DOCSLIB.ORG

APT Faculty Nomination Form

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
APT Faculty Nomination Form HWCOM Appointment, Promotion and Tenure Nomination Form Date: Complete Section 1: Name of Candidate: _______________________________________ Action: Faculty Type: *If paid, select appointment type: *If paid, select Non-Tenure Track: Department Name: Rank You Propose: *If “Yes” to question 3 below, proposed rank should be “Adjunct” *Refer to the HWCOM Faculty Bylaws for qualifications Complete Section 2 1. Does the individual qualify as an Affiliate Faculty? ☐Yes, list site ________________________________________ ☐ No Refer to page 3 – cannot leave blank 2. Does the individual have a voluntary appointment at another academic institution? ☐Yes ☐ No If yes, please indicate the university, department and rank (include those employed in a different college here at FIU): ______________________________________________________________________________________________________________ 3. Does the individual have a regular appointment at another academic institution? ☐Yes ☐ No If yes, please indicate the university, department and rank (include those employed in a different college here at FIU): _______________________________________________________________________________________________________________ 4. Please select which HWCOM Program this individual will be participating in: 5. Please select Primary Role (cannot leave blank): 6. Please select Secondary Role (if applicable): 7. Other interest in HWCOM missions: 8. Gold Humanism Honor Society member: 9. Alpha Omega Alpha (AOA) member: 10. Is the faculty actively involved in a course? 11. Expected responsibilities/justification for appointment. __________________________________________________________________ _______________________________________________________________________________________________________________ _______________________________________________________________________________________________________________ Complete Section 3 (Secondary Appointments ONLY): Primary Business Unit: __________________________________________ Primary Department name: ______________________________________ Primary Business Unit Chair Name: _________________________________ Primary Business Unit Chair Signature: ______________________________ Complete Section 4 Please fill in the blanks (if not applicable, place N/A): ☐ State of Florida professional license # ______________________ ☐ Num. of Publications_______________________________ ☐ American Board of_____________________________________ ☐ Write email address _______________________________ Approval Section 5 ________________________________________ Chair, Department of ________________________________________ Yolangel Hernandez-Suarez, MD Associate Dean of Clinical and Community Affairs *Incomplete forms will be sent back to the Department for completion. Updated August 2019 Community-Based Faculty Appointment Information Form Personal Information Date: Full Name: First M.I. Last Address: Street Address Apartment/Unit # City State ZIP Code Home Phone: Cell Phone: Email Address: Birth Date (MM/DD/YY): Marital Status: Country of Birth: Citizenship: Gender: Ethnic Group: ☐ American Indian/Alaskan Native ☐ Female ☐ Asian ☐ Male ☐ Black/African American ☐ Hispanic ☐ Native Hawaiian/Pacific islander ☐ White ☐ I decline to provide my self-identification Highest Academic Date Discipline of Degree Achieved: Completed: Degree: Specialty: Sub-specialty: Emergency Contact Information Full Name: First Last M.I. Address: Street Address Apartment/Unit # City State ZIP Code Primary Phone: Alternate Phone: Relationship: Date modified: 05/29/2019 Below is a list of our affiliate hospitals/clinics. 1. Are you or your practice employed by any of the following Hospitals/Clinics listed below? ☐Yes, mark below ☐No 2. Are you or your practice contracted by any of the following Hospitals/Clinics to teach students? ☐Yes, mark below ☐No Agape Network Connecticut Children's Medical Center Corporation Aurora Health Care, Inc. Coral Gables Hospital (Tenet) Homestead Hospital Aventura Hospital and Medical Center Creekside Surgery Center House of Hope, Inc. (HCA) Department of Veteran Affairs: Imagos Institute of Plastic Surgery, B.E.S.T. Center Miami VA Healthcare System Inc Banyan Health Systems Dermatology Specialists of West Florida Jackson Memorial Hospital Baptist Health South Florida, Inc. Digestive Diseases Jackson North Medical Center Baptist Hospital of Miami Digestive Medicine Associates, Jackson South Community Hospital Bay Pines VA Healthcare System LLP Jesse Trice Community Health Center, Inc. Baycare Clinic, LLP Doctors Hospital Jimenez & Siman, MD, LLC Bayside Ambulatory Center Duke University Joe DiMaggio Children's Hospital Borinquen Health Care Center East Providence Urgent Care Juan P. Suarez, MD, PA Broward Health Coral Springs Eduardo Gonzalez-Hernandez, MD PLLC Kendall Family Medical Center Broward Health Imperial Point Emerald Coast Dermatology (HCA) Broward Health Medical Center EPSP Kendall Regional Medical Center Broward Health North (HCA) Fawcett Memorial Hospital (HCA) Burrell Institute for Health Policy Key Clubhouse of South Florida, Inc. & Burrell Coll Florida Back Institute Kid Care Pediatric, PA Camillus Health Concern, Inc. Florida Hospital Tampa (FHT) Kidz Medical Services, Inc. Cano Medical Dental, Inc. Florida Medical Clinic, PA La Jolla Institute for Allergy and Children's Health System of Texas Florida Physicians Group, Inc. Immunology Children's Skin Center, PA Floridian Emergency Specialists Lamas Surgical Center Citrus Health Network, Inc. Franco & Company, LLC Late Hours Urgent Care Center Cleveland Clinic Florida Gables Pediatrics, PA Lee Memorial Health System Community Aids Resource (Care Get Med Urgent Care Leon Medical Center, Inc. Resource) Guidewell Sanitas I LLC (CliniSanitas) Lung and Critical Care Specialists Community Health of South Hartford Hospital Martin Medical Center Florida, Inc. (CHI) Health Information Project (HIP) MCCI Group Holdings, LLC Community Health of South Helen B. Bentley Family Health MD Neocare, Inc Florida, Inc. (CHI) Center, Inc. Melbourne Urgent Care, Inc. Compass Health Systems Henderson County Hospital HERBERT WERTHEIM COLLEGE OF MEDICINE Modesto A. Maidique Campus, 11200 S. W. 8th St., AHC2 693, Miami FL 33199 Tel: 305.348.0570 Fax: 305.348.0570 medicine.fiu.edu Memorial Hospital Miramar Orthopedic Research Clinic of Alaska Tenet Florida Physician Services, Inc. Memorial Hospital Pembroke (ORCA) Tenet Good Samaritan Medical Center Memorial Hospital West Paladina Health Tenet Hialeah Hospital Memorial Regional Hospital Palm Medical Centers Tenet North Shore Medical Center Memorial Regional Hospital South Palmetto General Hospital (Tenet) Tenet Palmetto General Hospital Mercy Hospital (HCA) Pediatric Associates The Coyle Institute Mercy Urgent Care Pro Hospital Group, LLC Twin Cities Hospital (HCA) Metropolitan Health Networks, Inc. Public Health Trust UCSF Fresno (MetCare) Quality Surgical Care, PA Unicardio Medical Center Miami Beach Community Health Riviera Health Resort Universal Heritage Institute, Inc. Center, Inc. Robert Klein MD PA (UHI) Miami Global OBGYN, LLC Sanchez-Cazau Medical Group, PA VITAS Healthcare Corporation Miami International Medical Center Sand Dollar Psychiatric Services Wayne County Hospital and Miami Jewish Health Systems Sarasota County Public Hospital District Clinical System Miami Rescue Mission Clinic Seduction Cosmetic Surgery Center West Florida Regional Medical Center Millennium Physician Group Skin DC West Kendall Baptist Hospital Mohamed Azzouz, MD PA Smith Community Mental Health Weston Cosmetic Surgery Center Mount Sinai Medical Center South Broward Hospital District d/b/a Naval Medical Center, Portsmouth Memorial Healthcare System William Bill Kling VA Clinic Nicklaus Children's Hospital (NCH) South Florida Evaluation & Treatment North Broward Hospital District d/b/a Center GEO Broward Health South Miami Hospital North Florida Regional Medical Center Spectrum Health System (HCA) Tampa Family Health Centers, Inc. North Okaloosa Family Medicine Tenet Coral Gables Hospital HERBERT WERTHEIM COLLEGE OF MEDICINE Modesto A. Maidique Campus, 11200 S. W. 8th St., AHC2 693, Miami FL 33199 Tel: 305.348.0570 Fax: 305.348.0570 medicine.fiu.edu .
Load more

Recommended publications
  • Urgent Care Vs. Emergency Room: Deciding What Is Right For
    URGENT CARE CENTERS Walk-in medical centers, such as Lee Convenient Care, are designed to provide quality, cost-efficient care in a short time frame for children and adults requiring prompt and/or minor emergency care. An appointment or referral is not required. Walk-in centers are open during the day and also have extended evening and weekend hours. The full-time staff comprises physicians, registered nurses, technicians and support personnel. Lab and x-ray services are available on-site. Walk-in care is appropriate when: Your primary doctor is unavailable You do not have a regular doctor You have an illness or injury that is not life-threatening and needs prompt care You have routine health issues In addition, some services are available that are generally not available through a primary care setting. For example: Digital x-rays that allow for quick treatment of minor fractures and foreign bodies Procedure rooms to facilitate repair of minor to moderate-severity lacerations School, sports, DOT, or pre-employment physicals on a walk-in basis Collection, review, and reporting for blood tests performed by an outside lab To help you decide what type of care is best for you or your family member, go to http://www.leememorial.org/convenient-care/index.asp and review the information there. Value Compared to hospital emergency room visits, urgent care provides significant savings to patients and insurers for episodic care that can’t wait for an appointment at a physician’s office. Convenience According to the most recent data from the Centers for Disease Control and Prevention (CDC), patient visits to hospital emergency rooms averaged approximately 3.3 hours in 2005.
    [Show full text]
  • The Essential Role of the Urgent Care Center in Population Health
    URGENT CARE INDUSTRY WHITE PAPER 2018 (Unabridged) The Essential Role of the Urgent Care Center in Population Health Authored by: Laurel Stoimenoff, PT, CHC, CEO, Urgent Care Association Nate Newman, MD, FAAFP, Chair, Health & Public Policy Committee Special thanks to: Taylor Dunn, MBA; Dr. Robert Graw; Theresa Noe; and the UCA Document Oversight Committee Table of Contents INTRODUCTION ....................................................................................................................................................................... 2 THE URGENT CARE ASSOCIATION ........................................................................................................................................... 3 THE URGENT CARE INDUSTRY ................................................................................................................................................. 3 NUMBER OF URGENT CARE CENTERS ................................................................................................................................. 3 GEOGRAPHIC DISTRIBUTION OF URGENT CARE CENTERS IN THE U.S. ............................................................................... 5 PATIENT VOLUME & MIX .................................................................................................................................................... 6 PAYER MIX/PAYER MODELS ................................................................................................................................................ 7 OWNERSHIP MIX
    [Show full text]
  • URGENT CARE CENTER Understand the Value of an Urgent Care Center August 2014
    MERCER CAPITAL Understand the Value of an URGENT CARE CENTER Understand the Value of an Urgent Care Center August 2014 Urgent Care Centers provide personal health care consultation and treatment outside of the traditional emergency room and primary care physician models. Per industry data, both the number of Urgent Care Centers and the volume of services provided by Urgent Care Centers have increased rapidly over the past decade. Current industry factors point to a continuation of this growth. Given this, if you own a Center, or an interest in one, now is an important time to understanding the key elements underlying the value of your investment. Introduction At Mercer Capital, we developed the “Ownership Transfer Matrix” (Figure One) to help describe different ownership transition scenarios. As shown in Figure One, the events The ownership of every closely held business entity changes that trigger ownership transfer can be categorized as either hands eventually. Whether you are selling out, buying in, voluntary or involuntary. Voluntary transfers occur in a or creating a new Center in partnership with others, an variety of ways. The business may be sold under favorable understanding of its value and the drivers of value for your circumstances, or perhaps pre-sold through a buy-sell business will temper the financial success of the entity, agreement. Involuntary transfers occur just as frequently enhance rapport among your business partners and provide and often under the most adverse circumstances. Death a reasonable basis for any transaction. is the ultimate involuntary transfer. Divorce may result in a valuation need for what could be a family’s largest marital It is important for owners to consider the universe of ownership asset.
    [Show full text]
  • Improving Anaphylaxis Care: the Impact of a Clinical Pathway
    Juhee Lee, MD, a Bonnie Rodio, BSN, RN, CEN, CPHQ, b Jane Lavelle, MD, b Megan Ott Lewis, MSN, CRNP, a Rachel English, MS, c ImprovingSarah Hadley, RN, c Jennifer Molnar, Anaphylaxis MSN, CRNP, b Cynthia Jacobstein, MD, b AntonellaCare: Cianferoni, MD, PhD, a a b b a TheJonathan Spergel, Impact MD, PhD, Lisa Zielinski, of RN,a Nicholas Clinical Tsarouhas, MD, TerriPathway Brown-Whitehorn, MD BACKGROUND: abstract Recommended durations of observation after anaphylaxis have been widely variable, with many ranging from 4 to 24 hours. Prolonged METHODS: durations often prompt admission for ongoing observation. Divisions of aAllergy/Immunology and bPediatric Emergency Medicine and cOffice of Clinical Quality Improvement, In a multidisciplinary quality improvement initiative, we revised Children’s Hospital of Philadelphia, Philadelphia, our emergency department (ED) anaphylaxis clinical pathway. Our primary Pennsylvania aim was to safely decrease the recommended length of observation from 8 Dr Lee conceptualized and designed the study, to 4 hours and thereby decrease unnecessary hospitalizations. Secondary conducted data analysis and interpretation, and aims included provider education on anaphylaxis diagnostic criteria, drafted the initial manuscript; Ms Rodio acquired data, supervised improvement interventions, and emphasizing epinephrine as first-line therapy, and implementing a practice reviewed and revised the manuscript; Drs Lavelle, of discharging ED patients with an epinephrine autoinjector in hand. The Tsarouhas, and Brown-Whitehorn
    [Show full text]
  • Leveraging Orthopedic and Spine Urgent Care Centers
    FAQS: PROGRAMS, TECHNOLOGIES, STRATEGIES LEVERAGING ORTHOPEDIC AND SPINE URGENT CARE CENTERS What are the key considerations in developing orthopedic and spine urgent care strategies? Overview Demand for orthopedic and spine care is anticipated to surge over the coming decade. However, current capacity is already ill-equipped to meet today’s demand. Many patients with an urgent orthopedic injury or spine condition currently fnd themselves in the ED or waiting days to get an appointment with an orthopedic surgeon. General urgent care facilities, meant to provide quicker access to lower-cost health care providers, often lack the expertise to quickly diagnose and treat orthopedic conditions. Leading orthopedic programs are developing orthopedic-specifc urgent care centers to: • Appropriately meet the rising demand for orthopedic care • Decant lower-acuity volumes from the ED • Offer convenient access at low cost • Offer the specialization necessary for high-quality outcomes • Capture lucrative downstream sports medicine volumes Development of these urgent care centers can occur as an extension of an existing orthopedic practice, an adjacency to existing urgent care offerings or through a partnership with third parties. Hospitals with ED backlogs caused by routine orthopedic injuries or hospitals simply looking to move orthopedic market share should fnd an orthopedic urgent care strategy successful. Most Orthopedic and Spine Emergency Department Visits Are Nonemergent Sg2 classifes emergency department visits as either emergent or urgent. Emergent visits are for potentially life threatening conditions and require immediate care. Contrarily, urgent visits are for non–life threatening conditions and typically can be treated without emergency department resources. Of US visits regarding an orthopedics injury or spine condition, 63% are classifed as “urgent,” indicating that these patients have the potential to be cared for in a lower-acuity, lower-cost setting.
    [Show full text]
  • Member Guide | KP Sound Choice Plans
    Member Guide Kaiser Permanente SoundChoice Plans kp.org/wa 1 Kaiser Permanente SoundChoice Plans | Important phone numbers Important phone numbers Member Services Mental Health Access Center 1-888-901-4636 1-888-287-2680 206-630-4636 206-901-6300 711 (TTY) Schedule first-time appointments for mental Get information about: health and addiction and recovery services. • Getting care. Choosing or switching doctors, Care Management services where to go for care, referrals for specialists, and on-the-job injuries. 1-866-656-4183 Get help managing chronic health conditions. • Coverage. What your health plan does and doesn’t cover, billing questions, and coverage Hospital Notification Line while traveling. 1-888-457-9516 • Billing. Statements, payments, and Call if you’ve been hospitalized for reimbursements. an emergency. • Language services. If your primary language is not English. Prescription refills • Evidence of Coverage. If you need a printed 1-800-245-7979 copy of this document. Sign in at kp.org/wa/pharmacy or call us to order refills or transfer prescriptions. New Member Welcome Team 1-888-844-4607 Resource Line 206-630-0029 1-800-992-2279 Get help transferring your care or prescriptions Get information on health topics, community to Kaiser Permanente. resources, services for seniors, and support groups in your area. Consulting Nurse Service 1-800-297-6877 Website and mobile app support 206-630-2244 1-888-874-1620 Get health care advice 24 hours a day, Monday through Friday, 8 a.m. to 5 p.m. 7 days a week. Get help with our online services. Find forms, health information, and providers in your plan online at kp.org/wa.
    [Show full text]
  • In-Network Outside Pharmacies and Clinics
    Miles to your Appt nearest network Facility Name Address City State ZIP Phone provider Only 0.4 CA 92697 (949) 824-8600/ (714) 456- UCI Health Gottschalk Medical Plaza 1 Medical Plaza Drive Irvine 7002 X 1.6 Irvine – Primary Care, Urgent Care, Caduceus For CA 92612 Irvine Women, & Specialty 19742 MacArthur (Corner of Jamboree) (949) 428-0330 X 5.2 CA 92604 CVS Minute Clinics 14330 Culver Drive Irvine 1-866-389-ASAP (2727) X (949) 857-0290/ (949) 552- 5.5 Irvine Walk in 14150 Culver Drive Suite 100 Irvine CA 92604 4584 9.1 Tustin - Primary Care 111 Fashion Lane Tustin CA 92780 (714) 287-0459 X 9.3 CA 92780 UCI Health — Tustin 1451 Irvine Blvd Tustin (714) 838-8878 X 10 26891 Aliso Creek Road CA 92656 CVS Minute Clinics Aliso Viejo 1-866-389-ASAP (2727) X 13.9 25272 Marguerite Parkway CA 92692 CVS Minute Clinics Mission Viejo 1-866-389-ASAP (2727) X 101 The City Drive South, Pavilion 3, 14.1 Orange CA 92868 UCI Health Walk-in Care Building 29 (714) 456-7720 X 20.2 UCI Health- Yorba Linda 18637 Yorba Linda Blvd. Yorba Linda CA 92886 (714) 790-8600 X In-Network Urgent Care Clinics for Immunizations Urgent Care Speciality Location Address Telephone Notes Offers immunizations, titers, TB testing. 1000 BRISTOL ST N STE 1B Does not bill insurance, student will have Multi-Specialty Clinic NEWPORT BEACH, CA 92660 to pay up front and then submit a claim NEWPORT URGENT CARE Urgent Care Center 3.13 miles away Orange 949-752-6300 to UC SHIP/Anthem for reimbursement Offers some immunizations, titers, TB testing.
    [Show full text]
  • Participating Organization Locations UMP Plus – PSHVN Hospitals, Emergency Departments And/Or Trauma Centers and Clinics, Including Urgent Care
    Network Organizations: Edmonds Family Medicine EvergreenHealth Partners MultiCare Connected Care Overlake Medical Center Rockwood Health System Seattle Children’s SignalHealth Virginia Mason Participating Organization Locations UMP Plus – PSHVN hospitals, emergency departments and/or trauma centers and clinics, including urgent care: Spokane County • Rockwood – Spokane Valley - Breast Health Center Rockwood Health System - Cancer and Blood Specialty Center •• Deaconess Hospital - Endocrine Surgery Center • Deaconess North Emergency Center - Heart and Vascular Center • Rockwood – Downtown Spokane - Neurosciences Center - Audiology Center - Orthopedics & Sports Medicine Center / Foot & Ankle Center - Behavioral Health Center - Physical Therapy – Valley - Cancer and Blood Specialty Center - Physical Therapy – VMOB - Digestive Health Center - Radiation Therapy and PET/CT Services - Ear, Nose and Throat Center - Sleep Medicine - Eye and Optical Center - South Valley Clinic - Eye Surgery Center - Sports Orthopedics - Gynecology Center - Urgent Care Center – Argonne - Heart and Vascular Center - Urgent Care Center – Valley - Inland Eye and Optical Center - Valley Clinic - Main Clinic - Valley Specialty Center (Pulmonary, Ear Nose & Throat, - Midwifery Center Otolaryngology/ENT, Gastroenterology, Endocrinology, - Neurology Center Dermatology, Ophthalmology) - Neurosurgery and Spine Center - Valley Surgical Specialists - OB/GYN Center - Vercler Clinic - Physiatry Center ° Rockwood – West Plains - Physical Therapy - Airway Heights Clinic (Walk-In)
    [Show full text]
  • State Regulation of Urgent Care Centers and Retail Health Clinics
    MAKING “CONVENIENT CARE” THE RIGHT CARE FOR ALL: Improving State Oversight of Urgent Care Centers and Retail Health Clinics This issue brief is a joint product of Community Catalyst and the National Health Law Program. It was prepared by Tess Solomon, MPH; Kelly Jo Popkin, MPH, JD; Amy Chen, JD; Lois Uttley, MPP; and Susannah Baruch, JD I. INTRODUCTION A growing number of health care consumers are turning to urgent care centers and retail health clinics, which have rapidly proliferated across the country in recent years and are sometimes referred to as “convenient care.” Urgent care centers have played a particularly critical role in meeting the high demand for COVID-19 testing and are likely to be actively involved in providing COVID 19 vaccines. However, health care advocates and policymakers are only now beginning to care centers include CityMD and GoHealth, scrutinize oversight of these clinics and which often partner with hospital systems. consider whether they are serving a fair Reports from across the country show that share of low-income or uninsured consumers urgent care clinics have been inundated by and are providing an appropriate array of 1 the demand for coronavirus tests. By late services, including urgent reproductive and October 2020, urgent care centers were sexual health care. This brief draws from a providing 725,000 tests per week, which survey of regulation of urgent care centers accounted for 10 percent of total testing in and retail health clinics in all 50 states to 2 assess the current state of oversight for these the U.S. at that time.
    [Show full text]
  • Practice Management Roundtable: Expert Perspectives on X-Ray Over- Read Strategies in Urgent Care
    Practice Management Roundtable: Expert Perspectives on X-Ray Over- Read Strategies in Urgent Care Urgent message: To ensure a high quality of patient care and reduce the risk of medical errors while also controlling administrative overhead, every urgent care center should have a clear policy and process for radiologist interpretation of x-ray images, image o ver-read, or both. Introduction s health-care costs continue to multiply, it is impor- A tant to consider money-saving measures across the board. Radiography is an essential service in differen- tiating urgent care centers from primary care and other providers, and it enables rapid diagnosis of common presentations, from fractures to pneumonia. But when offering radiography as a service, urgent care operators should be strategic about when and how to read images in-house versus sending them out for interpretation by a third-party radiologist—which can take longer and add expense to the treatment process. Clinicians in urgent care must weigh several factors: Ⅲ Speed of service Ⅲ Patient satisfaction (from getting a correct diagnosis in a timely manner) Ⅲ Liability protection Ⅲ Cost ©iStockphoto.com This roundtable discussion provides insights on ques- tions considered by urgent care operators when choos- risk x-rays will be over-read by a licensed radiologist.” It ing and using over-read radiology services. should also spell out a time frame for over-reads and who will do them. The policy can specify categories for Policy Basics mandatory x-ray over-reads, such as pediatric, chest, cer- Ayers: What are the essential elements of a radiology vical spine, skull, and facial bones.
    [Show full text]
  • Convenient Care
    Convenient Care: Growth and Staffing Trends in Urgent Care, Retail Medicine, and Free-Standing Emergency Centers A resource provided by Merritt Hawkins, the nation’s leading physician Introduction search and consulting firm and a company of AMN Increased access to medical service -- the idea that success in Healthcare (NYSE: AMN), healthcare delivery depends on “being everywhere, all the time” -- is the largest healthcare a part of a growing trend in which healthcare organizations are workforce solutions company in the United evolving away from a transactional model of care and toward an States. “experiential” model characterized by customer service, price transparency, provider ratings, and ease of use. With the understanding that consumers punish complexity and reward simplicity, healthcare is shifting to a convenient care/outpatient Corporate Office: model with a wider menu of niche providers to suit varying customer Merritt Hawkins 8840 Cypress Waters Blvd preferences. #300 Dallas, Texas 75019 In order to capture consumer preferences for convenient care, 800-876-0500 hospitals, large medical groups, health corporations and other organizations are developing outpatient sites of service and amenities, including urgent care centers, retail clinics, free-standing Eastern Regional Office: emergency centers, telehealth services, healthcare monitoring apps Merritt Hawkins and home health devices, even an updated version of the classic 100 Mansell Ct.,E, #500 house call. Providing convenient care services is no longer a Roswell, Georgia 30076 secondary consideration filled by “moonlighting” primary care 800-306-1330 physicians – it is a distinct growth service line likely to capture more of the projected $5.4 trillion to be spent on healthcare by 2024.
    [Show full text]
  • The Urgent Care Connection Dissertation Proposal
    The Urgent Care Connection Dissertation Proposal Prepared for: Professor Tom D’Aunno Professor John Billings Professor Dave Chokshi Prepared by: Ji Eun Chang 6/2/2015 CONTENTS OVERVIEW ..................................................................................................................................................................... 2 Context and Research Questions ................................................................................................................................... 4 Urgent Care Landscape and Scope of Practice .......................................................................................................... 4 Policy Context and Research Questions .................................................................................................................... 6 CONCEPTUAL FRAMEWORK .......................................................................................................................................... 9 Care Coordination ...................................................................................................................................................... 9 Coordination in and across organizations ............................................................................................................... 10 Resource Dependence and Transaction Cost Economics Conceptual Framework .................................................. 12 HYPOTHESES ...........................................................................................................................................................
    [Show full text]