2016-11-11T14:40:41-06:00 2015-12-31 560747981 DIXON HUGHES GOODMAN LLP 500 Ridgefield Court Asheville NC 28806 990 2015-01-01 570828733 Roper Hospital Inc ROPE 8437242958 8536 Palmetto Commerce Pkwy No 201 Ladson SC 29456 Bret D Johnson SVP & CFO 8437242958 2016-11-11 1 Amy Bibby P00445891 8282542254 2015 2017-02-10 21:41:12Z X David L Dunlap 8536 Palmetto Commerce Pkwy No 201 Ladson SC 29456 417425713 0 X www.rsfh.com X 1986 SC Operation of nonprofit hospital facility in Charleston, SC. 13 7 2069 152 628646 120792 3786654 4575325 388540609 402507796 307831 -811207 5336639 9922773 397971733 416194687 276991 274165 0 0 152688596 154212615 0 0 0 188744796 197922366 341710383 352409146 56261350 63785541 358427252 389538295 160324598 139161824 198102654 250376471 X Healing all people with compassion, faith, and excellence. 0 0 275276436 274165 405717422 Roper Hospital builds on a long legacy of excellence. Founded in 1829 as the first community hospital in the Carolinas, downtown Roper Hospital today is one of the most trusted names in the Lowcountry. In 2015, Roper Hospital contributed $26 million in community benefit. These benefits included charity care, unreimbursed Medicaid, and numerous sponsorships and community outreach programs (see Schedule H for additional details). Overall, the hospital contributed nearly 35,900 volunteer staff hours for activities such as health fairs, career days and public programs that benefited more than 47,000 individuals in the community.Some of the national accolades Roper Hospital received in 2015 include:-Top 100 Hospital by Truven Health Analytics-Distinguished Hospitals for Clinical Excellence, which honors the top 5 percent of hospitals nationwide for the lowest risk-adjusted mortality and complication rates, by Healthgrades-Top Performer on Key Quality Measures by The Joint Commission-Outstanding Patient Experience Award and Patient Safety Excellence Award from Healthgrades-Ranked No. 4 hospital in South Carolina by U.S. News and World ReportIn 2015, Roper Hospital made advancements in its offerings to patients. Physicians began performing the transcatheter aortic valve replacement or TAVR, a catheter-based procedure that reduces older patients' recovery time and helps them live longer, healthier lives. Roper Hospital is the second in the Lowcountry to offer this surgery.Roper Rehabilitation Hospital, which is housed within Roper Hospital, became one of the first hospitals to offer Exoskeleton, a wearable robotic device that allows those with spinal cord injuries to walk. In 2015, the hospital helped Adam Gorlitsky become the first in the state to receive his own Exoskeleton. Please see Schedule O for a detailed statement of Program Service Accomplishments.Please visit our website for a detailed community benefit report at: http://www.ropersaintfrancis.com/about_us/mission_and_community_activities/annualreport.aspx. 275276436 1 1 0 1 0 0 0 0 0 0 1 0 1 0 1 1 0 1 0 0 0 0 0 0 0 0 1 1 0 0 1 0 0 0 0 0 0 1 0 1 1 0 0 1 1 1 1 0 0 1 0 0 2069 1 1 1 0 0 0 0 0 0 0 0 0 X 13 7 0 1 0 0 1 1 1 1 1 0 0 1 1 1 1 1 1 1 1 1 1 SC X X The Finance Department 8437242958 8536 Palmetto Commerce Parkway Ladson SC 29456 X Brian Cuddy MD Chair (See Sch O) 0.50 49.50 X 14500 1148053 58152 Alison E Dillon MD Vice Chair (See Sch O) 0.50 2.50 X 0 50442 0 John B Holloway Jr Board Member (See Sch O) 0.50 2.50 X 0 326920 32128 John A Spratt MD Board Member (See Sch O) 0.50 49.50 X 0 826947 62752 Sister Anne Lutz Board Member 0.50 2.50 X 0 0 0 Richard Statuto Board Member (through June) 0.50 2.50 X 0 0 0 Mark Nantz Board Member (from July) 0.50 2.50 X 0 0 0 Joseph G Piemont Board Member (through April) 0.50 2.50 X 0 0 0 Michael C Tarwater Board Member (from May) 0.50 2.50 X 0 0 0 Roberta Pinckney Board Member 0.50 2.50 X 0 0 0 Mary Thornley Board Member 0.50 2.50 X 0 0 0 Katherine Duffy PhD Board Member 0.50 2.50 X 0 0 0 Shannon Honney MD Board Member (through June)(See Sch O) 0.50 49.50 X 0 255165 20663 Susan Datta MD Board Member (from July)(See Sch O) 0.50 49.50 X 0 292132 58020 Wills C Geils MD Board Member (See Sch O) 0.50 2.50 X 12222 20370 0 Angress Walker Board Member 0.50 2.50 X 0 0 0 David Dunlap President & CEO of CAHS 1.00 49.00 X 0 1126396 318437 Matthew Severance Chief Operating Officer / CEO of RHI 47.00 3.00 X 788265 0 198061 Steven Shapiro MD Chief Medical Officer 1.00 49.00 X 0 638012 108063 Bret Johnson CFO & SVP / Treasurer 1.00 49.00 X 0 723326 220215 Allen Carroll Regional CEO & CEO BSSF 1.00 49.00 X 0 632098 158723 Douglas Bowling CSO & VP 1.00 49.00 X 0 668847 149716 Gregory Edwards VP & General Council/ Secretary 1.00 49.00 X 0 520909 138034 Melanie Stith VP Human Resources 1.00 49.00 X 0 276339 77873 Melinda Cardell CIO & VP 1.00 49.00 X 0 287139 24638 Carolyn Donohue VP Nursing/ Senior Nurse Exec RHI 47.00 3.00 X 290124 0 41284 Pennie Peralta VP Nursing/ Sr. Nurse Exec SFX 1.00 49.00 X 0 286040 74531 John Sullivan VP Operations (through 7/1/15) 1.00 49.00 X 0 299034 166215 Tavia Buck CEO MPH (Interim) & VP Nursing/Sr. Nurse Exec MPH 1.00 49.00 X 0 189378 31643 Mark Dickson VP Mission 1.00 49.00 X 0 245423 69972 Todd Shuman MD VP & Chief Physician Officer 1.00 49.00 X 0 522919 73194 R Levern Livingston MD Roper Board Chair 1.00 49.00 X 0 184044 38904 John Walters MD Roper Board Vice Chair 1.00 X 0 29025 0 Susan Bennett Asso. Nurse Executive 50.00 X 172491 0 17386 Wanda Brockmeyer Director of Emergency Serv 1.00 49.00 X 0 188315 20310 Peter DiNicola Director of Plant Engineer 1.00 49.00 X 0 250698 36594 John M Grayson MD Dir of Heart Ctr 9.00 50.00 X 0 395065 30423 C Scott Ferguson Director of Material Services 1.00 49.00 X 0 189495 33256 George Khoury MD Physician 1.00 49.00 X 21500 1453306 62582 John Steichen MD Physician 1.00 49.00 X 17000 1340623 60152 Robert Lowery MD Physician 1.00 49.00 X 18350 1038651 57652 Robert Schoderbek MD Physician 1.00 49.00 X 13000 1010975 60152 Robert Morgan Stuart MD Physician 1.00 49.00 X 15500 931943 59247 Stanley Wilson MD Former Vice Chair 1.00 49.00 X 0 644697 50423 Joan Wherley Director of Imaging Services (Former Key EE) 1.00 49.00 X 0 138766 34796 Francis Wyckoff Jr Director of Pharmacy (Former Key EE) 1.00 49.00 X 0 227278 41817 1362952 17358770 2686008 111 1 1 1 Roper Emergency Physicians 639 McCutchen Street Charleston SC 29412 Physician Fees 5765308 Morrison Management Specialists PO Box 102289 Atlanta GA 303682289 Cafeteria Management 5143368 Anesthesia Assoc of Charleston PO Box 22206 Charleston SC 29413 Anesthesia Services 3283139 Huron Consulting Services LLC 3005 Momentum Place Chicago IL 606895330 Consulting 2254217 Palmetto Emergency Physicians of Berkele 1385 Miles Drive Charleston SC 29407 Physician Fees 1947968 61 4565325 10000 20638 4575325 Net Patient Service 621400 400542194 399913548 628646 Clinical Research 900099 1533307 1533307 Cytology Net Income 900099 364828 364828 EHR Meaningful Use 600000 67467 67467 402507796 84913 84913 235995 0 235995 235995 235995 896120 -896120 -896120 -896120 47302 -47302 -47302 544057 287604 256453 256453 Miscellaneous Revenue 900099 4602760 4602760 340B Prescription Drug Program 900099 3209626 3209626 Cafeteria & Vending 722210 1665241 1665241 9477627 416194687 405088776 628646 5901940 X 274165 274165 1277603 26722 1250881 58542 58542 128729936 100574090 28155846 4126807 2878262 1248545 12741585 8886682 3854903 7278142 5076176 2201966 3772520 3772520 358607 358607 149667 149667 51479 51479 30938281 8367235 22571046 1391020 1112816 278204 23447406 15475288 7972118 538836 538836 10305981 8244785 2061196 535111 535111 572599 572599 2159693 2159693 17706289 17706289 2261211 1808969 452242 UBI taxes 67190 67190 Medical supplies 74325951 74325951 Bad debt expense 14255968 14255968 Medical DSH tax 9056879 9056879 6027678 4920734 1106944 352409146 275276436 77132710 0 6379 6022 54566380 56978237 6470925 6384211 1999214 2127364 379994750 224073355 163921259 155921395 109414751 151372798 11124499 11124499 10923845 5623769 358427252 389538295 968023 873668 62718 21686 151138742 131797164 625619 6123 7529496 6463183 160324598 139161824 X 198102654 250376471 198102654 250376471 358427252 389538295 X 63785541 110327 -11622051 X X 0 1 X 1 0 X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED 0 0 0 0 0 0 0 0 1 3271 3271 0 Part II-B, Line 1: The organization is a member of the American Medical Rehab Providers Association (ARPA). This organization engages in lobbying efforts on behalf of their membership bodies, and each year a portion of membership dues is allocated to these lobbying expenditures. For 2015, membership dues attributable to lobbying were approximately $3,271. 4670332 4670332 253678371 148886598 104791773 10052906 6676903 3376003 108743043 68509854 40233189 2850098 2850098 155921395 Net Intercompany Receivables 151105544 F Investment in RSF Eye Surgery Center 267254 F 151372798 Third Party Reserves 4707836 Fin-47 Asbestos Accrual 584000 Other Liabilities 1171347 6463183 X Part X, Line 2: Roper Hospital is a not-for-profit organization as described in Section 501(c)(3) of the Internal Revenue Code and is generally exempt from federal and state income taxes. The Lowcountry Surgery Center is a limited liability company. Under current laws, income or loss of limited liability companies is included in the income tax returns of the members. Accordingly, no provision for income taxes is made in the consolidated financial statements. Although [the consolidated group] is generally exempt from federal and state income taxes, it evaluates whether there are any uncertain tax positions that fail to meet the more-likely-than-not threshold for recognition in the consolidated financial statements. Uncertain tax positions may include the characterization of income, such as a characterization of income as passive, a decision to exclude reporting taxable income in a tax return, or a decision to classify a transaction, entity, or other position in a tax return as tax exempt. The tax return benefit from an uncertain tax position is recognized when it is more likely than not that the position will be sustained upon examination, including resolutions of any related appeals or litigation processes, based on the technical merits. The organization has no unrecognized tax positions as of December 31, 2015 and 2014, and does not expect that unrecognized tax benefits will materially increase within the next 12 months. Tax years 2012 through 2014 are subject to examination by the federal and state taxing authorities, respectively. There are no income tax examinations currently in process. Interest and penalties related to uncertain tax positions, if any, would be recognized in the consolidated financial statements as income tax expense. 1 1 X 1 X 299.000000000000 1 X 399.000000000000 1 1 0 1 1 28497677 6962621 21535056 0.06370 21026270 18842538 2183732 0.00650 49523947 25805159 23718788 0.07020 350232 350232 0.00100 1645085 313915 1331170 0.00390 99927 99927 0.00030 3728394 3083402 644992 0.00190 5823638 3397317 2426321 0.00710 55347585 29202476 26145109 0.07730 78838 78838 0.00020 78838 78838 0.00020 0 14255968 5702387 124794387 144236691 -19442304 X 1 1 1 Lowcountry Surgery Center (DBA Roper St Francis Eye Surgery Center) Eye Surgery 0.57570 0.49500 1 1 Roper Hospital 316 Calhoun Street Charleston SC 29401 X X X Rehab Roper Hospital 1 0 0 1 X X X X X X 13 1 1 0 1 X www.rsfh.com/mission-department X 1 13 1 www.rsfh.com/mission-department 0 0 1 X 299.000000000000 399.000000000000 X X X X 1 1 X X X 1 X www.rsfh.com/billing-financial_assistance X www.rsfh.com/billing-financial_assistance X www.rsfh.com/billing-financial_assistance X X 1 0 X X X X 1 X 0 0 Roper Hospital Part V, Section B, Line 5: The Community Needs Assessment Team entered into dialogue with key hospital administrators, physicians, those with knowledge/expertise in public health, and those serving underserved and chronic disease populations. During the community input phase, the team conducted face-to-face interviews, phone interviews, and surveys in which respondents were able to comment and discuss general community health issues of their specific service area. Through these numerous interviews and surveys, a summary of community input was created. This summary would eventually be used to help focus in on priorities and ultimately, implementation strategies. Respondents who participated in this phase included experts in the field of public health, hospital administration members, community outreach groups, and other local organizations. Respondents included Dana Millet, Director of DHEC Lowcountry Region, Joseph Chambers, MD; Public Health expert and consultant, Thaddeus Bell, MD; with Closing the Gap in Healthcare. Other respondents were from focus groups in the Charleston Promise Neighborhood (North Charleston), East Cooper Community Outreach (Mt. Pleasant), Neighborhood House (Charleston), and Our Lady of Mercy Outreach Center (Johns Island). Roper Hospital Part V, Section B, Line 6a: Roper St. Francis Healthcare decided to produce a joint CHNA report in collaboration with its three Charleston area hospitals as those facilities define their communities to be the same. These hospitals include Roper Hospital Inc., Bon Secours St Francis Xavier Hospital, and Mount Pleasant Hospital . Each of these hospitals has a customized implementation plan. Roper Hospital Part V, Section B, Line 11: The organization has programs in place that address all of the community needs identified by the CHNA. However, RSFH senior leadership identified 6 issues as strategic priorities to address in the implementation plan for its current CHNA. For the needs that did not emerge as strategic priority areas, Roper St. Francis Healthcare will continue to provide the current support and services as listed in Schedule H, Part VI, question 4. Roper Hospital Part V, Section B, Line 15e: A 10% prompt payment discount is also offered to all self-pay or self-pay-after-insurance patients who pay the account balance at one time. Roper Hospital Part V, Section B, Line 16i: The patient handbook provided with registration references the policy and includes contact information for patients who need assistance. In addition, signs are posted at all hospital registration sites and reference our financial policies and how they are accessed. Roper Hospital Part V, Section B, Line 20e: We also send the patient a letter when they complete an application - either approving or denying their application. Roper Hospital Part V, Section B, Line 22d: The hospital's FAP provides a minimum discount of 90% for individuals that qualify under the policy's provisions. The hospital has made plans to implement a method of determining Amounts Generally Billed (AGB) per the recently released Proposed Regulations under IRC Section 501(r), however given the high level of discount available under the current policy, the organization is confident that its policies are well within guidelines. 13 1 - Roper Hospital Diagnostics - Medical Off 125 Doughty Street Ste 160 Charleston SC 29403 radiology and lab 2 - Roper Hospital Diagnostics - James Islan 325 Folly road Ste 108 205 Charleston SC 29412 radiology and lab 2 - Roper Hospital Diagnostics - Goose Creek 149 St James Avenue Goose Creek SC 29445 radiology and lab 4 - Roper Hospital Imaging - Wingo Way 180 Wingo Way Ste 105 Mt Pleasant SC 29464 radiology 5 - Roper Hospital Diagnostics & ER - Berkel 730 Stoney Landing Road Moncks Corner SC 29461 radiology, pharmacy, lab, and emergency services 6 - Roper Hospital Diagnostics & ER - Northw 2233 Northwoods Blvd North Charleston SC 29406 radiology, pharmacy, lab, and emergency services 7 - Roper Hospital Ambulatory Surgery - Berk 730 Stoney Landing Road Moncks Corner SC 29461 ambulatory surgery 8 - Roper Hospital Ambulatory Surgery & Pain 325 Folly road Ste 200 Charleston SC 29412 ambulatory surgery 9 - Roper Hospital Rehab - Berkeley 730 Stoney Landing Road Moncks Corner SC 29461 PT, OT, ST 10 - Roper Hospital Sleep Lab - Berkeley 730 Stoney Landing Road Moncks Corner SC 29461 sleep lab services 11 - Roper St Francis Home Health Care 1483 Tobias Gadson Blvd 208 Charleston SC 29407 Home Health Care 12 - Roper Hospice 1483 Tobias Gadson Blvd 208A Charleston SC 29407 Outpatient Hospice Care 13 - Lowcountry Surgery Center dba Roper St 18 Farmfield Avenue Charleston SC 29407 eye surgery Part I, Line 3c: In addition to using the federal poverty guidelines to determine free and discounted care (see Part I, Lines 3a and 3b), the hospital system offers a 35% discount for patients who are uninsured. A 10% prompt payment discount is offered to all self-pay or self pay-after-insurance-patients who pay the balance at one time. Medical indigency adjustments are available to those that meet the established guidelines.The Hospital will provide free care for patients with a signed charity care application who have income between 0 - 299% of FPG. If a signed charity care application is not obtained, after 120 days of collection efforts, the hospital will use the Health Care Advisory Board's self pay compass program to automatically qualify patients for charity care through the use of an electronic scoring technique. The hospital will provide free care for patients who have income of 350% and below of FPG as determined by the self pay compass program.The Hospital will provide a 90% discount for patients with a signed charity care application who have income between 300 - 399% of FPG. If a signed charity care application is not obtained, the hospital will not provide discounted care. Part I, Line 6a: The organization's community benefit report is made available through its corporate parent, CareAlliance Health Services d/b/a Roper St. Francis Healthcare. Part I, Line 7: Worksheet 2 of the 2015 Schedule H instructions was used to compute a cost-to-charges ratio used to calculate charity care and unreimbursed Medicaid at cost. Part I, Ln 7 Col(f): The Bad Debt expense included on Form 990, Part IX, Line 25, Column (A), but subtracted for purposes of calculating the percentage in this column is $14,255,968. Part II, Community Building Activities: In 2015, the Hospital performed the following activities to build up the community.1. Collaborative partnerships with community groups to improve economic stability of the community. Part III, Line 3: Same methodology as prior year using Compass system error rate of 40%; Explanation for Schedule H: For patients who do not turn in a signed charity care application, after 120 days of collection efforts, RSFH uses the Health Care Advisory Board's self pay compass program to automatically qualify patients for charity care through the use of an electronic scoring technique. The data received through this software is believed to err on the side of denying charity. The estimate of bad debt that could have been charity is based on the system error rate. Please note that patients who complete a full charity care application and qualify for charity under our policy are granted charity regardless of the score in the self-pay compass system. Part III, Line 4: Bad debts reported on Part III, Line 2 are reported at gross charges per the organization's audited financial statements.Please refer to the second footnote of the organization's audited financial statements for a description of receivables and bad debts. Part III, Line 8: The entire amount of Medicare shortfall qualifies as community benefit. Our treatment of Medicare patients, as described in IRS Rev. Rul. 69-545, indicates that Roper Hospital operates to promote the health of the community. By taking Medicare patients, the hospital promotes access to healthcare services, which is a community benefit. The organization uses the Medicare cost report to determine the costs reported on Part III, Line 5 and 6. Had we included revenues and costs from all Medicare programs including Medicare Part C this would have resulted in an additional shortfall of $4,365,577. Part III, Line 9b: The hospital uses the Health Care Advisory Board's self pay compass program to identify a patient's propensity to pay. Accounts with an FPL of 350% and below will be identified once the self pay AR billing process has been completed and prior to the account being referred to a collection agency. Accounts with FPL of 350% and below will be given a charity adjustment. Once an account has been referred to bad debt, the organization will make every effort to ensure that all self-pay collectors demonstrate consistent, compassionate, and professional service while conducting business on behalf of the health system. This will include, but is not limited to: guarantor notification and contact/collection attempts, discount opportunities, payment plan arrangements, account balance notifications, face to face meetings, and detailed bill generation. An outsourced self-pay billing agency will contact the guarantor to set up payment arrangements. Financial assistance discounts are offered to guarantors who meet the charity guidelines.Self pay patients receive a 35% discount off total charges. They are also eligible for a 10% prompt payment discount if they pay the balance during the discussion. Discounts may be combined if all requirements are met. In pursuit of collections, the hospital and its agents will not: attach liens on property, garnish wages, pursue legal actions (unless recommended by the self pay billing entities), sell accounts, or send bankrupt guarantors to collection agencies. Part VI, Line 2: Roper St. Francis Healthcare identified community health needs by undergoing an assessment process in 2013 that complies with IRS Section 501(r). The Needs Assessment is posted on our website: http://www.rsfh.com/About_Us/Mission_and_Community_Activities/Needs_Assessment.aspx and we invite the community to review and respond to this document so that our collaborative efforts can make living in our community more enjoyable and healthier.As allowed by IRS guidelines, Roper St. Francis Healthcare decided to produce a joint CHNA report in collaboration with its three Charleston area hospitals as those facilities define their communities to be the same. Each hospital files a Schedule H and has a customized implementation plan attached.The community needs assessment process consists of 5 steps: data assessment, community input, prioritization and implementation strategy, reporting, and monitoring. In the data assessment step, service areas were defined, external data research was completed and key findings were summarized. Interviews were conducted with persons with special knowledge of public health, hospital personnel, local organizations, and community outreach advocates. Our service area for this assessment is defined as the Tri-County area of Charleston, Berkeley, and Dorchester Counties. We used the following sources in the data assessment process: Nielson Claritas, 2012 County Health Rankings, Health Indicators Warehouse, The Advisory Board Company, Kids Count Data Center, Truven Health Analytics, and the USDA. Data from these sources was used to identify at-risk populations, underserved populations, health need areas, and professional shortage areas. See the answer to Schedule H, Part VI, question 4 for a description of the community served.Subsequent to the data assessment step, the Community Needs Assessment Team entered into dialogue with key hospital administrators, physicians, those with knowledge/expertise in public health, and those serving underserved and chronic disease populations. During the community input phase, the team conducted face-to-face interviews, phone interviews, and surveys in which respondents were able to comment and discuss general community health issues of their specific service area. Through these numerous interviews and surveys, a summary of community input was created. This summary would eventually be used to help focus in on priorities and ultimately, implementation strategies. Respondents who participated in this phase included experts in the field of public health, hospital administration members, community outreach groups, and other local organizations. Respondents included Dana Millet, Director of DHEC Lowcountry Region, Joseph Chambers, MD; Public Health expert and consultant, Thaddeus Bell, MD; with Closing the Gap in Healthcare. Other respondents were from focus groups in the Charleston Promise Neighborhood (North Charleston), East Cooper Community Outreach (Mt. Pleasant), Neighborhood House (Charleston), and Our Lady of Mercy Outreach Center (Johns Island). Collection and analysis of results from the CHNA data assessment, survey, interviews, and focus groups provided a strong foundation for identifying health needs and service gaps. In June 2013, Roper St. Francis Healthcare held multiple sessions with leading stakeholders to assess initial findings and establish priorities. These various constituents included representatives from the Medical University of South Carolinas strategic planning team, leadership of Trident United Way's Health Council and 2-1-1 program, experts from Joseph P. Riley Jr. Center for Livable Communities at the College of Charleston, and public health consultants. Twelve priority areas of need emerged for the Tri-County service area. As part of the prioritization process, Roper St. Francis Healthcare conducted an inventory of existing system-based outreach programs, community partnerships, and other collaborative resources that currently address each of the priority areas:1)Access to Services for Uninsured and Underinsured: Access Health Tri-county Network; RSF Financial Assistance Policy and Patient Financial Services staff to assist; partnerships with Free Clinics such as Barrier Island Free Medical Clinic, Our Lady of Mercy Outreach and Crisis Ministries; new RSF Mt. Pleasant Hospital and Physician Partners network development.2)Obesity, Nutrition, and Activity: RSF Bariatric & Metabolic Services; Diabetes Treatment Center; Cardiac Rehabilitation Centers and related programs; Lowcountry Senior Center programs; Families for Healthy Heart program; Employee "Wellness Works" program with coaching available; partnering with community groups such as City of Charleston's "Lighten Up Charleston and "Closing the Gap in Healthcare; farmers markets at hospitals.3)Mental Health: "Highway to Hope" program with mobile van/partnership with mental health departments; Behavioral Health Unit; case management/assessment through Emergency Departments.4)Alcohol and Drug Abuse: Community investment support for community programs; addressed through Behavioral Health Unit and Physician Partners practices.5)Breast Center/Mammography: Breast Cancer Center at Roper Hospital; RSF Cancer Center; "Ladies Night Out" community outreach programs.6)Maternal and Child Healthcare/Infant Mortality: Prenatal Care programs throughout system; special focus on prenatal care and treatment through RSF Mt. Pleasant and Bon Secours St. Francis hospitals specifically, with outreach to rural communities; support and partnership with Our Lady of Mercy Outreach, Franklin C. Fetter Clinic and others.7)Prevention/Wellness/Outreach: Employee "Wellness Works" program with coaching available; Families for Healthy Heart program; Community Screenings and health fairs; partnerships and support for community wellness and prevention programs.8)High Prevalence of Chronic Disease: Heart and Vascular treatments and programs; development of Palliative Care program; Cancer Center outreach and support programs.9)Lack of Transportation: ITN (Independent Transportation Network), volunteers giving rides for medical appointments; support for CARTA public transportation and use of taxis throughout system when needed; development of Physician Partners network for closer proximity of population areas.10)Low Healthcare Literacy and Distrust Among Those with Limited Access: Health Literacy training through Professional Development; Case Management and Nursing focus on discharge planning and instructions; "Closing the Gap in Healthcare" public education programs.11)Coordination of Care Across Settings: "Transitions of Care" process throughout RSF; new grant through Duke Endowment for this; Case Management model for Access Health Tri-County Network; RSF Home Health, Palliative Care program and new Hospice program.12)Cultural Awareness and Effective Programs: Professional Development programs for cultural competencies; development of Diversity program and educational efforts; support for "Closing the Gap in Healthcare" program; Mandatory on-line program for employees.After examining the range of services currently available, the expertise, outreach, and capacity of the RSFH system, and the resources available to best address needs through other community organizations, Roper St. Francis Healthcare senior leadership chose the following 6 issues as priorities to implement for its current CHNA: Access to Services and Coverage for the Uninsured and Underserved, Mental Health, Maternal and Child Health, Prevention/Wellness/Outreach, High Prevalence of Chronic Disease, and Coordination of Care Across Settings.For the needs identified through the CHNA that did not emerge as strategic priority areas of need (Obesity, Nutrition and Activity; Alcohol and Drug Abuse; Breast Cancer/Mammography; Lack of Transportation; Low Healthcare Literacy and Distrust Among Those with Limited Access; Cultural Awareness and Effective Programs), Roper St. Francis Healthcare will continue to provide the support and services as listed in the inventory of community outreach and services to address these issues.The Roper St. Francis Community Needs Assessment Team developed implementation strategies for each health issue identified as a strategic priority. This implementation plan (attached) will be rolled out over the next 3 years. Strategies are be clearly defined with a matrix of which areas each RSFH hospital will address. Some strategies may be addressed by more than one RSFH hospital or the system as a whole. The team will develop a monitoring method to provide status and results of these efforts to improve community health. RSFH is committed to conducting another health needs assessment in three years.The Community Health Needs Assessment for fiscal December 31, 2013 was approved by the Board of Directors at its meeting held on October 12, 2013. Part VI, Line 3: The Hospital shall send anyone who requests information on the hospital's financial assistance program a letter outlining required information and a financial assistance application form. Requests for financial assistance may be proposed by sources other than the patient, such as the patient's physician, family members, social service organizations, community or religious groups, or hospital personnel. Statements to patients from the Hospital outline our charity care policy and our charity care policy is posted on our website. If patients indicate they are not able to pay their bill, we will provide the patient with a charity care application.Patients can also meet with a member or our financial counseling department to learn about their financial assistance options. Brochures are printed in English and Spanish telling patients to contact the financial counseling department. The Hospital wants its patients' focus to be on health and recovery and not financial worry. There is absolutely no additional cost for our financial counseling assistance.Additionally, patients can meet with staff of the Medicaid program. The program staff will meet with patients individually to help them apply for publicly supported programs such as Medicaid, Medicare, and disability. Counselors meet with patients in the hospital as well as making home visits as appropriate. The staff can also help identify resources to help pay for medication. All of this information is posted on our website with the appropriate contact information. Part VI, Line 4: The System's primary service area consist of Charleston, Berkeley, and Dorchester counties, and includes the major municipalities of Charleston, North Charleston, Mount Pleasant, and Summerville. Approximately 716,000 residents live within the primary service area, based on Esri estimates for 2015. According to Esri's forecasts, population in the primary service area is projected to grow 9.3% between 2015 and 2020. The 2015 - 2020 population growth rate is projected to be 1.8% annually compared to 1.44% for the period 2010 - 2015.In 2015, 13% of households within the primary service area had income less than $15K, 10% had income between $15K and $25K, 25% had income between $25K and $50K, 20% between $50K and $75K, 12% between $75K and $100K, and 20% above $100K. Within the primary service area, poverty continues to be an issue. According to the US Census Bureau's 2013 Small Area Health Insurance Estimates (SAHIE), an estimated 111,194 Tri-county residents lack health insurance. There is a vast overrepresentation of the uninsured living at or below the Federal Poverty Level. The US Department of Health and Human Services designated 6 medically underserved areas and 1 medically underserved population within our primary service area. From December 2014 to December 2015, the unemployment rate in the primary service area increased from 5.4% to 5.5%. This is a higher unemployment rate than the national average, which was 5.6% in December 2014 declining to 5.0% in December 2015. The secondary service area includes Colleton, Orangeburg, Georgetown, Hampton, Beaufort, Williamsburg, and Horry counties. In addition to the system's facilities, there are four other non-military hospitals in the primary service area. Part VI, Line 5: In keeping with our mission of healing all people with compassion, faith, and excellence, Roper St. Francis Healthcare strives to enrich the health of our community. We do this by offering charity care to those in need, reaching out to our neighbors with health fairs and educational materials, sponsoring organizations and events that promote wellness and community well-being, and marshalling our resources to advance the health and dignity of each person with whom we come in contact. We are the lowcountry's only non-governmental, not for profit healthcare system. With this distinction, we believe it is our responsibility to advocate for and respond to our neighbors needs through community benefit. Surplus funds are returned to our community through the development of new facilities to serve population growth, the expansion of existing facilities, subsidizing care for those who are unable to pay, sponsorship of healthcare related activities including outreach clinics and programs for the uninsured, and investing in technology to improve the quality of patient care.The organization is committed to the enrichment of healthcare in our community as evidenced by the composition of our Board of Directors and Open Medical Staff. Our governing body is comprised of a 13-member Board of Directors. At least nine directors must have their primary residence in a community served by the system. Five directors must be physicians actively engaged in the full time practice of medicine. The hospital extends medical staff privileges to all qualified physicians in the area for most of our departments. Part VI, Line 6: CareAlliance Health Services (d/b/a) Roper St. Francis Healthcare (RSFH) is a charitable health care delivery system based in Charleston, South Carolina. The 657-bed health system provides services at 90 facilities and doctors' offices conveniently located throughout our region. One of these facilities is Roper Hospital, Inc, an acute care hospital with 368 licensed beds. CareAlliance was formed effective August 1, 1998, through the execution of an affiliation agreement between the following founding members: - The Medical Society of South Carolina, - Bon-Secours Health System, Inc., and - Carolinas Healthcare System. CareAlliance is the sole corporate member and, through its by-laws, has the power to control the financial and business affairs of Roper Hospital, Inc. Part VI, Line 7, Reports Filed With States SC X X X X 0 1 0 0 0 1 1 1 0 Brian Cuddy MD Chair (See Sch O) 14500 938865 0 196697 0 12491 0 31260 0 26892 14500 1206205 0 0 John B Holloway Jr Board Member (See Sch O) 0 286920 0 40000 0 0 0 7801 0 24327 0 359048 0 0 John A Spratt MD Board Member (See Sch O) 0 770557 0 36600 0 19790 0 33860 0 28892 0 889699 0 0 Shannon Honney MD Board Member (through June)(See Sch 0 162962 0 81375 0 10828 0 7634 0 13029 0 275828 0 0 Susan Datta MD Board Member (from July)(See Sch O) 0 277065 0 9500 0 5567 0 31146 0 26874 0 350152 0 0 David Dunlap President & CEO of CAHS 0 616450 0 443937 0 66009 0 293993 0 24444 0 1444833 0 139440 Matthew Severance Chief Operating Officer / CEO of RHI 478719 0 265080 0 44466 0 169840 0 28221 0 986326 0 141645 0 Steven Shapiro MD Chief Medical Officer 0 406038 0 198845 0 33129 0 97860 0 10203 0 746075 0 67818 Bret Johnson CFO & SVP / Treasurer 0 360099 0 229028 0 134199 0 189275 0 30940 0 943541 0 153398 Allen Carroll Regional CEO & CEO BSSF 0 387917 0 210926 0 33255 0 141560 0 17163 0 790821 0 113185 Douglas Bowling CSO & VP 0 336838 0 185628 0 146381 0 129725 0 19991 0 818563 0 217764 Gregory Edwards VP & General Council/ Secretary 0 335698 0 152499 0 32712 0 109963 0 28071 0 658943 0 82726 Melanie Stith VP Human Resources 0 205461 0 70653 0 225 0 46401 0 31472 0 354212 0 0 Melinda Cardell CIO & VP 0 214240 0 72533 0 366 0 10804 0 13834 0 311777 0 0 Carolyn Donohue VP Nursing/ Senior Nurse Exec RHI 205182 0 59405 0 25537 0 33743 0 7541 0 331408 0 23707 0 Pennie Peralta VP Nursing/ Sr. Nurse Exec SFX 0 182774 0 85837 0 17429 0 56168 0 18363 0 360571 0 45943 John Sullivan VP Operations (through 7/1/15) 0 125839 0 126150 0 47045 0 151574 0 14641 0 465249 0 34080 Tavia Buck CEO MPH (Interim) & VP Nursing/Sr. N 0 149470 0 39818 0 90 0 28617 0 3026 0 221021 0 0 Mark Dickson VP Mission 0 161307 0 82272 0 1844 0 43580 0 26392 0 315395 0 23877 Todd Shuman MD VP & Chief Physician Officer 0 404189 0 118343 0 387 0 56280 0 16914 0 596113 0 0 R Levern Livingston MD Roper Board Chair 0 140466 0 26736 0 16842 0 24574 0 14330 0 222948 0 0 Susan Bennett Asso. Nurse Executive 146364 0 25740 0 387 0 7780 0 9606 0 189877 0 0 0 Wanda Brockmeyer Director of Emergency Serv 0 156339 0 27954 0 4022 0 10803 0 9507 0 208625 0 0 Peter DiNicola Director of Plant Engineer 0 213768 0 34574 0 2356 0 32366 0 4228 0 287292 0 0 John M Grayson MD Dir of Heart Ctr 0 336476 0 56735 0 1854 0 13260 0 17163 0 425488 0 0 C Scott Ferguson Director of Material Services 0 162402 0 26176 0 917 0 10585 0 22671 0 222751 0 0 George Khoury MD Physician 21500 1216808 0 216534 0 19964 0 31260 0 31322 21500 1515888 0 0 John Steichen MD Physician 17000 1178806 0 148010 0 13807 0 31260 0 28892 17000 1400775 0 0 Robert Lowery MD Physician 18350 608178 0 416884 0 13589 0 31260 0 26392 18350 1096303 0 0 Robert Schoderbek MD Physician 13000 586924 0 413443 0 10608 0 31260 0 28892 13000 1071127 0 0 Robert Morgan Stuart MD Physician 15500 849361 0 69159 0 13423 0 31260 0 27987 15500 991190 0 0 Stanley Wilson MD Former Vice Chair 0 420981 0 215060 0 8656 0 31260 0 19163 0 695120 0 0 Joan Wherley Director of Imaging Services (Former 0 109260 0 27767 0 1739 0 28374 0 6422 0 173562 0 0 Francis Wyckoff Jr Director of Pharmacy (Former Key EE) 0 191062 0 35183 0 1033 0 31083 0 10734 0 269095 0 0 Part I, Line 4b The Vice Presidents, CFO, and CEO participate in the 457(f) Plan. The following participants received compensation through a 457(f) Plan: Bret Johnson $ 132,179 (from a related organization) Steven Shapiro 28,250 (from a related organization) Douglas Bowling 142,707 (from a related organization) Gregory Edwards 30,275 (from a related organization) Matthew Severance 39,410 (from a related organization) Allen Carroll 30,508 (from a related organization) Pennie Peralta 15,336 (from a related organization) Carolyn Donohue 23,707 (from a related organization) John Sullivan 16,055 (from a related organization) Part I, Line 6 Goals are developed each year to support the organization's strategic initiatives for people, quality, financial, growth and service. The Ad Hoc Compensation Committee approves the system goals annually and reports to the full Board of Directors. Progress on each metric is reported to the board each month on the corporate scorecard. At year end, the Ad Hoc Compensation Committee approves the final scorecard number and reports results to the full board. Annual incentives for the executives are based on 60% on the corporate scorecard and 40% on individual performance. Executives maintain an individual scorecard on the leader evaluation manager and discuss results monthly with the President/CEO. The President/CEO approves the individual executive scorecard. System Vice Presidents and the system CEO are eligible to participate in a long term incentive plan (LTIP). An LTIP typically takes place over a three year period and does not vest until the end of the third year. To receive payment, executives must still be employed by the system at the end of the plan period. Each LTIP has a financial and clinical objective that is aligned with the organization's strategic goals. Threshold, target, and maximum performance ranges are established for these objectives and are measured based on performance against similar organizations or compared to an internal metric such as an improvement over prior performance. These targets and objectives are approved by the Ad Hoc Compensation Committee. The incentive is earned based on the satisfaction of the threshold, target, or maximum performance ranges. The Ad Hoc Compensation Committee also approves the final LTIP performance score and the amount paid to executives under the plan. Results are reported to the full board annually. Part I, Line 7 See the response to Line 6 above. Part II, Line 1: Compensation from unrelated organizations Carolinas Healthcare System provides the compensation of David L. Dunlap, CEO, CareAlliance Health Services; Bret D. Johnson, CFO, CareAlliance Health Services; and John Sullivan, CEO, Roper St. Francis Mt. Pleasant Hospital. Mr. Dunlap and Mr. Johnson are employees of Carolinas Healthcare System and their compensation is paid by CareAlliance Healthcare Services, a related organization, through a management fee to Carolinas Healthcare System. Mr. Sullivan is also an employee of Carolinas Healthcare System, and his compensation is paid by Roper St. Francis Mt. Pleasant hospital, a related organization, through a management fee to Carolinas Healthcare System. Additional information: CareAlliance Health Services has board representations from the 3 founding organizations: The Medical Society of SC (6 board members), Bon-Secours Health System, Inc. (6 board members), and Carolinas Healthcare System (1 board member). None of the 13 appointed board members receive compensation for their membership. Additionally, 4 of the 6 board members appointed by the Medical Society of South Carolina also serve on the Board of the Medical Society. None receive compensation for their services as a board member. It is the founding members' intent that the members of the Board of Directors are appointed to such positions because they have a willingness to serve the needs of the system as a whole and not the needs of any individual founding member. Jennifer Dunlap Family relationship with Officer David Dunlap 58542 Compensation as employee 0 X 6 15863 Fair Market Value X DURABLE MEDICAL EQUIPMENT AND TOPS 4 4775 FMV 0 0 0 Form 990, Part VI, Section A, line 3 Carolinas Healthcare System (CHS), an unrelated organization, provides the compensation of Mr. David L. Dunlap, CEO, CareAlliance Health Services; Mr. Bret D. Johnson, CFO, CareAlliance Health Services; and Mr. John Sullivan, CEO, Roper St. Francis Mt. Pleasant Hospital. Mr. Dunlap and Mr. Johnson are employees of CHS and their compensation is paid by CareAlliance Health Services, a related organization, through a management fee to CHS. Mr. Sullivan is also an employee of CHS, and his compensation is paid through a management fee by Roper St. Francis Mt. Pleasant Hospital. Form 990, Part VI, Section A, line 6 The sole member of the corporation is CareAlliance Health Services, a South Carolina nonprofit, nonstock Corporation, d/b/a Roper St. Francis Healthcare. CareAlliance Health Services is in turn governed by a Board of Directors appointed by the "founding members". Please see the response to Line 7a below. The bylaws of the organization specify certain qualifications of the thirteen member Board of Directors. At least nine directors must have their primary residence in a community served by the system. Five directors must be physicians actively engaged in the full time practice of medicine. Five of the directors are appointed to the Board of Directors by virtue of positions held within MSSC, BSHSI and CHS (ex-officio directors). Each of the five ex-officio directors serves as a director of the organization for so long as such person holds his or her respective elected or appointed office in his or her respective founding member organization. Directors serve three-year terms and are limited to three consecutive terms. After an absence of at least one year, directors are again eligible for appointment to the Board of Directors for two consecutive complete terms. Form 990, Part VI, Section A, line 7a The organization is governed by a thirteen member Board of Directors appointed by the founding members. Subject to certain nominating and governance committee approvals, six directors are appointed by the Medical Society of South Carolina (MSSC), Bon Secours Health Systems, Inc. (BSHSI) and one director is appointed by Carolinas Healthcare Systems (CHS). It is the founding members' intent that the members of the organization's Board of Directors are appointed to such positions because they have a willingness to serve the needs of the system as a whole and not the needs of any individual founding member. Form 990, Part VI, Section A, line 7b The following actions shall require the unanimous affirmative approval of all of the founding members: (a) to amend the Articles of Incorporation or by-laws, including without limitation, any change in the corporation's purposes; provided, however, that, subject to the procedures and voting requirements with respect to the admission of non-founding members, Schedule 3.1 may be amended with the approval of two (2) of the founding members to reflect the admission of a non-founding member; (b) to dissolve or liquidate the corporation and to determine the distribution of assets upon dissolution; (c) to merge or consolidate the corporation or to sell, convey, transfer, lease, or otherwise dispose of all or substantially all of its assets; (d) to appoint the President and Chief Executive Officer of the corporation in a manner other than that established within the by-laws; (e) to alter or amend the corporation's ethical performance standards (defined below); or (f) to enter into any material agreement whereby a third party will: (i) become an equity owner in any joint venture with the corporation or any system participant and will not be legally obligated to support the corporation's ethical performance standards; or (ii) manage a substantial part of the facilities, assets, or operations of the system and will not be legally obligated to comply with and support the corporation's ethical performance standards. Form 990, Part VI, Section B, line 11 The 2015 Form 990 was prepared by an independent accounting firm with assistance and oversight by management. Reviews were then conducted by senior management before drafts were sent to each member of the organization's governing body. A transmittal letter accompanied the drafts and provided highlights of the Form 990 to the organization's Board of Directors. After the governing body approved the Form 990 draft, a final version was filed with the Internal Revenue Service. Form 990, Part VI, Section B, line 12c The directors shall complete and return to the secretary an annual statement that each: (a) has received a copy of the conflict of interest policy; (b) has read and understands the policy; (c) agrees to comply with this policy; (d) understands that the policy applies to all committees; and (e) understands that the organization is a charitable organization and must continuously engage primarily in activities which accomplish one or more of its tax-exempt purposes. Form 990, Part VI, Section B, line 15 An independent company, Towers Watson, provides research, advice and guidance to the compensation committee and senior leadership to ensure the organization's compensation programs for executives covered by the "Intermediate Sanctions Legislation" (IRC Section 4958) are aligned with its stated philosophy: Base salaries are targeted at the 50th percentile of the established comparator market; Total cash compensation (base salary plus annual incentive payments) are targeted at the 75th percentile of the established comparator market; Total direct compensation (total cash compensation plus long term incentive payments) will not exceed the 90th percentile of the established comparator market; Benefits are targeted at market median; and In aggregate, base salary, total cash compensation, total direct compensation and benefits comprise total compensation for executives. The compensation committee ensures that executive total compensation is reflective of the organization's stated compensation philosophy. The committee, in this process, authorizes and supports an annual three step process utilizing Towers Watson's resources: 1) Salary levels, annual bonus targets/payments and long term incentive grants are compared rigorously each year with market data based on comparable positions and organizations. A. Comparable organizations are typically not-for-profit healthcare systems with similar operating revenues. Private sector employer data, when available, are also included in the analysis for "transferable skills positions". B. Historically, performance incentive payouts generally track with a normal bonus payout distribution. Incentive goals are primarily based on formally defined quantitative goals approved by the ad hoc Compensation Committee of the RSFH Board of Directors. 2) All recommended pay decisions are tested against these data and the organization's stated compensation philosophy. 3) A formal opinion letter is prepared by Towers Watson, representing that senior executives are compensated within the reasonableness standards mandated by the IRS. A similar process is performed by Towers Watson for the CEO and CFO positions. This letter provides a "safe harbor" for the organization's "directors" relative to the reasonableness of total executive compensation consistent with IRC Section 4958. Form 990, Part VI, Section C, line 18 Photocopies of the Form 990 are available upon request at the organization's administrative office. In addition, recent filings of the Form 990 are available online at www.guidestar.org. Form 990, Part VI, Section C, line 19 The organization's audited financial statements are published annually and are available to the public at www.dacbond.com. Form 990, Part VII, Line 1: The following board members were compensated for services performed for the organization (or a related organization) not in the capacity of their positions on the board. No board member is compensated for his services as a board member. Brian Cuddy was compensated for medical services rendered to the organization and a related organization. Alison E. Dillon was compensated for medical services rendered to a related organization. John B. Holloway, Jr. was compensated for medical services rendered to a related organization. John A. Spratt was compensated for medical services rendered to a related organization. Shannon Honney was compensated for medical services rendered to a related organization. Susan Datta was compensated for medical services rendered to the organization. Wills C. Geils was compensated for medical services rendered to the organization and a related organization. Form 990, Part IX, Line 1 The majority of the grants expense shown on Page 10 of the 990 is an allocation from the parent company, CareAlliance Health Services. All grants meeting disclosure requirements have been listed on CareAlliance Health Service's Form 990. Form 990, Part XI, line 9: Capital and Support from CAHS 242,742. Allocation of Cash and Investments from CAHS -11,479,881. Pension and benefits allocation from CAHS -384,912. Form 990, Part XII, Line 2C: The process has not changed from the prior year. Form 990, Part III: Creating Life Changing Moments in our Community The Roper St. Francis 2015 Community Benefit Report Dear Community, The Roper St. Francis healthcare system has experienced unprecedented growth in recent years while maintaining our mission of Healing all people with compassion, faith, and excellence. Roper St. Francis has a long tradition of caring for our community. This is illustrated by our physicians and teammates' exceptional dedication, our partnerships with local leaders such as Boeing and our investment in new life-saving procedures. We maintain the highest technology levels, including HARBOR, our system's integration to all electronic medical records. As much as we are investing in growing our services and reach, we are also compelled to give back to the community we serve. In 2015, I am proud that as a system we gave 90,589 staff hours and over $56 million in Community Benefits. This benefit occurred in many forms, including charity care, sponsorships and numerous community outreach programs, which are outlined in the community benefit report. In turn our community also helps support us. The Roper St. Francis Foundation raised $9.8 million in 2015. The Foundation's philanthropy has supported a large number of projects including the Center for Spinal Cord Injury, the Roper St. Francis Nursing Scholarship program and the Roper Hospital Cardiac Wellness and Rehabilitation program. We also continue to focus on ways to recruit a more diverse workforce. Most recently our board formed a subcommittee dedicated to diversity, which resulted in a recommendation to create a new leadership position, VP Chief Diversity Officer, who reports directly to the CEO. I would like to thank each and every teammate, physician, volunteer, donor and board member who has contributed to the ongoing success of our system. I hope you enjoy learning about the many ways Roper St. Francis cares for our community in the community benefit report. Warm Regards, Brian G. Cuddy, MD Chair, Board of Directors Roper St. Francis Form 990, Page 11, Part X, Line 20: Tax-exempt bonds are reported on CareAlliance Health Services (the parent organization) Form 990, Schedule K. Tax-exempt bond liabilities are issued to the parent entity and allocated among the subsidiary entities for financial reporting purposes. James Island Surgery Center 1483 Tobias Gadson Blvd 101 Charleston SC 29407 263858266 Surgery Center SC Roper Hospital Inc CareAlliance Health Services 1483 Tobias Gadson Blvd 101 Charleston SC 29407 570831165 Healthcare SC 501(c)(3) Line 3 N/A 0 Bon Secours St Francis Xavier Hospital 1483 Tobias Gadson Blvd 101 Charleston SC 29407 571067254 Healthcare SC 501(c)(3) Line 3 CareAlliance Health Services 0 Roper St Francis Mt Pleasant Hospital 1483 Tobias Gadson Blvd 101 Charleston SC 29407 570360499 Healthcare SC 501(c)(3) Line 3 CareAlliance Health Services 0 Roper St Francis Hospital - Berkeley 125 Doughty Street 720 Charleston SC 29403 263710229 Healthcare (Future) SC 501(c)(3) Line 3 CareAlliance Health Services 0 Roper St Francis Physicians Network 125 Doughty Street 760 Charleston SC 29403 262946628 Healthcare SC 501(c)(3) Line 3 CareAlliance Health Services 0 Roper St Francis Foundation 125 Doughty Street 790 Charleston SC 29403 571068509 Supporting Org SC 501(c)(3) Line 11a, I CareAlliance Health Services 0 The Medical Society Of South Carolina 69-B Barre Street Charleston SC 29401 570288358 Supporting Org/Founding Member SC 501(c)(3) Line 11c, III-FI N/A 0 Lowcountry Surgery Center LLC (dba Roper St Francis Eye Surgery Center) 1483 Tobias Gadson Blvd 101 Charleston SC 29407 581693021 Ambulatory Surgery Center SC Roper Hospital Inc Related 88670 476358 0 1 0.57570 RSFH-ATI Physical Therapy LLC 125 Doughty St Ste 760 Charleston SC 29403 474797980 Physical Therapy SC N/A CareAlliance Medical Services Organization 225 Doughty Street Charleston SC 29403 571012837 Inactive SC N/A C 0 1 0 1 1 1 0 0 0 1 1 0 1 1 1 1 1 1 1 1 Lowcountry Surgery Center LLC A 108131 Cash Lowcountry Surgery Center LLC L 104138 Cash