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REVENUES ARE USED TO HELP DEFRAY THE COSTS OF SERVICES PROVIDED. 24 21 9866 877 352469 -5895173 8112000 8542000 1276195314 1342688343 42043365 12582496 80747626 46133898 1407098305 1409946737 243500 371750 0 0 552415164 593530454 0 0 0 712124827 706599733 1264783491 1300501937 142314814 109444800 2280537688 2519210125 1540119298 1807273094 740418390 711937031 UMMS PROVIDES A VARIETY OF INPATIENT/OUTPATIENT SERVICES TO PEOPLE IN THE MARYLAND AREA REGARDLESS OF THEIR ABILITY TO PAY. REVENUES ARE USED TO HELP DEFRAY THE COSTS OF SERVICES PROVIDED. false false 900099 1091955635 371750 1311241649 UMMS, A PRIVATE, NON-PROFIT HEALTH SYSTEM, CONSISTS OF 11 HOSPITALS - THE UNIVERSITY OF MARYLAND MEDICAL CENTER (UMMC), THE ACADEMIC ""HUB"" - AND THE 10 COMMUNITY AND SPECIALTY HOSPITALS THROUGHOUT THE STATE OF MARYLAND. UMMC IS A NATIONAL AND REGIONAL REFERRAL CENTER FOR TRAUMA, CANCER CARE, NEUROCARE, CARDIAC CARE AND HEART SURGERY, WOMEN'S AND CHILDREN'S HEALTH AND ORGAN TRANSPLANTS. 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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 7.35% and 24.60% 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. 68949315 68949315 791934350 376440876 415493474 5015233 2251417 2763816 526692675 398501089 128191586 174643102 491763 174151339 789549530 ALTERNATIVE INVESTMENTS 143620000 F 143620000 ECONOMIC INT IN ASSETS OF FDN 58001400 DEFERRED FINANCING COSTS 6841850 ASSETS WHOSE USE IS LIMITED 209853970 INVESTMENT IN SUBSIDIARIES 294296066 OTHER RECEIVABLES 37209136 DUE FROM AFFILIATES - NOTES RE 327304915 933507337 0 ADVANCES FROM 3RD PARTY PAYORS 82860496 OTHER LIABILITIES 169016303 INT RATE SWAPS MARK TO MARKET 217756001 469632800 Schedule D, Part X FIN 48 FOOTNOTE PER AUDIT REPORT The University of Maryland Medical System 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. false Central America and the Caribbean 0 0 Investments 75155000 South America 0 0 Program Services Medical services 418941 0 0 0 0 75573941 75573941 true false true false false false true true true X true X 500. true true true false true true 50002550 50002550 0.03840 50002550 50002550 0.03840 2013308 2013308 0.00150 100205386 100205386 0.07710 20703832 20703832 0.01590 669671 669671 0.00050 123592197 123592197 0.09500 173594747 173594747 0.13340 6295 6295 193410 193410 0.00010 199705 199705 0.00010 true 54190113 0 353706140 258995095 94711045 X true true 1 1 University of Maryland Hospital

22 S Greene Street Baltimore MD 21201

X X X X X University of Maryland Hospital 1 true true 200. true 500. true X X X X X X X true true X X X X true X true X X X X X true X false true 5 UniversityCare Shipley's Choice

8601 Verterans Highway Ste 111 Millersville MD 21108

Healthcare Clinic Univ Pediatric Specialists Bel Air

N Park Center Unit 423 4C North A Bel Air MD 21014

Healthcare Clinic UniversityCare Edmondson Village

4538 Edmondson Ave Baltimore MD 21229

Healthcare Clinic UniversityCare Waxter Center

1000 Cathedral Street Baltimore MD 21201

Healthcare Clinic Univ Specialists Shipley's Choice

8601 Verterans Highway Ste 110 Millersville MD 21108

Healthcare Clinic Related Organization Benefit 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 31 of each year. In addition, the annual Community Benefit Report is available upon request at the entity's corporate offices. Costing Methodology Schedule H, Part I, Line 7a Schedule H, Line 7a, Column (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. Schedule H, 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, Line 7f Column (c) - 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, Line 7f Column (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 University of Maryland Medical Centers community building activities promoted the health of the community it serves in many significant ways. Reach and effectiveness are measured to evaluate programming and the following is a summary of the past fiscal years impact. For FY12, 25,960 individuals were served in the community through our health fairs, screening events, immunization clinics, or specialized programs. Over 60 health fairs were hosted in the community, including participation in University of Maryland Medical System (UMMS) events drawing 1,000 individuals or more for four events held annually. Some of our larger programs include: Dance for Your Heart 600 Seniors Get Fit Kids 320 Baltimore City Public School elementary students Storks Nest 203 women enrolled in prenatal education Breathmobile 500 patients with 1,000 visits for pediatric asthma care Flu Clinics 1,115 individuals immunized BP Screenings 247 individuals screened in addition to screenings held at health fairs Diabetes Screenings 150 individuals screened Vascular Screenings 280 individuals screened HIV Testing 895 individuals tested As an example of effectiveness, UMMC tracks participant satisfaction and knowledge, attitudes, and beliefs (KAB) as an outcome measure of effectiveness for our larger health fairs. During our most recent health fair, 99 participants completed an evaluation before and after attending the health fair. Prior to attending the health fair, 66.3% of participants knew their blood pressure, and after attending the health fair, 94.9% of participants knew their blood pressure (z = 3.451, p <.01). In addition, prior to the health fair, 43.8% knew what their cholesterol number meant, and after the health fair 63.9% knew what their cholesterol reading meant (z = 2.061, p <.05). Knowledge of preventive cancer screenings showed changes in knowledge, but the changes were not statistically significant. Breast cancer screenings knowledge was 52.3% before the fair compared to 58.8%. Forty one percent knew how often cervical cancer screenings needed to be completed before the fair as compared to 52.4% after the fair. Additionally, 37.5% of respondents knew how often prostate screening was needed before the fair as compared to 42.9% knowing the correct screening after the fair, and knowledge on bowel cancer screening experienced a slight decrease in knowledge with 36.3% before the fair and 35% after the fair. Additional outcome measures were used to evaluate attitudes and anticipated behavior change and revealed the following results. Eighty percent of respondents stated that they learned new information at the fair, including 61.7% stated they would make a dietary behavior change as a result of the fair, and 80.6% stated they would make a physical activity behavior change as a result of the fair. In addition, 91% of respondents rated their overall satisfaction with the Fair as 'Very Good or Excellent'. Bad Debt Expense Schedule H, Part III, Line 4 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. Medicare reimburses Maryland hospitals according to rates established by the HSCRC as long as the State continues to meet a two-part test. This two-part waiver test allows Medicare to participate in the Maryland system as long as two conditions are met. - all other payers participating in the system pay HSCRC set rates and - the rate of growth in Medicare payments to Maryland hospitals from 1981 to the present is not greater than the rate of growth in Medicare payments to hospitals nationally over the same time frame. Medicare Cost Report Schedule H, Part III, Line 8 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. Medicare reimburses Maryland hospitals according to rates established by the HSCRC as long as the State continues to meet a two-part test. This two-part waiver test allows Medicare to participate in the Maryland system as long as two conditions are met. - all other payers participating in the system pay HSCRC set rates and - the rate of growth in Medicare payments to Maryland hospitals from 1981 to the present is not greater than the rate of growth in Medicare payments to hospitals nationally over the same time frame. Collection Practices 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. 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. Community Health Care Needs Assessment Schedule H, Part VI, Line 2 The University of Maryland Medical Center (UMMC) completed a comprehensive community health needs assessment using the Association for Community Health Improvements (ACHI) 6-step Community Health Assessment Process as an organizing methodology/framework. The UMMC Community Empowerment Team (CET) served as the lead team to conduct the Community Health Needs Assessment (CHNA) in Fiscal Year 2012. The interdisciplinary UMMC CET adopted the following ACHI 6-step process to lead the assessment process and the additional 5-component assessment and engagement strategy (including the community perspective, health experts, community leaders, SDoH, health statistics/indicators) was developed internally to lead the data collection and engagement methodology. Using the two above frameworks, data was collected from multiple sources, groups, and individuals and integrated into a comprehensive document which was utilized at a retreat of the UMMC Community Empowerment Team. During that strategic planning retreat, priorities were identified using the collected data, then the priorities were validated by a panel of UMB Campus experts. UMMC 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 (Kernan, Maryland General, and Mt Washington Pediatric Hospitals), 70 faith leaders, community leaders, community partners, the University of Maryland Baltimore (UMB) academic community, the general public, local health experts, and the Baltimore City Health Department. As an example, the Medical Center participates in a wide variety of local coalitions including, several sponsored by the Baltimore City Health Department, including the Cancer Coalition, Tobacco Coalition, Influenza Coalition as well as partners with many community-based organizations like American Cancer Society (ACS), Susan G. Komen Foundation, Ulman Foundation, American Diabetes Association (ADA), American Heart Association (AHA), BMore Healthy Babies, Text4baby, and Safe Kids, most of whom were included in the assessment. In addition, UMB campus experts were consulted and include: Yvette Rooks, MD, and Verlyn Warrington, MD, both from University of Marylands Dept of Family Medicine and UM School of Medicine, Dr. Pat McLaine, UM School of Nursing, Bronwyn Mayden, MSW, Assistant Dean UM School of Social Work, and Brian Sturdivant, UMB Director of Community Affairs. In addition, UMMC conducted a survey of nearly 900 Baltimore City residents during major health fairs and sponsored a focus group of 30 major community partners. The US National Prevention Strategy, Healthy People 2020, the Maryland DHMHs State Health Improvement Plan (SHIP), Baltimore City Health Departments 2011 Neighborhood Profiles, and Healthy Baltimore 2015 were all also included to provide national and local context, prevalence date, and direction for the assessment. Social Determinants of Health (SDoH) Needs were also included in the CHNA. SDoH as defined by the World Health Organization (WHO) are the circumstances in which people live, grow, and work, which greatly determine an individual's health status (World Health Organization, 2008). At all levels of income, health and illness follow a social gradient: the lower the socioeconomic status, the lower the health status. Contributing to the major health needs of the CBSA, there are many significant SDoH which were identified (in no particular order), lack of fresh produce available (food deserts), limited transportation, unsafe housing, economic development, and literacy. The Community Health Needs Assessment and Implementation Strategy will be completed again in FY15 and every three years thereafter and can be viewed in its entirety at: http://www.umm.edu/community/pdf/chna-executive-summary.pdf Eligibility Education Schedule H, Part VI, Line 3 University of Maryland Medical Centers 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. Patient information sheets are provided in both English and Spanish. UMMC makes every effort to make financial assistance information available to our patients including, but not limited to: Signage (English and Spanish) in main admitting area of the hospital Signage (English and Spanish) in Adult and Pediatric Emergency Rooms Signage in (English and Spanish) in Shock Trauma admitting area Patient Handbook distributed to all patients Brochures and Patient Information Sheets (English and Spanish) explaining financial assistance are made available in all patient care areas (Patient Registration, Emergency Room, Shock Trauma, and Outpatient areas) Appearing in print media through local newspapers Financial Counselors are also available on day and evening shifts in the main admitting area, Shock Trauma admitting, and both the Adult and Pediatric Emergency Rooms Description of Community Served Schedule H, Part VI, Line 4 The University of Maryland Medical Center (UMMC) serves Baltimore City and the greater metropolitan region, including patients with in-state, out-of-state, and international referrals for tertiary and quaternary care. UMMC is a private, non-profit acute care hospital and is affiliated with the University of Maryland School of Medicine, as well as the surrounding professional schools on campus. It is the second leading provider of healthcare in Baltimore City and the state of Maryland, and has served the states and citys populations since 1823. Despite the larger regional patient mix, for purposes of community benefits programming and this report, the Community Benefit Service Area (CBSA) of UMMC is now defined following the completion of our Community Health Needs Assessment in FY12 using the following Baltimore City 10 zip codes: 21201, 21223, 21229, 21230, 21215, 21216, 21217, 21218, 21213, and 21225. However, UMMC does respond to community health issues outside of the primary CBSA as the need arises (i.e. H1N1 preparedness, emergency & disaster preparedness for the region and state, etc.). The 10 zip codes of the community benefit service area share many of the same attributes of poverty, unsafe neighborhoods, unmet health needs with no health insurance, and illiteracy. A summary of the social determinants of health and demographics follows. Demographics of Targeted CBSA Racial Status African Americans = 70% Caucasians = 25% Asian = 2% Hispanic = 2% Two or more races/Other = 1% Average Age = 37 years old Females = 54% Males = 46% Source: Nielsen Segmentation & Local Market Solutions 2012 Percentage of households with incomes below the federal poverty guidelines within the CBSA 21201 48.8% (Upton/Druid Heights) 21223 26.2% (SW Baltimore) 21216 & 21217 12.2% (Mondawmin) 21215 21.3% (Pimlico) 21229 15.1%/13.3% (Allendale/Edmondson) 21230 20.8%/11.4% (Washington Village/Morrell Park) 21230 8.8% (Inner Harbor/S. Baltimore) Source: Baltimore City Health Department (2011). Neighborhood Health Profile Report. www.baltimorehealth.org Percentage of Medicaid recipients by County (Targeted 10 zips) within the CBSA 39.3% Source: HSCRC Non-Confidential Database Percentage of uninsured people by County (Targeted 10 zips) within the CBSA 6.2% Source: HSCRC Non-Confidential Database Social Determinants of Health (SDoH) Life Expectancy Baltimore City = 71.8 years 21201 62.9 years (Upton/Druid Heights) 21223 65 years (SW Baltimore) 21216 & 21217 69.6 years (Mondawmin) 21215 66.8 years (Pimlico) 21229 68.5/71.6 years (Allendale/Edmondson) 21230 68.6/70.8 years (Washington Village/Morrell Park) 21230 77.1/73.3 years (Inner Harbor/S. Baltimore) The entire 10 zip code CBSA is in an identified food desert with limited fresh or health food items available. In addition, the density of alcohol and tobacco stores is twice to three times the Baltimore City average. Homicide and domestic violence rates within the CBSA are double the Baltimore City average. Promoting the Health of the Community Schedule H, Part VI, Line 5 Within each of the six strategic community priorities, UMMC sponsors several larger, significant programs in each priority area. The community strategic priorities focus on: * Chronic Disease Prevention (2 Priority Areas) -Obesity/CV Disease/Diabetes Prevention (From the Heart Health Fair, Dance for Your Heart, Kids to Farmers Market Program, Get Fit Kids) -Cancer Prevention (Baltimore City Cancer Prevention Program BCCP) -Maternal Child Health (Storks Nest Program) -Infectious Disease Prevention (2 Priority Areas) -HIV Prevention (Rapid HIV testing in partnership w/ JACQUES initiative) -Influenza Prevention (Annual Flu Clinics) * Violence Prevention (VIP Program) * Access to Care/Prevention (Integrated within each above area through free screening programs BP, cholesterol, pregnancy, HIV, etc.) * Workforce Development/Literacy (BACH Fellows, Project Search, Youth Works, Live Near Your Work) In addition to the major initiatives listed above, there were numerous other, smaller events in the community in the past fiscal year to include over 60 local, neighborhood health fairs (in schools, neighborhoods, & places of worship), 10 flu clinics, Lunch and Learn sessions, Injury Prevention demonstrations and Safety Checks, and donations to over 25 non-profit organizations to benefit the community. In addition to the identified strategic and sustained priorities from the CHNA, UMMC employs the following prioritization framework which is stated in the UMMC Community Outreach Plan. Because the Medical Center, serves the region and state with a leading Trauma Center, priorities may need to be adjusted rapidly to address an urgent or emergent need in the community, (i.e. disaster response or infectious disease issue). The CHNA prioritized needs for the Sustained and Strategic Response Categories and the Rapid and Urgent Response Categories needs will be determined on an as-needed basis. UMMC will provide leadership and support within the communities served at variety of response levels. Rapid and Urgent response levels will receive priority over sustained and strategic initiatives as warranted. * Rapid Response - Emergency response to local, national, and international disasters, i.e. Haiti disaster, weather disasters earthquake, blizzards, terrorist attack * Urgent Response - Urgent response to episodic community needs, i.e. H1N1/ Flu response * Sustained Response - Ongoing response to long-term community needs, i.e. obesity and tobacco prevention education, health screenings, workforce development, community engagement & empowerment * Strategic Response - Long-term strategic leadership at legislative and corporate levels to leverage relationships to promote health-related policy or reform and build key networks, i.e. supporting policy on smoke-free parks and pools, redevelopment of Hollins Market as a Healthy Food Hub Now in its second year, our community outreach website was created in FY11 on the public web site of the University of Maryland Medical Center. All of our community benefit information is now available online as well as our community calendar of events and information on our outreach programming and initiatives. The CHNA recently completed in FY12 is also available on this site as is our Community Benefit Annual Report. For FY12, there were 4,871 page views with 2,300 unique visitors. This represents a 55% increase in page views and a 65% increase in unique visitors as compared to FY11. A calendar of upcoming events is posted for the community on this site. Visit us at www.umm.edu/community Unmet Community Needs The UMMC identified core community outreach priorities target the intersection of the identified community needs and the organizations key strengths and mission. Several additional topic areas were identified by the CET during the CHNA process including: behavioral health needs, lack of safe housing, transportation needs, and substance abuse. While the Medical Center will focus the majority of our efforts on the identified priorities outlined in the table above, we will review the complete set of needs identified in the CHNA for future collaboration and work. These areas, while still important to the health of the community, will be met through other health care organizations with our assistance as available. The unmet needs not addressed by UMMC will be addressed by key Baltimore City governmental agencies, other local healthcare providers and organizations, and existing community-based organizations with whom we partner with regularly. UMMC remains committed to Empowering and Building Healthy Communities. Affiliated Health Care System Roles Schedule H, Part VI, Line 6 University of Maryland Medical Center (UMMC) is part of the larger University of Maryland Medical System (UMMS), which includes ten hospitals around the central Maryland region. UMMS created the University of Maryland Community Outreach and Advocacy Team which meets monthly to address the health care needs of the Baltimore community. The group is comprised of community outreach management and staff, clinicians, executive leadership from UMMS system hospitals, which includes the Medical Center. UMMC participates in this Advocacy Team and representatives communicate priorities to the Medical Center. In addition to the UMMS priorities, UMMC determines annual community outreach goals and objectives. For FY11, UMMC was a major participant and sponsor in two annual UMMS outreach health fairs, Take a Loved One to the Doctor Day and Spring into Good Health. STATE FILING OF COMMUNITY BENEFIT REPORT 990 SCHEDULE H, PART VI MD, true Ronald McDonald House 635 West Lexington Street Baltimore MD 21201 521184957 501(c)3 70000 General Assistance UMBF Inc 100 N Greene St Baltimore MD 21201 311678679 501(c)3 31000 General Assistance Carroll Hospital Center Fnd 200 Memorial Ave Westminster MD 21157 521115038 501(c)3 10000 General Assistance Youthworks Baltimore City Foundation Inc 101 West 24th Street Baltimore MD 21218 521212473 501(c)3 25000 General Assistance American Heart Association 415 N Charles St Baltimore MD 21201 135613797 501(c)3 10000 General Assistance Civista Health Foundation 616 E Charles St La Plata MD 20646 521414564 501(c)3 7500 General Assistance Healthcare Financial Mgmt Assoc 6701 N Charles St Baltimore MD 21204 362318336 501(c)3 5500 General Assistance Maryland Black Caucus Foundation PO Box 948 Annapolis MD 21404 521417532 501(c)3 10000 General Assistance March of Dimes Central MD Div 210 Kiley Drive Salsbury MD 21801 131846366 501(c)3 10000 General Assistance MD African American Museum Corp 830 E Pratt St Baltimore MD 21202 522107879 501(c)3 10000 General Assistance Univ of Maryand Medical System Foundation 22 South Greene Street Baltimore MD 21201 521362793 501(c)3 12200 General Assistance Downtown Partnership of Baltimore 217 North Charles Street Baltimore MD 21201 521326864 501(c)3 15000 General Assistance Cal Ripken Sr Foundation 1427 Clarkview Road Baltimore MD 21209 522310500 501(c)3 25000 General Assistance Univ of Maryland Baltimore 620 West Lexington Street Baltimore MD 21201 526002033 115 50000 General Assistance Baltimore Area Council BSA 701 Wyman Park Dr Baltimore MD 21211 520591572 501(c)3 6000 General Assistance Univ of Maryland School of Nursing 655 West Lombard Street Baltimore MD 21201 526002036 115 25000 General Assistance 16 Part I, Line 2 University of Maryland Medical System makes contributions to organizations in support of its overall mission of health promotion in the community it serves. X true true X X X X true true false false false false false true false ROBERT A CHRENCIK 1124953 0 937125 0 11560 0 204107 0 9624 0 2287369 0 0 0 LISA C ROWEN 337675 0 164939 0 16297 0 48165 0 9315 0 576391 0 0 0 HENRY J FRANEY 643163 0 325097 0 105093 0 9800 0 8221 0 1091374 0 0 0 MEGAN M ARTHUR 401936 0 163345 0 69093 0 9800 0 8497 0 652671 0 0 0 JOHN W ASHWORTH III 357011 0 155527 0 56815 0 9800 0 7955 0 587108 0 0 0 MARK L WASSERMAN 298932 0 130500 0 40780 0 9800 0 7184 0 487196 0 0 0 GERALD L WOLLMAN 294871 0 126406 0 3002 0 41948 0 9225 0 475452 0 0 0 MARK KELEMEN 317271 0 106268 0 5215 0 46203 0 9287 0 484244 0 0 0 JEFFERY A RIVEST 689045 0 381237 0 129101 0 9800 0 7908 0 1217091 0 0 0 ROBERT K ALLEN 255444 0 58000 0 131759 0 9800 0 8857 0 463860 0 0 0 ALISON G BROWN 339147 0 161040 0 63441 0 9800 0 9320 0 582748 0 0 0 HERBERT C BUCHANAN 311104 0 114117 0 218024 0 9800 0 8318 0 661363 0 156577 0 JON P BURNS 359326 0 138234 0 287779 0 9800 0 8407 0 803546 0 195837 0 GLENN F ROBBINS 490104 0 212770 0 70209 0 9800 0 9613 0 792496 0 0 0 JONATHAN E GOTTLIEB 489792 0 220478 0 5732 0 69391 0 8211 0 793604 0 0 0 KEITH D PERSINGER 395719 0 186725 0 52005 0 9800 0 4796 0 649045 0 0 0 RICK E DUNNING 231578 0 99336 0 35441 0 9453 0 9070 0 384878 0 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 or change of control Schedule J, Part I, Line 4a Robert K. Allen - 85,776 Supplemental nonqualified retirement plan Schedule J, Part I, Line 4b During the Fiscal Year ended June 30, 2012, certain officers and key employees participated in the University of Maryland Medical System (UMMS) Supplemental Nonqualified Retirement Plan. The individuals listed below have not vested in the plan therefore the accrued contribution to the plan for the fiscal year is reported on Schedule J, Part II, Column C, Retirement and Other Deferred Compensation: Robert A. Chrencik, Lisa C. Rowen, Jonathan E. Gottlieb, Mark Kelemen & Gerald L. Wolman. During the Fiscal Year,ended June 30, 2012, 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: Jeffrey A. Rivest, Henry J. Franey, Robert K. Allen, Allison G. Brown, Keith D. Persinger, Megan M. Arthur, Rick E. Dunning, Glenn F. Robbins, John W. Ashworth, Mark L. Wasserman & Allison G. Brown. During the Fiscal Year,ended June 30, 2012, 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). Herbert C. Buchanan & Jon P. Burns 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. MHHEFA 520936091 574217LP8 2003-12-17 37590847 ADVANCE REFUNDING false false false MHHEFA 520936091 574217W92 2008-06-25 144317619 CURRENT REFUNDING false false false MHHEFA 520936091 574217YG4 2006-10-24 46070791 NEW MONEY false false false MHHEFA 520936091 574217G74 2007-09-12 96445000 ADVANCE REFUNDING false false false 9485000 0 37590847 0 0 0 444968 1056738 0 0 36089142 0 false true true true 7025000 0 144317619 0 0 0 1167619 0 0 0 143150000 0 true false true true 0 0 46907010 2214122 3498365 0 350032 0 0 40844491 0 0 2008 false false true true 400000 0 96445000 0 0 0 784512 13877 0 0 95646611 0 false true true true false false false false 0.00000 0.00000 0.00000 true false false false false 0.00000 0.00000 0.00000 true false false false false 0.00000 0.00000 0.00000 true false false false false 0.00000 0.00000 0.00000 true false false false 0 false 0 false false false false false 0 false 0 false false false false false 0 false 0 false false false true true JP MORGAN BANKAMER 27. false 0 false false MHHEFA 520936091 574217G82 2007-09-12 41350000 ADVANCE REFUNDING false false false MHHEFA 520936091 574217U78 2008-05-21 50000000 CURRENT REFUNDING false false false MHHEFA 520936091 574217U86 2008-05-21 75000000 CURRENT REFUNDING false false false MHHEFA 520936091 574217U94 2008-05-21 50000000 CURRENT REFUNDING false false false 175000 0 46837192 0 0 45792457 336219 5947 0 0 702569 0 false true true true 0 0 50000000 0 0 0 283967 33758 0 0 49682275 0 true false true true 0 0 75000000 0 0 0 425158 50542 0 0 74524300 0 true false true true 0 0 50000000 0 0 0 283967 33758 0 0 49682275 0 true false true true false false false false 0.00000 0.00000 0.00000 true false false false false false 0.00000 0.00000 0.00000 true false false false false 0.00000 0.00000 0.00000 true false false false false 0.00000 0.00000 0.00000 true false true true JP MORGAN BANK AMER 27. false 0 false false false true true JP MORGAN BANK AMER 34.6 false 0 false false false true true JP MORGAN BANK AMER 34.6 false 0 false false false true true JP MORGAN BANK AMER 34.6 false 0 false false MHHEFA 520936091 574217V28 2008-05-21 50000000 CURRENT REFUNDING false false false MHHEFA 520936091 574217V36 2008-05-21 55000000 CURRENT REFUNDING false false false MHHEFA 520936091 574217Y66 2008-07-10 89764001 CURRENT REFUNDING false false false MHHEFA 520936091 5742175E1 2010-01-07 241441656 REFUNDING false false false 0 0 50000000 0 0 0 283967 33758 0 0 49682275 0 true false true true 0 0 55000000 0 0 0 309350 36775 0 0 54653875 0 true false true true 17365000 0 89764001 0 0 0 792457 0 0 0 88971544 0 true false true true 10460000 0 241441656 18011140 0 0 2656305 0 0 96013445 90774211 33986555 2012 true false false true false false false false 0.00000 0.00000 0.00000 true false false false false 0.00000 0.00000 0.00000 true false false false false 0.00000 0.00000 0.00000 true false false false false 0.00000 0.00000 0.00000 true false true true JP MORGAN BANK AMER 34.6 false 0 false false false true true JP MORGAN BANK AMER 34.6 false 0 false false false false false 0 false 0 false false false false false 0 false 0 false false Atwood Collins Board member 675000 see below false Francis Kelly Board member 104579 see below false Business Transactions Involving Interested Persons Part IV Atwood Collins The organization uses M&T Bank for many of its banking services, including treasury management, deposit services, lines of credit and corporate trust and custody services. Atwood Collins is executive vice president of M&T Bank as well as a board member of the University of Maryland Medical System. Services provided by the bank are charged at or below fair market value. Francis Kelly Francis Kelly is a board member of the University of Maryland Medical System as well as the chairman and chief executive officer of Kelly & Associates Insurance Group, Inc. The Medical System uses Kelly & Associates to purchase health, vision, dental and life insurance policies for the employees of the system. Services provided by the bank are charged at or below fair market value. 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 A 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, UNIVERSITY SPECIALTY HOSPITAL 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, UNIVERSITY SPECIALTY HOSPITAL 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 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. Process for Determining Compensation Form 990, Part VI, Line 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. Reconciliation of Net Assets Form 990, Part XI, Line 5 Reconciliation of Net Assets: Line 5: Other Changes Change in net assets of Foundation 1,158,000 Support from Foundation 93,000 Net assets Released from restrictions for purchases of property and equipment 29,808,000 Change Fair Value- Interest rate swap (4,949,000) Change ownership int- nonconsolidated subsidiaries (2,883,000) Change in ownership int- Joint Ventures (900,000) Prior year 36 S. Paca Street Net Asset Elim not adjusted (11,337,000) USH loss (25,312,000) Capital transfer 2,473,000 Contributed capital - URNA (2,135,000) Contributed capital - TRNA 489,000 Other 45,660 Change in Fair Market Value- Investments (124,476,819) ------------- Total (137,926,159) HOURS ON RELATED ENTITY PART VII, SECTION A, COL (B) THE UNIVERSITY OF MARYLAND MEDICAL SYSTEM (UMMS) IS A MULTI-ENTITY HEALTH CARE SYSTEM THAT INCLUDES 9 ACUTE CARE HOSPITALS, 3 ACUTE CARE HOSPITALS OWNED IN JOINT VENTURE ARRANGEMENTS 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. HOURS DEVOTED FOR RELATED ORGANIZATION FORM 990 PART VII NAME:ROBERT A CHRENCIK TITLE:PRESIDENT AND CEO HOURS:5 HOURS DEVOTED FOR RELATED ORGANIZATION FORM 990 PART VII NAME:LISA C ROWEN TITLE:SVP & CNO - UMMC HOURS:5 HOURS DEVOTED FOR RELATED ORGANIZATION FORM 990 PART VII NAME:JEFFERY A RIVEST TITLE:PRESIDENT & CEO - UMMC HOURS:5 HOURS DEVOTED FOR RELATED ORGANIZATION FORM 990 PART VII NAME:GLENN F ROBBINS TITLE:SVP & CMO HOURS:5 HOURS DEVOTED FOR RELATED ORGANIZATION FORM 990 PART VII NAME:JONATHAN E GOTTLIEB TITLE:SVP & CMO HOURS:5 HOURS DEVOTED FOR RELATED ORGANIZATION FORM 990 PART VII NAME:KEITH D PERSINGER TITLE:SVP & CFO UMMC HOURS:5 HOURS DEVOTED FOR RELATED ORGANIZATION FORM 990 PART VII NAME:JOHN W ASHWORTH III TITLE:SVP NETWORK DEVELOPMENT HOURS:5 36 S Paca Street LLC 36 S Paca Street Baltimore MD 21211 562544990 Rental MD 1137000 14057000 NA SJMC Physicians LLC 250 W Pratt Street Baltimore MD 21201 364734065 Healthcare MD UMMS Univ of MD Med Reg Supplier Services 251 W 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521591355 REAL ESTATE MD 501(C )(2) BWMS false Chester River Health Foundation Inc 100 BROWN STREET CHESTERTOWN MD 21620 521338861 FUNDRAISING MD 501(C )(3) 07 CRHS false Chester River Health System Inc 100 BROWN STREET CHESTERTOWN MD 21620 522046500 HEALTH CARE MD 501(C )(3) 11a UMMS true Chester River Hospital Center Inc 100 BROWN STREET CHESTERTOWN MD 21620 520679694 HEALTH CARE MD 501(C )(3) 03 CRHS false Chester River Manor Inc 200 MORGNEC ROAD CHESTERTOWN MD 21620 526070333 HEALTH CARE MD 501(C )(3) 09 CRHS false Maryland General Clinical Practice Group 827 LINDEN AVE BALTIMORE MD 21201 521566211 HEALTH CARE MD 501(C )(3) 11b MGHS false Maryland General Comm Health Foundation 827 LINDEN AVE BALTIMORE MD 21201 522147532 FUNDRAISING MD 501(C )(3) 11c MGHS false Maryland General Health Systems Inc 827 LINDEN AVE BALTIMORE MD 21201 521175337 HEALTH CARE MD 501(C )(3) 11b UMMS true Maryland General Hospital Inc 827 LINDEN AVE BALTIMORE MD 21201 520591667 HEALTH CARE MD 501(C )(3) 03 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