2017-11-15T08:48:27-06:00 2016-12-31 ERNST & YOUNG US LLP 111 MONUMENT CIRCLE SUITE 4000 INDIANAPOLIS IN 46204 990 2016-01-01 131740120 HUDSON VALLEY HOSPITAL CENTER % MARGIE QUAIL HUDS 9147343277 1980 CROMPOND ROAD CORTLANDT MANOR NY 10567 STACEY PETROWER PRESIDENT 9147343277 2017-11-09 108.206.163.59 35057220173195000003 2017-11-15 P CA9A9C2935ACF3DBEDFF71127E66348D801E5202 582F47EFACDD6166E52205D1FBFEA2601660FA18 2016 2021-01-29 14:40:06Z NY-PREBYTERIANHUDSON VALLEY HOSP STACEY PETROWER 1980 CROMPOND ROAD CORTLANDT MANOR NY 10567 195568668 false X WWW.HVHC.ORG X 1911 NY TO SERVE THE HEALTHCARE NEEDS OF THE COMMUNITY AND TO PROVIDE QUALITY CARE IN A COMPASSIONATE, PROFESSIONAL MANNER, WITHOUT REGARD TO RACE, RELIGION, NATURAL ORIGIN OR DISEASE. 13 3 1401 220 0 1011974 211682 166142036 191417436 2904005 399449 2858562 3437841 172916577 195466408 0 38495 0 0 85725976 101188025 0 0 0 73572830 78698381 159298806 179924901 13617771 15541507 234891782 245688466 121678568 107906440 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5206000 0 93533276 5851317 87681959 0 31709652 11117432 20592220 0 7357636 0 7357636 120837815 OTHER RECEIVABLES 1089303 INSURANCE CLAIMS RECEIVABLE 9121532 DUE FROM AFFILIATES 18116403 28327238 0 INSURANCE CLAIMS LIABILITY 13482350 THIRD PARTY PAYORS 10619569 DUE TO NEW YORK PRESBYTERIAN HOSP. 57248674 DUE TO RELATED ORGANIZATION 367407 OTHER LIABILITIES 213110 CAPITAL LEASE PAYABLE 232676 82163786 Part V, Line 4: THE ENDOWMENT FUNDs BALANCE ARE USED FOR THE FUNDING OF HEALTH CARE SERVICES AND CAPITAL ACQUISITIONS RELATING TO HUDSON VALLEY HOSPITAL CENTER'S MISSION STATEMENT. true true true X true X true true true false true true 4160309 1725770 2434539 0.01350 21449807 11692795 9757012 0.05420 25610116 13418565 12191551 0.06770 1926040 65355 1860685 0.01030 1926040 65355 1860685 0.01030 27536156 13483920 14052236 0.07800 true 2832000 319267 53418308 68648577 -15230269 X true true 1 1 Hudson Valley Hospital Center 1980 crompond road cortlandt manor NY 10567 www.hvhc.org 5901000h X X X hudson valley hospital center 1 false false true X X X X X X X X X 16 true false false true X www.hvhc.org/about-us/service-plan.html X true 16 true www.hvhc.org/about-us/service-plan.html false true X 200. 400. X X X true true X X X X true X see supplemental information X see supplemental information X see supplemental information X X X X X X true X false X X X X true X false false Part v, Line 5 To gather input from the community for the 2016 Community Health Needs Assessment, Hudson Valley Hospital Center DBA NYP/Hudson Valley had ongoing meetings and correspondence with the Westchester County Health and Hospital Planning Team for the assessment and implementation process from April through November 2016. The team consisted of the Westchester County Department of Health and all Westchester Hospitals, and met monthly from April through November 2016. At the April 8, 2016 meeting, the New York State Prevention Agenda 2013-2018 was presented and reviewed. For each indicator, the team determined whether the county was below, meeting or exceeding the state established targets/goals, the estimated number of people affected by each indicator, the countys overall ranking for the indicator compared to other New York counties, and the performance range within the state. The coalition requested the Westchester County Department of Health to provide additional reports/analysis, including data at a sub-county level to allow a greater understanding of the issues. Samples of existing community surveys were distributed and reviewed and it was decided that the Westchester County Department of Health and Westchester County Hospitals would develop one standardized community survey to be disseminated as well as translated in to Spanish. At subsequent meeting there was review of the NYS prevention Agenda Action Plan Refresh Chart and resources provided by the NYS DOH. Hudson Valley Hospital Center DBA NYP/Hudson Valley held meetings and had correspondence with local community-based agencies. Additionally, 326 community members participated in a Community Health Needs Assessment Survey. The assessment asked people to indicate their health concerns; their perception of health concerns of the community they live in; and what types of programming would help to address those concerns. The survey conveyed that the common health concern for both personal and community health is being overweight/obese. Hudson Valley Hospital Center DBA New York Presbyterian/Hudson Valley Hospital has a stand alone Community needs assessment report. Part V, Line 11 The hospital is addressing the significant needs identified in its most recently conducted CHNA, namely Overweight and Obesity by its Community Service Plan Priority Prevent Chronic Disease programming. The Hospital also provides community outreach to address the other health factors that were raised as health concerns: namely nutrition/eating habits and care for the elderly. The 2014 Intervention Healthy Heart Cooking Classes expanded in 2015 and 2016 to become the Healthy Heart Program. In 2014, participants expressed their interest in learning more about how physical activity could benefit their overall heart health. The program broadened from cooking classes in 2014 to include a membership to The Wellness Center, the hospitals in-house fitness facility, for 2015 and 2016. Local physician practices and Hudson River Health Care, a not-for-profit, New York State licensed, federally qualified health center helped to identify participants. The patient profile was minorities, ages 45-65 at risk of heart disease due to a previous heart attack, other cardiac issues or predisposition due to heredity, high blood pressure, diabetes or being overweight. The 2016 Healthy Heart Program participants were from minority populations. Seven reported having high blood pressure, ten were overweight, two reported having high cholesterol, four were diabetics, three had suffered heart attacks and three had suffered strokes. The cooking classes were held on two Mondays every month from July through November 2016 with eleven participants enrolled in the program. Each participant was asked to complete a short questionnaire to gather information regarding their demographics as well as health information including past medical history, chronic conditions, medications and primary care physician. As the Healthy Heart Program is designed to increase participants knowledge about nutrition and fitness, and improve health, a survey was administered at the beginning and end of the program. The data collected suggests the following: 79% or 9 of participants were not getting the recommended daily amount of fruits and vegetables; for 55% of participants (6 people) meat is the central component at meals; 40% (4 people) choose to fry their foods; 88% of the participants (10 people) did not read nutrition facts labels; 50% of all of the participants (6 people) consume sugary beverages; and 50% (6 people) add salt to their food. The majority of the group felt confident in their ability to develop healthy cooking habits. When asked about the value of exercise, four participants said they were exercising for 30 minutes or longer four times per week. Three members of the group said they exercised for thirty minutes or longer three days per week, and two people said they exercised for thirty minutes or longer two days per week, and two people said they didnt exercise for 30 minutes on any day per week. At the mid-point of our sessions, The Wellness Center reported that participants were not using the facility. The final question was aimed at understanding the participants general attitude about their health. 33% (4 people) felt frustrated about their situation; 22% (2 people) felt they were ready to take action; 33% (4 people) felt they were beginning to take care of themselves and enthusiastic about it; and 11% (1 person) felt extremely focused and knew how to ask for support when needed. The post survey data results of the participants knowledge about nutrition and fitness suggests the following overall improvements: the majority of participants increased their consumption of fruits and vegetables, with 60% (7 people) eating three or more servings of fruits and vegetables all of the time; for 60% (7 people) vegetables became the central component at meals instead of red meat; 75% (8 people) learned to grill or bake foods versus frying them; 80% of participants (9 people) now read nutrition fact food labels; 80% (9 people) reported a reduction in their consumption of sugary beverages; when asked about sodium intake 75% (8 people) reduced their consumption of salt by learning to very rarely add salt to their food. 50% (6 people) of the group felt very confident in their ability to cook healthy heart foods. 33% (4 people) felt very confident in their ability to read the nutrition facts on food label, 16% (2 people) felt somewhat confident. When asked about the value of exercise, 33% (4 people) said they were exercising for 30 minutes or longer seven times per week, and 33% (4 people) said five times per week and the other 3 participants said they exercised for 30 minutes or longer three days per week. Overall, the majority of participants increased the frequency that they exercised per week over the duration of the program. When participants were asked about their general attitude about their health, 100% reported feeling no frustration with their situation and were enthusiastic to take care of their health. All of the participants reported making the recipes made in class in the home. 100% of the participants were very satisfied with the sessions presented by the teaching kitchen and shared the information they learned with family or friends. At the outset of the program, participants were given a handbook containing cooking class curriculum with educational materials and recipes on the following topics: Food for Fitness; Whats the Deal with Sodium; Celebrating Fruits and Vegetables; Fats: The Good and The Bad; Health Supportive Beverages; Fun with Fiber; Fishing for Health; Satisfying Your Sweet Tooth; Breakfast Busters; and Healthy Heart meal and celebration. A trainer from The Wellness Center gave an introduction and overview of the membership benefits which included a one-on-one fitness assessment with a trainer and a fitness program designed specifically for each person. Included in the membership was use of all cardio and weight machines, as well as fitness classes such as Zumba, Step, Yoga, Feldenkrais and Tai Chi. The participants were required to have physician clearance to participate in the exercise program. The Wellness Center is the only medical fitness facility in our area and has 327 active memberships. Working in collaboration with the participants medical provider, exercise specialists design programs for adults with heart disease, obesity, diabetes and other health concerns. Biometric measurements of blood pressure, weight, and body mass index were recorded for the first class and last class at completion of the 10 week series: 73% of participants (8 people) had a reduction in blood pressure, 46% (5 people) lost weight and 36% (4 people) reduced their body mass index. Tracking participants exercise sessions during the 5-month Healthy Heart program at The Wellness Center showed that 3 people exercised between 21-50 times, 3 people exercised between 10-20 times, and 5 people exercised between 1-5 times. The aggregate amount of the entire group is a total of 56 hours exercised and 89,961 calories burned. The program will be offered twice in 2017 in recognition of the importance of the Prevention Agenda and to expand reach into the community. Continuing to address the communitys needs, the hospital maintained its Priority/Focus Area of Prevent Chronic Disease by Promoting Healthy Women, Infants and Children by Increasing Breastfeeding. In 2016 NewYork-Presbyterian Hudson Valley Hospital worked with Hudson River Health Care, a New York State Federally Qualified Health Center that delivers comprehensive primary, preventive, and behavioral health services to successfully maintain a dedicated lactation and breastfeeding room for its staff and patients alike. The Obstetrics Department at Hudson Valley Hospital Center DBA NYP Hudson Valley Hospital is certified Baby-Friendly by Baby-Friendly USA and the World Health Organization for its superior care and commitment to making sure that mothers who choose to breastfeed have the best chance at success. In 2016, the Hospital served mothers by providing bi-monthly breastfeeding education and support groups and monthly prenatal breastfeeding education classes. Mothers received one-on-one sessions with the Hospitals lactation consultant while in the Hospital and after discharge. A grand parenting support workshop is offered quarterly. During the first week of August 2016, the hospital celebrated World Breastfeeding Week by being a sponsor of The Global Big Latch On, where women gather together to breastfeed and offer peer support to each other with the goal of breaking the previous years record of number of babies being breastfed at the same moment across the globe. The Chef Peter X. Kelly Teaching Kitchen (on campus) offers classes such as Do-it-Yourself Baby Food for moms and dads with babies. Hudson Valley Hospital Center DBA NYP Hudson Valley Hospital had the following results for its exclusive breastfeeding rates to date in 2016: January 81%, February 62%, March 59%, April 62%, May 86%, June 73%, July 92%, August 8 Part V, Line 15E Hudson Valley Hospital has financial Counselors who work with patients to provide information regarding Medicaid, Charity Care and to assist those patients who need help to apply. Line 16a, b and c www.hvhc.org/your-hospital-stay/financial-assistance.html ADDITIONAL INFORMATION Part I, Line 3 - N/A Part I, Line 6a - N/A PART I, LINE 7, COLUMN (F) - Explanation for Percent of Total Expense: Bad debt expense in the amount of $2,831,760 was not included in the total functional expenses of $179,924,901 located on schedule H, Line 7, column (F). PART I, LINE 7 The following is a detail of the sources used for determining the amounts reported on schedule H. Line 7A - Adjusted Ratio of Patient Care Costs to Charges Line 7B - Adjusted Ratio of Patient Care Costs to Charges Line 7E - Actual Expenses PART III, LINE 2 - BAD DEBT EXPENSE EXPLANATION: The process for estimating the ultimate collection of receivables involves significant assumptions and judgments. The Hospital has implemented a monthly standardized approach to estimate and review the collectability of receivables based on the payer classification and the period the receivables have been outstanding. Past due balances over 90 days from date of billing and over a specified amount are considered delinquent and are reviewed individually for collectability. Account balances are written off against the allowance when management feels it is probable the receivable will not be recovered. Historical collection and payer reimbursement experience is an integral part of the estimation process related to reserves for doubtful accounts. In addition, the Hospital assesses the current state of its billing functions in order to identify any known collection or reimbursement issues in order to quantify the impact, if any, on reserve estimates, which involves judgment. The Hospital believes that the collectability of its receivables is directly linked to the quality of its billing processes, most notably those related to obtaining the correct information in order to bill effectively for the services provided. Revisions in reserve for doubtful accounts estimates are recorded as an adjustment to provision for bad debts. Please see the Audited Financial Statements, footnote #2, regarding Accounts Receivable and Allowance for Uncollectible Accounts. PART III, LINE 3 TO CALCULATE THE AMOUNT OF BAD DEBT EXPENSE WHICH SHOULD BE ALLOCATED TO PATIENTS ELIGIBLE FOR CHARITY CARE THE FOLLOWING PROCESS WAS PERFORMED. THE PATIENT ACCOUNTS FILES WHICH WERE USED FOR THE 2016 COST REPORT WERE FILTERED FOR THOSE PATIENTS WHO RECEIVED CHARITY CARE IN 2016 PER THE 2016 CHARITY CARE REPORTS DETAIL AND THEN ADDED THE BAD DEBT EXPENSE WHICH WAS RECORDED FOR EACH OF THESE PATIENTS. THIS PROCESS WAS COMPLETED FOR ALL PATIENT ENCOUNTER TYPES BOTH INPATIENT AND OUTPATIENT. PART III, LINE 4 - BAD DEBT EXPENSE FOOTNOTE TO FINANCIAL STATEMENTS: PLEASE SEE THE AUDITED FINANCIAL STATEMENTS FOOTNOTE #2 REGARDING ACCOUNTS RECEIVABLE AND ALLOWANCE FOR UNCOLLECTIBLE ACCOUNTS. PART III, LINE 5,6 & 7 THESE DO NOT INCLUDE CERTAIN MEDICARE PROGRAM REVENUE AND COSTS AND THUS DO NOT REFLECT ALL OF THE ORGANIZATIONS REVENUES AND COSTS WITH THE PARTICIPATION IN MEDICARE PROGRAMS. THE REVENUE AND COSTS EXCLUDES MEDICARE MANAGED CARE ACTIVITY. IF ALL THESE REVENUE AND COSTS WERE INCLUDED THE MEDICARE LOSS OF ($15,230,269) WOULD RESULT IN A GREATER MEDICARE LOSS OF ($22,725,180). MEDICARE NET SURPLUS PER SCHEDULE H (15,230,269) MEDICARE MANAGED CARE NET COSTS ( 7,494,911) TOTAL NET COSTS ASSOCIATED WITH THE MEDICARE PROGRAM (22,725,180) "Net is defined as revenue net of costs" PART III, LINE 8 - MEDICARE EXPLANATION: The Hospital provides both inpatient and outpatient services to the community in spite of this shortfall. As stated by the Hospital's mission, Hudson Valley Hospital Center DBA New York-Presbyterian/Hudson Valley Hospital is dedicated to serving the health care needs of the community and to providing quality, comprehensive medical care in a compassionate, professional, respectful manner, without regard to race, religion, national origin or disease category. Offering state-of-the-art diagnostic treatment, education and preventive services, the Hospital is committed to improving the quality of life in the community. In fulfilling this mission, the Hospital will strive to continuously improve the care provided and develop and offer programs, facilities, systems and alliances that most effectively respond to community health care needs. The Medicare Cost Report was used to determine the 2016 shortfall. PART III, LINE 9B - COLLECTION PRACTICES EXPLANATION: If a patient qualifies for charity, all open accounts are written off at that time. Charity applications are good for one year from receipt. If a patient is applying for charity care, the account is put on hold while the documents are gathered and completed. If the patient does not return documents requested within 60 days, a letter is sent to them reminding them of the request. If there is still no response after 30 days, the account may be referred for collections stating no cooperation from the patient. Per 501(r) (5), Hudson Valley Hospital Center Dba New York-Presbyterian/Hudson Valley Hospital has established written financial assistance and emergency care policies. The policies include a limit on amount charged for those who qualify. All reasonable efforts are made to determine whether an individual is eligible for assistance prior to sending an account to collection. PART VI, LINE 2 - NEEDS ASSESSMENT: In keeping with the mission of the Commissioner of Health of New York, Hudson Valley Hospital Center DBA NYP/Hudson Valley Hospital, working in conjunction with our community partners, has continued assessing our present initiatives, strategic plans and prevention agenda priorities. Assessing our Community's health needs has been paramount for the Hospital. The needs of the community continue to be assessed through partnerships with patients, physicians, elected officials, organizations, area businesses and local Departments of Health. The 2016 Community Health Needs Assessment demonstrated need for services addressing Obesity, Nutrition Education, Eating Habits, and Care for the Elderly. The Hospital continuously requests input from the community through its variety of communication devices including newsletters, e-blasts and health fair surveys. PART VI, LINE 3 - PATIENT EDUCATION OF ELIGIBILITY FOR ASSISTANCE: The Hospitals practice is to note on all patient bills that financial assistance is available. Our statements indicate that if requiring additional information, please contact the Billing Office. Registration provides notification of the Financial Assistance Policy and has the forms available in all areas. Other areas such as Nursing and Quality Management are also available to patients to assist in determining eligibility for assistance. The Financial Counselor reaches out to in house patients without insurance and without secondary insurance to explain the policy. All billing staff is educated on the Organizations policy and patients are offered the assistance application when contacted by phone. Financial Assistance applications are available in English and Spanish. They are available at the time of service, upon request from the patient and are available on our website (nyp.org/hudsonvalley). On the main page, scroll to Your Hospital Stay and the Financial Assistance drop down. PART VI, LINE 4 - COMMUNITY INFORMATION: NewYork-Presbyterian Hudson Valley Hospitals service area represents a population of 146,750 and includes, but is not limited to, the municipalities of Buchanan, Cortlandt, Croton-on-Hudson, Ossining, Peekskill, Somers, and Yorktown. Socioeconomic Factors: There is a large gap between the highest and lowest /socioeconomic classes within our community, with family household income ranging from less than $10,000 to more than $200,000.00. According to data provided by the Westchester County Department of Health, 87.1% of the Westchester County population ages 18-64 has health insurance which is below the NYS 2018 objective of 100%. Additionally, our primary service area faces an average unemployment rate of 8.75%. PART VI, LINE 5 - Promotion of Community Health: Through its understanding of community needs, Hudson Valley Hospital Center DBA New York-Presbyterian/Hudson Valley Hospital has expanded and implemented new programs, better serving patients and the community. In 2016, nutritional support continued to be the focus of many of our community outreach programs. In an effort to combat obesity and an increase in Type II Diabetes, the Hospital has a multi-faceted plan under the banner of Harvest for Health. This included the creation of an organic garden for healing, which provided an outdoor classroom for nutritional education with cancer patients. In 2016 the hospital continued its food service that focuses on preparing wholesome meals with fresh and local produce. The hospital also offered its Farmers Market twice monthly. The markets provide the opportunity for members of the community to have access to healthier foods and encourage a plant-based diet, proven to be beneficial to many diagnoses from cardiovascular issue true HUDSON VALLEY CHAMBER OF COMMERCE 15 DIVISION ST PEEKSKILL NY 10566 131701133 501(c)(6) 5100 SUPPORT YORKTOWN CHAMBER OF COMMERCE 3565 CROMPOND RD CORTLANDT MANOR NY 10567 133867292 501(C)(6) 5895 SUPPORT REDHOUSE ENTERTAINMENT LLC 1008 BROWN ST PEEKSKILL NY 10566 462166550 n/a 27500 SUPPORT 0 3 Part I, line 2: prior to awarding assistance to organizations, an assessment is made on the use of the funds. Final determination is based on whether funds will be used to further our mission. X X X X X true true false false false false false true false LAURA FORESE CHAIRMAN 0 1154292 0 1090781 0 499554 0 213906 0 10693 0 2969226 0 31530 JOHN FEDERSPIEL DIRECTOR/PRESIDENT THRU 6/16 554291 0 500000 0 627825 0 14575 0 29326 0 1726017 0 0 0 KERRY DEWITT DIRECTOR 0 509383 0 318274 0 89830 0 15409 0 24304 0 957200 0 0 PHYLLIS LANTOS DIRECTOR 0 968564 0 922949 0 748620 0 26633 0 30533 0 2697299 0 338195 MICHAEL NOCHOMOVITZ DIRECTOR 0 679204 0 575001 0 122051 0 13250 0 16210 0 1405716 0 0 BRIAN REGAN DIRECTOR 0 245564 0 71617 0 34933 0 23166 0 33428 0 408708 0 0 KIMLEE ROLDAN SANCHEZ DIRECTOR 0 301817 0 85735 0 37170 0 29329 0 18038 0 472089 0 0 KAREN WESTERVELT DIRECTOR 0 588845 0 221501 0 98139 0 13383 0 24457 0 946325 0 0 GARY ZUAR DIRECTOR/Treasurer 0 604634 0 366608 0 513636 0 23533 0 30882 0 1539293 0 123335 KATHLEEN BURKE SECRETARY 0 290519 0 69723 0 11325 0 34449 0 22527 0 428543 0 0 MARK WEBSTER FORMER 0 0 0 0 179613 0 14575 0 0 0 194188 0 0 0 DEBBIE NEUENDORF VP ADMINISTRATION THRU 10/16 260250 0 188948 0 67612 0 11925 0 39502 0 568237 0 0 0 WILLIAM HIGGINS VP MEDICAL AFFAIRS 323294 0 243338 0 17791 0 10600 0 24427 0 619450 0 0 0 SEDRICK O'CONNOR VP HUMAN RESOURCES 219512 0 0 0 675 0 0 0 38894 0 259081 0 0 0 ROBERT PALUMBERI VP FACILITIES 239277 0 0 0 2931 0 10600 0 27140 0 279948 0 0 0 KEVIN MURPHY VP FINANCE 355490 0 0 0 4887 0 10600 0 38790 0 409767 0 0 0 ALICE CORBETT VP PATIENT SERVICES 275643 0 0 0 5908 0 0 0 16793 0 298344 0 0 0 maryann maffei Adm Director of Patient Serv's 200764 0 0 0 1853 0 13206 0 2732 0 218555 0 0 0 kathleen kiernan Director Diagnostic Imaging 180275 0 0 0 629 0 11990 0 38514 0 231408 0 0 0 ERIC SCHORE Director SURGICAL SERVICES 181300 0 0 0 373 0 11034 0 1671 0 194378 0 0 0 MARGI QUAIL Director FINANCE 187224 0 0 0 1850 0 11019 0 28802 0 228895 0 0 0 mark lovitz Pharmacist 177962 0 0 0 982 0 13119 0 2731 0 194794 0 0 0 MARY KINCART director/VP QUALITY MANAGEMENT 213289 0 0 0 4212 0 0 0 24983 0 242484 0 0 0 STACEY PETROWER EX-OFFICIO/PRESIDENT EFF. 7/16 0 414947 0 141585 0 56396 0 23384 0 14835 0 651147 0 0 Part VII and Schedule J: Certain officers and key employees of the New York and Presbyterian Hospital that are identified in part VII as officers or trustees of the Hudson Valley Hospital DBA NYP/Hudson Valley Hospital are responsible for executing the mission and management of the New York and Presbyterian Hospital (NYP) and its affiliated entities. Compensation for 2016 of these upper level executives includes the payout of an annual incentive plan and a long-term incentive plan. This performance-oriented program conditions payments upon the achievement of multiple individual and group performance measures. Measures to monitor performance include: operational and financial strength, patient quality and safety, patient satisfaction, advancement of patient care, and people development and partnership. Incentive awards may only be granted if the organization achieves a financial surplus. Even if all relevant performance measurements are achieved, the NYP Board of Trustees retains full discretion to make or not make any incentive awards, or to reduce the amount of any incentive award. This initiative is critical to assuring that NYP has the requisite leadership to create and manage a highly motivated and engaged workforce, to drive superior performance throughout the organization and to achieve top tier medical center status. As a separate matter, due to restrictions imposed by the Internal Revenue Code, upper level executives are limited in the amount of benefits received under a tax-qualified retirement plan. Like many employers, NYP supplements these executives' pension benefits through a supplemental ("nonqualified") retirement plan. The supplemental executive retirement plan (SERP) is subject to a multi-year vesting requirement (commencing after five years of participation in the SERP, in prorated amounts through age 65) which places an executive's supplemental retirement benefit at risk of forfeiture if the vesting requirements are not satisfied. Once vested, however, provisions of the Internal Revenue Code require that the vested executive include in current income the value of his or her vested supplemental retirement benefit. Notwithstanding the legal requirement to recognize the vested value of the supplemental retirement benefit as current income, the supplemental retirement benefit will not be distributed to the executive until the executive actually retires from NYP (although, as permitted by the Internal Revenue Code, the supplemental retirement plan will effect a distribution of an amount necessary to satisfy the executive's tax liability resulting from the income recognition upon vesting). As noted, this supplemental retirement benefit will not be distributed to the executive until the executive actually retires from NYP. There are constantly changing legal, tax, accounting, and public disclosure rules for a SERP (supplemental executive retirement plan) in not-for-profit organizations. The executive Compensation Committee continuously monitors these changes and incorporates any changes into the overall SERP plan design. As in past years, the executive Compensation Committee of NYP requires a third party complete a review of the organization's compensation program to ensure its effectiveness in terms of government regulations, market conditions and the need to continually elevate organizational performance. The report also serves to meet the regulatory obligations to ensure that all elements of the executive compensation programs are reasonable. The individuals listed in part VII that are compensated by New York Presbyterian Hospital devote an average of sixty hours per week to perform their responsibilities for the New York Presbyterian Hospital and other related organizations in the aggregate. Part I, Line 4A: Severance Pay: John Federspiel received 346,158 in severance Pay effective 7/1/2016. Debbie Neuendorf received 51,210 in severance Pay effective 10/7/2016. Part I, Line 4B: Participated in Supplemental nonqualified retirement Plan: Laura Forese 179,457 Part I, Line 4B: Supplemental Nonqualified retirement plan as reported on W2: Laura Forese 302,316 Phyllis Lantos 566,306 Gary Zuar 413,951 John Federspiel 259,615 Mark Webster 179,613 PART I, LINE 7 - NON-FIXED PAYMENTS PROVIDED COMPENSATION DECISIONS FOR SENIOR MANAGEMENT WILL BE REVIEWED AND APPROVED BY NON-CONFLICTED MEMBERS AND COMPENSATION WILL BE MEASURED AGAINST APPROPRIATELY RECOGNIZED SURVEYS FOR COMPENSATION OF CORRESPONDING RANK, POSITION AND/OR SPECIALTY IN THE SAME OR A COMPARABLE GEOGRAPHIC AREA AS THAT OF hudson valley hospital center dba NewYork-Presbyterian/Hudson Valley Hospital. THERE SHALL BE SUFFICIENT AND ADEQUATE DOCUMENTATION TO SUPPORT THE REASONABLENESS AND APPROPRIATENESS OF ALL COMPENSATION DECISIONS. ALL DELIBERATIONS REGARDING COMPENSATION OF SENIOR MANAGEMENT SHALL BE DOCUMENTED IN THE BOARD MINUTES. SENIOR MANAGEMENT INCLUDES THE PRESIDENT AND OTHER SELECT SENIOR EXECUTIVES. Part VI, Section A, Line 2: Gary Zuar, Kimlee Roldan-Sanchez and Brian Regan have a business relationship. Part VI, Section A, Line 6: NYP Community Programs, Inc, a New York not-for-profit corporation, is the sole member of the hudson valley hospital center dba NewYork-Presbyterian/Hudson Valley Hospital. Part VI, Section A, Line 7A: New York Community Programs, Inc (The member) elects the BOARD OF DIRECTORS, PURSUANT TO THE BYLAWS. Part VI, Section A, Line 7B: In addition to those rights powers and authority vested in the member, in its capacity as the sole member of the corporation, by the bylaws of the corporation and by Non Profit Corporate Law (NPCL) and other applicable law, the member in its capacity as the established co-operator of the corporation licensed under article 28 of the New York state public health law, shall have the following rights, powers and authority relative to the corporation. Such powers include adaption/approval of; operating budget, operating policies, indebtedness, contracts, etc. There are no classes of members. Part VI, SECTION B, LINE 11B: FINANCE COORDINATED AND COMPLETED ALL OF THE INFORMATION REQUIRED FOR FORM 990 ACCESSING VARIOUS RESOURCES INCLUDING LEGAL, HUMAN RESOURCES, DEVELOPMENT, AND OTHER DEPARTMENTS AS NEEDED. SENIOR FINANCE EXECUTIVES COMPLETE A REVIEW OF THE RETURN IN CONJUNCTION WITH ERNST & YOUNG U.S. LLP, PAID PREPARER, PRIOR TO SUBMISSION TO THE CHAIRMAN OF THE AUDIT AND CORPORATE COMPLIANCE COMMITTEE. THE CHAIRMAN OF THE AUDIT AND CORPORATE COMPLIANCE COMMITTEE CONDUCTS A DETAILED REVIEW. UPON COMPLETION OF THE AUDIT CHAIRMAN'S REVIEW AND APPROVAL, THE 990 IS MADE AVAILABLE TO THE GOVERNING BODY PRECEDING THE FILING. Hudson Valley Hospital Center DBA NewYork-Presbyterian/Hudson Valley Hospital FILES THE 990 UPON FINAL APPROVAL. PART VI, SECTION B, LINE 12C: Hudson Valley Hospital center DBA NewYork-Presbyterian/Hudson Valley Hospital adheres to a conflict of interest (coi) policy that was approved by the audit and corporate compliance committee of the board of trustees. The policy states in part: "Each Board Member, Officer or Key Person of a New York-Presbyterian Organization shall complete a conflict of interest questionnaire prior to becoming a Board Member, Officer or Key Person of the New York-Presbyterian Organization and annually thereafter." The policy also states that "each Board Member, Officer, or Key Person shall promptly advise the Chief Executive Officer of the New York and Presbyterian Hospital, or his or her designee, of any changes to the information provided in that individual's last completed conflict of interest questionnaire." The Chief Executive Officer of the New York and Presbyterian Hospital, or his or her designee, shall review all completed questionnaires and all subsequent advice of changes and shall take such action as is deemed appropriate to eliminate potentials for conflicts of interest, including such steps as reassignment of responsibilities or establishment of protective arrangements. All disclosures of interests in completed questionnaires or subsequent advice, unless clearly irrelevant or immaterial, shall be compiled and reported by management to the Audit and Corporate Compliance Committee, together, in each case, with response or recommendation of management. The Audit and Corporate Compliance Committee shall determine whether the reported resolution of issues raised by the disclosures is satisfactory and, if not, shall require such further action as it deems appropriate. Part VI, Section B, Line 15: THE MEMBER OF hudson valley hospital center dba NewYork-Presbyterian/Hudson Valley Hospital IS RESPONSIBLE FOR OVERSEEING EXECUTIVE COMPENSATION POLICIES AND PRACTICES, AND FOR SETTING AND APPROVING SPECIFIC COMPENSATION FOR THE CEO AND OTHER SELECT SENIOR EXECUTIVES. THE MEMBER HAS ENGAGED AN INDEPENDENT THIRD-PARTY EXPERT TO PROVIDE OBJECTIVE ADVICE AND RELEVANT INDUSTRY AND MARKETPLACE BENCHMARKS FOR COMPENSATION. THE BOARD ASSESSES TOTAL COMPENSATION FOR THE CEO AND OTHER SELECT SENIOR EXECUTIVES. ALL COMPENSATION IS APPROVED BY THE BOARD WITHOUT INPUT OR VOTING PARTICIPATION BY PERSONS WHOSE COMPENSATION IS BEING APPROVED OR BY ANY OTHER INDIVIDUAL WITH A CONFLICT OF INTEREST. PART VI, SECTION C, LINE 19: External requests for our governing documents, conflict of interest policy, and financial statements are reviewed for validity. These requests are then granted if deemed appropriate. Part IX, Line 9: Change in Interest of the foundation of NYP/Hudson Valley = (37,332) Gain on extinguishment of debt = 9,042,134 Total = 9,004,802 NY PRESBYTERIAN HEALTHCARE SYSTEM INC 525 E 68TH STREET BOX 156 NEW YORK NY 10065 133792361 SPONSOR NY 501(C)(3) 12 TYPE I NYP FDN true THE NEW YORK AND PRESBYTERIAN HOSPITAL 525 E 68TH STREET BOX 156 NEW YORK NY 10065 133957095 HEALTHCARE NY 501(C)(3) 3 NYP FDN true NEW YORK-PRESBYTERIAN FOUNDATION INC 525 E68TH STREET BOX 156 NEW YORK NY 10065 134153668 HEALTHCARE NY 501(C)(3) 12 TYPE I NA false BEEKMAN STAFF RESIDENCE 525 EAST 68TH STREET BOX 156 NEW YORK NY 10065 132773085 REAL ESTATE NY 501(C)(3) 12 TYPE I NYP HOSPITAL true THE ELIZABETH BLACKWELL FDN INC 525 EAST 68TH STREET BOX 156 NEW YORK NY 10065 113344692 HLTH INFO SVS NY 501(C)(3) 12 TYPE I NYP HOSPITAL true NEW YORK DOWNTOWN HOSPITAL CCPH 525 EAST 68TH STREET BOX 156 NEW YORK NY 10065 113614596 FUND/SUPPORT NY 501(C)(3) 12 TYPE I NYP HOSPITAL true NYP COMMUNITY SERVICES INC 525 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