2024-05-15T08:14:38+00:00 2023-06-30 346565596 Ernst & Young US LLP 1101 New York Ave NW Washington DC 20005 990 2022-07-01 520591667 Maryland General Hospital Inc MARY 4102258408 827 Linden Avenue Baltimore MD 21201 George Sprinkel SVP & CFO, UMMC 2024-05-15 true George Sprinkel 999009999 true Justin Lowe P01866796 2023276000 2022 2023-04-26 12:10:37Z University of Maryland Medical Center Midtown Campus BERT O'MALLEY 827 Linden Avenue Baltimore MD 21201 276938182 false X umms.org/midtown X 1948 MD HOSPITAL PROVIDING ACUTE CARE, 24 HOUR EMERGENCY CARE IRRESPECTIVE OF ABILITY TO PAY, AND PROMOTING PUBLIC AWARENESS OF HEALTH MATTERS THROUGH EDUCATION AND OUTREACH. 16 14 1770 60 3230576 660919 860566 1107201 240279096 266935447 892637 82350 942360 956852 242974659 269081850 26500 3175 0 0 105575582 110220795 0 0 0 169375877 164333219 274977959 274557189 -32003300 -5475339 202079505 222601516 88690187 65518521 113389318 157082995 HOSPITAL PROVIDING ACUTE CARE, 24 HOUR EMERGENCY CARE IRRESPECTIVE OF ABILITY TO PAY, AND PROMOTING PUBLIC AWARENESS OF HEALTH MATTERS THROUGH EDUCATION AND OUTREACH. false false 206511904 3175 264031184 See Schedule O. 206511904 true true false true false false false false false true false false false true true false true false false false false false false false false true true false false true false false false false false false false false false false false false false true false false false true X 0 0 1770 true true true false false false false false false false false false false false X 16 14 false false false false true true true true true false false true true true true true true true true false MD X JENINE WARNKE 4434625811 900 ELKRIDGE LANDING ROAD - 3 EAST LINTHICUM MD 21090 Bert W O'Malley MD PRESIDENT and CEO, UMMC 1.0 42.0 X X 0 1741138 239960 Louise M Gonzales ESQ CHAIR 1.0 1.0 X X 0 0 0 William Kirwan VICE CHAIR 1.0 2.0 X X 0 0 0 Ancelmo Lopes DIRECTOR 1.0 1.0 X 0 0 0 Anirban Basu DIRECTOR(ENDED 04/23) 1.0 1.0 X 0 0 0 Barry P Gossett DIRECTOR 1.0 2.0 X 0 0 0 Carol L Coughlin CPA DIRECTOR 1.0 1.0 X 0 0 0 Deborah Trautman PHD DIRECTOR 1.0 1.0 X 0 0 0 Harriet E Cooperman ESQ DIRECTOR 1.0 1.0 X 0 0 0 Ken Moreland DIRECTOR 1.0 1.0 X 0 0 0 Leonard Stoler DIRECTOR 1.0 1.0 X 0 0 0 Marilyn M Carp DIRECTOR 1.0 1.0 X 0 0 0 Mark L Joseph DIRECTOR 1.0 1.0 X 0 0 0 Mary McLaughlin DIRECTOR 1.0 2.0 X 0 0 0 MOHAN SUNTHA MD PRESIDENT AND CEO, UMMS 1.0 59.0 X 0 4360614 41855 R Alan Butler DIRECTOR 1.0 8.0 X 0 0 0 Robert D Wallace DIRECTOR 1.0 1.0 X 0 0 0 Rodney Oddoye DIRECTOR(ENDED 04/23) 1.0 2.0 X 0 0 0 Alison G Brown PRESIDENT, UMMC MIDTOWN CAMPUS 40.0 3.0 X 752118 0 34226 George A Sprinkel SVP, CFO & TREASURER 1.0 42.0 X 0 708573 95581 Janine L Good MD VP and CMO 40.0 0 X 545072 0 81928 Nate Guyton VP and CNO 40.0 0 X 340822 0 67072 Gonzalo Solis VP OPERATIONS 40.0 0 X 296178 0 56045 Grace M Guuru NURSE 40.0 0 X 261416 0 28526 Iyabode A Adebule NURSE 40.0 0 X 258788 0 4056 Patricia A Eben MD PHYSICIAN 40.0 0 X 403647 0 26934 Saverio Mirarchi MD PHYSICIAN ADVISOR 40.0 0 X 339721 0 37430 JOSEPH E HOFFMAN III Former SVP, CFO & TREASURER 0.0 41.0 X 0 203875 9137 3197762 7014200 722750 199 true true false CROSS COUNTRY STAFFING INC PO Box 404674 Atlanta GA 303844674 TEMP LABOR 4563870 UM EMERGENCY 323 West Camden Street Suite 801 Baltimore MD 21201 PHYSICIAN SERVICES 4422162 AVANT HEALTHCARE PROFESSIONALS PO Box 744554 Atlanta GA 303744554 TEMP LABOR 3966923 UM SURGICAL ASSOCIATES PO Box 62523 Baltimore MD 212642523 PHYSICIAN SERVICES 3225558 ELITE SECURITY SERVICES 16000 Trade Zone Ave Suite 103 Upper Marlboro MD 20774 SECURITY SERVICES 2436617 77 121694 920988 64519 1107201 NET PATIENT REVENUE 622110 237566571 237566571 0 0 PHARMACY 446110 29368876 26138300 3230576 0 0 0 0 0 266935447 165891 0 0 165891 563968 563968 0 563968 0 0 563968 7772791 7856332 -83541 0 -83541 0 0 -83541 MEDICAL RESIDENTS 621990 303849 303849 0 0 VENDING COMMISSIONS 722515 40300 0 0 40300 OTHER REVENUE 621990 48735 22464 0 26271 0 0 0 0 392884 269081850 264031184 3230576 712889 X 3175 3175 0 0 1638012 885894 752118 0 88588558 60544377 28044181 0 3913387 2674539 1238848 0 10290343 7032764 3257579 0 5790495 3957418 1833077 0 7578 0 7578 0 12498 0 12498 0 81136614 58152339 22984275 0 44091 30133 13958 0 897474 613364 284110 0 5500570 3759273 1741297 0 67435 46087 21348 0 58498 39979 18519 0 1126001 769547 356454 0 17023109 11634161 5388948 0 3965783 3796110 169673 0 MEDICAL SUPPLIES 42251816 42251816 0 0 BAD DEBT 6174074 6174074 0 0 REPAIRS & MAINTENANCE 3552379 2427814 1124565 0 EQUIPMENT RENTAL 1004532 686531 318001 0 1510767 1032509 478258 0 274557189 206511904 68045285 0 758 28806037 27055597 33132718 0 0 0 0 3464621 3899703 1233893 384128 374036540 228868488 149508383 145168052 2446603 2775000 3197856 1996023 0 15171794 6439855 202079505 222601516 25898228 25516259 219069 218848 0 0 62572890 39783414 88690187 65518521 X 66981933 110658446 46407385 46424549 113389318 157082995 202079505 222601516 X -5475339 200427 48968589 X false true X true false X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED false false false false false false false false true 7578 7578 false Schedule C, Part II-B, Line 1 DETAILED DESCRIPTION OF THE LOBBYING ACTIVITY THE ORGANIZATION DOES NOT ENGAGE IN ANY DIRECT LOBBYING ACTIVITIES. THE ORGANIZATION PAYS MEMBERSHIP DUES TO THE MARYLAND HOSPITAL ASSOCIATION (MHA) AND THE AMERICAN HOSPITAL ASSOCIATION (AHA). MHA AND AHA ENGAGE IN MANY SUPPORT ACTIVITIES INCLUDING LOBBYING AND ADVOCATING FOR THEIR MEMBER HOSPITALS. THE MHA AND AHA REPORTED THAT 2.36% AND 27.29% OF MEMBER DUES WERE USED FOR LOBBYING PURPOSES AND AS SUCH, THE ORGANIZATION HAS REPORTED THIS AMOUNT ON SCHEDULE C PART II-B AS LOBBYING ACTIVITIES. 1478267 1478267 235649934 118957794 116692140 127606364 108776402 18829962 9301975 1134292 8167683 145168052 DUE TO AFFILIATES 26593206 PENSION ADVANCES FROM THIRD PARTIES 8464064 OTHER LIABILITIES 1577649 CREDIT BALANCE 2326449 FINANCING LEASE 822046 39783414 X Schedule D, Part X, Line 2 FIN 48 (ASC 740) footnote THE ORGANIZATION IS A SUBSIDIARY OF THE UNIVERSITY OF MARYLAND MEDICAL SYSTEM CORPORATION (THE CORPORATION). THE CORPORATION ADOPTED THE PROVISIONS OF ASC 740, ACCOUNTING FOR UNCERTAINTY IN THE INCOME TAXES (FIN 48) ON JULY 1, 2007. THE FOOTNOTE RELATED TO ASC 740 IN THE CORPORATION'S AUDITED FINANCIAL STATEMENTS IS AS FOLLOWS: THE CORPORATION FOLLOWS A THRESHOLD OF MORE-LIKELY-THAN-NOT FOR RECOGNITION AND DERECOGNITION OF TAX POSITIONS TAKEN OR EXPECTED TO BE TAKEN IN A TAX RETURN. MANAGEMENT DOES NOT BELIEVE THAT THERE ARE ANY UNRECOGNIZED TAX LIABILITIES OR BENEFITS THAT SHOULD BE RECOGNIZED. true true true X true X true true false true true 3518909 0 3518909 0.0131 0 0.0 0 0.0 0 0 3518909 0 3518909 0.0131 1983578 0 1983578 0.0074 9787427 0 9787427 0.0365 16708536 3973133 12735403 0.0475 0 0.0 37595 0 37595 0.0001 0 0 28517136 3973133 24544003 0.0915 0 0 32036045 3973133 28062912 0.1046 0 0.0 0 0.0 1991 0 1991 0.0000 32334 0 32334 0.0001 0 0.0 312149 0 312149 0.0012 0 0.0 1201822 0 1201822 0.0045 0 0.0 0 0 1548296 0 1548296 0.0058 true 5107194 0 55017915 47672297 7345618 X true true 1 1 MARYLAND GENERAL HOSPITAL 827 LINDEN AVENUE BALTIMORE MD 21201 30-046 X X X X 1 1 1 false false true X X X X X X X X X 20 true true false true X https://www.umms.org/midtown/community/health-needs-assessment X true 20 true https://www.umms.org/midtown/community/health-needs-assessment false true X 200.0 300.0 X X X X X true true X X X true X https://www.umms.org/midtown/patients-visitors/for-patients/financial-assistance-and-billing X https://www.umms.org/midtown/patients-visitors/for-patients/financial-assistance-and-billing X https://www.umms.org/midtown/patients-visitors/for-patients/financial-assistance-and-billing X X X X X X true X false X X X X true X false false Schedule H, Part V, Section B, Line 3E The significant health needs are a prioritized description of the significant health needs of the community and identified through the CHNA. Schedule H, Part V, Section B, Line 5 Facility 1, 1 Facility 1, 1 - MARYLAND GENERAL HOSPITAL, INC. The University of Maryland Medical Center Midtown Campus (UMMC) utilized two major frameworks for completing its most recent Community Health Needs Assessment (CHNA) in fiscal year 2021. To complete this comprehensive assessment of the needs of the community, the Association for Community Health Improvement's (ACHI) 9-step Community Health Assessment Process was utilized as an organizing methodology. An additional 5-component assessment and engagement strategy was also utilized to lead the data collection methodology. The UMMC Community Health Improvement Team (CHI Team) included both the Downtown and Midtown Campuses and served as the lead team to conduct the CHNA with input from other University of Maryland Medical System Baltimore City-based hospitals, community leaders, the academic community, the public, health experts, and the Baltimore City Health Department. Data was collected from multiple sources, groups, and individuals and integrated into a comprehensive document which was utilized at a retreat on March 10, 2021 of the UMMC Downtown/Midtown Campuses' Community Health Improvement (CHI) Team. During that strategic planning retreat, priorities were identified using the collected data and an adapted version of the Catholic Health Association's (CHA) priority setting criteria. The identified priorities were also validated by a panel of UM Clinical Advisors and University of Maryland Baltimore (UMB) Campus experts. UMMC Midtown campus used primary and secondary sources of data as well as quantitative and qualitative data and consulted with numerous individuals and organizations during the CHNA, including other University of Maryland Medical System (UMMS) Baltimore City-based hospitals (University of Maryland Medical Center Midtown Campus, University of Maryland Rehabilitation and Orthopedic Institute, community leaders, community partners, the University of Maryland Baltimore (UMB) academic community, the general public, local health experts, and the Baltimore City Health Department. After a successful joint venture in fiscal year 2018, all local Baltimore City Hospitals joined together again to collaborate on a joint community health needs assessment. UMMC Midtown partnered Johns Hopkins Hospital, Sinai Hospital (Lifebridge), Medstar Health, St. Agnes Health System, and Mercy Medical Center. The above hospitals/health systems had been collaborating on several initiatives prior to the CHNA year and agreed that it would be beneficial to work on a more detailed level on a joint city-wide CHNA. This multi-hospital collaborative worked on the following data collection components together: * Public survey of Baltimore City residents * Key stakeholder interviews * Key population focus groups * Key community partner focus groups After the data was collected and analyzed jointly, each individual hospital used the collected data for their respective community benefit service areas to identify their unique priorities for their communities. The following describes the individual data collection strategies with the accompanying results: A) Community Perspective The community's perspective was obtained through one survey offered to the public using several methods throughout Baltimore City. The 14-item survey consisting of 10 questions to identify top health concerns and top barriers in accessing health care as well as 4 questions to understand the communities' needs concerning the COVID-19 pandemic was used to query Baltimore City residents. Methods 14-item survey distributed in FY2021 using the following methods: * Conducted from late September through November 2020 * All hospitals participated in data collection throughout the city * Distributed in person and offered online * Offered in English and Spanish * Collected 3,826 surveys * All Baltimore City zip codes were represented in the responses Analysis by CBSA targeted zip codes revealed the same top health concerns and top health barriers with little deviation from the overall Baltimore City data. The sample size was 3,826 for all of Baltimore City and 656 for residents from the identified UMMC CBSA. Results 1 - Community's Top Health Concerns (All Baltimore City) * Alcohol/Drug Addiction * Mental Health (Depression/Anxiety) * Diabetes/High Blood Sugar * Heart Disease/High Blood Pressure * Overweight/Obesity 1A - UMMC's Community Benefit Service Area Top Health Concerns * Heart Disease/High Blood Pressure * Diabetes/High Blood Sugar * Alcohol/Drug Addiction * Mental Health * Overweight/Obesity 2 - Community's Top Social/Environmental Issues (All Baltimore City) * Housing/Homelessness * Neighborhood Safety/Violence * Lack of Job Opportunities * Poverty * Limited Access to Healthy Foods 2A - UMMC's Community Benefit Service Area Top Social/Environmental Issues * Neighborhood Safety/Violence * Poverty * Lack of Job Opportunities * Racial/Ethnicity Discrimination * Housing/Homelessness 3 - Community's Top Barriers to Healthcare (All Baltimore City) * Cost/Too Expensive/Can't Afford * No Insurance * Lack of Transportation * Insurance not Accepted * Fear or Mistrust of Doctors 3A - UMMC's Community Benefit Service Area Top Barriers to Healthcare * Cost/Too Expensive/Can't Afford * No Insurance * Lack of Transportation * Insurance not Accepted * Fear or Mistrust of Doctors B) Health Experts Methods * Reviewed National and State Community Health Priorities and Implementation guidance from the following: * National Prevention Strategy Priorities * Statewide Integrated Health Improvement Strategy Goals * U.S. Healthy Baltimore 2020 Plan (Department of Disease Prevention and Health Promotion) * Conducted campus-wide stakeholder retreat in March 2021, including University of Maryland Schools of Medicine, Nursing, Social Work and UMB Community Affairs office Results Based on Expert and Community Resident Feedback Suggested focus areas listed under the national and state aligned heath strategies. - National Prevention Strategy * Tobacco Free Living * Preventing Drug Abuse and Excessive Alcohol Use * Healthy Eating * Active Living * Injury and Violence Free Living * Reproductive and Sexual Health * Mental and Emotional Well Being - Statewide Integrated Health Improvement Strategy * Care Transformation Across the System: Improve care coordination for patients with chronic conditions * Diabetes: Reduce the mean Body Mass Index (BMI) for adult Maryland residents * Opioid Use Disorder: Improve overdose mortality * Maternal Child Health: Reduce severe maternal morbidity rate * Decrease asthma-related emergency department visit rates, ages 2-17 - Healthy Baltimore 2020 * Strategic Priority 1: Behavioral Health * Strategic Priority 2: Violence Prevention * Strategic Priority 3: Chronic Disease Prevention * Strategic Priority 4: Life Course Approach and Core Services - Health Expert UMB Campus Panel Focus Group Top Action Items included: * Expand practitioner participation in community outreach within the community where * the community feels safe (i.e. churches, community recreation centers, schools) * Hire/Utilize more Black/Brown providers that speak various languages * Allow for community input on services provided and allocation of funds C) Community Leaders Methods * Hosted one town hall in collaboration with the other Baltimore City hospitals for community members to share their perspectives on health needs (October 2020) * Hosted three focus groups in collaboration with the other Baltimore City hospitals for community-based organization partners to share their perspectives on health needs (October 2020) Results * Consensus reached that social determinants of health (and "upstream factors") are key elements that determine health outcomes * Top needs and barriers were identified as well as potential suggestions for improvement and collaboration Schedule H, Part V, Section B, Line 5 Facility 1, 2 Facility 1, 2 - MARYLAND GENERAL HOSPITAL, INC. Sch H, Part V, Line 5 Continued: Top Needs * Substance Abuse/Use, particularly fentanyl * Violence/Gun Violence * Mental Health/Behavioral Health * Chronic Disease (CVD, Diabetes, Hypertension, Stroke) * Food Instability * Maternal and Child Health Top Barriers * Lack of neighbor to neighbor positive interaction and community involvement * Aging Infrastructure and lack of resources * Violence/Abuse * Transportation * Lack of positive Social/Recreational activities * Unemployment * Inadequate Housing * Neighborhood Blight/Lack of Investment/Technology Suggestions for Improvement * Enhance technological resources * Bring outreach to the neighborhood/More visibility/Consistency * Stronger relationships between community stakeholders * Provide better avenues to workforce and upward mobility * Input from the community * Develop better collaborative relationships between organizations throughout Baltimore City D) Social Determinants of Health (SDoH) Defined by the World Health Organization as: ....the conditions in which people are born, grow, live, work and age... Methods * Reviewed data from the 2021 County Health Rankings for Maryland * Reviewed data from Behavior Health Systems Baltimore * Reviewed data from identified 2021 U.S. Bureau of Labor and Statistics' Baltimore Economic Summary * Reviewed Baltimore City Food Environment Map Results * Baltimore City Summary of CBSA targeted zip codes * Top SDoHs: * High Poverty Rate: (24.2%) compared to (9.9%) for State of Maryland * High Unemployment Rate (7.9%) * Violence: 1,780/100,000 people compared to 472/100,000 people in Maryland (2.77 times higher) * Low Healthy Food Environment * Housing Instability Schedule H, Part V, Section B, Line 6a Facility 1, 1 Facility 1, 1 - MARYLAND GENERAL HOSPITAL, INC.. UMMC Midtown conducted its FY21 CHNA with the University of Maryland Medical Center Downtown Campus. Additionally, most Baltimore City hospitals collaborated to gather primary data together. So, the additional hospitals that collaborated with UMMC Downtown and Midtown include: Johns Hopkins Hospital (Main Campus and Bayview), St Agnes Hospital, Sinai, Mercy Medical Center, and Medstar Health (Good Samaritan, Union Memorial, Harbor Hospital). Schedule H, Part V, Section B, Line 6b Facility 1, 1 Facility 1, 1 - MARYLAND GENERAL HOSPITAL, INC. -UNIVERSITY OF MARYLAND BALTIMORE--FOUNDING CAMPUS/PROFESSIONAL SCHOOLS -BALTIMORE CITY HEALTH DEPARTMENT -UNION BAPTIST CHURCH Schedule H, Part V, Section B, Line 11 Facility 1, 1 Facility 1, 1 - MARYLAND GENERAL HOSPITAL, INC. Several additional topic areas were identified by the Community Health and Engagement Team during the CHNA process including: Cancer, Homelessness and Transportation. While the UMMC will focus the majority of its efforts on the identified strategic priorities, we will review the complete set of needs identified in the CHNA for future collaboration and work. These areas, while still important to the health of the community, will be met through either existing clinical services and through collaboration with other health care organizations as needed. The unmet needs not addressed by this CHNA will also continue to be addressed by key Baltimore City governmental agencies and existing community-based organizations. The UMMC identified core priorities target the intersection of the identified community needs and the organization's key strengths and mission. Schedule H, Part V, Section B, Line 13 Facility 1, 1 Facility 1, 1 - MARYLAND GENERAL HOSPITAL, INC. THE FINANCIAL ASSISTANCE POLICY EXPLAINS SEVERAL ELIGIBILITY CRITERIA, INCLUDING PARTICIPATION IN MEDICAID/MEDICARE PROGRAMS AS WELL AS ELIGIBILITY UNDER VARIOUS STATE REGULATIONS. IN ADDITION TO FPG, THE INCOME LEVELS DEFINED BY THE MARYLAND STATE DEPARTMENT OF HEALTH AND MENTAL HYGIENE (MD DHMH) ARE USED TO DETERMINE ELIGIBILITY FOR FINANCIAL ASSISTANCE. THE MD DHMH INCOME LEVELS ARE MORE GENEROUS THAN THE FPG INCOME LEVELS. 0 Schedule H, Part V, Section B, Line 20c HOSPITAL EFFORTS BEFORE INITIATING ACTION IN THE CASE OF AN INCOMPLETE FAP APPLICATION, PATIENTS ARE NOT AUTOMATICALLY DENIED. A LETTER IS MAILED TO THE PATIENT REQUESTING THE MISSING DOCUMENTATION, AND FAP APPLICATIONS ARE APPROVED ONCE THE MISSING DOCUMENTATION IS PROVIDED. Schedule H, Part I, Line 3c CRITERIA FOR FREE OR DISCOUNTED CARE MGH IS COMMITTED TO PROVIDING FINANCIAL ASSISTANCE TO PERSONS WHO HAVE HEALTH CARE NEEDS AND ARE UNINSURED, UNDERINSURED, INELIGIBLE FOR A GOVERNMENT PROGRAM, OR OTHERWISE UNABLE TO PAY, FOR MEDICALLY NECESSARY CARE BASED ON THEIR INDIVIDUAL FINANCIAL SITUATION. IN ADDITION TO FPG, THE INCOME LEVELS DEFINED BY THE MARYLAND STATE DEPARTMENT OF HEALTH AND MENTAL HYGIENE (MD DHMH) ARE USED TO DETERMINE ELIGIBILITY FOR FINANCIAL ASSISTANCE. THE MD DHMH INCOME LEVELS ARE MORE GENEROUS THAN THE FPG INCOME LEVELS. THE FAP ALSO USES A FINANCIAL HARDSHIP THRESHOLD WHEN DETERMINING ELIGIBILITY. A PATIENT WITH MEDICAL DEBT EXCEEDING 25% OF FAMILY ANNUAL HOUSEHOLD INCOME MAY BE ELIGIBLE FOR FINANCIAL ASSISTANCE. Schedule H, Part I, Line 6b RELATED ORGANIZATION REPORT THE ORGANIZATION ANNUALLY FILES A COMMUNITY BENEFIT REPORT AS REQUIRED BY THE MARYLAND HSCRC. THE REPORT CAN BE FOUND AT HTTPS://HSCRC.STATE.MD.US/PAGES/INIT_CB.ASPX. Schedule H, Part I, Line 7 Bad Debt Expense excluded from financial assistance calculation 6174074 Schedule H, Part I, Line 7 Costing Methodology used to calculate financial assistance MARYLAND'S REGULATORY SYSTEM CREATES A UNIQUE PROCESS FOR HOSPITAL PAYMENT THAT DIFFERS FROM THE REST OF THE NATION. THE HEALTH SERVICES COST REVIEW COMMISSION, (HSCRC) DETERMINES PAYMENT THROUGH A RATE SETTING PROCESS AND ALL PAYORS, INCLUDING GOVERNMENTAL PAYORS, PAY THE SAME AMOUNT FOR THE SAME SERVICES DELIVERED AT THE SAME HOSPITAL. MARYLAND'S UNIQUE ALL PAYOR SYSTEM INCLUDES A METHOD FOR REFERENCING UNCOMPENSATED CARE IN EACH PAYORS' RATES, WHICH DOES NOT ENABLE MARYLAND HOSPITALS TO BREAKOUT ANY OFFSETTING REVENUE RELATED TO UNCOMPENSATED CARE. COMMUNITY BENEFIT EXPENSES ARE EQUAL TO MEDICAID REVENUES IN MARYLAND, AS SUCH, THE NET EFFECT IS ZERO. ADDITIONALLY, NET REVENUES FOR MEDICAID SHOULD REFLECT THE FULL IMPACT ON THE HOSPITAL OF ITS SHARE OF THE MEDICAID ASSESSMENT. Schedule H, Part II Community Building Activities Physical Improvements & Housing 1. Farmers Market - Connect more than 10,000 consumers to fresh and affordable food options, from local vendors here in Baltimore 2. Live Near Your Work - To encourage community member homeownership and stimulate home ownership within the City of Baltimore and to support the revitalization and stabilization of city communities 3. Youthworks - UMMC participates in Baltimore City's Youthworks program which provide summer employment to city youth. UMMC provided 50 placements for the program. Coalition Building UMMC partners with Johns Hopkins Health System to provide diabetes awareness and prevention programs in Baltimore City. There are numerous planning meetings with the hospitals and the local community to engage local residents in the diabetes care. Environmental Improvements 1. Bee Initiative- To support our sustainability mission - to protect and preserve the earth's resources - The University of Maryland Medical Center has placed two beehives at the Downtown Campus and one hive at the Midtown Campus. The University of Maryland is now home to at least 4,000 honey bees. Bee colonies help support the growth of trees, flowers, and other plants surrounding our campus, which serve as food and shelter for creatures large and small. 2. Safer Chemicals - As part of its commitment to patients, staff, and environmental safety and health, UMMC has ensured that any chemicals used at the Medical Center are the safest and environmentally responsible available. See what the Medical Center is doing to create the cleanest & safest environment possible. 3. Green Building - UMMC's commitment to environmental sustainability is prominently displayed in its most recent completion of the new R Adams Cowley Shock Trauma and Critical Care Tower. This building was designed and built to LEED Gold Standards. Workforce Development 1. Bring Your A Game - A workforce training program delivered to students at partner schools and UMMC team members that stresses the importance of attitude, appearance, attendance, ambition, accountability, acceptance, and appreciation. These are the core values that address the work ethic gap that can be a hindrance to employment and retention. 2. Microsoft Training - A technology-focused skills enhancement to train employees and community members in Word, Excel, PowerPoint, Outlook, and internet research to equip them with the 21st-century digital literacy and computer skills required in today's workplace. Learners can gain technology skills through e-learning using the GMetrix learning management system or in person at a Career Academy satellite site. 3. Financial Literacy & Wellness - Engages community members and entry-level new hires with financial wellness and retention services. 4. Career Readiness Training - The Professionals Ready for Opportunities in Healthcare Services (PROHS) model connects workforce development, education, and employment opportunities for diverse job-seekers. This group includes emerging professionals, low-skilled adults, returning citizens, and West Baltimore job-seekers who may not otherwise have access to career pathways and employment opportunities in healthcare. PROHS overcomes systemic barriers to workforce development and educational advancement in the short term. In the long term, PROHS employs a holistic model that strengthens UMMC's talent pipeline for front-line and high-volume workers. Its impact is to mitigate the effects of generational poverty and the social determinants of health, specifically disenfranchisement, underemployment, and joblessness. Schedule H, Part III, Line 2 Bad debt expense - methodology used to estimate amount THE HEALTH SERVICES COST REVIEW COMMISSION (HSCRC) STARTED SETTING HOSPITAL RATES IN 1974. AT THAT TIME, THE HSCRC APPROVED RATES APPLIED ONLY TO COMMERCIAL INSURERS. IN 1977, THE HSCRC NEGOTIATED A WAIVER FROM MEDICARE HOSPITAL PAYMENT RULES FOR MARYLAND HOSPITALS TO BRING THE FEDERAL MEDICARE PAYMENTS UNDER HSCRC CONTROL. IN 2014, MARYLAND'S WAIVER WITH MEDICARE WAS RENEGOTIATED AND UPDATED TO REFLECT THE CURRENT HEALTHCARE ENVIRONMENT. UNDER THIS NEW WAIVER, SEVERAL CRITERIA WERE ESTABLISHED TO MONITOR THE SUCCESS OF THE SYSTEM IN CONTROLLING HEALTHCARE COSTS AND THE CONTINUANCE OF THE WAIVER ITSELF: 1. REVENUE GROWTH PER CAPITA 2. MEDICARE HOSPITAL REVENUE PER BENEFICIARY 3. MEDICARE ALL PROVIDER REVENUE GROWTH PER BENEFICIARY 4. MEDICARE READMISSION RATES 5. HOSPITAL ACQUIRED CONDITION RATE Schedule H, Part III, Line 3 Bad Debt Expense Methodology BECAUSE OF THE UNIQUE PAYMENT SYSTEM DESCRIBED ON LINE 2 (ABOVE), THE HOSPITAL IS UNABLE TO ESTIMATE HOW MUCH OF THE AMOUNT REPORTED IN LINE 2 IS ATTRIBUTED TO PATIENTS WHO WOULD APPLY UNDER THE FAP. Schedule H, Part III, Line 4 Bad debt expense - financial statement footnote THE CORPORATION RECORDS REVENUES AND ACCOUNTS RECEIVABLE FROM PATIENTS AND THIRD-PARTY PAYORS AT THEIR ESTIMATED NET REALIZABLE VALUE. REVENUE IS REDUCED FOR ANTICIPATED DISCOUNTS UNDER CONTRACTUAL ARRANGEMENTS AND FOR CHARITY CARE. AN ESTIMATED PROVISION FOR BAD DEBTS IS RECORDED IN THE PERIOD THE RELATED SERVICES ARE PROVIDED BASED UPON ANTICIPATED UNCOMPENSATED CARE, AND IS ADJUSTED AS ADDITIONAL INFORMATION BECOMES AVAILABLE. 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 HEALTHCARE COVERAGE, AND OTHER COLLECTION INDICATORS. PERIODICALLY THROUGHOUT THE YEAR, MANAGEMENT ASSESSES THE ADEQUACY OF THE ALLOWANCE FOR UNCOLLECTIBLE ACCOUNTS BASED UPON HISTORICAL WRITE-OFF EXPERIENCE BY PAYOR CATEGORY. THE RESULTS OF THIS REVIEW ARE THEN USED TO MAKE MODIFICATIONS TO THE PROVISION FOR BAD DEBTS AND TO ESTABLISH AN ALLOWANCE FOR UNCOLLECTIBLE RECEIVABLES. AFTER COLLECTION OF AMOUNTS DUE FROM INSURERS, THE CORPORATION FOLLOWS INTERNAL GUIDELINES FOR PLACING CERTAIN PAST DUE BALANCES WITH COLLECTION AGENCIES. FOR RECEIVABLES ASSOCIATED WITH SERVICES PROVIDED TO PATIENTS WHO HAVE THIRD-PARTY COVERAGE, THE CORPORATION ANALYZES CONTRACTUALLY DUE AMOUNTS AND PROVIDES AN ALLOWANCE FOR BAD DEBTS, ALLOWANCE FOR CONTRACTUAL ADJUSTMENTS, PROVISION FOR BAD DEBTS, AND CONTRACTUAL ADJUSTMENTS ON ACCOUNTS FOR WHICH THE THIRD-PARTY PAYOR HAS NOT YET PAID OR FOR PAYORS WHO ARE KNOWN TO BE HAVING FINANCIAL DIFFICULTIES THAT MAKE THE REALIZATION OF AMOUNTS DUE UNLIKELY. FOR RECEIVABLES ASSOCIATED WITH SELF-PAY PATIENTS OR WITH BALANCES REMAINING AFTER THE THIRD-PARTY COVERAGE HAD ALREADY PAID, THE CORPORATION RECORDS A SIGNIFICANT PROVISION FOR BAD DEBTS IN THE PERIOD OF SERVICE ON THE BASIS OF ITS HISTORICAL COLLECTIONS, WHICH INDICATES THAT MANY PATIENTS ULTIMATELY DO NOT PAY THE PORTION OF THEIR BILL FOR WHICH THEY ARE FINANCIALLY RESPONSIBLE. THE DIFFERENCE BETWEEN THE DISCOUNTED RATES AND THE AMOUNTS COLLECTED AFTER ALL REASONABLE COLLECTION EFFORTS HAVE BEEN EXHAUSTED IS CHARGED AGAINST THE ALLOWANCE FOR DOUBTFUL ACCOUNTS. Schedule H, Part III, Line 8 Community benefit & methodology for determining medicare costs THE ORGANIZATION FILES ANNUALLY A COMMUNITY BENEFIT REPORT WITH THE STATE OF MARYLAND'S HEALTH SERVICES COST REVIEW COMMISSION (HSCRC). THE HSCRC, WHICH OPERATES UNDER A MEDICARE WAIVER, DOES NOT CONSIDER MEDICARE SHORTFALL AS COMMUNITY BENEFIT. THE COSTING METHODOLOGY USED BY THE ORGANIZATION IS A COST-TO-CHARGE RATIO. Schedule H, Part III, Line 9b Collection practices for patients eligible for financial assistance THE ORGANIZATION EXPECTS PAYMENT AT THE TIME THE SERVICE IS PROVIDED. OUR POLICY IS TO COMPLY WITH ALL STATE AND FEDERAL LAW AND THIRD PARTY REGULATIONS AND TO PERFORM ALL CREDIT AND COLLECTION FUNCTIONS IN A DIGNIFIED AND RESPECTFUL MANNER. EMERGENCY SERVICES WILL BE PROVIDED TO ALL PATIENTS REGARDLESS OF ABILITY TO PAY. FINANCIAL ASSISTANCE IS AVAILABLE FOR PATIENTS BASED ON FINANCIAL NEED AS DEFINED IN THE FINANCIAL ASSISTANCE POLICY. THE ORGANIZATION DOES NOT DISCRIMINATE ON THE BASIS OF AGE, RACE, CREED, SEX OR ABILITY TO PAY. PATIENTS WHO ARE UNABLE TO PAY MAY REQUEST A FINANCIAL ASSISTANCE APPLICATION AT ANY TIME PRIOR TO SERVICE OR DURING THE BILLING AND COLLECTION PROCESS, EVEN IN EXCESS OF 240 DAYS FOLLOWING THE FIRST POST-DISCHARGE BILLING STATEMENT. THE ORGANIZATION MAY REQUEST THE PATIENT TO APPLY FOR MEDICAL ASSISTANCE PRIOR TO APPLYING FOR FINANCIAL ASSISTANCE. THE ACCOUNT WILL NOT BE FORWARDED FOR COLLECTION DURING THE MEDICAL ASSISTANCE APPLICATION PROCESS OR THE FINANCIAL ASSISTANCE APPLICATION PROCESS. NO EXTRAORDINARY COLLECTION ACTIONS (ECAS) WILL OCCUR EARLIER THAN 120 DAYS FROM SUBMISSION OF FIRST BILL TO THE PATIENT AND WILL BE PRECEDED BY NOTICE 30 DAYS PRIOR TO COMMENCEMENT OF THE ACTION. AVAILABILITY OF FINANCIAL ASSISTANCE WILL BE COMMUNICATED TO THE PATIENT AND A PRESUMPTIVE ELIGIBILITY REVIEW WILL OCCUR PRIOR TO ANY ACTION BEING TAKEN. IF A PATIENT IS DETERMINED TO BE ELIGIBLE FOR FINANCIAL ASSISTANCE AFTER AN ECA IS INITIATED, THE ORGANIZATION WILL TAKE REASONABLE MEASURES TO REVERSE THE ECAS AGAINST THE PATIENT ACCOUNT. Schedule H, Part V, Section B, Line 16a FAP website 1 - MARYLAND GENERAL HOSPITAL: Line 16a URL: https://www.umms.org/midtown/patients-visitors/for-patients/financial-assistance-and-billing; Schedule H, Part V, Section B, Line 16b FAP Application website 1 - MARYLAND GENERAL HOSPITAL: Line 16b URL: https://www.umms.org/midtown/patients-visitors/for-patients/financial-assistance-and-billing; Schedule H, Part V, Section B, Line 16c FAP plain language summary website 1 - MARYLAND GENERAL HOSPITAL: Line 16c URL: https://www.umms.org/midtown/patients-visitors/for-patients/financial-assistance-and-billing; Schedule H, Part VI, Line 2 Needs assessment Since fiscal year 2012, the University of Maryland Medical Center Midtown Campus has completed a comprehensive community health needs assessment (CHNA) every three years. To complete this comprehensive assessment of the needs of the community, the Association for Community Health Improvement's (ACHI) 9-step Community Health Assessment Process was utilized as an organizing methodology. An additional 5-component assessment and engagement strategy was also utilized to lead the data collection methodology. The UMMC Community Health Improvement Team (CHI Team) included both the Downtown and Midtown Campuses and served as the lead team to conduct the Community Health Needs Assessment (CHNA) with input from other University of Maryland Medical System Baltimore City-based hospitals, community leaders, the academic community, the public, health experts, and the Baltimore City Health Department. Data was collected from the major areas of the community's perspective, health experts' opinions, and community leaders' perspectives along with a review of social determinants of health and epidemiologic data to complete a comprehensive assessment of the community's needs. Data includes primary and secondary sources of data. This community health needs assessment report was approved by the UMMC Board of Directors Community Engagement Committee on June 7, 2021. https://www.umms.org/midtown/community/health-needs-assessment Community Partner Focus Groups and Workgroup Participants 9/30/20 Participants - UMB Partner Focus Group 1. Lori Edwards, DrPH, BSN, RN, CNS-PCH, BC, Assistant Professor, UM Family and Community Health 2. Brian Sturdivant, Director, UM Office of Community Engagement 3. Tyrone Roper Program, Director, UM Office of Community Engagement 4. Wendy Lane, MD, MPH, Director, UM Preventative Medicine 5. Laundette Jones, PhD, MPH, Deputy Director, UM Health Equity and Population Health 6. Danielle Harris, Associate Director, UM Office of Community Engagement 10/7/21 Participants - UMB School of Social Work Partner Focus Group 1. Bronwyn Mayden, Executive Director, Promise Heights, UM SSW 2. Jane Shaab, Associate VP, UM Office of Research and Development 3. Rachel Donegan, Assistant Director, Promise Heights, UM SSW 4. Linda Callahan, ECMHC Early Childhood Mental Health Consultant, Promise Heights, UM SSW 10/29/20 Participants - Faith Leader Partner Focus Group 1. Rev. Dr. Sandra Conner, Pastor, Shepherds Heart Community Baptist Church 2. Rev. Phyllis Cornish, Pastor, Greater Victory and Deliverance Church of Jesus Christ 3. Bishop Gloria Braswell, Pastor, Missionary Baptist Church 4. Rev. William Johnson, Pastor, Sharon Baptist Church 5. Rev. Derek Hart, Food Distribution Lead, We Our Us 6. Cereta Spencer, MSHM, MAOM, CTA, Director, Maryland Center for Veterans Education and Training 7. Elder Doug Wilson, Outreach Coordinator, Kingdome Life Church 9/14/20 Participants - UMMC Community Engagement Committee of the Board of Directors 1. Robert Wallace, CEO, Power 52 Energy Solutions 2. Rev. Al Hathaway, Pastor, Union Baptist Church 3. Alison Brown, President, UMMC Midtown Campus 4. Marilyn Carp, Board Member, UMMC Community Engagement Board of Directors 5. Louise Michaux Gonzales, Esq., Chair, Board of Directors, Hylton & Gonzales LLC 6. Bruce Jarrell, MD, President, UMB 7. Dana Farrakhan, Senior Vice President, UMMC 8. Samuel Burris, Senior Manager, UMMC Community Engagement and Workforce Development 9. Ashley Valis, Executive Director, UM Office of Community Engagement 10. Chuck Tildon, Vice President, UMMS External Affairs 11. Renay Tyler, DNP Vice President, UMMC Ambulatory Services 9/14/20 Participants - UMMS Community Advisory Council 1. Alexandria Warrick-Adams, Executive Director, Elev8 Baltimore, Inc. 2. Wanda Best, Executive Director, Upton Planning Committee 3. Van Brooks Executive Director, Founder, Safe Alternative Foundation for Education, Inc. 4. Al Gourrier, Assistant Professor, U of Baltimore School of Public Health 5. Kristin Speaker, Executive Director, Charles Street Development, Corp. 6. Karen Dates Dunmore, Senior Director, UMMC Community Engagement and Workforce Development UMMC Pediatrics 4/16/21 Participants - Pediatric Workgroup: Obesity 1. Samra Blanchard, MD, Associate Professor, UM Pediatric Gastroenterology 2. Runa Watkins, MD, Assistant Professor, UM Pediatric Gastroenterology 3. Anu Raman, MHA, CMPE, SHRM-CP, Division Administrator, UM Pediatrics 4. Steven Czinn, MD, Chair and Director, University of Maryland Children's Hospital 4/19/21 Participants - Pediatric Workgroup: Maternal/Infant Health 1. Mutiat Onigbanjo, MD, Assistant Professor, UM Pediatrics 2. Brenda Hussey-Gardner, PhD, MPH, Associate Professor, UM Pediatrics Neonatology 3. Dina El-Metwally, MB, BCh, MS, PhD, Division Head, UM Pediatrics Neonatology 4. Anu Raman, MHA, CMPE, SHRM-CP, Division Administrator, UM Pediatrics 5. Steven Czinn, MD, Chair and Director, University of Maryland Children's Hospital 4/23/21 Participants - Pediatric Workgroup: Mental Health 1. Howard Dubowitz, MB, ChB, FAAP, Division Head/Director, UM Pediatrics Division of Child Protection/Center for Families 2. Rebecca Carter, MD, Assistant Professor, UM Pediatrics 3. Mutiat Onigbanjo, MD, Assistant Professor, UM Pediatrics 4. Jasmine Pope, Director of Programming, UM Pediatrics Immunology 5. Vicki Tepper, PhD, Associate Professor, UM Pediatrics Immunology 6. Anu Raman, MHA, CMPE, SHRM-CP, Division Administrator, UM Pediatrics 7. Steven Czinn, MD, Chair and Director, University of Maryland Children's Hospital 4/23/21 Participants - Pediatric Workgroup: Asthma 1. Anayansi Lasso-Pirot, MD, Assistant Professor, UM Pediatrics 2. Mary Bollinger, DO, Associate Professor, UM Pediatrics 3. Lisa Bell, RN, Nurse Practitioner, UM Pediatrics Immunology 4. Vicki Tepper, PhD, Associate Professor, UM Pediatrics Immunology 5. Anu Raman, MHA, CMPE, SHRM-CP, Division Administrator, UM Pediatrics 6. Steven Czinn, MD, Chair and Director, University of Maryland Children's Hospital Schedule H, Part VI, Line 3 Patient education of eligibility for assistance Patient Education of Eligibility for Assistance - Patients are informed of their eligibility for assistance through signage in admitting and registration areas, online, in the Patient Handbooks, in local newspapers, and with Patient Information Sheets. UMMC Midtown translated its financial assistance policy into the following languages: English, Spanish, French, and Chinese. UMMC Midtown also has a plain language summary of its financial assistance policy in addition to its patient information sheet. Schedule H, Part VI, Line 4 Community information Despite the larger regional patient mix of UMMC Midtown Campus from the metropolitan area, state, and region, for purposes of community benefits programming and this report, the Community Benefit Service Area (CBSA) of UMMC is within Baltimore City The top seven zip codes within Baltimore City displayed in Figure 3A represent the top 60% of all Baltimore City admissions in FY2020. These seven targeted zip codes (21201, 21215, 21216, 21217, 21223, 21229, and 21230) are the primary community benefit service area (CBSA) and comprise the geographic scope of this assessment. These zip codes are shared with the UMMC Midtown Campus as well. Both the CHNA and programming for both campuses are targeted to these identified West Baltimore communities. The residents in these identified communities have life expectancy rates of nearly 20 years less than residents in other parts of Baltimore City. High rates of unemployment, poverty, healthy food access issues, substance use, and violence are major social barriers to health. Residents in these communities have some of the worst health outcomes when compared to the City and the State of Maryland. Schedule H, Part VI, Line 5 Promotion of community health Analysis of all quantitative and qualitative data described in the above section identified these top five areas of need within Baltimore City. These top priorities represent the intersection of documented unmet community health needs and the organization's key strengths and mission. These priorities were identified by the UMMC Downtown and Midtown Community Health and Engagement Team and validated with the health experts from the UMB Campus Panel and ultimately approved by the Board. Programming is based on these strategic priorities as identified in the CHNA. Adult Health Priorities * Substance Use Disorder * Mental Health * Chronic Disease Management (CVD, Diabetes, HIV) Social Determinants of Health Priorities * Employment and Career Opportunities * Neighborhood Safety and Violence Prevention * Affordable Housing and /Homelessness In addition to identifying adult health needs and priorities, UMMC identify the unmet needs for the children within our community benefits service area. These priorities were also identified by the UMMC Community Health and Engagement Team and the Experts from the UM Children's Hospital: Children Health Priorities * Mental Health (ACEs) * Obesity/Nutrition * Asthma * Maternal and Child Health Identified Need/Priority: Diabetes Prevention Identified Need: Diabetes Prevention Currently, there is a 34% prevalence rate of obesity in the targeted population and much higher rates in specific neighborhoods. Diabetes and obesity are major causes of cardiovascular disease and increases an individual's chances for developing co-morbidities and lowers life expectancy. Hospital Initiative: Diabetes Prevention - Diabetes & nutrition education Primary objectives of initiative: 1) Increase the % of adults who are at a healthy weight 2) Provide education and information on healthy lifestyle through engaging education on diabetes awareness, nutrition, and weight management in the community Single or multi-year plan: This program is a multi-year, ongoing initiative. Key collaborators in delivery: UMMC Downtown Campus American Diabetes Association Johns Hopkins Health System Faith based organizations Senior Centers throughout Baltimore City Impact of hospital initiative: Diabetes prevention education and nutrition/weight management education is offered throughout the community. Metrics: * # of adults enrolled Evaluation of Outcomes in FY23: * 2133 residents have been referred to the program * 77 have enrolled in DPP * 327 residents have enrolled in Diabetes Self Management Programs Continuation of initiative: UMMC Midtown will continue to monitor performance and outcome measures annually. This priority and the accompanying initiatives will continue until the FY24 CHNA is completed and as long as there continues to be an identified community need. Identified Need/Priority: HIV Prevention Identified Need: HIV Prevention Currently, there is a 10% prevalence rate in adults at high risk for HIV and/or Hep C within the targeted population Hospital Initiative: HIV Prevention Primary objectives of initiative: 1) Reduce the % of adults who are current smokers (Maryland SHIP) 2) Reduce the % of youths using any kind of tobacco product (high school only) 3) Increase awareness about the dangers of tobacco use Single or multi-year plan: This program is a multi-year, ongoing initiative. Key collaborators in delivery: UMMC Downtown Campus Institute of Human Virology Star Track Adolescent HIV Clinic, University of Maryland PREP Task Force Baltimore City Health Department University of Maryland Baltimore Community Engagement Center Impact of hospital initiative: Providing free community screenings for HIV and Hep C identifies individuals infected earlier so that they can begin treatment and improve their life expectancy. By identifying partners and others who need the PREP program, this helps to prevent the transmission of both diseases. Community education helps inform the public about the routes of transmission and helps to prevent infection. Metrics: * # of people screened in the community for HIV * # of people screened in the community for Hep C * # of positives for HIV and Hep C * # of positives referred to treatment Evaluation of Outcomes in FY23: * 52 screened for HIV and Hep C * 5 referred to THRIVE for treatment Continuation of initiative: UMMC Midtown will continue to monitor performance and outcome measures annually. This priority and the accompanying initiatives will continue until the FY24 CHNA is completed and as long as there continues to be an identified community need. Schedule H, Part VI, Line 6 Affiliated health care system The University of Maryland Medical System Corporation (UMMS) is a private, not-for-profit corporation providing comprehensive healthcare services through an integrated regional network of hospitals and related clinical enterprises. UMMS was created in 1984 when its founding hospital was privatized by the State of Maryland. Over its 30-year history, UMMS evolved into a multi-hospital system with academic, community and specialty service missions reaching primarily across Maryland. As part of the University of Maryland Medical System (UMMS), the University of Maryland Medical Center Midtown Campus understands that health care goes beyond the walls of the hospital and into the community it serves. UMMS hospitals are committed to strengthening their neighboring communities. In doing so, the UMMC Midtown Campus assesses the community's health needs, identifies key priorities, and responds with services, programs and initiatives which make a positive, sustained impact on the health of the community. With representation from all UMMS hospitals, the Medical System's Community Health Improvement Council coordinates the effective and efficient utilization and deployment of resources for community-based activities and evaluates how services and activities meet targeted community needs within defined geographic areas. The UMMC Midtown Campus is committed to health education, advocacy, community partnerships, and engaging programs which focus on promoting health and wellness in an effort to eliminate health disparities for the West Baltimore community. Schedule H, Part VI, Line 7 State filing of community benefit report MD X X X X false true false false false false false true false Bert W O'Malley MD PRESIDENT and CEO, UMMC 0 1351873 0 356813 0 32452 0 217605 0 22355 0 1981098 0 0 MOHAN SUNTHA MD PRESIDENT AND CEO, UMMS 0 2371864 0 946575 0 1042175 0 12200 0 29655 0 4402469 0 550000 JOSEPH E HOFFMAN III Former SVP, CFO & TREASURER 0 176863 0 0 0 27012 0 7285 0 1852 0 213012 0 0 Alison G Brown PRESIDENT, UMMC MIDTOWN CAMPUS 504551 0 128678 0 118889 0 12200 0 22026 0 786344 0 0 0 George A Sprinkel SVP, CFO & TREASURER 0 530607 0 151430 0 26536 0 67058 0 28523 0 804154 0 0 Janine L Good MD VP and CMO 441623 0 78109 0 25340 0 59996 0 21932 0 627000 0 0 0 Nate Guyton VP and CNO 283495 0 54070 0 3257 0 36891 0 30181 0 407894 0 0 0 Iyabode A Adebule NURSE 219179 0 39609 0 0 0 0 0 4056 0 262844 0 0 0 Patricia A Eben MD PHYSICIAN 304402 0 98045 0 1200 0 6835 0 20099 0 430581 0 0 0 Grace M Guuru NURSE 227817 0 33278 0 321 0 3822 0 24704 0 289942 0 0 0 Saverio Mirarchi MD PHYSICIAN ADVISOR 302344 0 36345 0 1032 0 12200 0 25230 0 377151 0 0 0 Gonzalo Solis VP OPERATIONS 243052 0 45160 0 7966 0 25905 0 30140 0 352223 0 0 0 Schedule J, Part I, Line 4b Supplemental nonqualified retirement plan DURING THE FISCAL YEAR- ENDED JUNE 30, 2023, CERTAIN OFFICERS AND KEY EMPLOYEES PARTICIPATED IN THE UMMS SUPPLEMENTAL NONQUALIFIED RETIREMENT PLAN. THE INDIVIDUALS LISTED BELOW HAVE NOT VESTED IN THE PLAN THEREFORE THE ACCRUED CONTRIBUTION TO THE PLAN FOR THE FISCAL YEAR IS REPORTED ON SCHEDULE J, PART II, COLUMN C, RETIREMENT AND OTHER DEFERRED COMPENSATION: George A. Sprinkel Janine L. Good, MD Nate Guyton Gonzalo Solis Bert W. OMalley, MD DURING THE FISCAL YEAR-ENDED JUNE 30, 2023, CERTAIN OFFICERS AND KEY EMPLOYEES PARTICIPATED IN THE UNIVERSITY OF MARYLAND MEDICAL SYSTEM (UMMS) SUPPLEMENTAL NONQUALIFIED RETIREMENT PLAN. THE INDIVIDUALS LISTED BELOW HAVE VESTED IN THE PLAN IN A PRIOR YEAR, THEREFORE THE CONTRIBUTIONS TO THE PLAN FOR THE FISCAL YEAR ARE REPORTED AS TAXABLE COMPENSATION AND REPORTED ON SCHEDULE J, PART II, LINE B (III), OTHER REPORTABLE COMPENSATION: ALISON G. BROWN, $88,214 JOSEPH E. HOFFMAN, III, $21,857 MOHAN SUNTHA, MD, $1,015,893 Schedule J, Part I, Line 7 Non-fixed payments BONUSES PAID ARE BASED ON A NUMBER OF VARIABLES INCLUDING BUT NOT LIMITED TO INDIVIDUAL GOAL ACHIEVEMENTS AS WELL AS ORGANIZATION OPERATION ACHIEVEMENTS. THE FINAL DETERMINATION OF THE BONUS AMOUNT IS DETERMINED AND APPROVED BY THE BOARD AS PART OF THE OVERALL COMPENSATION REVIEW OF THE OFFICERS AND KEY EMPLOYEES. Form 990, Part III, Line 4a Organization's program service accomplishments MGH IS A HOSPITAL WITH 201 LICENSED BEDS. THE HOSPITAL IS ORGANIZED EXCLUSIVELY FOR CHARITABLE, SCIENTIFIC AND EDUCATIONAL PURPOSES. ITS ACTIVITIES INCLUDE PROVIDING HEALTHCARE TREATMENT AND CARE TO PERSONS WHO ARE ACUTELY ILL, OPERATING A 24-HOUR EMERGENCY DEPARTMENT WHICH SERVICES ALL COMMUNITY PATIENTS IRRESPECTIVE OF THEIR ABILITY TO PAY, AND CONTINUING EDUCATIONAL SEMINARS AND PROGRAMS WHICH PROMOTE PUBLIC AWARENESS OF HEALTH CARE MATTERS. DURING ITS FISCAL YEAR ENDED JUNE 30, 2023, MGH ENGAGED IN THE FOLLOWING ACTIVITIES THAT WERE IN FURTHERANCE OF ITS EXEMPT PURPOSE: PROVIDED INPATIENT SERVICES WHICH INCLUDED 3,969 INPATIENT ADMISSIONS AND 37,099 INPATIENT DAYS. PROVIDED OUTPATIENT SERVICES WHICH INCLUDED 17,021 EMERGENCY DEPARTMENT VISITS AND OUTPATIENT CLINIC VISITS. PROVIDED UNCOMPENSATED CARE TO INDIGENTS AND MEDICALLY UNDERSERVED MEMBERS OF THE COMMUNITY AT A COST OF OVER $3.5 MILLION. CONDUCTED COMMUNITY HEALTH EDUCATIONAL PROGRAMS WHICH INCLUDED CLASSES AND SEMINARS ON SUCH TOPICS AS DIABETES, CANCER, HEART DISEASE, CHILD BIRTH AND NUTRITION COUNSELING. Form 990, Part IV, Line 24a TAX EXEMPT BONDS PURSUANT TO A MASTER LOAN AGREEMENT DATED DECEMBER 1, 2017 (THE "MASTER LOAN AGREEMENT"), AS AMENDED, UMMS AND SEVERAL OF ITS SUBSIDIARIES HAVE ISSUED DEBT THROUGH THE MARYLAND HEALTH AND HIGHER EDUCATIONAL FACILITIES AUTHORITY (THE "AUTHORITY"). AS SECURITY FOR THE PERFORMANCE OF THE BOND OBLIGATION UNDER THE MASTER LOAN AGREEMENT, THE AUTHORITY MAINTAINS A SECURITY INTEREST IN THE REVENUE OF THE OBLIGORS. THE MASTER LOAN AGREEMENT CONTAINS CERTAIN RESTRICTIVE COVENANTS. THESE COVENANTS REQUIRE THAT RATES AND CHARGES BE SET AT CERTAIN LEVELS, LIMIT INCURRENCE OF ADDITIONAL DEBT, REQUIRE COMPLIANCE WITH CERTAIN OPERATING RATIOS AND RESTRICT THE DISPOSITION OF ASSETS. THE OBLIGATED GROUP UNDER THE MASTER LOAN AGREEMENT INCLUDES UMMS, UM ROI, MGH, UM BALTIMORE WASHINGTON, SHORE HEALTH (UM MEMORIAL AND UM DORCHESTER), UM CHESTER RIVER, UM CHARLES REGIONAL, UM ST. JOSEPH, UM UPPER CHESAPEAKE, UM HARFORD MEMORIAL, UM LAUREL, UM CAPITAL REGION, BOWIE HEALTH CENTER (BOWIE), AND THE UM MEDICINE FOUNDATION. EACH MEMBER OF THE OBLIGATED GROUP IS JOINTLY AND SEVERALLY LIABLE FOR THE REPAYMENT OF THE OBLIGATIONS UNDER THE MASTER LOAN AGREEMENT OF THE CORPORATION'S $1,869,549,000 OF OUTSTANDING AUTHORITY BONDS ON JUNE 30, 2023. ALL OF THE BONDS WERE ISSUED IN THE NAME OF UMMS AND ARE REPORTED ON SCHEDULE K OF ITS FORM 990. Form 990, Part V, Line 1a Tax Compliance INDEPENDENT CONTRACTORS OF THE FILING ORGANIZATION ARE REPORTED BY THE PARENT ORGANIZATION, UMMS. UMMS ISSUES THE 1099S FOR THESE VENDOR PAYMENTS, WHILE THE FILING ORGANIZATION REPORTS THE EXPENSES FOR ITS INDEPENDENT CONTRACTORS ON PART VII, SECTION B, LINE 1. Form 990, Part VI, Line 6 Classes of members or stockholders THE UNVERSITY OF MARYLAND MIDTOWN HEALTH (UMMH) IS THE SOLE MEMBER OF MARYLAND GENERAL HOSPITAL (MGH). Form 990, Part VI, Line 7a Members or stockholders electing members of governing body UMMH AND UMMS MAY ELECT MEMBERS OF THE MGH BOARD. Form 990, Part VI, Line 7b Decisions requiring approval by members or stockholders The following decisions of the governing body are among those subject to the approval of the member: amendment of charter documents; dissolution of the organization; strategic plans; participation in joint ventures; and leases or intercompany transfers of assets, subject to certain dollar thresholds. In addition, the following decisions of the governing body are subject to the approval of the member and UMMS: annual operating and capital budgets; acquisition or disposition of an entity or substantially all assets; merger or consolidation of entity; mortgage, pledge or disposition of property; incurrence of debt or real property, subject to certain dollar thresholds. Form 990, Part VI, Line 11b Review of form 990 by governing body The University of Maryland Medical System ("UMMS") prepares the IRS Form 990 for UMMS and its affiliates. Information needed to complete the return is gathered by accounting personnel in the Finance Shared Services department under the supervision of the UMMS Tax Director. Draft returns are prepared using IRS-approved tax software. Once a draft return is prepared, it undergoes multiple levels of review both internally by UMMS tax & finance personnel, and externally by Ernst & Young LLP. Following any necessary changes to the return, a final draft is reviewed by each affiliate's vice president of finance and/or CFO. Prior to filing the IRS Form 990, the organization's board chairman, treasurer, governance committee chairman, finance committee chairman or other member of the board with similar authority will review the IRS Form 990. All board members are provided with a copy of the final IRS Form 990 before filing. Form 990, Part VI, Line 12c Conflict of interest policy The filing organization follows the University of Maryland Medical System (UMMS) Conflicts of Interest Policy, which requires that all Covered Persons disclose conflicts of interest or potential conflicts of interest between their personal interests and the interests of the organization, or any entity controlled by or owned in substantial part by the organization. Covered Persons means any member of the organization's Board of Directors, a member of a committee of the Board, an officer, or an employee of organization (including subsidiaries) at the VP level or above. The organization (or its sole member) is responsible for administering and enforcing the Conflicts of Interest Policy (Policy). The Governance Committee (or other Board committee having similar authority) reviews any and all conflicts, shall report annually to the full Board on the administration, infractions, and enforcement of the Policy and shall report at the earliest opportunity all matters of concern to the full Board in executive session while interested parties are recused. The organization or its sole member's Compliance Officer is the responsible administrative authority to assist the Board in administering and enforcing the Conflicts of Interest Policy and bringing concerns to the oversight committee. A questionnaire which discloses potential conflicts of interest is distributed annually to Covered Persons. The Chief Compliance Officer of the University of Maryland Medical System Corporation (UMMS) distributes and collects the responses for UMMS and other affiliates, and may be called for consult when potential conflicts are disclosed. If the oversight Committee determines that a Conflict of Interest exists, the Committee shall notify the Covered Person and the organization's Board Chair, and further will notify the full Board at its next meeting. Furthermore, in the event the Committee determines that an actual or perceived Conflict of Interest exists, the Committee shall decide how to address the Conflict of Interest. If the Committee determines that a Conflict of Interest exists but that the organization may enter into the subject transaction or arrangement, the interested Covered Person shall be recused from all deliberations and decisions concerning said transaction or arrangement, any arrangements with that entity, and compensation or benefits for officers, directors, and trustees. Furthermore, the Chair of the Board and the Chairs of the oversight Committee and the Audit and Compliance Committee shall not have any Business Transactions with UMMS, nor shall their Family Members. If the oversight Committee determines that a Covered Person has used their position to accrue Excess Benefits or to knowingly assist others in accruing Excess Benefits in any way at the expense of the organization, the Committee shall recommend to the Executive Committee appropriate corrective action to be taken. Form 990, Part VI, Line 15a Process to establish compensation of top management official THE ORGANIZATION DETERMINES THE EXECUTIVE COMPENSATION PAID TO ITS EXECUTIVES IN THE FOLLOWING MANNER PRESCRIBED IN THE IRS REGULATIONS: EXECUTIVE COMPENSATION PACKAGES ARE DETERMINED BY A COMMITTEE OF THE BOARD THAT IS COMPOSED ENTIRELY OF BOARD MEMBERS WHO HAVE NO CONFLICT OF INTEREST. THE COMMITTEE ACQUIRES CREDIBLE COMPARABILITY MARKET DATA CONCERNING THE COMPENSATION PACKAGES OF SIMILARLY SITUATED EXECUTIVES. THE COMMITTEE CAREFULLY REVIEWS THAT DATA, THE EXECUTIVE'S PERFORMANCE AND THE PROPOSED COMPENSATION PACKAGES DURING THE DECISION MAKING PROCESS. THE COMMITTEE MEMORIALIZES ITS DELIBERATIONS IN DETAILED MINUTES REVIEWED AND ADOPTED AT THE NEXT-FOLLOWING MEETING. THE COMMITTEE SEEKS AN OPINION OF COUNSEL THAT IT HAS MET THE REQUIREMENTS OF THE IRS INTERMEDIATE SANCTIONS REGULATIONS. THIS PROCESS IS USED TO DETERMINE THE COMPENSATION PACKAGES FOR ALL MANAGEMENT EMPLOYEES FROM THE VICE PRESIDENT LEVEL AND UP. Form 990, Part VI, Line 15b Process to establish compensation of other employees THE ORGANIZATION DETERMINES THE EXECUTIVE COMPENSATION PAID TO ITS EXECUTIVES IN THE FOLLOWING MANNER PRESCRIBED IN THE IRS REGULATIONS: EXECUTIVE COMPENSATION PACKAGES ARE DETERMINED BY A COMMITTEE OF THE BOARD THAT IS COMPOSED ENTIRELY OF BOARD MEMBERS WHO HAVE NO CONFLICT OF INTEREST. THE COMMITTEE ACQUIRES CREDIBLE COMPARABILITY MARKET DATA CONCERNING THE COMPENSATION PACKAGES OF SIMILARLY SITUATED EXECUTIVES. THE COMMITTEE CAREFULLY REVIEWS THAT DATA, THE EXECUTIVE'S PERFORMANCE AND THE PROPOSED COMPENSATION PACKAGES DURING THE DECISION MAKING PROCESS. THE COMMITTEE MEMORIALIZES ITS DELIBERATIONS IN DETAILED MINUTES REVIEWED AND ADOPTED AT THE NEXT-FOLLOWING MEETING. THE COMMITTEE SEEKS AN OPINION OF COUNSEL THAT IT HAS MET THE REQUIREMENTS OF THE IRS INTERMEDIATE SANCTIONS REGULATIONS. THIS PROCESS IS USED TO DETERMINE THE COMPENSATION PACKAGES FOR ALL MANAGEMENT EMPLOYEES FROM THE VICE PRESIDENT LEVEL AND UP. Form 990, Part VI, Line 19 Required documents available to the public THE ORGANIZATION'S GOVERNING DOCUMENTS ARE MADE PUBLICLY AVAILABLE THROUGH THE STATE OF MARYLAND VIA THE SECRETARY OF STATE'S OFFICE. THE CONFLICT OF INTEREST POLICY IS GENERALLY AVAILABLE ON THE ORGANIZATION'S OR AFFILIATE'S WEBSITE. FINANCIAL STATEMENTS ARE MADE PUBLICLY AVAILABLE ON A QUARTERLY BASIS THROUGH FILINGS ON THE ELECTRONIC MUNICIPAL MARKET ACCESS ("EMMA") SYSTEM. Form 990, Part VII, Section A HOURS ON RELATED ENTITIES UMMS IS A MULTI-ENTITY HEALTH CARE SYSTEM THAT INCLUDES 11 ACUTE CARE HOSPITALS, 1 ACUTE CARE HOSPITAL OWNED IN A JOINT VENTURE ARRANGEMENT AND VARIOUS SUPPORTING ENTITIES. A NUMBER OF INDIVIDUALS PROVIDE SERVICES TO VARIOUS ENTITIES WITHIN THE SYSTEM. IN GENERAL, THE OFFICERS AND KEY EMPLOYEES OF UMMS AVERAGE IN EXCESS OF 40 HOURS PER WEEK SERVING THE DIFFERENT ENTITIES THAT COMPRISE UMMS. Form 990, Part IX, Line 11g Other Fees PHYSICIAN - Total Expense: 32181574, Program Service Expense: 32181574, Management and General Expenses: 0, Fundraising Expenses: 0; CORPORATE - Total Expense: 22984275, Program Service Expense: 0, Management and General Expenses: 22984275, Fundraising Expenses: 0; LABOR - Total Expense: 10319057, Program Service Expense: 10319057, Management and General Expenses: 0, Fundraising Expenses: 0; CONTRACT - Total Expense: 15651708, Program Service Expense: 15651708, Management and General Expenses: 0, Fundraising Expenses: 0; Form 990, Part XI, Line 9 Other changes in net assets or fund balances DB PENSION ADJUSTMENT - 1644857; IT ENTERPRISE - -2964000; CHANGE IN OTHER RESTRICTED FUNDS - 27787; EQUITY TRANSFERS - -534262; CORPORATE DEPRECIATION ALLOCATION - 2272211; CHANGE IN ECONOMIC INTEREST IN UMMS FOUNDATION - -10624; CAPITAL SUPPORT FROM UMMC - 48532620; BALTIMORE WASHINGTON EMERGENCY PHYS INC 301 HOSPITAL DRIVE GLEN BURNIE MD 21061 521756326 HEALTHCARE MD 501(c)(3) Type I BWHS false BALTIMORE WASHINGTON HEALTHCARE SERVICES 301 HOSPITAL DRIVE GLEN BURNIE MD 21061 521830243 HEALTHCARE MD 501(c)(3) Type I UMBWMS false BALTIMORE WASHINGTON MEDICAL CENTER INC 301 HOSPITAL DRIVE GLEN BURNIE MD 21061 520689917 HEALTHCARE MD 501(c)(3) 3 UMBWMS false UM BALTIMORE WASHINGTON MEDICAL SYSTEM 301 HOSPITAL DRIVE GLEN BURNIE MD 21061 521830242 HEALTHCARE MD 501(c)(3) Type I UMMSC false NORTH ARUNDEL DEVELOPMENT CORPORATION 301 HOSPITAL DRIVE GLEN BURNIE MD 21061 521318404 REAL ESTATE MD 501(c)(2) NCC false NORTH COUNTY CORPORATION 301 HOSPITAL DRIVE GLEN BURNIE MD 21061 521591355 REAL ESTATE MD 501(c)(2) UMBWMS false CHESTER RIVER HEALTH FOUNDATION INC 100 BROWN STREET CHESTERTOWN MD 21620 521338861 FUNDRAISING MD 501(c)(3) 8 UMSRH false UNIV OF MD SHORE REGIONAL HEALTH INC 100 BROWN STREET CHESTERTOWN MD 21620 522046500 HEALTHCARE MD 501(c)(3) Type I UMMSC false CHESTER RIVER HOSPITAL CENTER 100 BROWN STREET CHESTERTOWN MD 21620 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false UNIVERSITY OF MARYLAND HEALTH ADVANTAGE 22 SOUTH GREENE STREET BALTIMORE MD 21201 461411902 INSURANCE MD NA C Corporation false UNIVERSITY OF MARYLAND HEALTH PARTNERS 22 SOUTH GREENE STREET BALTIMORE MD 21201 452815803 INSURANCE MD NA C Corporation false UNIVERSITY OF MARYLAND MEDICAL SYSTEM HE 22 SOUTH GREENE STREET BALTIMORE MD 21201 452815722 INSURANCE MD NA C Corporation false UPPER CHESAPEAKE HEALTH VENTURES INC 520 UPPER CHESAPEAKE DR BEL AIR MD 21014 522031264 HEALTHCARE MD NA C Corporation false UPPER CHESAPEAKE MEDICAL CENTER LAND CON 520 UPPER CHESAPEAKE DR BEL AIR MD 21014 770674478 REAL ESTATE MD NA C Corporation false UPPER CHESAPEAKE MEDICAL OFFICE BUILDING 520 UPPER CHESAPEAKE DR BEL AIR MD 21014 521946829 REAL ESTATE MD NA C Corporation false SHORE ORTHOPEDICS INC 219 S WASHINGTON STREET EASTON MD 21601 371817262 HEALTHCARE MD NA C Corporation false MADISON MANOR INC 5801 42ND AVE HYATTSVILLE MD 20781 521269059 HEALTHCARE MD NA C Corporation false AFFILIATED ENTERPRISES INC 3001 HOSPITAL DRIVE CHEVERLY MD 20785 521542144 HEALTHCARE MD NA C Corporation false DIMENSIONS ASSURANCE LTD PO BOX 1363 GENESIS BLDG GRAND CAYMAN CJ 980348082 INSURANCE CJ NA C Corporation false RIVERSIDE HEALTH OF DELAWARE INC 1966 GREENSPRING DRIVE STE 600 TIMONIUM MD 21093 463205820 HEALTHCARE DE NA C Corporation false RIVERSIDE HEALTH OF DC INC 1966 GREENSPRING DRIVE STE 600 TIMONIUM MD 21093 461411713 HEALTHCARE DC NA C Corporation false false false true false false false false false false false true false true false true true false true true