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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. -
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. -
Beacon Name Changing to Affinity
September 30, 2016 Dear Provider, A few months ago we sent you some information and an attestation of acknowledgement that the Beacon network name will be changing to the Affinity network for the 2017 plan year. With 2017 open enrollment beginning in November, we want to make sure you are aware of changes to Moda’s Beacon Network, which is available to individuals purchasing health coverage directly from Moda or through the federal marketplace exchange. For plans effective January 1, 2017, the Beacon Network name in your area will change to the Affinity Network. The Beacon Network will continue to serve members in select Western Oregon counties. The Affinity Network will be available to individual members residing in the following counties: Baker Morrow Gilliam Sherman Grant Umatilla Harney Union Lake Wallowa Malheur Wheeler Affinity is designed to ensure members find the care they need, when they need it, Affinity helps members looking for customized care that fits their individual lifestyle and budget, and find the care they need, when they need it. With Affinity, members have access to a large selection of providers including Blue Mountain Hospital District, Good Shepherd, Grande Ronde Hospital, Harney District Hospital, Lake District Hospital, Pioneer Memorial Hospital (Heppner), St. Alphonsus Baker City, St. Alphonsus Ontario, and Wallowa Memorial Hospital. Although the Affinity name is new, we don’t expect any changes to your current workflow. Reimbursement, referrals to in-network providers, prior authorizations and processes will be the same. Individuals choosing plans supported by the Affinity network will be asked to select a primary care physician (PCP) to coordinate care. -
Oregon's Acute Care Hospitals
OREGON’S ACUTE CARE HOSPITALS Capacity, Utilization, and Financial Trends 2009 - 2011 June 2013 Oregon Health Authority Office of Health Analytics Oregon’s Acute Care Hospitals, 2009 - 2011 Oregon’s Acute Care Hospitals Capacity, Utilization and Financial Trends 2009-2011 June 2013 Prepared by: The Oregon Health Authority, Office of Health Analytics http://www.oregon.gov/OHA/OHPR/RSCH Tina Edlund Chief of Policy Gretchen Morley Director of Health Analytics Russell Voth Health System Research and Data Manager Mark Whitaker Senior Financial Policy Analyst Paulos Sanna Research Analyst Steven Ranzoni Research Analyst Shawna Kennedy Research Assistant Oregon Health Authority, Office of Health Analytics Oregon’s Acute Care Hospitals, 2009 - 2011 TABLE OF CONTENTS Contents Executive Summary ______________________________________________________________________________________ 1 Chapter 1: Background __________________________________________________________________________________ 3 Hospital Reimbursement Classifications ________________________________________________________________________3 Overall Trends _____________________________________________________________________________________________________8 Hospital Ownership _____________________________________________________________________________________________ 12 Chapter 2: Hospital Capacity ___________________________________________________________________________ 13 Bed Capacity _____________________________________________________________________________________________________ -
Majoris Health Systems MCO Provider Directory
Majoris Health Systems, Inc. Employee Information and Medical Provider and Facilities DIRECTORY May 2021 R-2031 Majoris Health Systems, Inc. ________________________________________________________________________________________________________ SAIF Corporation, has contracted with Majoris Am I required to see one of the Majoris doctors Health Systems, Inc., a state-certified managed if I am injured on the job and need medical care organization (MCO) to provide services to care? employees injured on the job. In most cases, yes. Once your claim is “enrolled” We understand that dealing with an injury can with Majoris Health Systems, (which means you sometimes be stressful and confusing. We have been given written notice of your therefore recommend that you become familiar requirement to treat within the MCO) you will be with the Majoris procedures before you may need required to treat with an MCO provider unless to seek care for a work-related injury or illness. one of the circumstances explained below applies. Following are answers to some of the more commonly-asked questions concerning our The situations in which you may receive managed care program. Should you have compensable care from a non-Majoris provider additional questions, please feel free to contact after your claim is enrolled are as follows: SAIF Corporation at 800.285.8525, or Majoris 1. You have a private physician, Health Systems directly at 800.525.0394. chiropractic physician, or nurse practitioner who qualifies as a primary What is Majoris Health Systems? care physician, chiropractic physician Majoris is a state-certified managed care or authorized nurse practitioner. organization that contracts with physicians, Your family physician, chiropractic physician, hospitals, and other health care providers to or authorized nurse practitioner may qualify to provide medical services to covered employees treat you under the managed care with work-related injuries or illnesses. -
COVID-19 Relief Funds Grant Recipients
COVID-19 Relief Funds Grant Recipients Oregon Small Business Relief Fund Awards Business Oregon released the latest of the state's recovery efforts for Oregon small businesses suffering in the wake of the COVID-19 pandemic—funding to stand up local small business grant programs across the state. The Oregon Legislature and Governor Kate Brown allocated $5 million from the state's General Fund, which we combined with another $5 million redirected from existing programs at Business Oregon. Round 1—eligible applicants are cities, counties, and economic development districts that have existing small business COVID-relief programs or will stand up new programs to issue grants to local small businesses. Round 2—eligible applicants are community development financial institutions (CDFIs) and economic development districts (EDDs). Round 3—eligible applicants are cities, counties, and Economic Development Districts (EDDs). Applicant Region Award Round COIC Central $167,500 1 CCD (Coos, Curry, Douglas) Coast $115,000 1 Clatsop County (CEDR) Coast $120,000 1 Lincoln County Coast $120,000 1 City of Wheeler Coast $10,000 1 Grant County Eastern $70,000 1 La Grande Eastern $65,000 1 Ontario Eastern $65,000 1 Pendleton Eastern $65,000 1 City of Umatilla Eastern $50,000 1 City of Union Eastern $20,000 1 Wallowa County Eastern $30,000 1 Beaverton Portland Metro $35,000 1 Clackamas County Portland Metro $45,000 1 Fairview Portland Metro $15,000 1 Gladstone Portland Metro $35,000 1 Gresham Portland Metro $35,000 1 Happy Valley Portland Metro $35,000 1 Hillsboro -
OAMSS Membership Roster4.Xlsx
OREGON ASSOCIATION MEDICAL STAFF SERVICES MAILING LIST & MEMBERSHIP DUES PAID - 2020 2020 Officers 2020 Volunteers Current Membership Totals: President Hillary Parks Web Master Vacant Category By Year President Elect Tamara Nesbitt Newsletter Editor Hillary Parks Active 127 2020 140 Past President Kelly Aebi Scholarship Chair Ann Klinger, CPCS Affiliate 12 2019 114 Secretary Ann Klinger, CPCS Librarian Cheryl Butler, CPCS Student 1 2018 105 Treasurer Amanda Walker, CPCS P&P Committee Vacant Honorary 0 2017 146 Membership Chair Megan Veliquette, CPCS Chair Certifications 2016 145 CPCS 23 2015 137 CPMSM 6 2014 127 Dual Certified 10 Name Facility Phone #s E-Mail Org Type Category 2020 Dues paid Aebi, Kelly Salem Hospital 503/814-3889 [email protected] Hosp Active Manager PO Box 14001 503/814-3898 (FAX) Salem, OR 97309 Antle, Jennifer Lake District Hospital 541/947-7284 [email protected] Hosp Active x Executive Assistant to CEO 700 S J St 541/947-2433 (FAX) Lakeview, OR 97630 Asay, Leah, CPCS, CPMSM 844 Pool St Ste 48 541/915-8670 [email protected] MCO Active Credentialing Specialist Eugene, OR 97401 Avila, Lisa Sky Lakes Medical Center 541/274-6152 [email protected] Hosp Active x Director, Medical Staff Services 2865 Daggett Ave 541/274-6725 (FAX) Klamath Falls, OR 97601 Barry, Julie, CPCS The Vancouver Clinic 360/397-3352 [email protected] Phys Grp Active Credentialing Coordinator 700 NE 87th Ave 360/604-1771 (FAX) Vancouver, WA 98687 Benson, Cheryl, CPCS The Oregon Clinic 503/963-2846 [email protected] Phys Grp -
Oregon 350 Winter St
Department of Consumer and Business Services Workers’ Compensation Division Oregon 350 Winter St. NE John A. Kitzhaber, MD, Governor P.O. Box 14480 Salem, OR 97309-0405 1-800-452-0288, 503-947-7810 www.wcd.oregon.gov BULLETIN NO. 290 (Revised) March 7, 2013 TO: Workers’ compensation insurers and Oregon hospitals SUBJECT: Hospital fee schedule — adjusted cost/charge ratios for Oregon hospitals This bulletin provides updated adjusted cost/charge ratios. Apply these ratios to hospital inpatient and outpatient services according to ORS 656.248 and OAR 436-009-0020. This bulletin replaces Bulletin 290 issued Sept. 19, 2012. The following are adjusted cost/charge ratios for the Oregon hospitals: Adjusted Adjusted Adjusted Adjusted cost/charge cost/charge cost/charge cost/charge Hospital name ratio ratio ratio ratio 4/1/13 – Notes 10/1/12 – Notes 4/1/12 - Notes 10/1/11 - Notes 9/30/2013 3/31/2013 9/30/2012 3/31/2012 Adventist Medical Center *Adventist Health System/West 0.405 0.411 0.452 0.456 Formerly Portland Adventist Ashland Community Healthcare 1.000 1 1.000 1 1.000 1 0.544 Services Bay Area Hospital 0.445 0.470 0.470 0.463 *Bay Area Health District Blue Mountain Hospital District 1.000 1 1.000 1 1.000 1 1.000 1 (CAH) Columbia Memorial Hospital (CAH) 1.000 1 1.000 1 1.000 1 1.000 1 Coquille Valley Hospital (CAH) 1.000 1 1.000 1 1.000 1 1.000 1 Cottage Grove Community Hospital (CAH) 1.000 1 1.000 1 1.000 1 1.000 1 *PeaceHealth Curry General Hospital (CAH) 1.000 1 1.000 1 1.000 1 1.000 1 *Curry Health District Good Samaritan Regional Medical Center *Samaritan Health Services, Inc. -
Oregon's Rural Landscape
Oregon’s Rural Landscape Oregon’s 32 small and rural hospitals provide essential health care services to more than one million Oregonians. These hospitals are the cornerstones within the communities they serve. For most communities, they are the largest employer, offering family-wage jobs. What is the Critical Access Hospital Program? (Medicare Reimbursement) Twenty-five of Oregon’s 32 rural hospitals are Critical Access Hospitals (CAH), which is a federal program designed to improve rural health care access and reduce hospital closures. For its Medicare patients, CAHs receive cost- based reimbursement. As the name implies, cost-based reimbursement pays hospitals to cover the maximum allowable cost assumed by the hospital. Oregon’s rural hospitals have long depended on cost-based reimbursement from Medicaid and Medicare to remain viable. Prior to the CAH program and cost-based reimbursement, several rural hospitals around the country shut their doors as a result of poor reimbursement levels. What are A & B Designations? (Medicaid Reimbursement) Oregon’s rural hospitals also have a state designation based on their size and location. Similar to Medicare for CAHs, the state designation of Type A or B provides Medicaid reimbursement up to 100% of cost. These rural designations significantly improve the bottom line for many fragile community hospitals. Many rural hospitals lack the operating margins needed to access capital funding to replace or update facilities and purchase necessary health information technology or upgrades. Along with tackling financial challenges, small and rural hospitals must sustain a highly trained work force, including medical providers. Even with strong recruitment efforts, rural hospitals have difficulty attracting and retaining skilled workers. -
Informe Semanal De COVID-19
Informe semanal de COVID-19 Resumen de vigilancia semanal de Oregon Nuevo coronavirus (COVID-19) Informe semanal de datos: 18 de agosto de 2021 Índice Antecedentes .................................................................................................................................. 4 Resumen del informe semanal ....................................................................................................... 5 Características clínicas y factores de riesgo .................................................................................... 6 Vínculos epidemiológicos ........................................................................................................... 6 Figura 1. Vínculo epidemiológico de casos recientes de COVID-19 por semana de inicio ..... 7 Figura 2. Vínculo epidemiológico de todos los casos de COVID-19 por semana de inicio ..... 8 Figura 3. Casos esporádicos de COVID-19 por raza y semana de inicio ................................. 9 Figura 4. Todos los casos esporádicos de COVID-19 por raza y semana de inicio ............... 10 Figura 5. Casos esporádicos recientes de COVID-19 por origen étnico y semana de inicio . 11 Figura 6. Todos los casos esporádicos de COVID-19 por origen étnico y semana de inicio . 12 Síntomas clínicos y factores de riesgo informados ................................................................... 12 Figura 7. Signos y síntomas informados para todos los casos de COVID-19 ........................ 13 Figura 8. Síntomas informados entre todos los casos de COVID-19 por semana -
COVID-19 Weekly Report
COVID-19 Weekly Report Oregon’s Weekly Surveillance Summary Novel Coronavirus (COVID-19) Weekly Data Report - March 24, 2021 Table of Contents Background ........................................................................................................................................... 3 Weekly Report Summary ..................................................................................................................... 4 Clinical Characteristics and risk factors ............................................................................................... 5 Epidemiologic links ........................................................................................................................... 5 Figure 1. Epidemiologic link of recent COVID-19 cases by week of onset ............................... 6 Figure 2. Epidemiologic link of all COVID-19 cases by week of onset ...................................... 7 Figure 3. Recent sporadic COVID-19 cases by race and week of onset .................................... 8 Figure 4. All sporadic COVD-19 cases by race and week of onset ............................................ 9 Figure 5. Recent sporadic COVID-19 cases by ethnicity and week of onset .......................... 10 Figure 6. All sporadic COVID-19 cases by ethnicity and week of onset .................................. 11 Clinical symptoms and reported risk factors ................................................................................ 11 Figure 7. Reported signs and symptoms for all COVID-19 cases ........................................... -
November 19, 2018
Q3 2018 HOSPITAL UTILIZATION AND FINANCIAL ANALYSIS November 19, 2018 4000 Kruse Way Place • Suite 100 • Lake Oswego, OR 97035 • Tel: (503) 479-6034 • www.apprisehealthinsights.com APPRISE HEALTH INSIGHTS IS A SUBSIDIARY OF THE OREGON ASSOCIATION OF HOSPITALS AND HEALTH SYSTEMS © 2018 Apprise Health Insights Q3 2018 HOSPITAL UTILIZATION AND FINANCIAL ANALYSIS ABOUT THIS REPORT This report aims to provide a quarterly analysis of the utilization and financial data submitted by Oregon’s hospitals to the DATABANK program. DATABANK is a state-mandated monthly hospital data program administered by Apprise Health Insights in collaboration with the Office for Oregon Health Policy and Research (OHPR). Please note that all DATABANK data are self-reported by the hospital and represent a twelve-month calendar year. Accuracy is the responsibility of the reporting hospitals. Because this report’s objective is to provide a complex dive into the data, the graphs and methods may change between reports. This forces only the most compelling stories to be exhibited. The determination of which graphs and stories to focus on is evaluated by hospital finance and data experts at Apprise. Note: Kaiser Sunnyside and Kaiser Westside hospitals are excluded from this analysis due to the lack of financial data available in DATABANK. LAYOUT INFORMATION Aggregate vs Median This report uses two statistics to report statewide hospital data: median and aggregate. Aggregate numbers sum up the entire amount for all hospitals into one number, where median only takes the number from the middle of the pack. Aggregate is useful when looking at the industry as a whole, such as the percent of Medicaid charges or the total number of patients visiting Emergency Departments in the state.