MHA's Spring Leadership Forum
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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. -
Holyoke Medical Center
We can help you breathe easier… because breath is essential to life. Shortness of Asthma COPD Emphysema HOSPITALSBreath (ACUTE CARE) RANKED BY NUMBER OF BEDS Sponsored by: Holyoke Medical Center www.holyokehealth.com LICENSED BEDS/ NO. OF NURSES/ ADMISSIONS/ AVG. LENGTH PHYSICIANS/ DISCHARGES HOSPITAL/TOP ADMINISTRATOR OF STAY TOTAL EMPLOYEES IN 2018 DESCRIPTION Recognized as a Best Hospital in Massachusetts by U.S. News and World Report, Baystate Medical BAYSTATE MEDICAL CENTER Center is a nationally recognized independent academic medical center and home to the University 1,886 759 Chestnut St., Springfield, MA 01199 734 42,481 of Massachusetts Medical School – Baystate; the region’s only Level 1 trauma center, it is also the 1,396 1 (413) 794-0000 (57 bassinets) 42,415 community’s major referral hospital, providing care for conditions such as cancer, acute and chronic 7,761 www.baystatehealth.org/locations/baystate-medical-center 4.97 days cardiovascular illness, and a wide range of other major diseases; BMC also provides pre- and post- Nancy Shendell-Falik, President natal care for mothers giving birth at its Wesson Women and Infants’ Unit Fully accredited and nationally recognized as a high-quality provider, Mercy Medical Center includes MERCY MEDICAL CENTER 702 382 10,665 Weldon Rehabilitation Hospital, Providence Behavioral Health Hospital, and the Sister Caritas Cancer 271 Carew St., Springfield, MA 01104 158 2 16 bassinets) 10,634 Center; Mercy is fully committed to improving the health of its communities and each person it (413) -
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. -
Telemedicine for Treating Mental Health and Substance Use Disorders: Reflections Since the Pandemic
www.nature.com/npp COMMENT Telemedicine for treating mental health and substance use disorders: reflections since the pandemic Neuropsychopharmacology (2021) 46:1068–1070; https://doi.org/10.1038/s41386-021-00960-4 INTRODUCTION telemedicine deployment in MH/SUD care are an important Since the United States COVID-19 pandemic emergency began, observation. This is because an often stated policy goal of telemedicine use has accelerated [1]. Prior to the pandemic, mental telemedicine is to improve access to care, particularly for patients health and/or substance use disorder (MH/SUD) care delivered by who lack geographic access to clinicians qualified to treat their telemedicine had been increasing but infrequently used—in fewer illness—for example, rural patients [12, 13]. Furthermore, MH/SUDs than 1% of visits [2, 3]. In contrast, in early October 2020, 41% of are considered to be particularly amenable to care via telemedi- MH/SUD visits were conducted via telemedicine [4]. The rapid cine, relative to other health care conditions; for example, earlier increase in telemedicine during the pandemic was enabled by research on the diffusion of telemedicine in Medicare found that sweeping temporary changes in federal and state regulations and nearly 80% of telemedicine visits were for mental health conditions health plan reimbursement policies that reduced longstanding [14]. However, there are some patients for whom the use of barriers. These changes included federal relaxation of HIPAA telemedicine, particularly video visits, poses significant barriers. compliance for telemedicine, removal of the requirement for an The “digital divide” affects many patients who are in groups that initial in-person appointment to prescribe buprenorphine (prohib- are already underserved—such as racial or ethnic minorities, those 1234567890();,: ited under the Ryan Haight Act), Medicare coverage for audio- in poverty, and the elderly [15–17]. -
Interpreter Services in Massachusetts Acute Care Hospitals
Interpreter Services in Massachusetts Acute Care Hospitals Deval L. Patrick, Governor Timothy P. Murray, Lieutenant Governor JudyAnn Bigby, MD, Secretary of Health & Human Services John Auerbach, Commissioner, Department of Public Health Office of Health Equity Georgia M. Simpson May, Director James Destine, Report Author and Coordinator Hospital Interpreter Services November 2008 ACKNOWLEDGEMENTS This report on the extent of interpreter services in acute care hospitals was prepared by James Destine of the Office of Health Equity. It is the result of the combined efforts of Office of Health Equity, the Determination of Need Program, and Massachusetts Acute Care Hospitals. Department of Public Health staff most significantly involved in the production of this first Annual report include: Brunilda Torres, Samuel Louis, Dr. Lauren Smith, and Georgia Simpson May. Thanks to Naomi Ryan, Harvard University intern and Erica Tobey Marshall, Boston University School of Public Health intern, for assistance with report preparation. Special acknowledgment is made to Brunilda Torres for her dedication in the provision of interpreter service in the State of Massachusetts for over a decade. 2 Table of Contents Page I. Executive Summary 4 a. Key Findings b. Conclusion and Recommendations II. Introduction 6 III. Federal Foundation for Language Access 8 1. Title VI of the 1964 Civil Rights Act 2. Executive Order 13166 3. The Office of Civil Rights (OCR) Policy Guidance 4. DHHS Office of Minority Health IV. Massachusetts State Law and Regulations 10 a. 1989 Determination of Need b. Emergency Room Interpreter Law (ERIL) – The Acts of 2000 c. MDPH Hospital Regulations V. Findings: The Provision of Language Access 12 a. -
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. -
CHNA Implementation Plan
2019 Community Health Needs Assessment Implementation Plan 2020-2023 Community Health Needs Assessment Implementation Plan Dana-Farber Cancer Institute 2020 - 2023 TABLE OF CONTENTS PAGE Introduction .................................................................................................................. 3 Background & Context Overview of Dana-Farber Cancer Institute Dana-Farber Community Benefits .................................................................................. 3 Community Benefits Mission & Oversight Summary of Accomplishments: 2016-2019 CHNA Implementation Plan .......................... 7 2020-2023 Community Health Needs Assessment (CHNA) ............................................. 10 Prioritization Process Key Findings 2020-2023 Implementation Plan Strategies & Responses .............................................. 13 Conclusion ............................................................................................................................ 17 This implementation plan is intended to satisfy the Community Health Needs Assessment Implementation Plan requirement under Internal Revenue Code Section 501(r)(3)(A)(iii) and the Patient Protection and Affordable Care Act. Dana-Farber Cancer Institute |Community Health Implementation Plan 2 Overview of Dana-Farber Cancer Institute Founded originally in 1947, Dana-Farber Cancer Institute aims to provide expert, compassionate care to children and adults with cancer while advancing the understanding, diagnosis, treatment, cure, and prevention of cancer -
Brigham and Women's Hospital
PARTNERS HEALTHCARE SYSTEM, INC. BRIGHAM AND WOMEN’S HOSPITAL FAULKNER HOSPITAL MASSACHUSETTS GENERAL HOSPITAL MCLEAN HOSPITAL NORTH SHORE MEDICAL CENTER Partners Human Research Protection Program (HRPP) Plan 1.0 THE HRPP The HRPP of Partners HealthCare System, Inc. (Partners) is the integrated program with overall responsibility for the protection of the rights and welfare of human subjects in research for The Brigham and Women’s Hospital, Inc. (BWH), Faulkner Hospital, Inc. (FH), The General Hospital Corporation (also known as Massachusetts General Hospital) (MGH), The McLean Hospital Corporation (McLean), and North Shore Medical Center, Inc. (NSMC). In aggregate these are the Partners HRPP-covered entities. The HRPP includes specific review and oversight of research activities involving human subjects as conducted by these institutions’ institutional review boards (collectively, the Partners IRB(s) or the IRB); management of funding negotiations with government and private sponsors as conducted by the Partners Research Management Office and the Partners Clinical Research Office; provision and development of training and policies for researchers; coordination of interactions with potential as well as enrolled human subjects; conduct of quality improvement and assurance activities; and support of the compliance responsibilities of the covered institutions and investigators. 2.0 MISSION A core mission of the Partners HRPP and Partners in general, is to advance care through excellence in biomedical research. Consistent with this core mission, the HRPP’s mission is to help ensure that Partners and its hospitals protect human subjects participating in research in accordance with legal requirements and ethical guidelines. This includes research that is conducted or sponsored by the Partners HRPP-covered entities or in which the entities are otherwise engaged. -
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 -
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 -
90-Day Notice of Intent to Discontinue Services
June 29, 2020 Via Email Sherman Lohnes, Esq., Director Division of Health Care Facility Licensure and Certification Bureau of Health Care Safety and Quality Department of Public Health 67 Forest Street Marlborough, MA 01752 Re: Holyoke Medical Center, Inc. – Formal 90-Day Essential Service Notice – Closure of Inpatient Obstetrics/Maternity Services and Well Infant Nursery Dear Attorney Lohnes: We write on behalf of Holyoke Medical Center, Inc. (the “Medical Center” or “HMC”). Pursuant to 105 CMR 130.122(B), the Medical Center hereby provides ninety (90) day notice to the Department of Public Health (“Department”) of its decision to discontinue its operation of its Inpatient Obstetrics/Maternity Service and its bassinet Well Infant Nursery service (the “Services”). This letter is in follow-up to the required initial notices that were filed with the appropriate parties on May 29, 2020. We offer the following comments with respect to this matter. The Medical Center has determined that the Services should be closed due to low utilization for the past several years. Without a higher caseload of obstetric/maternity and infant patients, the professional skills and competence of the Medical Center’s physicians and staff have the potential to not be sufficiently preserved or developed, particularly in matters involving complications such as emergency C-sections. In addition, without a critical volume, further investments in the Services are financially not feasible. A hospital cannot maintain clinically thriving and financially sound obstetrical/maternity and nursery services if few patients choose to use them and, instead, obtain care from other providers. Patient choice in the service area is the main driver of these considerations.