2017-08-14T11:05:47-05:00 2016-09-30 ERNST & YOUNG US LLP 200 CLARENDON STREET BOSTON MA 021165072 990 2015-10-01 060646597 Danbury Hospital % MARY JO PAWLAK DANB 2037397000 24 Hospital Avenue Danbury CT 068106099 STEVEN H ROSENBERG SVP/CFO 2037397000 2017-08-14 true MIKE A CINCOTTA P01595811 6172662000 2015 2021-01-29 14:40:06Z JOHN M MURPHY MD 24 Hospital Avenue Danbury CT 068106099 668573745 false X www.danburyhospital.org X 1885 CT To enhance through medical care,education and research the health and well being of individuals in Danbury and surrounding communities in partnership with those we serve. 16 15 3944 313 6328247 14913270 10738946 598482181 628296690 4838153 4050104 1601785 2735468 619835389 645821208 0 0 0 0 280914729 279223654 0 0 0 343750186 365958821 624664915 645182475 -4829526 638733 836823101 821780750 360086728 368426366 476736373 453354384 X TO IMPROVE THE HEALTH AND WELL BEING OF EVERY PERSON WE SERVE. false false 206997014 169433718 SEE SCHEDULE O 128758226 138322982 SEE SCHEDULE O 80019701 75421576 SEE SCHEDULE O 138280754 245714253 554055695 true true false true false false false false false false true true false true true false false true false true true false false false false false true true false false true true false false false false false false false false false true false false false false false true true true false false true 677 0 true 3944 true true true true CJ false false false false false false false false X 16 15 true false true false true true true true true false false true false false false false true false X MARY JO PAWLAK 2037397000 24 HOSPITAL AVENUE Danbury CT 068106099 X X John M MurphyMD PRES. -WCHN/DH 40.0 7.0 X X 1422295 0 44157 Neil Culligan MD Director 1.0 1.0 X 0 0 0 D Cyganowski TO 11 Director 1.0 1.0 X 0 0 0 Richard G Jabara TO 11 Director 1.0 5.0 X 0 0 0 Anthea Disney FROM 11 Chairman 3.0 1.0 X X 0 0 0 Joseph D Skrzypczak TO 11 Secretary 3.0 3.0 X X 0 0 0 Spencer Houldin FROM 11 SECRETARY 3.0 1.0 X X 0 0 0 Brian C White FROM 11 VICE CHAIRMAN 3.0 3.0 X X 0 0 0 James Kennedy TO 11 Chairman 3.0 0.0 X X 0 0 0 CARRIE L AMOS FROM 210 DIRECTOR 1.0 0.0 X 0 0 0 MARY ALICE DONIUS FROM 210 DIRECTOR 1.0 0.0 X 0 0 0 C FERREIRA MD FROM 210 DIRECTOR 1.0 0.0 X 0 0 0 PHIL FIORE JR FROM 210 DIRECTOR 1.0 1.0 X 0 0 0 BRUCE D HAIMS FROM 210 DIRECTOR 1.0 0.0 X 0 0 0 DANIEL MCCARTHY FROM 210 DIRECTOR 1.0 0.0 X 0 0 0 GREG ONEGLIA FROM 210 DIRECTOR 1.0 0.0 X 0 0 0 EMMANUEL PALMARES FROM 210 DIRECTOR 1.0 0.0 X 0 0 0 D RALLS-MORRISON FROM 210 DIRECTOR 1.0 0.0 X 0 0 0 ANTHONY RIZZO JR FROM 210 DIRECTOR 1.0 3.0 X 0 0 0 ANNE ROBY FROM 210 DIRECTOR 1.0 1.0 X 0 0 0 Steven H Rosenberg SVP/CFO, WCHN 40.0 16.0 X 781435 0 44044 Daniel DeBarba Jr TO 61 Exec VP/Pres-DH 35.0 2.0 X 1455998 0 40495 Donna Kaplanis Ass't Secretary 40.0 8.0 X 258683 0 47501 Matthew A Miller MD SVP & Chief Medical Officer 40.0 4.0 X 683257 0 46890 Morris Gross VP of Facilities/Real Estate 40.0 2.0 X 359631 0 47171 Kathleen A Dematteo Chief Infor.Officer, WCHN 40.0 0.0 X 496115 0 35372 Patrick C Minicus VP of Finance 20.0 20.0 X 505208 0 35148 James Varrone to 923 VP Supply Chain 36.0 4.0 X 0 204529 32348 Ruth Gregory FROM 923 VP OF SUPPLY CHAIN 40.0 0.0 X 161915 0 26805 Debra Carragher VP of Operations 40.0 0.0 X 337778 0 15694 Carolyn McKenna Sr VP/Gen'l Coun 40.0 0.0 X 474287 0 46230 Ramin Ahmadi MD TO 229 Dir. of Educ./Res. 40.0 0.0 X 337136 0 43710 Dawn Myles VP OF PERF INNOVA. 40.0 0.0 X 345249 0 20384 ROWENA BERGMANS VP-POPULATION HLTH 40.0 0.0 X 344207 0 32940 Moreen Donahue ENDOW. 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AHA dues of $19,198 had 22.12% or $4,247 expended on lobbying activities. Both amounts are reflected on 1f. Federal, state and local officials were lobbied during 2016. As part of this miscellaneous office expense such as phone, computer supplies, freight, refreshment etc. were incurred and were reflected on line #1i accordingly. Direct contact with legislators and state leaders were lobbied in support of maintaining patient access to essential services for both the uninsured and under insured. Mental health support and substance abuse treatment initiatives were of particular importance. The amounts spent on lobbying were not a significant portion of the Hospital's revenues and mostly related to the Hospital's exempt purpose. 5137258 5137258 528288501 255053714 273234787 9333618 4305048 5028570 317502727 232635330 84867397 30100574 30100574 398368586 WCHN INVESTMENTS, LLC 121804229 F 121804229 457B ASSET 1046595 BOND ESCROW FUND 1868469 BOND ISSUANCE COST 3024032 BULK ACCOUNTS NET OF RESERVE 1090733 CSV ON OFFICER'S LIFE POLICY 1938980 DUE FROM RELATED PARTIES 9995195 INTEREST IN DH/NMH FOUNDATION 87854370 INVESTMENT IN WCHIC, LTD. 66751612 MALPRACTICE RECEIVABLE 1345000 MORRISON DEPOSIT 96418 OTHER RECEIVABLES 2835016 177846420 0 457B LIABILITY 1046595 ASSET RETIREMENT OBLIGATION 306892 DUE TO 3RD PARTIES 18200144 LONG-TERM PAYABLES 140000 MALPRACTICE TRUST FUND RESERVE 11405000 RESERVE FOR WORKERS COMPENSATION 6360404 37459035 Central America and the Caribbean 1 1 Program Services Malpractice Ins. 0 Central America and the Caribbean 1 1 Investments MALPRACTICE INS. 66751612 Central America and the Caribbean 1 1 Program Services MALPRACTICE INS. 7380728 3 3 3 3 74132340 74132340 true false true true true false Schedule F, Part I, Line 3f - Method of Accounting All information for Part I, Line 3, column (f) is accounted for on the audited financial statements on the accrual basis. true true X true X 400. true X 500. true true true false true true 15660359 2573873 13086486 0.02030 112596213 55103595 57492618 0.08910 128256572 57677468 70579104 0.10940 202451 53962 148489 0.00020 23347271 8156282 15190989 0.02350 2291298 1419628 871670 0.00140 2208349 610286 1598063 0.00250 12898 410 12488 28062267 10240568 17821699 0.02760 156318839 67918036 88400803 0.13700 1496 100 1396 2252 2252 84387 84387 0.00010 88135 100 88035 0.00010 true 6524062 1287818 207769791 265627861 -57858070 X true true 2 1 Danbury Hospital 24 Hospital Avenue Danbury CT 06810 www.danburyhospital.org LICENSE #0039 X X X X X 2 New Milford Hospital Campus 21 Elm Street New Milford CT 06776 www.newmilfordhospital.org LICENSE #0039 X X X Danbury Hospital 1 false false true X X X X X X X X X 13 true true true true X SEE PART VI FOR URL X SEE PART VI FOR URL X true 13 true SEE PART VI FOR URL false true X 400. 500. X X X true true X X X X true X SEE PART VI FOR URL X SEE PART VI FOR URL X SEE PART VI FOR URL X X X X X true X false X X X X true X X false false New Milford Hospital Campus 2 false false true X X X X X X X X X 13 true true true true X SEE PART VI FOR URL X SEE PART VI FOR URL X true 13 true SEE PART VI FOR URL false true X 400. 500. X X X true true X X X X true X SEE PART VI FOR URL X SEE PART VI FOR URL X SEE PART VI FOR URL X X X X X true X false X X X X true X X false false Part V, Line 5 - Account input from persons who represent the community Facility: Danbury Hospital IN CONDUCTING THE CURRENT CHNA, DANBURY HOSPITAL TOOK INTO ACCOUNT INPUT FROM PERSONS WHO REPRESENTED THE BROAD INTERESTS OF THE COMMUNITY IT SERVES. THIS INCLUDED THOSE WITH SPECIAL KNOWLEDGE OF OR EXPERTISE IN PUBLIC HEALTH. LOCAL COLLABORATORS INCLUDED THE VARIOUS HEALTH DEPARTMENTS, THE UNITED WAY OF WESTERN CONNECTICUT, AND THE REGIONAL YMCA. GOVERNMENT OFFICIALS WERE ALSO REPRESENTED AT THE STATE AND LOCAL LEVELS, SUCH AS CONNECTICUT SENATORS AND TOWN MAYORS. The hospital collaborates with community partners for assessment of community health needs and action planning. Danbury Hospital, and its New Milford Hospital Campus, participated in the development of a Community Report Card for the Housatonic Valley Region, a 10-district municipality that includes Danbury and New Milford, CT. The other eight towns are Bridgewater, Bethel, Brookfield, New Fairfield, Newtown, Redding, Ridgefield and Sherman, CT, all towns within the primary service area of both hospitals. Developing a plan for health improvement in our region involves collective action by and sharing of expertise and resources across agencies and organizations in both the public and private sectors. Part V, Line 6a - List Other Hospital Facilities that Jointly Conducted needs assessment Facility: Danbury Hospital Danbury Hospital, and its New Milford Hospital Campus, participated in the development of a Community Report Card for the Housatonic Valley Region, a 10-district municipality that includes Danbury and New Milford, CT. Part V, Line 6b - CHNA Conducted by Organizations Other Than Hospital Facility: Danbury Hospital As noted in Part VI, Line #2, Needs Assessment narrative, the CHNA was conducted with various community organizations participating in the Community Forum at Danbury Hospital and its New Milford Hospital Campus. Part V, Line 5 - Account Input from Person Who Represent the Community Facility: New Milford Hospital Campus New Milford Hospital Campus in conducting its most recent CHNA in 2012 (completed and approved in 2013), developed effective strategies to improve community health involve active collaboration and commitment among health providers, public and community health agencies, educators, work sites, community and faith-based organizations and groups, and the public they serve. The hospital collaborates with community partners for assessment of community health needs and action planning. New Milford Hospital and Danbury Hospital Campuses participated in the development of a Community Report Card for the Housatonic Valley Region, a 10-district municipality that includes Danbury and New Milford, CT. The other eight towns are Bridgewater, Bethel, Brookfield, New Fairfield, Newtown, Redding, Ridgefield and Sherman, CT, all towns within the primary service area of both hospitals. Developing a plan for health improvement in our region involves collective action by and sharing of expertise and resources across agencies and organizations in both the public and private sectors. Part V, Line 6a - List Other Hospital Facilities that Jointly Conducted Needs Assessment Facility: New Milford Hospital Campus New Milford Hospital and Danbury Hospital Campuses participated in the development of a Community Report Card for the Housatonic Valley Region, a 10-district municipality that includes Danbury and New Milford, CT. that includes Danbury and New Milford, CT. Part V, Line 6b - CHNA Conducted by Organizations Other Than Hospital Facility: New Milford Hospital Campus As noted in Part VI, Line #2, Needs Assessment narrative, the CHNA was conducted with various community organizations participating in the Community Forum at Danbury Hospital and its New Milford Hospital Campus. Part V, Line 16i - Other Means Hospital Facility Publicized the Policy Facility: Danbury Hospital Danbury Hospital has messages on all statements providing information regarding how the patient can get assistance with their hospital bill. Counselors are also available to provide further assistance. Part V, Line 16i - Other Means Hospital Facility Publicized the Policy Facility: New Milford Hospital Campus New Milford Hospital Campus has messages on all statements providing information regarding how the patient can get assistance with their hospital bill. Counselors are also available to provide further assistance. Part V, Line 22d - Other Billing Determination of Individuals Without Insurance Facility: Danbury Hospital Danbury Hospital intends to be in compliance with the regulations regarding the maximum amounts that can be charged to FAP-eligible individuals for emergency and other medical necessary care by the effective date (10/1/2016). Part V, Line 22d - Other Billing Determination of Individuals Without Insurance Facility: New Milford Hopsital Campus New Milford Hopsital Campus intends to be in compliance with the regulations regarding the maximum amounts that can be charged to FAP-eligible individuals for emergency and other medical necessary care by the effective date (10/1/2016). 23 Danbury Hospital Ridgefield Surg Ctr 901 Ethan Allen Highway Ridgefield CT 06877 Outpatient Surgical Center Breast Imaging Center 20 Germantown Road Danbury CT 06810 Diagnostic Main Street Rehabilitation Center 235 Main Street Danbury CT 06810 Rehabilitation Siefert & Ford Community Health Ctr 70 Main Street Danbury CT 06810 Outpatient-Physician Clinic Danbury Hospital Sleep Lab II 25 Lake Avenue-Extension Danbury CT 06810 Diagnostic Comm Ctr for Behaviorial Health 152 West Street Danbury CT 06810 Outpatient-Physician Clinic Southbury Cardiovascular Diagnostics 22 Old Waterbury Road Southbury CT 06488 Diagnostic Pulmonary Services 33 Germantown Road Danbury CT 06810 Diagnostic The Anticoagulation Center 41 Germantown Road Danbury CT 06810 Diagnostic Physical Medicine Center of Southbury 22 Old Waterbury Road Suite 101 Southbury CT 06488 Outpatient-Physician Clinic New Milford Hospital Behavorial Healt 23 Poplar Street New Milford CT 06776 Outpatient-Physician Clinic Danbury Hospital Laboratory 79 Sandpit Road Danbury CT 06810 Diagnostic Center for Child & Adol Treat 152 West Street Danbury CT 06810 Outpatient-Physician Clinic Danbury Hospital Laboratory Center NM 120 Park Lane Suite A201 New Milford CT 06776 Diagnostic Danbury Hospital Southbury Laboratory 22 Old Waterbury Road Suite 101 Southbury CT 06488 Diagnostic Danbury Hospital Lab Ctr in Brookfield 60 Old New Milford Road Unit 1C Brookfield CT 06804 Diagnostic Danbury Hospital Diabetes Education Ct 41 Germantown Road Danbury CT 06810 Education Center Ridgefield Specimen Collection Facili 10 South Street Ridgefield CT 06877 Diagnostic Bethel Laboratory 68 Stony Hill Road Bethel CT 06801 Diagnostic Newtown Laboratory 14-18 Church Hill Road Newtown CT 06470 Diagnostic Kenosia Lab 51-53 Kenosia Avenue Danbury CT 06810 Diagnostic Danbury Hospital Research Institute 131 West Street Danbury CT 06813 Diagnostic New Milford Integrated Medicine Prgm 30 Elm Street New Milford CT 06776 Outpatient-Physician Clinic PART I, LINE 3C - CHARITY CARE ELIGIBILITY CRITERIA (FPG IS NOT USED) Annual income IS USED to determine eligibility. If family income limit for eligibility is between 400% and 500% then 50% will be taken off based on a sliding scale. PART I, LINE 6A - RELATED ORGANIZATION COMMUNITY BENEFIT REPORT Part I, Line 6a & 6b: The Community Benefit report is reported on a Network basis. It contains the organization's community benefit programs and services' descriptions and financial data. The form is made available to the public on the Office of Health Care Access' website: http://www.ct.gov/dph/CWP/VIEW.ASP?A=3902&Q=585448 PART 1, LINE 7 - EXPLANATION OF COSTING METHOD Charity Care At Cost Percentage: Total Gross Patient charges written off to charity (Income Statement) * Patient Cost to Charge % (see below) = Total Community Benefit Expense Total Community Benefit Expenses - Revenue from Uncompensated Care Pools and programs (DHS * % of cost of uncompensated care shown on the OCHA Schedule 500) = Net community benefits expenses Net community benefits expenses / total expenses = % of total expenses Ratio Cost To Charge Calculation Total Operating Expenses - non-patient care activities, medicaid provider tax, total community benefit expense and total community building expense = Adjusted Patient Care Cost. Adjusted Patient Care Cost divided by Gross Patient Charges = Ratio of patient care costs to charges. PART I, LINE 7G - COSTS ASSOCIATED WITH PHYSICIANS CLINICS There are no physician clinics included in this amount. PART III, LINE 2 - METHODOLOGY USED TO ESTIMATE BAD DEBT EXPENSE The ratio of cost to charges is applied to the bad debt expense on the audited financial statements. PART III, LINE 3 - METHODOLOGY OF ESTIMATED AMOUNT & RATIONALE FOR INCLUDING IN COMMUNITY BENEFIT It is the policy of the Hospital to provide necessary care to all persons seeking treatment without discrimination on the grounds of age, race, creed, national origin or any other grounds unrelated to an individual's need for the service or the availability of the needed service at the Hospital. A patient is classified as a charity care patient by reference to established policies of the Hospital. Essentially, these policies define charity services as those services for which no payment is anticipated. In assessing a patient's inability to pay, the Hospital utilizes the generally recognized federal poverty income guidelines, but also includes certain cases where incurred charges are significant when compared to a responsible party's income and their countable assets. Those charges are not included in net patient service revenue for financial reporting purposes. Because the hospital is not paid for these services, they are considered to be community benefit. When private pay patients are sent to the collection agency their account is considered to be a bad debt. Subsequently, Medicaid may be granted for some of those patients. At that time those accounts would become charity care or a community benefit. PART III, LINE 4 - BAD DEBT EXPENSE PATIENT ACCOUNTS RECEIVABLE RESULT FROM THE HEALTH CARE SERVICES PROVIDED BY THE HOSPITAL. ADDITIONS TO THE ALLOWANCE FOR UNCOLLECTIBLE ACCOUNTS RESULT FROM THE PROVISION FOR UNCOLLECTIBLE ACCOUNTS. ACCOUNTS WRITTEN OFF AS UNCOLLECTIBLE ARE DEDUCTED FROM THE ALLOWANCE FOR UNCOLLECTIBLE ACCOUNTS. The Hospital's estimation of the allowance for uncollectible accounts is based primarily upon the type and age of the patient accounts receivable and the effectiveness of the Hospital's collection efforts. The Hospital's policy is to reserve a portion of all self-pay receivables, including amounts due from the uninsured and amounts related to co-payments and deductibles, as these charges are recorded. On a monthly basis, the Hospital reviews its accounts receivable balances and various analytics to support the basis for its estimates. These efforts primarily consist of reviewing the following: Historical write-off and collection experience using a hindsight or look-back approach; Revenue and volume trends by payor, particularly the self-pay components; Changes in the aging and payor mix of accounts receivable, including increased focus on accounts due from the uninsured and accounts that represent co-payments and deductibles due from patients; Cash collections as a percentage of net patient revenue less the provision for uncollectible accounts; and Trending of days revenue in accounts receivable The Hospital regularly performs hindsight procedures to evaluate historical write-off and collection experience throughout the year to assist in determining the reasonableness of its process for estimating the allowance for uncollectible accounts. The Hospital's primary concentration of credit risk is patient accounts receivable, which consists of amounts owed by various governmental agencies, insurance companies and private patients. The Hospital manages the receivables by regularly reviewing its patient accounts and contracts, and by providing appropriate allowances for uncollectible amounts. Significant concentrations of gross patient accounts receivable include 31%, 14% and 55% and 30%, 11% and 59% for Medicare, Medicaid and non-government payors, respectively, at September 30, 2016 and 2015, respectively. PART III, LINE 8 - EXPLANATION OF SHORTFALL AS COMMUNITY BENEFIT Danbury Hospital's Medicare shortfall should be treated as a community benefit as the organization strives to provide 24/7 coverage, improved patient access, highest clinical quality as well as addressing the needs of the community by offering critical services to our geographic area. As a result, the organization must balance the cost of these programs against the continued decreasing government reimbursement levels, uninsured population and community needs. A cost accounting system is used to calculate the shortfall, which is Medicare Net Patient Revenue less applicable costs. PART III, LINE 9B - PROVISIONS ON COLLECTION PRACTICES FOR QUALIFIED PERSONS It is the policy of Danbury Hospital to provide "Financial Assistance" (either free care or reduced patient obligations) to persons or families where: (i) there is limited or no health insurance available; (ii) the patient fails to qualify for governmental assistance (for example Medicare or Medicaid); (iii) the patient cooperates with the Hospital in providing the requested information; (iv) the patient demonstrates financial need; and (v) Danbury Hospital makes an administrative determination that Financial Assistance is appropriate. After the Hospital determines that a patient is eligible for Financial Assistance, the Hospital will determine the amount of Financial Assistance available to the patient by utilizing the Charitable Assistance Guidelines, which are based upon the most recent federal poverty guidelines. Danbury Hospital shall regularly review this Financial Assistance Policy to ensure that at all times it: (i) reflects the philosophy and mission of the Hospital; (ii) explains the decision processes of who may be eligible for Financial Assistance and in what amounts; and (iii) complies with all applicable state and federal laws, rules, and regulations concerning the provision of financial assistance to indigent patients. Consistent with this mission, Danbury Hospital recognizes its obligation to the community it serves to provide financial assistance to indigent persons within the community. In furtherance of its charitable mission, Danbury Hospital will provide both (i) emergency treatment to any person requiring such care; and (ii) essential, non-emergent care to patients who are permanent residents of its primary service area who meet the conditions and criteria set forth in this Policy, without regard to the patients' ability to pay for such care. Elective procedures generally will not be considered essential, non-emergent care and usually will not be eligible for Financial Assistance. Danbury Hospital will collect from individuals on financial assistance if they received a partial charitable discount. All patients can apply for charitable care on balances they feel that they cannot afford. PART VI - NEEDS ASSESSMENT PART VI, LINE 2: The Community Forum held in 2014 was attended by 37 community stakeholders from the Housatonic Valley Region (HVR). This included representatives from 5 Health Departments/Districts (Danbury, New Milford, Bethel, Newtown, and Pomperaug), Western CT Health Network, Danbury EMS, the Bethel Visiting Nurse Association, the United Way of Western CT, the Regional YMCA, the Housatonic Valley Coalition Against Substance Abuse, the Mid-Western CT Council on Alcoholism, the AmerCares Free Clinic, the CIFC Community Health Center, Doctor's Express Urgent Care Center, the Regional Educational Service Center, the Danbury Fire Department, the New Milford Senior Center, and the Peter and Carmen Lucia Buck Foundation. Two community health conversations were held with key community stakeholders in October 2012 - (Danbury and New Milford, CT) to ensure accessibility by key stakeholders throughout the region. Attendees included a total of 52 representatives from hospitals; community health centers; school-based health centers; Visiting Nurse Associations/Services; municipal health, education, social service, senior centers and fire departments; non-profit organizations; and a legislator's office. Geographically, all 10 HVR municipalities were represented either directly or through regional agencies and organizations. The participation and insights of community leaders and agencies/organizations who provide direct programs and services for the low income/minority members of the community was important to the data collection and assessment process. The Western CT Health Network (of which Danbury Hospital is a part) conducted a Physician Resource Assessment to evaluate the supply of health care providers within its combined service area towns. This is done to document community need for health care providers, and to develop a plan to meet the health care needs of the community served. Through Western CT Health Network's annual Planning Process, an environmental assessment is conducted to identify health care gaps and needs of the service area community brought about by local and national trends in economic, legislative, demographic, health care industry and other environmental factors. These forces are considered and incorporated in meeting the health care needs of the community by helping to frame the priorities, goals and initiatives of Western CT Health Network's long range and annual strategic plans. IN 2015, DANBURY HOSPITAL, ALONG WITH THE COMMUNITY ACTION PLANNING STEERING COMMITTeE CONSISTING OF VARIOUS COMMUNITY MEMBERS, BEGAN THE PROCESS TO DEVELOP THE 2016 CHNA. COMMUNITY FORUMS WERE HELD TO DISCUSS RESULTS AND IDENTIFY PRIORITY ISSUES FROM THE COMMUNITY WELLBEING SURVEY CONDUCTED BY DATAHAVEN, A NON-PROFIT ORGANIZATION THAT WORKS TO IMPROVE QUALITY OF LIFE BY COLLECTING, INTERPRETING, AND SHARING PUBLIC DATA FOR EFFECTIVE DECISION MAKING. A KEY INFORMANT SURVEY WAS ALSO DEVELOPED AND DISTRIBUTED TO 200 COMMUNITY LEADERS IN THE DANBURY HOSPITAL AREA. FURTHER DETAILS ON THE 2016 CHNA AND CHIP WILL BE PROVIDED IN NEXT YEAR'S SCHEDULE H, 990 REPORT. PART VI - PATIENT EDUCATION OF ELIGIBILITY FOR ASSISTANCE part vi, LINE 3: The Hospital has messages on all statements providing information regarding how the patient can get assistance with their hospital bill. Also signs are posted throughout the hospital and counselors are available to provide further assistance. All uninsured inpatients are interviewed by financial counselors and assessed for eligibility for assistance programs. The hospital provides informational handouts to all uninsured patients at the time of registration which refers them to financial counseling if they would like assistance with their bills. Further, the hospital mails notices to all self-pay accounts referring them to financial counseling if they need assistance. The collection department will also refer patients to financial counseling when a patient indicates that they cannot afford their balances; and finally, schedulers refer uninsured patients to financial counseling prior to their test or procedure. The policy and applications for assistance are also available on line, AS WELL AS UPON REQUEST AT THE HOSPITAL. PART VI - COMMUNITY INFORMATION PART VI, LINE 4: Community Information: Danbury Hospital and the New Milford Hospital Campus serves an area with a population of about 265,000 people. The Primary Service Area includes Bethel, Bridgewater, Brookfield, Danbury, New Fairfield, New Milford, Newtown, Ridgefield, and Southbury (in CT), and the Secondary Service Area includes Kent, Redding, Roxbury, Sherman, Washington, Wingdale, and Woodbury (in CT) and Brewster, North Salem, Patterson, and Pawling (in NY). This service area is comprised of a densely populated core of the urban/suburban City of Danbury surrounded by moderately affluent residential and rural towns. Danbury is also listed as a Medically Underserved Area, or MUA. Danbury has a median household income of $65,981 and a poverty rate of 7.9%, while New Milford has a household income of $80,260 and a poverty rate of 7.3%. The overall uninsured population rate for the state is estimated to be 3.8%. Although the population of the primary and secondary service areas is expected to remain virtually level from 2010 to 2020, the cohort aged 65 and over is expected to increase by 2.78% in Danbury and 4.05% in New Milford, while the age 20-44 age cohort is forecast to slightly increase at 0.68% in Danbury and decrease by 1.13% in New Milford over the same time period. PART VI - Community Building Activities PART II: COMMUNITY BUILDING ACTIVITIES Relates to Line #6, Coalition Building, totaling $2,252: Western Connecticut Health Network (WCHN) participates as a member of a regional collaborative representing the Housatonic Valley Region and ten municipalities. A Steering Committee comprised of health care providers, community-based providers, and local government agencies meets no less than twice a year to oversee a community health improvement plan (CHIP) that was developed utilizing data from a report card and previous community conversations. Four priority health indicators (PHI) are being addressed through a work group structure that includes a designated leader who convenes the group to further develop and refine their action plans. Community stakeholders participated in an April 2014 community forum facilitated by the Center for Health Schools & Communities @ Education Connection. Overall, data obtained from the conversations provided high quality information to frame the beginning of a community health improvement change process in the region. 1. Prevention and Education of Most Prevalent Chronic Diseases/Health Conditions: Obesity, Type 2 diabetes, and hypertension were identified as the most prevalent health conditions in the community. The PHI team goals are to increase healthy eating options, enhance access to physical activities, and promote a universal healthy lifestyle. In July 2014, the PHI team received the YMCA Diabetes Prevention Program Grant which was used to fund their diabetes prevention program. The program began in October 2014, and through December 2015 10 classes had been conducted (average class size of 5.4 participants, average age of 59 years, and 75% of the referrals were from physician offices). Participants exceeded the targeted weight loss goal of 7% (achieved 10.4%) which was supported by consistent program participation, physical activity and food tracker completion. The team also participated in National Walk Day, which garnered over 150 people from the Housatonic Valley Region and formation of 3 community walking groups. The Coalition for Healthy Kids is piloting a "Walking School Bus" program with a local school to encourage physical activity. A wellness campaign building on the "5, 2, 1, 0 Let's Go" messaging was implemented and the "Know Your Numbers" campaign tracked 338 individuals with blood pressure monitoring. 2. Improving Access/Utilization to Substance Abuse and Mental Health Services: Mental health issues and substance abuse continue to be prevalent issues in the community. This PHI team is collaborating with 12 Local Prevention Councils, the CT Prevention Framework, and other entities to increase outreach efforts. Their goals are to identify gaps in services and access, provide education, and increase awareness regarding services and programs. There is awareness to vulnerable target groups in need of enhanced services and supports, such as the homeless population and youth. The team worked to improve education and information dissemination, and supported integration of a "question-persuade-refer" model for suicide prevention. Areas of focus targeted prescription drug use, support for community boxes" , opiate use, underage drinking, and behavioral health initiates in primary care practices. 3. Improve Assessment and Service Planning to Senior Health: Senior citizens, particularly homebound elderly and immigrants, are in need of assessment and service planning to address their health, housing, and social support needs. The main goal is to increase awareness, services, and education for senior health. This team is supporting and collaborating with the Aging in Place initiatives funded by the Peter and Carmen Lucia Buck Foundation, which includes the "Safe at Home" program that delivers home safety items to seniors. Efforts continue to move the Danbury community as a "livable" community and to share learnings with adjacent communities. 4. Improve Awareness and Utilization of Existing Health and Social Programs/Services: This team focused on enhancing awareness and utilization of existing programs and services in the community, including support of Infoline 2-1-1 and 5 Health Access CT Assistor sites by target populations. It also established a partnership with FamilyWize to provide promotional materials for distribution to health providers and key community sites. To the best of the organization's knowledge, all PRIORITY HEALTH issues in the community are being addressed THROUGH THE 2013 CHNA. ANY NEEDS NOT BEING ADDRESSED ARE THOSE THAT DANBURY HOSPITAL DOES NOT HAVE THE FUNDS OR CONTROL OVER, SUCH AS HOUSING OR ENVIRONMENTAL HEALTH. IN ORDER TO ADDRESS THE SIGNIFICANT NEEDS IDENTIFIED IN THE CHNA, A STEERING COMMITTEE COMPRISED OF HEALTH CARE PROVIDERS, COMMUNITY-BASED PROVIDERS, AND LOCAL GOVERNMENT AGENCIES MEETS NO LESS THAN TWICE A YEAR TO OVERSEE A COMMUNITY HEALTH IMPROVEMENT PLAN (CHIP) THAT WAS DEVELOPED UTILIZING DATA FROM A REPORT CARD AND PREVIOUS COMMUNITY CONVERSATIONS. THE PRIORITY HEALTH ISSUES WILL BE RE-EVALUATED ONCE THE 2016 CHNA HAS BEEN REVIEWED AND THE IMPLEMENTATION STRATEGY APPROVED BY THE BOARD OF DH. Relates to Line #2, Economic Development, and Line #7, Community Health Improvement Advocacy totaling $85,783: Part II: Community Health Improvement Advocacy: VARIOUS WCHN OFFICIALS PARTICIPATED IN CHAMBER OF COMMERCE MEETINGS AND EVENTS, WORKING TO PROMOTE ECONOMIC DEVELOPMENT IN THE DANBURY HOSPITAL AREA. STATE AND LOCAL ELECTED OFFICIALS AND AGENCY HEADS WERE LOBBIED IN SUPPORT OF MAINTAINING PATIENT ACCESS TO ESSENTIAL SERVICES FOR THE UNINSURED AND UNDERINSURED. THE TOTAL ADVOCACY INVESTMENT FOR FY2016 IS $84,387, WHICH INCLUDES INDIRECT AND DIRECT STAFFING EXPENSES. AS PART OF THIS EFFORT, MISCELLANEOUS EXPENSES ARE NOTED IN SCHEDULE C, PART II-B1I. PART VI - EXPLANATION OF HOW ORGANIZATION FURTHERS ITS EXEMPT PURPOSE PART VI, LINE 5: Promotion of community health. IN ORDER TO PROMOTE THE HEALTH OF THE COMMUNITY, Danbury Hospital IS RESPONSIBLE FOR COORDINATING THE SERVICES OF THE HOSPITAL WITH THOSE OF OTHER HEALTH, EDUCATION, AND SOCIAL SERVICES IN THE COMMUNITY. THESE SERVICES ARE PROMOTED IN ORDER TO OPTIMIZE THE AVAILABILITY OF A FULL SCOPE OF SERVICES IN A COST-EFFECTIVE MANNER. DANBURY HOSPITAL (AND NEW MILFORD HOSPITAL) served approximately 345,000 persons through over 350 health OCCURRENCES IN FY16. One of the highest impact outreach activities includes 255,000 individuals served through Health Talk. Health Talk which airs twice a week ON COMCAST AND focuses on disease prevention AND new treatments. TOPICS INCLUDED ELECTROPHYSIOLOGY, CUSTOM KNEE REPLACEMENT, SUMMER SAFETY, AND IRRITABLE BOWEL SYNDROME, TO NAME A FEW EXAMPLES. Over 50% of the Board Members are independent and do not get paid by Danbury Hospital. Danbury Hospital also has an open medical staff. Surplus funds are used to provide innovative technology to clinical care in addition to expanding our service area. PART VI-AFFILIATED HEALTH CARE SYSTEM ROLES AND PROMOTION Western Connecticut Health Network (WCHN) is an integrated health care delivery system comprised of three community hospitals and their affiliated entities. In addition to Norwalk Hospital, Danbury Hospital and its New Milford Hospital Campus, the continuum of care includes a large medical group, home health care services, a nationally renowned biomedical research institute, the WCHN and Norwalk Hospital Foundations, and other related affiliates (the Network). WCHN's mission is to improve the health of every person we serve through the efficient delivery of excellent, innovative and compassionate care. For 2016, WCHN provided approximately $23,863,186 in total charity care. Danbury Hospital, its New Milford Hospital Campus and Norwalk Hospital provide medical services to the community regardless of the individual's ability to pay. Services include routine inpatient ancillary and outpatient care in support of the Network's mission statement, as noted above, For 2016, charity care was provided in the following amounts: Norwalk Hospital, $9,347,702, Danbury Hospital and its New Milford Hospital Campus, approximately $13,086,486. All hospitals noted above have open medical staffs. If an individual meets the educational, experiential and licensure requirements they can join the medical staff. Western Connecticut Medical Group: The mission of Western Connecticut Medical Group is to provide safe, innovative, convenient and coordinated primary and specialty health care in the communities they serve and strive to be aware of and respond to their patients' needs. They support a commitment to advance the health and well-being of individuals in their community by delivering quality care, participating in medical research and medical residency programs and the provision of medical services to patients. For 2016, WCMG provided approximately $1,382,000 in charity care. Western Connecticut Health Network Foundation Inc.'s mission is to raise funds, reinvest and administer these funds and make distributions to Danbury Hospital and its New Milford Hospital Campus and other Danbury not-for-profit health care affiliates. Norwalk Hospital Foundation's mission is to raise funds, reinvest and administer these funds and make distributions to Norwalk Hospital and other not-for-profit Norwalk Hospital affiliates. Western Connecticut Health Network Affiliates principal purpose is to provide outpatient health care services in various locations and also provide ambulance services to Danbury and surrounding towns, while serving those that cannot afford the care. Western Connecticut Home Care, Inc. (WCHC) provides state of the art clinical services ranging from pediatric patients to the elderly utilizing best practice in home care to meet the needs of their patients. For 2015, WCHC provided approximately $47,000 in charity care. Eastern New York Medical Services (ENYMS): The mission at ENYMS is to provide safe, innovative, convenient and coordinated primary and gastroenterology health care in the communities we serve and strive to be aware of and respond to our patients' needs. PART VI - STATES WHERE COMMUNITY BENEFIT REPORT FILED CT PART V - EXPLANATION OF NUMBER OF FACILITY TYPE 14 DIAGNOSTIC CENTERS 6 OUTPATIENT PHYSICIAN CLINICS 1 OUTPATIENT SURGICAL CENTER 1 REHABILITATION CENTER 1 EDUCATION CENTER ADDITIONAL INFORMATION PART I, LINE 7E: WCHN PROVIDED COMMUNITY BENEFIT THROUGH VARIOUS PROGRAMS AND EVENTS THAT WERE MADE AVAILABLE TO THE COMMUNITY AT LARGE. BELOW IS A LIST OF ALL THE PROGRAMS OFFERED WITH A BRIEF DESCRIPTION: - CANCER: 6,796 SERVED THROUGH FREE WIGS, "LOOK GOOD, FEEL BETTER" PROGRAM, TALKS, "FOOD FOR LIFE" COOKING AND NUTRITION CLASSES, COMMUNITY OUTREACH SUBCOMMITTEE (CANCER), AND TALKS - SUPPORT GROUPS: 68 SERVED THROUGH BARIATRIC AND TBI SUPPORT GROUPS - DIABETES: 140 SERVED THROUGH TALKS AND FAIRS - ECONOMIC DEVELOPMENT: 93 SERVED THROUGH CHA MEETINGS, CAHE MEETINGS, GATEWAY CC PROGRAMS - SENIOR OUTREACH: 186 SERVED THROUGH SENIOR SUPPERS AT NMH AND OTHER TALKS - HEALTH FAIRS: 20,701 SERVED THROUGH FAIRS IN NEWTOWN, RIDGEFIELD, (THE DAY-LONG DESTINATION WELLNESS AND FOUNDERS HALL), DANBURY AND NEW MILFORD (TWO-DAY LONG VILLAGE FAIRS DAYS) - LECTURES: 300,879 SERVED THROUGH HEALTH TALK (INCLUDING REPEATS), LIBRARY, ROTARY, SENIOR RESIDENCE AND CORPORATE LECTURES. HEALTH TALK AIRS ON COMCAST; 51 SHOWS AIRED WITH A VIEWERSHIP OF 5,000 PER SHOW. - NUTRITION/WELLNESS: 6,367 SERVED THROUGH PLOW TO PLATE PROGRAM, TALKS, HIGH SCHOOL FAIRS, STRONG WOMEN, STRONG BONES PROGRAM, YOGA CLASSES, ETC. - SUPPORT GROUPS: 68 SERVED THROUGH BARIATRIC AND TBI SUPPORT GROUPS. PART V, LINE 7A & 7B: THE COMPLETE URLS ARE AS FOLLOWS: FOR BOTH DH AND NMH: HTTP://WWW.DANBURYHOSPITAL.ORG/ABOUT-US/ABOUT-DANBURY-HOSPITAL/COMMUNITY-B ENEFIT HTTP://WWW.NEWMILFORDHOSPITAL.ORG/ABOUT-US/COMMUNITY-BENEFIT HTTP://WWW.CHIME.ORG/ADVOCACY/COMMUNITY-HEALTH/ PART V, LINE 10A: THE COMPLETE URL FOR DANBURY HOSPITAL AND NEW MILFORD HOSPITAL, ARE AS FOLLOWS: HTTP://WWW.DANBURYHOSPITAL.ORG/ABOUT-US/ABOUT-DANBURY-HOSPITAL/COMMUNITY-B ENEFIT HTTP://WWW.NEWMILFORDHOSPITAL.ORG/ABOUT-US/COMMUNITY-BENEFIT PART V, LINE 11: TO THE BEST OF THE ORGANIZATION'S KNOWLEDGE, ALL PRIORITY HEALTH ISSUES IN THE COMMUNITY ARE BEING ADDRESSED THROUGH THE 2013 CHIP. ANY NEEDS NOT BEING ADDRESSED ARE THOSE THAT DANBURY HOSPITAL DOES NOT HAVE THE FUNDS OR CONTROL OVER, SUCH AS HOUSING OR ENVIRONMENTAL HEALTH. IN ORDER TO ADDRESS THE SIGNIFICANT NEEDS IDENTIFIED IN THE CHNA, A STEERING COMMITTEE COMPRISED OF HEALTH CARE PROVIDERS, COMMUNITY-BASED PROVIDERS, AND LOCAL GOVERNMENT AGENCIES MEETS NO LESS THAN TWICE A YEAR TO OVERSEE A COMMUNITY HEALTH IMPROVEMENT PLAN (CHIP) THAT WAS DEVELOPED UTILIZING DATA FROM A REPORT CARD AND PREVIOUS COMMUNITY CONVERSATIONS. PART V, LINES 16A, B, & C: THE COMPLETE URL FOR DANBURY HOSPITAL AND NEW MILDFORD HOSPITAL ARE AS FOLLOWS: HTTP://WWW.DANBURYHOSPITAL.ORG/PATIENT-AND-VISITORS-INFO/BILLING/BILLING/F INANCIAL-ASSISTANCE-POLICY HTTP://WWW.NEWMILFORDHOSPITAL.ORG/PATIENT-AND-VISITORS-INFO/BILLING/BILLIN G false true false false false true true false false John M MurphyMD PRES. -WCHN/DH 962457 0 457000 0 2838 0 13000 0 31157 0 1466452 0 0 0 Steven H Rosenberg SVP/CFO, WCHN 567570 0 190000 0 23865 0 13000 0 31044 0 825479 0 0 0 Daniel DeBarba Jr TO 61 Exec VP/Pres-DH 659896 0 775000 0 21102 0 8337 0 32158 0 1496493 0 0 0 Donna Kaplanis Ass't Secretary 201179 0 35000 0 22504 0 25613 0 21888 0 306184 0 0 0 Matthew A Miller MD SVP & Chief Medical Officer 478857 0 175000 0 29400 0 26000 0 20890 0 730147 0 0 0 Moreen Donahue ENDOW. CHAIR OF EDUC./RESEARCH 334532 0 115000 0 8538 0 20800 0 24057 0 502927 0 0 0 Michael Daglio PRESIDENT OF NORWALK HOSP. 433029 0 150000 0 2499 0 15600 0 29614 0 630742 0 0 0 Morris Gross VP of Facilities/Real Estate 261310 0 90000 0 8321 0 26000 0 21171 0 406802 0 0 0 Kathleen A Dematteo Chief Infor.Officer, WCHN 355279 0 115000 0 25836 0 23400 0 11972 0 531487 0 0 0 Patrick C Minicus VP of Finance 386548 0 100000 0 18660 0 3719 0 31429 0 540356 0 0 0 James Varrone to 923 VP Supply Chain 0 162269 0 30000 0 12260 0 12494 0 19854 0 236877 0 0 L SCHMITTGALL SRVP Strategy-WCHN (FORMER) 17149 0 124412 0 597242 0 11086 0 2248 0 752137 0 0 0 Debra Carragher VP of Operations 260331 0 75000 0 2447 0 13000 0 2694 0 353472 0 0 0 Carolyn McKenna Sr VP/Gen'l Coun 361384 0 110000 0 2903 0 13000 0 33230 0 520517 0 0 0 Ramin Ahmadi MD TO 229 Dir. of Educ./Res. 266145 0 70000 0 991 0 13000 0 30710 0 380846 0 0 0 Dawn Myles VP OF PERF INNOVA. 265850 0 75000 0 4399 0 18200 0 2184 0 365633 0 0 0 Ruth Gregory FROM 923 VP OF SUPPLY CHAIN 146018 0 14566 0 1331 0 16301 0 10504 0 188720 0 0 0 Joseph Campbell Chief Audit Compl. Officer 221510 0 50000 0 20519 0 23400 0 23111 0 338540 0 0 0 P ZAPPALA FORMER Sr. VP of Human Resource 552100 0 109500 0 365000 0 23400 0 2248 0 1052248 0 0 0 ROWENA BERGMANS VP-POPULATION HLTH 244207 0 100000 0 0 0 0 0 32940 0 377147 0 0 0 PART I, LINE 4 - RECEIVED SEVERANCE, SUPPLEMENTAL NQ RETIREMENT, EQUITY- BASED COMPENSATION SUPPLEMENTAL EXECUTIVE RETIREMENT PLANS: Western Connecticut Health Network (WCHN) established three separate Supplemental Executive Retirement Plans (SERP). These plans provide supplemental retirement benefits to key members of the executive group. Under the agreements for SERP Plans #1 and #2, amounts promised to eligible executives are based on targeted retirement benefits and the payment of benefits is subject to vesting. The benefits at the vested age are provided in the form of an actuarial equivalent lump sum plus a tax gross-up amount to the participants. WCHN has on its books an accrual for the participants of the SERP, which is maintained solely for accounting purposes and is unfunded. SERP Plan #1 - During the fiscal year ending September 30, 2016, Dr. Matthew Miller, Chief Medical Officer was the only participant. No payments were made to him. SERP Plan #2 - During the fiscal year ending September 30, 2016, no payments were made to either, Dr. John Murphy, President/CEO of WCHN and Steven H. Rosenberg, CFO of WCHN, participants of SERP Plan #2. SERP Plan #3 - Earnings and losses on the investments selected by participants of SERP Plan #3 are added to the balance of the account. During the fiscal year ending September 30, 2016, no payments were made to either Daniel DeBarba, Jr., Executive VP/President of Danbury Hospital and Michael Daglio, Chief Operating Officer, participants of SERP #3. PART I, LINE 6 - COMPENSATION CONTINGENT ON NET EARNINGS OR RELATED ORGANIZATION Summary of Executive Incentive Plan The Plan is administered by the Executive Compensation Committee (the Committee) of Western Connecticut Health Network, Inc (WCHN). Eligibility to participate in the Plan is limited to those exempt executives employed by WCHN and its subsidiaries (the Network) during the Plan year who are in positions in which their decisions, actions and counsel significantly affect the operations of the Network. The Committee, with input provided by senior management of the Network will determine which eligible executive employees of the Network will participate in the Plan. Prior to the beginning of each Plan year, or as soon thereafter as practicable, the Committee will establish target and maximum award opportunity for the participant, in the appropriate tier in the Plan, along with a team scorecard of Plan measures. Soon after the close of the Plan Year, actual organization and individual performance and results will be measured and assessed in comparison to published goals and expectations established for such Plan Year. Recommendations for individual incentive awards will be prepared and submitted to the Committee for evaluation and approval. Notwithstanding any other provision of the Plan, at the discretion of the Committee, awards may not be paid under the Plan for any Plan Year if the level of performance specified in one or more Network level "Circuit Breaker Goals" is not achieved during the Plan Year. PART III - ADDITIONAL INFORMATION The organization relied on a related organization, Western Connecticut Health Network, Inc. which used the following methods described below to establish top management's compensation: -Compensation committee. -Independent compensation. -Written employment contract. -Compensation survey or study. -Approval by board or compensation committee. A CHEFA RevBondsSeries H 060806186 20774ucl7 2006-03-16 40924665 See Part VI for purpose false false false B CHEFA (WCHN) Series M 060806186 20774U8A6 2011-07-13 45523137 See Part VI for purpose false false false C CHEFA (WCHN) Series N 060806186 20774YEJ2 2011-11-22 40735995 See Part VI for purpose false false false D CHEFA (WCHN) Series O 060806186 000000000 2015-05-08 122120000 See Part VI for purpose false false false A 1945000 0 42742900 0 2237472 0 606787 828469 0 39070172 0 0 2007 false false true true B 0 0 45576281 0 7328241 0 908228 0 0 37339812 0 0 2014 false false true true C 4375000 0 40735995 0 0 0 749768 0 0 0 39986227 0 2011 true false true true D 0 0 122120000 0 0 0 797294 0 0 0 121322706 0 2015 true false true true A false true true true false 0.00010 0.00010 false false false true B false false false false 0 false false false true C 0 D false false false false 0 false false false true A false false false true false false 0 false 0 false true B false false false true true false 0 false 0 false true C false true false false false false 0 false 0 false true D false true false false true false 0 false 0 false true A true B true C true D true SERIES H BONDS ($41,560,000): PROCEEDS FROM THE SALES OF SERIES H BONDS WERE USED, TOGETHER WITH OTHER MONIES AVAILABLE TO 1) FINANCE A PORTION OF THE COSTS OF THE SERIES H SERIES M BONDS ($46,030,000): SERIES N BONDS ($39,880,000): SERIES O BONDS ($122,120,000): Kaufman Hall Associates See Part V 599800 Consulting Firm false MAIN ELMOOD LLC SEE PART V 637810 RENTAL OF SPACE false FRONTIER COMMUNICATIONS SEE PART V 1002965 TELECOMMUN. SERVICES false Schedule L, Part IV, Col (c) During the year the following transactions are at arm's length, entered into the ordinary course of business and in compliance with the Organization's Conflict of Interest Policy: David M. Cyganowski, a director at Danbury Hospital is a shareholder of Kaufman Hall & Associates, Inc., which provides financial and forecasting services. ANTHONY RIZZO, JR., A DIRECTOR AT DANBURY HOSPITAL OWNS A BUILDING AT 70 MAIN STREET THAT DANBUY RENTS SPACE FROM. DANIEL MCCARTHY, A DIRECTOR AT DANBURY HOSPITAL SERVES AS THE PRESIDENT AND CEO OF FRONTIER COMMUNICATIONS, WHICH PROVIDES TELECOMMUNICATION SERVICES. FORM 990, PART VII (ADDT'L INFORMATION) For those officers and top 5 employees, for which only 40 hours is noted to reflect paid hours, actual hours worked exceeded this amount. Note: All amounts in column F, of Part VII, "Estimated Amount of Other Compensation", represent benefits, and do not reflect any compensation for which the average amount of time worked can be reflected. FORM 990, PART IX, COLUMN D ALTHOUGH CONTRIBUTIONS ARE REFLECTED ON LINE #1 OF PAGE #1 ON FORM 990, ALL FUNDRAISING EXPENSES WERE INCURRED BY THE WESTERN CONNECTICUT HEALTH NETWORK FOUNDATION, INC. Form 990, Part VI, Line 7A The sole member shall be responsible for electing, at the annual meeting of the membership, the members of the Board of Directors of the Hospital to serve for three year terms and until their successors are elected and have qualified. Form 990, Part VI, Section B, 12A, 13 and 14 The policies exist at the parent level, which are followed by each entity and are approved by the parent board, but not each individual board. This excludes the record retention policy, which is approved only by the parent audit committee. Form 990, Part III - PROGRAM SERVICE, Line 4A MEDICAL SERVICE LINE Danbury Hospital's Medical Service Line consists of the following services: Inpatient Cases: Gastrointestinal 1,833 Infectious Disease 1,079 Internal Medicine 698 Neurology Medicine 510 Renal/Urology Medicine 840 Pulmonary Medicine 1,423 All Other Inpatient 1,826 Outpatient Service Line Cases: O/P Medicine 9,465 O/P Medicine Comm. Clinic 21,385 O/P Medical Oncology 10,653 O/P Pulmonary Medicine 5,257 DIGESTIVE DISEASES: Our Digestive Disease Center is staffed by renowned fellowship-trained gastroenterologists. We use advanced diagnostic and treatment technology in a compassionate and supportive manner. The following services are provided: Ablation therapy for Barrett's esophagus, Colon cancer screening, Colonoscopy, Cryotherapy, Endoscopy, Endoscopic ultrasound and fine-needle aspiration,, Lactose tolerance testing, LINX Reflux Management System for treatment of GERD, Wireless capsule endoscopy and Laparoscopic fundoplication for GERD. INFECTIOUS DISEASE: Danbury Hospital's infectious disease specialists treat the full range of infectious diseases, including conditions caused by living organisms (bacteria, viruses, fungi and parasites), HIV, and related conditions, Lyme disease, chronic and wound-related infection, and travel-related infection. Our doctors have expertise in the proper use of antibiotics and other anti-infective medicines to treat disease and also collaborate with primary care doctors, specialists and surgeons to provide individualized treatment for each patient. INTERNAL MEDICINE: whatever your medical needs, Danbury Hospital provides expert care in the warm, focused and personal manner you deserve. Specialists in primary care, our family medicine physicians treat infants, children and adults of all ages. Services include preventive medicine (including vaccines and immunizations), diagnosis and treatment of chronic and acute illnesses and injuries, and coordination of specialty care. Our family physicians are trained to provide medical care for patients ranging in age from pediatrics through adult and geriatrics. NEUROLOGY AND STROKE: We offer expertise in treatment of neurological disorders, including stroke, epilepsy, headache, Parkinson's disease, Alzheimer's disease and Vertigo. One of the nation's first hospitals to earn primary stroke center accreditation from the Joint Commission and receive the silver performance award from the AHA's Stroke Association for the quality of care we provide. We have been regularly recognized by the Connecticut Department of Public Health for consistently demonstrating the ability to rapidly diagnose and treat stroke. Committed to remaining on the forefront of rapid and effective stroke care, we continue to incorporate the latest effective treatments. UROLOGY: Our expert urologists treat conditions such -Female urologic disorders, including urinary incontinence and voiding dysfunction -Infertility -Kidney, bladder, prostate and testicular cancer -Kidney stones -Male sexual difficulties -Prostate cancer -Urinary tract INFECTIONS -Vasectomy and vasectomy reversal Procedures we perform include: -Extracorporeal shock wave lithotripsy for kidney stones -Laparoscopic nephrectomy -Minimally invasive photo-vaporization of the prostate -Minimally invasive surgical treatment for female incontinence -Pyeloplasty PULMONOLOGY: We offer outstanding diagnosis, treatment and care for patients with all types of pulmonary conditions. We perform specialized services, such as cardiopulmonary exercise testing to measure degree of fitness and aid in the assessment of shortness of breath; specific diagnostic asthma testing; and testing to determine the need for supplemental oxygen for everyday living and air travel. All programs are administered consistent with Danbury Hospital's financial assistance policy. Form 990, Part III - PROGRAM SERVICE ACCOMPLISHMENTS SURGERY SERVICE LINE INPATIENT CASES: MAJOR JOINT REPLACEMENT 900 TRAUMA SURGERY 602 MINOR GI SURGERY 249 GENERAL SURGERY 344 UROLOGY SURGERY 163 COLON/BOWEL SURGERY 240 OBESITY SURGERY 136 SPINAL SURGERY 389 ALL OTHER INPATIENT SURGERY 624 OUTPATIENT SERVICE LINE CASES: ABDOMEN GI SURGERY 1,200 BREAST SURGERY-NON PLASTIC 269 ENDOSCOPY 11,900 MISC. GENERAL SURGERY 3,765 ORAL SURGERY 91 OPTHALMOLOGY 641 UROLOGY 978 PAIN INJECTION PROCEDURES 646 HEAD/NECK SURGERY 1,207 PLASTIC SURGERY 1,012 ALL OTHER OUTPATIENT SURGERY 1,342 GENERAL SURGERY: Danbury Hospital's surgeons are continually recognized for their experience, excellent outcomes, and expertise in minimally invasive surgical techniques. Here are just some of the awards we've been privileged to receive: -Intersocietal Accreditation Commission's Vein Center Accreditation for the Vascular Surgical Service (2015) -Participant, Institute for Healthcare Improvements International Joint Replacement Learning Community (2014) -Member, Institute for Healthcare Improvement's International Joint Replacement Learning Community (2015) Joint Commission Top Performer, America's Improving Quality and Safety (2014/13) -Top 100 Community Value Leadership Award for providing high-quality, high-value service at an appropriate cost, from Cleverly and Associates (2014) -Top 100 Great Community Hospitals from Becker's Hospital Review (2012) -Recertification, Joint Commission Disease Specific Certification in Hip Arthroplasty, Knee Arthroplasty and Spine Surgery (2015) -The Center for Weight Loss Surgery has been named the Comprehensive Center with the Metabolic and Bariatric Surgery Accreditation and Quality Improvement Program (MBSAQIP) (2015 - 2018) -A Bariatric Center for Excellence under The Optum Clinical Science Institute (CSI) (2015) -Recipient of The Aetna Institute of Quality Bariatric Designation (2015) At Danbury Hospital our expert surgeons excel at using advanced technology to perform minimally invasive procedures, allowing patients to undergo surgery with less pain, shorter hospital stays, and quicker recovery periods. Surgeons use very small incisions, meaning less trauma to the body, less blood loss, smaller scars and a lower need for pain medication. Our surgeons have been recognized for excellence in laparoscopic techniques performed in many surgical specialties including weight loss, colorectal, and general surgical procedures. For robotic surgery, we use the latest, most advanced robotic technology available, the da Vinci surgical system. We are committed to staying at the forefront of innovation, equipping our surgeons with sophisticated technology so they can offer innovative surgical procedures here in our community. Our da Vinci surgical system gives surgeons better visualization and tools that improve dexterity. With more control they can operate with greater precision. Our doctors use this advanced technology to perform a wide range of procedures, including single-incision robotic surgery. As a Level II Trauma Center, Danbury Hospital's team of board certified surgeons provide immediate, 24/7 care for acute and life-threatening injuries to children and adults. ORTHOPEDIC SURGERY: Our Center for Advanced Orthopedic and Spine Care has earned the "Center of Excellence" designation from the Joint Commission for providing comprehensive, multidisciplinary care, including hip, knee, shoulder, and ankle replacement. Our Danbury Hospital orthopedic surgeons offer a wide array of joint replacement procedures. Our continuum of care includes: A care coordinator who provides education and guidance every step of the way, pre-op through your rehabilitation. Pre-admission testing in our dedicated unit, designed to meet the unique needs of joint replacement patients and families. Services include individualized patient education, nursing and anesthesia assessments, and collaboration with you on planning a pain management program for your surgical recovery. Dedicated orthopedic operating rooms and clinical support staff. A comfortable orthopedic recovery unit with physician assistants, nursing and rehabilitation staff specially trained to care for total joint replacement patients. -Advanced, digital diagnostic imaging technology. -Acute in-hospital therapy -Outpatient physical and occupational -Access to home care services with Western Connecticut Home Care (formerly DVNA). DIGESTIVE DISEASE: Our expert general and digestive disease surgeons specialize in major and minor surgical procedures of the abdomen, digestive tract, endocrine system, breasts, skin and blood vessels. UROLOGIC SURGERY: Danbury Hospital urologists are known nationally for innovation. Procedures performed include: Extracorporeal shock wave lithotripsy for kidney stones; Laparoscopic nephrectomy, Minimally invasive photo-vaporization FORM 990, PART VI, LINE 2 - BUSINESS OR FAMILY RELATIONSHIP OF OFFICERS, DIRECTORS, ETC. Richard Jabara and Ervin Shames, both directors of Danbury Hospital have a business relationship. FORM 990, PART VI, LINE 4 - SIGNIFICANT CHANGES TO ORGANIZATIONAL DOCUMENTS CHANGES IN GOVERNING DOCUMENTS FORM 990, PART VI, QUESTION 4 THE FOLLOWING SIGNIFICANT CHANGES WERE MADE TO THE BYLAWS OF DANBURY HOSPITAL FOR THE FISCAL YEAR ENDED SEPTEMBER 30, 2016: SECTION 3.2. THIS SECTION OF THE BYLAWS OUTLINES THE NUMBER AND COMPOSITION OF THE BANBURY HOSPITAL BOARD OF DIRECTORS. THIS SECTIONS WAS AMENDED TO REMOVE THE REQUIREMENT THAT DANBURY HOPSITAL'S BOARD OF DIRECTORS MUST, AT ALL TIMES, INCLUDE AT LEAST TWO INDIVIDUALS WHO ALSO SERVES AS DIRECTORS OF THE MEMBER (WESTERN CONNECTICUT HEALTH NETWORK) AND THE NORWALK ASSOCIATION (A RELATED ORGANIZATION). SECTION 5.5. THIS SECTION OF THE BYLAWS OUTLINE THE POWERS AND RESPONSIBILITIES OF THE PRESIDENT. THIS SECTION WAS AMENDED TO REMOVE THE REQUIREMENT THAT THE PRESIDENT SHALL BE THE SAME INDIVIDUAL SERVING AS THE PRESIDENT OF THE NORWALK HOSPITAL ASSOCIATION. FORM 990, PART VI, LINE 5 - EXPLANATION OF CLASSES OF MEMBERS OR SHAREHOLDER WESTERN CONNECTICUT HEALTH NETWORK, INC. IS THE SOLE MEMBER OF DANBURY HOSPITAL. FORM 990, PART VI, LINE 7B - DECISIONS OF GOVERNING BODY APPROVAL BY MEMBERS OR SHAREHOLDERS Certain fundamental decisions to be undertaken by the Hospital require the approval of the Member. a) The actions listed below, taken for the Hospital or in its capacity voting as a shareholder or member of a subsidiary ("Danbury Subsidiary") shall not require approval by the Board and are reserved solely to the Member: -The amendment of the Hospital's bylaws; -The election or removal of a director; -Approval of investment policies; -Approval of the adoption of or amendment to any qualified or any non-qualified benefit plan; -Approval of the adoption of or any amendment to the policies and procedures governing a) indemnification of directors and officers of the Hospital or any Danbury Subsidiary; b) conflicts or dualities of interest; c) accounting and investment standards and practices and d) such other policies the Member may determine; -Approval of system-wide quality, performance and credentialing standards and procedures to which the Hospital or any Danbury Subsidiary is expected to adhere; and -Approval of regulatory compliance and methodology for physician compensation arrangements. The actions listed below, taken for the Hospital or in its capacity voting as a shareholder or member of a Danbury Subsidiary, which require approval of the Board, must also be approved by the Member: -The election and removal of a director of a Danbury Subsidiary; -The election of the officers of the Hospital; -Approval of all operating and capital budgets of the Hospital and Danbury Subsidiary; -Approval of any amendment or restatement of the Hospital's certificate of incorporation, bylaws, or operating agreement of any Danbury Subsidiary; -Approval of any sale, lease, exchange, or other disposition of all or substantially all the property or assets of the Hospital or any Danbury Subsidiary; -Approval of the creation of any corporation of which the Hospital or a Danbury Subsidiary is the sole or controlling member or sole or controlling shareholder; THe merger or consolidation of the Hospital or any Danbury Subsidiary with another corporation;and the reorganization, liquidation or dissolution of the Hospital or any Danbury Subsidiary; -Approval of any loans by the Hospital or any Danbury Subsidiary,or the incurring of any indebtedness, secured or unsecured, which exceeds two million dollars ($2.0 million) or which has a term longer than one year; -Approval of unbudgeted expenditures in excess of two million dollars ($2.0 million) or any increase in any approved annual operating or capital budget. -Approval of any agreement or transaction of the Hospital or any Danbury Subsidary involving an amount greater than two million dollars ($2.0 million)with another individual or entity; -Approval of the affiliation of the Hospital or any Danbury Subsidiary with any other entity for the purposes of the joint conduct of business; -Creation of any committee which shall have the authority to act on behalf of the Board or on behalf of any Danbury Subsidiary; -Approval of any conveyance of, or the granting of mortgages or trusts on any real property assets of the Hospital or of any Danbury Subsidiary; -Approval of the strategic plan of the Hospital and of any Danbury Subsidiary; and -Approval of any commencement, cessation, location, relocation or consolidation of significant clinical services provided by the Hospital or any Danbury Subsidiary. FORM 990, PART VI, LINE 11B - FORM 990 REVIEW PROCESS Steven Rosenberg, SVP/CFO of Western Connecticut Health Network, Inc., will review the 990 prior to it being sent to the IRS. A preliminary 990, is presented to the Audit Committee in June, who reviews it on behalf of the Board. E&Y is on hand to review the 990 with the Audit Committee and answer any questions. Prior to the 990 being filed with the IRS, the Board will receive a full and accurate copy on a secured website for their review. FORM 990, PART VI, LINE 12C - EXPLANATION OF MONITORING AND ENFORCEMENT OF CONFLICTS The Organization's Process for Monitoring and Enforcing Conflicts of Interest The Western Connecticut Health Network and its affiliates' (The Network) Conflict of Interest Policy provides that annually, its Representatives shall sign a statement affirming that they disclosed all potential conflicts, as documented in the Conflict of Interest Policy. In addition, General Counsel is part of the routine contracts review process and watches for potential conflicts with any of The Network's Representatives. Who Is Covered By the Policy The Network's Conflict of Interest Policy covers each director, officer and manager of The Network, also referred to as "Representatives". Level At Which Determinations of Whether There Is a Conflict In connection with any actual or possible conflict of interest, an interested person must disclose the facts of the conflict. The Compliance Officer and the Audit Committee review and evaluate each disclosure to determine if there is a conflict of interest. After presentation of a potential transaction or arrangement is made by an interested person, the remaining disinterested Board or Committee members shall decide if a conflict of interest exist. Level That Reviews and Determines What To Do If There Is a Conflict After exercising due diligence the full Board would determine what actions should be taken for all conflicts by Officers and Directors. Any conflicts occurring by a manager are reviewed by the Compliance Committee to determine what further action should be taken. Restrictions on The Conflicted Person No director having a conflict of interest on any matter shall vote on that matter or be counted in determining the quorum for the meeting at which the vote is taken, even when permitted by law. No Representative having a conflict of interest on any matter shall use his or her personal influence on the matter. If the Board of Directors, in its sole discretion, determines that any Representative has conflicts of interest sufficient in number and/or importance that the effectiveness of such individual on behalf of The Network may be significantly impaired, the Board may ask the individual to resign. FORM 990, PART VI, LINE 15B - COMPENSATION REVIEW & APPROVAL PROCESS - OFFICERS & KEY EMPLOYEES Compensation for Other Officers and Key Employees: In order to achieve its mission and its overall performance objectives, Western Connecticut Health Network, Inc. employs a performance-based total compensation program for its senior executives that is market competitive, compliant with regulatory guidelines, and representative of best practices. Eligible executives are generally direct reports of the CEO along with other executives designated by the CEO. To meet Western Connecticut Health Network Inc.'s total compensation objectives for executives, the following survey sources are used for comparison purposes: -Blend of national Confidential Source, IHS, and Hay Group points, health care data (where data available), plus 15% geographic differential. Title match data cuts selected based on revenue size. -For Physician executives, surveys covering physician compensation in accredited medical schools (AAMC) are used in combination with proprietary surveys compiled by nationally known consulting firm, Sullivan Cotter and the Medical Group Management Association (MGMA). Western Connecticut Health Network, Inc. targets cash compensation at market competitive levels. Base salary plus short-term (annual) incentive awards (total cash) approximates a range between the 50th and 75th percentiles for total cash competition. Executive performance is expected to meet or exceed predetermined operational and financial metrics. Other factors, such as competitive market forces, job performance, unique qualifications, and/or individual job responsibilities are also considered in Western Connecticut Health Network, Inc's executive compensation decisions. Roles of the Compensation Committee and Key Executives in the Executive Compensation Process - The Compensation Committee in consultation with the CEO and the SVP Human Resources (HR) selects the outside compensation consultants. The current consultant is the Korn Ferry Hay Group, whose purpose is to provide a valid independent assessment of the relevant market rates and pay practices for health care executives, physician executives and for physicians in general. - The compensation consulting firm compiles appropriate market data, job evaluation and ranking information for all executives and physicians of the organization, excluding the CEO, and will supply this material to the CEO and SVP HR for review and agreement. Once the report is final, it will be supplied to the Compensation Committee for their consideration and acceptance. -The Compensation Committee determines the CEO's salary based on overall performance and market data supplied by the outside compensation consultant. The last executive compensation evaluation by an outside consultant was done in December, 2016. FORM 990, PART VI, LINE 19 - OTHER ORGANIZATION DOCUMENTS PUBLICLY AVAILABLE THE governing documents, CONFLICT OF INTEREST POLICY AND FINANCIAL STATEMENTS ARE AVAILABLE TO THE PUBLIC UPON REQUEST. Form 990, Part VII - COMPENSATION EXPLANATION DANIEL DEBARBA, JR. (TO 6/1) EFFECTIVE JUNE 1, 2016, DANIEL DEBARBA RESIGNED AS PRESIDENT OF DANBURY HOSPITAL. JOHN MURPHY, IN ADDITIONA TO BEING THE PRESIDENT AND CEO OF WESTERN CONNECTICUT HEALTH NETWORK, INC., ALSO BECAME PRESIDENT OF DANBURY HOSPITAL. ANTHEA DISNEY (FROM 1/1) ANTHEA DISNEY BECAME CHAIRMAN OF THE BOARD ON JANUARY 1, 2016, REPLACING JAMES KENNEDY. SPENCER HOULDIN (FROM 1/1) SPENCER HOULDIN BECAME SECRETARY OF THE BOARD ON JANUARY 1, 2016, REPLACING JOSEPH D. SKRYZYPCZAK. BRIAN C. WHITE (FROM 1/1) BRIAN C. WHITE BECAME VICE CHAIRMAN OF THE BOARD ON JANUARY 1, 2016. JAMES VARRONE (TO 9/23) JAMES VARRONE, VICE PRESIDENT OF THE SUPPLY CHAIN WAS TERMINATED ON 9/23/2016. RUTH GREGORY IS FILLING THIS POSITION IN THE INTERIM. Form 990, Part XI, Line 9 Other Changes In Net Assets Or Fund Balances CAPTIVE UBI . . . . . . . . . . . . . . . . . . . . . . . $ -518,460. CHANGE IN EQUITY INTEREST OF WCHNIC. . . . . . . . . . . . 9,585,505. CHANGE IN INVESTMENT OF DH & NMH FOUNDATION. . . . . . . . -4,523,594. EQUITY TRANSFER TO BSI-W/O OF INTERCOMPANY. . . . . . . . -5,422. EQUITY TRANSFER TO WCHN-W/O OF INTERCOMPANY. . . . . . . . -30,613,147. EQUITY TRANSFER TO WCMG-W/O OF INTERCOMPANY. . . . . . . . -9,466,198. EQUITY TRF. FOR PROJECT CREDIT. . . . . . . . . . . . . . 423,080. _____________________ Total $-35,118,336. Total $-35,118,336. 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