2024-08-14T08:17:45-05:00 2023-09-30 990 2022-10-01 060966963 Natchaug Hospital Inc NATC 8604561311 189 Storrs Road Mansfield Center CT 06226 Paul V Maloney VP Finance 8604561311 2024-08-14 0 2022 2024-08-08 14:25:15Z Donna Handley 189 Storrs Road Mansfield Center CT 06226 49401254 0 X WWW.NATCHAUG.ORG X 1954 CT The mission of Natchaug Hospital is to provide a continuum of accessible, community-based services for those living with psychiatric illness and chemical dependency or emotional and related educational disabilities, with a commitment to the dignity and privacy of those needing service, empowering them to participate in their own care, education and recovery. 9 5 606 21 0 0 65568 59423 55399539 49328209 2228 12282 19590 -9733 55486925 49390181 0 7330 0 0 39692458 39316195 0 0 21519 15031716 14556088 54724174 53879613 762751 -4489432 18964165 17750990 11290086 14976437 7674079 2774553 X The mission of Natchaug Hospital is to provide a continuum of accessible, community-based services for those living with psychiatric illness and chemical dependency or emotional and related educational disabilities, with a commitment to the dignity and privacy of those needing service, empowering them to participate in their own care, education and recovery. 0 0 24709571 22603394 Inpatient Treatment:Natchaug Hospital provides a full range of inpatient psychiatric and substance-abuse treatment for children, adolescents and adults at our 57-bed Mansfield Center facility. The highly qualified, experienced and dedicated professional staff of Natchaug Hospital provides expert care in a supportive, therapeutic setting - helping people regain their stability and return as soon as possible to their own homes. The hospital serves Medicare and Medicaid subscribers and provides care without regard to ability to pay.Intermediate Care (ICC):This is an acute level of care for a longer length of stay for persons living with prolonged and severe mental illness. Historically, people from Eastern Connecticut who were in need of an extended length of stay were referred to Cedarcrest Hospital in Newington. Natchaug Hospital ICC provides this much-needed care for persons from the Eastern Region, closer to the communities where they live and work.United Services and the Southeastern Mental Health Authority are the Local Mental Health Authorities (LMHA's) responsible for authorizing admission to the Intermediate Care Program. The above includes the authorization of Department of Mental Health and Addiction Services (DMHAS) funds to pay for care in the event the patient is medically indigent, has exhausted his/her Medicare benefit, or has no Medicare hospitalization coverage. Patients are most likely to be referred from Eastern Region hospital inpatient units when it becomes clear that the patient will not be able to safely return to the community following an acute care stay. Upon admission, each patient is assessed by a psychiatrist, a registered nurse and a primary therapist. A treatment plan is developed for each patient. The treatment team works closely with the patient, their family and community providers to develop a discharge plan and ensure that community supports are in place.In-Patient Treatment Program:* Treats approximately 60 patients on a daily basis at the Mansfield locationInpatient Treatment includes:* Comprehensive bio-psycho-social assessment* Formulation of a treatment plan developed with the patient/family which may include the use of medications * Group therapy (a primary treatment approach)* Family therapy and individual therapy* Formulation of a discharge/aftercare plan* Case management servicesTypical patient experience: The majority of our patients arrive via ambulance through the ambulance entrance. All patients receive an initial assessment by a registered nurse and psychiatrist which is completed within 8 hours of admission. Patients are oriented to the unit, the milieu, and the schedule. Our patients are closely monitored for the first 24-48 hours, depending on presentation and symptoms. 7434066 6980980 Education:Natchaug provides various educational programs such as:Clinical Day Treatment School Programs (CDT):Natchaug's clinical day treatment programs, which are approved by the Connecticut Department of Education, offer special education services to students in grades k - 12, whose social, emotional or behavioral health problems prevent them from functioning successfully in a public-school environment. Each student's academic and clinical treatment plan is individually designed to address his or her special needs. Our programs' goal is for these students to return to their public schools once the Planning and Placement Team (PPT) determines this it be appropriate.Natchaug Hospital School Programs:* Each school day, an average of 120 students attend Natchaug Hospital's school programs* Approved by the Connecticut Department of Education Students come to the Journey House School on a planned basis and for non-educational reasons. Each student's school files are evaluated for proper placement in school. Girls who receive special education, Section 504, and regular education all are educated at the Journey School. Students come to the five CDT sites via a Planning and Placement Team (PPT) Meeting from their home school district. They may be placed on a diagnostic basis with PPT meetings every two weeks while psychiatric, psychological and educational assessments are performed. Students also may enter the program already receiving special education services with an IEP (Individualized Education Plan) in place. Transportation to all day school programs is provided by the Local Education Authority (LEA) that placed the student; however, transportation during the school day for field trips is often provided using Natchaug vans with school staff driving. At times, school field trips are transported by outside vendors. Description of typical day:A typical day in the CDT schools is similar to any traditional school day, with academic subjects in addition to psycho-educational groups led by school clinicians. 8645340 8445993 PHP Adult: Natchaug's Partial Hospitalization Program (PHP) for adults is a intensive outpatient day and evening program for adults. This program is offered four hours a day for five days a week. There are nine dedicated locations and transportation is also available. Approximately 3,200 children, adolescents and adults are treated each year. A comprehensive treatment is provided including measures of emotional and behavioral functioning. It is a more significant program than outpatient treatment which helps patients spending more time engaging in treatment therapies, providing them best ability to overcome their addictions. 6054819 7330 11297842 Natchaug Hospital is eastern Connecticut's leading provider of mental health and addiction services for children, adolescents and adults. Founded in 1954, Natchaug Hospital provides a wide range of mental health and addiction treatment services for children, adolescents and adults in eastern Connecticut. Natchaug offers inpatient services, including one of only six pediatric inpatient units in the state of Connecticut, residential treatment for court-involved teenage girls, clinical day treatment schools, and ambulatory services through its 10-site network of care.In addition to above, Natchaug provides the following services/programs:Child Services Adolescent ServicesYoung Adult ServicesAdult ServicesAlcohol AbuseOlder Adults ProgramAttention Deficit Hyperactivity Disorder Evaluations Autism Spectrum Disorder EvaluationsPsychological ServicesSchoolsExtended Day TreatmentInpatient TreatmentIntensive Outpatient TreatmentJoshua Center ProgramsJourney House ProgramPartial HospitalizationResidential Treatment ProgramMedication Assisted Treatment Close to Home (MATCH) 6054819 7330 11297842 46843796 1 1 0 0 0 0 0 0 0 0 1 0 0 1 1 0 0 1 0 0 0 0 0 0 1 0 1 1 1 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 0 0 1 48 0 1 606 1 0 0 0 0 0 0 0 0 0 0 0 0 X 9 5 0 0 0 0 1 1 1 1 1 0 0 1 1 1 1 1 1 1 1 0 X Paul V Maloney VP Finance Behavioral Health Network 8604561311 189 Storrs Road Mansfield Center CT 06226 Donna Handley Director 1.00 59.00 X 0 850885 65046 Mark Tramontozzi MD Vice Chair 2.00 58.00 X X 0 273740 46017 Mary Barry MD Director 1.00 39.00 X 0 44239 1548 Henry Beck Director 1.00 2.00 X 0 0 0 Anita Lee Director 1.00 2.00 X 0 0 0 Stephen Larcen MD Director 1.00 2.00 X 0 0 0 Anthony Joyce III Chair 2.00 4.00 X X 0 0 0 Carina Vora DDS Director (thru 05/23) 1.00 2.00 X 0 0 0 Mark DePonte MD Director 1.00 2.00 X 0 0 0 Lee-Ann Gomes Director 1.00 2.00 X 0 0 0 Kristen Gildersleeve MD Director 1.00 2.00 X 0 234074 51015 John Santopietro SVP, Psychiatrist in Chief 30.00 30.00 X 0 786956 134428 James O'Dea SVP, Operations 30.00 30.00 X 0 533272 54780 Paul Maloney VP, Finance 30.00 30.00 X 0 319469 23770 Deborah Weidner VP, Safety and Quality 30.00 30.00 X 0 537993 39315 Thomas King VP, Clinical Operations 30.00 30.00 X 225473 0 31506 Carla Schnitzlein Reg Medical Director 60.00 X 341383 0 44260 Joanne Chaurette MD Assoc Medical Director 60.00 X 297998 0 61683 Paul Weigle MD Assoc Medical Director 60.00 X 322881 0 54410 Pamela Shuman MD Associate Medical Director 60.00 X 297094 0 36382 Sheeima Paramatmuni MD Psychiatrist Attending 60.00 X 301219 0 57876 Patricia Rehmer Former President BHN 0.00 0.00 X 0 102158 3144 1786048 3682786 705180 56 1 1 0 ORIGIN INCORPORATED 1800 SW 1st Street STE 510 Portland OR 97201 Staffing Service 1988487 HEALTHCARE WORKFORCE LOGISTICS LLC 2655 Northwinds Parkway Alpharetta GA 30009 Staffing Services 1243207 BARTON & ASSOCIATES INC PO Box 417844 Boston MA 02241 Consulting Service 713917 MORRISON MANAGEMENT SP INC ACUTE CARE 400 Northbridge Road Sandy Springs GA 30350 Food Services 495773 WEATHERBY LOCUMS INC PO Box 972633 Dallas TX 75397 Maintenance Service 214317 10 15609 43814 59423 Net Patient Revenue 624100 49328209 49328209 49328209 11582 11582 700 0 700 700 700 1340 15609 11073 -9733 -9733 49390181 49328209 0 2549 7330 7330 178365 178365 31330838 29172396 2158442 1753133 1675694 77439 3643405 3198853 444552 2410454 2231688 178766 120 120 1770111 1770111 28853 28853 754739 564571 174532 15636 3518678 1787979 1730699 1468463 1419145 49318 54582 51381 3145 56 55710 25827 29351 532 3171026 2017945 1153081 835813 293851 541962 505053 505053 Purchased Services 1101115 955520 145595 Repairs & Maintenance 595568 557381 38187 Medical Supplies 548003 548003 Dues & Licenses 145259 61068 79221 4970 2995 2670 325 53879613 46843796 7014298 21519 1487652 811601 13146 12146 4147792 4139244 167473 139423 86625 94119 23550076 15091403 9048657 8458673 101656 101656 3911164 3994128 18964165 17750990 3412668 2522623 2000 2000 7875418 12451814 11290086 14976437 X 7149803 2222579 524276 551974 7674079 2774553 18964165 17750990 X -4489432 -410094 X 0 1 X 1 1 1 X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED 440040 440040 15778159 9059815 6718344 2663194 1988045 675149 4457257 4043543 413714 211426 211426 8458673 Other Assets 3950052 Security Deposits 44076 3994128 Due to Affiliates 8027004 Professional Liability (Program) 3860473 Accrued Malpractice 520427 Accrued Post Retirement Expenses 43910 12451814 R4R 9164 7824 1340 790 4087 Luncheon 7785 7785 3603 2593 16949 15609 1340 790 3603 6680 11073 -9733 1 1 X 1 X 250.000000000000 1 X 1 1 0 1 1 101244 101244 0.00190 22071817 15678617 6393200 0.11870 22173061 15678617 6494444 0.12060 593097 593097 0.01100 698418 698418 0.01300 2466079 2466079 0.04580 9349 9349 0.00020 3766943 3766943 0.07000 25940004 15678617 10261387 0.19060 0 618731 0 1775414 2324972 -549558 X 1 1 1 1 Natchaug Hospital 189 Storrs Rd PO Box 260 Mansfield Center CT 06250 www.natchaug.org H0003 X Natchaug Hospital Inc 1 0 0 1 X X X X X X X X 22 1 1 0 1 X See Part V, Page 8 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 X 1 X 0 0 Natchaug Hospital, Inc. 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.Natchaug 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 Natchaug 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, as well as peers those with lived experience with mental illness and substance use disorder. Where possible, the hospital aligned their process with assessments being conducted by local public health and other community agencies. Community health needs were identified by collecting and analyzing data from multiple sources. Statistics for numerous community health status, health care access, and related indicators were analyzed, including data provided by local, state, and federal government agencies, local community service organizations, and Hartford HealthCare. Comparisons to benchmarks were made where possible. In 2021, input from persons representing the broad interests of the community was taken into account through key informant interviews with ten (10) individuals. Interviews were conducted with another 66 individuals who were asked questions about community health needs in areas served by other Hartford HealthCare hospitals including questions regarding mental health and substance use issues. 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;Access AgencyCenter for Healthy AgingConnecticut Alliance for Basic Human NeedsConnecticut Legal ServicesFoodShare/CT Food BankPerception Programs, Inc.United Services, Inc.United Way of Central and Northeastern Connecticut Windham Public Schools - Health ClinicNatchaug works with multiple community partners including ECSU, UConn, Access Agency, Perception Programs, local first responders, Generations, Community Health Center, the Windham Senior Center, Three Rivers Community College, the local chambers of commerce, CHR, United Services, and many others. Natchaug Hospital, Inc. Part V, Section B, Line 6a: For this community health assessment, Natchaug Hospital collaborated with the following Hartford Healthcare hospitals: Charlotte Hungerford Hospital, Hartford Hospital, Hospital of Central Connecticut, MidState Medical Center, Backus 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.Part V, Section B, Line 7a:https://natchaug.org/health-wellness/community-health-needs-assessment Natchaug Hospital, Inc. Part V, Section B, Line 7d: The needs assessment was published in September 2022 and is available on the hospital's website. In addition, electronic copies are available upon request. Part V, Section B, Line 10a:https://hartfordhealthcare.org/file%20library/chna/chip-2022-natchaug Natchaug Hospital, Inc. Part V, Section B, Line 11: The 2022 Community Health Needs Assessment ("CHNA") for Natchaug Hospital, part of Hartford HealthCare's (HHC) Behavioral Health Network, 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 determinants of health (SDH) such as poverty, housing, transportation, education, fresh 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 Natchaug 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. Furthermore, a CHIP should build on and leverage prior success while simultaneously adjusting strategies and actions as obstacles are encountered. This CHIP is organized across four focus areas that are intended to address root causes of community health issues while recognizing where the Behavioral Health Network in partnership with the community can be most effective in impacting change.The 2022 assessment identified promoting healthy behaviors and lifestyles, reducing the burden of chronic disease, improving the coordination of services and access to care, and enhancing community-based behavioral health services as priority needs for 2022-25 across all Natchaug Hospital geography. Prioritized communities:- disadvantaged communities, people of color, and others who have historically lacked adequate access to services.Objective/goal progress:Promote Healthy Behaviors and Lifestyles*Natchaug Food Pantry successfully served 207 households and 581 individuals over the course of regular service year and provided roughly 7,000 pounds of food to an additional 105 families at Thanksgiving. *Provided information sessions to increase knowledge around the proper use and disposal of prescription medications and the dangers of illegal substances through three information sessions.Reduce the Burden of Chronic Disease*Provided over 100 Narcan kits to community members and four trainings on the how to identify a person who is overdosing and dispense Narcan in reaction.*Provided closed captioning on three information videos (Suicide Prevention, Gambling Addiction, Impacts of Screen Time on Children and Adolescents).Improve the Coordination of Services and Access to Care*Provided information on suicide prevention strategies at four community events in order to reduce the stigma around accessing behavioral health treatment and/or services and encourage conversations about suicide prevention in HSA households.*Developed anti-stigma materials and provided presentations that assisted the community in identifying behavioral health issues while supporting access to services at the appropriate level of care.Enhance Community-Based Behavioral Health Services*Provided space to 300+ individuals to allow peers to connect through participation in such groups as Alcoholics Anonymous (AA), Narcotics Anonymous (NA), and National Alliance on Mental Illness (NAMI).*Provided mental health screening and resources through clinician participation in the CareVans supported by the Eastern CT Health Collaborative.All needs related to behavioral health identified in the CHNA are currently being addressed through hospitals CHIP. Natchaug Hospital, Inc. 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. Natchaug Hospital, Inc. Part V, Section B, Line 15e: In addition, patients may ask a nurse, physician, chaplain, or staff member from Patient Registration, Patient Financial Services, Office of Professional Services, Case Coordination, or Social Services about initiating the Financial Assistance Application process. Natchaug Hospital, Inc. Part V, Section B, Line 16j: Patients are informed directly by staff of the availability of the Financial Assistance Policy. 10 1 - Sachem House 151 Storrs Road Mansfield Center CT 06250 Day Treatment Center 2 - Joshua Center Thames Valley 11A Stott Avenue Norwich CT 06360 Day Treatment Center 3 - Joshua Center Northeast 934 North Main Street Killingly CT 06239 Day Treatment Center 4 - Joshua Center Enfield 72 Shaker Road Enfield CT 06082 Day Treatment Center 5 - Joshua Center Shoreline 5 Research Parkway Old Saybrook CT 06475 Day Treatment Center 6 - RiverEast Day Treatment Center 428 Hartford Tpke Vernon CT 06066 Day Treatment Center 7 - Joshua Center SE & Care Plus 1353 Gold Star Highway Groton CT 06340 Day Treatment Center 8 - Quinebaug Day Treatment Center 11 Dog Hill Road Killingly CT 06241 Day Treatment Center 9 - Older Adult Program Windham Hospital 112 Mansfield Avenue Willimantic CT 06226 Day Treatment Center 10 - Green Valley School 206 Pond Road Franklin CT 06254 Day Treatment Center Part I, Line 3c: Natchaug 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 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. The methodology used to capture costs on Line 7a was updated to better reflect the cost of care provided to our patient population. 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 2022 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. The Footnote is also applicable 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: Natchaug 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: Natchaug Hospital provides information about its Financial Assistance Policy as follows: (1) Provides signage, brochures and/or a written plain language summary describing the policy along with financial assistance contact information in the emergency department, labor and delivery areas, discharge paperwork, other patient registration/admission areas, as well as in billing and collection communication.(2) Makes paper copies of the policy, financial assistance application, and plain language summary of the policy available upon request and without charge, by mail.(3) Posts the policy, plain language summary and financial assistance application on the website with clear linkage to such documents on the Hartford HealthCare and each affiliated hospital's home page.(4) Educates all admission and registration personnel, financial counselors, billing and collection specialists and social workers regarding the policy so that they can serve as an informational resource to patients.(5) Includes the tag line "Please ask about our Financial Assistance Policy" in applicable Hartford HealthCare written publications. Part VI, Line 4: Founded in 1954, Natchaug Hospital is Eastern Connecticut's primary provider of psychiatric treatment for children, adolescents, and adults. The hospital admits approximately 4,000 people each year for treatment in one or more of its programs. In addition to the 57-bed inpatient psychiatric treatment program for children, adolescents, and adults, Natchaug operates a 10-site network of partial hospitalization and after-school treatment programs, as well as a 13-bed residential treatment program for girls and a multisite kindergarten through 12th grade special education program. Natchaug Hospital also has an Older Adult Program at the HHC Center for Healthy Aging located in Windham Hospital. The hospital operates locations throughout Eastern Connecticut serving children, adolescents, and adults with quality, compassionate care. For more information, please visit www.natchaug.org.Natchaug Hospital is a member of HHC which 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/As of 2020, the population of the Natchaug Hospital service area is 80,421, including 12,885 children and 67,536 adults. Approximately 30% of the residents in the Natchaug Hospital service area are people of color, compared to 37% of the residents statewide. The composite snapshot indicates: *Of the regions 26,339 households, 68% are homeowner households. Approximately 36% of the Natchaug Hospital HSAs households are cost-burdened, meaning they spend at least 30% of their total income on housing costs. *Among the regions adults ages 25 and up, 35% have earned a bachelors degree or higher. *The Natchaug Hospital service area is home to 26,317 jobs, with the largest share in the Health Care and Social Assistance sector. *The median household income in the Natchaug Hospital service area is $76,359. The average life expectancy in the Natchaug HSA is 79.8 years. *More than half (57%) of adults in the Natchaug Hospital service area say they are in excellent or very good health. In 2020, 27 people in the Natchaug Hospital HSA died of drug overdoses.*Approximately 86% of adults in the Natchaug Hospital HSA are satisfied with their area, and 56% say their local government is responsive to residents needs. *In the 2020 presidential election, 78% of registered voters in the Natchaug Hospital HSA voted.*Approximately 40% of adults in the Natchaug Hospital HSA report having stores, banks, and other locations in walking distance of their home, and 40% say there are safe sidewalks and crosswalks in their neighborhood. Part VI, Line 5: A Regional Board governs Natchaug, Windham, and Backus Hospitals. The Board is responsible for maintaining outstanding quality services and credentials its medical staff. The majority of Hospital's governing board is comprised of persons who either reside or work in its primary service area, and they are neither employees nor contractors of the Hospital.Natchaug Hospital staff actively contribute to the community. For example, Natchaug Hospital's Director of Pharmacy serves on the Experiential Education Advisory Board of UConn's School of Pharmacy, staffs a Migrant Farmers Clinic, serves on the Accreditation Council for Pharmacy Education, and more; a Program Director serves on the Eastern Connecticut Chamber of Commerce's Health Advisory Committee and as a Chamber Trustee; two Natchaug staff serve on their local Boards of Education; at least three Program Directors serve their region's Systems of Care; and the Human Services Advisory Board for the Mansfield Town Council includes a representative from Natchaug. Many professionals are continuing to benefit from Natchaug Hospital's Speaker's Bureau program which offers trainings on behavioral health topics for professionals working with school age youth (school nurses, guidance counselors, teachers, etc), for free. The goals of this community outreach are to 1) help identify treatable behavioral health conditions as early as possible and 2) to improve awareness of effective classroom. The Speakers Bureau makes Natchaug staff experts more accessible to the community. Schools, community groups, businesses and others can request a Natchaug expert to provide training, lead a school assembly or serve on a panel for free. 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 Natchaug 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 largest of the system hospitals.The affiliation further enhances the affiliates' abilities to support their missions, identity, and respective community roles. This is achieved through integrated planning and communication to meet the changing needs of the region. This includes responsible decision making and appropriate sharing of services, resources and technologies, as well as cost containment strategies. Part VI, Line 7, Reports Filed With States CT 1 Veterans Base Camp 108 England Rd Chaplin CT 06235 462342141 501c(3) 7330 0 To provide resources needed by our Veterans, First Responders, Caregivers and those members of our community who are most vulnerable. 1 0 Part I, Line 2: Upon issuing the grant, the hospital attaches a letter that restricts the use of the funds for a specific purpose. All of the grants are made to public charities to assist in funding their exempt programs. Therefore, extensive monitoring of the use of these funds by these entities is not warranted. 0 1 0 0 0 0 0 1 0 John Santopietro SVP, Psychiatrist in Chief 0 532057 0 250517 0 4382 0 93568 0 40860 0 921384 0 0 Donna Handley Director 0 510285 0 248265 0 92335 0 21350 0 43696 0 915931 0 0 James O'Dea SVP, Operations 0 331627 0 148968 0 52677 0 21350 0 33430 0 588052 0 0 Deborah Weidner VP, Safety and Quality 0 407806 0 126187 0 4000 0 21350 0 17965 0 577308 0 0 Carla Schnitzlein Reg Medical Director 311567 0 29600 0 216 0 21350 0 22910 0 385643 0 0 0 Paul Weigle MD Assoc Medical Director 313108 0 600 0 9173 0 21350 0 33060 0 377291 0 0 0 Joanne Chaurette MD Assoc Medical Director 287158 0 10600 0 240 0 21350 0 40333 0 359681 0 0 0 Sheeima Paramatmuni MD Psychiatrist Attending 300379 0 600 0 240 0 21350 0 36526 0 359095 0 0 0 Paul Maloney VP, Finance 0 240117 0 73131 0 6221 0 20364 0 3406 0 343239 0 0 Pamela Shuman MD Associate Medical Director 286649 0 600 0 9845 0 21241 0 15141 0 333476 0 0 0 Mark Tramontozzi MD Vice Chair 0 264559 0 7597 0 1584 0 17202 0 28815 0 319757 0 0 Kristen Gildersleeve MD Director 0 232994 0 350 0 730 0 17231 0 33784 0 285089 0 0 Thomas King VP, Clinical Operations 178365 0 44567 0 2541 0 15681 0 15825 0 256979 0 0 0 Patricia Rehmer Former President BHN 0 20091 0 74839 0 7228 0 1607 0 1537 0 105302 0 0 Part I, Line 3 The Independent Executive Compensation Committee (Committee) of the Board of Directors of Hartford HealthCare on behalf of Natchaug Hospital, Inc., 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 Natchaug Hospital, Inc. 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 Accruals was made on behalf of the following individual: John Santopietro $72,218 2022 SERP Payouts were made on behalf of the following individuals: Donna Handley $48,307* James O'Dea $30,895* *For these individuals, 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. Form 990, Part VI, Section A, line 6 Natchaug 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 Natchaug Hospital, Inc., 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 Natchaug Hospital, Inc., 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, 990-T, Form 1023 and its attachments are available upon request. Form 990, Part VI, Section C, line 19 The Hospital's Financial Statements, Governing Documents and the Conflict of Interest Policy are available for inspection upon request at the Organization's address. Form 990, Part XI, line 9: Change in Pension and Post-Retirement Funding Obligation -410,094. 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