2011-08-12T14:01:19-05:00 2010-09-30 ERNST & YOUNG LLP US 111 MONUMENT CIRCLE STE 2600 INDIANAPOLIS IN 46204 990 2009-10-01 222529464 YALE-NEW HAVEN HEALTH SERVICES CORP YALE 2036882069 789 HOWARD AVENUE NEW HAVEN CT 06519 JAMES STATEN 2036882069 2011-07-29 false 2011-08-12 2009 2016-02-24 21:20:13Z MARNA BORGSTROM 789 HOWARD AVENUE NEW HAVEN CT 06519 313353493 false X WWW.YNHHS.ORG X 1983 CT TO PROMOTE CHARITABLE, SCIENTIFIC AND EDUCATIONAL ACTIVITIES. 16 15 645 967065 51655 0 148134126 158105995 1362547 1588405 460440 3782004 149957113 163476404 0 0 68412795 79466280 0 0 76179321 76634500 144592116 156100780 5364997 7375624 153838105 172771446 64052542 76910589 89785563 95860857 TO PROMOTE CHARITABLE, SCIENTIFIC AND EDUCATIONAL ACTIVITIES. false false 127128465 159962169 SEE SCHEDULE O YALE NEW HAVEN HEALTH SYSTEM (YNHHS) FORMED IN 1996 TO ENHANCE THE QUALITY OF HEALTH CARE AND SCOPE OF SERVICES AVAILABLE TO RESIDENTS OF CONNECTICUT, EASTERN NEW YORK, SOUTHWESTERN RHODE ISLAND AND BEYOND. YNHHS INCLUDES FOUR CORPORATE DELIVERY NETWORKS: YALE-NEW HAVEN HOSPITAL, BRIDGEPORT HOSPITAL, GREENWICH HOSPITAL, AND THE NORTHEAST MEDICAL GROUP, AS WELL AS A NETWORK PARTICIPANT, THE WESTERLY HOSPITAL IN RHODE ISLAND. YNHHS AND YALE UNIVERSITY HAVE A FORMAL AFFILIATION AGREEMENT TO SUPPORT PATIENT CARE, MEDICAL EDUCATION AND CLINICAL RESEARCH. YALE NEW HAVEN HEALTH SYSTEM IS CONNECTICUT'S LEADING HEALTHCARE SYSTEM, WITH 13,838 EMPLOYEES. YNHHS - THROUGH YALE-NEW HAVEN, BRIDGEPORT AND GREENWICH HOSPITALS AND THEIR AFFILIATED ORGANIZATIONS - PROVIDES COMPREHENSIVE, COST-EFFECTIVE, ADVANCED PATIENT CARE CHARACTERIZED BY SAFETY, QUALITY AND SERVICE. THE THREE DELIVERY NETWORKS HAVE A COMBINED TOTAL OF 1,597 LICENSED BEDS (INCLUDING BASSINETS), 89,129 INPATIENT DISCHARGES, 1.2 MILLION OUTPATIENT ENCOUNTERS AND A MEDICAL STAFF OF 5,134. YALE NEW HAVEN HEALTH OFFERS PATIENTS A RANGE OF HEALTHCARE SERVICES, FROM PRIMARY CARE TO THE MOST COMPLEX CARE AVAILABLE ANYWHERE IN THE WORLD. INPATIENT AND AMBULATORY CLINICAL SERVICES INCLUDE: PRIMARY AND PREVENTATIVE CARE, SPECIALTY, ACUTE AND SUB-ACUTE CARE, COORDINATION OF POST HOSPITAL CARE, INCLUDING REHABILITATIVE, LONG-TERM AND HOME CARE. YNHHS OPERATES UNDER A SHARED GOVERNANCE MODEL THAT HAS BUILT TRUST AMONG ITS MEMBER ORGANIZATIONS AND HAS CONTRIBUTED TO THE SUCCESS OF THE SYSTEM. EACH DELIVERY NETWORK HAS ITS OWN BOARD OF DIRECTORS AND THERE IS A SYSTEM BOARD OF DIRECTORS MADE UP OF REPRESENTATIVES FROM EACH DELIVERY NETWORK. WHEN THE SYSTEM FIRST FORMED, ITS UNDERLYING STRATEGY WAS TO CREATE ECONOMIES OF SCALE AND STRENGTHEN MANAGED CARE CONTRACTING, BUT AS IT MATURED, YNHHS HAS MOVED FROM RESPONDING TO THE ENVIRONMENT TO SHAPING THE FUTURE. YNHHS' VISION IS TO BE THE PREFERRED, COMPREHENSIVE HEALTH SYSTEM RECOGNIZED FOR EXCELLENCE IN ADVANCED PATIENT CARE, SAFETY, CLINICAL QUALITY AND SERVICE, PERFORMING IN A FINANCIALLY RESPONSIBLE MANNER, AND PROVIDING LEADERSHIP IN ADVANCING HEALTHCARE REFORM. PATIENT CARE SAFETY AND CLINICAL QUALITY PUBLICLY REPORTED MEASURES - YNHHS CONTINUED TO TRACK AND MONITOR INTERNAL PERFORMANCE ON MORE THAN 60 METRICS RELATED TO PATIENT CARE SAFETY AND CLINICAL QUALITY, AND TARGETED CERTAIN ADVANCED HEART CARE PERFORMANCE MEASURES FOR IMPROVEMENT. FOR THE FIRST TIME, YALE-NEW HAVEN HOSPITAL (YNHH) CONSISTENTLY ACHIEVED PERFORMANCE ON CARE FOR PATIENTS WITH HEART FAILURE THAT WAS GREATER THAN 93% THROUGHOUT THE YEAR AND ENDED THE YEAR AT 97%. ALSO FOR THE FIRST YEAR, THE DELIVERY NETWORKS HAVE EACH ACHIEVED CONSISTENTLY STRONG PERFORMANCE THROUGH THE ENTIRE YEAR FOR METRICS RELATED TO SURGICAL CARE MEASURES. YNHHS HOSPITALS ALSO IMPROVED PERFORMANCE ON TWO KEY OUTCOMES MEASURES FOR PATIENTS WITH HEART FAILURE, HEART ATTACK AND PNEUMONIA. THIRTY-DAY READMISSION RATES WERE COMPARED TO THE U.S. NATIONAL RATE FOR PATIENTS WITH HEART FAILURE AND PNEUMONIA. THESE RATES REFLECT PATIENTS WHO ARE READMITTED WITHIN 30 DAYS OF BEING DISCHARGED FROM THE HOSPITAL AND TAKE INTO ACCOUNT HOW SICK PATIENTS WERE BEFORE BEING ADMITTED. FOR 30-DAY READMISSIONS FOR PATIENTS WITH HEART FAILURE AND PNEUMONIA, BRIDGEPORT HOSPITAL (BH) AND GREENWICH HOSPITAL (GH) CONTINUED THEIR STRONG PERFORMANCE IN THAT THEIR READMISSION RATES MET EXPECTED LEVELS BASED ON NATIONAL BENCHMARKS. A SECOND REPORTED MEASURE CONSIDERS 30-DAY MORTALITY, WHEN PATIENTS DIE WITHIN 30 DAYS OF THEIR ADMISSION TO A HOSPITAL. YNHH JOINED THE SMALL GROUP OF HOSPITALS NATIONALLY THAT DEMONSTRATED SUPERIOR PERFORMANCE ACROSS ALL THREE MORTALITY MEASURES TRACKED BY THE CENTERS FOR MEDICARE AND MEDICAID SERVICES (CMS)-HEART ATTACK, HEART FAILURE AND PNEUMONIA MORTALITY. INFECTION PREVENTION - YNHHS HOSPITALS PERFORMED PARTICULARLY WELL ON MEASURES RELATED TO REDUCING HOSPITAL-ACQUIRED INFECTIONS. RECENT DATA FOR ICU PATIENTS SHOW BH AT 1.0 CATHETER-RELATED BLOOD STREAM INFECTIONS (BSIS) PER 1,000 CENTRAL LINE DAYS, AND YNHH AT 1.2, WHICH WERE CONSISTENT WITH NATIONAL BENCHMARKS. JOSEPH A. ZACCAGNINO PATIENT CARE SAFETY AND CLINICAL QUALITY CONFERENCE - MORE THAN 500 EMPLOYEES FROM THE THREE DELIVERY NETWORKS ATTENDED THE JOSEPH A. ZACCAGNINO PATIENT SAFETY AND CLINICAL QUALITY CONFERENCE IN MAY. AN OUTSTANDING NUMBER OF TEAMS (77) SUBMITTED ABSTRACTS ON PROJECTS COMPLETED DURING THE YEAR. PROJECTS WERE AIMED AT IMPROVING PATIENT CARE SAFETY AND/OR CLINICAL QUALITY, AND RANGED FROM REDUCING PATIENT FALLS FOR CARDIOLOGY PATIENTS TO IMPROVING THE SURGICAL SPECIMEN PROCESS. AWARDS WERE GIVEN TO BRIDGEPORT HOSPITAL FOR "REDUCING PATIENT FALLS ON RICHARDSON 10," GREENWICH HOSPITAL FOR "USING LEAN TOOLS TO REDESIGN THE SURGICAL SPECIMEN PROCESS," AND YALE-NEW HAVEN HOSPITAL FOR "REDUCING WAIT TIMES IN A RESIDENT CONTINUITY CLINIC." OPERATIONS IMPROVEMENT ELECTRONIC INTEGRATION - THE DELIVERY NETWORKS, YALE MEDICAL GROUP (YMG) AND THE COMMUNITY PHYSICIANS THAT PRACTICE IN YNHHS HOSPITALS HAVE DISPARATE INFORMATION SYSTEMS FOR TRACKING AND MANAGING PATIENT CARE. IN JULY, YNHHS, THE DELIVERY NETWORKS, AND YMG MADE THE DECISION TO REPLACE THEIR EXISTING INDIVIDUAL INFORMATION SYSTEMS WITH ONE INTEGRATED SYSTEM, EPIC, WHICH WILL ALLOW CAREGIVERS TO PROVIDE ONE STANDARD OF CARE ACROSS THE ENTERPRISE THAT IS SAFER, MORE EFFECTIVE AND EFFICIENT. ALTHOUGH THE INVESTMENT REQUIRED IS SIGNIFICANT, THE VISION OF "ONE PATIENT, ONE RECORD" WILL POSITION THE ENTERPRISE FOR THE FUTURE AND SUPPORT HIGH QUALITY AND SAFE CARE FOR ALL PATIENTS. VIPER - THE FIRST INTEGRATED DATA REPOSITORY FOR ALL CLINICAL AND BUSINESS DATABASES ACROSS YNHHS WAS INITIATED. THE REPOSITORY, CALLED VIPER, WILL BE USED FOR ORGANIZATIONAL SCORECARDS, ANALYTIC REPORTS, AND DISTRIBUTION OF AD HOC ANALYSES. THIS DATA WAREHOUSE WILL BE LINKED WITH EPIC AND, ULTIMATELY, YALE SCHOOL OF MEDICINE DATABASES FOR SEAMLESS SCORECARDS AND REPORTS NECESSARY TO DRIVE PERFORMANCE. SUPPLY CHAIN INTEGRATION - IN JANUARY, THE PROCUREMENT AND SUPPLY CHAIN ANALYTICS ACTIVITIES FOR THE THREE SYSTEM HOSPITALS BECAME PART OF A NEWLY CREATED CORPORATE PROCUREMENT DEPARTMENT WITHIN THE YALE NEW HAVEN HEALTH SYSTEM SUPPLY CHAIN DIVISION. WITH THEIR INCLUSION, THE DIVISION WILL TAKE ON A MORE SIGNIFICANT AND STRATEGIC ROLE IN REGIONAL SUPPLY CHAIN ACTIVITIES. "MOST WIRED" RECOGNITION - YNHH AND GH WERE RECOGNIZED AGAIN AS "MOST WIRED" BY HOSPITALS AND HEALTH NETWORKS MAGAZINE. THE AWARD RECOGNIZES THE TOP 100 HOSPITALS NATIONALLY THAT HAVE INVESTED IN AND SUCCESSFULLY LEVERAGED LEADING-EDGE TECHNOLOGY IN THE AREAS OF SAFETY AND QUALITY, CUSTOMER SERVICE, PUBLIC HEALTH AND SAFETY, WORKFORCE MANAGEMENT AND BUSINESS PROCESSES. GH WAS RECOGNIZED FOR THE TENTH TIME AND YNHH WAS RECOGNIZED FOR THE ELEVENTH TIME. BOTH HOSPITALS WERE ALSO RECOGNIZED AS BEING "MOST WIRELESS." TOP 100 SYSTEMS - YALE NEW HAVEN HEALTH SYSTEM WAS AGAIN NAMED TO THE TOP 100 INTEGRATED HEALTHCARE NETWORKS IN THE COUNTRY BY VERISPAN, BASED ON CLINICAL AND FINANCIAL PERFORMANCE. REFLECTING THE SYSTEM'S DEGREE OF INTEGRATION IN AREAS SUCH AS SERVICES AND ACCESS, INTEGRATED TECHNOLOGY, OUTPATIENT UTILIZATION, FINANCIAL STABILITY AND CONTRACT CAPABILITIES, AS WELL AS OTHER KEY METRICS, YNHHS INCREASED ITS RANKING TO 57 FROM 100 LAST YEAR. PROVIDER OF CHOICE CLINICAL SERVICES - ONGOING ENHANCEMENTS WERE MADE TO YNHHS CLINICAL NETWORKS, INCLUDING ONCOLOGY AND TELE-STROKE. THE YALE NEW HAVEN CANCER NETWORK FOCUSED ON KEY INITIATIVES, INCLUDING IMPLEMENTATION OF STRATEGIES FOR CREATING A PRESENCE IN GREENWICH SUCH AS HIRING OF A YALE-TRAINED RADIATION ONCOLOGIST IN JULY AND EXPANDING GH'S PROVIDER-BASED ONCOLOGY PROGRAM. FY 2010 ALSO SAW THE CONTINUATION OF THE COLLABORATION WITH BRIDGEPORT HOSPITAL WHICH HAS RESULTED IN THE REVITALIZATION OF THE RADIATION ONCOLOGY PROGRAM IN THE AREA AND THE DESIGN OF THE NEW RADIATION ONCOLOGY CENTER IN TRUMBULL. SHARON HOSPITAL JOINED THE TELE-STROKE NETWORK WHICH PROVIDES SHARON HOSPITAL'S EMERGENCY DEPARTMENT PATIENTS WITH IMMEDIATE ACCESS TO YNHH NEUROLOGISTS TO ASSIST IN THE DIAGNOSIS AND TREATMENT OF STROKE. NORTHEAST MEDICAL GROUP (NEMG) - RECOGNIZING THE IMPORTANCE OF BETTER ALIGNMENT OF HEALTH CARE SERVICES WITHIN THE DELIVERY NETWORKS AND ACROSS THE SYSTEM, THE NORTHEAST MEDICAL GROUP WAS ESTABLISHED TO PROVIDE AN OPTION FOR PHYSICIANS SEEKING ASSISTANCE WITH CLINICAL QUALITY AND PRACTICE MANAGEMENT. APPROXIMATELY 200 PHYSICIANS AND MIDLEVEL PROVIDERS EMPLOYED IN EACH DELIVERY NETWORK -YNHH, BRIDGEPORT AND GREENWICH CAME TOGETHER TO FORM NEMG. NEMG IS CURRENTLY IN DISCUSSIONS WITH MORE THAN 60 ADDITIONAL PHYSICIANS WHO HAVE EXPRESSED INTEREST IN BECOMING MEMBERS. NEMG WILL POSITION THE SYSTEM FOR CONTINUED SUCCESS UNDER HEALTH CARE REFORM AND PROVIDE CLINICIANS WITH IMMEDIATE ECONOMIES OF SCALE AND RECRUITMENT ASSISTANCE IN ADDITION TO OTHER ADVANTAGES. 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BORGSTROM 0 340,577 0 RICHARD D'AQUILA 0 210,087 0 JAMES M. STATEN 0 180,953 0 WILLIAM S. GEDGE 0 134,257 0 KEVIN A. MYATT 0 122,118 0 MARK L. ANDERSEN 0 121,323 0 WILLIAM J. ASELTYNE 0 95,162 0 EUGENE J. COLUCCI 0 94,844 0 PATRICK MCCABE 0 95,525 0 STEPHEN A. ALLEGRETTO 0 88,446 0 DAVID WURCEL 0 83,885 0 NANCY LEVITT-ROSENTHAL 0 71,678 0 VINCENT TAMMARO 0 19,740 0 JOSEPH E. JANELL 0 70,566 0 LYN S. SALSGIVER 0 60,900 0 JAMES B. MORRIS 0 63,101 0 MELISSA B. TURNER 0 52,505 0 NON-FIXED PAYMENTS PROVIDED SCHEDULE J, PAGE 1, PART I, LINE 7 THE SHORT TERM INCENTIVE PLAN (STIP) IS A VARIABLE COMPENSATION PLAN WHICH PROVIDES ONE-TIME PAYMENTS TO ELIGIBLE MEMBERS OF MANAGEMENT IN RECOGNITION OF THE ACCOMPLISHMENT OF KEY ORGANIZATIONAL AND INDIVIDUAL PERFORMANCE OBJECTIVES. PERFORMANCE LEVELS ARE ESTABLISHED AND REVIEWED ANNUALLY AT THRESHOLD, TARGET AND MAXIMUM LEVELS, ACCORDING TO PLANNED "STRETCH" GOALS AND OBJECTIVES. INCENTIVE AWARD OPPORTUNITIES ARE ESTABLISHED ACCORDING TO MARKET PRACTICES BASED ON EACH ELIGIBLE POSITION'S RESPONSIBILITIES, PERFORMANCE AND LEVEL OF AUTHORITY. PERFORMANCE RELATIVE TO STIP AWARD OPPORTUNITIES INCORPORATES A BROAD SPECTRUM OF PRE-DEFINED FINANCIAL AND NON-FINANCIAL METRICS THAT ARE ALIGNED WITH ORGANIZATIONAL MISSION AND VALUES. OTHER ADDITIONAL INFORMATION SCHEDULE J, PART III SCHEDULE J, PART I. LINE 4B: THE INDIVIDUALS LISTED ABOVE ARE PARTICIPANTS IN A SUPPLEMENTAL NONQUALIFIED RETIREMENT PLAN. THESE ACCRUALS ARE INCLUDED IN THE AMOUNTS REPORTED IN PART II, COLUMN C (DEFERRED COMPENSATION)AND REPRESENTS BOTH THE REPORTING ENTITY'S AND RELATED ENTITY'S COMBINED AMOUNTS THAT HAVE NOT YET BEEN VESTED CONSISTENT WITH THE COMPENSATION REPORTING PER IRS. INDIVIDUALS LISTED BELOW BECAME VESTED DURING THE REPORTING YEAR. INCLUDED IN SECTION II, COLUMN B (III) ARE AMOUNTS VESTED DURING THE 2009 CALENDAR YEAR THAT WERE RECOGNIZED AS TAXABLE EVENTS AND REPORTED IN THE INDIVIDUALS' 2009 CALENDAR YEAR FORM W-2S. THESE AMOUNTS INCLUDE ACCUMULATIONS OF FUTURE BENEFITS THAT FOR CERTAIN INDIVIDUALS INCLUDE MULTIPLE YEARS OF SERVICE LEADING UP TO THE VESTING OF BENEFITS THAT OCCURRED IN THE 2009 CALENDAR YEAR. ACCORDINGLY, THOSE AMOUNTS INCLUDED IN COLUMN B (III) THAT WERE RECOGNIZED AS 2009 CALENDAR YEAR VESTED AMOUNTS THAT WERE PREVIOUSLY REPORTED ON PRIOR YEARS' FORM 990 AS DEFERRED COMPENSATION HAVE BEEN IDENTIFIED IN COLUMN F. PETER HERBERT 2,469,571 GAYLE CAPAZZALO 2,650,943 ROBERT TREFRY 198,840 FRANK CORVINO 4,800,495 QUINTON FRIESEN 2,151,433 THE SUPPLEMENTAL RETIREMENT INCOME PLAN (SRIP) IS DESIGNED TO ENSURE THE PAYMENT OF A COMPETITIVE LEVEL OF RETIREMENT INCOME WHEN ADDED TO OTHER SOURCES OF RETIREMENT INCOME IN ORDER TO ATTRACT AND RETAIN KEY MANAGEMENT EMPLOYEES SERVING AS CORPORATE OFFICERS. THE PLAN PROVIDES SUPPLEMENTAL RETIREMENT INCOME THROUGH AN UNFUNDED, NONQUALIFIED DEFERRED COMPENSATION ARRANGEMENT UNDER SECTION 457(F) AND THROUGH A DEFERRED COMPENSATION PLAN UNDER SECTION 409A OF THE INTERNAL REVENUE CODE AND A MANAGEMENT OR HIGHLY COMPENSATED EMPLOYEES' PLAN UNDER THE EMPLOYEE RETIREMENT INCOME SECURITY ACT OF 1974 (ERISA). SEE SCHEDULE O false FIRST ACHIEVEMENT DESCRIPTION FORM 990, PAGE 2, PART III, LINE 4A YALE NEW HAVEN HEALTH SYSTEM (YNHHS) FORMED IN 1996 TO ENHANCE THE QUALITY OF HEALTH CARE AND SCOPE OF SERVICES AVAILABLE TO RESIDENTS OF CONNECTICUT, EASTERN NEW YORK, SOUTHWESTERN RHODE ISLAND AND BEYOND. YNHHS INCLUDES FOUR CORPORATE DELIVERY NETWORKS: YALE-NEW HAVEN HOSPITAL, BRIDGEPORT HOSPITAL, GREENWICH HOSPITAL, AND THE NORTHEAST MEDICAL GROUP, AS WELL AS A NETWORK PARTICIPANT, THE WESTERLY HOSPITAL IN RHODE ISLAND. YNHHS AND YALE UNIVERSITY HAVE A FORMAL AFFILIATION AGREEMENT TO SUPPORT PATIENT CARE, MEDICAL EDUCATION AND CLINICAL RESEARCH. YALE NEW HAVEN HEALTH SYSTEM IS CONNECTICUT'S LEADING HEALTHCARE SYSTEM, WITH 13,838 EMPLOYEES. YNHHS - THROUGH YALE-NEW HAVEN, BRIDGEPORT AND GREENWICH HOSPITALS AND THEIR AFFILIATED ORGANIZATIONS - PROVIDES COMPREHENSIVE, COST-EFFECTIVE, ADVANCED PATIENT CARE CHARACTERIZED BY SAFETY, QUALITY AND SERVICE. THE THREE DELIVERY NETWORKS HAVE A COMBINED TOTAL OF 1,597 LICENSED BEDS (INCLUDING BASSINETS), 89,129 INPATIENT DISCHARGES, 1.2 MILLION OUTPATIENT ENCOUNTERS AND A MEDICAL STAFF OF 5,134. YALE NEW HAVEN HEALTH OFFERS PATIENTS A RANGE OF HEALTHCARE SERVICES, FROM PRIMARY CARE TO THE MOST COMPLEX CARE AVAILABLE ANYWHERE IN THE WORLD. INPATIENT AND AMBULATORY CLINICAL SERVICES INCLUDE: PRIMARY AND PREVENTATIVE CARE, SPECIALTY, ACUTE AND SUB-ACUTE CARE, COORDINATION OF POST HOSPITAL CARE, INCLUDING REHABILITATIVE, LONG-TERM AND HOME CARE. YNHHS OPERATES UNDER A SHARED GOVERNANCE MODEL THAT HAS BUILT TRUST AMONG ITS MEMBER ORGANIZATIONS AND HAS CONTRIBUTED TO THE SUCCESS OF THE SYSTEM. EACH DELIVERY NETWORK HAS ITS OWN BOARD OF DIRECTORS AND THERE IS A SYSTEM BOARD OF DIRECTORS MADE UP OF REPRESENTATIVES FROM EACH DELIVERY NETWORK. WHEN THE SYSTEM FIRST FORMED, ITS UNDERLYING STRATEGY WAS TO CREATE ECONOMIES OF SCALE AND STRENGTHEN MANAGED CARE CONTRACTING, BUT AS IT MATURED, YNHHS HAS MOVED FROM RESPONDING TO THE ENVIRONMENT TO SHAPING THE FUTURE. YNHHS' VISION IS TO BE THE PREFERRED, COMPREHENSIVE HEALTH SYSTEM RECOGNIZED FOR EXCELLENCE IN ADVANCED PATIENT CARE, SAFETY, CLINICAL QUALITY AND SERVICE, PERFORMING IN A FINANCIALLY RESPONSIBLE MANNER, AND PROVIDING LEADERSHIP IN ADVANCING HEALTHCARE REFORM. PATIENT CARE SAFETY AND CLINICAL QUALITY PUBLICLY REPORTED MEASURES - YNHHS CONTINUED TO TRACK AND MONITOR INTERNAL PERFORMANCE ON MORE THAN 60 METRICS RELATED TO PATIENT CARE SAFETY AND CLINICAL QUALITY, AND TARGETED CERTAIN ADVANCED HEART CARE PERFORMANCE MEASURES FOR IMPROVEMENT. FOR THE FIRST TIME, YALE-NEW HAVEN HOSPITAL (YNHH) CONSISTENTLY ACHIEVED PERFORMANCE ON CARE FOR PATIENTS WITH HEART FAILURE THAT WAS GREATER THAN 93% THROUGHOUT THE YEAR AND ENDED THE YEAR AT 97%. ALSO FOR THE FIRST YEAR, THE DELIVERY NETWORKS HAVE EACH ACHIEVED CONSISTENTLY STRONG PERFORMANCE THROUGH THE ENTIRE YEAR FOR METRICS RELATED TO SURGICAL CARE MEASURES. YNHHS HOSPITALS ALSO IMPROVED PERFORMANCE ON TWO KEY OUTCOMES MEASURES FOR PATIENTS WITH HEART FAILURE, HEART ATTACK AND PNEUMONIA. THIRTY-DAY READMISSION RATES WERE COMPARED TO THE U.S. NATIONAL RATE FOR PATIENTS WITH HEART FAILURE AND PNEUMONIA. THESE RATES REFLECT PATIENTS WHO ARE READMITTED WITHIN 30 DAYS OF BEING DISCHARGED FROM THE HOSPITAL AND TAKE INTO ACCOUNT HOW SICK PATIENTS WERE BEFORE BEING ADMITTED. FOR 30-DAY READMISSIONS FOR PATIENTS WITH HEART FAILURE AND PNEUMONIA, BRIDGEPORT HOSPITAL (BH) AND GREENWICH HOSPITAL (GH) CONTINUED THEIR STRONG PERFORMANCE IN THAT THEIR READMISSION RATES MET EXPECTED LEVELS BASED ON NATIONAL BENCHMARKS. A SECOND REPORTED MEASURE CONSIDERS 30-DAY MORTALITY, WHEN PATIENTS DIE WITHIN 30 DAYS OF THEIR ADMISSION TO A HOSPITAL. YNHH JOINED THE SMALL GROUP OF HOSPITALS NATIONALLY THAT DEMONSTRATED SUPERIOR PERFORMANCE ACROSS ALL THREE MORTALITY MEASURES TRACKED BY THE CENTERS FOR MEDICARE AND MEDICAID SERVICES (CMS)-HEART ATTACK, HEART FAILURE AND PNEUMONIA MORTALITY. INFECTION PREVENTION - YNHHS HOSPITALS PERFORMED PARTICULARLY WELL ON MEASURES RELATED TO REDUCING HOSPITAL-ACQUIRED INFECTIONS. RECENT DATA FOR ICU PATIENTS SHOW BH AT 1.0 CATHETER-RELATED BLOOD STREAM INFECTIONS (BSIS) PER 1,000 CENTRAL LINE DAYS, AND YNHH AT 1.2, WHICH WERE CONSISTENT WITH NATIONAL BENCHMARKS. JOSEPH A. ZACCAGNINO PATIENT CARE SAFETY AND CLINICAL QUALITY CONFERENCE - MORE THAN 500 EMPLOYEES FROM THE THREE DELIVERY NETWORKS ATTENDED THE JOSEPH A. ZACCAGNINO PATIENT SAFETY AND CLINICAL QUALITY CONFERENCE IN MAY. AN OUTSTANDING NUMBER OF TEAMS (77) SUBMITTED ABSTRACTS ON PROJECTS COMPLETED DURING THE YEAR. PROJECTS WERE AIMED AT IMPROVING PATIENT CARE SAFETY AND/OR CLINICAL QUALITY, AND RANGED FROM REDUCING PATIENT FALLS FOR CARDIOLOGY PATIENTS TO IMPROVING THE SURGICAL SPECIMEN PROCESS. AWARDS WERE GIVEN TO BRIDGEPORT HOSPITAL FOR "REDUCING PATIENT FALLS ON RICHARDSON 10," GREENWICH HOSPITAL FOR "USING LEAN TOOLS TO REDESIGN THE SURGICAL SPECIMEN PROCESS," AND YALE-NEW HAVEN HOSPITAL FOR "REDUCING WAIT TIMES IN A RESIDENT CONTINUITY CLINIC." OPERATIONS IMPROVEMENT ELECTRONIC INTEGRATION - THE DELIVERY NETWORKS, YALE MEDICAL GROUP (YMG) AND THE COMMUNITY PHYSICIANS THAT PRACTICE IN YNHHS HOSPITALS HAVE DISPARATE INFORMATION SYSTEMS FOR TRACKING AND MANAGING PATIENT CARE. IN JULY, YNHHS, THE DELIVERY NETWORKS, AND YMG MADE THE DECISION TO REPLACE THEIR EXISTING INDIVIDUAL INFORMATION SYSTEMS WITH ONE INTEGRATED SYSTEM, EPIC, WHICH WILL ALLOW CAREGIVERS TO PROVIDE ONE STANDARD OF CARE ACROSS THE ENTERPRISE THAT IS SAFER, MORE EFFECTIVE AND EFFICIENT. ALTHOUGH THE INVESTMENT REQUIRED IS SIGNIFICANT, THE VISION OF "ONE PATIENT, ONE RECORD" WILL POSITION THE ENTERPRISE FOR THE FUTURE AND SUPPORT HIGH QUALITY AND SAFE CARE FOR ALL PATIENTS. VIPER - THE FIRST INTEGRATED DATA REPOSITORY FOR ALL CLINICAL AND BUSINESS DATABASES ACROSS YNHHS WAS INITIATED. THE REPOSITORY, CALLED VIPER, WILL BE USED FOR ORGANIZATIONAL SCORECARDS, ANALYTIC REPORTS, AND DISTRIBUTION OF AD HOC ANALYSES. THIS DATA WAREHOUSE WILL BE LINKED WITH EPIC AND, ULTIMATELY, YALE SCHOOL OF MEDICINE DATABASES FOR SEAMLESS SCORECARDS AND REPORTS NECESSARY TO DRIVE PERFORMANCE. SUPPLY CHAIN INTEGRATION - IN JANUARY, THE PROCUREMENT AND SUPPLY CHAIN ANALYTICS ACTIVITIES FOR THE THREE SYSTEM HOSPITALS BECAME PART OF A NEWLY CREATED CORPORATE PROCUREMENT DEPARTMENT WITHIN THE YALE NEW HAVEN HEALTH SYSTEM SUPPLY CHAIN DIVISION. WITH THEIR INCLUSION, THE DIVISION WILL TAKE ON A MORE SIGNIFICANT AND STRATEGIC ROLE IN REGIONAL SUPPLY CHAIN ACTIVITIES. "MOST WIRED" RECOGNITION - YNHH AND GH WERE RECOGNIZED AGAIN AS "MOST WIRED" BY HOSPITALS AND HEALTH NETWORKS MAGAZINE. THE AWARD RECOGNIZES THE TOP 100 HOSPITALS NATIONALLY THAT HAVE INVESTED IN AND SUCCESSFULLY LEVERAGED LEADING-EDGE TECHNOLOGY IN THE AREAS OF SAFETY AND QUALITY, CUSTOMER SERVICE, PUBLIC HEALTH AND SAFETY, WORKFORCE MANAGEMENT AND BUSINESS PROCESSES. GH WAS RECOGNIZED FOR THE TENTH TIME AND YNHH WAS RECOGNIZED FOR THE ELEVENTH TIME. BOTH HOSPITALS WERE ALSO RECOGNIZED AS BEING "MOST WIRELESS." TOP 100 SYSTEMS - YALE NEW HAVEN HEALTH SYSTEM WAS AGAIN NAMED TO THE TOP 100 INTEGRATED HEALTHCARE NETWORKS IN THE COUNTRY BY VERISPAN, BASED ON CLINICAL AND FINANCIAL PERFORMANCE. REFLECTING THE SYSTEM'S DEGREE OF INTEGRATION IN AREAS SUCH AS SERVICES AND ACCESS, INTEGRATED TECHNOLOGY, OUTPATIENT UTILIZATION, FINANCIAL STABILITY AND CONTRACT CAPABILITIES, AS WELL AS OTHER KEY METRICS, YNHHS INCREASED ITS RANKING TO 57 FROM 100 LAST YEAR. PROVIDER OF CHOICE CLINICAL SERVICES - ONGOING ENHANCEMENTS WERE MADE TO YNHHS CLINICAL NETWORKS, INCLUDING ONCOLOGY AND TELE-STROKE. THE YALE NEW HAVEN CANCER NETWORK FOCUSED ON KEY INITIATIVES, INCLUDING IMPLEMENTATION OF STRATEGIES FOR CREATING A PRESENCE IN GREENWICH SUCH AS HIRING OF A YALE-TRAINED RADIATION ONCOLOGIST IN JULY AND EXPANDING GH'S PROVIDER-BASED ONCOLOGY PROGRAM. FY 2010 ALSO SAW THE CONTINUATION OF THE COLLABORATION WITH BRIDGEPORT HOSPITAL WHICH HAS RESULTED IN THE REVITALIZATION OF THE RADIATION ONCOLOGY PROGRAM IN THE AREA AND THE DESIGN OF THE NEW RADIATION ONCOLOGY CENTER IN TRUMBULL. SHARON HOSPITAL JOINED THE TELE-STROKE NETWORK WHICH PROVIDES SHARON HOSPITAL'S EMERGENCY DEPARTMENT PATIENTS WITH IMMEDIATE ACCESS TO YNHH NEUROLOGISTS TO ASSIST IN THE DIAGNOSIS AND TREATMENT OF STROKE. NORTHEAST MEDICAL GROUP (NEMG) - RECOGNIZING THE IMPORTANCE OF BETTER ALIGNMENT OF HEALTH CARE SERVICES WITHIN THE DELIVERY NETWORKS AND ACROSS THE SYSTEM, THE NORTHEAST MEDICAL GROUP WAS ESTABLISHED TO PROVIDE AN OPTION FOR PHYSICIANS SEEKING ASSISTANCE WITH CLINICAL QUALITY AND PRACTICE MANAGEMENT. APPROXIMATELY 200 PHYSICIANS AND MIDLEVEL PROVIDERS EMPLOYED IN EACH DELIVERY NETWORK -YNHH, BRIDGEPORT AND GREENWICH CAME TOGETHER TO FORM NEMG. NEMG IS CURRENTLY IN DISCUSSIONS WITH MORE THAN 60 ADDITIONAL PHYSICIANS WHO HAVE EXPRESSED INTEREST IN BECOMING MEMBERS. NEMG WILL POSITION THE SYSTEM FOR CONTINUED SUCCESS UNDER HEALTH CARE REFORM AND PROVIDE CLINICIANS WITH IMMEDIATE ECONOMIES OF SCALE AND RECRUITMENT ASSISTANCE IN ADDITION TO OTHER ADVANTAGES. SUPPLY CHAIN PARTNERSHIPS - B ORGANIZATION'S PROCESS USED TO REVIEW FORM 990 FORM 990, PAGE 6, PART VI, LINE 11 THE FORM 990 TAX RETURN AND ATTACHED SCHEDULES WERE PREPARED BY EMPLOYEES OF THE SYSTEM TAX DEPARTMENT. THE RETURN IS INITIALLY REVIEWED BY THE DIRECTOR AND VP OF CORPORATE FINANCE. SUBSEQUENTLY IT IS SENT TO ERNST & YOUNG US, LLP FOR THEIR INITIAL REVIEW. AFTER ALL COMMENTS FROM THE ABOVE GROUP ARE CLEARED, THE RETURN IS THEN REVIEWED BY THE CHIEF FINANCIAL OFFICER OF THE ENTITY AND A FINAL VERSION OF THE RETURN IS SENT BACK TO ERNST & YOUNG US, LLP FOR FINAL REVIEW. PRIOR TO FILING, THE ORGANIZATION MADE AVAILABLE A COMPLETE COPY OF THE RETURN TO THE BOARD OF TRUSTEES. A SECURE WEB PORTAL IS AVAILABLE TO BOARD MEMBERS TO ACCESS THE RETURN. ENFORCEMENT OF CONFLICTS POLICY FORM 990, PAGE 6, PART VI, LINE 12C THE YALE NEW HAVEN HEALTH SYSTEM CONFLICT OF INTEREST POLICY (CC:R-7) AND INDIVIDUAL ANNUAL DISCLOSURE FORM APPLIES TO A POOL OF EMPLOYEES, BOARD MEMBERS AND NON-BOARD MEMBERS SERVING ON BOARD COMMITTEES. THESE "COVERED INDIVIDUALS" ARE REQUIRED TO COMPLETE A CONFLICT OF INTEREST DISCLOSURE STATEMENT, UPON BEGINNING EMPLOYMENT OR OTHERWISE BECOMING A COVERED INDIVIDUAL AND ANNUALLY THEREAFTER. COVERED INDIVIDUALS ARE ALSO REQUIRED TO IMMEDIATELY REPORT MATERIAL CHANGES TO THEIR MOST RECENTLY COMPLETED DISCLOSURE STATEMENT. THESE DISCLOSURE STATEMENTS AND REPORTS ARE REVIEWED BY THE OFFICE OF PRIVACY AND CORPORATE COMPLIANCE AND/OR THE LEGAL AND RISK SERVICES DEPARTMENT TO ENSURE COMPLIANCE WITH THE CONFLICT OF INTEREST POLICY. IF A POTENTIAL CONFLICT ARISES, THE PRESIDENT AND CEO WOULD CONSULT WITH THE BOARD CHAIRPERSON AND THE LEGAL AND RISK SERVICES DEPARTMENT AND TAKE ANY ACTIONS THAT SHE DEEMS REQUIRED OR APPROPRIATE TO MANAGE OR RESOLVE A POTENTIAL CONFLICT OF INTEREST. FOR EXAMPLE, A VOTING BOARD OR COMMITTEE MEMBER WOULD BE REQUIRED TO RECUSE HIMSELF OR HERSELF FROM VOTING ON MATTERS RELATED TO THE POTENTIAL CONFLICT AND THE POTENTIAL CONFLICT WOULD BE DISCLOSED TO OTHER VOTING MEMBERS. COMPENSATION PROCESS FOR TOP OFFICIAL FORM 990, PAGE 6, PART VI, LINE 15A THE EXECUTIVE COMPENSATION COMMITTEE OF THE YNHHS STRIVES TO TAKE THE STEPS NECESSARY TO QUALIFY FOR THE "REBUTTABLE PRESUMPTION OF REASONABLENESS" UNDER FEDERAL TAX LAW. THE EXECUTIVE COMPENSATION COMMITTEE IS AUTHORIZED UNDER THE YNHHS BYLAWS AND IS RESPONSIBLE FOR (1) DETERMINING THE OVERALL TOTAL COMPENSATION STRATEGY FOR ALL CORPORATE OFFICERS, (2) APPROVING ALL COMPENSATION AND BENEFITS DECISIONS FOR CORPORATE OFFICERS, AND (3) REPORTING SUCH ACTIONS TO THE FULL YNHHS BOARD ON AN ANNUAL BASIS. IN ADDITION, THE EXECUTIVE COMPENSATION COMMITTEE EXPRESSLY DETERMINES THE REASONABLENESS OF TOTAL COMPENSATION AND BENEFITS FOR ALL CORPORATE OFFICERS, AND ASSURES THAT ALL OFFICER COMPENSATION DECISIONS ARE MADE AFTER THOROUGH CONSIDERATION OF AND COMPARISON TO THE MARKET PRACTICES OF OTHER SIMILARLY SITUATED NOT-FOR-PROFIT HEALTHCARE EXECUTIVES IN COMPARABLE ORGANIZATIONS. THE EXECUTIVE COMPENSATION COMMITTEE CONSISTS OF BOARD MEMBERS WHO DO NOT HAVE MATERIAL FINANCIAL INTERESTS THAT COULD BE AFFECTED BY THE OFFICER COMPENSATION DECISIONS MADE BY THE COMMITTEE. THE COMPARABILITY DATA USED TO ASSIST THE EXECUTIVE COMPENSATION COMMITTEE IN ITS COMPENSATION DELIBERATIONS ARE COMPILED BY AN INDEPENDENT, NATIONAL COMPENSATION CONSULTING FIRM THAT IS RETAINED BY AND REPORTS DIRECTLY TO THE EXECUTIVE COMPENSATION COMMITTEE. THE DATA COLLECTED BY THE CONSULTANT CONSISTS OF MARKET INFORMATION FOR EXECUTIVES IN FUNCTIONALLY SIMILAR POSITIONS IN SIMILARLY SITUATED NOT-FOR-PROFIT HEALTHCARE ORGANIZATIONS. THE DELIBERATIONS AND DECISIONS OF THE EXECUTIVE COMPENSATION COMMITTEE ARE CONTEMPORANEOUSLY DOCUMENTED, REVIEWED AND APPROVED BY THE EXECUTIVE COMPENSATION COMMITTEE, AND PROVIDED TO THE BOARD. COMPENSATION PROCESS FOR OFFICERS FORM 990, PAGE 6, PART VI, LINE 15B THE EXECUTIVE COMPENSATION COMMITTEE OF THE YNHHS STRIVES TO TAKE THE STEPS NECESSARY TO QUALIFY FOR THE "REBUTTABLE PRESUMPTION OF REASONABLENESS" UNDER FEDERAL TAX LAW. THE EXECUTIVE COMPENSATION COMMITTEE IS AUTHORIZED UNDER THE YNHHS BYLAWS AND IS RESPONSIBLE FOR (1) DETERMINING THE OVERALL TOTAL COMPENSATION STRATEGY FOR ALL CORPORATE OFFICERS, (2) APPROVING ALL COMPENSATION AND BENEFITS DECISIONS FOR CORPORATE OFFICERS, AND (3) REPORTING SUCH ACTIONS TO THE FULL YNHHS BOARD ON AN ANNUAL BASIS. IN ADDITION, THE EXECUTIVE COMPENSATION COMMITTEE EXPRESSLY DETERMINES THE REASONABLENESS OF TOTAL COMPENSATION AND BENEFITS FOR ALL CORPORATE OFFICERS, AND ASSURES THAT ALL OFFICER COMPENSATION DECISIONS ARE MADE AFTER THOROUGH CONSIDERATION OF AND COMPARISON TO THE MARKET PRACTICES OF OTHER SIMILARLY SITUATED NOT-FOR-PROFIT HEALTHCARE EXECUTIVES IN COMPARABLE ORGANIZATIONS. THE EXECUTIVE COMPENSATION COMMITTEE CONSISTS OF BOARD MEMBERS WHO DO NOT HAVE MATERIAL FINANCIAL INTERESTS THAT COULD BE AFFECTED BY THE OFFICER COMPENSATION DECISIONS MADE BY THE COMMITTEE. THE COMPARABILITY DATA USED TO ASSIST THE EXECUTIVE COMPENSATION COMMITTEE IN ITS COMPENSATION DELIBERATIONS ARE COMPILED BY AN INDEPENDENT, NATIONAL COMPENSATION CONSULTING FIRM THAT IS RETAINED BY AND REPORTS DIRECTLY TO THE EXECUTIVE COMPENSATION COMMITTEE. THE DATA COLLECTED BY THE CONSULTANT CONSISTS OF MARKET INFORMATION FOR EXECUTIVES IN FUNCTIONALLY SIMILAR POSITIONS IN SIMILARLY SITUATED NOT-FOR-PROFIT HEALTHCARE ORGANIZATIONS. THE DELIBERATIONS AND DECISIONS OF THE EXECUTIVE COMPENSATION COMMITTEE ARE CONTEMPORANEOUSLY DOCUMENTED, REVIEWED AND APPROVED BY THE EXECUTIVE COMPENSATION COMMITTEE, AND PROVIDED TO THE BOARD. GOVERNING DOCUMENTS DISCLOSURE EXPLANATION FORM 990, PAGE 6, PART VI, LINE 19 COPIES OF FORM 990, FORM 1023 AND AUDITED FINANCIAL STATEMENTS ARE MAINTAINED IN THE SYSTEM TAX DEPARTMENT. OTHER CORPORATE GOVERNING DOCUMENTS ARE MAINTAINED BY OFFICE OF LEGAL AND CORPORATE COMPLIANCE. THE CONFLICT OF INTEREST POLICY, WHISTLEBLOWER POLICY, AND DOCUMENT RETENTION POLICY ARE AVAILABLE TO ALL EMPLOYEES ON THE CORPORATE INTERNAL WEBSITE. COPIES OF ALL DOCUMENTS ARE AVAILABLE TO THE PUBLIC UPON REQUEST. RELATED ORGANIZATIONS FORM 990, PAGE 7, PART VII PART VII, COLUMN B OFFICERS WORK AN AVERAGE OF 40 HOURS SPREAD OVER THE FILING ENTITY AND THE ENTITIES LISTED IN SCHEDULE R. ADDITIONAL INFORMATION SCHEDULE O PART VI, LINE 2 BUSINESS RELATIONSHIPS BETWEEN OFFICERS, DIRECTORS, TRUSTEES, OR KEY EMPLOYEES TRUSTEES DANIEL MIGLIO AND JAMES THOMAS ARE BOARD MEMBERS OF THE SAME BUSINESS ENTITY. SOME OF THE ORGANIZATION'S CURRENT OFFICERS AND TRUSTEES SERVE AS OFFICERS AND/OR DIRECTORS OF TAXABLE AFFILIATES WITHIN THE ORGANIZATION'S CORPORATE SYSTEM. THE INDIVIDUAL OFFICERS AND TRUSTEES DO NOT HAVE PERSONAL FINANCIAL INTERESTS IN THOSE TAXABLE AFFILIATES AND SERVE ONLY AS A FUNCTION OF THEIR ROLES WITH THE ORGANIZATION. THE TAXABLE AFFILIATES FOR WHICH SOME OF THE ORGANIZATION'S OFFICERS AND TRUSTEES SERVE ALSO AS OFFICERS AND/OR DIRECTORS INCLUDE: YALE-NEW HAVEN AMBULATORY SRVS. CORP.; CHC PHYSICIANS, P.C.; SHORELINE SURGERY CENTER, LLC; SSC II, LLC; YNHH-MSO, INC.; YNH GERIATRIC SERVICES, P.C.; YNH MEDICAL SERVICES, P.C.; YNHH PHYSICIANS CORP.; GREENWICH IM HOSPITALIST SERVICES, INC.; GREENWICH PAIN CONSULTING SERVICES, INC.; CARDIOVASCULAR SERVICES OF GREENWICH, P.C.; GREENWICH FERTILITY & IVF CENTER, P.C.; GREENWICH HEALTH SERVICES, INC.; GREENWICH PEDIATRIC SERVICES, P.C.; GREENWICH CLINICAL PATHOLOGY ASSOCIATES, LLC; CENTURY FINANCIAL SERVICES, INC.; GREENWICH INTEGRATIVE MEDICINE, P.C.; BRIDGEPORT RENEWAL LLC; MEDICAL CENTER PHARMACY AND HOME CARE CENTER, INC.; MEDICAL CENTER REALTY, INC.; YORK ENTERPRISES, INC; AND MYCARE, LLC. SCHEDULE L, PART IV, COLUMN D BUSINESS TRANSACTIONS INVOLVING INTERESTED PERSONS SOME OF THE ORGANIZATION'S CURRENT OFFICERS SERVE AS OFFICERS AND/OR DIRECTORS OF TAXABLE AFFILIATES WITHIN THE ORGANIZATION'S CORPORATE SYSTEM. THE ORGANIZATION ENGAGES IN BUSINESS TRANSACTIONS WITH SOME OF THESE TAXABLE AFFILIATES. THESE TRANSACTIONS HAVE BEEN REPORTED AND DISCLOSED ON SCHEDULE R. THEY ARE NOT BEING REPORTED AGAIN HERE BECAUSE THE INDIVIDUAL OFFICERS AND TRUSTEES DO NOT HAVE PERSONAL FINANCIAL INTERESTS IN THE TAXABLE AFFILIATES AND SERVE ONLY AS A FUNCTION OF THEIR ROLES AT THE ORGANIZATION. 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