I. INTRODUCTION A. History and Background Of
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2000 Report on Hospitals
2000 Report on Hospitals Licensed by Mississippi State Department of Health Division of Health Facilities Licensure and Certification 2000 Report on Hospitals Licensed by Mississippi State Department of Health P.O. Box 1700 Jackson, Mississippi 39216 Published June 2001 Health Facilities Licensure and Certification Vanessa Phipps, Chief and Public Health Statistics Judy Moulder, Director Table of Contents Page Preface..............................................................i Map I Distribution of Mississippi Hospitals by Type of Facility and County.................................1 Table I-A Number of Acute Care Hospitals and Beds in Mississippi by Type of Ownership and Control in 2000...............................................2 Table I-B Number of Psychiatric Hospitals and Beds in Mississippi by Type of Ownership and Control in 2000................................................3 Table I-C Number of Chemical Dependency Hospitals and Beds in Mississippi by Type of Ownership and Control in 2000................................................4 Table I-D Number of Rehabilitation Hospitals and Beds in Mississippi by Type of Ownership and Control in 2000................................................5 Table II Accreditations and Certifications of Mississippi Hospitals, 1990, 1995 and 2000..,...................6 Table III 2000 Staffing of All Mississippi Hospitals by Type....7 Map II Hospital Service Area Map.............................8 Table IV-A Computed Tomographic Body Procedures by Hospital Service Area in 2000................................9 -
CAREER GUIDE for RESIDENTS
CAREER GUIDE for RESIDENTS Featuring: • Peers offer welcome, ongoing support • Resident Response During Pandemic: • When the Dust Settles: Preventing a Mental This Is Our Time Health Crisis in COVID-19 Clinicians • Drive-in visits can fill the cracks of • Lessons learned from telemedicine telemedicine’s reach • Don’t put clinician burnout on the back burner • Nocturnists and residents Winter 2021 | careers.acponline.org AD0003 APage Template_Apage template 2/3/2021 10:57 AM Page 1 : 21 20 E ing eet C ne M edici N Internal M IE 21 20 R 1, V E ay IRT XP -M UAL E l 29 Apri Participate in the ACP Job Placement Center & ! $% & "!" "# " &#! # & virtually# $ For more information, send your name, email, additional contact information and specialty to: [email protected] 2021 Winter Career Guide for Residents Table of Contents Articles Peers offer welcome, ongoing support ..................................................................................2 By Charlotte Huff When the Dust Settles: Preventing a Mental Health Crisis in COVID-19 Clinicians ........5 By Stephanie B. Kiser, MD, MPH and Rachelle E. Bernacki, MD, MS Lessons learned from telemedicine ........................................................................................7 By Mollie Frost Don’t put clinician burnout on the back burner ................................................................. 11 By Disha Patel Resident Response During Pandemic: This Is Our Time ...................................................12 By Jesse E. -
Hospital Emergency Services Inventory
Agency For Health Care Administration 9/1/2021 2:03 PM Hospital ER Services License Provider Name County Number No Emergency Room Services Dedicated Emergency Department Anesthesia Burn Cardiology Cardiovascular Surgery Colon & Rectal Surgery Emergency Medicine Endocrinology Gastroenterology General Surgery Gynecology Hematology Hyperbaric Medicine Internal Medicine Nephrology Neurology Neurosurgery Obstetrics Ophthalmology Oral/Maxillo-Facial Surgery Orthopedics Otolaryngology Plastic Surgery Podiatry Psychiatry Pulmonary Medicine Radiology Thoracic Surgery Urology Vascular Surgery Level 1 Trauma Center Level 2 Trauma Center Pediatric Trauma Center Provisional Level 1 Trauma Center Provisional Level 2 Trauma Center Provisional Pediatric Trauma Center 4247 NORTH FLORIDA REGIONAL ALACHUA X X X X X X X X X X X X X X X X X X X X X X X X X X X MEDICAL CENTER 4489 SELECT SPECIALTY ALACHUA X HOSPITAL GAINESVILLE 4529 UF HEALTH REHAB ALACHUA X HOSPITAL 4286 UF HEALTH SHANDS ALACHUA X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X HOSPITAL 4286 UF HEALTH SHANDS ALACHUA X PSYCHIATRIC HOSPITAL 4152 ED FRASER MEMORIAL BAKER X X X HOSPITAL 4004 NORTHEAST FLORIDA BAKER X STATE HOSPITAL 3982 ASCENSION SACRED HEART BAY X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X BAY 4500 EMERALD COAST BAY X BEHAVIORAL HOSPITAL 4458 ENCOMPASS HEALTH BAY X REHABILITATION HOSPITAL OF PANAMA CITY 4337 GULF COAST REGIONAL BAY X X X X X X X X X X X X X X X X X X X X X X X X X X X X MEDICAL CENTER 4475 SELECT SPECIALTY BAY X HOSPITAL - PANAMA CITY -
Norman Regional Hospital Authority
Norman Regional Hospital Authority Independent Auditor’s Reports and Financial Statements June 30, 2020 and 2019 Norman Regional Hospital Authority June 30, 2020 and 2019 Contents Independent Auditor’s Report ......................................................................................................... 1 Management’s Discussion and Analysis ..................................................................................... 3 Financial Statements Balance Sheets .................................................................................................................................... 9 Statements of Revenues, Expenses, and Changes in Net Position ................................................... 10 Statements of Cash Flows ................................................................................................................ 11 Notes to Financial Statements .......................................................................................................... 12 Required Supplementary Information Schedule of Changes in Net Pension Liability and Related Ratios .................................................. 49 Schedule of Authority Contributions ................................................................................................ 50 Report on Internal Control over Financial Reporting and on Compliance and Other Matters Based on an Audit of Financial Statements Performed in Accordance with Government Auditing Standards – Independent Auditor’s Report ................................. 51 Schedule -
Regional Hospital Diversion Policy Section: Operational Policies Polcy Number: 07-003 Date Issused: August 1, 2004 Reviewed: 06-17-15
Regional Hospital Diversion Policy Section: Operational Policies Polcy Number: 07-003 Date Issused: August 1, 2004 Reviewed: 06-17-15 I. Indications: a. Hospital equipment failure b. Internal disaster(ER only effected) c. Hospital disaster(entire hospital effected) II. Policy: Stable patients should generally be transported to the hospital of their choice, unless otherwise stated in the agency’s written standard operating procedures. Diversion to another hospital may become necessary only for the indications listed above. Patients will not be diverted due to a crowded ER, lack of Critical Care beds, or lack of a specialty service / physician. The receiving facility will accept the patient, stabilize as needed, and then arrange for appropriate transport to another facility if required. It is not appropriate to hold or delay EMS crews to receive a patient turnover or to re- transport to another facility. In the event that any 2 hospital ERs are closed due to an internal disaster, the MCI Coordinating Hospital system will be instituted. The Coordinating Hospital is Sentara Careplex on odd numbered months and Riverside Regional on even numbered months. When on diversion roll call all peninsula EMS units are to contact the Coordinating Hospital on the COR system (either via radio, cell, or landline) with the patient report. On line Medical Control will determine the most appropriate hospital to receive the patient and the EMS unit will then contact that receiving hospital to give a patient report. III. Procedure: WebEOC shall be used for diversion. a. WebEOC Description i. WebEOC is a web-based program providing real-time information on hospital emergency department status, hospital patient capacity, availability of staffed beds and available specialized treatment capabilities. -
PATIENT GUIDE Copyright © 2018 Norman Regional Health System to Reorder Call 307-1170
NORMAN REGIONAL 901 N. Porter Avenue, Norman, OK 73071 405.307.1000 • NormanRegional.com PATIENT GUIDE Copyright © 2018 Norman Regional Health System To reorder call 307-1170. TABLE OF CONTENTS Letter from our President 1 COMMUNICATIONS Mission & Vision 2 Online Access 10 Online Health Newsletter 10 PHONE DIRECTORY Keep In Touch 10 Norman Regional Hospital 3 Support Groups and Classes 10 YOUR CARE Non-Discrimination Statement 10 Emergencies: Dial 88 4 VISITORS Speak Up About Your Care 4 Visitor Guidelines 11 Language and TDD Services 4 Visitor Entrances 11 Advanced Directive 4-5 Parking 12 Tobacco-Free Campus 5 Hospitality House 12 iCare 5 Guardian Angel Program 5-6 SERVICES Case Management 13 YOUR ROOM Giving Tree Gift Shop 13 During Your Stay 7 Pastoral Care 13 Television 7 Volunteer Services 13 Telephone 7 Consumer Health 13 Cell Phone 7 Information Outgoing Calls 7 Home Run Van 14 Courtesy Telephone 8 Home Medical Equipment 14 Incoming Calls 8 Before You Leave 8 FINANCE Patient Advisors 15 DINING Financial Services 15-17 Cafeteria Hours 9 Daily Grind Coffee Shop 9 SAFETY Guest Meal Trays 9 Patient Safety 18-19 Vending Machines 9 Security 19 National Safety Goals 19 FROM OUR PRESIDENT Welcome to Norman Regional Hospital Thank you for choosing Norman Regional Health System for your healthcare needs. Our staff of qualified physicians and medical professionals is dedicated to providing the highest-quality, personalized care in a respectful, courteous and timely manner. Norman Regional Hospital is equipped with the technology that will meet your healthcare needs and afford you the best of care. -
Fy 2018 Massachusetts Hospital Profiles Technical Appendix January 2020
CENTER FOR HEALTH INFORMATION AND ANALYSIS FY 2018 MASSACHUSETTS HOSPITAL PROFILES TECHNICAL APPENDIX JANUARY 2020 Publication Number 20-30-CHIA-02 CHIA FY18 Massachusetts Acute Care Hospitals (January 2020) TECHNICAL APPENDIX Table of Contents Introduction ....................................................................................................................................................................................... 2 Multi-Acute Hospital System Affiliation and Location ................................................................................................................... 3 Regional Definitions ..................................................................................................................................................................... 4 Special Designations.................................................................................................................................................................... 6 Hospital Types ............................................................................................................................................................................. 7 At a Glance ....................................................................................................................................................................................... 9 Acute Hospital Profiles: Services ................................................................................................................................................... -
Collective Bargaining Agreement by and Between Washington State
Collective Bargaining Agreement by and between Washington State Nurses Association and Pullman Regional Hospital Pullman, Washington OCTOBER 1, 2019 TO SEPTEMBER 30, 2022 TABLE OF CONTENTS ARTICLE 1 – RECOGNITION ..........................................................................................1 ARTICLE 2 – PURPOSE OF THIS AGREEMENT ..........................................................1 ARTICLE 3 – DEFINITIONS .............................................................................................1 3.1 Resident Nurse .............................................................................................1 3.2 Staff RN .......................................................................................................1 3.3 Charge RN ...................................................................................................1 3.4 Full-time RN ................................................................................................2 3.5 Part-time RN ................................................................................................2 3.6 Supplemental RN .........................................................................................2 3.7 Preceptor ......................................................................................................2 ARTICLE 4 – NON-DISCRIMINATION ..........................................................................2 ARTICLE 5 – NURSES’ PROFESSIONAL RESPONSIBILITY ......................................3 5.2 Association Membership .............................................................................3 -
Changes in Hospital Ownership in California
Changes in Hospital Ownership in California ••• Joanne Spetz Jean Ann Seago Shannon Mitchell 1999 PUBLIC POLICY INSTITUTE OF CALIFORNIA Foreword Californians are understandably concerned about rapid changes in the health care industry. One concern that has prompted state legislation is the increased merger activity between for-profit and nonprofit hospitals. Many critics view the potential decline of nonprofit hospitals as another restriction on choice in health care. In response to this concern, Joanne Spetz and her colleagues Jean Ann Seago and Shannon Mitchell have undertaken a careful study of the state’s hospital mergers and their consequences. Their findings indicate that nonprofit hospitals are in no danger of extinction. About 80 percent of hospital mergers and acquisitions between 1986 and 1996 did not involve any change in the profit status of the hospitals. The remaining mergers were almost equally divided between conversions to for-profit and to nonprofit status. Although these mergers have not altered the overall balance between for-profit and nonprofit hospitals, they have raised new concerns about the concentration of hospital ownership in California. At least half of the iii state’s hospitals are now affiliated with multi-site hospital corporations, and the six largest firms in the state operate over one-third of its hospitals. The three largest hospital firms in both Sacramento and San Diego control more than 60 percent of the beds. Although hospital ownership is less concentrated in the Los Angeles and San Francisco metropolitan areas, both markets are far more consolidated than they were ten years ago. With these patterns in mind, the authors plan to continue their study of ownership changes and their consequences. -
Corporate Brochure
Northeast Rehabilitation Hospital Network Rebuilding lives through hope, compassion and dedication to excellence NORTHEAST REHABILITATION HOSPITAL NETWORK www.NortheastRehab.com Northeast Rehab Hospital Network A Center of Rehabilitation Excellence When a disabling injury or illness touches your life or the life of someone for whom you care, recovery becomes of prime concern. Since 1984, the staff at Northeast Rehabilitation Hospital Network (NRHN) has helped thousands of patients overcome their physical challenges and resume the Make the activities and enjoyment of their daily lives at home or in the workplace. Northeast Rehab is about continuity, activity, energy and teamwork. Our dynamic, 24 hour rehabilitation experience is powered by our highly smart choice. qualified professional staff. Take a tour and meet our therapists, talk with our certified rehabilitation nurses and dedicated case managers to discover how deeply committed they are to helping patients achieve maximum recovery. “The additional certification in Stroke Rehabilitation was a deciding factor in trusting Northeast Rehab to be a part of my wife’s recovery.” Joe Racz, husband of Rebecca, a young stroke patient Rehabilitation is about people connecting with people. It is actually a process of mutual inspiration. Our patients usually come to us in physical and emotional pain. There is nothing more rewarding to us than to see how quickly they respond to the support of nurses, therapists and the regular attention of their physicians. Take back your life. The morale of our clinical staff is regularly boosted by the amazing feats of recovery and adaptation shown by our patients. www.NortheastRehab.com www.NortheastRehab.com Choose us. -
Design, Service and Infrastructure Plan for Victoria's Cardiac System
Design, service and infrastructure plan for Victoria’s cardiac system Design, service and infrastructure plan for Victoria’s cardiac system To receive this publication in an accessible format phone 9096 2017, using the National Relay Service 13 36 77 if required, or email [email protected] Authorised and published by the Victorian Government, 1 Treasury Place, Melbourne. © State of Victoria, Department of Health and Human Services, May 2016 Except where otherwise indicated, the images in this publication show models and illustrative settings only, and do not necessarily depict actual services, facilities or recipients of services. This publication may contain images of deceased Aboriginal and Torres Strait Islander peoples. Where the term ‘Aboriginal’ is used it refers to both Aboriginal and Torres Strait Islander people. Indigenous is retained when it is part of the title of a report, program or quotation. ISBN 978-0-7311-6950-4 Available at www.health.vic.gov.au/hospitals-and-health-services/health-system- design-planning (1512012) ii Design, service and infrastructure plan for Victoria’s cardiac system Contents From the steering committee 1 Executive summary 2 Introduction 4 A vision for the cardiac system 5 Where we are now 6 The burden of disease 6 Impact of comorbidity 6 The current service system 9 What has been achieved 13 What we could do better 14 Priorities for system reform 16 Priority 1: Better patient access, experience and outcomes 16 Priority 2: A coordinated cardiac system of care 22 Priority 3: Effective and innovative cardiac services 31 Implementation plan 38 Appendix 1: Victorian Cardiac Plan Steering Committee 43 Appendix 2: Victorian cardiac system 44 Appendix 3: OECD comparison 47 Appendix 4: Draft cardiac system design framework 49 Abbreviations 51 Endnotes 53 iii From the steering committee On behalf of the steering committee, I am very pleased to be able to present this Design, service and infrastructure plan for Victoria’s cardiac system, which addresses the future design of the cardiac system in Victoria. -
Health Facilities and Services Review Board
STATE OF ILLINOIS HEALTH FACILITIES AND SERVICES REVIEW BOARD 525 WEST JEFFERSON ST. • SPRINGFIELD, ILLINOIS 62761 •(217) 782-3516 FAX: (217) 785-4111 DOCKET NO: BOARD MEETING: PROJECT NO: September 17, 2019 19-026 PROJECT COST: H-05 FACILITY NAME: CITY: Original: $25,995,294 Anderson Rehabilitation Hospital Edwardsville TYPE OF PROJECT: Substantive HSA: VI DESCRIPTION: The Applicants (Southwestern Illinois Health Facilities. Inc, d/b/a Anderson Hospital Kindred Healthcare, LLC, and Anderson Rehabilitation Hospital, LLC) propose to establish a 34-bed comprehensive physical rehabilitation hospital in Edwardsville at a cost of approximately $25,995,294. The expected completion date is October 31, 2021. EXECUTIVE SUMMARY PROJECT DESCRIPTION: • The Applicants (Southwestern Illinois Health Facilities. Inc, d/b/a Anderson Hospital, Kindred Healthcare, LLC, and Anderson Rehabilitation Hospital, LLC) propose to establish a 34-bed comprehensive physical rehabilitation hospital in Edwardsville at a cost of approximately $25,995,294. The expected completion date is October 31, 2021. • In conjunction with this Application Southwestern Illinois Health Facilities. Inc, d/b/a Anderson Hospital has submitted Exemption #E-033-19 to discontinue a 20-bed comprehensive physical rehabilitation unit at Anderson Hospital in Maryville. Should the proposed project be approved the Applicants will discontinue the 20-bed category of service at Anderson Hospital. WHY THE PROJECT IS BEFORE THE STATE BOARD: • The Applicant propose to establish a health care facility as defined by the Illinois Health Facilities Planning Act (20 ILCS 3960/3). PUBLIC HEARING/COMMENT: • A public hearing was offered regarding the proposed project, but none was requested. Letters of support have been submitted from the Mayor of Edwardsville, U.S.