2023-11-09T17:02:47-06:00 2022-12-31 ERNST & YOUNG US LLP One Manhattan West NEW YORK NY 10001 990 2022-01-01 131739937 THE WINIFRED MASTERSON BURKE REHABILITATION HOSPITAL % SCOTT EDELMAN WINI 9145972232 785 MAMARONECK AVENUE WHITE PLAINS NY 106052523 SCOTT EDELMAN INTERIM EXEC. DIR. 9145972232 2023-11-09 true SCOTT EDELMAN 999009999 NICOLE M SOKOLOWSKI P01683199 2127733000 2 2022 2023-04-26 12:10:37Z SCOTT EDELMAN 785 MAMARONECK AVENUE WHITE PLAINS NY 106052523 122844444 false X WWW.BURKE.ORG X 1946 NY To provide the highest quality medical care and rehabilitation services to ensure that each patient achieves the maximum functional recovery from illness, injury or disability. 19 15 1206 72 2680789 0 8466588 2812238 112885860 115631635 1642944 441028 3649610 3765711 126645002 122650612 35750 62900 0 0 84771869 87438761 0 0 347757 30548716 35265502 115356335 122767163 11288667 -116551 156280492 145675112 79589361 59140176 76691131 86534936 MISSION: TO PROVIDE THE HIGHEST QUALITY MEDICAL CARE AND REHABILITATION SERVICES TO ENSURE THAT EACH PATIENT ACHIEVES THE MAXIMUM FUNCTIONAL RECOVERY FROM ILLNESS, INJURY OR DISABILITY. VISION: TO LEAD THE FIELD AS THE MOST EFFECTIVE AND COMPASSIONATE PROVIDER OF MEDICAL REHABILITATION BY PRACTICING INNOVATIVE TREATMENT, PIONEERING CLINICAL RESEARCH AND INSPIRING EDUCATION. false false 100624797 62900 113617806 Patient services: BURKE IS A 150 BED ACUTE CARE HOSPITAL ENTIRELY DEDICATED TO REHABILITATION MEDICINE AND A LEADER IN THE FIELD OF MEDICAL REHABILITATION providing INPATIENT AND AMBULATORY CARE FOR A BROAD RANGE OF NEUROLOGICAL, MUSCULOSKELETAL, CARDIAC AND PULMONARY DISABILITIES CAUSED BY DISEASE OR INJURY. Our programs targets those WHO HAVE SUFFERED A STROKE, SPINAL CORD or brain INJURY, underwent COMPLICATED ORTHOPEDIC SURGERY or are afflicted with CARDIAC or PULMONARY DISEASE or other NEUROLOGICAL DISORDERS SUCH AS PARKINSON'S DISEASE or MULTIPLE SCLEROSIS. Most of our patients are referrals that were transferred to Burke from other acute care facilities once their condition had stabilized AND THEY were ABLE TO PARTICIPATE IN INTENSE PHYSICAL, OCCUPATIONAL AND SPEECH THERAPY. THE GOAL OF THE INTENSIVE INPATIENT REHABILITATION PROGRAM AT BURKE IS TO MAXIMIZE OUR PATIENT'S RECOVERY. OUR EXPERT REHABILITATION TEAM IS COMMITTED TO HELPING OUR PATIENT'S RETURN TO AS ACTIVE AND PRODUCTIVE LIFE AS POSSIBLE. EACH PATIENT'S PROGRAM IS TAILORED TO MEET HIS OR HER NEEDS BY INTEGATING SEVERAL DISCIPLINES, INCLUDING PHYSICAL, OCCUPATIONAL, RESPIRATORY, SPEECH LANGUAGE AND RECREATIONAL THERAPIES WITH SPECIALTY MEDICINE, NURSING, CASE MANAGEMENT, SOCIAL WORK AND THE APPROPRIATE SPECIALTY SERVICES AS NEEDED. GROUP DISCUSSIONS AND INDIVIDUAL COUNSELING SESSIONS HELP PATIENTS AND FAMILY MEMBERS ADJUST TO CIRCUMSTANCES RESULTING FROM PHYSICAL DISABILITY AND PREPARE them for the possibility of A NEW WAY OF LIFE. THE MAJORITY OF our patients RETURN TO THEIR HOME OR COMMUNITIES after their hospital stay is completed. At Burke Rehabilitation Hospital, we strive to create lifelong relationships with our patients even after their therapy has been completed. We also invite community members to the Burke campus to utilize and enjoy all of our programs and services. Burke offers many community programs from support groups to educational events to our Adult Fitness Center and related health programs. All of our programs offer individuals the opportunity to learn, exercise and share with others. 3068534 0 2013829 Medical Education: The Winifred Masterson Burke Rehabilitation Hospital has been a longstanding leader in clinical care, research and innovation and is now home to a nationally recognized Physical Medicine and Rehabilitation residency program. The Accreditation Council for Graduate Medical Education (ACGME)-approved program envisions being the future benchmark for all Physical Medicine and Rehabilitation residency programs in the country. Burke's goal is to produce healthcare leaders known for innovation in all branches of physiatry. This is accomplished by rigorous training and development of highly skilled clinical and academic physiatrists. Our residents receive a unique training experience working directly with neurologists, physiatrists, rheumatologists, internists, cardiologists and pulmonologists on Burke's rehabilitation units. They also have the opportunity to work closely with research scientists from the world-renowned Burke Medical Research Institute, which is located on Burke's 61-acre campus in White Plains. Burke aims to teach residents who will go on to utilize their training to improve patient care, advance the field of Physical Medicine and Rehabilitation and enhance healthcare in the communities they serve. We offer a 3-year Physical Medicine and Rehabilitation residency program affiliated with Albert Einstein College of Medicine (AECOM), a one-year brain injury medicine fellowship and a one-year sports medicine fellowship. 103693331 true true false true false false false false true true true true false true true false false true false false false false false false true false true true true false true false false false false false true false false false false false false false true true true false false true 108 0 true 1206 true true true false false false false true true false false false false false false X 19 15 false false false false true true true true true false false true true true true true true true true false NY X SCOTT EDELMAN 9145972232 785 MAMARONECK AVENUE WHITE PLAINS NY 106052523 Andrew Racine MD PHD Trustee 1.0 59.0 X 0 2191069 47129 Christopher Panczner Trustee 1.0 59.0 X 0 1857333 41124 Michael J Palumbo MD Trustee 1.0 49.0 X 0 1577495 199137 Jeffrey Menkes President & CEO up to 6-30-22 50.0 0.0 X 0 1122318 9271 Scott A Edelman Interim Exec Director 50.0 0.0 X 569488 0 40161 Mooyeon Oh-Park MD SVP, CHIEF MEDICAL OFFICER 50.0 0.0 X 459351 0 39830 Matthew Bartels MD Trustee 1.0 49.0 X 0 475811 17696 Catherine Dwyer VP, Information Technology 40.0 0.0 X 242768 0 37010 Janet Herbold VP, Post Acute Services 40.0 0.0 X 240116 0 31566 Annette Bucci VP, Human Resources 40.0 0.0 X 257642 0 7782 Jenymol Shaji RN Registered Nurse 62.5 0.0 X 240092 0 23824 Valerie Vermiglio-Kohn VP, Nursing/CNO 40.0 0.0 X 245725 0 17412 Christopher C Allen trustee (Resigned May 2022) 1.0 0.0 X 0 0 0 Richard T Celiberti Treasurer 4.0 0.0 X 0 0 0 J David Lynn Trustee 1.0 0.0 X 0 0 0 John R McCarthy Chair 4.0 0.0 X 0 0 0 Barbara Z Monohan Trustee 1.0 0.0 X 0 0 0 Jason Wong Trustee (RESIGNED MAY 2022) 1.0 0.0 X 0 0 0 Richard J Ahearn Trustee 1.0 0.0 X 0 0 0 Steven Kessler Trustee 1.0 0.0 X 0 0 0 Mark P Bronzo Trustee 1.0 0.0 X 0 0 0 James E Cain Trustee 1.0 0.0 X 0 0 0 Anna Linda Marciano Trustee 1.0 0.0 X 0 0 0 Julie Grace Burke Secretary 4.0 0.0 X 0 0 0 Donald R Friedman VICE CHAIR (AS OF MAY 2022) 4.0 0.0 X 0 0 0 Margie Lewis Trustee 1.0 0.0 X 0 0 0 Eon S Nichols Trustee 1.0 0.0 X 0 0 0 MICHAEL ROONEY TRUSTEE (AS OF AUGUST 2022) 1.0 0.0 X 0 0 0 JACQUELINE WALKER TRUSTEE (AS OF AUGUST 2022) 1.0 0.0 X 0 0 0 2255182 7224026 511942 165 false true false Procare Therapy 4111 30th Avenue ASTORIA NY 11103 Contracting services 2159495 MCG Construction LLC 1250 Waters Place BRONX NY 10461 Construction 1900000 Sound Communication 149 W 36th Street NEW YORK NY 10018 Marketing services 538857 Universal E-business Solutions 244 5th Avenue NEW YORK NY 10001 Consulting 527005 Senior Care Emergency Service 700 Havemeyer Ave BRONX NY 10473 medical transport 354149 14 278696 1518472 1015070 12160 2812238 INPATIENT REHABILITATION SERVICES 622310 88754725 88754725 0 0 AMBULATORY REHABILIATION SERVICES 622310 20865080 20865080 0 0 OTHER HEALTHCARE RELATED SERVICES 621999 6011830 3331041 2680789 0 115631635 452696 0 0 452696 0 0 482814 65519 417295 0 417295 0 0 417295 -11668 0 -11668 -11668 0 0 -11668 59050 278696 128313 -69263 0 -69263 0 0 0 0 0 0 EMPLOYEE BENEFIT CONTRIBUTIONS 524298 1891772 0 0 1891772 RELATED PARTIES ADMINISTRATION SERVICES 561110 1007677 0 0 1007677 CAFETERIA & VENDING 722514 319887 0 0 319887 198343 0 0 198343 3417679 122650612 112950846 2680789 4206739 62900 62900 0 0 0 1108831 499182 609649 0 0 68101060 60240233 7663327 197500 1722966 1522506 195466 4994 11194950 9843861 1318999 32090 5310954 4662860 632924 15170 0 0 0 0 18041 0 18041 0 60000 0 60000 0 0 0 46630 0 46630 0 9271299 7861396 1372218 37685 644434 300 644134 0 1702117 1125338 572716 4063 4641801 2762918 1873571 5312 0 3541191 3220333 320858 0 271464 222549 48915 0 0 0 0 0 5876715 4978416 876311 21988 1835332 1455926 379406 0 MEDICAL SUPPLIES 3069332 3044554 24778 0 OUTSIDE DIETARY SERVICE 1487315 1487315 0 0 INTERCOMP SHARED SERVICES 926160 0 926160 0 PATIENT TRANSPORTATION 534785 534785 0 0 1338886 167959 1141972 28955 122767163 103693331 18726075 347757 4178 4350 12299109 7620368 0 0 19248483 18364761 0 0 0 0 0 0 634890 552980 961028 972440 174491723 123518122 51709429 50973601 6040643 5553447 32637000 29794000 0 0 20140732 19924165 12605000 11915000 156280492 145675112 6040238 4920567 0 0 730603 420129 0 0 37091 38001 0 0 0 0 0 0 72781429 53761479 79589361 59140176 X 72699037 83582986 3992094 2951950 76691131 86534936 156280492 145675112 X -116551 -3601928 13562284 X false true X true true true X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED false false false false false false false false true 16645 16645 false false Schedule C, Part II-B, Line i The other activities includes indirect lobbying cost paid as a percentage of membership dues to the Greater New York Hospital Association, The Health Care Association of New York State, and the American Medical Rehabilitation Provider Association used by these organizations for lobbying efforts during 2022. false true X 937585 25000 962585 912585 25000 937585 912585 912585 787585 125000 912585 787585 787585 0.00000 1.00000 0.00000 false false 115106993 73927095 41179898 47924121 41105159 6818962 11460609 8485868 2974741 50973601 COLLECTIVE TRUST FUNDS 21880000 F MANAGED CASH HELD FOR INVEST. 7914000 F 29794000 RIGHT OF USE OPER LEASE ASSETS 11915000 11915000 0 POSTRETIREMENT BENEFITS LIABILITIES 34972612 MALPRACTICE CLAIMS LIABILITIES 3355898 RIGHT OF USE OPER LEASE LIABILITIES 11915000 CARES ACT MEDICARE ADVANCES 446471 DUE TO AFFILIATES 237891 DUE TO THIRD PARTIES PAYORS 2833607 53761479 Schedule D, Part IV, Line 2b The Winifred Masterson Burke Hospital holds security deposits from tenants in escrow pursuant to the individual lease agreements between the tenants and the organization. These deposits are returned to the tenants once they vacate their rental unit less any amount, if any, due from the tenants for damages or unpaid rent. Schedule D, Part V, Line 4 The organization's endowments were established pursuant to donor gifts. The earnings provide support to the Winifred Masterson Burke Rehabilitation Hospital general activities, specifically treatment, hospitalization and care of needy patients as designated by individual donors. Awards Dinner 303146 249566 53580 51870 5500 61764 Sports Expo 34600 29130 5470 9179 0 0 0 0 0 0 0 0 0 0 337746 278696 59050 0 0 51870 0 5500 70943 128313 -69263 true true X true X true X true true true false true true 1296884 812555 484329 0.00390 11613015 6783215 4829800 0.03930 991840 1320284 0 0.00000 13901739 8916054 5314129 0.04320 1412999 0 1412999 0.01150 3068534 2013829 1054705 0.00860 4481533 2013829 2467704 0.02010 18383272 10929883 7781833 0.06330 false 267599 0 51679944 40345714 11334230 X true true 1 1 WINIFRED MAST BURKE REHAB HOSPITAL 785 MAMARONECK AVENUE WHITE PLAINS NY 10605 WWW.BURKE.ORG 5902002H X X WINIFRED MAST BURKE REHAB HOSP 1 false false true X X X X X X X X X 22 true false false true X See Part V - Section C X true 22 true See Part V - Section C false true X 200. 300. X true true X X X true X See Part V - Section C X See Part V - Section C X See Part V - Section C X X X X X X true X false X X X X false X X X false false Schedule H, Part V, Section B, Line 5 The process for preparing the 2022-2024 Community Health Needs Assessment was an inter-organization and community collaborative process, initiated with the goal of developing an assessment that was reflective of the needs of the community including the clinical and social determinants of health. The process to identify the needs of the community involved the collection of both primary and secondary data. Multiple conversations and meetings were convened internally and with external partners and a thorough review of the data was conducted to develop the implementation strategies. The collection of data from a sample of the Westchester County residents was an important element of the development of the community health needs assessment. On behalf of the Mid-Hudson Region Community Health Assessment Collaborative, the Westchester County Department of Health worked on a public opinion survey created and administered by Sienna Research Institute in the Summer of 2022. Collaborative members disseminated the survey via their community partners as well as through their own clinics and medical offices, at community events and via other opportunities. To further assess the broad interests of the community, community-based organizations and collaborative groups input was critical in conducting this assessment. Their feedback on the factors most influencing health and the leading barriers to care at the neighborhood level allowed for a unique health perspective. The survey of these groups provided a means to gather information on sub-populations that are typically underrepresented in the standard primary data collection process. Secondary data was compiled to further supplement the data collected and show health indicators for the Region. The socio-demographically similar counties, and sub county differences, when available, for multiple measures were evaluated. The priority areas were than selected based on Burke's unique healthcare knowledge and capabilities. Each of the planned intervention focused on specific priority population to address the health disparities defined in the indicators for the population served by Burke. Schedule H, Part V, Section B, Line 7a The direct website where the hospital facility's CHNA report is available: https://www.burke.org/about/community-health/ Schedule H, Part V, Section B, Line 10a The hospital facility's most recently adopted implementation strategy is posted on the website: https://www.burke.org/about/community-health/ Schedule H, Part V, Section B, Line 11 Based on the Community Health Needs Assessment conducted in the Spring of 2022, evaluation of prevailing Health conditions and needs utilizing secondary data, discussion of priority area with collaborating hospital in our catchment area and Burke's unique healthcare knowledge and capabilities, Burke has chosen two priority areas to focus on: 1) Falls prevention among seniors and 2) Secondary prevention of heart attacks. Burke selected these two priority areas because falls among seniors and cardiac disease and death place a heavy burden on the community, disrupting lives, causing premature deaths, and costing the national healthcare system billions of dollars each year. The impact of these health conditions is felt widely. Health disparities are observed for these conditions, disadvantaging large groups of people who suffer disproportionately. Burke's physical medicine and rehabilitation expertise uniquely position us to deliver effective and well-supported programs in these two areas. Falls are amongst the most common reasons older individuals visit hospital emergency rooms. In New York State, the rate of falls in the elderly was 25.9% in 2018, about equal to the national rate. Falls lead to injuries requiring medical treatment in more than one-third of the cases and are the leading cause of injury-related death among older adults. The cost of falls is significant. New York State bears the third-highest costs of care due to falls, exceeded only by California and Florida. As part of our implementation strategy, Burke will partner with White Plains Hospital to implement a three-pronged falls prevention strategy. Burke and White Plains Hospital are both member of the Montefiore Health System and located within the same catchment areas. Both hospitals will collaborate on the falls prevention intervention in order to leverage the strengths of each organization in helping to reduce falls among people ages 65+ that result in hospital visit. These interventions will include: 1) community events to screen individuals for their personal fall risk, assessing their risk, and providing information and referrals to healthcare providers to help reduce the individual's personal risk factors; 2) conducting annual Grand Rounds presentation to the medical staff of White Plains Hospital and Burke Hospital on evaluating patient for falls and providing quick screening and educational intervention in office and hospital settings; and 3) conducting community educational events targeting residents of assisted living and other congregate-living communities to disseminate information about falls and how to prevent them. For the second priority area selected, prevention of secondary heart attacks, Burke will undertake a multi-pronged intervention to increase utilization of cardiac rehabilitation, with the outcome goal of reducing the incidence of subsequent heart attacks in the population served. The New York State Department of Health reports that heart disease has been the leading cause of death amongst residents of Westchester County for every year from 2010 to 2019, the lest year for which the report is available. Individuals who have sustained a heart attack are at higher risk for experiencing another event. Cardiac rehabilitation is considered the best therapy after a heart attack for preventing additional events, equally effective if not better than medication alone. The evidence for its efficacy in preventing additional heart attacks and lowering mortality overall is very high. Burke will focus first on increasing referrals to cardiac rehabilitation, as studies have shown that this strategy has the greatest impact on improving the delivery of cardiac rehabilitation. In subsequent years, Burke will extend its efforts to improve the percent of referred patients who enroll and remain in the program. Though Burke has specifically selected to allocate resources for its Community Service plan to the two areas described above, the hospital, and the Montefiore Health System, which Burke is a member of, offer many resources that address most of the significant health needs identified. Being a member of a larger health system allows Burke to provide referrals to many more community resources than it would be able to do alone. Burke has chosen not to focus on other significant needs identified as dental health, violence prevention (including gun violence), and mental health/depression and cancer and chronic lower respiratory diseases, major causes of death in Westchester County. Burke, a rehabilitation hospital devoted solely to acute physical rehabilitation, chose not to focus on these other areas in favor of pursing high-value health improvements for which we have a specific and unique expertise. Other hospitals in Westchester County that are acute care community or tertiary hospital treat patient with a broad array of health issues and are better equipped to focus on issues such as cancer prevention and improving mental health. In addition to the multiple resources that have been developed at Burke and Montefiore independently and through partnership with other organizations, there is an extensive need for community-based programs and resources that can augment these programs and services. Knowing how to access these resources is a particular challenge for the healthcare sector. Multiple free and low cost online tools have been developed recently that are now available to community member as well as the Westchester government website that provides a variety of lists and links to resources. Schedule H, Part V, Section B, Line 13h Family size is factored into the eligibility criteria for financial assistance. Schedule H, Part V, Section B, Lines 16a, 16b & 16c The hospital's Financial assistance policy, summary and application for assistance are posted on the website: https://www.burke.org/community/resources/charitablecare Schedule H, Part V, Line 21d Burke is an Inpatient Rehabilitation Hospital (IRF) that does not provide emergency medical care. Most patients are referred and admitted to Burke from other facilities for rehabilitation services once their condition has stabilized. 8 Armonk Outpatient Rehabilitation 99 Business Park Armonk NY 10504 Outpatient Rehabilitation Bronx Outpatient Rehabilitation 2826 Westchester Avenue Suite 201 Bronx NY 10461 Outpatient Rehabilitation Bronx-Hutch Metro OP Rehabilitation 1250 Waters Place Tower One 10th Bronx NY 10461 Outpatient Rehabilitation Mamaroneck Outpatient Rehabilitation 703 West Boston Post Road Mamaroneck NY 10543 Outpatient Rehabilitation Purchase Outpatient Rehabilitation 3020 Westchester Avenue Purchase NY 10577 Outpatient Rehabilitation Somers Outpatient Rehabilitation Somers Town Center 325 Route 100 Somers NY 10589 Outpatinet Rehabilitation Yonkers-Ridge Hill OP Rehabilitation Ridge Hill 73 Market Street Suite Yonkers NY 10710 Outpatient Rehabilitation Yonkers-Exec Plaza OP Rehabilitation 6 Executive Plaza Suite 280 Yonkers NY 10701 Outpatient Rehabilitation 1. Part I, Line 7 THE COST-TO-CHARGE RATIO METHODOLOGY WAS UTILIZED TO CALCULATE THE AMOUNT included IN THE TABLE. THE CALCULATION OF THE RATIO WAS DERIVED FROM ratio of patient CARE COST-TO-CHARGEs. In calculating the patient care cost for the ratio, the organization reduced its operating expenses for its non-patient care costs and cost of its community benefits and building activities not relying on the RCC factor for costing purposes. 1. Part III, Section A, Line 2 The cost of bad debt expense is estimated based on the bad debt provision at charge, applied to the ratio of total patient care expenses to total charges for all services rendered. Any payments or discounts are excluded from bad debt expenses. 1. Part III, Section A, Line 3 The estimated amount of the organization's bad debt expense (at cost) attributed to patients under the organization's charity care policy was based on the results of predictive analysis. Bad debt should be included as a community benefit because the organization provides much needed health care service indiscriminately to the community-at-large without regard to whether or not the patient has insurance or if the bill will ever be paid. 1. Part III, Section A, Line 4 AS REPORTED IN MONTEFIORE HEALTH SYSTEM'S AUDITED CONSOLIDATED FINANCIAL statements, BAD DEBT EXPENSE IS DESCRIBED AS FOLLOWS: "Subsequent changes to the estimate of the transaction price (determined on a portfolio basis when applicable) are generally recorded as adjustments to patient service revenue in the period of the change. For the years ended December 31, 2022 and 2021, changes in the Health System's estimates of expected payments for performance obligations satisfied in prior years were not significant. Portfolio collection estimates are updated based on collection trends. Subsequent changes that are determined to be the result of an adverse change in the patient's ability to pay (determined on a portfolio basis when applicable) are recorded as bad debt expense. Bad debt expense for the years ended December 31, 2022 and 2021 was not significant". 1. Part III, Section B, Line 8 Medicare allowable costs reported on Part III, line 6, per Schedule H instructions, were derived using the Medicare cost report cost-finding methodology, which apportions routine costs to Medicare using days and ancillary costs to Medicare using departmental ratios of costs to charges (RCCs). In calculating the ratio, all non-allowable Medicare costs were excluded. 1. Part III, Section C, Line 9B For patients who are known to qualify for financial assistance, all collection activity is halted and the patient is referred for financial aid. If an account is in collection and the patient requests financial aid or if the agency determines that the patient is eligible for financial assistance, the account is referred back to the hospital where the patient is provided assistance with completing an application for financial aid. The Hospital also uses presumptive eligibility to assist in charity care determination in the absence of completed financial assistance applications. Presumptive eligibility may be based on prior FAP eligibility or the Hospital may use enrollment in certain specified means-tested public programs to presumptively determine that individuals are FAP eligible, including homelessness, FAP eligibility at an affiliate healthcare facility, or eligibility in other state or local assistance programs. 2. Needs Assessment The organization assesses community needs by: A) Community Advisory Boards - The Health System works extensively with representatives of the communities to identify health care needs and determine the appropriate configuration of services. B) Community Service Committee - Montefiore Health System, the parent company, has a board committee that is focused on community services. It is responsible for overseeing the Health System's community services and community benefit activities to ensure they are formulated to facilitate the fulfillment of the organization's mission and meet the needs of the community. C) Partnership and Collaborations - The health system participates in a variety of organized partnerships and collaboratives, working with other providers, the New York Department of Health and Mental Hygiene, Community-based organizations and members of the community in planning and developing initiatives aimed at improving the health of the communities served. 3. Patient Education of Eligibility for Assistance All intake, registration and collection agency staff are trained on the hospital's financial aid policy and how to provide patients with assistance. The organization has a policy that establishes guidelines for the billing office to follow when working with individuals who are having difficulty paying their medical bills. A referral is made to the financial aid office and a financial counselor will help the patient apply for free or low-cost insurance. If the financial counselor determines that the patient does not qualify for low-cost insurance, the counselor will help the patient apply for a financial aid discount based on income level. The organization makes its financial aid policy known to the public by providing written information including brochures at the admission area, information posted on the intranet and internet, and information sent out on patient's bills. 4. Community Information Burke Rehabilitation Hospital primary service area is central and lower Westchester County. Westchester County is a large county located just north of New York City in the Hudson Valley. Westchester covers an area of 450 square miles and consists of 48 municipalities that includes urban, suburban, and rural geographies. The estimated population of Westchester County is made up of more than 997,895 residents. White Plains is the county seat and the 4th most populous city in Westchester County. According to the 2020 American Community Survey, White Plains has 59,559 residents and has experienced a 4.8% increase in population between 2000 and 2020. The City of White Plains is ethnically diverse. Its population is 46.5% non-Hispanic white, 31.6% Hispanic, 12.4% non-Hispanic black, 7.7% Asian/Pacific Islander & 1.8% non-Hispanic other. Almost one-third (31.4%) of its residents are foreign-born. White Plains has the 4th largest proportion of the population that lives below the poverty level (10.1%) in the county (compared to 7.6% countywide). The median household income is $96,715, slightly below the median household income countywide ($99,489). Of note, 11.7% of White Plains children live below the poverty line, higher than the countywide percentage of 11.2%. Almost half (40.0%) of students in White Plains public schools qualified for free or reduced lunch during the 2020-2021 school year. In 2020, the median household income for Westchester was $99,489, the fourth highest in New York state, after Nassau, Putnam, and Suffolk counties. Westchester county is the 6 healthiest counties in New York State, according to the County Health Ranking, produced by the University of Wisconsin. Residents of Westchester County have access to a number of community resources including public and private schools, open spaces, healthcare facilities, community gardens, bike lanes and much more. Despite its overall high ranking, there is considerable room to both improve population health and reduce health disparities for both high-need populations and those with poorer health outcomes. While Westchester County remains among the healthiest counties in New York State, several of its individual municipalities continue to have significant health gaps. Portions of lower Westchester, specifically Mount Vernon, Yonkers, New Rochelle, and White Plains are 'hot spots" for various health outcomes, such as asthma, and preterm births in the County. Additionally certain groups such as some racial/ethnic minorities or those with less education experience poorer health outcomes. 5. Promotion of Community Health Burke Rehabilitation has a longstanding commitment to the community and is at the forefront of rehabilitation medicine. Burke's continuum of care extends beyond its inpatient and outpatient programs and impacts people in the surrounding communities and throughout Westchester County. Burke facilitates over ten monthly support groups on its campus that are free of charge, including a spinal cord injury support group, stroke support group and amputee support group, often through partnerships with community organizations. Burke regularly holds community education programs and events for the community, with a focus both on the illnesses and injuries treated at Burke and the health and wellness of its community members. The Burke Fitness Center, which is open to the community and serves adults over age 40 and those with a qualifying disability, in a place where people from throughout the area can focus on their health in a setting in which they feel safe and comfortable. Burke's commitment to the community extends to our employees and the medical community as well. Continuing education events, lectures and conferences, many of which are free of charge, are regularly held on the Burke campus to promote research, innovative treatments and technology to ensure that Burke's physicians, nurses and therapists remain leaders in their field. 6. Affiliated Health Care Systems Winifred Masterson Burke Rehabilitation Hospital is an affiliate of the Montefiore Health System. The Health System is a leader in community health and has a long history of developing innovative approaches to care and creating programs to best serve the changing needs of its community. These include, but are not limited to the following: community service plan, community service strategy, accountable care organizations, patient-centered medical home, disease management programs and community outreach. The integration of these innovative approaches support the Health System well in its provision of services to the community. 7. State Filing of Community Benefit Report Winifred Masterson Burke Rehabilitation Hospital files a community service plan with the state of New York. true MONTEFIORE MEDICAL CENTER 111 EAST 210TH STREET BRONX NY 10467 131740114 501(C)(3) 15000 SPONSORSHIP WHITE PLAINS HOSPITAL MEDICAL CENTER 41 EAST POST ROAD WHITE PLAINS NY 10601 131740130 501(C)(3) 20000 SPONSORSHIP 2 0 Schedule I, Part I, Line 2 Burke Rehabilitation Hospital provides support to various organizations as part of its many local community health programs endeavors. Sponsorship grants are monitored by the External Affairs Department of the Hospital and are awarded to local charitable organization to support Burke's mission of improving the health of the community that it serves. X X X X false true false false false false false true false Michael J Palumbo MD Trustee 0 993506 0 405000 0 178989 0 180500 0 18637 0 1776632 0 123750 Christopher Panczner Trustee 0 954591 0 310000 0 592742 0 17000 0 24124 0 1898457 0 0 Andrew Racine MD PHD Trustee 0 1203603 0 494200 0 493266 0 17000 0 30129 0 2238198 0 0 Scott A Edelman Interim Exec Director 511488 0 58000 0 0 0 12901 0 27260 0 609649 0 0 0 Matthew Bartels MD Trustee 0 474779 0 0 0 1032 0 17000 0 696 0 493507 0 0 Mooyeon Oh-Park MD SVP, CHIEF MEDICAL OFFICER 417451 0 41900 0 0 0 12570 0 27260 0 499181 0 0 0 Valerie Vermiglio-Kohn VP, Nursing/CNO 227325 0 18400 0 0 0 6900 0 10512 0 263137 0 0 0 Annette Bucci VP, Human Resources 234292 0 23350 0 0 0 7005 0 777 0 265424 0 0 0 Catherine Dwyer VP, Information Technology 219768 0 23000 0 0 0 6900 0 30110 0 279778 0 0 0 Janet Herbold VP, Post Acute Services 218566 0 21550 0 0 0 6465 0 25101 0 271682 0 0 0 Jenymol Shaji RN Registered Nurse 120503 0 23560 0 96029 0 0 0 23824 0 263916 0 0 0 Jeffrey Menkes President & CEO up to 6-30-22 0 360286 0 750000 0 12032 0 9154 0 117 0 1131589 0 0 Schedule J, Part I, Line 4b During the year, various trustees of the organization participated in supplemental nonqualified retirement plans paid by related organizations of the Montefiore Health System. IN A MANNER DESIGNED TO QUALIFY FOR THE "REBUTTABLE PRESUMPTION OF reasonableness" THE COMPENSATION COMMITTEE OF either Montefiore Health System's BOARD OF TRUSTEES or White Plains Hospital Medical Center expressly reviewed and APPROVED THESE retirement BENEFIT ARRANGEMENTS IN A MANNER THAT QUALIFIED UNDER THE intermediate SANCTIONS RULES OF THE FEDERAL TAX LAW, AND IN RECOGNITION of (A) THE EXECUTIVES' YEARS OF SERVICE TO THE Health System AND (B) THE significant CONTRIBUTIONS TO ENHANCING THE ABILITY OF THE Health System to achieve ITS CHARITABLE MISSION IN A MANNER CONSISTENT WITH FINANCIAL solvency. ACCORDINGLY, THIS BENEFIT SHOULD BE VIEWED AS APPLYING TO YEARS of SERVICE FOR THE Health System. Supplemental executive retirement plan distribution based on multiple years of service paid to three trustees of the organization by related organizations: Andrew D. Racine, M.D.,PH.D - $467,320; Christopher Panczner - $558,708; Michael J. Palumbo, M.D. - $169,809. Schedule J, Part I, Line 7 Part of the annual incentive awards paid by the organization to the two officers and four of the five highest compensated were based on the Compensation Board or management discretion. Contributor 34 Substantial contributor 538857 Independent contractor false FORM 990, PART VI, SECTION A, LINE 6: MONTEFIORE HEALTH SYSTEM, INC. IS THE SOLE MEMBER OF THE WINIFRED MASTERSON BURKE REHABILITATION HOSPITAL. FORM 990, PART VI, SECTION A, LINE 7A: THE BOARD OF TRUSTEES OF MONTEFIORE HEALTH SYSTEM, INC., THE SOLE member OF the WINIFRED MASTERSON BURKE REHABILITATION HOSPITAL, HAS THE authority to appoint and remove members of the Board of Trustees of the Corporation. FORM 990, PART VI, SECTION A, LINE 7B: THE BOARD OF TRUSTEES OF MONTEFIORE HEALTH SYSTEM, INC., THE SOLE member OF the WINIFRED MASTERSON BURKE REHABILITATION HOSPITAL, HAS THE authority to approve CERTAIN DECISIONS OF THE WINIFRED MASTERSON BURKE REHABILITATION Hospital BOARD OF DIRECTORS. Such decisions include amendments to the Certificate of Incorporation and Bylaws, approval of the operating and capital budgets and any strategic plans of the corporation, managed care contracting, expansion/subtraction of the Medical Center's operations, and certain administrative procedures, among others. FORM 990, PART VI, SECTION B, LINE 11B: THE FORM 990 WAS PREPARED BY THE Montefiore's Tax Department working closely with the Burke's Finance team and assisted by various departments throughout the HEALTH SYSTEM. THE FORM 990 WAS REVIEWED AND APPROVED BY THE VICE President-FINANCE AND THE Burke's Hospital senior leadership including the Chief Financial Officer. IN ADDITION, AN INDEPENDENT ACCOUNTING FIRM WAS engaged TO REVIEW THE FORM 990. UPON COMPLETION OF THE VARIOUS REVIEWS, THE FORM 990 WAS PRESENTED TO THE BOARD OF TRUSTEES FOR REVIEW AND APPROVAL. FORM 990, PART VI, SECTION B, LINE 12C: THE ORGANIZATION REGULARLY AND CONSISTENTLY MONITORS AND ENFORCES compliance with THE CONFLICTS OF INTEREST POLICY BY MEANS OF AN ANNUAL QUESTIONNAIRE THAT ALL OFFICERS, TRUSTEES AND KEY employees OF THE WINIFRED MASTERSON BURKE rehabilitation HOSPITAL ARE required TO COMPLETE. COMPLETED QUESTIONNAIRES ARE REVIEWED BY THE Chairman OF THE EXECUTIVE COMMITTEE AND ANY CONCERNS PRESENTED BY THE responses ARE DISCLOSED TO THE FULL COMMITTEE WITH THE INTERESTED PARTY recused from DISCUSSION OF THE MATTER. FORM 990, PART VI, SECTION B, LINE 15A & 15B: The compensation of select senior management of the organization is determined by the Compensation Committee of the Burke's Board of Trustees. The Winifred Masterson Burke Rehabilitation Hospital is committed to ensuring that its executive compensation program adheres to the highest standards of regulatory compliance and best corporate governance. The Board of Trustees has charged the Compensation Committee of the Board (which is comprised of independent Board members with no conflicts of interest in regards to executive compensation) with reviewing and recommending for approval by the member, all decisions related to compensation for selected senior management of the Corporation. All decisions made by the Compensation Committee are appropriately and timely documented in meeting minutes. The compensation committee's review process follows the Intermediate Sanctions guidelines for qualifying for the rebuttable presumption of reasonableness. Compensation levels are established considering data for comparable organizations, an assessment of management performance (including the services provided to the community), and other business judgement factors, consistent with Burke's executive compensation philosophy. The Committee's decisions are made in the best interest of Burke, and are intended to ensure the recruitment and retention of key executive talent, consistent with the market practices of other not-for-profit healthcare organizations of comparable scope, mission and complexity. FORM 990, PART VI, SECTION C, LINE 19: The conflict of interest policy and governing documents are made available upon request. Form 990, Part XI, Line 9: The other increase in net assets of $13,562,284 was due to a $14,760,344 decrease in defined pension and other post postretirement plan liabilities to be recognized in future periods, partially offset, by a $1,198,060 transfer to an affiliate for business transformation and IT system's cost. 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