UPMC Western Maryland, located in Cumberland, MD, is a leading non-profit, acute-care hospital serving residents in Allegany County and surrounding areas in Maryland, West Virginia, and Pennsylvania. As part of the renowned UPMC network, we offer a wide range of advanced inpatient and outpatient services, including an accredited cancer center, robotic surgery, and a Level II neonatal intensive care unit. UPMC Western Maryland is also known for its award-winning cardiac surgery program, which provides the only open-heart surgery in the state west of Baltimore. We are committed to delivering outstanding patient care, driving clinical innovation, and improving the health and well-being of our community.
| Hospital Name | UPMC Western Maryland |
|---|---|
| Facility ID | 210027 |
| Address | 12500 WILLOWBROOK ROAD |
|---|---|
| City/Town | Cumberland |
| State | MD |
| ZIP Code | 21502 |
| County/Parish | ALLEGANY |
| Health System | UPMC |
|---|---|
| Health System Website Domain | UPMC.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 29 |
|---|---|
| Health System Total Beds | 6359 |
| Health System Hospital Locations | Maryland, New York and Pennsylvania |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | UPMC |
| Emergency Services | Yes |
Michele R. Martz is the President of UPMC Western Maryland in Cumberland. [5, 7, 8] She assumed this role effective January 1, 2021, succeeding Barry Ronan. [7] Prior to becoming President, she served as senior vice president and chief financial officer of UPMC Western Maryland and Western Maryland Health System from 2019 to 2020. [8] Her extensive career at Western Maryland Health System also included roles as vice president of Physician Enterprise (2012-2019), vice president of Financial Services (2002-2012), and director of budget and reimbursement (1992-2002). [8] She also worked as a budget and reimbursement specialist at Western Maryland Health System/Memorial Hospital from 1989 to 1992 and as an accountant with Deloitte, Haskins & Sells in Pittsburgh from 1987 to 1989. [8] Ms. Martz is a Certified Public Accountant (CPA) and a Fellow of the American College of Healthcare Executives (FACHE), board certified in healthcare management. [5, 8] She is a lifelong resident of the area and a graduate of West Virginia University. [7] She is involved in various community boards and associations, including the board of directors for Maryland Physician Care, the Allegany College of Maryland, and the Cumberland Economic Development Corp. [8] She is also a member of the Maryland Hospital Association Council on Financial Policy and the West Virginia Society of CPAs, and serves as treasurer for the United Way of the Potomac Highlands. [8] She is also a Fellow of the Healthcare Financial Management Association. [8] Michele Martz is proud of the impact UPMC Western Maryland makes in the community, highlighting the consolidation of two local hospitals, the building of a new facility in 2009, and joining UPMC in 2020 to ensure access to high-quality medical services. [14]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 240 |
|---|
| FTE Employees on Payroll | 1768.42 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 26830 |
| Inpatient Days (Title XIX) | 9724 |
| Total Inpatient Days | 46903 |
| Bed Count | 200 |
| Available Bed Days | 73000 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 4419 |
| Discharges (Title XIX) | 2555 |
| Total Discharges | 9346 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 25361 |
| Inpatient Days (Title XIX; Adults & Peds) | 7236 |
| Total Inpatient Days (Adults & Peds) | 41017 |
| Bed Count (Adults & Peds) | 182 |
| Available Bed Days (Adults & Peds) | 66430 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 4419 |
| Discharges (Title XIX; Adults & Peds) | 2555 |
| Total Discharges (Adults & Peds) | 9346 |
| Care Quality Stengths | Average overall patient satisfaction. The hospital is average in every measured mortality rate Hospital does an exceptional job of ensuring patients at the hospital do not get infections |
|---|---|
| Care Quality Concerns | Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated |
| Nurse Communication – Star Rating | |
|---|---|
| Doctor Communication – Star Rating | |
| Staff Responsiveness – Star Rating | |
| Communication About Medicines – Star Rating | |
| Discharge Information – Star Rating | |
| Care Transition – Star Rating | |
| Cleanliness – Star Rating | |
| Quietness – Star Rating | |
| Overall Hospital Rating – Star Rating | |
| Recommend Hospital – Star Rating |
| Percent of Patients Who Definitely Recommend the Hospital | 55% |
|---|
| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | No Different Than National Average |
|---|---|
| Mortality Group – Death Rate for Heart Attack Patients | No Different Than National Average |
| Mortality Group – Death Rate for CABG Surgery Patients | No Different Than National Average |
| Mortality Group – Death Rate for COPD Patients | No Different Than National Average |
| Mortality Group – Death Rate for Heart Failure Patients | No Different Than National Average |
| Mortality Group – Death Rate for Pneumonia Patients | No Different Than National Average |
| Mortality Group – Death Rate for Stroke Patients | No Different Than National Average |
| Mortality Group – Pressure Ulcer Rate | No Different Than National Average |
| Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications | No Different Than National Average |
| Mortality Group – Iatrogenic Pneumothorax Rate | No Different Than National Average |
| Mortality Group – In-Hospital Fall with Hip Fracture Rate | |
| Mortality Group – Postoperative Hemorrhage or Hematoma Rate | No Different Than National Average |
| Mortality Group – Postoperative Acute Kidney Injury Requiring Dialysis Rate | No Different Than National Average |
| Mortality Group – Postoperative Respiratory Failure Rate | No Different Than National Average |
| Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate | No Different Than National Average |
| Mortality Group – Postoperative Sepsis Rate | No Different Than National Average |
| Mortality Group – Postoperative Wound Dehiscence Rate | No Different Than National Average |
| Mortality Group – Abdominopelvic Accidental Puncture or Laceration Rate | No Different Than National Average |
| Mortality Group – CMS Medicare PSI 90: Patient Safety and Adverse Events Composite | No Different Than National Average |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 244 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 12.2 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 10.9 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 0.4 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.2 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 13.7 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 5.7 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 0.9 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.5 |
| Readmission Score Rate of Readmission for CABG | 9.9 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 18.6 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 18.7 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.2 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 13.9 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 14.7 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Average Days per 100 Discharges |
| Readmission Group Hospital Return Days for Heart Failure Patients | Average Days per 100 Discharges |
| Readmission Group Hospital Return Days for Pneumonia Patients | Average Days per 100 Discharges |
| Readmission Group Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | No Different Than the National Rate |
| Readmission Group Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | Worse Than the National Rate |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | No Different Than the National Rate |
| Readmission Group Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | No Different than expected |
| Readmission Group Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | No Different Than the National Rate |
| Readmission Group Rate of Readmission for CABG | No Different Than the National Rate |
| Readmission Group Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | No Different Than the National Rate |
| Readmission Group Heart Failure (HF) 30-Day Readmission Rate | No Different Than the National Rate |
| Readmission Group Rate of Readmission After Hip/Knee Replacement | No Different Than the National Rate |
| Readmission Group Rate of Readmission After Discharge From Hospital (Hospital-Wide) | No Different Than the National Rate |
| Readmission Group Pneumonia (PN) 30-Day Readmission Rate | No Different Than the National Rate |
| CLABSI SIR (Standardized Infection Ratio) | 0.215 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.366 |
| SSI SIR (Standardized Infection Ratio) | 1.113 |
| CDI SIR (Standardized Infection Ratio) | 0.201 |
| MRSA SIR (Standardized Infection Ratio) | 0.389 |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | |
|---|---|
| Bad Debt Expense | |
| Uncompensated Care Cost | |
| Total Uncompensated Care |
| Total Salaries | $136,577 |
|---|---|
| Overhead Expenses (Non-Salary) | $213,545 |
| Depreciation Expense | $23,245 |
| Total Operating Costs | $249,886 |
| Inpatient Charges | $181,455 |
|---|---|
| Outpatient Charges | $224,312 |
| Total Patient Charges | $405,768 |
| Core Wage Costs | $34,778 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $136,577 |
| Contract Labor (Patient Care) | $10,461 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $23,731 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $64,288 |
| Allowance for Doubtful Accounts | $-4,683 |
| Inventory | $2,666 |
| Prepaid Expenses | $200 |
| Other Current Assets | $-12,788 |
| Total Current Assets | $75,756 |
| Land Value | $7,695 |
|---|---|
| Land Improvements Value | $8,970 |
| Building Value | $197,781 |
| Leasehold Improvements | $2,131 |
| Fixed Equipment Value | |
| Major Movable Equipment | $43,996 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $190,304 |
| Long-Term Investments | $62,373 |
|---|---|
| Other Assets | $61,399 |
| Total Other Assets | $123,773 |
| Total Assets | $389,833 |
| Accounts Payable | $6,234 |
|---|---|
| Salaries & Wages Payable | |
| Payroll Taxes Payable | |
| Short-Term Debt | $413 |
| Deferred Revenue | |
| Other Current Liabilities | $15,352 |
| Total Current Liabilities | $21,999 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $40 |
| Unsecured Loans | |
| Other Long-Term Liabilities | |
| Total Long-Term Liabilities | $40 |
| Total Liabilities | $22,039 |
| General Fund Balance | $367,794 |
|---|---|
| Total Fund Balances | $367,794 |
| Total Liabilities & Equity | $389,833 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $20,764 |
| DRG (Post-Oct 1) | $67,303 |
| Outlier Payments | |
| DSH Adjustment | $2,825 |
| Eligible DSH % | $0 |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $181,478 |
|---|---|
| Outpatient Revenue | $224,312 |
| Total Patient Revenue | $405,790 |
| Contractual Allowances & Discounts | $93,338 |
| Net Patient Revenue | $312,452 |
| Total Operating Expenses | $350,122 |
| Net Service Income | $-37,669 |
| Other Income | $83,362 |
| Total Income | $45,693 |
| Other Expenses | $4,155 |
| Net Income | $41,537 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | |
| Medicaid Charges | |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | MEDITECH |
|---|---|
| EHR Version | Unknown |
| EHR is Changing | Yes--In Process of Replacing |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |