2014-07-16T11:47:05-07:00 2013-09-30 ERNST & YOUNG US LLP 111 MONUMENT CIRCLE STE 4000 INDIANAPOLIS IN 46204 990 2012-10-01 060669121 The New Milford Hospital Inc NEWM 8602105365 21 Elm Street New Milford CT 06776 Steven H Rosenberg 2014-07-16 false Jennifer Lynch P01255855 2012 2015-11-30 17:44:51Z Steven H Rosenberg 24 Hospital Avenue Danbury CT 06810 75713276 false false X NewMilfordHospital.org X 1921 CT New Milford Hospital is an acute care facility dedicated to maintaining and improving the healthcare of members of the New Milford and surrounding communities that it serves. 10 7 621 100 1068295 -731234 604222 5457495 78110901 69721620 23243 0 699485 534161 79437851 75713276 0 0 45235474 37598629 0 0 39949499 35363670 85184973 72962299 -5747122 2750977 66374764 61269930 45828861 29542298 20545903 31727632 To provide outstanding healthcare to the New Milford and surrounding communities we serve through an uncompromising focus on clinical quality, compassionate care, and the creation of a medical "safe haven" for our patients and their families. false false 35795320 39962017 OUTPATIENT:NMH provides outpatient services to the community. Major services include Radiology diagnostic, mammography, ultrasound,behavioral health services, MRI , CT scans and oncology services. 17679015 19721840 INPATIENT:During 2013, New Milford Hospital has experienced meaningful change, delivered life-changing experiences, confronted serious issues and achieved significant progress. We are proud of the remarkable progress we have made during a challenging and ultimately rewarding year.As we continue to chart a new path to the future of healthcare we focus on the real results that people and investments can create. The best healthcare comes from combining top medical care with a personal touch provided by our team of dedicated professionals. Thats how we improve the health of our communities, one person at a time.We view 2013 as a year of progress on many fronts. We are expanding cancer care, women's health and emergency services. We have integrated laboratory and radiology services to offer more access and improve efficiency. Professional cooperation between our physicians, support staff and hospitals has never been stronger. Accountable Care is a delivery concept that ties provider reimbursements to specific quality measures, patient satisfaction, efficiencies and reductions in the total cost of care for a particular population of patients. An Accountable Care Organization (ACO) is designed to reward improvements in healthcare quality by sharing the savings that result from a more comprehensive continuum of care that yields better patient outcomes at every level of intervention. At the same time, a hospital that fails to meet minimum measures is put on notice that they will eventually be penalized with reduced reimbursements if they do not improve in a number of areas.In late 2011, the establishment of ACOs became an important feature of the Affordable Care Act when the Centers for Medicare and Medicaid Services (CMS) issued a set of guidelines for healthcare providers like New Milford Hospital. To address the overall goal to improve healthcare quality, CMS specifies five domains by which they and provider participants can monitor performance quality: -Patient/caregiver experience-Care coordination-Patient safety-Preventive health-Care of at-risk populations including the frail elderlyIn 2013, New Milford Hospital acted to meet and, where possible, exceed these goals. New Milford Hospital strives every day to protect and promote the health and wellness of each of our patients and to provide access to the highest quality care, regardless of their ability to pay. Whether it is through creative prevention partnerships, the management of chronic illness, or connecting patients to appropriate community services, we are devoted to serving our neighbors in need. We are especially vigilant now during these difficult economic times, focusing on disparities in care, older adult health needs, substance abuse and mental health and improving awareness of existing health services and supports. Moreover, we must pursue outreach programs that address such major health issues as heart disease and cancer. Some of our most effective health and wellness initiatives are offering a stable safety net of medical care and support services for our most vulnerable and at-risk neighbors living with serious mental health and substance abuse issues. Achievements of 2013 show a new picture emerging: a coordinated and strong health care partner that preserves the caring spirit of a community hospital with a contemporary operation that reflects the best of modern healthcare. As we approach the opportunities of 2014, we will continue to invest in our future to help our communities experience this new picture of health. 8995683 10136762 ER AND OTHER:The Emergency Department had 17,850 visits in 2013. Our plan to expand the Emergency Department in 2014 will add capacity to this area. 62470018 true true false true false false false false false false true false false true true false false true false false false false false false false false true true false false true false false false false false false false false false false false false false false false false true true true false false true 45 0 true 621 true true false false false false false false 0 false false false false false false false false false false X 10 7 true false false false true true true true true false false true true true true true true true true true true CT X X X Kevin T Meade 8602105365 21 Elm Street New Milford CT 06776 X James Kennedy 3.00 6.00 X X 0 0 0 Brian C White 1.00 2.00 X 0 0 0 John RPatrickto115 1.00 2.00 X 0 0 0 Spencer Houldin 1.00 3.00 X 0 0 0 Joseph D Skrzypczak 1.00 2.00 X X 0 0 0 Anthea Disney 1.00 2.00 X 0 0 0 Richard G Jabara 1.00 3.00 X 0 0 0 A Altorelli to 911 1.00 2.00 X 0 0 0 David Cyganowski 1.00 2.00 X X 0 0 0 David Kramer MD 1.00 2.00 X 0 0 0 Neil Culligan MD 1.00 2.00 X 0 0 0 John M Murphy MD 2.00 47.00 X X 0 1183850 52091 Donna Kaplanis 2.00 48.00 X 0 237652 58293 Deborah Weymouth 40.00 0.00 X 360527 0 17736 Steven H Rosenberg 2.00 46.00 X 0 687331 44257 Prashant Rodrigues MD 40.00 0.00 X 440765 0 32593 Lee Zarger MD 40.00 0.00 X 195520 0 31391 Susan Viola 40.00 0.00 X 166014 0 34729 Christian Ward 40.00 0.00 X 146337 0 37323 Kevin Meade 40.00 0.00 X 144189 0 16835 1453352 2108833 325248 55 false true false UNIDINE PO BOX 60479 CHARLOTTE NC 28260 NUTRITIONAL 1251824 RINALDI LINEN SERVICE 47 COMMONS COURT WATERBURY CT 06704 LAUNDRY SERVICES 150572 PERSANTE SLEEP CARE 130 GAITHER DRIVE MOUNT LAUREL NJ 08054 SLEEP CTR MANAGEMENT 146200 LAWNS UNLIMITED 186 CORNWALL RD WARREN CT 06776 LANDSCAPING SERVICES 110000 APOLLO INTL 2150 BOSTON PROVIDENCE HIGHWAY WALPOLE MA 02081 SECURITY SERVICES 446402 7 5247554 209941 5457495 Patient Service Revenue 621990 41639099 41639099 Non-Patient Laboratory 621500 1068295 1068295 Medicare/Medicaid 621990 27014226 27014226 69721620 0 0 0 98999 98999 98999 98999 0 0 0 0 Gift Shop 452000 72445 72445 Cafeteria & Vending 722210 296998 296998 Administrative Services 561000 65719 65719 435162 75713276 68752324 1068295 435162 X 0 0 0 0 378541 378541 0 28605737 23742762 4862975 2343601 1945189 398412 4443662 3688239 755423 1827088 1516483 310605 0 105602 105602 137202 137202 66145 66145 0 0 8294490 6884427 1410063 756 756 384676 319281 65395 729236 605266 123970 0 1198052 994383 203669 2800 2324 476 0 52389 43483 8906 263572 263572 0 5443180 4517839 925341 2112511 1753384 359127 Dietary Contract 1035058 859098 175960 Maintenance COntracts 1198311 994598 203713 WCMG system support 5247395 5247395 Medical Supplies 9092295 9092295 0 72962299 62470018 10492281 0 0 3717748 2221385 0 8601320 7314799 0 0 0 1645080 1521171 782669 371475 97737223 63868519 32440675 33868704 0 0 0 0 19187272 15972396 66374764 61269930 6745393 5295097 1508855 37574613 24247201 45828861 29542298 X 12487373 23332942 3923984 4125215 4134546 4269475 20545903 31727632 66374764 61269930 X 2750977 8430752 X X false true X true false X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED false false false true false true 9 false true 18265 true 46322 true 450 true 1099 66145 false false Part II-B, Line 1i Part II-B, Line 1i - Other Activities Description Only state and local officials were lobbied during 2013. As part of this miscellaneous office expense such as phone, computer supplies, refreshment etc. were incurred and were reflected on line #1i accordingly.Direct contact with legislators and state leaders to redesign care delivery, improve access to care and create an environment where reform could thrive.New Milford Hospital CHA dues of $129,711 had 9.54% or $12,374 expended on lobbying activities.New Milford Hospital AHA dues of $24,909 had 23.65% or $5,891 expended on lobbying activities. 1145712 1145712 47784373 32637829 15146544 315855 312529 3326 43953291 30918161 13035130 4537992 4537992 33868704 Malpractice Trust 3014415 Investment in WCHN Foundation 11319493 Deferred Comp 72459 CSV of Life Insurance 1566029 15972396 SERP Liability 72459 FIN 47 Accrued Liability 400000 Due to Third Parties 1973652 Due to Related Parties 8990875 Accrued Workers Comp 463981 Accrued Pension 8266151 Accrued Malpractice 4080083 24247201 true true true X 400.000000000 true X 600.000000000 true true false false true true 938932 663222 275710 0.00380 8209134 5633663 2575471 0.03530 9148066 6296885 2851181 0.03910 333509 333509 0.00460 22263 22263 0.00030 898531 551496 347035 0.00480 6795 6795 0.00010 1261098 551496 709602 0.00980 10409164 6848381 3560783 0.04890 17906 100 17806 0.00020 17906 100 17806 0.00020 true 2560334 153620 22240407 33883087 -11642680 X true true New Milford MRI JV LLC INACTIVE 1.00000 1 1 New Milford Hospital Inc

21 Elm Street New Milford CT 06776

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120 Park Lane New Milford CT 06776

Diagnostic Part VI - Additional Information Schedule H, Part I, Line 6a.The Community Benefit report is reported on a Network basis.Schedule H, Part I, Line #7. Costing Methodology Used To Calculate The Amounts Reported In The Table:Charity Care At Cost Percentage:Line 7a.,(col.c) Total Gross Patient charges written off to charity (Income Statement) * Ratio of Patient Care Cost to Charge % (see below) plus Medicaid provider taxes= Total community benefit expense. Line 7a.,(col.d) Revenue from Uncompensated Care Pools and programs (DSH * % of cost of uncompensated care shown on the OCHA Schedule 500)= Direct offsetting revenueLine 7a.,(col.e) Total Community Benefit Expenses - Revenue from Uncompensated Care Pools and programs (DSH * % of cost of uncompensated care shown on the OCHA Schedule 500) = Net community benefit expense.Line 7a.,(col.f) Net community benefits expenses / total expenses = Percent of total expense. Total expenses from Part IX, line 25 column (a) was used for purposes of calculating Line 7a., column (f).Line 7 b. Ratio of Cost To Charge for the Medicaid patients based on the Hospital's KREG cost accounting system.Line 7 e. Actual expenses less any direct offsetting revenue.Line 7 f. Actual expenses less any direct offsetting revenue.Line 7 g. Ratio of Cost To Charge based on the Hospital's KREG cost accounting system. There are no physician clinics included in this amount.Line 7 i. Actual expenses of the contributions.Ratio Cost To Charge Calculation:Total Operating Expenses divided by Adjusted Patient Care Cost (Bad Debt, Other Operating Income and Intercompany Income are removed from the total operating expenses)Adjusted Patient Care Cost divided by Gross Patient Charges= Ratio of patient care costs to charges Part VI - States Where Community Benefit Report Filed CT Part VI - Affilated Health Care System Roles and Promotion PART VI,LINE 6:Western Connecticut Health Network, Inc. (parent)Western Connecticut Health Network's mission is to improve the health and well being of those we serve, which helps to further the hospital's exempt purpose.Danbury Hospital:Danbury Hospital provides medical services to the community regardless of the individual's ability to pay. Services include routine inpatient ancillary and outpatient care in support of the hospital's mission statement,to improve the health and well being of those we serve.For 2013, Danbury Hospital provided $4,954,000 in charity care.New Milford Hospital:New Milford Hospital's mission is to provide outstanding health care to the communities they serve through an uncompromising focus on clinical quality, compassionate service, and the creation of a medical"safe haven" for their patients and their families. For 2013, New Milford Hospital provided $1,048,932 in charity care.Western Connecticut Medical Group:The mission at Western Connecticut Medical Group is to provide safe, innovative, convenient and coordinated primary and specialty health care in the communities they serve and strive to be aware of and respond to their patients needs. They support a commitment to advance the health and well-being of individuals in their community by delivering quality care, participating in medical research and medical residency programs and the provision of medical services to patients. For 2013, Western Connecticut Medical Group provided $1,794,739 in charity care.Western Connecticut Health Network Foundation, Inc.:Western Connecticut Health Network Foundation Inc.'s mission is to raise funds, reinvest and administer these funds and make distributions to Danbury Hospital and other not-for-profit health care affiliates.Western Connecticut Health Network Affiliates:Western Connecticut Health Network Affiliates principal purpose is to provide outpatient health care services in various locations and also provide ambulance services to Danbury and surrounding towns, while serving those that cannot afford the care. Approximately $11,000 in charity care was provided during 2013.Business Systems, Inc.Business Systems, Inc, is a taxable corporation whose main business is the operation of Danbury Pharmacy, a retail pharmacy. The Pharmacy's revenue is comprised of prescription sales, over the counter sales, and wholesale sales (medical and surgical supplies) sold to office practices and clinicians that are not covered by insurance programs. At the end of 2013 the Danbury Pharmacy was sold to Walgreen's Pharmacy.Western Connecticut Home Care, Inc.:Western Connecticut Home Care, Inc. (WCHC) provides state of the art clinical services ranging from pediatric patients to the elderly utilizing best practice in home care to meet the needs of their patients. For 2013, WCHC provided $587,777 for charity care.Eastern New York Medical ServicesEastern New York Medical Services (ENYMS) was formed in April, 2013. The mission at ENYMS is to provide safe, innovative, convenient and coordinated primary and gastro health care in the communities we serve and strive to be aware of and respond to our patients needs. For 2013, ENYMS provided approximately $1,000 for charity care. Part VI - Explanation Of How Organization Furthers Its Exempt Purpose PART VI,LINE 5:During fiscal year 2013, New Milford Hospital served 1,824 inpatients and cared for 56,020 outpatients. In addition, 17,850 patients came through our emergency department and 2,075 one-day surgery procedures were performed. Led by a team of skilled and dedicated healthcare professionals, New Milford Hospital's committment to clinical excellence and patient satisfaction were recognized by numerous prestigious organizations in 2013. The formation of Western Connecticut Health Network, a healthcare delivery system that combines the resources and expertise of Danbury Hospital, New Milford Hospital and their affiliates, represents a historical achievement. This affiliation gives us an opportunity to provide a higher level of care throughout the region in the most cost-effective manner while meeting the challenges posed by healthcare reform head on. Providing our physicians and medical team with the technological advances they need to succeed remains a priority. The Linear Accelerator cancer treatment system, 64 slice CT scanner, and the open bore MRI imaging system, for example, offer patients a sophisticated level of care rarely available in a community hospital. Knowledge is power when it comes to improving the health and wellness of people of all ages in Connecticut and New York. That's the message behind a number of hospital initiatives designed to build healthy communities. Part VI - Community Building Activities PART VI, New Milford Hospital is actively engaged with the community that it serves. We provided $17,806 of net community benefit expenses related to community health improvement advocacy , workforce development and coalition building activities to learn about the community's health and other needs. Part VI - Community Information PART VI,LINE 4:The Hospital's primary service area is the city of New Milford and surrounding suburban towns that make up central Litchfield County. The region is generally employed and with average incomes. Constituents are predominantly Caucasian, skew somewhat older than other areas of CT and the U.S. Poverty levels are below other areas. Part VI - Patient Education of Eligibility for Assistance PART VI,LINE 3:The Hospital has messages on all statements providing information regarding how the patient can get assistance with their hospital bill. Also signs are posted throughout the hospital and counselors are available to provide further assistance. All uninsured inpatients are interviewed by financial counselors and assessed for eligibility for assistance programs. The hospital provides informational handouts to all uninsured patients at the time of registration which refers them to financial counseling if they would like assistance with their bills. Further, the hospital mails notices to all self-pay accounts referring them to financial counseling if they need assistance. The collection department will also refer patients to financial counseling when a patient indicates that they cannot afford their balances; and finally, schedulers refer uninsured patients to financial counseling prior to their test or procedure.One barrier to health care outlined in the Community Needs Assessment was that so many people were uninsured or underinsured. To help eliminate this barrier to needed care, in 2013 WCHN actively advocated for Access Health CT, the states new health insurance marketplace, using grass roots communication to encourage enrollment in Access Health CT. WCHN held in-service trainings for our staff, participated in community educational forums and enrollment fairs, and distributed promotional materials throughout the Network and region. Our hospitals are now considered by the state a model hospital for promoting the significant benefits of insurance enrollment. Part VI - Needs Assessment PART VI,LINE 2:The Organization monitors and reports CMS information. Data includes basic demographics, along with health issue-specific information. Additionally, we survey our consumers on a regular and ongoing basis for their opinions and concerns. Number of Hospital Faciltiy - 1 Part V, Line 14g - Other Means Hospital Facility Publicized the Policy New Milford Hospital has messages on all statements providing how the patient can get assistance with their Hospital bill. Counselors are also available to provide further assistance. Number of Hospital Faciltiy - 1 Part V, Line 4 - List Other Hospital Facilities that Jointly Conducted Needs Assessment The organization collaborates with community partners for assessment of community health needs and action planning. Danbury Hospital, and its affiliate partner, New Milford Hospital, participated in the development of a Community Report Card for the Housatonic Valley Region, a 10-district municipality that includes Danbury and New Milford, CT. The other eight towns are Bridgewater, Brookfield, New Fairfield, Newtown, Redding, Ridgefield and Sherman, CT, all towns within the primary service area of both hospitals. Developing a plan for health improvement in our region involves collective action by and sharing of expertise and resources across agencies and organizations in both the public and private sectors. Number of Hospital Faciltiy - 1 Part V, Line 3 - Account Input from Person Who Represent the Community New Milford HospitalDanbury HospitalCommunity Needs: Effective strategies to improve community health involve active collaboration and commitment among health providers, public and community health agencies, educators, worksites, community and faith-based organizations and groups, and the public they serve. The organization collaborates with community partners for assessment of community health needs and action planning. Danbury Hospital, and its affiliate partner, New Milford Hospital, participated in the development of a Community Report Card for the Housatonic Valley Region, a 10-district municipality that includes Danbury and New Milford, CT. The other eight towns are Bridgewater, Brookfield, New Fairfield, Newtown, Redding, Ridgefield and Sherman, CT, all towns within the primary service area of both hospitals. Developing a plan for health improvement in our region involves collective action by and sharing of expertise and resources across agencies and organizations in both the public and private sectors. Activities:1.Community Report Card (CRC) for Western Connecticut produced with indicators, including: community population and demographic data, economic stability, education, health status, health and lifestyle behaviors and risk factors, chronic and communicable diseases, and older adult health survey and focus group findings. Additional data from the CT Association of Directors of Healths Health Equity Index related to social determinants of health and health outcomes and United Way of CTs Infoline 2-1-1 database of health-related programs and services was included.2.CRC Steering Committee developed - including leads from the City of Danbury Department of Health and Human Services, Western CT Health Network/Danbury Hospital-New Milford Hospital, United Way of Western Connecticut, New Milford Health Department, and the Regional YMCA of Western CT.3.EDUCATION CONNECTIONs Center for Healthy Schools & Communities met with the CRC Steering Committee to review the objectives and desired outcomes for these facilitated discussions. 4.Two Community Health Conversations with key community stakeholders in October 2012 - held in two locations (Danbury and New Milford, CT) to ensure accessibility by key stakeholders throughout the region. Attendees included a total of 52 representatives from hospitals; community health centers; school-based health centers; Visiting Nurse Associations/Services; municipal health, education, social service, senior centers and fire departments; non-profit organizations; and a legislators office. Geographically, all 10 HVR municipalities were represented either directly or through regional agencies and organizations. During the Conversations, the need for collective commitment and responsibility in the prioritization of health issues and development of an action plan for health improvement were emphasized.5.Priority Health areas identified - Participants in Conversations universally agreed that the Priority Health Issues (PHI) most representative of needs in the region were 1) prevention/reduction of most prevalent chronic diseases/health conditions (specifically obesity, hypertension, and type II diabetes), by addressing underlying risk factors; 2) substance use/abuse and co-related mental health issues; 3) older adult health, housing and social support needs; and 4) improved awareness and utilization of existing health and social programs and services. Each of these areas also recognizes that disparities in health care access and outcomes need to be addressed. Upon reaching consensus on the priority health issues, participants self-selected a workgroup to join based on their interests and expertise. Overall, data obtained from the Conversations provided high quality information needed to begin the community health improvement action planning process in the region. A broad diversity of community stakeholders attended both sessions, conversations were dynamic, and stakeholders were actively engaged in the process and expressed commitment to working together in the future to address the identified priority health issues.6.Health Improvement Action Planning - Throughout 2013, the CRC Steering Committee and PHI workgroups continued to meet to further develop and refine their action plans. Consistent with each teams vision and mission, and informed by the CRC and Community Conversation findings, a Community Health Improvement Action Plan for Western CT by PHI has been developed. The plan addresses four priority community needs: substance abuse and related mental health issues; seniors health and housing; chronic disease prevention; and health care access. It is important to note that Action Plans are dynamic documents and are influenced by emerging needs. With this in mind, the workgroups will continue to meet at least quarterly to expand upon, modify, and refine their PHI objectives, strategies, and action steps and to collectively evaluate progress towards achieving health improvement in the region.7.Board Endorsement The Community Report Card and Health Improvement Action Plan have been endorsed by the BOD and documents are available on the organizations website and available upon request.8.New Milford Hospital, located in Litchfield County, also participated in the 2012 Litchfield County Community Health Needs assessment and has representation on the Litchfield County Community Transformation Grant Coalition Steering Committee. In collaboration with the Pomperaug Health District and New Milford Health Department with a Blood Pressure self-monitoring pilot to address an identified need related to chronic disease.To create a new picture of health, our community members must be more engaged in order to best navigate an evolving health care system. Weve used the strength of our network, through education, interaction and outreach, to keep our residents informed about the changing health care environment, and how available local resources can help them manage their own health while directing them to the right care in the right place and at the right time. We survey our consumers on a regular and ongoing basis for their opinions and concerns.New Milford Hospital expanded its nationally recognized Plow to Plate initiative. Created in 2006 with local farms and community-based programs, Plow to Plate is now recognized as a model for healthy eating and community partnership. Plow to Plate has expanded to include a Signature Dish program, whereby New Milford Hospital engages local restaurants in community health. As of 2013, more than 20 area restaurants participate by offering at least one unique, healthy dish on their menu that meets the Plow to Plate nutrition guidelines. Every week the hospital invites older residents to its Senior Suppers to enjoy an inexpensive, healthy dinner in the cafeteriaone of the most popular hospital events while enjoying a social and healthful discussion. Part III, Line 9b - Provisions On Collection Practices For Qualified Patients PART III, LINE 9B:It is the policy of the hospital to provide "financial assistance" (either free care of reduced patient obligations) to persons or families where: (I) There is limited or no health insurance available; (II) The patient fails to qualify for governmental assistance (for example Medicare or Medicaid); (III) The patient cooperates with the hospital in providing the requested information; (IV) The patient demonstrates financial need and (V) The hospital makes an administrative determination that financial assistance is appropriate. After the hospital determines that a patient is eligible for financial assistance, the hospital will determine the amount of financial assistance available to the patient by utilizing the charitable assistance guidelines which are based upon the most recent federal poverty guidelines. The hospital shall regularly review this financial assistance policy to ensure that at all times it: (I) Reflects the philosophy and mission of the hospital; (II) Explains the decision process of who may be eligible for financial assistance and in what amounts and (III) Complies with all applicable state and federal laws, rules and regulations concerning the provision of financial assistance to indigent patients. Consistent with its mission, the hospital recognizes its obligation to the community it serves to provide financial assistance to indigent persons within the community. In furtherance of its charitable mission, the hospital will provide both (I) emergency treatment to any person requiring such care; and (II) essential, non-emergent care to patients who are permanent residents of its primary service area who meet the conditions and criteria set forth in this policy, without regard to the patients' ability to pay for such care. Elective procedures generally will not be considered essential, non-emergent care and usually will not be eligible for financial assistance. The hospital will collect from individuals on financial assistance if they received a partial charitable discount. All patients can apply for charitable care on balances they feel that they cannot afford. Part III, Line 8 - Explanation Of Shortfall As Community Benefit ART III, LINE 8:The Hospital's Medicare Shortfall should be treated as a community benefit as the organization strives to provide around the clock coverage, improved patient access, highest clinical quality as well as addressing the needs of the community by offering critical services to our geographic area. As a result, the organization must balance the cost of these programs against the continued decreasing government reimbursement levels, uninsured population and community needs. Part III, Line 4 - Bad Debt Expense The Hospitals estimation of the allowance for uncollectible accounts is based primarily upon the type and age of the patient accounts receivable and the effectiveness of the Hospitals collection efforts. The Hospitals policy is to reserve a portion of all self-pay receivables, including amounts due from the uninsured and amounts related to co-payments and deductibles, as these charges are recorded. On a monthly basis, the Hospital reviews its accounts receivable balances and various analytics to support the basis for its estimates. These efforts primarily consist of reviewing the following: Historical write-off and collection experience using a hindsight or look-back approach; Revenue and volume trends by payor, particularly the self-pay components; Changes in the aging and payor mix of accounts receivable, including increased focus on accounts due from the uninsured and accounts that represent co-payments and deductibles due from patients; Cash collections as a percentage of net patient revenue less the provision for bad debt; and Trending of days revenue in accounts receivable. The Hospital regularly performs hindsight procedures to evaluate historical write-off and collection experience throughout the year to assist in determining the reasonableness of its process for estimating the allowance for uncollectible accounts.The amount of the allowance for uncollectible accounts is based upon management's assessment of historical and expected net collections, business and economic conditions, trends in Medicare and Medicaid health care coverage and other collection indicators.The Hospitals primary concentration of credit risk is patient accounts receivable, which consists of amounts owed by various governmental agencies, insurance companies and private patients. The Hospital manages the receivables by regularly reviewing its patient accounts and contracts, and by providing appropriate allowances for uncollectible amounts. Significant concentrations of gross patient accounts receivable include 37% and 5%, and 37% and 6%, for Medicare and Medicaid, respectively, at September 30, 2013 and 2012, respectively. Part III, Line 3 - Methodology of Estimated Amount & Rationale for Including in Community Benefit It is the policy of the Hospital to provide necessary care to all persons seeking treatment without discrimination on the grounds of age, race, creed, national origin or any other grounds unrelated to an individual's need for the service or the availability of the needed service at the Hospital. A patient is classified as a charity care patient by reference to established policies of the Hospital. Essentially, these policies define charity services as those services for which no payment is anticipated. In assessing a patient's inability to pay, the Hospital utilizes the generally recognized federal poverty income guidelines, but also includes certain cases where incurred charges are significant when compared to a responsible party's income and their countable assets. Those charges are not included in net patient service. When private pay patients are sent to the collection agency their account is considered to be a bad debt. Subsequently, Medicaid may be granted for some of those patients. At that time those accounts would become charity care or a community benefit. Part III, Line 2 - Methodology Used To Estimate Bad Debt Expense Part VI:Part III, Line 2:Methodology Used To Estimate Bad Debt ExpenseBad debt expense is per the audited financial statements. false true false false false true true false false false Susan Viola 164979 1035 5180 29549 200743 Steven H Rosenberg 503434 160000 23897 12500 31757 731588 Prashant Rodrigues MD 432531 8234 7500 25093 473358 Lee Zarger MD 193359 891 1270 9826 21565 226911 Kevin Meade 143304 885 7467 9368 161024 John M Murphy MD 796683 380000 7167 12500 39591 1235941 Donna Kaplanis 195315 40000 2337 22040 36253 295945 Deborah Weymouth 310527 50000 12500 5236 378263 Christian Ward 143325 2884 128 9114 28209 183660 Sch J, Part I, Line 6b Part I, Line 6b: Explanation of organization compensation contingent on net earnings from related or Part I, Line 6 - Compensation Contingent On Net Earnings Or Related OrganizationSummary of Executive Incentive Plan The Plan is administered by the Executive Compensation Committee of Western Connecticut Health Network, Inc. Eligibility to participate in the Plan is limited to those who are in positions in which their decisions, actions and counsel significantly affect the operations of Western Connecticut Health Network, Inc. and its subsidiaries.The Committee will establish the target award opportunity (expressed as a percentage of base salary) for each participant in the Plan.Prior to the beginning of each Plan year, or as soon thereafter as practicable, performance measures are established for each participant in the Plan.Incentive awards are modified or eliminated if the level of performance specified is not achieved. Notwithstanding any other provision of the Plan, incentive awards can be affected based on individual executive performance. FORM 990,PART VI, SECTION A ,LINE 1b David Kramer,MD and Neil Culligan,MD were not considered to be independent, since they both received stipends during the year exceeding $10,000. FORM 990, PART VII (ADDT'L INFORMATION) For those officers and top 5 employees, for which only 40 hours is noted to reflect paid hours, actual hours worked exceeded this amount.Note: All amounts in column F, of Part VII,"Estimated Amount of Other Compensation", represent benefits, and do not reflect any compensation for which the average amount of time worked can be reflected. FORM 990, PART VI, LINE 7B The duties and responsibilities of the sole member shall include, among others, the following:Electing at the annual meeting of the membership, the members of the Board of Directors of the hospital to serve for three year terms and until their successors are elected and have qualified:Filling vacancies on the Board of Directors, which occur between elections; reviewing, making, and approving changes in the bylaws; insuring that the objective, purposes and goals of Danbury Hospital as stated in the charter of the Danbury Hospital, Inc. are properly and effectively carried out by the Board of Directors; delegating as appropriate, to the Board of Directors, policy-making functions, the supervision of the Hospital's operations and the control over the Hospital's assets. FORM 990, PART VI, LINE 7A The sole member shall be responsible for electing, at the annual meeting of the membership, the members of the Board of Directors of the Hospital to serve for three year terms and until their successors are elected and have qualified. FORM 990, PART VI, LINE #6 Western Connecticut Health Network, Inc. is the sole member of New Milford Hospital. FORM 990, PART IX, COLUMN D ALTHOUGH CONTRIBUTIONS ARE REFLECTED ON LINE #1 OF PAGE #1 ON FORM 990,ALL FUNDRAISING EXPENSES WERE INCURRED BY THE NEW MILFORD HOSPITAL FOUNDATION. Form 990, Part XII, Line 2c Form 990, Part XII, Line 2: Change of Oversight or Selection Process Audit Committee assumes oversight. Form 990, Part XI, Line 9 Other Changes In Net Assets Or Fund Balances - Other Decreases Transfer interest in WCHNF to WCHN = -$14710574 Form 990, Part XI, Line 9 Other Changes In Net Assets Or Fund Balances - Other Increases Change in pension funding obligations = $11821833 Form 990, Part XI, Line 9 Other Changes In Net Assets Or Fund Balances - Other Increases Change in Equity Interest of WCHNFoundation = $11319493 Form 990, Part VI, Line 19 Form 990, Part VI, Line 19: Other Organization Documents Publicly Available The information that has been posted on the Danbury Hospital website for 2013 includes:The most current audited financial statements.Also included is the Code of Business Ethics, Information about our Compliance Program, and a copy of our policy regarding Preventing of Fraud, Waste and Abuse.All governing documents required by law are made available upon request.The conflict of interest policy is made available upon request. Form 990, Part VI, Line 18 Form 990, Part VI, Line 18: Explanation of Other Means Forms Available For Public Inspection Tax return information is available on Danbury Hospital's(a related organization) website: www.danburyhospital.org. Form 990, Part VI, Line 15b Form 990, Part VI, Line 15b: Compensation Review and Approval Process for Officers and Key Employees Compensation for Other Officers and Key Employees:Compensation review and approval process is identical to the process for the CEO and executives noted in 15A above. Form 990, Part VI, Line 15a Form 990, Part VI, Line 15a: Compensation Review & Approval Process - CEO, Top Management Compensation of CEO:In order to achieve its mission and its overall performance objectives, Western Connecticut Health Network, Inc. employs a performance-based total compensation program for its senior executives that is market competitive, compliant with regulatory guidelines, and representative of best practices. Eligible executives are generally direct reports of the CEO along with other executives designated by the CEO. To meet Western Connecticut Health Network Inc.'s total compensation objectives for executives, the following survey sources are used for comparison purposes: -Blend of national Confidential Source, IHS, and Hay Group points healthcare data (where data available), plus 15% geographic differential. Title match data cuts selected based on revenue size.-For Physician executives, surveys covering physician compensation in accredited medical schools (AAMC) are used in combination with proprietary surveys compiled by nationally known consulting firm, Sullivan Cotter and the Medical Group Management Association (MGMA).Western Connecticut Health Network, Inc. targets cash compensation at market competitive levels. Base salary plus short-term (annual) incentive awards (total cash) approximate market competitive levels for total cash compensation. Executive performance is expected to meet or exceed predetermined operational and financial metrics.Other factors, such as competitive market forces, job performance, unique qualifications, and/or individual job responsibilities are also considered in Western Connecticut Health Network, Inc's executive compensation decisions.Roles of the Committee on Governance and Key Executives in the Executive Compensation Process- The Committee on Governance in consultation with the CEO and the SVP HR selects the outside compensation consultants. The current consultant is the Hay Group, whose purpose is to provide a valid independent assessment of the relevent market rates and pay practices for healthcare executives, physician executives and for physicians in general.- The compensation consulting firm compiles appropriate market data, job evaluation and ranking information for all executives and physicians of the organization, excluding the CEO, and will supply this material to the CEO and SVP HR for review and agreement. Once the report is final, it will be supplied to the Committee on Governance for their consideration and acceptance.-The Committee on Governance determines the CEO's salary based on overall performance and market data supplied by the outside market consultant.The last executive compensation evaluation by an outside consultant was done in December, 2013. Form 990, Part VI, Line 12c Form 990, Part VI, Line 12c: Explanation of Monitoring and Enforcement of Conflicts The Organization's Process for Monitoring and Enforcing Conflicts of InterestThe Western Connecticut Health Network and its affiliates' (The Network)Conflict of Interest Policy provides that annually, its Representatives shall sign a statement affirming that they disclosed all potential conflicts, as documented in the Conflict of Interest Policy. In addition, General Counsel is part of the routine contracts review process and watches for potential conflicts with any of The Network's Representatives.Who Is Covered By the PolicyThe Network's Conflict of Interest Policy covers each director, officer and manager of The Network, also referred to as "Representatives". Level At Which Determinations of Whether There Is a Conflict In connection with any actual or possible conflict of interest, an interested person must disclose the facts of the conflict. The Compliance Officer and the Audit Committe review and evaluate each disclosure to determine if there is a conflict of interest. After presentation of a potential tranaction or arrangement is made by an interested person, the remaining disinterested Board or Committee members shall decide if a conflict of interest exist. Level That Reviews and Determines What To Do If There Is a ConflictAfter exercising due diligence the full Board would determine what actions should be taken for all conflicts by Officers and Directors. Any conflicts occurring by a manager are reviewed by the Compliance Committee to determine what further action should be taken.Restrictions on The Conflicted PersonNo director having a conflict of interest on any matter shall vote on that matter or be counted in determining the quorum for the meeting at which the vote is taken, even when permitted by law. No Representative having a conflict of interest on any matter shall use his or her personal influence on the matter.If the Board of Directors, in its sole discretion, determines that any Representative has conflicts of interest sufficient in number and/or importance that the effectiveness of such individual on behalf of The Network may be significantly impaired, the Board may ask the individual to resign. Form 990, Part VI, Line 11b Form 990, Part VI, Line 11b: Form 990 Review Process Steven Rosenberg, CFO, will review the 990 prior to it being sent to the IRS. A preliminary 990, is presented to the Audit Committee in June, who reviews it on behalf of the Board. E&Y is on hand to review the 990 with the Audit Committee and answer any questions. Prior to the 990 being filed with the IRS, the Board will receive a full and accurate copy on a secured website for their review. Form 990, Part VI, Line 2 Form 990, Part VI, Line 2: Description of Business or Family Relationship of Officers, Directors, Et Richard Jabara and James Kennedy, both directors of New Milford Hospital have a business relationship reported on Form 1099. Eastern NY Medical Services PC 14 Research Drive Suite 201A Bethel CT 06810 485431389 PHYSICIAN SVC. NY 501(C) (3) 9 WCHN true Western CT Home Care Inc 4 Liberty Street Danbury CT 06810 060655138 Home Hlthcare CT 501(c)(3) 9 WCHN true Western CT Health Network Affiliates 95 Locust Avenue Danbury CT 06810 222594968 OP Hlthcr Svc CT 501(c)(3) 9 WCHN true Danbury Hospital Inc 24 Hospital Avenue Danbury CT 06810 060646597 Acute Care CT 501(c)(3) 3 WCHN true West CT Health Network Foundation 24 Hospital Avenue Danbury CT 06810 237425557 Admin Contrib CT 501(c)(3) 7 WCHN true Western CT Medical Group PC 14 Research Drive Suite 201A Bethel CT 06801 061137531 Physician Svc CT 501(c)(3) 9 WCHN true Western CT Health Network Inc 24 Hospital Avenue Danbury CT 06810 222594977 Program Devlp CT 501(c)(3) 11, TYPE 2 N/A true Ridgefield Surgical Center LLC 901 Ethan Allen Hwy Suite 105 Ridgefield CT 06877 222594977 INACTIVE CT WCHN N/A false false New Milford MRI JV LLC 21 Elm Street New Milford CT 06776 271877801 INACTIVE CT New Milford Hospital N/A false false West CT Health Network Insur Co LTD 23 Lime Tree Bay PO Box 1051 Grand Cayman CJ 980438151 Malpractice DH C.Corp. true Medical Services of Danbury 24 Hospital Avenue Danbury CT 06811 061635945 Healthcare CT WCMG C true Foundation for Comm Healthcare 95 Locust Avenue Danbury CT 06810 061437131 INACTIVE CT WCHN C. Corp. true Business Systems Inc 95 Locust Avenue Danbury CT 06810 061119262 Pharmacy CT WCHN C Corp. true false false true false false false false false false false false false true false true true false true true Danbury Hospital Inc s 14691438 Cost Danbury Hospital Inc r 1286806 Cost Danbury Hospital Inc p 17388307 Cost Danbury Hospital Inc o 3668357 Cost Danbury Hospital Inc m 467243 Cost West CT Health Network Foundation c 5247554 Cost Western CT Medical Group PC r 61814 Cost Western CT Medical Group PC p 5413775 Cost Western CT Medical Group PC m 5805239 Cost