50 Water Street New York, NY 10004 BOARD OF DIRECTORS

50 Water Street ▪ New York, NY ▪ 10004

BOARD OF DIRECTORS MEETING

THURSDAY, APRIL 25, 2024

A•G•E•N•D•A•

CALL TO ORDER - 2:00 PM

1. Executive Session | Facility Governing Body Report



NYC Health + Hospitals l Queens

2023 Performance Improvement Plan and Evaluation (Written Submission Only)



NYC Health + Hospitals | East New York - Gotham Center

Semi-Annual Governing Body Report (Written Submission Only)



NYC Health + Hospitals | Elmhurst

2. OPEN PUBLIC SESSION - 3:00 PM

3. Adoption of the Board of Directors Meeting Minutes – March 28, 2024

4. Chair’s Report

5. President’s Report

6. Authorizing New York City Health and Hospitals Corporation (the “System”) to execute agreements with each

of the following vendors: Show the Good Consulting, LLC, Malone Creative Group, LLC, D'Exposito &

Partners, LLC, Niki Jones Agency, Inc. and Sherry Matthews, Inc. for the provision of Marketing Services on

behalf of the System for an initial period of three-years with two one-year renewal options, exercisable at the

discretion of the System. These agreements shall have a not to exceed amount of $50,000,000 over the

potential five-year term.

(Presented Directly to the Board: 04/25/2024)

Vendex: All Approved

EEO: All Approved

7. Authorizing New York City Health and Hospitals Corporation (the “System”) to execute agreements for NYC

Care outreach services to cover all five boroughs with vendors, each of the 22 CBOs, and attached hereto as

Exhibit A, on behalf of the System for an initial period of eighteen months with one eighteen-month renewal

option, exercisable at the discretion of the System. These agreements shall not exceed $6,652,800 over the

potential thirty-six-month term

(Presented to the Medical and Professional Affair / Information Technology Committee: 04/08/2024)

Vendex: All Approved except DSI International Inc.

EEO: All Pending

8. Authorizing New York City Health and Hospitals Corporation (the “System”) to execute a best-interest renewal

agreement with Canon Solutions America Inc. for the provision of enterprise-wide managed print services

for a period of seven-years. The agreement shall not exceed $63,572,940 over the seven-year term.

(Presented to the Medical and Professional Affair / Information Technology Committee: 04/08/2024)

Vendex: Approved / EEO: Pending

9. Authorizing New York City Health and Hospitals Corporation (the “NYC Health + Hospitals”) to execute a

design-build contract with Gilbane Building Company, (the “Contractor”) to build a new clinic for Gotham

Health in Far Rockaway for a contract amount of $30,000,000.

(Presented to the Capital Committee: 04/08/2024)

Vendex: Approved / EEO: Pending

Mr. Pagán

Dr. Katz

Mr. Pagán

10. Authorizing the New York City Health and Hospitals Corporation (“NYC Health + Hospitals”) to execute a

contract with Jemco Electrical Contractors, Inc. (the “Contractor”), to undertake Essential Electrical System

(EES) work at NYC Health + Hospitals/North Central Bronx (“NCB”) for a contract amount of $7,625,488, with

a 15% project contingency of $1,143,824, to bring the total cost not to exceed $8,769,312.

(Presented to the Capital Committee: 04/08/2024)

Vendex: Approved / EEO: Approved

11. Authorizing the New York City Health and Hospitals Corporation (“NYC Health + Hospitals”) to execute a

Customer Installation Commitment contract (“CIC”) with the New York Power Authority (“NYPA”) for an

amount not-to-exceed $5,837,585, including an 10% construction contingency of $401,249, for a term of 18

months, for the planning, design, procurement, construction, construction management and project

management services necessary for lighting upgrades at New York City Health + Hospitals/Coler, (the

“Project”).

(Presented to the Capital Committee: 04/08/2024)

Vendex: NA / EEO: NA

12. Authorizing New York City Health and Hospitals Corporation (the “NYC Health + Hospitals”) to execute a

design-build contract with Sweet Group of New York LLC, (the “Contractor”) to undertake a labor and

birthing suite renovation at New York City Health + Hospitals/Woodhull for a contract amount of

$14,816,993, with a 10% project contingency of $1,481,699, to bring the total cost not to exceed $16,298,693.

(Presented to the Capital Committee: 04/08/2024)

Vendex: Approved / EEO: Approved

13. Authorizing the Executive Director of MetroPlus Health Plan, Inc. (“MetroPlus or “the Plan”) to negotiate and

execute a contract with Deloitte Consulting, LLP (“Deloitte”) to provide MetroPlus with testing resources for

the Plan’s new core processing system for an amount not to exceed $9,500,000 for a total 26-month contract

period.

(Presented to the MetroPlus Health Board: 03/28/2024)

Vendex: Approved / EEO: Pending

14. Authorizing the Executive Director of MetroPlus Health Plan, Inc. (“MetroPlus” or the “Plan”) to increase the

spending authority for the current renewal period ending December 31, 2024, by $1,250,000 for its current

agreement with Carahsoft, reseller of Salesforce, to cover additional Salesforce license costs and to add

Marketing Cloud as a new service, a comprehensive digital marketing platform to improve engagement with

members and providers.

Additionally, authorizing the Plan to execute a five-year best-interest extension at a cost not to exceed

$24,750,000 including a 15% contingency with Carahsoft, to continue utilizing licenses for Salesforce, at a

combined not-to-exceed total of both authorizations of $26,000,000, for the current one-year renewal

period and the five-year best-interest extension period.

(Presented to the MetroPlus Health Board: 03/28/2024)

Vendex: Approved / EEO: Approved

COMMITTEE AND SUBSIDIDARY REPORTS



Medical and Professional Affairs / Information Technology Committee



Capital Committee



MetroPlus Health (Subsidiary)

>>Old Business<<

>>New Business<<

>>Adjournment<<

Mr. Pagán

Dr. Katz

Mr. Pagán

Ms. Piñero

Mr. Pagán

NEW YORK CITY HEALTH AND HOSPITALS CORPORATION

A meeting of the Board of Directors of New York City Health and Hospitals

Corporation was held in room 1701 at 50 Water Street, New York, New York 10004

on the 28th day of March, 2024 at 2:00 P.M., pursuant to a notice, which was

sent to all of the Directors of New York City Health and Hospitals Corporation

and which was provided to the public by the Secretary. The following Directors

participated in person:

Mr. José Pagán

Dr. Mitchell Katz

Ms. Anne Williams-Isom – Left at 3:00p.m.

Dr. Vincent Calamia

Ms. Molly Wasow Park – Left at 3:00p.m.

Ms. Karen St. Hilaire – Joined at 3:00p.m.

Dr. William Fisher

Dr. Shady Chamany – Joined at 2:15p.m.

Ms. Sally Hernandez-Piñero

Ms. Anita Kawatra

Ms. Jackie Rowe-Adams

Ms. Barbara Lowe

Dr. Patricia Marthone

José Pagán, Chair of the Board, called the meeting to order at 2:06 p.m.

Mr. Pagán chaired the meeting and Colicia Hercules, Corporate Secretary, kept

the minutes thereof.

Mr. Pagán noted that Dr. William Fisher is representing Emiko Otsubo,

and Dr. Shadi Chamany is representing Ashwin Vasan - both in a voting

capacity.

EXECUTIVE SESSION

Upon motion made and duly seconded, the members voted to convene in

executive session because the matters to be discussed involved confidential

and privileged information regarding patient medical information.

OPEN SESSION

The Board reconvened in public session at 3:12 p.m.

Mr. Pagán noted that Dr. William Fisher is representing Emiko Otsubo,

Ms. Karen St. Hilaire is representing Molly Wasow Park, and Dr. Shadi Chamany

is representing Ashwin Vasan - all in a voting capacity.

ACTION ITEM 3 - ADOPTION OF MINUTES

The minutes of the Board of Directors meeting held on February 29, 2024

were presented to the Board. Then, on motion duly made and seconded, the

Board unanimously adopted the minutes.

RESOLVED, that the minutes of the Board of Directors Meeting held on

February 29, 2024, copies of which have been presented to the Board be,

and hereby are, adopted.

ITEM 4 - CHAIR’S REPORT

Mr. Pagán advised that during the Executive Session, the Board received

and approved the governing body oral and written report from NYC Health +

Hospitals/Gouverneur Skilled Nursing Facility and NYC Health + Hospitals/Coler

Long Term Care and Rehabilitation Center.

The Board also received and approved the semi-annual governing body

written report from NYC Health + Hospitals/Harlem.

FY 2024 ANNUAL PUBLIC MEETINGS

Mr. Pagán reminded the Board of the Fiscal Year 2024 Annual public

meeting series schedule for each borough and provided information for those

who wish register to speak at the meetings.

Queens - April 2th at NYC Health + Hospitals/Queens

Manhattan - April 16th at NYC Health + Hospitals/Bellevue

Brooklyn - May 14th at NYC Health + Hospitals/South

Brooklyn Health

Bronx - June 4th at NYC Health + Hospitals/Lincoln

Staten Island - June 18th at NYC Health + Hospitals/Sea View Nursing

and Rehabilitation Center

VENDEX APPROVALS

Mr. Pagán noted there are eleven items on the agenda requiring Vendex

approval, of which ten have that approval. There are no items from previous

Board meetings pending Vendex approval.

The Board will be notified as outstanding Vendex approvals are received.

ACTION ITEM 6:

Mr. Pagán read the resolution

Authorizing New York City Health and Hospitals Corporation (the “System”)

to execute contracts with Rapid Reliable Testing NY LLC dba DocGo Inc.,

Medrite LLC dba Medrite Urgent Care, Cherokee Nation Management and

Consulting, LLC, and Essey Group LLC dba The TempPosition Group of

Companies for HERRC site administration staffing services at a not to

exceed amount of $192,000,000 for a contract term of one year and two

six-month renewal options exercisable at the discretion of the System

(Presented to the Finance Committee: 03/11/2024)

Dr. Theodore Long, Senior Vice President, commenced the presentation

with an overview of the Humanitarian Emergency Response and Relief Centers

(HERRCs)program and financial update.

Mr. Chris Keeley, Senior Assistant Vice President, provided background

and current state of the System’s existing and newly contracted site

administration staffing services for all HERRC sites operated by NYC Health +

Hospitals, noting the rationale for separating the site administrative and

clinical staffing contracts. The RFP criteria, overview of the procurement

process, vendor performance, vendor background and cost analysis were

discussed. Mr. Keeley highlighted that no work is guaranteed under this

contract and the assignment of work will be based on numerous factors and

needs. All vendors have a 35% MWBE goal.

In response to questions from the Board, Mr. Keely explained that most

asylum seekers have a phone or similar device upon arrival. The arrival center

and HERRC sites have Wi-Fi accessibility available to guests. Dr. Long added

that many services have been adjusted or added after receiving feedback from

the guests about their needs, such as the international phone bank which

allows for outgoing calls to other countries.

Mr. Keeley also explained the vendor payment process. In most contracts,

vendors have 30-days to submit an invoice, followed by an internal review. He

also clarified there are no new staff needs, the contract allows for the use

of existing staff just under separate contract scopes.

After discussion, upon motion duly made and seconded, the Board

unanimously approved the resolution.

ACTION ITEM 7:

Mr. Pagán read the resolution

Authorizing New York City Health and Hospitals Corporation (the “System”)

to execute contracts with Medrite LLC dba Medrite Urgent Care, Rapid

Reliable Testing NY LLC dba DocGo Inc., Acuity International, LLC

(legacy: Comprehensive Health Services, LLC), and RCM Technologies (USA)

Inc. dba RCM Health Care Services for HERRC clinical staffing services at

a not to exceed amount of $211,300,000 for a contract term of one year

and two six-month renewal options exercisable at the discretion of the

System

(Presented to the Finance Committee: 03/11/2024)

Mr. Keeley provided an overview of the scope of clinical services in the

current and future state, including an overview of the historical spend. An

overview of the RFP criteria, procurement process, vendor performance for

which all have an overall satisfactory rating and vendor background

information was also presented. The cost analysis, assignment of work

rationale, and vendor MWBE goals were also discussed.

In response to questions from the Board, Mr. Keeley and Dr. Long

explained that the contracting and negotiation process has been led by a

strong team of people in different areas including Procurement and Legal

Affairs. Dr. Katz added his own experience with a NYC Care patient who is

also an asylum seeker. It showcases the scope of needs and the efforts of a

coordinated medical system.

The Board asked about diversity of income among asylum seekers in

comparison to the general population in the shelter system. Dr. Long

responded that they recently started collecting data about the asylum

seekers’ income and financial status and will have a better understanding at

a later time when more data is available, however, the intake process

provides a glimpse into the asylum seeekers’ professional and personal life

in their home country. Many of the asylum seekers leave behind professional

careers in their home country.

After discussion, upon motion duly made and seconded, the Board

unanimously approved the resolution.

ACTION ITEM 8:

Mr. Pagán read the resolution

Authorizing New York City Health and Hospitals Corporation (the “System”)

to execute an agreement with Gallagher Bassett Services, Inc. for the

provision of Medical Malpractice Claims Management Services on behalf of

the System for an initial period of three-years with two one-year renewal

options, exercisable at the discretion of the System. The not-to-exceed

amount for the anticipated five-year term is $35,850,000

(Presented to the Finance Committee: 03/11/2024)

David Cheung, Deputy Counsel, provided the background and current state

of the Medical Malpractice Claims Management Services at NYC Health +

Hospitals. The Office of Legal Affairs, Claims and Litigation Unit, manages

all the medical malpractice claims against the System. Third-Party

Administrator (TPA) contributes to the management of outside counsel and

settlement costs. The cost of outside counsel and settlement payouts as well

as the TPA annual costs for FY-15 through FY-23 were presented. Mr. Cheung

gave an overview of the scope of services and the RFP criteria. An overview

of the new vendor background and assignment was discussed. In terms of

vendor diversity, Mr. Cheung explained that following an analysis, the

services under this contract will be self-performed. Accordingly, without

any MWBEs available to perform any of the subcontracted work, no goal was

set on this solicitation.

In response to questions from the Board regarding the transition, Ms.

Cohen and Mr. Cheung explained that the vendor has experience with the legacy

system and has successfully migrated and implemented the data into the new

more modernized system. Overall the team is enthusiastic about their data

capabilities.

After further questions, Mr. Cheung stated that there is a lot of

diversity in the types of claims brought in, however there has been an effort

in the last few years to bring resolutions expeditiously via the fast track

program. The plan is to expand the program in collaboration with the vendor

for earlier investigation and fast track resolutions. The Board commended the

team for their work and the overall management of outside counsel and

settlement costs.

After discussion, upon motion duly made and seconded, the Board

unanimously approved the resolution.

ACTION ITEM 9:

Mr. Pagán read the resolution

Authorizing New York City Health and Hospitals Corporation (the “System”)

to sign a 10-year lease with Coney Island Associates Retail 2 LLC

(“Developer”) for approximately 6,250 sq. ft. on the 1

floor of a to-be-

constructed building at 2932 West 16

Street in Coney Island (the

“Premises”) to house the Behavioral Health and Chemical Dependency

practice (the “Practice”) of the Ida G. Israel Community Health Clinic

(the “Clinic”) operated by NYC Health + Hospitals/South Brooklyn Health

(the “Facility”) now operating on an adjacent lot for a yearly rent of

$25/sq. ft. to be escalated by 10% after 5 years plus the provision of 10

parking spaces charged at $150/month for each parking space; provided

that Developer will build out the Premises to the System’s specifications

within a budget of $2.5M, with the System paying Developer $2M of this

expense; and provided further that the System shall hold two 5-year

options to renew the lease with the rent during the first renewal term to

be at the higher of 95% of fair market value or 10% over the prior rent

and with the rent for the second renewal term to be at a 10% increase

over the prior rent with the rent over the entire potential 20-year term

totaling approximately $3,985,781

(Presented to the Capital Committee: 03/11/2024)

Leora Jontef, Assistant Vice President of Housing and Real State, was

joined by Svetlana Lipyanskaya, Chief Executive Officer, NYC Health +

Hospitals/South Brooklyn Health. Ms. Lipyanskaya presented the background

information on the Ida G. Israel Community Health Center, phase 2 of the

construction and the rationale for the decision to keep the chemical

dependency practice in the community instead of moving the practice to the

main campus. Ms. Jontef provided an overview of the lease terms.

In response to questions regarding a needs assessment, Ms. Lipyanskaya

responded that the community feels strongly about the need for chemical

dependency services and is very supportive of the project. Overall, the Ida G.

Israel Community Health Clinic is well received by the community and provides

full services that are accessible to the community.

Dr. Fisher asked for confirmation regarding the state of the building.

Ms. Lipyanskaya responded that the building is built, but the new space will

be built out to house the practice. The new build out of the family medicine

space in progress.

The space is estimated to be ready in the next six to eight months.

After discussion, upon motion duly made and seconded, the Board

unanimously approved the resolution.

ACTION ITEM 10:

Mr. Pagán read the resolution

Authorizing the New York City Health and Hospitals Corporation (“NYC

Health + Hospitals”) to execute a contract with Holt Construction Corp.

(the “Contractor”), to undertake a gut renovation at NYC Health +

Hospitals/Jacobi Medical Center’s (“Jacobi”) 11E operating rooms, along

with dedicated support areas to maximize efficient use of Jacobi and to

modernize and meet the needs of an expanding community, for a contract

amount of $8,128,692 with a 15% project contingency of $1,219,304 to

bring the total cost not to exceed $9,347,996.

(Presented to the Capital Committee: 03/11/2024)

Oscar Gonzalez, Senior Assistant Vice President was joined by Hiba

Hadeed, Director of Design and Construction, at NYC Health and

Hospitals/Jacobi. Ms. Hadeed provided background information and a

description of the current state of the physical space. An overview of project

scope and construction schedule, and images of the current and future state

were also provided. Mr. Gonzalez gave an overview of the procurement process,

solicitation process, including the MWBE utilization plan, the vendor

performance and project budget.

After questions from the Board, Mr. Christopher Mastromano, CEO of NYC

Health and Hospitals/Jacobi and NYC Health and Hospitals/North Central Bronx

clarified that there are currently four operating rooms in building 1- 11E

unit and will decrease to 3 operating rooms with the new construction.

After discussion, upon motion duly made and seconded, the Board

unanimously approved the resolution.

ACTION ITEM 11:

Mr. Pagán read the resolution

Authorizing the New York City Health and Hospitals Corporation (“NYC

Health + Hospitals”) to execute a contract with Crescent Contracting

Corp. (the “Contractor”), to undertake a project to install sprinklers

and fire alarms in the administrative offices of Building #4 of NYC

Health + Hospitals/Jacobi Medical Center for a contract amount of

$8,251,375, with a 15% project contingency of $1,237,706, to bring the

total cost not to exceed $9,489,081

(Presented to the Capital Committee: 03/11/2024)

Manuel Saez, Vice President, Office of Facilities Development provided

background details and current state of the sprinkler system as well as a

description of the scope of work and corresponding timeline of project

completion. Mr. Gonzalez gave an overview of the procurement process,

solicitation process including the MWBE utilization plan, the vendor

performance and project budget.

Hearing no questions, upon motion duly made and seconded, the Board

unanimously approved the resolution.

ACTION ITEM 12:

Mr. Pagán read the resolution

Authorizing the New York City Health and Hospitals Corporation (“NYC

Health + Hospitals”) to execute a contract with Ark Systems Electrical

Corp. (the “Contractor”), to undertake a fire alarm upgrade of Building

#1 of NYC Health + Hospitals/Jacobi Medical Center for a contract amount

of $10,800,000, with a 15% project contingency of $1,620,000, to bring

the total cost not to exceed $12,420,000

(Presented to the Capital Committee: 03/11/2024)

Mr. Saez provided background details and current state of the fire alarm

system as well as a description of the scope of work and corresponding

timeline of project completion. Mr. Gonzalez shared an overview of the

procurement process, solicitation process including the MWBE utilization plan,

the vendor performance and project budget.

The Board commended the team on the impressive number of bidders in the

procurement process.

The Board also asked about the factors driving the cost. Mr. Gonzalez

explained that in addition to the scope of work, the specialty trades, working

in an occupied facility which requires relocating patients, phasing the work

to minimize disruption of services which requires increases to the liability

insurance and the expedited timeframe are all contributing factors driving the

cost to the not to exceed amount presented in the resolution. Staff training

on the new system is also included.

After discussion, upon motion duly made and seconded, the Board

unanimously approved the resolution.

ACTION ITEM 13:

Mr. Pagán read the resolution

Authorizing the New York City Health and Hospitals Corporation (“NYC

Health + Hospitals”) to execute a contract with Atlantic Specialty, Inc.

(the “Contractor”), to undertake a parking garage renovation project of

the main building of NYC Health + Hospitals/Lincoln for a contract amount

of $4,708,790, with a 20% project contingency of $941,758, to bring the

total cost not to exceed $5,650,548

(Presented to the Capital Committee: 03/11/2024)

Mr. Saez provided background information, a description of current state of

the parking garage as well as a description of the scope of work and

corresponding timeline of the project completion. Mr. Gonzalez gave an

overview of the procurement process, solicitation process including the MWBE

utilization plan, the vendor performance and project budget.

The Board asked about the availability of parking in the garage during

the construction. Mr. Gonzalez confirmed that the work will be done in phases

and that 15 spots at a time will be out of commission during the construction.

After discussion, upon motion duly made and seconded, the Board

unanimously approved the resolution.

ITEM 5 - PRESIDENT REPORT – FULL WRITTEN SUBMISSION INCLUDED IN THE MATERIALS

WITH FEW VERBAL HIGHLIGHTS:

WOMEN’S HISTORY, NUTRITION, AND SOCIAL WORK MONTH

As a part of Women’s History, Cristina Contreras, CEO of NYC Health +

Hospitals/Metropolitan was recognized as a trailblazer in the Dominican

community by ABC7 news and CEO of NYC Health + Hospitals/Elmhurst Helen

Arteaga-Landaverde was recognized by NBC News as the first woman and first

Hispanic woman to lead Elmhurst Hospital.

MAYOR ADAMS COMPLETES LIFESTYLE MEDICINE PROGRAM EXPANSION WITH SEVENTH

PROGRAM AT NYC HEALTH + HOSPITALS/LINCOLN

Mayor Adams and NYC Health + Hospitals announced the launch of its

nationally recognized Lifestyle Medicine Program at NYC Health +

Hospitals/Lincoln, marking the first time the program is available in the

South Bronx. The program is now active at seven sites across the five

boroughs, with six locations previously launched at: NYC Health +

Hospitals/Jacobi, NYC Health + Hospitals/Woodhull, NYC Health +

Hospitals/Kings County, NYC Health + Hospitals/Elmhurst and NYC Health +

Hospitals/Gotham Health, Vanderbilt. Together, the program’s seven sites will

serve approximately 4,000 patients each year, providing them with the tools

and support to prevent and manage common chronic conditions, such as Type 2

diabetes and high blood pressure.

RECORD 1.2 MILLION PLANT-BASED MEALS SERVED AT NYC HEALTH + HOSPITALS

NYC Health + Hospitals in partnership with Sodexo celebrated over 1.2

million plant-based meals served since the program began in March 2022. In

2023, NYC Health + Hospitals served over 783,000 plant-based meals to its

patients. Scientific research has shown that plant-based eating patterns are

linked to significantly lower risk of cardiovascular disease, type 2 diabetes,

obesity, and certain cancers. Plant-based meals can also be effective for

weight management and treatment of hypertension and hyperlipidemia.

MAYOR ADAMS ANNOUNCES PLANS TO OPEN SUBSTANCE USE DISORDER CLINIC FOR

EXPECTING AND PARENTING FAMILIES

Mayor Adams and the System announced plans to open an $8 million health

and substance use disorder clinic at NYC Health + Hospitals/Lincoln for

pregnant and postpartum women and their families. The clinic will offer

pregnant and parenting individuals living with substance use disorder —

dependence on alcohol, tobacco, and other drugs — a safe and supportive place

to access prenatal and postnatal care, addiction medicine, and behavioral

health care. The 6,500 square foot space, expected to open in 2026, will serve

approximately 200 families per year.

‘NURSES4NYC’RECRUITMENT CAMPAIGN LAUNCHES

In mid-March, NYC Health + Hospitals embarked on a major recruitment

campaign to help fill nurse positions and expand access to community-based

primary care at NYC Health + Hospitals/Harlem, Woodhull, and Lincoln. The

recruitment campaign, Nurses4NYC, is intended to encourage more New Yorkers to

apply for jobs as nurses with the health System. Currently, there are over

9,600 full and part-time nurses in the System.

UPDATE ON CHANGE HEALTHCARE

On February 21, Change Healthcare experienced a cyber incident that

affected many businesses across the nation, including NYC Health + Hospitals.

No NYC Health + Hospitals patient health information was stolen or released as

a result of this incident. The System contacted all the managed care plans

seeking administrative waivers in recognition of our inability to submit

claims. The System has taken the following operational steps: stepped up a

planned July 1, 2024 go-live with Experian for the same services, implemented

some manual work-arounds, and expedited a planned transition to paperless

patient statements. We anticipate being live with Experian on Monday, April 1,

2024.

PATIENT TRANSFER CENTER OPENS AT 50 WATER ST.

At the end of February, NYC Health + Hospitals opened its own patient

transfer center at the 50 Water Street Central Office headquarters. Known as

the Transfer, Access and Capacity Center (TACC), NYC Health + Hospitals staff

will oversee patient transfers all day, 365 days a year. For the first time,

the System will manage moving patients between all of its facilities,

streamlining control and standardizing all transfer procedures and protocols.

Facilities will be linked together through a team of nurses and support staff

who will help provide our patients the best care possible during any transfer

process.

MAYOR ADAMS ADVANCES OUTPOSTED THERAPEUTIC UNITS AT NYC HEALTH +

HOSPITALS/WOODHULL AND NORTH CENTRAL BRONX

In early March, Mayor Adams announced progress on several jail-focused

initiatives to provide greater care and enhanced programming for people in

custody. As part of this announcement, the Mayor directed NYC Health +

Hospitals to move forward with construction of more than 350 outposted

therapeutic housing beds that will increase access to specialty health care

services for people in custody while moving those who are most clinically

vulnerable off of Rikers.

THE SYSTEM SCREENED MORE THAN 50,000 PATIENTS FOR COLORECTAL CANCER IN 2023

USING FIT TEST, A 20 PERCENT INCREASE OVER 2022

For National Colorectal Cancer Awareness Month, NYC Health + Hospitals

announced that it has screened over 50,000 patients for colorectal cancer in

2023 using the at-home fecal immunochemical test (FIT), a 20% increase over

2022. FIT is an easier, less invasive screening test for colon cancer.

RESPONDING TO THE HUMANITARIAN CRISIS – SERVICES FOR ASYLUM SEEKERS

The System continues to help lead the City’s response to the historic

influx of asylum seekers. The 15 humanitarian centers provide vital aid to the

approximately 25,000 asylum seekers in our care, with families with children

comprising around three-quarters of this demographic. The System will continue

to prioritize enhanced case management services to ensure asylum seekers are

receiving meaningful assistance towards their goals and the journey ahead.

NEW MURAL UNVIELED AT NYC HEALTH + HOSPITALS/LINCOLN

“Legacy” at NYC Health + Hospitals/Lincoln, was unveiled in late March.

The mural, developed by artist Dister Rondon, depicts the Young Lords’

takeover of Lincoln Hospital in 1970 at a pivotal moment in the fight for

improved healthcare and patient advocacy.

COMMITTEE REPORTS

Community Relations Committee IN-PERSON MEETING – March 5 2024

As Reported by Ms. Jackie Rowe Adams

Committee Members Present: Dr. Mitchell Katz, Jackie Rowe-Adams, Dr. Jose

Pagan, Dr. Patricia Marthone

Sally B. Hernandez-Piñero (virtually so in a listening capacity only),

Ms. Jackie Rowe-Adams called the meeting of the Community Relations Committee

meeting to order at 5:12 p.m.

Quorum was established – the minutes of the Community Relations Committee

meeting held on February 6 2024 was reviewed and upon motion made, and duly

seconded the minutes was unanimously approved.

Ms. Rowe-Adams informed the Committee that the Board of Director’s Annual

Public Meetings for Fiscal Year 2024 has been scheduled as follows:

• For Queens: Tuesday, April 2, 2024 at Queens Hospital

• For Manhattan: Tuesday, April 16, 2024 at Bellevue Hospital

• For Brooklyn: Tuesday, May 14, 2024 at Kings County Hospital

• For the Bronx: Tuesday, June 4, 2024 at Lincoln Hospital

• For Staten Island: Tuesday, June 18, 2024 at Sea View Hospital

Speakers are asked to register in advance by calling:

Ms. Colicia Hercules Secretary to the Corporation at 212-788-3359

Scheduled to present annual verbal reports this evening are the following

Community Advisory Boards (CABs).

1. NYC Health + Hospitals/Bellevue

2. NYC Health + Hospital/Gotham Health, Belvis

3. NYC Health + Hospitals/Gotham Health, Morrisania

4. NYC Health + Hospitals/South Brooklyn Health

5. NYC Health + Hospitals/Seaview written submission into the record.

Ms. Rowe-Adams commended Dr. Katz and his clear vision for H+H during his City

Council Budget hearing earlier in the day.

Dr. Katz shared the President’s report:

• NYC Health + Hospitals/Cumberland has a new state of the art mammogram

machine which makes it less uncomfortable for patients.

• NYC Health + Hospitals/Vanderbilt has opened up a new lifestyle medicine

program

• Mayor Adams and Health + Hospitals today announced free, in-person and

virtual tax preparation services for New Yorkers as part of the New York

City Department of Consumer and Worker Protection’s (DCWP) NYC Free Tax

Prep initiative.

• NYC Health + Hospitals’ NYC Care program announced that outreach flyers

are now available in 50 languages, a marked increase from the 10 City-

designated languages they are currently available in.

• 1100 people have been served by the medical respite program.

• NYC Health + Hospitals has a new episode of The Remedy podcast.

• NYC Health + Hospitals has received nine awards for the palliative care.

• The Chief Women’s health service officer of NYC Health +

Hospitals/Harlem and NYC Health + Hospitals/ Lincoln have been

recognized as top black doctors.

• Andy Cohen, general counsel was recognized among the 2024 notable

general counsel.

• NYC Health + Hospitals/Morrisania was recognized with the prestigious

USDA gold breastfeeding award.

• NYC Health + Hospitals announced launching the Artists in Residency

program.

PRESENTERS:

Ms. Rowe-Adams moved the agenda to the (5) facilities presenting their verbal

annual reports. Each presentation is allotted 5 minutes.

NYC Health + Hospitals/Bellevue

Mr. Michael Smook, Chair of the NYC Health + Hospitals/Bellevue CAB, presented

the report to the CRC. Mr. Smook stated that Fiscal year capital awards

included upgrade to 3D breast tomosynthesis unit, new crosslinking machine for

the ophthalmology department and the opening of the serenity unit in the

palliative care unit, to offer supportive care to end of life patients or

those needing expert pain management. A cogeneration system will help achieve

greater campus resilience and create a path towards energy efficiency and

environmental sustainability. A FEMA funded flood wall will provide 500-year

flood protection around Bellevue’s perimeter. The hospital celebrated the

conclusion of the triennial weeklong survey from the Joint Commission and in

2023 earned a silver certification in patient centered care by Planetree

International.

Frequent complaint by patients and issues impacting the community was

discussed with mitigation efforts.

Ms. Rowe-Adams poll Committee members for their comments or questions.

Dr. Katz commended the facility on maintaining quality care even while

increasing in-patients served daily, with a current census of 200 more in-

patients than before COVID.

Ms. Rowe-Adams asked is there is additional information to share on the impact

of Mt. Sinai closure if having on Bellevue. Mr. Smook indicated that it is a

motivation for him to see Bellevue providing the level of care to the

community that is needs. Dr. Katz clarified that the increase census at

Bellevue can be attributed to the closure.

NYC Health + Hospitals/Gotham Health, Belvis

Ms. Claudia Williams, Gotham regional director of the Bronx presented the

report to the CRC. Ms. Williams stated some of the accomplishments by the

facility including 2023 patient-centered medical home NCQA accreditation, and

2023 American Heart association & American Medical Association Gold

Recognition for Diabetes Care. The equipment upgrades due to capital awards

has already been purchased or is already being utilized thanks to funding

allocated by City Council member Diana Ayala and Bronx Borough President

Vanessa Gibson. New equipment requests include eye care expansions, ADA

compliant bathrooms, and lobby renovations. Ms. Williams also discussed issues

impacting he community and how Belvis is collaborating to address these

issues.

The FY-25 equipment and infrastructure request were discussed, along with

patient engagement and satisfaction, issues impacting eh community and

mitigation efforts were presented.

Ms. Rowe-Adams poll Committee members for their comments or questions.

NYC Health + Hospitals/Gotham Health, Morrisania

Ms. Lesley Harrison, Vice CAB Chair, NYC Health + Hospitals/Morrisania

presented the report to the CRC. Some accomplishments include achieving

a FY 2023 surplus of 20.5 million, a certification for excellence in

person centered care, Bronze level, and 2023 Center for Disease Control

and Prevention (CDC) Million Hearts Hypertension Champion. The facility

also celebrated their 50

year anniversary with a block party, guest

speakers included Dr. Katz and Dr. Long, with 50+ vendors and CBOs.

Equipment and Infrastructure updates includes a new 3D mammography

system, new dual energy x ray absorptiometry (DEXA) machine, and two

new elevators installed. She also noted the funding allocations by

Bronx Borough President Vanessa Gibson and City Council member Althea

Stevens

The FY-25 equipment and infrastructure request were discussed, along with

patient engagement and satisfaction, issues impacting eh community and

mitigation efforts were presented.

Patient engagement includes the launch of Salud Mia fitness activities

session and the care partner program in Medicine. Issues impacting the

community and Morrisania collaboration to address those issues were

also presented.

Ms. Rowe-Adams poll Committee members for their comments or questions.

NYC Health + Hospitals/South Brooklyn Health

Ms. Rosanne De Janeiro, Chair of the South Brooklyn Health CAB presented the

report to the CRC. The facility completed the construction of the new RBG

building and it was opened in May. Access to the new front entrance and

completion of the flood wall on Ocean Parkway will be completed in the fall of

2024. The facility received the Gold+ award from the American Heart

Association for stroke and the emergency department nurses received the

lantern award from the Emergency Nurse’s association.

In August of 2022 the facility received a da Vinci Robot and has

completed 875 robotic surgeries and because of that has received a

second robot. A new CT for outpatient radiology has also been received.

Remodeling of the hematology and oncology infusion center is also set

to start soon.

Ms. De Janeiro presented the issues impacting the community: the

continuing crime on the streets and subways and she also requested that

community request to make South Brooklyn Health a Level 1 Trauma center

be revisited, she emphasized the need for the growing community and the

distance and Belt Parkway traffic as the rationale for the designation.

The pediatric clinic at the new location of the Ida G. Israel clinic

has been eliminated and should be revisited.

Ms. Rowe-Adams poll Committee members for their comments or questions.

Dr. Katz agreed that the community is growing and the dynamics of the

Belt Parkway and Ocean Parkway. Part of the issue if the requirements

for the accreditation for the number of cases.

Hearing no old or new business to come before the Committee.

ADJOURNMENT:

Meeting adjourned at 5:54 P.M

Equity, Diversity and Inclusion Committee Meeting – March 5, 2024

As Reported by: Patricia Marthone

Committee Members Present: Patricia Marthone, José Pagán, Machelle Allen,

Jackie Rowe-Adams, Karen St. Hilaire, Mitchell Katz – joined at 4:24 pm

CALL TO ORDER

The meeting of the Equity, Diversity and Inclusion Committee of the NYC Health

+ Hospitals’ Board was called to order at 3:00 p.m.

Dr. Patricia Marthone noted for the record that Dr. Machelle Allen is

representing Dr. Mitchell Katz and Karen St. Hilaire is representing Molly

Wasow Park – both in a voting capacity.

Dr. Marthone moved for a motion to adopt the minutes of the April 3, 2023

meeting.

Upon motion made and duly second the minutes of the April 3, 2023 meeting was

unanimously approved.

DIVERSITY AND INCLUSION UPDATE

Ivelesse Mendez-Justiniano, Vice President, Chief Diversity, Equity, &

Inclusion Officer, provided an overview of the System’s latest diversity and

inclusion achievements and activities.

Ms. Mendez-Justiniano first highlighted the Office of Diversity, Equity, and

Inclusion’s organizational structure and touched upon the various

stakeholders, councils, and scope of services offered.

Ms. Mendez-Justiniano reported out on training completions, highlighting that

over 48K trainings were completed in 2023. A more detailed breakdown revealed

the top five trainings included: Identifying and Managing Unconscious Bias,

Culturally Responsive Services at NYC Health + Hospitals LGBTQ Awareness,

Achieving Health Equity for LGBTQ+ People, Diversity and Inclusion in a

Healthcare Setting, and Let’s Talk Disability.

The next update she shared was in the Language Access category, which included

the following:

• Translation of 2,023 documents in English into 30+ languages.

• Over 2 million interactions with interpreters provided across the System

in 2023, which resulted in over 29 million minutes of interpretation.

• Top five languages interpreted include: Spanish, French, Haitian Creole,

Bangla, and Russian.

• Launch of the latest Medical Interpreter Skills Training Program (MIST)

which led to 72 staff members across 15 sites program to become

qualified medical interpreters across four languages.

• Held four Language Access Council forums in 2023.

Ms. Mendez-Justiniano continued on to highlight a new focus on Veterans

Services. With the intent of becoming a military friendly organization, the

goals are to create a Veteran Advisory Council to inform Veteran community

needs, provide educational opportunities to veterans, increase use of Veteran

benefits for employees/families, include Veteran-focused recruitment in the

Talent Acquisition Strategy, and launch Veteran Pop Up sites throughout the

System (Metropolitan Hospital Pilot).

Ms. Mendez-Justiniano shared that another new focus is the Disability

Awareness space. A new training, “Let’s Talk Disability” was launched in 2023.

The training sessions provided an understanding of what actually constitutes a

disability and the appropriate terminology and behaviors for being inclusive

of colleagues and patients with disabilities.

Ms. Mendez-Justiniano provided an overview of key System events focused on

cultural and heritage outreach.

Ms. Mendez-Justiniano summarized workforce development updates. From a

leadership development perspective, programs the System offered included

America’s Essential Hospitals Fellows, Bloomberg Fellows Program, and Hany’s

Healthcare Middle Manager Training. Considering the future workforce, there

was an internship and career ladder program which partnered with various

colleges and high schools.

She then went on to share that the Loan Repayment Program offered by the

Office of Mental Health for eligible licensed mental health professionals

included a separate Diversity, Equity and Inclusion set aside fund.

Ms. Mendez-Justiniano then highlighted the various educational and career

development opportunities provided by the Food & Nutrition Fund for staff

working in the Food & Nutrition Department who are members of various unions.

Lastly, Ms. Mendez-Justiniano discussed updates in the Gender Equity space,

which included the following:

• Participation in the Healthcare Equality Index biennial survey and

LGBTQ+ Mental Health Training project.

• Awards received.

• Training: Certificate of LGBTQ Health Equity, which Boosts providers’

knowledge and skills in delivering equitable, compassionate, and

affirming care.

In response to questions from the Board, Ms. Mendez-Justiniano explained

that employees who choose to participate in the Medical Interpreter

Skills Training (MIST) program volunteer their efforts and provide their

interpreter services during regular business hours, while ensuring that

regular workflows are not interrupted.

She also clarified that there are several ways to recruit for the

variety of trainings offered which include the DEI website, the monthly

Learning Academy calendar, the monthly Diversity newsletter, and by

socializing with leadership and with staff at townhalls.

EQUITY AND ACCESS COUNCIL UPDATE

Natalia Cineas, Chief Nurse Executive, and Co-Chair of the Equity and Access

Council (“Council”) initiated the presentation by providing an overview of the

four workgroups under the Equity and Access Council. She indicated that the

Equity of Care workgroup would be providing an update today and introduced Dr.

Leo Eisenstein, who is the Equity of Care Chair.

Dr. Eisenstein’s first update was in regards to Ending Racism in Clinical

Algorithms. The goal of the project is to eliminate race-based algorithms in

the electronic medical record that may adversely impact health outcomes and

create inequities in treatment plans. In terms of progress, NYC Health +

Hospitals participated in DOHMH’s Coalition to End Racism in Clinical

Algorithms (CERCA)which resulted in:

• Implemented changes in two algorithms (Vaginal Birth After C-section and

eGFR)

• Pursuing opportunities for CKD awareness-raising with the National

Kidney Foundation

• Completed analysis to understand impact of change in kidney function

algorithm

Dr. Eisenstein continued on to provide an overview of the clinical algorithms.

The data showed that more Black patients were identified as having chronic

kidney disease (CKD), which raises concern for previously under-diagnosed CKD,

and that increased nephrology referrals was not associated with more timely

nephrology evaluations. Among nephrology referrals for Black patients, only

about 1/3 are completed within 90 days (includes no-shows). Next steps involve

focus on access to transplant. Findings from the United Network of Organ

Sharing revealed that the inclusion of a “modifier for patients identified as

Black has led to a systemic underestimation of kidney disease severity for

many Black patients. Specifically, in organ transplantation, it may have

negatively affected the timing of transplant listing, or the date at which

candidates qualify to begin waiting time for a transplant.” Since NYC Health +

Hospitals is not a transplant center, the organization is limited in how it

can impact transplant access. However, in partnership with NY Academy of

Medicine, NYC Health + Hospitals developed an evaluation plan to understand

impact of eGFR change and the status quo of transplant access for their

patients. Additionally, NYC Health + Hospitals is separately addressing bias

in electronic medical record algorithms. The goal is to investigate bias in

five EMR algorithms (unplanned readmission, inpatient falls, asthma hospital

admission or ED visit, outpatient no-show, and deterioration index), and then

identify strategies to mitigate bias.

Dr. Eisenstein provided a high-level overview of the access to

pregnancy/abortion project which intends to increase access to pregnancy care,

including abortion, across the System. The Virtual ExpressCare platform

started offering virtual on-demand abortion care in 2023.

He then also provided an update regarding the access to care for persons with

disabilities (PWD) project. Independence Care Systems secured a grant to

further the partnership with NYC Health + Hospitals. As a result, “disability

liaisons” have been successfully embedded in Woodhull primary care to observe

clinic workflow and offer recommendations.

Lastly, Dr. Eisenstein presented an update on the management of sickle cell

disease (SCD). Goals of the project include:

• Optimize quality of care for adult patients with SCD

• Leverage system-wide data to inform and standardize best-practices

across H+H

• Create non-ED pathways for pain management

These goals can be achieved by leveraging an existing successful model with

the System, at Queens Hospital. Queens had hired a dedicated NP to streamline

SCD care. As a result, from 2013 to 2018, there was a reduction in

hospitalizations, 30-day readmissions, and length of stay for patients with

SCD. He concluded his presentation by sharing a preview of some of the

internal analysis to situate the Queen's model within the larger system.

Facilities with devoted sickle cell centers appear to do a better job at

keeping patients out of the hospital, which is a System priority, but also

reflects a better patient experience.

Dr. Eisenstein’s presentation was followed by questions from the Board which

he addressed. Dr. Eisenstein noted that when patients with SCD arrive at a

facility without an adult SCD center, staff end up having to provide the

patients with an external referral. He also indicated that education regarding

SCD patients will be a byproduct of having a care plan for each SCD patient

that appears in their chart, regardless of which facility the patient visits.

He also clarified that similar to NYC Health + Hospitals, there are other

systems that also removed the race variable from the eGFR algorithm.

VENDOR DIVERSITY PROGRAM UPDATE

Keith Tallbe, Chief Procurement Counsel, presented an update on the System’s

vendor diversity program (MWBE). Mr. Tallbe initiated the presentation by

providing a background about the H+H MWBE program which dates back to 1998. He

indicates that him and his team works to ensure that the System spends a fair

share of money with diverse and women-owned businesses. In 2015, the program

expanded its scope and aligned more with the city’s program and also started

to track and report on a broad variety of certifications, not just minority or

women owned businesses. In 2017, new tools were added to help increase MWBE

utilization, such as MWBE as a quantitative scoring factor in the evaluation

of solicitations and MWBE only solicitations.

Mr. Tallbe indicated that standard processes and controls are in place to

ensure that every procurement has consideration of MWBE. Since 2018, all

contracts are reviewed for MWBE compliance and all RFPs have MWBE goals. Since

2019, all RFPs have MWBE quantitative scoring. Since 2021, all RFPs have

review for MWBE goal setting and strategy and all service contracts over $1

million are reviewed by the Contract Review Committee for MWBE compliance.

Additionally, NYC Health + Hospitals’ historical vendor diversity program

utilization increased from 5% in 2018 to 35% in 2023 ($734 million). This is

followed by a breakdown of MWBE spend from FY’21 – FY’23. In short, the

utilization rate increases from 28% to 32% to 35%, and the number of total

vendors increases from 284 to 363 to 413 during this time period.

Mr. Tallbe provided the breakdown of certifications in FY’23. In FY 2023, 37%

of spend was with NYC/NYS dual certified vendors, 53% with NYC certified

vendors, 6% with NYS certified vendors, and 4% with other certifying bodies.

The FY’23 ethnic/gender breakdown of spend proves to be diverse. Asians seem

to be over represented at NYC Health + Hospitals, due largely to the amount of

EITS spend the System has and the number of Asian diverse businesses in the

certification directory in this field. However, the System is doing very well

with black, Hispanic and Asian owned businesses, as well as women owned

businesses.

Facilities and EITS are Supply Chain’s biggest internal business partners. In

FY’23, OFD spent $116 million with diverse vendors, achieving an estimated 35%

overall utilization rate. In FY23, EITS spent $205 million with diverse

vendors, achieving an estimated 65% overall utilization rate.

Mr. Tallbe highlighted major accomplishments.

Mr. Tallbe went on to share that communication and outreach is an important

part of the program as it allows the System to target specific communities and

specific areas of need within the organization and work on capacity

development.

The System has:

Launched Vendor Diversity Website which informs MWBEs how to do business with

us, allows vendors to directly communicate with Vendor Diversity team,

provides best practices to MWBEs, and informs public and non-diverse vendors

about our program and its success

• Engaged with more than 200 MWBEs at diversity expos and events,

including the NYC annual procurement fair

• Joined NMSDC and WBENC, the two largest, private diverse certifying

bodies, which will allow us to reach more MWBEs, attend events, and

share best practices

• Joined Premier’s supplier diversity council.

Lastly, Mr. Tallbe summarized the program objectives which include maintaining

30% system-wide utilization, increasing the number of diverse vendors doing

business with us, reducing the disparity within the disparity, and developing

our capacity building program.

The Board inquired about what may prevent a business from applying to

an RFP. Mr. Tallbe indicated that there could be several factors,

including that it is a very formal process with specific rules

regarding format of the proposal or that they don’t maintain the right

form of communications, or that they’re unaware of where to look and

how to use various City systems such as PASSPort or Checkbook NYC. Mr.

Tallbe and team educate businesses on all the processes and provide

tips at their outreach events.

EQUAL EMPLOYMENT OPPORTUNITY (EEO) REPORT

On behalf of Blanche Greenfield, Chief Employment Counsel, and Nicole

Phillips, Director of EEO, Stephanie Siaw, Associate Counsel (Legal

Affairs) presented an EEO report out.

Ms. Siaw explained that the System's Office of EEO is responsible for

maintaining and implementing the System’s EEO policy which covers

reasonable accommodations and internal complaints alleging

discrimination. She provided an overview of Reasonable Accommodations

requested over the course of calendar years 2020-2022, which saw a

spike in 2022, with a large number of requests for telecommuting

(working remotely). Majority of the 2022 reasonable accommodations

(RAs) were requested by Nurses (325), Patient Care Associates (237),

and Clericals (222). Requests are often driven by the nature of the job

and how physical it is, since often the RAs are tied to medical

conditions limiting staff in their ability to fully do their duties.

Ms. Siaw continued on to highlight that the number of internal

complaints from CY 2020-2022 saw a slight increase in 2022, which could

be a result of employees being back on site fully at the facilities

(and less staff working remotely), and therefore leading to increased

interactions. In 2022, a large portion of the internal complaints were

related to sexual harassment, race, and retaliation.

Employees also have the option of filing external complaints with any

of the external civil rights agencies, such as the NYC Commission on

Human Rights, the NYS Division of Human Rights, or the Equal Employment

Opportunity Commission (EEOC). The data revealed that the number of

external complaints from 2020-2022 also saw an increase, with majority

of them being associated with retaliation, disability, religion, and

race.

Ms. Siaw provided an update on the status of internal complaints that

are related to sexual harassment. The data reveals that most of the

complaints have no probable cause. Looking at System-wide sexual

harassment training data, training completions increased significantly

in 2022 and 2023, with almost full compliance. The increase in employee

education which brings about awareness, may have led to the increase in

the number of both internal and external complaints relating to sexual

harassment.

Dr. Marthone asked if there was any old business or new business, and

hearing none, the meeting concluded and was adjourned at 4:44 p.m.

Finance Committee Meeting – March 11, 2024

As Reported By: Freda Wang

Committee Members Present: Mitchell Katz, MD, Freda Wang, José Pagán, Sally

Hernandez-Piñero (virtual)

NYC Health + Hospitals Employees in Attendance:

Michline Farag, Salema Tyler, Marji Karlin, John Ulberg, James Cassidy,

Clifford Chen, Mariel McLeod, Ted Long, MD, Chris Keeley, Chris Longo, Andy

Cohen, David Cheung, Chris Miller, Madai Sauceda Aragon, Nneka Nwaokorie,

Giselle Jett, Pascal Florentino, Colicia Hercules

CALL TO ORDER

Ms. Wang called the meeting of the New York City Health + Hospitals Board of

Directors Finance Committee Meeting to order at 11:04 a.m.

Ms. Wang noted for the record that Sally Hernandez-Piñero is in a

listening capacity virtually.

Ms. Wang called for a motion to approve the January 8, 2024 minutes of the

Finance Committee meeting.

Upon motion made and duly seconded the minutes of the Finance Committee

meeting held on January 8, 2024 were adopted.

Overview of HERRC Financial Update

Dr. Ted Long commenced the presentation with an overview of the HERRC program

and a financial update. H+H currently oversees 15 H+H HERRC sites serving

approximately 24,000 daily guests. At the 24/7 Arrival Center, over 115,000

asylum seekers have been served to date. H+H committed $465M of HERRC expenses

on behalf of the City in Q2 of FY-24. In January, H+H participated in a

Citywide asylum seeker PEG, which achieved $1.7B Citywide across FY-24 and FY-

25. These savings were derived from operational efficiencies at HERRCs,

reduced service costs, transfers of costlier shelters to non-profit operators,

and revisions to the asylum seeker census forecast. In the City’s January

Plan, H+H budget for the HERRC program is $1.7B in FY-24 and $1.8B in FY-25.

OMB has provided H+H with revenue through the HERRC MOU with the Mayor’s

Office and remains committed to continue covering all HERRC expenses moving

forward in FY-24 and FY-25.

Ms. Wang polled the Committee for questions.

Mr. Pagán commended the team for all their hard work. He added, that seeing

the operation over the last few months and a couple of years, it is just very

impressive.

Dr. Long thanked Mr. Pagán and added, that it makes him proud to be on H+H’s

mission to provide care in a variety of ways now to all those in need coming

to our city.

Ms. Wang clarified that H+H’s HERRC January Plan funding summary presented for

the FY-24 $1.7B and FY-25 $1.8B, represent H+H’s portion of the budget for the

HERRCs, the team agreed.

ACTION ITEM: HERRC Site Administrative Staffing Services

Mr. Chris Keeley – Senior Assistant Vice President – Office of Ambulatory

Care, read the resolution into the record and proceeded with the presented:

Authorizing New York City Health and Hospitals Corporation (the

“System”) to execute contracts with Rapid Reliable Testing NY LLC dba

DocGo Inc., Medrite LLC dba Medrite Urgent Care, Cherokee Nation

Management and Consulting, LLC, and Essey Group LLC dba The TempPosition

Group of Companies for HERRC site administration staffing services at a

not to exceed amount of $192,000,000 for a contract term of one year and

two six-month renewal options exercisable at the discretion of the

System.

Mr. Chris Keeley began by providing the background and current state of NYC

H+H’s existing and newly contracted site administration staffing services for

all HERRC sites operated by NYC H+H. Site administrative staffing currently

provides 24/7 robust operational services across all HERRC sites and the

Arrival Center. Some of the specific tasks include badge in and badge out

management, line management, mailroom operations, bed assignments, managing

lost and found, and short-term initiative supports such as federal work

authorization clinics. The vendors hire and manage staff, ultimately reporting

to the H+H manager on site, same as other vendors that report to H+H, such as

laundry, food, and security.

The System currently holds contracts with two of the proposed HERRC vendors;

DocGo and Medrite. The vendors’ historical spend at NYC H+H was presented.

HERRC has split site administrative staffing and clinical staffing into two

contracts to identify additional vendors and improve each vertical’s future

state scopes of service. An RFP was done to competitively bid for these

services and identify additional vendors that may be well-suited to this work.

NYC H+H expenses will be covered by HERRC MOU with the Mayor’s Office.

The NTE Cost Analysis, the MWBE analysis for each proposed vendor was

presented, the performance evaluation for Rapid Reliable Testing dba DocGo and

Medrite was also presented.

Mr. Keeley continued by presenting the vendor background and assignment for

the two new vendors. Cherokee Nation Management and Consulting, LLC is a

federally licensed Minority Business Enterprise with experience completing

over 115 emergency preparedness and response projects. Experienced providing

direct site administrative staffing for asylum seekers in the short-term,

rapid construction transient settings. Cherokee have active recruitment

pipelines across a variety of specialties and the agility to rapidly scale up

or down in response to changing needs.

Essey Group LLC dba The TempPosition Group of Companies is highly experienced

with HERRC work through their contract with NYC DHS, where they provide site

administrative staffing for a cumulative 53 DHC HERRC sites. Essey Group LLC

has working experience with NYC H+H’s Arrival Center model and workflows

including cot/room assignments and centralized intake.

Work will be assigned based on operational need, vendor capacity, and

financial competitiveness. The contract terms allow contracts to be sunset at

any time with less than 90-day notice, and work can be reassigned from a

vendor with 30-day notice. No work is guaranteed under this contract. Lastly,

when vendors are introduced to a site, the on-site H+H manager is responsible

for operational integration and program leadership ensures strategic

alignment. NYC site administrative staffing expenses will be covered by HERRC

MOU with the Mayor’s Office.

Ms. Wang polled the committee for questions.

Ms. Wang commented on the cost analysis. It was mentioned that we are seeing

cost savings measures, or no net increases, which is a testament to our

ability during the emergency to secure services competitively.

Mr. Keeley agreed and added that the previously emergency contracts were built

off previously competitively bid contracts. When doing the emergency

contracts, the team looks to and leans on prior competitively bid contracts,

not that it was precisely the same work, but it was comparable types of

administrative services. We were able to look at those and bring competitive

bid pricing into those emergency contracts; that is why we are not seeing a

big spike or drop in these, that those original ones had relatively

competitive pricing.

Ms. Wang added, that getting a new diversified vendor that can help and be

more specialized in the specific work breaking these contracts apart, it’s

terrific. But also goes to show that what we were doing before was also very

well managed, which we appreciate. Another point to highlight, which came up a

couple of times in your presentation, is having the H+H managers on site and

then being able to manage the different needs at different sites and having

the variety of contractors and having the flexibility to move them around and

change them, that is all very well thought out.

Mr. Keeley added that also leads to one of the cost saving measures that Dr.

Long was talking about, by having those managers on site we can help to drive

changes in headcount, changes in footprint, efficiencies on how the sites are

managed, and that’s where we have been able to gain a lot of the measures

where we have our folks on site 24/7 so we can identify sort of when there is

downtime and how to better gain efficiencies in reducing headcount at certain

sites.

Dr. Long added that another example of that too is with food services. With

had previously discussed this in great length, but a cost zero strategy of

doing surveys to see what types of meals people would want and be able to

bring meals that not only people would enjoy, but actually eat, we have

reached a 98% food consumption rate. Almost every piece of food that is given

out is nutritional and enjoyed eating by all of our guests.

Ms. Wang added that this is terrific and thanked the team.

Following the discussion and upon motion made and duly seconded, the Committee

unanimously approved the resolution for consideration by the Board.

ACTION ITEM: Clinical Staffing Services

Mr. Chris Keeley – Senior Assistant Vice President – Office of Ambulatory

Care, read the resolution into the record and proceeded with the presented:

Authorizing New York City Health and Hospitals Corporation (the

“System”) to execute contracts with Medrite LLC dba Medrite Urgent Care,

Rapid Reliable Testing NY LLC dba DocGo Inc., Acuity International, LLC

(legacy: Comprehensive Health Services, LLC), and RCM Technologies (USA)

Inc. dba RCM Health Care Services for HERRC clinical staffing services

at a not to exceed amount of $211,300,000 for a contract term of one

year and two six-month renewal options exercisable at the discretion of

the System.

Dr. Ted Long began by providing the clinical services scope for HERRC clinical

staffing services. H+H currently operates 15 HERRCs as well as the City’s

Arrival Center. All clients coming into the Arrival Center receive medical

triage and assessments for short and long-term physical and behavioral health

needs. Medical teams at the Arrival Center utilize a trauma-focused approach

for both physical and behavioral health, provide vaccinations, and set up

referrals for clients to the hospital system, when needed. At HERRC sites, H+H

provides on-site social workers and medical resources as needed, particularly

regarding infectious disease.

Mr. Keeley continued by providing the background and current state of NYC

H+H’s existing and newly contracted HERRC clinical staffing services. The

breadth of scope includes seeking vendors to continue providing these clinical

services at the Arrival Center and on an ad hoc basis at HERRC facilities. The

System currently holds contracts with two of the proposed HERRC vendors; DocGo

and Medrite. The vendors historical spend at NYC H+H was presented. There are

no ancillary costs for this contract. An RFP was done to competitively bid for

these services and identify additional vendors that may be well-suited to this

work. NYC H+H expenses will be covered by HERRC MOU with the Mayor’s Office.

The performance evaluation for Medrite, Rapid Reliable Testing dba DocGo,

Acuity International, LLC (legacy: Comprehensive Health Services, LLC) were

presented.

The NTE Cost Analysis and the MWBE analysis for each proposed vendor were

presented.

Mr. Keeley continued by presenting the vendor background and assignment for

the two new vendors. Acuity International, LLC (legacy: Comprehensive Health

Services, LLC) has 47 years of experience providing clinical staffing

services, including significant experience working with the population and in

shelter and transient settings. As was highlighted with their work during the

early days of COVID, Acuity can scale at significant rates to meet any

reasonable clinical demands.

RCM Technologies (USA) Inc. dba RCM Health Care Services has 45 years of

experience providing on-site clinical staffing, including experience providing

clinical staffing for NYC H+H. The vendor has experienced with City

government, where they provide behavioral health clinical staff to the NYC

Department of Education and NYC Administration for Children’s Services.

As with other HERRC contracts, these vendors’ work will be assigned based on

operational need, vendor capacity, and financial competitiveness. The contract

terms allow contracts to be sunset at any time with less than 90-day notice,

and work can be reassigned from a vendor with 30-day notice. No work is

guaranteed under this contract. Lastly, when new vendors are introduced to a

site, the on-site H+H manager is responsible for operational integration and

program leadership ensures strategic alignment. NYC site administrative

staffing expenses will be covered by HERRC MOU with the Mayor’s Office.

Ms. Wang polled the committee for questions.

Ms. Wang inquired regarding the historical spend section for the existing

vendors, it was stated that we committed a certain amount to the existing

contract, and to clarify and just to make sure that what is not used under

that commitment ends with the new contract starting. The team agreed.

Ms. Wang thanked the team.

Following the discussion and upon motion made and duly seconded, the Committee

unanimously approved the resolution for consideration by the Board.

ACTION ITEM: Medical Malpractice Claims Management Services

Mr. David C. Y. Cheung – Deputy Counsel – Office of Legal Affairs, read the

resolution into the record and proceeded with the presented:

Authorizing New York City Health and Hospitals Corporation (the

“System”) to execute an agreement with Gallagher Bassett Services, Inc.

for the provision of Medical Malpractice Claims Management Services on

behalf of the System for an initial period of three-years with two one-

year renewal options, exercisable at the discretion of the System. The

not-to-exceed amount for the anticipated five-year term is $35,850,000.

Mr. Cheung began by providing the background and current state of the Medical

Malpractice Claims Management Services at NYC H+H. The Office of Legal

Affairs, Claims and Litigation Unit, manages all the medical malpractice

claims against the System. Between 1500-1600 matters at any given time are

handled in-house and by outside counsel. Claims Management Services by a

Third-Party Administrator (TPA) are needed to manage the volume of claims and

Medical Malpractice costs. The largest components of Medical Malpractice costs

include settlements and payouts, and outside counsel legal fees. H+H receives

funding from the City for costs related to Medical Malpractice defense as part

of a longstanding agreement. TPA contributes to management of outside counsel

and settlement costs. The Cost of Outside Counsel and Settlement Payouts as

well as the TPA annual costs for FY-15 through FY-23 were presented.

Mr. Cheung continued by providing an overview of the scope of services. H+H

has been using the same TPA since 2002. The annual contract cost is $6.14M

with a contract expiration date of August 30, 2024. In April 2023, a Request

For Information (RFI) was published in the City Register to determine whether

other vendors had capacity to provide requested services. Five TPA vendors

submitted responses and based on those responses H+H proceeded with an RFP.

The scope of services from the RFP included early investigation, outside

counsel supervision, tracking, monitoring, and reporting, electronic database

management, regulatory compliance and reporting and maintaining indemnity and

expense reserves.

An overview of the new vendor background and assignment was presented. The RFP

selection committee chose Gallager Bassett out of a pool of 4 vendors that

submitted proposals. The annual cost is projected to increase by roughly 15%

from the current rate, which remained flat for the last 10 years, at

approximately $7M per year. Several significant advantages of the new vendor

were presented. Gallagher Bassett will be staffed with experienced medical

malpractice lawyers. The vendor will have a dedicated IT/Technology team to

migrate legacy data to the new System. In addition, the vendor will integrate

a modern data system which will allow for data analysis and more insights to

emerge from our claims data. Lastly, vendor reference checks were completed,

and the vendor performed exceptionally well with other Systems.

The vendor diversity team analyzed the availability of MWBEs to perform the

scopes of work identified for subcontracting and their capacity to perform at

the scale of such scopes of work. The services under this contract will be

self-performed by the winning vendors. The only identified subcontracting

potential is related to the captive insurance program, which amounts to a very

small portion of the overall contract value, approximately 5%. The winning

vendor and H+H diversity team were unable to identify any MWBE vendors to

provide these services. Accordingly, without any MWBEs available to perform

any of the subcontracted work, no goal was set on this solicitation.

Ms. Wang polled the committee for questions.

Mr. Pagán asked if Gallagher Bassett is the current vendor. Mr. Cheung

responded that Gallagher is the new vendor.

Mr. Pagán continued, for the current vendor in place since the number of

settlement payouts has gone down a lot. When giving out these contracts, do we

have a sense of what that would look like with a new vendor.

Mr. Cheung responded that we are hoping to continue the path towards reducing

our medical malpractice payouts. The team that is being proposed would lead

with providing enhanced services, because it will be a team of medical

malpractice defense attorneys who have worked in law firms which is kind of

unique to the other vendors including our incumbent. We are hoping to continue

that path.

Ms. Cohen added, to clarify and address the question, they are not actually

doing the medical malpractice legal work, they are doing a few upfront

investigative services, for instance if an event happens that we hear about

and they are helping rebill, they review and do some of the administrative

kinds of services and they monitor what is happening with the clients. They

are all carefully monitored by David’s team and underneath the legal work is

done by some people on David’s team, or outside law firms, they are not the

lawyers representing us in this.

Mr. Cheung responded, the in-house legal team determines what the most optimal

resolutions would be, and the claims management team is more of the day to

day, whether there is a past work done or completed on-time and whether they

were done within what would be a reasonable budget for those tasks.

Ms. Wang added that this TPA may enhance the ability of the redline (annual

settlement costs) to keep getting better.

Ms. Cohen agreed and added that there are many factors, but probably they will

as they have the body of work even better than what we’ve had.

Ms. Wang added, it is providing the data that we couldn’t have before and then

they are attorneys. Ms. Cohen agreed and added that they are attorneys doing

the monitoring with the higher level of stuff.

Ms. Wang polled the Committee for questions. There being no further questions,

Ms. Wang thanked the team.

Following the discussion and upon motion made and duly seconded, the Committee

unanimously approved the resolution for consideration by the Board.

FINANCIAL UPDATE

Mr. Ulberg opened the presentation with the FY-24 Quarter 2 Highlights. He

conveyed that January closed with $468M (17 days cash-on-hand). The budget

overperformed by 1% and closed Q2 with a positive Net Budget Variance of

$63.9M.

Mr. Ulberg continued that direct patient care receipts came in $171M higher

than the same period in FY-23 due to continued increases in IP and OP services

in FY-24, and overall improved cash performance. IP Patient care volume in FY-

24 has surpassed pre-COVID levels (1.3%) and OP visits are 9.8% ahead of FY-20

pre-COVID levels. Revenue base remains strong and resilient primarily driven

by returning volume and higher average collectability rate over the base.

Overall, our strategic Financial Initiatives are ongoing. YTD Q2 performance

generated $573M against an annual target of $1.08B. Financial updates through

this period are still in progress within areas of Revenue Cycle, Growth and

System Efficiencies. Several areas of strong Q2 performance were noted.

Mr. Ulberg presented the cash projections for FY-24. The System is estimated

to close February with approximately $450 million (16 days cash-on-hand) and

expects to close March with approximately $600 million (21 days cash-on-hand).

We continue to work closely with the City on our remaining liabilities due to

them, as we continue to closely monitor our cash position.

Mr. Ulberg continued presenting the external risks. Several areas of focus are

Staffing Glidepath, temp services and sessional costs which continue to

present a financial challenge. Full-time RN hiring is well ahead of target by

405 RNs, beating the glidepath, and temps will go down to target as soon as

orientation is complete which ranges from 3 to 6 months, and potentially

beating the 18-months glidepath target. A sessional and locum expense reducing

glide path has been implemented and is assumed to start in FY-24 Q3, reaching

target by the end of FY-25.

Dr. Katz commended Natalia for the great job in terms of hiring and making

sure we do not have a temp nurse once we do not need them.

H+H is diligently working to address inflationary pressures which continue to

present a strain on and risk to our cost reduction plans as we experience

pharmacy and medical/surgical supplies inflationary challenges, pricing

increases, higher volume and meeting higher acuity patient needs.

City and State budget challenges remain, and H+H has released its January

Plan. H+H is working with OMB on the upcoming Executive Plan and has been

informed there will be no PEGs in this plan. H+H has been reviewing the

Governor’s Executive Budget and 30-day amendments and preparing for the

Legislature’s one-house budgets.

Medicaid Recertification is currently meeting our budgeted recertification

targets and continues to optimize our overall strategies to ensure that we

stay on track.

Lastly, Change Healthcare (CHC) Cyberattack presents a new financial challenge

to H+H. The incident has national impacts, primarily on health care provider

ORGS, retail pharmacies, and payors, which use CHC technologies/services. The

expected duration based on similar prior events is weeks to over a month. H+H

will await guidance, likely to come from the FBI, on when it is safe to resume

connections to CHC.

An overview of H+H’s CHC Migration Efforts Underway was presented by Ms.

Karlin. In terms of Cash Flow management, H+H is closely working with our

City, State, and federal partners to expedite approved funding to H+H and

prioritize review and approval of pending initiatives and current year

reimbursements. H+H is seeking Federal and State directives to direct

insurance plans to provide advances to preserve cash flow, waive prior

authorization requirements, waive timely filing requirements, and extend time

frames for appeal. Revenue Cycle is accelerating implementation of previously

approved Experian clearinghouse for eligibility and claims. Implementing

alternative vendor for printing and mailing patient statements. Moved up the

planned implementation of paperless billing for those MyChart accounts and

addressing the increase in eligibility and self-pay work queues in priority

order. Retail Pharmacy impacts roughly 10% of prescriptions; limiting

dispensation to 14-day supply, and currently tracking all medication dispensed

at risk, to rebill when systems are back online.

Ms. Wang asked if we will not continue with CHC moving forward as we

transition to Experian?

Ms. Karlin responded that we are still a little unclear as CHC still has a lot

of our remit files. Also, those that have come in since the outage on February

, we do need to get those from CHC, so we will need to reassess this

connection with them. Enrolling with payers for remittances is a little bit

more complicated and we will likely turn CHC back on for all our remittance

files until we are sure that we can comfortably and completely change over to

Experian for that.

As of Thursday/Friday of last week, United was indicating that CHC will be

back live for claims and for remits starting to test this Friday and claims

next week or vice versa, and we have a decision to make, and we are getting

together with the IT team to decide what we want to do about that and how to

approach that. We can turn back to CHC if IT and security is fully comfortable

with that and move back to plan A which was take our time with our Experian

implementation or we have started the work with Experian to continue.

Ms. Wang asked that for the gap between February 21

until April 15

, we will

have to still reconcile that part with CHC or can Experian step in.

Ms. Karlin responded that for claims we can just change it to Experian even if

CHC had it in the queue. We do not know if they are going to be able to

reconcile what they did or did not send for the period the outage started. We

expect that they are not going to be able to fully reconcile. Similarly with

our statements to patients which also run through CHC. We have been in

communication with them and there is a little window that they may never be

able to know for a small segment. However, any data we are unsure about we

will resend. NYS published a directive which is called the circular letter,

the Department of Financial Services, for those providers impacted or

interrupted due to CHC which we are certainly one of the most impacted, and we

had to certify our insurance, we had already sent letters to them. Now we are

filing a certification that they are to waive things like eligibility

requirements, prior authorization, notice of admission, timing filing

requirements and tolling requirements on appeals so that buys us some time.

The cash flow mitigation the team has been working on is about us, the time to

do this thoughtfully.

Ms. Wang added that we have about 12 weeks to start billing.

Ms. Karlin added we are not planning to wait this long before taking the next

steps to start billing, we spoke with other vendors to try to expedite work

who may be able to do this faster other than Experian as it was not our choice

to go to a third vendor, but this is our best plan to get us live and running

in the most comprehensive way.

Ms. Wang inquired regarding CMS potentially advancing any funds.

Mr. Ulberg responded that CMS and DFS, CMS laid out their framework of their

expectations signaling to the insured, this would be the preferred behavior,

and DFS took that guidance and now has operationalize it, which we received on

Friday where there is an attestation process that we would have to go through

all the different waivers. Timely filing again.

Ms. Wang added we are moving to a new vendor which is great and how can we

protect against these things. We are certainly not alone in this.

Mr. Ulberg added that the capitation relation with Healthfirst and MetroPlus

has helped us a lot.

Ms. Wang asked if Healthfirst is direct or just MetroPlus.

Ms. Karlin added MetroPlus is a direct relation.

Ms. Wang thanked the team for the update.

Ms. Tyler presented the financial performance highlights for FY-24 thru

December Net Budget Variance. She noted that December ended with a net budget

variance of $63.9M (1%). Receipts exceeded budget by $263M primarily driven by

Patient Care Risk Revenue. Risk is higher due to improved PMPM and other PY

reconciliations. Disbursement exceeded budget by $199M, which includes

expenses associated with Temp coverage, affiliation, and PS/Overtime costs.

Ms. Tyler continued providing FY-24 thru December performance drivers updates.

Cash receipts are 6% ahead of budget. Much of the overage can be attributed to

Risk revenue exceeding target due to higher than anticipated PMPM and PY

reconciliations. FY-24 thru December, cash disbursements are over budget by 4%

primarily resulting from Temp spending and Agency costs exceeding target.

The revenue performance for FY-24 thru December was presented by Ms. Tyler.

FY-24 direct patient care revenue (IP and OP) is $170.9M higher than FY-23

actuals. Patient revenue increases year-over-year can be attributed to Health

Care Worker (HCW) Bonus, approved State Medicaid increases, Federal approved

Billing UPL, overall increased volume and cash performance on revenue

improvement initiatives.

Ms. Wang inquired on the Health Care Worker bonus.

Ms. Tyler responded that is a Medicaid bonus that came in to pay health care

workers and there was an expense on one side and revenue on the other side,

but we did not receive it last year. Mr. Ulberg added that it is a State

initiative post-COVID.

INFORMATIONAL ITEM: OVERVIEW OF JANUARY 25 FINANCIAL PLAN

Mr. Cassidy provided an overview of the five-year financial plan, which is

done in conjunction with the City of New York and counts as the basis of H+H’s

submission to the Public Authority Accountability Board. The plan projects the

System have a positive operating margin of $69M in FY-24 due in large part to

anticipated Outpatient UPL Conversion revenue, favorable SFY23-24 State Budget

changes, and Risk Pool performance.

The System projects a negative operating margin in FY-25 and FY-26 of $51M and

$49M, respectively, driven by reduced COVID FEMA revenue assumptions and NYSNA

Collective Bargaining Costs. Over each of the three years, the System

anticipates stable and relatively consistent ending cash balances between

$715M and $815M, approximately 25-30 days cash-on-hand. The plan includes

strategic initiatives totaling $2.2B in FY-24, growing to $2.3B by FY-28 in

order to partially offset the negative impact of DSH cuts, slated to begin

during FFY-2024. Growth in Strategic Initiatives is expected to protect the

System in the event that the cuts are not further delayed. Finally, this plan

includes expenses and partially offsetting funding from the City associated

with the NYSNA Collective Bargaining agreement. H+H will continue to advocate

for additional City support to fund the bulk of the agreement.

Ms. Wang polled the Committee for questions. There being no further questions,

Ms. Wang thanked the team.

ADJOURNMENT

There being no further business before this committee, the meeting adjourned

at 12:02 PM.

Capital Committee Meeting – March 11, 2024

As reported by: José Pagán

Committee Members Present: Mitchell Katz, MD, José Pagán, Karen St. Hilaire,

Freda Wang

Mr. José Pagán called the meeting to order at 10:10 a.m. and stated for the

record that Karen St. Hilaire would be representing Molly Wasow Park in a

voting capacity.

Sally Hernandez-Piñero – virtually in a listening capacity only.

Mr. Pagán called for a motion to approve the January 19, 2024 minutes of the

Capital Committee meeting.

Upon motion made and duly seconded the minutes of the Capital Committee

meeting held on January 19, 2024, were unanimously approved.

VICE PRESIDENT REPORT

Manuel Saez provided the Vice President’s for the Office of Facilities

Development report.

Mr. Saez noted that it has been a very busy beginning of 2024 in the Office of

Facilities Development.

There has been substantial work on critical infrastructure projects, including

the installation of temporary boilers at Harlem, refurbishment of the Lincoln

chillers, achieving the 50% project completion milestone of our Bellevue Co-

Generation construction, kicking off McKinney’s Comprehensive Energy

Efficiency Project, and the new Coler generator becoming operational. These

projects are supporting our ongoing efforts to modernize our aging

infrastructure systems to ensure we can continue providing healthcare services

in a modern and safe environment.

Our Design Build Program is progressing well with the three Brooklyn Borough

President funded Women's Health initiatives in active solicitation. We are

actively exploring utilizing the Design Build delivery method on future

projects to bring additional efficiencies to our Capital Program.

Other updates included that a Federal emergency declared for the Storm Ophelia

in September, which allows us to request grant funding to support mitigation

and repair from damages at Woodhull. The Behavioral Health certified beds all

came online by the end of 2023, with our teams working to ensure that we met

the State deadline.

We have completed the renovation of the Harlem Labor & Delivery (L&D) project.

Final punch list items and clean up occurred this past weekend. The renovation

has transformed the L&D into a modern suite. The project included independent

humidity and temperature control of each OR suite, new flooring, sinks, mill

work, lighting, flooring and painting.

We have a very full agenda this month with 6 items: A lease agreement for

additional clinic space for South Brooklyn Health, three projects at Jacobi

Hospital – one OR renovation and two infrastructure projects, a parking garage

renovation at Lincoln, and a generator replacement at Woodhull.

That concluded Mr. Saez’s report.

Dr. Katz commended the staff Ms. Saez, Mr. Indar and Mr. Gonzalez on the

successful completion of multiple projects.

Leora Jontef read the first resolution into the record:

Authorizing New York City Health and Hospitals Corporation (the “System”)

to sign a 10-year lease with Coney Island Associates Retail 2 LLC

(“Developer”) for approximately 6,250 sq. ft. on the 1st floor of a to-be-

constructed building at 2932 West 16th Street in Coney Island (the

“Premises”) to house the Behavioral Health and Chemical Dependency practice

(the “Practice”) of the Ida G. Israel Community Health Clinic (the

“Clinic”) operated by NYC Health + Hospitals/South Brooklyn Health (the

“Facility”) now operating on an adjacent lot for a yearly rent of $25/sq.

ft. to be escalated by 10% after 5 years plus the provision of 10 parking

spaces charged at $150/month for each parking space; provided that

Developer will build out the Premises to the System’s specifications within

a budget of $2.5M, with the System paying Developer $2M of this expense ;

and provided further that the System shall hold two 5-year options to renew

the lease with the rent during the first renewal term to be at the higher

of 95% of fair market value or 10% over the prior rent and with the rent

for the second renewal term to be at a 10% increase over the prior rent

with the rent over the entire potential 20-year term totaling approximately

$3,985,781.

Ms. Jontef was joined by Svetlana Lipyanskaya, Chief Executive Officer, NYC

Health + Hospitals/South Brooklyn Health who presented the background

information on the Ida G. Israel Community Health Center, phase 2 of the

construction and the change to keep the chemical dependency practice in the

community instead of moving the practice to the main campus. Ms. Jontef

described the lease terms.

• Ms. Wang asked if the $2 million build out cost was in addition to the

$3.9 million occupancy fee. Ms. Jontef said yes.

• Ms. Wang asked if the requested approval was for both. Jeremy Berman,

Deputy Counsel, said yes, approval is for the lease which includes both

the occupancy fee and build out. Ms. Lipyanskaya added that the space

was fully designed and ready for construction to begin. She added that

location was excellent because it was directly across the street from

the existing clinic so there would be no disruption for patients.

After discussion - upon motion duly made and seconded the resolution was

approved for consideration by the Board of Directors.

Mr. Saez read the resolution into the record:

Authorizing the New York City Health and Hospitals Corporation (“NYC Health

+ Hospitals”) to execute a contract with Holt Construction Corp. (the

“Contractor”), to undertake a gut renovation at NYC Health +

Hospitals/Jacobi Medical Center’s (“Jacobi”) 11E operating rooms, along

with dedicated support areas to maximize efficient use of Jacobi and to

modernize and meet the needs of an expanding community, for a contract

amount of $8,128,692 with a 15% project contingency of $1,219,304 to bring

the total cost not to exceed $9,347,996.

Oscar Gonzalez, Senior Assistant Vice President was joined by Ellen Barliss,

Chief Financial Officer, NYC H+H/Jacobi, Erin Egan, Senior Director, and Hiba

Hadeed, Director of Design and Construction, Office of Facilities Development,

they narrated a presentation providing background information, overview of

project scope, solicitation process, contract terms, MWBE status, and project

budget.

• Ms. Wang said it sounded like a much-needed project. Dr. Katz agreed.

After discussion - upon motion duly made and seconded the resolution was

approved for consideration by the Board of Directors.

Mr. Saez read the resolution into the record:

Authorizing the New York City Health and Hospitals Corporation (“NYC Health

+ Hospitals”) to execute a contract with Crescent Contracting Corp. (the

“Contractor”), to undertake a project to install sprinklers and fire alarms

in the administrative offices of Building #4 of NYC Health +

Hospitals/Jacobi Medical Center for a contract amount of $8,251,375, with a

15% project contingency of $1,237,706, to bring the total cost not to

exceed $9,489,081.

Oscar Gonzalez, Senior Assistant Vice President was joined by Ellen Barliss,

Chief Financial Officer, NYC H+H/Jacobi, Erin Egan, Senior Director, and Hiba

Hadeed, Director of Design and Construction, Office of Facilities Development,

they narrated a presentation providing background information, overview of

project scope, solicitation process, contract terms, MWBE status, and project

budget.

• Ms. St. Hilaire asked if any of the bidders that chose not to respond

provided reasons for doing so. Mahendranath Indar, Assistant Vice

President, Office of Facilities Development, said yes, while the bid

was extended they indicated they felt that they needed additional

time to obtain subcontractor pricing.

• Ms. Wang asked if there was a rule as to number of bids required. Mr.

Gonzalez said no, as long as bids are publicly posted and everyone

gets a chance to participate.

After discussion - upon motion duly made and seconded the resolution was

approved for consideration by the Board of Directors.

Mr. Saez read the resolution for consideration:

Authorizing the New York City Health and Hospitals Corporation (“NYC Health

+ Hospitals”) to execute a contract with Ark Systems Electrical Corp. (the

“Contractor”), to undertake a fire alarm upgrade of Building #1 of NYC

Health + Hospitals/Jacobi Medical Center for a contract amount of

$10,800,000, with a 15% project contingency of $1,620,000, to bring the

total cost not to exceed $12,420,000.

Oscar Gonzalez, Senior Assistant Vice President was joined by Ellen Barliss,

Chief Financial Officer, NYC H+H/Jacobi, Erin Egan, Senior Director, and Hiba

Hadeed, Director of Design and Construction, Office of Facilities Development,

they narrated a presentation providing background information, overview of

project scope, solicitation process, contract terms, MWBE status, and project

budget.

Ms. Wang requested clarification that this project seems more complex that the

previous project in building 4. Jacobi staff indicated that that building 1 is

much larger than building 4 and this project is intended to touch every single

space of the building and included sprinklers and pressurization which adds to

the cost. The staff further clarify there is no concerns regarding the pending

allocation from OMB since the project is definitely capital eligible.

After discussion - upon motion duly made and seconded the resolution was

approved for consideration by the Board of Directors.

Mr. Saez read the resolution for consideration:

Authorizing the New York City Health and Hospitals Corporation (“NYC Health

+ Hospitals”) to execute a contract with Atlantic Specialty, Inc. (the

“Contractor”), to undertake a parking garage renovation project of the main

building of NYC Health + Hospitals/Lincoln Hospital for a contract amount

of $4,708,790, with a 20% project contingency of $941,758, to bring the

total cost not to exceed $5,650,548.

Oscar Gonzalez, Senior Assistant Vice President was joined by Chris Roker,

Chief Executive Officer, NYC H+H/Lincoln, they narrated a presentation

providing background information, overview of project scope, solicitation

process, contract terms, MWBE status, and project budget.

• Ms. Wang asked if there had been flooding. Mr. Roker said yes, there was

some water infiltration, and patching had been done but it required some

significant work. Mr. Gonzalez added that engineers had determined there

was no imminent danger but there is much work to be done, he also

clarified that the garage is above ground and exposed to the elements.

• Ms. Wang asked if the garage would remain open during the work. Mr.

Roker said yes. The garage is currently at full capacity with a loss of

about 15 slots per phased work, a full contingency plan is in place to

mitigate interruptions.

• Dr. Katz noted that MWBE commitments across the various contracts being

presented was very impressive.

After discussion - upon motion duly made and seconded the resolution was

approved for consideration by the Board of Directors.

There being no further business, the Committee Meeting was adjourned at 11:40

a.m.

SUBSIDIARY REPORT

SUMMARY OF MEETING

HHC ACO INC. BOARD OF DIRECTORS (VIRTUAL)

As Reported by: Dr. Mitchell Katz

Members Present: Matthew Siegler, Dr. Gary Kalkut, John Ulberg, Andrea Cohen,

Esq., Nicole Jordan-Martin, Dr. Jasmin Moshirpur, Dr. Daniel

Napolitano, Hyacinth Peart, Dr. Warren Seigel

The Board of Directors of HHC ACO Inc. (the “Board”), NYC Health + Hospitals’

subsidiary not-for-profit Accountable Care Organization (the “ACO”), convened

on March 04, 2024 at 2:06 p.m. Dr. Mitchell Katz, Chair of the Board called

the meeting to review the PY 2023 Shared Savings Forecast, discuss the

upcoming MSSP Agreement Renewal, and review the ACO’s clinical plan on

Reducing Avoidable Admissions.

Upon motion made and duly seconded the minutes of the December 12, 2023 Board

meeting was unanimously approved.

The Board considered the following resolution:

RESOLUTION 202403-1 – Nominating and electing each of the following

persons to serve in the respective office of the ACO set forth

opposite their names below, for a term of one year and until such

Officer’s successor has been elected or appointed and qualified,

unless such Officer shall have resigned or been removed in accordance

with the laws of the State of New York and the By-Laws of the ACO:

Name Office

Mitchell Katz, M.D. Chairman

Matthew Siegler Chief Executive Officer

Gary Kalkut, M.D. Vice President

Andrea Cohen, Esq. Secretary

John Ulberg Treasurer

The motion was duly seconded and unanimously approved by the Board.

The Board considered the following resolution:

RESOLUTION 202403-2 – Authorizing the Chief Executive Officer of HHC

ACO

Inc. (the “ACO”) to submit to the Centers for Medicare & Medicaid

Services

(“CMS”) a renewal application to participate in the Medicare Shared

Savings

Program (“MSSP”) under the ENHANCED Track risk arrangement and, if

approved by CMS, execute an agreement with CMS to renew and extend

the ACO’s participation from January 1, 2025 through December 31,

2029 and to furnish any required repayment mechanism in the form of a

letter of credit, a funded escrow account, a surety bond, or in any

other form permitted under the MSSP regulations, in a maximum stated

principal amount not to exceed $7,000,000;

AND

Authorizing the Chief Executive Officer of the ACO to execute and

deliver a

reimbursement agreement, letter of credit, and any and all other

agreements,

documents or instruments necessary or desirable in connection with

the issuance of the letter of credit or any other form of required

repayment mechanism that satisfies CMS requirements, including a

funded escrow account or a surety bond;

AND

Authorizing the Chief Executive Officer of the ACO to execute

agreements with current or future ACO Participants and Collaborators

to extend or initiate their participation or collaboration in the

MSSP during the term of January 1, 2025 through December 31, 2029.

The motion was duly seconded and unanimously approved by the Board.

Among other matters, the Board discussed the following:

• The ACO’s Proposed Board Meetings for 2024.

ADJOURNMENT

There being no old business, nor new business, the meeting was adjourned at

2:24 pm.

Mitchell H. Katz, MD

NYC HEALTH + HOSPITALS - PRESIDENT AND CHIEF EXECUTIVE OFFICER

REPORT TO THE BOARD OF DIRECTORS - March 28, 2024

NYC HEALTH + HOSPITALS FACILITIES RECOGNIZE

WOMEN’S HISTORY, NUTRITION, AND SOCIAL WORK MONTH

As stalwarts of their neighborhoods, our facilities take every opportunity to

recognize employees, patients, and the communities they serve through various

recognition events. This month, many facilities held Women’s History events

and panels, nutrition workshops, and cooking demonstrations, and recognized

social workers who play such an important role in our continuum of care.

As a part of Women’s History, two CEOs were recognized this month: Helen

Arteaga Landaverde, CEO of NYC Health + Hospitals/Elmhurst and Cristina

Contreras, CEO of NYC Health + Hospitals/Metropolitan. As part of Women’s

History Month, Contreras was recognized as a trailblazer in the Dominican

community by ABC7 news and Landaverde was recognized by NBC News as the first

woman and first Hispanic woman to lead Elmhurst Hospital.

MAYOR ADAMS COMPLETES LIFESTYLE MEDICINE PROGRAM EXPANSION WITH SEVENTH

PROGRAM AT NYC HEALTH + HOSPITALS/LINCOLN

Late this month, Mayor Adams and NYC Health + Hospitals announced the launch

of its nationally recognized Lifestyle Medicine Program at a new location at

NYC Health + Hospitals/Lincoln, marking the first time the program is

available in the South Bronx. The program is now active at seven sites across

the five boroughs, with six new locations previously launched: NYC Health +

Hospitals/Jacobi in the Bronx; NYC Health + Hospitals/Woodhull and NYC Health

+ Hospitals/Kings County in Brooklyn; NYC Health + Hospitals/Elmhurst in

Queens; and NYC Health + Hospitals/Gotham Health, Vanderbilt on Staten Island.

The pilot program — launched at NYC Health + Hospitals/Bellevue in 2019 with

the support of then-Brooklyn Borough President Eric Adams — has already served

hundreds of patients. Together, the program’s seven sites will serve

approximately 4,000 patients each year, providing them with the tools and

support to prevent and manage common chronic conditions, such as Type 2

diabetes and high blood pressure.

Prior to the Lincoln Hospital expansion, the program opened at NYC Health +

Hospitals/Gotham Health, Vanderbilt in Staten Island, the first time the

program is available in Staten Island. The Lifestyle Medicine Program’s team

supports patients in making evidence-based lifestyle changes, including

adopting a healthful plant-based diet, increased physical activity, improved

sleep habits, stress reduction, avoidance of substance use, and stronger

social connections. Adults living with prediabetes, type 2 diabetes, high

blood pressure, heart disease, or health concerns related to excess weight are

eligible to enroll. The NYC Health + Hospitals/Gotham Health, Vanderbilt

program can accommodate 32 new patients each month, and the care team includes

physicians, a nurse practitioner, a dietitian, a health coach, a program

coordinator, and an exercise trainer. Current patients of NYC Health +

Hospitals can be referred to the program from their provider, and people who

are not yet patients of NYC Health + Hospitals can see if they qualify to

enroll.

RECORD 1.2 MILLION PLANT-BASED MEALS SERVED AT NYC HEALTH + HOSPITALS

NYC Health + Hospitals in partnership with Sodexo celebrated over 1.2 million

plant-based meals served since the program began in March 2022. In 2023, the

first full calendar year of the program, NYC Health + Hospitals served over

783,000 plant-based meals to its patients. Scientific research has shown that

plant-based eating patterns are linked to significantly lower risk of

cardiovascular disease, type 2 diabetes, obesity, and certain cancers. Plant-

based meals can also be effective for weight management and treatment of

hypertension and hyperlipidemia. In addition to these considerable health

benefits, the plant-based meals served in 2023 led to a 36% reduction in

carbon emissions and a cost savings of 59 cents per meal. Patients who ate

plant-based meals at NYC Health + Hospitals reported a satisfaction rate over

90%.

All meals are made from scratch at the health System’s Culinary Center in

Brooklyn. The culinary team includes Food Service Associates at each hospital

who take patients’ food orders, educate them about the flavor and nutrition of

the day’s plant-based options, and gather patient feedback about the meal. New

recipes are piloted as a “Chef’s Recommendation” and only enter the menu

rotation if they achieve an 80% patient satisfaction rate or above. Patients

who are discharged from the hospital receive a booklet of plant-based recipes

to make at home. Non-plant-based options continue to be available at patients’

requests and in accordance with their prescribed diet.

MAYOR ADAMS ANNOUNCES PLANS TO OPEN SUBSTANCE USE DISORDER CLINIC FOR

EXPECTING AND PARENTING FAMILIES

Mayor Adams and the health System announced plans to open an $8 million health

and substance use disorder clinic at NYC Health + Hospitals/Lincoln for

pregnant and postpartum women and their families. The clinic will offer

pregnant and parenting individuals living with substance use disorder —

dependence on alcohol, tobacco, and other drugs — a safe and supportive place

to access prenatal and postnatal care, addiction medicine, and behavioral

health care. As the City aims to reduce Black maternal mortality by 10 percent

and reduce opioid deaths by 25 percent by 2030, this clinic will support

healthy birth outcomes, reduce the likelihood and impact of postpartum

relapse, and address the needs of older children living in these families.

Funded with an investment through “Women Forward NYC: An Action Plan for

Gender Equity” — the Adams administration’s $43 million plan with the

ambitious goal of making New York City the most woman-forward City in the

country — the clinic will build on the City’s cross-sector work to improve the

health and well-being of all women.

The 6,500 square foot space, expected to open in 2026, will serve

approximately 200 families per year and will be located in the Bronx — the

borough with the highest rate of opioid overdose death in New York City. In

addition to substance use support, patients will be able to access connections

to community-based organizations for other critical services supporting

recovery, such as housing, food, and employment. Care teams will be comprised

of medical and behavioral health providers, including social workers,

community health workers, and certified peer counselors with lived experience

of substance use disorder.

‘NURSES4NYC’RECRUITMENT CAMPAIGN LAUNCHES

In mid-March, NYC Health + Hospitals embarked on a major recruitment campaign

to help fill nurse positions and expand access to community-based primary care

at NYC Health + Hospitals/Harlem, Woodhull, and Lincoln. The recruitment

campaign, Nurses4NYC, is intended to encourage more New Yorkers to apply for

jobs as nurses with the health System. In addition to traditional advertising,

the campaign is supplemented by targeted social media ads on LinkedIn and

Facebook.

Currently, there are over 9,600 full and part-time nurses in the NYC Health +

Hospital System. The public health System has an array of benefits, including

a pension. New nurses can take advantage of the Nurse Residency Program,

nursing fellowships, tuition reimbursement, loan forgiveness, and scholarship

programs through NYC Health + Hospitals.

UPDATE ON CHANGE HEALTHCARE

On February 21, one of our vendors, Change Healthcare, experienced a cyber

incident that affected many businesses across the nation and NYC, including

NYC Health + Hospitals. Thanks to the vigilance of the company and to our EITS

team led by Kim Mendez, to our knowledge, no NYC Health + Hospitals patient

health information was stolen or released as a result of this incident.

Change Healthcare is the clearinghouse with which our health System contracts

for electronic claim submission, remittance posting, patient statements, and

insurance eligibility transactions. The company has been out of commission

since the incident, in effect suspending our ability to submit claims to

insurance carriers. In response, we have been working with State and Federal

partners to expedite funding to NYC Health + Hospitals and to prioritize

review and approval of pending initiatives and current-year reimbursements.

We have also contacted all of our managed care plans seeking administrative

waivers in recognition of our inability to submit claims. The health System

has taken the following operational steps: stepped up a planned July 1, 2024

go-live with Experian for the same services, implemented some manual work-

arounds, and expedited a planned transition to paperless patient statements.

We anticipate being live with Experian on Monday, April 1, 2024.

PATIENT TRANSFER CENTER OPENS AT 50 WATER ST.

At the end of February, NYC Health + Hospitals opened its own patient transfer

center at our 50 Water Street Central Office headquarters. Known as the

Transfer, Access and Capacity Center (TACC), NYC Health + Hospitals staff will

oversee patient transfers all day, 365 days a year. For the first time, the

health System will manage moving patients between all of its facilities,

streamlining control and standardizing all transfer procedures and protocols.

Facilities will be linked together through a team of nurses and support staff

who will help provide our patients the best care possible during any transfer

process.

NYC Health + Hospitals moves approximately 30 patients between facilities

every day. Clinical teams at the facilities will be able to order transfers

directly through Epic for non-emergent cases. Emergency transfers will be

handled by phone. The Transfer Center will use Epic to document all transfers,

improving transparency and allowing greater insight into capacity,

availability, and services.

MAYOR ADAMS ADVANCES OUTPOSTED THERAPEUTIC UNITS AT NYC HEALTH +

HOSPITALS/WOODHULL AND NORTH CENTRAL BRONX

In early March, Mayor Adams announced progress on several jails-focused

initiatives to provide greater care and enhanced programming for people in

custody. As part of this announcement, the Mayor directed NYC Health +

Hospitals to move forward with construction of more than 350 outposted

therapeutic housing beds that will increase access to specialty health care

services for people in custody while moving those who are most clinically

vulnerable off of Rikers.

The outposted therapeutic housing units at NYC Health + Hospitals/Woodhull and

North Central Bronx are part of the administration’s commitment to increasing

access to specialty care services for people in custody while moving the most

clinically vulnerable people off of Rikers. The units will house patients who

have serious medical, mental health, and substance-use needs and would benefit

from a more structured, clinical environment. The NYC Department of Correction

(DOC) will provide security and custody management in the units, and NYC

Health + Hospitals/Correctional Health Services (CHS) will continue to be the

primary provider of care, in closer coordination with hospital specialists.

Construction is already underway at NYC Health + Hospitals/Bellevue, the first

of the three units, with anticipated completion by spring 2025. Construction

of the units at NYC Health + Hospitals/Woodhull and North Central Bronx will

be completed in summer 2027, assuming timely completion of design and barring

significant unforeseen field conditions. Construction of all units is fully

funded, with a total capital investment of $718 million, and will comprise of

approximately 360 beds, depending on final designs. All three hospitals will

benefit from an infusion of funds to renovate and repurpose hospital space to

create the outposted therapeutic housing units. NYC Health +

Hospitals/Woodhull recently relocated and renovated its inpatient pediatrics

unit and upgraded other clinical and administrative spaces to prepare for the

construction of the outposted unit.

THE REMEDY, THE NYC HEALTH + HOSPITALS PODCAST,

RELEASED TWO NEW EPISODES

On March 5, the health System released the fifth episode of its new podcast,

The Remedy. Episode 5: Caring for the Newest New Yorkers covers how the staff

at NYC Health + Hospitals are rising to the challenge of caring for the over

180,000 asylum seekers who have come to our City since spring 2022. Host Dr.

Michael Shen was joined by Dr. Ted Long, Senior Vice President of Ambulatory

Care and Population Health at NYC Health + Hospitals, and Dr. Natalie Davis,

Associate Medical Director of Ambulatory Women’s Health Services at NYC Health

+ Hospitals/Bellevue, to discuss NYC Health + Hospitals’ humanitarian centers,

providing access to healthcare for asylum seekers, and helping migrants deal

with the trauma they have experienced on their journeys.

The sixth episode, Caring for Homeless Patients, covers how NYC Health +

Hospitals serves its over 70,000 patients who are experiencing homelessness.

Dr. Shen was joined by Dr. Amanda Johnson, Assistant Vice President of

Ambulatory Care and Population Health at NYC Health + Hospitals, and Leora

Jontef, Assistant Vice President of Housing and Real Estate at NYC Health +

Hospitals, to delve into New York City’s housing crisis, explain how safety

net clinics and mobile vans are providing care to patients experiencing

homelessness, and why New York City’s public health system now has a path

connecting hundreds of patients to their own homes.

The Remedy is available on Apple Podcasts, Spotify, iHeartRadio, and other

podcast platforms.

THE HEALTH SYSTEM SCREENED MORE THAN 50,000 PATIENTS FOR COLORECTAL CANCER IN

2023 USING FIT TEST, A 20 PERCENT INCREASE OVER 2022

For National Colorectal Cancer Awareness Month, NYC Health + Hospitals

announced that it has screened over 50,000 patients for colorectal cancer in

2023 using the at-home fecal immunochemical test (FIT), a 20% increase over

2022. FIT is an easier, less invasive screening test for colon cancer. The

health System increased patient engagement by launching a Colorectal Cancer

Screening Registry, which captures all patients who are eligible for a

colorectal cancer screening and encourages their primary care provider to

offer a test during their annual appointment. The System also increased the

availability of prepaid envelopes and instructions available in 14 languages

to reduce barriers to patients collecting their sample and mailing back their

test for processing.

NYC HEALTH + HOSPITALS/BELLEVUE OPENS

NEW PALLIATIVE CARE SERENITY UNIT

Earlier this month, NYC Health + Hospitals/Bellevue opened a new Palliative

Care Serenity Unit for patients and families. The new unit provides support

and services for patients with serious illness who can benefit from extra

support and expert symptom management, including patients who are waiting to

transfer to hospice or who are nearing the end of life. The Palliative Care

Program, which is accredited with Advanced Certification for Palliative Care

from The Joint Commission, began in 2006. The program serves a diverse and

often vulnerable patient population. The team works with experts in child

life, therapeutic arts, legal health, psychiatry, critical care, and community

hospices to serve patients and families. The demand for services has increased

steadily year by year, and last year the Palliative Care team provided almost

1,000 patient consultations.

The Palliative Care program at Bellevue Hospital consists of physicians, nurse

practitioners, nurses, social workers, and a dedicated chaplain, who, along

with primary care teams and specialists, take care of patients who have

cancer, advanced heart failure, kidney failure, serious lung disease, as well

as patients who are very sick in the ICU, with dementia or serious brain

injury. The program provides a full array of clinical services for patients

and families experiencing the impact of serious illness or injury who are

facing end-of-life care. Services include an inpatient consultation service,

an outpatient palliative care clinic, pediatric palliative care consultation,

a bereavement program, a volunteer/doula program, and an inpatient end-of-life

care unit.

RESPONDING TO THE HUMANITARIAN CRISIS – SERVICES FOR ASYLUM SEEKERS

The public health System continues to help lead the City’s response to the

historic influx of asylum seekers. Our network of 15 humanitarian centers

provides vital aid to the approximately 25,000 asylum seekers in our care,

with families with children comprising around three-quarters of this

demographic. At our humanitarian centers, our newest neighbors receive

dignified care and the resources they need to find a path towards a more

promising future.

At NYC Health + Hospitals, we believe healthcare is a human right. That is

why, from the outset of this humanitarian crisis, we created a coordinated

system of medical care that begins at the front door of our shelter system and

extends to our public hospital system and other federally-qualified health

centers. Our staff at the Arrival Center have now cared for over 125,000 new

arrivals, providing immediate, centralized access to essential medical

services, including screenings for communicable disease, urgent care,

screening for depression, vaccinations, and connections to the case management

and social services people need to take their next steps forward.

Through every twist and turn of this emergency response, our staff have been

driven by our mission to protect asylum seekers’ human rights and provide

urgent, comprehensive care. As we navigate the months to come, we will

continue to prioritize our enhanced case management services to ensure asylum

seekers are receiving meaningful assistance towards their goals and the

journey ahead.

NYC HEALTH + HOSPITALS NOW USES THE AMERICAN FOUNDATION FOR SUICIDE

PREVENTION’S INTERACTIVE SCREENING PROGRAM TO SUPPORT EMPLOYEE WELLNESS

NYC Health + Hospitals has partnered with the American Foundation for Suicide

Prevention (AFSP) to implement the Interactive Screening Program, an online

self-screening tool for staff to connect to peer and clinical support before a

potential crisis emerges. This partnership builds upon Helping Healers Heal

(H3), NYC Health + Hospitals’ staff wellness program. The anonymous screening

tool is customized for the health System. Employees take a brief stress and

depression questionnaire, receive feedback about the mental health programs

that are available, and, if desired, schedule a debrief with a H3 Peer Support

Champion. The AFSP created ISP in 2001 to lessen mental health stigma in

providing mental health help to all who are in need.

As of today, ISP has assisted over 280,000 employees working in over 200

organizations ranging across healthcare, academic institutions, law

enforcement agencies and other workplaces. In 2022, the Center for Disease

Control and Prevention reported that nearly half of health workers said they

felt burned out and recently stated that there is a bourgeoning mental health

crisis for healthcare workers. The Physicians Foundation found that over 76%

of physicians, residents, and medical students agree that physician mental

health stigma still exists. According to a recent study by the Journal of the

American Medical Association, healthcare workers in the US are at increased

risk of suicide as compared to non-healthcare workers.

NYC HEALTH + HOSPITALS/ELMHURST PARTNERS

WITH EHL HOSPITALITY BUSINESS SCHOOL

NYC Health + Hospitals/Elmhurst has partnered with EHL Hospitality Business

School —a leading academic hospitality management institution founded in 1893

and based in Switzerland and Singapore — to share best practices and resources

related to the hospitality sector and its intersection with health care. EHL

students will gain first-hand experience assisting hospital leadership on

hospitality-related projects, training the next generation of care experience

leaders. NYC Health + Hospitals/Elmhurst will additionally be the first

healthcare institution worldwide to join the school’s EHL Alliance, a global

professional network that brings industry and academic leaders together. It

specializes in providing education, resources, and services to enhance working

environments that are people-centered and welcome all. This inclusive approach

is essential to Elmhurst Hospital’s mission, with nearly one million patient

visits each year in the City’s most diverse borough. The partnership with the

school and collaboration with the Alliance is an investment in the hospital’s

strategic plan, called Elmhurst 2.0, which looks to transform the hospital to

meet the ever-growing needs of the area’s expanding and thriving community.

MOTHER CABRINI HEALTH FOUNDATION GRANTS SUPPORT CAREER DEVELOPMENT FOR

PSYCHIATRIC PHYSICIAN ASSISTANTS AND CARE FOR ASYLYM SEEKERS

NYC Health + Hospitals received $550,000 in funding from the Mother Cabrini

Health Foundation for two programs. A $300,000 grant will fund the launch of

the Psychiatric Physician Assistant Career Pathways Program, which will

include courses at local colleges, guest lectures by behavioral health

professionals, clinical placements, fellowships, and tuition repayment. The

program is designed to help attract and retain clinicians who care for New

Yorkers with mental health or substance use needs. The program will launch

later this year.

The second grant of $250,000 will fund care at NYC Health + Hospitals/Elmhurst

for asylum seekers who are survivors of torture. The funding will allow the

Libertas Center for Human Rights at Elmhurst Hospital to continue its focus on

delivering trauma-informed, culturally responsive mental health care;

integrated medical, legal and social case management; and care coordination

for survivors of torture and allow it to serve more individuals in response to

the recent surge of asylum seekers in New York City.

NYC HEALTH + HOSPITALS/BELLEVUE ATTAINS NATIONAL ACCREDITATION FROM AMERICAN

COLLEGE OF SURGEONS COMMISSION ON CANCER

NYC Health + Hospitals/Bellevue received accreditation as an Academic

Comprehensive Cancer Program under the American College of Surgeons (ACS)

Commission on Cancer (CoC) Accreditation Program. The accreditation tells

cancer patients that they will have access to the highest-quality of cancer

diagnosis, care coordination, treatment, and support at the hospital. The

accreditation standards supply the structure for providing all patients with a

full range of services either on-site or by referral, including community-

based resources. Bellevue Hospital is one of only 14 hospitals in New York

State to receive accreditation at this level.

The ACS CoC is a consortium of professional organizations dedicated to

improving survival and quality of life for patients with cancer. The American

College of Surgeons accreditation is granted to institutions committed to

providing high-quality cancer care by demonstrating compliance with CoC

standards. Each cancer program must undergo a rigorous evaluation and review

of its performance and compliance with CoC standards. To maintain

accreditation, cancer programs must undergo a site visit every three years.

NEW MURAL UNVIELED AT NYC HEALTH + HOSPITALS/LINCOLN

“Legacy” at NYC Health + Hospitals/Lincoln, was unveiled in late March. The

mural, developed by artist Dister Rondon, was drawn up during a series of

focus groups with community members, staff, and patients and brought to life

at a paint party where the community painted the mural together. It depicts

the Young Lords’ takeover of Lincoln Hospital in 1970 at a pivotal moment in

the fight for improved healthcare and patient advocacy. Through their

activism, they not only challenged the deplorable health conditions for

patients and staff, but also confronted racial and class inequalities embedded

within the healthcare System.

“Legacy” is one of nine new murals that have been created in the past year,

building on the 26 murals created in the first wave of the Community Mural

Project. Many of those murals are featured in a new book, “Healing Walls: New

York City Health + Hospitals Community Mural Project 2019-2021”. The

Community Mural Project is made possible through the generous support of the

Laurie M. Tisch Illumination Fund.

EXTERNAL AFFAIRS UPDATE

In late February, the City Council Committee on Hospitals held a hearing on

“Addressing the Healthcare Staffing Crisis - Examining Residency Conditions

and Worker Concerns,” during which Dr. Eric Wei provided testimony. In early

March, Dr. Katz also testified at the City Council Preliminary Budget Hearing.

All facilities submitted their FY ‘25 capital funding requests to Borough

Presidents and City Council.

State: The State fiscal year ‘24-25 budget process is in full swing. Earlier

this month, the NYS Assembly and Senate passed their one house budget in

response to the Governor’s budget. Fortunately, both houses address the

majority of NYC Health + Hospitals’ priorities including, but not limited to,

rejecting proposed Medicaid cuts, such as the capital reimbursement cut and

undisclosed Medicaid cuts. We were pleased to see both the Senate and Assembly

increase Medicaid rates by providing an across-the-board Medicaid rate

increase of three percent, and additional increases for inpatient and

outpatient hospitals services and nursing home providers. Although both houses

rejected the proposed Safety Net Transformation Fund, there is new capital

funding, and we are requesting a set-aside for safety net providers.

It is unlikely at this time that the budget will be passed by the April 1st

deadline, and we continue to advocate for the needs of the public health

System.

Federal: This month, Congress passed two major Appropriations packages

relevant to NYC Health + Hospitals. The first will eliminate the rest of the

FY ‘24 Medicaid DSH cut and delay the start of the FY ‘25 DSH cut to January

1, 2025 (instead of October 1, 2024).

The second funded the Department of Health and Human Services and federally

funded health programs and included Congressionally Directed Spending (aka

earmarks) awards. NYC Health + Hospitals received $2M with the support of New

York Senators Schumer and Gillibrand for the Cardiac Cath Lab project at NYC

Health + Hospitals/Elmhurst.

Community Affairs: Twelve CABs met with their local State representatives to

discuss the impact of the NYS budget on their facilities. Additionally, ten

CABs hosted legislative breakfasts/lunches.

The March 5th Council of CABs included a presentation by the Social

Determinants of Health team regarding the new Findhelp platform.

We have also been working with Auxiliaries to complete IRS filing and audit

processes and to strengthen the relationship between NYC Health + Hospitals

and the Auxiliaries.

NEWS AROUND THE HEALTH SYSTEM

• News12 Brooklyn: New childbirth tech helping doctors care for birthing

women better

• WNBC: Honoring the Lives of Staten Island’s “Black Angels”

• Becker’s: NYC Health + Hospitals expands lifestyle medicine program

• News12: Correctional Health Outposted Housing Units Move Forward

• Roosevelt Island News: Coler Gets a Warm and Much Deserved Community

Embrace

• Pediatrics Journal: A Two-Generation, Early Childhood Advanced Primary

Care Model

• Becker’s: How NYC Health + Hospitals is reining in travel nurse expenses

• ABC7: Woman makes her mark as East Harlem's Metropolitan Hospital CEO,

trailblazer in Dominican community

• Amsterdam News: NYC Health + Hospitals/Gotham Health introduces 3D

mammogram technology to enhance breast cancer detection

• NBC 4: Four years since NYC's COVID state of emergency: What has

changed?

• News12 Brooklyn: NYC Health + Hospitals marks 2 years of serving

patients plant-based foods

• The Bronx Daily: Lifestyle Medicine Program Now Available Across the

Five Boroughs

April 2024

RESOLUTION - 06

Authorizing New York City Health and Hospitals Corporation (the

“System”) to execute agreements with each of the following vendors:

Show the Good Consulting, LLC, Malone Creative Group, LLC,

D'Exposito & Partners, LLC, Niki Jones Agency, Inc. and Sherry

Matthews, Inc. for the provision of Marketing Services on behalf of the

System for an initial period of three-years with two one-year renewal

options, exercisable at the discretion of the System. These agreements

shall have a not to exceed amount of $50,000,000 over the potential five-

year term.

WHEREAS, Marketing Vendors will provide creative advertising and marketing, media buying

services and market research; and

WHEREAS, the Request for Proposals for the provision of Marketing Services was released on

January 23, 2023 through its Supply Chain Services Unit, followed by a pre-proposal conference, attended

by eighty-five vendors; and

WHEREAS, of the eighty-five vendors that attended the pre-proposal conference, twenty-six

vendors submitted proposals and were evaluated by the evaluation committee. Of the twenty-six vendor

proposals, twelve vendor proposals were shortlisted for presentations; and

WHEREAS, in conformance with its procurement operating procedure, the System received and

evaluated proposals from twenty-six vendors and evaluated such proposals among a diverse evaluation

committee; and

WHEREAS, the following five vendors were selected to receive contract awards: Show the Good

Consulting, LLC, Malone Creative Group, LLC, D'Exposito & Partners, LLC, Niki Jones Agency, Inc. and

Sherry Matthews, Inc.; and

WHEREAS, the Senior VP, Communications and Marketing + External and Regulatory Affairs

will be responsible for the administration of the proposed agreements.

NOW THEREFORE, be it

RESOLVED, that the New York City Health and Hospitals Corporation, be and hereby is

authorized, to execute agreements with each of the five vendors Show the Good Consulting, LLC, Malone

Creative Group, LLC, D'Exposito & Partners, LLC, Niki Jones Agency, Inc. and Sherry Matthews, Inc. for

Marketing Services on behalf of the System. The initial term shall be three-years and two one-year renewal

options, solely exercisable by the System. These agreements shall have a not to exceed amount of

$50,000,000 over the potential five-year term.

April 2024

EXECUTIVE SUMMARY

RESOLUTION TO AUTHORIZE CONTRACT

WITH

FIVE VENDORS

OVERVIEW The purpose of this agreement is to provide Marketing Services.

PROCUREMENT The System undertook an RFP to procure vendors to provide Marketing Services.

Twenty-Six vendors provided proposals. After evaluation, the following five

vendors were selected to provide services: Show the Good Consulting, LLC,

Malone Creative Group, LLC, D'Exposito & Partners, LLC, Niki Jones Agency,

Inc. and Sherry Matthews, Inc.

NEED Marketing vendors will provide creative advertising and marketing, media

buying services and market research; and

TERMS These agreements shall have a not to exceed amount of $10,000,000 over the

potential five-year term.

MWBE This was a closed pool MWBE solicitation and was limited to a pool of Diverse

(MWBE) Vendors only, consistent with our Procurement and Contracting Policy

100-05 and Vendor Diversity Policy 100-10. All five awarded firms are City or

State Certified MWBEs.

Communications & Marketing:

Marketing & Advertising Vendors

Application to Award Contracts -

Show the Good Consulting, LLC, Malone Creative Group, LLC,

D'Exposito & Partners, LLC, Niki Jones Agency, Inc. and Sherry

Matthews, Inc

Board of Directors Meeting

April 25, 2024

Deborah Brown, Senior VP, Chief External Affairs Officer

Bushra Mollick, Director of Social Media and Digital Marketing

For Board Consideration

⮚ Authorizing New York City Health and Hospitals

Corporation (the “System”) to execute agreements

with each of the following vendors: Show the Good

Consulting, LLC, Malone Creative Group, LLC,

D'Exposito & Partners, LLC, Niki Jones Agency,

Inc. and Sherry Matthews, Inc. for the provision of

Marketing Services on behalf of the System for an

initial period of three-years with two one-year renewal

options, exercisable at the discretion of the System.

The agreements are not to exceed $50 million, over

the potential five-year term.

Prior state

⮚ NYC Health + Hospitals’ advertising and marketing needs

have been supported by numerous smaller, project-based

contracts with individual agencies, or by tapping into

existing service contracts owned by MetroPlus, DCAS,

DOHMH or other city agencies.

⮚ There have been inefficiencies in working with multiple

vendors for high-priority projects and in navigating

numerous contracts.

⮚ Prior high-priority projects include the COVID-19

pandemic, MPOX, flu, and staffing needs.

⮚ Other needs have included recruitment campaigns,

public branding, and service campaigns like Long

COVID support and PrEP awareness.

⮚ Funding has come from NYC H+H, NYC, and grants.

Spend and budget

⮚ We have historically spent up to

~$9M for these services:

⮚ FY 2021: $7.6 million

⮚ FY 2022: $8.9 million

⮚ FY 2023: $500K

⮚ FY 2024: $1.5 million

⮚ There were reductions in spend due to

contracting challenges, which this RFP

is intended to address.

⮚ We are budgeted to spend ~$7M

on NYC Care alone for FY 2025.

⮚ Any additional expenditures would

be conditioned on available funds.

System needs

⮚ NYC Health + Hospitals needs creative agencies to provide a range of

advertising and marketing services to support public health awareness

campaigns and promote priority programs and services.

⮚ In 2023, we released an RFP to identify the vendors needed to support and

promote high-priority services and campaigns.

⮚ Necessary services include:

⮚ Creative Concept

⮚ Writing

⮚ Design

⮚ Print and Production

⮚ Translation

⮚ Video Production

⮚ Photography

⮚ Media Buying - Out of Home, Print, Digital, Radio

⮚ Email Marketing

⮚ Direct Mail Marketing

⮚ Street-based Outreach

Minimum criteria:

⮚ 5 years in business with experience

doing creative marketing, advertising for

ethnic media and social media,

language translations, graphics,

photography and videography

⮚ Must have greater than $1,000,000 in

annual sales over the last three fiscal

years

Substantive Criteria:

⮚ Management and Organizational

Capability 30%

⮚ Relevant and Quality of Exp: 30%

⮚ Cost: 30%

⮚ References: 10%

Evaluation Committee:

⮚ SVP of Communications &

Marketing

⮚ Clinical Chief Ambulatory Care

⮚ Metroplus, Deputy Chief Marketing

Officer

⮚ Senior Director, Marketing &

Communications

⮚ Director of Community Affairs

⮚ Director of Communications

⮚ Director of Social Media & Digital

Marketing

RFP Criteria

Overview of Procurement

⮚ 11/15/22: Application to issue request for proposals approved by CRC

⮚ 01/23/23: Closed MWBE pool; RFP sent directly to 76 MWBE vendors

⮚ 01/31/23: Pre-proposal conference held, 85 vendors attended

⮚ 04/05/23: Proposals due, 26 proposals received

⮚ 04/25/23: Evaluation committee completed first round of scoring; shortlisted

12 vendors for presentations

⮚ 08/10/23 - 08/22/23: All 12 vendors presented to the evaluation committee

⮚ 09/12/23: Evaluation committee debriefed and submitted final round of

scores, selecting:

⮚

Show the Good Consulting, LLC

⮚ Malone LLC Creative Group

⮚ D Exposito & Partners LLC

⮚ Niki Jones Agency, Inc.

⮚ Sherry Matthews, Inc.

⮚ Taking into account availability, capacity, and

scalability, the Marketing and Advertising RFP was

limited to a pool of Diverse (MWBE) Vendors only,

consistent with our Procurement and Contracting

Policy 100-05 and Vendor Diversity Policy 100-10.

⮚ The Vendor Diversity team identified a pool of 76

MWBE candidates.

⮚ All awarded vendors are City or State Certified

MWBEs.

MWBE: Closed Pool Solicitation

Awarded Vendors/Past Success

⮚ Show the Good Consulting, LLC:

⮚ NYC Care member benefits

⮚ ID NYC

⮚ Immigrants Are Essential series for Mayor’s Office of Immigrant Affairs

⮚ D Expósito & Partners, LLC

⮚ Nursing recruitment campaign and Long COVID services,

NYC Health + Hospitals

⮚ COVID-19 PSA with the Ad Council

Awarded Vendors/Past Success

⮚ Malone Creative Group, LLC:

⮚ B-HEARD and Behavioral Health recruitment campaigns

for NYC Health + Hospitals

⮚ Breast and prostate cancer campaigns for pharmaceutical companies

⮚ Niki Jones Agency, Inc.:

⮚ Cancer research awareness for NJ DOH

⮚ Projects for NYS Office of Mental Health

⮚ Sherry Matthews, Inc:

⮚ COVID19 Vaccine for All for NYC

⮚ Vision Zero campaign for NYC

⮚ May Contain Lead campaign for DOHMH

⮚ The Communications and Marketing department is seeking

approval enter into contract with the following vendors to provide

creative advertising, marketing, media buying services, and market

research:

⮚ Show the Good Consulting, LLC

⮚ Malone LLC Creative Group

⮚ D Exposito & Partners LLC

⮚ Niki Jones Agency, Inc.

⮚ Sherry Matthews, Inc.

⮚ These agreements shall have a not to exceed amount of

$50,000,000. Contracts will not be utilized until funding is identified

from the City of New York or NYC Health + Hospitals

⮚ Contract term is three base years with two one-year renewal

options exercisable at the discretion of NYC Health + Hospitals

⮚ Anticipated contract start date is in May 2024

Board Approval Request

April 2024

RESOLUTION - 07

Authorizing New York City Health and Hospitals Corporation (the “System”)

to execute agreements for NYC Care outreach services to cover all five

boroughs with vendors, each of the 22 CBOs, and attached hereto as

Exhibit A, on behalf of the System for an initial period of eighteen months

with one eighteen-month renewal option, exercisable at the discretion of the

System. These agreements shall not exceed $6,652,800 over the potential

thirty-six-month term.

WHEREAS, the NYC Care Vendors are Community Based Organizations (CBOs) will provide

outreach, education and enrollment assistance in support of the NYC Care program which is essential to

ensuring New York City’s diverse immigrant communities learn about access to healthcare; and

WHEREAS, the Request for Proposals for the provision of NYC Care was released on January

30, 2024 through its Supply Chain Services Unit, followed by a pre-proposal conference, attended by

eighty-three vendors; and

WHEREAS, of the eighty-three vendors that attended the pre-proposal conference, forty vendors

submitted proposals and were evaluated by the evaluation committee.

WHEREAS, in conformance with its procurement operating procedure, the System received and

evaluated proposals from forty vendors and evaluated such proposals among a diverse evaluation

committee; and

WHEREAS, twenty-two vendors, as listed in the attached Exhibit A, were selected to receive

contract award; and

WHEREAS, the Executive Director for NYC Care Department of Ambulatory Care and

Population Health will be responsible for the administration of the proposed agreements.

NOW THEREFORE, be it

RESOLVED, that the New York City Health and Hospitals Corporation, be and hereby is

authorized, to execute agreements for NYC Care outreach services to cover all five boroughs with vendors,

each of the 22 CBOs, and attached hereto as Exhibit A, on behalf of the System for an initial period of

eighteen months with one eighteen-month renewal option, exercisable at the discretion of the System.

These agreements shall not exceed $6,652,800 over the potential thirty-six-month term.

April 2024

EXECUTIVE SUMMARY

RESOLUTION TO AUTHORIZE CONTRACT

WITH

TWENTY-TWO VENDORS – EXHIBIT A

OVERVIEW: The purpose of this agreement is to provide outreach, education and enrollment assistance

in support of the NYC Care program which is essential to ensuring New York City’s diverse immigrant

communities learn about access to healthcare

PROCUREMENT: The System undertook an RFP to procure vendors to provide outreach, education and

enrollment assistance in support of the NYC Care program which is essential to ensuring New York City’s

diverse immigrant communities learn about access to healthcare Marketing Services. Forty vendors

provided proposals. After evaluation, twenty-two vendors on the attached Exhibit A were selected to

receive a contract award.

NEED Each vendor will provide outreach, education and enrollment assistance in support of the NYC

Care program which is essential to ensuring New York City’s diverse immigrant communities learn about

access to healthcare.

TERMS: These agreements shall not exceed $6,652,800 over the potential thirty-six-month term.

MWBE: All vendors are Community Based Organizations (CBOs) and are not subject to the MWBE

requirement.

April 2024

Exhibit A

1. Academy of Medical & Public Health Services

2. Adhikaar for Human Rights and Social Justice

3. AIDS Center of Queens County

4. AIDS Service Center of Lower Manhattan, Inc. (dba Alliance for Positive Change)

5. Arab American Family Support Center, Inc.

6. Center for the Independence of the Disabled, NY

7. Center for the Integration & Advancement of New Americans, Inc. (CIANA)

8. Council of Peoples Organization, Inc.

9. DSI International Inc

10. Emerald Isle Immigration Center

11. Jewish Community Council of the Rockaway Peninsula, Inc

12. Korean Community Services of Metropolitan New York, Inc. (KCS)

13. La Jornada Ltd

14. Make the Road NY

15. Mixteca Organization Inc.

16. Metropolitan New York Coordinating Council on Jewish Poverty

17. Project Hospitality, Inc.

18. Sauti Yetu Center for African Women Inc

19. Single Stop USA

20. South Asian Council for Social Services

21. United Sikhs

22. Voces Latinas

NYC Care Outreach

Application to Award Contracts:

Academy of Medical & Public Health Services; Adhikaar for Human Rights and Social Justice; AIDS

Center of Queens County; AIDS Service Center of Lower Manhattan, Inc. (dba Alliance for Positive

Change); Arab American Family Support Center, Inc.; Center for the Independence of the Disabled, NY;

Center for the Integration & Advancement of New Americans, Inc. (CIANA); Council of Peoples

Organization, Inc.; DSI International Inc.; Emerald Isle Immigration Center; Jewish Community Council of

the Rockaway Peninsula, Inc.; Korean Community Services of Metropolitan New York, Inc. (KCS); La

Jornada Ltd; Make the Road NY; Mixteca Organization Inc.; Metropolitan New York Coordinating

Council on Jewish Poverty; Project Hospitality, Inc.; Sauti Yetu Center for African Women Inc. Single Stop

USA; South Asian Council for Social Services; United Sikhs; Voces Latinas

Board of Directors Meeting

April 25, 2024

Theodore Long, MD, MHS - Senior Vice President

Department of Ambulatory Care & Population Health

⮚ Authorizing New York City Health and Hospitals

Corporation (the “System”) to execute agreements for

NYC Care outreach services to cover all five boroughs

with vendors, each of the 22 CBOs, and attached hereto

as Exhibit A, on behalf of the System for an initial period

of eighteen months with one eighteen-month renewal

option, exercisable at the discretion of the System.

These agreements shall not exceed $6,652,800 over the

potential thirty-six month term.

For Board Consideration

Background / Current State

⮚ From the initial launch of NYC Care in 2019, community based organizations (CBOs) have facilitated

significant outreach, education, and enrollment assistance. These CBOs have helped ensure NYC

Care is understood among NYC’s diverse uninsured and underinsured communities. These CBOs

are ambassadors in building trust in NYC Care and accessing healthcare through NYC Health +

Hospitals.

⮚ All CBO partners have been performing satisfactorily. CBOs have helped bring NYC Care

membership to over 135,000 New Yorkers, exceeding the initial target of 100,000. Additionally, the

CBOs’ success in outreach & enrollment is such that the zip codes they currently serve were not

included as priority targets in the new round of funding.

⮚ An RFP process was completed in 2021 for a twelve month contract with the option to extend

another year. 22 organizations were funded and then 21 were offered an extension. The 21

contracts expired on October 31, 2023.

⮚ A deviation memo for a 6-month best interest extension had been submitted to Dr. Katz to

avoid discontinuity in services and to allow for time to complete an RFP.

⮚ CBOs are funded proportional to assigned outreach and enrollment assistance goals.

⮚ Each CBO focuses their contracted work in zip codes specifically identified by NYC Care as

priority neighborhoods.

⮚ As nonprofits, all CBO’s are exempt from MWBE and ineligible for MWBE certification.

Historical Spend

Contract Dates Term Value

Nov 1, 2021 - Oct 31, 2022 12 months 2,697,200.00

Nov 1, 2022 - Oct 31, 2023 12 months 2,237,400.00

Nov 1, 2023 - Ap 30, 2024 6 months 1,118,700.00

Total 30 months 6,053,300.00

⮚ Spend per 12 months has been $2,421,320

⮚ Minimum criteria:

⮚ Applicants must be not-for-profit

corporations that are either organizations

recognized as tax exempt under

IRC501(c)(3) or have a fiscal sponsor that is

a 501(c)(3) recognized organization.

⮚ Applicants must have general commercial

liability insurance of at least $1M.

⮚ Applicants and fiscal sponsors (where

applicable) must have been in business for

at least three years.

⮚ Substantive Criteria:

⮚ 40% Organizational experience, capacity,

and approach to outreach, particularly within

the zip codes/communities targeted as

priority by NYC Care

⮚ 30% Prior experience delivering similar

health outreach and/or health insurance

navigation/ enrollment programs

⮚ 20% Cultural expertise and cultural humility

⮚ 10% If organization employs health

insurance enrollment navigators

⮚ Evaluation Committee:

⮚ Executive Director, NYC Care

⮚ Director of Community Affairs, NYC Care

⮚ Senior Director, Office of Population

Health

⮚ Senior Director, Office of Population

Health

⮚ Director of Marketing, Post-Acute Care

⮚ Director of Community Affairs, Office of

External Affairs

RFP Criteria

Overview of Procurement

⮚ 11/28/23: CRC approved an application to issue RFP

⮚ 01/30/24: RFP posted on City Record

⮚ 01/30/24: RFP sent directly to wide list of NYC not-for-profit organizations

⮚ 02/06/24: Pre-proposal conference call; 83 vendors attended

⮚ 02/21/24: Proposal deadline, 40 proposals received

⮚ 03/06/24: Evaluation committee completed scoring, 22 CBOs selected

Additional Context for Vendor Selection

➢ Vendors were selected based on organizational experience in

serving neighborhoods from a pre-set list of NYC Care-

selected priority Zip Codes

➢ Priority Zip Codes are those with higher rates of uninsured

residents & lower rates of current NYC Care membership

➢ Boroughs are allotted vendor slots relative to their general

population and rates of uninsured residents and current NYC

Care membership

➢ Selected Vendors had the highest scores, but also represent a

diversity of organizational experience.

➢ Most Selected Vendors are multi-service organizations with the

capacity to leverage built-in audiences and existing community

trust.

➢ They also represent additional programmatic areas, including:

AIDS/HIV Services & Advocacy

Anti-Poverty, Benefits Access, and Social Services

Civic Engagement

Disability Services & Advocacy

Education (Afterschool Programs, Job Training)

Housing & Homelessness

Immigrant/Refugee Services & Advocacy

Food Security (including America’s largest Kosher Food Pantry System)

Public Health & Healthcare Access

NYC Care 2024 Priority Zip Codes

Vendor Performance

⮚ These are incumbent vendors that will be re-awarded

Vendor Performance Cont.

⮚ All selected incumbent vendors have performed satisfactorily.

⮚ Performance is based on fulfillment of contract responsibilities.

⮚ Quantitative Outreach Goals

⮚ Each Outreach Funding Line targets at least 400 individuals

reached per month

⮚ AND 40 appointments made for insurance eligibility screenings

⮚ Each Direct Enrollment Funding Line will have a target of 10

enrollments per month.

⮚ Qualitative

⮚ Participate in monthly office hours

⮚ Participate in monthly one-on-one check-ins

⮚ Participate in NYC Care press and outreach events

⮚ Share community events and program success stories

⮚ Train new outreach staff

Vendor Selection

Bronx CBOs - 4

AIDS Service Center of Lower

Manhattan, Inc. (dba Alliance for

Positive Change

)

Sauti Yetu Center for African

Women

Single Stop

Brooklyn CBOs - 8

Arab American Family Support

Center

Center for the Independence of

the Disabled, NY

Council of Peoples Organization

Jewish Community Council of

the Rockaway Peninsula

Make the Road NY

Met Council

Mixteca Organization Inc.

Raising Health

Staten Island CBOs - 1

Project Hospitality

Manhattan CBOs - 2

AIDS Service Center of Lower

Manhattan, Inc. (dba Alliance for

Positive Change

)

Korean Community Services

Queens CBOs - 12

Adhikaar

AIDS Center of Queens County

Center for Independence of

the Disabled, NY

Center for the Integration &

Advancement of New

Americans, Inc.

DSI International

Emerald Isle Immigration

Center

La Jornada Ltd.

Make the Road NY

South Asian Council for Social

Services

United Sikhs

Voces Latinas

22 CBOs chosen:

• Track records of serving NYC

Care Priority Zip Codes

(highest rates of uninsured

NYers & lowest rates of NYC

Care enrollment)

• Speak 30 different languages

Office of Ambulatory Care & Population Health is

seeking approval to award 22 CBO contracts to

provide outreach, education, and NYC Care

enrollment services at a not to exceed amount of

$6,652,800

Contracts will start May 1, 2024 for 18-month

terms, with option to renew for another 18-

months.

Spend per 12 months will decrease from

$2,421,320 to $2,217,600, saving $203,720.

Board Approval Request

April 2024

RESOLUTION - 08

Authorizing New York City Health and Hospitals Corporation

(the “System”) to execute a best-interest renewal agreement

with Canon Solutions America Inc. for the provision of

enterprise-wide managed print services for a period of seven-

years. The agreement shall not exceed $63,572,940 over the

seven-year term.

WHEREAS, Canon Solutions America Inc. (“Canon”) was previously awarded a contract as the

result of an RFP performed in 2015 and such contract expires in June 2024 to provide enterprise-wide

managed print services; and

WHEREAS, Canon has met the goals and service-level agreements in the existing agreement and

has exceeded the cost savings goals in such agreement; and

WHEREAS, the System performed significant market due diligence to determine that the deal

structure and model, market and pricing remain competitive and favorable to the System; and

WHEREAS, Canon will provide expertise and resources that would be cost prohibitive for the

System to deploy; and

WHEREAS, it was determined that it is in the System’s best interest to renew the agreement with

Canon to receive a best interest renewal contract award; and

WHEREAS, the Senior Assistant Vice President for EITS will be responsible for the

administration of the proposed agreements.

NOW THEREFORE, be it

RESOLVED, that the New York City Health and Hospitals Corporation, be and hereby is

authorized, to execute a best-interest renewal agreement with Canon Solutions America Inc. for enterprise-

wide managed print services for a period of seven-years. The agreement shall not exceed $63,572,940 over

the seven-year term.

April 2024

EXECUTIVE SUMMARY

RESOLUTION TO AUTHORIZE CONTRACT

WITH

CANON SOLUTIONS AMERICA INC., FOR

MANAGED PRINT SERVICES

OVERVIEW The purpose of this agreement is to provide enterprise-wide managed print services

for all of the system’s printing and printing consumables needs with best-in-class

service level agreements. Under the existing agreement we have achieved reduced

printing by 58%, reduced printers by 30%, reduced more expensive color printing

by 50%, networked almost all printers allowing for “print anywhere” service and

timely identification and resolution of troubleshooting issues, and saved $19.4

million.

PROCUREMENT The System is engaging in a best-interest renewal with Canon. Canon has met the

service-level agreements in the existing contract and exceeded the cost savings

targets. The System performed significant market due diligence, including

engaging expert third-parties, to determine that the deal structure and model,

market and pricing remain competitive and favorable to the System and thus

determined that it is in the system’s best interest to renew the agreement with

Canon rather than to re-procure. The due diligence efforts did not reveal any

potential significant cost savings opportunities by switching vendors. The cost of

switching vendors for this service would be significant as every printer across the

system would need to be replaced and re-networked, which would include IT

infrastructure and software changes.

NEED Canon Solutions America Inc. provides the system with managed print services.

TERMS This agreement shall not exceed $63,572,940 over a seven-year term.

MWBE The MWBE goal was set at 20% for Canon Solutions America Inc., consistent

with our Procurement and Contracting Policy 100-05 and Vendor Diversity Policy

100-10.

To: Colicia Hercules

Chief of Staff, Office of the Chair

rom: Irmali Rivera-Bazan

Associate Counsel

Office of Legal Affairs

Re: Vendor Responsibility, EEO and MWBE status for Board Review

ate: March 20, 2024

The below chart indicates the vendor’s status as to vendor responsibility, EEO and MWBE:

Vendor Name

Vendor Responsibility

EEO

MWBE

Canon

Approved

Pending

20%

The above status is consistent and appropriate with the applicable laws, regulations, and operating

procedures to allow the Board of Directors to approve this contract.

Irmali

Rivera-

Bazan

Digitally signed

by Irmali

Rivera-Bazan

Date:

2024.03.20

10:35:25 -04'00'

Application for Best Interest Contract Renewal -

Canon Solutions America Inc.

Board of Directors Meeting

April 25, 2024

Jeffrey Lutz, Senior AVP, EITS

Ishmael Miller, Director, EITS

⮚ Authorizing New York City Health and

Hospitals Corporation (the “System”) to

execute a best-interest renewal

agreement with Canon Solutions

America Inc. for the provision of

enterprise-wide managed print services for

a period of seven-years. The agreement

shall not exceed $63,572,940 over the

seven-year term.

For Board Consideration

Background

⮚ Canon currently provides services supporting printing and printing consumables replacements

that support NYC Health + Hospitals printing needs by providing expertise and resources that

would be cost prohibitive for NYC Health + Hospitals to deploy.

⮚ Canon was selected as the winning vendor from an RFP performed in 2015 and current

contract expires June 2024

⮚ Total contract spend (encumbrance) from FY ‘18 to ’24 is $79M

⮚ In partnership with Canon, resulted in a reduction of our print environment including:

⮚ Over 30% of printers - from over 26,000 to currently 17,507

⮚ Administrative : Moving users to Secure Print shared devices; Challenges : users not wanting to

relinquish “personal” printers. Require leadership endorsement and awareness efforts throughout our

system. Benefits : more printing access, increased security, less waste, more transparency.

⮚ Clinical : Working with clinical leaders to design effective workflows that require less printer hardware,

more failover & increase accessibility to printing; requires commitment, time and planning with our

clinical leaders. Examples: AVS centralization and Rx Centralization projects at participating facilities.

⮚ 40% few models to manage (from 392 to 234)

⮚ 58% overall print volume reduction (from 480 million down to 200 million pages) A large portion due to

unreleased Secure Printing, ….jobs that prior to secure print would have printed and not retrieved and used.

⮚ 50% reduction in color print volume (from 48 million to 23.6 million pages)

⮚ Increase in network connected printers from 35% to 90%

⮚ Increased the efficiency of our large print centers (from 11 to 5 Print Hubs) allowing for cost savings

on everything from hard signage to business cards. Less hardware, more options, less costs &

more output.

⮚ Improved printing security and efficiency through the implementation of Secure Print

▪ Achieved a total cost savings of $19.4 million in excess of the total $13.3 million originally estimated

Due Diligence

⮚ Contract Review

⮚ Reviewed contract and Canon service with Gartner

⮚ Gartner overall approved of the contract structure and gave a good review of Canon as a

provider.

⮚ Conductiv Review included both contract and pricing

⮚ Pricing was in alignment with other similar sized contracts

⮚ Contract Pro’s

⮚ SLA’s - meet or exceed Conductiv’s recommendations and are considered very

competitive

⮚ Additional resources for quality assurance and continuous improvement

⮚ Resources both project and operational focused

⮚ Hard Drive destruction language which follows NYC H+H security policies

⮚ Recommendations

⮚ Lease Pausing - pausing leases for devices that are not used, but still under the terms

of the lease agreement

⮚ Price Increases - adding language to specifically prevent price increases

⮚ Conductiv - Industry Leading Purchased Services Tech Stack (GNYHA)

⮚ 20+ years of analytics + deep market insights including $700B in categorizes spend and over

4,000 suppliers participating (including Canon)

⮚ Pricing compared across hospitals of similar size and competitors including Xerox, Staples,

Ricoh, and Konica Minolta

⮚ Analytics - Give raw data purpose and direction with market share visualizations, cognitive insights and

ROI predictions.

⮚ Contract Intelligence (Benchmarking) - Determine the competitiveness of the contract, validate sourcing

activity, and refine savings goals.

Best Interest Renewal Rational

⮚ Service Due Diligence

⮚ After review with Conductiv and given Canon’s history with NYC H+H and proposed

improved SLA’s and added resources with still a lower contract cost, a change to a

competitor would not necessarily lead to a significant improvement here as they would have

to learn our environment and adapt to our current print support environment.

⮚ Complexity of Transition

⮚ Due to the size and complexity of the current print environment, a transition to a new vendor

would take multiple years and jeopardize current initiatives underway along with the potential

cost savings associated with these initiatives.

⮚ Pricing Due Diligence

⮚ After review with Conductiv, the analysis determined that there would not be a significant

financial gain that would offset the costs associated with a transition and increase identified

cost savings

Vendor Performance

New Contract

⮚ New York City Health + Hospitals is looking to enter into a new seven year

contract with a NTE of $63,572,940

⮚ Annual Gain Share / Maximum Spend Pricing Schedule - approximately $16 million

in savings over life of contract

⮚ Additional resources and right-sizing of on site support personnel, better service and

eliminate the need for overtime, plus ability to downsize labor if found to be

underutilized

⮚ New reduced SLA’s based on data from ServiceNow and additional resources,

including 5% credit if SLA’s are not met.

⮚ Multi-function devices will be on five year leases, which will be reduced by 25% in

years six and seven.

Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Total

$9,465,127 $9,370,476 $9,276,771 $9,184,004 $9,092,164 $8,635,376 $8,549,022 $63,572,940

Canon Historical M/WBE Performance

Subcontractor

NYC/NYS

Certified

Ethnicity Gender

Total Paid to

Canon

Total Paid to

Garic

M/WBE %

Achieved

Garic, Inc. Yes Black Male $79,635,362 $11,538,070 14.5%

⮚ Canon’s M/WBE goal was set at 20%.

⮚ They were able to achieve 14.5% with their subcontractor Garic, Inc.

⮚ Garic, Inc is an Equipment Leasing Company.

⮚ The renewal will also carry a 20% goal which Canon expects to achieve through

equipment.

Vendor Diversity

Board Approval Request

EITS is seeking approval to enter into a seven year

contract with Canon Solutions America for Managed Print

Services at a not-to-exceed cost of $63,572,940 to

continue providing the following services:

▪ Support and maintain print flight

▪ Purchase of printing consumables (ex. toner)

▪ Provide resources to support printing fleet and

establish a more efficient print environment

▪ Support and drive efficiencies for NYC H+H print

hubs

Ability to terminate for convenience

Term: 7 years

April 2024

RESOLUTION – 09

Authorizing New York City Health and Hospitals

Corporation (the “NYC Health + Hospitals”) to execute a

design-build contract with Gilbane Building Company,

(the “Contractor”) to build a new clinic for Gotham

Health in Far Rockaway for a contract amount of

$30,000,000.

WHEREAS, the Far Rockaway community is currently underserved in medical care,

which has resulted in high instances of diabetes and high blood pressure among other health

conditions; and

WHEREAS, we are looking to create a comprehensive, community-based health center

that is a state-of-art, one stop ambulatory primary care services facility that will become part of

the Gotham family and will serve and become a valuable resource for the community; and

WHEREAS, to procure the required services the NYC Health + Hospitals utilized a

design-build delivery approach as authorized by state legislation in December, 2019; and; and

WHEREAS, as approved by the CRC on March 26, 2024, a Request for Qualifications

was posted in the City Record and sent directly to 6 vendors, including on December 7, 2023; a

pre-proposal conference was held on December 21, 2023, with 29 vendors in attendance; 8

statements of qualifications were received by the submittal deadline of January 29, 2024, and 3

firms with top scores were short-listed for the RFP phase; on February 21, 2024, NYC Health +

Hospitals issued a Request for Proposals (RFP) for the engineering design and construction of the

project; on March 8, 2024, initial proposals were received from the 3 shortlisted vendors; on March

14, 2024, the three vendors made presentations to the evaluation committee; on March 20, 2024,

the Contractor received the highest overall score; and

WHEREAS, the Contractor has committed to an MWBE subcontracting plan of 35%; and

WHEREAS, the overall responsibility for the administration of the proposed contract shall

be with the Vice President, Facilities Development.

NOW, THEREFORE, be it

RESOLVED that NYC Health + Hospitals be and hereby is authorized to execute a design-

build contract with Gilbane Building Company to build out a new clinic in Far Rockaway for a

contract amount of $30,000,000.

April 2024

EXECUTIVE SUMMARY

FAR ROCKAWAY CLINIC BUILD-OUT

GILBANE BUILDING COMPANY

CONTRACT SCOPE: Design and construction of a new clinic

NEED: The Far Rockaway community is currently underserved with regard

to medical services and there is a need for a one stop ambulatory

primary care services facility.

CONTRACT DURATION: Two years, slated to commence Summer of 2024 with anticipated

completion in Summer 2026.

PROCUREMENT: A Request for Qualifications was posted in the City Record and sent

directly to 6 vendors, including on December 7, 2023; a pre-

proposal conference was held on December 21, 2023, with 29

vendors in attendance; 8 statements of qualifications were received

by the submittal deadline of January 29, 2024, and 3 firms with top

scores were short-listed for the RFP phase; on February 21, 2024,

NYC Health + Hospitals issued a Request for Proposals (RFP) for

the engineering design and construction of the project; on March 8,

2024, initial proposals were received from the 3 shortlisted vendors;

on March 14, 2024, the three vendors made presentations to the

evaluation committee; on March 20, 2024, the Contractor received

the highest overall score.

PRIOR EXPERIENCE: Gilbane has undertaken 7 prior projects for the City of New York

and New York City Health + Hospitals and has 3 scores of good, 3

scores of excellent and one of satisfactory;

CONTRACT AMOUNT: $30,000,000.

PASSPORT APPROVAL: Approved

EEO APPROVAL: Pending

MWBE STATUS: Contractor has committed to a 35% MWBE contract goal.

To: Colicia Hercules

Chief of Staff, Office of the Chair

From: Franco Esposito

Senior Counsel

Office of Legal Affairs

Re: Vendor Responsibility, EEO and MWBE status for Board review of contract

Vendor: Gilbane Building Co.

Date: March 21, 2024

The below information indicates the vendor’s status as to responsibility, EEO and MWBE as

provided by the Office of Facilities Development and Supply Chain:

Vendor Responsibility

EEO

MWBE

Approved

Pending

35%

Request to Award Contract

to Gilbane Building Company

for NYC Health + Hospitals/Gotham Far

Rockaway Ambulatory Clinic Design-Build

Board of Directors Meeting

April 25, 2024

Theodore Long, MD, SVP, Ambulatory Care and Population Health

Manuel Saez, PhD, VP, OFD

Oscar Gonzalez, AVP, OFD

Tamika Campbell, Director, OFD

 Authorizing New York City Health and

Hospitals Corporation (the “NYC

Health + Hospitals”) to execute

a design-build contract with Gilbane

Building Company,

(the “Contractor”) to build a new

clinic for Gotham Health in Far

Rockaway for a contract amount of

$30,000,000.

For Board Consideration

Background: Gotham Health in Queens

Gotham Health operates 30 locations Citywide and 8 in

Queens. 53,734 patient visits in 2022 at Queens sites

GOTHAM QUEENS PRACTICES

 Junction

 Lefrak

 Ridgewood

 Woodside

 Parsons

 Springfield Gardens

 South Queens

 Roosevelt COE

Background

⮚ Far Rockaway is a community that needs additional healthcare resources. In

the 2022 Community Health Needs assessment conducted by H+H:

⮚ Queens residents shared that their top poor health outcomes as diabetes, high blood

pressure, mental health issues, and obesity.

⮚ 57% of Queens residents have one or more chronic conditions

⮚ Cancer and Heart Disease are the leading causes of premature death.

⮚ According to the DOHMH 2018 Community Health Profile of Queens

Community District 14

⮚ 10% of adults report going without needed medical care in the past 12 months

⮚ Avoidable hospitalizations among adults are 1,345 per 100k; nearly 1/3 higher than

the rate in Queens or the rest of NYC

⮚ 15% of adults have diabetes and 34% have high blood pressure, both substantially

higher than in the rest of Queens or NYC.

⮚ These are leading risk factors for heart disease and stroke, and are diagnosed and

treated in primary care.

⮚ The new Far Rockaway Clinic seeks to fill the void and become a valuable

resource for this community.

⮚ The Board of Directors approved a lease agreement for this space in March

2023

Proposed Future State

⮚ Looking to create a comprehensive, community-based health center that is a

state-of-art, one stop ambulatory primary care services

⮚ This new clinic will allow Gotham Health to enhance accessibility and provide a

single location to meet the health and wellness needs of our patient population.

⮚ The new health center will offer a variety of primary and specialty services:

⮚ Adult Primary Care

⮚ Pediatric Care

⮚ OB/GYN

⮚ Dental

⮚ Vision

⮚ Behavioral Health

⮚ Radiology/ Imaging

⮚ CT Scan, X-ray, 3D Mammography, Bone Density, Ultrasound

⮚ Far Rockaway Clinic will be directly located across from the Beach 36th train

station and three blocks east of the LIRR

⮚ 22,819 total square feet including 449 sf lobby and 22,370 clinic

⮚ Minimum criteria:

⮚ Satisfactory Design Build Services in

Healthcare Facilities for five similar

projects each over $15 Million.

⮚ Experience holding construction

contracts for public owners

⮚ M/WBE plan, waiver, or certification

⮚ Evaluation Committee:

⮚ Director, OFD

⮚ Assistant Director, OFD

⮚ Director of Engineering, Gotham

Health

⮚ Director of Capital, Gotham Health

⮚ Director of Capital (2x), OFD

⮚ Senior Director, OFD

⮚ Deputy Director, Ambulatory Care

⮚ Sr. Director, EITS

RFP Criteria

Two Step Selection Process

1. Scoring Criteria (RFQ)

⮚ Overall Approach & Methodology 20%

⮚ Firm Experience 40%

⮚ Staff Qualifications

30%

⮚ MWBE Status or MWBE Utilization Plan 10%

2. Scoring Criteria (RFP)

⮚ Project Specific Approach & Methodology 40%

⮚ Firm experience 10%

⮚ Qualifications of Consultant & Staffing 20%

⮚ Cost Proposals 20%

⮚ MWBE Status or MWBE Utilization Plan 10%

⮚ 12/07/23: RFQ Released and posted on City Record, sent directly to 6 vendors

⮚ 12/21/23: Pre-proposal conference held, 29 vendors attended

⮚ 01/29/24: SOQs due, 8 statement of qualification packages received

⮚ 02/05/24: Evaluation Committee debriefed and submitted final scores.

⮚ 02/21/24: Top 3 firms notified of moving into RFP phase. RFP released only to those 3

vendors.

⮚ 02/23/24: Top 3 firms conducted walkthrough of Far Rockaway facility

⮚ 03/08/24: RFP proposals due, 3 proposals received

⮚ 03/14/24: Vendors presentation by all 3 firms to the evaluation committee

⮚ 03/19/24: Evaluation committee debriefed and submitted final scores.

⮚ 03/20/24: The highest rated proposer was Gilbane Building Company

Overview of Procurement

 Contract amount is $30,000,000

 Gilbane is a current Construction Management Pool Vendor, and has an

excellent score from a Woodhull Roof Project. There are 7 scores in MOCS, 3

Good, 3 Excellent, and 1 Satisfactory.

 Project has an expected duration of 2 years, starting in Summer 2024 and

completing summer 2026.

 Have committed to a 35% MWBE plan:

Design Build Contract

MWBE Vendor Subcontracted SOW Certification UP Goal %

Group PMX

Construction Management

Support Service

NYC/NYS Hispanic/Male

35%

Legacy Engineers MEP/FP Engineers NYC/NYS Black/Male

Ysrael A. Seinuk PC Structural Engineer NYC/NYS Asian/Male

Cline Bettridge Bernstein

Lighting Design

Lighting Designer NYC/NYS Non-Minority/Female

Municipal Expediting, Inc. Expeditor NYC/NYS Non-Minority/Female

Shen Milsom & Wilke, LLC

Medical Equipment, Acoustics,

IT, AV, Security

NYC Non- Asian/Male

Performance Evaluation

Vendor Performance Evaluation

Gilbane

DESCRIPTION ANSWER

Did the vendor meet its budgetary goals, exercising reasonable efforts to contain costs, including change order pricing?

Yes

Has the vendor met any/all of the minority, women and emerging business enterprise participation goals and/or Local

Business enterprise requirements, to the extend applicable?

Yes

Did the vendor and any/all subcontractors comply with applicable Prevailing Wage requirements?

Yes

Did the vendor maintain adequate records and logs, and did it submit accurate, complete and timely payment requisitions,

fiscal reports and invoices, change order proposals, timesheets and other required daily and periodic record submissions

(as applicable)?

Yes

Did the vendor submit its proposed subcontractors for approval in advance of all work by such subcontractors?

Yes

Did the vendor pay its suppliers and subcontractors, if any, promptly?

Yes

Did the vendor and its subcontractors perform the contract with the requisite technical skill and expertise?

Yes

Did the vendor adequately supervise the contract and its personnel, and did its supervisors demonstrate the requisite

technical skill and expertise to advance the work

Yes

Did the vendor adequately staff the contract?

Yes

Did the vendor fully comply with all applicable safety standards and maintain the site in an appropriate and safe condition?

Yes

Did the vendor fully cooperate with the agency, e.g., by participating in necessary meetings, responding to agency orders

and assisting the agency in addressing complaints from the community during the construction as applicable?

Yes

Did the vendor adequately identify and promptly notify the agency of any issues or conditions that could affect the quality of

work or result in delays, and did it adequately and promptly assist the agency in resolving problems?

Yes

Performance and Overall Quality Rating Satisfactory Excellent

71% ‐ 80% ‐‐‐‐‐‐‐‐ Satisfactory

81% ‐ 90% –‐‐‐‐‐‐ Good

91% ‐ 100% ‐‐‐‐‐‐‐ Excellent

Project Budget

Far Rockaway Clinic Design Build

Design Build

$30,000,000

⮚ Our current lease with the building owner allows for two rent-free years

to accommodate the space’s buildout, commencing when the landlord

completes their scope.

⮚ Seeking contract approval to ensure we can maximize the rent free

period to complete construction

⮚ Following Design-Build best practices, we will enter into negotiations

with the vendor and if those negotiations result is an increase above

the approved $30M, we will come back to the Board for additional

approval.

 Authorizing New York City Health and

Hospitals Corporation (the “NYC

Health + Hospitals”) to execute a

design-build contract with Gilbane

Building Company, (the

“Contractor”) to build a new clinic

for Gotham Health in Far Rockaway

for a contract amount of $30,000,000.

Board Approval Request

April 2024

RESOLUTION - 10

Authorizing the New York City Health and Hospitals

Corporation (“NYC Health + Hospitals”) to execute a

contract with Jemco Electrical Contractors, Inc. (the

“Contractor”), to undertake Essential Electrical System

(EES) work at NYC Health + Hospitals/North Central

Bronx (“NCB”) for a contract amount of $7,625,488, with

a 15% project contingency of $1,143,824, to bring the total

cost not to exceed $8,769,312.

WHEREAS, NCB has all emergency electrical services on a single emergency distribution

system, but the current National Fire Protection Association code requires 3 separate distribution

branches for category 1 patient care spaces; and

WHEREAS, all emergency circuits on existing distribution panels and downstream panel

boars needs to be broken into the three essential branches of life safety, critical systems, and

equipment; and

WHEREAS, the EES work includes: the construction of a new room to house emergency

electrical and associated equipment, tracing all existing emergency circuitry, providing new

distribution equipment and Automatic Transfer Switches for major equipment loads, installing

new conduit and wiring to relocate emergency circuits into new equipment, transferring existing

loads to new equipment with shutdowns sequenced to minimize hospital interruptions,

demolishing existing equipment boards once transfers are completed; and

WHEREAS, in accordance with Operating Procedure 100-5 a solicitation was issued,

pursuant to which bids were received and publicly opened on February 27, 2024, and NYC Health

+ Hospitals determined that the Contractor submitted the lowest responsible bid; and

WHEREAS, the Contractor has met all, legal, business and technical requirements and is

qualified to perform the services as required in the contract documents; and

WHEREAS, the overall responsibility for the administration of the proposed contract shall

be with the Vice President, Facilities Development.

NOW, THEREFORE, be it

RESOLVED that the New York City Health and Hospitals Corporation be and hereby is

authorized to execute a contract with Jemco Electrical Contractors, Inc. for a contract amount of

$7,625,488, with a 15% project contingency of $1,143,824, to bring the total cost not to exceed

$8,769,312 to undertake the EES work at NCB.

April 2024

EXECUTIVE SUMMARY

NORTH CENTRAL BRONX HOSPITAL

TYPE 1 ESSENTIAL ELECTRICAL SYSTEM CONTRACT

JEMCO ELECTRICAL CONTRACTORS INC.

CONTRACT SCOPE: Essential Electrical Services for category/type 1 patient care

spaces.

NEED: NYC Health + Hospitals/NCB needs electrical services to comply

with the current National Fire Protection Association Code.

CONTRACT DURATION: 24 months, slated to commence Summer 2024 (or earlier) with

anticipated completion by Summer 2026.

PROCUREMENT: A competitive sealed bid was issued on 1/30/2024; the pre-bid on

site visits were held on 2/6/2024 and 2/7/2024; three contractors

submitted bids with the lowest responsible and responsive bidder

being Jemco Electrical Contractors Inc. for a contract of $7,625,488.

PRIOR EXPERIENCE: Jemco Electrical Contractors Inc. is a current and prior NYC Health

+ Hospitals JOCs Electrical Contractor and received a rating of good

and excellent. They have also previously worked on projects for

City agencies and have received two ratings of excellent and four

ratings of good.

CONTRACT AMOUNT: $7,625,488

PASSPORT APPROVAL: Approved

EEO APPROVAL: Approved

MWBE STATUS: The Contractor has committed to a 35% MWBE subcontractor

utilization plan.

To: Colicia Hercules

Chief of Staff, Office of the Chair

From: Franco Esposito

Senior Counsel

Office of Legal Affairs

Re: Vendor Responsibility, EEO and MWBE status for Board review of contract

Vendor: Jemco Electrical Contractors, Inc.

Date: March 21, 2024

The below information indicates the vendor’s status as to responsibility, EEO and MWBE as

provided by the Office of Facilities Development and Supply Chain:

Vendor Responsibility

EEO

MWBE

Approved

35%

Request to Award Contract to

Jemco Electrical Contractors Inc. for

Type 1 Essential Electrical System(EES) Project

at NYC Health + Hospitals/North Central Bronx

Hospital

Board of Directors Meeting

April 25, 2024

Christopher Mastromano, CEO, NYC H+H/NCB

Ellen Barlis, CFO, NYC H+H/NCB

Manuel Saez, PhD, VP, OFD

Oscar Gonzalez, SAVP, OFD

Erin Egan, Senior Director, OFD

Hiba Hadeed, Director , OFD

For Board Consideration

Authorizing the New York City Health and

Hospitals Corporation (“NYC Health + Hospitals”)

to execute a contract with Jemco Electrical

Contractors, Inc. (the “Contractor”), to

undertake Essential Electrical System (EES)

work at NYC Health + Hospitals/North Central

Bronx (“NCB”) for a contract amount of

$7,625,488, with a 15% project contingency of

$1,143,824, to bring the total cost not to exceed

$8,769,312.

 North Central Bronx Hospital currently has all its emergency

electrical services on a single emergency distribution system.

Current National Fire Protection Association (NFPA) code requires

three (3) separate distribution branches for category 1 patient care

spaces.

 All emergency circuits on existing distribution panels and

downstream panel boards need to be broken into the three

essential branches.

 Life safety

 Critical systems

 Equipment

 New emergency electrical room and associated equipment will

need to be provided to accommodate this change

Program Background/ History

Construction Scope & Schedule

 Type 1 Essential Electrical System (EES) anticipate scope of work:

 Construction of new electrical room

 Trace all existing emergency circuitry

 Provide new distribution equipment and Automatic Transfer

Switches (ATS) for major equipment loads

 Install new conduit and wiring to relocate existing emergency

circuits into new equipment

 Transfer existing loads to new equipment with shutdowns

sequenced to minimize hospital interruptions

 Demolition of existing equipment boards once transfers are

completed

 Expected to begin Summer 2024 (or earlier) with completion

expected by Summer 2026 (24 Months)

Overview of Procurement

 2/6 & 2/7 2024: Site tour for bidders; 13 Total contractors attended

 2/27/2024: Bid due date, (3) Three bids received

 3/8/2024: Determination of low bid finalized, and Jemco Electrical Contractors

Inc. was selected based on the lowest bid amount and responsibility

requirements.

Construction Contract

 Procurement is sourced via public bid

 Contract amount is $7,625,488

 Jemco is currently one of our JOCs Electrical Contractor (2023-2024) and served as a

previous JOCs General Contractor ( 2018-2020). Evaluations for both contracts were

rated 84% and 93% respectively. Additionally, the ratings listed in MOCs included 2

Excellent and 4 Good.

 Expected to begin Summer 2024 (or earlier) with completion expected by Summer

2026 (24 Months)

 Jemco Electrical Contractor Inc. Has committed to a 35% MWBE subcontractor

utilization plan presented below

Subcontractor Certification Supplies/Services Utilization Plan % Utilization $s

AMG Demolition Inc MBE Demolition 2% $152,510

Eutscher & Daughter Inc

WBE Door and Hardware Fabrication 2% $152,510

Turtle & Hughes

MBE

Switchgear, Electrical Material (pipe,

wire)

21% $1,601,352

Park Ave Building & Roofing Supplies

MBE General Construction Material 5% $381,274

LB Consulting Inc MBE CPM Scheduling 2% $152,510

Tedco Group Inc MBE HVAC/Mechanical 3% $228,765

Total 35% $2,668,921

Performance Evaluation

Vendor Performance Evaluation

Jemco Electrical Contractors Inc,

DESCRIPTION ANSWER

Did the vendor meet its budgetary goals, exercising reasonable efforts to contain costs, including change order

pricing?

Yes

Has the vendor met any/all of the minority, women and emerging business enterprise participation goals and/or

Local Business enterprise requirements, to the extend applicable?

Yes

Did the vendor and any/all subcontractors comply with applicable Prevailing Wage requirements? Yes

Did the vendor maintain adequate records and logs, and did it submit accurate, complete and timely payment

requisitions, fiscal reports and invoices, change order proposals, timesheets and other required daily and periodic

record submissions (as applicable)?

Yes

Did the vendor submit its proposed subcontractors for approval in advance of all work by such subcontractors? Yes

Did the vendor pay its suppliers and subcontractors, if any, promptly? Yes

Did the vendor and its subcontractors perform the contract with the requisite technical skill and expertise? Yes

Did the vendor adequately supervise the contract and its personnel, and did its supervisors demonstrate the

requisite technical skill and expertise to advance the work

Yes

Did the vendor adequately staff the contract? Yes

Did the vendor fully comply with all applicable safety standards and maintain the site in an appropriate and safe

condition?

Yes

Did the vendor fully cooperate with the agency, e.g., by participating in necessary meetings, responding to agency

orders and assisting the agency in addressing complaints from the community during the construction as applicable?

Yes

Did the vendor adequately identify and promptly notify the agency of any issues or conditions that could affect the

quality of work or result in delays, and did it adequately and promptly assist the agency in resolving problems?

Yes

Performance and Overall Quality Rating Satisfactory Good

71% ‐ 80% ‐‐‐‐‐‐‐‐ Satisfactory

81% ‐ 90% –‐‐‐‐‐‐ Good

91% ‐ 100% ‐‐‐‐‐‐‐ Excellent

Project Budget

North Central Bronx ‐ Type 1 Essential Electrical System(EES) Project

Construction $7,625,488

Project Contingency (15%) $1,143,824

Total $8,769,312

*Full funding for this project has been allocated and CP is approved

Board Approval Request

Authorizing the New York City Health and

Hospitals Corporation (“NYC Health +

Hospitals”) to execute a contract with Jemco

Electrical Contractors, Inc. (the

“Contractor”), to undertake Essential

Electrical System (EES) work at NYC

Health + Hospitals/North Central Bronx

(“NCB”) for a contract amount of $7,625,488,

with a 15% project contingency of

$1,143,824, to bring the total cost not to

exceed $8,769,312.

April 2024

RESOLUTION - 11

Authorizing the New York City Health and Hospitals Corporation (“NYC

Health + Hospitals”) to execute a Customer Installation Commitment

contract (“CIC”) with the New York Power Authority (“NYPA”) for

an amount not-to-exceed $5,837,585, including an 10% construction

contingency of $401,249, for a term of 18 months, for the planning,

design, procurement, construction, construction management and

project management services necessary for lighting upgrades at New

York City Health + Hospitals/Coler, (the “Project”).

WHEREAS, effective January 1, 2021, the City of New York (the “City”), through DCAS, NYC Health +

Hospitals, the City University of New York, and the Board of Education of the City School District of the City of

New York entered into the Energy Efficiency-Clean Energy Technology Program (“ENCORE III”) Agreement with

NYPA that establishes the framework for NYPA to manage energy related-projects for City agencies and affiliated

entities; and

WHEREAS, in April 2019, the City passed Local Law 97 where City-owned buildings are mandated to

reduce their operational emissions 40 percent by 2025, 50 percent by 2030, and 80 percent by 2050; and

WHEREAS, the City, through DCAS, has allocated capital funding for building infrastructure

improvements and upgrades to lower energy costs, increase energy efficiency and reduce energy and greenhouse

gas emissions of municipal operations at City-owned buildings to comply with Local Law 97; and

WHEREAS, NYC Health + Hospitals has determined that it is necessary to upgrade lighting at New York

City Health + Hospitals/Coler by undertaking the Project to improve the lighting systems, as well as increase

efficiency of lighting and achieve compliance; and

WHEREAS, NYPA undertook the procurement of the Project pursuant to our Encore II agreement;

and

WHEREAS, the Project cost pursuant to NYPA’s procurement is $5,837,585 and will be funded with

DCAS Capital; and

WHEREAS, NYPA has determined that the Project will result in an annual energy savings of 1,444,170

KWh which represent approximately $360,843 in annual energy savings; and

WHEREAS,

the NYC Health + Hospitals’ Office of Facility Development will be responsible for the

management of the proposed agreement.

NOW, THEREFORE, be it

RESOLVED, the New York City Health and Hospitals Corporation to execute a Customer Installation

Commitment with the New York City Department of Citywide Administrative Services and the New York Power

Authority for an amount not-to-exceed $5,837,585, including a 10% construction contingency of $401,249, for a

term of 18 months, for the planning, design, procurement, construction, construction management and project

management services necessary for lighting upgrade at NYC Health + Hospitals/ Coler.

April 2024

EXECUTIVE SUMMARY

NYC HEALTH + HOSPITALS/COLER

ENERGY EFFICIENCY UPGRADES

OVERVIEW: NYC Health + Hospitals seeks for lighting upgrades at NYC Health

+ Hospitals/Coler to improve lighting systems, improve energy efficiency and achieve legal

compliance. NYPA undertook the procurement of the Project pursuant to our Encore II agreement

SCOPE: The scope of work for the Project includes but is not limited to the following:

 Replace florescent and HID light fixtures with LED

 Install vacancy, occupancy, and daylight lighting controls as needed

PROCUREMENT

&TERMS: NYPA has procured the Project (19 proposals were received) and has submitted a final total

project cost to NYC Health + Hospitals of $5,837,585, including 10% construction contingency

of $401,249

. The proposed contract will be for 18 months.

SAVINGS: Electrical:

Energy Consumption Savings (quantity): 1,444,170 kilowatt-hours (KWh)

Annual Electric Energy Savings (dollars): $360,843

FINANCING: DCAS Capital.

SCHEDULE: Completion by Fall 2025.

Request to Award Customer Installation

Commitment with

New York Power

Authority for Lighting Upgrade at NYC

Health + Hospitals/Coler

Manny Saez, VP, Office of Facilities Development

Oscar Gonzalez, Sr. AVP, Office of Facilities Development

Omer Cabuk, Sr. Director, Office of Facilities Development

Board of Directors Meeting

April 25, 2024

For Board Consideration

Authorizing the New York City Health + Hospitals

Corporation (“NYC Health + Hospitals”) to execute a

Customer Installation Commitment contract

(“CIC”) with the New York Power Authority

(“NYPA”) for an amount not-to-exceed $5,837,585,

including an 10% construction contingency of

$401,249, for a term of 18 months, for the planning,

design, procurement, construction, construction

management and project management services

necessary for lighting upgrades at New York City

Health + Hospitals/Coler, (the “Project”).

Project Background

 NYC Health + Hospitals / Coler has mostly T8 & T5 lighting fixtures

that have inefficient fluorescent light bulbs

 Due to a lack of automated controls, many of the light fixtures in

unoccupied areas stay on 24/7

 Fluorescent bulbs need to be replaced every 10,000-15,000 hours

 The fluorescent lamps contain toxic materials since the mercury

and phosphorus inside are hazardous

Project Scope and Benefits

 This project will significantly reduce the system’s emissions, with the GHG reductions

of 460 metric tons

 Will support NYC’s Local Law 97 GHG reduction goals

 Annual energy savings are projected at 1,444,170 KWh equating to utility cost

savings of $360,843

 The new LED light fixtures 75,000 hour life span than is much longer than the current

light fixtures’ life span.

 The LED light fixtures will have balanced light levels creating inviting space for both

staff and patients.

 The current light bulbs contain mercury, which have to be handled as hazardous

waste when thrown away. The new light bulbs do not contain mercury, and are safe to

dispose.

 Scope of Work

 Replace the existing 11,352 T8 & T5 light fixtures containing fluorescent bulbs with

energy-efficient LED fixtures

 Install vacancy, occupancy, and daylight lighting controls as needed

 Spaces that experience extended periods of vacancy will have automated lighting

controls, such as offices, conference rooms, kitchens, lunch rooms, and staircases

(with dimming feature).

Existing and Proposed Lighting Fixtures

Existing

Proposed

Existing & Proposed Lighting Controls

Existing

Proposed

Manual Switches Automated Controls

Our Relationship with NYPA

ENCORE III AGREEMENT

H+H CUNY DCAS BOE

NYPA

 Encore III has been executed as of January 1, 2021.

 Turnkey project delivery through NYPA’s Direct Install (D-I) Program

NYPA Procurement Path

 NYPA selected Macan Deve Engineers, a WBE, as construction manager for

this project; whose service was acquired through public competitive bidding.

 Macan Deve Engineers subcontracted lighting installation services through

pool of pre-qualified Direct-Install service providers.

PROJECT LOGISTICS:

 All project logistics will be carefully coordinated with the Facility Management

staff, no impact is expected to facility operations as well as patient care during

construction.

MWBE Summary

 The vendor is an MWBE.

 Total contract amount is $5,837,585

 MWBE contract amount is $4,601,739

 Project is expected to last 18 months and expected completion is

Fall 2025

Project Budget

Coler Lighting Upgrade

NYPA Project Mgmt. & Administrative

Services*

$ 1,185,846

Macan Deve

Eng. Construction Management

& Installation Contract

$ 4,200,490

Contingency (10%) $ 401,249

Hazardous Waste Disposals $ 50,000

Total $ 5,837,585

 Funding for this project is secured through a partnership with DCAS

Division of Energy Management using City Capital Funds. DCAS has

committed to fully covering the total project cost, amounting to $5,837,585.

*Administrative services include but not limited to engineering & design oversight, procurement services,

management of hazardous waste disposal and related environmental compliance, coordination of special inspections

and legal support as needed.

Board Request for Approval

Authorizing the New York City Health + Hospitals

Corporation (“NYC Health + Hospitals”) to execute a

Customer Installation Commitment contract

(“CIC”) with the New York Power Authority

(“NYPA”) for an amount not-to-exceed $5,837,585,

including an 10% construction contingency of

$401,249, for a term of 18 months, for the planning,

design, procurement, construction, construction

management and project management services

necessary for lighting upgrades at New York City

Health + Hospitals/Coler, (the “Project”).

April 2024

RESOLUTION - 12

Authorizing New York City Health and Hospitals

Corporation (the “NYC Health + Hospitals”) to execute a

design-build contract with Sweet Group of New York

LLC, (the “Contractor”) to undertake a labor and

birthing suite renovation at New York City Health +

Hospitals/Woodhull for a contract amount of $14,816,993,

with a 10% project contingency of $1,481,699, to bring the

total cost not to exceed $16,298,693.

WHEREAS, Woodhull Hospital’s labor and birthing suite is extremely busy and needs

major modifications to keep up with growing demand and ensure higher levels of collaboration;

and

WHEREAS, the labor and birthing suite renovation will result in an enlarged OR suite for

more equipment and better workflow, improved recovery area and nurse station, family comfort

space to support partners and families among other improvements; and

WHEREAS, to procure the required services the NYC Health + Hospitals utilized a

design-build delivery approach as authorized by state legislation in December, 2019; and; and

WHEREAS, as approved by the CRC on March 12, 2024, a Request for Qualifications

was posted in the City Record and sent directly to 6 vendors, including on September 29, 2023; a

pre-proposal conference was held on October 18, 2023, with 31 vendors in attendance; 6

statements of qualifications were received by the submittal deadline of November 8, 2023, and 4

firms with top scores were short-listed for the RFP phase and one firm withdrew due to staffing

bandwidth; on January 19, 2024, NYC Health + Hospitals issued a Request for Proposals (RFP)

for the engineering design and construction of the project; on February 9, 2024, initial proposals

were received from the 5 shortlisted vendors; during the week of February 12, 2024, the vendors

presented their approach to the evaluation committee, and provided presentations on February 15,

2024; on February 22, 2024, the Contractor received the highest overall score; and

WHEREAS, the Contractor has committed to an MWBE subcontracting plan of 36%; and

WHEREAS, the overall responsibility for the administration of the proposed contract shall

be with the Vice President, Facilities Development.

NOW, THEREFORE, be it

RESOLVED that NYC Health + Hospitals be and hereby is authorized to execute a design-

build contract with Sweet Group of New York LLC to undertake the labor and birthing suite

renovation at NYC Health + Hospitals/Woodhull for a contract amount of $14,816,993, with a

10% project contingency of $1,481,699, to bring the total cost not to exceed $16,298,693.

April 2024

EXECUTIVE SUMMARY

WOODHULL HOSPITAL

LABOR AND BIRTHING SUITE RENOVATION PROJECT

SWEET GROUP OF NEW YORK LLC

CONTRACT SCOPE: Design and construction of the labor and birthing suite

NEED: NYC Health + Hospitals facilities needs design and construction

services to undertake the renovation of the labor and birthing suite

at NYC Health + Hospitals/Woodhull.

CONTRACT DURATION: Three years and an additional two one-year renewal terms, slated to

commence Summer of 2024 with anticipated completion in Summer

2027.

PROCUREMENT: Request for Qualifications was posted in the City Record and sent

directly to 6 vendors, including on September 29, 2023; a pre-

proposal conference was held on October 18, 2023, with 31 vendors

in attendance; 6 statements of qualifications were received by the

submittal deadline of November 8, 2023, and 4 firms with top scores

were short-listed for the RFP phase and one firm withdrew due to

staffing bandwidth; on January 19, 2024, NYC Health + Hospitals

issued a Request for Proposals (RFP) for the engineering design and

construction of the project; on February 9, 2023, initial proposals

were received from the 5 shortlisted vendors; during the week of

February 12, 2024, the vendors presented their approach to the

evaluation committee, and provided presentations on February 15,

2024; on February 22, 202, the Contractor received the highest

overall score.

PRIOR EXPERIENCE: Sweet Group of New York LLC has performed two projects for

NYC H+H with positive results.

CONTRACT AMOUNT: $14,816,993.

PASSPORT APPROVAL: Approved

EEO APPROVAL: Approved

MWBE STATUS: Contractor has committed to a 36% MWBE contract goal.

To: Colicia Hercules

Chief of Staff, Office of the Chair

From: Franco Esposito

Senior Counsel

Office of Legal Affairs

Re: Vendor Responsibility, EEO and MWBE status for Board review of contract

Vendor: Sweet Group LLC

Date: March 21, 2024

The below information indicates the vendor’s status as to responsibility, EEO and MWBE as

provided by the Office of Facilities Development and Supply Chain:

Vendor Responsibility

EEO

MWBE

Approved

36%

Request to Award Contract to Sweet of New York

LLC for Labor and Birthing Suite Renovation

Design-Build at

NYC Health + Hospitals/Woodhull

Board of Directors Meeting

April 25, 2024

Dr. Lisa Scott-McKenzie, COO, H+H/Woodhull

Manuel Saez, PhD, VP, OFD

Oscar Gonzalez, SAVP, OFD

Anniqua Brown, Senior Regional Director, OFD

Kristina “Kiki” Blazevski-Charpentier, Director, OFD

⮚ Authorizing New York City Health and Hospitals

Corporation (the “NYC Health + Hospitals”) to

execute a design-build contract with Sweet

Group of New York LLC, (the “Contractor”) to

undertake a labor and birthing suite

renovation at New York City Health +

Hospitals/Woodhull for a contract amount of

$14,816,993, with a 10% project contingency of

$1,481,699, to bring the total cost not to exceed

$16,298,693

For Board Consideration

Background / Current State

 The NYC Health + Hospitals/ Woodhull Labor and Birthing suite is very busy, with 1,069 births in

2020, 1,358 births in 2022 and 1,350 births in 2023.

 95% of all births at Woodhull have Midwife support

 Modifications are needed to improve patient care for both mom and baby and to enhance the

family experience.

 Labor and Birthing suite is approximately 11,000 SF on the 7

floor of Woodhull and includes:

 2 operating Rooms

 6 Labor, Delivery and Recovery Rooms

 Support spaces such as Nurse Station, On-call rooms, Clean- Sterile, etc.

 Also on the 7

floor is birthing Triage and 15 private mom and baby suites.

 Currently awaiting final sign off on the renovated NICU, and it is expected to reopen between end

of Spring and beginning of Summer 2024.

 Woodhull is designated “Baby Friendly USA”, an international standard to encourage bonding and

breastfeeding.

Proposed Future State

Modernize NYC Health + Hospitals/Woodhull’s labor and birthing ("L&B")

suite that to focused on the patient and family experience that attains the

following benefits:

⮚ Enlarged OR suite for more equipment, better workflow and new partner robing

⮚ Renovated and reorganized recovery area, nurse station and medicine room with

better access and visibility for better collaboration with Midwifery, Nursing, and

Physicians.

⮚ Upgraded L&B rooms with improved patient-oriented environment

⮚ Addition of birthing center rooms with birthing tubs for hydrotherapy while laboring

⮚ Family comfort space to support mother’s partners and families

⮚ More infrastructure to support equipment and controls

⮚ New simulation lab for staff

⮚ Additional scope includes reconfigured and renovated staff break room, locker

rooms, staff bathroom and on-call rooms

⮚ Additional scope includes decanting and interim configuration while construction

occurs

Renderings

New Enlarged Operating Room

Concept Axonometric

New Birthing Center Room

Concept Axonometric

Minimum criteria:

⮚ Design-build services for five similar projects

over $5 Million, with preferred healthcare and

clinical projects

⮚ Experience holding construction contracts for

public owners

⮚ M/WBE plan, waiver, or certification

⮚ Two Step Selection Process

1. Scoring Criteria (RFQ)

⮚ Overall Approach & Methodology 20%

⮚ Firm Experience 40%

⮚ Staff Qualifications 30%

⮚ MWBE Status or MWBE Utilization Plan 10%

2. Scoring Criteria (RFP)

⮚ Project Specific Approach & Methodology 40%

⮚ Firm experience 10%

⮚ Qualifications of Consultant & Staffing 20%

⮚ Cost Proposals 20%

⮚ MWBE Status or MWBE Utilization Plan 10%

RFQ and RFP Criteria

Evaluation Committee:

⮚ Director of Capital Budget and

Contract Controls, OFD

⮚ Director of Design, OFD

⮚ Assistant Director of Fiscal

Affairs, Finance

⮚ Director Information Services,

EITS

⮚ Deputy Chief Obstetrics,

Woodhull

⮚ Director of Nursing, Woodhull

⮚ Midwife Nurse, Woodhull

⮚ 9/29/23: RFQ Released and posted on City Record, sent directly to 6 vendors

⮚ 10/18/23: Pre-proposal conference held, 31 vendors attended

⮚ 11/08/23: SOQs due, 6 statement of qualification packages received

⮚ 12/22/23: Evaluation Committee debriefed and submitted final scores.

⮚ 01/19/24: Top 3 firms notified of moving into RFP phase. RFP released only to those 3

vendors.

⮚ 01/25/24: Top 3 firms conducted walkthrough of Woodhull facility

⮚ 02/12/24: RFP proposals due, 3 proposals received

⮚ 02/15/24: Vendors presentation by all 3 firms to the evaluation committee

⮚ 02/22/24: Evaluation committee debriefed and submitted final scores. The highest

rated proposer:

⮚ Sweet Group of New York, LLC

Overview of Procurement

Contract

⮚ Contract amount is $14,816,993.

⮚ Sweet Group has current contracts with NYC Health + Hospitals:

⮚ NYC Health + Hospitals/Bellevue New Patient Care Unit 19E as

general contractor

⮚ NYC Health + Hospitals/Queens Hospital N-Building 4th Floor

Behavioral Health Renovation

⮚ Both projects had rated the vendor excellent.

⮚ Expected to begin Summer 2024 with a three-year initial term and

two one-year renewal options exercisable at the discretion of NYC

Health + Hospitals.

⮚ Sweet Group has committed to a 36% sub-contractor utilization plan

presented in the next slide

Vendor Diversity

MWBE Vendor

Subcontracted

SOW Certification UP Goal %

Beam Enterprises, Inc. Demolition NYC/NYS Black/Male

36%

Cardoza Plumbing Corp Plumbing NYC/NYS Hispanic/Male

Eurotech Construction Corp Drywall NYC/NYS Non-Minority/Female

FCS Group, LLC Painting NYC/NYS Asian/Male

KND Licensed Electrical Electrical NYC/NYS Non-Minority/Female

Pro Tile Distributors Flooring Materials NYC Non-Minority/Female

Dwyer Architectural LLC Architecture NYS Non-Minority/Female

Lakhani & Jordan Engineers MEP Engineering NYC/NYS Asian/Male

Shen Milsom & Wilke Acoutics &AV/IT NYC/NYS Asian/Male

Ysrael A. Seinuk PC Structural Engineers NYC/NYS Asian/Male

Environmental Planning & Management, Inc. Harzadous Material Consulting NYC/NYS Non-Minority/Female

Lumen Architects Lighting Design NYC/NYS Black/Male

JC Ryan Ebco H&G LLC Hardware Supplies NYC/NYS Non-Minority/Female

Performance Evaluation

Vendor Performance Evaluation

Sweet Group

DESCRIPTION ANSWER

Did the vendor meet its budgetary goals, exercising reasonable efforts to contain costs, including change order pricing?

Yes

Has the vendor met any/all of the minority, women and emerging business enterprise participation goals and/or Local

Business enterprise requirements, to the extend applicable?

Yes

Did the vendor and any/all subcontractors comply with applicable Prevailing Wage requirements?

Yes

Did the vendor maintain adequate records and logs, and did it submit accurate, complete and timely payment requisitions,

fiscal reports and invoices, change order proposals, timesheets and other required daily and periodic record submissions

(as applicable)?

Yes

Did the vendor submit its proposed subcontractors for approval in advance of all work by such subcontractors?

Yes

Did the vendor pay its suppliers and subcontractors, if any, promptly?

Yes

Did the vendor and its subcontractors perform the contract with the requisite technical skill and expertise?

Yes

Did the vendor adequately supervise the contract and its personnel, and did its supervisors demonstrate the requisite

technical skill and expertise to advance the work

Yes

Did the vendor adequately staff the contract?

Yes

Did the vendor fully comply with all applicable safety standards and maintain the site in an appropriate and safe condition?

Yes

Did the vendor fully cooperate with the agency, e.g., by participating in necessary meetings, responding to agency orders

and assisting the agency in addressing complaints from the community during the construction as applicable?

Yes

Did the vendor adequately identify and promptly notify the agency of any issues or conditions that could affect the quality of

work or result in delays, and did it adequately and promptly assist the agency in resolving problems?

Yes

Performance and Overall Quality Rating Satisfactory Excellent

71% ‐ 80% ‐‐‐‐‐‐‐‐ Satisfactory

81% ‐ 90% –‐‐‐‐‐‐ Good

91% ‐ 100% ‐‐‐‐‐‐‐ Excellent

Project Budget

Woodhull Labor and Birthing Design Build

Design Build

$14,816,993

Contingency (10%)*

$1,481,699

Total

$16,298,693

⮚ Design build proposed price will be negotiated while working towards

contract execution.

*This is NYC Health + Hospitals project contingency based on the design build contract price.

⮚ Authorizing New York City Health and Hospitals

Corporation (the “NYC Health + Hospitals”) to

execute a design-build contract with Sweet

Group of New York LLC, (the “Contractor”) to

undertake a labor and birthing suite

renovation at New York City Health +

Hospitals/Woodhull for a contract amount of

$14,816,993, with a 10% project contingency of

$1,481,699, to bring the total cost not to exceed

$16,298,693

Board Approval Request

April 2024

RESOLUTION - 13

Authorizing the Executive Director of MetroPlus Health Plan, Inc. (“MetroPlus

or “the Plan”) to negotiate and execute a contract with Deloitte Consulting,

LLP (“Deloitte”) to provide MetroPlus with testing resources for the

Plan’s new core processing system for an amount not to exceed

$9,500,000 for a total 26-month contract period.

WHEREAS, MetroPlus, a subsidiary corporation of NYC Health + Hospitals, is

a Managed Care Organization and Prepaid Health Services Plan, certified under

Article 44 of the Public Health Law of the State of New York; and

WHEREAS, the Plan requires a vendor to provide testing resources for its

transition to a new core processing system; and

WHEREAS, the Plan seeks a vendor to support this transition by providing

services that include test strategies, testing phases and data conversion testing; and

WHEREAS, an RFP for Consulting Partner services was issued in compliance

with MetroPlus’ contracting policies and procedures; and

WHEREAS, Deloitte Consulting, LLP was the vendor selected to provide these

services; and

WHEREAS, on March 28, 2024, the MetroPlus Board of Directors considered

and approved the submission of the resolution to the Board of Directors of the NYC

Health + Hospitals, for the proposed contract between MetroPlus and Deloitte

Consulting, LLC.

NOW THEREFORE, be it

RESOLVED, that the Executive Director of MetroPlus Health Plan, Inc.

(“MetroPlus or “the Plan”) is hereby authorized to negotiate and execute a contract

with Deloitte Consulting, LLP (“Deloitte”) to provide MetroPlus with testing resources

for the Plan’s new core processing system for an amount not to exceed $9,500,000 for

a total 26 month contract period.

April 2024

EXECUTIVE SUMMARY

OVERVIEW: MetroPlus seeks a vendor to provide testing resources for the

Plan’s transition to a new core processing system. The testing

services that support this transition include test strategies,

which consist of creating a timeline, building and executing test

scenarios, and data conversion testing. The Plan seeks a vendor

with a multi-phased approach to enable early detection and

resolution of defects to eliminate any high/critical defects to

leak into production.

PROCUREMENT: MetroPlus issued a Request for Proposals on October 10, 2023.

A pre-proposal conference was held on October 13, 2023, which

14 prospective vendors attended. 6 proposals were received, all

6 were deemed responsive and they were evaluated, and scored

by an Evaluation Committee based on quality of proposed

approach and adherence to the scope of work, relevance and

quality of experience, management & organizational capability,

cost and MWBE utilization plan or MWBE status.

Deloitte Consulting, LLP was selected on these criteria.

TERM: The term of the proposed initial agreement is 26 months.

MWBE: 30% MWBE utilization plan has been submitted.

MetroPlusHealth | Testing Resources

NYC Health + Hospitals Board of Directors Meeting

April 25

, 2024

Dr. Mitchell Katz, NYC H+H CEO

Dr. Talya Schwartz, MetroPlusHealth CEO

FOR BOARD OF DIRECTORS CONSIDERATION

 Authorizing the Executive Director of MetroPlus Health

Plan, Inc. (“MetroPlus or “the Plan”) to negotiate and

execute a contract with Deloitte Consulting, LLP

(“Deloitte”) to provide MetroPlus with testing

resources for the Plan’s new core processing

system for an amount not to exceed $9,500,000 for a total

26-month contract period.

BACKGROUND

 MetroPlusHealth selected a new Core Replacement System – HealthEdge, which was approved by the H+H board.

 The Core System is responsible for all the fundamental operational functions of a health plan. The implementation is a

company-wide effort and the anticipated timeline is 26 months. This strategic implementation plan will account for

multiple go-live events due to complexity.

 The Plan engaged with a management consulting vendor (Accenture) to oversee this highly complex implementation

and now is seeking a vendor to provide testing resources to ensure we achieve a seamless transition from the legacy

platform to new HealthEdge’s core admin and clinical platforms.

 Dozens of other applications, which the Plan utilizes, work with or through the Core System, and testing of the products

and their integration is intricate and requires significant technical testing skills.

 This component of the Request for Proposals (RFP) seeks testing resources that will support MetroPlusHealth with the

following:

 Test Strategy (Timeline, Build & Execution of Test Scenarios)

 Testing Planning, Coordination and Reporting 

 Defect Tracking and Management

 Testing Phases (Development, System Integration, User Acceptance, End-to-End, Parallel Testing & Performance)

 Data Conversion Testing

CORE PROCESSING SYSTEM (CPS) DRIVES ALL

ESSENTIAL PLAN FUNCTIONS

CPS is a healthcare payor engine and is

used to pay claims and manage the network

as well as members' eligibility and access to

care.

Functions of a Core Processing System

Membership

Insurance

Premium

Billing

Claims

Payment

Utilization, Care,

& Disease

Management

Provider

Contracts and

Payment Terms

Customer

Services

Healthcare

Benefits

HealthEdge

CPS OUTPUT

Integrated

Platform

Output

Claims

Processing and

Payment

Provider Network

Management

Care

Management

Financial Services

including Premium Billing

and Collection

Member

Enrollment

Consumer

Engagement

Benefit Administration

Analytics and

Insights

Reporting

Flexible Client

Setup

Salesforce (CRM)

Minimum Criteria

 Experience with implementation of a

HealthEdge system solution (HRP and

Guiding Care).

 Experience in testing large scale

platform transformation projects for a

health plan.

 MWBE utilization plan, waiver, or MWBE

certification.

MPH Evaluation Committee

 Deputy Chief Information

Officer

 Deputy Executive Director of

Core Systems

 VP Claims Operations 

 Budget Director

 VP of Business

Transformation 

 Senior Director of Business

Intelligence

Evaluation Criteria

 Quality of proposed approach and

adherence to SOW - 30%

 Relevance of quality of experience - 20%

 Management and organizational

capability - 20%

 Cost - 20%

 MWBE Utilization Plan - 10%

RFP CRITERIA

 10/10/2023 | Request for proposals (RFP) posted on City Record, and sent

directly to 24 Vendors.

 10/13/2023 | Pre-proposal conference held.

 10/30/2023 | Proposal due date, 6 vendors responded to the RFP.

 2/6/2024-3/4/2024 | Presentations and demonstrations occurred.

 3/7/2024 | Final scoring for the testing consulting component concluded.

 Deloitte ranked most favorably by the Evaluation Committee.

SELECTION PROCESS

 Extensive experience in testing large scale transformation initiatives for health

plans including HealthEdge implementations.

 Proposal and Deloitte’s testing strategy was in alignment with MetroPlusHealth’s

approach and provided a clear path for executing our testing strategy.

 Deloitte will enable and provide testing best practice, supporting standing up a

Testing Center Of Excellence and leveraging industry tools for MetroPlusHealth

to use during and after implementation.

 Deloitte was able to scale appropriately to ensure MetroPlusHealth will have the

proper amount of resources with the right skill sets.

PROPOSAL AND DEMONSTRATION

HIGHLIGHTS

 Deloitte has worked with almost all the large health plans across the country including

 Elevance/Anthem Highmark, CVS/Aetna, Cigna, Humana, HCSC, Kaiser.

 Point32Health, BCBS Arizona, BCBS Nebraska, Inland Empire, CareSource and Baylor

Scott & White which all have HealthEdge components.

 NY Health Plans Experience

 Anthem, Highmark, MVP Health, Oscar, HealthFirst.

 Have significant business with New York State Medicaid.

 Recent HealthEdge implementation experience

 5 HRP Implementations and 3 Guiding Care Implementations.

 Reference calls with multiple health plans

All had positive experiences working with Deloitte on testing for core replacement.

DELOITTE’S HEALTHPLAN EXPERIENCE

MWBE UTLIZATION PLAN

Vendor Name MWBE Vendor Subcontractor

SOW

Certification UP Goal %

Deloitte Consulting

LLP.

Briljent LLC Testing

Professional

services

NYC/NYS

WBE

30%

4Consulting Inc. Testing

Professional

Services

NYS

MBE/WBE

SOHO Square

Solutions

Testing

Professional

Services

NYC/NYS

MBE

CAYS Inc Testing

Professional

Services

NYS

MBE

BOARD APROVAL REQUEST

 Authorize the Executive Director of MetroPlus

Health Plan, Inc. (“MetroPlus or “the Plan”) to

negotiate and execute a contract with Deloitte

Consulting, LLP (“Deloitte”) to provide

MetroPlus with testing resources for the Plan’s

new core processing system for an amount not to

exceed $9,500,000 for a total 26-month contract

period.

April 2024

RESOLUTION – 14

Authorizing the Executive Director of MetroPlus Health Plan, Inc. (“MetroPlus” or the

“Plan”) to increase the spending authority for the current renewal period

ending December 31, 2024, by $1,250,000 for its current agreement with

Carahsoft, reseller of Salesforce, to cover additional Salesforce license costs

and to add Marketing Cloud as a new service, a comprehensive digital marketing

platform to improve engagement with members and providers.

Additionally, authorizing the Plan to execute a five-year best-interest extension

at a cost not to exceed $24,750,000 including a 15% contingency with

Carahsoft, to continue utilizing licenses for Salesforce, at a combined not-to-

exceed total of both authorizations of $26,000,000, for the current one-year

renewal period and the five-year best-interest extension period.

WHEREAS, MetroPlus, a subsidiary corporation of NYC Health + Hospitals, is a Managed

Care Organization and Prepaid Health Services Plan, certified under Article 44 of the Public Health

Law of the State of New York; and

WHEREAS, Salesforce is the Plan’s Customer Relationship Management (CRM) system

which assists in consolidating systems and tools required for Customer Service, Sales, Network

Relations, and other business areas to elevate employee efficiency and increase member and

provider satisfaction; and

WHEREAS, in 2020, Salesforce was selected through a Negotiated Acquisition process to

be the product for the new CRM system, and Carahsoft is the authorized government reseller of

Salesforce products; and

WHEREAS, on December 22, 2020, the MetroPlus Board of Directors authorized MetroPlus

to enter into a term of three (3) years with two (1 year) options to renew, with Carahsoft, for a

total contract cost not to exceed $9,727,165; and

WHEREAS, the original not-to-exceed amount was below the threshold requiring approval

of the NYC Health + Hospitals Board of Directors; and

WHEREAS, the Plan is currently in a one-year renewal period following the initial three-

year term;

WHEREAS, the Plan seeks to add additional licenses and also to add Marketing Cloud, a

comprehensive digital platform that will allow the Plan to manage marketing efforts across

multiple channels and touchpoints by providing tools to create, execute, and analyze personalized

and targeted consumer marketing campaigns; and

April 2024

WHEREAS, the Plan seeks to increase its spending authority for the current one-year

renewal period ending December 31 2024, by $1,250,000, for its agreement with Carahsoft,

reseller of Salesforce, to provide for the additional licenses and the addition of Marketing Cloud;

and

WHEREAS, the Plan is seeking a five-year extension in the best interests of the Plan, to

allow MetroPlus to benefit from the substantial investment the Plan made in the development of

the Salesforce system, which became operational in the first quarter of 2023, and which has many

years of useful life going forward, and to continue the successful experience of adding Salesforce

functionality to improve MetroPlus processes; and

WHEREAS, on March 28, 2024, the MetroPlus Board of Directors considered and approved

the submission of the resolution to the Board of Directors of the NYC Health + Hospitals, for the

proposed spending authority increase.

NOW THEREFORE, be it

RESOLVED, that the Executive Director of MetroPlus Health Plan, Inc. (“MetroPlus” or “the

Plan”) is hereby authorized to increase the spending authority for the current renewal period

ending December 31, 2024, by $1,250,000 for its current agreement with Carahsoft, authorized

reseller of Salesforce, for additional Salesforce license costs and to add Marketing Cloud as an

additional service.

Additionally, authorizing the Plan to execute a five-year best-interest extension at a cost

not to exceed of $24,750,000 including a 15% contingency with Carahsoft, to continue utilizing

licenses for Salesforce, at a combined not-to-exceed total of both authorizations of $26,000,000,

for the current one-year renewal period and the five-year best-interest extension period.

April 2024

EXECUTIVE SUMMARY

AUTHORIZING METROPLUS HEALTH PLAN, INC. TO INCREASE ITS CURRENT SPENDING

AUTHORITY AND NEGOTIATE AND EXECUTE A FIVE-YEAR BEST INTEREST EXTENSION

WITH CARAHSOFT TECHNOLOGY CORPORATION FOR THE SALESFORCE CONTRACT

BACKGROUND: MetroPlus, a subsidiary corporation of NYC Health + Hospitals, is a Managed

Care Organization and Prepaid Health Services Plan, certified under Article

44 of the Public Health Law of the State of New York. The Certificate of

Incorporation of MetroPlus reserves to NYC Health + Hospitals the power to

approve MetroPlus contracts, other than with NYC Health + Hospitals or a

health care service provider, with an annual value in excess of $3,000,000.

In 2020, Salesforce was selected through a Negotiated Acquisition process

to be the new Customer Relationship Management (CRM) system and

Carahsoft is the government reseller of Salesforce. On December 22, 2020,

the MetroPlus Board of Directors authorized MetroPlus to enter into a

contract with Carahsoft to provide licenses for Salesforce for a term of three

(3) years with two (1 year) options to renew for a total amount not to exceed

$9,727,165.

NEED: MetroPlus requires an extension of the agreement with Carahsoft, the

authorized government reseller of Salesforce products, to use Salesforce

licenses for the Customer Relationship Management (CRM) system,

including Marketing Cloud, to bring together systems and tools for

Customer Service, Sales, Network Relations, and other business areas – with

the intent to boost employee efficiency and improve member and provider

satisfaction. The Plan also requires the extension of the agreement to use

Salesforce Licenses, including Marketing Cloud, for a member and provider

portal for self-service and online tool for prospective members to choose

and enroll in the plan of their choice. The Plan also requires Salesforce

Licenses for a comprehensive digital platform that will allow MetroPlus to

manage marketing efforts across multiple channels and touchpoints by

providing tools to create, execute, and analyze personalized and targeted

consumer marketing campaigns.

PROPOSAL: Authorizing the Executive Director of MetroPlus Health Plan, Inc.

(“MetroPlus” or the “Plan”) to increase the spending authority for the current

renewal period ending December 31, 2024, by $1,250,000 for its current

agreement with Carahsoft, reseller of Salesforce, to cover additional

Salesforce license costs and to add Marketing Cloud as an additional service,

a comprehensive digital marketing platform to improve engagement with

members and providers.

April 2024

Additionally, authorizing the Plan to execute a five-year best-interest

extension at a cost not to exceed of $24,750,000 including a 15% contingency

with Carahsoft, to continue utilizing licenses for Salesforce, at a combined

not-to-exceed total of both authorizations of $26,000,000, for the current

one-year renewal period and the five-year best-interest extension period.

MetroPlusHealth | Salesforce CRM + Marketing Cloud

NYC Health + Hospitals Board of Directors Meeting

April 25

, 2024

Dr. Mitchell Katz, NYC H+H CEO

Dr. Talya Schwartz, MetroPlusHealth CEO

FOR BOARD OF DIRECTORS CONSIDERATION

 Authorizing the Executive Director of MetroPlus Health Plan, Inc. (“MetroPlus” or the

“Plan”) to increase the spending authority for the current renewal period ending

December 31

, 2024, by $1,250,000 for its current agreement with Carahsoft

Technology Corporation (“Carahsoft”), reseller of Salesforce, to cover

additional Salesforce license costs and to add Marketing Cloud as a new

service - a comprehensive digital marketing platform to improve engagement with

members and providers.

 Additionally, authorizing the Plan to execute a five-year best-interest extension at

a cost not to exceed $24,750,000, including a 15% contingency with Carahsoft,

to continue utilizing licenses for Salesforce, at a combined not-to-exceed total

of both authorizations of $26,000,000, for the current one-year renewal period

and the five-year best-interest extension period.

BACKGROUND

 MetroPlusHealth required a Customer Relationship Management (CRM)

system to bring together systems and tools for Customer Service, Sales,

Network Relations, and other business areas – with the intent to boost

employee efficiency and improve member and provider satisfaction.

 The Plan also requires a member and provider portals for self service and

online tool for prospective members to choose and enroll in the plan of their

choice.

 Salesforce offers all 3 solutions.

Goals of Salesforce / Carahsoft

 Improve member experience and overall

retention.

 Seamless data entry and reporting.

 Seamless point of contact (phone, text, email,

etc.).

 Integrated sales campaigns.

 Improved analytics and data in the field thus

resulting in greater production.

 Increased track territory development and track

penetration rate vs. competitors.

 Real time dashboards for staff performance

oversight.

 Lead generation, management, and

tracking.

 Simplified collaboration with other

MetroPlusHealth systems and databases.

 Improved efficiency and time management.

 Real-time updates and communication to

mass audience simultaneously.

 Allow alignment across all LOBs on a single

platform and view the entire lifecycle of our

members. members

Best-Interest Rationale

 The Plan entered into a contract with Carahsoft in December of 2020 and is currently in its first year of

the contract extension.

 At the time, the contract did not require approval of the NYC Health + Hospitals Board.

 Salesforce went live in February 2023, after 2 years of implementation.

 Original Salesforce contract first year extension (2024) – additional funding of $1.25M.

 Capacity expansion

 Addition of Salesforce Marketing Cloud

• Integrating Marketing Cloud will enhance member engagement, improve communication effectiveness, and enable

the Plan to deliver personalized experiences that resonate with members - driving meaningful interactions.

 Salesforce additional 5-year best interest contract: 1/1/2025-12/31/2029 at $24.75M.

 The Plan successfully implemented Salesforce and seeks to continue utilizing and expanding the

product to further enhance client experience and it would be cost prohibitive to switch to another

vendor after the significant implementation investment.

 Implementation took place over a two-year period with a substantial commitment of resources and

adoption by our members and providers through the respective portals.

*MetroPlusHealth has been offsetting $1.2M per year from our prior member and provider portals, which are included in

Salesforce.

SPENDING AUTHORITY REQUEST BREAKDOWN

MARKETING CLOUD |

A VERSATILE ARRAY OF APPLICATIONS AND BENEFITS

Enhance Provider Engagement

 Grow member share with provider groups and health systems.

Improve Quality

 Improve HEDIS measures with rewards programs and marketing journey mapping.

Augment Retention

Drive Member Acquisition

 In-store lead capturing and nurturing with lead scoring

 Maximizing re-targeting with first-party data

Evaluate Campaign Effectiveness

 Member retention marketing

Drive Member Acquisition

 Personalized new member campaigns

 In-store lead capturing and nurturing

 Maximizing re-targeting with first-party data

 Marketing campaign attribution

 ROI measurement with Sales Cloud and Health Cloud

BOARD OF DIRECTORS APROVAL REQUEST

 Authorizing the Executive Director of MetroPlus Health Plan, Inc. (“MetroPlus” or

the “Plan”) to increase the spending authority for the current renewal period

ending December 31

, 2024, by $1,250,000 for its current agreement with

Carahsoft Technology Corporation (“Carahsoft”), reseller of Salesforce, to

cover additional Salesforce license costs and to add Marketing Cloud as a

new service - a comprehensive digital marketing platform to improve engagement

with members and providers.

 Additionally, authorizing the Plan to execute a five-year best-interest extension

at a cost not to exceed $24,750,000, including a 15% contingency with

Carahsoft, to continue utilizing licenses for Salesforce, at a combined not-

to-exceed total of both authorizations of $26,000,000, for the current one-

year renewal period and the five-year best-interest extension period.