2019-05-10T13:57:28-05:00 2018-06-30 KPMG LLP 1676 INTERNATIONAL DRIVE McLean VA 22102 990 2017-07-01 521272129 WASHINGTON HOSPITAL CENTER CORPORATION % JOEL BRYAN WASH 2028777000 110 Irving Street NW Washington DC 20010 JOEL BRYAN VP/Treasurer 4107726721 2019-05-09 true JG WHITE P01498698 7032868000 2019-05-08 167.68.102.5 54028020191305000007 2019-05-10 P 7EA1B770DB0974F6EFE5187BDD75D22D29D4E064 FC1242D0EC2D3B2AC8280BF1A124E85FEFEE16D6 2017 2019-02-21 02:37:17Z John Sullivan 110 IRVING STREET NW WASHINGTON DC 20010 1376916675 false X www.whcenter.org X 1949 DC MWHC IS DEDICATED TO PROVIDING THE REGION WITH THE HIGHEST QUALITY AND LATEST MEDICAL ADVANCES THROUGH EXCELLENCE IN PATIENT CARE, EDUCATION, AND RESEARCH. 12 8 6037 184 5719227 5250574 8313318 1238234062 1347623161 2891616 3577042 16646452 17403154 1263022704 1376916675 0 0 0 0 659237439 680691072 0 0 0 583572816 605529384 1242810255 1286220456 20212449 90696219 553500847 588527346 179031711 182756365 374469136 405770981 X As a proud member of MedStar Health, MedStar Washington Hospital Centers (MWHC) mission is to deliver exceptional patient first health care to the region with the highest quality and latest medical advances though excellence in patient care, education and research. MWHC is an acute care teaching and research hospital located in northwest Washington, D.C. It is the largest private hospital in the nations capital and among the 50 largest hospitals in the nation. In fiscal year 2018, MWHC had approximately 46,461 inpatient admissions and observation cases, and approximately 554,058 outpatient visits including 88,203 emergency visits. false false 877309530 1279655451 MedStar Washington Hospital Centers is the citys largest and busiest hospital, providing acute care services to the communities of northeast Washington, D.C. and the surrounding areas. In addition to the program service expenses listed above, MWHC incurred $293.4M of management and general expenses in providing services to its communities. It offers primary, secondary and tertiary health services to adult and neonatal patients. It is a major referral center for the most complex tertiary services and operates the regions only adult burn center. MedStar Heart & Vascular Institute, headquartered at MWHC, is a national leader in the research, diagnosis and treatment of cardiovascular disease. In 2013, MedStar Heart & Vascular Institute formed a first-of-its-kind clinical and research alliance with the Sydell and Arnold Miller Family Heart & Vascular Institute at Cleveland Clinic. MWHCs organ transplantation capabilities include heart, pancreas and kidney transplants. MedStar Washington Hospital Centers cancer center offers cancer advanced treatment, therapies and access to the latest cutting-edge clinical trials. The hospital operates the largest, private, hospital-based ground and air ambulance shock-trauma service in the region. It also offers comprehensive ambulatory care through a wide range of medical and surgical specialty outpatient clinic programs. MWHC operates the regions only Joint Commission-certified Comprehensive Stroke Center and Cardiac Ventricular Assist Device Program. 58750397 26763510 MedStar Washington Hospital Center provided $58.8M in health professions education in fiscal year 2018. This category includes training in graduate medical education, and education for physicians, medical students, nurses, and other health professions. 56780197 40420149 MedStar Washington Hospital Center provided $56.8M in subsidized (mission driven) health services in fiscal year 2018. These critical services, which are driven by community needs, operate at a loss. They address priorities primarily through disease prevention and improvement of health status. Services provided include outpatient primary care, trauma, cancer, diabetes and stroke treatment, psychiatry, and cardiology. 992840124 true true false false false false false false true true true false false 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 6037 true true true false false false false false false false false false X 12 8 false false false false true true true true true false false true true true true true true true true true true DC X JOEL BRYAN 4107726721 10980 GRANTCHESTER WAY COLUMBIA MD 21044 X CARMELLA A COLE MD BOARD MEMBER 40.0 0.0 X 302446 0 29901 JAMES D MURPHY JR BOARD MEMBER (UNTIL 4/18) 1.0 0.0 X 149475 0 11197 KENNETH A SAMET BOARD MEMBER 1.0 39.0 X 0 6538888 82240 JOHN SULLIVAN BOARD MEMBER/PRESIDENT 40.0 0.0 X X 1481520 0 33598 THERESA M DUPART BOARD MEMBER (UNTIL 10/17) 1.0 0.0 X 0 0 0 JOHN A SARGENT BOARD MEMBER 1.0 0.0 X 0 0 0 STANLEY J GUTKOWSKI BOARD MEMBER/Treasurer 1.0 0.0 X X 0 0 0 N WILLIAM JARVIS Chair 1.0 0.0 X X 0 0 0 WILLIAM M KELLY Vice Chair 1.0 0.0 X X 0 0 0 ARTHUR N WEST MD BOARD MEMBER 1.0 0.0 X 0 0 0 DORETHA F LEA BOARD MEMBER 1.0 0.0 X 0 0 0 Harold Zirkin BOARD MEMBER 1.0 0.0 X 0 0 0 Pamela Randolph Jackson MD BOARD MEMBER 1.0 0.0 X 0 0 0 Melissa H Fries MD BOARD MEMBER 40.0 0.0 X 531441 0 9676 LINDA V TAYLOR SECRETARY (UNTIL 2/2018) 40.0 0.0 X 131508 0 16110 WILLIAM GAYNE CHIEF FINANCIAL OFFICER 20.0 20.0 X 217337 217338 23255 Robert Ross Chief Operating Officer 40.0 0.0 X 763210 0 23074 AMMAR BAFI PHYSICIAN 40.0 0.0 X 1605854 0 22016 STEVEN BOYCE PHYSICIAN 40.0 0.0 X 1586474 0 25696 EDWARD WOO Dir, Medstar Vascular Program 40.0 0.0 X 1165549 0 26397 Ezequiel Molina PHYSICIAN 40.0 0.0 X 1096827 0 26983 Ron Waksman PHYSICIAN 40.0 0.0 X 1006481 0 27004 SANDRA M SWAIN MD Former officer 40.0 0.0 X 550602 0 9627 CATHERINE MONGE FORMER SVP OF OPERATIONS 40.0 0.0 X 423264 0 21885 11011988 6756226 388659 1098 true true false AMN HEALTHCARE INC 2735 COLLECTION CENTER DR CHICAGO IL 60693 STAFFING SERVICES 17768708 DIAMOND HEALTHCARE PO BOX 85050 RICHMOND VA 23285 MEDICAL STAFFING 15170289 MORRISON MANAGEMENT SPECIALIST 4721 MORRISON DRIVE SUITE 300 MOBILE AL 36609 FOOD SERVICES 8061688 GALLAGHER BASSETT SERVICES PO BOX 2007 COLUMBIA MD 21045 CONSULTING SERVICES 6166047 METRO AVIATION PO BOX 7008 SHREVEPORT LA 71137 PROFESSIONAL SVCS 5790306 118 5125798 3187520 692280 8313318 PATIENT SERVICE REVENUE 621400 1330462334 1330462334 PHARMACY INCOME 900099 13910100 13126049 784051 OTHER PHYSICIAN REVENUE 621400 2718876 2718876 MEANINGFUL USE INCOME 900099 531851 531851 1347623161 1691150 1691150 0 0 486266 486266 0 486266 486266 1885892 1885892 1885892 1885892 0 0 0 0 0 0 0 0 0 PARKING 900099 5049947 5049947 SALE OF STEAM 900099 4816184 4816184 REBATE INCOME 900099 3054404 3054404 3996353 118992 3877361 16916888 1376916675 1346839110 5719227 16045020 0 0 0 0 3712123 3328895 383228 1005378 901624 103754 572182932 513268082 58914850 5624904 5527974 96930 64465047 57346405 7118642 33700688 30857180 2843508 138623565 18946873 119676692 1246650 1246650 19255 19255 0 0 0 70314485 45750548 24563937 5963909 85387 5878522 12851160 12158552 692608 0 0 7586996 6255890 1331106 2687377 1939226 748151 0 896028 813522 82506 10347616 10347616 0 40586896 19659801 20927095 12743257 772312 11970945 MED/SURG SUPPLIES 166288901 165991487 297414 IMPLANTS/PROSTHESES 60001118 60001118 MAINTENANCE 21008458 17389683 3618775 UTILITIES 17364238 14330619 3033619 36999475 17514946 19484529 1286220456 992840124 293380332 0 30000 30000 0 0 5491503 7691536 169007252 199406271 0 0 0 0 0 0 16703925 19739183 2703721 2900069 933673251 692779032 245379288 240894219 0 0 113302736 117100386 0 0 0 0 882422 765682 553500847 588527346 79074603 76599916 0 0 2335991 2074504 0 0 0 0 0 0 0 0 0 0 97621117 104081945 179031711 182756365 X 349021543 381136767 17800468 16610170 7647125 8024044 374469136 405770981 553500847 588527346 X 90696219 2898954 4788383 -67081711 X false true X true false X 7647125 25000 351919 8024044 7186744 0 460381 7647125 6594568 900146 -307970 7186744 6467180 3468 123920 6594568 6279301 8353 179526 6467180 0.69600 0.09900 0.20500 false false 452529870 326055821 126474049 3574284 2621281 953003 45901007 359521428 97379579 20668090 4580502 16087588 240894219 BOARD DESIGNATED INVESTMENTS 57798251 F OTHER LONG TERM INVESTMENTS 39847394 F ENDOWMENT FUNDS 8202696 F TEMPORARILY RESTRICTED INVEST 8824751 F JOINT VENTURES 2132785 F GIFT ANNUITIES 294509 F 117100386 0 INTERCOMPANY PAYABLES 31740610 SETTLEMENTS - MEDICARE 27545972 WORKERS COMPENSATION LIABILITY 10840259 CREDIT BALANCES PATIENT AR 10135803 ASBESTOS ABATEMENT LIABILITY 7636308 PENDING REFUNDS 2982510 OTHER SHORT TERM LIABILITIES 828513 OTHER LONG TERM LIABILITIES 12371970 104081945 X INTENDED USE FOR ENDOWMENT FUNDS SCHEDULE D, PART V The endowment funds at MedStar Washington Hospital Center comprise multiple gifts and bequests received from various donors over many years. The income generated from the endowments is used to provide support and funding to the delivery of patient care services at the Hospital Center to its patients. FIN 48 FOOTNOTE SCHEDULE D, PART X, LINE 2 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, 2018. true true X true X true X true true true false true true 7069841 0 7069841 0.00550 198322124 184796633 13525491 0.01050 12981376 10428152 2553224 0.00200 218373341 195224785 23148556 0.01800 2333845 1003191 1330654 0.00100 58750397 26763510 31986887 0.02490 56780197 40420149 16360048 0.01270 2541992 0 2541992 0.00200 40522 0 40522 0.00000 120446953 68186850 52260103 0.04060 338820294 263411635 75408659 0.05860 26386 0 26386 3504 0 3504 29890 0 29890 true 59848550 350435213 376763390 -26328177 X true true 1 1 WASHINGTON HOSPITAL CENTER 110 IRVING STREET NW WASHINGTON DC 20010 X X X X WASHINGTON HOSPITAL CENTER 1 false false true X X X X X X X X X 17 true false false true X www.medstarwashington.org X true 17 true www.medstarwashington.org false false true X 200. 400. X X X X X X true true X X X X true X www.medstarwashington.org X www.medstarwashington.org X www.medstarwashington.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: LINDSAY ARRINGTON 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: GREGORY ARGYROS, 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 Organization Donna Donna Arbogast VP, Public Affairs & Marketing MWHC Gregory Argyros, Executive Sponsor MD Chief Medical Officer & SVP, MWHC Medical Affairs C. Anneta Arno, Director, Office of Health DC Department of PHD, MPH Equity Health Lindsay Arrington Manager, Commmunity Health MWHC Outreach Dianne Barnes Commissioner ANC Richard Benson, Associate Medical Director MWHC MD Stroke Center Lisa Boyle, MD Executive Sponsor MGUH Vice President, Medical Affairs Shirley DeWitt, RN Coordinator MWHC RN Geri Feaster- Community Member Israel Baptist Bethea Church Sara Field, LICSW Oncology Representation, MGUH MGUH Melissa Fries, MD Section Director, Obstetrics MWHC and Gynecology, Board Member Natalie Lima- Garcia, RNC, BSN, Outpatient Pediatrics MedStar Georgetown MPH Tenleytown Medical Group Brie Garner Cancer Patient Navigator Bread for the City Khaleelah Hardie Community Health Hospital Lead MGUH Beverly John Community Member The Talking Drum,Inc. Joan Joyce Community Health Hospital Lead, MNRN Director, Therapeutic Recreation & Community Outreach Michelle Magee, Director, MedStar Diabetes MGUH MD Institute Catherine Meloy MGUH Board Member, President and Goodwill of Greater CEO Washington Edward Morris, MD Physician, Cardiology MWHC Representation Joanne Odom, Program Administrator, Community MGUH LICSW Pediatrics, Primary Care Representation Sullivan Robinson Executive Director Leadership Council for Healthy Communities Michelle Roett, Professor and Chair, Department MGUH MD of Family Medicine Kassie Savoy Assistant Director, Physician MWHC Performance Improvement & Population Health Jennifer Sheehy Community Representative Community Member Jacqueline Watson,MNRN Board Member, DO, MBA Chief of Staff, Office of the DC Department of Director Health Deliya Wesley Health Equity Scientist MedStar Health Research Institute and MedStar Institute for Innovation Arthur West President, Medical & Dental Staff MWHC Curtis Whitehair,Executive Sponsor MNRN MD Interim Vice President, Medical Affairs 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. CHARITY CARE AND CERTAIN OTHER BENEFITS AT COST PART I, LINE 7 MEDICARE COST REPORT DATA AS WELL AS COST-TO-CHARGE RATIO WERE USED TO CALCULATE FIGURES REPORTED (WHERE APPLICABLE). THE COST-TO-CHARGE RATIO WAS DERIVED FROM WORKSHEET 2 RATIO OF PATIENT CARE COST-TO-CHARGES. 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 9 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 Washington Hospital Center (MWHC) 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. A 28 member Advisory Task Force (ATF) led the MWHC CHNA process. 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. The ATF reviewed national, state, and local health and disparity data, public health priorities and community health improvement plans as well as county-level ZIP code and neighborhood level data (when available). Based on their findings, ATF members designed a CHNA survey tool consisting of open and closed-ended questions about healthcare access, health equity, health condition concerns, social determinants and community strengths and assets. Community members responded to the survey by attending a community input session or completing it online or via hardcopy. Based on the ATF's recommendation, the hospital identified District of Columbia Wards 7 and 8 as its Community Benefit Service Area (CBSA), which includes residents living in ZIP codes 20011, 20019 and 20020. The hospital selected this geographic area based on hospital utilization and secondary public health data as well as its close proximity to the hospital, coupled with an opportunity to build upon longstanding programs and services. The ATF used population-level data, community health needs survey findings and feedback from community input sessions to create recommendations for the hospital's health priorities, potential implementation strategies, and to identify key partners. Based on the ATF's recommendation, the hospital health priorities for the CBSA include health and wellness (chronic disease prevention and management, behavioral health), access to care and services (mental health, linkage to resources and services, transportation) and social determinants of health (food access, employment, housing). The hospital's FY18 CHNA and three-year Implementation Strategies were endorsed by MWHC Board of Directors and approved by the MedStar Health Board of Directors. The document became available on the hospital's website on June 30, 2018. As a proud member of MedStar Health, representatives from MWHC routinely participate in the MedStar Health community benefit 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 and underinsured patients meeting medical hardship criteria within the communities we serve who lack financial resources have access to emergency and medically necessary hospital services. MedStar Health and its healthcare facilities will: * Treat all patients equitably, with dignity, respect, and compassion; * Serve the emergency health care needs of everyone who presents to our facilities 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 Healths facilities 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 Health facilities 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 facility 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. Each facility publicizes 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 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 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: * Complying 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 the facilitys 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 the facilitys Patient Advocates or Customer Service Representatives on a timely basis as the patients financial circumstances may change. * It is the responsibility of the patient to inform the MedStar hospital of their existing eligibility under a medical hardship during the 12-month 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 or by calling 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: MedStar Washington Hospital Centers CBSA includes adults age 18 or older who reside in Wards 5, 7, and 8 of the District of Columbia. Ward 5 was selected due to its close proximity to the hospital, coupled with an opportunity to build upon pre-existing and prior programs and services in Ward 5. Wards 7 and 8 were selected, because the majority of the residents of those wards are considered underserved and made up a significant number of visits to MWHC inpatient, observation, outpatient and emergency room. Demographics: Ward 5, the focal point of the CBSA, is located in the northeastern quadrant of the District of Columbia. It is the home of approximately 82,049 residents; 82% are adults age 18 and older, the concentration of adults older than 65 is high in Ward 5 (13.7%) compared to the citywide average of 11.3%. The majority of residents are Black/African American (70.4%). Twenty percent are White, and 8.5% are Hispanic. The average household income in Ward 5 ($77,329) is less than the city average ($107,594). The percent of adults with a high school diploma or higher education (86.3%) is less than the city average (89.3%). The rate of unemployment is 9.6% for the city and 14% for Ward 5, and the percentage of families living in poverty in Ward 5 is 13.5% as compared to 14.3% for the entire city. Ward 7 is the home of approximately 73,290 residents; 76.8% are adults age 18 and older, the concentration of adults older than 65 is high in Ward 7 (12.9%) compared to the citywide average of 11.3%. The majority of residents are Black/African American (94.2%). Two percent are White, and 3.0% are Hispanic. The average household income in Ward 7 ($53,093) is less than the city average ($107,594). The percent of adults with a high school diploma or higher education (83.0%) is less than the city average (89.3%). The rate of unemployment is 9.6% for the city and 19.0% for Ward 7, and the percentage of families living in poverty in Ward 7 is 23.6% as compared to 14.3% for the entire city. Ward 8 is the home of approximately 81,133 residents; 76.8% are adults age 18 and older, the concentration of adults older than 65 is low in Ward 8 (7.7%) compared to the citywide average of 11.3%. The majority of residents are Black/African American (92.8%). Five percent are White, and 2.0% are Hispanic. The average household income in Ward 8 ($44,245) is less than the city average ($107,594). The percent of adults with a high school diploma or higher education (83.0%) is less than the city average (89.3%). The rate of unemployment is 9.6% for the city and 23.0% for Ward 8, and the percentage of families living in poverty in Ward 8 is 35.3% as compared to 14.3% for the entire city. Source: U.S. Census Bureau, 2012-2016 American Community Survey (ACS) 5-Year Estimates PROMOTION OF COMMUNITY HEALTH PART VI, LINE 5: As a community partner, MWHC engages in a number of community benefit activities to improve and promote the health and wellbeing of the community. Priority areas of focus, as determined by the 2018 CHNA, are health and wellness, access to care and social determinants of health. * Health and Wellness * Living Well MWHC will deliver an evidence-based, outcome-focused chronic disease management and prevention program and services in or targeting individuals. * Screening, Brief Intervention, and Referral (SBIRT) MWHC will identify people with at-risk and dependent substance and/or alcohol use behaviors, and to provide a brief early intervention services to those who screen positively for risky drug and alcohol use. * Access to Care * Aunt Bertha MWHC plans to improve healthcare utilization practices and health outcomes of high need, high-risk patients by identifying social unmet needs and linking to community social needs resources. * Uber Health MWHC plans to remove the barrier of transportation to medical/health services and programs among individuals who identify transportation as a social need by offering funded Uber rides. * Social Determinants of Health * Food and Friends MWHC will partner with Food and Friends to improve access to healthy food among individuals who identify food insecurity as a social need. * Job Opportunities MWHC will work with a local DC high school to prepare underserved students for healthcare-related collegiate studies and careers through an internship program. AFFILIATED HEALTH CARE SYSTEM PART VI, LINE 6: As a proud member of MedStar Health, MWHC 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 MWHC 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 MedStar Washington Hospital Center is only filed in the District of Columbia. X X X X X X false false false false false false false false false CARMELLA A COLE MD BOARD MEMBER 302446 0 0 0 0 0 22642 0 7259 0 332347 0 0 0 SANDRA M SWAIN MD Former officer 500602 0 50000 0 0 0 7950 0 1677 0 560229 0 0 0 JAMES D MURPHY JR BOARD MEMBER (UNTIL 4/18) 148590 0 800 0 85 0 4536 0 6661 0 160672 0 0 0 KENNETH A SAMET BOARD MEMBER 0 1818529 0 4346350 0 374009 0 49758 0 32482 0 6621128 0 0 JOHN SULLIVAN BOARD MEMBER/PRESIDENT 777706 0 703814 0 0 0 7950 0 25648 0 1515118 0 0 0 WILLIAM GAYNE CHIEF FINANCIAL OFFICER 148590 148591 68747 68747 0 0 3975 3975 7653 7652 228965 228965 0 0 CATHERINE MONGE FORMER SVP OF OPERATIONS 288413 0 134851 0 0 0 7950 0 13935 0 445149 0 0 0 AMMAR BAFI PHYSICIAN 782325 0 823529 0 0 0 7950 0 14066 0 1627870 0 0 0 STEVEN BOYCE PHYSICIAN 974975 0 611499 0 0 0 7950 0 17746 0 1612170 0 0 0 EDWARD WOO Dir, Medstar Vascular Program 1045549 0 120000 0 0 0 7950 0 18447 0 1191946 0 0 0 Robert Ross Chief Operating Officer 526160 0 237050 0 0 0 6000 0 17074 0 786284 0 0 0 Melissa H Fries MD BOARD MEMBER 506441 0 25000 0 0 0 7950 0 1726 0 541117 0 0 0 Ezequiel Molina PHYSICIAN 419349 0 677478 0 0 0 7950 0 19033 0 1123810 0 0 0 Ron Waksman PHYSICIAN 856481 0 150000 0 0 0 9726 0 17278 0 1033485 0 0 0 SCHEDULE J, PART III Mr. Samet's compensation in Part II, Column (B) includes $1,914,117, 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. WILLIAM Gaynes compensation is for services provided as CFO to both MedStar Washington Hospital Center and MedStar Health Research Institute. MedTronic Inc SEE PART V 17987592 medical services false Endologix Inc SEE PART V 769800 medical services false WL Gore Associates SEE PART V 3087323 manufacturing services false AmeriPark SEE PART V 1120579 parking services false BIOTRONIK Inc SEE PART V 2187777 medical services false International Limousine Sevice Inc SEE PART V 2992163 transport services false Pepco Holdings Inc SEE PART V 2164643 electric services false SCHEDULE L, PART IV MedTronic, Inc. is a substantial contributor (in excess of $5,000) that also provided services to MedStar Washington Hospital Center valued at $17,987,592. Per MedStars conflict of interest policy, these transactions are at arms-length for fair market value. Endologix, Inc. is a substantial contributor (in excess of $5,000) that also provided services to MedStar Washington Hospital Center valued at $769,800. Per MedStars conflict of interest policy, these transactions are at arms-length for fair market value. W.L. Gore & Associates is a substantial contributor (in excess of $5,000) that also provided services to MedStar Washington Hospital Center valued at $3,087,323. Per MedStars conflict of interest policy, these transactions are at arms-length for fair market value. AmeriPark is a substantial contributor (in excess of $5,000) that also provided services to MedStar Washington Hospital Center valued at $1,120,579. Per MedStars conflict of interest policy, these transactions are at arms-length for fair market value. BIOTRONIK, Inc. is a substantial contributor (in excess of $5,000) that also provided services to MedStar Washington Hospital Center valued at $2,187,777. Per MedStars conflict of interest policy, these transactions are at arms-length for fair market value. International Limousine Service, Inc. is a substantial contributor (in excess of $5,000) that also provided services to MedStar Washington Hospital Center valued at $2,992,163. Per MedStars conflict of interest policy, these transactions are at arms-length for fair market value. Pepco Holdings, Inc. is a substantial contributor (in excess of $5,000) that also provided services to MedStar Washington Hospital Center valued at $2,164,643. Per MedStars conflict of interest policy, these transactions are at arms-length for fair market value. X 11 692280 FMV false false 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 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. DECISION OF GOVERNING BODY 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 PART VI, LINE 11 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 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) RELATED TO DIRECTORS ARE REVIEWED BY THE GOVERNANCE COMMITTEE OF THE MEDSTAR HEALTH BOARD OF DIRECTORS WHICH DETERMINES HOW THE MATTER SHOULD BE RESOLVED. SUCH DISCLOSURES (IF ANY) RELATED TO OFFICERS AND SENIOR MANAGERS ARE REVIEWED BY AN APPROPRIATE EXECUTIVE WHO DETERMINES HOW THE MATTER SHOULD BE RESOLVED. IN ADDITION, OFFICERS AND DIRECTORS OF MARYLAND HOSPITALS AND NURSING CENTERS ARE REQUIRED TO ANNUALLY DISCLOSE ADDITIONAL INFORMATION RELATING TO POTENTIAL CONFLICTS OF INTEREST AND SUCH DISCLOSURES ARE REPORTED TO THE MARYLAND HEALTH SERVICES COST REVIEW COMMISSION (HSCRC). EXECUTIVE COMPENSATION PROCESS 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 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. 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