2026-08-15T05:35:08-05:00 2025-09-30 861065772 Deloitte Tax LLP 111 Monument Circle Suite 4200 Indianapolis IN 46204 990 2024-10-01 562570686 St Luke's Magic Valley Regional Medical Center Ltd STLU 2083812222 190 E Bannock St Boise ID 83712 Kate Fowler SVP/CFO/Treasurer 2083812222 2026-08-14 1 1 Shawna M Jansons P01222873 3174648600 2024 2025-03-06 01:10:19Z Chris Roth 190 E Bannock St Boise ID 83712 611361301 0 X www.stlukesonline.org X 2006 ID To be the community's most trusted partner in health. 16 15 0 132 888 0 1014627 1219856 569305084 604339754 1322074 1731985 3931034 4005177 575572819 611296772 1080322 1104356 0 0 0 0 0 0 0 587717876 609453766 588798198 610558122 -13225379 738650 325058214 308851007 75023735 66341429 250034479 242509578 X To improve the health of people in the communities we serve. 0 0 213652738 270260797 Medical & Surgical:St. Luke's Magic Valley Medical Center began as Twin Falls County Hospital in 1918 and in 2011, opened the doors of its 186-bed, 700,000-square-foot facility; medical office buildings and an outpatient surgery center are located on the same site as the hospital. The hospital has 218 licensed beds and is designated as a Level III Trauma Center. Serving eight southern Idaho counties and parts of northern Nevada, St. Luke's Magic Valley provides inpatient and outpatient surgery, 24-hour emergency services, cancer treatment, imaging, inpatient and outpatient psychiatric and addiction services, women's and children's health care, inpatient and outpatient rehabilitation, home care, hospice and more. In 2025, the hospital provided qualified inpatient care for 13,265 admissions and care associated with 652,433 outpatient visits. St. Luke's Jerome Medical Center is a 25-bed, 60,000-square-foot hospital, located approximately 14miles from the primary campus of St.Luke's Magic Valley and designated by the Centers for Medicare and Medicaid Services as a critical access hospital. The former St. Benedicts opened in 1952 and integrated with St. Luke's Health System in 2011. St. Luke's Jerome has a strong focus on emergency, rural and family medicine, geriatric care, disease prevention and wellness. Services include a provider-based health clinic, imaging, lab and ambulatory services. 40371048 12276588 Primary Care: Serving people throughout southern Idaho and northern Nevada, St. Luke's Magic Valley clinics offer a wide scope of services, including women's health, diabetes management, pediatric care, immunizations, behavioral health care and physical exams for school and sports. St. Luke's primary care physicians and associated care teams serve as first point of contact for patients seeking services and provide ongoing, comprehensive and coordinated care to address a wide range of health needs among the multiple and expanding populations served from Twin Falls facilities. 32935404 59163175 Emergency Services: St. Luke's Magic Valley emergency department, with Level III trauma designation, has state-of-the-art equipment, board-certified emergency medicine physicians on staff 24/7, private treatment and bariatric accessible rooms and advanced training in cardiac care, ST-elevation myocardial infarction heart attack receiving and point-of-care testing, on-site medical diagnostic tests for rapid results to facilitate timely clinical decisions and treatment. 279113011 1104356 262639194 Other services include pharmacy, ortho/neuro, acute, heart, rehab, lab, women's, behavioral health, home care, children's, hospice, oncology, telehealth and ancillary services. In 2025, St. Luke's Magic Valley opened a new retail pharmacy at the medical center. 279113011 1104356 262639194 566072201 1 1 0 0 0 0 0 0 0 1 1 0 0 0 1 1 0 1 0 0 0 0 0 0 0 0 1 1 1 0 1 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 0 0 1 X 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 X 16 15 1 0 0 0 1 1 1 1 1 0 0 1 1 1 1 1 1 0 0 0 X X Jared Grant 2083812222 190 E Bannock Boise ID 83712 X Chris Roth President & System CEO 2.00 50.00 X X 0 2017450 87147 Andy Scoggin Director 0.50 2.50 X 0 0 0 Lisa Grow Chair (Start 10/2024) 0.50 2.50 X X 0 0 0 Bill Gilbert Director 0.50 2.50 X 0 0 0 Bill Whitacre Director 0.50 2.50 X 0 0 0 Bill Ystueta Director 0.50 2.50 X 0 0 0 Bob Lokken Director 0.50 2.50 X 0 0 0 Dan Krahn Director 0.50 2.50 X 0 0 0 Dave Snelson Director (Start 10/2024) 0.50 4.50 X 0 0 0 Emily Baker Director 0.50 2.50 X 0 0 0 Jill Twedt Director 0.50 2.50 X 0 0 0 Laura McGeorge MD Director 0.50 2.50 X 0 0 0 Linda Hartgen Director (Start 7/2025) 0.50 2.50 X 0 0 0 Rich Raimondi Director 0.50 4.50 X 0 0 0 Rosa Davila Director 0.50 2.50 X 0 0 0 Tom Corrick Director 0.50 2.50 X 0 0 0 Sandee Moore Gehrke Hospital Chief Executive Officer 5.00 37.00 X 0 910430 81168 Christine Neuhoff SVP/Chief Legal Officer/Secretary 2.00 48.00 X 0 874555 90872 Kate Fowler SVP/CFO/Treasurer 2.00 48.00 X 0 860999 64747 Michael Fenello VP, Population Health 30.00 10.00 X 0 712345 69992 Thomas Duff Physician 40.00 0.00 X 0 561146 77490 Matthew Larsen MD Physician 40.00 0.00 X 0 544008 48315 Ryan Delgatti DO Physician 40.00 0.00 X 0 553251 35401 Ismael Grachico MD Physician 40.00 0.00 X 0 538481 48664 Skyler Shippen MD Physician 40.00 0.00 X 0 515893 36349 David C Pate MD JD Former CEO & President 0.00 0.00 X 0 154684 0 Jeffrey S Taylor Former SVP/CFO/Treasurer 0.00 0.00 X 0 127423 0 0 8370665 640145 0 1 1 0 MAGIC VALLEY ANESTHESIOLOGY 139 River Vista Place Ste 202 Twin Falls ID 83301 Anesthesia Services 16087650 SOUTHERN ID RADIOLOGY PA 801 Pole Line Road W Twin Falls ID 83301 Medical Services Contracted Physicians 8138352 ER PHYSICIANS OF SO ID PLLC PO Box 2775 Twin Falls ID 83301 Emergency Medicine Services 7796886 MEDICAL SOLUTIONS LLC 1010 N 102nd St Suite 300 Omaha NE 68114 Medical Staffing 5954194 ACUTE CARE SURGERY MEDICAL GROUP IN PO Box 2700 Granite Bay CA 95746 Medical Services Contracted Physicians 5659422 71 1017402 202454 1219856 NET PATIENT REVENUE 622110 576842594 576842594 CONTRACT SERVICE REVEN 900099 14521066 14521066 SLHS ALLOCATED REVENUE 900099 8182680 8182680 TAXING DISTRICT REVENU 900099 1803240 1803240 Premium Revenue 900099 1369511 1369511 1620663 1619775 888 604339754 1681408 1681408 1463997 55106 1408891 1408891 1408891 60000 9423 50577 50577 50577 CAFETERIA/CATERING/VEN 722514 2596286 2596286 2596286 611296772 604338866 888 5737162 1104356 1104356 71957988 71957988 2465 2465 14716610 14716610 3558064 3380161 177903 39560231 39560231 2359059 2303953 55106 987514 878887 108627 16053923 13966913 2087010 6434 6434 ALLOCATED SLHS WAGES 254953018 231586805 23366213 SUPPLIES 94851536 92005990 2845546 ALLOCATED SLHS EXPENSE 76983634 71324903 5658731 CONTRACT SERVICE 11151495 8363621 2787874 22311795 14915349 7396446 610558122 566072201 44485921 0 88331302 86245172 3771918 4325404 564292 426432 397882527 187800093 212528863 210082434 19861839 7771565 325058214 308851007 20515892 22600764 51959 29691 54455884 43710974 75023735 66341429 X 250034479 242509578 250034479 242509578 325058214 308851007 X 738650 167132 -8430683 X 0 1 X 1 1 1 X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED 7741652 53952 850262 265007 8380859 6514742 275670 1202631 251391 7741652 5901638 151405 666328 204629 6514742 6939503 96112 -930263 203714 5901638 3479422 2437330 1440809 418058 6939503 1.00000 0 1 1 13797698 11447043 25244741 260261839 111594196 148667643 1327817 1071521 256296 90122552 75134376 14988176 20925578 20925578 210082434 Due to Related Parties 13611445 OPERATING LEASES 15662857 MEDICARE MEDICAID AP 14436672 43710974 X Part V, Line 4: The intended use of the endowment funds: The endowments fund research, scholarships, patient care and programs and services administered by St. Luke's Health System. Part X, Line 2: Footnote Disclosure - Uncertain Tax Positions Under ASC 740 (Source: Consolidated Financial Statements - St. Luke's Health System Fiscal Year 2025) Income Taxes - The Health System is a not-for-profit corporation and is recognized as tax-exempt pursuant to Section 501(c)(3) of the Internal Revenue Code of 1986, as amended. The Health System has activities that are considered unrelated business taxable income ("UBTI"), which are subject to income tax. The Health System also has two taxable subsidiaries, the Network, and the Plan whose operations are included in the consolidated financial statements and as such we have provided for income taxes on this activity under the Accounting Standards Codification ("ASC") 740. For the Health System's taxable subsidiary and activities considered UBTI, income taxes are accounted for under the asset and liability method, which requires the recognition of Deferred Tax Assets ("DTAs") and Deferred Tax Liabilities ("DTLs") for the expected future tax consequences of events that have been included in the consolidated financial statements. Under this method, the Health System determines DTAs and DTLs based on the differences between the financial statement and tax bases of assets and liabilities using enacted tax rates in effect for the year in which the differences are expected to reverse. The effect of a change in tax rates on DTAs and DTLs is recognized in results of operations in the period that includes the enactment date of the rate change. The Health System recognizes DTAs to the extent that these assets are more likely than not to be realized. In making such a determination, the Health System considers all available positive and negative evidence, including future reversals of existing taxable temporary differences, projected future taxable income, tax-planning strategies, and results of recent operations. If the Health System determines that DTAs are realizable in the future in excess of their net recorded amount, the Health System would make an adjustment to the DTA valuation allowance, which would reduce the provision for income taxes. The Health System records uncertain tax positions in accordance with ASC 740 on the basis of a two-step process in which (1) the Health System determines whether it is more likely than not that the tax positions will be sustained on the basis of the technical merits of the position and (2) for those tax positions that meet the more-likely-than-not recognition threshold, the Health System recognizes the largest amount of tax benefit that is more than 50 percent likely to be realized upon ultimate settlement with the related tax authority. Management is not aware of any uncertain tax positions that should be recorded. 1 1 X 1 X 1 X 1 0 1 1 31683478 24785603 6897875 0.01130 107889676 68018109 39871567 0.06540 139573154 92803712 46769442 0.07670 1455938 168520 1287418 0.00210 16118134 0 16118134 0.02640 27008198 13247862 13760336 0.02260 150548 150548 0.00020 875543 875543 0.00140 45608361 13416382 32191979 0.05270 185181515 106220094 78961421 0.12940 8500 8500 0.00000 11883 11883 0.00000 15147 15147 0.00000 1146 1146 0.00000 36676 36676 0.00000 1 6178062 0 72032561 106774542 -34741981 X 1 1 2 1 St Lukes Magic Valley Regional Medical Center 801 Pole Line Road Twin Falls ID 83301 www.stlukesonline.org State of Idaho License #14 X X X A 2 St Luke's Jerome 709 N Lincoln Jerome ID 83308 www.stlukesonline.org State of Idaho License #08 X X X X A Facility Reporting Group - A 0 0 1 X X X X X X X X X 22 1 1 1 1 X www.stlukesonline.org/about-st-lukes/supporting-the-community X 1 22 1 https://stlukesonline.org/en/healthier-communities/commitments-and-impact/ 0 1 X 200.000000000000 400.000000000000 X X X X 1 1 X X X 1 X www.stlukesonline.org/resources/before-your-visit/financial-care X www.stlukesonline.org/resources/before-your-visit/financial-care X www.stlukesonline.org/resources/before-your-visit/financial-care X X X X X X X 1 X 0 X X X X 1 X 0 0 Part V, Section B Facility Reporting Group A Facility Reporting Group A consists of: - Facility 1: St Lukes Magic Valley Regional Medical Center, - Facility 2: St. Luke's Jerome Group A-Facility 1 -- St Lukes Magic Valley Regional Medical C Part V, Section B, line 5: The initial step in the CHNA process is to gain an understanding of the health status from existing data and community members. This can include health outcomes such as rates of various diseases,causes of death, and social determinants of health. This information helps assess what can be done within the community to meet the needs with programs, services, or policies. After data analysis,a rigorous prioritization process is employed to ensure the highest priorities identified within the community are addressed by the CHNA. This process includes various community members and stakeholders providing their community input and values across all aspects of this report and next steps. This CHNA aims to identify the health needs of Jerome and Twin Falls Counties through a Social Determinants of Health (SDoH) framework, which defines health in the broadest sense and recognizes numerous factors from employment to housing to access to health care that have an impact on community health. Social, educational, economic, and health data are drawn from existing data sources such as the U.S. Census, Idaho Department of Health and Welfare, and Idaho State Department of Education, among others. Steering Committee: Dr. Dean Fisher, President of College of Southern Idaho Bill Maikranz, President & CEO United Way of South Central Idaho Angela Chapman-McDavid, Executive Director Voices Against Violence Melody Bowyer, Director South Central Public Health District Aaron Houston, CEO Family Health Services Don Hall, Twin Falls County Commissioner Charlie Howell, Jerome County Commissioner Alejandra Hernandez, Executive Director Unity Alliance of Southern Idaho Kevin Sandau, Twin Falls County Juvenile Justice Tamara Harmon, Wellness Tree Community Clinic Linda Watkins, Women's Giving Connection Stephanie Hudson, Boys & Girls Club of the Magic Valley Ray Parish, Faith Leader Twin Falls County Jeff Schroeder, Martha & Mary's Food Pantry Randy Wastradowski, South Central Community Action Partnership Dr. Joshua Kern, Chief Medical Officer St. Luke's Magic Valley & Jerome Jayson Lloyd, College of Southern Idaho Rick Naerbout, Idaho Dairyman's Association Shellie Amundson, North Canyon Medical Center Shelley Pursell, Chobani Focus Group Hosts: Boys & Girls Club of the Magic Valley Carceral System Twin Falls School District Wellness Tree Community Clinic Magic Valley Paramedics College of Southern Idaho Refugee Center Veterans Services Community Council of Idaho Faith Leaders Women's Giving Connection Community Leader Interview Participants: Dr. Dean Fisher, President College of Southern Idaho Aaron Houston, CEO Family Health Services Bill Maikranz, President & CEO United Way of South Central Idaho Melody Bowyer, Director South Central Public Health District Randy Wastradowski, Community Services Director South Central Community Action Partnership Angeal Chapman-McDavid, Executive Director Voices Against Violence Don Hall, Twin Falls County Commissioner Charlie Howell, Jerome County Commissioner Alejandra Hernandez, Executive Director Unity Alliance of Southern Idaho Sheila Harmon, Director Jerome Senior Center Facilitators: St. Luke's Community Health & Engagement Team St. Luke's Project Management Team https://www.stlukesonline.org/about-st-lukes/supporting-the-community/community-health-needs-assessments Group A-Facility 1 -- St Lukes Magic Valley Regional Medical C Part V, Section B, line 6a: St. Luke's Jerome Hospital Group A-Facility 1 -- St Lukes Magic Valley Regional Medical C Part V, Section B, line 6b: Boise State University Group A-Facility 1 -- St Lukes Magic Valley Regional Medical C Part V, Section B, line 11: Priority Area 1: Cost of Living Housing, Childcare & EducationStrategy 1. Expanding Early Learning & Childcare OpportunitiesSt. Luke's strengthened early learning access by supporting the Magic Valley Early Learning Collaborative and United Way of South Central Idaho. Although the sale of the E Street Center limited childcare seats in the community, St. Luke's advanced family engagement through hosting Parent Caf events and funding facilitator training, resulting in 20 community leaders becoming certified to lead discussions that build protective factors. Additionally, St. Luke's funding allowed the Children's Museum of the Magic Valley to deliver hands-on STEAM programming to nearly 1,000 children. This outreach served military families, food-insecure households, and other underserved groups while enabling the museum to purchase new interactive exhibits.Strategy 2. Support for CaregiversSt. Luke's partnered with the Idaho Caregiver Alliance, contributing $3,000 to the statewide Power of Care conference. This effort uplifted rural, working, and Spanish-speaking caregivers through education, resource sharing, and supportive community-building. Strategy 3. Workforce Housing SupportThrough collaboration with Frontier Community Resources, St. Luke's advanced workforce housing solutions such as the Self-Help Homeownership Program. Environmental reviews and land-use coordination accelerated access to affordable homebuilding opportunities for income-qualified families. Strategy 4. Homelessness Response & Warming Center SupportSt. Luke's participated in the Region IV Homeless Coalition and supported the 2025 Point in Time Count, where eight nursing students assisted in surveying 368 unhoused individuals in Region 4. Funding from St. Luke's enabled the seasonal Warming Center to operate 96 nights, serving 100 individuals across 725 total visits. Strategy 5. Affordable Housing Options & Coalition LeadershipAs Vice President of the Region IV Homeless Coalition, St. Luke's supported leadership transitions following the sunset of the Tiny Home Village project and contributed to sustaining the coalition's longterm mission. Strategy 6. Preventing Housing Loss & Stabilizing FamiliesThrough CHIF funding, the Center for Community Health supported seven households (12 individuals) with urgent rent, utilities, motels, and connectivity expenses. These interventions prevented homelessness for elderly, medically fragile, and highrisk community members. An additional $25,000 (7.41% of CHIF funds) supported services through Sleep in Heavenly Peace and La Posada. Additional housing stabilization funding supported seven households (12 individuals) through the Center for Community Health.Strategy 7. Addressing Food & Nutrition SecuritySt. Luke's supported Jerome County youth through University of Idaho Extension programs that reached 116 children with handson cooking and healthy living instruction. With partners such as the Idaho Foodbank, Chobani, Fresh Connect, and Jerome School District, St. Luke's strengthened regional food security by supporting food pantries, coordinating kitchen donations, hosting a Hunger Summit, and distributing 150,000 lbs of fresh food monthly through an onsite refrigerated trailer at St. Luke's Magic Valley.CHIF allocated $64,300 (19.07% of total CHIF dollars) to food pantries and senior centers across the region, while additional programs provided meal prep classes, backpack initiatives, and culturally relevant cooking sessions for youth. Priority Area 2: Mental Well-BeingStrategy 1. Awareness, Education & Skill-BuildingSt. Luke's supported QPR trainings led by Connect Hope, reaching 229 participants including students, educators, and healthcare workers. Following the closure of the Idaho Resilience Project, St. Luke's joined the Children's Mental Health Subcommittee to relaunch the Southern Idaho Youth Succeed initiative, focusing on ACEs, youth resiliency, and the 2026 Middle School PSA Challenge. Strategy 2. Expanding Access to Behavioral Health ServicesSt. Luke's hired a schoolbased therapist serving four Jerome School District schools, completing 493 youth counseling visits. CHIF-funded programs in Twin Falls School District supported 569 counseling sessions for 229 individuals, expanding family-focused mental health access. Additional supports included distribution of mental health resource guides (1,400 copies) and wallet cards (250 copies) with crisis contact information. First responders received expanded behavioral health resources through the We See You initiative, supporting more than 1,500 emergency personnel.Strategy 3. Population-Level Prevention & Youth Well-BeingSt. Luke's continued its system-level partnership with Boise State's Communities for Youth to advance the Icelandic Prevention Model. Local coalition-building conversations began in Twin Falls to strengthen youth mental health outcomes.Priority Area 3: Access to Health-Related ServicesStrategy 1. Addressing Transportation BarriersRide TFT provided 1,931 rides to St. Luke's sites, serving 2,463 passengers and supporting a new daily 2 p.m. hospital discharge pickup workflow. Interlink Volunteer Caregivers provided 630+ medical trips across seven counties, while LINC engaged 250300 residents to plan future rural mobility solutions. Lincoln County Connections used $10,000 in CHIF funds to expand transportation options for workers, elders, and students. Strategy 2. Mobile, Telehealth & Onsite ServicesThe St. Luke's Breast Health Mobile Clinic launched in June 2025, delivering 118 mammograms in its first four months. At a Ventanilla de Salud event, 17 additional women received screenings, 11 at no cost. School nursing support continued for Twin Falls School District across 16 campuses with SCPHD partnership.CHIF distributed $129,557 (38.42% of CHIF dollars) to expand access to care through partners such as the Center for Community Health, Boys & Girls Club, FHS, and SCPHD. Strategy 3. Community Health Worker Models & Resource NavigationSt. Luke's supported statewide community school expansion benefiting 25,000 K12 students and delivered learning kits to 450 Jerome elementary children. The FindHelp Idaho partnership strengthened resource navigation statewide through marketing collaboration, staff training, and datasharing agreements. Group A-Facility 1 -- St Lukes Magic Valley Regional Medical C Part V, Section B, line 16j: Make available its Financial Care Policy or program summary to appropriate community health and human services agencies and other organizations that assist people in financial need.Make information and education on Financial Care and collection policies and practicesavailable to appropriate administrative and clinical staff. Group A-Facility 2 -- St. Luke's Jerome Part V, Section B, line 5: The initial step in the CHNA process is to gain an understanding of the health status from existing data and community members. This can include health outcomes such as rates of various diseases,causes of death, and social determinants of health. This information helps assess what can be done within the community to meet the needs with programs, services, or policies. After data analysis, a rigorous prioritization process is employed to ensure the highest priorities identified within the community are addressed by the CHNA. This process includes various community members and stakeholders providing their community input and values across all aspects of this report and next steps. This CHNA aims to identify the health needs of Jerome and Twin Falls Counties through a Social Determinants of Health (SDoH) framework, which defines health in the broadest sense and recognizes numerous factorsfrom employment to housing to access to health carethat have an impact on community health. Social, educational, economic, and health data are drawn from existing data sources such as the U.S. Census, Idaho Department of Health and Welfare, and Idaho State Department of Education, among others. Steering Committee: Dr. Dean Fisher, President of College of Southern Idaho Bill Maikranz, President & CEO United Way of South Central Idaho Angela Chapman-McDavid, Executive Director Voices Against Violence Melody Bowyer, Director South Central Public Health District Aaron Houston, CEO Family Health Services Don Hall, Twin Falls County Commissioner Charlie Howell, Jerome County Commissioner Alejandra Hernandez, Executive Director Unity Alliance of Southern Idaho Kevin Sandau, Twin Falls County Juvenile Justice Tamara Harmon, Wellness Tree Community Clinic Linda Watkins, Women's Giving Connection Stephanie Hudson, Boys & Girls Club of the Magic Valley Ray Parish, Faith Leader Twin Falls County Jeff Schroeder, Martha & Mary's Food Pantry Randy Wastradowski, South Central Community Action Partnership Dr. Joshua Kern, Chief Medical Officer St. Luke's Magic Valley & Jerome Jayson Lloyd, College of Southern Idaho Rick Naerbout, Idaho Dairyman's Association Shellie Amundson, North Canyon Medical Center Shelley Pursell, Chobani Focus Group Hosts: Boys & Girls Club of the Magic Valley Carceral System Twin Falls School District Wellness Tree Community Clinic Magic Valley Paramedics College of Southern Idaho Refugee Center Veterans Services Community Council of Idaho Faith Leaders Women's Giving Connection Community Leader Interview Participants: Dr. Dean Fisher, President College of Southern Idaho Aaron Houston, CEO Family Health Services Bill Maikranz, President & CEO United Way of South Central Idaho Melody Bowyer, Director South Central Public Health District Randy Wastradowski, Community Services Director South Central Community Action Partnership Angeal Chapman-McDavid, Executive Director Voices Against Violence Don Hall, Twin Falls County Commissioner Charlie Howell, Jerome County Commissioner Alejandra Hernandez, Executive Director Unity Alliance of Southern Idaho Sheila Harmon, Director Jerome Senior Center Facilitators: St. Luke's Community Health & Engagement Team St. Luke's Project Management Team https://www.stlukesonline.org/about-st-lukes/supporting-the-community/community-health-needs-assessments Group A-Facility 2 -- St. Luke's Jerome Part V, Section B, line 6a: St. Luke's Magic Valley Medical Center Group A-Facility 2 -- St. Luke's Jerome Part V, Section B, line 6b: Boise State University Group A-Facility 2 -- St. Luke's Jerome Part V, Section B, line 11: Priority Area 1: Cost of Living Housing, Childcare & EducationStrategy 1. Expanding Early Learning & Childcare OpportunitiesSt. Luke's strengthened early learning access by supporting the Magic Valley Early Learning Collaborative and United Way of South Central Idaho. Although the sale of the E Street Center limited childcare seats in the community, St. Luke's advanced family engagement through hosting Parent Caf events and funding facilitator training, resulting in 20 community leaders becoming certified to lead discussions that build protective factors. Additionally, St. Luke's funding allowed the Children's Museum of the Magic Valley to deliver hands-on STEAM programming to nearly 1,000 children. This outreach served military families, food-insecure households, and other underserved groups while enabling the museum to purchase new interactive exhibits.Strategy 2. Support for CaregiversSt. Luke's partnered with the Idaho Caregiver Alliance, contributing $3,000 to the statewide Power of Care conference. This effort uplifted rural, working, and Spanish-speaking caregivers through education, resource sharing, and supportive community-building. Strategy 3. Workforce Housing SupportThrough collaboration with Frontier Community Resources, St. Luke's advanced workforce housing solutions such as the Self-Help Homeownership Program. Environmental reviews and land-use coordination accelerated access to affordable homebuilding opportunities for income-qualified families. Strategy 4. Homelessness Response & Warming Center SupportSt. Luke's participated in the Region IV Homeless Coalition and supported the 2025 Point in Time Count, where eight nursing students assisted in surveying 368 unhoused individuals in Region Strategy 4. Funding from St. Luke's enabled the seasonal Warming Center to operate 96 nights, serving 100 individuals across 725 total visits. Strategy 5. Affordable Housing Options & Coalition LeadershipAs Vice President of the Region IV Homeless Coalition, St. Luke's supported leadership transitions following the sunset of the Tiny Home Village project and contributed to sustaining the coalition's longterm mission. Strategy 6. Preventing Housing Loss & Stabilizing FamiliesThrough CHIF funding, the Center for Community Health supported seven households (12 individuals) with urgent rent, utilities, motels, and connectivity expenses. These interventions prevented homelessness for elderly, medically fragile, and high-risk community members. An additional $25,000 (7.41% of CHIF funds) supported services through Sleep in Heavenly Peace and La Posada. Additional housing stabilization funding supported seven households (12 individuals) through the Center for Community Health.Strategy 7. Addressing Food & Nutrition SecuritySt. Luke's supported Jerome County youth through University of Idaho Extension programs that reached 116 children with handson cooking and healthy living instruction. With partners such as the Idaho Foodbank, Chobani, Fresh Connect, and Jerome School District, St. Luke's strengthened regional food security by supporting food pantries, coordinating kitchen donations, hosting a Hunger Summit, and distributing 150,000 lbs of fresh food monthly through an onsite refrigerated trailer at St. Luke's Magic Valley.CHIF allocated $64,300 (19.07% of total CHIF dollars) to food pantries and senior centers across the region, while additional programs provided meal prep classes, backpack initiatives, and culturally relevant cooking sessions for youth. Priority Area 2: Mental Well-BeingStrategy 1. Awareness, Education & Skill-BuildingSt. Luke's supported QPR trainings led by Connect Hope, reaching 229 participants including students, educators, and healthcare workers. Following the closure of the Idaho Resilience Project, St. Luke's joined the Children's Mental Health Subcommittee to relaunch the Southern Idaho Youth Succeed initiative, focusing on ACEs, youth resiliency, and the 2026 Middle School PSA Challenge. Strategy 2. Expanding Access to Behavioral Health ServicesSt. Luke's hired a schoolbased therapist serving four Jerome School District schools, completing 493 youth counseling visits. CHIF-funded programs in Twin Falls School District supported 569 counseling sessions for 229 individuals, expanding family-focused mental health access. Additional supports included distribution of mental health resource guides (1,400 copies) and wallet cards (250 copies) with crisis contact information. First responders received expanded behavioral health resources through the We See You initiative, supporting more than 1,500 emergency personnel.Strategy 3. Population-Level Prevention & Youth Well-BeingSt. Luke's continued its system-level partnership with Boise State's Communities for Youth to advance the Icelandic Prevention Model. Local coalition-building conversations began in Twin Falls to strengthen youth mental health outcomes.Priority Area 3: Access to HealthRelated ServicesStrategy 1. Addressing Transportation BarriersRide TFT provided 1,931 rides to St. Luke's sites, serving 2,463 passengers and supporting a new daily 2 p.m. hospital discharge pickup workflow. Interlink Volunteer Caregivers provided 630+ medical trips across seven counties, while LINC engaged 250300 residents to plan future rural mobility solutions. Lincoln County Connections used $10,000 in CHIF funds to expand transportation options for workers, elders, and students. Strategy 2. Mobile, Telehealth & Onsite ServicesThe St. Luke's Breast Health Mobile Clinic launched in June 2025, delivering 118 mammograms in its first four months. At a Ventanilla de Salud event, 17 additional women received screenings, 11 at no cost. School nursing support continued for Twin Falls School District across 16 campuses with SCPHD partnership.CHIF distributed $129,557 (38.42% of CHIF dollars) to expand access to care through partners such as the Center for Community Health, Boys & Girls Club, FHS, and SCPHD. Strategy 3. Community Health Worker Models & Resource NavigationSt. Luke's supported statewide community school expansion benefiting 25,000 K12 students and delivered learning kits to 450 Jerome elementary children. The FindHelp Idaho partnership strengthened resource navigation statewide through marketing collaboration, staff training, and datasharing agreements. Group A-Facility 2 -- St. Luke's Jerome Part V, Section B, line 16j: Make available its Financial Care Policy or program summary to appropriate community health and human services agencies and other organizations that assist people in financial need.Make information and education on Financial Care and collection policies and practicesavailable to appropriate administrative and clinical staff. 26 1 - St Luke's Cancer Institute Twin Falls 725 Pole Line Rd Twin Falls ID 83301 Oncology 2 - St Luke's Clinic 775 Pole Line Rd W Twin Falls ID 83301 Specialty Physician Clinic 3 - St Luke's Clinic 625 Pole Line Rd W Twin Falls ID 83301 Specialty Physician Clinic 4 - St Luke's Inpatient Behavioral Health 228 Shoup Ave W Twin Falls ID 83301 Behavioral Health 5 - St Luke's Surgery Center 575 Pole Line Road W Twin Falls ID 83301 Surgery Center 6 - St Luke's Clinic 2550 Addison Ave E Twin Falls ID 83301 Specialty Physician and Pediatric Clinics 7 - St Luke's Clinic 801 POLE LINE RD Twin Falls ID 83301 Specialty Clinic, Children's Rehab, Nutrition, Periop Med, OB/GYN 8 - St Luke's Clinic 762 N College Rd Twin Falls ID 83301 Imaging Services, Podiatry 9 - St Luke's Clinic 1840 Canyon Crest Drive Twin Falls ID 83301 Neurology, Physical Medicine, Rehabilitation 10 - St Luke's Clinic Behavioral Health 815 N COLLEGE RD Twin Falls ID 83301 Behavioral Health 11 - St Luke's Clinic 714 North College Rd Twin Falls ID 83301 Anticoagulation, Dermatology and Mohs Surgery 12 - St Luke's Clinic 132 5th Ave W Suites 1 2 Jerome ID 83338 Family Medicine 13 - St Luke's Clinic 730 North College Rd Twin Falls ID 83301 Lab Services, Physician Center 14 - St Luke's Clinic 450 Falls Ave Suite 202 Twin Falls ID 83301 Sleep Medicine 15 - St Luke's Clinic 980 Burley Ave Buhl ID 83316 Lab, Imaging, Physician Center 16 - St Luke's Medication Locker 1569 BLUE LAKES BLVD N Twin Falls ID 83301 Medication Locker 17 - St Luke's Clinic 746 North College Rd Twin Falls ID 83301 Nephrology 18 - St Luke's Clinic 738 North College Rd Twin Falls ID 83301 Sports Medicine 19 - St Luke's Clinic 550 Polk Street Twin Falls ID 83301 Family Medicine 20 - St Luke's Clinic 115 5th Avenue W Suite B Jerome ID 83338 Multispecialty Services 21 - St Luke's Clinic 754 North College Rd Twin Falls ID 83301 Lifestyle Medicine 22 - St Luke's Clinic 120 5th Ave W Jerome ID 83338 Lab Services 23 - St Luke's Clinic 414 Shoup Ave W Suite B Twin Falls ID 83301 Behavioral Health 24 - North Canyon Medical Center 267 N Canyon Dr Gooding ID 83330 Cardiology and Sleep Medicine Timeshare 25 - Cassia Regional 1501 Hiland Ave Burley ID 83318 Cardiology Timeshare 26 - Minidoka Memorial Hospital 1224 8th Street Rupert ID 83350 Cardiology Timeshare Part I, Line 3c: Please refer to the disclosure for Part V, Section B, Line 13b - which describes methods used to determine eligibility for financial assistance. Part I, Line 7: The cost to charge ratio was used to calculate the financial assistance provided to the community. Other Community benefits amounts were derived from a data repository maintained by St. Luke's Employees that tracks community benefit costs and hours. Part I, Line 7g: Subsidized services represent unreimbursed costs incurred (excluding the impact of unreimbursed Medicare and Medicaid) for the following services: Emergency and Trauma ServicesHome CareChildren's ServicesHospital Outpatient ServicesSubsidized Continuing CarePalliative CareBehavioralRenal Dialysis Services Part 1, Line 7i, Cash and in-kind contributions for community benefit: During the fiscal year, St. Luke's administrated and dispensed the majority of community grants, cash, and in-kind donations at the system level. Those grants and donations were still awarded and continued to support health initiatives through all the communities we serve and were reported on form 990 for St. Luke's Health System. Part 1, Line 5a, Discounted Care: Financial assistance is provided to any qualifying patients, regardless of budget. Part II, Community Building Activities: St. Luke's is an active participant in the community, and provides support to address public health issues, and works with coalitions to address local health needs. St. Luke's takes on initiatives as need arises such as food and nutrition security, housing stability, cost of living relief, mental health and well-being and access to care. Part III, Line 2: The Cost to Charge ratio method was used to calculate bad debt expense at cost. Part III, Line 3: St. Luke's has a very robust financial assistance program, therefore, no estimate is made for bad debt attributable to patients eligible under the financial assistance policy. Part III, Line 4: Per the audited financial statements in footnote three, St. Luke's grants credit without collateral to its patients, most of whom are local residents and many of whom are insured under third-party agreements. The allowance for estimated uncollectible amounts is determined by analyzing both historical information (write-offs by payor classification), as well as current economic conditions. Part III, Line 8: The source of the information is the Medicare Cost Report for fiscal year 2025. The amount is calculated by comparing the total Medicare apportioned costs (allowable costs) to payments (including IME and GME) received during FY'25.St. Luke's provides medical care to all patients eligible for Medicare regardless of the shortfall and thereby relieves the Federal Government of the burden for paying the full cost of Medicare. Part III, Line 9b: All subsidiaries within the St. Luke's Health System have policies in place to provide financial assistance to those who meet established criteria and need assistance in paying for the amounts billed for their provided health care services. In addition, the collection policies and practices in place within the St. Luke's Health System provide guidance to patients on how to apply for this assistance. Collection of amounts due may be pursued in cases where the patient is unable to qualify for charity care or financial assistance and the patient has the financial resources to pay for the billed amounts. Part VI, Line 2: A Community Health Needs Assessment (CHNA) was conducted for the fiscal year ending 9/30/2023. Information related to the CHNA is shown in the responses to questions 3 and 7 of "Part V, Section B, Facility Policies and Practices". A complete copy of the CHNA assessments for all of the hospitals operating within the St. Luke's Health System can be found at the following website: https://www.stlukesonline.org/about-st-lukes/supporting-the-community/community-health-needs-assessments Additional assessments of health care needs include St. Luke's Social Determinants of Health screenings being implemented in 2024, acute and ambulatory settings. External partners including United Way and the state Health and Welfare conduct surveys and assessments determining additional needs at the county level. An annually updated resource is the online data platform, the Idaho Oregon Community Health Atlas that reflects needs at the census tract level across the St. Luke's geography. Part VI, Line 3: (A) St. Luke's provides notice of the availability of financial assistance via: 1. Signage 2. Patient brochure 3. Billing Statement 4. Written collection action letter 5. Online at www.stlukesonline.org/billing (B) Financial assistance policy is translated into the following language: Spanish (C) St. Luke's provides individual notice of the availability of financial assistance to a patient expected to incur charges that may not be paid in full by third party coverage, along with an estimate of the patient's liability. (D) For cases in which St. Luke's independently determines patient eligibility for financial assistance, St. Luke's provides written notice of determination that the patient is or is not eligible within 10 business days of receiving a completed application and the required supporting documentation. https://www.stlukesonline.org/resources/before-your-visit/financial-care Part VI, Line 4: This Community Health Needs Assessment (CHNA) aims to identify the health needs of Jerome and Twin Falls Counties in the Magic Valley region of Idaho through a Social Determinants of Health (SDoH) framework, which defines health in the broadest sense and recognizes numerous factors from employment to housing to access to health care that have an impact on the community's health. This report is specifically focused on Twin Falls and Jerome counties. Twin Falls and Jerome Counties represent the geographic area used to define the community we serve, also referred to here as our primary service area or service area. The criteria we use in selecting the service area is the identification of what counties our hospitalized patients reside in. Those counties that make up 70% or greater of the inpatient hospitalizations are identified as our service area. The residents of Twin Falls and Jerome Counties comprise about 75% of our inpatients with approximately 62% of our inpatients living in Twin Falls County and 12% in Jerome County. https://www.stlukesonline.org/about-st-lukes/supporting-the-community/community-health-needs-assessments Idaho is home to a majority white population. Compared to the state average, Jerome and Twin Falls Counties have a higher percentage of Hispanic/Latino residents. Jerome County accounts for much of the Hispanic/Latino population with 37% of residents identifying as Hispanic/Latino. The population in Idaho from 2010-2020 increased by 17.3%. During this time Twin Falls and Jerome County experienced a population increase of 13.8%. Twin Falls County increased by 18.1% and Jerome County increased by 9.5%. Idaho had the highest percentage of population growth in the nation in 2022. Migration, both domestic and international, explain much of the growth in the report region over the past 10 years. Domestic migration, or the migration of population between US states, has increased by 6.8% in Twin Falls County since 2019. From 2011-2015, Jerome County rates of migration were below zero, meaning more people were moving out of the county than into it. Since 2016, Jerome County rates have been above zero but minor, especially when compared to the growth in Twin Falls County. Seniors comprise 12.7% of the population in Jerome County and 15.6% in Twin Falls County compared to the Idaho statewide average of 15.9%. Respondents in the focus groups were concerned about seniors having limited support, finding transportation, and living on fixed income. The Federal poverty level (FPL) is a measure of income issued annually by the Department of Health and Human Services used to determine eligibility for programs and benefits. Although the FPL is used to measure a resident's ability to financially meet basic needs, it is not an exclusive measure of financial struggle. The FPL is also calculated for the entire 48 contiguous states grouped together and it cannot account for variation across states, counties, or cities. This means that a region, such as the Magic Valley, may have a much different cost of living than the national average the FPL was based on. In Twin Falls and Jerome Counties, many low-income households fall above the FPL and still struggle to meet expenses. Household incomes in Twin Falls and Jerome Counties have risen steadily over the past several years, although they continue to lag behind the state average. Twin Falls County, in particular, has trailed behind, creating a somewhat wider income gap between the county and the state. https://www.stlukesonline.org/about-st-lukes/supporting-the-community/community-health-needs-assessments Part VI, Line 5: The people who serve on the various boards for subsidiaries within the St. Luke's Health System are local citizens who have a vested interest in the health of their communities. St. Luke's believes that locally owned and governed hospitals take the best measure of community health care needs. The committed leaders who volunteer on our boards do so because they are dedicated to ensuring that the people of southern Idaho and the surrounding area have access to the most advanced, most comprehensive health care possible. We are grateful to our board leadership for giving generously their time and talents and bringing to the table their unique perspectives and intimate knowledge of their communities. The vision of dedicated community leaders has guided St. Luke's for many decades, and will continue to guide us well into the future. St. Luke's supports the training of rising young physicians, nurses, specialists and allied health professions through preceptors, scholarships, partnerships with local colleges and universities. The same institutions are research partners committed to advancing care across the region. St. Luke's commitment to specialties such as cancer, cardiology, children's, neurology and orthopedics allow patients the ability to stay in their home state, closer to home to receive a higher level of care. As a not-for-profit organization, 100% of St. Luke's revenue after expenses is reinvested in the organization to serve the community in the form of staff, buildings, or new technology as well as supporting local nonprofits that provide services and expertise outside of our care. Examples include funding federally qualified health centers serving low income and vulnerable populations; providing education and outreach focused on prevention practices and funding organizations that address one or more of the significant health needs identified by data and insights. Also, St. Luke's Magic Valley Regional Medical Center, Ltd. maintains an open medical staff. Any physician can apply for practicing privileges as long as they meet the standards for St. Luke's Magic Valley Regional Medical Center, Ltd. Part VI, Line 6: As the only Idaho-based not-for-profit health system, St. Luke's Health System is part of the communities we serve, with local physicians and boards who further our organization's mission "To improve the health of people in the communities we serve." Working together, we share resources, skills, and knowledge to provide the best possible care, no matter which of our hospitals provide that care. Each St. Luke's Health System hospital is nationally recognized for excellence in patient care, with prestigious awards and designations reflecting the exceptional care that is synonymous with the St. Luke's name. St. Luke's Health System provides facilities and services across the region, covering a 150-mile radius that encompasses southern and central Idaho, northern Nevada, and eastern Oregon-bringing care close to home and family. The following entities are part of the St. Luke's Health System: (1) St. Luke's Regional Medical Center, Ltd. with the following locations: --St. Luke's Boise Hospital --St. Luke's Meridian Hospital --St. Luke's Children's Hospital --St. Luke's Boise/Meridian/Caldwell/Fruitland Physician Clinics --St. Luke's Eagle Urgent Care --St. Luke's Elmore Hospital with physician clinic --St. Luke's Fruitland Emergency Department/Urgent Care (2) St. Luke's Wood River Medical Center, Ltd. which consists of a critical access hospital located in Ketchum, Idaho as well as various physician clinics (3) St. Luke's Magic Valley Regional Medical Center, Ltd. which consists of the following: --St. Luke's Magic Valley Hospital-Twin Falls, Idaho --Various St. Luke's Physician Clinics in Twin Falls --Canyon View-(Behavioral Health) --St. Luke's Jerome Hospital-Jerome, Idaho --Various Physician clinics in Jerome (4) St. Luke's McCall, Ltd. which consists of a critical access hospital located in McCall, Idaho as well as various physician clinics. (5) St. Luke's Nampa Medical Center, Ltd. which consists of a critical access hospital located in Nampa, Idaho as well as various physician clinics. St. Luke's physician clinics and services are provided in partnership with area physicians and other health care professionals. These include: Cardiovascular; Child Abuse and Neglect Evaluation; Endocrinology; Ear, Nose, and Throat; Family Medicine; Gastroenterology; General Surgery; Hypertensive Disease; Internal Medicine; Maternal/Fetal Medicine; Medical Imaging; Metabolic and Bariatric Surgery; Nephrology; Neurology; Neurosurgery; Obstetrics/Gynecology; Occupational Medicine; Orthopedics; Outpatient Rehabilitation; Plastic Surgery; Psychiatry and Addiction; Pulmonary Medicine; Sleep Disorders; and Urology. In addition, St. Luke's works with other regional facilities, including Weiser Memorial Hospital and Salmon River Clinic, through a combination of management and other contracts for select specified services. Part VI, Line 7, Reports Filed With States ID 1 College Of Southern ID PO Box 1238 Twin Falls ID 833031238 820388193 501(c)(3) 133192 0 Support of Health Occupations, Clinical Instruction and Community Health Initiatives St Lukes Health Foundation Ltd 190 East Bannock Street Boise ID 83712 810600973 501(c)(3) 969189 0 Provide support for overall operational needs of St. Luke's Health Foundation, Ltd. 2 0 Part I, Line 2: The Organization endeavors to monitor its grants to ensure that such grants are used for proper purposes and not otherwise diverted from their intended use. This is accomplished by requesting recipient organizations to affirm that funds must be used solely in accordance with the grant request and budget on which the grant was based and that funds not expended for the stated purpose are to be returned to the organization. Reports are requested from time to time as deemed appropriate. Sch. I Part I During the fiscal year 2025 the Health System administered and dispensed community grants into one department which is aligned under SLHS. The grants were awarded and continued to support health initiatives through all the communities we serve. 0 1 0 0 0 0 0 0 0 Chris Roth President & System CEO 0 1852165 0 0 0 165285 0 54206 0 32941 0 2104597 0 0 Sandee Moore Gehrke Hospital Chief Executive Officer 0 867323 0 0 0 43107 0 48992 0 32176 0 991598 0 0 Christine Neuhoff SVP/Chief Legal Officer/Secretary 0 781619 0 0 0 92936 0 54206 0 36666 0 965427 0 0 Kate Fowler SVP/CFO/Treasurer 0 825332 0 0 0 35667 0 43487 0 21260 0 925746 0 0 Michael Fenello VP, Population Health 0 542223 0 0 0 170122 0 45492 0 24500 0 782337 0 0 Thomas Duff Physician 0 513544 0 47062 0 540 0 43455 0 34035 0 638636 0 0 Matthew Larsen MD Physician 0 502619 0 40147 0 1242 0 20778 0 27537 0 592323 0 0 Ryan Delgatti DO Physician 0 511626 0 41193 0 432 0 15564 0 19837 0 588652 0 0 Ismael Grachico MD Physician 0 498668 0 39327 0 486 0 17734 0 30930 0 587145 0 0 Skyler Shippen MD Physician 0 482481 0 32926 0 486 0 5214 0 31135 0 552242 0 0 David C Pate MD JD Former CEO & President 0 0 0 0 0 154684 0 0 0 0 0 154684 0 154684 Jeffrey S Taylor Former SVP/CFO/Treasurer 0 0 0 0 0 127423 0 0 0 0 0 127423 0 83974 Part I, Line 3 Compensation for the organization's CEO is determined by St. Luke's Health System, Ltd. (System), sole member of St. Luke's Magic Valley Regional Medical Center, Ltd. The System board approves the compensation amount per the recommendation of its compensation committee. In determining compensation for the CEO, the System board utilizes the following: Compensation Committee Independent compensation consultant Compensation survey or study Approval by the board or compensation committee Part I, Line 4b During CY2024, the following individuals participated in a supplemental non-qualified executive retirement plan governed by 457(f): Chris Roth received $154,918 of taxable benefits for service in a supplemental retirement plan. Christine Neuhoff received $83,600 of taxable benefits for service in a supplemental retirement plan. Sandee Moore Gehrke received $37,750 of taxable benefits for service in a supplemental retirement plan. Michael Fenello received $154,720of taxable benefits for service in a supplemental retirement plan. David C. Pate received $154,684 of taxable and $372,053 of non-taxable benefits for service in a supplemental retirement plan. Jeffrey S. Taylor received $83,974 of taxable and $60,871 of non-taxable benefits for service in a supplemental retirement plan. Form 990 Part V, Line 1 & 2 Accounts payable and payroll process are consolidated at the supporting organization level (St. Luke's Health System, Ltd). Therefore, corresponding reporting for 1099's and W-2's occurs at that level. Form 990, Part VI, Section A, line 2 Andy Scoggin has a business relationship with Dan Krahn. Form 990, Part VI, Section A, line 6 St. Luke's Health System, Ltd. is the sole member of St. Luke's Magic Valley Regional Medical Center, Ltd. Form 990, Part VI, Section A, line 7a The President and CEO of St. Luke's Magic Valley Regional Medical Center, Ltd., (Corporation) is cooperatively selected by the Corporation and St. Luke's Health System, Ltd. St. Luke's Health System is the sole member of the Corporation. Form 990, Part VI, Section A, line 7b St. Luke's Health System, Ltd (member) maintains approval and implementation authority over St. Luke's Magic Valley Regional Medical Center, Ltd. (Corporation). Actions requiring approval authority may be initiated by either the Corporation or its Member, but must be approved by both the Corporation (by action of its Board of Directors) and the Member. Actions requiring approval authority of the Member include: (a) Amendment to the Articles of Incorporation; (b) Amendment to the Bylaws of the Corporation; (c) Appointment of members of the Corporation's Board of Directors, other than ex officio directors; (d) Removal of an individual from the Corporation's Board of Directors if and when removal is requested by the Corporation's Board of Directors, which request may only be made if the Director is failing to meet the reasonable expectations for service on the Corporation's Board of Directors that are established by the Member and are uniform for the Corporation and for all of the other hospitals for which the Member then serves as the sole corporate member. (e) Approval of operating and capital budgets of the Corporation, and deviations to an approved budget over the amounts established from time to time by the Member; and (f) Approval of the strategic/tactical plans and goals and objectives of the Corporation. Implementation Authority means those actions which the Member may take without the approval or recommendation of the Corporation. This authority will not be utilized until there has been appropriate communication between the Member and the Corporation's Board of Directors and its Chief Executive Officer. Actions requiring implementation authority include: (a) Changes to the Statements of mission, philosophy, and values of the Corporation; (b) Removal of an individual from the Corporation's Board of Directors if and when the Member determines in good faith that the Director is failing to meet the Approved Board of Member Expectations. This authority to remove Directors shall not be used merely because there is a difference in business judgment between the Director and the Corporation or the Member, and shall never be used to remove one or more Directors from the Corporation's Board of Directors in order to change a decision made by the Corporation's Board of Directors; (c) Employment and termination of the Chief Executive Officer of the Corporation; (d) Appointment of the auditor for the Corporation and the coordination of the Corporation's annual audit; (e) Sales, lease, exchange, mortgage, pledge, creation of a security interest in or other disposition of real or personal property of the Corporation if such property has a fair market value in excess of a limit set from time to time by the Member and that is not otherwise contained in an Approved Budget; (f) Sale, merger, consolidation, change of membership, sale of all or substantially all of the assets of the corporation, or closure of any facility operated by the Corporation; (g) The dissolution of the Corporation; (h) Incurrence of debt by or for the Corporation in accordance with requirements established from time to time by the Member and that is not otherwise contained in an Approved Budget; and (i) Authority to establish policies to promote and develop an integrated, cohesive health care delivery system across all corporations for which the Member serves as the corporate member. Form 990, Part VI, Section B, line 11b The Form 990 is reviewed by an independent public accounting firm based on audited financial statements of the St. Luke's Health System and with the assistance of the organization's finance and accounting staff. A complete copy of the Form 990 is made available to the Board of Directors prior to filing. Form 990, Part VI, Section B, line 12c The organization annually reviews the conflict of interest policy with each board member and also with new board members. Persons covered under the policy include officers, directors, senior executives, non-director members of Board committees, and others as identified by a senior executive. At all levels the board is responsible for assessing, reviewing, and resolving any conflicts of interest that have been disclosed by a covered person, or a conflict of interest disclosed by a covered person with respect to a covered person other than himself/herself. Where a conflict exists, the affected parties must recuse themselves from participating in any discussion and/or vote related to the conflict. Form 990, Part VI, Section B, line 15 Executive compensation is set by St. Luke's Boards of Directors and is reviewed annually. Compensation levels are based on an independent analysis of comparable pay packages offered at similar institutions across the country, with the goal of placing executives in the 50th percentile in aggregate of those surveyed. These surveys are usually done annually. St. Luke's Health System is committed to providing the highest quality medical care to all people regardless of their ability to pay. To keep that commitment, St. Luke's puts a great deal of time and effort into recruiting and retaining the top physicians in a variety of medical fields. Our relationships with physicians range from having privileges at the hospital to full employment. For those physicians who choose to be employed, St. Luke's must offer competitive pay and benefits. Physician compensation is based on a range of criteria and can be influenced by a number of variables including: -Community need for medical specialty -Experience -Productivity -Geography -National surveys adjusted for local conditions -Willingness to serve regardless of patients' ability to pay -Duration of relationship and contractual terms -Performance on quality metrics To ensure physician compensation and benefits remain within industry standards and legal requirements for not-for-profit institutions, St. Luke's has a Physician Arrangements policy that specifies circumstances requiring a third-party valuation and also periodically uses third-party consulting firms to review St. Luke's physician compensation arrangements. Given the growing national shortage of physicians, recruiting and retaining physicians is more critical than ever to guarantee that people seeking care at St. Luke's will continue to have access to the physicians and specialists they need regardless of their insurance status or insurance provider. Form 990, Part VI, Section C, line 19 The organization's governing documents, conflict of interest policy, and financial statements are not available to the public. Form 990 is available for public inspection on our website, which contains financial information. Form 990 Part VII Section A Allocation of Compensation and Hours: It should be noted that the hours reported by the directors (employed by St. Luke's), officers, key employees, and the highest paid employees are based on a minimum 40-hour work week. However, due to the demands of their roles within the St. Luke's Health System, the hours worked by these individuals often exceed the minimum required 40 hours. Form 990, Part XI, line 9: Change in Minim Liability - Supplemental Executive Retirement Plan (SERP) -7,148,650. CAPITAL INVESTED IN PLANT -1,282,033. ADDITIONAL PAID IN CAPITAL 0. St Luke's Clinic LLC PO Box 409 Twin Falls ID 83301 820527710 Physician Clinic Services ID 77260295 2102423 St Luke's Magic Valley Regional Medical Center Ltd Magic Valley Paramedics LLC PO Box 409 Twin Falls ID 83301 200997728 Paramedic Services ID 6814439 851452 St Luke's Magic Valley Regional Medical Center Ltd St Luke's Health Foundation Ltd 190 E Bannock Boise ID 83712 810600973 Fundraising ID 501(c)(3) 7 St Luke's Health System Ltd 0 St Luke's Health System Ltd 190 E Bannock Boise ID 83712 562570681 Supporting Organization ID 501(c)(3) 12C, III-FI N/A 0 St Luke's McCall Ltd 190 E Bannock Boise ID 83712 273311774 Healthcare Services ID 501(c)(3) 3 St Luke's Health System Ltd 0 St Luke's Nampa Medical Center Ltd 190 E Bannock Boise ID 83712 821162805 Healthcare Services ID 501(c)(3) 3 St Luke's Health System Ltd 0 St Luke's Regional Medical Center Ltd 190 E Bannock Boise ID 83712 820161600 Healthcare Services ID 501(c)(3) 3 St Luke's Health System Ltd 0 St Luke's Wood River Medical Center Ltd 190 E Bannock Boise ID 83712 841421665 Healthcare Services ID 501(c)(3) 3 St Luke's Health System Ltd 0 St Luke's Clinic Coordinated Care Ltd 190 E Bannock Boise ID 83712 455195864 Accountable Care Organization ID 501(c)(3) 10 St Luke's Health System Ltd 0 Broadway Park Holdings LLC 4904 N Mountainside Lane Boise ID 83702 823709613 Rental Real Estate ID N/A 1 0 Select Medical Network of Idaho Inc PO Box 1990 Boise ID 83701 810594024 Provider Network ID N/A C 0 St Luke's Health Plan Inc 800 E Park Blvd Boise ID 83712 874765682 Health Insurance Provider ID N/A C 0 Sequoyah Assurance Ltd PO 1051 Grand Cayman CJ KY1-1102 981631863 Captive Insurance CJ N/A C 0 Anderson Plaza Medical Building Inc 190 E Bannock St Boise ID 83702 820448741 Medical Offices ID N/A C 0 St Luke's Office Plaza 190 E Bannock St Boise ID 83702 820389626 Medical Offices ID N/A C 0 St Luke's Elmore Medical Building Inc 190 E Bannock St Boise ID 83702 813992116 Medical Offices ID N/A C 0 Kekoa Grove Inc 3363 N Lakeharbor Lane Boise Boise ID 83703 842591044 Real Estate ID N/A C 0 0 1 1 0 0 0 0 0 0 0 0 0 1 0 1 1 0 0 0 St Luke's Health Foundation Ltd B 969189 Subsidy to SLHF St Luke's Health Foundation Ltd C 1017402 Donations Specified for SLMVRMC