2016-11-01T15:33:33-05:00 2015-12-31 ERNST & YOUNG US LLP 201 N FRANKLIN ST STE 2400 TAMPA FL 33602 990 2015-01-01 050615150 BAYCARE ALLIANT HOSPITAL INC % JOHN PRONI FINANCE MGR BAYC 7277346782 601 Main Street Dunedin FL 34698 JOHN PRONI FINANCE MGR 7277346782 2016-10-31 true Melanie A McPeak P01346034 8132254800 2015 2017-02-10 21:41:12Z JOHN PRONI 601 Main Street Dunedin FL 34698 18844696 false X www.baycare.org/alliant-hospital X 2004 FL ALLIANT HOSPITAL WILL PROVIDE EXCELLENCE IN CARE FOR PATIENTS WITH PROLONGED ILLNESSES RECOGNIZING THAT OPTIMUM HEALING REQUIRES A TEAM APPROACH TO BOTH MEDICAL AND HUMAN VALUES. 7 7 2 8 0 4083 2216 17614017 18840386 0 0 5342 2094 17623442 18844696 3491 0 0 0 7075135 7612944 0 0 0 9365504 9970420 16444130 17583364 1179312 1261332 6589808 7931958 8286402 8367220 -1696594 -435262 BAYCARE ALLIANT HOSPITAL, INC. WILL PROVIDE EXCELLENCE IN CARE FOR PATIENTS WITH PROLONGED ILLNESSES RECOGNIZING THAT OPTIMUM HEALING REQUIRES A TEAM APPROACH TO BOTH MEDICAL AND HUMAN VALUES. false false 15198651 18842480 BAYCARE ALLIANT HOSPITAL, INC. (BAH) IS A 48 BED, LONG-TERM ACUTE CARE HOSPITAL. DURING 2015, BAH PROVIDED INPATIENT CARE TO 363 PATIENTS AND THE AVERAGE LENGTH OF STAY WAS 27.2 DAYS. THROUGH EFFORTS OF THE MEDICAL ASSISTANCE PROGRAM AND THE HOSPITAL'S CHARITY CARE PROGRAM BAH SAW A NET COMMUNITY BENEFIT EXPENSE OF $768,000. REFER TO SCHEDULE H FOR ADDITIONAL INFORMATION. 15198651 true false false true false false false false false false true false false false true false true false false false false false false false false false true true false false true false false false false false false false false false false false false false false false false false true 33 0 true 2 true false false false false false false false false false false X 7 7 false false false false true true true true true false false true true true true true true true true false X JOHN PRONI FINANCE MGR 7277346782 601 MAIN STREET DUNEDIN FL 34695 X Bruce Bokor TRUSTEE 1.0 0.0 X 0 0 0 Robert Evans TRUSTEE 1.0 0.0 X 0 0 0 Ken Hamilton TRUSTEE/CHAIRMAN 1.0 0.0 X X 0 0 0 Alan Holderith TRUSTEE/SECRETARY 1.0 0.0 X X 0 0 0 Charles Robinson TRUSTEE 1.0 0.0 X 0 0 0 Patricia Sizemore TRUSTEE/VP PATIENT CARE SVCS 1.0 0.0 X 0 0 0 Glenn Waters TRUSTEE/PRES/EVP BAYCARE HOSP 1.0 0.0 X 0 0 0 Jacqueline Arocho ADMINISTRATOR ALLIANT HOSP 45.0 0.0 X 211618 0 8631 John Proni FINANCE MANAGER 1.0 0.0 X 0 0 0 211618 0 8631 1 false true false Trustees of Mease Hospital Inc 601 Main Street DUNEDIN FL 34698 Management Fees 1381946 DVA Healthcare Renal Care Inc PO Box 8500-1607 PHILADELPHIA PA 191781607 Dialysis services 285481 BayCare Home Care Inc 8452 118th Ave N LARGO FL 33773 Home Care services 315480 Leonard J Dunn MD 3201 Leprechaun Lane PALM HARBOR FL 34683 Physician services 134022 Emcare 7032 Collection Center Dr CHICAGO IL 60693 Medical services 129168 5 0 2216 0 2216 HOSPITAL PATIENT CARE 621990 6184259 6184259 0 0 MEDICARE/MEDICAID PAYMENT 621990 12656127 12656127 0 0 18840386 0 0 0 0 0 0 0 0 0 0 OTHER REVENUE 524298 2094 2094 0 0 2094 18844696 18842480 0 0 0 0 0 0 0 0 0 220249 0 220249 0 0 0 0 0 6087587 5555480 532107 0 165230 150787 14443 0 700108 638913 61195 0 439770 389701 50069 0 813809 813809 0 73023 73023 0 8641 8641 0 1002 1002 0 0 0 0 0 0 0 745974 725309 20665 26911 0 26911 0 348145 300815 47330 0 15102 3170 11932 0 0 0 0 0 1386184 1317057 69127 0 45023 23812 21211 0 0 0 0 0 0 0 0 0 54442 54442 0 0 0 0 0 0 73025 68433 4592 0 157257 115847 41410 0 ANCILLARY SERVICES 3013468 3013468 0 0 MEDICAL SUPPLIES 2227502 2227178 324 0 ASSESSMENTS 265919 265919 0 0 BAD DEBT EXPENSE 332427 332427 0 0 382566 15893 366673 17583364 15198651 2384713 0 0 4280904 4369985 0 0 0 0 1826165 2555677 0 0 0 0 0 0 0 0 98929 92613 1010996 220870 273701 790126 0 0 0 0 12954 12960 42551 39278 54604 71319 6589808 7931958 585425 746794 0 0 0 0 0 0 0 0 0 0 6088920 5490010 0 0 1612057 2130416 8286402 8367220 X -1696594 -435262 0 0 0 0 -1696594 -435262 6589808 7931958 1261332 0 0 0 0 X false true X true false X false false false false false false false false true 1002 1002 false PART II-B, LINE 1i Dues were paid to the National Association of Long-Term Acute Care Hospitals. This association uses a portion of its dues to conduct lobbying activities. 0 634269 220870 413399 376727 376727 790126 0 DEFERRED COMPENSATION PLAN 71319 EST THIRD PARTY SETTLEMENTS 188563 DUE TO AFFILIATES 1870534 2130416 18512270 18512270 332426 332426 18844696 17250938 17250938 332426 332426 17583364 PART XI LINE 4B BAD DEBT EXPENSE $332,426 PART XII LINE 4B BAD DEBT EXPENSE $332,426 true true true X 250. false true true false false 1 21 115685 0 115685 0.00660 1 25 1658736 1076585 582151 0.03310 2 46 1774421 1076585 697836 0.03970 6 0 36943 0 36943 0.00210 3 0 4436 0 4436 0.00030 9 0 29175 0 29175 0.00170 18 0 70554 0 70554 0.00410 20 46 1844975 1076585 768390 0.04380 true 332427 70510 9895363 9906201 -10838 X true true 1 1 BayCare Alliant Hospital 601 Main Street Dunedin FL 34698 www.baycare.org/alliant-hospital 4492 X Acute LTC Hospital Baycare Alliant Hospital Inc 1 false false true X X X X X X X X 13 true true false true X SEE PART V SECTION C true 13 true SEE PART V SECTION C false false true X 250. 0. X X X X X true true X X X X true X SEE PART V SECTION C X SEE PART V SECTION C X SEE PART V SECTION C X X X X true X false X X X X X false X X false false PART V SECTION B LINE 5 QUALITATIVE DATA WAS GATHERED DURING INDIVIDUAL INTERVIEWS WITH A TOTAL OF 11 STAKEHOLDERS OF BAYCARE ALLIANT HOSPITAL SERVICE AREA. THESE STAKEHOLDERS WERE IDENTIFIED BY AN ADVISORY COMMITTEE OF EXECUTIVE LEADERSHIP. EACH STAKEHOLDER WAS INTERVIEWED BY TRIPP UMBACH, A CONSULTING FIRM REPRESENTING THE HOSPITAL, AND LASTED APPROXIMATELY 60 MINUTES. ALL RESPONDENTS WERE ASKED THE SAME SET OF QUESTIONS (QUESTIONS AND RESPONSES CAN BE FOUND IN THE CHNA REPORT STARTING ON PAGE 26)PREVIOUSLY DEVELOPED BY TRIPP UMBACH AND REVIEWED BY THE HOSPITAL EXECUTIVE LEADERSHIP PROJECT TEAM. 1. THE PALM PAVILION INN 2. BAYCARE ALLIANT HOSPITAL 3. DAVITA INC. 4. PALM GARDEN OF LARGO 5. UNIVERSAL MEDICARE/MEDICAID 6. PINELLAS COUNTY HEALTH DEPARTMENT 7. PASCO COUNTY HEALTH DEPARTMENT 8. PASCO AGING NETWORK 9. BRIGHTON GARDENS - SUNRISE SENIOR LIVING 10. COMMITTEE ON AGING 11. SUNCOAST HOSPICE IN ADDITION TO THE SPECIFIC STAKEHOLDER'S IDENTIFIED, BAYCARE ALLIANT HOSPITAL GATHERED QUALITATIVE DATA FROM RESIDENTS OF THEIR COMMUNITY BY CONDUCTING FACILITATED FOCUS GROUPS. THE PARTICIPANTS WERE ABLE TO PROVIDE DIRECT INPUT RELATED TO TOP COMMUNITY NEEDS OF THEMSELVES, THEIR FAMILIES, AND COMMUNITIES. THE GOAL OF THE FOCUS GROUP PROCESS IS THAT EACH PARTICIPANT FEELS COMFORTABLE AND SPEAKS OPENLY SO THAT THEY CONTRIBUTE TO THE DISCUSSION.IT WAS EXPLAINED TO PARTICIPANTS THAT THERE ARE NO WRONG ANSWERS, JUST DIFFERENT EXPERIENCES AND POINTS OF VIEW. THIS PROCESS ENSURES THAT EACH PARTICIPANT SHARES THEIR EXPERIENCES FROM THEIR POINT OF VIEW, EVEN IF IT IS DIFFERENT FROM WHAT OTHERS HAVE SAID. SPECIFICALLY, FOCUS GROUP PARTICIPANTS WERE ASKED TO IDENTIFY AND DISCUSS WHAT THEY PERCEIVED TO BE THE TOP HEALTH ISSUES AND/OR CONCERNS IN THEIR COMMUNITIES. FOCUS GROUP INPUT IS SUBJECT TO THE LIMITATIONS OF THE IDENTIFIED TARGET POPULATIONS (I.E., VOCABULARY, PERSPECTIVE, KNOWLEDGE, ETC.), AND THEREFORE, IS NOT FACTUAL AND INHERENTLY SUBJECTIVE IN NATURE. THE FOCUS GROUP AUDIENCE PARTICIPANTS WERE NURSING HOME ADMINISTRATORS SERVING SENIOR RESIDENTS. PART V SECTION B LINE 6A CHNA WAS CONDUCTED WITH THE FOLLOWING HOSPITAL FACILITIES: 1. MEASE COUNTRYSIDE HOSPITAL 2. MEASE DUNEDIN HOSPITAL 3. MORTON PLANT HOSPITAL 4. MORTON PLANT NORTH BAY HOSPITAL 5. MORTON PLANT NORTH BAY RECOVERY CENTER 6. SOUTH FLORIDA BAPTIST HOSPITAL 7. ST. JOSEPH'S HOSPITAL - MAIN (INCLUDING WOMEN'S & CHILDREN'S) 8. ST. JOSEPH'S HOSPITAL - NORTH 9. ST. JOSEPH'S BEHAVIORAL HEALTH CENTER 10. ST. ANTHONY'S HOSPITAL PART V SECTION B LINE 7A HTTPS://WWW.BAYCARE.ORG/BAH/ABOUT-US/COMMUNITY-HEALTH-NEEDS PART V SECTION B LINE 10A HTTPS://WWW.BAYCARE.ORG/BAH/ABOUT-US/COMMUNITY-HEALTH-NEEDS PART V, SECTION B, LINE 11 BayCare Alliant Hospital (BAH), a 48-bed long-term acute care hospital, accepts patients who are in need of treatment for diagnoses related to cardiac care, complex medical/multi-system failures, infectious disease issues, rehabilitation needs, respiratory care, ventilator weaning, and wound care. Based on its most recent community health needs assessment (CHNA), BayCare Alliant Hospital is committed to addressing the following significant community needs: 1) Improving access to necessary medical care 2) Communication and education Progress was made to address each of the key health needs as prioritized within the 2013 Community Health Needs Assessment. Efforts were specifically dedicated to the following action steps with highlighted activities as noted below: Increase and develop new services to improve access to necessary medical care - BAH invested in and constructed a 6-bed ICU in 2015 which began accepting patients in January 2016. The hospitals leadership recognized that there was a community need for increased access to high-quality care for chronically critically ill patients. The new ICU has enabled the hospital to increase access by admitting a new pool of patients in need of services provided by an ICU. In particular, the ICU has increased access for those residing in acute care hospital ICUs and for ventilator patients. - Through the support of BayCare Health System, BAH has additionally invested in capabilities which will allow it to launch unbilled e-ICU services in 2016. E-ICU services will further increase access by allowing the hospital to admit patients needing the highest levels of care and monitoring. The e-ICU will provide 24 hour monitoring, increased clinician response time, and numerous other health benefits. - The hospital developed the Healing Touch Program in 2015. This is an unbilled therapeutic service provided by certified clinicians that allows hospital patients to calm anxieties and increase relaxation levels. The program additionally assists with pain mitigation to supplement the effects of pharmaceuticals. - The Restorative Care Program was implemented in 2015. The Restorative Care Program is an unbilled service provided by Patient Care Technicians trained in basic physical, occupational, and speech therapy techniques. The program increases the one-on-one time patients receive from clinicians and improves the patient experience. Team Members functioning within the program are in addition to the hospitals nursing, physical, occupational, and speech therapists. - In 2015 the hospital began conducting weekly interdisciplinary physician rounds requiring attendance from the physician and interdisciplinary team at the same time and day each week. These rounds are in addition to the customary physician rounds and allow patients and families much more time to speak with the physician and entire disciplinary team (pharmacy, infection control, quality, dietician, case management, social services, and others). - A Skilled Nursing Facility (SNF) Collaborative was formed between the hospital and a group of high-quality SNFs. The collaborative established relationships with SNFs who agreed to provide the capabilities to accept patients of higher acuity versus what is customarily provided at SNFs. This has helped to increase access at both BAH (due to new discharge options available) and the group of SNFs. - Numerous capital investments have been made in addition to the 6-bed ICU with the goal of increasing access and care for certain patient populations. For example, funds have been expended for bariatric beds, bariatric chairs, and a vein illuminator to increase access and care for the bariatric population. Increase utilization of charitable funds to improve access to necessary medical care - Numerous BAH patients lack the coverage and funds to secure adequate dialysis services upon discharge from the facility. The hospital has endeavored to assist these patients to the extent possible by assisting with these costs. The hospital is expecting to increase its FY 2014-2016 charitable care costs for post-discharge dialysis services by 32% versus FY 2011-2013. This program has additionally increased access to and choice of nursing homes for these patients. - The hospital has increased the variety of uses of its charitable funds. For example, during FY 2014-2016 in order to facilitate a safe discharge the hospital devoted charitable funds to patient rent, utilities, transportation, pharmaceuticals, sponsorships, and other charitable causes. Develop a formal fundraising strategy - A formal fundraising policy and procedure was established which included: - A formal explanation of the fundraising strategy (post discharge treatment, nutritional support, durable equipment, outpatient services, transportation, pharmaceuticals, and other services). - Guidelines for utilization of funds (patient income, assets, and other determinants). - A formal application and the establishment of a review committee for disbursements. - A description of potential sources of donations and strategy for procurement. - The historical number of patients and resources committed by the by the Charity Fund were determined and reviewed. - An annual goal and three year fundraising goal was established. Annual fundraising goals were determined to be 10 percent of the beginning year balance. - New fundraising sources were established. The hospital was successful in obtaining funds from these sources which included physicians and vendors. - Fundraising tasks were assigned to various team members (Chairperson, Treasurer, Secretary, and others) and departments including admissions, marketing, human resources and social services. - Progress towards the annual goal and 3 year goal was examined on a quarterly basis. Increase awareness of the availability of the BAH Charity Fund - The community was made aware of the availability of the Charity Fund through various mechanisms including: - An annual giving campaign. - Communications to all physicians on staff, Board of Directors, vendors, health system team members, and numerous other parties. - Communication through participation in numerous community events and through various sponsorships. - Communication by the Admissions department and Social Services to potential candidates. - New materials, mailings, and opportunities for on-line giving. - Quarterly Shining Star receptions held at the hospital were success stories are invited to return to the facility celebrate their achievements. Develop outreach plan to increase communication and awareness - In 2014 the hospital formally defined what information it would like to communicate, the goals for outreach activities, and the amount of outreach and education provided annually (date, type of event, audience, estimated attendance, purpose and accomplishment). - The hospital embarked on an aggressive one year campaign at the beginning of 2015 to increase communication and awareness about the services provided at a long-term acute care hospital. In particular, the hospital created awareness about its enhanced ability to accept chronically critically ill patients upon completion of its new 6-bed ICU. During the campaign, hospital leadership and the marketing department traveled to the majority of Tampa Bay area hospitals and met with social service departments, case management departments, medical groups, and numerous other key areas. - New marketing materials were created related to chronically critically ill patients and the 6-bed ICU. These materials were made available to the health system and community through various mechanisms. - BAH increased its attendance at vendor fairs and community events such as the Workers Compensation Annual Conference and Chamber of Commerce awards ceremony where the hospital was voted the Citys Large Business of the Year. - The hospital provided seminars to explain the various services available at long-term acute care facilities. - BAH increased its participation on committees and in meetings of referring hospitals and the health system in order to educate those groups on what services are available at BAH. For example, BAH participated in the Post-acute Steering Committee of the Health System and in weekly 'length of stay' meetings at referring facilities. - Marketing efforts were made in communicating new unbilled services provided at BAH including the Healing Touch Program and Restorative Care Program. - Sponsorship levels were increased in FY 20142016 versus FY 2011-2013 to increase communication and awareness of the 6-bed ICU, new programs, and long-term acute care services. - BAH is participating as both a member and member of the Board of Directors of the National Long-Term Acute Care Hospital Association (NALTH) in order to gain insights on methods to increase awareness and communication. BayCare Alliant Hospital continues to drive and support activities to address the 2 key priority health needs of improved access an PART V, SECTION B, LINE 13B AN UNINSURED DISCOUNT OF 40% IS AUTOMATICALLY GIVEN TO ANY PATIENT WHO DOES NOT HAVE INSURANCE COVERAGE OR BENEFITS. THERE IS NO INCOME OR ASSET TEST REQUIRED FOR THE UNINSURED DISCOUNT. PATIENTS RECEIVE AN ADDITIONAL 10% DISCOUNT IF THE ACCOUNT IS PAID WITHIN 30 DAYS. PART V, SECTION B, LINE 16 Line 16A https://baycare.org/about-us/financial-assistance Line 16B https://baycare.org/about-us/financial-assistance Line 16C https://baycare.org/about-us/financial-assistance PART V, SECTION B LINE 18D LIEN ACTION RELATED TO COLLECTIONS IS LIMITED TO PATIENTS INVOLVING AUTO LIABILITY INSURANCE. PART V, SECTION B, LINE 20E EVERY PATIENT BILL INCLUDES A PLAIN LANGUAGE SUMMARY OF THE FINANCIAL ASSISTANCE POLICY. PART V, SECTION B, LINE 22D PATIENTS WHO ARE UNINSURED OR UNDERINSURED AND CANNOT PAY FOR HOSPITAL SERVICES ARE ELIGIBLE FOR CHARITY CONSIDERATION. THESE PATIENTS ARE SCREENED BY DESIGNATED TEAM MEMBERS IN OUR FINANCIAL ASSISTANCE DEPARTMENT. THE AGENCY FOR HEALTH CARE ADMINISTRATION (AHCA) DEFINES CHARITY ELIGIBILITY AT 200 PERCENT OF THE FEDERAL POVERTY GUIDELINES, UNLESS THE TOTAL HOSPITAL BILL IS MORE THAN 25 PERCENT OF THE PATIENT'S ANNUAL INCOME. MEDICAID RECIPIENTS WHO HAVE EXCEEDED THEIR COVERAGE LIMITS ARE ALSO CONSIDERED FOR CHARITY CARE. BAYCARE ALLIANT HOSPITAL, INC GOES ABOVE AND BEYOND THE AHCA REQUIREMENTS BY PROVIDING ADDITIONAL "HARDSHIP" CHARITY FOR PATIENTS WHO ARE AT 250 PERCENT OF THE FEDERAL POVERTY GUIDELINES. ONCE A PATIENT IS IDENTIFIED AS ELIGIBLE FOR FINANCIAL ASSISTANCE HIS/HER ACCOUNT BALANCE IS WRITTEN OFF 100% TO CHARITY WRITE-OFFS AND ARE NO LONGER BILLED FOR SERVICES PROVIDED. part i line 3c Patients who are uninsured or underinsured and cannot pay for hospital services are eligible for charity consideration. These patients are screened by designated team members in our Financial Assistance Department. The Agency for Health Care Administration (AHCA) defines charity eligibility at 200 percent of the federal poverty guidelines, unless the total hospital bill is more than 25 percent of the patient's annual income. Medicaid recipients who have exceeded their coverage limits are also considered for charity care. BayCare Alliant Hospital, Inc. goes above and beyond the AHCA requirements by providing additional "hardship" charity for patients who are at 250 percent of the federal poverty guidelines. In addition, an uninsured discount of 40% is given to any patient who does not have insurance coverage or benefits. There is no income or asset test required for the uninsured discount. Patients receive an additional 10% discount if the account is paid within 30 days. part i line 7 Financial assistance and means-tested government programs costs (lines A through D) are determined using our cost accounting system, which captures all inpatients and outpatients. The system also captures all patient pay types - private insurance, Medicare, Medicaid, uninsured and self pay. The costs have been offset by any payments received from Medicaid or any other uncompensated care program. Other benefits at cost (lines E through J, as well as amounts reported in Part II) were compiled by the community health department using the Catholic Health Association guide for planning and reporting community benefits. part i line 7 column F BAD DEBT EXPENSE OF ($332,427) WAS EXCLUDED ON FORM 990, PART IX, LINE 25,COLUMN (A), BUT SUBTRACTED FOR PURPOSES OF CALCULATING THE PERCENTAGE IN THIS COLUMN. part iii line 2, 3 & 4 Lines 2 & 3 Bad debt expense is reported as total bad debt for the facility. The amount of bad debt expense attributable to patients eligible for financial assistance is calculated as a charge ratio, derived from data sampling. The resulting charge ratio is then applied to total bad debt accounts of the organization, which calculates the bad debt attributable to finance assistance. The state of Florida requires the patient to provide certain documentation in order to qualify for financial assistance. In cases where the patient has not responded to hospital requests or billing statement alerts, those accounts are processed as bad debt, if unpaid. Line 4 The organization's financial statements include a footnote that describes bad debt expense on page 6 of the Baycare Alliant Hospital, Inc. Notes to Consolidated Financial Statements. part iii line 8 Cost reports were used to report Medicare allowable costs. Medicare defines allowable costs as those appropriate and helpful in developing and maintaining the operation of patient care facilities and activities. It specifically excludes certain costs that are not directly related to patient care. The hospital incurs additional expense related to the provision of care to Medicare patients that Medicare has deemed non-allowable. This additional expense includes costs of physician services (emergency on-call fees, hospitalist program, recruitment, etc.), advertising costs, cafeteria costs for meals sold to visitors, etc. The hospital attempts to collect coinsurance and deductibles from Medicare beneficiaries. To the extent collection efforts are unsuccessful, Medicare reimburses the hospital at 70% of unpaid amounts. The following table reconciles the surplus or shortfall from Line 7 to the actual surplus or shortfall. The additional costs were allocated to Medicare based upon Medicare's percentage of total allowable costs. The unpaid coinsurance/deductibles were estimated using historical collection results. Line 7 Surplus or (Shortfall)($10,838) Additional non-allowable costs and unpaid/non-reimbursed coinsurance/deductibles ($139,385) Total Surplus or (Shortfall) ($150,223) part iii line 9b Patients who are unable to pay are encouraged by BayCare Health System representatives, via personal interviews, signage, on patient billing statements, brochures or Customer Service phone calls, to submit financial information to the Financial Assistance Department to determine eligibility for programs, such as County, Medicaid, Disability, Victims of Crime, Charity, etc. For those patients who provide all the necessary documentation and qualify for charity according to the Financial Assistance policy, (defined in Part I, line 3c), patients' account balance would be written off completely to charity and not billed to the patients. part iv line 2 - needs assessment BayCare Alliant Hospital, Inc is committed to meeting the needs of the community it serves. Our quality philosophy is modeled around understanding our customers' needs in the communities it serves. BayCare Alliant Hospital, Inc addresses community health status assessments by accessing existing third party databases profiling health status information for geographies it serves. The assessments provide a profile of health status indicators in comparison to state averages and, if available, national benchmarks. In addition BayCare Alliant Hospital, Inc conducts physician community need studies that outline physician deficits by specialty for the geographic area served. Studies are also conducted to identify gaps in geographic access to services such as primary care, outpatient services and inpatient services. All of the above processes occur on an ongoing basis to assist BayCare Alliant Hospital, Inc in developing initiatives and programs/services to address identified health care needs in the communities it serves. part vi line 3 - patient education of elegibility for assistance BayCare Alliant Hospital, Inc Financial Assistance team members are dedicated to assisting patients in obtaining assistance through federal, state and local government programs or through the BayCare Alliant Hospital, Inc financial assistance policy. Signage and brochures are available, as well as team members whose full responsibility is to assist patients on inpatient units. The Financial Assistance team interviews patients for all available programs, assists the patients in completing applications to government agencies and for hospital charity care, advises patients regarding available community resources for health care, reviews and approves patient requests for charity care, and provides education and support to the patient throughout the assistance process. In addition to the aforementioned comprehensive process BayCare Alliant Hospital, Inc also informs and educates patients who may be billed for patient care, but may be eligible for charity or other programs, via patient billing mailers and customer service representative calls. The goal in using these various means is to effectively communicate with the entire patient population so they are informed and educated about their eligibility for assistance. part vi line 4 - community information BayCare Alliant Hospital is in a suburban setting serving parts of Pasco, Pinellas, and Hillsborough counties. The average income is lower than both the state and national averages. The population served is predominantly Caucasian and high-school or higher educated. Hispanics are the second largest ethnic group representing 9.9% of the population. 13.6% of households have annual household income below $15,000 per year. BayCare Alliant Hospital is a long-term acute care hospital connected with the BayCare Health System that serves west central Florida. The area served by BayCare Alliant Hospital has 16 hospitals with only the 4 BayCare Hospitals (BayCare Alliant, Mease Dunedin, Mease Countryside, & Morton Plant Hospitals) being Not-for Profit. There is 7 federally designated medically underserved area/populations in the BayCare Alliant Hospitals service area. With the service area expanding and the over 65 population expected to grow 13.5% in the next five years, the health care needs of our service area are expanding and changing. The population served by BayCare Alliant Hospital is expected to grow 4.0% in the next 5 years. This expected growth is slightly higher than the expected growth rate for the United States (3.7%). However, the population Age 65+ is expected to grow 14.8% in the next 5 years. Based on Florida inpatient discharge data for the period of 1/01/15-12/31/15, the payer mix for the geographic area consists of 53.7% Medicare/Medicare HMO, 16.4% Medicaid/Medicaid HMO, 20.7% Commercial Health & Liability Insurance, 6.2% Self-pay/No-Pay, and 2.9% Other. part vi line 5 - promotion of community health BAYCARE ALLIANT HOSPITAL, INC. IS A 48-BED, LONG-TERM ACUTE CARE HOSPITAL (LTCH) AFFILIATED WITH BAYCARE HEALTH SYSTEM. IT IS THE ONLY FACILITY OF ITS KIND LOCATED WITHIN A 20 MILE RADIUS OF DUNEDIN, FLORIDA. THE 27,253-SQUARE-FOOT FACILITY PROVIDES DIAGNOSTIC, MEDICAL TREATMENT AND REHABILITATION FOR PATIENTS EXPERIENCING COMPLEX MEDICAL CONDITIONS DUE TO CHRONIC DISEASE OR INJURIES. THE HOSPITAL TAKES A MULTI-DISCIPLINARY, FAMILY-CENTERED APPROACH WITH PHYSICIANS, NURSING AND OTHER HEALTH CARE SPECIALISTS WORKING TOGETHER TOWARD THE GOAL OF THE BEST POSSIBLE RECOVERY FOR PATIENTS. BAYCARE ALLIANT IS LOCATED INSIDE MEASE DUNEDIN HOSPITAL. THIS PROXIMITY ENABLES BAYCARE ALLIANT TO PROVIDE THE COMMUNITY WITH ACCESS TO HIGH QUALITY PATIENT CARE AND MINIMIZES PATIENT TRANSPORTATION. LONG-TERM HOSPITALS LOCATED WITHIN GENERAL ACUTE CARE HOSPITALS ARE OFTEN REFERRED TO AS "HOSPITALS WITHIN A HOSPITAL"HIH'S". A TYPICAL STAY AT A LONG-TERM ACUTE CARE HOSPITAL IS 25 DAYS or more. THE BOARD IS MADE UP OF COMMUNITY MEMBERS WHO WANT TO PROVIDE THE COMMUNITY WITH ACCESS TO COMPASSIONATE PATIENT CARE OF SUPERIOR QUALITY. THE HOSPITAL HAS PROVIDED EDUCATIONAL SESSIONS TO THE PHYSICIAN AND CLINICAL COMMUNITY, LECTURED TO LOCAL ORGANIZATIONS, AND SPONSORED CHARITABLE EVENTS. THE HOSPITAL RECENTLY FINALIZED CONSTRUCTION OF A NEW 6-BED ICU PROVIDING E-ICU SERVICES AT NO ADDITIONAL COST TO PATIENTS. THE E-ICU ALLOWS SPECIALY TRAINED CRITICAL NURSES AND PHYSICIANS TO MONITOR ICU PATIENTS FROM MILES AWAY AS AN ADDED LAYER OF CARE. THERE IS A CRITICAL NEED FOR THE HOSPITAL GIVEN THAT IT IS THE ONLY LTCH WITHIN THE VICINITY, AND GIVEN THAT IT SERVES THE MOST HIGHLY ACUTE AND CHRONICALLY ILL SEGMENT OF THE COMMUNITY. part vi line 6 - affiliated health care system BayCare Alliant Hospital, Inc. is part of BayCare Health System, Inc. (BayCare), a leading, not-for-profit health care system that connects individuals and families to a wide range of clinical services at 14 hospitals and hundreds of other convenient locations throughout the Tampa Bay region and west central Florida. BayCares services include acute care, primary care, imaging, laboratory, behavioral health, home care and wellness. BayCares Mission is to improve the health of all we serve through community-owned, health care services that set the standard for high-quality, compassionate care. On the web: http://www.baycare.org BayCares network includes 3,491 licensed beds, an expanding physician network, a comprehensive home health agency, three wellness centers, four ambulatory surgery centers, 10 urgent care centers, 13 outpatient imaging facilities, outreach laboratories, retail pharmacies, and two stand-alone, behavioral health inpatient centers. In 2015, BayCare hospitals provided 158,909 discharges and 592,487 emergency room visits. BayCares hospitals* are Bartow Regional Medical Center, BayCare Alliant Hospital, Mease Countryside, Mease Dunedin, Morton Plant, Morton Plant North Bay, St. Anthonys, South Florida Baptist, St. Josephs, St. Josephs Womens, St. Josephs Childrens, St. Josephs Hospital-North, St. Josephs Hospital-South, Winter Haven Hospital and Winter Haven Womens. BayCare continued to expand its footprint to serve the communitys growing need for physician services. BayCare Medical Group has 178 office sites and 406 employed physicians (256 primary care and 150 specialists) and more than 1.2 million visits. BayCare also continued to mature its clinically integrated network BayCare Physician Partners, with more than 167,000 lives under management and over 1,400 physicians who are members of the network. BayCare was founded when several of the areas not-for-profit hospitals came together, united by the common Mission to improve the health of all they served. As an integrated health system, BayCares hospitals believed they could reduce costs by consolidating administrative functions and services, and better serve the community by sharing best practices with each other and working together to improve the overall quality of care. Today, BayCare is a $3.3 billion integrated health delivery system and one of the largest employers in the region with 25,600 employees. BayCare also is one of the few health systems in the nation with an Aa2 credit rating. BayCare provides the organizational commitment and corporate infrastructure to help its hospitals be among the highest quality organizations in the country, with a culture centered on continuous improvement and serving the needs of patients, regardless of their ability to pay. BayCares financial stability and centralization of shared services in Finance, Business Office, Information Technology, Human Resources, Performance Improvement, Clinical Outcomes, Materials Management, and Marketing/Communications strengthen its hospitals abilities to serve the needs of its local communities and continue providing charity care, Medicaid and other means-tested programs, as well as unbilled community services to the uninsured and under-insured. In 2015, BayCare provided $266.8 million in community benefit, which includes $96.9 million in traditional charity care, $154.0 million in Medicaid and other means-tested programs, and $15.8 million in unbilled community services. All of these are measured in unreimbursed cost. *In certain cases, hospital locations with the same tax identification and state license number are listed as one facility on Form 990, Schedule H, consistent with IRS reporting guidelines. part vi line 7 - state of filing of community benefit report BAYCARE ALLIANT HOSPITAL, INC. OPERATES IN THE STATE OF FLORIDA, WHICH DOES NOT REQUIRE A COMMUNITY BENEFIT REPORT TO BE FILED WITH THE STATE GOVERNMENT. false false false false false false false false false Jacqueline Arocho ADMINISTRATOR ALLIANT HOSP 191035 0 20583 0 0 0 8631 0 0 0 220249 0 0 0 SUPPLEMENTAL COMPENSATION INFORMATION PART I, LINE 3 The filing organization does not use any of the options listed in Schedule J, Part I, Line 3 to establish the compensation of the CEO/Executive Director. However, the related organization, BayCare Health System Inc, uses Compensation committee, Independent compensation consultant, Written employment contract, Compensation survey or study and Approval by the board or compensation committee as a means to establish the CEO's compensation of the filing organization. Form 990, PART VI, Line 6 Description of Classes of Members or Stockholders The sole member of BayCare Alliant Hospital, Inc. is BayCare Health System, Inc. form 990, part VI, line 7a - Members of the board of directors A. The Board of Directors shall be composed of seven (7) directors. The directors shall be designated as "Number 1", "Number 2", "Number 3", "Number 4", "Number 5", "Number 6"Number 7" respectively. B. Director Numbers 1,2,3,4 and 5 (collectively, the "Self-Perpetuating Directors" shall be initially appointed by BayCare. Thereafter, at the end of a term of office or to otherwise fill the vacancy of any Self-Perpetuating Director, all the then Self- Perpetuating Directors by majority vote shall appoint a successor Self-Perpetuating Director. No Self-Perpetuating Director may also serve as a director, officer or employee of BayCare or any other participants in the BayCare Joint Operating Agreement. Furthermore, no Self-Perpetuating Director may be a member of the medical staff of a hospital owned, leased, managed or other wise operated by BayCare. C. Director Numbers 6 and 7 (collectively, the "BayCare Appointees") shall be appointed by BayCare. At lease sixty (60) days before the expiration of the term of any BayCare Appointee, the Board of Directors shall notify BayCare of (i) its obligation to appoint a successor to such BayCare Appointee and (ii) the date upon which term of such BayCare appointee shall expire. D. Each Director shall serve for a term of three (3) years, except that in order to provide for staggered tenures of the initial Board of Directors, Director Numbers 1, 2, 5 and 6 shall serve an initial term of three (3) years, and Director Numbers 3,4, and 7 shall serve an initial term of two (2) years. Each director thereafter appointed to fill an expired term shall be appointed for and shall serve the full term of three (3) years. E. Each director shall serve until his or her successor is appointed as described in this Article. form 990, part VI, line 7b Descr Classes of Persons, Decisions Requiring Appr & Type of Voting Rights The following actions of the Board are subject to the member BayCare Health System's approval: 1) Changing the name of the corporation. 2) Changes to Bylaws. 3) The sale or merger of the assets of the corporation. form 990, part VI, line 11b Describe the Process used by Management &/or Governing Body to Review 990 The Form 990 is prepared by the organization and reviewed by the CFO, as well as the organization's paid preparer. A final copy of the Form 990 was reviewed by a subcommittee of the Board of Directors. Prior to filing with the IRS, a final copy of the Form 990 was provided to the entire Board. form 990, part VI, line 12c Description of Process to Monitor Transactions for Conflicts of Interest BayCare Alliant Hospital, Inc. has an affirmative policy which requires that all actual or apparent conflicts be disclosed promptly and fully to all necessary parties and which prohibits specified involvement in the affairs of the corporation by persons having such conflicts. The policy applies to all members of the Board of Directors and corporate officers, agents and employees of the Corporation, including independent contractor providers of services and materials. The Corporation's management has the affirmative obligation to publicize periodically this policy to all parties. All persons whom the policy applies must promptly disclose all real and apparent conflicts which they discover or have brought to their attention to the appropriate persons in the form of a written description of the facts comprising the real and apparent conflict. An annual disclosure statement must be circulated to all persons to whom this policy applies to assist them in considering such disclosures, but disclosure is appropriate whenever conflicts arise. The written disclosure notices of conflicts must be filed annually with the President of the Corporation or any other persons designated by her from time to time to receive such notifications. All disclosure notices received will be noted for record in the minutes of the meeting of the Board of Directors. When an individual Director, officer, agent or employee believes that he or a member of his immediate family might have or does have a real or apparent conflict, he should in addition to filing the disclosure notice, abstain from making motions, voting, executing agreements, or taking any other similar direct action on behalf of the Corporation where the conflict might pertain. When any person requests in writing, or upon its own initiative, the Board at any time may establish further guidelines consistent with the interests of the Corporation for the resolution of any real or apparent conflicts. form 990, part VI, lines 15a & 15b Offices & Positions for Which Process was Used, & Year Process was Begun BayCare Alliant Hospital, Inc. uses nationally recognized compensation consultants every two years to assist in the review of compensation of employees in leadership positions. Compensation consultants provide a review of the leadership positions at Alliant Hospital to determine if compensation is reasonable when compared against market standards. The hospital utilizes a compensation committee to further examine the results provided by the compensation consultants. The review was completed in 2015. The hospital also utilizes an annual manager marker study and a semi-annual non-management market study to determine if all other positions are congruous with market standards. Form 990, Part VI, Line 19 - Avail of Gov Docs, Conflict of Interest Policy, & Fin Stmts to Gen Public BayCare Alliant Hospital, Inc. publishes its financial statements with the Agency for Health Care Administration. Governing documents are available via Sunbiz.org.