Southern Illinois Hospital Services

“GOVERNANCE COMMITTEE The Board has a Governance Committee consisting of 5 Trustees. The purpose of the Governance Committee is to assure the Board of Trustees that the respective programs are functional to fulfill the responsibilities of the Board of Trustees: * Develop and maintain effective compensation and benefit policies and practices; review and recommend in advance all executive compensation arrangements; provide for the evaluation of the performance of the CEO and other System Officers; review and recommend annual performance objectives for System Officers; provide for conduct of a periodic self-evaluation of the Board of Trustees. * Assure that the programs which address new Board member orientation, continuing education, mentoring, and facilitate understanding of current trends in healthcare and medical terminology, are functional. * Identify competent, highly qualified individuals to serve as members of the Board of Trustees; recommend individuals to serve in leadership positions on the Board; and facilitate and interview potential Board members. * Act for the Board of Trustees in all matters as specifically authorized by resolution of the Board or when the Board of Trustees is not in session.”

“During the fiscal year ended March 31, 2025, the organization amended its bylaws to place term limits on trustees such that trustees shall not serve for a consecutive period longer than three successive terms of four years at any one time.”

“The organization's sole member is Southern Illinois Hospital Enterprises, Inc., a related tax-exempt organization. The member has the right to elect members to the board of trustees and approve some decisions of the board.”

“The organization's sole member, Southern Illinois Healthcare Enterprises, has the exclusive right to elect Trustees to the organization's Board of Trustees”

“The organization's sole member, Southern Illinois Healthcare Enterprises (Corporate Member), has reserved powers found in the Organizations bylaws. Except for transfers identified in the budget of the Organization approved by the Corporate Member, the Organization may not transfer assets to entities other than the Corporate Member or entities that the Corporate Member controls (the "Corporate Member Affiliates"), without the approval of the Corporate Member. The Corporate Member has the right to require the Organization to transfer assets to the extent necessary to accomplish the Corporate Member's goals and objectives. The Corporate Member also has the right to require the organization to provide for the payment of all indebtedness of the Corporate Member or a Corporate Member Affiliate. The Organization cannot be required to violate its charitable purposes, the terms of any restricted gifts, or the covenants of its debt instruments in complying with any asset transfers directed by the Corporate Member. In addition, the following matters must be submitted to and receive the approval of the Corporate Member: 1. Capital expenditures in excess of $500,000; 2. The buying, selling, leasing, mortgaging or disposing of real property belonging to the Corporation or any of its subsidiaries; 3. The establishment or discontinuance of any major services; including services requiring Certificates of Need; 4. Long-Range Strategic Plans; 5. Master Facilities and Site Plans; 6. The creation or dissolution of any corporation, the sole member or majority stockholder of which is the Corporation; 7. Joint venture or affiliation agreements; 8. The incurrence of indebtedness in excess of $500,000; 9. Such other matters as may be required by law or by the Organization's Articles of Incorporation, or by its bylaws to be submitted to the Corporate Member; 10. Delegation of the functions, powers, duties and responsibilities of any officer of the Corporation, and; 11. Any other matter which may be specified from time to time by the Corporate Member. In addition, The Corporate Member retains the right to approve all changes to the organization's bylaws.”

“A draft of the Form 990 and supplemental schedules was distributed to the CEO, CFO and certain Vice-Presidents of the corporation for their review and comments. A draft copy was presented to the Finance Committee by the CFO and the organization's tax advisors for review and comments. After the review and comment period, all suggestions and comments were considered and the Form 990 was updated as appropriate. The finalized Form 990 and supplemental schedules was then presented to the Board of Trustees and a copy of the return was made available to every member of the governing body before it was filed with the IRS.”

“Annually, the General Counsel sends out a Conflict of Interest Questionnaire to each Trustee, Director, Officer, Manager and key employee to complete and return. The General Counsel then reviews these Questionnaires to determine what conflicts, real or perceived, exist. During every board meeting, the General Counsel reminds the Trustees that the Board has a conflict of interest policy, that the General Counsel has reviewed the agenda for any conflicts, but that the Trustees are obligated to give notice if a conflict has been over-looked or if a discussion or action comes before the Board which may involve or create a conflict of interest for someone. If a Trustee has a conflict of interest, the Trustee or the General Counsel discloses the conflict. The Trustee with the conflict is allowed to remain in the meeting to answer any question the Trustee may need to answer and then the conflicted Trustee is excused from the meeting. The remaining Trustees then discuss the matter further and action is taken on the matter. Finally, the conflicted Trustee is then invited back into the meeting. Interested persons may also be asked, in rare situations, to resign their position on the Board.”

“The Board of Trustees sets the executive compensation policy and is responsible for approval of the compensation. The Governance Committee is designated by the Board to act as the Compensation Committee for matters concerning executive compensation. Each member of the Committee, while considering executive compensation issues, must be an independent director, free from any conflict of interest. The Committee seeks out and contracts the services of an outside, independent executive compensation consultant to advise the Committee in matters of market values of comparable executive positions. The Committee annually reviews all comparability data and prepares a recommendation as to the compensation package of the President/CEO for the full Board. Only the full Board has the authority to approve the compensation of the President/CEO. The decisions and deliberations are documented in the governance committee minutes. This process was last undertaken in June 2024.”

“The Board of Trustees sets the executive compensation policy and is responsible for approval of the compensation. The Governance Committee is designated by the Board to act as the Compensation Committee for matters concerning executive compensation. Each member of the Committee, while considering executive compensation issues, must be an independent director, free from any conflict of interest. The Committee seeks out and contracts the services of an outside, independent executive compensation consultant to advise the Committee in matters of market values of comparable executive positions. The Committee annually reviews all comparability data and prepares a recommendation as to the compensation package of all officers for the full Board. Only the Committee will have the authority to approve the compensation of the senior management team and will report it's actions to the Board. The decisions and deliberations are documented in the governance committee minutes. This process was last undertaken in June 2024.”

“The organization makes its conflict of interest policy available to the public on its website and upon request. Governing documents and financial statements are not required disclosures pursuant to Internal Revenue Code (IRC) Section 6104; these documents are not available to the public at this time.”

“MISC REVENUE - Total Revenue: 177637, Related or Exempt Function Revenue: 177637, Unrelated Business Revenue: 0, Revenue Excluded from Tax Under Sections 512, 513, or 514: 0;”

“(continued from part iii) over 3,000 employees, along with physicians and volunteers, are working together to achieve our mission and ensure that the health care needs of those we serve are met. We make this a reality by treating patients in sihs facilities, offering services in rural clinics, collaborating with some of america's best hospitals and improving our communities with our charitable community benefits programs. Our services are provided regardless of race, creed, sex, national origin, handicap, age or ability to pay.”

“(continued from part iii) the facilities that make up southern illinois hospital services (sihs) include: memorial hospital of carbondale: opened in 1950, memorial hospital of carbondale is the flagship hospital of sih. The 162 bed hospital is the only designated trauma center in the southern half of illinois and serves as the area's regional referral center. Physicians in over 45 different specialties practice here, bringing expertise and new procedures, but successfully tailoring them to the particular needs of a rural setting. It is the core hospital for sih's comprehensive, regional heart program, prairie heart institute. Our neuroscience program includes neurosurgery and the region's only primary stroke center. The hospital is also home to a commission on cancer accredited comprehensive cancer treatment center. The hospital has the region's only birthing center with level ii plus special care nursery, and the only pediatric unit in the immediate southern illinois area. The hospital is affiliated with southern illinois university's school of medicine through its family practice residency program. Herrin hospital: opened in 1913, herrin hospital was the first hospital owned and operated by the organization. Herrin hospital currently operates 85 licensed beds. It is also home to the 29 bed acute rehabilitation center. The hospital houses the area's only bariatric surgical program for weight loss. In addition, the region's first accredited chest pain center is located at this hospital. St. Joseph memorial hospital: st joseph memorial hospital is located in murphysboro, illinois and is a full-service, critical access hospital with 25 licensed beds. St. Joseph opened on october 1, 1960 and was acquired by southern illinois hospital services on january 5, 1995 from the sisters of the asc health system. St joseph's catholic identity has been retained by sihs since the purchase and the staff takes pride in the hospital's spiritual roots. St. Joseph has evolved over time to become a regional provider of specialized outpatient services. These specialized services include a sleep disorders center accredited by the american academy of sleep medicine, a comprehensive wound care center, a coordinated infusion therapy program, and an outpatient geriatric counseling program. Miners memorial health center: west frankfort, illinois is home to miners memorial health center. The health center houses a physician specialty clinic that offers visiting specialists including urology, podiatry and cardiology. It is also home to west frankfort family medicine, with family medicine and offers laboratory services. Services provided: during this reporting period, our hospitals recorded 77,259 adult and child patient days and 2,639 newborn patient days. Outpatient registrations totaled 368,376 with 69,643 of these registrations being emergency room visits. Approximately 73.3% of these days and registrations provided care that was classified as either uncompensated charity care or uncompensated government health care. An additional 1.4% of the care provided in these days and registrations were written off as bad debt. Routine inpatient care and outpatient procedures are provided at all three of our facilities. Each facility also has its own unique programs and patient care units. Our two larger facilities, carbondale memorial hospital and herrin hospital both house intensive care units. These two larger facilities each have specialty units within their respective facilities. Carbondale memorial hospital provides obstetrical, pediatrics, and a neonatal nursery. Herrin hospital provides the acute rehabilitation center. Surgical services are offered at all facilities, with carbondale memorial hospital providing open-heart and cardiac services. St. Joseph memorial hospital also operates swing beds. St. Joseph offers unique outpatient services to the area. The sleep disorders center offers two locations and the senior renewal program offers outpatient behavio”

“(continued from part iii) the overarching goal of southern illinois healthcare's community benefits department is to "improve the health and well-being of all people in the communities we serve". Community benefit staff work to impact sih's identified community health needs. Southern illinois healthcare's overall approach to community benefits is to target the intersections of documented unmet community health needs and the organization's mission, values and key strengths. Strategic efforts are increasing the integration of community-based services with clinical services to help strengthen the continuum of care and support an efficient and effective health care delivery system. In order to accomplish the organization's mission, the community benefits department of sihs implements a number of directed initiatives. Programs during the reporting year include: healthy communities - this initiative is directed at improving community health through timely assessment of needs and facilitating the planning, implementation, and evaluation of community based programs and services. The focus of the work of healthy communities is to increase the capacity of local agencies to work collaboratively to address health needs and improve access to health care services, develop high impact screening opportunities to promote early detection of disease (specifically diabetes and hypertension) and a regional disease/diabetes self-management program. Healthy c0mmunity coalitions -- the coalitions are comprised of health providers, social service agencies, concerned citizens, and other community groups interested in improving the health of their respective communities. Sihs is active in two such coalitions, representing three counties - jackson, franklin and williamson counties. Dental health issues - collaboration with local dental providers to provide preventive oral health care for medicaid patients; hopefully replacing emergency room visits for tooth related issues. Southern illinois food pantry - in this fiscal year, a food security summit was held which brought approximately 100 people together to discuss ways to collaborate to address food security in southern illinois. Health fair screening events were provided at food pantries and food truck distributions to target low income, uninsured and underinsured residents. A total of 1142 individuals were screened at these locations. Non-emergency medical transportation - lack of transportation was identified as a priority health issue in the community health needs assessment. The program educates sih staff to identify and assist patients with transportation needs and provide rides to/from non-emergency medical appointments. In the current fiscal year, a total of 1155 ride requests were completed. Medical legal partnership si -- an innovative program that provides legal assistance to low-income and under insured adults seeking medical care. The ongoing medical-legal collaboration between land of lincoln legal services and sih is addressing many of the social issues faced by patients contributing to their health care needs. Legal assistance in provided in the areas of public benefits, disability, family, housing and consumer issues. In the current year a total of 153 referrals were received. Diabetes self management program - sih staff and local health departments have implemented a regional chronic disease/diabetes self-management program that encompasses fifteen counties in our service area. Illinois poison center - provided funding to this non-profit health services that provides free information and treatment advice opioid use disorder -held and co-sponsored numerous regional summits, meetings and conferences that addressed this issue of substance abuse. In the current year efforts were focused on provider training and establishing a mentorship program. Other services included training of 111 community members, emergency first responders, law enforcement and fire department staff were trained in th”

“(CONTINUED FROM PART III) SOUTHERN ILLINOIS HEALTHCARE COORDINATED SCHOOL HEALTH PROGRAM IS WORKING TO REDUCE THE GROWTH OF CHILDHOOD OBESITY AND IMPROVE THE OVERALL HEALTH AND WELL-BEING OF CHILDREN AND ADOLESCENTS. THE FOLLOWING IS A SUMMARY OF THE SCHOOL HEALTH PROGRAMS DURING THIS REPORTING YEAR: Schools play a critical role in promoting the health, safety, and physical activity of young people, allowing students to establish lifelong healthy behaviors. Within the 16-county Illinois Delta Region, SIH School Health staff recognizes the need for tools and resources to sustainably improve health. Many of these efforts are in collaboration with the Illinois CATCH onto Health! Consortium (ICHC). During FY25, SIH staff worked with local schools to promote health through curriculum, wellness committees, staff training, and outreach. 284 school staff attended trainings offered. SIH was also able to reach over 7,400 students/family members through Family Fun Nights, school-sponsored 5K's, math and science nights, Family Vacation Nights, school safety days, and much more. A total of 4 Youth Mental Health First Aid trainings were conducted, certifying 45 individuals to appropriately detect and respond to a mental health crisis. Twenty-three school staff were trained to implement CATCH My Breath, a peer-reviewed, evidence-based youth vaping prevention program. 195 students were educated through the Signs of Suicide curriculum. School Wellness Committees: Member(s) of ICHC assist schools by attending wellness meetings that identify the health needs within the school, meant to meet the requirements of the local school wellness policy. After health needs are identified, applicable and available programming is presented to schools. School Health Index (SHI) Assistance: The SHI enables schools to identify the strengths and weaknesses of their current health and safety policies. Completing this multifaceted assessment directs school staff in developing and incorporating an action plan for improving student health within their School Improvement Plan. School Staff Trainings: SIH collaborates with agency partners to provide informative and engaging trainings for school staff that include live demonstrations, guest speakers, and ample networking opportunities. Three workshops are conducted annually, free for school staff: 1. School Lunch Rocks workshop series for school Food Service staff 2. P.E. Workshop for Physical Educators 3. School Wellness Policy Workshop for all school staff involved in policymaking Youth Mental Health First Aid: This course is designed to teach adults how to help and respond to an adolescent who is experiencing a mental health challenge or is in crisis. Hidden in Plain Sight: A simulated teenager's bedroom that provides parents with clues to help determine whether their child might be experimenting with using drugs or alcohol. CATCH Curriculums: 1. CATCH My Breath: A research-based vaping and e-cigarette prevention program for grades 5th-12th 2. Health Ed Journeys: Comprehensive health education program for grades K-8th 3. P.E. Journeys: Physical education curriculum teaching physical literacy, movement skills, physical fitness, and more, available for grades K-8th 4. Early childhood, after-school, and sun safety programs are available upon request. 7 FY24 SIH Community Benefits - Program Descriptions Signs of Suicide Program: Youth suicide prevention program that equips students with knowledge and adaptive attitudes about suicide risk and depression, available for junior high and high school students Character Strong: Research-based social and emotional learning curricula and professional learning services, available for Pre-K-12th grade”

“Consulting Fees - Total Expense: 15009483, Program Service Expense: 10684818, Management and General Expenses: 4324665, Fundraising Expenses: 0; Credit & Collection Fees - Total Expense: 1179176, Program Service Expense: 80952, Management and General Expenses: 1098224, Fundraising Expenses: 0; Clinical Service Fees - Total Expense: 5578746, Program Service Expense: 5562981, Management and General Expenses: 15765, Fundraising Expenses: 0; Engineering Fees - Total Expense: 83546, Program Service Expense: 32015, Management and General Expenses: 51531, Fundraising Expenses: 0; Architect Fees - Total Expense: 29274, Program Service Expense: 24144, Management and General Expenses: 5130, Fundraising Expenses: 0; Recruitment Fees - Total Expense: 295462, Program Service Expense: 6375, Management and General Expenses: 289087, Fundraising Expenses: 0; Other Professional Fees - Total Expense: 5739345, Program Service Expense: 1570240, Management and General Expenses: 4169105, Fundraising Expenses: 0; Agency Staffing - Total Expense: 17423120, Program Service Expense: 17449513, Management and General Expenses: -26393, Fundraising Expenses: 0; Physician Services - Total Expense: 44141645, Program Service Expense: 43874901, Management and General Expenses: 266744, Fundraising Expenses: 0; Purchased Services - Total Expense: 11953736, Program Service Expense: 6063093, Management and General Expenses: 5871299, Fundraising Expenses: 19344; Reimbursement from Related Organization - Total Expense: -11053791, Program Service Expense: -11053791, Management and General Expenses: 0, Fundraising Expenses: 0;”

“The Series 2017A Non-Taxable bond is split between Southern Illinois Hospital Services and Southern Illinois Medical Services, a related tax exempt entity. The amount listed on line 25 represents the piece of the bond that Southern Illinois Hospital Services holds.”

“EQUITY TRANSFERS - -2443389; GAIN/LOSS ON SWAP - 564598; GAIN/LOSS ON DERIVATIVE - 486826; Total - -1391965;”

“As required by the u.s. Office of management and budget circular a-133, audits of states, local governments, and non-profit organizations, in 2025 southern illinois healthcare services and affiliates received an audit for the 2025 consolidated financial statements in accordance with the single audit act.”