2021-05-07T15:40:14-05:00 2020-06-30 KPMG LLP 8350 Broad Street Suite 900 McLean VA 22102 990 2019-07-01 520491660 Harbor Hospital Inc % JOEL BRYAN HARB 4107726721 3001 South Hanover Street Baltimore MD 212251233 JOEL BRYAN VP/TREASURER 4107726721 2021-05-05 true JG WHITE P01498698 7032868000 2021-05-02 2019 2022-09-23 18:48:47Z MEDSTAR HARBOR HOSPITAL JILL DONALDSON 3001 SOUTH HANOVER STREET BALTIMORE MD 21225 194703768 false X www.medstarharbor.org X 1903 MD HARBOR HOSPITAL IS COMMITTED TO QUALITY, CARING, AND SERVICE FOR OUR PATIENTS AND OUR COMMUNITIES. 13 9 1284 25 916341 0 2727717 15197072 182011247 173470466 112696 60423 6735481 5975807 191587141 194703768 45391 57893 0 0 102514207 105660333 0 0 0 87710001 85156447 190269599 190874673 1317542 3829095 75877242 82942236 35215033 60111992 40662209 22830244 X As a proud member of MedStar Health, MedStar Harbor Hospital's (MedStar Harbor) mission is to provide quality, caring and service for our patients and our communities. MedStar Harbor is located just south of Baltimore's Inner Harbor, in Baltimore City. It is an acute care hospital offering clinical services in internal medicine, surgery, cardiology, obstetrics and gynecology, oncology, orthopedics, PEDIATRICS, AND BEHAVIORAL HEALTH. In fiscal year 2020, MedStar Harbor had approximately 7,935 inpatient admissions and approximately 128,856 outpatient visits including 39,301 emergency visits. false false 132523861 57893 165669395 MedStar Harbor's largest program is access to and the provision of acute hospital services to the communities of southern Baltimore City, southwestern Baltimore County and northern Anne Arundel County, Maryland and the surrounding areas. In addition to the program service expenses listed above, MedStar Harbor incurred $35.7M of management and general expenses in providing services to its communities. Collaboration with the National Institute on Aging (one of the National Institutes of Health) makes MedStar Harbor the home of the Baltimore Longitudinal Study on Aging, the nation's longest running study of aging and conditions affecting the elderly. MedStar Harbor Hospital achieved the Joint Commission's Gold Seal of Approval for recertification in the Spine Surgery Program and Heart Failure Program. MedStar Harbor Hospital is certified in Primary Care Stroke Care. MedStar Harbor Hospital received the Nurses Improving Care for Health-system Elders (NICHE) Senior Friendly Award, the leading nurse driven program designed to help hospitals and healthcare organizations improve the care of older adults. MedStar Harbor Hospital achieved Silver Plus recognition in the American Heart Association's Get with the Guidelines-Stroke program. Baltimore magazine again recognized MedStar Harbor physicians as "the best of the best" in its annual "Top Doctors" issue. MedStar Harbor Hospital holds the "Partner for Change" award bestowed by Practice Greenhealth. MedStar Harbor Hospital has achieved member status for the Maryland Green Registry. As one of the largest healthcare systems in Maryland and the Washington, D.C., region, MedStar Health and its affiliated entities cared for one in four COVID-19 patients in the region since March 2020. Operating as One MedStar and aligning with guidance from the Centers for Disease Control and Prevention (CDC) and local Departments of Health, MedStar Healths COVID-19 preparations and response were guided by two critical drivers: providing a safe care environment for patients and associates and ensuring operational continuity to fulfill our core mission of caring for our communities. These efforts included adding hospital beds in preparation for patient surges; balancing hospital admissions by using urgent care sites as frontline providers and facilitating telehealth interactions for virtual care and referrals; utilizing home health services to transition care from inpatient settings, ambulatory facilities, and a convention center field hospital; and standing up more than 40 COVID-19 testing locations. Underlying these actions is MedStar Healths commitment to the highest levels of quality and safety, reflected by the systemwide implementation of universal face masking for patients and associates, and acquisition of Personal Protective Equipment at usage levels 10 times normal use. 16652797 7801071 MedStar Harbor provided $16.7M in subsidized (mission driven) health services in fiscal year 2020. These critical services, which are driven by community needs, operate at a loss. They address priorities primarily through disease prevention and improvement of health status. Services provided include hospitalists, women's and children's services, behavioral health, palliative care, and surgical physician assistants. 6002171 MedStar Harbor provided $6.0M in health professions education in fiscal year 2020. This category includes training in graduate medical education, and education for physicians, medical students, nurses, and other health professions. 155178829 true true false false false false false false false false true false false false true true false true false false false false false false false false true true true true true false false false false false false false false false false false false true true true true false false true 0 0 true 1284 true true true false false false false false false false false false false false X 13 9 false false false false true true true true true false false true true true true true true true true false MD X JOEL BRYAN 4107726721 10980 GRANTCHESTER WAY COLUMBIA MD 21044 X KENNETH A SAMET DIRECTOR 1.0 39.0 X 0 7598800 90696 LEIGH ANN CURL MD Physician 40.0 0.0 X 1400764 0 34713 Stuart Levine MD PRESIDENT (UNTIL 4/20) 40.0 0.0 X X 920276 0 43814 JOHN CARBONE MD PHYSICIAN 40.0 0.0 X 716279 0 39663 CHUKA JENKINS MD PHYSICIAN 40.0 0.0 X 505079 0 39414 Robert Lally TREASURER 20.0 20.0 X 220901 220901 60761 WAEL BITAR MD Physician 40.0 0.0 X 461892 0 34275 David Ghadisha MD Physician 40.0 0.0 X 459121 0 34207 Robert Yacynych MD Director 40.0 0.0 X 384879 0 34267 Jill Donaldson PRESIDENT (AS OF 4/20) 40.0 0.0 X X 322237 0 37712 JILL JOHNSON VP OF OPERATIONS (UNTIL 4/20) 40.0 0.0 X 302538 0 36290 KEITH SHINER SECRETARY 1.0 39.0 X 0 272163 34169 CARLOS D ZIGEL MD DIRECTOR 40.0 0.0 X 256884 0 29677 COURTNEY B WILSON Director 1.0 0.0 X 0 0 0 DAWN M GRETZ MD DIRECTOR 1.0 0.0 X 0 0 0 TIMOTHY R BARNHILL DIRECTOR 1.0 0.0 X 0 0 0 THOMAS A GEDDES DIRECTOR 1.0 0.0 X 0 0 0 SEN WILLIAM FERGUSON IV DIRECTOR (UNTIL 12/19) 1.0 0.0 X 0 0 0 Ericka B Brockman Director 1.0 0.0 X 0 0 0 James H Fields Director 1.0 0.0 X 0 0 0 Swata J GANDHI Director 1.0 0.0 X 0 0 0 Fateh Hraky MD Director 1.0 0.0 X 0 0 0 Rebecca S Zukowski PHD Director (UNTIL 12/19) 1.0 0.0 X 0 0 0 Vincent Connelly Director 1.0 0.0 X 0 0 0 5950850 8091864 549658 134 false true false SODEXO INC AFFILIATES 9801 Washingtonian Blvd GAITHERSBURG MD 20878 Food&Facilities Mgt 1847089 AMN HEALTHCARE INC 2735 COLLECTION CENTER DR CHICAGO IL 60693 Staffing services 754501 PULMONARY CRITICAL CARE PO BOX 79733 OWINGS MILLS MD 211173292 MEDICAL SERVICES 547500 TOTAL RENAL CARE INC 5615 OLD NATIONAL HWY ATLANTA GA 30349 Medical services 424539 ASBESTOS SPECIALISTS INC 7585 Washington Blvd 104 ELKRIDGE MD 21075 Industrial services 414152 27 12241366 2955706 15197072 NET PATIENT SERVICE REVENUE 621400 169902123 169902123 PHARMACY INCOME 900099 3568343 3568343 173470466 23846 23846 0 0 2906131 2906131 0 2906131 2906131 36577 36577 36577 36577 0 0 0 0 0 0 0 0 0 OPERATING EXPENSE RECOVERY 900099 1907675 1907675 OUTSIDE LAB REVENUE 621500 916341 916341 REBATE INCOME 900099 332144 332144 -86484 -86484 3069676 194703768 173470466 916341 5119889 10150 10150 47743 47743 0 0 2619856 2423376 196480 0 86199660 79715208 6484452 1103027 1030286 72741 10146368 9411868 734500 5591422 5055566 535856 23688979 19514 23669465 60988 60988 0 0 0 0 15163176 14809583 353593 111183 19541 91642 858661 1186486 -327825 -1881 -1881 0 305824 1260640 -954816 142823 109699 33124 0 43220 36914 6306 1518264 1518264 0 8046150 8046150 4799186 4622848 176338 MEDICAL/SURGICAL SUPPLIES 14593498 14639517 -46019 IMPLANTS/PROSTHESES 1193079 1192935 144 MAINTENANCE 3136467 3151709 -15242 UTILITIES 3628900 3326916 301984 7867930 3543916 4324014 190874673 155178829 35695844 0 2299 2765 0 0 525130 301368 19688059 22385968 0 0 0 0 0 0 2261390 2517882 262981 268737 225243289 170368492 48991942 54874797 0 0 1153133 1331851 0 0 0 0 2992308 1258868 75877242 82942236 12930998 12138725 0 0 2365465 674867 0 0 0 0 0 0 0 0 0 0 19918570 47298400 35215033 60111992 X 39190754 21277682 1471455 1552562 40662209 22830244 75877242 82942236 X 3829095 -23223 -21637837 X false true X true false X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED 3415538 3415538 82057175 60036572 22020603 984565 666158 318407 128724382 106761560 21962822 10061629 2904202 7157427 54874797 0 ADVANCES FROM THIRD PARTIES 29743478 ASBESTOS ABATEMENT LIABILITY 4924370 WORKER'S COMPENSATION 4534479 CREDIT BALANCES PATIENT A/R 1057277 STOCK OPTION PLAN 707796 OTHER SHORT TERM LIABILITIES 86089 OTHER LONG TERM LIABILITIES 6244911 47298400 X FIN 48 FOOTNOTE SCHEDULE D, PART X INCOME TAXES ARE ACCOUNTED FOR UNDER THE ASSET AND LIABILITY METHOD. DEFERRED TAX ASSETS AND LIABILITIES ARE RECOGNIZED FOR THE FUTURE TAX CONSEQUENCES ATTRIBUTABLE TO DIFFERENCES BETWEEN THE FINANCIAL STATEMENT CARRYING AMOUNTS OF EXISTING ASSETS AND LIABILITIES AND THEIR RESPECTIVE TAX BASES AND OPERATING LOSS AND TAX CREDIT CARRYFORWARDS. DEFERRED TAX ASSETS AND LIABILITIES ARE MEASURED USING ENACTED TAX RATES EXPECTED TO APPLY TO TAXABLE INCOME IN THE YEARS IN WHICH THOSE TEMPORARY DIFFERENCES ARE EXPECTED TO BE RECOVERED OR SETTLED. THE EFFECT ON DEFERRED TAX ASSETS AND LIABILITIES OF A CHANGE IN TAX RATES IS RECOGNIZED IN THE PERIOD THAT INCLUDES THE ENACTMENT DATE. ANY CHANGES TO THE VALUATION ALLOWANCE ON THE DEFERRED TAX ASSET ARE REFLECTED IN THE YEAR OF CHANGE. THE CORPORATION ACCOUNTS FOR UNCERTAIN TAX POSITIONS IN ACCORDANCE WITH THE FASB ACCOUNTING STANDARDS CODIFICATION (ASC) TOPIC 740, INCOME TAXES. THERE WAS NO LIABILITY RECORDED FOR UNCERTAIN TAX POSITIONS AS OF JUNE 30, 2020. true true X true X true X true true true false true true 3969236 3969236 0.02080 3969236 3969236 0.02080 4108646 1343037 2765609 0.01450 6002171 6002171 0.03140 16652797 7801071 8851726 0.04640 34587 34587 0.00020 26798201 9144108 17654093 0.09250 30767437 9144108 21623329 0.11330 20150 20150 0.00010 10334 10334 0.00010 7442 7442 15854 15854 0.00010 26386 26386 0.00010 3594 3594 83760 83760 0.00040 true 5863529 true true 1 1 HARBOR HOSPITAL INC 3001 SOUTH HANOVER STREET BALTIMORE MD 21225 X X X X HARBOR HOSPITAL INC 1 false false true X X X X X X X X X 17 true false false true X HTTP://WWW.MEDSTARHARBOR.ORG/ X true 17 true HTTP://WWW.MEDSTARHARBOR.ORG/ false true X 200. 400. X X X X X X true true X X X X true X HTTP://WWW.MEDSTARHARBOR.ORG/ X HTTP://WWW.MEDSTARHARBOR.ORG/ X HTTP://WWW.MEDSTARHARBOR.ORG X X X X X X true X false X X X X true X false false CHNA INPUT Part V, Section B, Line 5 Hospital Lead Role Description The Community Health Needs Assessment (CHNA) Hospital Lead serves as the coordinator of all aspects of the community health assessment process. He/she helps establish and coordinate the activities of the Advisory Task Force. The Lead also helps produce the hospital's Community Health Needs Assessment and Implementation Strategy. He/she works collaboratively with representatives from the Corporate Community Health Department and Georgetown University. The Lead also works closely with the writer. He/she reviews all narratives prior to publication. Name of Hospital Lead: RYAN MORAN Executive Sponsor Role Description The Executive Sponsor serves as the conduit between the Advisory Task Force and the Senior Management Team. The sponsor is an active participant of the Advisory Task Force and he/she communicates the hospital's clinical strengths and program priorities to diverse audiences. Name of Executive Sponsor: Jill Johnson AND STUART LEVINE, MD Advisory Task Force Role Description The Advisory Task Force (ATF) reviews primary/secondary data and local/state/federal community health goals. Based on findings, the ATF provides input into the hospital's three-year implementation strategy. As ambassadors for the CHNA process, the ATF members support efforts to optimize community participation. Note: The ATF should be a combination of community representatives and staff. Community representatives should makeup at least 50% of total participants. NAME TITLE/AFFILIATION WITH NAME OF ORGANIZATION Andrea Mayer Community Partner Concerned Citizens of Brooklyn Anta Kah, NP Primary Care Center MHH AZ Snyder Director, Office of AA County Health Dept Assessment and Planning Brad Rogers Executive Director, South Baltimore Gateway Community Partner Partnership Cara Miller RN Emergency Department MHH Carlos Zigel, MD Board Member MHH David Hager, MD Emergency Department MHH Deborah Green Community Partner Cherry Hill/CHDC Elias Shaya, MD Behavioral Health MHH Eric Jackson Community Partner Black Yield Institute Faith Cunningham Community Partner Cherry Hill/CHDC Fer Eren, MD Physician Advisor MHH George Buntin Community Partner Friendship Academy at Cherry Hill Greg Sileo Assistant Commissioner of Baltimore City Health Chronic Disease Prevention Dept. Jan Eveland Steering Committee Greater Baybrook Alliance Jill Johnson Executive Sponsor MHH VP Ops Management, Internal Steering Committee Joan Dolina Community Partner United Way of Central Maryland Kelly Oglesbee Community School Ben Franklin Center for Coordinator, Community Community Schools Partner Kerunne Cardiology MHH Ketlegetwe, MD Kimberly Mays Community Partner American Heart Association Leah Nugent Community Partner Chesapeake Conservation Corps Luis Rivera- Diabetes MHH Ramirez, MD Meleny Thomas Manager, Community Partner Rediscovery Me ClubHouse Meredith Chaiken Executive Director Greater Baybrook Alliance Michael Dorsey FQHC Family Health Centers of Baltimore Michael Executive Director Cherry Hill Development Middleton Community Partner Corporation Miriam Alvarex Outreach Coordinator, Behavioral Health System- Community Partner Baltimore Natalie McCabe Manager, Community Partner Cherry Hill Community Action Center Sara Roberson Outreach Coordinator, Pauls Place Community Partner Steve Sobelman Community Partner Community Mental Health Stuart Levine, Executive Sponsor MHH M.D. President and Chief Medical Officer Timothy Saunders Manager MFSMC/MHH Case Management Wael Bitar, MD Womens Health MHH IMPLEMENTATION STRATEGIES Part V, Section B, Line 11 The implementation strategies serve as a roadmap for how community benefit resources will be allocated and deployed. MedStar's hospitals will be able to measure our contribution to improving the health of underserved and vulnerable populations in the regions we serve. Three-year implementation strategies with measurable objectives were developed for each hospital's community benefit service area - a specific community or target population of focus. Priorities were based on community need as determined by quantitative data and community input, as well as on hospital expertise, resources, strengths of existing programming and partnerships, and alignment with national, state, and local health goals. The MedStar Health Corporate Community Health Department will provide system-wide coordination and oversight of community benefit programming. HOSPITAL ADVISORY TASK FORCES CONVENE AT LEAST ANNUALLY TO MONITOR PROGRESS OF STRATEGY EXECUTION AND TO PROVIDE ONGOING RECOMMENDATIONS RELATED TO OUTCOMES ACHIEVEMENT, PROGRAM DEVELOPMENT, PARTNERSHIP APPROACHES, AND OVERALL IMPLEMENTATION IMPROVEMENT. FOR SIGNIFICANT NEEDS IDENTIFIED IN THE CHNA THAT THE HOSPITAL HAS NOT PRIORITIZED AS FOCUS AREAS THROUGH ITS IMPLEMENTATION STRATEGY, THESE NEEDS WILL BE ADDRESSED BY COLLABORATING WITH OTHER LEADING ORGANIZATIONS, AND BY TAKING A SUPPORTER ROLE ON IDENTIFIED NEEDS THAT ARE BEYOND THE SCOPE OF THE HOSPITALS STRENGTHS. CHARITY CARE AT COST PART I, LINE 7A MARYLAND'S REGULATORY SYSTEM CREATES A UNIQUE PROCESS FOR HOSPITAL PAYMENT THAT DIFFERS FROM THE REST OF THE NATION. THE HEALTH SERVICES COST REVIEW COMMISSION (HSCRC), DETERMINES PAYMENT THROUGH A RATE-SETTING PROCESS AND ALL PAYORS, INCLUDING GOVERNMENTAL PAYORS, PAY THE SAME AMOUNT FOR THE SAME SERVICES DELIVERED AT THE SAME HOSPITAL. MARYLAND'S UNIQUE ALL-PAYOR SYSTEM INCLUDES A METHOD FOR REFERENCING UNCOMPENSATED CARE IN EACH PAYORS' RATES, WHICH DOES NOT ENABLE MARYLAND HOSPITALS TO BREAKOUT ANY OFFSETTING REVENUE RELATED TO UNCOMPENSATED CARE. UNREIMBURSED MEDICAID PART III, LINES 2 & 4 MEDSTAR HEALTH AND ITS AFFILIATED ORGANIZATIONS REPORT BAD DEBT EXPENSE IN ACCORDANCE WITH ASU 2011-07, WHICH REQUIRES CERTAIN HEALTHCARE ENTITIES TO CHANGE THE PRESENTATION OF THEIR STATEMENT OF OPERATIONS BY RECLASSIFYING THE PROVISION FOR BAD DEBTS ASSOCIATED WITH PATIENT SERVICE REVENUE FROM AN OPERATING EXPENSE TO A DEDUCTION FROM PATIENT SERVICE REVENUE (NET OF CONTRACTUAL ALLOWANCES AND DISCOUNTS). HOWEVER, MEDSTAR AND ITS AFFILIATED ENTITIES DO NOT MAKE A DETERMINATION AS TO WHETHER SELF PAY AMOUNTS ARE COLLECTIBLE IN DETERMINING REVENUE RECOGNITION. RESERVE MODELS, WHICH HAVE BEEN DEVELOPED BASED ON HISTORICAL COLLECTION RESULTS AND WHICH ARE ADJUSTED PERIODICALLY BASED ON ACTUAL COLLECTIONS EXPERIENCE, ARE USED TO ESTIMATE UNCOLLECTIBLE AMOUNTS ACROSS ALL PAYORS INCLUDING SELF PAY. BAD DEBT DETERMINATIONS ARE MADE ONLY AFTER SUFFICIENT EVIDENCE IS OBTAINED TO SUPPORT THAT AN AMOUNT IS NOT COLLECTIBLE. BAD DEBT PART III, LINES 2 & 4 MEDSTAR HEALTH AND ITS AFFILIATED ORGANIZATIONS REPORT BAD DEBT EXPENSE IN ACCORDANCE WITH ASU 2011-07, WHICH REQUIRES CERTAIN HEALTHCARE ENTITIES TO CHANGE THE PRESENTATION OF THEIR STATEMENT OF OPERATIONS BY RECLASSIFYING THE PROVISION FOR BAD DEBTS ASSOCIATED WITH PATIENT SERVICE REVENUE FROM AN OPERATING EXPENSE TO A DEDUCTION FROM PATIENT SERVICE REVENUE (NET OF CONTRACTUAL ALLOWANCES AND DISCOUNTS). HOWEVER, MEDSTAR AND ITS AFFILIATED ENTITIES DO NOT MAKE A DETERMINATION AS TO WHETHER SELF PAY AMOUNTS ARE COLLECTIBLE IN DETERMINING REVENUE RECOGNITION. RESERVE MODELS, WHICH HAVE BEEN DEVELOPED BASED ON HISTORICAL COLLECTION RESULTS AND WHICH ARE ADJUSTED PERIODICALLY BASED ON ACTUAL COLLECTIONS EXPERIENCE, ARE USED TO ESTIMATE UNCOLLECTIBLE AMOUNTS ACROSS ALL PAYORS INCLUDING SELF PAY. BAD DEBT DETERMINATIONS ARE MADE ONLY AFTER SUFFICIENT EVIDENCE IS OBTAINED TO SUPPORT THAT AN AMOUNT IS NOT COLLECTIBLE. MEDICARE PART III, LINE 8 MARYLAND'S REGULATORY SYSTEM CREATES A UNIQUE PROCESS FOR HOSPITAL PAYMENT THAT DIFFERS FROM THE REST OF THE NATION. THE HEALTH SERVICES COST REVIEW COMMISSION (HSCRC) DETERMINES PAYMENT THROUGH A RATE-SETTING PROCESS AND ALL PAYORS, INCLUDING GOVERNMENTAL PAYORS, PAY THE SAME AMOUNT FOR THE SAME SERVICES DELIVERED AT THE SAME HOSPITAL. MARYLAND'S UNIQUE ALL-PAYOR SYSTEM INCLUDES A METHOD FOR REFERENCING UNCOMPENSATED CARE IN EACH PAYORS' RATES, WHICH DOES NOT ENABLE MARYLAND HOSPITALS TO BREAKOUT ANY OFFSETTING REVENUE RELATED TO UNCOMPENSATED CARE. AS SUCH, THE NET EFFECT FOR MEDICARE EXPENSES AND REVENUES IN MARYLAND IS ZERO. PART III, LINE 9B IF IT IS DETERMINED THAT A PATIENT MAY POTENTIALLY QUALIFY FOR A CHARITABLE/FINANCIAL PROGRAM, A HOLD IS PLACED ON THE ACCOUNT TO PREVENT IT FROM BEING REPORTED AS BAD DEBT UNTIL PROGRAM APPROVALS HAVE BEEN OBTAINED. IF IT IS APPROVED, THE ACCOUNT IS DOCUMENTED AND THE NECESSARY ADJUSTMENTS ARE MADE TO CLOSE THE ACCOUNT. NEEDS ASSESSMENT PART VI, LINE 2 In FY18, MedStar Harbor Hospital conducted a Community Health Needs Assessment (CHNA) in accordance with the guidelines established by the Patient Protection and Affordable Care Act and the Internal Revenue Service. The hospitals FY18 CHNA and three-year Implementation Strategies were endorsed by MedStar Harbor Hospitals Board of Directors and approved by the MedStar Health Board of Directors. The document became available on the hospitals website on June 30, 2018. During FY19, key revisions were made across MedStar Health to more effectively impact the communities served throughout Maryland and Washington, DC. Several internal meetings were convened with leadership from each MedStar Health Hospital to review current practices and strategies. As a result of these meetings, the approach to the current CHNA for the remainder of the three-year cycle (FY19-FY21) was revised. A key revision to the CHNA is a greater focus on hospital area strategies that are most appropriate for the local communities served. The number of strategies each hospital is accountable for executing was reduced to encourage more meaningful reach within key areas contrasted with broader reach with reduced impact. Using the standard categories, Health and Wellness, Access to Care and Social Determinants of Health to determine what to prioritize for the CHNA IRS requirements, each hospital agreed to select two to three strategies as priorities that have size and scale impact and measurable outcomes. All other programming was integrated as part of the hospitals overall community health portfolio. These additional programs were captured in the inventory for the whole picture of contributing to the health of the communities served as well as sorted for what counts as community benefit for regulatory reporting The hospitals Community Benefit Service Area (CBSA) remains the same, based on the Advisory Task Force (ATF) recommendation. The hospital identified Southern Baltimore City and Northern Anne Arundel County as its CBSA, which includes all residents living in ZIP code 21225. The hospital selected this geographic area based on hospital utilization data and secondary public health data as well as its proximity to the hospital. The ATF included a diverse group of individuals, including hospital leaders, grassroots activists, community residents, faith-based leaders, hospital representatives, public health leaders and other stakeholder organizations, such as representatives from local health departments. MedStar Harbor Hospitals health priorities for the CBSA include health and wellness (chronic disease prevention and management, behavioral health) and social determinants of health (social needs screenings, Baltimore JOBS). As a proud member of MedStar Health, representatives from MedStar Harbor Hospital routinely participate in the MedStar Health community health workgroup. The workgroup is comprised of community health professionals who represent all ten MedStar hospitals. The team analyzes local and regional community health data, establishes system-wide community health programming performance and evaluation measures and shares best practices. PATIENT EDUCATION OF ELIGIBILITY FOR ASSISTANCE PART VI, LINE 3 As one of the regions leading not-for-profit healthcare systems, MedStar Health is committed to ensuring that uninsured patients; underinsured patients meeting medical hardship criteria; and patients determined eligible for presumptive eligibility within the communities we serve who lack financial resources have access to emergency and medically necessary hospital services. MedStar hospitals and hospital based-physician practices will: . Treat all patients equitably, with dignity, respect, and compassion. . Serve the emergency health care needs of everyone who presents to our MedStar hospitals and hospital-based physician practices regardless of a patient's ability to pay for care. . Assist those patients who are admitted through our admission process for non-urgent, medically necessary care who cannot pay for the care they receive. . Balance needed financial assistance for some patients with broader fiscal responsibilities in order to keep its hospitals' doors open for all who may need care in the community. In meeting its commitments, MedStar hospitals and hospital-based physician practices will work with their uninsured patients seeking emergency and medically necessary care to gain an understanding of each patients financial resources. Based on this information and eligibility determination, MedStar hospitals and hospital-based physician practices will provide financial assistance to uninsured patients who reside within the communities we serve in one or more of the following ways: . Assist with enrollment in publicly-funded entitlement programs (e.g., Medicaid). . Refer patients to State or Federal Insurance Exchange Navigator resources. . Assist with consideration of funding that may be available from other charitable organizations. . Provide financial assistance according to applicable policy guidelines . Provide financial assistance for payment of MedStar hospital and hospital-based physician practice charges using a sliding-scale based on the patients household income and financial resources. . Offer periodic payment plans to assist patients with financing their healthcare services. MedStar Health will widely publicize the MedStar Financial Assistance Policy by: . Providing access to the MedStar Financial Assistance Policy, Financial Assistance Applications, and MedStar Patient Information Sheet on all hospital websites and patient portals. . Providing hard copies of the MedStar Financial Assistance Policy, MedStar Uniform Financial Assistance Application, and MedStar Patient Information Sheet to patients upon request. . Providing hard copies of the MedStar Financial Assistance Policy, MedStar Uniform Financial Assistance Application, and MedStar Patient Information Sheet to patients upon request by mail and without charge. . Providing notification and information about the MedStar Financial Assistance Policy by: . Offering copies as part of all registration or discharges processes, and answering questions on how to apply for assistance. . Providing written notices on billing statements. . Displaying MedStar Financial Assistance Policy information at all hospital registration points. . Translating the MedStar Financial Assistance Policy, MedStar Uniform Financial Assistance Application, and the Medstar Patient Information Sheet into primary languages of all significant populations with Limited English Proficiency. . MedStar Health will provide public notices yearly in local newspapers serving all hospital target populations. MedStar Health provides a financial assistance probable and likely eligibility determination to the patient within two business days from receipt of the initial financial assistance application. Final eligibility determinations are made and communicated to the patient based on receipt and review of a completed application. MedStar Health believes that its patients have personal responsibilities related to the financial aspects of their healthcare needs. Financial assistance and periodic payment plans available under this policy will not be available to those patients who fail to fulfill their responsibilities. For purposes of this policy, patient responsibilities include: . Comply with providing the necessary financial disclosure forms to evaluate their eligibility for publicly-funded healthcare programs, charity care programs, and other forms of financial assistance. These disclosure forms must be completed accurately, truthfully, and timely to allow MedStar Healths facilities to properly counsel patients concerning the availability of financial assistance. . Working with MedStar hospital Patient Advocates and Patient Financial Services staff to ensure there is a complete understanding of the patients financial situation and constraints. . Making applicable payments for services in a timely fashion, including any payments made pursuant to deferred and periodic payment schedules. . Providing updated financial information to MedStar hospital Patient Advocates or Customer Service Representatives on a timely basis as the patients financial circumstances may change. . It is a patients responsibility, during their 12-month eligibility period, to notify MedStar Health of their existing household eligibility for free care, reduced cost-care, and/or eligibility under medical hardship provisions for medical necessary care received during the 12-month eligibility period. . In the event a patient fails to meet these responsibilities, MedStar reserves the right to pursue additional billing and collection efforts. In the event of non-payment billing, and collection efforts are defined in the MedStar Billing and Collection Policy. A free copy is available on all hospital websites and patient portals via the following URL: www.medstarhealth.org/FinancialAssistance , or by call customer service at 1-800-280-9006. Uninsured patients of MedStar Healths facilities may be eligible for full financial assistance or partial sliding-scale financial assistance under this policy. The Patient Advocate and Patient Financial Services staff will determine eligibility for full financial assistance and partial sliding-scale financial assistance based on review of income for the patient and their family (household), other financial resources available to the patients family, family size, and the extent of the medical costs to be incurred by the patient. COMMUNITY INFORMATION PART VI, LINE 4 Geographic: MedStar Harbor Hospitals CBSA includes all residents of ZIP code 21225, the hospitals home ZIP code. The CBSA spans southern Baltimore City and northern Anne Arundel County, and includes four neighborhoods: Brooklyn, Brooklyn Park, Cherry Hill and Curtis Bay. Demographics: Cherry Hill is historically a Black/African American neighborhood, with roots going back to the 17th century. After World War II, more than 600 housing units were built there by the United States War Housing Administration, specifically for African American war workers. Shortly after the war, these units were made into low-income housing. Additional low-income housing units have been added throughout the years, making Cherry Hill one of the largest housing projects east of Chicago. 90.3% of Cherry Hill residents are Black/African American. 60.3% of Cherry Hill residents age 25 years and older have a high school education or less. The median household income for Cherry Hill in is $22,659, compared to $37,992 for the entire CBSA and approximately 57.2% of Cherry Hill families live in poverty. According to the Cherry Hill Health Profile, the life expectancy at birth of a Cherry Hill resident is 69.5, compared to 73.6 in Baltimore City. The age-adjusted all-cause mortality rate per 10,000 in Cherry Hill is 124.6; the all-cause mortality rate in Baltimore City is 99.5. The other neighborhoods central to community health needs assessment include those of Brooklyn and Curtis Bay. 48.4% of residents in these areas are White, 37.7% are Black/African American, and 11.3% Hispanic/Latino. 70.5% of Brooklyn and Curtis Bay Residents age 25 years and older have a high school education or less. The median household income for Brooklyn and Curtis Bay is $35,862, compared to $41,819 for the entire CBSA and approximately 39.5% of Brooklyn and Curtis Bay families live in poverty. According to the Brooklyn and Curtis Bay Health Profile, the life expectancy at birth of a Brooklyn and Curtis Bay resident is 69.7, compared to 73.6 in Baltimore City. The age-adjusted all-cause mortality rate per 10,000 in Brooklyn and Curtis Bay is 125.1; the all-cause mortality rate per 10,000 in Baltimore City is 99.5. High rates of type 2 diabetes and heart disease, including stroke, occur in these communities. For a variety of reasons, including the high poverty rate and low rate of health insurance coverage, many residents often use the MedStar Harbor Hospital emergency department for primary care services. In terms of health care in these communities, they are supported by Family Health Centers of Baltimore, which is a Federally Qualified Health Center (FQHC) providing health care services on a sliding fee scale. In addition,Baltimore city-wide, and various mobile services-such as a needle exchange program, violence prevention, maternal and infant nursing, lead poisoning and abatement programs and others-in the South Baltimore area. Despite the convenient neighborhood location of a FQHC, many residents do not utilize a primary care physician. Typically, a chronic condition, such as diabetes or heart disease, presents severe enough symptoms to warrant a trip to the emergency department. In many cases, several co-morbidities are found to be present at this time. Without primary care follow-up, however, these conditions usually cannot be addressed fully in the time allotted for the emergent issue. In other cases, patients may have symptoms of a much less serious illness-a simple cold, for example-but,since they do not have a primary health care provider, they also visit the emergency department for these ailments. As a result, many of their most basic health needs often are not met. PROMOTION OF COMMUNITY HEALTH PART VI, LINE 5 As a community partner, MedStar Harbor Hospital engages in several community benefit activities to improve and promote the health and wellbeing of the community. Priority areas, as determined by the 2018 CHNA, fall under three areas of focus including health and wellness, access to care, and social determinants of health. Programs include (but are not limited to): Access to Care The priority area is addressing access to behavioral health services, including mental health and substance use treatment. Patients are screened for substance use in the emergency department through the Screening, Brief Intervention, and Referral to Treatment (SBIRT) program. In FY20, MedStar Harbor Hospital expanded its SBIRT program to inpatient labor and delivery, as well as 4 outpatient OB/GYN clinics associated with the hospital. As an additional effort to expand access to behavioral health resources, in partnership with community organizations such as Baltimore City Health Department, Mosaic Community Services and National Alliance on Mental Illness -Baltimore (NAMI), the hospital offers no cost education courses on mental health awareness and naloxone administration. MedStar Harbor Hospitals community health team spent FY20 planning for the launch of a new mobile van service, which will provide primary care services. Targeting vulnerable populations, the mobile van planning will allow care to be provided to insured, uninsured, underinsured, and undocumented residents within the community. The van will begin offering services in FY21. MedStar Harbor Hospital also addresses access to care by helping to reduce the financial burden for patients and their families. Patient Financial Services provides financial assistance to uninsured patients who reside within the community by assisting with enrollment in publicly funded entitlement programs, referring patients to State or Federal Insurance Exchange navigator resources and assisting with consideration of funding that may be available from other charitable organizations. Health and Wellness MedStar Harbor Hospital addresses health and wellness by offering a variety of programs and resources that seek to address chronic disease prevention and management. MedStar Harbor Hospital serves as a hub to screen individuals for breast, cervical and colon cancer. at MedStar Harbor Hospital. A unique aspect of this program is that it provides screening to individuals without insurance and/or documentation. As a result, more than 50% of people served are Hispanic/Latino. MedStar Harbor Hospitals community-based education courses are offered to support healthy lifestyle changes for community members. Programs include the Centers for Disease Control led Diabetes Prevention Program, diabetes self-management education, and Smoking Cessation. Additionally, the hospital actively participates in providing health education at events across its CBSA. Social Determinants of Health MedStar Harbor Hospitals other priority is addressing the social determinants of health of the community. Community residents surrounding the hospital have been trained and hired as either a community health advocate or peer recovery coach as part of the Population Health Workforce Development program. These positions serve to empower individuals and their families into better economic conditions. As part of their responsibilities, the community health advocate roles conduct social needs screenings. Social needs screenings are provided to screen for food and housing insecurity, and barriers related to transportation, employment, and utilities. Identified needs are addressed by connecting the participant to social services and other resources in the community. Of the patients screened, 67% reported food insecurity; 46% reported transportation barriers; 11% reported the need for employment assistance. 14% did not have a steady place to live or were worried about losing their home. 80% reported having financial strain. MedStar Harbor Hospital partners with Uber Health to promote access to care for vulnerable populations. Through this partnership, rides are provided to patients and/or families with financial need. The transportation assistance enables patients to attend necessary appointments with their health care providers. Further, MedStar Harbor Hospital addresses food insecurity by enrolling patients into a food prescription delivery program through its partner Hungry Harvest. This temporary source of food assistance allows community health advocates to address a long-term strategy for food access (e.g. Meals on Wheels, etc.). MedStar Harbor Hospital also provides pathways for healthcare careers for the youth in its surrounding community. Rx for Success provides robust student internship experiences for high-risk youth. This eight-week summer internship connects the course curriculum with tangible onsite experience. This allows students to demonstrate skill development and experience working in the medical field. Disaster Readiness The hospital strengthened the community health resilience by improving the ability of the community to withstand and recover from coronavirus, a public health emergency that surfaced in March 2020. Leadership participated in community-wide task forces and staff implemented programs associated with addressing health needs arising from coronavirus. AFFILIATED HEALTH CARE SYSTEM PART VI, LINE 6 As a proud member of MedStar Health, MedStar Harbor Hospital can expand its capacity to meet the needs of the community by partnering with other MedStar hospitals and associated entities. MedStar Health resources assist the hospital in community health planning to meet the needs of the uninsured and other vulnerable populations. Through its community health function, MedStar Health provides MedStar Harbor Hospital with technical support to enhance community health programming and evaluation. MedStars corporate philanthropy department identifies and seeks public and private funding sources to ensure the availability of high-quality health services, regardless of ability to pay. STATE FILING OF COMMUNITY BENEFIT REPORT PART VI, LINE 7 The community benefit report for MedStar Harbor Hospital is filed in the state of Maryland. true Baltimore City Foundation Inc 7 E Redwood Street Baltimore MD 21202 521212473 501(c)(3) 10150 Homeless Services 1 0 SCHOLARSHIPS 23 47743 SCHEDULE I, PART I, LINE 2 Each year, the organization awards scholarships to qualified individuals wishing to seek an education or degree in the healthcare field. Clinical and medical staff, nurses and physicians are essential to the Hospitals goal to provide high quality patient care. Scholarships are awarded on the basis of financial need, academic achievement, and the goal of pursuing a healthcare career. X X X X X X false false false false false false false false false KENNETH A SAMET DIRECTOR 0 1965427 0 5633373 0 0 0 54494 0 36202 0 7689496 0 0 CARLOS D ZIGEL MD DIRECTOR 246884 0 10000 0 0 0 9796 0 19881 0 286561 0 0 0 JOHN CARBONE MD PHYSICIAN 716279 0 0 0 0 0 13559 0 26104 0 755942 0 0 0 CHUKA JENKINS MD PHYSICIAN 492645 0 12434 0 0 0 13447 0 25967 0 544493 0 0 0 KEITH SHINER SECRETARY 0 215508 0 56655 0 0 0 8400 0 25769 0 306332 0 0 JILL JOHNSON VP OF OPERATIONS (UNTIL 4/20) 216948 0 85590 0 0 0 8400 0 27890 0 338828 0 0 0 Robert Lally TREASURER 157315 157314 63586 63587 0 0 17288 17288 13092 13093 251281 251282 0 0 Stuart Levine MD PRESIDENT (UNTIL 4/20) 496902 0 423374 0 0 0 8400 0 35414 0 964090 0 0 0 Jill Donaldson PRESIDENT (AS OF 4/20) 257439 0 64798 0 0 0 15813 0 21899 0 359949 0 0 0 Robert Yacynych MD Director 358120 0 26759 0 0 0 8400 0 25867 0 419146 0 0 0 WAEL BITAR MD Physician 371891 0 90001 0 0 0 8400 0 25875 0 496167 0 0 0 David Ghadisha MD Physician 459121 0 0 0 0 0 8400 0 25807 0 493328 0 0 0 LEIGH ANN CURL MD Physician 1174353 0 226411 0 0 0 8400 0 26313 0 1435477 0 0 0 SCHEDULE J, PART III MR. SAMET'S COMPENSATION IN PART II, COLUMN (B) INCLUDES $2,636,097, REPRESENTING BENEFITS RECEIVED FROM EXECUTIVE RETIREMENT PLANS THAT ARE COMPRISED OF TARGET BENEFITS DETERMINED ANNUALLY BASED ON COMPENSATION AND YEARS OF SERVICE AND LONG-TERM RETENTION ARRANGEMENTS. Stuart Levine's compensation is for services provided as President to both MedStar Franklin Square Medical Center and MedStar Harbor Hospital. Robert Lally's compensation is for services provided as CFO to both MedStar Franklin Square and MedStar Harbor Hospital. Keith Shiner's compensation is for services provided as Attorney to both MedStar Franklin Square Medical Center and MedStar Harbor Hospital. ORGANIZATION MEMBERS PART VI, LINE 6 THE ORGANIZATION IS AN AFFILIATE AND SUBSIDIARY OF MEDSTAR HEALTH, INC., A TAX-EXEMPT MARYLAND NON-STOCK CORPORATION. MEDSTAR HEALTH, INC., OR ONE OF ITS AFFILIATES AND SUBSIDIARIES, IS THE SOLE MEMBER OF THE ORGANIZATION. DESCRIPTION OF MEMBERS PART VI, LINE 7A AS AN AFFILIATE AND SUBSIDIARY OF MEDSTAR HEALTH, INC., A TAX-EXEMPT MARYLAND NON-STOCK CORPORATION, THE ORGANIZATION MAY RECOMMEND PERSON(S) FOR MEMBERSHIP ON THE ORGANIZATION'S GOVERNING BODY. ANY SUCH RECOMMENDATION BY THE ORGANIZATION IS SUBJECT TO APPROVAL BY THE GOVERNANCE COMMITTEE OF THE BOARD OF DIRECTORS OF MEDSTAR HEALTH, INC. THE BOARD OF MEDSTAR HEALTH, INC. HAS DELEGATED CERTAIN APPROVAL AUTHORITY TO THE GOVERNANCE COMMITTEE AND THE PRESIDENT & CEO OF MEDSTAR HEALTH, INC. DESCRIPTION OF DECISIONS OF GOVERNING BODY PART VI, LINE 7B AS AN AFFILIATE AND SUBSIDIARY OF MEDSTAR HEALTH, INC., A TAX-EXEMPT MARYLAND NON-STOCK CORPORATION, THE BYLAWS OF THE ORGANIZATION ARE SUBJECT TO CERTAIN RESERVED POWERS, WHICH PROVIDE THAT THE SOLE MEMBER OF THE ORGANIZATION MUST APPROVE CERTAIN DECISIONS, INCLUDING BUT NOT LIMITED TO MATTERS CONCERNING THE SALE OR PURCHASE OF REAL OR PERSONAL PROPERTY, CAPITAL BUDGETS, STRATEGIC PLANNING, INVESTMENTS, AND CORPORATE GOVERNANCE. PROCESS FOR REVIEWING FORM 990 PART VI, LINE 11B THE PROCESS FOR REVIEWING THE FORM 990 INCLUDED EDUCATION AND TRANSPARENCY. SENIOR FINANCIAL EXECUTIVES, WORKING WITH INDEPENDENT OUTSIDE EXPERTS, THOROUGHLY REVIEWED FORM 990 AND ACCOMPANYING INSTRUCTIONS. IN ADDITION, SENIOR EXECUTIVES REVIEWED THE RELEVANT SECTIONS OF THE FORM 990 WITH THE FOLLOWING COMMITTEES OF THE ORGANIZATION'S GOVERNING BODY: FINANCE, AUDIT, GOVERNANCE, STRATEGIC PLANNING, AND EXECUTIVE COMPENSATION. FOLLOWING THESE MEETINGS, THE GOVERNING BODY WAS PROVIDED A COPY OF THE FORM 990 IN ITS FINAL FORM AND GIVEN AN OPPORTUNITY TO PROVIDE ANY INPUT OR COMMENTS RELATING TO THE FORM 990 PRIOR TO ITS FILING. CONFLICT OF INTEREST POLICY ENFORCEMENT PART VI, LINE 12C APPOINTMENT OF BOARDS OF DIRECTORS MEDSTAR HEALTH (AND ITS SUBSIDIARIES) REQUIRE ALL NOMINATED DIRECTORS, PRIOR TO THEIR APPOINTMENT OR ELECTION, TO DISCLOSE THE EXISTENCE OF (OR POTENTIAL EXISTENCE OF) ANY TRANSACTION WITH MEDSTAR THAT WOULD RESULT IN A CONFLICT OF INTEREST. SUCH DISCLOSURES (IF ANY) ARE REVIEWED BY THE GOVERNANCE COMMITTEE OF THE MEDSTAR HEALTH BOARD OF DIRECTORS WHICH DETERMINES HOW THE MATTER SHOULD BE RESOLVED. ANNUAL DISCLOSURES - ALL OFFICERS, DIRECTORS, AND SENIOR MANAGERS ALL OFFICERS, DIRECTORS AND SENIOR MANAGERS ARE REQUIRED, NOT LESS THAN ANNUALLY, TO COMPLETE A SURVEY OF QUESTIONS CONCERNING ANY TRANSACTIONS OR RELATIONSHIPS WHICH WOULD OR COULD REPRESENT A CONFLICT OF INTEREST. SUCH DISCLOSURES (IF ANY) RELATED TO DIRECTORS ARE REVIEWED BY THE GOVERNANCE COMMITTEE OF THE MEDSTAR HEALTH BOARD OF DIRECTORS WHICH DETERMINES HOW THE MATTER SHOULD BE RESOLVED. SUCH DISCLOSURES (IF ANY) RELATED TO OFFICERS AND SENIOR MANAGERS ARE REVIEWED BY AN APPROPRIATE EXECUTIVE WHO DETERMINES HOW THE MATTER SHOULD BE RESOLVED. IN ADDITION, OFFICERS AND DIRECTORS OF MARYLAND HOSPITALS AND NURSING CENTERS ARE REQUIRED TO ANNUALLY DISCLOSE ADDITIONAL INFORMATION RELATING TO POTENTIAL CONFLICTS OF INTEREST AND SUCH DISCLOSURES ARE REPORTED TO THE MARYLAND HEALTH SERVICES COST REVIEW COMMISSION (HSCRC). DESCRIPTION OF EXECUTIVE COMPENSATION PROCESS PART VI, LINE 15 THE EXECUTIVE COMPENSATION COMMITTEE OF THE BOARD OF DIRECTORS OF MEDSTAR HEALTH, INC. (THE "COMMITTEE") HAS OVERSIGHT OVER THE EXECUTIVE COMPENSATION PROGRAM (THE "PROGRAM") OF MEDSTAR HEALTH, INC. AND ITS AFFILIATES. TOTAL COMPENSATION FOR THE TOP MANAGEMENT OFFICIALS, OFFICERS AND KEY EMPLOYEES OF MEDSTAR HEALTH, INC. AND ITS AFFILIATES ARE REVIEWED AND APPROVED BY THE COMMITTEE WITH ASSISTANCE AND GUIDANCE FROM AN INDEPENDENT THIRD PARTY ADVISOR. THE MEMBERS OF THE COMMITTEE ARE INDEPENDENT FROM ALL OF THE PARTICIPANTS IN THE PROGRAM. THE MAIN OBJECTIVE OF THE PROGRAM IS TO PROVIDE MARKET COMPETITIVE TOTAL COMPENSATION THAT IS INTERNALLY EQUITABLE AND HAS A STRONG PAY-FOR-PERFORMANCE LINKAGE. PERFORMANCE IS EVALUATED AT THE SYSTEM, OPERATING UNIT, AND INDIVIDUAL LEVELS. THE OVERALL TOTAL COMPENSATION PHILOSOPHY IS MANAGED AT THE 75TH PERCENTILE OF THE COMPETITIVE MARKET FOR COMPARABLE SIZE (NET REVENUE) AND TYPE (TAX-EXEMPT HEALTHCARE ORGANIZATIONS). WHERE APPROPRIATE, ADDITIONAL INDUSTRY DATA IS CONSIDERED (GENERAL BUSINESS AND/OR TAXABLE HEALTHCARE) FOR SELECTED POSITIONS THAT CAN BE RECRUITED FROM OR POTENTIALLY LOST TO THESE INDUSTRIES (E.G., INFORMATION TECHNOLOGY, FINANCE, ETC.). THE COMMITTEE HAS ENGAGED ERNST & YOUNG LLP ("E&Y") TO SERVE AS AN ADVISOR ON THE REASONABLENESS AND COMPETITIVENESS OF THE PROGRAM. IN DETERMINING REASONABLENESS AND COMPETITIVENESS, E&Y REVIEWS MARKET PRACTICES AND TRENDS, AND MAKES RECOMMENDATIONS RELATED TO THE PROGRAM. E&Y UTILIZES INFORMATION FROM CUSTOM SURVEYS, NATIONAL COMPENSATION SURVEYS, PROPRIETARY DATABASES, AND CLIENT EXPERIENCES TO DETERMINE ITS FINAL RECOMMENDATIONS. E&Y PRESENTS THEIR FINDINGS AND RECOMMENDATIONS TO THE COMMITTEE. THE COMMITTEE MAKES THE FINAL DECISIONS ON ALL OF THE COMPENSATION DETERMINATIONS OF THE PROGRAM. ALL DECISIONS MADE BY THE COMMITTEE ARE CONTEMPORANEOUSLY DOCUMENTED. FINANCIAL STATEMENT AVAILABILITY PART VI, LINE 19 MEDSTAR HEALTH POSTS ITS ANNUAL FINANCIAL AUDIT AND QUARTERLY FINANCIAL REPORTS TO THE ELECTRONIC MUNICIPAL MARKET ACCESS (EMMA) SYSTEM. THE ORGANIZATION ALSO E-MAILS ITS ANNUAL AND QUARTERLY DISCLOSURES TO HOLDERS OF THE COMPANY'S PUBLICLY TRADED DEBT. THE COMPANY'S GOVERNANCE DOCUMENTS AND CONFLICTS OF INTEREST POLICIES ARE AVAILABLE UPON REQUEST THROUGH ITS CORPORATE (OR AS APPLICABLE ENTITY) PUBLIC INFORMATION OFFICES. 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