2020-11-13T11:31:01-06:00 2019-12-31 ERNST & YOUNG US LLP 5 TIMES SQUARE NEW YORK NY 10036 990 2019-01-01 111631796 NEWYORK-PRESBYTERIANBROOKLYN METHODIST % MICHAEL FAGAN NEWY 2122975962 506 Sixth Street Brooklyn NY 112153609 MICHAEL FAGAN CFO 2123052494 2020-11-11 NICOLE M SOKOLOWSKI P01683199 2127733000 108.206.163.59 26308520203185000128 2020-11-13 P 1CB9C4665EA6D98C4B5065B465CEB0E7DA2A143A 770194AAF055F9EA87E64CA02E08FE540289067F 2019 2021-01-29 14:40:06Z MICHAEL FAGAN 506 Sixth Street Brooklyn NY 112153609 1112259019 false X https://www.nyp.org/brooklyn X 1881 NY TO PROVIDE EXCELLENT HEALTH CARE SERVICES IN A COMPASSIONATE AND HUMANE MANNER TO THE PEOPLE WHO LIVE AND WORK IN BROOKLYN AND ITS SURROUNDING AREAS. 12 9 5347 991 1833299 1582268 10197925 10855358 875379860 860595335 31749281 54128416 18914651 37367404 936241717 962946513 103650 328495 0 0 484731584 503654507 0 0 321427 337532610 335288321 822367844 839271323 113873873 123675190 1738819600 1963582802 837976918 898779901 900842682 1064802901 X TO PROVIDE EXCELLENT HEALTHCARE SERVICES WITHOUT REGARD TO AGE, SEX, RACE, CREED, NATIONAL ORIGIN OR DISABILITY; TO SERVE AS AN EDUCATIONAL AND RESEARCH CENTER FOR PHYSICIANS, NURSES AND HEALTHCARE PROFESSIONALS; TO PROVIDE HEALTH EDUCATION TO COMMUNITY RESIDENTS. false false 750502349 328495 860123046 The mission of NewYork-Presbyterian/Brooklyn Methodist Hospital, a member of the New York-Presbyterian Healthcare System, is to provide excellent health care services in a compassionate and humane manner to the people who live and work in Brooklyn and its surrounding areas. The Hospital is a non-sectarian, voluntary institution with 651 beds, which includes an acute care general facility and an extensive array of ambulatory and outpatient sites and services. During 2019, 190,651 patient days of care were provided; 36,923 patients were discharged with an average length of stay of 5.4 days, excluding newborns. There were a total of 86,783 outpatient visits to our outpatient sites, and 102,731 visits to our Emergency Room. In serving its community, the Hospital works to achieve these primary objectives: The services are accessible to patients and physicians without regard to age, sex, race, creed, national origin or disability. The commitment to community service is evidenced by our uncompensated services provided to the poor in the broader community. Our services provided to the poor include persons who cannot afford health care because of inadequate financial resources and/or who are uninsured or under-insured. These persons are eligible for charity care and financial aid under the Hospital's financial aid policy. For the year ended December 31, 2019, uncompensated care amounted to approximately $40.4 million. The Hospital Provides patients with an environment that assures the continuous enhancement of patient safety; Assess periodically the healthcare needs of the community and to respond to these needs with healthcare services, including health education for patients and community residents. Our needs assessment is derived through public questionnaires, and an assortment of reports from professional agencies as well as outreach to and involvement in major community organizations, including the State and City Department of Health, NYC Department of Health and Mental Hygiene, Heights and Hills Services for Brooklyns Older Adults, Good Neighbors of Park Slope, our local faith based organizations, Community Board 6, and Brooklyn Public Library. The Hospital meets quarterly with its community partners discuss free health programs and support services. Community residents are informed of the availability of the community service plan via our web site, or can obtain a copy of the community report by calling the Hospital's administrative office at (718)780-3301 or the Community Affairs office at (718) 780-5367. Serve as an educational and research center for the training and continuing education of physicians, nurses and healthcare professionals committed to the Brooklyn community. Provide an active ecumenical program of pastoral care and to conduct a clinical pastoral education program. NewYork-Presbyterian/Brooklyn Methodist Hospital has a historic relationship with the United Methodist Church. Offer an environment that is responsive to new and changing technologies and management principles that will stimulate creative solutions for our patients, physicians, and employees. Work with members of the New York-Presbyterian Healthcare System and other healthcare institutions, physicians and community groups in jointly pursuing the delivery of quality healthcare services, medical education and clinical research. 750502349 true true false true false false false false false true true false false true true false false true false false true false false false true false true true true true true true false false false false false false false false true false false false false false false true true true false false true X 685 0 true 5347 true true true true EI false false false true true false false false false false false X 12 9 false false false false true true true true true false false true true true true true true false true true true NY X MICHAEL FAGAN 2122975403 466 LEXINGTON AVENUE NEW YORK NY 10017 X Maxine Frank Director Eff. 2/2019 1.0 59.0 X 0 2405480 241518 Terrence J Sacchi Chief Cardiology Dept of Med. 60.0 0.0 X 1883882 0 50036 Henry M Tischler Chief of Orthopedics 60.0 0.0 X 1267680 0 48752 Hani Ashamalla Chairman, Radiation Oncology 60.0 0.0 X 1216439 0 49993 Constantine Gorelick Dir. Robotic Surgery OB/GYN 60.0 0.0 X 1177769 0 49051 Marcus D D'ayala Chief Vascular Surgery 60.0 0.0 X 1118365 0 62834 Robert Guimento Director/President 60.0 0.0 X X 0 1005537 61380 Steven Silber Vice President Medical Affairs 60.0 0.0 X 735193 0 101086 Michael Fagan SVP Finance/CFO 60.0 0.0 X 600012 0 116776 Alan Lee Chief Operating Officer 60.0 0.0 X 639526 0 60087 Richard Ortiz VP Revenue Cycle Thru 01/2019 60.0 0.0 X 495700 0 31559 Brian Regan Director 1.0 59.0 X 0 432121 71527 Kathleen Burke Secretary Thru 9/2019 1.0 59.0 X 0 438615 63317 Purvi Shah CMO EFF. 2/2019 60.0 0.0 X 357126 0 60752 Eileen Kang VP Ancillary Services 60.0 0.0 X 331631 0 66505 Traci S D'Auguste VP clinical Serv. Thru 10/2019 60.0 0.0 X 324610 0 56427 Helen Kotchoubey Former Key Employee 0.0 0.0 X 358211 0 11589 Ernesto Perez-Mir VP Nursing Adm 60.0 0.0 X 321554 0 39544 Lisa A Mainieri VP Support Services 60.0 0.0 X 300976 0 36775 Aaron Kranich VP Human Resources 60.0 0.0 X 267278 0 57309 Melissa Welch Assistant Secretary Eff 9/2019 1.0 59.0 X 0 166153 30089 Mary Braunsdorf Secretary Eff. 9/2019 1.0 59.0 X 0 160174 23892 James Perkins Chairman 3.0 0.0 X 0 0 0 Sharon Greenberger Vice Chairman 1.0 0.0 X 0 0 0 John E Carrington Director 1.0 0.0 X 0 0 0 Robert Rodgers Jr Director 1.0 0.0 X 0 0 0 Lawrence McGaughey Director 1.0 0.0 X 0 0 0 J Kevin Mckay Director 1.0 0.0 X 0 0 0 Charles K O'Neill Director 1.0 0.0 X 0 0 0 Anthony Schlesinger Director 1.0 0.0 X 0 0 0 Lark-Marie Anton Mench Director 1.0 0.0 X 0 0 0 11395952 4608080 1390798 1493 true true false LEND LEASE US CONSTRUCTION 200 park ave 9th floor NEW YORK NY 10166 construction 102414434 CERNER CORPORATION 51 Valley Stream Pkwy MALVERN PA 19355 MEDICAL SYSTEM MAINT 16498334 LF DRISCOLL CO LLC 401 E CITY AVE 500 BALA CYNWYD PA 19004 CONSTRUCTION SERVICE 8996407 SPECIALTYCARE MISS SERVICES LLC PO BOX 11407 BIRMINGGHAM AL 35246 STAFFING & MGMT 4320331 METRO ATHLETIC MEDICINE FITNESS P 263- 7TH AVENUE SUITE 2A BROOKLYN NY 11215 PHYSICAL THERAPY SVC 3636000 135 935925 7648363 911314 1359756 10855358 PATIENT CARE 622110 848321392 848321392 LABORATORY SERVICES 621511 6534587 6062298 472289 340B DRUGS 622110 2707614 2707614 RENTAL INCOME FROM AFFILIATES 531110 3031742 3031742 860595335 21788043 1361010 20427033 0 0 5586157 80168 5505989 0 5505989 5505989 181261443 148921069 32340374 32340373 32340373 230185 935925 311269 -81084 -81084 0 0 0 0 0 0 REBATES 900099 5195778 5195778 MEDICAL PROFESSIONAL REIMBURSEMENT 900099 16540351 16540351 CAFETERIA INCOME 722514 1285164 1285164 8921206 8921206 31942499 962946513 860123046 1833299 90134810 34225 34225 294270 294270 0 0 6067344 6067344 0 373105433 331333470 41575771 196192 22675022 20135684 2526716 12622 71193443 63217613 7933206 42624 30613265 27186163 3411288 15814 804405 804405 2230391 2230391 796846 796846 202840 202840 0 218055 218055 63582719 56497589 7085130 894398 794734 99664 40008643 35509771 4458231 40641 2549257 2252200 284068 12989 0 14215067 13427087 787980 821967 821872 95 0 276199 275749 450 137432 129814 7618 0 26027828 24585035 1442793 12578997 12462943 116054 MEDICAL & PHARMACY SUPPLIES 138152804 138152804 LICENSE AND TAXES 1177938 1112642 65296 MEMBERSHIP/DUES 26307833 23376305 2931528 NON PATIENT BAD DEBT EXPENSE 4304702 4304702 839271323 750502349 88447547 321427 12032 11950 91059570 74065901 540917 20593 79096119 87243257 0 0 0 0 709545 661765 16438367 15664174 11629006 15534886 798996233 280306473 378142209 518689760 632386074 409057991 50767987 4968682 0 0 0 0 478037774 837663843 1738819600 1963582802 158266799 143681527 0 0 0 0 26387080 24217439 0 0 0 0 0 0 0 0 653323039 730880935 837976918 898779901 X 877216423 1038055066 23626259 26747835 900842682 1064802901 1738819600 1963582802 X 123675190 11446887 28838142 X false true X true true true X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED false false false false false false false false true 202840 202840 false false PART II-B, LINE 1I: NEWYORK-PRESBYTERIAN/BROOKLYN METHODIST (NYP/BMH) HOSPITAL PAYS DUES TO THE GREATER NEW YORK HOSPITAL ASSOCIATION (GNYHA) and THE HEALTHCARE ASSOCIATION OF NEW YORK STATE (HANYS). IN ACCORDANCE WITH CODE SECTION 6033(E) OF THE INTERNAL REVENUE CODE, AND AS REPORTED BY GNYHA and HANYS, A PORTION OF THESE DUES ARE ATTRIBUTABLE TO LOBBYING ACTIVITIES. THE LOBBYING ACTIVITIES APPLICABLE TO 2019 GNYHA and HANYS ANNUAL DUES were $124,875, and $25,311, RESPECTIVELY. 1199/SEIU: IN CONNECTION WITH COLLECTIVE BARGAINING AGREEMENT BETWEEN NYP/BMH AND 1199/SEIU, CERTAIN EMPLOYER CONTRIBUTION AMOUNTS THAT WOULD BE OTHERWISE PAYABLE TO THE PENSION FUND ARE INSTEAD ALLOCATED TO THE lABOR MANAGEMENT INITIATIVE (LMI). THE LMI ALLOCATES A PORTION OF ITS FUNDS FOR LOBBING PURPOSES IN CONNECTION WITH NEW YORK STATE AND FEDERAL POLICY ISSUES. NEWYORK-PRESBYTERIAN/BROOKLYN METHODIST HOSPITAL'S PRO-RATED SHARE OF HEP LOBBYING EXPENSES FOR 2019 IS $52,654. 19596124 -128554 654981 18812589 21982936 -851252 1535560 19596124 20141744 3554295 1713103 21982936 20421944 1246295 1526495 20141744 22385584 101836 2065476 20421944 0.35020 0.64980 false false 7041658 7041658 280724718 196307850 84416868 21805971 4607518 17198453 133135181 79391105 53744076 356288705 356288705 518689760 OTHER ASSETS 9528607 INTEREST HELD IN HERS, LLC 210200602 DUE FROM RELATED PROF. CORPS. 319260420 INVESTS. HELD BY CAPTIVE INS. 229821966 OPERATING LEASE ASSET 58760428 PROF. LIAB INSUR. RECOVERIES 10091820 837663843 0 PROF. INSURANCE LIABILITY 204228178 THIRD PARTY PAYABLE 121348538 DUE TO RELATED ORGANIZATIONS 6388164 DUE TO NEWYORK-PRESBYTERIAN HO 327000000 OPERATING LEASE LIABILITIES 62528422 OTHER LIABILITIES 8357423 CAPITAL LEASES PAYABLE 1030210 730880935 Schedule D, Part V, Line 4: THE NEWYORK-PRESBYTERIAN/BROOKLYN METHODIST HOSPITAL FOLLOWS "NYPMIFA" New York Prudent Management of Institutional Funds Act AS IT RELATES TO ITS PERMANENTLY RESTRICTED ENDOWMENT CONTRIBUTIONS. PERMANENTLY RESTRICTED ENDOWMENT NET ASSETS HAVE BEEN RESTRICTED BY THE DONOR TO BE MAINTAINED IN PERPETUITY. The remaining portion of the donor-restricted endowment fund that is not classified in permanently restricted net assets is classified as temporarily restricted net assets until the amounts are appropriated for expenditure in accordance with a standard of prudence prescribed by NYPMIFA, as applicable. Central America and the Caribbean 0 0 Investments CAPTIVE INSURANCE CO. 229689307 Europe (Including Iceland and Greenland) 0 0 Investments ENDOWMENT 1335634 0 0 0 0 231024941 231024941 true false true false false false PART I - ADDITIONAL SUPPLEMENTAL INFORMATION: PART I, LINE 3 (1), COLUMN F (ACCOUNTING METHOD) - THE HOSPITAL IS A PARTIAL OWNER OF CAPTIVE FOREIGN INSURANCE COMPANIES. THE HOSPITAL'S INVESTMENTS IN THE FOREIGN INSURANCE COMPANIES ARE REPORTED AT FAIR MARKET VALUE. PART I, LINE 3 (2), COLUMN F (ACCOUNTING METHOD) - THE HOSPITAL INVESTS ITS ENDOWMENT FUND IN FOREIGN BANK AND FINANCIAL INSTITUTES. THE HOSPITAL'S INVESTMENTS IN THE FOREIGN ACCOUNTS ARE REPORTED AT FAIR MARKET VALUE. Gala 672405 522155 150250 0 975 30750 103033 0 85362 Golf Outing 434980 373400 61580 0 0 60815 0 0 2464 1 58725 40370 18355 0 0 4631 14075 0 9164 1166110 935925 230185 0 975 96196 117108 0 96990 311269 -81084 true true X true X true X true true true false true true 9784 12216515 535623 11646877 0.01390 136141 214176129 141227459 72948670 0.08690 145925 226392644 141763082 84595547 0.10080 482 19194 1197822 1197822 0.00140 90966535 29339321 61627214 0.07340 46362 29067375 14271860 14795515 0.01760 482 65556 121231732 43611181 77620551 0.09240 482 211481 347624376 185374263 162216098 0.19320 true 2825945 165576 157876078 144962057 12914021 X true true 1 1 NYPBROOKLYN METHODIST 506 SIXTH STREET BROOKLYN NY 11215 WWW.NYP.ORG/BROOKLYN 7001021H X X X X NYPBROOKLYN METHODIST 1 false false true X X X X X X X X X 19 true false false true X SEE SUPPLEMENTAL INFORMATION X true 19 true SEE SUPPLEMENTAL INFORMATION false true X 100 400. 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 LINE 5 The NewYork-Presbyterian Brooklyn Methodist Hospital (NYP-BMH) completed a Community Health Needs Assessment (CHNA) to identify the needs of our community and develop a Community Service Plan (CSP) and detailed implementation plan. Our commitment is to provide quality and compassionate care to our community and the CHNA process provides the ability to focus community-based efforts to address needs. The leaders of NYP-BMH are dedicated to our community with a mission to provide excellent healthcare services in a compassionate and humane manner to the people who live and work in Brooklyn and its surrounding areas. This document outlines the process, priorities, partners, and intended community-based improvement activities for 2019 2021. Our priorities were determined from a data driven process and align with the 2019-2024 New York State Prevention Agenda (NYS PA) and align with the states goal to promote health equity with a focus on physical health, mental health, and social determinants of health. Full reports related to the CHNA process can be found on our website at https://www.nyp.org/about-us/community-affairs/community-service-plans. Partner Involvement & Commitment NYP-BMH collaborated with NewYork-Presbyterian leadership, the New York City Department of Health and Mental Hygiene (DOHMH), Citizens Committee for Children (CCC), Columbia University Irving Medical Center (CUIMC), Weill Cornell Medical College (WCMC), 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 several languages. This allowed NYP-BMH to develop a focused implementation plan to meet the needs of a targeted community with high disparities. Data Driven Priorities NYP-BMH compiled measurable data and input from the community from numerous sources in order to analyze the health and challenges of our community. The analysis utilized focused neighborhood geography for metrics and included data related to demographics, socioeconomic status, insurance status, social determinants of health, health status, health service utilization, and priority areas from the NY State Prevention Agenda. Community input sources included focus groups and community questionnaires which allowed for a diverse representation of race, language, age, gender identity, and sexual orientation. Data sources include the Citizens Committee for Children Keeping Track Online; Open Data City of New York; Data2Go.NYC; NYC Health Atlas; NYC Mayor Report, the Association for Neighborhood & Housing Development; Behavioral Risk Factor Surveillance System (BRFSS), Claritas; NYC Community Health Profile, State Cancer Profiles, and U.S. Department of Agriculture. The collected data was ranked to provide detailed insight into the communities with high disparities and was then prioritized to determine the highest health priorities for the identified communities. The prioritized data provided insight into community health needs and challenges and allowed NYP-BMH to establish focus areas and goals to align with the NY State Prevention Agenda. In conducting the 2019 CHNA, NYP and its regional hospitals, inclusive of NYP-BMH, collaborated with the New York City Department of Health and Mental Hygiene, Citizens Committee for Children of New York, Columbia University Irving Medical Center, Weill Cornell Medical College, New York Academy of Medicine, and Greater New York Hospital Association. Through these collaborations NYP was able to adopt a community-engagement approach that involved collecting and analyzing qualitative information and quantitative data from a variety of publicly available sources to comprehensively assess the health status of our communities. Each stakeholder added to the ongoing work by providing insight on the publicly available data for the various regions specific to the NYP-BMH high disparity communities, while providing guidance on collecting stakeholder and community feedback and incorporating best practices for the CHNA. NYP-BMH 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 (CHNQ) to area residents as well as (2) leveraging other community assessments such as community roundtable discussions hosted by the Cornell Center for Health Equity (CCHEq) in partnership with the Weill Cornell Meyer Cancer Center; and the CCCs from Strengths to Solutions: An Asset Based Approach to Meeting Community Needs in Brownsville. NYP-BMH engaged NYAM to facilitate focus groups of community members to obtain their perspectives on the health and needs of the community at large. NYP-BMH partnered with several community-based organizations to host these six focus groups: 1 NYP-BMH Community Advisory Board 2 CAMBA 3 Downtown Brooklyn Neighborhood Alliance 4 Caribbean Womens Health Association 5 Brooklyn Pride Center 6 Shorefront Y NYP-BMH 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. NYP-BMH utilized both quantitative and qualitative data to create a picture of the health needs of the Brooklyn community. The quantitative data focused to measurable indicators at the Neighborhood Tabulation Area (NTA) for the community, while the qualitative data focused to the primary perspectives and input from the community members obtained through questionnaires and focus groups. Additionally, NYP-BMH utilized numerous additional data sources to provide a robust picture of the community including a roundtable discussion and cancer survey in partnership with Cornell Center for Health Equity (CCHEq) and HICCC respectively, and in-depth analysis from CCC of the Brownsville neighborhood. Quantitative data was gathered, validated, and refined using (1) community input from facilitation of focus groups and administration of community health need questionnaires (CHNQs) to area residents as well as (2) leveraging other community assessments performed in the community. The community input from multiple sources allowed for a comprehensive representation of our community inclusive of multiple languages, socioeconomic statuses, culture, race, age, and gender identity. Summaries of each qualitative input source is included below, and additional details can be found in the Community Health Needs Assessment at https://www.nyp.org/about-us/communityaffairs/community-service-plans. New York Academy of Medicine (NYAM) Focus Groups & Questionnaires NYP-BMH partnered with NYAM to conduct CHNQs and community member focus groups. The CHNQs were conducted at community events, with focus group participants and online, and were administered in several languages. The CHNQs were also distributed across the community of focus to ensure that respondents from all demographics were represented in the response rate. NYAM completed six focus groups and received 234 responses to the CHNQs with 59.8% being completed at in person events, 27.8% being completed online, and 12.4% completed by the NYP-BMH Community Advisory Board. NYP-BMH Community Health Survey In addition to the efforts conducted by NYAM, NYP-BMH sponsored a Community Health Survey which appeared in an edition of their community health magazine, Thrive, which is mailed to 250,000 households in Brooklyn. Part V, Line 7a: https://www.nyp.org/pdf/community-service/NYP-Brooklyn-CSP-2019-2021.pdf Part V, Line 10a: https://www.nyp.org/pdf/community-service/NYP-Brooklyn-CSP-2019-2021.pdf PART V LINE 11 Based on the prioritization process, NYP-BMH has numerous indicators as the highest priorities for the community. These indicators can be broadly grouped into: 1 Womens Health 2 Obesity and Chronic Disease 3 Mental Health and Substance Use 4 Human Immunodeficiency Virus (HIV) 5 Cancer To ensure the community service plan is focused on initiatives that impact the highest communities of disparity, NYP-BMH undertook an additional analysis of community health need 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. The objective was to identify the specific NTAs where there is a higher health need and/or a higher expectation of required resources. The defined communitys 32 ZIP codes were cross-walked to 49 NTAs and then categorized into four quartiles based on identified disparities. Additional analysis was undertaken for the 24 NTAs of higher disparity in quartiles 3 and 4, meaning most high need. Based on the data process of analytics and prioritization, NYP-BMH will target efforts in the Crown Heights neighborhood of Brooklyn to allow our teams to invest and concentrate efforts and directly impact a high need community within the three-years of the service plan. The data outlined allowed the team to identify a community of focus as well as priority areas to impact the healthcare of the most vulnerable populations. The priority areas differ from the prior 2016-2018 Community Service Plan which Included (a.) Prevent Chronic Disease: Focus on Diabetes, (b.) Prevent Chronic Disease: Focus on Childhood Obesity, and (c.) Promote a Healthy and Safe Environment; Reducing Fall Risk Among Most Vulnerable Populations. NYP-BMH is committed to serving the community by providing a wide range of health care services and activities that are important and provide benefit to our community members. Our assessment shows that there are numerous and significant needs, and the hospital has chosen a selection of these needs in order to concentrate resources and efforts and focus evaluations on those initiatives which we believe we can most effectively execute on and which will provide the largest impact to our community. In addition, the prioritization model applied to significant community needs was rooted in the quantitative as well as the qualitative voice of the community helping to ensure that our selection was aligned with those needs ranked highly by our community members. The selected initiatives and resulting Community Service Plan were reviewed and approved by senior leaders, hospital community advisory board members, and our CHNA Steering Committee in the context of our organizational mission, our clinical strengths, and partnerships. 2019-2021 Community Service Plan Initiatives: Prevent Chronic Disease Focus Area 1: Reduce Obesity & the Risk of Chronic Disease Goal 1.1 - Increase access to healthy and affordable foods and beverages Objective Utilize a culturally sensitive process to empower organizations to focus on nutrition and physical activity, Promote wellness through community based partnerships, and address food insecurities. INTERVENTION EXPLAINED: 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 Crown Heights, where food insecurity and obesity rates are high. Promote Healthy Women, Infants and Children Focus Area 1: Maternal & Womens Health Goal 1.1. - Increase use of primary and preventative health care services by women of all ages with a focus on women of reproductive age Objective: This program aims to reduce racial, ethnic, and geographic disparities in maternal and child health outcomes, and promote health equity for maternal and child health populations. INTERVENTION EXPLAINED: Promote healthy women infants and children by providing peer and expert support to pregnant persons in order to promote optimal infant feeding, childbirth practices, and parental mental well-being. This program seeks to impact at least 10% of NYP Brooklyn Methodist Hospital birthing population, which amounts to over 500 expectant persons. Prevent Communicable Diseases Focus Area 2: Human Immunodeficiency Virus (HIV) and Focus Area 4: Hepatitis C (HCV) Focus Area 2: Goal 2.2 - Increase Viral Suppression Focus Area 4: Goal 4.1 - Increase the number of persons treated for Hepatitis C Virus (HCV), Goal 4.2 Reduce the number of new HCV cases among people who inject drugs INTERVENTION EXPLAINED: Ending the HIV and HCV epidemics in NYS is now a legitimate possibility and NYP is playing a leading role in this effort. The NYP ETE Initiative would create a multi-campus 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 NYP 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 NYP Emergency Departments (NYP ED), 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 and additionally act as the nidus for new PrEP program growth at NYP-BMH. Collectively this multimodal, evidence based intervention could help NYP end the HIV and HCV epidemics in our targeted communities. Prevent Chronic Disease Focus Area 4: Chronic Disease Preventive Care and Management Goal 4.3 Promote evidence-based care to prevent and manage chronic diseases including asthma, arthritis, cardiovascular disease, diabetes and prediabetes and obesity Objective: The 30-Day Transitional care initiative is used by the care team as a time frame required to provide care coordination. INTERVENTION EXPLAINED: The American College of Physicians, Society of General Internal Medicine, Society of Hospital Medicine, American Geriatrics Society, American College of Emergency Physicians, and Society of Academic Emergency Medicine have worked together to develop consensus standards for transitional care.(Snow et. al. 2009) The coordination of care across the health care continuum is crucial to the implementation, management, and evaluation of a patients treatment plan. The transfer and receipt of patient information between different levels of care and locations ensure continuity and promote successful treatment. Unfortunately, breakdowns in these processes, as well as the ineffective handoff of information between care providers, can lead to poor transitions and miscommunication among providers (Mansukhani et. al.2015) NYP-BMHs 30-Day Transitional care initiative is used by the care team as a time frame required to provide care coordination. The Transitions Care Team (TCT) identifies high utilizers and/or patients, who are 18 years of age and older, with a high LACE score, from Medicaid lists. Between 2017 and 2018, the NYP-BMH care team has touched 2215 distinct patients across 5146 visits. This program will continue to identify and treat patients while ensuring continuity of care. Promote Well-Being & Prevent Mental & Substance Use Disorders Focus Area: 1 Strengthen opportunities to build well-being and resilience across the lifespan Goal 1.1: Strengthen opportunities to build well-being and resilience across the lifespan Objective: Expand mental health first aid trainings to expand mental health education, increase prevention and address stigma INTERVENTION EXPLAINED: Mental health first aid (MHFA) is an international, evidence based, training program proven to be an effective intervention for mental health education, prevention and addressing stigma. Part V, Section B Financial Aid Policy Question 15e: NewYork-Presbyterian/Brooklyn Methodist has a financial advocacy program staffed 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. Line 16a, 16b and 16c: http://www.nyp.org/brooklyn/paying-for-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, 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/or the application) on a regular basis to leaders of community advisory boards, local community boards, elected officials, the City Health Department and Westchester County Department of Health. 3 NYPBMH CARDIO-VASCULAR SERVICES 8721 FIFTH AVENUE BROOKLYN NY 11209 CARDIOLOGY PULMONARY MEDICINE NYPBMH INFUSION SERVICES 343 4TH AVENUE BROOKLYN NY 11215 CHEMO CLINIC NYPBMH REHAB CTRWOMEN&CHILDREN CLINIC 263 7TH AVENUE 2ND 3RD FL BROOKLYN NY 11215 PHYSICAL & OCCUPATIONAL THERAPY CLINIC PEDIATRIC Part I, Line 3c: N/A Part I, Line 6A: N/A 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 Part I, Line 7, Column F: Bad debt price concessions are offset against revenue and not included in expense. Part I, Line 7g: Included in subsidized services are Clinic and Psych. 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 included represents patients at cost who qualify for charity care/financial assistance and have a bad debt write-off. Bad debt expense (price concessions) associated with patients that received charity care/financial assistance is represented in this $165,576 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 (price concessions) and included as a community benefit. Part III, Line 4: Please refer to audited financial statements page 21. 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. THESE DO NOT INCLUDE certain medicare program revenue and costs and thus do not reflect all of the organizations revenues and costs with the participation in Medicare programs. The revenue and costs excludes professional health education, subsidized health services, and medicare managed care activity. If all these revenue and costs were included the medicare surplus of $12,914,021 would be a medicare Loss of ($49,915,032) Medicare net surplus per Schedule H 12,914,021 Medicare GME net cost (20,493,540) Medicare net costs of subsidized services (7,672,803) Medicare managed care net costs (34,662,711) Total net costs associated with the Medicare Program (49,915,032) 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 NYP-BMH. 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 Charity Care Policy(hereafter 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 Charity Care. Part VI, Line 2: Needs Assessment: The NewYork-Presbyterian Brooklyn Methodist Hospital (NYP-BMH) completed a Community Health Needs Assessment (CHNA) to identify the needs of our community and develop a Community Service Plan (CSP) and detailed implementation plan. Our commitment is to provide quality and compassionate care to our community and the CHNA process provides the ability to focus community-based efforts to address needs. The leaders of NYP-BMH are dedicated to our community with a mission to provide excellent healthcare services in a compassionate and humane manner to the people who live and work in Brooklyn and its surrounding areas. This document outlines the process, priorities, partners, and intended community-based improvement activities for 2019 2021. Our priorities were determined from a data driven process and align with the 2019-2024 New York State Prevention Agenda (NYS PA) and align with the states goal to promote health equity with a focus on physical health, mental health, and social determinants of health. Full reports related to the CHNA process can be found on our website at https://www.nyp.org/about-us/community-affairs/community-service-plans. NYP-BMH collaborated with NewYork-Presbyterian leadership, the New York City Department of Health and Mental Hygiene (DOHMH), Citizens Committee for Children (CCC), Columbia University Irving Medical Center (CUIMC), Weill Cornell Medical College (WCMC), 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 several languages. This allowed NYP-BMH to develop a focused implementation plan to meet the needs of a targeted community with high disparities. NYP-BMH compiled measurable data and input from the community from numerous sources in order to analyze the health and challenges of our community. The analysis utilized focused neighborhood geography for metrics and included data related to demographics, socioeconomic status, insurance status, social determinants of health, health status, health service utilization, and priority areas from the NY State Prevention Agenda. Community input sources included focus groups and community questionnaires which allowed for a diverse representation of race, language, age, gender identity, and sexual orientation. Data sources include the Citizens Committee for Children Keeping Track Online; Open Data City of New York; Data2Go.NYC; NYC Health Atlas; NYC Mayor Report, the Association for Neighborhood & Housing Development; Behavioral Risk Factor Surveillance System (BRFSS), Claritas; NYC Community Health Profile, State Cancer Profiles, and U.S. Department of Agriculture. The collected data was ranked to provide detailed insight into the communities with high disparities and was then prioritized to determine the highest health priorities for the identified communities. The prioritized data provided insight into community health needs and challenges and allowed NYPBMH to establish focus areas and goals to align with the NY State Prevention Agenda. Our team is committed to the successful implementation of each initiative and will utilize quality process improvement efforts annually to report on process and outcome measures in order to adapt each program to meet the annual expectations outlined as well as meet the needs of our community. The NYP-BMH communities of high disparities are diverse neighborhoods with high rates of Medicaid enrollment, people living in poverty, low high school graduation rates, and high unemployment rates. The Crown Heights neighborhood (North and South) has high rates of adult obesity at 26% and 32% respectively, high crude rates of maternal morbidity per 10,000 deliveries at 372.5 and 234.6 respectively, and self-reported poor mental health at 10.5% for Kings County as a whole. To align with the constantly changing dynamics of the community, NYP-BMH has revised the initiatives as compared to the 2013 2016 CSP and will target efforts in the Crown Heights neighborhood of Brooklyn with priority areas related to the prevention of (1) chronic disease, (2) promotion of healthy women, infants, and children, (3) prevent communicable diseases, and (4) promotion of well-being to prevent mental health and substance abuse. Part VI, Line 3: Patient Education of eligibility for assistance Written materials, including the application, full Policy, and plain language summary (Summary), shall be available to patients in NYP-BMH's primary languages, upon request and without charge, from Admitting and Emergency Departments at NYP-BMH during the intake and registration process, at discharge and/or by mail. Additionally, those materials shall be available on NYP-BMH's website (www.nyp.org/brooklyn). Also, notification to patients regarding this Policy shall be made through conspicuous posting of language appropriate information in Emergency Rooms and Admitting Departments of NYP-BMH, 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. Part VI, Line 4: Community Information: The community definition for NewYork-Presbyterian Brooklyn Methodist Hospital was derived using 80% of ZIP codes from which NYP-BMHs patients originate and adding ZIP codes not among the original patient origin to create continuity in geographical boundaries, resulting in a total of 32 community ZIP codes, mainly within Kings County. 2.3M PEOPLE - The defined community covers a geography of approximately 2.3M people. 2.2% GROWTH POPULATION - Forecasted to grow faster, 2.2%, than the state average,1.5%, between 2019-2024. 14.0% 65+ POPULATION I- s slightly younger with only 14.0% of the population aged 65+ compared to 16.3%. $91,909 HOUSEHOLD INCOME - The average household income, $91,909, is lower than the average of New York State, $101,507. 7.4% UNEMPLOYMENT RATE The unemployment rate, 7.4%, is 19% higher than the state benchmark, and there are fewer white-collar workers than the state average. Higher Minority Population Higher non-White population, 65.9%, than the state 45.6%, driven by African Americans, 31.8%, followed by Hispanics, 17.2%. To ensure the community service plan is focused on initiatives that impact the highest communities of disparity, NYP-BMH undertook an additional analysis of community health need 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. The objective was to identify the specific NTAs where there is a higher health need and/or a higher expectation of required resources. The defined communitys 32 ZIP codes were cross-walked to 49 NTAs and then categorized into four quartiles based on identified disparities. 1.3M PEOPLE- The high disparity community covers a geography of approximately 1.3M people. 53.8% FEMALE Is 53.8% female and slightly younger, 10.9% of the population is 65+, compared to NYC. 25.5% DID NOT COMPLETE HIGH SCHOOL In aggregate, there are above NYC average percentages of residents that are foreign born, not graduated from high school, unemployed, and single parents. 27.3% LIVING IN POVERTY There are more living in poverty, all ages 27.3%, than the NYC average, 20.6%, and without health insurance, 15.5%, than the NYC average, 13.5%. 43.9% MEDICAID ENROLLMENT Numerous neighborhoods also have a higher than average Medicaid enrollment, overall 43.9%, NYC 37.0%. 86.1% MINORITY POPULATION Has a much higher minority population at 86.1% (especially Black and Hispanic/Latino) than does the NYC average 67%. In an effort to focus initiatives to make the largest impact to a high disparity community, the NYP-BMH team analyzed all data elements and isolated Crown Heights and the NYS PA priority areas of 1) Prevent Chronic Diseases, 2) Promote Healthy Women, Infants and Children, 3) Promote Well-Being and Prevent Mental and Substance Use Disorders, and 4) Prevent Communicable Disease. Part VI, Line 5: 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 Crown Heights, where food insecurity and obesity rates are high. CHALKs multipronged approach as currently implemented in Washington Heights/Inwood 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). CHALKs existing elementary school partnerships in northern Manhattan have increased access to healthy lifestyles for students and their families. The CHALK model strengthens school-based wellness councils and policy implementation, increases physical activity and nutrition programing, and connects stakeholders with community partners to support sustained success. Promote Healthy Women, Infants and Children - Maternal & Womens Health Promote healthy women infants and children by providing peer and expert support to pregnant persons in order to promote optimal infant feeding, childbirth practices, and parental mental well-being. This program seeks to impact at least 10% of NYP Brooklyn Methodist Hospital birthing population, which amounts to over 500 expectant persons. 1) Provide virtual and reality-based space where pregnant persons can engage in discourse with their peers. 2) Follow several cohorts of 8-12 expectant parents and engage them in 3 pre-natal group visits (both in-person and virtually), and between 3-4 postpartum visits individually (both in-person and virtually), over the course of 3 months. 3) Provide educational support by persons trained in infant feeding, infant care, birthing, and postpartum mental health screening. 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 NYP is playing a leading role in this effort. The NYP ETE Initiative would create a multi-campus 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 NYP Pilot would link, in real-time, all new HIV and HCV diagnoses, those (thousands) individuals out of care, and those in need of preventive servicesi . Expanded deployment of a Health Priority Specialist in existing sites, like NYP Emergency Departments (NYP ED), 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 and additionally act as the nidus for new PrEP program growth at NYP-BMH. Collectively this multimodal, evidence based intervention could help NYP end the HIV and HCV epidemics in our targeted communities. PERFORMANCE MEASURES: Performance indicators will be aligned with the HIV. Prevent Chronic Disease Chronic Disease Preventive Care and Management The American College of Physicians, Society of General Internal Medicine, Society of Hospital Medicine, American Geriatrics Society, American College of Emergency Physicians, and Society of Academic Emergency Medicine have worked together to develop consensus standards for transitional care.(Snow et. al. 2009) The coordination of care across the health care continuum is crucial to the implementation, management, and evaluation of a patients treatment plan. The transfer and receipt of patient information between different levels of care and locations ensure continuity and promote successful treatment. Unfortunately, breakdowns in these processes, as well as the ineffective handoff of information between care providers, can lead to poor transitions and miscommunication among providers (Mansukhani et. al.2015) NYP-BMHs 30-Day Transitional care initiative is used by the care team as a time frame required to provide care coordination. The Transitions Care Team (TCT) identifies high utilizers and/or patients, who are 18 years of age and older, with a high LACE score, from Medicaid lists. Between 2017 and 2018, the NYP-BMH care team has touched 2215 distinct patients across 5146 visits. This program will continue to identify and treat patients while ensuring continuity of care across health care settings. Promote Well-Being & Prevent Mental & Substance Use Disorders Strengthen opportunities to build well-being and resilience across the lifespan. Mental health first aid (MHFA) is an international, evidence based, 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 ThriveNYC, 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. Part VI, Line 6: Affiliated Healthcare System NewYork-Presbyterian/Brooklyn Methodist Hospital is a NewYork-Presbyterian Regional Hospital. NewYork-Presbyterian Hospital assists its regional hospitals in identifing available resources and coordinate efforts to promote community health in the community the regional hospital services. Part VI, Line 7: New York true Brooklyn Chamber of Commerce 335 Adams St Ste 2700 Brooklyn NY 11201 110577070 501(C)(6) 10000 N/A Support 0 1 direct cash assistance 3644 294270 Trans./Med. Schedule I Part I Line 2 PRIOR TO AWARDING ASSISTANCE TO ORGANIZATIONS, AN ASSESSMENT IS MADE ON THE USE OF THE FUNDS. FINAL DETERMINATION IS BASED ON WHETHER FUNDS WILL BE USED TO FURTHER OUR MISSION. true true false false false false false true false Brian Regan Director 0 290508 0 103261 0 38352 0 30034 0 41493 0 503648 0 0 Maxine Frank Director Eff. 2/2019 0 973517 0 1100120 0 331843 0 208407 0 33111 0 2646998 0 12652 Robert Guimento Director/President 0 633201 0 289244 0 83092 0 27261 0 34119 0 1066917 0 0 Alan Lee Chief Operating Officer 523493 0 113556 0 2477 0 23386 0 36701 0 699613 0 0 0 Michael Fagan SVP Finance/CFO 444707 0 77623 0 77682 0 74263 0 42513 0 716788 0 0 0 Kathleen Burke Secretary Thru 9/2019 0 318373 0 98760 0 21482 0 40311 0 23006 0 501932 0 0 Mary Braunsdorf Secretary Eff. 9/2019 0 149926 0 1700 0 8548 0 8177 0 15715 0 184066 0 0 Melissa Welch Assistant Secretary Eff 9/2019 0 159110 0 2000 0 5043 0 14961 0 15128 0 196242 0 0 Steven Silber Vice President Medical Affairs 514013 0 181925 0 39255 0 63529 0 37557 0 836279 0 0 0 Purvi Shah CMO EFF. 2/2019 356738 0 0 0 388 0 17035 0 43717 0 417878 0 0 0 Ernesto Perez-Mir VP Nursing Adm 277232 0 43692 0 630 0 23303 0 16241 0 361098 0 0 0 Aaron Kranich VP Human Resources 248493 0 18416 0 369 0 20948 0 36361 0 324587 0 0 0 Eileen Kang VP Ancillary Services 263003 0 49138 0 19490 0 23820 0 42685 0 398136 0 0 0 Lisa A Mainieri VP Support Services 257215 0 43331 0 430 0 21836 0 14939 0 337751 0 0 0 Traci S D'Auguste VP clinical Serv. Thru 10/2019 247938 0 54597 0 22075 0 23837 0 32590 0 381037 0 0 0 Richard Ortiz VP Revenue Cycle Thru 01/2019 3168 0 18711 0 473821 0 7705 0 23854 0 527259 0 0 0 Terrence J Sacchi Chief Cardiology Dept of Med. 1858519 0 0 0 25363 0 25018 0 25018 0 1933918 0 0 0 Henry M Tischler Chief of Orthopedics 1265916 0 0 0 1764 0 23773 0 24979 0 1316432 0 0 0 Hani Ashamalla Chairman, Radiation Oncology 1213573 0 0 0 2866 0 24587 0 25406 0 1266432 0 0 0 Constantine Gorelick Dir. Robotic Surgery OB/GYN 1099592 0 78000 0 177 0 14943 0 34108 0 1226820 0 0 0 Marcus D D'ayala Chief Vascular Surgery 1116778 0 0 0 1587 0 25131 0 37703 0 1181199 0 0 0 Helen Kotchoubey Former Key Employee 0 0 0 0 358211 0 0 0 11589 0 369800 0 0 0 Additional Information: Part I, Line 3: Compensation decisions for the President was determined by a related organization following that organization's compensation policy. Part I, Line 4A - Severance Pay: Richard Ortiz received 355,000 in severance pay. Helen Kotchoubey received 360,000 in severance pay. Part I, Line 4B: Supplemental nonqualified retirement Plan: NewYork-Presbyterian/Brooklyn Methodist supplements their 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 three 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. If the participant performs continuous, uninterrupted substantial service for the hospital through each applicable vesting date, the balance then credited to the participants account and in which the participant shall become vested on such vesting date shall be paid to the participant in a single sum within sixty (60) days following the vesting date. Part I, Line 4B: Participated in Supplemental nonqualified retirement Plan: Michael Fagan: 48,901 Steven Silber: 35,047 Part I, Line 4B: Supplemental Nonqualified retirement plan as reported on W2: Michael Fagan: 75,591 Steven Silber: 35,493 Richard Ortiz: 123,905 Part I, Line 4B: A Certain individual of the New York and Presbyterian Hospital identified in part VII as a Director of New York Presbyterian/Brooklyn Methodist is responsible for executing the mission and management of the New York and Presbyterian Hospital (NYP) and its affiliated entities. Compensation for 2019 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 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. The individuals listed in part VII that are compensated by New York Presbyterian Hospital devote an average of sixty hours per week to perform their responsibilities for the New York Presbyterian Hospital and other related organizations in the aggregate. Part I, Line 4b: Participated in a Supplemental Nonqualified retirement plan: Maxine Frank: 174,142 Supplemental Nonqualified retirement plan as reported on W2: Maxine Frank: 157,577 PART I, LINE 7 - NON-FIXED PAYMENTS: SEE SCHEDULE O, Line 15 for non fixed payments A BUILD NYC RESOURCE CORP 2014 BONDS 454040561 12008EEM4 2014-10-15 33565776 revenue bond 2014 refunding false false false A 6860000 0 33565776 0 0 0 644004 0 0 0 32921772 0 2014 true false true true A false true true true true true 0.00100 0.00100 false false false true A false false false true false false 0 false 0 false true A true Part VI, Line 2C: Rebate Calculation 10/15/2019 JULIANNE MELENDEZ FAMILY MEMBER OF STEVEN SILBER, KEY EMPLOYEE 80097 COMPENSATION false FORM 990, PART VI, SECTION A, LINE 6: NYP COMMUNITY PROGRAMS, INC., A NEW YORK NOT FOR PROFIT CORPORATION, IS THE SOLE MEMBER OF THE NEWYORK-PRESBYTERIAN/BROOKLYN METHODIST HOSPITAL (CORPORATION). FORM 990, PART VI, SECTION A, LINE 7A & 7B: THE MEMBER HAS THE RIGHT TO APPOINT THE BOARD OF DIRECTORS PURSUANT TO THE CORPORATIONS BYLAWS. THE MEMBER HAS OTHER RIGHTS, POWERS AND AUTHORITY VESTED IN IT BY THE BYLAWS OF THE CORPORATION, BY NON PROFIT CORPORATE LAW (NPCL) AND OTHER APPLICABLE LAW, AND BY VIRTUE OF ITS CAPACITY AS THE ESTABLISHED CO-OPERATOR OF THE CORPORATION LICENSED UNDER ARTICLE 28 OF THE NEW YORK STATE PUBLIC HEALTH LAW. ITS POWERS SO DELINEATED INCLUDE DECISIONS SUCH AS ADOPTING, AMENDING OR REPEALING BYLAWS, ELECTING OFFICERS OF THE CORPORATION, AND MAKING STRATEGIC PLANNING DECISIONS FOR THE CORPORATION. FORM 990, PART VI, SECTION B, LINE 11A & B: 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 DIRECTORS, CORPORATION, PRIOR TO ITS FILING. THE CORPORATION FILES THE 990 UPON FINAL REVIEW. FORM 990, PART VI, SECTION B, LINE 12C: NewYork-Presbyterian/Brooklyn Methodist 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 New York-Presbyterian Organization shall complete a conflict of interest questionnaire prior to becoming a Board Member, Officer or Key Person of the New York-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 New York 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 the New York and 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, together, in each case, with response or recommendation of management. The Audit and 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. FORM 990, PART VI, SECTION B, LINE 15: Compensation decisions for the President and officer not paid by the organization was determined by a related organization following that organization's compensation policy. The organizations President and officer have no influence over the compensation process performed by the related organization. Compensation decisions for the Key employees and officers compensated by the organization was reviewed and approved by the Board of Directors of NYP Community Programs, Inc.(board). The board members are independent of the hospital and its management team and there are no conflicts of interest. The board is responsible for overseeing executive compensation policies and practices, and for setting and approving compensation for the hospitals senior management. The board members have engaged an independent third-party expert to provide objective advice and relevant industry and marketplace benchmarks for compensation. The board assesses total compensation for senior management. All senior management compensation is approved by the board without input or voting participation by persons whose compensation is being approved or by any other individual with a conflict of interest. FORM 990, 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. FORM 990, PART XI, LINE 9: Change in pension and postretirement benefit liabilities to be recognized in future periods: (6,581,640) Change in fair market value of alternative investment and common collected/commigled trust: 4,771,081 Change in fair market value of Investment in HERS, LLC: 10,200,602 Change in fair market value of Investment in CCC Captive Insurance: 20,448,099 Total = 28,838,142 NEW YORK-PRESBYTERIAN FOUNDATION INC 525 E 68TH ST BOX 156 NEW YORK NY 10065 134153668 SUPPORT ORG. NY 501(C)(3) 12 TYPE I NA false THE NEW YORK AND PRESBYTERIAN HOSPITAL 525 E 68TH ST BOX 156 NEW YORK NY 10065 133957095 HEALTH CARE NY 501(C)(3) 3 NYP FDN true THE HOSPITAL FOR SPECIAL SURGERY 535 E 70TH ST NEW YORK NY 10021 131624135 HEALTH CARE NY 501(C)(3) 3 NYP FDN true ROYAL CHARTER PROPERTIES INC 525 E 68TH ST BOX 156 NEW YORK NY 10065 133158502 REAL ESTATE NY 501(C)(3) 12 TYPE II NYP FDN true ROYAL CHARTER PROPERTIES EAST INC 525 E 68TH ST BOX 156 NEW YORK NY 10065 133158496 REAL ESTATE NY 501(C)(3) 12 TYPE II NYP FDN true ROYAL CHARTER PROPERTIES-WESTCHESTER IN 525 E 68TH ST BOX 156 NEW YORK NY 10065 133160354 REAL ESTATE NY 501(C)(3) 12 TYPE II NYP FDN true NY PRESBYTERIAN HEALTHCARE SYSTEM INC 525 E 68TH ST BOX 156 NEW YORK NY 10065 133792361 SPONSOR NY 501(C)(3) 12 TYPE III NYP FDN true NEW YORK-PRESBYTERIAN FUND INC 525 E 68TH ST BOX 156 NEW YORK NY 10065 133160356 FUNDRAISING NY 501(C)(3) 7 NYP FDN true NYP COMMUNITY SERVICES INC 525 E 68TH ST BOX 156 NEW YORK NY 10065 463951535 HEALTH CARE NY 501(C)(3) 12 TYPE I NYP HOSPITAL true THE ELIZABETH BLACKWELL FOUNDATION INC 525 E 68TH ST BOX 156 NEW YORK NY 10065 113344692 HLTH INFO SVS NY 501(C)(3) 12 TYPE I NYP HOSPITAL true LAWRENCE MEDICAL ASSOCIATES PC 55 PALMER AVENUE BRONXVILLE NY 10708 264076297 HEALTH CARE NY 501(C)(3) 12 TYPE I NYP HOSPITAL true BEEKMAN STAFF RESIDENCE 525 E 68TH ST BOX 156 NEW YORK NY 10065 132773085 REAL ESTATE NY 501(C)(3) 12 TYPE I NYP HOSPITAL true NYP COMMUNITY PROGRAMS INC 525 E 68TH ST BOX 156 NEW YORK NY 10065 472126668 HEALTH CARE NY 501(C)(3) 12 TYPE I NYP HOSPITAL true LAWRENCE CARE INC 55 PALMER AVENUE BRONXVILLE NY 10708 133415158 HEALTH CARE NY 501(C)(3) 12 TYPE I NYP HOSPITAL true LAWRENCE COMMUNITY HEALTH SERVICES INC 69 MAIN STREET TUCKAHOE NY 10707 131740022 HEALTH CARE NY 501(C)(3) 10 LAWRENCE CAR true NYHB INC 506 SIXTH STREET BROOKLYN NY 11215 462486539 HEALTH CARE NY 501(C)(3) 12 TYPE II NYP SYS INC true THE NEW YORK GRACIE SQUARE HOSPITAL INC 420 E 76TH STREET NEW YORK NY 10021 133746997 HEALTH CARE NY 501(C)(3) 3 NYP SYS INC true THE ROGOSIN INSTITUTE INC 505 E 70TH STREET NEW YORK NY 10021 133184198 HEALTH CARE NY 501(C)(3) 4 NYP SYS INC true PREFERRED HEALTH NETWORK INC 525 E 68TH ST BOX 156 NEW YORK NY 10065 112964432 INACTIVE NY 501(C)(3) 12 TYPE I NYP SYS INC true NETWORK RECOVERY SERVICES INC 525 E 68TH ST BOX 156 NEW YORK NY 10065 113160901 COLLECTION NY 501(C)(3) 12 TYPE III NYP SYS INC true THE SILVERCREST CTR FOR NURSING & REHAB 144-45 87TH AVENUE JAMAICA NY 11435 112925535 HEALTH CARE NY 501(C)(3) 10 NYP SYS INC true SILVERCREST SENIOR HOUSING DEVELOPMENT 144-45 87TH AVENUE BRIARWOOD NY 11435 262894911 HOUSING NY 501(C)(3) 10 SILVERCREST true HUDSON EAST RIVER SYSTEMS LLC 525 E 68TH ST BOX 156 NEW YORK NY 10065 822253311 INVESTMENT NY 501(C)(3) 7 NYP FUND IN true NEW YORK DOWNTOWN HOSPITAL CCPH 525 E 68TH ST BOX 156 NEW YORK NY 10065 113614596 FUND/SUPPORT NY 501(C)(3) 12 TYPE I NYP FUND IN true HUDSON VALLEY HOSPITAL CENTER 1980 CROMPOND RD CORTLANDT MANOR NY 10567 131740120 HEALTH CARE NY 501(C)(3) 3 NYP COMM PRO true THE FDN OF NYPHUDSON VALLEY HOSPITAL 1980 CROMPOND RD CORTLANDT MANOR NY 10567 133307781 SUPPORT NY 501(C)(3) 12 TYPE I NYPHVH HOS true THE WESTCHESTER MEDICAL PRACTICE PC 50 DAYTON LANE SUITE 202 PEEKSKILL NY 10566 562662502 HEALTH CARE NY 501(C)(3) 12 TYPE I NYPHVH HOS true WESTCHESTER PUTNAM HEALTH MANAGEMENT SYS 1980 CROMPOND RD CORTLANDT MANOR NY 10567 133420263 SUPPORT NY 501(C)(3) 12 TYPE I NYP COMM PRO true GI VENTURES INC 1980 CROMPOND RD CORTLANDT MANOR NY 10567 454644781 SUPPORT NY 501(C)(3) 12 TYPE II WPHMS true NEWYORK-PRESBYTERIANQUEENS 56-45 MAIN STREET FLUSHING NY 11355 111839362 HEALTH CARE NY 501(C)(3) 3 NYP COMM PRO true NEW YORK QUEENS CHARTER VENTURES INC 56-45 MAIN STREET FLUSHING NY 11355 454795032 REAL ESTATE NY 501(C)(3) 12 TYPE I NYPQUEENS true NY QUEENS MEDICINE AND SURGERY PC 56-45 MAIN STREET FLUSHING NY 11355 274719998 HEALTH CARE NY 501(C)(3) 12 TYPE I NYPQUEENS true CRT SURGICAL ASSOCIATES PC 56-45 MAIN STREET FLUSHING NY 11355 112226870 HEALTH CARE NY 501(C)(3) 12 TYPE I NYPQUEENS true THE FDN OF NYPQUEENS 56-45 MAIN STREET FLUSHING NY 11355 112848858 EDUC&RESEARCH NY 501(C)(3) 12 TYPE I NYPQUEENS true BROOKLYN DENTAL SERVICES PC 506 SIXTH STREET BROOKLYN NY 11215 432015903 DENTAL SERVIC NY 501(C)(3) 12 TYPE I BKLYN METHOD true BROOKLYN FOOT AND ANKLE PC 506 SIXTH STREET BROOKLYN NY 11215 113441502 INACTIVE NY 501(C)(3) 12 TYPE I BKLYN METHOD true BROOKLYN RADIOLOGY SERVICES PC 506 SIXTH STREET BROOKLYN NY 11215 113423162 RADIOLOGY NY 501(C)(3) 12 TYPE I BKLYN METHOD true KINGS PHYSICIAN SERVICES 506 SIXTH STREET BROOKLYN NY 11215 462333282 HEALTH CARE NY 501(C)(3) 12 TYPE I BKLYNMETHOD true PARK SLOPE EMERGENCY PHYSICIAN SERV PC 506 SIXTH STREET BROOKLYN NY 11215 061160280 HEALTH CARE NY 501(C)(3) 12 TYPE I BKLYN METHOD true PARK SLOPE HEMATOLOGY & ONCOLOGY PC 506 SIXTH STREET BROOKLYN NY 11215 421591811 HEALTH CARE NY 501(C)(3) 12 TYPE I BKLYN METHOD true PARK SLOPE MEDICAL HEALTH PROVIDER PC 506 SIXTH STREET BROOKLYN NY 11215 113564621 INACTIVE NY 501(C)(3) 12 TYPE I BKLYN METHOD true PARK SLOPE MEDICAL SERVICE PC 506 SIXTH STREET BROOKLYN NY 11215 112843882 HEALTH CARE NY 501(C)(3) 12 TYPE I BKLYN METHOD true PARK SLOPE MEDICINE PC 506 SIXTH STREET BROOKLYN NY 11215 113362663 HEALTH CARE NY 501(C)(3) 12 TYPE I BKLYN METHOD true PARK SLOPE OBSTETRICS & GYNECOLOGY PC 506 SIXTH STREET BROOKLYN NY 11215 113124294 HEALTH CARE NY 501(C)(3) 12 TYPE I BKLYN METHOD true PARK SLOPE PATHOLOGY SERVICES PC 506 SIXTH STREET BROOKLYN NY 11215 112843879 PATHOLOGY NY 501(C)(3) 12 TYPE I BKLYN METHOD true PARK SLOPE PEDIATRIC MEDICINE PC 506 SIXTH STREET BROOKLYN NY 11215 113303499 PEDIATRICS NY 501(C)(3) 12 TYPE I BKLYN METHOD true PARK SLOPE PHYSICIAN SERVICES PC 506 SIXTH STREET BROOKLYN NY 11215 113231685 HEALTH CARE NY 501(C)(3) 12 TYPE I BKLYN METHOD true NYP PROGRAMS INC 525 EAST 68TH STREET NEW YORK NY 10065 475351503 HEALTHCARE NY NYP Foundation C. CORP true NYP SERVICES INC 525 EAST 68TH STREET NEW YORK NY 10065 061830524 INACTIVE NY NYP Foundation C. CORP true NEW YORK-PRESBYTERIAN GLOBAL INC 525 EAST 68TH STREET NEW YORK NY 10065 800336716 INACTIVE NY NYP Foundation C. CORP true HARKNESS HALL CLUB INC 525 EAST 68TH STREET NEW YORK NY 10065 133170488 INACTIVE NY NYP HOSPITAL C. CORP true VERNON HILLS MEDICAL PRACTICE PC 55 PALMER AVENUE BRONXVILLE NY 10708 821988737 INACTIVE NY NYP HOSPITAL C. CORP true NETWORK INSURANCE COMPANY LTD PO BOX HM 1760 HAMILTON BD REINSURANCE BD NYP SYSTEMS INC FOREIGN C CORP false NYP GLOBAL SERVICES INC 525 EAST 68TH STREET NEW YORK NY 10065 133845935 INACTIVE NY NYP FUND INC C. CORP true HUDSON VALLEY VENTURES INC 1980 CROMPOND ROAD CORTLANDT MANOR NY 10567 113611982 REAL ESTATE NY WESTCHESTER PUT C. CORP true AC VENTURES INC 1980 CROMPOND ROAD CORTLANDT MANOR NY 10567 133758209 REAL ESTATE NY WESTCHESTER PUT C. CORP true KNOWA VENTURES INC 1980 CROMPOND ROAD CORTLANDT MANOR NY 10567 133845922 REAL ESTATE NY WESTCHESTER PUT C. CORP true MSO OF KINGS COUNTY LLC 506 SIXTH STREET BROOKLYN NY 11215 122387333 EMPLOY/STAFFING NY BKLYN METHODIST C. CORP true LC SERVICES CORPORATION 55 PALMER AVENUE BRONXVILLE NY 10708 133448332 MEDICAL EQUIP NY LAWRENCE CARE C. CORP true false false true false true false false false false true false true true false true true true true false BROOKLYN RADIOLOGY SERVICES PC O 4613854 COST BROOKLYN RADIOLOGY SERVICES PC Q 1521375 COST BROOKLYN RADIOLOGY SERVICES PC M 1403955 COST PARK SLOPE PEDIATRIC MEDICINE PC C 69390 COST PARK SLOPE PEDIATRIC MEDICINE PC O 148486 COST PARK SLOPE PHYSICIAN SERVICES PC O 1186102 COST PARK SLOPE PHYSICIAN SERVICES PC Q 105833 COST PARK SLOPE PHYSICIAN SERVICES PC J 210774 COST KINGS PHYSICIAN SERVICES PC C 5618877 COST KINGS PHYSICIAN SERVICES PC O 61258381 COST KINGS PHYSICIAN SERVICES PC Q 28405630 COST KINGS PHYSICIAN SERVICES PC J 2238595 COST PARK SLOPE PATHOLOGY SERVICES PC O 1733021 COST PARK SLOPE PATHOLOGY SERVICES PC Q 244812 COST PARK SLOPE MEDICAL SERVICE PC C 1239641 COST PARK SLOPE MEDICAL SERVICE PC O 9479991 COST PARK SLOPE MEDICAL SERVICE PC Q 620947 COST PARK SLOPE MEDICAL SERVICE PC J 337150 COST BROOKLYN DENTAL SERVICES PC C 78457 COST BROOKLYN DENTAL SERVICES PC Q 69596 COST BROOKLYN DENTAL SERVICES PC J 109560 COST PARK SLOPE MEDICINE PC C 177916 COST PARK SLOPE MEDICINE PC O 567557 COST PARK SLOPE MEDICINE PC Q 61201 COST PARK SLOPE OBSTETRICS & GYNECOLOGY PC C 393360 COST PARK SLOPE OBSTETRICS & GYNECOLOGY PC O 1801769 COST PARK SLOPE OBSTETRICS & GYNECOLOGY PC Q 495292 COST PARK SLOPE OBSTETRICS & GYNECOLOGY PC J 57640 COST PARK SLOPE EMERGENCY PHYSICIAN SERVICE PC O 18025357 COST PARK SLOPE EMERGENCY PHYSICIAN SERVICE PC Q 2913849 COST PARK SLOPE EMERGENCY PHYSICIAN SERVICE PC M 3621324 COST PARK SLOPE HEMATOLOGY & ONCOLOGY PC O 754682 COST PARK SLOPE HEMATOLOGY & ONCOLOGY PC J 58224 COST NETWORK RECOVERY SERVICES INC M 1561446 COST NEW YORK-PRESBYTERIAN HEALTHCARE SYSTEM INC M 634008 COST MSO OF KINGS COUNTY LLC P 1204073 COST NEW YORK PRESBYTERIAN HOSPITAL E 54166848 COST NEW YORK PRESBYTERIAN HOSPITAL R 13766700 COST ROGOSIN INSTITUTE J 293726 COST ROGOSIN INSTITUTE L 81978 COST