Georgetown Healthcare System Inc.

“The organization's tax return is prepared by an independent accounting firm. An initial draft of the form 990 is reviewed by the board of directors, management, and a third party tax consultant prior to finalization. After any changes resulting from review by the board have been made, the final version of form 990 is filed and a copy of the filed form is distributed to the board.”

“The organization's board of directors and key employees review the conflict of interest policy annually. Each individual is required to complete and sign a document provided by the organization disclosing any interest they may have which could give rise to a conflict of interest. The organization compiles a list of all disclosures and reports it to all members of the board.”

“The organization's compensation committee follows an executive compensation plan developed and ratified by the board of directors when determining executive compensation. This philosophy is utilized to determine the annual compensation of the chief executive officer (ceo) and the chief financial officer (cfo). As part of this process, the board contracted with smithpilot in 2015 to assist in the development of fair market value executive compensation. Smithpilot is a company that specializes in executive compensation issues in the non-profit area. Smithpilot created an executive compensation guideline for the ceo and cfo using comparative data from multiple national public information sectors. Those sources included: the guidestar nonprofit compensation report, prm's management compensation report for not-for-profits organizations, council on foundations, grantmakers salary and benefits survey and report, insidengo salary and benefits survey and towers watson's surveys of top management compensation; office and business support. Market salary averages (geographically factored) for both the ceo and cfo were established using this data. The compensation committee's recommendations for the ceo and cfo were ratified by the full board.”

“The reporting organization's governing documents and conflict of interest policy are made available to the public upon request.”

“The organization's employees are contracted through a professional employment organization (peo). There are approximately 30 employees, including officers listed in part vii, section a and schedule j, for which the peo handles the payroll duties, including the required federal and state reporting and withholding obligations.”

“The organization incurs the majority of the management and general expenses for its related organizations listed on schedule r, part ii of this form. As a result, its management and general expenses, as a percentage of total expenses, are higher than would otherwise be the case. The reporting organizations's financial statements were audited by an independent accounting firm as part of consolidated financial statements. The consolidated financial statements included georgetown healthcare system, georgetown healthcare community services, georgetown healthcare foundation and georgetown healthcare special asset foundation.”

“The organization's oversight process and its process for selection of an independent accountant did not change during the tax year.”

“Georgetown healthcare system, through its governance and participation in the st. David's healthcare partnership, will ensure that hospital and healthcare services are available in the georgetown area, regardless of the ability of the patient to pay for such services. Additionally, georgetown healthcare system's current activities include involvement with other community non-profit organizations that operate community health centers and other facilities that benefit the public, and meet the health related needs of the georgetown texas community and the residents of central texas. Hospital services the st. David's healthcare partnership provides a substantial amount of charity care to the elderly, indigent, and economically disadvantaged in central texas. All patients are admitted to emergency rooms regardless of their ability to pay. If further acute inpatient care is required, patients from the emergency department are admitted to the hospital, also without regard to their ability to pay. The partnership provided for the care of thousands of central texans in 2015 in many different ways. Some of those were in the form of: hospital admissions - 70,279 emergency room visits - 326,818 the reporting organization also provides the following direct healthcare services: home health services georgetown healthcare system (ghs) operates georgetown home health (ghh), a local home health agency. Georgetown home health accepts patients regardless of their ability to pay. During 2015, ghh provided 8,009 home health visits to 399 patients in and around the georgetown, tx area. The primary patient type for the agency is medicare. Alcohol and drug rehabilitation ghs through its affiliate georgetown healthcare community services (ghcs), operates an inpatient substance abuse facility in coordination with the rusk county texas department of criminal justice. The program is a diversion program for non-violent substance abusers referred through the criminal justice system. The center provided 14,767 patient days of care. Its average daily census was just over 61 patients per day. Community collaborations the organization invests its share of the earnings from the st. David's healthcare partnership in not-for-profit organizations and programs that align with ghs' key strategic initiatives: healthy living, focused on health care and health promotion; and healthy community, focused on sustaining and strengthening safety net services. In 2015, the organization and its affiliates invested nearly $2,000,000 to support organizations addressing unmet needs within the healthy living and healthy community initiatives for residents in georgetown, tx. This support included: - approximately $1,400,000 in direct grants. - almost $400,000 in non-cash contributions comprised of rent subsidies and free access to meeting space owned by the organization's affiliate. - over $120,000 in sponsorships and mini-grants supporting not-for-profit events and programs. - over $50,000 for a targeted, local needs assessment exploring social determinants of health. Priorities identified within the organizations healthy living and healthy community initiatives are based upon the chna findings and work to improve access to health and human services for low-income individuals earning no more than 200% above federal poverty guidelines. Healthy living. Just over $1,250,000 of the organization's total investments in 2015 addressed healthy living priorities. The primary areas of focus were: - supporting community access to affordable, quality health care. - increasing access to mental and behavioral health care. - assisting in development of health promotion programs. Healthy community. Nearly $700,000 of the organization's total investments in 2015 addressed healthy community priorities. It focused its efforts on programs that: - sustained and enhanced basic needs services, including: food insecurity; emergency financial assistance; housing. - supported emergency shelter initiatives f”