2022-05-13T10:04:46-05:00 2021-06-30 346565596 ERNST & YOUNG US LLP 1101 NEW YORK AVE NW WASHINGTON DC 20005 990 2020-07-01 520591483 Mt Washington Pediatric Hospital Inc MTWA 4105788600 1708 W Rogers Avenue Baltimore MD 21209 Mary Miller CFO 2022-05-13 true Mary Miller 999009999 JUSTIN LOWE P01866796 2023276000 2020 2022-09-23 18:48:47Z SHELDON STEIN 1708 W Rogers Avenue Baltimore MD 21209 76452834 false X WWW.MWPH.ORG X 1926 MD MT. WASHINGTON PEDIATRIC HOSPITAL IS DEDICATED TO MAXIMIZING THE HEALTH AND INDEPENDENCE OF THE CHILDREN WE SERVE. 15 14 748 270 0 0 5974646 8263659 60712417 60497735 762948 1457293 505247 390225 67955258 70608912 0 0 0 0 41738493 42489157 0 0 0 21045097 19750675 62783590 62239832 5171668 8369080 143237822 171025864 21005921 26985336 122231901 144040528 MT. WASHINGTON PEDIATRIC HOSPITAL IS DEDICATED TO MAXIMIZING THE HEALTH AND INDEPENDENCE OF THE CHILDREN WE SERVE. false false 52689696 0 60753742 MT. WASHINGTON PEDIATRIC HOSPITAL, INC. OFFERED PEDIATRIC INPATIENT AND OUTPATIENT SERVICES FOR CHILDREN WITH CHRONIC ILLNESSES AND REHABILITATION NEEDS. 19,499 INPATIENT DAYS OF CARE WERE PROVIDED DURING THE FISCAL YEAR. 59,086 VISITS WERE RECORDED AT ITS SPECIALIZED CLINICS. THE MAJORITY OF PATIENTS TREATED WERE SOCIOECONOMIC DISADVANTAGED CHILDREN. 80% OF INPATIENTS AND 50% OF OUTPATIENTS RECEIVED MEDICAL ASSISTANCE. 52689696 true true false true false false false false false true false false true true true false true false false false false false false true false true true false false true true false false false false false false false false true false false false false false true true true true false false true 78 0 true 748 true false false false false false true true false false false false false false X 15 14 false false false false true true false true true false false true true true true true true true true false MD X ED WUENSCHELL 4434625811 900 ELKRIDGE LANDING ROAD - 3 EAST LINTHICUM MD 21090 DAVID HACKAM MD Vice Chairman 1.0 0 X X 0 0 0 FRED WOLF III ESQ CHAIRMAN 1.0 1.0 X X 0 0 0 BERYL ROSENSTEIN MD Trustee 1.0 0 X 0 0 0 CYNTHIA A KELLEHER TRUSTEE 1.0 0 X 0 0 0 G DANIEL SHEALER JR TRUSTEE 1.0 0 X 0 0 0 Karen E Doyle MBA Trustee 1.0 0 X 0 0 0 KEVIN SOWERS MSNRNFAAN TRUSTEE 1.0 0 X 0 0 0 Lauren Perlin Trustee 1.0 1.0 X 0 0 0 LAWRENCE C PAKULA MD TRUSTEE 1.0 0 X 0 0 0 Margaret Moon Trustee 1.0 0 X 0 0 0 Mark R Marcantano Trustee 1.0 0 X 0 0 0 Mohan Suntha MD TRUSTEE 1.0 0 X 0 0 0 Roslyn Stoler Trustee 1.0 1.0 X 0 0 0 STEVEN J CZINN MD TRUSTEE 1.0 0 X 0 0 0 SUSAN T COSTER TRUSTEE 1.0 0 X 0 0 0 ALFRED A PIETSCH Treasurer 1.0 0 X 0 0 0 ANGELA WENMAN ASSISTANT SECRETARY 40.0 0 X 68837 0 6018 DENISE PUDINSKI VP NURSING ADMIN 40.0 0 X 166527 0 70841 JILL FEINBERG VP DEVELOPMENT/EXTERNAL AFFAIRS 40.0 0 X 137693 0 17165 JUSTINA STAROBIN VP OUTPATIENT SVCS 40.0 0 X 144411 0 48616 MARY MILLER VP FINANCE AND CFO 40.0 0 X 179077 0 68495 RICHARD KATZ MD VP MEDICAL AFFAIRS 40.0 0 X 0 0 0 SHELDON STEIN PRESIDENT AND CEO 40.0 0 X 1002937 0 187768 THOMAS ELLIS VP HUMAN RESOURCES 40.0 0 X 171943 0 72093 TONYA TILLMAN SECRETARY 40.0 0 X 56075 0 30017 BRADFORD HARRIS MD ATTENDING PHYSICIAN 40.0 0 X 205414 0 28222 KAREN WILLING MD ATTENDING PHYSICIAN 40.0 0 X 207160 0 34231 Silvia Williams MD NEONATAL PROGRAM DIRECTOR 40.0 0 X 202635 0 31673 STEPHEN NICHOLS MD ATTENDING PHYSICIAN 40.0 0 X 222952 0 46929 TIKEE APARECE MD ATTENDING PHYSICIAN 40.0 0 X 220836 0 13907 2986497 0 655975 48 false true false WHITING TURNER CONTRACTING PO Box 17596 Baltimore MD 21297 CONSTRUCTION 3707253 COMPREHENSIVE PHARMACY SERVICES LLC PO BOX 638316 CINCINNATI OH 452638316 PHARMACY 2893929 JOHNS HOPKINS HOSPITAL 1800 Orleans Street Baltimore MD 21287 PHYSICIAN SERVICES 1732885 SLEEP SERVICES OF AMERICA INC PO BOX 198320 ATLANTA GA 303848320 NEUROLOGY SERVICES 976200 CAREFIRST ADMINISTRATORS PO Box 780210 Philadelphioa PA 191780210 HEALTH BENEFITS & ADMINISTRATION 724451 30 82768 681908 5000000 2498983 8263659 NET PATIENT REVENUE 622110 60497735 60497735 0 0 0 0 0 0 60497735 377621 0 0 377621 0 0 6882066 0 5802394 0 1079672 0 1079672 0 0 1079672 42462 82768 41528 934 0 934 CAFETERIA 722514 128331 0 0 128331 SCHOOL FOR THE BLIND 621990 119892 119892 0 0 Medical Records 621990 4953 0 0 4953 136115 136115 0 0 389291 70608912 60753742 0 1591511 0 0 1927500 1596711 330789 0 31360427 25978485 5381942 0 2025661 1678026 347635 0 4870034 4034260 835774 0 2305535 1909869 395666 0 599458 0 599458 0 580 0 580 0 90180 0 90180 0 4175620 3898541 277079 0 19626 16258 3368 0 566358 469162 97196 0 1014338 840262 174076 0 5991 4963 1028 0 2150 1781 369 0 728 603 125 0 4841406 4522842 318564 0 Medical Supplies 4227422 4227422 0 0 Repairs/Maintenance 917724 760228 157496 0 Bad Debt 654072 654072 0 0 Minor Equipment Rent 225219 186568 38651 0 2409803 1909643 500160 0 62239832 52689696 9550136 0 21474697 22803376 0 0 3211168 1980380 4055757 7778376 0 0 0 0 0 0 106935 177942 9039233 10440396 92689242 53650440 37933592 39038802 33865164 51064899 0 0 0 0 33551276 37741693 143237822 171025864 13379973 18473559 0 0 190350 351100 3938954 3544085 0 0 0 0 0 0 0 0 3496644 4616592 21005921 26985336 X 101202909 120334005 21028992 23706523 X 0 0 0 0 0 0 122231901 144040528 143237822 171025864 X 8369080 7332623 6106924 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 580 580 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 2.93% and 25.56% 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. 63355984 33932739 29423245 263509 241680 21829 27114957 18684205 8430752 1954792 791816 1162976 39038802 Assets Limited as to use 4752266 Other Accounts Receivable 1893335 Economic Interest in MWP Foundation 31004115 Financing Lease - Assets 91977 37741693 Advances from 3rd Party Pay 4492978 Financing Lease - Liability 123614 4616592 X Schedule D, Part X, Line 2 FIN 48 (ASC 740) footnote The Hospital is a not-for-profit corporation as described under Section 501(c)(3) of the Internal Revenue Code (the Code) and is exempt from federal income taxes on related income pursuant to Section 501(a) of the Code. GOLF 125230 82768 42462 6250 15331 19947 0 0 125230 82768 42462 6250 15331 19947 41528 934 true true true X true X 500 true true true false true true 25457 0 25457 0.0004 0 0 0 0.0 0 0 0 0.0 0 0 25457 0 25457 0.0004 276421 0 276421 0.0045 585391 0 585391 0.0095 628668 271393 357275 0.0058 263 0 263 0.0000 76676 0 76676 0.0012 0 0 1567419 271393 1296026 0.0210 0 0 1592876 271393 1321483 0.0215 4872 0 4872 0.0001 0 0 0 0.0 0 0 0 0.0 0 0 0 0.0 43592 0 43592 0.0007 20519 0 20519 0.0003 513 0 513 0.0000 0 0 0 0.0 0 0 0 0.0 0 0 69496 0 69496 0.0011 true 494478 0 0 0 0 X true true 1 1 MT WASHINGTON PEDIATRIC HOSPITAL 1708 W ROGERS AVENUE BALTIMORE MD 21209 WWW.MWPH.ORG 30-026 X X 1 1 1 false false true X X X X X X X X X 20 true true false true X https://www.mwph.org/community X true 20 true https://www.mwph.org/community false true X 200.0 500.0 X X X X X true true X X X true X https://www.mwph.org/patients-and-guests/financial/assistance X https://www.mwph.org/patients-and-guests/financial/assistance X https://www.mwph.org/patients-and-guests/financial/assistance X X X X X X true X false X X X X false X 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 - MT. WASHINGTON PEDIATRIC HOSPITAL, INC.. From July 2020 to May 2021, MWPH undertook a comprehensive community health needs assessment (CHNA) to evaluate the health needs of children with special health care needs in Baltimore City, Maryland. The aim of the assessment was to reinforce MWPH's commitment to the health of residents and align its health prevention efforts with the community's greatest needs. The assessment examined several health indicators including chronic health conditions, access to health care, and Social Determinants of Health (SoDH). The MWPH Community Health Improvement Team served as the lead team to conduct the CHNA. MWPH worked with the Baltimore City Hospital Community Benefit Collaborative (BCHCBC) where local Baltimore City hospitals joined together (initially in 2014), to collaborate on several key data collection strategies for a joint community health needs assessment. MWPH continued to partner with BCHCBC to include, University of Maryland Medical System and Center (UMMC), Johns Hopkins Hospital, Sinai Hospital Lifebridge Health, MedStar Health, St. Agnes Health System, and Mercy Medical Center. All of the above hospitals/health systems had been collaborating on several initiatives prior to the CHNA year and agreed that it would be beneficial to work on a more detailed level on a joint city-wide CHNA. To complete a comprehensive assessment of the needs of the community, the Association for Community Health Improvement's (ACHI) 9-step Community Health Assessment Process and was utilized as an organizing methodology Data was collected from areas illustrated below to complete a comprehensive assessment of the community's needs. The CHNA was comprised of both quantitative and qualitative research components. The findings from the assessment were utilized by MWPH to prioritize public health issues and develop a community health implementation plan focused on meeting community needs. This CHNA targets the needs of children and young adults with developmental disabilities and other disorders in Baltimore City as well as their families. This CHNA Final Summary Report serves as a compilation of the overall findings of each research component. Using the ACHI frameworks, data were collected from multiple sources, groups, and individuals and integrated into a comprehensive document which was utilized at a retreat on March 29, 2021 with the MWPH Community Health Advisory Board (CHAB) along with several other community organizations, faith-based leaders, elected officials, patient families, hospital leadership. During that strategic planning retreat, priorities were identified using the collected data and an adapted version of the Catholic Health Association's (CHA) priority setting criteria. The identified priorities were also validated by a panel of MWPH clinical experts. MWPH used primary and secondary sources of data as well as quantitative and qualitative data and consulted with numerous individuals and organizations during the CHNA including, University of Maryland Medical Center Midtown Campus, University of Maryland Hospital for Children, Johns Hopkins Health, other BCHCHC hospitals, community leaders, community partners, the University of Maryland Baltimore (UMB) academic community, the general public, patient families, local health experts, and the Baltimore City Health Department. MWPH joined other hospitals to collaborate on several key data collection strategies for a joint community health needs assessment. This effort was initially launched in 2014 and (as mentioned previously) was identified as the Baltimore City Hospital Community Health Collaborative. In addition to UMMS and JHH, BCHCHC included multiple Baltimore based health systems/hospitals including, Sinai Hospital Lifebridge Health, MedStar Health, St. Agnes Health System, and Mercy Medical Center. All of the above hospitals/health systems had been collaborating on several initiatives prior to the CHNA year and agreed that it would be beneficial to work on a more detailed level on a joint city-wide CHNA. This multi-hospital collaborative worked on the following data collection components together: - Public survey of Baltimore City residents - Key stakeholder interviews - Key population focus groups - Key community partner focus groups for Implementation Strategy (asthma, mental health, children's health) After the data were collected and analyzed jointly, each individual hospital used the collected data for their respective community benefit service areas to identify their unique priorities for their communities. Please note: Due to the COVID-19 pandemic and the limitations on in-person gatherings, the number of surveys, focus groups and other engagement strategies were challenged. However, every effort was made to ensure quality and quantity of engagement and data collection. Community Perspective - Surveys The community's perspective was obtained through one survey offered to the public using several methods throughout Baltimore City. Due to the COVID-19 pandemic, routine methods of collecting responses to the survey posed a great challenge. MWPH and BCHCHC were unable to distribute as many surveys as majority of the community events were canceled. However, MWPH worked closely with community partners, hospital staff (associates, leadership and physicians), Baltimore City Health Department and other stakeholders to distribute the surveys electronically and in-person at COVID relief efforts (food pantries, clothing drive, virtual job fairs and via social media platforms). See Appendix for the actual survey. Methods 6-item survey distributed in FY2020 using the following methods: * Conducted from late September through November 2020 * All hospitals participated in data collection throughout the city * Distributed in person and offered online * Offered in English, Spanish * Collected 2, 475 surveys * All Baltimore City zip codes represented Results Top 5 Health Concerns: * Alcohol * Mental Health * Diabetes/High Blood Sugar * Heart Disease/High Blood Pressure * Overweight/Obesity Analysis by CBSA targeted zip codes revealed the same top health concerns and top health barriers with little deviation from the overall Baltimore City data. The sample size was 2,475 for all of Baltimore City and 889 for residents from the identified MWPH CBSA. A) Community Perspective - Telephone Town Hall COVID-19 pandemic significantly restricted face-to-face and large group interactions, MWPH with the hospitals in BHCHC participated in Telephone Town Halls were conducted by the Sexton Group The purpose of the town halls was to reach a broader community perspective since limited numbers of surveys were collected. Sexton Group utilized their database of both mobile and landline records of residents in Baltimore City based on CBSA zip codes for all BHCHC hospitals. Those in attendance were explained the purpose of the town hall. The town halls were short and asked three questions focusing on the biggest health problem facing the community and SoDH impacting the community and barriers to obtaining health. Following format was used for the Tele-town hall 1. Invitation to participate is sent to selected number of participants in a specific zip codes: BHCHC CBSA zip codes were selected. 2. At the top of the call, callers were asked about three areas related to the health of their communities: medical services, social needs, and access to care. 3. Tell them that we will provide examples in each category and then will provide time for their comments on any other issues they may have. 4. Starting with medical/health services and do the same for the other categories. Say "here are some examples of healthcare services - which do you think are needed, in order of importance?" Give about 5 examples of our choice. Callers can then vote electronically on them. 5. When voting is done, ask callers if there are other health issues they are concerned about. Their line will be released ad their response recorded. 6. Do the same for the other areas (social services and access). Total 6,913 attended the town hall. 2022 Schedule H, Part V, Section B, Line 5 Facility 1, 2 Facility 1, 2 - MT. WASHINGTON PEDIATRIC HOSPITAL. B) Health Experts Methods * Reviewed & included National Prevention Strategy Priorities, Maryland State Health Improvement Plan (SHIP) indicators, and Healthy Baltimore 2020 plan from the Baltimore City Health Department (please note: due to the pandemic no new data is available/previous data was used). * Reviewed Healthy Baltimore 2020: A blueprint for health * Reviewed Baltimore City Health Department's 2017 Community Health Assessment * Conducted two focus groups including patient families, families who have children with medically complex needs and MWPH CHAB. * Conducted stakeholder retreat in March 2021 with community partners, hospital leadership, patient families and foundation board members. Results - National Prevention Strategy - 7 Priority Areas * Tobacco Free Living * Preventing Drug Abuse and Excessive Alcohol Use * Healthy Eating * Active Living * Injury and Violence Free Living * Reproductive and Sexual Health * Mental and Emotional Well Being * SHIP: 39 Objectives in 5 Vision Areas for the State, includes targets for Baltimore City - (While progress has been made since 2018, measures within Baltimore City have not met identified targets; Even wider minority disparities exist within the City) - Healthy Baltimore 2020: Four Priority Areas for Baltimore City 1) Strategic Priority 1: Behavioral Health 2) Strategic Priority 2: Violence Prevention 3) Strategic Priority 3: Chronic Disease Prevention 4) Strategic Priority 4: Life Course Approach and Core Services C) Community Leaders Two focus groups were conducted in December 2020, March 2021 and April 2021 (one focus group was divided in two sessions due to attendee availability. Below overview outlines the findings. Access to Care Focus group attendees were asked to discuss barriers related to accessing health care services for CYSHCN in Baltimore City. The following themes emerged from the discussions in the sessions Lack of Specialty Care Providers and Long Wait Times Lack of specialty care providers was commonly voiced as a significant barrier in these sessions. This issue often correlated with longer wait periods to see a specialist. Four issues related to access to specialists were cited repeatedly: 1) Families reported problems getting needed specialist care, especially Children or Youth with Special Health Care Needs (CYSCHN) with emotional, behavioral, or developmental (EBD) issues. 2) Families reported long wait times for specialist appointments especially for diagnostics or mental health services. 3) For families who reported their health insurance was not adequate, they also said that their child did not see a specialists in the last 12 months. 4) Most families reported getting referrals, but a small sub-section (about 10%) reported they had problems getting referrals when needed. Insurance Deductibles and Price of Durable Medical Equipment (DME) and Medications for CYSHCN Difficulties with access to care, dealing with insurance coverage and piecing together needed services from a fragmented system takes its toll on families at MWPH raising CYSHCN. The toll is both emotional and financial. Families are frustrated by the impact the fragmented system has on their ability to parent all of their children. Fragmentation of Health Care System/Care Coordination The issue of lack of coordination of services and supports for CYSHCN was a frequent theme in group discussions with families. Overall 7603% of CYSHCN had parents who reported that services and supports did not receive care in a well-functioning system. And even higher percentage (81.1%) of parents with children rated as having the most severe conditions and the highest needs reported that the system was not easy to use. Children with family incomes of 100-199% of the federal poverty level had even more parents who were having difficulty using the system (89.3%). Families reported that finding services were difficult, time consuming and the processes and forms were overwhelming. Lack of Transportation Transportation was the most discussed area of concern in all focus groups at MWPH, from executive level staff, clinical content experts, and parents of CYSHCN the like. Lack of Mental Health Providers and Stigma When parents were asked if there were certain health care related services for CYSHCN were delayed or not received in the past 12 months, participants overwhelmingly identified therapies, mental health services, and behavioral supports as the most frequently delayed or not received services. Impact on Family Well Being Families reported that the burden of the out of pocket costs can have an impact on the financial status of the family. Case Managers It was acknowledged that MWPH patients interact with any number of care providers across multiple settings it would make it easier for patient families to get better and be healthier if they could have case managers who help streamline their different care and assist with navigating the health system. Training Caregivers Parents were mentioned as an important existing force in the service delivery process. Educating these caregivers to better understand the medical needs of their CYSHCN was mentioned as the best alternative to improve the health outcome of patients. Community Involvement, Advocacy and Partnership Focus group participants were then asked, "What do you think could encourage more community involvement, advocacy, and partnership around health issues that would benefit the public/your child as it pertains to your organizations services?" Coalition The need to coalesce around cross-cutting causes and objectives was emphasized in the discussions, to this end, an active convener that would help partners to form coalitions was cited as a potentially useful resource. Outreach (Community Paramedicine/Telemedicine) The overwhelming majority of participants seemed to agree that many people have difficulty getting to pediatric specialty services and suggested the need for being proactive in rethinking the current health care system of delivery so to get providers out in the neighborhoods and communities where people reside. This need was significantly intensified during the COVID-19 pandemic. Stakeholders Retreat Stakeholder retreat was conducted in March 2021 to select and vote on priorities. All quantitative and qualitative health needs, social determinants of health and barriers to health were shared. Below are the top priorities section outlines the priorities. D) Social Determinants of Health (SDoH) Defined by the World Health Organization as: ....the conditions in which people are born, grow, live, work and age... Methods Reviewed data from Baltimore Neighborhood Indicator Alliance (Demographic data and SDoH data) * Reviewed data from identified 2017Baltimore City Health Department's Baltimore City Neighborhood Profiles, * Reviewed Baltimore City Food Desert Map - Please note that data available was from 2018-No new data from 2020 is available and previous data was utilized per BCHD. (See Figure 4) Results * Baltimore City Summary of CBSA targeted zip codes (See Appendix 2) * Top SDoHs: Low Education Attainment (52.6% w/ less than HS degree) High Poverty Rate (15.7%)/High Unemployment Rate (11%) * Violence * Poor Food Environment (See Figure 5) * Housing Instability E) Health Statistics/Indicators Methods Utilized/reviewed the following data: City and State trends and data sources: * Baltimore City Health Department State of Health in Baltimore * MD HSCRC Statewide Integrated Health Improvement Strategy Proposal * Maryland Department of Health Vital Statistics National trends and data sources: * Healthy People 2030 * County Health Rankings * Centers for Disease Control Reports/Updates Results * Baltimore City Health Outcomes Summary * Baltimore City Health Rankings * Top 3 Causes of Death in Baltimore City in rank order: -Heart Disease -Cancer - Stroke * Maternal Morbidity Rate * Cause of Pediatric Deaths Schedule H, Part V, Section B, Line 6a Facility 1, 1 Facility 1, 1 - MT. WASHINGTON PEDIATRIC HOSPITAL, INC.. THE MWPH COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) WAS CONDUCTED WITH University of Maryland Medical System and Center (UMMC), Johns Hopkins Hospital, Sinai Hospital Lifebridge Health, MedStar Health, St. Agnes Health System, and Mercy Medical Center. Schedule H, Part V, Section B, Line 11 Facility 1, 1 Facility 1, 1 - MT. WASHINGTON PEDIATRIC HOSPITAL, INC.. Based on the data reviewed and the meetings attended in the communities, prioritization, of identified needs included several considerations. Each priority was considered using the following criteria: * Community InputNational State Priorities: Does the identified need align with national and state priorities, such as Healthy People 2030 objectives, Maternal and Child Health Bureau performance measures, and community input from public meetings? * Responsibility/Capacity: Does the identified need fit within the mission and capacity of MWPH? * Availability of Resources /Feasibility: Does MWPH and partner agencies have adequate resources available and knowledge to address the identified need? * Magnitude/Severity: By addressing the identified need, is there an impact on the well-being of the community? How do the data and indicators of the identified need compare of those of the nation and other states? Prioritize Community Health Issues: On March 29, 2021, a community stakeholder meeting was held to determine the most pressing community health needs. Attendees included community members, community leaders, hospital management and executive board, and members of the hospital and foundation board. The Criteria for Prioritization: * Magnitude of the problem * Severity of the problem * Need among vulnerable populations * Ability to have a measurable impact on the issue * Existing interventions focused on the issue * Whether the issue is a root cause of other problems * Trending health concerns in the community * Alignment with MWPH's exiting priorities and whether finances/resources to address the health concern * Potential barriers or challenges to addressing the need Social Determinants of Health Identified as Priorities/Unmet Community Health Needs: There were several social determinants of health or external factors identified as "primary needs" or "root causes" in the prioritization process. These included: health equity, poverty/unemployment, and housing. These priorities will be identified in the implementation plan as "Community Support Services." It is impractical for MWPH to prioritize these additional considerations as part of the CHNA, given the inability to make a significant impact in a 3-year period. The data presented were collected, reviewed, and analyzed by multiple stakeholders. The top priority areas were: 1) Mental Health 2) Food Insecurity/Obesity Prevention 3) Health Care Access/Literacy 4) Violence Prevention/Maltreatment Schedule H, Part V, Section B, Line 13 Facility 1, 1 Facility 1, 1 - MT. WASHINGTON PEDIATRIC 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 I, Line 3c CRITERIA FOR FREE OR DISCOUNTED CARE MWPH 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. 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 ANNUAL COMMUNITY 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 2 Needs assessment Community Needs Assessment From July 2020 to May 2021, MWPH undertook a comprehensive community health needs assessment (CHNA) to evaluate the health needs of children with special health care needs in Baltimore City, Maryland. The aim of the assessment was to reinforce MWPH's commitment to the health of residents and align its health prevention efforts with the community's greatest needs. The assessment examined several health indicators including chronic health conditions, access to health care, and Social Determinants of Health (SoDH). The MWPH Community Health Improvement Team served as the lead team to conduct the CHNA. MWPH worked with the Baltimore City Hospital Community Benefit Collaborative (BCHCBC) where local Baltimore City hospitals joined together (initially in 2014), to collaborate on several key data collection strategies for a joint community health needs assessment. MWPH continued to partner with BCHCBC to include, University of Maryland Medical System and Center (UMMC), Johns Hopkins Hospital, Sinai Hospital Lifebridge Health, MedStar Health, St. Agnes Health System, and Mercy Medical Center. All of the above hospitals/health systems had been collaborating on several initiatives prior to the CHNA year and agreed that it would be beneficial to work on a more detailed level on a joint city-wide CHNA. To complete a comprehensive assessment of the needs of the community, the Association for Community Health Improvement's (ACHI) 9-step Community Health Assessment Process and was utilized as an organizing methodology Data was collected from areas illustrated below to complete a comprehensive assessment of the community's needs. The CHNA was comprised of both quantitative and qualitative research components. The findings from the assessment were utilized by MWPH to prioritize public health issues and develop a community health implementation plan focused on meeting community needs. This CHNA targets the needs of children and young adults with developmental disabilities and other disorders in Baltimore City as well as their families. This CHNA Final Summary Report serves as a compilation of the overall findings of each research component. Using the ACHI frameworks, data were collected from multiple sources, groups, and individuals and integrated into a comprehensive document which was utilized at a retreat on March 29, 2021 with the MWPH Community Health Advisory Board (CHAB) along with several other community organizations, faith-based leaders, elected officials, patient families, hospital leadership. During that strategic planning retreat, priorities were identified using the collected data and an adapted version of the Catholic Health Association's (CHA) priority setting criteria. The identified priorities were also validated by a panel of MWPH clinical experts. MWPH used primary and secondary sources of data as well as quantitative and qualitative data and consulted with numerous individuals and organizations during the CHNA including, University of Maryland Medical Center Midtown Campus, University of Maryland Hospital for Children, Johns Hopkins Health, other BCHCHC hospitals, community leaders, community partners, the University of Maryland Baltimore (UMB) academic community, the general public, patient families, local health experts, and the Baltimore City Health Department. MWPH joined other hospitals to collaborate on several key data collection strategies for a joint community health needs assessment. This effort was initially launched in 2014 and (as mentioned previously) was identified as the Baltimore City Hospital Community Health Collaborative. In addition to UMMS and JHH, BCHCHC included multiple Baltimore based health systems/hospitals including, Sinai Hospital Lifebridge Health, MedStar Health, St. Agnes Health System, and Mercy Medical Center. All of the above hospitals/health systems had been collaborating on several initiatives prior to the CHNA year and agreed that it would be beneficial to work on a more detailed level on a joint city-wide CHNA. This multi-hospital collaborative worked on the following data collection components together: - Public survey of Baltimore City residents - Key stakeholder interviews - Key population focus groups - Key community partner focus groups for Implementation Strategy (asthma, mental health, children's health) After the data were collected and analyzed jointly, each individual hospital used the collected data for their respective community benefit service areas to identify their unique priorities for their communities. Please note: Due to the COVID-19 pandemic and the limitations on in-person gatherings, the number of surveys, focus groups and other engagement strategies were challenged. However, every effort was made to ensure quality and quantity of engagement and data collection. Community Perspective - Surveys The community's perspective was obtained through one survey offered to the public using several methods throughout Baltimore City. Due to the COVID-19 pandemic, routine methods of collecting responses to the survey posed a great challenge. MWPH and BCHCHC were unable to distribute as many surveys as majority of the community events were canceled. However, MWPH worked closely with community partners, hospital staff (associates, leadership and physicians), Baltimore City Health Department and other stakeholders to distribute the surveys electronically and in-person at COVID relief efforts (food pantries, clothing drive, virtual job fairs and via social media platforms). See Appendix for the actual survey. Methods 6-item survey distributed in FY2020 using the following methods: * Conducted from late September through November 2020 * All hospitals participated in data collection throughout the city * Distributed in person and offered online * Offered in English, Spanish * Collected 2, 475 surveys * All Baltimore City zip codes represented Results Top 5 Health Concerns: * Alcohol * Mental Health * Diabetes/High Blood Sugar * Heart Disease/High Blood Pressure * Overweight/Obesity Analysis by CBSA targeted zip codes revealed the same top health concerns and top health barriers with little deviation from the overall Baltimore City data. The sample size was 2,475 for all of Baltimore City and 889 for residents from the identified MWPH CBSA. A) Community Perspective - Telephone Town Hall COVID-19 pandemic significantly restricted face-to-face and large group interactions, MWPH with the hospitals in BHCHC participated in Telephone Town Halls were conducted by the Sexton Group The purpose of the town halls was to reach a broader community perspective since limited numbers of surveys were collected. Sexton Group utilized their database of both mobile and landline records of residents in Baltimore City based on CBSA zip codes for all BHCHC hospitals. Those in attendance were explained the purpose of the town hall. The town halls were short and asked three questions focusing on the biggest health problem facing the community and SoDH impacting the community and barriers to obtaining health. Following format was used for the Tele-town hall 1. Invitation to participate is sent to selected number of participants in a specific zip codes: BHCHC CBSA zip codes were selected. 2. At the top of the call, callers were asked about three areas related to the health of their communities: medical services, social needs, and access to care. 3. Tell them that we will provide examples in each category and then will provide time for their comments on any other issues they may have. 4. Starting with medical/health services and do the same for the other categories. Say "here are some examples of healthcare services - which do you think are needed, in order of importance?" Give about 5 examples of our choice. Callers can then vote electronically on them. 5. When voting is done, ask callers if there are other health issues they are concerned about. Their line will be released ad their response recorded. 6. Do the same for the other areas (social services and access). Total 6,913 attended the town hall. 2022 Schedule H, Part VI, Line 2 Needs Assessment continued B) Health Experts Methods * Reviewed & included National Prevention Strategy Priorities, Maryland State Health Improvement Plan (SHIP) indicators, and Healthy Baltimore 2020 plan from the Baltimore City Health Department (please note: due to the pandemic no new data is available/previous data was used). * Reviewed Healthy Baltimore 2020: A blueprint for health * Reviewed Baltimore City Health Department's 2017 Community Health Assessment * Conducted two focus groups including patient families, families who have children with medically complex needs and MWPH CHAB. * Conducted stakeholder retreat in March 2021 with community partners, hospital leadership, patient families and foundation board members. Results -National Prevention Strategy - 7 Priority Areas * Tobacco Free Living * Preventing Drug Abuse and Excessive Alcohol Use * Healthy Eating * Active Living * Injury and Violence Free Living * Reproductive and Sexual Health * Mental and Emotional Well Being * SHIP: 39 Objectives in 5 Vision Areas for the State, includes targets for Baltimore City - (While progress has been made since 2018, measures within Baltimore City have not met identified targets; Even wider minority disparities exist within the City) - Healthy Baltimore 2020: Four Priority Areas for Baltimore City 1) Strategic Priority 1: Behavioral Health 2) Strategic Priority 2: Violence Prevention 3) Strategic Priority 3: Chronic Disease Prevention 4) Strategic Priority 4: Life Course Approach and Core Services C) Community Leaders Two focus groups were conducted in December 2020, March 2021 and April 2021 (one focus group was divided in two sessions due to attendee availability. Below overview outlines the findings. Access to Care Focus group attendees were asked to discuss barriers related to accessing health care services for CYSHCN in Baltimore City. The following themes emerged from the discussions in the sessions Lack of Specialty Care Providers and Long Wait Times Lack of specialty care providers was commonly voiced as a significant barrier in these sessions. This issue often correlated with longer wait periods to see a specialist. Four issues related to access to specialists were cited repeatedly: 1) Families reported problems getting needed specialist care, especially Children or Youth with Special Health Care Needs (CYSCHN) with emotional, behavioral, or developmental (EBD) issues. 2) Families reported long wait times for specialist appointments especially for diagnostics or mental health services. 3) For families who reported their health insurance was not adequate, they also said that their child did not see a specialists in the last 12 months. 4) Most families reported getting referrals, but a small sub-section (about 10%) reported they had problems getting referrals when needed. Insurance Deductibles and Price of Durable Medical Equipment (DME) and Medications for CYSHCN Difficulties with access to care, dealing with insurance coverage and piecing together needed services from a fragmented system takes its toll on families at MWPH raising CYSHCN. The toll is both emotional and financial. Families are frustrated by the impact the fragmented system has on their ability to parent all of their children. Fragmentation of Health Care System/Care Coordination The issue of lack of coordination of services and supports for CYSHCN was a frequent theme in group discussions with families. Overall 7603% of CYSHCN had parents who reported that services and supports did not receive care in a well-functioning system. And even higher percentage (81.1%) of parents with children rated as having the most severe conditions and the highest needs reported that the system was not easy to use. Children with family incomes of 100-199% of the federal poverty level had even more parents who were having difficulty using the system (89.3%). Families reported that finding services were difficult, time consuming and the processes and forms were overwhelming. Lack of Transportation Transportation was the most discussed area of concern in all focus groups at MWPH, from executive level staff, clinical content experts, and parents of CYSHCN the like. Lack of Mental Health Providers and Stigma When parents were asked if there were certain health care related services for CYSHCN were delayed or not received in the past 12 months, participants overwhelmingly identified therapies, mental health services, and behavioral supports as the most frequently delayed or not received services. Impact on Family Well Being Families reported that the burden of the out of pocket costs can have an impact on the financial status of the family. Case Managers It was acknowledged that MWPH patients interact with any number of care providers across multiple settings it would make it easier for patient families to get better and be healthier if they could have case managers who help streamline their different care and assist with navigating the health system. Training Caregivers Parents were mentioned as an important existing force in the service delivery process. Educating these caregivers to better understand the medical needs of their CYSHCN was mentioned as the best alternative to improve the health outcome of patients. Community Involvement, Advocacy and Partnership Focus group participants were then asked, "What do you think could encourage more community involvement, advocacy, and partnership around health issues that would benefit the public/your child as it pertains to your organizations services?" Coalition The need to coalesce around cross-cutting causes and objectives was emphasized in the discussions, to this end, an active convener that would help partners to form coalitions was cited as a potentially useful resource. Outreach (Community Paramedicine/Telemedicine) The overwhelming majority of participants seemed to agree that many people have difficulty getting to pediatric specialty services and suggested the need for being proactive in rethinking the current health care system of delivery so to get providers out in the neighborhoods and communities where people reside. This need was significantly intensified during the COVID-19 pandemic. Stakeholders Retreat Stakeholder retreat was conducted in March 2021 to select and vote on priorities. All quantitative and qualitative health needs, social determinants of health and barriers to health were shared. Below are the top priorities section outlines the priorities. D) Social Determinants of Health (SDoH) Defined by the World Health Organization as: ....the conditions in which people are born, grow, live, work and age... Methods Reviewed data from Baltimore Neighborhood Indicator Alliance (Demographic data and SDoH data) * Reviewed data from identified 2017Baltimore City Health Department's Baltimore City Neighborhood Profiles, * Reviewed Baltimore City Food Desert Map - Please note that data available was from 2018-No new data from 2020 is available and previous data was utilized per BCHD. (See Figure 4) Results * Baltimore City Summary of CBSA targeted zip codes (See Appendix 2) * Top SDoHs: Low Education Attainment (52.6% w/ less than HS degree) High Poverty Rate (15.7%)/High Unemployment Rate (11%) * Violence * Poor Food Environment (See Figure 5) * Housing Instability E) Health Statistics/Indicators Methods Utilized/reviewed the following data: City and State trends and data sources: * Baltimore City Health Department State of Health in Baltimore * MD HSCRC Statewide Integrated Health Improvement Strategy Proposal * Maryland Department of Health Vital Statistics National trends and data sources: * Healthy People 2030 * County Health Rankings * Centers for Disease Control Reports/Updates Results * Baltimore City Health Outcomes Summary * Baltimore City Health Rankings * Top 3 Causes of Death in Baltimore City in rank order: -Heart Disease -Cancer - Stroke * Maternal Morbidity Rate * Cause of Pediatric Deaths -High Rate of Infant Schedule H, Part I, Line 7 Bad Debt Expense excluded from financial assistance calculation 654072 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 As a specialty hospital serving children with medically complex conditions, Mt. Washington Pediatric Hospital (MWPH) recognizes that uninsured and underserved individuals experience more health disparities than their wealthier counterparts. To make an impact on improving health equity and providing more patient-centered care, MWPH aims to better understand and address the underlying causes of poor health through a variety of community building activities targeting the unmet community needs identified by the Community Health Needs Assessment priorities, including, health literacy, chronic disease prevention, violence and child maltreatment, behavioral health and substance abuse, access to health care, mental health, obesity and access to healthy foods and transportation. These activities include a unique collaboration between MWPH senior leadership, physicians, nurses and associates, with local and state government, public school districts, head start programs, and community engagement groups, to address the true drivers of health outcomes. These drivers include socioeconomic factors, health behaviors and the physical environment that impact the quality of life of children in Baltimore City, Baltimore County and surrounding areas. The focus is to alleviate the burdens and disparities of the population that receives the specialty care provided by MWPH. Examples of these activities include the continued growth of the MWPH Community Health Advisory Board (CHAB). The advisory board began under the leadership of the MWPH senior executives and medical staff and was created to more effectively guide the MWPH Community Benefit Program. Using data from WPH's Community Needs Assessment (CHNA), a comprehensive health assessment that identifies key health needs and issues through data collection and analysis, the group addresses the disproportionate unmet needs of the hospital's primary and secondary service areas. Members of CHAB help plan, develop and implement community outreach programs in order to meet these needs and improve the health equity of the communities we serve. Members of CHAB were specifically selected from Baltimore City and Baltimore County community organizations and advocacy groups. The group also includes elected officials and MWPH's Executive Leadership. The group has expanded from twelve initial members to eighteen, including three elected officials, elementary and middle schools and a civic organization. Last year, the board set out to implement new programs focusing on MWPH Community Health Needs Assessment CHNA priorities of 1) Mental Health 2) Food Insecurity/Obesity Prevention 3) Health Care Access/Literacy 4) Violence Prevention/Maltreatment 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 - MT. WASHINGTON PEDIATRIC HOSPITAL: Line 16a URL: https://www.mwph.org/patients-and-guests/financial/assistance; Schedule H, Part V, Section B, Line 16b FAP Application website 1 - MT. WASHINGTON PEDIATRIC HOSPITAL: Line 16b URL: https://www.mwph.org/patients-and-guests/financial/assistance; Schedule H, Part V, Section B, Line 16c FAP plain language summary website 1 - MT. WASHINGTON PEDIATRIC HOSPITAL: Line 16c URL: https://www.mwph.org/patients-and-guests/financial/assistance; Schedule H, Part VI, Line 3 Patient education of eligibility for assistance The patient financial assistance policy at MWPH is a comprehensive policy designed to assess the needs of patients and families that have expressed concerns about their ability to pay for needed medical services. MWPH makes every effort to make financial assistance information available to patients/families. These efforts include signage at outpatient desks and inpatient welcome areas, notices on patient bills and admissions packets as well as a thorough description on the MWPH website. This includes both the Roger's Avenue, Baltimore and Prince George's County locations. Information sheets are provided to patients both upon admission, discharge and on request. The information sheet includes the following items: a. description of the hospital's financial assistance policy; b. a description of the patient's rights and obligations with regards to hospital billing and collection c. contact information for the individual or office at the hospital that is available to assist the patient or the patient representative in understanding the hospital bill and how to apply for free and reduced care. d. contact information for the Maryland medical assistance program. e. a statement that physician discharges are not included in the hospital bill and is billed separately. For additional questions, information or assistance in applying for financial assistance, please call: * Mary Miller, Vice President of Finance, 410-578-5163 * Linda Ryder, Director of Patient Accounting, 410-578-5206 * Denise Pudinski, Director of Collaborative Care, 410-578-2669 (inpatient only) * Debbie Fike, Credentialing & Payer Relations, 410-578-5334 * Katine Brown, Patient Access Coordinator, 410-578-7859 Schedule H, Part VI, Line 4 Community information The licensed bed designation of MWPH is 102, which includes pediatric specialty, pediatric chronic illness, and neonatal transitional care. Medicaid patients accounted for 81% of the total MWPH admissions and 5% of these Medicaid patients live in the 21215 zip code. MWPH is located in the northwest quadrant of Baltimore City, serving both its immediate neighbors and others from throughout Baltimore City, Baltimore County and surrounding regions. There are approximately 1.3 million children in Maryland and the healthcare provider market has largely consolidated into three major systems, UMMS, Johns Hopkins Medicine and MedStar Health. The Mt Washington Pediatric Hospital serves a large portion of Baltimore County and Baltimore City. MWPH draws 59% of discharges from a defined market area with four sub-areas within the Baltimore County and Baltimore City. MWPH's core market is defined as 13 contiguous ZIP codes in Baltimore City from which MWPH draws 54% of discharges. These 13 targeted zip codes include: 21222, 21220, 21206, 21215, 21213, 21061, 21221, 21205, 21217, 21224, 21227, 21225, 21037. However, because MWPH is a specialty pediatric facility, MWPH patient's residence span the state of Maryland and many more from out of state. MWPH determined that the specific zip codes of 21215 & 21216 (Southern Park Heights-SPH and Pimlico/Arlington/Hilltop-PAH) define the hospital's Community Benefit Service Area (CBSA) Demographics of the community MWPH serves children, adolescents, and young adults primarily from Maryland, but also many states in the Northeast region. MWPH has two locations, one in Northwest Baltimore City and the other in Prince George's County at UM Capital Regional Hospital. Data analyzed during the last three fiscal years---2018, 2019, and 2020---indicate that 93% of all inpatients and outpatients served by the MWPH are Maryland residents, with patients from nearly every county across the state. MWPH receives patients from across the state due to limited access to pediatric specialists in rural parts of Maryland. According to the 2017 Maryland Parent Survey, 73% of parents with CYSCHN reported driving 25 or more miles for pediatric specialty care, with 25% reporting that they had to drive 100+ miles roundtrip. In order to make the community programming impactful, MWPH further defined its community by looking at the top 60% of inpatient admissions and outpatient visits. MWPH's service community demographic constitutes an area that is predominantly African American with below average median family income, above average rates for unemployment, and other social determinants of poor health. Approximately 48% of MWPH service community are Black or African American, 39% are Caucasian, 4% of patients are Latino or Hispanic and 4% identified as Asian. Approximately 3% identified as Other/Biracial. More females than males constitute the service community population with 30% between the ages of 0-17 years of age, 4.3% at 18-24 yrs, 10.6% at 24-44 yrs, 15.9% at 45-64 yrs and 13.4% at 65+ respectively. In addition, relying on data from the American Community Survey, SPH median household income was $26,015 and PAH median household was $32,410. This is compared to Baltimore City's median household income of $41,819 in 2014. In addition, Medicaid patients accounted for 81% of the total MWPH admissions in FY17. Five-percent (5%) of these Medicaid patients live in the 21215 zip code which is a target area of the hospital's community benefit service area. Schedule H, Part VI, Line 5 Promotion of community health Below describe some of the other initiatives which address the determined CHNA priorities and their outcomes. Promotion of Community Health Initiative I Health Literacy and Mental Health In February 2021, MWPH initiated improving health literacy through a live, virtual book readings. The event featured multiple Baltimore-based children's authors, who read excerpts from their work while the accompanying pictures were shown on the screen. The readings focused on various health and literacy topics from knowing your bodies, how to talk to your providers to stigmas of mental health, foster care and being a positive role model. Following the readings, participants had the opportunity to focus on question and answer sessions. Resources were provided for those who needed follow up care for primary care, mental health, behavioral health, weight management and more. Total of seven different book readings were offered and nearly 2035 parents, children and community members attended the events. The event was also placed on social media for later views where nearly 3000 additional audiences viewed the event. 1,625 children's books were distributed to five Baltimore City Public Schools. Initiative II COVID Relief Efforts The onset of the COVID-19 pandemic shifted the focus of CHAB and the MWPH Community Benefit Program in meeting the immediate needs in the severely underserved communities. Many of the typical community benefit projects, which are in person and hands-on, were not workable in the age of COVID-19. At the same time, the community had specific and urgent needs as the pandemic unfolded. To respond, MWPH focused on adapting quickly and effectively with a range of new programs, as well as new ways of delivering existing programs. MWPH focused on the following urgent needs: Food Insecurity/Essential Needs, Mental Health, Health Care Assess and Education, and Chronic Disease Prevention and implemented the below initiatives to address those needs. Food Insecurity/Essential Needs Food insecurity was a significant community need, as shortages, lockdowns, and layoffs made it difficult for families to access, or afford, fresh food. At the same time, state-run organizations weren't able to meet the increasing need. The hospital responded by prioritizing food insecurity to help fill the gap, partnering with schools, churches, and community centers to provide fresh produce and other staples. For the first three months of the pandemic, MWPH was averaging more than 450 people per week lining up for food at a single food distribution site. In partnership with local schools, houses of worship, community centers, local community partners and strategic distribution sites, MWPH was able to provide more than 49,000 lbs of fresh produce nearly 38,000 lbs of non-perishable foods and 650 backpacks filled with food for families during the weekend days-totally 265,000 meals. Baby Essentials For families with young children, essential needs extend beyond food. MWPH stepped in to partner with Arlington Elementary and other elementary schools in the Park Heights neighborhood to make sure that families had access to those items. Nearly 1,800 diapers, wipes and formulas were distributed to families in need. Mental Health/Health Care Access To address the tremendous mental health quarantine stressors faced by COVID, MWPH took a multifaceted approach. The hospital converted its popular Parenting from the Heart seminars to virtual workshops, giving families tools they can use to help their children thrive during this challenging time. MWPH psychology team also conducted outreach, education, resource distribution, and online support to bridge the gap in services during the pandemic. Three virtual mental health seminars were offered from How Kids and Cope with COVID to Racial and Ethnic Trauma. Parents and families had access to psychologist and specialty clinicians in the safety of their home. Virtual seminars were shared internally and externally with our community partners and social media platforms. Virtual seminars reached more than 1,200 parents and families. Learning Hubs As school closures continued, children in the Baltimore City Public School faced challenges accessing working computers/devices. In addition, children also had challenges accessing stable internet and adult supervision to participate in virtual schooling. MWPH stepped in and partnered with five local daycare providers, faith-based organizations and community centers to provide a safe and secure place for 157 BCPSS students to access electronic devices where they can participate in virtual schools. The five learning hubs continued until school returned to face-to-face learning. Blood Drives During 2021, the country faced a nationwide blood shortage. COVID-19 made that shortage more severe, as thousands of community blood drives were canceled and more people opted to postpone blood donation. MWPH teamed up with the University of Maryland Medical System to conduct community blood drives that would help to address this need. As the pandemic wore on, MWPH expanded the blood drives, hosting standalone programs at local schools. 12 blood drives were offered collecting more than 450 units of blood. Chronic Disease Prevention Disease prevention including COVID prevention was made possible by implementing simple measures including hand hygiene, social distancing and wearing a mask. MWPH supported our community's preventative efforts by gathering and distributing needed supplies to spread the virus. The hospital distributed masks - especially child-size masks - as well as soap, sanitizers, and hand hygiene education. Making it easier to follow prevention guidelines helped keep the children and families in our community healthy. MWPH collected and distributed more than 4,000 masks, 550 hand sanitizers and 300 bars of soap. Initiative III Community Gardens MWPH participated in three community gardens this year: one at Pimlico Elementary, one at Arlington Elementary, and one in the Park Heights community. Several community organizations, including Park Heights Renaissance, At the House, Inc., and the INSPIRE program of Baltimore City's planning board, came together to purchase and convert the vacant lots. MWPH staff and volunteers helped with clearing the lots and planting the gardens. When it was time to harvest in October, MWPH hosted a harvest celebration event featuring a local chef. Community members were invited to come in and harvest the produce, which was then transformed into a tasty vegetable soup. Community members enjoyed a meal of soup and cornbread together prepared by a Baltimore-based local chef and the community members and members also got to take some vegetables home. Initiative IV MWPH Holiday Toy Shop December 2020 was a holiday season like no other, as communities nationwide grappled with COVID-19 and despite the ongoing restrictions, MWPH found a way to spread the holiday spirit with its first ever Drive-Through Holiday Toy Shop. To give the Drive-Through Holiday Toy Shop an innovative twist - and keep families and MWPH staff safe - families filled out surveys before the event with their children's names, ages, and interests. MWPH staff and volunteers preselected toys for each child, and on the day of the event, the families each received bags of toys and goodies for each child. The event relieved significant burden on our patients, families, community and children we serve. Total of 545 families, 1,635 children served, 13,747 toys distributed, 550 diapers, 1,262 rolls of wrapping paper and 928 masks were distributed. 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), MWPH 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, MWPH 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. MWPH is committed to health education, advocacy, community partnerships, and engaging programs which focus on health and wellness with the goal of eliminating health care disparities in the Baltimore community. Schedule H, Part VI, Line 7 State filing of community benefit report MD X X X X false true false false false false false true false THOMAS ELLIS VP HUMAN RESOURCES 154649 0 15663 0 1631 0 47592 0 24501 0 244036 0 0 0 JILL FEINBERG VP DEVELOPMENT/EXTERNAL AFFAIRS 124920 0 12563 0 210 0 14314 0 2851 0 154858 0 0 0 MARY MILLER VP FINANCE AND CFO 161734 0 16734 0 609 0 35619 0 32876 0 247572 0 0 0 DENISE PUDINSKI VP NURSING ADMIN 150188 0 15500 0 839 0 45667 0 25174 0 237368 0 0 0 JUSTINA STAROBIN VP OUTPATIENT SVCS 130189 0 13768 0 454 0 14221 0 34395 0 193027 0 0 0 SHELDON STEIN PRESIDENT AND CEO 312690 0 63861 0 626386 0 158693 0 29075 0 1190705 0 0 0 TIKEE APARECE MD ATTENDING PHYSICIAN 220392 0 0 0 444 0 10667 0 3240 0 234743 0 0 0 BRADFORD HARRIS MD ATTENDING PHYSICIAN 204578 0 0 0 836 0 8782 0 19440 0 233636 0 0 0 STEPHEN NICHOLS MD ATTENDING PHYSICIAN 222466 0 0 0 486 0 13047 0 33882 0 269881 0 0 0 KAREN WILLING MD ATTENDING PHYSICIAN 206724 0 0 0 436 0 9765 0 24466 0 241391 0 0 0 Silvia Williams MD NEONATAL PROGRAM DIRECTOR 201368 0 0 0 1267 0 8593 0 23080 0 234308 0 0 0 Schedule J, Part I, Line 4b Supplemental nonqualified retirement plan During the fiscal year ended June 30, 2021, certain officers and key employees participated in the Mt. Washington Pediatric Hospital 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: Mary Miller Thomas Ellis Justina Starobin Jill Feinberg During the fiscal year ended June 30, 2021, certain officers and key employees participated in the Mt. Washington Pediatric Hospital supplemental nonqualified retirement plan. THE INDIVIDUAL LISTED BELOW HAS VESTED IN THE PLAN IN THE REPORTING TAX YEAR, THEREFORE THE FULL VALUE OF THE PLAN, INCLUDING ANY CONTRIBUTIONS TO THE PLAN FOR THE CURRENT FISCAL YEAR ARE REPORTED AS TAXABLE COMPENSATION AND REPORTED ON SCHEDULE J, PART II, LINE B(III), OTHER REPORTABLE COMPENSATION. Sheldon Stein, $622,271. 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. A MARYLAND HEALTH & HIGHER EDUCATIONAL FACILITIES 500936091 2007-11-01 7585000 Repayment of taxable loan false false false A 3276177 7585000 106039 7478961 2007 true false true true A false false false false 0.0 0.0 0.0 false false true A false false true false true false false false true A true DR TERI KAHN SEE PART V 119998 SEE PART V false Schedule L, Part IV BUSINESS TRANSACTIONS INVOLVING INTERESTED PERSONS LINE 2 Dr. Teri Kahn is a family member of Steven Czinn, a director of the filing organization. Dr. Teri Kahn was paid reasonable compensation as an employee of the filing organization. Form 990, Part VI, Line 6 Classes of members or stockholders JOHNS HOPKINS HEALTH SYSTEM (JHHS) AND UMMS ARE EQUAL MEMBERS OF MWPH. Form 990, Part VI, Line 7a Members or stockholders electing members of governing body JHHS AND UMMS EACH ELECT AN EQUAL NUMBER OF MEMBERS TO THE BOARD OF MWPH. 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 ORGANIZATION'S OFFICERS, DIRECTORS AND MEDICAL STAFF MEMBERS, AS APPLICABLE, SHALL 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. A QUESTIONNAIRE WHICH DISCLOSES POTENTIAL CONFLICTS OF INTEREST IS DISTRIBUTED ANNUALLY TO OFFICERS, DIRECTORS AND KEY EMPLOYEES. THE GENERAL COUNSEL OF UMMS REVIEWS THE RESPONSES FOR UMMS AND CERTAIN OTHER AFFILIATES. THE CEO OR CFO OF EACH OF THE OTHER ENTITIES IN THE UMMS SYSTEM REVIEWS THE RESPONSES FOR THOSE ENTITIES. THE GENERAL COUNSEL, IN CONSULTATION WITH THE AUDIT COMMITTEE, IF NECESSARY, WOULD DETERMINE IF A CONFLICT OF INTEREST EXISTED. WITH RESPECT TO THE OTHER ENTITIES IN THE UNIVERSITY OF MARYLAND MEDICAL SYSTEM, THE GENERAL COUNSEL MAY BE CALLED FOR CONSULT. IF SO, THE GENERAL COUNSEL MAY CONSULT THE AUDIT COMMITTEE, IF NECESSARY. WHENEVER A CONFLICT OR POTENTIAL CONFLICT OF INTEREST EXISTS, THE NATURE OF THE CONFLICT OR POTENTIAL CONFLICT OF INTEREST MUST BE DISCLOSED IN WRITING TO THE ORGANIZATION'S BOARD, BOARD COMMITTEE, AN OFFICER OF THE ORGANIZATION OR OTHER APPROPRIATE EXECUTIVE. SUCH INDIVIDUAL HAVING A POTENTIAL CONFLICT OF INTEREST SHALL PLAY NO ROLE ON BEHALF OF THE ORGANIZATION, OR ANY ORGANIZATION CONTROLLED OR SUBSTANTIALLY OWNED, IN ANY TRANSACTION IN WHICH A CONFLICT EXISTS. ALL INVITATIONS FOR BIDS, PROPOSALS OR SOLICITATIONS FOR OFFERS INCLUDE THE FOLLOWING PROVISION: ANY VENDOR, SUPPLIER OR CONTRACTOR MUST DISCLOSE ANY ACTUAL OR POTENTIAL TRANSACTION WITH ANY ORGANIZATION OFFICER, DIRECTOR, EMPLOYEE OR MEMBER OF THE MEDICAL STAFF, INCLUDING FAMILY MEMBERS WITHIN FIVE DAYS OF THE TRANSACTION. FAILURE TO COMPLY WITH THIS PROVISION IS A MATERIAL BREACH OF AGREEMENT. IN ADDITION, A BOARD DISCLOSURE REPORT IS FILED WITH THE MARYLAND HEALTH SERVICES COST REVIEW COMMISSION ON AN ANNUAL BASIS SHOWING ANY BUSINESS TRANSACTIONS BETWEEN THE BOARD MEMBERS AND THE ORGANIZATION. 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 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 VIII, Line 11d Other Miscellaneous Revenue Miscellaneous Revenue - Total Revenue: 136115, Related or Exempt Function Revenue: 136115, Unrelated Business Revenue: 0, Revenue Excluded from Tax Under Sections 512, 513, or 514: 0; Form 990, Part XI, Line 9 Other changes in net assets or fund balances UNRESTRICTED CHANGE IN FUNDED STATUS OF PENSION - 1428919; NET ASSETS RELEASED FROM RESTRICTIONS - -921089; Change in Economic Interest in Foundation - Without Donor Restriction - 1102318; Change in Economic Interest in Foundation - With Donor Restriction - 4496776; MWP COMMUNITY HEALTH SERVICES 1708 W ROGERS AVENUE BALTIMORE MD 21209 383987088 HEALTHCARE MD 1854300 1111593 MWPH Mt Washington Pediatric Community Behavioral Health Services LLC 1708 W Rogers Ave Baltimore MD 21209 842276906 Healthcare MD 182392 26943 MWPH MOUNT WASHINGTON PEDIATRIC FOUNDATION 1708 WEST ROGERS AVENUE BALTIMORE MD 21209 521736672 FUNDRAISING MD 501(c)(3) Type I MWPH true false false true false false false false false false false false false false true true false false false false MT WASHINGTON PEDIATRIC FOUNDATION INC C 681908 FMV