2026-05-12T13:44:43+00:00 2025-06-30 346565596 ERNST YOUNG US LLP 2005 Market Street Ste 700 Philadelphia PA 19103 990 2024-07-01 520591483 Mt Washington Pediatric Hospital Inc MTWA 4105788600 1708 W Rogers Avenue Baltimore MD 21209 Mary Miller CFO 2026-05-12 true Lauren E Bennett P01787029 2154485000 2026-05-12 2024 2025-03-06 01:10:19Z SCOTT KLEIN MD 1708 W Rogers Avenue Baltimore MD 21209 107689702 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. 14 13 730 275 0 0 3866178 4337568 65683007 73941273 2911970 5181401 431796 949812 72892951 84410054 0 0 0 0 48756609 50845236 0 0 0 23355933 25661374 72112542 76506610 780409 7903444 164426267 178183439 21785324 21177875 142640943 157005564 MT. WASHINGTON PEDIATRIC HOSPITAL IS DEDICATED TO MAXIMIZING THE HEALTH AND INDEPENDENCE OF THE CHILDREN WE SERVE. false false 64184909 0 74757571 MT. WASHINGTON PEDIATRIC HOSPITAL, INC. OFFERED PEDIATRIC INPATIENT AND OUTPATIENT SERVICES FOR CHILDREN WITH CHRONIC ILLNESSES AND REHABILITATION NEEDS. 17,522 INPATIENT DAYS OF CARE WERE PROVIDED DURING THE FISCAL YEAR. 61,437 VISITS WERE RECORDED AT ITS SPECIALIZED CLINICS. THE MAJORITY OF PATIENTS TREATED WERE SOCIOECONOMIC DISADVANTAGED CHILDREN. 77% OF INPATIENTS AND 58% OF OUTPATIENTS RECEIVED MEDICAL ASSISTANCE. 64184909 true true false true false false false false false false true false false true true true false true false false false false false false true false true true false false true false false false false false false false false true false false false false false true true true true false false true 69 0 true 730 true false false false false false true true false false false false false false X 14 13 false false false false true true false true true false false false true true true true true true true true false false MD X JENINE WARNKE 4434625811 900 ELKRIDGE LANDING ROAD - 3 EAST LINTHICUM MD 21090 DAVID HACKAM MD CHAIRMAN 1.0 0 X X 0 0 0 STEVEN J CZINN MD VICE CHAIR 1.0 0 X X 0 0 0 AARON J RABINOWITZ TRUSTEE 1.0 0 X 0 0 0 ANDREA BROWN-GEE MA TRUSTEE 1.0 1.0 X 0 0 0 BERYL ROSENSTEIN MD TRUSTEE 1.0 0 X 0 0 0 DANA D FARRAKHAN DrPH MHS FACHE TRUSTEE 1.0 0 X 0 0 0 FRED WOLF III ESQ TRUSTEE (Ended 12/2024) 1.0 1.0 X 0 0 0 KAREN DOYLE TRUSTEE 1.0 0 X 0 0 0 KEVIN SOWERS MSNRNFAAN TRUSTEE 1.0 0 X 0 0 0 KRISHNAJ GOURAB MD TRUSTEE 1.0 0 X 0 0 0 MARGARET MOON MD TRUSTEE 1.0 0 X 0 0 0 MOHAN SUNTHA MD TRUSTEE 1.0 0 X 0 0 0 PETER MANCINO TRUSTEE 1.0 0 X 0 0 0 SUSAN T COSTER TRUSTEE 1.0 0 X 0 0 0 W CHRISTOPHER GOLDEN MD TRUSTEE 1.0 0 X 0 0 0 AJAYI AKINTADE MD INTERIM CMO 40.0 0 X 239862 0 7944 DENISE PUDINSKI VP PATIENT CARE SERVICES/ CNE 40.0 0 X 179631 0 20978 JACQUELINE NEWTON VP PATIENT CARE SERVICES/ CNE 40.0 0 X 0 0 0 JILL FEINBERG VP DEVELOPMENT/EXTERNAL AFFAIRS 40.0 0 X 174445 0 17033 JUSTINA STAROBIN VP OUTPATIENT SVCS 40.0 0 X 168801 0 36847 KATHERINE PABICH ASSISTANT SECRETARY 40.0 0 X 47622 0 31592 LISA ARCE-WILLIAMS SECRETARY 40.0 0 X 53318 0 22304 MARY MILLER CFO AND TREASURER 40.0 0 X 225250 0 50143 RICHARD KATZ MD VP MEDICAL AFFAIRS (Ended 10/2024) 1.0 0 X 0 0 0 SCOTT KLEIN PRESIDENT AND CEO 40.0 0 X 785071 0 131339 THOMAS ELLIS VP HUMAN RESOURCES 40.0 0 X 213441 0 24589 BERNADETT CROWDER MD ATTENDING PHYSICIAN 40.0 0 X 228225 0 37256 MONIQUE SATPUTE MD ATTENDING PHYSICIAN 40.0 0 X 222095 0 38130 STEPHEN NICHOLS MD ATTENDING PHYSICIAN 40.0 0 X 242845 0 39703 TAREK BELAL MD ATTENDING PHYSICIAN 40.0 0 X 261645 0 15991 TIKEE SELBY MD NEONATAL PROGRAM DIRECTOR 40.0 0 X 355225 0 37817 3397476 0 511666 44 false true false SLEEP SERVICES OF AMERICA INC PO BOX 198320 ATLANTA GA 303848320 NEUROLOGY SERVICES 1486589 QUALIVIS LLC PO BOX 674913 DALLAS TX 752674913 MEDICAL STAFFING 1194890 PARK PLACE INTERNATIONAL LLC 8401 CHAGRIN RD STE 6B CHAGRIN FALLS OH 44023 HEALTHCARE DATA SECURITY 867733 ELITE SECURITY SERVICES AND SOLUTIO 16000 TRADE ZONE AVE STE 103 UPPER MARLBORO MD 20774 SECURITY 644975 AYA HEALTHCARE INC PO BOX 674907 DALLAS TX 752674907 MEDICAL STAFFING 464347 23 562511 1248756 2526301 4337568 Net Patient Revenue 622110 73908678 73908678 0 0 Other Programs services 621110 32595 32595 0 0 0 0 0 0 73941273 1698642 0 0 1698642 0 0 26504740 23021981 3482759 0 3482759 0 0 3482759 119750 562511 257667 -137917 0 -137917 Insurance credit 524114 809551 809551 0 0 Cafeteria 722514 264322 0 0 264322 Transcripts 900099 7109 0 0 7109 6747 6747 0 0 1087729 84410054 74757571 0 5314915 X 0 0 2430210 1991991 438219 0 38839450 31835858 7003592 0 1693981 1388520 305461 0 5060945 4148347 912598 0 2820650 2312026 508624 0 5000 0 5000 0 117935 0 117935 0 334 0 334 0 111111 0 111111 0 8315941 7530381 785560 0 22693 18601 4092 0 569149 466519 102630 0 733142 600941 132201 0 1221520 1001254 220266 0 35549 29139 6410 0 14339 11753 2586 0 40769 33417 7352 0 5225415 4283160 942255 0 202659 166115 36544 0 Medical Supplies 4616804 4616804 0 0 Repairs/Maintenance 1719382 1409340 310042 0 Non-medical supplies 1178411 965918 212493 0 Bad Debt 663905 663905 0 0 867316 710920 156396 0 76506610 64184909 12321701 0 1024100 1073227 5022858 9487129 825982 780405 7196306 8548135 0 0 0 0 172988 210466 11572829 13152351 92527169 61950956 33767554 30576213 72048838 78146864 0 0 32794812 36208649 164426267 178183439 9562155 10359433 3727 37359 2290000 1820000 0 0 9929442 8961083 21785324 21177875 X 119217292 131254877 23423651 25750687 142640943 157005564 164426267 178183439 X 7903444 2667147 3794030 X false true true false X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED false false false false false false false false true 334 334 false Schedule C, Part II-B, Line 1 DETAILED DESCRIPTION OF THE LOBBYING ACTIVITY The organization pays membership dues to the Maryland Hospital Association (MHA). MHA engages in many support activities including lobbying and advocating for their member hospitals. The MHA reported that 1.62% and 39.00% of member dues were used for lobbying purposes and as such, the organization has reported this amount on Schedule C, Part II-B as lobbying activities. 69635939 44108985 25526954 319430 254171 65259 20325932 16615686 3710246 2245868 972114 1273754 30576213 Assets Limited as to use 941714 Other Accounts Receivable 526493 Economic Interest in MWPH 34238999 Financing Lease - Assets 214532 Other assets 286911 36208649 Federal Income Taxes Advances from 3rd Party Pay 3753477 Financing Lease - Liability 214786 Malpractice 4047238 Patient credit balances 921518 Other liabilities 24064 Due to Affiliates Unfunded DB Pension 8961083 X 0 0 0 0 0 0 0 0 0 0 0 0 Schedule D, Part X, Line 2 FIN 48 (ASC 740) footnote The Hospital is a not-for-profit corporation as described under Section 501(c)(3) of the Internal Revenue Code (the Code) and is exempt from federal income taxes on related income pursuant to Section 501(a) of the Code. The Foundation is a not-for-profit corporation formed under the laws of the state of Maryland, organized for charitable purposes and recognized by the Internal Revenue Service as a tax-exempt organization under Section 501(c)(3) of the Code. 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. FY25 Gala 682261 562511 119750 0 0 117231 69816 27750 42870 0 0 682261 562511 119750 0 0 117231 69816 27750 42870 257667 -137917 true true true X true X 500 357819 0 357819 0.00472 0 0 0 0.0 0 0 0 0.0 0 0 357819 0 357819 0.00472 610171 0 610171 0.00805 538514 0 538514 0.00710 656356 326421 329935 0.00435 0 0 0 0.0 5408 0 5408 0.00007 0 0 1810449 326421 1484028 0.01957 0 0 2168268 326421 1841847 0.02429 0 0.0 0 0.0 3781 0 3781 0.00005 0 0.0 0 0.0 0 0.0 12925 0 12925 0.00017 1119 0 1119 0.00001 0 0.0 0 0 17825 0 17825 0.00024 true 630643 0 0 0 0 X true true 1 1 MT WASHINGTON PEDIATRIC HOSPITAL 1708 W ROGERS AVENUE BALTIMORE MD 21209 WWW.MWPH.ORG 30-026 X X 1 1 1 false false true X X X X X X X X X 23 true true true true X https://www.mwph.org/community/community-health-needs-assessment-and-reports https://healthcare.ascension.org/chna X true 23 true https://www.mwph.org/community/community-health-needs-assessment-and-reports false true X 200.0 500.0 X X X X X true true X X X true X https://www.mwph.org/patients-and-guests/financial/assistance X https://www.mwph.org/patients-and-guests/financial/assistance X https://www.mwph.org/patients-and-guests/financial/assistance X X X X X X true X false X X X X true X false false Schedule H, Part V, Section B, Line 3E The process of identifying the priority health needs for the FY24 CHNA began with the collection and analysis of hundreds of new and existing data measures. In order to create more easily discussable categories, all individual data measures were then grouped into six categories and 20 corresponding focus areas based on "common themes," which included: * Length of Life * Maternal and Infant Health * Mental Health * Physical health * Access to Care * Quality of Care * Diet and Exercise * Sexual Health * Substance Use Disorders * Tobacco Use * Built Environment * Environmental Quality * Housing and Homelessness * Transportation Options and Transit * Education * Employment * Family, Community, and Social Support * Food Security * Income * Safety Since a large number of individual data measures were collected and analyzed to develop these 20 focus areas, it was not reasonable to make each of them a priority. The CHNA Collaborative considered which focus areas had data measures of high need or worsening performance, priorities from the primary data, and how possible it is for health departments or hospitals to impact the given need to help determine which health needs should be prioritized. Once the primary and secondary data had been grouped into the focus areas, the CHNA Collaborative used a polling software to evaluate and prioritize the city's health needs while considering the following factors: * Size and scope of the health need; * Severity and intensity of the health need; * Whether possible interventions would be possible and effective; * Health disparities associated with the need; and * Importance the community places on addressing the need The final priority need areas were not ranked in any particular order of importance, and each will be addressed by MWPH. The following three focus areas (mental health, chronic health conditions and access to care) were identified as the City of Baltimore's top priority health needs to be addressed over the next three years. Schedule H, Part V, Section B, Line 5 Facility 1, 1 Facility 1, 1 - MT. WASHINGTON PEDIATRIC HOSPITAL. Primary data was gathered from the community through focus groups, key leader surveys and community surveys. Through the data collection process, MWPH gathered input from persons who represent broad interests of the community served by MWPH. Focus Groups: The following 33 focus groups were conducted virtually, hybrid or in person between October 3, 2023 and November 8, 2023. These groups included representation from key leaders, non-profit partners, patients, and community members, and totaled more than 300 participants. * Anchor Group * Baltimore Medical System Case Managers * BCHD HIV Services and Ryan White (two focus groups) * BCHD Youth Advisory Council and Youth Ambassadors * B'More for Healthy Babies * CASA de Maryland (two focus groups) * Catholic Charities' Esperanza Center * Charm City Care Connection * Druid Hill YMCA * East Baltimore Faith Leaders * Eastside Yo! (Historic East Baltimore Community Action Coalition) * Health Care Access Maryland * Health Care for the Homeless * Healthy Start Father's Group * Helping Up Mission * J Van Story Branch Apartments * MedStar Fetal Assessment Center * Morgan State University's Nutrition in the Community Class * Northeastern Community Organization * Senior Network of North Baltimore * Sinai Hospital Diabetes patients * Sinai Hospital HIV Clinic patients * Sinai Hospital Families with Children * St. Agnes Community Council * St. Agnes Patient Family Advisory Council * The Mayor's Commission on Aging and Retirement Education * UMMC Chronic Disease patients * UMMC Cancer patients * UMMC Community Engagement Committee * Victory Village Senior Center * Zeta Senior Center Key Leader Survey: A total of 33 key leaders completed the web-based Key Leader Survey, which was live from September 5, 2023 to November 17, 2023. Key leaders represented a variety of organizations with geographies throughout Baltimore City. Broad categories included: * Not-for-profit partners * Government officials * Healthcare providers * Academic partners * First responders * Business leaders Community Survey: A total of 2,282 web-based surveys were completed by individuals living, working or receiving healthcare in the Baltimore City community. For the sake of accessibility, the survey was available in both English and Spanish. Approximately 13% of the surveys were completed in Spanish. Consistent with one of the survey process goals, survey community member respondents were representative of a broad geographic area encompassing areas throughout the city. Schedule H, Part V, Section B, Line 6a Facility 1, 1 Facility 1, 1 - MT. WASHINGTON PEDIATRIC HOSPITAL, INC.. THE MWPH COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) WAS CONDUCTED WITH * Johns Hopkins Health System * Lifebridge Health * Medstar Health * Mercy Medical Center * University of Maryland Medical Center Schedule H, Part V, Section B, Line 6b Facility 1, 1 Facility 1, 1 - MT. WASHINGTON PEDIATRIC HOSPITAL, INC.. THE MWPH COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) WAS CONDUCTED WITH Baltimore City Health Department. Schedule H, Part V, Section B, Line 11 Facility 1, 1 Facility 1, 1 - MT. WASHINGTON PEDIATRIC HOSPITAL, INC.. Priority Health Issue #1: Access to Care Desired Community Result: Baltimore City ranks 24 out of 24 counties in Maryland for reported health outcomes and disease mortality rates. The top 5 barriers to access care include: cost, lack of insurance, lack of transportation, limited available appointments, and no medical provider. Nearly 25 percent of adults and children have not seen a physician in the last 12 months. Description of Community Need: The ability to access care is not evenly distributed across groups in the population, such as those who live in low-income areas such as MWPH's Community Benefit Service Area (CBSA). MWPH is dedicated to identifying and reducing transportation barriers, increasing the proportion of children who are vaccinated and who receive vision and hearing screenings, and supporting health literacy and awareness. Partner Agencies and Roles: MWPH will partner with the following organizations: * Baltimore City Health Department * Head Start Programs * Baltimore City Public Schools * Faith Communities * Ride Share Programs * Grassroots Organizations Hospital Strategies: * Provide transportation assistance * Screen for social determinants of health * Develop a manual of local and community-based resources * Offer free vision/hearing screenings and community vaccination clinics * Educate and promote the importance of vaccinations * Promote and support parent education and involvement * Curate social marketing campaigns Evaluation and Metrics: We will use the following metrics to identify trends and corrective action for the above strategies: * # of children served * # of resources provided * # of events in zip code * # of participants * # screened and connected to resources * # of immunizations administered * # of community sites and partners * # of educational events Priority Health Issue #2: Chronic Health Conditions Description of Community Need: Baltimore City performed worse than the state of Maryland in nearly all physical health indicators, with a high prevalence of childhood obesity. Lead poisoning is also a leading health disparity in the City. Social determinants of health, such as access to healthy foods (69.7%) and access to recreation facilities, parks, or playgrounds (18.2%), were included among the most pressing social needs. Desired Community Result: Residents indicated that there were not enough outdoor places to get physical activity (57%) and City leaders indicated that children did not have enough opportunities to play and socialize outside of school (66%). MWPH is dedicated to working with community partners to increase the proportion of children who participate in aerobic activity, reduce household food insecurity, and increase awareness of lead poisoning. Partner Agencies and Roles: MWPH will collaborate with the following partners: * Baltimore City Health Department * Baltimore City Public School System (Partner Schools) * Green & Healthy Homes * Elected officials * Head Start Programs * Faith communities * School-based and community gardens Hospital Strategies: * Host community-based outdoor events such as nature walks and community gardening * Partner with community organizations to promote healthy exercise habits * Engage targeted communities on healthy lifestyles through community screenings for BMI * Engage targeted communities on healthy lifestyles through sponsorship of cooking classes and demonstrations * Provide access to healthy food and to promote healthy eating * Sponsor healthy shopping and cooking demos * Increase access to fruits and vegetables through local gardens and sponsorship of farmers markets Evaluation and Metrics: We will use the following metrics to identify trends and corrective action for the above strategies: * # of support group participants * # of event participants attend * # of educational events supported * # of local gardens supported * # of families served * # of families engaged * Investment in campaign * # of social marketing campaigns Priority Health Issue #3: Mental Health Description of Community Need: In 2021, 20.7% of Baltimore City residents self-reported that a health professional has told them that they had a depressive disorder, yet only 5.2% of residents visited a mental health provider. Baltimore City residents identified mental health as a major health concern and indicated a lack of resources to address these concerns as a growing need. Desired Community Result Residents recommended that mental health could be improved by reducing and removing stigma related to mental health, promoting equity, and increasing access to mental health services. MWPH is dedicated to working with community agencies to reduce the stigma around mental health and increasing educational programs for parents to help deal with the mental health concerns of their children. Partner Agencies and Roles: MWPH will collaborate with the following partners: * Black Mental Health Alliance * Baltimore City Public School System * Local Historically Black Colleges & Universities Hospital Strategies: * Partner with organizations that address stress and anxiety in children * Partner with organizations that provide education conduct mental health screenings, and provide prevention programs such as healthy peer dialogues and self-care (yoga, meditation) * Create internship opportunities for students in behavioral health programs for students at HBCUs in the service area Evaluation and Metrics: We will use the following metrics to identify trends and corrective action for the above strategies: * Investment spent * # of events/programs attended * # of participants * # of scholarships provided * # of internships provided Priority Health Issue #4: Safety & Violence Description of Community Need: Motor vehicle crashes continue to be a leading cause of death in the United States, with 50% of car seats installed incorrectly. When used correctly, car seats can reduce the risk of fatal injury in a crash by 71% for infants and by 54% for toddlers. Desired Community Result: Maryland law requires a person transporting a child under the age of 8 in a motor vehicle to secure the child in a federally approved child safety seat in accordance with the seat and vehicle manufacturers' instructions unless the child is 4 feet, 9 inches tall, or taller. Doing so will reduce the number of fatalities among children. MWPH is dedicated to increasing awareness and knowledge of proper use of car seats and increasing the number of Car Passenger Safety Technicians in MWPH's Community Benefit Service Area. Partner Agencies and Roles: MWPH will collaborate with the following partners: * Mile One Autogroup * Baltimore City Public Schools * Community Organizations * Faith Communities Hospital Strategies: * Host car seat education, installation, and safety checks * Provide incentives for training and recertification Evaluation and Metrics: We will use the following metrics to identify trends and corrective action for the above strategies: * # of events * # of installs * # of car seats distributed * # of new and recertified technicians Priority Health Issue #5: Workforce Development Description of Community Need Multiple social needs impact Baltimore City residents. However, low household income drives poverty, crime, and a lack of housing/food/ transportation. In the MWPH service area, close to 21% of households are below the poverty level. Residents indicate a lack of job opportunities as a need. Desired Community Result: MWPH will support employment among Baltimore City youth and increase employment opportunities and retention rates in MWPH's CBSA. Partner Agencies and Roles: * Baltimore City's YouthWorks Program * The League for People with Disabilities * Workforce Development organizations * Local HBCUs such as Morgan State University and Coppin State University Key Hospital Strategies: * Provide summer internships * Partner with employment recruiters * Create internship opportunities for students in behavioral health programs for students Evaluation and Metrics: We will use the following metrics to identify trends and corrective action for the above strategies. * # of students hosted * # of participants * # of engagement with recruiters MPWH is addressing all of the prioritized needs identified in the 2024 CHNA. Schedule H, Part V, Section B, Line 13 Facility 1, 1 Facility 1, 1 - MT. WASHINGTON PEDIATRIC HOSPITAL, INC.. THE FINANCIAL ASSISTANCE POLICY EXPLAINS SEVERAL ELIGIBILITY CRITERIA, INCLUDING PARTICIPATION IN MEDICAID/MEDICARE PROGRAMS AS WELL AS ELIGIBILITY UNDER VARIOUS STATE REGULATIONS. IN ADDITION TO FPG, THE INCOME LEVELS DEFINED BY THE MARYLAND STATE DEPARTMENT OF HEALTH AND MENTAL HYGIENE (MD DHMH) ARE USED TO DETERMINE ELIGIBILITY FOR FINANCIAL ASSISTANCE. THE MD DHMH INCOME LEVELS ARE MORE GENEROUS THAN THE FPG INCOME LEVELS. 0 Schedule H, Part I, Line 3c CRITERIA FOR FREE OR DISCOUNTED CARE MWPH 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. THE FAP ALSO USES A FINANCIAL HARDSHIP THRESHOLD WHEN DETERMINING ELIGIBILITY. A PATIENT WITH MEDICAL DEBT EXCEEDING 25% OF FAMILY ANNUAL HOUSEHOLD INCOME MAY BE ELIGIBLE FOR FINANCIAL ASSISTANCE. Schedule H, Part I, Line 6b ANNUAL COMMUNITY BENEFIT REPORT THE ORGANIZATION ANNUALLY FILES A COMMUNITY BENEFIT REPORT AS REQUIRED BY THE MARYLAND HSCRC. THE REPORT CAN BE FOUND AT HTTPS://HSCRC.STATE.MD.US/PAGES/INIT_CB.ASPX. Schedule H, Part VI, Line 7 State Filing of Community Benefit Report As required by Maryland statute for all hospitals, University of Maryland Medical Center submits a detailed, annual community benefit report, which provides information related to programs, services, contributions, etc. that the hospital makes with no or little expectation of financial return, to the Maryland Health Services Cost Review Commission (HSCRC), a state regulatory agency, by January 31 each year. Schedule H, Part I, Line 7g Subsidized Health Services Two departments were captured under Subsidized health services on the HSCRC spreadsheet for MPWH. Please see how each meets an identified community need below. Lead Clinic: The MWPH is the only lead clinic in Maryland and therefore, if it did not exist, the community would not have access to the services that the lead clinic provides. In addition, the MWPH Lead Clinic provides services to children from families financially disadvantaged, a vulnerable population in our community. Weigh Smart Program: MWPH's 2024 Community Health Needs Assessment identified Chronic Health Conditions as a prioritized health need to be addressed. To combat obesity which can lead to chronic health issues, MWPH provides the Weigh Smart Program for children to learn about healthy foods and activities. In addition, the clinic tailors treatment to each family's financial situation, family dynamics, and to the child's health needs to meet the needs of vulnerable community members. Schedule H, Part I, Line 7 Bad Debt Expense excluded from financial assistance calculation 663905 Schedule H, Part I, Line 7 Costing Methodology used to calculate financial assistance MARYLAND'S REGULATORY SYSTEM CREATES A UNIQUE PROCESS FOR HOSPITAL PAYMENT THAT DIFFERS FROM THE REST OF THE NATION. THE HEALTH SERVICES COST REVIEW COMMISSION, (HSCRC) DETERMINES PAYMENT THROUGH A RATE SETTING PROCESS AND ALL PAYORS, INCLUDING GOVERNMENTAL PAYORS, PAY THE SAME AMOUNT FOR THE SAME SERVICES DELIVERED AT THE SAME HOSPITAL. MARYLAND'S UNIQUE ALL PAYOR SYSTEM INCLUDES A METHOD FOR REFERENCING UNCOMPENSATED CARE IN EACH PAYORS' RATES, WHICH DOES NOT ENABLE MARYLAND HOSPITALS TO BREAKOUT ANY OFFSETTING REVENUE RELATED TO UNCOMPENSATED CARE. COMMUNITY BENEFIT EXPENSES ARE EQUAL TO MEDICAID REVENUES IN MARYLAND, AS SUCH, THE NET EFFECT IS ZERO. ADDITIONALLY, NET REVENUES FOR MEDICAID SHOULD REFLECT THE FULL IMPACT ON THE HOSPITAL OF ITS SHARE OF THE MEDICAID ASSESSMENT. Schedule H, Part II Community Building Activities Community Support Activities: MWPH Psychologists work closely with ABA providers in the community to enhance community health through partnerships and planning for children with autism. In addition, MWPH staff support the local neighborhood homeowners association, providing security updates. Community Health Improvement Advocacy: MWPH staff are involved with informing elected officials and advocacy groups on the impacts of policy on patient care and community health. Workforce Development: MWPH provides shadowing opportunities to educate community members about health care careers. Schedule H, Part III, Line 2 Bad debt expense - methodology used to estimate amount 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 Schedule H, Part III, Line 3 Bad Debt Expense Methodology BECAUSE OF THE UNIQUE PAYMENT SYSTEM DESCRIBED ON LINE 2 (ABOVE), THE HOSPITAL IS UNABLE TO ESTIMATE HOW MUCH OF THE AMOUNT REPORTED IN LINE 2 IS ATTRIBUTED TO PATIENTS WHO WOULD APPLY UNDER THE FAP. Schedule H, Part III, Line 4 Bad debt expense - financial statement footnote THE CORPORATION RECORDS REVENUES AND ACCOUNTS RECEIVABLE FROM PATIENTS AND THIRD-PARTY PAYORS AT THEIR ESTIMATED NET REALIZABLE VALUE. REVENUE IS REDUCED FOR ANTICIPATED DISCOUNTS UNDER CONTRACTUAL ARRANGEMENTS AND FOR CHARITY CARE. AN ESTIMATED PROVISION FOR BAD DEBTS IS RECORDED IN THE PERIOD THE RELATED SERVICES ARE PROVIDED BASED UPON ANTICIPATED UNCOMPENSATED CARE, AND IS ADJUSTED AS ADDITIONAL INFORMATION BECOMES AVAILABLE. 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 HEALTHCARE 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. 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 THE THIRD-PARTY PAYOR HAS NOT YET PAID OR FOR PAYORS WHO ARE KNOWN TO BE HAVING FINANCIAL DIFFICULTIES THAT MAKE THE REALIZATION OF AMOUNTS DUE UNLIKELY. FOR RECEIVABLES ASSOCIATED WITH SELF-PAY PATIENTS OR WITH BALANCES REMAINING AFTER THE THIRD-PARTY COVERAGE HAD 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 AGAINST THE ALLOWANCE FOR DOUBTFUL ACCOUNTS. Schedule H, Part III, Line 8 Community benefit & methodology for determining medicare costs THE ORGANIZATION FILES ANNUALLY A COMMUNITY BENEFIT REPORT WITH THE STATE OF MARYLAND'S HEALTH SERVICES COST REVIEW COMMISSION (HSCRC). THE HSCRC, WHICH OPERATES UNDER A MEDICARE WAIVER, DOES NOT CONSIDER MEDICARE SHORTFALL AS COMMUNITY BENEFIT. THE COSTING METHODOLOGY USED BY THE ORGANIZATION IS A COST-TO-CHARGE RATIO. Schedule H, Part III, Line 9b Collection practices for patients eligible for financial assistance 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, EVEN IN EXCESS OF 240 DAYS FOLLOWING THE FIRST POST-DISCHARGE BILLING STATEMENT. 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. NO EXTRAORDINARY COLLECTION ACTIONS (ECAS) WILL OCCUR EARLIER THAN 120 DAYS FROM SUBMISSION OF FIRST BILL TO THE PATIENT AND WILL BE PRECEDED BY NOTICE 30 DAYS PRIOR TO COMMENCEMENT OF THE ACTION. AVAILABILITY OF FINANCIAL ASSISTANCE WILL BE COMMUNICATED TO THE PATIENT AND A PRESUMPTIVE ELIGIBILITY REVIEW WILL OCCUR PRIOR TO ANY ACTION BEING TAKEN. IF A PATIENT IS DETERMINED TO BE ELIGIBLE FOR FINANCIAL ASSISTANCE AFTER AN ECA IS INITIATED, THE ORGANIZATION WILL TAKE REASONABLE MEASURES TO REVERSE THE ECAS AGAINST THE PATIENT ACCOUNT. Schedule H, Part V, Section B, Line 16a FAP website 1 - MT. WASHINGTON PEDIATRIC HOSPITAL: Line 16a URL: https://www.mwph.org/patients-and-guests/financial/assistance; Schedule H, Part V, Section B, Line 16b FAP Application website 1 - MT. WASHINGTON PEDIATRIC HOSPITAL: Line 16b URL: https://www.mwph.org/patients-and-guests/financial/assistance; Schedule H, Part V, Section B, Line 16c FAP plain language summary website 1 - MT. WASHINGTON PEDIATRIC HOSPITAL: Line 16c URL: https://www.mwph.org/patients-and-guests/financial/assistance; Schedule H, Part VI, Line 2 Needs assessment To ensure comprehensive and patient-centered care, MWPH conducts screenings for social needs upon admission and discharge. These screenings help identify factors that may impact a patient's health, such as food insecurity, housing instability, transportation challenges, and access to essential services. In addition, at MWPH we recognize the profound impact that past trauma and adverse experiences can have on health and well-being. To better understand and address the needs of our community, we conduct a Trauma-Informed Care Survey designed to gather insights on the challenges individuals face and the resources they need to heal and thrive. Schedule H, Part VI, Line 3 Patient education of eligibility for assistance The patient financial assistance policy at MWPH 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. MWPH makes every effort to make financial assistance information available to patients/families. These efforts include signage at outpatient desks and inpatient welcome areas, notices on patient bills and admissions packets as well as a thorough description on the MWPH website. This includes both the Roger's Avenue, Baltimore and Prince George's County locations. Information sheets are provided to patients both upon admission, discharge and on request. The information sheet includes the following items: a. description of the hospital's financial assistance policy b. a description of the patient's rights and obligations with regards 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 care. d. contact information for the Maryland medical assistance program. e. a statement that physician discharges are not included in the hospital bill and is billed separately. Lastly, for additional questions, information or assistance in applying for financial assistance, phone numbers to the MWPH finance leadership team are provided. Schedule H, Part VI, Line 4 Community information The Baltimore City CHNA Collaborative has completed the 2024 Community Health Needs Assessment (CHNA) to understand and document the greatest health needs currently faced by residents of Baltimore City. Baltimore City occupies 81 square miles of land in the geographic center of Baltimore County, and consequently, the state of Maryland. With a population of roughly 575,000 people, Baltimore City is the largest city in Maryland. Almost 60% of Baltimore City residents identify as Black or African American, roughly double the proportion found in Baltimore County and the state of Maryland, and nearly five times that of the U.S. as a whole. By ethnicity, less than 10% of Baltimore City's population is Hispanic. The proportion of Hispanic individuals residing in Baltimore City is slightly higher than in Baltimore County but lower than in the state of Maryland and the U.S. overall. In addition to demographic data, socioeconomic factors in the community such as income, poverty, and food scarcity play a significant role in identifying healthcare needs. The median household income in Baltimore City is approximately 60-70% that of Baltimore County, Maryland, and the U.S. overall, contributing to, among other things, higher rates of uninsured and underinsured residents who face barriers to accessing quality healthcare services. These disparities contribute to poorer health outcomes and lower life expectancy for Baltimore City residents, especially for those who are Black, Hispanic, or living in poverty. Some of the causes of these inequities include historical and structural racism, lack of affordable housing, low educational attainment, and limited economic opportunities. In 2021, approximately 20% of Baltimore City households were below the federal poverty level (FPL) - more than double the share of households below the FPL in Baltimore County, Maryland, and the U.S. overall. Similar to the percentage of households below the FPL, 23% of Baltimore City households received Food Stamps/SNAP in 2021. This is more than double the percentage reported in Baltimore County, Maryland, and the U.S. overall. In 2023, 12.3% of Baltimore City residents had earned less than a high school diploma and 29.1% had a high school diploma or GED - proportions that are higher than Baltimore County, Maryland or the U.S. overall. Conversely, a smaller proportion of Baltimore City residents had completed some college (22.6%) or earned a bachelor's degree (18.3%) compared to the county, the state or the nation. However, both Baltimore City and Baltimore County had a higher percentage of residents with graduate or professional degrees than the U.S overall, indicating a high level of educational achievement among some segments of the population. The overall unemployment rate in Baltimore City was higher than Baltimore County, Maryland, and the U.S. overall in 2023. This was a consistent finding across all age groups, with the highest unemployment among city residents ages 25 to 54 (2.8%). Unemployment among older adults (ages 65+) was 2.5 times higher than the rate in the state of Maryland. In 2023, the group in both Baltimore City and Baltimore County least likely to have health insurance was adults ages 35 to 64 (Baltimore City 2.9% and Baltimore County 2.3%). Baltimore City has proportions of uninsured individuals across almost every age group that are lower than the U.S. as a whole, but similar to both Baltimore County and Maryland. There are approximately 1.3 million children in Maryland and the healthcare provider market has largely consolidated into three major systems, UMMS, Johns Hopkins Medicine and MedStar Health. Schedule H, Part VI, Line 5 Promotion of community health MWPH involves community members as an essential component of the Board of Trustees. In addition, MWPH involves community leaders as part of the Community Health Advisory Board (CHAB). The MWPH CHAB was established with the understanding that socioeconomic factors, health behaviors, and the physical environment negatively impact the quality of life of residents in the areas within the vicinity of MWPH. This body includes representation from MWPH (executive leadership, medical, and other vital staff), local government, public schools, Head Start programs, and community engagement groups, who work collaboratively to ensure that initiatives that are implemented effectively address true drivers of health to improve health outcomes. Implemented programs reflect the priorities of the City of Baltimore's Community Health Needs Assessment, which helps to inform MWPH's Implementation Strategy Plan. CHAB meets quarterly throughout the calendar year with the express purpose of determining how best to utilize collective resources to alleviate the barriers and address the disparities facing residents in the MWPH service area. Child Passenger Safety Program: MWPH expanded the Child Passenger Safety Program to partner with a national automobile distributor Heritage Automotive Group/MileOne. Through the partnership with Heritage, Kids in Safety Seats and Safe Kids, MWPH was able to expand our community car seat checks each year. Each event offered registrants hands-on installation instruction, education and pre and post tests to gauge behavior change and improved knowledge of car seat safety. Lead Clinic: Since 1990, Mt. Washington Pediatric Hospital has provided a childhood lead poisoning prevention and treatment program, which includes inpatient, outpatient and community outreach services. Lead poisoning can affect a child's brain function and development. The Lead Poisoning Treatment Program is the only lead poisoning specialty program in Maryland. The hospital's lead treatment team is striving to increase awareness of the risks of lead poisoning to encourage all parents to have their children tested and to treat those children with lead poisoning by educating them about the various dietary and environmental modifications they can make to improve their condition, behavior management and parenting techniques, and developmental interventions. Since its inception, the program has treated hundreds of children. Abilities Adventures: This is a program that uses outdoor adventures, sports, and leisure to empower, motivate and improve the quality of life for children and teenagers post hospitalization. Many participants of Abilities Adventures are those from families with limited financial needs and would not have access to the activities provided by the program otherwise. Goals of Abilities Adventures include: * Promote community re-integration and increase community involvement * Promote positive and adaptive coping strategies for children and their families as they adjust to living with an injury, illness or chronic medical condition * Increase independence * Improve quality of life * Improve sports-related competence * Promote healthy living SIBSHOPS: The SIBSHOPS program is designed specifically for siblings of children with special needs and is open to the community. SIBSHOPS provides a comfortable and fun environment to meet other brothers and sisters of children with special needs. The program allows children to share the positives and negatives of having a sibling with special needs, as well as providing coping strategies and educational tools to the children so they can learn to adapt to common experiences more easily. Board Involvement: MWPH staff dedicate their time to serving on various community not-for-profit boards, contributing valuable guidance and expertise to improve health in the community. Weigh Smart Program: Mt. Washington Pediatric Hospital Weigh Smart programs use best practices and an inter-disciplinary team for their pediatric weight management programs. Weigh Smart program staff were selected to participate in a national taskforce convened by the Children's Hospitals Association to determine best practices for pediatric weight management, and staff keep current with research to determine the best treatment course for your child. Our program offers several comprehensive weight management options for children and adolescents ages two and up. Infection Prevention: MWPH dedicates staff time to community infection prevention issues by being active members of the Association for Professionals in Infection Control and Epidemiology (APIC) of Greater Baltimore. APIC Greater Baltimore Chapter is a community leader in infection control, prevention and epidemiology through public policy efforts, education and support of the evidence-based practices and collaboration with State and local entities to reduce hospital acquired infections. The Chapter represents over 190 members from various institutions of healthcare in the Maryland - Baltimore area, providing a diverse and comprehensive representation from Acute Care, Long Term Care, Sub-Acute Rehab, County and State Health Departments and other emergency agencies. Transportation: Mt. Washington Pediatric Hospital provides transportation support to patients having difficulty getting to and from appointments. This includes a shuttle service offering transportation support to patients from disadvantaged neighborhoods. In addition, hundreds of Lyft rides are provided annually to patients in need. Health Care Support Services: Mt. Washington Pediatric Hospital provides care to some of the most vulnerable members of the community, children, many coming from families that are on medical assistance. Each year, thousands of staff hours are dedicated to addressing patients' needs and overcoming access to health barriers as well as addressing social determinants of health needs for families. This includes providing services such as enrollment assistance, transportation coordination, community referral services, and medication assistance. Family Assistance Program: Families come to our hospital during a very challenging time in their lives. MWPH uses an interdisciplinary approach to assist our families with their complex needs and limited resources. The family assistance program focuses on filling in gaps of services and resources that have been identified as imminent needs. The three program components consist of the welcome bag program, financial need program, and family hospital events. Health Professions Education: Student clinical experiences allow health care students opportunities to learn skills and knowledge to be successful working in a health care setting. Each year, Mt. Washington Pediatric Hospital's staff dedicate thousands of staff hours to supporting students working to become health care professionals. Holiday Toy Shop: MWPH hosts an annual Holiday Toy Shop at the end of every year. The shop allows patient families in need to shop for new donated toys for free, both in person and via drive-thru shopping. The event provides toys to over a thousand children annually. Schedule H, Part VI, Line 6 Affiliated health care system Headquartered in Baltimore, Maryland, Johns Hopkins Medicine unites physicians and scientists of the Johns Hopkins University School of Medicine with the organizations, health professionals and facilities of The Johns Hopkins Hospital and Health System. Johns Hopkins Medicine has six academic and community hospitals, four suburban health care and surgery centers, over 40 patient care locations, and home care group and international division, and it offers an array of health care services. As part of the University of Maryland Medical System (UMMS) and affiliated with Johns Hopkins Medicine, MWPH understands that health care goes beyond the walls of the hospital and into the community it serves. MWPH is committed to strengthening their neighboring community. In doing so, MWPH asses the community's health needs, identifies key priorities, and responds with services, programs and initiatives that 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. MWPH is committed to health education, advocacy, community partnerships, and engaging programs which focus on health and wellness with the goal of eliminating disparities in the Baltimore community. Schedule H, Part VI, Line 7 State filing of community benefit report MD X X X X false true false false false false false true false AJAYI AKINTADE MD INTERIM CMO 237944 0 0 0 1918 0 7470 0 474 0 247806 0 0 0 THOMAS ELLIS VP HUMAN RESOURCES 185210 0 22247 0 5984 0 3779 0 20810 0 238030 0 0 0 JILL FEINBERG VP DEVELOPMENT/EXTERNAL AFFAIRS 153616 0 20359 0 470 0 16602 0 431 0 191478 0 0 0 SCOTT KLEIN PRESIDENT AND CEO 578309 0 180000 0 26762 0 101800 0 29539 0 916410 0 0 0 MARY MILLER CFO AND TREASURER 196214 0 25357 0 3679 0 29325 0 20818 0 275393 0 0 0 DENISE PUDINSKI VP PATIENT CARE SERVICES/ CNE 164059 0 12327 0 3245 0 7187 0 13791 0 200609 0 0 0 JUSTINA STAROBIN VP OUTPATIENT SVCS 145388 0 21465 0 1948 0 15696 0 21151 0 205648 0 0 0 TAREK BELAL MD ATTENDING PHYSICIAN 261645 0 0 0 0 0 5250 0 10741 0 277636 0 0 0 BERNADETT CROWDER MD ATTENDING PHYSICIAN 227921 0 0 0 304 0 7470 0 29786 0 265481 0 0 0 STEPHEN NICHOLS MD ATTENDING PHYSICIAN 241857 0 0 0 988 0 9903 0 29800 0 282548 0 0 0 MONIQUE SATPUTE MD ATTENDING PHYSICIAN 221780 0 0 0 315 0 9229 0 28901 0 260225 0 0 0 TIKEE SELBY MD NEONATAL PROGRAM DIRECTOR 354319 0 0 0 906 0 10350 0 27467 0 393042 0 0 0 Schedule J, Part I, Line 4b Supplemental nonqualified retirement plan During the fiscal year ended June 30, 2025, certain officers participated in the Mt. Washington Pediatric Hospital 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: Scott Klein Justina Starobin Mary Miller Thomas Ellis Jill Feinberg Denise Pudinski Schedule J, Part I, Line 7 Non-fixed payments 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. DR TERI KAHN SEE PART V 94367 SEE PART V false Schedule L, Part IV BUSINESS TRANSACTIONS INVOLVING INTERESTED PERSONS LINE 2 Dr. Teri Kahn is a family member of Steven J Czinn, a director of the filing organization. Dr. Teri Kahn was paid reasonable compensation as an employee of the filing organization. Form 990, Part VI, Line 6 Classes of members or stockholders JOHNS HOPKINS HEALTH SYSTEM (JHHS) AND UMMS ARE EQUAL MEMBERS OF MWPH. Form 990, Part VI, Line 7a Members or stockholders electing members of governing body JHHS AND UMMS EACH ELECT AN EQUAL NUMBER OF MEMBERS TO THE BOARD OF MWPH. Form 990, Part VI, Line 11b Review of form 990 by governing body The University of Maryland Medical System ("UMMS") prepares the IRS Form 990 for UMMS and its affiliates. Information needed to complete the return is gathered by accounting personnel in the Finance Shared Services department under the supervision of the UMMS Tax Director. Draft returns are prepared using IRS-approved tax software. Once a draft return is prepared, it undergoes multiple levels of review both internally by UMMS tax and finance personnel, and externally by Ernst & Young LLP. Following any necessary changes to the return, a final draft is reviewed by each affiliate's vice president of finance and/or CFO. Prior to filing the IRS Form 990, the organization's board chairman, treasurer, governance committee, finance committee or other member(s) of the board with similar authority will review the IRS Form 990. All board members are provided with a copy of the final IRS Form 990 before filing. Form 990, Part VI, Line 12c Conflict of interest policy THE ORGANIZATION'S OFFICERS, DIRECTORS 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 OFFICERS, DIRECTORS AND KEY EMPLOYEES. THE GENERAL COUNSEL OF UMMS REVIEWS THE RESPONSES FOR UMMS AND CERTAIN OTHER AFFILIATES. THE CEO OR CFO OF EACH OF THE OTHER ENTITIES IN THE UMMS 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. Form 990, Part VI, Line 15a Process to establish compensation of top management official 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. Form 990, Part VI, Line 19 Required documents available to the public THE ORGANIZATION'S GOVERNING DOCUMENTS ARE MADE PUBLICLY AVAILABLE THROUGH THE STATE OF MARYLAND VIA THE SECRETARY OF STATE'S OFFICE. THE CONFLICT OF INTEREST POLICY IS GENERALLY AVAILABLE ON THE ORGANIZATION'S OR AFFILIATE'S WEBSITE. FINANCIAL STATEMENTS ARE MADE PUBLICLY AVAILABLE ON A QUARTERLY BASIS THROUGH FILINGS ON THE ELECTRONIC MUNICIPAL MARKET ACCESS ("EMMA") SYSTEM. Form 990, Part VIII, Line 11d Other Miscellaneous Revenue Discounts - Total Revenue: 6747, Related or Exempt Function Revenue: 6747, Unrelated Business Revenue: 0, Revenue Excluded from Tax Under Sections 512, 513, or 514: 0; Form 990, Part IX, Line 11g Other Fees Other fees for services - Total Expense: 4356437, Program Service Expense: 3570877, Management and General Expenses: 785560, Fundraising Expenses: 0; Fees for Medical Service - Total Expense: 3959504, Program Service Expense: 3959504, Management and General Expenses: 0, Fundraising Expenses: 0; Form 990, Part XI, Line 9 Other changes in net assets or fund balances UNRESTRICTED CHANGE IN FUNDED STATUS OF PENSION - 1278806; NET ASSETS RELEASED FROM RESTRICTIONS - -27784; Change in Economic Interest in Foundation - 2542755; Other changes in net assets - 253; Total - 3794030; MWP COMMUNITY HEALTH SERVICES 1708 W ROGERS AVENUE BALTIMORE MD 21209 383987088 HEALTHCARE MD 2025398 2149338 MWPH Mt Washington Pediatric Community Behavioral Health Services LLC 1708 W Rogers Ave Baltimore MD 21209 842276906 Healthcare MD 322809 1891 MWPH MOUNT WASHINGTON PEDIATRIC FOUNDATION 1708 WEST ROGERS AVENUE BALTIMORE MD 21209 521736672 FUNDRAISING MD 501(c)(3) Type I MWPH true false false true false false false false false false false false false false true true false false true true MT WASHINGTON PEDIATRIC FOUNDATION INC C 1248758 FMV MT WASHINGTON PEDIATRIC FOUNDATION INC R 851723 CASH MT WASHINGTON PEDIATRIC FOUNDATION INC S 998869 CASH