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      <OtherRevenueMisc>
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      <TravelEntrtnmntPublicOfficials>
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        <ProgramServices>89224</ProgramServices>
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      <OtherExpenses>
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        <ProgramServices>2076563</ProgramServices>
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      <OtherExpenses>
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        <ManagementAndGeneral>61507</ManagementAndGeneral>
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      <TotalDirectLobbying />
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      <TotalExemptPurposeExpenditures />
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      <RalliesDemonstrations>true</RalliesDemonstrations>
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      <OtherActivities>false</OtherActivities>
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        <Identifier>SCHEDULE C SUPPLEMENTAL INFORMATION</Identifier>
        <ReturnReference>SCHEDULE C, PART II-B</ReturnReference>
        <Explanation>OHA - OHIO HOSPITAL ASSOCIATION DUES: 51,244 % ALLOC. TO LOBBYING: 5.00% LOBBYING EXPENSE: 2,562 OCHA - OHIO CHILDREN'S HOSPITAL ASSOCIATION DUES: 160,426 % ALLOC. TO LOBBYING: 85.00% LOBBYING EXPENSE: 136,362 NACH DUES: 22,429 % ALLOC, TO LOBBYING: 7.92% LOBBYING EXPENSE: 1,776 NACHRI - NATIONAL ASSOCIATION OF CHILDREN'S HOSPITALS AND RELATED ORGANIZATIONS DUES: 45,539 % ALLOC. TO LOBBYING: 0.00% LOBBYING EXPENSE: 0 NATIONAL ASSOCIATION OF CHILDREN'S HOSPITALS DUES: 21,772 % ALLOC. TO LOBBYING: 11.32% LOBBYING EXPENSE: 2,465 CONSULTING EXPENSES LOBBYING EXPENSE: 26,628 PRINTING &amp; SUPPLIES LOBBYING EXPENSE: 450 MANAGEMENT TIME LOBBYING EXPENSE: 13,394 TOTAL LINE 1J: 183,637</Explanation>
      </Form990ScheduleCPartIV>
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        <AdministrativeExpenses>0</AdministrativeExpenses>
        <EndOfYearBalance>71668979</EndOfYearBalance>
      </CurrentYearMinus2Years>
      <BoardDesignatedEOYBalance>1.00000</BoardDesignatedEOYBalance>
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      <TermEndowmentEOYBalance>0.00000</TermEndowmentEOYBalance>
      <EndowmentsHeldByUnrelatedOrgs>false</EndowmentsHeldByUnrelatedOrgs>
      <EndowmentsHeldByRelatedOrgs>true</EndowmentsHeldByRelatedOrgs>
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        <Explanation>DAYTON CHILDREN'S DID INCLUDE $14,360,466 OF PHYSICIAN CLINIC COSTS IN THE SUBSIDIZED HEALTH SERVICES CATEGORY. PART I. LINE 7 THE FOLLOWING COSTING METHODOLOGIES WERE USED IN PREPARATION OF SCHEDULE H PART I, LINE 7: -CHARITY CARE AT COST WAS CALCULATED USING THE COST TO CHARGE RATIO DERIVED FROM WORKSHEET 2, RATIO OF PATIENT COST-TO-CHARGES. -UNREIMBURSED MEDICAID WAS CALCULATED USING THE COST TO CHARGE RATIO DERIVED FROM WORKSHEET 2, RATIO OF PATIENT COST-TO-CHARGES. -COMMUNITY HEALTH IMPROVEMENT SERVICES WERE VALUED AT THE ACTUAL CASH COSTS, INCLUDING DIRECTLY ASSIGNABLE PAYROLL COSTS, RELATED TO THESE ACTIVITIES. NO OVERHEAD ALLOCATION WAS CHARGED TO ANY AMOUNT INCLUDED IN THIS COMPUTATION. -HEALTH PROFESSIONS EDUCATION COSTS WERE DETERMINED USING THE FACILITY'S MEDICARE COST REPORTED, SUPPLEMENTED BY THE ACTUAL CASH COSTS, INCLUDING DIRECTLY ASSIGNABLE PAYROLL COSTS, RELATED TO THESE ACTIVITIES. -SUBSIDIZED HEALTH SERVICES COSTS WERE DETERMINED USING THE FACILITY'S INTERNAL COST ACCOUNTING SYSTEM. THE COST OF THESE SERVICES INCLUDES DIRECT COSTS ATTRIBUTABLE TO HEALTH SERVICES OPERATIONS, TOGETHER WITH AN ALLOCATION OF FACILITY DIRECT AND INDIRECT OVERHEAD USING A COST FINDING METHODOLOGY PATTERNED AFTER THE MEDICARE COST REPORT. -CASH AND IN KIND CONTRIBUTIONS WERE VALUED AT THE ACTUAL CASH COSTS, INCLUDING DIRECTLY ASSIGNABLE PAYROLL COSTS, RELATED TO THESE ACTIVITIES. NO OVERHEAD ALLOCATION WAS CHARGED TO ANY AMOUNT INCLUDED IN THIS COMPUTATION. PART III, LINE 4: THE COSTING METHODOLOGY USED IN PREPARATION OF BAD DEBT ATIRIBUTABLE TO PATIENT ACCOUNTS IS THE COST TO CHARGE RATIO DERIVED FROM WORKSHEET 2, RATIO OF PATIENT COST-TO-CHARGE. THE CHILDREN'S MEDICAL CENTER'S AUDITED FINANCIAL STATEMENTS DO NOT INCLUDE A FOOTNOTE DISCUSSING BAD DEBT EXPENSE. A PROVISION FOR BAD DEBT EXPENSE IS SHOWN ON THE PROFIT AND LOSS STATEMENT. THE CALCULATION OF BAD DEBT EXPENSE IS IN CONFORMITY WITH ACCOUNTING PRINCIPLES GENERALLY ACCEPTED IN THE UNITED STATES REQUIRING MANAGEMENT TO MAKE ESTIMATES AND ASSUMPTIONS BASED ON HISTORICAL DATA THAT AFFECT THE REPORTED AMOUNTS OF REVENUE AND EXPENSES DURING THE REPORTED PERIOD. LIKEWISE, AN ALLOWANCE FOR BAD DEBT IS SHOWN ON THE BALANCE SHEET UNDER THE SAME PRINCIPLE AFFECTING THE REPORTED AMOUNTS OF ASSETS AND LIABILITIES DURING THE REPORTED PERIOD. PART III, LINE 8: THE COSTS REPORTED FOR SERVICES PROVIDED TO MEDICARE PATIENTS COME FROM SCHEDULE E OF THE FACILITY'S COST REPORT AS FILED. SINCE DAYTON CHILDREN'S IS REIMBURSED FOR MEDICARE SERVICES UNDER A TEFRA METHODOLOGY, THERE IS NORMALLY NO SHORTFALL, AS ALLOWED COSTS AND PAYMENTS DUE ARE EQUAL. PART III, LINE 9B: THE HOSPITAL'S POLICIES ON BILLING AND COLLECTIONS ARE POSTED ON OUR WEBSITE UNDER THE "FINANCIAL MATTERS" TAB IT IS THE HOSPITAL'S POLICY TO PUBLICIZE THE AVAILABILITY OF FREE CARE, GOVERNMENT AND OTHER FINANCIAL ASSISTANCE PROGRAMS UP FRONT BEFORE SERVICES ARE PROVIDED THROUGH MEANS SUCH AS ONSITE FINANCIAL COUNSELORS AND BROCHURES PROVIDED IN THE REGISTRATION AREAS, AND THE WEBSITE. EACH OF THESE AVENUES OF COMMUNICATION INCLUDES DETAILED INSTRUCTIONS ON HOW PATIENTS AND FAMILIES MAY APPLY FOR ASSISTANCE. THE HOSPITAL'S POLICIES ON BILLING AND COLLECTIONS SPECIFY WHEN COLLECTION ACTION MAY BE TAKEN AND MAKES IT CLEAR THAT THESE MEASURES WILL ONLY OCCUR AFTER DAYTON CHILDREN'S HAS MADE REASONABLE EFFORTS TO CONTACT A FAMILY ABOUT ITS BILL AND THE AVAILABILITY OF FINANCIAL ASSISTANCE PROGRAMS. THESE PRACTICES APPLY TO ALL PATIENTS IN GENERAL, NOT ONLY PATIENTS WHO MIGHT BE ELIGIBLE FOR FINANCIAL ASSISTANCE. IN ADDITION, PATIENTS ARE INFORMED OF THE AVAILABILTY OF FINANCIAL ASSISTANCE PROGRAMS THROUGH SIGNS DISPLAYED IN REGISTRATION AREAS AND THROUGH MESSAGES APPEARING ON BILLING STATEMENTS MAILED BY THE HOSPITAL. FINALLY, THE HOSPITAL EMPLOYS ON SITE FINANCIAL COUNSELORS, WHO CONTACT PATIENTS WITHOUT COVERAGE TO DISCUSS THEIR ELIGIBILITY FOR FINANCIAL ASSISTANCE PROGRAMS VIA PHONE OR THROUGH FACE TO FACE INTERVIEWS. THESE FINANCIAL COUNSELORS WILL ASSIST FAMILIES IN APPLYING FOR FINANCIAL ASSISTANCE PROGRAMS IF DESIRED. PART V: DAYTON CHILDREN'S HAS 7 HEALTH CARE FACILITIES OTHER THAN THOSE REQUIRED TO BE LICENSED, REGISTERED, OR SIMILARLY RECOGNIZED AS A HEALTH CARE FACILITY UNDER STATE LAW. WE HAVE 4 TESTING CENTERS, 2 OFFSITE CLINICS, AND 1 URGENT CARE CENTER(50% OWNED). #2. Needs Assessment Describe how the organization assesses the health care needs of the communities it serves. Improving the health status of children is a key component of The Children's Medical Center of Dayton's mission. To help develop meaningful strategies in this area, Dayton Children's evaluates the status of our region's pediatric health through a regional pediatric health assessment conducted every three years. The first assessment was conducted in 2002, the second in 2005, third in 2008. Our fourth and current assessment was completed in March 2011. We worked with Schwartz Consulting Partners and community health advocates including the Wright State School of Medicine, CareSource, ReadySetSoar and Public Health Dayton &amp; Montgomery County to develop the questionnaire. The survey was administered online through telephone. Note: Previous waves of the assessment have been conducted exclusively using random telephone interviewing. However in recent years the proportion of families who rely exclusively on mobile phones has increased dramatically, leading to declines in telephone survey responses, especially among parents of young children. This has led health and epidemiological organizations such as the National Center for Health Statistics to recommend mixed online and telephone sampling methods. The combination of online and telephone sampling methods coupled with demographic weighting allowed this study to come within one or two percentage points of the most recent census figures for key demographic statistics for the Miami Valley area (based on 2009 U.S. Census results for 13 counties served by Dayton Children's ). The hospital uses the insight from the assessment to learn more about the health status of the region's children, to determine a course of action to meet their needs and improve children's quality of life and give children a voice regarding their health and safety. Our 2011 study reveals three areas requiring greater attention: 1. Managing colds and flu 2. Dealing with diet and nutrition/Childhood obesity, and 3. Preventing Injuries and improving safety. These areas suggest a focus for the region's pediatric health agenda for the coming years, particularly in areas where we are able to prevent the preventable. These findings are used to plan much of our community health and outreach programming. Because the survey is very robust and one of the few assessments that directly addresses children's health needs and parent perceptions in our community, Dayton Children's shares the data with community leaders and potential partners so that additional programming can be developed throughout our region. The assessment is intended to provide community health advocates with a guide to the health issues impacting the region's children and suggest some areas of focus for future programming and education beyond the walls of Dayton Children's. Dayton Children's also works with partners such as local health departments and child-serving organizations to gain additional information regarding these needs to create comprehensive action plans. Using data from the Regional Pediatric Health Assessment, our injury database, input from our pediatric experts, other local and national studies, Dayton Children's sets a robust agenda of injury prevention, health promotion and advocacy to address the health care needs facing our region's children. #4: Community information: Describe the community the organization serves, taking into account the geographic area and demographic constituents it serves The Children's Medical Center of Dayton (Dayton Children's) is located in Old North Dayton, northeast of downtown Dayton and the urban core, in Montgomery County in southwestern Ohio. The hospital's roots can be traced back to 1919, when philanthropist and activist Anna Barney Gorman planned a North Dayton community center to offer health services, education and recreation. The Barney Community Center later developed into the Barney Convalescent Hospital, which cared for polio victims. In 1967 a full-service children's hospital, The Barney Children's Medical Center, opened, and in 1970 the name was changed to The Children's Medical Center of Dayton. Dayton Children's now serves 20 Ohio counties, including the primary (Clark, Greene, Miami and Montgomery counties), the northern (Allen, Auglaize and Shelby counties), and the southern (parts of Butler and Warren counties) service areas and our secondary service area including Preble, Darke, Mercer, Van Wert, Clinton, Madison, Hancock, Hardin, Logan, Fayette, Champaign and Wayne County, Indiana. Our service area spans 9,000 squ</Explanation>
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        <Identifier>SUPPLEMENTAL INFORMATION</Identifier>
        <ReturnReference>PART I, LINE 1A</ReturnReference>
        <Explanation>DAVID KINSAUL ($2,563), GREG RAMEY ($790), DAVID MILLER ($755), AND THOMAS MURPHY ($283) DID RECEIVE SPOUSE TRAVEL BENEFITS AND THEY WERE TAXED ON THIS BENEFIT. DAVID KINSAUL ($1,764) AND DAVID MILLER ($1,596) DID RECEIVE SOCIAL CLUB BENEFITS. THEY WERE NOT TAXED ON THESE BENEFITS AS THE MEMBERSHIP IS FOR BUSINESS. PART I, QUESTION 4A DUKE HADDAD JR. RECEIVED A SEVERANCE PAYMENT OF 76,502. PART I, QUESTION 4B PARTICIPANTS IN A SUPPLEMENTAL NONQUALIFIED RETIREMENT PLAN AND THE INCREASE IN ACTUARIAL VALUE: DAVID KINSAUL $264,829 DAVID MILLER $ 9,395 THOMAS MURPHY $166,565 GREGORY RAMEY $ 22,681 VICKI GIAMBRONE $ 9,034 MATHEW GRAYBILL $ 11,622 RENAE PHILLIPS $ 1,645 LIAS COFFEY $ 6,417</Explanation>
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        <Explanation>ALL STOCK DONATIONS ARE TRANSFERRED TO EITHER MORGAN STANLEY/SMITH BARNEY OR CHILDREN'S MEDICAL CENTER KEY BANK TRUST ACCOUNT TO SELL STOCK. MORGAN STANLEY/SMITH BARNEY SENDS CHECK FOR CASH RECEIVED TO CHILDREN'S. KEY BANK DIRECTLY DEPOSITS PROCEEDS INTO CHILDREN'S CHECKING ACCOUNT.</Explanation>
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        <ReturnReference>FORM 990, PART III, LINE 4A</ReturnReference>
        <Explanation>The Children's Medical Center is a pediatric hospital located in downtown Dayton, Ohio. The Medical Center and its staff are committed to serving as an advocate for the children and their families in the Miami Valley through a variety of different programs. It offers inpatient, outpatient and ancilliary services to the children in the surrounding 20 counties. Services are provided to patients without regard to their ability to pay. For the fiscal year ending June 30, 2011, the hospital's mix of patients was 51.7% Medicaid, 41.9% Commercial, 5.5% Other Government Programs and .9% Self Pay. The hospital provides a Level III neonatal nursery for premature newborns as well as critical care and general pediatric inpatient beds. A 24 hour emergency department is available to all children in the area. Some of the specialities offered at the hospital are neurosurgery, hematology/oncology, pulmonary, gastroenterology, neurology, developmental disorders, psychology, endocrinology, genetics, cardiology, and general surgery. Without Children's Medical Center, many children in the area would have to travel a good distance to receive these services. The Medical Center also offers a Pediatric Residency Program that trains new pediatricians who will care for the next generation of children. Children's also sponsors many community events where children's health and safety are promoted. Some statistics for the fiscal year ending June 30, 2011 are as follows: # of beds: 155, Inpatient days: 29,622, Admissions: 6,744, Average length of stay: 4.43 days. Average daily census: 81 Occupancy rate: 52%, Surgeries performed: 12,013, X-Ray studies: 66,319, Lab Test: 838,090, Respiratory therapy procedures: 173,447, Pharmacy doses dispensed: 3,434,353 cardiology procedures: 35,836 Neurology procedures: 3,492, Urgent care visits: 15,158, Emergency department visits: 68,380, Outpatient clinics: 73,340. Form 990, Part VI, Lines 11a The CFO reviews key disclosures with appropriate committees of the Board of Trustees. Then prior to filing, the Form 990 is electronically loaded to a secure website for the entire Board of Trustees to review. An email is sent to all members notifying them that the form is available for their review and that it will be filed on or before 05/15/12. Form 990, Part VI, Line 12c - Monitoring conflict of interest At the beginning of each meeting, the chairman of the board asks each member to identify and disclose any potential conflicts of interest based on the agenda or any changes in their business practice that might be relevant. If there are any conflicts, the member(s) recuse themselves and do not participate in the discussion and do not vote on the item. This then is noted in the minutes of that meeting. Board members annually agree to abide by written conflict of interest and confidentiality policies. Board members also work to represent and balance the interests of Children's Medical Center's many constituents. The board annually evaluates its own performance. Form 990, Part VI, line 15a &amp; 15b Compensation for the hospital's Chief Executive Officer (CEO) is set by an Executive Compensation Committee (the Committee) made up of three independent trustees who are also officers of the Board. This Committee also approves compensation levels, incentive plan payouts and executive benefits for each executive employed by the hospital. The Committee operates under a formal charter and keeps contemporaneous minutes of its proceedings. The Committee uses a total compensation philosophy to guide all decisions related to executive compensation at Dayton Children's Medical Center (DCMC), and as such determines and approves all aspects of the CEO's total compensation package, including benefits and expense allowances. These are detailed in a written employment agreement for the CEO. The Committee uses an outside consultant to conduct periodic reviews of the executive compensation levels of the organization versus those of similarly sized and situated organizations using published surveys. These survey results are used by the Committee in setting executive levels and the CEO's compensation in particular. The Committee follows a formal calendar of meetings and the chairman of the Committee reports to the Board of Trustees at least annually on the Committee's activities and on details of the CEO's compensation and benefits package. The Committee also reviews and approves disclosures related to executive compensation made as part of IRS Form 990. Part VI, line 19 - availability of financial statements, conflict of interest, organizing documents Children's Medical Center's conflict of interest policy is made available on our website. The financial statements and the organizing documents are made available as required by the extent of the law. Form 990, Part VII - Jeffery Adam MD is compensated by Children's Medical Center to perform the services of Medical Director for our Ears, Nose and Throat Clinic. - Jeffrey Christian MD works 40 hours per week for the subsidiary, Children's Care Group. -Robert Myers MD is compensated by Childrens Medical Center to perform services as the Chairman of the Professional Staff. - Arthur Pickoff MD is employed by Wright State University. Children's Medical Center contracts with Wright State University for Dr. Pickoff to provide services at Children's Medical Center as the Chairman of the Department of Pediatrics. -Elizabeth Ey MD is employed by Dayton Pediatric Imaging. Childrens Medical Center contracts with Dayton Pediatric Imaging for Dr. Ey to provide services at Childrens Medical Center as the Medical Director of Radiology. Schedule R, Part II, Column B Children's Homecare of Dayton - to provide pediatric healthcare in the home. Children's Medical Center Foundation - to accumulate funds to benefit for and to assist in its charitable missions. Form 990 Part XI Total Adjustment Unrealized gain on investment - 28,256,191 Transfer to Children's Medical Center Foundation - (6,491,983) Net assets released from restrictions used for purchase of property &amp; equipment - 956,889 Net assets released from restrictions -temporarily restricted net assets - (3,068,254) Change in pension benefit obligation and plan assets - 22,540,651 ------------ Total 42,193,494 ------------</Explanation>
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