2012-05-14T11:09:40-04:00 2011-06-30 GRANT THORNTON LLP 2001 MARKET STREET SUITE 3100 PHILADELPHIA PA 19103 990 2010-07-01 520591483 Mt Washington Pediatric Hospital Inc MTWA 4105788600 1708 W Rogers Avenue Baltimore MD 21209 Alfred A Pietsch 4105788600 2012-05-09 2155614200 2010 2016-02-24 21:20:13Z Sheldon Stein 1708 W Rogers Avenue Baltimore MD 21209 57474603 false X www.mwph.org X 1926 MD Mt. WASHINGTON PEDIATRIC HOSPITAL IS DEDICATED TO MAXIMIZING THE HEALTH AND INDEPENDENCE OF THE CHILDREN WE SERVE. 12 12 548 77 0 0 780391 1313161 48719456 50087871 764479 5037459 413897 541611 50678223 56980102 0 0 0 0 31195169 31990421 0 0 0 15386391 14494393 46581560 46484814 4096663 10495288 63201638 72405842 18885668 17743939 44315970 54661903 MT. WASHINGTON PEDIATRIC HOSPITAL IS DEDICATED TO MAXIMIZING THE HEALTH AND INDEPENDENCE OF THE CHILDREN WE SERVE. false false 39556383 0 50087871 MT. WASHINGTON PEDIATRIC HOSPITAL, INC. OFFERED PEDIATRIC INPATIENT AND OUTPATIENT SERVICES FOR CHILDREN WITH CHRONIC ILLNESSES AND REHABILITATION NEEDS. 22,936 INPATIENT DAYS OF CARE WERE PROVIDED DURING THE FISCAL YEAR. 34,721 VISITS WERE RECORDED AT ITS SPECIALIZED CLINICS. THE MAJORITY OF PATIENTS TREATED WERE SOCIOECONOMIC DISADVANTAGED CHILDREN. 79% OF PATIENTS RECEIVED MEDICAL ASSISTANCE. 39556383 true true false true false false false false false false true false false true true true false true false false false false false false true false true true false false true true false false false false false false false false false false false false false false false true false false false false true 73 0 true 548 true false false false false false true true false false false false X 12 12 false false false false true true false true true false false true true true true true true true true false MD X AL CRISP 4103280649 250 W PRATT STREET SUITE 1436 Baltimore MD 21201 X EDWARD B CHAMBERS 1.0 X 0 0 0 STEVEN J CZINN MD 1.0 X 0 0 0 GEORGE DOVER MD 1.0 X 0 0 0 RONALD R PETERSON 1.0 X 0 0 0 JOHN KELLY 1.0 X 0 0 0 DANIEL SHEALER JR ESQUIRE 1.0 X 0 0 0 LAWRENCE PAKULA 1.0 X 0 0 0 FRED WOLF III ESQUIRE 1.0 X 0 0 0 ROSLYN STOLER 1.0 X 0 0 0 S TRACY COSTER 1.0 X 0 0 0 ROBERT A CHRENCIK 1.0 X 0 0 0 BERYL ROSENSTEIN MD 1.0 X 0 0 0 SHELDON STEIN 40.0 X 296580 0 27943 ALFRED A PIETSCH 1.0 X 0 0 0 SHARON KELLEY 40.0 X 165683 0 22519 THOMAS ELLIS 40.0 X 142758 0 27503 ROBERT IMHOFF 40.0 X 122976 0 20796 JENNIFER HARRINGTON 40.0 X 151190 0 1069 MARY MILLER 40.0 X 134586 0 26937 AJOKE AJAYI AKINTADE MD 40.0 X 175398 0 8682 KATHERINE ALTER MD 32.0 X 222616 0 26948 ROBERT BLAKE 36.0 X 193864 0 17941 PATRICIA QUIGLEY MD 40.0 X 185115 0 23745 STEPHEN NICHOLS MD 40.0 X 154219 0 27683 1944985 0 231766 23 false true false Johns Hopkins University 600 North Wolf Street BALTIMORE MD 21287 Physician Services 898129 Pharmasource Healthcare P O Box 632849 CINCINNATI OH 45263 Pharmaceutical 3833191 Sleep Services Of America P O Box 198320 ATLANTA GA 30384 Neurology Services 722210 Maryland General Hospital 827 Linden Avenue BALTIMORE MD 21201 Laboratory Services 322126 Whiting Turner Contracting P O Box 17596 BALTIMORE MD 21297 Construction 1428044 14 52860 1260301 1313161 GROSS PATIENT REVENUE 900099 50087871 50087871 50087871 584031 584031 0 0 4873411 419983 4453428 4453428 4453428 52860 52860 74518 -21658 -21658 0 0 VENDING MACHINES 900099 2801 2801 MEDICAL RECORDS 900099 4338 4338 NET ASSETS RELEASED FOR OPERATING PURPOSES 900099 446489 446489 109641 109641 563269 56980102 50087871 0 5579070 0 0 0 0 1944985 1653237 291748 0 23316180 19818753 3497427 497754 423091 74663 4497809 3823138 674671 1733693 1473639 260054 0 12404 10543 1861 358025 304321 53704 0 0 0 33019 33019 44692 37988 6704 407792 346623 61169 0 0 1134212 964080 170132 110711 94104 16607 0 17211 14629 2582 67663 57514 10149 0 1790106 1521590 268516 82812 70390 12422 SUPPLIES 5651998 4804198 847800 BED DEBT 482381 482381 CAFE CATERING 241548 205316 36232 CLINICAL 587475 499354 88121 DUES & SUBSCRIPTION 213022 181069 31953 3259322 2770425 488897 46484814 39556383 6928431 0 19179953 15507756 1195741 1013359 2928675 4668660 123527 122165 366867 551912 43729267 25878468 16600827 17850799 6709020 15035839 16097028 17655352 63201638 72405842 8261417 7374954 7080000 6830000 3544251 3538985 18885668 17743939 X 34246863 44079465 9243936 9757267 825171 825171 44315970 54661903 63201638 72405842 X 10495288 -149355 X false true true X false X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED false false false false false false false false true 3134 3134 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 8.65% AND 24.42% OF MEMBER DUES WERE USED FOR LOBBYING PURPOSES AND AS SUCH, THE ORGANIZATION HAS REPORTED THIS AMOUNT ON SCHEDULE C, PART II-B, LINE I AS LOBBYING ACTIVITIES. 499870 499870 29778947 14887161 14891786 226290 220375 5915 13224160 10770932 2453228 17850799 ASSETS LIMITED AS TO USE 1538782 ECONOMIC INTEREST IN MWPF 15806198 OTHER 254171 OTHER ACCOUNTS RECEIVABLE 56201 17655352 0 ADVANCES FROM 3RD PARTY PAY 3538985 3538985 Liability for Uncertain Tax Position (ASC 740) Schedule D, Part X, Line 2 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. GOLF TOURNAMENT 54160 27080 27080 32376 WINE / DINNER 26815 13408 13407 19688 1 24745 12372 12373 22454 105720 52860 52860 74518 74518 -21658 true true true X true X true true true false true true 78718 78718 0.00170 78718 78718 0.00170 165940 165940 0.00360 143061 143061 0.00310 649518 492674 156844 0.00340 6888 6888 0.00010 601 601 966008 492674 473334 0.01020 1044726 492674 552052 0.01190 30673 30673 0.00070 13878 13878 0.00030 33075 33075 0.00070 77626 77626 0.00170 true 420492 true true 1 1 Mt Washington Pediatric Hospital

1708 W Rogers Avenue Baltimore MD 21209

X X Mt Washington Pediatric Hospital 1 true true 200. true 300. true X X X X X X X true true X X X X true X true X X false X X false true 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 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 7 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 COALITION BUILDING: PREMATURE INFANT HEALTH NETWORK, BALTIMORE CITY INFANTS & TODDLERS PROGRAM MWPH HAS TAKEN A PROACTIVE ROLE IN COMBATING LOW-BIRTH WEIGHT AND SUDDEN INFANT DEATH SYNDROME BY PARTIPATING AS MEMBERS OF THE PREMATURE INFANT HEALTH NETWORK. OUR PARTNERSHIP WITH BALTIMORE CITY HEALTH DEPARTMENTS "B'MORE HEALTHY BABIES" CAMPAIGN WAS DEVELOPED TO ADDRESS BALTIMORE CITY'S HIGH RATE OF INFANT DEATHS, AMONG THE WORST IN AMERICA. IN 2009 ALONE, MORE THAN 120 INFANTS IN BALTIMORE UNDER THE AGE OF ONE DIED, WITH MANY OF THE DEATHS BEING PREVENTABLE. THE CITY ALSO HAS A HIGH RATE OF BABIES BORN PRE-TERM AND UNDERWEIGHT - KEY FACTORS IN INFANT MORTALITY. STAFF ACTIVELY PARTICIPATES IN COMMUNITY MEETINGS AND ADVISORY GROUPS TO PROVIDE GUIDANCE IN THE DEVELOPMENT OF EDUCATIONAL MATERIALS AND OUTREACH INITIATIVES. DIABETES CAMP THE EXTREME WEEKEND FOR CHILDREN WITH DIABETES CAMP IS A CAMP DEVELOPED TO ASSIST FAMILY MEMBERS OF CHILDREN WITH DIABETES IN COPING WITH THE LIFESTYLE CHANGES THAT ACCOMPANY LIVING WITH SOMEONE WITH THE DISEASE. STAFF DEDICATED SEVERAL HOURS IN PREPARING AND PRESENTING WORKSHOPS TO CHILDREN WITH DIABETES AND THEIR FAMILIES. IN ADDITION, OUR STAFF PSYCHOLOGIST WAS ALSO AVAILABLE AS A RESOURCE FOR SUPPORT GROUPS FOR TYPE 1 DIABETES PEDIATRIC SUPPORT GROUP. COMMUNITY HEALTH IMPROVEMENT AND ADVOCACY: NATIONAL ASSOCIATION OF CHILDREN'S HOSPITALS AND RELATED INSTITUTIONS (NACHRI) OBESITY TASK FORCE, BRAIN INJURY ASSOCIATION OF MD PLANNING COMMITTEE NACHRI OBESITY TASK FORCE/WEIGH SMART AND WEIGH SMART JR. MWPH WERE ACTIVE PARTICIPANTS IN THE NATIONAL ASSOCIATION OF CHILDREN'S HOSPITALS AND RELATED INSTITUTIONS OBESITY FOCUS GROUP. OUR CENTER WAS CHOSEN AS ONE OF 16 PROGRAMS NATIONWIDE TO PARTICIPATE IN THIS IMPORTANT ENDEAVOR. FINDINGS FROM THE WORK GROUP WILL BE PUBLISHED IN LARGE NATIONAL SCIENTIFIC JOURNALS THIS YEAR WITH PROGRAM STAFF BEING RECOGNIZED AS AUTHORS ON THESE IMPORTANT DOCUMENTS. OUR PRESIDENT AND CEO, SHELDON STEIN, AND OUR MEDICAL DIRECTOR, DR. RICHARD KATZ, SERVE AS MEMBERS OF THE BOARD AND ADVOCACY AND LEADERSHIP COUNCILS FOR NATIONAL ASSOCIATION CHILDREN'S HOSPITALS RELATED INSTITUTIONS. THE MT WASHINGTON PEDIATRIC HOSPITAL (MWPH) CENTER FOR PEDIATRIC WEIGHT MANAGEMENT AND HEALTHY LIVING (CENTER) EXPANDED THIS PAST FISCAL YEAR AND OFFERS SEVERAL COMPREHENSIVE, MULTI-DISCIPLINARY PROGRAMS FOR PEDIATRIC WEIGHT MANAGEMENT. THE CENTER NOW INCLUDES MEDICAL MANAGEMENT OF BOTH MEDICAL AND SURGICAL WEIGHT MANAGEMENT OPTIONS FOR CHILDREN AND ADOLESCENTS AND SERVES PATIENTS AGES TWO TO 18. MEDICALLY SUPERVISED WEIGHT MANAGEMENT PROGRAMS INCLUDE WEIGH SMART, AS WELL AS, THE NEWLY CREATED WEIGH SMART JR. PROGRAM. THE WEIGHT SMART JR. PROGRAM WAS A DIRECT REFLECTION OF THE INPUT FROM OUR COMMUNITY PHYSICIANS IN THE COMMUNITY NEEDS ASSESSMENT. MANY PHYSICIANS INDICATED "8 (YEARS OF AGE) IS TOO LATE" IN REGARDS TO THE BEST AGE FOR INTERVENTION WHEN DEALING WITH OBESITY. THIS PROGRAM WAS ADDED TO AUGMENT THE WEIGH SMART PROGRAM AND PROVIDE CONTINUITY OF CARE FOR CHILDREN OR ALL AGES. DURING FY10, THE CENTER EVALUATED OVER 200 NEW PATIENTS AND COMPLETED MORE THAN 80 FOLLOW-UP APPOINTMENTS. TOTAL PROGRAM VISITS INCREASED BY FORTY-THREE PERCENT OVER FISCAL YEAR 2009 FROM 2,424 TO 2,642 TOTAL PROGRAM VISITS. THE STAFF HAS PRESENTED FINDINGS AT SEVERAL NATIONAL AND REGIONAL CONFERENCES. THE STAFF WAS INVITED TO PROVIDE ADDITIONAL PRESENTATIONS TO SCHOOL GROUPS IN THE FALL OF 2010. Bad Debt Expense Schedule H, Part III, Line 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 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. 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. Mt. Washington Pediatric Hospital 1 Schedule H, Part V, Section B Line 19d - All patients are charged state regulated rates, regardless of their ability to pay. Line 21 - Due to state regulations, charges are not reduced for any payer, including commerical insurance, government payers, or uninsured patients. All charges are gross charges. Community Health Care Needs Assessment Schedule H, Part VI, Line 2 MWPH uses a variety of credible sources to identify its community needs. Local, state, and federal assessments/reports are utilized to address and prioritize community needs. The primary source of information for identifying the needs of Baltimore City is the 2011 Baltimore City Health Status Report, which is produced by the Baltimore City Health Department. This report outlines Baltimore's status on eight major health categories as well as mortality and there are also numerous comparisons to statewide and national prevalence rates as well. Our Assessment includes responses from our health care providers as well as community residents. The Maryland Physician data is from the Maryland Health Commission's 2008 report. Other resources include our community partners such as the Maryland Hospital Association, Safe Kids MD, Baltimore City Healthy Start, and the Coalition to End Childhood Lead Poisoning, Healthy Maryland Project 2020, and the Baltimore City Health Department. In accordance with new regulations, MWPH began its process to complete its first Community Health Needs Assessment (to be conducted every three years) and its expected completion in July 2012. The data in this report was collected in 2008-2011. Major health needs that have been identified in our assessment thus far include low-birth weight, infant mortality, diabetes, childhood obesity, and preventable injury. In 2008, the Maryland Hospital Association conducted a Maryland Public Opinion Survey on attitudes toward hospitals and health care. The public rated their top health care concerns as quality of care, cost and access, more nursing staff, and reducing infections. This survey provides us with those concerns that are forefront of the minds of consumers, although they differ from the identified health needs. MWPH's collaborative efforts with the Baltimore City Health Department and other community organizations have proven to be a best-practice method of effective communication between the hospital and the city. Participation by staff in several coalitions such as the B'More Healthy Babies, Lead Poisoning Coalition, Kids in Safety Seats (KISS), University of Maryland School of Social Work, and Safe Kids MD assist MWPH in staying connected to the community's needs on a grassroots level. On staff we have a full-time Community Physician Liaison dedicated to providing us with up-to-date feedback from community providers on how we can best serve our community from a provider's perspective. MWPH has taken a proactive role in combating low-birth weight and Sudden Infant Death Syndrome. Our partnership with Baltimore City Health Departments "B'More Healthy Babies" campaign was developed to address Baltimore City's high rate of infant deaths, among the worst in America. In 2010 alone, more than 120 infants in Baltimore under the age of one died, with many of the deaths being preventable. The city also has a high rate of babies born pre-term and underweight - key factors in infant mortality. Today more babies are being born with high-risk conditions. There are several reasons for this trend: more women are having children at a later age due to the use of fertility drugs, the prevalence of teen pregnancies, and more drug use among women of child-bearing age. The care of these infants is becoming concentrated at academic medical centers. In Baltimore, a growing number of children delivered at UMMS and Hopkins, created an increased demand for services at these two acute care hospitals and others such as Sinai and the Greater Baltimore Medical Center and made the demand for the services we provide. Eligibility Education Schedule H, Part VI, Line 3 Description of Patient Charity Care Policy The Patient Financial Assistance Policy at Mt. Washington Pediatric Hospital is a comprehensive policy designed to assess the needs of patients and families that have expressed concerns about their ability to pay for needed medical services. Mt. Washington Pediatric Hospital makes every effort to make financial assistance information available to our patients/families. These efforts include signage at our outpatient desks and inpatient welcome areas, notices on patient bills and admissions documents, and information on our web site. Description of how MWPH informs Patients of the Charity Care Policy Notices informing the patient about the availability of financial assistance have been posted in certain locations within the Hospital. Notices were posted on the outpatient registration desk at Rogers Avenue, the outpatient registration desk at PG Hospital, the inpatient family welcome room at Rogers Avenue, and the inpatient nurse's station at PG Hospital. The posted notices state the following: - Mount Washington Pediatric Hospital has a Patient Financial Assistance Program established to help patients obtain financial aid when it is beyond their ability to pay for services. An application and further information is available from the financial counselor in the admissions office. - Other means of informing the patients of availability of financial assistance include handouts, notification by the admissions office, social work staff, and patient accounting representatives, and/or billing company staff. Also, an information sheet is provided to the patients, the patient's family, or the patient's authorized representative before discharge, with hospital bill, or on request. The information sheet included the following items: a. A description of the Hospital's financial assistance policy; b. A description of the patient's rights and obligations with regard to Hospital billing and collection; c. Contact information for the individual or office at the Hospital that is available to assist the patient or the patient representative in understanding the hospital bill and how to apply for free and reduced cost care; d. Contact information for the Maryland Medical Assistance Program; e. A statement that physician charges are not included in the Hospital bill and are billed separately. Description of Community Served Schedule H, Part VI, Line 4 Mt Washington Pediatric Hospital (MWPH) is a licensed pediatric specialty inpatient, outpatient, with a licensed bed designation of 102 in the 2010-2011 fiscal years. At Mt Washington Pediatric Hospital (MWPH), our approach to community benefit is rooted in the belief that hospitals have a responsibility to improve the health and quality of life for children and the families in the communities they serve. MWPH serves Baltimore City, Prince Georges County and the greater metropolitan region, including patients with in-state and out of state referrals. Within our walls, you'll find evidence of our commitment to community benefit in our overall structure, our training of staff and our participation in state and national advocacy efforts. Although this is MWPH's second year in reporting community benefit, we have a tradition of providing community benefit that dates back to the hospital's founding in 1922. Reporting these activities is our way of being accountable to the Greater Baltimore community and of demonstrating the value and impact of our many community-based services and partnerships. The MWPH Community Benefit Service Area is mostly in Baltimore City, where the MWPH main campus is located however there are several community benefit programs that the hospital provides in the Baltimore County and Prince Georges County area. In the 2010-2011FY, of the 727 inpatient admissions and 34,830 outpatient visits, 55% of MWPH's primary and secondary service area zip codes fall within Baltimore City, MD. Baltimore is the largest independent city in the United States and the largest city and cultural center of Maryland. The city is located in central Maryland along the tidal portion of the Patapsco River, an arm of the Chesapeake Bay. Baltimore is surrounded by several prestigious hospitals and medical institutions, however according to the 2011 Population Health Institute County Health Rankings, the city ranks last in comparison to other counties in Maryland with regards to Health Outcomes and Health Factors. According to this report ranking Maryland counties, health outcomes were based on the equal weighing of mortality and morbidity measures and health factors rankings were based on weighted scores of four types of factors: behavioral, clinical, social, economic, and environmental. In 2009, residents with income below the poverty level in Baltimore more than doubled the rate of the state of Maryland. Of those families, 77% are Female with no husband present. Of very poor residents in Baltimore, 29.4% are children. MWPH benefits its community by serving the most vulnerable of the population, by creating programs that serve low-income families in the city who fall below the federal poverty guideline. As with other parts of the country the great recession has had a significant impact on the residents of Maryland and Baltimore. The 2010 American Community Survey (ACS) highlights several of its effects when comparing 2009 with 2006 - 2008. For example, social factors such as average household size increased from 2.62 in 2006 to 2.65 in 2009 indicating that more people are doubling up. Also according to the results from the 2010, this was the first time that the average household size increased since the first census was taken in 1790. The increase in average family size was even more pronounced, rising from 3.19 in 2006 to 3.26 in 2009 as young adults moved back home. Economic factors included the unemployment rate rising from 5.3% in 2008 to 8.0 % in 2009. Simultaneously, the labor force participation rate dropped from 69.8% in 2008 to 69.1% in 2009. In 2007, the median household income peaked at $70,398 and has since dropped just over $1,100 (to $69,272) by 2009 in inflation-adjusted dollars. Like many other parts of the country, the poverty rate has steadily increased, going from 7.8% in 2006 to 9.0% in 2009. Similarly, for those under age 18 the poverty rate rose from 9.7% in 2006 to 11.6% in 2009. Housing was significantly affected as well. Overall vacancy rates have climbed from 9.2% in 2006 to 10.5% in 2009. Homeowner vacancy rates are still relatively low in 2009 (2.2%), but well above what they were in 2006 (1.4%). Rental vacancy rates are much higher, rising to 9.1% in 2009 from 7.6% in 2006. All comparisons are statistically significant at the 90 % level of confidence. The median value of owner-occupied housing has dropped sharply from $356,100 in 2006 to $318,600 in 2009. At the same time, median monthly owner costs increased from $1,845 in 2006 to $2,034 in 2009. With falling incomes, and rising costs, the percent of owners with mortgages paying 35.0% or more of their incomes for housing costs increased from 25.8 % in 2006 to 28.8% in 2009 (with a peak of 29.8% in 2008). For renters, the increase in those paying 35.0% or more of their income for rent increased from 36.9% in 2006 to 42.1% in 2009. Demographics At the 2010 Census, there were 637,418 people residing in Baltimore, a decrease of 4.6% since 2000. According to the 2010 Census, 29.6% of the population was White, 64.3% Black, 0.4% American Indian and Alaska Native, 2.2% Asian, 0.2% from some other race (non-Hispanic) and 2.1% of two or more races. 4.2% of Baltimore's population was of Hispanic, Latino, or Spanish origin (they may be of any race). After New York City, Baltimore was the second city in the United States to reach a population of 100,000. In the 1990s, the US Census reported that Baltimore ranked as one of the largest population losers alongside Detroit and Washington D.C., losing over 84,000 residents between 1990 and 2000. MWPH patient race demographics reflect those of Baltimore city. Last year, 51% of our patients were Black or African American, 38% were Caucasian, 4% of patients were Latino or Hispanic and 4% were identified as Asian. Approximately 3% were identified as Other/Biracial, with a total of 702 unique patients served. Social Characteristics The American Community Survey (ACS) estimated Baltimoreans lived in a total of 294,579 housing units. Age ranges were 22.4% under 18 years of age, 11.8% at age 65 or older, and 65.8% from 18 to 64 years old. The city's estimated 2009 population of 637,418 was 53.4% female. A statistical abstract prepared by the U.S. Census Bureau estimated the median income for a household in the city during 2008 at $30,078, and the median income for a family at $48,216. The abstract also indicated the per capita income of $22,885 for the city in 2008, with 15.4% of families and 19.3% of the population below the poverty line. Despite the housing collapse, and along with the national trends, Baltimore residents still face slowly increasing rent (up 3% in the summer of 2010). Education In 2009, 76.9 % of people 25 years of age and over had at least graduated from high school and 24.9 % had a bachelors degree or higher. In 2010, Baltimore City Public Schools posted its best-ever dropout and graduation rates, driven largely by the districts ability to reduce dropouts by more than half in the last three years. In 2009-10, 1,481 fewer students dropped out of school than in 2006-07, when 2,579 students dropped out, a three-year reduction of 56 %. Baltimore City Schools 2009-10 dropout rate is currently 4.1 %, down from 6.2% in 2008-09 and 9.4% in 2006-07, a three-year decline of 56%. Its graduation rate is 66 %, up from 62.7% in 2008-09 and 60.1% in 2006-07, a three year increase of 10%. Employment According to the Department of Labor Licensing & Regulation, in 2011 the average unemployment rate for the Baltimore Metropolitan area was 7.6%. In Conclusion: The MWPH patient demographic reflects that of Baltimore city, socially, economically, and ethnically. Over 70% of the patients at MWPH were Medicaid recipients last year. Baltimore experienced a recent decline in drop-out rates, but an increase in housing vacancies, persons without health insurance, and unemployment. Three times as many families living in Baltimore City had an income that was below poverty level; however, African American residents of Baltimore City were almost two times more likely than White residents to have a median income below poverty level. Promoting the Health of the Community Schedule H, Part VI, Line 5 MWPH has several programs that promote health in its community. Below is a summary of a few of its programs highlighting their accomplishments and further the organizations tax exempt purpose. The programs underscore the major needs identified in the current Healthy Baltimore 2015 guidelines. Major Needs Identified: - Promote Healthy Children and Adolescents - Redesign The Community to Prevent Obesity - Create Health-Promoting Neighborhoods - Promote Access to Quality Healthcare Weigh Smart/Weigh Smart Jr The MWPH Center for Pediatric Weigh Management and Healthy Living expanded this past fiscal year and offers several comprehensive, multi-disciplinary programs for pediatric weight management. The Center now includes medical management of both medical and surgical weight management options for children and adolescents and serves patients ages two to 18. Medically supervised weight management programs include Weight Smart, as well as the newly created Weight Smart Jr. Program. The Weigh Smart Jr. program was a direct reflection of the input from our community physicians in the community needs assessment process. Many physicians indicated 8 (years of age) is too late in regards to the best age for intervention when dealing with obesity. This program was added to augment the Weigh Smart program and provide continuity of care for children for all ages. The Centers program objectives are: 1. Make the weight loss process family focused. Obesity is a family issue that must be addressed by all family members. 2. Provide comprehensive health screening of weight, body mass index (BMI), and other measurements prior to the start of each program session, and monitor progress toward goals of decreasing weight, blood pressure, BMI, etc. 3. Use a medical team approach that includes physicians, dietitians, psychologists, and physical therapists to teach children and their family about healthy lifestyles. 4. Provide a child-friendly environment for children and parents to learn healthy eating and activity habits. 5. Offer regular exercise sessions to participants to encourage daily physical activity. Weigh Smart Last year, the Center staff members evaluated 52 new patients for entry into the Weigh Smart program (ages 8-17). Thirty of those 52 patients enrolled in the 10-week group program. Families who did not participate in the group classes were offered individual therapy sessions with a member of the psychology staff to focus on behavior modification techniques and/or motivation to change. There were three sessions operating with a total of 21 children enrolled. We are particularly proud of our group that meets in Spanish for several children and their families, because this group has utilized the meeting to develop an additional support group whereby members are meeting together after classes to exercise and cook healthy meals. Satisfaction surveys were completed at the conclusion of 10 weeks; parents were very satisfied with changes their child made to his or her lifestyle. In addition, parents reported that the program helped their child feel better about him or herself. One parent commented that this is a - wonderful program in entirety [and I would] highly recommend it to everyone. Children who completed the program showed a decreased weight, decreased body fat percentage, and decreased body mass index (BMI). The children treated in the Weigh Smart program are mostly members of minority groups (70% African American, 5% Hispanic, 4% other). Weigh Smart Jr. Six children were evaluated for the Weigh Smart Jr. Program (ages 2-7) last year. Five of the six children evaluated returned for follow-up meetings and attended nutrition sessions with registered dietitians, who taught the family about nutrition for the toddler or pre-school age child. Demographics were similar for this group. The goal of this program was to serve 50 patients annually, however approximately 25 patients will be served this year. Staff members worked with the marketing and community relations departments to increase these numbers by building knowledge among primary care providers and the general public. While the program is largely provider referral based, it is important that the general public become more aware of it as a service to families. Through our evaluation of the program, it was revealed that providers were less apt to refer children in this age range to a formal weight management program, as the bias is to - let the child grow into his or her weight. We worked with our Community Physician Liaison to educate providers about the importance of young children enrolling in weight management services, because many will not grow into their weight and will, in fact, remain obese. Staff members continue to provide education to primary care providers via workshops and in-service trainings at physician group meetings. The program manager gave a workshop to a large primary care medical group in late October, and the hospitals medical director presented a lecture to a state-wide summit on childhood obesity. Healthy Living Academy (HLA) The after-school health program known as Healthy Living Academy (HLA) concluded in July 2011, having enrolled 158 students from five Baltimore area schools Coppin Academy, Robert Coleman Elementary School, Rosemont Elementary/Middle School, St. Francis Academy, and Edmonson High School. The Centers program partner was Coppin State University, where students from the education, counseling, allied health, nursing, and physical education programs were recruited to train as coaches, to the school children and to develop/ teach the curriculum under the guidance of Center staff and Coppin faculty. HLA also used Coppin sports facilities to house the program HLA created an advisory board of professionals with expertise in program development who assisted in overseeing design and implementation of this program. These experts were the director of community relations for the Baltimore Ravens, director of sales and marketing for Merritt Athletic Clubs, and the executive director of Bmore Fit, a nonprofit organization that provides mentoring and training for at-risk youth to become fitness experts while they work toward a GED. The advisory panel helped develop a thorough evaluation matrix to measure the success of the HLA. Participants success was evaluated by examining changes in their knowledge of healthy lifestyles based on comparison of pre- and post-test scores and by changes in their body composition. Results demonstrated that HLA helped participants learn about and develop healthier eating and physical activity habits and achieve improved overall health. A written questionnaire on nutrition, exercise, and stress management was administered to students before and after HLA to evaluate changes in knowledge in these areas. Scores on the post-test improved 19 points on average from pre-test scores for children in the first session and 24 points on average for students in the second session. In addition to changes in knowledge, students showed positive improvements in body composition. These positive changes included decreases in the high school students average weight, body mass index, waist and hip circumference, and changes among elementary school students including decreases in waist and hip circumference and increases in the number of sit-ups and push-ups per minute. Students in HLA learned valuable lessons about the dangers of obesity and importance of healthy lifestyles. Lessons included taking responsibility for ones own health, fitness and safety; motivation and goal setting; risks of obesity; stress management; fast food; and food portions. Staff expanded recruitment to five area schools in an effort to reach enrollment numbers. The impact was broad in that HLA reached students at five area schools. Many students planned to take health messages back to their schools to teach other students as part of their required community service project. In addition to educating youth about fitness and healthy eating, HLA staff shared key health messages with the students families via several Family Day events. A total of 142 families attended Family Day events. Melanie LeGrande, an Advisory Board member and director of community relations for the Baltimore Ravens, arranged for a Ravens player to appear at one of the Family Days and talk to the audience about importance of good nutrition and a healthy lifestyle. Students prepared readings and poems about key health messages they had learned in order to teach their families about healthy lifestyles, and they demonstrated yoga to show families some of the new physical skills they were learning. Families received a written health profile for their child with fitness and body composition measures. Staff distributed referral information for pediatric weight management programs at MWPH to families whose child needed obesity services beyond HLA. This information allowed families of children overweight or obese t Affiliated Health Care System Roles Schedule H, Part VI, Line 6 IN 2006, IN AN UNPRECEDENTED COLLABORATION, MARYLAND'S LEADING ACADEMIC MEDICAL SYSTEMS - THE UNIVERSITY OF MARYLAND MEDICAL SYSTEM (UMMS) AND JOHNS HOPKINS HEALTH SYSTEM (HOPKINS) - AGREED TO SHARE EQUAL INTERESTS IN MWPH. WHILE MWPH REMAINS FINANCIALLY SELF-SUFFICIENT, THE PRESENCE OF UMMS AND HOPKINS MEDICAL EXPERTS AND OTHER RESOURCES AT MWPH HAS CREATED A SYNERGY THAT HAS ENABLED THE HOSPITAL TO STRENGTHEN ITS POSITION AS A LEADER IN PEDIATRIC SPECIALTY CARE AND SERVE MANY OF THE YOUNGEST, MOST VULNERABLE MEMBERS OF OUR COMMUNITY. A PHYSICIANS LEADERSHIP GROUP MEETS REGULARLY WITH THE MEDICAL DIRECTOR OF MWPH, AS WELL AS, THE CEO. REPORTS ARE PRESENTED FROM THIS LEADERSHIP GROUP TO THE BOARD OF TRUSTEES AND ARE FUNDAMENTAL IN DETERMINING THE NEEDS OF OUR COMMUNITY ON A REGIONAL AND NATIONAL LEVEL. WITH A STAFF OF NEARLY 500, MWPH IS FIRMLY COMMITTED TO ITS MISSION OF IMPROVING THE HEALTH AND WELL-BEING OF OUR REGIONS CHILDREN. Community Benefit Report State Filings Schedule H, Part VI, Line 7 MARYLAND X X X X false false false false false false false false false SHELDON STEIN 220464 0 74293 0 1823 0 11833 0 16110 0 324523 0 0 0 SHARON KELLEY 142712 0 21276 0 1695 0 6721 0 15798 0 188202 0 0 0 THOMAS ELLIS 123666 0 18093 0 999 0 6021 0 21482 0 170261 0 0 0 AJOKE AJAYI AKINTADE MD 174586 0 500 0 312 0 7688 0 994 0 184080 0 0 0 KATHERINE ALTER MD 221728 0 0 0 888 0 11278 0 15670 0 249564 0 0 0 ROBERT BLAKE 192878 0 823 0 163 0 8509 0 9432 0 211805 0 0 0 PATRICIA QUIGLEY MD 183694 0 1073 0 348 0 9138 0 14607 0 208860 0 0 0 STEPHEN NICHOLS MD 153672 0 423 0 124 0 6268 0 21415 0 181902 0 0 0 JENNIFER HARRINGTON 127030 0 23938 0 222 0 0 0 1069 0 152259 0 0 0 MARY MILLER 116864 0 17423 0 299 0 5497 0 21440 0 161523 0 0 0 MARYLAND HEALTH & HIGHER EDUCATIONAL FACILITIES 500936091 574216LR6 2007-11-01 7585000 Construction false false false 0 0 7585000 0 0 0 0 0 0 0 0 0 1985 false false true true false false false false false 0.00000 0.00000 0.00000 true false true false false false false Members or Stockholders Form 990, Part VI, Line 6 JOHNS HOPKINS HEALTH SYSTEM (JHHS) AND THE UNIVERSITY OF MARYLAND MEDICAL SYSTEM (UMMS) ARE EQUAL MEMBERS OF MT. WASHINGTON PEDIATRIC HOSPITAL (MWPH). JHHS AND UMMS EACH ELECT AN EQUAL NUMBER OF MEMBERS TO THE BOARD OF MWPH. 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. 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. 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 UNREALIZED LOSS- OTHER THAN TRADING SECURITIES (2,544,535) CHANGE IN FUNDED STATUS OF DEFINED BENEFIT PLAN 576,710 CHANGE IN ECONOMIC INTEREST- MWPF UNRESTRICTED 588,050 CHANGE IN ECONOMIC INTEREST- MWPF RESTRICTED 1,676,909 NET ASSETS RELEASED FROM RESTRICTION (446,489) ---------- TOTAL (149,355) HOURS DEVOTED FOR RELATED ORGANIZATION FORM 990 PART VII NAME:SHELDON STEIN TITLE:PRESIDENT CEO HOURS:1 HOURS DEVOTED FOR RELATED ORGANIZATION FORM 990 PART VII NAME:MARY MILLER TITLE:VP - FINANCE HOURS:1 Mount Washington Pediatric Foundation 1708 West Rogers Avenue Baltimore MD 21209 521736672 Fundraising MD 501(c)(3) 11 MWPH false false false false false false false false false false false false false false false false false false