2021-05-07T13:30:58-05:00 2020-06-30 KPMG LLP 8350 Broad Street Suite 900 McLean VA 22102 990 2019-07-01 522218584 THE MEDSTAR-GEORGETOWN MEDICAL CENTER INC % JOEL BRYAN MEDS 2027843000 HOSPITAL ADMIN 1 MAIN BLDG WASHINGTON DC 20007 JOEL BRYAN VP/TREASURER 4107726721 2021-05-05 true JG WHITE P01498698 7032868000 2021-05-02 2019 2022-09-23 18:48:47Z MEDSTAR GEORGETOWN UNIVERSITY HOSP Michael Sachtleben HOSPITAL ADMIN 1 MAIN BLDG WASHINGTON DC 20007 1176468639 false X WWW.GEORGETOWNUNIVERSITYHOSPITAL.ORG X 2000 DC TO PROVIDE PHYSICAL AND SPIRITUAL COMFORT TO OUR PATIENTS AND THEIR FAMILIES IN THE JESUIT TRADITION OF CURA PERSONALIS, CARING FOR THE WHOLE PERSON. 19 13 6092 242 1180715 1037673 9991045 34796181 1162994267 1113688521 452595 1273597 34429634 26685431 1207867541 1176443730 0 0 0 0 574844259 567276509 0 0 625 508239586 520454368 1083083845 1087730877 124783696 88712853 628101369 760336597 155426152 272205910 472675217 488130687 X AS A PROUD MEMBER OF MEDSTAR HEALTH, MEDSTAR GEORGETOWN UNIVERSITY HOSPITALS (MEDSTAR GEORGETOWN) MISSION IS TO PROVIDE PHYSICAL AND SPIRITUAL COMFORT TO OUR PATIENTS AND THEIR FAMILIES IN THE JESUIT TRADITION OF CURA PERSONALIS, CARING FOR THE WHOLE PERSON. MEDSTAR GEORGETOWN IS AN ACUTE CARE TEACHING AND RESEARCH HOSPITAL LOCATED IN NORTHWEST WASHINGTON, D.C. IN FISCAL YEAR 2020, MEDSTAR GEORGETOWN HAD APPROXIMATELY 15,398 INPATIENT ADMISSIONS AND APPROXIMATELY 625,199 OUTPATIENT VISITS INCLUDING APPROXIMATELY 28,846 EMERGENCY VISITS. false false 766841438 1086517985 MedStar Georgetown University Hospital's largest program is the provision of acute hospital services to the communities of the northwest Washington, D.C. and the surrounding areas. In addition to the program service expenses listed above, MedStar Georgetown incurred $233.0M of management and general expenses in providing services to its communities. MedStar Georgetown's centers of excellence include neurosciences, transplantation, cancer and gastroenterology. The hospital is one of a few centers in the world providing living-donor liver transplantation. MedStar Georgetown's neurosciences program is recognized as an Advanced Primary Stroke Center by The Joint Commission and is a National Parkinson Foundation Center of Excellence for Parkinson's disease and other movement disorders. MedStar Georgetown's Lombardi Comprehensive Cancer Center is one of only 41 centers in the U.S., and the only one designated as a Comprehensive Cancer Center by the National Cancer Institute in Washington, D.C. MedStar Georgetown was the first hospital in Washington, D.C. to attain Magnet Recognition by the American Nurses Credentialing Center (ANCC), and one of only 71 hospitals nationwide to achieve three magnet designations (2004, 2008, 2014). As one of the largest healthcare systems in Maryland and the Washington, D.C., region, MedStar Health and its affiliated entities cared for one in four COVID-19 patients in the region since March 2020. Operating as One MedStar and aligning with guidance from the Centers for Disease Control and Prevention (CDC) and local Departments of Health, MedStar Health's COVID-19 preparations and response were guided by two critical drivers: providing a safe care environment for patients and associates and ensuring operational continuity to fulfill our core mission of caring for our communities. These efforts included adding hospital beds in preparation for patient surges; balancing hospital admissions by using urgent care sites as frontline providers and facilitating telehealth interactions for virtual care and referrals; utilizing home health services to transition care from inpatient settings, ambulatory facilities, and a convention center field hospital; and standing up more than 40 COVID-19 testing locations. Underlying these actions is MedStar Health's commitment to the highest levels of quality and safety, reflected by the systemwide implementation of universal face masking for patients and associates, and acquisition of Personal Protective Equipment at usage levels 10 times normal use. 82421434 25914507 MEDSTAR GEORGETOWN UNIVERSITY HOSPITAL PROVIDED $82.4M IN HEALTH PROFESSIONS EDUCATION IN FISCAL YEAR 2020. THIS CATEGORY INCLUDES TRAINING IN GRADUATE MEDICAL EDUCATION, AND EDUCATION FOR PHYSICIANS, MEDICAL STUDENTS, NURSES, AND OTHER HEALTH PROFESSIONS. 4959414 MEDSTAR GEORGETOWN UNIVERSITY HOSPITAL PROVIDED $5.0M IN CHARITY CARE SERVICES IN FISCAL YEAR 2020. CHARITY CARE IS PROVIDED PURSUANT TO MEDSTAR HEALTHS FINANCIAL ASSISTANCE POLICY TO MEMBERS OF THE COMMUNITY WHOSE INCOME IS BELOW CERTAIN THRESHOLDS AND FOR WHICH THE HOSPITAL IS NOT COMPENSATED. 854222286 true true false false false false false false false false true false false true true true false true false false false false false false false false true true false false true false false false false false true false false true false false false true true true true false false true 0 0 true 6092 true true true false false false false false false false false false true false X 19 13 false false false false true true true true true false false true true true true true true true true false DC X JOEL BRYAN 4107726721 10980 GRANTCHESTER WAY COLUMBIA MD 21044 X KENNETH A SAMET DIRECTOR 1.0 39.0 X 0 7598800 90696 Edward Aulisi MD Physician 40.0 0.0 X 3396894 0 34831 Fred MO Orthopedic Surgeon 40.0 0.0 X 2470301 0 34511 Thomas Fishbein MD DIVISION CHIEF 40.0 0.0 X 2217733 0 29384 Seyed Kalantar PHYSICIAN 40.0 0.0 X 1963477 0 28600 EVAN ARGINTAR Dir of Sports Med research 40.0 0.0 X 1945577 0 20052 RICHARD GOLDBERG MD FORMER PRESIDENT 0.0 40.0 X 0 1411013 45070 MICHAEL C SACHTLEBEN PRESIDENT/DIRECTOR 40.0 0.0 X X 1326135 0 56205 NADIM HADDAD MD DIRECTOR 40.0 0.0 X 1330466 0 44650 MARY KAY SIDAWY MD Director (As of 7/19) 40.0 0.0 X 701969 0 17445 Matthew Cooper MD DIRECTOR 40.0 0.0 X 672872 0 34351 KERRY RICHARD FORMER SECRETARY 0.0 40.0 X 0 603786 28075 David HO Chief Financial Officer 40.0 0.0 X 458923 0 25065 CIRRELDA COOPER MD VICE CHAIR 40.0 0.0 X 442393 0 23159 Lee Bergman SECRETARY 1.0 39.0 X 0 270673 35762 Heather Nowakowski Assistant Secretary 40.0 0.0 X 112800 0 16197 JOHN K DELANEY DIRECTOR (Until 10/19) 1.0 0.0 X 0 0 0 WARREN E HALLE DIRECTOR (Until 10/19) 1.0 0.0 X 0 0 0 JEANNE REUSCH DIRECTOR (Until 10/19) 1.0 0.0 X 0 0 0 KENNETH A SHARIGIAN PhD DIRECTOR 1.0 0.0 X 0 0 0 JUDSON W STARR CHAIR 1.0 0.0 X 0 0 0 STEPHEN L URBANCZYK DIRECTOR 1.0 0.0 X 0 0 0 WENDELIN WHITE DIRECTOR (Until 10/19) 1.0 0.0 X 0 0 0 RICHARD H FRANK DIRECTOR 1.0 0.0 X 0 0 0 DALBERT B GINSBERG DIRECTOR 1.0 0.0 X 0 0 0 Hon Gilbert R Chagoury DIRECTOR 1.0 0.0 X 0 0 0 EDWARD B HEALTON Director 1.0 0.0 X 0 0 0 Patricia A Cloonan PHD Director 1.0 0.0 X 0 0 0 Mary Beth Connell MD Director 1.0 0.0 X 0 0 0 Shelley Holt Director 1.0 0.0 X 0 0 0 Neil Kishter Director 1.0 0.0 X 0 0 0 Catherine Meloy DIRECTOR 1.0 0.0 X 0 0 0 Daniel P Sulmasy MD Director 1.0 0.0 X 0 0 0 17039540 9884272 564053 543 true true false AMN HEALTHCARE INC 2735 COLLECTION CENTER DR CHICAGO IL 60693 Staffing Services 10175227 STANDARD PARKING CORP 201 EAST UNIVERSITY PKWY BALTIMORE MD 21218 Parking services 5643681 SODEXO INC AFFILIATES 9801 WASHINGTON BLVD GAITHERSBURG MD 20878 FOOD&FACILITIES MGMT 3373955 CBRE INC 1700 MACARTHUR BLVD MAHWAH NJ 07430 Facilities MNGT 2596542 ARUP LABORATORIES 77 Water St NEW YORK NY 10005 Lab services 2088577 83 24562786 10233395 1763444 34796181 NET PATIENT SERVICE REVENUE 621400 1080828109 1079645595 1182514 TRAINING TUITION 900099 13631412 13631412 OTHER PHYSICIAN REVENUE 621400 8992603 8992603 RESIDENT SERVICE REVENUE 900099 6256283 6256283 PHARMACY REVENUE 900099 3836963 3836963 143151 143151 1113688521 660837 -1799 662636 0 0 603998 603998 0 603998 603998 637669 24909 637669 -24909 612760 612760 0 0 0 0 0 0 0 0 0 INTERCOMPANY SUBSIDY REVENUE 900099 16312440 16312440 PARKING INCOME 900099 1736733 1736733 REBATE INCOME 900099 1041343 1041343 6990917 6990917 26081433 1176443730 1112506007 1180715 27960827 0 0 0 0 5262626 4692397 570229 0 473546469 422435322 51111147 7768202 6984098 784104 44987485 39671716 5315769 35711727 31818606 3893121 87335271 24113 87311158 38814 731 38083 0 0 0 0 85174965 65263077 19911263 625 2670656 519653 2151003 6574998 8854715 -2279717 0 0 8024860 2080008 5944852 1661700 1268000 393700 0 400260 337736 62524 7735448 7735448 0 35358859 22168035 13190824 13850809 13850809 MED/SURG SUPPLIES 152842514 152118947 723567 IMPLANTS/PROSTHESES 30554438 30554438 MAINTENANCE 21514812 19960432 1554380 UTILITIES 15488663 13918030 1570633 51227301 31552232 19675069 1087730877 854222286 233507966 625 7223889 9185226 0 0 0 0 218035423 197310970 0 0 0 0 38796 38796 17148101 15353115 10523113 3898954 819511091 419229342 284643512 400281749 0 0 19745015 21375340 0 0 70718228 70718228 25292 42174219 628101369 760336597 118539894 200873728 0 0 2357808 4053665 0 0 0 0 0 0 0 0 0 0 34528450 67278517 155426152 272205910 X 446748818 458945125 25926399 29185562 472675217 488130687 628101369 760336597 X 88712853 -632530 -72624853 X false true X true false X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED true 203489829 123044198 80445631 2360050 1956409 403641 399821605 292246504 107575101 213839607 1982231 211857376 400281749 OPERATING LEASE ROU ASSET 42157309 INTERCOMPANY RECEIVABLES 8134 OTHER ASSETS 8776 42174219 0 OPERATING LEASE LIABILITIES 35085061 CREDIT BALANCES - PATIENT AR 15556852 PENDING PFS REFUNDS 8138036 WORKERS COMPENSATION FUNDS 6326786 SETTLEMENTS - MEDICARE 1597982 OTHER LIABILITIES 573800 67278517 X FIN 48 FOOTNOTE SCHEDULE D, PART X INCOME TAXES ARE ACCOUNTED FOR UNDER THE ASSET AND LIABILITY METHOD. DEFERRED TAX ASSETS AND LIABILITIES ARE RECOGNIZED FOR THE FUTURE TAX CONSEQUENCES ATTRIBUTABLE TO DIFFERENCES BETWEEN THE FINANCIAL STATEMENT CARRYING AMOUNTS OF EXISTING ASSETS AND LIABILITIES AND THEIR RESPECTIVE TAX BASES AND OPERATING LOSS AND TAX CREDIT CARRYFORWARDS. DEFERRED TAX ASSETS AND LIABILITIES ARE MEASURED USING ENACTED TAX RATES EXPECTED TO APPLY TO TAXABLE INCOME IN THE YEARS IN WHICH THOSE TEMPORARY DIFFERENCES ARE EXPECTED TO BE RECOVERED OR SETTLED. THE EFFECT ON DEFERRED TAX ASSETS AND LIABILITIES OF A CHANGE IN TAX RATES IS RECOGNIZED IN THE PERIOD THAT INCLUDES THE ENACTMENT DATE. ANY CHANGES TO THE VALUATION ALLOWANCE ON THE DEFERRED TAX ASSET ARE REFLECTED IN THE YEAR OF CHANGE. THE CORPORATION ACCOUNTS FOR UNCERTAIN TAX POSITIONS IN ACCORDANCE WITH THE FASB ACCOUNTING STANDARDS CODIFICATION (ASC) TOPIC 740, INCOME TAXES. THERE WAS NO LIABILITY RECORDED FOR UNCERTAIN TAX POSITIONS AS OF JUNE 30, 2020. true true X true X true X true true true false true true 4959414 4959414 0.00460 98671523 90818025 7853498 0.00720 3645893 2918887 727006 0.00070 107276830 93736912 13539918 0.01250 1624539 6251 1618288 0.00150 82421434 25914507 56506927 0.05190 30320 30320 84076293 25920758 58155535 0.05340 191353123 119657670 71695453 0.06590 26386 26386 22452 22452 48838 48838 true 39352081 208873756 230241322 -21367566 X true true 1 1 DBA GEORGETOWN UNIVERSITY HOSPITAL 3800 RESERVOIR ROAD NW WASHINGTON DC 20007 X X X X X X DBA GEORGETOWN UNIVERSITY HOSPITAL 1 false false true X X X X X X X X X 17 true false false true X WWW.MEDSTARGEORGETOWN.ORG X true 17 true WWW.MEDSTARGEORGETOWN.ORG false false true X 200. 400. X X X X X X true true X X X X true X WWW.MEDSTARGEORGETOWN.ORG X WWW.MEDSTARGEORGETOWN.ORG X WWW.MEDSTARGEORGETOWN.ORG X X X X X X true X false X X X X true X false false CHNA INPUT Part V, Section B, Line 5 Hospital Lead Role Description The Community Health Needs Assessment (CHNA) Hospital Lead serves as the coordinator of all aspects of the community health assessment process. He/she helps establish and coordinate the activities of the Advisory Task Force. The Lead also helps produce the hospitals Community Health Needs Assessment and Implementation Strategy. He/she works collaboratively with representatives from the Corporate Community Health Department and Georgetown University. The Lead also works closely with the writer. He/she reviews all narratives prior to publication. Name of Hospital Lead: Khaleelah Hardie Executive Sponsor Role Description The Executive Sponsor serves as the conduit between the Advisory Task Force and the Senior Management Team. The sponsor is an active participant of the Advisory Task Force and he/she communicates the hospitals clinical strengths and program priorities to diverse audiences. Name of Executive Sponsor: Lisa Boyle, MD Advisory Task Force Role Description The Advisory Task Force (ATF) reviews primary/secondary data and local/state/federal community health goals. Based on findings, the ATF provides input into the hospitals three-year implementation strategy. As ambassadors for the CHNA process, the ATF members support efforts to optimize community participation. Note: The ATF should be a combination of community representatives and staff. Community representatives should makeup at least 50% of total participants. NAME TITLE/AFFLIATION WITH NAME OF ORGANIZATION Amber Pennel, MHA Director of Case Management MedStar Georgetown BSN, RN University Hospital Andrea Talhami Produce Rx Program Manager DC Greens Anjali Talwalker Sr. Deputy Director DC Community Health Administration Annie Parker, Director of Nurse MedStar Georgetown CRNP Recruitment University Hospital Aza Nedhari, Executive Director Mamatoto Village LM, CPM, MS Beverly John Founder, Community Leader The Talking Drum,Inc. Catherine Meloy President, CEO Goodwill of Greater MGUH BOARD MEMBER WASHINGTON Chiranjeev Dash, Associate Professor of Georgetown University MBBS,PHD Oncology, Assistant Director, Office of Minority Health & Health Disparities Research Cory Feldman Administrator II, Department MedStar Georgetown of Pathology & Laboratory University Hospital Associate Faculty, MedStar Institute for Quality & Safety Dena Hasan Director of Policy and DC Department of Program Support Human Services Doncella "Donnie" Associate Director, Social Bread for the City Hampton, LICSW Services (SE Location) Janine Rethy, MD, Division Chief of Community MedStar Georgetown MPH Pediatrics University Hospital Jerome Johnson Director of Partnerships DC Parks & Recreation Jillian Griffith, In-Store Nutritionist Giant Food MSPH, RDN, LDN Joanne Odom, Program Administrator for MedStar Georgetown LICSW Community Pediatrics, University Hospital Primary Care Representation Khaleelah Cohen, Community Benefit Specialist, MedStar Georgetown MA Community Health Lead University Hospital Lisa Boyle, MD Chief Medical Officer & Vice MedStar Georgetown President of Medical Affairs University Hospital Lisa K. Founder and CEO of Grapevine Grapevine Health Fitzpatrick, MD, Health MPH, MPA Megan Loucks Director of Quality DC Primary Care Improvement Association Michelle Roett, MD, Director, DC Area Health MedStar Georgetown MPH, FAAFP, CPE Education Center, University Hospital, Professor and Chair Georegetown University Department of Family Medical Center Medicine Natalie Lima- Outpatient Pediatric Nurse MedStar Georgetown Garcia, RNC, BSN, Manager University Hospital MPH Regina Knox Woods Vice President of Government MedStar Health Affairs for District of Columbia Khaleelah Hardie Community Health Hospital MedStar Georgetown Lead University Hospital IMPLEMENTATION STRATEGIES PART V, SECTION B, LINE 11 THE IMPLEMENTATION STRATEGIES SERVE AS A ROADMAP FOR HOW COMMUNITY BENEFIT RESOURCES WILL BE ALLOCATED AND DEPLOYED. MEDSTAR'S HOSPITALS WILL BE ABLE TO MEASURE OUR CONTRIBUTION TO IMPROVING THE HEALTH OF UNDERSERVED AND VULNERABLE POPULATIONS IN THE REGIONS WE SERVE. THREE-YEAR IMPLEMENTATION STRATEGIES WITH MEASURABLE OBJECTIVES WERE DEVELOPED FOR EACH HOSPITAL'S COMMUNITY BENEFIT SERVICE AREA - A SPECIFIC COMMUNITY OR TARGET POPULATION OF FOCUS. PRIORITIES WERE BASED ON COMMUNITY NEED AS DETERMINED BY QUANTITATIVE DATA AND COMMUNITY INPUT, AS WELL AS ON HOSPITAL EXPERTISE, RESOURCES, STRENGTHS OF EXISTING PROGRAMMING AND PARTNERSHIPS, AND ALIGNMENT WITH NATIONAL, STATE, AND LOCAL HEALTH GOALS. THE MEDSTAR HEALTH CORPORATE COMMUNITY HEALTH DEPARTMENT WILL PROVIDE SYSTEM-WIDE COORDINATION AND OVERSIGHT OF COMMUNITY BENEFIT PROGRAMMING. HOSPITAL ADVISORY TASK FORCES CONVENE AT LEAST ANNUALLY TO MONITOR PROGRESS OF STRATEGY EXECUTION AND TO PROVIDE ONGOING RECOMMENDATIONS RELATED TO OUTCOMES ACHIEVEMENT, PROGRAM DEVELOPMENT, PARTNERSHIP APPROACHES, AND OVERALL IMPLEMENTATION IMPROVEMENT.FOR SIGNIFICANT NEEDS IDENTIFIED IN THE CHNA THAT THE HOSPITAL HAS NOT PRIORITIZED AS FOCUS AREAS THROUGH ITS IMPLEMENTATION STRATEGY, THESE NEEDS WILL BE ADDRESSED BY COLLABORATING WITH OTHER LEADING ORGANIZATIONS, AND BY TAKING A SUPPORTER ROLE ON IDENTIFIED NEEDS THAT ARE BEYOND THE SCOPE OF THE HOSPITALS STRENGTHS. BAD DEBT PART III, LINES 2 & 4 MEDSTAR HEALTH AND ITS AFFILIATED ORGANIZATIONS REPORT BAD DEBT EXPENSE IN ACCORDANCE WITH ASU 2011-07, WHICH REQUIRES CERTAIN HEALTHCARE ENTITIES TO CHANGE THE PRESENTATION OF THEIR STATEMENT OF OPERATIONS BY RECLASSIFYING THE PROVISION FOR BAD DEBTS ASSOCIATED WITH PATIENT SERVICE REVENUE FROM AN OPERATING EXPENSE TO A DEDUCTION FROM PATIENT SERVICE REVENUE (NET OF CONTRACTUAL ALLOWANCES AND DISCOUNTS). HOWEVER, MEDSTAR AND ITS AFFILIATED ENTITIES DO NOT MAKE A DETERMINATION AS TO WHETHER SELF PAY AMOUNTS ARE COLLECTIBLE IN DETERMINING REVENUE RECOGNITION. RESERVE MODELS, WHICH HAVE BEEN DEVELOPED BASED ON HISTORICAL COLLECTION RESULTS AND WHICH ARE ADJUSTED PERIODICALLY BASED ON ACTUAL COLLECTIONS EXPERIENCE, ARE USED TO ESTIMATE UNCOLLECTIBLE AMOUNTS ACROSS ALL PAYORS INCLUDING SELF PAY. BAD DEBT DETERMINATIONS ARE MADE ONLY AFTER SUFFICIENT EVIDENCE IS OBTAINED TO SUPPORT THAT AN AMOUNT IS NOT COLLECTIBLE. MEDICARE PART III, LINE 8 THIS IS A COST-TO-CHARGE RATIO DETERMINED FROM OUR FINANCIAL REPORT. DEBT COLLECTION POLICY PART III, LINE 9B IF IT IS DETERMINED THAT A PATIENT MAY POTENTIALLY QUALIFY FOR A CHARITABLE/FINANCIAL PROGRAM, A HOLD IS PLACED ON THE ACCOUNT TO PREVENT IT FROM BEING REPORTED AS BAD DEBT UNTIL PROGRAM APPROVALS HAVE BEEN OBTAINED. IF IT IS APPROVED, THE ACCOUNT IS DOCUMENTED AND THE NECESSARY ADJUSTMENTS ARE MADE TO CLOSE THE ACCOUNT. NEEDS ASSESSMENT PART VI, LINE 2: In FY18, MedStar Georgetown University Hospital (MGUH) conducted a Community Health Needs Assessment (CHNA) in accordance with the guidelines established by the Patient Protection and Affordable Care Act and the Internal Revenue Service. The hospitals FY18 CHNA and three-year Implementation Strategies were endorsed by MGUHs Board of Directors and approved by the MedStar Health Board of Directors. The document became available on the hospitals website on June 30, 2018. During FY19, key revisions were made across MedStar Health to more effectively impact the communities served throughout Maryland and Washington, DC. Several internal meetings were convened with leadership from each MedStar Health Hospital to review current practices and strategies. As a result of these meetings, the approach to the current CHNA for the remainder of the three-year cycle (FY19-FY21) was revised. A key revision to the CHNA is a greater focus on hospital area strategies that are most appropriate for the local communities served. The number of strategies each hospital is accountable for executing was reduced to encourage more meaningful reach within key areas contrasted with broader reach with reduced impact. Using the standard categories, Health and Wellness, Access to Care and Social Determinants of Health to determine what to prioritize for the CHNA IRS requirements, each hospital agreed to select two to three strategies as priorities that have size and scale impact and measurable outcomes. All other programming was integrated as part of the hospitals overall community health portfolio. These additional programs were captured in the inventory for the whole picture of contributing to the health of the communities served as well as sorted for what counts as community benefit for regulatory reporting. The hospitals Community Benefit Service Area (CBSA) remains the same, based on the Advisory Task Force (ATF) recommendation. The hospital identified District of Columbia Wards 7 and 8 as its CBSA, which includes all residents living in ZIP codes 20011, 20019 and 20020. The hospital selected this geographic area based on hospital utilization data and secondary public health data as well as its proximity to the hospital. The ATF included a diverse group of individuals, including hospital leaders, grassroots activists, community residents, faith-based leaders, hospital representatives, public health leaders and other stakeholder organizations, such as representatives from local health departments. MGUHs health priorities for the CBSA include health and wellness (community pediatric and family health and wellness), access to care (cancer screenings and linkage) and social determinants of health (Health Justice Alliance). As a proud member of MedStar Health, representatives from MGUH routinely participate in the MedStar Health community health workgroup. The workgroup is comprised of community health professionals who represent all ten MedStar hospitals. The team analyzes local and regional community health data, establishes system-wide community health programming performance and evaluation measures and shares best practices. PATIENT EDUCATION OF ELIGIBILITY FOR ASSISTANCE PART VI, LINE 3: As one of the regions leading not-for-profit healthcare systems, MedStar Health is committed to ensuring that uninsured patients; underinsured patients meeting medical hardship criteria; and patients determined eligible for presumptive eligibility within the communities we serve who lack financial resources have access to emergency and medically necessary hospital services. MedStar hospitals and hospital based-physician practices will: . Treat all patients equitably, with dignity, respect, and compassion. . Serve the emergency health care needs of everyone who presents to our MedStar hospitals and hospital-based physician practices regardless of a patient's ability to pay for care. . Assist those patients who are admitted through our admission process for non-urgent, medically necessary care who cannot pay for the care they receive. . Balance needed financial assistance for some patients with broader fiscal responsibilities in order to keep its hospitals' doors open for all who may need care in the community. In meeting its commitments, MedStar hospitals and hospital-based physician practices will work with their uninsured patients seeking emergency and medically necessary care to gain an understanding of each patients financial resources. Based on this information and eligibility determination, MedStar hospitals and hospital-based physician practices will provide financial assistance to uninsured patients who reside within the communities we serve in one or more of the following ways: . Assist with enrollment in publicly-funded entitlement programs (e.g., Medicaid). . Refer patients to State or Federal Insurance Exchange Navigator resources. . Assist with consideration of funding that may be available from other charitable organizations. . Provide financial assistance according to applicable policy guidelines . Provide financial assistance for payment of MedStar hospital and hospital-based physician practice charges using a sliding-scale based on the patients household income and financial resources. . Offer periodic payment plans to assist patients with financing their healthcare services. MedStar Health will widely publicize the MedStar Financial Assistance Policy by: . Providing access to the MedStar Financial Assistance Policy, Financial Assistance Applications, and MedStar Patient Information Sheet on all hospital websites and patient portals. . Providing hard copies of the MedStar Financial Assistance Policy, MedStar Uniform Financial Assistance Application, and MedStar Patient Information Sheet to patients upon request. . Providing hard copies of the MedStar Financial Assistance Policy, MedStar Uniform Financial Assistance Application, and MedStar Patient Information Sheet to patients upon request by mail and without charge. . Providing notification and information about the MedStar Financial Assistance Policy by: * Offering copies as part of all registration or discharges processes and answering questions on how to apply for assistance. * Providing written notices on billing statements. * Displaying MedStar Financial Assistance Policy information at all hospital registration points. * Translating the MedStar Financial Assistance Policy, MedStar Uniform Financial Assistance Application, and the Medstar Patient information Sheet into primary languages of all significant populations with Limited English Proficiency. . MedStar Health will provide public notices yearly in local newspapers serving all hospital target populations. MedStar Health provides a financial assistance probable and likely eligibility determination to the patient within two business days from receipt of the initial financial assistance application. Final eligibility determinations are made and communicated to the patient based on receipt and review of a completed application. MedStar Health believes that its patients have personal responsibilities related to the financial aspects of their healthcare needs. Financial assistance and periodic payment plans available under this policy will not be available to those patients who fail to fulfill their responsibilities. For purposes of this policy, patient responsibilities include: . Comply with providing the necessary financial disclosure forms to evaluate their eligibility for publicly-funded healthcare programs, charity care programs, and other forms of financial assistance. These disclosure forms must be completed accurately, truthfully, and timely to allow MedStar Healths facilities to properly counsel patients concerning the availability of financial assistance. . Working with MedStar hospital Patient Advocates and Patient Financial Services staff to ensure there is a complete understanding of the patients financial situation and constraints. . Making applicable payments for services in a timely fashion, including any payments made pursuant to deferred and periodic payment schedules. . Providing updated financial information to MedStar hospital Patient Advocates or Customer Service Representatives on a timely basis as the patients financial circumstances may change. . It is a patients responsibility, during their 12-month eligibility period, to notify MedStar Health of their existing household eligibility for free care, reduced cost-care, and/or eligibility under medical hardship provisions for medical necessary care received during the 12-month eligibility period. . In the event a patient fails to meet these responsibilities, MedStar reserves the right to pursue additional billing and collection efforts. In the event of non-payment billing, and collection efforts are defined in the MedStar Billing and Collection Policy. A free copy is available on all hospital websites and patient portals via the following URL: www.medstarhealth.org/FinancialAssistance , or by call customer service at 1-800-280-9006. Uninsured patients of MedStar Healths facilities may be eligible for full financial assistance or partial sliding-scale financial assistance under this policy. The Patient Advocate and Patient Financial Services staff will determine eligibility for full financial assistance and partial sliding-scale financial assistance based on review of income for the patient and their family (household), other financial resources available to the patients family, family size, and the extent of the medical costs to be incurred by the patient. COMMUNITY INFORMATION PART VI, LINE 4 Geographic: The hospital identified District of Columbia Wards 7 and 8 as its CBSA, specifically, residents living in ZIP codes 20011, 20019 and 20020. The hospital selected this geographic area based on hospital utilization data and secondary public health data as well as its proximity to the hospital with the goal of expanding services and programs to vulnerable populations, such as the underinsured, uninsured, and low-income. Demographics: According to the County Health Rankings, the life expectancy in the District of Columbia is 78.6 years, 16% of adults smoke, 24% of adults are obese, 11% are food insecure, and 27% of adults drink excessively. The leading causes of death under age 75 include heart disease (97.8), malignant neoplasms (95.7), accidents (52.2), assault (18.2), and diabetes mellitus (12.8) (Age adjusted deaths per 100,000 residents). According to the US Census Bureau, the three identified ZIP codes have a large population density with 162,694 residents spanning the three ZIP codes. ZIP code 20011 has a total population of 58,500 and a median household income of $54,488. More than 66% of residents are Black or African American and about 15% are White. Almost 30% of families include a single guardian and 40% rely on public transportation to work. The ZIP code has a much higher percentage of people with low education levels than average (46% have a high school diploma). ZIP code 20019 has a total population of 54,300 and a median household income of $34,832. Residents are primarily Black or African American (96%). More than 40% of families include a single guardian and 43% rely on public transportation to work. The percentage of people that did not graduate high school (19%) is among the highest in the nation, 63% have a high school diploma. ZIP code 20020 has a total population of 49,800 and a median household income of $34,685. Residents are primarily Black or African American (96%). More than 40% of families include a single guardian and 45% rely on public transportation to work. The ZIP code has a much higher percentage of people with low education levels than average (62% have a high school diploma). PROMOTION OF COMMUNITY HEALTH PART VI, LINE 5: As a community partner, MGUH engages in several community benefit activities to improve and promote the health and wellbeing of the community. Priority areas, as determined by the 2018 CHNA, fall under three areas of focus including health and wellness, access to care, and social determinants of health. Programs include (but are not limited to): Health and Wellness MGUH executed three programs through the Community Pediatric and Family Health & Wellness (CPFHW) initiative: The Kids Mobile Medical Clinic, The Mobile FITNESS Program and School Based Health Clinics at two high school sites in wards 4 and 8. Community Pediatric and Family Health & Wellness delivered these evidence-based, outcome-focused chronic disease management and prevention programs in, or targeted individuals living in, MGUHs CBSA. The Mobile FITNESS (Fun in Teaching Nutrition and Exercise to Successful Students) Program is a healthy weight and activity management program led by a multidisciplinary team including a pediatrician, exercise physiologist, registered dietitian, and community health educator. The FITNESS program aims to engage students and families in healthier nutrition and physical activity habits, to reduce the burden of chronic disease and improve quality of life. In FY20, 520 BMI screenings were administered prior to suspending the program due to COVID-19. Due to COVID-19, FITNESS pivoted and conducted virtual Nutrition and Physical Activity Programming including yoga and mindfulness videos by an exercise physiologist and a virtual Cooking Matters Program for the SBHC teen parents led by a health educator. The Kids Mobile Medical Clinic provides outpatient services to children and adolescents living in the underserved communities of Washington, D.C., who are at risk or have poor access to comprehensive pediatric health care services. This program focuses on the five pillars of health model including oral, nutrition, physical, mental, and social determinants of health. The Kids Mobile Medical Clinic provided 951 patient visits, serving 546 unique patients; and completed 324 social determinants of health screenings. Physicians assist at safety-net clinics and school-based health centers. School-Based Health Centers aim to improve access to care for medically vulnerable adolescents by creating an adolescent-friendly wellness environment. The Whole School, Whole Community, Whole Child model is implemented by ensuring access to adolescent health, primary care, mental health screenings and health education. In FY20, School Based Health Centers served a total of 581 students, with 1,352 patient visits. These clinics continued to provide intensive case management, care coordination and telehealth services for students despite COVID-19. Staff participate in community health events such as health fairs, festivals, and expositions where screenings are performed, and health information is shared. Outreach is also provided in-person and virtually, hospital staff share their knowledge with the community through engaging interviews, seminars, blogs, and videos. Access to Care MGUH partners with District of Columbia Primary Care Association (DCPCA) to improve access to health services among patients by increasing cancer screening rates for underserved patients in DC. Through the Cancer Screening & Patient Navigation Program, patients are screened for breast, colorectal and cervical cancer. In FY20, a total of 1,838 individuals participated in cancer screenings and patient navigation services. Of those, 771 received colorectal screenings, 168 received cervical screenings and 1,036 received breast cancer screenings. Although patient screening is the primary focus, navigating patients through ongoing medical care is a key priority for improving overall health outcomes. Patients also receive one-on-one support from two full time cancer patient navigators funded by MGUH. Social Determinants of Health The hospital partners with Uber Health to promote access to care for vulnerable populations. Through this partnership, rides are provided to patients and/or families with financial need. The transportation assistance enables patients to attend necessary appointments with their health care providers. Through this partnership, MGUH provided 3,670 Uber rides in FY20. Social Needs Screenings are provided to screen for food and housing insecurity, and barriers related to transportation, employment, and utilities. Identified needs are addressed by connecting the participant to social services and other resources in the community. Our community partner, Aunt Bertha, provides an online platform that allows staff to track and manage referrals with local nonprofit groups. MGUH also partners with Georgetown Universitys Health Justice Alliance to conduct social needs screenings and support linkages to social need services as part of care delivery and chronic disease self-management through the Community Pediatric and Family Health & Wellness programming. The Health Justice Alliance is a medical-legal partnership following an inter-professional healthcare delivery model that embeds legal services in healthcare settings to help doctors and healthcare professionals address social determinants of health that contribute to poor health and health disparities. Rx for Success provides robust student internship experiences for high-risk youth attending a high school, located in our CBSA. This eight-week summer internship connects the course curriculum with tangible onsite experience. This allows students to demonstrate skill development and experience working in the medical field. Disaster Readiness The hospital strengthened the community health resilience by improving the ability of the community to withstand and recover from coronavirus, a public health emergency that surfaced in March 2020. Leadership participated in community-wide task forces and staff implemented programs associated with addressing health needs arising from coronavirus. AFFILIATED HEALTH CARE SYSTEM PART VI, LINE 6 As a proud member of MedStar Health, MGUH is able to expand its capacity to meet the needs of the community by partnering with other MedStar hospitals and associated entities. MedStar Health resources assist the hospital in community health planning to meet the needs of the uninsured and other vulnerable populations. Through its community health function, MedStar Health provides MGUH with technical support to enhance community health programming and evaluation. MedStars corporate philanthropy department identifies and seeks public and private funding sources to ensure the availability of high-quality health services, regardless of ability to pay. STATE FILING OF COMMUNITY BENEFIT REPORT PART VI, LINE 7: The community benefit report for MGUH is filed in the District of Columbia. X X X X X X false false false false false false false false false RICHARD GOLDBERG MD FORMER PRESIDENT 706212 0 704801 0 0 0 24383 0 20687 0 1456083 0 0 KENNETH A SAMET DIRECTOR 1965427 0 5633373 0 0 0 54494 0 36202 0 7689496 0 0 NADIM HADDAD MD DIRECTOR 840391 0 0 0 490075 0 18217 0 26433 0 1375116 0 0 0 CIRRELDA COOPER MD VICE CHAIR 407922 0 34471 0 0 0 22022 0 1137 0 465552 0 0 0 Matthew Cooper MD DIRECTOR 467797 0 205000 0 75 0 8400 0 25951 0 707223 0 0 0 MICHAEL C SACHTLEBEN PRESIDENT/DIRECTOR 691543 0 634592 0 0 0 20448 0 35757 0 1382340 0 0 Edward Aulisi MD Physician 2091245 0 1305564 0 85 0 8400 0 26431 0 3431725 0 0 0 Thomas Fishbein MD DIVISION CHIEF 1872658 0 345000 0 75 0 15285 0 14099 0 2247117 0 0 0 EVAN ARGINTAR Dir of Sports Med research 847974 0 1097593 0 10 0 8400 0 11652 0 1965629 0 0 0 KERRY RICHARD FORMER SECRETARY 0 356536 0 247250 0 0 0 8400 0 19675 0 631861 0 0 MARY KAY SIDAWY MD Director (As of 7/19) 379512 0 322382 0 75 0 8400 0 9045 0 719414 0 0 0 David HO Chief Financial Officer 311583 0 147340 0 0 0 8400 0 16665 0 483988 0 0 0 Lee Bergman SECRETARY 0 216791 0 53882 0 0 0 9993 0 25769 0 306435 0 0 Fred MO Orthopedic Surgeon 959592 0 1510634 0 75 0 8400 0 26111 0 2504812 0 0 0 Seyed Kalantar PHYSICIAN 1101375 0 862027 0 75 0 8400 0 20200 0 1992077 0 0 0 SCHEDULE J, PART III Mr. Samet's compensation in Part II, Column (B) includes $2,636,097 representing benefits received from executive retirement plans that are comprised of target benefits determined annually based on compensation and years of service and long-term retention arrangements. Medtronic SEE PART V 4822498 MEDICAL SERVICES false substantial contributor SEE PART V 503954 EMPLOYMENT SERVICES false HKS Inc SEE PART V 1467625 ARCHITECT SERVICES false BUSINESS TRANSACTION INVOLVING INTERESTED PERSON SCHEDULE L, PART IV The following are substantial contributors (in excess of $5,000) that also provide services to MedStar-Georgetown Medical Center valued in excess of $100,000: Medtronic, HKS, Inc., and a substantial contributor who is also an employee who was compensated in excess of $100k. Per MedStars conflict of interest policy, these transactions are at arms-length for fair market value. X 17 1763444 FMV false true false ORGANIZATION MEMBERS PART VI, LINE 6 THE ORGANIZATION IS AN AFFILIATE AND SUBSIDIARY OF MEDSTAR HEALTH, INC. MEDSTAR HEALTH, INC., OR ONE OF ITS AFFILIATES AND SUBSIDIARIES, IS THE SOLE MEMBER OF THE ORGANIZATION. DESCRIPTION OF MEMBERS FORM 990, PART VI, LINE 7A AS AN AFFILIATE AND SUBSIDIARY OF MEDSTAR HEALTH, INC., THE ORGANIZATION MAY RECOMMEND PERSON(S) FOR MEMBERSHIP ON THE ORGANIZATION'S GOVERNING BODY. ANY SUCH RECOMMENDATION BY THE ORGANIZATION IS SUBJECT TO APPROVAL BY THE GOVERNANCE COMMITTEE OF THE BOARD OF DIRECTORS OF MEDSTAR HEALTH, INC. THE BOARD OF MEDSTAR HEALTH, INC. HAS DELEGATED CERTAIN APPROVAL AUTHORITY TO THE GOVERNANCE COMMITTEE AND THE PRESIDENT & CEO OF MEDSTAR HEALTH, INC. AS AN AFFILIATE AND SUBSIDIARY OF MEDSTAR HEALTH, INC., A TAX-EXEMPT MARYLAND NON-STOCK CORPORATION, THE ORGANIZATION MAY RECOMMEND PERSON(S) FOR MEMBERSHIP ON THE ORGANIZATION'S GOVERNING BODY. ANY SUCH RECOMMENDATION BY THE ORGANIZATION IS SUBJECT TO APPROVAL BY THE GOVERNANCE COMMITTEE OF THE BOARD OF DIRECTORS OF MEDSTAR HEALTH, INC. THE BOARD OF MEDSTAR HEALTH, INC. HAS DELEGATED CERTAIN APPROVAL AUTHORITY TO THE GOVERNANCE COMMITTEE AND THE PRESIDENT & CEO OF MEDSTAR HEALTH, INC. DECISIONS OF THE GOVERNING BODY FORM 990, PART VI, LINE 7B AS AN AFFILIATE AND SUBSIDIARY OF MEDSTAR HEALTH, INC., THE BYLAWS OF THE ORGANIZATION ARE SUBJECT TO CERTAIN RESERVED POWERS, WHICH PROVIDE THAT THE SOLE MEMBER OF THE ORGANIZATION MUST APPROVE CERTAIN DECISIONS, INCLUDING BUT NOT LIMITED TO MATTERS CONCERNING THE SALE OR PURCHASE OF REAL OR PERSONAL PROPERTY, CAPITAL BUDGETS, STRATEGIC PLANNING, INVESTMENTS, AND CORPORATE GOVERNANCE. PROCESS FOR REVIEWING FORM 990 FORM 990 PART VI, LINE 11B THE PROCESS FOR REVIEWING THE FORM 990 INCLUDED EDUCATION AND TRANSPARENCY. SENIOR FINANCIAL EXECUTIVES, WORKING WITH INDEPENDENT OUTSIDE EXPERTS, THOROUGHLY REVIEWED FORM 990 AND ACCOMPANYING INSTRUCTIONS. IN ADDITION, SENIOR EXECUTIVES REVIEWED THE RELEVANT SECTIONS OF THE FORM 990 WITH THE FOLLOWING COMMITTEES OF THE ORGANIZATION'S GOVERNING BODY: FINANCE, AUDIT, GOVERNANCE, STRATEGIC PLANNING, AND EXECUTIVE COMPENSATION. FOLLOWING THESE MEETINGS, THE GOVERNING BODY WAS PROVIDED A COPY OF THE FORM 990 IN ITS FINAL FORM AND GIVEN AN OPPORTUNITY TO PROVIDE ANY INPUT OR COMMENTS RELATING TO THE FORM 990 PRIOR TO ITS FILING. CONFLICT OF INTEREST POLICY FORM 990, PART VI, LINE 12C APPOINTMENT OF BOARDS OF DIRECTORS MEDSTAR HEALTH (AND ITS SUBSIDIARIES) REQUIRE ALL NOMINATED DIRECTORS, PRIOR TO THEIR APPOINTMENT OR ELECTION, TO DISCLOSE THE EXISTENCE OF (OR POTENTIAL EXISTENCE OF) ANY TRANSACTION WITH MEDSTAR THAT WOULD RESULT IN A CONFLICT OF INTEREST.SUCH DISCLOSURES (IF ANY) ARE REVIEWED BY THE GOVERNANCE COMMITTEE OF THE MEDSTAR HEALTH BOARD OF DIRECTORS WHICH DETERMINES HOW THE MATTER SHOULD BE RESOLVED. ANNUAL DISCLOSURES - ALL OFFICERS, DIRECTORS, AND SENIOR MANAGERS ALL OFFICERS, DIRECTORS AND SENIOR MANAGERS ARE REQUIRED, NOT LESS THAN ANNUALLY, TO COMPLETE A SURVEY OF QUESTIONS CONCERNING ANY TRANSACTIONS OR RELATIONSHIPS WHICH WOULD OR COULD REPRESENT A CONFLICT OF INTEREST. SUCH DISCLOSURES (IF ANY) ARE REVIEWED BY THE GOVERNANCE COMMITTEE OF THE MEDSTAR HEALTH BOARD OF DIRECTORS WHICH DETERMINES HOW THE MATTER SHOULD BE RESOLVED. EXECUTIVE COMPENSATION PROCESS FORM 990, PART VI, LINE 15 THE EXECUTIVE COMPENSATION COMMITTEE OF THE BOARD OF DIRECTORS OF MEDSTAR HEALTH, INC. (THE "COMMITTEE") HAS OVERSIGHT OVER THE EXECUTIVE COMPENSATION PROGRAM (THE "PROGRAM") OF MEDSTAR HEALTH, INC. AND ITS AFFILIATES. TOTAL COMPENSATION FOR THE TOP MANAGEMENT OFFICIALS, OFFICERS AND KEY EMPLOYEES OF MEDSTAR HEALTH, INC. AND ITS AFFILIATES ARE REVIEWED AND APPROVED BY THE COMMITTEE WITH ASSISTANCE AND GUIDANCE FROM AN INDEPENDENT THIRD PARTY ADVISOR. THE MEMBERS OF THE COMMITTEE ARE INDEPENDENT FROM ALL OF THE PARTICIPANTS IN THE PROGRAM. THE MAIN OBJECTIVE OF THE PROGRAM IS TO PROVIDE MARKET COMPETITIVE TOTAL COMPENSATION THAT IS INTERNALLY EQUITABLE AND HAS A STRONG PAY-FOR-PERFORMANCE LINKAGE. PERFORMANCE IS EVALUATED AT THE SYSTEM, OPERATING UNIT, AND INDIVIDUAL LEVELS. THE OVERALL TOTAL COMPENSATION PHILOSOPHY IS MANAGED AT THE 75TH PERCENTILE OF THE COMPETITIVE MARKET FOR COMPARABLE SIZE (NET REVENUE) AND TYPE (TAX-EXEMPT HEALTHCARE ORGANIZATIONS). WHERE APPROPRIATE, ADDITIONAL INDUSTRY DATA IS CONSIDERED (GENERAL BUSINESS AND/OR TAXABLE HEALTHCARE) FOR SELECTED POSITIONS THAT CAN BE RECRUITED FROM OR POTENTIALLY LOST TO THESE INDUSTRIES (E.G., INFORMATION TECHNOLOGY, FINANCE, ETC.). THE COMMITTEE HAS ENGAGED ERNST & YOUNG LLP ("E&Y") TO SERVE AS AN ADVISOR ON THE REASONABLENESS AND COMPETITIVENESS OF THE PROGRAM. IN DETERMINING REASONABLENESS AND COMPETITIVENESS, E&Y REVIEWS MARKET PRACTICES AND TRENDS, AND MAKES RECOMMENDATIONS RELATED TO THE PROGRAM. E&Y UTILIZES INFORMATION FROM CUSTOM SURVEYS, NATIONAL COMPENSATION SURVEYS, PROPRIETARY DATABASES, AND CLIENT EXPERIENCES TO DETERMINE ITS FINAL RECOMMENDATIONS. E&Y PRESENTS THEIR FINDINGS AND RECOMMENDATIONS TO THE COMMITTEE. THE COMMITTEE MAKES THE FINAL DECISIONS ON ALL OF THE COMPENSATION DETERMINATIONS OF THE PROGRAM. ALL DECISIONS MADE BY THE COMMITTEE ARE CONTEMPORANEOUSLY DOCUMENTED FINANCIAL STATEMENT AVAILABILITY FORM 990, PART VI, LINE 19 MEDSTAR HEALTH POSTS ITS ANNUAL FINANCIAL AUDIT AND QUARTERLY FINANCIAL REPORTS TO THE ELECTRONIC MUNICIPAL MARKET ACCESS (EMMA) SYSTEM. THE ORGANIZATION ALSO E-MAILS ITS ANNUAL AND QUARTERLY DISCLOSURES TO HOLDERS OF THE COMPANY'S PUBLICLY TRADED DEBT. THE COMPANY'S GOVERNANCE DOCUMENTS AND CONFLICTS OF INTEREST POLICIES ARE AVAILABLE UPON REQUEST THROUGH ITS CORPORATE (OR AS APPLICABLE ENTITY) PUBLIC INFORMATION OFFICES. OTHER CHANGES IN NET ASSETS FORM 990, PART XI, LINE 9 Equity Transfer - Net Assets..... 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