Our lead chaplain for Eskenazi Health, uh Diane Shercliffe is going to uh lead us in an opening prayer.

Hi everybody.

Um, have any of you ever done one of those um well the one we went to was called Painting with a Twist, where you go in and they tell you how to make a painting.

I had not until Saturday night.

And my husband and I went with some some friends of ours, and we were making a we were making art, and there up on the screen there was a the ideal of what it was supposed to look like.

It does not.

Um separate canvases that came together to make one picture.

One side was blue and one side was orangey pink, and then there was a heart in the middle.

Nice thing for a couple to do, right?

Um now something to know is my husband cannot use his dominant hand right now, so I cleared this with him, and he knew he would be using his non-dominant hand.

We got the same exact instructions, the same amount of time, and laughed just as much and talked just as much.

But our paintings look very different.

Mine is smooth lines and small details.

His looks more kind of like a van goggle with the big brush strokes and the bold colors, and yet both of us are following the same directions, operating under the same parameters, and when we put that heart together, it lines up perfectly, and the painting still looks like one beautiful picture.

If you look at them separately, they look very, very different.

But I was thinking about that this morning, and I realized I think the reason I love that so much is because we do that every day.

But we bring our own talents, we bring our own perspectives, our backgrounds, our opinions, our viewpoints, and we do our jobs just a little bit different from everybody else that's doing them.

But the picture that comes out in the end is gorgeous, and I have to say, sometimes in a context that is not.

So I just want us to think about how as you sit around these tables today, you are bringing all of your different talents and your different perspectives and your different um viewpoints and responsibilities, even to work together and to come up with that beautiful picture without losing the individuality that's sitting here.

So if we could just take a minute to reflect on that just a moment of silence, that would be great.

So that we can work best together to make that beautiful picture.

Help us to listen to seek different viewpoints, and to make wise decisions, decisions that impact our patients, our community, and our staff.

Thank you, Diane.

All right, the uh uh the uh I'll do a uh call to order uh and uh uh vice chairperson drummer, uh trustee Du Set Present Um Trustee Dr.

Fish Trusty Hannafi, President, Trusty Horn, President, Trustee O'Brien, and Trusty Lazard is present.

All right, our our uh first item on uh the agenda item is uh after the roll call is the uh uh consent agenda which consists of the uh February uh uh 17 2026 uh board minutes, then memorandum of executive session from the the same date.

Uh the uh uh our our report from the CFO and interim treasurer of the February 2026 cash disbursements, clinical privilege forms, uh including uh emergency medicine, uh emergency medicine associate, emergency uh medicine, uh OBGYN, pediatrics, uh uh an associate physical medicine rehabilitation and and radiation oncology.

Uh also medical staff appointments, reappointments, changes to privileges, staff uh policies number 700-11, uh 700 117, uh 700 125, uh 700 126.

Is there a motion to approve the consented it's been moved?

Is there a second?

Sorry, moved by uh trustee uh vice chairperson drummer and seconded by uh trustee O'Brien.

Uh all in favor, I'll do a roll call vote.

Uh uh Vice Chairperson uh Drummer.

All right, uh Trustee Du Set.

Yes, Trustee Dr.

Fish.

Aye, Trustee Hannafi.

Yes, Trustee Horn, yes, trustee O'Brien, yes, and trustee Lazard vote.

Yes.

Uh motion passes 70.

Uh that uh brings us uh uh to our report uh section.

There are no other uh resolutions uh or other uh things to to vote on at the current meeting.

Uh and I'll turn it over to our uh CEO and uh uh president of the Health and Hospital Corporation, uh Paul Badcock.

Thank you, Mr.

Chair, uh members of the board.

Just have a few updates.

As you recall in our last uh February meeting, I indicated that the legislative session was nearing an end and that we would provide a update to you in March about some of the things that have impacted us.

So there's just three things I want to bring forward.

One, there's some changes to the 340B program that we're gonna work through together, Eskenazi and uh headquarters trying to see the impact on the budget, as well as some challenges with the state directed payment program and seeing where that ends up at the end of the year.

So we'll keep you updated on those.

And then third and finally, there was uh the syringe exchange program, which this board has to approve, and then this uh city county council has to approve, had some changes to it, and additionally um the surge of change program is up for renewal, and so we'll be bringing a resolution to the board uh in the next month or two and then taking it to the city county council uh for continued approval.

I think it's Dr.

King can attest, the program's been wildly successful.

So I just want to put that on your radar so you know that it's coming forward and happy to answer any questions about it.

Uh second, uh as we talked about last month, we're kicking off the strategic plan at a broader town hall implementation.

That was a very successful event.

I want to thank everyone who came and participated.

And additionally, let the board know that you'll be receiving uh today, actually in 22 minutes, um the copy of the video.

Um it'll be emailed to you so you can take a look at it.

And as always, if you have questions, please feel free to reach out.

Uh third, just want to give you a heads up that we will be uh issuing an RFP for a CMC for the renovation of the first floor of the fifth third building.

Uh this came about because of the Bellflower move to the new lab, so that space is open, and so collectively decided to redo the first floor.

So that way you'll know one when it hits the street if anyone has any questions, but two.

Um if there's construction, now you'll know why there might be some inconvenience for you.

But that'll include the Bellflower space, um, the fitness facility, occupational health, uh, HR, as well as the empty fifth-third building, and this will be in conjunction uh with the Starbucks renovation.

Uh fourth, the um long-term care negotiations with Omega are going well, as well as the um addition of those properties to our portfolio.

You were all at the long-term care meeting, so you heard me say that already, but I wanted to just put it out there in the public record.

And then finally, as a happy St.

Patrick's Day slash 317 day.

Uh my general counsel asked me to let everyone know that on April 1st they will be receiving their statements of economic interest and their conflicts of interest forms from compliance.

And as you all know, uh Miss O'Connor, she is very diligent.

So the sooner you fill those out once you receive them, the better for all of us.

Um so with that, if you have any questions and board, they're happy to answer them.

Um if not I turn it back to over to you, Mr.

Chair.

Are there any uh questions for our presidency uh does not appear to be any?

Thank you for covering that information, sir.

I'm gonna turn it over to uh our uh interim treasurer and uh CFO uh James Simpson for uh an update on some numbers.

Thank you, Chairman Lazard.

Uh so this month I'm gonna cover the budget basis revenue and expenditure report through February of 2026.

And uh through February, the general fund is reporting a decrease in fund balance of 9.8 million.

This position is on target with the annual budget that was approved with the 25 million dollar deficit.

Um at the April meeting, we will add projections through the end of the year to this uh financial statement.

The financial highlights through February include the following.

Um we have added seasonality to the uh the public health revenues as well as the expenditure categories for supplies and other services and charges.

That was based on past comments from Chairman Lazard.

I know um the public the health department, the first couple months they get a lot of their uh permit fees um collected in January and February, and so I know in prior years we've had that comment come up multiple times.

You know, why did we not account the budget for some seasonality?

So on the public health revenue for the first two months, we included in the budget 30% of the revenue, and then on those two supply categories, looking back at the last three years, we've put those at 25% budget because in supplies and then contractual services, we slot it we see a lot of annual purchase orders go in in January and February.

So we've kind of built that into this this forecasting now.

So I wanted to point those out so you won't if you look back at a prior year report, you'll wonder why the public health revenues aren't quite as high against budget, and that's that's why in 2026.

Um then also grant revenues are currently unfavorable to budget, but they are equal to the actual grant expenditures through February.

Personal services are favorable to budget, but we expect this position to move closer to budget, as we had market adjustments, and we're we're completing market adjustments in March that are based on third-party review and HR input, and then also our merit increases are scheduled to occur in April.

Uh capital outlays are favorable to budget, but we expect spend to increase in the coming months, and we'll reflect this next month on our year-end projections.

Then all support and transfers are approximately at budget except for the Eskenazi and IUMS operating capital transfers, and that is due to one part of that component now is the capital support, and that's based on as the hospital com um commits capital projects.

So through February, we have funded all their requests, and the the capital part of that 50 million is 7.8 million that we funded through February.

I mean, as as the hospital requests additional capital funding, we will we'll pay those out monthly.

But it's not a 11th every month, so that'll will fluctuate a little bit.

So if there's any questions, I'll answer those now.

If not, I have one other um report to comment on a reporting item.

Okay, thank you.

So the the other item I have is a certificate of good standing.

And so this is a requirement on the leases for the hospital complex.

It it relates to the 2025 Series D bonds, which is the refunding of the the 20th uh 2010 B2 bonds that were capital leases that we refunded in uh 2025, and then also the 2023 Series A bonds.

Uh, this is an annual form that is required for the outstanding Eskenazi Health Complex Finance Purchase Obligations, also known as capital leases, under our trust agreement with the Indianapolis Marion County Building Authority, as well as the the Bank of New York Mellon.

Uh, this form is presented strictly for transparency and requires no board action, but the certificate certifies it all taxes due have been paid, all insurance premiums required have been paid, and all reports filed and fees paid to maintain the Indianapolis Marion County Building Authority in good standing with the law.

And uh this is a certificate that we've completed annually since 2011.

So it just does require the the chair's signature and also our president CEO's signature as well.

That would conclude.

I can't add all the board members.

No.

Thank you.

Are there any other questions for uh Mr.

Simpson?

Thank you.

Hearing none, uh, we'll uh move to the uh Marion County Public Health Department and uh Dr.

Virginia Kane, our director and chief medical officer.

So thank you.

Uh thank you, Chair.

Um Lazar and the rest of the board members.

So something called purple air monitoring in response to citizens' concerns about the air quality and uh uh vicinity of the Riley Tar and Chemical Superfund site.

The Marion County Public Health Department has purchased what we call 10 purple air particulate monitors with funding from a CDC grant, monitorizing environmental public health tracking to advance an environmental health surveillances.

We have a super fund chemical site, people always concerned about cancer that may take place in that area.

So we need to monitor the particulate matter that's in that area, and if it gets to a certain level, then I do in the Annual Department of Environmental Management has to come in and make some adjustments.

So our epidemiology department conducted a health study of the area last year, and we did find some health disparities that could have been linked to the air quality.

We hope that by placing these real-time monitors in the area, residents will have a better understanding of the air quality in their neighborhoods to make informed decisions such as stand indoors if the air quality is poor.

Now, if the project is successful, we can scale it up to include more areas in the county.

Currently, we're testing the meters and developing a protocol for placing them in conjunction with the Indiana Department of Environmental Management, and we hope to start placing the monitors at the homes and businesses of our citizen volunteers.

The next thing I want to just kick off is that our community health assessment kickoff was wonderful.

We had our very first conversation with the community.

It was a packed venue.

Lots of questions in regard to doing a community improvement related to our five top priority areas identified in the community.

As some of you may remember number one, was mental health.

Thank you.

So our ability to get our patients into our hospital systems, our primary care clinics, and other services was number two.

Number three was the surprise, and this was related to social determinants of health, and this was safe and affordable housing.

It was the first time it's ever appeared in a community health assessment in the past.

Number four had to do with trauma and injury related to like homicides, uh domestic violence, and the fifth rounding all the top issues was material and chow health infantility.

So our next session is going to be at our 412 building located on our Marion County Public Health Association.

And it's being sponsored by the Oxford neighborhood, which is in that area from 6 to 8 on April to 6th.

We're inviting everybody to join us.

We're going to have at least a minimum of six probably listening sessions scattered all throughout Marion County for people to come in and share with us any strategies, solutions, or resources, or even partnership with us in that regard.

And my last thing I will mention is that we are hosting a black family wellness expo where uh with the Lynx Incorporated, uh the American Cancer Society, National Kidney Foundation, Moselle Sanders, Anthem, uh, where we'll be doing uh blood pressure screenings, dental screenings, health education materials at the Friendship Missionary Baptist Church, which is not that far from here on 4010 North Friendship Missionary Baptist Church.

Um it's going to be this Sunday coming up from 12 p.m.

to 4 p.m.

And that's all I have.

Thank you.

Thank you, Dr.

Kane.

Uh appreciate uh that are there any questions for Dr.

Kane.

Seeing none, uh, we'll turn it over to uh Dr.

Lisa Harris, who is our uh uh CEO and uh of the uh Eskenazi uh hospital.

Thank you.

I have uh I will be presenting on the summarizing the Eskenazi Health Committee, the quality committee, and then I had one item of interest just as a general Eskenazi Health uh report.

So starting with the Eskenazi Health Committee that was that met earlier today, we had updates uh from Dr.

Don Hout, who is the CEO of Eskenazi Health Center, uh, which is our uh primary care practice organized as uh a federally qualified health center, which is the largest FQHC in the state of Indiana.

As uh as an FQHC, our Eskenazi Health Center is part of the largest uh public uh primary care, I'm sorry, largest primary care network in the United States.

And it's the FQHC across uh the U.S.

is this is a vital part of the safety net, uh providing a critical access point for uh vulnerable and marginalized communities.

Uh of interest, the um the FQHCs have been demonstrated to provide better preventive care and better quality of care uh compared to private practices.

Our health center is uh organized, it's one name, but it's actually 10 sites and two mobile units, uh, one in connection with IEMS and one in connection with the Marion County Public Health Department, the latter of which provides uh services at uh the Barton uh public housing uh facility.

The our our um most recent addition to our network.

The way we decide where to put the next one of our sites is where the low-income vulnerable individuals reside.

So our our most recent uh site was constructed at 38th in Arlington, that is our grandy health center.

It follows the model of all the other uh uh primary care sites that deliver the full range of services and full integration with mental health, dental, uh physical therapy, uh pharmacy, dietitians, wellness, all those things.

And in addition, at the Grandy site, we also offer a diagnostic uh services, meaning uh not just blood tests but uh CAT scan, mammography, uh those kinds of diagnostic services.

An important part of the FQH model is all the wraparound services that are required to meet the needs of under-resourced uh individuals.

So there's five, you know we have financial counselors and interpreter services, a medical legal partnership, transportation services.

We deliver medications to many uh families, of course, a bevy of social workers, community health workers, doulas, peer recovery coaches.

This is the model.

And what distinguishes the uh FQHC model is that we get payment on a prospective payment uh system for the cost of providing uh all those services.

Uh HERSA is the federal agency that administers the uh FQHCs, and they provide uh recognition on an annual basis, and we were actually the first uh in the first cohort uh to receive their most recent designation, which is for high value care, which is about high quality at low cost, and uh that puts us in the top 10 percent across the country in that regard.

We also uh have uh achieved recognition for uh health information technology uh for quality and for uh the patient-centered medical home approach.

And the big deal now is that we are moving as part of a clinically integrated network of FQHCs across the state to really um uh fully realize the uh value-based payment model that recognizes our value-based um uh care model.

And so that's the um that's the up the uh upshot of uh Eskenazi Health Center.

Happy to take any questions here.

Are there any questions for Dr.

Harris?

I think next is next is Sandra Eskenazi uh Mental Health Center, Dr.

Ashley Overly, our the CEO of our CCBHC, which is the Sandra Eskenazi Mental Health Center, also provided an update of the Eskenazi Health Committee.

And interestingly, we provide as almost as many mental health visits as we do primary care visits.

Mental health care is a very big part uh of our model of care, recognizing there's no health without mental health uh first.

And these we are organized as a community certified community behavioral health clinic, which is a relatively newly defined federal model that I'll talk about in just a minute here.

We have six community-based sites.

Also provide a robust consult service for the rest of the hospital, residential facilities, and a very robust opioid uh treatment program.

A big part of all those services require a number of mental health providers, and that is a workforce that is in short supply and high demand.

So, as part of our model, we with philanthropic funding from John and Kathy Ackerman.

Uh we have developed the John and Kathy Ackerman Mental Health Professional Development Center, and that is serving as a vital pipeline of mental health professionals.

This is all this is all critically important because untreated mental illness costs the state of Indiana 4.2 billion dollars annually.

And despite uh the recognition of that, we have been operating in a fairly chaotic funding environment with uh recent threats to funding at both the federal and the state level, both of which were reversed uh and stabilized uh via advo advocacy on the part of many.

Um the the CCBH uh CCBHC model is an advancement over the old community mental health center model in many ways.

Um it is much more rigorous.

And so where well I guess the first thing is as opposed to the community mental health center where we were just seeing special specifically defined groups of individuals, serious mental illness, for example, CCBHCs are mandated to serve everyone, no matter what, um, consistent with our overall model of care.

There are requirements for evidence-based practice, evidence-based value metrics, and those those are all advancements over the uh CMHC model.

There's requirement for continuous quality improvement, uh mobile crisis team 24-7, peer recovery specialists.

A lot goes into this model.

It's very thoughtful.

And for those that have been more robust, Missouri is one example that has, I'm sorry, that has been in operation a little bit longer.

Uh, there's been a demonstrated 42.5% decrease in emergency department visits and 47% decrease in hospital utilization.

So you can see how that is beneficial not just to patients but also to overall uh cost of caring and care avoidance.

So that uh concludes my summary of the Sandra Eskenazi Mental Health Center.

I'm happy to take any questions.

Are there any questions?

And defer any I can't answer to Dr.

Over.

For either Dr.

Harris or Dr.

Overly on that.

All right.

The next we hit we also have the quality committee report this morning, and we had two uh reports uh to this committee, one uh from Amanda Riley, who is our sepsis quality improvement coordinator.

Uh sepsis is the number one cause of death in U.S.

uh hospitals.

It's very challenging to identify.

There's not one diagnostic test or one or a handful of symptoms that clearly define sepsis that's really a compilation of a number uh of processes.

It's an overwhelming response to infection that is the that is what leads to the mortality.

Every hour and delay in diagnosis increases the risk of death by four to nine percent.

Uh and sepsis is also a high uh high contributor to pay patients being readmitted to the hospital once discharged.

As we looked over our sepsis data, we were we saw that we had opportunity to improve our compliance with a known bundle of procedures that and interventions that are uh known to re reduce mortality uh from sepsis and also re reduce uh readmissions.

And the presentation was all about uh what we have put in place to do that.

We still uh compare well relative to local uh hospitals.

However, if we look across the country, we see there's an opportunity to improve.

Interestingly, 90% of our patients with sepsis at Escanazi Health present with sepsis, meaning they when they come to the when they present to the emergency group, they are already septic.

And when you realize that every hour and delay increases mortality, this is one of the things that makes us concerned and makes us uh very active in our advocacy work for adequate funding, adequate sources of of payment for patients to receive health care services because cutting Medicaid, uh reducing coverage for patients makes it the case that they are more likely to delay care and present at a stage of uh progression of their disease where our opportunity to be able to save them is not as high as if they were if as if they were you know uh would would come in earlier.

So this just points to why we're so concerned about making sure that we preserve uh funding and access to care for vulnerable populations.

The second uh report under the quality committee was related to also under the heading of value-based care and an example of patient-centered care described this patient care.

This is Jen Weatherspoon gave this report, and patient-centered care is basically a care that prioritizes every patient's unique needs, values, preferences, and all uh clinical decisions.

And the this approach improves patient engagement with their care, then of course adherence with medications, which is critical, um, and and uh uh ultimately improved patient experience and clinical outcomes.

So she just she talked about one way that we have embedded this patient-centered approach in colorectal cancer uh screening to good effect, and also how the screening that we do for social determinants of health across our uh system uh contributes to uh this focus on patient-centered care.

Questions on quality.

There don't occur to me.

Okay, I have just one more, and this really this all flows pretty well together.

So the only thing I wanted to talk about uh in general uh for the Eskenazi Health Committee report is uh to call attention to our uh the award that we received, our spiritual care team received for excellence in spiritual care.

And this is an award that's offered that's uh uh recognition by the health care chaplaincy network that recognizes health care organizations that meet high standards for providing comprehensive spiritual care, uh integrating chaplaincy service, improving patient outcomes, and using evidence-based practices.

So this says that everything we do within the health system has evidence behind it, and there are uh organizations holding us accountable for meeting those standards, and so uh we uh receive this award uh because our chaplaincy service is aligned with our mission and our strategic plan.

Um we have board certified chaplains, we screen for spiritual and religious concerns, just like we uh screen for everything else.

Uh we assign chaplaincy staff by particular service lines, so cardiology trauma, for example.

There are their protocol their uh protocol-based uh referrals in place.

We uh have a chaplain as part of our committee on workplace violence.

We also have uh chaplains involved in our ethics uh committee.

We have services that we offer not only to patients and their loved ones, but also to our staff.

So, for example, uh the longest night uh ceremony that we have or the service that we have every year at the winter solstice is for those who are grieving a loss uh during or experiencing loneliness during a holiday season.

And so we also have uh services that are part of uh reviewing working with staff after we've had difficult situations in the hospital, sentinel advance, for example, uh death of a colleague.

And so that's just a call out uh the spiritual care team, they they're always here at our board reports and they are an integral integral part of our health care um team uh with the same expectations for uh rigorous practice and and excellence in what they do.

That concludes.

That's all I have to say today.

Thank you, Doctor.

All those things.

Dr.

Do you have anything to add?

I sure do.

Yes, thank you.

So thank you, Dr.

Harris, first of all, for so kindly summarizing my presentation earlier today.

I figured this would be a good way to work in a double update for you today.

I I can share another new update for you.

Um, since Dr.

Harris already um summarized my presentation from the Eskenazi Health Committee, um, I thought I would update you on our work at the city's assessment and intervention center.

Um so the assessment and intervention center is a program that was established by city ordinance and has been operating since December of 2020 right next to the city's community justice campus in the Twin Air neighborhood.

The mission of the assessment and intervention center is to address mental health, addiction, homelessness, and other socioeconomic issues with the goal of reducing the risk that someone requires criminal justice or acute care interventions.

Um it is a collaboration between the city's Office of Public Health and Safety and Sandra Escenazzi Mental Health Center.

So it is funded by the city.

Um it has a community advisory board that is made up of people from criminal justice, um uh health care um and other community advisors, um, and it is managed and staffed by Sandra Eskenazzi Mental Health Center.

It is a program that is open 24-7, 365 days a year.

Um, it is a voluntary temporary shelter.

Um, it is primarily a linkage hub.

People can come and receive a mental health assessment.

Um, we will assess any person who presents, um, so it is very low barrier.

Um, there are no requirements for who can get referred or who is able to send a referral.

Um, and it provides temporary shelter and care coordination as we help people identify their goals and prioritize their goals and identify their next step in recovery.

Um we have on site um peer recovery coaches and care coordinators and nurses and paramedics, um, so we can do some medical monitoring of um substance withdrawal and help establish if someone needs a higher level of care.

Um we work very hard to involve a lot of community organizations.

So we have um people on site um from NAMI, from the Veterans Affairs, um, from other uh community recovery organizations that will meet with people and help get them connected to um resources across the community.

Um in the past five years, the AIC has assessed over 9,000 individuals.

Um the most common referral source is actually self-referral of people um walking in independently and requesting services and recognizing that they need help.

And out of those um people who have presented for services, um, over 40% of people who stay are actually successfully connected to a residential recovery setting.

Um so those are like 28-day um programs for substance use recovery, um which is a remarkable rate of success in getting people connected to that specific resource.

Um but other people are discharged, they might be discharged back to live with family or um other resources that are appropriate in the community.

Um so this resource is located at 2979 East Pleasant Run Parkway.

Um 247, people can call their phone number, which is 317-3278 seven three three if you are interested in uh referral, or you can simply present to the building and walk in 24-7.

Um the AIC is actually even also able to provide lift rides.

So if someone is located somewhere in the city and doesn't have a ride, you can actually call the number and the AIC will assist um in arranging a lift for transport.

Um and so this truly is a very um generous resource on the part of the city and um is doing I think some really great work in helping intervene earlier in people's um recovery journey and getting them connected to the right resource at the right time.

And so we feel very fortunate to partner with the city on that resource.

Um and so just wanted to provide that update to bring it to people's awareness and let people know that um this is something I think our city can be proud of and uh let people know how to utilize it.

Thank you, Dr.

Overly.

Are there any questions for Dr.

Oberly?

Hearing none uh that uh brings us to the uh the esteemed report of our uh uh uh Dr.

Uh Dan O'Donnell, our chief of uh IEMS.

Uh thank you very much, Mr.

Chair.

Good afternoon, everyone.

Uh a few things to report.

First, uh this past Friday, Indianapolis EMS held a community blood drive with versity at our headquarters.

It was spearheaded actually by members of our own blood activation team.

Some of you may or may not know.

We do have a group of paramedics who are equipped with blood and can do uh in-field blood transfusion.

So they actually the ones who led this drive and uh brought a total of 23 units of blood capable of saving up to 69 lives.

So again, that's quite successful, and I'm proud of our team for taking that step.

On February 27th, we uh held our latest swearing in ceremony for our latest recruit academy.

This included 16 new EMTs and paramedics who have completed the recruit academy and are currently serving in uh with IEMS ranks during their FTO phase.

To add to that, I'm actually excited, and I'm cautious to to say this out loud that our staffing is at the strongest levels that we've had since 2018.

Uh this is done from a lot of work with my team as well as support from a lot of people in this room.

So, again, this is very exciting.

Uh, but you try not to talk about a no-hitter when you're in the middle of it.

Um, we will still continue to put our foot on the gas for bringing in new EMTs and paramedics.

So we're rapidly building up our spots for our new civilian to EMT class.

As a reminder, this is a unique work and learn program where we hire people without any prior EMS experience and put them through an accelerated EMT class, uh, get their certification, and then move on to our recruit academy, and then they become full-time IMS members.

Uh to date, we've actually received over 230 applications.

Uh we're going to be interviewing after pre-screening about 60 candidates, and we'll offer about 20 to 25 positions.

So, again, those numbers continue to go up as we get the word of what IMS has to offer.

Uh, additionally, our partnership with Crosswalk Health, that's the nurse navigation line that we help bring and embed in the city's 911 service, has had uh increase the number of 911 referrals.

Again, we are targeting about three to five percent of calls could be sent over to the nurse navigation line.

Uh, and we are getting close to that.

Uh, there are some things that we need to do on the dispatch side to improve that referral network.

Additionally, we're looking to expand our mobile integrated health division, actually bringing in on another paramedic uh to become a mobile integrated health provider.

These are paramedics who are out doing proactive work, looking at individuals who may be high risk for recurrent ED visits, uh post-discharge planning, and other things.

So, again, we're looking forward to expanding our team.

And again, once again, IMS support our city and other public safety partners during the annual greening of the canal and St.

Patrick's State Parade, which was, in my opinion, too many days before St.

Patrick's.

I know Miss O'Connor agrees with that.

And finally, we are uh getting geared up uh to host the final four and all the activities that come with it at Lucas Oil Stadium the weekend of April 4th.

You may or may not know, not only is the men's uh final four occurring, but also division two and three, as well as NIT are also going to be held in one weekend, and IMS is looking to support and hopefully cheer on uh teens, potentially local or perhaps just north of our fair state.

Uh so again, that ends my report.

Oh, for those of you who didn't get that uh there's a little uh blue and gold over blue and maze over there.

Uh anyway, uh well thank you, Dr.

O'Donnell.

Are there any questions for Dr.

O'Donnell?

Hearing none, I'm gonna for our last uh division or group report, I'm gonna turn it over to uh Julie White, our vice president of uh long-term care division.

Thank you, Chairman Lazard and trustees of the board.

Earlier today during the long-term care committee, the long-term care division shared the following.

The quality review team completed 109 clinical and administrative and 128 additional environmental life safety and emergency preparedness visits in 2025.

350 of 371 residents and family interviewed, or 94 percent were satisfied with care.

HHC averaged 3.5 deficiencies per survey compared to state and national averages at 5.8 and 7.4 deficiencies respectively.

57 facilities achieved a three-star overall CMS five-star rating, and 23 facilities achieved a three-star or above for staffing with frontline staff turnover and area of opportunity for improvement.

And turnover of CNAs has decreased from 103 to 84 percent.

With a 2026 goal to reduce CNA turnover to 70 percent.

Mark Dice, ASC CFO presented the December 2025 financial report.

Gross operating income and net operating income exceeded budget for 2025.

Mindy Shapiro, Chief Compliance Officer, presented the ASC Quarter 4 compliance report.

ASC received over 1,500 compliance calls for 2025.

The two highest call categories were employees at 494 and families at 203.

Human resources outpace the types of cases at 574.

Steve Van Camp, ASC CEO, shared House Bill 1277, recently passed, and will restructur pathways for aging with long-term care residents reverting back to traditional Medicaid after a hundred-day stay.

Paul Babcock shared HHC is working with ASC for the acquisition of three additional facilities.

February long-term care updates include daily facility census, average 6,000 residents, of which over 4200 received Medicaid, with occupancy consistently at 77 to 78%.

West Bend, a facility in South Bend, Indiana transitioned to a new operator on March 1st.

CMS recently updated new 2026 incentives for Medicare reimbursement based on the following four quality measures.

Skilled nursing facility health care associated infections requiring hospitalization, total nursing staff turnover, and total nursing hours per resident day.

This concludes my report.

Any questions?

Any questions from Julie?

Is there any unfinished or new business to come before the board?

So before we wrap up, uh just uh uh I'd like to remind the board that at a very recent meeting we uh authorized a resolution to uh to institute the uh police force for Health and Hospital Corporation.

And I understand I had an update from the CEO that uh Dan Well Wilhelm and uh also Kelly Hayworth are doing a great job pulling that all together, getting people trained, additional training, getting everything put in place, and uh we just appreciate the job you all are doing.

Thank you.

And with that, uh our next meeting will be Tuesday, uh, April 20th, uh, 2026.

Then I'll ask for a motion to adjourn.

It's done.