Results and Data: 2018 Main Residency Match®
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2019 Community Health Needs Assessment Survey
COMMUNITY HEALTH NEEDS ASSESSMENT 2019 To all New Yorkers: As New York City’s public health care system, our goal is to empower you to live your healthiest life. Clinical care starts with you and your health care team, but we recognize that many factors impact your health beyond medical care alone – a safe home environment, space to be physically active, access to fresh food, even exposure to daily stress and poor social well-being can impact your health outcomes. To assess and prioritize the greatest health needs of the neighborhoods and communities we serve, NYC Health + Hospitals conducted a comprehensive and inclusive process to complete this Community Health Needs Assessment for 2019. The findings represent the voices of the patients we serve, clinical experts and community partners, and are backed by quantitative data analysis. Recognizing that the health needs of patients coming through our hospital doors may not represent the wider health needs of the community, we embarked on an extensive stakeholder engagement process led by OneCity Health, who built new relationships with community stakeholders through the Delivery System Reform Incentive Payment (DSRIP) program. For the first time, we conducted a system-wide assessment to identify priorities that need to be addressed city-wide and will allow us to maximize our resources in response. We believe that we should reliably deliver high-quality services and that patients should have a consistent experience at our facilities. Since our 2016 assessment, we have worked tirelessly to address significant health needs of the community and to make it easier for our patients to access our services: • We opened and renovated dozens of community-based health centers to expand access to primary and preventive care. -
Advertisement for NYC Health + Hospitals FEMA Program Request for Qualifications for the Provision of Construction Contractor Services
Advertisement for NYC Health + Hospitals FEMA Program Request for Qualifications for the Provision of Construction Contractor Services New York City Economic Development Corporation (“NYCEDC”), on behalf of the projects’ construction manager (“CM”), is seeking qualified firms for the construction of the Major Work project at Coney Island Hospital, 2601 Ocean Parkway, Brooklyn, NY 11235. Due its location, Coney Island Hospital (“CIH”) is vulnerable to extreme coastal storms and in October 2012, the facility suffered extensive flood damage because of Superstorm Sandy. Since then, the hospital has temporarily restored the damaged areas and, working with the Federal Emergency Management Agency (“FEMA”), have developed plans to mitigate damage from future storms and flooding. NYCEDC, as the lead of an interagency team, is now focused on the Major Work project. The construction of the Coney Island Hospital campus project includes the following components: • Build a new resilient acute care hospital tower to be known as the Critical Services Structure (“CSS”); • Provide on-site parking, • Demolition of existing buildings, including Hammett Pavilion, Building 6, and various existing site improvements; • Renovation and selective demolition of 60,000 gross sq. feet including portions of the existing Main Building and Tower Building; and • Build a new permanent flood mitigation structure (s) (e.g. flood wall) around the campus. NYCEDC has contracted with NBBJ to lead the design effort for all contract documents associated with the Services. Turner/McKissack, -
2017 Main Residency Match®
Results and Data 2017 Main Residency Match® April 2017 www.nrmp.org Requests for permission to use these data as well as questions about the content of this publication or National Resident Matching Program data may be directed to Mei Liang, Director of Research, NRMP, at [email protected]. Questions about the NRMP should be directed to Mona M. Signer, President and CEO, NRMP, at [email protected]. Suggested Citation National Resident Matching Program, Results and Data: 2017 Main Residency Match®. National Resident Matching Program, Washington, DC. 2017. Copyright © 2017 National Resident Matching Program, 2121 K Street, NW, Suite 1000, Washington, DC 20037 USA. All rights reserved. Permission to use, copy and/or distribute any documentation and/or related images from this publication shall be expressly obtained from the NRMP. NRMP Board of Directors NATIONAL RESIDENT MATCHING PROGRAM 2121 K Street, NW Suite 1000 Washington, DC 20037 The NRMP is governed by a 19-member Board of Directors, including: • Chair, Chair-Elect, and Secretary/Treasurer • Two graduate medical education program directors • Three medical students • Three resident physicians, one of whom is an international medical graduate • One public member Officers • Chair: Maria C. Savoia, M.D., Dean for Medical Education, University of California, San Diego • Chair Elect: Susan Guralnick, M.D., Associate Dean for Graduate Medical Education and Student Affairs, Winthrop University Hospital • Secretary/Treasurer: C. Bruce Alexander, M.D., Professor of Pathology, University of Alabama at Birmingham • President and Chief Executive Officer: Mona M. Signer, M.P.H., National Resident Matching Program Board Members, 2016-2017 • Maya A. Babu, M.D., MBA, Neurological Surgery Resident, Mayo Clinic • Jennifer Bai, M.D. -
Hospital Assessment - Amount Paid SFY 2020 (July 2019- June 2020)
Hospital Assessment - Amount Paid SFY 2020 (July 2019- June 2020) Hospital Name Provider Type Hospital System SFY 2020 Paid Assessment Amount ABRAZO ARROWHEAD CAMPUS Urban Acute Hospitals Abrazo Health Care$ 8,277,304 ABRAZO CENTRAL CAMPUS Urban Acute Hospitals Abrazo Health Care$ 5,988,200 ABRAZO SCOTTSDALE CAMPUS Urban Acute Hospitals Abrazo Health Care$ 3,705,416 ABRAZO WEST CAMPUS Urban Acute Hospitals Abrazo Health Care$ 6,919,768 ARIZONA GENERAL HOSPITAL Urban Acute Hospitals Dignity$ 233,840 AURORA BEHAVIORAL HEALTH Large Psychiatric Hospitals Aurora Behavioral Health System$ 648,432 AURORA BEHAVIORAL HEALTH - TEMPE Large Psychiatric Hospitals Aurora Behavioral Health System$ 472,420 BANNER - UNIVERSITY MEDICAL CENTER PHOENIX Urban Acute Hospitals Banner Health$ 15,279,028 BANNER - UNIVERSITY MEDICAL CENTER SOUTH Urban Acute Hospitals Banner Health$ 4,454,810 BANNER - UNIVERSITY MEDICAL CENTER TUCSON Pediatric-Intensive General Acute Hospitals Banner Health$ 11,791,293 BANNER BAYWOOD MEDICAL CENTER Urban Acute Hospitals Banner Health$ 10,143,600 BANNER BEHAVORIAL HEALTH MEDICAL CENTER Large Psychiatric Hospitals Banner Health$ 472,736 BANNER BOSWELL MEDICAL CENTER Urban Acute Hospitals Banner Health$ 8,121,200 BANNER CASA GRANDE MEDICAL CENTER Non-CAH Rural Acute Hospitals Banner Health$ 3,354,024 BANNER DEL E WEBB MEDICAL CENTER Urban Acute Hospitals Banner Health$ 9,183,908 BANNER DESERT MEDICAL CENTER Pediatric-Intensive General Acute Hospitals Banner Health$ 12,579,857 BANNER ESTRELLA MEDICAL CENTER Urban Acute Hospitals Banner -
Hurricane Sandy: Lessons Learned from the Severely Damaged Coney Island Hospital
LETTER TO THE EDITOR Hurricane Sandy: Lessons Learned from the Severely Damaged Coney Island Hospital Yitzhak Rosen, MD; Neriy Yakubov, MD Hurricane Sandy caused widespread havoc in many regions, including the tri-state area Coney Island Hospital, Brooklyn, New York (the New York City metropolitan area, encompassing portions of New York, New Jersey USA and Connecticut.) In particular, Brooklyn, New York took a direct hit. Coney Island Hospital, a small, community, approximately 300-bed hospital was flooded, with backup Correspondence: generators failing and up to 11 feet of water rushing in and destroying infrastructure. The Yitzhak Rosen, MD hospital had started evacuation of ventilated patients 48 hours prior to the onset and CCU 220 West 98th Street patients 24 hours prior. Evacuations were a continuous process. Patient safety was the top New York, NY USA 10025 priority. Hospital staff then continued to work at nearby hospitals treating previous Coney E-mail: [email protected] and Island Hospital patients. The hospitals included, but were not limited to, Brookdale, Kings [email protected] County, and Maimonides. Packages of medical records were sent to the accommodating hospitals. The medical records included patient history, imaging, procedures history, labs, Online publication: September 6, 2013 contact information, consults, medication lists, allergies and other pertinent data. The medical staff accompanied the patients and continued their care at the designated doi:10.1017/S1049023X1300873X areas. Several key advantages of this strategy were noted. First and foremost was the continuity of care and familiarity of patient care. This was particularly true for patients with long hospitalization histories. Second, this strategy lowered the burden on the receiving hospital teams while continuing to utilize the resources of a recently temporal nonfunctioning facility. -
Carrier Hospital Guide
2021 Carrier Hospital Guide EmblemHealth EmblemHealth EmblemHealth Oscar Oxford Oxford Hospital Name Healthfirst County Prime Select Care Millenium Circle Metro Liberty Albert Einstein College of Medicine √ √ √ √ √ Bronx BronxCare Health System √ √ √ √ Bronx Calvary Hospital √ √ √ √ Bronx Jacobi Medical Center √ √ √ √ √ Bronx Lincoln Medical & Mental Health Center √ √ √ √ √ Bronx Montefiore Medical Center √ √ √ √ Bronx Montefiore Westchester Square √ √ Bronx North Central Bronx Hospital √ √ √ √ √ Bronx St. Barnabas Hospital √ √ √ √ √ √ Bronx Total Hospitals in Bronx County 9 4 4 7 2 7 7 Midhudson Regional Hospital √ √ √ Dutchess Northern Dutchess Hospital √ √ √ √ Dutchess Vassar Brothers Medical Center √ √ √ √ Dutchess Total Hospitals in Dutchess County 3 2 0 0 0 3 3 Brookdale University Hospital Medical Center √ √ √ √ √ Kings Brooklyn Hospital Center √ √ √ √ √ √ √ Kings Coney Island Hospital Center √ √ √ √ √ Kings Interfaith Medical Center √ √ √ √ √ Kings Kings County Hospital Center √ √ √ √ √ Kings Kingsbrook Jewish Medical Center √ √ √ √ √ Kings Maimonides Medical Center √ √ √ Kings Mount Sinai Brooklyn √ √ √ √ √ √ √ Kings NYC Health + Hospitals √ √ √ √ √ Kings New York Community Hospital of Brooklyn √ √ √ √ Kings New York Presbyterian Methodist √ √ √ √ √ Kings NYU Lutheran Medical Center √ √ √ √ Kings SUNY Downstate Medical Center √ √ √ √ Kings Woodhull Medical and Mental Health Center √ √ √ √ √ Kings Wyckoff Heights Medical Center √ √ √ √ Kings Total Hospitals in Kings County 15 6 11 10 3 13 15 Cohen Children's Medical Center √ √ -
AUC's 2018 Residency Report
2018 RESIDENCY MATCH The AUC alumni network grows each year as our graduates join postgraduate medical education programs throughout the United States. In 2018, more than 290 AUC graduates attained residency positions through the National Resident Matching Program® (NRMP). At AUC we remain committed to enrolling talented and committed students and providing them with the quality instruction, support, and experiences they need to reach their full potential. 217 matches throu2gh t3he programs 291 NRMP Matcsh pecialties student matches GEOGRAPHIC DISTRIBUTION PRIMARY CARE MATCHES AUC graduates earned positions in 38 U.S. states and AUC continues to contribute a significant number of the District of Columbia and will head to large university- primary care physicians to the US physician workforce affiliated academic medical centers, rural-based programs, busy urban hospitals, and major regional healthcare systems 9 6 87 2 3 Internal Family Pediatrics The most grads are headed to Medicine Medicine 60 39 33 17 13 HIGHLY COMPETITIVE SPECIALTIES* New York Michigan Florida Louisiana California and will also enter states like Mississippi, Wyoming, Nevada, Arkansas and Oklahoma where there is a great need for physicians1 Child Dermatology Emergency Neurology Medicine General Interventional Orthopedic STATES Surgery Radiology Surgery + DC 38 AUC NRMP Student Match Growth 1 9 4 2 7 7 2 6 4 0 2 2 2 2 2 1 2017 State Physician Workforce Data Book. Association of American Medical Colleges. 2018 2017 2016 2015 2014 *Highly competitive specialties are defined by the number of positions offered and the position fill rate. Data presented here reflect the official results provided by the NRMP and may not reflect residency positions attained outside the NRMP Match. -
Tenet Healthcare Annual Report 2021
Tenet Healthcare Annual Report 2021 Form 10-K (NYSE:THC) Published: February 19th, 2021 PDF generated by stocklight.com UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, DC 20549 Form 10-K ☒ Annual report pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934 for the fiscal year endedD ecember 31, 2020 OR ☐ Transition report pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934 for the transition period from to Commission File Number 1-7293 ________________________________________ TENET HEALTHCARE CORPORATION (Exact name of Registrant as specified in its charter) Nevada 95-2557091 (State of Incorporation) (IRS Employer Identification No.) 14201 Dallas Parkway Dallas, TX 75254 (Address of principal executive offices, including zip code) (469) 893-2200 (Registrant’s telephone number, including area code) ________________________________________________________ Securities registered pursuant to Section 12(b) of the Act: Title of each class Trading symbol Name of each exchange on which registered Common stock, $0.05 par value THC New York Stock Exchange 6.875% Senior Notes due 2031 THC31 New York Stock Exchange Securities registered pursuant to Section 12(g) of the Act: None ________________________________________________________ Indicate by check mark if the Registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes x No ¨ Indicate by check mark if the Registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Exchange Act. Yes ¨ No x Indicate by check mark whether the Registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Exchange Act during the preceding 12 months, and (2) has been subject to such filing requirements for the past 90 days. -
COMPLAINT : NEW YORK CITY HEALTH and : HOSPITALS CORPORATION, : Jury Trial Demanded PHYSICIAN AFFILIATE GROUP of : NEW YORK, P.C., and ALAN KANTOR, : M.D
Case 1:20-cv-10288 Document 1 Filed 12/07/20 Page 1 of 14 UNITED STATES DISTRICT COURT SOUTHERN DISTRICT OF NEW YORK -------------------------------------------------------X RICHARD HEIDEN, M.D., : : Index No.: Plaintiff, : : v. : COMPLAINT : NEW YORK CITY HEALTH AND : HOSPITALS CORPORATION, : Jury Trial Demanded PHYSICIAN AFFILIATE GROUP OF : NEW YORK, P.C., and ALAN KANTOR, : M.D. : : Defendants. -------------------------------------------------------X Plaintiff Richard Heiden, M.D. (“Dr. Heiden” or “Plaintiff”), by and through his undersigned counsel, Wigdor LLP, as and for his Complaint against Defendants New York City Health and Hospitals Corporation (“NYC Health + Hospitals,” or the “Corporation”), Physician Affiliate Group of New York, P.C. (“PAGNY” or the “Group”), and Alan Kantor, M.D. (collectively, the “Defendants”), hereby alleges as follows: PRELIMINARY STATEMENT 1. Dr. Heiden is an accomplished radiologist who was prepared to join the front-line of medical professionals battling the COVID-19 pandemic raging through New York City in the Spring of 2020. He was willing to do his part but needed a simple, reasonable medical accommodation: permission to perform his job remotely from home. The accommodation was necessary because Dr. Heiden’s autoimmune disorder made it much more dangerous for him to work on site at the Hospital. 2. There would be no burden on the Hospital. As Dr. Heiden explained to his boss, Dr. Kantor, he could perform the essential functions of his job from home and, in fact, a number Case 1:20-cv-10288 Document 1 Filed 12/07/20 Page 2 of 14 of prominent medical institutions around the country had instituted work-from-home policies for radiologists just like him. -
Introduction Budget Overview MAY 2020
NOTE ON THE FISCAL 2021 EXECUTIVE BUDGET FOR NEW YORK CITY HEALTH + HOSPITALS MAY 2020 New York City Council Finance Division Hon. Corey Johnson, Speaker Latonia R. McKinney, Director Hon. Daniel Dromm, Chair, Regina Poreda Ryan, Deputy Director Committee on Finance Nathan Toth, Deputy Director Hon. Carlina Rivera, Chair, Paul Scimone, Deputy Director Committee on Hospitals Crilhien R. Francisco, Unit Head John Cheng, Financial Analyst Introduction On April 16, 2020, the Administration released the Executive Financial Plan for Fiscal 2020-2024, with a proposed operating budget for the City of New York of $89.3 billion in Fiscal 2021. The New York City Office of Management and Budget (OMB) has, as of May 29, 2020, declined to provide an updated cash plan for New York City Health + Hospitals (H+H), citing continuing uncertainty around the impact of ongoing COVID expenditures and forthcoming federal aid payments. This Budget Note reviews the following items pertinent to H+H’s finances: Cash flow, response to the COVID pandemic, and related federal relief measures and state budget actions, as well as Executive Plan changes to the City’s operating support and capital commitments. Budget Overview The City’s contribution to H+H’s operating budget, as of the Fiscal 2021 Executive Plan, is $1.2 billion for Fiscal 2020—consisting of $806.5 million in City funds, $134.3 million in Intra City funds, $1.3 million in State funds, and $259.5 million in Federal funds. For Fiscal 2021, the City’s operating support to H+H amounts to $1.14 billion—comprised of $1.06 billion in City funds and $88.5 million in Intra City funds. -
Proposed Building Addition at Coney Island Hospital Fact Sheet
Proposed Building Addition at Coney Island Hospital Fact Sheet What is the proposed project? The proposed project will improve and expand the infrastructure at Coney Island Hospital of New York City Health and Hospitals. To implement the proposed project, Coney Island Hospital has submitted an application to the New York State Department of Environmental Conservation (NYSDEC) for dewatering and groundwater pumping operations, which requires a New York State Pollutant Discharge Elimination System (SPDES) permit. A Public Participation Plan has been developed in accordance with NYSDEC Commissioner Policy 29, Environmental Justice and Permitting (CP-29). The purpose of this fact sheet is to inform the public about the project and to involve the community during the SPDES permit application review process. Why does Coney Island Hospital need to upgrade its infrastructure in Coney Island Neighborhood? Although Coney Island Hospital is the principal medical facility for thousands of residents and workers of Coney Island and southern Brooklyn, the existing buildings are old and insufficient. This project will improve the hospital’s infrastructure particularly in the emergency department and acute-care unit. The project will minimize damages to C oney Island H ospital’s infrastructure due to future storm events and ensure the hospital remains fully operational during future storm or flooding events. How might the upgrades affect the surrounding community? Community impacts will be temporary in nature and all related to construction. Coney Island Hospital and its contractors propose to control all dust, rodent, noise and vibration during the construction period. Coney Island Hospital will be available to answer all questions for any issues related to special needs access, service delivery coordination (e.g. -
NYC Health + Hospitals CAPITAL COMMITTEE MEETING
CAPITAL COMMITTEE MEETING AGENDA June 7, 2021 12:00 PM Virtual Meeting CALL TO ORDER Feniosky Peña-Mora • ADOPTION OF MINUTES – May 10, 2021 Feniosky Peña-Mora • SENIOR VICE PRESIDENT’S REPORT Christine Flaherty ACTION ITEMS • Resolution Christine Flaherty Authorizing the New York City Health and Hospitals Corporation (the “System”) to sign a three year lease extension with SDM of Stanley LLC (the “Landlord”) for the use of approximately 8,000 square feet of space at 840 Alabama Avenue, Borough of Brooklyn to operate a Commodity Supplemental Food Program (the “CSFP”) managed by NYC Health + Hospitals/Kings County Hospital Center (the “Facility”) at a base rent of $136,000.00 per year, or $17.00 per square foot to be escalated by 2.5% per year, for a total of $418,285.00 for the three year extension; provided the System will hold an option to extend for an additional five years with the rent for the three year extension and five year option totaling $1,188,111.76. Vendex: NA EEO: NA • Resolution Christine Flaherty Authorizing New York City Health and Hospitals Corporation (the “System”) to sign a five-year revocable license agreement with Tasty Picks II (“Tasty Picks”) for a license for the use and occupancy of approximately 1,956 square feet on the first floor of North Central Bronx Hospital, a Division of NYC Health + Hospitals/Jacobi (“NCB”) for the operation of a restaurant at a monthly charge of $5,500/month with annual increases of 3% for a total revenue to the System of $350,402.95 over the five-year term.