2011-11-15T09:45:26-06:00 2010-12-31 COHEN RUTHERFORD KNIGHT PC 6903 ROCKLEDGE DRIVE SUITE 500 BETHESDA MD 208171800 990 2010-01-01 521682858 Fort Washington Medical Center Inc FORT 3012927000 11711 Livingston Rd Fort Washington MD 20744 JOSEPH B TUCKER 3016869010 2011-11-02 3018281008 2010 2016-02-24 21:20:13Z VERNA MEACHAM 6196 Oxon Hill Rd Oxon Hill MD 20745 41357073 false X www.fortwashingtonmc.org X 1989 MD To make a positive difference in the lives of those we serve by providing quality, responsive health care services and treating each patient with dignity, care and compassion. 12 11 453 1 0 0 50605 41631 43959094 40838196 5716 5495 410460 451226 44425875 41336548 0 0 0 0 21701797 21344913 0 0 72320 21313571 19589557 43015368 40934470 1410507 402078 19057763 19054558 18516169 18110886 541594 943672 TO MAKE A POSITIVE DIFFERENCE IN THE LIVES OF THOSE WE SERVE BY PROVIDING QUALITY, RESPONSIVE HEALTH CARE SERVICES AND TREATING EACH PATIENT WITH DIGNITY, CARE AND COMPASSION. TO BE THE HEALTH CARE SYSTEM OF CHOICE IN OUR COMMUNITY BY EXERCISING OUR CORE VALUES OF SAFETY, COMPASSION, CARING, TEAMWORK, DIGNITY, DIVERSITY, AND EXCELLENCE. false false 31193047 41339947 During reporting year 2009-2010, Fort Washington Medical Center (FWMC) provided benefits to the community that included charity care, teaching-preceptor opportunities, health screenings, community health education, community sponsorship opportunities, and community engagement activities. The benefits were in four areas: (a) increased participation in nursing and allied health preceptor ship programs; (b) charity care reporting (c) increased health screenings in partnership with community organizations and (d) increased community awareness. Fort Washington Medical Center (FWMC) is currently licensed for 42 beds. The hospital utilizes 33 acute-care beds; with four beds designated for intensive care use. During this reporting year, Fort Washington Medical Center saw close to 46,000 patients in its Emergency Room; admitted 3,119 as inpatients, and because of a lack of beds, transferred out approximately 2,700 patients to other hospitals during this period. Many of the transfers were by ambulance that was subsidized by the Hospital. Fort Washington Medical Center serves primarily the areas of Fort Washington, Maryland, where it is directly located; and the cities of Oxon Hill and Temple Hills, Maryland. These three areas constitute almost 70% of the entire patient base for the hospital. All three cities are suburban in nature and are within a short distance of the Washington, D.C./Maryland line and are based in Prince George's County. Many residents cross into the District on a daily basis en route to work at District and Federal government sites, and to private sector locations. Of the three cities, Fort Washington is furthest south and is 14 square miles. It has a population of almost 24,000 people and has approximately 8,000 households. The racial make-up is 67% African-American; 18% White; 10% Asian (mostly Filipino) and the remainder other races, including Native-American Indian, Pacific Islander, Hispanic and Latino. According to the 2000 Census, the median age is 39 years; the median household income is $81,000; and the median household income for a family is $88,000. About 2.8% of families and 3.7% of the population are below the poverty line, including 5% of those under 18 and 4.5% of those 65 or over. Oxon Hill is 9 square miles. It surrounds parts of Fort Washington, and extends along the 210 North corridors and along Southern Avenue which separates it from Washington, D.C. Its population is 35,000; with 13,700 households and 9,069 families. The racial make-up is 86.68% African -American; 7.64% White; 2.78% Asian; and the remainder consisting of Native American, Pacific Islander, Hispanic/Latino and other. The median income per household is $46,500; and the median income per family is $52,227. About 6.7% of families and 8.8% of the population are below the poverty line including 12.3% of those under age 18 and 8.2% of that age that are 65 and over. Temple Hills is 1.4 square miles, and is west of Oxon Hill and southeast of Washington, DC. It has a population of almost 8,000 people; 3,156 households and 1,937 families. African-Americans comprise 85% of the population; 9.32% are White; and the remainder consist of Native American, Asian, Latino/Hispanic, Pacific Islander and other. The median income per household is $44,868, and the median income for a family is $49,318. Almost 10% of families and 10.4% of the population are below the poverty line including 16.4 of those under age 18 and 2.9% of those 65 or over. FWMC gauges community need from a variety of sources that include studies, reports, face to face meetings, community engagement activities and dialogue with FWMC clinicians. The Prince George's County Council, which also serves as the County's Health Board, contracted with the RAND research organization in 2008 to conduct a landmark study. Called "Assessing Health and Health Care in Prince George's County," the purpose of the study was to ascertain the changing health care needs of County residents and to better understand if in fact those needs were being met through the health care system. In April of 2010, the Council formally adopted the study during the 2010 legislative session by establishing Resolution CR-12-2010, for the purpose of creating a blueprint for the future to help address the health disparities in Prince George's County. Following are the salient highlights of the study: " Prince George's County has a disproportionate presence of chronic disease, i.e. diabetes, heart disease, asthma, and obesity, than any other jurisdiction in the state of Maryland; and that these conditions outpace neighboring jurisdictions (District of Columbia and Virginia). " Primary care physicians are in short supply in Prince George's County compared with neighboring jurisdictions. " Demographically Prince George's is comprised of 7 geographic areas (100,000 people) defined by the U.S. Census Bureau as non-overlapping Public Use Microdata Areas or PUMAs. Four of the 7 areas, are located inside of the Capitol Beltway, and reflect cities that are lower income, losing population, majority African-American, and a growing Hispanic population. All four are considered lower income. *Note: 2 of FWMC's 3 primary service areas (Oxon Hill and Temple Hills), are within these 4 PUMAS. " There is limited access to quality health care services in Prince George's County. " Although hospital capacity is in compliance with population numbers, there is a low supply per capita of medical/surgical, pediatric, psychiatric and obstetric beds. " Prince George's lacks a primary care safety net. Against the backdrop of the RAND study, data taken from the Maryland Vital Statistics Annual Report 2009, confirmed that Prince George's County ranked significantly higher than the Maryland average for deaths due to heart disease. The Report indicates that the leading causes of death in rank order for the state of Maryland were (1) diseases of the heart (25%); cancer (24%); cerebrovascular diseases; followed by chronic lower respiratory diseases; and accidents. While deaths from diabetes have been falling, particularly for African-Americans, it was the sixth leading cause of death in 2009, 20.7 per 100,000. In previous data taken from PGHD's Core Public Health Funding Plan (FY 2006), it was revealed that Maryland ranked fourth highest in the nation for diabetes prevalence. A review of the top 10 DRGs at Fort Washington Medical Center revealed that five of those conditions can be significantly impacted by lifestyle. Lifestyle is considered those factors that can positively impact health including (a) diet and nutrition (b) stress management (c) behavior modification (d) education and (e.) exercise. Listed below are 5 of the top 10 conditions presented at FWMC during this period. a. Chest Pain b. Malignant Hypertension c. Hypertension {Unspecified} d. Issues related to congestive heart failure e. Issues related to diabetes* Each year FWMC meets with stakeholder groups to ascertain community need. In fall of 2009, Fort Washington held it's first publicly held annual meeting for the purpose of dialoguing with community members, many of whom were themselves community health advocates. Members of the FWMC Board of Trustees served as the facilitators during the roundtable discussions. As a result of that meeting, a follow-up meeting was held with community leaders to further discuss health care and service delivery issues. From those discussions, the following were observed: " There is a need for additional specialists, i.e. pediatricians obstetricians and cardiologists " There is a need for additional services, i.e. dialysis and outpatient-rehabilitation " Increased health screenings, i.e. prostate, blood pressure " More health education is needed, i.e. HIV, heart health " Support mechanisms for caregivers " Opportunities to partner around health fairs and screenings " Parent training " Opportunities to work with churches " FWMC needs to be expanded into a larger facility " Increased awareness of FWMC's services The major needs that were identified from the studies and meetings, and actualized through this reporting period were as follows: " ongoing health education, i.e. heart health, diabetes management, respiratory care and lifestyle management, i.e., nutrition, stress management, exercise and obesity management " ongoing health screenings, i.e. blood pressure, diabetes, " ongoing community engagement and collaboration opportunities to discuss health matters with community members around health issues. An internal committee which consists of representatives from the FWMC Emergency Room, the Education/Performance Improvement Department, Patient Care Services and Corporate Development discuss the best ways of addressing health conditions impacting the community as seen by the Hospital. The Committee provides guidance on outreach efforts that the Hospital undertakes to support the community benefit program. During this reporting period, a Community Advisory Group 31193047 true true false false false false false false false true false false true true false true false false false false false false false false false true false false false true false false false false false false false false false false false false false true false false false false true 35 0 true 453 true false false false false false false false false false false X 12 11 false false false false false false false true true false false true true true true true true true false false MD X THERESA PITTMAN 3016861523 6196 OXON HILL RD Oxon Hill MD 20745 X Samir Azer 1.0 X 0 0 0 ELIAS DEBBAS 1.0 X 0 0 0 Monica Holman Evans 1.0 X 0 0 0 Althea Hayward 1.0 X 0 0 0 Yvonne Magee 1.0 X 0 0 0 John Petty 1.0 X X 0 0 0 Nancy Lee 1.0 X 0 0 0 Sue Ward 0.0 X 0 0 0 Kimberly Robertson 1.0 X X 0 0 0 Manervia Riddick 1.0 X X 0 0 0 Virgil McDonald 1.0 X 0 0 0 Beverly Anderson 1.0 X X 0 0 0 Verna Meacham 40.0 X X 218916 0 16888 CHARLES E DAY 1.0 X 0 0 0 Joseph Tucker 40.0 X 174452 0 7005 Socorro Obedoza 40.0 X 157489 0 5936 Beverly Arciaga 40.0 X 131834 0 5653 HOWARD ROBINSON 40.0 X 121033 0 10232 LILLIAN PARAOAN 40.0 X 118464 0 5201 Judith Burk 40.0 X 119729 0 15668 1041917 0 66583 13 false true false Vimla Bhooshan 9739 Avenel Farm Dr POTOMAC MD 20854 physician 662836 Alpha Security 12805 Old Fort Rd Ste 302 FORT WASHINGTON MD 20744 security 340749 QUEST DIAGNOSTICS INC 14225 NEW BROOK DR CHANTILLY VA 20153 LAB 340840 AMERICAN RADIOLOGY INC 10373A REISTERSTOWN RD OWINGS MILLS MD 21117 RADIOLOGY 274478 CPSI 6600 WALL STREET MOBILE AL 36695 COMPUTER SERVICES 325014 9 41631 41631 PATIENT SERVICES 40806413 40806413 DIETARY SERVICES 25223 25223 PHONE 6560 6560 40838196 5495 5495 0 0 72405 20525 51880 51880 51880 0 0 0 0 REPORT AND RECORD FEES 41034 41034 MISCELLANEOUS 358312 358312 399346 41336548 41289422 5495 0 0 0 0 399772 0 399772 0 0 17894354 14251019 3591582 51753 0 0 0 0 1716485 1405598 295748 15139 1334302 1081232 248511 4559 0 0 0 0 12670 0 12670 0 85668 0 85668 0 0 0 0 0 0 0 0 0 0 0 354773 2645 352053 75 8379 0 8379 0 323464 82029 241435 0 0 0 0 0 0 0 0 0 412308 23511 388797 0 12646 90 12556 0 0 0 0 0 39850 10135 29715 0 626526 0 626526 0 0 0 0 0 1148369 1136885 11484 0 859592 99130 760462 0 MEDICAL SUPPLIES 5284350 5273355 10995 0 PURCHASED SERVICES 4940582 3128527 1811261 794 PROFESSIONAL FEES 688034 687776 258 0 BAD DEBT 3242721 3242721 0 0 OTHER 429545 342135 87410 0 1120080 426259 693821 40934470 31193047 9669103 72320 1732584 1664694 46000 48093 5278553 5762382 952811 937878 2222813 2206417 21903798 16396438 6069233 5507360 781504 781504 1974265 2146230 19057763 19054558 6733344 6923017 10094149 9816851 337575 355748 1351101 1015270 18516169 18110886 X 434594 836672 107000 107000 541594 943672 19057763 19054558 402078 X false true true X true true X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED 122528 122528 8770582 6092586 2677996 55329 28089 27240 10912648 9649040 1263608 2042711 626723 1415988 5507360 DUE FROM AFFILIATES 791486 MISC ACCTS REC 255972 ASSETS LIMITED AS TO USE 1073343 DEPOSITS 25429 2146230 0 ADVANCES FROM THIRD PARTY PAYE 999242 CAPITAL LEASE 16028 1015270 41336548 40934470 402078 402078 41357073 20525 20525 41336548 41336548 40954995 20525 20525 40934470 40934470 RECONCILIATION OF REVENUE RENTAL EXPENSES $20,525 reconciliation of expenses rental expenses $20,525 true true true X true X true true false true true 1 379 983478 202858 780620 0.02070 1 131405 131405 0.00350 2 379 1114883 202858 912025 0.02420 2 665 24325 24325 0.00060 5 108 267141 267141 0.00710 489065 151834 337231 0.00890 1 5550 5550 0.00010 8 773 786081 151834 634247 0.01670 10 1152 1900964 354692 1546272 0.04090 15275 15275 0.00040 15275 15275 0.00040 false 2594176 1608389 15333323 12726658 2606665 X true true 1 1 Fort Washington Medical Center INC

11711 Livingston Rd Fort Washington MD 20744

X X X Fort Washington Medical Center INC 1 PART I, LINE 5 FORT WASHINGTON MEDICAL CENTER WILL PROVIDE CHARITY CARE TO EVERY PATIENT THAT QUALIFIES FOR FINANCIAL ASSISTANCE, REGARDLESS OF THE BUDGETED AMOUNT OF CHARITY CARE. FORT WASHINGTON MEDICAL CENTER DOES NOT SET A LIMIT AS TO THE AMOUNT OF CHARITY CARE IT WILL PROVIDE. PART I, LINE 6A THE COMMUNITY BENEFIT REPORT FOR FORT WASHINGTON MEDICAL CENTER IS FILED ANNUALLY WITH THE MARYLAND HEALTH SERVICES COST REVIEW COMMISSION WHICH ALLOWS FOR PUBLIC ACCESS TO INFORMATION FILED. PART I, LINE 7A, COLUMN D MARYLAND'S REGULATORY SYSTEM CREATES A UNIQUE PROCESS FOR HOSPITAL PAYMENT THAT DIFFERS FROM THE REST OF THE NATION. THE HEALTH SERVICES COST REVIEW COMMISSION (HSCRC) DETERMINES PAYMENT THROUGH A RATE SETTING PROCESS AND ALL PAYORS, INCLUDING GOVERNMENTAL PAYORS, PAY THE SAME AMOUNT FOR THE SAME SERVICES DELIVERED AT THE SAME HOSPITAL. MARYLAND'S UNIQUE ALL PAYOR SYSTEM INCLUDES A METHOD FOR REFERENCING UNCOMPENSATED CARE IN EACH PAYORS' RATES, WHICH DOES NOT ENABLE MARYLAND HOSPITALS TO BREAKOUT ANY OFFSETTING REVENUE RELATED TO UNCOMPENSATED CARE. PART I, LINE 7B, COLUMNS B, C, D, AND F MARYLAND'S REGULATORY SYSTEM CREATES A UNIQUE PROCESS FOR HOSPITAL PAYMENT THAT DIFFERS FROM THE REST OF THE NATION. THE HEALTH SERVICES COST REVIEW COMMISSION (HSCRC) DETERMINES PAYMENT THROUGH A RATE SETTING PROCESS AND ALL PAYORS, INCLUDING GOVERNMENTAL PAYORS, PAY THE SAME AMOUNT FOR THE SAME SERVICES DELIVERED AT THE SAME HOSPITAL. MARYLAND'S UNIQUE ALL PAYOR SYSTEM INCLUDES A METHOD FOR REFERENCING UNCOMPENSATED CARE IN EACH PAYORS' RATES, WHICH DOES NOT ENABLE MARYLAND HOSPITALS TO BREAKOUT ANY OFFSETTING REVENUE RELATED TO UNCOMPENSATED CARE. COMMUNITY BENEFIT EXPENSES ARE EQUAL TO MEDICAID REVENUES IN MARYLAND, AS SUCH, THE NET EFFECT IS ZERO. THE EXCEPTION TO THIS IS THE IMPACT ON THE HOSPITAL OF ITS SHARE OF THE MEDICAID ASSESSMENT. IN RECENT YEARS, THE STATE OF MARYLAND HAS CLOSED FISCAL GAPS IN THE STATE MEDICAID BUDGET BY ASSESSING HOSPITALS THROUGH THE RATE SETTING SYSTEM. THE HOSPITAL PORTION OF THE MEDICAID ASSESSMENT FOR FORT WASHINGTON MEDICAL CENTER WAS $131,405 IN 2010. PART I, LINE 7F, COLUMNS C AND D MARYLAND'S REGULATORY SYSTEM CREATES A UNIQUE PROCESS FOR HOSPITAL PAYMENT THAT DIFFERS FROM THE REST OF THE NATION. THE HEALTH SERVICES COST REVIEW COMMISSION (HSCRC) DETERMINES PAYMENT THROUGH A RATE SETTING PROCESS AND ALL PAYORS, INCLUDING GOVERNMENTAL PAYORS, PAY THE SAME AMOUNT FOR THE SAME SERVICES DELIVERED AT THE SAME HOSPITAL. MARYLAND'S UNIQUE ALL PAYOR SYSTEM INCLUDES A METHOD FOR REFERENCING UNCOMPENSATED CARE IN EACH PAYORS' RATES, WHICH DOES NOT ENABLE MARYLAND HOSPITALS TO BREAKOUT ANY OFFSETTING REVENUE RELATED TO UNCOMPENSATED CARE. PART I, LINE 7F BAD DEBT EXPENSE INCLUDED ON FORM 990, PART IX, LINE 25, COLUMN (A), BUT SUBTRACTED FOR PURPOSES OF CALCULATING THE PERCENTAGE IN THIS COLUMN. PART III, LINE 4 FORT WASHINGTON MEDICAL CENTER ENCOURAGES ALL PATIENTS WHO MAY QUALIFY FOR FINANCIAL ASSISTANCE TO SUBMIT A FINANCIAL ASSISTANCE APPLICATION. THE AVAILABILITY OF FINANCIAL ASSISTANCE HAS BEEN PUBLICIZED BY FORT WASHINGTON MEDICAL CENTER BY POSTING ITS FINANCIAL ASSISTANCE POLICY ON ITS WEBSITE, POSTING NOTICES THROUGHOUT THE EMERGENCY DEPARTMENT, ADMITTING AREA, REGISTRATION AREA, PATIENT ACCOUNTS OFFICE, AND ADMINISTRATION AND INCLUDING FINANCIAL ASSISTANCE INFORMATION WITH INFORMATION HANDED OUT AT ADMISSION AND WITH EACH BILL AFTER DISCHARGE. ADDITIONALLY, STAFF AT FORT WASHINGTON MEDICAL CENTER HAS BEEN TRAINED TO ASSIST PAITENTS WHO WISH TO UTILIZE THE PROGRAM AND FORT WASHINGTON MEDICAL CENTER ENGAGES AN OUTSIDE COMPANY, AT FORT WASHINGTON MEDICAL CENTER'S EXPENSE, TO COMMUNICATE WITH DISCHARGED PATIENTS THAT FORT WASHINGTON MEDICAL CENTER BELIEVES MAY BE ELIGIBLE FOR FINANCIAL ASSISTANCE AND CONTINUES TO OFFER FINANCIAL ASSISTANCE TO THOSE PATIENTS. ALTHOUGH FORT WASHINGTON MEDICAL CENTER MAKES A CONCERTED EFFORT TO ENROLL ALL QUALIFYING PATIENTS INTO ITS FINANCIAL ASSISTANCE POLICY, SOME PATIENTS THAT MAY HAVE QUALIFIED DO NOT SIGN UP, AND WHEN THEY SUBSEQUENTLY DO NOT PAY FOR SERVICES PROVIDED, SUCH ACCOUNTS ARE ACCOUNTED FOR AS BAD DEBTS. AS A RESULT, FORT WASHINGTON MEDICAL CENTER ESTIMATES THAT APPROXIMATELY 60% OF REPORTED BAD DEBT EXPENSE MAY BE ATTRIBUTABLE TO PATIENTS ELIGIBLE FOR FINANCIAL ASSISTANCE. PART III, LINE 8 A COST-TO-CHARGE METHODOLOGY WAS USED TO DETERMINE MEDICARE ALLOWABLE COSTS. PART III, LINE 9B ONCE THE COLLECTION PROCESS HAS BEGUN, THE ORGANIZATION CONTINUES TO MONITOR WHETHER THE PATIENT QUALIFIES FOR CHARITY CARE UNDER THE FINANCIAL ASSISTANCE POLICY. IF THE ORGANIZATION DETERMINES THAT A PATIENT QUALIFIES FOR FINANCIAL ASSISTANCE, INCLUDING ONCE THE COLLECTION PROCESS HAS BEGUN, THE ORGANIZATION WILL APPROVE THE PATIENT FOR CHARITY CARE. ONCE CHARITY CARE HAS BEEN APPROVED, THERE IS NO FURTHER ATTEMPT MADE BY THE ORGANIZATION TO COLLECT. NEEDS ASSESSMENT FWMC gauges community need from a variety of sources that include studies, reports, face to face meetings, community engagement activities and dialogue with FWMC clinicians. The Prince George's County Council, which also serves as the County's Health Board, contracted with the RAND research organization in 2008 to conduct a landmark study. Called "Assessing Health and Health Care in Prince George's County," the purpose of the study was to ascertain the changing health care needs of County residents and to better understand if in fact those needs were being met through the health care system. In April of 2010, the Council formally adopted the study during the 2010 legislative session by establishing Resolution CR-12-2010, for the purpose of creating a blueprint for the future to help address the health disparities in Prince George's County. Following are the salient highlights of the study: " Prince George's County has a disproportionate presence of chronic disease, i.e. diabetes, heart disease, asthma, and obesity, than any other jurisdiction in the state of Maryland; and that these conditions outpace neighboring jurisdictions (District of Columbia and Virginia). " Primary care physicians are in short supply in Prince George's County compared with neighboring jurisdictions. " There are 80,000 (some believe as many as 140,000) residents in Prince George County who are medically uninsured. " Demographically Prince George's is comprised of 7 geographic areas (100,000 people) defined by the U.S. Census Bureau as non-overlapping Public Use Microdata Areas or PUMAs. Four of the 7 areas, are located inside of the Capitol Beltway, and reflect cities that are lower income, losing population, majority African-American, and a growing Hispanic population. All four are considered lower income. *Note: 2 of FWMC's 3 primary service areas (Oxon Hill and Temple Hills), are within these 4 PUMAS. " There is limited access to quality health care services in Prince George's County. " Although hospital capacity is in compliance with population numbers, there is a low supply per capita of medical/surgical, pediatric, psychiatric and obstetric beds. " Prince George's lacks a primary care safety net. Against the backdrop of the RAND study, data taken from the Maryland Vital Statistics Annual Report 2009, confirmed that Prince George's County ranked significantly higher than the Maryland average for deaths due to heart disease. The Report indicates that the leading causes of death in rank order for the state of Maryland were (1) diseases of the heart (25%); cancer (24%); cerebrovascular diseases; followed by chronic lower respiratory diseases; and accidents. While deaths from diabetes have been falling, particularly for African-Americans, it was the sixth leading cause of death in 2009, 20.7 per 100,000. In previous data taken from PGHD's Core Public Health Funding Plan (FY 2006), it was revealed that Maryland ranked fourth highest in the nation for diabetes prevalence. A review of the top 10 DRGs at Fort Washington Medical Center revealed that five of those conditions can be significantly impacted by lifestyle. Lifestyle is considered those factors that can positively impact health including (a) diet and nutrition (b) stress management (c) behavior modification (d) education and (e.) exercise. Listed below are 5 of the top 10 conditions presented at FWMC during this period. a. Chest Pain b. Malignant Hypertension c. Hypertension {Unspecified} d. Issues related to congestive heart failure e. Issues related to diabetes* In fall of 2009, Fort Washington held it's first publicly held annual meeting for the purpose of dialoguing with community members, many of whom were themselves community health advocates. Members of the FWMC Board of Trustees served as the facilitators during the roundtable discussions. As a result of that meeting, a follow-up meeting was held with community leaders to further discuss health care and service delivery issues. From those discussions, the following were observed: " There is a need for additional specialists, i.e. pediatricians obstetricians and cardiologists " There is a need for additional services, i.e. dialysis and outpatient-rehabilitation " Increased health screenings, i.e. prostate, blood pressure " More health education is needed, i.e. HIV, heart health " Support mechanisms for caregivers " Opportunities to partner around health fairs and screenings " Parent training " Opportunities to work with churches " FWMC needs to be expanded into a larger facility " Increased awareness of FWMC's services The major needs that were identified from the studies and meetings, and actualized through this reporting period were as follows: " ongoing health education, i.e. heart health, diabetes management, respiratory care and lifestyle management, i.e., nutrition, stress management, exercise and obesity management " ongoing health screenings, i.e. blood pressure, diabetes, " ongoing community engagement and collaboration opportunities to discuss health matters with community members around health issues. An internal committee which consists of representatives from the FWMC Emergency Room, the Education/Performance Improvement Department, Patient Care Services and Corporate Development discuss the best ways of addressing health conditions impacting the community as seen by the Hospital. The Committee provides guidance on outreach efforts that the Hospital undertakes to support the community benefit program. During this reporting period, a Community Advisory Group was also established. The Hospital continues to work with strategic partners to carry out its programming. The Hospital continues to partner with a host of churches, schools and community and civic associations to provide health education and or screenings. The Hospital serves as an ambassador with the American Heart Association, and coordinates events with both the YMCA-Potomac Overlook, and Maryland Park and Planning's Harmony Hall. All of these organizations have a health outreach focus. They work with FWMC to provide venues to access specific, and sometimes hard to reach audiences. The recommendations of internal and external groups for incorporation into the overall community benefit program are shared with the Board of Trustees, through its Community Relations Committee. PATIENT EDUCATION OF ELIGIBILITY FOR ASSISTANCE FORT WASHINGTON MEDICAL CENTER COMMUNICATES THE AVAILABILITY OF FINANCIAL ASSISTANCE ON THE HOSPITAL WEBSITE AND IN HOSPITAL PUBLICATIONS. FINANCIAL ASSISTANCE PROGRAM NOTICES ARE POSTED FOR PUBLIC VIEW IN THE ADMITTING AREA, REGISTRATION AREA, PATIENT ACCOUNTS OFFICE, THE EMERGENCY DEPARTMENT AND ADMINISTRATION. FURTHERMORE, A COPY OF THE FINANCIAL ASSISTANCE POLICY IS PROVIDED TO PATIENTS OR THEIR FAMILIES AS PART OF THE ADMISSION PROCESS. ALSO, ONCE THE PATIENT IS DISCHARGED, EACH BILLING STATEMENT CONTAINS A SUMMARY OF THE FINANCIAL ASSISTANCE POLICY. STAFF HAS BEEN TRAINED TO ASSIST PATIENTS WHO WISH TO UTILIZE THE FINANCIAL ASSISTANCE PROGRAM BY REFERRING THEM TO FINANCIAL COUNSELORS THAT HELP THE PATIENTS TO COMPLETE THE FINANCIAL ASSITANCE APPLICATIONS. COMMUNITY INFORMATION Fort Washington Medical Center serves primarily the areas of Fort Washington, Maryland, where it is directly located; and the cities of Oxon Hill and Temple Hills, Maryland. These three areas constitute almost 70% of the entire patient base for the hospital. All three cities are suburban in nature and are within a short distance of the Washington, D.C./Maryland line and are based in Prince George's County. Many residents cross into the District on a daily basis en route to work at District and Federal government sites, and to private sector locations. Of the three cities, Fort Washington is furthest south and is 14 square miles. It has a population of almost 24,000 people and has approximately 8,000 households. The racial make-up is 67% African-American; 18% White; 10% Asian (mostly Filipino) and the remainder other races, including Native-American Indian, Pacific Islander, Hispanic and Latino. According to the 2000 Census, the median age is 39 years; the median household income is $81,000; and the median household income for a family is $88,000. About 2.8% of families and 3.7% of the population are below the poverty line, including 5% of those under 18 and 4.5% of those 65 or over. Oxon Hill is 9 square miles. It surrounds parts of Fort Washington, and extends along the 210 North corridors and along Southern Avenue which separates it from Washington, D.C. Its population is 35,000; with 13,700 households and 9,069 families. The racial make-up is 86.68% African -American; 7.64% White; 2.78% Asian; and the remainder consisting of Native American, Pacific Islander, Hispanic/Latino and other. The median income per household is $46,500; and the median income per family is $52,227. About 6.7% of families and 8.8% of the population are below the poverty line including 12.3% of those under age 18 and 8.2% of that age that are 65 and over. Temple Hills is 1.4 square miles, and is west of Oxon Hill and southeast of Washington, DC. It has a population of almost 8,000 people; 3,156 households and 1,937 families. African-Americans comprise 85% of the population; 9.32% are White; and the remainder consist of Native American, Asian, Latino/Hispanic, Pacific Islander and other. The median income per household is $44,868, and the median income for a family is $49,318. Almost 10% of families and 10.4% of the population are below the poverty line including 16.4 of those under age 18 and 2.9% of those 65 or over. COMMUNITY BUILDING ACTIVITIES THE HOSPITAL ROUTINELY PARTICIPATES IN COMMUNITY HEALTH FAIRS PROVIDING EDUCATION AND BLOOD PRESSURE SCREENINGS AT VARIOUS LOCATIONS THROUGHOUT THE SERVICE AREA. CLASSES ARE ALSO HELD TO EDUCATE THE COMMUNITY ON DIABETES, HEART DISEASE AND SMOKING CESSATION. OTHER INFORMATION THE HOSPITAL HAS A BOARD THAT IS MADE UP OF MEMBERS OF THE COMMUNITY WHO SERVE AS THE OVERSIGHT BODY FOR THE ACTIVITIES OF THE HOSPITAL. SURPLUS HOSPITAL FUNDS ARE REINVESTED IN THE OPERATION TO SECURE REQUIRED REPLACEMENT EQUIPMENT AND BUILDING UPGRADES/REPAIRS. THE HOSPITAL EXTENDS MEDICAL STAFF PRIVILEGES TO ALL QUALIFIED PHYSICIANS FOR ALL OF ITS DEPARTMENTS. PROMOTION OF COMMUNITY HEALTH FORT WASHINGTON MEDICAL CENTER ROUTINELY PARTICIPATES IN COMMUNITY HEALTH FAIRS, PROVIDING EDUCATION AND BLOOD PRESSURE SCREENINGS AT VARIOUS LOCATIONS THROUGH THE PATIENT SERVICE AREA. IN ADDITION, CLASSES ARE HELD TO EDUCATE THE COMMUNITY ON A NUMBER OF HEALTH ISSUES, INCLUDING: DIABETES, HEART DISEASE AND SMOKING CESSATION. FORT WASHINGTON MEDICAL CENTER HAS A BOARD OF DIRECTORS COMPRISED PREDOMINANTLY FROM MEMBERS OF THE COMMUNITY WHO SERVE AS THE OVERSIGHT BODY FOR THE ACTIVITIES OF THE HOSPITAL. SURPLUS FUNDS ARE REINVESTED IN THE HOSPITAL TO PROVIDE REQUIRED REPLACEMENT EQUIPMENT AND BUILDING UPGRADES/REPAIRS AS WELL AS TO CONTINUE TO PROVIDE COMMUNITY BENEFIT ACTIVITIES FOR THE COMMUNITY. It is believed that at least 90% of the emergency room cases at FWMC are linked to diabetes. In an effort to help patients better manage diabetes, and to reduce the incidence of recidivism, patients now seen at FWMC or through the Emergency Room, or if hospitalized, are recruited to participate in the classes. During this reporting year, FWMC provided the following programmatic activities related to community need: " Conducted (2) 4-week diabetes management series held in the spring and fall. " Provided a health education presentation specifically on heart health focusing on hypertension, congestive heart failure, and lifestyle elements. " Provided a health education presentation on respiratory ailments, including asthma, emphysema and bronchitis. " Provided nearly 30 community-based events to 450 participants. " Partnered with churches, community and social groups, schools, and service organizations to provide health education and screenings. " Established a framework to hold community engagement activities. " Worked with other health care providers, including the Prince George's Health Department, the American Heart Association, and the FWMC medical staff. " Provided professional health education to 108 participants. Evaluations are done on parts of the program, which have included the Diabetes Awareness Program, major community offerings and special meetings. The Diabetes Program at FWMC has been highly successful. Participants themselves rate the program highly, noting the expertise of the instructors, the design of the class and the easy access to the class. Health fairs and screening programs are evaluated on a case-by-case basis to ascertain community participation, sponsor feedback, clinical follow-up, educational materials, community awareness and affirmation, and general feedback. Evaluation of preceptor-ship programs are built in and are done on a continual basis. Fort Washington Medical Center's teaching - preceptor program continues to be a major portion of community benefit. In reporting year 2009-2010, nursing and allied training preceptor opportunities have increased at FWMC. Under the direction of the FWMC's Performance Improvement Department, which adheres to the standard established by JACHO, students are required to meet certain hospital standards. The Department works with the nursing and allied health schools to insure that the standards are met and that there is appropriate reporting, as required from all participants. AFFILIATED HEALTH CARE SYSTEM THE NEXUS HEALTH CARE SYSTEM PROVIDES MEDICAL CARE TO COMMUNITIES IN PRINCE GEORGES COUNTY, MARYLAND AND WASHINGTON, D.C. THROUGH ITS OWNERSHIP IN FORT WASHINGTON MEDICAL CENTER AND CAROLYN BOONE LEWIS HEALTH CARE CENTER. CAROLYN BOONE LEWIS HEALTH CENTER IS A 183-BED TEACHING NURSING HOME LOCATED ON THE MARYLAND-WASHINGTON, D.C. LINE IN SOUTHEAST WASHINGTON D.C. IT PROVIDES SKILLED NURSING, REHABILITATION SERVICES, AND LONG-TERM CARE. FORT WASHINGTON MEDICAL CENTER IS A 37-BED HOSPITAL, CURRENTLY LICENSED FOR 42 BEDS. THE HOSPITAL UTILIZES 33 ACUTE CARE BEDS, WITH FOUR BEDS DESIGNATED FOR INTENSIVE CARE. THE HOSPITAL PROVIDES MEDICAL AND SURGICAL SERVICES, INCLUDING SPECIALTY SERVICES SUCH AS ENDOCRINOLOGY, PATHOLOGY AND HEMATOLOGY ON BOTH AN INPATIENT AND OUTPATIENT BASIS. ADDITIONALLY, THE HOSPITAL PROVIDES 24/7 EMERGENCY ROOM SERVICES. STATE FILING OF COMMUNITY BENEFIT REPORT 990 SCHEDULE H, PART VI MD, X X X X false false false false false false false false false Socorro Obedoza 157489 0 0 0 0 0 4730 0 1206 0 163425 0 Joseph Tucker 174452 0 0 0 0 0 5243 0 1762 0 181457 0 Verna Meacham 218916 0 0 0 0 0 2337 0 14551 0 235804 0 Process for the review of 990 Part VI UPON COMPLETION OF THE FORM 990 BY THE EXTERNAL ACCOUNTING FIRM, A REVIEW OF THE RETURN IS COMPLETED BY THE CORPORATE FINANCE DEPARTMENT AS WELL AS THE SENIOR VICE PRESIDENT FOR FINANCE AND THE PRESIDENT & CEO. THE 990 IS THEN REVIEWED BY THE audit committee OF THE BOARD OF TRUSTEES AND THE COMMITTEE REPORTS ON THEIR REVIEW OF THE 990 TO THE FULL BOARD AT A REGULARLY SCHEDULED MEETING PRIOR TO THE FILING DEADLINE. THE FINAL VERSION OF THE DOCUMENTS ARE THEN MADE AVAILABLE TO ALL BOARD MEMBERS FOR INSPECTION/REVIEW PRIOR TO FILING WITH THE IRS. Conflict of Interest Policy Part VI, Section B Conflict of Interest: Disclosure In connection with actual or possible conflicts of interest, an Interested Person must disclose the existence of and nature of his or her financial interest to the President, directors and/or members of committees with Board delegated powers considering the proposed transaction or arrangement. Interested Persons also should be alert to disclose any situation that, by virtue of a transaction or arrangement under consideration, could be perceived by anyone as a conflict of interest. A. During the Year All Interested Persons are obligated to monitor their outside activities with regard to entities that do business with Nexus Health, Inc or its subsidiaries. At any time during the year, Interested Persons may have a change in a financial arrangement or addition of a new potential conflict of interest that may have an effect on business. It is the responsibility of the individual to report this information to the Chair Person of the Board of Trustees, President or Compliance Officer. The individual will be provided with the appropriate documents to report the potential conflict. B. Annual Reporting On an annual basis, each Trustee, Officer, Senior Manager, Director, Member of the Medical Staff Executive Committee, or Medical Director, shall complete a Conflict of Interest Disclosure and review the Conflicts of Interest Policy. Trustees should also review the Corporation Bylaws. The Conflict of Interest Disclosure and Policy will be issued to each Interested Person during the month of November by the Executive Assistant to the CEO. All forms are to be returned to the Executive Assistant to the CEO no later than December 31st. MANAGEMENT OF CONFLICTS If an interested person has a potential conflict of interest, it must be disclosed. The Interested Person involved in the conflict may not participate in any process leading to the approval or disapproval of the transaction creating the conflict, including any vote or other submission of opinion. In addition, the Interested Person must not indirectly attempt to influence the decision-making process. Interested persons who fail to disclose potential conflicts of interest and avoid any direct or indirect influence in accordance with this policy shall be appropriately disciplined. Violation of this policy will subject the individual to disciplinary action including possible dismissal and members of the Board of Trustees will be subject to removal. Discipline will be commensurate with the seriousness of the action. All reports of conflicts or potential conflicts of interest will be reviewed by the Chairman of the Board of Trustees, President and the Compliance Officer. Conflict disclosures will also be reviewed by Legal Counsel. The Chairman, President, Compliance Officer, and Legal Counsel will determine if any action must be taken to protect Nexus Health, Inc. or its affected affiliates. A report of all Conflicts of Interest shall be shared with the Executive Committee of the Board of Trustees annually. Determining Executive Compensation Part VI, Section B, 15 THE SALARY OF THE ORGANIZATIONS PRESIDENT AND CEO HAS BEEN ESTBALISHED THROUGH A MULTI-STEP PROCESS. AN OUTSIDE, INDEPENDENT CONTRACTOR HAS PREVIOUSLY BEEN ENGAGED BY THE ORGANIZATION TO EVALUATE COMPETITIVE, FAIR MARKET VALUE COMPENSATION. THE BOARD OF TRUSTEES CONSIDERS THE PRIOR RECOMMENDATION OF THE INDEPENDENT CONTRACTOR AS WELL AS AN ASSESSMENT OF PERCENTILE RANKING TO MARKET FOR PERSONS IN SIMILAR POSITIONS BASED ON ORGANIZATON SIZE. ANNUAL FAIR MARKET VALUE SALARY ADJUSTMENTS FOR THE CEO ARE ALSO CONSIDERED BY THE BOARD, IN CONJUCTION WITH THE ANNUAL PERFORMANCE EVALUATION FOR THE POSITION. THE SALARY OF THE ORGANIZATIONS PRSIDENT AND CEO MUST THEN BE APPROVED BY THE BOARD OF TRUSTEES. THE SALARY OF THE OTHER EXECUTIVES AND KEY EMPLOYEES ARE MANAGED BY THE CEO AND ARE SUBJECT TO COST OF LIVING ADJUSTMENTS. THESE SALARIES ARE BENCHMARKED AGAINST OTHER ORGANIZATIONS OF SIMILAR SIZE IN THE INDUSTRY FOR FAIR MARKET VALUE PERIODICALLY. Document Availability Part vi, LINE 19 THE ORGANIZATION MAKES ITS GOVERNING DOCUMENTS, CONFLICT OF INTEREST POLICY AND FINANCIAL STATEMENTS AVAILABLE TO THE PUBLIC UPON REQUEST. BLANK LINES THE ORGANIZTION DID NOT COMPLETE PART V, LINES 8 & 9 BECAUSE IT DID NOT SPONSOR ANY DONOR ADVISED FUNDS. HOURS DEVOTED FOR RELATED ORGANIZATION FORM 990 PART VII NAME:Samir Azer TITLE:Director HOURS:1 HOURS DEVOTED FOR RELATED ORGANIZATION FORM 990 PART VII NAME:ELIAS DEBBAS TITLE:Director HOURS:1 HOURS DEVOTED FOR RELATED ORGANIZATION FORM 990 PART VII NAME:Monica Holman Evans TITLE:Director HOURS:1 HOURS DEVOTED FOR RELATED ORGANIZATION FORM 990 PART VII NAME:Althea Hayward TITLE:Director HOURS:1 HOURS DEVOTED FOR RELATED ORGANIZATION FORM 990 PART VII NAME:Yvonne Magee TITLE:Director HOURS:1 HOURS DEVOTED FOR RELATED ORGANIZATION FORM 990 PART VII NAME:John Petty TITLE:executive secretary HOURS:1 HOURS DEVOTED FOR RELATED ORGANIZATION FORM 990 PART VII NAME:Nancy Lee TITLE:Director HOURS:1 HOURS DEVOTED FOR RELATED ORGANIZATION FORM 990 PART VII NAME:Sue Ward TITLE:Director HOURS: HOURS DEVOTED FOR RELATED ORGANIZATION FORM 990 PART VII NAME:Kimberly Robertson TITLE:Treasurer HOURS:1 HOURS DEVOTED FOR RELATED ORGANIZATION FORM 990 PART VII NAME:Manervia Riddick TITLE:chair - elect HOURS: HOURS DEVOTED FOR RELATED ORGANIZATION FORM 990 PART VII NAME:Virgil McDonald TITLE:Immediate Past Chair HOURS:1 HOURS DEVOTED FOR RELATED ORGANIZATION FORM 990 PART VII NAME:Beverly Anderson TITLE:Chair HOURS:1 HOURS DEVOTED FOR RELATED ORGANIZATION FORM 990 PART VII NAME:Verna Meacham TITLE:President & CEO HOURS:16 HOURS DEVOTED FOR RELATED ORGANIZATION FORM 990 PART VII NAME:CHARLES E DAY TITLE:Director HOURS:1 HOURS DEVOTED FOR RELATED ORGANIZATION FORM 990 PART VII NAME:Joseph Tucker TITLE:SR VP/CFO HOURS:16 HOURS DEVOTED FOR RELATED ORGANIZATION FORM 990 PART VII NAME:Socorro Obedoza TITLE:OR CLINICAL COORDINATOR HOURS: HOURS DEVOTED FOR RELATED ORGANIZATION FORM 990 PART VII NAME:Beverly Arciaga TITLE:Clinical Nurse II HOURS: HOURS DEVOTED FOR RELATED ORGANIZATION FORM 990 PART VII NAME:HOWARD ROBINSON TITLE:DIRECTOR HOURS: HOURS DEVOTED FOR RELATED ORGANIZATION FORM 990 PART VII NAME:LILLIAN PARAOAN TITLE:CLINICAL NURSE II HOURS: HOURS DEVOTED FOR RELATED ORGANIZATION FORM 990 PART VII NAME:Judith Burk TITLE:VP CLINICAL SERVICES/ADMIN HOURS: Nexus Health Inc 6196 Oxon Hill Rd STE 210 Oxon Hill MD 20745 520238460 Parent org MD 501(c)(3) 509(a)(2) N/A Carolyn Boone Lewis Health Care Center 1380 Southern Ave SE Washington DC 20032 521127260 Nursing Home DC 501(c)(3) 509(a)(2) Nexus Health CONSULTING INC 6196 OXON HILL RD STE 210 OXON HILL MD 20745 521602159 CURRENT INACT DE NA C CORP false false false false false false false false false false false false false true true true false false