2021-11-11T19:49:38-06:00 2020-12-31 ERNST & YOUNG US LLP One Manhattan West NEW YORK NY 10001 990 2020-01-01 131739937 THE WINIFRED MASTERSON BURKE REHABILITATION HOSPITAL % SCOTT EDELMAN WINI 9145972277 785 MAMARONECK AVENUE WHITE PLAINS NY 106052523 SCOTT EDELMAN SVP & CFO 9145972277 2021-11-05 true SCOTT EDELMAN 999009999 NICOLE M SOKOLOWSKI P01683199 2127733000 2 2020 2022-09-23 18:48:47Z JEFFREY MENKES 785 MAMARONECK AVENUE WHITE PLAINS NY 106052523 117619348 false X WWW.BURKE.ORG X 1946 NY To provide the highest quality medical care and rehabilitation services to ensure that each patient achieves the maximum functional recovery from illness, injury or disability. 23 18 1140 85 3131603 0 1650519 14496447 96760182 98652781 1577282 923120 3536142 3496577 103524125 117568925 0 0 0 0 71719532 78369116 0 0 591867 25181367 29614590 96900899 107983706 6623226 9585219 128873061 152786430 76416154 98955399 52456907 53831031 MISSION: TO PROVIDE THE HIGHEST QUALITY MEDICAL CARE AND REHABILITATION SERVICES TO ENSURE THAT EACH PATIENT ACHIEVES THE MAXIMUM FUNCTIONAL RECOVERY FROM ILLNESS, INJURY OR DISABILITY. VISION: TO LEAD THE FIELD AS THE MOST EFFECTIVE AND COMPASSIONATE PROVIDER OF MEDICAL REHABILITATION BY PRACTICING INNOVATIVE TREATMENT, PIONEERING CLINICAL RESEARCH AND INSPIRING EDUCATION. false false 88816639 0 98549790 Patient services: BURKE IS A 150 BED ACUTE CARE HOSPITAL ENTIRELY DEDICATED TO REHABILITATION MEDICINE AND A LEADER IN THE FIELD OF MEDICAL REHABILITATION. WE PROVIDE INPATIENT AND AMBULATORY CARE FOR A BROAD RANGE OF NEUROLOGICAL, MUSCULOSKELETAL, CARDIAC AND PULMONARY DISABILITIES CAUSED BY DISEASE OR INJURY. Our programs targets those WHO HAVE SUFFERED A STROKE, SPINAL CORD or brain INJURY, underwent COMPLICATED ORTHOPEDIC SURGERY or are afflicted with CARDIAC or PULMONARY DISEASE or other NEUROLOGICAL DISORDERS SUCH AS PARKINSON'S DISEASE or MULTIPLE SCLEROSIS. Most of our patients are referrals that were transferred to Burke from other acute care facilities once their condition had stabilized AND THEY were ABLE TO PARTICIPATE IN INTENSE PHYSICAL, OCCUPATIONAL AND SPEECH THERAPY. THE GOAL OF THE INTENSIVE INPATIENT REHABILITATION PROGRAM AT BURKE IS TO MAXIMIZE OUR PATIENT'S RECOVERY. OUR EXPERT REHABILITATION TEAM IS COMMITTED TO HELPING OUR PATIENT'S RETURN TO AS ACTIVE AND PRODUCTIVE LIFE AS POSSIBLE. EACH PATIENT'S PROGRAM IS TAILORED TO MEET HIS OR HER NEEDS BY INTEGATING SEVERAL DISCIPLINES, INCLUDING PHYSICAL, OCCUPATIONAL, RESPIRATORY, SPEECH LANGUAGE AND RECREATIONAL THERAPIES WITH SPECIALTY MEDICINE, NURSING, CASE MANAGEMENT, SOCIAL WORK AND THE APPROPRIATE SPECIALTY SERVICES AS NEEDED. GROUP DISCUSSIONS AND INDIVIDUAL COUNSELING SESSIONS HELP PATIENTS AND FAMILY MEMBERS ADJUST TO CIRCUMSTANCES RESULTING FROM PHYSICAL DISABILITY AND PREPARE them for the possibility of A NEW WAY OF LIFE. THE MAJORITY OF our patients RETURN TO THEIR HOME OR COMMUNITIES after their hospital stay is completed. In 2020, the hospital provided 48,830 patient days based on 2,835 admissions as well as 91,185 ambulatory clinical visits. We were at the forefront of the fight against the COVID-19 pandemic helping to heal the New York community in it fight against the coronavirus that was spreading across the United States and causing immense suffering and volumes of death in its wake. At the height of the pandemic, there was 90 Covid positive inhouse patient being treated daily at our facility. At Burke Rehabilitation Hospital, we strive to create lifelong relationships with our patients even after their therapy has been completed. We also invite community members to the Burke campus to utilize and enjoy all of our programs and services. Burke offers many community programs from support groups to educational events to our Adult Fitness Center and related health programs. All of our programs offer individuals the opportunity to learn, exercise and share with others. 2194799 0 102991 Medical Education: The Winifred Masterson Burke Rehabilitation Hospital has been a longstanding leader in clinical care, research and innovation and is now home to a nationally recognized Physical Medicine and Rehabilitation residency program. The Accreditation Council for Graduate Medical Education (ACGME)-approved program envisions being the future benchmark for all Physical Medicine and Rehabilitation residency programs in the country. Burke's goal is to produce healthcare leaders known for innovation in all branches of physiatry. This is accomplished by rigorous training and development of highly skilled clinical and academic physiatrists. Our residents receive a unique training experience working directly with neurologists, physiatrists, rheumatologists, internists, cardiologists and pulmonologists on Burke's rehabilitation units. They also have the opportunity to work closely with research scientists from the world-renowned Burke Medical Research Institute, which is located on Burke's 61-acre campus in White Plains. Burke aims to teach residents who will go on to utilize their training to improve patient care, advance the field of Physical Medicine and Rehabilitation and enhance healthcare in the communities they serve. We offer a 3-year Physical Medicine and Rehabilitation residency program, which is affiliated with Albert Einstein College of Medicine (AECOM). We also offer a one-year neurorehabilitation fellowship under the AECOM Department of Neurology and a one-year brain injury medicine fellowship and a one-year sports medicine fellowship. 91011438 true true false true false false false false true true true true false true true false false true false false false false false false false false true true false false true false false false false false false false false false false false false false true true true false false true 64 0 true 1140 true true true false false false false false false false false false false false X 23 18 false false false false true true true true true false false true true true true true true false true false NY X SCOTT EDELMAN 9145972240 785 MAMARONECK AVENUE WHITE PLAINS NY 106052523 Christopher Panczner Trustee 1.0 59.0 X 0 4617017 26736 Andrew Racine MD PHD Trustee 1.0 59.0 X 0 2427522 46269 Michael J Palumbo MD Trustee 1.0 49.0 X 0 1275944 164525 Jeffrey Menkes President & CEO 58.0 2.0 X X 0 1054418 17000 Matthew Bartels MD Trustee 1.0 49.0 X 0 512120 17763 Mooyeon Oh-Park MD SVP, Chief Medical Officer 50.0 0.0 X 419860 0 34574 Scott A Edelman SVP & CFO 50.0 0.0 X 383035 0 32607 Jomol Robert RN Registered Nurse 65.0 0.0 X 275060 0 25208 Mariamma George RN Registered Nurse 60.0 0.0 X 234298 0 26164 Lianne Hales Dugan VP-Chief Development Officer 40.0 0.0 X 243096 0 15298 Annette Bucci VP, Human Resources 40.0 0.0 X 209288 0 28574 Valerie Vermiglio-Kohn VP, Nursing/CNO 40.0 0.0 X 231050 0 5913 Christopher C Allen trustee 1.0 0.0 X 0 0 0 Richard T Celiberti Trustee 1.0 0.0 X 0 0 0 Michael J Daly Vice Chair 4.0 0.0 X 0 0 0 Wilfred A Finnegan Treasurer 4.0 0.0 X 0 0 0 Charles V Glennon Secretary 4.0 0.0 X 0 0 0 Bernadette Kingham-Bez Trustee 1.0 0.0 X 0 0 0 Kevin A Knight Trustee 1.0 0.0 X 0 0 0 J David Lynn Trustee 1.0 0.0 X 0 0 0 John R McCarthy Chair 4.0 0.0 X 0 0 0 Barbara Z Monahan Trustee 1.0 0.0 X 0 0 0 Kenneth J Sweeney Trustee 1.0 0.0 X 0 0 0 Jason Wong Trustee 1.0 0.0 X 0 0 0 Richard Ahearn Trustee 1.0 0.0 X 0 0 0 Steven Kessler Trustee 1.0 0.0 X 0 0 0 Mark Bronzo Trustee 1.0 0.0 X 0 0 0 James E Cain Trustee 1.0 0.0 X 0 0 0 Anna Linda Marciano Trustee 1.0 0.0 X 0 0 0 Julie Grace Burke Trustee (effective 5/21/20) 1.0 0.0 X 0 0 0 1995687 9887021 440631 152 false true false Red Oak Contracting Inc 22999 Palmer Avenue NEW ROCHELLE NY 10801 Contracting services 890223 Sound Communications Inc 149 W 36th Street NEW YORK NY 10018 Marketing Services 683237 Optimal Solutions Inc 4229 Lafayette Center Drive CHANTILLY VA 20151 Consulting Services 433850 Nations Roof LLC 255 Lake Avenue YONKERS NY 10701 Roofing service 272877 Automatic Data Processing 1 ADP Boulevard ROSELAND NJ 07068 Payroll services 223578 17 13475474 1020973 5054 14496447 INPATIENT REHABILITATION SERVICES 622310 80850366 80850366 0 0 AMBULATORY REHABILIATION SERVICES 622310 11918270 11918270 0 0 OTHER HEALTHCARE RELATED SERVICES 621999 5781154 2649551 3131603 0 MEDICAL TRAINING 611430 102991 102991 0 98652781 813798 0 0 813798 0 0 493939 48987 444952 0 444952 0 0 444952 110758 0 0 1436 110758 -1436 109322 0 0 109322 0 0 0 0 0 0 0 0 0 EMPLOYEE BENEFIT CONTRIBUTIONS 900099 1592720 0 0 1592720 RELATED PARTIES ADMINISTRATION SERVICES 561000 925269 0 0 925269 CAFETERIA 722514 304318 0 0 304318 229318 0 0 229318 3051625 117568925 95521178 3131603 4419697 0 0 0 0 870077 454434 415643 0 0 60946518 54148690 6432294 365534 1752467 1556002 185963 10502 10052041 8894704 1097653 59684 4748013 4195487 524425 28101 0 105930 0 105930 0 50750 0 50750 0 0 0 0 6074445 4620181 1398929 55335 560393 0 560393 0 1489114 852934 629187 6993 1770925 426147 1335906 8872 0 3148818 2882323 266495 0 135438 114011 20831 596 0 0 44915 0 44915 0 0 4518992 3808722 685501 24769 3191950 2915098 276852 0 MEDICAL SUPPLIES 3434015 3430531 3484 0 OUTSIDE DIETARY SERVICE 1612061 1612061 0 0 INTERCOMP SHARED SERVICES 1154151 0 1154151 0 COVID RELATED EXPENSES 922095 687192 232765 2138 1400598 412921 958334 29343 107983706 91011438 16380401 591867 4350 4118 11160516 23445194 0 0 15101727 15156596 0 0 0 0 0 0 547392 442804 1632338 978984 157232547 112545524 42446611 44687023 5147261 5281118 27936000 30184000 0 0 20573866 20573866 4323000 12032727 128873061 152786430 6198524 4886112 0 0 251437 6828839 0 0 32578 37753 0 0 2317000 0 0 0 67616615 87202695 76416154 98955399 X 48739295 50352124 3717612 3478907 52456907 53831031 128873061 152786430 X 9585219 2764206 -10975301 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 19321 19321 false false Schedule C, Part II-B, Line i The other activities includes indirect lobbying cost paid as a percentage of membership dues to the Greater New York Hospital Association, The Health Care Association of New York State, and the American Medical Rehabilitation Provider Association that were used for lobbying efforts by these organizations during 2020. false true X 912585 912585 787585 125000 912585 787585 787585 787585 787585 787585 787585 1.00000 false false 78721332 48420072 30301260 44300016 38056273 6243743 34211199 26069179 8142020 44687023 COLLECTIVE TRUST FUNDS 22559000 F MANAGED CASH HELD FOR INVEST. 7625000 F 30184000 DUE FROM AFFILIATES 193075 RIGHT OF USE OPER LEASE ASSETS 9685000 DUE FROM THIRD PARTIES PAYORS 2154652 12032727 0 POSTRETIREMENT BENEFITS LIABILITIES 62563521 MALPRACTICE CLAIMS LIABILITIES 4431848 RIGHT OF USE OPER LEASE LIABILITIES 9685000 CARES ACT MEDICARE ADVANCES 10522326 87202695 Schedule D, Part IV, Line 2b The Winifred Masterson Burke Hospital holds security deposits from tenants in escrow pursuant to the individual lease agreements between the tenants and the organization. These deposits are returned to the tenants once they vacate their rental unit less any amount, if any, due from the tenants for damages or unpaid rent. Schedule D, Part V, Line 4 The organization's endowments were established pursuant to donor gifts. The earnings can provide support to the Winifred Masterson Burke Rehabilitation Hospital general activities, specifically treatment, hospitalization and care of needy patients as designated by individual donors. true true X true X true X true true true false true true 1602759 333019 1269740 0.01180 9748698 8647000 1101698 0.01020 11351457 8980019 2371438 0.02200 686341 0 686341 0.00640 2194799 115849 2078950 0.01930 2881140 115849 2765291 0.02570 14232597 9095868 5136729 0.04770 false 83059 0 43792678 35823862 7968816 X true true 1 1 WINIFRED MAST BURKE REHAB HOSPITAL 785 MAMARONECK AVENUE WHITE PLAINS NY 10605 WWW.BURKE.ORG 5902002H X X WINIFRED MAST BURKE REHAB HOSP 1 false false true X X X X X X X X X 19 true false false true X See Part V - Section C X true 19 true See Part V - Section C false true X 200. 300. X true true X X X true X See Part V - Section C X See Part V - Section C X See Part V - Section C X X X X X X true X false X X X X false X X false false Schedule H, Part V, Section B, Line 5 The process for preparing the 2019-2022 Community Health Needs Assessment was an inter-organization and community collaborative process, initiated with the goal of developing an assessment that was reflective of the needs of the community including the clinical and social determinants of health. The process to identify the needs of the community involved the collection of both primary and secondary data. Multiple conversations and meetings were convened internally and with external partners and a thorough review of the data was conducted to develop the implementation strategies. The collection of data from a sample of the Westchester County residents was an important element of the development of the community health needs assessment. Burke Rehabilitation Hospital collaborated with the Westchester County Department of Health and other Westchester Hospitals in conducting a survey of county residents to determine their individual and community health priority issues and needs. This survey was distributed to residents of Westchester County between January and April 2019 through a grassroots effort in paper and digital format. The survey was available in English and Spanish, and made available in other languages upon request. For this CHNA cycle, there was more emphasis on collecting surveys from a true cross section of the county. To this end, the Department of Health deployed volunteers to specific zip codes that were under-represented in the 2016-2018 CHNA due to low survey response rate. Primary data was also collected from Westchester community-based organizations through the in-person focus group summit. The summit was comprised of over 70 representatives from community-based organizations attending breakout sessions focused on the prevention agenda priorities areas. From the summit, it was noted that there were already resources available for many of the health issues addressed that the community needed to be made better informed about along with improved transition and coordination across the continuum of providers. Secondary data was compiled to further supplement the data collected and show health indicators for the Region. The socio-demographically similar counties, and sub county differences, when available, for more than twenty measures was evaluated. The priority areas were than selected and each of the planned intervention focused on specific priority population to address the ethnic and culture disparity defined in the indicators for the population served by Burke. Burke Rehabilitation Hospital did not receive any written feedback on the Community Health Needs Assessment for 2016-2018. Community members who wish to provide written feedback on the 2019-2021 CHNA were requested to send their comments to the Community Relations Manager at the Hospital. Schedule H, Part V, Section B, Line 7a The direct website where the hospital facility's CHNA report is available is: https://www.burke.org/docs/2019_BurkeRehabilitationHospitalCHNA_FINAL_12_2 4_19.pdf Schedule H, Part V, Section B, Line 10a The hospital facility's most recently adopted implementation strategy is posted on the website: https://www.burke.org/docs/2019_BurkeRehabilitationHospitalCHNA_FINAL_12_2 4_19.pdf Schedule H, Part V, Section B, Line 11 Burke Rehabilitation Hospital's specialty rehabilitation programs and services differ from that provided at the other Westchester hospitals contributing to which priority areas Burke has selected in its implementation strategy. The results of the Westchester survey align with Burke's selection of prevent chronic disease as one of its priority areas. The second priority area selected was based on the population that Burke serves that is drastically difference than the age demographics of the county and is where the hospital has the capacity to have a large impact. Based on this, Burke chose the second priority area to align with the skew of vulnerable elderly populations that it serves and selected to promote a healthy and safe environment. To prevent chronic disease, Burke had chosen to focus on physical activity with the goal to increase access for people of all ages and abilities to indoor and/or outdoor places for physical activity. Burke is addressing this need through the Burke adult fitness center that operates on Burke's main campus. The center is open to adults 40 and older, or those younger with a qualifying disability, to participate in individualized exercise plans designed by certified trainers and exercise physiologists as well as group classes. As of October of 2019, the average age of a fitness center member was 78 years old. Classes are offered for specialty populations, such as the Fit for life classes available to individuals with Parkinson's disease, pulmonary conditions or post-stroke. Other classes offer include yoga, tai chi, strengthening, stretching, mobility, conditioning, cardiovascular and muscular endurance, balance and meditation. Many of these classes, such as yoga, are offered in adaptive forms, such as seated, to include individuals of any ability level. Since Burke is a rehabilitation hospital serving a population of generally older patients, the second priority area selected was to promote a healthy and safe environment by focusing on injuries and occupational health with the goal of reducing falls among its vulnerable populations. Burke will employ a number of different strategies to achieve the goal of reducing fall risk and in turn hospitalizations due to falls. Burke's interventions will include promoting health care provider screening for fall risk among older adults and people with disabilities and engage health care providers in identifying modifiable risk factors and developing a fall prevention plan of care and integrate exercise and fall prevention activities into physical or occupational therapy. Though Burke has specifically selected to allocate resources for its Community Service plan to the two areas described above, the hospital, and the Montefiore Health System, which Burke is a member of, offer many resources that address most of the significant health needs identified. Being a member of a larger health system allows Burke to provide referrals to many more community resources than it would be able to do alone. Burke Hospital is not specifically addressing three of the significant needs identified as affordable housing, employment opportunities and drug and alcohol treatment services due to a lack of appropriate resources and/or expertise to do so. Burke's collaboration with the Westchester County Department of Health and its attendance at county-wide events and networking opportunities through organizations such as the Business Council Of Westchester and the Westchester County Association allow Burke to learn about what resources are available in the county and provide referrals when needed. In addition to the multiple resources that have been developed at Burke and Montefiore independently and through partnership with other organizations, there is an extensive need for community-based programs and resources that can augment these programs and services. Knowing how to access these resources is a particular challenge for the healthcare sector. Multiple free and low cost online tools have been developed recently that are now available to community member as well as the Westchester government website that provides a variety of lists and links to resources. In order to have the largest impact on the health of the population of Westchester County and the population that Burke has the most access to, the hospital chose to focus on a priority area identified highly on the community survey and a second priority area that is extremely important to the population Burke has expertise and access to. The hospital will continue with the work that it does to address some of the other significant health needs that were identifies, though they are not the selected areas for our Community service report. Schedule H, Part V, Section B, Line 13h Family size is factored into the eligibility criteria for financial assistance. Schedule H, Part V, Section B, Lines 16a, 16b & 16c The hospital's Financial assistance policy, summary and application for assistance are posted on the website: https://www.burke.org/community/resources/charitablecare 9 Armonk Outpatient Rehabilitation 99 Business Park Armonk NY 10504 Outpatient Rehabilitation Bronx Outpatient Rehabilitation 2826 Westchester Avenue Suite 201 Bronx NY 10461 Outpatient Rehabilitation Bronx-Hutch Metro OP Rehabilitation 1250 Waters Place Tower One 10th Bronx NY 10461 Outpatient Rehabilitation Mamaroneck Outpatient Rehabilitation 703 West Boston Post Road Mamaroneck NY 10543 Outpatient Rehabilitation Purchase Outpatient Rehabilitation 3020 Westchester Avenue Purchase NY 10577 Outpatient Rehabilitation Somers Outpatient Rehabilitation Somers Town Center 325 Route 100 Somers NY 10589 Outpatinet Rehabilitation Yonkers-Ridge Hill OP Rehabilitation Ridge Hill 73 Market Street Suite Yonkers NY 10710 Outpatient Rehabilitation Yonkers-Exec Plaza OP Rehabilitation 6 Executive Plaza Suite 280 Yonkers NY 10701 Outpatient Rehabilitation Burke Rehabilitation Outpatient Clinic 555 Taxter Road Elmford NY 10523 Outpatient Rehabilitation 1. Part I, Line 7 THE COST-TO-CHARGE RATIO METHODOLOGY WAS UTILIZED TO CALCULATE THE AMOUNT INCLUDED IN THE TABLE. THE CALCULATION OF THE RATIO WAS DERIVED FROM RATIO OF PATIENT CARE COST-TO-CHARGEs. In calculating the patient care cost for the ratio, the organization reduced its operating expenses for its non-patient care costs and cost of its community benefits and building activities not relying on the RCC factor for costing purposes. In 2020, the organization received distributions from the Cares Acts Provider Relief Fund and pending FEMA Relief Assistance for direct reimbursement of COVID-19 expenses. The organization further adjusted its patient care cost to exclude these expenses in calculating its cost to charge ratio. 1. Part III, Section A, Line 2 The cost of bad debt expense is estimated based on the bad debt provision at charge, applied to the ratio of total patient care expenses to total charges for all services rendered. Any payments or discounts are excluded from bad debt expenses. 1. Part III, Section A, Line 3 The estimated amount of the organization's bad debt expense (at cost) attributed to patients under the organization's charity care policy was based on the results of predictive analysis. Bad debt should be included as a community benefit because the organization provides much needed health care service indiscriminately to the community-at-large without regard to whether or not the patient has insurance or if the bill will ever be paid. 1. Part III, Section A, Line 4 AS REPORTED IN MONTEFIORE HEALTH SYSTEM'S AUDITED CONSOLIDATED FINANCIAL STATEMENTS, BAD DEBT EXPENSE IS DESCRIBED AS FOLLOWS: "Subsequent changes to the estimate of the transaction price (determined on a portfolio basis when applicable) are generally recorded as adjustments to patient service revenue in the period of the change. For the years ended December 31, 2020 and 2019, changes in the Health System's estimates of expected payments for performance obligations satisfied in prior years were not significant. Portfolio collection estimates are updated based on collection trends. Subsequent changes that are determined to be the result of an adverse change in the patient's ability to pay (determined on a portfolio basis when applicable) are recorded as bad debt expense. Bad debt expense for the years ended December 31, 2020 and 2019 was not significant". 1. Part III, Section B, Line 8 Medicare allowable costs reported on Part III, line 6, per Schedule H instructions, were derived using the Medicare cost report cost-finding methodology, which apportions routine costs to Medicare using days and ancillary costs to Medicare using departmental ratios of costs to charges (RCCS) and does not include the non-allowable Medicare costs. 1. Part III, Section C, Line 9B For patients who are known to qualify for financial assistance, all collection activity is halted and the patient is referred for financial aid. If an account is in collection and the patient requests financial aid or if the agency determines that the patient is eligible for financial assistance, the account is referred back to the hospital where the patient is provided assistance with completing an application for assistance. 2. Needs Assessment The organization assesses community needs by: A) Community Advisory Boards - The Health System works extensively with representatives of the communities to identify health care needs and determine the appropriate configuration of services. B) Community Service Committee - Montefiore Health System, the parent company, has a board committee that is focused on community services. It is responsible for overseeing the Health System's community services and community benefit activities to ensure they are formulated to facilitate the fulfillment of the organization's mission and meet the needs of the community. C) Partnership and Collaborations - The health system participates in a variety of organized partnerships and collaboratives, working with other providers, the New York Department of Health and Mental Hygiene, Community-based organizations and members of the community in planning and developing initiatives aimed at improving the health of the communities served. 3. Patient Education of Eligibility for Assistance All intake, registration and collection agency staff are trained on the hospital's financial aid policy and how to provide patients with assistance. The organization has a policy that establishes guidelines for the billing office to follow when working with individuals who are having difficulty paying their medical bills. A referral is made to the financial aid office and a financial counselor will help the patient apply for free or low-cost insurance. If the financial counselor determines that the patient does not qualify for low-cost insurance, the counselor will help the patient apply for a financial aid discount based on income level. The organization makes its financial aid policy known to the public by providing written information including brochures at the admission area, information posted on the intranet and internet, and information sent out on patient's bills. 4. Community Information Burke Rehabilitation Hospital has identified Westchester County as its primary service area. Westchester County is a large county located just north of New York City in the Hudson Valley. Westchester covers an area of 450 square miles and consists of 48 municipalities that includes urban, suburban and rural geographies. The estimated population of Westchester County is made up of more than 980,244 residents. The county seat of Westchester is the city of White Plains. Other major cities include Yonkers, New Rochelle and Mount Vernon. The median household income for Westchester was $89,968, the fourth highest in New York State, after Nassau, Putnam and Suffolk Counties. Countywide 9.4% of the population lives in poverty including 11.7% of county children. Westchester is ethnically diverse. Its population is 55.9% non-Hispanic white, 18.8% Hispanic, 14.4% non-Hispanic black, 8.3% Asian/Pacific Islander and 2.3% non-Hispanic other. A quarter of county residents were born outside the United States. Among the foreign-born population, more residents speak Spanish (59%) than English (13%) or another language (28%). Westchester County is the fifth healthiest county in New York State, according to the County Health Rankings, produced by the Robert Wood Foundation and the University of Wisconsin. Despite its overall high ranking, there is considerable room to both improve population health and reduce health disparities. Several of Westchester County individual municipalities continue to have significant health gaps. Portion of lower Westchester, specifically Mount Vernon, Yonkers, New Rochelle and White Plains are hot-spots for various health outcomes, such as asthma and preterm births in the county. Additionally, certain groups, such as some racial/ethnic minorities or those with less education, tend to experience poorer health outcomes. 5. Promotion of Community Health Burke Rehabilitation has a longstanding commitment to the community and is at the forefront of rehabilitation medicine. Burke's continuum of care extends beyond its inpatient and outpatient programs and impacts people in the surrounding communities and throughout Westchester County. Burke facilitates over ten monthly support groups on its campus that are free of charge, including a spinal cord injury support group, stroke support group and amputee support group, often through partnerships with community organizations. Burke regularly holds community education programs and events for the community, with a focus both on the illnesses and injuries treated at Burke and the health and wellness of its community members. The Burke Fitness Center, which is open to the community and serves adults over age 40 and those with a qualifying disability, in a place where people from throughout the area can focus on their health is a setting in which they feel safe and comfortable. Burke's commitment to the community extends to our employees and the medical community as well. Continuing education events, lectures and conferences, many of which are free of charge, are regularly held on the Burke campus to promote research, innovative treatments and technology to ensure that Burke's physicians, nurses and therapists remain leaders in their field. 6. Affiliated Health Care Systems Winifred Masterson Burke Rehabilitation Hospital is an affiliate of the Montefiore Health System. The Health System is a leader in community health and has a long history of developing innovative approaches to care and creating programs to best serve the changing needs of its community. These include, but are not limited to the following: community service plan, community service strategy, accountable care organizations, patient-centered medical home, disease management programs and community outreach. The integration of these innovative approaches support the Health System well in its provision of services to the community. 7. State Filing of Community Benefit Report Winifred Masterson Burke Rehabilitation Hospital files a community service plan with the state of New York. false true false false false false false true false Jeffrey Menkes President & CEO 0 528681 0 500000 0 25737 0 17000 0 0 0 1071418 0 0 Michael J Palumbo MD Trustee 0 868713 0 330000 0 77231 0 148350 0 16175 0 1440469 0 68051 Christopher Panczner Trustee 0 939772 0 423800 0 3253445 0 17000 0 9736 0 4643753 0 2591417 Andrew Racine MD PHD Trustee 0 1176701 0 534500 0 716321 0 17000 0 29269 0 2473791 0 0 Scott A Edelman SVP & CFO 333035 0 50000 0 0 0 10033 0 22574 0 415642 0 0 0 Matthew Bartels MD Trustee 0 493048 0 0 0 19072 0 17000 0 763 0 529883 0 0 Mooyeon Oh-Park MD SVP, Chief Medical Officer 393610 0 26250 0 0 0 12000 0 22574 0 454434 0 0 0 Valerie Vermiglio-Kohn VP, Nursing/CNO 215000 0 15050 0 1000 0 5913 0 0 0 236963 0 0 0 Annette Bucci VP, Human Resources 195288 0 14000 0 0 0 6000 0 22574 0 237862 0 0 0 Jomol Robert RN Registered Nurse 122190 0 26897 0 125973 0 2634 0 22574 0 300268 0 0 0 Mariamma George RN Registered Nurse 125308 0 15375 0 93615 0 3590 0 22574 0 260462 0 0 0 Lianne Hales Dugan VP-Chief Development Officer 243096 0 0 3793 11505 258394 0 Schedule J, Part I, Line 3 The organization's current CEO compensation is paid and determined by Montefiore Health System, the sole member of the Winifred Masterson Burke Rehabilitation Hospital. The Compensation Committee of the Montefiore Health System's Board of Trustees reviews and approves ALL FORMS OF COMPENSATION AND BENEFITS provided TO the CEO of Burke WITH THE ASSISTANCE OF A NATIONAL independent COMPENSATION CONSULTING FIRM. THE CONSULTING FIRM ASSISTS THE COMPENSATION COMMITTEE WITH ITS DECISION-MAKING PROCESS TO ENSURE executive compensation LEVELS ARE REASONABLE AND APPROPRIATE RELATIVE TO THOSE OF other SIMILAR ORGANIZATIONS. BASE SALARIES ARE DETERMINED BASED ON competitive MARKET PRACTICES FOR COMPARABLE POSITIONS WITH SIMILAR size organizations AND SCOPE OF RESPONSIBILITIES. BONUS AND INCENTIVE compensation is BASED ON THE ACHIEVEMENT OF PERFORMANCE GOALS. THE executives' COMPENSATION PROGRAM HAS A SIGNIFICANT PAY-AT-RISK COMPONENT to ENSURE THE ALIGNMENT OF PAY AND ORGANIZATIONAL PERFORMANCE. GOALS ARE set IN ADVANCE IN AREAS SUCH AS QUALITY OF CARE, PATIENT SATISFACTION, community SERVICES AND FINANCIAL PERFORMANCE. COMPENSATION IS AT RISK IF the GOALS ESTABLISHED BY THE COMPENSATION COMMITTEE ARE NOT MET. Schedule J, Part I, Line 4b During the year, various individuals reported in Form 990, Part VII, Section A, participated in supplemental nonqualified retirement plans paid by related organizations of the Montefiore Health System. IN A MANNER DESIGNED TO QUALIFY FOR THE "REBUTTABLE PRESUMPTION OF reasonableness" THE COMPENSATION COMMITTEE OF either Montefiore Health System's BOARD OF TRUSTEES or White Plains Hospital Medical Center EXPRESSLY REVIEWED AND APPROVED THESE retirement BENEFIT ARRANGEMENTS IN A MANNER THAT QUALIFIED UNDER THE intermediate SANCTIONS RULES OF THE FEDERAL TAX LAW, AND IN RECOGNITION of (A) THE EXECUTIVES' YEARS OF SERVICE TO THE Health System AND (B) THE significant CONTRIBUTIONS TO ENHANCING THE ABILITY OF THE Health System to achieve ITS CHARITABLE MISSION IN A MANNER CONSISTENT WITH FINANCIAL solvency. ACCORDINGLY, THIS BENEFIT SHOULD BE VIEWED AS APPLYING TO YEARS of SERVICE FOR THE Health System. Supplemental executive retirement plan distribution based on multiple years of service: Andrew D. Racine, M.D.,PH.D - $691,347 Michael J. Palumbo, M.D. - $68,051 Unvested Deferred compensation supplemental executive retirement plan contributions by a related organization: Michael J. Palumbo, M.D. - $131,250. Schedule J, Part I, Line 7 Part of the annual incentive awards paid by the organization to an officer, a key employee and four of the five higest compensated were based on the compensation Board or management discretion. Schedule J, Part II, Column B(iii) (Other Compensation) Christopher Panczner, a trustee of the organization, compensation was higher than normal in 2020 due to a pay-out of $3,230,564 from the defined Benefit SERP plan by a related organization. He first became vested in 2020 and the distribution represents earnings from multiple years of service to the Health System reported previously, in part, as deferred compensation in prior years 990s. Schedule J, Part II, Column B(iii) (Other Compensation) Two of the highest compensated by the organization were registered nurses whose compensation included abnormal overtime reported in B(iii), Other Compensation of Schedule J. This part of their compensation was for overtime paid for long hours that these nurses worked in order to help our community heal and remain safe during the pandemic. FORM 990, PART VI, SECTION A, LINE 6: MONTEFIORE HEALTH SYSTEM, INC. IS THE SOLE MEMBER OF THE WINIFRED MASTERSON BURKE REHABILITATION HOSPITAL. FORM 990, PART VI, SECTION A, LINE 7A: THE BOARD OF TRUSTEES OF MONTEFIORE HEALTH SYSTEM, INC., THE SOLE member OF THE WINIFRED MASTERSON BURKE REHABILITATION HOSPITAL, HAS THE authority TO appoint and remove members of the Board of Trustees of the Corporation. FORM 990, PART VI, SECTION A, LINE 7B: THE BOARD OF TRUSTEES OF MONTEFIORE HEALTH SYSTEM, INC., THE SOLE member OF THE WINIFRED MASTERSON BURKE REHABILITATION HOSPITAL, HAS THE authority TO APPROVE CERTAIN DECISIONS OF THE WINIFRED MASTERSON BURKE REHABILITATION HOSPITAL BOARD OF DIRECTORS. Such decisions include amendments to the Certificate of Incorporation and Bylaws, approval of the operating and capital budgets and any strategic plans of the corporation, managed care contracting, expansion/subtraction of the Medical Center's operations, and certain administrative procedures, among others. FORM 990, PART VI, SECTION B, LINE 11B: THE FORM 990 WAS PREPARED BY THE Montefiore's Tax Department working closely with the Burke's Finance team and assisted by various departments throughout the HEALTH SYSTEM. THE FORM 990 WAS REVIEWED AND APPROVED BY THE VICE PRESIDENT-FINANCE AND THE Burke's Hospital senior leadership including the Chief Financial Officer. IN ADDITION, AN INDEPENDENT ACCOUNTING FIRM WAS ENGAGED TO REVIEW THE FORM 990. UPON COMPLETION OF THE VARIOUS REVIEWS, THE FORM 990 WAS PRESENTED TO THE BOARD OF TRUSTEES FOR REVIEW AND APPROVAL. FORM 990, PART VI, SECTION B, LINE 12C: THE ORGANIZATION REGULARLY AND CONSISTENTLY MONITORS AND ENFORCES Compliance WITH THE CONFLICTS OF INTEREST POLICY BY MEANS OF AN ANNUAL conflict OF INTEREST QUESTIONNAIRE THAT ALL OFFICERS, TRUSTEES AND KEY employees OF THE WINIFRED MASTERSON BURKE REHABILITATION HOSPITAL ARE required TO COMPLETE. COMPLETED QUESTIONNAIRES ARE REVIEWED BY THE Chairman OF THE EXECUTIVE COMMITTEE AND ANY CONCERNS PRESENTED BY THE responses ARE DISCLOSED TO THE FULL COMMITTEE WITH THE INTERESTED PARTY recused FROM DISCUSSION OF THE MATTER. FORM 990, PART VI, SECTION B, LINE 15A & 15B: The compensation of the organization's CEO is paid by Montefiore Health System, Inc., the sole member of the Winifred Masterson Burke Rehabilitation Hospital. The compensation of other select senior management of the organization is determined by the Compensation Committee of the Burke's Board of Trustees. The Winifred Masterson Burke Rehabilitation Hospital is committed to ensuring that its executive compensation program adheres to the highest standards of regulatory compliance and best corporate governance. The Board of Trustees has charged the Compensation Committee of the Board (which is comprised of independent Board members with no conflicts of interest in regards to executive compensation) with reviewing and recommending for approval by the member, all decisions related to compensation for selected senior management of the Corporation. All decisions made by the Compensation Committee are appropriately and timely documented in meeting minutes. The compensation committee's review process follows the Intermediate Sanctions guidelines for qualifying for the rebuttable presumption of reasonableness. Compensation levels are established considering data for comparable organizations, an assessment of management performance (including the services provided to the community), and other business judgement factors, consistent with Burke's executive compensation philosophy. The Committee's decisions are made in the best interest of Burke, and are intended to ensure the recruitment and retention of key executive talent, consistent with the market practices of other not-for-profit healthcare organizations of comparable scope, mission and complexity. FORM 990, PART VI, SECTION C, LINE 19: The conflict of interest policy and governing documents are made available upon request. Form 990, Part XI, Line 9: The other decrease in net assets of $10,975,301 was due to an increase in the defined pension and other post postretirement plan liabilities to be recognized in future periods. 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