2018-08-15T18:48:33-05:00 2017-09-30 910189318 Moss Adams LLP 101 Second Street Suite 900 San Francisco CA 94105 990 2016-10-01 941502014 Southern Monterey County Memorial Hospital SOUT 8313856000 300 Canal Street King City CA 93930 Joseph Demont Chief Financial Officer 8313857160 2018-08-15 1 Joua V Lo P01225144 4159561500 2018-08-15 2016 2022-09-23 18:48:47Z George L Mee Memorial Hospital SUSAN M CHILDERS 300 Canal Street King City CA 93930 65816500 0 X WWW.MEEMEMORIAL.COM X 1959 CA Comprehensive medical care to the local community and outlying areas within a 50-mile radius. 7 4 501 40 0 0 320352 463607 59848736 63565698 46495 -1413 2204630 1762226 62420213 65790118 92038 0 0 0 34235313 33366565 0 0 0 32456075 31891783 66783426 65258348 -4363213 531770 32855328 29718392 36428286 32759580 -3572958 -3041188 Mee Memorial Hospital provides primary health care and access to comprehensive health services in a professional and caring environment. 0 0 54235465 63565698 Mee Memorial Hospital is a 94-bed licensed facility that provides comprehensive medical care to the local community and outlying areas within a 50-mile radius. Types of care offered include acute, long-term, and rural health clinic services. Over the September 30, 2017 fiscal year, total patient days were 19,394. The emergency service department had 13,633 visits and other hospital services had 33,088 other outpatient visits during the fiscal year. The clinics received 59,948 visits in addition to hospital services. 54235465 1 1 0 1 0 0 0 0 0 0 1 0 0 0 1 1 1 0 0 0 0 0 0 0 0 0 1 1 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 238 0 1 501 1 0 0 0 0 0 0 0 0 0 0 X 7 4 0 0 0 0 0 0 0 1 1 0 0 1 1 1 1 1 1 1 1 0 CA X Joseph Demont 8313857160 300 Canal Street King City CA 93930 X Janet Buttgereit Chair through November 2016 2.00 X X 0 0 0 Shirley Hovis Chair effective November 2016 2.00 X X 0 0 0 James Ewart Vice Chair 2.00 X X 0 0 0 Roger Borzini Secretary / Treasurer 2.00 X X 0 0 0 Susan Childers CEO / Trustee 42.00 X X 277190 0 2550 Michael Howard Trustee 2.00 X 0 0 0 Sean Murray MD Chief of Staff / Trustee 42.00 X 13000 0 0 Gerry Ramirez Trustee through May 2017 2.00 X 0 0 0 Roy Schindelheim MD Chief of Staff / Trustee 42.00 X 327352 0 4156 Stephen Omta Chief Financial Officer 40.00 X 85476 0 0 Rena Salamacha Chief Strategy & Technology Officer 40.00 X 187461 0 11503 Kenneth Hritz COO through September 2016 40.00 X 167222 0 3254 Jan Eperjesi MD Physician 40.00 X 368771 0 6033 Bruce Greenberg MD Physician 40.00 X 319302 0 4156 Sandra Montijo MD Physician 40.00 X 265986 0 6033 Hilda Alejandre MD Physician 40.00 X 219188 0 813 James McGhee MD Physician 40.00 X 187787 0 4641 2418735 0 43139 62 0 1 0 Sodexo Inc and Affiliates 9801 Washingtonian Blvd Gaithersburg MD 20878 Dietary/Kitchen Services 2240010 Monterey Anesthesia Professionals 1441 Constitution Blvd Salinas CA 93906 Anesthesia Services 1429073 Xtend Healthcare 90 Volunteer Drive Suite 150 Hendersonville TN 37075 Patient AR Billing & Collections Service 631300 Letitia Bradford MD 785 Rush River Drive 705 Sacramento CA 95831 Orthopedic Medical Services 614350 Chidi Ukatu MD Inc 10521 Ruthelen Street Los Angeles CA 90047 Surgical Services 498448 42 47417 416190 463607 Net Patient Service Revenue 622110 62325019 62325019 Other Operating Revenue 622110 1240679 1240679 63565698 8607 8607 54032 16362 37670 37670 37670 10020 -10020 -10020 -10020 Gain - Extinguishment of Debt 900099 1545147 1545147 Cafeteria 722514 99236 99236 Rebates and Refunds 900099 62404 62404 17769 17769 1724556 65790118 63565698 0 1760813 X 1079164 514984 564180 20010735 18752430 1258305 477984 440354 37630 9023803 8485896 537907 2774879 2551920 222959 990404 418 989986 112355 112355 2964 2964 18692743 16332334 2360409 38061 38061 880607 842496 38111 550176 550176 1560372 1431346 129026 183020 143591 39429 802387 802387 2716226 2716226 635550 156418 479132 MEDICAL SUPPLIES 3379770 3375372 4398 Repairs & Maintenance 967327 888222 79105 Sr. Nutrition Meal Prog 68079 68079 Training 49609 46819 2790 262133 204786 57347 65258348 54235465 11022883 0 2114 1700 1337298 1332250 6618471 7384169 809856 961536 430829 473139 49716693 31304530 19960506 18412163 26661 26661 3669593 1126774 32855328 29718392 9164103 10548095 2475551 23446822 17163077 669255 0 3148106 2572857 36428286 32759580 X -3572958 -3041188 -3572958 -3041188 32855328 29718392 531770 0 X 0 1 X 1 0 X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED 0 0 0 0 0 0 0 0 1 2964 2964 0 Part II-B, Line 1: The organization pays membership dues to the California Hospital Association, a leader representing the interests of California hospitals and health systems with the Legislature, administration and regulatory agencies. Of the $27,832 of dues paid during the September 30, 2017 fiscal year, 10.65% ($2,964) were allocated to lobbying expenditures. 659201 659201 28104322 13550900 14553422 19909445 16979844 2929601 1043725 773786 269939 18412163 Self-Insured Healthcare Claims 616068 Litigation Reserve 1064354 Capital Lease Obligations 127451 Third-Party Payor Settlement Payable 764984 2572857 X 65806480 0 65806480 -16362 -16362 65790118 65274710 16362 16362 65258348 0 65258348 Part X, Line 2: The Hospital assesses uncertain tax positions in accordance with the provisions of the Financial Accounting Standard Board ("FASB") Accounting Standard Codification ("ASC") Topic 740-10, Income Taxes. The Hospital recognizes the tax benefit from uncertain tax positions only if it is more likely than not that the tax positions will be sustained on examination by the tax authorities, based on the technical merits of the position. The tax benefit is measured based on the largest benefit that has a greater than 50% likelihood of being realized upon ultimate settlement. The Hospital recognizes interest and penalties related to income tax matters in operating expenses. At September 30, 2017 and 2016, there were no such uncertain tax positions. Part XI, Line 4b - Other Adjustments: Reclassification of Rental Expenses to Statement of Revenue -16,362. Part XII, Line 2d - Other Adjustments: Reclassification of Rental Expenses to Statement of Revenue 16,362. 1 1 X 1 X 1 X 100.000000000000 1 1 0 1 1 574075 574075 0.00880 36330388 32053314 4277074 0.06550 36904463 32053314 4851149 0.07430 68079 52483 15596 0.00020 68079 52483 15596 0.00020 36972542 32105797 4866745 0.07450 229398 229398 0.00350 229398 229398 0.00350 1 3918646 1567458 9134132 11680422 -2546290 X 1 1 1 1 GEORGE L MEE MEMORIAL HOSPITAL 300 CANAL STREET KING CITY CA 93930 www.meememorial.com 070000047 X X X Southern Monterey County Memorial Hospit 1 0 0 1 X X X X X X X X X 15 1 0 0 1 X https://meememorial.com/mee-memorial-hospital/chna/ X 1 15 1 HTTPS://MEEMEMORIAL.COM/MEE-MEMORIAL-HOSPITAL/CHNA/ 0 1 X 100.000000000000 100.000000000000 X X X X 1 1 X X X 1 X https://meememorial.com/for-patients/billinginsurance/ X https://meememorial.com/for-patients/billinginsurance/ X https://meememorial.com/for-patients/billinginsurance/ X X X X X X 1 X 0 X X 1 X 0 0 Southern Monterey County Memorial Hospital Part V, Section B, Line 5: The hospital conducted key informant interviews with individuals who were chosen based on their involvement within the community and potential willingness to participate. Those individuals interviewed include members of the clergy council, Chamber of Commerce members, Rotary Club members, city council members, and individuals from community focus groups. All participating individuals: (i) had special knowledge in public health, (ii) was a public health department employee, or (iii) was a member of a medically underserved, low-income, or minority population. Southern Monterey County Memorial Hospital Part V, Section B, Line 11: Through its CHNA, Mee Memorial identified the following health needs within its community: (i) chronic disease management; (ii) access to healthcare services; (iii) primary care physician shortage; (iv) lack of care coordination between hospital, clinic, and providers; (v) cultural competency with the indigenous population; (vi) behavioral health services; (vii) youth health education; (viii) injuries; (ix) specialist physician shortage; (x) translational services; (xi) home health services for elderly and disables; (xii) lack of inpatient dialysis; and (xiii) dental/vision care.The Mee Memorial population includes many individuals with chronic illnesses, who are managed by primary care physicians, internal medicine physicians, obstetric/gynecological and pediatric medical staff, along with physician assistants and nurse practitioner staff. However, Mee Memorial has identified that increased coordination between all parties needs to be implemented in order to ensure patient satisfaction and qualiity of care. The measure that will be used to monitor this will be increased referrals and use of specialty care resources. Further, access to chronic disease management has been enhanced through other avenues including: creation of a call center to facilitate scheduling of patients; aggressive schedule management, which includes calling patients to inform them of cancellations; and recruitment of a cardiology group that created a cardiology clinic at Mee Memorial to address chronic cardiac conditions.Mee Memorial is also committed to improving access to outpatient services to reduce use of the Emergency Department (ED) as a primary source of health care. Mee Memorial will focus on the following measures to show increased access to care: (1) percent of population with insurance coverage; (2) reduced wait times in clinic and ED; (3) increased use of diagnostic testing; and (4) reduced barriers to accessing care. Currently, Mee Memorial is working to reduce wait times in the clinics. This has been addressed as a primary barrier to accessing care. Clinic management is working to develop a strategy and is continuously monitoring variances in door to physician time. Further, the clinics have increased the availability of walk-in hours and have demonstrated a capture rate of over 95%. Increased diagnostic testing is being addressed through the implementation of an outpatient Electronic Medical Record which includes triggers for health maintenance such as osteoporosis screenings and mammograms at an appropriate age. Additionally, the clinic facilities are in need of expansion; Mee Memorial has preliminary plans to expand the Greenfield Clinic and replace the King City Clinic when funds can be raised.Mee Memorial has identified that there is a primary care physician shortage in its primary service area. Mee Memorial will use the measure of increased primare care visits in order to monitor access to primary care services. The hospital has recently signed an agreement with a hospitalist company which will enable the primary care physicians to stay in the clinics and care for outpatients, instead of running to the hospital to admit and manage inpatients. Additionally, the hospital is aggressively recruiting for providers and has been successful in recently contracting with an OB/GYN physician, a pediatrician, and a physician assistant.Mee Memorial has identified that improving care coordination is a great need in the community. The hospital has recently redesigned the outpatient case management program; a new position has been added to this program, active recruitment is ongoing, and the goal for this individual is to improve coordination between health care providers, the hospital, and clinics to improve patient satisfaction. Mee Memorial will use the measures of increased outpatient visits and reduced readmissions to monitor performance. Further, the hospital has recently implemented an EMR and this has already substantially improved coordination of care.Increased cultural competency has also been identified as a key need for Mee Memorial. The measures that the hospital will use to address this need are increased linguistic services and increased patient satisfaction scores. Currently, Mee Memorial is staffed with a Limited English Proficient (LEP) Title VI Coordinator who works with members of the LEP Community Advisory Board and in partnership with Natividad Medical Foundation's Indigenous Interpreting + program. Further, Mee Memorial has a service with multi-lingual dictionaries, called Linguee and interpreter services through CCAH. A patient experience team has been created to improve the entire patient experience. This team will work closely with human resources to improve employee education on customer satisfaction which occurs primarily during new employee orientation, but will now be ongoing.The following five health needs are being addressed, but will only be addressed through partnership with other organizations due to resource constraints: behavioral health services; youth health education; injuries; specialist physician shortage; translational services.Lastly, the hospital will not be addressing the following health needs due to resource constraints: home health services for elderly and disables; lack of inpatient dialysis; and dental/vision care. 4 1 - King City Clinic 210 Canal Street King City CA 93930 Rural Health Clinic 2 - The Women's Center Specialty Clinic 400 Canal Street King City CA 93930 Specialized Health Clinic 3 - Greenfield Clinic 467 S El Camino Real Greenfield CA 93927 Rural Health Clinic 4 - Dialysis Rehabilitiation Center 809 Broadway King City CA 93930 Dialysis/Rehabalitation Clinic Part I, Line 7: Cost to charge ratio was used to calculate the community benefit expense on Part I, Line 7b. Part II, Community Building Activities: The expenses incurred in the community benefit activity of "workforce development" represents expenses incurred by the Hospital in regards to their phsyician recruitment; such activities help spur economic growth in the region. Part III, Line 2: The organization records accounts sent to collections as a bad debt and also accrues bad debt expense based on an estimate from aged accounts receivable. Part III, Line 3: THE METHODOLOGY TO ESTIMATE THE AMOUNT OF BAD DEBT EXPENSE ATTRIBUTABLE TO PATIENTS ELIGIBLE UNDER THE ORGANIZATION'S FINANCIAL ASSISTANCE POLICY IS AS FOLLOWS: A "PRESUMPTIVE CHARITY" CALCULATION WAS UTILIZED TO REFLECT THE PERCENTAGE (40%) OF THE HOSPITAL SERVICE AREA THAT WAS BELOW 200% OF THE FEDERAL POVERTY GUIDELINE. THE SOURCE OF THIS WAS INFORMATION COLLECTED DURING THE COMMUNITY HEALTH NEEDS ASSESSMENT PROCESS. THE ORGANIZATION HAS LIMITED MEANS TO STAFF A CHARITY FUNCTION AND IT IS PRESUMED THE MEANS TEST WOULD BE MET BASED ON POPULATION DEMOGRAPHICS. Part III, Line 4: The footnote to the organization's financial statements that describes "bad debt expense", "accounts receivable", and "allowance for doubtful accounts" can be found on pages 7 - 8 of the audited financial statements attached to this Form 990. Part III, Line 8: The shortfall in Schedule H, Part III, Line 7 represents the unfunded costs for direct patient care, which should be treated as a community benefit. The costing methodology used to calculate used to determine the amount of Medicare allowable costs is a ratio of patient costs to charges. Part III, Line 9b: Collection Practices for Qualified Patients:It is the policy of George L. Mee Memorial Hospital to provide excellent customer service to all patients, and assist all uninsured patients with obtaining coverage from government-sponsored programs such as Medicare, Medi-Cal, and Central Coast Alliance for Health, and Healthy Families. If such coverage is not available to the patient, the hospital will provide appropriate healthcare to the patient, and the hospital will provide financial assistance based on the current federal poverty level, and per the hospital's policy, in accordance with California state law, EMTALA, and Medicare regulations. Further, self-pay patients who do not qualify for financial assistance based on income will be provided with several options for payment of their bills. It is the hospital's policy to:- Assist all uninsured patient with obtaining coverage from government-sponsored programs such as Medicare, Medi-Cal, Central Coast Alliance for Health, and Healthy Families.- Provide all medically necessary health care services at no cost to eligible patients whose family's income is below 100% of the current federal poverty level.- Provide all medically necessary health care services at a 50% discount to eligible patients whose family's income is between 101% and 133% of the current federal poverty level. For the services provided to a patient meeting these criteria, expected payment shall not exceed the greater of the amount that would be expected from Medicare, Medi-Cal, Central Coast Alliance for Health, or Healthy Families for the same services.- Provide all medically necessary health care services at a 35% discount to eligible patients between 133% and 200% of the current federal poverty level. For the services provided to a patient meeting these criteria, expected payment shall not exceed the greater of the amount that would be expected from Medicare, Medi-Cal, Central Coast Alliance for Health, or Healthy Families for the same services.- Provide interest-free payment plans for eligible patients under this policy.- Forgo reports to credit bureaus, referral of accounts to collection agencies, liens against property or wage garnishments for eligible patients who are meeting an agreed-upon payment plan.- Provide adequate notice of this policy in all admitting and reception areas.- Offer free financial counseling to all uninsured patients for financial matters related to their hospital bills.- For all uninsured patients above 100% of the current federal poverty level, several payment options will be presented, as follows:A. Prompt Pay Discount: Offer a 25% discount if the account is paid in full at time of service.B. Payment Plan: Offer a 15% discount if the patient signs an agreement representing that he/she will meet a payment plan that will pay the balance in full within 6 months at no interest.C. CCS Early-Out: If the patient rejects each of the above options, the account will be sent to CCS for "early-out" collections for 90 days. This "early-out" process does not include reports to credit bureaus. At the end of the 90 days, the account will be returned to the hospital to be reviewed for potential Bad Debt write-off and collections reporting. Part VI, Line 2: NEEDS ASSESSMENT: MEE MEMORIAL WORKED WITH AN OUTSIDE CONSULTING FIRM, MOSS ADAMS, LLP (MOSS ADAMS) TO DEVELOP BOTH THE CHNA AND IMPLEMENTATION PLAN. MEE MEMORIAL WORKED WITH MOSS ADAMS TO COLLECT DEMOGRAPHIC AND MARKET AREA INFORMATION, INTERVIEW COMMUNITY MEMBERS AND PRIORITIZE KEY COMMUNITY HEALTH NEEDS. THE PROCESS BEGAN BY REVIEWING PRIOR MARKET ASSESSMENT REPORTS AND VARIOUS OTHER STUDIES/REPORTS PRODUCED BY OR FOR MEE MEMORIAL WITHIN THE PAST TWO YEARS. MOSS ADAMS THEN WORKED TO ANALYZE CURRENT DEMOGRAPHIC DATA FOR THE SERVICE AREA POPULATION, INCLUDING POPULATION SIZE AND GROWTH PROJECTIONS, AGE DISTRIBUTION, RACIAL AND ETHNIC DIVERSITY, SOCIOECONOMIC FACTORS AND HEALTH STATUS INDICATORS. IN CONJUNCTION WITH MOSS ADAMS, MEE MEMORIAL UTILIZED THESE KEY FINDINGS TO DEVELOP A PRIORITIZED LIST OF COMMUNITY HEALTH NEEDS AND CREATED THE CHNA AND RESPECTIVE IMPLEMENTATION PLAN. MOSS ADAMS UTILIZED THE FOLLOWING DATA SOURCES TO COMPLETE THE REPORT: COMMUNITY MEMBER INTERVIEWS CONDUCTED BY MEE MEMORIAL HOSPITAL; THE NIELSEN COMPANY; BUREAU OF LABOR STATISTICS; CENTERS FOR DISEASE CONTROL AND PREVENTION; U.S. DEPARTMENT OF HEALTH AND HUMAN SERVICES; COUNTY HEALTH RANKINGS; OFFICE OF STATEWIDE HEALTH PLANNING (OSHPD). Part VI, Line 3: UPON PRESENTATION TO OUR ADMITTING PROCESS, ONCE THE PATIENT IDENTIFIES THEY ARE WITHOUT INSURANCE, WE INFORM/EDUCATE THEM ABOUT THEIR OPTIONS WITH GOVERNMENT PROGRAMS AND PROVIDE CONTACT INFORMATION TO ACCESS THOSE PROGRAMS. ADDITIONALLY, WE PROVIDE THE PATIENT WITH OUR POLICIES RELATED TO CHARITY AND A CHARITY APPLICATION SHOULD THEY WISH TO PURSUE THAT ASSISTANCE. Part VI, Line 4: MEE MEMORIAL DEFINES THE HOSPITAL'S PRIMARY SERVICE AREA (PSA) AS RESIDENTS WHO ACCOUNT FOR 70% OF TOTAL PATIENT VALUE. THE PSA INCLUDES THE FACILITY ZIP CODE AND GEOGRAPHICALLY ADJACENT ZIP CODES IN WHICH MEE MEMORIAL HAS A STRONG MARKET PRESENCE. THE PSA CONSISTS OF THE FOLLOWING SEVEN ZIP CODES: 93930 (KING CITY), 93927 (GREENFIELD), 93450 (SAN ARDO), 93932 (LOCKWOOD), 93928 (JOLON), 93954 (SAN LUCAS), AND 93426 (BRADLEY).THE TOTAL POPULATION FOR THE PSA IN 2014 WAS 39,621, WITH A PROJECTED GROWTH OF 8.1% BY 2019. THE MEDIAN AGE IS 28.5, AND 81.2% OF THE PSA IS HISPANIC. THE MEDIAN HOUSEHOLD INCOME IS $54,229; IN COMPARISON, THE MEDIAN HOUSEHOLD INCOME OF MONTEREY COUNTY IS $59,168, WHICH IS JUST BELOW CALIFORNIA OVERALL AT $61,632, BUT ABOVE THE UNITED STATES MEDIAN OF $53,046. IN MONTEREY COUNTY, 13% OF THE POPULATION LIVED BELOW THE FEDERAL POVERTY INCOME THRESHOLD, AND 40% OF THE COUNTY POPULATION LIVED BELOW 200% OF THE FEERAL POVERTY RATE. OF THE RESIDENTS WHO WERE BELOW THE POVERY LINE, 40% WERE CHILDREN AND 73% WERE HISPANIC. AS OF JANUARY 2015, THE UNEMPLOYMENT RATE FOR MONTEREY COUNTY WAS 12%.ON AVERAGE, 25% OF RESIDENTS HAVE A HIGH SCHOOL DIPLOMA IN KING CITY AND GREENFIELD, AND 13% HAVE A BACHELOR'S DEGREE. ADDITIONALLY, THE POVERTY RATE FOR INDIVIDUALS WITH LESS THAN A HIGH SCHOOL DIPLOMA RANGES FROM 22.8 - 28.2%.INSURANCE STATUS FOR MONTEREY COUNTY IS BASED ON 2014 OSHPD DATA: 23.8% OF MONTEREY COUNTY IS UNINSURED; 40.4% OF INDIVIDUALS DISCHARGED FROM A HOSPITAL IN MONTEREY COUNTY ARE SELF-PAY. IN MONTEREY COUNTY, HISPANIC RESIDENTS WERE THREE TIMES AS LIKELY TO BE UNINSURED VERSUS WHITE RESIDENTS. Part VI, Line 5: THE HOSPITAL UNDERTAKES MANY ACTIVITIES WHICH HELPS PROMOTES THE HEALTH OF THE COMMUNITY. ONE SUCH EXAMPLME WOULD BE THE OPERATION OF FOUR HEALTH CLINICS; A GOAL OF THE CLINICS IS TO PROVIDE HIGH-QUALITY, LOW-COST HEALTH CARE SERVICES TO PEOPLE WHO DO NOT OTHERWISE HAVE ACCESS WHICH MAY BE DUE TO FINANCIAL, CULTURAL, LIFESTYLE, OR PSYCHOLOGICAL BARRIERS.THE HOSPITAL ALSO CONTRACTS WITH THE COUNTY OF MONTEREY TO PROVIDE CONGREGATE MEALS TO ELIGIBLE ADULTS UNDER THE MONTEREY COUNTY ELDERLY NUTRITION PROGRAM.THE HOSPITAL HAS AN OPEN MEDICAL STAFF, AND THE BOARD IS PRIMARILY COMPRISED OF COMMUNITY MEMBERS. Part VI, Line 6: N/A Part VI, Line 7, Reports Filed With States CA X X 0 0 0 0 0 0 0 1 0 Susan Childers CEO / Trustee 277190 0 0 0 0 0 0 0 2550 0 279740 0 0 0 Roy Schindelheim MD Chief of Staff / Trustee 307352 0 20000 0 0 0 0 0 4156 0 331508 0 0 0 Rena Salamacha Chief Strategy & Technology Officer 187461 0 0 0 0 0 3717 0 7786 0 198964 0 0 0 Kenneth Hritz COO through September 2016 149513 0 0 0 17709 0 0 0 3254 0 170476 0 0 0 Jan Eperjesi MD Physician 363448 0 5323 0 0 0 0 0 6033 0 374804 0 0 0 Bruce Greenberg MD Physician 299302 0 20000 0 0 0 0 0 4156 0 323458 0 0 0 Sandra Montijo MD Physician 245986 0 20000 0 0 0 0 0 6033 0 272019 0 0 0 Hilda Alejandre MD Physician 219188 0 0 0 0 0 0 0 813 0 220001 0 0 0 James McGhee MD Physician 172787 0 15000 0 0 0 0 0 4641 0 192428 0 0 0 Part I, Line 7 The organization's bonuses are based on Board criteria, review, and approval of the following factors, some of which involve the use of discretion or judgment by individuals: financial performance; enhanced program & services; physician recruitment & retention; performance improvement/quality standards; regulatory & accreditation compliance. Form 990, Part VI, Section B, line 11b Internal staff gathered, reviewed, and compiled information provided to the tax preparer. The tax preparer guided and advised the organization on any issue in question. The tax preparer then submiitted a completed Form 990 for final review and approval. The organization provided an electronic copy of the final Form 990 (including all required schedules) to each voting member of the governing body prior to filing with the Internal Revenue Service. Form 990, Part VI, Section B, line 12c MEE MEMORIAL HOSPITAL HAS A CORPORATE POLICY ON CONFLICT OF INTEREST. THIS POLICY APPLIES TO ALL INTERESTED PERSONS WHO ARE AS FOLLOWS: (A) TRUSTEES, AND (B) SENIOR MANAGEMENT, WHICH INCLUDES OFFICERS AND KEY EMPLOYEES. THE BOARD OF TRUSTEES, THE CEO, AND CFO CONTINUOUSLY MONITOR AND EVALUATE ANY AND ALL TRANSACTIONS OF INTERESTED PARTIES WITH THE HOSPITAL. IF A CURRENT OR PAST TRANSACTION POSE A POTENTIAL RISK OF BEING A CONFLICT OF INTEREST TO THE HOSPITAL, THESE ITEM(S) WILL BE BROUGHT TO THE ATTENTION OF THE CEO, BOARD CHAIRMAN, AND/OR FULL BOARD OF TRUSTEES. AFTER DISCLOSURE OF A POTENTIAL CONFLICT OF INTEREST TO THE BOARD, THE INTERESTED OFFICER OR BOARD MEMBER WOULD LEAVE THE BOARD MEETING WHILE THE CONFLICT OF INTEREST IS DISCUSSED AND/OR VOTED ON. THE REMAINING BOARD MEMBERS SHALL DECIDE IF A CONFLICT OF INTEREST EXISTS. PROVIDED, HOWEVER, IF THE INTERESTED PERSON IS AN ADMINISTRATIVE STAFF EMPLOYEE AND THE CONTEMPLATED TRANSACTION IS AT THE ADMINISTRATIVE LEVEL, THE DECISION SHALL BE MADE BY THE HOSPITAL CEO. ANY OFFICER OR BOARD MEMBER HAVING A POSSIBLE CONFLICT OF INTEREST IN ANY MATTER MUST DISCLOSE THE EXISTENCE AND NATURE OF THE CONFLICT. OFFICER OR BOARD MEMBERS SHOULD ALWAYS ABSTAIN FROM VOTING ON ANY ISSUES OF A POSSIBLE CONFLICT OF INTEREST. Form 990, Part VI, Section B, line 15 The compensation for the organization's CEO is set by the Board of Directors; the CEO, who is a member of the Board, does not participate in this process. The Board utilizes salary information compiled by the Hospital Association of Southern California and takes into account other factors (such as performance) in making their determination. This process is documented in the minutes of the Board meeting. Compensation for other officers and key employees is determined by the CEO, who takes into account comparability data provided by the Hospital Association of Southern California as well as other factors, such as performance. Form 990, Part VI, Section C, line 19 The governing documents and conflict of interest policy are made available to the public upon request. The financial statements are made available to the public upon request; additionally, quarterly financial statements and an annual report are filed with OSHPD and are available on the OSHPD website. Form 990, Part VII, Section A Susan Childers, Sean Murray, MD, and Roy Schindelheim, MD, each devote 2 hour per week for their services as members of the Board of Trustees in addition to other duties through employment at the Hospital. Each does not receive compensation or benefits as a board member, but rather as services through employment to the Hospital. Form 990, Part IX, line 11g Professional Fees - Consulting and Contract Labor: Program service expenses 12,489,110. Management and general expenses 246,969. Fundraising expenses 0. Total expenses 12,736,079. Purchased Services: Program service expenses 3,843,224. Management and general expenses 2,113,440. Fundraising expenses 0. Total expenses 5,956,664.