2015-16 Duke University School of Medicine Bulletin
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HIPAA Notice of Privacy Practices
Effective Date of this Notice:_4/14/03__________ Pediatrics and Adolescent Medicine, P.A. NOTICE OF PRIVACY PRACTICES TO THE PARENTS OF OUR PATIENTS AND TO OUR PATIENTS As Required by the Privacy Regulations Created as a Result of the Health Insurance Portability and Accountability Act of 1996 (HIPAA) THIS NOTICE DESCRIBES HOW HEALTH INFORMATION MAY BE USED AND DISCLOSED, AND HOW OUR PATIENTS CAN GET ACCESS TO THEIR INDIVIDUALLY IDENTIFIABLE HEALTH INFORMATION. PLEASE REVIEW THIS NOTICE CAREFULLY. A. OUR COMMITMENT TO YOUR PRIVACY Our practice is dedicated to maintaining the privacy of your identifiable health information (IHI). In conducting our business, we will create records regarding your child’s treatment and services provided. We are required by law to maintain the confidentiality of health information that identifies your child. We also are required by law to provide our families with this notice of our legal duties and the privacy practices that we maintain in our practice concerning IHI. By federal and state law, we must follow the terms of this notice of privacy practices that we currently have in effect. We realize that these laws are complicated, but we must provide you with the following important information: • How we may use and disclose IHI • Privacy rights in IHI • Our obligations concerning the use and disclosure of IHI The terms of this notice apply to all records containing IHI that are created or retained by PAMPA. We reserve the right to revise or amend this Notice of Privacy Practices. Any revision or amendment to this notice will be effective for all records that our practice has created or maintained in the past, and for any records that we may create or maintain in the future. -
For the Full List of the 50 Best Hospitals in North
Rex Hospital The annual checkup We examine data to determine the state’s best hospitals, plus offer second opinions from other popular rankings. 50 Business north Carolina PHOTOgraPH BY BrYan regan BrYan BY PHOTOgraPH CaroMont Regional Medical Center Carolinas Medical Center Mission Hospital BUSINESS NORTH CAROLINA’s Best hospitals Patient picks Our list is based on 12 weighted criteria, such as patient satisfaction, The Consumer Assessment of Healthcare Providers and Systems death rates for heart attack, heart failure and pneumonia, readmission surveys U.S. hospital patients on outcomes, instructions upon rates and complications stemming from surgeries, and independent, being discharged, cleanliness and other factors. These are its top experiential data compiled by Blue Cross and Blue Shield Inc. of North adult, acute-care hospitals in the state with 50 or more beds. The Carolina, The Leapfrog Group and U.S. News & World Report. Tar Heel average is 71%, same as the U.S. Rank Hospital Location Beds Score Rank Hospital Location % 1 Rex Hospital Raleigh 659 53 1 Duke University Hospital Durham 86 2 Mission Hospital Asheville 730 50 UNC Hospitals Chapel Hill 86 3 Duke University Hospital Durham 957 46 3 Park Ridge Health Hendersonville 85 WakeMed Raleigh Campus Raleigh 678 46 4 Davie Medical Center Mocksville 84 5 FirstHealth Moore Regional Hospital Pinehurst 395 45 Rex Hospital Raleigh 84 6 Carolinas Medical Center-Mercy Charlotte 173 44 6 Mission Hospital Asheville 83 Duke Regional Hospital Durham 369 44 7 FirstHealth Moore Regional Hospital -
Duke University Hdt What? Index
DUKE UNIVERSITY HDT WHAT? INDEX DUKE UNIVERSITY DUKE UNIVERSITY 1838 James Thomas Fields was hired by the Boston bookselling firm of William D. Ticknor, which would become Ticknor, Reed & Fields in 1854 and Fields, Osgood & Company in 1868. 1832-1834 Allen & Ticknor 1834-1843 William D. Ticknor 1843-1849 William D. Ticknor & Co. 1849-1854 Ticknor, Reed & Fields 1854-1868 Ticknor and Fields 1868-1871 Fields, Osgood & Co. 1871-1878 James R. Osgood & Co. 1878-1880 Houghton, Osgood, & Co. 1880-1908 Houghton, Mifflin, & Co. 1908-2007 Houghton Mifflin Company 2007-???? Houghton Mifflin Harcourt In Boston, Isaac Knapp printed AMERICAN ANTI-SLAVERY ALMANAC FOR 1838 edited by Nathaniel Southard. He also printed the Reverend Thomas Treadwell Stone’s THE MARTYR OF FREEDOM: A DISCOURSE DELIVERED AT EAST MACHIAS, NOVEMBER 30, AND AT MACHIAS, DECEMBER 7, 1837, John Gabriel Stedman’s NARRATIVE OF JOANNA; AN EMANCIPATED SLAVE, OF SURINAM, Elizabeth Heyrick’s IMMEDIATE, NOT GRADUAL ABOLITION: OR, AN INQUIRY INTO THE SHORTEST, SAFEST, AND MOST EFFECTUAL MEANS OF GETTING RID OF WEST INDIAN SLAVERY, Friend Sarah Moore Grimké’s LETTERS ON THE EQUALITY OF THE SEXES, AND THE CONDITION OF WOMAN: ADDRESSED TO MARY S. PARKER, PRESIDENT OF THE BOSTON FEMALE ANTI-SLAVERY SOCIETY, James Williams’s NARRATIVE OF JAMES WILLIAMS, AN AMERICAN SLAVE, WHO WAS FOR SEVERAL YEARS A DRIVER ON A COTTON PLANTATION IN ALABAMA, and a 3d edition of Phillis Wheatley’s MEMOIR AND POEMS OF PHILLIS WHEATLEY, A NATIVE AFRICAN AND A SLAVE, along with poems published in 1829 and 1837 by the still-enslaved George Moses Horton of North Carolina. -
View Property Drone Video
OFFERING MEMORANDUM VIEW PROPERTY DRONE VIDEO 3004 TOWER BOULEVARD | DURHAM, NC 27707 Net Leased, Class A Medical Office Investment Opportunity with Regional Healthcare Provider enancyT EXCLUSIVE ADVISOR Joe Graham, CCIM 555 Fayetteville Street Executive Vice President Suite 800 +1 919 831 8196 Raleigh, NC 27601 [email protected] cbre.us/raleigh AFFILIATED BUSINESS DISCLOSURE CBRE, Inc. operates within a global family of companies with many subsidiaries and/ Neither the Owner or CBRE, Inc, nor any of their respective directors, officers, Affiliates or related entities (each an “Affiliate”) engaging in a broad range of commercial real or representatives make any representation or warranty, expressed or implied, as to estate businesses including, but not limited to, brokerage services, property and facilities the accuracy or completeness of this Memorandum or any of its contents, and no legal management, valuation, investment fund management and development. At times different commitment or obligation shall arise by reason of your receipt of this Memorandum or Affiliates may represent various clients with competing interests in the same transaction. For use of its contents; and you are to rely solely on your investigations and inspections of the example, this Memorandum may be received by our Affiliates, including CBRE Investors, Property in evaluating a possible purchase of the real property. Inc. or Trammell Crow Company. Those, or other, Affiliates may express an interest in the property described in this Memorandum (the “Property”) may submit an offer to purchase The Owner expressly reserved the right, at its sole discretion, to reject any or all expressions the Property and may be the successful bidder for the Property. -
XIII. Supplemental Information (PDF)
Annual Budget Process The City of Durham’s annual budget process is the framework for communicating major financial operational objectives and for allocating resources to achieve them. This process is a complex undertaking involving the whole government. The process begins in October and runs until the end of June. By state law, the City must adopt an annual budget ordinance by June 30 of each year. Coordination of the process is essential to the building of the budget. To achieve coordination, a calendar of activities is summarized on this page. Once the budget is approved, the focus of the budget becomes control. Ongoing monitoring of expenditures and revenues throughout the year is a responsibility shared by department heads and the Budget Department. The Accounting Services Division ensures that changes are correctly entered and payments are appropriate. The Budget and Management Services Department reviews all requests from departments to make sure that sufficient appropriations have been budgeted. All funds are reviewed on a regular basis, and a budget report is submitted to the City Council on a quarterly basis. The City Manager has the authority to transfer budgeted amounts between departments within any function. However, transfers between functions, additions or deletions require a budget amendment. To amend the budget, a revised budget ordinance must be approved by the City Council. January February March Department budgets submitted Coffees with Council continue. Budget kick-off. City Manager to Budget office. explains financial and City Council retreat to discuss City Council retreat to discuss operational objectives. vision and service issues. financial issues. Public input on budget sought Budget office projects revenues. -
University of North Carolina Hospitals at Chapel Hill
Comments on the Duke Coley Hall Imaging Independent Diagnostic Testing Facility Certificate of Need Application, Project ID # J-12001-20 December 31, 2020 In accordance with N.C. GEN. STAT. § 131E-185(a1)(1), University of North Carolina Hospitals at Chapel Hill (“UNC Hospitals” or “UNC Health”) submits the following comments related to Duke University Health System, Inc.’s (“Duke’s”) application to develop a diagnostic center with mammography and ultrasound equipment to be operated as an independent diagnostic testing facility (“IDTF”) in Orange County. UNC Health’s comments on this application include “discussion and argument regarding whether, in light of the material contained in the application and other relevant factual material, the application complies with the relevant review criteria, plans and standards.” See N.C. GEN. STAT. § 131E-185(a1)(1)(c). To facilitate the Agency’s review of these comments, UNC Health has organized its discussion by issue, noting the Certificate of Need statutory review criteria creating the non-conformity on the application. General Comments While the specific issues with the application are identified in the sections to follow, UNC Health notes that the responses in the application fall far short of providing the minimum amount of information needed to demonstrate conformity with the applicable review criteria. The application includes multiple inconsistencies, lacks supporting analysis and assumptions, and provides insufficient documentation of the need for the proposed project, among other issues described below. Duke cannot simply remedy these problems through a response to these comments or otherwise since the information is not in the application and an applicant may not amend its application. -
Adolescent Medicine Consultation and Referral Information
Adolescent Medicine Consultation and Referral Information Our team specializes in consultative care for patients from 11 years old to 21 years old. We provide female gynecologic evaluation and treatment for sexually transmitted infections (STI), polycystic ovary syndrome (PCOS), reproductive counseling, contraception, and menstrual problems. Our specialists provide treatment for male STI and genitourinary problems. We also provide care for gay, lesbian, and bisexual teenagers and those questioning their sexuality, however, transgender care is provided by our colleagues in Pediatric Endocrinology. Additionally, we provide services for other acute and chronic conditions, such as puberty and growth disorders, substance abuse, chronic fatigue, weight management and nutritional concern. Meet Our Team of Specialists and Get Directions to Our Office work-up is needed Please provide us with any office notes, labs and/or diagnostic images that pertain to the T prior to an problem that are not accessible through CHKD's EHR. This information can be faxed to appointment? (757)668-7885. will my patient be able to obtain an Your patient's estimated wait time for an appointment is approximately 2 weeks. appointment? will my patient be The Adolescent Medicine office is located at CHKD (Norfolk). seen? can I refer my Urgent Consultations (Providers): (757) 668-9999 (Doctor's Direct) patient to the Non-Urgent Referrals (Providers): (757) 668-7850 Adolescent Medicine Clinic? Scheduling (Families): (757) 668-7850 Information Shown Above was Updated as of -
NC ICU Program Call 1
NC AHRQ Safety Program for ICUs: Preventing CLABSI & CAUTI Welcome! PAGE 1 NORTH CAROLINA HEALTHCARE ASSOCIATION 8/8/18 Enrolled ICUs Hospital Name City Unit Name Beds Carolinas Medical Center Charlotte Medical ICU 29 Sampson Regional Medical Center Clinton Intensive Care Unit 8 Wayne Memorial Hospital Goldsboro ICU 16 Pardee Hospital Hendersonville ICU 12 Moses H. Cone Memorial Hospital Greensboro 2 Heart (previously 4NC) 26 DuKe University Hospital Durham Medical ICU 24 WaKeMed Health and Hospitals Raleigh Medical Intensive Care Unit (MICU) 9 WaKeMed Health and Hospitals Raleigh STICU Surgical Trauma/Neuro Intensive Care 9 WaKeMed Health and Hospitals Raleigh Neuro ICU 8 WaKeMed Health and Hospitals Raleigh Cardiothoracic Intensive Care (CTICU) 12 WaKeMed Health and Hospitals Raleigh Cardiovascular Intensive Care (2E CVICU) 20 WaKeMed Raleigh Campus Raleigh Cardiac Intensive Care (CICU/CICU A) 18 WaKeMed Cary Hospital Cary 2W ICU 12 Lenoir Memorial Hospital Kinston CCU 14 High Point Regional UNC Healthcare High Point Coronary Care Unit 8 High Point Regional UNC Healthcare High Point Intensive Care Unit 20 Carolinas Medical Center Charlotte Neurosurgical ICU (NSICU) 29 Northern Hospital of Surry County Mr. Airy ICU 10 WaKe Forest Baptist Medical Center Winston-Salem Cardiovascular ICU 22 DuKe University Hospital Durham Surgical, Trauma, Transplant ICU 24 PAGE 2 NORTH CAROLINA HEALTHCARE ASSOCIATION 8/8/18 Program Overview • ICU assessment Onboarding • Onboarding webinars r/t CUSP • ICU action plan • Monthly virtual learning groups Education -
Adolescent Health
AAFP Reprint No. 278 Recommended Curriculum Guidelines for Family Medicine Residents Adolescent Health This document is endorsed by the American Academy of Family Physicians (AAFP). Introduction This Curriculum Guideline defines a recommended training strategy for family medicine residents. Attitudes, behaviors, knowledge, and skills that are critical to family medicine should be attained through longitudinal experience that promotes educational competencies defined by the Accreditation Council for Graduate Medical Education (ACGME), www.acgme.org. The family medicine curriculum must include structured experience in several specified areas. Much of the resident’s knowledge will be gained by caring for ambulatory patients who visit the family medicine center, although additional experience gained in various other settings (e.g., an inpatient setting, a patient’s home, a long-term care facility, the emergency department, the community) is critical for well-rounded residency training. The residents should be able to develop a skillset and apply their skills appropriately to all patient care settings. Structured didactic lectures, conferences, journal clubs, and workshops must be included in the curriculum to supplement experiential learning, with an emphasis on outcomes-oriented, evidence-based studies that delineate common diseases affecting patients of all ages. Patient-centered care, and targeted techniques of health promotion and disease prevention are hallmarks of family medicine and should be integrated in all settings. Appropriate referral patterns, transitions of care, and the provision of cost- effective care should also be part of the curriculum. Program requirements specific to family medicine residencies may be found on the ACGME website. Current AAFP Curriculum Guidelines may be found online at www.aafp.org/cg. -
Adolescent Medicine Resident Curriculum
Society for Adolescent Health and Medicine Adolescent Medicine Resident Curriculum Adolescent Medicine Resident Curriculum Updated August 2020 In response to the transition to milestones and EPAs (entrustable professional activities) for medical education, the ACGME has asked individual subspecialty organizations to create learning objectives and educational materials within their subspecialty area to help guide resident training. To this end, the SAHM education committee, with review and approval of the SAHM Board of Directors has developed a set of educational materials linking learning objectives for pediatric and other residents with educational resources to help achieve those objectives. These objectives are broad and designed both for the four-week adolescent medicine rotation and for residents’ longitudinal learning throughout residency training, with the final goal of helping residents achieve competence in care of adolescent patients. These resources are divided into ten content modules with specific content areas and linked resources. The adolescent curriculum is designed to supplement existing adolescent rotation teaching, or can be used as a guideline for program directors to develop or revamp their rotation. We are aware that the amount of material is more than can be covered during the required four weeks, and hope that educators will use these materials in a way that optimizes their existing program. For example, programs which already have robust teaching in a specific content area, like eating disorders, may not use these resources, but may use the curriculum to bolster their teaching in a less well-rounded content area, like substance use and abuse. This resource is here for you to use in whatever ways it supports your adolescent medicine teaching. -
Bulletin of Duke University
Bulletin of Duke University School of Medicine 2013-2014 The Mission of Duke University James B. Duke’s founding Indenture of Duke University directed the members of the University to “provide real leadership in the educational world” by choosing individuals of “outstanding character, ability and vision” to serve as its officers, trustees and faculty; by carefully selecting students of “character, determination and application;” and by pursuing those areas of teaching and scholarship that would “most help to develop our resources, increase our wisdom, and promote human happiness.” To these ends, the mission of Duke University is to provide a superior liberal education to undergraduate students, attending not only to their intellectual growth but also to their development as adults committed to high ethical standards and full participation as leaders in their communities; to prepare future members of the learned professions for lives of skilled and ethical service by providing excellent graduate and professional education; to advance the frontiers of knowledge and contribute boldly to the international community of scholarship; to promote an intellectual environment built on a commitment to free and open inquiry; to help those who suffer, cure disease and promote health, through sophisticated medical research and thoughtful patient care; to provide wide ranging educational opportunities, on and beyond our campuses, for traditional students, active professionals and life-long learners using the power of information technologies; and to -
Duke Cancer Center Opens a New Era in Cancer Treatment Begins
Cancer Care As It Should Be SPRING 2012 Duke Cancer Center Opens A New Era in Cancer Treatment Begins n February 27, a new era in cancer treat- in a health care setting. Patients and families a private room or in semi-private areas if they Oment at Duke began with the official can enjoy a meal or snack in the Café, select prefer to socialize. Weather permitting—and opening of the Duke Cancer Center. wigs and turbans in the Belk Boutique, peruse based upon their treatment regimen—patients The opening marks the culmination of years articles and use computers in the Resource can even receive their treatment outdoors in the of planning and two years of construction, and Center, fill prescriptions in the Pharmacy, or rooftop Bernstein Family Garden. is the result of the hard work and contributions spend time reflecting and recharging in the “Patients come to Duke from across the state, of hundreds of patients, physicians, nurses, and Quiet Room. And that’s just on the main level. around the country—and even around the staff who helped design the new building by The remaining six floors have been designed world—for the most compassionate, advanced providing input and suggestions. to facilitate the Duke Cancer Institute’s (DCI) care, and we are committed to delivering that “This building has been built with our commitment to providing the most advanced level of care. That includes offering clinical patients in mind,” says Kevin Sowers, RN, care in a comfortable, healing environment. trials, often not available in other centers, that MSN, FAAN, president of Duke University The new facility is organized to promote provide new treatment options for patients,” Hospital.