2017-11-10T09:39:18-06:00 2016-12-31 ERNST & YOUNG US LLP 5 TIMES SQUARE NEW YORK NY 100366530 990 2016-01-01 132997301 ST LUKE'S-ROOSEVELT HOSPITAL CENTER % KENNETH BARRITT STLU 2126054217 1111 AMSTERDAM AVENUE NEW YORK NY 10025 DONALD SCANLON EVP,SYSTEM CFO & CCS 6466054217 2017-11-01 true LAURA KIELCZEWSKI P00740769 2127733000 164.57.159.253 26308520173145000008 2017-11-10 P 8ACB8C7B986F8B93DE80961C4CAF1DB31113D0FB 050F75853A9F423F493495C03CDD05FDA32C01D0 2016 2017-02-10 21:41:12Z see schedule o DONALD SCANLON 150 WEST 42ND STREET NEW YORK NY 10017 1142934755 false X http://www.mountsinaihealth.org/ X 1864 NY SERVES THE HEALTH CARE NEEDS OF THE NY COMMUNITY THRU PRIMARY&TERTIARY CARE SVCS TO INPATIENTS & OUTPATIENTS WHILE ALSO PROVIDING CLINICAL EDUCATION&ENGAGING IN CLINICAL RESEARCH. 39 39 7035 247 3057522 -220040 5420918 2693174 993615324 929589705 87456666 112992468 98324183 96463794 1184817091 1141739141 0 0 0 0 672971108 580730359 0 0 0 438275968 479280107 1111247076 1060010466 73570015 81728675 867731171 946785909 885765767 886205037 -18034596 60580872 X St. Luke's-Roosevelt Hospital Center, formed by merger in 1979, is a combination of three hospitals, each with a distinguished history of accomplishment and public service. St. Luke's Hospital was founded in 1846, in affiliation with the Episcopal Church to Provide care for the sick poor. Women's Hospital was established in 1855, for the treatment of diseases peculiar to women. Roosevelt Hospital, chartered in 1864, was dedicated to the reception and relief of sick and diseased persons. From the beginning, the Hospitals have considered spiritual, moral and emotional support for their patients as integral to the important work of healing. They have been aided by the contributions of people of good will of many faiths and moral and ethical traditions in a truly ecumenical effort. false false 982674737 0 940716458 THE HOSPITAL PROVIDES SIGNIFICANT LEVELS OF TERTIARY CARE AND SPECIALIZED SERVICES AND PROGRAMS TO TREAT COMPLEX CLINICAL CONDITIONS. THESE INCLUDE A COMPREHENSIVE CARDIOVASCULAR SURGERY PROGRAM, AN ENDOCRINOLOGY AND OBESITY PROGRAM, A COMPREHENSIVE HAND SURGERY PROGRAM, A RENAL TRANSPLANT PROGRAM AND ONE OF THE LARGEST INPATIENT/OUTPATIENT AIDS PROGRAMS IN NEW YORK CITY. IN ADDITION, THE HOSPITAL MAINTAINS A FULL RANGE OF OUTPATIENT SERVICES. THE HOSPITAL HAS BEEN DESIGNATED AS A TRAUMA CENTER BY THE EMERGENCY MEDICAL SYSTEM OF THE CITY OF NEW YORK AND HAS BEEN DESIGNATED AS A DEPARTMENT OF HEALTH. THE HOSPITAL SERVICED INPATIENTS AND PROVIDED 318,018 CLINIC VISITS AND 149,470 EMERGENCY ROOM VISITS. OVER 78% OF THE APPROXIMATELY 196,465 PATIENT DAYS WERE PROVIDED TO MEDICARE AND MEDICAID PATIENTS. AS A MATTER OF POLICY, THE HOSPITAL PROVIDES CARE TO ALL PATIENTS REGARDLESS OF THEIR ABILITY TO PAY. THE HOSPITAL PROVIDED OVER $72,329,843 OF CHARITY CARE SERVICES AND INCURRED $14,114,281 BAD DEBTS DURING 2016. 982674737 true true false false 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 true false false false true true true true false false true 425 0 true 7035 true true true false false false false true true false false false false X 39 39 true false false false true true true true true false false true true true true true true true true false NY X KENNETH BARRITT 6466054217 150 WEST 42ND STREET NEW YORK NY 10017 BOBBIE ABRAMS TRUSTEE 1.0 4.0 X 0 0 0 ANDREW M ALPER TRUSTEE 1.0 5.0 X 0 0 0 PHILIP BERNEY 41816 TRUSTEE 1.0 5.0 X 0 0 0 FRANK BISIGNANO TRUSTEE 1.0 4.0 X 0 0 0 JEFF T BLAU TRUSTEE 1.0 9.0 X 0 0 0 HENRY M CALDERON TRUSTEE 1.0 4.0 X 0 0 0 PETER CROWLEY TRUSTEE 1.0 5.0 X 0 0 0 EDGAR M CULLMAN JR TRUSTEE 1.0 4.0 X 0 0 0 SUSAN R CULLMAN VICE CHAIRMAN/TRUSTEE 2.0 14.0 X X 0 0 0 JOEL S EHRENKRANZ VICE CHAIRMAN/TRUSTEE 2.0 14.0 X X 0 0 0 JAMES E FLYNN TRUSTEE 1.0 6.0 X 0 0 0 DONALD J GOGEL SENIOR VICE CHAIRMAN/TRUSTEE 2.0 14.0 X X 0 0 0 JEROME R GOLDSTEIN TRUSTEE 1.0 4.0 X 0 0 0 RICHARD A GOLDSTEIN EMERITUS TRUSTEE 1.0 5.0 X 0 0 0 JUDAH GRIBETZ EMERITUS TRUSTEE 1.0 7.0 X 0 0 0 JOHN B HESS TRUSTEE 1.0 4.5 X 0 0 0 ELLEN P KATZ EMERITUS TRUSTEE 1.0 6.0 X 0 0 0 JAMES KEMPNER TRUSTEE 1.0 5.0 X 0 0 0 STANLEY KOMAROFF ESQ TRUSTEE 1.0 5.0 X 0 0 0 JOHN A LEVIN VICE CHAIRMAN/TRUSTEE 2.0 14.0 X X 0 0 0 MARC S LIPSCHULTZ TRUSTEE 1.0 5.0 X 0 0 0 EUGENE MERCY TRUSTEE 1.0 6.0 X 0 0 0 ERIC MINDICH VICE CHAIRMAN/TRUSTEE 2.0 14.0 X X 0 0 0 MICHAEL MINIKES SR VCHAIR/TREASURER/TRUSTEE 2.0 21.0 X X 0 0 0 JAMES NEARY TRUSTEE 1.0 4.0 X 0 0 0 ALICE NETTER TRUSTEE 1.0 5.0 X 0 0 0 BERNARD W NUSSBAUM TRUSTEE 1.0 6.0 X 0 0 0 LEWIS C PELL TRUSTEE 1.0 4.0 X 0 0 0 JUDITH O RUBIN TRUSTEE 1.0 6.0 X 0 0 0 RICHARD RAVITCH vice chairman/TRUSTEE 2.0 17.0 X X 0 0 0 JOAN G SARNOFF TRUSTEE 1.0 4.0 X 0 0 0 ANDREW M SAUL VICE CHAIRMAN/TRUSTEE 2.0 15.0 X X 0 0 0 ROBERT F SAVAGE JR TRUSTEE 1.0 6.0 X 0 0 0 THOMAS W STRAUSS VICE CHAIRMAN/TRUSTEE 2.0 14.0 X X 0 0 0 JAMES S TISCH SENIOR VICE CHAIRMAN/TRUSTEE 2.0 14.5 X X 0 0 0 DAVID WINDREICH TRUSTEE 1.0 5.0 X 0 0 0 JOHN S WINKLEMAN TRUSTEE 1.0 4.0 X 0 0 0 WILLIAM H WRIGHT II TRUSTEE 1.0 5.0 X 0 0 0 MICHAEL ZIMMERMAN TRUSTEE 1.0 3.0 X 0 0 0 PETER W MAY CHAIRMAN/TRUSTEE 2.0 14.0 X X 0 0 0 JOEL I PICKET VICE CHAIRMAN/TRUSTEE 2.0 17.0 X X 0 0 0 BLAINE V FOGG TRUSTEE/VICE CHAIR 2.0 14.0 X X 0 0 0 STEVEN HOCHBERG TRUSTEE/VICE CHAIR 2.0 18.0 X X 0 0 0 Tony Martell EX-OFFICIO trustee 1.0 3.0 X 0 0 0 Dr Malcolm D Reid EX-OFFICIO trustee 1.0 0.0 X 0 0 0 HON ROBERT E RUBIN FORMER TRUSTEE 2.0 14.0 X 0 0 0 JEREMY BOAL MD EVP, SYSTEM CMO 14.0 44.0 X 331512 938649 59053 MICHAEL BRUNO SVP, FINANCE 27.5 33.0 X 322678 322678 40556 KENNETH L DAVIS MD CHIEF EXECUTIVE OFFICER 10.0 48.5 X 761715 3320357 3179142 BETH ESSIG ESQ EVP, GENERAL COUNSEL 8.0 60.5 X 187225 1064282 27989 MARGARET PASTUSZKO EVP,SYSTEM CSIO 11.0 47.0 X 229350 955921 63386 DONALD SCANLON EVP, FINANCE&CHIEF CORP SVCS 10.0 59.5 X 348600 1519567 59287 JEFFREY SILBERSTEIN EVP, SYSTEM CAO 10.0 46.5 X 204526 891543 59838 KUMAR CHATANI EVP, CHIEF INFORMATION OFFICER 11.0 45.5 X 180365 710328 47969 ARTHUR GIANELLI PRESIDENT - ST LUKES 55.0 0.0 X 985129 0 31903 EVAN FLATOW MD PRESIDENT - MSW 30.5 0.0 X 803299 657245 62871 DENNIS S CHARNEY MD PRESIDENT, ACADEMIC AFFAIRS 4.0 54.5 X 153873 1645809 46678 ARTHUR KLEIN MD EVP, PRESIDENT HEALTH NETWORK 17.0 43.5 X 451050 1052449 38908 GLEN DUBIN VICE CHAIRMAN 2.0 40.5 X 0 0 0 RICHARD A FRIEDMAN VICE CHAIRMAN 2.0 14.0 X 0 0 0 HENRY R KRAVIS VICE CHAIRMAN 2.0 14.0 X 0 0 0 NIYUM GANDI EVP CHIEF POP HEALTH OFFICER 12.0 44.5 X 200548 715198 30157 ANDREW SNYDER MD EVP SYSTEM CIO 12.0 44.5 X 213389 760991 22624 JAMES W CRYSTAL vice chairman 2.0 14.0 X 0 0 0 BURTON DRAYER MD EVP, SYSTEM CCAO 7.0 50.5 X 188230 1317608 43395 FREDERICK KLINGSTEIN honorary board chairman 2.0 14.0 X 0 0 0 FRANK CINO SVP, SYSTEM CHIEF RISK OFFICER 11.0 45.5 X 111486 440426 54099 JAMES JONES PHYSICIAN 55.0 0.0 X 626015 0 46300 TIMOTHY DAY CHIEF OPERATING OFFICER 55.0 0.0 X 661029 0 47882 KELLY CASSANO SENIOR MEDICAL DIRECTOR 55.0 0.0 X 598016 0 31569 TRACY BREEN CHIEF MEDICAL OFFICER 55.0 0.0 X 588959 0 50255 ALAN MULTZ CHIEF MEDICAL OFFICER 55.0 0.0 X 483723 0 46822 LAWRENCE ATTIA MD FORMER EX-OFFICIO TRUSTEE 55.0 0.5 X 180554 0 41239 BRENDAN LOUGHLIN FORMER SVP STRAT FINANCE PLAN 27.5 27.5 X 183191 183191 46174 DENISE PELLE FORMER SVP CORP INITIATIVES 9.0 46.0 X 48816 266331 34130 HARRIS NAGLER FORMER SVP, PHYSICIAN IN CHIEF 0.5 55.0 X 0 451577 22911 9043278 17214150 4235137 1345 true true false SIEMENS MEDICAL SOLUTIONS PO BOX 120001 DEPT 0733 DALLAS TX 753120733 IT 3994533 TURNER CONSTRUCTION CO 375 HUDSON STREET 6 FLOOR NEW YORK NY 10014 Const Svs Inc Mat 53334700 MORRISON MANAGEMENT SPECIALIST INC PO BOX 102289 ATLANTA GA 303682289 Food Svc Prod & Mang 6726257 CROTHALL HEALTHCARE INC 13028 COLLECTION CENTER DRIVE CHICAGO IL 60693 Housekeeping/EVS 6655983 CRYSTAL RUN HEALTHCARE LLP 155 CRYSTAL RUN ROAD MIDDLETON NY 10941 Cardiology Services 3026636 99 2693174 116146 2693174 PATIENT SERVICE REVENUE 621110 915816534 915816534 PATHOLOGY LAB 621500 12230086 9172564 3057522 COMMUNITY MENTAL HEALTH ALCOHOL INCOME 624100 1543085 1543085 929589705 5437363 5437363 0 0 4848511 4848511 0 4848511 4848511 108750719 1195614 107555105 107555105 107555105 0 0 0 0 0 0 0 0 0 HEALTHFIRST REVENUE 900099 3080856 3080856 REVENUE FROM DRUG STUDIES & NIH GRANTS 900099 8145897 8145897 CAFETERIA/VENDING INCOME 531390 2796240 2796240 77592290 77592290 91615283 1141739141 937758936 3057522 198229509 0 0 0 0 6460345 5878914 581431 482174 415634 66540 429815581 370294701 59520880 37558291 33802462 3755829 73506740 66022182 7484558 32907228 29551330 3355898 2935251 2935251 1483048 1350626 132422 746484 746484 0 0 0 114194824 114191010 3814 2032348 2032348 30263286 29216623 1046663 12446035 12446035 0 36165972 36165972 2707201 2639517 67684 0 368957 335751 33206 10026687 10026687 0 47654260 47654260 13409919 13409919 MEDICAL SUPPLIES 159446824 159446824 BAD DEBT 14114281 14114281 PASS THROUGH EXPENSES 2207048 2207048 DUES AND MEMBERSHIPS 826451 826451 28251231 27710911 540320 1060010466 982674737 77335729 0 61849242 37005706 0 0 11748008 4367972 104505822 103079536 0 0 0 0 0 0 13803429 14504234 7737735 6751010 1501580903 1057192274 365873031 444388629 9639613 7832375 35040209 34730164 8582659 8438446 0 0 248951423 285687837 867731171 946785909 150149523 164742611 0 0 0 0 0 0 0 0 0 0 271523957 256912741 0 0 464092287 464549685 885765767 886205037 X -115044186 -33848342 37089223 34508009 59920367 59921205 -18034596 60580872 867731171 946785909 X 81728675 -875766 -2237441 X false true X true true true X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED 59920367 838 59921205 59810767 109600 59920367 59802487 8280 59810767 59789437 13050 59802487 59764637 24800 59789437 1.00000 false false 4011676 4011676 21596092 846712376 589915716 278392752 66117886 62636452 3481434 492149199 404444012 87705187 70993676 196096 70797580 444388629 SECURITY DEPOSIT RECEIVABLE 346985 OTHER DEPOSITS RECEIVABLE 35400 MORTGAGE RESERVE FUND 35332567 BOARD-DESIG DEPRECIATION FUND 3000 REAL ESTATE ESCROW 6700067 ESCROW FUND AS REQUIRED 3836427 SPECIFIC PURPOSE FUNDS 57908216 REINSURANCE RECEIVABLES 125050289 MODERNIZATION FUND 56474886 285687837 0 OTHER CURRENT LIABILITIES 23532041 OTHER NON-CURRENT LIABILITIES 201207864 ACCRUED PENSION & POSTRETIREME 68761742 DUE TO AFFILIATED ORGANIZATION 37284722 INSURED LIABILITIES 125050289 DUE TO THIRD PARTY PAYERS 8713027 464549685 SCHEDULE D, PART V, LINE 4 - INTENDED USE OF ENDOWMENT FUNDS PERMANENTLY RESTRICTED NET ASSETS HAVE BEEN RESTRICTED BY DONORS TO BE MAINTAINED BY ST. LUKE'S-ROOSEVELT HOSPITAL CENTER ("SLR") IN PERPETUITY AND THESE ENDOWMENT FUNDS ARE INCLUDED IN LONG TERM INVESTMENTS. UNDER THE POLICIES ESTABLISHED AND APPROVED BY SLR'S INVESTMENT COMMITTEE, DONOR-RESTRICTED ENDOWMENT FUNDS ARE INVESTED IN INCOME-GENERATING INVESTMENT VEHICLES TO GENERATE INCOME AND TO APPRECIATE AND PRESERVE CAPITAL. Central America and the Caribbean Investments 788289 788289 788289 false false true false false false true true X true X true X true true true false true true 24940793 16540537 8400256 0.00800 268425228 207401422 61023806 0.05830 293366021 223941959 69424062 0.06630 16216253 16216253 0.01550 84923551 33040876 51882675 0.04960 113948102 107111369 6836733 0.00650 5059367 5509367 220147273 145661612 74935661 0.07160 513513294 369603571 144359723 0.13790 false 14114281 158531912 185744437 -27212525 X true true 2 1 ST LUKE'S HOSPITAL 1111 AMSTERDAM AVENUE NEW YORK NY 10025 www.stlukeshospitalnyc.org 7002032H X X X X X 2 ROOSEVELT HOSPITAL 1000 TENTH AVENUE NEW YORK NY 10019 WWW.ROOSEVELTHOSPITALNYC.ORG 7002032H X X X X X ST LUKE'S HOSPITAL 1 false false true X X X X X X X X X 14 true true false true X see part v, section c X true 15 true see part v, section c false true X 100 400. X X X X true true X 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 true X false false ROOSEVELT HOSPITAL 2 false false true X X X X X X X X X 14 true true false true X see part v, section c X true 15 true see part v, section c false true X 100 400. X X X X true true X 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 true X false false SCHEDULE H, PART V, LINE 5 A key philosophy of the CNA is recognizing that both quantitative data and qualitative data are crucial to a comprehensive assessment of community need in the Mount Sinai Performing Providers System (PPS) proposed service area. This area includes five boroughs in NYC (Brooklyn, Bronx, Manhattan, Queens, and Staten Island), as well as Westchester County. The population examined in the CNA includes the overall New York State population and in particular the New York City population. The New York City population accounts for 43% of New York States population. New York City population has a greater proportion of African Americans, Asians, Latinos, and multi-racial residents than the rest of the state, with nearly half of the population speaking a language other than English. With respect to income and education, Manhattan residents have the highest income as well as the highest high school and college graduation rates, while those in the Bronx account for the lowest income and lowest college graduation rates. The populations in Queens and the Bronx have the highest illiteracy rates. Unemployment rates are the highest in the Bronx and Brooklyn. The population living below the poverty level is greatest in the Bronx, followed by Brooklyn, Manhattan, and Queens, and Staten Island. In particular, housing and homelessness is widespread in New York City. The CNA also has data on all-payer populations, which includes Medicaid beneficiaries. Brooklyn Medicaid beneficiaries account for a third of the total citywide Medicaid population with more than 1.2 enrollees. Brooklyn and the Bronx have more Medicaid beneficiaries in the ages of 18-44, while Queens has more Medicaid members who are seniors. The populations studied included a cross section of residents and organizations covering all five boroughs with a concentration on people with limited means and medical coverage. The study did include all relevant types of payers including government sponsored, private insurance and self-pay (self-pay includes patients that would require financial assistance from the hospital). Initially, we used quantitative measures available in the states data books and other identified data sources that align with the DSRIP metrics for measuring the success of each project. We also used data that PPS stakeholders designated as critical for successful project planning and execution. In addition, existing CNAs conducted by Mount Sinai PPS hospital partners were examined for this analysis. Data for about 500 indicators was collected from a wide range of data sources, including the Census, SPARCS, Epiquery, Salient Dashboards, and other publicly available data sources. These indicators fall under the following categories: Demographics, Mortality, Hospitalizations, Barriers to Accessing Health Care, Health Care Resources, and Community Resources. The extensive quantitative data collected provides a wealth of comprehensive information on the health status and community needs in the PPS service area. For this assessment, PPS providers and community members in the Mount Sinai PPS service area were surveyed to confirm and validate quantitative feedback identified through the data analysis. The provider surveys also address any resource gaps, such as a lack of adequate behavioral health providers to meet the needs identified in the CNA, present among our providers. Partners and stakeholders were surveyed from October through November 2014 through Survey Monkey, an online survey tool. In addition to completing web-based surveys, stakeholder engagement groups were convened with community based organizations in each borough, which included local neighborhood and council participants, borough presidents, advocacy groups and social services organizations. These discussion forums covered participants representing the spectrum of services within the PPS, further detailed in the Appendix, and even included a large proportion of non-PPS representation. Town hall style forums were conducted in each borough to gather more qualitative information, validate findings and solicit additional input. Beyond these community based forums, the CNA was also posted online for public input and commentary. Organizations represented in this process covered special populations, i.e. substance abuse, behavioral health, HIV, seniors and persons with disabilities, as well as representatives of low-income housing, homecare, outreach workers, community social works, legal aid, public health providers, homeless shelters, transitional housing, foster care and EMS. The intent was to capture as broad a set of inputs as possible, using pre-established community forums and advocacy groups that had trusted thought leaders from the community. Once data was gathered from the various data sources and the accompanied survey, we conducted a thorough analysis of the current state of the community, summary of provider organizations, and review of the populations health care needs. The CNA focused on the health needs in the service area and includes analyses by population for the Medicaid, duals, uninsured and all-payer populations. By comparing the indicators of these payer groups, we can examine the health disparities between those with access to coverage and those without. Quantitative data were selected based on their alignment with the DSRIP metrics and milestones for each domain and project category. To the extent possible, data sources with statewide, citywide, borough, and county-level data were selected. Details on the data, including the definition of the indicator, data source, year(s), geography, location, and data type, were compiled in a standardized template. Data were then collected and verified as being accurate and reproducible to their source. Throughout the CNA process, we engaged partners and the public in meaningful dialogue to better understand community needs, challenges and barriers to accessing care, and disparities in service provision and health outcomes. To ensure full transparency, we provided multiple opportunities for feedback and input through document review, survey instruments, webinar, and local meetings. The Mount Sinai PPS Clinical Committee and subgroups were intimately involved in selecting health care indicators, vetting gathered data, and evaluating the analysis. An analysis of topline results from the data was shared with our partners at the Mount Sinai PPS October 16th Town Hall to gather insights. Provider feedback from this event was distributed to planning committees the following week to be more closely vetted and incorporated into project planning. To engage our provider partners in the development of the CNA, we had providers form breakout groups in the following categories: Post-Acute Care Transitions, Disease Management, Care Coordination and Patient Engagement, and Behavioral Health and Primary Care Integration. These small groups were then instructed to brainstorm data points they felt the CNA should include based on those key strategies. Providers suggested a wide range of data needs, including measures showing patients' access to stable housing, service coordination with the criminal justice system, and the impact of trauma on patients. These suggestions were compiled, posted on the PPS website, and incorporated into the CNA survey. Qualitative data were derived from Mount Sinai PPS provider partner survey results, which collected on-the-ground insights from providers on key community health needs and barriers to accessing care. Respondents answered 62 questions divided into six components: Organizational Information, Access to Health Care Services, Care Coordination, Population Health, Health Care Barriers, and Patient Centered Medical Homes. Of the approximately 200 parent organization and unique standalone organizations in our PPS, 190 completed and submitted a survey. Many stakeholder organizations contributed to the CNA, including The Brooklyn Hospital Center, several federally qualified health centers, such as William F. Ryan Community Health Center. ArchCare, Coordinated Behavioral Care IPA network member agencies, and Visiting Nurse Service of New York were additional respondents. (See Appendix A of the CNA, which can be found on our website at http://www.mountsinai.org/locations/mount-sinai/about/community, for a complete list.) In addition, the PPS asked providers to complete a comprehensive survey which captured data on provider readiness and gaps in care. Input and dialogue was encouraged through PPS committee meetings and local community boards. A critical aspect of these local meetings was to review and discuss findings from the qualitative data analysis. The feedback received was incorporated into the qualitative analysis and included in the CNA. Furthermore, the general public, including community leaders, were invited to comment on topline CNA results posted on the PPS webpage, distributed through PPS listserv, and noted in the PPS weekly newslette SCHEDULE H, PART V, LINE 6A THE COMMUNITY HEALTH NEEDS ASSESSMENTS FOR ST. LUKE'S AND ROOSEVELT HOSPITALS WERE CONDUCTED IN CONJUNCTION WITH EACH OTHER. schedule h, part v, line 7a The combined CHNA for St. Luke's Hospital and Roosevel Hospital is located at the following link: http://www.mountsinai.org/locations/st-lukes/about/community Schedule H, Part V, Line 10a The combined implementation strategy for St. Luke's Hospital and Roosevel Hospital is located at the following link: http://www.mountsinai.org/locations/st-lukes/about/community SCHEDULE H, PART V, LINE 11 THE HOSPITAL HELPED MEED THE COMMUNITY NEEDS (CN) AS OUTLINED BELOW: CN1 Lack of Access to Social Services: Social services are generally provided by our community partners. The hospital provides patients with lists of resources they can contact. CN2 Increase access to specialty care: The hospital provides significant specialty care services for both inpatient and outpatient services including but not limited to: orthopedics, maternity, ear nose and throat/head and neck, cardiology and cardiac surgery. CN3 Shortage of mental health services: The hospital provides both inpatient and outpatient mental health services. CN4 Shortage of primary care services: St. Lukes Roosevelt Hospital dba Mount Sinai St. Lukes (MSSL/W) provides primary care at the main hospital campus as well as at Mount Sinai Doctor practices throughout Manhattan. Affiliation agreements with City MD and CVS Minute Clinics. CN5 Shortage of dental care services: MSSL/W does not offer dental services. Services are provided by other community partners including the Ryan Health Network. CN6 Lack of community health centers: While MSSL/W supports the work of community health centers this service is provided by the centers themselves as community partners. CN7 Need for more care coordination: Use of referral services social work programs and transformation of medical records system, MSSL/W and the entire health system are striving for greater coordination of care. CN 8 Need to increase behavioral health services for children and adolescents: As with CN 3 above hospital offers programs for both inpatient and outpatient needs. CN 9 Need to increase disability resources: These services are provided by community partners all hospital programs are ADA compliant. CN 10 Need for more education about underlying causes of diabetes: Outpatient endocrinology services available for patients. Community outreach and education programs focused on diabetes. CN 11 Need for better diabetes management: See CN 10 Above. CN 12 Improve infant and maternal health: MSSL/W offers programs including prenatal genetic testing and counseling, childbirth preparation classes. OB physicians at offices on the hospital campus as well as ambulatory sites in the community. CN 13 Need for more education, resources and promotion of healthy lifestyle: MSSL/W offers smoking cessation programs, programs for healthy eating and lifestyle at the hospital campus and at health fairs and events in the community. CN 14 Necessity of patient navigation, including patient engagement and education: Currently most navigation revolves around referral assistance and assistance in acquiring medical coverage and financial assistance. The hospital is looking at plans at enlarging its overall patient navigation. CN 15 Lack of patient follow up after hospital discharge: PACT program works with most vulnerable patients to see that follow up plans are adhered to after discharge. CN 16 Need to improve quality of nursing homes in the Mount Sinai service areas: MSSL/W does not operate nursing homes this need would be covered by our community partners. CN 17 Need to increase number of providers who participate in Health Information Exchange (HIE): The Mount Sinai Health System has made financial investments through the DSRIP program to achieve this goal. CN 18 Need to increase number of providers who accept Medicaid coverage: The Mount Sinai Health System is a leader providing quality health care to its patients regardless of their ability to pay. CN 19 Higher mortality rates for AIDs, pneumonia, diabetes and homicide: MSSL/W works to treating HIV and AIDS that combines research and preventive education. We provide individualized care using the latest medical advances, and we promote community-based initiatives. The Mount Sinai Comprehensive Health Program is located at 275 7th Avenue. Pneumonia is treated by the division of Infectious Disease Control. Diabetes is treated through community programs and outpatient physician practices. Homicides would be affected by other community interventions. CN 20 Higher Prevalence of cardiovascular conditions: Were always working to stay one step ahead of heart disease. Our comprehensive cardiology and cardiac surgery program at Mount Sinai Heart at Mount Sinai St. Luke's provides unparalleled diagnostics and curative measures designed to stop heart disease in its tracks. At Mount Sinai West, a member of the Mount Sinai Health System, we use state-of-the-art diagnostic and curative measures to help stop heart disease in its tracks. Our NYC-based team of expert cardiologists is committed to making the fight against heart disease as effortless and comfortable as possible. CN 21 Higher Preventable hospital admissions due to cardiovascular conditions: Lowering the number of preventable admissions to the hospital regardless of the condition is a goal of the Mount Sinai Health System. The programs of Mount Sinai Heart at MSSL/W in addition to community outreach and screenings will aid in addressing this need. CN 22 Higher Prevalence of Asthma: Patients would be treated through the pulmonology department. Specialty care would be referred to the MSH Asthma program. CN 23 Higher HIV prevalence and incidence: CN 19. CN 24 Higher case rates of gonorrhea and syphilis: Programming available through the Infectious Disease Program as well as the Mount Sinai Comprehensive Health Program. Schedule H, Part V, Line 16a, 16b, & 16c THE FAP, THE FAP APPLICATION, AND THE PLAIN LANGUAGE SUMMARY OF THE FAP ARE ALL AVAILABLE AT THE FOLLOWING LINK: http://www.wehealny.org/services/financialassistance/index.html. 6 AMBULATORY PSYCHIATRIC CENTER 411 WEST 114TH STREET NEW YORK NY 10025 HOSPITAL EXTENSION CLINIC CTR FOR COMPREHENSIVE CARE W VILLAGE DIV 36 SEVENTH AVENUE NEW YORK NY 10011 HOSPITAL EXTENSION CLINIC SLR COMMUNITY CARE AT 59TH STREET 425 WEST 59TH STREET NEW YORK NY 10019 HOSPITAL EXTENSION CLINIC LOUIS BRANDEIS HIGH SCHOOL 145 WEST 84TH STREET NEW YORK NY 10024 SCHOOL BASED HOSPITAL EXTENSION CLINIC MARTIN LUTHER KING JR HIGH SCHOOL 122 AMSTERDAM AVE NEW YORK NY 10024 SCHOOL BASED HOSPITAL EXTENSION CLINIC PHILIP RANDOLPH CAMPUS HS 135TH ST AT CONVENT AVE NEW YORK NY 10031 SCHOOL BASED HOSPITAL EXTENSION CLINIC SCHEDULE H, PART I, LINE 6a: THE COMMUNITY BENEFIT REPORT IS SUBMITTED TO THE NYS DEPARTMENT OF HEALTH, AND IT DESCRIBES THE ROLE OF EACH OF THE HOSPITAL'S FACILITIES. SCHEDULE H, PART I, LINE 7: THE AMOUNTS REPORTED IN PART I, LINES 7A, 7B AND 7G WERE COMPUTED USING A RATIO OF COST TO CHARGES THAT WAS DERIVED FROM WORKSHEET 2 OF SCHEDULE H INSTRUCTIONS. SCHEDULE H, PART I, LINE 7g: ALL CLINICS INCLUDED AS SUBSIDIZED HEALTH SERVICES ARE CLINICS OF THE HOSPITAL. SCHEDULE H, PART I, LINE 7, COLUMN (F): BAD DEBT EXPENSE OF $14,114,281 WAS SUBTRACTED FROM TOTAL EXPENSES AS REPORTED ON FORM 990, PART IX, LINE 24, COLUMN (A) FOR PURPOSES OF CALCULATING THE PERCENTAGEs IN THIS COLUMN. SCHEDULE H, PART III, LINE 2: WHEN A DISCOUNT IS PROVIDED ON A PATIENT ACCOUNT, THIS IS ACCOUNTED FOR AS A CHARITY ALLOWANCE. CONVERSELY, WHEN NO PAYMENT OR ONLY PARTIAL PAYMENT IS MADE ON A PATIENT ACCOUNT, THIS IS ACCOUNTED FOR AS BAD DEBT EXPENSE. BILLINGS RELATING TO SERVICES RENDERED ARE RECORDED AS NET PATIENT SERVICE REVENUE IN THE PERIOD IN WHICH THE SERVICE IS PERFORMED, NET OF CONTRACTUAL AND OTHER ALLOWANCES WHICH REPRESENT DIFFERENCES BETWEEN GROSS CHARGES AND THE ESTIMATED RECEIPTS UNDER SUCH PROGRAMS. NET PATIENT SERVICE REVENUE IS REPORTED AT THE ESTIMATED NET REALIZABLE AMOUNTS FROM PATIENTS, THIRD-PARTY PAYERS, AND OTHERS FOR SERVICES RENDERED, INCLUDING ESTIMATED RETROACTIVE ADJUSTMENTS UNDER REIMBURSEMENT AGREEMENTS WITH THIRD-PARTY PAYERS. RETROACTIVE ADJUSTMENTS ARE ACCRUED ON AN ESTIMATED BASIS IN THE PERIOD THE RELATED SERVICES ARE RENDERED AND ADJUSTED IN FUTURE PERIODS AS FINAL SETTLEMENTS ARE DETERMINED. PATIENT ACCOUNTS RECEIVABLE ARE ALSO REDUCED FOR ALLOWANCES FOR UNCOLLECTIBLE ACCOUNTS. SCHEDULE H PART III, LINE 4: THE ORGANIZATION'S FOOTNOTE DISCLOSURE REGARDING BAD DEBT EXPENSE INCLUDES THE FOLLOWING: DEDUCTIBLES AND COPAYMENTS UNDER THIRD-PARTY PAYMENT PROGRAMS ARE THE PATIENT'S RESPONSIBILITY, AND THE ORGANIZATION CONSIDERS THESE AMOUNTS IN ITS DETERMINATION OF THE PROVISION FOR BAD DEBTS BASED ON COLLECTION EXPERIENCE. ACCOUNTS RECEIVABLE ARE ALSO REDUCED BY AN ALLOWANCE FOR DOUBTFUL ACCOUNTS. IN EVALUATING THE COLLECTABILITY OF ACCOUNTS RECEIVABLE, THE ORGANIZATION ANALYZES ITS PAST HISTORY AND IDENTIFIES TRENDS FOR EACH OF ITS MAJOR PAYOR SOURCES OF REVENUE TO ESTIMATE THE APPROPRIATE ALLOWANCE FOR DOUBTFUL ACCOUNTS AND PROVISION FOR BAD DEBTS. MANAGEMENT REGULARLY REVIEWS DATA ABOUT THESE MAJOR PAYOR SOURCES OF REVENUE IN EVALUATING THE SUFFICIENCY OF THE ALLOWANCE FOR DOUBTFUL ACCOUNTS. SCHEDULE H, PART III, LINE 8: THE HOSPITAL USED THE MEDICARE PORTION OF ALL INPATIENT AND OUTPATIENT PROGRAMS THAT OPERATE AT A DEFICIT, CALCULATED USING ONLY RCC TO CALCULATE COST, FOR INCLUSION IN SUBSIDIZED HEALTH SERVICES ON SCHEDULE H, PART III, LINE 7 FOR COMMUNITY BENEFIT. THIS IS PARTIALLY OFFSET BY SURPLUSES GENERATED BY OTHER PAYORS FOR THOSE SAME PROGRAMS. THE METHODOLOGY USED TO DETERMINE THE AMOUNT REPORTED ON SCHEDULE H, PART III, SECTION B, LINE 6 IS OBTAINED FROM THE INSTITUTIONAL COST REPORT WHICH USES COST PER DAY TO CALCULATE ROOM AND BOARD COSTS AND RCC FOR ANCILLARY AND OUTPATIENT COSTS. SCHEDULE H, PART III, LINE 9B: PATIENTS ELIGIBLE FOR FINANCIAL ASSISTANCE ARE OFFERED EXTENDED INTEREST FREE PAYMENT PLANS. IF A PATIENT DEFUALTS ON ITS PAYMENT AGREEMENT, THE PATIENT'S ACCOUNT WILL BE CONSIDERED DELINQUENT, AND WILL BE SUBJECT TO THE NORMAL COLLECTION PROCEDURES FOR ALL PATIENTS. HOWEVER, NO LEGAL ACTION MAY BE TAKEN UNTIL IT HAS BEEN DETERMINED THAT THE PATIENT HAS THE MEANS TO PAY OUTSTANDING BALANCES. IN NO SITUATION WILL THE HOSPITAL AUTHORIZE FORECLOSURE ON A PATIENT OR RESPONSIBLE PARTY'S PRIMARY RESIDENCE. SCHEDULE H, PART VI, LINE 2: NEEDS ASSESSMENT DESCRIPTION THE HOSPITAL COMPLETED ITS FIRST COMMUNITY HEALTH NEEDS ASSESSMENT DURING 2013 AND PERFORMED AN ADDITIONAL CHNA IN 2014 AS PART OF THE DSRIP PROCESS. THROUGHOUT THIS PROCESS, THE HOSPITAL WORKED COLLABORATIVELY WITH A NUMBER OF COMMUNITY-BASED ORGANIZATIONS, HEALTH FACILITIES, LOCAL ELECTED OFFICIALS, AND NEW YORK CITY COMMUNITY ADVISORY BOARDS. THE HOSPITAL ALSO HAS ITS OWN INTERNAL ADVISORY BOARD/COUNCIL THAT IS MADE UP OF REPRESENTATIVES OF THESE COMMUNITY PARTNERS AND INTERESTED LOCAL RESIDENTS. THROUGH THEIR PARTICIPATION, THE HOSPITAL SOLICITS COMMENTs ON THE HEALTH CARE NEEDS OF THE COMMUNITY, STRENGTHS AND WEAKNESSES OF THE HOSPITAL, AND CONSTRUCTIVE SUGGESTIONS FOR IMPROVEMENT. THESE COUNCILS ALSO PARTICIPATE IN CHOOSING THE HEALTH PRIORITIES OF THE COMMUNITY. SCHEDULE H, PART VI, LINE 3: PATIENT EDUCATION OF ELIGIBILITY FOR ASSISTANCE THE INSTITUTION RECOGNIZES THAT MANY OF THE PATIENTS IT SERVES MAY NOT HAVE HEALTH INSURANCE OR THE FINANCIAL RESOURCES TO ACCESS QUALITY HEALTH CARE SERVICES WITHOUT FINANCIAL ASSISTANCE. ACCORDINGLY, THE INSTITUTION ADHERES TO ITS FINANCIAL ASSISTANCE POLICY, WHICH EXISTS IN ORDER TO ASSIST PATIENTS WITH GAINING ACCESS TO FINANCIAL ASSISTANCE. PATIENTS CAN OBTAIN INFORMATION ON HOSPITAL CHARGES AND ELIGIBILITY FOR GOVERNMENT OR HOSPITAL PROGRAMS PRIMARILY FROM THE HOSPITAL'S DEPARTMENT OF FINANCIAL COUNSELING. THE AVAILABILITY OF THE INSTITUTION'S FINANCIAL ASSISTANCE IS NOTED ON THE PATIENT'S BILL. ALSO, PATIENTS ARE ALERTED TO THE POLICY BY MULTI-LINGUAL SIGNAGE AND BROCHURES AT POINTS OF PATIENT SERVICE, INFORMATION DISTRIBUTED IN THE ADMISSION PACKAGE, AND THE INSTITUTION'S WEB SITE. ALL HOSPITAL STAFF ARE DIRECTED TO DISTRIBUTE STANDARD INFORMATION OR REFER INQUIRIES TO THE DEPARTMENT OF FINANCIAL COUNSELING OR WEBSITE. SCHEDULE H, PART VI, LINE 4: COMMUNITY INFORMATION THE HOSPITAL OPERATES TWO CAMPUSES, ST. LUKE'S AND ROOSEVELT. TOGETHER THEY SERVE THE WEST SIDE OF MANHATTAN FROM CENTRAL HARLEM/MORNINGSIDE HEIGHTS TO CHELSEA/CLINTON. THE RACIAL AND ETHNIC BACKGROUND OF PATIENTS IS DIVERSE, SERVICING PATIENTS OF ALL RACES AND RELIGIONS. AT ST. LUKE'S, A LARGE MAJORITY OF PATIENTS RECEIVE MEDICAID, MEDICARE, OR HAVE NO INSURANCE. AT ROOSEVELT, THE PERCENTAGE OF FAMILIES WITH CHILDREN EXCEEDS THE MANHATTAN AVERAGE, AS DOES THE MEDIAN AGE. SCHEDULE H, PART VI, LINE 5: PROMOTION OF COMMUNITY HEALTH QUANTIFIABLE EXPENSES ASSOCIATED WITH IMPROVING THE GENERAL HEALTH OF THE COMMUNITY HAVE BEEN REPORTED IN PART I. THESE ACTIVITIES INCLUDE HEALTH SCREENINGS AND OTHER ACTIVITIES THAT ARE CLOSELY TARGETED TO THE COMMUNITY'S HEALTH NEEDS. ST. LUKE'S-ROOSEVELT HOSPITAL CENTER (THROUGH THE WORK OF ITS DEPARTMENT OF GOVERNMENT AND COMMUNITY AFFAIRS AND ITS COMMUNITY OUTREACH PROGRAM) HAS FOCUSED ITS OUTREACH AND EDUCATION AS FOLLOWS: -AFRICAN AMERICANS AND LATINOS REPRESENT ONE OF THE HIGHEST-RISK GROUPS FOR TYPE 2 DIABETES AND HYPERTENSION IN TERMS OF PREVALENCE AND DISEASE BURDEN. THE DEPARTMENT OF GOVERNMENT AND COMMUNITY AFFAIRS HAS BEEN ADDRESSING HEALTH DISPARITIES IN THE UNDERSERVED COMMUNITIES BY PROVIDING INNOVATIVE OUTREACH ACTIVITIES OFFERED THROUGH THE DEPARTMENT'S COMMUNITY HEALTH EDUCATION AND OUTREACH PROGRAMS. LAST YEAR, THE DEPARTMENT PARTICIPATED IN MORE THAN 30 EVENTS, CONFERENCES, LECTURES, STREET FESTIVALS, CULTURAL FESTIVALS, AND OTHER COMMUNITY OUTREACH INITIATIVES, CONDUCTING HEALTH SCREENINGS WHICH INCLUDED BLOOD PRESSURE, TOTAL CHOLESTEROL, HDL, AND BLOOD GLUCOSE, AND PROSTATE CANCER, AT CHURCHES, BEAUTY SALONS, AND COMMUNITY CENTERS IN HARLEM. MORE THAN 1,250 PEOPLE (PREDOMINANTLY AFRICAN AMERICAN AND LATINO/HISPANIC) WERE SCREENED AND, WHEN MEDICALLY NECESSARY, REFERRED PARTICIPANTS TO ONE OF ST. LUKE'S OR ROOSEVELT HOSPITALS' MEDICAL FACILITIES. -IN ADDITION, THIS DEPARTMENT HAS LED THE BARBERSHOP QUARTET INITIATIVE AND CHOSEN PROGRAMS, (CHURCH-BASED HEALTH OUTREACH, SCREENING AND EDUCATION NETWORK) EACH SERVING AS A VEHICLE FOR DELIVERING SCREENING, PREVENTION AND HEALTH EDUCATION SERVICES TO A LARGELY INDIGENT AND MEDICALLY UNDERSERVED AND UNDERREPRESENTED MINORITY POPULATIONS. -THE NEW YORK OBESITY RESEARCH CENTER (TNYORC), AT ST. LUKE'S AND ROOSEVELT HOSPITAL, HAS A STRONG PROFESSIONAL EDUCATION PROGRAM, COMMITTED TO ADVANCING THE TRAINING OF PHYSICIANS AND SCIENTISTS WHO TAKE PRIDE IN SERVING AT-RISK MEMBERS OF OUR COMMUNITIES SURROUNDING HARLEM. ALTHOUGH SPECIFIC PHYSIOLOGICAL AND ENVIRONMENTAL FACTORS ARE KNOWN TO INCREASE THE RISK OF OBESITY, LITTLE IS KNOWN ABOUT HOW THESE FACTORS INTERACT IN INDIVIDUAL CHILDREN AND WITHIN ECONOMICALLY DISADVANTAGED COMMUNITIES WITH A HIGHER THAN AVERAGE PREVALENCE OF OBESITY, SUCH AS THOSE WITHIN SLR'S CATCHMENT AREA. OVER THE LAST DECADE, TNYORC'S HAS MADE COMBATING THE INCREASING CHILDHOOD OBESITY PROBLEM A PRIME FOCUS. THIS IS IN RESPONSE TO THE GROWING RACIAL AND ETHNIC DISPARITIES, AND DISPROPORTIONATE HEALTH OUTCOMES, EXPERIENCED IN OUR COMMUNITIES. SOME WAYS THEY HAVE STRIVED TO COMBAT THIS EPIDEMIC INCLUDE: -BODY COMPOSITION STUDIES: WHERE THEY UTILIZE THEIR PRE-EMINENT BODY COMPOSITION LABORATORY TO ACCOUNT FOR ACCURATE NON-INVASIVE MEASUREMENT OF BMI. -FOOD INTAKE STUDIES: WHERE THEY UTILIZE THE CHILD TASTE AND EATING LAB TO MAKE NUTRITIOUS FOOD MORE APPEALING AND EDIBLE TO CHILDREN. -EPIDEMIOLOGICAL STUDIES: WHERE THEY CONTINUALLY DESIGN RESEARCH PROJECTS THAT FOCUS ON AREAS THAT ASSESS LONG TERM IMPLICATIONS AND OUTCOMES OF CHILDHOOD OBESITY. THEREAFTER, THEY INTEND TO UTILIZE THIS RESEARCH TO DEVELOP NEW STRATEGIES FOR PREVENTING AND TREATING OBESITY, IN THE LATINO AND AFRICAN AMERICAN COMMUNITIES. ST. LUKE'S-ROOSEVELT HOSPITAL CENTER HAS ALSO COLLABORATED WITH NUMEROUS COMMUNITY-BASED ORGANIZATIONS TO ENSURE THAT THE HOSPITALS ARE ADDRESSING THE COMMUNITY'S HEALTH NEEDS. SCHEDULE H, PART VI, LINE 6: AFFILIATED HEALTH CARE SYSTEM THE ORGANIZATION WORKS CLOSELY WITH ITS AFFILIATED HOSPITALS AS AN INTEGRATED HEALTH CARE PARTNERSHIP. LEADERSHIP IS COMMITTED TO WORKING WITH THE COMMUNITY AND WILL REMAIN COMMITTED TO ALLOCATING SUFFICIENT RESOURCES TO ENSURE THAT THE CLINICAL AND OUTREACH SERVICES OF EACH OF THE AFFILIATED HOSPITALS IS RESPONSIVE TO THE COMMUNITY HEALTH NEEDS BY PROVIDING HIGH QUALITY, ACCESSIBLE, AND COMPASSIONATE HEALTH CARE TO THE MAXIMUM EXTENT POSSIBLE. SCHEDULE H, PART VI, LINE 7: STATE FILING OF COMMUNITY BENEFIT REPORT NEW YORK X X X X false true false false false true true false false JEREMY BOAL MD EVP, SYSTEM CMO 202274 572722 87455 247621 41783 118306 6917 19584 8496 24056 346925 982289 0 0 MICHAEL BRUNO SVP, FINANCE 284356 284356 37500 37500 822 822 11130 11130 9148 9148 342956 342956 0 0 KENNETH L DAVIS MD CHIEF EXECUTIVE OFFICER 447840 1952160 0 0 313875 1368197 585737 2553263 7490 32652 1354942 5906272 0 0 BETH ESSIG ESQ EVP, GENERAL COUNSEL 129117 733959 48887 277900 9221 52423 3964 22536 223 1266 191412 1088084 0 0 BRENDAN LOUGHLIN FORMER SVP STRAT FINANCE PLAN 167001 167001 15000 15000 1190 1190 11130 11130 11957 11957 206278 206278 0 0 MARGARET PASTUSZKO EVP,SYSTEM CSIO 128407 535193 99478 414622 1465 6106 4102 17098 8163 34023 241615 1007042 0 0 DENISE PELLE FORMER SVP CORP INITIATIVES 46948 256140 1549 8451 319 1740 3448 18812 1839 10031 54103 295174 0 0 DONALD SCANLON EVP, FINANCE&CHIEF CORP SVCS 192198 837802 90501 394499 65901 287266 4945 21555 6118 26669 359663 1567791 0 0 JEFFREY SILBERSTEIN EVP, SYSTEM CAO 127635 556365 62355 271810 14536 63368 4945 21555 6221 27117 215692 940215 0 0 KUMAR CHATANI EVP, CHIEF INFORMATION OFFICER 109350 430650 36437 143498 34578 136180 5366 21134 4347 17122 190078 748584 0 0 FRANK CINO SVP, SYSTEM CHIEF RISK OFFICER 77770 287210 32189 118875 1527 34341 4282 16918 6646 26253 122414 483597 0 0 ARTHUR GIANELLI PRESIDENT - ST LUKES 750000 0 181875 0 53254 0 26500 0 5403 0 1017032 0 0 0 EVAN FLATOW MD PRESIDENT - MSW 440000 360000 106700 61020 256599 236225 14575 11925 20004 16367 837878 685537 0 0 DENNIS S CHARNEY MD PRESIDENT, ACADEMIC AFFAIRS 85500 914500 34200 365800 34173 365509 2266 24234 1725 18453 157864 1688496 0 0 ARTHUR KLEIN MD EVP, PRESIDENT HEALTH NETWORK 255000 595000 177000 413000 19050 44449 7950 18550 3722 8686 462722 1079685 0 0 LAWRENCE ATTIA MD FORMER EX-OFFICIO TRUSTEE 179740 0 0 0 814 0 13652 0 27587 0 221793 0 0 0 NIYUM GANDI EVP CHIEF POP HEALTH OFFICER 142350 507650 42486 151514 15712 56034 4643 16557 1962 6995 207153 738750 0 0 ANDREW SNYDER MD EVP SYSTEM CIO 142350 507650 2655 9470 68384 243871 1898 6769 3057 10900 218344 778660 0 0 JAMES JONES PHYSICIAN 540100 0 84506 0 1409 0 22260 0 24040 0 672315 0 0 0 BURTON DRAYER MD EVP, SYSTEM CCAO 37500 262500 24250 169750 126480 885358 3313 23188 2112 14782 193655 1355578 0 0 HARRIS NAGLER FORMER SVP, PHYSICIAN IN CHIEF 0 450000 0 0 0 1577 0 22260 0 651 0 474488 0 0 TIMOTHY DAY CHIEF OPERATING OFFICER 525276 0 127313 0 8440 0 22260 0 25622 0 708911 0 0 0 KELLY CASSANO SENIOR MEDICAL DIRECTOR 485087 0 108958 0 3971 0 18858 0 12711 0 629585 0 0 0 TRACY BREEN CHIEF MEDICAL OFFICER 563697 0 23758 0 1504 0 18550 0 31705 0 639214 0 0 0 ALAN MULTZ CHIEF MEDICAL OFFICER 440322 0 42680 0 721 0 22260 0 24562 0 530545 0 0 0 SUPPLEMENTAL INFORMATION COMPENSATION FOOTNOTES: OFFICERS OF THE BOARD OF TRUSTEES HOURS REFLECT SERVICE TO ALL RELATED ORGANIZATIONS OF MOUNT SINAI HEALTH SYSTEM. COMPENSATION FOOTNOTES PART VII SECTION A & SCHEDULE J (1) EMPLOYEE HAS AN OUTSTANDING LOAN REFLECTED IN SCHEDULE L, PART II OF ICAHN SCHOOL OF MEDICINE AT MOUNT SINAI FORM 990. (2) COMPENSATION AND BENEFITS ARE FUNDED FROM THE MOUNT SINAI HOSPITAL, ICAHN SCHOOL OF MEDICINE AT MOUNT SINAI, BETH ISRAEL MEDICAL CENTER, ST. LUKE'S-ROOSEVELT HOSPITAL CENTER, AND/OR NEW YORK EYE AND EAR INFIRMARY. Schedule J Part 1 Line 4B The Chief Executive Officer is the sole participant in the organization's first and only supplemental executive retirement plan ("SERP") and earned unvested benefits of $3,112,500 during 2016 which are reported on Schedule J Part II Col C. Benefits earned under the SERP are nonvested forms of deferred compensation that fund the employee's eventual retirement benefit. These benefits are provided in exchange for all the employee's years of service to the organization. The amounts are at risk and will not be paid unless and until the employee has provided substantial future services to the organization. Benefits under the SERP vest if the employee remains employed at the organization through January 1, 2018 and are forfeited on a pro rated basis if the employee is terminated for cause or by reason of death or disability by the organization or if the employee leaves the organization voluntarily prior to January 1, 2018. SCHEDULE J, PART I, LINES 6A & 6B THE MOUNT SINAI HOSPITAL, A RELATED ORGANIZATION, ANSWERED YES TO QUESTIONS 6A AND 6B IN SCHEDULE J AS THE INSTITUTION UTILIZES AN INCENTIVE BASED BONUS PROGRAM FOR CERTAIN EMPLOYEES, INCLUDING SEVERAL OF THOSE EMPLOYEES LISTED IN SCHEDULE J. NET EARNINGS IS ONE OF SEVERAL METRICS UTILIZED BY THE INSTITUTION IN THE ANNUAL BONUS CALCULATION. OTHER METRICS UTILIZED IN THE INCENTIVE COMPENSATION MODEL INCLUDE THE ORGANIZATION'S PERFORMANCE ON THE JCAHO HOSPITAL CORE MEASURES, PATIENT SATISFACTION SCORES, AND OTHER ORGANIZATIONAL GOALS SUCH AS LENGTH OF STAY INITIATIVES. INDIVIDUALS THAT HAVE RESPONSIBILITIES IN RELATED ORGANIZATIONS TO THE HOSPITAL MAY HAVE INCENTIVES BASED ON THE PERFORMANCE OF THESE ORGANIZATIONS AS WELL AS THAT OF THE HOSPITAL. X 2 116146 FMV false true false Schedule M, Part I, Column (b) THE NUMBER IN COLUMN (B) REPRESENTS THE NUMBER OF CONTRIBUTIONS. form 990, box c - doing business as st. luke's-roosevelt hospital center does business as Mount Sinai St. Luke's and Mount Sinai Roosevelt. Part VI, Line 1a The following individuals do not have voiting rights: Richard Goldstein, Judah Gribetz, Ellen Katz, Tony Martell, and Dr. Malcom Reid. FORM 990, PART VI, LINE 2 - BUSINESS AND FAMILY RELATIONSHIPS 1. TRUSTEES EDGAR CULLMAN, JR. AND SUSAN CULLMAN HAVE A FAMILY RELATIONSHIP 2. TRUSTEES STEVEN HOCKBERG AND JAMES FLYNN HAVE A BUSINESS RELATIONSHIP. FORM 990, PART VI, LINE 6 MOUNT SINAI HOSPITALS GROUP, INC. IS THE SOLE MEMBER OF THE ORGANIZATION. FORM 990, PART VI, LINE 7A THE MEMBER HAS THE POWER TO ELECT THE MEMBERS OF THE GOVERNING BODY OF THE ORGANIZATION. FORM 990, PART VI, LINE 7B THE MEMBER HAS THE POWER TO ELECT THE MEMBERS OF THE GOVERNING BODY OF THE ORGANIZATION. IN ADDITION, THE BOARD OF TRUSTEES OF THE ORGANIZATION CANNOT AMEND THE BYLAWS WITHOUT THE CONSENT OF THE MEMBER IF SUCH AMENDMENT REMOVED ANY POWERS OF THE MEMBER. FORM 990, PART VI, LINE 11B The Finance Department gathered the relevant information and prepared the tax returns. - The Tax department of our outside auditors, Ernst & Young (EY), participated in the preparation of, and reviewed, all tax returns. - A questionnaire was circulated to all trustees, directors, officers and key employees in order to elicit the information required to be reported on the tax returns. - The Trustee Conflicts of Interest Review Committee reviewed the responses provided by trustees and certain officers in the questionnaires and assessed additional pertinent facts gathered by the institution in order to evaluate the applicability of IRS reporting requirements. The Review Committee then determined the appropriate trustee (and certain officer) disclosures that should be made on Form 990 based on the recommendations of the Finance Department, the General Counsels office and the Audit and Compliance Department. These recommendations were reviewed and approved by EY. The same process was conducted by the Finance Department, the General Counsels office, the Audit and Compliance Department and EY with respect to the questionnaires submitted by other officers and key employees. - The Audit and Compliance Committee of the Board of Trustees conducted a review of the entire tax return, with the participation of EY, the Finance Department, the General Counsels office, and the Audit and Compliance Department. The Audit Committee approved the tax returns as presented. - The Audit Committees report of its review of the tax returns and its recommendation to file the returns were presented to, and accepted by, the Executive Committee of the Board of Trustees (the "Executive Committee"). - In addition to authorizing the filing of the tax returns, the Executive Committee directed that the returns, which will be filed on or before November 15, 2017, be provided to all trustees via the trustees confidential website, and those returns were so provided before being filed. FORM 990, PART VI, LINE 12C MONITORING AND ENFORCING COMPLIANCE WITH THE POLICY Compliance with the Organizations Business Conflicts of Interest Policy (the Policy) is required of trustees, employees, medical staff and non-employee members of institutional committees and includes an ongoing duty to disclose potential conflicts. Compliance with the Policy is monitored and enforced regularly and consistently. All disclosures with the potential for conflict are reviewed by an appropriate committee where they are carefully evaluated. When appropriate, a plan, which may involve measures including, but not limited to, recusal from participating in affected transactions, is developed to manage the potential conflict. FORM 990, PART VI, LINES 15A & 15B Process for determination of compensation (FOR RELATED ORGS) The Compensation, Employee Benefits and Employee Relations Committee of the Board of Trustees (the Compensation Committee) determines the compensation for the CEO and other executives, including physician leaders, who are or may be disqualified persons as that term is defined in IRC Section 4958. The Compensation Committee also reviews the compensation of other senior and/or highly compensated personnel. The Compensation Committees' Operating Procedures are designed to ensure that the compensation of all such officers and key employees is reasonable (i.e. the value of services is the amount that would ordinarily be paid for like services by like enterprises under like circumstances), and with respect to disqualified persons to follow the specific steps outlined in the IRC regulations for establishing the rebuttable presumption of reasonableness that a transaction is not an excess benefit transaction. The Compensation Committee consists exclusively of independent trustees without any conflict of interest (as defined in the applicable IRC regulations) with regard to the compensation arrangements being reviewed or approved. The absence of any conflict of interest with respect to items on that meetings agenda is confirmed at the beginning of each meeting of the Compensation Committee. The Compensation Committee selects and engages an independent, qualified compensation consultant which performs such valuations on a regular basis to provide appropriate comparability data. Comparability data includes, but is not limited to, compensation levels paid by similarly situated organizations, both taxable and tax-exempt, for functionally comparable positions; the availability of similar services in Mount Sinais geographic area; current compensation surveys compiled by independent firms; customized surveys in specific circumstances, and actual written offers from similar institutions competing for the services of the disqualified person. The sources of the comparability data used by the compensation consultant are provided to the Compensation Committee. In appropriate circumstances formal written opinions are obtained from the Compensation Consultant. With respect to Executives as they are defined in the policy which includes all of the institutions disqualified persons, the Compensation Committee receives and reviews the comparability data and any analysis provided by the Compensation Consultant, as well as information provided by management, or in the case of the CEO, by the Chairman of the Board of Trustees, including information about the individuals performance, and for new employees, the individuals job description. When a written opinion is obtained from the Compensation Consultant, that written opinion is also reviewed by the Compensation Committee. After considering all of the facts, the Compensation Committee then determines the appropriate compensation in relation to the comparability data and in light of the written opinion, recommendations of the Compensation Consultant. As more fully set forth in the Compensation Committees Operating Guidelines, the Compensation Committee also reviews the compensation arrangements for those other senior management and/or highly compensated personnel who are not Executives. The Compensation Committee is provided details of the compensation arrangement of the individuals job and job performance, the benchmark(s) used and, in certain cases, a description of the role of the Compensation Consultant and a brief description of why the arrangement is appropriate. The Compensation Committee contemporaneously documents in written minutes the terms of the transaction that was approved and the date it was approved; the members of the Compensation Committee who were present; the discussion at the Compensation Committee meeting; the comparability data and any other information obtained and relied on; how the comparability data was obtained; and the Compensation Committees basis for the decisions, if the approved compensation is outside the range of comparability data. These minutes are prepared before the later of the next meeting of the Compensation Committee or 60 days after the final actions of the Compensation Committee are taken with respect to the compensation decisions made. The minutes are reviewed and approved by the Compensation Committee within a reasonable time thereafter. FORM 990, PART VI, LINE 19 Governing documents and conflict of interest policy available to the public. The organization makes its Business Conflicts of Interest Policy available on its website (www.mountsinai.org) and makes its governing documents and financial statements available upon request. FORM 990, PART XI, LINE 9 - OTHER CHANGES IN NET ASSETS CHANGE IN PENSION AND POST-RETIREMENT BENEFITS: $(3,675,986) MS AMBULATORY JOINT VENTURE $ 1,438,933 FPP DIFFERENTIAL $ (388) Total: $(2,237,441) FORM 990 PART IX LINE 11G DESCRIPTION:PHYSICIAN SERVICES TOTAL FEES:64538817 FORM 990 PART IX LINE 11G DESCRIPTION:OTHER TEMPORARY SERVICES TOTAL FEES:13381548 FORM 990 PART IX LINE 11G DESCRIPTION:CONTRACT SERVICES TOTAL FEES:29717449 FORM 990 PART IX LINE 11G DESCRIPTION:CONSULTING FEES TOTAL FEES:3838299 FORM 990 PART IX LINE 11G DESCRIPTION:COLLECTION AGENCY TOTAL FEES:2718711 SLRHC 425 WEST 59TH ST CONDO LLC 150 EAST 42ND STREET NEW YORK NY 10017 REAL ESTATE NY 7507129 43106157 SLR CONTINUUM HEALTH PARTNERS INC 150 EAST 42ND STREET 5TH FL NEW YORK NY 10017 133939476 HOLDING CO NY 501(C)(3) 12 TYPE I NA false BETH ISRAEL MEDICAL CENTER FIRST AVENUE AT 16TH STREET NEW YORK NY 10003 135564934 HOSPITAL NY 501(C)(3) 3 MSHG true BIMC HOLDING CORPORATION FIRST AVENUE AT 16TH STREET NEW YORK NY 10003 133444730 HOLDING CO NY 501(C)(3) 12 TYPE I BIMC true BETH ISRAEL AMBULATORY CARE SERVICES 150 EAST 42ND STREET 5TH FL NEW YORK NY 10017 133838460 SURGICENTER NY 501(C)(3) 3 BIMC HOLDCO true BI NURSING HOME COMPANY 327 EAST 17TH STREET NEW YORK NY 10003 133627753 NURSING HOME NY 501(C)(3) 3 BIMC HOLDCO true EAST 17TH STREET PROPERTIES INC 150 EAST 42ND STREET 5TH FL NEW YORK NY 10017 133547502 REAL ESTATE NY 501(C)(3) 10 BIMC HOLDCO true THE LONG ISLAND COLLEGE HOSPITAL 150 EAST 42ND STREET 5TH FL NEW YORK NY 10017 111018985 HOSPITAL NY 501(C)(3) 3 CHP false AUGUSTUS & JAMES CORPORATION 150 EAST 42ND STREET 5TH FL NEW YORK NY 10017 133392851 REAL ESTATE NY 501(C)(3) 12 TYPE I SLR true ST LUKE'S-ROOSEVELT INSTITUTE FOR HEALTH 1111 AMSTERDAM AVENUE NEW YORK NY 10025 132914343 RESEARCH NY 501(C)(3) 4 SLR true NEW YORK EYE AND EAR INFIRMARY 310 EAST 14TH STREET NEW YORK NY 10003 135562304 HOSPITAL NY 501(C)(3) 3 MSHG true NEW YORK EYE & EAR INFIRMARY FOUNDATION 310 EAST 14TH STREET NEW YORK NY 10003 134012469 PRIVATE FDN NY 501(C)(3) PF NYEE true NYEEI HOUSING COMPANY INC 317-327 EAST 13TH STREET NEW YORK NY 10003 311696826 REAL ESTATE NY 501(C)(2) N/A NYEE true BETH ISRAEL MEDICAL CENTER FDN INC 150 EAST 42ND STREET 5TH FL NEW YORK NY 10017 300571387 FUNDRAISING NY 501(C)(3) 7 BIMC true ST LUKE'S-ROOSEVELT HOSPITAL CENTER FDN 150 EAST 42ND STREET 5TH FL NEW YORK NY 10017 300571390 FUNDRAISING NY 501(C)(3) 7 SLR true THE MOUNT SINAI MEDICAL CENTER INC ONE GUSTAVE L LEVY PLACE NEW YORK NY 10029 136271888 SUPPORT NY 501(C)(3) 12 TYPE II MSHS false THE MOUNT SINAI HOSPITAL ONE GUSTAVE L LEVY PLACE NEW YORK NY 10029 131624096 HOSPITAL NY 501(C)(3) 3 MSHG true MITRAL FOUNDATION 1190 FIFTH AVENUE NEW YORK NY 10029 800468600 RESEARCH NY 501(C)(3) 12 TYPE I ISMMS false THE MOUNT SINAI CHILDREN'S CENTER FND ONE GUSTAVE L LEVY PLACE NEW YORK NY 10029 223059294 SUPPORT NY 501(C)(3) 12 TYPE I ISMMS false MSMC REALTY CORPORATION ONE GUSTAVE L LEVY PLACE NEW YORK NY 10029 133852596 REAL ESTATE NY 501(C)(3) 12 TYPE I SEE PART VII true MSMC RESIDENTIAL REALTY LLC 1425 MADISON AVENUE NEW YORK NY 10029 200244426 REAL ESTATE NY 501(C)(3) 12 TYPE I SEE PART VII true MOUNT SINAI DIAG & TREATMENT CENTER ONE GUSTAVE L LEVY PLACE NEW YORK NY 10029 450537391 DIAG CLINIC NY 501(C)(3) 3 MSH true MSMC RESIDENTIAL REALTY MANAGER INC ONE GUSTAVE L LEVY PLACE NEW YORK NY 10029 201289396 MANAGEMENT NY 501(C)(3) 12 TYPE II SEE PART VII true VALENTIN FUSTER MT SIANI FND FOR SCIENCE ONE GUSTAVE L LEVY PLACE NEW YORK NY 10029 800952088 SUPPORT NY 501(C)(3) 12 TYPE I ISMMS & MSH true MOUNT SINAI HEALTH SYSTEM INC ONE GUSTAVE L LEVY PLACE NEW YORK NY 10029 464248304 HOLDING CO NY 501(C)(3) 12 TYPE II NA false MOUNT SINAI HOSPITAL GROUP INC ONE GUSTAVE L LEVY PLACE NEW YORK NY 10029 464242915 HOLDING CO NY 501(C)(3) 12 TYPE II MSHS false ICAHN SCHOOL OF MEDICINE AT MOUNT SINAI ONE GUSTAVE L LEVY PLACE NEW YORK NY 10029 136171197 SCHOOL NY 501(C)(3) 2 MSHS false FOJP SERVICE CORPORATION 28 EAST 28TH STREET NEW YORK NY 10016 132914141 RISK MGMT NY 501(C)(3) 11 TYPE III NA false MOUNT SINAI HEALTH PARTNERS pc 150 EAST 42ND STREET NEW YORK NY 10017 812057452 healthcare NY 501(C)(3) 10 MSH false GREATER METROPOLITAN IPA II 150 EAST 42ND STREET 5TH FL NEW YORK NY 10017 133977019 INACTIVE NY BIMCSLR C 0.50000 false GREATER METROPOLITAN IPA V 150 EAST 42ND STREET 5TH FL NEW YORK NY 10017 134141695 INACTIVE NY BIMCSLR C 1587 0.50000 false MANHATTAN MANAGEMENT SERVICES 1780 BROADWAY 7TH FL NEW YORK NY 10019 133618543 MGMT SERVICES NY SLR C 5664736 1319625 1.00000 true SLR MANAGEMENT SERVICES 150 EAST 42ND STREET 5TH FL NEW YORK NY 10017 133853145 MGMT SERVICES NY SLR C 6262080 7716612 1.00000 true WEST CARE MEDICAL PC 150 EAST 42ND STREET 5TH FL NEW YORK NY 10017 133811203 INACTIVE NY SLR C 27621 1.00000 false MOUNT SINAI HC VENTURES INC 150 EAST 42ND STREET 5TH FL NEW YORK NY 10017 460953126 HEALTH CARE MGMT NY BIMC HOLDCO C false MOUNT SINAI GENOMICS INC 1425 MADISON AVE NEW YORK NY 10029 475349024 CLINICAL LAB DE ISMMS C false HIBER-CELL INC 850 NEW BURTON ROAD SUITE 201 DOVER DE 19904 820608182 clinical lab DE ismms c false amathus therapeutics inc 1506 boston providence highway ste norwood MA 02062 814373501 biotech/pharmacy MA ismms c false false false false false true false false false true false true true true true true true true true true the mount sinai hospital o 19922119 cost MANHATTAN MANAGEMENT SERVICES INC R 6904641 COST the MOUNT SINAI MEDICAL CENTER inc I 1730654 COST ICAHN SCHOOL OF MEDICINE AT MOUNT SINAI P 7782165 COST icahn school of medicine at mount sinai p 92850931 cost icahn school of medicine at mount sinai o 40979543 cost icahn school of medicine at mount sinai q 34835735 cost icahn school of medicine at mount sinai n 9253488 cost SCHEDULE R, PART II, COLUMN (F) DIRECT CONTROLLING ENTITY OF MSMC REALTY CORPORATION: ICAHN SCHOOL OF MEDICINE AT MOUNT SINAI, THE MOUNT SINAI HOSPITAL AND THE MSMC REALTY CORPORATION ARE ALL MEMBERS OF THIS ENTITY. SCHEDULE R, PART II, COLUMN (F) DIRECT CONTROLLING ENTITY OF MSMC RESIDENTIAL REALTY LLC: ICAHN SCHOOL OF MEDICINE AT MOUNT SINAI, THE MOUNT SINAI HOSPITAL, THE MSMC REALTY CORPORATION AND THE MSMC RESIDENTIAL REALTY MANAGER, INC. ARE ALL MEMBERS OF THIS ENTITY. SCHEDULE R, PART II, COLUMN (F) DIRECT CONTROLLING ENTITY OF MSMC RESIDENTIAL REALTY MANAGER, INC: ICAHN SCHOOL OF MEDICINE AT MOUNT SINAI, THE MOUNT SINAI HOSPITAL AND THE MSMC REALTY CORPORATION ARE ALL MEMBERS OF THIS ENTITY.