2021-05-14T15:31:56-05:00 2020-06-30 346565596 ERNST & YOUNG US LLP 1101 NEW YORK AVE NW WASHINGTON DC 20005 990 2019-07-01 520591483 Mt Washington Pediatric Hospital Inc MTWA 4105788600 1708 W Rogers Avenue Baltimore MD 21209 Mary Miller CFO 2021-05-14 true JUSTIN LOWE P01866796 2023276000 2019 2022-09-23 18:48:47Z SHELDON STEIN 1708 W Rogers Avenue Baltimore MD 21209 78001924 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. 14 13 792 244 0 0 3798981 5974646 65043710 60712417 958391 762948 383639 505247 70184721 67955258 0 0 0 0 41785844 41738493 0 0 0 20678900 21045097 62464744 62783590 7719977 5171668 138097471 143237822 21722355 21005921 116375116 122231901 MT. WASHINGTON PEDIATRIC HOSPITAL IS DEDICATED TO MAXIMIZING THE HEALTH AND INDEPENDENCE OF THE CHILDREN WE SERVE. false false 54042114 0 61002230 MT. WASHINGTON PEDIATRIC HOSPITAL, INC. OFFERED PEDIATRIC INPATIENT AND OUTPATIENT SERVICES FOR CHILDREN WITH CHRONIC ILLNESSES AND REHABILITATION NEEDS. 20,606 INPATIENT DAYS OF CARE WERE PROVIDED DURING THE FISCAL YEAR. 49,530 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. 54042114 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 84 0 true 792 true false false false false false true true false false false false false false X 14 13 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 BERYL ROSENSTEIN MD CHAIRMAN 1.0 0 X X 0 0 0 FRED WOLF III ESQ VICE CHAIRMAN 1.0 1.0 X X 0 0 0 CYNTHIA A KELLEHER TRUSTEE 1.0 0 X 0 0 0 DAVID HACKAM MD TRUSTEE 1.0 0 X 0 0 0 EDWARD B CHAMBERS 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 LAWRENCE C PAKULA MD 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 TINA CHENG MD 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 64010 0 5150 DENISE PUDINSKI VP NURSING ADMIN 40.0 0 X 142565 0 32939 JENNIFER BOWIE VP PATIENT CARE (ENDED 07/19) 40.0 0 X 121325 0 16007 JILL FEINBERG VP DEVELOPMENT/EXTERNAL AFFAIRS 40.0 0 X 141578 0 18597 JUSTINA STAROBIN VP OUTPATIENT SVCS 40.0 0 X 148207 0 47582 MARY MILLER VP FINANCE AND CFO 40.0 0 X 187794 0 66326 RICHARD KATZ MD VP MEDICAL AFFAIRS 40.0 0 X 0 0 0 SHELDON STEIN PRESIDENT AND CEO 40.0 0 X 400391 0 188051 THOMAS ELLIS VP HUMAN RESOURCES 40.0 0 X 173746 0 72189 TONYA TILLMAN SECRETARY 40.0 0 X 51437 0 34009 AJOKE AKINTADE MD NEONATAL PROGRAM DIRECTOR 40.0 0 X 211466 0 12740 BRADFORD HARRIS MD ATTENDING PHYSICIAN 40.0 0 X 209902 0 30854 KAREN WILLING MD ATTENDING PHYSICIAN 40.0 0 X 212988 0 32532 STEPHEN NICHOLS MD ATTENDING PHYSICIAN 40.0 0 X 222550 0 45909 TIKEE APARECE MD ATTENDING PHYSICIAN 40.0 0 X 217219 0 13884 2505178 0 616769 36 false true false COMPREHENSIVE PHARMACY SERVICES LLC PO BOX 638316 CINCINNATI OH 452638316 PHARMACY 3511056 JOHNS HOPKINS HOSPITAL 1800 Orleans Street Baltimore MD 21287 PHYSICIAN SERVICES 1750933 SLEEP SERVICES OF AMERICA INC PO BOX 198320 ATLANTA GA 303848320 NEUROLOGY SERVICES 1512900 WHITING TURNER CONTRACTING PO Box 17596 Baltimore MD 21297 CONSTRUCTION 1269576 KELLY & ASSOCIATES INSURANCE GROUP INC PO Box 418926 Boston MA 02241 HEALTH BENEFITS & ADMINISTRATION 999417 28 0 0 54320 789844 2025264 3105218 0 5974646 NET PATIENT REVENUE 622110 60712417 60712417 0 0 0 0 0 0 60712417 481446 0 0 481446 0 0 10297848 0 10016346 0 281502 0 281502 0 0 281502 44950 54320 30320 14630 0 14630 Cafeteria 722514 198220 0 0 198220 MEDICAL RECORDS 621990 2584 0 0 2584 SCHOOL FOR THE BLIND 621990 176692 176692 0 0 113121 113121 0 0 490617 67955258 61002230 0 978382 0 0 1431053 1202085 228968 0 32211167 27057380 5153787 0 1317732 1106895 210837 0 4384933 3683344 701589 0 2393608 2010631 382977 0 1423 0 1423 0 454766 0 454766 0 1226 0 1226 0 126749 0 126749 0 4820448 4528566 291882 0 39126 32866 6260 0 438833 368620 70213 0 1045894 878551 167343 0 158677 133289 25388 0 8007 6726 1281 0 104033 87388 16645 0 4331707 4028921 302786 0 774380 764670 9710 0 MEDICAL SUPPLIES 4436223 4436223 0 0 BAD DEBT 630825 630825 0 0 REPAIRS/MAINTENANCE 882856 741599 141257 0 MINOR EQUIPMENT RENT 191067 160496 30571 0 2598857 2183039 415818 0 62783590 54042114 8741476 0 18846148 21474697 750000 3211168 7204564 4055757 0 0 0 0 201504 106935 8634169 9039233 86742624 48809032 37014692 37933592 33433892 33865164 0 0 32012502 33551276 138097471 143237822 13941740 13379973 190350 4308823 3938954 0 0 3471792 3496644 21722355 21005921 X 97690798 101202909 18684318 21028992 116375116 122231901 138097471 143237822 X 5171668 -204928 890045 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 1226 1226 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 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. 57242279 31440742 25801537 263509 239478 24031 25774298 16419387 9354911 3462538 709425 2753113 37933592 ASSETS LIMITED AS TO USE 4990711 OTHER ACCOUNTS RECEIVABLE 3014651 Economic Interest in MWPF 25405022 Capital Asset 140892 33551276 ADVANCES FROM 3RD PARTY PAY 3327762 Capital Liabilities 152815 Due to Affiliates 16067 3496644 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. 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 benefits that should be recognized. Golf 99270 54320 44950 4448 13376 12496 0 0 99270 54320 44950 4448 13376 12496 30320 14630 true true true X true X 500 true true true false true true 57622 57622 0.0009 0 0.0 0 0.0 0 0 57622 0 57622 0.0009 314565 314565 0.0051 451547 451547 0.0073 703228 263890 439338 0.0071 6103 6103 0.0001 26048 26048 0.0004 0 0 1501491 263890 1237601 0.0199 0 0 1559113 263890 1295223 0.0208 0 0.0 0 0.0 131021 131021 0.0021 0 0.0 0 0.0 27117 27117 0.0004 30462 30462 0.0005 57916 57916 0.0009 7284 7284 0.0001 0 0 253800 0 253800 0.0041 true 557965 0 9040 0 9040 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 17 true true false true X https://www.mwph.org/community X true 17 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.. To focus the organization's efforts around community health improvement and provide structure for addressing the determinants of health and illness in the community, MWPH utilized the Association for Community Health Improvement's (ACHI) 6-step Community Health Assessment Process in conducing the 2018 Community Health Needs Assessment (CHNA). The University of Maryland Medical System (UMMS), Community Health Improvement Council (CHIC) 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 (BCHD). MWPH adopted the following ACHI 6-step process: Establishing the assessment infrastructure, defining the purpose and scope, collecting and analyzing data, selecting priorities, documenting and communicating results and planning for action and monitoring progress. 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. A brief synopsis of the research components is included below: * An Online Community Survey: Conducted from late September 2017 through late March 2018 in collaboration with the Baltimore City Health Department, University of Maryland Medical System, Johns Hopkins University, Mercy Hospital, MedStar Health, and LifeBridge Health. All hospitals participated in data collection. - 4,755 responses from Baltimore City residents - 1,236 responses from MWPH (241 staff, 881 community-based surveys, 114 patient families) -2016-17 Parents Place of Maryland (PPMD) Parent Calls: Data was collected on demographic and other relevant information for calls received by PPMD July 2016 through June 2017 (N=2,266). - Average of 188 calls/month - Parents seeking information or services for Children or Youth with Special Health Care Needs (CYSCHN). - Demographic data included child's age, gender, ethnicity, county of residence, disability and insurance type, as well as the parent's reason for calling and services provided. -Maryland Parent Survey (2014 & 2017): Surveys were conducted by Parent's Place of Maryland (PPMD) in partnership with MDH Office for Genetics and People with Special Health Care Needs (OGPSHCN) and Bloomberg School of Public Health, Johns Hopkins University. - Paper and electronic versions made available to families. - Surveys explored a variety of health issues related to access to health care for CYSCHN. - Diagnoses skewed towards children with variety of developmental disabilities and associated health problems. -Results - 839 respondents in 2017 - 1090 respondents in 2014 * Focus Group Discussions: A community leader and stakeholder focus group meeting was held on November 2, 2017. There were 30 leaders/stakeholders who participated including representatives from the American Heart Association, American Cancer Society, American Disabilities Association, and Green & Healthy Homes Initiative. The purpose of the focus group was to gather expert-level, qualitative feedback from a variety of health and social service providers, with an active role and a broad understanding of the health care system and health needs of Baltimore City residents and parents of CYSHCN. Community Perspective As mentioned above, the community's perspective was obtained through two surveys offered to the public during health fairs throughout Baltimore City. A six-item survey asked respondents to identify their top health concerns and their top barriers in accessing health care. A longer survey was also created and posted online on the public website. Methods included a three-item survey distributed to the public at a variety of outreach events in FY18 (short form) and made available in the UMMS publication Maryland's Health Matters (N=1,212). A 25-item online survey was also posted to survey monkey and at www.umm.edu for the community to complete (long form). The community advocacy actively engaged community members from attending and participating in several neighborhood meetings hosted by Baltimore City Health Department and other local community organizations. The results identified the top five health concerns, top 5 barriers to health care, and presented an opportunity for participants to provide recommendations or solutions. The top five health concerns identified were 1) substance abuse (n=2743), 2) diabetes (n=1715), 3) mental health (n=1720), 4) smoking (n=1265), 5) obesity (n=1600), and 6) heart disease/blood pressure (n=1321). The top five barriers to healthcare were identified as 1) transportation, 2) cost, 3) uninsured, 4) insurance not accepted, and 5) underinsured. There were also 103 individual responses that provided additional insight into local health disparities. Analysis by community benefit service area (CBSA) targeted zip codes identified very similar health concerns and top health barriers with little to no deviation from overall Baltimore City data, or the MWPH CHNA completed in 2015. MWPH Health Expert Interviews & Clinical Focus Groups MWPH Community Advocacy Team facilitated focus group meetings to include the local school of medicine, MWPH nursing, recreational therapy, psychology, rehabilitation services, social work and other employees who engage in community affairs. Additionally, MWPH community benefit team conducted a telephone interview with Baltimore City Health Department Commissioner, Dr. Leana Wen. Review of the National Prevention Strategy Priorities, State Health Improvement Plan (SHIP) indicators, and Health Baltimore 2020 plan from BCHD was also conducted. Results were based on the following: * National Prevention Strategy - 7 Priority Areas * SHIP: 39 Objectives in 6 Vision Areas for State, includes targets for Baltimore City * Healthy Baltimore 2020 A Blueprint For Health: Health Equity Objectives and Strategic Priorities BCHD Local Health Improvement Committee/ Interview with Health Commissioner (2/15/18). Method: Interview, Dr. Leana Wen, MPH, MSc, Office of Chronic Disease Prevention, Baltimore City Health Department (2/15/18) Results were as follows: Identified the top four (4) health problems: 1. Behavioral Health- (opioid overdose deaths) 2. Violence Prevention- (youth homicides, high school absences, and child deaths) 3. Chronic Disease- (obesity, food insecurity, child lead poisoning) 4. Life Course and Core Services- (life expectancy and infant mortality) Top Barriers to Health: * Race, Equity and Inclusion * Focus on Well-Being (Cyclical Nature of Trauma) * Health-in-all-policies (Health impacts all policies whether it is education, labor, or transportation, health must be a part of the conversation. "a sick child cannot go to school and a sick adult cannot work" * Knowledge deficit with respect to health insurance * Lack of care connectors and/or health navigators * Families experience difficulty understanding Medicaid and MCOs * General Education/Literacy (SDoH) On the status of pediatric health and wellness in Baltimore City, the following were identified: * Very divergent by income; health determined by income * Pimlico and Park Heights are not wealthy; have poor health outcomes; there is a correlation between race, income and those outcomes. * Access to healthcare - Access to good employment, role models, and schools-Neighborhood have lost their core. - Maryland is very good at providing coverage other social issues prevent positive health outcomes. Providing connections to these (social) services for children is hard. It seems as if there are more social issues other than number of physicians available. Mental/Behavioral Health * With behavioral health, the law requires that patients must receive services in a regulated facility before reimbursement can be made. In most cases, there are no incentives in the community for behavioral health. * Chronic pain management - substance abuse concerns * Providers understanding all resources that are available for Neonatal Abstinence Syndrome (NAS) babies * Undiagnosed trauma/need to self-medicate * The epidemic of substance abuse in Baltimore City plays a role in healthcare and child care * Insurance not covering needed services like group therapy * Paraprofessionals needed for better coordinated services and care * Education (school system), school-based mental health services * Lack of pediatric specialty services in rural areas * Health literacy- parents ability to understand the complexity of treatment/diagnoses Schedule H, Part V, Section B, Line 5 Facility 1, 2 Facility 1, 2 - MT. WASHINGTON PEDIATRIC HOSPITAL. Trauma * Children with autism had access to services in the home where TBI patients did not have that additional support (paraprofessionals) SDoH/Environmental * The gaps in care when a woman becomes pregnant. It usually takes usually 6-8 weeks to be eligible for insurance. This often delays women receiving care until their second trimester. * Affordable reliable child care. Many parents do not meet the income requirements for early education programs/aftercare such as Head Start. Language Barriers * Finding primary care is challenging for families who do not use English as a primary language. * Transition from MWPH to a primary care provider is often delayed because the primary providers that provide services to children with complex medical needs often will not accept the patient if no one speaks English because they don't have the ability to provide translation services. Healthy People 2020 Data is available for the following Healthy People (HP 2020) Disability and Health objectives: Objective DH-5: Increase the proportion of youth with special healthcare needs whose healthcare provided has discussed transition planning from pediatric to adult healthcare Progress toward this objective continues to be addressed. This objective presents greater disparities when adjusted for race and ethnicity. At baseline, the best group rate for this objective, 46.5 percent, was attained by the White only, not Hispanic or Latino population. The Hispanic or Latino population attained the worst group rate for this objective at 26.3 percent, at baseline. Data reviewed for the following Maternal, Infant, and Child Health objectives: Objective MICH-29: Increase of the proportion of young children with autism spectrum disorder (ASD) and other developmental delays that are screened, evaluated, and enrolled in early intervention services in a timely manner. -MICH-29. Increase the proportion of children (ages 10-35 months) who have been screened for ASD and other developmental delays. Progress in screening for ASD and other developmental delays is moving in the right direction. MICH-30.2 Increase the proportion of children, including those with special healthcare needs, who have access to a medical home. -MICH -30.2. Increase the proportion of children with special healthcare needs who have access to a medical home. Progress toward the target level has decreased since baseline. Activities informing providers and caregivers of the importance of a medical home are needed. This objective presents greater disparities when adjusted for race and ethnicity. At baseline the best group rate for this objective, 52.8 percent, was attained by the White only, not Hispanic or Latino population. The Hispanic or Latino population attained the worst group rate for this objective, 32.2 percent, followed by Black or African American (36.0 percent) at baseline. Healthy Baltimore 2020 Current Snapshot of Health in Baltimore City Behavioral Health: 1. Over 10% of residents in the Baltimore metro area age 12 and up are estimated to have a drug or alcohol abuse disorder. Nearly 20,000 people are estimated to use heroin 2. 30 percent of children in Baltimore, compared to 19 percent statewide, have Adverse Childhood Experience (ACE) scores of 2 or more, meaning that they have experienced more than two incidences of events such as domestic violence, living with some with an alcohol/drug problem, the death of parent, or being a victim/witness of neighborhood violence. Violence: 1. Baltimore City experienced 344 homicides in 2015, the 3rd highest murder rate in the nation and highest rate per capita in Baltimore's history. Additional Data Source Data was also obtained from the following sources: * MCDD Needs Assessment * Maryland Title V Agency 2015 Needs Assessment * PPMD/Maryland Parent Survey 2018/Maryland Consortium of Care * Maryland State Department of Education Parent Survey * Maryland Resource Health Commission (MRHC) * MWPH Focus Group Sessions * Other Community Meetings: MWPH participated in the Baltimore City Council Education and Youth Committee Meeting, Public Safety Meeting, Local Health Improvement Coalition Analysis LHIC Steering Committee Meetings, Neighborhood Association Meetings for CSAs. * What is Healthy People 2020 Telling US in 2018? * State Health Improvement Process (SHIP * Healthy Baltimore 2020 * A Call to Action on Behalf of MD Children and Youth with Special Care Needs * County Rankings County Health Rankings and Roadmaps drive health outcomes. The data provides a starting point for communities as they work to improve health and wellness of their citizens * Other Available: Data collected through community meetings, reports, and survey findings by partner organizations provided a holistic view of the needs of the population. This data, available at different levels -local, state, and national was analyzed. 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 THE AFFILIATED BALTIMORE CITY HOSPITALS OF UMMS, SPECIFICALLY, UNIVERSITY OF MARYLAND MEDICAL CENTER (UMMC) AND UNIVERSITY OF MD MIDTOWN CAMPUS (MARYLAND GENERAL HOSPITAL, MGH). 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 2020 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 April 30, 2018, 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: * Health Literacy & Chronic Disease Prevention Education * Violence & Child Maltreatment * Transportation * Behavioral Health & Substance Abuse * Access to Health Care * Mental Health * Obesity and Access to Healthy Foods 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 I, Line 7 Bad Debt Expense excluded from financial assistance calculation 661362 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 and 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 who receive 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 leaderships 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) Improving Access to Healthcare, 2) Substance Abuse/Behavioral Health, 3) Obesity and Access to Healthy Foods while continuing to navigate programs in 4) Health Literacy/Chronic Disease Prevention Education, 5) Mental Health, 6) Violence & Child Maltreatment, and 7) Transportation. The onset of the COVID19 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. Blood Drives During 2020, 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. Nine blood drives were offered collecting more than 220 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. 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 - 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 2 Needs assessment 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 2020 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 April 30, 2018, 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: * Health Literacy & Chronic Disease Prevention Education * Violence & Child Maltreatment * Transportation * Behavioral Health & Substance Abuse * Access to Health Care * Mental Health * Obesity and Access to Healthy Foods 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. 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. Inpatient admissions for FY 17 were 636. 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---2015, 2016, and 2017---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. Initiative I Narcan Training/Education and Train the Trainer Health Priority Met: Substance Abuse/Behavioral Health Baltimore City lead the state in opioid-related deaths, reporting 639 deaths in the first nine months of 2019. To combat the opioid overdose crisis, the MWPH Community Benefit and Hospital Education and Organization Development joined forces with the Baltimore City Health Department and Commission for Women to adopt a two-pronged strategy to decrease opioid related deaths: Save lives with naloxone training and fight stigma of addiction through community health education. When administered to individual experiencing an overdose, naloxone reverses the effects of opioid, allowing more time to call for first responders. The group supported four naxalon workshops followed by a naloxone (narcan) Train the Trainer at MWPH in December. Total of 13 MWPH associates became narcan education/administration trainers and joined the fight in offering both naloxone medication and education where it is needed most - in the community. Program will continue to work with area schools, faith-based organizations and other community organizations in providing training, medication and education surrounding substance abuse prevention and education. Nearly 1,800 community members were reached during these efforts. Initiative 2 MWPH Car Seat Program (Education, Installation and Low-cost Car Seat Program) Health Priorities Met: Violence and Child Maltreatment Since the inception of the MWPH Car Seat Program in 2017, MWPH Child Passenger Safety Technicians (CPST) have educated nearly 1800 families on the proper use and installation of their child's car seat - reducing the risk of injury and even death. In FY2020, MWPH educated nearly 350 families on the importance of proper selection, direction, location, installation and harnessing of car seats. Going beyond education and hands-on installation, the program also offers low-cost car seat for patient families who are unable to afford a car seat as well as resources to free ones from Safe Kids Maryland. Initiative 3 Flu Clinic Health Priorities Met: Health Literacy and Chronic Disease Prevention To prevent the spread and on-set of the influenza virus, MWPH partnered with two community partners (community service and faith-based organizations) in providing flu vaccinations. Vaccinations were provided for children 2 to adults (below 100) years of age. Volunteer nurses and physicians administered the vaccines as well as provide important health education on preventing flu and other respiratory diseases. More than 200 flu vaccines were administered and 600 people were educated on the importance of hand hygiene and tips for flu prevention. Initiative 4 Backpack and Sneaker Drive Health Priority Met: Health Education, Mental Health, Chronic Disease Prevention At the start of each academic year, MWPH has participated in backpack drives that have provided new backpacks and school supplies to kids in the community. For families on tight budgets, a stylish new pair of sneakers for the first day of school is not always possible. Kids may feel embarrassed or worry about others making fun of them - all of which can take a student's focus away from the most important part of school: learning. Additionally, it is an added mental stressor for families' already experiencing trauma. To alleviate this burden, collected 450 pairs of name-brand sneakers, and nearly 1,000 backpacks with supplies, and health education materials inside. Then at a local Park Heights community back-to-school event, they distributed the shoes and materials. Initiative 5 New School-based Partnerships Health Priorities Met: Health Education, Chronic Disease Prevention, Violence and Child Mal Treatment MWPH Community Benefit kicked off its school-based partnerships with a schoolwide youth assembly at Pimlico Elem/Middle School. The team partnered with Monte Sanders from MBS Fitness Lab in empowering the youth by explaining the importance of positive physical and mental health for lifelong success. More than 600 students attended the event. MWPH plans to continue this effort throughout the year with additional schools in the area. To date, MWPH has partnered with eight Baltimore City Public Schools in providing health screenings to address early detection, food programs to meet food insecurities, chronic disease education and metal health awareness. 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 DENISE PUDINSKI VP NURSING ADMIN 132510 0 9360 0 695 0 8477 0 24462 0 175504 0 0 0 THOMAS ELLIS VP HUMAN RESOURCES 149704 0 21293 0 2749 0 47580 0 24609 0 245935 0 0 0 JILL FEINBERG VP DEVELOPMENT/EXTERNAL AFFAIRS 119674 0 21539 0 365 0 13985 0 4612 0 160175 0 0 0 MARY MILLER VP FINANCE AND CFO 157830 0 28963 0 1001 0 35070 0 31256 0 254120 0 0 0 JUSTINA STAROBIN VP OUTPATIENT SVCS 128705 0 18716 0 786 0 14071 0 33511 0 195789 0 0 0 SHELDON STEIN PRESIDENT AND CEO 302887 0 91222 0 6282 0 158385 0 29666 0 588442 0 0 0 AJOKE AKINTADE MD NEONATAL PROGRAM DIRECTOR 206318 0 4000 0 1148 0 10833 0 1907 0 224206 0 0 0 TIKEE APARECE MD ATTENDING PHYSICIAN 216783 0 0 0 436 0 10680 0 3204 0 231103 0 0 0 STEPHEN NICHOLS MD ATTENDING PHYSICIAN 218070 0 4000 0 480 0 12929 0 32980 0 268459 0 0 0 BRADFORD HARRIS MD ATTENDING PHYSICIAN 205075 0 4000 0 827 0 9047 0 21807 0 240756 0 0 0 KAREN WILLING MD ATTENDING PHYSICIAN 208557 0 4000 0 431 0 9233 0 23299 0 245520 0 0 0 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 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: Sheldon Stein Mary Miller Thomas Ellis Justina Starobin Jill Feinberg 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 false false true A false false false true true false false false true A true DR TERI KAHN SEE PART V 121065 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 Other revenue - Total Revenue: 113121, Related or Exempt Function Revenue: 113121, 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 RESTRICTED CHANGE IN ECONOMIC INTEREST IN FOUNDATION - 1873117; UNRESTRICTED CHANGE IN ECONOMIC INTEREST IN THE FOUNDATION - 404994; UNRESTRICTED CHANGE IN FUNDED STATUS OF PENSION - -741642; NET ASSETS RELEASED FROM RESTRICTIONS - -646424; MWP COMMUNITY HEALTH SERVICES 1708 W ROGERS AVENUE BALTIMORE MD 21209 383987088 HEALTHCARE MD 767031 628594 MWPH Mt Washington Pediatric Community Behavioral Health Services LLC 1708 W Rogers Ave Baltimore MD 21209 842276906 Healthcare MD 148425 12445 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 646424 FMV