DOCSLIB.ORG

Emergency Medicine Residency Program at Brandon Regional Hospital Is Part of the HCA Healthcare Graduate Medical Education Network

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Emergency Medicine Residency Program at Brandon Regional Hospital Is Part of the HCA Healthcare Graduate Medical Education Network Emergency Medicine RESIDENCY PROGRAM AT Brandon Regional Medical Center Welcome to the AboutEmergency HCA MedicineHealthcare Residency Program at Brandon Regional Hospital The Emergency Medicine Residency Program at Brandon Regional Hospital is part of the HCA Healthcare Graduate Medical Education network. HCA Healthcare is the nation’s leading provider of quality, patient-centered care. We are also the leader in graduate medical education, all brought together by a single mission: Above all else, we are committed to the care and improvement of human life. ACGME ID: 1101100204 Salary PGY1 PGY2 PGY3 $52,934 $54,506 $56,212 Thank you for your interest in the HCA Healthcare/ USF Morsani College of Medicine GME Programs- Brandon Regional Hospital; Emergency Medicine (EM) residency program. This three-year program is designed to provide residents the broad experience, knowledge and clinical skills to excel as an emergency medicine physician. With the combined resources of Brandon Regional Hospital and Blake Medical Center, we ofer a well-rounded emergency medicine training experience, with exposure to Trauma, Pediatrics and two very busy emergency departments. Not to mention that our residents obtain additional pediatric emergency medicine and pediatric trauma experience through our partnership with Johns Hopkins All Children’s Hospital (JHACH). Our Faculty consist of specialty trained EM physicians in Research, Ultrasound, Simulation, International Emergency Medicine, Administration, Palliative Care, Addiction Medicine, and EMS Medicine to contribute to a well-rounded curriculum in EM. We also are fortunate to be a program under the sponsorship of the HCA Healthcare/ USF Morsani College of Medicine GME Programs, giving us extensive resources available in the areas of scholarly activity and clinical excellence. All of our Core Faculty have their Professor-ranking at the USF Morsani College of Medicine. The goal of our program is provide the necessary tools to motivate and inspire our residents to rise up as world class leaders in emergency medicine upon graduation whether it is in a community hospital, academic setting, or post-residency fellowship training. Our faculty Salvador Villanueva, MD Program Director • Board Certified in Emergency Medicine • Medical School: University of Puerto Rico, School of Medicine • Residency: University of Puerto Rico, School of Medicine Anthony Furiato, DO Associate Program Director • Board Certified in Emergency Medicine • Medical School: Lake Erie College of Osteopathic Medicine • Residency: St. Joseph’s Regional Medical Center-Paterson, NJ • Director of EMAPP Training Program-Brandon Regional Hospital Kelly Grabbe, DO Associate Program Director • Board Certified in Emergency Medicine • Medical School: University of North Texas Health Science Center, College of Osteopathic Medicine • Residency: New York-Presbyterian Brooklyn Methodist Hospital- Brooklyn, NY • Co-chair of the Emergency Medicine Residency Wellness Committee David Arbona, MD • Board Certified in Emergency Medicine • Fellowship in EMS Medicine • Medical School: Ibero-American University of Santo Domingo, School of Medicine • Residency: Hospital Episcopal San Lucas-Ponce, P.R. • Fellowship: University of North Carolina-Chapel Hill Vegas Brown, MD • Board Certified in Emergency Medicine • Medical School: University of South Florida, College of Medicine • Residency: Sinai-Grace Hospital, Wayne State University/Detroit Medical Center-Detroit, MI Gabriel Cabrera Correa, MD • Board Certified in Emergency Medicine • Fellowship in Emergency Ultrasound • Medical School: University of Puerto Rico, School of Medicine • Residency: Hospital UPR-Dr. Federico Trilla-Carolina, PR • Fellowship: North Shore University Hospital-Long Island, NY Our faculty Priscilla Cruz-Menoyo, MD MASc DTM&H • Board Certified in Emergency Medicine • Fellowship in International Emergency Medicine • Medical School: University of Puerto Rico School of Medicine • Residency: University of Puerto Rico Dr. Federico Trilla Hospital, San Juan, PR, Residency • Fellowship: Stony Brook University Medical Center, Stony Brook, NY Eric Kalivoda, MD • Board Certified in Emergency Medicine • Fellowship in Emergency Ultrasound • Medical School: University of Vermont, College of Medicine • Residency: St. John Hospital & Medical Center-Detroit, Michigan • Fellowship: Wayne State University, School of Medicine-Detroit, Michigan Martin Kim, MD • Board Certified in Emergency Medicine • Fellowship in Medical Education/Simulation • Medical School: Ross University School of Medicine • Residency: SUNY Upstate Medical Center-Syracuse, NY • Fellowship: SUNY Upstate Medical Center-Syracuse, NY Katie Laun, DO • Board Certified in Emergency Medicine • Medical School: Lake Erie College of Osteopathic Medicine • Residency: Florida Hospital, Orlando FL Sergio Martinez, MD • Board Certified in Emergency Medicine • Medical School: Michigan Medical School • Residency: Duke University Medical Center-Durham, NC Victor Andres Sasson, MD • Board Certified in Emergency Medicine • ED Medical Director-Brandon Regional Hospital • Medical School: George Washington School of Medicine • Residency: University of Chicago Hospitals-Chicago-IL Our faculty Kirk Szustkiewicz, DO • Board Certified in Emergency Medicine • Fellowship in Emergency Medicine Administration and Leadership • Medical School: Lake Erie College of Osteopathic Medicine • Residency: North Shore University Hospital, Long Island, NY • Fellowship: Progressive Emergency Physicians-Uniondale, NY Robert Truckner, MD MPH FAAP • Board Certification in Pediatric Emergency Medicine • Director of Pediatric Emergency Services Brandon Regional Hospital • Medical School: University of Michigan Medical School • Residency: University of Arizona-Tucson, AZ Amanda Webb, DO • Board Certified in Emergency Medicine • Fellowship in Research • Medical School: University of Kentucky College of Medicine • Residency: HCA/UCF Osceola Regional Medical Center, Orlando, FL • Fellowship: HCA/UCF Osceola Regional Medical Center, Orlando, FL Current residents Melissa Bacci, MD Rashmi Jadhav, MD Rachel Oliver, MD Chief Resident Chief Resident Chief Resident Ali Al-Marzoog, MD Ricki Brown-Forestiere, Andrew Glickman, DO PGY-3 MD PGY-3 PGY-3 Natalya Grigoryan, MD Patrick Hsu, DO Roli Kushwaha, MD PGY-3 PGY-3 PGY-3 Meridith Marlow, DO Matthew Bryce McClure, Ryan Ngo, MD PGY-3 MD PGY-3 PGY-3 Alex Prestley, MD Caroline Shepherd, DO Keyon Shokraneh, DO PGY-3 PGY-3 PGY-3 Annie Au, DO Dasha Dewberry, DO Justin Harris, DO PGY-2 PGY-2 PGY-2 Current residents Jonathan Hill, MD Jordan Johnson, DO Jordan Markel, MD PGY-2 PGY-2 PGY-2 Nushin Nataneli, MD Christian Padgett, MD Cecilio Padron, MD PGY-2 PGY-2 PGY-2 Kishan Patel, DO Itnia Pramanik, DO Kevin Rivera-Rodriguez PGY-2 PGY-2 PGY-2 Calixto Romero, MD Zachary Stanton, DO Brian Szczucki, DO PGY-2 PGY-2 PGY-2 Johnathan Agil, MD Kathleen Alfonso, MD Alec Bloom, DO PGY-1 PGY-1 PGY-1 Tyler Bogus, DO Gary Cook, DO Timothy Cookson, MD PGY-1 PGY-1 PGY-1 Current residents Amanda Craven, DO Dorian Delgado, MD Alexander Domozick, MD PGY-1 PGY-1 PGY-1 Stephen Ferguson, MD Ori Gat, MD Matthew Kiley, MD PGY-1 PGY-1 PGY-1 Rachel Pagarigan, MD Christopher Reilly, MD Hillary Schmalzer, DO PGY-1 PGY-1 PGY-1 About HCA AboutHealthcare HCA Healthcare GME HCA Healthcare is a comprehensive healthcare network with 280,000^ colleagues across 2,000 care facilities all committed to creating a positive impact every day. We continually invest in our colleagues and facilities to better serve our patients and local communities. The graduate medical education programs seek to inspire tomorrow’s physicians to care for and improve human life by focusing on patient-centered approaches to practicing the latest evidence-based medicine. To learn more about the benefits and expectations of training with an HCA Healthcare program, view our Resident and Fellow Manual. ^Approximate About HCA Healthcare GME Our residency and fellowship programs are in 58 hospitals located in 15 states ★ ★ ★ About★ HCA ★ ★ ★ ★ Healthcare★ ★ ★ ★ ★ ★ ★ ★ ★ ★ ★ ★ ★ ★ Residency or Fellowship Program HCA Healthcare Hospital Size Clinical Training HCA Healthcare Graduate Each year approximately five Medical Education is the largest percent of all U.S. hospital sponsor of residency and services happen at an HCA fellowship programs across the Healthcare facility, including: nation. 35 million^ patient encounters 4,202 9.2 million emergency room visits residents 220,000^ babies delivered 336 HCA Healthcare Graduate Medical fellows Education is a leader in clinical experience: 198 specialty programs (residencies) • Nationally known physician expertise across the country 74 • Investments in facilities allowing sub-specialty programs the advancement of patient (fellowships) care • High emphasis on simulation results and low patient incidents • Higher patient touch than academic facilities • Annual collaborative mass casualty event team training Scholarly Activity HCA Healthcare Graduate Medical Education provides a critical link between vigorous scholarly activity and real- world patient care from a sophisticated data repository of over 35 million^ patient encounters each year. 2,600+ HCA Healthcare GME scholarly activities in 2019-20 ^Approximate About HCA ResidenciesHealthcare Facility Name, City ACGME Program Number Facility Name, City ACGME Program Number ANESTHESIOLOGY North Florida Regional Medical Center, Gainesville ........... 1101100201 California Oak Hill Hospital, Spring Hill ....................................................1101100205
Load more

Recommended publications
  • Instructions for Anesthesiology Programs Requesting the Addition of a Clinical Base Year (CBY) to an Existing 3-Year Accredited Residency
    Instructions for Anesthesiology Programs Requesting the Addition of a Clinical Base Year (CBY) to an Existing 3-year Accredited Residency MATERIALS TO BE SUBMITTED: Attachment A: Clinical Base Year Information Form Attachment B: Provide specific goals and objectives (competency-based terminology) for each block rotation and indicate assessment tools that will be utilized. Attachment C: Include a description of both clinical and didactic experiences that will be provided (lectures, conferences, grand rounds, journal clubs). Attachment D: Provide an explanation of how residents will evaluate these experiences as well as supervising faculty members. Attachment E: Provide a one-page CV for the key supervising faculty. Attachment F: Clarify the role of the resident during each of the program components listed. Information about Anesthesiology Clinical Base Year ACGME RRC Program Requirements 7/08 1) Definition of Clinical Base Year (CBY) a) 12 months of ‘broad education in medical disciplines relevant to the practice of anesthesiology’ b) capability to provide the Clinical Base Year within the same institution is desirable but not required for accreditation. 2) Timing of CBY a) usually precedes training in clinical anesthesia b) strongly recommended that the CBY be completed before the resident begins the CA-2 year c) must be completed before the resident begins the CA-3 year 3) Routes of entry into Anesthesiology program a) Categorical program - Resident matches into categorical program (includes CB year, approved by RRC as part of the accredited
    [Show full text]
  • 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
    [Show full text]
  • MASS CASUALTY TRAUMA TRIAGE PARADIGMS and PITFALLS July 2019
    1 Mass Casualty Trauma Triage - Paradigms and Pitfalls EXECUTIVE SUMMARY Emergency medical services (EMS) providers arrive on the scene of a mass casualty incident (MCI) and implement triage, moving green patients to a single area and grouping red and yellow patients using triage tape or tags. Patients are then transported to local hospitals according to their priority group. Tagged patients arrive at the hospital and are assessed and treated according to their priority. Though this triage process may not exactly describe your agency’s system, this traditional approach to MCIs is the model that has been used to train American EMS As a nation, we’ve got a lot providers for decades. Unfortunately—especially in of trailers with backboards mass violence incidents involving patients with time- and colored tape out there critical injuries and ongoing threats to responders and patients—this model may not be feasible and may result and that’s not what the focus in mis-triage and avoidable, outcome-altering delays of mass casualty response is in care. Further, many hospitals have not trained or about anymore. exercised triage or re-triage of exceedingly large numbers of patients, nor practiced a formalized secondary triage Dr. Edward Racht process that prioritizes patients for operative intervention American Medical Response or transfer to other facilities. The focus of this paper is to alert EMS medical directors and EMS systems planners and hospital emergency planners to key differences between “conventional” MCIs and mass violence events when: • the scene is dynamic, • the number of patients far exceeds usual resources; and • usual triage and treatment paradigms may fail.
    [Show full text]
  • 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
    [Show full text]
  • THE BUSINESS of EMERGENCY MEDICINE … MADE EASY! Sponsored by AAEM Services, the Management Education Division of AAEM
    THE BUSINESS OF EMERGENCY MEDICINE … MADE EASY! Sponsored by AAEM Services, the management education division of AAEM UDisclaimer The views presented in this course and syllabus represent those of the lecturers. The information is presented in a generalized manner and may not be applicable to your specific situation. Also, in many cases, one method of tackling a problem is demonstrated when many others (perhaps better alternatives for your situation) exist. Thus, it is important to consult your attorney, accountant or practice management service before implementing the concepts relayed in this course. UGoal This course is designed to introduce emergency physicians with no formal business education to running the business of emergency medicine. The title “The Business of Emergency Medicine Made Easy” is not meant to be demeaning. Instead, the course will convince anyone with the aptitude to become an emergency physician that, by comparison, running the business of emergency medicine is relatively simple. With off- the-shelf software and a little help from key business associates, we can run an emergency medicine business and create a win-win-win situation for the hospital, patients, and EPs. By eliminating an unnecessary profit stream as exists with CMGs, we can attract and retain better, brighter EPs. AAEM’s Certificate of Compliance on “Fairness in the Workplace” defines the boundaries within which independent groups should practice in order to be considered truly fair. Attesting to the following eight principles allows a group the privilege
    [Show full text]
  • 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
    [Show full text]
  • 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.
    [Show full text]
  • Implementing Relationship Based Care in an Emergency Department Ruthie Waters Rogers Walden University
    Walden University ScholarWorks Walden Dissertations and Doctoral Studies Walden Dissertations and Doctoral Studies Collection 2015 Implementing Relationship Based Care in an Emergency Department Ruthie Waters Rogers Walden University Follow this and additional works at: https://scholarworks.waldenu.edu/dissertations Part of the Nursing Commons This Dissertation is brought to you for free and open access by the Walden Dissertations and Doctoral Studies Collection at ScholarWorks. It has been accepted for inclusion in Walden Dissertations and Doctoral Studies by an authorized administrator of ScholarWorks. For more information, please contact [email protected]. Walden University College of Health Sciences This is to certify that the doctoral study by Ruthie Rogers has been found to be complete and satisfactory in all respects, and that any and all revisions required by the review committee have been made. Review Committee Dr. Sue Bell, Committee Chairperson, Health Services Faculty Dr. Kathleen Wilson, Committee Member, Health Services Faculty Dr. Eric Anderson, University Reviewer, Health Services Faculty Chief Academic Officer Eric Riedel, Ph.D. Walden University 2015 Abstract Implementing Relationship-Based Care in the Emergency Department by Ruthie Waters Rogers MSN, University of North Carolina, Greensboro, 2001 BSN, Winston Salem State University, 1998 Project Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Nursing Practice Walden University February 2015 Abstract When patients and families come to the emergency department seeking medical attention, they come in with many mixed emotions and thoughts. The fast paced, rapid turnover of patients and the chaotic atmosphere may leave patients who visit the emergency department with the perception that staff is uncaring.
    [Show full text]
  • Emergency Medicine Medical Student Survival Guide
    Emergency Medicine Medical Student Survival Guide Emergency Medicine: The Specialty Brian J Zink, MD, FACEP Professor and Chair Department of Emergency Medicine Alpert Medical School. Brown University 1 Table of Contents Chapter 1: Emergency Medicine: The Specialty Brian J. Zink, MD – Page 3 Chapter 2: Career Paths in Emergency Medicine Joseph Turner, MD, FACEP – Page 7 Chapter 3: Mentoring in Emergency Medicine Gloria J. Kuhn, DO, PhD, FACEP – Page 12 2 In 1961 the Alexandria Hospital emergency room (ER) in Alexandria, Virginia was reeling from a nearly 300% increase in patient visits in the past decade — up to 18,000 per year. Complaints and wait times were rising. Staffing the ER was a big problem as consigned medical staff objected to working in the ER, and the numbers of house staff had declined by 50%. A plan to use Georgetown University medical students to cover the night shifts had also failed.1 The specialty is no longer an afterthought in U.S. health care, but is viewed as a central component of care. Into this mix came James Mills, Jr., who had just been made president-elect of the Alexandria Hospital medical staff. Mills, a well-regarded local general practitioner, had worked shifts in the ER, and he liked the pace and variety of cases and was committed to helping the poor and underserved in his community. Mills was also finding his general practice less than satisfying. His idea for solving the problem in the Alexandria Hospital ER was very direct. He put together a plan to contract with the hospital for emergency department (ED) services with himself and three other physicians.
    [Show full text]
  • The Incredible Breadth of Emergency Medicine Michael Blaivas*
    edicine: O M p y e c n n A e c g c r e e s s m Blaivas, Emergency Med 2014, 4:2 E Emergency Medicine: Open Access DOI: 10.4172/2165-7548.1000181 ISSN: 2165-7548 Letter to the Editor Open Access The Incredible Breadth of Emergency Medicine Michael Blaivas* Professor of Medicine, University of South Carolina School of Medicine, Department of Emergency Medicine, St Francis Hospital, Columbus Georgia, USA *Corresponding author: Michael Blaivas, Professor of Medicine, University of South Carolina School of Medicine, Department of Emergency Medicine, St Francis Hospital, Columbus Georgia, USA, Tel: 706-414-5496; E-mail: [email protected] Rec date: February 26, 2014, Acc date: March 04, 2014, Pub date: March 06, 2014 Citation: Blavias M (2014) The Incredible Breadth of Emergency Medicine. Emergency Med 4:181. doi: 10.4172/2165-7548.1000181 Copyright: © 2014 Blaivas M. This is an open-access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited. Letter To the Editor presents to emergency physicians who are responsible to know pathophysiology and multiple treatment options [1]. One of the most challenging and amazing aspects of emergency medicine is the shear breadth of potential pathology and topics that In summary, emergency medicine is an incredible look at the front emergency medicine physicians may encounter on any particular shift lines of medical care that has no boundaries in organ system or disease and throughout their careers. This same factor attracts some medical pattern.
    [Show full text]
  • 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.
    [Show full text]
  • 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
    [Show full text]