2020-07-10T19:29:30-05:00 2019-06-30 KPMG LLP 8350 Broad Street Suite 900 McLean VA 22102 990 2018-07-01 522218584 THE MEDSTAR-GEORGETOWN MEDICAL CENTER INC % JOEL BRYAN MEDS 2027843000 HOSPITAL ADMIN 1 MAIN BLDG WASHINGTON DC 20007 JOEL BRYAN VP/Treasurer 4107726721 2020-07-10 true JG WHITE P01498698 7032868000 2020-06-15 199.206.0.5 54028020201925000033 2020-07-10 P 72167CFFD4ECB9A85063F95B5DCA990BC997CCBD EB2737A96B8F377BD085BED9F3BA68158C374A96 2018 2021-01-29 14:40:06Z MEDSTAR GEORGETOWN UNIVERSITY HOSP Michael Sachtleben HOSPITAL ADMIN 1 MAIN BLDG WASHINGTON DC 20007 1207867899 false X WWW.GEORGETOWNUNIVERSITYHOSPITAL.ORG X 2000 DC TO PROVIDE PHYSICAL AND SPIRITUAL COMFORT TO OUR PATIENTS AND THEIR FAMILIES IN THE JESUIT TRADITION OF CURA PERSONALIS, CARING FOR THE WHOLE PERSON. 23 17 6642 333 1116349 983415 9161283 9991045 1124493111 1162994267 923682 452595 33381961 34429634 1167960037 1207867541 0 0 0 0 578633712 574844259 0 0 10964 479168295 508239586 1057802007 1083083845 110158030 124783696 540970085 628101369 150844775 155426152 390125310 472675217 X AS A PROUD MEMBER OF MEDSTAR HEALTH, MEDSTAR GEORGETOWN UNIVERSITY HOSPITALS (MEDSTAR GEORGETOWN) MISSION IS TO PROVIDE PHYSICAL AND SPIRITUAL COMFORT TO OUR PATIENTS AND THEIR FAMILIES IN THE JESUIT TRADITION OF CURA PERSONALIS, CARING FOR THE WHOLE PERSON. MEDSTAR GEORGETOWN IS AN ACUTE CARE TEACHING AND RESEARCH HOSPITAL LOCATED IN northwest Washington, D.C. In fiscal year 2019, MedStar Georgetown had approximately 16,531 inpatient admissions and approximately 720,168 outpatient visits including approximately 31,981 emergency visits. false false 793839348 0 1137803354 MedStar Georgetown University Hospitals largest program is the provision of acute hospital services to the communities of the northwest Washington, D.C. and the surrounding areas. In addition to the program service expenses listed above, MedStar Georgetown incurred $233.0M of management and general expenses in providing services to its communities. MedStar Georgetowns centers of excellence include neurosciences, transplantation, cancer and gastroenterology. The hospital is one of a few centers in the world providing living-donor liver transplantation. MedStar Georgetown's neurosciences program is recognized as an Advanced Primary Stroke Center by The Joint Commission and is a National Parkinson Foundation Center of Excellence for Parkinsons disease and other movement disorders. MedStar Georgetown's Lombardi Comprehensive Cancer Center is one of only 41 centers in the U.S., and the only one designated as a Comprehensive Cancer Center by the National Cancer Institute in Washington, D.C. MedStar Georgetown was the first hospital in Washington, D.C. to attain Magnet Recognition by the American Nurses Credentialing Center (ANCC), and one of only 71 hospitals nationwide to achieve three magnet designations (2004, 2008, 2014). The hospital was the recipient of the 2013 Delmarva Foundation for Medical Cares Excellence Award for Quality Improvement in Hospitals. 69772011 0 24074575 MEDSTAR GEORGETOWN UNIVERSITY HOSPITAL PROVIDED $69.8M IN HEALTH PROFESSIONS EDUCATION IN FISCAL YEAR 2019. THIS CATEGORY INCLUDES TRAINING IN GRADUATE MEDICAL EDUCATION, AND EDUCATION FOR PHYSICIANS, MEDICAL STUDENTS, NURSES, AND OTHER HEALTH PROFESSIONS. 5834016 MEDSTAR GEORGETOWN UNIVERSITY HOSPITAL PROVIDED $5.8M IN CHARITY CARE SERVICES IN FISCAL YEAR 2019. CHARITY CARE IS PROVIDED PURSUANT TO MEDSTAR HEALTHS FINANCIAL ASSISTANCE POLICY TO MEMBERS OF THE COMMUNITY WHOSE INCOME IS BELOW CERTAIN THRESHOLDS AND FOR WHICH THE HOSPITAL IS NOT COMPENSATED. 869445375 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 false false true false false false false false false false true true false false false true true true true false false true 0 0 true 6642 true true true false false false false false false false false false false false X 23 17 false false false false true true true true true false false true true true true true true true true false DC X JOEL BRYAN 4107726721 10980 GRANTCHESTER WAY COLUMBIA MD 21044 X KENNETH A SAMET DIRECTOR 1.0 39.0 X 0 6910499 87839 NADIM HADDAD MD DIRECTOR 40.0 0.0 X 1486510 0 39694 CIRRELDA COOPER MD VICE CHAIR 40.0 0.0 X 468337 0 22353 WARREN E HALLE DIRECTOR 1.0 0.0 X 0 0 0 JEANNE REUSCH DIRECTOR 1.0 0.0 X 0 0 0 KENNETH A SHARIGIAN PHD DIRECTOR 1.0 0.0 X 0 0 0 JUDSON W STARR CHAIR 1.0 0.0 X 0 0 0 STEPHEN L URBANCZYK DIRECTOR 1.0 0.0 X 0 0 0 WENDELIN WHITE DIRECTOR 1.0 0.0 X 0 0 0 RICHARD H FRANK DIRECTOR 1.0 0.0 X 0 0 0 DALBERT B GINSBERG DIRECTOR 1.0 0.0 X 0 0 0 Hon Gilbert R Chagoury DIRECTOR 1.0 0.0 X 0 0 0 Matthew Cooper Director 40.0 0.0 X 688063 0 30242 MICHAEL C SACHTLEBEN PRESIDENT/DIRECTOR 40.0 0.0 X X 1283847 0 50749 EDWARD B HEALTON Director 1.0 0.0 X 0 0 0 Catherine Meloy DIRECTOR 1.0 0.0 X 0 0 0 Patricia Cloonan PHD director 1.0 0.0 X 0 0 0 Shawna Willey MD Director 40.0 0.0 X 460708 0 34771 Mary Beth Connell MD Director 1.0 0.0 X 0 0 0 John Delaney Director 1.0 0.0 X 0 0 0 Neil Kishter Director 1.0 0.0 X 0 0 0 Shelley Holt Director (As of 4/19) 1.0 0.0 X 0 0 0 Daniel P Sulmasy MD Director (As of 11/18) 1.0 0.0 X 0 0 0 Lee Bergman SECRETARY 1.0 39.0 X 0 250036 31009 Heather Nowakowski Assistant Secretary 40.0 0.0 X 110757 0 14710 David Ho Chief Financial Officer 40.0 0.0 X 433517 0 17766 Edward Aulisi MD Physician 40.0 0.0 X 3154509 0 30368 Alexandros Powers MD PHYSICIAN 40.0 0.0 X 1379103 0 30696 Thomas Fishbein MD DIVISION CHIEF 40.0 0.0 X 1681788 0 16540 EVAN ARGINTAR Dir of Sports Med Research 40.0 0.0 X 1419628 0 17759 Fred mo Orthopedic Surgeon 40.0 0.0 X 1429886 0 22576 RICHARD GOLDBERG MD FORMER PRESIDENT 0.0 40.0 X 0 1717290 40046 Oliver Johnson FORMER OFFICER 0.0 40.0 X 0 1375882 45038 KERRY RICHARD FORMER SECRETARY 0.0 40.0 X 0 543158 25080 13996653 10796865 557236 963 true true false AMN HEALTHCARE INC 2735 COLLECTION CENTER DR CHICAGO IL 60693 Staffing Services 15007747 HKS INC 107 GRAND ST 6 NEW YORK NY 10013 PROFESSIONAL SVCS 5704589 MORRISON MANAGEMENT SPECIALIST 4721 MORRISON DRIVE SUITE 300 MOBILE AL 36609 FOOD SERVICES 4742601 STANDARD PARKING CORP 201 EAST UNIVERSITY PKWY BALTIMORE MD 21218 Parking services 4588073 CERASOLI STAFFORD MEDIA MGMT 2251 San Diego Ave A-130 SAN DIEGO CA 92110 PROFESSIONAL SERVICE 2228091 74 2834665 7156380 826611 9991045 NET PATIENT SERVICE REVENUE 621400 1129512207 1128395869 1116338 TRAINING TUITION 900099 14306404 14306404 RESIDENT SERVICE REVENUE 900099 7202095 7202095 OTHER PHYSICIAN REVENUE 900099 8167324 8167324 PHARMACY REVENUE 900099 3790751 3790751 15486 15486 1162994267 283272 11 283261 0 0 583257 583257 0 583257 583257 169681 358 169681 -358 169323 169323 0 0 0 0 0 0 0 0 0 INTERCOMPANY SUBSIDY REVENUE 900099 26002264 26002264 REBATE INCOME 900099 1636881 1636881 PARKING INCOME 900099 1592826 1592826 4614406 4614406 33846377 1207867541 1161877929 1116349 34882218 0 0 0 0 0 5142022 4665929 476093 0 480253196 435900729 44352467 6864850 6282772 582078 48507899 43747564 4760335 34076292 30908804 3167488 85412728 85412728 91475 65778 25697 1640 1640 0 0 0 83870969 62225736 21645215 18 2398368 485098 1913270 6130922 8905242 -2774320 0 0 7837965 2543005 5294960 2382352 1864886 513862 3604 0 483801 393658 90143 6340025 6340025 0 36117218 16184435 19932783 11596097 11596097 MED/SURG SUPPLIES 153710127 154246553 -536426 IMPLANTS/PROSTHESES 46071264 46071264 MAINTENANCE 18806767 18642687 164080 UTILITIES 13081685 11627932 1453753 33906183 24681663 9217178 7342 1083083845 869445375 213627506 10964 7549074 7223889 0 0 0 0 186621223 218035423 0 0 0 0 38796 38796 13526672 17148101 6677706 10523113 672228424 387584912 230859556 284643512 0 0 16032853 19745015 0 0 70718228 70718228 8945977 25292 540970085 628101369 122779261 118539894 0 0 2812775 2357808 0 0 0 0 0 0 0 0 0 0 25252739 34528450 150844775 155426152 X 368362297 446748818 16873666 19961552 4889347 5964847 390125310 472675217 540970085 628101369 X 124783696 354234 -42588023 X false true X true false X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED true 191322785 116314141 75008644 2307024 1793094 513930 365972104 267655543 98316561 112626511 1822134 110804377 284643512 0 CREDIT BALANCES PATIENT AR 13700725 MEDICARE SETTLEMENTS 4197982 WORKERS COMPENSATION FUNDS 5879920 ASBESTOS ABATEMENT LIABILITY 1241704 OTHER LIABILITIES 1503441 PENDING PFS REFUNDS 8004678 34528450 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, 2019. true true X true X true X true true true false true true 5834016 0 5834016 0.00540 98517313 92950455 5566858 0.00510 3845128 3148250 696878 0.00060 108196457 96098705 12097752 0.01110 1176070 13100 1162970 0.00110 69772011 24074575 45697436 0.04220 42224 42224 70990305 24087675 46902630 0.04330 179186762 120186380 59000382 0.05440 26386 26386 52906 52906 79292 79292 true 32454872 187178031 212623892 -25445861 X true true 1 1 DBA GEORGETOWN UNIVERSITY HOSPITAL 3800 RESERVOIR ROAD NW WASHINGTON DC 20007 X X X X X X DBA GEORGETOWN UNIVERSITY HOSPITAL 1 false false true X X X X X X X X X 17 true false false true X WWW.MEDSTARGEORGETOWN.ORG X true 17 true WWW.MEDSTARGEORGETOWN.ORG false false true X 200. 400. X X X X X X true true X X X X true X WWW.MEDSTARGEORGETOWN.ORG X WWW.MEDSTARGEORGETOWN.ORG X WWW.MEDSTARGEORGETOWN.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 hospitals 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: Khaleelah Hardie 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 hospitals clinical strengths and program priorities to diverse audiences. Name of Executive Sponsor: Lisa Boyle, 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 hospitals 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/AFFLIATION WITH NAME OF ORGANIZATION Donna Arbogast VP, Public Affairs MWHC & Marketing Gregory Argyros,MD Executive Sponsor MWHC Chief Medical Officer & SVP, Medical Affairs C. Anneta Arno, Director, Office of DC DEPARTMENT OF PhD,MPH Health Equity HEALTH Lindsay Arrington Manager, Community Health MWHC Outreach Dianne Barnes Commissioner ANC Richard Benson, MD Associate Medical Director MWHC Stroke Center Lisa Boyle, MD Executive Sponsor MGUH Vice President, Medical Affairs Shirley DeWitt, RN RN Coordinator MWHC Geri Feaster-Bethea Community Member Israel Baptist Church Sara Field, LICSW Oncology Representation,MGUH MGUH Melissa Fries, MD Section Director, MWHC Obstetrics and Gynecology, Board Member Natalie Lima-Garcia,Outpatient Pediatrics MedStar Georgetown RNC, BSN, MPH Tenleytown Medical Group Brie Garner Cancer Patient Navigator Bread for the City Khaleelah Hardie Community Health Hospital MGUH Lead Beverly John Community Member The Talking Drum, Inc. Joan Joyce Community Health Hospital MNRN Lead, Director, Therapeutic Recreation & Community Outreach Michelle Magee, MD Director, MedStar Diabetes MGUH Institute Catherine Meloy MGUH Board Member, Goodwill of Greater President and CEO Washington Edward Morris, MD Physician, Cardiology MWHC Representation Joanne Odom, LICSW Program Administrator, MGUH Community Pediatrics, Primary Care Representation Sullivan Robinson Executive Director Leadership Council for Healthy Communities Michelle Roett, MD Professor and Chair, MGUH Department of Family Medicine Kassie Savoy Assistant Director, MWHC Physician Performance Improvement & Population Health Jennifer Sheehy Community Representative Community Member Jacqueline Watson, MNRN Board Member, DC Department of Health DO, MBA Chief of Staff, Office of the Director Deliya Wesley Health Equity Scientist MedStar Health Research Institute and MedStar Institute for Innovation Arthur West President, Medical MWHC & Dental Staff Curtis Whitehair, Executive Sponsor MNRN MD Interim Vice President, Medical Affairs 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. 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 THIS IS A COST-TO-CHARGE RATIO DETERMINED FROM OUR FINANCIAL REPORT. DEBT COLLECTION POLICY 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 Georgetown University Hospital (MGUH) 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 MGUHs 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 District of Columbia Wards 7 and 8 as its CBSA, which includes all residents living in ZIP codes 20011, 20019 and 20020. 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. MGUHs health priorities for the CBSA include health and wellness (community pediatric and family health and wellness), access to care (cancer screenings and linkage) and social determinants of health (Health Justice Alliance). As a proud member of MedStar Health, representatives from MGUH 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 and underinsured patients meeting medical hardship criteria within the communities we serve who lack financial resources have access to emergency and medically necessary hospital services. MedStar Health and its healthcare facilities will: * Treat all patients equitably, with dignity, respect, and compassion; * Serve the emergency health care needs of everyone who presents to our facilities 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 Healths facilities 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 Health facilities 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 facility 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. Each facility publicizes 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 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 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: * Complying 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 the facilitys 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 the facilitys Patient Advocates or Customer Service Representatives on a timely basis as the patients financial circumstances may change. * It is the responsibility of the patient to inform the MedStar hospital of their existing eligibility under a medical hardship during the 12-month 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 or by calling 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: MGUHs CBSA includes residents in Washington, DC ZIP codes 20011, 20019, and 20020, which fall in Wards 4, 5, 7 and 8. This geographic area was selected based on hospital utilization and secondary public health data with the goal of expanding services and programs to underinsured, uninsured, and low-income people. Demographics: According to the US Census Bureau, there are 337,140 residents in Wards 4, 5, 7 and 8 (Ward 4 86,723, Ward 5 88,730 residents, Ward 7 81,602, and Ward 8 80,085). Although the average life expectancy in Washington DC is 80.7 years, it varies by 17 years across the district, with the lowest years of expectancy found in wards 5 (75.8 years), 7 (71.7 years) and 8 (69 years). In fact, wards 5 through 8 have worse health outcomes compared to residents in other wards, as well as higher levels of poverty and unemployment. The leading causes of death in the district are heart disease (186.2 deaths), cancer (166.3 deaths), stroke (37.9 deaths) and diabetes (25.6 deaths). (Deaths per 100,000 residents) * Percentage of adults with Pre-diabetes: Ward 4 (9.6%), Ward 5 (12.6%), Ward 7 (13.5%), Ward 8 (20.4%) have the highest rates of pre-diabetes of the district. Compared to wards 1, 2 and 3 who have the lowest rates, all under 4.5%. * Percentage of adults who engaged in physical activity (in the last month): Ward 4 (74.1%), Ward 5 (73.2%), Ward 7 (63.1%) and Ward 8 (60.6%) have the lowest rates of activity, compared to wards 1, 2 and 3 who reported the highest rates of physical activity, all over 80%. * Percentage of adults who ate fruit two or more times per day (in the last month): Ward 4 (22.3%), Ward 5 (21.8%) and Ward 8 (19.7%) have the lowest fruit consumption, compared to wards 1, 2 and 3, who reported higher rates, of which Ward 3 reported the highest with 36.3% of adults consuming the recommended portion of fruit. According to the 2019 SocioNeeds Index, a measure of socioeconomic need correlated with poor health outcomes, the zip codes with the highest rates in Washington DC (0: low need; 100: high need) are in wards 5 (90.8), 7 (95) and 8 (97.3), which has the highest in the city. * Ward 5: 10.2% of families below poverty and 6.9% of families with children are below poverty. * Ward 7: 25.7% of families below poverty and 19.5% of families with children are below poverty. * Ward 8: 31.3% of families below poverty and 25.4% of families with children are below poverty. Wards 5, 7 and 8 also have the highest rates for infant mortality: 9.2, 9.3 and 14.6 deaths respectively. (per 100,000 births). Indicative of the large health disparities that exist across the district, the lowest rates of infant mortality found in wards 2 and 3 report only 2.2 and 2.3 deaths respectively. PROMOTION OF COMMUNITY HEALTH PART VI, LINE 5: As a community partner, MGUH engages in a number of community benefit activities to improve and promote the health and wellbeing of the community. Priority areas of focus, as determined by the 2018 CHNA, are: Health and Wellness, Access to Care and Social Determinants of Health. To address the first priority need, Health and Wellness, MGUH executed three programs through the Community Pediatric and Family Health & Wellness (CPFHW) initiative: The Kids Mobile Medical Clinic, The Mobile FITNESS Program and School Based Health Centers at two high school sites in wards 4 and 8. CPFHW delivered these evidence-based, outcome-focused chronic disease management and prevention programs in, or targeted individuals living in, MGUHs CBSA. In FY19, the Kids Mobile Medical Clinic completed 799 patient visits, serving 403 unique patients.. The Mobile FITNESS (Fun in Teaching Nutrition and Exercise to Successful Students) Program reached a total of 810 participants. Of those, 506 participated in fitness events and 598 patients were screened for BMI. The School Based Health Centers provided health services to 490 students attending DC Public High Schools to support a coordinated care model. To address the second priority need, Access to Care, MGUH partnered with District of Columbia Primary Care Association (DCPCA) to improve access to health services and reduce ED utilization among patients by increasing cancer screening rates for underserved patients in DC. Patients were screened for breast, colorectal and cervical cancer. In FY19, a total of 1,925 individuals were reached through cancer screenings and patient navigation services. Of those, 844 patients received colorectal screenings, 634 patients received cervical screenings and 1,081 patients received breast cancer screenings. Although patient screening is the primary focus, navigating patients through ongoing medical care is a key priority for improving overall health outcomes, so in addition to screening services, patients receive one-on-one support and navigation services from two full time cancer patient navigators funded by MedStar Georgetown. In addition to cancer screening and navigation services, MGUH strengthened an existing partnership with Uber Health to further address the Access to Care priority need. Through this partnership, MedStar Georgetown provided 2,342 rides in FY19 for patients and/or patient families demonstrating financial need. The transportation assistance provided, enabled patients to attend necessary appointments with their health care providers; appointments they otherwise would have missed due to lack of finances or safe and reliable methods of transportation to or from the hospital. To address the third priority need, Social Determinants of Health, MGUH partnered with Georgetown Universitys Health Justice Alliance to conduct social needs screenings and support linkages to social need services as part of care delivery and chronic-disease self-management through the Community Pediatric and Family Health & Wellness programming. The Health Justice Alliance is a medical-legal partnership following an inter-professional healthcare delivery model that embeds legal services in healthcare settings to help doctors and healthcare professionals address social determinants of health that contribute to poor health and health disparities. Lack of employment opportunities also arose as one of the priorities ultimately impacting health care access and outcomes for underserved members of the DC community. As part of MGUHs focus on Social Determinants of Health as a priority need for the CHNA, the hospital participated in the Rx for Success program, which prepares local underserved students for healthcare-related collegiate studies and careers through an established pipeline internship program. AFFILIATED HEALTH CARE SYSTEM PART VI, LINE 6 As a proud member of MedStar Health, MGUH is able to 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 MGUH 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 MGUH is filed in the state of Maryland. X X X X X X false false false false false false false false false RICHARD GOLDBERG MD FORMER PRESIDENT 0 696405 0 720885 0 300000 0 23472 0 16574 0 1757336 0 0 KENNETH A SAMET DIRECTOR 0 1887489 0 5002733 0 20277 0 52149 0 35690 0 6998338 0 0 NADIM HADDAD MD DIRECTOR 832857 0 427424 0 226229 0 17599 0 22095 0 1526204 0 0 0 CIRRELDA COOPER MD VICE CHAIR 399638 0 68699 0 0 0 21223 0 1130 0 490690 0 0 0 Matthew Cooper Director 467988 0 220000 0 75 0 8250 0 21992 0 718305 0 0 0 MICHAEL C SACHTLEBEN PRESIDENT/DIRECTOR 650850 0 632997 0 0 0 19724 0 31025 0 1334596 0 0 0 Oliver Johnson FORMER OFFICER 0 638424 0 737458 0 0 0 8250 0 36788 0 1420920 0 0 Edward Aulisi MD Physician 1842036 1312388 0 85 0 8250 0 22118 0 3184877 0 0 0 Alexandros Powers MD PHYSICIAN 1206194 0 172824 85 0 8250 0 22446 0 1409799 0 0 0 Thomas Fishbein MD DIVISION CHIEF 1356713 0 325000 0 75 0 14807 0 1733 0 1698328 0 0 0 EVAN ARGINTAR Dir of Sports Med Research 503126 0 916417 0 85 0 8250 0 9509 0 1437387 0 0 0 KERRY RICHARD FORMER SECRETARY 0 335405 0 207753 0 0 0 8250 0 16830 0 568238 0 0 Lee Bergman SECRETARY 0 202206 0 47830 0 0 0 9283 0 21726 0 281045 0 0 Fred mo Orthopedic Surgeon 368811 0 1061000 0 75 0 8100 0 14476 0 1452462 0 0 0 Shawna Willey MD Director 459874 0 759 0 75 0 16048 0 18723 0 495479 0 0 0 David Ho Chief Financial Officer 302469 0 131048 0 0 0 5153 0 12613 0 451283 0 0 0 SCHEDULE J, PART III Mr. Samet's compensation in Part II, Column (B) includes $1,950,307 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. KCI USA Inc SEE PART V 737703 Medical Equipment Services false Substantial Contributor SEE PART V 117071 Employment Services false BUSINESS TRANSACTION INVOLVING INTERESTED PERSON SCHEDULE L, Part IV: The following are substantial contributors (in excess of $5,000) that also provide services to MedStar-Georgetown Medical Center valued in excess of $100,000: KCI USA, Inc. and a substantial contributor who is also AN EMPLOYEE WHO WAS COMPENSATED IN EXCESS OF $100K. Per MedStars conflict of interest policy, these transactions are at arms-length for fair market value. X 15 826611 FMV false true false ORGANIZATION MEMBERS PART VI, LINE 6 THE ORGANIZATION IS AN AFFILIATE AND SUBSIDIARY OF MEDSTAR HEALTH, INC. MEDSTAR HEALTH, INC., OR ONE OF ITS AFFILIATES AND SUBSIDIARIES, IS THE SOLE MEMBER OF THE ORGANIZATION. DESCRIPTION OF MEMBERS FORM 990, PART VI, LINE 7A AS AN AFFILIATE AND SUBSIDIARY OF MEDSTAR HEALTH, INC., 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. 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. DECISIONS OF THE GOVERNING BODY FORM 990, PART VI, LINE 7B AS AN AFFILIATE AND SUBSIDIARY OF MEDSTAR HEALTH, INC., 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 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 FORM 990, 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) ARE REVIEWED BY THE GOVERNANCE COMMITTEE OF THE MEDSTAR HEALTH BOARD OF DIRECTORS WHICH DETERMINES HOW THE MATTER SHOULD BE RESOLVED. EXECUTIVE COMPENSATION PROCESS FORM 990, 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 FORM 990, 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. OTHER CHANGES IN NET ASSETS FORM 990, PART XI, LINE 9 Equity Transfer - Net Assets..... ($39,953,070) Income Tax Provision.... 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