LCSR Registrants As of September 1, 2021
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2016 Recognition Targets for Hospitals
Patient Safety Reporting Program 2016 Recognition Targets for Hospitals March 2016 Recognition targets provide attainable goals for healthcare facilities participating in the Patient Safety Reporting Program (PSRP). Targets can also help facilities incrementally and effectively build adverse event review and reporting into their culture of safety. On a statewide level, targets ensure OPSC receives enough adverse event reports to build a strong database of prevention strategies so that all Oregon healthcare facilities can learn from one another. Targets are effective as of January 1, 2016. Although a participant may meet or exceed targets at any time throughout the year, the facility should continue to report adverse events according to reporting program guidelines. Healthcare facilities that meet targets are recognized annually for their transparency efforts and commitment to patient safety. For more information, visit oregonpatientsafety.org. Meet Targets Exceed Targets Quantity The number of reports submitted by a participating Submit at least the Submit at least the facility minimum quantity minimum quantity target for target for Goal: Help ensure PSRP obtains enough reports to your facility your facility build a strong database for learning. (see page 2) (see page 2) Acceptable Quality The report identifies contributing factors, root Submit at least 2 Submit 75% of causes, and system-level action plans reports that are reports with acceptable quality acceptable quality Goal: Provide enough information so that your experience can help others learn and improve. See the Guide to Quality Reporting Timeliness The amount of time that passes between discovery Submit 50% of reports of an adverse event and when a report is submitted within 45 days of to PSRP event discovery Goal: Respond immediately after an adverse event to collect full and reliable information, reduce delays, and develop strong solutions. -
COMMUNITY HEALTH NEEDS ASSESSMENT, Monmouth Medical
COMMUNITY HEALTH NEEDS ASSESSMENT 2016-2018 DECEMBER 7, 2016 ACKNOWLEDGEMENTS The following partners led the Monmouth Medical Center Southern Campus Community Health Needs Assessment: BARNABAS HEALTH COMMUNITY HEALTH NEEDS ASSESSMENT STEERING COMMITTEE The Barnabas Health CHNA Steering Committee oversees the 2016 CHNA process to update the 2013 CHNAs and create new Implementation Plans. The key tasks of the Steering Committee include: Review 2013 facility implementation plan updates and results Review 2015 community and public health surveys Review of suggested priorities for facility implementation planning Oversight and guidance of CHNA implementation plan development Review and sign-off of 2016 CHNA and implementation plans Members of the Barnabas Health CHNA Steering Committee include: Jen Velez, SVP, Community and Behavioral Health, Committee Chair Michellene Davis, EVP, Corporate Affairs Robert Braun, Oncology leadership Connie Greene, Behavioral Health/Preventive Care Joseph Jaeger, DrPH, Chief Academic Officer Barbara Mintz, VP, Health and Wellness Michael Knecht, Corporate Vice President, Strategic Messaging and Marketing Ernani Sadural, M.D., Director of Global Health for Barnabas Health Shari Beirne, Barnabas Health Behavioral Health Center, Designate Teri Kubiel, Ph.D., CMC Designate Frank Mazzarella, MD, CMMC Designate Brenda Hall, JCMC, Designate Anna Burian, MMC, Designate Judy Colorado, MMCSC, Designate Darrell Terry, NBIMC, President and CEO Ceu Cirne Neves, SBMC, Designate Charlene Harding, Planning -
Kaiser Permanente CORE Provider List
Core Plans Provider Directory Table of Contents Personal Physicians 1 (1926 Total) Specialty Care 27 (7979 Total) Behavioral Health Services 170 (2922 Total) Urgent Care 225 (85 Total) Hospitals 228 (69 Total) Pharmacies 231 (283 Total) Other Facilities 239 (848 Total) Kaiser Permanente Washington Medical Centers 261 (25 Total) Index 262 Contact Information back cover kp.org/wa | 1-888-901-4636 | All plans offered and underwritten by Kaiser Foundation Health Plan of Washington i Personal Physicians ADOLESCENT MEDICINE Skagit Regional Health - Arlington Family Bellingham Bay Family Medicine - cont. Medicine 722 N State St 7530 204th St NE (360) 752-2865 Olympia (360) 435-8810 Bowling, Sara Ashley, MD Chaffee, Charles T, MD Fox, Laura Vh, DO Kaiser Permanente Olympia Medical Center Evans, Sarah M, ARNP Hopper, James G, MD 700 Lilly Rd NE Lucianna, Mark A, MD O'Keefe, Karen Davis, MD (360) 923-7000 Schimke, Melana K, MD Skagit Regional Health - Arlington Pediatrics Van Hofwegen, Lisa Marie, MD 875 Wesley St Ste 130 Bellingham Family and Women's Health (360) 435-6525 1116 Key St Ste 106 Kraft, Kelli Malia, ARNP (360) 756-9793 Wood, Franklin Hoover, MD Whitehorse Family Medicine Kopanos, Taynin Kay, ARNP Sprague, Bonnie L, ARNP 875 Wesley St Ste 250 Spokane (360) 435-2233 Bellingham Family Medicine Fletcher, James Rodgers, MD MultiCare Rockwood Main 12 Bellwether Way Ste 230 Janeway, David W, MD (360) 738-7988 400 E 5th Ave Myren, Karen Sue, MD Nuetzmann, John S, DO (509) 838-2531 Carey, Alexandra S, MD Bellevue Fairhaven Family & Sports Medicine -
Our 5 Columbus Circle Center Is Located Within Blocks from Central Park, Carnegie Hall and Time Warner Center
Our 5 Columbus Circle Center is located within blocks from Central Park, Carnegie Hall and Time Warner Center. The center is also within one block from the N, Q, R W, A, C, B, D and 1 subway lines. It is a five minute walk to E subway line. Our Center boasts an extraordinary, sophisticated and luxurious collection of original artwork and spectacular views of Columbus Circle. It is a minute walk to the renown Central Park. The 5 Columbus Circle has 30 fully furnished and wired offices, two conference rooms, and a large pantry / break room serving freshly brewed Starbucks Coffee and a continental breakfast every morning. All of Bevmax’s offices are equipped with state-of-the art telephone and high-speed internet access. Bevmax makes it easy for you to be in your new office, complete with telephone, Internet, secretarial, receptionist, mail and conference room services, allowing you to concentrate on your business! ! Our 5 Columbus Circle is located within blocks from Central Park, Carnegie Hall, and Time Warner Center. The center is also within one block from the N, Q, R, W, A, C, B, D and 1 subway lines. It is a five minute walk to E subway line. Our Center boasts an extraordinary, sophisticated and luxurious collection of original artwork and spectacular views of Columbus Circle. It is a minute 485 Madison Avenue walk to the renown Central Park. 7th Floor New York, NY 10022 The 5 Columbus Circle Center has 30 fully furnished and wired offices, two conference rooms, and a large pantry / break room serving freshly brewed Starbucks Coffee and a continental breakfast every morning. -
Bishop of Superior the Most Reverend James P. Powers
Diocese of Superior Bishop of Superior The Most Reverend James P. Powers F-1 Index SUPERIOR Administrative Services, Director of ...................F-6 Parish Directors ....................................F-36 Agencies, Diocesan ..................................F-8 Parish Life Coordinators. F-36 Association of the Faithful ...........................F-36 Parishes, Alphabetical Listing .........................F-3 Bishop George A. Hammes Center .....................F-8 Parishes, Superior ..................................F-24 Bishop .............................................F-6 Parishes, Outside Superior ...........................F-9 Cathedral of Christ the King .........................F-24 Pastoral Council, Diocesan ...........................F-7 Catholic Charities Bureau .......................F-8, F-38 Permanent Diaconate and Lay Ministry, Office of ........F-8 Catholic Formation, Department of ....................F-8 Preaching and Prayer, Center for .....................F-38 Catholic Formation, Presbyteral Council ..................................F-7 Administrative Services Coordinator for .............F-8 Priests ............................................F-28 Catholic Herald ................................F-8, F-37 Priest Personnel Placement Board. F-7 Catholic Mutual Group ...............................F-8 Project Rachel. .F-9 Chancellor .........................................F-6 Propagation of the Faith .............................F-9 Chancery, Diocesan ..................................F-6 Religious Institutes of -
Draft Plan Bay Area 2050 Air Quality Conformity Analysis
DRAFT AIR QUALITY CONFORMITY AND CONSISTENCY REPORT JULY 2021 PBA2050 COMMISH BOARD DRAFT 06.14.21 Metropolitan Transportation Association of City Representatives Commission Bay Area Governments Susan Adams Alfredo Pedroza, Chair Jesse Arreguín, President Councilmember, City of Rohnert Park Napa County and Cities Mayor, City of Berkeley Nikki Fortunato Bas Nick Josefowitz, Vice Chair Belia Ramos, Vice President Councilmember, City of Oakland San Francisco Mayor's Appointee Supervisor, County of Napa London Breed Margaret Abe-Koga David Rabbitt, Mayor, City and County of San Francisco Cities of Santa Clara County Immediate Past President Tom Butt Supervisor, County of Sonoma Eddie H. Ahn Mayor, City of Richmond San Francisco Bay Conservation Pat Eklund and Development Commission County Representatives Mayor, City of Novato David Canepa Candace Andersen Maya Esparza San Mateo County Supervisor, County of Contra Costa Councilmember, City of San José Cindy Chavez David Canepa Carroll Fife Santa Clara County Supervisor, County of San Mateo Councilmember, City of Oakland Damon Connolly Keith Carson Neysa Fligor Marin County and Cities Supervisor, County of Alameda Mayor, City of Los Altos Carol Dutra-Vernaci Cindy Chavez Leon Garcia Cities of Alameda County Supervisor, County of Santa Clara Mayor, City of American Canyon Dina El-Tawansy Otto Lee Liz Gibbons California State Transportation Agency Supervisor, County of Santa Clara Mayor, City of Campbell (CalSTA) Gordon Mar Giselle Hale Victoria Fleming Supervisor, City and County Vice Mayor, City of Redwood City Sonoma County and Cities of San Francisco Barbara Halliday Dorene M. Giacopini Rafael Mandelman Mayor, City of Hayward U.S. Department of Transportation Supervisor, City and County Rich Hillis Federal D. -
Impact of Policies on Rural Communities Oregon
Impact of Policies on Rural Communities Oregon Sequestration2 Bad Debt Reimbursement Cut3 2% Inpatient and Outpatient Medicare Revenue Cut 35% Medicare Bad Debt Reimburesment Cut Provider Operating Annual Potential Job Potential GDP Annual Potential Job Potential GDP Provider Name/Number 1 Type Margin 1 Revenue Lost 1 Loss 4 Loss 5 Revenue Lost Loss 4 Loss 5 Bay Area Hospital (380090) RPPS 5.1% $1,402,674 21 $2,694,287 $335,951 5 $645,302 Blue Mountain Hospital (381305) CAH 12.4% $103,038 2 $230,097 $22,265 0 $49,721 CHI St. Anthony Hospital (381319) CAH 14.1% $295,649 4 $570,912 $62,980 1 $121,616 Columbia Memorial Hospital (381320) CAH 13.3% $536,031 9 $1,188,408 $312,917 5 $693,753 Coquille Valley Hospital (381312) CAH -1.0% $221,858 3 $409,956 $18,291 0 $33,799 Curry General Hospital (381322) CAH -0.2% $285,231 5 $630,182 $100,353 2 $221,718 Good Shepherd Health Care System (381325) CAH 4.5% $425,575 7 $923,659 $62,123 1 $134,829 Grande Ronde Hospital (381321) CAH 3.6% $445,021 7 $879,693 $167,414 3 $330,936 Harney District Hospital (381307) CAH -1.8% $103,560 2 $240,129 $17,862 0 $41,417 Lake District Hospital (381309) CAH 0.3% $120,338 3 $338,664 $11,533 0 $32,456 Lower Umpqua Hospital District (381311) CAH -5.8% $121,920 2 $285,842 $68,875 1 $161,478 Mercy Medical Center (380027) RPPS 16.5% $1,187,722 20 $2,610,228 $101,817 2 $223,760 Mid-Columbia Medical Center (380001) RPPS 3.2% $477,045 9 $1,109,291 $139,303 3 $323,927 PeaceHealth Cottage Grove Community Medical Center CAH 19.4% $237,056 4 $483,247 $87,272 1 $177,907 (381301) 1 CMS Healthcare Cost Report Information System (HCRIS) Q1 2020. -
View 2021 Match Results
Graduate Medical Accountability Report Rowan SOM Placement Results 2021 SPECIALTY RESIDENCY PROGRAM CITY STATE Baystate Medical Center Springfield MA Thomas Jefferson University Philadelphia PA Anesthesiology SUNY Health Science Center at Brooklyn Brooklyn NY St. Josephs University Medical Center Paterson NJ Rutgers RW Johnson University Medical School New Brunswick NJ Hackensack Meridian Palisades University Medical Dermatology Center North Bergen NJ Thomas Jefferson University Philadelphia PA Memorial Healthcare System Pembroke Pines FL Carilion Clinic-Virginia Tech Carilion SOM Roanoke VA Rutgers Newark Beth Israel Medical Center Newark NJ Montefiore Medical Center/Einstein Bronx NY Baylor Univ Medical Center Dallas TX Emergency Inspira Health Network Vineland NJ University of Connecticut School of Medicine Farmington CT St Luke's Hospital Bethlehem PA Rowan University SOM Stratford NJ Nazareth Hospital Philadelphia PA Wright-Patterson Air Force Base Dayton OH Inspira Health Network Vineland NJ Overlook Hospital Summit NJ Bon Secours Health System Midlothian VA Capital Health Regional Medical Center Pennington NJ Hobocken University Medical Center Hoboken NJ Albany Medical Center Albany NY Crozer-Chester Medical Center Upland PA Rutgers Robert Wood Johnson Medical School- Centrastate Freehold NJ University of Texas Health San Antonio TX Penn State Hershey Medical Center Hershey PA Family Medicine Baylor College of Medicine Houston TX Bryn Mawr Hospital Bryn Mawr PA Christiana Care Newark DE Morristown Memorial Hospital Morristown NJ Rowan University SOM Stratford NJ Rutgers Robert Wood Johnson Medical School New Brunswick NJ Virtua Voorhees NJ NYP Hospital-Columbia University Medical Center New York NY Wright Center for GME Auburn WA Hunterdon Medical Center Flemington NJ Ocean Medical Center Brick NJ SPECIALTY RESIDENCY PROGRAM CITY STATE HCA Healthcare LGH-Montgomery/VCOM Blacksburg VA Kaiser Permanente-Fontana Fontana CA Lehigh Valley Hospital Allentown PA Palm Beach Consortium for GME Port St. -
Manhattan Retail Market MID-2ND QUARTER 2016 REPORT Retail Activity in the News
Manhattan Retail Market MID-2ND QUARTER 2016 REPORT Retail Activity In The News Virtual Restaurant Business Revolutionizing Traditional Food Delivery The growing convenience of home food delivery through services such as Seamless and GrubHub has prompted the launch of what can be best described as “virtual restaurants.” One company Green Summit Group currently operates 2-kitchens and boasts 8 “restaurant” brands, yet is void of any storefronts. The business model is banking on the projection that most New York City dwellers won’t care or realize that the food is not being prepared in a traditional restaurant. Green Summit has eliminated the burden of managing retail spaces, while also further benef ting from its ability to shift menu items more quickly to cater to the fast-evolving preferences of consumers by creating another online-branded “restaurant” that appeals to the f avor of the moment. If a particular brand does not meet f nancial expectations it is easily scrapped, incurring a relatively low cost of failure. Currently in expansion mode, in addition to existing kitchens in Midtown and Williamsburg, Brooklyn, the Green Summit plans to open 4 additional kitchens in the Financial District, Downtown Brooklyn, the Upper East Side, and the East Village in 2016 in order to be within delivery range of 90% of New York’s online food-ordering population according to the company’s projections. Generating about $10 million in revenue in 2015, expansion plans are reportedly expected to triple revenue in 2016. Success of the company launched about 2 and a-half years ago may be short-lived in the opinion of some skeptics of the virtual model, pointing out that consumers want to engage with the restaurant brand. -
2019 Performance Improvement Report
2019 Annual Performance Assessment & Improvement Report 2019 Performance Assessment and Improvement Report 1 Values: • personal integrity and commitment to provide compassionate, responsible, quality services to our community • an environment that allows individuality, team work, and communication to flourish • the enriching nature of diversity, creativity, and innovation • honesty and leadership in an atmosphere of mutual respect and trust. Vision: Pullman Regional Hospital is a community leader of integrated health and healing activities where our values guide and inspire, and science and technology quietly enable people to comfort, encourage, and heal. Mission: Pullman Regional Hospital exists to nurture and facilitate a healthier quality of life for our community. Customer Service Philosophy: Each of us at Pullman Regional Hospital is sincerely interested in exceeding the expectations of others in a courteous, respectful, and friendly manner. We accept personal responsibility to understand each person’s needs and provide individualized service. Patient Care Philosophy: It is our belief that all individuals are active partners in their own health and healing activities. This is supported by a flexiblecare environment where information is shared while participation and personal choice are encouraged. 2019 Performance Assessment and Improvement Report 2 2019 — Centered on Excellence At Pullman Regional Hospital, our Strategic Focus Areas provide direction for our efforts in supporting our mission, moving toward our vision, and being -
Download Chapter 155KB
Memorial Tributes: Volume 8 BEN RICH 200 Copyright National Academy of Sciences. All rights reserved. Memorial Tributes: Volume 8 BEN RICH 201 Ben Rich 1925-1995 By Willis M. Hawkins Ben Rich died on January 5, 1995, after a full career as an engineer, a designer, and an effective and cherished executive. I first knew Ben when he joined the Lockheed Aircraft Company in Burbank back in 1950. He came to us from the University of California, Berkeley, and University of California, Los Angeles, with a master's degree in mechanical engineering. At the time, I was in charge of the Advanced Design Organization under the Deputy Chief Engineer C. L. "Kelly" Johnson, and we were working on our first Mach 2+ Air Force fighter proposal, which became the F-104. Ben was assigned the task of analyzing the aerothermodynamic performance of the power plant with little or no existing state of the art for supersonic inlets. It is a testament to Ben's understanding of this specialty that the inlet configuration was classified by the Air Force and the details obscured in Air Force-released pictures of the airplane for a number of years. The Lockheed "Skunk Works," which had originated during the design and development of the original P-80 prototype "Lulu-Belle," was being reactivated at about the time that the F-104 was conceived. Its specific purpose was the secret development of the U-2, and Ben was ''borrowed" by Kelly Johnson to help on that program. His "temporary'' assignment became his career. Under Kelly, Ben pursued his specialty of aerothermodynamic analysis. -
Gift Card Program Combined W
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