2017-05-11T09:05:27-05:00 2016-06-30 GRANT THORNTON LLP 2001 MARKET STREET SUITE 700 PHILADELPHIA PA 19103 990 2015-07-01 520591667 MARYLAND GENERAL HOSPITAL INC % S MICHELLE LEE MARY 4102258408 827 Linden Avenue Baltimore MD 21201 BRIAN G BAILEY sr vp & exe director 4103281376 2017-04-26 true Frank Giardini P00532355 2155614200 2015 2021-01-29 14:40:06Z Brian G Bailey 827 Linden Avenue Baltimore MD 21201 210502275 false X ummidtown.org 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. 15 6 1567 35 0 0 383302 87014 208848303 208590825 11095 37404 1287519 1787032 210530219 210502275 0 0 0 0 92381432 89087528 0 0 0 116302409 120173803 208683841 209261331 1846378 1240944 179100692 176584469 101060410 105367031 78040282 71217438 X 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 185595460 210163149 MARYLAND GENERAL HOSPITAL, INC. IS A HOSPITAL WITH 208 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, 2016, THE HOSPITAL ENGAGED IN THE FOLLOWING ACTIVITIES THAT WERE IN FURTHERANCE OF ITS EXEMPT PURPOSE: PROVIDED INPATIENT SERVICES WHICH INCLUDED 4,698 INPATIENT ADMISSIONS AND 32,219 INPATIENT DAYS. PROVIDED OUTPATIENT SERVICES WHICH INCLUDED 28,737 EMERGENCY DEPARTMENT VISITS AND 65,110 OUTPATIENT CLINIC VISITS. PROVIDED UNCOMPENSATED CARE TO INDIGENTS AND MEDICALLY UNDERSERVED MEMBERS OF THE COMMUNITY AT A COST OF $27,383,000 WHICH IS 11.8% OF GROSS PATIENT SERVICE REVENUE PROVIDED. CONDUCTED COMMUNITY HEALTH EDUCATIONAL PROGRAMS WHICH INCLUDED CLASSES AND SEMINARS ON SUCH TOPICS AS DIABETES, CANCER, HEART DISEASE, CHILD BIRTH AND NUTRITION COUNSELING. 185595460 true true false true false 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 137 0 true 1567 true false true false false false false false false false false false X 15 6 false false false false true true true true true false false true true true true true true true true false MD X S MICHELLE LEE 4103281376 250 W PRATT STREET 14TH FLOOR Baltimore MD 21201 X MARILYN CARP CHAIR 1.0 0.0 X X 0 0 0 SUMNER B MILLER VICE-CHAIR 1.0 0.0 X X 0 0 0 VIVIAN V BRAXTON SECRETARY 1.0 0.0 X X 0 0 0 WILLIAM F PECK TREASURER 1.0 0.0 X X 0 0 0 BRIAN G BAILEY Sr. VP & Executive Director 40.0 10.0 X X 457482 0 23546 JEFFREY A RIVEST DIRECTOR/CEO 1.0 40.0 X 0 1873656 20150 JOHN ASHWORTH DIRECTOR 1.0 40.0 X 0 780732 23637 ROBERT A CHRENCIK DIRECTOR 1.0 40.0 X 0 2562797 23637 SAMUEL D FRIEDEL MD DIRECTOR/ physician 40.0 1.0 X 261783 0 52052 SUSAN GUARNIERI MD DIRECTOR 1.0 0.0 X 0 0 0 REV DR ALVIN C HATHAWAY SR DIRECTOR 1.0 0.0 X 0 0 0 DANIEL R HOWARD MD DIRECTOR/ Physician 40.0 1.0 X 41025 0 0 ANTHONY LEHMAN MD DIRECTOR 1.0 0.0 X 0 0 0 THADDEUS PULA MD DIRECTOR/ Physician 40.0 1.0 X 172732 0 34308 LISA C ROWEN DIRECTOR 1.0 40.0 X 0 588229 23637 KEITH D PERSINGER Chief Financial Officer 5.0 40.0 X 0 886674 16061 MARIE VASBINDER CHIEF NURSING OFFICER 40.0 0.0 X 250813 0 6443 DONALD E RAY VP - OPERATIONS 40.0 0.0 X 265706 0 18961 WALTER E EGERTON CHIEF MEDICAL OFFICER 40.0 0.0 X 604243 0 11174 HEMA PATEL CHIEF MEDICAL OFFICER 40.0 0.0 X 253606 0 29024 WILLIAM GRAY MD PHYSICIAN 40.0 0.0 X 340665 0 17625 REYAZ U HAQUE MD PHYSICIAN 40.0 0.0 X 452868 0 35875 MILES G HARRISON JR MD PHYSICIAN 40.0 0.0 X 304169 0 31127 BENJAMIN I OPARA MD PHYSICIAN 40.0 0.0 X 410939 0 30671 HOWARD J SCHWARTZ MD PHYSICIAN 40.0 0.0 X 453746 0 35386 SYLVIA SMITH JOHNSON FORMER PRESIDENT 40.0 10.0 X 0 204439 0 4269777 6896527 433314 137 true true false Sheridan Anesthesia Serv of MD PO Box 452197 SUNRISE FL 333452197 Anesthesia Services 1932995 Aramark Corporation Mt Wash Conf Ctr 5801 Smith Ave BALTIMORE MD 21209 Food Service 912349 RTM Enterprise Inc 1403 Pomeroy Avenue ABINGDON MD 21009 Gen Contractor Servs 904421 Mid-Atlantic Neurosurgical Assoc 2411 Belvedere Ave Ste 402 BALTIMORE MD 21215 Neurosurgical Servs 902376 Sleep Services of America Inc 890 airport park road suite 119 GLEN BURNIE MD 21061 sleep study services 823340 29 87014 87014 NET PATIENT REVENUE 208590825 208590825 208590825 37399 37399 0 0 214708 214708 0 214708 214708 5 5 5 5 0 0 0 DIETARY SALES 575692 575692 GARAGE 296370 296370 PHARMACY 71633 71633 628629 628629 1572324 210502275 210163149 252112 0 0 0 0 2482896 1717202 765694 0 69547701 59508805 10038896 3574962 3038717 536245 8703875 7398294 1305581 4778094 4061380 716714 1495018 1270765 224253 6000 6000 1950561 1950561 12128 12128 0 0 12268727 10428418 1840309 84126 71507 12619 440201 374171 66030 6073153 5162180 910973 0 1168405 993144 175261 240641 204545 36096 0 0 1586152 1348229 237923 0 12273007 10432056 1840951 805507 546846 258661 CONTRACTED SERVICES 24946076 24946076 BAD DEBT 17595439 17595439 PURCHASED SERVICES 16463176 13993699 2469477 MEDICAL SUPPLIES 13878305 13878305 8887181 8625682 261499 209261331 185595460 23665871 0 15361590 11362150 0 0 0 0 23891876 15268673 0 0 0 0 0 0 3533457 2860303 218960 318510 265576035 168274199 96912882 97301836 0 0 0 0 0 0 0 0 39181927 49472997 179100692 176584469 32068435 26933129 0 0 0 0 0 0 0 0 0 0 651727 321470 0 0 68340248 78112432 101060410 105367031 X 76435098 69666830 1605184 1550608 0 0 78040282 71217438 179100692 176584469 X 1240944 23429 -8087217 X false true X true X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED false false false false false false false false true 12128 12128 false Other Activities Schedule C, Part II-B, Line 1i 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 6.15% AND 22.12% OF MEMBER DUES WERE USED FOR LOBBYING PURPOSES AND AS SUCH, THE ORGANIZATION HAS REPORTED THIS AMOUNT ON SCHEDULE C PART IV AS LOBBYING ACTIVITIES. 1478267 1478267 149884145 79084598 70799547 87998322 75163271 12835051 26215301 14026330 12188971 97301836 SELF INSURANCE TRUST 16337461 DONOR RESTRICTED ASSETS 1550608 OTHER ASSETS OF LIMITED USE 527619 DUE FROM AFFILIATES 11655871 OTHER ASSETS 7805613 CONSTRUCTION FUNDS 1302000 CAPITAL CARRYOVER 3957000 COLLATERALIZED DEBT INV POOL 3700000 OTHER ACCOUNT RECEIVABLES 2636825 49472997 0 ADVANCES FROM THIRD PARTIES 9659912 OTHER LIABILITIES 5675891 ACCRUED PENSION EXPENSE 14944127 MALPRACTICE LIABILITY 14458606 UMMS OBLIGATED GROUP BOND DEBT 33373896 78112432 X Liability for Uncertain Tax Position (ASC 740) Schedule D, Part X, Line 2 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 BENEFITS THAT SHOULD BE RECOGNIZED. true true true X true X 500. true true false true true 7696508 7696508 0.04020 7696508 7696508 0.04020 1247468 1247468 0.00600 5995991 5995991 0.03130 14570915 14570915 0.07600 95827 95827 0.00050 21910201 21910201 0.11380 29606709 29606709 0.15400 12990 12990 0.00010 1018 1018 58942 58942 0.00030 72950 72950 0.00040 true 13837514 66954254 63977747 2976507 X true true 1 1 MARYLAND GENERAL HOSPITAL Inc 827 LINDEN AVENUE BALTIMORE MD 21201 30-046 X X X X 1 MARYLAND GENERAL HOSPITAL INC 1 false false true X X X X X X X X X 15 true true true true X HTTP://UMMIDTOWN.ORG/ X true 15 true HTTP://UMMIDTOWN.ORG/ false false true X 200. 500. X X X X X true true X X X X true X HTTP://UMMIDTOWN.ORG/ X HTTP://UMMIDTOWN.ORG/ X X X X X true false X X X X true X false false Schedule H, Part V, Section B Line 6 - In fiscal year 2015, Maryland General Hospital partnered with other city-based hospitals within the University of Maryland Medical System (University of Maryland Medical Center, James Lawrence Kernan Hospital, and Mt. Washington Pediatric Hospital), to conduct a comprehensive community health needs assessment (CHNA). Line 13 - In compliance with the IRC Section 501(r) regulations Maryland General Hospital has updated their Financial Assistance Policy to ensure its compliance with IRS regulations. Line 22d - All patients are charged state regulated rates regardless of their ability to pay. Line 24 - The State of Maryland is a unique State in regard to the provision of health care services and their related charges by hospitals. All hospital charges processed to all Payors, including Governmental Payors, are set through Maryland's Health Services Cost Commission. Accordingly, all Hospital charges are NOT gross charges as defined by the IRS under Internal Revenue Code section 501(r)(5)(B). Related Organization Report Schedule H, Part I, Line 6a AN ANNUAL COMMUNITY BENEFIT REPORT IS PREPARED FOR EACH FISCAL YEAR ENDING JUNE 30. THIS REPORT IS SUBMITTED TO THE HEALTH SERVICES COST REVIEW COMMISSION (HSCRC), A STATE REGULATORY AGENCY, BY DECEMBER 15 OF EACH YEAR. IN ADDITION, THE ANNUAL COMMUNITY BENEFIT REPORT IS AVAILABLE UPON REQUEST AT THE ENTITY'S CORPORATE OFFICES. Cost Attributable to a Physical Clinic Schedule H, Part I, Line 7 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. SCHEDULE H, PART I, LINE 7B, COLUMNS (C) THROUGH (F) 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 I, LINE 7F COLUMN (C) & (D) 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 Building Activities Schedule H, Part II Community Building activities include the numerous workforce/career development programs that are in place at the University of Maryland Medical Center and Maryland General Hospital. 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) In FY16, 219 youth and 161 adults were engaged in the above workforce/career development programs. Bad Debt Expense Schedule H, Part III, Line 3 & 4 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 HEALTH CARE 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. MEDICARE COST REPORT SCHEDULE H, PART III, LINE 8 MEDICARE REVENUE & ALLOWABLE COSTS: IN MARYLAND, 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, Marylands 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 Debt Collection Policy Schedule H, Part III, Line 9b 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. Currently, Maryland General Hospital is in the process of updating its billing and collections process to ensure its compliance with the new IRC Section 501(r) regulations. 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. 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. Maryland general hospital makes every effort to make financial assistance information available to our patients including, but not limited to: -signage in main admitting areas and emergency rooms of the hospital -maryland general hospital website -patient handbook distributed to all patients -brochures explaining financial assistance are made available in all patient care areas -patient plain language sheets - newly revised in June 2016, this handout was revised and is at the 5th grade reading level (available in English, Spanish, French & chinese based on top languages spoken by maryland general hospital patients) -appearing in print media through local newspapers Community Health Care Needs Assessment Schedule H, Part VI, Line 2 Maryland General Hospital completed a comprehensive community health needs assessment (CHNA) in Fiscal Year 2015. This was the second CHNA completed with the first one done and reported in Fiscal Year 2012. The Association for Community Health Improvements (ACHI) 6-step Community Health Assessment Process was utilized as an organizing methodology. The UMMC/MGH Community Health Improvement Team (CHI Team) 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. In addition to using the ACHI 6-step process to lead the assessment process, the Maryland General hospital CHI Team used an additional 5-component assessment and engagement strategy to lead the data collection methodology. Maryland General Hospital, part of the University of Maryland Medical System (UMMS), is a non-profit, 190-bed urban community teaching hospital located in midtown Baltimore with a network of services providing care to approximately 100,000 patients each year. Maryland General Hospital admissions are primarily from within the Baltimore City and the greater metropolitan region. However, for purposes of community benefits programming and this report, the Community Benefit Service Area (CBSA) of UMMC is within Baltimore City. The zip codes within Baltimore City prominently represent the top 66% of all Baltimore City admissions in FY14. These targeted zip codes are: 21201, 21215, 21216, 21217, 21218, 21223, and 21229. The populations in these zip codes are some of the most vulnerable, underserved residents in Baltimore City. There are significant health disparities in these zip codes when compared to other zip codes in Baltimore City and Maryland. Using the above frameworks, data was collected from multiple sources, groups, and individuals and integrated into a comprehensive document which was utilized at a retreat on March 11, 2014 of the UMMC/ MGH 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 Associations (CHA) priority setting criteria. The identified priorities were also validated by a panel of UM Clinical Advisors and UMB Campus experts. Maryland General Hospital collaborated with the University of Maryland Medical Center and 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, James Lawrence Kernan Hospital, and Mt Washington Pediatric Hospital), community leaders, community partners, the University of Maryland Baltimore (UMB) academic community, the general public, local health experts, and the Baltimore City Health Department. A) Community Perspective The communitys 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 FY2015 using the following methods: - Survey insert in Maryland Health Matters (health newsletter) distributed to over 40,000 residents within the CBSA - Online survey posted to www.umm.edu website for community to complete - Waiting rooms (Ambulatory clinics and EDs) at both campuses - Health fairs and events in neighborhoods within UMMCs CBSA Results Top 5 Health Concerns: - Diabetes/Sugar -Smoking/Drug/Alcohol Use - High Blood Pressure/Stroke - Cancer - Heart Disease 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 1,212 Baltimore City residents from the identified CBSA. B) Health Experts Methods- - Reviewed & included National Prevention Strategy Priorities, Maryland State Health Improvement Plan (SHIP) indicators, and Healthy Baltimore 2015 plan from the Baltimore City Health Department - Reviewed Marylands State Health Improvement Plan (SHIP) and attended state-wide health summit in October 2014. - Progress to date on SHIP measures were presented as well as state-wide health priorities for upcoming multi-year cycle. - Conducted campus-wide stakeholder retreat in March 2015, including University of Maryland Schools of Medicine, Nursing, Social Work and UMB Community Affairs office - Interviewed Director of Chronic Disease Prevention at Baltimore City Health Department Results - National Prevention Strategy 7 Priority Areas - SHIP: 39 Objectives in 5 Vision Areas for the State, includes targets for Baltimore City - While progress has been made since 2012 - with 16 out of 41 measures meeting the identified targets at the state level, Measures within Baltimore City have not met identified targets; Even wider minority disparities within the City - Healthy Baltimore 2015: Ten Priority Areas Baltimore City Health Department and Mayors Top Health Priorities: #1 Cardiovascular Disease (CVD) Decrease premature mortality (as defined as death prior to 75 years) #2 Asthma - Particularly pediatric asthma #3 Heroin Use While a priority, no major initiatives to date #4 Diabetes As related to CVD as a comorbidity -Health Expert UMB Campus Panel Focus Group Top Action Items included: -Improve communication and synergy across Campus schools and UMMC -Include University of Maryland Medical Center on UMB Community Action Council -Look for ways to partner and support each other C) Community Leaders Methods - Hosted a focus group in collaboration with the other Baltimore-based UMMS hospitals for community-based organization partners to share their perspectives on health needs (October 30, 2014) Results -Consensus reached 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 Departments 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 E) Health Statistics/Indicators Methods Review annually and for this triennial survey the following: Local data sources: -Baltimore City Health Status Report -Baltimore Health Disparities Report Card -Baltimore Neighborhood Health Profiles -DHMH SHIP Biennial Progress Report 2012-2014 National trends and data: -Healthy People 2020 -County Health Rankings -Centers for Disease Control reports/updates Fat as in Fat: Executive Summary (RWJF) Results - Baltimore City Health Outcomes Summary for CBSA-targeted zip codes -Top 3 Causes of Death in Baltimore City in rank order: -Heart Disease -Cancer - Stroke -Cause of Pediatric Deaths -High rate of Infant Mortality Selecting Priorities Analysis of all quantitative and qualitative data described in the above section identified these top five areas of need within Baltimore City. These top priorities represent the intersection of documented unmet community health needs and the organizations key strengths and mission. These priorities were identified and approved by the UMMC/ MGH CHI Team and validated with the health experts from the UMB Campus Panel: 1. HIV Prevention 2. Substance Abuse Prevention (Smoking) 3. Diabetes Prevention 4. Health Literacy (shared UMMS priority) In addition to the identified strategic priorities from the CHNA, Maryland General Hospital employs the following prioritization framework which is stated in the Maryland General Hospital Community Outreach Plan. Because the Medical Center, serves the region and state, priorities may need to be adjusted rapidly to address an urgent or emergent need Eligibility Education Schedule H, Part VI, Line 3 Maryland General Hospital 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. It is the policy of the UMMS Entities to provide Financial Assistance based on indigence or high medical expenses for patients who meet specified financial criteria and request such assistance. The Financial Clearance Program Policy is a clear, comprehensive policy established to assess the needs of particular patients that have indicated a possible financial hardship in obtaining aid when it is beyond their financial ability to pay for services rendered. Maryland General Hospital makes every effort to make financial assistance information available to our patients including, but not limited to: -Signage in main admitting areas and emergency rooms of the hospital -Maryland General Hospital website -Patient Handbook distributed to all patients -Brochures explaining financial assistance are made available in all patient care areas -Patient Plain Language Sheets Newly revised in June 2016, This handout was revised and is at the 5th grade reading level (available in English, Spanish, French, & Chinese based on top languages spoken by Maryland General Hospital patients) -Appearing in print media through local newspapers Description of Community Served Schedule H, Part VI, Line 4 For purposes of community benefits programming to the State, the community benefit service area for the Maryland General Hospital is defined within Baltimore City. There are seven zip codes which specifically defines the target population: 21201, 21215, 21216, 21217, 21218, 21223, and 21229. Zip codes in this community are part of the federally designated West Baltimore Medicaid Health Professional Shortage Area (HPSA). This designation indicates that there is less than one primary care provider practicing in the area for every 3,000 Medicaid eligible community members. The populations in these zip codes are some of the most vulnerable, underserved residents in Baltimore City with significant health disparities when compared to other zip codes in Baltimore City and Maryland. Residents within the targeted zip codes face significant health disparities. Life expectancy in the target population is 62.9 years vs 71.8 years for Baltimore City overall and 82 years for Roland Park, an upscale Baltimore City neighborhood. Life expectancy is affected by chronic disease prevalence and uncontrolled risk factors, like hypertension. According to Marylands Statewide Health Improvement Plan (SHIP), ER visits due to hypertension are 658.9/100,000 population in Baltimore City as compared with 252.2/100,000 for Maryland, placing Baltimore City with the highest prevalence in the State. This 20-year disparity in life expectancy and quality of life is also profoundly affected by multiple social determinants of health (SDoH). While there are numerous social determinants which affect this population, the main SDOHs include the prevalence of food deserts, unemployment and poverty, transportation issues, and violence. Physical environment determinants include the prevalence of inadequate/unsafe housing, vacant homes, and high tobacco and alcohol store density. The following table illustrates demographics and some of the significant social determinants of health affecting the target population. For a more detailed analysis of these and other determinants of health in this population, please review Maryland General Hospitals FY2015 Community Health Needs Assessment at: http://ummidtown.org/~/media/systemhospitals/midtown/pdfs/aboutus/midtown- chna-executive-report-fy2015.pdf?la=en Target Population Description Target Population Total 260,969 (Male=120,058, Female=140,911) Median Age 34.6 years Race White/Caucasian 45,918 Black/African American 199,656 Amer Indian/Alaska Native 996 Asian 6,063 Native Hawaiian/Other Pacific 101 Other 1,797 Two or More Races 6,438 Ethnicity Hispanic 5,490 Non-Hispanic 255,479 Median Household Income $42,266 Percentage of households w/ incomes below the federal poverty guidelines 22.7% Percentage of uninsured people 14% Percentage of Medicaid recipients 30.9% Percentage of HS graduates 66% Unemployment Rate 21.9% - 28.6% No Vehicle Available 15.3% Severe Housing Problems 24% Healthy Food Availability Index 7.8-12.4 (Scale = 0-25) Tobacco Store Density 27.8- 51.4 stores/10,000 people Promoting the Health of the Community Schedule H, Part VI, Line 5 Key Collaborators in Delivery of Initiative: Analysis of all quantitative and qualitative data from the FY15 CHNA identified three top areas of need within Baltimore City. These top priorities represent the intersection of documented unmet community health needs and the organizations key strengths and mission. These priorities were identified and approved by the UMMC/MGH CHI Team and validated with the health experts from the UMB Campus Panel. All community health improvement programming is focused on these strategic priorities: 1. HIV Prevention 2. Substance Abuse 3. Diabetes Prevention 4. Health Literacy (shared UMMS priority) Identified Need/Priority: Health Literacy During the CHNA conducted in FY12 and FY15, UMMC identified key community priorities, one of which was Health Literacy. This need was identified both years and was based on the low rates of high school completion rates as well as public in the CBSA targeted zip codes as outlined below. Baltimore City Data: Overall high school completion rate in Baltimore City is 80.3%. However, within the targeted CBSA zip codes, the high school completion rate ranges from 73.1% to 86.8%. These rates are far lower than the State of Maryland average of 87%.. As a result of a lack of health literacy is the overall misuse of emergency services when urgent care or preventive/primary care is, at times, more appropriate. In a survey of Baltimore City residents during the FY15 CHNA, 69% of residents reported they did not have health insurance. When further questioned, many participants actually had the new ACA health care coverage but didnt know that it covered preventive care and didnt understand the process of selecting a physician for primary care. Therefore, many individuals do not pursue primary/preventive care and eventually seek emergency care after a problem becomes significantly worse. Health literacy is a significant social determinant of health in Baltimore City which affects patients health outcomes and speaks to the identified need, and subsequently, the UMMC and UMMS priority of Health Literacy. Hospital Initiatives To work on the issue of health literacy, UMMC had one major initiative to address the above identified need with healthcare professionals in FY16. Health Literacy (for professionals) Primary Objectives: 1) Develop video for healthcare professionals on importance of health literacy 2) Post video on staff intranet 3) Engage staff in at least 5 key organizational staff meetings Description: Provide health literacy information to health care professionals to inform their practice -Metrics: -Video developed -Video posted on the intranet -# of key organizational staff meetings -# of meetings where video shown -# of healthcare professionals watching video -# of page views Single or Multi-Year Initiative Time Period: Multi-Year UMMC is working on this identified need over the three year cycle that is consistent with the CHNA cycle. Updates per Implementation Plan metric for each Fiscal Year are provided in the HSCRC Report and to the IRS. Key Partners in Development and/or Implementation: UMMS System hospitals, UMMC Dept of Communications, Healthcare professionals across the UMMS system How were the outcomes evaluated? The outcomes were evaluated based on the metrics discussed in the Primary Objectives section above. Outcomes: - Video developed and finalized 4/2016 - 2 major organizational meetings with video shown - Over 100 professionals watched video in meetings - 1,714 page views on the intranet where video is posted www.umm.edu/community (only for April - June 2016) Continuation of Initiative: UMMC will continue to monitor performance and outcome measures annually. This priority and the accompanying initiatives will continue until the FY18 CHNA. A. Total Cost of Initiative Approx. $10,000 to develop video (utilized across UMMS) B. Direct offsetting revenue from Restricted Grants - $0 Identified Need/Priority: Diabetes Prevention I During the CHNA conducted in FY12 and FY15, UMMC identified key community priorities, one of which was Diabetes Prevention. This need was identified both years and was based on the high prevalence of diabetes and obesity in the CBSA targeted zip codes as outlined below. Baltimore City Data: In Baltimore City, 33.8% of adults are obese. With adults of lower incomes <$15,000/annually), 39% are obese. Of these obese adults, 21% of them have diabetes. Contributing factors to the obesity in the targeted CBSA include significant food deserts, lack of safe outdoor environments to be physically active and high percentage of corner store density. The healthy food availability index (HFAI) averages at 10.3 for Baltimore City overall (scale 0-25 with higher scores being better). Within the targeted CBSA, the HFAI ranges as low as 6.4 and 7.8. All of these significant health disparities in Baltimore City speaks to the identified need, and subsequently, the UMMC priority of Diabetes Prevention. Hospital Initiatives: To combat the high prevalence of diabetes in the targeted CBSA area, Maryland General Hospital has several initiatives to address the above identified need: Community Diabetes Education Primary Objectives 1) Decrease the ED visit rate due to diabetes (Maryland SHIP) 2) Increase the proportion of adults who are at a healthy weight (Maryland SHIP) 3) Provide education on diabetes prevention to at least 150 individuals -Description: Provide general education and information about diabetes prevention, Rethink your Drink, and conduct diabetes awareness/risk assessments to Baltimore residents - Metrics: - # of diabetes education participants - # of nutrition/weight management participants - # of support group participants Single or Multi-Year Initiative Time Period: Multi-Year UMMC is working on this identified need over the three year cycle that is consistent with the CHNA cycle. Updates per Implementation Plan metric for each Fiscal Year are provided in the HSCRC Report and to the IRS. Key Partners in Development and/or Implementation: UMMC Dept of Community Health Improvement, American Diabetes Association, American Heart Association, Centers for Disease Control (CDC) How were the outcomes evaluated? The outcomes were evaluated based on the metrics discussed in the Primary Objectives section above. Outcomes: - 279 people educated on diabetes - 583 people educated on nutrition/weight management - 71 support group participants Continuation of Initiative: UMMC will continue to monitor performance and outcome measures annually. This priority and the accompanying initiatives will continue until the FY18 CHNA. A. Total Cost of Initiative for Current Fiscal Year - $2645 B. Direct offsetting revenue from Restricted Grants - N/A Identified Need/Priority: Diabetes Prevention II During the CHNA conducted in FY12 and FY15, UMMC identified key community priorities, one of which was Diabetes Prevention. This need was identified both years and was based on the high prevalence of diabetes and obesity in the CBSA targeted zip codes as outlined below. Baltimore City Data: In Baltimore City, 33.8% of adults are obese. With adults of lower incomes <$15,000/annually), 39% are obese. Of these obese adults, 21% of them have diabetes. Contributing factors to the obesity in the targeted CBSA include significant food deserts, lack of safe outdoor environments to be physically active and high percentage of corner store density. The healthy food availability index (HFAI) averages at 10.3 for Baltimore City overall (scale 0-25 with higher scores being better). Within the targeted CBSA,the HFAI ranges as low as 6.4 and 7.8. All of these significant health disparities in Baltimore City speaks to the identified need, and subsequently, the UMMC priority of Diabetes Prevention. Hospital Initiatives To combat the high prevalence of diabetes in the targeted CBSA area, Maryland General Hospital has several initiatives to address the above identified need: Diabetes Prevention Program Primary Objectives: 1) Increase the proportion of adults who are at a healthy weight (Maryland SHIP) 2) Reduce the proportion of youth who are obese (Maryland SHIP) 3) Provide education and information on heart healthy lifestyle through engaging, evidence-based programs in the community - Metrics: - # of cohorts annually - # of total participants - # of participants completing program - Pounds lost Single or Multi-Year Initiative Time Period: Multi-Year UMMC is working on this identified need over the three year cycle that is consistent with the CHNA cycle. Updates per Implementation Plan metric for each Fiscal Year are provided in the HSCRC Report and to the IRS. Key Partners in Development and/or Implementation: UMMC Dept of Community Health Improvement, American Diabetes Association, American Heart Association, Centers for Disease Control (CDC) How were the outcomes evaluated? The outcomes were evaluated based on the metrics discussed in the Primary Objectives section Affiliated Health Care System Roles Schedule H, Part VI, Line 6 As part of the University of Maryland Medical System (UMMS), Maryland General Hospital 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, Maryland General Hospital assesses the communitys 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 Systems 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. Maryland General Hospital 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 our community. States With Community Benefit Reported Schedule H, Part VI, Line 7 Maryland General Hospital files an annual community benefit report with Marylands Health Services Cost Review Commission (HSCRC) every December. X true true X X X X true true false false false false false true false BRIAN G BAILEY Sr. VP & Executive Director 310460 0 105496 0 41526 0 10600 0 12946 0 481028 0 0 0 JEFFREY A RIVEST DIRECTOR/CEO 0 823831 0 349458 0 700367 0 10600 0 9550 0 1893806 0 0 JOHN ASHWORTH DIRECTOR 0 511790 0 169396 0 99546 0 10600 0 13037 0 804369 0 0 ROBERT A CHRENCIK DIRECTOR 0 1254208 0 1054693 0 253896 0 10600 0 13037 0 2586434 0 0 SAMUEL D FRIEDEL MD DIRECTOR/ physician 260138 0 0 1645 0 33693 0 18359 0 313835 0 0 0 THADDEUS PULA MD DIRECTOR/ Physician 170932 0 0 0 1800 0 15762 0 18546 0 207040 0 0 0 LISA C ROWEN DIRECTOR 0 391582 0 140053 0 56594 0 10600 0 13037 0 611866 0 0 KEITH D PERSINGER Chief Financial Officer 0 572023 0 231000 0 83651 0 10600 0 5461 0 902735 0 0 MARIE VASBINDER CHIEF NURSING OFFICER 161077 0 46104 0 43632 0 6443 0 0 0 257256 0 35668 0 DONALD E RAY VP - OPERATIONS 204955 0 40000 0 20751 0 8382 0 10579 0 284667 0 0 0 WALTER E EGERTON CHIEF MEDICAL OFFICER 286494 0 50237 0 267512 0 10600 0 574 0 615417 0 173501 0 HEMA PATEL CHIEF MEDICAL OFFICER 253233 0 0 0 373 0 12945 0 16079 0 282630 0 0 0 WILLIAM GRAY MD PHYSICIAN 337500 0 0 0 3165 0 17625 0 0 0 358290 0 0 0 REYAZ U HAQUE MD PHYSICIAN 452295 0 0 0 573 0 15900 0 19975 0 488743 0 0 0 MILES G HARRISON JR MD PHYSICIAN 301004 0 0 0 3165 0 16223 0 14904 0 335296 0 0 0 BENJAMIN I OPARA MD PHYSICIAN 408158 0 0 0 2781 0 15600 0 15071 0 441610 0 0 0 HOWARD J SCHWARTZ MD PHYSICIAN 453194 0 0 0 552 0 15600 0 19786 0 489132 0 0 0 SYLVIA SMITH JOHNSON FORMER PRESIDENT 0 0 0 0 0 204439 0 0 0 0 0 204439 0 0 Health or social club dues or initiation fees Schedule J, Part I, Line 1a UMMS executives receive a benefit package which may be used towards health club dues or other health maintenance programs. Such benefits are capped at $7,000, $5,000 or $3,000 depending on job title as described in the program documents. SEVERANCE PAYMENTS SCHEDULE J, PART I, LINE 4A During the Fiscal Year-ended June 30, 2016, 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: Walter E. Egerton $20,506 Sylvia Smith Johnson $193,065 Jeffrey A. Rivest $188,886 SUPPLEMENTAL NONQUALIFIED RETIREMENT PLAN SCHEDULE J, PART I, LINE 4B During the Fiscal Year-ended June 30, 2016, 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: Brian G. Bailey Donald E. Ray Robert A. Chrencik John Ashworth Lisa C. Rowen Keith D. Persinger Jeffrey A. Rivest During the Fiscal Year-ended June 30, 2016, 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 the reporting tax year, therefore the full value of the plan, including any contributions to the plan for the current fiscal year is reported as taxable compensation and reported on schedule J, Part II, Line B(III), Other Reportable Compensation. Prior year contributions to the plan were previously reported on Form 990 and are indicated on Schedule J, Part II, Column (F). Marie Vasbinder Walter E. Egerton Non Fixed Payments Schedule J, Part I, Line 7 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. Tax Exempt bond Issues Form 990, Part IV, Question 24 Pursuant to a Master Loan Agreement dated June 20, 1991 (The "Master Loan Agreement"), as Amended, The University Of Maryland Medical System Corporation (The "Corporation") and several of its subsidiaries have issued debt through the Maryland Health and Higher Educational Facilities Authority (the "Authority"). As Security for the performance of the bond obligation under the Master Loan Agreement, The Authority maintains a security interest in the revenue of the obligors. The Master Loan Agreement contains certain restrictive covenants. These covenants require that rates and charges be set at certain levels, limit incurrence of additional debt, require compliance with certain operating ratios and restrict the disposition of assets. The obligated group under the Master Loan Agreement includes the Corporation, The James Lawrence Kernan Hospital, Inc., Maryland General Hospital, Inc., Baltimore Washington Medical Center, Inc., Shore Health System, Inc., Chester River Hospital Center, Inc., Civista Medical Center, Inc., University of Maryland St. Joseph Medical Center, LLC, Upper Chesapeake Medical Center, Inc., Harford Memorial Hospital, Inc. and the University of Maryland Medical System Foundation, Inc. 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 $1,417,355,000 of outstanding Authority Bonds on June 30, 2016. All of the bonds were issued in the name of the University of Maryland Medical System Corporation and are reported on Schedule K of its Form 990. Members or Stockholders Who May Elect Form 990, Part VI, Line 6, 7a & 7b UNIVERSITY OF MARYLAND MIDTOWN HEALTH, INC. AND UNIVERSITY OF MARYLAND MEDICAL SYSTEM CORPORATION MAY ELECT MEMBERS AND APPROVE DECISIONS OF THE MARYLAND GENERAL HOSPITAL BOARD. Form 990 Review Process Form 990, Part VI, Line 11b THE IRS FORM 990 IS PREPARED AND REVIEWED BY THE ACCOUNTING FIRM OF GRANT THORNTON. ACCOUNTING PERSONNEL IN FINANCE SHARED SERVICES AT THE UNIVERSITY OF MARYLAND MEDICAL SYSTEM GATHER THE INFORMATION NEEDED TO COMPLETE THE RETURN AND INPUT THE DATA INTO THE GRANT THORNTON TAX ORGANIZER, WHICH IS AN EXCEL-BASED SYSTEM. WHEN ALL DATA HAS BEEN ENTERED, THE INFORMATION IS SUBMITTED TO GRANT THORNTON FOR IMPORTATION INTO THEIR TAX SOFTWARE. AT THIS POINT, GRANT THORNTON STAFF MEMBERS REVIEW THE DATA, ASK FOR ADDITIONAL INFORMATION IF NEEDED AND PREPARE THE TAX RETURN. EACH RETURN IS REVIEWED AT SEVERAL LEVELS AT GRANT THORNTON INCLUDING THE TAX PARTNER. AFTER THEIR REVIEW PROCESS, A DRAFT RETURN IS SENT TO THE ACCOUNTING STAFF AT UMMS FOR AN IN-HOUSE REVIEW. UPON COMPLETION OF THE IN-HOUSE REVIEW, GRANT THORNTON IS INSTRUCTED TO MAKE ANY NECESSARY CHANGES AND TO PREPARE THE FINAL TAX RETURN. THE FINAL RETURN UNDERGOES ANOTHER REVIEW BY THE ACCOUNTING STAFF AT FINANCE SHARED SERVICES AND IS ALSO REVIEWED BY THE ACCOUNTING MANAGER, THE DIRECTOR OF FINANCIAL REPORTING, THE VICE PRESIDENT OF FINANCE AND THE CFO, WHO SIGNS THE RETURN. PRIOR TO FILING THE IRS FORM 990, THE ORGANIZATION'S BOARD CHAIRMAN, TREASURER, AUDIT COMMITTEE CHAIRMAN, EXECUTIVE COMMITTEE CHAIRMAN OR OTHER MEMBER OF THE BOARD WITH SIMILAR AUTHORITY WILL REVIEW THE IRS FORM 990. AT THE DISCRETION OF THE REVIEWING BOARD MEMBER, SUCH MEMBER WILL BRING ANY ISSUES OR QUESTIONS RELATED TO THE COMPLETED IRS FORM 990 TO THE ATTENTION OF THE BOARD. NOTWITHSTANDING THE ABOVE, A BOARD RESOLUTION IS NOT REQUIRED FOR THE FILING OF THE ORGANIZATION'S IRS FORM 990. EACH BOARD MEMBER IS PROVIDED WITH A COPY OF THE FINAL IRS FORM 990 BEFORE FILING. Conflict of Interest Policy Monitoring & Enforcement Form 990, Part VI, Line 12c THE ORGANIZATION'S OFFICERS, DIRECTORS, EMPLOYEES 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 ALL OFFICERS, DIRECTORS AND KEY EMPLOYEES. THE GENERAL COUNSEL OF THE UNIVERSITY OF MARYLAND MEDICAL SYSTEM CORPORATION (UMMSC) REVIEWS THE RESPONSES FOR UMMSC AND JAMES LAWRENCE KERNAN HOSPITAL. THE CEO OR CFO OF EACH OF THE OTHER ENTITIES IN THE UNIVERSITY OF MARYLAND MEDICAL 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 FOR UMMSC, AND JAMES LAWRENCE KERNAN HOSPITAL. 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. Process for Determining Compensation Form 990, Part VI, Line 15a & 15b 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. How Documents are Made Available to the Public Form 990, Part VI, Line 19 IN GENERAL, FINANCIAL AND TAX INFORMATION RELATING TO THE ORGANIZATION IS DEEMED PROPRIETARY AND NOT SUBJECT TO DISCLOSURE UPON REQUEST. HOWEVER, SPECIFIC PROVISIONS OF FEDERAL AND STATE LAW REQUIRE THE ORGANIZATION TO DISCLOSE CERTAIN LIMITED FINANCIAL AND TAX DATA UPON A SPECIFIC REQUEST FOR THAT INFORMATION. REQUESTS FOR FORM 990 AND FORM 1023: A REQUESTOR SEEKING TO REVIEW AND/OR OBTAIN A COPY OF THE ORGANIZATION'S IRS FORM 990 OR FORM 1023 AS FILED WITH THE INTERNAL REVENUE SERVICE, INCLUDING ALL SCHEDULES AND ATTACHMENTS, MAY APPEAR IN PERSON OR SUBMIT A WRITTEN REQUEST. THE MOST RECENT THREE YEARS OF IRS FORM 990 MAY BE REQUESTED. IF THE REQUESTER APPEARS IN PERSON, THE INDIVIDUAL IS DIRECTED TO THE OFFICE OF THE CHIEF FINANCIAL OFFICER FOR THE ORGANIZATION AND THE FORM 990 AND/OR FORM 1023 ARE MADE AVAILABLE FOR INSPECTION. THE INDIVIDUAL IS PERMITTED TO REVIEW THE RETURN, TAKE NOTES AND REQUEST A COPY. IF REQUESTED, A COPY IS PROVIDED ON THE SAME DAY. A NOMINAL FEE IS CHARGED FOR MAKING THE COPIES. THE ORGANIZATION MAY HAVE AN EMPLOYEE PRESENT DURING THE PUBLIC INSPECTION OF THE DOCUMENT. WRITTEN REQUESTS FOR AN ENTITY'S FORM 990 OR FORM 1023 ARE DIRECTED IMMEDIATELY TO THE OFFICE OF THE CHIEF FINANCIAL OFFICER FOR THE ORGANIZATION. THE REQUESTED COPIES ARE MAILED WITHIN 30 DAYS OF THE REQUEST. REPRODUCTION FEES AND MAILING COSTS ARE CHARGED TO THE REQUESTOR. CONFLICT OF INTEREST POLICY AND GOVERNING DOCUMENTS: IF THE GOVERNING DOCUMENTS AND CONFLICT OF INTEREST POLICY OF OUR ORGANIZATION ARE SUBJECT TO THE FEDERAL PUBLIC DISCLOSURE RULES (OR STATE PUBLIC DISCLOSURE RULES), THESE DOCUMENTS WILL BE MADE PUBLICLY AVAILABLE AS APPLICABLE LAW MAY REQUIRE. OTHERWISE, THE GOVERNING DOCUMENTS AND CONFLICT OF INTEREST POLICY WILL BE PROVIDED TO THE PUBLIC AT THE DISCRETION OF MANAGEMENT. Hours on Related Entities Form 990, Part VII, Section A, Column B THE UNIVERSITY OF MARYLAND MEDICAL SYSTEM (UMMS) IS A MULTI-ENTITY HEALTH CARE SYSTEM THAT INCLUDES 11 ACUTE CARE HOSPITALS, 1 ACUTE CARE HOSPITAL OWNED IN A JOINT VENTURE ARRANGEMENT AND VARIOUS SUPPORTING ENTITIES. A NUMBER OF INDIVIDUALS PROVIDE SERVICES TO VARIOUS ENTITIES WITHIN THE SYSTEM. IN GENERAL, THE OFFICERS AND KEY EMPLOYEES OF UMMS AVERAGE IN EXCESS OF 40 HOURS PER WEEK SERVING THE DIFFERENT ENTITIES THAT COMPRISE UMMS. Other Changes in Net Assets or Fund Balances Form 990, Part XI, Line 9 Strategic Priorities Funding (1,300,000) Fund Balance Transfer from UM Midtown Health, Inc. 1,700,000 Adjustment to Pension Liab. Per Actuarial Valuation (8,418,807) Change in Restricted Funds (44,863) Non Oper Unrealized G/L on Investment - Not included in Net Income in Tax Organizer (23,429) Non Oper Investment Income & Sales of Securities - Not included in Net Income in Audited Financial Stmt (117) Other cHANGES IN NET ASSETS (1) ---------------- Total Other Changes in net assets $(8,087,217) Baltimore Washington Emergency Phys Inc 301 Hospital Drive Glen Burnie MD 21061 521756326 Healthcare MD 501(c)(3) 11A UMBWMS false Baltimore Washington Healthcare Services 301 Hospital Drive Glen Burnie MD 21061 521830243 Healthcare MD 501(c)(3) 11A UMBWMS false Baltimore Washington Medical Center Inc 301 Hospital Drive Glen Burnie MD 21061 520689917 Healthcare MD 501(c)(3) 03 UMBWMS false UM Baltimore Washington Medical System 301 Hospital Drive Glen Burnie MD 21061 521830242 Healthcare MD 501(c)(3) 11A UMBWMS false BW Medical Center Foundation Inc 301 Hospital Drive Glen Burnie MD 21061 521813656 Fundraising MD 501(c)(3) 11C UMBWMS 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) 08 UMSRH false Univ of MD Shore Regional HealthInc 100 Brown Street Chestertown MD 21620 522046500 Healthcare MD 501(c)(3) 11A UMMSC false Chester River Hospital Center 100 Brown Street Chestertown MD 21620 520679694 Healthcare MD 501(c)(3) 03 UMSRH false Chester River Manor Inc 200 Morgnec Road Chestertown MD 21620 526070333 Healthcare MD 501(c)(3) 09 UMSRH false Maryland General Clinical Practice Group 827 Linden Avenue Baltimore MD 21201 521566211 Healthcare MD 501(c)(3) 11B UMMTH false Maryland General Comm Health Foundation 827 Linden Avenue Baltimore MD 21201 522147532 Fundraising MD 501(c)(3) 11C UMMTH false University of Maryland Midtown Health I 827 Linden Avenue Baltimore MD 21201 521175337 Healthcare MD 501(c)(3) 11B UMMSC false Care Health Services Inc 219 South Washington Street Easton MD 21601 521510269 Healthcare MD 501(c)(3) 09 UMSRH false Dorchester General Hospital Foundation 219 South Washington Street Easton MD 21601 521703242 Fundraising MD 501(c)(3) 11D UMSRH false Memorial Hospital Foundation Inc 219 South Washington Street Easton MD 21601 521282080 Fundraising MD 501(c)(3) 11A UMSRH false University of Maryland Community Medical 22 South Greene Street Baltimore MD 21201 521874111 Healthcare MD 501(c)(3) 03 UMMSC false Shore Health System Inc 219 South Washington Street Easton MD 21601 520610538 Healthcare MD 501(c)(3) 03 UMMSC false James Lawrence Kernan Hosp Endow Fd 2200 Kernan Drive Baltimore MD 21207 237360743 Fundraising MD 501(c)(3) 11B UMMSC false James Lawrence Kernan Hospital Inc 2200 Kernan Drive Baltimore MD 21207 520591639 Healthcare MD 501(c)(3) 03 UMMSC false UMMS Foundation Inc 22 South Greene Street Baltimore MD 21201 522238893 Fundraising MD 501(c)(3) 11A UMMSC false University of MD Medical System Corp 22 South Greene Street Baltimore MD 21201 521362793 Healthcare MD 501(c)(3) 03 NA false University of Maryland Charles Regional PO Box 1070 La Plata MD 20646 522155576 Healthcare MD 501(c)(3) 11C UMMSC false Civista Medical Center Inc PO Box 1070 La Plata MD 20646 520445374 Healthcare MD 501(c)(3) 03 UMCRH false Charles Regional Medical Center Foundati PO Box 1070 La Plata MD 20646 521414564 Fundraising MD 501(c)(3) 11A UMCRH false Charles Regional Medical Center Auxiliar PO Box 1070 La Plata MD 20646 521131193 Fundraising MD 501(c)(3) 11A UMCRH false Univ of MD St Joseph Foundation Inc 7601 Osler Drive Towson MD 21204 521681044 Fundraising MD 501(c)(3) 11A UMMSC false Harford Memorial Hospital Inc 520 Upper Chesapeake Dr Bel Air MD 21014 520591484 Healthcare MD 501(c)(3) 03 UMUCHS false UCH Legacy Funding Corporation 520 Upper Chesapeake Dr Bel Air MD 21014 520882914 Fundraising MD 501(c)(3) 11A UMUCHS false UM Upper Chesapeake Health System Inc 520 Upper Chesapeake Dr Bel Air MD 21014 521398513 Healthcare MD 501(c)(3) 11C,III-FI UMUCHS false Upper Chesapeake Health Foundation Inc 520 Upper Chesapeake Dr Bel Air MD 21014 521398507 Fundraising MD 501(c)(3) 11A UMUCHS false Upper Chesapeake Medical Center Inc 520 Upper Chesapeake Dr Bel Air MD 21014 521253920 Healthcare MD 501(c)(3) 03 UMUCHS false Upper Chesapeake Medical Services Inc 520 Upper Chesapeake Dr Bel Air MD 21014 521501734 Healthcare MD 501(c)(3) 09 UMUCHS false Upper Chesapeake Properties Inc 520 Upper Chesapeake Dr Bel Air MD 21014 521907237 Real Estate MD 501(c)(2) UMUCHS false Upper Ches Residential Hospice House In 520 Upper Chesapeake Dr Bel Air MD 21014 260737028 Hospice MD 501(c)(3) 07 UMUCHS false Upper ChesapeakeSt Joseph Home Care I 520 Upper Chesapeake Dr Bel Air MD 21014 521229742 HOSPICE MD 501(c)(3) 09 UMUCHS false UMSJ Health System LLC 7601 Osler Drive Towson MD 21204 460797956 Healthcare MD 501(c)(3) 11A UMMSC false Arundel Physicians Associates LLC 301 Hospital Drive Glen Burnie MD 20161 522000762 Healthcare MD NA Baltimore Washington Imaging LLC 301 Hospital Drive Glen Burnie MD 20161 200806027 Healthcare MD NA Innovative Health LLC 29165 Canvasback Drive Suite 100 Easton MD 21601 521997287 Billing MD NA Central Maryland Radiology Oncology LLC 10710 Charter Drive Columbia MD 21044 270879418 Healthcare MD NA Universitycare LLC 22 South Greene Street Baltimore MD 21201 521914892 Healthcare MD NA O'Dea Medical Arts Limited Partnership 7601 Osler Drive Towson MD 21204 521682964 Rental MD NA Advanced Imaging at St Joseph Medical C 7601 Osler Drive Towson MD 21204 521958002 Healthcare MD NA UCHSUMMS Real Estate Trust 520 Upper Chesapeake Dr Bel Air MD 21014 276803540 Real Estate MD NA University of Maryland Charles Regional PO Box 1070 LaPlata MD 20646 300956382 Healthcare MD NA Arundel Physicians Associates Inc 301 Hospital Drive Glen Burnie MD 21061 521992649 Healthcare MD NA C Corp Baltimore Washington Health Enterprises 301 Hospital Drive Glen Burnie MD 21061 521936656 Healthcare MD NA C Corp BW Professional Services Inc 301 Hospital Drive Glen Burnie MD 21061 521655640 Healthcare MD NA C Corp Univ of Maryland Charles Regional Care P PO Box 1070 La Plata MD 20646 522176314 Healthcare MD NA C Corp University Midtown Prof Center A Condom 827 Linden Avenue Baltimore MD 21201 521891126 Real Estate MD UMMTH C Corp NA Executive Building Condo Assn Inc 301 Hospital Drive Glen Burnie MD 21061 Real Estate MD NA C Corp Terrapin Insurance Company PO Box 1109 Grand Cayman KY 11102 980129232 Insurance KY NA C Corp UMMS Self Insurance Trust 22 South Greene Street Baltimore MD 21201 526315433 Insurance MD NA Trust Upper Chesapeake Insurance Company 520 Upper Chesapeake Dr Bel Air MD 21014 980468438 Insurance MD NA Trust Upper Chesapeake Health Ventures Inc 520 Upper Chesapeake Dr Bel Air MD 21014 522031264 Healthcare 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