2025-05-14T13:13:58+00:00 2024-06-30 346565596 Ernst & Young US LLP 1101 New York Ave NW Washington DC 20005 990 2023-07-01 520591667 Maryland General Hospital Inc MARY 4102258408 827 Linden Avenue Baltimore MD 21201 George Sprinkel SVP & CFO, UMMC 2025-05-14 true Amber Doane P01391011 2023276000 2025-05-14 2023 2025-03-06 01:10:19Z University of Maryland Medical Center Midtown Campus BERT O'MALLEY 827 Linden Avenue Baltimore MD 21201 274782283 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. 17 15 1740 69 2409117 274028 1107201 99942 266935447 271839103 82350 196950 956852 982278 269081850 273118273 3175 0 0 0 110220795 115431837 0 0 0 164333219 169622732 274557189 285054569 -5475339 -11936296 222601516 194503830 65518521 50004769 157082995 144499061 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 214793858 0 269813131 See Schedule O. 214793858 true true false true false false false false false true false false true 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 1740 true true true false false false false false false false false false false false X 17 15 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 43.0 X X 0 1795984 229865 BONNIE L PHIPPS CPA VICE CHAIR 1.0 5.0 X X 0 0 0 Louise M Gonzales ESQ CHAIR (ENDED 03/24) 1.0 1.0 X X 0 0 0 WILLIAM KIRWAN CHAIR 1.0 2.0 X X 0 0 0 Ancelmo Lopes DIRECTOR 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 Deb Zimmerman DIRECTOR 1.0 1.0 X 0 0 0 Deborah Trautman PHD DIRECTOR (ENDED 03/24) 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 Lisa Manzone DIRECTOR 1.0 1.0 X 0 0 0 Marilyn M Carp DIRECTOR 1.0 2.0 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 3669040 44934 R ALAN BUTLER DIRECTOR 1.0 8.0 X 0 0 0 Robert D Wallace DIRECTOR 1.0 1.0 X 0 0 0 ALISON G BROWN PRESIDENT (end 09/2023) 40.0 3.0 X 613530 0 30094 GEORGE A SPRINKEL SVP & CFO 1.0 42.0 X 0 718698 108170 Janine L Good MD VP and CMO 40.0 0 X 742389 0 76954 Gonzalo Solis VP OPERATIONS 40.0 0 X 265169 0 8889 Ifeanyi Egbunike DIR PHARMACY 40.0 0 X 213141 0 32640 Samuel Friedel CHIEF OPHTHALMOLOGY 40.0 0 X 295806 0 30142 Saverio Mirarchi MD PHYSICIAN ADVISOR 40.0 0 X 368721 0 38521 Wanda Walker Hodges VICE PRESIDENT 40.0 0 X 316470 0 19799 JOSEPH E HOFFMAN III Former SVP, CFO & TREASURER 0.0 49.0 X 0 526320 8544 2815226 6710042 628552 221 true true false UNIV OF MD EMERGENCY 323 West Camden Street Suite 801 Baltimore MD 21201 PHYSICIAN SERVICES 4671766 AVANT HEALTHCARE PROFESSIONALS PO Box 744554 Atlanta GA 303744554 TEMP LABOR 4090436 UNIV OF MD SURGICAL ASSOCIATES PO Box 62523 Baltimore MD 212642523 PHYSICIAN SERVICES 2761482 ELITE SECURITY SERVICES 16000 Trade Zone Ave Suite 103 Upper Marlboro MD 20774 SECURITY SERVICES 2077370 UNIV OF MD PHYSICIAN 419 West Redwood St Suite 660 Baltimore MD 21201 PHYSICIAN SERVICES 1773382 58 99942 99942 NET PATIENT REVENUE 622110 241725140 241725140 0 0 PHARMACY 446110 30113963 27704846 2409117 0 0 0 0 0 271839103 91417 0 0 91417 559679 0 559679 0 559679 0 0 559679 1769543 1664010 105533 0 105533 0 0 105533 MEDICAL RESIDENTS 621990 279091 279091 0 0 VENDING COMMISSIONS 722515 39454 0 0 39454 Other revenue 900099 104054 104054 0 0 0 0 0 0 422599 273118273 269813131 2409117 796083 X 0 0 1483409 851335 632074 0 92903606 66387139 26516467 0 3861357 2759252 1102105 0 10894052 7784681 3109371 0 6289413 4494294 1795119 0 8341 0 8341 0 9975 0 9975 0 82864205 54386815 28477390 0 721265 515402 205863 0 794205 567524 226681 0 5088331 3636024 1452307 0 36798 26295 10503 0 527865 377202 150663 0 1105000 789612 315388 0 15610924 11155268 4455656 0 4139969 3966644 173325 0 MEDICAL SUPPLIES 45261744 45261744 0 0 BAD DEBT 7780058 7780058 0 0 REPAIRS & MAINTENANCE 2456192 1755148 701044 0 EQUIPMENT RENTAL 804711 575031 229680 0 2413149 1724390 688759 0 285054569 214793858 70260711 0 28806037 1210080 33132718 34837130 0 0 0 0 3899703 3886441 384128 517869 332076713 194129221 145168052 137947492 2775000 2886000 1996023 2479450 0 6439855 10739368 222601516 194503830 25516259 13112846 218848 218848 0 0 39783414 36673075 65518521 50004769 X 110658446 98126540 46424549 46372521 157082995 144499061 222601516 194503830 X -11936296 408842 -1056480 X false true X true false X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED false false false false false false false false true 8341 8341 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 1.64% AND 32.00% 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 240701048 126295960 114405088 2386134 1033980 1352154 82672953 66589478 16083475 4838311 209803 4628508 137947492 OTHER ACCOUNT RECEIVABLES 7669496 ECONOMIC INTEREST ASSETS LTD TO USE 482811 FINANCING LEASE 555171 LTD USE ASSETS 545885 PENSION 1486005 10739368 DUE TO AFFILIATES 26029958 ADVANCES FROM THIRD PARTIES 7041370 OTHER LIABILITIES 1214820 CREDIT BALANCE 1802210 FINANCING LEASE 584717 36673075 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 3428838 0 3428838 0.0124 0 0.0 0 0.0 0 0 3428838 0 3428838 0.0124 1813910 0 1813910 0.0065 10591768 0 10591768 0.0382 20400758 4418806 15981952 0.0576 57219 0 57219 0.0002 17911 0 17911 0.0001 0 0 32881566 4418806 28462760 0.1027 0 0 36310404 4418806 31891598 0.1150 0 0.0 0 0.0 0 0.0 0 0.0 0 0.0 173675 0 173675 0.0006 0 0.0 0 0.0 495723 0 495723 0.0018 0 0 669398 0 669398 0.0024 true 6380426 0 48175509 42141300 6034209 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 23 true true false true X https://www.umms.org/midtown/community/health-needs-assessment X true 23 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. UMMC partnered with seven other Baltimore based hospital(s)/ hospital systems (via the Baltimore City Hospital Collaborative) and Ascendient Health to complete the FY2024 Community Health Needs Assessment. Primary (new) data were collected through community-based focus groups and web-based surveys for community members and key community leaders and included feedback from more than 2,600 people who live, work or receive healthcare in Baltimore City. Key leaders most frequently represented nonprofit organizations, but participants also included government, health, and faith leaders among others. A total of 33 focus groups were conducted, either virtually or in person, with a variety of community members from different backgrounds, age groups and life experiences. 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. UMMC will address the prioritized needs obtained from the CHNA. In that document, a plan is outlined as to how UMMC will support specific community benefit efforts as part of a larger community-wide and system plan. This plan also aligns with the joint strategic plan between UMMC and UMB and is unique in that the partnership has provided the opportunity to provide innovative and evidence-based programs that address social needs and strives to improve health disparity. Specifically, our mobile health screening and education programs, access to early detection lung cancer screening program, and proven strategies to address violence and workforce development are highlights of the plan. The identified priorities include Access to Care, Chronic Disease Management, Mental Health and Substance Use, Maternal Health, Workforce Development and income Generation, and Violence Prevention. UMMC will focus the majority of its efforts on the identified strategic priorities, and will continue to 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 VI, Line 7 State Filing of Community Benefit Report As required by Maryland statute for all hospitals, University of Maryland Medical Center submits a detailed, annual community benefit report, which provides information related to programs, services, contributions, etc. that the hospital makes with no or little expectation of financial return, to the Maryland Health Services Cost Review Commission (HSCRC), a state regulatory agency, by January 31 each year. Schedule H, Part I, Line 7g Subsidized Health Services The following physician clinics are included in subsidized health services: Eye clinic, $1,497,822 Sleep clinic, $384,850 Urology clinic, $350,762 Schedule H, Part I, Line 7 Bad Debt Expense excluded from financial assistance calculation 7780058 Schedule H, Part I, Line 7 Costing Methodology used to calculate financial assistance UMMC Midtown subsidizes several physician practices. They meet the criteria for physician subsidy reporting since the subspecialties are included as needs on the FY2024-FY2026 Community Health Needs Assessment for Baltimore City. Furthermore, the services would be unavailable in the West Baltimore community. In addition, if UMMC downtown did not provide these subsidies the service would become the responsibility of government or another tax-exempt organization. Schedule H, Part II Community Building Activities 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. 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. Coalition Building 1. The RICH Collaborative (Reducing Isolation and Improving Cardiovascular Health) is a program led by the University of Maryland School of Nursing. Nearly 20 community organizations supported the project in which Community Outreach Workers identified older West Baltimore residents, provided social needs support, and enrolled them in a blood pressure monitoring program. Several leaders at UMMC participated in the planning and implementation of the program. 2. There are several leaders who are on the Board of Directors of several local non-profits and/or participate in community coalitions. These organizations include, but are not limited to, Moveable Feast, Art with a Heart, Southwest Partnership, Healthier 2Gether Diabetes Prevention. 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. The UMMC Community Health Improvement Team (CHI Team) collaborated with the University of Maryland Medical System, University of Maryland/ Baltimore, other Baltimore City-based hospitals, community leaders, 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. The triennial needs assessment was completed in FY2024 and was approved by the UMMC Board of Directors Community Engagement Committee on June 4, 2024. Schedule H, Part VI, Line 3 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 translated its financial assistance policy into the following languages: English, Spanish, French, and Chinese. UMMC 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 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. There are seven zip codes in West Baltimore (21201, 21215, 21216, 21217, 21223, 21229 and 21230) that are designated an UMMC's primary community benefit service area (CBSA). The CHNA and programming are targeted to these 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 through the CHNA process identified multiple areas of need within Baltimore City. These top priorities represent the intersection of documented unmet community health needs and UMMC's key strengths and mission. These priorities were identified by the UMMC Downtown and Midtown Community Health and Engagement Team, executive and clinical leadership, 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. The identified priorities include Access to Care, Chronic Disease Management, Mental Health and Substance Use, Maternal Health, Workforce Development and income Generation, and Violence Prevention. Identified Need/Priority: Chronic Disease Prevention Identified Need: Obesity/Nutrition Currently, there is a 34% prevalence rate of obesity in the Baltimore City population. Hospital Initiative: Creating Food Access Primary objectives of initiative: 1) Reduce household food insecurity and in doing so reduce hunger. 2) Decrease the ED visit rate due to hypertension, prediabetes or diabetes Single or multi-year plan: This program is a multi-year plan. Key collaborators in delivery: UMMC Midtown Campus UMMC Mobile Market Hungry Harvest Baltimore City Department of Planning Shoppers Food Warehouse Saval Foods MAC, Inc. Impact of hospital initiative: Baltimore City residents who experience food insecurity are more likely to experience poor health outcomes such as hypertension and diabetes. Additionally 29% of Baltimore City residents live in poverty and approximately 24% live in a defined healthy food priority area, also known as a food desert. This program provides free healthy food options to community members in need while distributing much needed education to promote better nutrition and healthy eating habits. Metrics/ Outcomes in FY24: # Meals Distributed at Thanksgiving - 1,600 turkeys and education distributed # patients served at Diabetes Center food pantry - more than 250 families served in the pediatric and diabetes food pantries # individuals served at Mobile Market - approx 500 served. Identified Need/Priority: Maternal/Child Health Currently, there is an infant mortality rate (# per live births) of 9 Baltimore City wide with 13.9 and 20 in several neighborhoods of the targeted population. Hospital Initiative: Maryland Moms in Training Program Primary objectives of initiative: 1) Increase % of babies born >37 weeks gestation 2) Reduce the percentage of births that are low birth weight 3) Increase the % of women breastfeeding at discharge after delivery Key collaborators in delivery: Zeta Phi Beta Sorority March of Dimes B'more for Healthy Babies Impact of hospital initiative: Babies born at full-term and at healthy birth weights are less likely to die in the first year of life (Infant mortality reduction). Babies who are breastfed have fewer infections in the first year of life. Metrics: # of women enrolled - approximately 200 mothers enrolled Identified Need/Priority: Violence Prevention Violence is a leading cause of death and injury in Baltimore City Hospital Initiative: Violence Intervention Programs (VIP) Primary objectives of initiative: 1) Reduce the rate of violence in Baltimore Key collaborators in delivery: Baltimore City Police Department Baltimore City Health Department University of Maryland Baltimore Impact of hospital initiative: The participants in violence prevention programs receive education and social support regarding violence. The participants get out of the cycle of violence and therefore reduce the number of return admissions to Shock Trauma and have an improved quality of life. Metrics: * # of people in the VIP programs - approximately 3,000 individuals enrolled 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 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 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 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. The not-for-profit University of Maryland Medical Center is the flagship hospital of the University of Maryland Medical System. The mission of UMMC is to provide health care services on its two campuses (Downtown and Midtown) for the Baltimore community, the State of Maryland, and the nation. In partnership with the University of Maryland School of Medicine and the University of Maryland health professional schools, we are committed to: * Delivering superior health care * Training the next generation of health professionals * Discovering ways to improve health outcomes worldwide 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 1272666 0 501000 0 22318 0 206792 0 23073 0 2025849 0 0 Mohan Suntha MD PRESIDENT AND CEO, UMMS 0 1943849 0 1359996 0 365195 0 13200 0 31734 0 3713974 0 0 JOSEPH E HOFFMAN III Former SVP, CFO & TREASURER 0 453670 0 70000 0 2650 0 0 0 8544 0 534864 0 0 ALISON G BROWN PRESIDENT (end 09/2023) 337766 0 186274 0 89490 0 13200 0 16894 0 643624 0 0 0 GEORGE A SPRINKEL SVP & CFO 0 505324 0 177029 0 36345 0 77417 0 30753 0 826868 0 0 Janine L Good MD VP and CMO 374765 0 81024 0 286600 0 54489 0 22465 0 819343 0 210751 0 Gonzalo Solis VP OPERATIONS 176725 0 0 0 88444 0 3762 0 5127 0 274058 0 0 0 Ifeanyi Egbunike DIR PHARMACY 176583 0 35526 0 1032 0 5087 0 27553 0 245781 0 0 0 Samuel Friedel CHIEF OPHTHALMOLOGY 255519 0 37506 0 2781 0 8023 0 22119 0 325948 0 0 0 Saverio Mirarchi MD PHYSICIAN ADVISOR 311397 0 56292 0 1032 0 12674 0 25847 0 407242 0 0 0 Wanda Walker Hodges VICE PRESIDENT 253886 0 60153 0 2431 0 17023 0 2776 0 336269 0 0 0 Schedule J, Part I, Line 4b Supplemental nonqualified retirement plan DURING THE FISCAL YEAR-ENDED JUNE 30, 2024, 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, $56,314 MOHAN SUNTHA, MD, $357,713 DURING THE FISCAL YEAR- ENDED JUNE 30, 2024, 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: JOSEPH E. HOFFMAN, III JANINE L GOOD, MD GONZALO SOLIS BERT W OMALLEY, MD GEORGE SPRINKEL 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 138 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, 2024, MGH ENGAGED IN THE FOLLOWING ACTIVITIES THAT WERE IN FURTHERANCE OF ITS EXEMPT PURPOSE: PROVIDED INPATIENT SERVICES WHICH INCLUDED 3,950 INPATIENT ADMISSIONS AND 35,824 INPATIENT DAYS. PROVIDED OUTPATIENT SERVICES WHICH INCLUDED 17,312 EMERGENCY DEPARTMENT VISITS AND 109,357 OUTPATIENT CLINIC VISITS. PROVIDED UNCOMPENSATED CARE TO INDIGENTS AND MEDICALLY UNDERSERVED MEMBERS OF THE COMMUNITY AT A COST OF OVER $3.4 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 $1,736,659,000 OF OUTSTANDING AUTHORITY BONDS ON JUNE 30, 2024. 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: 34291848, Program Service Expense: 34291848, Management and General Expenses: 0, Fundraising Expenses: 0; CORPORATE - Total Expense: 28477390, Program Service Expense: 0, Management and General Expenses: 28477390, Fundraising Expenses: 0; LABOR - Total Expense: 4330811, Program Service Expense: 4330811, Management and General Expenses: 0, Fundraising Expenses: 0; CONTRACT - Total Expense: 15764156, Program Service Expense: 15764156, 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 - 872136; IT ENTERPRISE - -2102160; CHANGE IN OTHER RESTRICTED FUNDS - 12067; EQUITY TRANSFERS - -1902225; CORPORATE DEPRECIATION ALLOCATION - 2057796; CHANGE IN ECONOMIC INTEREST IN UMMS FOUNDATION - -64094; CAPITAL SUPPORT FROM CONDO - 70000; BALTIMORE WASHINGTON EMERGENCY PHYS INC 301 HOSPITAL DRIVE GLEN BURNIE MD 21061 521756326 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