2014-07-31T10:46:28-07:00 2013-09-30 ERNST & YOUNG US LLP 111 MONUMENT CIRCLE STE 4000 INDIANAPOLIS IN 46204 990 2012-10-01 060646597 Danbury Hospital DANB 2037398110 24 Hospital Avenue Danbury CT 06810 Steven H Rosenberg 2014-07-31 false Jennifer Lynch P01255855 2012 2015-11-30 17:44:51Z John M MurphyMD 24 Hospital Avenue Danbury CT 068106099 547276911 false false X www.danburyhospital.org X 1885 CT To enhance through medical care, education and research the health and well being of individuals in Danbury, Connecticut and surrounding communities in partnership with those we serve. 10 7 3387 245 6601598 -3024300 11526659 13368627 507944594 505701187 9050540 4962417 3459961 2959530 531981754 526991761 0 0 258113598 239739538 0 0 238779630 247006658 496893228 486746196 35088526 40245565 773883884 829018642 329262785 342371531 444621099 486647111 To improve the health and well being of those we serve. false false 396289592 501187182 Clinical CareDuring FYE2013, approximately 19,000 discharges and 70,000 Emergency Room visits occurred.Below are some of the accolades, accreditations and designations that we have been recognized with:Hospital Accreditation, Joint Commission, 2011-2013Chest Pain Center Accreditation, Society of Chest Paint Centers, 2011Primary Stroke Center Recertification, Joint Commission, 2012Nuclear Medicine Laboratory Accreditation, Intersociental Commission for the Accreditation of Laboratories, 2011Stroke Center Designation, CT Department of Public Health, 2011-2013Center for Weight Loss Surgery Accreditation, 2012Recognized for Exemplary Surgical Outcomes, American College of Surgeons National Surgical Quality Improvement Program, 2011Beacon Award for Excellence in Critical Care, American Association of Critical Care Nurses, 2011Gold Standard Accreditation for Breast Ultrasound, American College of Radiology, 2012Granted two-year certification for Joint and Spine (Orthopedics), Joint Commission Specialty Certification, 2012Awarded Disease Specific Certification (two year) for Hip, Knee and Spine Surgery Programs, Joint Commission Gold Seal of Approval, 2012Heart-Safe Community, CT Department of Public Health, 2012Crimson Award, The Advisory Board, 2011Sleep Center Accreditation, American Academy of Sleep Medicine, 2011Recognized for "Decreasing Inadvertent Perioperative Hypothermia", Institute for Healthcare Improvement, 2011In 2012, Becker's Hospital Review, ranked Danbury Hospital as a top 100 great community hospital. Also in 2012, Cleverly and Associates awarded Danbury Hospital with Community Value Leadership Awards for providing high-quality, high-value services at an appropriate cost. 15112253 4514005 TeachingDanbury Hospital provides a dynamic environment for teaching and research for our graduate medical education programs. The hospital received Accreditation with Commendation from the Joint Commission on Accreditation of Healthcare Organizations, and is approved to sponsor residency programs by the Accreditation Council for Graduate Medical Education of the American Medical Association. As a leading university teaching institution, Danbury Hospital during 2012 established a partnership with the University of Vermont College of Medicine to develop a global clinical health elective for future physicians. As part of a global health certification, first-year medical students conduct research abroad for up to six weeks. Program participants work with their counterparts in other countries to address major health care challenges, sharing techniques and practices and coming home with new skills learned from colleagues across the globe. During the year 1,370 persons participated. 2381269 ResearchThe Danbury Hospital's Research Institute heralds a new era of personalized medicine that holds great promise for the development of targeted therapies as we gain a deeper understanding of the genetic basis of disease. The Institute will enable us to stay on the forefront of the evolving world of molecular medicine and to deliver the benefits of this work to patients at the bedside.In 2013, Danbury Hospital's two year-old Biomedical Research Institute (BRI) continued to push the frontiers of medical science in ways that are meaningful both to the care of our patients and to medicine as a whole. Danbury Hospital has made significant inroads toward personalized cancer treatments tailored to a cancers specific genetic makeup-especially womens cancers. Reinforcing the Hospitals emerging leadership position in this arena, in September 2013, Danbury Hospital launched Connecticuts first Annual OB/GYN Residents Research Day symposium. The integration of research and medical education for obstetricians and gynecologists helps ensure they remain on the cutting edge of medicine. 413783114 true true false true false false false false false true true false false true true false false true false true true false false false false false true true false false true true false false false false false false false false false false false false false false false true true true false false true 575 0 true 3387 true true true CJ false false false false false 0 false false false false false false false false false false X 10 7 true false true false true true true true true false false true true true true true true true true false X X Mary Jo Pawlak 2037398110 24 Hospital Avenue Danbury CT 068106099 X James Kennedy 3.00 6.00 X X 0 0 0 Brian C White 1.00 2.00 X 0 0 0 John Patrick To 115 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 MurphyMD 40.00 9.00 X X 1183850 0 52091 Donna Kaplanis 40.00 10.00 X 237652 0 58293 Steven H Rosenberg 40.00 8.00 X 687331 0 44257 Kathleen A Dematteo 40.00 0.00 X 403035 0 36415 Morris Gross 40.00 2.00 X 294671 28560 48217 Joseph Campbell 40.00 0.00 X 262056 0 60137 Michael Daglio 40.00 0.00 X 456300 0 43159 Moreen O Donahue 40.00 1.00 X 376521 0 68362 Phyllis F Zappala 40.00 0.00 X 737318 0 38530 Matthew A Miller MD 40.00 4.00 X 0 616440 44146 Carolyn L McKenna 40.00 0.00 X 388170 0 41305 Dawn Myles 40.00 0.00 X 272721 0 26306 Sally Herlihy 40.00 0.00 X 298942 0 54347 William Delaney MD 40.00 0.00 X 267185 0 52398 Ramin Ahmadi MD 40.00 0.00 X 295287 0 42920 John Borruso MD 0.00 50.00 X 0 473263 27165 Ruth Gregory 0.00 0.00 X 150409 0 29620 Judith Ward 0.00 0.00 X 269443 0 30353 6580891 1118263 798021 488 true true false TOWERS WATSON PENNSLYVANIA INC PO BOX 8500 PHILADELPHIA PA 19178 INVEST. 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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. 1 1 false true true 3846356 3846356 290816065 162404245 128411820 8554914 2757815 5797099 222804494 163138859 59665635 105866676 105866676 303587586 Other Receivables 4959144 Morrison Deposit 96418 Investment in WCHIC, LTD. 21618216 Interest in WCHN Foundation, Inc. 106193031 Due From Related Parties 8991050 Bulk Accounts Net of Reserve 652622 Bond Issuance Cost 4366529 Bond Escrow Fund 1189827 148066837 Reserve For Workers Compensation 6467838 Malpractice Trust Fund Reserve 9596000 Due To 3rd Parties 8710029 Asset Retirement Obligation 377224 25151091 Part V, Line 4 Part V, Line 4: Intended uses of the endowment fund. The intended use of the endowment funds are to provide supplemental/sole financial support for a variety of Danbury Hospital programs and services. CENTRAL AMER./CARIBBEAN 1 1 Operating Expenses Malpractice Ins. 15948386 CENTRAL AMER./CARIBBEAN 1 1 Investment Malpractice Ins. 21618215 CENTRAL AMER./CARIBBEAN 1 1 Revenue Malpractice Ins. 0 3 3 3 3 37566601 37566601 true false true false false false true true true X 400.000000000 true X 600.000000000 true true false false true true 10697159 4058590 6638569 0.01360 77354405 48611673 28742732 0.05910 88051564 52670263 35381301 0.07270 227938 227938 0.00050 15112253 4514005 10598248 0.02180 1254298 718854 535444 0.00110 2381269 2381269 0.00490 32551 32551 0.00010 19008309 5232859 13775450 0.02840 107059873 57903122 49156751 0.10110 true 17114070 1084843 165830458 209901588 -44071130 X true true 1 1 Danbury Hospital

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www.danburyhospital.org X X X X Diagnostic & Dialysis Danbury Hospital 1 true X X X X X X X X X 12 true true true X X X X X true false false true true 400.0000 true 600.0000 true X X X X X X X true true X X X X X true false X X X X true X false false 22 Danbury Hospital Research Institute

131 West Street Danbury CT 06813

Diagnostic Wellness on Wheels

24 Hospital Avenue Danbury CT 06810

Outpatient-Physician Clinic Newtown Laboratory

14-18 Church Hill Road Newtown CT 06470

Diagnostic Bethel Laboratory

68 Stony Hill Road Bethel CT 06801

Diagnostic Ridgefield Specimen Collection Facility

10 South Street Ridgefield CT 06877

Diagnostic Danbury Hospital Diabetes Education Center

41 Germantown Road Danbury CT 06810

Education Center Danbury Hospital Laboratory Center in Brookfield

60 Old New Milford Road Unit 1C Brookfield CT 06804

Diagnostic Danbury Hospital Southbury Laboratory

22 Old Waterbury Road Suite 101 Southbury CT 06488

Diagnostic Danbury Hospital Laboratory Center of New Milford

120 Park Lane Suite A201 New Milford CT 06776

Diagnostic Sleep Lab

Southbury Heritage Hotel 522 Herita Southbury CT 06488

Diagnostic Center for Child & Adol Treat

152 West Street Danbury CT 06810

Outpatient-Physician Clinic Danbury Hospital Laboratory

79 Sandpit Road Danbury CT 06810

Diagnostic The Anticoagulation Center

41 Germantown Road Danbury CT 06810

Diagnostic Physical Medicine Center of Southbury

22 Old Waterbury Road Suite 101 Southbury CT 06488

Outpatient-Physician Clinic Pulmonary Services

33 Germantown Road Danbury CT 06810

Diagnostic Comm Ctr for Behaviorial Health

152 West Street Danbury CT 06810

Outpatient-Physician Clinic Danbury Hospital Sleep Lab II

25 Lake Avenue-Extension Danbury CT 06810

Diagnostic Southbury Cardiovascular Diagnostics

22 Old Waterbury Road Southbury CT 06488

Diagnostic Breast Imaging Center

20 Germantown Road Danbury CT 06810

Diagnostic Main Street Rehabilitation Center

235 Main Street Danbury CT 06810

Rehabilitation Siefert & Ford Community Health Ctr

70 Main Street Danbury CT 06810

Outpatient Physician Clinic Danbury Hospital Ridgefield Surg Ctr

901 Ethan Allen Highway Ridgefield CT 06877

Outpatient Surgical Center Part VI - Additional Information Schedule H, OtherOver 50% of the Board Members are independent and do not get paid by Danbury Hospital. Danbury Hospital has an open medical staff.Surplus funds are used to provide innovative technology to clinical care in addition to expanding our service area. See details in how we "furthered our exempt purposes". Part V - Explanation of Number of Facility Type 14 Diagnostic Centers5 Outpatient Physician Clinics1 Outpatient Surgical Center1 Rehabilitation Center1 Education Center Part VI - States Where Community Benefit Report Filed CT Part VI - Affilated Health Care System Roles and Promotion 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 HospitalDanbury 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 HospitalNew 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 $670,900 in charity care.Western Connecticut Medical GroupThe 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 AffiliatesWestern 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 The values and attitudes shared by our staff - from our receptionists to our physician and how we express them day-to-day create that experience, and form our Networks brand of care. At Western Connecticut Health Network (WCHN) we expect all staff to embody a set of common values that guide behavior and decision-making in every interaction with patients, visitors or callers. In 2013, we recommitted to these values. TEAMWORKTrimming Treatment TimeWhen a heart attack strikes, every moment until intervention matters. In 2013, the CHA recognized WCHNs successful efforts to substantially reduce this critical time period with its John D. Thompson Award, a prestigious honor given for excellence in the delivery of healthcare through the use of data. The Award recognized the culmination of seven years of collaborative work of a multi-functional team.Personal Side of Cancer CareOur Networks team of cancer care professionals extends beyond our outstanding oncologists and clinicians who oversee treatment. We take a personalized, more holistic approach to care, providing additional services that ease the patients journey, removing or mitigating the practical barriers to successful treatment. The most recent addition to the WCHN cancer care team is the Oncology Financial Navigator staff members dedicated to helping uninsured, underinsured, and simply concerned patients understand their insurance benefits and how they can pay for their cancer treatment drugs.INNOVATIONBariatrics and BeyondComputer-assisted robotic surgery is successfully used for hundreds of surgeries at Danbury Hospital each year. In 2013, minimally invasive robotic surgery was applied to both general and weight loss surgeries. The option to use robotic surgery, where appropriate, can amplify the surgeon's skills and improve the patient's outcome. Opening a New DoorWCHN opened a new 6,000-square-foot Breast Imaging Center in 2013, making preventative and diagnostic breast care more convenient and comfortable for every patient, every day. The center is equipped with the latest in imaging technology, as it provides a spa-like atmosphere. Perhaps the biggest improvement is that all aspects of breast care are offered under a single roof Saving the BrainA partnership formed in 2013 between Danbury Hospital and Westchester Medical Center giving Danbury Hospital stroke patients who meet certain medical criteria the option of a new treatment that may help to reduce the effects of a stroke and improve outcomes. The new option is interventional stroke therapy and FDA approved technology that uses X-ray guidance and a catheter.Simulation Saves LivesThe ability to quickly diagnose a patient with cardiovascular disease can often mean the difference between life and death; saving time means saving heat muscle. Patient simulators are a safe and convenient tool for training medical staff. Thats why in 2013, Danbury Hospital used a grant for $71,800 from the Connecticut Health and Education Facilities Authority (CHEFA), as part of its Client Grant Program, to purchase Ultrasonography/Transthoracic Echocardiography Simulator equipment for its simulation laboratory.Spotlight on Inpatient PediatricsA lifetime of health and wellness begins in childhood, which is why Danbury Hospital continues to invest in the care of our pediatric population. In 2013, we made a number of improvements to ensure that our communities children of all ages have access to high quality emergency and acute care, with staff specifically trained and dedicated to pediatrics.The Hub for Community Health CareThe Emergency Department at Danbury Hospital serves as a hub for the health care needs of the community, as both the source of acute care and a link for patient follow up with community physicians. Expansion of the Danbury Hospital Emergency Department is well underway and scheduled for completion in Spring 2014, in conjunction with Hospitals patient Tower addition. The new ED can accommodate up to 90,000 visits per year double the capacity of the existing ED. It will provide comfortable, private rooms for patients, with upgrades that will improve safety and expediency of treatment. A state-of-the-art heliport atop the ED roof will be ready to receive or transport the most urgent cases.A strong, local hospital is central to the overall health of the community - serving as a crucial medical resource to patients and also a business partner in the region. Danbury Hospital is committed to being both for many years to come. UNDERSTANDINGSeeing the Bigger, Global PictureIn 2012, the Western Connecticut Health Networks Global Health Education Program was established, with a very big vision: to improve the worlds health care, by advancing disease research, sharing knowledge and fostering humanitarianism through international collaboration, even if its one physician at a time. The opportunity for medical students and residents to gain global health experience strengthens our medical education and research program and distinguishes from most others.A New Forum for Cancer FindingsWCHN has made significant inroads toward personalized cancer treatments tailored to a cancers specific genetic makeup-especially womens cancers. The integration of research and medical education for obstetricians and gynecologists helps ensure they remain on the cutting edge of medicine. Nurses in the KnowThe WCHN Nurse Education Department fosters life-long learning and development for nurses. In 2013, the Cora Spratt Center for Nursing Education and Research Center at Danbury Hospital continued to advocate for the advancement of the nursing profession by offering numerous educational opportunities for our network nurses as well as nurses from other health care organizations.Helping the Community Help ItselfTo create a "new picture of health," we've used the strength of our network to help our community members better navigate an evolving, often complex, health care system. Through education, interaction and outreach, we keep residents informed about changes in the health care environment and the local resources available to help them manage their own health. We direct them to the right care in the right place and at the right time. Examples of our efforts included the following:-WCHN clinicians from our behavioral health staff, primary care clinic and affiliated Visiting Nurses Association, helped serve more than 200 homeless people in a single day at Project Homeless Connect, a one-day, comprehensive "health fair" for the needy or homeless. Patients were given flu shots and physical and dental exams - an example of how we help our community's less fortunate residents avoid emergency room visits.-The network's Lyme Disease Registry continues to collect data to study ways to prevent, diagnose and potentially treat those with Lyme and lingering symptoms. -Our network took a leadership role to ensure a behavioral health safety net for the Sandy Hook community following the tragic shooting. We provided a grant to fund a behavior health navigator for Newtown's schools to support the mental health and well-being of the community's families.Our work on a Community Health Needs Assessment, that involved collaboration with local educators, community agencies, faith groups and other health care organizations, progressed in 2013 into a finalized Community Health Improvement Plan. The plan will address four priority community needs: chronic disease prevention; substance abuse and related mental health issues; seniors' health and housing; and awareness and access to health care services. Initiatives are underway to improve the health of our region's residents by providing information and expanding access through creative strategies and partnerships.The Physician PipelineAs health care reform unfolds and the country's population ages, we are preparing to meet the needs of a growing patient population. That's why the recruitment of physicians and group practices to our Network is a priority - so we can offer more patients with easier, more convenient access to primary and specialty care. Residents in our communities do not need to travel far to receive high quality care. Bigger, Stronger, Better - TogetherCreating a new picture of health is what our affiliation with Norwalk Hospital is all about.As a result of this affiliation, over time our patients will experience easier, more convenient access to the high quality care of a regional healthcare system, including more primary care and sub-specialty physicians within the same network. We will be able to provide patients even better quality care and an improved overall experience throughout our network, by integrating care and treatment approaches across the system. And we'll have the capacity and efficiencies to manage the growing patient volume. Exceptional Donors, Exceptional DreamsAs hospitals and the healthcare industry face unprecedented financial challenges, advancements in patient care depend more than ever upon p Part VI - Community Information The Hospital's primary service area is the City of Danbury and surrounding suburban towns that make up northern Fairfield county. The region is very diverse requiring diverse programming and education. Constituents are predominantly employed and are fairly well-educated. Poverty levels are below other areas in CT. The exception to this generalization is the City of Danbury as the urban core that is the most diverse community with a large undocumented population not captured on census. Part VI - Patient Education of Eligibility for Assistance 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. Danbury 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 avaiable 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. Part VI - Needs Assessment 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.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. 9.We survey our consumers on a regular and ongoing basis for their opinions and concerns.We continued to promote a healthy lifestyle within the community, emphasizing the individuals responsibility as a partner in wellness. The Networks partnership with the Spirit of Women program, has engaged many women, typically the primary caregivers in their households, with special events, publications and online information. Our 2013 Day of Dance and Girls Night Out, social and informational events focused on primary and preventative care, screenings and early cancer detection, and healthy habits, drew capacity crowds. Number of Hospital Faciltiy - 1 Part V, Line 14g - Other Means Hospital Facility Publicized the Policy Danbury Hospital has messages on all statements providing information regarding how the patient can get assistance with their hospital bill. Counselors are also available to provide further assistance. Number of Hospital Faciltiy - 1 Part V, Line 4 - List Other Hospital Facilities that Jointly Conducted Needs Assessment New Milford Hospital Number of Hospital Faciltiy - 1 Part V, Line 3 - Account Input from Person Who Represent the Community 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. Part III, Line 9b - Provisions On Collection Practices For Qualified Patients It is the policy of Danbury Hospital to provide "Financial Assistance" (either free care or reduced patient obligations) to persons or families where: (i) there is limited or no health insurance available; (ii) the patient fails to qualify for governmental assistance (for example Medicare or Medicaid); (iii) the patient cooperates with the Hospital in providing the requested information; (iv) the patient demonstrates financial need; and (v) Danbury Hospital makes an administrative determination that Financial Assistance is appropriate. After the Hospital determines that a patient is eligible for Financial Assistance, the Hospital will determine the amount of Financial Assistance available to the patient by utilizing the Charitable Assistance Guidelines, which are based upon the most recent federal poverty guidelines.Danbury Hospital shall regularly review this Financial Assistance Policy to ensure that at all times it: (i) reflects the philosophy and mission of the Hospital; (ii) explains the decision processes of who may be eligible for Financial Assistance and in what amounts; and (iii) complies with all applicable state and federal laws, rules, and regulations concerning the provision of financial assistance to indigent patients.Consistent with this mission, Danbury Hospital recognizes its obligation to the community it serves to provide financial assistance to indigent persons within the community.In furtherance of its charitable mission, Danbury Hospital will provide both (i) emergency treatment to any person requiring such care; and (ii) essential, non-emergent care to patients who are permanent residents of its primary service area who meet the conditions and criteria set forth in this Policy, without regard to the patients' ability to pay for such care. Elective procedures generally will not be considered essential, non-emergent care and usually will not be eligible for Financial Assistance.Danbury Hospital will collect from individuals on financial assistance if they received a partial charitable discount. All patients can apply for charitable care on balances they feel that they cannot afford. Part III, Line 8 - Explanation Of Shortfall As Community Benefit Danbury Hospital's Medicare shortfall should be treated as a community benefit as the organization strives to provide 24/7 coverage, improved patient access, highest clinical quality as well as addressing the needs of the community by offering critical services to our geographic area. As a result, the organization must balance the cost of these programs against the continued decreasing government reimbursement levels, uninsured population and community needs.A cost accounting system is used to calculate the shortfall, which is Medicare Net Patient Revenue less applicable costs. Part III, Line 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 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 32% and 13%, and 30% and 14%, 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 revenue for financial reporting purposes.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 Bad Debt expense is per the audited financial statements. Part I, Line 7g - Costs Associated With Physicans Clinics There are no physician clinics included in this amount. Part I, Line 7 - Explanation of Costing Methodology Charity Care At Cost Percentage:Total Gross Patient charges written off to charity (Income Statement) * Patient Cost to Charge % (see below) = Total Community Benefit Expense Total Community Benefit Expenses - Revenue from Uncompensated Care Pools and programs (DHS * % of cost of uncompensated care shown on the OCHA Schedule 500) = Net community benefits expensesNet community benefits expenses * total expenses = % of total expensesRatio Cost To Charge CalculationTotal 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 Part I, Line 6a - Related Organization Community Benefit Report The Community Benefit report is reported on a Network basis. true true false false false true true false false false William Delaney MD 239662 24478 3045 22040 30358 319583 Steven H Rosenberg 503434 160000 23897 12500 31757 731588 Sally Herlihy 221961 75180 1801 22040 32307 353289 Ruth Gregory 133988 15000 1421 17447 12173 180029 Ramin Ahmadi MD 234140 60000 1147 12500 30420 338207 Phyllis F Zappala 315181 398265 23872 22040 16490 775848 Morris Gross 235057 28560 55000 4614 22040 26177 342888 28560 Moreen O Donahue 286053 80000 10468 22040 46322 444883 Michael Daglio 345294 110000 1006 12500 30659 499459 Matthew A Miller MD 427629 155000 33811 22040 22106 660586 Kathleen A Dematteo 280165 100000 22870 22040 14375 439450 Judith Ward 269443 30353 299796 Joseph Campbell 213896 45000 3160 22040 38097 322193 John M MurphyMD 796683 380000 7167 12500 39591 1235941 John Borruso MD 436807 15000 21456 22040 5125 500428 Donna Kaplanis 195315 40000 2337 22040 36253 295945 Dawn Myles 211753 60000 968 17500 8806 299027 Carolyn L McKenna 286736 100000 1434 12500 28805 429475 Sch J, Part III, Additional Information Part III, Additional Information The organization relied on a related organization, Western Connecticut Health Network, Inc. which used the following methods described below to establish top management's compensation:-Compensation committee.-Independent compensation.-Written employment contract.-Compensation survey or study.-Approval by board or compensation committee. Sch J, Part I, Line 6b Part I, Line 6b: Explanation of organization compensation contingent on net earnings from related or Summary 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. A CHEFA RevBondsSeries H 060806186 20774UCL7 2006-03-16 40924665 See Part V For Purpose false false false A 1945000 42742900 2237472 603787 828469 39070172 2007 false false true true A false true false false false 0.04690 0.04690 false false true A false false false true false false false true A true Supplemental Information Part VI Series HProceeds from the sales of Series H Bonds were used, together with other monies available to 1) finance a portion of the costs of the Series H project, 2) to fund capitalized interest, if any on the Series H Bonds, and 3) to pay certain costs of issuance and bond insurance premiums incurred in connection with the issuance of Series H Bonds. Part II, Line #3 includes investment earnings of $1,818,235.Part III, Line #4:Private Business Usage percentage of 4.69%, reflected on line #4 was not reduced by the remediation of $1,945,000. The average Private Business Usage percentage over the over the life of the bond is only 2%.Part IV, Line #2cThe date that the rebate computation was performed was March, 2014. 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, 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 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 Danbury 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 WESTERN CONNECTICUT HEALTH NETWORK FOUNDATION, INC.. Form 990, Part XI, Line 9 Other Changes In Net Assets Or Fund Balances - Other Decreases EQUITY TRANSFER TO WCHN-W/O OF INTERCOMPANY = -$28604162 Form 990, Part XI, Line 9 Other Changes In Net Assets Or Fund Balances - Other Decreases CHANGE IN INVESTMENT OF WHCIC = -$2101411 Form 990, Part XI, Line 9 Other Changes In Net Assets Or Fund Balances - Other Increases CHANGE IN EQUITY INTEREST OF WCHNF = $27286895 Form 990, Part VI, Line 19 Form 990, Part VI, Line 19: Other Organization Documents Publicly Available The information that has been posted on Danbury Hospital's 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 available upon request. 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 7b Form 990, Part VI, Line 7b: Describe Decisions of Governing Body Approval by Members or Shareholders 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.The Board shall be required to approve the fundamental decisions listed below by the Hospital:-Approval of all operating and capital budgets of the Hospital.-Approval of unbudgeted expenditures over a certain amount.-Approval of any advances of assets or loans by the Hospital, or the incurring of any indebtedness, secured or unsecured, which exceeds such an amount established by the Board.-Appointment of the Hospital's auditors, legal counsel and other consultants.-The procurement of insurance.-Approval of investment policies.-Approval of any agreement or transaction involving an amount greater than established by the Board with another corporation or entity, including affiliated entities.-Approval of joint ventures.-Approval of any amedment or restatement of the Hospital's certificate of incorporation, bylaws, purposes, membership and rights and responsibilities.-Approval of the creation of any corporation of which the Hospital is the sole member or controlling member; the merger or consolidation of the Hospital with another corporation; and the reorganization, liquidation or dissolution of the Hospital or any corporation of which the Hospital is the sole member or controlling member.-Approval of any sale, lease, exchange, or other disposition of all or substantially all the property or assets of the Hospital.-Election and removal of the members of the Board and its officers.-Creation of any committee, other than the Governance Committee.-Approval of the adoption of or any amendment to the policies and procedures governing inhdemnification of directors and officers of the Hospital.-Approval of any conveyance of, or the granting of mortgages, trusts, deeds or the creation of other liens on, any real property assets of the Hospital.-Approval of the strategic plan of the Hospital.-Approval of any change to the employee pension or other employee benefit plans for or on behalf of the Hospital.-Approval of the engagement in managed care and other third party payor contracting on behalf of the Hospital.-Approval of any commencement, cessation, location, relocation or consolidation of significant clinical services provided by the Hospital and to approve or initiate the filing of any application for a certificate of need by the Hospital.-Approval of system-wide quality, performance and credentialing standards and procedures to which the Hospital is expected to adhere.-Approval of any physician compensation arrangements. Form 990, Part VI, Line 4 Form 990, Part VI, Line 4: Description of Significant Changes to Organizational Documents The following significant change was made to the by laws of Danbury Hospital, during the fiscal year ending September 30, 2013:The term of the Chair was changed to allow a person to complete his two-year term as Chair once they exceed their third full term. Thereafter, they will be eligible for re-election to the board after one year without serving. Previously, directors were eligible for elecion to a fourth term. 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 Danbury Hospital have a business relationship. Client Note 1 - FORM 990, GENERAL EXPLANATION ATTACHMENT========================================FORM 990, PART II, COLUMN D============================ALTHOUGH CONTRIBUTIONS ARE REFLECTED ON LINE #1 OF PAGE #1 ON FORM 990,ALL FUNDRAISING EXPENSES WERE INCURRED BY THE DANBURY HOSPITALDEVELOPMENT FUND, INC..FORM 990, PART IV - TAX-EXEMPT BOND LIABILITIES (ADDITIONAL INFORMATION)========================================================================HOSPITAL REVENUE BONDS FINANCED WITH THE STATE OF CONNECTICUT HEALTH AND EDUCATIONAL FACILITIESSERIES G - $42,420,000SERIES H - $41,560,000SERIES J - $35,580,000UNEXPENDED BOND PROCEEDS AS OF 9/30/2008 IS $0.FORM 990, PART VII, LIST OF OFFICERS, DIRECTORS AND TRUSTEES (ADDT'L INFOR.)============================================================================FOR ALL OFFICERS AND THE TOP 5 EMPLOYEES, ALTHOUGH ONLY 40 HOURS IS NOTED TO REFLECT PAID HOURS, ACTUALLY WORKED HOURS EXCEEDED THIS AMOUNT.A STIPEND WAS PAID TO DAVID KRAMER, MD, A DIRECTOR, DURING THE YEAR FORSPINE SURGERY CO-DIRECTORSHIP.A STIPEND WAS PAID TO NEIL CULLIGAN,MD, A DIRECTOR, DURING THE YEAR FOR STROKE PROGRAMDIRECTORSHIP. 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