UM Capital Region Medical Center

UM Capital Region Medical Center, located at 901 North Harry S Truman Drive in Upper Marlboro, MD, is a state-of-the-art acute care teaching hospital dedicated to serving Prince George's County and surrounding areas. Designed with patient safety and experience in mind, the hospital offers a comprehensive range of services, including a Heart & Vascular Institute, women's and infants' services, a Level II Trauma Center, advanced surgical services, and behavioral health programs. As a designated stroke center with advanced imaging and diagnostic capabilities, UM Capital Region Medical Center is committed to providing exceptional care and improving the health and well-being of the community. Experience advanced medical care and a patient-centered approach at UM Capital Region Medical Center.

Identifiers

Hospital Name UM Capital Region Medical Center
Facility ID 210003

Location

Address 901 NORTH HARRY S TRUMAN DRIVE
City/Town Upper Marlboro
State MD
ZIP Code 20774
County/Parish PRINCE GEORGES

Health System

Health System University of Maryland Medical System
Health System Website Domain umms.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 11
Health System Total Beds 2643
Health System Hospital Locations Maryland

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Private
Ownership Details University of Maryland Medical System
Emergency Services Yes

Nathaniel “Nat” Richardson, Jr.

President and Chief Executive Officer

As the Chief Executive Officer with more than 34 years experience in health care, Mr. Richardson is leading the organization at a pivotal time as UM Capital Region nears the opening of two new replacement facilities, including a new flagship hospital, University of Maryland Capital Region Medical Center, scheduled to open in 2021. Mr. Richardson has degrees in Radiological Sciences, Business Administration - with specializations in management and leadership and his Masters from the Owen Graduate School of Management at Vanderbilt University. Mr. Richardson is a member of the American College of Healthcare Executives. [5]

Tom-Meka Archinard, MD

Senior Vice President and Chief Medical Officer, DIO

NA

Sandi Benzer, Esq.

General Counsel

NA

Michael Brozic

Senior Vice President, Finance

NA

Ingrid Connerney, DrPH, RN, FAAN

Vice President and Chief Quality Officer

NA

Stacey Cook, MS, SPHR

Vice President, Human Resources

NA

Nicholas Hubler

Vice President, Ambulatory Services

NA

Jay Mittal

Senior Vice President, Business Strategy and Operations

NA

Joel Sandler, MBA, BSN, RN, FACVP

Senior Vice President and Chief Nursing Officer

NA

Bradford Seamon

Vice President, Gov't and Public Affairs for Prince George's County

NA

Lisa Snow

Chief of Staff

NA

Residency Programs

Allopathic Residency Program No
Dental Residency Program No
Osteopathic Residency Program No
Other Residency Programs No
Pediatric Residency Program No

Capacity & Services

Licensed Beds 224

Staffing & Personnel

FTE Employees on Payroll 1476.33
FTE Interns & Residents 41.52

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 16538
Inpatient Days (Title XIX) 9460
Total Inpatient Days 66004
Bed Count 220
Available Bed Days 80300
Discharges (Title V) NA
Discharges (Title XVIII) 2237
Discharges (Title XIX) 5539
Total Discharges 60258

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 13630
Inpatient Days (Title XIX; Adults & Peds) 4690
Total Inpatient Days (Adults & Peds) 51695
Bed Count (Adults & Peds) 165
Available Bed Days (Adults & Peds) 60225
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 2237
Discharges (Title XIX; Adults & Peds) 5539
Total Discharges (Adults & Peds) 60258

Quality Summary

Care Quality Stengths The hospital is average in every measured mortality rate
Care Quality Concerns Low overall patient satisfaction. Patients report challenges with nurse communication. Patients report significant challenges with Staff responsiveness to their needs. Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated Hospital does not do a good job of treating conditions like heart failure so that patients don't have to come back to the hospital.

Hospital Overall Rating

Patient Experience Star Ratings

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

Recommendation Percentage

Percent of Patients Who Definitely Recommend the Hospital 57%

Mortality Group Indicators

Mortality Group – Rate of Complications for Hip/Knee Replacement Patients
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 & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 262

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients -12
Readmission Score Hospital Return Days for Heart Failure Patients 29.5
Readmission Score Hospital Return Days for Pneumonia Patients -11.6
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 13.9
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy Not Available
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy Not Available
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 0.9
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 12.5
Readmission Score Rate of Readmission for CABG 10.1
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 19.5
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 22.4
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.5
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 14.9
Readmission Group Hospital Return Days for Heart Attack Patients Average Days per 100 Discharges
Readmission Group Hospital Return Days for Heart Failure Patients More Days Than Average 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 Number of Cases Too Small
Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy Number of Cases Too Small
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 Number of Cases Too Small
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

Infection SIRs

CLABSI SIR (Standardized Infection Ratio) 3.125
CAUTI SIR (Standardized Infection Ratio) 0.843
SSI SIR (Standardized Infection Ratio) 0.630
CDI SIR (Standardized Infection Ratio) 0.401
MRSA SIR (Standardized Infection Ratio) 1.337

Fiscal Period

Fiscal Year Begin Jul 01, 2022
Fiscal Year End Jun 30, 2023

Charity & Uncompensated Care ($ thousands)

Charity Care Cost
Bad Debt Expense
Uncompensated Care Cost
Total Uncompensated Care

Operating Expenses ($ thousands)

Total Salaries $130,191
Overhead Expenses (Non-Salary) $297,039
Depreciation Expense $35,568
Total Operating Costs $342,968

Charges ($ thousands)

Inpatient Charges $302,116
Outpatient Charges $154,029
Total Patient Charges $456,146

Wage-Related Details ($ thousands)

Core Wage Costs $39,964
Wage Costs (RHC/FQHC)
Adjusted Salaries $128,272
Contract Labor (Patient Care) $30,740
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents) $890

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $24
Short-Term Investments
Notes Receivable
Accounts Receivable $51,611
Allowance for Doubtful Accounts
Inventory $6,999
Prepaid Expenses $1,177
Other Current Assets
Total Current Assets $71,168

Balance Sheet – Fixed Assets ($ thousands)

Land Value
Land Improvements Value
Building Value $617,520
Leasehold Improvements
Fixed Equipment Value
Major Movable Equipment
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $617,520

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $3,077
Other Assets $59,765
Total Other Assets $62,842
Total Assets $751,530

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $34,582
Salaries & Wages Payable $19,439
Payroll Taxes Payable
Short-Term Debt $4,594
Deferred Revenue
Other Current Liabilities $83,778
Total Current Liabilities $142,393

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $212,202
Unsecured Loans
Other Long-Term Liabilities $67,626
Total Long-Term Liabilities $279,828
Total Liabilities $422,221

Balance Sheet – Equity ($ thousands)

General Fund Balance $329,309
Total Fund Balances $329,309
Total Liabilities & Equity $751,530

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $13,935
DRG (Post-Oct 1) $47,204
Outlier Payments
DSH Adjustment
Eligible DSH % $0
Simulated MC Payments $1,180
Total IME Payments $5,876

Revenue & Income Statement ($ thousands)

Inpatient Revenue $302,116
Outpatient Revenue $154,556
Total Patient Revenue $456,672
Contractual Allowances & Discounts $72,810
Net Patient Revenue $383,862
Total Operating Expenses $439,718
Net Service Income $-55,855
Other Income $21,991
Total Income $-33,864
Other Expenses $-0
Net Income $-33,864

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue
Medicaid Charges
Net CHIP Revenue
CHIP Charges

EHR Information

EHR Epic
EHR Version EpicCare Inpatient (not Community Connect)
EHR is Changing No

ERP Information

ERP Infor
ERP Version Cloudsuite
EHR is Changing No