2016-08-05T08:19:10-05:00 2015-09-30 DELOITTE TAX LLP 201 N FRANKLIN STREET SUITE 3600 TAMPA FL 336025818 990 2014-10-01 043775926 DOCTORS HOSPITAL INC % FINANCE DEPARTMENT DOCT 7866627000 5000 University Drive Coral Gables FL 33146 MATTHEW ARSENAULT VP OF FINANCE 2016-08-03 2014 2016-12-15 16:53:06Z NELSON LAZO 5000 UNIVERSITY DRIVE CORAL GABLES FL 33146 226875623 false X baptisthealth.net X 2003 FL SEE STATEMENT 1 16 15 1003 260 0 0 66749 31110 226452347 223541020 44768 182667 2361020 1423087 228924884 225177884 0 0 0 0 69316572 68295917 0 0 0 136795456 155444935 206112028 223740852 22812856 1437032 179557336 178105271 158391854 165687774 21165482 12417497 X THE MISSION OF BAPTIST HEALTH IS TO IMPROVE THE HEALTH AND WELL-BEING OF INDIVIDUALS, AND TO PROMOTE THE SANCTITY AND PRESERVATION OF LIFE, IN THE COMMUNITIES WE SERVE. BAPTIST HEALTH IS A FAITH-BASED ORGANIZATION GUIDED BY THE SPIRIT OF JESUS CHRIST AND THE JUDEO-CHRISTIAN ETHIC. WE ARE COMMITTED TO MAINTAINING THE HIGHEST STANDARDS OF CLINICAL AND SERVICE EXCELLENCE, ROOTED IN THE UTMOST INTEGRITY AND MORAL PRACTICE. CONSISTENT WITH ITS SPIRITUAL FOUNDATION, BAPTIST HEALTH IS DEDICATED TO PROVIDING HIGH-QUALITY, COST-EFFECTIVE, COMPASSIONATE HEALTHCARE SERVICES TO ALL, REGARDLESS OF RELIGION, CREED, RACE OR NATIONAL ORIGIN, INCLUDING, AS PERMITTED BY ITS RESOURCES, CHARITY CARE TO THOSE IN NEED. false false 198709999 223565660 CONSISTENT WITH ITS SPIRITUAL FOUNDATION, BAPTIST HEALTH SOUTH FLORIDA AND ITS AFFILIATES (BAPTIST HEALTH) ARE DEDICATED TO PROVIDING HIGH-QUALITY, COST-EFFECTIVE, COMPASSIONATE HEALTHCARE SERVICES TO ALL, INCLUDING, AS PERMITTED BY OUR RESOURCES, CHARITY CARE TO THOSE IN NEED. DURING THE FISCAL YEAR ENDED SEPTEMBER 30, 2015, BAPTIST HEALTH PROVIDED PATIENT SERVICES TO THE SOUTH FLORIDA AREA WITH 75,440 ADULT ADMISSIONS, 364,469 PATIENT DAYS, AND 346,093 EMERGENCY ROOM VISITS. DURING THAT SAME TIME PERIOD, URGENT CARE VISITS TOTALED 289,907, OUTPATIENT SURGERY CASES 51,828, AND TOTAL OUTPATIENT VISITS WERE 1,103,149 SYSTEM-WIDE. AS OF SEPTEMBER 30, 2015 THE SYSTEM HAD 1,761 LICENSED INPATIENT BEDS COMPRISED OF 1,653 ACUTE CARE, 56 NEONATAL INTENSIVE CARE LEVEL II, 29 NEONATAL INTENSIVE CARE LEVEL III AND 23 COMPREHENSIVE MEDICAL REHABILITATION. IN TOTAL BAPTIST HEALTH PROVIDED MORE THAN $206,118,965 IN COMMUNITY BENEFIT DURING ITS 2015 FISCAL YEAR. WE PROVIDED CHARITY CARE VALUED AT $88,618,000 AS WELL AS $59,994,760 IN UNCOMPENSATED SERVICES. THE ESTIMATED COST OF PROVIDING CHARITY SERVICES AND UNCOMPENSATED SERVICES IS BASED ON RECENT HISTORICAL COST-TO-CHARGE RATIOS FOR CHARITY PATIENTS AND MEDICAID PATIENTS FROM BHSF'S COST ACCOUNTING SYSTEM, APPLIED TO THE CURRENT PERIOD GROSS UNCOMPENSATED CHARGES ASSOCIATED WITH PROVIDING CARE TO CHARITY AND MEDICAID PATIENTS. WE ALSO CONTRIBUTED $25,916,000 TO THE INDIGENT CARE FUND AND EXPENDED $8,886,000 FOR EDUCATIONAL PROGRAMS, SCREENINGS, CORPORATE SPONSORSHIPS AND DONATIONS. FREE COMMUNITY HEALTH AND WELLNESS PROGRAMS COVERED TOPICS RANGING FROM INSOMNIA AND FOOD SAFETY TO DIABETES AND WEIGHT CONTROL. IN ADDITION, BAPTIST HEALTH PROVIDED FREE SCREENINGS FOR CHOLESTEROL, BLOOD PRESSURE, BODY COMPOSITION AND OSTEOPOROSIS. BAPTIST HEALTH ALSO HELPED THOSE IN NEED OF PRIMARY CARE SERVICES BY DONATING APPROXIMATELY $1,902,000 TO NEIGHBORHOOD NOT-FOR-PROFIT CLINICS SUCH AS THE OPEN DOOR HEALTH CENTER IN HOMESTEAD, THE SOUTH MIAMI CHILDREN'S CENTER IN SOUTH MIAMI AND THE GOOD HEALTH CLINIC IN TAVERNIER. WE SPENT $13,554,600 PAYING PHYSICIANS WHO PROVIDE CARE TO OUR COMMUNITY MEMBERS IN NEED. ADDITIONALLY, WE PROVIDED $2,379,700 IN CONTINUING MEDICAL EDUCATION AND $821,000 IN CHAPLAINCY DURING THE YEAR ENDED SEPTEMBER 30, 2015. FULFILLING OUR MISSION TO PROVIDE COMPASSIONATE CARE TO THE ENTIRE COMMUNITY ISN'T ONLY ABOUT ASSISTING THOSE IN FINANCIAL NEED. IT IS ALSO ABOUT SUPPORTING SERVICES THAT LOSE MONEY BUT ARE ESSENTIAL TO OUR COMMUNITY. IN 2007, BAPTIST HEALTH INVESTED APPROXIMATELY $135,000,000 IN BUILDING A REPLACEMENT HOSPITAL FOR HOMESTEAD HOSPITAL. HOMESTEAD HOSPITAL OPERATES AT A LOSS, BUT BAPTIST HEALTH CONTINUES TO OPERATE THIS HOSPITAL BECAUSE IT FILLS AN IMPORTANT COMMUNITY NEED FOR QUALITY HEALTHCARE. ADDITIONALLY BAPTIST HEALTH HAS INVESTED SUBSTANTIAL FUNDS TO HARDEN ITS FACILITIES TO WITHSTAND A CATEGORY 5 HURRICANE FOR THE PROTECTION OF OUR PATIENTS AND NEIGHBORS. Scheduled to open in late 2016, MIAMI CANCER WILL HOUSE ALL Baptist Health South Florida CANCER SERVICES UNDER ONE ROOF. THE New FACILITY WILL OFFER 305,000 SQUARE FEET OF CLINICAL SERVICES AND CUTTING-EDGE TECHNOLOGY. A 140,000 SQUARE-FOOT RESEARCH FACILITY WILL PROVIDE ACCESS TO CLINICAL TRIALS AND GROUND-BREAKING TREATMENTS. THE $430 MILLION FACILITY WILL BE THE FIRST IN SOUTH FLORIDA - AND ONE OF less than two dozen IN THE NATION - TO OFFER PROTON THERAPY. DESIGNED WITH PATIENT COMFORT AND CONVENIENCE IN MIND, THE CANCER INSTITUTE WILL OFFER DIAGNOSIS, TREATMENT, RESEARCH TRIALS AND FOLLOW-UP CARE AT ONE STATE-OF-THE-ART LOCATION. IN ADDITION TO THE HEALTH-RELATED BENEFITS LISTED ABOVE, BAPTIST HEALTH ALSO HAS A SIGNIFICANT AND POSITIVE FINANCIAL IMPACT ON OUR COMMUNITY. WE DIRECTLY EMPLOY MORE THAN 16,000 INDIVIDUALS AND DIRECTLY AND INDIRECTLY CREATE ANOTHER 34,400 JOBS. AS SOUTH FLORIDA'S LARGEST PRIVATE EMPLOYER, BAPTIST HEALTH IS TAKING A LEADERSHIP ROLE BY COMMITTING TO THE ENVIRONMENTALLY RESPONSIBLE, ENERGY-EFFICIENT DESIGN AND FUNCTION OF OUR FACILITIES. WEST KENDALL BAPTIST HOSPITAL IS CERTIFIED AS A GREEN BUILDING THROUGH THE LEADERSHIP IN ENERGY AND ENVIRONMENTAL DESIGN (LEED) PROGRAM FOR THE U.S. GREEN BUILDING COUNCILS. THIS COMMITMENT APPLIES TO OUR DAY-TO-DAY OPERATIONS, AS WELL, FROM THE SUPPLIES WE PURCHASE TO THE VEHICLES WE USE. IN ACCORDANCE WITH OUR FAITH-BASED MISSION, BAPTIST HEALTH SOUTH FLORIDA AND ITS AFFILIATES ARE COMMITTED TO MAKING A SIGNIFICANT, POSITIVE IMPACT ON THE COMMUNITY IT SERVES. 198709999 true true false false false false false false false false true false false true true true false true false false false false false false false false true true false false true false false false false false false true false false false false false false true false false false true X 0 0 true 0 false false false false false false false false false false false false false X 16 15 false false true false false true true true true false false true true true true true true false true false X X FINANCE DEPARTMENT 7866627000 6855 RED ROAD STE 200 CORAL GABLES FL 33143 X NORMAN M KENYON MD CHAIRMAN 2.0 4.0 X 0 0 0 RONALD SHUFFIELD DIRECTOR 2.0 6.0 X 0 0 0 ROBERTA STOKES DIRECTOR 2.0 6.0 X 0 0 0 GEORGE F KNOX DIRECTOR 2.0 0.0 X 0 0 0 JAMES BARKER DIRECTOR 2.0 0.0 X 0 0 0 LISA GUERRANT WHITE DIRECTOR 2.0 0.0 X 0 0 0 MIRIAM LOPEZ DIRECTOR 2.0 0.0 X 250 0 0 JAMES CARR DIRECTOR 2.0 6.0 X 680 0 0 MARTHA S PANTIN DIRECTOR 2.0 4.0 X 420 0 0 GEORGE C KAKOURIS DIRECTOR 2.0 0.0 X 7918 0 0 DICK ANDERSON DIRECTOR 2.0 2.0 X 0 0 0 CARLOS GARCIA DIRECTOR 2.0 0.0 X 641 0 0 SATS TRIPATHY DIRECTOR 2.0 4.0 X 0 0 0 BONNIE BLAIRE ESQ DIRECTOR 2.0 2.0 X 0 0 0 PERCY AITKEN MD PRESIDENT OF MED STAFF - 12/14 2.0 2.0 X 79200 0 0 EMERY SHEER DIRECTOR 2.0 2.0 X 0 0 0 ABEL IGLESIAS DIRECTOR 2.0 0.0 X 0 0 0 NELSON LAZO CEO 50.0 0.0 X 0 598645 94727 DOUG JOLLY VP 50.0 0.0 X 313308 0 47503 PAUL MUNGO VP OF OPERATIONS 50.0 0.0 X 262352 0 22846 DIANE AMADO-TATE CNO 50.0 0.0 X 252376 0 40678 MARIA CIENFUEGOS PHARMACIST 45.0 0.0 X 182844 0 34944 ELIZABETH ALBERS AVP Nursing 45.0 0.0 X 196661 0 16340 EDWARD GARABEDIAN AVP HOSPITAL ADMINISTRATION 45.0 0.0 X 170729 0 30486 SHELDON HOROVITZ DIRECTOR OF CARDIO-PULM SVCS 45.0 0.0 X 180492 0 22040 JOSEFINA DEL DUCA PHARMACY MANAGER 45.0 0.0 X 169002 0 2439 LINCOLN MENDEZ FORMER CEO 0.0 50.0 X 0 756367 112421 1816873 1355012 424424 61 true true false ROBINS MORTON GROUP 400 SHADES CREEK PARKWAY BIRMINGHAM AL 35209 CONSTRUCTION 3784993 INTUITIVE SURGICAL INC DEPT 33629 PO BOX 39000 SAN FRANCISCO CA 94139 SERVICE CONTRACTS 838399 RSI OF FLORIDA 1750 NW 19 AVENUE POMPANO BEACH FL 33069 CONSTRUCTION 775014 GE MEDICAL SYSTEMS 5517 COLLECTIONS CENTER DRIVE CHICAGO IL 60693 SERVICE CONTRACTS 712432 FLORIDA LEMARK CORP 2040 NW 94 AVENUE MIAMI FL 33172 CONSTRUCTION 425540 31 31110 31110 NET PATIENT REVENUE 621300 223541020 223541020 223541020 68839 68839 0 0 1188737 1640115 -451378 0 -451378 -451378 171452 57624 113828 113828 113828 0 0 0 CAFETERIA 722514 1052841 1052841 GIFT SHOP 453220 312611 312611 ELECTRONIC HEALTH RECORDS INCENTIVE REVENUE 900099 484373 484373 24640 24640 1874465 225177884 223565660 1581114 0 0 0 0 789120 789120 0 56206703 48446450 7760253 2408010 2046809 361201 4836770 4111255 725515 4055314 3447017 608297 0 387222 387222 105544 105544 0 0 0 17443176 14826700 2616476 3607779 3066612 541167 6631487 5636764 994723 9935006 8444755 1490251 0 4168173 3542947 625226 60012 51010 9002 0 2613 2221 392 5634969 4789724 845245 0 10937503 9296878 1640625 10952611 9371994 1580617 PROVISION FOR BAD DEBTS 16753275 16753275 MEDICAL SUPPLIES 26747963 26747963 CHARITY CARE 15470105 15470105 MANAGEMENT FEES TO AFFILIATE 22329411 18979999 3349412 4278086 3677521 600565 223740852 198709999 25030853 0 X 7815 7815 0 0 0 0 23565305 23204965 0 0 0 0 0 0 2669755 2876080 1168502 1271678 200595435 76039814 125657013 124555621 0 0 0 0 0 0 0 0 26488946 26189112 179557336 178105271 26836130 30634803 0 0 0 0 120250909 118054545 0 0 0 0 0 0 0 0 11304815 16998426 158391854 165687774 X 18265215 8922050 2900267 3495447 0 0 21165482 12417497 179557336 178105271 X 1437032 -10185017 X false true X true false X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED 13745000 13745000 125401305 39555903 85845402 1801068 925448 875620 52568545 34353900 18214645 7079517 1204563 5874954 124555621 ASSETS OF BHSF FOUNDATION 3495447 ACQUIRED 22547681 OTHER RECEIVABLES 145984 26189112 0 SELF INSURANCE RESERVES 14326186 POST RETIREMENT BENEFIT 0 ASSET RETIREMENT OBLIGATION 0 DUE TO AFFILIATES 2672240 16998426 X 193260944 -32223380 -32223380 225484324 -306440 -306440 225177884 191823912 306440 306440 191517472 32223380 32223380 223740852 SCHEDULE D, PART XI, LINE 2D REVENUE, GAIN, & OTHER SUPPORT INCLUDED IN BOOKS, NOT IN FORM 990 DESCRIPTION AMOUNT CHARITY CARE -15,470,105 PROVISION FOR BAD DEBT -16,753,275 ___________ TOTAL -32,223,380 SCHEDULE D, PART XI, LINE 4B REVENUE, GAINS, & OTHER SUPPORT IN FORM 990, NOT IN BOOKS DESCRIPTION AMOUNT GAIN ON DISPOSAL OF ASSETS 113,828 CONTRIBUTIONS FROM FOUNDATION 31,110 NET RENTAL LOSS -451,378 ________ TOTAL -306,440 SCHEDULE D, PART XII, LINE 2D OTHER EXPENSES AND LOSSES IN BOOKS, BUT NOT IN FORM 990 DESCRIPTION AMOUNT GAIN ON DISPOSAL OF ASSETS -113,828 CONTRIBUTIONS FROM FOUNDATION -31,110 NET RENTAL LOSS 451,378 ________ TOTAL 306,440 SCHEDULE D, PART XII, LINE 4B OTHER EXPENSES AND LOSSES IN FORM 990, BUT NOT IN BOOKS DESCRIPTION AMOUNT CHARITY CARE 15,470,105 PROVISION FOR BAD DEBTS 16,753,275 __________ TOTAL 32,223,380 SCHEDULE D, PART X, LINE 2 FIN 48 (ASC 740) FOOTNOTE As of September 30, 2015 and 2014, BHSF had no material unrecognized tax positions. true true X true X 300. false true true true false true true 7052179 7052179 0.03410 5014711 1115683 3899028 0.01880 12066890 1115683 10951207 0.05290 157830 157830 0.00080 163531 163531 0.00080 321361 321361 0.00160 12388251 1115683 11272568 0.05450 false 4943891 27126189 55035101 -27908912 X true true 1 1 DOCTORS HOSPITAL INC 5000 UNIVERSITY DRIVE CORAL GABLES FL 33143 WWW.BAPTISTHEALTH.NET FL LICENSE #4289 X X X DOCTORS HOSPITAL INC 1 false false true X X X X X X X X 12 true false false true X SEE PART V, SECTION C X true 13 true SEE PART V, SECTION C false false true X 300. 0. X X X X false true 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 true X false false SECTION C PART V, SECTION B, LINE 22D PATIENTS QUALIFYING UNDER THE FINANCIAL ASSISTANCE POLICY WITH FAMILY INCOME AT OR BELOW 300% FPG RECEIVE FREE CARE. PART V, SECTION B, LINE 5 In the fall of 2012, the Health Council of South Florida assisted Doctors Hospital in conducting four focus groups to gauge genuine perceptions about their role in the community and to collect unvarnished information about healthcare needs and issues from diverse residents/ consumers and experts/advocates who are familiar with and could represent all segments of the community. Baptist Health leaders and Doctors Hospital executives made up the two internal focus groups. The two external focus groups featured community health leaders and local healthcare consumers/residents. Health experts and leaders who participated included: *Regional vice president of Allegany Franciscan Ministries, which helps those in need. *Director of the Healthy Aging Department for the Alliance for Aging, which expands services for seniors. *Director of community health for Catalyst Miami, which assists lower-wage individuals and families. *Executive director of Community Smiles, which offers dental-care access to Miami's underserved and uninsured. *CEO of Family Resource Center, which provides child welfare and community mental health services. *Chief of Florida International University's Department of Family Medicine, which examines disparities in clinical, social and behavioral health. *The Children's Trust's chief health and child development officer, who is an expert in the social determinants of community health. *CEO of Health Foundation of South Florida, a grant-making leader for healthier communities. *Community health director for the Miami-Dade Health Department. *Director of health services for Miami-Dade County Public Schools. *Director of Miami-Dade's Office of Countywide Healthcare Planning. *Vice president of development and communications for the Miami Foundation, which leads efforts to increase civic engagement. *CEO of Switchboard Miami, a 24-hour hotline that fields crisis-counseling calls. *United Way of Miami-Dade's group vice president of investments, who oversees community plan dollars for health. *YMCA's executive director of community initiatives, who directs childcare programs, and sports and adult fitness programs in Miami-Dade and Monroe counties. The Greater Miami residents who participated in the healthcare consumer's focus group were former patients of Doctors Hospital willing to discuss their experiences and share their views about what they see as their neighborhoods' more pressing healthcare needs. PART V, SECTION B, LINE 7A THE CHNA REPORT IS MADE WIDELY AVAILABLE ON THE HOSPITAL FACILITY'S WEBSITE: https://baptisthealth.net/en/about-baptist-health/documents/dh-report.pdf PART V, SECTION B, LINE 10A THE MOST RECENTLY ADOPTED IMPLEMENTATION STRATEGY IS MADE WIDELY AVAILABLE ON THE HOSPITAL FACILITY'S WEBSITE: https://baptisthealth.net/en/about-baptist-health/documents/dh-implementat ion-plan.pdf PART V, SECTION B, LINE 16A THE FAP IS MADE WIDELY AVAILABLE ON THE HOSPITAL FACILITY'S WEBSITE: https://baptisthealth.net/en/patient-visitor/documents/charity_care_policy _2012.pdf PART V, SECTION B, LINE 16B THE FAP APPLICATION IS MADE WIDELY AVAILABLE ON THE HOSPITAL FACILITY'S WEBSITE: https://baptisthealth.net/en/patient-visitor/documents/dh_financial_aid_fo rm.pdf PART V, SECTION B, LINE 16C A PLAIN LANGUAGE SUMMARY OF THE FAP IS MADE WIDELY AVAILABLE ON THE HOSPITAL FACILITY'S WEBSITE: https://baptisthealth.net/en/about-baptist-health/pages/charitable-care.as px PART V, SECTION B, LINE 11 Doctors Hospital conducted a community health needs assessment in 2013 to better understand the healthcare needs of the community it serves in Miami Dade County. It identified the following five priority areas as a result of its assessment: * Access to Care * Availability of Primary Care and Prevention * Chronic Disease Management * Healthy Lifestyle: Exercise and Nutrition * Elder Care/Geriatrics The written implementation plan addresses each of the five priority areas above. Specific implementation strategies are organized around each priority area. Access to care: Community Clinics for the Uninsured - Doctors Hospital, through its parent entity Baptist Health South Florida, directly funds the operations of local community clinics that provide healthcare to uninsured/underinsured members of the South Florida community. Baptist Health funds four clinics: the Good Health Clinic, Good News Care Center, Open Door Health Center and South Miami Children's Clinic. In some instances, Baptist Health's contribution amounts to more than half of the operational budget for the clinics. Support Providers in Caring for the Uninsured - Doctors Hospital directly supports the care of the uninsured in two ways: free hospital care to individuals qualifying under the Baptist Health charity care policy, and direct payments to community physicians to treat these patients at the hospital. As Florida's insurance crisis has worsened, Baptist Health has increased its effort to provide free care to those who need it and raised public awareness of this assistance through community outreach and information given to patients. The program provides free care to individuals and families with incomes up to 300 percent of the federal poverty level. In FY 15, Doctors Hospital patients received charity care, at a cost of more than $15 million. In addition, Doctors Hospital encourages its affiliated physicians to care for uninsured patients in the hospital and in their offices on a timely basis by providing direct subsidies to them. In FY 15, the hospital's payments to affiliated physicians for uncompensated care and emergency department coverage totaled more than $160,000. Healthcare Coverage Education and Assistance - Baptist Health educates patients about the importance of primary and preventive care, and thus the importance of health insurance coverage to accessing this care. Essential elements of this education are available coverage options, including government programs and commercial health insurance through traditional means and the health insurance marketplace. Baptist Health expanded its existing Medicaid enrollment assistance resources to include healthcare marketplace application assistance. Availability of Primary and Preventative Care: Increase Primary Care Providers -The United States has a recognized shortage of primary care physicians, and Miami-Dade County has fewer primary care physicians per 1,000 residents than the national average. Making these key healthcare providers available to deliver routine care and manage chronic disease conditions before they flare up into acute episodes is critical to a well-functioning local healthcare system. Recognizing this, Baptist Health plans to invest heavily in increasing the supply of primary care providers within our community. There are a total of 9 primary care centers in operation throughout Miami-Dade County offering care and prevention to our community with extended hours of operation to improve healthcare access to working families. Several of these clinics are located near Doctors Hospital. Support Florida International University's Herbert Wertheim College of Medicine through Mentorship of Family Medicine Medical Students - The medical school at Florida International University (FIU) opened it doors with a commitment to focus on family medicine and primary care to address the national and state shortage of primary care physicians, particularly in areas with underserved minority populations, such as Miami-Dade County. Through the FIU affiliation, Doctors Hospital is directly contributing to the training of these future primary care physicians by providing clinical rotations to more than 367 third- and fourth-year medical students in FY2015. Support of Primary Care Providers through Continuing Medical Education - Baptist Health provides continuous medical education in support of its primary care providers and allied health professionals through its accredited medical education department. During Fiscal year 2015, Baptist Health South Florida's CONTINUING MEDICAL EDUCATION PROGRAM PROVIDED NEARLY 1,700 HOURS OF CONTINUING MEDICAL EDUCATION, INCLUDING SYMPOSIUMS TARGETING REGIONAL, NATIONAL AND INTERNATIONAL AUDIENCES. IN TOTAL, MORE THAN 21,000 HEALTHCARE PROFESSIONALS ATTENDED MORE THAN 250 COURSES AND EARNED MORE THAN 80,000 CME CREDITS. This benefits the community greatly by keeping the community physicians up to date with the latest techniques in primary care and prevention on an ongoing basis. Sponsor FIU Neighborhood Help Program to South Miami Dade Community - Florida International University's Herbert Wertheim College of Medicine has developed a program to address the social determinants of health. This program pairs interdisciplinary teams of health students - medical, nursing and social work - with families in a low-income area. Th Schedule H PART I, LINE 6A Baptist Health South Florida, Inc. ("BHSF") the hospital's parent organization, prepares an annual community benefit report which includes the charity care and community benefits provided by Doctors Hospital and the other not-for-profit affiliates of BHSF. PART I, LINE 7, COLUMN (F) Bad debt expense of $16,753,275 is included in Form 990 Part IX Line 25 Column (a) but excluded from the denominator for purposes of calculating the percentages on line 7, column f. PART I, LINE 7 Amounts calculated and reported in this table were derived from the most accurate, available sources. Charity Care and Means-Tested Government Programs costs are determined using a cost accounting system which captures all inpatients and out patients including emergency room patients. 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 were compiled by the finance department using a cost accounting system or the actual amounts paid where appropriate. PART III, LINE 2 Doctors Hospital estimates the allowance for doubtful accounts by reserving a percentage of accounts receivable based on historical and expected collections, business and economic conditions, trends in reimbursement, and other collection indicators. For receivables associated with services provided to patients who have third-party coverage, including receivables from government agencies, Doctors Hospital analyzes contractually due amounts and provides an allowance for doubtful accounts and a provision for bad debts. For all payor types, when Doctors Hospital can no longer reasonably estimate collectability of an account based on the aging of the balance due and the volatility and unpredictable nature of the amount, Doctors Hospital reserves substantially all amounts due. PART III, LINE 4 The footnote that describes the bad debt expense reported in the audited consolidated financial statements of Baptist Health South Florida, Inc. which includes Doctors Hospital, is as follows: BHSF provides for accounts receivable that could become uncollectible in the future by establishing an allowance to reduce the carrying value of such receivables to their estimated net realizable value. Additions to the allowance for doubtful accounts are made by means of the provision for doubtful accounts. Accounts written off as uncollectible are deducted from the allowance and subsequent recoveries are added. BHSF estimates the allowance for doubtful accounts by reserving a percentage of accounts receivable based on historical and expected collections, business and economic conditions, trends in reimbursement, and other collection indicators. For receivables associated with services provided to patients who have third party coverage, including receivables from government agencies, BHSF analyzes contractually due amounts and provides an allowance for doubtful accounts and a provision for bad debts. For all payor types, when BHSF can no longer reasonably estimate collectability of an account based on the aging of the balance due and the volatility and unpredictable nature of the amount, BHSF reserves substantially all amounts due. Recoveries on written-off accounts receivable are recorded in the period the recovery occurs as an increase in net patient service revenue through an adjustment to the provision for doubtful accounts. Bad debt at cost was calculated for Schedule H purposes by applying the cost to charge percentage derived by the cost accounting system against bad debt expense reported on the audited financial statements. PART III, LINE 8 Medicare costs were derived using the cost accounting system which captures all inpatients and outpatients including emergency room patients. The costs have been offset by any payments received from Medicare. The organization does not report any amounts from Part III, Line 7 as community benefit. PART III, LINE 9B In order to promote the health and well-being of the community served, uninsured patients with limited financial resources who are unable to access entitlement programs shall be eligible for free health care services based on established criteria. BHSF has a written debt collection policy. No collection efforts are put forth for patients who are known to qualify for charity care. Schedule H PART VI, LINE 2 - NEEDS ASSESSMENT Doctors Hospital is part of Baptist Health South Florida, one of the region's most preferred healthcare organizations. They have been committed to serving the community since their founding in 1949. As a faith-based, not-for-profit institution, their mission focuses on providing high-quality, compassionate care to all their patients, including the poor and uninsured. Understanding the role of wellness and prevention in maximizing the opportunities to improve the health and quality of life of their community, Doctors Hospital also offers a multitude of free and low-cost educational programs, exercise classes and health screenings at various locations. New ways are always explored to improve services and expand the ability to meet the healthcare needs of the community. A "community health needs assessment" was conducted to focus on the particular characteristics of patients and the community to precisely pinpoint specific needs. This assessment serves as a comprehensive tool to increase their knowledge about the people being served and enhance the ability to provide top-level healthcare to the entire community in the most effective manner. Doctors Hospital worked with the Health Council of South Florida to take an in-depth look at the diverse population served, based on such information as inpatient admissions, U.S. Census data and other local, state and national statistics. To gather first-hand input about the community needs, the Health Council conducted focus groups with residents/consumers, healthcare experts and advocates, and Doctors Hospital leaders. Participants were asked about their experiences with Doctors Hospital and their most pressing healthcare issues. Objective data was mined about the patient population, including rates and types of disease, demographics and other information from the U.S. Census. Local public health experts were questioned about their constituents and asked how Doctors Hospital can best use their resources to make the community a healthier and better place. Finally, all the compiled data was analyzed to identify the top healthcare needs and issues in the community. They are: * Access to care. * Availability of primary and preventive care. * Chronic disease management. * Healthy lifestyles: exercise and nutrition. * Elder care/geriatrics. The community health needs assessment and implementation plans, available on their website at BaptistHealth.net, summarizes the details of their comprehensive research and assessment. It includes a description of the community served, the methods used to make determinations, a look at the input received from community experts and residents/consumers and, finally, the resulting list of the community's most significant healthcare needs. The report also includes a list of existing programs and services that help address the community's priority healthcare needs. These programs are used as a foundation on which to expand and pinpoint their services based on the priorities targeted in this report. This important exercise has helped Doctors Hospital to better understand their stakeholders - the people who depend on the organization when they are ill or injured, as well as their families, and the entire community, whose health they strive to improve through educational and preventive measures, innovative partnerships, high-quality care and by being a good corporate citizen. Doctors Hospital is committed to using this enlightening report as a roadmap to plan the best strategies to specifically and effectively address the most pressing healthcare needs of the entire community, with a special focus on the most vulnerable residents. PART VI, LINE 3 - PATIENT EDUCATION OF ELIGIBILITY FOR ASSISTANCE Financial assistance information is provided in multiple locations. Patient registration provides a one-page information handout to all patients about the availability of financial assistance, creating awareness of the charity care program. Patient registration also provides information regarding Baptist Health's charity care policy to all uninsured, non-emergent patients prior to service. All letters and statements to uninsured patients, including those sent by third-party collection agencies, include a reference to financial assistance programs. All public information and forms regarding the provision of charity care use language that is appropriate for the Baptist Health service area. Where possible, prior to the registration of a patient potentially eligible for financial assistance, a financial counselor will conduct a pre-registration interview with the patient. If a pre-registration interview is not possible, the interview is conducted as soon as possible thereafter. In the case of an emergency admission, the evaluation of payment alternatives does not take place until the medical care needed to stabilize the patient has been provided. Those patients who may qualify for financial assistance from a governmental program are referred to the appropriate program such as Medicaid, prior to consideration for charity care. Additionally, information regarding their charity care program and qualifying for financial assistance appears on their website at www.baptisthealth.net. PART VI, LINE 4 - COMMUNITY INFORMATION Greater Miami is one of the most international communities in the nation. According to the U.S. Census, half of the residents in Doctors Hospital's patient service area are foreign-born, with 75 percent of Latin or Hispanic descent, and 71 percent reporting a language other than English spoken at home. The average household includes three people and the average household income is $70,320, surpassing the average Miami-Dade County household income of $61,035. Twenty-two percent are under 18 years old. Sixty percent are ages 21-64, and 15 percent are age 65 or older. Doctors Hospital serves Greater Miami, including the neighborhoods of Cutler Ridge/Perrine, Downtown/Brickell, Westchester, Kendall, Coral Gables and Coconut Grove. This geographical area is home to more than 1 million residents. Doctors Hospital is located at 5000 University Drive, Miami, Fla. 33146. Their patient service area, as determined by the addresses of their inpatients, covers 31 Zip codes. PART VI, LINE 5 - PROMOTION OF COMMUNITY HEALTH In furtherance of its exempt purpose to provide healthcare to improve the health and well-being of individuals, and to promote the sanctity and preservation of life in the community it serves, Doctors Hospital, located in the heart of historical Coral Gables, operates a 281-bed acute care facility. The original hospital was established in 1949. In 1957, it was acquired by the Dr. John T. Macdonald Foundation, then by the for-profit HealthSouth Corporation in 1992, and finally in 2003 by BHSF. Doctors Hospital is recognized for its services in orthopedics and sports medicine, neurosurgery, general surgery, urology and minimally invasive laparoscopic surgery. Its nationally recognized sports medicine program serves both professional and collegiate sports teams. Since its acquisition by BHSF, Doctors Hospital has been able to offer its patients access to all the tertiary care and specialized services associated with the BHSF Hospitals, responding to the needs of the Greater Miami community. Doctors Hospital admitted approximately 6,384 inpatients in fiscal year 2015, and more than 19,900 patients received emergency treatment. PART VI, LINE 6 - AFFILIATED HEALTH CARE SYSTEM THE BHSF SYSTEM PROVIDES A COMPREHENSIVE CONTINUUM OF SERVICES, EITHER THROUGH ITS OWN PROGRAMS OR IN COOPERATION WITH OTHER AFFILIATED HOSPITALS AND HEALTH CARE PROVIDERS. THE BHSF SYSTEM'S HEALTH CARE PROGRAMS AND SERVICES INCLUDE THE FOLLOWING: MIAMI CARDIAC & VASCULAR INSTITUTE: MIAMI CARDIAC & VASCULAR INSTITUTE ("MCVI") IS THE LARGEST AND MOST COMPREHENSIVE CARDIOVASCULAR FACILITY IN THE REGION. PATIENTS CAN EXPERIENCE CONSISTENT, EXCEPTIONAL, EVIDENCE-BASED CARE AT INSTITUTE LOCATIONS THROUGHOUT BAPTIST HEALTH. THEIR TEAM OF MULTILINGUAL, MULTIDISCIPLINARY SPECIALISTS HAVE PIONEERED THE DEVELOPMENT OF TECHNOLOGY USED TO TREAT ANEURYSMS, BLOCKAGES IN VEINS AND ARTERIES AND HOLES IN THE HEART. THEY PARTICIPATE IN FEDERALLY APPROVED CLINICAL RESEARCH STUDIES AND OFFER THE MOST MINIMALLY INVASIVE OPTIONS WHENEVER POSSIBLE. MCVI ALSO OFFERS PERSONALIZED EDUCATION AND REHABILITATION SERVICES TO HELP MANAGE EXISTING CONDITIONS AND TO PREVENT CARDIOVASCULAR DISEASE. MCVI ADHERES TO QUALITY STANDARDS ESTABLISHED BY THE AMERICAN COLLEGE OF CARDIOLOGY, SOCIETY OF INTERVENTIONAL RADIOLOGY, AMERICAN COLLEGE OF RADIOLOGY, SOCIETY FOR VASCULAR SURGERY AND SOCIETY OF THORACIC SURGERY. MCVI WAS ESTABLISHED IN 1987 UNDER THE LEADERSHIP OF BARRY T. KATZEN, M.D. DR.KATZEN IS THE RECIPIENT OF THE CARDIOVASCULAR AND RADIOLOGICAL SOCIETY OF EUROPE'S GOLD MEDAL AWARD FOR HIS GROUNDBREAKING WORK IN INTERVENTIONAL RADIOLOGY, INCLUDING THE USE OF STENTS FOR PROPPING OPEN MAJOR BLOOD VESS OTHER INFORMATION Doctors Hospital has its own governing board, the members of which consist of representatives of the professional, pastoral and business communities. Other services rendered and programs offered at Doctors Hospital include: Emergency Center: The Emergency Center at Doctors Hospital is open 24 hours a day, seven days a week, and provided treatment to more than 19,900 patients during fiscal year 2015. Rehabilitation Services: The Department of Rehabilitation at Doctors Hospital offers services to children, adolescents, adults and seniors with physical, cognitive and/or functional deficits. Rehabilitation services include orthopedics & sports medicine (A PART OF MIAMI ORTHOPEDICS & SPORTS MEDICINE INSTITUTE), neuromuscular, cardiac, medical/surgical, burns, open wounds, amputations, spinal cord injury, head trauma, and pain management. To meet increased community demand for physical therapy services, MIAMI ORTHOPEDICS & SPORTS MEDICINE INSTITUTE was opened to provide additional capacity at a convenient, off-site location. false true false false false false false true false LINCOLN MENDEZ FORMER CEO 0 414812 0 288870 0 52685 0 68650 0 43771 0 868788 0 52676 DOUG JOLLY VP 177082 0 110351 0 25875 0 20917 0 26586 0 360811 0 15287 0 PAUL MUNGO VP OF OPERATIONS 153295 0 97473 0 11584 0 7077 0 15769 0 285198 0 0 0 MARIA CIENFUEGOS PHARMACIST 148744 0 31003 0 3097 0 3816 0 31128 0 217788 0 0 0 NELSON LAZO CEO 0 331262 0 237677 0 29706 0 68919 0 25808 0 693372 0 51501 ELIZABETH ALBERS AVP Nursing 144215 0 35766 0 16680 0 3982 0 12358 0 213001 0 0 0 EDWARD GARABEDIAN AVP HOSPITAL ADMINISTRATION 123463 0 31676 0 15590 0 3530 0 26956 0 201215 0 0 0 DIANE AMADO-TATE CNO 151293 0 88256 0 12827 0 14481 0 26197 0 293054 0 0 0 SHELDON HOROVITZ DIRECTOR OF CARDIO-PULM SVCS 87468 0 19208 0 73816 0 3685 0 18355 0 202532 0 0 0 JOSEFINA DEL DUCA PHARMACY MANAGER 146079 0 21375 0 1548 0 1004 0 1435 0 171441 0 0 0 SCHEDULE J, PART I, LINE 4B As part of the Baptist Health South Florida executive benefit plan, executives are eligible to allocate a portion of their flexible spending allowance to a Supplemental Survivor Accumulation Benefit (SSAB) account. The SSAB is a life insurance product that provides a deferred retirement benefit for the executive or a death benefit for the executive's survivors. Contributions to the SSAB may be made annually to the participant's account. All contributions accumulate, along with investment earnings, for the period the executive participates. The executive does not have access to the contributions made or the related investment income, all of which is subject to substantial risk of forfeiture. Pursuant to the SSAB plan guidelines, this benefit is terminated upon an executive reaching age 65, however, payment can be deferred to a date at least two years after reaching age 65 but no later than 68. At that time the entire amount accumulated is paid out in a lump sum. SCHEDULE J, PART I, QUESTION 7 Key executives who control significant assets or who have a major impact on operations may earn incentive pay, capped at a pre-determined percentage of the executive's base salary. The purpose of incentive pay is to focus executive action on key "performance thresholds" and corporate goals that are approved by the Board's Compensation Committee. The achievement of these goals requires extraordinary effort, commitment and achievement. The incentive component of the executive's total compensation is variable and totally at risk, depending upon the achievement of the agreed-upon goals. Schedule J, Part I, Line 3 The CEO of Doctors Hospital is compensated by Baptist Health South Florida (BHSF), a related organization. The determination of the compensation of the CEO follows the same process delineated herein. The Bylaws of Doctors Hospital delegate the authority to set executive compensation to BHSF. BHSF's Compensation Committee is comprised exclusively of independent Board members who serve voluntarily without any remuneration, and who must adhere to a stringent conflict of interest policy that precludes them or their families from doing business with Baptist Health. The Committee is responsible for reviewing the performance and approving the compensation for executives. The term "compensation" includes salaries, benefits and incentives. The Compensation Committee annually engages a nationally-recognized, independent consultant to conduct compensation surveys and to advise the Board on compensation policies. The Compensation Committee decisions are based on the following: 1. Total Compensation Package: Recruitment and retention of capable, productive executives is accomplished through design of a total compensation package that includes a base salary, at-risk incentive pay, and benefits. It is the objective of Baptist Health to ensure a consistent compensation philosophy across all employee and leadership levels that rewards outstanding performance using a cash plus employee benefits package targeting the 75th percentile. Base salaries of fully productive executives are indexed to the median (50th percentile) salary paid by similar healthcare organizations. Incentive pay for superior achievement provides the opportunity for total cash compensation at the 75th percentile of the executive's peer group if the executive exceeds his/her performance metrics. 2. Performance-based Salary Increases: One of the key elements of Baptist Health's executive compensation philosophy is "pay for performance." Salary increases are based upon the degree to which each executive achieves his/her individual performance objectives for the year, which are tied to corporate objectives. Generally these objectives relate to clinical quality; patient, physician and community satisfaction; charity care and mission goals; financial performance and expense management. Individual and group performance against these objectives is reviewed by the Compensation Committee and Board of Trustees annually after the close of the fiscal year. 3. Market-based Salary Increases: The Board's Compensation Committee reviews the market value of executive positions annually to assure that Baptist Health's pay levels are competitive. The independent consultant, selected by the Compensation Committee, obtains executive salary information for functionally comparable positions at healthcare institutions of comparable size within Florida and the United States. Baptist Health's peer group is comprised of other complex not-for-profit hospital systems of similar size ($2.5 billion in revenues; 16,000 employees), scope (6 hospitals, 17 outpatient centers and a large international service). The peer group does not include for-profit hospitals, whose compensation practices are far more generous (and include such things as stock options and equity/ownership interests). 4. No Guaranteed Salary Increases: There is no guarantee of annual executive salary increases. Salary increases depend upon the organization's ability to pay, the executive's salary in relation to the market, the executive's performance level, and internal pay relationships to peers. 5. At-Risk Incentive Pay: Key executives who control significant assets or who have a major impact on operations may earn incentive pay. The purpose of incentive pay is to focus executive action on key "performance thresholds" and corporate goals that are approved by the Board's Compensation Committee. The achievement of these goals requires extraordinary effort, commitment and achievement. The incentive component of the executive's total compensation is variable and totally at risk, depending upon the achievement of the agreed-upon goals. 6. Perquisites: Baptist Health executives are provided with a common set of perquisites that are typical of other responsible not-for-profit organizations to enable them to more effectively conduct their business. These benefits are deemed by the Compensation Committee to be appropriate and conservative. Perquisites are generally limited to auto and cell phone allowances which are fully taxable to the executive. Other perquisites provided to executives, such as paid time off or reimbursement for relevant educational expenses, are offered to all employees in accordance with enterprise-wide policies and procedures. Business travel for executives on commercial airlines is limited to coach fares (an upgrade to the next available class of service, e.g., business class, may be permitted when the flight duration is in excess of five hours or an overnight accommodation can be avoided). Chartered plane travel, spousal travel, luxury residences for personal use, health, country or social club dues and personal services (such as maid, chauffeur, chef, landscaper) are not provided (or reimbursed) to Baptist Health executives. MARIA CORREA SEE PART V 16152 EMPLOYEE false SCHEDULE L, PART IV BONNIE BLAIRE AND MARIA CORREA ARE FAMILY MEMBERS. FORM 990, Part VI, QUESTION 15 PERFORMANCE-BASED EXECUTIVE COMPENSATION The South Florida market for highly competent healthcare executives reflects a very competitive environment for qualified executives. It is comprised of large, national, for profit chains and not-for-profit hospital systems and stand-alone hospitals. The Board of Trustees of Baptist Health South Florida seeks executives of vision and leadership to carry out the organization's faith-based mission of quality care and community service. The Board expects these executives to provide leadership that will place Baptist Health among the best healthcare systems in the nation for quality and excellence. The Board expects executives to demonstrate integrity and loyalty in the performance of their duties and to adhere to Baptist Health Conflict of Interest Policy, Executive Code of Conduct and all compliance/ethics policies. Executive compensation is considered the foundation to attract and retain executives with the talent, experience and character to meet these expectations. The CEO of Doctors Hospital is compensated by Baptist Health South Florida (BHSF), a related organization. The determination of the compensation of the CEO follows the same process delineated herein. The Bylaws of Doctors Hospital delegate the authority to set executive compensation to BHSF. BHSF's Compensation Committee is comprised exclusively of independent Board members who serve voluntarily without any remuneration, and who must adhere to a stringent conflict of interest policy that precludes them or their families from doing business with Baptist Health. The Committee is responsible for reviewing the performance and approving the compensation for executives. The term "compensation" includes salaries, benefits and incentives. The Compensation Committee annually engages a nationally-recognized, independent consultant to conduct compensation surveys and to advise the Board on compensation policies. The Compensation Committee decisions are based on the following: 1. Total Compensation Package: Recruitment and retention of capable, productive executives is accomplished through design of a total compensation package that includes a base salary, at-risk incentive pay, and benefits. It is the objective of Baptist Health to ensure a consistent compensation philosophy across all employee and leadership levels that rewards outstanding performance using a cash plus employee benefits package targeting the 75th percentile. Base salaries of fully productive executives are indexed to the median (50th percentile) salary paid by similar healthcare organizations. Incentive pay for superior achievement provides the opportunity for total cash compensation at the 75th percentile of the executive's peer group if the executive exceeds his/her performance metrics. 2. Performance-based Salary Increases: One of the key elements of Baptist Health's executive compensation philosophy is "pay for performance." Salary increases are based upon the degree to which each executive achieves his/her individual performance objectives for the year, which are tied to corporate objectives. Generally these objectives relate to clinical quality; patient, physician and community satisfaction; charity care and mission goals; financial performance and expense management. Individual and group performance against these objectives is reviewed by the Compensation Committee and Board of Trustees annually after the close of the fiscal year. 3. Market-based Salary Increases: The Board's Compensation Committee reviews the market value of executive positions annually to assure that Baptist Health's pay levels are competitive. The independent consultant, selected by the Compensation Committee, obtains executive salary information for functionally comparable positions at healthcare institutions of comparable size within Florida and the United States. Baptist Health's peer group is comprised of other complex not-for-profit hospital systems of similar size ($2.5 billion in revenues; 16,000 employees), scope (6 hospitals, 17 outpatient centers and a large international service). The peer group does not include for-profit hospitals, whose compensation practices are far more generous (and include such things as stock options and equity/ownership interests). 4. No Guaranteed Salary Increases: There is no guarantee of annual executive salary increases. Salary increases depend upon the organization's ability to pay, the executive's salary in relation to the market, the executive's performance level, and internal pay relationships to peers. 5. At-Risk Incentive Pay: Key executives who control significant assets or who have a major impact on operations may earn incentive pay, capped at a pre-determined percentage of the executive's base salary. The purpose of incentive pay is to focus executive action on key "performance thresholds" and corporate goals that are approved by the Board's Compensation Committee. The achievement of these goals requires extraordinary effort, commitment and achievement. The incentive component of the executive's total compensation is variable and totally at risk, depending upon the achievement of the agreed-upon goals. 6. Perquisites: Baptist Health executives are provided with a common set of perquisites that are typical of other responsible not-for-profit organizations to enable them to more effectively conduct their business. These benefits are deemed by the Compensation Committee to be appropriate and conservative. Perquisites are generally limited to auto and cell phone allowances which are fully taxable to the executive. Other perquisites provided to executives, such as paid time off or reimbursement for relevant educational expenses, are offered to all employees in accordance with enterprise-wide policies and procedures. Business travel for executives on commercial airlines is limited to coach fares (an upgrade to the next available class of service, e.g., business class, may be permitted when the flight duration is in excess of five hours or an overnight accommodation can be avoided). Chartered plane travel, spousal travel, luxury residences for personal use, health, country or social club dues and personal services (such as maid, chauffeur, chef, landscaper) are not provided (or reimbursed) to Baptist Health executives. FORM 990, Part VI, QUESTION 12 EMPLOYEE CONFLICT OF INTEREST AN ACTUAL, POTENTIAL OR PERCEIVED CONFLICT OF INTEREST OCCURS IN THOSE CIRCUMSTANCES WHERE AN EMPLOYEE'S JUDGEMENT COULD BE AFFECTED BECAUSE THE EMPLOYEE HAS A PERSONAL INTEREST, OTHER THAN THE RECEIPT OF COMPENSATION FROM BAPTIST HEALTH SOUTH FLORIDA, INC. AND ITS AFFILIATES ("BHSF"), IN THE OUTCOME OF A DECISION OVER WHICH THE EMPLOYEE HAS CONTROL OR INFLUENCE. FOR THE PURPOSES OF THIS POLICY, IT IS PRESUMED THAT MANAGERS HAVE CONTROL OR INFLUENCE OVER ANY DECISION AFFECTING A MATTER FOR WHICH A MANAGER HAS RESPONSIBILITY. A PERSONAL INTEREST EXISTS WHEN AN EMPLOYEE OR A MEMBER OF HIS OR HER FAMILY STANDS TO DIRECTLY OR INDIRECTLY OBTAIN FINANCIAL GAIN AS A RESULT OF A DECISION. THIS POLICY IS INTENDED FOR ALL EMPLOYEES IN ORDER THAT THEY MAY UNDERSTAND, IDENTIFY, MANAGE AND APPROPRIATELY DISCLOSE THOSE TRANSACTIONS WHICH COULD RESULT IN AN ACTUAL, POTENTIAL OR PERCEIVED CONFLICT OF INTEREST. IN ACCORDANCE WITH OUR CODE OF ETHICS, HIGH ETHICAL STANDARDS MUST BE OBSERVED IN THE NEGOTIATION AND EXECUTION OF ALL BUSINESS ACTIVITIES CONDUCTED AT, BY OR WITH BHSF. ANY DECISIONS MADE BY BHSF EMPLOYEES MUST BE MADE IN COMPLIANCE WITH APPLICABLE LAWS AND REGULATIONS, WITH THE BEST ORGANIZATIONAL INTERESTS OF BHSF AS THE HIGHEST PRIORITY AND WITHOUT REGARD TO THE PERSONAL GAIN OR INTEREST OF ANY OTHER PERSON OR ENTITY. LIKEWISE, THE APPEARANCE OF ANY SUCH IMPROPER INFLUENCE ON ANY DECISIONS SHOULD BE CONSCIOUSLY AVOIDED. EMPLOYEES SHOULD ALSO ADHERE TO POLICY 828 WHICH PROHIBITS VENDOR SPONSORED TRAVEL AND POLICY 829 LIMITING ACCEPTANCE OF PERSONAL HONORARIUMS AND POLICY 831 WHICH PROVIDES LIMITATIONS AND GUIDELINES ON PHILANTHROPIC SOLICITATION OF VENDORS. A POTENTIAL OR PERCEIVED CONFLICT OR INTEREST MAY EXIST IRRESPECTIVE OF THE INTENT OF THE EMPLOYEE. FORM 990, Part VI, QUESTION 12 BOARD CONFLICT POLICY BAPTIST HEALTH AND ITS AFFILIATES HAVE A STRONG AND ROBUST CONFLICT OF INTEREST POLICY. THE POLICY IS MEANT TO ENSURE THAT EACH VOTING MEMBER OF THE BOARD OF TRUSTEES GOVERNS THE AFFAIRS OF BAPTIST HEALTH WITH HONESTY AND INTEGRITY AND MAKES DECISIONS FOR THE BENEFIT OF BAPTIST HEALTH. VOTING BOARD MEMBERS MAY NOT BE EMPLOYED BY BAPTIST HEALTH NOR ENGAGED TO PROVIDE SERVICES TO BAPTIST HEALTH IN EXCHANGE FOR CASH COMPENSATION. CONFLICT FREE DECISION MAKING EXTENDS BEYOND THE BOARD MEMBERS. TRANSACTIONS THAT MIGHT BENEFIT (I) THE PRIVATE INTEREST OF A MEMBER OR HIS OR HER FAMILY (II) AN ORGANIZATION CONTROLLED BY A MEMBER OR HIS OR HER FAMILY (III) AN ORGANIZATION IN WHICH A MEMBER OR HIS OR HER FAMILY HAS A MATERIAL INTEREST. SINCE THE APPEARANCE OF A CONFLICT OF INTEREST MAY BE AS DAMAGING TO BAPTIST HEALTH'S REPUTATION AS ACTUALLY PERMITTING A CONFLICT TO EXIST, EACH BOARD MEMBER HAS A CONTINUING OBLIGATION TO DISCLOSE ANY POTENTIAL CONFLICTS. THIS CONTINUING OBLIGATION IS SUPPLEMENTED BY AN ANNUAL CERTIFICATION THAT THE BOARD MEMBER IS FREE FROM ACTUAL OR POTENTIAL CONFLICTS OF INTEREST. THE ANNUAL CERTIFICATION IS REVIEWED BY THE VICE PRESIDENT OF COMPLIANCE WHO REPORTS DIRECTLY TO THE BOARD. POTENTIAL CONFLICTS ARE FURTHER REVIEWED BY THE BOARD'S ETHICS COMMITTEE. IF A CONFLICT DOES EXIST, THE CONFLICTED BOARD MEMBER MAY BE REQUIRED TO (I) RESIGN FROM THE BOARD OR (II) ELIMINATE THE RELATIONSHIP WHICH GIVES RISE TO THE CONFLICT. FORM 990, PART VI, QUESTION 12 C ENFORCEMENT AND MONITORING OF CONFLICT OF INTEREST POLICY ONE OF BAPTIST HEALTH SOUTH FLORIDA'S GREATEST ASSETS IS THE INTEGRITY OF ITS VOLUNTEER BOARD MEMBERS. ONE WAY TO ASSURE INTEGRITY IS THEIR COMMITMENT TO A STRINGENT CONFLICT OF INTEREST POLICY FOR THEIR GOVERNING BOARDS AND MANAGEMENT. AS A PART OF A ROBUST CONFLICT OF INTEREST POLICY, BOARD MEMBERS MUST ANNUALLY COMPLETE A CONFLICT OF INTEREST DECLARATION FORM. THE AUDIT AND COMPLIANCE DEPARTMENT MONITOR TO ENSURE ALL VOTING MEMBERS SUBMIT THE DECLARATION FORM AND PERFORM NECESSARY RESEARCH TO UNDERSTAND IF A POTENTIAL CONFLICT EXISTS. ALL DISCLOSURES AND THE RELATED RESEARCH ARE SUMMARIZED FOR THE ETHICS COMMITTEE OF THE BAPTIST HEALTH BOARD OF TRUSTEES. ANY DISCLOSURES THAT MAY RESULT IN THE APPEARANCE OF A CONFLICT ARE ADDRESSED BY THE COMMITTEE FOR ITS CONSIDERATION AND RESOLUTION. FORM 990, PART VI, SECTION C LINE 19 DOCUMENTS AVAILABLE TO THE PUBLIC DOCUMENTS THAT ARE REQUIRED TO BE OPEN FOR PUBLIC INSPECTION ARE MADE AVAILABLE UPON REQUEST. IN ADDITION BOTH THE FORM 990 AND AUDITED FINANCIAL STATEMENTS ARE AVAILABLE FOR PUBLIC VIEWING ON THIRD PARTY WEBSITES. THE CONFLICT OF INTEREST POLICY IS AVAILABLE ON WWW.BAPTISTHEALTH.NET. FORM 990, PART V, LINE 1a US INFORMATIONAL RETURNS BAPTIST HEALTH SOUTH FLORIDA (BHSF) has a system-wide treasury policy, which recognizes its responsibility to oversee, manage, and coordinate all affiliate operations, including the treasury functions. BHSF serves as the centralized cash receipt and disbursing agent for all BHSF entities. AS SUCH ONLY BHSF ISSUES US INFORMATIONAL RETURNS. FORM 990, PART V, LINE 2a EMPLOYEES REPORTED ON FORM W-3 BAPTIST HEALTH SOUTH FLORIDA (BHSF)IS THE APPOINTED PAY AGENT FOR ALL OF ITS AFFILIATES. AS SUCH ONLY BHSF ISSUES FORM W-3. Form 990, Part IV, Line 24a BOND LIABILITIES Bond liabilities will be reported at the parent level, on the Schedule K of Baptist Health South Florida, Inc. 2014 Form 990. FORM 990 PART VI, SECTION B , LINE 11b FORM 990 REVIEW PROCESS THE MANAGEMENT OF BAPTIST HEALTH SOUTH FLORIDA (BHSF) IS RESPONSIBLE FOR THE ACCURACY AND COMPLETENESS OF THE TAX RETURNS OF BHSF AND ALL OF ITS NONPROFIT, CHARITABLE AFFILIATES. THIS FORM 990 HAS BEEN PREPARED IN CONFORMITY WITH THE INTERNAL REVENUE CODE AND TREASURY REGULATIONS. INDEPENDENT TAX CONSULTANTS AND MEMBERS OF MANAGEMENT HAVE REVIEWED IN DETAIL THE COMPLETED FORM 990. PRIOR TO FILING, THE FORM 990 PREPARATION PROCESS AND THE DOCUMENTS ARE DISCUSSED AT A MEETING OF THE FINANCE & INSURANCE COMMITTEE OF THE BOARD OF TRUSTEES AND MADE AVAILABLE ELECTRONICALLY TO ALL MEMBERS OF THE BOARD OF TRUSTEES FOR REVIEW AND COMMENTARY. ADDITIONALLY THE EXECUTIVE AND COMPENSATION COMMITTEES OF THE BHSF BOARD OF TRUSTEES, COMPOSED OF INDEPENDENT UNCOMPENSATED MEMBERS, REVIEW OTHER PERTINENT AREAS OF THE RETURN. THE PRESIDENT AND CEO AS WELL AS THE EXECUTIVE VICE PRESIDENT AND CFO HEREBY CERTIFY AS TO THE ACCURACY AND COMPLETENESS OF THIS FORM 990. FORM 990 PART VI LINE 7a & 7b GOVERNING AND MANAGEMENT THIS ORGANIZATION IS PART OF BAPTIST HEALTH SOUTH FLORIDA, AN INTEGRATED HEALTH CARE DELIVERY SYSTEM. THE BOARD OF TRUSTEES OF BAPTIST HEALTH SOUTH FLORIDA HAS THE RIGHT TO APPROVE OR RATIFY CERTAIN CORPORATE DECISIONS OF THE ORGANIZATION AND TO APPOINT SOME BOARD MEMBERS TO THE HOSPITAL'S BOARD OF DIRECTORS. Schedule J Part II Column (B)(ii) EXECUTIVE COMPENSATION All executive compensation is reviewed and approved annually by the compensation committee which is comprised of independent uncompensated members of the Board of Trustees who have certified that they have no conflict of interest with the organization. Reportable compensation includes base salary as well as payments under a formal incentive plan which rewards successful achievement of quality, mission, charity care, and financial corporate objectives. FORM 990, PART XI, LINE 9 CHANGES IN NET ASSETS/FUND BALANCE OTHER CHANGES IN NET ASSETS OR FUND BALANCES CHANGE IN POST RETIREMENT HEALTH OBLIGATION -2,124,443 BENEFICIAL INTEREST IN BHSF FOUNDATION 595,180 EQUITY TRANSFER -8,655,754 ___________ TOTAL -10,185,017 FORM 990, PART VII The amounts appearing as reportable compensation on Form 990 Part VII for volunteer board members are composed of either payments for services as an elected representative of the medical staff, non-clinical services rendered to Baptist Health South Florida or its affiliates which make possible an important administrative function, or minor discounts on clinical services received at a Baptist Health South Florida facility. All of these amounts are reported in accordance with the rules and regulations pertaining to IRS Forms W-2 and 1099 respectively. FORM 990, PART VI, SECTION A, LINE 4 CHANGES TO ORGANIZATIONAL DOCUMENTS THE ARTICLES OF INCORPORATION OF DOCTORS HOSPITAL, INC WERE AMENDED AND RESTATED DURING THE FISCAL YEAR AS FOLLOWS: 1. THE EXECUTIVE COMMITTEE OF THE BOARD OF DIRECTORS OF BAPTIST HEALTH SOUTH FLORIDA FOUNDATION, INC MAY APPOINT A VOTING MEMBER OF THE BOARD OF DIRECTORS OF THE FOUNDATION TO SERVE AS VOTING MEMBER OF THE BOARD OF DIRECTORS OF DOCTORS HOSPITAL ("THE CORPORATION"). 2. IF THE PRESIDENT OF THE MEDICAL STAFF IS EMPLOYED BY THE CORPORATION, OR ANY OF ITS AFFILIATES, THEN THE PRESIDENT OF THE MEDICAL STAFF SHALL SERVE AS A NON-VOTING MEMBER OF THE BOARD DURING THE TIME HE OR SHE IS EMPLOYED. BAPTIST HEALTH SOUTH FLORIDA 6855 RED ROAD STE 600 CORAL GABLES FL 33143 650267668 SUPPORT FL 501(C)(3) 11C, TYPE 3 NA false BAPTIST HOSPITAL OF MIAMI 8900 N KENDALL DRIVE MIAMI FL 33176 590910342 HOSPITAL FL 501(C)(3) 3 BHSF false BHSF REAL ESTATE FOUNDATION 6855 RED ROAD CORAL GABLES FL 33143 650611015 SUPPORT FL 501(C)(3) 11A, TYPE 1 BHSF false HOMESTEAD HOSPITAL 975 BAPTIST WAY HOMESTEAD FL 33033 650232993 HOSPITAL FL 501(C)(3) 3 BHSF false SOUTH MIAMI HOSPITAL 6200 SW 73 ST SOUTH MIAMI FL 33143 590872594 HOSPITAL FL 501(C)(3) 3 BHSF false MARINERS HOSPITAL 91500 OVERSEAS HIGHWAY TAVERNIER FL 33070 591987355 HOSPITAL FL 501(C)(3) 3 BHSF false WEST KENDALL BAPTIST HOSPITAL 9555 SW 162 AVE MIAMI FL 33196 522438452 HOSPITAL FL 501(C)(3) 3 BHSF false BAPTIST HEALTH SOUTH FLORIDA FOUNDATION 6855 RED ROAD STE 600 CORAL GABLES FL 33143 591923401 FUNDRAISING FL 501(C)(3) 7 BHSF false BAPTIST OUTPATIENT SERVICES 6855 RED ROAD STE 600 CORAL GABLES FL 33143 562290370 MED. DIAG. 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