NewYork-Presbyterian Hospital

Corporate brand

NewYork-Presbyterian Hospital is a nonprofit academic medical center and hospital system based in New York City, formed through the 1998 merger of New York Hospital and The Presbyterian Hospital.

Last updated October 14, 2026

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Overview

NewYork-Presbyterian Hospital is a major nonprofit academic medical center and hospital system headquartered in New York City. The organization was created in 1998 through the merger of New York Hospital and The Presbyterian Hospital, two institutions with histories extending back to the eighteenth and nineteenth centuries. The merger combined New York Hospital’s connection with Weill Cornell Medicine and Presbyterian Hospital’s relationship with Columbia University Vagelos College of Physicians and Surgeons, creating an integrated academic health system with two principal university affiliations. The system operates hospitals and clinical facilities in Manhattan, northern Manhattan, and the surrounding New York metropolitan area. Its principal campuses include NewYork-Presbyterian/Weill Cornell Medical Center on the Upper East Side and NewYork-Presbyterian/Columbia University Irving Medical Center in northern Manhattan. Other facilities and affiliated sites extend the organization’s reach into community, specialty, rehabilitation, emergency, and outpatient care. The system provides both general and highly specialized services, including cardiovascular medicine, cancer care, neurosciences, transplantation, women’s health, children’s health, surgery, behavioral health, emergency medicine, and primary and specialty outpatient care. NewYork-Presbyterian’s positioning is built around the combination of complex-care expertise, university-based research and education, and a broad clinical delivery network. Its two principal academic partners give the system access to large medical-school faculties, residency and fellowship programs, biomedical research, and clinical trials. The hospital also serves as a training environment for physicians, nurses, scientists, and other health professionals. Its clinical brand is used across inpatient hospitals, ambulatory centers, physician practices, urgent-care and emergency services, and digital health resources. The organization is governed as a nonprofit institution rather than a publicly traded company. It does not have a stock ticker. In addition to direct patient care, its activities include medical research, professional education, public-health initiatives, community benefit programs, and fundraising. NewYork-Presbyterian has also developed consumer-facing programs intended to improve access, navigation, and coordination across its hospitals and outpatient services. The system’s modern identity reflects both continuity and consolidation. New York Hospital, founded in 1771, was one of the oldest hospitals in the United States, while The Presbyterian Hospital was founded in 1868. Their merger preserved both legacies while establishing a single regional health-system brand. NewYork-Presbyterian remains one of New York’s best-known academic hospital organizations and a prominent provider of tertiary and quaternary care in the United States.

History

New York Hospital was founded in 1771 through a charter associated with King George III and became one of the earliest hospitals in the United States. Its institutional development was closely connected to New York City and, later, to Cornell University and Weill Cornell Medicine. The hospital developed major clinical and teaching facilities in Manhattan and became particularly associated with advanced medical and surgical care. The Presbyterian Hospital was established in 1868 with a mission connected to Presbyterian charitable and religious organizations. It subsequently developed a close academic relationship with Columbia University’s medical school. During the twentieth century, both hospitals expanded their clinical, educational, and research functions as New York City’s population and medical infrastructure grew. Each institution became a significant teaching hospital with specialized services, professional training, and research programs. The 1998 merger brought the two institutions together under the NewYork-Presbyterian name. The combination was designed to strengthen academic medicine, coordinate complex clinical services, and create a larger nonprofit health system while maintaining the hospitals’ respective relationships with Cornell and Columbia. The resulting organization operated two principal academic medical centers: NewYork-Presbyterian Hospital/Weill Cornell Medical Center and NewYork-Presbyterian Hospital/Columbia University Medical Center, now commonly styled NewYork-Presbyterian/Weill Cornell Medical Center and NewYork-Presbyterian/Columbia University Irving Medical Center. After the merger, NewYork-Presbyterian expanded and reorganized its clinical network through specialty institutes, community hospitals, physician practices, ambulatory locations, and affiliated programs. Pediatric services developed at both the Weill Cornell and Columbia campuses, while the organization also built prominent programs in cancer, cardiovascular medicine, neuroscience, transplantation, women’s health, emergency medicine, and behavioral health. NewYork-Presbyterian Westchester and other regional facilities broadened the system beyond its Manhattan academic centers. The organization’s modern model combines hospital treatment with medical education and biomedical research. Its university affiliations support residency and fellowship training, clinical investigation, and translational research. The health system also participates in community health programs and public-health initiatives intended to address access, prevention, and care coordination. During the COVID-19 pandemic in 2020, NewYork-Presbyterian was among the New York City hospital systems that treated large numbers of patients during the region’s initial surge. Its hospitals converted space, increased intensive-care capacity, expanded testing and infection-control procedures, and used telemedicine and other remote-care tools. The pandemic reinforced the system’s role as both a regional referral network and a major academic medical center. Today, NewYork-Presbyterian remains a nonprofit health system whose identity rests on the historical legacies of its predecessor hospitals, its Columbia and Weill Cornell affiliations, and its position as a provider of advanced care in the New York metropolitan area.

2024
For Every Future fundraising campaign announced
[13]For Every Future fundraising campaign announcedbeckershospitalreview.com
The system publicized a multiyear campaign aimed at strengthening its physician workforce, technology and facilities.
2023
Quest laboratory transaction completed
[10]Quest Diagnostics and NewYork-Presbyterian Complete Laboratory Services Acquisitionprnewswire.com
Quest Diagnostics completed the acquisition of selected laboratory-services assets from NewYork-Presbyterian.
2022
Stay Amazing commercial wins Emmy
[8]Stay Amazing Commercial Wins a New York Emmynyp.org
The campaign's commercial won the New York Emmy for best commercial.
2021
Stay Amazing launched
[7]NewYork-Presbyterian Launches Stay Amazing Campaignmarkets.businessinsider.com
NewYork-Presbyterian introduced a new national brand platform centered on wellness, proactive care and patient stories.
2020
COVID-19 response in New York City
[3]NewYork-Presbyterian COVID-19 informationnyp.org
NewYork-Presbyterian expands critical-care operations and other services during the first major COVID-19 surge in New York City.
2016
Unmasking a Killer campaign recognized
[11]Unmasking a Killer Wins Clio Health Awardsnyp.org
The immunotherapy advertising campaign won two Clio Health Awards for short-form film and animation technique.
2013
Lower Manhattan campus added
[9]New York Downtown Hospital Merges with NewYork-Presbyteriannyp.org
New York Downtown Hospital joined the system and was renamed NewYork-Presbyterian/Lower Manhattan Hospital.
2011
Steven J. Corwin becomes president and chief executive officer
[2]NewYork-Presbyterian leadershipnyp.org
Steven J. Corwin assumes the health system's top executive role.
2003
Morgan Stanley Children’s Hospital opens under its current name
[4]NewYork-Presbyterian pediatricsnyp.org
Philanthropic support leads to the naming and development of NewYork-Presbyterian Morgan Stanley Children's Hospital.
1998
New York Hospital and The Presbyterian Hospital merge
[1]NewYork-Presbyterian official websitenyp.org
The two historic hospitals combine to create NewYork-Presbyterian Hospital.
1998
NewYork-Presbyterian Hospital established
[6]History of NewYork-Presbyteriannyp.org
The full-asset merger became effective on January 1, creating a major academic healthcare institution affiliated with Columbia and Weill Cornell.
1997
Merger announced
[6]History of NewYork-Presbyteriannyp.org
The New York Hospital and The Presbyterian Hospital announced plans to combine their assets and create NewYork-Presbyterian Hospital.
1868
The Presbyterian Hospital is founded
[1]NewYork-Presbyterian official websitenyp.org
The Presbyterian Hospital is established in New York City and later develops its academic relationship with Columbia University.
1771
New York Hospital is founded
[1]NewYork-Presbyterian official websitenyp.org
New York Hospital is established in New York City and becomes one of the earliest hospitals in the United States.

Products and positioning

A nonprofit, university-affiliated academic health system combining highly specialized tertiary and quaternary care with community, outpatient, emergency, education, and research services. A leading nonprofit academic health system combining advanced specialty care, research and teaching through affiliations with Columbia University and Weill Cornell Medicine, while serving as a broad healthcare partner for New York communities.

Academic medical center · 1998
NewYork-Presbyterian/Weill Cornell Medical Center
The Weill Cornell campus is NewYork-Presbyterian's principal academic medical center on Manhattan's Upper East Side. It provides complex inpatient and outpatient services and works closely with Weill Cornell Medicine in physician education, residency training, research, and specialty care. Its clinical scope includes cardiovascular medicine, cancer, transplantation, neurosciences, surgery, women's health, and other tertiary and quaternary services.
Academic medical center · 1998
NewYork-Presbyterian/Columbia University Irving Medical Center
The Columbia campus in northern Manhattan is the system's other principal academic medical center. It is affiliated with Columbia University Vagelos College of Physicians and Surgeons and supports advanced clinical care, medical education, and research. The campus includes major programs in cancer, cardiovascular medicine, neurosciences, transplantation, women's health, emergency care, and other complex specialties.
Children’s hospital · 2003
NewYork-Presbyterian Morgan Stanley Children’s Hospital
Located at the Columbia University Irving Medical Center campus, Morgan Stanley Children's Hospital provides pediatric and maternal-fetal services ranging from routine pediatric treatment to highly complex surgery and critical care. It is part of NewYork-Presbyterian's broader pediatric network and benefits from its academic affiliation with Columbia.
Children’s hospital
NewYork-Presbyterian Komansky Children’s Hospital
Komansky Children's Hospital is the pediatric hospital associated with the Weill Cornell campus. It provides inpatient, outpatient, emergency, surgical, and specialty pediatric services, with access to the wider academic and clinical resources of Weill Cornell Medicine and NewYork-Presbyterian.
Regional hospital
NewYork-Presbyterian Westchester
NewYork-Presbyterian Westchester extends the system's services north of Manhattan and provides hospital and outpatient care for communities in the surrounding region. It connects local services with the specialist resources and referral network of the larger NewYork-Presbyterian system.
Hospital services · 1998
Hospital and acute care
NewYork-Presbyterian provides emergency, inpatient and intensive care through hospitals and campuses serving New York communities and referred patients. Care spans general medicine, surgery and highly specialized tertiary and quaternary services.
Specialty medicine
Cancer and immunotherapy care
Cancer services combine diagnosis, surgery, radiation, medical oncology, clinical research and advanced treatments such as immunotherapy, drawing on physicians and researchers connected with Columbia and Weill Cornell.
Specialty medicine
Heart, vascular and transplant services
The system provides cardiovascular, vascular and organ-transplant care, including complex evaluation, surgery, medical treatment and post-treatment follow-up. These services have also featured in NewYork-Presbyterian's patient-story advertising.
Outpatient care
Primary, specialty and ambulatory care
Clinics, medical groups and ambulatory centers provide primary care, specialty consultations, procedures and follow-up outside the traditional inpatient setting. The system has invested in facilities such as the David H. Koch Center.
Digital health
Virtual care
Digital offerings include virtual urgent care and video visits, allowing patients to obtain selected consultations and care remotely through NewYork-Presbyterian's clinical network.

Marketing campaigns

2024For Every Future
New York City · New York State
A philanthropic campaign focused on expanding the physician workforce, advancing technology and developing clinical and ambulatory facilities, including projects connected to NewYork-Presbyterian and Columbia University Irving Medical Center. The supplied reporting describes a fundraising objective and a target completion date but does not establish the final amount raised.
Outcome. The supplied reporting describes a fundraising objective and a target completion date but does not establish the final amount raised.
Source
2022Stay Amazing patient-story series
New York City · United States
A later group of Stay Amazing films followed New Yorkers before illness, through treatment and after recovery. Featured narratives included a firefighter who received a heart transplant, a softball player treated for scoliosis and a child whose symptoms led to a cardiac diagnosis. The campaign's television commercial won the New York Emmy for best commercial in 2022.
Outcome. The campaign’s television commercial won the New York Emmy for best commercial in 2022.
Source
2021Stay Amazing
New York City · United States
Launched with Havas New York, Stay Amazing presented NewYork-Presbyterian as a continuing wellness partner and encouraged people to take an active role in their health. Media included television, radio, newspapers, social platforms and online outlets, with real patient stories at the center of the creative approach. The campaign continued with additional patient-story advertisements, including spots released around the U.S. Open in 2022.
Outcome. The campaign continued with additional patient-story advertisements, including spots released around the U.S. Open in 2022.
Source
2016Unmasking a Killer
United States
Created with Seiden Advertising and illustrator Noma Bar, this animated campaign used visual metaphor to explain cancer and immunotherapy to a general audience while highlighting NewYork-Presbyterian’s research and clinical capabilities. Created with Seiden Advertising and illustrator Noma Bar, this animated campaign used visual metaphor to explain cancer and immunotherapy to a general audience while highlighting NewYork-Presbyterian's research and clinical capabilities. The campaign won two 2016 Clio Health Awards, including recognition for short-form film and animation technique.
Outcome. The campaign won two 2016 Clio Health Awards, including recognition for short-form film and animation technique.
Source
2010Amazing Things Are Happening Here
New York City · United States
A documentary-style platform used real patients to recount difficult illnesses and unusual or life-changing treatments, linking their experiences to the NewYork-Presbyterian physicians who cared for them. The campaign was designed to differentiate the system from heavily spending academic-hospital competitors and make advanced care emotionally accessible. Trade coverage reported a 40 percent increase in web visits and nearly doubled brand awareness after the campaign, based on the campaign's cited benchmarking research.
Outcome. Trade coverage reported a 40 percent increase in web visits and nearly doubled brand awareness after the campaign, based on the campaign’s cited benchmarking research.
Source

Brand decisions

2024
For Every Future investment and fundraising initiativeStrategy
Background
The system identified workforce, technology and facility capacity as priorities for future clinical and academic development.
Action taken
NewYork-Presbyterian announced a multiyear fundraising campaign supporting physicians, technology and clinical spaces.
Aftermath
The supplied sources do not document the campaign's final fundraising outcome.
Source
2023
Selected laboratory assets transferred to Quest DiagnosticsM&A
Background
The organizations sought to combine hospital laboratory capabilities with Quest's broader testing infrastructure and patient-service network.
Action taken
Quest Diagnostics completed its acquisition of selected assets of NewYork-Presbyterian's laboratory-services business while NewYork-Presbyterian continued to own and operate its laboratories.
Aftermath
The collaboration was intended to improve testing access and affordability; the transaction's financial terms were not disclosed.
Source
2021
Shift toward wellness-partner positioningStrategy
Background
After the COVID-19 public-health crisis, NewYork-Presbyterian sought to encourage proactive health management and refresh a brand platform that had been in place for more than a decade.
Action taken
The system launched Stay Amazing, emphasizing wellness, prevention and continuing patient relationships alongside advanced medical care.
Aftermath
The platform expanded into documentary-style patient stories and earned a New York Emmy for best commercial in 2022.
Source
2020
Expansion and reconfiguration of pandemic capacityStrategy
Background
New York City experienced a rapid increase in COVID-19 hospitalizations during the first wave of the pandemic.
Action taken
NewYork-Presbyterian expanded intensive-care and inpatient capacity, implemented infection-control measures, and increased the use of telemedicine and remote-care tools.
Aftermath
The system continued to operate as a major regional provider for COVID-19 treatment while adapting routine and elective care to changing public-health conditions.
Source
2013
New York Downtown Hospital joins the systemM&A
Background
Lower Manhattan required a local acute-care hospital, and New York Downtown Hospital had faced operational and reimbursement pressures before the transaction.
Action taken
NewYork-Presbyterian completed the merger, adding the 180-bed facility as NewYork-Presbyterian/Lower Manhattan Hospital.
Aftermath
The system gained a sixth campus and retained an acute-care presence south of 14th Street.
Source
1998
Merger of New York Hospital and The Presbyterian HospitalM&A
Background
Both predecessor hospitals were major New York academic medical institutions with complementary university relationships and overlapping needs for coordinated tertiary care. The New York Hospital and The Presbyterian Hospital sought to combine two academic healthcare institutions and broaden their clinical and operational capabilities.
Action taken
The institutions combined their operations under the NewYork-Presbyterian name while retaining the Columbia and Weill Cornell academic affiliations. The organizations completed a full-asset merger and formed NewYork-Presbyterian Hospital.
Aftermath
The merger created a large nonprofit academic health system with two principal Manhattan medical-center campuses and a broader regional clinical network. The new organization became a major integrated academic health center affiliated with both Columbia and Weill Cornell.
Source

Sources15 sources

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