4A (Expenses $ 84760161 including grants of $ 0) (Revenue $ 108948184)
As a member of Hartford HealthCare Corporation (HHC), Cardiology services at St Vincent Medical Center are provided through the Hartford HealthCare Heart and Vascular Institute. As a patient or family member, there are many reasons to choose the Hartford HealthCare Heart and Vascular Institute. Whether you enter our system through one of our board-certified cardiologists in an outpatient setting, in an emergency by way of LIFE STAR helicopter, or at one of our seven hospitals, including a tertiary care level teaching hospital, we provide the coordinated, evidence-based care that you need to get back on your feet again. The stress of driving long distances for care and assessment can have a serious impact on the patient's quality of life. The care provided at the St Vincent's regional Heart and Vascular Center works seamlessly with the Heart & Vascular Institute's Center for Advanced Heart Failure at Hartford Hospital. The Center offers a range of cardiac treatments and surgical procedures for patients and their loved ones performed by our expert cardiac care team. At the completion of FY22, the Center had approximately 24,704 cases with an average length of stay of 5.4 days.

4B (Expenses $ 54607734 including grants of $ 0) (Revenue $ 56955274)
Hartford HealthCare is Connecticut's most comprehensive healthcare network. Our fully integrated health system includes a tertiary-care teaching hospital, an acute-care community teaching hospital, an acute-care hospital and trauma center, two community hospitals. The Hartford HealthCare Cancer Institute encompasses comprehensive cancer centers at seven hospitals across Connecticut - Hartford Hospital, The Hospital of Central Connecticut, Backus Hospital, Midstate Medical Center, Windham Hospital, Charlotte Hungerford Hospital and St Vincent's Medical Center. Collectively, the cancer programs within the Cancer Institute treat more than 5,000 new cancer patients per year while caring for tens of thousands of existing patients, offering a full range of innovative, evidence-based and personalized treatments designed to meet the needs of each individual patient. Our innovative Institute approach is unlike any other in the state and is among the most highly regarded in the nation. Through our Institute, which is organized around a specific disease and not necessarily location, we can apply best practices throughout our system so that patients receive the same high standards of care no matter where they live or which Hartford HealthCare cancer center they choose. For all of our patients, a dedicated team of oncologists, surgeons, radiologists, pathologists, nurses, clinical researchers, technicians and others collaborate to provide the exact course of care they need. The Institute's multidisciplinary disease management teams meet and collaborate regularly to lend expertise and insight on numerous cancer types, translating into exceptional coordinated care. The Institute's accomplished, fellowship-trained physicians are nationally recognized for their level of sophisticated care in areas such as radiation oncology, medical oncology and surgical oncology. Patients are also cared for in an environment that emphasizes compassion and personal connections, with a team of trained nurse navigators who provide guidance and support to patients and families, from diagnosis to recovery. The Institute also boasts a thriving survivorship program. In 2013, the Hartford HealthCare Cancer Institute became the first community-based cancer program to become a member of the Memorial Sloan Kettering Cancer Alliance, establishing a relationship with one of the world's premier cancer centers. The Institute's membership in the Alliance provides patients in Connecticut access to the most advanced, leading-edge treatments available anywhere. In 2017, the Institute was accredited as a network by the American College of Surgeons Commission on Cancer, one of a select few institutes nationwide to be recognized as a system, rather than individual cancer centers. For patients coming through our doors with a cancer diagnosis, that means three things: standardized care, more options and more hope.More than four years after the Hartford HealthCare Cancer Institute became the charter member of the Memorial Sloan Kettering (MSK) Cancer Alliance, cancer patients now have unprecedented access to the world's most advanced clinical trials. And more than ever before, physicians, nurses, pharmacists and researchers are working collaboratively to implement cancer treatment standards and protocols developed at MSK, the premier cancer treatment center in the country. This distinctive cancer care and clinical research partnership means the Hartford HealthCare Cancer Institute brings the most innovative, evidence-based cancer care directly into community settings.For FY22, the approximate number of cases were as follows:Hartford Hospital - 3,381Hospital of Central Connecticut - 1,325Backus Hospital - 921Midstate Medical Center - 720Windham Hospital - 164Charlotte Hungerford Hospital - 308St Vincent's Medical Center - 696The five most common types of cancer diagnosed by teams of specialists at the Hartford HealthCare Cancer Institute are cancers of the bladder, breast, colon, lung and prostate. Each patient has a unique scenario requiring a personalized plan.Approximately 1,714 Breast Cancer cases were treated across the system as follows:Hartford Hospital - 638Hospital of Central Connecticut - 2324Backus Hospital - 240Midstate Medical Center - 212Windham Hospital - 70Charlotte Hungerford Hospital - 52St Vincent's Medical Center - 178Approximately 851 Lung Cancer cases were treated across the system as follows:Hartford Hospital - 381Hospital of Central Connecticut - 167Backus Hospital - 131Midstate Medical Center - 61Windham Hospital - 17Charlotte Hungerford Hospital - 36St Vincent's Medical Center - 57Approximately 1,175 Prostate Cancer cases were treated across the system as follows:Hartford Hospital - 580Hospital of Central Connecticut - 158Backus Hospital - 130Midstate Medical Center - 125Windham Hospital - 1Charlotte Hungerford Hospital - 54 St Vincent's Medical Center - 127 Approximately 393 Bladder Cancer cases were treated across the system as follows:Hartford Hospital - 146Hospital of Central Connecticut - 58Backus Hospital - 72Midstate Medical Center - 51 Windham Hospital - 12Charlotte Hungerford Hospital - 32St Vincent's Medical Center - 22Approximately 334 Colon Cancer cases were treated across the system as follows:Hartford Hospital - 145Hospital of Central Connecticut - 60Backus Hospital - 33Midstate Medical Center - 43Windham Hospital - 7Charlotte Hungerford Hospital - 12St Vincent's Medical Center - 34As always, Hartford HealthCare is creating a better future for healthcare in Connecticut and beyond. We are a community of caregivers engaged in developing a coordinated, consistent high standard of care. We use research and education as partners in care delivery. We create and engage in meaningful alliances to enhance access to services. We invest in technology and training to develop new pathways to improve the timeliness, efficiency and accuracy of our services.

4C (Expenses $ 45573625 including grants of $ 0) (Revenue $ 46456954)
The Connecticut Orthopedic Institute at St. Vincent's Medical Center is staffed by some of the top orthopedic specialists in the region through a partnership with Connecticut Orthopedic Specialists and Comprehensive Orthopedics and Musculoskeletal Care. The surgeons, and their patients, also have access to the best-available robotics-assisted technology, Mako Robotic-Arm Assisted Surgery for knees and hips, and Mazor X Robotic Spine Surgery for the spine. The Mazor X Robotic Spine Surgery makes a procedure less invasive and more precise. For our patients, that means a quicker recovery and restored function of your knee, hip, or spine. Conditions treated include but is not limited to: Arthritis; Degenerative Joint Disease, Hand/Repetitive Motion; Hip; Knee; Osteoporosis; Shoulder; and Spine. The Institute is made up of the following departments: Orthopedic Surgery; Mako System; Sports Medicine; and Telerehabilitation. At the completion of FY22, the Division of Orthopedics had approximately 12,082 cases with an average length of stay of 5.8 days

4D (Expenses $ 364591650 including grants of $ 623398) (Revenue $ 321105143)
"St. Vincent's Medical Center continues its mission of carrying on the work of the Daughters of Charity and their commitment to serve the sick and poor of Bridgeport. St. Vincent's Medical Center is a licensed 473-bed community teaching and referral hospital with a Level II trauma center and a 76-bed inpatient psychiatric facility in Westport. The Medical Center offers a full range of inpatient and outpatient services with regional centers of excellence in cardiology, surgery, cancer care, orthopedics, family birthing, behavioral health, and an array of specialized services.St. Vincent's Health Services includes the Medical Center, St. Vincent's Behavioral Health Services, St. Vincent's Special Needs Services, and St. Vincent's Medical Center Foundation. In 2010, the Medical Center broke ground on the Elizabeth M. Pfriem SWIM Center for Cancer Care, the renovated and expanded Michael J. Daly Emergency Department.The Elizabeth M. Pfriem SWIM Center for Cancer Care contains all oncology services in one place. These services encompass the full spectrum of cancer care and include community outreach, screening and prevention, diagnostic services, surgical and medical oncology, radiation therapy, interventional oncology, clinical trials, dedicated inpatient and outpatient cancer units, palliative care, pain management, integrative oncology, support services, patient and provider education and survivorship. The Center offers integrative oncology services, including a boutique, spa services, nutrition counseling, social work, financial counseling, a meditation area, support services and a survivorship program.The Michael J. Daly Center for Emergency and Trauma Care was renamed in December of 2009 as the first section of the expanded and refurbished emergency department which opened in the fall 2010. The completely renovated emergency department, tripled in size, holds 60 beds, includes specialized trauma and critical care suites, a ""Fast Track"" area for minor case needs, dedicated OB/GYN rooms, pediatric area, expanded Behavioral Health and Psychiatric area with focus on privacy and safety, improvements in diagnostic equipment, including its own CT scanner, ultrasound and X-ray equipment to expedite diagnosis and treatment of emergency room patients and a permanent decontamination facility for hazardous spills."

SVMC Holdings, Inc. dba St. Vincent's Medical Ctr
"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 collaborative regional approach has been decades in the making across Connecticut. The Hartford HealthCare (HHC) regional approach improves the efficiency of the CHNA process and utilizes essential components of collaborative partnerships including: * Creating a vision that is broadly understood* Working across organizational boundaries* Including those most affected by health challenges in solution-creation* Utilizing ongoing planning and joint accountability to measure changeThe 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.St. Vincent's Medical Center and its community partners conduct a Community Health Needs Assessment (CHNA) every three years. The 2022 CHNA was a community-wide undertaking with extensive data collection and input from community residents, health and social services experts, and people who serve our community every day. 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. The 2022 CHNA was conducted in collaboration with the Health Improvement Alliance, a coalition of community based organizations that serve the Greater Bridgeport region of Connecticut and are committed to broad collaboration and meaningful community engagement to improve the health and wellbeing of residents across Greater Bridgeport.CHNA research:- Analysis of Health and Socioeconomic Data Public health statistics, demographic and social measures, and healthcare utilization data were collected and analyzed to develop a comprehensive community profile. - Community Survey of Lived Experiences As part of the DataHaven Community Wellbeing Survey across Connecticut, a telephone survey was conducted with community residents to document lived experiences and personal perspectives of health and wellbeing. - Key Informant Survey and Interviews Surveys and interviews were conducted with key informants to better understand the impact of COVID-19 on the community and diverse populations. - Input on Priority Health Needs from Community Representatives Residents from diverse communities were asked what they saw as priority health needs, and how those issues impact their day-to-day lives. - Input from Experts and Key Stakeholders Health and social service providers, public health experts, and representatives from a wide range of community-based organizations participated in the CHNA to guide the process and provide their expertise on community health needs. Community engagement was a central part of the CHNA. We invited wide participation from community members and organizations, including experts in health, social service representatives, advocates, community champions, policy makers, and lay community residents. These stakeholders were asked to weigh in on data findings, share their perspectives on challenges facing our community, and provide input on collaborative solutions as part of Health Improvement Alliance (HIA). The members of HIA include:* Access Health CT * Alliance for Community Empowerment * American Heart & Stroke Association * Americares Free Clinic of Bridgeport * Aspetuck Health District * Beacon Health Options * Bridgeport Alliance for Young Children * Bridgeport Child Advocacy Coalition * Bridgeport Farmers Market Collaborative * Bridgeport Hospital * Bridgeport Regional Business Council * Bridgeport Rescue Mission * Building Neighborhoods Together * Catholic Charities * Central CT Coast YMCA * City of Bridgeport * City of Bridgeport Department of Health and Social Services * City of Milford * Community Health Network of Connecticut, Inc. * Continuum of Care, LLC * Council of Churches of Greater Bridgeport * CT Dental Health Partnership * CT State Department of Public Health * CT State Department of Social Services * CT State Dept. of Mental Health * Greater Bridgeport Community Mental Health Center (GBCMHC) * Fairfield Health Department * Fairfield University School of Nursing * Greater Bridgeport Medical Association * Hartford HealthCare Medical Group * Hispanic Health Council * Hope Charitable Pharmacy of Greater Bridgeport * Housatonic Community College * Interdenominational Ministerial Alliance * Liberation Programs * LifeBridge Community Services * Milford Health Department * MOMS Partnership * Monroe Health Department * National Association of Hispanic Nurses-CT Chapter * Northeast Medical Group * Optimus Healthcare * Park City Communities * Pediatric Healthcare Associates * Recovery Network of Programs, Inc. * Sacred Heart University, Colleges of Nursing and Health Professions * Salvation Army * Shiloh Baptist Church * Southern Connecticut State University * Southwest Community Health Center * Southwestern CT Area Health Education Center, Inc. * St. Vincent's Medical Center * Stratford Health Department * Supportive Housing Works * The Connection, Inc. * The Hub, a division of Regional Youth Adult Social Action Partnership (RYASAP) * The Kennedy Collective * Town of Easton * Town of Fairfield * Town of Monroe * Town of Stratford * Town of Trumbull * Trumbull Health Department * United Way of Coastal Fairfield County * University of Bridgeport * Visiting Nurse Services of CT"

SVMC Holdings, Inc. dba St. Vincent's Medical Ctr
Part V, Section B, Line 6a: Since 2003, St. Vincent's Medical Center (SVMC) has served as co-lead alongside Bridgeport Hospital (BH) for the Health Improvement Alliance (HIA), the regional community health improvement partnership. Representatives from each hospital co-chair the monthly steering committee meeting and oversee the work of the current task forces designed to address the CHNA priority areas.

SVMC Holdings, Inc. dba St. Vincent's Medical Ctr
Part V, Section B, Line 6b: The 2022 CHNA was conducted in collaboration with the Health Improvement Alliance (HIA), a coalition of community based organizations that serve the Greater Bridgeport region of Connecticut and are committed to broad collaboration and meaningful community engagement to improve the health and wellbeing of residents across Greater Bridgeport. HIA is comprised of almost 100 individuals representing St. Vincent's Medical Center, Bridgeport Hospital, seven local health departments, federally qualified health centers (FQHCs), community agencies, faith-based organizations, universities, town and city agencies, and residents from Bridgeport, Easton, Fairfield, Milford, Monroe, Stratford, and Trumbull.Part V, Section B, Line 7ahttps://stvincents.org/health-wellness/health-resources/community-health-needs-assessment

SVMC Holdings, Inc. dba St. Vincent's Medical Ctr
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://stvincents.org/health-wellness/health-resources/community-health-needs-assessment

SVMC Holdings, Inc. dba St. Vincent's Medical Ctr
Part V, Section B, Line 11: In 2019, HIA completed a Community Health Needs Assessment (CHNA) and prioritization process to identify priority health issues, which were grouped into three overarching focus areas: access to care, behavioral health, and healthy lifestyles. In January 2020, HIA completed Phases 1 and 2 of the Health Enhancement Community (HEC) Pre-Planning Grant, which led to the addition of the Child Wellbeing Task Force. The 2019-2022 CHIPs for SVMC mirrored those for HIA and included initiatives addressing those same priority areas.The triennial process of the 2022-2025 CHNA began in late 2021 and finished in September 2022. This transition year required the four HIA task forces to continue their work on the 2019 CHIPs, while concurrently being involved in the 2022-2025 CHNA process and developing new CHIPs. The 2022 CHNA 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 (HSA). The HSA for the CHIP is the Greater Bridgeport Region (GBR), which includes the following seven towns: Bridgeport, Easton, Fairfield, Milford, Monroe, Stratford and Trumbull. 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. These two enhancements respond to the lessons of COVID and recognize the emerging national priority to identify and address health disparities and inequities. HHC and SVMC are committed to addressing these disparities and inequities through its CHIP. The priorities identified in the 2022 CHNA and chosen for action though the 2022-2025 CHIP remain the same as 2019, but are referred to as follows:- Promoting Healthy Behaviors and Lifestyles/Reducing the Burden of Chronic Disease- Improving the Coordination of Services and Access to Care- Enhancing Community-Based Behavioral Health- Strengthening Families (Child Wellbeing)Prioritized communities:- Disadvantaged communities, people of color, and others who have historically lacked adequate access to services.Objective/goal progress: 1. Access to Care- Continued offering Medical Mission at Home in November 2022, serving 321 persons.- Continues to expand relationships with faith leaders in diverse communities to address health disparities and inequalities exposed by the COVID-19 pandemic.- Continued to fund and operate the Hope Charitable Pharmacy of Greater Bridgeport (Hope), providing short- and long-term medication assistance to eligible patients through a licensed pharmacist and trained personnel. In FY22, Hope provided 4195 patients with 17627 medication prescriptions valued at approximately $700K. Hours extended to 9-5:30pm on Monday, Tuesday & Thursday.- Received grant funding to support pilot Community Health Worker (CHW) program. Launched May 2022; hired two CHWs who provide resources and help improve access to health care for residents and patients in various settings, including our Emergency Department (ED), our Farm Stand, food pantries, soup kitchens, food distribution sites and more. The goal of the program is to identify and address social drivers of health. In FY22, served 1,400+ persons, had more than 3287 enounters, and managed 331 clients.- St. Vincent's Parish Nurse Program extends healthcare services through local churches and congregations. Parish Nurses respond to patients' health needs by connecting with them through their representative congregations. Parish Nursing's unique focus is intentional care of the spirit. Also known as Faith Community Nursing, the program is ecumenical; available to all churches, temples, congregations and synagogues in Fairfield County. Currently supports 73 churches and 175 nurses. Fewer blood pressure screenings were performed due to the impact of Covid-19 on church protocols; however, Parish Nurses reported contact with 5000+ parishioners for temperature screenings, Covid-19 updates, referrals and phone calls.2. Behavioral Health- Care Coordination Team (CCT): A multi-organization group that identifies patients who need significant help in accessing and continuing care. The CCT's goal is to reduce utilization of the EDs and improve access to care by connecting participants with mainstream resources and providers. Currently serving 10 active patients. SVMC colleague leads this team. Meets weekly via Zoom.- CCAR Emergency Department Recovery Coach Program (EDRC): CCAR Recovery Coaches support patients and families in the ED affected by substance use through one-on-one connection, resource brokering, and follow-up conversations. Served 263 persons in FY22.- Community Residential Services (CRS): Behavioral Health Services department offers permanent supportive housing and case management for adults who might otherwise be homeless. CRS assists adults with mental health and substance use issues by providing them with independent living opportunities while they continue to receive support and services. Funded through both the Connecticut Department of Mental Health and Addiction Services and the U.S. Department of Housing and Urban Development.- HIA Behavioral Health Task Force: SVMC colleague serves as facilitator for monthly Behavioral Health task force meeting. Multiple colleagues serve on the task force, supporting and/or leading CHIP-related projects. Organizations include Recovery Network of Programs, SWCMHS, LifeBridge, CIRI, The Hub, among others.3. Healthy Lifestyles- Know Your Numbers (KYN): Free health screenings in local food pantries and other community locations to empower residents with information about their health status and educate them on how to reduce their risks of chronic disease. Conducted in partnership with HIA. In calendar year 2022, conducted 161 blood pressure and 126 A1C screenings; distributed 109 blood pressure cuffs. In addition, SVMC Mission Services staff conducted screenings at our Farm Stand; totals were 299 blood pressure screenings, 119 A1C screenings, and 173 cuffs distributed. - SVMC Food Distribution: Provides free, essential and healthy food to those in need, no questions asked. In FY2022, SVMC entered into a partnership with Connecticut Foodshare to offer free, bi-weekly mobile food distributions on campus; Launch ) Oct. 2023. Prior to this, SVMC funded its own monthly distribution, reaching 3200 families in FY22 with pre-packed bags containing shelf-stable foods, eggs, milk and bread.- SVMC Farm Stand: Seasonal weekly farm stand hosted on campus as part of the Bridgeport Farmers Market Collaborative, whose mission is to provide fresh, healthy, locally grown fruits and vegetables in underserved communities. SNAP and FMNP checks are accepted, and both programs offered matches through grants in 2022. In 2022, the farm stand operated from July - November. During the 2022 season (2 months reported as FY23), processed more than $2100 in SNAP (match included), more than $7500 in FMNP Senior and WIC checks (including match). 2,000+ persons served.- HIA Healthy Lifestyles Task Force: SVMC colleague serves as co-chair of the Healthy Lifestyles task force, including leading monthly meetings. Multiple colleagues serve on the task force, supporting and/or leading CHIP-related projects. Organizations include YMCA, AHA, Hispanic Health Council, SWAHEC, among others.- House of Hope Food (HOH) Drive: An SVMC and Aquarion Water Company collaboration since 2011 collecting nutritious, non-perishable foods to support local food pantries. The 2022 drive yielded an abundance of donations from employees and community members, supplemented by generous monetary donations of $6500 from Aquarion and $1000 from Big Y in Monroe. Ten+ tons of food distributed to seven local food pantries serving the Greater Bridgeport Region.- Bridgeport Bucks: As part of the ARPA grant for CHWs, SVMC funded $5000 of Bridgeport Bucks, proprietary currency for Bridgeport Farmers Market Collaborative (BFMC) redeemable at any of its nine markets throughout the city including the SVMC Farm Stand for fresh fruits and vegetables and other farm-made products. The 1000 - $5 coupons were distributed by our CHWs, community nurse, pastoral care team, and ED staff to provide patients/clients with additional funds to buy fruits and vegetables to promote healthier eating habits and support health goals, provide better access to fresh fruits and vegetables, and/or to address food insecurity. The redemption rate overall was more than 70%. All needs identified in the CHNA for HIA intervention are currently being addressed. Housing is not being addressed directly by this CHNA.

SVMC Holdings, Inc. dba St. Vincent's Medical Ctr
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.

SVMC Holdings, Inc. dba St. Vincent's Medical Ctr
Part V, Section B, Line 15e: In addition, patients may ask a nurse, physician, chaplain, or staff member from Patient Registration, Patient Financial Services, Case Coordination, or Social Services about initiating the Financial Assistance Application process.Part V, Line 16a, FAP website:https://stvincents.org/patients-visitors/patients/billing-insurance/financial-assistancePart V, Line 16b, FAP Application website:https://stvincents.org/patients-visitors/patients/billing-insurance/financial-assistancePart V, Line 16c, FAP Plain Language Summary website:https://stvincents.org/patients-visitors/patients/billing-insurance/financial-assistance

SVMC Holdings, Inc. dba St. Vincent's Medical Ctr
Part V, Section B, Line 16j: Patients are informed directly by staff of the availability of the Financial Assistance Policy.

Part I, Line 3c:
SVMC Holdings, Inc. dba St. Vincent's Medical Center 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:Although the organization does not prepare a formal Community Benefit Report, quarterly reports are submitted to Connecticut Hospital Association and Form 990 is submitted to the Connecticut Office of Health Strategy (OHS) annually.

Part I, Line 7:
The organization utilized an overall cost to charge ratio (RCC), developed from the Medicare Cost Report. Total expense was adjusted for: medicaid provider taxes, directly identified community benefit expense and community building expenses. This cost to charge ratio was used to calculate costs for Part I lines 7a, b, & g. The costs associated with the activities reported on Part I, Line 7e were captured using actual time multiplied by an average salary rate. The costs associated with Line 7h, were the actual costs reported in the organization's general ledger less any industry funded studies. These costs were removed from the calculations above to avoid duplication. Costs reported in Part III, Section B6, were calculated from the Medicare cost report and reduced for Medicare costs previously reported on Part I Lines 7f and g. The methodology used to capture the 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 II, Community Building Activities:
SVMC Holdings, Inc. d/b/a St. Vincent's Medical Center (SVMC) interacts with the community to address needs and facilitate appropriate responses. For FY22, SVMC expended $14,530 on community building activities.

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 26 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 co-insurance/deductibles were estimated using historical collection results. Any shortfall amounts have not been treated as Community Benefits.

Part III, Line 9b:
SVMC Holdings, Inc. dba St. Vincent's 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 7, Reports Filed With States
CT

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.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. In St. Vincent's service area specifically, residents shared their attitudes and experiences about community needs most important to them through a telephone survey of 400 households and community surveys with 131 diverse community residents across Greater Bridgeport.The 2022 CHNA was conducted in collaboration with the Health Improvement Alliance, a coalition of community based organizations that serve the Greater Bridgeport region of Connecticut and are committed to broad collaboration and meaningful community engagement to improve the health and wellbeing of residents across Greater Bridgeport.Research partners played essential role in completing 2022 CHNA:* DataHaven - ctdatahaven.org - DataHaven conducted the DataHaven Community Wellbeing Survey (DCWS), a statistical household survey to gather information on wellbeing and quality of life in Connecticut's diverse neighborhoods. The DCWS is a nationally-recognized program that provides critical, highly-reliable local information not available from any other public data source.* Community Research Consulting - buildcommunity.com - CRC correlated data across all research efforts and facilitated multiple meetings with community partners and stakeholders. Applying insights from these sessions, CRC developed the CHNA report and led strategic planning in creation of the Community Health Improvement Plan (CHIP).* Community Wisdom/NRC Health - nrchealth.com - Community Wisdom/NRC Health conducted community conversations through a series of interviews and surveys of 142 diverse community residents during March and April 2022 to collect feedback on community health priorities.Based on data analysis and community input, the Health Improvement Alliance developed a Community Health Improvement Plan (CHIP) to guide the efforts in responding to the community's needs. Using recommendations from the people who deliver and use these services, HIA and St. Vincent's Medical Center will foster collaboration to better coordinate community resources. HIA and St. Vincent's Medical Center will seek to better connect people to the services they need and reduce disparities in health and socioeconomic measures that stem from underlying inequities in our society.

Part VI, Line 3:
"SVMC Holdings, Inc. dba St. Vincent's 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."

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St. Vincent's Medical Center is a licensed 473-bed community teaching and referral hospital with a Level II trauma center and a 76-bed inpatient psychiatric facility in Westport. The Medical Center offers a full range of inpatient and outpatient services with regional centers of excellence in cardiology, surgery, cancer care, orthopaedics, family birthing, behavioral health, and an array of specialized services. St. Vincent's Medical Center is a fully Catholic hospital, founded in 1903 by the Daughters of Charity. In October 2019, St. Vincent's became part of Hartford HealthCare. With 36,000 colleagues, Hartford HealthCare's unified culture enhances access, affordability, equity and expertise. 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/As of 2020, the population of the St. Vincents Medical Center service area is 377,822, including 82,777 children and 295,045 adults. Forty-nine percent of the St. Vincents Medical Center HSAs residents are people of color, compared to 37 percent of the residents statewide. The composite snapshot indicates: * The region's population has increased by 1.9 percent since 2010.* Of the region's 135,249 households, 66 percent are homeowner households.* Forty-two percent of the St. Vincents Medical Center HSAs households are cost-burdened, meaning they spend at least 30 percent of their total income on housing costs.* Among the region's adults ages 25 and up, 38 percent have earned a bachelor's degree or higher.* The St. Vincent's Medical Center HSA is home to 141,322 jobs, with the largest share in the Health Care and Social Assistance sector.* The median household income in the St. Vincents Medical Center HSA is $84,911.* The St. Vincent's Medical Center HSAs average life expectancy is 79.8 years.* Fifty-eight percent of adults in the St. Vincents Medical Center HSA say they are in excellent or very good health.* In 2020, 126 people in the St. Vincents Medical Center HSA died of drug overdoses.* Eighty percent of adults in the St. Vincents Medical Center HSA are satisfied with their area, and 49 percent say their local government is responsive to residents' needs.* In the 2020 presidential election, 78 percent of registered voters in the St. Vincents Medical Center HSA voted.* Sixty-six percent of adults in the St. Vincents 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.Bridgeport:As of 2020, the population of Bridgeport is 148,654, including 34,938 children and 113,716 adults. Eighty-four percent of Bridgeport's residents are people of color, compared to 37 percent of the residents statewide. The composite snapshot indicates: * The town's population has increased by 3.1 percent since 2010. * Of the town's 50,638 households, 42 percent are homeowner households.* Forty-three percent of Bridgeport's households are cost-burdened, meaning they spend at least 30 percent of their total income on housing costs.* Seventy-six percent of public high school seniors in the Bridgeport School District graduated within four years in 2019. * Among the town's adults ages 25 and up, 19 percent have earned a bachelor's degree or higher. * Bridgeport is home to 42,048 jobs, with the largest share in the Health Care and Social Assistance sector. * Bridgeport's average life expectancy is 77.7 years. * Forty-nine percent of adults in Bridgeport say they are in excellent or very good health. * In 2020, 73 people in Bridgeport died of drug overdoses. * Sixty-seven percent of adults in Bridgeport are satisfied with their area, and 29 percent say their local government is responsive to residents' needs. * In the 2020 presidential election, 72 percent of registered voters in Bridgeport voted. * Seventy-eight percent of adults in Bridgeport report having stores, banks, and other locations in walking distance of their home, and 77 percent say there are safe sidewalks and crosswalks in their neighborhood.

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The majority of SVMC Holdings, Inc. dba St. Vincent's Medical Center'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.SVMC Holdings, Inc. dba St. Vincent's Medical Center extends medical staff privileges to all qualified physicians in its community. The Hospital has partnered with the City of Hartford Department of Health and Human Services and the Hispanic Health Center to provide health services to the underserved in the community. In addition, the Hospital participates in research projects with the Hispanic Health Council to improve community health and well-being.The Hospital has contracted to use the services of an organization to assist its patients in determining eligibility and applying for state and federal means-tested programs, as well as for the Hospital's Financial Assistance Program.As a tertiary health center, teaching hospital and Level 1 Trauma Center, SVMC Holdings, Inc. dba St. Vincent's Medical Center provides specialized services not available at other hospitals. These services are provided regardless of a patient's ability to pay. The hospital uses its surplus funds to provide additional benefits to its patients and the community it serves as detailed in Schedule O.

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"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 Hartford Hospital, strives to improve health using the ""Triple Aim"" model: improving quality and experience of care; improving health of the population (population health) and reducing costs. HHC and its affiliates including all supported organizations, develop and implement programs to improve the future of health care in our Southern New England region. This includes initiatives to improve the quality and accessibility of health care; create efficiency on both our internal operations and the utilization of health care; and provide patients with the most technically advanced and compassionate coordinated care. In addition, HHC continues to take important steps toward achieving its vision of being ""nationally respected for excellence in patient care and most trusted for personalized, coordinated care"".The affiliation with HHC creates a strong, integrated health care delivery system with a full continuum of care across a broader geographic area. This allows small communities easy and expedient access to the more extensive and specialized services the larger hospitals are able to offer. This includes continuing education of health care professionals at all the affiliated institutions through the Center of Education, Simulation and Innovation located at Hartford Hospital.The affiliation further enhances the affiliates' abilities to support their missions, identity, and respective community roles. This is achieved through integrated planning and communication to meet the changing needs of the region. This includes responsible decision making and appropriate sharing of services, resources and technologies, as well as cost containment strategies."