2026-08-12T09:08:04-05:00 2025-09-30 440160260 Forvis Mazars LLP 120 E Palmetto Park Road Suite 403 Boca Raton FL 33432 990 2024-10-01 060250773 The William W Backus Hospital WILL 8608898331 326 Washington Street Norwich CT 06360 Mark Keise Authorized Signer 8606963555 2026-08-12 0 0 April Arnold P01559426 5612991820 2024 2025-03-06 01:10:19Z Mark Keise 326 Washington Street Norwich CT 06360 634546894 0 X www.Backushospital.org X 1891 CT The William W. Backus Hospital delivers and coordinates a continuum of high-quality health care that is sensitive to the needs of individuals in Eastern Connecticut. The Hospital is committed to being responsive and accountable to those for whose benefit it exists, and to improving the health of its communities. 11 9 2586 207 4964 0 737120 944440 564036411 616843286 22517310 14445693 -2137822 -1500010 585153019 630733409 111422 118820 0 0 201191273 225953682 0 0 307355 316147633 328430139 517450328 554502641 67702691 76230768 990127785 1082672241 205371128 202858028 784756657 879814213 X To improve the health and healing of the people and communities we serve. 0 0 55320251 75831841 Cancer:During FY25, Hartford HealthCare Cancer Institute expanded and refined community-focused cancer support services addressing priority community health needs identified through the Community Health Needs Assessment (CHNA), including behavioral health, social determinants of health, nutrition, financial toxicity, caregiver support, and access to specialty supportive care.In FY25, services reached thousands of patients through psychosocial counseling, social work navigation, nutrition care, financial counseling, and peer support programs. Expanded staffing and virtual modalities improved access, while ongoing evaluation ensured alignment with identified community health needs.Psycho-oncology: Quality of Life Program (QOL):CHNA alignment: Behavioral health access, emotional support, continuity of care*1367 completed appointmentsHighlight: QOL services ensured continued access to evidence-based psychosocial oncology care, particularly for patients facing transportation, geographic, or work-related barriers.Expanded access integrating a post-doc fellow (.4FTE), offering non-billable services through training program to reduce barriers. Provided clinical supervision for psycho-oncology to support Ph.D work. Services continue to reach geographically dispersed patients and lower-barrier populations through telehealth.Oncology Social Work:CHNA alignment: Social determinants of health, financial distress, care coordinationSocial workers addressed housing insecurity, transportation barriers, employment loss, caregiver strain, and financial distress, supporting equitable cancer care access across regions.* 2,216 referralsTotal Referral Comparison (Selected Regions)Region FY24 FY25 % ChangeHartford 1,013 779 -23%Central & NW 355 415 +17%HOCC/CHH 251 489 +95%East 311 421 +35%SVMC 352 112 -68%Overall, FY25 showed better regional alignment of services to community need, particularly in underserved and growing regions.Highlights: Created referral order to streamline access to services across the system. Increased staffing by 1 FTE (CENTRAL).Oncology Registered Dietitian Services:CHNA alignment: Nutrition insecurity, treatment tolerance, chronic disease managementNutrition services supported treatment adherence, symptom management, and food security particularly for patients experiencing financial or functional vulnerability.* 4,336 patient encountersTotal Patient Volume (Assessments + Follow-ups)Site FY24 FY25 ChangeMidstate Medical Center 1,281 1,084 -197Hartford Hospital 1,405 1,434 +29The Hospital of Central CT 912 969 +57Backus Hospital 401 621 +220Charlotte Hospital 0 228 +228 Highlight: Increased staffing by 1.2FTEs (1 FF& .2 HTFD)Backus and Charlotte hospitals both showed substantial growth, addressing prior regional gaps. Hartford Hospital volume growth reflects FTE expansion from 0.6 0.8.Financial Counseling/Coordination:CHNA alignment: Financial hardship, insurance access, health equityFinancial counseling mitigated cancer-related financial distress and supported patient navigation through insurance, assistance programs, and care affordability.FY25 Status:* Financial counseling services expanded in Central/NW, Hartford, and Fairfield regions* No standardized Epic workflow or metrics, limiting quantifiable FY comparison at this time Integration achieved through collaboration with: * Financial Aid* Authorization departments* Oncology care teamsHighlight: Increased staffing by 1FTE (FF)Support Groups & Educational series:CHNA alignment: Mental health, caregiver support, patient educationSupport groups reduced isolation, enhanced coping skills, and delivered disease-specific education to patients and caregivers across HHC's service area.* 505 participantsHighlights: Added 2 new support groups- Head & Neck Support Group and Lymphedema Support Group (partnership with Rehab to facilitate)* 10 condition-specific and caregiver groups offered* Virtual and hybrid formats enhanced accessibilityTopics included: * Breast, prostate, GI, gynecologic, brain, head & neck cancers* Advanced cancer* Caregiver support* Nutrition educationCommunity-Based Cancer Outreach & Education (FY25):In FY25, Hartford HealthCare Cancer Institute conducted extensive community outreach focused on cancer education, prevention, screening, and early detection. Through 180 community events, mobile screening programs, and partnerships with hospitals, FQHCs, and community clinics, services reached thousands of individuals statewide, many of whom were uninsured or medically underserved. These efforts resulted in early cancer detection, improved access to preventive services, and reduced health disparities across Hartford HealthCare's communities. During FY25, Hartford HealthCare Cancer Institute conducted extensive community outreach activities focused on education, prevention, screening, and clinical trial awareness, reaching individuals statewide many of whom experience barriers related to insurance status, geography, income, or system navigation.FY25 Outcomes:Community outreach activities increased cancer awareness, reduced barriers to preventive care, and promoted equitable participation in clinical research particularly among populations traditionally underrepresented in oncology trials.*180 community outreach events held statewide* ~3,200 individuals received cancer education* 9 cancer prevention education events, reaching 338 attendees* 11 cancer screening outreach events, resulting in 291 completed screenings* Screening focus areas included: - Prostate - Colorectal - Skin - Head & neck cancers * 143 new patients enrolled in clinical trials, supporting equitable access to innovative cancer treatmentsStrategic Outreach & Priority Populations:Strategic outreach ensured cancer prevention and early detection services reached communities with the greatest unmet health needs, advancing Hartford HealthCare's commitment to health equity.CHNA alignment: Health disparities, underserved populations, geographic access*Statewide outreach strategy prioritized: - Medically underserved communities - Uninsured and underinsured populations - Communities with limited access to cancer screening services*Outreach activities were tailored to meet community-specific needs through: - Local partnerships - On-site screening opportunities - Navigation support and referrals for follow-up careEarly Detection & Prevention Program:CHNA alignment: Preventable disease, chronic disease management, SDOHThe Early Detection & Prevention Program partnered across the Hartford HealthCare system and with community providers to deliver comprehensive screening and navigation services.FY25 Program Highlights* Collaborated with: - All HHC hospitals - Federally Qualified Health Centers (FQHCs) - Community clinics * Screening services included: - Breast - Cervical - Colorectal - Cardiovascular health* Additional support services: - Wellness health coaching - Social determinants of health (SDOH) assessments - Referral to community and clinical resourcesFY25 OutcomesThe Early Detection & Prevention Program addressed significant access gaps by providing no-cost screenings and comprehensive navigation for uninsured individuals, resulting in early cancer identification and life-saving intervention.* 838 individuals screened* 23 cancers detected, enabling earlier-stage diagnosis* 99.4% of participants uninsured* 84 Wellness Days delivered across communitiesMobile Mammography Program:CHNA alignment: Women's health, cancer prevention, access to careHartford HealthCare's Mobile Mammography Program expanded access to breast cancer screening through community-based services delivered in partnership with Hartford Hospital Radiology.The Mobile Mammography Program reduced structural and financial barriers to breast cancer screening, reaching women who might otherwise lack access to preventive care including uninsured and justice-involved populations.FY25 Outcomes* 1,665 mammograms completed* Services delivered at 136 community locations statewide* 50.5% of participants uninsured* Specialized outreach included: * 153 incarcerated women screened at a correctional facility 59474769 78412183 Gastroenterology:The Hartford HealthCare Digestive Health Institute leads the way in prevention, treatment, surgery, and research, caring for more patients than any other digestive health program in Connecticut. Our comprehensive institute model allows specialists to collaborate with each other and you, tapping the most innovative technology available to ensure you receive the best, most advanced personalized care.At each Digestive Health Institute location across the state, you will experience the same sense of teamwork and compassion. We have earned national awards, accreditations, and recognition for the work we do in digestive disease and obesity management, but our greatest reward is helping you feel better.Gastroenterologists perform many specialized tests, such as endoscopy, to diagnose or treat diseases. When necessary, they may consult with surgeons. At the completion of the Fiscal Year FY25, the Division of Gastroenterology at Backus Hospital had 17,527 cases with an average length of stay of 4.7 days. 48191665 62667447 Bone and Joint:Our expert teams at Backus and throughout Hartford HealthCare provide comprehensive orthopedic care before, during and after surgery. Starting with our Total Care joint replacement education program, patients can learn about their surgery, what to expect, how to prepare and rehabilitation options.When it is time for surgery, it is performed by specially trained physicians in surgical suites with the latest technology, including Mako Robotic-Arm Assisted Surgery, a less invasive and more precise robotic technology for hip and knee procedures.When surgery is complete, Backus has an expertly trained, compassionate staff to help patients get back on their feet again. Once out of the hospital, Backus and Windham hospitals offer a wide range of physical therapy and rehabilitation options in Norwich, Waterford, Colchester, and Storrs. Backus is the only trauma center in all of Eastern Connecticut, with specially designed trauma rooms, highly trained staff and LIFESTAR helicopter stationed on the hospital grounds.Backus Hospital offers the latest robotic surgery techniques for hip and knee procedures. Our expert team can help patients decide what is right for them with the goal of helping patients to live pain free.The Knee and Hip Replacement program at Backus Hospital has earned the prestigious Advanced Gold Seal of Approval by demonstrating compliance with The Joint Commission's national standards for health care quality and safety in disease-specific care. This certification award recognizes our dedication to continuous compliance with state-of-the-art standards of quality care for patients and families as well as safety measures, including infection prevention and control, leadership, and medication management.At the completion of the Fiscal Year FY25, the Division had 39,722 cases with an average length of stay of 4.62 days. 352076308 118820 399931815 Backus Hospital has provided quality health care to the residents of Eastern Connecticut since 1893. Backus Hospital includes The William W. Backus Hospital in Norwich; health centers in Montville, Colchester, Ledyard, Norwich and North Stonington; the Backus Outpatient Care Center in Norwich; the Plainfield Backus Emergency Care Center, which is a stand-alone emergency department and outpatient center. It is the only trauma center in Windham and New London Counties and houses one of Hartford HealthCare's LIFE STAR helicopters.Backus Hospital was named one of America's 250 Best Hospitals by Healthgrades, placing it in the top 5% of hospitals in the country and an overall leader in clinical excellence. The hospital was one of three at Hartford HealthCare named to the America's Best list for 2022 and was also recognized by Healthgrades with Excellence Awards in pulmonary care, stroke care, and critical care. The distinction places it in the top 10% of the nation's hospitals in each area. 352076308 118820 399931815 515062993 1 1 0 1 0 0 0 0 0 1 1 1 0 1 1 0 0 1 0 0 0 0 0 0 1 0 1 1 1 1 1 0 0 0 0 0 0 1 0 0 0 0 0 0 1 1 1 0 0 1 126 0 1 2586 1 1 1 0 0 0 0 1 1 0 0 0 0 0 0 X 11 9 0 0 0 0 1 1 1 1 1 0 0 1 1 1 1 1 1 1 1 1 1 CT X X Anthony Mastroianni 8608898331 326 Washington Street Norwich CT 06360 Donna Handley Director/President 30.00 30.00 X X 0 977558 78014 Zhenxiang Liu Hospitalist 60.00 0.00 X 773580 0 56935 Richard Goulding Physician 60.00 0.00 X 629369 0 26899 Melisha Cumberland MD Director 1.00 59.00 X 0 626556 26440 Rommel Geronimo Hospitalist 60.00 0.00 X 575834 0 38706 Andrzej Porebski Hospitalist 60.00 0.00 X 544423 0 59584 William Horgan Med Dir Quality & Safety 60.00 0.00 X 500511 0 65463 Mark Tramontozzi MD Vice Chair (Thru 6/25) 2.00 58.00 X 0 500143 53993 Mohammed Qureshi MD VP, Medical Affairs 30.00 30.00 X 481180 0 67135 Joanna Chaurette MD Director (Thru 10/24) 1.00 59.00 X 0 344281 65284 Anthony Mastroianni VP, Finance 30.00 30.00 X 0 335804 70078 Matthew Kaufman VP, Operations (Thru 6/25) 30.00 30.00 X 0 324728 62104 Rebecca Durham VP, Patient Care Services 30.00 30.00 X 0 324793 29089 Liz Li VP, Human Resources 30.00 30.00 X 0 313897 62457 Colleen Desai Former Key Employee 0.00 0.00 X 0 289058 61781 Whitney Bundy VP, Operations 30.00 30.00 X 0 250896 18155 Lee-Ann Gomes Director 1.00 2.00 X 0 0 0 Anthony Joyce III Chair 2.00 4.00 X X 0 0 0 Daniel King Director 1.00 2.00 X 0 0 0 Christina Nadeau Director 1.00 2.00 X 0 0 0 Anita Lee Vice Chair 2.00 4.00 X X 0 0 0 Donna Romito Director 1.00 2.00 X 0 0 0 Henry Beck Director 1.00 2.00 X 0 0 0 Michelle Scott Director 1.00 2.00 X 0 0 0 Stephen Larcen MD Director (Thru 6/25) 1.00 2.00 X 0 0 0 Tony Schwartz Director 1.00 2.00 X 0 0 0 3504897 4287714 842117 432 1 1 0 Shiftwise Inc PO Box 70870 St Paul MN 55170 Staffing Service 6827610 Morrison Management SP Inc Acute Care 400 Northbridge Road Sandy Springs GA 30350 Food Service 3358917 Alliance Healthcare Services Inc 18201 Von Karman Avenue Suite 600 Irvine CA 92612 Medical Service 2806292 Shearwater Health Inc 30 Burton Hills Blvd Ste 400 Nashville TN 37215 Staffing Services 2756321 Integrated Anesthesia Associates LLC PO BOX 1718 Dept 105085 Hartford CT 06144 Medical Service 2520526 46 215961 225265 503214 944440 Net Patient Revenue 624100 599116373 599116373 Income from JV 812930 17726913 17726913 616843286 9478521 9478521 2270911 3718767 -1447856 -1447856 -1447856 4967172 0 4967172 4967172 4967172 37600 215961 94718 -57118 -57118 Electric Vehicle Charges 900099 4964 4964 4964 630733409 616843286 4964 12940719 X 103290 103290 15530 15530 500385 500385 59672 59672 187744787 181606941 6005940 131906 10059288 9730424 321796 7068 13227074 12794648 423133 9293 14362476 13892931 459454 10091 16871 16871 59250 59250 588448 588448 68119503 68119503 52155 1257 9800 41098 3984952 2561319 1318483 105150 27650375 7742105 19908270 8702650 8156162 546488 178580 167884 10696 293205 235581 57624 3697368 2440263 1257105 47086298 40965079 6121219 7866665 7630665 236000 3543912 3543912 Medical Supplies 104232740 104232740 Hospital Provider User 26316506 26316506 Purchase Services 15031660 14333541 696369 1750 Repairs Maintenance 9176692 8866901 309791 1832309 1045754 785556 999 554502641 515062993 39132293 307355 2276194 2362152 8964677 8964677 53964325 58268828 8482781 8978247 1522223 1469961 402935642 261507929 119241040 141427713 445321 475294 585096794 624996394 15091217 15091217 195043213 220637758 990127785 1082672241 37613710 42859223 379802 409444 461813 0 166915803 159589361 205371128 202858028 X 768133218 861761409 16623439 18052804 784756657 879814213 990127785 1082672241 X 76230768 25536577 -6709789 X X 0 1 X 1 1 1 X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED 0 0 0 0 0 0 0 0 1 59250 59250 0 Part II-B, Line 1: The William W. Backus Hospital paid annual dues to the Connecticut Hospital Association (CHA). CHA conducts lobbying activities on behalf of its members. They allocate a portion of their dues as lobbying expenses. The portion of dues allocated as lobbying expenses is calculated under current Medicare rules. The total amount of all dues allocated for lobbying expenses for FY25 was $59,250. 9181075 453000 9634075 8683075 498000 9181075 8474075 209000 8683075 8210072 264000 8474075 6856072 1354000 8210072 0.71000 0.29000 0 1 1 5124999 5124999 200998037 140734846 60263191 26240512 18645016 7595496 138909242 102128067 36781175 31662852 31662852 141427713 Investment In Endowment LLC 621627348 F Assets Held In Trust By Others 3369046 F 624996394 Due From Affiliates 162770792 Other Assets 26362597 Pension Asset 12651870 Malpractice Claims 9106815 SERP Asset 8338507 Workers Comp 1407177 220637758 Tax Exempt Bonds 92854645 Other Liabilities Program Related 42025965 Accrued Malpractice 9106815 Hospital Provider User Fee 6375685 SERP Liability 8338507 Accrued Post Retirement Expenses 887744 159589361 Part V, Line 4: The Hospital has adopted investment and spending policies for Endowment assets that attempt to provide a predictable stream of funding to mission related programs such as those described in Part III, lines 4a-d while seeking to maintain purchasing power of the endowment assets. Endowment assets include those assets of donor-restricted funds that the Hospital must hold in perpetuity or for a donor-specific period(s). Under this policy, as approved by the Board of Directors, the Endowment assets are invested in a manner that is intended to produce a real return, net of inflation and investment management costs, of a least 4% over the long term. Actual returns in any given year may vary from this amount. The Hospital's Endowment consists of hundreds of individual funds established for a variety of purposes. Net assets associated with Endowment funds are classified and reported based on the existence or absence of donor-imposed restrictions. The income generated by the funds are used mainly for capital expenses. June Golf 174435 145875 28560 7242 28670 23961 5695 2941 Seder Golf 79126 70086 9040 2817 9390 12354 0 1648 253561 215961 37600 10059 38060 36315 5695 4589 94718 -57118 1 1 X 1 X 250.000000000000 1 X 550.000000000000 1 1 0 0 10406701 10406701 0.01880 114377861 76913919 37463942 0.06760 124784562 76913919 47870643 0.08640 3113301 52060 3061241 0.00550 2009311 95177 1914134 0.00350 2786980 2786980 0.00500 442355 442355 0.00080 8351947 147237 8204710 0.01480 133136509 77061156 56075353 0.10120 2053 2053 0.00000 452945 452945 0.00080 454998 454998 0.00080 0 0 0 70446344 76935868 -6489524 X 1 1 1 1 The William W Backus Hospital 326 Washington Street Norwich CT 06360 Backushospital.org 0037 X X X The William W Backus Hospital 1 0 0 1 X X X X X X X X X 24 1 1 0 1 X See Part V, Page 8 N/A X X 1 24 1 See Part V, Page 8 0 1 X 250.000000000000 550.000000000000 X X X X 1 1 X X X X X 1 X See Part V, Page 8 X See Part V, Page 8 X See Part V, Page 8 X X X X X X X 1 X 0 X X X X 1 X 0 0 The William W. Backus Hospital Part V, Section B, Line 5: The Community Health Needs Assessment is a systematic, data-driven approach to determining the health status, behaviors and needs of residents in Hartford HealthCare's service areas. The information garnered from the assessment may be used by Hartford HealthCare to inform decisions and guide efforts to improve community health and wellness. Hartford HealthCare operates in five Community Benefit regions Central Region (Hospital of Central Connecticut & MidState Medical Center), East Region (Backus Hospital, Natchaug Hospital & Windham Hospital), Hartford Region (Hartford Hospital), Northwest Region (Charlotte Hungerford Hospital) and Fairfield Region (St. Vincent's Medical Center). The regional approach includes partners within and across regions, hospital services areas, and community-based health equity champions. Recognizing the need to reduce and eliminate health disparities at the leadership and governance levels of health care and other local organizations is a central and necessary first step in community health improvement. The second step to improving health equity is to collect and use data about race, ethnicity, and language preference to develop a shared understanding of the challenges in the community. Education about cultural sensitivity is also required. The HHC regional teams involved a team of "Health Equity Champions" representing multiracial or other marginalized communities to help ensure the research is reflective of the community perspectives.Backus Hospital worked closely with health service area collaboratives including local public health departments to complete its CHNA. At a minimum, local public health worked with Backus Hospital to review hospital, state and local data and help define 2025 CHNA priorities. Additionally, to increase their understanding of community members' perspectives on identified health issues and ideas for addressing them, staff solicited input from individuals representing the broad interests of the community such as staff from social service and public health organizations and community residents. Staff collected feedback through a range of methods, including focus groups and interviews. Community input came from diverse groups in terms of age, race/ethnicity, cultural group, and other demographics. A special effort was made to reach historically underserved communities including, but not limited to low-income, elderly, and racial/ethnic minority populations. Where possible, the hospital aligned their process with assessments being conducted by local public health and other community agencies. Input from people representing the broad interests of the community was taken into account through key informant interviews. Stakeholders included: individuals with special knowledge of or expertise in public health; local public health departments; hospital staff and providers; representatives of social service organizations; and leaders, representatives, and members of medically underserved, low-income, and minority populations. Data from multiple sources were gathered and assessed, including secondary data published by others and primary data obtained through community input. Input from the community was received through key stakeholder interviews. Interviewees (listed below) represented the broad interests of the community and included individuals with special knowledge of or expertise in public health: Backus Hospital Emergency Department Center for Healthy Aging Connecticut Alliance for Basic Human Needs FoodShare/CT Food Bank Madonna Place Mashantucket Pequot Tribal Nation Health Services Mohegan Tribal Nation Health Department Reliance Health, Inc. Thames Valley Council for Community Action, Inc. The Health Education Center Uncas Health District United Way of Central and Northeastern Connecticut Significant Community Health Needs were determined by analyzing secondary community health data and gathering input provided by community stakeholders. In addition, data was gathered to evaluate the impact of various services and programs identified in the hospital's previous CHNA process. The William W. Backus Hospital Part V, Section B, Line 6a: For this community health assessment, Backus Hospital collaborated with the following Hartford Healthcare hospitals: Charlotte Hungerford Hospital, Hartford Hospital, Hospital of Central Connecticut, MidState Medical Center, Natchaug Hospital, and Windham Hospital. These facilities collaborated by gathering and assessing secondary data together, scheduling and conducting interviews together, and by relying on shared methodologies, report formats, and staff to manage the CHNA process.The William W. Backus Hospital:Part V, Section B, Line 7a: https://backushospital.org/community-health-needs-assessment The William W. Backus Hospital Part V, Section B, Line 7d: The needs assessment was published in September 2025 and is available on the Hospital's website. In addition, electronic copies are available upon request.The William W. Backus Hospital:Part V, Section B, Line 10a: https://backushospital.org/community-health-needs-assessment The William W. Backus Hospital Part V, Section B, Line 11: The 2025 Community Health Needs Assessment ("CHNA") for Backus Hospital, part of Hartford HealthCare's (HHC) East Region, leveraged numerous sources of local, regional, state and national data along with input from community-based organizations and individuals to provide insight into the current health status, health-related behaviors and community health needs for the Hospital service area. In addition to assessing traditional health status indicators, the 2025 CHNA took a close look at health-related social needs such as poverty, housing, transportation, education, fresh food availability, and neighborhood safety. These enhancements are in response to a growing national priority to identify and address health disparities and inequities. HHC and Backus Hospital are committed to addressing these disparities and inequities through its Community Health Improvement Plan (CHIP). The intent of our CHIP is to be responsive to community needs and expectations and create a plan that can be effectively executed to leverage the best of the system resources, regional hospital and network resources, and community partners. The CHIP supports HHC's mission "to improve the health and healing of all and is part of HHC's vision to be "most trusted for personalized coordinated care." More specifically, this CHIP is collectively aimed at living our Value of Health Equity which reminds us all to do the just thing.The 2025 assessment identified Socio-Economic Factors/Increased Workforce Capacity, Mental & Behavioral Health Services (Behavioral Health, Substance Use, ED Improvements), Access to Care/Physical Health (Chronic Disease, Preventive Care, Outreach, Education) , and Maternal Health/Women's Health Services as priority needs for 2026-2028 across all Backus Hospital geography. All needs identified in the CHNA are currently being addressed.Prioritized communities:* Disadvantaged communities, people of color, and others who have historically lacked adequate access to services.The CHIP programming for FY25 was based on the 2022 CHNA and subsequent CHIP which ran from FY23-25.Promote Healthy Behaviors and Lifestyles * RX For Health provides vouchers for fresh produce to individuals who are in need of nutritional support. Funded by Backus Hospital, vouchers are distributed in various settings such as pediatrician offices, soup kitchens, primary care offices, farmers markets, etc. Backus Hospital collaborates with local community partners to identify families and individuals who would benefit. Vouchers are currently exchanged at the Norwich Farmers' Market, A&S Asian Market, Shop Rite Grocery Store and Backus hospital's farm stands. Community Health Dietitian provides ongoing nutritional support to families. Reduce the Burden of Chronic Disease * Universal Screening- is a program designed to meet the underserved members of our community where they are. Multiple hospital departments provide free chronic disease screenings in a variety of environments and locations. During testing, participants will be given education regarding the disease that they have been screened for and how to achieve a "normal" range. Participants will be given information about Primary Care Physicians (PCPs) as well as Urgent Care if needed. * A-Ok with HHC- Free Blood Pressure and A1C (test for diabetes) screening. This program is performed in areas of need as designated by the CHNA. Typical settings are low-income housing authorities, soup kitchens, food pantries, homeless shelters, and senior centers. Participants are given a free blood pressure cuff if they are hypertensive or on BP meds at home and do not have a cuff to monitor themselves. * CCT (Community Care Team) is chaired by a Backus Behavioral Health clinical staff member. This team of local community representatives meets to address wrap around care for individuals with 10 or more ED (Emergency Department) visits in a 6-month period or 5 or more ambulance rides to the ED in 30 days. Assistance with housing, transportation, and family support is at the core of needs addressed by this team. In FY25, the Backus CCT conducted 11 meetings virtually with close to 20 community agencies including: Alliance For Living, BCMH, Carelon Behavioral Health, City of Norwich Human Services, CT Judicial Branch, Generations Norwich, * Diaper Connections- HHC has partnered with Windham Women's Health Center and Willi Wellness, as a Co-chair of the Diaper Connections Program for the State of CT. Between these two partnerships, 91,200 diapers have been distributed amongst 248 families. Willi Wellness operates on a reduced cost lease at the professional building on Windham Hospital campus to store and distribute diapers. They are also utilizing this commercial space as their headquarters for Special Olympic athletes of Eastern Ct, and dementia friendly and intellectual disability creative and art-based programs. * The Diaper Connections Program was discontinued due to the loss of essential funding from the U.S. Department of Housing and Urban Development (HUD) and the Connecticut Diaper Bank. These funding sources were critical to supporting program operations, including the purchase and distribution of diapers. Without this financial support, the program was no longer sustainable, and despite efforts to identify alternative resources, it could not continue operating at its intended capacity. * Food Pantry- Has been implemented for Backus Hospital patients upon discharge. Working with United Way of Southeastern CT, patients with an identified need are given food boxes upon discharge. In FY25, 227 individuals benefited from supplemental food bags upon their discharge. $3,600 was spent on food and supplies for maintaining the food pantry. * Pipeline Strategy- In efforts to continue to promote careers in the health care sector and to address the pipeline issues that many students from diverse and underserved backgrounds face when it comes to education and training, Hartford Healthcare continues to conduct a series of health care career events & opportunities within local high schools. Schools with established certification programs, i.e. CNA, EMT, etc. will be given specific focus as partnerships with high schools can lead students to open positions at Backus hospital resolving department staffing need. Students will have exposure to different career pathways through interactions with department representatives to educate them about specific job roles and responsibilities within a given department. We will approach these interactions through a diversity and equity lens and whenever possible have staff members that can relate culturally to the students with whom they are interacting. For FY25, 2,208 students participated in program events throughout seven towns and 98 students participated in job shadow/internships, totaling close to $87,000 in community benefit. Enhance Community-Based Behavioral Health Services * Neighborhood Health- was developed in collaboration with trusted community partners. These innovative health clinics continue to be adaptable, flexible, and open to feedback to ensure access to needed services and programs. Mobile "CareVans" visit and operate daytime health clinics at specifically chosen locations every week. They offer a variety of health services including screenings, mental health counseling, medical referrals, education and support. * HHC New London Pride Event- Hartford Healthcare was proud to sponsor the New London Pride Event. HHC provided community outreach on gender health services, blood pressure screenings and HIV rapid testing. The 2025 New London Pride Event provided screenings/educations for over 200 individuals, with over 106 staff hours committed to the initiative for a total net expense of $6,616. The William W. Backus Hospital Part V, Section B, Line 13h: Family eligibility criteria for financial assistance also include family size, employment status, financial obligations, and amount and frequency of the health care expenses. The William W. Backus Hospital Part V, Section B, Line 15e: In addition, patients may ask a nurse, physician, chaplain, or staff member from Patient Registration, Patient Financial Services, Case Coordination, or Social Services about initiating the Financial Assistance Application process. Part V, Section B, Line 16a: FAP Website:https://backushospital.org/patients-visitors/patients/billing-insurance/financial-assistancePart V, Section B, Line 16b: FAP Application Website:https://backushospital.org/patients-visitors/patients/billing-insurance/financial-assistancePart V, Section B, Line 16c: FAP Plain Language Summary:https://backushospital.org/patients-visitors/patients/billing-insurance/financial-assistance The William W. Backus Hospital Part V, Section B, Line 16j: Patients are informed directly by staff of the availability of the Financial Assistance Policy. 10 1 - Backus Outpatient Care Center 111 Salem Turnpike Norwich CT 06360 Outpatient Services 2 - Medical Office Building 330 Washington Street Norwich CT 06360 Medical Office 3 - Colchester Backus Health Center 163 Broadway Colchester CT 06415 Primary Care 4 - Harford HealthCare Health Center 350 Liberty Street Pawcatuck CT 06379 Primary Care 5 - Backus Outpatient Care Center 42 Town Street Norwich CT 06360 Outpatient Services 6 - Family Health Center at Crossroads 196 Parkway South Waterford CT 06385 Primary Care/Rehab/Outpatient 7 - Infectious Disease Clinic 107 Lafayette Street Norwich CT 06360 Outpatient Services 8 - Plainfield Medical Office 584 Norwich Road Plainfield CT 06374 Medical Office 9 - Plainfield Emergency Center 582 Norwich Road Plainfield CT 06374 Emergency Services 10 - Hartford HealthCare Health Center 100 Perkins Farm Drive Mystic CT 06355 Rehabilitation Services Part I, Line 3c: The Organization uses Federal Poverty Guidelines (FPG) to determine eligibility. In addition, the Hospital takes into consideration, medical indigency, insurance status, underinsurance status, and other family eligibility criteria such as family size, employment and financial obligations. Part I, Line 6a:Although the Organization does not prepare a formal Community Benefits Reports, it does submit a quarterly report to The Connecticut Hospital Association and Form 990 is submitted to the Connecticut Office of Health Strategy (OHS) annually. Part I, Line 7: The Organization utilized an overall Cost to Charge Ratio (RCC), developed from the Medicare Cost Report. Total expense was adjusted for: Medicaid provider taxes, directly identified community benefit expense and community building expenses. This Cost to Charge Ratio was used to calculate costs for Part I, Line 7a & b. The costs associated with the activities reported on Part I, Line 7e were captured using actual time multiplied by an average salary rate. The costs associated with Line 7h, were the actual costs reported in the organization's general ledger less any industry funded studies. These costs were removed from the calculations to avoid duplication. Costs reported in Part III, Section B6, were calculated from the Medicare cost report and reduced for Medicare costs previously reported in Part I, Lines 7f &g. Part I, Line 7g: No physician clinic costs were included in the Subsidized Health Services cost calculations. Part II, Community Building Activities: The William W. Backus Hospital coordinates with various organizations to perform community building activities that addresses issues related to Social Determinants of Health, and as such, the hospital interacts with the community to address these needs and facilitates appropriate responses. The total expenditure for FY25 is $454,998. Part III, Line 2: The organization utilizes a pre bad debt financial assistance screening process to identify patients who may qualify for charity care under its Financial Assistance Policy (FAP). Patient accounts identified as eligible are adjusted to charity care prior to any referral to bad debt. As a result, bad debt expense attributable to patients who otherwise would have qualified for charity care is minimal.Effective in FY24, the organization enhanced its Financial Assistance Policy by revising the Federal Poverty Guideline (FPG) factor, thereby expanding eligibility to a broader patient population. This policy change resulted in a higher volume of patients qualifying for financial assistance rather than being classified as bad debt.In connection with this policy enhancement, historical patient accounts were reviewed, and amounts previously recorded as bad debt that met the revised charity care criteria were reclassified. This reconciliation contributed to a significant reduction in reported bad debt and resulted in reversals reflected as a positive impact in Fiscal Year 2025. Part III, Line 3: A pre bad debt financial assistance screening is in place to identify patients that may be eligible for financial assistance. Pre bad debt accounts that are identified as meeting the requirements are adjusted prior to being sent to bad debt. Therefore, any bad debt expense that could have been attributable to charity care at the end of FY 2025 would be immaterial. Part III, Line 4: Please see the text of the footnote that describes bad debt expense beginning on page 24 of the Audited Financial Statement. This note also relates to Part III, Line 2. Part III, Line 8: Cost Reports were used to report Medicare allowable costs. Medicare defines allowable costs as those appropriate and helpful in developing and maintaining the operation of patient care facilities and activities. It specifically excludes certain costs that are not directly related to patient care. The hospital incurs additional expense related to the provision of care to Medicare patients that Medicare has deemed non-allowable. This additional expense includes costs of physician services (emergency on-call fees, Hospitalist Programs, recruitment, etc.), advertising costs, cafeteria costs for meals sold to visitors, etc. The Hospital attempts to collect coinsurance and deductibles from Medicare beneficiaries. To the extent collection efforts are unsuccessful; Medicare reimburses the hospital at 65% of unpaid amounts. The table reconciles the shortfall or surplus from Line 7 to the actual surplus or shortfall. The additional costs were allocated to Medicare based upon Medicare's percentage of total allowable costs. The unpaid coinsurance/deductibles were estimated using historical collection results. Any shortfall amounts have not been treated as Community Benefits. Part III, Line 9b: The William W. Backus Hospital has adopted the Financial Assistance Policy of its Parent Company, Hartford HealthCare Corporation. The following is included in the Financial Assistance Policy: Patients who are deemed ineligible for financial assistance or who receive a partial discount and do not pay their bills may be subject to the following Extraordinary Collection Action (ECAs):*Wage Garnishments*Liens on primary and secondary residences, bank or investment accounts, or other assets*Legal actions and reporting the matter to one or more credit rating agencies*Other ECAs not listed aboveIf an individual has not submitted an application within the first 120 days from the date on which Hartford HealthCare first issues its first, post-discharge billing statement, then Hartford HealthCare may begin engaging in the ECAs described above.ECAs may begin after the first 120 days from the date on which Hartford HealthCare issues its first, post-discharge billing statement. If the patient applies for assistance within 240 days from the first notification of the self-pay balance, and is granted assistance, Hartford HealthCare will take all reasonable available measures to remove any collection actions such as negative reporting to a credit bureau or liens that have been filed.Before Hartford HealthCare initiates any collection actions, it will issue a written notice to the last known address of record for the patient (or his/her family) that describes the specific collection activities it intends to initiate (or resume), provides a deadline after which such action(s) will be initiated (or resumed), and includes a plain language summary of this Policy. ECAs can begin no sooner than 30 days from the date written notice is transmitted. Patients who are ineligible for financial assistance, or qualify for partial financial assistance and who are cooperating in good faith to resolve the outstanding accounts, may be offered extended payment plans. No further collection action will be taken as long as the patient continues to meet the terms of the payment plan. Part VI, Line 2: The Hartford HealthCare Community Health Needs Assessment (CHNA) serves as a component in the overall efforts to improve community health and health equity in each of the seven hospital service areas. It is a process that provides a means of identifying and collecting community data while engaging community members in both the data collection and the prioritization of collaborative efforts for improving the well-being of the area. The ultimate purpose of the HHC CHNA is to improve community health and to do so in an effective and efficient way. The supporting objectives are to do the following: 1. Enhance Community Engagement and Better Incorporate the Consumer's Voice - CHNA/CHIP process leads to continuous and trusting feedback loops with diverse populations and enhances our methods for on-going engagement with the communities we serve. 2. Grow and Sustain our Community Based Partnerships - CHNA/CHIP process leads to more formalized partnerships with regional and community organizations and collaborations, and more meaningful relationships with key community opinion leaders. 3. Align Community Health with our Health Equity Value and across the Regions - CHNA/CHIP process leads to a greater sense of team and purpose within HHC, assures each region is equitably resourced, and that collectively we know and understand more about identifying community health needs and improving health outcomes. 4. Bring Greater Clarity and Social Impact to our Community Health Work - CHNA/CHIP process leads to more effective, justified, measurable, and reportable interventions across our collective CHIPs and inspires and informs our social investment, sponsorship, and donation activities. Approach: The major pieces of the assessment helped to assemble a large list of needs. Major assessment activities are listed as follows. Note that the survey and qualitative research numbers refer to HHC system CHNA activities not solely this hospital.* Data analysis an extensive set of Hospital Service Area (HSA) data tables reflecting demographics, Social Influencers of Health, lifestyle characteristics, disease incidence (morbidity and mortality) and others. Categories of needs: To truly affect change and address high-priority needs, needs were identified and categorized into the following groups: * Ones with the greatest opportunity for immediate impact (i.e., the "low hanging fruit" issues for which HHC can take a leadership role and rapidly deploy activities and resources) * Issues supported by the data that have the greatest impact on health outcomes * Needs identified by community as urgent or high-priority concerns *Issues that present the greatest opportunity for collaboration and policy change. CHNA is formulated in a way to ultimately impact individuals and families in the service area. To accomplish this, HHC leaders will take CHNA results and deploy a systematic approach to developing the Community Health Improvement Plan (CHIP), an activity critical to achieving this ultimate goal. Some of the initial, well-defined steps to develop and deploy the CHIP include the following:STEP 1 - Culling the Findings Brainstorming with your local collaboratives by answering the following questions: CHNA Immediate Impact findings where is the low hanging fruit? CHNA Greatest Impact findings what will most influence health outcomes? CHNA Most Desired Change findings - what change does the community most want? CHNA Forging Opportunities findings - where are the greatest opportunities for partnership? STEP 2 - Organizing the focus areas and assembling your rationale for action STEP 3 - Selecting your Strategies and InterventionsSTEP 4 Executing and Evaluation Assessment Approach & Methodology: Hartford HealthCare (HHC) worked with its assessment partners The Good Place Consulting, Based Analytics, and DataHaven to formalize and deploy a highly inclusive assessment framework. The framework was structured to be welcoming to priority communities and others, steeped in best practices, and designed to triangulate insights. At the conclusion of the process, the local stakeholders developed a succinctly prioritized list of community needs. To do this, the methodology included a mixed modality approach quantitative, qualitative, and technology-based techniques to learn about the human stories and voices while weaving them with the best available data. The assessment activities meet the following goals: * Identify community resources, strengths, and barriers. * Develop a deeper understanding of community health equity and inequalities. * Enable the community to coalesce around, and act upon, the opportunities for population health improvement.The assessment involved substantial qualitative data gathering to highlight local knowledge and expertise and support outreach efforts for community engagement. The primary qualitative mixed-mode approach engaged policy leaders, key stakeholders, non-profit organizations, health care consumers, the criminal justice system, diversity representatives, people experiencing homelessness, and others throughout the hospital service area. * Health Equity Champions Outreach * Stakeholder One-to-One Interviews * Focus Group DiscussionsSystemwide, 117 interviews and 62 focus group discussions were held. Conversations with community stakeholders helped us identify weaknesses of programs and resources in the community. Part VI, Line 3: The William W. Backus Hospital provides information about its financial assistance policy as follows: (1) Provides signage, brochures and/or a written plain language summary describing the policy along with financial assistance contact information in the emergency department, labor and delivery areas, discharge paperwork, other patient registration/admission areas, as well as in billing and collection communication.(2) Makes paper copies of the policy, financial assistance application, and plain language summary of the policy available upon request and without charge, by mail.(3) Posts the policy, plain language summary and financial assistance application on the website with clear linkage to such documents on the Hartford HealthCare and each affiliated hospital's home page.(4) Educates all admission and registration personnel, financial counselors, billing and collection specialists and social workers regarding the policy so that they can serve as an informational resource to patients.(5) Includes the tag line 'Please ask about our Financial Assistance Policy" in applicable Hartford HealthCare written publications. Part VI, Line 4: The William W. Backus Hospital ("Backus Hospital") is a 233-bed, not-for-profit acute care community hospital that has provided inpatient, outpatient, rehabilitation, and emergency services in Norwich, Connecticut, and surrounding towns since 1897. The hospital has an on-campus Cancer Institute infusion center, multiple rehabilitation and diagnostic imaging locations, and a new Waterford Family Health Center with primary and specialty care. Backus Hospital is a member of Hartford HealthCare. Hartford HealthCare operates seven acute-care hospitals, air/ambulance services, behavioral health and rehabilitation services, a physician group and clinical integration organization, skilled-nursing and home health services, and a comprehensive range of services for seniors, including senior-living facilities. The Backus Hospital Service Area is a region of nearly a quarter of a million residents, 17.1% of whom are people of color. The region's population has decreased by 2.1% since 2010.*Of the regions 45,776 households, 68% are homeowner households.* In 2025 36.4 percent of the Backus Hospital HSAs households are cost-burdened, meaning they spend at least 30% of their total income on housing costs.*Among the regions adults ages 25 and up, 29.3% have earned a bachelor's degree or higher.*The Backus Hospital HSA is home to 51,318 jobs, with the largest share in the Health Care and Social Assistance sector. The median household income in the Backus Hospital HSA is $84,076.*The Backus Hospital HSAs average life expectancy is 78.6 years.*Fifty-three percent of adults in the Backus Hospital HSA say they are in excellent or very good health. In 2020, 65 people in the Backus Hospital HSA died of drug overdoses.*Seventy-nine percent of adults in the Backus Hospital HSA are satisfied with their area, and 39% say their local government is responsive to residents needs.*In the 2020 presidential election, 81% of registered voters in the Backus Hospital HSA voted.*Thirty-nine percent of adults in the Backus Hospital HSA report having stores, banks, and other locations in walking distance of their home, and 47% say there are safe sidewalks and crosswalks in their neighborhood. Part VI, Line 5: A Regional Board governs Natchaug, Windham, and Backus Hospitals. The Board is responsible for maintaining outstanding quality services and credentials its medical staff. The majority of Hospital's governing board is comprised of persons who either reside or work in its primary service area, and they are neither employees nor contractors of the Hospital. Part VI, Line 6: Hartford Healthcare Corporation (HHC) is organized as a support organization to govern, manage and provide support services to its affiliates. HHC, through its affiliates including The William W Backus Hospital, strives to improve health using the "Triple Aim" model: improving quality and experience of care; improving health of the population (population health) and reducing costs. HHC and it's affiliates including all supported organizations, develop and implement programs to improve the health care in our Southern New England region. This includes initiatives to improve the quality and accessibility of health care, create efficiency on both our internal operations and the utilization of health care, and provide patients with the most technically advanced and compassionate coordinated care. In addition, HHC continues to take important steps toward achieving its vision of being "nationally respected for excellence in patient care and most trusted for personalized, coordinated care".The affiliation with HHC creates a strong, integrated health care delivery system with a full continuum of care across a broader geographic area. This allows the small communities easy and expedient access to the more extensive and specialized services the hospital is able to offer. This includes continuing education of health care professionals at all the affiliated institutions through the Center of Education, Simulation and Innovation located at Hartford Hospital. The affiliation further enhances the hospitals' abilities to support their missions, identity, and respective community roles. This is achieved through integrated planning and communication to meet the changing needs of the region. This includes responsible decision making and appropriate sharing of services, resources and technologies, as well as containment strategies. Part VI, Line 7, Reports Filed With States CT 1 Diocese Of Norwich 201 Broadway Norwich CT 06360 060687373 501 (c ) (3) 25000 0 To provide direct care to patients, failies and staff who may or may not be currently affiliated with a particular faith communinity Three Rivers College Foundation 574 New London Turnpike Norwich CT 06360 237303151 501 (c ) (3) 15000 0 To Strenghthen nursing and workforce development in support of high-quality patient care Chamber Of Commerce Of Eastern Connecticut Inc 92 Eugene ONeill Drive New London CT 06320 060475490 501 (c ) (3) 10185 0 To strengthen regional economic vitality by supporting businesses, workforce development, and community growth Chamber Of Commerce Of Eastern Connecticut Foundation Inc 92 Eugene ONeill Drive New London CT 06320 061419657 501 (c ) (3) 10000 0 To help the foundation raise money through sponsorships with the funds and distribute grants to organizations that align with the foundation's mission, particulary those assisting families, children and communities. City Of Norwich 100 Broadway Norwich CT 06360 066001888 GOVT 10000 0 To support community initiatives that promote public health, access to essential services, and a healthier environment for residents. Greater Norwich Area Chamber Of Commerce 114 Maain Street Norwich CT 06360 200625785 501 (c ) (3) 6600 0 To support leadership-level engagement as a Chairmans Circle Sponsor, in initiatives that strengthen the business community, workforce, and overall community health in Greater Norwich. Norwich Branch NAACP 66 Franklin Street Suite 12 Norwich CT 06360 066099300 501 (c ) (3) 5965 0 To advance civil rights, equity, and community wellbeing that helps fund initiatives that address social justice and the underlying factors that impact health outcomes. United Way Of Southeastern Connecticut I 283 Stoddards Wharf Road Gales Ferry CT 06335 060771393 501 (c ) (3) 5556 0 To improve community health and stability by expanding access to essential services, food security, and support programs that help individuals and families. 8 0 The Backus Hospital Commemorative Auxiliary Scholarship 4 15530 To support Backus Colleagues who are pursuing a career in health management. Part I, Line 2: Upon issuing the grant, the hospital attaches a letter that restricts the use of the funds for a specific purpose. All of the grants are made to public charities to assist in funding their exempt programs. Therefore, extensive monitoring of the use of these funds by these entities is not warranted. 0 1 0 0 0 0 0 1 0 Donna Handley Director/President 0 563894 0 292196 0 121468 0 24150 0 53864 0 1055572 0 0 Zhenxiang Liu Hospitalist 719846 0 52188 0 1546 0 24150 0 32785 0 830515 0 0 0 Richard Goulding Physician 561617 0 67200 0 552 0 24150 0 2749 0 656268 0 0 0 Melisha Cumberland MD Director 0 583639 0 42683 0 234 0 24150 0 2290 0 652996 0 0 Rommel Geronimo Hospitalist 526964 0 48519 0 351 0 24150 0 14556 0 614540 0 0 0 Andrzej Porebski Hospitalist 495565 0 47313 0 1545 0 24150 0 35434 0 604007 0 0 0 William Horgan Med Dir Quality & Safety 498579 0 900 0 1032 0 24150 0 41313 0 565974 0 0 0 Mark Tramontozzi MD Vice Chair (Thru 6/25) 0 302770 0 195650 0 1723 0 24003 0 29990 0 554136 0 0 Mohammed Qureshi MD VP, Medical Affairs 367354 0 110203 0 3623 0 24150 0 42985 0 548315 0 0 0 Joanna Chaurette MD Director (Thru 10/24) 0 343441 0 600 0 240 0 24150 0 41134 0 409565 0 0 Anthony Mastroianni VP, Finance 0 243701 0 88396 0 3707 0 23201 0 46877 0 405882 0 0 Matthew Kaufman VP, Operations (Thru 6/25) 0 238998 0 85242 0 488 0 22373 0 39731 0 386832 0 0 Rebecca Durham VP, Patient Care Services 0 258150 0 65797 0 846 0 22911 0 6178 0 353882 0 0 Liz Li VP, Human Resources 0 237219 0 76136 0 542 0 22384 0 40073 0 376354 0 0 Colleen Desai Former Key Employee 0 235024 0 53674 0 360 0 21345 0 40436 0 350839 0 0 Whitney Bundy VP, Operations 0 208725 0 41885 0 286 0 17543 0 612 0 269051 0 0 Part I, Line 3 The Independent Executive Compensation Committee (Committee) of the Board of Directors of Hartford HealthCare on behalf of The William W. Backus Hospital hires an outside consultant, Human Resources and Compensation Consulting Practice of Gallagher, to determine best practices in governing executive compensation. Please refer to compensation narrative reported on Schedule O. Part I, Line 4b Hartford Healthcare Corporation, a related organization, maintains a 457(f) Supplemental Executive Retirement Plan (SERP). Participants include certain officers and key employees at the President & CEO, Executive Vice President and Senior Vice President levels that are reported by The William W. Backus Hospital on its Form 990, Part VII. Contributions are made by Hartford HealthCare Corporation to the plan based on a percentage of the participant's compensation. Participants vest in contributions made before January 1, 2025, at the earlier of reaching age 55 and having 5 years of service, death, disability, involuntary separation without reasonable cause, upon reaching age 65 or the occurrence of a change in control. Participants vest in contributions made after January 1, 2025 at the earlier of having 5 years of service, death, disability, involuntary separation without reasonable cause, upon reaching age 65 or the occurrence of a change in control. Each participant ceases to be eligible for further contributions by Hartford Healthcare Corporation on the date of the participant's separation from service. Participants receive a one-time lump sum payment of the accumulated amount during the 30-day period following the participant's separation from service. 2024 SERP Payout was made on behalf of the following individual: Donna Handley $41,998* *For this individual, vesting occurred, causing taxable income. This portion of the vested amount was used to pay the associated tax liability. The remaining balance was deposited into the employee SERP account. Part I, Line 7 Hartford HealthCare Corporation, a related organization, has a Compensation At Risk Plan that encourages and rewards achievements of significant functional goals. These goals contribute to the organization's strategic and financial direction. The plan utilizes market practice alignment to ensure competitive recruitment and retention. Awards are based on CEO and/or Hartford HealthCare Corporation's Compensation Committee discretionary assessment of overall organization performance and individual contribution to results. Amanda Joyce See Part V 59672 Employee of the Organization 0 Sch L, Part IV, Row B Mr. Anthony Joyce is a Board member of the organization. His daughter Amanda Joyce is an employee of the organization and was paid $59,672 for fiscal year 2025. Form 990, Part VI, Section A, line 6 Backus Hospital is organized as a non-stock not for profit entity. Hartford HealthCare Corporation is the sole member. Form 990, Part VI, Section A, line 7a The sole member of the organization has the authority to approve/remove members of the governing body. Form 990, Part VI, Section A, line 7b The sole member of the organization has the right to review, approve, disapprove and deny significant transactions such as mergers, acquisitions, dissolutions, etc. Form 990, Part VI, Section B, line 11b The Form 990 was prepared by Hartford HealthCare's Tax Department. It was then reviewed by an independent accounting firm and forwarded to the VP of Finance for review. The final Form was provided to the entire Board prior to submission to the Internal Revenue Services (IRS). Once the entire review process was completed, the Form was signed by the VP, Finance and then filed with the IRS. Form 990, Part VI, Section B, line 12c The hospital's board has adopted the policy of the member, Hartford HealthCare Corporation (HHC). HHC's Conflict of Interest Policy (Policy) requires all covered individuals, including board members and officers, to provide a disclosure of relationships that create or have the appearance of creating a conflict of interest or commitment. The Policy requires updates if changes in circumstances arise during the year that either (a) create a new potential conflict of interest or commitment or (b) change or eliminate a conflict of interest or commitment previously disclosed. Conflict of interest disclosure statements are maintained by the HHC Office of Compliance and Integrity (OCI). Employee and physician disclosures are reviewed by OCI in collaboration with the Covered Individuals' supervisor, when deemed appropriate, to determine if there is a potential conflict. Conflict mitigation plans are developed by OCI. Other individuals who may review potential conflicts of interest and approve conflict management plans include: the SVP/EVP of the department/area in which the individual works, the Institute Physician-In-Chief, the Medical Group Physician-In-Chief, the Regional Vice President of Medical Affairs, and/or the HHC Legal Department. Board member disclosures are reported to the HHC Nominating and Governance Committee for determinations of conflicts and the management of them, where applicable. Form 990, Part VI, Section B, line 15 The Independent Executive Compensation Committee (Committee) of the Board of Directors of Hartford HealthCare on behalf of The William W. Backus Hospital, hires an outside consultant, Human Resources and Compensation Consulting Practice of Gallagher, to determine best practices in governing executive compensation. The following steps were taken: - The use of an Independent Executive Compensation Committee (Committee) of the Board of Directors of Hartford HealthCare, on behalf of The William W. Backus Hospital, established and regularly reviews Executive Compensation Philosophy; - The Committee regularly reviews scope and depth of positions taking into account complexity and the financial impact and accountability of all "disqualified persons; - National peer groups are selected for comparative purposes based on organizational size, operating revenue, geography and other relevant factors; - Analysis of current total compensation versus market is performed by independent third party compensation consulting firm and is then reviewed by the committee; - Recommendations are made based on market data analysis to ensure appropriate competitive positioning within parameters of compensation philosophy; - The President & CEO compensation is reviewed by the Committee and is based on comparative market information and organizational performance; - All changes are reviewed and approved by the Executive Compensation Committee; The compensation determination process for the President & CEO is reviewed on an annual basis. All other executive compensation is regularly reviewed for scope and depth of positions taking into account complexity and the financial impact and accountability. Form 990, Part VI, Section C, line 18 The Hospital's Form 990, 990T and form 1023 and its attachments are available upon request. Form 990, Part VI, Section C, line 19 The Hospital's Financial Statements, Governing Documents and the Conflict of Interest Policy are available for inspection upon request at the Organization's address. Form 990, Part IX, line 11g Other Medical Professional Fees: Program service expenses 68,119,503. Management and general expenses 0. Fundraising expenses 0. Total expenses 68,119,503. Form 990, Part XI, line 9: Change in Pension & Post-Retirement Funding Oblig -8,426,564. Transfer To/From Affiliates 10,202,597. Net Unrestricted Other Changes in Joint Ventures -8,485,822. Form 990, Part XII, Line 3b Although The William W. 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The Endoscopy Center of Northwest Connecticut LLC 245 Alvord Park Road Torrington CT 06790 061609993 Endoscopy Services CT N/A 0 0 Virtual Service Line MSO LLC 251 Little Falls Drive Willmington DE 19808 333303332 Virtual Primary Care Services DE N/A 0 0 Wallingford Endoscopy Center LLC 863 North Main Street Ext Suite 300 Wallingford CT 06492 824601730 Endoscopy Services CT N/A 0 0 Aetna Ambulance Service Inc PO Box 1150 Manchester CT 06045 060795431 Ambulance Services CT N/A C 1 American Ambulance Services Inc One American Way Norwich CT CT 06360 061028857 Ambulance Services CT N/A S 1 American Professional Educational Services Inc One American Way Norwich CT CT 06360 061459930 Educational Services CT N/A S 1 Backus Medical Center Condo Assoc Inc 330 Washington Street Norwich CT 06360 061542647 Condo Association CT The William W Backus Hospital C 317634 63281 1.00000 1 CenConn Services Inc 100 Grand Street New Britain CT 06050 222836001 Billing Services CT N/A C 1 ConnCare Inc 326 Washington Street Norwich CT 06360 061387598 Health Care Services CT N/A C 1 HHMOB Corporation 80 Seymour Street PO Box 5037 Hartford CT 06102 061140244 Real Estate & Parking CT N/A C 1 Hartford HealthCare Indemnity Services Ltd FB Perry Bld 40 Church Street Hamilton BD Captive Insurance BD N/A C 1 Hunter's Ambulance Service Inc 450 West Main Street Meriden CT 06451 060789464 Ambulance Services CT N/A S 1 Meriden Imaging Center Inc 101 North Plains Industrial Road Meriden CT 06429 061541468 Imaging CT N/A S 1 Metro Wheelchair Service Inc PO Box 300 Manchester CT 06045 060878432 Wheelchair Services CT N/A C 1 The Cancer Care Fund Of The Litchfield Hills Inc 200 Kennedy Drive Torrington CT 06790 510474072 Cancer Care Fund CT N/A C 1 Windham Professional Office Condo Assoc 112 Mansfield Avenue Willimantic CT 06226 061090041 Condo Association CT N/A C 1 1 0 0 0 0 0 0 0 0 0 1 1 1 0 1 1 1 1 1 Hartford Hospital L 8928474 FMV Hartford Hospital M 4022698 FMV Hartford Hospital O 1528452 FMV Hartford Hospital P 4412640 FMV Hartford Hospital Q 435640 FMV Hartford Hospital S 19344350 FMV Hartford HealthCare at Home Inc O 297573 FMV Hartford HealthCare at Home Inc S 142060 FMV Hartford HealthCare Medical Group Specialists PLLC A 1317971 FMV Hartford HealthCare Medical Group Specialists PLLC O 10656918 FMV Windham Community Memorial Hospital Inc O 1894753 FMV Windham Community Memorial Hospital Inc P 123313 FMV Windham Community Memorial Hospital Inc Q 104486 FMV Windham Community Memorial Hospital Inc R 102002 FMV Backus Medical Center Condominium Association Inc A 55908 FMV Backus Medical Center Condominium Association Inc P 486023 FMV Backus Medical Center Condominium Association Inc Q 827931 FMV Backus Medical Center Condominium Association Inc K 373542 FMV Natchaug Hospital Inc A 62179 FMV Natchaug Hospital Inc O 193251 FMV Hartford HealthCare Medical Group Inc A 703387 FMV Hartford HealthCare Medical Group Inc O 1572055 FMV Hartford HealthCare Medical Group Inc Q 76859 FMV Hartford HealthCare Medical Group Inc R 42309171 FMV ConnCare Inc R 1109689 FMV Neighborhood Health Inc R 152164 FMV The Hospital of Central Connecticut at New Britain General and Bradley Memo P 618465 FMV Hartford HealthCare Rehabiliation Network LLC R 102110 FMV Constitution Surgery Center East LLC S 9514179 FMV