2025-08-14T08:38:33-05:00 2024-09-30 440160260 Forvis Mazars LLP 1201 Walnut Suite 1700 Kansas City MO 64106 990 2023-10-01 060250773 The William W Backus Hospital WILL 8608898331 326 Washington Street Norwich CT 06360 Mark Keise VP, Finance 8608898331 2025-08-14 0 0 Mike Engle CPA P00482834 8162216300 2023 2025-03-06 01:10:19Z Donna Handley 326 Washington Street Norwich CT 06360 589496964 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 2278 183 854 0 710000 737120 540931139 564036411 17741669 22517310 -3354729 -2137822 556028079 585153019 139398 111422 0 0 197138265 201191273 0 0 372437 321118013 316147633 518395676 517450328 37632403 67702691 878492236 990127785 178545250 205371128 699946986 784756657 X To improve the health and healing of the people and communities we serve. 0 0 61132475 76424938 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, and two community hospitals. The Cancer Institute, headed by a visionary leadership team, offers the same high-quality care you'd get at an academic health system but delivered in convenient community settings. Advanced treatments and services are available in offices and centers across our system all offered by fellowship-trained experts in various types of cancer. These community efforts are enhanced by our membership in the Memorial Sloan Kettering (MSK) Cancer Alliance. This connection offers invaluable access to current research trials that can connect you with the latest medications and treatments for your cancer. Often, you can join research trials from the convenience of your local Cancer Institute site. This distinctive cancer care and clinical research partnership means the Hartford HealthCare Cancer Institute brings the most innovative, evidence-based cancer care from MSK directly into community settings across our state. Previously, patients had to travel to New York to get this level of care.Partnering with MSK has helped Hartford HealthCare expand its research portfolio to include more cancer types than ever before, and to add a Cancer Care Innovation Unit at Hartford Hospital. The unit enables Hartford HealthCare to provide Phase I clinical trials to patients, meaning they have access to the most promising drugs in the development pipeline.We've also drafted standards that guarantee you will receive the same high level of care no matter which location you visit or provider you see. Our community approach to cancer treatment has been recognized nationally. In 2017, the Cancer Institute became one of only a few U.S. systems to earn the American College of Surgeons' Commission on Cancer accreditation. Historically, such approval was only given to individual locations. The Hartford HealthCare Cancer Institute encompasses comprehensive cancer centers at seven hospitals across Connecticut Hartford Hospital, The Hospital of Central Connecticut, Backus Hospital, Midstate Medical Center, Windham Hospital, Charlotte Hungerford Hospital and St Vincent's Medical Center. Collectively, the cancer programs within the Cancer Institute treat about 6,000 new cancer patients per year while caring for tens of thousands of existing patients, offering a full range of innovative, evidence-based and personalized treatments designed to meet the needs of each individual patient. Our innovative Institute approach is unlike any other in the state and is among the most highly regarded in the nation. Through our Institute, which is organized around a specific disease and not necessarily location, we can apply best practices throughout our system so that patients receive the same high standards of care no matter where they live or which Hartford HealthCare cancer center they choose. For all of our patients, a dedicated team of oncologists, surgeons, radiologists, pathologists, nurses, clinical researchers, technicians and others collaborate to provide the exact course of care they need. The Institute's multidisciplinary disease management teams meet and collaborate regularly to lend expertise and insight on numerous cancer types, translating into exceptional coordinated care. The Institute's accomplished, fellowship-trained physicians are nationally recognized for their level of sophisticated care in areas such as radiation oncology, medical oncology and surgical oncology. Patients are also cared for in an environment that emphasizes compassion and personal connections, with a team of trained nurse navigators who provide guidance and support to patients and families, from diagnosis to recovery. The Institute also boasts a thriving survivorship program. In 2017, the Institute was accredited as a network by the American College of Surgeons Commission on Cancer, one of a select few institutes nationwide to be recognized as a system, rather than individual cancer centers. For patients coming through our doors with a cancer diagnosis, that means three things: standardized care, more options and more hope. More than four years after the Hartford HealthCare Cancer Institute became the charter member of the Memorial Sloan Kettering (MSK) Cancer Alliance, cancer patients now have unprecedented access to the world's most advanced clinical trials. And more than ever before, physicians, nurses, pharmacists and researchers are working collaboratively to implement cancer treatment standards and protocols developed at MSK, the premier cancer treatment center in the country. Our programs and outreach efforts continue to support Hartford HealthCare's mission to provide access to high-quality health services and positively impact our communities. We advance HHC's health equity goals through the promotion of cancer prevention, education and screening. We are able to provide critical services to our medically underserved neighbors throughout our state. Our colorectal cancer screening program has grown tremendously in the past year. We screened over 1,100 men and women for colorectal cancer through the use of home FIT kits in 2024 and were able to provide 29 diagnostic colonoscopies at no charge to patients enrolled in the program. We are proud to have developed a comprehensive outreach program spanning the state, attending nearly 150 events and engaging nearly 3,000 community members with cancer screenings and cancer prevention education in 2024. Also in 2024, we provided 133 prostate screenings at community events through our partnership with Quest Diagnostics and Tallwood Men's Health.The HHC Breast and Cervical Early Detection and Prevention Program screened 1,752 individuals for breast and cervical cancer in 2024, detecting 12 breast cancers and six cervical cancers. Since 2015, the program has enabled 118 women to receive early detection of breast cancer and 30 women to receive early detection of cervical cancer. Our patient demographics indicate that nearly all (99.76%) of the participants lack health insurance, and a majority (73%) of the women are Hispanic. These statistics have remained constant over the past two years. Mobile Mammography: Despite the challenges of an aging mobile mammography van, the number of completed mammograms continues to rise, reaching 1,777 in 2024, a 70% increase over the past two years. 60% of the mammograms completed were for women who lacked health insurance.The 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. For FY24, the approximate number of cases treated were as follows:Hartford Hospital: 2,655Hospital of Central Connecticut: 1,426Backus Hospital: 950Midstate Medical Center: 452Windham Hospital: 42Charlotte Hungerford Hospital: 292St Vincent's Medical Center: 931The five most common types of cancer diagnosed by teams of specialists at the Hartford HealthCare Cancer Institute are cancers of the Breast, Lung, Prostate, Bladder & Colon. Each patient has a unique scenario requiring a personalized plan.Approximately 1,705 Breast Cancer cases were treated across the system as follows:Hartford Hospital: 602Hospital of Central Connecticut: 379Backus Hospital: 277Midstate Medical Center: 140Windham Hospital: 7Charlotte Hungerford Hospital: 73St Vincent's Medical Center: 277Approximately 672 Lung Cancer cases were treated across the system as follows:Hartford Hospital: 279Hospital of Central Connecticut: 150Backus Hospital: 116Midstate Medical Center: 28Windham Hospital: 2Charlotte Hungerford Hospital: 19St Vincent's Medical Center: 78Approximately 927 Prostate Cancer cases were treated across the system as follows:Hartford Hospital: 335Hospital of Central Connecticut: 143Backus Hospital: 144Midstate Medical Center: 83Windham Hospital: 0Charlotte Hungerford Hospital: 53St Vincent's Medical Center: 169Approximately 371 Bladder Cancer cases were treated across the system as follows:Hartford Hospital: 109Hospital of Central Connecticut: 63Backus Hospital: 79Midstate Medical Center: 38 Windham Hospital: 7Charlotte Hungerford Hospital: 34St Vincent's Medical Center: 41Approximately 368 Colon Cancer cases were treated across the system as follows:Hartford Hospital: 134Hospital of Central Connecticut: 50Backus Hospital: 70Midstate Medical Center: 45Windham Hospital: 4Charlotte Hungerford Hospital: 20St Vincent's Medical Center: 45 46048523 59377834 Gastroenterology:The Hartford HealthCare Digestive Health Institute leads the way in prevention, treatment, surgery and research, caring for more patients than any other digestive health program in Connecticut. Our comprehensive institute model allows specialists to collaborate with each other and you, tapping the most innovative technology available to ensure you receive the very best, most advanced personalized care.At each Digestive Health Institute location across the state, you'll experience the same sense of teamwork and compassion. We have earned national awards, accreditations and recognition for the work we do in digestive disease and obesity management, but our greatest reward is helping you feel better.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 FY24, the Division of Gastroenterology at Backus Hospital had 15,867 cases with an average length of stay of 4.4 days. 38503470 44208385 Bone and Joint:Our expert teams at Backus and throughout Hartford HealthCare provide comprehensive orthopedic care before, during and after surgery. Starting with our Total Care joint replacement education program, patients can learn about their surgery, what to expect, how to prepare and rehabilitation options.When it is time for surgery, it is performed by specially trained physicians in surgical suites with the latest technology, including Mako Robotic-Arm Assisted Surgery, a less invasive and more precise robotic technology for hip and knee procedures.When surgery is complete, Backus has an expertly trained, compassionate staff to help patients get back on their feet again. Once out of the hospital, Backus and Windham hospitals offer a wide range of physical therapy and rehabilitation options in Norwich, Waterford, Colchester and Storrs. Backus is the only trauma center in all of Eastern Connecticut, with specially designed trauma rooms, highly trained staff and LIFESTAR helicopter stationed on the hospital grounds.Backus Hospital offers the latest robotic surgery techniques for hip and knee procedures. Our expert team can help patients decide what is right for them with the goal of helping patients to live pain free.The Knee and Hip Replacement program at Backus Hospital has earned the prestigious Advanced Gold Seal of Approval by demonstrating compliance with The Joint Commission's national standards for health care quality and safety in disease-specific care. This certification award recognizes our dedication to continuous compliance with state-of-the-art standards of quality care for patients and families as well as safety measures, including infection prevention and control, leadership, and medication management.At the completion of the Fiscal Year FY24, the Division had 34,550 cases with an average length of stay of 4.4 days. 343712728 111422 384024400 Backus Hospital has provided quality health care to the residents of Eastern Connecticut since 1893. Backus Hospital includes The William W. Backus Hospital in Norwich; health centers in Montville, Colchester, Ledyard, Norwich and North Stonington; the Backus Outpatient Care Center in Norwich; the Plainfield Backus Emergency Care Center, which is a stand-alone emergency department and outpatient center. It is the only trauma center in Windham and New London Counties and houses one of Hartford HealthCare's LIFE STAR helicopters.Backus Hospital was named one of America's 250 Best Hospitals by Healthgrades, placing it in the top 5% of hospitals in the country and an overall leader in clinical excellence. The hospital was one of three at Hartford HealthCare named to the America's Best list for 2022 and was also recognized by Healthgrades with Excellence Awards in pulmonary care, stroke care, and critical care. The distinction places it in the top 10% of the nation's hospitals in each area. 343712728 111422 384024400 489397196 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 1 1 0 0 0 0 0 0 1 0 0 0 0 0 0 1 1 1 0 0 1 123 0 1 2278 1 0 0 0 0 0 1 1 0 0 0 0 0 0 X 10 7 0 0 1 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 Mary Barry MD Director (Thru 06/24) 1.00 3.00 X 0 3000 105 Henry Beck Director 1.00 3.00 X 0 0 0 Kristin Gildersleeve MD Director (Thru 10/23) 1.00 59.00 X 0 310815 58327 Joanna Chaurette MD Director 1.00 59.00 X 0 312142 63059 Lee-Ann Gomes Director 1.00 2.00 X 0 0 0 Donna Handley Director/President 30.00 30.00 X X 0 903338 75283 Anthony Joyce III Chair 2.00 4.00 X X 0 0 0 Daniel King Director 1.00 2.00 X 0 0 0 Stephen Larcen MD Director 1.00 2.00 X 0 1376 0 Anita Lee Director 1.00 2.00 X 0 0 0 Christina Nadeau Director 1.00 2.00 X 0 0 0 Mark Tramontozzi MD Vice Chair 2.00 58.00 X X 0 270915 44900 Carina Vora DDS Director (Thru 05/23) 0.00 0.00 X 0 0 0 Anthony Mastroianni VP, Finance 30.00 30.00 X 0 321635 66757 Liz Li VP, Human Resources 30.00 30.00 X 0 184536 23105 Rebecca Durham VP, Patient Care Services 30.00 30.00 X 0 272393 23506 Matthew Kaufman VP, Operations 30.00 30.00 X 0 312136 59157 Michael Bontempo VP, Human Resources (Thru 02/23) 30.00 30.00 X 0 32327 6239 Mohammed Quereshi MD VP, Medical Affairs 30.00 30.00 X 240522 140505 56777 Colleen Desai VP Patient Care Services (Thru 12/23) 30.00 30.00 X 0 330597 58805 Zhenxiang Liu Hospitalist 60.00 0.00 X 746158 0 53658 Richard Goulding Physician 60.00 0.00 X 534545 0 25776 Andrzej Porebski Hospitalist 60.00 0.00 X 487705 0 61652 Rommel Geronimo Hospitalist 60.00 0.00 X 524564 0 37310 Vuk Sotirovic Hospitalist 60.00 0.00 X 532685 0 55202 Abbie Courtemanche MD Former, VP, Medical Affairs 0.00 0.00 X 0 406264 35439 3066179 3801979 805057 374 1 1 0 Shiftwise Inc (FKA Origin Inc) PO Box 70870 St Paul MN 55170 Staffing Service 10710152 Alliance Healthcare Services Inc PO Box 96485 Chicago IL 60693 Medical Service 3291719 North American Partners In Anesthesia 68 South Service Road STE 350 Melville NY 11747 Medical Service 2862291 Morrison Management Sp Inc Acute Care 400 Northbridge Road Sandy Springs GA 30350 Food Service 2680286 Shearwater Health Inc PO Box 736094 Chicago IL 60603 Staffing Service 2329055 48 177440 240713 318967 737120 Net Patient Revenue 624100 546477288 546477288 Income from JV 900003 17558269 17558269 Electric Vehicle Charges 900099 854 854 564036411 20984058 20984058 2172523 4246264 -2073741 -2073741 -2073741 1533252 0 1533252 1533252 1533252 33600 177440 97681 -64081 -64081 585153019 564035557 854 20379488 X 101422 101422 10000 10000 422386 422386 152327 152327 169175179 161962384 7084729 128066 8997631 8614362 376464 6805 9490196 9085944 397074 7178 12953554 12401775 541982 9797 78179 78179 88171 88171 564022 564022 69396441 69396441 44111 1606 42505 3656684 2307785 1180893 168006 24332681 15329589 9003092 6893646 6327279 566367 103122 92345 10777 313067 246358 66709 3527771 2293051 1234720 44717094 40245385 4471709 12114283 11774662 339621 3125919 3125919 Medical Supplies 94237260 94237260 Hospital Provider User 26587764 26587764 Purchase Services 16078941 15053450 1016507 8984 Repairs Maintenance 8778721 8670132 108589 1509756 957570 551090 1096 517450328 489397196 27680695 372437 1982070 2276194 0 8964677 47732251 53964325 7268016 8482781 794034 1522223 373343604 254102564 122847690 119241040 6864622 445321 525521570 585096794 15091217 15091217 150390766 195043213 878492236 990127785 32610613 37613710 320843 379802 4576330 461813 141037464 166915803 178545250 205371128 X 685228504 768133218 14718482 16623439 699946986 784756657 878492236 990127785 X 67702691 37120477 -20013497 X X 0 1 X 1 1 1 X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED 0 0 0 0 0 0 0 0 1 88171 88171 0 Part II-B, Line 1: The William W. Backus Hospital paid annual dues to the Connecticut Hospital Association (CHA). CHA conducts 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 FY24 was $88,171. 8683075 498000 9181075 8474075 209000 8683075 8210072 264000 8474075 6856072 1354000 8210072 6405072 451000 6856072 0.00000 0.74000 0.26000 0 1 1 5124999 5124999 200116691 127443266 72673425 18714810 18551003 163807 127457919 108108295 19349624 21929185 21929185 119241040 Investment In Endowment LLC 581918550 F Assets Held In Trust By Others 3178244 F 585096794 Due From Affiliates 132178060 Other Assets 28789036 Pension Asset 16557843 Malpractice Claims 9292938 SERP Asset 7145976 Workers Comp 1079360 195043213 Tax Exempt Bonds 95953816 Other Liabilities Program Related 46827003 Accrued Malpractice 9292938 Hospital Provider User Fee 6646941 SERP Liability 7145976 Accrued Post Retirement Expenses 1049129 166915803 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 150550 128550 22000 7021 30869 20848 5645 3983 Seder Golf 60490 48890 11600 1421 11390 11850 2000 2654 211040 177440 33600 8442 42259 32698 7645 6637 97681 -64081 1 1 X 1 X 250.000000000000 1 X 550.000000000000 1 1 0 0 6022796 6022796 0.01160 107450320 73279531 34170789 0.06600 113473116 73279531 40193585 0.07760 2760938 148050 2612888 0.00500 2532528 116440 2416088 0.00470 1254504 1254504 0.00240 393935 393935 0.00080 6941905 264490 6677415 0.01290 120415021 73544021 46871000 0.09050 1095 1095 0.00000 230903 230903 0.00040 231998 231998 0.00040 0 17648308 0 71767946 78006114 -6238168 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 22 1 1 0 1 X See Part V, Page 8 X X 1 22 1 See Part V, Page 8 0 1 X 250.000000000000 550.000000000000 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 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.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 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 Connecticut Significant Community Health Needs were determined by analyzing secondary community health data and gathering input provided by community stakeholders. In addition, data was 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/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/community-health-needs-assessment The William W. Backus Hospital Part V, Section B, Line 11: The 2022 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.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 2023-2025 across all Backus Hospital geography. Prioritized communities:- disadvantaged communities, people of color, and others who have historically lacked adequate access to services.Promote Healthy Behaviors and Lifestyles:*RX For Health 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, primary care offices, farmers markets, etc. Backus Hospital collaborates with local community partners to identify families and individuals who would benefit. Reduce the Burden of Chronic Disease:*Universal Screening- is a program designed to meet the underserved members of our community where they are. Multiple hospital departments provide free chronic disease screenings in a variety of environments and locations. During testing, participants will be given education regarding the disease that they have been screened for and how to achieve a "normal" range. Participants will be given information about Primary Care Physicians (PCPs) as well as Urgent Care if needed. For FY '24, the Universal Screening Event at Thrive 55+ Active Living Center in Groton (Senior Center) included 59 Staff members present spending a total of 212 hours of prep/actual event time. *A-Ok with HHC- Free Blood Pressure and A1C (test for diabetes) screening. This program is performed in areas of need as designated by the CHNA. Typical settings are low-income housing authorities, soup kitchens, food pantries, homeless shelters, and senior centers. Participants are given a free blood pressure cuff if they are hypertensive or on BP meds at home and do not have a cuff to monitor themselves. Improve Health Equity, Social Determinants of Health, and Access to and Coordination of Care and Services: *CCT (Community Care Team) is chaired by a Backus Behavioral Health clinical staff member. This team of local community representatives meets to address wrap around care for individuals with 10 or more ED (Emergency Department) visits in a 6-month period or 5 or more ambulance rides to the ED in 30 days. Assistance with housing, transportation, and family support is at the core of needs addressed by this team. *Backus Hospital staff coordinated with community partners (SVDPP soup kitchen, SMHA, Reliance Health, local pharmacy, NLHHC) to assist patient with obtaining medications, supplies, warm clothes, food, and insurance/entitlements. A few positive outcomes from this program include: 57-year-old male, living in dangerous conditions (no electricity, water, or heat); recently relocated to CT and did not know how to access resources or services; significant mental health and substance use issues; intermittent incarcerations and legal involvement 42-year-old male; undocumented with limited English comprehension; unhoused - living on the streets in Norwich; struggling with alcohol abuse substance abuse treatment program (non-profit program in Bridgeport for individuals whose primary language is not English, and they do not have the ability to pay for treatment). Community partners helped facilitate his admission once he discharged to the community. *Diaper Connections- HHC has partnered with Madonna Place and UCFS, as a Co-chair of the Diaper Connections Program for the State of CT. Between these two partnerships, 107,400 diapers have been distributed amongst 1,693 families *Food Pantry- Has been implemented for Backus Hospital patients upon discharge. Working with United Way of Southeastern CT, patients with an identified need are given food boxes upon discharge. *Pipeline Strategy- In efforts to continue to promote careers in the health care sector and to address the pipeline issues that many students from diverse and underserved backgrounds face when it comes to education and training, Hartford Healthcare continues to conduct a series of health care career events & opportunities within local high schools. Schools with established certification programs i.e. CNA, EMT, etc. will be given specific focus as partnerships with high schools can lead students to open positions at Backus hospital resolving department staffing need. Enhance Community-Based Behavioral Health Services:*Neighborhood Health- was developed in collaboration with trusted community partners. These innovative health clinics continue to be adaptable, flexible, and open to feedback to ensure access to needed services and programs. Mobile "CareVans" visit and operate daytime health clinics at specifically chosen locations every week. They offer a variety of health services including screenings, mental health counseling, medical referrals, education and support. *HHC New London Pride Event- Hartford Healthcare was proud to sponsor the New London Pride Event. HHC provided community outreach on gender health services, blood pressure screenings and HIV rapid testing.All needs identified in the CHNA are currently being addressed. 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 7g: No physician clinic costs were included in the Subsidized Health Services cost calculations. Part II, Community Building Activities: The William W. Backus Hospital coordinates with various organizations to perform community building activities that addresses issues related to Social Determinants of Health, and as such, the hospital interacts with the community to address these needs and facilitates appropriate responses. The total expenditure for FY24 is $231,998. 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 2024 would be immaterial. Part III, Line 4: Please see the text of the footnote that describes bad debt expense beginning on page 24 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: The William W. 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 crosswalksin their neighborhood. Part VI, Line 5: A Regional Board governs Natchaug, Windham, and Backus Hospitals. The Board is responsible for maintaining outstanding quality services and credentials its medical staff. The majority of Hospital's governing board is comprised of persons who either reside or work in its primary service area, and they are neither employees nor contractors of the Hospital. 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 A Better Way Foundation 142 Temple Street New Haven CT 06510 061576383 501 (c ) (3) 14500 0 To improve health and well-being, particularly within the Black community, by promoting physical activity and healthy eating habits. The program encourages Black women to maintain a healthy weight through these means, providing tools and resources to support them. Chamber of Commerce of Eastern Connecticut Foundation 92 Eugene ONeill Drive New London CT 06320 061419657 501 (c ) (3) 10000 0 To help the foundation raise money through sponsorships with the funds and distribute grants to organizations that align with the foundation's mission, particulary those assisting families, children and communities. ADL Connecticut 1000 Lafayette Blvd Bridgeport CT 06604 131818723 501 (c ) (3) 10000 0 To support signature education program, No Place for Hate. This program aims to combat antisemitism, hate and bias in schools and communities. By sponsoring ADL CT, businesses can contribute to creating more inclusive and equitable environments for all. The Greater Norwich Area Chamber of Commerce 187 Main Street Norwich CT 06360 200625785 501 (c ) (3) 5500 0 To support the Chamber's mission by boosting business visibility, connecting with local professionals and offering resources and support to members and the community. Madonna Place Inc 240 Main Street Norwich CT 06360 061205879 501 (c ) (3) 5500 0 To implement potty training while eliminating prolonges use of diapers in children experiencing developmental emotional delays caused by the Covid-19 pandemic. 5 0 The Backus Hospital Commemorative Auxiliary Scholarship 5 10000 To support Backus Colleagues who are pursuing a career in health management. Part I, Line 2: Upon issuing the grant, the hospital attaches a letter that restricts the use of the funds for a specific purpose. All of the grants are made to public charities to assist in funding their exempt programs. Therefore, extensive monitoring of the use of these funds by these entities is not warranted. 0 1 0 0 0 0 0 1 0 Donna Handley Director/President 0 531770 0 269749 0 101819 0 23100 0 52183 0 978621 0 0 Zhenxiang Liu Hospitalist 689579 0 36919 0 19660 0 23100 0 30558 0 799816 0 0 0 Vuk Sotirovic Hospitalist 482110 0 37444 0 13131 0 23100 0 32102 0 587887 0 0 0 Rommel Geronimo Hospitalist 478536 0 45693 0 335 0 23100 0 14210 0 561874 0 0 0 Richard Goulding Physician 440650 0 93343 0 552 0 23100 0 2676 0 560321 0 0 0 Andrzej Porebski Hospitalist 447180 0 27200 0 13325 0 23100 0 38552 0 549357 0 0 0 Abbie Courtemanche MD Former, VP, Medical Affairs 0 285478 0 120147 0 639 0 16500 0 18939 0 441703 0 0 Mohammed Quereshi MD VP, Medical Affairs 177435 140505 61800 0 1287 0 23100 0 33677 0 297299 140505 0 0 Colleen Desai VP Patient Care Services (Thru 12/23 0 247425 0 82317 0 855 0 23100 0 35705 0 389402 0 0 Anthony Mastroianni VP, Finance 0 235716 0 83582 0 2337 0 22960 0 43797 0 388392 0 0 Joanna Chaurette MD Director 0 311302 0 600 0 240 0 23065 0 39994 0 375201 0 0 Matthew Kaufman VP, Operations 0 231138 0 80526 0 472 0 22135 0 37022 0 371293 0 0 Kristin Gildersleeve MD Director (Thru 10/23) 0 307932 0 2150 0 733 0 22640 0 35687 0 369142 0 0 Mark Tramontozzi MD Vice Chair 0 267828 0 600 0 2487 0 16783 0 28117 0 315815 0 0 Rebecca Durham VP, Patient Care Services 0 222120 0 50063 0 210 0 19252 0 4254 0 295899 0 0 Liz Li VP, Human Resources 0 153611 0 30600 0 325 0 0 0 23105 0 207641 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, Line 4b Hartford Healthcare Corporation, a related organization, maintains a 457(f) Supplemental Executive Retirement Plan (SERP). Participants include certain officers and key employees at the President & CEO, Executive Vice President and Senior Vice President levels that are reported by The 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. 2023 SERP Payout was made on behalf of the following individual: Donna Handley $24,808* *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 CEO and/or Hartford HealthCare Corporation's Compensation Committee discretionary assessment of overall organization performance and individual contribution to results. Amanda Joyce See Part V 152327 Employee of the Organization 0 Sch L, Part IV, Row B Mr. Anthony Joyce is a Board member of the organization. His daughter Amanda Joyce is an employee of the organization and was paid $152,327 for fiscal year 2024. Form 990, Part VI, Section A, line 4 On December 14, 2023, the Board of Directors of The William W. Backus Hospital (the "Corporation") approved an amendment and restatement of the Corporation's Certificate of Incorporation, (the "Amended and Restated Certificate"). The Amended and Restated Certificate includes an amendment to Section 10 regarding indemnification. 1. Section 10 regarding indemnification has been updated to include that the Corporation may provide resolution unless indemnification is otherwise mandated as set forth in the Bylaws. 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 and physician disclosures are reviewed by OCI in collaboration with the Covered Individuals' supervisor, when deemed appropriate, to determine if there is a potential conflict. Conflict mitigation plans are developed by OCI. Other individuals who may review potential conflicts of interest and approve conflict management plans include: the SVP/EVP of the department/area in which the individual works, the Institute Physician-In-Chief, the Medical Group Physician-In-Chief, the Regional Vice President of Medical Affairs, and/or the HHC Legal Department. Board member disclosures are reported to the HHC Nominating and Governance Committee for determinations of conflicts and the management of them, where applicable. Form 990, Part VI, Section B, line 15 The Independent Executive Compensation Committee (Committee) of the Board of Directors of Hartford HealthCare on behalf of The 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 IX, line 11g Other Medical Professional Fees: Program service expenses 69,396,441. Management and general expenses 0. Fundraising expenses 0. Total expenses 69,396,441. Form 990, Part XI, line 9: Change in Pension & Post-Retirement Funding Oblig -9,253,133. Transfer To/From Affiliates -3,179,464. Net Unrestricted Other Changes in Joint Ventures -7,580,900. Form 990, Part XII, Line 3b Although The William W. 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Medical Group Specialists PLLC M 155838 FMV Hartford HealthCare Medical Group Specialists PLLC O 9731240 FMV Hartford HealthCare Medical Group Specialists PLLC P 887625 FMV Hartford HealthCare Medical Group Specialists PLLC Q 434308 FMV Windham Community Memorial Hospital Inc O 1524058 FMV Windham Community Memorial Hospital Inc P 1179621 FMV Windham Community Memorial Hospital Inc Q 998939 FMV Windham Community Memorial Hospital Inc R 59897 FMV Windham Community Memorial Hospital Inc S 87470 FMV Backus Medical Center Condominium Association Inc A 378728 FMV Backus Medical Center Condominium Association Inc P 353623 FMV Backus Medical Center Condominium Association Inc Q 688523 FMV Natchaug Hospital Inc A 62683 FMV Natchaug Hospital Inc O 77293 FMV SVMC Holdings Inc dba St Vincent's Medical Center P 73863 FMV SVMC Holdings Inc dba St Vincent's Medical Center Q 82816 FMV MidState Medical Center O 67452 FMV MidState Medical Center S 61763 FMV Hartford HealthCare Medical Group Inc A 704777 FMV Hartford HealthCare Medical Group Inc O 549630 FMV Hartford HealthCare Medical Group Inc R 24606638 FMV ConnCare Inc R 1126625 FMV Neighborhood Health Inc Q 56966 FMV Neighborhood Health Inc R 152455 FMV The Hospital of Central Connecticut at New Britain General and Bradley Memo O 55424 FMV Hartford HealthCare Rehabiliation Network LLC R 99275 FMV