2023-08-11T11:21:39-05:00 2022-09-30 440160260 FORVIS 1201 Walnut Suite 1700 Kansas City MO 64106 990 2021-10-01 060250773 The William W Backus Hospital WILL 8608898331 326 Washington Street Norwich CT 06360 Mark Keise VP, Finance 8608898331 2023-08-11 0 Mark Keise 999009999 Mike Engle CPA P00482834 8162216300 3 AAL1 IAL1 2021 2023-04-26 12:10:37Z Donna Handley 326 Washington Street Norwich CT 06360 511504037 0 X www.Backushospital.org X 1891 CT The William W. Backus Hospital delivers and coordinates a continuum of high-quality health care that is sensitive to the needs of individuals in Eastern Connecticut. The Hospital is committed to being responsive and accountable to those for whose benefit it exists, and to improving the health of its communities. 10 7 2166 107 0 0 835698 847574 467917459 485135850 29151486 22922427 -1839472 -3487033 496065171 505418818 49000 100417 0 0 155341528 184299839 0 0 219539 279161242 284489720 434551770 468889976 61513401 36528842 858731409 855910204 201920527 181525045 656810882 674385159 X To improve the health and healing of the people and communities we serve. 0 0 51162779 59112186 Cancer:Hartford HealthCare is Connecticut's most comprehensive healthcare network. Our fully integrated health system includes a tertiary-care teaching hospital, an acute-care community teaching hospital, an acute-care hospital and trauma center, two community hospitals.The Hartford HealthCare Cancer Institute encompasses comprehensive cancer centers at seven hospitals across Connecticut; Hartford Hospital, The Hospital of Central Connecticut, Backus Hospital, Midstate Medical Center, Windham Hospital, Charlotte Hungerford Hospital and St Vincent's Medical Center. Collectively, the cancer programs within the Cancer Institute treat more than 5,000 new cancer patients per year while caring for tens of thousands of existing patients, offering a full range of innovative, evidence-based and personalized treatments designed to meet the needs of each individual patient. Our innovative Institute approach is unlike any other in the state and is among the most highly regarded in the nation. Through our Institute, which is organized around a specific disease and not necessarily location, we can apply best practices throughout our system so that patients receive the same high standards of care no matter where they live or which Hartford HealthCare cancer center they choose. For all of our patients, a dedicated team of oncologists, surgeons, radiologists, pathologists, nurses, clinical researchers, technicians and others collaborate to provide the exact course of care they need. The Institute's multidisciplinary disease management teams meet and collaborate regularly to lend expertise and insight on numerous cancer types, translating into exceptional coordinated care. The Institute's accomplished, fellowship-trained physicians are nationally recognized for their level of sophisticated care in areas such as radiation oncology, medical oncology and surgical oncology. Patients are also cared for in an environment that emphasizes compassion and personal connections, with a team of trained nurse navigators who provide guidance and support to patients and families, from diagnosis to recovery. The Institute also boasts a thriving survivorship program. In 2013, the Hartford HealthCare Cancer Institute became the first community-based cancer program to become a member of the Memorial Sloan Kettering Cancer Alliance, establishing a relationship with one of the world's premier cancer centers. The Institute's membership in the Alliance provides patients in Connecticut access to the most advanced, leading-edge treatments available anywhere. In 2017, the Institute was accredited as a network by the American College of Surgeons Commission on Cancer, one of a select few institutes nationwide to be recognized as a system, rather than individual cancer centers. For patients coming through our doors with a cancer diagnosis, that means three things: standardized care, more options and more hope.More than four years after the Hartford HealthCare Cancer Institute became the charter member of the Memorial Sloan Kettering (MSK) Cancer Alliance, cancer patients now have unprecedented access to the world's most advanced clinical trials. And more than ever before, physicians, nurses, pharmacists and researchers are working collaboratively to implement cancer treatment standards and protocols developed at MSK, the premier cancer treatment center in the country. This distinctive cancer care and clinical research partnership means the Hartford HealthCare Cancer Institute brings the most innovative, evidence-based cancer care directly into community settings.For FY22, the approximate number of cases were as follows:Hartford Hospital - 3,381Hospital of Central Connecticut - 1,325Backus Hospital - 921Midstate Medical Center - 720Windham Hospital - 164Charlotte Hungerford Hospital - 308St Vincent's Medical Center - 696The five most common types of cancer diagnosed by teams of specialists at the Hartford HealthCare Cancer Institute are cancers of the bladder, breast, colon, lung and prostate. Each patient has a unique scenario requiring a personalized plan.Approximately 1,714 Breast Cancer cases were treated across the system as follows:Hartford Hospital - 638Hospital of Central Connecticut - 2324Backus Hospital - 240Midstate Medical Center - 212Windham Hospital - 70Charlotte Hungerford Hospital - 52St Vincent's Medical Center - 178Approximately 851 Lung Cancer cases were treated across the system as follows:Hartford Hospital - 381Hospital of Central Connecticut - 167Backus Hospital - 131Midstate Medical Center - 61Windham Hospital - 17Charlotte Hungerford Hospital - 36St Vincent's Medical Center - 57Approximately 1,175 Prostate Cancer cases were treated across the system as follows:Hartford Hospital - 580Hospital of Central Connecticut - 158Backus Hospital - 130Midstate Medical Center - 125Windham Hospital - 1Charlotte Hungerford Hospital - 54 St Vincent's Medical Center - 127 Approximately 393 Bladder Cancer cases were treated across the system as follows:Hartford Hospital - 146Hospital of Central Connecticut - 58Backus Hospital - 72Midstate Medical Center - 51 Windham Hospital - 12Charlotte Hungerford Hospital - 32St Vincent's Medical Center - 22Approximately 334 Colon Cancer cases were treated across the system as follows:Hartford Hospital - 145Hospital of Central Connecticut - 60Backus Hospital - 33Midstate Medical Center - 43Windham Hospital - 7Charlotte Hungerford Hospital - 12St Vincent's Medical Center - 34As always, Hartford HealthCare is creating a better future for healthcare in Connecticut and beyond. We are a community of caregivers engaged in developing a coordinated, consistent high standard of care. We use research and education as partners in care delivery. We create and engage in meaningful alliances to enhance access to services. We invest in technology and training to develop new pathways to improve the timeliness, efficiency and accuracy of our services. 35379112 42448822 Gastroenterology:Committed to excellence in quality and service for the region, The William W. Backus Hospital boasts a state-of-the-art Emergency Department that consistently ranks in the highest percentiles of customer satisfaction. The hospital also offers convenient and modern satellite services including two Physical Therapy and Rehabilitation Clinics and a Center for Women's Health offering mammography, bone density, and integrative health.The medical staff brings specialties and diagnostic disciplines in the areas of Surgery, Orthopedics and Sports Medicine, Obstetrics and Gynecology, Critical Care, Diagnostic and Interventional Radiology, Oncology, Endocrinology, Cardiology, Gastroenterology (GI), Neurology, Nephrology, Sleep Medicine, and Pain Management. The hospital is committed to providing its patients with up-to-date treatment options for gastroenterological disorders with the sole purpose of improving quality of life.Gastroenterologists perform many specialized tests, such as endoscopy, to diagnose or treat diseases. When necessary, they may consult with surgeons.At the completion of the Fiscal Year FY22, the Division of Gastroenterology had 12,428 cases with an average length of stay of 4.3 days. 33488836 38364615 Heart and Vascular:As a member of Hartford HealthCare, Cardiology services at William Backus Hospital are provided through the Hartford HealthCare Heart and Vascular Institute. While some of the symptoms of congestive heart failure (CHF) can be managed, patients often need advanced care as the disease progresses. The stress of driving long distances for care and assessment can have a serious impact on the patient's quality of life. The Hartford HealthCare Heart & Vascular Institute advanced CHF patients in the Norwich area now have the option of receiving some of their care close to home. The care provided at Backus location works seamlessly with the Heart & Vascular Institute's Center for Advanced Heart Failure at Hartford Hospital. The program enables patients who have been diagnosed with congestive heart disease to manage their health and improve the quality of their lives through early symptom recognition, continuity of care, diet planning and medication management.At the completion of the Fiscal Year FY22, the Division of Cardiology had 20,194 cases with an average length of stay of 4.4 days. 306879293 100417 345210227 Other program services include EHR revenue, purchase discounts, contract services and other miscellaneous income. 306879293 100417 345210227 426910020 1 1 0 1 0 0 0 0 0 1 1 1 0 1 1 0 0 1 0 0 0 0 0 0 1 0 1 1 1 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 0 0 1 127 0 1 2166 1 0 0 0 0 0 1 1 0 0 0 0 0 0 X 10 7 0 0 0 0 1 1 1 1 1 0 0 1 1 1 1 1 1 1 1 1 1 CT X X Anthony Mastroianni 8608898331 326 Washington Street Norwich CT 06360 Anita Lee Director 1.00 2.00 X 0 0 0 Anthony Joyce III Director 1.00 2.00 X 0 0 0 Carina Vora DDS Director 1.00 2.00 X 0 0 0 Donna Handley Director/President 20.00 40.00 X X 0 910693 81678 Henry Beck Vice Chair 1.00 2.00 X X 0 0 0 Joanne Chaurette MD Director (Thru 10/21) 1.00 2.00 X 0 336544 43596 Lee-Ann Gomes Director 1.00 2.00 X 0 0 0 Mark DePonte MD Director 1.00 2.00 X 0 0 0 Mark Tramontozzi MD Director 1.00 59.00 X 0 269443 57208 Mary Barry MD Chair 2.00 58.00 X X 0 121668 13799 Stephen Larcen MD Director 1.00 2.00 X 0 0 0 Anthony Mastroianni VP, Finance 30.00 30.00 X 0 321684 66076 Abbie Courtemanche MD VP, Medical Affairs 30.00 30.00 X 0 357550 64863 Laura Currie VP, Patient Care Services 30.00 30.00 X 0 534370 52157 Matthew Kaufman VP, Operations 30.00 30.00 X 0 312165 61758 Pam DeLise VP, Human Services 30.00 30.00 X 0 324789 46364 Andrzej Porebski Hospitalist 60.00 0.00 X 464840 0 69042 James Engel Physician 60.00 0.00 X 414906 0 68892 Kyle Mcclaine Chief Emergency Medicine 60.00 0.00 X 443454 0 69938 Richard Goulding Physician 60.00 0.00 X 458126 0 38404 Zhenxiang Liu Physician 60.00 0.00 X 638070 0 65920 Bimal Patel Former Director President 0.00 60.00 X 0 1234743 161847 Gregory Makowski Former VP, Clinical Laboratory Svcs 0.00 60.00 X 0 369038 39603 Thomas Vaccarelli Former VP, Facilities 0.00 60.00 X 0 455408 68021 Margaret Marchak Former Secertary (Regional) 0.00 60.00 X 0 250112 12480 Robert Sidman Former Key Employee (Thru 7/21) 0.00 60.00 X 0 763380 58483 2419396 6561587 1140129 311 1 1 0 ORIGIN INCORPORATED 1800 SW 1st Street STE 510 Portland OR 97201 Staffing Services 8656685 NORTH AMERICAN PARTNERS IN ANESTHESIA 68 South Service Road STE 350 Melville GA 11747 Medical Services 2671286 MORRISON MANAGEMENT SP INC ACUTE CARE 400 Northbridge Road Sandy Springs NY 30350 Food Services 2278949 BERSTEIN-MAGOON-GAY LLC PO Box 61323 King of Prussia CA 19406 Laundry Services 1789668 PULMONARY PHYSICIANS OF NORWICH PC 330 Washington Street Suite 430 Norwich CT 06360 Medical Services 1325825 39 196330 80677 570567 847574 Net Patient Revenue 624100 485135850 485135850 485135850 6578283 6578283 2565786 6000061 -3434275 -3434275 -3434275 16194799 149345 0 0 16194799 149345 16344144 16344144 32400 196330 85158 -52758 -52758 505418818 485135850 0 19435394 100417 100417 159872328 154868858 4883582 119888 4652950 4507328 142133 3489 10652988 10319585 325414 7989 9121573 8738808 373594 9171 106075 106075 63827 63827 710081 710081 45282357 45282357 35086 35086 3027867 1910415 1081742 35710 25852692 14446031 11406661 7297824 6755927 541897 41937 28490 13447 214794 160982 53812 4134549 2108620 2025929 43039661 25747504 17292157 13189919 12835411 354508 2336939 2336939 Medical Supplies 82769825 82769825 Hospital Provider Tax 26919719 26919719 Purchase Services 19014636 17357767 1649884 6985 Repairs and Maintenance 7889673 7644472 245201 2562259 2070565 490473 1221 468889976 426910020 41760417 219539 23608445 1928988 200 48418655 50298919 6973330 7720618 2605546 1662293 352060291 230234416 120049587 121825875 457282 342575 529981586 502302778 17190952 15091217 109445826 154736941 858731409 855910204 22316363 28454904 403164 5471471 6392865 665058 172808135 146933612 201920527 181525045 X 640519465 659956874 16291417 14428285 656810882 674385159 858731409 855910204 X 36528842 -50351850 31397285 X 0 1 X 1 1 1 X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED 0 0 0 0 0 0 1 63827 0 0 63827 0 Part II-B, Line 1: The Backus Hospital paid annual dues to the Connecticut Hospital Association (CHA) & the American Hospital Association. Both the CHA and AHA conduct lobbying activities on behalf of its members. They allocate a portion of their dues as lobbying expenses. The portion of dues allocated as lobbying expenses is calculated under current Medicare rules. The total amount of all dues allocated for lobbying expenses for FY22 was $63,827. 8210072 264000 8474075 6856072 1354000 8210072 6405072 451000 6856072 6212072 193000 6405072 8405072 757000 2950000 6212072 0.81000 0.19000 0 1 1 5124999 5124999 189135721 117823161 71312560 18841693 16450415 2391278 119257116 95960840 23296276 19700762 19700762 121825875 Investment In Endowment LLC 499832352 F Assets Held In Trust By Others 2470426 F 502302778 Due From Affiliates 89664920 Other Assets 25036254 Pension Asset 23017052 Malpractice Claims 11465160 SERP Asset 4697093 Workers Comp 763479 Patient Refunds 92983 154736941 Tax Exempt Bonds 78477954 Other Liabilities 44349489 Accrued Malpractice 11465160 Hospital Provider User Fee 6646941 SERP Liability 4697093 Accrued Post Retirement Expenses 1296975 146933612 Part V, Line 4: The Hospital has adopted investment and spending policies for Endowment assets that attempt to provide a predictable stream of funding to mission related programs such as those described in Part III, lines 4a-d while seeking to maintain purchasing power of the endowment assets. Endowment assets include those assets of donor-restricted funds that the Hospital must hold in perpetuity or for a donor-specific period(s). Under this policy, as approved by the Board of Directors, the Endowment assets are invested in a manner that is intended to produce a real return, net of inflation and investment management costs, of a least 4% over the long term. Actual returns in any given year may vary from this amount. The Hospital's Endowment consists of hundreds of individual funds established for a variety of purposes. Net assets associated with Endowment funds are classified and reported based on the existence or absence of donor-imposed restrictions. The income generated by the funds are used mainly for capital expenses. June Golf 170910 150110 20800 5583 27242 25977 4293 964 Cedar Golf 57820 46220 11600 3178 6886 8611 1295 1129 228730 196330 32400 8761 34128 34588 5588 2093 85158 -52758 1 1 X 1 X 250.000000000000 1 X 1 1 0 0 3775116 0 3775116 0.00810 109115412 72993959 36121453 0.07700 112890528 72993959 39896569 0.08510 615742 615742 0.00130 2591762 143882 2447880 0.00520 346055 265976 80079 0.00020 72000 72000 0.00020 3625559 409858 3215701 0.00690 116516087 73403817 43112270 0.09200 2 12738 12738 0.00000 1 18264 18264 0.00000 1 632 632 0.00000 4 31634 31634 0.00000 0 14590813 0 65799271 76759349 -10960078 X 1 1 1 1 The William W Backus Hospital 326 Washington Street Norwich CT 06360 Backushospital.org 0037 X X X The William W Backus Hospital 1 0 0 1 X X X X X X X X X 21 1 1 0 1 X See Part V, Page 8 X X 1 21 1 See Part V, Page 8 0 1 X 250.000000000000 400.000000000000 X X X X 1 1 X X X X X 1 X See Part V, Page 8 X See Part V, Page 8 X See Part V, Page 8 X X X X X X X 1 X 0 X X X X 1 X 0 0 The William W. Backus Hospital Part V, Section B, Line 5: The Community Health Needs Assessment is a systematic, data-driven approach to determining the health status, behaviors and needs of residents in Hartford HealthCare's service areas. The information garnered from the assessment may be used by Hartford HealthCare to inform decisions and guide efforts to improve community health and wellness. Hartford HealthCare operates in five Community Benefit regions Central Region (Hospital of Central Connecticut & MidState Medical Center), East Region (Backus Hospital, Natchaug Hospital & Windham Hospital), Hartford Region (Hartford Hospital), Northwest Region (Charlotte Hungerford Hospital) and Fairfield Region (St. Vincent's Medical Center). The collaborative regional approach has been decades in the making across Connecticut. The Hartford HealthCare (HHC) regional approach improves the efficiency of the CHNA process and utilizes essential components of collaborative partnerships including: * Creating a vision that is broadly understood * Working across organizational boundaries * Including those most affected by health challenges in solution-creation * Utilizing ongoing planning and joint accountability to measure changeThe regional approach includes partners within and across regions, hospital services areas, and community-based health equity champions. Recognizing the need to reduce and eliminate health disparities and to increase diversity at the leadership and governance levels of health care and other local organizations is a central and necessary first step in community health improvement. The second step to improving health equity is to collect and use data about race, ethnicity, and language preference to develop a shared understanding of the challenges in the community. Education about cultural sensitivity is also required. The HHC regional teams involved a team of health "Equity Champions" representing multiracial or other marginalized communities to help ensure the research is reflective of the community perspectives.Please note, due to overlap in fiscal years, this narrative includes a combination of information from both 2021 and 2022 CHNA, as well as both 2018-2021 and 2022-2025 CHIP. Backus Hospital worked closely with health service area collaboratives including local public health departments to complete its CHNA. At a minimum, local public health worked with Backus Hospital to review hospital, state and local data and help define 2021-2022 CHNA priorities. Additionally, to increase their understanding of community members' perspectives on identified health issues and ideas for addressing them, staff solicited input from individuals representing the broad interests of the community such as staff from social service and public health organizations and community residents. Staff collected feedback through a range of methods, including focus groups and interviews. Community input came from diverse groups in terms of age, race/ethnicity, cultural group, and other demographics. A special effort was made to reach historically underserved communities including, but not limited to: low-income, elderly, and racial/ethnic minority populations. Where possible, the hospital aligned their process with assessments being conducted by local public health and other community agencies. Input from persons representing the broad interests of the community was taken into account through key informant interviews with thirteen (13) individuals. Stakeholders included: individuals with special knowledge of or expertise in public health; local public health departments; hospital staff and providers; representatives of social service organizations; and leaders, representatives, and members of medically underserved, low-income, and minority populations. Data from multiple sources were gathered and assessed, including secondary data published by others and primary data obtained through community input. Input from the community was received through key stakeholder interviews. Interviewees (listed below) represented the broad interests of the community and included individuals with special knowledge of or expertise in public health:*Backus Hospital Emergency Department *Center for Healthy Aging*Connecticut Alliance for Basic Human Needs*FoodShare/CT Food Bank *Madonna Place*Mashantucket Pequot Tribal Nation*Health Services Mohegan Tribal*Nation Health Department*Reliance Health, Inc.*Thames Valley Council for Community Action, Inc. *The Health Education Center *Uncas Health District*United Way of Central and Northeastern ConnecticutSignificant Community Health Needs were determined by analyzing secondary community health data and gathering input provided by community stakeholders. In addition, data were gathered to evaluate the impact of various services and programs identified in the hospital's previous CHNA process. The William W. Backus Hospital Part V, Section B, Line 6a: For this community health assessment, Backus Hospital collaborated with the following Hartford Healthcare hospitals: Charlotte Hungerford Hospital, Hartford Hospital, Hospital of Central Connecticut, MidState Medical Center, Natchaug Hospital, and Windham Hospital. These facilities collaborated by gathering and assessing secondary data together, scheduling and conducting interviews together, and by relying on shared methodologies, report formats, and staff to manage the CHNA process.The William W. Backus Hospital:Part V, Section B, Line 7a: https://backushospital.org/about-us/community-health-needs-assessment The William W. Backus Hospital Part V, Section B, Line 7d: The needs assessment was published in September 2022 and is available on the Hospital's website. In addition, electronic copies are available upon request.The William W. Backus Hospital:Part V, Section B, Line 10a: https://backushospital.org/about-us/community-health-needs-assessment The William W. Backus Hospital Part V, Section B, Line 11: The 2021 Community Health Needs Assessment ("CHNA") for Backus Hospital, part of Hartford HealthCare's (HHC) East Region, leveraged numerous sources of local, regional, state and national data along with input from community-based organizations and individuals to provide insight into the current health status, health-related behaviors and community health needs for the Hospital service area. In addition to assessing traditional health status indicators, the 2022 CHNA took a close look at social determinants of health (SDH) such as poverty, housing, transportation, education, fresh food availability, and neighborhood safety and contains an Equity Profile. These two enhancements are in response to the lessons of COVID and in recognition of an emerging national priority to identify and address health disparities and inequities. HHC and Backus Hospital are committed to addressing these disparities and inequities through its Community Health Improvement Plan (CHIP). The intent of our CHIP is to be responsive to community needs and expectations and create a plan that can be effectively executed to leverage the best of the system resources, regional hospital and network resources, and community partners. The CHIP supports HHC's mission "to improve the health and healing of the people and communities we serve and is part of HHC's vision to be "most trusted for personalized coordinated care." More specifically, this CHIP is collectively aimed at living our Value of Equity which reminds us all to do the just thing.A large portion of our community health improvement strategies for the 2022-2025 Community Health Improvement Plan (CHIP) fall under the focus area of improving health equity, coordination of services, and access to care. Covid-19 has had a lasting impact on our health care system and community and has taught us valuable lessons about how to better collaborate with heath care organizations and health and human services agencies.The 2022 assessment identified promoting healthy behaviors and lifestyles, reducing the burden of chronic disease, improving health equity, social determinants of health and access to and coordination of care and services, and enhancing community-based behavioral health services as priority needs for 2022-25 across all Backus Hospital geography. Prioritized communities:- disadvantaged communities, people of color, and others who have historically lacked adequate access to services.Objective/goal progress:1. Promote Healthy Behaviors and LifestylesRX for Health Program provides vouchers for fresh produce to individuals who are in need of nutritional support. Funded by Backus Hospital, vouchers are distributed in various settings such as pediatrician offices, soup kitchens, diabetes services, farmers markets, etc.- Provide fresh fruits and vegetables to low-income individuals and families via RX for Health Program.Healthy Choices Backus Hospital-based registered dietician, holds two information sessions at a local food pantry to teach staff and volunteers about food choices specific to health conditions (kidney disease, heart disease and diabetes) in order to provide disease specific food boxes. HHC provides laminated handouts to staff, pantry clients and volunteers for education-Educate food pantry staff and volunteers about strategic food choices for medical conditions.2. Reduce the Burden of Chronic DiseaseHeathy Cooking Initiative that will be implemented in New London County. Participants in this initiative will attend 4 in person cooking sessions (1X week for 4 weeks) at a local teaching kitchen to prepare 4 separate meals that they will then bring home to share with their families. The sessions are taught by Backus Hospital Food Services Chef and nutritional support is offered throughout the program by Backus Hospital Dieticians. Participants learn kitchen, meal preparation skills and are educated about choosing foods best suited for their diagnosis and how to maximize foods and meal planning based on a limited budget. The hope is that the initiative will have a positive effect not only on clinical measures (A1c, BMI, Cholesterol, etc.) but subjective measures as well such as how often families are consuming fast food and how often families are sitting down to eat meals together.-Educate and teach individuals on how best to prepare food for themselves and their families while keeping in mind their medical conditionsA-Ok with HHC consists of a blood pressure screening, along with an Hgb A1c test to screen for the possibility of diabetes. During testing, participants will be given culturally relevant education regarding high blood pressure and the importance of keeping their blood pressure in the "normal" range. Participants will be given information about Primary Care Physicians (PCPs) as well as Urgent Care if needed. Every participant is given a brief health history questionnaire that includes questions such as: current medications, family history of cardiovascular disease or diabetes, recent Emergency Room visits-Provide testing and resources to assist individuals who remain undiagnosed due to lack of regular medical care in places like soup kitchens, mobile health fairs, mobile food pantries, homeless shelters, and brick and mortar food pantries.3. Improve Health Equity, Social Determinants of Health, and Access to and Coordination of Care and ServicesCommunity Benefit Infrastructure-Provide community benefit training to directors and reporters as well as trainings in the CBISA database. Establish communication channels for hospital departments to share, celebrate, and report on community benefit work. Collaborate with hospital departments on new initiatives in the community that would be beneficial to address CHIP goals-Create a community benefit infrastructureMulti Lingual Strategy-Research a current inventory of linguistic resources and needs from the Surgical Services and Radiology Departments. -Identify pertinent patient Hospital forms that are provided for patients to review and sign and make them available in the top 5 languages for our service area. These forms may be in EPIC or paper forms ordered through the HHC Digital Storefront. -Create standard work to automatically update all languages when a form is changed. -Provide information and services that are linguistically responsive and culturally relevant in order to facilitate access to health-related services.4. Enhance Community-Based Behavioral Health ServicesPreventative Medicine Team-Identify at-risk patients and enroll in Preventive Medicine registry-Personal interview and in-depth clinical and psychosocial assessment-Identify and address social determinants of health (SDOH)-Complete depression screening (PHQ-2/PHQ-9)-Assess self management abilities-Solicit patient, family, and caregiver engagement and understanding of current health status and goals of care-Review and/or educate on Advance Directives-Complete intensive medication reconciliation and thorough review of medical history-Explore current reported Health Related Quality of Life (HRQOL) and elicit patient driven course of action for improving future HRQOL-Develop personalized Transitional Care Guide-Update problem list/medical history in EMR-Educate on chronic disease states-Coordinate transitions with community medical providers and partners-Follow up with patient after discharge (phone calls and home visits as needed)-Maintain a tertiary prevention program to identify at risk patients, implement interventions, and establish triple aim goals for experience of care, cost, and population healthRecovery Coaches through CCAR-Define and investigate current data points of the recovery coach program-Explore opportunities and barriers within the Recovery Coach program-Identify departmental partners for recovery coach program-Investigate and document that effectiveness of the Recovery Coach program through partnership with CCAR.Support GroupsCollaborate and partner with local community agencies to offer support groups for the community at Backus Hospital. Utilize space and resources at Backus in order to bring support to the community-Provide support groups at Backus HospitalAll needs identified in the CHNA are currently being addressed.Many strategies proposed are also being currently worked on in the current CHIP 2023-2025. All strategies proposed in the 2022 CHIP have shown progress in identifying CHNA needs with the exception of support groups and Freedom from Smoking. Due to the Covid 19 pandemic; Hospital policy, community reluctance and limitation of outside agencies have severely limited the existence of support groups in the area. As the hospital continues to open up spaces for public gathering and as CBO reengage in their programming our hope is that supports groups will once again be prominent in the hospital. The William W. Backus Hospital Part V, Section B, Line 13h: Family eligibility criteria for financial assistance also include family size, employment status, financial obligations, and amount and frequency of the health care expenses. The William W. Backus Hospital Part V, Section B, Line 15e: In addition, patients may ask a nurse, physician, chaplain, or staff member from Patient Registration, Patient Financial Services, Case Coordination, or Social Services about initiating the Financial Assistance Application process. Part V, Section B, Line 16a: FAP Website:https://backushospital.org/patients-visitors/patients/billing-insurance/financial-assistancePart V, Section B, Line 16b: FAP Application Website:https://backushospital.org/patients-visitors/patients/billing-insurance/financial-assistancePart V, Section B, Line 16c: FAP Plain Language Summary:https://backushospital.org/patients-visitors/patients/billing-insurance/financial-assistance The William W. Backus Hospital Part V, Section B, Line 16j: Patients are informed directly by staff of the availability of the Financial Assistance Policy. 10 1 - Backus Outpatient Care Center 111 Salem Turnpike Norwich CT 06360 Outpatient Services 2 - Medical Office Building 330 Washington Street Norwich CT 06360 Medical Office 3 - Colchester Backus Health Center 163 Broadway Colchester CT 06415 Primary Care 4 - Harford HealthCare Health Center 350 Liberty Street Pawcatuck CT 06379 Primary Care 5 - Backus Outpatient Care Center 42 Town Street Norwich CT 06360 Outpatient Services 6 - Family Health Center at Crossroads 196 Parkway South Waterford CT 06385 Primary Care/Rehab/Outpatient 7 - Infectious Disease Clinic 107 Lafayette Street Norwich CT 06360 Outpatient Services 8 - Plainfield Medical Office 584 Norwich Road Plainfield CT 06374 Medical Office 9 - Plainfield Emergency Center 582 Norwich Road Plainfield CT 06374 Emergency Services 10 - Hartford HealthCare Health Center 100 Perkins Farm Drive Mystic CT 06355 Rehabilitation Services Part I, Line 3c: The Organization uses Federal Poverty Guidelines (FPG) to determine eligibility. In addition, the Hospital takes into consideration, medical indigency, insurance status, underinsurance status, and other family eligibility criteria such as family size, employment and financial obligations. Part I, Line 6a:Although the Organization does not prepare a formal Community Benefits Reports, it does submit a quarterly report to The Connecticut Hospital Association and Form 990 is submitted to the Connecticut Office of Health Strategy (OHS) annually. Part I, Line 7: The Organization utilized an overall Cost to Charge Ratio (RCC), developed from the Medicare Cost Report. Total expense was adjusted for: Medicaid provider taxes, directly identified community benefit expense and community building expenses. This Cost to Charge Ratio was used to calculate costs for Part I, Line 7a & b. The costs associated with the activities reported on Part I, Line 7e were captured using actual time multiplied by an average salary rate. The costs associated with Line 7h, were the actual costs reported in the organization's general ledger less any industry funded studies. These costs were removed from the calculations to avoid duplication. Costs reported in Part III, Section B6, were calculated from the Medicare cost report and reduced for Medicare costs previously reported in Part I, Lines 7f &g.Part I Line 7a:The methodology used to capture costs on Line 7a was updated to better reflect the cost of care provided to our patient population. Part I, Line 7g: No physician clinic costs were included in the Subsidized Health Services cost calculations. Part III, Line 3: A pre bad debt financial assistance screening is in place to identify patients that may be eligible for financial assistance. Pre bad debt accounts that are identified as meeting the requirements are adjusted prior to being sent to bad debt. Therefore, any bad debt expense that could have been attributable to charity care at the end of FY 2022 would be immaterial. Part III, Line 4: Please see the text of the footnote that describes bad debt expense beginning on page 26 of the Audited Financial Statement. This note also relates to Part III, Line 2. Part III, Line 8: Cost Reports were used to report Medicare allowable costs. Medicare defines allowable costs as those appropriate and helpful in developing and maintaining the operation of patient care facilities and activities. It specifically excludes certain costs that are not directly related to patient care. The hospital incurs additional expense related to the provision of care to Medicare patients that Medicare has deemed non-allowable. This additional expense includes costs of physician services (emergency on-call fees, Hospitalist Programs, recruitment, etc.), advertising costs, cafeteria costs for meals sold to visitors, etc. The Hospital attempts to collect coinsurance and deductibles from Medicare beneficiaries. To the extent collection efforts are unsuccessful; Medicare reimburses the hospital at 65% of unpaid amounts. The table reconciles the shortfall or surplus from Line 7 to the actual surplus or shortfall. The additional costs were allocated to Medicare based upon Medicare's percentage of total allowable costs. The unpaid coinsurance/deductibles were estimated using historical collection results. Any shortfall amounts have not been treated as Community Benefits. Part III, Line 9b: The William W. Backus Hospital has adopted the Financial Assistance Policy of its Parent Company, Hartford HealthCare Corporation. The following is included in the Financial Assistance Policy: Patients who are deemed ineligible for financial assistance or who receive a partial discount and do not pay their bills may be subject to the following Extraordinary Collection Action (ECAs):*Wage Garnishments*Liens on primary and secondary residences, bank or investment accounts, or other assets*Legal actions and reporting the matter to one or more credit rating agencies*Other ECAs not listed aboveIf an individual has not submitted an application within the first 120 days from the date on which Hartford HealthCare first issues its first, post-discharge billing statement, then Hartford HealthCare may begin engaging in the ECAs described above.ECAs may begin after the first 120 days from the date on which Hartford HealthCare issues its first, post-discharge billing statement. If the patient applies for assistance within 240 days from the first notification of the self-pay balance, and is granted assistance, Hartford HealthCare will take all reasonable available measures to remove any collection actions such as negative reporting to a credit bureau or liens that have been filed.Before Hartford HealthCare initiates any collection actions, it will issue a written notice to the last known address of record for the patient (or his/her family) that describes the specific collection activities it intends to initiate (or resume), provides a deadline after which such action(s) will be initiated (or resumed), and includes a plain language summary of this Policy. ECAs can begin no sooner than 30 days from the date written notice is transmitted. Patients who are ineligible for financial assistance, or qualify for partial financial assistance and who are cooperating in good faith to resolve the outstanding accounts, may be offered extended payment plans. No further collection action will be taken as long as the patient continues to meet the terms of the payment plan. Part VI, Line 2: The Hartford HealthCare Community Health Needs Assessment (CHNA) serves as a component in the overall efforts to improve community health and health equity in each of the seven-hospital service areas. It is a process that provides a means of identifying and collecting community data while engaging community members in both the data collection and the prioritization of collaborative efforts for improving the well-being of the area. The ultimate purpose of the HHC CHNA is to improve community health and to do so in an effective and efficient way. The supporting objectives are to do the following: 1. Enhance Community Engagement and Better Incorporate the Consumer's Voice - CHNA/CHIP process leads to continuous and trusting feedback loops with diverse populations and enhances our methods for on-going engagement with the communities we serve. 2. Grow and Sustain our Community-based Partnerships - CHNA/CHIP process leads to more formalized partnerships with regional and community organizations and collaborations, and more meaningful relationships with key community opinion leaders. 3. Align Community Health with our Equity Value and Across the Regions - CHNA/CHIP process leads to a greater sense of team and purpose within HHC, assures each region is equitably resourced, and that collectively we know and understand more about identifying community health needs and improving health outcomes. 4. Bring Greater Clarity and Social Impact to our Community Health Work - CHNA/CHIP process leads to more effective, justified, measurable, and reportable interventions across our collective CHIPs and inspires and informs our social investment, sponsorship, and donation activities.Approach:The major pieces of the assessment helped to assemble a large list of needs. Major assessment activities are listed below: Note that the survey and qualitative research numbers refer to HHC system CHNA activities not solely this hospital.* Data analysis - an extensive set of Hospital Service Area (HSA) data tables reflecting demographics, Social Influencers of Health, lifestyle characteristics, disease incidence (morbidity and mortality) and others* Qualitative research - an in-depth series of 100 stakeholder interviews and 30 focus group discussions* Survey research - a bilingual community survey with approximately 600 responses Interestingly, ALL of the needs are important, yet to achieve the ultimate goal of the CHNA, HHC leaders deployed a needs prioritization process to identify a granular list of 12 needs. The prioritization process and other assessment activities are described in the body of this CHNA.Categories of needs:In order to truly affect change and address high-priority needs, needs were identified and categorized into the following groups:* Ones with the greatest opportunity for immediate impact (i.e., the "low hanging fruit" issues for which HHC can take a leadership role and rapidly deploy activities and resources)* Issues supported by the data that have the greatest impact on health outcomes* Needs identified by community as urgent or high-priority concerns* Issues that present the greatest opportunity for collaboration and policy changeThe CHNA is formulated in a way to ultimately impact individuals and families in the service area. To accomplish this, HHC leaders will take CHNA results and deploy a systematic approach to developing the Community Health Improvement Plan (CHIP) an activity critical to achieving this ultimate goal. Some of the initial, well-defined steps to develop and deploy the CHIP include the following: STEP 1 - Culling the Findings Brainstorming with your local collaboratives by answering the following questions: CHNA Immediate Impact findings where is the low hanging fruit? CHNA Greatest Impact findings -- what will most influence health outcomes? CHNA Most Desired Change findings - what change does the community most want? CHNA Forging Opportunities findings - where are the greatest opportunities for partnership? STEP 2 - Organizing the focus areas and assembling your rationale for action STEP 3 - Selecting your Strategies and Interventions STEP 4 - Executing and EvaluationAssessment Approach & Methodology;Hartford HealthCare (HHC) worked with its assessment partners Crescendo Consulting Group and DataHaven to formalize and deploy a highly inclusive assessment framework. The framework was structured to be welcoming to priority communities and others, steeped in best practices, and designed to triangulate insights. At the conclusion of the process, the local stakeholders developed a succinct, prioritized list of community needs. To do this, the methodology included a mixed modality approach "quantitative, qualitative, and technology-based techniques" to learn about the human stories and voices while weaving them with the best available data. Crescendo engaged community partners, used data analytics, and invited others to join the discovery process to help describe a positive cycle of change. The assessment activities meet the following goals:* Identify community resources, strengths, and barriers.* Develop a deeper understanding of community health equity and inequalities.* Enable the community to coalesce around, and act upon, the opportunities for population health improvement.The assessment involved substantial qualitative data gathering to highlight local knowledge and expertise, and support outreach efforts for community engagement. The primary qualitative mixed-mode approach engaged policy leaders, key stakeholders, non-profit organizations, health care consumers, the criminal justice system, diversity representatives, people experiencing homelessness, and others throughout the hospital service area. * Health Equity Champions Outreach* Stakeholder One-to-One Interviews* Focus Group Discussions Systemwide, 100 interviews and 30 focus group discussions were held. Conversations with community stakeholders helped us identify weaknesses of programs and resources in the community. Part VI, Line 3: Backus Hospital provides information about its financial assistance policy as follows: (1) Provides signage, brochures and/or a written plain language summary describing the policy along with financial assistance contact information in the emergency department, labor and delivery areas, discharge paperwork, other patient registration/admission areas, as well as in billing and collection communication.(2) Makes paper copies of the policy, financial assistance application, and plain language summary of the policy available upon request and without charge, by mail.(3) Posts the policy, plain language summary and financial assistance application on the website with clear linkage to such documents on the Hartford HealthCare and each affiliated hospital's home page.(4) Educates all admission and registration personnel, financial counselors, billing and collection specialists and social workers regarding the policy so that they can serve as an informational resource to patients.(5) Includes the tag line 'Please ask about our Financial Assistance Policy" in applicable Hartford HealthCare written publications. Part VI, Line 4: The William W. Backus Hospital ("Backus Hospital") is a 233-bed, not-for-profit acute care community hospital that has provided inpatient, outpatient, rehabilitation, and emergency services in Norwich, Connecticut, and surrounding towns since 1897. The hospital has an on-campus Cancer Institute infusion center, multiple rehabilitation and diagnostic imaging locations, and a new Waterford Family Health Center with primary and specialty care. For more information, please visit www.backushospital.orgBackus Hospital is a member of Hartford HealthCare. Hartford HealthCare operates seven acute-care hospitals, air/ambulance services, behavioral health and rehabilitation services, a physician group and clinical integration organization, skilled-nursing and home health services, and a comprehensive range of services for seniors, including senior-living facilities. For more information, please visit https://hartfordhealthcare.org/ The Backus Hospital Service Area is a region of 116,542 residents, 29% of whom are people of color. The regions population has decreased by 2.1% since 2010.* Of the regions 45,776 households, 68% are homeowner households.* Thirty percent of the Backus Hospital HSAs households are cost-burdened, meaning they spend at least 30% of their total income on housing costs.* Among the regions adults ages 25 and up, 22% have earned a bachelors degree or higher.* The Backus Hospital HSA is home to 51,318 jobs, with the largest share in the Health Care and Social Assistance sector. The median household income in the Backus Hospital HSA is $69,142.* The Backus Hospital HSAs average life expectancy is 79.2 years.* Fifty-three percent of adults in the Backus Hospital HSA say they are in excellent or very good health. In 2020, 65 people in the Backus Hospital HSA died of drug overdoses.* Seventy-nine percent of adults in the Backus Hospital HSA are satisfied with their area, and 39% say their local government is responsive to residents needs.* In the 2020 presidential election, 81% of registered voters in the Backus Hospital HSA voted.* Thirty-nine percent of adults in the Backus Hospital HSA report having stores, banks, and other locations in walking distance of their home, and 47% say there are safe sidewalks and crosswalks in their neighborhood. Part VI, Line 5: A Regional Board governs Backus, Windham and Natchaug Hospitals. The board is responsible for maintaining outstanding quality services and credentials its medical staff. All of the directors either reside or work in our service area. Part VI, Line 6: Hartford Healthcare Corporation (HHC) is organized as a support organization to govern, manage and provide support services to its affiliates. HHC, through its affiliates including The William W Backus Hospital, strives to improve health using the "Triple Aim" model: improving quality and experience of care; improving health of the population (population health) and reducing costs. HHC and it's affiliates including all supported organizations, develop and implement programs to improve the health care in our Southern New England region. This includes initiatives to improve the quality and accessibility of health care, create efficiency on both our internal operations and the utilization of health care, and provide patients with the most technically advanced and compassionate coordinated care. In addition, HHC continues to take important steps toward achieving its vision of being "nationally respected for excellence in patient care and most trusted for personalized, coordinated care."The affiliation with HHC creates a strong, integrated health care delivery system with a full continuum of care across a broader geographic area. This allows the small communities easy and expedient access to the more extensive and specialized services the hospital is able to offer. This includes continuing education of health care professionals at all the affiliated institutions through the Center of Education, Simulation and Innovation located at Hartford Hospital. The affiliation further enhances the hospitals' abilities to support their missions, identity, and respective community roles. This is achieved through integrated planning and communication to meet the changing needs of the region. This includes responsible decision making and appropriate sharing of services, resources and technologies, as well as containment strategies. Part VI, Line 7, Reports Filed With States CT 1 THE ANNUAL CATHOLIC APPEAL INC 197 Broadway Norwich CT 06360 061507733 501(c)(3) 12000 0 To support mission of the Annual Catholic Appeal in providing safe environments for children, young people, and adults through education/spiritual formation, compassionate care, social services and outreach. CASTLE CHURCH INC PO Box 682 Norwich CT 06360 832010929 501(c)(3) 7500 0 To support the mission of Castle Church Inc. to see Eastern Connecticut transformed by the Gospel of Jesus Christ. 2 0 Part I, Line 2: Upon issuing the grant, the hospital attaches a letter that restricts the use of the funds for a specific purpose. All of the grants are made to public charities to assist in funding their exempt programs. Therefore, extensive monitoring of the use of these funds by these entities is not warranted. 1 1 0 0 0 0 0 1 0 Bimal Patel Former Director President 0 772779 0 428548 0 33416 0 128220 0 33627 0 1396590 0 0 Donna Handley Director/President 0 519566 0 300489 0 90638 0 20300 0 61378 0 992371 0 0 Robert Sidman Former Key Employee (Thru 7/21) 0 240154 0 71498 0 451728 0 14500 0 43983 0 821863 0 0 Zhenxiang Liu Physician 588013 0 49129 0 928 0 20300 0 45620 0 703990 0 0 0 Laura Currie VP, Patient Care Services 0 206141 0 71979 0 256250 0 14211 0 37946 0 586527 0 0 Andrzej Porebski Hospitalist 413658 0 50253 0 929 0 20300 0 48742 0 533882 0 0 0 Thomas Vaccarelli Former VP, Facilities 0 282541 0 149193 0 23674 0 20300 0 47721 0 523429 0 19500 Kyle Mcclaine Chief Emergency Medicine 350036 0 92866 0 552 0 20300 0 49638 0 513392 0 0 0 Richard Goulding Physician 333938 0 123828 0 360 0 20300 0 18104 0 496530 0 0 0 James Engel Physician 293252 0 121462 0 192 0 20300 0 48592 0 483798 0 0 0 Abbie Courtemanche MD VP, Medical Affairs 0 303359 0 53733 0 458 0 20300 0 44563 0 422413 0 0 Gregory Makowski Former VP, Clinical Laboratory Svcs 0 280831 0 84152 0 4055 0 20300 0 19303 0 408641 0 0 Anthony Mastroianni VP, Finance 0 224486 0 94985 0 2213 0 20300 0 45776 0 387760 0 0 Joanne Chaurette MD Director (Thru 10/21) 0 324705 0 11600 0 239 0 20300 0 23296 0 380140 0 0 Matthew Kaufman VP, Operations 0 223545 0 88177 0 443 0 20300 0 41458 0 373923 0 0 Pam DeLise VP, Human Services 0 240852 0 81667 0 2270 0 20300 0 26064 0 371153 0 0 Mark Tramontozzi MD Director 0 266259 0 1600 0 1584 0 16843 0 40365 0 326651 0 0 Margaret Marchak Former Secertary (Regional) 0 0 0 0 0 250112 0 0 0 12480 0 262592 0 0 Part I, Line 3 The Independent Executive Compensation Committee (Committee) of the Board of Directors of Hartford HealthCare, on behalf of The William W. Backus Hospital, hires an outside consultant, Human Resources and Compensation Consulting Practice of Gallagher, to determine best practices in governing executive compensation. Please refer to compensation narrative reported on Schedule O. Part I, Lines 4a-b Hartford Healthcare Corporation, a related organization, maintains a 457(f) Supplemental Executive Retirement Plan (SERP). Participants include certain officers and key employees at the President & CEO, Executive Vice President and Senior Vice President levels that are reported by The William W. Backus Hospital on its Form 990, Part VII. Contributions are made by Hartford HealthCare Corporation to the plan based on a percentage of the participant's compensation. Participants vest in the plan at the earlier of reaching age 55 and having 5 years of service, death, disability, involuntary separation without reasonable cause, upon reaching age 65 or the occurrence of a change in control. Each participant ceases to be eligible for further contributions by Hartford Healthcare Corporation on the date of the participant's separation from service. Participants receive a one-time lump sum payment of the accumulated amount during the 30-day period following the participant's separation from service. In 2021, Margaret Marchack, former secretary, received a lump sum severance payment of $250,112. In 2021, Robert Sidman, former key employee, received a lump sum severance payment in the amount of $449,323. In 2021, Laura Currie, VP of Patient Care Services, received a lump sum severance payment in the amount of $254,335. 2021 SERP Accruals were made on behalf of the following individual: Bimal Patel $107,920 2021 SERP Payouts were made on behalf of the following individuals: Thomas Vaccarelli $19,500 Donna Handley $23,253* *For this individual, vesting occurred, causing taxable income. This portion of the vested amount was used to pay the associated tax liability. The remaining balance was deposited into the employee SERP account. Part I, Line 7 Hartford HealthCare Corporation, a related organization, has a Compensation At Risk Plan that encourages and rewards achievements of significant functional goals. These goals contribute to the organization's strategic and financial direction. The plan utilizes market practice alignment to ensure competitive recruitment and retention. Awards are based on President & CEO and/or Hartford HealthCare Corporation's Compensation Committee discretionary assessment of overall organization performance and individual contribution to results. Form 990, Part VI, Section A, line 6 Backus Hospital is organized as a non-stock not for profit entity. Hartford HealthCare Corporation is the sole member. Form 990, Part VI, Section A, line 7a The sole member of the organization has the authority to approve/remove members of the governing body. Form 990, Part VI, Section A, line 7b The sole member of the organization has the right to review, approve, disapprove and deny significant transactions such as mergers, acquisitions, dissolutions, etc. Form 990, Part VI, Section B, line 11b The Form 990 was prepared by Hartford HealthCare's Tax Department. It was then reviewed by an independent accounting firm and forwarded to the VP of Finance for review. The final Form was provided to the entire Board prior to submission to the Internal Revenue Services (IRS). Once the entire review process was completed, the Form was signed by the VP, Finance and then filed with the IRS. Form 990, Part VI, Section B, line 12c The hospital's board has adopted the policy of the member, Hartford HealthCare Corporation (HHC). HHC's Conflict of Interest Policy (Policy) requires all covered individuals, including board members and officers, to provide a disclosure of relationships that create or have the appearance of creating a conflict of interest or commitment. The Policy requires updates if changes in circumstances arise during the year that either (a) create a new potential conflict of interest or commitment or (b) change or eliminate a conflict of interest or commitment previously disclosed. Conflict of interest disclosure statements are maintained by the HHC Office of Compliance and Integrity (OCI). Employee disclosures are reviewed by OCI in collaboration with the Covered Individuals' supervisor when deemed appropriate, to determine if there is a potential conflict. Oversight review of employee disclosures is provided by the HHC Conflict of Interest Committee. The Conflict of Interest Committee assesses and may recommend the conflicting interest either be (a) eliminated for continued relationship with HHC/HHC Affiliate, or, (b) managed through a management plan. Oversight review of physician disclosures is provided by the HHC Physician Conflict Resolution Committee. The Physician Conflict Resolution Committee assesses and may recommend the conflicting interest either be (a) eliminated for continued relationship with HHC/HHC Affiliate, or, (b) managed through a management plan. Board member disclosures are reported to the HHC Nominating and Governance Committee for determinations of conflicts and the management of them, where applicable. Form 990, Part VI, Section B, line 15 The Independent Executive Compensation Committee (Committee) of the Board of Directors of Hartford HealthCare on behalf of The William W. Backus Hospital, hires an outside consultant, Human Resources and Compensation Consulting Practice of Gallagher, to determine best practices in governing executive compensation. The following steps were taken: - The use of an Independent Executive Compensation Committee (Committee) of the Board of Directors of Hartford HealthCare, on behalf of The William W. Backus Hospital, established and regularly reviews Executive Compensation Philosophy; - The Committee regularly reviews scope and depth of positions taking into account complexity and the financial impact and accountability of all "disqualified persons; - National peer groups are selected for comparative purposes based on organizational size, operating revenue, geography and other relevant factors; - Analysis of current total compensation versus market is performed by independent third party compensation consulting firm and is then reviewed by the committee; - Recommendations are made based on market data analysis to ensure appropriate competitive positioning within parameters of compensation philosophy; - The President & CEO compensation is reviewed by the Committee and is based on comparative market information and organizational performance; - All changes are reviewed and approved by the Executive Compensation Committee; The compensation determination process for the President & CEO is reviewed on an annual basis. All other executive compensation is regularly reviewed for scope and depth of positions taking into account complexity and the financial impact and accountability. Form 990, Part VI, Section C, line 18 The Hospital's Form 990, 990T and form 1023 and its attachments are available upon request. Form 990, Part VI, Section C, line 19 The Hospital's Financial Statements, Governing Documents and the Conflict of Interest Policy are available for inspection upon request at the Organization's address. Form 990, Part XI, line 9: Backus Auxiliary One Time Adjustment -159,088. Change in Pension & Post-Retirement Funding Oblig 32,152,062. Transfer To/From Affiliates -595,689. 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