2013-05-14T12:06:07-05:00 2012-06-30 GRANT THORNTON LLP 2001 MARKET STREET SUITE 3100 PHILADELPHIA PA 19103 990 2011-07-01 520591483 Mt Washington Pediatric Hospital Inc % AL CRISP MTWA 4105788600 1708 W Rogers Avenue Baltimore MD 21209 Alfred A Pietsch 2013-05-14 true A Ronald Taxin 2155614200 2011 2016-02-24 21:20:13Z Sheldon Stein 1708 W Rogers Avenue Baltimore MD 21209 58622854 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 12 645 102 0 0 1313161 3747560 50087871 48091824 5037459 456993 541611 708465 56980102 53004842 0 0 0 0 31990421 34096686 0 0 0 14494393 12588162 46484814 46684848 10495288 6319994 72405842 79333030 17743939 22526178 54661903 56806852 MT. WASHINGTON PEDIATRIC HOSPITAL IS DEDICATED TO MAXIMIZING THE HEALTH AND INDEPENDENCE OF THE CHILDREN WE SERVE. false false 39564601 48091824 MT. WASHINGTON PEDIATRIC HOSPITAL, INC. OFFERED PEDIATRIC INPATIENT AND OUTPATIENT SERVICES FOR CHILDREN WITH CHRONIC ILLNESSES AND REHABILITATION NEEDS. 20,205 INPATIENT DAYS OF CARE WERE PROVIDED DURING THE FISCAL YEAR. 38,639 VISITS WERE RECORDED AT ITS SPECIALIZED CLINICS. THE MAJORITY OF PATIENTS TREATED WERE SOCIOECONOMIC DISADVANTAGED CHILDREN. 78% OF PATIENTS RECEIVED MEDICAL ASSISTANCE. 39564601 true true false true false false false false false true true 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 true true false false true 84 0 true 645 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 X AL CRISP 4103280649 250 W PRATT STREET SUITE 1436 Baltimore MD 21201 X EDWARD B CHAMBERS 1.0 X 0 0 0 ROBERT A CHRENCIK 1.0 X 0 0 0 S TRACY COSTER 1.0 X 0 0 0 STEVEN J CZINN MD 1.0 X 0 0 0 GEORGE J DOVER MD 1.0 X 0 0 0 JOHN KELLY 1.0 X 0 0 0 LAWRENCE C PAKULA MD 1.0 X 0 0 0 RONALD R PETERSON 1.0 X 0 0 0 DR BERYL ROSENSTIEN 1.0 X 0 0 0 GDANIEL SHEALERJR ESQUIRE 1.0 X 0 0 0 ROSLYN STOLER 1.0 X 0 0 0 FRED WOLFIII ESQUIRE 1.0 X 0 0 0 SHELDON STEIN 40.0 X 315835 0 26773 ALFRED A PIETSCH 1.0 X 0 0 0 Mary Miller 40.0 X 140970 0 25728 SHARON KELLY 40.0 X 164553 0 15531 THOMAS ELLIS 40.0 X 151640 0 26320 AJOKE AJAYI AKINTADE MD 40.0 X 175096 0 8812 KATHERINE ALTER MD 32.0 X 223992 0 25092 ROBERT BLAKE 36.0 X 199981 0 17295 PATRICIA QUIGLEY MD 40.0 X 183675 0 23146 STEPHEN NICHOLS MD 40.0 X 168904 0 27476 1724646 0 196173 14 false true false Pharmasource PO Box 632849 CINCINNATI OH 45263 pharmacy 2760752 Whiting Turner Contracting PO Box 17596 BALTIMORE MD 21297 construction 2605640 Sleep Services Of America Inc PO Box 198320 ATLANTA GA 30384 neurology services 1196695 Johns Hopkins University 600 North Wolf Street BALTIMORE MD 21287 physican services 1243687 Maryland General Hospital 827 Linden Avenue BALTIMORE MD 21201 lab services 295900 13 64091 2026820 750000 906649 3747560 GROSS PATIENT REVENUE 900099 48091824 48091824 48091824 279561 279561 0 0 5759680 5582248 177432 177432 177432 30500 64091 35764 -5264 -5264 0 0 VENDING MACHINES 900099 1349 1349 MEDICAL RECORDS 900099 6361 6361 NET ASSETS RELEASED FOR OPERATING PURPOSES 900099 447183 447183 258836 258836 713729 53004842 48091824 1165458 0 0 0 0 767580 460548 307032 0 26320112 22372095 3948017 571398 485688 85710 4682522 3980144 702378 1755074 1491813 263261 0 3188 2710 478 376953 320410 56543 0 0 0 0 62111 52794 9317 1094634 930439 164195 0 0 315569 268234 47335 106481 90509 15972 0 18230 15495 2735 61785 52517 9268 0 1777491 1510867 266624 267808 227637 40171 SUPPLIES 3983675 3386124 597551 BAD DEBT 495836 495836 TRANSPORTATION & SECURITY 247100 210035 37065 CAF CATERING 3777301 3210706 566595 46684848 39564601 7120247 0 0 0 15507756 17653539 1013359 678872 4668660 5722581 0 0 0 0 0 0 122165 138991 551912 187426 48196159 27655959 17850799 20540200 15035839 17726540 0 0 0 0 0 0 17655352 16684881 72405842 79333030 7374954 11376269 0 0 0 0 6830000 6570000 0 0 0 0 0 0 0 0 3538985 4579909 17743939 22526178 X 44079465 48099030 9757267 7882651 825171 825171 54661903 56806852 72405842 79333030 X 6319994 -4175045 X false true true X X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED false false false false false false false false true 2849 2849 false Schedule C: Lobbying Activities Part II-B, 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 7.35% and 24.60% of member dues were used for lobbying purposes and as such, the organization has reported this amount on Schedule C Part IV as lobbying activities. 499870 499870 33427701 16023539 17404162 256160 221098 35062 14012428 11411322 2601106 20540200 ASSETS LIMITED AS TO USE 1988539 ECONOMIC INTEREST IN MWPF 13797977 OTHER 803616 OTHER ACCOUNTS RECEIVABLE 94749 16684881 0 ADVANCES FROM 3RD PARTY PAY 4579909 4579909 Liability for Uncertain Tax Position (ASC 740) Schedule D, Part X, Line 2 The Corporation adopted the provisions of ASC 740, accounting for uncertainity 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 49600 31248 18352 14509 Fashion Fever 44991 32843 12148 21255 0 0 0 0 0 94591 64091 30500 35764 35764 -5264 true true true X true X 500. true true true false true true 55290 55290 0.00120 55290 55290 0.00120 191605 81093 110512 0.00240 139727 139727 0.00300 728976 483576 245400 0.00530 6194 6194 0.00010 511 511 1067013 564669 502344 0.01080 1122303 564669 557634 0.01200 true 437733 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 500. 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. BRAIN INJURY ASSOCIATION OF MD PLANNING COMMITTEE MWPH PARTICIPATION IN THE BRAIN INJURY ASSOCIATION OF MARYLAND'S PLANNING COMMITTEE INCLUDED PROVIDING A PRESENTATION AT ITS ANNUAL CONFERENCE, AS WELL AS, ACCESS TO SEVERAL MEMBERS OF OUR STAFF AS CLINICAL RESOURCES. THIS INCLUDED, BUT WAS NOT LIMITED TO, A NEUROPSYCHOLOGIST , A SPEECH THERAPIST, AN OCCUPATIONAL THERAPIST AND A POST-DOCTORAL FELLOW IN CLINICAL NEUROPSYCHOLOGY. THERE WERE ALSO PRESENTATIONS AND OUTREACH TO LOCAL SCHOOLS AND PROFESSIONAL GROUPS ON TRAUMATIC BRAIN INJURY AND CONCUSSION MANAGEMENT, AS WELL AS, A SUPPORT GROUP WHERE A PSYCHOLOGIST WAS PROVIDED AS A RESOURCE FOR FAMILIES AND PATIENTS WHO ARE COPING WITH TRAUMATIC BRAIN INJURY (TBI). 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. EMERGENCY SERVICES WILL BE PROVIDED TO ALL PATIENTS REGARDLESS OF ABILITY TO PAY. FINANCIAL ASSISTANCE IS AVAILABLE FOR PATIENTS BASED ON FINANCIAL NEED AS DEFINED IN THE FINANCIAL ASSISTANCE POLICY. THE ORGANIZATION DOES NOT DISCRIMINATE ON THE BASIS OF AGE, RACE, CREED, SEX OR ABILITY TO PAY. PATIENTS WHO ARE UNABLE TO PAY MAY REQUEST A FINANCIAL ASSISTANCE APPLICATION AT ANY TIME PRIOR TO SERVICE OR DURING THE BILLING AND COLLECTION PROCESS. THE ORGANIZATION MAY REQUEST THE PATIENT TO APPLY FOR MEDICAL ASSISTANCE PRIOR TO APPLYING FOR FINANCIAL ASSISTANCE. THE ACCOUNT WILL NOT BE FORWARDED FOR COLLECTION DURING THE MEDICAL ASSISTANCE APPLICATION PROCESS OR THE FINANCIAL ASSISTANCE APPLICATION PROCESS. Mt. Washington Pediatric Hospital 1 Schedule H, Part V, Section B, 19 All patients are charged state regulated rates, regardless of their ability to pay. Community Health Care Needs Assessment Schedule H, Part VI, Line 2 I. Establishing the Assessment and Infrastructure To complete a comprehensive assessment of the needs of the community, the Association for Community Health Improvement's (ACHI) 6-step Community Health Assessment Process was utilized as an organizing methodology. The University of Maryland Medical Systems (UMMS) Community Benefit Team (CBT) served as the lead team to conduct the Community Health Needs Assessment (CHNA) with input from other University of Maryland Medical System Baltimore City-based hospitals, community leaders, the academic community, the public, health experts, and the Baltimore City Health Department. MWPH adopted the following ACHI 6-step process to lead the assessment process and the additional 5-component assessment and engagement strategy to lead the data collection methodology. According to the Patient Protection and Affordable Care Act ("ACA"), hospitals must perform a community health needs assessment either fiscal year 2011, 2012, or 2013, adopt an implementation strategy to meet the community health needs identified, and beginning in 2013, perform an assessment at least every three years thereafter. The needs assessment must take into account input from persons who represent the broad interests of the community served by the hospital facility, including those with special knowledge of or expertise in public health, and must be made widely available to the public. For the purposes of this report, a community health needs assessment is a written document developed by a hospital facility (alone or in conjunction with others) that utilizes data to establish community health priorities, and includes the following: 1. A description of the process used to conduct the assessment. 2. Who the hospital has collaborated with to complete the assessment 3. How the hospital took into account input from community members and public health experts 4. A description of the community served 5. A description of the health needs identified through the assessment process. Data was collected from the five major areas illustrated above to complete a comprehensive assessment of the community's needs. Data is presented in Section III of this summary. The MWPH participates in a wide variety of local coalitions including, several sponsored by the Baltimore City Health Department, Cancer Coalition, Baltimore Healthy Start Program, Kids in Safety Seats (KISS), Coalition to End Lead Poisoning, as well as partnerships with many community-based organizations like Children's Hospital Association (CHA), Traumatic Brain Injury Society, Injury Free Coalition for Kids, Greater Baltimore Asthma Alliance (GBAA), American Diabetes Association (ADA), American Heart Association (AHA), B'More Healthy Babies, Text4baby, and Safe Kids to name a few. II. Defining the Purpose and Scope Primary Community Benefit Service Area To effectively reach the mission, MWPH conducted a formal community health needs assessment (CHNA) during FY 2012. Despite the larger regional patient mix of MWPH, for purposes of community benefits programming and this report, the Community Benefit Service Area (CBSA) of MWPH is within Baltimore City. The Mt Washington Pediatric Hospital serves a large portion of Baltimore County and Baltimore City, We draw 59% of our discharges from a defined market area with four sub-areas within the Baltimore County and Baltimore City. Our core market is defined as 12 contiguous ZIP codes in Baltimore City from which we draw 54% of our discharges. These 10 targeted zip codes are the primary community benefit service area. (CBSA) and comprise the geographic scope of this assessment. III. Collecting and Analyzing Data A) Community Perspective The community's perspective was obtained through two surveys offered to the public during health fairs throughout Baltimore City. A 6-item survey asked respondents to identify their top health concerns and their top barriers in accessing health care. A longer survey was also created and posted online on the public website. Methods o 6-item written survey distributed to health fair participants in FY2012 (Short Form), N = 871 o 25-item online survey posted to www.umm.edu website for community to complete (Long Form) o Attended neighborhood meetings hosted by the Baltimore City Health Department which discussed major health needs in discreet Baltimore neighborhoods within MWPH's CBSA. Results Top 5 Health Concerns: o Overweight/Obesity (N=604) o High Blood Pressure/Stroke (N=598) o Diabetes/Sugar (N=594) o Smoking/Drug/Alcohol Use (N=550) o Heart Disease (N=551) Analysis by CBSA targeted zip codes revealed the same top health concerns and top health barriers with little deviation from the overall Baltimore City data. Top 5 Barriers to Health Care: o No Health Insurance (N=655) o Too Expensive (N= 569) o No Transportation (N=282) o Local MDs Not Part of Plan (N=258) o MD Too Far from Home (N=119) B) Health Experts Methods o Hosted a community stakeholder meeting, including community organizers, faith-based organization leaders, community-based non-profit organization members/leaders o Reviewed & included National Prevention Strategy Priorities, Maryland State Health Improvement Plan (SHIP) indicators, and Healthy Baltimore 2015 plan from the BCHD Results o National Prevention Strategy - 7 Priority Areas o SHIP: 39 Objectives in 6 Vision Areas for the State, includes targets for Baltimore City o Healthy Baltimore 2015: Ten Priority Areas o Health Expert UMB Campus Panel Focus Group Top Action Items included: - Improve communication and synergy across Campus schools and MWPH - Include MWPH on Community Action Council - Consider intensively working with 1 neighborhood to improve health and SDoH outcomes - Look for ways to partner and support each other Comparison of Federal, State, and Local Health Priorities National Prevention Strategy: 2011 Priority Areas Maryland State Health Improvement Plan (SHIP) 2011 Healthy Baltimore 2015 Tobacco Free Living Healthy Babies Promote Access to Quality Health Care for All Preventing Drug Abuse & Excessive Alcohol Use Healthy Social Environments Be Tobacco Free Healthy Eating Safe Physical Environments Redesign Communities to Prevent Obesity Active Living Infectious Diseases Promote Heart Health Injury & Violence Free Living Chronic Diseases Stop the Spread of HIV & Other ST Infections Reproductive & Sexual Health Healthcare Access Recognize & Treat Mental Health Needs Mental & Emotional Well-Being Reduce Drug Use & Alcohol Use Encourage Early Detection of Cancer Promote Healthy Children & Adolescents Create Health Promoting Neighborhoods C) Community Leaders Methods o Hosted a stakeholder meeting of faith-based leaders to include their communities' perspectives on health needs (October 2011) o Participated in UMMS Community Partner Focus Group (April 2012) Results o #1 Serious Problem identified: 44.8% reported the need for Affordable Health Care (See Chart 3) o #2 Serious Problem identified: 35.7% reported the issue of Violence o Top 3 Moderate Problems in rank order: - Behavioral/Mental Illness - Heart Disease - Diabetes o 86.7% of community get their health information from family & friends, 63% from Internet, 60% from church o Top 3 Action Items: - Mobile Unit - Screenings, Health Education, Community Engagement - Set up a "Green" Neighborhood as a Model - Mental Health D) Social Determinants of Health (SDoH) Defined by the World Health Organization as: "...the conditions in which people are born, grow, live, work, and age..." Methods o Reviewed data from identified 2011 Baltimore City Health Department's Baltimore City Neighborhood Profiles, Baltimore City Food Desert Map Results: o Baltimore City Summary of CBSA targeted zip codes o Top SDoHs: - Low Education Attainment (52.6% w/ less than HS degree) - High Poverty Rate (15.7%)/High Unemployment Rate (11%) - Violence - Poor Food Environment (See Figure 5 below) E) Health Statistics/Indicators Methods: o Regularly review the following local data sources: - Baltimore City Health Status Report - Baltimore Health Disparities Report Card - Baltimore Neighborhood Profiles o Regularly review national trends and data: - Healthy People 2020 - Centers for Disease Control reports/updates - F as in Fat: Executive Summary (RWJF) Results: Baltimore City Health Outcomes Summary for CBSA-targeted zip codes o Top 3 Causes of Death in Baltimore City in rank order: - Heart Disease - Cancer - Stroke o Cause of Pediatric Deaths - High rate of Infant Mortality IV. Selecting Priorities Analysis of all quantitative and qualitative data described in the above section identified these top six areas of need within Baltimore City. These top priorities represent the intersection of documented unmet community health needs and the organization's key strengths and mission. These priorities were identified and approved by the MWPH Community Empowerment Team and validated with the health experts from the UMB Campus Panel. o Obesity/Heart Disease/Diabe 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 nurses 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 patients family, or the patients authorized representative before discharge, with hospital bill, or on request. The information sheet included the following items: a. A description of the Hospitals financial assistance policy; b. A description of the patients 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. Patient Financial Assistance Policy a. This policy applies to Mt. Washington Pediatric Hospital (MWPH). MWPH is committed to providing financial assistance to children 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 and family financial situation. b. It is the policy of MWPH to provide Financial Assistance based on indigence or high medical expenses for patients whose families meet specified financial criteria and request such assistance. The purpose of the following policy statement is to describe how applications for Financial Assistance should be made, the criteria for eligibility, and the steps for processing applications. c. MWPH will publish the availability of Financial Assistance on its website and will post notices of availability at appropriate intake locations as well as the Inpatient Welcome Center. Notice of availability will also be sent to patients on patient bills. Signage in key patient access areas will be made available. A Patient Billing and Financial Assistance Information Sheet will be provided to patients/families receiving inpatient services with their welcome packet and made available to all patients/families upon request. d. Financial Assistance may be extended when a review of a patient's individual and family financial circumstances has been conducted and documented. This may include the patient's existing medical expenses, including any accounts having gone to bad debt, as well as projected medical expenses. e. MWPH retains the right in its sole discretion to determine a patients or familys ability to pay. 2. PROGRAM ELIGIBILITY a. Consistent with our mission to deliver compassionate and high quality healthcare services and to advocate for children, MWPH strives to ensure that the financial capacity of people who need health care services does not prevent them from seeking or receiving care. b. Physician charges related to dates of service are included in MWPHs financial assistance policy. Both hospital and physician charges will be considered during the application process. c. Specific exclusions to coverage under the Financial Assistance program include the following: i) Services provided by healthcare providers not affiliated with MWPH (e.g., home health services) ii) Patients whose insurance program or policy denies coverage for services by their insurance company (e.g., HMO, PPO, Workers Compensation, or Medicaid), are not eligible for the Financial Assistance Program without approval of senior leadership. (1) Generally, the Financial Assistance Program is not available to cover services that are denied by a patients insurance company; however, exceptions may be made considering medical and programmatic implications. iii) Unpaid balances resulting from non-medically necessary services d. Patients may become ineligible for Financial Assistance for the following reasons: i) Refusal of family to provide requested documentation or providing incomplete information. ii) Have insurance coverage through an HMO, PPO, Workers Compensation, Medicaid, or other insurance programs that deny access to MWPH due to insurance plan restrictions/limits. iii) Failure of parent/guardian/guarantor to pay co-payments as required by the Financial Assistance Program. iv) Failure of parent/guardian/guarantor to keep current on existing payment arrangements with MWPH. v) Failure of parent/guardian/guarantor to make appropriate arrangements on past payment obligations owed to MWPH (including those patients who were referred to an outside collection agency for a previous debt). vi) Refusal of parent/guardian/guarantor to be screened or apply for other assistance programs prior to submitting an application to the Financial Assistance Program. e. Parent/guardian/guarantor of patients who become ineligible for the program will be required to pay any open balances and may be submitted to a bad debt service if the balance remains unpaid in the agreed upon time periods. f. Parents/guardians/guarantors who indicate they are unemployed and have no insurance coverage shall be required to submit a Financial Assistance Application unless they meet Presumptive Financial Assistance (See Section 3 below) eligibility criteria. If patient qualifies for COBRA coverage, parents/guardians/guarantors financial ability to pay COBRA insurance premiums shall be reviewed by appropriate personnel and recommendations shall be made to Senior Leadership. Families with the financial capacity to purchase health insurance shall be encouraged to do so, as a means of assuring access to health care services and for their overall personal health. g. Coverage amounts will be calculated based upon 200-300% of income as defined by federal poverty guidelines and will generally follow the sliding scale included in Attachment A, with MWPH reserving the right to increase aid where it is deemed necessary. 3. PRESUMPTIVE FINANCIAL ASSISTANCE a. Patients may also be considered for Presumptive Financial Assistance Eligibility. There are instances when a patient may appear eligible for Financial Assistance, but there is no Financial Assistance form and/or supporting documentation on file. Often there is adequate information provided by the patient family or through other sources, which could provide sufficient evidence to provide the patient with Financial Assistance. In the event there is no evidence to support a patient's eligibility for financial assistance, MWPH reserves the right to use outside agencies or information in determining estimated income amounts for the basis of determining Financial Assistance eligibility and potential reduced care rates. Presumptive Financial Assistance Eligibility shall only cover the patient's specific date of service. Presumptive eligibility may be determined on the basis of individual life circumstances that may include: i) Active Medical Assistance coverage ii) Homelessness iii) Family participation in Women, Infants and Children Programs (WIC) iv) Family food Stamp eligibility v) Eligibility for other state or local assistance programs vi) Patient is deceased with no known estate 4. MEDICAL HARDSHIP a. Patients falling outside of conventional income or presumptive Financial Assistance criteria are potentially eligible for bill reduction through the Medical Hardship program. i) Uninsured Medical Hardship criteria is State defined: (1) Combined household income less than 500% of federal poverty guidelines (2) Having incurred collective family hospital medical debt at MWPH exceeding 25% of the combined 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 2011-2012 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 MWPHs 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 2011-2012FY, of the 810 inpatient admissions and 46% of MWPHs 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 outa 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%. 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. Overview of Mt Washington Pediatric Hospital Mt. Washington Pediatric Hospital is a comprehensive, sub-acute-care facility serving children with special medical and rehabilitative needs. This small, nonprofit childrens hospital is located off a quiet, verdant street in one of the Baltimore Citys nicest neighborhoods. From this enclave, the hospital provides rehabilitation and medical care for patients from neonatal to young adult. Over 75% of children treated are from financially disadvantaged families and consider the facility a home away from home. Our workforce includes 572 people. Mt Washington Pediatric Hospital was named as one of the Best Places to Work in Baltimore by Baltimore Magazine in February 2012. Our History In 1922, a medical social worker named Hortense Kahn Eliasberg sought to open a home where children could safely recover from illness and s 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 Community Health Needs Assessment completed in June 2012. Major Needs Identified: o Promote Healthy Children and Adolescents o Redesign The Community to Prevent Obesity o Create Health-Promoting Neighborhoods o 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 Center's 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"), and 58% of them are on Medicaid due to low income. 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 hospital's 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 2012, having enrolled 150 students from five Baltimore area schools - Coppin Academy, Robert Coleman Elementary School, Rosemont Elementary/Middle School, St. Francis Academy, and Edmonson High School. The Center's 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 B'more 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 23 points on average from pre-test scores for children in the first session and 26 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 one's 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 144 families attended Family Day events. 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 to secure services to improve their health. Family Day events were successful in extending key health messages into the community. HLA successfully impacted 144 families 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. Mt. Washington Pediatric Hospital 2 Schedule H, Part V, Section B, 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. STATE FILING OF COMMUNITY BENEFIT REPORT 990 SCHEDULE H, PART VI MD, X X X X false false false false false false false true false SHELDON STEIN 233194 0 80500 0 2141 0 12662 0 14111 0 342608 0 0 0 SHARON KELLY 145281 0 17361 0 1911 0 8216 0 7818 0 180587 0 0 0 THOMAS ELLIS 130932 0 19686 0 1022 0 8262 0 19169 0 179071 0 0 0 AJOKE AJAYI AKINTADE MD 174775 0 0 0 321 0 8812 0 1050 0 184958 0 0 0 KATHERINE ALTER MD 223095 0 0 0 897 0 12521 0 12571 0 249084 0 0 0 ROBERT BLAKE 199729 0 0 0 252 0 9628 0 8773 0 218382 0 0 0 PATRICIA QUIGLEY MD 183316 0 0 0 359 0 10984 0 13228 0 207887 0 0 0 STEPHEN NICHOLS MD 168763 0 0 0 141 0 9460 0 19099 0 197463 0 0 0 Mary Miller 120486 0 20140 0 344 0 6576 0 19152 0 166698 0 0 0 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. 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 0 true false true false 0 false 0 false false Members or Stockholders Form 990, Part VI, Line 6 and 7a 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 and 15b The Organization determines the executive compensation paid to its executives in the following manner prescribed in the IRS Regulations: Executive compensation packages are determined by a committee of the Board that is composed entirely of Board members who have no conflict of interest. The committee acquires credible comparability market data concerning the compensation packages of similarly situated executives. The committee carefully reviews that data, the executive's performance and the proposed compensation packages during the decision making process. The committee memorializes its deliberations in detailed minutes reviewed and adopted at the next-following meeting. The committee seeks an opinion of counsel that it has met the requirements of the IRS intermediate sanctions Regulations. This process is used to determine the compensation packages for all management employees from the Vice President level and up. How Documents are Made Available to the Public Form 990, Part VI, Line 19 In general, financial and tax information relating to the Organization is deemed proprietary and not subject to disclosure upon request. However, specific provisions of federal and state law require the Organization to disclose certain limited financial and tax data upon a specific request for that information. Requests for Form 990 and Form 1023: A requestor seeking to review and/or obtain a copy of the Organization's IRS Form 990 or Form 1023 as filed with the Internal Revenue Service, including all schedules and attachments, may appear in person or submit a written request. The most recent three years of IRS Form 990 may be requested. If the requester appears in person, the individual is directed to the office of the Chief Financial Officer for the Organization and the Form 990 and/or Form 1023 are made available for inspection. The individual is permitted to review the return, take notes and request a copy. If requested, a copy is provided on the same day. A nominal fee is charged for making the copies. The Organization may have an employee present during the public inspection of the document. Written requests for an entity's Form 990 or Form 1023 are directed immediately to the office of the Chief Financial Officer for the Organization. The requested copies are mailed within 30 days of the request. Reproduction fees and mailing costs are charged to the requestor. Conflict of Interest Policy and Governing Documents: If the governing documents and conflict of interest policy of our organization are subject to the Federal public disclosure rules (or state public disclosure rules), these documents will be made publicly available as applicable law may require. Otherwise, the governing documents and conflict of interest policy will be provided to the public at the discretion of management. Reconciliation of Net Assets Reconciliation of Net Assets - Other Changes (Line 5) Unrestricted: Unrealized loss- Other than Trading Securities (761,680) Change in Funded Status of Defined Benefit Plan (957,962) Change in Economic Interest- MWPF Unrestricted (147,323) ___________ (1,866,965) Restricted: Change in Economic Interest- MWPF Restricted (1,860,898) Net Assets Released for Operations ( 447,181) ___________ (2,308,079) TOTAL CHANGE TO NET ASSETS (4,175,044) 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:CFO/ VP Finance HOURS:1 Mount Washington Pediatric Foundation 1708 West Rogers Avenue Baltimore MD 21209 521736672 Fundraising MD 501(c)(3) 11a MWPH true false false true false false false false false false false false false false false false false false false Mt Washington Pediatric Foundation c 2219494 FMV