2019-11-14T15:54:46-06:00 2018-12-31 BDO USA LLP 100 PARK AVENUE NEW YORK NY 100175001 990 2018-01-01 111630755 The Brooklyn Hospital Center % THE BROOKLYN HOSPITAL CENTER BROO 7182506755 121 Dekalb Avenue Brooklyn NY 11201 SHARON WICKES cfo 7182506755 2019-11-13 true Angelo Pirozzi P00446022 2128858000 2019-11-13 64.238.131.34 26308920193185000083 2019-11-14 P 9C79E9A9669F6ACE2C319A1C04A34C88558E1FDA 0B9C07D3F0646B5FA9DD6FB20E01FF2501E4ADAF 2018 2020-03-31 21:24:44Z GARY TERRINONI 121 Dekalb Avenue Brooklyn NY 11201 427558903 false X WWW.TBH.ORG X 1845 NY THE BROOKLYN HOSPITAL CENTER IS DEDICATED TO PROVIDING OUTSTANDING HEALTH SERVICES, EDUCATION, AND RESEARCH TO KEEP THE PEOPLE OF BROOKLYN AND GREATER NEW YORK HEALTHY. 23 22 3085 90 0 1330831 15809146 10217802 351899160 373097236 918206 1771027 22390674 35357029 391017186 420443094 0 0 0 0 255253999 256685750 0 0 165860 127509676 155486960 382763675 412172710 8253511 8270384 431943316 443909751 171187815 177491527 260755501 266418224 THE BROOKLYN HOSPITAL CENTER IS DEDICATED TO PROVIDING OUTSTANDING HEALTH SERVICES, EDUCATION, AND RESEARCH TO KEEP THE PEOPLE OF BROOKLYN AND GREATER NEW YORK HEALTHY. false false 353419497 0 402825223 THE OPERATION OF A 464-BED INPATIENT HOSPITAL WITH APPROXIMATELY 17,400 DISCHARGES AND 88,800 PATIENT DAYS AS WELL AS THE OPERATION OF OUTPATIENT CLINICS THAT HAD APPROXIMATELY 242,200 VISITS DURING 2018. THE HOSPITAL ALSO OPERATED AN EMERGENCY ROOM WITH APPROXIMATELY 69,600 VISITS. 353419497 true true false true false false false false false true true false false true true false false true false false true 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 X 139 0 true 3085 true true true false false false false false false false false false true false X 23 22 false false false false true true true true true false false true true true true true true true true true true NY X THE BROOKLYN HOSPITAL CENTER 7182506755 121 DEKALB AVENUE BROOKLYN NY 11201 X Carlos P Naudon Immediate Past Chairman 4.0 3.0 X X 0 0 0 Anne Elizabeth Fontaine Chairman, as of May 2018 4.0 3.0 X X 0 0 0 Calvin Simons MD Trustee Vice Chair Thru May 2018 4.0 3.0 X X 0 0 0 Earl D WeinerT Trustee Vice Chair thru May 2018 4.0 3.0 X X 0 0 0 J Barclay Collins II Secretary 4.0 3.0 X X 0 0 0 Bernard Drayton Trustee 4.0 3.0 X 0 0 0 STEPHEN PALMESE Trustee, thru May 2018 4.0 3.0 X 0 0 0 LEO SLOOTSKY Trustee, thru May 2018 4.0 3.0 X 0 0 0 Gale Stevens Haynes Esq Trustee 4.0 3.0 X 0 0 0 John E Osnato Trustee, thru May 2018 4.0 3.0 X 0 0 0 Maria Fiorini Ramirez Vice Chair, as of May 2018 4.0 3.0 X X 0 0 0 Susan E Skerritt Vice Chair, as of May 2018 4.0 3.0 X X 0 0 0 Dino Veronese Trustee 4.0 3.0 X 0 0 0 Joel Leitner Trustee 4.0 3.0 X 0 0 0 Alireza Esmaelizadeh Trustee 4.0 3.0 X 0 0 0 Vijay Manthripragada Trustee, thru May 2018 4.0 3.0 X 0 0 0 Andrew Randak Trustee 4.0 3.0 X 0 0 0 Lenue H Singletary Trustee 4.0 3.0 X 0 0 0 Jonathan M Weld Trustee 4.0 3.0 X 0 0 0 Gary Terrinoni President & CEO 50.0 10.0 X X 1331980 0 11980 Lori B Acker TRUSTEE 4.0 3.0 X 0 0 0 Linus Yoe MD Trustee, thru May 2018 4.0 3.0 X 0 0 0 Olamide Ajibesin Trustee, as of May 2018 4.0 3.0 X 0 0 0 Patrick Leblanc Trustee, as of May 2018 4.0 3.0 X 0 0 0 Deirdre Quinn Trustee, as of May 2018 4.0 3.0 X 0 0 0 David Schwartz Trustee,as of May 2018 4.0 3.0 X 0 0 0 Kate Sturgess Trustee, as of May 2018 4.0 3.0 X 0 0 0 George I Harris Trustee Emeritus 4.0 3.0 X 0 0 0 ADRINA BANKS TRUSTEE, AS OF MAY 2018 4.0 3.0 X 0 0 0 Sharon Wickes CFO 57.0 3.0 X 257183 0 9077 John Walsh CAO, as of July 2018 57.0 3.0 X 131426 0 2548 John Gupta EVP & Chief Strategy Officer 57.0 3.0 X 609084 0 17084 Stacy Friedman Esq SR VP & General Counsel 57.0 3.0 X 425616 0 17084 Mary Anne Healy-Rodriguez SR VP & CNO thru October 2018 57.0 3.0 X 341261 0 13761 Michael Cabbad MD CHF OF SVC OBGYN 59.0 1.0 X 942345 0 16815 Shalom Buchbinder MD SR VP and CMO 60.0 0.0 X 793134 0 17084 James Gasparino CHF of SVC Medicine 60.0 0.0 X 716176 0 6176 Vasantha Kondamudi MD EVP, Chief Medical Officer 60.0 0.0 X 566331 0 8150 Armand Asarian Chief Academic Officer 60.0 0.0 X 471138 0 17084 Gaetano Mennonna SR VP Human Resources 57.0 3.0 X 417084 0 17084 Donna Thomas VP Audit & Compliance 57.0 3.0 X 186254 0 7273 Robert Aulicino SVP & COO 57.0 3.0 X 418154 0 5173 Sam J Amirfar MD Chief Medical Info Off & CIO 57.0 3.0 X 306894 0 6894 Pratibha Vemulapalli MD Chair, Dept of Surgery 57.0 3.0 X 668934 0 8934 Judy McLaughlin SR VP & CNO, as of Oct. 2018 57.0 3.0 X 253700 0 3524 J Anders Cohen MD Physician 60.0 0.0 X 902441 0 11980 Angela Kerr Physician 40.0 0.0 X 510448 0 13531 Sarath Reddy Physician 40.0 0.0 X 702131 0 2000 Joseph Fetto Physician 40.0 0.0 X 633382 0 8150 Madhavi Reddy Physician 40.0 0.0 X 517663 0 17084 12102759 0 238470 638 false true false METZ CULINARY MANAGEMENT 2 WOODLAND DRIVE DALLAS PA 18612 DIETARY SERVICES 2521287 MED-METRIX LLC 9 ENTIN ROAD 3RD FLOOR PARSIPPANY NJ 07054 BILLING SERVICES 1838769 ACCUITY DELIVERY SYSTEMS LLC 810 7TH AVENUE 1110 NEW YORK NY 10019 MEDICAL RECORDS 2931810 MEDICAL MANAGEMENT RESOURCES 5000 BRITTONFIELD PARKWAY 500 EAST SYRACUSE NY 13057 BILLING SERVICES 2461913 CERNER HEALTH SERVICES INC 2800 ROCKCREEK PARKWAY NORTH KANSAS CITY MO 64117 IT SERVICES 2266913 127 1119160 8221620 877022 10217802 PATIENT SERVICES 621300 388946617 388946617 PROVISION FOR BAD DEBTS 621300 -15849381 -15849381 373097236 282112 282112 0 0 4185479 0 4185479 0 4185479 4185479 8604724 7115809 1488915 1488915 1488915 0 0 0 0 0 0 0 0 0 MLMIC INSURANCE RECOVERIES 900099 13197316 13197316 RESIDENT ROTATIONS 900099 6304457 6304457 DSRIP 900099 4647798 4647798 7021979 5578416 1443563 31171550 420443094 402825223 7400069 0 0 0 0 9022419 7619646 1400787 1986 0 187063951 157979699 29042811 41441 11022841 9309666 1711466 1709 38040504 32128230 5906376 5898 11536035 9743098 1791148 1789 0 1870098 1870098 653913 653913 92192 92192 0 0 9497591 7970718 1511913 14960 1397073 1172473 222399 2201 17496897 14684022 2785315 27560 0 0 10889917 9139208 1733556 17153 678301 569255 107978 1068 0 199283 167245 31724 314 4365783 3687817 677966 0 15347736 13018143 2329593 10513501 8881174 1632327 MEDICAL SUPPLIES 50880177 50825476 54701 REPAIRS & MAINTENANCE 6766603 5678776 1077169 10658 PURCHASED SERVICES 24725537 20750556 3936035 38946 RECRUITMENT 82358 69118 13110 130 30000 25177 4776 47 412172710 353419497 58587353 165860 6164754 1094803 13268198 22810279 779444 1743682 45702594 42824160 0 0 0 0 0 0 4541378 4925413 2944089 2221120 395901859 310855622 83682370 85046237 16829028 16465114 0 0 330611 330611 0 0 257700850 266448332 431943316 443909751 78323708 68692868 0 0 0 0 23659235 21134745 0 0 0 0 34296039 35755626 0 0 34908833 51908288 171187815 177491527 X 250002396 256178979 3626522 3112662 7126583 7126583 260755501 266418224 431943316 443909751 X 8270384 -27662 -2579999 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 92192 92192 false false OTHER ACTIVITIES DESCRIPTION THE BROOKLYN HOSPITAL CENTER PAYS DUES TO HEALTHCARE ASSOCIATION OF NEW YORK STATE (HANYS) and GREATER NEW YORK HOSPITAL ASSOCIATION (GNYHA). IN ACCORDANCE WITH CODE SECTION 6033(E) OF THE INTERNAL REVENUE CODE, AND AS REPORTED BY HANYS AND GNYHA, A PORTION OF THESE DUES ARE ATTRIBUTABLE TO LOBBYING ACTIVITIES. THE LOBBYING ACTIVITIES APPLICABLE TO 2018 HANYS and GNYHA ANNUAL DUES WERE $39,218 and $52,974, RESPECTIVELY. 10754106 -514861 10239245 5762781 4047583 943742 10754106 5276902 485879 5762781 5288740 -11838 5276902 4970797 317943 5288740 0.00000 0.69600 0.30400 false false 719344 719344 107225949 81102747 26123202 282540864 229060380 53480484 5415702 692495 4723207 85046237 DUE FROM THIRD-PARTY PAYORS 16828631 DUE FROM AFFILIATES 154024395 HEALTHFIRST LLC INVESTMENT 20252205 HEALTHFIRST MHI 15378398 HEALTHFIRST PHSP 24297945 OTHER RECEIVABLES 6686103 INSURANCE RECEIVABLE 28423390 CAPTIVE INSURANCE 502213 GPA HOLDING INVESTMENT 55052 266448332 0 DUE TO THIRD-PARTY PAYORS 4087341 LEASE FROM VARIOUS VENDORS 7421946 OTHER NONCURRENT LIABILITIES 3057631 INSURANCE PAYABLE 28423390 DEFERRED GAIN ON SALE OF BUILDING 8917980 51908288 INTENDED USES OF ENDOWMENT FUND TO HOLD IN PERPETUITY. Central America and the Caribbean Investments Captive Insurance co. 2555016 2555016 2555016 false false true false false false ACTIVITIES PER REGION THE HOSPITAL IS THE SOLE OWNER OF A CAPTIVE FOREIGN INSURANCE COMPANY. THE HOSPITAL'S INVESTMENT IN THE FOREIGN INSURANCE COMPANY IS REPORTED AT FAIR MARKET VALUE OR COST. true true true X 400. true X true true false true true 12493812 8703552 3790260 0.00920 133487221 91831364 41655857 0.10110 145981033 100534916 45446117 0.11030 54596723 15764029 38832694 0.09420 36141241 30193467 5947774 0.01440 90737964 45957496 44780468 0.10860 236718997 146492412 90226585 0.21890 true 15849381 3151285 81435028 96973673 -15538645 X true true BHC HLTHCARE SVC HLD Operation of Urgent Care Ctrs 0.5 1 1 The Brooklyn Hospital Center 121 DeKalb Avenue Brooklyn NY 11201 X X X X The Brooklyn Hospital Center 1 false false true X X X X X X X 16 true false true true X www.tbh.org X false 16 true www.tbh.org false true X 400. 400. X X X X true true X X X X true X www.tbh.org X www.tbh.org X X X X X true X false X X X X true X false false Sec B, Line 5 A two-pronged approach, field surveys and focus groups, was used to capture the voices of community residents. The field surveys were open to the community as a whole, as long as they met requirements for age (18 or older), household location (must live in one of the 15 designated zip codes), and income and family size (must meet income guidelines developed by the New York City Housing Authority). Respondents were screened so that the surveys would capture perceptions from low-income residents in the study area. Focus groups targeted those whose voices were likely to be underrepresented in the survey population, e.g., those with special needs. The research study was given exemption status by the institutional review board (IRB) of an independent research agency. A convenience sampling procedure was used, but the socio-demographic characteristics of the sample do match several of the characteristics of North and Central Brooklyn residents in terms of race/ethnicity, gender and insurance status. In addition, listening sessions were conducted to present the preliminary findings to community stakeholders where the majority present confirmed that findings were representative of their experiences. The study used data from multiple sources -surveys, focus groups and listening sessions - to assess the perceptions and experiences of residents and these aligned with the findings from previous community assessments. A community based participation research (CBPR) approach allowed for a collaborative process in which key stakeholders had a role in the study design, data collection, and data interpretation. The use of a non-probability based convenience sample limits the ability to generalize the findings. Data collection was primarily done during the hours of 9 AM to 5 PM and may have excluded those who work during those hours. Only one focus group was conducted with each specific population which may limit generalizability. Finally, the survey process did not focus on specific illnesses but asked general questions about overall health. A non-probability based sample of 644 community residents completed valid surveys which contained 10 demographic questions, 29 questions that addressed experiencesin accessing health care and three open-ended questions. Seventy-nine residents from 13 of the targeted zip codes participated in nine focus groups conducted with: teens, people living with disabilities, Spanish-speaking people receiving mental health services, immigrants, men aged 18-35, men aged 45-55, senior citizens, pregnant women and individuals identifying as LGBTQ. Participants completed a 10 item survey (nine socio-demographic questions, one open ended question) about challenges faced in accessing health care) and then took part in a discussion about their utilization of medical services, access and barriers to care, types of health services and accommodations needed in their community and changes they would like to make in the health care system. Focus group questions paralleled the questions asked on the survey. Sec B, Line 6b IN 2016, TBHC IMPLEMENTED THE GOOD NEIGHBORS CAMPAIGN TO "TAKE CARE OF OUR OWN", AND WORK LOCALLY WITH BROOKLYN'S COMMUNITY LEADERS TO IMPROVE THE HEALTHCARE status of all residents. The campaign goal is to create community-based partnerships that advance collaborations and engagement with TBHCs neighbors. During 2016, TBHC hosted several Legislative Breakfasts with key elected officials and community based organizations, with the goal of advancing health outcomes for Brooklyn residents. TBHCs Community Service Day was held in Fort Greene Park, and included a mural painting led by a local artist and in collaboration with the Fort Greene Park Conservancy. THBCs annual health fair was a collaborative event with nearby Brooklyn Plaza Medical Center, an FQHC. The Good Neighbors includes faith-based organizations, educational institutions, legislative and appointed officials, the business and nonprofit sectors, community-based organizations (CBOs), and other groups. The organizations include: Dawood Mosque Fort Green Conservancy Hanson Place Seventh Day Adventist Masjid At-Taqwa Masijid Al-Ihsaan Masjid Musab Salam Arabic Lutheran Church St. Nicholas Church Brooklyn Academy of Music BRC Lexington Womens Shelter Brooklyn Law School Downtown Brooklyn Partnership Brooklyn Plaza Medical Center Brooklyn Chamber of Commerce Long Island University Medgar Evers NorthSide Family and Children Center New Direction NY College of Technology St Francis Pratt Institute St. Joseph Women Conquering Cancer Women Ministry Baptist Church YMCA Community Center Good Shepherds Family Services 88th Precinct Helping Hand Ministry INGERSOLL COMMUNITY CENTER Sec B, Line 11 TBHC has chosen the following two Prevention Agenda priorities and one health disparity: 1. Chronic Disease (with a focus on High Blood Pressure) 2. HIV/STDs, Vaccine-Preventable Diseases and Healthcare-Associated Infections 3. Life Expectancy & Social Determinants of Health CHRONIC DISEASE (HIGH BLOOD PRESSURE) HYPERTENSION AWARENESS, EDUCATION AND SCREENING INTERVENTION PROGRAM As TBHC and the MSPPS collaborate in the DSRIP project 3.b.i. (Evidence-Based strategies for disease management in high risk / affected populations for Cardiovascular Disease Adults only), TBHC will advance the goals and objectives in the project to assist in this Plan. TBHC will partner with the local Health Department, the local 88th Police Precinct, MSPPS partners and CBOs to provide awareness, education and screening to the 88th precinct as a pilot program. TBHC clinicians will speak at their roll call meetings once per month where they will teach a short didactic session on hypertension to the Law Enforcement Personnel. Topics will include "know your numbersunderstanding the factors that contribute to high blood pressure. Self-management techniques will be reinforced, along with consistent monitoring of blood pressure readings. Education materials will include AHA patient-education guides to augment the live session and a short video will be created that is web-based and can be accessed via the internet. Regularly scheduled screenings will be held for law enforcement officers to encourage self-management and lifestyle modifications. Once each month, a relevant health topic (based on the interventions of diet/ nutrition, stress management and exercise) will be presented at the roll call session. Prior to, and following the session, blood pressure screenings along with educational sessions will occur. See below chart for complete plan. The Brooklyn Hospital Center has selected the 88th Precinct, as the pilot location for the Keep Our First Responders Healthy program. As the local community hospital, TBHC has an obligation to ensure First Responders within the Brooklyn community stay healthy. TBHC will help educate First Responders about hypertension and how important it is to "know your (blood pressure) numbers." As this pilot program demonstrates positive health outcomes over time, it is TBHCs intention to advance it throughout all precincts in Brooklyn. In the long-term future, it can also be rolled-out to additional institutions within the community, such as schools, shelters and assisted living centers. Goal: employ evidence based strategies for disease management in high risk/affected populations for cvd in adults only - focus on hypertension management to result in an overall reduction of hypertension rates and improved self management techniques to maintain healthy blood pressure levels. Outcome Objectives: reduce hypertension rates in first responders in the 88th precincy by 20% at the end of year three. expand program to 3 additional precincts by 2018. Intervention strategies activities: provide regular (monthly) educational sessions and blood pressure screenings. monitor progress of participants and assess incremental improvements based on lifestyle modifications. process measures: track the # of participants in the monthly blood pressure screenings. track the # of participating first responders receiving services from tbhc's staff with documented self management goals in medical record (monitoring recommendations such as: stress management; diet; nutrition and exercise); maintain record for each participant and provide individual and group counseling, health education materials and access to healthy lifestyle resources to encourage activity and proper nutrition. partner role: provide monthly screenings and educational sessions and track progress to monitor and provide feedback to participants. award healthy lifestyle choices and improvements in health status of: blood pressure reading; weight and regular exercise. partner resources: educational materials provided by the aha/asa and other organizations. self management risk assessment tool to be utilized to encourage individual accountablity and self monitoring; blood pressure equipment and personnel. by WHEN: the program will be designed in the first two quarters of 2017 and implementation will be rolled out in fourth quarter of 2017. will action address disparity: yes. interventions are positioned to provide greater access to educational materials and clinical follow up, should this be necessary. first responders will be engaged with a primary care physician, if needed. access to primary and specialty care services will be enhanced. Prevent HIV Opportunities for advancing HIV prevention have been increasing over the past five years. New York State (NYS) has virtually eliminated mother-to-child HIV transmission (MTCT) with only two (2) positive births out of 240,000 live births in 2013, and zero (0) positive births in 2015. TBHC has not been the site of any HIV positive births in over seven (7) years. Earlier in the HIV epidemic 30% of all births to HIV-positive women resulted in HIV-positive births. This is a huge "win" for HIV prevention, largely due to proactive outreach and HIV testing initiatives. Pregnant patients are tested when they seek prenatal care, and again in their third trimester. additionally, if a HIV-positive patient is known to the institution, who is not adhering to recommended treatment, tbhc clinical staff performs intensive outreach to bring that patient into care, to reduce their vital load to non-transmissible levels. Finally, if staff is not able to fully engage a patient during pregnancy to reduce their viral load, medication is provided to the newborn at time of delivery and afterward to most effectively reduce the risk of viral transmission. TBHC and the MSPPS are actively collaborating on project 4.c.ii (Increase early access to and retention in, HIV care). TBHC will advance these DSRIP project goals and utilize them in this Plan project. Knowledge of HIV status is essential in order to prevent transmission. If a patient is positive, TBHC staff works closely with them to ensure that they are engaged in care, on medication, and that their viral load is reduced to below transmissible levels. The current hospital-wide Viral Load Suppression rate is 84%, increased from 80% in 2013, and clinical leaders aim to continue this upward trend to 90%, through heightened retention in care efforts. TBHC has also instituted improved HIV testing and care coordination, which includes increased HIV testing in the Emergency Department and Ambulatory Care sites. Two (2) Linkage-to-Care Specialists have been employed and added to any individual patients care team. Their roles involve comprehensive follow-up on all newly identified HIV and Hepatitis C positive patients to ensure they are appropriately connected to care and treatment. TBHC participates in THE BROOKLYN KNOWS AND NYC KNOWS campaigns with a shared goal of encouraging the community to learn their HIV status. The CSP includes advancing these initiatives and promoting HIV education and prevention. TBHC also works in accordance with NYS recently developed Ending the Epidemic 2020 three-point plan (ETE), in support of decreasing new infections and disease progression. 1. Identify persons with HIV who remain undiagnosed and link them to health care. 2. Link and retain persons diagnosed with HIV in health care to maximize virus suppression to maintain health and prevent further transmission. 3. Facilitate access to Pre-Exposure Prophylaxis (PrEP) for high-risk persons to maintain HIV negative status. In 2014 as part of NYSDOH AIDS Institute Adolescent and Young Adult initiative, TBHC developed a Pre-Exposure Prophylaxis program. In 2016, TBHC received funding to continue this program through a sub-contract with SUNY Downstate (NYSDOH AIDS Institute funding). One of the main goals of this initiative is to increase access to PrEP and PEP across NYC. Some of the main objectives of this program are to provide PrEP for youth, establish a PrEP network in Brooklyn that is part of an overall NYC PrEP delivery network and linkage system. See below for the complete plan. Goal: Increase early access to and retention in, hiv care for the brooklyn community. Outcome objectives: increase % of hiv-infected persons with a known diagnosis who are in care by 9% to 72% by 12/31/2017; increase the % of hiv-infected person with known diagnosis who are virally suppressed to 45% by the same date; increase viral load suppression rate to 90% by december 2018. intervention/strategies activities: increase patient retention by reaching out to those who have not been seen in 4+ months; increase access to high quality chronic disease preventative care and management in both clinical and community settings. Process measures: viral load suppression rate target 2017: 45% target 2018: 90% Partner role: community outreach and patient accessibility. Partn 5 PATH CENTER 2244 CHURCH AVENUE BROOKLYN NY 11226 HIV SERVICES WILLIAMSBURG HEALTH CARE CENTER 99-101 DIVISION AVENUE BROOKLYN NY 11211 OUTPATIENT CLINIC LAPROVIDENCIA HEALTH CENTER 1280 DEKALB AVENUE BROOKLYN NY 11221 OUTPATIENT CLINIC MANHATTAN AVENUE HEALTH CENTER 960 MANHATTAN AVENUE BROOKLYN NY 11222 OUTPATIENT CLINIC 61ST STREET FAMILY HEALTH CENTER 771 61ST STREET BROOKLYN NY 11220 OUTPATIENT CLINIC PART I, LINE 7 THE HOSPITAL USED THE COSTING METHODOLOGY THAT WAS USED TO PREPARE THE HOSPITAL'S INSTITUTIONAL COST REPORT. THE COST-TO-CHARGE RATIO AMOUNT FROM THE COST REPORT WAS USED TO CALCULATE LINE 7A, 7B AND 7G. PART I, LINE 7G THE HOSPITAL INCLUDED COSTS TOTALING $16,500,000 FROM PHYSICIAN CLINICS AS SUBSIDIZED HEALTH SERVICES. PART II During 2016, TBHC hosted several Legislative Breakfasts with key elected officials and community based organizations, with the goal of advancing health outcomes for Brooklyn residents. TBHCs Community Service Day was held in Fort Greene Park, and included a mural painting led by a local artist and in collaboration with the Fort Greene Park Conservancy. THBCs annual health fair was a collaborative event with nearby Brooklyn Plaza Medical Center, an FQHC. PART III, LINE 2 The amount reported on line 2 is equal to the Provision for Bad Debts per the Audited Financial Statements ("AFS"). The explanation of the methodology used to estimate this amount can be found in Footnote 2 on pages 10-11 of the attached AFS. Part III, Line 3 The amount was derived by applying a cost-to-charge ratio to bad debt expense. PART III, LINE 4 The text of the footnote that describes bad debt expense can be found on pages 10-11 of the attached audited financial statements. PART III, line 8 THE AMOUNT REPORTED ON LINE 6 WAS DERIVED BY USING THE MEDICARE ALLOWABLE COSTS AS REPORTED ON THE HOSPITAL'S NEW YORK STATE INSTITUTIONAL COST REPORT AND THE APPLICABLE ADJUSTMENTS FROM WORKSHEET B. PART III, line 9b THE DEBT COLLECTION POLICY IS ADDRESSED IN THE HOSPITAL'S FINANCIAL ASSISTANCE POLICY. PATIENTS THAT ARE ELIGIBLE FOR FINANCIAL ASSISTANCE ARE ASSIGNED TO THE APPROPRIATE FINANCIAL CLASS. THE HOSPITAL MAKES AN ATTEMPT TO NEGOTIATE PAYMENT PLANS FOR ANY REMAINING BALANCE DUE AFTER FINANCIAL ASSISTANCE IS PROVIDED. PART VI, line 2 In Take Care NY 2020, Every Neighborhood, Every New Yorker, Everyones Health Counts, the New York City Health Department lists socio-economic statistics and health outcomes for each of the citys neighborhoods. In preparation for development of its community needs assessment ("CHNA"), the brooklyn hospital center (TBHC) reviewed the take care ny 2020 report, the prevention agenda toward the healthiest state, the mount sinai pps community needs assessment, the need for caring in north central brooklyn community needs assessment and tbhc's community advisory board's assessment to select tbhc's two (2) priorities and one (1) health disparity. tbhc's chna will attempt to advance the objectives expressed in these reports and represents a collaborative approach to community health planning. the institution's aim is consistent with the state's healthiest state goals - to promote access to quality health care and eliminate health disparities in brooklyn, by working collaboratively and effectively with residents, community leaders and neighboring health care providers. TBHC has been working with numerous community providers and neighbors. The Good Neighbors campaign is centered on community engagement and collaboration with local neighboring institutions that make up the fabric of Brooklyn. A complete listing of the Good Neighbors members is included in this report. In addition, providers such as Wyckoff Heights Hospital, Kingsbrook, Brookdale, SUNY-Downstate, as well as Long Island University, Medgar Evers, NorthSide Family and Children Center, New Direction NY College of Technology, St Francis College, Pratt Institute, St. Joseph, Women Conquering Cancer, Women Ministry Baptist Church, YMCA Community Center, Good Shepherds Family Services, and the 88th Police Precinct, are partners in the stated community health initiatives. TBHC also recognizes that collaboration and coordination with an engaged community advisory board ("CAB") is essential to advance the community's interests and garner local support of services. tbhc's cab consists of 15 community leaders who represent many constituencies throughtout brooklyn. the cab meets formally once a month to provide guidance and direction for tbhc. The CAB recently participated in an online community health needs assessment survey. In the fall of 2016, each CAB member was provided with a link to the survey and they were asked to complete via SurveyMonkey. The survey questions included the following: * what is your home zip code? * what health screening and education are most needed in your community? * what physician specialties are most needed in the community? * what prevents people in your community from getting medical treatment? * what specific set of services were given that would help tbhc serve brooklyn better? * which of the following suggestions would help tbhc serve brooklyn better? * what are some system-wide healthcare improvements that could benefit the community? * general demographic questions - gender, ethnicity, religion The CAB survey findings showed that high blood pressure and diabetes screening, mental services and heart disease education were most needed in the community. These responses were comparable and consistent with the general responses from the 2013 Need for Caring - North-Central Brooklyn Community Health Needs Assessment, a report generated by a working group of community health providers which TBHC sponsored. In addition, these results are consistent with the MSPPS Community Needs Assessment. Responses to the question, "what prevents the community from attainment of medical treatment" were as follows: * uncertainty as to when to see a physician * inability to attain a timely appointment * lack of insurance * inability to afford the co-pay Specialty health care services most needed in the community include geriatrics, behavioral health, cardiology, family medicine and pain management. The CAB survey findings were similar to the 2013 Need for Caring - North-Central Brooklyn Community Health Needs Assessment and reinforce the barriers to health care services for residents, which are: * lengthy appointment wait times * lack of health insurance * inability to pay a medical bill * inappropriate use of the emergency department for primary care needs PART VI, line 3 WHILE THE BROOKLYN HOSPITAL CENTER PROVIDES FINANCIAL AID TO PATIENTS IN ACCORDANCE WITH PUBLIC HEALTH LAW 2807 (K) (9-A), THE UNDERLYING MOTIVATION FOR ITS FINANCIAL ASSISTANCE PROGRAM (FAP) IS TO ADDRESS THE NEEDS OF THE INDIGENT, UNDERINSURED AND UNINSURED IN THE COMMUNITY. FAP INFORMATION IS DISTRIBUTED TO ALL PATIENTS THROUGH ADMISSIONS MATERIAL, A BROCHURE, AND FINANCIAL COUNSELING. THE APPLICATION PROCESS IS SIMPLE AND THE PROGRAM OFFERS A FEE-SCALE FOR THOSE WHO QUALIFY. FAP FACILITATES ACCESS TO CARE FOR ALL WHO NEED IT, DESPITE THEIR ABILITY TO PAY. NEARLY 1,500 PATIENTS BENEFITED FROM FAP ANNUALLY. THE BROOKLYN HOSPITAL CENTER IS COMMITTED TO PROVIDING THESE PATIENTS WITH THE SAME QUALITY CARE RENDERED TO ALL PATIENTS.CBOS THE HOSPITAL PROVIDES FREE CLINICAL SCREENINGS, DISTRIBUTES HEALTH LITERATURE, OFFERS HEALTH EDUCATION, CONDUCTS WORKSHOPS, AND MAKES REFERRALS TO ITS SERVICES AND PROGRAMS. SPEAKERS BUREAU - THE BROOKLYN HOSPITAL CENTER HAS CREATED AN EXPERTS' LIST FROM ITS PHYSICIANS, NURSES, NUTRITIONISTS, THERAPISTS, PHARMACISTS AND OTHER HEALTH CARE PERSONNEL. THESE EXPERTS AND OTHER QUALIFIED PERSONNEL PROMOTE THE HOSPITAL'S MISSION AND SPEAK TO ORGANIZATIONS IN NEW YORK CITY AND LONG ISLAND, THROUGHOUT THE BOROUGH, AND IN OUR LOCAL NEIGHBORHOODS ON A RANGE OF HEALTH TOPICS. PART VI, line 4 THE BROOKLYN HOSPITAL CENTER IS AN EXISTING, 464-BED FULL SERVICE COMMUNITY TEACHING HOSPITAL LOCATED AT 121 DEKALB AVENUE, BROOKLYN (KINGS COUNTY), NY 11201. FOUNDED IN 1845, THE BROOKLYN HOSPITAL CENTER WAS BROOKLYN'S FIRST HOSPITAL. THE BROOKLYN HOSPITAL CENTER IS NOT ONLY THE FIRST VOLUNTARY HOSPITAL ESTABLISHED IN THE BOROUGH OF BROOKLYN, BUT ONE THAT THROUGHOUT ITS HISTORY HAS BEEN AT THE FOREFRONT OF MEDICINE AND THE CARE OF THE SICK IN ITS NEIGHBORHOOD. TODAY,MORE THAN EVER, THE BROOKLYN HOSPITAL CENTER PLAYS A CRITICAL ROLE IN MEETING THE HEALTH CARE NEEDS OF THE OVER ONE MILLION RESIDENTS WHO LIVE IN THE COMMUNITIES SERVED BY THE HOSPITAL. THESE COMMUNITIES ARE WITHIN THE FOLLOWING ZIP CODES: 11201, 11203, 11204, 11205, 11206, 11207, 11208, 11209, 11210, 11211, 11212, 11213, 11216, 11217, 11219, 11220, 11221, 11222, 11223, 11225, 11226, 11228, 11232, 11233, 11236, 11237, AND 11238. THE BROOKLYN HOSPITAL CENTER'S PRIMARY SERVICES AREAS INCLUDE CENTRAL AND NORTHWEST BROOKLYN. THESE NEIGHBORHOODS INCLUDE: FORT GREENE, DOWNTOWN BROOKLYN, BUSHWICK, WILLIAMSBURG, FLATBUSH, CROWN HEIGHTS, BEDFORD STUYVESANT, GREENPOINT, EAST NEW YORK, BROWNSVILLE, BORO PARK, SUNSET PARK, FORT HAMILTON PARKWAY, AND BENSONHURST. THE BROOKLYN HOSPITAL CENTER'S SECONDARY SERVICE AREAS COVER THE BOROUGH OF BROOKLYN AND LOWER MANHATTAN. THE BROOKLYN HOSPITAL CENTER'S SERVICE POPULATION IS CULTURALLY AND ETHNICALLY DIVERSE. IT IS COMPRISED LARGELY OF MINORITY RACIAL AND ETHNIC GROUPS. MORE THAN 80% OF THE RESIDENTS IN THE COMMUNITY ARE BLACK OR HISPANIC. WITHIN THESE GROUPINGS, THERE ARE LARGE NUMBERS OF RESIDENTS FROM JAMAICA, THE DOMINICAN REPUBLIC, HAITI, TRINIDAD AND TOBAGO, MEXICO, AND OTHER CARIBBEAN COUNTRIES. PART VI, line 5 THE BROOKLYN HOSPITAL CENTER'S COMMUNITY OUTREACH PROGRAM IS BASED ON OUR DEDICATION TO PROVIDE OUR COMMUNITY ACCESS TO EXCELLENT CARE AND OUR COMMITMENT TO BECOMING THE HEALTH CARE INSTITUTION OF CHOICE FOR RESIDENTS OF BROOKLYN AND BEYOND. THROUGH COMMUNITY OUTREACH, THE BROOKLYN HOSPITAL CENTER SEEKS TO ESTABLISH MEANINGFUL PARTNERSHIPS WITH THE FAITH-BASED COMMUNITY, EDUCATIONAL INSTITUTIONS, LEGISLATIVE AND APPOINTED OFFICIALS, THE BUSINESS AND NONPROFIT SECTORS, COMMUNITY-BASED ORGANIZATIONS (CBOS), AND OTHER GROUPS TO PROMOTE WELLNESS AND A HEALTHIER LIFESTYLE FOR ALL COMMUNITY RESIDENTS. SOME OF OUR COMMUNITY OUTREACH INITIATIVES INCLUDE: COMMUNITY EVENTS - THE BROOKLYN HOSPITAL CENTER CONNECTS WITH THE COMMUNITY BY PARTICIPATING IN EVENTS OF MUTUAL INTEREST TO THE HOSPITAL AND ITS PATIENT POPULATION. BY ATTENDING RELEVANT MEETINGS, HOLDING MEMBERSHIPS ON KEY COMMITTEES AND IN CBOS, SUPPORTING ORGANIZATIONS AND WORTHY CAUSES THROUGH SPONSORSHIPS, AND PARTICIPATING IN THE BOROUGH'S MAJOR EVENTS, THE BROOKLYN HOSPITAL CENTER REINFORCES ITS COMMITMENT TO BEING A VIBRANT AND VIABLE MEMBER OF THE COMMUNITY. THE HOSPITAL MAINTAINS A DIRECT LINK TO THE COMMUNITY THROUGH ITS COMMUNITY OUTREACH PROGRAM. HEALTH FAIRS - THE BROOKLYN HOSPITAL CENTER PARTICIPATES IN SCORES OF LOCAL HEALTH FAIRS EACH YEAR. UPON REQUEST FROM CHURCHES, SCHOOLS, SERVICE AGENCIES, BUSINESSES, AND OTHER CBOS THE HOSPITAL PROVIDES FREE CLINICAL SCREENINGS, DISTRIBUTES HEALTH LITERATURE, OFFERS HEALTH EDUCATION, CONDUCTS WORKSHOPS, AND MAKES REFERRALS TO ITS SERVICES AND PROGRAMS. SPEAKERS BUREAU - THE BROOKLYN HOSPITAL CENTER HAS CREATED AN EXPERTS' LIST FROM ITS PHYSICIANS, NURSES, NUTRITIONISTS, THERAPISTS, PHARMACISTS AND OTHER HEALTH CARE PERSONNEL. THESE EXPERTS AND OTHER QUALIFIED PERSONNEL PROMOTE THE HOSPITAL'S MISSION AND SPEAK TO ORGANIZATIONS IN NEW YORK CITY AND LONG ISLAND, THROUGHOUT THE BOROUGH, AND IN OUR LOCAL NEIGHBORHOODS ON A RANGE OF HEALTH TOPICS. PART VI, line 6 COMMUNITY ADVISORY BOARD - ONE OF THE WAYS THAT THE BROOKLYN HOSPITAL CENTER KEEPS CONNECTED TO THE COMMUNITY IS THROUGH ITS COMMUNITY ADVISORY BOARD (CAB). THE CAB IS A DIVERSE GROUP OF INDIVIDUALS WITH STRONG TIES TO THE COMMUNITY WE SERVE. EACH ADVISOR HAS AN UNDERSTANDING OF HOW OUR HOSPITAL WORKS. THIS KNOWLEDGE ENABLES US TO TAILOR OUR PROGRAMS AND SERVICES SO THAT THE BROOKLYN HOSPITAL CENTER MEETS THE SPECIFIC HEALTH CARE NEEDS OF THE FAMILIES IN OUR NEIGHBORHOODS. PURPOSE OF THE CAB: - ASSIST IN ASSESSING AND INDENTIFYING THE HEALTH NEEDS OF THE COMMMUNITY - OFFER GUIDANCE IN IDENTIFYING LOCAL STRENGTHS, WEAKNESSES, OPPORTUNITIES AND POTENTIAL THREATS TO THBC - CULTIVATE AND MAINTAIN RELATIONSHIPS WITH COMMUNITY LEADERS, COMMUNITY BASED ORGANIZATIONS (CBOS), AND CIVIC GROUPS TO STRENGTHEN THE HOSPITAL'S LINK TO THE COMMUNITY - ASSIST HOSPITAL ADMINISTRATION IN ITS COMMUNITY OUTREACH EFFORTS ORGANIZE COMMUNITY FORUMS OF MUTUAL INTEREST TO THE BROOKLYN HOSPITAL CENTER AND THE COMMUNITY - MONITOR THE BROOKLYN HOSPITAL CENTER'S PATIENT SATISFACTION PROCESS TO ENSURE THAT ISSUES ARE ADDRESSED AND RESOLVED APPROPRIATELY - COMMUNICATE HOW OUR COMMUNITY VIEWS THE BROOKLYN HOSPITAL CENTER, THE COMMUNITY ADVISORY BOARD OF THE BROOKLYN HOSPITAL CENTER IS COMMITTED TO REMAINING INFORMED ABOUT THE HOSPITAL'S MISSION, PROGRAMS, ACTIVITIES, ACCOMPLISHMENTS, AND STRATEGIC PLAN. PATH CENTER COMMUNITY ACTIVITIES - THBC HAS AN EXTENSIVE HIV OUTREACH PROGRAM THAT INVOLVES ON-SITE TESTING AT LOCAL ORGANIZATIONS AS WELL AS AN ANNUAL HIV TESTING DAY. THE BROOKLYN HOSPITAL CENTER ALSO IS A MEMBER OF A PATH COMMUNITY ADVISORY BOARD THAT MEETS ON A QUARTERLY BASIS TO DISCUSS AND SHAPE THE PROGRAM TO ENSURE THAT IT IS RESPONSIVE TO THE NEEDS OF THE COMMUNITY. PART VI, LINE 7 NY X X X X X false true false false false false false false false John Gupta EVP & Chief Strategy Officer 510000 0 82000 0 17084 0 8150 0 8934 0 626168 0 0 0 Stacy Friedman Esq SR VP & General Counsel 358532 0 50000 0 17084 0 8150 0 8934 0 442700 0 0 0 Mary Anne Healy-Rodriguez SR VP & CNO thru October 2018 282500 0 45000 0 13761 0 7900 0 5861 0 355022 0 0 0 Michael Cabbad MD CHF OF SVC OBGYN 780656 0 144874 0 16815 0 7881 0 8934 0 959160 0 0 0 J Anders Cohen MD Physician 758733 0 131728 0 11980 0 8150 0 3830 0 914421 0 0 0 Shalom Buchbinder MD SR VP and CMO 701050 0 75000 0 17084 0 8150 0 8934 0 810218 0 0 0 James Gasparino CHF of SVC Medicine 610000 0 100000 0 6176 0 2346 0 3830 0 722352 0 0 0 Vasantha Kondamudi MD EVP, Chief Medical Officer 458181 0 100000 0 8150 0 8150 0 0 0 574481 0 0 0 Armand Asarian Chief Academic Officer 454054 0 0 0 17084 0 8150 0 8934 0 488222 0 0 0 Gaetano Mennonna SR VP Human Resources 325000 0 75000 0 17084 0 8150 0 8934 0 434168 0 0 0 Angela Kerr Physician 496917 0 0 0 13531 0 7689 0 5842 0 523979 0 0 0 Gary Terrinoni President & CEO 1070000 0 250000 0 11980 0 8150 0 3830 0 1343960 0 0 0 Donna Thomas VP Audit & Compliance 178981 0 0 0 7273 0 4772 0 2501 0 193527 0 0 0 Sarath Reddy Physician 650131 0 50000 0 2000 0 2000 0 0 0 704131 0 0 0 Robert Aulicino SVP & COO 367981 0 45000 0 5173 0 5173 0 0 0 423327 0 0 0 Sam J Amirfar MD Chief Medical Info Off & CIO 250000 0 50000 0 6894 0 6894 0 0 0 313788 0 0 0 Pratibha Vemulapalli MD Chair, Dept of Surgery 610000 0 50000 0 8934 0 0 0 8934 0 677868 0 0 0 Sharon Wickes CFO 220106 0 28000 0 9077 0 5247 0 3830 0 266260 0 0 0 Judy McLaughlin SR VP & CNO, as of Oct. 2018 250176 0 0 0 3524 0 606 0 2918 0 257224 0 0 0 Joseph Fetto Physician 550232 0 75000 0 8150 0 8150 0 0 0 641532 0 0 0 Madhavi Reddy Physician 431736 0 68843 0 17084 0 8150 0 8934 0 534747 0 0 0 PART I, LINE 4 THE PRESIDENT AND CEO IS THE SOLE PARTICIPANT OF THE ORGANIZATION'S SUPPLEMENTAL EXECUTIVE RETIREMENT PLAN. NO PAYMENT WAS MADE FROM THIS PLAN DURING THE YEAR ENDED DECEMBER 31, 2018. FORM 990, PART I, LINE 7B AND PART V, LINE 3A: FORM 990-T WAS FILED EXCLUSIVELY TO REPORT QUALIFIED TRANSPORTATION AND PARKING FRINGE BENEFITS UNDER SECTION 512(A)(7) FOR THE PERIOD BEGINNING JANUARY 1, 2018 THRU DECEMBER 31, 2018. FORM 990, PART VI, LINE 6 THE BROOKLYN HOSPITAL CENTER (THE "ORGANIZATION")IS A MEMBERSHIP CORPORATION, WITH AT LEAST FIVE MEMBERS PURSUANT TO ITS BYLAWS. THE MEMBERS ELECT THE ORGANIZATON'S BOARD OF TRUSTEES. FORM 990, PART VI, LINE 7A The Members have the sole authority to establish from time to time the number of Trustees that shall comprise the entire Board (either pursuant to Section 3.02 or by amendment of the Bylaws as permitted by Article VIII) and to remove any Trustee with cause. FORM 990, PART VI, LINE 7B Except as may be limited by applicable law governing health care institutions, the Members have such other powers and authority as are afforded to the Members under the Corporation's Certificate of Incorporation or generally to members of not-for-profit corporations under the laws of the State of New York. FORM 990, PART VI, LINE 11B THE FORM 990 WAS REVIEWED BY THE CHAIRMAN OF THE BOARD OF TRUSTEES, THE CHAIRMAN OF THE FINANCE COMMITTEE, THE PRESIDENT & CEO AND THE CHIEF FINANCIAL OFFICER. THE FORM 990 WAS ALSO PROVIDED TO THE MEMBERS OF THE BOARD OF TRUSTEES PRIOR TO FILING. FORM 990, PART VI, LINE 12C THE VP OF AUDIT AND COMPLIANCE REVIEWS ALL ANNUAL CONFLICT OF INTEREST QUESTIONNAIRES. ALL POSITIVE RESPONSES ARE REVIEWED WITH THE CEO AND GENERAL COUNSEL. ALL MATERIAL RESPONSES ARE REPORTED TO THE AUDIT AND COMPLIANCE COMMITTEE OF THE BOARD, ALONG WITH RECOMMENDED ACTIONS. IF A CONFLICT ARISES THEN THE VP OF AUDIT AND COMPLIANCE GATHERS ADDITIONAL INFORMATION FROM THE REPORTER AS NECESSARY. POSITIVE RESPONSES ARE REVIEWED BY THE VP OF AUDIT AND COMPLIANCE, CEO, AND COUNSEL, AND THIS GROUP DETERMINES WHICH IF ANY RESPONSES REPRESENT A CONFLICT. THE CEO WILL THEN TAKE SUCH ACTION AS IS DEEMED APPROPRIATE TO ELIMINATE THE CONFLICT OF INTEREST, INCLUDING SUCH STEPS AS REASSIGNMENT OF RESPONSIBILITIES OR ESTABLISHMENT OF PROTECTIVE ARRANGEMENTS. IF THE MATTER INVOLVES A BOARD MEMBER OR OFFICER, APPROPRIATE ACTION WILL BE DETERMINED BY THE BOARD. FORM 990, PART VI, LINES 15A & 15B THE COMPENSATION SUBCOMMITTEE OF THE EXECUTIVE COMMITTEE OF THE BOARD OF TRUSTEES COMPRISED OF INDEPENDENT PERSONS WHO ARE MEMBERS OF THE BOARD OF TRUSTEES MEET TO REVIEW AND DISCUSS COMPARABLE MARKET DATA FOR SIMILAR POSITIONS AT SIMILAR INSTITUTIONS AND OTHER RELEVANT ISSUES AND CHALLENGES AT THE HOSPITAL AS WELL AS HOSPITAL AND CEO PERFORMANCE. AFTER REVIEW AND DELIBERATION, THE COMMITTEE APPROVES ACTIONS TO BE IMPLEMENTED. MINUTES OF COMMITTEE MEETINGS INCLUDING DELIBERATIONS AND DECISIONS ARE RECORDED DURING THE MEETING AND REVIEWED AND APPROVED AS APPROPRIATE AT THE FOLLOWING MEETING. THE SAME PROCESS APPLIES TO MEMBERS OF THE EXECUTIVE STAFF, DEPARTMENT CHAIRS AND OTHER HIGHLY COMPENSATED STAFF EXCEPT THAT THE PRESIDENT AND CEO MAKES COMPENSATION RECOMMENDATIONS TO THE COMMITTEE FOR THOSE EMPLOYEES. FORM 990, PART VI, LINE 19 UPON REQUEST, THE ORGANIZATION WILL MAKE AVAILABLE ONLY THOSE DOCUMENTS REQUIRED TO BE DISCLOSED UNDER THE PUBLIC INSPECTION LAWS. 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