how

...TO ENSURE ACCESS TO CARE

...TO MAKE THE SYSTEM WORK BETTER

...TO SUPPORT LONG-TERM LIVING

UNITED HOSPITAL FUND ANNUAL REPORT 2008

United Hospital Fund Annual Report

Fiscal Year 2007-2008

Shaping Positive Change in Health Care

for the People of New York
The United Hospital Funds mission is to shape positive change in health
care for the people of New York. We advance policies and support
programs that promote high-quality, patient-centered health care
services that are accessible to all. We undertake research and policy
analysis to improve the financing and delivery of care in hospitals,
clinics, nursing homes, and other care settings. We raise funds and
give grants to examine emerging issues and stimulate innovative
programs. And we work collaboratively with civic, professional, and
volunteer leaders to identify and realize opportunities for change.

Contents

From the Chairman

From the President

Reshaping Care for Long-term Living

10

Making the System Perform Better

14

Ensuring Access to Care

18

Supporting Innovation through Philanthropy

23

Officers and Directors

24

Staff

25

Financial Report

28

Contributors

32

Opportunities to Help

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From the Chairman

Im always struck, in my role as chairman and as a board member for twenty-four years, by
how the United Hospital Fund brings together big-picture vision with an understanding of
the critical importance of details. Its a characteristic that sets the Fund apart from many
other organizations and that we believe is essential to creating positive change in New Yorks
health care.

J. BARCLAY COLLINS II
CHAIRMAN,
UNITED HOSPITAL FUND

Our vision is of a health care system that is accessible and affordable for all, financially
viable, and of the highest quality, a system that reaches beyond its component institutions
and individual missions to enhance the lives of all New Yorkers. Attaining that kind of
humane, effective system requires painstaking attention to the myriad puzzle pieces needed
to make it work to how all those pieces fit together to make the whole. It also requires
making something of a leap, one based not in faith but in facts to seek and use innovation
to reshape the pieces themselves, realign them as needed, and come up with new and better
approaches to persistent problems.
And that, too, is what sets the Fund apart its ability to develop and analyze the
groundwork on which innovation must be based, and also to nurture the creative thinking,
reasoned risk-taking, and translation into practical applications that are the fundamentals of
that innovation. Those abilities have been demonstrated repeatedly in the past year, in the
work of the Funds staff, led by our president, Jim Tallon, and in the work of all those
colleagues and collaborators in the larger health care community to whom the Fund has
given financial, technical, and organizational support.
That kind of vision, tempered by both practicality and humanity, was very much a part of
the character of one of the Funds longtime board members, contributors, and innovators,
Martha Farish Gerry, who died this year at the age of eighty-eight. She was actively
associated with the Fund for more than fifty years, serving on the board for thirty years,
including more than a decade as vice chairman. She will always be remembered for her
extraordinary generosity and leadership. Among her many legacies is the Funds annual
Tribute to Hospital Trustees, which she founded in 1991 and which continues today as one
of New Yorks premier health care events.
This year the Fund also gained a new Board member, Michael A. Stocker, MD, MPH,
former president and CEO of Empire Blue Cross Blue Shield. Dr. Stocker brings valuable
experience in health care and health care systems to the board, and we are delighted to
welcome him.
As we go to press, economic turmoil in some of our largest financial institutions is creating
the prospect of more New Yorkers in need of health care services they can no longer afford,
and a system even harder pressed to meet those needs. Its another compelling reason for the
Fund to continue its efforts and expand on its accomplishments. And just as all the
elements of the system are essential to its effective functioning, all the parts of our family are
essential to our ability to do that. We are grateful for the support of our donors, staff, and
colleagues, and look forward to continuing those partnerships as we focus on the challenges
and opportunities ahead.

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JAMES R. TALLON, JR.

PRESIDENT, UNITED HOSPITAL FUND

how

...to improve New Yorkers' health care

Over the past year, the United Hospital Fund has once
again set an ambitious agenda. In our roles of catalyst,
convener, analyst, advisor, we aim to do nothing less
than shape positive change in a health care system that,
in New York State, employs more than 900,000 workers
and accounts for $150 billion in annual expenditures.
Its a system that reflects the complexity of a modern
society, with components that while often seeming
isolated have profound effects upon each other. But
at its heart are always its people: those essential to the
workings of the system, those making the policies that
govern it, those working to bring innovative approaches
to improving it, and, most of all, those 19 million New
Yorkers requiring, at some point in their lives, the
systems care.
In last years annual report, I shared with you some of
the progress we were making through our multi-year
Strategic Health Initiatives for New York, which built
on our ongoing work in four critical issue areas:
expanding health insurance coverage, stabilizing the
finances of our health care institutions, improving

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quality of care and patient safety, and redesigning

health care services to better respond to changing
needs. While those concerns remain the focus of our
work, this year we look at them in the context of three
fundamental questions, moving from the specifics of
meeting health care needs to broader issues of
improving the health care system overall:
How can we reshape care
for long-term living in the community?
How can we make the health care
system perform better?
How can we assure access to care for
all New Yorkers?

What remains unchanged, this year, is our appreciation

of your interest in our work. We hope that these brief
glimpses into our approach to New Yorks health care
challenges will confirm how essential that work is, and
how essential a part of it your support is.

The complexity of our health

care system is daunting indeed.
But in looking not just at its
individual elements but at how
they mesh and function
together, the Fund helps make
the system work better for all
New Yorkers. For a small
organization, our large vision
and targeted approach generate
sustained impact.

How can we reshape care

for long-term living in the
community?
Our first question is anchored in the remarkable
advances in clinical medicine that have prolonged life,
even for people with chronic illness and disability and
that have simultaneously wrought significant new
challenges. The vast majority of average New Yorkers
including health care professionals agree that the ideal
scenario is to remain in the community as we age,
living as independently as possible, without extensive
reliance on health care institutions. But independence
is relative; in reality, its interdependence that makes that
ideal possible the right mix of services, both
clinical and social, and the positive relationships among
individuals, their health care providers, and the families
and friends who are often intermediaries between them.
For more than a decade the Funds work on this most
elemental level of health system improvement has been
based on two major premises. The first is that keeping
people living in their own homes or returning them
home as rapidly as possible after hospitalization or
rehab or nursing home care is a major factor in
enabling them to live extended years of healthier life,
with greater dignity. To that end, we have focused on
the enormous potential of supporting older adults with
services in their home communities, to prevent or delay
the need for costly and chronic interactions with the
health care system, to make essential connections with

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health care providers work better, and to reduce the

trauma of being displaced from their homes. Our
vehicle for this has been our Aging in Place Initiative,
providing policy and technical assistance to New Yorks
NORC Supportive Services Programs the integrated
programs of health and social services in naturally
occurring retirement communities, housing developments
and neighborhoods with high concentrations of seniors.
Over the past year, the Fund reinforced its leadership in
this area with the development of an extraordinary
Web-based resource, the NORC Blueprint. Bringing
together the expertise of our own staff and the voices of
leaders from across the country, it provides program
development and management tools and best
practices guidelines to make the Funds pioneering
work available throughout the country.

The NORC Blueprintwill not only help

promote our aging in place initiative, but
also be a tremendous asset for agencies to
establish future programs to enable our
older population to remain in their homes
and communities of choice."
Michael J. Burgess,
Director, New York State Office
for the Aging

BLUEPRINT
F O R H E A LT H Y A G I N G
Not surprisingly, more than 90 percent of elderly
people want to remain in their homes as they age. But
increasingly we understand that supportive services
must be developed to address seniors changing
needs. Building on a decade of providing grant and
technical support for projects advancing that goal, in
the spring of 2008 the United Hospital Fund launched
the NORC Blueprinta free Web-based resource
focused on helping communities develop effective
health and social service programs for seniors living in
naturally occurring retirement communities (NORCs).
Reflecting the best thinking in the field from around
the nationand the expertise and leadership of the
Funds Aging in Place Initiativethe website presents
real-world experiences, recounted in the Stories from
the Field section, and offers a range of program
development and management tools for community
leaders. Those tools are already changing the way
NORC programs around the country operate.

The Fund also laid the groundwork for better meeting

seniors health care needs by assessing access to care,
health promotion, and chronic care management in the
states 54 NORC programs. With our benchmark
surveys of more than 6,000 seniors now complete, the
project is uncovering concerns such as the need for
better control of diabetes, falls prevention, and
management of heart disease. As the first systematic
study of the effectiveness of NORC programs, the project
is using this new information to help create better ways
of supporting seniors and multi-year support from
New York City, through 2010, is testimony to the
importance of our work.

"The NORC Blueprint is an

invaluable tool that will
form the backbone of our
efforts to expand the
NORC model throughout
the Atlanta region. It
provides the guidance,
resources, and framework
we need to engage the
diverse communities of our
metro area."
Cathie Berger, Director,
Aging Services Division,
Atlanta Regional Commission

>

The NORC Blueprint website is incredible. I have used the

toolbox section of the website to assist me in the initial
planning stages of how we are going to present this concept
to the retirees [in our community] as well as engage them in
the process.
Aging services program social worker,
Los Angeles
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redesig

Another facet of creating a better environment for

long-term living concerns the families and friends
who provide the bulk of continuing care for the
chronically ill and disabled some 80 percent of that
care, at an estimated value of more than $20 billion
annually just in New York State. This informal
long-term-care workforce often receives too little in the
way of training, assistance, and support, despite the
complex care they provide. The demands and stresses
of providing that care exact a heavy toll, physically,
emotionally, and economically.

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The second premise of the Funds work in this arena,

then, is that changing health care provider practices to
routinely include family caregivers in planning and
follow-up on patient care is essential to improving the
lives of both care recipients and caregivers. For more
than a decade, the Fund has worked to increase
recognition of the importance of family caregivers and
better support them in that role. This year our work
reached a critical milestone, as we prepared to launch
Next Step in Care a campaign to promote
partnerships between health care professionals and
families to ease transitions between hospitals, nursing
homes, and home, thus reducing the risk of medication
and other errors, increasing caregivers skill and comfort
levels, and improving the quality of care.

n
FAMILY CAREGIVERS
ARE PART OF THE WORKFORCE, TOO
The Funds Next Step in Care
campaign addresses the critical, but
often unrecognized, role of family
caregivers. As an Institute of
Medicine report explained this year,
family caregivers have become part
of the health care delivery team and
contribute directly to medical outcomes, although this is not always
recognized in the medical
community. The product of more
than ten years of Fund work, the
Funds campaign offers a framework
for creating partnerships between
health care providers and family
caregivers with the aim of improving
patient care, particularly as patients
move from one care setting to
another. The campaign incorporates
easy-to-use information to help both
caregivers and professionals better
manage their roles, as patients make
transitions between hospitals,
rehabilitation units in nursing homes,
and home care.

NEXT STEP IN CARE CAMPAIGN:

PHASE ONE PARTNERS
Hospitals
Beth Israel Medical Center
Jamaica Hospital Medical Center
Maimonides Medical Center
Saint Vincent Catholic Medical Centers
Nursing Homes
Cabrini Center for Nursing and Rehabilitation
Cobble Hill Health Center
Isabella Geriatric Center
Jewish Home and Hospital
Home Care Agencies
Visiting Nurse Service of New York
Jewish Home Lifecare System

Developed by the Fund with a

workgroup of national health care
experts and leaders, the first phase
of Next Step in Care was pilot-tested
this year in ten hospitals, nursing
homes, and home care agencies
throughout New York City. Although
feedback was overwhelmingly
positive, the pilots reinforced the
expectation that changing clinical
practice to create better models of
care involving family caregivers will
not be easy. But the soon-to-belaunched Next Step in Care website
with guides and checklists for both
family caregivers and health care
providers will move the campaign
one step closer to its dual goals of
better patient care and better support
for our nations fifty million family
caregivers.

>
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Theres another aspect, too, of the Funds work to keep

New Yorkers healthier and in their communities, one
that helps patients play a greater role in managing their
health by tapping into the talents of New Yorkers as
volunteer leaders and service providers. The Fund has
long helped hospital volunteer programs recruit, retain,
and train volunteers to provide the five million hours of
service that hospitals and their patients have come to
rely on each year. Now, we are focusing on helping
hospitals recruit and involve a new generation of
volunteers, individuals seeking to apply their own work
and life experiences, often through teaching patients
and families.

With our support and assistance over the past year,

through grants for health literacy-related programs,
hospital volunteer departments are now training
volunteers in how to teach patients and their families
the skills they need to better understand and act on
health professionals explanations and instructions and
other basic health information. Whether targeting
specific groups mothers, immigrants, persons with
diabetes or other chronic conditions or the general
population, volunteers are working with patients to
help them communicate better with doctors and nurses
and learn the basics of medication management,
nutrition information, medical terminology, and other
essentials.

empowerm
8

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LITERACY

FOR LIFE
What happens when the community
with the highest rates of asthma in
New York City also has a high
percentage of residents with limited
health literacy skills? Where many
might see disaster, Bronx-Lebanon
Hospital Center and the South Bronx
Asthma Partnership saw, instead,
opportunity and the Fund concurred,
providing grant support to train and
mobilize volunteers as asthma literacy
advocates.
These advocates work with the parents
and other caregivers of children with
asthma to help them better understand
how to manage the illness, and thus
improve their childrens health and
well-being. The goal is fewer
emergency room visits and inpatient
hospitalizations which also means
fewer missed days of school.

ent

Twenty-five volunteers are working

with nearly 800 clients, helping them
learn how to navigate the health care
system, understand and administer
different types of asthma medication,
and monitor symptoms.
We often see parents experience an
Aha! moment when, for example,
they first understand the difference
between a medication to use as
prevention and one to use when a
child is in distress, says Diane Strom,
LCSW, administrator of the Asthma
Partnership at Bronx-Lebanon. When
you see that look, you know you have
made a profound difference in health
care management for those parents
children. The project has been so
successful that volunteers are now
receiving further training so they can
impart even more skills to parents and
caregivers; additional sites and
programs are also being added.

>
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How can we make the

health care system perform
better?
If developing innovative, targeted approaches to care is
an essential first step to better meeting New Yorkers
health care needs, assessing how well the system is
working as a whole, and crafting strategies to improve
its functioning, is of equal importance. With our
second question, we turn to the Funds work this past
year on two distinct aspects of performance, clinical
and financial the first reflecting our long-time
concern with patient safety and variations in health care
quality, the second our understanding that the health
care system must be financially stable to be able to
make constructive decisions about its operations.
Its no accident that, as cited in a recent report by state
health commissioner Richard F. Daines, MD, New
Yorks downstate hospitals recorded a lower incidence of
Intensive Care Unit infections than hospitals elsewhere
in the state. That distinction was attributed to the
groundbreaking partnership between the Fund
providing both grant support and organizational and
technical assistance and the Greater New York
Hospital Association. Its a partnership that has created
collaborations among sixty metro-area hospitals to
address specific quality and safety challenges, and
leadership initiatives that have become a major resource
for quality improvement. This past years efforts build

on an initial collaboration that has yielded significant

decreases in one deadly ICU infection with some
participating hospitals reporting zero infections for
sustained periods of time and equally impressive
results are anticipated in coming years.
Better managing health information, both individual
and population-based, through technology is another
critical aspect of the Funds focus on quality. For
several years we have been working closely with the
state to find the most effective uses for its significant
commitment of funds some $200 million to
initiatives on electronic medical records, regional
information exchange, and related developments. This
year, we were gratified to see one of our efforts
nurtured with seed money, staffing, and technical
assistance culminate in the establishment of the New
York e-Health Collaborative, or NYeC, an independent
organization working to break down barriers to the
widespread, effective, and secure adoption of health
information technology.

When it comes to prioritizing quality and patient

safety...the best advice I can give...
is to join the GNYHA/UHF collaboratives.
MICHAEL J. DOWLING, PRESIDENT AND CEO, NORTH SHORE-LONG ISLAND JEWISH HEALTH SYSTEM

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PARTNERING
FOR QUALITY

IMPROVEMENT

United Hospital Fund

+
GNYHA
+
60 New York
metro-area hospitals

Rapid Response
System Collaborative
Reducing cardiac deaths by
dispatching special clinical
teams to the bedside before
early warning signs
escalate to crises

Perinatal Safety
Collaborative
Increasing the safety of
labor and delivery for
mothers and babies, through
standardized communication
and a team approach
to early alerts

C. difficile Collaborative
Reducing the incidence of
a common and
life-threatening infection,
spread via routine patient
care and transport

Clinical Quality
Leadership Program
Training physicians and
nurses to lead and
champion hospital quality
improvement efforts

Central
Line-Associated
Bloodstream Infections
(CLABs) Collaborative
Eliminating an often-deadly
infection associated with
a specific clinical
procedure in ICUs

Together, these efforts are a dramatic

step forward for quality improvement.
Hospitals value tackling shared
problems together and testing
promising approaches. And the
leadership and training initiatives are
helping create a broader hospital
culture of safety.

The Funds Collaborative Approach is

Driving Six Innovative Efforts

Through its partnership with the

Greater New York Hospital
Association, the Fund has brought
together sixty area hospitals in four
quality improvement collaboratives.
The Funds leadership in forming these
collaboratives, and its significant and
ongoing financial and staff support,
have been critical to the initiatives
success. The initiatives bring together
problem-focused interdisciplinary
teams to standardize and promote the
use of proven best practices, and to
report their impact back to the Fund.
Complementing the collaboratives are
a clinical training initiative and a
problem-solving forum for critical care
staff, both helping create a new
generation of quality improvement
leaders.

Critical Care
Leadership Network
Standardizing and sharing
best practices to increase
patient safety and quality
of care in intensive
care units

>
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11

THE POOREST
NEW YORKERS

Patterns of ED Care Vary Widely

from Neighborhood to Neighborhood

EMERGENCY DEPARTMENTS

Emergency Department Visits

Not Resulting in Hospital Admissions

RELY HEAVILY ON

FOR CARE
The use of Emergency Departments for
routine care serves neither patients
nor the health care system well. Yet
new United Hospital Fund research
the first to break down usage patterns
by neighborhood shows that New
Yorkers in many parts of the city rely
heavily on EDs for their care. In 2006,
the number of ED visits that did not
result in hospital admissions
suggesting that those visits were often
for routine care varied dramatically
by location, with non-emergency ED
use exceptionally high among
residents of neighborhoods with high
poverty and mortality rates. In East
Harlem, for example, such ED visits
were six times more common than in
the city's lowest-use neighborhoods.
The findings point to the need for
targeted interventions to improve
access to primary care and decrease
reliance on EDs for non-emergency
care.

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High
Medium
Low

Bronx

Manhattan

Queens

Brooklyn
Staten Island

Data Source: The United Hospital Fund analysis of SPARCS emergency

department data, 2006.

Technical know-how and the most scrupulous attention

to quality improvement and patient safety form only
half the picture of how well the health care system
functions, however. Recognizing that financial stability
is critical for all the improvements we seek, the Fund
has concentrated on understanding the financial
performance of the system as a whole. Our work has
identified groups of hospitals in need of long-term
restructuring or financial support, and the characteristics
that put them at risk.

stability
Equally important, our unique neighborhood-level
analyses have identified patterns of care, particularly in
areas where closures and reorganizations have affected
hospital capacity. This past year, our Hospital Watch
project produced a series of reports, with the support of
the City Council, showing both larger trends and local
variations including notable disparities in the use of
emergency departments and ambulatory care facilities.
These Fund analyses are timely because the City
Council is now selecting locations for ten new primary
care facilities, and the States 2008-2009 budget
includes significant new investments in ambulatory
care.

>
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How can we ensure

access to care for all
New Yorkers?
Those trends in the way health care facilities are used
and their impact on our health systems financial trends
are eloquent reminders of how all the elements of the
system are so entwined. We can tailor services for
changing needs, make them as effective and safe as
possible, and perhaps even redirect financial resources
to increase our institutions capacity to provide those
services. But unless we can make it possible for people
to use them, and use them well, we wont have met the
challenge. Our third question, then, is our most global
of all, framing the Funds work to ensure that no New
Yorker foregoes needed care because of the lack of
health insurance, and to help shape a delivery system
that works for both providers and patients.
Since its inception in 2005, the Medicaid Institute at
United Hospital Fund has become the go-to source for
objective information on New Yorks $46 billion,

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four-million-beneficiary Medicaid program, providing

state government and the health care community with
the information and guidance they need to better
manage Medicaids multiple responsibilities: insurance
coverage for low-income children and adults, long-term
care for the chronically ill, and support for safety net
providers. This year, our report on Medicaid managed
care introduced as a way to improve quality of care
while controlling spending growth presented the most
comprehensive independent assessment of the program
in years, documenting its successes, limitations, and
challenges. Among those: the negative impact of
beneficiaries cycling in and out of the program, which
affects continuity and coordination of care.
Concern with better management is also an element of
the Medicaid Institutes High-Cost Care Initiative,
which this year provided further support and assistance
to hospital partners to develop models for
interdisciplinary care management, linking hospital and
community resources. The Institute also, this year,
looked beyond hospitals to document the ten-year
trend that has increasingly made nursing homes
providers of short-term post-hospital care, rather than
long-term care for the elderly. Thats a departure with
important implications, for the homes financial
outlook and for planning community services.

REDESIGNING CARE

FOR MEDICAIDS MOST

EXPENSIVE PATIENTS
United Hospital Fund research has demonstrated that as few
as 3 percent of Medicaid enrollees individuals with very
complex health care needs may drive as much as 30
percent of the states $46 billion in Medicaid spending.
That's a function of the enormous amount of services these
enrollees use services that are often fragmented and
thus unable to address their multiple needs in a coordinated
way. Through its Medicaid High-Cost Care Initiative, the
Fund has provided grant support to seven health care
providers including Bronx-Lebanon Hospital Center,
Maimonides Medical Center, NewYork-Presbyterian
Hospital, Visiting Nurse Service of New York, and Woodhull
Medical and Mental Health Center to help them identify
the characteristics of their high-cost Medicaid patients and
begin designing innovative chronic care models. Two of
the Fund grantees Montefiore Medical Center and
Bellevue Hospital Center have now submitted proposals
to the State Department of Health to launch demonstration
projects whose goal is to improve care for this vulnerable
population, reduce costs, and develop models for the state
and the nation.

IN NEW YORK STATE

MEDICAID COVERS

PORTRAIT OF A HIGH-COST
HOSPITAL PATIENT
Ms. C. is a 54-year-old female whose diagnoses include
congestive heart failure, hypertension, diabetes, asthma,
atherosclerosis, hepatitis, arthritis, cirrhosis, depression,
and a chemical dependency. She has also suffered from
bronchitis, pneumonia, glaucoma, and gastroenteritis.
Ms. C.'s Medicaid Service Use and Costs
Total Medicaid costs:
$101,000 in 2005 for hospitalizations, doctor visits,
mental health visits, and medications
Number of Hospitalizations:
Hospitalized eight times in three years, at three
different hospitals
Number of Days in the Hospital:
82 days in 2005 alone

>

1 OUT OF EVERY 2
BIRTHS
1 OUT OF EVERY 3
CHILDREN
1 OUT OF EVERY 5
NEW YORKERS
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15

coverag

While Medicaid is a centerpiece of the states

commitment to coverage for all New Yorkers, more
than two million are still without health insurance.
That lack remains the single greatest flaw in our health
care system, with implications for the health of those
individuals and for the finances of our health care
institutions and the larger economy. Since 2007,
elements of the Fund analyses and models first
presented in A Blueprint for Universal Health Insurance
Coverage, our groundbreaking report prepared in
partnership with The Commonwealth Fund, have been
adopted.

Enrolling all eligible New Yorkers in public insurance

programs is a critical next step, and this year the Fund
worked with the state to focus on streamlining that
process which many individuals have found too
difficult to navigate and simplifying renewal the
point at which nearly half of all enrollees lose coverage
every year because of overly stringent requirements. We
assessed what has and hasnt worked in other states, and
facilitated meetings with other stakeholders, providing
valuable insights from different sectors, to help inform

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New Yorks actions on its commitment to universal

coverage. The Fund also provided expert
testimony before the states Partnership for Coverage
hearings, along with special briefings on this most
defining of health care issues all part of our strategic
work to help shape a system that better meets New
Yorkers needs.

In closing, we know that wont be easy. Even with

addressing current challenges, the coming year will
bring a host of new ones. The economic downturn
presents additional revenue challenges for the state,
which in turn will create new financial pressures for
health care providers. But there will be ample
opportunities, too. In Washington, a new
administration will have the chance to reshape national
health care policy and the states, with New York
among the most committed, will continue to play an
active role in testing what that policy might look like
on the ground. That means more opportunities for
positive change. Were committed to remaining a
pivotal part of those efforts, but we cant do it alone.
The interest and support you have extended the Fund
are essential, and we look forward to your continuing
along with us as we move forward with our work.

Fund Building Blocks

Provide Blueprint for Universal Coverage

PRIVATE-SECTOR
Require
Employer
Contribution
Simplify
Program
Rules

OPTIONS
Require
Individual
Purchase
Allow Buy-In
by Higher-Income
Individuals

Expand
Eligibility

PUBLIC

PROGRAM

S T A T E

State simplifies
eligibility, enrollment,
and renewal rules

OPTIONS

A C T I O N S

State expands
coverage for children
through the Child Health
Plus program

State allows certain

employers to offer
a buy-in to the Family
Health Plus program
for employees

The first major report to model and

analyze a series of essential building
blocks, A Blueprint for Universal
Health Insurance Coverage in New
York produced by the Fund and its
partner The Commonwealth Fund
provides a groundbreaking look at
policy changes that could resolve our
health care systems most critical
flaw. For each building block, and for
various combinations of those
elements, the report details the
number of people who would gain
insurance, as well as the cost to
various payers. In response, in 2007
New York State implemented a
number of the public program
changes the report considered as an
essential foundation for expanded
coverage. This year, the Fund
continued its important analytic and
advisory work with invited testimony
on the states Partnership for
Coverage initiative, and private
briefings on the defining issues and
principles of reform.

UNITED

HOSPITAL

FUND

17

Supporting Innovation in Health Care through Philanthropy

The United Hospital Fund awarded $2.29 million

in grants during the past fiscal year ending
February 29, 2008.
We sponsored research to analyze systemic problems,
supported the development of model projects, and fostered
innovative solutions. The Funds strategic grantmaking
focuses on five issue areas: expanding health insurance
coverage, strengthening hospital finances, improving quality
of care, redesigning health care services, and promoting
health care volunteerism.
Beneficiaries of our grants include not-for-profit and public
hospitals, nursing homes, and health care, academic, and
public-interest organizations.
The United Hospital Funds philanthropy is made possible
by our own fundraising campaign.

Expanding Health Insurance Coverage

Childrens Defense Fund-New York $50,000
To analyze application criteria and enrollment procedures for
several public benefit programs, and make concrete
recommendations for aligning them with public health
insurance in order to increase enrollment.
Coalition for Medically Fragile Children $75,000
To document and assess the extent to which medically fragile
young adults encounter access and coverage gaps as they age
out of pediatric health services and supportive programs,
and to recommend responsive program and policy changes.
Community Service Society of New York $75,000
To analyze what lower-income persons who are not currently
eligible for public programs can afford to pay for health
insurance coverage including premiums, deductibles, and
co-pays to help policymakers determine individual and
family contributions under possible mandated coverage.
Health Research, Inc. $75,000
To provide statewide Medicaid claims and encounter data
and technical assistance to support United Hospital Fund
research to improve New Yorks Medicaid program.

18

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REVITALIZING
THE NURSING HOME

Strengthening Hospital Finances

Mount Sinai School of Medicine $75,000
To study the effect of hospital palliative care programs on the
service use and costs of Medicaid patients who died in a
select group of hospitals in New York State, to identify ways
to reduce costs and improve appropriateness and quality of
care for terminally ill Medicaid beneficiaries.

Improving the Quality of Care

1199SEIU Labor Management Initiatives $55,000
To produce two guides on adapting the Initiatives model of
culture change for implementation in nursing homes one
focused on workforce principles and organization, team
development, and work redesign, and the second on expanding and enhancing resident recreational activities.
Center for Health Workforce Studies $35,000
To document and analyze the supply and distribution of
physicians in New York City in a report to help policymakers
address physician shortages.
Center for Information Therapy $50,000
To work with selected primary care providers to develop and
implement tools and practices advancing patient-centered
health care system redesign through the use of health information technology.
Commission on the Publics Health System $50,000
To produce a report, based on interviews with 200 families
about their experiences with the health care system, highlighting problems experienced by families, gaps and barriers
to care, and areas where the system is working well.

FOR PATIENTS AND STAFF

Cobble Hill Health Center and Isabella Geriatric Center

realized they had a shared goal. Each of the nursing
homes wanted to make care for its residents more
person-centered honoring and respecting the voice of
elders and those working closest with them. But the
fundamental changes needed to achieve that goal, even
on a single unit, would require participation and support
across an entire facility. Understanding that, the two
homes reached out to the Fund, in fall 2005, for a grant
to help.
Retraining staff was a critical component of the work.
That began with staff focus groups, which revealed,
among other things, that employees wanted more
opportunity to interact meaningfully with residents.
The end result has been a sea change in how decisions
are made. An old-fashioned hierarchical structure was
replaced with a system that empowers all staff members,
including those who work most closely with residents, to
address concerns more immediately. With staffing roles
redefined, unit-specific projects were implemented
within both nursing homes, and numerous residents
issues could be addressed more promptly. Staff
members on one unit reorganized priorities and work
functions to allow residents to go to sleep and wake up
when they prefer. A second unit instituted flexible
bathing schedules and increased privacy and comfort.
Still another focused on rethinking recreational activities,
while a few others improved residents dining
experiences through flexible meal times, more food
choices, and an enhanced ambiance. Care planning
meetings are also being redesigned to include a broader
range of staff members, as well as families.
The staffs new ability to effect change on the unit has
given our residents and their families the confidence that
they play a meaningful role in determining how and what
services are delivered, agree Tony Yang-Lewis, Cobble
Hill Health Centers administrator, and Mark Kator,
president and CEO of Isabella Geriatric Center.
UNITED

HOSPITAL

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19

Greater New York Hospital Association $500,000 over two years

To sustain and enhance the quality improvement programs
developed through the partnership of the Greater New York
Hospital Association and United Hospital Fund, by
expanding existing collaborative activities involving more
than sixty New York-area hospitals, and designing and
implementing an innovative regional quality improvement
training curriculum to engage clinical champions.
The HealthCare Chaplaincy $30,000
To conduct and disseminate a study that will provide the first
in-depth description of health care chaplaincy services at sixteen hospitals in New York City.
Lighthouse International $75,000
To improve the quality of vision care for elderly persons by
developing enhanced services and programs and by reaching
elderly clients in the community.
New York City Health and Hospitals Corporation $200,000 over
two years
To build clinical competency in palliative care at New York
City Health and Hospitals Corporation facilities through
physician and nurse training, the deployment of an electronic
database to measure facility performance, and the creation of
a decision support system to prompt appropriate referrals for
palliative care.
New York eHealth Collaborative (NYeC) $100,000
To provide additional funding support for this
multi-stakeholder leadership group devoted to improving
health care quality through broad adoption of health
information technology and health information exchange.

Redesigning Health Care Services

Aging in Place Initiative $125,000
To complete the development and launch of the NORC
Blueprint website and to support the analysis and
management of the data collected through the Health
Indicators in NORC Programs Initiative.

20

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HOSPITAL

FUND

BABY BASICS
IN TRANSLATION
Pregnancy for many a time of joy, for virtually all a
time of near-constant inquiry. Not surprisingly, there are
scores of books on the topic. But what does the
mother-to-be who lacks literacy skills do?
For the What to Expect Foundation, the answer for one
such group expectant Chinese immigrants lay in
creating a Chinese translation of Baby Basics, a
comprehensive prenatal guide and literacy education
tool addressing the special health, economic, social, and
cultural needs of low-income expecting families. The
demand for such a guide in the Chinese community is
immense, with 49 percent of immigrants in New Yorks
Chinatown reading at less than a ninth-grade level, and
grant support from the United Hospital Fund allowed the
Foundation to tackle the challenge of reaching that
population.
The project involved more than a simple translation.
Cultural factors, such as greater sensitivity to candor
about sex and sexuality, needed to be considered. And
real-world stories reflecting the experiences of Chinese
readers needed to be created.
The Chinese edition was published in late 2007, and
more than 500 copies have been distributed; prenatal
care providers and home visiting programs in Seattle and
Los Angeles have also started using the book. Further
expanding its efforts, the Foundation is now working
with the Visiting Nurse Service of New York City, the
Charles B. Wang Community Health Center, and other
providers and educators in Chinatown to build a broader,
coordinated Baby Basics Program.

Medicaid High-Cost Care Initiative

To design and pilot test demonstration projects that better
serve high-cost Medicaid patients with complex needs:
Bellevue Hospital Center $100,000
Montefiore Medical Center $100,000
These grants will support the design and pilot testing of new
program models that engage multi-disciplinary teams and
connect hospital and community resources.
Bronx-Lebanon Hospital Center $50,000
Woodhull Medical and Mental Health Center $50,000
Grants to Bronx-Lebanon and Woodhull will support
baseline research on their high-cost patient populations and
exploration of a range of possible interventions.
Charles B. Wang Community Health Center, Inc. $40,000
To identify gaps in health care services and needed practice
changes for the citys growing population of elderly Asian
Americans, by convening a multi-stakeholder advisory
committee, developing a plan to coordinate services with
community partners, and drafting a plan for an on-site
elderly services program.

Children of Bellevue $70,000

To test the effectiveness of a pictogram-based health
communication intervention designed to enable physicians
at Bellevue Hospitals pediatric clinic to help families
understand medications and reduce potential medication
errors with young patients. This grant is made possible, in
part, with the support of the Funds New Leadership Group.
Make the Road New York $50,000
To partner with the New York City Department of Health
and Mental Hygiene and two neighborhood hospitals,
Wyckoff Heights Medical Center and Woodhull Medical and
Mental Health Center, to create a Bushwick Asthma Registry,
inform hospital staff about asthma triggers in patients
homes, and collaborate on a program to use legal remedies to
assist patients with asthma triggers in their homes caused by
housing code violations.
New York City AIDS Fund $25,000
To support the collaborative AIDS grantmaking initiative
that, in 2008, awarded community organizations grants for
public policy and advocacy projects addressing HIV testing
and treatment, harm reduction, comprehensive sexual health
and sexuality education, and testing for sexually transmitted
infections among youth, currently and formerly incarcerated
individuals and their partners, and at-risk communities.

UNITED

HOSPITAL

FUND

21

Promoting Health Care Voluntarism

United Hospital Fund Beneficiary Hospitals

Bronx-Lebanon Hospital Center $40,000

To establish the Asthma Literacy Project, in collaboration
with the South Bronx Asthma Partnership and the Literacy
Assistance Center, using volunteers to increase asthma-related
health literacy among parents of South and Central Bronx
children with asthma.

Bronx-Lebanon Hospital Center

The Brooklyn Hospital Center
Calvary Hospital
Caritas Healthcare
Mary Immaculate Hospital
St. Johns Queens Hospital
Continuum Health Partners
Beth Israel Medical Center
Long Island College Hospital
New York Eye and Ear Infirmary
St. Lukes-Roosevelt Hospital Center
Hospital for Special Surgery
Interfaith Medical Center
Kingsbrook Jewish Medical Center
Lenox Hill Hospital
Lutheran Medical Center
Maimonides Medical Center
Medisys Health Network
The Brookdale University Hospital
and Medical Center
Flushing Hospital Medical Center
Jamaica Hospital Medical Center
Memorial Hospital for Cancer and Allied Diseases
Montefiore Medical Center
The Mount Sinai Hospital
The Mount Sinai Hospital of Queens
New York Community Hospital
New York Downtown Hospital
New York Hospital Queens
New York Methodist Hospital
NewYork-Presbyterian Hospital
North General Hospital
North Shore-Long Island Jewish Health System
The NYU Hospital for Joint Diseases
Orthopaedic Institute
NYU Langone Medical Center
Peninsula Hospital Center
Richmond University Medical Center
St. Barnabas Hospital
St. Johns Episcopal Hospital, South Shore
St. Marys Healthcare System for Children
Saint Vincent Catholic Medical Centers
Staten Island University Hospital
Wyckoff Heights Medical Center

The Brookdale University Hospital and Medical Center $40,000

To develop the Pharmacy Partners Program to increase
understanding of medication safety, improve management of
multiple medications, and facilitate communication with
providers, for patients of Brookdales outpatient pharmacy,
Family Care Center at Linden, and Treatment for Life
Centers HIV/AIDS clinic.
Jamaica Hospital Medical Center $40,000
To expand the Pregnancy Pals Volunteer Program, in
collaboration with the What to Expect Foundation, to
develop a pre-conception guide and train volunteers
to support pre-pregnancy and prenatal patients.
Lutheran Medical Center $40,000
To expand the Literacy Assistance Medication Project, in
collaboration with the Adult Literacy Media Alliance, using
the Health Smarts While You Wait program to provide health
education and literacy assistance to low-income immigrant
and other residents of southwest Brooklyn.
The Mount Sinai Hospital $40,000
To establish the Advancing Health Literacy through Human
Papilloma Virus (HPV) Education program to design and
evaluate an interactive, Web-based tutorial on HPV tailored
to the target audience of urban women 18-26 years old.
New York Downtown Hospital $38,000
To establish the Reach Out for Health program, in
collaboration with the Literacy Assistance Center, to recruit
and train bilingual volunteers to help strengthen the literacy
skills of the elderly immigrant Chinese patients in the
hospitals outpatient clinics.

22

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FUND

Officers and Directors

Officers
J. Barclay Collins II
Chairman
James R. Tallon, Jr.
President
William M. Evarts, Jr.
Patricia S. Levinson
Vice Chairmen
Derrick D. Cephas
Treasurer
David A. Gould
Sally J. Rogers
Senior Vice Presidents
Sheila M. Abrams
Deborah E. Halper
Vice Presidents
Stephanie L. Davis
Corporate Secretary

Directors
Richard H. Bagger
Jo Ivey Boufford, MD
Rev. John E. Carrington
Derrick D. Cephas
J. Barclay Collins II
Richard Cotton
Richard K. DeScherer
William M. Evarts, Jr.
Michael R. Golding, MD
Thomas L. Harrison
Josh N. Kuriloff
Patricia S. Levinson
Howard P. Milstein
Susana R. Morales, MD
Robert C. Osborne
Peter J. Powers
Katherine Osborn Roberts
Mary H. Schachne
John C. Simons
Howard Smith
Michael A. Stocker, MD, MPH
Most Rev. Joseph M. Sullivan
James R. Tallon, Jr.
Frederick W. Telling, PhD
Mary Beth C. Tully
Howard Smith
Chairman Emeritus

(from left)
Most Rev. Joseph M. Sullivan
James R. Tallon, Jr.
Mary H. Schachne
Susana R. Morales, MD
Michael R. Golding, MD

Rev. John E. Carrington

Thomas L. Harrison
Jo Ivey Boufford, MD
J. Barclay Collins II
Richard Cotton

Peter J. Powers
Howard Smith
Mary Beth C. Tully
Katherine Osborn Roberts
John C. Simons

Honorary Directors
Donald M. Elliman
Douglas T. Yates
Honorary Chairmen
Herbert C. Bernard
John K. Castle
Timothy C. Forbes
Barbara P. Gimbel
Rosalie B. Greenberg
Allan Weissglass

Josh N. Kuriloff
William M. Evarts, Jr.
Frederick W. Telling, PhD
Patricia S. Levinson
Richard H. Bagger
Robert C. Osborne

UNITED

HOSPITAL

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23

Staff

President
James R. Tallon, Jr.

Special Projects Advisor

Mary C. Johnson

Director, Aging in Place Initiative

Fredda W. Vladeck

Research Assistant
Jenny Heffernan

Senior Vice President for Program

David A. Gould

List/Database Manager
Noemi Rijo

Health Care Finance

Director
Sean Cavanaugh

Project Director
Alene Hokenstad

Senior Vice President for

Communications and Development
Sally J. Rogers

Development
Assistant Director
Susan A. Seigle

Senior Financial Analyst

Steven Fass

Vice President for Administration

and Finance
Sheila M. Abrams

Campaign Coordinator
Maryam A. Diaab

Senior Health Policy Analyst

Sharon Salit

Development Manager
Wai Look

Senior Programmer/Analyst
Ewa Wojas

Administrative Assistant
Yvette Strachan

Human Resources
Manager
Jos Manuel Valdez

Policy Analyst
Meghan Shineman

Education and Program Initiatives

Vice President
Deborah E. Halper

Human Resources Generalist

Rondel Lashley

Administrative Assistant
Amanda Williams

Grants Manager
Hollis Holmes

Receptionist
Valerie L. Thompson

Quality Strategies Initiative

Project Director
Hillary S. Jalon

Director, Families and

Health Care Project
Carol Levine

Information Systems
Director
Debra Romeo Lally

Administrative Assistant
Sylvia Mandel

Network Administrator
Joey Rodriguez

Senior Program Manager,

Aging in Place Initiative
Anya M. Nawrocky

Software Support Specialist

Sharon Whitley Privette

Office of the President

Assistant to the President/
Corporate Secretary
Stephanie L. Davis
Executive Assistant
Iris M. Alvarado
Business Management
Controller
Sharon Butler
Staff Accountant
Angela Bodnar
Accounting Clerk
Samuel Rios
Senior Accountant
Stephen D. Rogers
Communications
Director, Public Information
Robert de Luna
Director, Publications
Andrea L. Lucas
Administrative Assistant
Alesha Allen-Hoppin

Program Manager,
Families and Health Care Project
Ariella Peist
Program Associate
Kristina Ramos-Callan
Administrative Assistant
Carol E. Ronan

Editor
Miles P. Finley

Program Manager, Aging in Place

Initiative
Rebecca Segel

24

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Library
Librarian
Shelley Yates
Policy Analysis
Director of Policy, Medicaid
Institute
Michael Birnbaum
Administrative Assistant
Karen Elder

Co-Director, Health Insurance

Project
Danielle Holahan
Co-Director, Health Insurance
Project
Peter Newell
Health Policy Analyst
Elizabeth Patchias

Program Manager
Andrea J. Hoberman
Support Services
Manager
Miguel A. Ortiz
Support Services Assistant
Heriberto Mendoza
Voluntary Initiatives
Director
Norma S. Gindes
Program Manager
Andrea Jordan
Program Associate
Gloria Messam

Financial Report

The Funds financial position improved during fiscal

year 2008, with assets increasing 4 percent, or $4.8
million, to $127.3 million. This is primarily due to a
$4.6 million gain in the Funds endowment, which
grew to $117.4 million by the end of the fiscal year.
The endowment is well diversified and closely
governed, which helped preserve value as financial
markets reacted unevenly to credit market conditions
and responses, and economic uncertainty during the
latter half of the fiscal year. The Funds balance sheet
was also improved by a $2.7 million reduction in
liabilities. This significant decline primarily resulted
from eliminating the $2.3 million liability to the
pension plan, resulting from the combination of an
increase in the discount rate used to actuarially measure
the pension liability, and the boards June 2007
decision to curtail its defined benefit pension plan and
close the plan as of December 2011. The boards
decision was a fiscally prudent step taken to curb the
increasing and unpredictable nature of costs associated
with its defined benefit plan.
Operationally, the Fund remains strong, having raised
just under $14 million in total operating revenues and
support for fiscal year 2008, surpassing the prior years
total by almost 10 percent. Endowment spending
provided approximately $6.4 million for use in
operations, a result of steady growth in endowment
value on which the Funds spending formula is based.
Restricted foundation and corporate grant awards rose
slightly this fiscal year to almost $2.5 million, while
recognition of government grants, based on related
expenses incurred, jumped up significantly to almost
$2.3 million from $1.6 million in the prior fiscal year.
Special events and other contributions continued as a
steady source of support, netting an additional $2.5
million in fiscal year 2008.

The Funds programmatic efforts moved swiftly ahead

in fiscal year 2008. The Medicaid Institute continued
its important work of providing leadership and
information to help improve New York States
Medicaid program. In addition, the Funds analyses of
the uninsured in New York provided a foundation for
new ideas on how to close gaps in coverage. Notable
work on health care financing included studies of
emergency department use and the interrelationship
between the financial health and capital investment
ability of voluntary hospitals, which will be used as a
basis for future work. Redesigning health care services,
promoting quality improvement, and communicating
the results of all these efforts rounded out the bulk of
the Funds programmatic initiatives.
The Fund also awarded over $2 million in grants to
hospitals and other health care-related organizations to
support, sponsor, and foster ideas for improvement in
health care. These programs and grants produced $9.7
million in expenses, a 13 percent rise over the prior
year. Supporting services, by comparison, declined 2
percent, to $3.5 million, from the prior year.
Inclusively, they represent total operating expenses of
just under $13.3 million. Significant non-operating
activity included $4.5 million in investment return
above that spent for operations, and a $2.4 million
benefit to the Fund primarily related to the defined
benefit pension plan changes. In all, a busy and
productive year for the Fund.
As a highly regarded, independent resource for
information and analysis that has served the health care
community for nearly 130 years, the Fund remains
robust, financially viable, and involved. With its
nationally recognized leadership and long-standing
commitment to promoting positive change in health
care, the Fund is poised for another successful year of
building on its work to improve health care for all New
Yorkers.

UNITED

HOSPITAL

FUND

25

United Hospital Fund of New York Financial Summary

Statement of Financial Position
Year ended February 29, 2008

ASSETS
Cash and cash equivalents
Grants and other receivables, net
Other assets
Prepaid pension costs
Investments
Property and equipment, net
Beneficial interest in perpetual trusts
Total assets
LIABILITIES AND NET ASSETS
Liabilities:
Accounts payable and other liabilities
Rent obligation
Grant commitments
Pension and accrued post-retirement benefits
Total liabilities
Net assets:
Unrestricted
Temporarily restricted
Permanently restricted

1,461,208
2,821,175
685,321
59,614
117,357,608
1,209,737
3,750,509

$ 127,345,172

873,010
595,756
1,931,244
703,288
4,103,298
98,640,997
19,835,368
4,765,509

Total net assets

Total liabilities and net assets

123,241,874
$ 127,345,172

Complete audited financial statements are available on the United Hospital Fund website at www.uhfnyc.org, or you may contact
the New York State Charities Bureau, 120 Broadway, New York, NY 10271.

26

UNITED

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FUND

Statement of Activities
Year ended February 29, 2008
OPERATING REVENUES AND SUPPORT
Public support:
Foundation grants
Government grants
Legacies
Contributions
Special events
(Less direct expenses)

Total public support

2,493,029
2,271,319
8,000
371,404
2,463,751
(295,778)
7,311,725

Other revenues:
Conferences, publications, and other
Investment return designated for current operations
Other investment income

71,404
6,368,000
209,658

Total other revenues

6,649,062

Total operating revenues and support

13,960,787

OPERATING EXPENSES
Program services:
Grants and hospital distributions
Health services research, policy analysis, education,
and voluntary initiatives
Publications and information services

6,543,998
1,100,726

Total program services

9,721,182

2,076,458

Supporting services:
Administrative and general
Fundraising

2,671,508
873,684

Total supporting services

3,545,192

Total operating expenses

13,266,374

Change in net assets from operations

694,413

NON-OPERATING ACTIVITIES AND SUPPORT

Investment return more than amounts designated
for current operations
Pension-related changes other than net periodic pension cost
Post-retirement-related changes other than net periodic post-retirement cost
Change in value of beneficial interest in perpetual trusts

4,548,980
2,346,343
91,318
(76,691)

Change in net assets from non-operating

activities and support

6,909,950

Change in total net assets

7,604,363

Net assets at beginning of year

115,637,511

Net assets at end of year

$ 123,241,874

Complete audited financial statements are available on the United Hospital Fund website at www.uhfnyc.org, or you may contact
the New York State Charities Bureau, 120 Broadway, New York, NY 10271.

UNITED

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27

Contributors

Strategic Health
Initiatives for New York:
The Campaign for United
Hospital Fund
The following generous donors
have provided special Leadership
Support to mount a concerted
effort to confront the growing
problems facing New Yorks health
care system. The Campaign was
chaired by John K. Castle, chairman of Castle Harlan, Inc., and is
supporting a multi-year program
aimed at making significant and
measurable improvement, between
now and the end of the decade.
Allan L. Abramson, MD
Frederick R. Adler
Aetna, Inc.
AgriCapital Corporation
Altman Foundation
Amalgamated Bank
AmeriChoice, a UnitedHealth
Group Company
AstraZeneca
Arlene and Irwin Birnbaum
Jo Ivey Boufford, MD
Bristol-Myers Squibb Company
Mrs. B. Gerald Cantor
Reverend John E. Carrington
Stephen H. Case, Esq.
John K. Castle
Derrick D. Cephas
Ernest and Denice Collazo
J. Barclay Collins II
The Commonwealth Fund
Richard Cotton
Louise B. & Edgar M. Cullman
Foundation
Susan R. Cullman and John J.
Kirby, Jr.
Cushman & Wakefield, Inc.
Daniels Fund
Richard K. DeScherer

28

UNITED

HOSPITAL

Jonathan Doft
Baisley Powell Elebash Fund
Emigrant Bank/New York Private
Bank & Trust
Empire Blue Cross Blue Shield
The Engelberg Foundation
William M. Evarts, Jr.
Excellus
The William Stamps Farish Fund
Fidelis Care of New York
FJC
Diane A. and Blaine V. Fogg
Timothy C. Forbes
Livingston S. Francis
Kristine M. Gebbie
Barbara P. Gimbel
William T. Golden
Michael R. Golding, MD
Katherine and Clifford H.
Goldsmith
Michael Gould
The Greenwall Foundation
Sylvia Hassenfeld
Andrew D. Heineman
HIP Health Plan
Morton P. Hyman
Robert W. Johnson IV Charitable
Trust
The Jacob and Valeria Langeloth
Foundation
Patricia S. and Robert A. Levinson
Edward Lieberstein
The Lifton Family Foundation
The Lucius N. Littauer
Foundation
Macys Foundation
Arthur J. Mahon
Mr. and Mrs. John F.
McGillicuddy
Richard and Ronay Menschel
Milbank Memorial Fund
Thomas J. Moran
Thomas S. Murphy
Mutual of America
Frances E. and Frederic S. Nathan
Robert and Seiko Newman
New York City Council

FUND

New York City Department of

Health and Mental Hygiene
The New York Community Trust
New York State Health
Foundation
New York State
Omnicom Group
Robert and Karen Osborne
Martin D. Payson
Judy Pegg
Pfizer Inc
Peter J. Powers
Richard Ravitch
Morrie and Katie Roberts
The Jim and Linda Robinson
Foundation, Inc.
Arthur Ross Foundation
Alexander Rovt
The Fan Fox and Leslie R. Samuels
Foundation
Mary H. Schachne
Charles and Mildred
Schnurmacher Foundation, Inc.
John and Betsy Simons
Lorie Slutsky
Alfred E. Smith IV
Howard Smith
Brenda Neubauer Straus
Frank S. Streeter
Most Reverend Joseph M. Sullivan
Foundation
Maura Surnamer
Frederick and Barbara Clark
Telling
UnitedHealthcare
The Harry and Jeanette Weinberg
Foundation, Inc.
Roberta and Allan Weissglass
Foundation
Vincent Wilkinson Foundation

Endowment Funds
The total of legacies and memorial
and other endowment fund gifts
received prior to February 29,
2008, was $17,667,646. Of this
sum, $231,960 was distributed to
the Funds beneficiary hospitals
directly, by the terms of the
legacies.
The Fund received the following
legacy gift in the current year:
Estate of Frank S. Streeter $8,000

2007-08 Annual Campaign

Leader
$50,000 and Over
Avon Products, Inc.
Commerce Bank
The Hearst Corporation
HIP Health Plan
TIAA-CREF
Pacesetter
$25,000 to $49,999
AmeriChoice, A UnitedHealth
Group Company
The Andrea and Charles
Bronfman Philanthropies, Inc.
Richard Cotton
Empire Blue Cross Blue Shield
Group Health Incorporated
Manatt, Phelps & Phillips, LLP
Henry and Lucy Moses Fund, Inc.
Pfizer Inc
Schering-Plough Corporation
The Starr Foundation
James S. and Merryl H. Tisch
Weil, Gotshal & Manges LLP

contributors

Benefactor
$10,000 to $24,999
Ace Group
Edgar M. Bronfman, Sr.
John K. Castle
The City University of New York
Covidien
Cushman & Wakefield, Inc.
Geller & Company
Barbara P. Gimbel
Goldman Sachs & Co.
Greater New York Hospital
Association
Healthcare Association of New
York State
Hess Corporation
Morton P. Hyman
Jonas Center for Nursing
Excellence
JP Morgan Chase & Co.
Charles S. Keene Foundation, Inc.
The Lucius N. Littauer
Foundation
The Mailman Foundation, Inc.
Metropolitan Jewish Health
System
Morgan Stanley
MultiPlan, Inc.
The Daniel M. & Brooke G.
Neidich Foundation
New York Private Bank & Trust
New York Society for the Relief
of Widows and Orphans
of Medical Men
Omnicom Group, Inc.
Proskauer Rose LLP
David Rockefeller
Stroock & Stroock & Lavan LLP
Sullivan, Cotter and Associates
Sullivan & Cromwell LLP
White & Case
Wilson, Elser, Moskowitz,
Edelman & Dicker LLP
Patron
$5,000 to $9,999
Aaronson Rappaport Feinstein
& Deutsch, LLP
Richard H. Bagger

The Bloomingdale's Fund of the

Federated Department Stores
Foundation
Benjamin K. Chu, MD
J. Barclay Collins II
The Commonwealth Fund
Jennie and Richard DeScherer
Alfred and Gail Engelberg
Mr. and Mrs. William M. Evarts,
Jr.
Fidelis Care New York
Fleishman-Hillard Inc.
Flushing Savings Bank, FSB
Laura Forca
Giuliani Partners, LLC
IPRO
Isabella Geriatric Center, Inc.
Carl Jacobs Foundation
Frederick and Sharon Klingenstein
Fund
The Honorable E. Leo Kolber
Leonard Litwin
MetroPlus Health Plan
New York City Health &
Hospitals Corporation
New York Organ Donor Network
Peter J. Powers
The Riggio Foundation
Ellen and Harold Rubin
The Rudin Foundation, Inc.
Charles and Mildred
Schnurmacher Foundation, Inc.
Securities Industry and Financial
Markets Association, Inc.
Mr. and Mrs. Howard Smith
William C. Steere, Jr.
Mrs. Frank S. Streeter
Jim and Norma Tallon
Sponsor
$2,500 to $4,999
Randy Smith Aberg
Accenture
Amerigroup Charitable
Foundation
Herbert C. Bernard
BioScrip Inc.
Bloomberg LP
Bloomingdale's

Jo Ivey Boufford, MD
Marion I. Breen
The Andrea and Charles
Bronfman Fund at Brandeis
University
Cadwalader, Wickersham & Taft
Stephen H. Case, Esq.
Catholic Charities Brooklyn and
Queens
Charina Foundation, Inc.
Cline, Davis & Mann, Inc.
Columbus Hospital Clinical
Society
Combined Coordinating Council,
Inc.
Corbett Accel Healthcare Group
Mr. and Mrs. Richard Davimos
Davis & Gilbert
Edith DuPuy
Element 79 Partners LLC
Emmanuel Baptist Church in
Brooklyn
The Episcopal Church, The
Diocese of Long Island
Epstein Becker & Green PC
Frank Crystal & Co., Inc.
Mr. and Mrs. David A. Gould
Harrison and Star, Inc.
The John A. Hartford Foundation,
Inc.
Health Plus Prepaid Health
Services Plan, Inc.
The Hebrew Home for the Aged
at Riverdale
Herbert Irving Comprehensive
Cancer Center
Hofstra University
Peter Kalikow
Suzanne T. & Irving D. Karpas,
Jr., Foundation, Inc.
Katten Muchin Rosenman, LLP
Mr. and Mrs. Melvyn Kaufman
Knoll, Inc.
KPMG LLP
Kraft Foods
John S. & Florence G. Lawrence
Foundation, Inc.
Beth and Richard Levine Family
Fund

Patricia S. and Robert A. Levinson

Peter W. May
Mr. and Mrs. John F.
McGillicuddy
Milbank, Tweed, Hadley &
McCloy
Barbara S. Mosbacher
Natural Resources Defense
Council
The New York Academy of
Medicine
New York Medical College
Medical Board of New York
Methodist Hospital
Department of Orthopaedic
Surgery, NYU Hospital for
Joint Diseases
OP3, Inc.
Pathmark Stores, Inc.
Pfizer Inc, Civic Affairs & Alliance
Development
Katherine Osborn Roberts
Sally J. Rogers
RSM McGladrey, Inc.
Barbara A. Ryan
Sage Realty Corporation
Albert Sarnoff Philanthropic Fund
Schaller Anderson Incorporated
Betsy and John Simons
Norma and Gordon Smith
The Solaris Group
Spellman High Voltage
The Staten Island Foundation
Judy and Michael Steinhardt
Carol Stone
Structure Tone
Time Warner Inc.
Tonio Burgos & Associates Inc.
TPG Architecture
Treo Solutions
Trust For America's Health
United HealthCare Network
Village Care of New York
Vinson & Elkins LLP
Visiting Nurse Service of New
York
WebMD
Joan & Sanford I. Weill
Medical College & Graduate
School of Medical Sciences of
Cornell University

UNITED

HOSPITAL

FUND

29

The John L. & Sue Ann Weinberg

Foundation
Weintz Family Fund
David M. Weisberg
Bobby and Allan Weissglass
Supporter
$1,000 to $2,499
Abbott Laboratories
Access Meetings & Events
The Acting Company
Affinity Health Plan
AMDeC, LLC
American Friends of ALYN
Hospital
Applebaum Foundation
Archdiocese of New York
E. Nelson Asiel
The Bachmann Strauss Family
Fund, Inc.
Bank of America
Adele G. Bergreen
Bernard Hodes Group
Robert A. Bernhard
Beth Abraham Family of Health
Services
Bleakley Platt & Schmidt, LLP
Thomas R. Block
BWD Group LLC
Jane & Robert Carroll
Castle Connolly Medical Ltd.
Derrick D. Cephas
Mrs. Thomas H. Choate
Clark Consulting Healthcare
Group
Mr. and Mrs. Ernest J. Collazo
Community Choice Health Plan
Community Service Society of
New York
Cullen and Dykman LLP
Davidoff Malito & Hutcher LLP
Sam Davis
Davis Vision
DDK & Company LLP
Deloitte & Touche LLP
Robert de Luna
Kevin Dillon
Gail F. Donovan
Doremus & Company
Aaron Edison

30

UNITED

HOSPITAL

Mitzi and Warren Eisenberg

Eisner LLP
James and Dawn Ellwood
The Executive Transportation
Group
Fiduciary Trust Company
International
Financial Security Assurance
FOJP Service Corporation
Timothy C. Forbes
Garfunkel, Wild & Travis, PC
Peter A. Georgescu
Sarah and Seth Glickenhaus
Michael R. Golding, MD
Clifford and Katherine Goldsmith
Andrew and Bruce Goodman
Roy M. Goodman
The Central National-Gottesman
Foundation
Lee Gottlieb Fund, Inc.
Michael Gould
Gracie Square Hospital, Inc.
Rosalie Brown Greenberg
The Green Fund Inc.
The Green Vale School
The Harry Frank Guggenheim
Foundation
Edna and Monroe C. Gutman
Foundation
Hamilton Cavanaugh, Inc.
Mr. and Mrs. Stephen L.
Hammerman
The Harbor Group at Smith
Barney
The Harkness Foundation for
Dance
HealthFirst, Inc.
Lisina M. Hoch
Caroline and Lawrence
Huntington
The Institute for Urban Family
Health Inc.
John and Jeanet Irwin
Medical Staff of Jamaica Hospital
The Jewish Home and Hospital
Lifecare System
The Kandell Fund
Gershon and Carol Kekst
Ketchum
King Family Fund

FUND

Edward S. Kornreich, Esq.

Joseph and Juanita Leff Charitable
Trust
Kenneth Levien
Stuart R. Levine
The Arthur Loeb Foundation
M&T Bank
James A. Macdonald Foundation
The David & Sondra Mack
Foundation, Inc
The William and Phyllis Mack
Family Foundation, Inc.
Margaret E. Mahoney
Marks Paneth & Shron LLP
The Helen R. & Harold C. Mayer
Foundation, Inc.
Medical Society of the State of
New York
Ilse Melamid
Eugene Mercy, Jr.
Mr. and Mrs. Martin H. Miller
David Mimran
Robert and Seiko Newman
New York College of Podiatric
Medicine
New York Congregational Nursing
Center Inc.
The New-York Historical Society
New York University
New York University College of
Nursing
Wilson and Eliot Nolen
Northfield Savings Bank
Mr. and Mrs. George D. O'Neill
Robert and Karen Osborne
Ostgrodd Foundation
Nicole and Bruce Paisner
Paraprofessional Health Care
Institute
Herbert Pardes, MD
Pillsbury Winthrop Shaw Pittman,
LLP
Dr. Kalmon D. Post
Mrs. Otto Preminger
Professional Placement Associates,
Inc.
Rita Rasmussen
RCHN Community Health
Foundation
May Ellen and Gerald Ritter
Foundation

Jane G. Rittmaster
Robert Mapplethorpe Residential
Treatment Facility
Mary Gordon Roberts
Vashti Roebuck
Ropes & Gray LLP
RxMosaic Health Public Relations
St. Francis College
Dr. and Mrs. Lewis Schachne
The Schloss Family Foundation,
Inc.
Tina H. Sernick
William & Sylvia Silberstein
Foundation, Inc.
The Slant/Fin Foundation
Sodexo Healthcare Services
SpencerStuart
Sterling National Bank
The Max and Ida Strauss
Foundation, Inc.
Most Rev. Joseph M. Sullivan
Arthur Ochs Sulzberger
SUNY Downstate Medical Center
Sy Syms Foundation
Charles and Szilvia Tanenbaum
Temple Beth-El of Great Neck
Kenneth E. Thorpe, PhD
Mary Beth C. Tully
Urban Health Plan, Inc.
Bruce and Fredda Vladeck
Alan G. Weiler, Esq.
Westchester Public/Private
Partnership for Aging Services
William F. Ryan Community
Health Center
Winthrop-University Hospital
Witt/Kieffer
The Women's National Basketball
Association
Douglas T. Yates
Judy Francis Zankel

Donor
$500 to $999
Asian American Federation of
New York
Association for a Better New York
Maureen Baehr
Robert Bannon
Belt Trust
E.H.R. & N.M. Blitzer Fund
Rachel Block
Bowne of New York City, LLC
Paul J. Brignola
Alice C. Brown
Mrs. B. Gerald Cantor
Fredda J. Cassell
Bonnie and Clive Chajet
Mrs. Edward T. Chase
Christie's
Paul A. Cohen Foundation
Max B. Cohn Family Foundation
John and Ingrid Connolly
Cooperative Home Care Associates
Louise B. & Edgar M. Cullman
Foundation
Susan R. Cullman and John J.
Kirby, Jr.
Stephanie L. Davis
Mary A. DeBare
Glenn DeKraker
Alice B. Diamond
Thelma Duggin
Charles and Sylvia Erhart
Marianne C. Fahs, PhD, MPH
Veronica Finn
Mr. and Mrs. Samuel C. Florman
Diane A. and Blaine V. Fogg
Vivian C. Gaman, EdD
Generations + / Northern
Manhattan Health Network
Norma S. Gindes
Goldberg/Nash Family Foundation
Greenberg Traurig
Katherine Guenther
Robert A. Guimento
Deborah Halper
Marianne Hardart
Bryan Hart, MPH, MBA
Hawkins, Delafield & Wood
Marian S. Heiskell

Charles Hertzig Foundation

Julius H. Jacobson II, MD
Mary C. Johnson and Thomas
Steiglehner
Alvin I. Kahn, MD
Miriam Katowitz and Arthur
Radin
Keane & Beane, PC
Kelley Drye & Warren LLP
Helen L. Kimmel
Debra A. Lally
Mr. and Mrs. Edwin Deane
Leonard
Carol Levine
Local 1549
Dorothy Lyon
March of Dimes
Rico Martinez
Michael R. McGarvey, MD
Michael A. Moran
Moses & Singer
Frederic and Frances Nathan
John P. Navarra
The New York Community Trust
New York Restoration Project
Alex Okun, MD
OR International
Lawrence Ottaviano, MD
Lee Ward Parkinson
Mr. and Mrs. Carl H. Pforzheimer
III
Dr. and Mrs. Jerome B. Posner
Primary Care Development
Corporation
Public Health Solutions
RMF Foundation
Deborah M. Sale
Jay D. Schainholz
Magda Schaler-Haynes, Esq.
Scheuer Associates Foundation
Inc.
Mr. and Mrs. David Schlang
Susan A. Seigle
Maryann R. Shegelski
SilentType, Incorporated
Polly Z. Steinway
Louise A. Stern
Maura Surnamer
Allen B. Swerdlick

David and Peggy Tanner

Philanthropic Fund
Dr. David Tarica and Mrs.
Michele Tarica
Shelly Taylor
Dorothy Cullman Treisman
VHA Metro
The Victor Herbert Foundation,
Inc.
David R. Wilkes
Yeshivah of Flatbush
Celia Zuckerman
Matching Gifts
Broadridge Financial Solutions
The Commonwealth Fund
GE Foundation
John D. and Catherine T.
MacArthur Foundation
Merrill Lynch & Co. Foundation,
Inc.
Mobil Foundation
Mutual of America
The Pfizer Foundation
Special Acknowledgments
The United Hospital Fund
gratefully acknowledges donations
of goods and services from the
following:
Affinia Gardens Hotel
American Airlines
American Girl Place
Ark Restaurants Corp.
John Attanasio
B.R. Guest Inc.
Canyon Ranch
Paul Catalanotto
Chef & Company
Coach, Inc.
Commerce Bank
Condado Plaza Hotel & Casino
craft/craftbar/craftsteak
Leo T. Crowley, Esq.
The Daily Show with Jon Stewart

David Yurman, Inc.

Designer Limousines
Robert and Edith DuPuy
E.T. Browne Drug Co., Inc.
Exhale Spa
Faige Timeless Portraits
GNYHA Ventures, Inc.
Robert and Dale Hart
Jazz at Lincoln Center
John Starks Foundation
Kobrand Corporation
Al LoBiondo
Martin Clearwater & Bell
Material ConneXion, Inc.
Mortons, The Steakhouse
New Jersey Nets
New York Knicks
New York Mets
Elie and Kate Pallandre
Marylee Pratnicki
The Rachael Ray Show
Barbara Ryan
Samuel Durfee House
San Domenico Restaurant
Schneider Vineyards
Serafina Restaurant
Shubert Organization
Simon & Schuster
Steelcase
Sun Village Resort & Spa Cofresi
Tocqueville Restaurant
Total Computer Group
Union Square Hospitality Group
The View
Nannette Wilner
The Women's National Basketball
Association

UNITED

HOSPITAL

FUND

31

Opportunities to Help

The United Hospital Fund relies on your generosity to

support its mission of addressing critical issues and shaping
positive change in health care for the people of New York.
One especially meaningful way to help is to remember the
Fund in your will. Through a bequest you can support
innovation and necessary change in health care while linking
your name for years to come with a cause larger than any
single institution.

opportunity

A bequest may allow you to make a more significant gift

than you could otherwise afford in your lifetime and may
also reduce your estate taxes. Moreover, your support will
enable the Fund to continue to be a center for ideas, activity,
and participation for future generations.
When discussing your estate plans with your lawyer or
financial advisor, you may want to consider incorporating
the following simple language in your will: I give and
bequeath to the United Hospital Fund ____ percent of my
total estate (or $_____, or other property).
Other giving opportunities are available that may provide
lifetime income and significant tax advantages for you while
benefiting the work of the Fund.
You can also contribute to the Fund by supporting its
annual fundraising campaign or by volunteering your time
through committees, task forces, or other targeted activities.
For more information on bequests, other special giving
plans, or program activities, please call Susan A. Seigle,
Office of Development, at (212) 494-0781.

32

UNITED

HOSPITAL

FUND

The United Hospital Fund is proud that it meets all of the

Better Business Bureaus Standards for Charity Accountability.

The United Hospital Fund 200708 Annual Report

is produced by the Funds Communications Division
Concept/Design: Designthing, NY
Photography, pages 1, 2, 8 (top), 9 (middle), 24: Robert Glick

Empire State Building

350 Fifth Avenue, 23rd Floor
New York, NY 10118-2300
T: 212.494.0700
F: 212.494.0800
www.uhfnyc.org