2025-11-14T09:19:47+00:00 2024-12-31 991856619 GRANT THORNTON ADVISORS LLC 1000 WILSON BOULEVARD SUITE 1500 ARLINGTON VA 22209 990 2024-01-01 263710229 Roper St Francis Hospital - Berkeley Inc ROPE 8438871810 100 Callen Boulevard Summerville SC 29486 Scott Schitter VP of Tax 8438871810 2025-11-14 true true MARY TORRETTA P00847851 7038477500 2025-11-14 2024 2025-03-06 01:10:19Z Edward McKelvey 100 Callen Boulevard Summerville SC 29486 152118799 false X https://www.rsfh.com/berkeley-hospital/ X 2008 SC Operation of nonprofit hospital facility in Charleston, SC. 13 3 522 94 317519 0 33077 1492382 135367042 150467538 1871 546 168647 158333 135570637 152118799 8821 0 39899020 45438293 0 0 64328171 69141922 104227191 114589036 31343446 37529763 163950536 281903050 7142619 11823960 156807917 270079090 Healing all people with compassion, faith, and excellence. false false 98583619 8821 150150019 Roper St. Francis Hospital - Berkeley is an affiliate of Roper St. Francis Healthcare. Roper St. Francis Hospital - Berkeley is a full-service hospital with a wide range of services, including a 24-hour emergency department, intensive care unit, oncology, infusion center, a mother and baby unit, imaging and on-site lab, orthopaedics and rehabilitation services, surgical services including robotics, and specialty services such as cardiology, endoscopy and urology. Roper St. Francis Hospital - Berkeley has an expert team dedicated to our mission of healing all people with compassion, faith and excellence. In 2024, Roper St. Francis Hospital - Berkeley contributed $3.98 million in community benefit. 98583619 true true false false false false false false false false true false false false true true false true false false false false false false false false true true false true true false false false false false false false false false false false false false false false true false false false false true 0 0 522 true true true false false false false false false false false false false false X 13 3 false false false false true true true true true false false false true true true true true true true true false false SC X The Finance Department 5139524999 4600 McAuley Place Ste 100 Blue Ash OH 45242 Edward McKelvey Board Chair 0.5 3.0 X X 0 0 0 Scott Woodfield MD Board Vice Chair, RSFPP Physician 0.5 49.5 X X 0 1167520 56060 Brian Yanofchick Board Member, Chief Sponsorship Officer-BSMH 0.5 54.5 X 0 716610 23245 Charles Ford Rivers III Board Member 0.5 3.5 X 0 0 0 Cheryl Dalton-Norman Board Member (Beg 05/2024), President - Conduit Health Partners 0.5 54.5 X 0 580510 39737 Eric Smith Board Member (Beg 05/2024), CFO Ambulatory Finance - BSMH 0.5 54.5 X 0 854751 156887 Henry West MD Board Member (Beg 01/24), Surgeon - RSFPP 0.5 49.5 X 0 548163 42490 John Spratt MD Board Member, Physician 0.5 49.5 X 0 891404 59408 JOSEPH GAGE JR JD Board Member, BSMH Chief HR Officer 0.5 54.5 X 0 1480052 298294 Karen Wrighten Board Member 0.5 3.0 X 0 0 0 Kay W Phillips PhD Board Member (End 05/24) 0.5 3.0 X 0 0 0 Michael Lutes Board Member (Beg 05/2024), Richmond Market President - BSMH 0.5 54.5 X 0 1113136 320047 Roberta Pinckney Board Member (End 05/24) 0.5 3.0 X 0 0 0 Susan Datta MD Board Member (End 12/24), Internist - RSFPP 0.5 49.5 X 0 415338 17475 Wael Haidar MD Board Member, BSMH CHIEF CLINICAL OFFICER 0.5 54.5 X 0 1988113 551052 Brad Grosteffon Interim CFO/Treasurer (End 08/24) 1.0 49.0 X 0 519231 65548 Joseph DeLeon President/CEO RSFH (Beg 08/24) 1.0 49.0 X 0 532392 70055 Kevin Hoak SVP AND COO (End 04/24) 1.0 49.0 X 0 964758 27446 Megan Baker MD Interim President/CEO (End 08/24); SVP & COO (Beg 08/24) 1.0 49.0 X 0 901811 78516 Rebecca Tucker CFO/Treasurer (Beg 08/24) 1.0 49.0 X 0 234228 27846 Troy Powell Regional President - RH/BH & VP Continuing Care 8.0 42.0 X 0 518180 91057 Jennifer Crawford Chief Nursing Officer 50.0 0 X 237496 0 31112 Mitchell Siegan MD VP CMO - Acute Care 10.0 40.0 X 0 710621 111978 Patrick Bosse Chief Administrative Officer 50.0 0.0 X 323795 0 28119 Doug Hammond Manager Pharmacy 50.0 0 X 227412 0 24524 Josh McCormack Diagnostic Imaging 50.0 0 X 141902 0 25492 Mary Gaspar Pharmacist 50.0 0 X 186470 0 13982 Michelle Stephens Clinical Manager 50.0 0 X 142305 0 44141 Paul Shaheen Physicist 50.0 0 X 241192 0 33929 Brian Cuddy MD Former Chairperson, Neurosurgeon - RSFPP 0.0 50.0 X 0 1129716 55882 Jeffrey DiLisi Former President/CEO RSFH 0.0 0.0 X 0 2056692 11719 Matthew Desmond Former Officer, VP Ops Acute Care 0.0 50.0 X 0 552522 90242 1500572 17875748 2396283 49 true true false 0 15660 1458322 18400 1492382 Net Patient Service Revenue 624100 150466698 150149179 317519 Payor Incentives 900099 840 840 0 0 0 0 150467538 546 546 0 0 0 0 Cafeteria and vending 722210 158294 158294 Medical Records 900099 39 39 0 0 0 0 158333 152118799 150150019 317519 158879 X 8821 8821 620522 523278 97244 35130318 28104254 7026064 1702428 1361942 340486 5371930 4297544 1074386 2613095 2090476 522619 370 370 38030662 33226334 4804328 0 1578 1262 316 2862428 2289942 572486 15791 12633 3158 1256227 1004982 251245 29748 23798 5950 3110 2488 622 84 84 5333600 4266880 1066720 310 248 62 Medical Supplies 14466845 14466845 DSH Taxes 5917670 5917670 Taxes - Sales & Use 1104796 883837 220959 Physician Recruiting 26692 26692 92011 73609 18402 0 114589036 98583619 16005417 0 350 350 7985817 11100721 0 0 0 0 444552 44056 1675654 1838087 469941 702462 292022065 27212515 150583912 264809550 0 0 28764 4298 2761546 3403526 163950536 281903050 3809618 4059365 391885 137994 0 0 2941116 7626601 7142619 11823960 X 156807917 270079090 156807917 270079090 163950536 281903050 X 37529763 75741410 X false true true true true X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED 18860000 18860000 114735951 9271198 105464753 3232347 879285 2353062 155138934 17041540 138097394 54833 20492 34341 264809550 Federal Income Taxes Other Misc Liabilities 4 Intercompany Notes Payable 7626597 7626601 X 0 0 0 0 0 0 0 0 0 0 0 0 Schedule D, Part X, Line 2 FIN 48 (ASC 740) footnote Schedule D, Part X, Line 2 requires that the organization provide the text of the footnote to the organization's financial statements that reports the organization's liability for uncertain tax positions under ASC 740. ASC 740 addresses the accounting for uncertainty in income taxes recognized in an entity's financial statements and prescribes a threshold of more-likely-than-not for recognition and derecognition of tax positions taken or expected to be taken in a tax return. The adoption of ASC 740 by Bon Secours Mercy Health, Inc. on September 1, 2007 did not have a material impact on BSMH's consolidated financial statements. As the organization does not conduct a separate audit of its financial statements, below is the related statement from the Bon Secours Mercy Health, Inc. consolidated audited financial statements: The Company and most of its subsidiaries (including certain joint venture entities) are exempt from federal income taxes under Section 501(c)(3) of the Internal Revenue Code of 1986, as amended. Their related income is exempt from federal income tax under Section 501(A). Some of the subsidiaries are taxable entities, and some of the income of the tax-exempt entities is subject to taxation as unrelated business taxable income. The Company and its subsidiaries file U.S. federal income tax returns, and they also file in various state and foreign jurisdictions. The Company accounts for uncertain tax positions in accordance with ASC Topic 740, Income Taxes. The Company accounts for uncertainty in income tax positions by applying a recognition threshold and measurement attribute for financial statement recognition and measurement of a tax position taken or expected to be taken in a tax return. The Company has determined that no significant unrecognized tax benefits or liabilities exist for the years ended December 31, 2024 and 2023. true true X true X true X 3767915 3767915 0.03288 19347943 19347943 0 0.0 0 0.0 0 0 23115858 19347943 3767915 0.03288 145430 145430 0.00127 15866 15866 0.00014 0 0.0 0 0.0 54416 54416 0.00047 0 0 215712 0 215712 0.00188 0 0 23331570 19347943 3983627 0.03476 0 0.0 0 0.0 0 0.0 0 0.0 0 0.0 0 0.0 0 0.0 0 0.0 0 0.0 0 0 0 0 0 0.0 false 25069904 0 19839377 17448469 2390908 X true true 1 1 Roper St Francis Hospital - Berkeley Inc 100 Callen Blvd Summerville SC 29486 https://www.rsfh.com/berkeley-hospital/ HTL-0940 X X X Roper St Francis Hospital - Berkeley Inc 1 false false true X X X X X X X X X 22 true true true true X HTTPS://WWW.RSFH.COM/MISSION-DEPARTMENT/ X true 23 true HTTPS://WWW.RSFH.COM/MISSION-DEPARTMENT/ false true X 200.0 400.0 X X X X X true true X X X X true X https://www.rsfh.com/billing-financial-assistance/ X https://www.rsfh.com/billing-financial-assistance/ X https://www.rsfh.com/billing-financial-assistance/ X X X X X X X true X false X X X true X false false Schedule H, Part V, Section B, Line 5 Facility , 1 Facility , 1 - Roper St. Francis Hospital - Berkeley Inc.. In an effort to create a greater impact on the community and address the greatest needs, Roper St. Francis Healthcare participated in and produced a joint Community Health Needs Assessment (CHNA) in collaboration with the Medical University of South Carolina (MUSC) and the Trident United Way. This multi-sector regional initiative is known as the Healthy Tri-County Coalition (HTC). The CHNA process began in February 2022, and the collection of qualitative and quantitative data concluded in September 2022. HTC's Health Data Workgroup conducted focus groups and key informant interviews to target locations within the community. To gather community input the Community Health Needs Assessment team disseminated a community survey to identify specific areas of concern for Tri-County residents and provide insight into the effects of socio-economic and racial barriers regarding differences in health outcomes and health concerns. The surveys had 678 responses. HTC also conducted 9 focus groups with 47 community members from different areas with various perspectives represented, engaged in interviews with 10 community leaders and health care professionals, and hosted three virtual community input sessions with 194 participants. The results of the focus groups were analyzed to gain qualitative feedback from the public on their perceptions of community health and how the health and healthcare of their communities has changed since 2019. During the 2022 CHNA planning process, specific community groups and organizations were included to engage previously underrepresented groups. HTC participated in a statewide pilot project for CHNA survey tool development, data collection and analysis led by SC DHEC and SCHA. We worked closely with partners to engage more members from African American, LGBTQIA+, Latino, low socioeconomic and rural communities. Using feedback from the surveys, interviews, focus groups and the community input session, a summary of community feedback was created. This summary would be used in the creation of team's priorities and ultimately the implementation strategy. Schedule H, Part V, Section B, Line 6a Facility , 1 Facility , 1 - Roper St. Francis Hospital - Berkeley Inc.. Roper Hospital, Inc. Bon Secours St. Francis Xavier Hospital Roper St. Francis Mt. Pleasant Hospital Roper St. Francis Hospital - Berkeley Inc. Medical University of South Carolina Schedule H, Part V, Section B, Line 6b Facility , 1 Facility , 1 - Roper St. Francis Hospital - Berkeley Inc.. Trident United Way Schedule H, Part V, Section B, Line 11 Facility , 1 Facility , 1 - Roper St. Francis Hospital - Berkeley Inc.. Roper St. Francis Healthcare (RSFH) is comprised of Roper Hospital (RH), Bon Secours St. Francis Xavier Hospital (BSSF), Roper St Francis Mount Pleasant Hospital (MPH), and Roper St. Francis Berkeley Hospital (BH). These hospitals are collectively referred to as "Roper St. Francis Healthcare "RSFH." RSFH's Community Needs Assessment Team developed implementation strategies for each health issue identified as a strategic priority. RSFH intends to take a regional approach to address the identified prioritized needs. The strategies in RSFH's Implementation Plan will provide the foundation for addressing the community's significant needs. However, RSFH anticipates that some strategies will evolve over that period. RSFH plans a flexible approach to addressing the significant community needs that will allow for adaptation to changes and collaboration with other community agencies. The team will also develop a monitoring method at the conclusion of the implementation planning process to provide status updates to community partners, stakeholders, and the community-at-large. The following are the 2024 strategies and outcomes on the 5 issues identified as priorities in the 2022 Community Health Needs Assessment and corresponding Implementation Plan. Access to Care 2024 Strategies and Outcomes: Strategy (System-wide): Navigate high users of emergency departments to primary care medical homes, and to connect underinsured and uninsured patients to medical homes. * In 2024, Roper St. Francis collaborated with four local hospital systems through the AccessHealth Tri-County Network to identify and support high utilizers of emergency departments, ensuring their connection to primary care medical homes. * AccessHealth, the Transitions Clinic, and RSF Physician Partners coordinated care for uninsured emergency department super utilizers. In 2024, Greer Transitions Clinic (GTC) served 1,371 patients, including 615 new patients, and achieved a 55% reduction in ED visits. AccessHealth enrolled 253 new patients, bringing the total to 2,100 patients. * Although Roper St. Francis does not currently operate an ED U-Turn Program, the Quality Department has adopted the South Carolina Quality Achievement Program (SCQAP), a state initiative aimed at improving outcomes for Medicaid patients, including reducing emergency department utilization. Strategy (System-wide): Coordinate and collaborate with safety-net partners for delivery of services, including area Federally Qualified health Centers (FQHCs), free clinics, and homeless shelters. * RSFH connected underinsured and uninsured patients to medical homes by referring them to AccessHealth and the Transitions Clinic. This effort ensured continuity of care and reduced reliance on emergency departments. In 2024, 980 patients were referred to the GTC through AccessHealth. * Through partnerships with safety-net providers, RSFH offered essential lab and imaging services to community medical clinics, including Barrier Islands Free Medical Clinic, Our Lady of Mercy Outreach, East Cooper Community Outreach, Dream Center, One80 Place, Shifa Clinic, and Medical Ministries. These services supported clinics serving uninsured and low-income populations. In 2024, RSFH renewed contracts and provided over $4.15 million in diagnostic services to contracted community partner clinics. * RSFH also supported coordinated care for patients referred by local partners through AccessHealth's care navigation hub. This system streamlined referrals and improved access to medical homes. In 2024, AccessHealth enrolled 253 new patients and managed a total caseload of 2,100 individuals. Strategy (System-wide): Provide in-home care to patients with limited mobility through Home Health and Hospice Care. * RSFH delivered high-quality, in-home, and inpatient care to patients facing transportation barriers, limited mobility, or end-of-life needs through its Home Health and Hospice program. Services included skilled nursing, rehabilitation, palliative care, and support for terminally ill patients. In 2024, the program recorded 7,240 Home Health admissions, 428 in-home hospice admissions, and 109 inpatient hospice admissions. Clinical Preventative Services 2024 Strategies and Outcomes: Strategy (System-wide): Provide routine, primary care for low-income, uninsured adults that live or work on the sea islands of Charleston County. * RSFH partnered with community medical clinics and supportive service agencies including Barrier Islands Free Medical Clinic, Our Lady of Mercy Outreach, East Cooper Community Outreach, Dream Center, One80 Place, Shifa Clinic, and Medical Ministries to provide free lab work, supplies, and diagnostic services. In 2024, RSFH contributed over $4.1 million in in-kind services through these partnerships. * RSFH provided financial support for staffing and infrastructure at Our Lady of Mercy Outreach to help deliver routine care to uninsured patients. In 2024, this partnership supported 386 patients, delivered over $850,000 in free diagnostic services, and contributed 399 hours of clinical care. Strategy (System-wide): Provide early intervention services for patients diagnosed with HIV/AIDS. * In 2024, RSFH enrolled 1,029 HIV-positive individuals including 93 new clients into the federally funded Ryan White Program through the Health Services Center, providing them with clinical and supportive services. Additionally, 326 patients received assistance with premiums and copays for federal and employer-based insurance programs. * RSFH expanded HIV/STI prevention efforts for high-risk HIV-negative adults and worked to reduce transmission among HIV-positive individuals. A total of 181 clients received prevention services in 2024. * To support early detection and outreach, RSFH and the Health Services Center conducted community and clinic-based testing events, including mobile unit outreach, resulting in 372 individuals being tested for HIV. Strategy (System-wide): Provide evidence-based outpatient care for diabetic patients and expand access to free annual breast health screenings for all women, particularly African American women. * In 2024, RSFH Physician Partners provided evidence-based outpatient care for diabetic patients, with 6,392 patients receiving both a diabetes diagnosis and A1c testing as part of their ongoing management and care. * Oncology Services continued efforts to expand access to cancer screenings by hosting 63 events in 2024, reaching 374 participants. This included one Breast Cancer Screening Night with 33 participants and five colon cancer screening events. * To support early detection, RSFH Oncology Services also hosted one dedicated skin cancer screening event in 2024, drawing 64 participants as part of broader cancer prevention outreach. Mental Health 2024 Strategies and Outcomes: Strategy (System-wide): Coordinate services between Emergency Departments and regional mental health agencies. * RSFH collaborated with the Charleston/Dorchester Mental Health Department's community task force, actively participating in regular meetings and joint planning efforts to advance regional behavioral health initiatives. * RSFH facilitated coordinated care for behavioral health patients by partnering with local agencies and leveraging community resources to provide effective support and service navigation. * Through the Farmacy Program, RSFH partnered with mental health providers to reach high-need populations, connecting individuals to essential services and nutritional support. In 2024, AccessHealth attended eight Farmacy events and sponsored 12 clients through the Lowcountry Food Bank. Strategy (System-wide): Expand mental health services within central outpatient clinic and to provide services and education to combat the opioid epidemic. * RSFH partnered with local law enforcement, including North Charleston, Berkeley, and Charleston Police Departments, to expand Drug Take Back initiatives aimed at reducing opioid misuse. These efforts strengthen community alliances and increase safe disposal opportunities. * RSFH hosted five Drug Take Back events across the Tri-County area, collecting over 213 pounds of unused medications. These events help reduce access to opioids and raise awareness of safe medication practices. * RSFH integrates mental health screenings into primary care by assessing patients during wellness and postpartum OB/GYN visits. In 2024, 95.9% of patients received depression screenings at wellness visits, and 36% received a follow-up postpartum screening. Continued Below. Schedule H, Part V, Section B, Line 11 Facility , 2 Facility , 2 - Roper St. Francis Hospital - Berkeley Inc. - Continued Description. Continued from Above Obesity, Nutrition, and Physical Activity 2024 Strategies and Outcomes: Strategy (System-wide): Increase opportunities for comprehensive wellness for older adults. * RSFH promotes employee wellness through the Wellness Works program, which encourages staff to prioritize preventive care by completing annual primary care visits. The program offers incentives and resources to increase participation and support long-term health. In 2024, 7,062 employees, representing 61 percent of the workforce, completed a primary care visit. * RSFH's Mission and Community Health teams lead outreach efforts to improve health awareness and engagement through disease-specific events, screenings, and advocacy initiatives. In 2024, staff contributed 3,942 hours of service and reached 50,109 community members through educational and wellness activities. * As part of its commitment to community health, RSFH participated in 54 local health fairs and events in 2024. These events featured interactive booths, health screenings, and informational materials focused on preventive care, nutrition, and chronic disease management, with an emphasis on older adult wellness. Strategy (System-wide): Collaborate with local partners to increase healthy food options in underprivileged communities. * Through the Farmacy Project, RSFH partners with local organizations, including Charleston Police Department, MUSC, and Lowcountry Food Bank, to connect residents in high-need areas with fresh food resources and nutrition education. In 2024, AccessHealth attended eight Farmacy events and sponsored 12 clients for Lowcountry Food Bank support. * RSFH collaborates with the Lowcountry Food Bank and East Cooper Meals on Wheels to address food insecurity in underprivileged communities. In 2024, RSFH provided $10,000 in financial support to Lowcountry Food Bank to provide home delivered meals and provided $5,000 in support to LCFB BackPack Buddies program providing weekend and summer meals to Title 1 schools. RSFH provided over $62,000 in Community Investments to address Obesity, Nutrition, and Physical Activity to community organizations. Strategy (System-wide): Host evidence-based health and wellness community programs for older adults. * RSFH's Senior Services program offers health and wellness classes for older adults, focusing on physical activity, strength, balance, and mobility. In 2024, 3,034 seniors were enrolled at the Lowcountry and Waring Senior Centers. * Seniors made 90,034 visits to fitness sessions throughout the year, supporting fall prevention, quality of life, and community engagement across the Tri-County area. Maternal, Infant, and Child Health 2024 Strategies and Outcomes: Strategy (Bon Secours St. Francis Xavier Hospital and Roper St. Francis Berkeley Hospital): Offer specialized services for high-risk pregnancies. * In 2024, RSFH delivered specialized care for high-risk pregnancies through its Maternal Fetal Medicine (MFM) program, which offers advanced diagnostic imaging, genetic counseling, biophysical profiles, and management of complex maternal and fetal conditions. The program is currently offered at Bon Secours St. Francis Xavier Hospital and planned to open at Roper St. Francis Berkeley Hospital in 2025. * The program served 1,824 patients across 11,310 visits, providing comprehensive, multidisciplinary support for medically vulnerable pregnancies. Strategy (Bon Secours St. Francis Xavier Hospital and Roper St. Francis Berkeley Hospital): Provide prenatal care for uninsured patients that are not eligible for Medicaid. * In 2024, RSFH partnered with Our Lady of Mercy Outreach to provide comprehensive prenatal care for uninsured and immigrant patients not eligible for Medicaid. Services included routine exams, lab work, radiology, prenatal education, and Maternal Fetal Medicine support, with continued outreach to Spanish-speaking patients. In 2024, there were 36 deliveries at Out Lady of Mercy Outreach. * RSFH also offered family education through two Safe Sitter classes designed to teach adolescents essential caregiving and safety skills. A total of 20 participants completed the program in 2024. All prioritized needs identified in the hospital's CHNA have been addressed. Schedule H, Part V, Section B, Line 13 Facility , 1 Facility , 1 - Roper St. Francis Hospital - Berkeley Inc.. Full charity care will be provided to patients with income 200% or less of FPG. Patients with an FPG of 201% - 400% will receive a discount based upon a sliding scale. Patients who qualify and are receiving benefits from the following programs may be presumed eligible for 100 percent financial assistance - food stamps, county and state relief programs, homelessness, deceased patients, and religious organizations. Patients who meet presumptive eligibility criteria may be granted financial assistance without completing the financial assistance application. In order to determine the appropriate level of financial assistance to apply to a patient's account, the facility will utilize a scoring mechanism, with the assistance of a third party vendor that provides a patient profile, or require the patient to complete a financial assistance application. Household income, as defined for federal tax guidelines, will be considered in determining whether a patient is eligible for financial assistance. Schedule H, Part V, Section B, Line 16 Facility , 1 Facility , 1 - Roper St. Francis Hospital - Berkeley Inc.. 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 that reference our financial assistance policies and how they are accessed. Schedule H, Part V, Section B, Line 20 Facility , 1 Facility , 1 - ROPER ST. FRANCIS HEALTHCARE HOSPITALS. Roper St. Francis Healthcare hospitals take all reasonable efforts to notify an individual about its Financial Assistance Policy before initiating Extraordinary Collection Actions (ECAs) pursuant to IRC Section 501(r)-6(c)(4), including but not limited to, providing the individual with a written notice that indicates financial assistance is available for eligible individuals, identifies the ECAs that the hospital (or other authorized party) intends to initiate to obtain payment, and states a deadline after which such ECA may be initiated that is no earlier than 30 days after the date that the written notice is provided. During the annual internal audit of Roper St. Francis Healthcare (RSFH) hospitals which was completed in March 2025, the internal audit team identified an error to properly notify the patient about the extraordinary collection actions (ECAs) that the hospital intends to initiate to obtain payment and provide the patient with no less than 30 days for payment before initiating such ECAs. The error was the result of a systematic change made by a third party engaged to generate patient account statements. The change was made in November 2022 and inadvertently removed the ECA notification on the statements that contained more than one episode of care. Any statements with only one episode of care were not impacted. The statements were corrected on March 3, 2025, and all statements after that date include the proper ECA notification language. At the time the error was identified, RSFH identified 322 accounts with open balances totaling $1,259,575.68 during the period of April 5, 2023 - August 26, 2024, that received adverse credit reporting and did not receive the proper written notification required under IRC Section 501(r)-6(c)(4). In March 2025, RSFH notified the applicable collection agencies to reverse the adverse credit reporting and put a hold on any further collection actions. RSFH issued a letter notifying the patients of the corrective action taken to reverse the adverse credit reporting and to allow the patient the ability to apply for financial assistance or a payment plan within 30 days. This letter was mailed to the respective recipients in June 2025. RSFH will continue to perform an internal audit on a regular and continuous basis at least once per year to ensure compliance. We do not believe the error to be considered "willful or egregious RSFH has performed internal research to identify how the minor oversight occurred and taken additional steps to ensure compliance going forward. 1 Berkeley Medical Office Building 300 Callen Blvd Summerville SC 29486 Outpatient services Schedule H, Part I, Line 3c Roper St. Francis Hospital - Berkeley Inc. In addition to using the FPG to determine eligibility for free or discounted care, the 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. Schedule H, Part I, Line 6a Community benefit report prepared by related organization Roper St. Francis Healthcare Schedule H, Part I, Line 7 Costing Methodology used to calculate financial assistance Cost of financial assistance at cost was calculated with a cost to charge ratio using worksheet 2. The cost related to Medicaid patients was determined using Roper St. Francis Healthcare's cost accounting system and included both inpatients and outpatients for traditional Medicaid and Medicaid managed care plans. For subsidized services Roper St. Francis Healthcare's cost accounting system used to determine cost related to the specific service excluding traditional Medicaid and Medicaid managed care patients. Costs for charity and bad debt accounts are deducted using a ratio of cost to charge specific to that subsidized service. Costs for other programs reflect the direct and indirect costs of providing those programs. Direct offsetting revenue is reported not to exceed the costs of uncompensated care for Schedule H, Line 7 reporting purposes. Schedule H, Part II Community Building Activities Roper St. Francis Healthcare addresses various community concerns including health improvement, poverty, workforce and economic development, and access to health care. Roper St. Francis Healthcare hospitals conduct community health education and support groups, health fairs and screenings for the communities served. Roper St. Francis Healthcare hospitals work with state and local leadership to address community needs and provide healthcare services to the poor and underserved. Roper St. Francis Healthcare hospitals provide programs to improve the physical surroundings and housing in the communities served. Inadequate housing has a negative impact on the health of residents in the area by leading to violence in the neighborhoods. A robust economy positively impacts residents covered by health insurance and improves the capacity of the community to support health services. Additional detail regarding Roper St. Francis HEalthcare's community building activities and the promotion of health of its communities can be found in its 2024 Community Health Annual Report available at https://www.rsfh.com/about/mission-department/. Schedule H, Part III, Line 2 Bad debt expense - methodology used to estimate amount THE PROVISION FOR BAD DEBTS IS BASED UPON MANAGEMENT'S ASSESSMENT OF HISTORICAL AND EXPECTED NET COLLECTIONS CONSIDERING HISTORICAL BUSINESS AND ECONOMIC CONDITIONS, TRENDS IN HEALTH CARE COVERAGE, AND OTHER COLLECTION INDICATORS. NET PATIENT ACCOUNTS ARE REDUCED BY AN ALLOWANCE FOR DOUBTFUL RECEIVABLES BASED UPON ROPER ST. FRANCIS HEALTHCARE'S HISTORICAL COLLECTION EXPERIENCE ADJUSTED FOR CURRENT ENVIRONMENTAL RISKS AND TRENDS FOR EACH MAJOR PAYOR SOURCE. SIGNIFICANT PROVISION IS MADE FOR SELF-PAY PATIENT ACCOUNTS IN THE PERIOD OF SERVICE BASED ON PAST COLLECTION EXPERIENCE. ROPER ST. FRANCIS HEALTHCARE'S CONCENTRATION OF CREDIT RISK RELATED TO NET PATIENT ACCOUNTS IS LIMITED DUE TO THE DIVERSITY OF PATIENTS AND PAYORS. NET PATIENT ACCOUNTS CONSIST OF AMOUNTS DUE FROM GOVERNMENTAL PROGRAMS (PRIMARILY MEDICARE AND MEDICAID), PRIVATE INSURANCE COMPANIES, MANAGED CARE PROGRAMS AND PATIENTS THEMSELVES. NET PATIENT SERVICE REVENUE FOR SERVICES PROVIDED TO PATIENTS WHO HAVE THIRD-PARTY PAYOR COVERAGE IS RECOGNIZED BASED ON CONTRACTUAL RATES FOR SERVICES RENDERED. ROPER ST. FRANCIS HEALTHCARE RECOGNIZES A SIGNIFICANT AMOUNT OF PATIENT SERVICE REVENUE AT THE TIME SERVICES ARE RENDERED EVEN THOUGH IT DOES NOT ASSESS THE PATIENT'S ABILITY TO PAY. AS A RESULT, THE PROVISION FOR BAD DEBTS IS PRESENTED AS A DEDUCTION FROM PATIENT SERVICE REVENUE (NET OF CONTRACTUAL PROVISIONS AND DISCOUNTS). AMOUNTS RECOGNIZED ARE SUBJECT TO ADJUSTMENT UPON REVIEW BY THIRD-PARTY PAYORS. FOR UNINSURED PATIENTS THAT DO NOT QUALIFY FOR CHARITY CARE, ROPER ST. FRANCIS HEALTHCARE RECOGNIZES REVENUE WHEN SERVICES ARE PROVIDED. BASED ON HISTORICAL EXPERIENCE, A SIGNIFICANT PORTION OF ROPER ST. FRANCIS HEALTHCARE'S UNINSURED PATIENTS WILL BE UNABLE OR UNWILLING TO PAY FOR SERVICES PROVIDED. THUS, ROPER ST. FRANCIS HEALTH RECORDS A SIGNIFICANT PROVISION FOR BAD DEBTS RELATED TO UNINSURED PATIENTS IN THE PERIOD THE SERVICES ARE PROVIDED. ANY DISCOUNTS APPLIED TO SELF-PAY PATIENTS WOULD BE DEEMED EITHER CHARITY OR A CONTRACTUAL ADJUSTMENT. BAD DEBT WOULD BE BASED ON THE BALANCE AFTER THE CHARITY OR CONTRACTUAL ADJUSTMENT THAT IS DEEMED UNCOLLECTABLE FOLLOWING A REASONABLE COLLECTION EFFORT. Schedule H, Part III, Line 3 Bad Debt Expense Methodology RSFH's FINANCIAL ASSISTANCE POLICY DOES NOT PERMIT THE COST OF PATIENTS WHO ARE UNCOOPERATIVE OR UNABLE TO BE LOCATED TO BE RECLASSIFIED FROM FINANCIAL ASSISTANCE TO BAD DEBT. RSFH'S FINANCIAL ASSISTANCE POLICY REQUIRES AN APPLICATION AND SUPPORTING DOCUMENTATION. RSFH also utilizes available resources (e.g. technology solutions, service organizations, etc.) to obtain such information as credit score to assist in determining whether a patient is presumed eligible for financial assistance pursuant. THEREFORE, ZERO DOLLARS ARE BEING REPORTED ON PART III, LINE 3 AS AMOUNTS INCLUDED IN BAD DEBT THAT COULD BE ATTRIBUTABLE TO PATIENTS ELIGIBLE UNDER RSFH'S FINANCIAL ASSISTANCE POLICY. Schedule H, Part III, Line 4 Bad debt expense - financial statement footnote BON SECOURS MERCY HEALTH'S (BSMH) AUDITED FINANCIAL STATEMENTS, WHICH INCLUDES THE ACTIVITY OF ROPER ST. FRANCIS HEALTHCARE, DO NOT CONTAIN A FOOTNOTE THAT DESCRIBES BAD DEBT EXPENSE. BAD DEBT EXPENSE IS REFLECTED AS A DEDUCTION FROM REVENUE RATHER THAN AS AN OPERATING EXPENSE. NOTES TO CONSOLIDATED FINANCIAL STATEMENTS, 2. SIGNIFICANT ACCOUNTING POLICIES, (d) NET PATIENT ACCOUNTS AND NET PATIENT SERVICE REVENUE (PAGES 9-10) STATES Patient receivables are recorded at net realizable value based on certain assumptions determined by payor class. For third party payors including Medicare, Medicaid, and commercial insurance, the net realizable value is based on the estimated contractual reimbursement percentage, which is based on current contract prices or historical paid claims data by payor. For self-pay receivables, which includes patients who are uninsured and the patient responsibility portion for patients with insurance, the net realizable value is determined using estimates of historical collection experience. These estimates are adjusted for estimated conversions of patient responsibility portions, expected recoveries and any anticipated changes in trends. Schedule H, Part III, Line 8 Community benefit & methodology for determining medicare costs A cost to charge ratio is applied to the organization's Medicare gross charges to calculate Medicare costs, which are then compared to Medicare payments received, to determine a Medicare Gain or Loss. BON SECOURS MERCY HEALTH AND ITS MEMBERS, INCLUDING ROPER ST. FRANCIS HEALTHCARE (RSFH), follow the Catholic Health Association (CHA) Guidelines for determining community benefit. CHA Community Benefit reporting guidelines suggest that a Medicare shortfall (Loss) is not treated as community benefit, even though the hospital has incurred losses in providing care to Medicare patients. Therefore, none of the amount on Line 7 is treated as community benefit. Schedule H, Part III, Line 9b Collection practices for patients eligible for financial assistance Roper St. Francis Healthcare (RSFH) uses the same reasonable efforts and follows the same reasonable process for collecting amounts due for services provided to all patients, including insured, underinsured or uninsured patients. Collection activities may occur during the pre-registration process and will continue until account resolution, a determination the account is uncollectible, or determination of eligibility for financial assistance. The collection process may include the use of deposits, the implementation of payment plans or discretionary settlements. The collection process may involve the use of outside collection agencies. The collection process is documented in the patient's account files accessible to the Hospital and its business associates involved in the collection process. Collection will not, however, be pursued against patients who fall within populations exempt from collection action by law. Schedule H, Part V, Section B, Line 16a FAP website - Roper St. Francis Hospital - Berkeley Inc.: Line 16a URL: https://www.rsfh.com/billing-financial-assistance/; Schedule H, Part V, Section B, Line 16b FAP Application website - Roper St. Francis Hospital - Berkeley Inc.: Line 16b URL: https://www.rsfh.com/billing-financial-assistance/; Schedule H, Part V, Section B, Line 16c FAP plain language summary website - Roper St. Francis Hospital - Berkeley Inc.: Line 16c URL: https://www.rsfh.com/billing-financial-assistance/; Schedule H, Part VI, Line 2 Needs assessment ROPER ST. FRANCIS HEALTHCARE (RSFH) HOSPITALS ASSESS AND CONTINUALLY RESPOND TO CHANGING COMMUNITY NEEDS THROUGH THE SERVICES OFFERED. EVERY THREE YEARS RSFH HOSPITALS EVALUATE THOSE NEEDS THROUGH A COMPREHENSIVE COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) PROCESS. THE MOST RECENT ASSESSMENT, COMPLETED BY MUSC HEALTH, RSFH, AND TRIDENT UNITED WAY AND COMMUNITY LEADERS, INCLUDE QUALITATIVE AND QUANTITATIVE DATA THAT GUIDE BOTH OUR COMMUNITY BENEFIT AND STRATEGIC PLANNING. RSFH, MUSC AND TRIDENT UNITED WAY AS THE THREE CORE PARTNER ORGANIZATIONS WORK COLLABORATIVELY TO ASSESS DATA AND GATHER COMMUNITY INPUT. BASED ON THE QUALITATIVE AND QUANTITATIVE DATA GATHERED THROUGH THIS PROCESS, RSFH STRATEGICALLY PRIORITIZED HEALTH NEEDS AND IMPLEMENTS SUPPORTING PROGRAMS. RSFH AND ITS PARTNER ORGANIZATIONS WILL ANNUALLY REPORT THE MONITORING OF THE HEALTH IMPROVEMENT PLANS AND EVALUATE THE PROCESS AND OUTCOMES. RSFH HOSPITALS INCORPORATE PLANNING FOR COMMUNITY BENEFITS AS PART OF ITS ANNUAL BUSINESS AND STRATEGIC PLANNING PROCESSES. RSFH HOSPITALS RECOGNIZE THE HEALTH OF THE COMMUNITY IS INFLUENCED BY SOCIAL, ECONOMIC, AND ENVIRONMENTAL FACTORS, NOT JUST BY DISEASE AND ILLNESS. OUR COMMUNITY BENEFIT INCLUDES BOTH QUALITATIVE AND QUANTITATIVE DATA; DEMOGRAPHICS INCLUDING RACE, AGE, AND ETHNICITY; SOCIOECONOMIC DATA INCLUDING INCOME, EDUCATION, AND HEALTH INSURANCE RATES; PRIMARY CARE AND CHRONIC DISEASE NEEDS OF UNINSURED PERSONS; AND DATA ON HEALTH DISPARITIES IN HEALTH OUTCOMES AMONG MINORITY GROUPS. RSFH'S COMMUNITY SERVICES TEAM PROVIDES OVERSIGHT TO THE ORGANIZATION'S COMMUNITY BENEFITS PROGRAM. RSFH HOSPITALS WORK CLOSELY WITH HEALTH AND HUMAN SERVICE ORGANIZATIONS IN THE AREA, PARTNERING WITH SOME TO PROVIDE SERVICES TO AVOID DUPLICATION. Schedule H, Part VI, Line 3 Patient education of eligibility for assistance 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. 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. 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. Schedule H, Part VI, Line 4 Community information The primary service area for Roper St. Francis Healthcare and its four hospitals (collectively referred to as RSFH) consists of Charleston, Berkeley, and Dorchester counties. These counties include the major municipalities of Charleston, North Charleston, Mount Pleasant, and Summerville. The tri-county area that makes up the primary service area has a population of approximately 806,000 residents and is expected to grow by 11% through 2025 based on the results of the most recently completed Community Health Needs Assessment (CHNA). These residents are 49% Male and 51% Female with a majority between the ages of 18 and 64. The average annual household income of the tri-county area is between $65,000 - $75,000 with the average level of education being an Associate's degree. The race/ethnicity of the residents of the tri-county area is approximately 64% White (non-Hispanic), 25% African American, 6% Hispanic/Latinx, and 3% other race/ethnicities. Based on the respondents from the CHNA the average amount of individuals with no health insurance who are under the age of 65 is 12.6% in Dorchester County, 12.1% in Berkeley County, and 11.3% in Charleston County. According to national health rankings issued by the United Health Foundation, South Carolina ranked 43rd of 50 states based on overall health of its residents. South Carolina continues to face challenges such as high premature death rates, high prevalence of multiple chronic conditions, as well as high incidence of sexually transmitted infections. Despite the United Health Foundation ranking, Berkeley, Charleston and Dorchester Counties each rank within the top 10 of overall health compared to the other 46 counties in South Carolina. Additional detail regarding the community served by RSFH can be found in the CHNA at the following link: https://www.rsfh.com/mission-department/ Schedule H, Part VI, Line 5 Promotion of community health 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 marshaling our resources to advance the health and dignity of each person with whom we come in contact. We are the Low Country'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. Schedule H, Part VI, Line 6 Affiliated health care system 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. Effective May 1, 2024, the members of Roper St. Francis Healthcare (RSFH) were The Medical Society of South Carolina (20%), a South Carolina nonprofit corporation, and HealthSpan Partners (80%), a Ohio nonprofit corporation. HealthSpan Partners (HSP) is a supporting organization of Bon Secours Mercy Health, Inc. (BSMH). RSFH is a member of Bon Secours Mercy Health, Inc., a Maryland nonprofit, nonstock membership corporation (BSMH), and all of the other entities that are controlled directly or indirectly by BSMH are described collectively as the System. The System was organized in June 1983 to fulfill the healthcare mission of the United States Province of the Congregation of the Sisters of Bon Secours of Paris, a congregation of religious women of the Roman Catholic Church founded in France in 1824. The System's activities are in the states of Ohio, New York, Pennsylvania, Maryland, Virginia, Kentucky, South Carolina, and Florida, each referred to as a local system. The Ministry of BSMH aids those in need, particularly those who are sick and dying, by offering services that include but are not limited to acute inpatient, outpatient, pastoral, palliative, home health, nursing home, rehabilitative, primary and secondary care and assisted living without regard to race, religion, color, gender, age, marital status, national origin, sexual orientation, or disability. As a member of the Catholic health ministry and a member of BSMH, this organization and its related entities are called to continue the healing ministry of Jesus. We exist to benefit the people living in the communities it serves. Through all of the services offered to the community, the mission is "to bring compassion to health care and to be good help to those in need, especially those who are poor and dying. As a System of caregivers, we commit ourselves to help bring people and communities to health and wholeness as part of the healing ministry of Jesus Christ and the Catholic Church." This organization and related organizations share the BSMH Vision. We at BSMH are committed to improving the health of the communities by seeing health broadly though a lens of equity. This allows the Ministry to be recognized as a national leader in addressing the root causes of health disparity through intentional engagement, comprehensive investment and impactful program delivery. To achieve this goal of improving the health of our communities, our work is guided by the BSMH Community Health Strategic Plan. This strategic plan is broken down into four pillars, each with a corresponding focus area. We believe these pillars will allow us to expand upon our already existing commitment to the communities we serve. Pillar 1: Improve Health and Well-Being - Targeted interventions on focused populations that reduced utilization, enhanced well-being, and increased access to care. Pillar 2: Expand Community Development Principles - Clarity and focus on system wide fundraising strategy for community health priorities. Pillar 3: Partner to Build Scale - Work with partners of local, regional, and national prominence and excellence in addressing root causes of health and well-being Pillar 4: Cultivate Investment and Business Development in the Social Determinants of Health - Test and develop new ventures in the community health worker arena. Please see Schedule R for listings of the related organizations. Each of the reported entities play a role in achieving the vision of BSMH and the Community Health Strategic Plan. System-wide community benefit for 2024 per the audit footnote is as follows: Total 2024 Community Benefit: $524.3 Million Benefits to the Broader Community: $164.9 million Unreimbursed Care for Those Who Are Poor and Qualify for Medicaid: $217 million Cost of Care for Those Who Could Not Afford to Pay: $142.4 million Schedule H, Part VI, Line 7 State filing of community benefit report SC true Patient Transportation 353 8821 Schedule I, Part III, Column (b) Estimated Number Of Recipients Patient Transportation : Cab fares are estimated based on $25 per fare. Schedule I, Part I, Line 2 Procedures for monitoring use of grant funds The sponsorship committee for Roper St. Francis Healthcare meets monthly to discuss charitable giving in the community and the Organization's plans to sponsor worthy community activities that promote healthcare. The Committee is comprised of the CEO of the System, the Hospital and Physicians Network CEOs, the VP of Mission, and the Director of the Foundation. The Committee's goals are as follows: To support the community through charitable givings and sponsorships that are consistent with our Organization's mission and values, to enhance the health of those whom we serve, to meet community needs and exercise care of the resources entrusted to Roper St. Francis Healthcare, and to focus charitable giving and sponsorships on the major public health needs of the community. Roper St. Francis Healthcare provides funding to dozens of non-profit community partners to meet the health needs of our community. Organizations must apply annually for funding by describing which priority health need they are impacting and by providing program details outlining the strategies used to impact the community health need. The Committee, which is comprised of leaders throughout the system who have a stake in community engagement, meets annually to review applications from community partners and awardees are provided a restricted-use letter to specify the intent of funding. Awardees are required to report back on how the funds were used in their subsequent application for funding. true true false false false false false true false Scott Woodfield MD Board Vice Chair, RSFPP Physician 0 881358 0 218131 0 68031 0 18171 0 37889 0 1223580 0 0 John Spratt MD Board Member, Physician 0 756430 0 62181 0 72793 0 18171 0 41237 0 950812 0 0 Susan Datta MD Board Member (End 12/24), Internist - RSFPP 0 260723 0 98344 0 56271 0 16952 0 523 0 432813 0 0 Henry West MD Board Member (Beg 01/24), Surgeon - RSFPP 0 456348 0 38327 0 53488 0 18171 0 24319 0 590653 0 0 Cheryl Dalton-Norman Board Member (Beg 05/2024), President - Conduit Health Partners 0 396831 0 149219 0 34460 0 8400 0 31337 0 620247 0 0 Wael Haidar MD Board Member, BSMH CHIEF CLINICAL OFFICER 0 840737 0 414229 0 733147 0 529255 0 21797 0 2539165 0 536167 Eric Smith Board Member (Beg 05/2024), CFO Ambulatory Finance - BSMH 0 479818 0 194459 0 180474 0 117398 0 39489 0 1011638 0 118702 JOSEPH GAGE JR JD Board Member, BSMH Chief HR Officer 0 662273 0 303480 0 514299 0 257687 0 40607 0 1778346 0 270155 Michael Lutes Board Member (Beg 05/2024), Richmond Market President - BSMH 0 679087 0 275500 0 158549 0 275708 0 44339 0 1433183 0 45313 Brian Yanofchick Board Member, Chief Sponsorship Officer-BSMH 0 409600 0 118999 0 188011 0 8400 0 14845 0 739855 0 0 Matthew Desmond Former Officer, VP Ops Acute Care 0 367299 0 146415 0 38808 0 51815 0 38427 0 642764 0 0 Jeffrey DiLisi Former President/CEO RSFH 0 0 0 425984 0 1630708 0 10350 0 1369 0 2068411 0 216971 Brian Cuddy MD Former Chairperson, Neurosurgeon - RSFPP 0 1051392 0 0 0 78324 0 18171 0 37711 0 1185598 0 0 Joseph DeLeon President/CEO RSFH (Beg 08/24) 0 271831 0 200000 0 60561 0 58129 0 11926 0 602447 0 0 Rebecca Tucker CFO/Treasurer (Beg 08/24) 0 140431 0 65000 0 28797 0 27476 0 370 0 262074 0 0 Kevin Hoak SVP AND COO (End 04/24) 0 101817 0 218386 0 644555 0 10704 0 16742 0 992204 0 84623 Megan Baker MD Interim President/CEO (End 08/24); SVP & COO (Beg 08/24) 0 495103 0 372272 0 34436 0 39181 0 39335 0 980327 0 0 Troy Powell Regional President - RH/BH & VP Continuing Care 0 345833 0 138150 0 34197 0 49099 0 41958 0 609237 0 0 Brad Grosteffon Interim CFO/Treasurer (End 08/24) 0 312985 0 156010 0 50236 0 32985 0 32563 0 584779 0 0 Mitchell Siegan MD VP CMO - Acute Care 0 479207 0 171073 0 60341 0 66350 0 45628 0 822599 0 0 Jennifer Crawford Chief Nursing Officer 173553 0 30411 0 33532 0 8889 0 22223 0 268608 0 0 0 Patrick Bosse Chief Administrative Officer 220722 0 58690 0 44383 0 15211 0 12908 0 351914 0 0 0 Mary Gaspar Pharmacist 167570 0 0 0 18900 0 8916 0 5066 0 200452 0 0 0 Josh McCormack Diagnostic Imaging 121315 0 10793 0 9794 0 4449 0 21043 0 167394 0 0 0 Doug Hammond Manager Pharmacy 181428 0 16616 0 29368 0 11320 0 13204 0 251936 0 0 0 Michelle Stephens Clinical Manager 100023 0 11069 0 31213 0 6464 0 37677 0 186446 0 0 0 Paul Shaheen Physicist 221229 0 0 0 19963 0 12030 0 21899 0 275121 0 0 0 Schedule J, Part I, Line 3 Arrangement used to establish the top management official's compensation Roper St. Francis Healthcare, a related organization of the filing organization, uses the following to establish the compensation of the organization's CEO/Executive Director: Compensation Committee Independent Compensation Consultant Compensation Survey or Study Approval by the Board or Compensation Committee Schedule J, Part I, Line 4a Severance or change-of-control payment Severance Benefits consisting of continuation of base salary and insurance benefits were provided to the listed individual for specified periods. The listed individual executed releases and waivers of claims in exchange for the severance benefits. Salary continuation amounts provided during the reporting year to the listed individuals are as follows: Jeffrey Dilisi, $800,000; Kevin Hoak, $349,286. Schedule J, Part I, Line 4b Supplemental nonqualified retirement plan The Roper St. Francis Healthcare 457(f) Plan's purpose is to offer eligible employees of the employer deferred compensation benefits to supplement Eligible Employees' retirement income. The Plan is intended to be a top-hat plan (i.e. an unfunded deferred compensation plan maintained for certain members of a select group of management or highly compensated employees). THOSE PAYMENTS THAT ARE NOT YET VESTED DUE TO SUBSTANTIAL RISK OF FORFEITURE ARE INCLUDED IN SCHEDULE J, COLUMN (C) IN ACCORDANCE WITH IRS INSTRUCTIONS. AMOUNTS INCLUDIBLE AS TAXABLE COMPENSATION IN SCHEDULE J, COLUMN (B)(III) FOR LISTED INDIVIDUALS DUE TO SERP PARTICIPATION IN THE REPORTING YEAR WERE AS FOLLOWS: Troy Powell, $0; Mitchell Siegan, MD, $0; Matthew Desmond, $0; Kevin Hoak, $96,197; Jeffrey Dilisi, MD, $357,728; Rebecca Tucker, $0; Joseph DeLeon, $0; Megan Baker, MD, $0. Schedule J, Part I, Line 4b Terms and conditions of the Bon Secours Mercy Health System SERP The Bon Secours Mercy Health System SERP is a non-qualified deferred compensation plan which provides supplemental retirement benefits to persons selected by the Board of Trustees or its delegate. The plan provides for annual credits of a specified percentage of an eligible participants base salary paid in a plan year and interest credits. Plan participants vest in plan credits after completing a three year class vesting schedule or earlier for death or total disability or reaching age 60 while employed, or due to involuntary separation of employment other than for cause. THOSE PAYMENTS THAT ARE NOT YET VESTED DUE TO SUBSTANTIAL RISK OF FORFEITURE ARE INCLUDED IN SCHEDULE J, COLUMN (C) IN ACCORDANCE WITH IRS INSTRUCTIONS. Payments during employment are made for required tax withholding and reduce the participants account balance. Distribution of the vested account balance in a lump sum occurs after termination of employment. Amounts includible as taxable compensation IN SCHEDULE J, COLUMN (B)(III) for listed individuals due to SERP participation in the reporting year were as follows: Brian Yanofchick, $89,154; Joseph Gage, Jr., JD, $138,734; Wael Haidar, MD, $185,122; Brad Grosteffon, $26,158; Eric Smith, $53,328; Michael Lutes, $0; Cheryl Dalton-Norman, $0. Schedule J, Part I, Line 4b Terms and conditions of the Mercy Health SERP The Mercy Health SERP plan is a deferred compensation plan which provides supplemental retirement benefits to persons selected by the Board of Trustees or its delegate. The plan is no longer accepting new participants and cessation of contributions has occurred. It provides annual credits of a specified percentage of compensation and annual interest credits. Participants vest 50%, 75%, and 100% in their accounts after 5, 6, and 7 years of service, respectively. Vesting occurs earlier for death or total disability or reaching age 60 while employed, or involuntary termination of employment within 24 months after a change in control of the organization or due to position elimination. Payments during employment are made for required tax withholding. Payment of the vested account balance in a lump sum occurs after termination of employment. Amounts includable as taxable compensation for listed individuals due to SERP participation in the reporting year were as follows: Joseph Gage, Jr., JD, $0. Schedule J, Part I, Line 7 NON-FIXED PAYMENTS 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 it 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 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. Form 990, Part VI, Line 6 Classes of members or stockholders The sole member of the Corporation is Roper St. Francis Healthcare, a South Carolina nonprofit, nonstock corporation. Roper St. Francis Healthcare is in turn governed by a Board of Directors appointed by its members.Effective May 1, 2024, the members of Roper St. Francis Healthcare (RSFH) were The Medical Society of South Carolina (20%), a South Carolina nonprofit corporation, HealthSpan Partners (80%), a Ohio nonprofit corporation. HealthSpan Partners (HSP) is a supporting organization of Bon Secours Mercy Health, Inc. (BSMH). Form 990, Part VI, Line 7a Members or stockholders electing members of governing body RSFH is governed by a 13-member board of directors (the Board of Directors). Subject to certain Nominating Committee approvals, six directors are appointed by MSSC and seven directors are appointed by HSP. In the event of a dispute it is the Members intent that the members of RSFH's Board of Directors are appointed to such positions because they have a willingness to serve the needs of Roper as a whole and not the needs of any individual Member. In the event of a stalemate, the Members management teams are to attempt in good faith to resolve the matter within fifteen days. If the management teams are unable to resolve the stalemate, the matter shall be submitted to the President/CEO of BSMH and the President of the Medical Society for review and resolution. Form 990, Part VI, Line 7b Decisions requiring approval by members or stockholders Notwithstanding anything to the contrary contained the Bylaws, and in addition to the rights granted to the Members under the Act, action with respect to any of the following matters, whether initiated by the Members or by the Board of Directors, may only be taken by the Corporation following the unanimous written consent of the Members and concurrent with such approval by the applicable Board of Directors, unless otherwise set forth below: A) Amendment to the Governing Instruments concurrent with approval by the Board; B) Amendment of the IPN Document (including the Rapid Matrix Document appended to the Bylaws); C) Approval of the mission, vision and value statements of the Corporation and any amendments or modifications thereto; D) Approval of the sale, lease or transfer of all or substantially all the assets of the Corporation or any Affiliate controlled by the Corporation (whether by asset sale, merger, change of control, consolidation or otherwise), in one transaction or a series of related transactions; E) Approval of the incurrence of any borrowed debt shall be approved by HealthSpan and approval of the incurrence of any borrowed debt that requires a guarantee thereof by the Members shall be approved by both Members; F) Approval of the sale of any Catholic hospital operated by the Corporation (whether by asset sale, merger, change of control, consolidation or otherwise) or any action that affects the Catholic status of such hospital; G) Approval of the alteration or amendment of the Statement of Common Values; H) Approval of any call for a capital contribution or distribution by a Member to the Corporation; I) Approval of the admission of any new Member of the Corporation; J) Approval of any action(s) that could negatively affect the Catholic status of any Catholic hospital operated by the Corporation or that could negatively affect the tax-exempt status of the Members, the Corporation or any of its tax-exempt subsidiaries or affiliates, K) Approval of any amendment or modification to Article IX of the Bylaws and the defined term "Healthcare Facilities". In addition to the reserved powers set forth above, the Medical Society shall have the following additional rights related to the Corporation to: a) Engage an independent third-party auditor, on an annual basis and RSFH's cost and expense to audit any Support Services then currently being provided to the Corporation to ensure proper documentation, that the services are provided at cost, and that the cost does not exceed fair market value for the services provided; b) Remove the CEO following a material violation of the terms of the IPN Document (including the Rapid Matrix Document appended to the Bylaws) by the CEO that is not addressed by the Board or the Members within ninety (90) days of the Medical Society providing written notice of such violation to the Board and the Members. Form 990, Part VI, Line 11b Review of form 990 by governing body The Form 990 was prepared by the BSMH Tax Department with assistance and oversight by management and was reviewed by an independent accounting firm. Reviews were then conducted by senior management. Once the Form 990 and summary memo is reviewed by all applicable parties, a copy of the final version is provided to all members of the governing body prior to filing with the Internal Revenue Service. Form 990, Part VI, Line 12c Conflict of interest policy The Compliance policy requires COI disclosures from all RSFH Board of Directors, Board Committees, Senior and Executive management, any staff involved in the selection of vendors, contracting, and/or purchasing, employed physicians, other contracted service providers or staff members who have decision making capacity or business decision influence. All covered persons are required to complete Conflict of Interest training which includes examples of possible conflicts and overall conflict of interest education. The education provides the Conflict of Interest policy for the covered person's review. Covered persons are required to complete their disclosure upon completion of education course. Form 990, Part VI, Line 15a Process to establish compensation of top management official An independent company, Gallagher, provides research, advice and guidance to the HR 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) should 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 remuneration for executives. The HR 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 Gallagher'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 primarily not-for-profit healthcare systems with similar operating revenues. B. Incentive goals are primarily based on formally defined quantitative goals approved by the HR Committee of the RSFH Board of Directors. 2) All recommended pay decisions are tested against these data points and the organization's stated compensation philosophy. 3) A formal opinion letter is prepared by Gallagher, representing that senior executives are compensated within the reasonableness standards mandated by the IRS. This letter provides a "safe harbor" for the organization's senior leadership relative to the reasonableness of total executive compensation consistent with IRC Section 4958. Form 990, Part VI, Line 15b Process to establish compensation of other employees See explanation for 15A. Form 990, Part VI, Line 19 Required documents available to the public The organization's governing documents, conflict of interest policy and financial statements are available to the public upon request. Form 990, Part IX, Line 11g Other Fees Other Purchased Services - Total Expense: 2616970, Program Service Expense: 2093576, Management and General Expenses: 523394, Fundraising Expenses: ; Medical Professional Fees - Total Expense: 14009023, Program Service Expense: 14009023, Management and General Expenses: , Fundraising Expenses: ; Corporate Admin Fees - Total Expense: 18552443, Program Service Expense: 14841954, Management and General Expenses: 3710489, Fundraising Expenses: ; Contract Labor - Total Expense: 1432549, Program Service Expense: 1146039, Management and General Expenses: 286510, Fundraising Expenses: ; Repair and Maintenance - Total Expense: 64159, Program Service Expense: 51327, Management and General Expenses: 12832, Fundraising Expenses: ; Janitorial Services - Total Expense: 489612, Program Service Expense: 391690, Management and General Expenses: 97922, Fundraising Expenses: ; Dietary Services - Total Expense: 865906, Program Service Expense: 692725, Management and General Expenses: 173181, Fundraising Expenses: ; Form 990, Part XI, Line 9 Other changes in net assets or fund balances Net Pension and Benefit Expense Allocated from Affiliates - 909649; Transfers from/to Affiliates - 70557025; Capitalized Interest Adjustment - 4274736; Total - 75741410; Bon Secours Mercy Health Inc 4600 McAuley Place Suite 100 Blue Ash OH 45242 521301088 HEALTHCARE SYSTEM PARENT MD 501(c)(3) 3 NA false Bon Secours Baltimore Community Works Inc 26 North Fulton Avenue Baltimore MD 21223 521732800 Grant Making Foundation MD 501(c)(3) 7 Bon Secours Mercy Health Inc false Bon Secours Ireland DAC College Road Cork EI Local System Parent Org. 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NA C Corporation false Tasman Global Switzerland GmbH Hunenbergstrasse 4 Lucerne SZ 6006 Healthcare Consulting SZ NA C Corporation false Tasman Global Norway AS Kaakon VIIs Gate 10 Oslo NO 0160 Healthcare Consulting NO NA C Corporation false Nordic Philippines Technology Solutions Inc 15/F One Ayala East Tower EDSA Corner Ayala Avenue San Lorenzo Makati RP 1226 Healthcare Consulting RP NA C Corporation false false false true false false false false false true false false false true false true true true true true