2021-12-22T20:51:19-06:00 2020-12-31 ERNST & YOUNG US LLP 1 MANHATTAN WEST NEW YORK NY 10001 990 2020-01-01 133957095 THE NEW YORK AND PRESBYTERIAN HOSPITAL % MICHAEL BRESLIN NEWY 2122974255 525 E 68TH STREET BOX 156 New York NY 10065 Michael Breslin GROUP SVP/CFO/TREAS. 2122974255 2021-12-09 Michael Breslin 999009999 Nicole M Sokolowski P01683199 2127733000 2 2020 2022-09-23 18:48:47Z Michael Breslin 525 E 68TH STREET BOX 156 New York NY 10065 6805496957 false X www.nyp.org X 1998 NY TO BE A LEADER IN THE PROVISION OF WORLD CLASS PATIENT CARE, TEACHING, RESEARCH, AND SERVICE TO LOCAL, STATE, NATIONAL, AND INTERNATIONAL COMMUNITIES. 90 88 32192 1626 8466791 164097773 836811519 6488190839 5806711902 5738592 1076975 56127676 58657758 6714154880 6703258154 81805616 129995266 0 0 3828552561 4207515457 0 0 0 2491398357 2919354216 6401756534 7256864939 312398346 -553606785 14037430048 16400838456 5764083705 8243689175 8273346343 8157149281 X TO BE A LEADER IN THE PROVISION OF WORLD CLASS PATIENT CARE, TEACHING, RESEARCH, AND SERVICE TO LOCAL, STATE, NATIONAL, AND INTERNATIONAL COMMUNITIES. NEWYORK-PRESBYTERIAN HOSPITAL IS ONE OF THE NATION'S MOST COMPREHENSIVE, INTEGRATED ACADEMIC HEALTH CARE DELIVERY SYSTEMS, DEDICATED TO PROVIDING THE HIGHEST QUALITY, MOST COMPASSIONATE CARE AND SERVICE TO PATIENTS IN THE NEW YORK METROPOLITAN AREA, NATIONALLY, AND THROUGHOUT THE GLOBE. IN COLLABORATION WITH TWO RENOWNED MEDICAL SCHOOLS, WEILL CORNELL MEDICINE AND COLUMBIA UNIVERSITY COLLEGE OF PHYSICIANS AND SURGEONS, NEWYORK-PRESBYTERIAN HOSPITAL IS CONSISTENTLY RECOGNIZED AS A LEADER IN MEDICAL EDUCATION, GROUNDBREAKING RESEARCH, AND INNOVATIVE, PATIENT-CENTERED CLINICAL CARE. NEWYORK-PRESBYTERIAN HOSPITAL HAS FOUR MAJOR DIVISIONS: I) NEWYORK-PRESBYTERIAN HOSPITAL. NEWYORK-PRESBYTERIAN HOSPITAL (NYPH) IS A WORLD-CLASS ACADEMIC MEDICAL CENTER COMMITTED TO EXCELLENCE IN PATIENT CARE, RESEARCH, EDUCATION AND COMMUNITY SERVICE. BASED IN N false false 6043272864 129995266 5804581329 The New York and Presbyterian Hospital provides quality medical care regardless of race, creed, sex, sexual orientation, national origin, handicap, age, or ability to pay. Although reimbursement for services rendered is critical to the operations and stability of the Hospital, the Hospital recognizes that not all individuals possess the ability to pay for essential medical services and, furthermore, the Hospital's mission is to serve the community with respect to health care. Therefore, in keeping with the Hospital's commitment to serve all members of the community, the Hospital provides the following: free and reduced price medical care (financial assistance/charity care) to the indigent; care to persons covered by governmental programs at below-cost; subsidized health services; and health care activities, medical education and programs to support the community. Community benefit activities include wellness programs, community education programs, health screenings, and a broad variety of community support services, health professional education, and subsidized health services. The Hospital had 120,589 discharges and provided 706,027 outpatient visits (clinic - 399,657 emergency room - 225,608) plus 80,762 ambulatory surgery procedures. 6043272864 true true false true false false false false false true true false false true true false false true false true true false true false false false true true true true true true false false false false false false false false true false true false false false true true true true false false true 2169 0 true 32192 true true true false false false false false false false false false true false X 90 88 true false false false true false false true true false false true true true true true true true true false NY X MICHAEL BRESLIN 2122974255 466 LEXINGTON AVENUE New York NY 10017 X Steven J Corwin President & CEO/Trustee 39.75 20.25 X X 10669618 0 1258784 Laura L Forese EVP & COO 34.5 25.5 X 6997143 0 312173 Herbert Pardes Executive Vice Chairman 1.0 59.0 X 2817436 0 35098 Mary Beth Claus GSVP, CLO & General Counsel 48.75 11.25 X 2334976 0 36462 Dov N Schwartzben SVP - Finance 60.0 0.0 X 2260456 0 90106 William Lee SVP - Chief Invest Officer 19.0 41.0 X 2241873 0 65404 Wilhelmina Manzano SVP & Chief Nursing Officer 59.5 0.5 X 2223548 0 64593 Daniel J Barchi GSVP Chief InfoTech Offic 59.5 0.5 X 2108969 0 63455 Michael P Breslin GSVP, CFO & Treasurer 42.0 18.0 X 2074193 0 71487 Emme Deland SVP-Strategy 59.5 0.5 X 1789235 0 132983 Maxine Frank S. Advisor- President and CEO 57.0 3.0 X 1622607 0 259570 Shaun E Smith SVP - Human Resources - CHRO 60.0 0.0 X 1655374 0 48253 Jaclyn Mucaria President-Queens 0.0 60.0 X 1494737 0 79836 Gary J Zuar SVP & Assistant Treasurer 11.25 48.75 X 1417264 0 156364 Joseph A Ienuso GSVP-Facil & Real Estate 41.75 18.25 X 1478456 0 52575 Susan Mascitelli SVP-Pat Svcs-Liason to Board 60.0 0.0 X 1418315 0 97164 Karen Westervelt GSVP COO Regional Hospital 1.0 59.0 X 1447835 0 56228 Laureen Hill SVP-COO Milstein and Allen 60.0 0.0 X 1446981 0 51088 Katherine Heilpern SVP-COO WC 60.0 0.0 X 1330446 0 65973 Craig T Albanese SVP COO MSCHONY & Chief Clinic 60.0 0.0 X 1336330 0 59470 Sarah L Avins SVP Chief Development Officer 26.0 34.0 X 1321196 0 58092 Peter Fleischut Chief Transformation Officer 60.0 0.0 X 1148078 0 32772 Kerry S Dewitt COS to Pres and CEO SVP Comm 60.0 0.0 X 1129731 0 43261 Paul J Dunphey SVP COO Allen & Ambulatory Car 60.0 0.0 X 1079966 0 90788 William J Farrell SVP-Finance 55.5 4.5 X 1054371 0 89777 Robert Guimento President Methodist 0.0 60.0 X 1077729 0 64985 David Alge SVP-Chief Clin Intgrtn-Phy NDO 59.5 0.5 X 1049728 0 78795 Phyllis R Lantos Former Key Employee 58.5 1.5 X 793248 0 261122 Richard Evans SVP & Chief Experience Officer 60.0 0.0 X 952031 0 65243 Paul N Casale Exec Dir-NY QualCare&AssocCMO 60.0 0.0 X 940435 0 42510 Pamela Sutton-Wallace SVP Dir NYP Hlthcare Sys 59.5 0.5 X 891328 0 37988 Jennings Aske SVP Chief Information Security 60.0 0.0 X 855829 0 62058 John V Campano VP, Sen. Couns. & Corp. Sec. 50.5 9.5 X 564710 0 73424 Kathleen M Burke Former Officer 60.0 0.0 X 547350 0 65479 Robert E Kelly Former Officer 0.0 0.0 X 231366 0 31369 Bernadette O'Campo Ass't Corp. Sec. thru 7/2020 32.75 2.25 X 214368 0 46449 Melissa Welch Ass't Corp. Sec. 30.5 4.5 X 170489 0 31070 Mary Braunsdorf Ass't Corp. Sec. 30.75 4.25 X 161974 0 22416 Jerry I Speyer CHAIRMAN 10.0 1.5 X 0 0 0 Frank A Bennack Jr CHAIRMAN EMERITUS 12.0 2.75 X 0 0 0 John J Mack CHAIRMAN EMERITUS 4.0 0.75 X 0 0 0 Maurice R Greenberg CHAIRMAN EMERITUS 1.0 0.75 X 0 0 0 Charles Kaye VICE CHAIRMAN 4.0 1.75 X 0 0 0 Rochelle B Lazarus VICE CHAIRMAN 5.0 1.25 X 0 0 0 Stephanie Anne Coleman VICE CHAIRMAN 3.0 0.75 X 0 0 0 Steven R Swartz VICE CHAIRMAN 4.0 0.75 X 0 0 0 Charlotte M Ford VICE CHAIRMAN-EMERITUS 4.0 0.75 X 0 0 0 Jeffrey W Greenberg VICE CHAIRMAN-EMERITUS 4.0 1.25 X 0 0 0 Ivan G Seidenberg VICE CHAIRMAN-EMERITUS 6.0 1.25 X 0 0 0 Peter A Georgescu VICE CHAIRMAN-EMERITUS 4.0 0.75 X 0 0 0 Peter S Kalikow VICE CHAIRMAN-EMERITUS 5.0 0.81 X 0 0 0 Adebayo O Ogunlesi TRUSTEE 1.0 0.75 X 0 0 0 Alfred F Kelly Jr TRUSTEE 5.0 0.75 X 0 0 0 Anthony A Tamer TRUSTEE 1.0 0.5 X 0 0 0 Arthur J Hedge Jr TRUSTEE 10.0 1.25 X 0 0 0 Arthur J Samberg TRUSTEE THRU 7/2020 4.0 0.75 X 0 0 0 Brian Kelly TRUSTEE 1.0 0.75 X 0 0 0 Bruce Anthony Beal TRUSTEE 2.0 0.81 X 0 0 0 Daniel S Och TRUSTEE 1.0 0.75 X 0 0 0 David H Komansky TRUSTEE 2.0 0.75 X 0 0 0 Deanna M Mulligan TRUSTEE 1.0 0.5 X 0 0 0 Dennis E Glazer TRUSTEE 2.0 2.75 X 0 0 0 Elizabeth Alexander TRUSTEE 1.0 0.5 X 0 0 0 Elizabeth Tisch TRUSTEE 2.0 0.75 X 0 0 0 Ellen R Marram TRUSTEE 2.0 0.75 X 0 0 0 Faiza J Saeed TRUSTEE 1.0 0.5 X 0 0 0 Gabrielle Bacon TRUSTEE 2.0 0.75 X 0 0 0 Glenn R Fuhrman TRUSTEE 1.0 0.75 X 0 0 0 Glenn H Hutchins TRUSTEE 4.0 0.75 X 0 0 0 Gordon B Pattee TRUSTEE 3.0 1.75 X 0 0 0 Gregory K Mondre TRUSTEE 1.0 0.5 X 0 0 0 H Rodgin Cohen TRUSTEE 1.0 0.75 X 0 0 0 Harrison T Lefak TRUSTEE 1.0 0.81 X 0 0 0 Heidi Messer TRUSTEE 1.0 0.5 X 0 0 0 Holly Peterson TRUSTEE 2.0 0.75 X 0 0 0 Iris B Cantor TRUSTEE 1.0 0.75 X 0 0 0 James S Gertler TRUSTEE 1.0 0.5 X 0 0 0 Jeffrey A Harris TRUSTEE 4.0 3.0 X 0 0 0 Jessica Bibliowicz TRUSTEE 2.0 0.75 X 0 0 0 John A Thain TRUSTEE 2.0 0.75 X 0 0 0 John S Weinberg TRUSTEE 2.0 0.75 X 0 0 0 Jonathan M Purzan TRUSTEE 1.0 0.75 X 0 0 0 Julissa Reynoso TRUSTEE 1.0 0.75 X 0 0 0 Kevin Roth TRUSTEE 1.0 0.75 X 0 0 0 Lawrence R Lustig TRUSTEE THRU 6/2020 1.0 0.75 X 0 0 0 Lee S Ainslie III TRUSTEE 2.0 0.75 X 0 0 0 Lenard B Tessler TRUSTEE 4.0 1.75 X 0 0 0 Leonard A Wilf TRUSTEE 2.0 0.81 X 0 0 0 Lisa R Perry TRUSTEE 2.0 0.75 X 0 0 0 Lise Himberg Evans TRUSTEE 1.0 0.5 X 0 0 0 Luis A Canela TRUSTEE 2.0 0.75 X 0 0 0 Marcos A Rodriguez TRUSTEE 1.0 0.75 X 0 0 0 Margaret L Wolff TRUSTEE 9.0 0.75 X 0 0 0 Mark Schwartz TRUSTEE 1.0 0.75 X 0 0 0 Marlene Hess TRUSTEE 1.0 0.75 X 0 0 0 Maya L Harris TRUSTEE 1.0 0.75 X 0 0 0 Michael Esposito TRUSTEE 1.0 0.75 X 0 0 0 Michael D Tusiani TRUSTEE 4.0 0.75 X 0 0 0 Mitchell L Jacobson TRUSTEE 6.0 0.75 X 0 0 0 Nancy Marks TRUSTEE 1.0 0.75 X 0 0 0 Nelson Peltz TRUSTEE 1.0 0.5 X 0 0 0 Noam Gottesman TRUSTEE 1.0 0.75 X 0 0 0 Ogden Phipps II TRUSTEE 1.0 0.75 X 0 0 0 Oscar Straus Schafer TRUSTEE 1.0 0.75 X 0 0 0 Pamela G Carlton TRUSTEE 4.0 0.75 X 0 0 0 Peter G Livanos TRUSTEE 1.0 1.25 X 0 0 0 Philip Milstein TRUSTEE 1.0 0.81 X 0 0 0 Philippe Laffont TRUSTEE 1.0 0.75 X 0 0 0 Rahul Sharma TRUSTEE 1.0 0.5 X 0 0 0 Raymond Dalio TRUSTEE 1.0 0.75 X 0 0 0 Raymond J McGuire TRUSTEE 2.0 0.81 X 0 0 0 Richard C Dresdale TRUSTEE 2.0 2.75 X 0 0 0 Richard D Segal TRUSTEE 1.0 0.75 X 0 0 0 Rob J Speyer TRUSTEE 2.0 1.5 X 0 0 0 Robert J Appel TRUSTEE 2.0 2.75 X 0 0 0 Roger C Altman TRUSTEE 2.0 0.75 X 0 0 0 Roman Martinez IV TRUSTEE 3.0 2.25 X 0 0 0 Ronald O Perelman TRUSTEE 1.0 0.75 X 0 0 0 Russell Lloyd Carson TRUSTEE 4.0 1.25 X 0 0 0 Sarah E Nash TRUSTEE 9.0 0.75 X 0 0 0 Seymour Sternberg TRUSTEE 4.0 1.25 X 0 0 0 Sharmin Mossavar-Rahmani TRUSTEE 3.0 1.75 X 0 0 0 Stephen A Schwarzman TRUSTEE 1.0 0.75 X 0 0 0 Stephen M Ross TRUSTEE 1.0 0.75 X 0 0 0 Stephen Robert TRUSTEE 1.0 0.75 X 0 0 0 Steven O Newhouse TRUSTEE 2.0 0.75 X 0 0 0 Vincent Tese TRUSTEE 3.0 0.75 X 0 0 0 William M Lewis TRUSTEE 1.0 0.75 X 0 0 0 55899134 0 3371756 9510 true true false AMN HEALTHCARE INC 2735 COLLECTION CENTER DRIVE CHICAGO IL 60693 NURSE STAFFING 81329278 TURNER CONSTRUCTION CO 375 HUDSON STREET NEW YORK NY 10014 Construction 44024797 VIZIENT INC 290 E John Carpenter Freeway IRVING TX 75062 Staffing Services 32398457 Executive Charge INC 225 E 134th St BRONX NY 10451 TRANSPORTATION 29455245 LENDLEASE 200 Park Avenue 9TH FLOOR NEW YORK NY 10166 Construction 23541802 231 134874677 686825647 15111195 1442630 836811519 PATIENT REVENUE 622110 5734047095 5726416522 7630573 RENTAL INCOME 531110 48397786 48397786 CONTRACT PHARMACY 622110 16283949 16283949 MISC. PATIENT RELATED REVENUE 622110 3080347 3080347 HEALTHFIRST DISTRIBUTIONS 622110 4902725 4902725 5806711902 3783315 829212 2954103 0 0 0 0 0 0 99532463 102238803 -2706340 -2706340 -2706340 0 0 0 0 0 0 0 0 0 VENDOR REBATES 900099 32744774 32744774 CAFETERIA & VENDING MACHINES 722514 8021370 8021370 PROFESSIONAL FEE 900099 5500000 5500000 12391614 7006 12384608 58657758 6703258154 5804581329 8466791 53398515 127053526 127053526 2651687 2651687 290053 290053 0 50211708 50211708 0 3349788666 2731354194 618434472 69176115 56404893 12771222 529010815 431345393 97665422 209328153 170682209 38645944 0 9900790 9900790 2158262 2158262 1012537 1012537 0 53783 53783 469857347 383112776 86744571 40994553 33426182 7568371 340630264 277743462 62886802 128747082 104977931 23769151 0 161727706 126197827 35529879 38353349 38353349 0 1867805 1522973 344832 77787268 60698222 17089046 0 433698198 338419258 95278940 121108967 120236907 872060 MEDICAL SUPPLIES 1070310434 1070310434 MEMBERSHIP & DUES 8394773 6844937 1549836 EXCISE TAX 3385458 3385458 UBIT TAXES 670000 670000 8695640 8695640 7256864939 6043272864 1213592075 0 65189581 77409404 237108228 756778405 0 0 855465743 697541278 0 0 0 0 0 0 97909526 169277691 108648006 140122924 6476436478 2411016199 3984592180 4065420279 166351912 139454181 80957737 71046892 0 0 0 0 8441207135 10283787402 14037430048 16400838456 1312673941 1912014167 0 0 0 0 12692246 8600103 0 0 0 0 3057263505 3954983950 0 0 1381454013 2368090955 5764083705 8243689175 X 6095727088 5794444926 2177619255 2362704355 8273346343 8157149281 14037430048 16400838456 X -553606785 1214661 436195062 X false true X true true true X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED false true false false false false false false true 1012537 1012537 false Part II - B, Lines 1b and 1i: New York-Presbyterian is one of the largest private, not-for profit hospitals in the country and has an enormous impact on the health and well being of its community. As an academic medical center, the institution does work that can have important, positive ramifications for patients and providers everywhere. Through its participation in the work of its associations, New York-Presbyterian is engaged in improving the environment for patient care and health delivery services. The hospital also works with lobbying firms in Washington D.C. and Albany to ensure that our perspective on important policy issues is made available to decision makers. In this manner, the hospital can share cutting edge thinking in payment and delivery models, clinical care and translational research. 444267063 3100000 13540385 0 0 4673339 456234109 425985000 2404542 21370843 0 249797 5243525 444267063 439640000 7953000 -16156000 0 674000 4778000 425985000 407361000 1329000 37141000 0 650000 5541000 439640000 405725000 2545000 4396000 0 458000 4847000 407361000 0.07160 0.92840 0.00000 false true true 202535043 202535043 4272582178 1529427125 2743155053 349315275 40296920 309018355 1207934199 628969696 578964503 444069783 212322458 231747325 4065420279 BENEFICIAL INT. IN RELATED ORG 2353995774 RECEIVABLE FR REGIONAL HOSP. 579723945 PROF LIAB. INS. REC. & DEPOSIT 317805029 TENANT ALLOWANCE RECEIVABLE 24805224 DUE FROM RELATED ORG. 206094482 OTHER ASSETS 34997833 OPERATING LEASE ASSETS 281409701 INT HELD IN HUDSON E RIVER SYS 6484955414 10283787402 0 SELF-INS & OTHER LIABILITY 237004438 LONG-TERM LIABILITIES 594666661 OTHER CURRENT LIABILITIES 640723723 OPERATING LEASE LIABILITY 459934496 MALPRACTICE CLAIMS LIABILITY 308224552 TENANT INCENTIVE ALLOWANCE 67205760 FICA DEFERRAL 60331325 2368090955 Part V, Line 4: Permanently restricted net assets are held by New York-Presbyterian Fund Inc. and Weill Cornell Medical Center fund on behalf of the New York-Presbyterian Hospital. Temporarily restricted net assets are held by New York-Presbyterian Fund Inc. on behalf of the New York-Presbyterian Hospital. The New York-Presbyterian Hospital expends the distributions from the released assets of its Endowment funds on an annual basis in support of hospital in accordance with donor restrictions. true Central America and the Caribbean 0 0 Investments 3748559 East Asia and the Pacific 0 0 Investments 19248 Europe (Including Iceland and Greenland) 0 0 Investments 42273 North America 0 0 Investments 364 Middle East and North Africa 0 1 Program Services OUTREACH / BILLING 1121417 Central America and the Caribbean 0 1 Program Services OUTREACH PROGRAM 202876 North America 0 0 Program Services OUTREACH PROGRAM 21977 East Asia and the Pacific 0 0 Program Services OUTREACH PROGRAM 1240 Europe (Including Iceland and Greenland) 0 0 Program Services OUTREACH / BILLING 71618 0 2 0 2 5229572 5229572 Scholarship Observation East Asia and the Pacific 3 290053 cASH N/A N/A true false false false true true Part I, Line 3, column F and Part III: The accrual method is used to account for expenditures. Part I, Line 2: Prior to awarding assistance to Individuals, an assessment is made on the ultimate use of the funds. Final determination is based on whether the funds will be utilized to further our mission. true true X true X true X 600. true true true false true true 38817 70735117 13143984 57591133 0.00790 517975 1434029913 791981462 642048451 0.08850 556792 1504765030 805125446 699639584 0.09640 19 63464 35484572 14140587 21343985 0.00290 658943401 119068176 539875225 0.07440 346388 529319296 88522337 440796959 0.06070 945117 945117 0.00010 1155 25921987 25921987 0.00360 19 411007 1250614373 221731100 1028883273 0.14170 19 967799 2755379403 1026856546 1728522857 0.23810 true 27980160 609078 907614862 1295019447 -387404585 X true true 1 1 NewYork-Presbyterian Hospital 525 east 68th street New York NY 10065 www.nyp.org 7002054H X X X X X X psychiatric hospital NewYork-Presbyterian Hospital 1 false false true X X X X X X X X X 19 true false false true X see supplemental information X see supplemental information X X true 19 true see supplemental information false true X 100 600. X X X X true true X X X X true X see supplemental information X see supplemental information X see supplemental information X X X X X X X true X false X X X X true X false false Part V, Section A: Website: WWW.NYP.ORG License Certificate Number 7002054H The NewYork-Presbyterian Hospital has Seven Geographical locations as indicated below: New York Weill Cornell Center: 525 East 68th Street, New York, NY 10065 Columbia Presbyterian Center/Morgan Stanley Children Center: 622 West 168th Street, New York, NY 10032 Allen Hospital: 5141 Broadway, New York, NY 10034 Westchester Division: 21 Bloomingdale Road, White Plains, NY 10605 Lower Manhattan Hospital: 170 Williams Street, New York, NY 10038 Lawrence Hospital: 55 Palmer Ave, Bronxville, NY 10708 David H. Koch Center: 1283 York Avenue, New York, NY 10065 Part V, Section B community health needs assessment Part V, Line 5 NewYork-Presbyterian Hospital (NYPH) completed a Community Health Needs Assessment (CHNA) to identify the needs of the community we serve, developed a Community Service Plan (CSP) and developed an implementation plan to address the areas of highest need. The community, spanning from New York City to the counties just outside of NYC, represent a broad diversity of demographics, socioeconomics, and health service utilization needs, and require a custom approach to community service planning. The leaders of NYPH are dedicated to the community with a mission to be the premier healthcare institution serving our greater community by providing excellence in clinical care and patient safety, education, clinical research, and service. This document outlines the process, priorities, partners, and intended community-based improvement activities for 2019 2021. The CHNA process aligns with the 2019 2024 New York State Prevention Agenda. The Prevention Agenda is the state health improvement plan that develops a local action plan to improve the health and well-being of all New Yorkers and to promote health equity in all populations who experience disparities. NYPH is part of NewYork-Presbyterian (NYP), one of the nations most comprehensive and integrated academic healthcare delivery systems. Founded nearly 250 years ago with the fundamental belief that every person deserves access to the best care, NYP now includes NYPH with its seven campuses, the three Regional Hospitals consisting of NewYork-Presbyterian/Queens, NewYork-Presbyterian/Brooklyn Methodist Hospital, and NewYork-Presbyterian/Hudson Valley Hospital, as well as more than 200 primary and specialty care clinics and medical groups, and an array of telemedicine services. NYPH and each of the Regional Hospitals conduct their own community health needs assessment and develop independent community service plans. In conducting the 2019 CHNA, NYPH collaborated with the New York City Department of Health and Mental Hygiene (NYC DOHMH), Westchester County Department of Health (WCDOH), Westchester County Health Planning Coalition, Westchester County Community Health Summit, Citizens Committee for Children of New York (CCC), Columbia University Mailman School of Public Health (CUMSPH), Weill Cornell Medicine, New York Academy of Medicine (NYAM), and Greater New York Hospital Association (GNYHA). These partnerships ensure that all aspects of the CHNA process, from the data collection and analytics to the collection of community input and health need prioritization, were community centric in its approach. Each collaborator added to the ongoing work by providing insight on the publicly available data for the various regions specific to the NYPH high disparity communities, while providing guidance on collecting stakeholder and community feedback and incorporating best practices for the CHNA. NYPH validated and refined the quantitative data results through the use of (1) primary data and community input from facilitation of focus groups and administration of community health need questionnaires to area residents as well as (2) leveraging other community assessments such as the Herbert Irving Comprehensive Cancer Center (HICCC) of Columbia University Cancer Community Health Needs Assessment and the CCCs series of Community Needs Reports (in Northern Manhattan, Staten Island, Brownsville Community District in Brooklyn and Elmhurst-Corona in Queens). NYPH engaged NYAM to gather qualitative information through an extensive process of community health needs questionnaires (CHNQs) and focus groups. The CHNQs gathered input from respondents across the five boroughs, Westchester County, and Putnam County on their perceptions of personal and community health, ways to improve the health of the community, and how they access both health systems generally and NYP specifically. NYAM also facilitated focus groups of community members to obtain local perspectives on the health and needs of the community at large. NYPH partnered with several community-based organizations to host these twenty-two focus groups: Asian Americans for Equality; Battery Park Seniors; Brooklyn Pride Center; Bronxville Senior Citizens, Inc.; Caribbean Womens Health Association; Carter Burden Network; Caring for the Homeless and Hungry of Peekskill; CAMBA; Church of the Epiphany; Columbia University Irving Medical Center; Community League of the Heights; Dominican Womens Development Center; Downtown Health Association; Eastchester Community Action Partnership; Elmcor; Field Library; Hamilton-Madison House; Harlem Pride; Henry Street Settlement; HOPE Community Services; Hudson Valley Gateway Chamber of Commerce; HRH Care Community Health; Make the Road New York; Marble Hill Resident Council; Northern Manhattan Coalition for Immigrant Rights; NYP Community Leadership Council; NYP Lower Manhattan Community Advisory Board (CAB); Uptown Community Physicians; NYP Weill Cornell Community Advisory Board (CAB); NYP Westchester Behavioral Health Center Community Advisory Board (CAB); Peoples Theatre Project; Public Health Solutions; Shorefront Y; Stanley M. Isaacs Neighborhood Center; Town of Yorktown New York; The Korean Community Services of Metropolitan New York Inc.; The Yorktown Chamber of Commerce; Upper Manhattan Interfaith Leaders Coalition; Weill-Cornell Medicine; Yonkers Police Athletic League. The CHNA and CSP process was data driven, utilizing publicly available and measurable data along with community input from numerous sources and were combined to analyze the health and challenges of our community. The analysis focused upon the identification of high disparity communities and utilized data related to demographics, socioeconomic status, insurance status, social determinants of health, health service utilization, and NY State Prevention Agenda priorities. Data sources include the Citizens Committee for Children of New York (CCC) Keeping Track Online, Data City of New York, Data2Go.NYC, NYC Health Atlas; NYC Mayor Report on Poverty, the Association for Neighborhood & Housing Development, Behavioral Risk Factor Surveillance System (BRFSS), Claritas, NYC Community Health Profile, State Cancer Profiles, U.S. Department of Agriculture, Cares Engagement, Claritas, New York State Community Health Indicator Reports (CHIRS), the Robert Wood Johnson County Health Rankings, State Cancer Profiles and the United Hospital Fund. NYPH recognizes that our community challenges are complex and healthcare outcomes are often linked to societal issues; therefore, community input from focus groups and community questionnaires were gathered and allowed for a diverse group of involvement with awareness to culture, race, language, age, gender identity and sexual orientation. The collected data was ranked to provide detailed insight into the communities with high disparities and was then prioritized to determine the highest health needs for the identified communities. The prioritized data provided insight into community health needs and challenges and allowed us to establish focus areas and goals as outlined in the New York State Prevention Agenda. Based on the data collection, community input, and analysis processes completed, we, in partnership with local community based organizations, will target the neighborhoods of Washington Heights, Lower East Side, and Mt Vernon, which will allow the utilization of NYPH resources and new investment opportunities to concentrate improvement efforts and directly impact the community within the three-years of the service plan. NYPH engaged in a dynamic data collection and analytic process to ensure that the community and its needs were well represented throughout the CHNA development process. NYPH utilized both quantitative and qualitative data to create a picture of the health needs of the defined communities. The quantitative data focused on publicly available measurable indicators at the Neighborhood Tabulation Area (NTA) for the New York City community and county level indicators for geographies outside of NYC, while the qualitative data focused on the primary perspectives and input from community members obtained through questionnaires and focus groups. Additionally, NYPH leveraged community assessments to provide additional perspectives of the community including the Herbert Irving Comprehensive Cancer Center (HICCC) of Columbia University Cancer Community Health Needs Assessment and the CCCs series of Community Needs Reports (in Northern Manhattan, Staten Island, Brownsville Community District in Brooklyn and Elmhurst-Corona in Queens). NYPH utilized data sets from multiple sources to analyze community health need and health risks to the specific neighborhood level in NYC. The analysis utilized the Neighborhood Tabulation Area (NTA) geography of 29 indicators across five domains: demographics, income, insurance, access to care and New York State Prevention Agenda (NYS PA). Additional indicators, among cate Part V, Section B Financial Aid Policy Question 15e: The NewYork-Presbyterian Hospital has a financial advocacy programstaffed by representatives who reach out to patients to provide information regarding Medicaid, Exchange Plans, Financial Aid and to assist those patients who need help to apply to such programs. 16a, 16b and 16c: www.nyp.org/pay-my-bill-charity-care Question 16j: The Hospital follows two basic approaches to publicizing the availability of Financial Aid. First, it makes the Financial Aid Policy itself, a plain language summary (Summary), and the Financial Aid application available at various Hospital patient access points, posts signs conspicuously in public areas of the Hospital, includes information on billing statements, posts information (including how to obtain the policy, summary and application) on the website, and responds to inquiries from patients and members of the community on financial aid. Secondly, the Hospital provides updates and information (including the policy, the summary and the application) on a regular basis to leaders of community advisory boards, local community boards, elected officials, the City Health Department as well as our DSRIP Project Advisory Committee. 20 AVON FOUNDATION BREAST IMAGING CENTER 1130 ST NICHOLS AVENUE NEW YORK NY 10032 CLINIC BROADWAY CLINIC 4781-4783 BROADWAY NEW YORK NY 10034 CLINIC CHARLES B RANGEL COMMUNITY HEALTH CENTER 534A WEST 135th STREET NEW YORK NY 10031 CLINIC CHELSEA CENTER FOR SPECIAL STUDIES 53 WEST 23rd STREET NEW YORK NY 10011 CLINIC FAMILY MEDICINE HD FARRELL JR PRACTICE 610 WEST 158th STREET NEW YORK NY 10032 CLINIC FORT WASHINGTON HOUSES 99 FORT WASHINGTON AVENUE NEW YORK NY 10032 CLINIC GEORGE WASHIngTON HIGH SCHOOL 549 AUDUBON AVENUE NEW YORK NY 10034 SCHOOL BASED CLINIC I SHERWOOD WRIGHT CENTER FOR AGING 1484 FIRST AVENUE NEW YORK NY 10032 CLINIC INTERMEDIATE SCHOOL 136 6 EDGECOMB AVENUE NEW YORK NY 10032 SCHOOL BASED CLINIC INTERMED SCHool 143 ELEANOR ROOSEVELT 515 WEST 182ND STREET NEW YORK NY 10033 SCHOOL BASED CLINIC INTERMEDIATE SCHOOL 164 EDWARD W STITT 401 WEST 164TH STREET NEW YORK NY 10032 SCHOOL BASED CLINIC INTERMEDIATE SCHOOL 52 INWOOD 650 ACADEMY STREET NEW YORK NY 10034 SCHOOL BASED CLINIC JOHN F KENNEDY EDUCATION CAMPUS 99 TERRis VIEW AVENUE NEW YORK NY 10463 SCHOOL BASED CLINIC NYPLAWRENCE CARDIAC & PULMONARY REHAB 688 WHITE PLAINS RD 2FL STE 211 SCARSDALE NY 10583 CLINIC NYPLAWRENCE REHAB & SPORTS MEDICINE 700 WHITE PLAINS ROAD SCARSDALE NY 10583 CLINIC NYPLAWRENCE REHAB & SPORTS MEDICINE 329 WHITE PLAINS ROAD EASTCHESTER NY 10583 CLINIC NYPLOWER MANHATTAN CANCER CENTER 21 WEST BROADWAY NEW YORK NY 10007 CLINIC THURGOOD MARSHALL ACADEMY 200-214 WEST 135TH STREET NEW YORK NY 10030 SCHOOL BASED CLINIC WASHINGTON HEIGHTS ACNC-AUDUBON 21 AUDUBON AVENUE NEW YORK NY 10032 CLINIC WASHINGTON HEIGHTS FAMILY CENTER 575 WEST 181ST STREET NEW YORK NY 10032 Clinic Part I, Line 3C: N/A Part I, Line 6A: N/A Part I, line 7G: Included in subsidized health service is clinic, Psyche, methadone and ambulance. Part I, Line 7, column F: bad debt price Concessions are offset against revenue and not included in expenses. Part I, Line 7: The following is a detail of the sources used for determining the amounts reported on schedule H: Line 7a - adjusted ratio of patient care cost to charges Line 7b - Cost accounting system Line 7e - Actual expenses Line 7f - Institutional cost report - worksheet B, part 1 Line 7g - Cost accounting system Line 7h - Institutional cost report Line 7I - Actual Expenses Part III, Line 2: For patients who were determined by the Hospital to have the ability to pay but did not, the uncollectable amounts are bad debt price concessions. Part III, Line 3: The amount at cost included represents patients who qualify for charity care/financial assistance and also have a bad debt writeoff. bad debt expense(price Concessions) associated with patients that received charity care/financial assistance is represented in this $662,827 figure. These patients went through our charity care/financial assistance process and were determined to have financial need. As a result we provided them with a discount based on our sliding scale charity care policy. If they were unable to pay the reduced balances they were written off as bad debt and included as a community benefit. Part III, Line 4: Audited Financial Statements page 23. Part III, Line 8: THE HOSPITAL UTILIZED THE AMOUNTS REPORTED ON THE MEDICARE COST REPORT TO DETERMINE THE MEDICARE ALLOWABLE COSTS. TOTAL INPATIENT AND OUTPATIENT COSTS. The required method of reporting in schedule h obfuscates the full losses associated with delivery of services to Medicare beneficiaries; a loss which exceeds $1 million. As reported in part III, section b, line 7, Medicare is calculated to result in a $388 million shortfall; this results because Medicare losses of $217 million are instead reflected in Part I, lines 7f and 7g where losses identified with professional education and subsidized health services are calculated per methodology mandated for completion of schedule h. furthermore, Medicare managed care losses of $412 million are excluded altogether from all schedule H disclosures. If all these revenue and costs were included the Medicare shortfall of $388m would be a Medicare shortfall of $1B. (387,404,585)- Medicare net surplus per Schedule H (199,545,083)- Medicare GME net costs (17,598,469)- Medicare net cost of subsidized hlth Services (412,154,991)- Medicare managed care net costs (1,016,703,128)- total net associated with the Medicare program "net" is defined as revenue net of costs Part III, Line 9b: POLICY AND PURPOSE: The purpose of the Collection Policy (Policy) is to promote patient access to quality health care while minimizing bad debt at NewYork-Presbyterian Hospital (Hospital). This Policy places requirements upon Hospital and those agencies and attorneys undertaking debt collection activities that are consistent with the core mission, values, and principles of Hospital including, but not limited to, Hospitals Financial Aid Policy (hereafter Financial Aid Policy, previously known as the Charity Care Policy). This Policy applies to Hospital and any Agency, lawyer, or law firm assisting Hospital in the collection of an outstanding patient account debt. Procedure: A. General guidelines: 1. Hospital, collection agencies (Agency), and lawyers and law firms (Outside Counsel) will comply with all applicable federal and state laws and accrediting agency requirements governing the collection of debts including, but not limited to, the Fair Debt Collection Practices Act (FDCPA), the Fair Credit Billing Act, the Consumer Credit Protection Acts, Public Health Law Section 2807-k-9-a, Internal Revenue Service Code 501(r), Article 52 of the New York Civil Practice Law and Rules, and the Health Insurance Portability and Accountability Act (HIPAA). Hospital, Agency and Outside Counsel will also comply with Hospitals Charity Care Policy. To the extent that there are any inconsistencies between Hospitals Collection Policy and Charity Care Policy, the Charity Care Policy shall supersede and control. 2. Hospital shall enter legally binding written agreements with any parties (including Agency or Outside Counsel) to which it refers an individuals debt related to care that are reasonably designed to prevent Extraordinary Collection Actions (ECAs) from being taken to obtain payment for the care, until reasonable efforts have been made to determine whether the individual is eligible for Financial Aid. 3. If an individual is determined by Hospital to be eligible for Financial Aid, Hospital shall not engage in any ECAs including civil actions against such individual. Needs Assessment: NewYork-Presbyterian Hospital (NYPH) completed a Community Health Needs Assessment (CHNA) to identify the needs of the community we serve, developed a Community Service Plan (CSP) and developed an implementation plan to address the areas of highest need. The community, spanning from New York City to the counties just outside of NYC, represent a broad diversity of demographics, socioeconomics, and health service utilization needs, and require a custom approach to community service planning. The leaders of NYPH are dedicated to the community with a mission to be the premier healthcare institution serving our greater community by providing excellence in clinical care and patient safety, education, clinical research, and service. This document outlines the process, priorities, partners, and intended community-based improvement activities for 2019 2021. The CHNA process aligns with the 2019 2024 New York State Prevention Agenda. The Prevention Agenda is the state health improvement plan that develops a local action plan to improve the health and well-being of all New Yorkers and to promote health equity in all populations who experience disparities. NYPH is part of NewYork-Presbyterian (NYP), one of the nations most comprehensive and integrated academic healthcare delivery systems. Founded nearly 250 years ago with the fundamental belief that every person deserves access to the best care, NYP now includes NYPH with its seven campuses, the three Regional Hospitals consisting of NewYork-Presbyterian/Queens, NewYork-Presbyterian/Brooklyn Methodist, and NewYork-Presbyterian/Hudson Valley Hospital, as well as more than 200 primary and specialty care clinics and medical groups, and an array of telemedicine services. NYPH and each of the Regional Hospitals conduct their own community health needs assessment and develop independent community service plans. We collaborated with NYP, the New York City Department of Health and Mental Hygiene (DOHMH), the Westchester County Department of Health, Citizens Committee for Children of New York (CCC), Columbia University Mailman School of Public Health (CUMSPH), Weill Cornell Medicine, Greater New York Hospital Association (GNYHA), local Community-Based Organizations (CBOs), and the New York Academy of Medicine (NYAM) to adopt a community focused process of collecting and analyzing measurable data (quantitative) and views voiced by the community (qualitative) from a variety of sources. The collaborative process ensured significant input from the key stakeholders and local community through questionnaires and focus groups conducted in multiple languages at multiple locations to engage the community in their setting. Our partner and communication engagement allowed us to customize an implementation plan to improve the health and wellness of the community. The CHNA and CSP process was data driven, utilizing publicly available and measurable data along with community input from numerous sources and were combined to analyze the health and challenges of our community. The analysis focused upon the identification of high disparity communities and utilized data related to demographics, socioeconomic status, insurance status, social determinants of health, health service utilization, and NY State Prevention Agenda priorities. Data sources include the Citizens Committee for Children of New York (CCC) Keeping Track Online, Data City of New York, Data2Go.NYC, NYC Health Atlas; NYC Mayor Report on Poverty, the Association for Neighborhood & Housing Development, Behavioral Risk Factor Surveillance System (BRFSS), Claritas, NYC Community Health Profile, State Cancer Profiles, U.S. Department of Agriculture, Cares Engagement, Claritas, New York State Community Health Indicator Reports (CHIRS), the Robert Wood Johnson County Health Rankings, State Cancer Profiles and the United Hospital Fund. NYPH recognizes that our community challenges are complex and healthcare outcomes are often linked to societal issues; therefore, community input from focus groups and community questionnaires were gathered and allowed for a diverse group of involvement with awareness to culture, race, language, age, gender identity and sexual orientation. The collected data was ranked to provide detailed insight into the communities with high disparities and was then prioritized to determine the highest health needs for the identified communities. The prioritized data provided insight into community health needs and challenges and allowed us to establish focus areas and goals as outlined in the New York State Prevention Agenda. Based on the data collection, community input, and analysis processes completed, we, in partnership with local community based organizations, will target the neighborhoods of Washington Heights, Lower East Side, and Mt Vernon, which will allow the utilization of NYPH resources and new investment opportunities to concentrate improvement efforts and directly impact the community within the three-years of the service plan. The analyzed and prioritized data allowed for the identification of a community of focus as well as priority areas to impact the healthcare of the most vulnerable populations. We will focus efforts related to the prevention of (1) chronic disease, (2) promotion of healthy women, and children, (3) promotion of well-being to prevent mental health and substance abuse and (4) prevention of communicable diseases. To align with the constantly changing dynamics of the community, we have revised the focus and initiatives as compared to our 2016-2018 community service plan which included the prevention of chronic disease by increasing tobacco cessation resources, mental health promotion through education and training, and the prevention of HIV, STDs, Vaccine-Preventable Diseases and Healthcare-Associated Infections. Initiatives will be tracked quarterly and data will be used to continuously improve the program based on the outcomes of the project as well as input from the community. Annual reports will be developed with our community partners in order to evaluate intervention impact (using both outcome and process measures) and submitted to meet state and federal expectations. The Community Health Needs Assessment and Community Service Plans will guide our efforts for 2019 2021 as we strive to improve the health of our community. Access to this document is provided on our website at https://www.nyp.org/about-us/community-affairs/community-serviceplans. Patient Education of eligibility for assistance: Written materials, including the application, full Policy, and plain language summary (Summary), shall be available to patients in the Hospital's primary languages, upon request and without charge, from Admitting and Emergency Departments at the Hospital during the intake and registration process, at discharge and/or by mail. Additionally, those materials shall be available on the Hospital's website (www.nyp.org). Also, notification to patients regarding this Policy shall be made through conspicuous posting of language appropriate information in Emergency Rooms and Admitting Departments of the Hospital, and inclusion of information on bills and statements sent to patients explaining that financial aid may be available to qualified patients and how to obtain further information. Community Information: The community definition for NewYork-Presbyterian Hospital was derived using 80% of ZIP codes from which NYPHs patients originate and adding ZIP codes not among the original patient origin to create continuity in geographical boundaries, resulting in a total of 380 community ZIP codes across New York City (NYC) and several counties outside of NYC. 11.7M PEOPLE - The defined community covers a geography of approximately 11.7M people. 2.6% GROWTH POPULATION - Forecasted to grow faster, 2.6%, than NYS 1.5%, between 2019-2024. 14.7% 65+ POPULATION - Is slightly younger with only 14.7% of the population aged 65+ compared to 16.3%. $109,086 HOUSEHOLD INCOME - The average household income, $109,086, is higher than the average of New York State, $101,507. 6.9% UNEMPLOYMENT RATE - The unemployment rate, 6.9%, is 9% higher than the state benchmark; 1% higher percentage of white-collar workers than the state avg. Higher Minority Population - Higher non-White population, 63.8%, than the state 45.6%, driven by Hispanics, 28.7% and African Americans, 18.6%. To ensure that we are implementing initiatives that will impact the communities with the highest disparities with this community service plan, NYPH undertook additional analysis of community health need and risk of high resource utilization at the Neighborhood Tabulation Area (NTA) geography based upon a composite of 29 different indicators. Indicators were carefully selected across five domains: demographics, income, insurance, access to care, and New York State Department of Health Prevention Agenda Priorities. This analysis was done in parallel for both the NYPH communities located within the NYC boroughs and the communities within the surrounding counties outside of NYC. The objective was to identify the specific NYC NTAs where there is a higher health need and/or a higher expectation of required resources. The defined communitys NYC ZIP codes were cross walked to 195 NTAs and then categorized into four quartiles based on identified disparities. 4.8M PEOPLE - The high disparity NYC community covers a geography of approximately 4.8M people. 52.8% FEMALE - It is 52.8% female and slightly younger, 11.2% of the population is 65+, compared to NYC, 12.5%. 26.8% DID NOT COMPLETE HIGH SCHOOL - There are more than NYC average percentages of residents foreign born, non-English speaking, not graduated from high school, unemployed, disabled, and single parents. 26.4% LIVING IN POVERTY - There are more living in poverty, all ages 26.4%, than the NYC average, 20.6% and are without health insurance, 15.9%, than the NYC average, 13.5%. 43.7% MEDICAID ENROLLMENT - Numerous neighborhoods also have a higher than average Medicaid enrollment, overall 43.7%, NYC 37.0%. 85.5% MINORITY POPULATION - Has a much higher minority population at 85.5% (especially Black and Hispanic/Latino) than does the NYC average 67%. The NYPH defined community includes areas outside of and just outside of NYC. An analysis of community health need and risk of high resource utilization was undertaken by ZIP code using the Community Need Index (CNI) score which is an average of five different barrier scores that measure various socio-economic indicators of each community. The resulting information provided an illustration of where there is more or less need comparatively between communities by ZIP code. Although the CNI score was obtainable at the ZIP code level, indicators for the non-New York City communities were publicly available at the county level. Indicators similar to those collected by NTA were evaluated for 1) Dutchess, 2) Nassau, 3) Orange, 4) Rockland and 5) Westchester Counties. 3.4M PEOPLE - The five counties cover a geography of approximately 3.4M people. 52.8% FEMALE - Is 51.1% female and slightly older, 17.1% of the population is 65+, compared to NYC, 12.5% and NYS 16.3%. 10.7% DID NOT COMPLETE HIGH SCHOOL - There are more than NYS average percentages of residents that speak only English at home and that graduated from high school, but less unemployed, disabled and single parents. 6.2% FAMILIES LIVING IN POVERTY - There are less families living in poverty, 6.2%, than the NYS average 11.3%, but more have health insurance 89.5%, than the NYS average 87.6%. 26.8% MEDICAID ENROLLMENT - There are fewer enrolled in Medicaid 26.8% than the NYS average 38.1%. 41.4% MINORITY POPULATION - Has a lower minority population at 41.4% than does the NYC average 67%, or the NYS average 45.6%. Acknowledging there was variation across the NTAs and counties among specific measurable indicators for demographics, socioeconomics, Social Determinants of Health (SDoH), health status, and utilization as each require a custom approach to community service planning, there were specific communities that frequently showed more need than the others. With such a large community, covering all five boroughs of New York City and five of the counties surrounding the city, there are many neighborhoods that fell into the high disparity communities based on the analysis and prioritization or the quantitative and qualitative data collected for the CHNA. The NYPH community is diverse in its geography with the NYC NTAs having a younger, more minority, and economically challenged population. The SDoH concerns are concentrated upon language, safety, food insecurity, high cost of housing, and public transportation. Behavioral risk factors such as smoking, drinking, and consuming fruits and vegetables vary among the NTAs but are problematic for those in high-disparity neighborhoods. At the same time NYPH must also serve a county population that is older, has less minorities, and is less economically challenged. The population is more likely to speak only English but still has similar SDoH concerns such as food insecurity and high cost of living. There is variance among counties for behavioral risk factors and health status that range from favorable to unfavorable. Complicating access to health care in the five counties can be the fewer number of physical health care locations than are currently available in NYC. NYPH recognizes that community health requires a diverse approach and multiple interventions to what may seem to be the same problem for a population as complex as our defined community. In an effort to focus initiatives to make the largest impact to high disparity communities, the NYPH team analyzed all data elements and identified Washington Heights, Lower East Side, and Mount Vernon communities targeting (1) Obesity, (2) Women, Infant, and Childrens Health, (3) Behavioral Health (Mental Health & Substance Abuse), and (4) HIV & Hepatitis C. Promotion of Community Health: Prevent Chronic Disease Reduce Obesity & the Risk of Chronic Disease. Choosing healthy & active lifestyles for kids (CHALK) is New York-Presbyterian's obesity prevention program. CHALK aims to address obesity using a socio ecological model as its theoretical framework. The program will drive system and environmental changes that produce long lasting improvements around wellness in the targeted community of Washington Heights and Mt. Vernon, where food insecurity and obesity rates are high. CHALKs multipronged includes: 1) Mobile market (client-choice style mobile food pantry serving food insecure patients by household size, up to 200 individuals per distribution; connection to community resources, cooking demonstrations, and benefits enrollment) 2) Fruit and vegetable prescription program (coupons redeemable for produce at local farmers markets for patients seen at hospital community-based primary care sites ($10/month)) 3) Elementary schools partnership (non-prescriptive partnership model, creation of wellness councils, implementation of wellness policies, staff professional development, nutrition education, connection to community resources and partners, built environment changes that promote healthy lifestyles). Promote Healthy Women, Infants, and Children Maternal & Womens Health. Our overarching goal is to develop a two-generation approach for improving maternal-child health in primary care and community settings by providing integrated mental health services to low-income and uninsured pregnant women and the newborn child, and establishing co-management strategies with partner community agencies. We will implement an enhanced healthy steps model using telehealth to meet mothers in their home environment and integrate community health workers to ensure that families can successfully navigate the medical and social service system. Healthy Steps is an evidence based national primary care model that aims to improve the health and well-being of mothers and their newborns. In the targeted communities of Washington Heights, we will build a network of community agencies that focus on maternal-child health in order to implement prevention strategies at a population level. Promote Well-Being & Prevent Mental & Substance Use Disorders. Based on the expertise that Gracie Square Hospital (GSH) can bring to the behavioral health priority area, we will partner to invest and concentrate efforts to directly impact the NYPH targeted communities with a special focus by GSH in Washington Heights and Lower East Side neighborhoods. 1) OMH licensed mental health program providing treatment in the home, community, and clinic sites in targeted communities and for targeted patients utilizing in-person and tele-mental health modalities 2) Provide targeted substance use, mental health and suicide screening and interventions (diagnostic evaluations, psychotherapy- individual, group, psychiatric medication management) 3) Coordinate care with primary care and medical providers and health home and social service providers 4) Home based and tele-mental health treatment for homebound elderly 5) Community based workshops in seniors centers and naturally occurring retirement communities (NORC) related to mental health and wellbeing 6) Community partnerships reducing mental health stigma through engaging and collaborative community prevention programs 7)) Services accessible and embedded in home, community and seniors centers 8) Evidence based/ state of the art interventions incorporating screening and assessment tools, suicide prevention, and models of care (e.g., Improving moodpromoting access to collaborative treatment) 9) Linkage to community based mental health, primary care and social service programs 10) Responsive and dependable framework of prevention, screening, engagement, diagnosis, and treatment from community to high risk. Promote Well-Being & Prevent Mental & Substance Use Disorders Strengthen opportunities to build well-being and resilience across the lifespan Based on the expertise that Gracie Square Hospital (GSH) can bring to the behavioral health priority area, we will partner to invest and concentrate efforts to directly impact the NYPH targeted communities with a special focus by GSH in Washington Heights and Lower East Side neighborhoods. Mental health first aid (MHFA) is an international training program proven to be an effective intervention for mental health education, prevention and addressing stigma. Peer-reviewed studies show that individuals trained in the program achieve the following outcomes: 1) Grow their knowledge of signs, symptoms, and risk factors of mental illnesses and addictions. 2) Can identify multiple types of professional and self-help resources for individuals with a mental illness or addiction. 3) Increase their confidence in and likelihood to help an individual in distress. 4) Show increase mental wellness themselves. NYP has been providing this training since 2015 through its building bridges, knowledge, and health coalition and in partnership with THRIVE NYC and has trained over 800 individuals. Mental Health First Aid USA is listed in the substance abuse and mental health services administrations national registry of evidence-based programs and practices. Prevent Communicable Diseases : Human Immunodeficiency Virus (HIV) and Focus Area 4: Hepatitis C (HCV) Ending the HIV and HCV epidemics in NYS is now a legitimate possibility and NYPH is playing a leading role in this effortiii. The NYPH ETE Initiative would create a multicampus HIV and HCV elimination strategy that would a) increase HIV and HCV testing and linkage to care, b) re-engage HIV+ and HCV+ individuals to care, and c) expand effective HIV and HCV prevention services, like PrEP and MAT. Utilizing existing multi-campus dashboards, an NYPH Pilot would link, in real-time, all new HIV and HCV diagnoses, those (thousands) individuals out of care, and those in need of preventive services. Expanded deployment of a Health Priority Specialist in existing sites, like NYPH EDs, would be the effector arm for the intervention. A major investment in a Mobile Medical Unit (MMU) would also help bring these needed services to communities surrounding our medical centers. Collectively this multimodal, evidence based intervention could help NYPH end the HIV and HCV epidemics in our targeted communities Affiliated Healthcare System: The NewYork-Presbyterian Hospital is affiliated with the New York- Presbyterian Regional Hospital Network which includes Hudson Valley Hospital DBA NYP/Hudson Valley Hospital, NYP/Queens and NYP/Brooklyn Methodist. As a result, community efforts are expanded to include a broader community. Other Information: NewYork-Presbyterian is one of the nations most comprehensive, integrated academic health care delivery systems, dedicated to providing the highest quality, most compassionate care and service to patients in the New York metropolitan area, nationally, and throughout the globe. In collaboration with two renowned medical schools, Weill Cornell Medicine and Columbia University College of Physicians and Surgeons, NewYork-Presbyterian is consistently recognized as a leader in medical education, groundbreaking research, and innovative, patient-centered clinical care. NewYork-Presbyterian has four major divisions: NewYork-Presbyterian Hospital. NewYork-Presbyterian Hospital (NYPH) is an world-class academic medical center committed to excellence in patient care, research, education and community service. Based in New York City, it is one of the nations largest and most comprehensive hospitals and a leading provider of inpatient, ambulatory, and preventive care in all areas of medicine. With some 2,600 beds and more than 6,500 affiliated physicians and 20,000 employees, NYPH provides more than 2 million visits annually, including close to 15,000 infant deliveries and more than 310,000 emergency department visits. NewYork- Presbyterian Hospital is ranked #1 in the New York metropolitan area by U.S. News and World Report and has been repeatedly named to the Honor Roll of Americas Best Hospitals. NewYork-Presbyterian Regional Hospital Network. NewYork-Presbyterian Regional Hospital Network is comprised of leading regional hospitals in the New York metropolitan region. The hospitals of the Regional Hospital Network each conduct their own community health needs assessments and develop independent Community Service Plans. NewYork-Presbyterian Physician Services. NewYork-Presbyterian Physician Services connects medical experts with patients in their communities to expand coordinated health care delivery across the region. It includes medical groups in Westchester, Queens and Brooklyn with the goal of increasing access to primary care in collaboration with Weill Cornell Medicine Physicians and Columbia Doctors which are focused primarily on the delivery of specialty services. NewYork-Presbyterian Community and Population Health oversees population health efforts at NYPH, including NewYork Quality Care, the Medicare Accountable Care Organization jointly established by NewYork-Presbyterian Hospital, Weill Cornell, and Columbia, and the NYPH Ambulatory Care Network (ACN). The ACN consists of 14 primary care sites, 7 school-based health centers, more than 50 specialty care clinics and over a dozen community-focused outreach programs. The ACN locations span Washington Heights, Inwood, Harlem, East Harlem, the Upper East Side and Chelsea. They offer primary care services in obstetrics and gynecology, pediatrics, internal medicine, family medicine, geriatrics, and fifty specialty care services. Comprehensive primary care, reproductive healthcare and family planning services, and mental health services are provided in the school-based health centers. NYPH is committed to improving the health and wellbeing of the communities it serves. This commitment includes collaboration with community organizations to address the goals of the New York State Prevention Agenda and the NYC Department of Health and Mental Hygiene (DOHMH) plan, Take Care New York. NYPHs efforts in population health have long been grounded in community needs assessments. Healthcare gaps analyses have informed multifaceted and coordinated, evidence-based interventions driven by regional collaborators, and have been tracked closely with process and outcome indicators. NYPHs innovations and accomplishments in community and population health have been published in peer-reviewed medical, public health and healthcare literature and have received national recognition. In 2014, the Association of American Medical Colleges (AAMC) awarded NYPH the Association of American Medical Colleges Spencer Foreman Award for Outstanding Community Service. NewYork-Presbyterian's Strategic Initiatives were updated in 2013 to support the ultimate goal: "We Put Patients First Always." This means that NewYork-Presbyterian must make patients the first priority and strive to provide them with the highest quality, safest, and most compassionate care and service always. NewYork-Presbyterian's six Strategic Initiatives are: 1. Culture - Our culture is defined by our core beliefs, which guide everything we do, both in our interactions with patients, and with each other. Our culture of respect, teamwork, excellence, empathy, innovation and responsibility help us continue to deliver the best care possible while meeting the challenges ahead. 2. Access - Improve and Expand Access: We will continue to work to improve and expand access to the Hospital and the Physician 0rganizations. Patients should be able to receive care promptly and not have long waits to schedule appointments. We will also work with our Healthcare System members to broaden our geographic reach and expand care delivery to the communities we serve. 3. Engagement - Engage Staff and Patients: Engaged staff are actively involved in the work they do and the care they provide to patients and their families. Engaged staff will help us deliver the highest quality, most compassionate care and service, and ultimately the best patient experience. At the same time, engaged patients actively participate in their own health and recovery. We will provide patients with tools and educational materials to help manage their own care, as well as enhance cultural competence among our staff. 4. Health & Wellbeing - Enhance Health and Wellbeing: The Hospital is committed to fostering health and wellbeing as part of our patient care and community service mission, and, as an integral part of our culture. In 2013, we successfully launched NYPBeHealthy as a new, comprehensive wellness and prevention initiative designed specifically for our staff. The program offers employees enhanced access to new and existing Hospital programs, healthier choices in our cafeterias, and targeted information to help our staff meet their individual health goals. 5. Value - Deliver and Demonstrate Value: We must deliver the highest quality care as efficiently and effectively as possible, as this is important for both our financial health and for our patients who contribute to the costs of their care. Our Making Care Better Initiative will help us reduce unnecessary clinical variability, promote quality and safety, and achieve efficiency. We will also continue to seek opportunities to streamline processes and reduce unnecessary costs through HERCULES and Operational Excellence initiatives. 6. High Reliability - Provide Highly Reliable, Innovative Care: We want to provide the highest quality and safest care to every single patient with every single interaction. To achieve this goal, we will focus on developing highly reliable processes, enhancing our culture of safety, and reducing variability in care. These Strategic Initiatives support the ultimate goal: "We Put Patients First Always" All States which Organization files a Community Benefit Report: New York Covid 19 information The COVID-19 pandemic made a tremendous impact on all people around the globe, and it was especially devastating in New York City. NewYork-Presbyterian responded swiftly and strongly to protect the citizens who call New York home. Outside of treating and testing people of COVID inside the hospital, NYP deployed many programs and services out in the community for additional aid. NYP's Choosing Healthy & Active Lifestyles for Kids (CHALK) program partnered with experienced emergency food providers, community-based organizations, and NYP healthcare teams to provide healthy groceries and social services to families in need. In 2020 the CHALK program serviced 2,207 families, 8,816 individuals delivering over 435,000 pounds of food in the Manhattan area. In addition the Center for Community Health Navigation (CCHN) program aimed to support healthcare self-management, connect patients with needed clinical care and social support, and to encourage optimal health care system utilization played a major role during 2020. In 2020, the program connected 26,406 Manhattan and Bronx residents to critical services in a safe manner. To complement these programs, NewYork-Presbyterian Hospital distributed over 188,000 personal protective equipment which included hand sanitizers, face masks and shields, and gloves. Support groups and other community centered services were moved to a virtual setting for the health and safety of the community. NYPH also conducted 63 COVID Health lectures to inform the community on the dangers and risks of the disease. Furthermore, to help address the local economic impact of COVID-19, NewYork-Presbyterian created a COVID-19 Small Business Recovery Program, where $4.9 million were distributed to 594 organizations within the Manhattan and Bronx community. true Neighborhood Coalition for Shelter 50 Broadway No 1301 New York NY 10004 133176586 501(c)(3) 1000 47812 COST Meals SUPPORT Washington Heights Inwood Chamber of Commerce 205 W Main Street Washington IA 52353 420586680 501(c)(6) 5000 30100 COST Face Shields SUPPORT Medical Center Neighborhood Fund 615 131 St New York NY 10027 136162924 501(c)(3) 25000 0 N/A N/A SUPPORT Community League in the Heights (CLOTH) 500 West 159 Street New York NY 10032 132564241 501(c)(3) 23500 783 COST Face Shields, Masks Coalition for the Homeless 1300 S 4th Street LOUISVILLE KY 40203 611118307 501(c)(3) 20362 Cost Meals 112 Dyckman Restaurant Inc 112 Dyckman St New York NY 10040 202161424 N/A 16000 0 N/A N/A Salem Church 2190 Adam Clayton Blvd New York NY 10027 131865287 501(c)(3) 15975 Cost Meals Dominican Women's Development Center (DWDC) 519 West 189th St New York NY 10040 133593885 501(c)(3) 13333 0 N/A N/A City of White Plains 85 Gedney Way White Plains NY 10605 136007339 GOVT ENTITY 3000 7850 COST Face Shields & Masks Northern Manhattan Improvement Corp (NMIC) 45 Wadsworth Ave New York NY 10033 132972415 501(c)(3) 10000 483 COST Face Shields & Masks Dance Project of Washington Heights 4140 Broadway New York NY 10033 471583227 501(c)(3) 10000 0 N/A N/A Health Advocates for Older People Inc 155 E 44th Street New York NY 10017 134165807 501(c)(3) 7500 1200 COST Tote Bags & Tissues WestCOP - White Plains CAP 2 WESTCHESTER PLAZA ELMSFORD NY 10523 132547122 501(c)(3) 1000 5670 COST Face Shields & Masks Broadway Mall Association 2095 Broadway Suite 403 New York NY 10023 133419786 501(c)(3) 6000 0 N/A N/A New York Common Pantry 8 East 109th Street New York NY 10029 133127972 501(c)(3) 5850 Cost Meals Volunteer New York 220 White Plains Road Tarrytown NY 10591 136165593 501(c)(3) 5400 0 N/A N/A PEN America 588 Broadway Suite 303 New York NY 10012 133447888 501(c)(3) 244500 0 N/A N/A Korean American Medical Assoc 200 Sylvan Ave Englewood Cliffs NJ 07632 823304552 501(c)(6) 50000 0 N/A N/A New York eHealth Collaborative Inc 40 Worth Street New York NY 10013 208022336 501(c)(3) 48050 0 N/A N/A Breast Cancer Research Foundation 28 W 44th Street New York NY 10036 133727250 501(c)(3) 25500 0 N/A N/A National Medical Fellowships 12 E 46th Street New York NY 10017 010963657 501(c)(3) 25000 0 N/A N/A YMCA of Greater New York 5 W 63rd Street New York NY 10023 131624228 501(c)(3) 25000 0 N/A N/A Hebrew Home at Riverdale 5901 Palisade Avenue Riverdale NY 10471 204352212 501(c)(3) 24000 0 N/A N/A FDNY Foundation 9 Metrotech Center Brooklyn NY 11201 112632404 501(c)(3) 23400 0 N/A N/A Children's Brain Tumor Foundation 1460 Broadway New York NY 10036 133512123 501(c)(3) 15000 0 N/A N/A Columbia University in the City of New York 615 W 131st Street New York NY 10032 135598093 501(c)(3) 15000 0 N/A N/A Hip Hop Public Health 515 Edgecombe Avenue 14 New York NY 10032 800722635 501(c)(3) 14750 0 N/A N/A Leukemia & Lymphoma Society 61 Broadway Suite 400 New York NY 10006 135644916 501(c)(3) 12500 0 N/A N/A Bonnier Corporation 460 N Orlando Ave Winter Park FL 32789 980522510 N/A 12500 0 N/A N/A JWD Enterprise Inc 11 W Prospect Ave Mount Vernon NY 10550 201216492 N/A 10000 0 N/A N/A ROW New York 252 W 37th Street New York NY 10018 113632924 501(c)(3) 10000 0 N/A N/A Let's Win Pancreatic Cancer Foundation 422 E 72nd Street New York NY 10021 824411042 501(c)(3) 10000 0 N/A N/A Primary Care Development 45 Broadway Suite 530 New York NY 10006 133711803 501(c)(3) 7500 0 N/A N/A LAWRENCE MEDICAL ASSOCIATES PC 55 PALMER AVENUE BRONXVILLE NY 10708 264076297 501(c)(3) 62991699 0 N/A N/A THE WESTCHESTER MEDICAL PRACTICE PC 2649 STRANG BLVD YORKTOWN HEIGHTS NY 10598 562662502 501(c)(3) 8000004 0 N/A N/A Afya Foundation Inc 140 Saw Mill River Road Yonkers NY 10701 261300361 501(c)(3) 166092 $2.75 per LBS 60,397 LBS Med Eqpt THE SILVERCREST CENTER FOR NURSING AND REHABILITAT 144-45 87TH AVENUE JAMAICA NY 11435 112925535 501(c)(3) 305945 Cost MEDICAL PPE Royal Charter Properties Westchester Inc 525 EAST 68TH ST New York NY 10065 133160354 501(c)(3) 52000 0 N/A N/A NewYork-Presbyterian Queens Hospital 56-45 Main Street Flushing NY 11355 111839362 501(c)(3) 10817030 0 N/A N/A The New York Gracie Square Hospital Inc 420 E 76TH St New York NY 10021 133746997 501(c)(3) 17858220 0 N/A N/A Queens Chamber of Commerce 75-20 Astoria Blvd Jackson Heights NY 11370 110559220 501(C)(6) 400000 N/A N/A Support Brooklyn Chamber of Commerce 335 Adams Street Brooklyn NY 11201 110577070 501(C)(6) 500000 N/A N/A Support Hispanic Federation Inc 55 Exchange Place New York NY 10005 133573852 501(C)(3) 4890000 N/A N/A Support Iona College 715 North Avenue McSpedon Hall New Rochelle NY 10801 133508093 501(C)(3) 20000000 N/A N/A Support 36 7 medical supplies 496 119132 COST Eye Glasses direct cash assistance 14520 2532555 Cost Trans & Med Part I, Line 2: Prior to awarding assistance to organizations, an assessment is made on the ultimate use of the funds. Final determination is based on whether the funds will be utilized to further our mission. Part II, Page 4, #3: THE COMPANY'S CERTIFICATE OF INCORPORATION STATES THAT ALL INCOME COLLECTED, LESS EXPENSES AND REASONABLE RESERVES, IS TO BE DISTRIBUTED TO ANY HEALTH-RELATED CHARITABLE ORGANIZATION OR CORPORATION AS DETERMINED BY THE COMPANY'S BOARD OF DIRECTORS. CONVERSLY, LOSSES FROM OPERATIONS ARE FUNDED BY THE HOSPITAL. X X X true true X X X X X true true false false false false false true false Herbert Pardes Executive Vice Chairman 1927620 0 749928 0 139888 0 29553 0 5545 0 2852534 0 0 0 Steven J Corwin President & CEO/Trustee 2269975 0 3894301 0 4505342 0 1215849 0 42935 0 11928402 0 487905 0 Laura L Forese EVP & COO 1862412 0 3498175 0 1636556 0 256590 0 55583 0 7309316 0 270836 0 Maxine Frank S. Advisor- President and CEO 973017 0 364584 0 285006 0 226872 0 32698 0 1882177 0 13376 0 Mary Beth Claus GSVP, CLO & General Counsel 1178625 0 994750 0 161601 0 11870 0 24592 0 2371438 0 0 0 Michael P Breslin GSVP, CFO & Treasurer 1164429 0 725567 0 184197 0 20144 0 51343 0 2145680 0 0 0 Kathleen M Burke Former Officer 299169 0 206759 0 41422 0 42423 0 23056 0 612829 0 0 0 Phyllis R Lantos Former Key Employee 486406 0 115000 0 191842 0 222144 0 38978 0 1054370 0 18970 0 Joseph A Ienuso GSVP-Facil & Real Estate 745746 0 607876 0 124834 0 15674 0 36901 0 1531031 0 0 0 Kerry S Dewitt COS to Pres and CEO SVP Comm 618304 0 399124 0 112303 0 21783 0 21478 0 1172992 0 0 0 William Lee SVP - Chief Invest Officer 869897 0 1148265 0 223711 0 15772 0 49632 0 2307277 0 0 0 Daniel J Barchi GSVP Chief InfoTech Offic 966702 0 985349 0 156918 0 16252 0 47203 0 2172424 0 0 0 Wilhelmina Manzano SVP & Chief Nursing Officer 829015 0 560318 0 834215 0 39796 0 24797 0 2288141 0 262212 0 Shaun E Smith SVP - Human Resources - CHRO 804758 0 726392 0 124224 0 21526 0 26727 0 1703627 0 0 0 Emme Deland SVP-Strategy 618854 0 375554 0 794827 0 122468 0 10515 0 1922218 0 5820 0 Sarah L Avins SVP Chief Development Officer 605160 0 621435 0 94601 0 26843 0 31249 0 1379288 0 0 0 Laureen Hill SVP-COO Milstein and Allen 847792 0 462753 0 136436 0 14953 0 36135 0 1498069 0 0 0 Karen Westervelt GSVP COO Regional Hospital 727767 0 585603 0 134465 0 19595 0 36633 0 1504063 0 0 0 Craig T Albanese SVP COO MSCHONY & Chief Clinic 761981 0 454008 0 120341 0 15723 0 43747 0 1395800 0 0 0 Paul J Dunphey SVP COO Allen & Ambulatory Car 591025 0 403979 0 84962 0 43371 0 47417 0 1170754 0 0 0 Susan Mascitelli SVP-Pat Svcs-Liason to Board 711381 0 488656 0 218278 0 76783 0 20381 0 1515479 0 2678 0 David Alge SVP-Chief Clin Intgrtn-Phy NDO 454399 0 351818 0 243511 0 31979 0 46816 0 1128523 0 0 0 Dov N Schwartzben SVP - Finance 865435 0 760344 0 634677 0 40238 0 49868 0 2350562 0 147533 0 Gary J Zuar SVP & Assistant Treasurer 721228 0 427828 0 268208 0 121236 0 35128 0 1573628 0 16221 0 William J Farrell SVP-Finance 600511 0 368013 0 85847 0 42182 0 47595 0 1144148 0 0 0 Katherine Heilpern SVP-COO WC 797158 0 403425 0 129863 0 14530 0 51443 0 1396419 0 0 0 Peter Fleischut Chief Transformation Officer 674702 0 372473 0 100903 0 20584 0 12188 0 1180850 0 0 0 Jaclyn Mucaria President-Queens 733981 0 321648 0 439108 0 33720 0 46116 0 1574573 0 160952 0 Robert Guimento President Methodist 654105 0 324680 0 98944 0 31075 0 33910 0 1142714 0 0 0 Paul N Casale Exec Dir-NY QualCare&AssocCMO 621195 0 228969 0 90271 0 15918 0 26592 0 982945 0 0 0 Richard Evans SVP & Chief Experience Officer 534878 0 343977 0 73176 0 22990 0 42253 0 1017274 0 0 0 Jennings Aske SVP Chief Information Security 493643 0 301141 0 61045 0 19126 0 42932 0 917887 0 0 0 Robert E Kelly Former Officer 0 0 231366 0 31369 0 0 0 262735 0 0 0 John V Campano VP, Sen. Couns. & Corp. Sec. 370969 0 143425 0 50316 0 32645 0 40779 0 638134 0 0 0 Bernadette O'Campo Ass't Corp. Sec. thru 7/2020 143318 0 10000 0 61050 0 33251 0 13198 0 260817 0 0 0 Mary Braunsdorf Ass't Corp. Sec. 159139 0 2000 0 835 0 8857 0 13559 0 184390 0 0 0 Melissa Welch Ass't Corp. Sec. 166002 0 4089 0 398 0 16035 0 15035 0 201559 0 0 0 Pamela Sutton-Wallace SVP Dir NYP Hlthcare Sys 752682 109041 29605 2380 35608 929316 0 Part VII & Schedule J, Supplemental Information: The officers and key employees identified in Part VII are responsible for executing the mission and management of The New York and Presbyterian Hospital (NYP) and its affiliated entities. Compensation for 2020 of these upper level executives includes the payout of an annual incentive plan and a long-term incentive plan. This performance-oriented program conditions payments upon the achievement of multiple individual and group performance measures. Measures to monitor performance include: operational and financial strength, patient quality and safety, patient satisfaction, advancement of patient care, and people development and partnership. Incentive awards may only be granted if the organization achieves a financial surplus. Even if all relevant performance measurements are achieved, the NYP Board of Trustees retains full discretion to make or not make any incentive awards, or to reduce the amount of any incentive award. This initiative is critical to assuring that NYP has the requisite leadership to create and manage a highly motivated and engaged workforce, to drive superior performance throughout the organization and to achieve top tier medical center status. As a separate matter, due to restrictions imposed by the Internal Revenue Code, upper level executives are limited in the amount of benefits received under a tax-qualified retirement plan. Like many employers, NYP supplements these executives' pension benefits through a supplemental ("nonqualified") retirement plan. The supplemental executive retirement plan (SERP) is subject to a multi-year vesting requirement (commencing after five years of participation in the SERP, in prorated amounts through age 65) which places an executive's supplemental retirement benefit at risk of forfeiture if the vesting requirements are not satisfied. Once vested, however, provisions of the Internal Revenue Code require that the vested executive include in current income the value of his or her vested supplemental retirement benefit. Notwithstanding the legal requirement to recognize the vested value of the supplemental retirement benefit as current income, the supplemental retirement benefit will not be distributed to the executive until the executive actually retires from NYP (although, as permitted by the Internal Revenue Code, the supplemental retirement plan will effect a distribution of an amount necessary to satisfy the executive's tax liability resulting from the income recognition upon vesting). As noted, this supplemental retirement benefit will not be distributed to the executive until the executive actually retires from NYP. There are constantly changing legal, tax, accounting, and public disclosure rules for a SERP (supplemental executive retirement plan)in not-for-profit organizations. The executive Compensation Committee continuously monitors these changes and incorporates any changes into the overall SERP plan design. As in past years, the executive Compensation Committee of NYP requires a third party to complete a review of the organization's compensation program to ensure its effectiveness in terms of government regulations, market conditions and the need to continually elevate organizational performance. The report also serves to meet the regulatory obligations to ensure that all elements of the executive compensation programs are reasonable. Each of the officers and key employees listed devotes an average of sixty hours per week to perform his or her responsibilities for the reporting entity and other related organizations in the aggregate. Part I, Line 1a: The travel policy states that coach class is required for trips less than 4 hours in duration. Business class for trips of greater duration. The CEO, President, and Executive Vice Presidents are authorized first class if business class is not available. For others, first class requires prior authorization. The New York and Presbyterian Hospital supplies monthly housing allowance to certain executives due to the extent and nature of their responsibilities. The New York and Presbyterian Hospital supplies transportation to certain executives due to the extent and nature of their responsibilities across various physical locations. In so far as necessary, The New York and Presbyterian Hospital records any applicable items as taxable compensation to the individual(s) as required by the Internal Revenue Code. Part I, Line 4a: Bernadette O'Campo received 43,846 in severance pay. David Alge received 116,346 in severance pay. Part I, Line 4b: Participated in a Supplemental Nonqualified Retirement plan: Laura Forese : 214,167 Maxine Frank : 187,937 Phyllis Lantos : 186,438 Gary Zuar : 89,257 Dov Schwartzben : 7,535 Susan Mascitelli : 34,360 Emme Deland : 89,744 Supplemental Nonqualified Retirement Plan as reported on the W-2: Herbert Pardes : 67,808 Steven Corwin : 2,154,764 Laura Forese : 1,032,478 Maxine Frank : 162,103 Phyllis Lantos : 124,169 Gary Zuar : 154,228 Dov Schwartzben : 367,226 Jaclyn Mucaria : 356,337 Emme Deland : 81,266 Susan Mascitelli : 32,732 Wilhelmina Manzano: 505,026 Robert Kelly : 231,366 Legacy nonqualified retirement plan reported on the w2: Steven Corwin : 1,463,647 Emme Deland : 616,685 Wilhelmina Manzano: 222,143 Susan Mascitelli : 73,085 Dov Schwartzben : 120,655 Part I, Line 7: See Schedule O Part VI, Section B, Line 15 A & B - Compensation Process for an explanation of annual incentive plan payments. A DORMITORY AUTHORITY STATE OF NEW YORK 146000293 6499057P5 2011-03-20 35174385 refunding of 1998 bond false false false A 24015000 0 35175096 3518666 868 0 703488 0 0 3726509 33935870 205557 2011 true false true true A 0 A false false false true false false 0 false 0 false true A true Bond Additional Information BOND A, Part II, Line 3: THE TOTAL PROCEEDS ARE NOT IDENTICAL TO THE ISSUE PRICE LISTED IN PART i, COLUMN (E), DUE TO INVESTMENT EARNINGS. Bond A, Part II, Lines 10 and 12: The amounts shown on these lines include transfer proceeds. Bond A, Part IV, Question 2c: rebate calculation 5/26/2017 Kathryn Mascitelli Family Member of Susan Mascitelli, Key Employee 122333 compensation false EDWIN KROMHOLZ Family Member of Bernadette O'Campo, Officer 71210 compensation false JULIE CAMPANO Family Member of John Campano, Officer 108876 compensation false Nelson Peltz Trustee and Son(CEO) have a significant interest in MYMO Health Inc 511026 Business Transactions false X MISC COVID-19 DONATIONS 1 1442630 COMPARISON 0 false true false PART I, COLUMN B: THE NUMBER OF CONTRIBUTIONS IS DETERMINED BY THE NUMBER OF SEPARATE CONTRIBUTIONS MADE. Covid-19 Disclosure During the first wave of COVID-19 to strike New York City (March - May 2020), approximately 54,000 New York City residents were hospitalized with the disease according to the US Department of Health and Human Services/Centers for Disease Control and Prevention Morbidity and Mortality Weekly Report, November 20,2020 Vol 69, No.46. During that same period, NYPH and the Regional Hospitals (collectively, "NYP") admitted 11,571 COVID-19 patients. Government leaders struggled to limit the spread of the disease as New York City, with its dense population and popular mass transit system, quickly devolved into one of the early epicenters of the pandemic. From NYPH's disease modeling, it became apparent that elective procedures would need to be postponed; patient capacity and particularly intensive care beds across NYPH and the Regional Hospitals (collectively "NYP") would need to be rapidly and significantly expanded; telemedicine would be a vital tool as government stay at home orders and fear of the pandemic minimized patient travel for outpatient care; and healthcare workers, with their front-line exposure to infection and the physical and mental stress of providing compassionate care to patients, needed much greater quantities of personal protective equipment ("PPE"). The need to provide PPE for healthcare workers was deemed by NYP particularly critical since demand for workers was high throughout the region, NYP needed to arrange for staffing for the increased bed capacity and surge of patients, and the healthcare workers, who witnessed the devastating strength of the disease on a daily basis, had to have confidence that appropriate use of PPE would not make them transmitters of the disease to others, including their families. NYP was also concerned about the impact of higher death rates on the morale of staff who pride themselves on healing. NYPH undertook extensive preparations for the potentially devastating impact of COVID-19. It activated its Hospital Incident Command team led by NYPH's Chief Operating Officer, with full engagement of the organization's senior administrative, operational, and clinical leadership as well as Columbia Doctors and Weill Cornell Medicine (the Medical Schools). NYPH worked closely with federal, state, and local government officials as they responded to the pandemic with a series of executive orders, programs, and regulatory waivers designed to slow the spread of the virus and create the needed healthcare capacity. Multiple large-scale planning efforts were launched by NYPH to address inpatient capacity, staffing needs, equipment shortages, disease management and patient and community education, leveraging the combined size and creativity of NYPH, the Regional Hospitals and the Medical Schools. Resources were effectively redeployed to areas of need as COVID-19 cases displaced large volumes of a typical NYPH caseload. Multifaceted Response to the Pandemic NYP's effective response to a pandemic addressed the many challenges including capacity, staffing, supply chain and financial support. Capacity: NYPH increased inpatient ICU capacity by 246% and constructed the 250-bed Ryan Larkin Field Hospital. In addition, all non-emergent and elective procedures were canceled which allowed for additional acute care capacity for those impacted by COVID-19. Staffing: NYP improvised a highly effective pyramidal staffing structure: more experienced intensive care and emergency providers oversaw medical specialists, and other caregivers who were redeployed after the halt in elective surgeries and treatments. These caregivers assisted in emergency departments and intensive care settings. At the same time, NYP worked closely with the Medical Schools. Both Medical Schools redeployed doctors, nurses and advanced practice practitioners to help with inpatient care, telehealth, and discharge checks on patients and families, among other things. In addition, NYPH and the Regional Hospitals supported the move of approximately 15,000 non-patient facing staff to remote work, consistent with the spirit of the stay-at-home orders and prudent pandemic medical practices to minimize gatherings that could potentially promote the spread of the virus. Between March 2020 and May 2021, over 1,250 staff of NYPH and the Regional Hospitals were either redeployed or volunteered their time to help support the front-line as well as staff the NYP vaccination sites. Throughout the crisis, senior leadership communicated daily to the workforce of NYPH and the Regional Hospitals up-to-date information via multiple channels regarding the disease, the progression of the pandemic, and the importance of safety in the caregiver community given the physical and psychological stress of the pandemic on front-line workers. In addition, NYPH and the Regional Hospitals increased the support provided to staff and were able to avoid formal reductions in force throughout the crisis. Supply Chain: PPE was an immediate concern. Like businesses in general, hospitals have learned to seek increased efficiency, employing Just in Time supply chain and staffing models. Pre-pandemic, NYPH and the Regional Hospitals consumed approximately 4,000 surgical masks per day. That figure increased to 110,000 by mid-March 2020. Matching the commitment of their colleagues on the front lines, supply chain managers worked to provide PPE supplies for the benefit of front-line workers and patients. At the same time, NYP recognized the need to pivot to a Just in Case model to improve preparation for future waves and outbreaks. Once the PPE supply shortage subsided, NYP successfully acquired and stockpiled surgical and N95 masks, scrubs, protective eyewear and other equipment needed to keep its patients and staff safe during prolonged periods of peak use. NYP also worked to solve shortages of reagents and other materials needed to test as many people as possible for SARS-COV-2 or its antibodies. NYP implemented a testing regimen for emergency departments, medical-surgical and recovery floors of hospitals, and worked closely with federal and state officials to help with testing among the general population. Financial Support: In August 2020, NYPH issued $750.0 million of taxable bonds, the proceeds of the sale of which may be used for NYPH corporate purposes. In addition, in order to enhance the liquidity position represented by its operating cash accounts and its investment portfolios, NYPH increased existing lines of credit and obtained new lines of credit to increase its line of credit borrowing capacity from $350.0 million to $800.0 million in 2020 and further increased borrowing capacity to $950.0 million in the three months ended March 31, 2021. Commitment to its Workforce NYP's organizational culture is based on a credo of respect that emphasizes the importance of every role. In furtherance of that belief, NYP made available to its staff a suite of physical and mental health and well-being services. These included: commuter services; housing services; family services including support care time, employee food bank, remote work and childcare services; and mental health services. In addition, NYPH and the Regional Hospitals provided to employees at work on the front lines, two bonuses, recharge rooms, and free daily meals onsite. This comprehensive package of pandemic assistance cost approximately $269.3 million as of March 31, 2021. It reflects the priority NYP places on supporting the dedication, commitment and heroism of front-line caregivers and encouraging an engaged workforce to further the missions of NYPH and the Regional Hospitals. Caring for the Community NYPH and the Regional Hospitals recognized that their community health support programs were a vital component of their COVID-19 response. In 2020, NYPH and the Regional Hospitals funded a broad variety of community support services including wellness programs, community education programs, health screenings, health professionals' education, school-based programs, subsidized health services, prenatal services, crime victims services, eating disorder services, mental health services, disease management services, prevention services and immunizations. NYP established a COVID-19 hotline that fielded thousands of calls from the community. When COVID increased the number of New Yorkers experiencing food insecurity, NYPH expanded its food distribution program, Food Farmacy, teaming up with several organizations to bring healthy food to communities in upper and lower Manhattan, Queens, Brooklyn, and Westchester. Between March 2020 and February 2021, the program went from serving 190 households to more than 6,000 households, distributing more than 1 million pounds of healthy food. Additionally, NYPH invested $5.0 million in Queens, Brooklyn, and Lower Manhattan, to help provide access to emergency food and other pandemic support. COVID DISCLOSURE CONTINUED: NYPH also created the Northern Manhattan Recovery Fund (the "NMRF") and committed $10.0 million to help the Northern Manhattan community, where three of its campuses are based, recover from the pandemic's economic impact, consistent with IRS Guidelines for Disaster Relief. In the Spring of 2020, the NMRF collaborated with the Hispanic Federation, a nonprofit organization which seeks to empower and advance the Hispanic community, to disseminate over $5.0 million in emergency funding to small businesses in Northern Manhattan. The NMRF has provided additional disaster relief directly and through other collaborations, in the amount of approximately $1.0 million. The NMRF is prioritizing strategies with the goal of providing assistance as quickly as possible to those pandemic affected businesses and industries most in need, while also building a sustainable infrastructure. Vaccine Access and Overcoming Vaccine Hesitancy NYPH leased The Armory at 168th Street in Washington Heights and transformed this approximately 65,000 square foot space into one of New York City's largest public COVID-19 vaccination sites, providing vaccines from January 2021 until May 2021. NYP managed and staffed the Armory operation, as well as other pop-up vaccination venues in New York City and Westchester County. NYPH collaborated with over 100 community and faith-based organizations to help New Yorkers schedule vaccination appointments at these sites and provided education on vaccine safety to thousands of members of the public. NYPH also collaborated with the Northern Manhattan Improvement Corporation ("NMIC"), a community-based organization in Washington Heights, to create a bilingual scheduling hotline where members of local communities could schedule appointments. As of May 1, 2021, that hotline made vaccination appointments for over 11,000 New Yorkers, many of whom had language or limited internet access issues. NYP's efforts have led to the vaccination of more than 100,000 patients and members of the public. NYPH has also deployed its financial and staffing resources to bolster city and regional efforts to help New Yorkers overcome vaccine hesitancy. Part VI, Section A, Line 2: Jerry I. Speyer and Rob J. Speyer have a family/Business relationship. Jeffrey W. Greenberg and Maurice R. Greenberg have a family relationship. Stephen ross and bruce anthony beal have a business relationship. Jerry I. Speyer, Rob J. Speyer, and Leonard A. Wilf have a business relationship. Steven R. Swartz and Frank A. Bennack Jr. have a business relationship. John Weinberg, Pamela Carlton, and Roger C. Altman have a business relationship. Jeffrey Harris and Sarah Nash have a business relationship. Rochelle Lazarus and Stephen Schwarzman have a business relationship. lee Ainslie III and Philippe Laffont have a business relationship. Bruce Anthony Beal and Ogden Phipps II have a business relationship. Glen Hutchins, Ogden Phipps II, and Philippe Laffont have a business relationship. Jerry I. Speyer, Rob J. Speyer, and Russell Carson have a business relationship. Gregory Mondre, Bruce Anthony Beal, and Stephen Ross have a business relationship. Part VI, Section A, Line 6: The New York and Presbyterian Hospital has Members of the corporation. See also: Schedule O Disclosure for Part VI, Section A, Line 7B. See also: Schedule O Disclosure for Part VI, Section A, Line 7B. Part VI, Section A, Line 7B: The Members are the same as the Trustees. There are four classes of Members and the classes and members thereof are the same as those for the Hospital. Four of the Members/Trustees serve ex-officio and thus are not members of a class. The Members have the rights and duties provided under the New York Not-for-Profit Corporation Law. Article II of the By-Laws "Members" provides as follows: Members: The Members of the Hospital shall consist of those persons who are Trustees of the Hospital. Election of any person as a Trustee shall automatically constitute the election of such person as a Member of the Hospital. Upon the termination of office as a Trustee of any person for any reason, such person shall thereupon cease to be a Member of the Hospital. Authority: Members shall have the voting and other rights expressly granted to members of a domestic corporation under the Not-for-Profit Corporation Law of the State of New York. Annual Meeting: An Annual Meeting of the Members for the election of Trustees and the transaction of other business shall be held in December of each year on such day as may be determined by the Chairman, the Chief Executive Officer or the Board of Trustees. Special Meetings: Special meetings of the Members may be called by the Chairman, the Chief Executive Officer or the Board of Trustees. Special Meetings shall also be called by the Secretary upon demand of not less than 10% of the members. Notice of a special meeting shall also state the purpose or purposes for which the meeting is called. Notice: Notice of each meeting of the Members shall be given to each Member, personally, by first class mail, or electronically, not less than 10 nor more than 50 days before the date of the meeting. Notices shall be deemed to have been given by mail when deposited in the United States mail. Notices shall be sent or delivered to each Member at the address designated by that Member for that purpose, or, if none has been so designated, at the Member's last known residence or business address. Waiver of Notice: Notice of a meeting of Members need not be given to any member who submits a signed waiver of notice, in person or by proxy, whether before or after the meeting, or who attends the meeting, in person or by proxy, without protesting prior to the conclusion of the meeting the lack of notice of the meeting. Quorum: At all meetings of the Members, 10% of the total number of Members shall constitute a quorum for the transaction of business. Voting: At any meeting of the Members, each Member shall be entitled to one vote, cast either in person or by written proxy. Unless a greater proportion is required by law or these By-Laws, Trustees shall be elected by a plurality of the votes cast at a meeting of Members. Whenever any corporate action, other than the election of Trustees, is to be taken by vote of the Members, it shall, unless a greater proportion is required by law, the Certificate of Incorporation or these By-Laws, be authorized by a majority of the votes cast at a meeting of the Members. Action Without a Meeting: Any action required or permitted to be taken by the Members may be taken without a meeting on written consent, setting forth the action so taken, signed by all the Members. Telephone Participation: Any one or more Members may participate in a meeting by means of conference telephone or similar communications equipment allowing all persons participating in the meeting to hear each other at the same time. Participation by such means shall constitute presence in person at a meeting signed by all the Members. Part VI, Section B, Line 11A: MEMBERS OF THE NEWYORK-PRESBYTERIAN HOSPITAL (NYPH) FINANCE DEPARTMENT (FINANCE) COORDINATED AND COMPLETED ALL OF THE INFORMATION REQUIRED FOR FORM 990, ACCESSING VARIOUS RESOURCES INCLUDING, LEGAL, HUMAN RESOURCES, CORPORATE COMPLIANCE, DEVELOPMENT, AND OTHER DEPARTMENTS AS NEEDED. THE FOLLOWING IS THE PROCESS FOR REVIEW: SENIOR FINANCE EXECUTIVES REVIEW THE RETURN IN CONJUNCTION WITH ERNST & YOUNG U.S. LLP, PAID PREPARER, PRIOR TO SUBMISSION TO THE CHAIR OF THE AUDIT AND CORPORATE COMPLIANCE COMMITTEE OF THE NYPH BOARD (NYPH AUDIT COMMITTEE) OR HIS/HER DESIGNEE. PURSUANT TO THE CORPORATIONS BYLAWS, IT IS THE NYPH AUDIT COMMITTEE THAT REVIEWS THE CORPORATIONS FORM 990. THE CHAIR OF THE NYPH AUDIT COMMITTEE OR HIS/HER DESIGNEE CONDUCTS A DETAILED REVIEW AND MEETS WITH FINANCE TO ADDRESS ANY QUESTIONS. A COPY OF THE 990 IS SENT TO THE OTHER COMMITTEE MEMBERS FOR REVIEW, AND A REPORT IS GIVEN ON THE 990 BY MANAGEMENT AT THE COMMITTEES MEETING IMMEDIATELY PRECEDING THE FILING. A COPY OF THE FORM 990 IS PROVIDED TO THE BOARD OF TRUSTEES, CORPORATION, PRIOR TO ITS FILING. THE CORPORATION FILES THE 990 UPON FINAL REVIEW. Part VI, Section B, Line 12C: The Hospital adheres to a conflict of interest (COI) policy that was approved by the Audit and Corporate Compliance Committee of the Board of Trustees. The policy states in part: "Each Board Member, Officer or Key Person of a NewYork-Presbyterian Organization shall complete a conflict of interest questionnaire prior to becoming a Board Member, Officer or Key Person of the NewYork-Presbyterian Organization and annually thereafter." The policy also states that "each Board Member, Officer, or Key Person shall promptly advise the Chief Executive Officer of the NewYork and Presbyterian Hospital, or his or her designee, of any changes to the information provided in that individual's last completed conflict of interest questionnaire." The Chief Executive Officer of NewYork-Presbyterian Hospital, or his or her designee, shall review all completed questionnaires and all subsequent advice of changes and shall take such action as is deemed appropriate to eliminate potentials for conflicts of interest, including such steps as reassignment of responsibilities or establishment of protective arrangements. All disclosures of interests in completed questionnaires or subsequent advice, unless clearly irrelevant or immaterial, shall be compiled and reported by management to the Audit and Corporate Compliance Committee of the Board of NewYork-Presbyterian Hospital, together, in each case, with response or recommendation of management. The Audit and Corporate Compliance Committee shall determine whether the reported resolution of issues raised by the disclosures is satisfactory and, if not, shall require such further action as it deems appropriate. Part VI, Section B, Line 15 A & 15B: The Executive Compensation process at The NewYork and Presbyterian Hospital (NYP) is administered by a committee of independent trustees. They follow a Board-approved charter and overall executive compensation philosophy. The charter empowers the NYP Board Compensation Committee to administer the executive compensation program and process on behalf of the full Board of Trustees of NYP. Overall, the philosophy is intended to reward a broad spectrum of high organizational and predetermined, measurable individual performance expectations, as well as to foster the retention of key management talent. NYP's executive compensation philosophy is focused on establishing a performance - oriented philosophy and pay strategy designed to attract, retain and reward top talent. To fulfill their responsibility, the Committee also reviews information from multiple sources of market data. One such market definition is a stable group of large health care systems of similar scale and circumstances. Additional information from not-for-profit systems, for-profits systems and comparably sized publicly-traded health care facilities is also used. They use this additional information to support their decisions regarding on-going administration of the program. The Compensation Committee is comprised of independent members of the Board. They meet three to four times per year and make all critical decisions in executive session. These decisions are documented in minutes which are approved in subsequent meetings. The Committee is empowered to, and does, engage outside counsel and consulting support. The above described Executive Compensation Process is an ongoing process, applied annually on a calendar year basis, to all vice presidents, senior vice presidents, group senior vice presidents, executive vice presidents, as well as the chief executive officer and President. Compensation for 2020 of these upper level executives includes the payout of an annual incentive plan and a long-term incentive plan. This performance-oriented program conditions payments upon the achievement of multiple individual and group performance measures. Measures to monitor performance include: operational and financial strength, patient quality and safety, patient satisfaction, advancement of patient care, and people development and partnership. Incentive awards may only be granted if the organization achieves a financial surplus. Even if all relevant performance measurements are achieved, the NYP Board of Trustees retains full discretion to make or not make any incentive awards, or to reduce the amount of any incentive award. This initiative is critical to assuring that NYP has the requisite leadership to create and manage a highly motivated and engaged workforce, to drive superior performance throughout the organization and to achieve top tier medical center status. Part VI, Section C, Line 19: External requests for our governing documents, conflict of interest policy, and financial statements are reviewed for validity. These requests are then granted if deemed appropriate. Part XI, Line 9: Change in Temp. net assets: $178,071,539 Change in Perm. 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