Community Benefit Insight - Tax-exempt hospital

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The New York and Presbyterian Hospital

525 East 68th Street

New York, NY 10065

EIN: 133957095

The hospital that you have selected is part of a multi-facility organization that reports community benefit expenditures in the aggregate and not by individual hospital. The data shown below are for the multi-facility organization. We encourage you to contact the individual hospital directly if you would like community benefit information on the hospital.Learn more

Individual Facility Details: Presbyterian Hospital

622 W 168th St
New York, NY 10032

2 hospitals in organization:
(click a facility name to update Individual Facility Details panel)

Presbyterian Hospital

New York Presbyterian Hospital

Bed count	1346	Medicare provider number	330012	Member of the Council of Teaching Hospitals	YES	Children's hospital	NO

The New York and Presbyterian HospitalDisplay data for year:

Community Benefit Spending- 2011
(as % of functional expenses, which all tax-exempt organizations report on Form 990 Schedule H)

14.06%

Spending by Community Benefit Category- 2011
(as % of total functional expenses)

* = CBI denoted preventative categories

Community Benefit Spending Compared to Functional Expenses, 2010-2011

Additional data

Community Benefit Expenditures: 2011

All tax-exempt organizations file a Form 990 with the IRS for every tax year. If the tax-exempt organization operates one or more hospital facilities during the tax year, the organization must attach a Schedule H to Form 990. On Part I of Schedule H, the organization records the expenditures it made during the tax year for various types of community benefits; 9 types are shown on this web tool. By default, this web tool presents community benefit expenditures as a percentage of the organization’s functional expenses, which it reports on Form 990, Part IX, Line 25, Column A. (The more commonly heard term, ‘total operating expenses’, which organizations report to CMS, is generally about 90% of the ‘functional expenses’). The user may change the default to see the dollar expenditures.
Amount spent in the following IRS community benefit categories:

Financial Assistance at cost as % of operating expenses	$ 40,156,230 1.15 %
Medicaid as % of operating expenses	$ 158,146,905 4.52 %
Costs of other means-tested government programs as % of operating expenses	$ 0 0 %
Health professions education as % of operating expenses	$ 242,752,692 6.94 %
Subsidized health services as % of operating expenses	$ 16,774,172 0.48 %
Research as % of operating expenses	$ 3,766,030 0.11 %
Community health improvement services and community benefit operations* as % of operating expenses Note: these two community benefit categories are reported together on the Schedule H, part I, line 7e.	$ 30,525,975 0.87 %
Cash and in-kind contributions for community benefit* as % of operating expenses	$ 0 0 %
Community building* as % of operating expenses	$ 0 0 %

* = CBI denoted preventative categories

Community building activities details:

Did tax-exempt hospital report community building activities?	Not available
Number of activities or programs (optional)	0
Physical improvements and housing	0
Economic development	0
Community support	0
Environmental improvements	0
Leadership development and training for community members	0
Coalition building	0
Community health improvement advocacy	0
Workforce development	0
Other	0
Persons served (optional)	0
Physical improvements and housing	0
Economic development	0
Community support	0
Environmental improvements	0
Leadership development and training for community members	0
Coalition building	0
Community health improvement advocacy	0
Workforce development	0
Other	0
Community building expense as % of operating expenses	$ 0 0 %
Physical improvements and housing as % of community building expenses	$ 0
Economic development as % of community building expenses	$ 0
Community support as % of community building expenses	$ 0
Environmental improvements as % of community building expenses	$ 0
Leadership development and training for community members as % of community building expenses	$ 0
Coalition building as % of community building expenses	$ 0
Community health improvement advocacy as % of community building expenses	$ 0
Workforce development as % of community building expenses	$ 0
Other as % of community building expenses	$ 0
Direct offsetting revenue	$ 0
Physical improvements and housing	$ 0
Economic development	$ 0
Community support	$ 0
Environmental improvements	$ 0
Leadership development and training for community members	$ 0
Coalition building	$ 0
Community health improvement advocacy	$ 0
Workforce development	$ 0
Other	$ 0

Other Useful Tax-exempt Hospital Information: 2011

In addition to community benefit and community building expenditures, the Schedule H worksheet includes sections on what percentage of bad debt can be attributable to patients eligible for financial assistance, and questions on the tax-exempt hospital's debt collection policy. When searching a specific tax-exempt hospital in this web tool, Section II provides information about bad debt and the financial assistance policy, and whether the state in which the tax-exempt hospital resides has expanded Medicaid coverage under the federal ACA.

Of the tax-exempt hospital’s overall operating expenses, amount reported as bad debt as % of operating expenses	$ 18,110,593 0.52 %
Is the tax-exempt hospital considered a "sole community hospital" under the Medicare program?	NO

Information about the tax-exempt hospital's Financial Assistance Policy and Debt Collection Policy
The Financial Assistance Policy section of Schedule H has changed over the years. The questions listed below reflect the questions on the 2009-2011 Schedule H forms and the answers tax-exempt hospitals provided for those years. The Financial Assistance Policy requirements were changed under the ACA. In the future, as the Community Benefit Insight web site is populated with 2021 data and subsequent years, the web tool will also be updated to reflect the new wording and requirements. In the meantime, if you have any questions about this section, we encourage you to contact your tax-exempt hospital directly.

Does the organization have a written financial assistance (charity care) policy?	YES
Did the tax-exempt hospital rely upon Federal Poverty Guidelines (FPG) to determine when to provide free or discounted care for patients?	YES
Amount of the tax-exempt hospital’s bad debt (at cost) attributed to patients eligible under the organization’s financial assistance (charity care) policy as % of operating expenses	$ 4,138,212 22.85 %

Did the tax-exempt hospital, or an authorized third party, take any of the following collection activities before determining whether the patient was eligible for financial assistance:

Reported to credit agency	Not available
Filed lawsuit	Not available
Placed liens on residence	Not available
Issue body attachments? (an order by the court commanding a sheriff or other official to physically bring before the court a person who is guilty of contempt of court)	Not available

Under the ACA, states have the choice to expand Medicaid eligibility for their residents up to 138% of the federal poverty guidelines. The Medicaid expansion provision of the ACA did not go into effect until January 2014, so data in this web tool will not reflect each state's current Medicaid eligibility threshold. For up to date information, please visit the Terms and Glossary under the Resources tab.
The federal poverty guidelines (FPG) are set by the government and used to determine eligibility for many federal financial assistance programs. Tax-exempt hospitals often use FPG guidelines in their Financial Assistance policies to determine which patients will qualify for free or discounted care.
In addition to the federal requirements, some states have laws stipulating community benefit requirements as a result of tax-exemption. The laws vary from state to state and may require the tax-exempt hospitals to submit community benefit reports. Data on this web tool captures whether or not a state had a mandatory community benefit reporting law as of 2011. For more information, please see Community Benefit State Law Profiles Comparison at The Hilltop Institute.

Community Health Needs Assessment Activities: 2011

The ACA requires all 501(c)(3) tax-exempt hospitals to conduct a Community Health Needs Assessment (CHNA) every three years, starting with the hospital's tax year beginning after March 23, 2012. The 2011 Schedule H included an optional section of questions on the CHNA process. This web tool includes responses for those hospitals voluntary reporting this information. The web tool will be updated to reflect changes in these questions on the 2012 and subsequent Schedule H forms.

Did the tax-exempt hospital report that they had conducted a CHNA?	Not available
Did the CHNA define the community served by the tax-exempt hospital?	Not available
Did the CHNA consider input from individuals that represent the broad interests of the community served by the tax-exempt hospital?	Not available
Did the tax-exempt hospital make the CHNA widely available (i.e. post online)?	Not available
Did the tax-exempt hospital adopt an implementation strategy to address the community needs identified by the CHNA?	Not available
Did the tax-exempt hospital execute the implementation strategy?	Not available
Did the tax-exempt hospital participate in the development of a community-wide plan?	Not available

Supplemental Information: 2011

This section presents qualitative information submitted by the hospital, verbatim from the 990H record.

Statement of Program Service Accomplishments
Description of the organization's program service accomplishments for each of its three largest program services, as measured by expenses. Section 501(c)(3) and 501(c)(4) organizations are required to report the amount of grants and allocations to others, the total expenses, and revenue, if any, for each program service reported.

4A (Expenses $ 2886336152 including grants of $ 277634) (Revenue $ 3516259623)
The New York and Presbyterian Hospital provides quality medical care regardless of race, creed, sex, sexual orientation, national origin, handicap, age, or ability to pay. Although reimbursement for services rendered is critical to the operations and stability of the Hospital, the Hospital recognizes that not all individuals possess the ability to pay for essential medical services and, furthermore, the Hospital's mission is to serve the community with respect to health care. Therefore, in keeping with the Hospital's commitment to serve all members of the community, the Hospital provides the following: free and reduced price medical care (charity care/financial aid) to the indigent; care to persons covered by governmental programs at below-cost; subsidized health services; and health care activities, medical education and programs to support the community. Community benefit activities include wellness programs, community education programs, health screenings, and a broad variety of community support services, health professionals education, and subsidized health services. The Hospital had 117,853 discharges and provided 989,752 outpatient visits (clinic - 784,800, emergency room - 204,952) plus 76,689 ambulatory surgery procedures.

Supplemental Information

Schedule H (Form 990) Part VI

Part I, Line 3C:
N/A

Part I, Line 6A:
N/A

Part I, line 7G:
Included in subsidized health service is clinic, ambulance and emergency room services.

Part I, Line 7, column F:
the percent of total expense represents the net community benefit expense as a percentage of the hospital's total expenses net of $41,635,000 bad debt expense.

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 cost to charges Line 7b - Cost accounting system Line 7e - Actual expenses Line 7f - Institutional cost report - worksheet B, part 1 Line 7g - Cost accounting system Line 7h - Institutional cost report

Part III, Line 4:
For patients who were determined by the Hospital to have the ability to pay but did not, the uncollected amounts are bad debt expense. Estimated cost is based on the total bad debt at the ratio of patient care cost to charges.

Part III, Line 8:
"The required method of reporting in schedule h obfuscates the full losses associated with delivery of services to medicare beneficiaries; a loss which exceeds $107 million. As reported in part III, section b, line 7, medicare is calculated to result in a $37 million surplus; this results because medicare losses of $107 million are instead reflected in Part I, lines 7f and 7g where losses identified with professional education and subsidized health services are calculated per the methodology mandated for completion of schedule h. furthermore, medicare managed care losses of $38 million are excluded altogether from all schedule H disclosures. $37,315,688 - Medicare net surplus per Schedule H (80,595,626)- Medicare GME net costs (26,566,093)- Medicare net cost of subsidized health services (38,044,564)- Medicare managed care net costs $(107,890,595)- total net associated with the medicare program ""net"" is defined as revenue net of costs"

Part III, Line 9b:
Included within the hospitals charity care/financial aid policy is a section for collection practices that the hospital adheres to. Noted below is the section within the hospital charity care/financial aid policy. Collection Practices under Financial Assistance Program: 1. Hospital has developed the standards and scope of practices to be be used to collect outstanding patient debt, including the establishment of written policies regarding referral of patient debt for collection or legal action. Hospital requires collection agencies acting on the hospital's behalf to sign written agreements obligating them to follow these standards and practices. 2. With regard to collection practices, hospital: a) will not force the sale or foreclosure of a patient's primary residence to pay for an outstanding debt. b) Will not send a bill to a collection agency while a completed charity care/financial aid application (including any required supporting documentation) submitted to hospital is pending determination. c) will not permit collections from a patient who is determined to have been eligible for medcaid at the time services were rendered and for which medicaid payment is available, provided patient has submitted a completed application for medicaid in connection with such services. d) Will provide written notification (including notification on a patient bill) to a patient at least 30 days before an account is sent to collection. e) Requires the collection agency to have the hospital's written consent prior to starting a legal action for collection. f) requires collection agencies to provide information to patients regarding how to apply for charity care/financial aid, where appropriate.

Needs Assessment:
IDENTIFICATION OF PUBLIC HEALTH PRIORITIES In accordance with the State Department of Health's Prevention Agenda toward the Healthiest State, NewYork-Presbyterian conducted an assessment of its service area's demography and health needs. It gathered input obtained from the multiple public discussion sessions, and analyzed the quantitative and qualitative data from the community health needs assessment that was previously submitted to New York State. The Hospital also reviewed the heightened need for community preparedness as a city, state and federal priority. NewYork-Presbyterian chose to address the following three (3) New York State Department of Health's Prevention Agenda Priorities: 1. Access to Quality Healthcare 2. Chronic Disease 3. Community Preparedness During 2011, NewYork-Presbyterian conducted a wide variety of activities that support the three (3) Prevention Agenda Priorities: access to healthcare, chronic disease and community preparedness. Activities designed to improve healthcare access targeted lack of insurance, systemic and structural barriers, as well as cognitive factors, including knowledge of disease and prevention strategies. These activities took place in communities throughout the service area, and targeted schools and faith-based organizations, along with major community-based industries of livery drivers, shopkeepers (bodegueros) and cosmetologists. The Hospital also conducted many health promotion and disease prevention activities that addressed the following chronic diseases: diabetes, obesity, cardiovascular disease, asthma, and cancer. Community preparedness activities ranged from annual blood drives to extensive emergency medical services activities, conducted in coordination with the City of New York. In addition to the three priority areas NewYork-Presbyterian also conducted a number of other programs that support our organization's mission and commitment to the overall health of the community.

Patient Education of eligibility for assistance:
PATIENTS ARE NOTIFIED IN THE ADMISSION PACKET AND THE ELIGIBILITY FOR ASSISTANCE DESCRIPTION IS POSTED IN PUBLIC AREAS AS REQUIRED BY NEW YORK STATE.

Community Information:
Service Area Newyork-presbyterian's service area has not changed since the 2008 Community Service Plan and subsequent community plan updates, and is defined as the counties of New York, Queens, Kings, Bronx and Westchester. NewYork-Presbyterian is a leading academic medical center, and is proud of its long tradition as a committed provider of services to residents from diverse communities that span the New York Metropolitan area and Westchester County. As a regional resource, NewYork-Presbyterian's service area differs from that of a typical community hospital where service area is defined by the residential profile of the largest number of discharges; instead for the purposes of the 2008 Community Service Plan, NewYork-Presbyterians service area is defined as the counties of New York, Queens, Kings, Bronx, and Westchester. NewYork-Presbyterian's service area includes approximately 3,414,764 households with a total population of approximately 8,695,434 (1). The payor mix is primarily Medicaid at 32.5% and Medicare at 30.8%, followed by commercial insurance at 28.0%, self-pay/uninsured at 7.5%, other at 0.9% and worker's compensation at 0.3%. Approximately 64% of the population is between the ages of 18-65 and approximately 13% of the population is 65 years and older. Over the next five years, the 45-64 age group is estimated to grow by more than 8% and the 65 years and older population is estimated to grow by 7.5%. Of the population, 72.6% identify themselves as Non-Hispanic, while 27.4% identify themselves as Hispanic. Of the population, 44.7% is White, followed by 25% African American, 19.2% other (includes Native Hawaiian, Pacific Islander, and individuals of two or more races), 10.7% Asian and 0.5% Native American(2). Socioeconomic Status The percentage of persons living below the poverty level is 20% in New York County, 31% in Bronx County, 25% in Kings County, 15% in Queens County and 8.8% in Westchester County, compared to 21.2% citywide(3). Residents of these areas receive public assistance at a rate of 17.7% in New York County, 29.2% in Bronx County, 23% in Kings County, 12.6% in Queens County, and 2.7% in Westchester County, compared with 19.3% for the rest of New York City(4). As of July 2009, the unemployment rates reported for the service area are 8.6% for New York County, 12.9% for Bronx County, 10.6% for Kings County, 8.8% for Queens County, and 7.3% for Westchester County, The overall New York State unemployment rate is 8.6%(5). The percentage of households with incomes less than $15,000 is 18% in New York County, 29% in Bronx County, 24% in Kings County, 15% in Queens County, and 10% in Westchester County(6). (1) Claritas 2008. (2) Ibid. (3) New York City Department of City Planning (September 2006). (4) Ibid. (5) New York State Department of Labor, Local Area Unemployment Statistics. (6) Claritas 2008. Specific neighborhoods in New York-Presbyterian's service area include Washington Heights/Inwood (WH/I), Central Harlem, East Harlem, Riverdale/Kingsbridge, and Westchester, Each of these neighborhoods is distinct in its ethnic diversity and socio-economic background. 1) Washington Heights/Inwood - Population 270,000, % of residents under the age 44* 70, % of foreign born* 51, % of residents(25 year or older)with only a high school dipolma* 19, and % college graduates* 18. Race*: white 11%, African-American 14%, Hispanic 71%, Asian 2%, and other 2%. 2)Central Harlem - Population 151,100, % of residents under the age 44* 70, % of foreign born* 19, % of residents(25 year or older)with only a high school dipolma* 25, and % college graduates* 20. Race*: white 8%, African-American 67%, Hispanic 19%, Asian 3%, and other 3%. 3)East Harlem - Population 108,100, % of residents under the age 44* 70, % of foreign born* 21, % of residents(25 year or older)with only a high school dipolma* 23, and % college graduates* 13. Race*: white 7%, African-American 33%, Hispanic 55%, Asian 3%, and other 2%. 4)Riverdale/Kingsbridge - Population 89,000, % of residents under the age 44* 58, % of foreign born* 30, % of residents(25 year or older)with only a high school dipolma* 21, and % college graduates* 38. Race*: white 49%, African-American 11%, Hispanic 32%, Asian 5%, and other 3%. 5)Westchester** - Population 923,459, % of residents under the age 44* 63, % of foreign born* 22, % of residents(25 year or older)with only a high school dipolma* 22, and % college graduates* 46. Race*: white 64%, African-American 14%, Hispanic 16%, Asian 5%, and other 1%. *Source: New York City Department of Health and Mental Hygiene, Community Health Profile - 2006 (Does Not Include Westchester County) * * U.S. Census Bureau, Census 2000, Table DP-1 & 2. Profile of General Demographics Characteristics: 2000, (Westchester County)

Community Building Activities:
Public Participation NewYork-Presbyterian is committed to serving the vast array of neighborhoods comprising its service area and recognizes the importance of preserving a local community focus to effectively meet community need. The Hospital adheres to a single standard for assessing and meeting community need, while retaining a geographically-focused approach for soliciting community participation and involvement and providing community outreach. The Hospital has fostered continued community participation and outreach activities through linkages with the NewYork-Presbyterian Community Health Advisory Council, the NewYork-Presbyterian/Weill Cornell Community Advisory Board, the Westchester Division Consumer Advocacy Committee, the NewYork-Presbyterian/Allen Hospital Community Task Force and the Building Bridges-Building Knowledge-Building Health Coalition of Northern Manhattan, East Harlem and the South Bronx. NewYork-Presbyterian has worked closely with Community Districts 8 and 12 to assess healthcare needs and coordinate efforts to better serve these areas. The Hospital has also assessed community need in consultation with a wide variety of community physicians that serve patients who receive care at three (3) of NewYork-Presbyterian's facilities: NewYork-Presbyterian/Columbia, NewYork-Presbyterian/Allen Hospital and the Morgan Stanley Children's Hospital. In 2011, the Hospital continued to work with the WH/I Emergency Preparedness Task Force to further community preparedness. NewYork-Presbyterian has met with all of these community groups and discussions have yielded significant knowledge and cooperation on many fronts: The NewYork-Presbyterian Community Health Advisory Council: The NewYork-Presbyterian Hospital Community Health Advisory Council was established in 2004. The Council provides the opportunity for community leaders and residents to directly engage Hospital senior leadership and collaboratively develop ways to address community concerns. On Saturday, March 5th, 2011, at the Vivian & Seymour Milstein Family Heart Center, a joint Council meeting of NewYork-Presbyterian and Weill Cornell Medical College was convened to address budgetary cuts, community preparedness, patient access and community engagement regarding the best approach to tackling chronic diseases. The Committee also engaged elected officials. The NewYork-Presbyterian/Weill Cornell Community Advisory Board: The NewYork-Presbyterian/Weill Cornell Community Advisory Board was established in 1979 to enhance communication and cooperation between the Hospital and the communities that it serves. The Board identifies health needs of the community, participates in determining how best to meet those health needs where appropriate, initiates the development of a collaboration between the Hospital and community-based organizations and brings internal service delivery problems to the attention of Hospital administration. The Committee met on November 10, 2011. The NewYork-Presbyterian/Allen Hospital Advisory Committee: The NewYork-Presbyterian/Allen Hospital Advisory Committee was established to foster greater community input in the delivery of healthcare and to promote community awareness of hospital activities and services. The Committee met on September 27, 2011. Community Board Districts 8 and 12: NewYork-Presbyterian meets regularly with Community Board Districts 8 and 12. These Districts encompass two large sections of the Hospital's service area. The Health Committee of Community Board District 12 in Manhattan meets monthly to discuss the health needs of the community. NewYork-Presbyterian's Vice President of Government and Community Affairs is a member of the Health Committee and regularly reports on Hospital programs, services, community outreach and budget issues. The interaction between NewYork-Presbyterian and the Community Board is extremely valuable since it enables the Hospital to have first hand reports of community concerns. Community Physicians of NewYork-Presbyterian/Columbia: This organization of independent physicians in private practice provides a forum for discussion and networking for NewYork-Presbyterian and the many community physicians practicing in large sectors of the Hospital's service area in Northern Manhattan. Notifications of meetings are sent to all community physicians who have been identified as having an interest in participation. NewYork-Presbyterian's outreach has resulted in building an organization of more than 200 community physicians. This group meets monthly with administrative and clinical leaders to discuss issues such as healthcare access, emergency services, and collaborations for diabetes management, obesity prevention, and asthma control as well as health promotion efforts. In addition, community physicians serve as mentors to participants in the Lang Youth Program, a six-year longitudinal science enrichment, youth development program for 6th-12th grade students who reside in Washington Heights and Inwood. The Washington Heights/Inwood Emergency Preparedness Task Force: The Washington Heights/Inwood Emergency Preparedness Task Force held a community Blood Drive on Tuesday, May 31st and on Wednesday, June 1st, 2011 in partnership with the NY Blood Bank, State Senator Adriano Espaillat and Yeshiva University. This group meets regularly to discuss: Vaccinations Community resources Distribution of flyers and posters Effective communication and outreach, including utilization of local media Extensive outreach to immigrant and non-English speaking populations Alternate sites for expansion Members include: NewYork-Presbyterian Columbia University Medical Center New York City Department of Health and Mental Hygiene Community Board 12 Community Board 12 Emergency Response team (CERT) 33rd and 34th Police Precincts Community League of the Heights Project Renewal Isabella Geriatric Center Northern Manhattan Coalition for Immigrant Rights Yeshiva University Local elected officials Healthy Children in the Heights Program: On June 17, 2011, NewYork-Presbyterian (NYP) Hospital launched the Healthy Children in the Heights Program. NYP has been working for years to address the disproportionately high rates of obesity (and attendant illnesses) among young people (mainly young Latinos) in Northern Manhattan. Most of NYP's work on this important issue has been through its CHALK (Choosing Healthy & Active Lifestyles for Kids) Program. NYP is expanding the public outreach component of the CHALK program and increasing its visibility as a community based model of pediatric health and wellness. To do that it is engaging in a number of activities including grassroots outreach, public forums on health and wellness and a community-wide campaign to have Northern Manhattan leaders, residents and businesses sign the CHALK Health and Wellness Pledge, a public commitment to the principles of nutrition, exercise and healthy living. NYP has partnered with community based organizations, small businesses, and other community stakeholders to make sure that the Healthy Children in the Heights reaches deep into the Northern Manhattan communities where obesity, asthma, diabetes and other illnesses are wreaking havoc.

Other Information:
"NEWYORK-PRESBYTERIAN HOSPITAL IS A 2,298-BED, 501(C)(3) NOT-FOR-PROFIT, ACADEMIC MEDICAL CENTER. IT IS COMMITTED TO THE SPECIAL AND COMPLEX MISSION OF PATIENT CARE, TEACHING, RESEARCH, AND COMMUNITY SERVICE. NEWYORK-PRESBYTERIAN OFFERS A FULL RANGE OF SERVICES FROM PRIMARY THROUGH QUATERNARY CARE. NEWYORK-PRESBYTERIAN HAS OVER 117 FULLY ACCREDITED TRAINING PROGRAMS AND APPROXIMATELY 1,641 FULL-TIME EQUIVALENT RESIDENTS AND FELLOWS. NEWYORK-PRESBYTERIAN PROVIDES STATE-OF-THE-ART INPATIENT, AMBULATORY, AND PREVENTIVE CARE. AN INTEGRAL COMPONENT OF NEWYORK-PRESBYTERIAN IS THE AMBULATORY CARE NETWORK (ACN). THE ACN CONSISTS OF 13 PRIMARY CARE SITES AND 7 SCHOOL-BASED HEALTH CENTERS THAT ARE ACCESSIBLE TO ALL COMMUNITIES SERVED. THE ACN OFFERS PRIMARY CARE SERVICES IN OBSTETRICS AND GYNECOLOGY, PEDIATRICS, INTERNAL MEDICINE, FAMILY MEDICINE AND GERIATRICS AND NUMEROUS SUB-SPECIALTY CARE SERVICES. COMPREHENSIVE PRIMARY CARE, REPRODUCTIVE HEALTHCARE AND FAMILY PLANNING SERVICES ARE PROVIDED IN THE SCHOOL-BASED HEALTH CENTERS. PRIMARY AND SPECIALTY SERVICES ARE PROVIDED IN LOCATIONS THROUGHOUT NEWYORK-PRESBYTERIAN'S SERVICE AREA. NEWYORK-PRESBYTERIAN ALSO SERVES AS THE ACADEMIC AND TERTIARY HUB OF THE NEWYORK-PRESBYTERIAN HEALTHCARE SYSTEM, AN UNINCORPORATED FEDERATION OF AUTONOMOUSLY OPERATED TAX EXEMPT HEALTHCARE ORGANIZATIONS IN THE METROPOLITAN AREA. NEWYORK-PRESBYTERIAN'S STRATEGIC INITIATIVES SUPPORT THE ULTIMATE GOAL: ""WE PUT PATIENTS FIRST."" THIS MEANS THAT NEWYORK-PRESBYTERIAN MUST MAKE PATIENTS THE FIRST PRIORITY AND STRIVE TO PROVIDE THEM WITH THE HIGHEST QUALITY, SAFEST, AND MOST COMPASSIONATE CARE AND SERVICE. NEWYORK-PRESBYTERIAN'S SIX STRATEGIC INITIATIVES ARE: 1)QUALITY AND SAFETY 2)PEOPLE DEVELOPMENT 3)ADVANCING CARE 4)FINANCIAL AND OPERATIONAL STRENGTH 5)PARTNERSHIPS 6)SERVING THE COMMUNITY Two of New York Presbyterian Hospital's Strategic initiatives demonstrate how the hospital furthers its exempt purpose: 1)FINANCIAL AND OPERATIONAL STRENGTH - NEWYORK-PRESBYTERIAN'S FINANCIAL STABILITY ENABLES GROWTH, AND IS VITAL TO ACHIEVING ITS GOALS. IT HAS ENABLED NEWYORK-PRESBYTERIAN TO MAKE NECESSARY INVESTMENTS IN ADDITIONAL RESOURCES, PEOPLE, SPACE AND TECHNOLOGY. THE ORGANIZATION IS FINANCIALLY SOUND, AND ITS ACCOMPLISHMENTS AND PRUDENT INVESTMENTS HAVE POSITIONED THE ORGANIZATION WELL FOR THESE CHALLENGING ECONOMIC TIMES. NEWYORK-PRESBYTERIAN WILL CONTINUE TO MANAGE ITS OPERATIONS AS EFFICIENTLY AS POSSIBLE TO CONTINUE TO BE ABLE TO PROVIDE HIGH QUALITY CARE AND SERVICES TO PATIENTS. 2)SERVING THE COMMUNITY - NEWYORK-PRESBYTERIAN PLAYS A DUAL ROLE IN HEALTHCARE, AS BOTH A WORLD CLASS ACADEMIC MEDICAL CENTER AND AS A LEADING COMMUNITY AND SAFETY-NET HOSPITAL IN OUR SERVICE AREA. NEWYORK-PRESBYTERIAN IS COMMITTED TO PROVIDING ONE STANDARD OF CARE TO ALL PATIENTS THROUGH A RANGE OF PROGRAMS AND SERVICES TO LOCAL, REGIONAL, NATIONAL AND INTERNATIONAL COMMUNITIES. NEWYORK-PRESBYTERIAN CONTINUES TO ENHANCE ACCESS TO OUR EMERGENCY DEPARTMENTS AND AMBULATORY CARE NETWORK, PROMOTE HEALTH EDUCATION AND PREVENTION, OFFER CULTURALLY-SENSITIVE LANGUAGE ACCESS SERVICES, AND PROVIDE CHARITY CARE TO THE POOR AND QUALIFIED INDIVIDUALS AMONG THE UNINSURED AND UNDERINSURED."

All States which Organization files a Community Benefit Report:
New York

Part V, Section B, Question 13g (locations 1 - 5)
The measures by which the Hospital publicizes the policy to the community served by the Hospital include: Distribution of a Summary of the policy (which describes income levels used to determine eligibility, the primary service area of the Hospital, and the means of applying for assistance) to patients, posting of signs alerting patients to the availability of financial assistance , posting of information about the policy including the Summary on the Hospital's website, inclusion of a notice on patient bills that charity care/financial assistance is available to eligible patients, and the distribution of applications for charity care/financial aid to interested patients.

Part V, Section B, Question 19d (locations 1 - 5)
"The hospital facility used its ""highest volume payor"" when calculating the maximum amount that can be charged to outpatients and the Medicaid rate when calculating the maximum amount that can be charged to inpatients."