2014-11-12T06:55:42-06:00 2013-12-31 560747981 DIXON HUGHES GOODMAN LLP 500 Ridgefield Court Asheville NC 28806 990 2013-01-01 570360499 Roper St Francis Mt Pleasant Hospital ROPE 8437891704 1483 Tobias Gadson Blvd No 101 Charleston SC 29407 Bret D Johnson SVP & CFO 8437891704 2014-11-12 1 Amy Bibby P00445891 8282542254 2013 2015-11-30 17:44:51Z David L Dunlap 1483 Tobias Gadson Blvd No 101 Charleston SC 29407 54518411 0 X www.rsfh.com X 2005 SC Operation of nonprofit hospital facility in Mt. Pleasant, South Carolina 13 7 270 30 0 0 484110 32098 48085137 53139505 7573 2999 979407 1321724 49556227 54496326 47236 57581 0 0 19327620 20052580 0 0 0 29352481 30033228 48727337 50143389 828890 4352937 136951464 129296563 156580029 144491219 -19628565 -15194656 X Healing all people with compassion, faith, and excellence. 0 0 43416742 57581 54260127 Roper St. Francis Mount Pleasant Hospital continues to grow as evidenced by the number of patients treated. In the three years it has been available to the community, the teammates and facilities have made a positive impact on east-of-the-Cooper communities. Continuously demonstrating Roper St. Francis Mount Pleasant Hospital's commitment to healing all people with faith, compassion and excellence, Roper St. Francis Mount Pleasant Hospital contributed $467,000 in community benefit in 2013. This benefit included charity care, unreimbursed Medicaid, and numerous sponsorships and community outreach programs (see Schedule H for additional details). In 2013, Mount Pleasant Hospital contributed 5,400 volunteer staff hours. The hospital also provided educational events such as free breast cancer screenings and sponsored community organizations which included assisting East Cooper Baptist Church, East Cooper Community Outreach and East Cooper Meals on Wheels. The hospital also offered free parenting classes to new parents and financial counseling for patients in need. For more information on how the healthcare system supports the Lowcountry community in Charitable Care and sponsorships, see Schedule H. 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. 43416742 1 1 0 0 0 0 0 0 0 0 1 0 0 0 1 1 0 1 0 0 0 0 0 0 0 0 1 1 0 0 1 0 0 0 0 0 0 0 1 0 1 0 0 0 1 0 0 0 1 0 0 270 1 0 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 0 SC X X The Finance Department 8437891704 1483 Tobias Gadson Blvd 101 Charleston SC 29407 John M Jordan Chair (See Sch O) 0.50 2.50 X 0 318568 29358 Stanley Wilson MD Vice Chair (As of July)(See Sch O) 0.50 49.50 X 0 599386 60448 W Blount Ellison MD Vice Chair (Thru June)(See Sch O) 0.50 2.50 X 0 167679 23800 Sister Anne Lutz Board Member 0.50 2.50 X 0 0 0 Richard Statuto Board Member 0.50 2.50 X 0 0 0 Joseph G Piemont Board Member 0.50 2.50 X 0 0 0 Perry Keith Waring Board Member (Thru June) 0.50 2.50 X 0 0 0 Brantley D Thomas PhD Board Member (Thru June) 0.50 2.50 X 0 0 0 Katherine Duffy PhD Board Member 0.50 2.50 X 0 0 0 Roberta Pinckney Board Member (As of July) 0.50 2.50 X 0 0 0 Shannon Honney MD Board Member (See Sch O) 0.50 49.50 X 0 222596 16167 Julius R Ivester MD Board Member 0.50 2.50 X 0 0 0 Alison E Dillon MD Board Member (See Sch O) 0.50 2.50 X 0 46595 0 Angress Walker Board Member 0.50 2.50 X 0 0 0 Mary Thornley Board Member (As of July) 0.50 2.50 X 0 0 0 Wills C Geils MD Board Member (As of July)(See Sch O) 0.50 2.50 X 20000 9930 0 David Dunlap President & CEO Of CAHS 1.00 49.00 X 0 927548 262908 Matthew J Severance CEO / Secretary 1.00 49.00 X 0 570058 197152 Steven D Shapiro MD CMO & VP Med. Affiars 1.00 49.00 X 0 637159 107134 Bret Johnson CFO & SVP / Treasurer 1.00 49.00 X 0 528020 183178 Allen Carroll SVP Operations 1.00 49.00 X 0 467456 155505 Douglas W Bowling CSO & VP 1.00 49.00 X 0 410398 138857 John Sullivan VP Operations 47.00 3.00 X 355386 0 177300 Gregory T Edwards VP & General Counsel 1.00 49.00 X 0 393731 127710 H Douglas Harrison VP Human Resources 1.00 49.00 X 0 338567 86512 Michael Taylor CIO & VP 1.00 49.00 X 0 353888 108246 Lisa Schafer Thru June VP Nursing/Sr. Nurse Exec RHI 1.00 49.00 X 0 148315 32988 Pennie Lynn Peralta VP Nursing/Sr. Nurse Exec SFX 1.00 49.00 X 0 205889 70087 Diana Topjian VP Nursing/Sr. Nurse Exec MPH 47.00 3.00 X 178568 0 57038 Mark Dickson VP Mission 1.00 49.00 X 0 161827 57556 Carolyn Donohue As of Sept VP Nursing/Sr. Nurse Exec RHI 1.00 49.00 X 0 68760 1249 Admiral James Flatley USN Ret MPH Board Chair 1.00 X 0 0 0 George Waters MPH Board Vice Chair 1.00 X 0 0 0 Peter DiNicola Dir of Plant Engineering 1.00 49.00 X 0 218291 18881 Wanda Brockmeyer Dir of Emergency Services 1.00 49.00 X 0 166976 20285 Maria Sample Dir of Perioperative Svc MPH 1.00 49.00 X 0 150635 19509 Joan Wherley Dir of Imaging Services 1.00 49.00 X 0 159752 15228 Robert Lowery MD Physician 1.00 49.00 X 12500 1263938 57789 John McCrosson MD Physician 1.00 49.00 X 5500 984117 60069 John Graham MD Physician 1.00 49.00 X 13000 969568 60573 Harry Rudolph MD Physician 1.00 49.00 X 14000 880249 36505 Blake Ohlson MD Physician 1.00 49.00 X 6000 878062 42370 Francis Wyckoff Jr Dir of Pharmacy, Former Key Emp. 1.00 49.00 X 0 193820 28992 Stephanie Tucker Dir of Property Mgmt, Former Key Emp. 1.00 49.00 X 0 178589 20922 604954 12620367 2274316 36 1 1 1 Roper Emergency Physicians 639 McCutchen Street Charleston SC 29412 Physician Fees 1714244 Anesthesia Associates of Charleston PO Box 22206 Charleston SC 29413 Anesthesia Services 1315421 Cogdell Spencer Advisors LLC 125 Doughty St STE 620 Charleston SC 29403 Property Management 1236258 Morrison Management Specialists PO Box 102289 Atlanta GA 30368 Management Fees 369892 Angelica Textile Services PO Box 535122 Atlanta GA 30353 Linen Rental 208577 10 32098 19550 32098 Net Patient Service Revenue 624100 53139505 53139505 53139505 1243 1243 1756 0 1756 1756 1756 47871 22085 25786 25786 Incentive Payments 900099 1120622 1120622 Cafeteria Revenue 722210 140154 140154 Miscellaneous Revenue 900099 35162 35162 1295938 54496326 54260127 0 204101 X 57581 57581 553954 20000 533954 16211644 12558314 3653330 399569 309525 90044 1810179 1404899 405280 1077234 834477 242757 886395 453065 433330 86047 86047 28613 28613 4100605 3808628 291977 314897 211375 103522 2563153 1985862 577291 41532 41532 2379716 2308215 71501 29580 29580 68597 68597 8130260 8130260 175387 136849 38538 Medical Supplies 6525927 6525927 Bad Debt Expense 3371745 3371745 DSH Taxes 1157887 1157887 Miscellaneous Expenses 172887 142133 30754 50143389 43416742 6726647 0 725 639 6194650 6977893 1075467 1083275 200840 155840 145677778 25805058 127687553 119872720 1792229 1206196 136951464 129296563 89740 104319 275919 294468 156214370 144092432 156580029 144491219 X -19628565 -15194656 -19628565 -15194656 136951464 129296563 X 4352937 80972 X X 0 1 X 1 0 X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED 15467846 15467846 101732945 14331456 87401489 2935894 884275 2051619 25515635 10589327 14926308 25458 25458 119872720 Due to Affiliates 142631857 Third Party Reserves 1460575 144092432 X Part X, Line 2: Roper St. Francis Mt. Pleasant 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. 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, 2013 and 2012, and does not expect that unrecognized tax benefits will materially increase within the next 12 months. Tax years 2010 through 2012 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 3555639 3107814 447825 0.00960 2404310 2658882 -254572 0.00000 5959949 5766696 193253 0.00960 45084 45084 0.00100 152716 152716 0.00330 102419 32744 69675 0.00150 300219 32744 267475 0.00580 6260168 5799440 460728 0.01540 6288 6288 0.00010 6288 6288 0.00010 0 3371745 1348698 7696186 11876947 -4180761 X 1 1 1 1 Roper StFrancis Mt Pleasant Hospital 3500 Highway 17 North Mt Pleasant SC 29466 X X X Roper St Francis Mt Pleasant Hospital 1 1 X X X X X X X 13 1 1 1 X www.rsfh.com X X X X X 1 0 1 1 299.000000000000 1 399.000000000000 1 X X X X X 1 1 X X X X 1 0 1 X 0 0 Roper St. Francis Mt. Pleasant Hospital Part V, Section B, Line 3: 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 St. Francis Mt. Pleasant Hospital Part V, Section B, Line 4: Roper Hospital and Bon Secours-St.Francis Xavier Hospital Roper St. Francis Mt. Pleasant Hospital Part V, Section B, Line 10: 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. Roper St. Francis Mt. Pleasant Hospital Part V, Section B, Line 11: 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. Roper St. Francis Mt. Pleasant Hospital Part V, Section B, Line 12i: In addition to using the Federal Poverty Guidelines to determine free and discounted care (see Part I, lines 3a and 3b), the hospital offers a 35% discount to all uninsured patients regardless of income. A 10% prompt payment discount is also offered to all self-pay patients who pay their balance at one time. Medical indigency adjustments are available to those that meet the established guidelines. Roper St. Francis Mt. Pleasant Hospital Part V, Section B, Line 14g: The patient handbook provided with registration references the policy and includes contact information for patients who need assistance. Roper St. Francis Mt. Pleasant Hospital Part V, Section B, Line 20d: 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. 2 Mount Pleasant Hospital Breast Care 3510 Highway 17 N Ste 205 Mt Pleasant SC 29466 Bone Density, Mammography, Breast Ultrasound Mount Pleasant Hospital Imaging 3510 Highway 17 N Ste 140 Mt Pleasant SC 29466 X-Ray 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 2013 Schedule H instructions was used to compute a cost-to-charges ration 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 $3,371,745. Part I, line 7(e): Advantage programs - $ 2,191 Community calendars and newsletters - 878 Enrollment assistance in public programs - 887 Families for a Healthy Heart Program - 1,999 Health education and lectures by staff - 131 Health fairs and career days - 875 House calls magazine - 26,334 Young Stroke Survivors support group - 7 Community Benefit program oversight costs - 8,757 CHNA - 3,025 Total to Line 7(e), col (e) - 45,084 Part II, Community Building Activities: In 2013, the Hospital performed the following activities to build up the community.1. Habitat for Humanity2. Participation in economic development council and chamber of commerce on issues impacting the community's health and safety.3. Collaborative partnerships with community groups to improve economic stability of the community. Part III, Line 3: 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 Mt. Pleasant 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 $1,268,983. 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 accounts receivable 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: 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 consists of Charleston, Berkeley, and Dorchester counties, and includes the major municipalities of Charleston, North Charleston, Mount Pleasant, and Summerville. Approximately 703,000 residents live within the primary service area, based on Nielsen Claritas estimates for 2013. Population in the primary service area is projected to grow 8.1% between 2013 and 2018 based on Nielsen Claritas projections. In 2013, 14% of households within the primary service area had income less than $15K, 12% had income between $15K and $25K, 26% had income between $25K and $50K, 18% between $50K and $75K, 12% between $75K and $100K, and 18% above $100K compared to the national rates of 14%, 12%, 25%, 18%, 12%, and 19%, respectively. Within the primary service area, poverty continues to be an issue. According to the US Census Bureau's 2010 Small Area Health Insurance Estimates (SAHIE), an estimated 108,943 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 April 2012 to April 2013, the unemployment rate in the primary service area decreased from 7.1% to 5.9%. This is a lower unemployment rate than the national average, which was 7.7% in April 2012 declining to 7.1% in April 2013.The secondary service area includes Colleton, Orangeburg, Georgetown, Hampton, Beaufort, Williamsburg, and Horry counties. In addition to the system's facilities, there are three other non-military hospitals in the primary service area. Part VI, Line 5: 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. In keeping with our mission of healing all people with compassion, faith, and excellence, Roper St. Francis Healthcare (RSFH) 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.RSFH 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. RSFH extends medical staff privileges to all qualified physicians in the area for most of our departments.Surplus funds are returned to our community through the development of new facilities to serve population growth, the expansion or 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. 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 St. Francis Mount Pleasant Hospital, an acute care hospital with 85 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 St. Francis Mt. Pleasant Hospital. Part VI, Line 7, Reports Filed With States SC X X X X 0 1 0 0 0 1 1 1 0 John M Jordan Chair (See Sch O) 0 278568 0 40000 0 0 0 15298 0 14060 0 347926 0 0 Stanley Wilson MD Vice Chair (As of July)(See Sch O) 0 403272 0 192395 0 3719 0 30298 0 30150 0 659834 0 0 W Blount Ellison MD Vice Chair (Thru June)(See Sch O) 0 0 0 0 0 167679 0 23800 0 0 0 191479 0 0 Shannon Honney MD Board Member (See Sch O) 0 158525 0 62250 0 1821 0 7798 0 8369 0 238763 0 0 David Dunlap President & CEO Of CAHS 0 564253 0 243585 0 119710 0 239566 0 23342 0 1190456 0 147469 Matthew J Severance CEO / Secretary 0 404868 0 158411 0 6779 0 161638 0 35514 0 767210 0 80348 Steven D Shapiro MD CMO & VP Med. Affiars 0 365522 0 132182 0 139455 0 94178 0 12956 0 744293 0 164373 Bret Johnson CFO & SVP / Treasurer 0 318383 0 126517 0 83120 0 153397 0 29781 0 711198 0 113869 Allen Carroll SVP Operations 0 336173 0 130327 0 956 0 135518 0 19987 0 622961 0 61013 Douglas W Bowling CSO & VP 0 298362 0 107128 0 4908 0 116358 0 22499 0 549255 0 45559 John Sullivan VP Operations 221976 0 100766 0 32644 0 154217 0 23083 0 532686 0 41128 0 Gregory T Edwards VP & General Counsel 0 289786 0 98139 0 5806 0 98514 0 29196 0 521441 0 40386 H Douglas Harrison VP Human Resources 0 241994 0 66916 0 29657 0 75118 0 11394 0 425079 0 16069 Michael Taylor CIO & VP 0 258079 0 80422 0 15387 0 93278 0 14968 0 462134 0 22217 Lisa Schafer Thru June VP Nursing/Sr. Nurse Exec RHI 0 101288 0 43025 0 4002 0 27298 0 5690 0 181303 0 10266 Pennie Lynn Peralta VP Nursing/Sr. Nurse Exec SFX 0 163499 0 42003 0 387 0 51703 0 18384 0 275976 0 14215 Diana Topjian VP Nursing/Sr. Nurse Exec MPH 145862 0 32158 0 548 0 38240 0 18798 0 235606 0 0 0 Mark Dickson VP Mission 0 133914 0 25182 0 2731 0 29926 0 27630 0 219383 0 0 Peter DiNicola Dir of Plant Engineering 0 192390 0 21764 0 4137 0 13742 0 5139 0 237172 0 0 Wanda Brockmeyer Dir of Emergency Services 0 143758 0 13694 0 9524 0 9710 0 10575 0 187261 0 0 Maria Sample Dir of Perioperative Svc MPH 0 135919 0 12476 0 2240 0 7530 0 11979 0 170144 0 0 Joan Wherley Dir of Imaging Services 0 139734 0 17209 0 2809 0 6889 0 8339 0 174980 0 0 Robert Lowery MD Physician 12500 757012 0 499340 0 7586 0 30298 0 27491 12500 1321727 0 0 John McCrosson MD Physician 5500 873023 0 108033 0 3061 0 31298 0 28771 5500 1044186 0 0 John Graham MD Physician 13000 870269 0 89236 0 10063 0 30298 0 30275 13000 1030141 0 0 Harry Rudolph MD Physician 14000 640356 0 232158 0 7735 0 12798 0 23707 14000 916754 0 0 Blake Ohlson MD Physician 6000 771022 0 100742 0 6298 0 12798 0 29572 6000 920432 0 0 Francis Wyckoff Jr Dir of Pharmacy, Former Key Emp. 0 169277 0 20749 0 3794 0 16965 0 12027 0 222812 0 0 Stephanie Tucker Dir of Property Mgmt, Former Key Emp 0 155855 0 18643 0 4091 0 10416 0 10506 0 199511 0 0 Part I, Line 4b The Vice Presidents, CFO, and CEO participate in the 457(f) Plan. The vesting period changed from 3 to 5 years in 2013, so not all Vice Presidents received payouts in 2013. The following participants received compensation through a 457(f) Plan: Steven Shapiro - 138,861 (from a related organization) Howard Harrison - 14,400 (from a related organization) Bret Johnson - 77,448 (from a related organization) David Dunlap - 65,893 (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 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. Anesthesia Associates of Charleston The President of this organization is Board Member Dr. Julius Invester 1438816 Provision of anesthesia services 0 X 1 19550 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. (BHSHI) 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 2013 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 IX, Line 1, Grants and Assistance: 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 for 2013 have been listed on CareAlliance Health Service's Form 990. Form 990, Part XI, line 9: Funds released for capital 10,000. Pension and benefits expense allocation from CAHS 80,972. Capital and support from Foundation -10,000. Form 990, Part XII, Line 2C: The process has not changed from the prior year. 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. John M. Jordan was compensated by the Medical Society of South Carolina for services as Chief Executive Officer. Stanley Wilson was compensated for medical services rendered to a related organization. W. Blount Ellison was compensated for medical services rendered to a related organization. Shannon Honney was compensated for medical services rendered to a related organization. Alison E. Dillon was compensated for medical services rendered to a related organization. Wills C. Geils was compensated for medical services rendered to the organization and a related organization. Form 990, Part III: Creating Life Changing Moments in our Community The Roper St. Francis 2013 Community Benefit Report Dear Friends, At Roper St. Francis, we believe every moment matters. Each moment of providing excellent care, each smile amongst teammates and every moment spent giving back to our community. Moments of giving back can be found throughout our organization. It's the financial counselor going to a patient's home to help them enroll in Medicaid. It's the energized team of walkers at the Heart Walk coming together to raise awareness and dollars. And it's the nurse donating her own time to help the uninsured at the Barrier Island Free Clinic. In 2013, we gave over $50 million in community benefit. This number represents millions of small moments combined to make an enormous impact on our community. I hope you find the moments of giving detailed in this report as inspiring as I do. Sincerely, David L. Dunlap, FACHE President and Chief Executive Officer * Roper St. Francis uses the Voluntary Hospital Association /Catholic Health Association's standardized community benefit valuation methodology. Form 990, Part III: Our Community Benefit $35,107,560 Charity Care at Cost $6,040,677 Unreimbursed Medicaid Cost $8,475,021 Community Outreach Programs $515,347 Community Investment $50,138,605 Total Community Benefit Expense 6.6% of Roper St. Francis' Net Operating Revenue goes towards Community Benefit A Teaching Moment We believe that feeling good helps you live every moment to the fullest, that's why we at Roper St. Francis are passionate about reaching out beyond the walls of our facilities to support our communities' health. In 2013, we provided 89,262 hours of staff time in support of wellness initiatives that directly touched 107,277 of our neighbors. This includes participating in over 100 community healthfairs. A Moment to Give Back Sponsorships Monetary contributions, volunteering our time and donating equipment are among the many ways we support community organizations and events that are consistent with our mission. In 2013, we provided $515,347 in sponsorships. Trident United Way In 2013, Roper St. Francis employees showed their enormous commitment to our Lowcounty community and donated $370,533 to the Trident United Way. American Heart Association's Heart Walk We walk the walk! Roper St. Francis employees raised $21,600 for the American Heart Association's Heart Walk. A Moment to Serve Barrier Island Free Clinic Roper St. Francis helps serve hundreds of uninsured people via our partnership with the Barrier Island Free Medical Clinic. In 2013, we provided financial support along with free lab and imaging tests. In addition, several of our nurses and doctors volunteer their time at the clinic. Crisis Ministries We create moments of wellness and fellowship through our partnership with Crisis Ministries a place where people can receive a meal, a bed and access to a health clinic. Roper St. Francis sponsors an on-site nurse and makes regular donations of medical equipment, lab tests and medication. We are also supporting the creation of the new health clinic that will open in 2014. East Cooper Community Outreach Roper St. Francis' sponsorship dollars and support helps East Cooper Community Outreach provide case management services, medication assistance and healthcare. Our Lady of Mercy Community Outreach Center Welcoming a new baby into the world is one of life's greatest moments. Roper St. Francis proudly partners with Our Lady of Mercy Community Outreach Center to provide prenatal and wellness care to women in need. A Moment for Advocacy Medicaid Expansion A large part of our mission is providing care to the poor. The Affordable Care Act gives states the option to accept federal funding to expand Medicaid and provide healthcare coverage to many more people. We believe the acceptance of federal funding available for Medicaid expansion is the moral and right thing to do. Mission Days Lowcountry In August of 2013, hundreds of our teammates volunteered at a two day medical clinic for the uninsured. Organized by the South Carolina Hospital Association, and with all local hospitals working together, one thousand people were seen and given primary medical care. Those attending were also put in touch with Tricounty Access Health and other local agencies for follow-up and ongoing care. Community Health Needs Assessment Throughout 2013, Roper St. Francis completed a Needs Assessment for the Tricounty area, utilizing public health data, surveys and focus groups. The assessment identified strategic priorities for our system and an implementation plan was created to address those needs. The six highlighted areas within our scope of care and planning are: Access to Services and Coverage for the Uninsured and Underinsured Access to Mental Health Services Infant Mortality and Maternal and Child Health Prevention Wellness Outreach High Prevalence of Chronic Disease Coordination of Care Across Settings A Moment for Recovery The Roper Rehabilitation Hospital is a 52-bed unique hospital within Roper Hospital that is dedicated to rehabilitation and functional recovery. Our excellent team is committed to making every moment of our patients' recovery matter. For generations, Roper St. Francis has been trusted with the health of our community. We understand the importance of your health and that of those you love - it's at the center of everything we do. It's why every moment matters. Why every second saved in the ER is crucial, why every bedside minute gets our full attention, why every moment spent learning about wellness and prevention is time well-spent. We believe that smiles can change lives. We believe in the power of caring. We believe it is the muscle behind medicine and the reason for hope. We believe in the power of community, of reaching out, of extending care and generosity to those who need it most. We believe that every moment matters. CareAlliance Health Services 1483 Tobias Gadson Blvd 101 Charleston SC 29407 570831165 Healthcare SC 501(c)(3) Line 3 N/A 0 Roper Hospital Inc 1483 Tobias Gadson Blvd 101 Charleston SC 29407 570828733 Healthcare SC 501(c)(3) Line 3 CareAlliance Health Services 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 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 N/A CareAlliance Medical Services Organization 225 Doughty Street Charleston SC 29403 571012837 Inactive SC N/A C 0 0 0 1 1 1 0 0 0 1 1 1 1 1 1 1 1 1 0 0