2024-08-14T10:47:38-05:00 2023-09-30 440160260 Forvis Mazars LLP 1201 Walnut Street Suite 1700 Kansas City MO 64106 990 2022-10-01 060646768 The Hospital of Central Connecticut HOSP 8606963530 100 Grand Street New Britain CT 06050 Mark Keise Authorized Signer 8606963555 2024-08-14 0 0 Mike Engle CPA P00482834 8162216300 2022 2024-08-08 14:25:15Z Gary Havican 100 Grand Street New Britain CT 06050 745542858 0 X www.thocc.org X 1893 CT The Hospital of Central Connecticut is dedicated to fostering, sustaining and improving the health status of the people in the communities we serve. 11 10 3241 287 120469 0 477502 704123 641317893 731963850 9417840 9655809 -926397 -1430137 650286838 740893645 11655 5025 0 0 259377265 289027146 0 0 439069 353466887 387731526 612855807 676763697 37431031 64129948 704869483 765243892 167366080 180125455 537503403 585118437 X The Hospital of Central Connecticut is dedicated to fostering, sustaining and improving the health status of the people in the communities we serve. 0 0 128666838 145048025 Hartford HealthCare Cancer Institute:Hartford HealthCare is Connecticut's most comprehensive healthcare network. Our fully integrated health system includes a tertiary-care teaching hospital, an acute-care community teaching hospital, an acute-care hospital and trauma center, two community hospitals. The Cancer Institute, headed by a visionary leadership team, offers the same high-quality care you'd get at an academic health system but delivered in convenient community settings. Advanced treatments and services are available in offices and centers across our system all offered by fellowship-trained experts in various types of cancer. These community efforts are enhanced by our membership in the Memorial Sloan Kettering (MSK) Cancer Alliance. This connection offers invaluable access to current research trials that can connect you with the latest medications and treatments for your cancer. Often, you can join research trials from the convenience of your local Cancer Institute site.This distinctive cancer care and clinical research partnership means the Hartford HealthCare Cancer Institute brings the most innovative, evidence-based cancer care from MSK directly into community settings across our state. Previously, patients had to travel to New York to get this level of care.Partnering with MSK has helped Hartford HealthCare expand its research portfolio to include more cancer types than ever before, and to add a Cancer Care Innovation Unit at Hartford Hospital. The unit enables Hartford HealthCare to provide Phase I clinical trials to patients, meaning they have access to the most promising drugs in the development pipeline.We've also drafted standards that guarantee you will receive the same high level of care no matter which location you visit or provider you see. Our community approach to cancer treatment has been recognized nationally. In 2017, the Cancer Institute became one of only a few U.S. systems to earn the American College of Surgeons' Commission on Cancer accreditation. Historically, such approval was only given to individual locations. The Hartford HealthCare Cancer Institute encompasses comprehensive cancer centers at seven hospitals across Connecticut Hartford Hospital, The Hospital of Central Connecticut, Backus Hospital, Midstate Medical Center, Windham Hospital, Charlotte Hungerford Hospital and St Vincent's Medical Center. Collectively, the cancer programs within the Cancer Institute treat about 6,000 new cancer patients per year while caring for tens of thousands of existing patients, offering a full range of innovative, evidence-based and personalized treatments designed to meet the needs of each individual patient. Our innovative Institute approach is unlike any other in the state and is among the most highly regarded in the nation. Through our Institute, which is organized around a specific disease and not necessarily location, we can apply best practices throughout our system so that patients receive the same high standards of care no matter where they live or which Hartford HealthCare cancer center they choose. For all of our patients, a dedicated team of oncologists, surgeons, radiologists, pathologists, nurses, clinical researchers, technicians and others collaborate to provide the exact course of care they need. The Institute's multidisciplinary disease management teams meet and collaborate regularly to lend expertise and insight on numerous cancer types, translating into exceptional coordinated care. The Institute's accomplished, fellowship-trained physicians are nationally recognized for their level of sophisticated care in areas such as radiation oncology, medical oncology and surgical oncology. Patients are also cared for in an environment that emphasizes compassion and personal connections, with a team of trained nurse navigators who provide guidance and support to patients and families, from diagnosis to recovery. The Institute also boasts a thriving survivorship program. In 2017, the Institute was accredited as a network by the American College of Surgeons Commission on Cancer, one of a select few institutes nationwide to be recognized as a system, rather than individual cancer centers. For patients coming through our doors with a cancer diagnosis, that means three things: standardized care, more options and more hope.More than four years after the Hartford HealthCare Cancer Institute became the charter member of the Memorial Sloan Kettering (MSK) Cancer Alliance, cancer patients now have unprecedented access to the world's most advanced clinical trials. And more than ever before, physicians, nurses, pharmacists and researchers are working collaboratively to implement cancer treatment standards and protocols developed at MSK, the premier cancer treatment center in the country. For FY23, the approximate number of cases treated were as follows:Hartford Hospital: 2,886Hospital of Central Connecticut: 1,331Backus Hospital: 959Midstate Medical Center: 405Windham Hospital: 70Charlotte Hungerford Hospital: 267St Vincent's Medical Center: 736The five most common types of cancer diagnosed by teams of specialists at the Hartford HealthCare Cancer Institute are cancers of the Breast, Lung, Prostate, Bladder & Colon. Each patient has a unique scenario requiring a personalized plan.Approximately 1,662 Breast Cancer cases were treated across the system as follows:Hartford Hospital: 622Hospital of Central Connecticut: 363Backus Hospital: 256Midstate Medical Center: 152Windham Hospital: 16Charlotte Hungerford Hospital: 72St Vincent's Medical Center: 181Approximately 732 Lung Cancer cases were treated across the system as follows:Hartford Hospital: 298Hospital of Central Connecticut: 165Backus Hospital: 141Midstate Medical Center: 42Windham Hospital: 9Charlotte Hungerford Hospital: 23St Vincent's Medical Center: 54Approximately 807 Prostate Cancer cases were treated across the system as follows:Hartford Hospital: 325Hospital of Central Connecticut: 140Backus Hospital: 122Midstate Medical Center: 46Windham Hospital: 1Charlotte Hungerford Hospital: 57St Vincent's Medical Center: 116 Approximately 408 Bladder Cancer cases were treated across the system as follows:Hartford Hospital: 154Hospital of Central Connecticut: 62Backus Hospital: 89Midstate Medical Center: 40 Windham Hospital: 3Charlotte Hungerford Hospital: 27St Vincent's Medical Center: 33Approximately 330 Colon Cancer cases were treated across the system as follows:Hartford Hospital: 130Hospital of Central Connecticut: 56Backus Hospital: 52Midstate Medical Center: 23Windham Hospital: 2Charlotte Hungerford Hospital: 20St Vincent's Medical Center: 47As always, Hartford HealthCare is creating a better future for healthcare in Connecticut and beyond. We are a community of caregivers engaged in developing a coordinated, consistent high standard of care. We use research and education as partners in care delivery. We create and engage in meaningful alliances to enhance access to services. We invest in technology and training to develop new pathways to improve the timeliness, efficiency and accuracy of our services. 43341788 52701759 Digestive Health (Gastroenterology):Doctors at The Hospital of Central Connecticut use advanced equipment and procedures to help diagnose and treat a variety of colorectal and anorectal conditions. Conditions treated includes Inflammatory Bowel Disease (IBD); Hemorrhoids; Colon Polyps; Bowel Cancer (Colon/Rectal) and Fecal Incontinence.The Hospital of Central Connecticut (HCC) offers a variety of procedures and technology to diagnose colorectal conditions. Clinics are located at both the Bradley Memorial Campus and the New Britain General Campus. The Bradley Memorial campus has a legacy of caring for the Southington community and is supported by a staff that has enthusiasm for their work and compassion for their patients. The New Britain General campus opened in 1899 and has grown into a dynamic, acute-care teaching facility. Our reputation as a leading healthcare provider enables us to attract outstanding talent and acquire leading technology to remain firmly committed to our mission to provide outstanding care to our community.For FY23, there were 2,963 cases, 2,664 patients and 23 surgeons on staff. 41253340 46382668 Heart & Vascular:The Hospital of Central Connecticut (HOCC) is able to manage complex heart and vascular cases in its hybrid procedure room, a state-of-the-art suite that allows vascular surgeons, electrophysiologists and invasive cardiologists to perform procedures guided by real-time images. The multidisciplinary team at HOCC treats patients who have a wide range of circulatory (vascular) issues and irregular heart rhythms in this advanced environment.HOCC is part of the Hartford HealthCare Heart & Vascular Institute, which provides the coordinated, evidence-based care that you need to get back on your feet again.The HOCC care team includes board-certified cardiologists, medical and surgical intensivists (doctors who specialize in intensive care), cardiac care nurses, respiratory therapists, cardiac rehabilitation specialists, nutritionists and other specially trained staff members. These units work closely with other departments, including echocardiography, nuclear cardiology and the cardiac catheterization lab. The community has access to an outpatient Heart Failure Program and Infusion Center for Heart Failure, certified by JCAHO, an independent, not-for-profit organization, that recognizes high quality performance standards with a special certification. As part of the cardiac rehabilitation program, a highly specialized peripheral vascular disease exercise program is offered. The Hospital of Central Connecticut offers the latest cardiac MRI technology, which allows physicians to see in great detail the structure and function of the heart, including scarring or inflammation in the heart noninvasively.Additionally, the hospital includes telemetry units staffed by board-certified cardiologists and specially trained nurses and technicians. Telemetry allows caregivers to simultaneously monitor the hearts of multiple patients at once. Blood-oxygen level, blood pressure and heart rates and rhythms are continuously measured and data relayed to computers. Information is continually monitored, allowing staff to react quickly to changes in a patient's condition. Heart & Vascular Services provided at The HOCC includes:Cardiac Catheterization LabCardiac RehabilitationCardiology TestsCritical Care Electrophysiology LabEmergency Care ServicesWomen's Heart Wellness CenterFor FY23, there were 279 cases, 217 patients and 7 surgeons on staff. 423749339 5025 487710929 The Hospital of Central Connecticut (HOCC) is a 414-bed, 32-bassinet, acute-care community teaching hospital with campuses in New Britain and Southington. The Hospital of Central Connecticut has a medical staff of more than 300 physicians. Through the University of Connecticut School of Medicine, the hospital participates in residency programs for primary care internal medicine, obstetrics and gynecology, otolaryngology, and general surgery.In addition to the programs referred to above, the hospital provides services/programs including but not limited to the following:Behavioral & Mental HealthDiabetes & EndocrinologyEmergency ServicesHeadache CenterImaging ServicesLab ServicesLung & PulmonaryMaternityMedical Weight LossMovement Disorders CenterNeuroscience InstituteOccupational HealthOrthopedicsOutpatient ServicesPain TreatmentPalliative CarePediatricsPhysical TherapyPrimary Care & Specialty CareSenior ServicesSleep DisordersSpine CareStrokeSurgical Weight LossUrology & KidneyWomen's HealthWound Care 423749339 5025 487710929 637011305 1 1 0 1 0 0 0 0 0 1 1 1 0 1 1 0 0 1 0 0 0 0 0 0 1 0 1 1 1 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 0 0 1 139 0 1 3241 1 1 1 0 0 0 0 1 1 0 0 0 0 0 0 X 11 10 0 0 0 0 1 1 1 1 1 0 1 1 1 1 1 1 1 1 1 1 1 1 CT X Carol Wardell 8606963563 9 Farm Springs Road Farmington CT 06032 George Springer Jr Esq Chair (Thru 6/23) 1.00 2.00 X X 0 0 0 Nadine Francis-West Chair 2.00 4.00 X X 0 0 0 Vincent Fortunato Director 1.00 2.00 X 0 0 0 Phillip Boiselle MD Director 1.00 2.00 X 0 0 0 John Rathgeber Director 1.00 2.00 X 0 0 0 Jason Howey Director (Thru 6/23) 1.00 2.00 X 0 0 0 Howard Boey MD Director 1.00 2.00 X 0 8500 0 David Hyman DDS Vice Chair 2.00 4.00 X X 0 0 0 Cynthia Ann Hall McCraven Director 1.00 2.00 X 0 0 0 Bruce Eldridge Director 1.00 2.00 X 0 0 0 Alex Toribio Director 1.00 2.00 X 0 0 0 Steven Prunk MD Director 60.00 0.00 X 427999 0 56905 Gary Havican President/Director 30.00 30.00 X X 0 680223 121519 Fred Sorbo III Interim VP, Finance (Thru 12/23) 30.00 30.00 X 0 243466 29590 Jeffrey Finkelstein MD VP, Medical Affairs 30.00 30.00 X 0 576572 60858 Janette Edwards VP, Operations 30.00 30.00 X 0 315826 59707 Karen Fasano VP, Patient Care 30.00 30.00 X 0 323971 23229 Rekhinder Singh MD Chief of Surgery 60.00 X 530262 0 56905 Haklai Lau Hospitalist 60.00 X 1140550 0 24793 Morakinyo Babatunde Araoye MD Hospitalist 60.00 X 724502 0 57581 Sharon Weintraub MD Medical Director, Trauma 60.00 X 584760 0 32388 Noubor Kevorkian MD Surgical Intensivist 60.00 X 512176 0 55905 Sean Curtin Former Officer 0.00 X 0 324259 57742 Elizabeth Ciotti Former Key Employee 0.00 X 0 293834 31497 3920249 2766651 668619 503 1 1 0 Origin Incorporated 1800 SW 1st Suite 510 Portland OR 97201 Staffing Services 23874376 University of Connecticut Health Center 263 Farmington Avenue Farmington CT 06030 Medical Services 7730825 Morrison Management Specialists Inc 400 Northridge Road Sandy Springs GA 30350 Food Services 3169652 Berstein-Magoon Gay LLC PO Box 61323 King of Prussia PA 19406 Laundry Services 2431361 New England Mechanical Service Inc 55 Gerber Road East South Windsor CT 06074 Maintenance Services 1983731 60 46722 69972 587429 704123 Net Patient Revenue 624100 730511742 730511742 Income from Investments In Subsid 900003 1452108 1331639 120469 731963850 5901066 5901066 2947279 4385309 -1438030 -1438030 -1438030 3964702 14948 0 224907 3964702 -209959 3754743 3754743 46890 46722 38997 7893 7893 740893645 731843381 120469 8225672 5025 5025 436499 436499 247540330 239949983 7341061 249286 11598463 11242819 343964 11680 10515019 10193188 311261 10570 18936835 18356174 561591 19070 60663 60663 62158 62158 292284 292284 54332643 54332643 7912 7912 4349991 2164494 2100355 85142 32720606 17341921 15378685 8123524 7698130 425394 104479 92312 10037 2130 721104 710175 10314 615 3088393 1929751 1158642 59067056 52569680 6497376 18500093 16656259 1843440 394 4573055 4573055 Medical Supplies 141320395 141320395 Hospital Provider Tax 31574496 31574496 Purchased Services 14215576 12113623 2098610 3343 Equip. Rental & Maint. 9852555 9629480 175509 47566 4764543 4113291 641979 9273 676763697 637011305 39313323 439069 1312024 2694870 60347144 64291392 8770536 9990016 1207772 1247857 494861912 366711231 135887936 128150681 9000000 275239061 288325663 222105010 261543413 704869483 765243892 36738805 42384733 2801871 2506570 127825404 135234152 167366080 180125455 X 479913562 560729032 57589841 24389405 537503403 585118437 704869483 765243892 X 64129948 3951006 -20465920 X 0 1 X 1 1 1 X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED 0 0 0 0 0 0 0 0 1 62158 62158 0 Part II-B, Line 1: The Hospital of Central Connecticut paid annual dues to Connecticut Hospital Association (CHA). CHA conducts lobbying activities on behalf of its members. CHA allocates a portion of their dues as lobbying expenses. The portion of dues allocated as lobbying expenses is calculated under current Medicare rules. CHA conducts lobbying activities under current Medicare rules. The total amount of dues allocated for lobbying expenses for FY23 was $62,158. 254150000 11646000 433000 265363000 264658000 -12527000 -2019000 254150000 207563000 57163000 68000 264658000 190549000 17210000 196000 207563000 184212000 6666000 329000 190549000 0.78000 0.03000 0.19000 0 1 1 782012 7491200 8273212 6262785 327338114 244136618 89464281 200978 3341118 2705326 836770 870372 146065072 119869287 27066157 2510261 2510261 128150681 Investment in Endowment LLC 264153663 F Funds Held in Trust By Others 17581855 F Investment in Davita New Britain 3111307 F Investment MRI 2424071 F Investment in HHC Surgery Center 1054767 F 288325663 Due from Affiliates 163124309 Other Non Current Assets 69600241 Long Term Malpractice Rec 19003649 SERP Asset 6291559 Short Term Malpratice 3513655 Security Deposits 10000 261543413 HHC - Inter Company Bonds 64260136 Lease Liability 18862819 Malpractice Liability 21259578 Hospital Provider Tax 7893624 Accrued Pension Liability 6291559 IBNR Liability 5671132 Other LT Debt 3705719 Due to Third Parties 4166681 Asset Retirement Obligation 1862116 Worker's Compensation 1257726 Security Deposits 3062 135234152 Part V, Line 4: The Hospital has adopted investment and spending policies for endowment assets that attempt to provide a predictable stream of funding to mission related programs such as those described in Part III, lines 4a-d while seeking to maintain purchasing power of the endowment assets. Endowment assets include those assets of donor-restricted funds that the Hospital must hold in perpetuity or for a donor-specific period(s). Under this policy, the endowment assets are invested in a manner that is intended to produce a real return, net of inflation and investment management costs, of at least 4% over the long term. Actual returns in any given year may vary from this amount. The Hospital's endowment consists of hundreds of individual funds established for a variety of purposes including but not limited to patient care, research and capital needs. Net assets associated with endowment funds are classified and reported based on the existence or absence of donor-imposed restrictions. 2023 Golf Tournament 83222 46722 36500 1850 5164 24993 5699 2023 Sweetheart Calendar 10390 10390 1291 93612 46722 46890 1850 5164 24993 6990 38997 7893 1 1 X 1 X 250.000000000000 1 X 1 1 1 0 0 6025145 6025145 0.00890 160868745 119883085 40985660 0.06060 166893890 119883085 47010805 0.06950 1551821 1551821 0.00230 13533104 3253807 10279297 0.01520 1789704 1789704 0.00260 71693 71693 0.00010 16946322 3253807 13692515 0.02020 183840212 123136892 60703320 0.08970 236936 236936 0.00040 236936 236936 0.00040 0 17146220 0 81885982 85514058 -3628076 X 1 1 2 1 The Hospital of Central Connecticut 100 Grand Street New Britain CT 06050 www.thocc.org 000052 X X X X New Britain General Hospital Campus and Bradley Memorial Hospital Campus A 2 Bradley Memorial 81 Meriden Avenue Southington CT 06489 www.thocc.org/locations/bradley-memori 000052 X X X Bradley Memorial Campus at the Hospital of Central Connecticut A Facility Reporting Group - A 0 0 1 X X X X X X X X X 22 1 1 0 1 X See Part V, Page 8 X X 1 22 1 See Part V,Page 8 0 1 X 250.000000000000 400.000000000000 X X X X 1 1 X X X X X 1 X See Part V, Page 8 X See Part V, Page 8 X See Part V, Page 8 X X X X X X X 1 X 0 X X X X 1 X 0 0 Part V, Section B Facility Reporting Group A Facility Reporting Group A consists of: - Facility 1: The Hospital of Central Connecticut, - Facility 2: Bradley Memorial Facility Reporting Group - A Part V, Section B, line 5: The Community Health Needs Assessment is a systematic, data-driven approach to determining the health status, behaviors and needs of residents in Hartford HealthCare's service areas. The information garnered from the assessment may be used by Hartford HealthCare to inform decisions and guide efforts to improve community health and wellness. Hartford HealthCare operates in five Community Benefit regions; Central Region (The Hospital of Central Connecticut & Midstate Medical Center), East Region (Backus Hospital, Natchaug Hospital & Windham Hospital), Hartford Region (Hartford Hospital), Northwest Region (Charlotte Hungerford Hospital) and Fairfield Region (St. Vincent's Medical Center). The regional approach includes partners within and across regions, hospital services areas, and community-based health equity champions. Recognizing the need to reduce and eliminate health disparities and to increase diversity at the leadership and governance levels of health care and other local organizations is a central and necessary first step in community health improvement. The second step to improving health equity is to collect and use data about race, ethnicity, and language preference to develop a shared understanding of the challenges in the community. Education about cultural sensitivity is also required. The HHC regional teams involved a team of health "Equity Champions" representing multiracial or other marginalized communities to help ensure the research is reflective of the community perspectives.The Hospital of Central Connecticut worked closely with health service area collaboratives including local public health departments to complete its CHNA. At a minimum, local public health worked with The Hospital of Central Connecticut to review hospital, state and local data and help define 2022 CHNA priorities. Additionally, to increase their understanding of community members' perspectives on identified health issues and ideas for addressing them, staff solicited input from individuals representing the broad interests of the community such as staff from social service and public health organizations and community residents. Staff collected feedback through a range of methods, including focus groups and interviews. Community input came from diverse groups in terms of age, race/ethnicity, cultural group, and other demographics. A special effort was made to reach historically underserved communities including, but not limited to: Hispanic population, as well as the growing Arabic community. Where possible, the hospital aligned their process with assessments being conducted by local public health and other community agencies. Data from multiple sources were gathered and assessed, including secondary data published by others and primary data obtained through community input. Input from the community was received through key stakeholder interviews. Interviewees represented the broad interests of the community and included individuals with special knowledge of or expertise in public health.Systemwide, 100 interviews and 30 focus group discussions were held. The staff interviewed 17 community stakeholders in the Central Connecticut region. Participants primarily included leadership representing local health departments, community health centers, United Way, and housing authorities. Each conversation lasted approximately 20 minutes and took place over the course of three weeks in March and April of 2022. Conversations with community stakeholders helped us identify weaknesses of programs and resources in the community. The Central Region maintains robust relationships with community-based organizations, as well as the business community, government, faith communities, key groups and individuals, as well as collaborative networks and is always seeking ways to build additional relationships. The Central Region hospitals are committed to addressing these disparities and inequities through its Community Health Improvement Plan (CHIP). Community Partnerships;- Health Ministry Partnership with faith communities- Community Provider Networks in Meriden, Wallingford, Southington, Cheshire, Bristol, New Britain/Berlin, Plainville- Chambers of Commerce: Meriden, New Britain, Central CT, Quinnipiac/Greater New Haven, Waterbury, Southington, Middletown, Cheshire, Prospect- United Ways: Meriden/Wallingford, Southington, UW of Central and NE CT, UW of Western CT- Community Health Centers: Meriden and New Britain- Neighborhood associations/revitalization zones (Meriden and New Britain)- Community Actions programs: HRA in New Britain/Bristol; New Opportunities of Greater Meriden- Health Departments and Health Districts: Meriden, Southington/Plainville, Bristol, New Britain, Cheshire,Wallingford, Berlin/Newington- YMCAs: Meriden/Berlin/New Britain; Southington/Cheshire; Wallingford; Plainville- Other community-based organizations: New Britain YWCA, libraries, senior centers Facility Reporting Group - A Part V, Section B, line 6a: For this community health assessment, The Hospital of Central Connecticut collaborated with the following Hartford Healthcare hospitals: Backus Hospital, Hartford Hospital, Charlotte Hungerford Hospital, Midstate Medical Center, Natchaug Hospital, and Windham Hospital. These facilities collaborated by gathering and assessing secondary data together, scheduling and conducting interviews together, and by relying on shared methodologies, report formats, and staff to manage the CHNA process. Midstate Medical Center and The Hospital of Central CT are in the Central Region of Hartford HealthCare, and therefore have the same Executive Leadership. This has provided continuity of focus on the community. Additionally, community relations/building collaborations have been regional as well.Part V, Section 8, Line 7a:https://hartfordhealthcare.org/file%20library/chna/chna-hospital-of-central-connecticut-2022.pdfPart V, Section 8, Line 10a:https://hartfordhealthcare.org/file%20library/chna/chip-2022-central.pdf Facility Reporting Group - A Part V, Section B, line 7d: The needs assessment was published in September 2022 and is available on the hospital's website. In addition, electronic copies are available upon request. Facility Reporting Group - A Part V, Section B, line 11: The 2022 Community Health Needs Assessment ("CHNA") for Hospital of Central Connecticut, part of Hartford HealthCare's (HHC) Central Region, leveraged numerous sources of local, regional, state and national data along with input from community-based organizations and individuals to provide insight into the current health status, health-related behaviors and community health needs for the Hospital service area. In addition to assessing traditional health status indicators, the 2022 CHNA took a close look at social determinants of health (SDoH) such as poverty, housing, transportation, education, fresh food availability, and neighborhood safety and contains an "Equity Profile." As community health leaders, Central Region hospitals consider this Community Health Improvement Plan (CHIP) our call to action over the next three years to do our part to assure those we serve live long and healthy lives. Community partnerships will be a key ingredient to achieve success. These inter-sectoral relationships will assure effective and productive initiatives. The Central Region maintains robust relationships with community-based organizations, as well as the business community, government, faith communities, key groups and individuals, as well as collaborative networks and is always seeking ways to build additional relationships. The intent of our CHIP is to be responsive to community needs and expectations and create a plan that can be effectively executed to leverage the best of the system resources, regional hospital and network resources, and community partners. A CHIP is a dynamic rather than a static plan and should be modified and adjusted as external environmental factors change, including market conditions, availability of community resources, and engagement from community partners.The 2022 assessment identified the following as priority needs for 2022-25 across all Hospital of Central Connecticut geography:- Enhance community behavioral health services- Promote Healthy Lifestyles and Behaviors/Address Chronic Disease- Improve Health Equity/Social Determinants of Health/Access to and Coordination of Care and ServicesPrioritized communities:- disadvantaged communities, people of color, and others who have historically lacked adequate access to services, Black Indigenous People of Color (Bipoc), Spanish and Arabic Communities.Objective/goal progress: Enhance Community Behavioral Health Services*Community Care Team - Increased participation with community-based organizations under central region's leadership to identify needs of those who have frequent visits to the emergency department and to link them to additional services. This focuses on increasing the consistent participation of community-based organizations. *Recovery Coaches- Increased referrals of visitors received in our Emergency Department.*988 Suicide hotline- Promoted in conjunction with the health departments and other community-based organizations (pamphlets, magnets, social media blasts).*Outpatient Services- Expanded collaboration with New Britain Police Department/ New Britain Recovers for outpatient services.Promote Healthy Lifestyles and Behaviors/Address Chronic Disease*Screenings- Increased the number of screening mammograms, breast ultrasounds and the number of patients screened for hereditary cancer risk through radiology.*Parade of Pink to support breast cancer- Sponsored Connecticut Breast Health Initiative's (CTBHI) Race in the Park in New Britain. Money raised to support breast cancer education and research. CTBHI is a long-time provider of grants to HOCC that help our breast cancer patients. *Community Health Education- Increased the number of physician education presentations as well as community participation rates. - Tackling safety on the field- HOCC and Hunter's Ambulance donated a new automated external defibrillator (AED) to a Berlin Youth Football team. - Gained Level III Trauma status in our Emergency Department- Providing injury prevention education, this initiative engages at-risk populations with injury prevention outreach and education. We partner with area organizations to: *Provide community-based curriculum for geriatric fall prevention.*Increase awareness on dangers of driving while intoxicated, Not One More campaign initiative."*Stop the Bleed training for community hemorrhage control education *Getting guns off the streets- In June, we worked with the New Britain Police Department to hold a gun buyback aimed at reducing gun violence and promoting gun safety. More than 30 guns were collected.*CPR training HHC EMS and Hunter's Ambulance provided demonstrations at HOCC and Midstate for visitors, patients and colleagues on how CPR can be in a life or death situation. *Neighborhood Health- to address health education, screenings, referrals.Improve Health Equity/Social Determinants of Health/Access to and Coordination of Care and Services* Faith communities- Collaborated to address health initiatives and social determinants of health.* Connections That Matter- Shared resource through community health education newsletter and community engagement opportunities.* Racial justice initiatives addressing systemic racism with focus on social determinants of health.* Family Enrichment programs- HOCC Family Enrichment Center, Outreach Services of the Department of Social Work programing includes in home parenting education, fatherhood support and groups to decrease the incidences of child abuse and neglect and to promote healthy birthing outcomes. * Outreach/Home visitation- New Britain YWCA and HOCC Family Enrichment Center provided outreach/home visitation program for Arabic-speaking families referring for identified needs in home parent education visits.* Pregnant and Parenting Teens (SPPT)- program to provide support and develops teen parents parenting skills, advocacy skills, and academic obtainment. The services include, in-home parenting education, group work, case management and educational advocacy.* "Specialized Supports for Teens"- Provided efforts to prevent teen pregnancy and intervene with supports for healthy birth outcomes. Patients receiving support are receiving medical care through HOCC clinic and have been engaged with our DPH funded social worker. Teens are engaged in groups and in short term counseling for the purpose of referral. * Project Search- Partner with CCARC to kick off Project Search on Sept. 11. Seven interns, with various developmental disabilities learn hands on job skills. The program prepares interns through a 32-week program allowing them to later be hired into year-round employment. At HOCC, we will be onboarding interns into our Public Safety, Volunteer Services, Human Resources, Neurosciences, Food and Nutrition, Environmental Services and Occupational Health.* Ready CT- Partnered with New Britain High School to offer funded health care internships for students enrolled in healthcare and business academies. HOCC participated in more than 10,000 hours of internships from Jan. to Aug. 2023, with interns in nursing, pharmacy, lab, radiology, operations, finance, IT and marketing. * Respite beds- Behavioral Health in partnership with the Friendship Center, a homeless shelter and housing resource center in New Britain, to contract for respite beds for behavioral health patients that are hospitalized and deemed homeless. This relationship will allow for our patients to receive the mental health and substance use treatment they need, while remaining safe and continuing their recovery journey in the community with a roof over their head.Behavioral Health Department provides:* Cedar Closet - Resource to patients who need clothing including jackets, shoes, winter accessories or small household items.* Cedar Pantry - Resource to patients who experience food insecurity while in our service.* The Victims' of Crime Act Grant - Supports patients who qualify for covered services due to acts of crime that occurring within their lives including abuse as a child, sexual abuse or domestic violence. This grant supports 125 patients in receiving individual or group therapy and medication management at our New Britain location and covers the costs of the services provided as well as offering other supports outside of therapy through their Office of Victims Services that patients can utilize. * Community Engagement- Addressing community problems and issues requires a collaborative approach. We continue to focus on partnerships with community-based organizations (CBOs) within our Central Region towns. By working together, we can make a positive impact on our region. Initiatives include:- Leadership involvement in community organizations boards and committees. - Providing Sponsorships/Donations that align with our Community Health Improvement Plan (CHIP) initiatives.All needs identified in the CHNA are currently being addressed. Facility Reporting Group - A Part V, Section B, line 13h: Family eligibility criteria for Financial Assistance also include family size, employment status, financial obligations, and amount and frequency of the health care expenses. Facility Reporting Group - A Part V, Section B, line 15e: In addition, patients may ask a nurse, physician, chaplain, or staff member from Patient Registration, Patient Financial Services, Case Coordination, or Social Services about initiating the Financial Assistance Application process.Part V, Section B, Line 16a: FAP Website:https://thocc.org/patients-visitors/patients/billing-insurance/financial-assistancePart V, Section B, Line 16b: FAP Application Website:https://thocc.org/patients-visitors/patients/billing-insurance/financial-assistancePart V, Section B, Line 16c: FAP Plain Language Summary:https://thocc.org/patients-visitors/patients/billing-insurance/financial-assistance Facility Reporting Group - A Part V, Section B, line 16j: Patients are informed directly by staff of the availability of the Financial Assistance Policy. 16 1 - The HOCC Rehab Center - Bristol 22 Pine Street Bristol CT 06010 Rehabilitation Services 2 - The HOCC Bariatric Center 11 South Road Farmington CT 06032 Bariatric Services 3 - The HOCC Infusion Center - Meriden 435 Lewis Avenue Meriden CT 06450 Infusion Services 4 - The HOCC Cancer Institute 183 North Mountain Road New Britain CT 06051 Cancer Services 5 - The HOCC Family Enrichment Center 32 Hawkins Street New Britain CT 06051 Family Community Support Services 6 - The HOCC Wound Care Center 5 Highland Street New Britain CT 06051 Wound Care Services 7 - The HOCC Medical Center 50-52 Griswold Street New Britain CT 06051 Medical Services 8 - The HOCC Cancer Center - Plainville 201 North Mountain Road Plainville CT 06062 Cancer Services 9 - The HOCC Rehab Center - Southington 462 Queen Street Southington CT 06489 Rehabilitation Services 10 - The HOCC Behavioral Health Center 98 Main Street Southington CT 06489 Behavioral Health Services 11 - The HOCC Infusion Center - Torrington 540 Litchfield Street Torrington CT 06790 Infusion Services 12 - The HOCC Sleep Disorder Center 1131 West Street Southington CT 06489 Sleep Dirsorder Services 13 - The HOCC Sports Medicine Center 440 New Britain Avenue Plainville CT 06062 Sports Medicine Services 14 - The HOCC Rehab Center - Newington 40 Fenn Road Newington CT 06111 Rehabilitation Services 15 - Central Connecticut Endoscopy Center LLC 440 New Britain Avenue Plainville CT 06062 Endoscopy Services 16 - Rocky Hill Surgery Center LLC 100 Avon Meadow Lane Avon CT 06001 Surgery Services Part I, Line 3c: The Hospital of Central Connecticut uses Federal Poverty Guidelines to determine eligibility. In addition, the hospital takes into consideration, medical indigency, insurance status, underinsurance status and other family eligibility criteria such as family size, employment and financial obligations.Part I, Line 6a:Although the Organization does not prepare a formal Community Benefits Report, quarterly reports are submitted to Connecticut Hospital Association and Form 990 is submitted to the Connecticut Office of Health Strategy (OHS) annually. Part I, Line 7: The Organization utilized an overall cost to charge ratio, (RCC), developed from the Medicare Cost Report. Total expense was adjusted for: medicaid provider taxes, directly identified community benefit expense and community building expenses. This cost to charge ratio was used to calculate costs for Part I lines 7a, b, & g. The costs associated with the activities reported on Part I, Line 7e were captured using actual time multiplied by an average salary rate. The costs associated with Line 7h, were the actual costs reported in the organization's general ledger less any industry funded studies. These costs were removed from the calculations above to avoid duplication. Costs reported in Part III, Section B6, were calculated from the Medicare cost report and reduced for Medicare costs previously reported on Part I Lines 7f and g. Part I, Line 7g: No physician clinic costs were included in the Subsidized Health Services cost calculations. Part II, Community Building Activities: The Hospital of Central Connecticut coordinates with various organizations to perform community building activities that addresses issues related to Social Determinants of Health, and as such, the hospital interacts with the community to address these needs and facilitates appropriate responses.The total expenditure for FY23 is $236,620. Part III, Line 3: A pre bad debt financial assistance screening is in place to identify patients that may be eligible for financial assistance. Pre bad debt accounts that are identified as meeting the requirements are adjusted prior to being sent to bad debt. Therefore, any bad debt expense that could have been attributable to charity care at the end of FY 2023 would be immaterial. Part III, Line 4: Please see the text of the footnote that describes bad debt expense beginning on page 25 of the Audited Financial Statement. This note also relates to Part III, Line 2. Part III, Line 8: Cost Reports were used to report Medicare allowable costs. Medicare defines allowable costs as those appropriate and helpful in developing and maintaining the operation of patient care facilities and activities. It specifically excludes certain costs that are not directly related to patient care. The hospital incurs additional expense related to the provision of care to Medicare patients that Medicare has deemed non-allowable. This additional expense includes costs of physician services (emergency on-call fees, Hospitalist Programs, recruitment, etc.), advertising costs, cafeteria costs for meals sold to visitors, etc. The Hospital attempts to collect coinsurance and deductibles from Medicare beneficiaries. To the extent collection efforts are unsuccessful, Medicare reimburses the hospital at 65% of unpaid amounts. The table reconciles the shortfall or surplus from Line 7 to the actual surplus or shortfall. The additional costs were allocated to Medicare based upon Medicare's percentage of total allowable costs. The unpaid coinsurance/deductibles were estimated using historical collection results. Any shortfall amounts have not been treated as Community Benefits. Part III, Line 9b: The Hospital of Central Connecticut has adopted the Financial Assistance Policy of its Parents Company, Hartford HealthCare Corporation. The following is included in the Financial Assistance Policy: Patients who are deemed ineligible for financial assistance or who receive a partial discount and do not pay their bills may be subject to the following Extraordinary Collection Action (ECAs):*Wage Garnishments*Liens on primary and secondary residences, bank or investment accounts, or other assets*Legal actions and reporting the matter to one or more credit rating agencies*Other ECAs not listed aboveIf an individual has not submitted an application within the first 120 days from the date on which Hartford HealthCare first issues its first, post-discharge billing statement, then Hartford HealthCare may begin engaging in the ECAs described above.ECAs may begin after the first 120 days from the date on which Hartford HealthCare issues its first, post-discharge billing statement. If the patient applies for assistance within 240 days from the first notification of the self-pay balance, and is granted assistance, Hartford HealthCare will take all reasonable available measures to remove any collection actions such as negative reporting to a credit bureau or liens that have been filed.Before Hartford HealthCare initiates any collection actions, it will issue a written notice to the last known address of record for the patient (or his/her family) that describes the specific collection activities it intends to initiate (or resume), provides a deadline after which such action(s) will be initiated (or resumed), and includes a plain language summary of this Policy. ECAs can begin no sooner than 30 days from the date written notice is transmitted. Patients who are ineligible for financial assistance, or qualify for partial financial assistance and who are cooperating in good faith to resolve the outstanding accounts, may be offered extended payment plans. No further collection action will be taken as long as the patient continues to meet the terms of the payment plan. Part VI, Line 2: The Hartford HealthCare Community Health Needs Assessment (CHNA) serves as a component in the overall efforts to improve community health and health equity in each of the seven-hospital service areas. It is a process that provides a means of identifying and collecting community data while engaging community members in both the data collection and the prioritization of collaborative efforts for improving the well-being of the area. The ultimate purpose of the HHC CHNA is to improve community health and to do so in an effective and efficient way. The supporting objectives are to do the following: 1. Enhance Community Engagement and Better Incorporate the Consumer's Voice - CHNA/CHIP process leads to continuous and trusting feedback loops with diverse populations and enhances our methods for on-going engagement with the communities we serve. 2. Grow and Sustain our Community-based Partnerships - CHNA/CHIP process leads to more formalized partnerships with regional and community organizations and collaborations, and more meaningful relationships with key community opinion leaders. 3. Align Community Health with our Equity Value and Across the Regions - CHNA/CHIP process leads to a greater sense of team and purpose within HHC, assures each region is equitably resourced, and that collectively we know and understand more about identifying community health needs and improving health outcomes. 4. Bring Greater Clarity and Social Impact to our Community Health Work - CHNA/CHIP process leads to more effective, justified, measurable, and reportable interventions across our collective CHIPs and inspires and informs our social investment, sponsorship, and donation activities.Approach:The major pieces of the assessment helped to assemble a large list of needs. Major assessment activities are listed below. Note that the survey and qualitative research numbers refer to HHC system CHNA activities not solely this hospital. * Data analysis; an extensive set of Hospital Service Area (HSA) data tables reflecting demographics, Social Influencers of Health, lifestyle characteristics, disease incidence (morbidity and mortality) and others * Qualitative research; an in-depth series of 100 stakeholder interviews and 30 focus group discussions * Survey research; a bilingual community survey with approximately 600 responses Interestingly, ALL of the needs are important, yet to achieve the ultimate goal of the CHNA, HHC leaders deployed a needs prioritization process to identify a granular list of 12 needs. The prioritization process and other assessment activities are described in the body of this CHNA.Categories of needs:In order to truly affect change and address high-priority needs, needs were identified and categorized into the following groups: * Ones with the greatest opportunity for immediate impact (i.e., the "low hanging fruit" issues for which HHC can take a leadership role and rapidly deploy activities and resources) * Issues supported by the data that have the greatest impact on health outcomes * Needs identified by community as urgent or high-priority concerns * Issues that present the greatest opportunity for collaboration and policy changeThe CHNA is formulated in a way to ultimately impact individuals and families in the service area. To accomplish this, HHC leaders will take CHNA results and deploy a systematic approach to developing the Community Health Improvement Plan (CHIP) - an activity critical to achieving this ultimate goal. Some of the initial, well-defined steps to develop and deploy the CHIP include the following: STEP 1 - Culling the Findings Brainstorming with your local collaboratives by answering the following questions: CHNA Immediate Impact findings where is the low hanging fruit? CHNA Greatest Impact findings -- what will most influence health outcomes? CHNA Most Desired Change findings - what change does the community most want? CHNA Forging Opportunities findings - where are the greatest opportunities for partnership? STEP 2 - Organizing the focus areas and assembling your rationale for action STEP 3 - Selecting your Strategies and Interventions STEP 4 - Executing and EvaluationAssessment Approach & Methodology:Hartford HealthCare (HHC) worked with its assessment partners Crescendo Consulting Group and DataHaven to formalize and deploy a highly inclusive assessment framework. The framework was structured to be welcoming to priority communities and others, steeped in best practices, and designed to triangulate insights. At the conclusion of the process, the local stakeholders developed a succinct, prioritized list of community needs. To do this, the methodology included a mixed modality approach "quantitative, qualitative, and technology-based techniques" to learn about the human stories and voices while weaving them with the best available data. Crescendo engaged community partners, used data analytics, and invited others to join the discovery process to help describe a positive cycle of change. The assessment activities meet the following goals: * Identify community resources, strengths, and barriers. * Develop a deeper understanding of community health equity and inequalities. * Enable the community to coalesce around, and act upon, the opportunities for population health improvement.The assessment involved substantial qualitative data gathering to highlight local knowledge and expertise, and support outreach efforts for community engagement. The primary qualitative mixed-mode approach engaged policy leaders, key stakeholders, non-profit organizations, health care consumers, the criminal justice system, diversity representatives, people experiencing homelessness, and others throughout the hospital service area. * Health Equity Champions Outreach * Stakeholder One-to-One Interviews * Focus Group Discussions Systemwide, 100 interviews and 30 focus group discussions were held. Conversations with community stakeholders helped us identify weaknesses of programs and resources in the community. Part VI, Line 3: The Hospital of Central Connecticut provides information about its Financial Assistance Policy as follows: (1) Provides signage, brochures and/or a written plain language summary describing the policy along with financial assistance contact information in the emergency department, labor and delivery areas, discharge paperwork, other patient registration/admission areas, as well as in billing and collection communication.(2) Makes paper copies of the policy, financial assistance application, and plain language summary of the policy available upon request and without charge, by mail.(3) Posts the policy, plain language summary and financial assistance application on the website with clear linkage to such documents on the Hartford HealthCare and each affiliated hospital's home page.(4) Educates all admission and registration personnel, financial counselors, billing and collection specialists and social workers regarding the policy so that they can serve as an informational resource to patients.(5) Includes the tag line 'Please ask about our Financial Assistance Policy" in applicable Hartford HealthCare written publications. Part VI, Line 4: The Hospital of Central Connecticut (HOCC) is a 414-bed, 32-bassinet acute care teaching hospital with two campuses, New Britain General and Bradley Memorial in Southington. HOCC services include emergency, inpatient, surgery, laboratory, outpatient, radiology, wound care, and a cancer center. Among specialty areas are cardiovascular care, metabolic health, obstetrics, oncology, orthopedics, and psychiatry/behavioral health. Some of the programs include the Hand Center, Spine Center, and Limb Preservation Program. For more information, please visit www.thocc.org.The Hospital of Central Connecticut is a member of Hartford HealthCare. Hartford HealthCare operates seven acute-care hospitals, air-ambulance services, behavioral health and rehabilitation services, a physician group and clinical integration organization, skilled-nursing and home health services, and a comprehensive range of services for seniors, including senior-living facilities. For more information, please visit https://hartfordhealthcare.org/The Hospital of Central Connecticut Service Area (HSA) is a region of 262,847 residents, 33% of whom are people of color. The regions population has increased by 0.49% since 2010. The composite snapshot indicates: * Of the regions 104,268 households, 66% are homeowner households.* Approximately 33% of the Hospital of Central Connecticut HSAs households are cost burdened, meaning they spend at least 30% of their total income on housing costs. * Among the regions adults ages 25 and up, 30% have earned a bachelors degree or higher. * The Hospital of Central Connecticut HSA is home to 105,812 jobs, with the largest share in the Health Care and Social Assistance sector. * The median household income in the Hospital of Central Connecticut HSA is $76,401. The Hospital of Central Connecticut HSAs average life expectancy is 79.1 years. * Approximately 55% of adults in the Hospital of Central Connecticut HSA say they are in excellent or very good health. * In 2022, 125 people in the Hospital of Central Connecticut HSA died of drug overdoses.* Approximately 81% of adults in the Hospital of Central Connecticut HSA are satisfied with their area, and 50% say their local government is responsive to residents' needs.* In the 2020 presidential election, 80% of registered voters in the Hospital of Central Connecticut HSA voted.* Approximately 62% of adults in the Hospital of Central Connecticut HSA report having stores, banks, and other locations in walking distance of their home, and 70% say there are safe sidewalks and crosswalks in their neighborhood. Part VI, Line 5: A Regional Board governs The Hospital of Central Connecticut, Midstate Medical Center and Rushford Center Inc. The Board is responsible for maintaining outstanding quality services and credentials its medical staff. The majority of Hospital's governing board is comprised of persons who either reside or work in its primary service area, and they are neither employees nor contractors of the Hospital.The Hospital of Central Connecticut (HOCC) is responsive to the community by having a completely open medical staff and a board of trustees with diverse membership that reflects the community at large. The hospital is a Disproportionate Share Hospital with one of the highest rates of Medicaid patients in the state. We provide space for the Medicare Choices program to help community members select the Medicare programs that are best for them. We have a full graduate medical education program for physician training with UCONN, and also provide training for nursing and allied health students, HOCC is a major sponsor of the New Britain Health Academy, a program that exposes local high school students to careers in the healthcare field. Presented in partnership with other community organizations, the Academy offers students an opportunity to learn about the types of jobs available, and facilitates contact with healthcare professionals who can guide program participants. The Hospital of Central Connecticut also participates in the Medical Legal Partnership Program. This program recognizes that there are many issues that may affect children and families seeking health care that are not specifically healthcare problems. These include landlord tenant and housing issues. The program helps healthcare providers' direct families to resources that can assist with these issues. Among our outreach services is our Mothers Offering Mothers Support (M.O.M.S.) program, a weekly support program for mothers 21 years old and under. Program leaders are women who were also young mothers and now are helping others. And, The Hospital of Central Connecticut has a program in which indigent patients who are being discharged from the hospital who do not have prescription drug coverage receive dosages of their prescribed medications to help them recover and comply with treatment guidelines and to reduce readmission rates. Part VI, Line 6: Hartford Healthcare Corporation (HHC) is organized as a support organization to govern, manage and provide support services to its affiliates. HHC, through its affiliates including The Hospital of Central Connecticut, strives to improve health using the "Triple Aim" model: improving quality and experience of care; improving health of the population (population health) and reducing costs. HHC and its affiliates including all supported organizations, develop and implement programs to improve the future of health care in our Southern New England region. This includes initiatives to improve the quality and accessibility of health care; create efficiency on both our internal operations and the utilization of health care; and provide patients with the most technically advanced and compassionate coordinated care. In addition, HHC continues to take important steps toward achieving its vision of being "nationally respected for excellence in patient care and most trusted for personalized, coordinated care". The affiliation with HHC creates a strong, integrated health care delivery system with a full continuum of care across a broader geographic area. This allows small communities easy and expedient access to the more extensive and specialized services the larger hospitals are able to offer. This includes continuing education of health care professionals at all the affiliated institutions through the Center of Education, Simulation and Innovation located at Hartford Hospital.The affiliation further enhances the affiliates' abilities to support their missions, identity, and respective community roles. This is achieved through integrated planning and communication to meet the changing needs of the region. This includes responsible decision making and appropriate sharing of services, resources and technologies, as well as cost containment strategies. Part VI, Line 7, Reports Filed With States CT 1 Main Street Community Foundation Inc 120 Halcycon Drive Bristol CT 06011 061433299 501 (c) (3) 5025 0 To support the Foundations mission to address a broad range of community goals and to better the communities that it supports. 1 0 Part I, Line 2: Upon issuing the grant, the hospital attaches a letter that restricts the use of the funds for a specific purpose. All of the grants are made to public charities to assist in funding their exempt programs. Therefore, extensive monitoring of the use of these funds by these entities is not warranted. 0 1 0 0 0 0 0 1 0 Haklai Lau Hospitalist 1138958 0 1425 0 167 0 21350 0 3443 0 1165343 0 0 0 Gary Havican President/Director 0 463732 0 212702 0 3789 0 84416 0 37103 0 801742 0 0 Morakinyo Babatunde Araoye MD Hospitalist 723668 0 600 0 234 0 21350 0 36231 0 782083 0 0 0 Jeffrey Finkelstein MD VP, Medical Affairs 0 437722 0 134562 0 4288 0 21350 0 39508 0 637430 0 0 Sharon Weintraub MD Medical Director, Trauma 578128 0 5600 0 1032 0 21350 0 11038 0 617148 0 0 0 Rekhinder Singh MD Chief of Surgery 484871 0 44359 0 1032 0 21350 0 35555 0 587167 0 0 0 Noubor Kevorkian MD Surgical Intensivist 491336 0 20600 0 240 0 21350 0 34555 0 568081 0 0 0 Steven Prunk MD Director 385505 0 41462 0 1032 0 21350 0 35555 0 484904 0 0 0 Sean Curtin Former Officer 0 247257 0 76525 0 477 0 21350 0 36392 0 382001 0 0 Janette Edwards VP, Operations 0 237959 0 77373 0 494 0 21350 0 38357 0 375533 0 0 Karen Fasano VP, Patient Care 0 248341 0 74398 0 1232 0 21061 0 2168 0 347200 0 0 Elizabeth Ciotti Former Key Employee 0 222153 0 68521 0 3160 0 19080 0 12417 0 325331 0 0 Fred Sorbo III Interim VP, Finance (Thru 12/23) 0 172535 0 66659 0 4272 0 15406 0 14184 0 273056 0 0 Part I, Line 3 The Independent Executive Compensation Committee (Committee) of the Board of Directors of Hartford HealthCare on behalf of The Hospital of Central Connecticut hires an outside consultant, Human Resources and Compensation Consulting Practice of Gallagher, to determine best practices in governing executive compensation. Please refer to compensation narrative reported on Schedule O. Part I, Line 4b Hartford Healthcare Corporation, a related organization, maintains a 457(f) Supplemental Executive Retirement Plan (SERP). Participants include certain officers and key employees at the President & CEO, Executive Vice President, and Senior Vice President levels that are reported by The Hospital of Central Connecticut on its Form 990, Part VII. Contributions are made by Hartford HealthCare Corporation to the plan based on a percentage of the participant's compensation. Participants vest in the plan at the earlier of reaching age 55 and having 5 years of service, death, disability, involuntary separation without reasonable cause, upon reaching age 65 or the occurrence of a change in control. Each participant ceases to be eligible for further contributions by Hartford Healthcare Corporation on the date of the participant's separation from service. Participants receive a one-time lump sum payment of the accumulated amount during the 30-day period following the participant's separation from service. 2022 SERP Accrual was made on behalf of the following individual: Gary Havican $63,066 Part I, Line 7 Hartford HealthCare Corporation, a related organization, has a Compensation At Risk Plan that encourages and rewards achievements of significant functional goals. These goals contribute to the organization's strategic and financial direction. The plan utilizes market practice alignment to ensure competitive recruitment and retention. Awards are based on President & CEO and/or Hartford HealthCare Corporation's Compensation Committee discretionary assessment of overall organization performance and individual contribution to results. Form 990, Part VI, Section A, line 6 The Hospital of Central Connecticut is organized as a non-stock not-for-profit entity. Hartford HealthCare Corporation is the sole member. Form 990, Part VI, Section A, line 7a The sole member of the organization has the authority to approve/remove members of the governing body. Form 990, Part VI, Section A, line 7b The sole member of the organization has the right to review, approve, disapprove and deny significant transactions such as mergers, acquisitions, dissolutions etc. Form 990, Part VI, Section B, line 11b The Form 990 was prepared by Hartford HealthCare's Tax Department. It was then reviewed by an independent accounting firm and forwarded to Management for review. The final Form was provided to the entire Board prior to submission to the Internal Revenue Services (IRS). Once the entire review process was completed, the Form was signed by the VP of Finance and then filed with the IRS. Form 990, Part VI, Section B, line 12c The hospital's board has adopted the policy of the member, Hartford HealthCare Corporation (HHC). HHC's Conflict of Interest Policy (Policy) requires all covered individuals, including board members and officers, to provide a disclosure of relationships that create or have the appearance of creating a conflict of interest or commitment. The Policy requires updates if changes in circumstances arise during the year that either (a) create a new potential conflict of interest or commitment or (b) change or eliminate a conflict of interest or commitment previously disclosed. Conflict of interest disclosure statements are maintained by the HHC Office of Compliance and Integrity (OCI). Employee and physician disclosures are reviewed by OCI in collaboration with the Covered Individuals' supervisor, when deemed appropriate, to determine if there is a potential conflict. Conflict mitigation plans are developed by OCI. Other individuals who may review potential conflicts of interest and approve conflict management plans include: the SVP/EVP of the department/area in which the individual works, the Institute Physician-In-Chief, the Medical Group Physician-In-Chief, the Regional Vice President of Medical Affairs, and/or the HHC Legal Department. Board member disclosures are reported to the HHC Nominating and Governance Committee for determinations of conflicts and the management of them, where applicable. Form 990, Part VI, Section B, line 15 The Independent Executive Compensation Committee (Committee) of the Board of Directors of Hartford HealthCare on behalf of The Hospital of Central Connecticut hires an outside consultant, Human Resources and Compensation Consulting Practice of Gallagher, to determine best practices in governing executive compensation. The following steps were taken: - The use of an Independent Executive Compensation Committee (Committee) of the Board of Directors of Hartford HealthCare, on behalf of The Hospital of Central Connecticut, established and regularly reviews Executive Compensation Philosophy; - The Committee regularly reviews scope and depth of positions taking into account complexity and the financial impact and accountability of all "disqualified persons; - National peer groups are selected for comparative purposes based on organizational size, operating revenue, geography and other relevant factors; - Analysis of current total compensation versus market is performed by independent third party compensation consulting firm and is then reviewed by the committee; - Recommendations are made based on market data analysis to ensure appropriate competitive positioning within parameters of compensation philosophy; - The President & CEO compensation is reviewed by the Committee and is based on comparative market information and organizational performance; - All changes are reviewed and approved by the Executive Compensation Committee; The compensation determination process for the President & CEO is reviewed on an annual basis. All other executive compensation is regularly reviewed for scope and depth of positions taking into account complexity and the financial impact and accountability. Form 990, Part VI, Section C, line 18 The Hospital's Form 990, 990T and form 1023 and its attachments are available upon request. Form 990, Part VI, Section C, line 19 The Hospital's Financial Statements, Governing Documents and the Conflict of Interest Policy are available for inspection upon request at the Hospital's address. Form 990, Part XI, line 9: Change In Pension Funding Obligation -6,933,725. Transfer to Affiliates -13,541,749. HOCC Auxiliary Not Included on Audited Financial Statements 9,554. Backus HealthCare Inc 326 Washington Street Norwich CT 06360 222481794 Supporting Organization CT 501(c)(3) 12 (a) Hartford HealthCare Corporation 1 Connecticut Health System Inc 80 Seymour Street Hartford CT 06102 222779421 Coordination of Health Care Delivery CT 501(c)(3) 12 (c) Hartford HealthCare Corporation 1 Hartford HealthCare ACO Inc 1290 Silas Deane Hwy 2nd Floor Wethersfield CT 06109 460886367 Government Contracts CT 501(c)(3) 7 Hartford HealthCare Medical Group Inc 1 Hartford HealthCare at Home Inc 1290 Silas Deane Hwy Suite 4B Wethersfield CT 06109 060646938 Home Healthcare CT 501(c)(3) 10 Hartford HealthCare Corporation 1 Hartford HealthCare Corporation 100 Pearl Street Hartford CT 06102 222672834 Support & Management Svcs. To HH and Affiliates CT 501(c)(3) 12 (c) N/A 0 Hartford HealthCare Endowment LLC 80 Seymour Street Hartford CT 06102 454181103 Investment Management CT 501(c)(3) 12 (a) Hartford HealthCare Corporation 1 Hartford HealthCare Independence at Home Inc 1290 Silas Deane Hwy Suite 4B Wethersfield CT 06109 061161422 Home Healthcare CT 501(c)(3) 10 Hartford HealthCare at Home Inc 1 Hartford Healthcare Medical Group Specialists PLLC 1290 Silas Deane Highway 2nd Floor Wethersfield CT 06109 371911194 Medical Services CT 501(c)(3) 10 Hartford HealthCare Medical Group Inc 1 Hartford HealthCare Medical Group Inc 1290 Silas Deane Highway 2nd Floor Wethersfield CT 06109 454456939 Medical Services CT 501(c)(3) 10 Hartford HealthCare Corporation 1 Hartford HealthCare Senior Services Inc 45 Meriden Avenue Southington CT 06489 222635676 Sub-Acute & Long Term Healthcare CT 501(c)(3) 10 Hartford HealthCare Corporation 1 Hartford Hospital 80 Seymour Street PO Box 5037 Hartford CT 06102 060646668 Healthcare 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Street Bridgeport CT 06606 832550272 Hospital CT 501(c)(3) 3 Hartford HealthCare Corporation 1 The Charlotte Hungerford Hospital 540 Litchfield Street PO Box 988 Torrington CT 06790 060646678 Healthcare Services CT 501(c)(3) 3 Hartford HealthCare Corporation 1 The Orchards of Southington 34 Hobart Street Southington CT 06489 061490803 Residential Services for Senior Citizens CT 501(c)(3) 10 Hartford HealthCare Senior Services Inc 1 The William W Backus Hospital 326 Washington Street Norwich CT 06360 060250773 Hospital CT 501(c)(3) 3 Hartford HealthCare Corporation 1 WCMH Women's Auxiliary Inc 112 Mansfield Avenue Willimantic CT 06226 060677728 Fundraising CT 501(c)(3) 12 (a) Windham Community Memorial Hospital 1 Windham Community Memorial Hospital 112 Mansfield Avenue Willimantic CT 06226 060646966 Healthcare Services CT 501(c)(3) 3 Hartford HealthCare Corporation 1 Windham Hospital Foundation Inc 112 Mansfield Avenue Willimantic CT 06226 562546632 Supporting Organization CT 501(c)(3) 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New Britain CT 06050 222836001 Billing Services CT The Hospital of Central Connecticut C 789840 5514611 1.00000 1 ConnCare Inc 326 Washington Street Norwich CT 06360 061387598 Health Care Services CT N/A C 1 HHMOB Corporation 80 Seymour Street PO Box 5037 Hartford CT 06102 061140244 Real Estate & Parking CT N/A C 1 Hartford HealthCare Indemnity Services Ltd FB Perry Bld 40 Church Street Hamilton BD Captive Insurance BD N/A C 1 Hartford Physician Services PC 80 Seymour Street Hartford CT 06102 061254082 Medical Services CT N/A C 1 Hunter's Ambulance Services Inc 450 West Main Street Meriden CT 06451 060789464 Ambulance Services CT N/A S 1 Meriden Imaging Center Inc 101 North Plains Industrial Road Meriden CT 06429 061541468 Imaging CT N/A S 1 Metro Wheelchair Service Inc PO Box 300 Manchester CT 06045 060878432 Wheelchair Services CT N/A C 1 The Cancer Care Fund Of The Litchfield Hills Inc 200 Kennedy Drive Torrington CT 06790 510474072 Cancer Care Fund CT N/A C 1 Windham Professional Office Condo Assoc 112 Mansfield Avenue Willimantic CT 06226 061090041 Condo Association CT N/A C 1 WWB Corporation 326 Washington Street Norwich CT 06360 061094838 Holding Company CT N/A C 1 1 0 0 0 0 0 0 0 0 0 0 0 1 0 1 1 1 1 1 Midstate Medical Center A 236867 FMV Midstate Medical Center O 1777648 FMV Midstate Medical Center P 766206 FMV Midstate Medical Center Q 139752 FMV Midstate Medical Center R 322190 FMV Midstate Medical Center S 171039 FMV The William W Backus Hospital O 58098 FMV Hartford HealthCare Medical Group Inc A 341360 FMV Hartford HealthCare Medical Group Inc O 301371 FMV Hartford HealthCare Medical Group Inc R 3156254 FMV Hartford Healthcare Rehab Network LLC R 98303 FMV Hartford HealthCare at Home Inc A 136880 FMV Hartford HealthCare at Home Inc O 397925 FMV Hartford HealthCare Independence at Home Inc A 85978 FMV Southington Care Center A 25828 FMV Hartford Hospital A 10192 FMV Hartford Hospital M 2458728 FMV Hartford Hospital O 733544 FMV Hartford Hospital P 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