2024-08-13T15:41:03-05:00 2023-09-30 990 2022-10-01 060646678 The Charlotte Hungerford Hospital CHAR 8604966728 540 Litchfield Street PO Box 988 Torrington CT 067900988 Sean Curtin VP Finance 8604966728 2024-08-13 0 2022 2024-08-08 14:25:15Z Sean Curtin 540 Litchfield Street PO Box 988 Torrington CT 067900988 196738947 0 X https://charlottehungerford.org/ X 1917 CT To provide quality, compassionate and cost effective healthcare to the community of Northwestern Connecticut. 13 10 1367 100 0 0 3136843 3989708 184559879 189153326 2990799 3073391 51513 103425 190739034 196319850 110150 13600 0 0 108787882 113693467 0 0 595667 80052281 86187125 188950313 199894192 1788721 -3574342 191957147 184314274 49349121 45938995 142608026 138375279 X To improve the health and healing of the people and communities we serve. 0 0 17606872 16149986 Charlotte Hungerford Hospital (CHH) offers a variety of behavioral health services for adults, adolescents, children, and families.The Adult Behavioral Health Center (BHC) at Charlotte Hungerford Hospital (CHH) provides comprehensive behavioral health services to adults ages 18 years and older and their families based on individual need and stage of recovery. Treatment can include medication services, as well as group, individual, couples, and family therapy. Treatment interventions include Cognitive Behavioral Therapy (CBT), Dialectical Behavioral Therapy (DBT), motivational enhancement, medication evaluation and management, and relapse prevention. Our goals to manage psychiatric, behavioral, emotional, and substance use symptoms including:Assist in developing successful coping and stress management skills.Provide medication evaluation and monitoring as needed.Assist in the transition to and from higher levels of care, such as Partial Hospital and Intensive Outpatient Programs.Help in developing communication, leisure, and relational skills to improve overall quality of life and functioning. The Hospital's outstanding substance abuse program caters to the treatment of teenage and adolescent. Our substance abuse treatment centers treat psychiatric, behavioral and emotional symptoms. CHH's substance abuse treatment centers offer an Intensive Outpatient Program that provides a confidential, highly structured, intensive intermediate level of care between inpatient and outpatient programs.The Adolescent Partial Hospital Program (PHP) is a highly-structured, intensive group program that offers treatment to adolescent's ages 13 to 18 seeking help with acute emotional and behavioral disorders. The program offers treatment for adolescents with psychiatric and co-occurring psychiatric and substance abuse disorders. Our staff utilizes evidenced based treatment approaches including: Group Therapy, Individual Therapy (as needed), Dialectical Behavioral Therapy (DBT), Cognitive Behavioral Therapy (CBT), Motivational Enhancement Therapy, Solutions Focused Brief Therapy, art therapy and narrative therapy.Together with the individual and the parents/guardians, we develop an individualized treatment plan to address their unique areas of concern, which can help manage psychiatric, behavioral, emotional, and substance use symptoms.The Center for Youth and Families is a Child Advocacy Center and professional mental health service that assists children, adolescents and their families with emotional, behavioral, developmental, and family difficulties. The Center's approach is wide-ranging, beginning with a thorough and sensitive evaluation of the "whole" child in the context of the family, school and the community. To further this understanding, the Center staff work closely with schools, guidance counselors, local area pediatricians and other community providers. The Center's interdisciplinary team includes professionals from the following disciplines:Licensed TherapistsChild and Adolescent PsychiatristAdvanced Practice NurseStudent interns from the above areas of studyDuring FY23, CHH provided behavioral health services to approximately 647 inpatients with an average length of stay of 8.77 days. The department had 37 Providers and 5,672 inpatient days. There were also 37,210 outpatient visits and saw approximately 3,598 patients. The CHH Center for Youth and Families has been an accredited member of the National Children's Alliance since 1999 and services children and families throughout Northwest Connecticut. 15049330 16094230 Our affiliated gastroenterologists are board-certified and perform all major endoscopic procedures including colonoscopy, EUS, EGD, ERCP and Capsule Endoscopy.Among the most frequent gastroenterology services and gastroenterological disease conditions they treat and diagnose are the following:Cancers of the colon and rectum, esophagus, gallbladder, pancreasCirrhosis of the LiverCrohn's Disease and Ulcerative ColitisJaundice Diverticulosis and DiverticulitisGall StonesGastroesophageal Reflux Disease and Barrett's EsophagusHepatitis, acute and chronicHiatal HerniaIrritable Bowel SyndromeLactose IntolerancePancreatitisPeptic UlcerColonoscopies utilizing advanced imaging technology can be performed as an outpatient procedure at CHH. Every attention to detail is paid by our staff to ensure that our gastroenterology services patients have a safe, comfortable screening procedure as part of our colon cancer prevention effort. In addition, radiofrequency Ablation Therapy to destroy pre-cancerous tissue of the esophagus is one of the newer outpatient procedures performed at CHH. During FY23, the department was made up of 7 Endoscopists and 4 Surgeon. There were 1,003 cases and 839 patients during the year. 11366475 11728405 Charlotte Hungerford Hospital offers among the most comprehensive orthopedic services available at a community hospital in Connecticut.From highly skilled, Board certified orthopedists and orthopedic specialists to advanced surgical technology, Northwest Connecticut residents have an alternative to urban hospitals for the diagnosis, treatment and rehabilitation of bone and joint injuries, diseases and age-related conditions at one of the best orthopedic hospitals in the world.Orthopedic patients at the hospital's orthopedic department can feel reassured they are receiving high quality care and personal attention in the accessible, welcoming environment that a community hospital provides.Residents in Northwest Connecticut have easy access to highly trained and educated orthopedic professionals who have received sub-specialty training in foot and ankle, spine, hand, upper extremities, shoulder, elbow and sports medicine. Most of the orthopedists affiliated with the hospital's orthopedic department have gone on to advanced fellowship training in a subspecialty area after completing their residency training. While a specialty fellowship is not required after the completion of medical residency, it enables the orthopedist to develop a special area of orthopedics expertise for treating one area of the body. The orthopedist is current with the latest developments in research and surgical techniques in her/her specialty area.For an orthopedics patient, specialized training means specialized care. The orthopedic surgeon has been specially trained to address the specific needs and, through the course of training and specialization, has developed a high level of expertise in performing these types of surgery. This generally results in better out-comes and fewer complications.During FY23, there were 11,236 with an average length of stay of approximately 3.6 days. 144491030 13600 145180705 Charlotte Hungerford Hospital is a 109-plus bed, acute care facility serving the regional health care needs of thirty towns in northwest Connecticut. There's something special about Charlotte Hungerford Hospital. In partnership with Hartford HealthCare, Charlotte Hungerford is providing more expertise and more access to residents across its service area. The Charlotte Hungerford Hospital provides quality medical healthcare regardless of race, creed, sex, national origin, handicap, age or ability to pay. Our mission is to serve the community with respect to providing healthcare services and healthcare education. Therefore, in keeping with the commitment to serve all members of the community, the Hospital offers the following programs: Free and/or Discounted Care; Care covered by Governmental Programs at below cost; & Health Activities and Programs that support the community. These activities will be considered when the need arises or as individual(s) are unable to pay. These programs may include: but are not limited to, wellness programs; community education programs; specialized programs for the elderly & handicapped; medically underserved; and variety of other broad community support activities.Today, CHH offers a comprehensive range of inpatient and outpatient services including general medicine and surgery, maternity and pediatrics, radiology, obstetrics, cardiology, urology, Orthopedics, and behavioral health. The Hospital is a not-for-profit organization, member of the American Hospital Association and the Connecticut Hospital Association, and accredited by the Joint Commission on Accreditation of Healthcare Organizations and by the American College of American Pathologists. 144491030 13600 145180705 188513707 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 0 0 1 0 0 0 0 0 0 1 0 0 0 0 0 0 1 1 1 0 0 1 97 0 1 1367 1 0 0 0 0 0 0 0 0 0 0 0 0 X 13 10 0 0 0 0 1 1 1 1 1 0 0 1 1 1 1 1 1 1 1 0 CT X Sean Curtin 8604966728 540 Litchfield Street PO Box 988 Torrington CT 06790 Bimal Patel Director & President 60.00 0.00 X X 0 1334381 144062 Rocco Orlando III MD Director 1.00 59.00 X 0 972488 69623 Joseph Abreu MD Director 1.00 59.00 X 0 499091 49915 Stephanie Fowler MD Director (Thru 06/23) 2.00 0.00 X 0 0 0 John Janco Director 2.00 0.00 X 0 0 0 John Lavieri Director 2.00 0.00 X 0 0 0 Diane Libby Vice Chair 3.00 0.00 X X 0 0 0 Douglas O'Connell Director (Thru 06/23) 2.00 0.00 X 0 0 0 Maria Coutant Skinner Chair 3.00 0.00 X X 0 0 0 Jeffrey Borghesi Director 2.00 0.00 X 0 0 0 Edwin Booth Jr Director (Thru 06/23) 2.00 0.00 X 0 0 0 Cathy-Lynne Coyle Director 2.00 0.00 X 0 0 0 Maria Gonzalez Director 2.00 0.00 X 0 0 0 Stephanie Durstin MD Director 2.00 0.00 X 0 0 0 Robert Lindenberg MD Director 2.00 0.00 X 0 0 0 Aaron Mambrino Director 2.00 0.00 X 0 0 0 John Capobianco VP, OP Services 60.00 0.00 X 0 409282 61978 Sean Curtin VP, Finance 60.00 0.00 X 0 324259 57742 Paul Scalise MD VP, Medical Affairs 60.00 0.00 X 0 559883 50112 Erinne Houton VP, Patient Care 60.00 0.00 X 183302 0 49686 Sami El Hamwi MD Physician 60.00 0.00 X 523035 0 49031 Lisa Diamond MD Dir. Behavioral Health 60.00 0.00 X 383903 0 48188 Derek Nguyen MD Physician 60.00 0.00 X 379416 0 34038 Misbahul Siddiqi MD Physician 60.00 0.00 X 355103 0 60905 Edward Shalom Physician 60.00 0.00 X 416558 0 31253 Daniel McIntyre Former SVP & CEO 0.00 60.00 X 0 156578 9023 Susan Schapp Former VP, Finance 0.00 60.00 X 0 412601 53371 Brian Mattiello Former VP, HR 0.00 60.00 X 0 321634 58671 2241317 4990197 827598 134 1 1 0 Origin Incorporated 1800 SW 1st Street Ste 510 Portland OR 97201 Staffing Services 4706955 Healthcare Workforce Logistics LLC 2655 Northwinds Parkway Alpharetta GA 30009 Medical Services 2330322 Resource Anesthesiology Associates of CT 450 Mamaroneck Ave Suite 201 Harrison NY 10528 Medical Services 2105670 Adult and Pediatric Urology NW Center 538 Litchfield Street Torrington CT 06790 Medical Services 1504357 Morrison Management SP Inc Acute Care 400 Northbridge Rd Sandy Spring GA 30350 Food Services 1420995 36 3003162 986546 3989708 Patient Revenue 900099 189059207 189059207 Income from JVs 900003 94119 94119 189153326 1943077 1943077 522522 419097 103425 103425 103425 1124814 5500 0 0 1124814 5500 1130314 1130314 196319850 189153326 0 3176816 13600 13600 186690 186690 94845587 91241072 3162023 442492 4038771 3952719 75488 10564 9834635 9461614 327229 45792 4787784 4512038 241895 33851 18018 18018 24995 24995 82923 82923 16861726 16861726 39759 2480 37279 1921038 1415071 505967 3936478 3936478 5218570 4195572 1022998 64062 63003 1059 141843 116209 25634 120172 73305 46867 8777172 5769420 3007752 7458685 6764978 693707 2314909 2260694 54215 Medical Supplies 21406202 21406202 Hospital Provider Fee 9572223 9572223 Purchased Services 4232804 3250762 982042 Repairs Maintenance 3280942 3041836 239106 714604 416015 235621 62968 199894192 188513707 10784818 595667 943543 1350909 28314 100 15829501 14886372 3521288 4482118 393161 270800 192812467 145923997 50714773 46888470 621822 621822 81806672 85337191 667833 38098073 29808659 191957147 184314274 13266896 13251247 1375 228750 36080850 32458998 49349121 45938995 X 109753776 104493947 32854250 33881332 142608026 138375279 191957147 184314274 X -3574342 1479765 -2138171 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 24995 24995 0 Part II-B, Line 1: The Charlotte Hungerford Hospital paid annual dues to CT Community Nonprofit Alliance and to Connecticut Hospital Association (CHA). CHA conducts lobbying activities on behalf of its members. CHA allocates a portion of their dues as lobbying expenses. The portion of dues allocated as lobbying expenses is calculated under current Medicare rules. CHA conducts lobbying activities under current Medicare rules. The total amount of dues allocated for lobbying expenses for FY23 was $24,995. 72104000 -2396000 785000 75285000 75085000 -2115000 -866000 72104000 58887000 16198000 75085000 44892000 16632000 4574000 -7211000 58887000 35715824 9470172 -59000 235000 44892000 0.69480 0.26390 0.04130 0 1 1 3560000 3560000 109850478 84547865 25302613 6477789 2911885 3565904 70719583 58464247 12255336 2204617 2204617 46888470 Investment in Endowment 74943244 F Assets - Held in Trust by Others 10393947 F 85337191 Security Deposits 23228 Due from Affiliates 234262 Other Assets 12436250 Other Non Current Assets 17114919 29808659 Other Loans 44975 Bond Accrued Liabilities 511490 SERP Liability 2146680 Hospital Provider User Fee 2393057 Accrued Malpractice 2616566 Tax Exempt Bonds/ Long-Term 10122724 Other Program Related Net Liabilities 14623506 32458998 Part V, Line 4: The Hospital has adopted investment and spending policies for endowment assets that attempt to provide a predictable stream of funding to mission related programs such as those described in Part III, lines 4a-d while seeking to maintain purchasing power of the endowment assets. Endowment assets include those assets of donor-restricted funds that the Hospital must hold in perpetuity or for a donor-specific period(s). Under this policy, the endowment assets are invested in a manner that is intended to produce a real return, net of inflation and investment management costs, of at least 4% over the long term. Actual returns in any given year may vary from this amount. The Hospital's endowment consists of hundreds of individual funds established for a variety of purposes including but not limited to patient care, research and capital needs. Net assets associated with endowment funds are classified and reported based on the existence or absence of donor-imposed restrictions. 1 1 X 1 X 250.000000000000 1 X 1 1 0 0 1659272 1659272 0.00830 45331087 39027675 6303412 0.03150 46990359 39027675 7962684 0.03980 1003635 65932 937703 0.00470 244875 244875 0.00120 674154 674154 0.00340 308860 308860 0.00150 2231524 65932 2165592 0.01080 49221883 39093607 10128276 0.05060 49131 49131 0.00020 49131 49131 0.00020 0 5540829 0 35103072 35298465 -195393 X 1 1 1 1 The Charlotte Hungerford Hospital 540 Litchfield Street Torrington CT 06790 https://www.charlottehungerford.org/ 0042 X X X X The Charlotte Hungerford Hospital 1 0 0 1 X X X X X X X X X 22 1 1 0 1 X See Part V, Page 8 X X 1 22 1 See Part V, Page 8 0 1 X 250.000000000000 400.000000000000 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 1 X 0 0 The Charlotte Hungerford Hospital Part V, Section B, Line 5: The Community Health Needs Assessment is a systematic, data-driven approach to determining the health status, behaviors and needs of residents in Hartford HealthCare's service areas. The information garnered from the assessment may be used by Hartford HealthCare to inform decisions and guide efforts to improve community health and wellness. Hartford HealthCare operates in five Community Benefit regions Central Region (Hospital of Central Connecticut & MidState Medical Center), East Region (Backus Hospital, Natchaug Hospital & Windham Hospital), Hartford Region (Hartford Hospital), Northwest Region (Charlotte Hungerford Hospital) and Fairfield Region (St. Vincent's Medical Center). The regional approach includes partners within and across regions, hospital services areas, and community-based health equity champions. Recognizing the need to reduce and eliminate health disparities and to increase diversity 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.The Charlotte Hungerford Hospital worked closely with health service area collaboratives including local public health departments to complete its CHNA. At a minimum, local public health worked with Charlotte Hungerford Hospital to review hospital, state and local data and help define 2022 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: Black African American, Hispanic and LGBTQA+ communities. Where possible, the hospital aligned their process with assessments being conducted by local public health and other community agencies. Input from persons representing the broad interests of the community was taken into account through key informant interviews with sixteen (16) individuals. Stakeholders included: individuals with special knowledge of or expertise in public health; local public health departments; hospital staff and providers; representatives of social service organizations; and leaders, representatives, and members of medically underserved, low-income, and minority populations.Data from multiple sources were gathered and assessed, including secondary data published by others and primary data obtained through community input. Input from the community was received through key stakeholder interviews. Interviewees represented the broad interests of the community and included individuals with special knowledge of or expertise in public health as listed below;Brooker MemorialCenter for Healthy AgingCharlotte Hungerford Hospital Emergency DepartmentCommunity Health & Wellness Center (CHWC)Connecticut Alliance for Basic Human NeedsDepartment of Social Services, Town of WinchesterFoodShare/CT Food BankMcCall Center for Behavioral HealthNew Opportunities, Inc.Northwestern Connecticut YMCAOur Culture is BeautifulPrime Time HouseSullivan Senior CenterTorrington Area Health DistrictUnited Way of Central and Northeastern ConnecticutIn addition, data were gathered to evaluate the impact of various services and programs identified in the hospital's previous CHNA process.In addition, Charlotte Hungerford Hospital participated in Community Health Alliance a collaborative convened by CHH of health and human service providers and agencies and consumers in the area to help oversee the CHNA and CHIP processes and to tackle other health-related challenges in the community. Its purposes include information-sharing, coordination of resources, messaging and co-creating and co-administering of activities. This group jointly reviews the CHNA and helps develop and ultimately endorses the CHIP action plan. Members include: Community Health and Wellness Center Winsted Senior Center Northwestern CT YMCA Torrington Youth Service Bureau New Beginnings Winsted Youth Service Bureau Brooker Memorial Town of Winchester Social Services FISH Town of Thomaston New Opportunities North Canaan Social Services Torrington Community Soup Kitchen NW Hills Council of Governments Torrington Area Health District NW CT Community Foundation The B.E.R.E.A.D.Y. Project The Gilbert School Our Culture is Beautiful Salvation Army - Winsted NW CT United Way Sullivan Senior Center Torrington Housing Authority Friendly Hands Food Bank. The Charlotte Hungerford Hospital Part V, Section B, Line 6a: For this community health assessment, Charlotte Hungerford Hospital collaborated with the following Hartford Healthcare hospitals: Backus Hospital, Hartford Hospital, Hospital of Central Connecticut, MidState Medical Center, Natchaug Hospital, and Windham Hospital. These facilities collaborated by gathering and assessing secondary data together, scheduling and conducting interviews together, and by relying on shared methodologies, report formats, and staff to manage the CHNA process. Hospital facility's website: Part V, Section B, Line 7ahttps://charlottehungerford.org/health-wellness/health-resources/community-health-needs-assessment The Charlotte Hungerford Hospital Part V, Section B, Line 7d: The needs assessment was published in September 2023 and is available on the hospital's website. In addition, electronic copies are available upon request. The Charlotte Hungerford Hospital: Part V, Section B, Line 10ahttps://charlottehungerford.org/health-wellness/health-resources/community-health-needs-assessment The Charlotte Hungerford Hospital Part V, Section B, Line 11: The 2022 Community Health Needs Assessment ("CHNA") for Charlotte Hungerford Hospital, part of Hartford HealthCare's (HHC) Northwest 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 2022 CHNA took a close look at social influences of health (SIOH) such as economic insufficiency, housing, transportation, education, fresh nutritious food availability, and neighborhood safety and contains an Equity Profile. These two enhancements are in response to the lessons of COVID and in recognition of an emerging national priority to identify and address health disparities and inequities. HHC and CHH 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 the people and communities we serve 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 Equity which reminds us all to do the just thing. While a CHIP is designed to address these multiple needs, narrowing the focus to key areas of need and impact with associated key strategies best positions a health system for success. A CHIP is a dynamic rather than a static plan and should be modified and adjusted as external environmental factors change, including market conditions, availability of community resources, and engagement from community partners.The 2022 assessment identified the following as priority needs for 2022-25 across all Charlotte Hungerford Hospital geography:*Better Meet the Social and Mental Well-Being Needs of Those We Serve*Expand Access to Culturally Responsive Care*Address Health Through Housing*Reduce Food Insecurity and Increase Access to Healthy Foods*Improve Community Health in Partnership with OthersPrioritized communities: disadvantaged communities, people of color, and others who have historically lacked adequate access to services.CHIP objective/goal progress: 1. Better Meet the Social and Mental Well-Being Needs of Those We Serve*Community Care Team: continued development with 5 patients and 4 community organizations.*Center for Health Aging Dementia Trainings for CHH ED staff: 15 staff trained across two days.2. Expand Access to Culturally Responsive Care*Culturally and Linguistically Appropriate Services (CLAS) trainings: Completed staff training in identified units- Emergency Dept., Outpatient Behavioral Health, Inpatient Maternity: 30 colleagues including CHH Cabinet trained. *Diaper Connections Program: Initiated 2/1/2023- 9/30/2023 at CHH Community Health Team: 44,978 diapers distributed 109 clients served.*Maternal Heath Project: community survey developed and conducted sample size-50, Maternal Education Series Developed- 1 session held at social service organization New Opportunities Inc. with 8 participants.*Neighborhood Health Clinics: Target communities Torrington and Winsted 4-5 clinics per month. FY 23: 53 events, 471 patients. Two new partner sites identified Winsted Open Door Soup Kitchen and Torrington Salvation Army.3. Address Health Through Housing *Winter 2023 Cold Weather Shelter Location: Provided at no added cost for Operation Overflow 12/1/2022-4/15/2023 - 115 unduplicated people in shelter including 5 families.*Housing Navigator Position: Grant awarded to supported the Gathering Place 7/1/2023- 9/30/2023 34 clients supported and entered into the CT Coordinated Access Network system for housing.*Torrington Vacant Housing Unit Assessment - Completed sample size 200. 4. Reduce Food Insecurity and Increase Access to Healthy Foods *Summer Produce RX program: Grant awarded in collaboration with COG, Regional FoodHub, Community Health and Wellness FQHC, two Food Pantries to provide 16 weeks of fresh produce to 75 families in Winsted and Torrington 150 participant's with CHH Registered Dietitian led monthly taste testing and Children's Cookbook distribution. *CHH Food4 Health Clinic: planning for December 2023 launch with patients from three HHC provider clinics (Primary Care, Endocrinology, Heart and Vascular Institute). *CHH Health Vending Machine Initiative: assessed and updated all six CHH on campus vending machines to provide healthier options 60/40 balance.5. Improve Community Health in Partnership with Others*Sue Grossman Greenway Mile Marker Project: replaced mile markers in mile increments for 6-mile round trip trail between Torrington and Winsted.*Mad River Recreation Project: Advocacy for CT Recreational Trails Grant- Winchester awarded 60K for design phase 1 parking lot enhancement with the goal to increase physical activity utilization.*Provider Education with Health Screening Events: 6 events with 120 participants *Social RX Programs: RX for the Arts with Warner Theater and RX for KidsPlay Museum launched. April 2023- September 2023- tickets to shows and museum vouchers donated to identified at risk Cancer Patients and vulnerable children: Warner Tickets 38 provided and KidsPlay Museum 40 Vouchers 64 visitors *Torrington Kids Marathon: Program underwritten for free 3 month for 85 area students $2500.All needs identified in the CHNA are currently being addressed. The Charlotte Hungerford Hospital Part V, Section B, Line 13h: Family eligibility criteria for Financial Assistance also include family size, employment status, financial obligations, and amount and frequency of the health care expenses. The Charlotte Hungerford Hospital Part V, Section B, Line 15e: In addition, patients may ask a nurse, physician, chaplain, or staff member from Patient Registration, Patient Financial Services, Case Coordination, or Social Services about initiating the Financial Assistance Application process.Part V, Section B, Line 16a: FAP Website:https://charlottehungerford.org/patients-visitors/billing-insurance/financial-assistance-billingPart V, Section B, Line 16b: FAP Application Website:https://charlottehungerford.org/patients-visitors/billing-insurance/financial-assistance-billingPart V, Section B, Line 16c: FAP Plain Language Summary:https://charlottehungerford.org/patients-visitors/billing-insurance/financial-assistance-billing The Charlotte Hungerford Hospital Part V, Section B, Line 16j: Patients are informed directly by staff of the availability of the Financial Assistance Policy. 11 1 - The Hungerford Center 780 Litchfield Street Torrington CT 06790 Cardiac and Pulmonary Rehab Serices 2 - The Center for Cancer Care 200 Kennedy Drive Torrington CT 06790 Cancer Treatment Center 3 - Hungerford Diagnostic Center 220 Kennedy Drive Torrington CT 06790 Radiology Services 4 - The Center for Youth and Families 50 Litchfield Street Torrington CT 06790 Psych Services for Children and Families 5 - Winsted Behavioral Health Center 294 Main Street Torrington CT 06790 Psych Services 6 - Surgical Associates of CHH 538 Litchfield Street Torrington CT 06790 Surgical Physicians Practice 7 - Neurology PBC 780 Litchfield Street Torrington CT 06790 Neurology Physcians Practice 8 - CHH Cardiovascular Medicine Service 1215 New Litchfield Street Torrington CT 06790 Cardiovascular Physicians Practice 9 - CHH Wound Care and Hyperbaric Medicine 7 Felicity Lane Torrington CT 06790 Wound Care Physicians Practice 10 - CHH Urology Medicine 538 Litchfield Street Torrington CT 06790 Adult and Pediatric Urology Physicians Practice 11 - Hungerford Emergency and Medical Care 115 Spencer Street Winsted CT 06098 Emergency Services Part I, Line 3c: The Charlotte Hungerford Hospital used 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:The Organization submits quarterly reports to Connecticut Hospital Association and Form 990 is submitted to the Connecticut Office of Health Strategy (OHS) annually. Part I, Line 7: The organization utilized an overall cost to charge ratio (RCC), developed from the Medicare Cost Report. Total expense was adjusted for: medicaid provider taxes, directly identified community benefit expense and community building expenses. This cost to charge ratio was used to calculate costs for Part I 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 III, Line 3: A pre bad debt financial assistance screening is in place to identify patients that may be eligible for financial assistance. Pre bad debt accounts that are identified as meeting the requirements are adjusted prior to being sent to bad debt. Therefore, any bad debt expense that could have been attributable to charity care at the end of FY 2023 would be immaterial. Part III, Line 4: Please see the text of the footnote that describes bad debt expense beginning on page 25 of the Audited Financial Statement. This note also relates to Part III, Line 2. Part III, Line 8: Cost Reports were used to report Medicare allowable costs. Medicare defines allowable costs as those appropriate and helpful in developing and maintaining the operation of patient care facilities and activities. It specifically excludes certain costs that are not directly related to patient care. The hospital incurs additional expense related to the provision of care to Medicare patients that Medicare has deemed non-allowable. This additional expense includes costs of physician services (emergency on-call fees, Hospitalist Programs, recruitment, etc.), advertising costs, cafeteria costs for meals sold to visitors, etc. The Hospital attempts to collect coinsurance and deductibles from Medicare beneficiaries. To the extent collection efforts are unsuccessful, Medicare reimburses the hospital at 65% of unpaid amounts. The table reconciles the shortfall or surplus from Line 7 to the actual surplus or shortfall. The additional costs were allocated to Medicare based upon Medicare's percentage of total allowable costs. The unpaid coinsurance/deductibles were estimated using historical collection results. Any shortfall amounts have not been treated as Community Benefits. Part III, Line 9b: Charlotte Hungerford Hospital has adopted the Financial Assistance Policy of its Parent Company, Hartford HealthCare Corporation. The following is included in the Financial Assistance Policy: Patients who are deemed ineligible for financial assistance or who receive a partial discount and do not pay their bills may be subject to the following Extraordinary Collection Action (ECAs):*Wage Garnishments*Liens on primary and secondary residences, bank or investment accounts, or other assets*Legal actions and reporting the matter to one or more credit rating agencies*Other ECAs not listed aboveIf an individual has not submitted an application within the first 120 days from the date on which Hartford HealthCare first issues its first, post-discharge billing statement, then Hartford HealthCare may begin engaging in the ECAs described above.ECAs may begin after the first 120 days from the date on which Hartford HealthCare issues its first, post-discharge billing statement. If the patient applies for assistance within 240 days from the first notification of the self-pay balance, and is granted assistance, Hartford HealthCare will take all reasonable available measures to remove any collection actions such as negative reporting to a credit bureau or liens that have been filed.Before Hartford HealthCare initiates any collection actions, it will issue a written notice to the last known address of record for the patient (or his/her family) that describes the specific collection activities it intends to initiate (or resume), provides a deadline after which such action(s) will be initiated (or resumed), and includes a plain language summary of this Policy. ECAs can begin no sooner than 30 days from the date written notice is transmitted. Patients who are ineligible for financial assistance, or qualify for partial financial assistance and who are cooperating in good faith to resolve the outstanding accounts, may be offered extended payment plans. No further collection action will be taken as long as the patient continues to meet the terms of the payment plan. Part VI, Line 2: The Hartford HealthCare Community Health Needs Assessment (CHNA) serves as a component in the overall efforts to improve community health and health equity in each of the seven-hospital service areas. It is a process that provides a means of identifying and collecting community data while engaging community members in both the data collection and the prioritization of collaborative efforts for improving the well-being of the area. The ultimate purpose of the HHC CHNA is to improve community health and to do so in an effective and efficient way. The supporting objectives are to do the following: 1. Enhance Community Engagement and Better Incorporate the Consumer's Voice - CHNA/CHIP process leads to continuous and trusting feedback loops with diverse populations and enhances our methods for on-going engagement with the communities we serve. 2. Grow and Sustain our Community-based Partnerships - CHNA/CHIP process leads to more formalized partnerships with regional and community organizations and collaborations, and more meaningful relationships with key community opinion leaders. 3. Align Community Health with our 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 below. 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 *Qualitative research an in-depth series of 100 stakeholder interviews and 30 focus group discussions *Survey research a bilingual community survey with approximately 600 responses Interestingly, ALL of the needs are important, yet to achieve the ultimate goal of the CHNA, HHC leaders deployed a needs prioritization process to identify a granular list of 12 needs. The prioritization process and other assessment activities are described in the body of this CHNA.Categories of needs:In order 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 changeThe 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 Interventions STEP 4 Executing and EvaluationAssessment Approach & Methodology Hartford HealthCare (HHC) worked with its assessment partners Crescendo Consulting Group 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 succinct, 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. Crescendo engaged community partners, used data analytics, and invited others to join the discovery process to help describe a positive cycle of change. 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 Discussions Systemwide, 100 interviews and 30 focus group discussions were held. Conversations with community stakeholders helped us identify weaknesses of programs and resources in the community. Part VI, Line 3: Charlotte Hungerford Hospital provides information about its Financial Assistance Policy as follows: (i) 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; (ii) Makes paper copies of the policy, financial assistance application, and plain language summary of the policy available upon request and without charge, by mail; (iii) 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; (iv) 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; (v) Includes the tag line 'Please ask about our Financial Assistance Policy" in applicable Hartford HealthCare written publications. Part VI, Line 4: Charlotte Hungerford Hospital ("the hospital") is a 109-bed acute care facility combined with a well-distributed ambulatory setting serving the regional health care needs of northwest Connecticut and is part of Hartford Healthcare Northwest Region. The hospital is the region's largest employer, with over 1,200 employees and physicians. For over a century, the hospital has served as the premier health care leader in the region. The hospital currently offers a comprehensive range of inpatient and outpatient services including general medicine and surgery, maternity and pediatrics, neurology, radiology, obstetrics, cardiology, urology, orthopedics, and behavioral health. For more information, please visit www.charlottehungerford.org Charlotte Hungerford Hospital is a member of Hartford HealthCare. Hartford HealthCare operates seven acute-care hospitals, air-ambulance services, behavioral health and rehabilitation services, a physician group and clinical integration organization, skilled-nursing and home health services, and a comprehensive range of services for seniors, including senior-living facilities. For more information, please visit https://hartfordhealthcare.org/The Charlotte Hungerford Service Area is a region of 99,932 residents, 16% of whom are people of color. The composite snapshot indicates:*The region's population has decreased by 3.7% since 2010.*Of the regions 40,649 households, 75% are homeowner households.*Thirty-two percent of the Charlotte Hungerford HSAs households are cost burdened, meaning they spend at least 30% of their total income on housing costs.*Among the regions adults ages 25 and up, 33% have earned a bachelors degree or higher.*The Charlotte Hungerford HSA is home to 35,712 jobs, with the largest share in the Health Care and Social Assistance sector. *The median household income in the Charlotte Hungerford HSA is $80,000. The Charlotte Hungerford HSAs average life expectancy is 79.9 years. *Fifty-seven percent of adults in the Charlotte Hungerford HSA say they are in excellent or very good health. In 2020, 44 people in the Charlotte Hungerford HSA died of drug overdoses. *Eighty-five percent of adults in the Charlotte Hungerford HSA are satisfied with their area, and 57% say their local government is responsive to residents needs.*In the 2020 presidential election, 82% of registered voters in the Charlotte Hungerford HSA voted.Forty-six percent of adults in the Charlotte Hungerford HSA report having stores, banks, and other locations in walking distance of their home, and 43% say there are safe sidewalks and crosswalks in their neighborhood. Part VI, Line 5: The mission of Charlotte Hungerford Hospital is to improve the health and healing of the people and communities we serve. Charlotte Hungerford Hospital is committed and focused on efforts to promote health and wellness.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.Charlotte Hungerford Hospital extends medical staff privileges to all qualified physicians in its community. The Hospital has partnered with the Community Health Center to provide health services to the underserved in the community. In addition, the Hospital participates in Community Vision to improve community health and well-being.The Hospital 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, as well as for the Hospital's Financial Assistance Program. Additionally, Charlotte Hungerford Hospital provides medical care regardless of patient's ability to pay for services.Charlotte Hungerford Hospital provides specialized services not available at other hospitals. These services are provided regardless of a patient's ability to pay. The hospital uses its surplus funds to provide additional benefits to its patients and the community it serves as detailed in Schedule O. Part VI, Line 6: Hartford HealthCare Corporation (HHC) is organized as a support organization to govern, manage and provide support services to its affiliates. HHC, through its affiliates including The Charlotte Hungerford Hospital, strives to improve health using the "Triple Aim" model: improving quality and experience of care; improving health of the population (population health) and reducing costs. HHC and its affiliates including all supported organizations, develop and implement programs to improve the future of health care in our Southern New England region. This includes initiatives to improve the quality and accessibility of health care; create efficiency on both our internal operations and the utilization of health care; and provide patients with the most technically advanced and compassionate coordinated care. In addition, HHC continues to take important steps toward achieving its vision of being "nationally respected for excellence in patient care and most trusted for personalized, coordinated care".The affiliation with HHC creates a strong, integrated health care delivery system with a full continuum of care across a broader geographic area. This allows small communities easy and expedient access to the more extensive and specialized services 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 0 1 0 0 0 0 0 1 0 Bimal Patel Director & President 0 848231 0 480078 0 6072 0 133836 0 10226 0 1478443 0 0 Rocco Orlando III MD Director 0 612847 0 254131 0 105510 0 21350 0 48273 0 1042111 0 0 Paul Scalise MD VP, Medical Affairs 0 432001 0 121950 0 5932 0 21350 0 28762 0 609995 0 0 Sami El Hamwi MD Physician 494743 0 28100 0 192 0 21350 0 27681 0 572066 0 0 0 Joseph Abreu MD Director 0 391151 0 106909 0 1031 0 21350 0 28565 0 549006 0 0 John Capobianco VP, OP Services 0 296146 0 108596 0 4540 0 21350 0 40628 0 471260 0 0 Susan Schapp Former VP, Finance 0 309001 0 98857 0 4743 0 21350 0 32021 0 465972 0 0 Edward Shalom Physician 377362 0 39004 0 192 0 19782 0 11471 0 447811 0 0 0 Lisa Diamond MD Dir. Behavioral Health 344759 0 37560 0 1584 0 21350 0 26838 0 432091 0 0 0 Misbahul Siddiqi MD Physician 308950 0 30600 0 15553 0 21350 0 39555 0 416008 0 0 0 Derek Nguyen MD Physician 350956 0 28100 0 360 0 21350 0 12688 0 413454 0 0 0 Sean Curtin VP, Finance 0 247257 0 76525 0 477 0 21350 0 36392 0 382001 0 0 Brian Mattiello Former VP, HR 0 235110 0 76714 0 9810 0 21350 0 37321 0 380305 0 0 Erinne Houton VP, Patient Care 162604 0 20333 0 365 0 13790 0 35896 0 232988 0 0 0 Daniel McIntyre Former SVP & CEO 0 26456 0 98548 0 31574 0 2960 0 6063 0 165601 0 28959 Part I, Line 3 The Independent Executive Compensation Committee (Committee) of the Board of Directors of Hartford HealthCare on behalf of The Charlotte Hungerford Hospital hires an outside consultant, Human Resources and Compensation Consulting Practice of Gallagher, to determine best practices in governing executive compensation. Please refer to compensation narrative reported on Schedule O. Part I, Line 4b Hartford Healthcare Corporation, a related organization, maintains a 457(f) Supplemental Executive Retirement Plan (SERP). Participants include certain officers and key employees at the President & CEO, Executive Vice President and Senior Vice President levels that are reported by The Charlotte Hungerford Hospital on its Form 990, Part VII. Contributions are made by Hartford HealthCare Corporation to the plan based on a percentage of the participant's compensation. Participants vest in the plan 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. 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. 2022 SERP Accrual was made on behalf of the following individual: Bimal Patel $112,486 2022 SERP Payouts were made on behalf of the following individual: Daniel McIntyre $28,959 Rocco Orlando $54,324* * For this individual, vesting occurred, causing taxable income. This portion of the vested amount was used to pay the associated tax liability. The remaining balance was deposited into the employee SERP account. Part I, Line 7 Hartford HealthCare Corporation, a related organization, has a Compensation At Risk Plan that encourages and rewards achievements of significant functional goals. These goals contribute to the organization's strategic and financial direction. The plan utilizes market practice alignment to ensure competitive recruitment and retention. Awards are based on CEO and/or Hartford HealthCare Corporation's Compensation Committee discretionary assessment of overall organization performance and individual contribution to results. Maria Capobianco See Part V See Part V 0 Sch L, Part V, Business Transactions Involving Interested Persons Mr John Capobianco is a Key Employee of Charlotte Hungerford Hospital (CHH). His wife, Maria is an employee of CHH. For calendar year 2022, Maria's compensation from CHH totalled $91,597.10. Form 990, Part VI, Section A, line 6 The Charlotte Hungerford Hospital is organized as a non-stock not-for-profit entity. Hartford HealthCare Corporation is the sole member. Form 990, Part VI, Section A, line 7a The sole member of the organization has the authority to approve/remove members of the governing body. Form 990, Part VI, Section A, line 7b The sole member of the organization has the right to review, approve, disapprove and deny significant transactions such as mergers, acquisitions, dissolutions etc. Form 990, Part VI, Section B, line 11b The Form 990 was prepared by Hartford HealthCare's Tax Department. It was then forwarded to the the VP of Finance for review. The final Form was provided to the entire Board prior to submission to the Internal Revenue Services (IRS). Once the entire review process was completed, the Form was signed by the VP of Finance and then filed with the IRS. Form 990, Part VI, Section B, line 12c The hospital's board has adopted the policy of the member, Hartford HealthCare Corporation (HHC). HHC's Conflict of Interest Policy (Policy) requires all covered individuals, including board members and officers, to provide a disclosure of relationships that create or have the appearance of creating a conflict of interest or commitment. The Policy requires updates if changes in circumstances arise during the year that either (a) create a new potential conflict of interest or commitment or (b) change or eliminate a conflict of interest or commitment previously disclosed. Conflict of interest disclosure statements are maintained by the HHC Office of Compliance and Integrity (OCI). Employee and physician disclosures are reviewed by OCI in collaboration with the Covered Individuals' supervisor, when deemed appropriate, to determine if there is a potential conflict. Conflict mitigation plans are developed by OCI. Other individuals who may review potential conflicts of interest and approve conflict management plans include: the SVP/EVP of the department/area in which the individual works, the Institute Physician-In-Chief, the Medical Group Physician-In-Chief, the Regional Vice President of Medical Affairs, and/or the HHC Legal Department. Board member disclosures are reported to the HHC Nominating and Governance Committee for determinations of conflicts and the management of them, where applicable. Form 990, Part VI, Section B, line 15 The Independent Executive Compensation Committee (Committee) of the Board of Directors of Hartford HealthCare on behalf of The Charlotte Hungerford Hospital hires an outside consultant, Human Resources and Compensation Consulting Practice of Gallagher, to determine best practices in governing executive compensation. The following steps were taken: - The use of an Independent Executive Compensation Committee (Committee) of the Board of Directors of Hartford HealthCare, on behalf of The Charlotte Hungerford Hospital established and regularly reviews Executive Compensation Philosophy; - The Committee regularly reviews scope and depth of positions taking into account complexity and the financial impact and accountability of all "disqualified persons; - National peer groups are selected for comparative purposes based on organizational size, operating revenue, geography and other relevant factors; - Analysis of current total compensation versus market is performed by independent third party compensation consulting firm and is then reviewed by the committee; - Recommendations are made based on market data analysis to ensure appropriate competitive positioning within parameters of compensation philosophy; -The President & CEO compensation is reviewed by the Committee and is based on comparative market information and organizational performance; - All changes are reviewed and approved by the Executive Compensation Committee; The compensation determination process for the President & CEO is reviewed on an annual basis. All other executive compensation is regularly reviewed for scope and depth of positions taking into account complexity and the financial impact and accountability. Form 990, Part VI, Section C, line 18 The Hospital's Form 990, 990T, 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 XI, line 9: Change in Pension and Post-Retirement Funding Obligation -2,119,253. Transfer to Affiliated Entity 631,709. Net Unrestricted Other Changes in Joint Ventures -650,627. 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