Infection Preventionists Contact List – February 1, 2019
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MHA/ONL Patientcarelink Nursing-Sensitive Measure Report
MHA/ONL PatientCareLink Nursing-Sensitive Measure Report Statistical Appendix April 2016 April 2016 Statistical Appendix Contents Explanation of Analysis of the Statistical Significance of Hospital Measure Rates Acute Care Hospitals Bed-size Group Category Listing Specialty Hospital Listing Acute Care Hospitals o NSC-2 Pressure Ulcer Prevalence . Acute Care Hospital Bed-size Group Measure Data Graphs o NSC-3 Patient Falls . Acute Care Hospital Bed-size Group Measure Data Graphs o NSC-4 Falls with Injury . Acute Care Hospital Bed-size Group Measure Data Graphs Specialty Hospitals o NSC-2 Pressure Ulcer Prevalence . Rehabilitation Hospitals Group Measure Data Graphs . Long-term Acute Care Hospitals Group Measure Data Graphs o NSC-3 Patient Falls . Rehabilitation Hospitals Group Measure Data Graphs . Long-term Acute Care Hospitals Group Measure Data Graphs o NSC-4 Falls with Injury . Rehabilitation Hospitals Group Measure Data Graphs . Long-term Acute Care Hospitals Group Measure Data Graphs April 2016 MHA OCT 2007 Analysis of the Statistical Significance of Hospital Measure Rates Because the measure rates for the hospitals are for a specific period of time, and because there is variability in performance over time because of chance and other factors, there is a degree of uncertainty about the extent to which a hospital’s measure rate may reflect its true underlying performance. Without taking this uncertainty into account, we cannot conclude that a hospital with a measure rate that is higher or lower than the group rate is truly performing at a worse or better rate than the group. Statisticians use confidence intervals to account for this uncertainty. -
2018 STEMI Brochure
5th Annual Western New England Regional STEMI Conference September 26, 2018 Acute Myocardial Infarction Network 8:25 AM - 4:30 PM Cardiovascular Conference Springfield Country Club 1375 Elm Street Jointly provided by Baystate Heart and Vascular Program and Baystate Health Continuing Interprofessional Education West Springfield, MA Goal: The goal of this educational activity is to support ideal care for our patients and the health of our community. Program Schedule Audience: This course is designed for cardiologists, hospitalists, 8:00 Registration, Continental Breakfast & Exhibits primary care physicians, physician assistants, emergency medicine physicians, EMTs, paramedics, nurse practitioners, 8:25 Opening Remarks nurses and cardiovascular technologists. Amir Lotfi, MD, FRCPC, FSCAI Associate Professor of Medicine Objectives: After participating in this educational activity, Tufts University School of Medicine attendees should be able to: Associate Chief, Cardiology Division Baystate Medical Center • Identify the profound impact of the social determinants of health on C-V 8:30 Slippery Slope of Cardiovascular Care risk and outcomes. Gray Ellrodt, MD* • Define some of the barriers in the community for Risk Factor Modification. Professor of Medicine • Recognize some of the ways that you can alleviate some of the barriers for University of Massachusetts Medical School Risk Factor Modification and steps to take to do this Chair, Department of Medicine Chief Quality Officer • Describe how early application of appropriate interventions for cardiogenic Berkshire Medical Center shock (including medical therapies, revascularization, temporary hemo- dynamic support devices, and durable mechanical circulatory support) may 9:05 Barriers in the Community for Risk Factor Modifications improve outcomes. Frank Robinson, PhD* Vice President, Public Health • Recognize the symptoms and causes of refractory cardiogenic shock due to Baystate Health myocardial infarction. -
Contact Place
Contact Place Title Contact First Contact Last Phone Number E-Mail Address Street Address 1 Street Address 2 City State Zip Action for Boston Community Development (ABCD) Elder ServicesNicci Meadow (617) 348-6340 [email protected] 178 Tremont Street Boston MA 02111 Alzheimer's Association of Springfield Marcia McKenzie (413) 787-1113 [email protected] 264 Cottage Street Springfield MA 01104 American Cancer Society Crystal Brown (413) 493-2100 [email protected] 59 Bobola Road Holyoke MA 01040 American Lung Association Ann Ottalagana (413) 505-5062 [email protected] 393 Maple Street Springfield MA 01105 Amherst Health Department Julie Federman [email protected] Bangs Center 70 Boltwood Walk Amherst MA 01002 Amherst Survival Center Tracey Levy (413) 549-3968 x202 [email protected] 1200 North Pleasant Street PO Box 9629 North Amherst MA 01059-9629 Angels Take Flight Tamara Blake (413) 426-8801 [email protected] PO Box 240 Chicopee MA 01001 Athol Board of Health Deb Karan (978) 249-7934 [email protected] Athol Town Hall 584 Main Street, SuiteAthol 1 MA 01331 Baystate Health - Office of Government & Community Relations Annamarie Golden (413) 794-7622 [email protected] 280 Chestnut Street Sixth Floor Springfield MA 01199 Baystate Medical Center Susan Dejoy [email protected] Baystate Medical Center Rebecca G. Feinberg [email protected] Baystate Medical Center Dr Sarah Goff (413) 794-1018 [email protected] 3300 Main Street 4th floor Springfield MA 01199 Baystate Medical Center Dr Ksenia Tonyushkina, MD (413) 794-3510 [email protected] 759 Chestnut Street Room 3592 Springfield MA 01199 Baystate Medical Center Paul Visintainer, Ph.D. -
Baystate Health, Inc. Attachments
BAYSTATE HEALTH, INC. AMENDMENT TO DoN PROJECT #1-3B36 TABLE OF EXHIBITS JULY 31, 2018 Attachment 10.5.a Describe the Proposed Change Attachment 10.5.b Describe the Associated Cost Implications to the Holder Attachment 10.5.d Provide a Detailed Narrative, Comparing the Approved Project to the Proposed Significant Change, and the Rationale for Such Change A. Staff Summary for Approved DoN Original Decision Letter Amendments to Approved DoN 1. Staff Summary 2. Original DoN Approval Letter 3. Amendment Approval Letters (6) B. Project GSF C. Plans D. Historic Volume and Projections E. Articles of Organization and Amendments F. Notice ofintent G. Affidavit of Truthfulness and Compliance 578496.1 Baystate Medical Center Amendment to DoN Project #1-3B36 Attachment 10.5.a Describe the Proposed Change 1 Baystate Medical Center Amendment to DoN Project #1-3B36 10.5.a Describe the proposed change. Background Baystate Medical Center, Inc. (“Holder” or “Hospital”) received approval from the Department of Public Health on November 14, 2007 for new construction of a seven (7)-story addition for the replacement of medical/surgical beds, the addition of eighteen (18) medical/surgical beds and thirty (30) critical care beds, and other ancillary and support service replacements, improvements, and additions. In addition, the original DoN approval authorized the construction of a new building known as the "Hospital of the Future" ("HOF"). As part of a long-term strategic plan, the HOF was designed to include shell space that could be built out as required to meet the Hospital's service needs. The inclusion of shell space was intended to provide design flexibility that met identified future service and patient needs. -
Emergency Behavioral Health Services
ALERT #24 ___________________ October 5, 2007 EMERGENCY BEHAVIORAL HEALTH SERVICES POLICIES AND PROCEDURES FOR EMERGENCY SERVICES PROGRAMS AND HOSPITAL EMERGENCY DEPARTMENTS FOR MBHP MEMBERS AND UNINSURED CONSUMERS The following information should be communicated immediately to other appropriate staff in your organization. The Massachusetts Behavioral Health Partnership (MBHP) is the company that manages behavioral health (mental health and substance abuse) services for MassHealth’s Primary Care Clinician (PCC) Plan Members*. Additionally, MBHP is contracted with the Department of Mental Health to manage most of the Emergency Services Programs (ESPs) across the Commonwealth. In that role, MBHP is issuing this Alert to hospital Emergency Departments (EDs), MBHP network providers, and other interested stakeholders in order to provide clarification and guidance relative to the management of behavioral health emergencies in the ED setting. More specifically, this Alert delineates the roles and responsibilities of the Emergency Services Programs (ESPs) and describes an individual’s progression through this system, with a goal of expediting his or her movement through the hospital ED and into acute behavioral health services, as medically necessary. ESPs function as a “safety net” for all citizens of the Commonwealth regardless of age, payer, or ability to pay. It is important to note that the policies and procedures in this Alert applies to those populations for whom the ESPs are contracted with MBHP to serve, which includes MBHP members, MassHealth (non-MCO enrolled) Members, uninsured consumers, and DMH consumers. However, it is also important to note that MassHealth also requires the four Managed Care Organizations (MCOs) contracted with MassHealth to utilize the ESP system for emergency behavioral health services for MassHealth MCO enrolled Members. -
LOWELL GENERAL HOSPITAL Community-High Public Payer Hospital 2019 Hospital Profile Northeastern Massachusetts
Lowell, MA LOWELL GENERAL HOSPITAL Community-High Public Payer Hospital 2019 Hospital Profile Northeastern Massachusetts Lowell General Hospital is a non-profit community-High Public Payer (HPP) hospital located in the Northeastern Massachusetts region. It is among the larger acute hospitals in Massachusetts. Lowell General Hospital is a member of Wellforce. Between FY15 and FY19, the volume of inpatient discharges at the hospital decreased by 7.1% compared to a median decrease of 2.7% at cohort hospitals. Outpatient visits decreased by 3.8% for the hospital between FY15 and FY19, compared to a median increase of 2.1% for its peer cohort. Lowell General reported a profit in each year of the five-year period. Its total margin was 3.0% as compared to the median total margin of 3.3% at peer cohort hospitals. Overview / Size Payer Mix Hospital System Affiliation: Wellforce Public Payer Mix: 65.7% (HPP* Hospital) Hospital System Surplus (Deficit) in FY19: $129,458,000 CY18 Commercial Statewide Relative Price: 0.83 Change in Ownership (FY15-19): Not Applicable Top 3 Commercial Payers: Blue Cross Blue Shield Total Staffed Beds: 353, among the larger acute hospitals Harvard Pilgrim % Occupancy: 63.6%, < cohort avg. (66%) Tufts HMO Special Public Funding: HCIIη, CHRTF° Trauma Center Designation: Adult: Level 3 Utilization Case Mix Index: 0.95, < cohort avg. (0.96); < statewide (1.16) Inpatient Discharges in FY19: 20,396 Glance Change FY18-FY19: -5.5% At a At Financial Emergency Department Visits in FY19: 97,257 Inpatient NPSR per CMAD: $10,591 -
Health Care in Massachusetts: Key Indicators
DHCFP Health Care in Massachusetts: Key Indicators November 2008 Deval L. Patrick, Governor JudyAnn Bigby, Secretary Commonwealth of Massachusetts Executive Office of Health and Human Services Timothy P. Murray Sarah Iselin, Commissioner Lieutenant Governor Division of Health Care Finance and Policy Introduction About this Report Table of Contents Health Care in Massachusetts: Key Indicators is a quarterly report from the Division of Health Care Finance and Policy. Key Indicators provides an overview of the Massachusetts health care landscape through data reported by providers, health plans, government, and surveys of Massachusetts residents and employers. The Division received positive feedback from readers of prior editions of this report and has incorporated suggestions for improvement where possible. We continue Health Insurance Coverage 2 to strive to make this report as useful as possible and welcome your feedback. In this edition of Health Care in Massachusetts: Key Indicators, the Division found that since the implementation of Employer Survey 4 health reform over 442,000 additional people have obtained health insurance. Nearly half of that growth (187,000) has been in private group coverage (i.e., through employers) or individual purchase. In the first six months of the Health Uncompensated Care Pool/ Safety Net, volume in hospitals and community health centers decreased by 36% compared to the same period in the prior year. Payments decreased by 38% over the same period. This edition also includes updates of the following: Health Safety Net 7 cost trends in health insurance premiums compared to the Commonwealth Health Insurance Connector Authority’s affordability schedule for 2008, health plan financial performance, hospital financial performance, and other indica- Health Insurance Premiums 11 tors of health care in Massachusetts. -
Massachusetts Hospitals' Community Benefit Initiatives
A Commitment to Community: Massachusetts Hospitals’ Community Benefit Initiatives 2020 Report Region 3 Region 1 Region 2 Region 4 Region 5 Baystate Health • Baystate Franklin Medical Center • Baystate Medical Center • Baystate Noble Hospital • Baystate Wing Hospital Berkshire Health Systems • Berkshire Medical Center Partners HealthCare • Brigham and Women’s Faulkner Hospital • Fairview Hospital • Brigham and Women’s Hospital Beth Israel Lahey Health • Cooley Dickinson Health Care • Anna Jaques Hospital • Martha’s Vineyard Hospital • Beth Israel Deaconess Hospital – Milton • Massachusetts Eye and Ear Infirmary • Beth Israel Deaconess Hospital – Needham • Massachusetts General Hospital • Beth Israel Deaconess Hospital – Plymouth • Nantucket Cottage Hospital • Beth Israel Deaconess Medical Center • Newton-Wellesley Hospital • Beverly and Addison Gilbert Hospitals • North Shore Medical Center • Lahey Hospital & Medical Center Shriners Hospitals for Children-Boston • Mount Auburn Hospital • New England Baptist Hospital Signature Healthcare Brockton Hospital • Winchester Hospital South Shore Hospital Boston Children’s Hospital Southcoast Hospitals Group Boston Medical Center Sturdy Memorial Hospital Cambridge Health Alliance Tenet Healthcare • MetroWest Medical Center Cape Cod Healthcare • Saint Vincent Hospital • Cape Cod Hospital Trinity Health of New England • Falmouth Hospital • Mercy Medical Center Dana-Farber Cancer Institute UMass Memorial Health Care Emerson Hospital • UMass Memorial Health Alliance – Clinton Franciscan Children's Hospital -
Baystate Health
Baystate Health Baystate Teaching Hospital Wing Community-High Public Payer Physician Organization Baystate Franklin Health Plan Images are sized based on Baystate Medical Center Health New England the entity's portion of operating revenue within their health system. Image size is not comparable between systems. Baystate Medical Practice Operating Net Assets in Profit (Loss) Operating Revenue in Total Margin Millions in Millions Margin Millions Hospital Health System* Baystate Health $2,381.6 $1,101.8 $68.1 2.2% 2.8% Acute Hospital Baystate Franklin Medical Center $102.7 $53.2 $0.6 0.4% 0.6% Baystate Medical Center $1,296.2 $827.7 $99.8 6.6% 7.6% Baystate Noble Hospital $58.4 $16.8 $1.2 2.0% 2.0% Baystate Wing Hospital $85.6 $50.2 ($4.4) -5.7% -5.1% Physician Organization Baystate Medical Practice $307.4 ($43.6) -14.2% -14.2% Baystate Westfield Medical Corporation $12.5 ($5.4) -43.4% -43.4% Health Plan Health New England $833.9 $12.3 1.6% 1.5% * Table includes only the system's affiliated acute hospitals, physician organizations, and health plans. System totals may also include non-acute hospitals, other health care providers, other owned organizations, and consolidating eliminations. www.chiamass.gov CENTER FOR HEALTH INFORMATION AND ANALYSIS | www.chiamass.gov CHIA Berkshire Health Systems Community-High Public Payer Physician Organization Images are sized based on the entity's portion of Berkshire Medical Center Fairview Hospital operating revenue within their health system. Image size is not comparable between systems. Berkshire Faculty -
Lawrence General Hospital
Massachusetts Hospital Payment Variation 2015 2016 Share of # Hospital Relative Relative Commercial MA Acute Hospital Commercial Relative Price (Weighted Average 2016) Price Price Payments Statewide Results Published By CHIA February 2018 1 Baystate Noble 0.681 0.682 0.2% Baystate Noble Hospital 2 Holyoke Medical Center 0.722 0.728 0.2% Holyoke Medical Center 3 Lawrence General 0.754 0.736 0.4% Lawrence General Hospital 4 Anna Jaques 0.756 0.743 0.5% Anna Jaques Hospital 5 Baystate Wing 0.749 0.752 0.2% Baystate Wing Hospital 6 Cambridge Health Alliance 0.797 0.754 0.6% Cambridge Health Alliance 7 BIDH - Milton 0.760 0.757 0.4% Beth Israel Deaconess- Milton 8 Massachusetts Eye & Ear 0.833 0.760 Massachusetts Eye & Ear 9 Heywood Hospital 0.752 0.763 0.4% Heywood Hospital 10 Signature Brockton 0.785 0.787 0.7% Signature Brockton Hospital 11 Mercy Medical Center 0.806 0.796 0.6% Mercy Medical Center 12 HealthAlliance 0.781 0.804 0.4% HealthAlliance Hospital 80% of Average 13 Emerson 0.846 0.824 1.1% Emerson Hospital 14 Steward Morton 0.855 0.837 0.4% Steward Morton Hospital 15 Milford Regional 0.840 0.840 1.1% Milford Regional Medical Center 16 Lowell General 0.822 0.850 1.6% Lowell General Hospital 85% of Average 17 Northeast Beverly 0.867 0.851 1.3% Northeast Hospital 18 MetroWest 0.856 0.853 1.0% MetroWest Medical Center 19 Steward Holy Family 0.859 0.857 0.7% Steward Holy Family Hospital 20 Winchester Hospital 0.892 0.865 1.6% Beth Israel Deaconess - Plymouth 21 BIDH - Plymouth 0.861 0.865 0.8% Winchester Hospital Underpaid Hospitals -
Introduction
15 Introduction The Neonatal (newborn) Intensive Care Unit (NICU) of the Floating Hospital for Children is a 40-bed unit designed to provide highly specialized and technically advanced care to ill, premature, or high-risk babies. Skilled nurses, physicians, nurse practitioners and respiratory therapists staff the unit. This team of health care providers function together to provide the finest and most comprehensive care possible for your newborn. Some of the babies admitted to the NICU are born here at Tufts Medical Center, and some are born in community hospitals and then transported to us by members of our Neonatal Transport Team. Babies are admitted to the NICU for many reasons. Whatever the reason for admission, a wide range of pediatric subspecialty services is readily available for your newborn if necessary. Some of our specialty services include newborn medicine, pediatric cardiology, pediatric surgery, pediatric neurology, pediatric otolaryngology, pediatric urology and many others, all available 24-hours/day. Soon after admission, your baby will be assigned a primary nurse and will be assigned to a team of physicians on the newborn medicine service. Tufts Medical Center is the principal teaching hospital for Tufts University School of Medicine; there are many doctors at various levels of specialty training who will be involved with your baby’s care. At all times, the attending physician is ultimately responsible for the medical care your baby receives. If you have already chosen a pediatrician, please give his or her name to your baby’s nurse. Once identified, the pediatrician will receive routine updates, about once a week, while your baby is in the NICU. -
Spaulding Rehabilitation Hospital Network
PARTNERS CONTINUING CARE Introduction Partners Continuing Care is the Non-Acute Care Services Division of Partners HealthCare. As a key part of Partners integrated health care delivery system, Partners Continuing Care is dedicated to providing a comprehensive array of rehabilitation, long term acute care, skilled nursing, home health care, and hospice services to patients and their families. This comprehensive and growing network maintains a strong presence throughout its communities, as well as, a broad range of collaborative relationships with community groups and health care providers throughout eastern New England. Spanning the continuum of care, the organization includes the Rehabilitation Hospital of the Cape and Islands, Partners Home Care, Partners Hospice and the Spaulding Rehabilitation Network, which is comprised of Spaulding Rehabilitation Hospital, Shaughnessy-Kaplan Rehabilitation Hospital, North End Rehabilitation and Nursing Center, and The Boston Center for Rehabilitative and Sub-Acute Care. Partners Continuing Care also has two joint partnerships with Clark House Nursing Center at Fox Hill Village and Youville Hospital. Spaulding Rehabilitation Network In September of 2008, a new partnership was launched to better address the New England region’s post acute care needs. The formation of the Spaulding Rehabilitation Network creates a unique convergence of comprehensive specialties to handle the demands of post-acute care in the 21st century. The Spaulding Rehabilitation Network consists of two of the preeminent rehabilitation facilities in the region, Spaulding Rehabilitation Hospital and Shaughnessy-Kaplan Rehabilitation Hospital in Salem, Mass, as well as, three Boston-area skilled nursing facilities. As a member of Partners HealthCare, Spaulding Rehabilitation Network physicians work closely with their colleagues from other member institutions such as Massachusetts General Hospital and Brigham and Women’s Hospital.