2026-04-24T14:50:29-05:00 2025-06-30 393647910 WIPFLI ADVISORY LLC 105 E PINE ST UPPER FLOOR MISSOULA MT 59802 990 2024-07-01 475437700 PIONEER MEDICAL CENTER PION 4069324603 PO BOX 1228 BIG TIMBER MT 59011 IAN PETERSON CEO 4069324603 2026-04-24 1 1 SAM BRUNSON CPA P01696998 4067281800 2026-04-24 2024 2025-03-06 01:10:19Z IAN PETERSON 301 WEST 7TH AVE BIG TIMBER MT 59011 13173387 0 X WWW.PMCMT.ORG X 2016 MT PIONEER MEDICAL CENTER IS A 25-BED CRITICAL ACCESS HOSPITAL, RURAL HEALTH CLINIC, AND 16-UNIT ASSISTED LIVING FACILITY BASED IN BIG TIMBER, MONTANA. PIONEER MEDICAL CENTER HAS A SERVICE AREA OF JUST UNDER 1,900 SQUARE MILES AND PROVIDES MEDICAL SERVICES TO THE SWEET GRASS COUNTY POPULATION OF APPROXIMATELY 3,700 PEOPLE. 7 7 129 35 0 0 134007 92836 11141529 12127674 72084 247109 820967 705768 12168587 13173387 0 0 0 0 5710846 4911342 0 0 0 7612390 8310079 13323236 13221421 -1154649 -48034 21628302 21367913 14770084 14557729 6858218 6810184 MISSION: SUSTAINABLE EXCELLENCE IN PATIENT AND RESIDENT FOCUSED CARE. VISION: GROW TO BECOME THE TRUSTED HEALTHCARE PROVIDER AND EMPLOYER OF CHOICE IN SWEET GRASS COUNTY. 0 0 12055231 0 12817761 PIONEER MEDICAL CENTER SERVES THE RESIDENTS OF SWEET GRASS COUNTY THROUGH ITS 25-BED CRITICAL ACCESS HOSPITAL, RURAL HEALTH CLINIC, AND 16-UNIT ASSISTED LIVING FACILITY. 12055231 1 1 0 0 0 0 0 0 1 0 1 0 0 1 1 1 1 0 0 0 0 0 0 0 0 0 1 1 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 7 0 129 1 0 0 0 0 0 0 0 0 0 0 0 0 X 7 7 0 1 0 0 0 1 0 1 1 0 0 1 1 1 1 1 1 1 1 0 X THE ORGANIZATION 4069324603 PO BOX 1228 BIG TIMBER MT 59011 BRANDI SCHWEIGERT CHAIR 1.00 X X 0 0 0 MATT MCMANAMEN VICE CHAIR 1.00 X X 0 0 0 CHAD MILLER SECRETARY 1.00 X X 0 0 0 DR WALLACE WALKER DIRECTOR (THRU 12/24)/MD 40.00 X 319503 0 0 CORY AUSTIN DIRECTOR 1.00 X 0 0 0 BILL WALLACE DIRECTOR 1.00 X 0 0 0 DAN WITCHMAN DIRECTOR 1.00 X 0 0 0 STACY DONALD DIRECTOR 1.00 X 0 0 0 IAN PETERSON CEO 40.00 X 0 0 0 TINA HENSLEY REGISTERED NURSE 40.00 X 116539 0 28088 HEIDI BAKER DON 40.00 X 113081 0 17573 BRENDAN BURNS CLINIC MANAGER 40.00 X 101454 0 25316 650577 0 70977 4 0 1 0 BILLINGS CLINIC PO BOX 30357 BILLINGS MT 591073097 MANAGEMENT, ACCOUNTING, PROVIDERS, RAD, 1941535 FOREFRONT HEALTHCARE 22622 HARPER AVENUE SAINT CLAIRE SHORE MI 48080 DIETARY & EVS STAFFING SERVICES 805340 BADLANDS MEDICAL STAFFING 1502 SCHOONER PL BISMARK ND 58504 NURSE/CNA STAFFING 412819 GLC ON-THE-GO INC 400 PARK AVENUE FL 19TH NEW YORK NY 100229467 PROVIDER STAFFING 314776 WILDERNESS MEDICAL STAFFING PO BOX 560713 ROCKLEDGE FL 329560713 PROVIDER STAFFING 139200 7 11068 81768 92836 NET PATIENT REVENUE 621110 11174768 11174768 OTHER OPERATING REVENUE 621110 952906 952906 12127674 247109 247109 15681 0 15681 15681 15681 HOSPITAL DISTRICT TAX REVENUE 900099 690087 690087 690087 13173387 12817761 0 262790 X 170240 148484 21756 3716103 3241274 474829 230 201 29 760402 663226 97176 264367 230582 33785 29953 29953 39401 39401 5015757 5015757 57174 57174 37564 37564 325566 325566 255717 255717 24806 24806 20878 20878 7657 7657 462734 462734 219861 219861 SUPPLIES 737214 737214 BAD DEBT EXPENSE 407447 407447 REPAIRS AND MAINTENANCE 222374 222374 EQUIPMENT RENTAL 115095 115095 330881 319831 11050 13221421 12055231 1166190 0 826318 282665 1210339 2251760 2025325 2046285 150454 143137 68620 60936 5243237 2119607 3267569 3123630 14079677 13459500 21628302 21367913 1295150 1750912 9000 3500 13465934 12803317 14770084 14557729 X 6662058 6706286 196160 103898 6858218 6810184 21628302 21367913 -48034 0 X X 0 1 X 1 0 X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED 0 1 X 2866420 720896 2145524 72801 9030 63771 2275965 1389681 886284 28051 28051 3123630 RIGHT-OF-USE-ASSET - OPERATING 12730397 TAXES RECEIVABLE 186009 COST REPORT SETTLEMENT RECEIVABLE 479592 CASH HELD IN TRUST FOR RESIDENTS 2563 RIGHT-OF-USE-ASSET - FINANCING 60939 13459500 LEASE LIABILITY - OPERATING 12730397 LEASE OBLIGATION - FINANCING 72920 12803317 X 13741050 975110 975110 12765940 407447 407447 13173387 13789084 975110 975110 12813974 407447 407447 13221421 PART IV, LINE 2B: THE ORGANIZATION HOLDS CASH IN TRUST FOR RESIDENTS OF THE LONG-TERM CARE FACILITY. PART X, LINE 2: THE HOSPITAL IS A NOT-FOR-PROFIT CORPORATION AS DESCRIBED IN SECTION 501(C)(3) OF THE INTERNAL REVENUE CODE (THE "CODE") AND IS EXEMPT FROM FEDERAL INCOME TAXES ON RELATED INCOME PURSUANT TO SECTION 501(A) OF THE CODE. THE HOSPITAL IS ALSO EXEMPT FROM STATE INCOME TAXES ON RELATED INCOME. FEDERAL AND STATE INCOME TAXES ARE PAID ON NONEXEMPT UNRELATED BUSINESS INCOME IN ACCORDANCE WITH THE CODE. CURRENT ACCOUNTING GUIDELINES REQUIRE AN ORGANIZATION TO DETERMINE WHETHER IT IS MORE LIKELY THAN NOT THAT A TAX POSITION WILL BE SUSTAINED UPON EXAMINATION OF THE TECHNICAL MERITS OF THE POSITION, ASSUMING THE TAXING AUTHORITY HAS FULL KNOWLEDGE OF ALL INFORMATION. IF THE TAX POSITION DOES NOT MEET THE MORE-LIKELY-THAN-NOT RECOGNITION THRESHOLD, THE BENEFIT OF THAT POSITION IS NOT RECOGNIZED IN THE FINANCIAL STATEMENTS. THE HOSPITAL RECORDED NO ASSETS OR LIABILITIES RELATED TO UNCERTAIN TAX POSITIONS. FEDERAL RETURNS FOR TAX YEARS 2022 AND FORWARD REMAIN SUBJECT TO EXAMINATION BY THE INTERNAL REVENUE SERVICE. PART XI, LINE 4B - OTHER ADJUSTMENTS: PROVISION FOR BAD DEBTS 407,447. PART XII, LINE 4B - OTHER ADJUSTMENTS: PROVISION FOR BAD DEBTS 407,447. 1 1 1 X 1 X 1 1 1 0 1 1 470567 470567 0.03560 1215148 1355781 0 0.00000 1685715 1355781 470567 0.03560 14747 14747 0.00110 359191 299949 59242 0.00450 373938 299949 73989 0.00560 2059653 1655730 544556 0.04120 7 22997 22997 0.00170 2 12468 12468 0.00090 2 11797 11797 0.00090 3 15331 15331 0.00120 2 22484 22484 0.00170 3 22484 22484 0.00170 2 7092 7092 0.00050 21 114653 114653 0.00860 1 407447 0 5482937 5538195 -55258 X 1 1 1 1 PIONEER MEDICAL CENTER 301 WEST 7TH AVENUE BIG TIMBER MT 59011 WWW.PMCMT.ORG 12706 X X X RURAL HEALTH CLINIC AND ASSISTED LIVING FACILITY PIONEER MEDICAL CENTER 1 0 0 1 X X X X X X X X 23 1 0 1 1 X PMCMT.ORG/ABOUT/OVERVIEW X 1 24 1 PMCMT.ORG/ABOUT/OVERVIEW 0 1 X 200.000000000000 400.000000000000 1 1 X X X 1 X WWW.PMCMT.ORG X WWW.PMCMT.ORG X WWW.PMCMT.ORG X X X X X X 1 X 0 X 1 0 0 PIONEER MEDICAL CENTER PART V, SECTION B, LINE 5: A STEERING COMMITTEE WAS IDENTIFIED COMPRISED OF A DIVERSE GROUP OF MEMBERS REPRESENTING VARIOUS ORGANIZATIONS AND POPULATIONS WITHIN THE COMMUNITY INCLUDING PUBLIC HEALTH, ELDERLY, UNINSURED, YOUTH, ETC. PIONEER MEDICAL CENTER PART V, SECTION B, LINE 6B: THE CHNA WAS CONDUCTED IN COOPERATION WITH THE MONTANA OFFICE OF RURAL HEALTH. PIONEER MEDICAL CENTER PART V, SECTION B, LINE 11: GOAL 1: INCREASE AWARENESS OF OUTREACH AND EDUCATION PROGRAMMING OFFERED BOTH THROUGH PIONEER MEDICAL CENTER AND THROUGH OTHER COMMUNITY HEALTH RESOURCES AND SERVICES.STRATEGY 1.1: ENHANCE COORDINATION AND PARTNERSHIPS BETWEEN PMC AND OTHER LOCAL HEALTH SERVICES.- CONTINUE TO SUPPORT AND PROMOTE THE SWEET GRASS SOLUTIONS WEBSITE, WHICH IS A WEB-BASED RESOURCE HIGHLIGHTING VARIOUS HEALTH RELATED SERVICES IN SWEET GRASS COUNTY.- EXPLORE WAYS TO EXPAND ADVERTISING AND AWARENESS OF SERVICES AND RESOURCES AVAILABLE.STRATEGY 1.2: CONTINUE TO PROVIDE AND SUPPORT PROGRAMMING AND SERVICES CURRENTLY UTILIZED BY THE COMMUNITY.- EXPLORE OPPORTUNITIES TO PARTICIPATE IN COMMUNITY EVENTS TO EXPAND OUTREACH. DETERMINE OTHER OPPORTUNITIES AS THEY BECOME AVAILABLE.- DEVELOP A FEEDBACK MECHANISM FROM COMMUNITY CONCERNING BEST METHODS OF PROMOTING PROGRAMMING AND SERVICES.- EXPLORE FEASIBILITY OF BRINGING SPEAKERS TO THE HIGH SCHOOL COMMUNITY EDUCATION PROGRAM.STRATEGY 1.3: INCREASE SERVICES AND EDUCATIONAL PROGRAMMING FOR SENIORS.- INVESTIGATE CURRENT UTILIZATION OF HOME HEALTH SERVICES IN SWEET GRASS COUNTY TO DETERMINE IF INCREASE IN SERVICES IS FEASIBLE.- OFFER HEALTH/WELLNESS EDUCATION THROUGH PARTNERSHIP WITH THE SENIOR CENTER.- EXPLORE PARTNERING AND COORDINATING WITH COMMUNITY HEALTH WORKERS AROUND SENIOR CARE.GOAL 2: CONTINUE TO MAINTAIN AND IMPROVE ACCESS TO SPECIALTY SERVICES OFFERED THROUGH PIONEER MEDICAL CENTER.STRATEGY 2.1: CONTINUE TO MAINTAIN RELATIONSHIPS WITH SPECIALTY SERVICE PROVIDERS AND INSTITUTIONS TO ADDRESS COMMUNITY NEEDS.- CONTINUE TO COORDINATE SPECIALTY SERVICE PROVIDER VISITS TO PMC AND UTILIZE THE CALENDAR CAMPAIGN ALREADY IN PLACE TO COMMUNICATE SPECIALTY SERVICES AVAILABILITY TO THE COMMUNITY.- ASSESS THE FEASIBILITY AND POTENTIAL BENEFITS OF INTRODUCING ONCOLOGY SERVICES AS A VISITING SPECIALIST TO OUR RURAL COMMUNITY THROUGH A COMPREHENSIVE NEEDS ASSESSMENT AND STAKEHOLDER ENGAGEMENT STUDY.- EVALUATE THE DEMAND AND IMPACT OF DERMATOLOGY SERVICES TO OUR COMMUNITY.- GENERATE A PLAN TO ADDRESS THE HEALTHCARE NEEDS OF GROWING POPULATIONS RECEIVING CARE AT PIONEER MEDICAL CENTER.STRATEGY 2.2: EXPLORE FEASIBILITY OF INCORPORATING NEW SPECIALTY SERVICES TO ADDRESS EVOLVING NEEDS OF THE COMMUNITY.- EXPLORE SPECIALTY SERVICES INCLUDING ATHLETIC TRAINING AND ADDITIONAL PHYSICAL/OCCUPATIONAL/SPEECH THERAPY.- UTILIZE COMMUNITY FEEDBACK ABOUT DESIRED SPECIALTY SERVICES AND EXPLORE FEASIBILITY OF EXPANDING OR ADDING SERVICE LINES.GOAL 3: INCREASE AWARENESS OF AND ACCESS TO MENTAL AND BEHAVIORAL SERVICES IN SWEET GRASS COUNTY.STRATEGY 3.1: PRIORITIZE RELATIONSHIPS BETWEEN PMC AND OTHER LOCAL PROVIDERS AND RESOURCES FOR MENTAL AND BEHAVIORAL HEALTH.- INCREASE INTEGRATION OF LOCAL PROVIDERS INTO EXISTING COLLABORATIVES TO SUPPORT MENTAL AND BEHAVIORAL HEALTH.- CONTINUE PARTICIPATION WITH LOCAL MENTAL AND BEHAVIORAL HEALTH BOARDS AND COMMITTEES.- STRENGTHEN PARTNERSHIPS BETWEEN PMC AND OTHER LOCAL MENTAL AND BEHAVIORAL HEALTH PROVIDERS.- DEVELOP AND DISSEMINATE STAFF TRAINING AND INFORMATION REGARDING AVAILABLE COMMUNITY AND STATE RESOURCES, ENHANCING MENTAL AND BEHAVIORAL HEALTH SKILLS AND KNOWLEDGE TO ADDRESS THE COMMUNITY'S MENTAL AND BEHAVIORAL HEALTH NEEDS. (EX. HEALTHINFO.MONTANA.EDU/BHWET/TRAININGS, MT DPHHS).STRATEGY 3.2: INTEGRATE EXISTING BEHAVIORAL HEALTH SERVICES WITH THE HOSPITAL'S IBH PROGRAM AND DRUG FREE COMMUNITY GRANT TO CREATE A COHESIVE AWARENESS STRATEGY FOR BEHAVIORAL HEALTH, SUBSTANCE USE PREVENTION AND TREATMENT.- STRENGTHEN RELATIONSHIPS WITH COMMUNITY PARTNERS.- DEVELOP OUTREACH MATERIALS AND EDUCATION FOR COMMUNITY AND COMMUNITY PARTNERS TO STRENGTHEN PROJECT IMPACT. NEEDS NOT ADDRESSED AND JUSTIFICATIONIDENTIFIED HEALTH NEEDS UNABLE TO ADDRESS BY PMC:1. THE SECOND TOP COMPONENT OF A HEALTHY COMMUNITY WAS "AFFORDABLE HOUSING" (40.4%), AND THE LACK OF ADEQUATE AND AFFORDABLE HOUSING IMPACTED THE LIVES OF 22.2% OF RESPONDENTS. RATIONALE: HOUSING AFFORDABILITY IS A CHALLENGING ISSUE. AS TIME ALLOWS IN THE FUTURE, PMC WOULD BE OPEN TO ENGAGING WITH COMMUNITY PARTNERS TO IN DISCUSSIONS RELATED TO HOUSING AFFORDABILITY. FURTHERMORE, PIONEER MEDICAL CENTER PROVIDES MEDICAL CARE, PIONEER MEDICAL DOES NOT PROVIDE HOUSING TO COMMUNITY MEMBERS NOT IN NEED OF MEDICAL CARE.2. RESPONDENTS INDICATED HIGH INTEREST IN CLASSES/PROGRAMS ABOUT "HEALTH AND WELLNESS" (40.9%), "FITNESS" (33.9%), AND "WEIGHT LOSS" (26.1%). 32.1% OF RESPONDENTS GET PHYSICAL ACTIVITY ONLY 3-5 TIMES PER MONTH OR LESS. "CHRONIC DISEASES" WAS THE SECOND TOP HEALTH CONCERN IN THE COMMUNITY AT 52.2%, AND "HEALTHY BEHAVIORS AND LIFESTYLES" WAS THE FOURTH MOST IMPORTANT COMPONENT OF A HEALTHY COMMUNITY (33.1%).RATIONALE: HEALTH AND FITNESS CLASSES HAVE BEEN OFFERED IN THE PAST AND DUE TO LOW UTILIZATION AND PARTICIPATION THE CLASSES HAVE BEEN SHUT DOWN. FEASIBILITY AND COST EFFECTIVENESS OF CLASSES SUCH AS DIABETES PREVENTION WILL CONTINUE TO BE EVALUATED AS NEEDS ARISE. PART I, LINE 7: THE ORGANIZATION USES THE COST-TO-CHARGE RATIO CALCULATED ON WORKSHEET 2. PART II, COMMUNITY BUILDING ACTIVITIES: COMMUNITY INVOLVEMENT IN LEADERSHIP, GOVERNANCE, AND GUIDANCE; SWEET GRASS TECH, CHAMBER OF COMMERCE, LIONS, COMMUNITY COALITIONS, COMMUNITY DEVELOPMENT AND TRAINING, PREVENTION ACTIVITIES, JOB FAIRS, AND TRAINING OFFERED TO COMMUNITY. PART III, LINE 2: THE ORGANIZATION'S BAD DEBT EXPENSE IS EQUAL TO THE ACTUAL WRITE-OFFS DURING THE YEAR PLUS OR MINUS ANY ADJUSTMENTS MADE TO THE PROVISION ACCOUNT THROUGHOUT THE YEAR. PART III, LINE 3: THE ORGANIZATION HAS IMPLEMENTED AI TECHNOLOGY THROUGH WORK WITH A VENDOR TO IDENTIFY AND GRANT PRESUMPTIVE ELIGIBILITY FOR FINANACIAL ASSISTANCE. PART III, LINE 4: PAGE 13 OF THE ATTACHED AUDITED FINANCIAL STATEMENTS CONTAINS THE FOOTNOTE DESCRIBING BAD DEBT EXPENSE. PART III, LINE 8: THE COST TO CHARGE RATIO IS USED TO DETERMINE COMMUNITY BENEFIT. THIS IS DONE BY APPLYING THE RATIO TO THE TOTAL MEDICARE REVENUE. A SHORTFALL OR OVERAGE IN ANY GIVEN YEAR IS A RESULT OF THE TIMING OF PAYMENTS FROM MEDICARE ON AN INTERIM BASIS AND WHEN FINAL SETTLEMENT IS MADE. MANAGEMENT USES ESTIMATES TO CALCULATE SUCH SETTLEMENTS BUT ACTUAL RESULTS VARY FROM THOSE ESTIMATES. ADDITIONALLY, SHORTFALLS CAN RESULT FROM VARIOUS EXPENSES THAT ARE INCURRED BY THE FACILITY WHICH ARE CONSIDERED NON-REIMBURSABLE BY MEDICARE. SINCE PART OF THE COSTS ARE NOT REIMBURSED, IT IS ONLY PRUDENT TO CONSIDER THIS SHORTFALL TO BE A BENEFIT TO THE COMMUNITY. ALSO MEDICARE RECIPIENTS ARE PART OF A CHARITABLE CLASS AND SO THE PROVISION OF MEDICAL CARE FURTHERS THIS CHARITABLE CLASS.MEDICARE ALLOWABLE COST IS BASED ON THE MEDICARE COST REPORT WHICH IS COMPLETED BASED ON THE RULES AND REGULATIONS SET FORTH BY CMS. PART III, LINE 9B: THE ORGANIZATION FOLLOWS THE COLLECTION AND FINANCIAL ASSISTANCE PRACTICES MANDATED IN 501R OF THE AFFORDABLE CARE ACT. ONCE A FINANCIAL ASSISTANCE APPLICATION IS RECEIVED IT IS REVIEWED TO ENSURE ALL AREAS ARE COMPLETED AND ALL REQUESTED DOCUMENTS ARE PROVIDED. AT THIS TIME ALL COLLECTION ACTION IS SUSPENDED UNTIL A DECISION CAN BE MADE ON THE APPLICANT'S FINANCIAL ASSISTANCE REQUEST. IF THE PATIENT QUALIFIES FOR ASSISTANCE IN ACCORDANCE TO THE SLIDING FEE SCHEDULE AND THE FEDERAL POVERTY GUIDELINES, A PATIENT FINANCIAL REPRESENTATIVE THEN LOOKS BACK 240 DAYS FROM THE DATE THE APPLICATION WAS RECEIVED AND APPLIES THAT PERCENTAGE OF DISCOUNT TO ALL ACCOUNTS. SOME ACCOUNTS AT THIS POINT MAY HAVE ALREADY BEEN TURNED OVER TO A COLLECTION AGENCY. THOSE ACCOUNTS ARE PULLED BACK FROM THE COLLECTION AGENCY AND THE SAME DISCOUNT IS APPLIED. ONCE ALL DISCOUNTS ARE APPLIED, COLLECTION ACTION IS PROCEEDED AS NORMAL. PART VI, LINE 2: THE LAST CHNA WAS PERFORMED IN EARLY 2024 AND THE IMPLEMENTATION PLAN WAS APPROVED IN AUGUST 2024. PMC IMPLEMENTED NEW DISCHARGE PROCESS FROM FEEDBACK AND UPDATED HCAHPS SCORES. FACILITY ALSO PARTNERED WITH LOCAL GROUPS SUCH AS THE SENIOR CENTER TO BRING HEALTHCARE EDUCATION TOPICS BASED ON HEALTHCARE NEEDS AND WANTS OF THE COMMUNITY. FACILITY ALSO USES INTERNAL DATA (FROM OWN EMR), STATE DATA (FROM ENTITIES LIKE DPHHS, AND THE NATIONAL INSTITUTE ON MINORITY HEALTH AND HEALTH DISPARITIES) TO ASSESS OUR COMMUNITY'S NEEDS FOR SERVICES AND THEN CONDUCT FEASIBILITY STUDIES TO SEE WHAT APPROPRIATE RESPONSES AND PROGRAMS COULD LOOK LIKE IN OUR COMMUNITY. PART VI, LINE 3: PATIENTS ARE NOTIFIED UPON ADMISSION OF THE FINANCIAL ASSISTANCE AVAILABLE. IN ADDITION, INFORMATION IS POSTED ABOUT FINANCIAL ASSISTANCE IN ALL WAITING ROOM AREAS, ON OUR WEBSITE, AS WELL AS ON THE BACK OF OUR PATIENT STATEMENTS WHICH GO OUT MONTHLY. LETTERS ALSO GO OUT TO PATIENTS 30 DAYS AFTER THE CLAIM GOES INTO A SELF-PAY STATUS IF NO PRIOR PAYMENT ARRANGEMENTS HAVE BEEN MADE WITH INFORMATION ON FINANCIAL ASSISTANCE. PART VI, LINE 4: PIONEER MEDICAL CENTER IS LOCATED IN A SMALL RURAL COMMUNITY IN MONTANA. PMC'S SERVICE ARE IS JUST UNDER 1,900 SQUARE MILES AND PROVIDES MEDICAL SERVICES TO THE SWEET GRASS COUNTY POPULATION OF APPROXIMATELY 3,700 PEOPLE. PART VI, LINE 5: PIONEER MEDICAL CENTER OFFERS MANY SERVICES THAT PROMOTE THE HEALTH OF THE COMMUNITY, INCLUDING, BUT NOT LIMITED TO THE FOLLOWING: 1. PUBLIC HEALTH NURSE 2. BOARD OF DIRECTORS THAT CONSISTS OF VOLUNTEERS FROM THROUGHOUT THE COMMUNITY IN ORDER TO HAVE DIVERSE REPRESENTATION. 3. VARIOUS VISITING SPECIALISTS4. AMBULANCE SERVICES. 5. HOSPICE SERVICES. 6. IMPACT TESTING FOR ALL YOUTH ENGAGED IN CONTACT SPORTS. 7. TWICE A YEAR LOW-COST LAB SPECIALS. 0 0 0 0 0 0 0 0 0 DR WALLACE WALKER DIRECTOR (THRU 12/24)/MD 319503 0 0 0 0 0 0 0 0 0 319503 0 0 0 FORM 990, PART VI, SECTION A, LINE 3 THE ORGANIZATION HAS CONTRACTED WITH BILLINGS CLINIC TO PROVIDE MANAGEMENT SERVICES. THE ORGANIZATION'S CURRENT CEO, IAN PETERSON, IS AN EMPLOYEE OF BILLINGS CLINIC AND COMPENSATION FOR SERVICES PROVIDED TO THE HOSPITAL INCLUDE THE FOLLOWING: BASE SALARY - $169,546 BONUS - $0 EMPLOYER CONTRIBUTION TO MEDICAL AND DENTAL - $8,003 EMPLOYER CONTRIBUTION TO LIFE INSURANCE AND LONG-TERM DISABILITY - $403 FORM 990, PART VI, SECTION A, LINE 7A BILLINGS CLINIC THROUGH THE MANAGEMENT SERVICES AGREEMENT APPOINTS TWO OF THE BOARD MEMBERS OF THE ORGANIZATION. FORM 990, PART VI, SECTION B, LINE 11B THE BOARD WILL REVIEW THE 990 PRIOR TO ITS FILING WITH THE IRS. FORM 990, PART VI, SECTION B, LINE 12C THE POLICY APPLIES TO ALL EMPLOYEES OF PIONEER MEDICAL CENTER, BOARD OF DIRECTORS, VOLUNTEERS, MEDICAL STAFF, CONTRACTED WORKFORCE, AND OTHER INDIVIDUALS WHO HAVE A FINANCIAL INTEREST AND ARE AUTHORIZED TO CONDUCT BUSINESS ON BEHALF OF PMC. THE CEO, COMPLIANCE OFFICER, AND/OR THE HUMAN RESOURCES DIRECTOR WILL REVIEW ALL DISCLOSURES OF ACTUAL OR POTENTIAL CONFLICTS OF INTEREST BY ANY MEMBER OF THE BOARD OF DIRECTORS OR SENIOR EXECUTIVE STAFF, EXCEPT THAT A REVIEWER WILL BE EXCLUDED FROM THE REVIEW OF HIS OR HER OWN DISCLOSURE. THE CEO AND COMPLIANCE OFFICER WILL REVIEW ALL DISCLOSURES OF ACTUAL OR POTENTIAL CONFLICTS OF INTEREST BY ANY OTHER INTERESTED PERSONS AT PMC. THE REVIEW TEAM WILL TAKE APPROPRIATE ACTION TO MANAGE, REDUCE, OR ELIMINATE CONFLICTS OF INTEREST AND TO COMPLY WITH OTHER PMC POLICIES AND PROCEDURES, REGULATIONS, AND ANY OTHER APPLICABLE AUTHORITY. FORM 990, PART VI, SECTION B, LINE 15 PMC UTILIZES MHA WAGE DATA COLLECTION SERVICES ON AN ANNUAL BASIS. WAGES FOR THE CEO AND OTHER LEADING TEAM MEMBERS ARE REVIEWED WITH COMPARABLE SITES IN THE SURROUNDING AREA TO BE COMPETITIVE. THE SAME PROCESS ARE USED FOR ALL EMPLOYEES. FORM 990, PART VI, SECTION C, LINE 19 THE ORGANIZATION MAKES ITS GOVERNING DOCUMENTS, CONFLICT OF INTEREST POLICY, AND FINANCIAL STATEMENTS AVAILABLE TO THE PUBLIC UPON REQUEST. FORM 990, PART IX, LINE 11G CONTRACT LABOR: PROGRAM SERVICE EXPENSES 4,812,687. MANAGEMENT AND GENERAL EXPENSES 0. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 4,812,687. OTHER PROFESSIONAL FEES: PROGRAM SERVICE EXPENSES 203,070. MANAGEMENT AND GENERAL EXPENSES 0. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 203,070. FORM 990, PART XII, LINE 2C: THE PROCESS HAS NOT CHANGED FROM THE PRIOR YEAR.