Breakthroughs Attendees Thousands of Premier Members Attended in 2019 Representing the Following
Total Page：16
File Type：pdf, Size：1020Kb
Load more
Recommended publications
-
CMO Update, Spring 2021
CMO A PUBLICATION FOR TBHC PHYSICIANSUPDATE AND COMMUNITY PARTNERS SPRING 2021 A Message from Dr. Kondamudi – Vasantha Kondamudi, MD, Chief Medical Officer In our last fall issue, I looked back on the COVID spring surge, how our clinicians and all of TBHC stepped up to the challenges, and the lessons we learned. This issue, I am so relieved and happy to report that I’m focusing on the future. And the future means the COVID-19 vaccine. Most of you know that the Pfizer vaccine (what TBHC is administering) is 95% effective after two doses and has gotten high marks for safety. You can access the Pfizer published trial at: https:// www.nejm.org/doi/full/10.1056/NEJMoa2034577 We also now have the Johnson & Johnson vaccine. Join these physicians below, just some of many who got vaccinated. Pratibha “Prat” Vemulapalli, MD, Sylvie de Souza, MD, Chair, Chair, Surgery Leonard Berkowitz, MD, Chief, Infectious Diseases Emergency Medicine Nabil Mesiha, MD, Attending, Pulmonary Sumeet Bahl, MD, Attending, Vascular and Interventional Radiology Introducing The Brooklyn Cancer Center New York Cancer & Blood Specialists (NYCBS), one of the leading oncology practices in the nation, has partnered with The Brooklyn Hospital Center (TBHC), to create a new comprehensive cancer care program, The Brooklyn Cancer Center. NYCBS is a leading practice in the national OneOncology partnership, the network of independent community oncology practices. With access to OneOncology technology, integration support and capital, NYCBS provides access to cutting-edge oncology care, including clinical trial research across Brooklyn. A new facility is planned for the end of 2021, but the community does not have to wait for the excellent care this partnership provides. -
State of Wisconsin - 2017
State of WisconsinProvider Directory 2017 W9 MERCYCARE HMO INC. Live well. We’ll insure you do. Live well. We’ll insure you do. MercyCare ID Card MercyCare ID cards include: MercyCare Senior 6 1 INSURED NUMBER: Identification number 1 Insured Number Effective Date 2 Group Number xxx-xx-xxxx xxxxxx 2 GROUP NUMBER: How MercyCare identifies your benefit package 3 MEMBER NUMBER: Personal identification number 4 PCP NAME: Your primary care physician 3 Member Number Last Name 4 PCP Name (family medicine, internal medicine, xxx-xx-xxxx John Doe Dr. Smith pediatrician) 5 PLAN ID: Designates your plan 6 NAME OF PLAN: Type of plan you have Customer service department: (800) 895-2421 5 XX Important information to know: This provider list is the only paper version you will receive, unless you call our customer service department at (800) 895-2421 for additional copies. MercyCare encourages you to visit our website or contact customer service for the most current information regarding your provider network. To ensure accurate provider network listings, the on-line provider directory is continuously updated while the requestable paper directory is updated semi-annually only. Please visit www.mercycarehealthplans.com to see which providers participate in your plan. Above is an illustration of a MercyCare HMO membership card. To determine which plan you are in, please refer to your ID card. The card(s) you receive states the plan name, as well as the plan ID. Should you have any questions, or if you are unable to determine your specific plan name and/or plan ID, please call our customer service department at (800) 895-2421. -
2017-38 Mercyhealth Hospital Project Review for Planning and Zoning Commission
#2017-38 Mercyhealth Hospital Project Review for Planning and Zoning Commission Meeting Dates: December 6, 2017 public introduction meeting and January 3, 2018 public hearing Requests: 1. Preliminary Planned Unit Development for a micro-hospital and medical center. 2. Special Use Permit for a hospital and accessory uses including helipad. 3. Deferral to bury existing overhead utility lines until an area wide program is established. Location: 875 Route 31 Acreage: 16.39 acres Existing Zoning: O PUD Office Surrounding Properties: North: B-2 PUD General Commercial South: M Manufacturing East: M Manufacturing West: M Manufacturing Staff Contact: Elizabeth Maxwell (815.356.3615) ________________________________________________________________________ Background: Mercy Alliance has owned this property for several years and in 2005 received preliminary PUD approval for a hospital and medical center on this site, which was never built. Mercy has received a new Certificate of Need approval from the State of Illinois and is proceeding back through the zoning process. They are requesting approval of a Preliminary Planned Unit Development and Special Use Permit to allow the hospital, related medical offices and helipad. The previously approved 2005 site plan showed Raymond Drive realigned through the site to connect with Tek Drive at Route 31. There are many benefits to allow for the realignment of Raymond Drive with this approval, as detailed later in this report. Land Use Analysis: ZONING Mercy Health Hospital December 6, 2017 and January 3, 2018 Preliminary PUD, Special Use and Variations The site is currently zoned O PUD Office. Hospitals are a special use in the O zoning district. The accessory medical offices and helipad uses are supporting uses to the hospital. -
![NYSNA Pension Plan New Participant Information • (877) RN BENEFITS [762-3633] • Rnbenefits.Org](https://docslib.b-cdn.net/cover/2994/nysna-pension-plan-new-participant-information-877-rn-benefits-762-3633-rnbenefits-org-242994.webp)
NYSNA Pension Plan New Participant Information • (877) RN BENEFITS [762-3633] • Rnbenefits.Org
NYSNA Pension Plan New Participant Information • (877) RN BENEFITS [762-3633] • rnbenefits.org Defined benefit plan • Once a participant has completed five years of credited service, that participant will be VESTED and upon retirement will receive a monthly pension benefit for the rest of his/her life. Employer makes all contributions • RN contributes nothing Portable between more than 30 participating facilities in the New York City area (see back) How the pension benefit is calculated • Mathematical formula that recognizes earnings (base salary and experience differential only) and years of credited service • Based on the highest final average earnings for any five complete calendar years during the last 10 years of covered employment immediately before termination 3 retirement options to choose from For more detailed information on these options, please refer to your Welcome to the Pension Plan folder Normal retirement starting at age 65 Early retirement (unreduced) Must retire from active covered employment between the ages of 60 and 64 and have at least 20 years of credited service Early retirement Must retire between the ages of 55 and 64 (reduced by 1/2% for each month that early retirement precedes normal retirement at age 65) The information contained herein should not be viewed as a substitute for the Plan document, the most recent Summary Plan Description, and any relevant Summary of Material Modifications. In case of discrepancies or contradictions, the language and terms of the Plan document, the SPD, and SMMs shall prevail. 9/2020 Deferred Vested Benefit • Available to participants who are vested and leave the Plan prior to being eligible for retirement reductions • Payable at Normal Retirement age 65 with no reductions or between age 55 and 64 with early retirement reductions The Preretirement Survivor Benefit • If a vested participant dies before she/he retires • If married, the spouse is automatically the beneficiary. -
A Guide to Innovative, Quality Long Term Care Options in New York Urce
2011 A Guide to Innovative, Quality Long Term Care Options in New York urce 555 WEST 57TH STREET NEW YORK, NY 10019 212.258.5330 P 212.258.5331 F CareSo WWW.CCLCNY.ORG CareSource A Guide to Innovative, Quality Long Term Care Options in New York CCLC Staff Contacts: About CCLC The Continuing Care Leadership Coalition (CCLC) is a membership Scott C. Amrhein 212-506-5409 and advocacy organization representing more than 100 of the nation’s President most innovative and comprehensive not-for-profit and public long term care organizations in the New York metropolitan area and be- Roxanne G. Tena-Nelson 212-506-5412 yond. CCLC’s establishment in 2003 as an affiliated entity of the Executive Vice President Greater New York Hospital Association (GNYHA) highlights the growing importance of continuing care services in today’s health care Desmond D’Sa 212-506-5458 marketplace. Vice President, Finance CCLC’s purpose is to shape, through advocacy, research, and educa- Diane J. Barrett 212-259-0741 tion, an environment that supports the delivery of, and access to, Director of Government Relations continuing care services of the highest quality and to provide State and national leadership in advancing effective continuing care policies Harrison Fox 212-554-7215 and practices through the collective experience, vision, and effort of Project Manager, CCITI NY our members. Kathryn Santos 212-506-5413 The members of CCLC provide mission-driven services across the Manager of Quality Improvement continuum of care to people of all ages throughout the New York Initiatives metropolitan area and beyond. -
Community Health Needs Assessment (CHNA) and Implementation Plan
Calvary Hospital 2016 - 2018 Community Health Needs Assessment (CHNA) and Implementation Plan Table of Contents Executive Summary .......................................................... 2 Background ................................................................... 2 Mission Statement ............................................................ 2 Our Geographic Area ......................................................... 2 Community Health Needs Assessment ..................................... 3 Conducting a CHNA ........................................................ 6 Defining Our Community .................................................... 6 Input from Persons Representing the Broad Interests of the Community Including Those with Special Expertise in Public Health .......10 Assessment of Health Needs of the Community ..........................11 Impact of Actions from 2013 CHNA/CSP ..................................14 Identification of Significant Health Needs and Resources ......15 Need #1: Palliative Care Services ...........................................15 Need #2: Bereavement Services ............................................17 Need #3: Palliative Care Provider Education ...............................18 Prioritization and Implementation Strategy ........................20 1 Executive Summary Background Calvary is the country’s only hospital dedicated to providing hospice and palliative care to adult patients with advanced cancer and other life limiting illness. Calvary Hospital is a 501(c) (3) not for profit hospital. -
Region Compare SFY 10-11
As of 6/7/2010 State Fiscal Year Impact of Executive Budget Extender State Fiscal Year 2010 - 2011 Hospital Impacts by Region Impact of Medicaid Cut Payments for Elimination of Reduction of Managed Care and Potentially Trend Factor Indigent Care Workers' Total Cuts Preventable (1.7%) Funds* Compensation/No- Readmissions Fault Effective Date April 1, 2010 July 1, 2010* July 1, 2010 New York State Total Hospital Impacts ($69,500,000) ($69,400,000) ($35,000,000) ($45,201,000) ($256,501,000) Cut to GME Innovations Pool ($37,400,000) New York City ($51,338,000) ($37,640,000) ($25,422,000) ($28,986,000) ($143,386,000) Bellevue Hospital Center (2,713,000) - (686,000) (453,000) (3,852,000) Beth Israel Medical Center -- Kings Highway Division (75,000) (66,000) (30,000) (77,000) (248,000) Beth Israel Medical Center -- Milton and Carroll Petrie Division (1,252,000) (944,000) (856,000) (814,000) (3,866,000) Bronx-Lebanon Hospital Center (2,144,000) (3,566,000) (665,000) (926,000) (7,301,000) Brookdale University Hospital and Medical Center (1,278,000) (1,464,000) (441,000) (1,203,000) (4,386,000) Calvary Hospital (268,000) (70,000) - (83,000) (421,000) Coler - Goldwater Specialty Hospital and Nursing Facility -- Coler (629,000) - (35,000) (1,000) (665,000) Hospital Site Coler - Goldwater Specialty Hospital and Nursing Facility -- Goldwater (1,335,000) - (21,000) (5,000) (1,361,000) Hospital Site Coney Island Hospital (887,000) - (292,000) (344,000) (1,523,000) Elmhurst Hospital Center (1,825,000) - (606,000) (358,000) (2,789,000) Flushing Hospital -
Health Care Strategic Planning
HEALTH Introducing CARE STRATEGIC . PLANNING ACCORD LIMITED HEALTH CARE STRATEGIC PLANNING 1 ACCORD LIMITED HEALTH CARE STRATEGIC PLANNING TABLE OF CONTENTS Introduction to ACCORD LIMITED ......................................................... 3 StrategicSTRATEGIC Planning PLANNING ................................ .................................................................................................................... 4 ACCORD’s’s Approach APPROACH ................................ ................................................................................................................... 6 WhatWHAT Differentiates DIFFERENTIATES ACCORD ................................ACCORD ............................................................................... 13 A PromisePROMISE to TOour ClientsOUR CLIENTS ................................ .............................................................................................. 14 ACCORD’s’s Other OTHER Services SERVICES ................................ ................................................................................................. 15 ACCORD’s’s Health HEALTH Care CARE Clients CLIENTS ................................ ........................................................................... 16 ACCORD’s’s Consulting CONSULTING Team ................................TEAM ...................................................................................... 2220 2 ACCORD LIMITED HEALTH CARE STRATEGIC PLANNING GENERAL INFORMATION ACCORD LIMITED (ACCORD) is -
EMS Region 1 Pediatric Resources
Region 1, page 1 of 2 EMS Region 1 Pediatric Resources Trauma Perinatal PHMSRR/ RHCC Hospital ED Pediatric Trauma PICU Transfer NICU Transfer Transport Center Level**/ Decompression Address Phone Designation* Transfer PICU Phone NICU Phone Level Network+ Team Phone Category*** Level I & Mercyhealth Rockton Avenue Campus (815) (800) (800) 637-3228 III NICU (800) 637-3228 Rockford PCCC/EDAP Pediatric (800) 637-3228 971-3333 637-3228 (815) 971-6180 Mercyhealth (815) 971-6500 Category 1 2400 N. Rockton Ave., Rockford, IL 61103 Level I Trauma PHMSRR/ Hospital ED Pediatric Trauma PICU Transfer Perinatal NICU Transfer Transport Center Decompression Address Phone Designation* Transfer PICU Phone Level** NICU Phone Level Team Phone Category*** (815) CGH Medical Center II Rockford 625-0400 Mercyhealth Category 2 100 E. LeFevre Rd., Sterling, IL 61081 ext. 5520 FHN Memorial Hospital (815) II Rockford 1045 W. Stephenson St., Freeport, IL 61032 599-6105 Mercyhealth Category 4 Katherine Shaw Bethea Hospital (815) II Rockford 403 E. First St., Dixon, IL 61021 285-5557 Mercyhealth Category 2 Mercy Medical Center (563) Rockford EDAP Level II 250 Mercy Dr., Dubuque, IA 52001 589-9666 Category 2 Midwest Medical Center (815) Ø Rockford One Medical Center Dr., Galena, IL 61036 777-6317 Mercyhealth Category 3 Morrison Community Hospital (815) Ø Rockford 303 N. Jackson St., Morrison, IL 61270 772- 5521 Mercyhealth Category 3 Northwestern Medicine Kishwaukee Hospital (815) II Rockford EDAP One Kish Hospital Drive, DeKalb, IL 60115 748-2972 Mercyhealth Category 2 Northwestern Medicine Valley West Hospital (815) II Rockford EDAP 1302 N. Main St. , Sandwich, IL 60548 786-3720 Mercyhealth Category 2 OSF Saint Anthony Medical Center (815) II Rockford EDAP Level I 5666 E. -
TOTALLY BOGUS a Study of Parking Permit Abuse in NYC
TOTALLY BOGUS A Study of Parking Permit Abuse in NYC *Permits above depict a ratio of city-wide permit use: 43 percent permits used legally vs. 57 percent used illegally contents 3-4 ExecutivE SUmmArY 5-6 PUrpose ANd mEThOdology 6 DetaiLEd CitywidE Results 7 dOwntowN BrOOklyn 8 CiviC CENTEr, mANhattan 9 JAmAica, QUEENS 10 ConcourSE village, ThE BrONx 11 ST. GeorGE, Staten iSLANd 12 RecommENdatiONS 13 rEFErENCES 2 TOTALLY BOGUS eXECUtIVe sUMMARY New York CitY made sweepiNg ChaNges to the CitY’s free parkiNg sYstem for government workers in 2008. The number of parking permits was slashed by 46 percent, to 78,000 permits. By handing out fewer parking passes each year, the City is encouraging more civil servants to ride public transit, easing traffic congestion while freeing up parking spots for others. Despite the reduction in city-issued parking permits, the system remains broken. Each step in the process—from creation of the permits, to distribution and enforcement—is fatally flawed, creating a system wrought with abuse and lacking effective oversight. In the present study, researchers at Transportation Alternatives canvassed five New York City neighborhoods and found that a majority of permit holders—57 percent—were either agency permits used to park illegally—double-parking or ditching their cars on sidewalks and bus lanes, or totally bogus permits. The study found that 24 percent of permits on display were illicitly photocopied, fraudulent or otherwise invalid. Clearly, further reform is needed. Modernizing New York City’s two-tiered parking system can help local businesses by freeing up space for customers and deliveries. -
Andrews University Issue
SEPTEMBER 2018 ANDREWS UNIVERSITY ISSUE THE LIFE INTENTIONAL FAITH, OF A VOLUNTEER PRAYER AND COMMUNITY Youth Scene Adventist Health System will soon be AdventHealth. 80,000 team members. 1,000 care locations. One mission — Extending the Healing Ministry of Christ. And on January 2, 2019, one unified name. Visit AdventHealthTransition.com to learn more. 2 SEPTEMBER 2018 LAKE UNION HERALD IN THIS ISSUE / “Telling the stories of what God is doing in the lives of His people” FEATURES 14 The Life of a Volunteer: From the Philippines to Puerto Rico By Hannah Gallant Courtesy Ye Lim Kim Courtesy Ye 18 Intentional Faith, Andrews University, named after Prayer and Community J.N. Andrews, a foreign missionary to Switzerland and the very first missionary By Hannah Gallant representing the Seventh-day Adventist Church, continues its long legacy of equipping students to change the world. This issue of the Herald is all about life at Dave Sherwin Andrews University and is filled with in- PERSPECTIVES LIFESTYLE spiring stories and experiences that could President’s Perspective 4 Family Focus 6 prove to be a catalyst for you to find new Lest We Forget 8 Alive & Well 7 ways to change the world where you live. Conversations with God 9 Your world may have new opportunities Conexiones 11 CURRENT MATTERS to be a missionary, right in your own back- One Voice 38 Adventist Health System 22 yard. One of the fastest growing demo- Andrews University 23 graphics in the Lake Union is the growth EVANGELISM News 24 in church membership among displaced Sharing Our Hope 10 Calendar at-a-Glance 32 people groups. -
Community Health Improvement Plan 2019-2021
Community Health Improvement Plan 2019-2021 Patricia Shouse, President, Trinity Health Foundation, and Vice President Patient and Community Advocacy Daniel Joiner, Director, Community Engagement Sherri Behr DeVrieze, Community Health Program Coordinator TABLE OF CONTENTS Part 1: Introduction Introduction 3-13 Part 2: Community Health Improvement Plan Community Health Improvement Plan Overview 14 Diabetes, Nutrition, Physical Activity & Weight 15-19 Heart Disease & Stroke 20-23 Mental/Behavioral Health & Substance Abuse 24-29 Cancer 30-32 Access to Healthcare Services 33-38 2 | P a g e Part 1: Introduction Introduction How We Got There The Community Health Needs Assessment (CHNA) was conducted by UnityPoint Health – Trinity and its partners in order to identify the greatest health needs in the community and to create and operationalize a strategy to best meet these needs. Trinity’s strategy development is known as the Community Health Improvement Plan (CHIP). Trinity has been involved in the assessment of its community’s health priorities for the past 18 years through its efforts in the establishment of a CHNA for the Quad Cities area beginning in 2002. In 2010, the Patient Protection and Affordable Care Act was enacted by Congress with the goal of improving access to healthcare services for Americans. As part of the Affordable Care Act, non-profit hospitals are required to submit a Community Health Needs Assessment and Improvement Plan every three years. In addition to our commitment to serving the needs of the community, Trinity’s CHIP also fulfills these regulatory requirements. In late 2014, UnityPoint Health - Trinity partnered with the Quad City Health Initiative and other community partners to begin the process of collecting data and planning the operationalization of the Community Health Improvement Plan for 2019-2021.