Leveraging a CAH Health System Affiliation to Modernize Rural Health Care
|
|
- Suzanna Francis
- 6 years ago
- Views:
Transcription
1 Leveraging a CAH Health System Affiliation to Modernize Rural Health Care Alisa Coleman President & CEO Ferrell Hospital Alan P. Richman President & CEO InnoVative Capital, LLC February 7, 2016 Jared Florence VP Business Development Deaconess Health System
2 Ferrell Hospital At a Glance Ferrell Hospital is an independent critical access hospital located in southern Illinois. Ferrell was first established in 1928 and has undergone some modifications since that period: 1957, 1974 and CAH designation was received in Service area has a population of almost 45,000. Two other hospitals share portions of the service area Annual revenue is $20 million. Annual operating margin averages around 5% (Was negative prior to Deaconess relationship). Annual discharges are
3 Ferrell Hospital Issues that made affiliation a viable option for Ferrell: Economic conditions, Ability to recruit physicians, Stabilize market share, Improve leverage with payers, Long-term operating income sustainability, Shared best practices, Facility upgrade needs and enhance quality, and Cost of population health infrastructure. Key Success Factors: Having a shared vision for success, Open and honest communication, Accountability, Commitment, and Willingness to work together. 3
4 Ferrell Hospital Critical Outcomes Key Objective Milestones On Our Journey: Key Management Positions Strategic Planning Facility Improvement Physician recruitment Access to key operational assets: i.e. EPIC, access to purchasing group, equipment Ongoing education of hospital staff and board on relationship Commitment to quality standards Align with OneCare, a Deaconess Accountable Care Organization Co-Branding with Deaconess Illinois Eventual Accreditation. 4
5 Ferrell Hospital - Strategic Initiatives Ferrell CARES Care: To achieve a higher level of community trust through demonstrated processes and outcomes for our patients. Accountability: To achieve sustainable stewardship and reinvestment capabilities. Rewards and Recognition: To demonstrate exceptional, consistent and expected service delivery for patients entrusting their care to us. Exceptional and engaged staff: To have compassionate, competent, dedicated associates with the stated goal of patient first. Services and Growth: To enhance service availability so patients can receive most of their care at Ferrell Hospital 5
6 Overview 6
7 Deaconess Health System Deaconess Health System Deaconess Hospital 350 beds Deaconess Cross Pointe 60 beds HealthSouth Deaconess 96 beds 7
8 Deaconess Health System Deaconess Health System Deaconess Gateway Hospital 182 beds Gateway Heart Hospital 24 beds The Women s Hospital 74 beds 8
9 Deaconess at a glance... Not-for-profit, governed by a local board of directors 48,000 discharges annually 100,000 Emergency department visits $950 million in net revenues Typically produce a 10% operating margin employees 63% market share in primary service area 26 county service area 9
10 Deaconess Health System Key Strategic Initiatives Strategies Develop and refine robust chronic conditions programs Explore and implement alignment with other organizations as a means toward increasing community value Explore and implement economic and/or organizational alignment with regional communities hospitals and physicians. Develop infrastructures and systems by which to manage risk-based reimbursements Develop physician economic alignment models that will incentivize collaborative efforts to achieve DHS goals Undertake comprehensive operations restructuring to lower unit cost Community Value Financial Strength Strategic Goals Superior Physician Hospital Relationships Exceptional Quality and Service Mission / Vision 10
11 Deaconess Service Area Deaconess Ferrell 11
12 Affiliation Model Between Deaconess and Ferrell 12
13 Principles of Collaboration Ferrell and Deaconess are community oriented, mission driven healthcare providers Local Control is important Local Healthcare is important Strategically align to progressively increase affiliation short of full merger/acquisition Retain local institutions identities and flexibility going forward Long term financial stability and facility enhancement Implement best practices to enhance quality, safety, access & efficiency for us and our patients 13
14 Collaboration Continuum More Complex Formal Management Agreement with Clinical Integration Joint Hospital Operating Company Hospital Merger Contractual Arrangement for Sharing Clinical Best Practices Contractual Arrangement for Shared Administrative Services Hospital Affiliation Models Less Complex Hospital Transfer Agreements Less Integration More Integration 14
15 Goal: Goal and Premises To develop a formal, long-term, affiliation which will benefit the Eldorado community and the people of Southeastern Illinois. This will secure Ferrell s long term viability and success and solidify Deaconess presence in the area. Premises of Proposed Affiliation Model: Meets both parties respective mission objectives Strengthens Ferrell s position as a sustainable community asset Permits Deaconess to devote its financial, clinical and human capital to this joint effort 15
16 Process Initially, Ferrell and Deaconess enter into: Strategic Affiliation Agreement & Management Agreement Strategic Affiliation Agreement Joint Affiliation Council (JAC) Management Agreement Ferrell receives management and other services from Deaconess Contribution Agreement This is the agreement that creates the long term partnership, clinical integration and board participation 16
17 Leveraging a CAH to Modernize Ferrell Facilities 17
18 REPLACEMENT FACILITY DISCUSSION An initial independent study by the Joint Affiliation Council, revealed: Ferrell Hospital needs to enhance it s facilities and outpatient capabilities. Ferrell s facility is aging and will require increasing levels of capital investment Southeastern Illinois is a significantly underserved region with the majority of patients leaving the area to obtain healthcare With a modernization project, patients will be inclined to remain local for their healthcare services A modern facility will improve Quality, Safety, Satisfaction and enhance growth potential 18
19 REPLACEMENT FACILITY INITIAL PROCESS Deaconess funded initial feasibility study performed by ADAMS, which indicated that a modernization project financing was viable. After these positive findings, InnoVative Capital was selected by Ferrell as its financial advisor, and our responsibilities have included: 1. Researching potential financing options and debt. 2. Guiding hospital management in the RFP process for project members and feasibility consultant. 3. Providing ongoing education and advocacy for hospital management and board. 4. Analyzing, selecting and designing the appropriate and fiscally responsible financing (USDA s Community Facilities Direct Loan Program) 5. Reviewing construction budgets, financing framework, project sequencing, and feasibility study. 6. Soliciting commercial banks to provide construction loans and compare proposals with tax-exempt construction note option. 19
20 REPLACEMENT FACILITY TIMELINE Accomplishments to date: Overall project financing will be $37M Pre-Application meeting and submission approval by USDA Facility design completed Feasibility study underway for USDA CON hearing for Illinois on 1/24/17 Milestones to be completed: USDA application to be submitted - 4/1/17 Expected receipt of USDA approval - 7/1/17 Bank construction closing and groundbreaking 9/1/17 20
21 Ferrell Hospital The Results CEO and CFO were recruited and are employees of Deaconess Illinois. The Contribution Agreement signed in December Strategic initiatives in place for the next three years. Two primary care physicians recruited through Deaconess Residency Program. Expanded surgery and added digital mammography on site. Hospital staff have access to education on health topics, leadership, quality and access to EPIC in physician clinics (with plans to expand). Ferrell Hospital has re-branded with new logo and began co-branding services with Deaconess such as our Comprehensive Pain Center and currently working on a rural health clinic in White County. 21
22 More Results Net profit margin year at the end of first year: 5.2% Ferrell is a part of the Deaconess OneCare Network. Added two general surgeons. A $37 million new construction and modernization plan is in the final planning stages. Groundbreaking estimated to be Fall
23 Present Day Ferrell 23
24 The Future of Ferrell 24
25 Discussion/Q&A Ferrell Hospital Alisa Coleman President & CEO Tel: Deaconess Health System Jared Florence Vice President Business Development Tel: InnoVative Capital, LLC Alan P. Richman President & CEO Tel: , Ext
STRATEGIC PLANNING FOR A SUCCESSFUL COLLABORATION AND FINANCING: A CASE STUDY FOR RURAL COMMUNITY HOSPITALS
STRATEGIC PLANNING FOR A SUCCESSFUL COLLABORATION AND FINANCING: A CASE STUDY FOR RURAL COMMUNITY HOSPITALS Alan P. Richman President and CEO InnoVative Capital, LLC Ralph A. Castillo, CPA Chief Executive
More informationOMC Strategic Plan Final Draft. Dear Community, Working together to provide excellence in health care.
Dear Community, Working together to provide excellence in health care. This mission statement, established nearly two decades ago, continues to be fulfilled by our employees and medical staff. This mission
More informationSuccessful Physician-Hospital Integration A Case Study. Nick Fabrizio, PhD, FACMPE, FACHE Principal MGMA Health Care Consulting Group
Successful Physician-Hospital Integration A Case Study Nick Fabrizio, PhD, FACMPE, FACHE Principal MGMA Health Care Consulting Group February 7, 2013 Speaker bio Nick Fabrizio, PhD, FACMPE, FACHE is a
More informationRural Hospital Performance Improvement
Rural Hospital Performance Improvement North Sunflower County Hospital Ruleville, Mississippi July 2003 What Was Needed Business Office Review AR Analysis Clinical Services Evaluation Core Services Planning
More informationMaking the Case for Change Without a Burning Platform
Making the Case for Change Without a Burning Platform Presented By: Rex P. Budde, CPA, MBA President and CEO Southern Illinois Healthcare, Carbondale, IL Region s second largest employer 3,700 total employees
More information8 / 1 9 / 2. Factors Supporting Critical Access Hospital Turnaround. Muskie School of Public Service
Factors Supporting Critical Access Hospital Turnaround NOSORH Region C Grantee Meeting Omaha, NE August, Maine Rural Health Research Center Flex Monitoring Team Contact Information John A. Gale Maine Rural
More informationStrategic Plan Our Path to Providing Excellence in Health Care
Strategic Plan 2014-2016 Our Path to Providing Excellence in Health Care Dear Community Members, As your publicly elected commissioners of Clallam County Public Hospital District No. 2, we are dedicated
More informationCamp SEA Lab. Strategic Plan July June Adopted 7/17/2013 by the Friends of Camp SEA Lab Board of Directors
Camp SEA Lab Strategic Plan July 2013 - June 2018 Adopted 7/17/2013 by the Friends of Camp SEA Lab Board of Directors CSU Monterey Bay 100 Campus Center Building 42 Seaside, CA 93955 (831) 582-3681 phone
More informationRural Relevance in Oklahoma
Rural Relevance in Oklahoma OHA Annual Conference 2017 November 1, 2017 Agenda Introductions The Rural Relevance Study Impact of Current and Proposed Health Policies on Rural Providers Oklahoma Rural Hospitals:
More informationWorking Paper Series
The Financial Benefits of Critical Access Hospital Conversion for FY 1999 and FY 2000 Converters Working Paper Series Jeffrey Stensland, Ph.D. Project HOPE (and currently MedPAC) Gestur Davidson, Ph.D.
More informationChief Development Officer Ann & Robert H. Lurie Children s Hospital of Chicago
Chief Development Officer Ann & Robert H. Lurie Children s Hospital of Chicago Chicago, IL https://www.luriechildrens.org Send Nominations or Cover Letter and Resume to: Libby Roberts Vice President 617-262-1102
More informationThe goal is to turn data into information, and information into insight.
aipam Transforming the Patient Financial Experience through Effective Benchmarking Thursday March 10 th, 2016 Suzanne Lestina, FHFMA, CPC VP, Revenue Cycle Innovation Avadyne Health The goal is to turn
More informationRebalancing the Cost Structure: Progressive Health Systems, Inc. Bob Haley, CEO Steve Hall, CFO
Rebalancing the Cost Structure: Progressive Health Systems, Inc. Bob Haley, CEO Steve Hall, CFO THE MARKET & PHS S POSITION 2 Progressive Health Systems, Inc. (dba Pekin Hospital) Pekin, IL 3 4 5 Nearby
More informationValue-Based Contracting
Value-Based Contracting AUTHOR Melissa Stahl Research Manager, The Health Management Academy 2018 Lumeris, Inc 1.888.586.3747 lumeris.com Introduction As the healthcare industry continues to undergo transformative
More informationAfter the Merger: Creating an Integrated System. Jenny Barnett EVP Finance and Interim Chief Financial Officer & Treasurer CHE Trinity Health
After the Merger: Creating an Integrated System Jenny Barnett EVP Finance and Interim Chief Financial Officer & Treasurer CHE Trinity Health HFMA Panel Discussion October 4, 2013 Drivers for the consolidation/merger
More informationAppendix B: Formulae Used for Calculation of Hospital Performance Measures
Appendix B: Formulae Used for Calculation of Hospital Performance Measures ADJUSTMENTS Adjustment Factor Case Mix Adjustment Wage Index Adjustment Gross Patient Revenue / Gross Inpatient Acute Care Revenue
More information2018 Funding Application Guide
2018 Funding Application Guide Organizations providing health and human service programming in El Paso and Teller Counties are invited to submit proposals for funding consideration by Pikes Peak United
More informationPartnering with hospitals to create an accountable care organization Elias N. Matsakis, Esq.
Partnering with hospitals to create an accountable care organization Elias N. Matsakis, Esq. There are many opportunities for physicians and hospitals to affiliate and clinically integrate so as to enable
More informationSample Exam Case Studies/Questions
Module II of the CHFP Program: HFMA's Operational Excellence exam Sample Exam Case Studies/Questions The intent of the Operational Excellence exam is for you to exhibit your mastery of the information
More informationHealthcare Executive JULY/AUG 2016
10 Imperatives for Population Health Management by Laura Ramos Hegwer Taking an organization s population health management capabilities to the next level requires healthcare leaders to boldly rethink
More informationHealth Reform and IRFs
American Medical Rehabilitation Providers Association 8 th Annual AMRPA Educational Conference New Orleans, LA Health Reform and IRFs Planning Today for Success Tomorrow October 14, 2010 Agenda Introduce
More informationStatement for the Record. American College of Physicians. Hearing before the House Energy & Commerce Subcommittee on Health
Statement for the Record American College of Physicians Hearing before the House Energy & Commerce Subcommittee on Health A Permanent Solution to the SGR: The Time Is Now January 21-22, 2015 The American
More informationPartnership HealthPlan of California Strategic Plan
Partnership HealthPlan of California 2017 2020 Strategic Plan Partnership HealthPlan of California 2017 2020 Strategic Plan Message from the CEO While many of us have given up making predictions, myself
More informationCommunity Forum for Proposed
Community Forum for Proposed OMC / Swedish Affiliation Presented By: August 3, 2011 Eric Lewis Chief Executive Officer, Olympic Medical Center Marcel Loh Marcel Loh Chief Administrative Officer, Swedish
More informationPOLICY. I. Qualifying Criteria for Financial Assistance
POLICY TITLE: Financial Assistance to Patients EFFECTIVE DATE: July 1, 2015 To be reviewed every three years by: Board of Directors REVIEW BY: July 1, 2018 POLICY It is the Policy of Mercy Medical Center-Dubuque
More informationREQUEST FOR PROPOSALS FOR FUNDRAISING SERVICES
REQUEST FOR PROPOSALS FOR FUNDRAISING SERVICES I. INTRODUCTION The Early Learning Coalition of Pinellas County, Inc. (Coalition) is a nonprofit organization that serves children in Pinellas County Florida.
More informationPayment and Delivery System Reform in Vermont: 2016 and Beyond
Payment and Delivery System Reform in Vermont: 2016 and Beyond Richard Slusky, Director of Reform Green Mountain Care Board Presentation to GMCB August 13, 2015 Transition Year 2016 1. Medicare Waiver
More informationThe Value of Integrating EMR and Claims/Cost Data in the Transition to Population Health Management
The Value of Integrating EMR and Claims/Cost Data in the Transition to Population Health Management By Jim Hansen, Vice President, Health Policy, Lumeris November 19, 2013 EXECUTIVE SUMMARY When EMR data
More informationANNUAL INDUSTRY OUTLOOK: The Road to Value-Based Care
JANUARY/FEBRUARY 2017 HEALTHLEADERS MEDIA INTELLIGENCE REPORT ANNUAL INDUSTRY OUTLOOK: The Road to Value-Based Care Supported by: An Independent HealthLeaders Media Report Powered by: WWW.HEALTHLEADERSMEDIA.COM/INTELLIGENCE
More informationHospital Urgent Care Operations: A Pathway to Profitability
Hospital Urgent Care Operations: A Pathway to Profitability Alan A. Ayers, MBA, MAcc Chief Executive Officer, Velocity Urgent Care Vice President of Strategic Initiatives, Practice Velocity, LLC Practice
More informationTHE NEW IMPERATIVE: WHY HEALTHCARE ORGANIZATIONS ARE SEEKING TRANSFORMATIONAL CHANGE AND HOW THEY CAN ACHIEVE IT
Today s challenges are not incremental, but transformational; across the country, many CEOs and executives in healthcare see the need not merely to improve traditional ways of doing business, but to map
More informationInvitation to CDCs to apply for: Advancing Equitable Development in Milwaukee HUD Section 4 Capacity Building Grants
Invitation to CDCs to apply for: Advancing Equitable Development in Milwaukee HUD Section 4 Capacity Building Grants Background With residents and partners we forge resilient and inclusive communities
More informationHEALTH PROFESSIONAL WORKFORCE
HEALTH PROFESSIONAL WORKFORCE (SECTION-BY-SECTION ANALYSIS) (Information compiled from the Democratic Policy Committee (DPC) Report on The Patient Protection and Affordable Care Act and the Health Care
More informationRationale for Acquisition of St. Paul and Zale Lipshy University Hospitals. History of the UTSW- University Hospital Relationship
Rationale for Acquisition of St. Paul and Zale Lipshy University Hospitals UT Southwestern Medical Center Presentation to Regents May 12, 2004 History of the UTSW- University Hospital Relationship Growth
More informationLaying the Foundation for Successful Clinical Integration
The Governance Institute Laying the Foundation for Successful Clinical Integration Webinar November 29, 2011, 2:00pm ET/11:00am PT Daniel M. Grauman President & CEO DGA Partners, Bala Cynwyd, PA dgrauman@dgapartners.com
More informationGoing Beyond Traditional Public Private Partnerships To Promote Community Development
Going Beyond Traditional Public Private Partnerships To Promote Community Development Who is NDC and What Do We Do? Oldest national non-profit community development organization in the United States. Mission:
More informationMontefiore Hudson Valley Collaborative
Montefiore Hudson Valley Collaborative DSRIP Application As submitted to New York State Department of Health on December 22, 2014 Succinctly explain the identified goals and objectives of the PPS, and
More informationTo successfully submit a full application, hospitals must complete both the online application and the Self-assessment.
SMALL RURAL HOSPITAL TRANSITION (SRHT) PROJECT To successfully submit a full application, hospitals must complete both the online application and the Self-assessment. Applications must be submitted online,
More informationCritical Access Hospital Quality
Critical Access Hospital Quality Current Performance and the Development of Relevant Measures Ira Moscovice, PhD Mayo Professor & Head Division of Health Policy & Management School of Public Health, University
More informationTransitioning to a Value-Based Accountable Health System Preparing for the New Business Model. The New Accountable Care Business Model
Transitioning to a Value-Based Accountable Health System Preparing for the New Business Model Michael C. Tobin, D.O., M.B.A. Interim Chief medical Officer Health Networks February 12, 2011 2011 North Iowa
More informationVALUE BASED ORTHOPEDIC CARE
VALUE BASED ORTHOPEDIC CARE Becker's 14th Annual Spine, Orthopedic and Pain Management- Driven ASC Conference + The Future of Spine June 9-11, 2016 Swissotel, Chicago, IL LES JEBSON Administrator, Adjunct
More informationCreating a Data-Driven Culture to Right-Size Capacity and Enhance Quality and Safety
Creating a Data-Driven Culture to Right-Size Capacity and Enhance Quality and Safety MaryPat Sullivan, CNO and Chief Experience Officer, Overlook Medical Center, Atlantic Health System, Summit, NJ Jacalyn
More informationOVERVIEW OF UNSOLICITED PROPOSALS
OVERVIEW OF UNSOLICITED PROPOSALS APPLICABILITY This policy and procedure applies to unsolicited proposals received by the KCATA. The KCATA welcomes proposals from any interested vendor meeting the following
More informationNew York s 1115 Waiver Programs Downstate Public Comment and PAOP Working Session. Comments of Christy Parque, MSW.
New York s 1115 Waiver Programs Downstate Public Comment and PAOP Working Session Comments of Christy Parque, MSW President and CEO November 29, 2017 The Coalition for Behavioral Health, Inc. (The Coalition)
More information2018 CALL FOR IDEAS AlohaCare Community Innovation Investment Program
2018 CALL FOR IDEAS AlohaCare Community Innovation Investment Program Waiwai Ola AlohaCare is seeking to identify opportunities to partner with, and fund, primary care innovation in the communities we
More informationTRANSFORMING DHS: THE RESTRUCTURING OF AMBULATORY AND MANAGED CARE SERVICES WITHIN THE LOS ANGELES COUNTY DEPARTMENT OF HEALTH SERVICES
Page 1 TRANSFORMING DHS: THE RESTRUCTURING OF AMBULATORY AND MANAGED CARE SERVICES WITHIN THE LOS ANGELES COUNTY DEPARTMENT OF HEALTH SERVICES Work Plan of the DHS Ambulatory Care Restructuring Steering
More informationA Practical Approach Toward Accountable Care and Risk-Based Contracting: Design to Implementation
A Practical Approach Toward Accountable Care and Risk-Based Contracting: Design to Implementation Daniel J. Marino, President/CEO, Health Directions Asad Zaman, MD June 19, 2013 Session Objectives Establish
More informationPhysician Compensation in an Era of New Reimbursement Models
2014 IHA Annual Membership Meeting Physician Compensation in an Era of New Reimbursement Models Taryn E. Stone Ice Miller LLP (317) 236-5872 taryn.stone@ Agenda Background New Reimbursement Models Trends
More informationRural Innovation Profile Affiliation Partners Sought to Prepare Small Hospital for Value-Based Care
January 2018 Rural Innovation Profile Affiliation Partners Sought to Prepare Small Hospital for Value-Based Care What: A rural hospital sought affiliation partners so it could prepare to participate in
More informationShared Intelligence for the Greater Good: Plan for
Shared Intelligence for the Greater Good: Plan for 2017-2021 Giving Institute and Giving USA Foundation Strategic Plan ASSUMPTIONS Membership grows steadily over 5 years: grow from 50 members 8/1/16 to
More informationIdentifying Evidence-Based Solutions for Vulnerable Older Adults Grant Competition
Identifying Evidence-Based Solutions for Vulnerable Older Adults Grant Competition Pre-Application Deadline: October 18, 2016, 11:59pm ET Application Deadline: November 10, 2016, 11:59pm ET AARP Foundation
More informationStrategic Plan
REF. STAFF LOUNGE C53 SHARED PROVIDERS B52 SOIL B45 EXAM B42 EXAM B4 EXAM B40 SUB-WAIT B3 EXAM B44 PAT TLT B43 EXAM B36 WORKSTATION B33 TATION 22 LAB WORK RM C0 CONSULT C30 BLOOD #3 C2 PAT TLT C ADMIN
More informationCommunity Leadership Project Request for Proposals August 31, 2012
Community Leadership Project Request for Proposals August 31, 2012 We are pleased to invite proposals for a second phase of the Community Leadership Project, a funding partnership between the Packard,
More informationCity Enrichment Fund: Sport & Active Lifestyles Program Program Guidelines
City Enrichment Fund: Program 2016 Program Guidelines CONTENTS: SPORT & ACTIVE LIFESTYLES PROGRAM Eligibility... 3 Timeline... 4 Sport and Active Lifestyles Program... 5 Assessment Process and Criteria...
More informationM&M on a 15 Year History of a Merger of Gundersen Clinic and Lutheran Hospital: Struggles and Successes. Jeff Thompson, MD Chief Executive Officer
M&M on a 15 Year History of a Merger of Gundersen Clinic and Lutheran Hospital: Struggles and Successes Jeff Thompson, MD Chief Executive Officer Who We Are Now Integrated Delivery System Approximately
More informationThe Evolution of ASC Joint Ventures: Key Trends for Value-Based Care
The Evolution of ASC Joint Ventures: Key Trends for Value-Based Care The Evolution of ASC Joint Ventures: Key Trends for Value-Based Care By Laura Dyrda As healthcare moves toward value-based care and
More informationGlobal Budget Revenue. October 8, 2015
Global Budget Revenue October 8, 2015 Goals Understand GBR s connection to the goals of Maryland s Demonstration Understand impact on budgeting and planning for RFP and future phases Answer questions that
More informationMedicaid Update Special Edition Budget Highlights New York State Budget: Health Reform Highlights
Page 1 of 6 New York State April 2009 Volume 25, Number 4 Medicaid Update Special Edition 2009-10 Budget Highlights David A. Paterson, Governor State of New York Richard F. Daines, M.D. Commissioner New
More informationFormation of a High Performance Medical Group within a Hospital Centric Health Care System... De NOVO
Formation of a High Performance Medical Group within a Hospital Centric Health Care System... De NOVO Jim Boswell, MBA VP Physician Services / BMHCC and CEO / BMG Robert Vest, JD COO / BMG Founded in 1912
More informationUsing Data for Proactive Patient Population Management
Using Data for Proactive Patient Population Management Kate Lichtenberg, DO, MPH, FAAFP October 16, 2013 Topics Review population based care Understand the use of registries Harnessing the power of EHRs
More informationRequest for Information (RFI) For Mobile Home Tie-Downs Retrofit RFI
Request for Information (RFI) For Mobile Home Tie-Downs Retrofit RFI 2017-08 Solicitations Due June 26, 2017 6:00 p.m. EDST Solicitation Opening Upon Receipt http://www.tcc.fl.edu/purchasing 1 P a g e
More informationVirginia Growth and Opportunity Fund (GO Fund) Grant Scoring Guidelines
Virginia Growth and Opportunity Fund (GO Fund) Grant Scoring Guidelines I. Introduction As provided in the Virginia Growth and Opportunity Act (the "Act"), funds are allocated, upon approval of the Virginia
More informationSAN JOSE CAPITAL OF SILICON VALLEY
CITY OF SAN JOSE CAPITAL OF SILICON VALLEY TO: HONORABLE MAYOR AND CITY COUNCIL COUNCIL AGENDA: 1-12-16 ITEM: 7.2 Memorandum FROM: Toni J. Taber, C City Clerk SUBJECT: SEE BELOW DATE: December 18, 2015
More informationCAH PREPARATION ON-SITE VISIT
CAH PREPARATION ON-SITE VISIT Illinois Department of Public Health, Center for Rural Health This day is yours and can be flexible to the timetable of hospital staff. An additional visit can also be arranged
More informationCMS Meaningful Use Incentives NPRM
CMS Meaningful Use Incentives NPRM Margret Amatayakul MBA, RHIA, CHPS, CPHIT, CPEHR, CPHIE, FHIMSS President, Margret\A Consulting, LLC Faculty and Board of Examiners, Health IT Certification, LLC Notice
More informationCommunity Grant Guidelines
Community Grant Guidelines Updated November 2017 Program Goals The Community Grants Program is a broadly accessible, responsive statewide grants program. Its long-term goals are to strengthen the social
More informationWCA Hospital FAQ (Frequently Asked Questions) Document For Media.
A Health Care System Including the JONES MEMORIAL HEALTH CENTER Division The WOMAN S CHRISTIAN ASSOCIATION OF JAMESTOWN, NEW YORK WCA Hospital FAQ (Frequently Asked Questions) Document For Media. What
More informationUC HEALTH. 8/15/16 Working Document
1) UC Health Mission Our mission is to make health care better. Each UC health system works to advance this mission in its community and as a system of health systems, we work together to catalyze innovation
More informationFirstHealth Moore Regional Hospital. Implementation Plan
FirstHealth Moore Regional Hospital Implementation Plan FirstHealth Moore Regional Hospital Implementation Plan For 2016 Community Health Needs Assessment Summary of Community Health Needs Assessment Results
More informationCONTENTS. Academic Fundraising 2. Advancement Services and Operations 2. Alumni Relations 3. Annual Giving 4. Corporate and Foundation Relations 5
M E M B E R S H I P ADVANCEMENT Get connected with expert training to help you identify best practices, replicable models, and practical solutions to the challenges you face at your institution. Whether
More informationCritical Access Hospitals and Cost-Based Reimbursement
Critical Access Hospitals and Cost-Based Reimbursement Jared Heim, CPA, Partner jheim@eidebailly.com 563.557.6169 Agenda for Today Overview of Critical Access Hospitals Overview of Health Care Reform Behavioral
More informationPriceless Partners: Common Patients, Common Goals
Priceless Partners: Common Patients, Common Goals Erin Hodson, RN, BSN, ACM Senior Director Case Management Inova Fairfax Hospital Pamela Andrews, RN, MSW, MBA, CCM, ACM Director Medical Management INTotal
More informationSAMPLE DOCUMENT. Implementation or operational plan
SAMPLE DOCUMENT Type of Document: Institutional Plan Date: 2004 Museum Name: Frank Lloyd Wright Preservation Trust Type: Historic House Budget Size: $1 million to $4.9 million Budget Year: 2006 Governance
More informationAgenda Information Item Memo
Agenda Information Item Memo April 20, 2018 TO: FROM: Board of Trustees Ishwari Venkataraman/ VP Strategy and Business Planning Donna Carey/ Interim Chair, Department of Pediatrics SUBJECT: Agenda Item:
More informationNonprofit Hospitals Community Benefit
Nonprofit Hospitals Community Benefit Kari Stanley Healthy Columbia Willamette Co-Chair Legacy Health Community Benefit Director February 4, 2014 1 Hospital Community Benefit The link between mission and
More informationAssociation for Professionals in Infection Control and Epidemiology, Inc. (APIC) Vision: Healthcare without infection
Association for Professionals in Infection Control and Epidemiology, Inc. (APIC) The healthcare system has reached a critical juncture between patient safety, infection prevention, and quality of care.
More informationPrepared for North Gunther Hospital Medicare ID August 06, 2012
Prepared for North Gunther Hospital Medicare ID 000001 August 06, 2012 TABLE OF CONTENTS Introduction: Benchmarking Your Hospital 3 Section 1: Hospital Operating Costs 5 Section 2: Margins 10 Section 3:
More informationSt. Joseph s Continuing Care Centre
St. Joseph s Continuing Care Centre March 2012 St. Joseph s Continuing Care Centre 1 Part A: Overview of Our Hospital s Quality Improvement Plan 1. Overview of our quality improvement plan for 2012-13
More informationDIVISION OF HEALTH PLANNING AND RESOURCE DEVELOPMENT (THURMAN) AUGUST 2002
DIVISION OF HEALTH PLANNING AND RESOURCE DEVELOPMENT (THURMAN) AUGUST 2002 CON Review: NH-CB-0502-026 Tallahatchie General Hospital and Extended Care Facility Construction/Establishment of a 60-Bed Nursing
More information2018 COMMUNITY HEALTH IMPACT PROGRAM
2018 COMMUNITY HEALTH IMPACT PROGRAM A. COMMUNITY HEALTH IMPACT PROGRAM OVERVIEW The Michigan Health Endowment Fund s Community Health Impact Program allows for meaningful investment in promising endeavors
More informationGRANT PROPOSAL GUIDELINES
GRANT PROPOSAL GUIDELINES The Chester County Community Foundation connects people who care with causes that matter, so their philanthropy makes a difference now and forever. The Community Foundation is
More informationCollaboration Track. Best Practices in Internal Collaboration. Parallon Supply Chain Services
Collaboration Track Best Practices in Internal Collaboration Kathy Chauvin System Director - Resource Utilization & Value Analysis FMOL Health System Scott Robins, MD Chief Medical Officer HCA North Texas
More informationUsing Lean, Six Sigma to Improve Surgical Services James Pearson J.O.P. Consulting
Using Lean, Six Sigma to Improve Surgical Services James Pearson J.O.P. Consulting How many times have we heard that it s easy to apply Lean and Six Sigma techniques to hospital processes, and specifically
More informationRequest for Pre-Proposals
Request for Pre-Proposals Fiscal Year 2019 September 15, 2018 Under Section 104 of the Water Resources Research Act of 1984, as amended 311 Conference Center Building, Knoxville, Tennessee 37996-4134 Each
More informationIntegrated Leadership for Hospitals and Health Systems: Principles for Success
Integrated Leadership for Hospitals and Health Systems: Principles for Success In the current healthcare environment, there are many forces, both internal and external, that require some physicians and
More informationHow to Develop a System-Wide Access Strategy
BEYOND THE FACILITY MASTER PLAN: How to Develop a System-Wide Access Strategy Create access points around emerging patient needs Understand the individual patient journey Design sustainable economic viability
More informationMATCHING ASSETS TO COMMUNITY HEALTH 2018 GRANT PROGRAMS REQUEST FOR PROPOSALS
MATCHING ASSETS TO COMMUNITY HEALTH 2018 GRANT PROGRAMS REQUEST FOR PROPOSALS Table of contents Our focus on communities MATCH programs Increasing access to and consumption of nutritious foods Promoting
More informationSan Diego Public Library Foundation
San Diego Public Library Foundation Strategic Plan Overview 2015-2018 Mission, Core Values &Vision MISSION The Library Foundation strengthens communities by supporting excellence in the San Diego Public
More informationLeveraging your own health plan to build a Specialty Pharmacy
Leveraging your own health plan to build a Specialty Pharmacy Brad Trom, RPH, MBA, CEO Lovelace Pharmacy, Lovelace Health System, Albuquerque, New Mexico Disclosure Brad Trom reports no relevant financial
More informationThe Council of Trustees ratified this plan at its April 25, 2014, meeting. Transforming lives through a culture of giving.
June 2, 2014 The record-setting It Starts with STATE: A Campaign for South Dakota State University propelled the SDSU Foundation s net assets and endowment pool to historic highs, while growing the culture
More informationCommunity Health Excellence (CHE) Grant Program Application Guide
Community Health Excellence (CHE) Grant Program 2018 2019 Application Guide CHE Mission and Goals The PacificSource Community Health Excellence (CHE) initiative was created to align with and support the
More informationDate: September 11, Administrators, Critical Access Dental Clinics, Other Interested Parties
Date: September 11, 2017 To: From: Administrators, Critical Access Dental Clinics, Other Interested Parties Keisha Shaw, Grant Manager Primary Care and Financial Assistance Programs Office of Rural Health
More informationExecutive Job Codes and Descriptions
Executive Job Codes and Descriptions Please note: The Executive Compensation Survey is designed to collect information on the highest level jobs reporting directly to the CEO, and/or jobs considered part
More informationCase Study High-Performing Health Care Organization December 2008
Case Study High-Performing Health Care Organization December 2008 Duke University Hospital: Organizational and Tactical Strategies to Enhance Patient Satisfaction Sha r o n Si l o w-ca r r o l l, M.B.A.,
More informationRe: Rewarding Provider Performance: Aligning Incentives in Medicare
September 25, 2006 Institute of Medicine 500 Fifth Street NW Washington DC 20001 Re: Rewarding Provider Performance: Aligning Incentives in Medicare The American College of Physicians (ACP), representing
More informationREQUEST FOR COMPETITIVE BID Strengthening State Systems to Improve Diabetes Management and Outcomes
REQUEST FOR COMPETITIVE BID Strengthening State Systems to Improve Diabetes Management and Outcomes I. Summary Information Purpose: ASTHO is requesting bids from states to participate in a demonstration
More informationMaster of Science in Nursing (MSN) Concluding Graduate Experience (CGE) Handbook
CHAMBERLAIN UNIVERSITY Master of Science in Nursing (MSN) Concluding Graduate Experience (CGE) Handbook Welcome to your MSN Concluding Graduate Experience (CGE). All your previous graduate courses have
More informationNew York State Critical Access Hospital Performance Improvement Network. July 31, 2017
New York State Critical Access Hospital Performance Improvement Network July 31, 2017 July 31, 2017 2 Outline New York State Flex Program Background Flex Program Current Activities Data Reporting LAN Concept
More informationVIBRANT. Strategic Plan Executive Summary
Inspiring Philanthropy VIBRANT Community Strategic Plan 2014 2016 Executive Summary embracing change Our community is fluid. The ebbs and flows of local, regional and national issues constantly influence
More informationTABLE OF CONTENTS B. FISCAL STRATEGIC PRIORITIES C. FISCAL BUSINESS PLAN GOALS D. SHARED SERVICES...
TABLE OF CONTENTS A. FISCAL 2013-14 FORECASTED PERFORMANCE... 3 Fiscal 2013-14 Strategic Priorities... 3 Milestones... 5 Business Plan Goals for Fiscal 2013-14... 6 Shared Services Goals... 10 B. FISCAL
More information