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Mr. James Cassidy presented the cash projections through September. Due to 410M received in DSH funds,the system expects to close September with approximately 700M. Entering fiscal year 2022, secondquarter, major revenue streams are still expected and needed to maintain a sustainable cash balance, whichincludes 350M in FEMA funds, 500M in UPL/UPL conversion, and 100M in VBP QIP funds. Due to thedelay of these state/federal revenues, we have continued to delay our remaining fiscal years 2020 and 2021obligations to the City.In COVID-19 federal relief, New York City Health Hospitals paid out approximately 2.4B on direct COVID19 expenses, with current commitments nearing 3B. We have received 266M in FEMA advances to-datewith an expectation of additional 354M in the coming months associated with temporary surge staffing forcumulative reimbursement totaling 620M. The system is preparing a subsequent FEMA reimbursementpackage for PPE. To this end, we will provide the reimbursement package as soon as the temp staffingprocess finalizes.To date, H H has received 1.2B thus far, largely from the High Impact ( 754M), Safety-Net ( 359M), andGeneral Allocation Provider Relief Fund ( 69M). Lastly, we are in the process of submitting our requiredfinancial reporting to HRSA for Provider Relief Fund (PRF) Phase 1 for revenues/expenses through June 30th,2021. An update on our application will be presented post the October 26th deadline.Mr. Cassidy reviewed the external risks, which included State, City, and New York City Health HospitalsMedicaid initiatives and the vaccine mandate. For the latter, we acted to ensure readiness by hiring contractstaff. The impact of this action will be reported in December.Ms. Michline Farag reported on net budget variance. H H ended fiscal year 2021 close to target with a netbudget variance of - 22.8M (0%). Receipts exceeded the budget by 729M ( 636M in patient care) largelydue to the higher acuity of COVID patients, Medicare rates, and risk payment catch-up and betterperformance. Disbursements exceeded budget by 752M, 653M of which was OTPS which included 690Mspend associated with COVID some of which was offset at the start of FY-22 as part of the FEMA payment.Further, Ms. Farag presented the revenue performance for fiscal year end 2021. FY-21 patient care revenueis 811M higher than FY20 actuals. Patient revenue improvements year-over-year can be attributed to acombination of increased patient acuity including COVID patients, increased rates, continued improvementon strategic initiatives, and MetroPlus risk payment timing.Continuing, Ms. Farag reported on staffing growth, and the shift from temp to full-time. Global Full-TimeEquivalents (GFTEs) decreased by 48 through FY-21. Temp staffing has been reduced by 126 FTEs in FY-21(not including COVID temps). There is a reduced reliance on OT and shifting to FT hires where appropriate,FY21 OT dropped by 89 FTEs.There were also increases to affiliates by 134 as we continue to invest in clinical business plans (such as ORServices expansion, Comprehensive Stroke Centers certification and expanded cardiology services) and NYCCARE. Kings County hospital also had a staff shift from H H to Affiliates. Current efforts also includerecalibrating staffing mix to support clinical and revenue generating investments and temp conversions.H H staff growth since FY-19 is in line with NYC H H Strategic Direction, with significant investments inclinical and revenue cycle staff as well as support services.Ms. Marji Karlin presented the revenue cycle initiatives, which resulted in the achievement of 392Moutperforming a target of 324M. This included a focus on denials performance for authorizations, timelyfiling, eligibility, and administrative denials. This focus yielded a 30% reduction in authorization denials.5

Mr. Matthew Siegler spoke to the systemwide strategic initiatives for fiscal year 2021. Of these initiatives,H H beat the targets across all categories. The highlights include a 98% achievement of line of sightprojection, 93% realization of ROI on the 340B Contract Pharmacy initiative, exceeding revenue cycleoperations initiatives internal target by 21%, surpassing the systemwide primary care membership target,and outperforming the HARP conversion goal by nearly 200% (includes both MetroPlus and HealthFirstmembers).The budget strategy that supported the fiscal year 2021 strategic focused on several key areas; however, theprimary focus on revenue cycle and managed care were part of the foundation for our financial turnaround.Ms. Sonya Rubin presented the Test and Trace report. H H incurred 1.4 billion of fiscal year 2021 Test andTrace expenses. OMB provided H H with revenue through the Test and Trace MOU to cover fiscal year 2021committed expenses. Test and Trace will continue operations into fiscal year 2022 to meet citywide COVIDresponse needs. The timeline of programmatic ramp downs will continue to evolve as COVID trends remainunpredictable.Currently, Test and Trace is operating various programming including pop-up sites, facility testing sites,mobile testing units, at home testing teams, contact tracing, school testing for students and situation roomfor public school contact tracing, isolation hotels, and 24/7 vaccine sites. Through the MOU, the Cityprovided Test and Trace with sufficient funding for fiscal year 2022 programming to date. Funding sourcesinclude ELC grants, FEMA, American Rescue Plan funds, CTL and third-party billing revenue.Ms. Wang opened the floor to questions from the Committee.Mr. José Pagán asked if the resignation rate seen in other industries is being experienced in H H too.Dr. Katz has asked Ms. Yvette Villanueva to look at our number of retiring employees. We are one of the fewcompanies that retirement benefits are tied to years of service. This keeps our retirement numbers lowcollectively. Once confirmed, Dr. Katz will report this number to the Committee.Ms. Sally Hernandez-Piñero asked what was the additional personnel costs for the transition of employees tocreate the Test and Trace Corps and what kind of roles are envisioned for them later.Mr. Ulberg responded that the City allocated funds which include standing up the Test and Trace Corps. Asthe number are being finalized; however as of now the funds include 300M over three to four years. H Hwill be looking to have this group subsumed into general staff as part of savings. Each year costsapproximately 40M. Dr. Katz has focused on connecting patients in clinical settings back to their homes.Health workers will be the glue to their successful transition.Ms. Hernandez-Piñero then inquired as to how 1.2B mentioned in the October 18, 2021 compliance reportis factored into the funding.Mr. Ulberg replied that the funding is a flow-through.Ms. Hernandez-Piñero asked why the Kings County physician staff are being shifted to the affiliates.Mr. Ulberg replied that the Kings County physician transition is an ongoing effort to shift staff to PAGNY.Ms. Barbara Lowe asked how will President Biden’s budget and FEMA reimbursement affect New York CityHealth Hospitals.6

Mr. Siegler replied that the Biden budget is broad and covers a lot. Given that New York state is one of theStates that expanded Medicaid, we anticipate good outcomes for New York. As for FEMA reimbursement, itsits outside of the Biden budget.ADJOURNMENTThere being no further business the meeting was adjourn at 12:01 p.m.7

RESOLUTIONAuthorizing New York City Health and Hospitals Corporation (the“System”) to assume requirements contracts with each of BronxWorks, theChinese-American Planning Council Inc. and the City University of New YorkGraduate School of Public Health and Health Policy,(the “Agencies”) from theHousing Recovery Operations unit of the New York City Mayor’s Office(“HRO”) to provide client engagement services in connection with the Test Trace Resource Navigator Program (“RNav”) and the AfterCare Program(“ANav”) for the period January 1, 2022 through June 30, 2022 for an amountfor all three Agencies not to exceed 17,273,816.WHEREAS, HRO was tasked by the City with procuring, contracting with and managingorganizations to perform client outreach with COVID-positive New York City residents referred bythe System’s Test Trace Corp (“T2”) and COVID Hotline as needing supportive services to assistthem during a period of quarantine or isolation as part of the RNav program; andWHEREAS, HRO performed a procurement of the Agencies that complied with thestandards of the Mayor’s Office of Contract Services for COVID emergency procurements; andWHEREAS, based on reduced need and confirmation of the good performance of the threeselected Agencies, HRO determined to retain only the three Agencies whose contracts it proposes toassign to the System.; andWHEREAS, the RNav and ANav programs fit together with the suite of programsadministered by the System with T2 producing names of COVID-positive persons, identifying thoserequired to quarantine/isolate, identifying those in quarantine or those with “Long COVID” requiringsupportive services to maintain quarantine or to support their recovery and various other programs,such as the Get Food program providing the actual services required leaving to the Agencies to workdirectly with the persons needing assistance to determine exactly what services are required; andWHEREAS, HRO is being scaled down and pivoted to Hurricane Ida recovery efforts, nowthat its core Build It Back program has fulfilled its mission and it needs to assign its remainingcontracts for the balance of their term; andWHEREAS, funding will be provided by the City’s OMB; andWHEREAS, the administration of the contracts with the Agencies will be the responsibilityof the Senior Vice President for Ambulatory Care through the T2 unit.NOW THEREFORE, IT IS RESOLVED THAT New York City Health and HospitalsCorporation (the “System”) be and it hereby is authorized to assume requirements contracts witheach of BronxWorks, the Chinese-American Planning Council Inc. and with the City University of New YorkGraduate School of Public Health and Health Policy (the “Agencies”) from the Housing Recovery Operationsunit of the New York City Mayor’s Office (“HRO”) to provide client engagement services in connection withthe Test Trace Resource Navigator Program (“RNav”) and the AfterCare Program (“ANav”)for the periodJanuary 1, 2022 through June 30, 2022 for an amount for all three Agencies not to exceed 17,273,816.

EXECUTIVE SUMMARYASSUMPTION FROM HOUSING RECOVERY OPERATIONSOF CONTRACTS WITHBRONXWORKS AND THE CHINESE-AMERICAN PLANNING COUNCIL INC. ANDTHE CITY UNIVERSITY OF NEW YORK GRADUATE SCHOOL OF PUBLIC HEALTH ANDHEALTH POLICYBACKGROUND:HRO, its own programs winding down, had capacity to accept a City assignment of procuringand administrating contracts with Agencies to play a part in the suite of T2-operated programsto address the needs created by the COVID pandemic. After other parts of T2 have identifiedCOVID-positive persons required to quarantine and needing supportive services to maintainquarantine, the RNav team contacts the person to determine exactly what resources/servicesare needed and then involves the appropriate other parts of T2, the City or nonprofitorganizations to secure the needed services. The ANav team does the same with respect topersons experiencing “Long COVID.” HRO’s core program, Build It Back, pertaining to therecovery from Hurricane Sandy, is winding down and so HRO is both being pivoted toHurricane Ida recovery and having its actual headcount scaled down. This creates a need toassign its existing contracts so that the RNav and ANav programs can continue up to June 30,2022.PROCUREMENT:HRO performed a procurement of the Agencies that complied with the standards ofthe Mayor’s Office of Contract Services applicable to COVID emergencyprocurements. HRO sent a written solicitation to 11 Agencies known to have been involvedin disaster recovery service delivery. An evaluation committee consisting of HRO staffevaluated the written proposals submitted and chose six Agencies. Since June 2020 when theprogram launched, HRO evaluated the performance of the Agencies contracted. Based onreduced need and confirmation of the good performance of the three selected Agencies, HROdetermined to retain only the three Agencies whose contracts it proposes to assign to theSystem.PROPOSEDPROGRAM:The role of the Agencies has been stated above. The role that HRO plays that the System’sT2 unit will take over is administrative. It consists of maintaining IT systems, ensuring theappropriate flow of data within T2, training Agency staff, dealing with legal issues that ariseand monitoring the performance of Agencies.TERMS:The contracts to be assumed are reimbursement based. The Agencies are reimbursed theiractual costs of performing the contracted services based upon budgets agreed upon with HROand made part of the contracts.Pursuant to Sections 10.01 and 10.05 in Appendix A of the contracts, to be assumed, the Citycan terminate without cause, by written notice 10 days after notice is personally delivered or15 days by certified mail (or other similar methods).FUNDING:OMB will furnish the System with the funds necessary for the administration of the assumedcontracts.MWBE:Because the Agencies are not-for-profit corporations, or, in the case of the CUNY GraduateSchool of Public Health and Health Policy, a quasi-governmental entity, and because they allself-perform all contractual obligations, MWBE subcontracting requirements are inapplicable.

Request toAssume Housing Recovery Organization’sCOVID-19 Resource Navigator AgreementsFinance Committee MeetingDecember 7, 2021Amanda K. Johnson, MD, MBAAsst. VP Ambulatory Care and Population HealthDirector of Take Care Pillar, Test & Trace Corps1

Background / Current State In May 2020, the Office of Housing Recovery Operations (HRO) unit of the NYC Mayor’s office wasdirected by the city to conduct an emergency procurement to contract with qualified vendors to supportthe City’s Test and Trace (T2) program through resource navigators (RNav) and aftercare navigators(ANav) in order to meet the needs of New Yorkers quarantined at home. HRO was asked to oversee this part of T2 for three reasons: Its extensive experience with disaster mitigation and recovery because of its work leading Hurricane Sandy recovery efforts (thepurpose for which it was originally established)Its existing prior relationships with community-based organizations; andThe additional resources and expertise it could provide to support the T2 program.Moreover, as the city’s public hospital system, H H needed to apply its comparative advantage to diagnosing, triaging, andmanaging the surge of COVID patients, many of whom were critically ill with this novel disease.Consequently, HRO solicited 11 vendors to provide the following scope of services: Hire, manage, and coordinate Resource Navigators across the CityTrain Resource Navigator Program Members regarding technology, COVID-19 isolation practices, basic necessitiesscripts and resources, and other support areasDevelop staffing plan based on the needs of a particular geographic areaConduct performance reviews, identify areas of weakness, and implement performance improvementInvoicing and payment oversightRespond and prioritize contact tracer referrals2

Background / Current StateAn Evaluation Committee consisting of HRO staff reviewed the 11 proposals using the below selectioncriteria while following the Mayor’s Office of Contracted Services (MOCS) emergency procurementguidance under the Mayor’s Emergency Executive Order 101: Long standing community relationshipsTiming of resource availabilityCostAbility to provide coverage across various zip codesThe resulting evaluation led to agreements with five CBOs and one Agency with an expiration dateof December 31st, 2020:BronxWorks, Inc.Chinese-American Planning Council, Inc. (CPC)Consortium for Worker Education, Inc. (CWE)RiseBoro Community Partnership, Inc.Jewish Community Center of Staten Island, Incorporated (JCC)The City University of New York Research Foundation (CUNY) In July 2021, five of the six agreements were extended retroactively (except for CWE’s) to coverthe period from January to June 2021. However, for the extensions going forward, HRO elected toretain one CBO (JCC) through December 31, 2021 and four vendors through June 30, 2022 on thebasis of a reduced need for services: BronxWorks, Inc., CPC, RiseBoro, and CUNY.3

Background / Current State In September 2021, HRO was instructed to redirect its resources to support the recovery fromHurricane Ida and lost the capacity to fully support Take Care through the Resource NavigatorProgram (despite the reduction in contracts). Consequently, HRO is no longer able to properlysupport the Navigator Program. Hence, there is a need to reassign three contracts* for the balance of their terms (January – June2022) to another city agency with the appropriate portfolio of work.*There is no need to reassign JCC and Riseboro’s contracts because:JCC’s contract ends on December 31, 2021RiseBoro is ending their participation in the Navigator Program on December 31, 2021based on a reduced need of services 4

Contracts to be Assumed NYC T2 Leadership has determined that the need for Resource Navigation to provide support forCOVID-19 cases & contacts isolating in their homes will still be essential after December 31, 2021to contain the impact of the pandemic. T2 Leadership has confirmed this work fits into the larger Test & Trace portfolio of managing theCity’s COVID-19 pandemic response efforts. No other city agency has been identified to take onthe responsibility of providing support for people impacted by COVID during their isolation orquarantine. The current program portfolio for the Take Care pillar of Test & Trace consists of the following:Resource NavigationEmergency food delivery through GetFoodNYCHotel Isolation ProgramTake Care Package distributionEach of these programs have their own separate contracts, without any duplication ofservices. Resource Navigators are able to refer or connect T2 cases and contacts to theseother programs as needed. Having NYC H H assume the three agreements with CPC, BronxWorks, & CUNY will allow for thecontinued operation of Resource Navigation program. 5

Contracts to be Assumed The contract terms and value of the agreements to be assumed by H H are as follows: BronxWorks Participation: June 2020 – June 2022Full agreement amount: 5,438,383.24FY 22 Jan-June amount: 1,226,273Staff (includes supervisors): 30 Resource NavigatorsCUNY Graduate School of Public Health and Health Policy Participation: June 2020 – June 2022Full agreement amount: 15,500,953FY 22 Jan-June amount: 11,433,682Staff: 47 Resource Navigators, 150 Aftercare NavigatorsChinese-American Planning Council Inc Participation: June 2020 – June 2022Full agreement amount: 15,995,100.00FY 22 Jan-June amount: 4,613,861Staff: 68 Resource Navigators6

Approval Request The Test and Trace Corps is seeking Finance Committee approval toaccept the HRO’s assignment of its Resource Navigator contracts fora not-to-exceed amount of 17,273,816,000 Term of the agreements are from January 1, 2022 through June 30,2022. All agreements are with not-for-profit Agencies that self-perform allobligations and are not subject to MWBE requirements. Managementand staff of the Agencies is reflective of the communities they serve. These expenses are covered by the T2 MOU between OMB and H H7

RESOLUTIONAuthorizing the New York City Health and HospitalsCorporation (the “System”) to increase the funding for the12 vendors listed in Annex A attached to this Resolution(each a “Vendor” and together, the “Vendors”) from the 250,480,410 set in July 2021 when the Board of Directorsauthorized contracts for the Vendors to perform COVIDtesting both in schools and in the community on an asneeded basis by 205,000,000 to bring the total amount forall Vendors to a new amount not to exceed 455,562,279.WHEREAS, in July 2021, following an RFP, the System’s Board of Directors approvedcontracts with the 12 Vendors to perform Covid testing both in schools and in the community fora cost not-to-exceed 250,480,410 over 11 months; andWHEREAS, the funding for the contracts with the Vendors is running out sooner thanexpected because of (i) increased community demand for testing, (ii) per CDC guidance, testinghas increased from monthly to weekly cycles, (iii) per Court order the program expanded to includenon-public and charter schools and (iv) because the program now includes NYC employee testing;andWHEREAS, the performance of the Vendors has been satisfactory and use of the testingservices has increased to the current average of 550,000 tests per month; andWHEREAS, all of the Vendors committed to MWBE participation of at least 30% deta

with the Test Trace Resource Navigator Program ("RNav") and the AfterCare Program ("ANav") for the period January 1, 2 022 through June 30, 2022 for an amount for all three Agencies not to exceed 17,273,816 Vendex: Approved; EEO: Pending *CUNY - NA for Vendex or EEO. III. Action Item: Request to Increase NTE for Testing Vendors