Attach to Form 990 or Form 990-EZ.
Go to
www.irs.gov/Form990 for the latest information.
| (i) Name of supported organization | (ii) EIN | (iii) Type of organization (described on lines 1- 10 above (see instructions)) | (iv) Is the organization listed in your governing document? | (v) Amount of monetary support (see instructions) | (vi) Amount of other support (see instructions) | |
|---|---|---|---|---|---|---|
| Yes | No | |||||
| (A)
YALE NEW HAVEN HOSPITALINC |
060646652 | 3 | Yes | 0 | 0 | |
| (B)
BRIDGEPORT HOSPITAL |
060646554 | 3 | Yes | 0 | 0 | |
| (C)
GREENWICH HOSPITAL |
060646659 | 3 | Yes | 0 | 0 | |
| (D)
NORTHEAST MEDICAL GROUP INC |
061330992 | 10 | Yes | 82,892,639 | 0 | |
| (E)
LAWRENCE MEMORIAL HOSPITAL INC |
060646704 | 3 | Yes | 0 | 0 | |
|
Total 5
|
82,892,639 | 0 | ||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2014 | (b) 2015 | (c) 2016 | (d) 2017 | (e) 2018 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grant.") .. | ||||||
| 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) 2014 | (b) 2015 | (c) 2016 | (d) 2017 | (e) 2018 | (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 VI.).. | ||||||
| 11 | Total support. Add lines 7 through 10 | ||||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2014 | (b) 2015 | (c) 2016 | (d) 2017 | (e) 2018 | (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) 2014 | (b) 2015 | (c) 2016 | (d) 2017 | (e) 2018 | (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 VI.) .. | ||||||
| 13 | Total support. (Add lines 9, 10c, 11, and 12.).. | ||||||
| Section A - Adjusted Net Income | (A) Prior Year |
(B) Current Year (optional) |
||||
| 1 | Net short-term capital gain | 1 | ||||
| 2 | Recoveries of prior-year distributions | 2 | ||||
| 3 | Other gross income (see instructions) | 3 | ||||
| 4 | Add lines 1 through 3 | 4 | ||||
| 5 | Depreciation and depletion | 5 | ||||
| 6 | Portion of operating expenses paid or incurred for production or collection of gross income or for management, conservation, or maintenance of property held for production of income (see instructions) | 6 | ||||
| 7 | Other expenses (see instructions) | 7 | ||||
| 8 | Adjusted Net Income (subtract lines 5, 6 and 7 from line 4) | 8 | ||||
| Section B - Minimum Asset Amount | (A) Prior Year |
(B) Current Year (optional) |
||||
| 1 | Aggregate fair market value of all non-exempt-use assets (see instructions for short tax year or assets held for part of year): | 1 | ||||
| a | Average monthly value of securities | 1a | ||||
| b | Average monthly cash balances | 1b | ||||
| c | Fair market value of other non-exempt-use assets | 1c | ||||
| d | Total (add lines 1a, 1b, and 1c) | 1d | ||||
| e |
Discount claimed for blockage or other factors (explain in detail in Part VI): |
|||||
| 2 | Acquisition indebtedness applicable to non-exempt use assets | 2 | ||||
| 3 | Subtract line 2 from line 1d | 3 | ||||
| 4 | Cash deemed held for exempt use. Enter 1-1/2% of line 3 (for greater amount, see instructions). | 4 | ||||
| 5 | Net value of non-exempt-use assets (subtract line 4 from line 3) | 5 | ||||
| 6 | Multiply line 5 by .035 | 6 | ||||
| 7 | Recoveries of prior-year distributions | 7 | ||||
| 8 | Minimum Asset Amount (add line 7 to line 6) | 8 | ||||
| Section C - Distributable Amount | Current Year | |||||
| 1 | Adjusted net income for prior year (from Section A, line 8, Column A) | 1 | ||||
| 2 | Enter 85% of line 1 | 2 | ||||
| 3 | Minimum asset amount for prior year (from Section B, line 8, Column A) | 3 | ||||
| 4 | Enter greater of line 2 or line 3 | 4 | ||||
| 5 | Income tax imposed in prior year | 5 | ||||
| 6 | Distributable Amount. Subtract line 5 from line 4, unless subject to emergency temporary reduction (see instructions) | 6 | ||||
| Section D - Distributions | Current Year | |
|---|---|---|
| 1 Amounts paid to supported organizations to accomplish exempt purposes | ||
|
2
Amounts paid to perform activity that directly furthers exempt purposes of supported organizations, in excess of income from activity |
||
| 3 Administrative expenses paid to accomplish exempt purposes of supported organizations | ||
| 4 Amounts paid to acquire exempt-use assets | ||
| 5 Qualified set-aside amounts (prior IRS approval required) | ||
| 6 Other distributions (describe in Part VI). See instructions | ||
| 7Total annual distributions. Add lines 1 through 6. | ||
|
8
Distributions to attentive supported organizations to which the organization is responsive (provide details in Part VI). See instructions |
||
| 9 Distributable amount for 2018 from Section C, line 6 | ||
| 10 Line 8 amount divided by Line 9 amount | ||
| Section E - Distribution Allocations (see instructions) |
(i) Excess Distributions |
(ii) Underdistributions Pre-2018 |
(iii) Distributable Amount for 2018 |
|
|---|---|---|---|---|
|
1
Distributable amount for 2018 from Section C, line 6 |
||||
|
2
Underdistributions, if any, for years prior to 2018 (reasonable cause required-- explain in Part VI). See instructions. |
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| 3 Excess distributions carryover, if any, to 2018: | ||||
| a From 2013....... | ||||
| b From 2014....... | ||||
| c From 2015....... | ||||
| d From 2016....... | ||||
| e From 2017....... | ||||
| fTotal of lines 3a through e | ||||
| g Applied to underdistributions of prior years | ||||
| h Applied to 2018 distributable amount | ||||
|
i
Carryover from 2013 not applied (see instructions) |
||||
| j Remainder. Subtract lines 3g, 3h, and 3i from 3f. | ||||
| 4Distributions for 2018 from Section D, line 7: | ||||
| $ | ||||
| a Applied to underdistributions of prior years | ||||
| b Applied to 2018 distributable amount | ||||
| c Remainder. Subtract lines 4a and 4b from 4. | ||||
|
5
Remaining underdistributions for years prior to 2018, if any. Subtract lines 3g and 4a from line 2. If the amount is greater than zero, explain in Part VI. See instructions. |
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|
6
Remaining underdistributions for 2018. Subtract lines 3h and 4b from line 1. If the amount is greater than zero, explain in Part VI. See instructions. |
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|
7 Excess distributions carryover to 2019. Add lines 3j and 4c. |
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| 8 Breakdown of line 7: | ||||
| a Excess from 2014...... | ||||
| b Excess from 2015..... | ||||
| c Excess from 2016..... | ||||
| d Excess from 2017..... | ||||
| e Excess from 2018..... | ||||
| Facts And Circumstances Test |
|---|
| Return Reference | Explanation |
|---|---|
| PART IV, SECTION A, LINE 1: | IN ADDITION TO THE ORGANIZATIONS EXPRESSLY NAMED IN ITS CERTIFICATE OF INCORPORATION, THE ORGANIZATION'S CERTIFICATE OF INCORPORATION PROVIDES THAT IT SHALL SUPPORT SUCH OTHER ORGANIZATIONS AS MAY FROM TIME TO TIME BECOME AFFILIATED WITH THE ORGANIZATION. |
| PART IV, SECTION B, LINE 1 | AS THE PARENT ORGANIZATION OF AN INTEGRATED HEALTH CARE DELIVERY SYSTEM, THE ORGANIZATION IS RESPONSIVE TO THE NEEDS AND DEMANDS OF ITS MEMBER HOSPITALS AND OTHER HEALTH CARE PROVIDERS (REFERRED TO AS DELIVERY NETWORKS). THE ORGANIZATION CREATES VALUE FOR THE DELIVERY NETWORKS AND SUPPORTS THEIR OPERATIONS BY CENTRALIZING CERTAIN ADMINISTRATIVE SERVICES WITHIN THE ORGANIZATION AND SPREADING THE COSTS OF THESE SERVICES ACROSS ALL OF THE DELIVERY NETWORKS. IN THIS WAY, THE DELIVERY NETWORKS OBTAIN THE SERVICES, EXPERTISE, INFRASTRUCTURE AND ECONOMIES OF SCALE OF A MUCH LARGER HEALTH SYSTEM. SYSTEM-WIDE SERVICES INCLUDE, IN PART, POPULATION HEALTH TECHNOLOGY, BILLING, INFORMATION TECHNOLOGY INFRASTRUCTURE, COMPLIANCE AND LEGAL AND RISK MANAGEMENT. SUPPORTING THESE "BACK OFFICE" SERVICES AND OTHER VALUE-CREATING ATTRIBUTES ALLOW THE DELIVERY NETWORKS TO FREE UP MEASURABLE RESOURCES, GENERATE NEW REVENUE FOR INVESTMENT IN THEIR RESPECTIVE LOCAL AND REGIONAL MISSIONS AND FOCUS ON PATIENT OUTCOMES AND THE HEALTH OF THE COMMUNITIES THEY SERVE. THE CHAIRS OF YALE NEW HAVEN HOSPITAL, BRIDGEPORT HOSPITAL, GREENWICH HOSPITAL AND LAWRENCE + MEMORIAL HOSPITAL SERVE AS VOTING MEMBERS OF THE ORGANIZATION'S BOARD OF TRUSTEES. FURTHER, A NUMBER OF THE ORGANIZATION'S SENIOR EXECUTIVES HAVE DELIVERY NETWORK SPECIFIC ROLES AND RESPONSIBILITIES AND REPRESENT THE INTERESTS OF THOSE DELIVERY NETWORKS. THE DELIVERY NETWORKS HAVE APPROVAL RIGHTS WITH RESPECT TO, IN PART, ARTICULATING THE LOCAL DIMENSIONS OF THE SYSTEM MISSION, VISION AND VALUES AND STRATEGY, OVERSEEING AND ASSURING PERFORMANCE IN CLINICAL QUALITY AND PATIENT SAFETY, DEVELOPING THE OPERATING AND CAPITAL BUDGETS AND OVERSEEING THEM IN THE CONTEXT OF THE OVERALL SYSTEM BUDGET, OVERSEEING PUBLIC RELATIONS, COMMUNITY ENGAGEMENT, AND LOCAL GOVERNMENT RELATIONS AND APPROVING THE LOCAL COMMUNITY HEALTH NEEDS ASSESSMENT AND IMPLEMENTATION PLAN. |
| Software ID: | |
| Software Version: |
Attach to Form 990 or 990-EZ.
Go to www.irs.gov/Form990 for the latest information.
| Return Reference | Explanation |
|---|---|
| FORM 990, PART III, LINE 4A | YALE NEW HAVEN HEALTH SERVICES CORPORATION, THE PARENT OF THE INTEGRATED HEALTHCARE DELIVERY SYSTEM KNOWN AS YALE NEW HAVEN HEALTH SYSTEM (YNHHS, YALE NEW HAVEN HEALTH OR THE SYSTEM), CONSISTS OF FIVE DELIVERY NETWORKS; BRIDGEPORT, GREENWICH, NEW LONDON/WESTERLY, NEW HAVEN AND NORTHEAST MEDICAL GROUP. THE SYSTEM MADE MEANINGFUL PROGRESS IN IMPROVING PATIENT SAFETY AND QUALITY, BUILDING PATIENT EXPERIENCE INFRASTRUCTURE, FOCUSING ON A CONSISTENT CARE SIGNATURE AND REDUCING HEALTHCARE COSTS WHILE PRESERVING THE ORGANIZATION'S FISCAL STRENGTH TO INVEST IN OUR PATIENTS AND OUR COMMUNITIES IN THE YEARS TO COME. YNHHS CONTINUED TO TREAT MANY OF CONNECTICUT'S MOST COMPLEX PATIENTS, SEEING AN INCREASE IN OVERALL CASE MIX INDEX, LONGER LENGTH OF STAY AND HIGH CAPACITY AT ITS HOSPITALS. TO ENSURE THE SYSTEM'S ABILITY TO PUT THE RIGHT PATIENT, IN THE RIGHT BED, AT THE RIGHT TIME, THE ORGANIZATION CREATED A FULLY ELECTRONIC DASHBOARD THAT TRACKS OUTCOMES, PERFORMANCE AND EFFICIENCY IN REAL TIME. MAINTAINING ITS FOCUS ON SAFETY AND QUALITY, YNHHS IMPLEMENTED HIGH RELIABILITY ORGANIZATION TRAINING FOR ALL PROVIDERS AND EXTENDED THE SAFETY COACH, SAFETY RECOGNITION AWARD AND SAFETY HUDDLE PROGRAMS TO LAWRENCE + MEMORIAL AND WESTERLY HOSPITALS AND NORTHEAST MEDICAL GROUP. INTEGRATED CARE MODEL INITIATIVES WERE LAUNCHED TO ADDRESS THE NEEDS OF FOUR DIFFERENT PATIENT GROUPS: CHILDREN DIAGNOSED WITH ASTHMA, PATIENTS WITH ABNORMAL PROSTATE SPECIFIC ANTIGEN LEVELS, PATIENTS WITH ABNORMAL MAMMOGRAMS AND PATIENTS SCHEDULED FOR SCREENING COLONOSCOPIES. THE PROJECT STANDARDIZED CARE AND IMPROVED MEDICAL COORDINATION FOR OVER 4,600 PATIENTS. YALE NEW HAVEN HOSPITAL BECAME THE ONLY HOSPITAL IN CONNECTICUT TO BE AWARDED ACCREDITATION BY THE AMERICAN SOCIETY FOR RADIATION ONCOLOGY ACCREDITATION PROGRAM FOR EXCELLENCE FOR FIVE SMILOW CANCER HOSPITAL SITES THAT OFFER RADIATION ONCOLOGY. ACCREDITATION ENSURES PATIENTS RECEIVE THE HIGHEST SAFETY AND QUALITY CARE STANDARDS IN THE COUNTRY. NORTHEAST MEDICAL GROUP, FOCUSING ON CONTINUED PREVENTIVE MEASURES WITH PATIENTS, REPORTED SIGNIFICANT IMPROVEMENTS IN KEY QUALITY METRICS USED TO MONITOR PATIENT HEALTH THROUGH DIABETIC EYE EXAMS, BREAST CANCER SCREENINGS AND CLINICAL DEPRESSION SCREENINGS. KEEPING THE PATIENT AT THE CENTER OF CARE, THE HEALTH SYSTEM MADE IT EASIER FOR PEOPLE TO ACCESS THE LATEST MEDICAL TREATMENTS, ADVANCED RESEARCH AND INNOVATIONS. THROUGH ITS COLLABORATION WITH THE YALE CENTER FOR GENOMIC HEALTH, THE SYSTEM BEGAN WORKING ON ONE OF THE LARGEST DNA SEQUENCING PROJECTS OF ITS KIND, THE "GENERATIONS PROJECT." THE PRECISION HEALTH INITIATIVE USES GENOME SEQUENCING TO DEVELOP PERSONALIZED TREATMENTS FOR ADULTS, CHILDREN AND INFANTS WITH CANCER AND GENETIC DISORDERS. A CLINICAL ALLIANCE WITH TRINITY HEALTH OF NEW ENGLAND HELPED ADVANCE PATIENT CARE INTO HIGH-IMPACT SERVICES SUCH AS THE NEUROSCIENCES AND SOLID ORGAN TRANSPLANT. THE CONNECTICUT BURN CENTER AT BRIDGEPORT HOSPITAL WAS THE FIRST IN THE STATE TO USE REGENERATIVE EPIDERMAL SUSPENSION AND THE RECELL AUTOLOGOUS CELL HARVESTING DEVICE FOR SKIN GRAFTING. YALE NEW HAVEN HOSPITAL REPORTED COMPLETING OVER 400 HEART TRANSPLANTS SINCE 1984, AND YALE NEW HAVEN CHILDREN'S HOSPITAL BECAME THE FIRST IN CONNECTICUT CERTIFIED IN PEDIATRIC HEART TRANSPLANTATION. YALE NEW HAVEN HOSPITAL ALSO OPENED A STATE-OF-THE-ART LABOR AND BIRTH AND MATERNAL SPECIAL CARE UNIT. YNHHS' OPIOID STEWARDSHIP INITIATIVE CONTINUED TO REDUCE PRESCRIPTION OF OPIOIDS BY RE-ENGINEERING HOW PRESCRIBERS, NURSES AND PHARMACISTS ADDRESS PATIENTS' PAIN AMID RISING CONCERNS ABOUT GROWING RATES OF ABUSE AND ADDICTION. OVERALL REDUCTIONS WERE ATTRIBUTED TO ENGAGEMENT OF PRESCRIBERS, BEDSIDE NURSES, PHARMACISTS AND PATIENTS IN ADDITION TO PHYSICIAN EDUCATION. SEVERAL CLINICAL PROGRAMS EXPANDED DURING THE YEAR WITH SYSTEM SUPPORT. YALE NEW HAVEN HOSPITAL ANNOUNCED PLANS FOR A NEUROSCIENCES CENTER, A 505,000-SQUARE-FOOT FACILITY ON THE HOSPITAL'S SAINT RAPHAEL CAMPUS, WHICH WILL PROVIDE INNOVATIVE CARE FROM MOVEMENT DISORDERS TO NEURO-REGENERATION, SUPPORTED BY RESEARCH, EDUCATION AND EXCEPTIONAL PATIENT CARE. THE $838 MILLION CONSTRUCTION PROJECT, THE LARGEST OF ITS KIND IN THE STATE'S HISTORY, WILL CONTRIBUTE HUNDREDS OF NEW CONSTRUCTION AND PERMANENT JOBS TO THE REGION. RECOGNIZING THE PREVALENCE OF LIFELONG DIGESTIVE ISSUES AND THE BENEFITS OF EARLY DETECTION AND TREATMENT, YALE NEW HAVEN HEALTH LAUNCHED A DIGESTIVE HEALTH SERVICE LINE. PATIENTS WILL RECEIVE DIAGNOSTIC, MEDICAL AND SURGICAL CARE, NUTRITION, COUNSELING, PHYSICAL THERAPY, PHARMACY AND OTHER SERVICES THROUGH DIGESTIVE HEALTH CENTERS IN NEW HAVEN, LOWER FAIRFIELD COUNTY AND CENTRAL CONNECTICUT. TO PROVIDE THE NEW LONDON REGION WITH UP-TO-DATE, ACCESSIBLE CARE, LAWRENCE + MEMORIAL HOSPITAL LAUNCHED A MASTER FACILITY PLANNING PROCESS FOR THE HOSPITAL AND DEVELOPED A MAJOR RENOVATION AND EXPANSION PLAN FOR THE EMERGENCY DEPARTMENT. THE HOSPITAL ALSO UPGRADED TO DAVINCI XI ROBOT, ALLOWING COMPLEX SURGERIES TO REMAIN AT THE HOSPITAL FOR UROLOGY, COLORECTAL AND GYNECOLOGICAL-ONCOLOGY CARE. THE HEART AND VASCULAR CENTER EXPANDED SERVICES AT WESTERLY HOSPITAL, WITH THE OPENING OF A NEW CARDIAC CATH LAB AND INCREASED VASCULAR SURGERY SERVICES. FOCUSING ON THE NEEDS OF AN AGING POPULATION, BRIDGEPORT HOSPITAL STARTED WORK ON A STATE-OF-THE-ART CENTER FOR GERONTOLOGIC HEALTH AND THE HOSPITAL EARNED GERIATRIC EMERGENCY DEPARTMENT ACCREDITATION FROM THE AMERICAN COLLEGE OF EMERGENCY PHYSICIANS. WESTERLY HOSPITAL DEVELOPED A NEW 18-BED GERIATRIC PSYCHIATRY UNIT THAT PROVIDES ACUTE CARE TO GERIATRIC PATIENTS DIAGNOSED WITH PSYCHIATRIC SYMPTOMS, OFTEN IN THE CONTEXT OF CO-OCCURRING MEDICAL DISORDERS REQUIRING ASSESSMENT AND TREATMENT. INCREASING ACCESS AND CONVENIENCE FOR PATIENTS IN THE AMBULATORY SETTING REMAINED A PRIORITY. YALE NEW HAVEN HOSPITAL OPENED ENDOSCOPY AND SURGICAL SERVICES IN NORTH HAVEN AND GUILFORD, CONNECTICUT, AND MADE MAJOR RENOVATIONS TO THE SHORELINE MEDICAL CENTER IN GUILFORD, INCLUDING A NEW, SIX-ROOM AMBULATORY SURGERY CENTER THAT INCLUDED AN INNOVATIVE OPHTHALMOLOGY CENTER AND A MAJOR EXPANSION OF THE SMILOW CANCER CENTER. BY EXTENDING AMBULATORY CARE LOCATIONS THROUGHOUT CONNECTICUT, SOUTHERN RHODE ISLAND AND WESTCHESTER COUNTY, NEW YORK, YNHHS CONTINUED TO PROVIDE SERVICES RANGING FROM ADULT AND PEDIATRIC SPECIALTY CARE, SURGICAL PROCEDURES, LABORATORY AND IMAGING SERVICES TO COMPREHENSIVE CANCER TREATMENT. GREENWICH HOSPITAL, WITH YALE NEW HAVEN HEALTH, ANNOUNCED AN INVESTMENT OF $160 MILLION IN LOWER FAIRFIELD AND WESTCHESTER COUNTIES TO EXPAND CLINICAL SERVICES AND AMBULATORY CENTERS FOR THE CREATION OF A REGIONAL CENTER WHERE PATIENTS CAN ACCESS EXPERT CARE IN HEART AND VASCULAR, ONCOLOGY, NEUROSCIENCES, ORTHOPEDICS AND PRIMARY CARE THROUGH NORTHEAST MEDICAL GROUP. FOR ITS COMMITTED WORK TO THE PATIENT EXPERIENCE, GREENWICH HOSPITAL RECEIVED PRESS GANEY'S PINNACLE OF EXCELLENCE AWARD IN PATIENT EXPERIENCE AND THE 2019 GUARDIAN OF EXCELLENCE AWARD IN PATIENT EXPERIENCE IN THE EMERGENCY DEPARTMENT. THE SYSTEM EXPANDED CLINICAL SERVICES THROUGH DESTINATION SERVICE LINES. GREENWICH HOSPITAL COMPLETED A FULL INTEGRATION WITH SMILOW CANCER HOSPITAL, PROVIDING PATIENTS WITH ACCESS TO STATE-OF-THE-ART CANCER CARE WITH YALE MEDICINE PHYSICIANS. SMILOW CANCER HOSPITAL CARE CENTERS ALSO OPENED NEW, COMMUNITY-BASED LOCATIONS AT WESTERLY HOSPITAL IN RHODE ISLAND AND IN WATERFORD, CONNECTICUT. IMPROVING ACCESS TO HEALTHCARE SERVICES, MILFORD HOSPITAL BECAME A FULLY INTEGRATED CAMPUS OF BRIDGEPORT HOSPITAL AND A MEMBER OF THE HEALTH SYSTEM, INCREASING ACCESS TO THE SYSTEM'S HUNDREDS OF DEDICATED PRIMARY CARE PHYSICIANS AND SPECIALISTS IN NORTHEAST MEDICAL GROUP AND YALE MEDICINE. THE ACQUISITION ALSO INCLUDED MILFORD HOSPITAL'S HOME CARE PLUS HOME HEALTH AGENCY, EXTENDING YNHHS' POST-ACUTE CARE NETWORK. IN ADDITION, THE SYSTEM PROVIDED THE COMMUNITIES IT SERVES WITH HUNDREDS OF HEALTH SCREENINGS, SUPPORT GROUPS, COMMUNITY EDUCATION SESSIONS AND GRANTS TO IMPROVE COMMUNITY HEALTH AS PART OF ITS MISSION TO BUILD A HEALTHIER FUTURE TOGETHER WITH LOCAL COMMUNITIES. |
| FORM 990, PART III, LINE 4A | NORTHEAST MEDICAL GROUP PARTICIPATED IN MEDICARE, MEDICAID AND COMMERCIAL VALUE-BASED PROGRAMS AS WELL AS PAYER CONTRACTING ARRANGEMENTS THAT PROMOTE VALUE-BASED CARE. THESE INCLUDED A COMPREHENSIVE SPINE PROGRAM; AN ONCOLOGY CARE MANAGEMENT PROGRAM THOUGH SMILOW CANCER HOSPITAL; A COMPREHENSIVE CARE FOR JOINT REPLACEMENT BUNDLED PAYMENT MODEL AT ALL YNHHS HOSPITALS AND A SHARED VALUE PROGRAM AT WESTERLY HOSPITAL WITH UNIVERSITY ORTHOPEDICS, AN INDEPENDENT ORTHOPEDICS PRACTICE. PARTNERING WITH EMPLOYERS TO HELP THEM IMPROVE THEIR EMPLOYEES' HEALTH AND REDUCE THEIR TOTAL HEALTHCARE COSTS, YNHHS DEVELOPED PROGRAMS WITH ELECTRIC BOAT AND MOHEGAN SUN THROUGH ACCESS AND BENEFIT DESIGN MODIFICATIONS THAT ENCOURAGE USE OF YNHHS AND AFFILIATES WITH BETTER CARE COORDINATION AND REDUCED COSTS. TO BETTER REFLECT THE DIVERSITY OF OUR PATIENTS AND OUR COMMUNITIES, YNHHS EXPANDED PROGRAMMING THAT ADDRESSED UNCONSCIOUS BIAS, SOCIETAL STIGMA AND LGBTQ AWARENESS. THE SYSTEM JOINED THE CEO ACTION FOR DIVERSITY & INCLUSION, A COALITION OF MORE THAN 600 ORGANIZATIONS THAT PLEDGE TO ADVANCE DIVERSITY AND INCLUSION IN THE WORKPLACE. ALL FIVE YALE NEW HAVEN HEALTH HOSPITALS WERE DESIGNATED LGBTQ HEALTHCARE EQUALITY LEADERS BY THE HUMAN RIGHTS CAMPAIGN FOUNDATION IN THE 12TH EDITION OF THE HEALTHCARE EQUITY INDEX. YALE NEW HAVEN HEALTH'S STEADFAST COMMITMENT TO PROVIDING UNPARALLELED VALUE HELPED THE SYSTEM ACHIEVE POSITIVE RESULTS FOR PATIENTS AND COMMUNITIES SERVED BY ITS DELIVERY NETWORKS THROUGH INCREASED PATIENT SAFETY, CLINICAL QUALITY, ENHANCED PATIENT EXPERIENCE AND STRATEGIC GROWTH OF CARE SERVICES. |
| FORM 990, PART VI | PART I, LINE 4 & PART VI, LINE 1B NUMBER OF INDEPENDENT VOTING MEMBERS OF THE GOVERNING BODY THE ORGANIZATION 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. IN THE EVENT THAT THE ORGANIZATION DOES NOT RECEIVE A RESPONSE FROM ANY SUCH VOTING MEMBER, THE ORGANIZATION REVIEWS OTHER INFORMATION KNOWN TO IT REGARDING THE VOTING MEMBER AND MAKES A REASONABLE ASSESSMENT OF INDEPENDENCE BASED ON THAT INFORMATION. |
| FORM 990, PART VI, SECTION A, LINE 2 | PART VI, LINE 2 - BUSINESS RELATIONSHIPS BETWEEN OFFICERS, TRUSTEES, OR KEY EMPLOYEES TRUSTEES JOHN L. LAHEY AND JAMES TORGERSON ARE DIRECTORS AND OFFICERS OF THE SAME BUSINESS ENTITY. THE ORGANIZATION'S CURRENT OFFICERS AND/OR TRUSTEES MAY SERVE AS OFFICERS AND/OR DIRECTORS OF TAX-EXEMPT AND TAXABLE AFFILIATES WITHIN THE ORGANIZATION'S CORPORATE SYSTEM OR JOINT VENTURES IN WHICH THE ORGANIZATION'S CORPORATE SYSTEM HAS AN OWNERSHIP INTEREST. THE INDIVIDUAL OFFICERS AND/OR TRUSTEES DO NOT HAVE PERSONAL FINANCIAL INTERESTS IN SUCH AFFILIATES AND SERVE ONLY AS A FUNCTION OF THEIR ROLES WITH THE ORGANIZATION OR WITHIN THE ORGANIZATION'S CORPORATE SYSTEM. |
| FORM 990, PART VI, SECTION B, LINE 11B | THE FORM 990 TAX RETURN AND ATTACHED SCHEDULES WERE PREPARED BY EMPLOYEES OF THE YNHHS TAX DEPARTMENT. THE RETURN IS INITIALLY REVIEWED BY THE DIRECTOR AND VP OF CORPORATE FINANCE. SUBSEQUENTLY IT IS SENT TO KPMG 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 ORGANIZATION AND A FINAL VERSION OF THE RETURN IS SENT BACK TO KPMG LLP FOR FINAL REVIEW. PRIOR TO FILING, THE ORGANIZATION MAKES AVAILABLE A COMPLETE COPY OF THE RETURN TO ITS 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 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 PROMPTLY REPORT 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 TO DEVELOP A PLAN TO MITIGATE ANY ACTUAL CONFLICT OF INTEREST. FOR EXAMPLE, A VOTING BOARD OR COMMITTEE MEMBER WOULD BE REQUIRED TO RECUSE HIMSELF OR HERSELF FROM VOTING ON MATTERS RELATED WITH WHICH SHE OR HE HAD AN ACTUAL OR POTENTIAL CONFLICT AND THE ACTUAL OR 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. |
| FORM 990, PART VI, SECTION C, LINE 19 | COPIES OF ALL AVAILABLE DOCUMENTS ARE ACCESSIBLE TO THE PUBLIC UPON REQUEST. |
| FORM 990, PART IX, LINE 11G | CONSULTING FEES: PROGRAM SERVICE EXPENSES 2,143,310. MANAGEMENT AND GENERAL EXPENSES 1,459,535. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 3,602,845. PERSONNEL SUPPORT/OUTSIDE CONTRACTUAL: PROGRAM SERVICE EXPENSES 58,367,693. MANAGEMENT AND GENERAL EXPENSES 13,637,850. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 72,005,543. TEMPORARY HELP/TRAINING/DEVELOPMENT: PROGRAM SERVICE EXPENSES 2,431,013. MANAGEMENT AND GENERAL EXPENSES 568,016. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 2,999,029. SYSTEM SUPPORT: PROGRAM SERVICE EXPENSES 4,090,657. MANAGEMENT AND GENERAL EXPENSES 955,799. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 5,046,456. |
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