2024-05-13T12:22:09+00:00 2023-06-30 346565596 ERNST & YOUNG US LLP 1101 NEW YORK AVE NW WASHINGTON DC 20005 990 2022-07-01 521289729 Dimensions Health Corporation DIME 4434625811 901 Harry S Truman Drive N Upper Marlboro MD 20774 Michael Brozic SVP, Finance 2024-05-13 true Michael Brozic 999009999 true Justin Lowe P01866796 2023276000 2022 2023-04-26 12:10:37Z University of Maryland Capital Region Health Nathaniel Richardson President & CEO 901 Harry S Truman Drive N Upper Marlboro MD 20774 442578713 false X UMMS.ORG/CAPITAL X 1982 MD OUR STATED MISSION IS TO PROVIDE HIGH QUALITY, EFFICIENT HEALTHCARE SERVICES TO PRESERVE, RESTORE AND IMPROVE THE HEALTH STATUS OF OUR COMMUNITY. 20 17 2468 109 0 0 19088454 18463643 397256764 412681653 500574 73354 5696243 4910900 422542035 436129550 0 0 0 0 157173635 171005777 0 0 0 310724782 286808637 467898417 457814414 -45356382 -21684864 713999796 755753757 372862992 427447680 341136804 328306077 OUR STATED MISSION IS TO PROVIDE HIGH QUALITY, EFFICIENT HEALTHCARE SERVICES TO PRESERVE, RESTORE AND IMPROVE THE HEALTH STATUS OF OUR COMMUNITY. THIS MISSION IS PURSUED IN COLLABORATION WITH OUR RELATED ORGANIZATIONS. WE URGE THOSE INTERESTED TO ACCESS MORE DETAILED AND COMPLETE INFORMATION AT WWW.UMMS.ORG/CAPITAL. false false 362322060 0 412800959 THE MAIN FUNCTION OF THE ORGANIZATION IS TO PROVIDE COMMUNITY BENEFITS THROUGH PROGRAMS AND ACTIVITIES THAT IMPROVE ACCESS TO HEALTH CARE AND IMPROVE THE OVERALL HEALTH OF THE COMMUNITIES WE SERVE. OUR STATED MISSION IS TO ENHANCE THE HEALTH AND WELLNES OF OUR PATIENTS AND COMMUNITIES, PROVIDING STATE OF THE ART CLINICAL CARE AND COMMUNITY LEADERSHIP WITH COMPASSION, DIGNITY AND RESPECT. 362322060 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 0 0 2468 true false false false false false false false false false false false false X 20 17 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 Alexander Williams Jr Board Chair 1.0 2.0 X X 0 0 0 James Estepp Treasurer 1.0 2.0 X X 0 0 0 Nathaniel Richardson Jr President and CEO, UM CRH 40.0 2.0 X X 927466 0 135031 Aminta Breaux Director 1.0 2.0 X 0 0 0 Beverly Anderson PhD Director 1.0 2.0 X 0 0 0 Dianna Abney MD Director 1.0 4.0 X 0 0 0 James Chesley MD Director 1.0 2.0 X 0 0 0 John Jenkins Director 1.0 2.0 X 0 0 0 John P Coale Esq Director 1.0 2.0 X 0 0 0 Jon P Burns Director 1.0 44.0 X 0 1197291 34488 Jonathan Weaver Director 1.0 2.0 X 0 0 0 Joy Russell Director 1.0 2.0 X 0 0 0 Maritza Gonzalez MD Director 1.0 2.0 X 0 0 0 Melonie Johnson Director 1.0 2.0 X 0 0 0 MOHAN SUNTHA MD President and CEO, UMMS 1.0 59.0 X 0 4360614 41855 Orlan Johnson Director 1.0 2.0 X 0 0 0 Richard Patterson Director 1.0 2.0 X 0 0 0 Robert DiPietro Director 1.0 2.0 X 0 0 0 Ronald Williams Director 1.0 2.0 X 0 0 0 S Michelle Lee Director (Ended 6/2023) 1.0 47.0 X 0 1279041 34610 Uchenna Nwaneri MD Director 1.0 2.0 X 0 0 0 Michael Brozic CFO 40.0 2.0 X 421628 0 55360 Sandra Benzer Secretary 1.0 2.0 X 0 268092 40462 Joel Sandler SVP & CNO 40.0 0 X 213354 0 15262 Min Godwin SVP and COO 40.0 0 X 466018 0 27989 Tom-Meka Archinard SVP and CMO 40.0 0 X 338666 0 37202 Trudy R Hall MD VP and Deputy CMO 40.0 1.0 X 284813 0 13237 Vanzetta V James SVP and CNO (ended 8/2023) 40.0 0 X 187070 0 26692 Demetris Butler VP, Clinical Support Services 40.0 0 X 348531 0 17337 Ingrid Connerney VP and Chief Quality Officer 40.0 0 X 531062 0 11020 Jay Mittal VP Business Strategy and Development 40.0 0 X 342512 0 17137 Shirley Joseph Nurse 40.0 0 X 281893 0 606 Stacey Little VP Business Strategy 40.0 0 X 272169 0 27980 JOSEPH L WRIGHT MD Former SVP & CMO 0.0 40.0 X 0 799104 31276 4615182 7904142 567544 406 true true false MAXIM HEALTHCARE STAFF SERVICES 12558 COLLECTIONS CENTER DRE CHICAGO IL 60693 TEMP LABOR STAFFING 33734440 CROSS COUNTRY STAFFING PO BOX 404674 ATLANTA GA 303844674 TEMP LABOR STAFFING 10463029 MARYLAND EMERGENCY MEDICINE NETWORK 250 W PRATT STREET BALTIMOREe MD 21201 PHYSICIAN SERVICES 4062873 ELITE SECURITY SERVICES 16000 TRADE ZONE AVE SUTIE 103 UPPER MARLBOROUGH MD 20774 SECURITY SERVICES 3674273 UM ORTHOPAEDIC ASSOCIATES PO BOX 64881 BALTIMORE MD 212644881 PHYSICIAN SERVICES 3532900 75 16697985 1765658 18463643 NET PATIENT REVENUE 622110 411753498 411753498 0 0 Pharmacy 446110 928155 928155 0 0 0 0 0 0 412681653 141931 0 0 141931 503692 0 503692 0 503692 0 0 503692 6380585 0 6449163 0 -68578 0 -68577 0 0 -68577 Bed license income 900099 4134000 0 0 4134000 Sale of equipment 900099 153902 0 0 153902 Other revenue 621990 119306 119306 0 0 0 0 0 0 4407208 436129550 412800959 0 4864948 X 0 0 2839014 1023903 1815111 0 144858700 120011770 24846930 0 4934828 4088380 846448 0 8665641 7179264 1486377 0 9707594 8042496 1665098 0 14487 0 14487 0 9438 0 9438 0 133162811 80031870 53130941 0 8475 7021 1454 0 1457984 1207903 250081 0 9831846 8145436 1686410 0 203021 168198 34823 0 410450 340047 70403 0 8458818 7007917 1450901 0 35507159 29416783 6090376 0 7287538 7137630 149908 0 Bad Debt Expense 27670760 27670760 0 0 Medical Supplies 42164244 42164244 0 0 REPAIR/MAINTENANCE 7664439 6349794 1314645 0 Physician Support 9292849 9292849 0 0 3664318 3035795 628523 0 457814414 362322060 95492354 0 49066232 0 19247760 24469 51838640 51610708 0 0 0 0 0 7129622 6998549 2410308 1177420 1005957142 363107886 533066898 642849256 12771629 1789000 1259838 1290633 0 37208869 50013722 713999796 755753757 151280771 54000881 1101119 1732234 0 0 220481102 371714565 372862992 427447680 X 336300959 309376362 4835845 18929715 341136804 328306077 713999796 755753757 X -21684864 308724 8545413 X false true X true true true X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED false false false false false false false false true 14487 14487 false Schedule C, Part II-B, Line 1 DETAILED DESCRIPTION OF THE LOBBYING ACTIVITY 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. 38632499 38632499 491934573 75124749 416809824 356162992 258153969 98009023 119227078 29829168 89397910 642849256 Other 9766918 Due from Affiliates Escrow LT Asset - Financing Lease 8342073 Other accounts receivable 11354893 Construction fund 20549838 50013722 DUE TO UMMS 294881748 FINANCING LEASE 10756767 CREDIT BALANCE 6525452 UNFUNDED DB PENSION -19775674 ADVANCES FROM THIRD PARTIES 18530114 INTERCOMPANY BORROWING 58551000 OTHER 2245158 371714565 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 true false true true 6429324 0 6429324 0.0149 0 0.0 0 0.0 0 0 6429324 0 6429324 0.0149 2162700 0 2162700 0.0050 6057561 1765658 4291903 0.0100 37242383 10616400 26625983 0.0619 0 0.0 4359052 2761705 1597347 0.0037 0 0 49821696 15143763 34677933 0.0806 0 0 56251020 15143763 41107257 0.0956 0 0.0 0 0.0 9500 0 9500 0.0000 0 0.0 0 0.0 3489 0 3489 0.0000 0 0.0 0 0.0 0 0.0 0 0 12989 0 12989 0.0000 true 25429428 0 85335651 82954163 2381488 X true true 1 1 UM Capital Region Medical Center 901 Harry S Truman Drive N Upper Marlboro MD 20774 UMMS.ORG/CAPITAL 16-015 X X X 1 1 1 false false true X X X X X X X X X 21 true true true true X https://www.umms.org/capital/community/community-health-needs-assessment X true 21 true https://www.umms.org/capital/community/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/capital/patients-visitors/for-patients/financial-assistance-and-billing X https://www.umms.org/capital/patients-visitors/for-patients/financial-assistance-and-billing X https://www.umms.org/capital/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 - UM Capital Region Medical Center. Similar to the 2019 Community Health Needs Assessment (CHNA), the 2022 CHNA was a County-wide joint CHNA process, led by the Prince George's County Health Department in collaboration with the county's hospitals. As part of the 2022 Joint Community Health Assessment, the Prince George's County Health Department (PGCHD) conducted key informant interviews with 16 County leaders drawn from diverse backgrounds with varying perspectives on health in the county. Twenty-nine individuals were identified by the area hospitals and Prince George's County Health Department as key informants to represent special populations in the county, including veterans, seniors, those experiencing homelessness or housing insecurity, immigrants, refugees, and the Hispanic and Filipino communities, as well as organization such as education institutions that may serve more than one population. The individuals identified as key informants were either members of or directly serving these special populations. Of the 29 potential respondents, 16 individuals completed the interviews. A comprehensive interview guide developed for the 2016 and 2019 Community Health Needs Assessment was utilized for consistency, which consisted of 17 open-ended questions with related probes. The guide addressed the following focus areas: assets and barriers relative to health promotion in the county; opinions on the leading health threats currently facing the County; specific priorities in the areas of physical, behavioral, and environmental health; and emerging threats to residents' health. Interviews were conducted by the Prince George's County Health Departments Office of Assessment and Planning. The interviewers conducted all the interviews via zoom, ranging from 30 to 75 minutes. The open-ended questions provided informants with the opportunity to respond without limitations. All interviews were conducted between March 15 - April 11, 2022. As done in 2019, the 2022 CHNA process also included a Community Expert Survey, developed as a strategy that complements the overall community health assessment goal of identifying the health needs and issues among the county's different populations through providers, community-based organizations, local governments, and population representatives that can speak for the communities they serve. The core CHNA team (which included the Health Department and area hospitals) provided lists of community-based partners and providers to be included in the survey; this included the membership of the Prince George's County Health Action Coalition, community leaders, and representatives of specific populations. The survey was developed based on existing community surveys, with some modifications specific to the county. Efforts were made to ensure the survey questions corresponded with the Community Resident Survey, which was also part of the CHNA data collection efforts. An email request was sent to approximately 100 participants by the Prince George's County Health Department with an electronic link for the survey on April 2022, and hospital partners were also provided with the link to share with their community experts. Schedule H, Part V, Section B, Line 6a Facility 1, 1 Facility 1, 1 - UM Capital Region Medical Center. Identical to the 2019 process, the core CHNA Team included all the hospitals in Prince George's County- Luminis Health Doctors Community Medical Center, Fort Washington Medical Center, MedStar Southern Maryland Hospital Center, and University of Maryland Capital Region Health. In addition, all four hospitals and the Health Department appointed staff to facilitate the 2022 CHNA process. Schedule H, Part V, Section B, Line 6b Facility 1, 1 Facility 1, 1 - UM Capital Region Medical Center. Many organizations and key informants participated in the CHNA process: Key Informant Interviews * Michelle LaRue- Representative from CASA (Immigrant and Refugee) * Alison Flores- Prince George's County Executive Latino Affairs Liaison (Hispanic) * Patricia Chiancone- Prince George's County Public Schools International student admissions and enrollment(Immigrant and Refugee) * Lisa Walker- Hyattsville Aging in Place ( Seniors) * Tisa Holley- Prince George's County Public Schools. McKinney Vento Program (Homeless/Housing Insecurity) * Patricia Fletcher- AERS Program ( Seniors) * James Dula- Office of Veteran Affairs Department of Family Services ( Veteran) * Anthony Smith- Office of Veterans Affairs, Department of Family Services ( Veteran) * Stacey Little- University of Maryland Capital Region Health (Affiliated/Supporting groups. Business) * Dushanka Kleinman- University of Maryland College Park, School of Public Health (Affiliated/Support Groups. Higher Education) * Norberto Martinez- Langley Park Civic Association ( Hispanic) * Guy Merritt- Departments of Corrections ( Homelessness/Housing Insecurity) * Anna Cazes- Fort Washington Medical Center ( Filipino) * Col. Jimmy Slade- Community Ministries ( Homelessness/Housing Insecurity) * Jean Drummond- HCDI, Inc. (Affiliated/Supporting Groups. Business) * Andre Pittman- First Baptist Church of Glenarden Military Care Ministry ( Veteran) Schedule H, Part V, Section B, Line 11 Facility 1, 1 Facility 1, 1 - UM Capital Region Medical Center. Due to the pandemic, the Core Team determined to maintain the same priorities from 2019 based on the community and expert input in the process that focused on these areas, the challenges remaining in the county from the population and health indicators, and acknowledgment that it is realistic for such substantial priorities to require more than three years to achieve sustainable outcomes as the priorities outline correlate significantly with social/cultural norms and behavioral change. Additionally, much of the planned work from 2019 had to be suspended due to the coronavirus pandemic. The 2022 priorities identified for Prince George's County will continue to be: * Social determinants of health, * Behavioral health, * Obesity and metabolic syndrome, and * Cancer. UM Capital Region is addressing the significant needs identified in its most recently conducted CHNA through initiatives specifically developed to align with the identified priorities and UM Capital's strategic priorities. Like the countywide CHNA, the hospital opted to maintain the priority areas of focus for the needs identified in the CHNA. Therefore, priority areas for UM Capital Region Health will remain: Priority Area 1 - Social Determinants of Health; Priority Area 2 - Physical Health and Chronic Disease Management; Priority Area 3 - Behavioral Health; Priority Area 4 - Physical Safety and Priority Area 5-Maternal & Infant Health. Goals were established under each priority area, and initiatives were aligned with the goals to address the identified health needs. Priority Area 1: UM Capital Region Health is addressing Social Determinants of Health through the following program goals, objectives, and activities: Goal 1: Promote Wellness, Behavior Change, and Engagement In Appropriate Care Objectives: * Raise awareness about health risk factors, health promotion, and wellness * Increase the number screened who are referred for further follow-up. * Promote engagement in primary care and behavioral health services. * Raise awareness about mental, emotional, and behavioral risk factors. Activities: Health Education and Primary Prevention Activities (overall wellness): * Participate in health fairs for enhanced screening, health literacy, and community education. * Promote and organize community workshops and educational lectures. * Work with community partners and schools to organize education and awareness events. Priority 2: UM Capital Region is addressing Physical Health and Chronic Disease Management through the following program goals, objectives, and activities: Goal 1: Increase Physical Activity and Healthy Eating. Objectives: * Increase the number of children, youth, and physically active adults. Activities: Healthy Eating/Active Living Activities * Work with community partners to support the Dine, Learn & Move program. * Organize Senior Dining & lecture series. Goal 2: Improve Chronic Disease Management Objectives: * Increase Behavioral change of adults with or at-risk for developing chronic diseases and other complex health conditions. * Increase the number of eligible people completing the CDC-recognized type 2 diabetes prevention program. Activities: Diabetes Prevention& Management, Cardiovascular Disease & other chronic conditions. * Implement and partner with community organizations to conduct National Diabetes Prevention Program. * Support, organize & host the Stanford University Living Well with Chronic Disease Self- Management Education Workshops. Goal 3: Reduce Cancer Disparities Objectives: * Direct targeted outreach, education, and screening for the target community. Activities: Cancer Screening and Peer Support Programs * Support the development of UM Capital Region Cancer program. * Support access to cancer screening * Work with community partners to provide emotional support programs. Goal 4 Improve HIV/AIDS Prevention and Disease Management Objectives * Improve disease management & healthy lifestyle education for people living with HIV. * Increase early detection of the undiagnosed population through increased screenings. * Education to reduce rate of new HIV infections with a focus on high risk populations. Activities: HIV/AIDS Prevention and Disease Management * Provide screening, education/counseling, and treatment services. * Provide support for men and women living with HIV/AIDS. * Partner with community organizations. Priority 3: UM Capital Region is addressing behavioral health through the following program goals, objectives, and activities: Goal 1: Increase Health Outreach and Education Programs in Community-based Settings Objectives: * Promote engagement in appropriate primary and specialty care * Educate and increase awareness in the community of mental health issues and well-being. Activities: Health Education and Primary Prevention Activities * Conduct Mental Health First Aid Workshops. * Support the Let's Talk UMMS Community Health seminar series. Furthermore, UM Capital Region Health added two additional priority health areas based on the data indicators in the CHNA and an internal review and selection of strategic priorities specific to UM Capital Region Health. Priority 4: UM Capital Region is addressing Physical Safety through the following program goals, objectives, and activities: Goal 1: Reduce Accidental Deaths Objectives: * Increase safety awareness for motorcycle accidents, bicycle safety, helmet safety, and other pedestrian and motor vehicle-related incidents. Activities: Injury Prevention & Awareness * Participate in health fairs to increase education. * Increase education in schools, community centers, senior centers * Provide Stop the Bleed education and training sessions Goal 2: Promote Violence Prevention & Education Objectives: * Provide trauma-informed medical/forensic examinations, crisis response, and therapeutic care to survivors of sexual and domestic violence and exploitation. Activities: Domestic Violence & Sexual Assault Center * Provide case management support * Support victim advocacy * Provide onsite and 24/7 hotline * Deploy crisis response * Priority 5: UM Capital Region is addressing Maternal & Infant Health through the following program goals, objectives, and activities: Goal 1: Improve Education & Access to Prenatal Care Objectives: * Increase access to high-quality prenatal care * Provide education and information on healthy pregnancies, breastfeeding, and early Infant care. Activities: Mama & Baby Bus Program * Continue the Mama & Baby Bus Program (Mobile health services in the community) * Supportive Pregnancy Program * Post-partum support group Goal 2: Improve Birth Outcomes Objectives: * Improve birth outcomes for high-risk women in Prince George's County * Increase exclusive breastfeeding among Prince George's County new mothers Up to 6 months post-partum for optimal development and health of infants. Activities: * New monthly UM Capital breastfeeding education * Expand course offerings for community health workers * Develop and partner to create county- wide recommendations on the importance of breastfeeding practices. Our full Community Health Implementation Strategy can be found at; https://www.umms.org/capital/-/media/files/um-capital/community/community-reports/2022-community-health-assessment.pdf?upd=20221109201957 Needs not addressed: Environmental health, Oral health, Tobacco use, Housing, Homelessness, and Dementia. Environmental Health- in FY22, this institution primarily focused its efforts and resources on its facilities' environmental and safety needs. Oral Health- the Dental provider of the institution left the organization in FY18. Therefore, Dental Health was not selected as a priority for the UM Capital Region Health institution at this time. Tobacco Use- the smoking cessation program coordinator left the institution in FY21, and due to budgetary constraints, the program was discontinued. Dementias- currently a lack of resources to support this effort Housing and homelessness- were not selected as a priority, nor were resources allocated to address this need at this time. Schedule H, Part V, Section B, Line 13 Facility 1, 1 Facility 1, 1 - UM PRINCE GEORGE'S HOSPITAL CENTER AND UM LAUREL REGIONAL MEDICAL CENTER. 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. 7 UM LAUREL REGIONAL MEDICAL CENTER 7300 VAN DUSEN RD LAUREL MD 20707 Medical Center BOWIE HEALTH CENTER 1017 15001 HEALTH CENTER DRIVE BOWIE MD 20716 EMERGENCY MEDICAL CARE DIMENSIONS SURGERY CENTER 14999 HEALTH CENTER DR STE 103 BOWIE MD 20716 AMBULATORY SURGERY CENTER GLADYS SPELLMAN SPECIALTY CARE UNIT 7300 VAN DUSEN ROAD LAUREL MD 20707 ACUTE CARE LARKIN CHASE CARE & REHABILITATIN 15005 HEALTH CENTER DRIVE BOWIE MD 20716 REHABILITATION CENTER DICAL CENTER 7582 ANNAPOLIS ROAD LANHAM MD 20784 MEDICAL CENTER RACHEL H PEMBERTON SENIOR CENTER 3601 TAYLOR STREET STE 108 BRENTWOOD MD 20722 SENIOR HEALTH CENTER Schedule H, Part I, Line 3c CRITERIA FOR FREE OR DISCOUNTED CARE UM CAPITAL REGION 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 5a BUDGET FOR CHARITY CARE THE ORGANIZATION DOESN'T BUDGET A PRESET PERCENTAGE FOR CHARITY CARE. IT IS THE ORGANIZATION'S POLICY TO PROVIDE FINANCIAL ASSISTANCE TO ANY INDIVIDUAL THAT QUALIFIES UNDER THE ORGANIZATION'S FINANCIAL ASSISTANCE POLICY, REGARDLESS OF THE AMOUNT OF CHARITY CARE PROVIDED BY THE ORGANIZATION DURING THE YEAR. IT IS PART OF OUR MISSION TO SERVE AS THE SAFETY NET FOR THE UNINSURED AND UNDERINSURED. Schedule H, Part I, Line 6b RELATED ORGANIZATION BENEFIT 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 5 Promotion of Community Health Behavioral Health Mental Health First Aid is a public education program designed to teach members of the public how to respond to a mental health emergency and how to offer practical support to adults and youth who appear to be in emotional distress. Due to the ongoing COVID-19 pandemic, we've continued to offer our Mental Health First Aid Training virtually. In FY23, we conducted seven training sessions, successfully certifying 54 community members as Mental Health First Aiders. Mama & Baby Bus The Mama & Baby Mobile Unit serves as a healthcare access point for under-insured, and uninsured women and children. The Mama & Baby Mobile Unit provides basic, uncomplicated maternal and child health services through partnerships with local community-based organizations, shelters, food pantries, faith institutions, schools, and institutions of higher learning. The Mobile health unit providers include a team of Midwives, Family Medicine, and OB/GYN, Providers. The bus midwives manage low-risk patients using protocols developed consistent with the American College of Obstetricians and Gynecologists (ACOG) recommendations, which allow a minimum number of visits in the schedules for prenatal care. This approach accommodates a variety of life challenges the women must overcome to attend regular prenatal care appointments and minimizes some of the barriers these women may face. For women at high and medium risk, the bus staff follows the pregnancy management guidelines of the American College of Obstetricians and Gynecologists related to those specific populations. The team also employs ACOG's well-women-visit guidelines. In addition, patients are screened routinely for HIV per preventive health guidelines from the Centers for Disease Control and Prevention. Post-partum care follows ACOG guidelines and addresses breastfeeding support, available social support, depression, physical activity, contraception, etc., and the patient's overall health. The March of Dimes contract agreement has been renewed for another three years, providing $100,000 annually through 2026, to continue providing services to underinsured or uninsured women in Prince George's County and Washington DC. In addition, in partnership with community-based organizations, we offer Supportive Pregnancy Care to pregnant moms residing in Wards 7 and 8, home to the district's highest rates of pre-term birth and infant mortality. The Supportive Pregnancy Care Program brings expectant women with similar due dates together for prenatal care, social support, and education. During group sessions, women learn to take and record their vital signs, receive a private physical, and build skills related to pregnancy, birth, and infant care. The mobile unit continues to see patients in target communities within Prince George's County and Washington DC. In FY 23, a total of 1,085 patients were seen on the mobile unit, 714 patients were referred to additional care services and 124 preventive screenings were conducted. All initiatives are aligned with our hospital's Community Health Improvement Plan (CHIP, "Priority Area 5-- Maternal and Infant Health"). Maternal and Infant Health was not identified as a key priority area within the Countywide CHNA. However, we as a system have agreed to add this priority area based on the CHNA data indicators and our internal review and selection of priorities specific to UM Capital Region. Diabetes Education UM Capital has continued to partner with key organizations to create meaningful, health-driven, community-based programs and initiatives such as Dine Learn & Move (DLM) and the National Diabetes Prevention Program (DPP). Both programs have significantly increased participation and sustainability since we transitioned virtually due to the coronavirus pandemic. Dine, Learn, and Move (now virtual) is a free program offered to Prince George's residents in partnership with Prince George's County Health Department, the Maryland National Capital Park and Planning Commission - Department of Parks and Recreation, and Suburban Hospital. DLM aims to promote healthy eating and active living and reinforce healthy behaviors to reduce the prevalence of various chronic diseases among residents. Virtual DLM is 90 minutes long and includes 20 minutes of physical activity, 20 minutes of nutrition education, and 40 minutes of a healthy food demonstration. Since we initially transitioned the program online, we have seen a significant increase in participation. In FY 23, we saw at 40% increase in participation with 700 participants attending the virtual program. The National Diabetes Prevention Program (National DPP) is a partnership of public and private organizations working to prevent or delay type 2 Diabetes. The National DPP features a CDC-recognized lifestyle change program, a research-based program focusing on healthy eating and physical activity. In 2020, UM Capital's Office of Community Health became a CDC-recognized organization with pending recognition. In March 2023, the UM Capital's Office of Community Health received Full Plus Recognition from the CDC to prevent or delay type 2 Diabetes. In addition to participating in the National DPP and becoming a fully recognized provider, UM Capital Diabetes Prevention Program (DPP) received local funding and support from PreventionLink and Total Linking Care in Maryland, LLC (TLC-MD). PreventionLink is a countywide program that integrates clinical practice with evidence-based public health programs to improve health outcomes for patients at all levels of risk for chronic diseases such as diabetes or heart disease. As a part of TLC-MD, UM Capital joins a coalition of hospitals in southern Maryland that receive funding to provide programming and services free of charge to eligible patients. Fiscal year 2023 included the successful administration and conclusion of two additional cohorts, with a total of 24 participants; 38% of participants lost 5% of their body weight and 70% of participants reached 150 minutes of physical activity each week. Our chronic disease initiatives align with our hospital Community Health Implementation Plan, "Priority Area 1-- Physical Health & Chronic Disease, the Prince George's County CHNA priority area identified as "Obesity and Metabolic Syndrome." Community Outreach & Partnerships UM Capital continues to work in partnership with Avanath Capital Management LLC; the management entity of two senior housing locations in Prince George's County; Vistas at Lake Largo in Largo, MD; and Manor at Victoria Park in Temple Hills, MD. The partnership is a collaboration between Community Benefit and Population Health and includes a series of quarterly health and wellness education lectures and health screenings. Health education lecture topics include, Understanding Colon Cancer, Stroke Education and Eating the Rainbow. We resumed offering onsite quarterly lectures in March of 2023, with an average of 45 participants at each session. UM Capital Region continues to educate the community, bringing community health programs to citizens, their families and friends, as we work toward educating the community about the value of a healthy lifestyle. We continue to be highly successful in connecting with people on their jobs, homes, work, and vacation. We look forward to offering hybrid options for many of our programs to increase access and allow participants greater flexibility with their participation. All initiatives are aligned with varying priorities outlined within our hospital CHIP and the County's CHNA; Priority Area 1 - Social Determinants of Health; Priority Area 2 - Physical Health and Chronic Disease Management; Priority Area 3 - Behavioral Health; Priority Area 4 - Physical Safety; Priority Area 5-Maternal & Infant Health. Priorities 4 and 5 are specific to UM Capital Region. Schedule H, Part VI, Line 5 Promotion of Community Health continued Care Coordination & Care Transitions Support The UM Capital Region Care Transitions Team is the internal resource for patients needing post-acute care coordination. In conjunction with Case Management, the transition team implemented the LACE Index-a tool used to identify patients at risk for readmission or death within 30 days of discharge, to help identify patients who could benefit from post-discharge follow-up. Once identified, the team focused on five key areas concerning addressing the social determinants of health: scheduling follow-up appointments within 14 days of discharge, assisting patients with obtaining their prescriptions after their hospitalization, arranging skilled care in the home to facilitate a successful transition, linking patients with our community partners to alleviate barriers and encouraging the use of our Connect system (an automated call within 72 hours) for any questions or concerns post-discharge. In FY23, 19,343 patients discharged from Inpatient and ED received a post-discharge phone call via our Connect system, 963 patients were assessed at the bedside before discharge, and 708 follow-up appointments were scheduled before patients left the hospital. Schedule H, Part I, Line 7g Subsidized Health Services THE ORGANIZATION INCLUDED A NET COST OF $7,868,400 ATTRIBUTABLE TO PHYSICIAN CLINICS ON LINE 7G. Schedule H, Part I, Line 7 Bad Debt Expense excluded from financial assistance calculation 27670760 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 UM CAPITAL REGION IS AN ACTIVE PARTICIPANT IN VARIOUS COMMUNITY HEALTH ADVOCACY BOARDS. THE ORGANIZATION'S SENIOR LEADERS ARE ACTIVE COMMITTEE MEMBERS WITH THE PRINCE GEORGE'S COUNTY HEALTHCARE ACTION COALITION (PGHAC), A COMMUNITY HEALTH NETWORK AND FORUM FOR COLLABORATION TO ADVANCE THE HEALTH OF PRINCE GEORGE'S COUNTY. THE PGHAC IS A COMMUNITY-POWERED COALITION REPRESENTING OVER 70 COMMUNITY ORGANIZATIONS, HEALTHCARE PROVIDERS, AND STAKEHOLDERS IN COMMUNITY HEALTH. THE COALITION ALSO INCLUDES A SERIES OF THREE DIFFERENT WORKGROUPS; BEHAVIORAL HEALTH, HEALTH EQUITY, AND HEALTHY EATING, ACTIVE LIVING. 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 - UM Capital Region Medical Center: Line 16a URL: https://www.umms.org/capital/patients-visitors/for-patients/financial-assistance-and-billing; Schedule H, Part V, Section B, Line 16b FAP Application website 1 - UM Capital Region Medical Center: Line 16b URL: https://www.umms.org/capital/patients-visitors/for-patients/financial-assistance-and-billing; Schedule H, Part V, Section B, Line 16c FAP plain language summary website 1 - UM Capital Region Medical Center: Line 16c URL: https://www.umms.org/capital/patients-visitors/for-patients/financial-assistance-and-billing; Schedule H, Part VI, Line 2 Needs assessment As was done in 2019, the joint CHNA process in 2022 was developed to: 1) maximize community input 2) learn from the community experts 3) utilize existing data 4) ensure a comprehensive prioritization process As available, the assessment utilized a robust and in-depth extraction of quantitative and qualitative data. The joint Countywide CHNA provides the required data and information for the hospitals to use. Each hospital used the data collected in the CHNA process to: 1) identify their geographical priority issues 2) develop and implement strategies and action plans for each priority issue 3) establish accountability to ensure measurable health improvement In addition to the CHNA process, UM Capital assembled a Community Benefit Steering Committee to review the results of the community health needs assessment and collaboratively and strategically further assess the community health needs specific to our community benefit service areas. The steering committee was a cross-section of staff that included senior administrators and clinical leaders, community benefit staff, service line administrators, and social workers. Furthermore, UM Capital also extracted utilization patterns and patient data analytics for our primary and secondary service areas to further assess the healthcare needs of the communities we serve. Schedule H, Part VI, Line 3 Patient education of eligibility for assistance Our financial assistance policy and the communication about our financial assistance policy is regularly reviewed to make sure it is available to our patients in a variety of formats and that it is available in a culturally/linguistically sensitive manner and at a reading comprehension level appropriate to the population of our Community Benefit Service Area. The availability of financial assistance from the hospital for patients is communicated to patients in multiple ways: Large signs are posted at all our points of registration in the hospital (general registration, Emergency Department) and our specialized service areas (Perinatal Center, Cancer Institute, etc.). The phone number for our financial counselors is included. When patients are registering in the hospital for inpatient treatment or outpatient treatment, they are given the Patient Financial Information Sheet that is printed on two sides in English and Spanish. This Patient Financial Information Sheet is available at every point of entry to the hospital and every point of service delivery. It is also included in the patient information packet given to each patient as well as online. Inpatients who do not have any health insurance are visited by one of our financial counselors. The counselors discuss the availability of various government benefits such as Medicaid or state programs that offer health care assistance. The counselors assist patients with the application. The financial counselor sends information about potential eligibility for various government benefits such as Medicaid or state programs offering health care assistance to outpatients who do not have any health insurance. These patients are invited to call to discuss applying for these programs. Spanish and English-speaking financial counselors are available. When a patient applies for financial assistance, our bilingual financial assistance counselor works with the patient to gather appropriate documents and submit their application for financial assistance. Given the levels of certain populations in our county, our Financial Assistance Policy is available in the following languages: Arabic, Chinese, English, French, German, Gujarati, Haitian Creole, Haiti, Hindi, Igbo, Indic, Korean, Oromo, Spanish, Swahili, Tagalog, Urdu, Vietnamese, Yoruba. Schedule H, Part VI, Line 4 Community information UM Capital Region's Community Benefit service includes Prince George's County, portions of Montgomery County, and Washington DC. Zip codes are as follows: 20904, 20705,20706,20707,20708,20710,20712,20715,20716,20720,20721,20722,20735,20737,20740,20742,20743,20744,20745,20746,20747,20748,20770,20772,20774,20781,20782,20783,20784,20785,20904 Prince George's County is in the state of Maryland and is part of the Washington, DC, metropolitan area. Home to more than 900,000 diverse residents, the county includes urban, suburban, and rural regions. The county, while overall considered affluent, has many communities with higher needs and poor health outcomes. According to the 2020 census, Prince George's County is the second-largest jurisdiction in Maryland at 967,201. The county's population grew by 12% over the last decade, compared to only 7% for the state of Maryland. Additionally, the racial and ethnic composition of Prince George's County differs from Maryland and the United States. The Black non-Hispanic population represents the majority of residents (59.1%) followed by Hispanic residents (21.2%). Since 2010, the Hispanic population has grown by 60% in the county to over 205,000 residents and represents more than one out of every five residents in the county. Portions of Prince George's County, Maryland, border the District of Columbia- Wards 7 and 8. In addition, data provided based on Patient Care Analyst indicate portions of the district that border PGC are also included in both our primary and secondary service areas. These zip codes include 20019, 20020, 20032, and 20002. Foreign-born In Prince George's County, over 210,000 or more than one out of every five residents (23.6%) are born outside the United States. The countries that contribute the most to the foreign-born population include El Salvador, Nigeria, Guatemala, Mexico, and Jamaica: these five countries account for nearly half of the total foreign-born population. As a world region, Central American accounts for approximately 40% of the county's foreign-born residents. As a recent trend, residents from Cameroon have grown by an estimated 68% over the past five years, with nearly 10,000 now calling Prince George's County home. Approximately 18% of foreign-born residents speak only English as their primary language, and an additional 32% are estimated to speak English "very well." Conversely, about half of foreign- born residents are estimated to speak English less than "very well and most speak Spanish as their primary language. Education In 2019, about 87% of Prince George's County residents 25 years and older had at least a high school education, lower than Maryland (90.4%) and the US (88.6%). One-third of county residents have at least a bachelor's degree or higher, similar to the country; however, this lags behind the state, where over 40% have a bachelor's degree. Education level attainment varies across races and ethnicities in Prince George's County. Half of the county's Hispanic residents 25 years and older do not have a high school degree, and less than 10% have at least a bachelor's degree. Conversely, over half of Asian, non-Hispanic ad and over 40% of white, non- Hispanic residents 25 years and older have at least a bachelor's degree. Although most black, non-Hispanic residents have at least a high school degree, less have a bachelor's degree compared to Asian, NH, and white NH residents. In 2018, the overall graduation rate in Prince George' County Public Schools was 78.5%. Hispanic students are less likely than other race/ethnicities to complete high school in the county. Overall, the graduation rate in Prince George's County was lower compared to Maryland (86.9%) in 2018. Due to COVID-19, the 2019 and 2020 graduation rate data is unavailable. Employment Unemployment in Prince George's County has decreased considerably. In 2014, 9.1% of county residents were unemployed, compared to 5.5% in 2019. However, the unemployment rate for the county remains slightly higher than in Maryland (4.5%) and the US (4.5%). The county's unemployment rate varies by education, disability status, race, and ethnicity. For example, over 14% of those living in poverty are unemployed and 12% of residents with a disability are unemployed. By race and ethnicity, unemployment was highest among black residents in 2019. Income The estimated median household income in Prince George's County has risen substantially over the past few years, up to $86,290, similar to Maryland ($86,738) and over 20,000 more than the US ($65,712). In 2019, over 40% of county households were estimated to have an income of more than 100,000 per year, similar to the state. While Maryland has more households with an income below 35,000 compared to the County, Maryland also has a higher percentage with an income above 200,000 (13.6%) compared to Prince George's County (9.9%). Estimated income varies by race and ethnicity, with half of Asian households earning over 100,000 compared to only 35% of Hispanic households. Over half (51.1%) of Hispanic households earn less than $75,000 per year, while most other races and ethnicities earn more than $75,000. 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 nearly 40-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), UM Capital Region Health 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, UM Capital Region Health assesses the community's health needs, identifies key priorities, and responds with services, programs, and initiatives that 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. UM Capital Region Health is committed to health education, advocacy, community partnerships, and engaging programs that focus on health and wellness intending to eliminate health care disparities in Prince George's County. Schedule H, Part VI, Line 7 State filing of community benefit report MD false true false false false false false true false Nathaniel Richardson Jr President and CEO, UM CRH 726365 0 174312 0 26789 0 125505 0 9526 0 1062497 0 0 0 Jon P Burns Director 0 867898 0 157424 0 171969 0 12200 0 22288 0 1231779 0 0 S Michelle Lee Director (Ended 6/2023) 0 959169 0 149727 0 170145 0 12200 0 22410 0 1313651 0 0 MOHAN SUNTHA MD President and CEO, UMMS 0 2371864 0 946575 0 1042175 0 12200 0 29655 0 4402469 0 550000 Sandra Benzer Secretary 0 221285 0 45872 0 935 0 9241 0 31221 0 308554 0 0 Michael Brozic CFO 335535 0 65094 0 20999 0 47481 0 7879 0 476988 0 0 0 JOSEPH L WRIGHT MD Former SVP & CMO 0 652430 0 109900 0 36774 0 12200 0 19076 0 830380 0 0 Tom-Meka Archinard SVP and CMO 266825 0 50000 0 21841 0 32540 0 4662 0 375868 0 0 0 Min Godwin SVP and COO 333970 0 68772 0 63276 0 12200 0 15789 0 494007 0 0 0 Trudy R Hall MD VP and Deputy CMO 247063 0 0 0 37750 0 10004 0 3233 0 298050 0 0 0 Vanzetta V James SVP and CNO (ended 8/2023) 157772 0 19900 0 9398 0 25293 0 1399 0 213762 0 0 0 Joel Sandler SVP & CNO 205457 0 7500 0 397 0 7290 0 7972 0 228616 0 0 0 Demetris Butler VP, Clinical Support Services 211219 0 31042 0 106270 0 8954 0 8383 0 365868 0 0 0 Ingrid Connerney VP and Chief Quality Officer 309300 0 185712 0 36050 0 9414 0 1606 0 542082 0 0 0 Shirley Joseph Nurse 232833 0 49060 0 0 0 0 0 606 0 282499 0 0 0 Stacey Little VP Business Strategy 175129 0 23459 0 73581 0 23327 0 4653 0 300149 0 0 0 Jay Mittal VP Business Strategy and Development 258829 0 43418 0 40265 0 9222 0 7915 0 359649 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: JOSEPH L WRIGHT, MD MICHAEL BROZIC SANDRA BENZER NATHANIEL RICHARDSON, JR TOM-MEKA ARCHINARD STACEY LITTLE VANZETTA JAMES 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: JON BURNS, $131,049 S. MICHELLE LEE, $145,643 MOHAN SUNTHA, MD, $1,015,893 TRUDY R HALL, $36,263 DEMETRIUS BUTLER, $20,145 INGRID CONNERNEY, $27,926 JAY MITTAL, $25,282 MIN GODWIN, $42,022 Schedule J, Part I, Line 7 Non-fixed payments BONUSES PAID ARE BASED ON A NUMBER OF VARIABLE INCLUDING BUT NOT LIMITED TO INDIVIDUAL GOAL ACHIEVEMENTS AS WELL AS ORGAINZATION 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 IV, Line 24a TAX EXEMPT BOND ISSUE PURSUANT TO A MASTER LOAN AGREEMENT DATED DECEMBER 1, 2017 (THE "MASTER LOAN AGREEMENT"), AS AMENDED, THE UNIVERSITY OF MARYLAND MEDICAL SYSTEM CORPORATION (THE "CORPORATION") 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 THE CORPORATION, UMROI, UM MIDTOWN, 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 THE UNIVERSITY OF MARYLAND MEDICAL SYSTEM CORPORATION AND ARE REPORTED ON SCHEDULE K OF ITS FORM 990. Form 990, Part VI, Line 6 Classes of members or stockholders THE UNIVERSITY OF MARYLAND MEDICAL SYSTEM (UMMS) IS THE SOLE MEMBER OF DIMENSIONS HEALTH CORPORATION. Form 990, Part VI, Line 7a Members or stockholders electing members of governing body UMMS MAY ELECT ONE OR MORE BOARD MEMBERS OF THE GOVERNING BODY. 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; leases or intercompany transfers of assets, subject to certain dollar thresholds; 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; and 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, finance committee or other member(s) 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 HAS ADOPTED A PROCESS FOR DETERMINING EXECUTIVE COMPENSATION THAT COVERS THE ORGANIZATION AND ITS SUBSIDIARIES. THE ORGANIZATION UTILIZES A WRITTEN EMPLOYMENT CONTRACT, A COMPENSATION SURVEY OR STUDY, AN APPROVAL BY BOARD/COMPENSATION COMMITTEE AND CONTEMPORANEOUS WRITTEN SUBSTANTIATION OF THE DECISION-MAKING PROCESS. IN ADDITION, DHC HAS A PROCESS IN PLACE TO ENSURE THE COMPENSATION PAID TO EMPLOYED PHYSICIANS IS NOT GREATER THAN FAIR MARKET VALUE, WHICH COVERS DHC AND ITS AFFILIATES. IN PARTICULAR, COMPENSATION SURVEYS ARE REGULARLY CONSULTED AND EACH PHYSICIAN CONTRACT IS APPROVED BY DHC COUNSEL, DHC CEO, AND DHC CFO. 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 CONTRACT SUPPORT SERVICES - Total Expense: 18064544, Program Service Expense: 14966018, Management and General Expenses: 3098526, Fundraising Expenses: 0; CORPORATE ALLOCATION - Total Expense: 49777899, Program Service Expense: 0, Management and General Expenses: 49777899, Fundraising Expenses: 0; CONTRACT LABOR - Total Expense: 35390138, Program Service Expense: 35390138, Management and General Expenses: 0, Fundraising Expenses: 0; PHYSICIAN CONTRACT - Total Expense: 28446389, Program Service Expense: 28446389, Management and General Expenses: 0, Fundraising Expenses: 0; OTHER CONTRACT SERVICES - Total Expense: 1483841, Program Service Expense: 1229325, Management and General Expenses: 254516, Fundraising Expenses: 0; Form 990, Part XI, Line 9 Other changes in net assets or fund balances EQUITY TRANSFER (FIXED ASSETS) - 1205663; DB PLAN - 5230660; EQUITY TRANSFERS - -10759969; STATE SUPPORT FOR CAPITAL - 14093870; WRITE OFF INVESTMENT IN DAL - 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CHARLES REGIONAL CARE PARTNERS PO BOX 1070 LA PLATA MD 20646 522176314 HEALTHCARE MD NA C Corporation false UNIVERSITY MIDTOWN PROF CENTER 827 LINDEN AVENUE BALTIMORE MD 21201 521891126 REAL ESTATE MD NA C Corporation 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 false false true false false false false false false false true true false true false true false