Part I, Line 3C:
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N/A
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Part I, Line 6A:
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N/A
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Part I, line 7G:
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Included in subsidized health service is clinic, Psyche, methadone and ambulance.
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Part I, Line 7, column F:
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bad debt price Concessions are offset against revenue and not included in expenses.
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Part I, Line 7:
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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 Line 7I - Actual Expenses
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Part III, Line 2:
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For patients who were determined by the Hospital to have the ability to pay but did not, the uncollectable amounts are bad debt price concessions. Part III, Line 3: The amount at cost included represents patients who qualify for charity care/financial assistance and also have a bad debt writeoff. bad debt expense(price Concessions) associated with patients that received charity care/financial assistance is represented in this $662,827 figure. These patients went through our charity care/financial assistance process and were determined to have financial need. As a result we provided them with a discount based on our sliding scale charity care policy. If they were unable to pay the reduced balances they were written off as bad debt and included as a community benefit. Part III, Line 4: Audited Financial Statements page 23.
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Part III, Line 8:
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THE HOSPITAL UTILIZED THE AMOUNTS REPORTED ON THE MEDICARE COST REPORT TO DETERMINE THE MEDICARE ALLOWABLE COSTS. TOTAL INPATIENT AND OUTPATIENT COSTS. The required method of reporting in schedule h obfuscates the full losses associated with delivery of services to Medicare beneficiaries; a loss which exceeds $1 million. As reported in part III, section b, line 7, Medicare is calculated to result in a $388 million shortfall; this results because Medicare losses of $217 million are instead reflected in Part I, lines 7f and 7g where losses identified with professional education and subsidized health services are calculated per methodology mandated for completion of schedule h. furthermore, Medicare managed care losses of $412 million are excluded altogether from all schedule H disclosures. If all these revenue and costs were included the Medicare shortfall of $388m would be a Medicare shortfall of $1B. (387,404,585)- Medicare net surplus per Schedule H (199,545,083)- Medicare GME net costs (17,598,469)- Medicare net cost of subsidized hlth Services (412,154,991)- Medicare managed care net costs (1,016,703,128)- total net associated with the Medicare program "net" is defined as revenue net of costs
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Part III, Line 9b:
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POLICY AND PURPOSE: The purpose of the Collection Policy (Policy) is to promote patient access to quality health care while minimizing bad debt at NewYork-Presbyterian Hospital (Hospital). This Policy places requirements upon Hospital and those agencies and attorneys undertaking debt collection activities that are consistent with the core mission, values, and principles of Hospital including, but not limited to, Hospitals Financial Aid Policy (hereafter Financial Aid Policy, previously known as the Charity Care Policy). This Policy applies to Hospital and any Agency, lawyer, or law firm assisting Hospital in the collection of an outstanding patient account debt. Procedure: A. General guidelines: 1. Hospital, collection agencies (Agency), and lawyers and law firms (Outside Counsel) will comply with all applicable federal and state laws and accrediting agency requirements governing the collection of debts including, but not limited to, the Fair Debt Collection Practices Act (FDCPA), the Fair Credit Billing Act, the Consumer Credit Protection Acts, Public Health Law Section 2807-k-9-a, Internal Revenue Service Code 501(r), Article 52 of the New York Civil Practice Law and Rules, and the Health Insurance Portability and Accountability Act (HIPAA). Hospital, Agency and Outside Counsel will also comply with Hospitals Charity Care Policy. To the extent that there are any inconsistencies between Hospitals Collection Policy and Charity Care Policy, the Charity Care Policy shall supersede and control. 2. Hospital shall enter legally binding written agreements with any parties (including Agency or Outside Counsel) to which it refers an individuals debt related to care that are reasonably designed to prevent Extraordinary Collection Actions (ECAs) from being taken to obtain payment for the care, until reasonable efforts have been made to determine whether the individual is eligible for Financial Aid. 3. If an individual is determined by Hospital to be eligible for Financial Aid, Hospital shall not engage in any ECAs including civil actions against such individual.
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Needs Assessment:
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NewYork-Presbyterian Hospital (NYPH) completed a Community Health Needs Assessment (CHNA) to identify the needs of the community we serve, developed a Community Service Plan (CSP) and developed an implementation plan to address the areas of highest need. The community, spanning from New York City to the counties just outside of NYC, represent a broad diversity of demographics, socioeconomics, and health service utilization needs, and require a custom approach to community service planning. The leaders of NYPH are dedicated to the community with a mission to be the premier healthcare institution serving our greater community by providing excellence in clinical care and patient safety, education, clinical research, and service. This document outlines the process, priorities, partners, and intended community-based improvement activities for 2019 2021. The CHNA process aligns with the 2019 2024 New York State Prevention Agenda. The Prevention Agenda is the state health improvement plan that develops a local action plan to improve the health and well-being of all New Yorkers and to promote health equity in all populations who experience disparities. NYPH is part of NewYork-Presbyterian (NYP), one of the nations most comprehensive and integrated academic healthcare delivery systems. Founded nearly 250 years ago with the fundamental belief that every person deserves access to the best care, NYP now includes NYPH with its seven campuses, the three Regional Hospitals consisting of NewYork-Presbyterian/Queens, NewYork-Presbyterian/Brooklyn Methodist, and NewYork-Presbyterian/Hudson Valley Hospital, as well as more than 200 primary and specialty care clinics and medical groups, and an array of telemedicine services. NYPH and each of the Regional Hospitals conduct their own community health needs assessment and develop independent community service plans. We collaborated with NYP, the New York City Department of Health and Mental Hygiene (DOHMH), the Westchester County Department of Health, Citizens Committee for Children of New York (CCC), Columbia University Mailman School of Public Health (CUMSPH), Weill Cornell Medicine, Greater New York Hospital Association (GNYHA), local Community-Based Organizations (CBOs), and the New York Academy of Medicine (NYAM) to adopt a community focused process of collecting and analyzing measurable data (quantitative) and views voiced by the community (qualitative) from a variety of sources. The collaborative process ensured significant input from the key stakeholders and local community through questionnaires and focus groups conducted in multiple languages at multiple locations to engage the community in their setting. Our partner and communication engagement allowed us to customize an implementation plan to improve the health and wellness of the community. The CHNA and CSP process was data driven, utilizing publicly available and measurable data along with community input from numerous sources and were combined to analyze the health and challenges of our community. The analysis focused upon the identification of high disparity communities and utilized data related to demographics, socioeconomic status, insurance status, social determinants of health, health service utilization, and NY State Prevention Agenda priorities. Data sources include the Citizens Committee for Children of New York (CCC) Keeping Track Online, Data City of New York, Data2Go.NYC, NYC Health Atlas; NYC Mayor Report on Poverty, the Association for Neighborhood & Housing Development, Behavioral Risk Factor Surveillance System (BRFSS), Claritas, NYC Community Health Profile, State Cancer Profiles, U.S. Department of Agriculture, Cares Engagement, Claritas, New York State Community Health Indicator Reports (CHIRS), the Robert Wood Johnson County Health Rankings, State Cancer Profiles and the United Hospital Fund. NYPH recognizes that our community challenges are complex and healthcare outcomes are often linked to societal issues; therefore, community input from focus groups and community questionnaires were gathered and allowed for a diverse group of involvement with awareness to culture, race, language, age, gender identity and sexual orientation. The collected data was ranked to provide detailed insight into the communities with high disparities and was then prioritized to determine the highest health needs for the identified communities. The prioritized data provided insight into community health needs and challenges and allowed us to establish focus areas and goals as outlined in the New York State Prevention Agenda. Based on the data collection, community input, and analysis processes completed, we, in partnership with local community based organizations, will target the neighborhoods of Washington Heights, Lower East Side, and Mt Vernon, which will allow the utilization of NYPH resources and new investment opportunities to concentrate improvement efforts and directly impact the community within the three-years of the service plan. The analyzed and prioritized data allowed for the identification of a community of focus as well as priority areas to impact the healthcare of the most vulnerable populations. We will focus efforts related to the prevention of (1) chronic disease, (2) promotion of healthy women, and children, (3) promotion of well-being to prevent mental health and substance abuse and (4) prevention of communicable diseases. To align with the constantly changing dynamics of the community, we have revised the focus and initiatives as compared to our 2016-2018 community service plan which included the prevention of chronic disease by increasing tobacco cessation resources, mental health promotion through education and training, and the prevention of HIV, STDs, Vaccine-Preventable Diseases and Healthcare-Associated Infections. Initiatives will be tracked quarterly and data will be used to continuously improve the program based on the outcomes of the project as well as input from the community. Annual reports will be developed with our community partners in order to evaluate intervention impact (using both outcome and process measures) and submitted to meet state and federal expectations. The Community Health Needs Assessment and Community Service Plans will guide our efforts for 2019 2021 as we strive to improve the health of our community. Access to this document is provided on our website at https://www.nyp.org/about-us/community-affairs/community-serviceplans.
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Patient Education of eligibility for assistance:
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Written materials, including the application, full Policy, and plain language summary (Summary), shall be available to patients in the Hospital's primary languages, upon request and without charge, from Admitting and Emergency Departments at the Hospital during the intake and registration process, at discharge and/or by mail. Additionally, those materials shall be available on the Hospital's website (www.nyp.org). Also, notification to patients regarding this Policy shall be made through conspicuous posting of language appropriate information in Emergency Rooms and Admitting Departments of the Hospital, and inclusion of information on bills and statements sent to patients explaining that financial aid may be available to qualified patients and how to obtain further information.
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Community Information:
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The community definition for NewYork-Presbyterian Hospital was derived using 80% of ZIP codes from which NYPHs patients originate and adding ZIP codes not among the original patient origin to create continuity in geographical boundaries, resulting in a total of 380 community ZIP codes across New York City (NYC) and several counties outside of NYC. 11.7M PEOPLE - The defined community covers a geography of approximately 11.7M people. 2.6% GROWTH POPULATION - Forecasted to grow faster, 2.6%, than NYS 1.5%, between 2019-2024. 14.7% 65+ POPULATION - Is slightly younger with only 14.7% of the population aged 65+ compared to 16.3%. $109,086 HOUSEHOLD INCOME - The average household income, $109,086, is higher than the average of New York State, $101,507. 6.9% UNEMPLOYMENT RATE - The unemployment rate, 6.9%, is 9% higher than the state benchmark; 1% higher percentage of white-collar workers than the state avg. Higher Minority Population - Higher non-White population, 63.8%, than the state 45.6%, driven by Hispanics, 28.7% and African Americans, 18.6%. To ensure that we are implementing initiatives that will impact the communities with the highest disparities with this community service plan, NYPH undertook additional analysis of community health need and risk of high resource utilization at the Neighborhood Tabulation Area (NTA) geography based upon a composite of 29 different indicators. Indicators were carefully selected across five domains: demographics, income, insurance, access to care, and New York State Department of Health Prevention Agenda Priorities. This analysis was done in parallel for both the NYPH communities located within the NYC boroughs and the communities within the surrounding counties outside of NYC. The objective was to identify the specific NYC NTAs where there is a higher health need and/or a higher expectation of required resources. The defined communitys NYC ZIP codes were cross walked to 195 NTAs and then categorized into four quartiles based on identified disparities. 4.8M PEOPLE - The high disparity NYC community covers a geography of approximately 4.8M people. 52.8% FEMALE - It is 52.8% female and slightly younger, 11.2% of the population is 65+, compared to NYC, 12.5%. 26.8% DID NOT COMPLETE HIGH SCHOOL - There are more than NYC average percentages of residents foreign born, non-English speaking, not graduated from high school, unemployed, disabled, and single parents. 26.4% LIVING IN POVERTY - There are more living in poverty, all ages 26.4%, than the NYC average, 20.6% and are without health insurance, 15.9%, than the NYC average, 13.5%. 43.7% MEDICAID ENROLLMENT - Numerous neighborhoods also have a higher than average Medicaid enrollment, overall 43.7%, NYC 37.0%. 85.5% MINORITY POPULATION - Has a much higher minority population at 85.5% (especially Black and Hispanic/Latino) than does the NYC average 67%. The NYPH defined community includes areas outside of and just outside of NYC. An analysis of community health need and risk of high resource utilization was undertaken by ZIP code using the Community Need Index (CNI) score which is an average of five different barrier scores that measure various socio-economic indicators of each community. The resulting information provided an illustration of where there is more or less need comparatively between communities by ZIP code. Although the CNI score was obtainable at the ZIP code level, indicators for the non-New York City communities were publicly available at the county level. Indicators similar to those collected by NTA were evaluated for 1) Dutchess, 2) Nassau, 3) Orange, 4) Rockland and 5) Westchester Counties. 3.4M PEOPLE - The five counties cover a geography of approximately 3.4M people. 52.8% FEMALE - Is 51.1% female and slightly older, 17.1% of the population is 65+, compared to NYC, 12.5% and NYS 16.3%. 10.7% DID NOT COMPLETE HIGH SCHOOL - There are more than NYS average percentages of residents that speak only English at home and that graduated from high school, but less unemployed, disabled and single parents. 6.2% FAMILIES LIVING IN POVERTY - There are less families living in poverty, 6.2%, than the NYS average 11.3%, but more have health insurance 89.5%, than the NYS average 87.6%. 26.8% MEDICAID ENROLLMENT - There are fewer enrolled in Medicaid 26.8% than the NYS average 38.1%. 41.4% MINORITY POPULATION - Has a lower minority population at 41.4% than does the NYC average 67%, or the NYS average 45.6%. Acknowledging there was variation across the NTAs and counties among specific measurable indicators for demographics, socioeconomics, Social Determinants of Health (SDoH), health status, and utilization as each require a custom approach to community service planning, there were specific communities that frequently showed more need than the others. With such a large community, covering all five boroughs of New York City and five of the counties surrounding the city, there are many neighborhoods that fell into the high disparity communities based on the analysis and prioritization or the quantitative and qualitative data collected for the CHNA. The NYPH community is diverse in its geography with the NYC NTAs having a younger, more minority, and economically challenged population. The SDoH concerns are concentrated upon language, safety, food insecurity, high cost of housing, and public transportation. Behavioral risk factors such as smoking, drinking, and consuming fruits and vegetables vary among the NTAs but are problematic for those in high-disparity neighborhoods. At the same time NYPH must also serve a county population that is older, has less minorities, and is less economically challenged. The population is more likely to speak only English but still has similar SDoH concerns such as food insecurity and high cost of living. There is variance among counties for behavioral risk factors and health status that range from favorable to unfavorable. Complicating access to health care in the five counties can be the fewer number of physical health care locations than are currently available in NYC. NYPH recognizes that community health requires a diverse approach and multiple interventions to what may seem to be the same problem for a population as complex as our defined community. In an effort to focus initiatives to make the largest impact to high disparity communities, the NYPH team analyzed all data elements and identified Washington Heights, Lower East Side, and Mount Vernon communities targeting (1) Obesity, (2) Women, Infant, and Childrens Health, (3) Behavioral Health (Mental Health & Substance Abuse), and (4) HIV & Hepatitis C.
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Promotion of Community Health:
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Prevent Chronic Disease Reduce Obesity & the Risk of Chronic Disease. Choosing healthy & active lifestyles for kids (CHALK) is New York-Presbyterian's obesity prevention program. CHALK aims to address obesity using a socio ecological model as its theoretical framework. The program will drive system and environmental changes that produce long lasting improvements around wellness in the targeted community of Washington Heights and Mt. Vernon, where food insecurity and obesity rates are high. CHALKs multipronged includes: 1) Mobile market (client-choice style mobile food pantry serving food insecure patients by household size, up to 200 individuals per distribution; connection to community resources, cooking demonstrations, and benefits enrollment) 2) Fruit and vegetable prescription program (coupons redeemable for produce at local farmers markets for patients seen at hospital community-based primary care sites ($10/month)) 3) Elementary schools partnership (non-prescriptive partnership model, creation of wellness councils, implementation of wellness policies, staff professional development, nutrition education, connection to community resources and partners, built environment changes that promote healthy lifestyles). Promote Healthy Women, Infants, and Children Maternal & Womens Health. Our overarching goal is to develop a two-generation approach for improving maternal-child health in primary care and community settings by providing integrated mental health services to low-income and uninsured pregnant women and the newborn child, and establishing co-management strategies with partner community agencies. We will implement an enhanced healthy steps model using telehealth to meet mothers in their home environment and integrate community health workers to ensure that families can successfully navigate the medical and social service system. Healthy Steps is an evidence based national primary care model that aims to improve the health and well-being of mothers and their newborns. In the targeted communities of Washington Heights, we will build a network of community agencies that focus on maternal-child health in order to implement prevention strategies at a population level. Promote Well-Being & Prevent Mental & Substance Use Disorders. Based on the expertise that Gracie Square Hospital (GSH) can bring to the behavioral health priority area, we will partner to invest and concentrate efforts to directly impact the NYPH targeted communities with a special focus by GSH in Washington Heights and Lower East Side neighborhoods. 1) OMH licensed mental health program providing treatment in the home, community, and clinic sites in targeted communities and for targeted patients utilizing in-person and tele-mental health modalities 2) Provide targeted substance use, mental health and suicide screening and interventions (diagnostic evaluations, psychotherapy- individual, group, psychiatric medication management) 3) Coordinate care with primary care and medical providers and health home and social service providers 4) Home based and tele-mental health treatment for homebound elderly 5) Community based workshops in seniors centers and naturally occurring retirement communities (NORC) related to mental health and wellbeing 6) Community partnerships reducing mental health stigma through engaging and collaborative community prevention programs 7)) Services accessible and embedded in home, community and seniors centers 8) Evidence based/ state of the art interventions incorporating screening and assessment tools, suicide prevention, and models of care (e.g., Improving moodpromoting access to collaborative treatment) 9) Linkage to community based mental health, primary care and social service programs 10) Responsive and dependable framework of prevention, screening, engagement, diagnosis, and treatment from community to high risk. Promote Well-Being & Prevent Mental & Substance Use Disorders Strengthen opportunities to build well-being and resilience across the lifespan Based on the expertise that Gracie Square Hospital (GSH) can bring to the behavioral health priority area, we will partner to invest and concentrate efforts to directly impact the NYPH targeted communities with a special focus by GSH in Washington Heights and Lower East Side neighborhoods. Mental health first aid (MHFA) is an international training program proven to be an effective intervention for mental health education, prevention and addressing stigma. Peer-reviewed studies show that individuals trained in the program achieve the following outcomes: 1) Grow their knowledge of signs, symptoms, and risk factors of mental illnesses and addictions. 2) Can identify multiple types of professional and self-help resources for individuals with a mental illness or addiction. 3) Increase their confidence in and likelihood to help an individual in distress. 4) Show increase mental wellness themselves. NYP has been providing this training since 2015 through its building bridges, knowledge, and health coalition and in partnership with THRIVE NYC and has trained over 800 individuals. Mental Health First Aid USA is listed in the substance abuse and mental health services administrations national registry of evidence-based programs and practices. Prevent Communicable Diseases : Human Immunodeficiency Virus (HIV) and Focus Area 4: Hepatitis C (HCV) Ending the HIV and HCV epidemics in NYS is now a legitimate possibility and NYPH is playing a leading role in this effortiii. The NYPH ETE Initiative would create a multicampus HIV and HCV elimination strategy that would a) increase HIV and HCV testing and linkage to care, b) re-engage HIV+ and HCV+ individuals to care, and c) expand effective HIV and HCV prevention services, like PrEP and MAT. Utilizing existing multi-campus dashboards, an NYPH Pilot would link, in real-time, all new HIV and HCV diagnoses, those (thousands) individuals out of care, and those in need of preventive services. Expanded deployment of a Health Priority Specialist in existing sites, like NYPH EDs, would be the effector arm for the intervention. A major investment in a Mobile Medical Unit (MMU) would also help bring these needed services to communities surrounding our medical centers. Collectively this multimodal, evidence based intervention could help NYPH end the HIV and HCV epidemics in our targeted communities
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Affiliated Healthcare System:
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The NewYork-Presbyterian Hospital is affiliated with the New York- Presbyterian Regional Hospital Network which includes Hudson Valley Hospital DBA NYP/Hudson Valley Hospital, NYP/Queens and NYP/Brooklyn Methodist. As a result, community efforts are expanded to include a broader community.
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Other Information:
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NewYork-Presbyterian is one of the nations most comprehensive, integrated academic health care delivery systems, dedicated to providing the highest quality, most compassionate care and service to patients in the New York metropolitan area, nationally, and throughout the globe. In collaboration with two renowned medical schools, Weill Cornell Medicine and Columbia University College of Physicians and Surgeons, NewYork-Presbyterian is consistently recognized as a leader in medical education, groundbreaking research, and innovative, patient-centered clinical care. NewYork-Presbyterian has four major divisions: NewYork-Presbyterian Hospital. NewYork-Presbyterian Hospital (NYPH) is an world-class academic medical center committed to excellence in patient care, research, education and community service. Based in New York City, it is one of the nations largest and most comprehensive hospitals and a leading provider of inpatient, ambulatory, and preventive care in all areas of medicine. With some 2,600 beds and more than 6,500 affiliated physicians and 20,000 employees, NYPH provides more than 2 million visits annually, including close to 15,000 infant deliveries and more than 310,000 emergency department visits. NewYork- Presbyterian Hospital is ranked #1 in the New York metropolitan area by U.S. News and World Report and has been repeatedly named to the Honor Roll of Americas Best Hospitals. NewYork-Presbyterian Regional Hospital Network. NewYork-Presbyterian Regional Hospital Network is comprised of leading regional hospitals in the New York metropolitan region. The hospitals of the Regional Hospital Network each conduct their own community health needs assessments and develop independent Community Service Plans. NewYork-Presbyterian Physician Services. NewYork-Presbyterian Physician Services connects medical experts with patients in their communities to expand coordinated health care delivery across the region. It includes medical groups in Westchester, Queens and Brooklyn with the goal of increasing access to primary care in collaboration with Weill Cornell Medicine Physicians and Columbia Doctors which are focused primarily on the delivery of specialty services. NewYork-Presbyterian Community and Population Health oversees population health efforts at NYPH, including NewYork Quality Care, the Medicare Accountable Care Organization jointly established by NewYork-Presbyterian Hospital, Weill Cornell, and Columbia, and the NYPH Ambulatory Care Network (ACN). The ACN consists of 14 primary care sites, 7 school-based health centers, more than 50 specialty care clinics and over a dozen community-focused outreach programs. The ACN locations span Washington Heights, Inwood, Harlem, East Harlem, the Upper East Side and Chelsea. They offer primary care services in obstetrics and gynecology, pediatrics, internal medicine, family medicine, geriatrics, and fifty specialty care services. Comprehensive primary care, reproductive healthcare and family planning services, and mental health services are provided in the school-based health centers. NYPH is committed to improving the health and wellbeing of the communities it serves. This commitment includes collaboration with community organizations to address the goals of the New York State Prevention Agenda and the NYC Department of Health and Mental Hygiene (DOHMH) plan, Take Care New York. NYPHs efforts in population health have long been grounded in community needs assessments. Healthcare gaps analyses have informed multifaceted and coordinated, evidence-based interventions driven by regional collaborators, and have been tracked closely with process and outcome indicators. NYPHs innovations and accomplishments in community and population health have been published in peer-reviewed medical, public health and healthcare literature and have received national recognition. In 2014, the Association of American Medical Colleges (AAMC) awarded NYPH the Association of American Medical Colleges Spencer Foreman Award for Outstanding Community Service. NewYork-Presbyterian's Strategic Initiatives were updated in 2013 to support the ultimate goal: "We Put Patients First Always." 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 always. NewYork-Presbyterian's six Strategic Initiatives are: 1. Culture - Our culture is defined by our core beliefs, which guide everything we do, both in our interactions with patients, and with each other. Our culture of respect, teamwork, excellence, empathy, innovation and responsibility help us continue to deliver the best care possible while meeting the challenges ahead. 2. Access - Improve and Expand Access: We will continue to work to improve and expand access to the Hospital and the Physician 0rganizations. Patients should be able to receive care promptly and not have long waits to schedule appointments. We will also work with our Healthcare System members to broaden our geographic reach and expand care delivery to the communities we serve. 3. Engagement - Engage Staff and Patients: Engaged staff are actively involved in the work they do and the care they provide to patients and their families. Engaged staff will help us deliver the highest quality, most compassionate care and service, and ultimately the best patient experience. At the same time, engaged patients actively participate in their own health and recovery. We will provide patients with tools and educational materials to help manage their own care, as well as enhance cultural competence among our staff. 4. Health & Wellbeing - Enhance Health and Wellbeing: The Hospital is committed to fostering health and wellbeing as part of our patient care and community service mission, and, as an integral part of our culture. In 2013, we successfully launched NYPBeHealthy as a new, comprehensive wellness and prevention initiative designed specifically for our staff. The program offers employees enhanced access to new and existing Hospital programs, healthier choices in our cafeterias, and targeted information to help our staff meet their individual health goals. 5. Value - Deliver and Demonstrate Value: We must deliver the highest quality care as efficiently and effectively as possible, as this is important for both our financial health and for our patients who contribute to the costs of their care. Our Making Care Better Initiative will help us reduce unnecessary clinical variability, promote quality and safety, and achieve efficiency. We will also continue to seek opportunities to streamline processes and reduce unnecessary costs through HERCULES and Operational Excellence initiatives. 6. High Reliability - Provide Highly Reliable, Innovative Care: We want to provide the highest quality and safest care to every single patient with every single interaction. To achieve this goal, we will focus on developing highly reliable processes, enhancing our culture of safety, and reducing variability in care. These Strategic Initiatives support the ultimate goal: "We Put Patients First Always"
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All States which Organization files a Community Benefit Report:
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New York
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Covid 19 information
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The COVID-19 pandemic made a tremendous impact on all people around the globe, and it was especially devastating in New York City. NewYork-Presbyterian responded swiftly and strongly to protect the citizens who call New York home. Outside of treating and testing people of COVID inside the hospital, NYP deployed many programs and services out in the community for additional aid. NYP's Choosing Healthy & Active Lifestyles for Kids (CHALK) program partnered with experienced emergency food providers, community-based organizations, and NYP healthcare teams to provide healthy groceries and social services to families in need. In 2020 the CHALK program serviced 2,207 families, 8,816 individuals delivering over 435,000 pounds of food in the Manhattan area. In addition the Center for Community Health Navigation (CCHN) program aimed to support healthcare self-management, connect patients with needed clinical care and social support, and to encourage optimal health care system utilization played a major role during 2020. In 2020, the program connected 26,406 Manhattan and Bronx residents to critical services in a safe manner. To complement these programs, NewYork-Presbyterian Hospital distributed over 188,000 personal protective equipment which included hand sanitizers, face masks and shields, and gloves. Support groups and other community centered services were moved to a virtual setting for the health and safety of the community. NYPH also conducted 63 COVID Health lectures to inform the community on the dangers and risks of the disease. Furthermore, to help address the local economic impact of COVID-19, NewYork-Presbyterian created a COVID-19 Small Business Recovery Program, where $4.9 million were distributed to 594 organizations within the Manhattan and Bronx community.
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