identified. To comply with these requirements, HSHS St. Joseph's Hospital led a collaborative approach to conduct its CHNA and adopt an Implementation Plan in FY2015 (July 1, 2014 through June 30, 2015), a process we undertake every three years. Schedule H, Part VI, Line 3 Patient education of eligibility for assistance Every effort is made prior to, during and after provision of medical services at HSHS St. Joseph's Hospital (SJCF) to determine if a patient is eligible for charity/community care and to assist the patient in completing the application and providing adequate documentation. If the patient qualified for charity/community care for the full balance of their account, the entire amount is written off to charity/community care and hence no debt collection is pursued. If the patient qualified for charity/community care for a portion of their account balance, that portion is written off to charity/community care, with the patient being responsible for the remainder of the balance. Additionally, reasonable effort will be made to obtain third-party or government payer reimbursement on behalf of the patient. If those efforts are not fruitful, an offer will be extended to the patient to make installment payments on their balance. Only at such point that the patient defaults on installment payments or refuses to cooperate with the hospital's efforts to be reimbursed will the account be sent to collections. Upon admission to SJCF, inpatients and outpatients are given printed information answering questions they may have about their hospital bill and the availability of financial assistance, medical claims and charity care. A patient guidebook given to inpatients also thoroughly explains the hospital's financial assistance program, provides contact numbers of hospital staff who can discuss charity care with the patient and family, eligibility requirements and will assist with applying for assistance. Case Management colleagues inform patients and family members about financial assistance programs available through the hospital as well as throughout the community, and assist with accessing such programs by providing referrals as appropriate. Some examples include referring patients and family members to a Cardon Outreach Patient Advocate, contracted through the hospital, for assessment and application for disability benefits and Charity Care; referring patients to county Aging and Disability Resource Centers and Department of Human Service agencies for application for Medicaid benefits and insurance through the Health Insurance Marketplace; and referring uninsured patients to area free clinics to obtain medical care and prescription assistance. SJCF has devoted significant, in-depth information and education on its web homepage focusing on financial assistance, hospital billing, medical claims and charity care. Patients that do not have health insurance are informed of the hospital discount available to them, how to access hospital financial counselors and the availability of charity care and eligibility requirements. Eligibility forms and application forms are available for downloading from the website. The website also contains a webpage on frequently asked questions and answers about billing information. A discount form for those who are uninsured can also be downloaded from the website. The Registration Department provides brochures to patients upon registration regarding the Payment Assistance Program available to them at HSHS St. Joseph's Hospital (SJCF). The brochures are also supplied in waiting and ancillary areas for easy access by the patient. The brochures also provide information on how to read and understand SJCF's billing information. SJCF's website provides an explanation of Medicare forms at SJCF's website www.stjoeschipfalls.com. A detailed patient information guide that addresses common questions about the hospital and the services that it offers is also provided to patients upon admission. SJCF translates forms into other primary languages spoken by its patient population, including Spanish. The organization has a representative on site to assist patients who may be eligible for Medicaid assistance through the Wisconsin Department of Public Assistance. They work with patients to determine if they may be eligible, and if so, assist in completing the necessary application for submission. Patients are also provided a Fair Billing Act notification at the point of registration regarding separate physician billing they can expect to receive, plus information about the patient's financial responsibility if their insurance plan is out of network. One-on-one conversations to educate patients about financial assistance often stem from patients receiving a statement or a pre-collection letter. At that point, the customer service representative will inform/educate the caller about financial assistance options. The first pre-collection letter reminds the patient their account is in delinquent status. It also informs them they may be eligible for financial assistance through the organization's charity care program. The letter provides direct contact information to begin the application process for charity care and lists the Internet address where the policy can be obtained. A system called Search America is now being utilized after failed attempts made by the hospital and our law firm to work out payment arrangements. That system accesses credit and other information and allows us to see the probability of a patient being able to pay their bill. After assessing that information, the hospital makes a determination whether to grant charity care or continue collection efforts. Schedule H, Part VI, Line 4 Community information HSHS St. Joseph's Hospital (SJCF) is an acute care community hospital located in Chippewa Falls, Wisconsin. Chippewa Falls has a population of 13,718 (2013) and is the county seat of Chippewa County, with a population of 63,132 (54 percent urban, 46 percent rural) in 2013. Chippewa County is St. Joseph's Hospital primary service area. Its secondary service area includes surrounding counties: portions of Barron, Clark, Dunn, Rusk and Taylor counties. Chippewa County is the largest of the six counties. Five out of six service area counties are considered rural by the U.S. Department of Agriculture. Evidence continues to suggest that rural settings in the U.S. exhibit pronounced needs in the areas of health, education, and economic security. It is important to be mindful of the rural distinction to better address these disparities by focusing programs and services appropriately to these communities. The service area population is aging, much like the rest of the nation. The largest segment of growth from 2000 to 2010 occurred in the 18 to 64 year old age category with a growth rate of 16.9 percent followed by a 10.3 percent growth rate in the 65+ year old age category. The number of 0 to 18 years olds is declining. Combined population growth for these six counties was approximately 6.6 percent between 2000 and 2010. Along with the aging population come increased health care costs with chronic disease. Studies indicate that the health of the aging population can be maintained and chronic diseases can be reduced by promoting healthy behaviors and expanding preventive health services. The service area's racial profile is primarily white (95.2 percent), higher than the state (86.2 percent) and nation (72.4 percent). The largest minority population in the service area is Hispanic or Latino (1.8 percent), with other races making up the remaining 3 percent of the population. Several unique minority populations are found in western Wisconsin, including the Amish, Mennonites and Hmong. Wisconsin has the fourth highest Amish population in the nation. Several communities of Amish are sprinkled throughout Chippewa and the surrounding counties with significant settlements in Barron, Buffalo and Clark counties. Determining an accurate number of Amish and Mennonites living in the state is not easy, as the Census Bureau and other statistical agencies do not have data on religious affiliation. While the 2009 median household income of the U.S. and Wisconsin are both approximately $50,000 per year, SJCF's service area average median household income is about $7,000 lower. Even though every county is below the state and national mean, some counties are significantly below. For example, while Chippewa County has the highest mean at $50,327 per year, Rusk County has the lowest mean at $38,000 per year. Socioeconomics is one of the most influential determinants in an individual's level of access to health care (i.e., individuals with a lower socioeconomic status in the U.S. have lower levels of general health, insurance coverage, in addition to less access to care) (American Journal of Public Health, 2000). Insurance coverage in the counties of SJCF's service area far exceeds that of the U.S. in general. However, when compared to Wisconsin, all six counties have uninsured rates that are equivalent to or exceed the state average. Insurance coverage is strongly related to better health outcomes for both children and adults when it makes health care services affordable and helps individuals and families use care appropriately. Uninsured individuals generally receive much less care, either preventive or for acute and chronic conditions, than insured individuals. In particular, uninsured adults report lower levels of self-perceived wellness and functioning. Schedule H, Part VI, Line 5 Promotion of community health HSHS St. Joseph's Hospital (SJCF) offers hope to our community in the tradition of the Hospital Sisters of St. Francis. As a healing ministry of the Catholic Church and an affiliate of the Hospital Sisters Health System (HSHS), SJCF is committed to delivering high quality, compassionate, and cost-effective health care services to all. The hospital was founded more than 136 years ago to bring a healing presence and improve the health of our community, especially for people who are sick, poor, and disadvantaged. The hospital is governed by a Board of Directors, a majority of whom reside in the hospital's primary service area and who are neither employees nor contractors of the hospital (nor family members thereof). The Board ensures that SJCF is responding to community need. During FY2015, for example, the Board reviewed the Community Health Needs Assessment and approved an implementation strategy for addressing selected needs. The CHNA was also reviewed and approved by the Chippewa Health Improvement Partnership (CHIP) Steering Committee. CHIP is the healthy communities' initiative that is hosted by SJCF. The CHIP Steering Committee is comprised of concerned individuals representing area schools, churches, businesses, health & medical facilities, senior citizens, government & legal agencies and the public at large who are interested in creating a healthier community. There are also other bodies that assist SJCF to connect with the community, such as our Advisory council, SJCF's Patient and Family Advisory Council, St. Joseph's Foundation, and our Volunteer Partners Board. Also consistent with its exempt purpose, SJCF has an open medical staff with privileges available to all qualified physicians in the area. In addition, the hospital operates an emergency department that is open 24 hours to all persons regardless of their ability to pay. As a not-for-profit hospital, SJCF reinvests surplus funds into the mission of the organization and health of the community rather than distributing them as profits to shareholders or individuals. Funds not committed to ongoing operations are generally used to upgrade facilities, secure new technologies, improve patient care, and support initiatives designed to promote health and ensure access for all. For example, SJCF is currently working with its parent organization, Hospital Sisters Health System, to continuously enhance quality and improve coordination of care both inside the hospital and with a growing number of physician partners. Supported by investments in information technology, this "care integration" strategy is designed to better coordinate care, improve health outcomes, create new efficiencies, and help ensure that patients (especially those with chronic conditions) get well and stay well. HSHS St. Joseph's Hospital (SJCF) has worked closely with multiple community partners to bring broadband IT services to our area, connecting communities that would otherwise be without the convenience that broadband provides. SJCF also devotes significant resources to access for patients who cannot afford care, along with other community benefits. In fiscal year 2015, HSHS St. Joseph's Hospital provided $11.1 million in community benefit services, including charity care at cost, unpaid costs of Medicaid and other public programs, and a range of diverse programs designed to enhance access and improve community health. Additionally, during this period, SJCF provided $1.2 (at cost) in uncompensated care to patients that did not qualify for charity care or public assistance and more than $8.0 (at cost) in excess of Medicare payment for health care services. In FY2015, HSHS St Joseph's Hospital (SJCF) was involved in community building activities that addressed laying a foundation for a healthier, safer and better educated community. Among our community building efforts was the HSHS St. Joseph's Hospital Reverence for the Earth "Green Team" and Hospital Sisters Healthcare-West offered gardening plots for the 2015 growing season. The garden plots are available for lease by individuals, households or organizations for the sole purpose of providing food for those in need. Individuals and families in the Chippewa Valley experience hunger on a daily basis and HSHS St. Joseph's Hospital Community Garden has been established to offer people an opportunity to grow their own vegetables to supplement their diet. Others, such as families, clubs, youth groups, churches and service organizations were also encouraged to reserve garden space to grow vegetables for donation to local food pantries. The community garden also accepts donations of surplus vegetables from home gardens. The garden is completely irrigated and surrounded by an 8' tall deer fence and locked gates, so gardeners do not have to worry about bringing water to their garden plot or be concerned about deer predation or vandalism, which reduced yields in previous years. This garden yielded 836 lbs. of fresh produce which was donated to area needy families. Another example of SJCF's community building efforts was St. Joseph's collaboration to make Chippewa Falls a dementia friendly business community. SJCF, the Chippewa County's Aging and Disability Resource Center, the Alzheimer's Association, and the Main Street Association in a coordinated effort, worked together to make downtown businesses dementia friendly. SJCF provided business cards for dementia patients to hand to local businesses when shopping in their store to make store clerks aware of their difficulty. The hospital's Marketing Department also designed and provided window stickers for businesses to put in their doorways advising dementia patients that their business was dementia friendly. SJCF is readily sharing its materials with other communities that also wish to begin initiatives. The Main Street Association received 100% support from downtown businesses for this project and local businesses were trained by volunteers to learn how to more effectively interact with dementia patients. SJCF recently completed a medical office building on the hospital campus that is now the new home for our primary care providers and our rehabilitation department. It has greatly improved patient care and has enhanced the athletics of the hospital campus. FY2015 brought about an exciting change for SJCF...the creation of a new Birth Center. Families will appreciate the new look and feeling of the Birth Center, part of a $4 million renovation. Patients and families will find new amenities in each room-from spacious showers to bigger sleeping accommodations-as well as a new nursery, birthing suites and more. It's all part of offering the outstanding care families in the Chippewa Valley have come to know. So they can have the best possible birthing experience. SJCF provides a range of community benefits that flows from our mission and long-standing commitment to our community. In many cases, these programs would be unlikely to exist without the leadership role played by SJCF and they often relieve a burden that would otherwise be carried by government. The majority of the Community Benefit programs and activities provided in FY2015 are in response to the hospital's FY2012 Community Health Needs Assessment (CHNA). The FY2012 CHNA surfaced the following health focus areas to be addressed by the hospital in collaboration with other hospitals and community organizations: * Adequate, Appropriate, Safe Food & Nutrition * Alcohol and Other Drug Abuse (AODA) * Mental/Behavioral Health * Chronic Disease Prevention and Management These areas of focus were determined to be of utmost importance via the prioritization process of the CHNA at the Chippewa Health Improvement Partnership (CHIP) strategic planning retreats where hospital, community representatives and members of the CHIP Steering Committee came together to review the needs identified in the CHNA and prioritize the importance of the identified needs. SJCF is the primary funder of Chippewa Health Improvement Partnership (CHIP). CHIP is a 21 year collaborative hospital/community endeavor with the purpose of enhancing the quality of life of residents in Chippewa County through educational and preventative initiatives promoting wellness and good health habits. CHIP, with staffing support from SJCF, identifies health needs and establishes priorities from which collaborative programs and activities are created to help improve the health status and quality of life in Chippewa County. CHIP will remain the primary vehicle for the community benefit activity for SJCF. CHIP will continue to work closely with the hospital Marketing Department and other hospital service lines departments to be certain that the community activities they are involved with in FY2016 and future activities in upcoming fiscal years align with the FY2015 CHNA and implementation plan. Schedule H, Part VI, Line 6 Affiliated health care system HSHS St. Joseph's Hospital in Chippewa Falls is an affiliate of Hospital Sisters Health System (HSHS), a health care ministry that includes 14 hospitals, numerous community-based health centers and clinics, and hundreds of physician partners across Illinois and Wisconsin. The mission of HSHS is "to reveal and embody Christ's healing love for all people through our high quality Franciscan health care ministry." We live our mission by providing holistic healing to all who seek our care, as well as through Community Benefit. Working collaboratively with others in the communities we serve, our Community Benefit initiatives are strategically and successfully expanding access to care, improving the health status of residents, and increasing medical education and knowledge. In FY2015, our hospitals responded to needs identified in each of their most recent Community Health Needs Assessments (CHNAs) completed in FY2012. The information gathered from these assessments was used to develop or enhance Community Benefit programs and services to best address community health needs. Among the many priority needs identified in our CHNAs were chronic disease prevention and management, obesity, adequate food and nutrition, mental health, and access to health care services. HSHS hospitals are proactively addressing these and other needs through patient, provider and community education, preventative screenings, self-management classes, and new or enhanced clinical services. System-wide, HSHS collectively provided $195.3 million in Community Benefit (9.9% of total hospital expenses) in FY2015. This amount included $25.2 million provided for Financial Assistance (i.e. Charity Care) and $132.3 million for unreimbursed care provided as part of the Medicaid program. In addition, HSHS hospitals committed significant resources to care for Medicare patients. The cost of providing services to primarily elderly beneficiaries of the Medicare program - in excess of governmental and managed care contract payments - was $183.7 million. HSHS hospitals also recorded $61.5 million in uncollectible accounts. While HSHS does not count the latter two amounts as Community Benefit, they nonetheless reflect our commitment to all persons in need of care. In addition to the dollars invested in our Community Benefit programs, HSHS continues to reinvest any surplus revenue from operations and investments into new medical technology, facility infrastructure and health care services in our communities. By doing so, we ensure our ability to meet the ongoing demand for high quality, efficient and easily accessible health care. As the U.S. health care delivery model continues to evolve, HSHS remains focused on implementing our Care Integration strategy. Care Integration coordinates the delivery of care across the continuum to meet the needs of each patient. During FY2015, HSHS made significant progress with this strategy as we implemented additional interoperable health information technologies and strengthened our alignment with physicians. Improve access to health services As a Franciscan health care ministry, HSHS is deeply committed to serving those who are most in need with a special focus on the poor and vulnerable. We not only provide care to every patient who walks through our doors, but also reach out beyond the walls of our hospitals and clinics to care for those in our communities. Our efforts to ensure residents in the communities we serve receive the right care, at the right time, and in the right setting often involve partnering with others to achieve this goal. Across our two-state System, there are numerous examples of HSHS collaborating with other organizations to enhance access to care for those in need. In FY2015, HSHS and our 14 hospitals invested Community Benefit resources to educate the uninsured about new enrollment opportunities in affordable health care coverage and to facilitate the process. Studies have shown that people without insurance coverage are more likely than their insured counterparts to postpone care and to develop more severe and expensive conditions. It is for this reason that the Catholic Church, Catholic health care and HSHS have long promoted "coverage and access for all." HSHS and our 14 hospitals in partnership with local health departments, social service agencies and other health care providers played a vital role in educating eligible people in their local communities, by referring people to Certified Application Counselors and/or in enrolling them in the health insurance exchanges, or in securing coverage through Medicaid expansion. Of the eight states with the highest concentration of uninsured, Illinois was among 25 states that adopted Medicaid expansion under the Affordable Care Act. HSHS St. Mary's Hospital Medical Center in Green Bay supports the NEW Community Clinic, a 38-year-old free health center for the uninsured and underinsured, and also provides free and discounted laboratory and radiology services to the clinic. More than 70 percent of patients indicate the care they received at the clinic prevented a trip to the emergency department. This year St. Mary's Hospital, along with sister hospital HSHS St. Vincent Hospital in Green Bay, provided more than $100,000 to support acute care clinic operations at their Northeast Wisconsin Technical College location, as well as funds to support operating costs associated with the oral surgeon's services at the dental clinic. HSHS St. Francis Hospital in Litchfield, Illinois partnered with Lewis & Clark Community College and local dental providers to bring the College's mobile dental health unit to the Litchfield area; the unit provides free or low cost dental exams and screenings, x-rays and hygiene services. The percentage of total emergency department visits related to dental issues has decreased from 2.2 percent in 2011 to 1.27 percent in 2014 as a result of these collaborative efforts to provide the right care in the right setting. In southeast Illinois, area residents can get help filling a prescription through the long-term collaboration between HSHS St. Anthony's Memorial Hospital in Effingham and Catholic Charities. In FY2015, St. Anthony's helped underwrite the cost of prescription medications for 312 residents. St. Anthony's and Catholic Charities believe that no one should be without prescription medications because of the inability to pay. In southwest Illinois, HSHS St. Joseph's Hospital in Highland enhanced their offerings to their senior population based on their CHNA. "Senior Renewal" is an outpatient counseling program for senior adults who may be facing emotional and physical problems unique to the aging process such as feelings of loneliness, isolation and anxiety. Clients receive a comprehensive level of treatment without inpatient hospitalization through counseling strategies and education. In addition, St. Joseph's Hospital in collaboration with the Illinois Department of Insurance participates in the Senior Health Insurance Program (SHIP), a free health insurance counseling service for Medicare beneficiaries and their caregivers. In addition to programs designed to increase access to care, HSHS makes sure that those who need financial assistance receive it. HSHS's Financial Assistance (Charity Care) policy was modified effective January 1, 2014 to offer a 25 percent self-pay discount to all patients who register without insurance. HSHS Financial Assistance programs have a sliding scale, in some instances providing up to a 55 percent reduction off billed charges if an uninsured patient's family income level is determined to be above 500 percent but equal to our less than 600 percent of the current Federal Poverty Guidelines. All charges are waived for patients below 200 percent of the Federal Poverty Levels. Counselors are available in our hospitals to explain our financial assistance policy to patients, provide them with assistance in filling out a simple application form, or help them enroll in publicly funded health care programs. Schedule H, Part VI, Line 7 State filing of community benefit report WI X X X X X X false true false false false false false false false JULIE MANAS DIVISION PRESIDENT 0 432452 0 79049 0 21079 0 95357 0 24386 0 652323 0 0 JOAN COFFMAN CEO/PRESIDENT 0 264403 0 52165 0 82924 0 89778 0 19123 0 508393 0 53516 LAWRENCE SCHUMACHER DIRECTOR (partial year) 0 687223 0 166889 0 224070 0 215175 0 27060 0 1320417 0 118062 ANN M CARR TREASURER 0 238965 0 34985 0 61785 0 207994 0 20214 0 563943 0 28503 DAVE NELSON DIVISION CHIEF FINANCIAL OFFICER 0 274103 0 30661 0 780 0 49090 0 23623 0 378257 0 0 Estella Clark Chief Nursing Officer 155426 0 10094 0 780 0 26908 0 20420 0 213628 0 0 0 SARA JORGENSON PHARMACIST 158871 0 0 0 390 0 37056 0 11921 0 208238 0 0 0 PETER POKRZYWINSKI PHARMACIST 142689 0 0 0 780 0 73513 0 19413 0 236395 0 0 0 LARRY STUDT PHYSICIAN 238095 0 0 0 780 0 28337 0 27653 0 294865 0 0 0 RONDA ADLER PHARMACIST 163837 0 0 0 390 0 35298 0 9866 0 209391 0 0 0 Lois Klay Vice President 144363 0 0 0 549 0 70898 0 9891 0 225701 0 0 0 Schedule J, Part I, Line 3 Arrangement used to establish the top management official's compensation PLEASE SEE RESPONSE TO FORM 990, PART VI, LINE 15A IN SCHEDULE O. Schedule J, Part I, Line 4b Supplemental nonqualified retirement plan HSHS EXECUTIVES ELIGIBLE TO PARTICIPATE IN SUPPLEMENTAL EXECUTIVE RETIREMENT PLAN (SERP) ARE DEFINED IN THE SERP PLAN DOCUMENTS;. THE SERP WAS ESTABLISHED TO PROVIDE ADDITIONAL RETIREMENT BENEFITS TO ENSURE REASONABLE MARKET COMPETITIVE BENEFITS IN ACCORDANCE WITH THE HSHS EXECUTIVE COMPENSATION PHILOSOPHY ESTABLISHED BY THE HSHS COMPENSATION COMMITTEE. THE PLAN PROVIDES A DEFINED RETIREMENT CONTRIBUTION TO PARTICIPANTS COMMENCING ON JANUARY 1, 2008, EQUAL TO A PERCENTAGE OF COMPENSATION AS DEFINED IN THE SERP PLAN DOCUENTS FOR THE PLAN YEAR. PARTICIPANTS CONSTRUCTIVELY RECEIVE A DISTRIBUTION FROM THE PLAN NO LATER THAN MARCH 15TH OF THE CALENDAR YEAR FOLLOWING THE CALENDAR YEAR IN WHICH AN AMOUNT IS VESTED and TAXABLE PURSUANT TO A VESTING SCHEDULE AS SPECIFIED IN THE PLAN DOCUMENT. THE ACTUAL DISTRIBUTION OF THE VESTED BENEFIT UNDER THE PLAN IS PAID IN A SINGLE LUMP SUM TO THE PARTICIPANT OR THE PARTICIPANT'S BENEFICIARY UPON THE EARLIER OF THE PARTICIPANT'S TERMINATION OF EMPLOYMENT, DEATH, OR TOTAL AND PERMANENT DISABILITY. THE FOLLOWING INTERESTED PERSONS CONSTRUCTIVELY RECEIVED DEFERRALS TO THE SUPPLEMENTAL EXECUTIVE RETIREMENT PLAN (SERP) IN 2014; THESE DEFERRALS ARE INCLUDED IN SCHEDULE J, PART II, COLUMN (C). ANN M. CARR -- $29,789 LAWRENCE SCHUMACHER -- $123,058 PETER MANNIX -- $38,985 JOAN COFFMAN -- $33,755 JULIE MANAS -- $51,618 THE FOLLOWING INTERESTED PERSONS RECEIVED DISTRIBUTIONS FROM THE SUPPLEMENTAL EXECUTIVE RETIREMENT PLAN (SERP) IN 2014; THESE PAYMENTS ARE INCLUDED IN SCHEDULE J, PART II, COLUMN (B)(III) AND SCHEDULE J, PART II, COLUMN (F), AS APPLICABLE. ANN M. CARR -- $28,503 LAWRENCE SCHUMACHER -- $165,835 PETER MANNIX -- $123,918 JOAN COFMAN -- $53,516 Pathology Service Corporation Director 102252 Hospital Based Pathology Services false Form 990, Part III, Line 4a PROGRAM SERVICE ACCOMPLISHMENTS ST. JOSEPH'S HOSPITAL PROVIDES QUALITY MEDICAL HEALTHCARE TO THE SURROUNDING COMMUNITY REGARDLESS OF RACE, CREED, SEX, NATIONAL ORIGIN, HANDICAP, AGE OR ABILITY. ALTHOUGH REIMBURSEMENT FOR SERVICES RENDERED IS CRITICAL TO THE OPERATION AND FINANCIAL STABILITY OF ST. JOSEPH'S HOSPITAL, IT IS RECOGNIZED THAT NOT ALL INDIVIDUALS POSSESS THE ABILITY TO PURCHASE ESSENTIAL MEDICAL SERVICES. AND, FURTHER THAT OUR MISSION IS TO SERVE THE COMMUNITY BY PROVIDING HEALTHCARE SERVICES AND HEALTHCARE EDUCATION. INHERENT IN OUR MISSION, WE PROVIDE CARE TO THE POOR, THE ELDERLY, AND THE NEEDY OF THE COMMUNITY THROUGH VARIOUS PROGRAMS AND SERVICES. THESE ACTIVITIES INCLUDE WELLNESS PROGRAMS, COMMUNITY EDUCATION PROGRAMS, AND SPECIAL PROGRAMS FOR THE ELDERLY, HANDICAPPED, MEDICALLY UNDER SERVED, AND VARIETY OF COMMUNITY SUPPORT ENDEAVORS. ST. JOSEPH'S HOSPITAL PROVIDED THE FOLLOWING SERVICES IN FISCAL YEAR 06/30/15: 4,557 ADULT AND PEDIATRIC INPATIENT DAYS OF CARE 9,547 ALCOHOL AND DRUG ABUSE INPATIENT DAYS OF CARE 83,282 OUTPATIENT HOSPITAL VISITS 11,059 OUTPATIENT ALCOHOL AND DRUG ABUSE VISITS 14,504 HOME HEALTH VISITS 20,674 HOSPICE DAYS ST. JOSEPH'S HOSPITAL PROVIDES BOTH BENEFITS TO THE POOR AND FOR THE BROADER COMMUNITY. BENEFITS TO THE POOR ARE PROVIDED IN THE FORM OF TRADITIONAL CHARITY CARE, FOR THOSE WHO CANNOT AFFORD TO PAY, AS WELL AS UNPAID COSTS OF PUBLIC PROGRAMS SUCH AS MEDICAID AND GENERAL RELIEF. TOTAL VALUE OF THESE NON-REIMBURSED BENEFITS FOR THE POOR WERE $9,290,212 IN FISCAL YEAR 06/30/15. ST. JOSEPH'S HOSPITAL ALSO PROVIDES NUMEROUS BENEFITS TO THE BROADER CHIPPEWA VALLEY AREA. THESE BENEFITS ARE PROVIDED BY OUR PARTICIPATION IN THE MEDICARE PROGRAM, PROVIDING MANY PROGRAMS AND SERVICES FREE OR AT A REDUCED PRICE AND PROVIDING SERVICES THAT BENEFIT THE COMMUNITY BUT HAVE A NEGATIVE MARGIN. THE UNPAID OR NON-REIMBURSED COST OF PARTICIPATION IN THE MEDICARE PROGRAM WAS $8,012,776 IN FISCAL YEAR 06/30/15. TOTAL QUANTIFIABLE BENEFITS FOR THE BROADER COMMUNITY WERE $1,464,315 IN FISCAL YEAR 06/30/15. THE FOLLOWING IS A LISTING OF SPECIFIC EXAMPLES OF SERVICES INCLUDED IN THE ABOVE FIGURES: *MEALS REIMBURSED AT LESS THAN COST TO ELDERLY OF THE COMMUNITY. *ORGAN AND TISSUE DONATION PROGRAM COORDINATED WITH PASTORAL CARE, NURSING SERVICES, AND THE WISCONSIN EYE BANK AND ORGAN PROCUREMENT SERVICE IN MADISON, WISCONSIN. *PASTORAL CARE SERVICES PROVIDED 24 HOURS PER DAY. *PHYSICIAN REFERRAL SERVICE FOR NEW RESIDENTS OF THE AREA. *PARTICIPANT IN THE PROJECT CARE SEAT PROGRAM OFFERING INFANT CAR SEATS AT A MINIMAL RENTAL RATE. *SHARPS DISPOSAL PROGRAM FOR THOSE IN THE COMMUNITY WHO MUST DISPOSE OF NEEDLES AND SYRINGES. *SOCIAL SERVICE DEPARTMENT TO ASSIST FAMILIES WITH EMOTIONAL AND SOCIAL PROBLEMS. *HOSPICE GRIEF SUPPORT PROGRAM TO HELP THOSE WHO HAVE LOST LOVED ONES DEAL WITH THE GRIEVING PROCESS. *SHARE PROGRAM TO HELP THOSE WHO HAVE LOST INFANTS TO MISCARRIAGE, ECTOPIC PREGNANCY, STILLBIRTH OR NEWBORN DEATH. *BABY-SITTERS CLINIC. *BACK IN BALANCE SPONSORED BY PHYSICAL THERAPY DEPARTMENT FOR PEOPLE WITH CHRONIC BACK PAIN. *BIG KID/LITTLE KID PROGRAM TO PREPARE EXPECTANT PARENTS AND BIGGER BROTHERS AND SISTERS FOR THE NEW ADDITION TO THE FAMILY. *FREE BLOOD PRESSURE SCREENING OFFERED IN THE HOSPITAL EMERGENCY ROOM. *CHILDREN'S HEALTH FAIR FOR AREA FIRST GRADERS THAT ALLOWS THEM TO SEE A HOSPITAL BEFORE THEY NEED TO USE ONE. *DIABETES CONSULTATION AND DIABETES EDUCATION OFFERED AT NOMINAL FEES TO NEW DIABETICS AND THEIR FAMILIES. *EMERGENCY NURSES C.A.R.E. (CANCEL ALCOHOL-RELATED EMERGENCIES) PROGRAM TO EDUCATE THE YOUTH OF THE COMMUNITY ABOUT THE DANGERS OF DRINKING AND DRIVING. *FIRST CARE PROGRAM IS A RESPONDER/FIRST AID PROGRAM FOR FARM FAMILIES. *FRESH START QUIT SMOKING CLINIC OFFERED AT A NOMINAL FEE FOR THOSE WISHING TO QUIT SMOKING. *HOSPICE VOLUNTEER TRAINING PROGRAM TO TRAIN PEOPLE TO HELP SUPPORT HOSPICE PATIENTS AND FAMILIES. *NATURAL FAMILY PLANNING PROGRAM TO HELP THOSE WISHING TO PRACTICE BIRTH CONTROL WITHOUT THE USE OF CHEMICALS OR OTHER MEDICAL DEVICES. *PRENATAL CLASSES FOR FIRST TIME PARENTS AND REFRESHER CLASSES FOR PARENTS EXPECTING ANOTHER CHILD OFFERED AT NO COST. *SPEAKERS' BUREAU FOR CLUBS AND ORGANIZATIONS OFFERED AT NO CHARGE ON MANY DIFFERENT HEALTH CARE TOPICS. *THE MOBILE HEALTH UNIT OFFERS DIAGNOSTIC HEALTH TESTS AND SCREENINGS, HEALTH EDUCATION, WELLNESS AND PREVENTION INFORMATION TO THE COMMUNITY AT REDUCED FEES. *FREE SCREENING TO DETERMINE IF SOMEONE HAS A DEPENDENCY ON ALCOHOL/DRUGS. *FREE PROGRAMS FOCUSING ON VARIOUS ASPECTS AND OUTCOMES OF CHEMICAL DEPENDENCY. *INFANT MASSAGE CLASSES OFFERED AT A MINIMAL FEE. PARENTS LEARN TECHNIQUES OF MASSAGE FROM A PHYSICAL THERAPIST THAT WILL HELP TO COMFORT THEIR INFANT AND HELP THEIR CHILD RELAX AND SLEEP. *WOMEN'S HEALTH CENTER OFFERED SEVERAL FREE EDUCATIONAL PROGRAMS TO THE PUBLIC FOCUSING ON SUCH TOPICS AS BREAST DISEASE AND OSTEOPOROSIS. *FREE STROKE PREVENTION SCREEN CLINIC PROVIDED. BLOOD PRESSURE, PULSE, AND CHOLESTEROL CHECK ALONG WITH FAMILY HISTORY. *FREE DEPRESSION SCREENING CLINIC OFFERED TO HELP PEOPLE DETERMINE IF THEY HAVE DEPRESSION. *CLASSES FOR PARENTS AND YOUTHS TO PREPARE FOR THE TIME THE YOUTHS BECOME ADOLESCENTS. *FREE PUBLIC/COMMUNITY FORUM FOCUSING ON THE SOCIETAL PROBLEMS ASSOCIATED WITH CHEMICAL DEPENDENCY. *CO-SPONSORED TWO SENIOR FUN DAYS FOR AREA SENIORS TO LEARN ABOUT HEALTH, HEALTH SCREENINGS OFFERED. *CO-SPONSORED CHILDCARE WORKSHOPS AS A RESOURCE OF CONTINUING EDUCATION FOR CHILDCARE PROVIDERS. Form 990, Part IV, Line 24a TAX EXEMPT BONDS ST JOSEPHS HOSPITAL HOLDS A LIABILITY ON ITS BOOKS FOR TAX-EXEMPT BONDS, WHICH IS AN ALLOCATION FROM ITS SOLE CORPORATE MEMBER, HOSPITAL SISTERS SERVICES, INC. AS A RESULT, THIS QUESTION WAS ANSWERED NO, AND SCHEDULE K WILL BE COMPLETED ON THE HOSPITAL SISTERS SERVICES, INC. FORM 990. Form 990, Part VI, Line 13 WHISTLEBLOWER POLICY PROVISIONS WITHIN THE CORPORATE COMPLIANCE PROGRAM AND CONFLICT OF INTEREST POLICY PROVIDE PROTECTIONS FOR WHISTLEBLOWER TYPE ACTIVITIES. Form 990, Part VI, Line 16b JOINT VENTURES HOSPITAL SISTERS HEALTH SYSTEM ADOPTED A JOINT VENTURE COMPLIANCE PROGRAM POLICY EFFECTIVE ON JANUARY 1, 2012 FOR ALL SYSTEM HOSPITALS, INCLUDING ST. JOSEPH'S HOSPITAL. THE OVERALL PURPOSE OF THE POLICY IS TO PROVIDE PRACTICAL GUIDELINES FOR ETHICAL BUSINESS CONDUCT, TO ACHIEVE COMPLIANCE, AND TO DETECT AND PREVENT VIOLATIONS OF APPLICABLE LAWS. THE POLICY REQUIRES ST. JOSEPH'S HOSPITAL, AND ALL HSHS HOSPITALS, TO EVALUATE THEIR PARTICIPATION IN JOINT VENTURE ARRANGEMENTS, INCLUDING UNDER APPLICABLE FEDERAL TAX LAWS, AND TO SAFEGUARD ST. JOSEPH'S HOSPITAL'S TAX EXEMPT STATUS WITH RESPECT TO ANY JOINT VENTURE ARRANGEMENTS. Form 990, Part VI, Line 6 Classes of members or stockholders THE SENIOR GOVERNING BODY OF ST. JOSEPH'S HOSPITAL CHIPPEWA FALLS (THE "CORPORATION") IS THE MEMBER OF THE CORPORATION, WHICH IS HOSPITAL SISTERS SERVICES, INC. ("HSSI"), AN ILLINOIS NOT FOR PROFIT CORPORATION EXEMPT FROM FEDERAL TAXATION UNDER SECTION 501(C)(3) OF THE INTERNAL REVENUE CODE. PURSUANT TO SECTION 2.3 OF THE CORPORATION'S BYLAWS, Form 990, Part VI, Line 7a Members or stockholders electing members of governing body PURSUANT TO SECTION 2.3 OF THE CORPORATION'S BYLAWS, THE ORGANIZATION'S MEMBER, HOSPITAL SISTERS SERVICES, INC. ("HSSI"), AN ILLINOIS NOT FOR PROFIT CORPORATION EXEMPT FROM FEDERAL TAXATION UNDER SECTION 501(C)(3) OF THE INTERNAL REVENUE CODE, HAS THE RIGHT TO APPOINT AND REMOVE THE CORPORATION'S BOARD OF DIRECTORS, CHAIRPERSON OF THE BOARD AND PRESIDENT. HSSI HAS THE RIGHT TO APPOINT AND REMOVE THE CORPORATION'S BOARD OF DIRECTORS, CHAIRPERSON OF THE BOARD AND PRESIDENT Form 990, Part VI, Line 7b Decisions requiring approval by members or stockholders RESPONSIBILITY FOR THE POLICY AND OPERATIONS OF ST. JOSEPH'S HOSPITAL CHIPPEWA FALLS (THE "CORPORATION") IS VESTED IN ITS BOARD OF DIRECTORS, EXCEPT WITH RESPECT TO SPECIFIC POWERS RESERVED IN THE CORPORATION'S BYLAWS TO THE CORPORATION'S MEMBER, HOSPITAL SISTERS SERVICES, INC. ("HSSI"), AN ILLINOIS NOT FOR PROFIT CORPORATION EXEMPT FROM FEDERAL TAXATION UNDER SECTION 501(C)(3) OF THE INTERNAL REVENUE CODE. THE MEMBER OF HSSI IS HOSPITAL SISTERS HEALTH SYSTEM ("HSHS"), AN ILLINOIS NOT FOR PROFIT CORPORATION EXEMPT FROM FEDERAL TAXATION UNDER SECTION 501(C)(3) OF THE INTERNAL REVENUE CODE. THE MEMBERS OF HSHS ARE THE INDIVIDUAL SISTERS WHO, FROM TIME TO TIME, ARE THE DULY ELECTED PROVINCIAL SUPERIOR AND PROVINCIAL COUNCILORS, RESPECTIVELY OF THE AMERICAN PROVINCE OF THE HOSPITAL SISTERS OF ST. FRANCIS ("AMERICAN PROVINCE"). THE AMERICAN PROVINCE IS THE UNITED STATES ORGANIZATION OF THE CONGREGATION OF THE HOSPITAL SISTERS OF THE THIRD ORDER REGULAR OF ST. FRANCIS, A RELIGIOUS INSTITUTE OF THE ROMAN CATHOLIC CHURCH. THE GOVERNANCE AND OPERATIONS OF THE CORPORATION ARE SUBJECT TO HSSI'S RIGHT TO EXERCISE THESE RESERVED POWERS WITH RESPECT TO THE CORPORATION AND ORGANIZATIONS OF WHICH THE CORPORATION IS EITHER, DIRECTLY OR INDIRECTLY, A CONTROLLING MEMBER OR A CONTROLLING SHAREHOLDER ("AFFILIATES"). HSSI'S RIGHT TO EXERCISE CERTAIN OF THESE RESERVED POWERS IS, IN TURN, SUBJECT TO THE APPROVAL OF HSHS AND HSHS' MEMBERS. THE RESERVED POWERS INCLUDE ALL RIGHTS GRANTED TO HSSI BY LAW, AND THE RIGHT TO: (A) ADOPT, APPROVE AMENDMENTS TO, OR AMEND ANY STATEMENT OF PHILOSOPHY, MISSION, MISSION INTEGRATION OR VALUES, OR ANY NAME, LOGO, OR MARK OF THE CORPORATION OR OF ANY AFFILIATE; (B) ADOPT, APPROVE AMENDMENTS TO, OR AMEND THE ARTICLES OF INCORPORATION OF THE CORPORATION OR OF ANY AFFILIATE; (C) ADOPT, APPROVE AMENDMENTS TO, OR AMEND THE BYLAWS OF THE CORPORATION OR OF ANY AFFILIATE; (D) APPOINT AND REMOVE THE BOARD OF DIRECTORS, ANY ONE OR MORE OF THE DIRECTORS OF THE CORPORATION OR OF ANY AFFILIATE, AND THE CHAIRPERSON AND PRESIDENT OF THE CORPORATION OR OF ANY AFFILIATE; (E) APPROVE THE RECOMMENDATION OF THE BOARD OF DIRECTORS TO APPOINT OR REMOVE THE BOARD OF DIRECTORS, ANY ONE OR MORE DIRECTORS OF THE CORPORATION OR OF ANY AFFILIATE, OR THE CHAIRPERSON AND PRESIDENT OF THE CORPORATION OR OF ANY AFFILIATE. (F) WITH RESPECT TO THE CORPORATION OR ANY AFFILIATE, APPROVE THE PURCHASE, SALE, ALIENATION, EXCHANGE, LEASE, OR ENCUMBRANCE OF ANY REAL PROPERTY OF THE CORPORATION OR OF ANY AFFILIATE, WHICH PROPERTY HAS A VALUE IN EXCESS OF LIMITS SET FROM TIME TO TIME BY HSSI; (G) APPROVE THE OPERATING AND CAPITAL BUDGETS OF THE CORPORATION OR OF ANY AFFILIATE, AND ANY DEVIATIONS BY THE CORPORATION OR OF ANY AFFILIATE FROM SUCH BUDGETS IN AN AMOUNT OR PERCENTAGE SPECIFIED BY HSSI FROM TIME TO TIME; (H) APPROVE THE STRATEGIC PLAN AND GOALS OF THE CORPORATION OR OF ANY AFFILIATE; (I) APPROVE THE SALE OF SUBSTANTIALLY ALL OF THE ASSETS OF THE CORPORATION OR OF ANY AFFILIATE; (J) APPROVE THE MERGER OR DISSOLUTION OF THE CORPORATION OR OF ANY AFFILIATE; (K) ADOPT OR AMEND THE PLAN FOR MINISTRY EDUCATION AND GOVERNANCE FOR THE CORPORATION AND ITS AFFILIATES; (L) APPROVE THE CORPORATION'S MISSION ACCOUNTABILITY REPORTS AND THOSE OF ANY AFFILIATE; (M) APPROVE THE FINANCIAL POLICIES AND PROCEDURES OF THE CORPORATION OR OF ANY AFFILIATE, AND APPROVE ANY DEVIATIONS FROM SUCH POLICIES AND PROCEDURES BY THE CORPORATION OR ANY AFFILIATE; AND (N) ADOPT POLICIES TO IMPLEMENT THE RESERVED POWERS OF HSSI. Form 990, Part VI, Line 11b Review of form 990 by governing body THE HOSPITAL EMPLOYS CROWE HORWATH TO ASSIST IN THE OVERALL PREPARATION, REVIEW AND ELECTRONIC SUBMISSION OF ITS FORM 990. CROWE HORWATH PROVIDES GUIDANCE IN IDENTIFYING CRITICAL ERRORS IN THE RETURN SUBMISSION, AND FEEDBACK ON QUANTITATIVE AND QUALITATIVE RESPONSES. ADDITIONALLY, THE HOSPITAL CFO PERFORMS A THOROUGH REVIEW OF THE RETURN AND REVIEWS IT WITH THE HOSPITAL CEO AND/OR SENIOR LEADERS BEFORE PRESENTING IT IN ITS ENTIRETY TO THE HOSPITAL BOARD FOR QUESTIONING AND REVIEW PRIOR TO THE RETURN'S SIGNING AND SUBMISSION TO THE IRS. Form 990, Part VI, Line 12c Conflict of interest policy THE ORGANIZATION IS SUBJECT TO THE CORPORATE COMPLIANCE PROGRAM AND CONFLICT OF INTEREST POLICY ("POLICY") OF HOSPITAL SISTERS HEALTH SYSTEM, AN ILLINOIS NOT FOR PROFIT CORPORATION EXEMPT FROM FEDERAL TAXATION UNDER SECTION 501(C)(3) OF THE INTERNAL REVENUE CODE. A REVISED CORPORATE COMPLIANCE PROGRAM AND CONFLICT OF INTEREST POLICY HAVE BEEN IMPLEMENTED SINCE JANUARY 2009 TO MANAGE CONFLICTS OF INTEREST USING A SYSTEM-WIDE PROTOCOL FOR DISCLOSURE STATEMENTS. IN ACCORDANCE WITH THE ORGANIZATON'S CONFLICT OF INTEREST POLICY, ALL COVERED PERSONS HAVE A DUTY TO COMPLY WITH THE CONFLICT OF INTEREST POLICY FOR ANY CONTRACT, TRANSACTION, RELATIONSHIP, OR ACTIVITY CONTEMPLATED, ENTERED INTO, OR CONDUCTED AT HSHS OR ITS AFFILIATES. THE POLICY DEFINES COVERED PERSONS AS BOARD MEMBERS, BOARD COMMITTEE MEMBERS, OFFICERS, BOARD DESIGNEES, SENIOR MANAGEMENT, MEMBERS OF ANY COMMITTEE THAT OVERSEES THE APPROVAL OF PHARMACEUTICALS AND MEDICAL DEVICES, AND ANY OTHER INDIVIDUAL WHO HOLDS A POSITION OF TRUST. ON AN ANNUAL BASIS, HSHS DISCLOSES A COPY OF THE CONFLICT OF INTEREST POLICY (AND ALL CORRESPONDING PROCEDURES, GUIDELINES, FORMS AND TOOLS) TO ALL COVERED PERSONS, AND ADVISES ALL COVERED PERSONS IN WRITING OF ANY SUBSTANTIVE CHANGES TO THIS POLICY AND SUCH RELATED MATERIALS. COVERED PERSONS ARE REQUIRED TO REVIEW AND COMPLETE THE CORRESPONDING CONFLICT OF INTEREST STATEMENT. THE SYSTEM OFFICE VICE PRESIDENT - SYSTEM RESPONSIBILITY, VICE PRESIDENT - RISK & COMPLIANCE OR MEMBERS OF THE AUDIT AND INTEGRITY COMMITTEE ("COMMITTEE") ARE AVAILABLE TO ANSWER ANY QUESTIONS A COVERED PERSON MAY HAVE. IN ADDITION, IF AT ANY TIME AFTER SUBMITTING AN ANNUAL CONFLICT OF INTEREST STATEMENT, A COVERED PERSON BECOMES AWARE OF AN INTEREST THAT HE OR SHE WOULD HAVE HAD TO DISCLOSE AT THE ANNUAL INTERVAL, THE COVERED PERSON IS REQUIRED PROMPTLY TO DISCLOSE THE INTEREST TO THE COMMITTEE USING THE HSHS CONFLICT OF INTEREST DISCLOSURE STATEMENT. COMPLETED CONFLICT OF INTEREST STATEMENTS ARE SUBMITTED TO THE COMMITTEE, WHICH IS RESPONSIBLE FOR IDENTIFYING, ASSESSING, AND MANAGING CONFLICTS OF INTEREST THAT ARISE IN THE COURSE OF CONDUCTING THE AFFAIRS OF HSHS AND ITS AFFILIATES. IF THE COMMITTEE DETERMINES THAT A CONFLICT OF INTEREST EXISTS, THE CONFLICT OF INTEREST POLICY REQUIRES HSHS NOT TO ENGAGE IN, OR ENTER INTO, A PROPOSED CONTRACT, TRANSACTION, RELATIONSHIP, ARRANGEMENT, OR ACTIVITY UNLESS THE COMMITTEE OR, WHERE NECESSARY, THE BOARD OF DIRECTORS (ACTING THROUGH ITS DISINTERESTED MEMBERS), HAS INVESTIGATED ALTERNATIVES TO THE PROPOSED CONTRACT, TRANSACTION, RELATIONSHIP, ARRANGEMENT, OR ACTIVITY AND, IN THE ABSENCE OF ALTERNATIVES THAT ARE IN THE BEST INTERESTS OF HSHS, HAS DETERMINED: 1. THAT, REGARDLESS OF WHETHER THE COVERED PERSON PARTICIPATES IN THE IMPLEMENTATION OF THE PROPOSED CONTRACT, TRANSACTION, RELATIONSHIP, ARRANGEMENT, OR ACTIVITY; 2. THE CONTRACT, TRANSACTION, ARRANGEMENT, OR ACTIVITY IS IN THE BEST INTERESTS OF HSHS; 3. THE CONTRACT, TRANSACTION, ARRANGEMENT, OR ACTIVITY IS FAIR AND REASONABLE FROM THE PERSPECTIVE OF HSHS; AND 4. HSHS CANNOT OBTAIN A MORE ADVANTAGEOUS CONTRACT, TRANSACTION, ARRANGEMENT, OR ACTIVITY WITH REASONABLE EFFORTS UNDER THE CIRCUMSTANCES. IN DETERMINING WHETHER A CONTRACT, TRANSACTION OR ARRANGEMENT IS FAIR AND REASONABLE TO HSHS, THE COMMITTEE SHALL CONSIDER, WHERE APPLICABLE: 1. APPRAISALS OR OTHER INDEPENDENT VALUATIONS OF THE FAIR MARKET VALUE OF THE CONTRACT, TRANSACTION, OR ARRANGEMENT; 2. INFORMATION REGARDING COMPARABLE CONTRACTS, TRANSACTIONS, OR ARRANGEMENTS BETWEEN UNRELATED PARTIES; 3. OFFERS FROM COMPARABLE COMPETING ENTITIES; AND/OR 4. STUDIES OF COMPARABLE COMPENSATION ARRANGEMENTS. IN ANY CASE IN WHICH THE COMMITTEE FINDS, AFTER TAKING THE STEPS DESCRIBED ABOVE, THAT HSHS SHOULD PARTICIPATE IN A PROPOSED TRANSACTION OR ARRANGEMENT DESPITE THE EXISTENCE OF A CONFLICT OF INTEREST, THE COMMITTEE SHALL DEVELOP, IMPLEMENT, MONITOR, AND ENFORCE COMPLIANCE WITH, A CONFLICT MANAGEMENT PLAN FOR MANAGING THE CONFLICT OF INTEREST AS IT CONSIDERS NECESSARY FOR SUCH FINDINGS TO REMAIN VALID THROUGHOUT THE LIFE OF THE CONTRACT, TRANSACTION, RELATIONSHIP, ARRANGEMENT, OR ACTIVITY. ALL CONFLICT MANAGEMENT PLANS SHALL: 1. STATE THAT THE COMMITTEE WILL OVERSEE, MONITOR, AND ENFORCE COMPLIANCE WITH THE PLAN THROUGHOUT THE COURSE OF THE STUDY, AND SPECIFY MEANS FOR DOING SO, INCLUDING, WITHOUT LIMITATION, THAT THE APPROPRIATE INDIVIDUALS MUST PROVIDE THE COMMITTEE WITH WRITTEN REPORTS PERTAINING TO COMPLIANCE WITH THE CONFLICT MANAGEMENT PLAN, THAT THE COMMITTEE SHALL HAVE THE RIGHT TO AUDIT THE STUDY FOR SUCH COMPLIANCE, AND THE RIGHT TO IMPOSE SANCTIONS FOR NON-COMPLIANCE; 2. STATE THAT THE PLAN MUST BE SHARED WITH COVERED PERSON WHOSE INTERESTS IT WAS DEVELOPED TO MANAGE; 3. STATE THAT THE PLAN MUST BE SHARED WITH, AND PERIODIC REPORTS ON COMPLIANCE WITH THE PLAN MUST BE PROVIDED TO, THE BOARD, SENIOR MANAGEMENT, AND/OR GOVERNMENT AGENCIES; AND 4. PROVIDE FOR SUCH OTHER MANAGEMENT STEPS AND MECHANISMS THE COMMITTEE CONSIDERS NECESSARY AND APPROPRIATE. IN ADDITION TO THE COMMITTEE, THE SYSTEM OFFICE VICE PRESIDENTS OF SYSTEM RESPONSIBILITY AND RISK & COMPLIANCE MAY RETAIN SUCH INDEPENDENT ADVISORS OR EXPERTS AS DEEMED NECESSARY TO ASSIST IN MAKING ITS DETERMINATIONS AND DECISIONS. IF THE COMMITTEE DETERMINES THAT THE CONTEMPLATED TRANSACTION, RELATIONSHIP, ARRANGEMENT, OR ACTIVITY CANNOT PROCEED DUE TO A CONFLICT OF INTEREST, THE COMMITTEE SHALL INFORM THE APPLICABLE COVERED PERSON OR DECISION-MAKING BODY OF SUCH DETERMINATION WITHIN ONE WEEK OF THE COMMITTEE MEETING AT WHICH THE CONTEMPLATED TRANSACTION WAS DISCUSSED. THE COMMITTEE SHALL DOCUMENT ITS REJECTION OF THE CONTEMPLATED TRANSACTION IN THE COMMITTEE'S MEETING MINUTES. Form 990, Part VI, Line 15a Process to establish compensation of top management official THE COMPENSATION COMMITTEE ("COMMITTEE") IS COMPRISED OF INDEPENDENT MEMBERS OF THE BOARD OF DIRECTORS. THE COMMITTEE DEVELOPS A COMPENSATION PHILOSOPHY FOR THE SYSTEM AND ALL AFFILIATES. THE COMMITTEE SELECTS AND HIRES THE INDEPENDENT COMPENSATION CONSULTANT TO DEVELOP COMPARABILITY DATA AND ADVISE THE COMMITTEE DURING ITS DELIBERATIONS REGARDING ALL ELEMENTS OF TOTAL COMPENSATION FOR ALL DISQUALIFIED INDIVIDUALS. INTEGRATED HEALTHCARE STRATEGIES ("IHS"), THE CONSULTANTS UTILIZED BY THE COMMITTEE, USE DATA FROM MULTIPLE TAX-EXEMPT PEER GROUP SOURCES TO DETERMINE SALARY RANGES, INCENTIVE OPPORTUNITY RANGES, AND BENEFITS FOR THE DISQUALIFIED INDIVIDUALS. IHS THEN ASSISTS THE COMMITTEE IN PREPARING CONTEMPORANEOUS DOCUMENTATION OF ALL ACTIONS. EACH COMMITTEE MEETING IS CONDUCTED WITH THE INTENT TO CREATE A REBUTTABLE PRESUMPTION OF REASONABLENESS FOR ALL ELEMENTS OF EXECUTIVE TOTAL COMPENSATION FOR THE DISQUALIFIED INDIVIDUALS. THE CHAIRMAN MAKES THIS DECLARATION AND ALSO INQUIRES IF THERE ARE ANY CONFLICTS OF INTEREST BY ANY ATTENDEES. ANY CONFLICTS ARE DISCLOSED AND THE COMMITTEE THEN ACTS IN A MANNER TO AVOID ANY CONFLICTED INDIVIDUAL PARTICIPATING IN ANY MANNER WHERE A CONFLICT MIGHT EXIST. AT THE END OF THE MEETING, THE COMMITTEE PREPARES CONTEMPORANEOUS MINUTES THAT RECORD ALL ACTIONS TAKEN DURING THE MEETING. Form 990, Part VI, Line 15b Process to establish compensation of other employees PLEASE SEE RESPONSE TO FORM 990, PART VI, LINE 15A. Form 990, Part VI, Line 19 Required documents available to the public BOARD-APPROVED FINANCIAL STATEMENTS ARE MADE AVAILABLE TO THE PUBLIC UPON REQUEST. THE GOVERNING DOCUMENTS AND CONFLICT OF INTEREST POLICY ARE NOT MADE AVAILABLE TO THE GENERAL PUBLIC AT THIS TIME. Form 990, Part IX, Line 11g Other Fees Purchased professional services - Total Expense: 3559347, Program Service Expense: 3423607, Management and General Expenses: 135740, Fundraising Expenses: ; Purchased Medical Services - Total Expense: 895457, Program Service Expense: 895457, Management and General Expenses: , Fundraising Expenses: ; Other - Total Expense: 4649936, Program Service Expense: 3733111, Management and General Expenses: 916825, Fundraising Expenses: ; Form 990, Part X, Line 11 POOLED INVESTMENT ACCOUNT ST. JOSEPH'S HOSPITAL'S CASH RESERVES ARE INVESTED IN A POOLED INVESTMENT ACCOUNT. PARTICIPATION IN THE POOLED FUND IS LIMITED TO THE 501(C)(3) HOSPITALS AND RELATED HEALTH SERVICES ORGANIZATIONS SPONSORED BY THE HOSPITAL SISTERS HEALTH SYSTEM. THE POOLED ACCOUNT CONSISTS OF CASH, AND EQUITY AND DEBT SECURITIES THAT ARE PUBLICLY TRADED. IN ACCORDANCE WITH THE PROVISIONS OF SFAS NO. 124 "ACCOUNTING FOR CERTAIN INVESTMENTS HELD BY NOT-FOR-PROFIT ORGANIZATIONS," INVESTMENTS IN EQUITY SECURITIES WITH READILY DETERMINABLE VALUES, AND ALL INVESTMENTS IN DEBT SECURITIES, ARE REPORTED AT FAIR VALUE ON THE BALANCE SHEET. INCOME, REALIZED AND UNREALIZED GAINS AND LOSSES ARE POOLED AND ALLOCATED TO THE PARTICIPANTS. INDIVIDUAL COMPONENTS OF ASSETS AND REVENUE ARE NOT IDENTIFIED TO THE PARTICIPANTS. 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