2022-01-21T17:21:39-06:00 2020-12-31 221478099 COHNREZNICK LLP 1301 AVENUE OF THE AMERICAS NEW YORK NY 10019 990 2020-01-01 112626155 INTERFAITH MEDICAL CENTER INC INTE 7186134000 1545 ATLANTIC AVENUE BROOKLYN NY 11213 ANGELA MURDOCK-RIDLEY VP, DEPUTY CFO 7186134000 2022-01-21 1 ANGELA MURDOCK-RIDLEY 999009999 LORI ROTHE YOKOBOSKY CPA P01273422 2122970400 2022-01-21 2 AAL1 IAL1 2020 2022-09-23 18:48:47Z LARAY BROWN 1545 ATLANTIC AVENUE BROOKLYN NY 11213 238807669 0 X WWW.INTERFAITHMEDICAL.COM X 1984 NY TO ESTABLISH, MAINTAIN AND OPERATE A MEDICAL CENTER AND RELATED HEALTH CARE FACILITIES, AS PART OF ONE BROOKLYN HEALTH SYSTEM, A HEALTH CARE SYSTEM COMPRISED OF HOSPITALS, LONG-TERM CARE FACILITIES, OUTPATIENT FACILITIES AND OTHER HEALTH CARE PROVIDERS IN BROOKLYN AND PROMOTE THE HEALTH AND WELL-BEING OF THE COMMUNITIES SERVED BY THE CORPORATION. 19 19 1774 0 0 0 61869178 90134289 147968483 144852580 3652483 2572390 835347 1248410 214325491 238807669 0 0 0 0 149725677 151886240 0 0 0 75275033 79774278 225000710 231660518 -10675219 7147151 107692099 163500437 115363693 123970123 -7671594 39530314 X TO ESTABLISH, MAINTAIN AND OPERATE A MEDICAL CENTER AND RELATED HEALTH CARE FACILITIES, AS PART OF ONE BROOKLYN HEALTH SYSTEM, A HEALTH CARE SYSTEM COMPRISED OF HOSPITALS, LONG-TERM CARE FACILITIES, OUTPATIENT FACILITIES AND OTHER HEALTH CARE PROVIDERS IN BROOKLYN AND PROMOTE THE HEALTH AND WELL-BEING OF THE COMMUNITIES SERVED BY THE CORPORATION. 0 0 176088476 145523778 THE TOP THREE SERVICE LINES ARE BEHAVIORAL HEALTH, MEDICAL SURGICAL AND AMBULATORY CARE. BEHAVIORAL HEALTH INCLUDES PSYCHIATRY, ALCOHOL DETOX, AND DRUG REHABILITATION. IN 2020, PSYCHIATRY DISCHARGES WERE 1,728; ALCOHOL DETOX DISCHARGES WERE 843; DRUG REHAB DISCHARGES WERE 238. THE VOLUME TREND FOR THESE SERVICE AREAS IS NEGATIVE COMPARED TO BUDGET. MEDICAL SURGICAL DISCHARGES WERE 4,354 WHICH IS APPROXIMATELY -.14% LESS THAN BUDGETED AND THE AVERAGE LENGTH OF STAY OF PATIENTS IS LOWER THAN BUDGET (6.8 DAYS VERSUS 6.0 DAYS). THE TOTAL NUMBER OF AMBULATORY CARE VISITS WERE 89,374. 176088476 1 1 0 1 0 0 0 0 0 1 1 0 0 1 1 1 0 1 0 0 0 0 0 0 0 0 1 1 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 0 0 0 1 157 0 1 1774 1 0 0 0 0 0 0 0 0 0 0 0 0 X 19 19 0 0 0 0 1 1 1 1 1 0 0 1 1 1 1 1 1 1 1 0 NY X ANGELA MURDOCK-RIDLEY 7182407939 1545 ATLANTIC AVENUE BROOKLYN NY 11213 ALEX ROVT CHAIRMAN 0.05 0.95 X X 0 0 0 ANTHONY CLEMENZA TRUSTEE 0.05 0.95 X 0 0 0 BISHOP HUGH NELSON TRUSTEE 0.05 0.95 X 0 0 0 DR JOSEPH CUIFFO TRUSTEE 0.05 0.95 X 0 0 0 DR K TORIAN EASTERLING TRUSTEE 0.05 0.95 X 0 0 0 DR SOFIA NOVAK TRUSTEE 0.05 0.95 X 0 0 0 EDNA WELLS-HANDY TRUSTEE 0.05 0.95 X 0 0 0 HENNA WHITE SECRETARY/TREASURER 0.05 0.95 X X 0 0 0 HOPE MASON TRUSTEE 0.05 0.95 X 0 0 0 MARK SHELTON TRUSTEE 0.05 0.95 X 0 0 0 MAURICE A REID TRUSTEE 0.05 0.95 X 0 0 0 MICHAEL IRWIN TRUSTEE 0.05 0.95 X 0 0 0 MICHAEL NAIRNE TRUSTEE 0.05 0.95 X 0 0 0 MICHAEL SCAGNELLI TRUSTEE 0.05 0.95 X 0 0 0 NUSIN SHTERN TRUSTEE 0.05 0.95 X 0 0 0 RABBI ARYEH KATZIN TRUSTEE 0.05 0.95 X 0 0 0 REV ROBERT WATERMAN VICE-CHAIRMAN 0.05 0.95 X X 0 0 0 RICHARD E GREEN TRUSTEE 0.05 0.95 X 0 0 0 VICTOR AYALA TRUSTEE 0.05 0.95 X 0 0 0 DR GARY STEPHENS INTERIM CMO/SVP, MEDICAL AFFAIR 40.00 X 107080 484154 4308 LARAY BROWN CEO OBHS & PRESIDENT & CEO 40.00 X 1301015 0 3335 ANGELA MURDOCK-RIDLEY VP, DEPUTY CFO 40.00 X 289065 0 4172 CHARLIE BOVE COO 40.00 X 404162 0 45818 DONA GREEN SVP, STRATEGIC DEVELOPMENT 40.00 X 455095 0 16152 FRANCESCA TINTI SVP, HUMAN RESOURCES 40.00 X 239447 0 39442 KAREN CAREY SVP, CHIEF COMPLIANCE OFFICE 40.00 X 274034 0 19980 MICHAEL PIRO CIO 40.00 X 226853 0 990 PRISSANA ALSTON SVP, CHIEF NURSING OFFICER 40.00 X 338836 0 27698 STEVEN DELUCA SVP, CHIEF RISK OFFICER 40.00 X 551313 0 15087 JEFFREY CHEUNG INTERIM CHAIR, ED 40.00 X 447072 0 40903 JONATHAN WASSERMANN ASSOCIATE CHAIRPERSON, MED 40.00 X 432145 0 48518 KATHLEEN EDOUARD ATTENDING PHYSICIAN 36.00 X 434088 0 14754 LEON VALBRUN CHIEF, INPATIENT PSYCHIATRY 40.00 X 388291 0 27940 MARIE SCHMIDT CHIEF, PULMONARY DISEASE 40.00 X 592320 0 31803 6480816 484154 340900 371 0 1 0 SECURITAS SECURITY SERVICES USA INC PO BOX 403412 ATLANTA GA 303843412 SECURITY SERVICES 4630729 THERAPIA STAFFING LLC 7451 WILES ROAD STE 107 CORAL SPRINGS FL 33067 AGENCY STAFFING 4260098 UNIVERSITY PHYSICIANS OF BROOKLYN 450 CLARKSON AVE BROOKLYN NY 11203 ANESTHESIOLOGY SVCS 4090325 CLOVER HEALTH SERVICES 75 S BROADWAY WHITE PLAINS NY 10601 NURSING AGENCY 3195311 UNIDINE CORPORATION 1000 WASHINGTON STREET 510 BOSTON MA 02118 DIETARY SERVICES 2696038 21 88838108 1296181 90134289 NET PATIENT SERVICE REVENUE 621990 131681756 131681756 340(B) PROGRAM 621990 6473838 6473838 CAPITATION REVENUE 621990 4757002 4757002 STUDENT TRAINING PROGRAM 621990 1838410 1838410 OTHER PATIENT REVENUE 621990 101574 101574 144852580 2572390 2572390 577212 0 577212 577212 577212 VENDOR REBATES AND REFUND 900099 480205 480205 MISCELLANEOUS INCOME 900099 190993 190993 671198 238807669 145523778 0 3149602 X 4360564 3411873 948691 105621010 82768486 22852524 7819041 5892059 1926982 23161612 17453494 5708118 10924013 8231819 2692194 811581 811581 287404 287404 29703 29703 32452831 21707814 10745017 1465712 738905 726807 1014196 558788 455408 11881183 6546141 5335042 73060 40253 32807 36767 20257 16510 320741 320741 4441830 3593327 848503 6050680 4894846 1155834 MEDICAL SUPPLIES 14911677 14911677 REPAIRS AND MAINTENANCE 1725857 1396174 329683 REORGANIZATION FEES 1005330 1005330 340B EXPENSES 746150 746150 2519576 2171083 348493 231660518 176088476 55572042 0 4898015 9052391 5211351 35947162 6058535 8982577 12817867 10264255 1313056 2359813 1779440 3346951 140117878 122100362 18640219 18017516 1608105 1608105 55365511 73921667 107692099 163500437 71932508 45683557 12165526 31265659 78286566 115363693 123970123 X -7769244 39420309 97650 110005 -7671594 39530314 107692099 163500437 X 7147151 12355 40042402 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 29703 29703 0 PART II-B, LINE 1: IN CONNECTION WITH COLLECTIVE BARGAINING NEGOTIATIONS BETWEEN INTERFAITH MEDICAL CENTER AND 1199/SEIU, CERTAIN EMPLOYER CONTRIBUTION AMOUNTS THAT GO TO THE LABOR MANAGEMENT INITIATIVE (FORMERLY CALLED THE PLANNING AND PLACEMENT FUND) AND THE JOB SECURITY FUND ARE ALLOCATED TO HEALTHCARE EDUCATION PROJECT(HEP) FOR ITS PROGRAMS, SERVICES, AND ACTIVITIES. A PORTION OF SUCH FUNDS THAT HEP RECEIVES IS USED FOR LOBBYING PURPOSES IN CONNECTION WITH NEW YORK STATE AND FEDERAL POLICY ISSUES. INTERFAITH MEDICAL CENTER'S PRO-RATED SHARE OF HEP LOBBYING EXPENSES FOR 2020 IS $29,703. 97650 12355 110005 94000 3650 97650 207604 113604 94000 253729 46125 207604 212981 46748 6000 253729 1.00000 0 0 9730999 599058 9131941 127112935 121501304 5611631 3273944 3273944 18017516 INSURANCE RECOVERIES 16621670 HEALTHFIRST RETAINED PAYMENTS 20379433 SECURITY DEPOSITS 454760 DUE FROM AFFILIATES 30052060 DUE FROM 3RD PARTY PAYORS 6413744 73921667 DUE TO THIRD PARTY PAYORS 35001088 MALPRACTICE INSURANCE PAYABLE 20151001 DEFRRED LEASE OBLIGATION 22363807 WORKERS COMPENSATION PAYABLE 770670 78286566 X PART V, LINE 4: INTERFAITH MEDICAL CENTER'S ENDOWMENT FUNDS ARE FOR SPECIFIC PURPOSES DEFINED UNDER INTERNAL DESIGNATION OR TERMS OF AGREEMENT. PART X, LINE 2: MANAGEMENT REVIEWS TRANSACTIONS TO ESTIMATE POTENTIAL TAX LIABILITIES USING A THRESHOLD OF MORE LIKELY THAN NOT OF BEING SUSTAINED. IT IS MANAGEMENT'S ESTIMATION THAT THERE ARE NO MATERIAL LIABILITIES THAT NEED TO BE RECORDED AS OF DECEMBER 31, 2020. 1 1 1 X 1 X 1 1 0 1 1 5865583 5823126 42457 0.00020 141699037 133477999 8221038 0.03550 147564620 139301125 8263495 0.03570 877136 877136 0.00380 28985701 13734354 15251347 0.06580 32103560 25831836 6271724 0.02710 61966397 39566190 22400207 0.09670 209531017 178867315 30663702 0.13240 1 3765024 1554783 19858028 23431041 -3573013 X 1 1 1 1 INTERFAITH MEDICAL CENTER INC 1545 ATLANTIC AVENUE BROOKLYN NY 11213 X X X X INTERFAITH MEDICAL CENTER INC 0 0 1 X X X X X X X X 19 1 0 0 1 X HTTP://WWW.INTERFAITHMEDICAL.COM/ X X 1 19 1 HTTP://WWW.INTERFAITHMEDICAL.COM/ABOUT/COMMUN 0 1 X 100.000000000000 300.000000000000 X X 1 1 X X X 1 X INTERFAITHMEDICALCENTER.ORG X X X 1 X 0 X X X 1 X 0 0 INTERFAITH MEDICAL CENTER, INC. PART V, SECTION B, LINE 5: IN 2018, AT THE RECOMMENDATION OF THE NEW YORK STATE DEPARTMENT OF HEALTH (NYSDOH), THE INTERFAITH MEDICAL CENTER (IMC) AND TWO OTHER AREA SAFETY-NET HOSPITALS (BROOKDALE HOSPITAL MEDICAL CENTER ("BROOKDALE") AND KINGSBROOK JEWISH MEDICAL CENTER (KJMC) FORMALLY JOINED TOGETHER TO OPERATE UNDER A NEW PARENT ORGANIZATION ONE BROOKLYN HEALTH SYSTEM ("OBHS"). LEGALLY, IMC IS CONSIDERED AN "AFFILIATE" OF OBHS AND THE TWO OTHER HOSPITALS. THIS AFFILIATION IS INTENDED TO ENSURE THAT ALL THREE HOSPITALS GET BACK TO FISCAL STABILITY AND SUSTAINABILITY, TO CONTINUE PROVIDING HEALTHCARE FOR THE THOUSANDS OF RESIDENTS IN THE PREDOMINANTLY LOW INCOME COMMUNITIES OF CENTRAL AND EAST BROOKLYN.IN 2019, ALL THREE OBHS MEMBER HOSPITALS WORKED TOGETHER TO DEVELOP ONE COMPREHENSIVE COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA), CONDUCTING A BROAD SURVEY OF THE HEALTHCARE NEEDS OF RESIDENTS IN ALL THE ZIP CODES SERVED BY EACH HOSPITAL IN BOTH PRIMARY, SECONDARY AND TERTIARY SERVICE AREAS, AS LISTED IN CHART THAT FOLLOWS. NOTE THAT SERVICE AREAS WERE DEFINED BASED ON OBHS HOSPITALS' DISCHARGE DATA. PATIENT ORIGIN ZIP CODES WERE RANKED BY FREQUENCY; PRIMARY SERVICE AREA WAS DEFINED USING A CUTOFF OF 50%, I.E. 50% OF PATIENTS CAME FROM THE ZIP CODES COVERED BY THE PRIMARY SERVICE AREA. THE CUT OFFS FOR SECONDARY AND TERTIARY SERVICE AREA WERE 75% AND 85% RESPECTIVELY.YES, IN CONDUCTING THE 2019 CHNA, OBHS TOOK INTO ACCOUNT INPUT FROM REPRESENTATIVES OF A BROAD CROSS-SECTION OF THE COMMUNITIES SERVED, INCLUDING THOSE WITH EXPERTISE IN PUBLIC HEALTH. THE PROCESS OF DEVELOPING A CHNA, AND A COMMUNITY SERVICE PLAN (CSP) (REQUIRED BY THE NYS DEPARTMENT OF HEALTH (NYS DOH)), IS AN INTEGRAL PART OF OBHS' ONGOING STRATEGIC PLANNING DISCUSSIONS, AND INVOLVES OBHS AND IMC'S SENIOR LEADERSHIP, MEDICAL STAFF, COMMUNITY RESIDENTS, PUBLIC HEALTH OFFICIALS, ELECTED OFFICIALS, AND MANY OTHER KEY COMMUNITY STAKEHOLDERS. THE 2019 CHNA CONDUCTED AGGREGATED AND ANALYZED FINDINGS FROM A VARIETY OF PRIMARY AND SECONDARY DATA SOURCES AS FOLLOWS: (I) ANALYSES OF CLINICAL DIAGNOSIS AND TREATMENT DATA FOR OBHS' PATIENT POPULATION.(II) PAR RESEARCH STUDIES CONDUCTED BY OBHS IN COLLABORATION WITH COMMUNITY PARTNERS IN 2016-2018.(III) "THE BROOKLYN STUDY: RESHAPING THE FUTURE OF HEALTHCARE," A COMPREHENSIVE ASSESSMENT OF EAST BROOKLYN'S HEALTHCARE NEEDS, THE VIABILITY OF AREA HOSPITALS (INCLUDING IMC), AND SYSTEM-WIDE TRANSFORMATION RECOMMENDATIONS. THIS ASSESSMENT, CONDUCTED BY NORTHWELL HEALTH IN 2016, WAS COMMISSIONED BY NYS DOH, AND RESULTED IN THE FORMATION OF OBHS IN 2018.(IV) THE NYC DOH COMMUNITY PROFILES FOR INDIVIDUAL COMMUNITY DISTRICTS PUBLISHED IN 2018.FOLLOWING IS LIST OF SOME OF THE INDIVIDUALS AND ENTITIES WITH WHICH OBHS COORDINATED, TO DEVELOP THE 2019-2021 CHNA:- NEW YORK CITY DEPARTMENT OF HEALTH CENTER FOR HEALTH EQUITY IN EAST NY DR. TORIAN EASTERLING- NYS DEPARTMENT OF HEALTH SYLVIA PIRANI, DIRECTOR OF PUBLIC HEALTH PRACTICE- THE GREATER NEW YORK HOSPITAL ASSOCIATION AMY OSARIO - NORTHWELL VENTURES, INC.- DR. DAVID ROSE, CHIEF MEDICAL OFFICER AT BROOKDALE- KHARI EDWARDS VP OF EXTERNAL AFFAIRS- LOCAL CHURCHES AND CBOS- COMMUNITY ADVISORY BOARDS- ELECTED OFFICIALS ROBERT CONERGY AND JERMANE WRIGHT- OBHS BOARD STRATEGIC PLANNING COMMITTEE INTERFAITH MEDICAL CENTER, INC. PART V, SECTION B, LINE 7D: SHARED WITH COMMUNITY PARTNER, E.G. COALITION TO TRANSFORM INTERFAITH, BED-STUY RESTORATION, NYC DOHMH NEIGHBORHOOD HEALTH ACTION CENTER. INTERFAITH MEDICAL CENTER, INC. PART V, SECTION B, LINE 11: THE ESTABLISHMENT OF OBHS IS INTENDED TO HELP INTERFAITH MEDICAL CENTER (IMC) AND ITS AFFILIATES WORK TOGETHER TO SECURE MORE FUNDING AND OTHER RESOURCES THAT ARE DESPERATELY NEEDED TO MEET THE HIGH DEMAND FOR HEALTHCARE SERVICES AND TO ADDRESS ANY NEEDS IDENTIFIED, WHICH ARE NOT CURRENTLY BEING ADDRESSED. MOVING FORWARD AS A PART OF OBHS, IMC NOW HAS THE ADDED CAPACITY TO PARTNER WITH ITS AFFILIATE HOSPITALS AND A BROADER ARRAY OF COMMUNITY STAKEHOLDERS, TO LEVERAGE RESOURCES AND HEALTHCARE INNOVATIONS THAT WILL IMPROVE HEALTHCARE DELIVERY ACROSS THEOBHS HEALTHCARE SERVICES CONTINUUM. IMC CONTINUES TO BRING A FULL COMPLEMENT OF HEALTHCARE SERVICES TO ITS PATIENT POPULATION, MAKING AVAILABLE A VARIETY OF SPECIALTY AND SUB-SPECIALTY CLINICS/SERVICES TO ADDRESS A WIDE RANGE OF DISEASES THAT DISPROPORTIONATELY IMPACT ITS PATIENT POPULATION (HEART DISEASE, CANCER, ASTHMA, HIV/AIDS, DIABETES, OBESITY). 6 1 - BISHOP ORRIS G WALKER JR HEALTH CENTER 528 PROSPECT PLACE BROOKLYN NY 11238 CLINIC 2 - PRIMARY CARE DESIG AIDS TREATMENT CENTER 880 BERGEN STREET BROOKLYN NY 11238 AIDS TREATMENT CENTER 3 - DENTAL CENTER 1536 BEDFORD AVENUE BROOKLYN NY 11216 DENTAL CLINIC 4 - ALTERNATIVE HOUSINGAPT PROGRAM 1536 BEDFORD AVENUE BROOKLYN NY 11233 BEHAVIORAL HEALTH CLINIC 5 - METHADONE MAINTENANCE TREATMENT PROGRAM 882 BERGEN STREET BROOKLYN NY 11238 DETOX AND CONSULTATION 6 - BEHAVIORAL HEALTH PROGRAM - ADULT CLINIC 1038 BROADWAY BROOKLYN NY 11221 BEHAVIORAL HEALTH CLINIC PART I, LINE 7: INTERFAITH MEDICAL CENTER USES PATIENT COST TO CHARGES RATIO FROM THE NEW YORK STATE DEPARTMENT OF HEALTH INSTITUTIONAL COST REPORT. PART II, COMMUNITY BUILDING ACTIVITIES: INTERFAITH MEDICAL CENTER STRIVES TO BE A GOOD NEIGHBOR AND TO MAINTAIN OPEN COMMUNICATIONS WITH ITS COMMUNITY AND BEYOND. THE HOSPITAL READILY MAKES ITS CONFERENCE ROOM AND CAFETERIA AVAILABLE TO NEIGHBORHOOD GROUPS FOR MEETINGS, RECEPTIONS AND COMMUNITY FORUM. IN ADDITION TO MAKING SPACE AVAILABLE, THE MEDICAL STAFF GRACIOUSLY OFFERS FREE CLINICS AND SCREENINGS THROUGHOUT THE YEAR AT CHURCHES, SENIOR CENTERS, DAY CARE CENTERS, HIGH SCHOOLS AND COLLEGE MENTORING SESSIONS AND ANY NUMBER OF STREET FAIRS. IN ADDITION, INTERFAITH MEDICAL CENTER OFFERS WORKSHOPS IN STRESS REDUCTION, HEALTHY LIVING/COOKING, AND PROVIDES FACILITIES FOR JOB SEARCHES AND HELP WITH AT RISK YOUTH. PART III, LINE 2: THE AMOUNT REPORTED ON LINE 2 IS EQUAL TO THE PROVISION FOR BAD DEBTS PER THE AUDITED FINANCIAL STATEMENTS ("AFS"). THE EXPLANATION OF THE USED TO ESTIMATE THIS AMOUNT CAN BE FOUND IN FOOTNOTE 4 OF THE ATTACHED AFS. PART III, LINE 4: INTERFAITH MEDICAL CENTER ADOPTS A WRITTEN COLLECTION POLICY TO FOLLOW UP ON SELF PAY ACCOUNTS CONSISTENTLY TO ENSURE MAXIMIZATION OF CASH FLOW AND FOR TIMELY IDENTIFICATION OF BAD DEBT ACCOUNTS. SELF-PAY PATIENTS WILL BE MAILED AN ITEMIZED COPY OF THEIR HOSPITAL BILL, ALONG WITH FINANCIAL ASSISTANCE INFORMATION. PAYMENT IS EXPECTED WITHIN 30 DAYS OF BILLING. IF THE BALANCE CAN NOT BE PAID WITHIN 30 DAYS, THE PATIENT IS ASKED TO CALL THE ACCOUNT REPRESENTATIVE. AFTER ALL OTHER METHODS OF PAYMENT HAVE BEEN EXHAUSTED, A CONTRACT PAYMENT AGREEMENT MAY BE ACCEPTED. A SERIES OF BILLING STATEMENTS ARE MAILED TO THE GUARANTOR WITH EACH MESSAGE PROGRESSIVELY STRONGER. TELEPHONE COLLECTION ACTIVITY OCCURS FOR INPATIENT SELF-PAY ACCOUNTS THAT ARE GREATER THAN $1,000. ONCE THE BILLING STATEMENTS AND FINAL LETTER HAVE BEEN SENT, THE ACCOUNT WILL CYCLE FOR A PRE-COLLECTION LETTER. AFTER 120 DAYS, ANY SELF-PAY ACCOUNTS DETERMINED TO BE UNCOLLECTIBLE WILL BE WRITTEN OFF TO BAD DEBT AND IMMEDIATELY PLACED WITH A COLLECTION AGENCY. PART III, LINE 8: MEDICARE'S COST FINDING IS THE DETERMINATION OF THE ALLOCATION OF DIRECT COSTS AND PRORATION OF INDIRECT COSTS. THE COST REPORT ALLOWS FOR THE ALLOCATION OF GENERAL SERVICE COST CENTERS, INPATIENT ROUTINE SERVICE COST CENTERS, ANCILLARY SERVICE COST CENTERS, OUTPATIENT SERVICE COSTCENTERS, OTHER REIMBURSABLE COST CENTERS, SPECIAL PURPOSE COST CENTERS AND NONREIMBURSABLE COST CENTERS. MOST COST CENTERS ARE ALLOCATED ON DIFFERENT STATISTICAL BASES. AFTER THE ALLOCATION OF THESE COSTS, MEDICARE ALLOWABLE COST IS DERIVED. THE HOSPITAL SERVES PATIENTS WITHGOVERNMENT HEALTH BENEFITS, INCLUDING MEDICARE. MEDICARE IS OUR SECONDARY PAYOR AND HOSPITALS MUST ACCEPT THESE PATIENTS REGARDLESS OF WHETHER THEY MAKE A SURPLUS OR DEFICIT FROM PROVIDING SUCH SERVICES. MEDICARE SERVICES PROMOTE ACCESS TO HEALTH CARE SERVICES. PART III, LINE 9B: INTERFAITH MEDICAL CENTER ADOPTS A WRITTEN COLLECTION POLICY TO FOLLOW UP ON SELF PAY ACCOUNTS CONSISTENTLY TO ENSURE MAXIMIZATION OF CASH FLOW AND FOR TIMELY IDENTIFICATION OF BAD DEBT ACCOUNTS. SELF-PAY PATIENTS WILL BE MAILED AN ITEMIZED COPY OF THEIR HOSPITAL BILL, ALONG WITH FINANCIAL ASSISTANCE INFORMATION. PAYMENT IS EXPECTED WITHIN 30 DAYS OF BILLING. IF THE BALANCE CAN NOT BE PAID WITHIN 30 DAYS, THE PATIENT IS ASKED TO CALL THE ACCOUNT REPRESENTATIVE. AFTER ALL OTHER METHODS OF PAYMENT HAVE BEEN EXHAUSTED, A CONTRACT PAYMENT AGREEMENT MAY BE ACCEPTED. A SERIES OF BILLING STATEMENTS ARE MAILED TO THE GUARANTOR WITH EACH MESSAGEPROGRESSIVELY STRONGER. TELEPHONE COLLECTION ACTIVITY OCCURS FOR INPATIENT SELF-PAY ACCOUNTS THAT ARE GREATER THAN $1,000. ONCE THE BILLING STATEMENTS AND FINAL LETTER HAVE BEEN SENT, THE ACCOUNT WILL CYCLE FOR A PRE-COLLECTION LETTER. AFTER 120 DAYS, ANY SELF-PAY ACCOUNTS DETERMINED TO BE UNCOLLECTIBLE WILL BE WRITTEN OFF TO BAD DEBT AND IMMEDIATELY PLACED WITH A COLLECTION AGENCY. PART VI, LINE 2: THE ONE BROOKLYN HEALTH SYSTEM ("OBHS") WAS FORMED IN APRIL 2018, IN RESPONSE TO A DIRECTIVE FROM NEW YORK STATE (NYS), AS AN EFFORT TO SAVE THREE FINANCIALLY-DISTRESSED SAFETY-NET HOSPITALS AND THEIR AFFILIATED HEALTHCARE FACILITIES IN EAST BROOKLYN, WHICH INCLUDE: THE BROOKDALE HOSPITAL MEDICAL CENTER, KINGSBROOK MEDICAL CENTER, INTERFAITH MEDICAL CENTER, SCHULMAN SCHACHNE NURSING HOME, RUTLAND NURSING HOME, AND A NUMBER OF OFF-SITE HEALTHCARE DELIVERY FACILITIES. ALL THREE HOSPITALS AND ASSOCIATED FACILITIES NOW EXIST UNDER THE UMBRELLA ORGANIZATION, OBHS, ADOPTING ONE MISSION, AS FOLLOWS: "WE PROVIDE GREATER ACCESS TO HIGH QUALITY MEDICAL CARE AND KEEP OUR COMMUNITIES HEALTHY THROUGH AN INTEGRATED CARE SYSTEM THAT RESPECTS THE DIVERSITY OF OUR COMMUNITIES AND ADDRESSES BOTH THE HEALTH NEEDS AND UNIQUE FACTORS THAT SHAPE THEM." OBHS HOSPITALS AND OTHER FACILITIES, WHICH SERVE AS VITAL LIFELINES FOR THE MOST VULNERABLE POOR FAMILIES IN CENTRAL AND EAST BROOKLYN, HAVE BEEN FINANCIALLY DISTRESSED FOR THE PAST DECADE, STRUGGLING TO STAY AFLOAT IN THE FACE OF A RAPIDLY CHANGING HEALTHCARE LANDSCAPE. DURING THE PAST THREE YEARS, OBHS SENIOR LEADERSHIP HAS WORKED HAND IN HAND WITH NYS GOVERNMENT, ELECTED OFFICIALS, COMMUNITY LEADERS AND MANY KEY STAKEHOLDERS TO EMBARK UPON THE WORK OF TRANSFORMING HEALTHCARE FOR THE UNDERSERVED COMMUNITIES OF OBHS SERVICE AREAS. OBHS PROVIDES A FULL SCOPE OF MEDICAL SERVICES RANGING FROM PEDIATRIC TO SENIOR CARE, TO A BROAD GEOGRAPHIC AREA WITH A POPULATION OF APPROXIMATELY 1.2 MILLION. ALL THREE OBHS HOSPITALS TOGETHER RECEIVE APPROXIMATELY 170,000 EMERGENCY ROOM AND HALF A MILLION OUTPATIENT VISITS ANNUALLY. THE FORMATION OF OBHS IS FACILITATING THE REDESIGN AND MERGING OF OPERATIONS, EFFORTS THAT ARE EXPECTED TO LEAD TO FISCAL VIABILITY AND THE CREATION OF A HEALTHCARE SYSTEM THAT IS INNOVATIVE AND RESPONSIVE TO THE NEEDS OF THE BROOKLYN COMMUNITIES SERVED. NEW YORK STATE IS WORKING CLOSELY WITH OBHS TO PROVIDE THE FINANCIAL GUIDANCE AND SUPPORT NEEDED TO RESTRUCTURE THE SYSTEM, COVERING BUDGET SHORTFALLS, AND PROVIDING GRANT FUNDING TO REPLACE OUTDATED CRITICAL MEDICAL EQUIPMENT. OBHS HOSPITALS ARE VITAL TO THE HEALTH OF BROOKLYN RESIDENTS, ESPECIALLY DURING THIS TIME OF CRISIS HAD ANY OF THE THREE HOSPITALS SUCCUMBED TO CLOSURE PRIOR TO THIS COVID-19 PANDEMIC, THE OUTCOMES FOR BROOKLYN RESIDENTS WOULD HAVE BEEN FAR MORE DEVASTATING. COVID-19 PANDEMIC RESPONSETHE COVID-19 PANDEMIC BROUGHT SEVERE FINANCIAL AND OPERATIONAL CAPACITY CHALLENGES TO ALL OBHS HOSPITALS AND AFFILIATE FACILITIES. ON MARCH 7, 2020, NEW YORK STATE GOVERNOR ANDREW CUOMO ISSUED EXECUTIVE ORDER NUMBER 202, WHICH DECLARED A STATE DISASTER EMERGENCY FOR THE ENTIRE STATE OF NEW YORK, DUE TO THE COVID-19 PANDEMIC. ALL FIVE NEW YORK CITY BOROUGHS WERE IMPACTED BY THE PANDEMIC, WITH THE BOROUGHS OF BROOKLYN AND QUEENS BEARING THE BRUNT OF IMPACT AND RECOGNIZED AS GROUND ZERO FOR THE PANDEMIC. THE OBHS HOSPITALS AND ITS SATELLITE LOCATIONS WERE IN THE EPICENTER FROM THE ONSET. FROM EARLY MARCH 2020 TO MAY 2020, ALL HOSPITALS IN THE BOROUGH OF BROOKLYN EXPERIENCED A SUSTAINED SURGE OF PATIENTS SEEKING EMERGENCY MEDICAL CARE FOR COVID-19 SYMPTOMS. OBHS DATA ANALYSIS SHOWS THAT ALL THREE OBHS HOSPITALS WERE IMMEDIATELY OVERWHELMED WITH THE DEMAND FOR EMERGENCY DEPARTMENT TRIAGE, INTAKE AND COVID-19 TESTING, HOSPITALIZATION AND CARE OF COVID-19 PATIENTS, AND THE NEED FOR INTENSIVE CARE UNIT BEDS FOR SEVERELY ILL PATIENTS. TO MEET THE SUDDEN SURGE IN DEMAND, HOSPITALS HAD TO UTILIZE AND DEPLETE THEIR STOCK OF PERSONAL PROTECTIVE EQUIPMENT (PPE), PHARMACEUTICAL AND OTHER NECESSARY MEDICAL SUPPLIES SUCH AS COVID-TESTING CAPACITY, AS WELL AS INTENSIVE CARE UNIT BEDS, WHICH WERE DEEMED NECESSARY TO MANAGE THE PANDEMIC AND CARE FOR COVID PATIENTS. HOSPITALS ALSO HAD TO SEEK ADDITIONAL STAFFING THROUGH TEMPORARY EMPLOYMENT AGENCIES TO IMMEDIATELY EXPAND THEIR WORKFORCE (DOCTORS, NURSES, RESPIRATORY THERAPISTS, AND OTHER CRITICAL MEDICAL PROFESSIONALS, AS WELL AS MAINTENANCE STAFFING). MORE BED CAPACITY WAS ALSO URGENTLY NEEDED. THE TOTAL CERTIFIED BED CAPACITY OF ALL OBHS HOSPITALS IS 1,120. IN A SUBSEQUENT EXECUTIVE ORDER ISSUED BY THE GOVERNOR DURING THE MONTH OF MARCH, ALL HOSPITALS WERE ASKED TO RAMP UP THEIR BED CAPACITY BY 100%, AND THEIR STAFFING CAPACITY TO MATCH. THIS MEANT THAT EACH OF OUR THREE HOSPITALS HAD TO SCRAMBLE TO RE-ORIENT 100% OF THEIR HEALTHCARE DELIVERY OPERATIONS TO TREAT COVID PATIENTS EXCLUSIVELY; ALL ELECTIVE SURGERIES AND ALL AMBULATORY CARE VISITS HAD TO BE CANCELLED. IN ADDITION TO THE HIGH USAGE OF PPE AND OTHER MEDICAL SUPPLIES, HOSPITALS ADMINISTRATION HAD TO WORK TIRELESSLY TO PURCHASE ADDITIONAL BEDS, HEPA FILTERS, IV POLES, STRETCHERS, VENTILATORS, AND A WIDE RANGE OF NECESSARY MEDICAL EQUIPMENT NEEDED TO TREAT PATIENTS. AT THE HEIGHT OF THE FIRST SURGE OF THE PANDEMIC, BETWEEN MARCH 7 AND APRIL 20, THE NEW YORK CITY DEPARTMENT OF HEALTH AND MENTAL HYGIENE (NYCDOHMH) REPORTED THAT THE BOROUGH OF BROOKLYN HAD 35,775 CASES OF COVID-19, THE SECOND HIGHEST NUMBER OF POSITIVE COVID-19 CASES AMONG THE FIVE BOROUGHS. DURING THIS PERIOD, A TOTAL OF 2,807 COVID-19 DEATHS WERE RECORDED IN THE BOROUGH, CLOSE TO 30% OF ALL DEATHS IN THE FIVE BOROUGHS MOST OF THOSE DEATHS OCCURRED WITHIN THE SHORT TIME PERIOD OF FIVE WEEKS. ALL THREE HOSPITALS HAD TO RAMP UP MORGUE OPERATIONS TO PROCESS THE DECEASED. THIS MEANT RENTING REFRIGERATED TRUCKS, PURCHASING BODY BAGS, AND OTHER NECESSARY ITEMS, IN ADDITION TO HIRING STAFF TO HANDLE THIS WORK. FROM THE BEGINNING OF THE PANDEMIC IN EARLY MARCH THROUGH DECEMBER 31, THE TOTAL NUMBER OF COVID-19 CASES RECORDED IN NYC (ALL FIVE BOROUGHS) IS APPROXIMATELY 625,000, AND THE TOTAL NUMBER OF CONFIRMED DEATHS STAND AT APPROXIMATELY 27,000. THE ADDED PATIENT LOAD AND BED CAPACITY BROUGHT SEVERE STRAIN ON FINANCIAL RESOURCES, ESPECIALLY GIVEN OBHS' FRAIL FINANCIAL STATE PRIOR TO COVID. TWO FACTORS COMPOUNDED THE DEVASTATING IMPACT OF COVID-19 FOR ALL THREE HOSPITALS AND OUR PATIENT POPULATION AND ADDED EXTREME PRESSURE ON ALL ASPECTS OF OPERATIONS. THE FIRST IS THE FACT THAT THE SERVICE AREAS SERVED BY ALL THREE HOSPITALS ARE DENSELY POPULATED; BROOKLYN HAS A POPULATION OF 2.533 MILLION PEOPLE. THE SECOND IS THE FACT THAT OUR PATIENT POPULATION (70% AFRICAN AMERICAN, 20% HISPANIC) IS PLAGUED WITH THE UNDERLYING HEALTH CONDITIONS LIKE OBESITY, HEART DISEASE, HYPERTENSION, ASTHMA AND DIABETES, WHICH, ACCORDING TO THE CDC, WORSEN THE IMPACT OF THE DISEASE, AND GENERALLY LEAD TO VERY POOR OUTCOMES AND AN INCREASED LIKELIHOOD OF DEATH.IN THE AFTERMATH OF THE FIRST COVID-19 SURGE, AND WHILE CURRENTLY DEALING WITH ANOTHER RESURGENCE, OBHS REMAINS IN A STATE OF FLUX. SIMILAR TO OTHER HOSPITALS, OBHS EXPERIENCED A TREMENDOUS DISRUPTION OF BUSINESS AND INCOME LOSS FROM MARCH TO JULY DUE TO THE CANCELING OF REGULAR HOSPITAL BUSINESS (ELECTIVE SURGERIES) THE CLOSURE OF REHAB AND PSYCHIATRY UNITS, AND A CLOSURE OF OUTPATIENT CLINICS. POST COVID-19, PATIENTS REMAIN RELUCTANT TO VISIT OUR HEALTHCARE POINTS OF ACCESS, FEARFUL OF CONTRACTING THE DISEASE, AND ARE DELAYING FOLLOW-UP VISITS AS MUCH POSSIBLE. WHILE OBHS IS DOING ALL IT CAN TO ACHIEVE A SUSTAINABLE LEVEL OF BUSINESS, INCLUDING ADDING TELEHEALTH TECHNOLOGY TO OUR HEALTHCARE MODEL, WE ANTICIPATE THAT IT WILL BE A LONG ROAD AHEAD TO GET BACK TO FINANCIAL STABILITY. ON TOP OF THE DISRUPTION TO ITS REVENUE STREAM, OBHS NOW HAS THE ADDED FINANCIAL BURDEN OF BUDGETING FOR MORE PPE AND OTHER MEDICAL SUPPLIES LIKE PHARMACEUTICAL AND CLEANING SUPPLIES, AND PURCHASING ITEMS THAT ARE SPECIFIC TO CONTROLLING THE COVID INFECTION RATE AMONG STAFF AND PATIENTS I.E. COVID TESTING CAPACITY, SPECIAL PROTECTIVE SHIELDS, FACE SHIELDS, SCREENING EQUIPMENT ETC AS WELL AS MANDATED TESTING OF ALL NURSING HOME PATIENTS AND STAFF ON A WEEKLY BASIS. AND BECAUSE OF THE INCREASED DEMAND FOR THESE SERVICES, THESE ITEMS ARE BEING PURCHASED AT SIGNIFICANTLY HIGHER COSTS. TO HELP ALLEVIATE THE FINANCIAL STRESS EXPERIENCED BY HEALTHCARE FACILITIES IN DEALING WITH THE COVID PANDEMIC, THE FEDERAL GOVERNMENT PASSED THE CORONAVIRUS AID, RELIEF, AND ECONOMIC SECURITY ACT, ALSO KNOWN AS THE CARES ACT. THIS ACT WAS A $2.2 TRILLION ECONOMIC STIMULUS BILL WHICH IN PART PROVIDED FUNDS TO HELP HEALTHCARE FACILITIES DEAL WITH THE NUMEROUS FINANCIAL DIFFICULTIES CAUSED BY THE PANDEMIC. THE DEPARTMENT OF HEALTH AND HUMAN SERVICES (HHS) WAS PLACED IN CHARGE OF DISTRIBUTING THESE FUNDS AND HAS ISSUED GUIDANCE AS TO HOW THESE FUNDS CAN BE USED. OBHS RECEIVED APPROXIMATELY $24.3 MILLION AND $185.6 MILLION IN GENERAL AND TARGETED DISTRIBUTIONS, RESPECTIVELY, OF THE PRF FOR A TOTAL OF APPROXIMATELY $209.9 MILLION. PART VI, LINE 3: PATIENT EDUCATION OF ELIGIBILITY OF ASSISTANCE: INTERFAITH MEDICAL CENTER HAS DEVELOPED A FINANCIAL ASSISTANCE POLICY THAT PROVIDES MEDICAL/FINANCIAL ASSISTANCE TO ALL. THE POLICY IS UPDATED ANNUALLY ESPECIALLY THE PORTIONS REGARDING CURRENT FEDERAL POVERTY LEVELS AND THAT INFORMATION IS DISTRIBUTED TO ALL THE REGISTRATION AREAS. A COPY OF THE FINANCIAL ASSISTANCE APPLICATION IS INCLUDED IN THE PATIENT'S REGISTRATION PACKAGE AND EACH UNINSURED PERSON IS ADVISED OF THE PROCESS FOR BECOMING ENROLLED AND IF ELIGIBLE ASSISTANCE IS PROVIDED WITH MEDICAID ENROLLING AT THE FACILITY. INFORMATION REGARDING THE FINANCIAL ASSISTANCE POLICY IS POSTED IN THE ADMITTING DEPARTMENT AND AT ALL OUTPATIENT REGISTRATION LOCATIONS. TRANSLATION SERVICES ARE AVAILABLE FOR THOSE WERE ENGLISH IS NOT THEIR FIRST LANGUAGE. PART VI, LINE 4: BASED ON THE RECOMMENDATIONS IN NORTHWELL HEALTH'S "THE BROOKLYN STUDY: RESHAPING THE FUTURE OF HEALTHCARE", IN 2016, BROOKDALE, INTERFAITH AND KINGSBROOK APPLIED FOR AND RECEIVED APPROVAL FROM THE NYS PUBLIC HEALTH AND PLANNING COUNCIL TO ESTABLISH ONE BROOKLYN HEALTH SYSTEM (OBHS), WHICH WILL SERVE AS AN INTEGRATED, CENTRAL HEALTH CARE DELIVERY SYSTEM THAT WILL PRESERVE AND ENHANCE HEALTH CARE SERVICES IN CENTRAL AND NORTHEAST BROOKLYN.1 OBHS MEMBER HOSPITALS HAVE COME TOGETHER TO CREATE THIS COMPREHENSIVE COMMUNITY HEALTH NEEDS ASSESSMENT AND COMMUNITY SERVICE PLAN; THE COLLABORATING FACILITIES ARE ALL LOCATED IN KINGS COUNTY (BROOKLYN) AND HAVE DEFINED THEIR COMMUNITY ASSESSED AS CENTRAL AND NORTHEASTERN BROOKLYN, DEMARCATED BY SHARED PRIMARY AND SECONDARY NEIGHBORHOODS AND ZIP CODES.SERVICE AREA WAS DETERMINED BASED ON OBHS HOSPITALS' DISCHARGE DATA. PATIENT ORIGIN ZIP CODES WERE RANKED BY FREQUENCY; PRIMARY SERVICE AREA WAS DEFINED USING A CUTOFF OF 50%, I.E. 50% OF PATIENTS CAME FROM THE ZIP CODES COVERED BY THE PRIMARY SERVICE AREA. THE CUT OFFS FOR SECONDARY AND TERTIARY SERVICE AREA WERE 75% AND 85% RESPECTIVELY.THE DATA AND DISCUSSION FOR THE FOLLOWING SECTIONS HAVE BEEN COMPILED FROM THE NEW YORK CITY DEPARTMENT OF HEALTH AND MENTAL HYGIENE (NYC DOHMH) COMMUNITY HEALTH PROFILES 2018.3 THE OBHS PRIMARY AND SECONDARY SERVICE AREA ZIP CODES ARE: 11212, 11207, 11208, 11233, 11236, 11203, 11213, 11216, 11238, 11225, 11226 AND 11221. THESE CORRESPOND TO BROOKLYN'S COMMUNITY DISTRICTS 3, 5, 8, 9, 14, 16, 17 AND 18. THE COMMUNITY HEALTH PROFILES FOR THESE COMMUNITY DISTRICTS WERE USED TO ASSESS THE COMMUNITY HEALTH STATUS AND COMPARE THEM TO BROOKLYN AND NEW YORK CITY OVERALL. PART VI, LINE 5: OBHS HAS A ROBUST COMMUNITY OUTREACH AND ENGAGEMENT AGENDA ACROSS THE HOSPITAL SYSTEM TO ENSURE ACCOUNTABILITY AND PARTNERSHIP OPPORTUNITIES WITH THESE COMMUNITY HEALTH PARTNERS. FOR EXAMPLE, BROOKDALE'S COMMUNITY ADVISORY BOARD IS CHARGED WITH ENSURING THAT THE VOICE OF THE COMMUNITY IS REPRESENTED IN BROOKDALE'S DECISION MAKING PROCESS. STAFF WORK WITH DEPARTMENTS ACROSS BROOKDALE TO COORDINATE COMMUNITY MEETINGS, HEALTH EDUCATION FAIRS, DISEASE PREVENTION AND WELLNESS EVENTS, YOUTH INITIATIVES, AND OTHER ACTIVITIES DESIGNED TO SEEK COMMUNITY INPUT, DISSEMINATE HEALTH INFORMATION ABOUT HEALTH ISSUES AND INITIATIVES, AND INFORM THE COMMUNITY ABOUT TREATMENT AND CARE OPTIONS. SIMILARLY, THE COALITION TO TRANSFORM INTERFAITH CONVENES REGULARLY TO PROVIDE A COMMUNITY FORUM FOR UPDATES ON INTERFAITH'S ONGOING TRANSFORMATION AND SPONSOR OR PUBLICIZE COMMUNITY HEALTH INITIATIVES. AT THESE MONTHLY AND REGULAR MEETINGS, PREVENTION AGENDA PROGRESS AND SUCCESS WILL BE REPORTED ON TO ENABLE FURTHER COMMUNITY COLLABORATION AND ALSO IDENTIFYING MID-COURSE CORRECTIONS OR ENHANCEMENTS TO OBHS' COMMUNITY HEALTH WORK. PART VI, LINE 6: AS MENTIONED EARLIER (PART V, QUESTION #5), IN 2018, AT THE RECOMMENDATION OF THE NEW YORK STATE DEPARTMENT OF HEALTH, INTERFAITH AND TWO OTHER AREA SAFETY-NET HOSPITALS (BROOKDALE HOSPITAL MEDICAL CENTER (BHMC) AND KINGSBROOK JEWISH MEDICAL CENTER (KJMC) JOINED TOGETHER TO OPERATE UNDER A NEW PARENT ORGANIZATION ONE BROOKLYN HEALTH SYSTEM ("OBHS"). LEGALLY, INTERFAITH IS CONSIDERED AN "AFFILIATE" OF OBHS AND THE TWO OTHER HOSPITALS. THIS AFFILIATION IS INTENDED TO ENSURE THAT ALL THREE HOSPITALS GET BACK TO FISCAL STABILITY AND SUSTAINABILITY, TO CONTINUE PROVIDING HEALTHCARE TO THEIR PREDOMINANTLY LOW-INCOME PATIENT POPULATION. THE ESTABLISHMENT OF OBHS IS ALLOWING INTERFAITH TO PARTNER WITH ITS AFFILIATE HOSPITALS AND A BROADER ARRAY OF COMMUNITY STAKEHOLDERS TO LEVERAGE RESOURCES AND HEALTHCARE INNOVATIONS THAT WILL IMPROVE HEALTHCARE DELIVERY FOR THE UNDERSERVED COMMUNITIES THAT EACH HOSPITAL HAS BEEN SERVING FOR DECADES. IN 2018, OBHS RECEIVED A $664 MILLION CAPITAL GRANTFROM NEW YORK STATE TO IMPROVE THE CAPITAL INFRASTRUCTURE OF INTERFAITH AND THE TWO OTHER AFFILIATE HOSPITALS. FUNDS WILL BE USED TO PURCHASE MORE TECHNOLOGICALLY ADVANCED EQUIPMENT, RENOVATE AND BUILD NEW FACILITIES THAT WILL SUPPORT BETTER HEALTHCARE DELIVERY. PART VI, LINE 7, REPORTS FILED WITH STATES NY PART VI, LINE 2, ASSESSMENT OF COMMUNITY HEALTH NEEDS CONTINUED: BECAUSE OF THE PANDEMIC AND ITS EFFECTS TO THE CATCHMENT AREA WHICH OBH SERVICES, SEVERAL OF OUR NORMAL OUTREACH PROGRAMS TO THE COMMUNITY WERE EITHER CANCELLED OR SEVERELY CURTAILED. FOR EXAMPLE, DUE TO NEW YORK STATE DEPARTMENT OF HEALTH GUIDANCE, OBH FACILITIES WERE NOT ABLE TO OFFER FREE SCREENINGS TO THE COMMUNITY AS OUR CLINICS WERE CLOSED TO OUTSIDE VISITORS. ONCE THESE PROHIBITIONS WERE LIFTED, OBH STILL EXPERIENCED A SIGNIFICANT DECREASE IN OUR OVERALL BUSINESS SUCH AS ER AND CLINIC VISITS. OBH CONTINUES TO WORK WITH THE LOCAL COMMUNITY AS WELL AS ITS POLITICAL AND RELIGIOUS LEADERS TO REMIND PEOPLE THAT IT IS STILL IMPORTANT FOR THEM TO TAKE ADVANTAGE OF OUR FREE SCREENINGS AND TO NOT DEFER THEIR HEALTHCARE VISITS. WHILE OBH LOOKS TO REESTABLISH OUR FREE SCREENINGS AND OTHER CHARITABLE ENDEAVORS WITHIN THE COMMUNITY IN 2021, WE HAVE WORKED WITH FEMA AND THE NYS DOH TO SET UP A VACCINATION PROGRAM FOR OUR EMPLOYEES AND THE COMMUNITY SO THAT FREE AND READY ACCESS WAS AVAILABLE TO ALL SO THAT WE CAN HELP VACCINATE THE LOCAL POPULATION AND HELP COMBAT THE SPREAD OF COVID. THIS VACCINATION PROGRAM STARTED IN LATE DECEMBER AND CONTINUED INTO 2021. X X X 0 0 0 0 0 0 0 0 0 LARAY BROWN CEO OBHS & PRESIDENT & CEO 1028945 0 0 0 272070 0 0 0 3335 0 1304350 0 0 0 MARIE SCHMIDT CHIEF, PULMONARY DISEASE 591596 0 0 0 724 0 0 0 31803 0 624123 0 0 0 DR GARY STEPHENS INTERIM CMO/SVP, MEDICAL AFFAIR 106564 482011 0 0 516 2143 0 0 990 3318 108070 487472 0 0 STEVEN DELUCA SVP, CHIEF RISK OFFICER 550023 0 0 0 1290 0 0 0 15087 0 566400 0 0 0 JEFFREY CHEUNG INTERIM CHAIR, ED 446382 0 0 0 690 0 0 0 40903 0 487975 0 0 0 JONATHAN WASSERMANN ASSOCIATE CHAIRPERSON, MED 431965 0 0 0 180 0 0 0 48518 0 480663 0 0 0 DONA GREEN SVP, STRATEGIC DEVELOPMENT 453115 0 0 0 1980 0 0 0 16152 0 471247 0 0 0 CHARLIE BOVE COO 402872 0 0 0 1290 0 0 0 45818 0 449980 0 0 0 KATHLEEN EDOUARD ATTENDING PHYSICIAN 433364 0 0 0 724 0 0 0 14754 0 448842 0 0 0 LEON VALBRUN CHIEF, INPATIENT PSYCHIATRY 387567 0 0 0 724 0 0 0 27940 0 416231 0 0 0 PRISSANA ALSTON SVP, CHIEF NURSING OFFICER 336856 0 0 0 1980 0 0 0 27698 0 366534 0 0 0 KAREN CAREY SVP, CHIEF COMPLIANCE OFFICE 271824 0 0 0 2210 0 0 0 19980 0 294014 0 0 0 ANGELA MURDOCK-RIDLEY VP, DEPUTY CFO 288375 0 0 0 690 0 0 0 4172 0 293237 0 0 0 FRANCESCA TINTI SVP, HUMAN RESOURCES 238157 0 0 0 1290 0 0 0 39442 0 278889 0 0 0 MICHAEL PIRO CIO 224873 0 0 0 1980 0 0 0 990 0 227843 0 0 0 FORM 990, PART VI, SECTION A, LINE 6 THE CORPORATION SHALL HAVE ONE MEMBER, ONE BROOKLYN HEALTH SYSTEM, INC. FORM 990, PART VI, SECTION A, LINE 7A ONE BROOKLYN HEALTH SYSTEM, INC. HAS THE POWER TO ELECT AND REMOVE, WITH OR WITHOUT CAUSE, THE MEMBERS OF THE BOARD OF TRUSTEES, AND BOARD OFFICERS OF THE CORPORATION. FORM 990, PART VI, SECTION A, LINE 7B BELOW GOVERNANCE DECISIONS OF THE ORGANIZATION ARE RESERVED TO ONE BROOKLYN HEALTH SYSTEM, INC. OTHER THAN THE GOVERNING BODY: - TO APPROVE CHANGES TO THE CERTIFICATE OF INCORPORATION AND BYLAWS OF THE CORPORATION; - TO INITIATE, APPROVE AND COORDINATE SUBMISSION OF ANY CERTIFICATE OF NEED APPLICATIONS FILED BY OR ON BEHALF OF THE CORPORATION; - TO NEGOTIATE AND APPROVE ALL PAYOR, MANAGED CARE, VENDOR AND EQUIPMENT CONTRACTS ON BEHALF OF THE CORPORATION; - TO APPROVE AND OVERSEE THE OPERATING AND CAPITAL BUDGETS OF THE CORPORATION; - TO APPROVE ANY EXPENDITURES WHICH ARE NOT INCLUDED IN AN APPROVED CAPITAL OR OPERATING BUDGET, AND WHICH EXCEED A THRESHOLD AMOUNT PER ANNUM SET BY THE BOARD OF TRUSTEES OF OBHS FROM TIME TO TIME; - TO APPROVE THE SALE OF ANY ASSETS OUTSIDE THE ORDINARY COURSE OF BUSINESS OR APPROVED IN AN APPROVED BUDGET; - TO APPROVE THE INCURRENCE OF ANY DEBT IN EXCESS OF AN AMOUNT ESTABLISHED BY THE BOARD OF TRUSTEES OF OBHS; - TO APPROVE ANY CHANGE IN ACCOUNTING PERIOD OR METHODS; - TO APPROVE ANY AUDITOR AND ANNUAL AUDITED FINANCIAL STATEMENTS; - TO APPROVE ANY CHANGE IN THE PHILOSOPHY, MISSION AND VALUES OF THE CORPORATION; - TO DEVELOP, APPROVE AND OVERSEE THE IMPLEMENTATION OF ANY STRATEGIC PLAN OR INITIATIVE FOR THE CORPORATION; - TO APPROVE AND INITIATE THE ADDITION, DELETION OR RELOCATION OF SERVICES AT THE CORPORATION; - TO APPROVE THE ADDITION OF ANY NEW REGIONALIZED HEALTH CARE SERVICES; - TO APPROVE OVERALL MARKETING AND ADVERTISING PLANS; - TO APPROVE AND INITIATE THE COMMENCEMENT AND SETTLEMENT OF ANY LITIGATION; - TO CREDENTIAL ALL LICENSED HEALTH CARE PROFESSIONALS TO BE PROVIDING SERVICES AT THE FACILITIES OPERATED BY THE CORPORATION; PROVIDED THAT OBHS MAY DELEGATE SUCH CREDENTIALING TO THE CORPORATION UNTIL SUCH TIME AS A CENTRALIZED CREDENTIALING PROCESS HAS BEEN ESTABLISHED BY OBHS; - TO SUPERVISE, OVERSEE, MONITOR AND PARTICIPATE IN ALL CREDENTIALING, QUALITY ASSURANCE, RISK MANAGEMENT AND PEER REVIEW ACTIVITIES AND SHARE IN ANY AND ALL CREDENTIALING, QUALITY ASSURANCE, RISK MANAGEMENT AND PEER REVIEW DECISIONS OF THE CORPORATION; - TO COORDINATE AND APPROVE PHYSICIAN RECRUITMENT ACTIVITIES CONSISTENT WITH THE STRATEGIC PLAN DEVELOPED BY OBHS; - TO APPROVE ANY NEW AFFILIATION BETWEEN THE CORPORATION AND ANY HEALTH SYSTEM, HOSPITAL, ACADEMIC MEDICAL CENTER OR OTHER INSTITUTIONAL HEALTH CARE PROVIDER; - TO APPROVE ANY MERGER, CONSOLIDATION, RESTRUCTURING, CHANGE IN GOVERNANCE, TRANSFER OF ALL OR SUBSTANTIALLY ALL OF THE ASSETS OF THE CORPORATION WHETHER PURSUANT TO A PLAN OF DISSOLUTION OR OTHERWISE, ANY COMBINATION OF ANY OTHER PERSON OR ENTITY WITH THE CORPORATION OR THE DISSOLUTION OR LIQUIDATION OF THE CORPORATION; AND - TO APPROVE THE CLOSURE OR ESTABLISHMENT OF THE CORPORATION OR THE ADDITION OF A MAJOR SERVICE TO THE CORPORATION. FORM 990, PART VI, SECTION B, LINE 11B THE INTERFAITH MEDICAL CENTER BOARD IS NOTIFIED WHEN THE FORM 990 IS AVAILABLE AND THEY HAVE THE OPPORTUNITY TO REVIEW THE FORM. THE CHIEF FINANCIAL OFFICER AND DEPUTY CFO REVIEW THE FORM 990 BEFORE IT IS FILED WITH THE IRS. FORM 990, PART VI, SECTION B, LINE 12C ANNUAL QUESTIONNAIRE IS SENT TO ALL EXECUTIVES, DIRECTORS AND MANAGEMENT PERSONNEL. THE QUESTIONNAIRES ARE REVIEWED BY THE CHIEF OF COMPLIANCE OFFICER AND THE COMPLIANCE COMMITTEE. ANY DISCREPANCIES ARE SENT TO THE BOARD. FORM 990, PART VI, SECTION B, LINE 15 THE BOARD OF DIRECTORS IS RESPONSIBLE FOR HIRING AND ESTABLISHING THE COMPENSATION (SALARY AND BENEFITS) OF THE CHIEF EXECUTIVE OFFICER ("CEO") BY IDENTIFYING COMPENSATION THAT IS AND NOT EXCESSIVE," BUT THAT ALSO IS ATTRACTIVE ENOUGH TO RETAIN THE BEST POSSIBLE TALENT TO LEAD THE ORGANIZATION. THE PROCESS IS TO CONDUCT REVIEW OF WHAT SIMILARLY SIZED PEER ORGANIZATIONS IN THE SAME GEOGRAPHIC LOCATION OFFER THEIR SENIOR LEADERS. SELECTED BOARD MEMBERS ALSO TAKE THE TASK AS MEMBERS OF THE COMPENSATION COMMITTEE TO BE RESPONSIBLE FOR THE REVIEW AND TO CONDUCT A "COMPARABILITY REVIEW". FINAL DOCUMENTATION IS PRESENTTED TO THE FULL BOARD FOR REVIEW AND APPROVAL. ONCE APPROVED, A WRITTEN CONTRACT IS DELIVERED TO THE CEO AND BOARD MEMBERS FOR SIGNATURE. BOARD DECISIONS ARE CONTEMPORANEOUSLY DOCUMENTED BY THE BOARD. FORM 990, PART VI, SECTION C, LINE 19 UPON REQUEST, THE ORGANIZATION WILL MAKE AVAILABLE ONLY THOSE DOCUMENTS REQUIRED TO BE DISCLOSED UNDER THE PUBLIC INSPECTION LAWS. FORM 990, PART IX, LINE 11G SERVICE CONTRACTS: PROGRAM SERVICE EXPENSES 4,806,327. MANAGEMENT AND GENERAL EXPENSES 3,917,111. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 8,723,438. PURCHASED SERVICE: PROGRAM SERVICE EXPENSES 463,644. MANAGEMENT AND GENERAL EXPENSES 377,866. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 841,510. TEMPORARY HELP: PROGRAM SERVICE EXPENSES 5,517,564. MANAGEMENT AND GENERAL EXPENSES 4,496,762. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 10,014,326. PHYSICIAN FEES: PROGRAM SERVICE EXPENSES 7,251,872. MANAGEMENT AND GENERAL EXPENSES 0. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 7,251,872. CONSULTING: PROGRAM SERVICE EXPENSES 1,590,472. MANAGEMENT AND GENERAL EXPENSES 1,266,517. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 2,856,989. LAB SERVICES: PROGRAM SERVICE EXPENSES 1,235,274. MANAGEMENT AND GENERAL EXPENSES 0. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 1,235,274. RECRUITMENT: PROGRAM SERVICE EXPENSES 412,637. MANAGEMENT AND GENERAL EXPENSES 336,295. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 748,932. GARBAGE & WASTE: PROGRAM SERVICE EXPENSES 248,767. MANAGEMENT AND GENERAL EXPENSES 202,743. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 451,510. LAUNDRY SERVICES: PROGRAM SERVICE EXPENSES 181,257. MANAGEMENT AND GENERAL EXPENSES 147,723. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 328,980. FORM 990, PART XI, LINE 9: TRANSFER OF ASSETS FROM AFFILIATES 40,042,402. FORM 990, PART XII, LINE 2C: THE PROCESS HAS NOT CHANGED FROM THE PRIOR YEAR. FORM 990, PART VI, LINE 15B: THE BOARD OF DIRECTORS IS RESPONSIBLE FOR HIRING AND ESTABLISHING THE COMPENSATION (SALARY AND BENEFITS) OF OTHER OFFICERS AND KEY EMPLOYEES OF THE ORGANIZATOIN. WHEN DETERMINING IF COMPENSATION WAS FAIR VALUE FOR THE SERVICES, INTERFAITH MEDICAL CENTER, INC. COMPARED CURRENT COMPENSATION TO COMPENSATION THAT HAD BEEN PAID PREVIOUSLY TO AN EMPLOYEE FOR SIMILAR SERVICES. BOARD DECISIONS ARE CONTEMPORANEOUSLY DOCUMENTED BY THE BOARD. 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