NYSHealth Five-Year Report

Page 1

New York State Health Foundation 1385 Broadway, 23rd Floor, New York, NY 10018 Phone: (212) 664-7656 www.nyshealthfoundation.org

5-Year REPORT 2006–2011

Design by C. Rhett • psmile4me@mac.com


he New York State Health Foundation (NYSHealth) began operations in 2006 as a private, statewide foundation dedicated to improving the health of all New Yorkers.

To achieve meaningful impact, the Foundation is committed to making grants, informing health care policy and practice, and spreading effective programs that work to improve New York’s health system. For the past five years, NYSHealth has focused on three strategic priorities: (1) increasing the number of New Yorkers who have health care coverage and reducing health care costs; (2) improving prevention and management of diabetes; and (3) improving services for people who cope with both mental health and substance use disorders at the same time. The following principles guide the Foundation’s work in all that we do: Strive to have a tangible, positive impact on the health of New Yorkers—this is our reason for existing. Be open and transparent about our activities, our successes, and our failures. Ensure that our grant selection processes are fair and competitive so that all grant applicants— those organizations we know about and those with whom we are not familiar—have equal chances of receiving funding. Engage experts from throughout the State to help us set priorities and choose grantees. Be statewide in focus. Be a learning organization interested in evaluating our activities, communicating the results of our activities, and diffusing successful ideas for implementation throughout our State. Have processes that are user-friendly and responsive to the public. Encourage our staff to perform at high levels and grow in abilities over time.



Chairman’s Message

4 President’s Message

6 Five Forces That Shaped Us

10 Five Home Runs

14 Five Lessons Learned

18 Five Lives We’ve Touched

22 Five Aspirations for the Next Five Years

26 Grantees

Chairman’s Message On behalf of all of my colleagues—past and current Directors—it is with great pride that

My colleagues at the Foundation sometimes tease me for constantly urging us to focus on “game

we mark the fifth anniversary of the New York State Health Foundation. In five short years, we have

changers” that can make lasting, significant improvements. While I recognize how challenging it is

established an organization that is initiating and supporting innovative approaches to health care

to identify novel strategies in an environment as important and complex as health care, we consider

throughout the State. Our objective is simple, but challenging: to improve the health of all New Yorkers.

this our most important work.

The Foundation is principally focused on systemic change—particularly change that will increase

All of my colleagues on the Board are proud of the excellent work our dedicated staff, led by

medical coverage for those New Yorkers not now covered by health insurance and making health care

Jim Knickman, has accomplished over these first five years. We are confident the next five years

more affordable for all. We also recognize that the public cost of health care is the most significant

will be even better.

portion of New York State’s and localities’ budgets. Improving the health of our citizens during a period of constrained government expenditures is a daunting challenge. Therefore, the Foundation is not

We look forward in the next five years and beyond to helping New Yorkers live healthier lives.

principally focused on individual health delivery organizations, but rather on promising approaches that can have a broad impact throughout New York State.


2002 2

Empire Blue Cross Blue Shield converts from nonprofit to for-profit ownership; New York State Health Foundation established by New York State Legislature with 5% of proceeds from the conversion, estimated to be $50 million.

Carl Weisbrod, Chair, NYSHealth Board of Directors



Deborah Konopko appointed founding Chair of Board of Directors.



Lots of legal wrangling about how the proceeds of the conversion should be spent.

Foundation gets up and running, now with approximately $260 million in assets.


President’s Message As we mark the fifth anniversary of the New York State Health Foundation, my staff and I have taken time to reflect on our accomplishments, impacts, missteps, and lessons learned as we established a new organization to work on the problems facing New York’s health system. This five-year report captures the highlights. First and foremost, we have become an organization that hopes to have positive impacts by working collaboratively with great organizations—large and small—dedicated to health improvements across our State. We owe much of our success to our grantees and partners; the accomplishments of these grantees are most important to celebrate as we mark this five-year milestone. People often ask me which aspects of building a new organization bring me the most satisfaction. Two stand out: First, I am proud that we have emerged as a trusted, neutral party in the complex effort to improve health outcomes in our State. We value our ability to convene, to communicate what works and does not work, and to help the broad health community think about how public policy can lead to better uses of health care resources.

My incredibly engaged Board members, my excellent staff, and especially our ever-growing community of grantee organizations have helped make our first five years productive and stimulating. We should all look forward to continuing our shared commitment to make the improvements that are so important to all of us in the health sector.

James R. Knickman, President and CEO






James R. Knickman appointed as first President and CEO.

Dr. Knickman begins work as a one-person shop out of a Starbucks in NYC.

Foundation moves to 555 Eighth Avenue; hires first staff members.

New York Times article puts NYSHealth on the map ("After Four Years, Health Group for the Poor Gets Started").

First Request for Proposals issued.

2006 4

Second, I am pleased with our ability to adapt. It is stunning how much the landscape of health care has changed in New York in just five years. The economic crisis emerged in our second year of operations; the possibility of large-scale Federal health reform emerged in year three. We have had to be flexible in our strategies while remaining focused on our ultimate goal of improving New York State’s health system and keeping New Yorkers healthy.




2006 5

Forces That Shaped Us 1

Support from New York’s health community

Across the country, the field of health philanthropy has swelled in the last 20 years with the establishment of ties created as the result of nonprofit health care organizations converting to for-profit status. New York’s health community recognized the opportunity for a strategic


impact. When Empire’s conversion was announced, many dedicated, committed stakeholders fought to ensure that YSHealth began operations in 2006, but

as much money as possible would be devoted to NYSHealth.

the Foundation’s history began years ear-


lier. In January 2002, the New York State Legislature authorized the establishment

$50 million became $265 million

of the New York State Health Foundation

While the legal wrangling ensued on the heels of the

with 5% of the proceeds from the conversion of Empire

authorizing statute and Empire’s for-profit conversion in

Blue Cross Blue Shield from nonprofit to for-profit owner-

2002, the value of the estimated assets grew more than

ship. At the time, the assets to establish the Foundation

fivefold, to approximately $265 million. This much larger

were estimated at approximately $50 million. How did

endowment meant that NYSHealth could invest more

the Foundation emerge from these roots? Five key forces

significant resources to improve New York’s health and

shaped NYSHealth’s early days:

achieve greater impact on New York’s health system.






NYSHealth staff numbers four.

NYSHealth hosts its first National Urban Fellow, George Suttles.

First round of grants awarded to 23 New York organizations.

Move to 1412 Broadway.

First round of grants announced at NYSHealth inaugural event at the Rainbow Room in NYC.

2006 6

foundation to foster systemic change and have a statewide





hundreds of conversion foundations—philanthropic enti-

2007 7

5 Forces That Shaped Us



learn from one another, seek solutions, and spread good

A Board with a vision

ideas for improving the health of communities, regions, and the entire State.

NYSHealth’s authorizing statute dictates that a nine-


member Board of Directors govern the Foundation—three members each appointed by the Governor, the Senate

Impressive investment returns

While much of the nation’s philanthropic sector experi-

majority leader, and the Assembly speaker. What defines our Board is the desire to make a difference. Recognizing

enced significant declines in their endowments in 2007 and

NYSHealth’s unique potential as a neutral organization

2008, NYSHealth’s investments continued to perform well

whose only interest is the public’s interest, the Board has

during the downturn. In June 2011, the Foundation’s as-

pushed the Foundation to set goals and pursue strategies

sets were slightly higher than in June 2006. Our relatively

that will have meaningful impact on the lives of New York-

stable assets during the downturn allowed the Foundation

ers, especially the most vulnerable.

to continue to make grants at a steady rate.


A unique niche

NYSHealth’s statewide focus on health is unique among New York’s foundations. New York State’s health system is vast and diverse, geographically and culturally. Many of the pressing health challenges we face are similar across the various regions of our State. A statewide focus allows NYSHealth to reach beyond a single health care provider or health promotion organization, and beyond individual


communities, to inform policies and spread solutions on a wider scale to improve the health of all New Yorkers. Working collaboratively with partners statewide, we can





Carl Hayden appointed Chair of NYSHealth Board of Directors.

Foundation announces first two strategic priority areas for grantmaking: expanding health insurance coverage and addressing the diabetes epidemic in New York State.

NYSHealth staff meets with Senator Kemp Hannon to discuss State's pressing health needs.

NYSHealth launches its “Conversation With…” series with a session featuring Don Berwick of the Institute for Healthcare Improvement, who later became Administrator of the Centers for Medicare and Medicaid Services.

2007 8



2007 9

Home Runs

into statute many of CSS’s recommendations to improve the

Capital District, Broome County, Buffalo, Long Island,

Employer Buy-In program. Collectively, the changes to the

Middletown, Plattsburgh, New York City, Rochester, Syra-

program lowered monthly premiums by approximately 25%.

cuse, and Watertown.

A clear goal, a talented grantee, an effective dissemination strategy, and good timing all led to a direct impact on New

The model is gaining momentum: the Centers for Disease

York State policy and improved health care coverage options

Control and Prevention provided support for an additional

for New Yorkers.

five sites in New York State, and private health plans have begun to reimburse for the pro-


Promoting diabetes prevention

gram, a key step toward ensuring sustainable funding for this effective community-based prevention program. As a next step, we are

In partnership with the New


ometimes, the right mix of timing, smart strat-


York State YMCA Foundation

gram in community-based settings other than

and the State Health Depart-

YMCAs to continue to increase the program’s

ment’s Diabetes Prevention

reach. Investing in a proven model, working

and Control Program, the

with good partners, and focusing on sustain-

egy, hard work, and a little luck comes together,

businesses to buy in to the Family Health Plus Program had

Foundation invested in the

ability have been essential to the success and

and a project exceeds expectations. If we could

potential to make coverage more affordable, but its original

replication of the Diabetes

spread of the program.

bottle that magic formula, every initiative would

design needed improvement. With support from NYSHealth,

Prevention Program, an ef-

turn out like these five:

the Community Service Society (CSS) of New York analyzed

fective—and cost-effective—

the program and developed actionable recommendations

model for helping people

to increase the program’s success for small businesses

with prediabetes to develop

Expanding affordable coverage for small business employees


A roadmap for implementing health reform in New York State

and their employees. With a solid analysis in hand, CSS and

the knowledge, skills, and

After Federal health reform was signed into

the Foundation undertook extensive communications and

behaviors needed to stay

law, it was clear that its success or failure

Opportunities for foundations to have a concrete, tangible

education efforts: we briefed State officials and legislators,

healthy. NYSHealth support-

would depend largely on states’ ability to

impact on State health policy are rare. Much of the work that

convened a diverse set of stakeholders, and built support

ed the program in YMCAs in

implement the law well. With support from

strategic foundations do surely informs policy, but actual

for the recommendations. In 2010, New York State enacted

10 regions across the State:

NYSHealth, a team at Manatt Health Solutions





First meeting of the Community Advisory Committee to ensure the Foundation receives broad input and perspective from people across the State.

NYSHealth launches consortium of the State’s leading research institutions to address the crisis in health insurance coverage.

NYSHealth launches its first "real" website.

NYSHealth staff now numbers 14.

2007 10

change is often difficult to achieve. A pilot to allow small

exploring opportunities to provide the pro-



2008 11

5 Home runs


work to improve services for people coping with both mental

with other organizations during a time of financial distress.

health and substance use disorders at the same time. We

One successful outcome of this investment is expanded

and NYSHealth Visiting Fellow Deborah Bachrach devel-

identified veterans and their families as an important sub-

access to primary health care in Jamaica, Queens. When

oped a roadmap report laying out the key decision points,

population that would benefit from those efforts. As one of

St. Dominic Health Center faced imminent closure as

program elements and options, and actors needed to make

our first steps, we commissioned a report from the RAND

a result of its parent organization's bankruptcy filing,

health reform work well in New York State. The report

Corporation examining the needs of New York’s returning

nearly 4,000 patients were at risk of losing their regular

also included the first-ever estimates of the numbers of

veterans and their families. The report helped us under-

source of health care. With support from NYSHealth,

New Yorkers likely to gain coverage under health reform—

stand that, although mental health needs among veterans

the Primary Care Development Corporation, the New

1.2 million altogether.

are significant, a much broader range of issues must be ad-

York State Department of Health, and other funders, the

dressed to assure veterans’ health and well-being: outreach,

Joseph P. Addabbo Family Health Center, a Federally

The report is just one example of the importance of a grant

education, employment, and housing, as well as medical and

project being about more than money. The roadmap was

behavioral health services. The report also found that half of

has been successful: none of the participants in the Buffalo

timely and credible, and offered rigorous analysis, but

New York’s veterans prefer to receive care and services in

program have had additional encounters with the justice

perhaps the most important part of the project was get-

their communities, rather than at the VA, and that we must

system. NYSHealth has invested limited dollars in improv-

Under Addabbo’s leadership, the center has thrived, pre-

Qualified Health Center, acquired the St. Dominic Center and expanded its operations.

ting it into the hands of policymakers and other health

do a better job of providing and coordinating services in the

ing veterans’ health, less than $2 million, but we see it as

serving a needed source of care and services in Jamaica.

care leaders who would benefit from the information.

communities that our veterans call home.

an important niche area in which we can bring attention to

In one year, the center saw a 500% increase in patient

veterans’ needs, help spread models that work, and lever-

visits; expanded the range of primary care services avail-

To expand community-based services, we have supported

age existing resources.

able to include pediatrics, HIV/AIDS services, dental care,

The Foundation generated considerable media attention for the report, placed commentaries about the findings, and briefed key stakeholders on the findings. As a result,

the Veterans Outreach Center (VOC) in Rochester, which

health leaders regularly cite the report’s findings, and

connects veterans and their families to a full range of health

and an onsite pharmacy; and added 20 new health care

5 Strengthening community health centers

jobs in the community. Looking ahead, the Foundation

several have spoken of the roadmap as their “bible” on

and social services. As a next step, the Foundation has

health reform implementation.

awarded the VOC additional funding to spread the model to

Community health centers deliver affordable, high-quality

in four underserved regions in the State—Central New

other communities throughout New York State. NYSHealth

care, and it is imperative that they have solid financial foot-

York, Western New York, the Finger Lakes, and Long Is-

has also invested in replicating the Buffalo veterans treat-

ing and resources to meet the growing demand for primary

land—expand their capacity to provide primary care. By

4 Meeting returning veterans’ needs

will award grants early in 2012 to help health centers

ment court model in 10 additional jurisdictions in New York

care services. The Foundation funded a series of grants

understanding the need and identifying the right strate-

Our interest in understanding and addressing the needs

State. The model focuses on rehabilitation and reintegration

to support New York State’s nonprofit health centers in

gies and partners, the Foundation has provided timely,

of returning veterans and their families emerged from our

of veterans involved in minor criminal acts. The program

their efforts to reorganize, forge partnerships, or merge

targeted support to expand access to primary care for vulnerable New Yorkers.





NYSHealth launches its statewide Diabetes Campaign.

NYSHealth establishes the Center for Excellence in Integrated Care to improve care for people who cope with both substance use and mental health disorders at the same time.

Carl Weisbrod appointed Chair of NYSHealth Board of Directors.

NYSHealth announces commitment to improving health for veterans and their families.

2008 12



2008 13


to rethinking how we deliver rehabilitation services for stroke victims, to exploring emerging opportunities in

Lessons Learned

the telehealth field. But as the grants got underway, it soon became clear that we and our grantees had in many instances been too ambitious, overpromising what could reasonably be accomplished within the scope, timeframe, and budget of the grants. Some of these were solid projects that did improve care and services, but did not meet the specific goals and expected outcomes for the projects. For example, a program in the Rochester area set out to improve home health care for 90-100 elderly residents who were deaf or hard-of-hearing. The project


made a difference for the clients it did reach, and satisfac-


came here because of the mission. I’m from a family with a high risk for diabetes and it’s so important to see what the Foundation is doing to help prevent and manage diabetes in New York State.” —Elisa Nikoloulias, Finance Associate


he best part is being part of the process to get the money out of the door to worthy causes. It’s a thrill to see the end result of how organizations have utilized our funds for the betterment of New York State.” —Ursula Stewart, Grants Coordinator


ot every project or initiative works out exactly as planned; if every grant were a home run, we would be

served during the grant period. In retrospect, project staff

’ve seen the opportunities we’ve had and the unique ability to both be neutral but also a positive force in health care. It’s exciting to work with really smart, driven, and dedicated people.”

concerned that we were not taking an appropriate level of risk. When we do fall short, or when a project

and Foundation staff realized that a more robust outreach

Yasmine Legendre, Policy Analyst

takes an unexpected turn, the Foundation is committed to learning and sharing what could have been

strategy to engage other home health agencies would have

improved. Here are five important lessons we have learned in our first five years:

been helpful upfront, and that broader policy issues related

tion scores with the services provided were very high. But the scale was not what was expected; only 34 clients were

1 Be ambitious, but realistic

to eligibility and payment for home health services were a furFoundation were eager to move full steam ahead with

When we issued our first Request for Proposals (RFP)

ambitious projects to improve the health and lives of

ther deterrent to participation.

in July 2006, we received more than 600 proposals to

New Yorkers all across the State. We awarded 23 grants,

Results like this case remind

fund a wide range of projects. Clearly, there was pent-up

which focused on everything from preventing obesity,

us that we must be diligent

demand for resources, and both the applicants and the

to improving access to care for people with diabetes,

upfront about setting realistic


love what I do and the people I work with; everybody does a great job to make New York better.” Brunnie Urena, Receptionist/Office Assistant


or me, NYSHealth breaks the stereotype of the ‘ivory tower’ foundation. I’m proud to work at a foundation that is open, transparent, accessible, and fair.” Mark Barreiro, Senior Grants & Operations Manager





First NYSHealth fall conference, on the individual insurance market.

NYSHealth staff now numbers 18.

Electrical fire breaks out in NYSHealth offices; staff displaced for one month.

Launch of first Economic Recovery Fund Request for Proposals to help New York State’s nonprofits respond to the economic crisis.

2008 14

NYSHealth Staff Come to Work



2009 15

5 Lessons Learned

cine was inappropriate for patients with acute care needs;

coverage among farmers, and a goal of covering 1,900 ad-

What happened? The grant scope did not include resources

lack of interoperability with other technologies needed

ditional people in 16 months or so seemed achievable. As the

or plans for marketing the site. Although the grantee

expectations for project outcomes given the strategy, size,

for complete consultations; and new State regulations

economy declined, however, and dairy farmers experienced

developed a high-quality product that could have been

and scope of the grant. Although we never want to swing

that made it more cumbersome to credential physicians

particularly tough times, the target was clearly unachiev-

a terrific resource for tens of thousands of New Yorkers,

too far in the other direction, and set expectations too low,

to deliver telehealth services.

able. Even with a flexible approach that allowed the project

hardly anyone knew about it.


to shift focus to helping insured farmers retain their cover-

having a realistic sense of expected outcomes helps the grantee plan for and achieve success, and helps the Foun-

Rather than call it a day when it became clear that the

age, the project could not be successful given the economic

dation assess the value of a potential investment.

original strategy could not be effective, the grantee and

conditions. Ultimately, despite smart ideas, creative thinking,

2 Be flexible, and learn as you go One of the Foundation’s first rounds of grants was

the Foundation revised the scope of work for the project,

dedicated project staff, and everyone’s best efforts it became

In 2007, NYSHealth funded 12 projects through a program,

and Bassett instead focused on expanding Bassett’s

clear that there was no salvaging the project.

called Setting the Standard, to help primary care providers adopt and spread practices to improve care and manage-

earlier Telestroke initiative to additional hospitals in the region and on finding other potential uses for tele-

a good idea, but almost none of the project elements went

medicine, including home care services and evaluation

according to plan. NYSHealth awarded a grant to Bassett

of chronic conditions.

ment for diabetes. The 12 sites were diverse in terms of

4 If you build it, they may not come

their experience and expertise working with the chronic care

A grant to the Hudson Center for Health Equity and Quality supported the development of a Web-based tool that al-

the 12 ultimately achieved their expected outcomes for the

lows New Yorkers to go online to learn about health care

project. An evaluation of the project sites concluded that even rudimentary technical assistance would have helped

grantee proposed to expand its Telestroke program—

communication between the Foundation and the grantee

coverage options, determine their eligibility for public

a telemedicine program designed for stroke patients—and

organization, and a willingness on both sides to be flexible

coverage programs, and begin the application

use it to enhance care for patients with acute emergency

and creative.

needs in rural upstate New York. The project was aligned with the Foundation’s interest in increasing access to high-quality services in an underserved area of the State.

model and engaging in quality improvement, but only two of

Shifting the project focus required open and honest

Healthcare, a network of four hospitals and 23 community health centers in eight counties in Central New York. The

5 Sometimes, we need a little help

3 Know when to say “when”

many of the less-experienced grantees to

process. Online enrollment might be more ef-

understand how to assess their performance,

ficient and accurate than paper applications,

make progress on their goals, and to imple-

and could increase the number of eligible New

ment and spread appropriate models of care.

Yorkers enrolled in public coverage programs.

A better understanding upfront of what the

Another example of a good idea that turned into an unsuccessful project because of the external environment is

Although nearly 800 people logged on and com-

needed to succeed might have allowed us to

riers to implementing the project as envisioned: lack of

our work with Dairylea, which aimed to increase health

pleted an application for health insurance through

reshape the program to include more timely

buy-in from doctors, nurses, and specialists who found the

insurance for the State’s agricultural sector. At the time

the website during the grant duration, that num-

technical assistance and shared learning

technology too burdensome or concluded that telemedi-

of the initial proposal, prospects were good for expanding

ber was far less than the 14,000 expected to apply.

across the 12 sites.





NYSHealth President and CEO James R. Knickman launches his Huffington Post column with a blog about integrated care.

Deborah Bachrach joins NYSHealth as first Visiting Fellow.

NYSHealth hosts conversation featuring former State Commissioner of Health, the late Richard F. Daines, on New York State's controversial proposed soda tax.

The Affordable Care Act is signed into law, with the promise to expand health care coverage significantly for New Yorkers.

2009 16

project would require and what the grantees

Almost from the start, the project team encountered bar-



2010 17

Lives We’ve Touched


more affordable coverage options, and timely information

Monique Greenwood

of coverage changes happening now and in the future as

Bedford-Stuyvesant, Brooklyn

a result of Federal health care reform.

The owner of Akwaaba Bed & Breakfast since 1995, Monique Greenwood is committed to providing health care

“Being able to now offer health care benefits has helped me

coverage for her employees. Today, Greenwood has opened

attract and retain the best possible staff in the industry,”

additional locations in New Jersey, Washington, D.C., and

Greenwood said. And, NYC Health Insurance Link “allows

Pennsylvania, but believes that the true mark of her suc-

me to find the most affordable coverage for my staff.”

cess as a small business owner was being able to offer


health care benefits.


Donald Cortright


At 65 years old, Donald

Greenwood now easily finds information about plans and pricing through NYC Health Insurance Link, developed by

was diagnosed with

the Human Resources Administration’s Office of Citywide

prediabetes—a condi-

YSHealth pursues ambitious goals to improve health

Health Insurance Access with support from an NYSHealth

tion that put him at

on a large scale, statewide. We want ever y New

grant. The Web-based tool, at www.nyc.gov/hilink, helps

high risk for develop-

Yorker to have health insurance coverage and access

New Yorkers find a health insurance plan that best fits

ing diabetes, heart dis-

to affordable health care. We want fewer people to

their health care needs and budgets. Business owners

ease, and stroke. He

develop diabetes, and more people with diabetes to

like Greenwood can search for and compare health plans,

was over weight and

get the right care. We want people who have both mental health and

including those with low and high deductibles; those with

had high blood sugar

substance use disorders to receive the services they need to address

and without particular benefits like prescription drugs;

and cholesterol levels.

both conditions at the same time. As we keep an eye on larger goals

and those with in- and out-of-network provider choices.

For help in getting his condition under control, Donald went

to achieve widespread changes to health care policy and practice, we

The tool provides users with a full range of comprehen-

to the Middletown YMCA, one of 10 Ys across the State that

also are motivated by the people that the Foundation and our grantees

sive health plans available in New York City from every

have implemented a diabetes prevention program (Y-DPP)

are helping every day. Here are some of their stories:*

carrier, tips to help consumers and business owners find

with NYSHealth support.

* some names have been changed.






NYSHealth moves across the street to 1385 Broadway, where staff decry orange walls.

NYSHealth awards the first of three grants to help New Yorkers affected by the devastating January 2010 earthquake in Haiti.

New office space floods; staff assumes locusts will be next.

NYSHealth cited as “Donor of the Day” in the Wall Street Journal.

NYSHealth releases “Implementing Federal Health Reform: A Roadmap for New York State,” outlining the key tasks required to make the most of the Affordable Care Act in New York State.

2010 18




2010 19

his employer adjusted his schedule to accommodate


Over the course of the 16-week Y-DPP program, Donald

his illness, Alan was only able to work a day or two per

Mr. Pha knew no one in the United States when he arrived

learned how to make important changes in his diet and

week for a few hours at a time at his job as a Manhattan

in Rochester in 2009 as a refugee from Burma. But within

exercise habits. Before joining the program, he had not

hotel agent.

5 Lives We’ve Touched


was exhausted and sick from his treatments. And while

his first week here, he was able to find a place to stay,

realized that the types of food and how much he ate were

systems that may be unfamiliar or confusing, like bus and other transportation schedules and public school enrollment for their children. “I now have opportunity and hope here. It’s a better life,”

receive a health screening, and get school placement as-

said Mr. Pha.


major contributing factors to his condition. The classes

Bills began to pile up and Alan fell behind on his rent. In

sistance with help from Rochester General Hospital and

taught him to be more aware of the total amounts of fats

addition to his life-threatening disease, Alan and his family

the hospital’s local refugee resettlement partners. Just

and calories he consumed each day and to become more

faced a lawsuit from their landlord for overdue rent and

one year earlier, the only health care option for refugees

physically active. Donald started walking more, riding a

barely had money to buy food. The family didn’t know where

like Mr. Pha was through costly trips to the emergency

Cecilia’s grandson Javier suffered from

bicycle, and doing some form of exercise most days. Useful

to turn for help. Then a social worker at the hospital con-

department; the last two clinics that had been serving refu-

asthma and had symptoms every night

tools like a food and activity tracker and a calorie-counter

nected Alan with a lawyer named Brian from LegalHealth,

gees in Rochester had closed their doors. With NYSHealth

until the family got help from the NYSHealth-

book also helped to keep Donald motivated. As a result of

a division of the New York Legal Assistance Group, an

funding, Rochester General Hospital was able to fill the

supported Healthy Homes Initiative of Make

the Y-DPP instruction he received and the lifestyle changes

NYSHealth grantee that brings together legal and medi-

void, starting a sustainable health care program that now

the Road New York. This program engaged

he made, Donald lost more than 22 pounds and his blood

cal professionals to improve the lives of low-income New

provides primary care services for thousands of refugees.

community health workers to conduct

sugar and cholesterol levels are now down.

Yorkers with serious health concerns.

“The Y-DPP classes have educated me in a way that I would not have predicted prior to these classes,” said Donald. “The positive changes that I have seen are life-changing.”


Alan S. Bronx

Cecilia Nolasco Bushwick, Brooklyn

home visits to help nearly 200 residents of Through this program, when Mr. Pha arrived in Rochester,

Bushwick—which has one of the highest asthma rates in

With Brian’s help, Alan and his family were able to gain

he underwent an initial health assessment, was assigned

the nation—address the asthma triggers in their home,

access to food stamps and short-term disability—provid-

a primary care provider, received health-related materials

including dust, rodents, mold, mites, and lead. The program

ing them with enough resources to cover their expenses

in Burmese, and had access to a translator when meeting

also provided legal services and advocacy, connected par-

during Alan’s treatment and recovery. Brian also helped

with doctors. In addition to receiving health care services,

ticipants to health care coverage and services, and con-

Alan apply for Social Security disability and when his initial

Mr. Pha took a course through Rochester General Hospi-

ducted community education and outreach. Make the Road

application was denied, Brian assisted him with the appeal.

tal designed to help refugees develop their interpreting

staff helped Cecilia persuade her landlord to fix the mold

Alan was in relatively good health until he developed

Eventually the family was also able to recover several

skills. Two years later, Mr. Pha is in sound health and has

and a bathroom leak in the family’s apartment. These

a tumor in 2008 and began radiation treatments at the

months in back payments to help pay their landlord for the

a full-time job, and he remains committed to giving back by

changes resulted in a significant decrease in Javier’s

age of 27—a devastating turn for him, his wife, and their

rent owed. These resources helped to pull Alan and his

staying connected with the Rochester refugee community.

asthma symptoms—he experienced symptoms only month-

two-year-old son. When he was not in the hospital, Alan

family back from the brink during a critical time.

He helps fellow refugees navigate some of the American

ly, rather than daily—and improvements in his overall health.





First investments in YMCA Diabetes Prevention Program to prevent those at highest risk of diabetes from developing the disease.

NYSHealth begins to consider new strategic priorities for 2013 and beyond.

NYSHealth releases a seminal report by the RAND Corporation on the needs of New York State’s returning veterans and their families.

First NYSHealth regional conference on diabetes in Brooklyn.

2010 20

Mr. Pha



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Aspirations for the Next Five Years


care services when people are in crisis. A prevention agenda, a healthy living and community health agenda, ooking forward to the future, we need to set

and a primary care agenda that keeps people from health

important that we emerge with a stronger health system,

care crises all need to emerge. And, they have to include

goals about what we hope to accomplish

more people covered with good insurance and access to

attention to the most vulnerable in our State. The Founda-

as an organization. We have two types of

care, and a more logical payment system. NYSHealth will

tion will continue to invest in community-based programs

goals: some that focus on what we hope to

continue to support analysis of the key issues related to

to help New Yorkers with diabetes—and those at high risk

accomplish related to health improvements

health reform implementation in New York State and to

for developing the disease—to develop skills and behav-

in New York, and others that focus on how we act as an

serve as a neutral convener of the health care providers,

iors to help prevent diabetes and manage complications

organization and a partner to our grantees. Five key

policymakers, payers, consumers, and others who have a

of the disease.

aspirations emerge:

role to play in shaping a reformed health system.

Make the most of opportunities related

Focus on health outcomes

1 to health system reform.

2 more than medical care services.

3 Be transparent and communicative. Being clear about what projects we fund, how we make our funding decisions, and how we invest our resources

Both Federal health reform and the pressures of the

It is essential that we shift our thinking to focus on main-

is essential to NYSHealth’s role as a responsible stew-

economic crisis create a moment of substantial change in

taining health rather than just paying for discrete health

ard of the resources entrusted to us. NYSHealth has






First statewide conference on meeting the needs of returning veterans and their families.

NYSHealth report finds that hospital readmissions cost $3.7 billion annually in New York State.

New York State Medicaid rolls hit 5 million people.

First statewide conference on the role of community health workers.

NYSHealth has a staff of 20 and assets of approximately $275 million. The Foundation has awarded nearly $70 million in grants throughout New York State.

2 0 11 22

how we organize and pay for health care in our State. It is

2 0 11

2 0 11

2 0 11

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5 Aspirations for the Next Five Years


always placed a high premium on transparency and

and replicate promising programs; to provide assis-

accountability: trying to make our grant application and

tance other than our grant dollars to help programs and

approval process as clear as possible, posting Grant

organizations to succeed in and to sustain their work;

Outcome Reports to our website to share lessons from

and to spread effective programs, lessons, and models

individual investments, making the Foundation’s finan-

throughout New York State. Much of what we are learn-

cial statements easily accessible. With the launch of our

ing and doing in New York has national implications, as

new website in early 2012, we will share publicly our

well. The leadership, innovation, and energy that are the

Organizational Scorecard, which tracks our progress

hallmarks of New York’s health system can inform and

toward specific per formance targets related to our

shape national policy and practice, and as leaders we can

program goals; our ability to communicate, learn from,

help to ensure that New Yorkers are well positioned to

and replicate our work; our reputational capital; and

take advantage of Federal resources.

our overall effectiveness as an organization. And, as we grow in experience and have more lessons to share, we are focused on improving the way we capture and share lessons and stories more effectively.

5 Stay focused and strategic. The most consistent feedback we hear from our stakeholders and grantees is that NYSHealth should stay the course.

Leverage and spread, even beyond

4 New York.


We agree! We cannot possibly take on every challenge or opportunity that New York’s health system has to offer; the need is too great and our resources too limited. To be

NYSHealth’s financial resources are relatively modest;

effective, we need to make smart choices and stay focused

the $15 million or so we spend annually is 0.03% of what

on the key strategic areas in which we can have the most

New York’s Medicaid program spends. Our approach has

impact. At the same time, we want to remain flexible and

been to focus on how we can leverage limited dollars

nimble enough to meet the evolving needs of New York-

to achieve the most impact. NYSHealth has worked to

ers as the landscape changes, and as new opportunities

collaborate with other funders and partners to support

emerge within our areas of focus.

1.2 million more New Yorkers are poised

to gain

health care coverage by 2014.


Grantees Action for a Better Community

Buffalo Psychiatric Center

Community Catalyst (MergerWatch)

Fractured Atlas Productions

Active Minds

Callen-Lorde Community Health Center

Frances Schervier Home and Hospital

Actors Fund of America

CapitalCare Medical Group

Community Health Care Association of New York State

Adirondack Medical Center

Catholic Charities of Onondaga County

Affinity Health Plan (Coalition of New York State Public Health Plans)

Center for Effective Philanthropy

AIDS Community Services of Western New York, Inc. Albany Medical College American Cancer Society Eastern Division (Albany) American Cancer Society Southern New York Region Amida Care Anthony Jordan Health Center

Center for Governmental Research Center for Health Care Strategies Charles B. Wang Community Health Center Children’s Defense Fund City University of New York (CUNY) Hunter College of New York

Benjamin J. Leeman, M.D., P.C.

City University of New York (CUNY) Hunter College School of Social Work

Beth Israel Medical Center Division of Endocrinology

City University of New York (CUNY) Lehman College

Better World Advertising

Coalition of Behavioral Health Agencies

Bridges To Excellence

Columbia University College of Dental Medicine

Brooklyn Alliance, Inc. Brooklyn Community Foundation Brooklyn Hospital Center Brownsville Community Development Corporation


Center for Excellence in Health Care Journalism

Columbia University Mailman School of Public Health Commission on the Public’s Health System Common Good Institute

Community Health Care Services Foundation Community Health Center of Buffalo Community Service Society of New York Consumers Union Cornell University Cornell University - Joan & Sanford I. Weill Medical College Dairylea Cooperative Delmar Family Medicine Dr. Martin Luther King, Jr. Health Center Empire Justice Center EPIC - Every Person Influences Children Excellus Health Plan Family Health Network of Central New York The Floating Hospital Foundation for Long Term Care Foundation for Quality Care

Fund for Public Health in New York Genesee Valley Group Health Association Georgetown University Glens Falls Hospital Grantmakers for Effective Organizations Grantmakers in Health Greater New York Hospital Foundation Greenwich House Haitian American Cultural and Social Organization Hartwick College Health and Welfare Council of Long Island Health Association of Niagara County Health Management Associates Health Ministry of the Southern Tier, Inc. Health Research (Center for Health Workforce Studies) Health Research

Over the Last 5 Years…

Healthcare Association of New York State (HANYS)

Korean Community Services of Metropolitan New York

Mental Health Association of New York City

NDRI State, Inc. (National Development and Research Institutes)

His Branches

Lake Research Partners

Monroe Plan for Medical Care

New York Academy of Medicine

Home Aide Services of Eastern NY (The Eddy)

Lansingburgh Family Practice

New York Association for Brain Injured Children

Hospital Educational and Research Fund


Montefiore Medical Center The Care Management Company of Montefiore Medical Center Mosholu-Montefiore Community Center

New York Chapter, American College of Physicians

Hudson Headwaters Health Network Hudson River HealthCare Ibero-American Action League Institute for Community Living Institute for Family Health Institute for Leadership Iraq and Afghanistan Veterans of America Island Peer Review Organization Jamaica Hospital Jericho Road Ministries Jewish Board of Family and Children’s Services Joseph P. Addabbo Family Health Center

The Lewin Group Long Beach Medical Center Long Island Community Foundation Long Island Home (South Oaks Hospital)

Mount Sinai School of Medicine Center to Advance Palliative Care

Low Income Investment Fund

Mount Sinai School of Medicine Department of Health Policy

Make the Road New York

Nassau Health Care Corporation

Manatt Health Solutions

National Association of Social Workers (New York State Chapter)

Manhattan Institute for Policy Research Manufacturers Association of the Southern Tier Marcellus Family Medicine

National Center on Addiction and Substance Abuse at Columbia University

Marianne LaBarbera, M.D.

National Committee for Quality Assurance

Mary Imogene Bassett Hospital,

National Council on Aging

Mathematica Policy Research

National Multiple Sclerosis Society NYC Chapter


New York Blood Center

New York City Alliance Against Sexual Assault New York City Health and Hospitals Corporation New York City Health and Hospitals Corporation - Bellevue Hospital Center New York City Health and Hospitals Corporation Elmhurst Hospital Center New York City Health and Hospitals Corporation - Harlem Hospital Center New York eHealth Collaborative New York Health Plan Association Council

Joslyn Levy & Associates, LLC

Medicare Rights Center

National Opinion Research Center

New York Health Purchasing Alliance (HealthPass)

Keuka Family Practice Associates, LLP

Memorial Sloan-Kettering Cancer Center

National Urban Fellows

New York Immigration Coalition

National Urban League

New York Lawyers for the Public Interest

NYSHealth has awarded 335 grants to 234 grantee organizations, totaling $68.4 million.




New York Legal Assistance Group


Robert Morrow Family Practice

New York State Academy of Family Physicians (AFP)

One River Grants

Rochester General Hospital

Our Lady of Lourdes Memorial Hospital

Rochester Institute of Technology RotaCare

Transition Network

P2 Collaborative of Western New York

UB Family Medicine

Paraprofessional Healthcare Institute

Rural Health Network of South Central New York

Unite Health Center

Partnership for Results

S2AY Rural Health Network Inc.

United Hospital Fund of New York

Peter Forman, M.D.

Safe Space NYC

Philanthropy New York

Schenectady Inner City Ministry

United Neighborhood Houses of New York

Phipps Community Development Corporation

Seneca Nation Health Department

Planned Parenthood of New York City, Inc.

Small Business Majority

New York State Catholic Health Plan (Fidelis Care New York) New York State Dental Foundation New York State Unified Court System New York State YMCA Foundation New York University College of Dentistry New York University College of Nursing New York University Robert F. Wagner Graduate School of Public Service New York University School of Medicine New Yorkers for Accessible Health Coverage

PMB Healthcare Consulting

Southern Tier Community Health Center Network (Universal Primary Care)

Northeast Business Group on Health

Primary Care Development Corporation

Northern New York Rural Behavioral Health Institute Northern New York Rural Health Care Alliance

Social Interest Solutions Social Ventures (Ithaca Health Alliance)

Preferred Health Partners

Northeast Health

Smith House Health Care Center

Plattsburgh & Clinton County Chamber of Commerce

Nonprofit Finance Fund Northeast Community Council


Planned Parenthood of Northern New York

Seton Health System

Project Equinox Project HOPE-The People-to-People Health Foundation (Health Affairs)

Southern Tier Health Care System Southwestern Medical Associates Spitfire Strategies St. Joseph’s Hospital Health Center

Taconic Health Information Network and Community (THINC) Tides Center

United Way of Long Island Unity Health System Unity House of Troy Universal Fellowship of Metropolitan Community Churches University of Michigan University of Rochester University of Rochester Environmental Health Sciences Center University of Rochester Starlight Pediatrics

Staff (as of November 1, 2011)

Uptown Medical

James R. Knickman President and Chief Executive Officer

Veterans Outreach Center Village Center for Care

Project Renewal

St. Lawrence County Health Initiative

Visiting Nurse Service of New York

Public Health Solutions

Sunset Park Health Council (Lutheran Family Health Centers)

Welsh Analytics Westfield Memorial Hospital

SUNY - University at Albany Center for Excellence in Aging Services

What To Expect Foundation

Northern Oswego County Health Services

Queens Library Foundation

Northwest Buffalo Community Health Care Center

RAND Corporation

NYC Human Resources Administration’s Office of Citywide Health Insurance Access (OCHIA)

Research Foundation for Mental Hygiene

Rapha Family Medicine Real World Foundation

Riverdale Family Medical Practice

SUNY - University at Buffalo Department of Family Medicine Syracuse University - Maxwell School of Citizenship and Public Affairs


William F. Ryan Community Health Center Working Today (Freelancers Union) Young Adult Institute

Mark Barreiro Senior Grants and Operations Manager

Brian Byrd Program Officer

Margaret L. Figley Communications Officer

Jacqueline Martinez Senior Program Director

Barbara Notarile Executive Assistant

Nick Smirensky Chief Investment Officer

Maureen Cozine Communications Director

Amy A. Lee Senior Program Assistant

David Sandman Senior Vice President

Bronwyn Starr Program Associate

Amy Driver Director of Finance and Operations

Yasmine Legendre Policy Analyst, Diabetes Policy Center

Michele McEvoy Communications Associate

Amy Shefrin Program Officer

Ursula D. Stewart Grants Coordinator

Elisa Nikoloulias Finance Associate

Brunnie Urena Receptionist/Office Assistant Normandy W. Villa Program Assistant

Board of Directors (as of November 1, 2011) Carl Weisbrod (Chair) Partner HR&A Advisors Clinical Professor and Academic Chair New York University Schack Institute of Real Estate Paul Bader Principal Starcraft Press

LaRay Brown Senior Vice President for Corporate Planning, Community Health, and Intergovernmental Relations New York City Health & Hospitals Corporation

Angela Diaz, M.D., M.P.H. Jean C. and James W. Crystal Professor of Pediatrics and Community and Preventive Medicine Mount Sinai School of Medicine

Jo-Ann Costantino Chief Executive Officer, The Eddy

Lucy N. Friedman, Ph.D. President The After-School Corporation

John T. Lane Managing Director (Retired), J.P. Morgan John L. Palmer, Ph.D. University Professor and Dean Emeritus Syracuse University, Maxwell School of Citizenship and Public Affairs Robert G. Smith, Ph.D. Founder and Chief Investment Officer Smith Affiliated Capital Corp.


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