| PART I, LINE 7B |
UNRELATED BUSINESS TAXABLE INCOME FROM FORM 990-T THE AMOUNT REPORTED ON PART I, LINE 7B INCLUDES CERTAIN FRINGE BENEFIT EXPENSES SUBJECT TO UNRELATED BUSINESS TAXABLE INCOME UNDER IRC SECTION 512(A)(7) AMOUNTS THAT ARE NOT CLASSIFIED AS REVENUE AND, THEREFORE, NOT REPORTED AS SUCH ON FORM 990, PART VIII. |
| FORM 990, PART III, LINE 4A |
YALE NEW HAVEN HEALTH SERVICES CORPORATION, THE PARENT OF THE INTEGRATED HEALTHCARE DELIVERY SYSTEM KNOWN AS YALE NEW HAVEN HEALTH SYSTEM (YNHHS, YALE NEW HAVEN HEALTH OR THE SYSTEM), CONSISTS OF FIVE DELIVERY NETWORKS; BRIDGEPORT, GREENWICH, NEW LONDON/WESTERLY, NEW HAVEN AND NORTHEAST MEDICAL GROUP. THE SYSTEM CONTINUED TO EXPAND ACCESS TO HEALTHCARE SERVICES ACROSS A BROAD GEOGRAPHIC REGION WHILE IMPROVING THE VALUE OF CARE THROUGH SAFETY, QUALITY AND OPERATIONAL INITIATIVES. YNHHS CONTINUED TO TREAT MANY OF CONNECTICUT'S MOST ACUTE PATIENTS, SEEING AN INCREASE IN OVERALL CASE MIX INDEX AND LONGER LENGTH OF STAY, WHICH CREATED CAPACITY ISSUES AT BRIDGEPORT AND YALE NEW HAVEN HOSPITALS. ADDRESSING THE ISSUE, THE SYSTEM CREATED THE INNOVATIVE CAPACITY COORDINATION CENTER TO MANAGE PATIENT FLOW AND CAPACITY USING REAL-TIME DATA AND PREDICTIVE ANALYTICS MAKING IT A MODEL FOR ORGANIZATIONS AROUND THE WORLD. THE Y ACCESS TRANSFER SERVICE, WHICH COORDINATES PATIENT TRANSFERS FROM OTHER HEALTHCARE FACILITIES, EXPERIENCED A 5 PERCENT INCREASE. SKYHEALTH, THE SYSTEM'S CRITICAL CARE AIR TRANSPORT SERVICE, INCREASED TRANSFER FLIGHTS BY 37 PERCENT. SEVERAL CLINICAL PROGRAMS EXPANDED DURING THE YEAR WITH SYSTEM SUPPORT. NORTHEAST MEDICAL GROUP (NEMG) OPENED THE WESTPORT MULTISPECIALTY CENTER FEATURING PRIMARY CARE, CARDIOLOGY, GASTROENTEROLOGY AND ENDOCRINOLOGY IN WESTPORT, CT. NEMG AND GREENWICH HOSPITAL OPENED A NEW MULTISPECIALTY CENTER IN RYE BROOK, NY, OFFERING PRIMARY AND SPECIALTY CARE, PEDIATRICS, WALK IN SERVICES, X-RAY AND BLOOD DRAW. LAWRENCE + MEMORIAL HOSPITAL ADDED AN ISCHEMIC LIMB SALVAGE PROGRAM, NEUROSURGERY, PULMONOLOGY AND UROLOGY SERVICES. WORKING WITH DAY KIMBALL HOSPITAL, A YNHHS COMMUNITY PARTNER, YNHHS EXPANDED CLINICAL SERVICES TO THE PUTNAM AREA, INCLUDING ONCOLOGY AND TELE-ICU. YNHHS AND GREENWICH HOSPITAL ANNOUNCED AN INVESTMENT OF $160 MILLION TO EXPAND CLINICAL SERVICES AND AMBULATORY CENTERS IN LOWER FAIRFIELD AND WESTCHESTER COUNTIES TO INCREASE THE COMMUNITY'S ACCESS TO PRIMARY CARE PHYSICIANS AND SURGICAL SUBSPECIALISTS. YNHHS AND YALE MEDICINE PARTNERED WITH SILVER HILL HOSPITAL IN NEW CANAAN TO LAUNCH A TREATMENT PROGRAM FOR HIGH LEVEL EXECUTIVES AND PROFESSIONALS WITH MENTAL HEALTH OR SUBSTANCE USE PROBLEMS. AS COMMUNITY HOSPITALS SOUGHT REMOTE ACCESS TO SPECIALTY AND CONSULTATIVE SERVICES, YNHHS FURTHER DEVELOPED ITS TELEMEDICINE CAPABILITIES. TELE-ICU, TELE-STROKE, AND TELE-CONSULT SERVICES EXPANDED IN A COLLABORATIVE PROGRAM BETWEEN YNHHS AND YALE MEDICINE. YNHHS CONTINUED ITS WORK TO SAFEGUARD PATIENT SAFETY AND QUALITY OF CARE. THE NUMBER OF SERIOUS SAFETY EVENTS DROPPED 80 PERCENT ACROSS THE HEALTH SYSTEM SINCE HIGH RELIABILITY TRAINING MEASURES WERE INTRODUCED IN 2014. BRIDGEPORT, LAWRENCE + MEMORIAL, WESTERLY AND YALE NEW HAVEN HOSPITALS SAW SIGNIFICANT REDUCTIONS IN ACUTE MYOCARDIAL INFARCTION READMISSIONS WHILE GREENWICH HOSPITAL LOWERED PNEUMONIA READMISSIONS. CLINICAL REDESIGN EFFORTS CONTINUED TO IMPACT CHANGE AND STANDARDIZATION TO IMPROVE PATIENT CARE AND REDUCE EXPENSES. CLINICAL STAFF CREATED A SYSTEMWIDE OPIOID STANDARD OF PRACTICE THAT SIGNIFICANTLY DECREASED OPIOID UTILIZATION. AT YALE NEW HAVEN HOSPITAL, A TEAM DESIGNED AND DEPLOYED AN OUTPATIENT PARENTERAL ANTIBIOTIC THERAPY PROGRAM THAT REDUCED USE OF SKILLED NURSING FACILITIES AND DEPENDENCY ON HOME CARE. BRIDGEPORT HOSPITAL DEPLOYED A BEHAVIORAL INTERVENTION TEAM TO PROVIDE EARLY DETECTION OF AND INTERVENTION OF PATIENTS WITH PSYCHIATRIC DIAGNOSES TO DECREASE LENGTH OF STAY. BUILDING A FOUNDATION FOR CLINICAL INTEGRATION AND POPULATION HEALTH, YNHHS FOSTERED COLLABORATION AMONG NEMG, YALE MEDICINE AND COMMUNITY MEDICAL GROUP TO DEVELOP CLINICAL PRACTICE GUIDELINES FOR PULMONARY DISEASE, PEDIATRICS AND PREVENTIVE CARE. IN SUPPORT OF DEVELOPING COMPREHENSIVE CARE MODELS FOR THE MEDICAID POPULATION SERVED BY YNHHS, THE SYSTEM EXPANDED ITS PARTICIPATION IN YEAR 2 OF THE PATIENT CENTERED MEDICAL HOME PLUS (PCMH+) MEDICAID SHARED SAVINGS PROGRAM TO INCLUDE NORTHEAST MEDICAL GROUP, YALE MEDICINE AND THE BRIDGEPORT HOSPITAL PRIMARY CARE CENTER. EFFORTS FOCUSED ON EXPANDING THE SCREENING AND NAVIGATION FOR SOCIAL HEALTH DETERMINANTS FOR MEDICAID PATIENTS. YNHHS CONTINUED IMPLEMENTATION OF CENTERS FOR MEDICARE AND MEDICAID INNOVATION (CMMI) ACCOUNTABLE HEALTH COMMUNITIES (AHC) PROGRAM, AND EXPANDED THE USE OF THE HEALTH LEADS PROGRAM TO NORTHEAST MEDICAL GROUP PRACTICES PARTICIPATING IN PCMH+. IN ITS SECOND YEAR, THE ONCOLOGY CARE MODEL (OCM) INITIATIVE, A VALUE-BASED PROGRAM FOR MEDICARE PATIENTS UNDERGOING CHEMOTHERAPY, YNHHS ACHIEVED SIGNIFICANT RESULTS ON SEVERAL CRITICAL METRICS. AS PART OF THE PROGRAM, YNHHS IMPLEMENTED SEVERAL TARGETED INITIATIVES, INCLUDING IMPROVED CARE MANAGEMENT ACROSS THE CONTINUUM, INCREASED ACCESS TO SPECIALIZED ONCOLOGY URGENT CARE SERVICES AND ENHANCED ACCESS TO HOSPICE AND PALLIATIVE CARE. AFTER AN 18-MONTH ACCREDITATION PROCESS, OUTPATIENT PHARMACY SERVICES AT YNHHS EARNED FULL ACCREDITATION IN SPECIALTY PHARMACY FROM UTILIZATION REVIEW ACCREDITATION COMMISSION, HIGHLIGHTING THE PHARMACY'S COMPREHENSIVE CASE-MANAGED PROGRAM CUSTOMIZED FOR PATIENTS WITH COMPLEX MEDICATION MANAGEMENT NEEDS. INFORMATION TECHNOLOGY SERVICES (ITS) INTRODUCED NEW TECHNOLOGY TO THE HEALTH SYSTEM INCLUDING SEVERAL DIGITAL SELF-SERVICE FEATURES, PROVIDING PATIENTS WITH ELECTRONIC, SELF-CHECK-IN FOR APPOINTMENTS, THE ABILITY TO BE ON A "FAST PASS" LIST FOR APPOINTMENT CANCELLATIONS AND THE ABILITY TO COLLECT PATIENT-REPORTED CLINICAL DATA SUCH AS BLOOD PRESSURE OR OTHER BIOMETRIC DATA. IN ADDITION, YNHHS AND YALE MEDICINE INTRODUCED A NEW FEATURE THAT ALLOWS WOMEN TO SCHEDULE APPOINTMENTS FOR MAMMOGRAMS THROUGH AN ONLINE TOOL. YNHHS LEVERAGED ADVANCED IMAGING AND ARTIFICIAL INTELLIGENCE TO ENHANCE DIAGNOSTIC CAPABILITIES THROUGH A STATE-OF-THE-ART IMAGING PLATFORM THAT INTEGRATED THREE SEPARATE SOLUTIONS WITH A NUMBER OF APPLICATIONS TO IMPROVE EFFICIENCIES AND ACCURACY FOR RADIOLOGISTS AND CLINICIANS. THE PLATFORM INCLUDED ARTIFICIAL INTELLIGENCE ALGORITHMS FOR HEAD AND SPINAL CT SCANS THAT ALERT RADIOLOGISTS TO SUSPICIOUS FINDINGS, IMPROVING SPEED, RELIABILITY AND OVERALL PATIENT SAFETY AND TREATMENT. PATIENT DEMAND, ALONG WITH INCREASED TRENDING TO MOVE PATIENT CARE TO OUTPATIENT FACILITIES, GREW OUTPATIENT CLINICAL PROGRAMS. HIGH-PERFORMING AREAS INCLUDED AMBULATORY SURGERY, ONCOLOGY, UROLOGY, CARDIAC AND DIAGNOSTIC RADIOLOGY SERVICES, INCLUDING PHYSICIAN AMBULATORY VISITS. YNHHS ADVANCED EDUCATIONAL AND ENGAGEMENT PROGRAMMING TO ENSURE A DIVERSE AND INCLUSIVE WORKPLACE. THE HEALTH SYSTEM IMPROVED THE ACCURACY OF PATIENT DATA CAPTURED AT REGISTRATION RELATED TO RACE, ETHNICITY AND LANGUAGE THAT IDENTIFIES POTENTIAL DISPARITIES IN THE PROVISION OF HEALTH CARE. YNHHS HOSPITALS CONTINUED THEIR FOCUS ON THE COMMUNITY HEALTH IMPROVEMENT PLANS (CHIP) WITH LOCAL PARTNERS. INITIATIVES INCLUDED IDENTIFYING WAYS TO ENHANCE STATEWIDE NON-EMERGENCY MEDICAL TRANSPORTATION; EXPANDING THE KNOW YOUR NUMBERS PREVENTIVE HEALTH INITIATIVE; COORDINATING "WALK 'N' TALK" EVENTS WHERE YNHHS HEALTHCARE PROVIDERS INTERACT WITH THE PUBLIC DURING INFORMAL WALKS; AND SUPPORTING THE IMPLEMENTATION OF CULTURALLY AND LINGUISTICALLY APPROPRIATE SERVICES BY LOCAL ORGANIZATIONS. THE SYSTEM ALSO PROVIDED THE COMMUNITIES IT SERVES WITH HUNDREDS OF HEALTH SCREENINGS, SUPPORT GROUPS, COMMUNITY EDUCATION SESSIONS AND GRANTS TO IMPROVE COMMUNITY HEALTH. YALE NEW HAVEN HOSPITAL RECEIVED NATIONAL RECOGNITION FOR ITS EFFORTS TO IMPROVE THE HEALTH AND WELL-BEING OF THE RESIDENTS OF NEW HAVEN WITH THE 2017 FOSTER G. MCGAW PRIZE FOR EXCELLENCE IN COMMUNITY SERVICE FROM THE AMERICAN HOSPITAL ASSOCIATION. |
| FORM 990, PART VI |
PART I, LINE 4 & PART VI, LINE 1B NUMBER OF INDEPENDENT VOTING MEMBERS OF THE GOVERNING BODY THE ORGANIZATION SOUGHT TO CONFIRM THE INDEPENDENCE OF EACH VOTING MEMBER OF ITS GOVERNING BODY BY REQUESTING THAT EACH SUCH VOTING MEMBER RESPOND TO A QUESTIONNAIRE CONTAINING THE PERTINENT INSTRUCTIONS AND DEFINITIONS AND DESIGNED TO ELICIT THE INFORMATION NECESSARY TO DETERMINE INDEPENDENCE. IN THE EVENT THAT THE ORGANIZATION DOES NOT RECEIVE A RESPONSE FROM ANY SUCH VOTING MEMBER, THE ORGANIZATION REVIEWS OTHER INFORMATION KNOWN TO IT REGARDING THE VOTING MEMBER AND MAKES A REASONABLE ASSESSMENT OF INDEPENDENCE BASED ON THAT INFORMATION. |
| FORM 990, PART VI, SECTION A, LINE 2 |
PART VI, LINE 2 - BUSINESS RELATIONSHIPS BETWEEN OFFICERS, TRUSTEES, OR KEY EMPLOYEES TRUSTEES JOHN L. LAHEY AND JAMES TORGERSON ARE DIRECTORS AND OFFICERS OF THE SAME BUSINESS ENTITY. THE ORGANIZATION'S CURRENT OFFICERS AND/OR TRUSTEES MAY SERVE AS OFFICERS AND/OR DIRECTORS OF TAX-EXEMPT AND TAXABLE AFFILIATES WITHIN THE ORGANIZATION'S CORPORATE SYSTEM OR JOINT VENTURES IN WHICH THE ORGANIZATION'S CORPORATE SYSTEM HAS AN OWNERSHIP INTEREST. THE INDIVIDUAL OFFICERS AND/OR TRUSTEES DO NOT HAVE PERSONAL FINANCIAL INTERESTS IN SUCH AFFILIATES AND SERVE ONLY AS A FUNCTION OF THEIR ROLES WITH THE ORGANIZATION OR WITHIN THE ORGANIZATION'S CORPORATE SYSTEM. |
| FORM 990, PART VI, SECTION B, LINE 11B |
THE FORM 990 TAX RETURN AND ATTACHED SCHEDULES WERE PREPARED BY EMPLOYEES OF THE YNHHS TAX DEPARTMENT. THE RETURN IS INITIALLY REVIEWED BY THE DIRECTOR AND VP OF CORPORATE FINANCE. SUBSEQUENTLY IT IS SENT TO KPMG LLP FOR THEIR INITIAL REVIEW. AFTER ALL COMMENTS FROM THE ABOVE GROUP ARE CLEARED, THE RETURN IS THEN REVIEWED BY THE CHIEF FINANCIAL OFFICER OF THE ORGANIZATION AND A FINAL VERSION OF THE RETURN IS SENT BACK TO KPMG LLP FOR FINAL REVIEW. PRIOR TO FILING, THE ORGANIZATION MAKES AVAILABLE A COMPLETE COPY OF THE RETURN TO ITS BOARD OF TRUSTEES. A SECURE WEB PORTAL IS AVAILABLE TO BOARD MEMBERS TO ACCESS THE RETURN. |
| FORM 990, PART VI, SECTION B, LINE 12C |
THE YALE NEW HAVEN HEALTH SYSTEM CONFLICT OF INTEREST POLICY AND INDIVIDUAL ANNUAL DISCLOSURE FORM APPLIES TO A POOL OF EMPLOYEES, BOARD MEMBERS AND NON-BOARD MEMBERS SERVING ON BOARD COMMITTEES. THESE "COVERED INDIVIDUALS" ARE REQUIRED TO COMPLETE A CONFLICT OF INTEREST DISCLOSURE STATEMENT, UPON BEGINNING EMPLOYMENT OR OTHERWISE BECOMING A COVERED INDIVIDUAL AND ANNUALLY THEREAFTER. COVERED INDIVIDUALS ARE ALSO REQUIRED TO PROMPTLY REPORT CHANGES TO THEIR MOST RECENTLY COMPLETED DISCLOSURE STATEMENT. THESE DISCLOSURE STATEMENTS AND REPORTS ARE REVIEWED BY THE OFFICE OF PRIVACY AND CORPORATE COMPLIANCE AND/OR THE LEGAL AND RISK SERVICES DEPARTMENT TO ENSURE COMPLIANCE WITH THE CONFLICT OF INTEREST POLICY. IF A POTENTIAL CONFLICT ARISES, THE PRESIDENT AND CEO WOULD CONSULT WITH THE BOARD CHAIRPERSON AND THE LEGAL AND RISK SERVICES DEPARTMENT TO DEVELOP A PLAN TO MITIGATE ANY ACTUAL CONFLICT OF INTEREST. FOR EXAMPLE, A VOTING BOARD OR COMMITTEE MEMBER WOULD BE REQUIRED TO RECUSE HIMSELF OR HERSELF FROM VOTING ON MATTERS RELATED WITH WHICH SHE OR HE HAD AN ACTUAL OR POTENTIAL CONFLICT AND THE ACTUAL OR POTENTIAL CONFLICT WOULD BE DISCLOSED TO OTHER VOTING MEMBERS. |
| FORM 990, PART VI, SECTION B, LINE 15 |
THE EXECUTIVE COMPENSATION COMMITTEE OF THE YNHHS STRIVES TO TAKE THE STEPS NECESSARY TO QUALIFY FOR THE "REBUTTABLE PRESUMPTION OF REASONABLENESS" UNDER FEDERAL TAX LAW. THE EXECUTIVE COMPENSATION COMMITTEE IS AUTHORIZED UNDER THE YNHHS BYLAWS AND IS RESPONSIBLE FOR (1) DETERMINING THE OVERALL TOTAL COMPENSATION STRATEGY FOR ALL CORPORATE OFFICERS, (2) APPROVING ALL COMPENSATION AND BENEFITS DECISIONS FOR CORPORATE OFFICERS, AND (3) REPORTING SUCH ACTIONS TO THE FULL YNHHS BOARD ON AN ANNUAL BASIS. IN ADDITION, THE EXECUTIVE COMPENSATION COMMITTEE EXPRESSLY DETERMINES THE REASONABLENESS OF TOTAL COMPENSATION AND BENEFITS FOR ALL CORPORATE OFFICERS, AND ASSURES THAT ALL OFFICER COMPENSATION DECISIONS ARE MADE AFTER THOROUGH CONSIDERATION OF AND COMPARISON TO THE MARKET PRACTICES OF OTHER SIMILARLY SITUATED NOT-FOR-PROFIT HEALTHCARE EXECUTIVES IN COMPARABLE ORGANIZATIONS. THE EXECUTIVE COMPENSATION COMMITTEE CONSISTS OF BOARD MEMBERS WHO DO NOT HAVE MATERIAL FINANCIAL INTERESTS THAT COULD BE AFFECTED BY THE OFFICER COMPENSATION DECISIONS MADE BY THE COMMITTEE. THE COMPARABILITY DATA USED TO ASSIST THE EXECUTIVE COMPENSATION COMMITTEE IN ITS COMPENSATION DELIBERATIONS ARE COMPILED BY AN INDEPENDENT, NATIONAL COMPENSATION CONSULTING FIRM THAT IS RETAINED BY AND REPORTS DIRECTLY TO THE EXECUTIVE COMPENSATION COMMITTEE. THE DATA COLLECTED BY THE CONSULTANT CONSISTS OF MARKET INFORMATION FOR EXECUTIVES IN FUNCTIONALLY SIMILAR POSITIONS IN SIMILARLY SITUATED NOT-FOR-PROFIT HEALTHCARE ORGANIZATIONS. THE DELIBERATIONS AND DECISIONS OF THE EXECUTIVE COMPENSATION COMMITTEE ARE CONTEMPORANEOUSLY DOCUMENTED, REVIEWED AND APPROVED BY THE EXECUTIVE COMPENSATION COMMITTEE, AND PROVIDED TO THE BOARD. |
| FORM 990, PART VI, SECTION C, LINE 19 |
COPIES OF ALL AVAILABLE DOCUMENTS ARE ACCESSIBLE TO THE PUBLIC UPON REQUEST. |
| FORM 990, PART IX, LINE 11G |
CONSULTING FEES: PROGRAM SERVICE EXPENSES 4,012,367. MANAGEMENT AND GENERAL EXPENSES 5,186,201. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 9,198,568. PERSONNEL SUPPORT/OUTSIDE CONTRACTUAL: PROGRAM SERVICE EXPENSES 70,087,991. MANAGEMENT AND GENERAL EXPENSES 19,733,221. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 89,821,212. TEMPORARY HELP/TRAINING/DEVELOPMENT: PROGRAM SERVICE EXPENSES 1,959,597. MANAGEMENT AND GENERAL EXPENSES 551,723. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 2,511,320. SYSTEM SUPPORT : PROGRAM SERVICE EXPENSES 4,032,991. MANAGEMENT AND GENERAL EXPENSES 1,135,485. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 5,168,476. |
Attach to Form 990 or 990-EZ.