2018-05-11T09:47:45-05:00 2017-06-30 GRANT THORNTON LLP 2001 MARKET STREET SUITE 700 PHILADELPHIA PA 19103 990 2016-07-01 520679694 Chester River Hospital Center Inc % JOANNE HAHEY CFO CHES 4108221000 100 Brown Street Chestertown MD 21620 JOANNE HAHEY CFO 4108221000 2018-05-11 true Frank Giardini P00532355 2155614200 2016 2022-09-23 18:48:47Z UMD Shore Medical Ctr at Chestertown Kenneth Kozel 100 Brown Street Chestertown MD 21620 66901929 false X www.umshoreregional.org X 1935 MD CRH CTR, A MEMBER OF UMMS, IS AN INTEGRAL RURAL DELIVERY SYSTEM DEDICATED TO PROVIDING EXCELLENT AND CARING HEALTH SERVICES AND FACILITIES TO THE PEOPLE OF UPPER EASTERN SHORE. 22 17 319 112 1100337 -128037 333425 423288 56079811 54586618 305395 512432 256956 380460 56975587 55902798 0 0 0 0 17865318 17642706 0 0 0 33601114 31650990 51466432 49293696 5509155 6609102 74264736 79383661 25407086 19507121 48857650 59876540 Chester River Hospital Center is AN ACUTE CARE HOSPITAL THAT SERVES THE RESIDENTS OF KENT AND QUEEN ANNE'S COUNTIES AND PORTIONS OF CAROLINE AND CECILCOUNTIES. false false 45566785 0 53514368 CHESTER RIVER HOSPITAL CENTER (doing business as University of Maryland Shore MEdical Center at Chestertown) IS A 26-BED HOSPITAL. IT IS SERVED BY APPROXIMATELY 200 ACTIVE AND CONSULTING STAFF PHYSICIANS REPRESENTING A WIDE ARRAY OF MEDICAL SPECIALTIES. THE COMMUNITY HOSPITAL, WHICH IS FULLY ACCREDITED BY THE JOINT COMMISSION ON ACCREDITATION OF HEALTHCARE ORGANIZATIONS, PROVIDES INPATIENT MEDICAL SERVICES, 24-HOUR EMERGENCY CARE, SURGICAL SERVICES, OUTPATIENT DIAGNOSTIC SERVICES, LABORATORY SERVICES, REHABILITATION, AND ONCOLOGY TO SERVE THE LOCAL COMMUNITY'S NEEDS. THE HOSPITAL WAS ESTABLISHED IN 1935. IT IS STAFFED BY APPROXIMATELY 319 EMPLOYEES. 45566785 true true false true false false false false false false true true false true true true false true false false false false false false false false true true false false true false false false false false false false false false false false false false true false false false true 38 0 true 319 true true true false false false false false false false false false X 22 17 false false false false true true true true true false false true true true true true true true true false MD X JOANNE HAHEY CFO 4108221000 219 SOUTH WASHINGTON ST EASTON MD 21601 X John Dillon Chairman 1.0 4.0 X X 0 156456 0 Richard Loeffler Vice Chairman 1.0 3.0 X X 0 0 0 Marlene Feldman Secretary 1.0 3.0 X X 0 0 0 John W Ashworth III Director 1.0 46.5 X 0 1114477 27816 Stuart Bounds PhD Director 1.0 3.0 X 0 0 0 Myra S Butler Director 1.0 4.0 X 0 0 0 Charles Capute Director 1.0 5.0 X 0 0 0 Art Cecil Director 1.0 3.0 X 0 0 0 Robert A Chrencik Director 1.0 57.5 X 0 4241043 24034 Joseph J Ciotola MD Director 1.0 3.0 X 0 0 0 Deborah Davis MD Director 1.0 3.0 X 0 0 0 Kathy Deoudes Director 1.0 3.0 X 0 0 0 Wayne L Gardner Sr Treasurer 1.0 5.0 X X 0 0 0 J Wayne Howard Director 1.0 3.0 X 0 0 0 Michael D Joyce MD Director 1.0 3.0 X 0 0 0 Keith McMahan Director 1.0 4.0 X 0 0 0 David Milligan Director 1.0 3.0 X 0 0 0 William B Noll Director 1.0 4.0 X 0 0 0 Martha Russell Director 1.0 4.0 X 0 0 0 Thomas Stauch MD Director 1.0 3.0 X 0 0 0 Kenneth Kozel President/CEO 20.0 27.0 X X 0 1000127 21514 Geoff Oxnam Director 1.0 4.0 X 0 0 0 JoAnne Hahey CFO/SVP Finance 20.0 27.0 X 0 402488 62746 Stewart Seitz Dir. Shore Nursing & Rehab. 40.0 0.0 X 126068 0 15776 Deborah Pippin Site Coordinator 40.0 0.0 X 134092 0 18980 Kenneth Peregoy Clinical Pharmacist 40.0 0.0 X 126658 0 18041 Radine Haynes RN 40.0 0.0 X 124790 0 18852 Hannah Parsons Clinical Pharmacist 40.0 0.0 X 111383 0 8955 Mary Jo Keefe Former VP/CNO 0.0 0.0 X 0 153588 5384 Samuel P Marinelli Former CFO 0.0 0.0 X 0 299218 13260 Scott Burleson Former SVP/COO 0.0 0.0 X 0 123127 11606 622991 7490524 246964 14 true true false MD Emergency Medicine Network 110 S Paca St 6th Fl Ste 200 BALTIMORE MD 21201 Physician Service 1665791 Carefusion Solutions LLC 25082 Network Place CHICAGO IL 60673 Pharmacy Service 510740 MDICS Shore Health 7250 Parkway Drive Suite 500 HANOVER MD 21076 Physician Service 362500 GE Medical Systems 75 Remittance Dr CHICAGO IL 60675 Medical Equip. Maint 246999 Healthcare Services Group Inc PO Box 829677 PHILADELPHIA PA 19182 Environmental Svc 235627 7 423288 423288 PATIENT SERVICE REVENUE 623000 54586618 53486281 1100337 54586618 92105 92105 0 0 275945 275945 0 275945 275945 11414189 5269 10990269 8862 423920 -3593 420327 420327 0 0 0 0 0 0 0 0 0 CAFETERIA SALES 900099 76428 76428 MEDICAL RECORDS SALES 900099 19373 19373 MISC REVENUE OTHER 900099 8714 8714 104515 55902798 53514368 1100337 864805 0 0 0 0 0 0 13385560 12020233 1365327 1114669 1000973 113696 2162936 1942317 220619 979541 879628 99913 0 0 0 3406 3406 0 0 17212603 16142199 1070404 309 277 32 171795 154272 17523 0 0 1463958 1314635 149323 14854 13339 1515 0 612 550 62 201053 180546 20507 0 4334807 3892656 442151 -2214750 -2275262 60512 MEDICAL SUPPLIES 5674246 5674246 BAD DEBT EXPENSE 2777360 2777360 REPAIRS & MAINTENANCE 540565 485427 55138 COLLECTION AGENCY EXPENSE 513579 461194 52385 956593 902195 54398 49293696 45566785 3726911 0 5214072 0 227171 226419 0 0 3928030 2207402 0 0 0 0 0 0 699137 695988 63212 20020 57474076 32217196 27736008 25256880 6098000 6361000 9136000 10643000 0 0 0 0 21163106 33972952 74264736 79383661 6239288 7800718 0 0 0 13533 0 0 0 0 0 0 0 0 0 0 19167798 11692870 25407086 19507121 X 46117495 55912852 1452144 2667677 1288011 1296011 48857650 59876540 74264736 79383661 X 6609102 1239767 3170021 X false true X true false X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED false false false false false false false false true 3406 3406 false OTHER ACTIVITIES SCHEDULE C, PART II-B, LINE 1I THE ORGANIZATION PAYS MEMBERSHIP DUES TO MARYLAND HOSPITAL ASSOCIATION (MHA) AND THE AMERICAN HOSPITAL ASSOCIATION (AHA). MHA AND AHA ENGAGE IN MANY SUPPORT ACTIVITIES INCLUDING LOBBYING AND ADVOCATING FOR THEIR MEMBER HOSPITALS. THE MHA AND AHA REPORTED THAT 6.46% AND 21.78% OF MEMBER DUES WERE USED FOR LOBBYING PURPOSES AND SUCH, THE ORGANIZATION HAS REPORTED THIS AMOUNT ON SCHEDULE C PART II-B AS LOBBYING ACTIVITIES. false false 475591 475591 36543092 20487817 16055275 19469953 10826621 8643332 985440 902758 82682 25256880 ALTERNATIVE INVESTMENTS 10643000 F 10643000 OTHER RECEIVABLES 13308588 SELF INSURANCE 9752304 ECONOMIC INTEREST IN FND. 6269552 ASSETS LIMITED TO USE 4642508 33972952 0 DUE TO UMMS 4412241 MALPRACTICE 4164168 ENVIRONMENTAL REMEDIATION 1298022 ADVANCES FROM THIRD PARTY PAYORS 737412 MINIMUM PENSION LIABILITY 592047 OTHER - CREDIT PAT AR 488980 11692870 X LIABILITY FOR UNCERTAIN TAX POSITION (ASC 740) SCHEDULE D, PART X, LINE 2 THE ORGANIZATION IS A SUBSIDIARY OF THE UNIVERSITY OF MARYLAND MEDICAL SYSTEM CORPORATION (THE CORPORATION). THE CORPORATION ADOPTED THE PROVISIONS OF ASC 740, ACCOUNTING FOR UNCERTAINTY IN THE INCOME TAXES (FIN 48) ON JULY 1, 2007. THE FOOTNOTE RELATED TO ASC 740 IN THE CORPORATION'S AUDITED FINANCIAL STATEMENTS IS AS FOLLOWS: THE CORPORATION FOLLOWS A THRESHOLD OF MORE-LIKELY-THAN-NOT FOR RECOGNITION AND DERECOGNITION OF TAX POSITIONS TAKEN OR EXPECTED TO BE TAKEN IN A TAX RETURN. MANAGEMENT DOES NOT BELIEVE THAT THERE ARE ANY UNRECOGNIZED TAX BENEFITS THAT SHOULD BE RECOGNIZED. true true true X true X 500. true true false true true 283407 283407 0.00610 283407 283407 0.00610 98540 98540 0.00210 6891296 1803637 5087659 0.14950 70625 70625 0.00150 7060461 1803637 5256824 0.15310 7343868 1803637 5540231 0.15920 4630 4630 0.00010 8072 8072 0.00020 2018 2018 0.00010 6558 6558 0.00010 21278 21278 0.00050 true 2109978 25209000 21881455 3327545 X true true 1 1 CHESTER RIVER HOSPITAL CENTER 100 BROWN STREET CHESTERTOWN MD 21620 www.umshoreregional.org 14-002 X X X 1 CHESTER RIVER HOSPITAL CENTER 1 false false true X X X X X X X X X 15 true true false true X WWW.UMSHOREREGIONAL.ORG X true 15 true WWW.UMSHOREREGIONAL.ORG false true X 200. 500. X X X X X X true true X X X true X www.umshoreregional.org X www.umshoreregional.org X www.umshoreregional.org X X X X X X true X false X X X X true X false false Chester River Hospital Center Schedule H, Part V, Section B LINE 5 - SHORE REGIONAL HEALTH (SRH) CONDUCTED A COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) FOR THE FIVE COUNTIES OF MARYLAND'S MID-SHORE: TALBOT, CAROLINE, QUEEN ANNE'S, DORCHESTER, AND KENT. THE COMMUNITY HEALTH NEEDS ASSESSMENT WAS COMPLETED ON MAY 12, 2015, ON WHICH DATE IT WAS APPROVED BY THE BOARD OF DIRECTORS AND IMPLEMENTED. THE HEALTH NEEDS OF OUR COMMUNITY WERE IDENTIFIED THROUGH A PROCESS WHICH INCLUDED COLLECTING AND ANALYZING PRIMARY AND SECONDARY DATA. IN PARTICULAR, THE CHNA INCLUDES PRIMARY DATA FROM TALBOT, CAROLINE, DORCHESTER, KENT, QUEEN ANNE'S HEALTH DEPARTMENTS AND THE COMMUNITY AT LARGE. ADDITIONALLY, SHORE REGIONAL HEALTH IS A PARTICIPATING MEMBER OF THE MID-SHORE SHIP COALITION, WHERE WE ARE PARTNERING WITH OTHER COMMUNITY STAKEHOLDERS INVESTED IN IMPROVING THE COMMUNITY'S OVERALL HEALTH. MEMBERS OF THE MID-SHORE SHIP COALITION INCLUDE COMMUNITY LEADERS, COUNTY GOVERNMENT REPRESENTATIVES, LOCAL NON-PROFIT ORGANIZATIONS, LOCAL HEALTH PROVIDERS, AND MEMBERS OF THE BUSINESS COMMUNITY. FEEDBACK INCLUDES DATA COLLECTED FROM SURVEYS, ADVISORY GROUPS AND FROM OUR COMMUNITY OUTREACH AND EDUCATION SESSIONS. SHORE REGIONAL HEALTH PARTICIPATES ON THE UNIVERSITY OF MARYLAND MEDICAL SYSTEM (UMMS) SYSTEM COMMUNITY HEALTH IMPROVEMENT COMMITTEE TO STUDY DEMOGRAPHICS, ASSESS COMMUNITY HEALTH DISPARITIES, INVENTORY RESOURCES AND ESTABLISH COMMUNITY BENEFIT GOALS FOR BOTH SHORE REGIONAL HEALTH SYSTEM AND UMMS. SHORE REGIONAL HEALTH CONSULTED WITH COMMUNITY partners and organizations to discuss COMMUNITY NEEDS RELATED TO HEALTH IMPROVEMENT AND ACCESS TO CARE. THE FOLLOWING LIST OF PARTNER AGENCIES MEETS ON A QUARTERLY BASIS AS MEMBERS OF THE MID-SHORE SHIP COALITION (BELOW IS MEMBERSHIP ROSTER, REPRESENTATIVE VARIES DEPENDING UPON TOPIC/AGENDA AND AVAILABILITY): - CHOPTANK COMMUNITY HEALTH SYSTEMS, DR. JONATHAN MOSS, CMO - CAROLINE COUNTY MINORITY OUTREACH TECHNICAL ASSISTANCE,Janet Fountain, Program Manager - TALBOT COUNTY LOCAL MANAGEMENT BOARD DONNA HACKER, EXECUTIVE DIRECTOR - PARTNERSHIP FOR DRUG FREE DORCHESTER, DONALD HALL, PROGRAM DIRECTOR - CAROLINE COUNTY COMMUNITY REPRESENTATIVE, MARGARET JOPP, FAMILY NURSE PRACTITIONER - EASTERN SHORE AREA HEALTH EDUCATION CENTER, JAKE FREGO, EXECUTIVE DIRECTOR - KENT COUNTY MINORITY OUTREACH TECHNICAL ASSISTANCE, DORA BEST, PROGRAM COORDINATOR - YMCA OF THE CHESAPEAKE, DEANNA HARRELL, EXECUTIVE DIRECTOR - UNIVERSITY OF MD EXTENSION, ALY VALENTINE, EXECUTIVE DIRECTOR - KENT COUNTY LOCAL MANAGEMENT BOARD, HOPE CLARK, EXECUTIVE DIRECTOR - KENT COUNTY DEPARTMENT OF JUVENILE SERVICES, WILLIAM CLARK, DIRECTOR - COALITION AGAINST TOBACCO USE, CAROLYN BROOKS, MEMBER - MT. OLIVE AME CHURCH, REV. MARY WALKER - MID- SHORE MENTAL HEALTH SYSTEMS, HOLLY IRELAND LCSW-C, EXECUTIVE DIRECTOR - ASSOCIATED BLACK CHARITIES, ASHYRIA DOTSON, PROGRAM DIRECTOR - QUEEN ANNE COUNTY HOUSING AND FAMILY SERVICES, MIKE CLARK, EXECUTIVE DIRECTOR - QUEEN ANNE COUNTY HEALTH DEPARTMENT, JOSEPH CIOTOLA MD - DORCHESTER COUNTY HEALTH DEPARTMENT, ROGER L. HARRELL, HEALTH OFFICER - TALBOT COUNTY HEALTH DEPARTMENT, FREDIA WADLEY MD, HEALTH OFFICER - CAROLINE COUNTY HEALTH DEPARTMENT, DR. LELAND SPENCER, HOUSE OFFICER - SRH, KATHLEEN MCGRATH, REGIONAL DIRECTOR OF OUTREACH - SRH, WILLIAM ROTH, REGIONAL DIRECTOR - CARE TRANSITIONS SHORE REGIONAL HEALTH HOSTED A SERIES OF COMMUNITY LISTENING FORUMS IN CAROLINE, DORCHESTER, KENT, QUEEN ANNE'S AND TALBOT COUNTIES TO GATHER COMMUNITY INPUT. IN ADDITION, SHORE REGIONAL HEALTH MEETS QUARTERLY WITH MEMBERS OF THE LOCAL HEALTH DEPARTMENTS AND COMMUNITY LEADERS, INCLUDING: - CHOPTANK COMMUNITY HEALTH SYSTEM: JOSEPH SHEEHAN, CEO, JONATHAN MOSS, CMO HEALTH DEPARTMENTS HEALTH OFFICERS: - LELAND SPENCER, M.D. KENT COUNTY AND CAROLINE COUNTY - ROGER L. HARRELL, MHA, DORCHESTER COUNTY HEALTH DEPARTMENT - JOSEPH CIOTOLA MD -DHMH QUEEN ANNE'S COUNTY - FREDIA WADLEY MD, TALBOT COUNTY HEALTH DEPARTMENT - MID SHORE MENTAL HEALTH SYSTEMS, HOLLY IRELAND, EXECUTIVE DIRECTOR - EASTERN SHORE HOSPITAL CENTER: RANDY BRADFORD, CEO IN ADDITION, THE FOLLOWING AGENCIES/ORGANIZATIONS ARE REFERENCED IN GATHERING INFORMATION AND DATA. - MARYLAND DEPARTMENT OF HEALTH AND MENTAL HYGIENE - MARYLAND DEPARTMENT OF PLANNING - MARYLAND VITAL STATISTICS ADMINISTRATION - HEALTHSTREAM, INC. - COUNTY HEALTH RANKINGS - MID SHORE COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY CEDS CHNA Conducted with Other Hospital Facilities Line 6a - Shore Regional Health (SRH) conducted a Community Health Needs Assessment (CHNA) for the UM SRH network which serves the Mid-Shore region, University of Maryland Shore Medical Center at Chestertown (SMC at Chestertown), the University of Maryland Shore Medical Center at Dorchester (SMC at Dorchester), and the University of Maryland Shore Medical Center at Easton (SMC at Easton). Line 6b - Shore Regional Health (SRH) community health needs assessment was not conducted with one or more organizations. Significant Needs Addressed in CHNA Line 11 - All primary health needs are being addressed to the extent that available resources and clinical expertise allow. The community benefits plan is able to adequately address heart disease, cancer, diabetes, hypertension, high cholesterol, issues associated with aging population. Nutrition, weight management/obesity is addressed through educational classes and/or seminars. Tobacco use/smoking and alcohol/binge drinking/underage drinking are being addressed by other county agencies and organizations and through partnerships, including the County Health Departments. Shore Regional Health hospitals do not possess the resources and expertise required for environmental health concerns and issues. Mental Health is being addressed through the Mid-shore Mental Health Systems, Inc., which is a private, not-for-profit organization serving the five mid-shore counties: Caroline, Dorchester, Kent, Queen Annes and Talbot. Several additional topic areas were identified by the Community Health Planning Council including: safe housing, transportation, and substance abuse. The unmet needs not addressed by UMC at Eaton, UMC at Dorchester, UMC at Chestertown will continue to be addressed by key governmental agencies and existing community- based organizations. While Shore Regional Health hospitals will focus the majority of our efforts on the identified priorities outlined in the CHNA Action Plan, 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. LINE 13 - THE FINANCIAL ASSISTANCE POLICY EXPLAINS SEVERAL ELIGIBILITY CRITERIA, INCLUDING PARTICIPATION IN MEDICAID/MEDICARE PROGRAMS AS WELL AS ELIGIBILITY UNDER VARIOUS STATE REGULATIONS. IN COMPLIANCE WITH THE NEW IRC SECTION 501(R) REGULATIONS UMMS HAS UPDATED THEIR FINANCIAL ASSISTANCE POLICY TO ENSURE ITS COMPLIANCE WITH IRS REGULATIONS. Line 20e - In the case of an incomplete FAP application, patients are not automatically denied. A letter is mailed to the patient requesting the missing documentation, and FAP applications are approved once the missing documentation is provided. LINE 22D - ALL PATIENTS ARE CHARGED STATE REGULATED RATES, REGARDLESS OF THEIR ABILITY TO PAY. LINE 24 - THE STATE OF MARYLAND IS A UNIQUE STATE IN REGARD TO THE PROVISION OF HEALTH CARE SERVICES AND THEIR RELATED CHARGES BY HOSPITALS. ALL HOSPITAL CHARGES PROCESSED TO ALL PAYORS, INCLUDING GOVERNMENTAL PAYORS, ARE SET THROUGH MARYLAND'S HEALTH SERVICES COST COMMISSION. ACCORDINGLY, ALL HOSPITAL CHARGES ARE NOT GROSS CHARGES AS DEFINED BY THE IRS UNDER INTERNAL REVENUE CODE SECTION 501(R)(5)(B). Criteria for Free or Discounted Care Schedule H, Part I, Line 3c Chester River Hospital Center (d.b.a. Shore Medical Center at Chestertown (SMC at Chestertown)) IS COMMITTED TO PROVIDING FINANCIAL ASSISTANCE TO PERSONS WHO HAVE HEALTH CARE NEEDS AND ARE UNINSURED, UNDERINSURED, INELIGIBLE FOR A GOVERNMENT PROGRAM, OR OTHERWISE UNABLE TO PAY, FOR MEDICALLY NECESSARY CARE BASED ON THEIR INDIVIDUAL FINANCIAL SITUATION. IT IS THE POLICY OF THE UMMS ENTITIES TO PROVIDE FINANCIAL ASSISTANCE BASED ON INDIGENCE OR HIGH MEDICAL EXPENSES FOR PATIENTS WHO MEET SPECIFIED FINANCIAL CRITERIA AND REQUEST SUCH ASSISTANCE. THE FINANCIAL CLEARANCE PROGRAM POLICY IS A CLEAR, COMPREHENSIVE POLICY ESTABLISHED TO ASSESS THE NEEDS OF PARTICULAR PATIENTS THAT HAVE INDICATED A POSSIBLE FINANCIAL HARDSHIP IN OBTAINING AID WHEN IT IS BEYOND THEIR FINANCIAL ABILITY TO PAY FOR SERVICES RENDERED. SMC at Chestertown MAKES EVERY EFFORT TO MAKE FINANCIAL ASSISTANCE INFORMATION AVAILABLE TO OUR PATIENTS INCLUDING, BUT NOT LIMITED TO: -SIGNAGE IN MAIN ADMITTING AREAS AND EMERGENCY ROOMS OF THE HOSPITAL -SMC at CHestertown WEBSITE -PATIENT HANDBOOK DISTRIBUTED TO ALL PATIENTS -BROCHURES EXPLAINING FINANCIAL ASSISTANCE ARE MADE AVAILABLE IN ALL PATIENT CARE AREAS -PATIENT PLAIN LANGUAGE SHEETS - NEWLY REVISED IN JUNE 2016, THIS HANDOUT WAS REVISED AND IS AT THE 5TH GRADE READING LEVEL (AVAILABLE IN ENGLISH, SPANISH, FRENCH, & CHINESE BASED ON TOP LANGUAGES SPOKEN BY SMC at chestertown PATIENTS) -APPEARING IN PRINT MEDIA THROUGH LOCAL NEWSPAPERS Related Organization Report Schedule H, Part I, Line 6a AN ANNUAL COMMUNITY BENEFIT REPORT IS PREPARED FOR EACH FISCAL YEAR ENDING JUNE 30. THIS REPORT IS SUBMITTED TO THE HEALTH SERVICES COST REVIEW COMMISSION (HSCRC), A STATE REGULATORY AGENCY, BY DECEMBER 15 OF EACH YEAR. IN ADDITION, THE ANNUAL COMMUNITY BENEFIT REPORT IS AVAILABLE UPON REQUEST AT THE ENTITY'S CORPORATE OFFICES. Costing Methodology SCHEDULE H, LINE 7A, COLUMN (D), and line 7f, column (C) and 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. Community Building Part II Through a variety of community building activities, UM Shore Regional Health promotes health and wellness in the community it serves. These activities include: active engagement and collaboration with local Health Departments, Chambers of Commerce, and organizations that work to improve the quality of life for the residents of the Mid-Shore (Talbot, Caroline, Dorchester, Queen Annes, and Kent Counties). Because local action is essential to public health progress, UM Shore Regional Health is a key stakeholder in the Mid-Shore Health Improvement Coalition, a partnership of public sector agencies, health care providers and community-based partners. The coalition was formed in December 2011 in response to a Statewide Health Improvement Process (SHIP). In addition to providing the coalition with leadership, a variety of clinical and non-clinical UM SRH associates serve on various coalition workgroups. The work of the coalition began by reviewing and prioritizing objectives identified by the Maryland Department of Health and Mental Hygienes (DHMH) State Health Improvement Process (SHIP). SHIP, launched in September 2011, focuses on improving the health of Maryland residents in six vision areas: Healthy Babies, Healthy Social Environments, Safe Physical Environments, Infectious Disease, Chronic Disease and Health Care Access. Under SHIPs umbrella, the coalition develops and implements strategies that will improve local public health. The coalition decided to focus on three health priorities: (1) adolescent obesity, (2) adolescent tobacco use, and (3) diabetes related emergency department visits. The coalition formulated an action plan that articulates specific goals and strategies for the three health priorities. Through coalition workgroups and committees, representatives from the Mid-Shore collaborate to assess local health needs and services; share data and other resources; explore evidence-based health practices; and acquire support to enhance and initiate health programs that impact targeted populations and communities. The coalition plans to effectively leverage and utilize new and existing resources to measurably improve the health status of the residents of the Mid-Shore. In addition to being an integral part of the Mid-Shore Health Improvement Coalition, UM SRH continues to maintain open communication with the Health Departments of Talbot, Caroline, Dorchester, Queen Annes, and Kent Counties, Mid-Shore Mental Health System, Choptank Community Health System, local government and schools. UM SRHs community outreach programs can be found in County schools, senior centers, community centers and churches throughout the Mid-Shore. UM SRHs director of community outreach participates in committees and advisory councils, promoting continuous dialogue between the medical center and community stakeholders. This provides opportunities for new ideas and programs to be exchanged, allowing UM SRH to maximize community outreach efforts. UM SRH seeks insight from community members attending educational programs through its outreach events. Program participants are asked to complete a brief survey evaluation, providing feedback and comments about the program they attended, as well as providing suggestions for future program topics. Bed Debt Expense Schedule H, Part III, Line 4 For receivables associated with services provided to patients who have third-party coverage, the Corporation analyzes contractually due amounts and provides an allowance for bad debts, allowance for contractual adjustments, provision for bad debts, and contractual adjustments on accounts for which third-party payor has not yet paid or for payors who are known to be having financial difficulties that make the realization of the amounts due unlikely. For receivables associated with self-pay patients or balances remaining after third-party coverage has already paid, the Corporation records a significant provision for bad debts in the period of service on the basis of its historical collections, which indicates that many patients ultimately do not pay the portion of their bill for which they are financially responsible. The difference between the discounted rates and the amounts collected after all reasonable collection efforts have been exhausted is charged off against the allowance for Bad Debts. Part III, Lines 2 and 3 IN MARYLAND, THE HEALTH SERVICES COST REVIEW COMMISSION (HSCRC) STARTED SETTING HOSPITAL RATES IN 1974. AT THAT TIME, THE HSCRC APPROVED RATES APPLIED ONLY TO COMMERCIAL INSURERS. IN 1977, THE HSCRC NEGOTIATED A WAIVER FROM MEDICARE HOSPITAL PAYMENT RULES FOR MARYLAND HOSPITALS TO BRING THE FEDERAL MEDICARE PAYMENTS UNDER HSCRC CONTROL. IN 2014, MARYLAND'S WAIVER WITH MEDICARE WAS RENEGOTIATED AND UPDATED TO REFLECT THE CURRENT HEALTHCARE ENVIRONMENT. UNDER THIS NEW WAIVER, SEVERAL CRITERIA WERE ESTABLISHED TO MONITOR THE SUCCESS OF THE SYSTEM IN CONTROLLING HEALTHCARE COSTS AND THE CONTINUANCE OF THE WAIVER ITSELF: 1. REVENUE GROWTH PER CAPITA 2. MEDICARE HOSPITAL REVENUE PER BENEFICIARY 3. MEDICARE ALL PROVIDER REVENUE GROWTH PER BENEFICIARY 4. MEDICARE READMISSION RATES 5. HOSPITAL ACQUIRED CONDITION RATE Medicare Cost Report Schedule H, Part III, Line 8 Allowable costs are estimated ratio of cost to charge ratio applied to gross charges. Collection Practices Schedule H, Part III, Line 9b IT IS THE POLICY OF SHORE REgional Health TO WORK WITH OUR PATIENTS TO IDENTIFY AVAILABLE RESOURCES TO PAY FOR THEIR CARE. ALL PATIENTS PRESENTING AS SELF PAY AND REQUESTING CHARITY RELIEF FROM THEIR BILL WILL BE SCREENED AT ALL POINTS OF ENTRY, FOR POSSIBLE COVERAGE THROUGH STATE PROGRAMS AND A PROBABLE DETERMINATION FOR COVERAGE FOR EITHER MEDICAL ASSISTANCE OR FINANCIAL ASSISTANCE (CHARITY CARE) FROM THE HOSPITAL IS IMMEDIATELY GIVEN TO THE PATIENT. THE PROCESS IS RESOURCE INTENSIVE AND TIME CONSUMING FOR PATIENTS AND THE HOSPITAL; HOWEVER, IF PATIENTS QUALIFY FOR ONE OF THESE PROGRAMS, THEN THEY WILL HAVE HEALTH BENEFITS THAT THEY WILL CARRY WITH THEM BEYOND THEIR CURRENT HOSPITAL BILLS, AND ALLOW THEM TO ACCESS PREVENTIVE CARE SERVICES AS WELL. SHORE HEALTH SYSTEM WORKS WITH A BUSINESS PARTNER WHO WILL WORK WITH OUR PATIENTS TO ASSIST THEM WITH THE STATE ASSISTANCE PROGRAMS, WHICH IS FREE TO OUR PATIENTS. IF A PATIENT DOES NOT QUALIFY FOR MEDICAID OR ANOTHER PROGRAM, SHORE HEALTH SYSTEM OFFERS OUR FINANCIAL ASSISTANCE PROGRAM. SHORE HEALTH SYSTEM POSTS NOTICES OF OUR POLICY IN CONSPICUOUS PLACES THROUGHOUT THE HOSPITALS, HAS INFORMATION WITHIN OUR HOSPITAL BILLING BROCHURE, EDUCATES ALL NEW EMPLOYEES THOROUGHLY ON THE PROCESS DURING ORIENTATION, AND DOES A YEARLY RE-EDUCATION TO ALL EXISTING STAFF. ALL STAFF HAVE COPIES OF THE FINANCIAL ASSISTANCE APPLICATION, BOTH IN ENGLISH AND SPANISH, TO SUPPLY TO PATIENTS WHO WE DEEM, AFTER SCREENING, TO HAVE A NEED FOR ASSISTANCE. SHORE HEALTH SYSTEM HAS A DEDICATED FINANCIAL ASSISTANCE LIAISON TO WORK WITH OUR PATIENTS TO ASSIST THEM WITH THIS PROCESS AND EXPEDITE THE DECISION PROCESS. SMC at Chestertown MAKES EVERY EFFORT TO MAKE FINANCIAL ASSISTANCE INFORMATION AVAILABLE TO OUR PATIENTS INCLUDING, BUT NOT LIMITED TO: -SIGNAGE IN MAIN ADMITTING AREAS AND EMERGENCY ROOMS OF THE HOSPITAL -SMC at Chestertown WEBSITE -PATIENT HANDBOOK DISTRIBUTED TO ALL PATIENTS -BROCHURES EXPLAINING FINANCIAL ASSISTANCE ARE MADE AVAILABLE IN ALL PATIENT CARE AREAS -PATIENT PLAIN LANGUAGE SHEETS - NEWLY REVISED IN JUNE 2016, THIS HANDOUT WAS REVISED AND IS AT THE 5TH GRADE READING LEVEL (AVAILABLE IN ENGLISH, SPANISH, FRENCH & CHINESE BASED ON TOP LANGUAGES SPOKEN BY SMC at Chestertown PATIENTS) -APPEARING IN PRINT MEDIA THROUGH LOCAL NEWSPAPERS Community Health Needs Assessment Schedule H, Part VI, line 2 Shore Regional Health (SRH) conducted a Community Health Needs Assessment (CHNA) for the five counties of Marylands Mid-Shore: Talbot, Caroline, Queen Annes, Dorchester, and Kent. The health needs of our community were identified through a process which included collecting and analyzing primary and secondary data. In particular, the CHNA includes primary data from Talbot, Caroline, Dorchester, Kent, Queen Annes Health Departments and the community at large. Additionally, Shore Regional Health is a participating member of the Mid-Shore SHIP coalition, where we are partnering with other community stakeholders invested in improving the communitys overall health. Members of the Mid-Shore SHIP coalition include community leaders, county government representatives, local non-profit organizations, local health providers, and members of the business community. Feedback from customers includes data collected from surveys, advisory groups and from our community outreach and education sessions. Secondary data resources referenced to identify community health needs include County Health Rankings (http://www.countyhealthrankings.org), Maryland Department of Health and Mental Hygienes State Health Improvement Process (SHIP) (http://dhmh.maryland.gov/ship/), the Maryland ChartBook of Minority Health and Minority Health Disparities (http://dhmh.maryland.gov/mhhd/Documents/2ndResource_2009.pdf Shore Regional Health participates on the University of Maryland Medical System (UMMS) Community Health Improvement Committee (to study demographics, assess community health disparities, inventory resources and establish community benefit goals for both UM Shore Regional Health and UMMS. UM Shore Regional Health consulted with community partners and organizations to discuss community needs related to health improvement and access to care. The following list of partner agencies meets on a quarterly basis as members of the Mid-Shore SHIP coalition: -Choptank Community Health Systems, Dr. Jonathan Moss, CMO -Caroline County Minority Outreach Technical Assistance, Janet Fountain. Program Manager -Talbot County Local Management Board Donna Hacker, Executive Director -Partnership for Drug Free Dorchester, Sandy Wilson, Program Director -Caroline County Community Representative, Margaret Jopp, Family Nurse Practitioner -Eastern Shore Area Health Education Center, Jake Frego, Executive Director -Kent County Minority Outreach Technical Assistance, Dora Best, Program Coordinator -YMCA of the Chesapeake, Deanna Harrell, Executive Director -University of MD Extension, Sara Rich, Executive Director -Kent County Local Management Board, Hope Clark, Executive Director -Kent County Department of Juvenile Services, William Clark, Director -Coalition Against Tobacco Use, Carolyn Brooks, Member -Mt. Olive AME Church, Rev. Mary Walker -Mid- Shore Mental Health Systems, Holly Ireland LCSW-C, Executive Director -Associated Black Charities, Ashyria Dotson, Program Director -Queen Anne County Housing and Family Services, Mike Clark, Executive Director -Queen Anne County Health Department, Joseph Ciotola MD -Dorchester County Health Department, Roger L. Harrell, Health Officer -Talbot County Health Department, Thomas McCarty, Health Officer -Caroline County Health Department, Dr. Leland Spencer, House Officer -UMC at Easton, Kathleen McGrath, Regional Director of Outreach -UMC at Chestertown, Cindy Bach, Director Transitions in Care Shore Regional Health hosted a series of community listening forums to gather community input for a regionalization study that explores the benefits of a regional approach to providing health care for Caroline, Dorchester, Kent, Queen Anne's and Talbot counties. In addition, Shore Health meets quarterly with members of the local health departments and community leaders, including: -Choptank Community Health System, Joseph Sheehan -Health Departments -Health Officers -Mid Shore Mental Health Systems, Holly Ireland -Eastern Shore Hospital Center, Randy Bradford In addition, the following agencies/organizations are referenced in gathering information and data: -Maryland Department of Health and Mental Hygiene -Maryland Department of Planning -Maryland Vital Statistics Administration -HealthStream, Inc. -County Health Rankings -Mid Shore Comprehensive Economic Development Strategy CEDS Our CHNA identified the following list of priorities for our community: 1. Cancer 2. Obesity 3. Access to Care 4. Behavioral Health 5. Diabetes Maryland Health Care Commission (MHCC) Rural Health Study During the 2016 Legislative Session, Senate Bill 707 Freestanding Medical Facilities- Certificate of Need, Rates and Definition (SB 707), passed into law and was signed by the Governor on May 10, 2016. The legislation established a workgroup on rural health care delivery to oversee a study of healthcare delivery in the Middle Shore region and to develop a plan for meeting the health care needs of the five counties -- Caroline, Dorchester, Kent, Queen Annes and Talbot. The purpose of the study was to assess the health care of the residents of the five-county study area and the capacities of the health system in the region, and propose options for enhancing health and health care delivery on the Mid-Shore. The research team was asked to consider: (1) the limited availability of health care providers and services; (2) the special needs of vulnerable populations, including the frail and elderly, racial and ethnic minorities, immigrants and patients with persistent behavioral illnesses; (3) barriers to access caused by transportation limitations; and (4) the economic impact of closures, partial closures or conversions of health care facilities. The Summary Report provides highlights of findings from all components of the study and integrates them into key recommendations. Methods and findings are detailed for review at: http://mhcc.maryland.gov/mhcc/pages/home/workgroups/documents/rural_health /September%2025th%202017%20Meeting/lgsrpt_%20ExecutiveSummary_rpt_20170928 .pdf The University of Maryland Medical System in partnership with UM Shore Regional Health as members of the Rural Health Care Delivery Workgroup produced a white paper, Commitment to Meeting the Health Care Needs of Our Vulnerable Rural Communities. This paper explores concerns about the unique needs of rural hospitals and communities and can be accessed at: http://mhcc.maryland.gov/mhcc/pages/home/workgroups/documents/rural_health /July%2025th%202017%20Meeting/LGSRPT_Shore_White_Paper_rpt20170523.pdf Eligibility Education Schedule H, Part VI, line 3 It is the policy of UM Shore Regional Health to work with our patients to identify available resources to pay for their care. All patients presenting as self pay and requesting charity relief from their bill will be screened at all points of entry, for possible coverage through state programs and a probable determination for coverage for either Medical Assistance or Financial Assistance (charity care) from the hospital is immediately given to the patient. The process is resource intensive and time consuming for patients and the hospital; however, if patients qualify for one of these programs, then they will have health benefits that they will carry with them beyond their current hospital bills, and allow them to access preventive care services as well. UM Shore Regional Health works with a business partner who will work with our patients to assist them with the state assistance programs, which is free to our patients. If a patient does not qualify for Medicaid or another program, UM Shore Regional Health offers our financial assistance program. UM Shore Regional Health posts notices of our policy in conspicuous places throughout the hospitals- including the emergency department, has information within our hospital billing brochure, educates all new employees thoroughly on the process during orientation, and does a yearly re- education to all existing staff. All staff have copies of the financial assistance application, both in English and Spanish, to supply to patients who we deem, after screening, to have a need for assistance. UM Shore Regional Health has a dedicated Financial Assistance Liaison to work with our patients to assist them with this process and expedite the decision process. Shore Regional Health notifies patients of availability of financial assistance funds prior to service during our calls to patients, through signage at all of our registration locations, through our patient billing brochure and through our discussions with patients during registration. In addition, the information sheet is mailed to patients with all statements and/or handed to them if needed. -Shore Regional Health prepares its FAP in a culturally sensitive manner, at a reading comprehension level appropriate to the CBSAs population, and in Spanish. -Shore Regional Health posts its FAP and financial assistance contact information in admissions areas, emergency rooms, and other areas of facilities in which eligible patients are likely to present; -Shore Regional Health provides a copy of the FAP and financial assistance contact information to patients or their families as part of the intake process; -Shore Regional Health provides a copy of the FAP and financial assistance contact information to patients with discharge materials. -A copy of Shore Regional Healths FAP along with financial assistance contact information, is provided in patient bills; and/or -Shore Regional Health discusses with patients or their families the availability of various government benefits, such as Medicaid or state programs, and assists patients with qualification for such programs, where applicable. -An abbreviated statement referencing Shore Regional Healths financial assistance policy, including a phone number to call for more information, is run annually in the local newspaper (Star Democrat) Description of Community Served Schedule H, Part VI, line 4 Situated on Maryland's Eastern Shore, Shore Regional Healths three hospitals, University of Maryland Medical Center at Easton (SMC at Easton), University of Maryland Medical Center at Dorchester (SMC at Dorchester), University of Maryland Medical Center at Chestertown (SMC at Chestertown) are not for profit hospitals offering a complete range of inpatient and outpatient services to over 170,000 people throughout the Mid-Shore of Maryland. Shore Regional Healths service area is defined as the Maryland counties of Caroline, Dorchester, Talbot, Queen Annes and Kent. UMC at Easton is situated at the center of the mid-shore area and thus serves a large rural geographical area (all 5 counties of the mid-shore). UMC at Dorchester is located approximately 18 miles from Easton and primarily serves Dorchester County and portions of Caroline County. UMC at Chestertown located in Chestertown, in Kent County merged with Shore Regional Health in July 2013. UMC at Chestertown serves the residents of Kent County, portions of Queen Annes and Caroline Counties and the surrounding areas. The five counties of the Mid-Shore comprise 20% of the landmass of the State of Maryland and 2% of the population. The entire region has over 4,400 employers with nearly 45,000 workers. Only 50 of those employers employ 100 or more workers. Almost 85% of employers in this rural region are manufacturing firms, which require workers with high-level technology skills as well as low-skilled workers. (-9.62% adults have less than a 9th grade education and another 9.62% have an education at the 9th -12th grade level but do not have a high school diploma). The service industry is growing rapidly as the local population shifts to include more senior adults who retire to this beautiful area of the State. Although the seafood industry continues to be important to the region it is fast becoming an endangered species. The economic condition varies significantly throughout the region, especially for Caroline, Dorchester, and Kent Counties. It should be noted that Talbot County appears to have a significantly higher median income than Caroline and Dorchester, however, a large percentage of the population has incomes in line with those of Caroline and Dorchester. The figures for Talbot are somewhat skewed due to large incomes of a few individual families and high net worth individuals. Shore Regional Healths service area has a higher percentage of population aged 65 and older as compared to Maryland overall. Talbot County has a 27.2% rate for this age group and Kent County has 25.3% of its residents age 65 years or older. These rates are 65% higher than Marylands percentage, and higher than other rural areas in the state by almost a quarter. Today, more than two-thirds of all health care costs are for treating chronic illnesses. Among health care costs for older Americans, 95% are for chronic diseases. The cost of providing health care for one person aged 65 or older is three to five times higher than the cost for someone younger than 65. Source:http://www.cdc.gov/features/agingandhealth/state_of_aging_and_healt h_in_america_2013.pdf Hoffman C, Rice D, Sung HY. Persons with chronic conditions: their prevalence and costs. JAMA. 1996;276(18):1473-1479 While progress is being made, the Mid-Shore economy still faces a myriad of challenges that include limited access to affordable high speed broadband services, a shortage of affordable housing, an inadequate supply of skilled workers, low per capita income, and more layoffs in the manufacturing sector.(Source: Mid Shore Comprehensive Economic Development Strategy CEDS) County Health Rankings for the Mid-Shore counties also reveal the large disparities between counties for health outcomes in the service area. The Mid-Shore Region has 26,203 minority persons, representing 25.3% of the total population. In terms of healthcare, large disparities exist between Black or African Americans and Whites as reported by the Office of Minority Health and Health Disparities, DHMH. For emergency department (ED) visit rates for diabetes, asthma and hypertension, the Black or African American rates are typically 3- to 5 fold higher than White rates. Adults at a healthy weight is lower (worse) for Black or African Americans in all three counties where Black or African American data could be reported. Heart disease mortality Black or African American rates are variously higher or lower compared to White rates in individual counties. In Caroline, the Black or African American rate is lower than the White rates not because the Black or African American rate is particularly low, but because the White rate is unusually high. For cancer mortality, Black or African American rates exceed White rates in Dorchester, Kent, Queen Annes and Talbot. In Caroline, Black or African American rates are lower, again because of a rather high White rate. The Black or African American rates and White rates are below the State Health Improvement Process (SHIP) goals. Source: http://www.dhmh.maryland.gov/ship. http://dhmh.maryland.gov/mhhd/Documents/Maryland-Black-or-African-American -Data-Report-December-2013.pdf Overall, Queen Annes County ranks 5th; Talbot County ranks 7th; Dorchester ranks 23th; Caroline ranks 21rd, Kent ranks 18th (out of 24 counties including Baltimore City) in health outcomes that indicate the overall health of the county (Source:http://www.countyhealthrankings.org/maryland/ 2017). UMC at Eatons Primary Service Area: 21601, 21613, 21629, 21632, 21655, 21639, 21643 UMC at Dorchesters Primary Service Area: 21613, 21643, 21631 UMC at Chestertowns Primary Service Area: 21620,21661,21651,21678 Community Benefit Service Area (CBSA) Target Population: 170,000+ Talbot County Total Population: 37,278 Male: 47.4%, Female: 52.6% White, Not Hispanic (NH): 83.3% Black, NH: 13.0% Hispanic: 6.6% Asian, NH: 1.4% American Indian, NH: 0.4% Median Age: 43.3 Median Household Income: $58,228 Dorchester County Total Population: 32,258 Male: 47.5%, Female: 52.5% White, Not Hispanic (NH): 67.4% Black, NH: 28.7% Hispanic: 5.3% Asian, NH: 1.2% American Indian, NH: 0.5% Median Age: 40.7 Median Household Income: $47,093 Caroline County Total Population: 32,850 Male: 48.8%, Female: 51.2% White, Not Hispanic (NH): 81.3% Black, NH: 14.0% Hispanic: 7.2% Asian, NH: 1.1% American Indian, NH: 0.3% Median Age: 37 Median Household Income: $52,465 Queen Annes County Total Population: 48,929 Male: 49.7%, Female: 50.3% White, Not Hispanic (NH): 89.7% Black, NH: 6.6% Hispanic: 3.6% Asian, NH: 0.5% American Indian, NH: 0.3% Median Age: 38.8 Median Household Income: $85,963 Kent County Total Population: 19,730 Male: 47.9%, Female: 52.1% White, Not Hispanic (NH): 81.3% Black, NH: 15.3% Hispanic: 4.5% Asian, NH: 1.2% American Indian, NH: 0.3% Median Age: 45.6 Median Household Income: $58,145 (Source: http://quickfacts.census.gov/) Percentage of households with incomes below the federal poverty guidelines within the CBSA: Talbot 10.4%, Dorchester 18.1%, Caroline 14.4%, Queen Annes 7.2%, Kent 14.8% Source: https://www.census.gov/quickfacts/fact/table/US Percentage of uninsured people by County within the CBSA: Talbot 11%, Dorchester 10%, Caroline 13%, Queen Annes 6%, Kent 9% Source: http://www.towncharts.com/Maryland/Maryland-state-Healthcare-data.html Percentage of Medicaid recipients by County within the CBSA: Talbot 11%, Dorchester 19%, Caroline 18%, Queen Annes 9%, Kent 14% Source: http://www.towncharts.com/Maryland/Maryland-state-Healthcare-data.html Life Expectancy by County within the CBSA: Talbot County: All Races 80.8 White 81.6, Black 76.5 Dorchester County: All Races 77.6, White 78.2, Black 75.7 Caroline County: All Races 76.1, White 76.3, Black 75.4 Queen Annes County: All Races 79.6, White 79.7, Black 77.2 Kent County: All Races 79.5, White 80.6, Black 74.5 (Source: http://dhmh.maryland.gov) Mortality Rates by County within the CBSA (Age adjusted rates per 100,000 population): Talbot County: All Races 1228.9, White 1340.7, Black 1129.3 Dorchester County: All Races 1222.8, White 1418.0, Black 1005.8 Caroline County: All Races 1009.9, White. 1095.4, Black 971.1 Queen Annes County: All Races 799.5, White 824.7, Black 883.9 Kent County: All Races 1248.3, White 1303.9, Black 1373.4 (Source: http://dhmh.maryland.gov/vsa/Documents/13annual.pdf) Access to healthy food, Population that is Food Insecure: Talbot County: 10.5% Dorchester County: 15.8% Caroline County: 12.1% Queen Annes County: 7.5% Kent County: 11.5% (Source: URL: http://www.mdfoodsystemmap.org) Quality of Housing Home Ownership Rate: Talbot County: 68.6% Dorchester County: 65.6% Caroline County: 70.5% Queen Annes County: 83.8% Kent County: 71.9% Caroline County There is a lack of Section 8 Rental Assistance housing in Caroline County. At the present time, only about one- third of the demand has been filled. Total Housing units 13,482 Homeownership rate, 70.5% Median value of owner-occupied housing units Promoting the Health of the Community Schedule H, Part VI, line 5 The analysis of local data indicated that diabetes, heart disease, cancer, behavioral health and access to care were all health improvement priorities for the Mid-Shore. After careful review of County health data, the Mid-Shore SHIP Coalition prioritized the potential health improvement areas and decided to focus the Coalitions efforts on three areas: (1) adolescent obesity, (2) adolescent tobacco use, and (3) diabetes related emergency department visits. The Coalition is committed to examining what evidence-based initiatives can improve the countys health in these three areas related to racial, ethnic and other demographic and geographic-related health disparities. Marylands State Health Improvement Process (SHIP) provides a framework for continual progress toward a healthier Maryland. Marylands State Heath Improvement Process (SHIP) began with national, state and local data being reviewed and analyzed by the Maryland Department of Health and Mental Hygiene (DHMH) Office of Population Health as well as by the 5 Departments of Health (Talbot, Caroline, Dorchester, Queen Annes, Kent). It has three main components: accountability, local action and public engagement. SHIP includes 39 measures that provide a framework to improve the health of Maryland residents. Twenty-eight of the measures have been identified as critical racial/ethnic health disparities. Each measure has a data source and a target, and where possible, can be assessed at the county level. UM SRHs priorities are aligned with the Maryland State Health Improvement Process vision areas and those objectives outlined by the local health improvement coalition. UM SRHs Priorities: 1. Chronic Diseases (obesity, hypertension, diabetes, smoking) 2. Behavioral Health 3. Access to Care 4. Cancer 5. Outreach & Education (preventive care, screenings, health literacy) Several additional topic areas were identified by the CHNA Steering Committee including: safe housing, transportation, and substance abuse. The unmet needs not addressed by UM SRH will continue to be addressed by key governmental agencies and existing community- based organizations. While UM SRH will focus the majority of our efforts on the identified priorities outlined in the CHNA Action Plan, 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. Initiative 1 Identified Need: Chronic Disease Management How was the need identified: Identified through the CHNA process Hospital Initiative: UMSRH Population Health Management: Enhanced transitions in care: A: Shore Wellness Partner- Community Case Management & B: Follow-up Clinic Both programs address high utilizing patients who are not connected to ongoing primary care Chronically ill patients with typical, long standing combinations of diabetes, CHF, COPD, and/or kidney disease who are prescribed between 5 and 15 medications Rural patients with long travel times to care providers and who often do not have access to information technology resources http://dhmh.maryland.gov/ship/SitePages/Home Primary Objective of Initiative: -Identify follow-up needs from community resources -Reduce readmissions during the transitional period related to Chronic Disease Management -Diabetes-related readmission/revisits -Congestive Heart Failure-related readmissions/revisits -Hypertension-related readmissions/revisits -COPD-related readmissions/revisits -Chronic Kidney Disease-related readmissions/revisits -Provide assessment of dietary status and educational needs -Provide assessment of safe medication use/educational needs/financial assistance needs -Provide transitional case management services Total number of people within target population: Patients with sub-acute mental illness, social isolation, and/or limited family support who need assistance in making healthcare decisions that provide the best care in the best venue. Residents of Talbot, Caroline, Dorchester, Kent have a higher rate than the HP 2020 goal rate of related emergency department visits for these chronic diseases. Target population 7,000 people. Total Number of People Reached by the Initiative within the Target Population: A.Shore Wellness Partners: 1,384 home visits B. Follow up Clinic: 3,919 patients (775 patients had more than one encounter). Key Collaborators in Delivery of the Initiative: -Physician practices (owned by hospital/health system) -Physician practices (not wholly or partially owned by the hospital) -Queen Anne County Mobile Integrated Community Health Program -Upper Shore Aging, Inc Maryland Access Point -Maintaining Active Citizens, Inc -Coastal Hospice & Palliative Care -Compass Regional Hospice -Talbot Hospice -Talbot County Health Department/Adult Evaluation and Review Services -Queen Anne County Health Department/Adult Evaluation and Review Services -Caroline County Health Department/ Adult Evaluation and Review Services -Dorchester County Health Department/ Adult Evaluation and Review Services -Talbot County Senior Center -Caroline County Senior Center -Choptank Community Health-Federalsburg/Denton -Choptank Community Health- Fassett Magee Branch -Shore Home Care, Inc -Shore Wellness Partners -Amedysis Home Health, Inc -Home Call Home Health -Bright Star Home Health -Hills Drug Store, Inc -Key Collaborator Organization -Integrace Bayleigh Chase -The Pines, Genesis -Briton Woods of Denton -Caroline Nursing Home -Mallard Bay -Chesapeake Woods -Autumn Lake -Shore Nursing & Rehab Impact of hospital initiative: Community resources engaged as appropriate based on patient-specific needs. Multiple health care referrals generated in order to provide the safest patient care. Reduction in high utilizer or population at high risk for readmission. Evaluation of outcome: Shore Wellness Partners metrics: 1,032 Nurse home visits 352 Social workers home visits Follow up Clinic Metrics: # of patients: 3,919: (775 patients had more than one encounter) # of referrals (direct referrals) 54 referrals to Upper Shore Aging (serving Talbot, Kent, Caroline), 24 referrals to Maintaining Active Citizens, Inc (serving Dorchester), 9 referrals to Queen Anne County Department of Aging. 53 people to the Queen Anne County Mobile Integrated Community Health Program Continuation of Initiative: Yes, However, SRH is developing a more robust and holistic transitions of care program that will provide systematic referrals and complex case management of high risk patients based on best practices. Shore Wellness Partners social work program will continue to offer financial and social services to support the newly developed Transitions of Care Program. Total Cost of Initiative: $ 377,942 (includes staff salary and supplies Does not include indirect overhead) Initiative 2 Identified Need: Health Priority #2. Behavioral Health; Priority #3. Access to Care The rate of emergency department visits related to mental health disorders* (per 100,000 population). Mental health problems can place a heavy burden on the healthcare system, particularly when persons in crisis utilize emergency departments instead of other sources of care when available How was the need identified: Identified through the CHNA process Name of hospital initiative: Behavioral Health Bridge Clinic. The Bridge Clinic serves patients discharged from the behavioral health inpatient unit who are unable to access psychiatric care from community due to shortage of psychiatric providers Total number of people within target population: 600-700 patients discharged from SRH inpatient psychiatric care require specialized follow-up including case management, therapy, and support/education Total number of people reached by the initiative: Persons Served: 205 Primary objective of initiative:Enhance service continuity between inpatient and community behavioral health care through better access to services and more innovations in the service delivery model. Reduce recidivism of patients with mental health issues in both the ED and Psychiatric Inpatient Unit. Single or multi-year plan: Multi Year, Oct.2015-present Key collaborators in delivery: Mid-Shore Behavioral Health System Eastern Shore Crisis Response Physician practices Local Health Depts. Impact of hospital initiative: The first full year of operation for the Bridge Clinic was successful in reducing readmission rates to the hospitals inpatient psychiatric unit. 24-48 hour access was made available for urgent appointments. Active case management including telephonic follow-up and weekly support groups were provided. Evaluation of outcomes: -962 follow-up interventions were provided to 205 patients. Inpatient readmissions trended down for the 12 month period from July 2016 to June 2017. -First quarter of operation: average readmission rate 12% compared to final quarter of FY17: average readmission rate 1%. Cont Affiliated Health Care System Roles Schedule H, Part VI, line 6 AS PART OF THE UNIVERSITY OF MARYLAND MEDICAL SYSTEM (UMMS), SMC at Chestertown UNDERSTANDS THAT HEALTH CARE GOES BEYOND THE WALLS OF THE HOSPITAL AND INTO THE COMMUNITY IT SERVES. UMMS HOSPITALS ARE COMMITTED TO STRENGTHENING THEIR NEIGHBORING COMMUNITIES. IN DOING SO, SMC at Chestertown ASSESSES THE COMMUNITY'S HEALTH NEEDS, IDENTIFIES KEY PRIORITIES, AND RESPONDS WITH SERVICES, PROGRAMS AND INITIATIVES WHICH MAKE A POSITIVE, SUSTAINED IMPACT ON THE HEALTH OF THE COMMUNITY. WITH REPRESENTATION FROM ALL UMMS HOSPITALS, THE MEDICAL SYSTEM'S COMMUNITY HEALTH IMPROVEMENT COUNCIL COORDINATES THE EFFECTIVE AND EFFICIENT UTILIZATION AND DEPLOYMENT OF RESOURCES FOR COMMUNITY-BASED ACTIVITIES AND EVALUATES HOW SERVICES AND ACTIVITIES MEET TARGETED COMMUNITY NEEDS WITHIN DEFINED GEOGRAPHIC AREAS. SMC at Chestertown IS COMMITTED TO HEALTH EDUCATION, ADVOCACY, COMMUNITY PARTNERSHIPS, AND ENGAGING PROGRAMS WHICH FOCUS ON HEALTH AND WELLNESS WITH THE GOAL OF ELIMINATING HEALTH CARE DISPARITIES IN OUR COMMUNITY. Community Benefit Report State Filings Schedule H, Part VI, line 7 Maryland X true true X X X true true false false false false false true false John Dillon Chairman 0 0 0 0 0 156456 0 0 0 0 0 156456 0 0 John W Ashworth III Director 0 602349 0 390000 0 122128 0 10600 0 17216 0 1142293 0 0 Robert A Chrencik Director 0 1265687 0 1105294 0 1870062 0 10600 0 13434 0 4265077 0 0 Kenneth Kozel President/CEO 0 408593 0 184748 0 406786 0 10600 0 10914 0 1021641 0 313772 JoAnne Hahey CFO/SVP Finance 0 276549 0 105703 0 20236 0 45694 0 17052 0 465234 0 0 Deborah Pippin Site Coordinator 133882 0 0 0 210 0 4876 0 14104 0 153072 0 0 0 Mary Jo Keefe Former VP/CNO 0 137793 0 15050 0 745 0 0 0 5384 0 158972 0 0 Samuel P Marinelli Former CFO 0 150368 0 26734 0 122116 0 5879 0 7381 0 312478 0 0 Scott Burleson Former SVP/COO 0 107285 0 15375 0 467 0 0 0 11606 0 134733 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 PAYMENT OR CHANGE OF CONTROL PAYMENT SCHEDULE J, PART I, LINE 4A DURING THE FISCAL YEAR ENDED JUNE 30, 2017, CERTAIN OFFICERS AND KEY EMPLOYEES HAVE RECEIVED SEVERANCE PAYMENTS. THESE AMOUNTS ARE REPORTABLE AS TAXABLE COMPENSATION AND REPORTED ON SCHEDULE J, PART II, LINE B(III), OTHER REPORTABLE COMPENSATION. THE INDIVIDUAL AND AMOUNT ARE LISTED BELOW: - SAMUEL MARINELLI $102,824 SUPPLEMENTAL NONQUALIFIED RETIREMENT PLAN SCHEDULE J, PART I, LINE 4B DURING THE FISCAL YEAR ENDED JUNE 30, 2017, 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: - JOANNE HAHEY DURING THE FISCAL YEAR ENDED JUNE 30, 2017, 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: - JOHN W. ASHWORTH - ROBERT CHRENCIK - SAMUEL MARINELLI DURING THE FISCAL YEAR ENDED JUNE 30, 2017, CERTAIN OFFICERS AND KEY EMPLOYEES PARTICIPATED IN THE UNIVERSITY OF MARYLAND MEDICAL SYSTEM (UMMS) SUPPLEMENTAL NONQUALIFIED RETIREMENT PLAN. THE INDIVIDUAL LISTED BELOW HAS 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 ARE 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). - KENNETH KOZEL NON-FIXED PAYMENTS SCHEDULE J, PART I, LINE 7 BONUSES PAID ARE BASED ON A NUMBER OF VARIABLES INCLUDING, BUT NOT LIMITED TO, INDIVIDUAL GOAL ACHIEVEMENTS AS WELL AS ORGANIZATION OPERATION ACHIEVEMENTS. THE FINAL DETERMINATION OF THE BONUS AMOUNT IS DETERMINED AND APPROVED BY THE BOARD AS PART OF THE OVERALL COMPENSATION REVIEW OF THE OFFICERS AND KEY EMPLOYEES. Tax Exempt Bond Issues FORM 990, PART IV, QUESTION 24 PURSUANT TO A MASTER LOAN AGREEMENT DATED JUNE 20, 1991 (THE "MASTER LOAN AGREEMENT"), AS AMENDED, THE UNIVERSITY OF MARYLAND MEDICAL SYSTEM CORPORATION ("UMMSTHE "CORPORATION") AND SEVERAL OF ITS SUBSIDIARIES HAVE ISSUED DEBT THROUGH THE MARYLAND HEALTH AND HIGHER EDUCATIONAL FACILITIES AUTHORITY (THE "AUTHORITY"). AS SECURITY FOR THE PERFORMANCE OF THE BOND OBLIGATION UNDER THE MASTER LOAN AGREEMENT, THE AUTHORITY MAINTAINS A SECURITY INTEREST IN THE REVENUE OF THE OBLIGORS. THE MASTER LOAN AGREEMENT CONTAINS CERTAIN RESTRICTIVE COVENANTS. THESE COVENANTS REQUIRE THAT RATES AND CHARGES BE SET AT CERTAIN LEVELS, LIMIT INCURRENCE OF ADDITIONAL DEBT, REQUIRE COMPLIANCE WITH CERTAIN OPERATING RATIOS AND RESTRICT THE DISPOSITION OF ASSETS. THE OBLIGATED GROUP UNDER THE MASTER LOAN AGREEMENT INCLUDES THE CORPORATION, THE JAMES LAWRENCE KERNAN HOSPITAL, INC., MARYLAND GENERAL HOSPITAL, INC., BALTIMORE WASHINGTON MEDICAL CENTER, INC., SHORE HEALTH SYSTEM, INC., CHESTER RIVER HOSPITAL CENTER, INC., CIVISTA MEDICAL CENTER, INC., UNIVERSITY OF MARYLAND ST. JOSEPH MEDICAL CENTER, LLC, UPPER CHESAPEAKE MEDICAL CENTER, INC., HARFORD MEMORIAL HOSPITAL, INC. AND THE UNIVERSITY OF MARYLAND MEDICAL SYSTEM FOUNDATION, INC. EACH MEMBER OF THE OBLIGATED GROUP IS JOINTLY AND SEVERALLY LIABLE FOR THE REPAYMENT OF THE OBLIGATIONS UNDER THE MASTER LOAN AGREEMENT OF THE CORPORATION'S $1,585,136,000 OF OUTSTANDING AUTHORITY BONDS ON JUNE 30, 2017. ALL OF THE BONDS WERE ISSUED IN THE NAME OF THE UNIVERSITY OF MARYLAND MEDICAL SYSTEM CORPORATION AND ARE REPORTED ON SCHEDULE K OF ITS FORM 990. Members or stockholders FORM 990, PART VI, LINE 6, 7A, AND 7B UM Shore Regional Health AND THE UNIVERSITY OF MARYLAND MEDICAL SYSTEM CORPORATION MAY ELECT MEMBERS AND APPROVE DECISIONS OF CHESTER RIVER HOSPITAL CENTER. FORM 990 REVIEW PROCESS FORM 990, PART VI, LINE 11B THE IRS FORM 990 IS PREPARED AND REVIEWED BY THE ACCOUNTING FIRM OF GRANT THORNTON. ACCOUNTING PERSONNEL IN FINANCE SHARED SERVICES AT THE UNIVERSITY OF MARYLAND MEDICAL SYSTEM GATHER THE INFORMATION NEEDED TO COMPLETE THE RETURN AND INPUT THE DATA INTO THE GRANT THORNTON TAX ORGANIZER, WHICH IS AN EXCEL-BASED SYSTEM. WHEN ALL DATA HAS BEEN ENTERED, THE INFORMATION IS SUBMITTED TO GRANT THORNTON FOR IMPORTATION INTO THEIR TAX SOFTWARE. AT THIS POINT, GRANT THORNTON STAFF MEMBERS REVIEW THE DATA, ASK FOR ADDITIONAL INFORMATION IF NEEDED AND PREPARE THE TAX RETURN. EACH RETURN IS REVIEWED AT SEVERAL LEVELS AT GRANT THORNTON INCLUDING THE TAX PARTNER. AFTER THEIR REVIEW PROCESS, A DRAFT RETURN IS SENT TO THE ACCOUNTING STAFF AT UMMS FOR AN IN-HOUSE REVIEW. UPON COMPLETION OF THE IN-HOUSE REVIEW, GRANT THORNTON IS INSTRUCTED TO MAKE ANY NECESSARY CHANGES AND TO PREPARE THE FINAL TAX RETURN. THE FINAL RETURN UNDERGOES ANOTHER REVIEW BY THE ACCOUNTING STAFF AT FINANCE SHARED SERVICES AND IS ALSO REVIEWED BY THE ACCOUNTING MANAGER, THE DIRECTOR OF FINANCIAL REPORTING, THE VICE PRESIDENT OF FINANCE AND THE CFO, WHO SIGNS THE RETURN. PRIOR TO FILING THE IRS FORM 990, THE ORGANIZATION'S BOARD CHAIRMAN, TREASURER, AUDIT COMMITTEE CHAIRMAN, EXECUTIVE COMMITTEE CHAIRMAN OR OTHER MEMBER OF THE BOARD WITH SIMILAR AUTHORITY WILL REVIEW THE IRS FORM 990. AT THE DISCRETION OF THE REVIEWING BOARD MEMBER, SUCH MEMBER WILL BRING ANY ISSUES OR QUESTIONS RELATED TO THE COMPLETED IRS FORM 990 TO THE ATTENTION OF THE BOARD. NOTWITHSTANDING THE ABOVE, A BOARD RESOLUTION IS NOT REQUIRED FOR THE FILING OF THE ORGANIZATION'S IRS FORM 990. EACH BOARD MEMBER IS PROVIDED WITH A COPY OF THE FINAL IRS FORM 990 BEFORE FILING. CONFLICT OF INTEREST POLICY MONITORING & ENFORCEMENT FORM 990, PART VI, LINE 12C THE ORGANIZATION'S OFFICERS, DIRECTORS, EMPLOYEES AND MEDICAL STAFF MEMBERS, AS APPLICABLE, SHALL DISCLOSE CONFLICTS OF INTEREST OR POTENTIAL CONFLICTS OF INTEREST BETWEEN THEIR PERSONAL INTERESTS AND THE INTERESTS OF THE ORGANIZATION, OR ANY ENTITY CONTROLLED BY OR OWNED IN SUBSTANTIAL PART BY THE ORGANIZATION. A QUESTIONNAIRE WHICH DISCLOSES POTENTIAL CONFLICTS OF INTEREST IS DISTRIBUTED ANNUALLY TO ALL OFFICERS, DIRECTORS AND KEY EMPLOYEES. THE GENERAL COUNSEL OF THE UNIVERSITY OF MARYLAND MEDICAL SYSTEM CORPORATION (UMMSC) REVIEWS THE RESPONSES FOR UMMSC and certain other affiliates. 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. WITH RESPECT TO THE OTHER ENTITIES IN THE UNIVERSITY OF MARYLAND MEDICAL SYSTEM, THE GENERAL COUNSEL MAY BE CALLED FOR CONSULT. IF SO, THE GENERAL COUNSEL MAY CONSULT THE AUDIT COMMITTEE, IF NECESSARY. WHENEVER A CONFLICT OR POTENTIAL CONFLICT OF INTEREST EXISTS, THE NATURE OF THE CONFLICT OR POTENTIAL CONFLICT OF INTEREST MUST BE DISCLOSED IN WRITING TO THE ORGANIZATION'S BOARD, BOARD COMMITTEE, AN OFFICER OF THE ORGANIZATION OR OTHER APPROPRIATE EXECUTIVE. SUCH INDIVIDUAL HAVING A POTENTIAL CONFLICT OF INTEREST SHALL PLAY NO ROLE ON BEHALF OF THE ORGANIZATION, OR ANY ORGANIZATION CONTROLLED OR SUBSTANTIALLY OWNED, IN ANY TRANSACTION IN WHICH A CONFLICT EXISTS. ALL INVITATIONS FOR BIDS, PROPOSALS OR SOLICITATIONS FOR OFFERS INCLUDE THE FOLLOWING PROVISION: ANY VENDOR, SUPPLIER OR CONTRACTOR MUST DISCLOSE ANY ACTUAL OR POTENTIAL TRANSACTION WITH ANY ORGANIZATION OFFICER, DIRECTOR, EMPLOYEE OR MEMBER OF THE MEDICAL STAFF, INCLUDING FAMILY MEMBERS WITHIN FIVE DAYS OF THE TRANSACTION. FAILURE TO COMPLY WITH THIS PROVISION IS A MATERIAL BREACH OF AGREEMENT. IN ADDITION, A BOARD DISCLOSURE REPORT IS FILED WITH THE MARYLAND HEALTH SERVICES COST REVIEW COMMISSION ON AN ANNUAL BASIS SHOWING ANY BUSINESS TRANSACTIONS BETWEEN THE BOARD MEMBERS AND THE ORGANIZATION. PROCESS FOR DETERMINING COMPENSATION FORM 990, PART VI, LINE 15A & 15B The organization did not compensate its executives directly, but rather, the executives received compensation from a related organization. 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 NOMINAL FEE IS CHARGED FOR MAKING THE COPIES. THE ORGANIZATION MAY HAVE AN EMPLOYEE PRESENT DURING THE PUBLIC INSPECTION OF THE DOCUMENT. WRITTEN REQUESTS FOR AN ENTITY'S FORM 990 OR FORM 1023 ARE DIRECTED IMMEDIATELY TO THE OFFICE OF THE CHIEF FINANCIAL OFFICER FOR THE ORGANIZATION. THE REQUESTED COPIES ARE MAILED WITHIN 30 DAYS OF THE REQUEST. REPRODUCTION FEES AND MAILING COSTS ARE CHARGED TO THE REQUESTOR. CONFLICT OF INTEREST POLICY AND GOVERNING DOCUMENTS: IF THE GOVERNING DOCUMENTS AND CONFLICT OF INTEREST POLICY OF OUR ORGANIZATION ARE SUBJECT TO THE FEDERAL PUBLIC DISCLOSURE RULES (OR STATE PUBLIC DISCLOSURE RULES), THESE DOCUMENTS WILL BE MADE PUBLICLY AVAILABLE AS APPLICABLE LAW MAY REQUIRE. OTHERWISE, THE GOVERNING DOCUMENTS AND CONFLICT OF INTEREST POLICY WILL BE PROVIDED TO THE PUBLIC AT THE DISCRETION OF MANAGEMENT. HOURS ON RELATED ENTITIES PART VII, SECTION A, COLUMN (B) THE UNIVERSITY OF MARYLAND MEDICAL SYSTEM (UMMS) IS A MULTI-ENTITY HEALTH CARE SYSTEM THAT INCLUDES 11 ACUTE CARE HOSPITALS, 1 ACUTE CARE HOSPITAL OWNED IN A JOINT VENTURE ARRANGEMENT AND VARIOUS SUPPORTING ENTITIES. A NUMBER OF INDIVIDUALS PROVIDE SERVICES TO VARIOUS ENTITIES WITHIN THE SYSTEM. IN GENERAL, THE OFFICERS AND KEY EMPLOYEES OF UMMS AVERAGE IN EXCESS OF 40 HOURS PER WEEK SERVING THE DIFFERENT ENTITIES THAT COMPRISE UMMS. OTHER CHANGES IN NET ASSETS FORM 990, PART XI, LINE 9 CHANGE IN ECONOMIC INTEREST $1,073,824 CHANGE IN PENSION BENEFITS $1,738,326 FUNDING PPE $422,556 CAPITAL EQUITY TRANSFER ($59,722) OTHER CHANGES IN NA'S ($4,963) ------------ TOTAL OTHER CHANGE IN NET ASSETS $3,170,021 ============ FORM 990 PART IX LINE 11G DESCRIPTION:CONTRACT PHYSICIAN SVCS. TOTAL FEES:5781639 FORM 990 PART IX LINE 11G DESCRIPTION:SHARED SERVICES TOTAL FEES:9404016 FORM 990 PART IX LINE 11G DESCRIPTION:PURCH. SVC. MEDICAL TOTAL FEES:936813 FORM 990 PART IX LINE 11G DESCRIPTION:CONTRACTED SERVICES TOTAL FEES:859917 FORM 990 PART IX LINE 11G DESCRIPTION:OTHER SERVICE FEES TOTAL FEES:230218 Baltimore Washington Emergency Phys Inc 301 Hospital Drive Glen Burnie MD 21061 521756326 Healthcare MD 501(c)(3) 12A UWBWMS false Baltimore Washington Healthcare Services 301 Hospital Drive Glen Burnie MD 21061 521830243 Healthcare MD 501(c)(3) 12A UWBWMS false Baltimore Washington Medical Center Inc 301 Hospital Drive Glen Burnie MD 21061 520689917 Healthcare MD 501(c)(3) 03 UWBWMS false UM Baltimore Washington Medical System 301 Hospital Drive Glen Burnie MD 21061 521830242 Healthcare MD 501(c)(3) 12A ummsc false BW Medical Center Foundation Inc 301 Hospital Drive Glen Burnie MD 21061 521813656 Fundraising MD 501(c)(3) 12C bwmc false North Arundel Development Corporation 301 Hospital Drive Glen Burnie MD 21061 521318404 Real Estate MD 501(c)(2) NCC false North County Corporation 301 Hospital Drive Glen Burnie MD 21061 521591355 Real Estate MD 501(c)(2) UMBWMS false Chester River Health Foundation Inc 100 Brown Street Chestertown MD 21620 521338861 Fundraising MD 501(c)(3) 08 UMSRH false Univ of MD Shore Regional HealthInc 100 Brown Street Chestertown MD 21620 522046500 Healthcare MD 501(c)(3) 12A UMMSC false Chester River Manor Inc 200 Morgnec Road Chestertown MD 21620 526070333 Healthcare MD 501(c)(3) 10 UMSRH false Maryland General Clinical Practice Group 827 Linden Avenue Baltimore MD 21201 521566211 Healthcare MD 501(c)(3) 12B ummth false University of Maryland Midtown Health I 827 Linden Avenue Baltimore MD 21201 521175337 Healthcare MD 501(c)(3) 12B UMMSC false Maryland General Hospital Inc 827 Linden Avenue Baltimore MD 21201 520591667 Healthcare MD 501(c)(3) 03 UMMTH false Care Health Services Inc 219 South Washington Street Easton MD 21601 521510269 Healthcare MD 501(c)(3) 10 shs false Dorchester General Hospital Foundation 219 South Washington Street Easton MD 21601 521703242 Fundraising MD 501(c)(3) 12D UMSRH false Memorial Hospital Foundation Inc 219 South Washington Street Easton MD 21601 521282080 Fundraising MD 501(c)(3) 12A shs false Shore Health System Inc 219 South Washington Street Easton MD 21601 520610538 Healthcare MD 501(c)(3) 03 umsrh false um community medical group inc 22 South Greene Street Baltimore MD 21201 521874111 Healthcare MD 501(c)(3) 03 UMMSC false James Lawrence Kernan Hosp Endow Fd 2200 Kernan Drive Baltimore MD 21207 237360743 Fundraising MD 501(c)(3) 12B jlkh false James Lawrence Kernan Hospital Inc 2200 Kernan Drive Baltimore MD 21207 520591639 Healthcare MD 501(c)(3) 03 UMMSC false UMMS Foundation Inc 22 South Greene Street Baltimore MD 21201 522238893 Fundraising MD 501(c)(3) 12A UMMSC false University of MD Medical System Corp 22 South Greene Street Baltimore MD 21201 521362793 Healthcare MD 501(c)(3) 03 NA false University of Maryland Charles Regional PO Box 1070 La Plata MD 20646 522155576 Healthcare MD 501(c)(3) 12C UMMSC false Civista Medical Center Inc PO Box 1070 La Plata MD 20646 520445374 Healthcare MD 501(c)(3) 03 umcrh false Charles Regional Medical Center Foundati PO Box 1070 La Plata MD 20646 521414564 Fundraising MD 501(c)(3) 12A UMCRH false Charles Regional Medical Center Auxiliar PO Box 1070 La Plata MD 20646 521131193 Fundraising MD 501(c)(3) 12A UMCRH false Univ of MD St Joseph Foundation Inc 7601 Osler Drive Towson MD 21204 521681044 Fundraising MD 501(c)(3) 12A umsjhs false UMSJ Health System LLC 7601 Osler Drive Towson MD 21204 462097818 Healthcare MD 501(c)(3) 03 UMMSC false Harford Memorial Hospital Inc 520 Upper Chesapeake Dr Bel Air MD 21014 520591484 Healthcare MD 501(c)(3) 03 UMUCHS false UCH Legacy Funding Corporation 520 Upper Chesapeake Dr Bel Air MD 21014 520882914 Fundraising MD 501(c)(3) 12A UMUCHS false UM Upper Chesapeake Health System Inc 520 Upper Chesapeake Dr Bel Air MD 21014 521398513 Healthcare MD 501(c)(3) 12C; III-FI ummsc false Upper Chesapeake Health Foundation Inc 520 Upper Chesapeake Dr Bel Air MD 21014 521398507 Fundraising MD 501(c)(3) 12A UMUCHS false Upper Chesapeake Medical Center Inc 520 Upper Chesapeake Dr Bel Air MD 21014 521253920 Healthcare MD 501(c)(3) 03 UMUCHS false Upper Chesapeake Medical Services Inc 520 Upper Chesapeake Dr Bel Air MD 21014 521501734 Healthcare MD 501(c)(3) 10 UMUCHS false Upper Chesapeake Properties Inc 520 Upper Chesapeake Dr Bel Air MD 21014 521907237 Real Estate MD 501(c)(2) UMUCHS false Upper Ches Residential Hospice House In 520 Upper Chesapeake Dr Bel Air MD 21014 260737028 Hospice MD 501(c)(3) 07 UMUCHS false Upper ChesapeakeSt Joseph Home Care I 520 Upper Chesapeake Dr Bel Air MD 21014 521229742 Home Care MD 501(c)(3) 10 UMUCHS false Arundel Physicians Associates LLC 301 Hospital Drive Glen Burnie MD 20161 522000762 Healthcare MD apa inc Baltimore Washington Imaging LLC 301 Hospital Drive Glen Burnie MD 20161 200806027 Healthcare MD umbwms Universitycare LLC 22 South Greene Street Baltimore MD 21201 521914892 Healthcare MD ummsc O'Dea Medical Arts Limited Partnership 7601 Osler Drive Towson MD 21204 521682964 Rental MD sjmc prop Advanced Imaging at St Joseph Medical C 7601 Osler Drive Towson MD 21204 521958002 Healthcare MD umsjmc UM Charles Regional Imaging PO Box 1070 LaPlata MD 20646 300956382 Healthcare MD umcrcp Arundel Physicians Associates Inc 301 Hospital Drive Glen Burnie MD 21061 521992649 Healthcare MD BWHE C Corp false Baltimore Washington Health Enterprises 301 Hospital Drive Glen Burnie MD 21061 521936656 Healthcare MD umBWMS C Corp false BW Professional Services Inc 301 Hospital Drive Glen Burnie MD 21061 521655640 Healthcare MD umbwms C Corp false UM Charles Regional Care Partners PO Box 1070 La Plata MD 20646 522176314 Healthcare MD umcrh C Corp false University Midtown Prof Center A Condo 827 Linden Avenue Baltimore MD 21201 521891126 Real Estate MD ummh C Corp false NA Executive Building Condo Assn Inc 301 Hospital Drive Glen Burnie MD 21061 Real Estate MD NADCO C Corp false Terrapin Insurance Company PO Box 1109 GRAND CAYMAN CJ KY1-1102 980129232 Insurance CJ UMMS C Corp false MD MEdicine Comp Insurance Program 22 South Greene Street Baltimore MD 21201 526315433 Insurance MD na Trust false Upper Chesapeake Insurance Company 520 Upper Chesapeake Dr Bel Air MD 21014 980468438 Insurance CJ UMUCHS ltd false Upper Chesapeake Health Ventures Inc 520 Upper Chesapeake Dr Bel Air MD 21014 522031264 Healthcare MD UMUCHS C Corp false Upper Chesapeake Medical Center Land Con 520 Upper Chesapeake Dr Bel Air MD 21014 770674478 Real Estate MD UC Med Crt C Corp false Upper Chesapeake Medical Office Building 520 Upper Chesapeake Dr Bel Air MD 21014 521946829 Real Estate MD UC Hlth Vent C Corp false University of Maryland Health Advantage 22 South Greene Street Baltimore MD 21201 461411902 Insurance MD UMMShp C Corp false University of Maryland Health Partners 22 South Greene Street Baltimore MD 21201 452815803 Insurance MD UMMShp C Corp false University of Maryland Medical System He 22 South Greene Street Baltimore MD 21201 452815722 Insurance MD um hlth vent C Corp false Shore Orthopedics Inc 219 S Washington Street Easton MD 21601 371817262 Healthcare MD SHS C Corp false false false true true false false false false false false false true true true true true false true false