Intermountain Trustee an EMAIL BRIEFING for INTERMOUNTAIN HEALTHCARE TRUSTEES
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President's Message
www.utahnursesassociation.com The official newsletter of the Utah Nurses Association February, March, April 2013 Quarterly circulation approximately 28,000 to all RNs, LPNs, and Student Nurses in Utah. Volume 22 • Number 1 Inside President’s Message Kathleen Kaufman, RN, MS GRC tab on the UNA website. Please look over these President reviews frequently so that you may act according to the best interests of nurses and healthcare in Utah when you January 1st, 2013 marks contact your state senator or representative. Any member the beginning of my term as interested in working with the GRC committee to review your president. I welcome bills should call or email the UNA office as soon as the opportunity to serve the possible. (Most of this work is done online.) An effective members of the Utah Nurses nurse is an involved nurse! Maliheh Clinic Volunteer Site Association, the nurses of This coming year will also be a year of preparation for Utah, and the citizens of the 100 year anniversary of the Utah Nurses Association. Page 5 Utah who require healthcare. Your board welcomes your input regarding appropriate My service is broad, activities to celebrate this event. Please contact us via including informing you email at [email protected] or by a letter to the editor of issues, discussing those of The Utah Nurse so that others can see your suggestion issues with you, and also for celebration of UNA’s 100th birthday. We welcome all representing you in various ideas and encourage you to think creatively. Naturally we pubic formats. I welcome Kathleen Kaufman also welcome broad participation in the selected events input at all stages of my that will occur in 2014. -
UETN Welcome Booklet Jan. 2019
Utah Education and Telehealth Network Welcome to UETN We network for education and health care UETN connects Utah’s K-12 schools, technical colleges, institutions of higher education and public libraries, as well as patients and health care providers throughout the state. Whether you’re a teacher in Tooele or a physician in Fillmore; a patient in Parowan or a student in San Juan County, UETN provides robust infrastructure, applications, and support for education and health care. As one of the nation’s premiere broadband and educational broadcast networks, UETN’s success is based on collaboration with lawmakers, the Governor’s office, and education and health care leaders. Teaming up with technology and telecom providers, we deliver cost effective services to Utahns in urban, suburban and rural areas. Because this critical work is funded by the public, we pride ourselves on building collaborative partnerships and creating cost efficiencies and innovations that stretch every dollar to benefit the people we serve. Quality education and accessible heath care should be available to everyone, regardless of location or circumstance. Our teamwork and technology serve to meet that vision. UETN empowers educators and learners, providers and patients statewide. We invite you to learn more about us in the following pages. Ray Walker Ray Timothy Chair, UETN Governing Board CEO and Executive Director, UETN UETN serves customers Utah Education and Strategic Plan 2015-2020 Telehealth Network UEN.ORG UTN.ORG We network for education and healthcare throughout Utah Purpose UETN services match the priorities and missions of the institutions we serve. We connect people and technologies to improve education and healthcare in Utah. -
6.3.2013 Display.Indd
www.slenterprise.com June 3-9, 2013 Volume 42, Number 42 $1.50 INSIDE Moving or standing still? Demographer warns of effects of declining Jeffrey Gitomer asks if your busi- ness in in the mobile world. pg. 11 role of the family on business activity Consumer confidence rising “Of course, here in Utah, you could say, “If you expect people to work with virtually Brice Wallace Local and national indexes show ‘We gave at the offi ce.’ And if the U.S. was no vacation [and] very little free time, then similar results. pg. 3 The Enterprise demographically like Utah, then we prob- you have to ask yourself, why would they ably would be worried about overpopula- have kids? … Fundamentally, people are Real Estate Lists updated A worldwide decline in families in the tion,” he said. “But the situation is quite the being given the choice between career and • Top Commercial Property future will lead to changes in workforce de- opposite.” family, and that, I think, is part of the prob- Management Firms. pg. 12 cisions, fewer consumers and evolving mar- Kotkin, author of The Next Hundred lem.” • Top Commercial Real Estate kets, according to demographer and author Million: America in 2050, said families re- Traditionally, people are motivated to Firms. pg. 13 Joel Kotkin. main a central in- see ZIONS pg. 16 Virtually all ad- "The idea that we can work stitution but are vanced industrial coun- 24/7 at the expense of every- becoming less im- tries, including the thing, I think at some point it portant for a va- Salt Lake software United States, are ex- begins to bite back." riety of reasons. -
Intermountain Mckay-Dee Hospital Community Health Needs Assessment and Implementation Strategy September 2013
Intermountain McKay-Dee Hospital Community Health Needs Assessment and Implementation Strategy September 2013 1 Contents Executive Summary .............................................................................................................................................. 3 The McKay-Dee Hospital Community ................................................................................................................ 5 Community Health Needs Assessment Background ........................................................................................... 6 Health Priorities for 2013 CHNA ........................................................................................................................ 7 2013 Community Health Needs Assessment Process ....................................................................................... 10 CHNA Part One: Community Input ............................................................................................................. 10 CHNA Part Two: Indicators for Each Significant Health Priority ............................................................... 13 Table 1 Chronic diseases associated with weight and unhealthy behaviors .............................................. 15 Table 2 Access to comprehensive healthcare services ............................................................................... 16 Table 3 Access to behavioral health services ............................................................................................. 16 Implementation Strategy -
Primary Children's Hospital Implementation Strategy Plan 2020
Primary Children’s Hospital Implementation Strategy Plan 2020 – 2022 Table of Contents Summary . 4 Implementation Planning . 5 Community Health Improvement Strategies . 7 Evaluation . .. 16 Resources for Community Health Improvement Initiatives . 16 Other Needs Identified . 16 Conclusion . 17 Acknowledgement . 17 Appendix A Map of Intermountain Hospitals . 19 Appendix B Implementation Strategy Plans . 20 Appendix C Hospital Implementation Strategies . 27 Intermountain Healthcare System Implementation Plan 2 Intermountain Healthcare's mission statement reflects our ever-expanding community health focus on prevention and overall wellness and wellbeing as we strive to improve the health of all those who live in the communities we serve. Intermountain Intermountain Healthcare Healthcare System System Implementation Implementation Plan Plan 3 3 Summary Intermountain Healthcare created and implemented a system-wide planning process to address the health priorities identified in the 2019 Community Health Needs Assessment (CHNA) for the organization as a whole and each of its 24 hospitals. This implementation plan, a companion to the 2019 CHNA Report, outlines the community health improvement initiatives and strategies Intermountain and its hospitals will implement over the next three years. The Patient Protection and Affordable Care Act (ACA) requires each not-for-profit hospital or system to conduct a CHNA every three years and to develop an implementation plan with strategies that address the CHNA identified health needs, as well as to measure and report their impact. Intermountain reports how it complies with these requirements on the IRS Form 990 Schedule H annually. Intermountain created CHNA reports and implementation plans as a system with local plan application and implementation for each of its 241 hospitals. -
State Board of Regents Utah State University Taggart Student Center Thursday/Friday September 15/16, 2016
STATE BOARD OF REGENTS UTAH STATE UNIVERSITY TAGGART STUDENT CENTER THURSDAY/FRIDAY SEPTEMBER 15/16, 2016 AGENDA Thursday September 15, 2016 12:00 – 1:00 PM LUNCH Location: East Ballroom 1:00 – 3:30 PM COMMITTEE OF THE WHOLE Location: West Ballroom 1. Presentation of State Funded Capital Development Projects 2. Presentation of Land Bank Requests and Non-State Funded Capital Development Projects 6:00 PM Dinner for Regents and Presidents Location: Huntsman Hall Perry Pavilion AGENDA Friday September 16, 2016 8:00 – 9:30 AM BREAKFAST MEETING – STATE BOARD OF REGENTS, UTAH STATE UNIVERSITY BOARD OF TRUSTEES, PRESIDENT ALBRECHT, COMMISSIONER BUHLER Location: Alumni House 9:30 – 9:45 AM TRANSITION BREAK 9:00 – 9:45 AM CONTINENTAL BREAKFAST – ALL Location: East Ballroom 9:45 AM – 11:30 PM MEETINGS OF BOARD COMMITTEES ACADEMIC AND STUDENT AFFAIRS COMMITTEE Regent Teresa L. Theurer, Vice Chair Location: Center Colony Room 221 ACTION: 1. University of Utah – Educational Specialist in School Psychology TAB A 2. Utah State University – Bachelor of Arts/Bachelor of Science in English Teaching Composite with Emphases in American Studies, Literature, and Writing TAB B 3. Utah State University – Bachelor of Science in Climate Science TAB C 4. Weber State University – Bachelor of Science in Nutrition Education with Emphases in Integrative Nutrition and Sports Nutrition TAB D 5. Revision of Regent Policy R165, Concurrent Enrollment TAB E 6. Revision of Regent Policy R470, General Education, Common Course Numbering, Lower-Division Pre-Major Requirements, Transfer of Credits, and Credit by Examination TAB F 1 CONSENT: Please see the General Consent Calendar at TAB X. -
Reuse and the Benefit to Community: Kennecott South Zone Superfund Site
Reuse and the Benefit to Community Kennecott South Zone Introduction Mining has long been a way of life in and around Utah’s Bingham Canyon. Few ore deposits in the world have been more productive than those found at Bingham Canyon Mine. The mine has produced millions of tons of copper and tons of gold and silver. Mining operations also contaminated soil, surface water and groundwater in the surrounding area, referred to by regulators as the Kennecott South Zone (the site). During cleanup discussions, the site’s potentially responsible party, Kennecott Utah Copper, LLC (Kennecott), proposed a course of action that would address contamination while avoiding placing the site on the Superfund program’s National Priorities List (NPL). This approach was the template for the Superfund Alternative Approach, which has since been used at sites across the country. EPA approved the cleanup plan, setting the stage for the site’s cleanup and remarkable redevelopment. Open communication, extensive collaboration and innovative thinking helped contribute to the transformation of this once contaminated, industrial site into a thriving residential area and regional economic hub. Superfund site restoration and reuse can revitalize local economies with jobs, new businesses, tax revenues and local spending. Cleanup may also take place while active land uses remain on site. This case study focuses on the Kennecott South Zone, primarily on operable unit (OU) 7 and an area known as the Daybreak development, which includes and surrounds OU7. Today, OU7 and several other parts of the site support a wide range of commercial, industrial, public service, residential and recreational reuses. -
A WORLD of INNOVATION 34 AANS 2017 Annual Report
2017 ANNUAL REPORT NEUROSURGERY: A WORLD OF INNOVATION 34 AANS 2017 Annual Report NPA CHAIR’S MESSAGE The NPA is a not-for-profit, 501(c)(6) corporation that was created to oversee and coordinate a variety of projects involving the acquisition, analysis and reporting of clinical data affecting neurosurgical practice. The NPA serves as a resource for physicians and other clinicians of various specialties who want to develop multicenter clinical trials, registries for research and quality improvement and post-marketing surveillance of medical devices. Current initiatives include a joint organization registry for stereotactic radiosurgery, an industry-sponsored study of the effectiveness of fusion for Grade I Spondylolisthesis and the well-established Quality Outcomes Database (QOD) projects in spine and cerebrovascular surgery. The NPA also is partnering with other organizations on various projects including the American Academy of Physical Medicine and Rehabilitation (AAPM&R) to create a spine care registry, collaboration with movement disorder neurologists and industry to create a DBS registry and the SNIS to create a post-marketing surveillance registry for clot retrieval devices used in the care of acute, ischemic stroke patients in response to a FDA request. NPA also works closely with other neurosurgical organizations, including the American Board of Neurological Surgery (ABNS), CNS, SNS and the AANS/CNS Section on Disorders of the Spine and Peripheral Nerves — all of whom have representatives on NPA’s Board of Directors. The NPA is recognized by neurosurgeons, other physicians, hospitals, payors, industry leaders and federal agencies as an essential organization for improving the quality of patient care. Robert E. -
Utah's Physician, PA and APRN Workforce 1998
The follow document contains information from a 1998 Survey that was published in 2000 by the Utah Medical Education Council This report contains information that integrates data and findings for the following workforce groups: Physicians Nurse Practitioner Physicians Assistants Utah’s Clinical Healthcare Workforce Achieving Balance Through 2020 Prepared by Medical Education Council State of Utah December 2000 ACKNOWLEDGMENTS This report is based on surveys of Utah Physicians, Utah Advance Practice Nurses, Utah Physician Assistants, and Utah Pharmacists. The surveys were funded by the University of Utah School of Medicine—Department of Family and Preventive Medicine, and College of Nursing; the Bureau of Primary Care, Rural and Ethnic Health, and the Office of Health Care Statistics—Utah Department of Health; the Utah Medical Association; and the Utah Health Policy Commission. This report includes the results for Utah Physicians, Utah Advance Practice Nurses, and Utah Physician Assistants. The report for Utah Pharmacists is projected for publication in 2001. This report was developed and prepared by: Gar Elison, Medical Education Council, Executive Director Dan Bergantz, Medical Education Council, Intern Phillip Jeffery, Medical Education Council, Research Consultant Chad Murdock, Medical Education Council, Intern Julie Olson, Medical Education Council, Administrative Assistant Robert Sherwood, Department of Health, Policy Analyst Acknowledgement is also given to all Medical Education Council and Subcommittee members who devoted their time and expertise to this project. For a list of these individuals, see Appendix J. The survey data can be made available in support of research and policy analysis of Utah’s healthcare workforce. For more information and/or additional data analysis contact: Medical Education Council 288 N. -
Hospital Carecentennial 1913 to 2013
July 8, 1913 Washington County Hospital opens August 6, 1952 Dixie Pioneer Memorial Hospital opens 1913 TO 2013 H HOSPITAL CARECENTENNIAL OSPITAL ONE HUNDRED YEARS OF CARING C ARE A R E C C E C L N T A E I T N ENTENNIAL P N S I A O L H D Dixie Regional 400 East Campus R Dixie Regional River Road Campus I E X T 1913 I OF CARING E N E R 1913 2013 C E G L I O A N I C A L M E D TO 2013 A hospital is where newborns first meet parents, and where families sometimes say final farewells to loved ones. A hospital is a place of both joy and pain — of life and death — and every emotion in between. It is a place where lifesaving miracles happen every day. For 100 years, a hospital has served the Dixie community to the best of its ability. It doesn’t matter whether the building material is brick and mortar, steel beams or cement. A great hospital is really made when people truly care for and about other people. C A R E C E L N T A E I T N P N S I A O L H D R I E X T I OF CARING E N E R 1913 2013 C E G L I O A N I C A L M E D Hospital CareCentennial ONE HUNDRED YEARS OF CARING Intermountain Dixie Regional Medical Center River Road Campus 1380 E. Medical Center Drive • St. -
100 Years of Mckay-Dee Moments
one hundred years of McKay-Dee MOMENTS 0 to 201 191 0 ~ ~ one hundred years of McKay-Dee MOMENTS a centennial journey of mckay-dee hospital center Intermountain McKay-Dee Hospital Center 4401 Harrison Boulevard ~ Ogden, UT 84403 801.627.2800 ~ www.intermountainhealthcare.org One hundred years of McKay-Dee Moments ~ 1910–2010 Every effort has been made to ensure accuracy of information in this book. No part of this book may be copied electronically or otherwise without the express permission of McKay-Dee Hospital Public Relations Department. Library of Congress Cataloging-in-Publication Data Intermountain McKay-Dee Hospital Center © 2010 with Resources ISBN 978-1-4507-0551-6 Published by: Timothy T. Pehrson, CEO Intermountain Urban North McKay-Dee Hospital Foundation Region & CEO Intermountain McKay-Dee Hospital Center Cathleen Sparrow, Director; Kassi Bybee, Development Officer; Michelle Darrington, Development Assistant; Noellee Shaw, Chris L. Dallin, Director Public Relations, Media and Business Development Officer; Ellen Snyder, Development Assistant Development, Intermountain McKay-Dee Hospital Center Special Acknowledgements: Acknowledgements: John Grima, (former) Senior Planner, Intermountain McKay- Intermountain McKay-Dee Hospital Senior Dee Hospital Center, Editing, Fact Checking; Jenifer Nii, Writer Management Intermountain Healthcare, Editing; Tom Vitelli, Assistant Vice Timothy T. Pehrson, Chief Executive Officer; Richard C. Arbogast, President, Marketing, Intermountain Healthcare, Editing; MD, Chief Medical Officer; Greg Blackburn, Operations Officer; McKay-Dee Hospital Human Resources, Editing and Review; Ruth Brockman, Operations Officer; Karen Burnett, Regional Tami Martinez, Editing and Rewrites Director, Human Resources; Chris L. Dallin, Regional Director, Public Relations; Mike Hatch, Regional Director, Planning/ Produced by: Development; Bonnie Jacklin, Regional Chief Nursing Officer; Haight Handy Communications, LLC ~ Layton, Utah Trever Porter, Director of Financial Planning; Doug Smith, David F. -
Intermountain Trustee an EMAIL BRIEFING for INTERMOUNTAIN HEALTHCARE TRUSTEES
Intermountain Trustee AN EMAIL BRIEFING FOR INTERMOUNTAIN HEALTHCARE TRUSTEES September 2017 INTERMOUNTAIN ISSUES AND INITIATIVES Intermountain Supports Caregivers Affected by DACA Changes Leadership team, Board of Trustees commit to support some150 caregivers Intermountain’s leadership team and members of our Board of trustees have committed to support some 150 caregivers who may be affected by proposed changes to the Deferred Action for Childhood Arrivals (DACA) program, which were announced recently by the Trump Administration. Intermountain will help the affected caregivers file the appropriate paperwork so they can continue to legally live and work in the U.S. “If you’re one of our caregivers who’s working as part of the DACA program, please know we value and support you!” said Intermountain CEO Marc Harrison, MD. “I want all Intermountain caregivers to know that we’re reaching out personally to let these colleagues know we’re offering resources to assist them in understanding what’s happening with this immigration policy and help them with extension applications if they’re needed.” An invitation has been sent to caregivers who may be affected by changes to DACA. They’ve been invited to meet with attorney Roger Tsai, of the firm Holland and Hart, who will help our caregivers by answering their questions and assisting with their applications at no cost. Anyone feeling stress and anxiety in these uncertain times is also encouraged to reach out to Intermountain’s Employee Assistance Program, which offers counseling free of charge (1-800- 832-7733). “Changes to DACA could affect about 150 of our valued caregivers working as nurses and medical aides, in food services and maintenance, and in many other areas,” said Joe Fournier, Senior Vice President and Chief People Officer.