2025-08-14T09:29:21-05:00 2024-09-30 990 2023-10-01 060646715 Midstate Medical Center MIDS 8602445272 435 Lewis Avenue Meriden CT 06451 Mark Keise Authorized Signer 8606963555 2025-08-14 0 2023 2025-03-06 01:10:19Z Gina Calder 435 Lewis Avenue Meriden CT 06451 444955355 0 X https://midstatemedical.org X 1885 CT The mission of Midstate Medical Center is to improve the health and healing of the people and communities we serve. 10 9 1932 169 1055741 210148 453525 267790 471396695 435019663 6377786 7855943 242798 227406 478470804 443370802 13250 45250 0 0 148958759 151687834 0 0 281757 317011859 274915673 465983868 426648757 12486936 16722045 474857778 517182671 173965911 193995977 300891867 323186694 X The mission of Midstate Medical Center is to improve the health and healing of the people and communities we serve. 0 0 77787726 86031317 Orthopedics:In partnership with the parent, Hartford HealthCare Corporation, the organization launched the Connecticut Orthopedic Institute at Midstate Medical Center. Designed and managed by our renowned Orthopedic specialists, the professionals at the Institute plan every detail to give patients the best possible experience for treatment and recovery.At 14,000 square feet, the Institute spans an entire pavilion of Midstate Medical Center that's been completely renovated and repurposed for Orthopedic patients and their guests. The Institute includes 21 all-private patient rooms and 11 operating rooms, a new Orthopedic rehabilitation space, separate kitchen facilities, and other convenient amenities to make the patient experience seamless, comforting, and safe.The Institute offers the latest treatments and techniques for bone, muscle, and joint problems to give patients a faster path to recovery. Our Orthopedic specialists are fellowship-trained in their area of expertise, so patients can be comforted knowing that their doctors are wholly focused on treating their injury and helping them move forward.The Institute is a dedicated Orthopedic hospital that offers a full continuum of care from first diagnosis through rehabilitation in areas including: *Joint Reconstruction (Knee, Hip, Shoulder, and Elbow) *Foot and Ankle Surgery *Podiatric Care *Hand Surgery *Spine Services *Artificial Disc Replacements *Arthroscopic Procedures *Fracture CareFor FY24, the Institute had 15,025 cases with an average length of stay of 3.0 days. The Institute employed 38 surgeons during the previous fiscal year. 49932611 59355205 Gastroenterology:The Digestive Health Center of Midstate Medical Center (The Center) is a dedicated hospital center by board certified gastroenterologists and is located on the Hospital's main campus. For patients in central Connecticut, The Center is a comprehensive resource for the prevention, diagnosis and treatment of a full range of gastrointestinal disorders that affect the stomach, colon and digestive tract.The staff provides expert care to all of our patients and work together to provide a seamless transition from pre-procedure to procedure and room to home. Our staff ensures that each patient has a visit that is as pleasant and comfortable as possible. We care for inpatients as well as an outpatient population.The Center provides upper services such endoscopies and colonoscopies as well as radiofrequency ablation for patients with high grade Barrett's Esophagus, and ERCP (Endoscopic Retrograde Cholangiopancreatogram). Pulmonologist's frequent our department as we continue to care for patients having Bronchoscope procedures. Some other conditions treated at the Center include: Ulcerative Colitis; GERD (Heartburn); Diverticulitis; Irritable Bowel Syndrome; Crohn's Disease; Barrett's Esophagus; and Colon Cancer.For FY24, the Center had 13,648 cases with an average length of stay of 3.2 days. 39108634 45418402 Orthopedic Spine Conditions:Midstate Spine Care brings together the expertise of specialists in Orthopedic spine surgery, neurosurgery, pain medicine, physical medicine, rehabilitation and rheumatology to offer patients with back and neck pain the most comprehensive, effective medical and surgical treatment options.Whenever possible, our physicians will prescribe conservative, nonsurgical treatment to get you back to your life quickly and safely.For some problems, however, surgery is the best solution, and Midstate offers the clinical expertise and a wide variety of options for even the most difficult spine conditions. Midstate Medical Center's Spine Surgery Program has earned distinction by the Aetna Institutes of Quality and has been recognized for program excellence related to high-quality care and commitment to continuous improvement.The Hospital Spine Center treats a variety of conditions including, but not limited to: *Chronic back and neck pain *Degenerative back and neck disorders *Spondylolisthesis *Spinal stenosis *Disc herniation *Chiari malformation *Spinal fracture *Deformities, including scoliosis and kyphosis *Primary and metastatic spinal tumorsFor FY24, the Center had 7,784 cases with an average length of stay of 3.2 days. During the previous fiscal year, the Center employed 12 surgeons. 225568076 45250 244214739 225568076 45250 244214739 392397047 1 1 0 1 0 0 0 0 0 1 1 1 0 1 1 0 0 1 0 0 0 0 0 0 0 0 1 1 1 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 0 0 1 119 0 1 1932 1 1 1 0 0 0 0 0 0 0 0 0 0 0 X 10 9 0 0 1 0 1 1 1 1 1 0 0 1 1 1 1 1 1 1 1 1 1 CT X Joseph Del Mastro 8602245011 9 Farm Springs Road Farmington CT 06032 Howard Boey MD Director 1.00 2.00 X 0 0 0 Phillip Boiselle MD Director 1.00 2.00 X 0 0 0 Gina Calder Director/President 30.00 30.00 X 0 0 0 Bruce Eldridge Vice Chair 2.00 4.00 X X 0 0 0 Jeffrey Finkelstein MD Dir./Interim President (Thru 08/24) 30.00 30.00 X X 0 608485 71147 Vincent Fortunato Director 1.00 2.00 X 0 0 0 Nadine Francis-West Chair (Thru 06/2024) 0.00 0.00 X X 0 0 0 Gary Havican Director/President (Thru 02/2024) 30.00 30.00 X X 0 763568 136812 Ali Hemdan MD Director (Thru 09/2024) 1.00 2.00 X 0 0 0 Yvette Highsmith Director 1.00 2.00 X 0 0 0 David Hyman DDS Chair 2.00 4.00 X X 0 0 0 Cynthia McCraven Director 1.00 2.00 X 0 0 0 John Rathgeber Director (Thru 06/2024) 0.00 0.00 X 0 0 0 David Silverman Director 1.00 2.00 X 0 0 0 Alex Toribio Director 1.00 2.00 X 0 0 0 Joseph Del Mastro VP, Finance 30.00 30.00 X X 0 67888 4563 Fred Sorbo III Interim VP, Finance (Thru 12/23) 30.00 30.00 X 0 97078 3839 Doris Poma VP, Human Resources 30.00 30.00 X 0 252266 15857 Janette Edwards VP, Operations 30.00 30.00 X 0 330278 67245 Karen Fasano VP, Patient Care 30.00 30.00 X 0 341914 27381 Rockman Ferrigno MD Interim VP, Medical Affairs 30.00 30.00 X 0 537131 50527 Manjunath Ramaiah MD Hospitalist 60.00 0.00 X 664109 0 23857 Timothy Pratt MD Hospitalist 60.00 0.00 X 582050 0 33887 Andrew Metzger MD Medical Director 60.00 0.00 X 515353 0 62050 Katherine Stettmeier MD Hospitalist 60.00 0.00 X 444477 0 29948 Leslie Muska MD Physician Assistant PDm 60.00 0.00 X 457916 0 44799 Sean Curtin Former Officer 0.00 60.00 X 0 377088 63344 Elizabeth Ciotti Former Officer 0.00 60.00 X 0 307594 32404 2663905 3683290 667660 269 1 1 0 Shiftwise Inc (Formerly Origin Inc) PO Box 70870 St Paul MN 55170 Staffing Service 17866224 Radiology Services LLC 101 N Plains Industrial Road Wallingford CT 06492 Medical Service 15165863 Morrison Management SP Inc Acute Care 400 Northbridge Road Sandy Springs GA 30350 Food Service 1859621 Affiliated Physicians of the CT Orthopae 2408 Whitney Avenue Hamden CT 06518 Management Service 1787413 Berstein - Magoon -Gay LLC PO Box 61323 King of Prussia PA 19406 Laundry Service 1544233 43 62500 205290 267790 Patient Care 624100 432247047 432247047 Income-Pass Thru Entity 900003 2772616 1716875 1055741 435019663 7367570 7367570 1811959 1584553 227406 227406 227406 488373 0 488373 488373 488373 443370802 433963922 1055741 8083349 X 45250 45250 10100 10100 129228802 121822197 7232797 173808 6806184 6416095 380935 9154 5756745 5426803 322199 7743 9886003 9319398 553309 13296 9409 9409 87515 87515 179653 179653 74181938 74181938 690 17 673 4074154 2809974 1219928 44252 19485554 12275899 7209655 5022681 641122 4381559 34085 33447 638 362860 313175 49685 3229466 2099153 1130313 31981726 28783553 3198173 13235693 8249739 4984753 1201 4883830 4883830 Medical Supplies 83288379 83288379 Hospital Provider Tax 20435384 20435384 Repairs & Maintenance 6849375 5140320 1676752 32303 Purchased Services 6020440 5099811 920629 1552841 1121463 431378 426648757 392397047 33969953 281757 4083367 3281187 0 14931538 602 46605284 51580655 376474 340007 8166242 8891912 1257458 1004868 348581380 232039381 126865998 116541999 13000000 16078321 203338987 166541630 2006588 91883004 115264328 474857778 517182671 31633454 36255775 143825 147002 142188632 157593200 173965911 193995977 X 282884724 302179433 18007143 21007261 300891867 323186694 474857778 517182671 X 16722045 14513046 -8940264 X X 0 1 X 1 1 1 X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED 0 0 0 0 0 0 0 0 1 87515 87515 0 Part II-B, Line 1: Midstate Medical Center is a member of Connecticut Hospital Association (CHA). CHA engages in lobbying activities on behalf of all their members. Efforts mainly include lobbying activities that are directly related to communications with legislators or actions on specific legislative bills on healthcare matters. CHA allocates portion of its dues as lobbying expenses. The total amount of dues allocated for lobbying purpose in FY24 was $87,515. 31835639 3098000 34933639 30488639 1347000 31835639 31737639 -1158000 91000 30488639 24710639 7023000 -4000 31737639 22622639 2064000 24000 24710639 0.92000 0.02000 0.06000 0 1 1 1250000 1250000 177965581 94695676 83269905 73960 26106 47854 168748092 137317599 31430493 543747 543747 116541999 Investment in Endowment LLC 185353364 F Funds Held in Trust by Others 18456246 F Other Investments -470623 F 203338987 Due from Affiliates 56319618 Other Non Current Assets 48779636 Malpractice Insurance Claims 10131074 Security Deposits 34000 115264328 Long Term Debt - Intercompany 97672471 Other Liabilities 44680809 IBNR Malpractice Reserve 8356046 Hospital Provider Tax 5108846 Accrued Malpractice Claims 1775028 157593200 Part V, Line 4: Midstate Medical Center has adopted investment and spending policies for endowment assets that attempt to provide a predictable stream of funding to programs supported by its endowment while seeking to maintain purchasing power of the endowment assets. Midstate Medical Center's spending policy is that investment income and realized gains and losses associated with the endowments are appropriated for spending every year, and unrealized gains and losses are reinvested back in to the endowment as accumulated earnings. Endowment assets include those assets of donor-restricted funds as well as board designated funds that the Midstate Medical Center must hold in perpetuity or for donor-specific period(s). Midstate Medical Center's endowment consists of approximately 100 individual funds established for a variety of purposes. The endowment includes both donor-restricted endowment funds and funds designated by the Board of Directors to function as endowments. Net assets associated with endowment funds, including funds designated by the Board of Directors to function as endowments, are classified and reported based on the existence or absence of donor-imposed restrictions. The income generated by the funds are used mainly for capital purchases. 1 1 X 1 X 250.000000000000 1 X 550.000000000000 1 1 1 0 0 4700208 4700208 0.01100 79886722 53112988 26773734 0.06280 84586930 53112988 31473942 0.07380 1576084 1576084 0.00370 1116693 1116693 0.00260 1681193 1681193 0.00390 65434 65434 0.00020 4439404 4439404 0.01040 89026334 53112988 35913346 0.08420 26202 26202 0.00010 12016 150 11866 0.00000 38218 150 38068 0.00010 0 12533630 0 62349379 71554198 -9204819 X 1 1 1 1 Midstate Medical Center 435 Lewis Avenue Meriden CT 06451 midstatemedical.org 0070 X X Midstate Medical Center 1 0 0 1 X X X X X X X X X 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 550.000000000000 X X X X 1 1 X X X X X 1 X See Part V, Page 8 X See Part V, Page 8 X See Part V, Page 8 X X X X X X X 1 X 0 X X X X 1 X 0 0 Midstate Medical Center Part V, Section B, Line 5: The Community Health Needs Assessment is a systematic, data-driven approach to determining the health status, behaviors and needs of residents in Hartford HealthCare's service areas. The information garnered from the assessment may be used by Hartford HealthCare to inform decisions and guide efforts to improve community health and wellness. Hartford HealthCare operates in five Community Benefit regions; Central Region (The Hospital of Central Connecticut & Midstate Medical Center), East Region (William W. Backus Hospital, Natchaug Hospital & Windham Community Memorial 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.Midstate Medical Center worked closely with health service area collaboratives including local public health departments to complete its CHNA. At a minimum, local public health worked with Midstate Medical center to review hospital, state and local data and help define 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: the Hispanic Community Spanish Community of Wallingford (SCOW), also those served through the At Risk College & Career services for Meriden Public Schools.Where possible, the hospital aligned their process with assessments being conducted by local public health and other community agencies. Data from multiple sources were gathered and assessed, including secondary data published by others and primary data obtained through community input. Input from the community was received through key stakeholder interviews. Interviewees represented the broad interests of the community and included individuals with special knowledge of or expertise in public health as listed below:Center for Healthy AgingCommunity Health CenterConnecticut Alliance for Basic Human NeedsFoodShare/CT Food BankMeriden Health DepartmentNew Opportunities, Inc., of Greater MeridenSouthington - Cheshire Community YMCAs Spanish Community of WallingfordUnited Way of Central and Northeastern Connecticut United Way of Meriden and Wallingford Wallingford Health DepartmentWallingford LibraryWomen's Health Connecticut Midstate Medical Center Part V, Section B, Line 6a: For this Community Health Assessment, Midstate Medical Center collaborated with the following Hartford Healthcare hospitals: William W. Backus Hospital, Hartford Hospital, Charlotte Hungerford Hospital, The Hospital of Central Connecticut, Natchaug Hospital, and Windham Community Memorial Hospital. These facilities collaborated by gathering and assessing secondary data together, scheduling and conducting interviews together, and by relying on shared methodologies, report formats, and staff to manage the CHNA process. Midstate Medical Center and The Hospital of Central CT are in the Central Region of Hartford HealthCare, and therefore have the same Executive Leadership. This has provided continuity of focus on the community. Additionally, community relations/building collaborations have been regional as well.Part V, Section B, Line 7a:https://hartfordhealthcare.org/file%20library/chna/chna-midstate-medical-center-2022.pdf Midstate Medical Center 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 8, Line 10a:https://hartfordhealthcare.org/file%20library/chna/chip-2022-central.pdf Midstate Medical Center Part V, Section B, Line 11: The 2022 Community Health Needs Assessment ("CHNA") for MidState Medical Center, part of Hartford HealthCare's (HHC) Central Region, leveraged numerous sources of local, regional, state and national data along with input from community-based organizations and individuals to provide insight into the current health status, health-related behaviors and community health needs for the Hospital service area. In addition to assessing traditional health status indicators, the 2022 CHNA took a close look at social determinants of health (SDoH) such as poverty, housing, transportation, education, fresh food availability, and neighborhood safety and contains an "Equity Profile." As community health leaders, Central Region hospitals consider this Community Health Improvement Plan (CHIP) our call to action over the next three years to do our part to assure those we serve live long and healthy lives. Community partnerships will be a key ingredient to achieve success. These inter-sectoral relationships will assure effective and productive initiatives. The Central Region maintains robust relationships with community-based organizations, as well as the business community, government, faith communities, key groups and individuals, as well as collaborative networks and is always seeking ways to build additional relationships. 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. 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 2023-25 across all MidState Medical Center geography:*Enhance Community Behavioral Health Services*Promote Healthy Lifestyles and Behaviors/Address Chronic Disease*Improve Health Equity/Social Determinants of Health/Access to and Coordination of Care and ServicesPrioritized communities:- disadvantaged communities, people of color, and others who have historically lacked adequate access to services, black Indigenous People of Color (Bipoc) and Hispanic community. Enhance Community Behavioral Health Services*Community Care Team - Increased participation with community-based organizations under central region leadership to identify needs of those who have frequent visits to the emergency department and to link them to additional services. This focuses on increasing the consistent participation of community-based organizations. *Recovery Coaches Increased referrals of visitors received in our Emergency Department.*988 Suicide hotline - Promoted in conjunction with the health departments and other community-based organizations (pamphlets, magnets, social media blasts).*Expanded low barrier access for medical assisted treatment in the community with Rushford. The Ridge not only doubles the size of our program for people with substance use needs, it provides recovery care and support for residents in the eastern part of Connecticut and far beyond. *Mobile crisis availability - Expanded for ages 18 and over (Meriden/Wallingford).Promote Healthy Lifestyles and Behaviors/Address Chronic Disease*Screenings Increased the number of screening mammograms, breast ultrasounds and the number of patients screened for hereditary cancer risk through radiology.*"Taking Control of Cancer" This education session was cohosted with Masonicare and PACT featuring a panel of clinical experts providing advancements in cancer treatment, the importance of preventative screening, and benefits of a healthy lifestyle. *CPR Training- HHC EMS and Hunter's Ambulance provided demonstrations at HOCC and MidState for visitors, patients and colleagues on how CPR can be in a life or death situation. *Neighborhood Health - to address health education, screenings, referrals.Improve Health Equity/Social Determinants of Health/Access to and Coordination of Care and Services*Faith communities Collaborated to address health initiatives and social determinants of health.*Connections That Matter Shared resource through community health education newsletter and community engagement opportunities.*Racial justice initiatives addressing systemic racism with focus on social determinants of health.*Gun buyback HOCC Trauma Program, in partnership with the Meriden Police Department, held its first gun buyback to promote safety in the community. 60 guns were collected and turned over to the state police to be destroyed.*Refurbished ambulance donation Hunter's Ambulance donated a refurbished ambulance to Neighborhood Health. This allows them to bring services to the population of people unable to get health care and other resources. Additional decommissioned ambulances will be donated to Rushford and the University of New Haven for their EMT program.*Community Engagement Addressing community problems and issues requires a collaborative approach. We continue to focus on partnerships with community-based organizations (CBOs) within our Central Region towns. By working together, we can make a positive impact on our region. Initiatives include:- Leadership involvement in community organizations boards and committees. - Providing Sponsorships/Donations that align with our Community Health Improvement Plan (CHIP) initiatives.- System In-Kind Donations/Community Impact- City of Meriden- New Britain Opioid Taskforce- New Opportunities of Meriden- Spanish Community of Wallingford *Maternal Health- Bring attention to maternal health, including information on trauma informed care, introduction of doulas into the care experience, and adding valuable support to ensure a safe birth experience.- Developing resources and community education on maternal health warning signs and partnering with EMS to offer educational classes.*Partnering with FQHC - Creating a partnership with the Community Health Center of New Britain and Meriden. Local hospitals receiving OB patient referrals and developing opportunity for patient referrals in cardiology and pulmonology. Also communicating when CHC patients are seen in the EDs.*Behavioral Health - Partnering and collaborating with the Friendship Service Center in New Britain.*New Britain Hunger Action Team - Hosting monthly meetings July through December at HOCC. Behavioral Health Network becoming involved with the work being done in the community. *Public Safety - Supporting the community with additional safety at community events. *Radiology - Offering mammograms and screenings to those in the community. For example, collaborated with the City of Meriden offering employees to come to MidState to receive mammograms.*Heart & Vascular - Pinot and Prevention, community education event and fundraise for Women's Heart Health. This past year funded free blood pressure cuffs for patients in the Post Partum Hypertension Program. All needs identified in the CHNA are crrently being addressed. Midstate Medical Center Part V, Section B, Line 13h: Family eligibility criteria for Financial Assistance also include family size, employment status, financial obligations, and amount and frequency of health care expenses. Midstate Medical Center Part V, Section B, Line 15e: In addition, patient may ask nurse, physician, chaplain, or staff member from Patient Registration, Patient Financial Services, Case Coordination, or Social Services about initiating the Financial Assistance Application process.Part V, Section B, Line 16a, FAP website:https://midstatemedical.org/patients-visitors/financial-assistancePart V,Section B, Line 16b, FAP Application website:https://midstatemedical.org/patients-visitors/financial-assistancePart V,Section B, Line 16c, FAP Plain Language Summary website:https://midstatemedical.org/patients-visitors/financial-assistance Midstate Medical Center Part V, Section B, Line 16j: Patients are informed directly by staff of the availability of the Financial Assistance Policy. 3 1 - Mediquick-Midstate Medical Center 61 Pomeroy Avenue Meriden CT 06450 Urgent Care Center 2 - Meriden Imaging Center Inc 101 N Plains Industrial Road Wallingford CT 06492 Imaging Center 3 - Wallingford Endoscopy Center LLC 863 N Main Street Wallingford CT 06492 Endoscopy Services Part I, Line 3c: Midstate Medical Center used the Federal Poverty Guidelines to determine eligibility. In addition, the hospital takes into consideration, medical indigency, insurance status, underinsurance status, and other family eligibility criteria such as family size, employment and financial obligations.Part I, Line 6a:Although the Organization does not prepare a formal Community Benefit Report, quarterly reports are submitted to The Connecticut Hospital Association and Form 990 is submitted to the Connecticut Office of Health Care Strategy (OHS) annually. Part I, Line 7: The organization utilized an overall cost to charge ratio (RCC), developed from the Medicare Cost Report. Total expense was adjusted for: Medicaid provider taxes, directly identified community benefit expense and community building expenses. This cost to charge ratio was used to calculate costs for Part I lines 7a, b, & g. The costs associated with the activities reported on Part I, Line 7e were captured using actual time multiplied by an average salary rate. The costs associated with Line 7h, were the actual costs reported in the organization's general ledger less any industry funded studies. These costs were removed from the calculations above to avoid duplication. Costs reported in Part III, Section B6, were calculated from the Medicare cost report and reduced for Medicare costs previously reported on Part I Lines 7f and g. Part I, Line 7g: No physician clinic costs were included in the subsidized Health Services cost calculations. Part II, Community Building Activities: MidState Medical Center coordinates with various organizations to performcommunity building activities that addresses issues related to SocialDeterminants of Health, and as such, the hospital interacts with thecommunity to address these needs and facilitates appropriate responses.The total expenditure for FY24 is $37,613. Part III, Line 2: The Hospital has established estimates based on information presently available of amounts due to or from Medicare, Medicaid, and third-party payers for adjustments to current and prior year payment rates, based on industry-wide and Hospital specific data. Such amounts are included in the accompanying consolidated balance sheets. Part III, Line 3: 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 as charity care prior to being sent to bad debt. Therefore, any bad debt expense that could be attributable to charity care at the end of FY 2023 is immaterial. Part III, Line 4: Please see the text of the footnote that describes bad debt expense beginning on pages 24 of the Audited Financial Statement. The Footnote is also applicable to Part III, Line 2. Part III, Line 8: Cost Reports were used to report Medicare allowable costs. Medicare defines allowable costs as those appropriate and helpful in developing and maintaining the operation of patient care facilities and activities. It specifically excludes certain costs that are not directly related to patient care. The hospital incurs additional expense related to the provision of care to Medicare patients that Medicare has deemed non-allowable. This additional expense includes costs of physician services (emergency on-call fees, Hospitalist Programs, recruitment, etc.), advertising costs, cafeteria costs for meals sold to visitors, etc. The Hospital attempts to collect coinsurance and deductibles from Medicare beneficiaries. To the extent collection efforts are unsuccessful; Medicare reimburses the hospital at 65% of unpaid amounts. The table reconciles the shortfall or surplus from Line 7 to the actual surplus or shortfall. The additional costs were allocated to Medicare based upon Medicare's percentage of total allowable costs. The unpaid coinsurance/deductibles were estimated using historical collection results. Any shortfall amounts have not been treated as Community Benefits. Part III, Line 9b: Midstate Medical Center has adopted the Financial Assistance Policy of its Parent Company, Hartford HealthCare Corporation. The following is included in the Financial Assistance Policy: Patients who are deemed ineligible for financial assistance or who receive a partial discount and do not pay their bills may be subject to the following Extraordinary Collection Action (ECAs):*Wage Garnishments*Liens on primary and secondary residences, bank or investment accounts, or other assets*Legal actions and reporting the matter to one or more credit rating agencies*Other ECAs not listed aboveIf an individual has not submitted an application within the first 120 days from the date on which Hartford HealthCare first issues its first, post-discharge billing statement, then Hartford HealthCare may begin engaging in the ECAs described above.ECAs may begin after the first 120 days from the date on which Hartford HealthCare issues its first, post-discharge billing statement. If the patient applies for assistance within 240 days from the first notification of the self-pay balance, and is granted assistance, Hartford HealthCare will take all reasonable available measures to remove any collection actions such as negative reporting to a credit bureau or liens that have been filed.Before Hartford HealthCare initiates any collection actions, it will issue a written notice to the last known address of record for the patient (or his/her family) that describes the specific collection activities it intends to initiate (or resume), provides a deadline after which such action(s) will be initiated (or resumed), and includes a plain language summary of this Policy. ECAs can begin no sooner than 30 days from the date written notice is transmitted. Patients who are ineligible for financial assistance, or qualify for partial financial assistance and who are cooperating in good faith to resolve the outstanding accounts, may be offered extended payment plans. No further collection action will be taken as long as the patient continues to meet the terms of the payment plan. Part VI, Line 2: The Hartford HealthCare Community Health Needs Assessment (CHNA) serves as a component in the overall efforts to improve community health and health equity in each of the seven-hospital service areas. It is a process that provides a means of identifying and collecting community data while engaging community members in both the data collection and the prioritization of collaborative efforts for improving the well-being of the area. The ultimate purpose of the HHC CHNA is to improve community health and to do so in an effective and efficient way. The supporting objectives are to do the following: 1. Enhance Community Engagement and Better Incorporate the Consumer's Voice - CHNA/CHIP process leads to continuous and trusting feedback loops with diverse populations and enhances our methods for on-going engagement with the communities we serve. 2. Grow and Sustain our Community-based Partnerships - CHNA/CHIP process leads to more formalized partnerships with regional and community organizations and collaborations, and more meaningful relationships with key community opinion leaders. 3. Align Community Health with our 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: Midstate Medical Center provides information about its Financial Assistance Policy as follows: (1) Provides signage, brochures and/or a written plain language summary describing the policy along with financial assistance contact information in the emergency department, labor and delivery areas, discharge paperwork, other patient registration/admission areas, as well as in billing and collection communication.(2) Makes paper copies of the policy, financial assistance application, and plain language summary of the policy available upon request and without charge, by mail.(3) Posts the policy, plain language summary and financial assistance application on the website with clear linkage to such documents on the Hartford HealthCare and each affiliated hospital's home page.(4) Educates all admission and registration personnel, financial counselors, billing and collection specialists and social workers regarding the policy so that they can serve as an informational resource to patients.(5) Includes the tag line "Please ask about our Financial Assistance Policy" in applicable Hartford HealthCare written publications. Part VI, Line 4: Midstate Medical Center (Midstate) is located in Meriden, Connecticut. Midstate has specialties in neuroscience, cancer, cardiology and vascular, urology, and behavioral health. Midstate also provides services in physical rehabilitation and homecare including The Connecticut Orthopaedic Institute. Midstate's staff has clinical expertise in emergency care, urgent care, general and robotic surgery, emergency medicine, weight management, wound and hyperbarics, labor and delivery, maternal fetal medicine, sleep care, digestive health, and pain management. For more information, please visit www.Midstatemedical.org.Midstate Medical Center 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 Midstate Medical Center Service Area is a region of 177,480 residents, 30 percent of whom are people of color. The regions population has decreased by 0.48 percent since 2010. The composite snapshot indicates: * Of the regions 71,590 households, 72 percent are homeowner households. * Twenty-seven percent of the Midstate Medical Center HSAs households are cost-burdened, meaning they spend at least 30 percent of their total income on housing costs. * Among the regions adults ages 25 and up, 35 percent have earned a bachelors degree or higher. * The Midstate Medical Center HSA is home to 84,804 jobs, with the largest share in the Health Care and Social Assistance sector. * The median household income in the Midstate Medical Center HSA is $81,453. * The Midstate Medical Center HSAs average life expectancy is 80.3 years. * Fifty-eight percent of adults in the Midstate Medical Center HSA say they are in excellent or very good health. * In 2020, 60 people in the Midstate Medical Center HSA died of drug overdoses. * Eighty-one percent of adults in the Midstate Medical Center HSA are satisfied with their area, and 50 percent say their local government is responsive to residents needs. * Fifty-two percent of adults in the Midstate Medical Center HSA report having stores, banks, and other locations in walking distance of their home, and 69 percent say there are safe sidewalks and crosswalks in their neighborhood. Part VI, Line 5: The mission of Midstate Medical Center is to improve the health and healing of the people and communities we serve. Midstate is committed and focused on efforts to promote health and wellness.A Regional Board governs The Hospital of Central Connecticut, Midstate Medical Center and Rushford Center Inc. The Board is responsible for maintaining outstanding quality services and credentials its medical staff. The majority of Hospital's governing board is comprised of persons who either reside or work in its primary service area, and they are neither employees nor contractors of the Hospital.Midstate Medical Center extends medical staff privileges to all qualified physicians in its community. The Hospital/Medical Center has partnered with the Community Health Center to provide health services to the underserved in the community. In addition, Midstate Medical Center participates in Community Vision to improve community health and well-being.Midstate Medical Center has contracted to use the services of an organization to assist its patients in determining eligibility and applying for state and federal means tested programs such as Medicare and Medicaid, as well as for the Midstate Medical Center Financial Assistance Program. Additionally, the Midstate Emergency Department and satellite MediQuick Urgent Care facilities provide medical care regardless of patients' ability to pay for services. In towns across Central Connecticut, Midstate Medical Center is committed and focused on efforts to promote health and wellness in the communities the Hospital serves. Each year, Midstate Medical Center makes a concerted effort to go above and beyond its call to the community. Our physicians, nurses, and staff reach out to thousands of individuals every year through health-related programs and special events. Additionally, Midstate Medical Center has partnered with various community organizations to improve the quality of life of its residents. These include key opinion leaders, faith communities, business leaders, government officals, and a variety of social service organizations. Senior Emergency Care ServicesIn May 2013, with an eye on the health needs of our aging population, Midstate Medical Center began offering a newer, innovative approach to caring for seniors in its Emergency Department. When a patient 65+ comes to our Emergency Department, they are not just treated for the ailment that brought them to the hospital. A multi disciplinary team also performs a special assessment to guage the patient's status and whether they may have medication issues, be a fall risk or suffer from ailments like dementia and depression. The hope is to identify follow up care before the condition worsens. When patients leave our Emergency Department, we make sure they are transitioning home or to another care setting smoothly by developing individualized care plans following discharge, making follow up appointments. Part VI, Line 6: Hartford Healthcare Corporation (HHC) is organized as a support organization to govern, manage and provide support services to its affiliates. HHC, through its affiliates including Midstate Medical Center, strives to improve health using the "Triple Aim" model: improving quality and experience of care; improving health of the population (population health) and reducing costs. HHC and its affiliates, including all supporting organizations, develop and implement programs to improve the future of health care in our Central New England region. This includes initiatives to improve the quality and accessibility of health care; create efficiency on both our internal operations and the utilization of health care; and provide patients with the most technically advanced and compassionate coordinated care. In addition, HHC continues to take important steps toward achieving its vision of being "nationally respected for excellence in patient care and most trusted for personalized, coordinated care".The affiliation with HHC creates a strong, integrated health care delivery system with a full continuum of care across a broader geographic area. This allows small communities easy and expedient access to the more extensive and specialized services that the larger hospitals are able to offer. This includes continuing education of health care professionals at all the affiliated institutions through the Center of Education, Simulation and Innovation located at Hartford Hospital. The affiliation further enhances the affiliates' abilities to support their missions, identity, and respective community roles. This is achieved through integrated planning and communication to meet the changing needs of the region. This includes responsible decision making and appropriate sharing of services, resources and technologies, as well as cost containment strategies. Part VI, Line 7, Reports Filed With States CT 1 Southington-Cheshire Community YMCA's 29 High Street Southington CT 06489 060646905 501c (3) 14250 0 FMV To support the organizations dedication to Youth Development, Healthy Living and Social Resposibility through programs that build healthy spirit, mind and body for all. Meriden Senior Center div of City of Meriden Dep of Health and Human Ser 22 West Main Street Meriden CT 06451 066001893 501c (3) 8000 0 FMV To support Mental Health Event Spanish Community of Wallingford 284 Washington Street Wallingford CT 06492 061076188 501c (3) 8000 0 FMV To support the Spanish Community of Wallingford Teall Properties Group LLC PO BOX 31384 Charlotte NC 28231 832060347 15000 0 FMV To support sponsorship of the CIAC 3 1 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 Gary Havican Director/President (Thru 02/2024) 0 506428 0 253055 0 4085 0 97862 0 38950 0 900380 0 0 Manjunath Ramaiah MD Hospitalist 620870 0 42878 0 361 0 23100 0 757 0 687966 0 0 0 Jeffrey Finkelstein MD Dir./Interim President (Thru 08/24) 0 450909 0 150781 0 6795 0 23100 0 48047 0 679632 0 0 Timothy Pratt MD Hospitalist 494698 0 86800 0 552 0 23100 0 10787 0 615937 0 0 0 Rockman Ferrigno MD Interim VP, Medical Affairs 0 488839 0 47803 0 489 0 23100 0 27427 0 587658 0 0 Andrew Metzger MD Medical Director 392821 0 121500 0 1032 0 23100 0 38950 0 577403 0 0 0 Leslie Muska MD Physician Assistant PDm 437234 0 17400 0 3282 0 23100 0 21699 0 502715 0 0 0 Katherine Stettmeier MD Hospitalist 390507 0 53918 0 52 0 23100 0 6848 0 474425 0 0 0 Sean Curtin Former Officer 0 279663 0 96780 0 645 0 23100 0 40244 0 440432 0 0 Janette Edwards VP, Operations 0 243013 0 86699 0 566 0 23100 0 44145 0 397523 0 0 Karen Fasano VP, Patient Care 0 256183 0 84462 0 1269 0 23100 0 4281 0 369295 0 0 Elizabeth Ciotti Former Officer 0 227636 0 76685 0 3273 0 21078 0 11326 0 339998 0 0 Doris Poma VP, Human Resources 0 186220 0 65500 0 546 0 0 0 15857 0 268123 0 0 Part I, Line 3 The Independent Executive Compensation Committee (Committee) of the Board of Directors of Hartford HealthCare on behalf of Midstate Medical Center hires an outside consultant, Human Resources and Compensation Consulting Practice of Gallagher, to determine best practices in governing executive compensation. Please refer to compensation narrative reported on Schedule O. Part I, Line 4b Hartford Healthcare Corporation, a related organization, maintains a 457(f) Supplemental Executive Retirement Plan (SERP). Participants include certain officers and key employees at the President & CEO, Executive Vice President and Senior Vice President levels that are reported by Midstate Medical Center on its Form 990, Part VII. Contributions are made by Hartford HealthCare Corporation to the plan based on a percentage of the participant's compensation. Participants vest in 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. 2023 SERP Accrual was made on behalf of the following individual: Gary Havican $74,762 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 4 On December 14, 2023, the Board of Directors of Midstate Medical Center (the "Corporation") approved an amendment and restatement of the Corporation's Certificate of Incorporation, (the "Amended and Restated Certificate"). The Amended and Restated Certificate includes an amendment to Section 10 regarding indemnification. 1. Section 10 regarding indemnification has been updated to include that the Corporation may provide resolution unless indemnification is otherwise mandated as set forth in the Bylaws. Form 990, Part VI, Section A, line 6 Midstate Medical Center is organized as a non-stock not for profit entity. Hartford HealthCare Corporation is the sole member. Form 990, Part VI, Section A, line 7a The sole member of the Organization has the authority to approve/remove members of the governing board. Form 990, Part VI, Section A, line 7b The sole member of the Organization has the right to review, approve, disapprove or deny fundamental transactions such as mergers, acquisitions, dissolutions, etc. Form 990, Part VI, Section B, line 11b The Form 990 was prepared by Hartford HealthCare's Tax Department. It was then forwarded to the Management for review. The final form was provided to the entire Board prior to submission to the Internal Revenue Services (IRS). Once the entire review process was completed, the Form was signed by authorized signer and then filed with the IRS. Form 990, Part VI, Section B, line 12c The hospital's board has adopted the policy of the member, Hartford HealthCare Corporation (HHC). HHC's Conflict of Interest Policy (Policy) requires all covered individuals, including board members and officers, to provide a disclosure of relationships that create or have the appearance of creating a conflict of interest or commitment. The Policy requires updates if changes in circumstances arise during the year that either (a) create a new potential conflict of interest or commitment or (b) change or eliminate a conflict of interest or commitment previously disclosed. Conflict of interest disclosure statements are maintained by the HHC Office of Compliance and Integrity (OCI). Employee and physician disclosures are reviewed by OCI in collaboration with the Covered Individuals' supervisor, when deemed appropriate, to determine if there is a potential conflict. Conflict mitigation plans are developed by OCI. Other individuals who may review potential conflicts of interest and approve conflict management plans include: the SVP/EVP of the department/area in which the individual works, the Institute Physician-In-Chief, the Medical Group Physician-In-Chief, the Regional Vice President of Medical Affairs, and/or the HHC Legal Department. Board member disclosures are reported to the HHC Nominating and Governance Committee for determinations of conflicts and the management of them, where applicable. Form 990, Part VI, Section B, line 15 The Independent Executive Compensation Committee (Committee) of the Board of Directors of Hartford HealthCare on behalf of Midstate Medical Center, hires an outside consultant, Human Resources and Compensation Consulting Practice of Gallagher, to determine best practices in governing executive compensation. The following steps were taken: - The use of an Independent Executive Compensation Committee (Committee) of the Board of Directors of Hartford HealthCare, on behalf of Midstate Medical Center, established and regularly reviews Executive Compensation Philosophy; - The Committee regularly reviews scope and depth of positions taking into account complexity and the financial impact and accountability of all "disqualified persons; - National peer groups are selected for comparative purposes based on organizational size, operating revenue, geography and other relevant factors; - Analysis of current total compensation versus market is performed by independent third party compensation consulting firm and is then reviewed by the committee; - Recommendations are made based on market data analysis to ensure appropriate competitive positioning within parameters of compensation philosophy; - The President & CEO compensation is reviewed by the Committee and is based on comparative market information and organizational performance; - All changes are reviewed and approved by the Executive Compensation Committee; The compensation determination process for the President & CEO is reviewed on an annual basis. All other executive compensation is regularly reviewed for scope and depth of positions taking into account complexity and the financial impact and accountability. Form 990, Part VI, Section C, line 18 The Hospital's Form 990, 990T and form 1023 and its attachments are available upon request. Form 990, Part VI, Section C, line 19 The Hospital's Financial Statements, Governing Documents and the Conflict of Interest Policy are available for inspection upon request at the Hospital's address. Form 990, Part IX, line 11g Medical Professional Fees: Program service expenses 74,181,938. Management and general expenses 0. Fundraising expenses 0. Total expenses 74,181,938. Form 990, Part XI, line 9: Transfer to Affiliated Entity 223,020. Change in Pension and Post-Retirement Funding Obligation -9,163,284. Form 990, Part XII, Line 3b Althrough Midstate Medical Center was not required to undergo A-133 Federal Audit, the results were included in a consolidated A-133 audit performed at the parent level Hartford HealthCare Corporation. Backus HealthCare Inc 326 Washington Street Norwich CT 06360 222481794 Supporting Organization CT 501(c)(3) 12 (a) Hartford HealthCare Corporation 1 Connecticut Health System Inc 80 Seymour Street Hartford CT 06102 222779421 Coordination of Health Care Delivery CT 501(c)(3) 12 (c) Hartford HealthCare Corporation 1 Hartford HealthCare ACO Inc 1290 Silas Deane Hwy 2nd Floor Wethersfield CT 06109 460886367 Government Contracts CT 501(c)(3) 7 Hartford HealthCare Medical Group Inc 1 Hartford HealthCare at Home Inc 1290 Silas Deane Hwy Suite 4B Wethersfield CT 06109 060646938 Home Healthcare CT 501(c)(3) 10 Hartford HealthCare Corporation 1 Hartford HealthCare Corporation 100 Pearl Street Hartford CT 06103 222672834 Support & Management Svcs. 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501(c)(3) 3 Hartford HealthCare Corporation 1 Hartford Hospital Auxiliary co Hartford Hospital 80 Seymour Street Hartford CT 06102 066040747 Fundraising CT 501(c)(3) 10 Hartford Hospital 1 Midstate Medical Center Auxiliary 435 Lewis Avenue Meriden CT 06451 066063082 Fundraising CT 501(c)(3) 12 (a) Midstate Medical Center 1 Mulberry Gardens of Southington LLC 58 Mulberry Street Plantsville CT 06479 820586577 Assisted Living & Adult Day Care Facility CT 501(c)(3) 10 Hartford HealthCare Senior Services Inc 1 Natchaug Hospital Inc 189 Storrs Road Mansfield Center CT 06226 060966963 Behavioral Health CT 501(c)(3) 3 Hartford HealthCare Corporation 1 Rushford Center Inc 883 Paddock Avenue Meriden CT 06450 060932875 Substance Abuse Healthcare Services CT 501(c)(3) 7 Hartford HealthCare Corporation 1 Rushford Foundation Inc 883 Paddock Avenue Meriden CT 06450 061432692 Supporting Organization CT 501(c)(3) 12 (a) Rushford Center Inc 1 St Vincent's Development Inc 95 Merritt Boulevard Trumbull CT 06611 222554128 Holding Company CT 501(c)(25) St Vincent's Health Services Corp 1 St Vincent's Health Services Corp 2800 Main Street Bridgeport CT 06606 222558134 Supporting Organization CT 501(c)(3) 12 (a) SVMC Holdings Inc dba St Vincent's Medical Center 1 St Vincent's Multispecialty Group Inc 2800 Main Street Bridgeport CT 06606 800458769 Healthcare Services CT 501(c)(3) 12 (a) SVMC Holdings Inc dba St Vincent's Medical Center 1 St Vincent's Medical Center Foundation Inc 2800 Main Street Bridgeport CT 06606 222558132 Fundraising CT 501(c)(3) 7 SVMC Holdings Inc dba St Vincent's Medical Center 1 St Vincent's Special Needs Center Inc 95 Merritt Boulevard Trumbull CT 06611 060702617 Residential Services for Handicapped CT 501(c)(3) 10 St Vincent's Health Services Corp 1 SVMC Holdings Inc dba St Vincent's Medical Center 2800 Main Street Bridgeport CT 06606 832550272 Hospital CT 501(c)(3) 3 Hartford HealthCare Corporation 1 The Charlotte Hungerford Hospital 540 Litchfield Street PO Box 988 Torrington CT 06790 060646678 Healthcare Services CT 501(c)(3) 3 Hartford HealthCare Corporation 1 The Hospital of Central CT and Bradley Memorial 100 Grand Street New Britian CT 06052 060646768 Healthcare Services CT 501(c)(3) 3 Hartford HealthCare Corporation 1 The Orchards of Southington 34 Hobart Street Southington CT 06489 061490803 Residential Services for Senior Citizens CT 501(c)(3) 10 Hartford HealthCare Senior Services Inc 1 The William W Backus Hospital 326 Washington Street Norwich CT 06360 060250773 Hospital CT 501(c)(3) 3 Hartford HealthCare Corporation 1 Windham Community Memorial Hospital 112 Mansfield Avenue Willimantic CT 06226 060646966 Healthcare Services CT 501(c)(3) 3 Hartford HealthCare Corporation 1 Windham Hospital Foundation Inc 112 Mansfield Avenue Willimantic CT 06226 562546632 Supporting Organization CT 501(c)(3) 12 (a) Windham Community Memorial Hospital 1 Advanced Medical Imaging of NW CT LLC 57 Commercial Blvd Torrington CT 06790 061594854 Magnetic Resonance Imaging CT N/A 0 0 Ambulance Service of Manchester LLC PO Box 300 Manchester CT 06450 061557358 Ambulatory Service CT N/A 0 0 Central Connecticut Endoscopy Center 440 New Britain Avenue Plainville CT 06062 141855010 Endoscopy Svcs CT N/A 0 0 Connecticut Imaging Partners LLC 1500 Concord Terrace Sunrise FL 33323 134298940 Imaging Services CT N/A 0 0 Connecticut Orthopaedic Surgery Center LLC 100 Avon Meadow Lane Avon CT 06001 832570191 Surgery Svcs CT Midstate Medical Center Related 1676563 802633 0 0 0.51000 Connecticut Proton Therapy Center LLC 789 Howard Ave Suite CB 230 New Haven CT 06519 871371777 Proton Therapy Services CT N/A 0 0 Constitution Surgery Center East LLC 174 Cross Road Waterford CT 06385 061574704 Surgery Svcs CT N/A 0 0 CT GI Endoscopy Center LLC ( Bloomfield) 4 Northwestern Drive Bloomfield CT 06002 061573358 GI Services CT N/A 0 0 Glastonbury Endoscopy Center LLC 300 Western Blvd Suite B Glastonbury CT 06033 261721234 Endoscopy Svcs CT N/A 0 0 Glastonbury 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Inc 450 West Main Street Meriden CT 06451 060789464 Ambulance Services CT N/A S 1 Meriden Imaging Center Inc 101 North Plains Industrial Road Meriden CT 06429 061541468 Imaging CT N/A S 1 Metro Wheelchair Service Inc PO Box 300 Manchester CT 06045 060878432 Wheelchair Services CT N/A C 1 The Cancer Care Fund Of The Litchfield Hills Inc 200 Kennedy Drive Torrington CT 06790 510474072 Cancer Care Fund CT N/A C 1 Windham Professional Office Condo Assoc 112 Mansfield Avenue Willimantic CT 06226 061090041 Condo Association CT N/A C 1 1 0 1 0 0 0 0 0 0 0 0 0 1 0 1 1 1 1 1 Hartford HealthCare at Home O 528564 FMV Hartford Hospital M 2053613 FMV Hartford Hospital O 84264 FMV Hartford Hospital P 2723897 FMV Hartford Hospital S 543641 FMV Hartford Hospital Q 357900 FMV HHCMG Specialists A 715409 FMV HHCMG Specialists O 993112 FMV HHCMG Specialists P 318800 FMV Hospital - Central Connecticut A 232807 FMV Hospital - Central Connecticut O 953087 FMV Hospital - Central Connecticut P 108532 FMV Hospital - Central Connecticut S 274962 FMV Hospital - Central Connecticut Q 397581 FMV Southington Care Center Q 56630 FMV HHC Medical Group Inc A 163720 FMV HHC Medical Group Inc R 1462043 FMV HHC Medical Group Inc S 22426265 FMV The William Backus Hospital O 67452 FMV The William Backus Hospital R 61763 FMV Neighborhood Health Inc R 256348 FMV Hunters Ambulance P 107662 FMV Rushford Center Inc M 335386 FMV Charlotte Hungerford Hospital P 103547 FMV Midstate Medical Center Auxiliry C 62500 FMV