Servicios Medicos Universitarios Inc.

“The board of directors is composed of: the president of the university of puerto rico, the dean of the medicine school of the medical science campus of the university of puerto rico, a member of the board of trustees of the university of puerto rico, a secretary and three additional members, who are appointed by the president of the university of puerto rico and are ratified by the board of trustees of the university of puerto rico in disposition that one of the three members must be a health care administrator. All the members of the board of directors have the right to vote.”

“YES”

“The review process of the form 990 is under the responsibility of the board of directors finance committee of servicios medicos universitarios, inc. Such committee at the same time, delegates this task to the finance director, who performs the review of the 990 form and is authorized to provide the release for the final issuance of the form.”

“If it is determined that there could be a conflict of interest among the employees of the entity, this must be communicated to the personnel supervisor, who will consult with top management if deemed necessary. In cases where additional information is necessary, the management has to consult with the legal division.”

“The board of directors approves the compensations of the ceo and the cfo and such compensations are examined every two or three years, depending on the economic situation of the entity.”

“The board of directors approves the compensations of the ceo and the cfo and such compensations are examined every two or three years, depending on the economic situation of the entity.”

“The company is a component unit of the university and is discretely presented in the university's financial statements.”

“During 2022-2023, the organization self-sustain the economic and physical resources to continue providing medical services along with the following: 1.continuity in sustaining the economic and physical resources to provide the provision of medical-hospital services of the hospital of the university of puerto rico, dr. Federico trilla to the community it serves and the clinical and academic offering. 2.continuity to the 2021-2025 strategic plan considering the development of services to our community within excellence in clinical services by the medical faculty of the medical sciences campus of the university of puerto rico. 3.continuity in the development activities included in the short, medium and long-term departmental work plan together with the 2021-2025 strategic plan. 4.monitoring plans, projects, and programs to ensure that short, medium, and long-term goals and objectives are achieved. 5.weekly and monthly meetings with members of the executive cabinet, leadership to monitor the implementation of strategic plans and institutional projects. 6.continuous development of policies and procedures tailored to current challenges, in compliance with regulatory agendas related to c0vid-i9. 7.review of departmental manuals in compliance with regulatory agencies including the integration of the regulations of the secretary of health for the construction, operation, maintenance and licensing of hospitals in puerto rico (9184). 8.periodic meetings with the utilization department team to continue developing processes in which we can detect prospective cases to be denied and reduce the percentages of clinical and administrative denials. 9.reduction in denials by the nursing department, including those related to taking uncollected samples, through 12-hour shifts in clinical units, also achieving continuity in care and treatment of patients, decrease in the omission of medications and the justification for non-administration to 90% compliance. 10.acquisition and installation of cardiac monitors with the integrated capnograph in the specialty units. 11.monitoring of the quality metrics established by the different medical plans. 12.recovery of their critical condition by 82% in patients treated in the intensive unit. 13.continuity of the skin care program which has been highly successful in execution and the high degree of recovery of patients admitted with skin conditions, managing to reduce acquired ulcers directly related to prolonged stays. 14.adequate management of finances to meet operational and capital needs. 15.construction in process for that year of 7,222,900: a.remodeling and expansion of adult and pediatric emergency room b.remodeling of the intensive unit 16.the external audit (single audit) of the federal funds received for covid-19 stimuli was satisfactorily carried out, as required by federal and local regulatory agencies: a.coronavirus relief fund hhs stimulus: 1,018,771.87 17.expansion and improvements to the clinical services offered by the hospital, acquiring cutting-edge technology in the clinical management of our patients. 18.acquisition and investment of 2,515,656 in equipment to strengthen the hospital's clinical services. 19.representation of the hospital in professional meetings and seminars, such as: hospital association, college of health services administrators, ache, ases and department of health. 20.implementation of the prenatal care program named aurora as a strategy to reduce disparities in access to health in the population of female patients with vulnerable sociodemographic characteristics. During the first year of the program, 118 patients were impacted through 20 groups and 145 sessions. As an achievement of the program, 95% of the program's births were completed, achieving a prematurity rate of 5.8%. Only 1 in 18 births was premature. 21.development and participation in community outreach activities each quarter to increase accessibility to services and provide health care prevention information”

“Contracted services 6,181,894 2,981,377 0”

“OTHER CHANGES 0”