2019-05-10T13:38:50-05:00 2018-06-30 KPMG LLP 1676 INTERNATIONAL DRIVE McLean VA 22102 990 2017-07-01 520491660 Harbor Hospital % JOEL BRYAN HARB 4107726721 3001 South Hanover Street Baltimore MD 212251233 JOEL BRYAN VP/TREASURER 4107726721 2019-05-09 true JG WHITE P01498698 7032868000 2019-05-08 167.68.102.5 54028020191305000002 2019-05-10 P 893849FABD6336F4344459B959A46D52C5224664 EB2737A96B8F377BD085BED9F3BA68158C374A96 2017 2019-02-21 02:37:17Z DENNIS PULLIN 3001 SOUTH HANOVER STREET BALTIMORE MD 21225 203461249 false X WWW.HARBORHOSPITAL.ORG X 1903 MD HARBOR HOSPITAL IS COMMITTED TO QUALITY, CARING, AND SERVICE FOR OUR PATIENTS AND OUR COMMUNITIES. 16 11 1078 24 1580380 -36524 1668383 2294937 198679661 193030717 165152 231194 8404972 7904401 208918168 203461249 0 34182 0 0 103691829 100236378 0 0 0 88960904 88766939 192652733 189037499 16265435 14423750 76115174 75765206 38742336 35257246 37372838 40507960 X As a proud member of MedStar Health, MedStar Harbor Hospitals (MedStar Harbor) mission is to provide quality, caring and service for our patients and our communities. MedStar Harbor is located just south of Baltimores Inner Harbor, in Baltimore City. It is an acute care hospital offering clinical services in internal medicine, surgery, cardiology, obstetrics and gynecology, oncology, orthopaedics and pediatrics. In fiscal year 2018, MedStar Harbor had approximately 10,752 inpatient admissions and observation cases, and approximately 148,120 outpatient visits including 49,176 emergency visits false false 123305377 185299095 MedStar Harbors 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 $41.6M 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 nations longest running study of aging and conditions affecting the elderly. MedStar Harbor Hospital was named a top hospital in Maryland and the Baltimore metropolitan area in the latest rankings by U.S. News & World Report. The Hospital was specifically recognized for high performance in COPD, Gastroenterology, Gynecology, Heart Failure, Orthopaedics, and Pulmonology. MedStar Harbor was once again recognized as a Gold Level Recipient of the American Heart Associations Fit-Friendly Worksites Recognition program, which is a catalyst for positive change and worksites throughout the nation. MedStar Harbor received the Joint Commissions Gold Seal of Approval for Behavioral Health Care Accreditation by demonstrating continuous compliance with its performance standards re-certifications. The Hospital also earned the Joint Commissions Gold Seal of Approval for Stroke Care and Spine Surgery, with no recommendation for improvement. MedStar Harbor 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. The American Heart Association awarded MedStar Harbors commitment and success in implementing a higher standard of stroke care with the Gold Plus Quality Achievement Award and once again the Hospital was honored BY PRACTICE GREENHEALTH WITH THE "PARTNER FOR CHANGE" AWARD. 13875337 7729672 MedStar Harbor provided $13.9M in subsidized (mission driven) health services in fiscal year 2018. 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, womens and childrens services, behavioral health, palliative care, and surgical PAs. 10299691 1950 MedStar Harbor provided $10.3M in health professions education in fiscal year 2018. This category includes training in graduate medical education, and education for physicians, medical students, nurses, and other health professions 147480405 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 true true false false false false false true false false false false false false true true true true false false true 0 0 true 1078 true true true false false false false false false false false false X 16 11 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 6538888 82240 LEIGH ANN CURL MD DIRECTOR 40.0 0.0 X 1174103 0 23454 CHARLES F OBRECHT JR VICE CHAIR (UNTIL 9/17) 1.0 0.0 X 0 0 0 DAWN M GRETZ MD DIRECTOR 1.0 0.0 X 0 0 0 COURTNEY B WILSON DIRECTOR 1.0 0.0 X 0 0 0 VINCENT CONNELLY DIRECTOR 1.0 0.0 X 0 0 0 CARLOS D ZIGEL MD DIRECTOR 40.0 0.0 X 206549 0 25425 TIMOTHY BARNHILL DIRECTOR 1.0 0.0 X 0 0 0 SEN WILLIAM FERGUSON IV DIRECTOR 1.0 0.0 X 0 0 0 DENNIS W PULLIN PRESIDENT/director(UNTIL 9/17) 40.0 0.0 X X 710060 0 31421 Thomas A Geddes DIRECTOR 1.0 0.0 X 0 0 0 Stuart Levine MD PRESIDENT/DIRECTOR 40.0 0.0 X X 471517 237530 24922 Robert Yacynych MD DIRECTOR 40.0 0.0 X 345995 0 24185 James H Fields DIRECTOR 1.0 0.0 X 0 0 0 Erika Brockman 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 1.0 0.0 X 0 0 0 KEITH SHINER SECRETARY 1.0 39.0 X 0 232987 22769 Robert Lally TREASURER 20.0 20.0 X 206600 206601 47022 LENORA ADDISON VICE PRESIDENT 40.0 0.0 X 304535 0 54564 JILL JOHNSON VICE PRESIDENT OF OPERATIONS 40.0 0.0 X 257753 0 25227 JOHN CARBONE MD PHYSICIAN 40.0 0.0 X 716443 0 28049 CHUKA JENKINS MD PHYSICIAN 40.0 0.0 X 556494 0 29400 Tariq Nayfeh PHYSICIAN 40.0 0.0 X 533771 0 22866 Milford Marchant PHYSICIAN 40.0 0.0 X 483513 0 15220 David Ghadisha PHYSICIAN 40.0 0.0 X 427289 0 24403 JILL DONALDSON FORMER VICE PRESIDENT 40.0 0.0 X 301197 0 23006 6695819 7216006 504173 217 true true false MORRISON MANAGEMENT SPECIALIST 4721 MORRISON DRIVE MOBILE AL 36609 Food services 3089357 CROTHALL SVCS GROUP 1500 Liberty Ridge Drive Suite 210 WAYNE PA 19087 environmental svcs 1349953 PULMONARY CRITICAL CARE PO BOX 79733 OWINGS MILLS MD 211173292 MEDICAL SERVICES 598750 UP-TO-DATE LAUNDRY 1221 Desoto Rd BALTIMORE MD 212233211 LAUNDRY SERVICES 478660 STAFF CARE INC 5001 Statesman Drive IRVING TX 75063 Staffing services 442382 28 1895039 399898 1500 2294937 NET PATIENT SERVICE REVENUE 621400 189771966 189771966 PHARMACY INCOME 900099 3111754 3111754 MEANINGFUL USE INCOME 900099 146997 146997 193030717 195062 195062 0 0 2807500 2807500 0 2807500 2807500 32387 3745 32387 3745 36132 36132 0 0 0 0 0 0 0 0 0 OUTSIDE LAB REVENUE 621500 1580380 1580380 OPERATING EXPENSE RECOVERY 900099 1284582 1284582 REBATE INCOME 900099 336789 336789 1895150 1895150 5096901 203461249 193030717 1580380 6555215 1500 1500 32682 32682 0 0 3909821 3599431 310390 324203 298464 25739 79824478 73490178 6334300 1203025 1106868 96157 10007895 9207967 799928 4966956 4398055 568901 23688201 2912 23685289 6093 6093 0 0 0 0 16843621 16271683 571938 159624 18950 140674 1032030 1308873 -276843 0 0 306669 923152 -616483 184933 105371 79562 0 50079 33834 16245 1647422 1647422 0 7875069 4408578 3466491 3486952 2597138 889814 MEDICAL/SURGICAL SUPPLIES 14721122 14831555 -110433 IMPLANTS/PROSTHESES 2211219 2210954 265 MAINTENANCE 5011805 4588386 423419 UTILITIES 4042046 3695546 346500 7500054 4348328 3151726 189037499 147480405 41557094 0 4383 2855 0 0 300856 695154 22628001 19725854 0 0 0 0 0 0 2686163 2349290 585075 322086 208371789 160658250 46658580 47713539 0 0 1341332 2298557 0 0 0 0 1910784 2657871 76115174 75765206 13104435 12160508 228841 49488 470879 1102027 0 0 0 0 0 0 0 0 0 0 24938181 21945223 38742336 35257246 X 36154712 39418461 1218126 1089499 0 0 37372838 40507960 76115174 75765206 X 14423750 65837 -11354465 X false true X true false X 3415538 3415538 74060064 56497444 17562620 930560 506676 423884 122893491 101144754 21748737 7072136 2509376 4562760 47713539 0 ADVANCES FROM THIRD PARTIES 6975586 OTHER SHORT TERM LIABILITIES 6620923 ASBESTOS ABATEMENT LIABILITY 5276381 CREDIT BALANCES PATIENT A/R 1001334 WORKER'S COMPENSATION 894194 GBR LIABILITY 520473 STOCK OPTION PLAN 260550 OTHER LONG TERM LIABILITIES 395782 21945223 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, 2018. true true X true X true X true true true false true true 2956753 2956753 0.01560 2956753 2956753 0.01560 2890742 1085126 1805616 0.00960 10299691 1950 10297741 0.05450 13875337 7729672 6145665 0.03250 49482 49482 0.00030 27115252 8816748 18298504 0.09690 30072005 8816748 21255257 0.11250 8063 8063 2471 2471 19834 19834 0.00010 26386 26386 0.00010 21646 21646 0.00010 78400 78400 0.00030 true 7512473 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 HOSPITAL 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 I, LINE 7B 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. COMMUNITY BENEFIT EXPENSES ARE EQUAL TO MEDICAID REVENUES IN MARYLAND, AS SUCH, THE NET EFFECT IS ZERO. THE EXCEPTION TO THIS IS THE IMPACT ON THE HOSPITAL OF ITS SHARE OF THE MEDICAID ASSESSMENT. IN RECENT YEARS, THE STATE OF MARYLAND HAS CLOSED FISCAL GAPS IN THE STATE MEDICAID BUDGET BY ASSESSING HOSPITALS THROUGH THE RATE-SETTING SYSTEM. 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 (MHH) 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. A 33 member Advisory Task Force (ATF) led the MHH CHNA process. 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. The ATF reviewed national, state, and local health and disparity data, public health priorities and community health improvement plans as well as county-level ZIP code and neighborhood level data (when available). Based on their findings, ATF members designed a CHNA survey tool consisting of open and closed-ended questions about healthcare access, health equity, health condition concerns, social determinants and community strengths and assets. Community members responded to the survey by attending a community input session or completing it online or via hardcopy. Based on the ATF's recommendation, the hospital identified Southern Baltimore City and Northern Anne Arundel County as its Community Benefit Service Area (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 high poverty rate and proximity to the hospital. The ATF used population-level data, community health needs survey findings and feedback from community input sessions to create recommendations for the hospital's health priorities, potential implementation strategies, and to identify key partners. Based on the ATF's recommendation, the hospital health priorities for the CBSA include health and wellness (chronic disease prevention and management, behavioral health), access to care and services (mental health, linkage to resources and services, transportation) and social determinants of health (employment, food access and insecurity, housing). The hospital's FY18 CHNA and three-year Implementation Strategies were endorsed by MHH Board of Directors and approved by the MedStar Health Board of Directors. The document became available on the hospital's website on June 30, 2018. As a proud member of MedStar Health, representatives from MHH routinely participate in the MedStar Health community benefit 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: MedStar Harbor Hospital's community benefit service area (CBSA) includes all residents of the hospital's zip code, 21225. This area covers Southern Baltimore City and Northern Anne Arundel County, and includes four neighborhoods: Brooklyn, Brooklyn Park, Cherry Hill, and Pumphrey. The geographic areas was selected based on hospital utilization data by zip code, as well as secondary public health data as well as it high poverty rate and proximity to the hospital. 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. In terms of health care, the Cherry Hill community houses MHH, as well as a local branch of the 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 Health Department programs operate 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 Cherry Hill area 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 all cause mortality rate In Cherry Hill is 124.6; the all cause mortality rate in Baltimore City is 99.5. High rates of type 2 diabetes and heart disease, including stroke, occur in this community. For a variety of reasons, including the high poverty rate and low rate of health care insurance coverage, many Cherry Hill residents often use the MedStar Harbor Hospital emergency department for primary care services. A steady decrease is anticipated in this area over the next few fiscal years as patients become insured through the Affordable Care Act. 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, MHH 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 FY18 CHNA, are behavioral health services (substance use and mental health), chronic disease management, transportation access to medical services, access to healthy food, and job opportunities. For behavioral health services, the following implementation strategies have been developed: * Provide Screening, Brief Intervention, and Referral to Treatment (SBIRT) program and peer recovery coaches * Offer naloxone training to community * Develop and implement opioid survivor outreach program to provide support and resources to opioid survivors that visit hospital-based emergency departments * Provide National Alliance on Mental Illness classes geared to parents and caregivers of children and adolescents who have been diagnosed with a mental health condition. * Host an annual Mental Health forum in partnership with National Alliance on Mental Illness * Provide mental health services as part of the primary care model For chronic disease management, the following implementation strategies have been developed: * Conduct Living Well - Chronic Disease Self-Management Courses * Conduct Diabetes Prevention Programs * Conduct Smoking Cessation Programs * Conduct Cancer Screening programs For those areas related to the social determinants of health, the following implementation strategies have been developed: * Launch a uniform social needs screening tool to connect patients with resources related to transportation, food access, employment opportunities, etc. * Hire individuals from underserved communities as community health advocates and peer recovery coaches * Prepare local underserved students for health care related studies and careers * Leverage partnership with UBER for transportation to medical related services * Provide access to affordable healthy food to patients and communities by leveraging partners with expertise in food access and delivery AFFILIATED HEALTH CARE SYSTEM PART VI, LINE 6 As a proud member of MedStar Health, MHH 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 MHH 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 MHH is filed in the state of Maryland. true SCHOLARSHIPS 18 32682 SCHEDULE I, PART I, LINE 1 HARBOR HOSPITAL HAS A NURSING SCHOLARSHIP PROGRAM (NSP) TO SUPPORT ITS CERTIFIED NURSING ASSISTANT (CNA) EMPLOYEES TO PURSUE A NURSING DEGREE. THE NSP HAS ESTABLISHED ELIGIBILITY CRITERIA, AN APPLICATION PROCESS, CONTINUED PRORAM PARTICIPATION REQUIREMENTS, AND A SELECTION PROCESS. THROUGH THE CONTINUED PROGRAM PARTICIPATION REQUIREMENTS, HARBOR HOSPITAL ENSURES THAT THE RECIPIENTS REMAIN ELIGIBLE EACH SEMESTER TO CONTINUE RECEIVING A SCHOLARSHIP. X true true X X X X X X false false false false false false false false false KENNETH A SAMET DIRECTOR 0 1818529 0 4346350 0 374009 0 49758 0 32482 0 6621128 0 0 LEIGH ANN CURL MD DIRECTOR 1081445 0 92658 0 0 0 7950 0 15504 0 1197557 0 0 0 CARLOS D ZIGEL MD DIRECTOR 206549 0 0 0 0 0 9664 0 15761 0 231974 0 0 0 LENORA ADDISON VICE PRESIDENT 230020 0 74515 0 0 0 53074 0 1490 0 359099 0 0 0 JOHN CARBONE MD PHYSICIAN 716443 0 0 0 0 0 12629 0 15420 0 744492 0 0 0 CHUKA JENKINS MD PHYSICIAN 493110 0 63384 0 0 0 14478 0 14922 0 585894 0 0 0 JILL DONALDSON FORMER VICE PRESIDENT 244591 0 56606 0 0 0 14674 0 8332 0 324203 0 0 0 DENNIS W PULLIN PRESIDENT/director(UNTIL 9/17) 351853 0 284072 0 74135 0 7950 0 23471 0 741481 0 0 0 KEITH SHINER SECRETARY 0 183505 0 49482 0 0 0 6922 0 15847 0 255756 0 0 JILL JOHNSON VICE PRESIDENT OF OPERATIONS 204289 0 53464 0 0 0 7465 0 17762 0 282980 0 0 0 Robert Lally TREASURER 139836 139837 66764 66764 0 0 15846 15846 7666 7665 230112 230112 0 0 Tariq Nayfeh PHYSICIAN 519072 0 14699 0 0 0 7950 0 14916 0 556637 0 0 0 Milford Marchant PHYSICIAN 466556 0 16957 0 0 0 0 0 15220 0 498733 0 0 0 Stuart Levine MD PRESIDENT/DIRECTOR 285681 143914 185836 93616 0 0 8100 0 16822 0 496439 237530 0 0 Robert Yacynych MD DIRECTOR 345995 0 0 0 0 0 8100 0 16085 0 370180 0 0 0 David Ghadisha PHYSICIAN 427289 0 0 0 0 0 7950 0 16453 0 451692 0 0 0 SOCIAL CLUB DUES SCHEDULE J, PART I, LINE 1A THE ORGANIZATION PAID BUSINESS CLUB DUES FOR ONE OF ITS OFFICERS DURING THIS YEAR. PARTICIPATION IN THESE ACTIVITIES BY THE OFFICERS WAS FOR BUSINESS PURPOSES, AND HELPED THE ORGANIZATION FURTHER ITS EXEMPT PURPOSES. SCHEDULE J, PART III Mr. Samet's compensation in Part II, Column (B) includes $1,914,117, 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. Robert Lallys compensation is for services provided as CFO to both MedStar Franklin Square and MedStar Harbor Hospital. SHADE CONSTRUCTION SEE PART V 253971 CONSTRUCTION SERVICES false BUSINESS TRANSACTION INVOLVING INTERESTED PERSONS SCHEDULE L, PART IV, COLUMN (B) Shade Construction is a substantial contributor (in excess of $5,000) that also provided services to MedStar Harbor Hospital valued at $253,971. PER THE CONFLICT OF INTEREST POLICY, ALL TRANSACTIONS BETWEEN THE HOSPITAL AND OUTSIDE VENDORS SHOULD BE AT ARMS-LENGTH FOR FAIR MARKET VALUE. 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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