Yale New Haven Health Services Corporation

“Part i, line 4 & part vi, line 1b number of independent voting members of the governing body the hospital 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. Based on responses to the questionnaires received by the hospital and annual conflicts of interest disclosures, the hospital was able to confirm that 15 voting members are independent.”

“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 serve as officers and/or directors of 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 do not have personal financial interests in the taxable affiliate and serve only as a function of their roles with the organization or within the organization's corporate system.”

“The form 990 tax return and attached schedules were prepared by employees of the system 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 entity 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 the board of trustees. A secure web portal is available to board members to access the return.”

“The yale new haven health system conflict of interest policy (cc:r-7) 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 immediately report material 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 and take any actions that she deems required or appropriate to manage or resolve a potential conflict of interest. For example, a voting board or committee member would be required to recuse himself or herself from voting on matters related to the potential conflict and the potential conflict would be disclosed to other voting members.”

“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. Part vi, line 15b 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.”

“Copies of form 990, form 1023 (if available) and audited financial statements are maintained in the system tax department. Other corporate governing documents are maintained by the legal and risk services department. The conflict of interest policy, whistleblower policy, and document retention policy are available to all employees on the corporate internal website. Copies of all documents are available to the public upon request.”

“Yale-new haven health services corporation is the parent of the integrated healthcare delivery system known as yale new haven health system (ynhhs or the system). Ynhhs currently supports four delivery networks: bridgeport, greenwich, new haven and northeast medical group. It is continuing its efforts to help offer value - not only in traditional acute care but across a continuum of services, across a broad geographic region with a focus on safety, quality and operational effectiveness. Ynhhs conducted a safety culture survey among all staff to identify key improvement areas for each delivery network. Other system-wide initiatives focused on standardization in the medication reconciliation process in the emergency departments, as well as pharmacy policies and pharmacy inventory management. Ynhhs achieved cost and value positioning cost reductions of $40 million during the year, due, in part, to focused identification of non-value-added costs or processes and fast-track project improvement timelines. This year, clinical redesign adopted a revised approach with 90-day project timelines for prioritized cases projected to achieve sustainable results. Of the 13 projects launched and completed, 84 percent displayed positive trends. Project results included eliminating 7,700 inpatient days, removing more than 3,600 instruments from surgical trays and decreasing the total number of routine lab tests by almost 20 percent and istat labs by 43 percent. Ynhhs continued to deploy features and modules within epic, the system's integrated electronic health record, that enhance the process of delivering care and meeting 2015 cms deadlines. With the launch of its care everywhere data exchange network in 2011, ynhhs has exchanged over 140,000 patient records with more than 500 sites across 48 states. Care everywhere, which enabled ynhhs to meet meaningful use stage 2 certification, helps improve care coordination, increases patient safety and decreases unnecessary tests. Ynhhs continued to offer all referring providers epiccare link to extend data sharing and collaboration. Partnering with mdlive, ynhhs launched a live, online physician consultation service for non-emergent medical conditions. More than 2,700 ynhhs employees registered for the service since its launch in march, and physicians conducted over 300 online consultations. Ynhhs began partnering with emmi solutions on a new initiative to help patients become more engaged with their care. Emmi offers an interactive voice response system to contact patients who are overdue on important screening tests or checkups or have other gaps in care. It was piloted with thousands of ynhhs patients of nemg primary care providers and the primary care centers regarding mammography, diabetic eye and foot care and influenza vaccination. Emmi enhances care and provides educational resources for large groups of patients. After its first year of operation, skyhealth, the joint critical-care helicopter service between ynhhs and 5 north shore-long island jewish health system, logged 150 patient transports to yale-new haven hospital, several to the connecticut burn center at bridgeport hospital, and transported five patients from greenwich hospital and 16 from bridgeport hospital. Led by the system's patient experience council, a number of innovative, commonsense initiatives were implemented due to the ingenuity, compassion and empathy of staff. Sixty-eight projects were recognized at the annual patient experience conference, where a record 1,000 employees from across the system shared best practices in methods to improve the patient experience. The system's diversity and inclusion committee continued to create an inclusive, supportive environment for employees, patients and families, physicians, visitors and the community. By effectively leveraging diversity and inclusion teams at each delivery network, the system established the foundation of a culture that enhances understanding; attracts and retains a q”

“Consulting fees: program service expenses 3,706,174. Management and general expenses 1,027,731. Fundraising expenses 0. Total expenses 4,733,905. Personnel support/outside contractual: program service expenses 34,862,457. Management and general expenses 9,667,441. Fundraising expenses 0. Total expenses 44,529,898. Temporary help/training/development: program service expenses 899,624. Management and general expenses 249,468. Fundraising expenses 0. Total expenses 1,149,092.”

“Transfer to/from affiliates- nemg -13,652,673.”