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 131740120 HUDSON VALLEY HOSPITAL CENTER % SHARON MANDEL HUDS 9147343277 1980 CROMPOND ROAD CORTLANDT MANOR NY 10567 STACEY PETROWER PRESIDENT 9147343277 2021-11-29 STACEY PETROWER 999009999 nicole m sokolowski P01683199 2127733000 2 2020 2022-09-23 18:48:47Z NEWYORK-PRESBHUDSON VALLEY HOSPITAL STACEY PETROWER 1980 CROMPOND ROAD CORTLANDT MANOR NY 10567 218602204 false X www.nyp.org/hudsonvalley X 1911 NY TO SERVE THE HEALTHCARE NEEDS OF THE COMMUNITY AND TO PROVIDE QUALITY CARE IN A COMPASSIONATE, PROFESSIONAL MANNER, WITHOUT REGARD TO RACE, RELIGION, NATURAL ORIGIN OR DISEASE. 7 4 1268 213 0 0 143100 29464355 224847252 185277840 1621027 636121 3443731 3223888 230055110 218602204 24128 62626 0 0 125343727 136014610 0 0 0 111450808 126360051 236818663 262437287 -6763553 -43835083 311316024 321171368 172248706 224638934 139067318 96532434 X FOUNDED IN 1889 BY THE HELPING HAND ASSOCIATION, HUDSON VALLEY HOSPITAL CENTER DBA NEWYORK-PRESBYTERIAN HUDSON VALLEY HOSPITAL, LOCATED IN CORTLANDT MANOR, NEW YORK, SERVES RESIDENTS OF THE HUDSON VALLEY AND WESTCHESTER COUNTY. THE HOSPITAL SERVES THE HEALTH CARE NEEDS OF THE COMMUNITY AND TO PROVIDE QUALITY, COMPREHENSIVE MEDICAL CARE IN A COMPASSIONATE, PROFESSIONAL AND RESPECTFUL MANNER, WITHOUT REGARD TO RACE, RELIGION, NATIONAL ORIGIN OR DISEASE. false false 199745118 62626 185336760 Hudson Valley Hospital center DBA NewYork-Presbyterian/Hudson Valley Hospital, part of the Newyork-Presbyterian regional hospital network, has a long history of providing high quality care to residents of Westchester, Putnam and Lower dutchess Counties. As a fully accredited general, not for profit 128-bed hospital, we offer a wide range of inpatient and ambulatory services, with hundreds of practitioners on staff in more than 60 specialties. The hospital is home to the region's only 24-hour no wait emergency department. The hospital's comprehensive Cancer Center combines chemotherapy, radiation therapy, and support services under one roof. NewYork-Presbyterian Hudson Valley Hospital has received national recognition for excellence in nursing from the American Nurses Credentialing Center's (ANCC) Magnet Recognition Program three consecutive times. The hospital had 7,578 discharges, 125,742 other outpatient visits and provided 25,111 outpatient emergency room visits plus 5,089 ambulatory surgery procedures. 199745118 true false false true false false false false false true true false false true true false false true false false false false false false false false true true true true true false false false false false false false false true false false false false true true true false false true 136 0 true 1268 true false false false false false false false false false false false false X 7 4 false false false false true true true true true false false true true true true true true false true false NY X SHARON MANDEL 2122975525 466 LEXINGTON AVENUE NEW YORK NY 10017 X Maxine Frank Director 1.0 59.0 X 0 1622607 259570 Gary Zuar Former Officer 0.0 60.0 X 0 1417264 156364 Stacey Petrower Ex-Officio/President 57.5 2.5 X X 0 825867 52725 William Higgins VP/Reg Executive Medical Dir 1.0 59.0 X 585706 300 36987 Kathleen Burke Former Officer 0.0 60.0 X 0 547350 65479 Brian Regan Director 1.0 59.0 X 0 455983 73784 Bobby Janda VP Medical Affairs & CMO 60.0 0.0 X 434368 0 47116 Sharon Mandel Corporate Director, Finance 60.0 0.0 X 0 338361 84923 S Angela Gonzalez-Perez VP Operations 60.0 0.0 X 364597 0 50541 Sedrick O'Connor VP Human Resources 60.0 0.0 X 315251 0 47730 Ophelia Byers Chf Nursing Off & VP PAT Serv 60.0 0.0 X 285599 0 53892 Alice Corbett Former Key Employee 0.0 0.0 X 302740 0 11900 Mary Kincart Corp Dir Quality & Pat Safety 60.0 0.0 X 0 278613 25211 Karen D Erickson Director of Pharmacy 40.0 0.0 X 238802 0 52506 Margi S Quail Director Finance 40.0 0.0 X 231695 0 37519 Salvacion D Delacruz Registered Nurse 40.0 0.0 X 217490 0 25882 donna rosenberg Registered Nurse 40.0 0.0 X 218252 0 22197 Linda Obuck Registered Nurse 40.0 0.0 X 225195 0 11931 Melissa Welch Ass't Corporate secretary 1.0 34.0 X 0 170489 31070 Mary Braunsdorf Secretary 1.0 34.0 X 0 161974 22416 Michael Delfino Chairman 1.0 0.0 X 0 0 0 John Dare Director 1.0 0.0 X 0 0 0 Edward MacDonald Jr Director 1.0 0.0 X 0 0 0 Catherine E Pisani Director 1.0 0.0 X 0 0 0 3419695 5818808 1169743 341 true true false WEST FAIR ELECTRIC CONTRACTORS 200 BRADY AVENUE HAWTHORNE NY 10532 ELECTRICAL SERVICES 3111782 AMH Healthcare Inc 8840 Cypress Water Blvd Suite 300 DALLAS TX 75019 staffing 5846313 pavarini north east construction i 30 oak street STAMFORD CT 060955313 construction 7906773 Cura Hospitality 2970 corporate Ct 5 OREFIELD PA 18069 food service 1617747 LECHASE CONSTRUCTION SERVICES 1 LABRIOLA COURT ARMONK NY 10054 CONSTRUCTION 1682918 54 29437355 27000 27000 29464355 NET PATIENT SERVICE REVENUE 622110 185277840 185277840 185277840 636121 636121 0 0 1322888 1322888 0 1322888 1322888 0 0 0 0 0 0 0 0 0 0 CAFETERIA 900099 343905 343905 PARAMEDIC REIMBURSEMENT 900099 850995 850995 REBATES 900099 511677 511677 194423 58920 135503 1901000 218602204 185336760 3801089 49613 49613 13013 13013 0 0 3204800 0 3204800 0 102393830 74782968 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false false false false false false false false true 30975 30975 false false Part II-b, Line 1: membership dues paid to independent third party associations used to educate policymakers and state and federal legislators on the complexities and constraints hospitals face in delivering care. 1674619 4000 4000 1674619 1674619 4000 4000 1674619 1674619 4000 4000 1674619 1674619 4000 4000 1674619 1674619 4000 4000 1674619 0.00000 1.00000 0.00000 false false 6363000 6363000 126447935 23551995 102895940 49772486 27317531 22454955 16391922 609833 15782089 147495984 OTHER RECEIVABLES 375949 INSURANCE CLAIMS RECEIVABLE 18881129 DUE FROM RELATED ORGANIZATIONS 16220005 SECURITY DEPOSITS 14383 GOODWILL 6388714 OPERATING LEASE ASSET 28459595 INVESTMENT IN HERS, LLC 11462948 81802723 0 INSURANCE CLAIMS LIABILITY 24609808 THIRD PARTY PAYORS 33377192 DUE TO NY PRESBYTERIAN HOSPITAL 87305023 OTHER LIABILITIES 399999 CAPITAL LEASE PAYABLE 3613092 OPERATING LEASE LIBILITY 28496452 PAYROLL TAX DEFERRAL 1930467 179732033 Part V, Line 4: THE ENDOWMENT FUNDs appropriation for expenditure is USED FOR THE FUNDING OF HEALTH CARE SERVICES AND CAPITAL ACQUISITIONS RELATING TO HUDSON VALLEY HOSPITAL CENTER'S MISSION STATEMENT. true true X true X true X 600. true true true false true true 6247 2631438 84735 2546702 0.00970 15049 32923957 16692827 16231129 0.06190 21296 35555395 16777562 18777831 0.07160 6 8250 337651 337651 0.00130 15467130 15467130 0.05890 57262 57262 0.00020 6 8250 15862043 15862043 0.06040 6 29546 51417438 16777562 34639874 0.13200 true 5414065 928253 44985763 74891341 -29905578 X true true 1 1 Hudson Valley Hospital Center 1980 crompond road cortlandt manor NY 10567 www.nyp.org/hudsonvalley 5901000H X X X hudson valley hospital center 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 100 600. 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, Line 5 The NewYork-Presbyterian Hudson Valley Hospital (NYP-HVH), is a regional hospital of NewYork-Presbyterian. NYP-HVH 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. NYP-HVH is deeply committed to the communities residing in Westchester County, Putnam County, and the surrounding areas. NYP-HVH delivers a range of innovative programs and services intended to educate and provide resources to prevent illness, maintain health, and improve the overall well-being of the community. Utilizing a network approach, NYP-HVH collaborated with NewYork-Presbyterian, Westchester County Health Planning Coalition (WCHPC), the Westchester County Department of Health (WCDOH), Citizen's Committee for Children of New York (CCC), Columbia University Irving Medical Center (CUIMC), Greater New York Hospital Association (GNYHA), local Community Based Organizations (CBOs), the New York Academy of Medicine (NYAM), and Weill Cornell Medical College (WCMC) 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 the system to develop a focused implementation plan to meet the needs of those we serve. As a result of this collaboration, survey results, and internal planning based on our hospital's strengths, resources and local community needs, NewYork-Presbyterian Hudson Valley Hospital developed its 2019-2021 Community Service Plan. List of CBO's in Westchester include: 1 Caring for the Hungry and Homeless of Peekskill (CHHOP) 2 Hudson Valley Gateway Chamber of Commerce 3 HRHCare Community Health 4 The Field Library in Peekskill 5 Yorktown Chamber of Commerce 6 Yorktown Seniors Advisory Committee In our efforts to meet the Agenda's requirements, the Westchester County Health & Hospital Planning Team (WCHHPT), including NewYork-Presbyterian Hudson Valley Hospital, conducted a Community Health Needs Assessment Survey to sample residents and providers in the County and each hospitals or agencies' service areas to determine which Prevention Agenda initiative(s) it plans to address during this three-year period. Surveys yielded 1,318 responses and 326 were from within the subset of NewYork-Presbyterian Hudson Valley Hospital's primary and secondary service areas. Significant socioeconomic gaps exist among the communities served by NewYork-Presbyterian Hudson Valley Hospital. NYP-HVH 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 county and ZIP code data for metrics and included data related to demographics, socioeconomic status, insurance status, social determinants of health, health status, health service utilization, and the New York State Prevention Agenda. Community input sources included focus groups and community questionnaires and allowed involvement from a diverse group with respect to culture, race, language, age, gender identity, and sexual orientation. Data resources utilized include the Behavioral Risk Factor Surveillance System (BRFSS) New York State, CARES Engagement Network, Claritas, New York State Community Health Indicator Reports (CHIRs), Robert Wood Johnson County Health Rankings, State Cancer Profiles, and the United Hospital Fund. 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 process utilized both quantitative health metrics and the qualitative community input data; the results of the prioritization process provided detailed insight into the health needs and challenges of the community and allowed NYP HVH to determine which focus areas and goals, as outlined in the New York State Prevention Agenda, to focus on to address the identified needs. NYP-HVH used additional data collected and prepared by the Westchester County Health Department, specifically for the Westchester County community, to assess community health needs, to identify health disparities, to utilize in prioritizing the implementation strategies and to support health intervention planning. Part V, Line 7a & 10A https://www.nyp.org/hudsonvalley/about-us/community-service-plan Part V, Line 11 NYP-HVH is committed to the successful implementation of each initiative and will utilize quality process improvement efforts 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. Community of Focus Based on the completed data process, NYP-HVH, in partnership with local community-based organizations, will target the City of Peekskill for the Community Service Plan. The community has been identified as having high disparities, both health and social determinants of health, through the CHNA process. Additionally, Peekskill has been identified as an opportunity zone by the Tax Cuts and Jobs Act to incentivize private investment into economically distressed communities. The analyzed and prioritized data allowed for the identification of a community of focus as well as priority areas to impact the health of the most vulnerable populations. NYP HVH will target efforts in Peekskill related to the prevention of (1) chronic disease, (2) promotion of healthy women, infants, and children, and (3) promotion of well-being to prevent mental health and substance abuse. To align with the constantly changing dynamics of the community, NYP-HVH has revised the focus and initiatives as compared to the 2013 - 2016 community service plan which included the prevention of chronic disease through the Healthy Heart program and reduction in obesity through improved breastfeeding rates at discharge. Community of Focus Based on the data process of analytics and prioritization, NYP-HVH will target efforts in Peekskill, Westchester County, to allow our teams to concentrate efforts and directly impact a high need community within the three-years of the service plan. Priority Areas of Focus The 2016-2018 Community Service Plan focused on addressing obesity in children and adults through breastfeeding at discharge. NYP-HVH increased the breastfeeding rate at discharge to 94% through education and support within 1 hour of birth. Our plan also addressed heart disease. Through our Healthy Heart program, participants experienced positive improvements in blood pressure and weight loss. NYP-HVH remains committed to serving the community by providing health care services and activities that benefit our community members. The hospital is continuing breastfeeding promotion and the Healthy Heart program, along with numerous other outreach activities, which are listed in the appendix. To respond to New York State's call to identify two priorities and address disparities, we are additionally committing to the following two new initiatives which will be monitored and evaluated over the next 3 years. The initiatives below respond to the following Prevention Agenda Priorities: a) Prevent Chronic Disease - Focus Area 1: Reduce Obesity & the Risk of Chronic Disease b) Goal 1.2 - Reduce maternal mortality and morbidity. 2019-2021 Community Service Plan Initiatives Include: 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 Peekskill. Focus Area 2: Maternal & Women's Health Goal 1.2 - Reduce Maternal Mortality And Morbidity. 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: 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 area surrounding the targeted community of Peekskill, we will participate in an existing community agency consortium whose focus is on maternal-child health in order to implement prevention strategies at a population level. Part V, Line 15E: Hudson Valley Hospital has two financial Counselors who work with patients to provide information regarding Medicaid, Charity Care and to assist those patients who need help to apply. Part V Line 16a, b and c: https://www.nyp.org/hudsonvalley/patients-and-visitors/financial- assistance Part V, Line 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 local community base organizations, elected officials, the City Health Department and Westchester County Department of Health. 4 HUDSON VALLEY HOSPITAL CTR INFUSION CTR 1978 CROMPOND ROAD CORTLANDT MANOR NY 10567 INFUSION CENTER NYPHUDSON VALLEY DIAGNOSTIC RADIOLOGY 35 SOUTH RIVERSIDE AVENUE CROTONONHUDSON NY 10520 RADIOLOGY NYPHUDSON VALLEY HOSPITAL COLD SPRING 1756 ROUTE 9D1ST FLOOR COLD SPRING NY 10516 RADIOLOGY/PHYSICAL THERAPY NYPHUDSON VALLEY HOSPITAL PHYS THERAPY 420 SOUTH RIVERSIDE AVENUE CROTONONHUDSON NY 10520 PHYSICAL THERAPY ADDITIONAL INFORMATION Part I, Line 3: N/A Part I, Line 6a: N/A 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 Costs to Charges Line 7B - Cost accounting system Line 7E - Actual Expenses Line 7g - Cost Accounting system Line 7I - Actual Expenses PART III, LINE 2 - BAD DEBT price concession EXPLANATION: 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 have a bad debt write-off. Bad debt expense (price concessions) associated with patients that received charity care/financial assistance is represented in this $993,646 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 - FOOTNOTE TO FINANCIAL STATEMENTS: 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. 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 MEDICARE MANAGED CARE ACTIVITY. IF ALL THESE REVENUE AND COSTS WERE INCLUDED THE MEDICARE SHORTFALL OF 29M WOULD RESULT IN A GREATER MEDICARE shortfall OF 46M MEDICARE NET SURPLUS PER SCHEDULE H (29,905,578) MEDICARE MANAGED CARE NET COSTS (16,103,931) TOTAL NET COSTS ASSOCIATED WITH THE MEDICARE PROGRAM (46,009,509) "Net is defined as revenue net of costs" PART III, LINE 9B - COLLECTION PRACTICES EXPLANATION: POLICY AND PURPOSE: The purpose of the Collection Policy (Policy) is to promote patient access to quality health care while minimizing bad debt at New York -Presbyterian Hudson Valley 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, Hospital's 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: 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 Hospital's Charity Care Policy. To the extent that there are any inconsistencies between Hospital's 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 individual's 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 Hudson Valley Hospital (NYP-HVH), is a regional hospital of NewYork-Presbyterian. NYP-HVH 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. NYP-HVH is deeply committed to the communities residing in Westchester County, Putnam County, and the surrounding areas. NYP HVH delivers a range of innovative programs and services intended to educate and provide resources to prevent illness, maintain health, and improve the overall well-being of the community. This summary outlines the data driven processes and priorities, partnership and collaborations, and community improvement initiatives for 2019-2021. Our priorities are aligned with the 2019-2024 New York State Prevention Agenda (NYS PA) to promote health equity with a focus on physical, mental, and social determinants of health. Utilizing a network approach, NYP-HVH collaborated with NewYork-Presbyterian, Westchester County Health Planning Coalition (WCHPC), the Westchester County Department of Health (WCDOH), Citizen's Committee for Children of New York (CCC), Columbia University Irving Medical Center (CUIMC), Greater New York Hospital Association (GNYHA), local Community Based Organizations (CBOs), the New York Academy of Medicine (NYAM), and Weill Cornell Medical College (WCMC) 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 the system to develop a focused implementation plan to meet the needs of those we serve. NYP-HVH 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 county and ZIP code data for metrics and included data related to demographics, socioeconomic status, insurance status, social determinants of health, health status, health service utilization, and the New York State Prevention Agenda. Community input sources included focus groups and community questionnaires and allowed involvement from a diverse group with respect to culture, race, language, age, gender identity, and sexual orientation. Data resources utilized include the Behavioral Risk Factor Surveillance System (BRFSS) New York State, CARES Engagement Network, Claritas, New York State Community Health Indicator Reports (CHIRs), Robert Wood Johnson County Health Rankings, State Cancer Profiles, and the United Hospital Fund. 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 process utilized both quantitative health metrics and the qualitative community input data; the results of the prioritization process provided detailed insight into the health needs and challenges of the community and allowed NYP HVH to determine which focus areas and goals, as outlined in the New York State Prevention Agenda, to focus on to address the identified needs. NYP-HVH is committed to the successful implementation of each initiative and will utilize quality process improvement efforts 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. Based on the completed data process, NYP-HVH, in partnership with local community-based organizations, will target the City of Peekskill for the Community Service Plan. The community has been identified as having high disparities, both health and social determinants of health, through the CHNA process. additionally, Peekskill has been identified as an opportunity zone by the Tax Cuts and Jobs Act to incentivize private investment into economically distressed communities. The analyzed and prioritized data allowed for the identification of a community of focus as well as priority areas to impact the health of the most vulnerable populations. NYP-HVH will target efforts in Peekskill related to the prevention of (1) chronic disease, (2) promotion of healthy women, infants, and children, and (3) promotion of well-being to prevent mental health and substance abuse. To align with the constantly changing dynamics of the community, NYP-HVH has revised the focus and initiatives as compared to the 2013 - 2016 community service plan which included the prevention of chronic disease through the Healthy Heart program and reduction in obesity through improved breastfeeding rates at discharge. PART VI, LINE 3 - PATIENT EDUCATION OF ELIGIBILITY FOR ASSISTANCE: Written materials, including the appl true Caring for the hungry and homeless of peekskill 200 north waters st peekskill NY 10560 133437332 501(C)(3) 7000 14833 cost food & PPE Support peekskill hispanic community corp po box 296 peekskill NY 10566 813299580 501(C)(3) 5040 cost food support 2 Direct Cash Assistance 89 13013 cost med supplies/trans 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 305044 0 109188 0 41751 0 31635 0 42149 0 529767 0 0 Maxine Frank Director 0 973017 0 364584 0 285006 0 226872 0 32698 0 1882177 0 13376 Stacey Petrower Ex-Officio/President 0 521515 0 236120 0 68232 0 31890 0 20835 0 878592 0 0 Kathleen Burke Former Officer 0 299169 0 206759 0 41422 0 42423 0 23056 0 612829 0 0 Mary Braunsdorf Secretary 0 159139 0 2000 0 835 0 8857 0 13559 0 184390 0 0 Bobby Janda VP Medical Affairs & CMO 361009 0 63888 0 9471 0 11400 0 35716 0 481484 0 0 0 Alice Corbett Former Key Employee 0 0 0 0 302740 0 0 0 11900 0 314640 0 0 0 Ophelia Byers Chf Nursing Off & VP PAT Serv 237843 0 16143 0 31613 0 11400 0 42492 0 339491 0 0 0 S Angela Gonzalez-Perez VP Operations 288147 0 52806 0 23644 0 11400 0 39141 0 415138 0 0 0 Sedrick O'Connor VP Human Resources 255884 0 49165 0 10202 0 11400 0 36330 0 362981 0 0 0 Sharon Mandel Corporate Director, Finance 0 296051 0 31050 0 11260 0 39631 0 45292 0 423284 0 0 William Higgins VP/Reg Executive Medical Dir 464334 0 85631 300 35741 0 11400 0 25587 0 622693 300 0 0 Karen D Erickson Director of Pharmacy 231676 0 6500 0 626 0 10049 0 42457 0 291308 0 0 0 Margi S Quail Director Finance 224386 0 5250 0 2059 0 10709 0 26810 0 269214 0 0 0 Linda Obuck Registered Nurse 195336 0 2500 0 27359 0 0 0 11931 0 237126 0 0 0 Salvacion D Delacruz Registered Nurse 214172 0 2500 0 818 0 12107 13775 243372 0 0 0 Gary Zuar Former Officer 0 721228 0 427828 0 268208 0 121236 0 35128 0 1573628 0 16221 Mary Kincart Corp Dir Quality & Pat Safety 0 238289 0 38650 0 1674 0 12545 0 12666 0 303824 0 0 Melissa Welch Ass't Corporate secretary 0 166002 0 4089 0 398 0 16035 0 15035 0 201559 0 0 donna rosenberg Registered Nurse 210355 0 7500 0 397 0 9882 0 12315 0 240449 0 0 0 Part VII and Schedule J: Certain individuals of the New York and Presbyterian Hospital identified in part VII as a Director & Former Officer of the Hudson Valley Hospital DBA NYP/Hudson Valley Hospital 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 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 to perform their responsibilities for the New York Presbyterian Hospital and other related organizations in the aggregate. Schedule J, Line 3: Compensation decisions for the President was determined by a related organization following that organization's compensation policy. Part I, Line 4A: Received a severance payment: Alice Corbett: $302,740 Linda Obuck : $ 26,087 Part I, Line 4b: Participated in a Supplemental Nonqualified retirement plan: Maxine Frank: $187,937 Gary Zuar : $ 89,257 Supplemental Nonqualified retirement plan as reported on W2: Maxine Frank: $162,103 Gary Zuar : $154,228 PART I, LINE 7 - NON-FIXED PAYMENTS: See Schedule o Line 15 - for non-fixed payments. X Covid 19 PPE/FOOD/Other Miscellaneous Items 30 27000 COMPARISON false true false Part 1, Column B: THE NUMBER OF CONTRIBUTIONS IS DETERMINED BY THE NUMBER OF SEPERATE CONTRIBUTIONS MADE. Covid 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 ColumbiaDoctors 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 6: NYP Community Programs, Inc, a New York not-for-profit corporation, is the sole member of the hudson valley hospital center dba NewYork-Presbyterian/Hudson Valley Hospital (CORPORATION). Part VI, Section A, Line 7A & 7B: THE MEMBER HAS THE RIGHT TO APPOINT THE BOARD OF DIRECTORS PURSUANT TO THE CORPORATION'S 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. 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. Part VI, Section B, Line 12C: Hudson Valley Hospital center DBA NewYork-Presbyterian/Hudson Valley 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 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 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: Compensation decisions for the President and other Officers not paid by the organization was determined by a related organization following that organization's compensation policy. The organization's president & Officers have no influence over the compensation process performed by the related organization Compensation decisions for the other officers 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 hospital's 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. 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 Interest of the foundation of NYP/Hudson Valley = 201,880 Change in Investment in Hudson East River Systems, LLC = 956,609 Total Other Changes = 1,158,489 NEW YORK-PRESBYTERIAN FOUNDATION INC 525 E 68TH ST BOX 156 NEW YORK NY 10065 134153668 SUPPORT ORG. 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