2026-08-12T09:22:03-05:00 2025-09-30 990 2024-10-01 060646715 Midstate Medical Center MIDS 8602445272 435 Lewis Avenue Meriden CT 06451 Mark Keise Authorized Signer 8606963555 2026-08-12 0 2024 2025-03-06 01:10:19Z Gina Coleman 435 Lewis Avenue Meriden CT 06451 479267901 0 X https://midstatemedical.org X 1885 CT The mission of Midstate Medical Center is to improve the health and healing of the people and communities we serve. 9 7 2029 199 188729 31828 267790 487701 435019663 471573527 7855943 5373879 227406 503013 443370802 477938120 45250 47076 0 0 151687834 162100110 0 0 293085 274915673 285639261 426648757 447786447 16722045 30151673 517182671 552037438 193995977 193347279 323186694 358690159 X The mission of Midstate Medical Center is to improve the health and healing of the people and communities we serve. 0 0 103817734 130822241 Orthopedics:In partnership with the parent, Hartford HealthCare Corporation, the organization launched the Connecticut Orthopedic Institute at Midstate Medical Center. Designed and managed by our renowned Orthopedic specialists, the professionals at the Institute plan every detail to give patients the best possible experience for treatment and recovery.At 14,000 square feet, the Institute spans an entire pavilion of Midstate Medical Center that's been completely renovated and repurposed for Orthopedic patients and their guests. The Institute includes 21 all-private patient rooms and 11 operating rooms, a new Orthopedic rehabilitation space, separate kitchen facilities, and other convenient amenities to make the patient experience seamless, comforting, and safe.The Institute offers the latest treatments and techniques for bone, muscle, and joint problems to give patients a faster path to recovery. Our Orthopedic specialists are fellowship-trained in their area of expertise, so patients can be comforted knowing that their doctors are wholly focused on treating their injury and helping them move forward.The Institute is a dedicated Orthopedic hospital that offers a full continuum of care from first diagnosis through rehabilitation in areas including:*Joint Reconstruction (Knee, Hip, Shoulder, and Elbow)*Foot and Ankle Surgery*Podiatric Care*Hand Surgery*Spine Services*Artificial Disc Replacements*Arthroscopic Procedures*Fracture CareFor FY25, the Institute had 16,811 cases with an average length of stay of 3.13 days. 55491829 69870230 Gastroenterology:The Digestive Health Center of Midstate Medical Center (The Center) is a dedicated hospital center by board certified gastroenterologists and is located on the Hospital's main campus. For patients in central Connecticut, The Center is a comprehensive resource for the prevention, diagnosis and treatment of a full range of gastrointestinal disorders that affect the stomach, colon and digestive tract.The staff provides expert care to all of our patients and work together to provide a seamless transition from pre-procedure to procedure and room to home. Our staff ensures that each patient has a visit that is as pleasant and comfortable as possible. We care for inpatients as well as an outpatient population.The Center provides upper services such endoscopies and colonoscopies as well as radiofrequency ablation for patients with high grade Barrett's Esophagus, and ERCP (Endoscopic Retrograde Cholangiopancreatogram). Pulmonologist's frequent our department as we continue to care for patients having Bronchoscope procedures. Some other conditions treated at the Center include: Ulcerative Colitis; GERD (Heartburn); Diverticulitis; Irritable Bowel Syndrome; Crohn's Disease; Barrett's Esophagus; and Colon Cancer.For FY25, the Center had 14,833 cases with an average length of stay of 4.84 days. 30252645 36370754 Heart and Vascular:Five of Hartford HealthCare's hospitals earned 63 Specialty Excellence Awards for the quality of care offered to patients in various categories, according to a new analysis by Healthgrades, a leading resource connecting consumers, physicians and health systems.Each year, Healthgrades evaluate hospital performance at nearly 4,500 hospitals nationwide for 21 of the most common inpatient procedures and conditions. Their Specialty Excellence Awards recognize hospitals with superior performance in specific specialty lines and specialty focus areas, and indicate services where patients have a lower risk of complications."These awards underscore the value Hartford HealthCare places on quality of care and the commitment our teams have to making our facilities the best place for people in communities across the state to seek care. The awards represent the contributions of all hospital staff members," said Ajay Kumar, MD, FACP, SFHM, Executive Vice President and Chief Clinical Officer for Hartford HealthCare.The awards earned by Hartford HealthCare, by hospital, include:MidState Medical Center* Cardiac * Five-Star Recipient for Treatment of Heart Failure* Orthopedics * Five-Star Recipient for Total Knee Replacement, third consecutive year * Five-Star Recipient for Spinal Fusion Surgery* Pulmonary * Five-Star Recipient for Treatment of Pneumonia, second consecutive year* Critical Care * Five-Star Recipient for Treatment of Sepsis, second consecutive year* Outstanding Patient * Outstanding Patient Experience Award, second consecutive year * Top 10% in the Nation for Outstanding Patient Experience, second consecutive year * Top 15% in the Nation for Outstanding Patient Experience, second consecutive yearAt the completion of FY25, the Division of Heart and Vascular had approximately 11,084 cases with an average length of stay of 4.24 days. 217371341 47076 234510302 MidState Medical Center is a 156-bed acute care hospital located in Meriden, Connecticut, with satellite offices in Cheshire, Wallingford and Southington. Midstate Medical Center provides a broad spectrum of services that meets the needs of the community it serves. In towns across Central Connecticut, Midstate Medical Center is committed and focused on efforts to promote health and wellness. MidState has been in its current location since 1998, but its history dates back to the 1800s. Several additions and renovations make it the state-of-the-art facility of today. The Center provides services to its patients including: cancer care, diabetes and nutrition, digestive health, emergency/urgent care, family birthing, cardiac care, sleep disorders, general and minimally invasive surgery, spine and pain care, stroke care, wound management and more. Additional services, such as physician offices, lab and radiology are available in the Medical Office Building located on the campus. 217371341 47076 234510302 406933549 1 1 0 1 0 0 0 0 0 1 1 1 0 1 1 0 0 1 0 0 0 0 0 0 0 0 1 1 1 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 0 0 1 120 0 1 2029 1 1 1 0 0 0 0 0 0 0 0 0 0 0 X 9 7 0 0 0 0 1 1 1 1 1 0 0 1 1 1 1 1 1 1 1 1 1 CT X Joseph Del Mastro 8602245011 9 Farm Springs Road Farmington CT 06032 Howard Boey MD Director 1.00 2.00 X 0 0 0 Phillip Boiselle MD Director (Thru 06/2025) 1.00 2.00 X 0 0 0 Gina Coleman Director/President 30.00 30.00 X X 0 282246 40351 Bruce Eldridge Vice Chair (Through 06/2025) 2.00 4.00 X X 0 0 0 Vincent Fortunato Director 1.00 2.00 X 0 0 0 Yvette Highsmith Director 1.00 3.00 X 0 0 0 David Hyman DDS Chair 2.00 4.00 X X 0 0 0 Cynthia McCraven Director 1.00 2.00 X 0 0 0 Steven Prunk MD Director 1.00 59.00 X 0 494515 57402 David Silverman Director 1.00 2.00 X 0 0 0 Alex Toribio Vice Chair 2.00 4.00 X X 0 0 0 Joseph Del Mastro VP, Finance 30.00 30.00 X X 0 325517 25261 Ifeoma Mogor VP, Patient Care Services 30.00 30.00 X 0 198081 18152 Matthew Kaufman VP, Operations 30.00 30.00 X 0 324728 62104 Doris Poma VP, Human Resources 30.00 30.00 X 0 313655 47808 Rockman Ferrigno MD Interim VP, Medical Affair 30.00 30.00 X 0 725396 61401 Janette Edwards VP, Operations (Thru 03/2025) 30.00 30.00 X 0 343756 71252 Karen Fasano VP, Patient Care (Thru 12/2024) 30.00 30.00 X 0 301812 15949 Manjunath Ramaiah MD Hospitalist 60.00 0.00 X 771369 0 25911 Timothy Pratt MD Hospitalist 60.00 0.00 X 628845 0 35809 Andrew Metzger MD Medical Director 60.00 0.00 X 530995 0 65951 Adwoa Nyanin MD Hospitalist 60.00 0.00 X 562326 0 37143 William Santiago MD Hospitalist 60.00 0.00 X 430373 0 62359 Jeffrey Finkelstein MD Former Officer 0.00 60.00 X 0 715448 75637 Sean Curtin Former Officer 0.00 60.00 X 0 392178 67368 2923908 4417332 769858 340 1 1 0 Radiology Services LLC 101 N Plains Industrial Road Wallingford CT 06492 Medical Services 14440000 Shiftwise Inc PO BOX 70870 St Paul MN 55170 Staffing Services 12854508 Morrison Management Sp Inc Acute Care 400 Northbridge Road Sandy Springs GA 30350 Food Service 2335323 Affiliated Physicians of the CT Orthopae 2408 Whitney Avenue Hamden CT 06518 Management Service 1941976 Berstein-Magoon-Gay LLC PO Box 61323 King of Prussia PA 19406 Laundry Service 1559191 45 140000 347701 487701 Patient Care 624100 462749287 462749287 Income-Pass Thru Entity 900003 8824240 8635511 188729 471573527 3787328 3787328 1830540 1327527 503013 503013 503013 1582502 6303 0 2254 1582502 4049 1586551 1586551 477938120 471384798 188729 5876892 X 47076 47076 132841964 124644368 8016341 181255 7536694 7071610 454801 10283 11559042 10845740 697530 15772 10162410 9535294 613250 13866 398 398 48951 48951 187433 187433 75314713 75314713 1007 1007 5253587 3979845 1232244 41498 20690001 5793200 14896801 6078692 1145694 4932998 51975 49664 2128 183 266315 241222 25093 3310888 2185186 1125702 32236191 27723124 4513067 8849270 7988240 860079 951 6162233 6162233 Medical Supplies 90228674 90228674 Hospital Provider Tax 20227347 20227347 Repairs & Maintenance 7849101 6183001 1637096 29004 Purchased Services 7155259 6211537 943722 1727226 1355781 371172 273 447786447 406933549 40559813 293085 3281187 7345108 14931538 14931538 602 0 51580655 59994485 340007 204695 8891912 5969558 1004868 1303204 361931473 246100380 116541999 115831093 203338987 217326924 2006588 822146 115264328 128308687 517182671 552037438 36255775 41241024 147002 10295 157593200 152095960 193995977 193347279 X 302179433 336226897 21007261 22463262 323186694 358690159 517182671 552037438 X 30151673 9332150 -3980358 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 48951 48951 0 Part II-B, Line 1: Midstate Medical Center is a member of Connecticut Hospital Association (CHA). CHA engages in lobbying activities on behalf of all their members. Efforts mainly include lobbying activities that are directly related to communications with legislators or actions on specific legislative bills on healthcare matters. CHA allocates portion of its dues as lobbying expenses. The total amount of dues allocated for lobbying purpose in FY25 was $48,951. 34933639 2810000 37743639 31835639 3098000 34933639 30488639 1347000 31835639 31737639 -1158000 91000 30488639 24710639 7023000 -4000 31737639 0.92000 0.02000 0.06000 0 1 1 1250000 1250000 173692996 100867830 72825166 5728252 44173 5684079 172966262 145188377 27777885 8293963 8293963 115831093 Investment in Endowment LLC 198001461 F Funds Held in Trust by Others 19715231 F Other Investments -389768 F 217326924 Due from Affiliates 77359460 Other Non Current Assets 38595469 Malpractice Insurance Claims 12319758 Security Deposits 34000 128308687 Long Term Debt - Intercompany 96950800 Other Liabilities 37924593 IBNR Malpractice Reserve 10034613 Hospital Provider Tax 4900809 Accrued Malpractice Claims 2285145 152095960 Part V, Line 4: Midstate Medical Center has adopted investment and spending policies for endowment assets that attempt to provide a predictable stream of funding to programs supported by its endowment while seeking to maintain purchasing power of the endowment assets. Midstate Medical Center's spending policy is that investment income and realized gains and losses associated with the endowments are appropriated for spending every year, and unrealized gains and losses are reinvested back in to the endowment as accumulated earnings. Endowment assets include those assets of donor-restricted funds as well as board designated funds that the Midstate Medical Center must hold in perpetuity or for donor-specific period(s). Midstate Medical Center's endowment consists of approximately 100 individual funds established for a variety of purposes. The endowment includes both donor-restricted endowment funds and funds designated by the Board of Directors to function as endowments. Net assets associated with endowment funds, including funds designated by the Board of Directors to function as endowments, 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 purchases. 1 1 X 1 X 250.000000000000 1 X 550.000000000000 1 1 1 0 0 8583237 8583237 0.01920 81467058 54266970 27200088 0.06070 90050295 54266970 35783325 0.07990 1461039 1461039 0.00330 1283663 1283663 0.00290 2790329 2790329 0.00620 112878 112878 0.00030 5647909 5647909 0.01270 95698204 54266970 41431234 0.09260 48 48 0.00000 4313 4313 0.00000 4361 4361 0.00000 0 0 0 65896461 72878456 -6981995 X 1 1 1 1 Midstate Medical Center 435 Lewis Avenue Meriden CT 06451 midstatemedical.org 0070 X X Midstate Medical Center 1 0 0 1 X X X X X X X X X 24 1 1 0 1 X See Part V, Page 8 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 Midstate Medical Center 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.MidState Medical Center worked closely with health service area collaboratives including local public health departments to complete its CHNA. At a minimum, local public health worked with MidState Medical center 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: the Hispanic Community Spanish Community of Wallingford (SCOW), also those served through the At-Risk College & Career services for Meriden Public Schools. 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 represented the broad interests of the community and included individuals with special knowledge of or expertise in public health as listed below:Center for Healthy AgingCommunity Health CenterConnecticut Alliance for Basic Human NeedsFoodShare/CT Food BankMeriden Health DepartmentNew Opportunities, Inc., of Greater MeridenSouthington - Cheshire Community YMCAs Spanish Community of WallingfordUnited Way of Central and Northeastern Connecticut United Way of Meriden and Wallingford Wallingford Health DepartmentWallingford LibraryWomen's Health Connecticut Midstate Medical Center Part V, Section B, Line 6a: For this Community Health Assessment, Midstate Medical Center collaborated with the following Hartford Healthcare hospitals: William W. Backus Hospital, Hartford Hospital, Charlotte Hungerford Hospital, The Hospital of Central Connecticut, Natchaug Hospital, and Windham Community Memorial 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. Midstate Medical Center and The Hospital of Central CT are in the Central Region of Hartford HealthCare, and therefore have the same Executive Leadership. This has provided continuity of focus on the community. Additionally, community relations/building collaborations have been regional as well.Part V, Section B, Line 7a:https://midstatemedical.org/health-wellness/community-health-needs-assessment Midstate Medical Center 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.Part V, Section 8, Line 10a:https://midstatemedical.org/health-wellness/community-health-needs-assessment Midstate Medical Center Part V, Section B, Line 11: The 2025 Community Health Needs Assessment ("CHNA") for MidState Medical Center, part of Hartford HealthCare's (HHC) Central 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 MidState Medical Center 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 Enhance Community-Based Behavioral Health Services, Wellness & Disease Prevention, Socio Economic & Health Related Social Needs, and Strengthening Community Health & Engagement Infrastructure as priority needs for 2026-2028 across all MidState Medical Center 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, black Indigenous People of Color (Bipoc) and Hispanic community. The CHIP programming for FY25 was based on the 2022 CHNA and subsequent CHIP which ran from FY23-25.Enhance Community Behavioral Health Services * Volunteer Services: CT Community for Addiction Recovery (CCARC Recovery Coach) Recovery coaches provide peer support to individuals in the Emergency Department. * MidState Medical Center Community Care Team Collaborative care with Rushford, Inc., Community Health Center Meriden, DHHS, Hunter's Ambulance, Meriden Police and Fire, New Opportunities, Community Health Network, and Chrysalis Center to coordinate healthcare, housing, care management, treatment plans, medical appointments, prescriptions, and other essential services. * Recovery Coaches Increased referrals for patients presenting to the Emergency Department. * 988 Suicide & Crisis Lifeline Promotion Community-wide outreach with health departments and local organizations through printed materials, magnets, and social media. * Mobile Crisis Services Expanded coverage for adults (ages 18+) in Meriden and Wallingford. Promote Healthy Lifestyles & Address Chronic Disease Screenings & Prevention * Skin Cancer - Dermatologist-led screenings (Cancer Center) * Lung Cancer - Smoking history assessments, cessation education, and low-dose CT scans (Pulmonary Department) * Cholesterol & Blood Pressure - Heart & Vascular Department * SDoH Screenings - Supported by Findhelp platform with referral management * Reproductive & Mental Health - Breast cancer, Pap smears, STD testing, depression, and domestic violence screenings; all insurance including Medicaid accepted.Maternal, Child & Family Health * Breastfeeding Support Group - Weekly support at the Family Birthplace * Orange Bracelet Initiative - Maternal health warning signs awareness * Maternal Wellness Program - Partnership with Hunter's Ambulance and Trauma Program * Pomelo Care - Collaborative prenatal case reviews with Community Health Center, Inc.* Cancer Institute Outreach - Community education and prevention * Heart & Vascular Pinot & Prevention - Women's heart health education and fundraising. Chronic Disease Programs * Diabetes Prevention Program - Offered at Southington-Cheshire YMCA; education by HHC providers including dieticians and nurses * Heart Healthy Program - Offered at Southington-Cheshire YMCA; education by HHC providers Neighborhood & Community-Based Care * Neighborhood Health Initiative - Mobile CareVans delivering screenings, behavioral health counseling, referrals, education, and support * Medical Mission - One-day systemwide event providing free clinical, behavioral health, and social services to underserved populations * Community Newsletter - Bi-weekly distribution of health education and resources to local organizations Improve Health Equity, Social Determinants of Health & Access to Care * Public Program Enrollment Assistance - Support for Medicaid, CHIP, and other public programs via Elevate * Connections That Matter - Shared community resource and engagement platform * Transportation Assistance - Free transportation for equity populations and qualifying patients to expand access to care .SDoH Screenings - Captured data (1/1/249/30/24); includes Findhelp platform management; services provided when: A community health need is documented (e.g., housing or food insecurity) Activities exceed standard discharge planning Programs operate collaboratively with other providers/agencies Family Enrichment Center Programs * Parents as Teachers - Early childhood development and school readiness * Parenting Connections - Parenting education and support groups * Maternal & Childhood Health Programs - Services for youth ages 10 - 22 * Birth Doula Support - Individual and group support for young mothers * OBGYN Ambulatory Clinic - Teen-friendly prenatal care for patients 22 and under Workforce Development & Education * Wilcox Students - Intern shadow day opportunities * Volunteer Services - Job shadowing and high school career fairs * HUBCAP Wallingford - Adult Ed Pipeline Program: Medical Career Night presentation including career paths, roles, and optional salary/benefits overview Community Engagement & Partnerships * Leadership on community boards and committees * Sponsorships aligned with the Community Health Improvement Plan * Equity Champion collaborations with community stakeholders In-Kind Donations & Community Impact Support for nonprofit organizations aligned with health equity and access, including: * Boys & Girls Club of Meriden * Spanish Community of Wallingford * New Opportunities of Meriden * Meriden-Wallingford Chrysalis * Women & Families Center Public Safety * Support for enhanced safety at community events Pastoral Care * Domestic violence services, bereavement groups, and participation in Meriden Clergy Association events Midstate Medical Center 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 health care expenses. Midstate Medical Center Part V, Section B, Line 15e: In addition, patient may ask 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://midstatemedical.org/patients-visitors/financial-assistancePart V,Section B, Line 16b, FAP Application website:https://midstatemedical.org/patients-visitors/financial-assistancePart V,Section B, Line 16c, FAP Plain Language Summary website:https://midstatemedical.org/patients-visitors/financial-assistance Midstate Medical Center Part V, Section B, Line 16j: Patients are informed directly by staff of the availability of the Financial Assistance Policy. 3 1 - Mediquick-Midstate Medical Center 61 Pomeroy Avenue Meriden CT 06450 Urgent Care Center 2 - Meriden Imaging Center Inc 101 N Plains Industrial Road Wallingford CT 06492 Imaging Center 3 - Wallingford Endoscopy Center LLC 863 N Main Street Wallingford CT 06492 Endoscopy Services Part I, Line 3c: Midstate Medical Center used the Federal Poverty Guidelines 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 Benefit Report, quarterly reports are submitted to The Connecticut Hospital Association and Form 990 is submitted to the Connecticut Office of Health Care 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 lines 7a, b, & g. 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 above to avoid duplication. Costs reported in Part III, Section B6, were calculated from the Medicare cost report and reduced for Medicare costs previously reported on Part I Lines 7f and g. Part I, Line 7g: No physician clinic costs were included in the subsidized Health Services cost calculations. Part II, Community Building Activities: MidState Medical Center coordinates with various organizations to performcommunity building activities that addresses issues related to SocialDeterminants of Health, and as such, the hospital interacts with thecommunity to address these needs and facilitates appropriate responses.The total expenditure for FY25 is $4,361. Part III, Line 2: The Hospital has established estimates based on information presently available of amounts due to or from Medicare, Medicaid, and third-party payers for adjustments to current and prior year payment rates, based on industry-wide and Hospital specific data. Such amounts are included in the accompanying consolidated balance sheets. Part III, Line 3: The organization utilizes a prebad 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 4: Please see the text of the footnote that describes bad debt expense beginning on pages 24 of the Audited Financial Statement. The Footnote is also applicable 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: Midstate Medical Center 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: Midstate Medical Center 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: MidState Medical Center, a 156-bed acute-care hospital, has been serving the communities of central Connecticut since 1998. The only hospital in the state to offer all private rooms, MidState has a long-standing reputation for high quality care and high patient satisfaction. MidState offers a complete range of services including general and minimally invasive surgery, emergency medicine and urgent care, weight management, and state-of-the-art care dedicated to oncology, wound care and hyperbaric medicine, family birthing and maternal fetal medicine, sleep care, digestive health, pain management, neurosciences and cardiac care. Its satellite offices located in Meriden, Cheshire and Wallingford help bring more accessible outpatient care to those it serves. MidState is proud to boast over 1,200 employees and 350 affiliated physicians. Hartford HealthCare operates seven acute-care hospitals, air-ambulance services, behavioral health and rehabilitation services, a physician group and clinical integration organization, skilled-nursing and home health services, and a comprehensive range of services for seniors, including senior-living facilities. For more information, please visit https://hartfordhealthcare.org/The Midstate Medical Center Service Area is a region of nearly 200,000 residents, 25 percent of whom are people of color. The regions population has decreased by 0.48 percent since 2010. The composite snapshot indicates:* Of the regions 71,590 households, 72 percent are homeowner households. * More than one of three households (35.9%) are asset limited, income constrained [yet] employed (ALICE) * Among the regions adults ages 25 and up, 36.5 percent have earned a bachelors degree or higher. * The Midstate Medical Center HSA is home to 84,804 jobs, with the largest share in the Health Care and Social Assistance sector. * The median household income in the Midstate Medical Center HSA is $100,772. * The Midstate Medical Center HSAs average life expectancy is 79.6 years. * Fifty-eight percent of adults in the Midstate Medical Center HSA say they are in excellent or very good health. * In 2020, 60 people in the Midstate Medical Center HSA died of drug overdoses. * Eighty-one percent of adults in the Midstate Medical Center HSA are satisfied with their area, and 50 percent say their local government is responsive to residents needs. * Fifty-two percent of adults in the Midstate Medical Center HSA report having stores, banks, and other locations in walking distance of their home, and 69 percent say there are safe sidewalks and crosswalks in their neighborhood. Part VI, Line 5: The mission of Midstate Medical Center is to improve the health and healing of the people and communities we serve. Midstate is committed and focused on efforts to promote health and wellness.A Regional Board governs The Hospital of Central Connecticut, Midstate Medical Center and Rushford Center Inc. 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.Midstate Medical Center extends medical staff privileges to all qualified physicians in its community. The Hospital/Medical Center has partnered with the Community Health Center to provide health services to the underserved in the community. In addition, Midstate Medical Center participates in Community Vision to improve community health and well-being.Midstate Medical Center has contracted to use the services of an organization to assist its patients in determining eligibility and applying for state and federal means tested programs such as Medicare and Medicaid, as well as for the Midstate Medical Center Financial Assistance Program. Additionally, the Midstate Emergency Department and satellite MediQuick Urgent Care facilities provide medical care regardless of patients' ability to pay for services. In towns across Central Connecticut, Midstate Medical Center is committed and focused on efforts to promote health and wellness in the communities the Hospital serves. Each year, Midstate Medical Center makes a concerted effort to go above and beyond its call to the community. Our physicians, nurses, and staff reach out to thousands of individuals every year through health-related programs and special events. Additionally, Midstate Medical Center has partnered with various community organizations to improve the quality of life of its residents. These include key opinion leaders, faith communities, business leaders, government officals, and a variety of social service organizations. Senior Emergency Care ServicesIn May 2013, with an eye on the health needs of our aging population, Midstate Medical Center began offering a newer, innovative approach to caring for seniors in its Emergency Department. When a patient 65+ comes to our Emergency Department, they are not just treated for the ailment that brought them to the hospital. A multi disciplinary team also performs a special assessment to guage the patient's status and whether they may have medication issues, be a fall risk or suffer from ailments like dementia and depression. The hope is to identify follow up care before the condition worsens. When patients leave our Emergency Department, we make sure they are transitioning home or to another care setting smoothly by developing individualized care plans following discharge, making follow up appointments. 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 Midstate Medical Center, 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 its affiliates, including all supporting organizations, develop and implement programs to improve the future of health care in our Central 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 small communities easy and expedient access to the more extensive and specialized services that the larger hospitals are 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 affiliates' 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 cost containment strategies. Part VI, Line 7, Reports Filed With States CT 1 Festivals in Meriden PO BOX 40 Meriden CT 06450 061522175 501c (3) 15000 0 FMV To celebrate the arrival of spring while supporting local charities, fostering community spirit and providing affordable, family-friendly entertainment to the region. Southington-Cheshire Community YMCA's 29 High Street Southington CT 06489 060646905 501c (3) 13816 0 FMV To support the organizations dedication to Youth Development, Healthy Living and Social Resposibility through programs that build healthy spirit, mind and body for all. New Opportunities Inc 232 North Elm Street Waterbury CT 06702 066071847 501c (3) 7500 0 FMV To improve the quality of life for economically disadvantaged individuals by providing resourse for basis needs, education and economic empowerment. Midstate Medical Center Auxiliary 435 Lewis Avenue Meriden CT 06450 066063082 501c (3) 5500 0 FMV To improve the health and healing of the people and communities served by the hospital through three primary pillars:financial support, volunteerism, ambassadorship. 4 0 Part I, Line 2: Upon issuing the grant, the hospital attaches a letter that restricts the use of the funds for a specific purpose. All of the grants are made to public charities to assist in funding their exempt programs. Therefore, extensive monitoring of the use of these funds by these entities is not warranted. 0 1 0 0 0 0 0 1 0 Manjunath Ramaiah MD Hospitalist 681455 0 89554 0 360 0 24150 0 1761 0 797280 0 0 0 Jeffrey Finkelstein MD Former Officer 0 530459 0 177908 0 7081 0 24150 0 51487 0 791085 0 0 Rockman Ferrigno MD Interim VP, Medical Affair 0 584695 0 139663 0 1038 0 24150 0 37251 0 786797 0 0 Timothy Pratt MD Hospitalist 511915 0 115898 0 1032 0 24150 0 11659 0 664654 0 0 0 Adwoa Nyanin MD Hospitalist 537908 0 23867 0 551 0 24150 0 12993 0 599469 0 0 0 Andrew Metzger MD Medical Director 417750 0 112213 0 1032 0 24150 0 41801 0 596946 0 0 0 Steven Prunk MD Director 0 433040 0 59891 0 1584 0 24150 0 33252 0 551917 0 0 William Santiago MD Hospitalist 372242 0 57927 0 204 0 24150 0 38209 0 492732 0 0 0 Sean Curtin Former Officer 0 289120 0 102392 0 666 0 24150 0 43218 0 459546 0 0 Janette Edwards VP, Operations (Thru 03/2025) 0 251378 0 91790 0 588 0 24099 0 47153 0 415008 0 0 Matthew Kaufman VP, Operations 0 238998 0 85242 0 488 0 22373 0 39731 0 386832 0 0 Doris Poma VP, Human Resources 0 237605 0 75257 0 793 0 21838 0 25970 0 361463 0 0 Joseph Del Mastro VP, Finance 0 251346 0 73361 0 810 0 22302 0 2959 0 350778 0 0 Gina Coleman Director/President 0 206480 0 75000 0 766 0 30845 0 9506 0 322597 0 0 Karen Fasano VP, Patient Care (Thru 12/2024) 0 210822 0 89971 0 1019 0 14103 0 1846 0 317761 0 0 Ifeoma Mogor VP, Patient Care Services 0 174065 0 23665 0 351 0 14044 0 4108 0 216233 0 0 Part I, Line 3 The Independent Executive Compensation Committee (Committee) of the Board of Directors of Hartford HealthCare on behalf of Midstate Medical Center 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 Midstate Medical Center 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 Accrual was made on behalf of the following individual: Gina Coleman $23,365 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. Form 990, Part VI, Section A, line 6 Midstate Medical Center 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 board. Form 990, Part VI, Section A, line 7b The sole member of the Organization has the right to review, approve, disapprove or deny fundamental 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 forwarded to the Management 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 authorized signer 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 Midstate Medical Center, 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 Midstate Medical Center, 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 Hospital's address. Form 990, Part IX, line 11g Medical Professional Fees: Program service expenses 75,314,713. Management and general expenses 0. Fundraising expenses 0. Total expenses 75,314,713. Form 990, Part XI, line 9: Transfer to Affiliated Entity 4,540,059. Change in Pension and Post-Retirement Funding Obligation -8,520,417. Form 990, Part XII, Line 3b Althrough Midstate Medical Center was not required to undergo A-133 Federal Audit, the results were included in a consolidated A-133 audit performed at the parent level Hartford HealthCare Corporation. Backus HealthCare Inc 326 Washington Street Norwich CT 06360 222481794 Supporting Organization CT 501(c)(3) 12 (a) Hartford HealthCare Corporation 1 Hartford HealthCare ACO Inc 1290 Silas Deane Hwy 2nd Floor Wethersfield CT 06109 460886367 Government Contracts CT 501(c)(3) 7 Hartford HealthCare Medical Group Inc 1 Hartford HealthCare at Home Inc 1290 Silas Deane Hwy Suite 4B Wethersfield CT 06109 060646938 Home Healthcare CT 501(c)(3) 10 Hartford HealthCare Corporation 1 Hartford HealthCare Corporation 100 Pearl Street Hartford CT 06103 222672834 Support & Management Svcs. 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501(c)(3) 3 Hartford HealthCare Corporation 1 Hartford Hospital Auxiliary co Hartford Hospital 80 Seymour Street Hartford CT 06102 066040747 Fundraising CT 501(c)(3) 10 Hartford Hospital 1 Manchester Memorial Hospital Inc 71 Haynes Street Manchester CT 06040 393859332 Healthcare Services CT 501(c)(3) 3 Hartford HealthCare Corporation 1 Midstate Medical Center Auxiliary 435 Lewis Avenue Meriden CT 06451 066063082 Fundraising CT 501(c)(3) 12 (a) Midstate Medical Center 1 Mulberry Gardens of Southington LLC 58 Mulberry Street Plantsville CT 06479 820586577 Assisted Living & Adult Day Care Facility CT 501(c)(3) 10 Hartford HealthCare Senior Services Inc 1 Natchaug Hospital Inc 189 Storrs Road Mansfield Center CT 06226 060966963 Behavioral Health CT 501(c)(3) 3 Hartford HealthCare Corporation 1 Neighborhood Health Inc 1290 Silas Deane Hwy 2nd Fl Wethersfield CT 06109 800458769 Healthcare Services CT 501(c)(3) 12 (a) Hartford HealthCare Medical Group Specialists PLLC 1 Rushford Center Inc 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Bridgeport CT 06606 832550272 Hospital CT 501(c)(3) 3 Hartford HealthCare Corporation 1 The Charlotte Hungerford Hospital 540 Litchfield Street PO Box 988 Torrington CT 06790 060646678 Healthcare Services CT 501(c)(3) 3 Hartford HealthCare Corporation 1 The Hospital of Central CT and Bradley Memorial 100 Grand Street New Britian CT 06052 060646768 Healthcare Services CT 501(c)(3) 3 Hartford HealthCare Corporation 1 The Orchards of Southington 34 Hobart Street Southington CT 06489 061490803 Residential Services for Senior Citizens CT 501(c)(3) 10 Hartford HealthCare Senior Services Inc 1 The William W Backus Hospital 326 Washington Street Norwich CT 06360 060250773 Hospital CT 501(c)(3) 3 Hartford HealthCare Corporation 1 Windham Community Memorial Hospital 112 Mansfield Avenue Willimantic CT 06226 060646966 Healthcare Services CT 501(c)(3) 3 Hartford HealthCare Corporation 1 Windham Hospital Foundation Inc 112 Mansfield Avenue Willimantic CT 06226 562546632 Supporting Organization CT 501(c)(3) 12 (a) Windham Community Memorial Hospital 1 Advanced Medical Imaging of NW CT LLC 57 Commercial Blvd Torrington CT 06790 061594854 Magnetic Resonance Imaging CT N/A 0 0 Ambulance Service of Manchester LLC PO Box 300 Manchester CT 06450 061557358 Ambulatory Service CT N/A 0 0 Central Connecticut Endoscopy Center 440 New Britain Avenue Plainville CT 06062 141855010 Endoscopy Services CT N/A 0 0 Connecticut Imaging Partners LLC 1500 Concord Terrace Sunrise FL 33323 134298940 Imaging Services CT N/A 0 0 Connecticut Orthopaedic Surgery Center LLC 100 Avon Meadow Lane Avon CT 06001 832570191 Surgery Services CT Midstate Medical Center Related 2440000 1342883 0 0 0.51000 Connecticut Proton Therapy Center LLC 789 Howard Ave Suite CB 230 New Haven CT 06519 871371777 Proton Therapy Services CT N/A 0 0 Constitution Surgery Center East LLC 174 Cross Road Waterford CT 06385 061574704 Surgery Services CT N/A 0 0 CT GI Endoscopy Center LLC ( Bloomfield) 4 Northwestern Drive Bloomfield CT 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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 0 1 1 0 1 1 1 1 1 Hartford HealthCare at Home O 316347 FMV Hartford Hospital M 1940090 FMV Hartford Hospital O 78386 FMV Hartford 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Endoscopy Center LLC S 2465486 FMV Midstate Medical Center Auxiliary C 145000 FMV