2014-11-10T11:37:54-06:00 2013-12-31 ERNST & YOUNG US LLP 55 EVAN ALLEN JR BLVD SUITE 1000 ATLANTA GA 30308 990 2013-01-01 590774199 St Joseph's Hospital Inc % JOHN GANTNER STJO 8138704942 3003 W Dr Martin Luther King Blvd Suite Tampa FL 33607 CARL TREMONTI CFO 2014-11-04 WILLIAM RIKER P01226021 2013 2015-11-30 17:44:51Z Glenn Waters 3003 W Dr Martin Luther King Tampa FL 33607 866388330 false X www.Sjbhealth.org X 1963 FL St. Joseph's Hospital, Inc. will improve health of all we serve through community-owned health care services that set the standard for high-quality, compassionate care. 21 19 5622 932 3786210 -193241 5916901 6913520 813716768 847956629 298660 256492 12242513 11240166 832174842 866366807 73880 31000 0 0 300619491 308164643 0 0 0 432529291 436463815 733222662 744659458 98952180 121707349 1031629066 1141792404 160032222 129275650 871596844 1012516754 St. Joseph's Hospital, Inc. will improve the health of all we serve through COMMUNITY-OWNED HEALTH CARE SERVICES THAT SET THE STANDARD FOR HIGH-QUALITY, COMPASSIONATE CARE. false false 647810833 31000 852279543 St. Joseph's Hospital, Inc. (SJH) is a full-service 1,006-bed community hospital. During 2013, SJH provided inpatient care to 45,799 patients, treated 182,893 patients in the emergency department, and delivered 7,227 babies. Through efforts of the medical assistance program and the hospital's charity care program SJH saw a net community benefit expense of approximately $97 million. The hospital also provided other community services totaling more than $5.4 million. Some of the programs included Wellness on Wheels, Faith Community Nursing, and St. Joseph's Children's Advocacy Center. Refer to Schedule H for additional information. 647810833 true true false true false false false false false false true false false true true false false true false false false false false false false false true true true false true false false false false false false false true false false false false false true true true false false true 505 0 true 5622 true true true false false false false false false false false false X 21 19 true false false false true true true true true false false true true true true true true false true true true X JOHN GANTNER 7278208005 2985 DREW STREET clearwater FL 33759 Glenn Waters ExOfficio Trustee/Pres HospDiv 1.0 58.0 X X 0 1073723 215238 Isaac Mallah Ex Officio Trustee/Pres SJB 1.0 48.0 X X 0 3293992 45192 Lee Kirkman Trustee/CMO - BCMG 1.0 48.0 X 0 531837 34264 Mary Arghittu Trustee 1.0 4.0 X 0 0 0 Ken Atwatar Trustee 1.0 2.0 X 0 0 0 Robert Baskin Trustee 1.0 2.0 X 0 0 0 Michael Booher Trustee 1.0 2.0 X 0 0 0 John Borreca Trustee 1.0 3.0 X 0 0 0 Rick Colon Trustee/Vice Chairman 1.0 2.0 X X 0 0 0 Coleman Davis Trustee 1.0 2.0 X 0 0 0 Jonathan Jennewein Trustee 1.0 2.0 X 0 0 0 Donna Jordan Trustee 1.0 2.0 X 0 0 0 Judith Lisi Trustee 1.0 2.0 X 0 0 0 Gene Marshall Trustee 1.0 3.0 X 0 0 0 Winnie Marvel Trustee 1.0 2.0 X 0 0 0 Carolyn Mcmullen Trustee 1.0 2.0 X 0 0 0 Eric Obeck Trustee/Chairman 1.0 3.0 X X 0 0 0 Domenick Reina Trustee 1.0 2.0 X 0 0 0 Elaine Shimberg Trustee 1.0 2.0 X 0 0 0 Gladys Sharkey Trustee 1.0 4.0 X 0 0 0 William West Trustee 1.0 3.0 X 0 0 0 Albert Whitaker Trustee 1.0 2.0 X 0 0 0 Carl Tremonti CFO, BC Hosp Div 1.0 57.0 X 0 416973 34153 Cathy Yoder Treasurer/CFO - BCMG 1.0 48.0 X 0 409701 39673 Brenda Balicki Secretary 45.0 2.0 X 67852 0 15722 Kimberly Guy President, SJWH & SJCH 1.0 46.0 X 0 479858 51050 Paula Mcguiness President, SJH North 1.0 45.0 X 0 370984 76042 Lorraine Lutton President, SJH 1.0 47.0 X 0 592186 92129 Patricia Donnelly VP, Patient Care Svcs - SJB 1.0 46.0 X 0 428047 62388 Mary Robinson Dir, Surgical Services - SJH 45.0 0.0 X 188286 0 32859 Hossain Marandi Dir, Medical Affairs - SJB 45.0 0.0 X 321322 0 30771 Michael Magee VP, Pharmacy Services 45.0 0.0 X 242299 0 50453 Lydia Boutros Clinical Pharmacist 45.0 0.0 X 226046 0 11698 Onyema Ezeanya Clinical Pharmacist 45.0 0.0 X 209145 0 15420 Michael Hance Director Imaging & Cancer Inst 45.0 0.0 X 193533 0 26967 1448483 7597301 834019 178 false true false BARTON MALOW CO 26500 AMERICAN DR SOUTHFIELD MI 48034 CONSTRUCTION 64987583 GILBANE BLDG CO 8433 ENTERPRISE CIRCLE LAKEWOOD RANCH FL 34202 preconstruction Svcs 10713940 BAY LINEN INC 11525 47TH ST NORTH CLEARWATER FL 33762 LAUNDRY SERVICES 3853657 OB HOSPITALIST GROUP LLC 10 CENTIMETERS DR MAULDIN SC 29662 MEDICAL SERVICES 3615574 JOHNSON CONTROLS INC PO BOX 905240 CHARLOTTE NC 28290 SOFTWARE MAINTENANCE 3564323 120 1510014 5163344 240162 6913520 HOSPITAL PATIENT CARE 621990 507185944 503564779 3621165 MEDICARE/MEDICAID NET REVENUE 621990 340749141 340749141 PREMIER PURCHASING PARTNERS 900099 21544 21544 847956629 200987 165045 35942 0 0 1151444 1151444 0 1151444 1151444 77028 21523 55505 55505 55505 0 0 0 CAFETERIA 722514 5765808 5765808 MISCELLANEOUS REVENUE 621990 4322914 4322914 10088722 866366807 848658378 3786210 7008699 31000 31000 0 0 0 304721 221146 83575 0 260843187 259256088 1587099 9621258 9562717 58541 18816241 18701754 114487 18579236 18460167 119069 0 83116 83116 7845 7845 36961 36961 0 0 34688952 34082512 606440 2606236 2590792 15444 10990483 10728153 262330 955594 785420 170174 0 11964916 11908098 56818 878188 851523 26665 0 0 10230883 10230883 0 55182627 55009044 173583 8217307 5531498 2685809 MEDICAL SUPPLIES 122620592 122612037 8555 MANAGEMENT FEES 90058790 90058790 BAD DEBT EXPENSE 49526664 49526664 ASSESSMENTS 10397329 10397329 28017332 27287047 730285 744659458 647810833 96848625 0 42772 69819 0 0 0 0 87088821 99141938 0 0 0 0 1343370 859540 14123658 14639207 3734510 3866714 1139054250 517072014 521682664 621982236 0 0 0 0 15817421 15527489 7619 0 387788231 385705461 1031629066 1141792404 57490839 52683667 0 0 3350182 0 0 0 0 0 0 0 23222 0 0 0 99167979 76591983 160032222 129275650 X 858316671 999488158 13240173 12988596 40000 40000 871596844 1012516754 1031629066 1141792404 X 121707349 19212561 X false true X true false X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED false true false false false false true 11189 false true 25772 36961 false Part II-B, Line 1i Dues were paid to the Greater Tampa Chamber of Commerce, the National Association of Children's Hospitals, and the Hillsborough County Medical Association, Florida Hospital Association, and the National Association of Psychiatric Health Systems. These organizations use a portion of their respective dues to conduct lobbying activities. 5736409 5736409 671930793 283590807 388339986 851125 466678 384447 305166296 232837175 72329121 155369627 177354 155192273 621982236 Deposits 230535 Prepaid physician recruitment 658042 DUE FROM AFFILIATES 384567855 OTHER RECEIVABLE 249029 385705461 0 SERP liability 825675 ASSET RETIREMENT OBLIGATION L.T. 96090 ESTIMATED 3RD PARTY SETTLEMENTS 43265462 NON-CURRENT PENSION OBLIGATION 32404756 76591983 811184293 320234 320234 810864059 55502748 55502748 866366807 689156708 689156708 55502750 55502750 744659458 Schedule D Supplemental Information Schedule D, Part XI, Line 2d Change in interest in foundation $320,234. Schedule D, Part XI, Line 4b Revenues netted with expenses $55,502,748 Schedule D, Part XII, Line 4b Revenues netted with expenses $55,502,748 Rounding $2 Total $55,502,750 true true X true X 250. false true true false true true 2 25988 32764131 32764131 0.04710 2 108397 178843291 124711308 54131983 0.07790 2 9888 9438478 4747008 4691470 0.00670 6 144273 221045900 129458316 91587584 0.13170 36 66842 1677729 67244 1610485 0.00230 15 1156 2582106 2582106 0.00370 2 700 774873 774873 0.00110 1 71 74943 74943 0.00010 16 685 349469 349469 0.00050 70 69454 5459120 67244 5391876 0.00770 76 213727 226505020 129525560 96979460 0.13940 true 49526664 24453593 126426035 132381468 -5955433 X true true 3 1 St Joseph's Hospital 3001 W Dr Martin Luther King Jr Bl Tampa FL 33615 www.sjbhealth.com 4292 X X X X A 2 St Joseph's Hospital North 4211 Van Dyke Rd Lutz FL 33558 www.sjbhealth.com 4292 X X X A 3 St Joseph's Hosp Behav Health Cntr 4918 N Habana Ave Tampa FL 33614 www.sjbhealth.com 4292 X X Psychiatry A A - St Joseph's Hospital Inc true X X X X X X X X 13 true true true X See Schedule H, Part V, Section C X X X true false true true 250. false true X X X X X X X true true X X X true X false X X X X true X false false 2 SDI Diagnostic Imaging LLC 2222 Swann Ave Tampa FL 33606 Outpatient Imaging Center Tampa Care Clinic 4600 North Habana Ave Suite 15 Tampa FL 33614 Outpatient Clinic (HIV Clinic) 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. St. Joseph's 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 6a N/A - The Community Benefit Report is available to the public and was prepared by BayCare Health System Inc., a related organization. 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, 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 (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 $49,526,664 was included on form 990, Part IX, Line 25, Column (a), but subtracted for purposes of calculating the percentage in this column. Part III Lines 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 9 and 10 of the Catholic Health East BayCare Participants and Their Affiliated Organizations 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. Any shortfall amounts have not been treated as community benefit. Line 7 Surplus or (Shortfall) ($5,955,433) Additional non-allowable costs and unpaid/non-reimbursed coinsurance/deductibles ($13,224,713) Total Surplus or (Shortfall) ($19,180,146) 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 VI Line 2 - Needs Assessment St. Joseph's 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. St. Joseph's 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 St. Joseph's 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 St. Joseph's 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 Eligibility for Assistance St. Joseph's Hospital, Inc Financial Assistance team members are dedicated to assisting patients in obtaining assistance through federal, state and local government programs or through the St. Joseph's Hospital, Inc financial assistance policy. Signage and brochures are available, as well as team members whose full responsibility is to assist patients in the emergency room and 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, St. Joseph's 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 statements 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 Health St. Joseph's Hospital is in a suburban setting serving all of Hillsborough and Pasco counties and parts of several surrounding 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 20% of the population and 14.7% of households are below poverty level. The population served by St. Joseph's Hospital is expected to grow 5.4% in the next 5 years. This is higher than the expected growth rate of 3.5% for the United States. The fastest growing population segment is Age 65+. The County where St. Joseph's Hospital resides experiences higher incidence rates compared to the state of Florida in the following areas: cervical cancer, colorectal cancer, lung cancer, post-neonatal death, adult smokers, HIV cases, AIDs cases, HIV/AIDS deaths, asthma hospitalization, sexually transmitted diseases, domestic violence, linguistically isolated population, stroke hospitalization and hypertension. St. Joseph's Hospital is part of BayCare Health System that serves west central Florida. The area served by St. Joseph's Hospital has 21 hospitals with 11 being Not-For-Profit. There are 9 federally designated medically underserved areas in St. Joseph's Hospital's service area. With the service area expanding and the over 65 population expected to grow 18% in the next five years, the health care needs of our service area are expanding and changing. Based on Florida inpatient discharge data for the period of 10/01/12-09/30/13, the payor mix for the geographic area consists of 48.5% Medicare/Medicare HMO, 18% Medicaid/Medicaid HMO, 21.5% Commercial Insurance, 7.9% Self-pay, and 4.1% Other. Part VI Line 5 - Promotion of Community Health St. Joseph's Hospital, Inc. St. Joseph's Hospital was founded in 1934 as a mission of the Franciscan Sisters of Allegany, who traveled from New York during the Great Depression to bring much-needed medical assistance to the people of Tampa. By 1967, the hospital outgrew its original three-story facility and moved to its current location. Since that time, services and facilities have grown dramatically to include a children's hospital, a women's hospital, new patient care buildings, plus heart and cancer institutes. In February 2010, St. Joseph's opened St. Joseph's Hospital-North, a $225 million, 76-bed community hospital in northern Hillsborough County. In 2012, the hospital broke ground on the new St. Joseph's Hospital-South, which will bring not-for-profit health care to a medically underserved part of the community when it opens in 2015. While much has changed over the years, St. Joseph's Hospital's commitment to improve the health of its community through accessible, compassionate and family-focused health care services remains. For more than 75 years, our team members have exemplified values of trust, dignity, respect, responsibility and excellence. In fact, a favorite annual tradition for the team is a holiday gift drive to benefit families of dozens of patients who were hospitalized during the 12 previous months. First, caseworkers identify families who were facing difficult times even before they encountered a personal health crisis. Then hospital departments adopt families and provide personalized gifts and food to make the families holiday season a joyous one. This truly compassionate team continues to give back to the community by doing what it does best - giving even more. St. Joseph's Hospital serves as the safety net for the community. Not just by providing emergency services for any one at any time, but by helping people like no one else can - or will. The hospital has served as a safe place for frightened mothers to leave their newborns behind, researched every option for financial and social services for those in need and provided transportation for patients who have no other means to get home - whether home is down the road or across an ocean. Caring team members have worked tirelessly to help patients transition from the hospital setting to the next level of care, taking into consideration patients' special needs and lack of financial resources. Others have donated their time and talent to provide life-saving heart surgery for "Gift of Life" patients from around the world, brought comfort items to patients with specific cultural needs and worked tirelessly to extend the Franciscan tradition of hospitality to all. Community Outreach & Partnerships Through education and a focus on prevention and early detection, St. Joseph's Hospital is building a healthier community while reducing suffering and total health care costs. Through community health improvement programs the hospital touched more than 66,800 lives in 2013. The community health improvement programs include: 1. Health screenings 2. Physician lectures 3. Support groups 4. Health fairs 5. Mobile clinics More than $5 million was spent in 2013 to support the goal of fostering and implementing community relationships and partnerships to improve the health status of the community. By collaborating with community partners and sharing resources, St. Joseph's Hospital is able to find less expensive ways to make an even greater health impact in the Tampa Bay area. Some examples of our participation in community partnerships include: 1. St. Joseph's Cancer Institute partners with the American Cancer Society to provide and facilitate events such as the Cattle Barons' Ball (an event to raise money to fight cancer and provide services to cancer patients and their families), "Reach to Recovery" Fashion Show and Luncheon to raise money to fight breast cancer, and various support group meetings. In addition, the hospital hosts free cancer support groups and lectures on topics such as colon cancer, ovarian and gynecologic cancer, breast cancer, prostate cancer and more. Meanwhile, St. Joseph's Cancer HelpLine serves as a free, confidential resource for information about the disease as well as referrals to physicians, community programs and hospital services. 2. St. Joseph's collaborates with The Susan G. Komen Foundation; The Judeo-Christian Clinic; The Florida Department of Health Breast & Cervical Early Detection Program and The Sisters Network to offer breast health risk assessments and high-risk screening for breast cancer. 3. St. Joseph's Heart Institute partners with the American Heart Association to educate the community about heart disease and stroke. St. Joseph's Hospital was a major sponsor in the 2013 Heart Walk, contributing to the team that had the most participants and raised the most money in the Tampa Bay area. In addition, the hospital offers free healthy heart screenings to families of cardiac patients because it recognizes the strong role heredity can plan in heart disease. Throughout the year, the hospital offers free lectures and events to educate the community about the importance of keeping a healthy heart. 4. Healthy Families Hillsborough is a community-based, voluntary home visiting program designed to enable children to grow up healthy, safe and nurtured. The program is designed to enhance family strengths through education and support. Specifically, the program's six broad goals for enrolled families are: to reduce the incidence of child abuse and neglect; to enhance parents' ability to create stable and nurturing home environments; to promote child health and development; to help develop positive parent-child interaction; to help ensure that families' social and medical needs are met; and to ensure families are satisfied with program services. St. Joseph's Children's Hospital provides an assessment component that is essential to the recruitment and service provision for families that qualify for Healthy Family Services. In 2013, the family assessment workers conducted 6,646 Healthy Start screens, made 5,825 initial contacts, gave 426 Healthy Family assessments and provided 27,660 resources and referrals. 5. For Back to School Health Fairs, St. Joseph's Hospital teams up with the Hillsborough County School System and the Hillsborough County Back to School Coalition to provide required screenings and easier access to immunizations for underserved families and children. In 2013, students participated in vision, height, weight and blood pressure screenings; 100 children received physicals and 82 received immunizations. St. Joseph's Faith Community Nursing program was established to provide health and wellness information to members of local congregations of all denominations. The goal is to assist congregations in developing health ministries that compassionately and effectively address the emotional, physical and spiritual needs of individuals within the congregation and the people they reach out to in their communities. The hospital provides the infrastructure for the Faith Community Nurse Program and assists the faith community by providing recruitment, training, continuing nurse education and health screenings. In 2012 this program included 68 nurses working in partnerships with 44 congregations in Hillsborough, Western Polk and Southern Pasco counties. Through home and hospital visits, parish nurse office visits or other encounters at the church, educational programs, health fairs and other forms of correspondence in 2012, Faith Community Nurses directly touched the lives of nearly 16,500 people. The program provided an impressive 12,231 volunteer hours of service in the community. In 1994, the Catholic Diocese of St. Petersburg founded the San Jose Mission located in Dover, Florida. The mission provides housing, childcare, food, clothing and assistance to the migrant farm worker community of Eastern Hillsborough County. Over the past several years, many new resources have been added including the full-time services of a Parish Nurse. Sponsored by St. Joseph's Hospital, the Parish Nurse works with all age groups. The Parish Nurse implements strategies to meet the physical, emotional, spiritual and social needs of the primarily Spanish-speaking population. Serving more than 250 individuals monthly, the nurse is a knowledgeable and compassionate presence to many who are unable to access basic health and social services. St. Joseph's Community Health team develops community partnerships with area agencies, creating collaborative efforts that bring health services directly into area neighborhoods. As a result, Community Health participated in more than 45 events and programs in 2013 and was able to promote better health to more than 2,100 people. Health education included CPR and First Aid, Smoking Cessation and Healthy Eating programs. In addition, Community Health identifies general and disease-specific risk factors to be able to provide appro Part VI Line 6 - Affiliated Health Care System St. Joseph's Hospital, Inc is part of BayCare Health System, Inc., a not-for-profit corporation that operates an integrated health care delivery system ("BayCare") in the Tampa Bay region of Florida. BayCare provides a full continuum of care through its five clinical divisions which are supported by a comprehensive suite of centralized corporate services. The largest division is the hospital division, which includes 11 acute care hospitals and 3,433 licensed beds. In 2013, the hospital division provided 127,532 admissions and 478,296 emergency room visits. The remaining four BayCare clinical divisions include four urgent care centers, 13 imaging facilities, five ambulatory surgery centers, three wellness centers, a physician network, outreach laboratories, a retail pharmacy, and a comprehensive home health agency. BayCare's strategy is focused on establishing the framework and foundation to enable population health management and improve access to affordable, high-quality health care. Developing the infrastructure to manage risk and population health has been a multi-year initiative that encompasses aligning physicians, acquiring insurance competencies, and expanding care management capabilities. In this regard, BayCare has developed a physician network that includes 248 employed primary care physicians and 140 employed specialist physicians. Inclusive of these 388 physicians, about 1,200 physicians (employed and community-based) currently operate in a clinically integrated network, BayCare Physician Partners. With 284 access points across its four-county service area, BayCare is focused on establishing a geographic footprint across the Tampa Bay region to promote access to its comprehensive services, regardless of a patient's ability to pay. On Aug. 30, 2013, BayCare expanded into Polk County by becoming the sole corporate member of Winter Haven Hospital, Inc., a 529-bed, not-for-profit hospital that provided 15,167 admissions and generated $237 million in total revenue in the fiscal year 2013, immediately prior to joining BayCare. BayCare was founded in 1997 when several of the area's not-for-profit hospitals came together, united by the common mission to "improve the health of all we serve through community-based, health care services that set the standard for high-quality, compassionate care." As an integrated health system, BayCare's hospital members believed they could reduce costs by consolidating back-office functions and administrative services, and improve quality through the sharing of best practices. BayCare is currently one of the largest employers in the region with 22,900 employees, and salary and benefit expenses exceeding $1.3 billion. BayCare's hospitals are Mease Countryside, Mease Dunedin, Morton Plant, Morton Plant North Bay, St. Anthony's, South Florida Baptist, St. Joseph's, St. Joseph's Women's, St. Joseph's Children's, St. Joseph's Hospital-North, and Winter Haven Hospital. Today, BayCare's financial stability and centralization of shared services in Finance, Business Office, Information Technology, Human Resources and Materials Management strengthens each hospital's ability to serve the health needs of their local communities and provide traditional charity care and unbilled community services to uninsured and underinsured residents. In 2013, BayCare provided $243.5 million in community benefit, which includes $110.8 million in traditional charity care, $121.4 million in Medicaid and other means-tested programs, and $11.3 million in unbilled community services. All of these are measured in unreimbursed cost. In 2012, BayCare refocused its strategic vision around a new culture of accountability and working together to achieve the following Four Key Results: 1. Patient-Centered Care - A relationship with patients that places them first in everything we do 2. One Standard of Care - Reducing variation by adhering to standard processes which assure best practices 3. Top Decile Performance - Consistently performing in the top 10 percent of publically reported quality and service measures 4. Preservation of Financial Stability - Maintaining AA credit rating and level of market relevance to secure future access to the capital necessary to advance health care quality and access COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) In 2013, BayCare hospitals completed a detailed Community Health Needs Assessment (CHNA), as required by the Patient Protection and Affordable Care Act. The CHNA research utilized independent reviews of existing data, in-depth interviews with community stakeholders representing a cross section of agencies, and detailed input provided by community focus groups. The studies included detailed environmental scans of available resources and services. The assessments, supported by secondary and primary data, determined that the top three results of the community health needs, within the geographic regions served by BayCare hospitals, were: 1. Improving access to affordable health care 2. Decreasing the prevalence of clinical health issues 3. Improving health behaviors and environments BayCare assisted its hospitals in developing detailed implementation strategies, action steps, and objectives to align hospital resources with each key community health need. BayCare hospitals' CHNA reports and implementation plans are available on its website, www.baycare.org. KEY COMMUNITY HEALTH NEED #1: IMPROVING ACCESS TO AFFORDABLE HEALTH CARE Secondary data and primary input from community stakeholders and focus groups for BayCare hospitals' CHNA reports identified the following underlying factors: 1. Need for increased access to affordable health care through insurance 2. Availability of affordable care for the underinsured and uninsured 3. Availability of health care providers and services 4. Communication among health care providers and consumers 5. Socioeconomic barriers to accessing health care BayCare hospitals' have developed the following key objectives to address specific areas of need within their geographic regions. At Morton Plant Hospital: Implement timely and effective coordination of care between primary care and emergency departments by enabling access to patient information for new primary care partners, exploring partnerships to facilitate referrals, developing relationships that guarantee appointment slots per day and inpatient referrals, exploring the development of a patient navigator role, and establishing metrics to monitor coordination of care. At Morton Plant North Bay Hospital: Increase the appropriate use of available health care resources by increasing the use of affordable primary care clinics, exploring partnerships to facilitate referrals and establishing metrics to monitor coordination of care. At Mease Countryside, Mease Dunedin, Morton Plant, St. Anthony's, South Florida Baptist and Winter Haven hospitals: Enhance care coordination to underinsured and uninsured residents by working with municipalities and other groups to develop community resources that help residents find more detailed information about health insurance coverage, exploring the feasibility of creating or enhancing clinics for uninsured, and considering evidence-based practices to increase access to affordable primary care and increase awareness about health care resources. At every BayCare hospital: Increase the availability of mental health services by implementing programs for at-risk families, expanding services, and increasing service capacity for children with mental health needs. BayCare continues to be the largest, not-for-profit provider of behavioral health services in west central Florida. BayCare Behavioral Health offers inpatient, outpatient, support groups, and case management services. BayCare operates the only freestanding, inpatient Baker Act-receiving private psychiatric hospital in Hillsborough County, a freestanding, Baker Act-receiving facility in Pasco County, and inpatient crisis stabilization in Pinellas County. KEY COMMUNITY HEALTH NEED #2: DECREASING THE PREVALENCE OF CLINICAL HEALTH ISSUES Secondary data and primary input from community stakeholders and focus groups for BayCare hospitals' CHNA reports identified the underlying factors as the prevalence of clinical indicators and areas of poorer health outcomes across clinical indicators that are correlated with race, geographical location and socioeconomic status. BayCare hospitals' have developed the following key objectives to address specific areas of need within their geographic regions. At Mease Countryside Hospital: Increase the resources available to diabetic children in school by exploring the feasibility of providing regional resources to support daily pediatric disease management at public schools. At St. Joseph's hospitals: Align services with best practices to improve health outcomes for patients diagnosed with diabetes. At St. Anthony's Hospital: Increase access to screenings, and diagnostic and treatment services for diabetes b Part VI Line 7 - State Filing N/A: St. Joseph's Hospital, Inc. operates in the State of Florida, which does not require its Community Benefit Report to be filed with the State Government. The Community Benefit Report is prepared and made available to the public. true Ronald McDonald House of Tampa Bay 28 Columbia Dr Tampa FL 33606 591835985 501(c)(3) 20000 Donation to Story Book Ball 1 Description of Organization's Procedures for Monitoring the Use of Grants Schedule I, Part I, Line 2 The organization is committed to assisting non-profit organizations whose focus is to improve the health and wellness of the communities we serve. Each cash donation request is reviewed by the senior management team to determine whether the organization is one we want to donate to, based on the organization's mission, non-profit status and usage of funds. Once approved, we require proper documentation from the organization of their non-profit status and follow-up to ensure the activity has occurred. true true false false false false false false false Glenn Waters ExOfficio Trustee/Pres HospDiv 0 743922 0 315281 0 14520 0 184011 0 31227 0 1288961 0 0 Isaac Mallah Ex Officio Trustee/Pres SJB 0 273654 0 368792 0 2651546 0 38149 0 7043 0 3339184 0 12274 Carl Tremonti CFO, BC Hosp Div 0 280052 0 84201 0 52720 0 23173 0 10980 0 451126 0 0 Cathy Yoder Treasurer/CFO - BCMG 0 261595 0 88795 0 59311 0 22297 0 17376 0 449374 0 0 Lee Kirkman Trustee/CMO - BCMG 0 455005 0 66099 0 10733 0 22231 0 12033 0 566101 0 0 Kimberly Guy President, SJWH & SJCH 0 312350 0 107139 0 60369 0 26488 0 24562 0 530908 0 0 Paula Mcguiness President, SJH North 0 233842 0 80986 0 56156 0 64425 0 11617 0 447026 0 0 Lorraine Lutton President, SJH 0 336506 0 113854 0 141826 0 59719 0 32410 0 684315 0 44943 Patricia Donnelly VP, Patient Care Svcs - SJB 0 279474 0 94222 0 54351 0 42320 0 20068 0 490435 0 0 Mary Robinson Dir, Surgical Services - SJH 158590 0 20387 0 9309 0 14304 0 18555 0 221145 0 0 0 Hossain Marandi Dir, Medical Affairs - SJB 285651 0 35088 0 583 0 12750 0 18021 0 352093 0 0 0 Michael Magee VP, Pharmacy Services 212366 0 26614 0 3319 0 20995 0 29458 0 292752 0 0 0 Lydia Boutros Clinical Pharmacist 144530 0 75075 0 6441 0 8867 0 2831 0 237744 0 0 0 Onyema Ezeanya Clinical Pharmacist 141690 0 61300 0 6155 0 6375 0 9045 0 224565 0 0 0 Michael Hance Director Imaging & Cancer Inst 163193 0 20577 0 9763 0 14790 0 12177 0 220500 0 0 0 Supplemental Compensation Information Part I, Line 3 The filing organization does not use any of the options listed in Schedule J, 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. Part I, Line 4a Isaac Mallah received a severance payment in the amount of $2,297,074 during 2013. Part I, Line 4b Patricia Donnelly - Participated in a supplemental nonqualified deferred compensation plan. She had $47,567 in benefits vest in 2013. This amount is included in Part II (B)(iii) Other compensation. She had $16,696 of nonvested benefits accrue during 2013. This amount is included in Part II (C) Retirement and other deferred compensation. The plan made a cash distribution of $18,473 in 2013. Kimberly Guy - Participated in a supplemental nonqualified deferred compensation plan. She had $53,429 in benefits vest in 2013. This amount is included in Part II (B)(iii) Other compensation. She had $13,738 of nonvested benefits accrue during 2013. This amount is included in Part II (C) Retirement and other deferred compensation. The plan made a cash distribution of $22,091 in 2013. Paula McGuiness - Participated in a supplemental nonqualified deferred compensation plan. She had $40,050 in benefits vest in 2013. This amount is included in Part II (B)(iii) Other compensation. The plan made cash distribution of $16,801 in 2013. Carl Tremonti - Participated in a supplemental nonqualified deferred compensation plan. He had $44,706 in benefits vest in 2013. This amount is included in Part II (B)(iii) Other compensation. He had $10,423 of nonvested benefits accrue during 2013. This amount is included in Part II (C) Retirement and other deferred compensation. The plan made a cash distribution of $19,208 in 2013. Glenn Waters - Participated in a supplemental nonqualified deferred compensation plan. He had $159,846 of nonvested benefits accrue during 2013. This amount is included in Part II (C) Retirement and other deferred compensation. Cathy Yoder - Participated in a supplemental nonqualified deferred compensation plan. She had $44,812 in benefits vest in 2013. This amount is included in Part II (B)(iii) Other compensation. She had $8,411 of nonvested benefits accrue during 2013. This amount is included in Part II (C) Retirement and other deferred compensation. The plan made a cash distribution of $20,626 in 2013. Lorraine Lutton - Participated in a supplemental nonqualified deferred compensation plan. She became 100% vested in her benefits in 2013. She had $58,237 in benefits vest in 2013. This amount is included in Part II (B)(iii) Other compensation. The plan made a cash distribution of $50,235 in 2013. Isaac Mallah - Participated in a supplemental nonqualified deferred compensation plan. He had $148,613 in benefits vest in 2013. This amount is included in Part II (B)(iii) Other compensation. The plan made a cash distribution of $439,544 in 2013. MFP Inc dba Financial Credit Serv See Part V 807950 Collection Services false BayLinen Inc See Part V 3853657 Laundry Services false Schedule L, Part V Glenn Waters is an officer of the filing organization as well as a board member of MFP, Inc., a taxable organization. Kimberly Guy is a key employee of the filing organization as well as a board member of BayLinen, Inc., a taxable organization. PART VI Part VI, Line 2 - Description of Family or Business Relationships Elaine Shimberg and Lee Kirkman are Board members of the Organization, as well as Board members of a taxable entity, which is an affiliate of the filing Organization. Part VI, Line 6 - Description of Classes of Members or Stockholders Catholic Health East, a Pennsylvania nonprofit corporation is the sole member of St. Joseph's Hospital, Inc. Part VI, Line 7a - Description of Classes of Persons and the Nature of Their Rights The members of the Board of Trustees of the Corporation shall be appointed by the Member Catholic Health East (CHE). Part VI, Line 7b - Descr Classes of Persons, Decisions Requiring Appr & Type of Voting Rights The taxpayer is a Participant, as defined in the Second Restated Joint Operating Agreement dated as of May 23, 2006, as amended (the "JOA"). Under the JOA, BayCare health System, Inc. is responsible for the operations of the Participants. The JOA Participants include the taxpayer and other hospitals and non-hospital organizations. Notice of the JOA was previously provided to the Internal Revenue Service by letter dated July 1, 1997. Catholic Health East (CHE) shall reserve to itself in its capacity as the Corporate Member of the Corporation the following two categories of actions: Class I Member Reserved Rights and Class II Member Reserved Rights. A. Class I Member Reserved Rights. 1. Addition, deletion or reconfiguration of services of the Corporation. 2. Establishment of overall capital and operating budgets and strategic plans applicable to the Corporation, including the use of the funds of the Corporation. 3. Exclusive authority to enter into managed care contracts on behalf of the Corporation. 4. Approval of contracts on behalf of the Corporation (but the Class I Member may establish policies from time to time providing that only specific types of contracts or contracts involving obligations in excess of specified levels need to be approved by the Class I Member). 5. Authority to establish fees and charges on behalf of the Corporation. 6. Determination of whether the Corporation should join any networks or alternative or integrated delivery systems. 7. Establishment of employment and other policies applicable to all personnel employed by the Corporation. 8. Approval of the philosophy, mission statement and purposes of the Corporation. 9. Approval of changes in the Articles of Incorporation or in the Bylaws of the Corporation. 10. Approval of the merger, consolidation, dissolution, sale or other transfer of substantially all assets of the Corporation, or other change in corporate form, causing a fundamental reorganization of the Corporation. 11. Approval of the incurrence of indebtedness by the Corporation above certain limits established by the Class I Member. 12. Approval of the establishment of additional affiliates or subsidiaries of the Corporation. 13. Adoption of strategic plans or major changes in programs or services of the Corporation. 14. Approval of the purchase, sale, transfer, or other encumbrance of assets of the Corporation above specified levels established by the Class I Member. B. Class II Member Reserved Rights. 1. Approval of the philosophy, mission statement and purposes of the Corporation. 2. Approval of the merger, consolidation, dissolution, sale or other transfer of substantially all assets of the Corporation, or other change in corporate form, causing a fundamental reorganization of the Corporation. 3. Approval of the closure of a hospital facility of the Corporation. 4. Approval of any sale, long term lease, mortgage, encumbrance or disposition of property of the Corporation constituting an 'alienation' under principles of canon law. 5. Approval of matters relating to the implementation of and compliance with the Ethical and Religious Directives. 6. Change in the name of the hospital facility of the Corporation. 7. Approval of substantive changes in the Articles of Incorporation of the Corporation and these Bylaws provided that prior notice of any change in the Articles of Incorporation of the Corporation or these Bylaws shall be provided to CHE and, if such change, as a result of CHE being a Catholic entity, must be approved by CHE, such change, regardless of whether it is substantive as a matter of civil law, shall be subject to the approval of the Member. 8. With regard to any assets of the Corporation no longer required in the operations of the Corporation, approval of any sale or other disposition of any assets not in the ordinary course which have a value in excess of $3 million, and with regard to all other assets of the Corporation used in the operations of the Corporation, approval of any sale or other disposition of such assets not in the ordinary course (but the foregoing is not intended to limit any transfer of the location of the assets from the Corporation to another entity in connection with a duly authorized reconfiguration of services). 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. Prior to filing with the IRS, a final copy of the Form 990 was provided to the entire Board via a web portal. Part VI, Line 12c - Description of Process to Monitor Transactions for Conflicts of Interest St. Joseph's Hospital, Inc. has two separate conflict of interest procedures; one that relates to Board members and another that relates to non-board member employees. Both groups are required on an annual basis to complete, sign and file an annual disclosure statement detailing existing or potential conflicts of interests. For Board members, the review of conflicts or potential conflicts occurs at the Board or committee level. After disclosure of the Board Member's or Committee Member's actual or potential conflict, the following procedures for addressing the conflict of interest will be adhered to by each Board and all Committees with Board delegated powers, without exception: 1. The interested Director or Committee member shall leave the Board or Committee meeting while the conflict of interest issue is discussed. 2. The remaining Board or Committee Members shall decide if a conflict of interest exists. 3. If a conflict of interest is deemed to exist: a. The Chairperson of the Board or Committee shall, if appropriate, appoint a disinterested individual or committee to investigate the proposed transaction or arrangement. b. The Board or Committee shall determine whether the BayCare entity can obtain a more advantageous transaction or arrangement with reasonable efforts from an individual or entity that would not give rise to a conflict of interest. c. If a more advantageous transaction or arrangement is not reasonably available, the Board or Committee shall determine whether the transaction or arrangement is in the BayCare entity's best interest, and whether the transaction is fair and reasonable to BayCare. An interested Director or Committee Member shall not vote, participate in, influence or attempt to influence any determination or proceedings. The Director or Committee Member may, however, respond to questions posed by the Board or Committee regarding the contract or transaction. Any such contract or transaction must be authorized by a vote of at least two-thirds (2/3) of the Directors or Committee Members entitled to vote at a meeting at which a quorum was present. Any interested Director or Committee Member may not be counted in determining the existence of a quorum. For employees, the review of conflicts of interest or potential conflicts goes to the Conflict of Interest Determination Committee. This committee consists of BayCare Chief Compliance Officer, the Corporate Responsibility Officers, and the BayCare Vice President of Team Resources. This committee shall determine if an actual conflict exists and any action required to address the conflict of interest situation. Part VI Part VI, Lines 15a & 15b - Process used for Compensation Review and Approval The filing organization does not directly compensate some of its top management employees; rather compensation is paid by a related organization that also follows the compensation policy of the Compensation Committee. The independent Compensation Committee is appointed by the Board of Directors. The Compensation Committee's purpose is to provide oversight for the organization's executive compensation program, review and approve compensation and benefits for all "disqualified persons" subject to the Intermediate Sanctions regulations issued under Section 4958 of the Internal Revenue Code (including the Chief Executive Officer, Chief Operating Officer & Chief Financial Officer, other system and entity executives, and other disqualified persons as defined in the Intermediate Sanctions regulations (i.e., voting members of the governing body, family members, former officers)), and establish the compensation philosophy for all other executives. This committee engages nationally recognized compensation consultants to assist them in review of executive compensation. The compensation consultants provide a review of each vice president and above in the system to determine if that employee's compensation is reasonable when compared against market standards. The data reviewed comes from compensation studies that include comparable compensation for similarly qualified persons in functionally comparable positions at similarly situated organizations. The organization keeps contemporaneous minutes of the compensation committees meetings and decisions. External consultants review compensation every other year, the last review occurring in 2013, but the compensation committee regularly monitors compensation and all other procedures are followed annually. Part VI, Line 16B - Procedure to evaluate joint venture arrangements The organization has a joint venture committee of subject matter experts who review potential arrangements with taxable joint ventures. Included in its review are a review for compliance with relevant tax laws and a review of whether the joint venture furthers the organization's exempt purpose. Part VI, Line 19 - How and If the Governing Documents, Conflict of Interest Policy and Financial Statements are Made Available to the Public St. Joseph's Hospital, Inc. publishes its financial statements with the Agency for Health Care Administration. Governing documents and policies are not available for public inspection. Part XI, Line 9 CHANGE IN NET ASSETS OF FOUNDATION $1,292,934 CHANGE IN MINIMUM PENSION OBLIGATIONS $17,859,287 OTHER $60,339 ROUNDING $1 TOTAL $19,212,561 BayCare Health System Inc 2985 Drew St Clearwater FL 33759 592796965 Support srvcs FL 501(c)(3) 11A NA false St Joseph's Community Care Inc 3001 W Dr Martin Luther King Jr Tampa FL 33607 593152608 Medical asst FL 501(c)(3) 9 SJHCC true St Joseph's Enterprises Inc 3001 W Dr Martin Luther King Jr Bl Tampa FL 33607 592822516 Health invest FL 501(c)(3) 11B SJHCC true South Florida Baptist Hospital Inc 301 N Alexander Street Plant City FL 33563 590594631 Medical srvcs FL 501(c)(3) 3 NA true St Joseph's Health Care Center Inc 3001 W Dr Martin Luther King Jr B Tampa FL 33607 592593686 Support srvcs FL 501(c)(3) 11B NA true Franciscan Properties Inc 3001 W Dr Martin Luther King Jr Bl Tampa FL 33607 592822519 Supports SJH FL 501(c)(3) 11B SJHCC true St Joseph's Hospital Auxiliary Inc 3001 W Dr Martin Luther King Jr Bl Tampa FL 33607 592131207 Supports SJH FL 501(c)(3) 11C NA false St Joseph's Hospital of Tampa Found Inc 3001 W Dr Martin Luther King Jr Bl Tampa FL 33607 591100828 Fundraising FL 501(c)(3) 11C SJHCC true John Knox Village of Tampa Bay Inc 4100 Fletcher Ave Tampa FL 33613 581377711 Retire cmmty FL 501(c)(3) 9 SJHCC true St Anthony's Prof Building & Services 1200 7th Avenue North St Petersburg FL 33705 592018848 Real Estate FL 501(c)(3) 9 SJHCC true Carillon Surg Ctr 900 Carillon St Pete FL 33716 261116740 Health Srvcs FL NA NA 0 0 false 0 false 0.00000 St Ant Phy Surg Ctr 705 16th S N St Pet FL 33705 010861245 Health Srvcs FL NA NA 0 0 false 0 false 0.00000 Healthpoint Management Services Inc 4902 Eisenhower Blvd Suite 300 Tampa FL 33634 650645457 Billing/Mgmt FL na C corp 0 0 0.00000 true Healthpoint Medical Group Inc 4902 Eisenhower Blvd Suite 300 Tampa FL 33634 593244268 Physician group FL na C corp 0 0 0.00000 true true false true true false false false false true true true true true false true false false true true Healthpoint Management Services Inc a(iv) 154619 FMV St Joseph's Hospital of Tampa Foundation c 1510014 FMV Franciscan Properties Inc k 996825 FMV Franciscan Properties Inc l 122939 FMV St Joseph's Health Care Center Inc m 33543948 FMV St Joseph's Health Care Center Inc o 68078 FMV South Florida Baptist Hospital Inc o 226023 FMV Healthpoint Medical Group Inc o 260000 FMV Franciscan Properties Inc r 978637 FMV St Joseph's Health Care Center Inc s 192373 FMV St Joseph's Hospital of Tampa Foundation s 452856 FMV St Joseph's Enterprises Inc s 106328 FMV South Florida Baptist Hospital Inc r 169174 FMV Healthpoint Medical Group Inc r 174316 FMV