Owensboro Health Inc

“OH is governed by a sixteen (16) member board of directors pursuant to the articles of incorporation and bylaws of the organization. Of these sixteen (16) directors, four (4) are appointed by the County Judge/Executive of Daviess County, Kentucky with the consent of the Daviess County Fiscal Court and four (4) are appointed by the Mayor of the City of Owensboro, Kentucky with the consent of the Board of the City Commissioners of the City of Owensboro. The remaining eight (8) directors are elected or appointed by the board of directors of the corporation from nominees through a nomination process for physician and community directors. The board of directors is responsible for overseeing the management and operation of OH. The board members serve three (3) year terms and can serve no more than three (3) consecutive terms, but are eligible for reappointment to the board after having being off the board for at least three hundred and sixty five (365) days. The board of directors has regularly scheduled monthly meetings.”

“The following corporate actions shall require the affirmative act of the Fiscal Court of Daviess County, Kentucky and the Commissioners of the City of Owensboro, Kentucky following a recommendation by the board of directors: (1) the admission of any Member to the corporation; (2) the transfer of all, or substantially all, of the management responsibility for the corporation to a nonrelated person, (3) a merger, consolidation or other similar action that is dilutive of the assets of the corporation or that adversely affects any rights of the County or City provided for in the corporation's articles of incorporation or bylaws, (4) any amendments to Articles 4, 5, 7, 8 and 10 of the articles of incorporation or any amendment to the sections of the bylaws set forth in Article VII of the bylaws, (5) the dissolution of the corporation, (6) any change of name of the corporation, and (7) the transfer (in one or more related transactions) during any twelve (12) month period of 5% or more of the total assets of the corporation to an unaffiliated person(s); "total assets" shall mean the aggregate assets from the most recent financial statements of the corporation. Such approval was obtained for the amendments to the articles of incorporation and bylaws of OH in January 2023.”

“The form 990 is reviewed by the internal finance team and forwarded to the cfo for final review and approval before filing.”

“Under our conflict of interest policy (#100-214), each board director, officer, member of a committee with board-delegated power, and key employee is required annually to complete the following: (1) confidentiality statement, (2) disclosure certificate, and (3) independence and related party questionnaire. These disclosures are reviewed and retained by the chief legal officer, who is also in the approval chain for all oh contracts. All completed contracts are maintained by the legal office in a searchable database (through healthstream learning center). These will be reviewed and maintained by the compliance officer. The compliance officer also has access to the contract's database and completes an oig sanction check for new contracts. Once the conflict of interest data has been collected, new contracts will be screened for potential conflicts of interest. In addition, oh maintains a compliance hotline through which anyone with knowledge of a conflict of interest or improper vendor relationship can anonymously report suspected violations of the oh policy. Of those individuals found to have a conflict of interest, emphasis is made that they maintain in confidence any information, knowledge, or documents acquired as the result of their position or attendance.”

“Total compensation is the sum of each executives base salary, incentive opportunity, benefits, and perquisites. -our total compensation philosophy will apply to the ceo of the organization. -cash compensation and benefit plans provisions will be based on market data, competitive with those healthcare organizations within which we compete for executive talent. Our labor market is defined as successful and comparably sized healthcare organizations on a national level. Success is measured in terms of financial and operational performance and market leadership. -competitive positioning of base salaries, as reflected by the salary range midpoints, will be at the 50th percentile. The ceo may be placed above or below the salary range based on the: ceo's knowledge, competencies, and experience; performance of the ceo; the ceo's contribution to the organization's overall performance; internal equity considerations; the financial resources available; and, ceo's base salary increases provided in the competitive market. -annual merit increase is based on job performance, reviewed by the finance committee, and then approved by the board of directors. -annual incentive opportunities will be positioned between the 50th and 75th percentile depending on the degree to which performance goals are met or exceeded. Total cash compensation, as reflected by base salaries and annual incentives, will also be positioned between the 50th and 75th percentiles and will be influenced by performance results as measured against established goals. The incentive compensation plan is reviewed by the finance committee and then approved by the board of directors. -the organization will provide appropriate and competitive supplemental benefits and perquisites delivered in a flexible structure to allow for individual choice and based on the organization's mission and business needs. -our executive total compensation plan will be designed, managed and maintained in a manner that will: support and complement our mission, management philosophy, short- and long-term business strategies, and employee relations goals; attract and retain executives with the right skills, abilities and motivation to achieve our business objective; and ensure the executive total compensation is reasonable and competitive. -our cash compensation and benefit plans will be reviewed by a hr consulting firm and adjusted periodically to meet the changing business and organizational characteristics of our organization and its executive staff as directed by the finance committee. The last compensation review process was completed in may 2025 by sullivan cotter.”

“Total compensation is the sum of each executives base salary, incentive opportunity, benefits, and perquisites. -our total compensation philosophy will apply to all executives of the organization. -cash compensation and benefit plans provisions will be, on average, competitive with those healthcare organizations within which we compete for executive talent. Our labor market is defined as successful and comparably sized healthcare organizations on a national level. Success is measured in terms of financial and operational performance and market leadership. -competitive positioning of base salaries, as reflected by the salary range midpoints, will be at the 50th percentile. Executives may be placed above or below the salary range based on the: executive's knowledge, competencies, and experience; performance of the executive's area of responsibility; the executive's contribution to the organization's overall performance; internal equity considerations; the financial resources available; and, executive base salary increases provided in the competitive market. -annual incentive opportunities will be positioned between the 50th and 75th percentile depending on the degree to which performance goals are met or exceeded. Total cash compensation, as reflected by base salaries and annual incentives, will also be positioned between the 50th and 75th percentiles and will be influenced by performance results as measured against established goals. -the organization will provide appropriate and competitive supplemental benefits and perquisites delivered in a flexible structure to allow for individual choice and based on the organization's mission and business needs. -our executive compensation plan will be designed, managed and maintained in a manner that will: support and complement our mission, management philosophy, short- and long-term business strategies, and employee relation's goals; attract and retain executives with the right skills, abilities and motivation to achieve our business objective; and ensure the executive total compensation is reasonable and competitive. -our cash compensation and benefit plans will be reviewed and adjusted periodically to meet the changing business and organizational characteristics of our organization and its executive staff. The compensation of each individual executive will be reviewed and approved in a manner consistent with the intermediate sanction tax regulations. The last compensation review process was completed in may 2025 by sullivan cotter.”

“The organization's form 1023 and form 990 are available for public inspection upon request. The organization's form 990 is also available on guidestar's database available at www.guidestar.org. The organization's articles of incorporation are available on the kentucky secretary of state's website at https://app.sos.ky.gov/ftsearch/. Otherwise, the organization does not make its governing documents or conflict of interest policy available to the public. A copy of the organization's financial statements is attached to its 990 in compliance with the requirements of the affordable care act.”

“All Other - Total Revenue: 385281, Related or Exempt Function Revenue: 385281, Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: ;”

“All other Revenue - Total Revenue: 1985402, Related or Exempt Function Revenue: 1974406, Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: 10996;”

“Volunteer services support the mission and goals of owensboro health, inc. (oh). They staff the patient information desk, deliver flowers, and play a crucial role as liaison between families and physicians in the surgery waiting areas. Volunteers are an essential part of the care and comfort oh provides.”

“Contract Labor - Total Expense: 53248840, Program Service Expense: 24125322, Management and General Expenses: 29123518, Fundraising Expenses: ; Physician Fees - Total Expense: 21204081, Program Service Expense: 21204081, Management and General Expenses: , Fundraising Expenses: ; Medical Services - Total Expense: 10467489, Program Service Expense: 10465570, Management and General Expenses: 1919, Fundraising Expenses: ; Purchased Services - housekeeping services, linen rental, maintenance, & landscaping - Total Expense: 5701085, Program Service Expense: 3922598, Management and General Expenses: 1778487, Fundraising Expenses: ; Purchases Services - HR consulting services, HRIS resources, & HR solutions - Total Expense: 1258543, Program Service Expense: 495669, Management and General Expenses: 762874, Fundraising Expenses: ; Purchased Services - Other - Total Expense: 3966320, Program Service Expense: 1886088, Management and General Expenses: 2080232, Fundraising Expenses: ; Other Support Services - Total Expense: 8369683, Program Service Expense: 2403351, Management and General Expenses: 5966332, Fundraising Expenses: ;”