2021-05-14T13:07:11-05:00 2020-06-30 346565596 ERNST & YOUNG US LLP 1101 NEW YORK AVE NW WASHINGTON DC 20005 990 2019-07-01 520591667 Maryland General Hospital Inc MARY 4102258408 827 Linden Avenue Baltimore MD 21201 JOSEPH HOFFMAN CFO 2021-05-14 true Justin J Lowe P01866796 2023276000 2019 2022-09-23 18:48:47Z University of Maryland Medical Center Midtown Campus ALISON BROWN 827 Linden Avenue Baltimore MD 21201 238613826 false X umms.org/midtown X 1948 MD HOSPITAL PROVIDING ACUTE CARE, 24 HOUR EMERGENCY CARE IRRESPECTIVE OF ABILITY TO PAY, AND PROMOTING PUBLIC AWARENESS OF HEALTH MATTERS THROUGH EDUCATION AND OUTREACH. 19 15 1821 30 2295600 358711 650199 19049757 229715943 211880611 235332 324217 1528798 1348790 232130272 232603375 0 0 0 0 97851516 100363429 0 0 0 138692566 138950295 236544082 239313724 -4413810 -6710349 173655417 220577450 86616862 103832792 87038555 116744658 HOSPITAL PROVIDING ACUTE CARE, 24 HOUR EMERGENCY CARE IRRESPECTIVE OF ABILITY TO PAY, AND PROMOTING PUBLIC AWARENESS OF HEALTH MATTERS THROUGH EDUCATION AND OUTREACH. false false 200719836 0 209971361 MGH IS A HOSPITAL WITH 177 LICENSED BEDS. THE HOSPITAL IS ORGANIZED EXCLUSIVELY FOR CHARITABLE, SCIENTIFIC AND EDUCATIONAL PURPOSES. ITS ACTIVITIES INCLUDE PROVIDING HEALTHCARE TREATMENT AND CARE TO PERSONS WHO ARE ACUTELY ILL, OPERATING A 24-HOUR EMERGENCY DEPARTMENT WHICH SERVICES ALL COMMUNITY PATIENTS IRRESPECTIVE OF THEIR ABILITY TO PAY, AND CONTINUING EDUCATIONAL SEMINARS AND PROGRAMS WHICH PROMOTE PUBLIC AWARENESS OF HEALTH CARE MATTERS. DURING ITS FISCAL YEAR ENDED JUNE 30, 2020, MGH ENGAGED IN THE FOLLOWING ACTIVITIES THAT WERE IN FURTHERANCE OF ITS EXEMPT PURPOSE: PROVIDED INPATIENT SERVICES WHICH INCLUDED 4,661 INPATIENT ADMISSIONS AND 36,029 INPATIENT DAYS. PROVIDED OUTPATIENT SERVICES WHICH INCLUDED 22,124 EMERGENCY DEPARTMENT VISITS AND 63,734 OUTPATIENT CLINIC VISITS. PROVIDED UNCOMPENSATED CARE TO INDIGENTS AND MEDICALLY UNDERSERVED MEMBERS OF THE COMMUNITY AT A COST OF $3,763,000. CONDUCTED COMMUNITY HEALTH EDUCATIONAL PROGRAMS WHICH INCLUDED CLASSES AND SEMINARS ON SUCH TOPICS AS DIABETES, CANCER, HEART DISEASE, CHILD BIRTH AND NUTRITION COUNSELING. 200719836 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 1821 true true true false false false false false false false false false false false X 19 15 false false false false true true true 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 Alison G Brown PRESIDENT 40.0 2.0 X X 0 713571 32726 John W Ashworth III INTERIM PRESIDENT AND CEO-UMMS (ENDED 11/19) 1.0 59.0 X X 0 1717490 37155 Louise M Gonzales ESQ CHAIR 1.0 2.0 X X 0 0 0 Mohan Suntha MD PRESIDENT AND CEO, UMMS 1.0 59.0 X X 0 2102885 40902 Timothy Regan VICE CHAIR 1.0 1.0 X X 0 0 0 Alvin Hathaway SR DIRECTOR 1.0 1.0 X 0 0 0 Bruce Jarrell MD DIRECTOR 1.0 1.0 X 0 0 0 Calvin G Butler JR DIRECTOR (ENDED 01/20) 1.0 1.0 X 0 0 0 Carol L Coughlin CPA DIRECTOR 1.0 1.0 X 0 0 0 Deborah Trautman PHD DIRECTOR 1.0 1.0 X 0 0 0 E Albert Reece MD DIRECTOR 1.0 3.0 X 0 0 0 Edward St John DIRECTOR 1.0 1.0 X 0 0 0 Elias Melhem MD DIRECTOR 1.0 1.0 X 0 0 0 Harriet E Cooperman ESQ DIRECTOR 1.0 1.0 X 0 0 0 James C Dipaula Jr DIRECTOR 1.0 11.0 X 0 0 0 Jay A Perman MD DIRECTOR (ENDED 01/20) 1.0 1.0 X 0 0 0 Marilyn M Carp DIRECTOR 1.0 1.0 X 0 0 0 Mark L Joseph DIRECTOR 1.0 1.0 X 0 0 0 Mary Mclaughlin DIRECTOR (ENDED 07/19) 1.0 1.0 X 0 0 0 R Alan Butler DIRECTOR 1.0 8.0 X 0 0 0 Robert D Wallace DIRECTOR 1.0 1.0 X 0 0 0 Thaddeus Pula MD DIRECTOR 40.0 1.0 X 214627 0 31653 William Kirwan DIRECTOR 1.0 1.0 X 0 0 0 Joseph E Hoffman III SVP, CFO & TREASURER 1.0 42.0 X 0 987444 30280 Katherine Belz SECRETARY 40.0 1.0 X 0 135646 18282 Mary W Taylor VP AND CNO 40.0 0.0 X 0 326541 18774 Janine L Good MD PHYSICIAN 40.0 0 X 439753 0 73011 Patricia Eben MD PHYSICIAN 40.0 0 X 259655 0 40203 Samuel Friedel MD PHYSICIAN 40.0 0 X 271812 0 37788 Saverio Mirarchi MD PHYSICIAN ADVISOR 40.0 0 X 314333 0 34945 Wanda W Hodges CLINICAL MANAGER 40.0 0 X 192368 0 22601 Hema Patel FORMER CMO 0.0 0 X 254202 0 0 Keith D Persinger FORMER SVP & CFO 0.0 40.0 X 0 1414676 23019 Megan M Arthur FORMER SECRETARY 0.0 0.0 X 0 666556 26602 1946750 8064809 467941 112 true true false Clark Construction Group LLC 145 W Ostend St Baltimore MD 21230 Contracting 1893233 ARAMARK CORPORATION 2400 Market St Philadelphia PA 19103 Dining 1720232 ELITE SECURITY SERVICES AND SOLUTIONS 16000 Trade Zone Avenue Glenarden MD 20774 SECURITY 1716652 CROSS COUNTRY STAFFING INC PO Box 404674 ATLANTA GA 30384 STAFFING 1703587 The Whiting Turner Construction Co PO Box 17596 Baltimore MD 21297 Contracting 1625975 59 0 0 0 0 19040154 9603 0 19049757 NET PATIENT REVENUE 622110 191011522 191011522 0 0 PHARMACY 446110 20869089 18573489 2295600 0 0 0 0 0 0 0 0 0 211880611 194850 0 0 194850 395686 0 0 0 395686 0 395686 0 0 395686 6139818 0 6010451 0 129367 0 129367 0 0 129367 0 0 0 0 0 0 0 CAFE 722514 539205 0 0 539205 RESIDENT 621999 386350 386350 0 0 VENDING COMMISSIONS 621999 25166 0 0 25166 2383 0 0 2383 953104 232603375 209971361 2295600 1286657 X 0 0 214627 0 214627 0 80989120 57171123 23817997 0 3303953 2332297 971656 0 10414730 7351874 3062856 0 5440999 3840862 1600137 0 8347 0 8347 0 69598547 69598547 0 0 27522 19428 8094 0 774648 546833 227815 0 5097414 3598321 1499093 0 74289 52441 21848 0 184916 130534 54382 0 1295653 914616 381037 0 14048652 9917100 4131552 0 2770491 2681699 88792 0 MEDICAL SUPPLIES 30963639 30963639 0 0 BAD DEBT 5869580 5869580 0 0 REPAIRS & MAINTENANCE 2468228 1742350 725878 0 EQUIPMENT RENTAL 711504 502259 209245 0 5056865 3486333 1570532 0 239313724 200719836 38593888 0 9537294 29781878 0 0 0 0 13446730 27743185 0 0 0 0 0 0 2279013 2796421 427930 341604 300376409 189070822 102547069 111305587 18361963 8429000 0 10131214 0 27055418 30048561 173655417 220577450 24931780 24058511 0 0 0 365795 0 0 0 0 0 0 0 0 0 0 61685082 79408486 86616862 103832792 X 85414497 70394680 1624058 46349978 0 0 0 0 0 0 87038555 116744658 173655417 220577450 X -6710349 -94121 0 0 0 36510573 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 8347 8347 false Schedule C, Part II-B, Line 1 DETAILED DESCRIPTION OF THE LOBBYING ACTIVITY THE ORGANIZATION DOES NOT ENGAGE IN ANY DIRECT LOBBYING ACTIVITIES. THE ORGANIZATION PAYS MEMBERSHIP DUES TO THE MARYLAND HOSPITAL ASSOCIATION (MHA) AND THE AMERICAN HOSPITAL ASSOCIATION (AHA). MHA AND AHA ENGAGE IN MANY SUPPORT ACTIVITIES INCLUDING LOBBYING AND ADVOCATING FOR THEIR MEMBER HOSPITALS. THE MHA AND AHA REPORTED THAT 3.08% AND 23.32% 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. 0 1478267 1478267 0 164753388 99051557 65701831 0 0 0 0 0 107464191 89371834 18092357 0 26680563 647431 26033132 111305587 CONSTRUCTION FUNDS 21629000 INVESTMENTS HELD FOR COLLATERAL 1731932 OTHER ACCOUNT RECEIVABLES 4377718 ECONOMIC INTEREST ASSETS LTD TO USE 533605 DEFERRED FINANCING COSTS 148227 FINANCING LEASE 1628079 30048561 1245000 DUE TO AFFILIATES 28919412 PENSION 10594556 ADVANCES FROM THIRD PARTIES 33468517 OTHER LIABILITIES 811483 CREDIT BALANCE 2722261 FINANCING LEASE 1647257 79408486 X Schedule D, Part X, Line 2 FIN 48 (ASC 740) footnote THE ORGANIZATION IS A SUBSIDIARY OF THE UNIVERSITY OF MARYLAND MEDICAL SYSTEM CORPORATION (THE CORPORATION). THE CORPORATION ADOPTED THE PROVISIONS OF ASC 740, ACCOUNTING FOR UNCERTAINTY IN THE INCOME TAXES (FIN 48) ON JULY 1, 2007. THE FOOTNOTE RELATED TO ASC 740 IN THE CORPORATION'S AUDITED FINANCIAL STATEMENTS IS AS FOLLOWS: THE CORPORATION FOLLOWS A THRESHOLD OF MORE-LIKELY-THAN-NOT FOR RECOGNITION AND DERECOGNITION OF TAX POSITIONS TAKEN OR EXPECTED TO BE TAKEN IN A TAX RETURN. MANAGEMENT DOES NOT BELIEVE THAT THERE ARE ANY UNRECOGNIZED TAX LIABILITIES OR BENEFITS THAT SHOULD BE RECOGNIZED. true true true X true X true true false true true 3132631 0 3132631 0.0134 0 0.0 0 0.0 0 0 3132631 0 3132631 0.0134 1664737 0 1664737 0.0071 5399222 0 5399222 0.0231 17019725 2656789 14362936 0.0615 0 0.0 27917 0 27917 0.0001 0 0 24111601 2656789 21454812 0.0919 0 0 27244232 2656789 24587443 0.1053 0 0.0 0 0.0 10958 10958 0.0000 29211 29211 0.0001 81817 81817 0.0004 1974 1974 0.0000 0 0.0 174398 174398 0.0007 0 0.0 0 0 298358 0 298358 0.0013 true 4886425 0 53690401 49911182 3779219 X true true 1 1 MARYLAND GENERAL HOSPITAL 827 LINDEN AVENUE BALTIMORE MD 21201 30-046 X X X X 1 1 1 false false true X X X X X X X X X 17 true true false true X https://www.umms.org/midtown/community X true 17 true https://www.umms.org/midtown/community false true X 200.0 300.0 X X X X X true true X X X true X https://www.umms.org/midtown/community X https://www.umms.org/midtown/community X https://www.umms.org/midtown/community X X X X X X true X false X X X X true X false false Schedule H, Part V, Section B, Line 3E The significant health needs are a prioritized description of the significant health needs of the community and identified through the CHNA. Schedule H, Part V, Section B, Line 5 Facility 1, 1 Facility 1, 1 - MARYLAND GENERAL HOSPITAL, INC. The University of Maryland Medical Center Midtown Campus (UMMC Midtown) utilized two major frameworks for completing its most recent Community Health Needs Assessment (CHNA) in fiscal year 2018. To complete this comprehensive assessment of the needs of the community, the Association for Community Health Improvement's (ACHI) 9-step Community Health Assessment Process was utilized as an organizing methodology. An additional 5-component assessment and engagement strategy was also utilized to lead the data collection methodology. The UMMC Community Health Improvement Team (CHI Team) included both the Downtown and Midtown Campuses and served as the lead team to conduct the CHNA with input from other University of Maryland Medical System Baltimore City-based hospitals, community leaders, the academic community, the public, health experts, and the Baltimore City Health Department. Data was collected from multiple sources, groups, and individuals and integrated into a comprehensive document which was utilized at a retreat on January 22, 2018 of the UMMC Downtown/Midtown Campuses' Community Health Improvement (CHI) Team. During that strategic planning retreat, priorities were identified using the collected data and an adapted version of the Catholic Health Association's (CHA) priority setting criteria. The identified priorities were also validated by a panel of UM Clinical Advisors and University of Maryland Baltimore (UMB) Campus experts. UMMC Midtown used primary and secondary sources of data as well as quantitative and qualitative data and consulted with numerous individuals and organizations during the CHNA, including other University of Maryland Medical System (UMMS) Baltimore City-based hospitals (University of Maryland Medical Center Downtown Campus, University of Maryland Rehabilitation and Orthopedic Institute, community leaders, community partners, the University of Maryland Baltimore (UMB) academic community, the general public, local health experts, and the Baltimore City Health Department. Additionally, for the first time in the city's history, nine Baltimore City hospitals joined together in fiscal year 2018 to collaborate on several key data collection strategies for a joint community health needs assessment. UMMC Midtown partnered with the University of Maryland Medical Center Downtown Campus, University of Maryland Rehabilitation & Orthopedic Institutes, Johns Hopkins Hospital, Sinai Hospital (Lifebridge), Medstar Health, St. Agnes Health System, and Mercy Medical Center. The above hospitals/health systems had been collaborating on several initiatives prior to the CHNA year and agreed that it would be beneficial to work on a more detailed level on a joint city-wide CHNA. This multi-hospital collaborative worked on the following data collection components together: - Public survey of Baltimore City residents - Key stakeholder interviews - Key population focus groups - Key community partner focus groups After the data was collected and analyzed jointly, each individual hospital used the collected data for their respective community benefit service areas to identify their unique priorities for their communities. The collaborating hospitals/health systems did agree to jointly focus on behavioral health as a key city-wide priority. The following describes the individual data collection strategies with the accompanying results. A) Community Perspective The community's perspective was obtained through one survey offered to the public using several methods throughout Baltimore City. A 6-item survey queried Baltimore City residents to identify their top health concerns and their top barriers in accessing health care. Methods 6-item survey distributed in FY2018 using the following methods: * Conducted from late September through November 2017 * Participating hospitals collected data throughout the city * Distributed in person and offered online * Offered in English, Spanish, and Russian * Collected 4,755 surveys * All Baltimore City zip codes were represented in the responses Analysis by CBSA targeted zip codes revealed the same top health concerns and top health barriers with little deviation from the overall Baltimore City data. The sample size was 4,755 for all of Baltimore City and 1,324 for residents from the identified UMMC CBSA. Results 1 - Community's Top Health Concerns (All Baltimore City) Alcohol/Drug Addiction Mental Health Diabetes/High Blood Sugar Overweight/Obesity Heart Disease/High Blood Pressure Smoking/Tobacco Use 1A - UMMC's Community Benefit Service Area Top Health Concerns Alcohol/Drug Addiction Diabetes/High Blood Sugar Mental Health Smoking/Tobacco Use Overweight/Obesity Heart Disease/High Blood Pressure 2 - Community's Top Social/Environmental Issues (All Baltimore City) Neighborhood Safety/Violence Lack of Job Opportunities Housing/Homelessness Availability/Access to Insurance Poverty Limited Access to Healthy Foods 2A - UMMC's Community Benefit Service Area Top Social/Environmental Issues Lack of Job Opportunities Neighborhood Safety/Violence Housing/Homelessness School Dropout/Poor Schools Access to Healthy Foods Poverty 3 - Community's Top Barriers to Healthcare (All Baltimore City) Cost/Too Expensive/Can't Afford No Insurance Insurance not Accepted Lack of Transportation 3A - UMMC's Community Benefit Service Area Top Barriers to Healthcare Cost/Too Expensive/Can't Afford No Insurance Insurance not Accepted Lack of Transportation 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 Reviewed Healthy Baltimore 2020: A blueprint for health Reviewed Baltimore City Health Department's 2017 Community Health Assessment Conducted campus-wide stakeholder retreat in January 2018, including University of Maryland Schools of Medicine, Nursing, Social Work and UMB Community Affairs office 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 2012, 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 Health Expert UMB Campus Panel Focus Group Top Action Items included: Continue collaborative work from the UMMC/UMB Strategic Community Plan Improve communication and synergy across campus schools and UMMC Identify ways to partner and support each other C) Community Leaders Methods Hosted two focus groups in collaboration with the other Baltimore-based hospitals for 22 community-based organization partners to share their perspectives on health needs (November 2017) Results Consensus that social determinants of health (and "upstream factors") are key elements that determine health outcomes Top needs and barriers were identified as well potential suggestions for improvement and collaboration. Top Needs: Health Literacy Employment/Poverty Mental/Behavioral Health Cardiovascular Health (obesity, hypertension, stroke, & diabetes) Maternal/Child Health - focusing on promoting a healthy start for all children Top Barriers: Focusing on the outcome and not the root of the problems (i.e. SDoH) Lack of inter-agency collaboration/working in silos Suggestions for Improvement: Leverage existing resources Increase collaboration Focus on Social Determinants of Health Enhance behavioral health resources 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 2011 Baltimore City Health Department's Baltimore City Neighborhood Profiles, Reviewed Baltimore City Food Desert Map Results Baltimore City Summary of CBSA targeted zip codes 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 Housing Instability Schedule H, Part V, Section B, Line 6a Facility 1, 1 Facility 1, 1 - MARYLAND GENERAL HOSPITAL, INC.. UMMC Midtown Campus conducted its FY'18 CHNA with the University of Maryland Medical Center Downtown Campus. Additionally, most Baltimore City hospitals collaborated together for the first time to gather primary data together. So, the additional hospitals that collaborated with UMMC Midtown include: UMMC Downtown Campus, UM Rehabilitation and Orthopedic Institute, Johns Hopkins Hospital Main Campus and Bayview), St Agnes Hospital, Sinai, Mercy Medical Center, and Medstar Health (Good Samaritan, Union Memorial, and Harbor Hospital). Schedule H, Part V, Section B, Line 6b Facility 1, 1 Facility 1, 1 - MARYLAND GENERAL HOSPITAL, INC. -UNIVERSITY OF MARYLAND BALTIMORE--FOUNDING CAMPUS/PROFESSIONAL SCHOOLS -BALTIMORE CITY HEALTH DEPARTMENT -UNION BAPTIST CHURCH Schedule H, Part V, Section B, Line 11 Facility 1, 1 Facility 1, 1 - MARYLAND GENERAL HOSPITAL, INC. Several additional topic areas were identified by the Community Health Improvement Team during the CHNA process including: Safe housing, transportation, and poverty. Behavioral health and substance abuse were listed as high priorities. While the Medical Center will focus the majority of our efforts on the identified strategic priorities, we will review the complete set of needs identified in the CHNA for future collaboration and work. These areas, while still important to the health of the community, will be met through either existing programs (i.e. workforce development for poverty) or through collaboration with other health care organizations as needed. For example, all the Baltimore City hospitals agreed to work together on behavioral health and to potentially look at housing issues throughout the City. The additional unmet needs not addressed by UMMC will also continue to be addressed by key Baltimore City governmental agencies and existing community-based organizations. The UMMC identified core priorities target the intersection of the identified community needs and the organization's key strengths and mission. Schedule H, Part V, Section B, Line 13 Facility 1, 1 Facility 1, 1 - MARYLAND GENERAL HOSPITAL, INC. THE FINANCIAL ASSISTANCE POLICY EXPLAINS SEVERAL ELIGIBILITY CRITERIA, INCLUDING PARTICIPATION IN MEDICAID/MEDICARE PROGRAMS AS WELL AS ELIGIBILITY UNDER VARIOUS STATE REGULATIONS. IN ADDITION TO FPG, THE INCOME LEVELS DEFINED BY THE MARYLAND STATE DEPARTMENT OF HEALTH AND MENTAL HYGIENE (MD DHMH) ARE USED TO DETERMINE ELIGIBILITY FOR FINANCIAL ASSISTANCE. THE MD DHMH INCOME LEVELS ARE MORE GENEROUS THAN THE FPG INCOME LEVELS. 0 Schedule H, Part V, Section B, Line 20c HOSPITAL EFFORTS BEFORE INITIATING ACTION IN THE CASE OF AN INCOMPLETE FAP APPLICATION, PATIENTS ARE NOT AUTOMATICALLY DENIED. A LETTER IS MAILED TO THE PATIENT REQUESTING THE MISSING DOCUMENTATION, AND FAP APPLICATIONS ARE APPROVED ONCE THE MISSING DOCUMENTATION IS PROVIDED. Schedule H, Part I, Line 3c CRITERIA FOR FREE OR DISCOUNTED CARE MGH IS COMMITTED TO PROVIDING FINANCIAL ASSISTANCE TO PERSONS WHO HAVE HEALTH CARE NEEDS AND ARE UNINSURED, UNDERINSURED, INELIGIBLE FOR A GOVERNMENT PROGRAM, OR OTHERWISE UNABLE TO PAY, FOR MEDICALLY NECESSARY CARE BASED ON THEIR INDIVIDUAL FINANCIAL SITUATION. IN ADDITION TO FPG, THE INCOME LEVELS DEFINED BY THE MARYLAND STATE DEPARTMENT OF HEALTH AND MENTAL HYGIENE (MD DHMH) ARE USED TO DETERMINE ELIGIBILITY FOR FINANCIAL ASSISTANCE. THE MD DHMH INCOME LEVELS ARE MORE GENEROUS THAN THE FPG INCOME LEVELS. THE FAP ALSO USES A FINANCIAL HARDSHIP THRESHOLD WHEN DETERMINING ELIGIBILITY. A PATIENT WITH MEDICAL DEBT EXCEEDING 25% OF FAMILY ANNUAL HOUSEHOLD INCOME MAY BE ELIGIBLE FOR FINANCIAL ASSISTANCE. Schedule H, Part I, Line 6b RELATED ORGANIZATION REPORT THE ORGANIZATION ANNUALLY FILES A COMMUNITY BENEFIT REPORT AS REQUIRED BY THE MARYLAND HSCRC. THE REPORT CAN BE FOUND AT HTTPS://HSCRC.STATE.MD.US/PAGES/INIT_CB.ASPX. Schedule H, Part VI, Line 5 Promotion of Community Health Analysis of all quantitative and qualitative data described in the above section identified these top six areas of need within Baltimore City. These top priorities represent the intersection of documented unmet community health needs and the organization's key strengths and mission. These priorities were identified and approved by the UMMC/Midtown CHI Team and validated with the health experts from the UMB Campus Panel and ultimately approved by the Board. Programming is based on these strategic priorities as identified in the CHNA. 1) Mental Health (in collaboration with City hospitals) 2) Substance Abuse 3) Chronic Disease Management (CVD, Diabetes, HIV) 4) Maternal/Child Health 5) Violence Prevention 6) Workforce Development The University of Maryland Medical Center has community health programming in each of the above strategic community priorities. The following is an example of key initiatives from three of the above priorities. Identified Need/Priority: Substance Abuse Prevention Identified Need: Tobacco Prevention/Cessation Currently, there is a 23% prevalence rate of tobacco use in the targeted population and much higher rates in specific neighborhoods. Hospital Initiative: Tobacco Prevention/Cessation Primary objectives of initiative: 1) Reduce the % of adults who are current smokers (Maryland SHIP) 2) Reduce the % of youths using any kind of tobacco product (high school only) 3) Increase awareness about the dangers of tobacco use Single or multi-year plan: This program is a multi-year, ongoing initiative. Key collaborators in delivery: UMMC Downtown Campus American Lung Association Baltimore City Health Dept. Fox 45 Impact of hospital initiative: Tobacco prevention education and cessation are offered in the community as well as through online and television platforms. Metrics: * # of people educated in the community Evaluation of Outcomes in FY20: * 1,368 individuals (adults and youth) educated in the community Continuation of initiative: UMMC Midtown will continue to monitor performance and outcome measures annually. This priority and the accompanying initiatives will continue until the FY18 CHNA is completed and as long as there continues to be an identified community need. Identified Need/Priority: Diabetes Prevention Identified Need: Diabetes Prevention Currently, there is a 34% prevalence rate of obesity in the targeted population and much higher rates in specific neighborhoods. Diabetes and obesity are major causes of cardiovascular disease and increases an individual's chances for developing co-morbidities and lowers life expectancy. Hospital Initiative: Diabetes Prevention - Diabetes & nutrition education Primary objectives of initiative: 1) Increase the % of adults who are at a healthy weight (Maryland SHIP) 2) Provide education and information on healthy lifestyle through engaging education on diabetes awareness, nutrition, and weight management in the community Single or multi-year plan: This program is a multi-year, ongoing initiative. Key collaborators in delivery: UMMC Downtown Campus American Diabetes Association Senior Centers throughout Baltimore City Impact of hospital initiative: Diabetes prevention education and nutrition/weight management education is offered throughout the community. Metrics: * # of adults enrolled Evaluation of Outcomes in FY20: * 80 educated on diabetes prevention (DPP) topics * 130 educated on general nutrition topics (Less due to COVID) Continuation of initiative: UMMC Midtown will continue to monitor performance and outcome measures annually. This priority and the accompanying initiatives will continue until the FY18 CHNA is completed and as long as there continues to be an identified community need. Identified Need/Priority: HIV Prevention Identified Need: HIV Prevention Currently, there is a 10% prevalence rate in adults at high risk for HIV and/or Hep C within the targeted population Hospital Initiative: HIV Prevention Primary objectives of initiative: 1) Reduce the % of adults who are current smokers (Maryland SHIP) 2) Reduce the % of youths using any kind of tobacco product (high school only) 3) Increase awareness about the dangers of tobacco use Single or multi-year plan: This program is a multi-year, ongoing initiative. Key collaborators in delivery: UMMC Downtown Campus Institute of Human Virology Star Track Adolescent HIV Clinic, University of Maryland PREP Task Force Baltimore City Health Department University of Maryland Baltimore Community Engagement Center Impact of hospital initiative: Providing free community screenings for HIV and Hep C identifies individuals infected earlier so that they can begin treatment and improve their life expectancy. By identifying partners and others who need the PREP program, this helps to prevent the transmission of both diseases. Community education helps inform the public about the routes of transmission and helps to prevent infection. Metrics: * # of people screened in the community for HIV * # of people screened in the community for Hep C * # of positives for HIV and Hep C * # of positives referred to treatment Evaluation of Outcomes in FY20: * 218 screened for HIV * 42 screened for Hep C * 0 new HIV positives * 7 new Hep C positives and 100% referred to treatment Continuation of initiative: UMMC Midtown will continue to monitor performance and outcome measures annually. This priority and the accompanying initiatives will continue until the FY18 CHNA is completed and as long as there continues to be an identified community need. UMMC Midtown operates under a unique regulatory system that caps hospital revenues and provides adjustments to allow for population health improvement investments. Under Maryland's global budget revenue model, UMMC Midtown reports on a regular basis how it is investing in efforts to improve population health. UMMC Midtown provides on-going services that are fundamental to addressing the identified community health needs that demonstrate the extent to which our commitment to serve our community is integrated into our care delivery model. We have a strong focus on treating patients with chronic conditions. UMMC Midtown works to coordinate care, ensure smooth transitions and promote disease self-management strategies at every step of a patient's journey - whether at home, in the community, or within our hospital. We operate specialized clinics to enable access to routine outpatient care. Our transitional care services help patients newly diagnosed or those that have had a recent hospitalization transition safely back to the community. Transitional nurse navigators provide patients with disease education and self-management strategies, connect them to primary care providers and specialists, and help them overcome any barriers to making follow up appointments. An urgent care center to address off hours visits and low acuity emergencies is also available. Our coudamin clinic provides anticoagulation medication management, specifically managing and monitoring warfarin (Coumadin) therapy upon physician referral. It also provides patients with ongoing monitoring of their anticoagulation therapy to ensure desired outcomes and decrease adverse events. UMMC Midtown's congestive heart failure clinic provides similar disease-specific services. Additionally, our behavioral health clinic provides a community access point for those in need of outpatient mental health services. Resources are embedded throughout the hospital and in the community so that every patient receives the same level of care coordination. Care managers are embedded within our emergency department, community and hospital, and provide in-home visits as needed. Community health workers reach out to patients who are identified as being high risk for readmission or in need of critical resources. Close relationships are maintained with skilled nursing facilities and home health agencies so that transfers from the hospital to these facilities are smooth, and the highest quality of care is constantly delivered. Strong relationships exist with local emergency medical service (EMS) providers through our mobile integrated health program, which delivers effective and efficient care to patients outside of the hospital. Nurses and community health workers function outside traditional emergency response roles, with a focus on maintaining individuals' health at their homes while also providing convenient access to care in the community. Additional care partners include primary care providers, specialists, local department of health, office on aging and other community based partners. We are proudly partnered with Lyft, providing rides to patient follow up appointments. We also provide housing assistance to those in need because we know that stable housing leads to better health. Schedule H, Part VI, Line 5 Promotion of Community Health cont We are proud to serve our community and appreciate our partners who allow us to fulfill our mission. We will always do what is right for the patient, no matter where they are in their health journey, and will always strive to have our patients receive care in the community they reside. As a part of the University of Maryland Medical System (UMMS) we are shaping a new paradigm in care delivery that we believe should be the future standard of care. Schedule H, Part I, Line 7 Bad Debt Expense excluded from financial assistance calculation 5869580 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 COMMUNITY BUILDING ACTIVITIES INCLUDE THE NUMEROUS WORKFORCE/CAREER DEVELOPMENT PROGRAMS THAT ARE IN PLACE AT UMMC (UNIVERSITY AND MIDTOWN CAMPUSES). THESE PROGRAMS PROMOTE LITERACY, HEALTH LITERACY, AND JOB SKILLS TO PREPARE YOUNG ADULTS AND CURRENT EMPLOYEES FOR A VARIETY OF POSITIONS WITHIN EITHER THE MEDICAL CENTER OR IN THE HEALTHCARE INDUSTRY. THE HEALTH OF THE COMMUNITY IS IMPACTED BY HAVING INDIVIDUALS PREPARED FOR JOBS THAT ENABLE THEM TO OBTAIN HEALTH INSURANCE WHILE ALSO ASSISTING THEM TO BE MORE AWARE OF THEIR OWN HEALTHCARE NEEDS. WORKFORCE/CAREER DEVELOPMENT PROGRAMS INCLUDE: YOUTHWORKS BACH FELLOWS PROJECT SEARCH HEALTHCARE CAREER ALLIANCE PATIENT CARE TECHNICIAN TRAINING/SURGICAL TECH TRAINING BALTIMORE CITY SCHOOL PARTNERSHIPS (5 LOCAL SCHOOLS) 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 BECAUSE OF THIS SYSTEM, THE HOSPITAL IS UNABLE TO ESTIMATE HOW MUCH OF THE AMOUNT REPORTED IN LINE 2 IS ATTRIBUTED TO PATIENTS WHO WOULD APPLY UNDER THE FAP. Schedule H, Part III, Line 4 Bad debt expense - financial statement footnote THE CORPORATION RECORDS REVENUES AND ACCOUNTS RECEIVABLE FROM PATIENTS AND THIRD-PARTY PAYORS AT THEIR ESTIMATED NET REALIZABLE VALUE. REVENUE IS REDUCED FOR ANTICIPATED DISCOUNTS UNDER CONTRACTUAL ARRANGEMENTS AND FOR CHARITY CARE. AN ESTIMATED PROVISION FOR BAD DEBTS IS RECORDED IN THE PERIOD THE RELATED SERVICES ARE PROVIDED BASED UPON ANTICIPATED UNCOMPENSATED CARE, AND IS ADJUSTED AS ADDITIONAL INFORMATION BECOMES AVAILABLE. THE PROVISION FOR BAD DEBTS IS BASED UPON MANAGEMENT'S ASSESSMENT OF HISTORICAL AND EXPECTED NET COLLECTIONS CONSIDERING HISTORICAL BUSINESS AND ECONOMIC CONDITIONS, TRENDS IN HEALTHCARE COVERAGE, AND OTHER COLLECTION INDICATORS. PERIODICALLY THROUGHOUT THE YEAR, MANAGEMENT ASSESSES THE ADEQUACY OF THE ALLOWANCE FOR UNCOLLECTIBLE ACCOUNTS BASED UPON HISTORICAL WRITE-OFF EXPERIENCE BY PAYOR CATEGORY. THE RESULTS OF THIS REVIEW ARE THEN USED TO MAKE MODIFICATIONS TO THE PROVISION FOR BAD DEBTS AND TO ESTABLISH AN ALLOWANCE FOR UNCOLLECTIBLE RECEIVABLES. AFTER COLLECTION OF AMOUNTS DUE FROM INSURERS, THE CORPORATION FOLLOWS INTERNAL GUIDELINES FOR PLACING CERTAIN PAST DUE BALANCES WITH COLLECTION AGENCIES. FOR RECEIVABLES ASSOCIATED WITH SERVICES PROVIDED TO PATIENTS WHO HAVE THIRD-PARTY COVERAGE, THE CORPORATION ANALYZES CONTRACTUALLY DUE AMOUNTS AND PROVIDES AN ALLOWANCE FOR BAD DEBTS, ALLOWANCE FOR CONTRACTUAL ADJUSTMENTS, PROVISION FOR BAD DEBTS, AND CONTRACTUAL ADJUSTMENTS ON ACCOUNTS FOR WHICH THE THIRD-PARTY PAYOR HAS NOT YET PAID OR FOR PAYORS WHO ARE KNOWN TO BE HAVING FINANCIAL DIFFICULTIES THAT MAKE THE REALIZATION OF AMOUNTS DUE UNLIKELY. FOR RECEIVABLES ASSOCIATED WITH SELF-PAY PATIENTS OR WITH BALANCES REMAINING AFTER THE THIRD-PARTY COVERAGE HAD ALREADY PAID, THE CORPORATION RECORDS A SIGNIFICANT PROVISION FOR BAD DEBTS IN THE PERIOD OF SERVICE ON THE BASIS OF ITS HISTORICAL COLLECTIONS, WHICH INDICATES THAT MANY PATIENTS ULTIMATELY DO NOT PAY THE PORTION OF THEIR BILL FOR WHICH THEY ARE FINANCIALLY RESPONSIBLE. THE DIFFERENCE BETWEEN THE DISCOUNTED RATES AND THE AMOUNTS COLLECTED AFTER ALL REASONABLE COLLECTION EFFORTS HAVE BEEN EXHAUSTED IS CHARGED AGAINST THE ALLOWANCE FOR DOUBTFUL ACCOUNTS. Schedule H, Part III, Line 8 Community benefit & methodology for determining medicare costs THE ORGANIZATION FILES ANNUALLY A COMMUNITY BENEFIT REPORT WITH THE STATE OF MARYLAND'S HEALTH SERVICES COST REVIEW COMMISSION (HSCRC). THE HSCRC, WHICH OPERATES UNDER A MEDICARE WAIVER, DOES NOT CONSIDER MEDICARE SHORTFALL AS COMMUNITY BENEFIT. THE COSTING METHODOLOGY USED BY THE ORGANIZATION IS A COST-TO-CHARGE RATIO. Schedule H, Part III, Line 9b Collection practices for patients eligible for financial assistance THE ORGANIZATION EXPECTS PAYMENT AT THE TIME THE SERVICE IS PROVIDED. OUR POLICY IS TO COMPLY WITH ALL STATE AND FEDERAL LAW AND THIRD PARTY REGULATIONS AND TO PERFORM ALL CREDIT AND COLLECTION FUNCTIONS IN A DIGNIFIED AND RESPECTFUL MANNER. EMERGENCY SERVICES WILL BE PROVIDED TO ALL PATIENTS REGARDLESS OF ABILITY TO PAY. FINANCIAL ASSISTANCE IS AVAILABLE FOR PATIENTS BASED ON FINANCIAL NEED AS DEFINED IN THE FINANCIAL ASSISTANCE POLICY. THE ORGANIZATION DOES NOT DISCRIMINATE ON THE BASIS OF AGE, RACE, CREED, SEX OR ABILITY TO PAY. PATIENTS WHO ARE UNABLE TO PAY MAY REQUEST A FINANCIAL ASSISTANCE APPLICATION AT ANY TIME PRIOR TO SERVICE OR DURING THE BILLING AND COLLECTION PROCESS, EVEN IN EXCESS OF 240 DAYS FOLLOWING THE FIRST POST-DISCHARGE BILLING STATEMENT. THE ORGANIZATION MAY REQUEST THE PATIENT TO APPLY FOR MEDICAL ASSISTANCE PRIOR TO APPLYING FOR FINANCIAL ASSISTANCE. THE ACCOUNT WILL NOT BE FORWARDED FOR COLLECTION DURING THE MEDICAL ASSISTANCE APPLICATION PROCESS OR THE FINANCIAL ASSISTANCE APPLICATION PROCESS. NO EXTRAORDINARY COLLECTION ACTIONS (ECAS) WILL OCCUR EARLIER THAN 120 DAYS FROM SUBMISSION OF FIRST BILL TO THE PATIENT AND WILL BE PRECEDED BY NOTICE 30 DAYS PRIOR TO COMMENCEMENT OF THE ACTION. AVAILABILITY OF FINANCIAL ASSISTANCE WILL BE COMMUNICATED TO THE PATIENT AND A PRESUMPTIVE ELIGIBILITY REVIEW WILL OCCUR PRIOR TO ANY ACTION BEING TAKEN. IF A PATIENT IS DETERMINED TO BE ELIGIBLE FOR FINANCIAL ASSISTANCE AFTER AN ECA IS INITIATED, THE ORGANIZATION WILL TAKE REASONABLE MEASURES TO REVERSE THE ECAS AGAINST THE PATIENT ACCOUNT. Schedule H, Part V, Section B, Line 16a FAP website 1 - MARYLAND GENERAL HOSPITAL: Line 16a URL: https://www.umms.org/midtown/community; Schedule H, Part V, Section B, Line 16b FAP Application website 1 - MARYLAND GENERAL HOSPITAL: Line 16b URL: https://www.umms.org/midtown/community; Schedule H, Part V, Section B, Line 16c FAP plain language summary website 1 - MARYLAND GENERAL HOSPITAL: Line 16c URL: https://www.umms.org/midtown/community; Schedule H, Part VI, Line 2 Needs assessment Since fiscal year 2012, the University of Maryland Medical Center Midtown Campus has completed a comprehensive community health needs assessment (CHNA) every three years. To complete this comprehensive assessment of the needs of the community, the Association for Community Health Improvement's (ACHI) 9-step Community Health Assessment Process was utilized as an organizing methodology. An additional 5-component assessment and engagement strategy was also utilized to lead the data collection methodology. The UMMC Community Health Improvement Team (CHI Team) included both the Downtown and Midtown Campuses and served as the lead team to conduct the Community Health Needs Assessment (CHNA) with input from other University of Maryland Medical System Baltimore City-based hospitals, community leaders, the academic community, the public, health experts, and the Baltimore City Health Department. Data was collected from the major areas of the community's perspective, health experts' opinions, and community leaders' perspectives along with a review of social determinants of health and epidemiologic data to complete a comprehensive assessment of the community's needs. Data includes primary and secondary sources of data. This community health needs assessment report was approved by the UMMC Board of Directors Community Engagement Committee on June 4, 2018. www.ummidtown.org/2018CHNA Schedule H, Part VI, Line 3 Patient education of eligibility for assistance Patient Education of Eligibility for Assistance - Patients are informed of their eligibility for assistance through signage in admitting and registration areas, online, in the Patient Handbooks, in local newspapers, and with Patient Information Sheets. * LANGUAGE TRANSLATIONS a. Requirement: The new 501(r) regulations lowered the language translation threshold for limited English proficient (LEP) populations to the lower of 5% of LEP individuals in the community served/1000-LEP individuals. UMMC Midtown Campus translated its financial assistance policy into the following languages: English, Spanish, French, and Chinese. * PLAIN LANGUAGE SUMMARY a. Requirement: The new 501(r) regulations require a plain language summary of the FAP that is clear, concise, and easy for a patient to understand. UMMC Midtown Campus created a new plain language summary of its financial assistance policy in addition to its already-existing patient information sheet. Schedule H, Part VI, Line 4 Community information Despite the larger regional patient mix of UMMC Midtown Campus from the metropolitan area, state, and region, for purposes of community benefits programming and this report, the Community Benefit Service Area (CBSA) of UMMC Midtown is within Baltimore City, specifically West Baltimore. The top eight zip codes within Baltimore City represent the top 60% of all Baltimore City admissions in FY'17. These eight targeted zip codes (21201, 21215, 21216, 21217, 21218, 21223, 21229, and 21230) are the primary community benefit service area (CBSA) and comprise the geographic scope of the assessment. These zip codes are shared with the UMMC Downtown Campus as well. Both the CHNA and programming for both campuses are targeted to these identified West Baltimore communities. The residents in these identified communities have life expectancy rates of nearly 20 years less than residents in other parts of Baltimore City. High rates of unemployment, poverty, healthy food access issues, substance use, and violence are major social barriers to health. Residents in these communities have some of the worst health outcomes when compared to the City and the State of Maryland. Schedule H, Part VI, Line 6 Affiliated health care system The University of Maryland Medical System Corporation (UMMS) is a private, not-for-profit corporation providing comprehensive healthcare services through an integrated regional network of hospitals and related clinical enterprises. UMMS was created in 1984 when its founding hospital was privatized by the State of Maryland. Over its 30-year history, UMMS evolved into a multi-hospital system with academic, community and specialty service missions reaching primarily across Maryland. As part of the University of Maryland Medical System (UMMS), the University of Maryland Medical Center Midtown Campus understands that health care goes beyond the walls of the hospital and into the community it serves. UMMS hospitals are committed to strengthening their neighboring communities. In doing so, the UMMC Midtown Campus assesses the community's health needs, identifies key priorities, and responds with services, programs and initiatives which make a positive, sustained impact on the health of the community. With representation from all UMMS hospitals, the Medical System's Community Health Improvement Council coordinates the effective and efficient utilization and deployment of resources for community-based activities and evaluates how services and activities meet targeted community needs within defined geographic areas. The UMMC Midtown Campus is committed to health education, advocacy, community partnerships, and engaging programs which focus on promoting health and wellness in an effort to eliminate health disparities for the West Baltimore community. Schedule H, Part VI, Line 7 State filing of community benefit report MD X X X X true true false false false false false true false John W Ashworth III INTERIM PRESIDENT AND CEO-UMMS (ENDED 11/19) 0 899601 0 664660 0 153229 0 11200 0 25955 0 1754645 0 0 Mohan Suntha MD PRESIDENT AND CEO, UMMS 0 1414919 0 421551 0 266415 0 11200 0 29702 0 2143787 0 0 Alison G Brown PRESIDENT 0 434515 0 181038 0 98018 0 11200 0 21526 0 746297 0 0 Thaddeus Pula MD DIRECTOR 211579 0 0 0 3048 0 11068 0 20585 0 246280 0 0 0 Megan M Arthur FORMER SECRETARY 0 342706 0 0 0 323850 0 11200 0 15402 0 693158 0 0 Keith D Persinger FORMER SVP & CFO 0 539951 0 0 0 874725 0 11200 0 11819 0 1437695 0 0 Katherine Belz SECRETARY 0 110759 0 23878 0 1009 0 4632 0 13650 0 153928 0 0 Joseph E Hoffman III SVP, CFO & TREASURER 0 509025 0 139023 0 339396 0 11200 0 19080 0 1017724 0 0 Hema Patel FORMER CMO 0 0 0 0 254202 0 0 0 0 0 254202 0 0 0 Mary W Taylor VP AND CNO 0 114298 0 17518 0 194725 0 4564 0 14210 0 345315 0 0 Patricia Eben MD PHYSICIAN 193583 0 65520 0 552 0 10399 0 29804 0 299858 0 0 0 Samuel Friedel MD PHYSICIAN 268764 0 0 0 3048 0 16859 0 20929 0 309600 0 0 0 Janine L Good MD PHYSICIAN 353692 0 59138 0 26923 0 42221 0 30790 0 512764 0 0 0 Wanda W Hodges CLINICAL MANAGER 177032 0 14304 0 1032 0 10616 0 11985 0 214969 0 0 0 Saverio Mirarchi MD PHYSICIAN ADVISOR 267831 0 45950 0 552 0 10912 0 24033 0 349278 0 0 0 Schedule J, Part I, Line 4a Severance or change-of-control payment DURING THE FISCAL YEAR-ENDED JUNE 30, 2020, CERTAIN OFFICERS AND KEY EMPLOYEES HAVE RECEIVED SEVERANCE PAYMENTS. THESE AMOUNTS ARE REPORTED AS TAXABLE COMPENSATION AND REPORTED ON SCHEDULE J, PART II, LINE B(III), OTHER REPORTABLE COMPENSATION. THE INDIVIDUALS AND AMOUNTS ARE LISTED BELOW: HEMA PATEL, $233,643 Mary W. Taylor, $161,711 MEGAN M. ARTHUR, $245,980 Keith D. Persinger, $274,615 Schedule J, Part I, Line 4b Supplemental nonqualified retirement plan DURING THE FISCAL YEAR-ENDED JUNE 30, 2020, 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: KEITH D. PERSINGER ALISON G. BROWN MEGAN ARTHUR JOSEPH E. HOFFMAN, III MOHAN SUNTHA MARY W. TAYLOR JOHN W. ASHWORTH, III Schedule J, Part I, Line 7 Non-fixed payments BONUSES PAID ARE BASED ON A NUMBER OF VARIABLES INCLUDING BUT NOT LIMITED TO INDIVIDUAL GOAL ACHIEVEMENTS AS WELL AS ORGANIZATION OPERATION ACHIEVEMENTS. THE FINAL DETERMINATION OF THE BONUS AMOUNT IS DETERMINED AND APPROVED BY THE BOARD AS PART OF THE OVERALL COMPENSATION REVIEW OF THE OFFICERS AND KEY EMPLOYEES. Form 990, Part IV, Line 24a TAX EXEMPT BONDS PURSUANT TO A MASTER LOAN AGREEMENT DATED DECEMBER 1, 2017 (THE "MASTER LOAN AGREEMENT"), AS AMENDED, UMMS AND SEVERAL OF ITS SUBSIDIARIES HAVE ISSUED DEBT THROUGH THE MARYLAND HEALTH AND HIGHER EDUCATIONAL FACILITIES AUTHORITY (THE "AUTHORITY"). AS SECURITY FOR THE PERFORMANCE OF THE BOND OBLIGATION UNDER THE MASTER LOAN AGREEMENT, THE AUTHORITY MAINTAINS A SECURITY INTEREST IN THE REVENUE OF THE OBLIGORS. THE MASTER LOAN AGREEMENT CONTAINS CERTAIN RESTRICTIVE COVENANTS. THESE COVENANTS REQUIRE THAT RATES AND CHARGES BE SET AT CERTAIN LEVELS, LIMIT INCURRENCE OF ADDITIONAL DEBT, REQUIRE COMPLIANCE WITH CERTAIN OPERATING RATIOS AND RESTRICT THE DISPOSITION OF ASSETS. THE OBLIGATED GROUP UNDER THE MASTER LOAN AGREEMENT INCLUDES UMMS, ROI, MGH, UM BALTIMORE WASHINGTON, SHORE HEALTH (UM MEMORIAL AND UM DORCHESTER), UM CHESTER RIVER, UM CHARLES REGIONAL, UM ST. JOSEPH, UM UPPER CHESAPEAKE, UM HARFORD MEMORIAL, UM LAUREL, UM PRICE GEORGE'S, BOWIE HEALTH CENTER (BOWIE), AND THE UMMS 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 $1,637,683,000 OF OUTSTANDING AUTHORITY BONDS ON JUNE 30, 2020. ALL OF THE BONDS WERE ISSUED IN THE NAME OF UMMS AND ARE REPORTED ON SCHEDULE K OF ITS FORM 990. Form 990, Part VI, Line 6 Classes of members or stockholders THE UNVERSITY OF MARYLAND MIDTOWN HEALTH (UMMH) IS THE SOLE MEMBER OF MARYLAND GENERAL HOSPITAL (MGH). Form 990, Part VI, Line 7a Members or stockholders electing members of governing body UMMH AND UMMS MAY ELECT MEMBERS OF THE MGH BOARD. Form 990, Part VI, Line 7b Decisions requiring approval by members or stockholders UMMH AND UMMS MAY APPROVE DECISIONS OF THE MGH BOARD. Form 990, Part VI, Line 11b Review of form 990 by governing body The University of Maryland Medical System ("UMMS") prepares the IRS Form 990 for UMMS and its affiliates. Information needed to complete the return is gathered by accounting personnel in the Finance Shared Services department under the supervision of the UMMS Tax Director. Draft returns are prepared using IRS-approved tax software. Once a draft return is prepared, it undergoes multiple levels of review both internally by UMMS tax & finance personnel, and externally by Ernst & Young LLP. Following any necessary changes to the return, a final draft is reviewed by each affiliate's vice president of finance and/or CFO. Prior to filing the IRS Form 990, the organization's board chairman, treasurer, governance committee chairman, finance committee chairman or other member of the board with similar authority will review the IRS Form 990. All board members are provided with a copy of the final IRS Form 990 before filing. Form 990, Part VI, Line 12c Conflict of interest policy The filing organization follows the University of Maryland Medical System (UMMS) Conflicts of Interest Policy, which requires that all Covered Persons disclose conflicts of interest or potential conflicts of interest between their personal interests and the interests of the organization, or any entity controlled by or owned in substantial part by the organization. Covered Persons means any member of the organization's Board of Directors, a member of a committee of the Board, an officer, or an employee of organization (including subsidiaries) at the VP level or above. The organization (or its sole member) is responsible for administering and enforcing the Conflicts of Interest Policy (Policy). The Governance Committee (or other Board committee having similar authority) reviews any and all conflicts, shall report annually to the full Board on the administration, infractions, and enforcement of the Policy and shall report at the earliest opportunity all matters of concern to the full Board in executive session while interested parties are recused. The organization or its sole member's Compliance Officer is the responsible administrative authority to assist the Board in administering and enforcing the Conflicts of Interest Policy and bringing concerns to the oversight committee. A questionnaire which discloses potential conflicts of interest is distributed annually to Covered Persons. The Chief Compliance Officer of the University of Maryland Medical System Corporation (UMMS) distributes and collects the responses for UMMS and other affiliates, and may be called for consult when potential conflicts are disclosed. If the oversight Committee determines that a Conflict of Interest exists, the Committee shall notify the Covered Person and the organization's Board Chair, and further will notify the full Board at its next meeting. Furthermore, in the event the Committee determines that an actual or perceived Conflict of Interest exists, the Committee shall decide how to address the Conflict of Interest. If the Committee determines that a Conflict of Interest exists but that the organization may enter into the subject transaction or arrangement, the interested Covered Person shall be recused from all deliberations and decisions concerning said transaction or arrangement, any arrangements with that entity, and compensation or benefits for officers, directors, and trustees. Furthermore, the Chair of the Board and the Chairs of the oversight Committee and the Audit and Compliance Committee shall not have any Business Transactions with UMMS, nor shall their Family Members. If the oversight Committee determines that a Covered Person has used their position to accrue Excess Benefits or to knowingly assist others in accruing Excess Benefits in any way at the expense of the organization, the Committee shall recommend to the Executive Committee appropriate corrective action to be taken. Form 990, Part VI, Line 15a Process to establish compensation of top management official THE ORGANIZATION DETERMINES THE EXECUTIVE COMPENSATION PAID TO ITS EXECUTIVES IN THE FOLLOWING MANNER PRESCRIBED IN THE IRS REGULATIONS: EXECUTIVE COMPENSATION PACKAGES ARE DETERMINED BY A COMMITTEE OF THE BOARD THAT IS COMPOSED ENTIRELY OF BOARD MEMBERS WHO HAVE NO CONFLICT OF INTEREST. THE COMMITTEE ACQUIRES CREDIBLE COMPARABILITY MARKET DATA CONCERNING THE COMPENSATION PACKAGES OF SIMILARLY SITUATED EXECUTIVES. THE COMMITTEE CAREFULLY REVIEWS THAT DATA, THE EXECUTIVE'S PERFORMANCE AND THE PROPOSED COMPENSATION PACKAGES DURING THE DECISION MAKING PROCESS. THE COMMITTEE MEMORIALIZES ITS DELIBERATIONS IN DETAILED MINUTES REVIEWED AND ADOPTED AT THE NEXT-FOLLOWING MEETING. THE COMMITTEE SEEKS AN OPINION OF COUNSEL THAT IT HAS MET THE REQUIREMENTS OF THE IRS INTERMEDIATE SANCTIONS REGULATIONS. THIS PROCESS IS USED TO DETERMINE THE COMPENSATION PACKAGES FOR ALL MANAGEMENT EMPLOYEES FROM THE VICE PRESIDENT LEVEL AND UP. Form 990, Part VI, Line 15b Process to establish compensation of other employees THE ORGANIZATION DETERMINES THE EXECUTIVE COMPENSATION PAID TO ITS EXECUTIVES IN THE FOLLOWING MANNER PRESCRIBED IN THE IRS REGULATIONS: EXECUTIVE COMPENSATION PACKAGES ARE DETERMINED BY A COMMITTEE OF THE BOARD THAT IS COMPOSED ENTIRELY OF BOARD MEMBERS WHO HAVE NO CONFLICT OF INTEREST. THE COMMITTEE ACQUIRES CREDIBLE COMPARABILITY MARKET DATA CONCERNING THE COMPENSATION PACKAGES OF SIMILARLY SITUATED EXECUTIVES. THE COMMITTEE CAREFULLY REVIEWS THAT DATA, THE EXECUTIVE'S PERFORMANCE AND THE PROPOSED COMPENSATION PACKAGES DURING THE DECISION MAKING PROCESS. THE COMMITTEE MEMORIALIZES ITS DELIBERATIONS IN DETAILED MINUTES REVIEWED AND ADOPTED AT THE NEXT-FOLLOWING MEETING. THE COMMITTEE SEEKS AN OPINION OF COUNSEL THAT IT HAS MET THE REQUIREMENTS OF THE IRS INTERMEDIATE SANCTIONS REGULATIONS. THIS PROCESS IS USED TO DETERMINE THE COMPENSATION PACKAGES FOR ALL MANAGEMENT EMPLOYEES FROM THE VICE PRESIDENT LEVEL AND UP. Form 990, Part VI, Line 19 Required documents available to the public THE ORGANIZATION'S GOVERNING DOCUMENTS ARE MADE PUBLICLY AVAILABLE THROUGH THE STATE OF MARYLAND VIA THE SECRETARY OF STATE'S OFFICE. THE CONFLICT OF INTEREST POLICY IS GENERALLY AVAILABLE ON THE ORGANIZATION'S OR AFFILIATE'S WEBSITE. FINANCIAL STATEMENTS ARE MADE PUBLICLY AVAILABLE ON A QUARTERLY BASIS THROUGH FILINGS ON THE ELECTRONIC MUNICIPAL MARKET ACCESS ("EMMA") SYSTEM. Form 990, Part VII, Section B, Line 1 INDEPENDENT CONTRACTORS INDEPENDENT CONTRACTORS OF THE FILING ORGANIZATION ARE PAID AND REPORTED BY THE PARENT ORGANIZATION, UMMS. UMMS ISSUES THE 1099S FOR THESE VENDOR PAYMENTS, WHILE THE FILING ORGANIZATION REPORTS THE EXPENSES FOR ITS INDEPENDENT CONTRACTORS ON PART VII, SECTION B. LINE 1 Form 990, Part VII, Section A HOURS ON RELATED ENTITIES UMMS IS A MULTI-ENTITY HEALTH CARE SYSTEM THAT INCLUDES 13 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 VIII, Line 11d Other Miscellaneous Revenue OTHER - Total Revenue: 2383, Related or Exempt Function Revenue: 0, Unrelated Business Revenue: 0, Revenue Excluded from Tax Under Sections 512, 513, or 514: 2383; Form 990, Part IX, Line 11g Other Fees PHYSICIAN - Total Expense: 31179916, Program Service Expense: 31179916, Management and General Expenses: 0, Fundraising Expenses: 0; CORPORATE - Total Expense: 21339805, Program Service Expense: 21339805, Management and General Expenses: 0, Fundraising Expenses: 0; CONTRACTED - Total Expense: 13352385, Program Service Expense: 13352385, Management and General Expenses: 0, Fundraising Expenses: 0; LABOR - Total Expense: 3726441, Program Service Expense: 3726441, Management and General Expenses: 0, Fundraising Expenses: 0; Form 990, Part XI, Line 9 Other changes in net assets or fund balances DB PENSION ADJUSTMENT - -2996988; FUND BALANCE TRANSFER FROM UM MIDTOWN HEALTH, INC. - 1700000; STRATEGIC PRIORITIES - -399996; OTHER CHANGES - -207152; IT ENTERPRISE - -2964000; CHANGE IN RESTRICTED FUNDS - 44150000; MALPRACTICE MOVED TO CORPORATE - -6336008; EQUITY TRANSFERS - 2059055; CORPORATE DEPRECIATION ALLOCATION - 1502742; CHANGE IN ECONOMIC INTEREST IN UMMS FOUNDATION - 2920; BALTIMORE WASHINGTON EMERGENCY PHYS INC 301 HOSPITAL DRIVE GLEN BURNIE MD 21061 521756326 HEALTHCARE MD 501(c)(3) Type I BWHS false BALTIMORE WASHINGTON HEALTHCARE SERVICES 301 HOSPITAL DRIVE GLEN BURNIE MD 21061 521830243 HEALTHCARE MD 501(c)(3) Type I UMBWMS false BALTIMORE WASHINGTON MEDICAL CENTER INC 301 HOSPITAL DRIVE GLEN BURNIE MD 21061 520689917 HEALTHCARE MD 501(c)(3) 3 UMBWMS false UM BALTIMORE WASHINGTON MEDICAL SYSTEM 301 HOSPITAL DRIVE GLEN BURNIE MD 21061 521830242 HEALTHCARE MD 501(c)(3) Type I UMMSC false NORTH ARUNDEL DEVELOPMENT CORPORATION 301 HOSPITAL DRIVE GLEN BURNIE MD 21061 521318404 REAL ESTATE MD 501(c)(2) NCC false NORTH COUNTY CORPORATION 301 HOSPITAL DRIVE GLEN BURNIE MD 21061 521591355 REAL ESTATE MD 501(c)(2) UMBWMS false CHESTER RIVER HEALTH FOUNDATION INC 100 BROWN STREET CHESTERTOWN MD 21620 521338861 FUNDRAISING MD 501(c)(3) 8 UMSRH false UNIV OF MD SHORE REGIONAL HEALTH INC 100 BROWN STREET CHESTERTOWN MD 21620 522046500 HEALTHCARE MD 501(c)(3) Type I UMMSC false CHESTER RIVER HOSPITAL CENTER 100 BROWN STREET CHESTERTOWN MD 21620 520679694 HEALTHCARE MD 501(c)(3) 3 UMSRH false CHESTER RIVER MANOR INC 200 MORGNEC ROAD CHESTERTOWN MD 21620 526070333 HEALTHCARE MD 501(c)(3) 10 UMSRH false MARYLAND GENERAL CLINICAL PRACTICE GROUP 827 LINDEN AVENUE BALTIMORE MD 21201 521566211 HEALTHCARE MD 501(c)(3) Type II UMMTH false UNIVERSITY OF MARYLAND MIDTOWN HEALTH INC 827 LINDEN AVENUE BALTIMORE MD 21201 521175337 HEALTHCARE MD 501(c)(3) Type II UMMSC false CARE HEALTH SERVICES INC 219 SOUTH WASHINGTON STREET EASTON MD 21601 521510269 HEALTHCARE MD 501(c)(3) 10 SHS false MEMORIAL HOSPITAL FOUNDATION INC 219 SOUTH WASHINGTON STREET EASTON MD 21601 521282080 FUNDRAISING MD 501(c)(3) Type I SHS false 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