Attach to Form 990 or Form 990-EZ.
See separate instructions.
Information about Schedule A (Form 990 or 990-EZ) and its instructions is at www.irs.gov/form990.
| (i) Name of supported organization | (ii) EIN | (iii) Type of organization (described on lines 1- 9 above or IRC section (see instructions)) | (iv) Is the organization in col. (i) listed in your governing document? | (v) Did you notify the organization in col. (i) of your support? | (vi) Is the organization in col. (i) organized in the U.S.? | (vii) Amount of monetary support | |||
|---|---|---|---|---|---|---|---|---|---|
| Yes | No | Yes | No | Yes | No | ||||
| (A)
YALE-NEW HAVEN HOSPITALINC |
060646652 | 3 | Yes | 0 | |||||
| (B)
BRIDGEPORT HOSPITAL |
060646554 | 3 | Yes | 0 | |||||
| (C)
GREENWICH HOSPITAL |
060646659 | 3 | Yes | 0 | |||||
| (D)
NORTHEAST MEDICAL GROUP INC |
061330992 | 9 | Yes | 47,183,195 | |||||
| Total | 47,183,195 | ||||||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2009 | (b) 2010 | (c) 2011 | (d) 2012 | (e) 2013 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grants.") .... | ||||||
| 2 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf....... | ||||||
| 3 | The value of services or facilities furnished by a governmental unit to the organization without charge.. | ||||||
| 4 | Total. Add lines 1 through 3 | ||||||
| 5 | The portion of total contributions by each person (other than a governmental unit or publicly supported organization) included on line 1 that exceeds 2% of the amount shown on line 11, column (f).. | ||||||
| 6 | Public support. Subtract line 5 from line 4. | ||||||
Calendar year
(or fiscal year beginning in) ![]() |
(a) 2009 | (b) 2010 | (c) 2011 | (d) 2012 | (e) 2013 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 7 | Amounts from line 4.. | ||||||
| 8 | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources... | ||||||
| 9 | Net income from unrelated business activities, whether or not the business is regularly carried on.. | ||||||
| 10 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part IV.).. | ||||||
| 11 | Total support (Add lines 7 through 10). | ||||||






Calendar year (or fiscal year beginning in) ![]() |
(a) 2009 | (b) 2010 | (c) 2011 | (d) 2012 | (e) 2013 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grants.") . | ||||||
| 2 | Gross receipts from admissions, merchandise sold or services performed, or facilities furnished in any activity that is related to the organization's tax-exempt purpose...... | ||||||
| 3 | Gross receipts from activities that are not an unrelated trade or business under section 513.. | ||||||
| 4 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf... | ||||||
| 5 | The value of services or facilities furnished by a governmental unit to the organization without charge.. | ||||||
| 6 | Total. Add lines 1 through 5. | ||||||
| 7a | Amounts included on lines 1, 2, and 3 received from disqualified persons... | ||||||
| b | Amounts included on lines 2 and 3 received from other than disqualified persons that exceed the greater of $5,000 or 1% of the amount on line 13 for the year. | ||||||
| c | Add lines 7a and 7b.. | ||||||
| 8 | Public support (Subtract line 7c from line 6.) | ||||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2009 | (b) 2010 | (c) 2011 | (d) 2012 | (e) 2013 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 9 | Amounts from line 6... | ||||||
| 10a | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources.. | ||||||
| b | Unrelated business taxable income (less section 511 taxes) from businesses acquired after June 30, 1975. | ||||||
| c | Add lines 10a and 10b. | ||||||
| 11 | Net income from unrelated business activities not included in line 10b, whether or not the business is regularly carried on. | ||||||
| 12 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part IV.) .. | ||||||
| 13 | Total support. (Add lines 9, 10c, 11, and 12.).. | ||||||




| Facts And Circumstances Test |
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| Explanation |
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| Software ID: | |
| Software Version: |
Attach to Form 990 or 990-EZ.
Information about Schedule O (Form 990 or 990-EZ) and its instructions is at| Return Reference | Explanation |
|---|---|
| FORM 990, PART III, LINE 4A | YALE NEW HAVEN HEALTH SYSTEM (YNHHS OR THE SYSTEM), CONNECTICUT'S LEADING HEALTHCARE SYSTEM, WAS FORMED IN 1996 TO ENHANCE THE QUALITY AND SCOPE OF HEALTHCARE SERVICES FOR RESIDENTS OF CONNECTICUT AND BEYOND. YNHHS INCLUDES THREE DELIVERY NETWORKS: BRIDGEPORT HOSPITAL, GREENWICH HOSPITAL AND YALE-NEW HAVEN HOSPITAL, AND A PHYSICIAN FOUNDATION, NORTHEAST MEDICAL GROUP. YNHHS HAS CLINICAL RELATIONSHIPS WITH SEVERAL OTHER HOSPITALS IN CONNECTICUT AND NUMEROUS OUTPATIENT LOCATIONS THROUGHOUT THE STATE. YNHHS IS AFFILIATED WITH YALE UNIVERSITY IN SUPPORT OF PATIENT CARE, MEDICAL EDUCATION AND CLINICAL RESEARCH. YNHHS PROVIDES QUALITY ACCESSIBLE CARE TO A BROAD PATIENT POPULATION. THE SYSTEM IS COMMITTED TO CREATING A CULTURE OF SAFETY FOR PATIENTS. IT CONTINUED A MULTI-YEAR INITIATIVE TO BECOME A HIGH RELIABILITY ORGANIZATION (HRO), IN COLLABORATION WITH THE CONNECTICUT HOSPITAL ASSOCIATION. THE SYSTEM HAS FURTHER CONTINUED AND BEEN SUCCESSFUL IN ITS EFFORTS TO IMPROVE QUALITY OUTCOMES WHILE REDUCING EXPENSES IN A TIME OF GREAT CHANGE IN HEALTHCARE REIMBURSEMENT IN ORDER TO CONTINUE ITS MISSION OF PROVIDING QUALITY AFFORDABLE CARE TO A BROAD PATIENT POPULATION REGARDLESS OF ABILITY TO PAY AND OTHERWISE WITHOUT DISCRIMINATION, FURTHERING MEDICAL EDUCATION AND ADVANCEMENTS IN HEALTHCARE THROUGH CLINICAL RESEARCH. SPECIFICALLY, IT HAS LED CLINICAL INITIATIVES DESIGNED TO REDUCE CLINICAL VARIATION, POTENTIALLY AVOIDABLE COMPLICATIONS AND EXCESS COST THROUGH BEST PRACTICES AND IMPROVED CARE MODELS - AND IN DOING SO IDENTIFIED OPPORTUNITIES FOR IMPROVEMENT IN LENGTH OF STAY, READMISSIONS, EXPENSE REDUCTIONS, REVENUE IMPROVEMENT AND INCREASED VOLUME. FOR EXAMPLE, AN INITIATIVE TO STANDARDIZE DRUG INVENTORIES AT ALL THREE SYSTEM HOSPITALS RESULTED IN SIGNIFICANT SAVINGS AND HELPED ELIMINATE "DUPLICATE THERAPIES" - DEFINED AS USING SIMILAR, BUT MORE COSTLY MEDICATIONS TO TREAT THE SAME CONDITIONS. THE PROJECT EARNED BAXTER HEALTHCARE CORPORATION'S LEADERSHIP EXCELLENCE AWARD IN PHARMACY AND WAS RECOGNIZED AS PART OF AN EXCELLENCE AWARD FOR SUPPLY CHAIN MANAGEMENT FROM VHA INC., A NATIONAL NETWORK OF NOT-FOR-PROFIT HEALTHCARE ORGANIZATIONS. EPIC, THE SYSTEM'S ELECTRONIC MEDICAL RECORD SYSTEM, WAS UPGRADED IN 2014 TO OPTIMIZE USAGE AND ADD NEW TOOLS, SEARCH FUNCTIONS AND SAFETY FEATURES, AND WAS FURTHER EXTENDED INTO COMMUNITY PRACTICES IN 2014. YNHHS AND ITS MEMBER HOSPITALS WERE AGAIN SELECTED AS ONE OF THE MOST WIRED HEALTH SYSTEMS IN THE NATION BY HOSPITALS AND HEALTH NETWORKS MAGAZINE WITH CLINICAL INFORMATION TECHNOLOGY INITIATIVES THAT ENHANCE ACCESS AND CONTINUITY FOR PATIENTS AND PROVIDERS IN THE DELIVERY OF HEALTHCARE. TO SUPPORT ITS' THREE-FOLD STRATEGY, IT WAS PARAMOUNT THAT THE YALE-NEW HAVEN HEALTH SYSTEM PARTNER WITH YALE UNIVERSITY TO CREATE A CUTTING EDGE DATA AND ANALYTICS TEAM THAT WOULD COMBINE DISPARATE REPORTING RESOURCES FROM YNHHS, YALE MEDICAL GROUP (YMG), YALE SCHOOL OF MEDICINE (YSM). THE NEW DEPARTMENT CALLED THE JOINT DATA ANALYTICS TEAM (JDAT) WAS FORMED ON OCTOBER 1, 2014 TO SUPPORT THE ORGANIZATIONS IN A DATA DRIVEN, TRANSPARENT AND SECURITY FOCUSED MISSION UNDER THE LEADERSHIP OF THE YNHHS AND YSM CHIEF MEDICAL INFORMATION OFFICER. SINCE ITS' FORMATION, JDAT HAS HAD NUMEROUS SUCCESSES INCLUDING CREATING A CENTRALLY MANAGED AND SINGLE PORTAL FOR ALL DATA REQUESTS, BUILDING A RESEARCH FOCUSED TEAM OF ANALYSTS, CREATING STANDARDIZED METRICS AND DASHBOARDS ACROSS THE INSTITUTIONS AND DEVELOPING THE 'HELIX' BRAND REPRESENTING THE ENTERPRISE DATA WAREHOUSE AND ALL ANALYTICS PRODUCED BY THE 60+ MEMBER TEAM. EACH JDAT ANALYST HAS OBTAINED AT LEAST ONE EPIC CERTIFICATION AND ALL ARE TRAINED IN THE LATEST BUSINESS INTELLIGENCE (BI) TECHNOLOGIES AS WELL AS DATABASE QUERYING TOOLS. YNHHS CONTINUED TO SERVE A BROAD PATIENT POPULATION EXPANDING ITS CLINICAL SERVICE PARTNERSHIPS AND PROGRAMS TO MAKE CARE MORE ACCESSIBLE AND AVAILABLE ACROSS THE STATE. FURTHERING EXPANDING ACCESS TO CARE, YNHHS PARTNERED WITH ANOTHER AREA NONPROFIT HEALTH SYSTEM TO PROVIDE EMERGENCY HOSPITAL-TO-HOSPITAL TRANSPORT BY HELICOPTER. SPECIFIC EXAMPLES OF CLINICAL SERVICE PARTNERSHIPS AND PROGRAM EXPANSIONS IMPLEMENTED DURING 2014 INCLUDE: - THE YALE-NEW HAVEN CHILDREN'S HOSPITAL SPECIALTY CENTER IN TRUMBULL OPENED. - YNHHS AND MILFORD HOSPITAL SIGNED AN AGREEMENT TO BRING VARIOUS YALE-NEW HAVEN HOSPITAL PROGRAMS TO THE MILFORD CAMPUS, INCLUDING A 24-BED INPATIENT REHABILITATION UNIT. - BRIDGEPORT HOSPITAL EXPANDED ITS CARDIAC SURGERY PROGRAM BY INTEGRATING WITH YALE-NEW HAVEN HOSPITAL AND YALE SCHOOL OF MEDICINE. - SMILOW CANCER HOSPITAL AT YALE-NEW HAVEN, IN COLLABORATION WITH THE PHYSICIANS AND STAFF FORMERLY OF ONCOLOGY ASSOCIATES OF BRIDGEPORT (WHO JOINED THE YALE SCHOOL OF MEDICINE), BEGAN TO PROVIDE CANCER SERVICES AT BRIDGEPORT HOSPITAL'S TRUMBULL AND FAIRFIELD LOCATIONS IN SEPTEMBER. - PEDIATRIC AND HEART AND VASCULAR SERVICES WERE EXPANDED AT GREENWICH HOSPITAL. - YNHHS EXTENDED MATERNAL FETAL MEDICINE, HEART AND VASCULAR SERVICES AND NEUROSURGICAL SERVICES TO LAWRENCE & MEMORIAL HOSPITAL. - YALE-NEW HAVEN CHILDREN'S HOSPITAL ESTABLISHED A RELATIONSHIP WITH STAMFORD HOSPITAL TO PROVIDE PEDIATRIC EMERGENCY DEPARTMENT SERVICES. - COLLABORATING WITH EASTERN CONNECTICUT HEALTH NETWORK, YNHHS EXPANDED HEART AND VASCULAR AND SLEEP MEDICINE SERVICES. THE SERVICE EXCELLENCE COUNCIL CONTINUED TO IDENTIFY STRATEGIES AND IMPLEMENT MEASURES THAT IMPROVE THE PATIENT EXPERIENCE. THE HOSPITAL CONSUMER ASSESSMENT OF HEALTHCARE PROVIDERS AND SYSTEMS (HCAHPS) SURVEY, DEVELOPED BY THE CENTERS FOR MEDICARE AND MEDICAID SERVICES, WAS ONE OF MANY MEASURES OF THE PATIENT EXPERIENCE. IN MARCH, HCAHPS REPORTED THAT GREENWICH HOSPITAL HAD THE HIGHEST RANKING FOR BOTH "OVERALL RATING" AND "WILLINGNESS TO RECOMMEND" IN THE STATE OF CONNECTICUT AS WELL AS THE NEARBY NEW YORK COUNTIES. THE ANNUAL YNHHS SERVICE EXCELLENCE CONFERENCE DREW MORE THAN 950 ATTENDEES AND 96 PRESENTATIONS ON PROJECTS THAT STAFF DEVELOPED TO IMPROVE THE OVERALL PATIENT EXPERIENCE. A REFRESHED DIVERSITY AND INCLUSION PROGRAM WAS IMPLEMENTED TO HELP EMPLOYEES BETTER UNDERSTAND AND WORK WITH DIVERSE PATIENT AND STAFF POPULATIONS. FOR THE SECOND CONSECUTIVE YEAR, YNHHS HOSPITALS WERE NAMED "LEADERS IN LGBT HEALTHCARE EQUALITY" BY THE NATIONAL HUMAN RIGHTS CAMPAIGN FOUNDATION FOR COMMITMENT TO EQUITABLE, INCLUSIVE CARE FOR LESBIAN, GAY, BISEXUAL AND TRANSGENDER PATIENTS AND FAMILIES. YNHHS FORMED A SYSTEM-WIDE PRICING ALIGNMENT COMMITTEE AND A NEW PATIENT AND FAMILY ADVISORY COMMITTEE TO ADDRESS THE PRICING OF OUR HEALTHCARE SERVICES, TAKING A PROACTIVE STANCE ON PRICING TRANSPARENCY, AND ADVISING LEADERS ON BILLING APPROACHES AND THE SIMPLIFICATION OF PATIENT BILLS. THE PATIENT AND FAMILY ADVISORY COMMITTEE HAS GUIDED THE HEALTH SYSTEM TOWARD SIMPLER, MORE UNDERSTANDABLE PATIENT STATEMENTS AND MORE EFFECTIVE COMMUNICATIONS TO PATIENTS REGARDING THE PRICES OF SERVICES. COST ESTIMATES FOR PATIENTS PRIOR TO SERVICE WERE IMPLEMENTED SYSTEM-WIDE IN 2014. VIRTUALLY ALL HEALTH BENEFIT PLANS NOW CONSIST OF SUBSTANTIAL DEDUCTIBLES AND COPAYMENTS; YNHHS RECOGNIZES THE IMPORTANCE TO CONSUMERS OF UNDERSTANDING THEIR FINANCIAL OBLIGATIONS AND RESOURCES AVAILABLE TO THEM TO HELP PAY FOR MEDICALLY NECESSARY CARE AND, TO THAT END, IS WORKING TO PROVIDE GREATER TRANSPARENCY OF PRICING, AND AWARENESS AROUND FINANCIAL ASSISTANCE PROGRAMS AVAILABLE TO HELP CONSUMERS PAY THEIR MEDICAL BILLS, IF NEEDED. |
| FORM 990, PART III, LINE 4A | YNHHS CONTINUES TO BUILD ITS CAPABILITIES TO MANAGE POPULATION-BASED HEALTH CARE, INCLUDING WAYS TO ADDRESS THE INTERRELATED FACTORS THAT IMPACT THE HEALTH OF SPECIFIC POPULATIONS OF PATIENTS. THE GOAL OF BUILDING A SCALABLE INFRASTRUCTURE AND IMPLEMENTING TARGETED PROGRAMS TO BETTER COORDINATE THE PREVENTIVE, WELLNESS AND MEDICAL CARE OF PATIENTS ACROSS THE HEALTHCARE CONTINUUM WAS EVIDENCED IN MANY WAYS. IN 2014, NORTHEAST MEDICAL GROUP ACHIEVED LEVEL III (THE HIGHEST LEVEL) PATIENT CENTERED MEDICAL HOME (PCMH) RECOGNITION FROM THE NATIONAL COMMITTEE ON QUALITY ASSURANCE (NCQA) IN 12 PRIMARY CARE PRACTICES, UTILIZING A CARE MANAGEMENT MODEL THAT USES EMBEDDED AND CENTRALIZED CARE COORDINATORS AND PATIENT NAVIGATORS TO MANAGE THE CARE OF PATIENTS. THESE MODELS OF CARE FOCUS ON IMPROVING ACCESS AND COORDINATING PATIENT CARE ACROSS THE HEALTHCARE CONTINUUM THROUGH THE PRIMARY CARE PROVIDER'S OFFICE. THIS HELPS ENSURE THAT PATIENTS RECEIVE THE CARE THEY NEED, WHEN THEY NEED IT, THEREBY IMPROVING BOTH THE PHYSICIAN'S AND PATIENT'S EXPERIENCE WHILE LOWERING COSTS. ACROSS YNHHS, PATIENT REGISTRIES WERE ESTABLISHED FOR DIABETES, CARDIOVASCULAR DISEASE AND GERIATRICS WHICH IMPROVED OUR AFFILIATED PROVIDERS' ABILITY TO IDENTIFY PATIENTS IN NEED OF SUPPORT. YNHHS CONTINUED TO ENHANCE CARE MANAGEMENT WITH ITS EMPLOYEES RESULTING IN A SIGNIFICANT IMPROVEMENT IN HEALTHCARE UTILIZATION PATTERNS AND REDUCING THE PER MEMBER PER MONTH INDEX OF TARGETED PATIENTS WHILE MAINTAINING A GREATER THAN 97 PERCENT PARTICIPANT SATISFACTION RATING. IN 2014 THE PROGRAM GREW TO NEARLY 500 PARTICIPANTS AND INCLUDED A LOWER ACUITY HEALTH COACHING PROGRAM AT ALL YNHHS CAMPUSES. YNHHS ALSO LAID THE GROUNDWORK FOR A CLINICALLY INTEGRATED NETWORK OF PHYSICIANS, HOSPITALS AND OTHER HEALTHCARE PROVIDERS TO PROVIDE PATIENTS WITH SAFE, HIGH-QUALITY, COORDINATED AND COST-EFFECTIVE HEALTHCARE SERVICES. CALLED TOTAL HEALTH, THIS COLLABORATIVE NETWORK DELIVERS HEALTH CARE THAT IS PATIENT-FOCUSED, PHYSICIAN-LED AND COMMITTED TO OUR COMMUNITIES. IT IS ANTICIPATED, THAT TOTAL HEALTH WILL GROW THE INFRASTRUCTURE, RESOURCES, POLICIES, PROCESSES AND ORGANIZATIONAL STRUCTURE NEEDED TO SUPPORT A NETWORK OF PHYSICIANS AND PRACTICES WORKING WITH EACH OTHER AND WITH YNHHS TO DELIVER EVIDENCE-BASED CARE TO IMPROVE THE QUALITY, EFFICIENCY AND COORDINATION OF HEALTH CARE SERVICES. THE CONIFER VALUE-BASED CARE SUITE OF TECHNOLOGIES WILL ASSIST CLINICAL INTEGRATION WITH A FOCUS ON PHYSICIAN DASHBOARDS FOR METRIC REPORTING FROM THE POPULATION LEVEL DOWN TO THE PATIENT LEVEL. TOTAL HEALTH IS ONE OF SEVERAL WAYS YNHHS IS CHANGING TO MEET THE CHALLENGES AND DEMANDS OF THE 2010 PATIENT PROTECTION AND AFFORDABLE CARE ACT IN INCREASING QUALITY, AFFORDABILITY AND ACCESS TO HEALTH CARE. EACH YEAR YNHHS DELIVERY NETWORKS PROVIDE OVER $565.3 MILLION (AT COST) IN COMMUNITY BENEFIT AND COMMUNITY-BUILDING ACTIVITIES. AS PART OF THE SYSTEM-WIDE COMMITMENT TO SERVE AS STRONG COMMUNITY PARTNERS, EACH YNHHS DELIVERY NETWORK PROVIDED NUMEROUS HEALTH SCREENINGS, COMMUNITY EDUCATION SESSIONS, COMMUNITY-BUILDING EVENTS, COMMUNITY LEADERSHIP ACTIVITIES AND GRANTS AND ASSISTANCE TO IMPROVE AND ENHANCE THE HEALTH OF ITS LOCAL COMMUNITY. IN ADDITION, THE AREA OF COMMUNITY BENEFITS ALSO INCLUDES COSTS ASSOCIATED WITH HEALTH PROFESSIONS EDUCATION, UNCOMPENSATED AND UNDER-COMPENSATED CARE. BASED ON THE RESULTS OF LAST YEAR'S COMMUNITY HEALTH NEEDS ASSESSMENTS, EACH YNHHS HOSPITAL IMPLEMENTED COMMUNITY HEALTH IMPROVEMENT PLANS WITH PARTNERS IN THEIR LOCAL COMMUNITIES THAT ADDRESSED THEIR TOP THREE PUBLIC HEALTH ISSUES. BUILDING ON THE SUCCESS OF LAST YEAR'S "KNOW YOUR NUMBERS" EMPLOYEE WELLNESS PROGRAM, YNHHS OFFERED "KNOW YOUR NUMBERS PLUS" TO FURTHER SUPPORT EMPLOYEE WELLNESS. EMPLOYEES WHO COMPLETED A HEALTH SCREENING AND DOCUMENTATION OF HEALTHY BEHAVIOR RECEIVED A $500 CREDIT TOWARD THE COST OF THEIR ANNUAL MEDICAL PREMIUM. MORE THAN 10,000 SYSTEM EMPLOYEES PARTICIPATED IN HEALTH SCREENINGS. THE LIVINGWELLCARES ON SITE CARE COORDINATION PROGRAM, WHICH PROVIDES FREE, CONFIDENTIAL HEALTHCARE COORDINATION SERVICES TO EMPLOYEES, INCREASED ENROLLMENT. THE PROGRAM EXPANDED THIS YEAR FROM A FOCUS ON DIABETES TO CORONARY ARTERY DISEASE, CONGESTIVE HEART FAILURE, ASTHMA, COPD, HYPERTENSION, HYPERLIPIDEMIA AND CERTAIN MUSCULOSKELETAL CONDITIONS. PARTICIPANTS DEMONSTRATED DECREASED BLOOD PRESSURE, CHOLESTEROL AND HEMOGLOBIN LEVELS OVER THE PAST YEAR, AND RANKED THEIR SATISFACTION WITH THE PROGRAM AT 97 PERCENT. THE E-LEARNING DEPARTMENT PROVIDED 381,000 HOURS OF ONLINE EDUCATION TO MORE THAN 20,000 EMPLOYEES. AMONG OTHER THINGS THE CENTER PROVIDED HIGH-IMPACT TRAINING THAT INCLUDED EBOLA PREPAREDNESS TRAINING FOR PERSONAL PROTECTIVE EQUIPMENT. TO FACILITATE ITS STRATEGIES DESIGNED TO PREPARE YNHHS TO CONTINUE TO DELIVER COMPREHENSIVE, INTEGRATED, QUALITY HEALTH CARE IN A CONSUMER FRIENDLY AND ACCESSIBLE MANNER IN A CHANGING AND CHALLENGING ENVIRONMENT, YNHHS FORMED AN "OBLIGATED GROUP" TO ENHANCE THE SYSTEM'S ACCESS TO AND COORDINATED DEPLOYMENT OF CAPITAL. BRIDGEPORT DELIVERY NETWORK BRIDGEPORT HOSPITAL, FOUNDED IN 1878, IS A 383-BED URBAN TEACHING HOSPITAL SERVING 18,208 INPATIENTS AND MORE THAN 277,000 OUTPATIENT ENCOUNTERS IN 2014. A MEMBER OF YNHHS SINCE 1996, BRIDGEPORT HOSPITAL IS THE SITE OF THE CONNECTICUT BURN CENTER; THE JOEL E. SMILOW HEART INSTITUTE; THE NORMA F. PFRIEM CANCER INSTITUTE AND BREAST CENTER, THE WOMEN'S CARE CENTER, CENTER FOR WOUND HEALING AND HYPERBARIC MEDICINE AND AHLBIN CENTERS FOR REHABILITATION MEDICINE. BRIDGEPORT HOSPITAL IS ALSO HOME TO THE SECOND INPATIENT CAMPUS OF YALE-NEW HAVEN CHILDREN'S HOSPITAL. DURING FISCAL YEAR 2014, BRIDGEPORT HOSPITAL PROVIDED APPROXIMATELY $66.4 MILLION IN COMMUNITY BENEFITS. THIS FIGURE INCLUDES $53.5 MILLION IN CHARITY CARE (AT COST) AND UNDER REIMBURSED MEDICAID (AT COST), $10.3 MILLION IN HEALTH PROFESSIONS EDUCATION, AND OVER $2.6 MILLION IN COMMUNITY HEALTH IMPROVEMENT AND EDUCATION ACTIVITIES, SUBSIDIZED SERVICES, RESEARCH AND IN-KIND CONTRIBUTIONS TO COMMUNITY GROUPS. AN ADDITIONAL $90,759 WAS PROVIDED IN THE AREA OF COMMUNITY BUILDING ACTIVITIES, WHICH INCLUDED SUPPORT FOR ECONOMIC DEVELOPMENT, ENVIRONMENTAL IMPROVEMENTS, WORKFORCE DEVELOPMENT, ADVOCACY AND COALITION BUILDING. BRIDGEPORT HOSPITAL HAS INVESTED A SIGNIFICANT AMOUNT OF TIME AND RESOURCES IN THE DEVELOPMENT AND IMPLEMENTATION OF PUBLIC HEALTH PROJECTS TO IMPROVE HEALTH AND INCREASE ACCESS . GREENWICH HOSPITAL DELIVERY NETWORK GREENWICH HOSPITAL, FOUNDED IN 1903, IS A 206-BED COMMUNITY TEACHING HOSPITAL THAT HAS EVOLVED INTO A PROGRESSIVE REGIONAL HEALTHCARE CENTER, WITH MORE THAN 12,500 INPATIENT DISCHARGES AND NEARLY 290,000 OUTPATIENT ENCOUNTERS LAST YEAR. THE HOSPITAL OFFERS A WIDE RANGE OF MEDICAL, SURGICAL, DIAGNOSTIC AND WELLNESS PROGRAMS. SPECIALIZED SERVICES ARE OFFERED AT THE BENDHEIM CANCER CENTER, BREAST CENTER, ENDOSCOPY CENTER, LEONA M. AND HARRY B. HELMSLEY AMBULATORY MEDICAL CENTER, THE RICHARD R. PIVIROTTO CENTER FOR HEALTHY LIVING AND THE GREENWICH HOSPITAL DIAGNOSTIC CENTER IN STAMFORD. DURING FISCAL YEAR 2014, GREENWICH HOSPITAL PROVIDED APPROXIMATELY $35.6 MILLION IN COMMUNITY BENEFITS. THIS FIGURE INCLUDES $27.4 MILLION IN CHARITY CARE (AT COST) AND UNDER REIMBURSED MEDICAID (AT COST), $3.6 MILLION IN HEALTH PROFESSIONS EDUCATION AND $4.7 MILLION IN COMMUNITY HEALTH IMPROVEMENT AND EDUCATION ACTIVITIES, SUBSIDIZED SERVICES, RESEARCH AND IN-KIND CONTRIBUTIONS TO COMMUNITY GROUPS. AN ADDITIONAL $319,409 WAS PROVIDED IN THE AREA OF COMMUNITY BUILDING ACTIVITIES, WHICH INCLUDED SUPPORT FOR ECONOMIC DEVELOPMENT, ENVIRONMENTAL IMPROVEMENTS, WORKFORCE DEVELOPMENT, COALITION BUILDING AND PHYSICAL IMPROVEMENT AND HOUSING. GREENWICH HOSPITAL HAS INVESTED A SIGNIFICANT AMOUNT OF TIME, MONEY AND RESOURCES IN THE DEVELOPMENT AND IMPLEMENTATION OF PUBLIC HEALTH PROJECTS TO IMPROVE HEALTH AND INCREASE ACCESS. YALE-NEW HAVEN DELIVERY NETWORK YALE-NEW HAVEN HOSPITAL, FOUNDED IN 1826 AS THE FIRST HOSPITAL IN CONNECTICUT, IS A 1,541-BED ACUTE AND TERTIARY CARE HOSPITAL. WITH TWO INPATIENT CAMPUSES IN NEW HAVEN, YALE-NEW HAVEN HOSPITAL IS THE PRIMARY TEACHING HOSPITAL FOR YALE SCHOOL OF MEDICINE AND IS A MAJOR TERTIARY CARE CENTER FOR ACUTELY ILL OR INJURED PATIENTS, RECEIVING REGIONAL, NATIONAL AND INTERNATIONAL REFERRALS. YALE-NEW HAVEN HOSPITAL DISCHARGED ALMOST 79,400 INPATIENTS AND HANDLED ABOUT 1.2 MILLION OUTPATIENT ENCOUNTERS IN NEW HAVEN, NORTH HAVEN, EAST HAVEN AND GUILFORD AND DOZENS OF RADIOLOGY AND BLOOD-DRAWING SERVICES THROUGHOUT THE STATE. LAST YEAR, THE HOSPITAL RECEIVED NATIONAL RECOGNITION FOR ITS CLINICAL SERVICES RANKING AMONG THE COUNTRY'S TOP HOSPITALS IN 11 SPECIALTIES IN U.S. NEWS & WORLD REPORT'S ANNUAL "AMERICA'S BEST HOSPITALS; AND FOR SEVEN PEDIATRIC SUBSPECIALTIES IN THE U.S. NEWS BEST CHILDREN'S HOSPITALS RANKINGS. |
| FORM 990, PART III, LINE 4A | DURING FISCAL YEAR 2014, YALE-NEW HAVEN HOSPITAL PROVIDED APPROXIMATELY 463.3 MILLION IN COMMUNITY BENEFITS. THIS FIGURE INCLUDES 353.8 MILLION DOLLARS IN CHARITY CARE (AT COST) AND UNDER REIMBURSED MEDICAID (AT COST), $93.9 MILLION IN HEALTH PROFESSIONS EDUCATION, AND $15.6 MILLION IN COMMUNITY HEALTH IMPROVEMENT AND EDUCATION ACTIVITIES, SUBSIDIZED SERVICES AND IN-KIND CONTRIBUTIONS TO COMMUNITY GROUPS. AN ADDITIONAL $3.5 MILLION DOLLARS WAS PROVIDED IN THE AREA OF COMMUNITY BUILDING ACTIVITIES, WHICH INCLUDED SUPPORT FOR ECONOMIC DEVELOPMENT, ENVIRONMENTAL IMPROVEMENTS, WORKFORCE DEVELOPMENT, ADVOCACY, COALITION BUILDING AND PHYSICAL IMPROVEMENTS AND HOUSING. YALE-NEW HAVEN HOSPITAL HAS INVESTED A SIGNIFICANT AMOUNT OF TIME AND RESOURCES IN THE DEVELOPMENT AND IMPLEMENTATION OF PUBLIC HEALTH PROJECTS TO IMPROVE HEALTH AND INCREASE ACCESS. NORTHEAST MEDICAL GROUP NEMG, ESTABLISHED IN 2010, IS A SYSTEM-WIDE PHYSICIAN GROUP DESIGNED TO CREATE OPPORTUNITIES FOR BETTER COLLABORATION, QUALITY OF CARE AND PHYSICIAN ALIGNMENT. A NOT-FOR-PROFIT MULTISPECIALTY MEDICAL FOUNDATION, NEMG HAS ALIGNED PHYSICIANS AND ADVANCED PRACTICE CLINICIANS ACROSS THE SYSTEM. NEMG INCLUDES PHYSICIANS THROUGHOUT THE SYSTEM, INCLUDING HOSPITAL-EMPLOYED PHYSICIANS AT GREENWICH HOSPITAL, BRIDGEPORT HOSPITAL AND THE HOSPITALISTS OF YALE- NEW HAVEN HOSPITAL AND COMMUNITY PHYSICIANS. BASED IN BRIDGEPORT, CONNECTICUT, NEMG COMMUNITY PRACTICES EXTEND FROM RYE BROOK, NEW YORK, TO GALES FERRY, CONNECTICUT. THROUGH ITS GROWING PHYSICIAN NETWORK, NEMG HELPS THE SYSTEM BETTER CARE FOR PATIENTS ACROSS THE CARE CONTINUUM-FROM HOSPITALS TO AMBULATORY CARE SETTINGS TO HOME. NEMG OFFERS ITS EMPLOYED PHYSICIANS OPPORTUNITIES FOR COLLABORATION AND RESOURCES TO IMPROVE PRACTICE MANAGEMENT AND CLINICAL QUALITY. NEMG PHYSICIAN PRACTICES CAN TAKE ADVANTAGE OF ECONOMIES OF SCALE, ASSISTANCE WITH RECRUITMENT EFFORTS AND SUPPORT FOR THE DELIVERY OF INTEGRATED, HIGH-QUALITY CARE. BY GROWING ITS PROVIDER NETWORK, NEMG STRENGTHENED ITS ABILITY TO INCREASE PATIENT ACCESS TO HIGH-QUALITY HEALTHCARE SERVICES, ESPECIALLY IN PRIMARY CARE, IN A COST-EFFICIENT, COORDINATED MANNER. NEMG CONTINUED TO DEVOTE ATTENTION TO THE PATIENT EXPERIENCE, MAINTAINING STRONG GAINS REFLECTED IN ITS PATIENT SATISFACTION SCORES. NEMG RANKED IN THE 97TH PERCENTILE NATIONALLY FOR OVERALL PATIENT SATISFACTION. |
| FORM 990, PART VI | PART I, LINE 4 & PART VI, LINE 1B NUMBER OF INDEPENDENT VOTING MEMBERS OF THE GOVERNING BODY THE HOSPITAL SOUGHT TO CONFIRM THE INDEPENDENCE OF EACH VOTING MEMBER OF ITS GOVERNING BODY BY REQUESTING THAT EACH SUCH VOTING MEMBER RESPOND TO A QUESTIONNAIRE CONTAINING THE PERTINENT INSTRUCTIONS AND DEFINITIONS AND DESIGNED TO ELICIT THE INFORMATION NECESSARY TO DETERMINE INDEPENDENCE. BASED ON RESPONSES TO THE QUESTIONNAIRES RECEIVED BY THE HOSPITAL AND ANNUAL CONFLICTS OF INTEREST DISCLOSURES, THE HOSPITAL WAS ABLE TO CONFIRM THAT 13 VOTING MEMBERS ARE INDEPENDENT. |
| FORM 990, PART VI, SECTION A, LINE 2 | PART VI, LINE 2 BUSINESS RELATIONSHIPS BETWEEN OFFICERS, DIRECTORS, TRUSTEES, OR KEY EMPLOYEES TRUSTEES DANIEL J. MIGLIO AND JOHN L. LAHEY AND OFFICER JAMES TORGERSON ARE DIRECTORS AND OFFICERS OF THE SAME BUSINESS ENTITY. SOME OF THE ORGANIZATION'S CURRENT OFFICERS SERVE AS OFFICERS AND/OR DIRECTORS OF TAXABLE AFFILIATES WITHIN THE ORGANIZATION'S CORPORATE SYSTEM. THE INDIVIDUAL OFFICERS DO NOT HAVE PERSONAL FINANCIAL INTERESTS IN THOSE TAXABLE AFFILIATES AND SERVE ONLY AS A FUNCTION OF THEIR ROLES WITH THE ORGANIZATION. THE TAXABLE AFFILIATES FOR WHICH SOME OF THE ORGANIZATION'S OFFICERS SERVE ALSO AS OFFICERS AND/OR DIRECTORS INCLUDE: CENTURY FINANCIAL SERVICES, INC.; GREENWICH HEALTH SERVICES, INC.; GREENWICH INTEGRATIVE MEDICINE, P.C.; GREENWICH OCCUPATIONAL HEALTH SERVICES OF NEW JERSEY, P.C.; GREENWICH PEDIATRIC SERVICES, P.C.; MEDICAL CENTER REALTY, INC.; MEDICAL CENTER PHARMACY AND HOME CARE CENTER, INC.; SHORELINE SURGERY CENTER LLC; SSC II, LLC; YNHH-MSO, INC.; YNHH PHYSICIANS CORP.; YALE-NEW HAVEN AMBULATORY SERVICES CORPORATION; AND YORK ENTERPRISES, INC. |
| FORM 990, PART VI, SECTION B, LINE 11 | THE FORM 990 TAX RETURN AND ATTACHED SCHEDULES WERE PREPARED BY EMPLOYEES OF THE SYSTEM TAX DEPARTMENT. THE RETURN IS INITIALLY REVIEWED BY THE DIRECTOR AND VP OF CORPORATE FINANCE. SUBSEQUENTLY IT IS SENT TO ERNST & YOUNG US, LLP FOR THEIR INITIAL REVIEW. AFTER ALL COMMENTS FROM THE ABOVE GROUP ARE CLEARED, THE RETURN IS THEN REVIEWED BY THE CHIEF FINANCIAL OFFICER OF THE ENTITY AND A FINAL VERSION OF THE RETURN IS SENT BACK TO ERNST & YOUNG US, LLP FOR FINAL REVIEW. PRIOR TO FILING, THE ORGANIZATION MADE AVAILABLE A COMPLETE COPY OF THE RETURN TO THE BOARD OF TRUSTEES. A SECURE WEB PORTAL IS AVAILABLE TO BOARD MEMBERS TO ACCESS THE RETURN. |
| FORM 990, PART VI, SECTION B, LINE 12C | THE YALE NEW HAVEN HEALTH SYSTEM CONFLICT OF INTEREST POLICY (CC:R-7) AND INDIVIDUAL ANNUAL DISCLOSURE FORM APPLIES TO A POOL OF EMPLOYEES, BOARD MEMBERS AND NON-BOARD MEMBERS SERVING ON BOARD COMMITTEES. THESE "COVERED INDIVIDUALS" ARE REQUIRED TO COMPLETE A CONFLICT OF INTEREST DISCLOSURE STATEMENT, UPON BEGINNING EMPLOYMENT OR OTHERWISE BECOMING A COVERED INDIVIDUAL AND ANNUALLY THEREAFTER. COVERED INDIVIDUALS ARE ALSO REQUIRED TO IMMEDIATELY REPORT MATERIAL CHANGES TO THEIR MOST RECENTLY COMPLETED DISCLOSURE STATEMENT. THESE DISCLOSURE STATEMENTS AND REPORTS ARE REVIEWED BY THE OFFICE OF PRIVACY AND CORPORATE COMPLIANCE AND/OR THE LEGAL AND RISK SERVICES DEPARTMENT TO ENSURE COMPLIANCE WITH THE CONFLICT OF INTEREST POLICY. IF A POTENTIAL CONFLICT ARISES, THE PRESIDENT AND CEO WOULD CONSULT WITH THE BOARD CHAIRPERSON AND THE LEGAL AND RISK SERVICES DEPARTMENT AND TAKE ANY ACTIONS THAT SHE DEEMS REQUIRED OR APPROPRIATE TO MANAGE OR RESOLVE A POTENTIAL CONFLICT OF INTEREST. FOR EXAMPLE, A VOTING BOARD OR COMMITTEE MEMBER WOULD BE REQUIRED TO RECUSE HIMSELF OR HERSELF FROM VOTING ON MATTERS RELATED TO THE POTENTIAL CONFLICT AND THE POTENTIAL CONFLICT WOULD BE DISCLOSED TO OTHER VOTING MEMBERS. |
| FORM 990, PART VI, SECTION B, LINE 15 | THE EXECUTIVE COMPENSATION COMMITTEE OF THE YNHHS STRIVES TO TAKE THE STEPS NECESSARY TO QUALIFY FOR THE "REBUTTABLE PRESUMPTION OF REASONABLENESS" UNDER FEDERAL TAX LAW. THE EXECUTIVE COMPENSATION COMMITTEE IS AUTHORIZED UNDER THE YNHHS BYLAWS AND IS RESPONSIBLE FOR (1) DETERMINING THE OVERALL TOTAL COMPENSATION STRATEGY FOR ALL CORPORATE OFFICERS, (2) APPROVING ALL COMPENSATION AND BENEFITS DECISIONS FOR CORPORATE OFFICERS, AND (3) REPORTING SUCH ACTIONS TO THE FULL YNHHS BOARD ON AN ANNUAL BASIS. IN ADDITION, THE EXECUTIVE COMPENSATION COMMITTEE EXPRESSLY DETERMINES THE REASONABLENESS OF TOTAL COMPENSATION AND BENEFITS FOR ALL CORPORATE OFFICERS, AND ASSURES THAT ALL OFFICER COMPENSATION DECISIONS ARE MADE AFTER THOROUGH CONSIDERATION OF AND COMPARISON TO THE MARKET PRACTICES OF OTHER SIMILARLY SITUATED NOT-FOR-PROFIT HEALTHCARE EXECUTIVES IN COMPARABLE ORGANIZATIONS. THE EXECUTIVE COMPENSATION COMMITTEE CONSISTS OF BOARD MEMBERS WHO DO NOT HAVE MATERIAL FINANCIAL INTERESTS THAT COULD BE AFFECTED BY THE OFFICER COMPENSATION DECISIONS MADE BY THE COMMITTEE. THE COMPARABILITY DATA USED TO ASSIST THE EXECUTIVE COMPENSATION COMMITTEE IN ITS COMPENSATION DELIBERATIONS ARE COMPILED BY AN INDEPENDENT, NATIONAL COMPENSATION CONSULTING FIRM THAT IS RETAINED BY AND REPORTS DIRECTLY TO THE EXECUTIVE COMPENSATION COMMITTEE. THE DATA COLLECTED BY THE CONSULTANT CONSISTS OF MARKET INFORMATION FOR EXECUTIVES IN FUNCTIONALLY SIMILAR POSITIONS IN SIMILARLY SITUATED NOT-FOR-PROFIT HEALTHCARE ORGANIZATIONS. THE DELIBERATIONS AND DECISIONS OF THE EXECUTIVE COMPENSATION COMMITTEE ARE CONTEMPORANEOUSLY DOCUMENTED, REVIEWED AND APPROVED BY THE EXECUTIVE COMPENSATION COMMITTEE, AND PROVIDED TO THE BOARD. PART VI, LINE 15B THE EXECUTIVE COMPENSATION COMMITTEE OF THE YNHHS STRIVES TO TAKE THE STEPS NECESSARY TO QUALIFY FOR THE "REBUTTABLE PRESUMPTION OF REASONABLENESS" UNDER FEDERAL TAX LAW. THE EXECUTIVE COMPENSATION COMMITTEE IS AUTHORIZED UNDER THE YNHHS BYLAWS AND IS RESPONSIBLE FOR (1) DETERMINING THE OVERALL TOTAL COMPENSATION STRATEGY FOR ALL CORPORATE OFFICERS, (2) APPROVING ALL COMPENSATION AND BENEFITS DECISIONS FOR CORPORATE OFFICERS, AND (3) REPORTING SUCH ACTIONS TO THE FULL YNHHS BOARD ON AN ANNUAL BASIS. IN ADDITION, THE EXECUTIVE COMPENSATION COMMITTEE EXPRESSLY DETERMINES THE REASONABLENESS OF TOTAL COMPENSATION AND BENEFITS FOR ALL CORPORATE OFFICERS, AND ASSURES THAT ALL OFFICER COMPENSATION DECISIONS ARE MADE AFTER THOROUGH CONSIDERATION OF AND COMPARISON TO THE MARKET PRACTICES OF OTHER SIMILARLY SITUATED NOT-FOR-PROFIT HEALTHCARE EXECUTIVES IN COMPARABLE ORGANIZATIONS. THE EXECUTIVE COMPENSATION COMMITTEE CONSISTS OF BOARD MEMBERS WHO DO NOT HAVE MATERIAL FINANCIAL INTERESTS THAT COULD BE AFFECTED BY THE OFFICER COMPENSATION DECISIONS MADE BY THE COMMITTEE. THE COMPARABILITY DATA USED TO ASSIST THE EXECUTIVE COMPENSATION COMMITTEE IN ITS COMPENSATION DELIBERATIONS ARE COMPILED BY AN INDEPENDENT, NATIONAL COMPENSATION CONSULTING FIRM THAT IS RETAINED BY AND REPORTS DIRECTLY TO THE EXECUTIVE COMPENSATION COMMITTEE. THE DATA COLLECTED BY THE CONSULTANT CONSISTS OF MARKET INFORMATION FOR EXECUTIVES IN FUNCTIONALLY SIMILAR POSITIONS IN SIMILARLY SITUATED NOT-FOR-PROFIT HEALTHCARE ORGANIZATIONS. THE DELIBERATIONS AND DECISIONS OF THE EXECUTIVE COMPENSATION COMMITTEE ARE CONTEMPORANEOUSLY DOCUMENTED, REVIEWED AND APPROVED BY THE EXECUTIVE COMPENSATION COMMITTEE, AND PROVIDED TO THE BOARD. |
| FORM 990, PART VI, SECTION C, LINE 19 | ANY AVAILABLE COPIES OF FORM 990, FORM 1023 AND AUDITED FINANCIAL STATEMENTS ARE MAINTAINED IN THE SYSTEM TAX DEPARTMENT. OTHER CORPORATE GOVERNING DOCUMENTS ARE MAINTAINED BY OFFICE OF LEGAL AND CORPORATE COMPLIANCE. THE CONFLICT OF INTEREST POLICY, WHISTLEBLOWER POLICY, AND DOCUMENT RETENTION POLICY ARE AVAILABLE TO ALL EMPLOYEES ON THE CORPORATE INTERNAL WEBSITE. COPIES OF ALL DOCUMENTS ARE AVAILABLE TO THE PUBLIC UPON REQUEST. |
| FORM 990, PART IX, LINE 11G | CONSULTING FEES: PROGRAM SERVICE EXPENSES 4,831,413. MANAGEMENT AND GENERAL EXPENSES 852,602. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 5,684,015. PERSONNEL SUPPORT/OUTSIDE CONTRACTUAL: PROGRAM SERVICE EXPENSES 35,561,027. MANAGEMENT AND GENERAL EXPENSES 6,275,475. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 41,836,502. TEMPORARY HELP/TRAINING/DEVELOPMENT: PROGRAM SERVICE EXPENSES 1,382,908. MANAGEMENT AND GENERAL EXPENSES 244,043. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 1,626,951. |
| FORM 990, PART XI, LINE 9: | TRANSFER TO/FROM AFFILIATES- NEMG/PRIMED 34,540,467. |
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