This document provides information about Sutter Health Valley Area's 2017 sponsorship program. It discusses Sutter Health's focus on increasing access to care, removing barriers, and promoting strategic collaboration. It then provides details about 9 counties and over 70 care centers in the region. The rest of the document summarizes specific initiatives and investments at 6 different Sutter Health hospitals - Sutter Amador Hospital, Sutter Auburn Faith Hospital, Sutter Davis Hospital, Sutter Medical Center Sacramento, Sutter Roseville Medical Center, and Sutter Solano Medical Center. These initiatives focus on expanding access to care, investing in new technologies, and contributing to local economies through employment and spending.
This document provides information about Sutter Health Sacramento Sierra Region's (SHSSR) sponsorship program. It introduces the SHSSR government and community relations team. It then discusses the region served, priority areas of focus for funding (including access to care, chronic diseases, and early childhood health), and requirements for sponsorship proposals. The document outlines the sponsorship application and reporting process and timelines for events in 2015. It provides guidelines on sponsorship awards and answers frequently asked questions.
This document summarizes Sutter Health's sponsorship program in their Sacramento Sierra region. It provides information on their 9 county region, investments in expanding healthcare access through various community programs across several of their hospitals, and how they are investing in new technologies to advance care quality. It also discusses how Sutter Health helps drive the local economy through their employment and investments in each community.
The document summarizes Sutter Health's sponsorship program and community investments across several of its hospitals and regions. It discusses how Sutter Health expands healthcare access through programs that provide transportation, housing, dental care and other services to vulnerable populations. It also discusses investments in new medical technologies to advance care quality and convenience. Finally, it outlines Sutter Health's economic contributions as a major employer that invests millions in salaries and construction projects in local communities.
This document provides information about Sutter Health Sacramento Sierra Region's (SHSSR) sponsorship program. It introduces the SHSSR government and community relations team. It then provides overviews of SHSSR's region and various hospital sites. The document outlines SHSSR's priority areas of focus for sponsorship, including access to care, programs for seniors/chronic diseases, and prenatal/early childhood services. It details the sponsorship proposal and award process, including timelines and reporting requirements. Finally, it answers frequently asked questions about the sponsorship program.
The Great Plains Telehealth Resource and Assistance Center (gpTRAC) provides resources and assistance to healthcare providers in Minnesota, Iowa, Nebraska, North Dakota, South Dakota, and Wisconsin who are interested in developing or expanding telehealth programs. gpTRAC aims to improve access to healthcare through telecommunications technologies. It works to advance telehealth by offering consultation services, educational resources, and data on telehealth services in the region. gpTRAC is funded by the U.S. Department of Health and Human Services' Office for the Advancement of Telehealth.
Novus Care is a provider of live-in and home care services for the elderly in their own homes or those who require help in the home because they are no longer able to cope with carrying out daily tasks unassisted.
MEDx.Care is the first digital hospital that adapts global IT SAAS solutions and offers seven healthcare services including self-care, family/emotional care, financial care, and medical care. It aims to make healthcare more accessible, affordable, and higher quality globally by facilitating connections between careseekers and medical professionals through its digital platform.
This document provides an overview of a three day programme on understanding the NHS. Day one focuses on understanding the structure and system of the NHS. Day two covers relevant knowledge and skills for success working with the NHS. Day three is about applying the learning and pitching innovations. The document discusses the NHS landscape including its history, structures, priorities and statistics. It also covers integrated care systems, clinical commissioning groups, primary care networks and their roles. Opportunities for procurement within the NHS are discussed including frameworks and portals.
This document provides information about Sutter Health Sacramento Sierra Region's (SHSSR) sponsorship program. It introduces the SHSSR government and community relations team. It then discusses the region served, priority areas of focus for funding (including access to care, chronic diseases, and early childhood health), and requirements for sponsorship proposals. The document outlines the sponsorship application and reporting process and timelines for events in 2015. It provides guidelines on sponsorship awards and answers frequently asked questions.
This document summarizes Sutter Health's sponsorship program in their Sacramento Sierra region. It provides information on their 9 county region, investments in expanding healthcare access through various community programs across several of their hospitals, and how they are investing in new technologies to advance care quality. It also discusses how Sutter Health helps drive the local economy through their employment and investments in each community.
The document summarizes Sutter Health's sponsorship program and community investments across several of its hospitals and regions. It discusses how Sutter Health expands healthcare access through programs that provide transportation, housing, dental care and other services to vulnerable populations. It also discusses investments in new medical technologies to advance care quality and convenience. Finally, it outlines Sutter Health's economic contributions as a major employer that invests millions in salaries and construction projects in local communities.
This document provides information about Sutter Health Sacramento Sierra Region's (SHSSR) sponsorship program. It introduces the SHSSR government and community relations team. It then provides overviews of SHSSR's region and various hospital sites. The document outlines SHSSR's priority areas of focus for sponsorship, including access to care, programs for seniors/chronic diseases, and prenatal/early childhood services. It details the sponsorship proposal and award process, including timelines and reporting requirements. Finally, it answers frequently asked questions about the sponsorship program.
The Great Plains Telehealth Resource and Assistance Center (gpTRAC) provides resources and assistance to healthcare providers in Minnesota, Iowa, Nebraska, North Dakota, South Dakota, and Wisconsin who are interested in developing or expanding telehealth programs. gpTRAC aims to improve access to healthcare through telecommunications technologies. It works to advance telehealth by offering consultation services, educational resources, and data on telehealth services in the region. gpTRAC is funded by the U.S. Department of Health and Human Services' Office for the Advancement of Telehealth.
Novus Care is a provider of live-in and home care services for the elderly in their own homes or those who require help in the home because they are no longer able to cope with carrying out daily tasks unassisted.
MEDx.Care is the first digital hospital that adapts global IT SAAS solutions and offers seven healthcare services including self-care, family/emotional care, financial care, and medical care. It aims to make healthcare more accessible, affordable, and higher quality globally by facilitating connections between careseekers and medical professionals through its digital platform.
This document provides an overview of a three day programme on understanding the NHS. Day one focuses on understanding the structure and system of the NHS. Day two covers relevant knowledge and skills for success working with the NHS. Day three is about applying the learning and pitching innovations. The document discusses the NHS landscape including its history, structures, priorities and statistics. It also covers integrated care systems, clinical commissioning groups, primary care networks and their roles. Opportunities for procurement within the NHS are discussed including frameworks and portals.
1) The Gentoo Wellbeing Service aims to support older people to live independently through initiatives like increasing community participation, providing home adaptations, and preventing hospital admissions and institutional care.
2) The Wellbeing Service and Extra Care Housing provide housing support and assistance with daily tasks to help older customers remain in their homes.
3) Additional services include equipment loans, minor home adaptations, and assessments by the Needs Assessment Team.
This document provides a summary of Peninsula Health's 2015 Quality of Care Report. It outlines Peninsula Health's commitment to partnering with consumers and the community. It discusses various programs and initiatives to promote consumer participation, including community advisory groups, volunteering programs, and a focus on person-centered care. It also highlights efforts to support a diverse community and provide culturally appropriate care, such as interpreter services, LGBTQ+ programs, and a new Reconciliation Action Plan.
Covenant patient advocacy organizationJere Douglas
Covenant Patient Advocate Organization is a 501c3 nonprofit based in Nashville, Tennessee that is dedicated to promoting physical and emotional well-being for clients. It aims to help clients find quality and respectful healthcare that respects their individual rights. The organization provides medical and non-medical resources to support clients and relieve family caregivers through services ranging from a few hours to 24/7 care. It is led by founder Debra Poppelaars and staffed by various healthcare professionals.
The Medical Tourism document summarizes medical tourism company The Meditour. The Meditour assists international patients in obtaining affordable, high-quality healthcare in India through medical travel. Key services include arranging medical treatments, travel, accommodation, and telemedicine support before, during, and after treatment. Medical procedures through The Meditour are significantly less expensive than in the US, Singapore, and other countries.
Waikato District Health Board in New Zealand is experimenting with virtual health care delivery through a "Virtual DHB" platform to address challenges of an aging population, chronic illness, and access issues for rural communities. The Virtual DHB allows practitioners to set up virtual practices, access patient records, and conduct virtual consultations. It also enables patients to book appointments and communicate with practitioners through an online portal. The goals are to empower patients, reduce travel burdens, and gradually shift more outpatient services to virtual and community settings through this platform. Key challenges include gaining acceptance from practitioners and patients, as well as ensuring broadband access.
4) 16.10.2017 - Providing Support in Peoples Homes EventACSCommissioning
This document provides an overview and agenda for a provider engagement event on spot accreditation for home care services in Hertfordshire. It discusses the current home care market context and priorities around rising needs, financial pressures, and workforce issues. The event covers proposals for a new three-year spot accreditation framework beginning in 2018, including stage one requirements, pricing models, contract areas, and call-off criteria. Providers are asked for feedback on the proposals and next steps include developing procurement documents and issuing an invitation to tender in January 2018.
This document is a policy statement from Leading Age Services Australia (LASA) regarding access to aged care for both consumers and providers. Some key points:
1) LASA advocates for a more streamlined process for allocating aged care places that allows market forces to dictate distribution, rather than the current Aged Care Approval Rounds.
2) They support investigating better allocation methods and ensuring places are adequately funded to meet demand.
3) Access to care should be based on need, though current rationing can cause waiting times or deter some from formal care.
4) Market forces and demand, not rigid ratios, should encourage the expected growth in aged care over the next 20+ years.
This document provides a needs analysis of Aboriginal health services in the Northern Sydney Local Health District (NSLHD). It identifies gaps in several areas of health for Aboriginal and Torres Strait Islander peoples in NSLHD, including dental health, men's health, social and emotional wellbeing, diabetes care, transportation, data collection, culturally appropriate services, education, and health promotion. It notes that Aboriginal and Torres Strait Islander peoples in NSLHD experience poorer health outcomes and social determinants of health compared to non-Indigenous peoples. The needs analysis was conducted to inform the development of NSLHD Aboriginal health services and address health inequities. It provides recommendations to improve services and care for Aboriginal communities in Northern Sydney.
At Home Independent Living provides in-home care services to allow elderly and disabled clients to live independently in their own homes. They utilize trained companions and a mobile workforce management system to provide care and monitor employees in real-time. At Home has received awards for quality from an outside firm and was one of the first agencies in Central New York to implement proactive management technology. Their goal is to allow clients to maintain their independence and lifestyle with trusted assistance.
Herts Urgent Care (HUC) provides several urgent and out-of-hours healthcare services for residents of Hertfordshire, including a GP out-of-hours service, dental out-of-hours service, and a new 111 service. The document discusses the services provided by HUC and improvements made over the last year, including introducing centralized booking and better integration with hospitals. It also describes the new 111 service which provides medical advice and directs patients to the appropriate care through trained call handlers and an assessment tool.
The guide is a complete look at the live-in care process, from contacting Helping Hands to enquire, to carrying out an assessment with a care practitioner to assess needs, as well as the advantages live-in care can have.
It includes information on how a person may recognise whether they or a loved one needs live-in care, and how it can be beneficial to someone’s independence at home, as well as supporting their medical requirements where necessary.
The document discusses plans to improve integrated care for patients with long-term conditions in Oldham by establishing locality teams. It notes that currently care is often uncoordinated between different providers. The locality teams would bring together various care providers to deliver coordinated, patient-centered care locally. Feedback was gathered from attendees on their experiences with care and ideas to further develop the locality teams approach. The next steps outlined continuing engagement to refine plans before implementing the new model of community services.
This PPT explains about how Singapore is using IT in healthcare, Integrated Health Information Systems, Singapore's Shifting Demographics and 2020 Master Plan. For more information visit: http://www.transformhealth-it.org/
The document discusses plans to create a Long Term Conditions Hub in Leicestershire and Rutland Community Health Services to provide integrated care for patients with long term conditions. The Hub aims to streamline communications and provide full administrative support to clinicians to allow them to spend more time caring for patients. It will be located in Fosse House and staffed by case coordinators to handle referrals, correspondence and appointments. The Hub is expected to improve access to care and coordination of services for patients while increasing productivity and cost-effectiveness.
The vSPA (Voluntary Sector Single Point of Access) service provides referrals to health and social care voluntary services to help people receive support at home or in their local community. It covers three clinical commissioning groups in the UK. Professionals make referrals and vSPA staff discuss options with patients to identify services that meet their needs, such as visiting services or support groups. They coordinate arranging the agreed upon services and identify gaps where no options exist. Stakeholders report that vSPA saves them time, connects them to new services, and provides a valuable service.
The document discusses healthcare in India, highlighting several issues including insufficient expenditure on healthcare, inadequate human resources, and falling rural health infrastructure. It then introduces Piramal e-Swasthya, an initiative that aims to make affordable healthcare accessible to rural communities through a sustainable model using technology. Local women are trained as health workers and set up tele-clinics in their homes to provide basic care, connecting to doctors by phone for diagnoses and treatment recommendations.
The document summarizes the Own Bed Instead (OBI) initiative in Sandwell, England. OBI provides short-term rehabilitation in patients' own homes as an alternative to intermediate care beds. It aims to maximize independence, reduce bed usage and lengths of stay. The virtual team includes therapists, nurses, and social services who provide intensive, tailored programs. Initial outcomes include reduced re-admissions compared to other facilities and lengths of stay averaging 25 days. The initiative is being evaluated and expanded as intermediate care beds are replaced.
Trajectory Infusion Center is a proposed ambulatory infusion center located in Signal Hill, California that will provide chemotherapy and other intravenous treatments. The center aims to make infusion therapy more accessible and affordable for patients. It will offer various services and treatments and be open Monday through Friday from 8am to 5pm and Saturdays from 9am to 4pm. The business plan details the center's mission, values, services, location, costs, regulations, economic model, barriers, competition, target market, and financial projections over multiple years.
SHSSR Sponsorship Webinar - January 2013SutterHealth
Sutter Health Sacramento Sierra Region (SHSSR) provides a summary of its sponsorship program and key details about its regional hospitals and medical centers. The summary introduces the Government and Community Relations team and explains SHSSR's priority of increasing access to care. It then provides overviews and quick facts about each of SHSSR's hospital sites. The document outlines SHSSR's priority areas of focus for sponsorship funding, which include access to primary care and programs supporting seniors, chronic diseases, and prenatal/early childhood health. Proposers are provided requirements and guidelines for applying for sponsorship awards.
1) The Gentoo Wellbeing Service aims to support older people to live independently through initiatives like increasing community participation, providing home adaptations, and preventing hospital admissions and institutional care.
2) The Wellbeing Service and Extra Care Housing provide housing support and assistance with daily tasks to help older customers remain in their homes.
3) Additional services include equipment loans, minor home adaptations, and assessments by the Needs Assessment Team.
This document provides a summary of Peninsula Health's 2015 Quality of Care Report. It outlines Peninsula Health's commitment to partnering with consumers and the community. It discusses various programs and initiatives to promote consumer participation, including community advisory groups, volunteering programs, and a focus on person-centered care. It also highlights efforts to support a diverse community and provide culturally appropriate care, such as interpreter services, LGBTQ+ programs, and a new Reconciliation Action Plan.
Covenant patient advocacy organizationJere Douglas
Covenant Patient Advocate Organization is a 501c3 nonprofit based in Nashville, Tennessee that is dedicated to promoting physical and emotional well-being for clients. It aims to help clients find quality and respectful healthcare that respects their individual rights. The organization provides medical and non-medical resources to support clients and relieve family caregivers through services ranging from a few hours to 24/7 care. It is led by founder Debra Poppelaars and staffed by various healthcare professionals.
The Medical Tourism document summarizes medical tourism company The Meditour. The Meditour assists international patients in obtaining affordable, high-quality healthcare in India through medical travel. Key services include arranging medical treatments, travel, accommodation, and telemedicine support before, during, and after treatment. Medical procedures through The Meditour are significantly less expensive than in the US, Singapore, and other countries.
Waikato District Health Board in New Zealand is experimenting with virtual health care delivery through a "Virtual DHB" platform to address challenges of an aging population, chronic illness, and access issues for rural communities. The Virtual DHB allows practitioners to set up virtual practices, access patient records, and conduct virtual consultations. It also enables patients to book appointments and communicate with practitioners through an online portal. The goals are to empower patients, reduce travel burdens, and gradually shift more outpatient services to virtual and community settings through this platform. Key challenges include gaining acceptance from practitioners and patients, as well as ensuring broadband access.
4) 16.10.2017 - Providing Support in Peoples Homes EventACSCommissioning
This document provides an overview and agenda for a provider engagement event on spot accreditation for home care services in Hertfordshire. It discusses the current home care market context and priorities around rising needs, financial pressures, and workforce issues. The event covers proposals for a new three-year spot accreditation framework beginning in 2018, including stage one requirements, pricing models, contract areas, and call-off criteria. Providers are asked for feedback on the proposals and next steps include developing procurement documents and issuing an invitation to tender in January 2018.
This document is a policy statement from Leading Age Services Australia (LASA) regarding access to aged care for both consumers and providers. Some key points:
1) LASA advocates for a more streamlined process for allocating aged care places that allows market forces to dictate distribution, rather than the current Aged Care Approval Rounds.
2) They support investigating better allocation methods and ensuring places are adequately funded to meet demand.
3) Access to care should be based on need, though current rationing can cause waiting times or deter some from formal care.
4) Market forces and demand, not rigid ratios, should encourage the expected growth in aged care over the next 20+ years.
This document provides a needs analysis of Aboriginal health services in the Northern Sydney Local Health District (NSLHD). It identifies gaps in several areas of health for Aboriginal and Torres Strait Islander peoples in NSLHD, including dental health, men's health, social and emotional wellbeing, diabetes care, transportation, data collection, culturally appropriate services, education, and health promotion. It notes that Aboriginal and Torres Strait Islander peoples in NSLHD experience poorer health outcomes and social determinants of health compared to non-Indigenous peoples. The needs analysis was conducted to inform the development of NSLHD Aboriginal health services and address health inequities. It provides recommendations to improve services and care for Aboriginal communities in Northern Sydney.
At Home Independent Living provides in-home care services to allow elderly and disabled clients to live independently in their own homes. They utilize trained companions and a mobile workforce management system to provide care and monitor employees in real-time. At Home has received awards for quality from an outside firm and was one of the first agencies in Central New York to implement proactive management technology. Their goal is to allow clients to maintain their independence and lifestyle with trusted assistance.
Herts Urgent Care (HUC) provides several urgent and out-of-hours healthcare services for residents of Hertfordshire, including a GP out-of-hours service, dental out-of-hours service, and a new 111 service. The document discusses the services provided by HUC and improvements made over the last year, including introducing centralized booking and better integration with hospitals. It also describes the new 111 service which provides medical advice and directs patients to the appropriate care through trained call handlers and an assessment tool.
The guide is a complete look at the live-in care process, from contacting Helping Hands to enquire, to carrying out an assessment with a care practitioner to assess needs, as well as the advantages live-in care can have.
It includes information on how a person may recognise whether they or a loved one needs live-in care, and how it can be beneficial to someone’s independence at home, as well as supporting their medical requirements where necessary.
The document discusses plans to improve integrated care for patients with long-term conditions in Oldham by establishing locality teams. It notes that currently care is often uncoordinated between different providers. The locality teams would bring together various care providers to deliver coordinated, patient-centered care locally. Feedback was gathered from attendees on their experiences with care and ideas to further develop the locality teams approach. The next steps outlined continuing engagement to refine plans before implementing the new model of community services.
This PPT explains about how Singapore is using IT in healthcare, Integrated Health Information Systems, Singapore's Shifting Demographics and 2020 Master Plan. For more information visit: http://www.transformhealth-it.org/
The document discusses plans to create a Long Term Conditions Hub in Leicestershire and Rutland Community Health Services to provide integrated care for patients with long term conditions. The Hub aims to streamline communications and provide full administrative support to clinicians to allow them to spend more time caring for patients. It will be located in Fosse House and staffed by case coordinators to handle referrals, correspondence and appointments. The Hub is expected to improve access to care and coordination of services for patients while increasing productivity and cost-effectiveness.
The vSPA (Voluntary Sector Single Point of Access) service provides referrals to health and social care voluntary services to help people receive support at home or in their local community. It covers three clinical commissioning groups in the UK. Professionals make referrals and vSPA staff discuss options with patients to identify services that meet their needs, such as visiting services or support groups. They coordinate arranging the agreed upon services and identify gaps where no options exist. Stakeholders report that vSPA saves them time, connects them to new services, and provides a valuable service.
The document discusses healthcare in India, highlighting several issues including insufficient expenditure on healthcare, inadequate human resources, and falling rural health infrastructure. It then introduces Piramal e-Swasthya, an initiative that aims to make affordable healthcare accessible to rural communities through a sustainable model using technology. Local women are trained as health workers and set up tele-clinics in their homes to provide basic care, connecting to doctors by phone for diagnoses and treatment recommendations.
The document summarizes the Own Bed Instead (OBI) initiative in Sandwell, England. OBI provides short-term rehabilitation in patients' own homes as an alternative to intermediate care beds. It aims to maximize independence, reduce bed usage and lengths of stay. The virtual team includes therapists, nurses, and social services who provide intensive, tailored programs. Initial outcomes include reduced re-admissions compared to other facilities and lengths of stay averaging 25 days. The initiative is being evaluated and expanded as intermediate care beds are replaced.
Trajectory Infusion Center is a proposed ambulatory infusion center located in Signal Hill, California that will provide chemotherapy and other intravenous treatments. The center aims to make infusion therapy more accessible and affordable for patients. It will offer various services and treatments and be open Monday through Friday from 8am to 5pm and Saturdays from 9am to 4pm. The business plan details the center's mission, values, services, location, costs, regulations, economic model, barriers, competition, target market, and financial projections over multiple years.
SHSSR Sponsorship Webinar - January 2013SutterHealth
Sutter Health Sacramento Sierra Region (SHSSR) provides a summary of its sponsorship program and key details about its regional hospitals and medical centers. The summary introduces the Government and Community Relations team and explains SHSSR's priority of increasing access to care. It then provides overviews and quick facts about each of SHSSR's hospital sites. The document outlines SHSSR's priority areas of focus for sponsorship funding, which include access to primary care and programs supporting seniors, chronic diseases, and prenatal/early childhood health. Proposers are provided requirements and guidelines for applying for sponsorship awards.
This document provides information about Sutter Health Sacramento Sierra Region's (SHSSR) sponsorship program. It introduces the SHSSR government and community relations team and discusses SHSSR's regional footprint and priorities. The document then provides details on several SHSSR hospital sites and investment areas. It outlines the sponsorship application process, including required webinar attendance, proposal submission timelines and formats, and award notification timing. Frequently asked questions are also addressed.
SHSSR Sponsorship Webinar - August 2013SutterHealth
This document provides information about Sutter Health Sacramento Sierra Region's (SHSSR) sponsorship program. It introduces the SHSSR government and community relations team. It then provides overviews of SHSSR's region, various hospital sites, medical foundation, priority areas of focus, and proposer requirements and process. The document outlines sponsorship timelines, awards, and answers frequently asked questions.
The document provides an overview of the Medway NHS Foundation Trust's Annual Members' Meeting, including a review of the past year, recognition of improvements made, challenges faced, and a look ahead to the Trust's Quality Account and Quality Strategy. It highlights progress made on key quality priorities around incident reporting, reducing cardiac arrests, reducing wait times, and improving emergency department performance. The meeting thanked staff for their commitment and hard work over the past year in providing care to the local community.
How Housing Can Help People Be Discharged From Hospital.pdfnowmedical ltd
Staffordshire Housing Group, along with its dedicated partners, offer essential support to older individuals and vulnerable people with complex health conditions. They provide comprehensive assistance in areas such as health, housing, financial management, social engagement, and navigation services. This valuable support is provided promptly after these individuals are discharged from the hospital, ensuring their well-being is prioritised every step of the way.
Right to Health - A TRS initiative to guarantee support to systems that enable universal healthcare access . Supported by Teleradiology Solutions Pvt Ltd.
Recruitment brochure 2016 v3_AN PC - EMAIL VERSIONAlex Norman
This document is a recruitment brochure for Southend Hospital that highlights the hospital's history of excellence in patient care, commitment to innovation, and benefits for staff. It summarizes positive patient feedback, awards won by staff, and new services and facilities introduced. The brochure aims to attract new staff by emphasizing the hospital's dedication to high-quality care, teamwork, staff development, and work-life balance support for employees.
This document summarizes the services of Cardon Outreach, a revenue cycle management company. They provide a full suite of services including eligibility screening, early out services, accounts receivable management, and disability advocacy. They work to maximize net patient revenue and reduce bad debt for over 800 healthcare clients. Key aspects of their approach include patient-centric screening using tablets, following up extensively with patients, rescreening patient files in real time, and combining payments for ease of resolution. They also work to increase payments through facility enrollment, claims editing, and negotiating quick settlements.
Evergreen & Wellcentive Press Release 040815 Tom Zajac
EvergreenHealth Partners signed an agreement with Wellcentive to provide coordinated care management tools to its network of 500 physicians serving over 400,000 residents. Wellcentive will provide patient data and scheduling tools to help manage different patient populations and identify high-risk patients. This will help EvergreenHealth Partners navigate the transition to value-based payments and provide higher quality, more coordinated care.
Scenario 3 Urgent Care CenterImplement and plan steps necessary f.pdfsnewfashion
Scenario 3: Urgent Care Center
Implement and plan steps necessary for opening a new health care facility on the west side of the
city.There are only one centralized hospital and one urgent care center, and they are all in the
center of town.Many residents on the west side of town have close to a 40-minute drive to either
of these facilities. Theexisting urgent care facility closes at 7:00 P.M., leaving the emergency
department at the hospital as theonly option for those seeking treatment later in the
evening.Location is one of the most important deciding factors when opening an urgent care
center. The west side ofthe city includes a Wal-Mart, Sams Club, CVS, and Walgreens. These
stores create high traffic volume andhouse an ideal strategic location for an urgent care center.
There are no medical centers of any kind on thisside of town, and there is a large community of
about 81,000 residents.
Objectives
To improve public health and provide basic clinical care for families and patients on the west
side of the city.The objectives of the new urgent care center are to:
1. Provide added primary care options - We aim to provide accessible and convenient primary
healthcare services for the residents the west side of the city. The opening of this new urgent care
center will reduce travel time for patients who need immediate medical attention to improve
patient outcomes.
2. Provide x-ray and lab options for patients - This new urgent care center involves making
diagnostic services more accessible to our patients. Implementing diagnostic healthcare services
to a wider range in our community will ensure that our patients receive collaborative,
comprehensive, and high quality care.
3. Add affordable options for care and referrals to local physicians and facilities - Affordable
options for care focuses on improving access to healthcare by offering cost-effective healthcare
services to our patients. We will implement programsadd networks that will connect patients to
healthcare in their local area that is convenient and affordable to them.
4. Extend operating hours - Residents of the west side of the city currently have a 40 minute
commute to the hospital, which is the only option for medical attention after 7:00pm. Our new
urgent care center will offer extended hours of operation to ensure accessible and convenient
care to patients later in the evening. Having access to a closer healthcare facility will improve
patients outcomes who need immediate medical care in the case of an emergency.
5. Accredit the new facility as an urgent care center - We will obtain the necessary legal and
official certifications and licenses for our healthcare facility to ensure compliance with legal,
safety, and regulatory requirements to successfully operate as an urgent care center. This will
also include assessing and improving facilities safety procedures and precautions and providing
annual trainings to staff.
Financial Review
Personnel - $300,000.00
Contractual Services $.
E-Care Health Services is a healthcare organization that aims to provide quality and affordable healthcare to middle income groups in India through cost-effective and accessible technology-driven medical care. It was founded to serve patients better by digitizing medical records and hospital management. E-Care operates healthcare centers within 3 km of hospitals that provide 24/7 medical staff and ambulances. It partners with hospitals and employs doctors and nurses to expand access to care. As part of its vision, it offers members benefits like medical coverage, medicines, diagnostics, hospitalization support and home care to reach more underserved communities across India.
Piedmont Healthcare is working to establish world-class heart care programs through initiatives like the new Marcus Heart Valve Center, which received $20 million from the Marcus Foundation. Piedmont is also leading cutting-edge clinical trials and all five of its hospitals have received Chest Pain Center Accreditation. The goal is for Piedmont to become a premier destination for cardiovascular care through these specialized programs and certifications.
The document discusses Happy Life Home Health Care Center, a home health care provider in Abu Dhabi. It outlines the center's mission to provide personalized care through a dedicated team. The center aims to offer a full range of in-home services, specializing in complex cases. It currently provides nursing services but plans to expand its multidisciplinary departments. Home health care benefits include lower costs than hospital care and improved well-being and family support for patients. The center's nursing team provides medical treatments and assists with daily living activities.
Pristyn Healthcare Delivering Excellence in Medical Services.pptxPristyn Care Reviews
Pristyn Care is dedicated to providing patient-centered care and delivering excellence in healthcare. The acquisition of Pristyn Care further enhances their commitment to extend their services to a wider audience, ensuring that quality healthcare is easily accessible. Patients can conveniently connect with Pristyn Care, allowing for a seamless healthcare experience starting from consultation all the way through treatment and recovery.
Pam Creaven - Bringing integrated care to lifeAge UK
Pam Creaven, Services Director, Age UK - presentation from Age UK For Later Life conference, 25th April.
For more information: www.ageuk.org.uk/forlaterlife
The document discusses a capital campaign by LRGHealthcare to fund converting all patient rooms to single-patient rooms. It highlights:
1) LRGHealthcare has provided healthcare to the community for over a century and completed projects like a new medical center and emergency department expansions, but still needs to convert rooms to single-patient rooms to improve patient care, safety, and experience.
2) The "Strengthening the Community's Well-Being" capital campaign seeks donations from the community to fund converting rooms to single-patient rooms so LRGHealthcare can continue providing high-quality healthcare.
3) Donating to the campaign is an investment in the future health of oneself and the community as it will
Providence Healthcare provides rehabilitation, long-term care, and palliative care services. It is embarking on a $16 million fundraising campaign called "Hope Starts Here" to transform its hospital facilities. The campaign will remodel six rehabilitation units to improve patient care and outcomes. It will also renovate two floors to create a home-like palliative care environment. The goal is to help patients return home sooner with improved independence and quality of life.
Nyack Hospital's Emergency Department serves over 60,000 patients annually and is critical to the hospital's mission. In 2006, the ED was experiencing increased demand and deteriorating quality of care. The hospital implemented Lean process improvements, including a 30-minute service standard. This transformed the ED culture and patient experience. Now, the hospital plans to expand and renovate the ED to create a physical environment matching the excellent care through added space, new imaging and trauma areas, and improved patient privacy and flow. This will allow the ED to continue providing high quality emergency services to the community.
8 Surprising Reasons To Meditate 40 Minutes A Day That Can Change Your Life.pptxHolistified Wellness
We’re talking about Vedic Meditation, a form of meditation that has been around for at least 5,000 years. Back then, the people who lived in the Indus Valley, now known as India and Pakistan, practised meditation as a fundamental part of daily life. This knowledge that has given us yoga and Ayurveda, was known as Veda, hence the name Vedic. And though there are some written records, the practice has been passed down verbally from generation to generation.
Recomendações da OMS sobre cuidados maternos e neonatais para uma experiência pós-natal positiva.
Em consonância com os ODS – Objetivos do Desenvolvimento Sustentável e a Estratégia Global para a Saúde das Mulheres, Crianças e Adolescentes, e aplicando uma abordagem baseada nos direitos humanos, os esforços de cuidados pós-natais devem expandir-se para além da cobertura e da simples sobrevivência, de modo a incluir cuidados de qualidade.
Estas diretrizes visam melhorar a qualidade dos cuidados pós-natais essenciais e de rotina prestados às mulheres e aos recém-nascidos, com o objetivo final de melhorar a saúde e o bem-estar materno e neonatal.
Uma “experiência pós-natal positiva” é um resultado importante para todas as mulheres que dão à luz e para os seus recém-nascidos, estabelecendo as bases para a melhoria da saúde e do bem-estar a curto e longo prazo. Uma experiência pós-natal positiva é definida como aquela em que as mulheres, pessoas que gestam, os recém-nascidos, os casais, os pais, os cuidadores e as famílias recebem informação consistente, garantia e apoio de profissionais de saúde motivados; e onde um sistema de saúde flexível e com recursos reconheça as necessidades das mulheres e dos bebês e respeite o seu contexto cultural.
Estas diretrizes consolidadas apresentam algumas recomendações novas e já bem fundamentadas sobre cuidados pós-natais de rotina para mulheres e neonatos que recebem cuidados no pós-parto em unidades de saúde ou na comunidade, independentemente dos recursos disponíveis.
É fornecido um conjunto abrangente de recomendações para cuidados durante o período puerperal, com ênfase nos cuidados essenciais que todas as mulheres e recém-nascidos devem receber, e com a devida atenção à qualidade dos cuidados; isto é, a entrega e a experiência do cuidado recebido. Estas diretrizes atualizam e ampliam as recomendações da OMS de 2014 sobre cuidados pós-natais da mãe e do recém-nascido e complementam as atuais diretrizes da OMS sobre a gestão de complicações pós-natais.
O estabelecimento da amamentação e o manejo das principais intercorrências é contemplada.
Recomendamos muito.
Vamos discutir essas recomendações no nosso curso de pós-graduação em Aleitamento no Instituto Ciclos.
Esta publicação só está disponível em inglês até o momento.
Prof. Marcus Renato de Carvalho
www.agostodourado.com
ABDOMINAL TRAUMA in pediatrics part one.drhasanrajab
Abdominal trauma in pediatrics refers to injuries or damage to the abdominal organs in children. It can occur due to various causes such as falls, motor vehicle accidents, sports-related injuries, and physical abuse. Children are more vulnerable to abdominal trauma due to their unique anatomical and physiological characteristics. Signs and symptoms include abdominal pain, tenderness, distension, vomiting, and signs of shock. Diagnosis involves physical examination, imaging studies, and laboratory tests. Management depends on the severity and may involve conservative treatment or surgical intervention. Prevention is crucial in reducing the incidence of abdominal trauma in children.
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2. About Us
Meet the Government and Community Relations Team:
• Keri Thomas, Director Government and Community Relations
• Holly Harper, Manager, Community Benefit and Community Relations
• Kelly Brenk, Community Benefit Coordinator
• Angelika Corchado, Community Benefit Associate
“We invest in our community to increase access, remove barriers and promote
strategic collaboration. It’s about getting patients to the right care in the right
place, at the right time and it’s our number 1 priority.” – Holly Harper
3. Our Region
Regional Overview
9 Counties
Population – 2.9M
1,500 Beds
70+ Care Centers
11k Employees
535 Medical Group Physicians
4. Sutter Amador Hospital
We expand health care access.
• We invested $2,800 in Amador Lifeline, a community program that helps seniors and others
with disabilities, chronic illnesses, who are in rehabilitation or on hospice live independently in
their homes. Our investment is being used to upgrade communicator equipment that is used in
clients’ homes.
• We helped launch the Amador Rides transportation service to get our elderly, isolated and
underserved residents to their healthcare appointments.
By investing in technologies, we also advance care quality, convenience and service. At Sutter
Amador Hospital:
• We use patient lifts in intensive care unit to promote safer care and transport.
• We acquired state-of-the-art mammography equipment that uses 3-D technology to improve
image quality, enabling doctors to identify cancer at earlier, more treatable stages.
• Specially trained nurses and physicians working remotely in an electronic ICU help monitor
Sutter Amador’s critically ill patients around the clock.
• We use a new breast MRI to capture multiple images of the breast that are ultimately
combined using a computer to create more detailed pictures.
We help drive our local economy.
At Sutter Amador Hospital we:
• Serve as one of the largest employers with 355 employees
• Invested $31 million in salaries and benefits in 2013
• Completed a $7 million construction project to expand Emergency Department capacity that
produced numerous jobs
5. Sutter Auburn Faith Hospital
We expand health care access.
• Through our Interim Care Program, we partner with The Gathering Inn to provide respite care
for homeless patients who have been discharged from the hospital and need a place to safely
heal.
• We invest in Health Express, which provides nearly 750 rides each month to Placer County's
most vulnerable populations for medical appointments.
By investing in technologies, we also advance care quality, convenience and service.
At Sutter Auburn Faith:
• We became the first hospital in the region in 2014 to begin using a state-of-the-art, 128-slice
Computed Tomography (CT) scanner that captures images more quickly and emits lower doses
of radiation – 40% less – than its predecessor.
• We use a sophisticated ultrasound system in order to effectively and efficiently insert central
lines. These central lines are the best way to prevent infections and to treat sepsis.
• We installed patient lifts in the intensive care unit to promote safer care and transport.
• Specially trained nurses and physicians working remotely in an electronic ICU help monitor
our critically ill patients around the clock.
We help drive our local economy.
At Sutter Auburn Faith Hospital we:
• Employ 627 people, many of whom live in Placer County
• Invested $53.6 million in salaries in 2013
• Invested more than $56 million since 2001 in capital construction and equipment
6. Sutter Davis Hospital
We expand health care access.
• We support CommuniCare, a local Federally Qualified Health Center that provides care to
thousands of underserved and vulnerable patients. Limited access to care remains the top
priority in the greater Sacramento region.
• We are longtime partners of Yolo Children’s Alliance, whose mission is to strengthen and
support prevention and intervention services and resources for children, youth and their
families. Each year, our employees support families identified by Yolo Children’s Alliance
through our Holiday Adopt a Family program.
By investing in technologies, we also advance care quality, convenience and service.
At Sutter Davis Hospital:
• We installed patient lifts in the intensive care unit to promote safer care and transport.
• Our 64-slice CT scanner expands women’s imaging services, such as digital mammography,
bone density osteoporosis scan and new ultrasound technology.
• We use a sophisticated ultrasound system that inserts central lines into patients who need
them. This technique is essential to prevent infections.
We help drive our local economy.
At Sutter Davis Hospital we:
• Employ more than 400 individuals, many of whom live and work in Yolo County, and
discretionary income is spent in our communities.
• Partner with the award-winning Davis Farmers Market to offer our community access to fresh
food from local farmers and bakers, promoting healthier lifestyles, embracing the farm-to-fork
movement and supporting the local economy.
7. Sutter Medical Center Sacramento
We expand health care access.
• Our ED Navigators have provided more than 2,000 referrals to insurance, medical, income,
housing and other services for patients who seek care in the Emergency Department for non-
urgent matters.
• Our Interim Care Program provides a respite care shelter for homeless patients who have
been discharged from the hospital and need a place to heal. These patients receive vital
medical and community resources during their time in the program.
By investing in technologies, we also advance care quality, convenience and service.
At Sutter Medical Center:
• We were the first in California to use the next-generation robotic surgery system called the da
Vinci Xi, which provides 3-D, high-definition visualization and greater dexterity, precision and
control for the surgeon as well as less pain and a quicker recovery for the patient.
• We developed an innovative procedure that replaces open surgery with minimally invasive
lasers to ablate epilepsy activity and brain tumors in adults and children.
• We use patient lifts in the intensive care unit to promote safer care and transport.
We help drive our local economy.
At Sutter Medical Center, Sacramento:
• Our Midtown expansion project, which will be completed in May 2015, has employed more
than 450 construction workers a day, with 85 percent of workers living within a 150-mile radius.
• We have used more than 50 different trade partners during construction, with more than 75
percent of them from within a 150-mile radius.
• We have reserved more than 1,200 stays in local hotels and have made more than 30,000
trips to local restaurants and coffee shops during the project.
• We have recycled 87 percent of demolition and construction materials.
• In addition, we employ more than 4,000 individuals, many of whom live and work in
Sacramento County, and spend discretionary income in our communities.
• Invest more than $400 million in salaries and benefits.
8. Sutter Roseville Medical Center
We expand health care access.
• We work closely with Promotoras, who advocate for Spanish-speaking patients and link them
to community resources, while ensuring they understand and comply with doctors’
recommendations.
• Through our T3 (Triage, Treat & Transport) program, we partner with WellSpace Health, a
local FQHC, in providing case management services for underserved patients and connecting
them with vital community services such as housing, primary care, mental health and
transportation.
By investing in technologies, we also advance care quality, convenience and service.
At Sutter Roseville:
• We use smartpumps for IV therapy that promote patient safety through computerized systems.
• We perform minimally invasive procedures with the da Vinci robotic surgery system, a
breakthrough technology that allows a surgeon’s hand to make extremely precise movements.
• We are the first medical center to use a new diagnostic system called DaTscan that allows
physicians to help diagnose Parkinson’s disease many years before they can diagnose using
traditional tests.
We help drive our local economy.
In Roseville:
• We have more than 4,200 employees in hospitals, doctor’s offices, urgent care centers and a
support service center
• Salary and benefits total $256 million
• Sutter employees live and work in Placer County, and discretionary income is spent in our
communities
9. Sutter Solano Medical Center
We expand health care access.
• Our Transitional Care Program provides a safe place to discharge and connect homeless
patients with resources and support.
• Our Certified Application Assistants enroll uninsured patients in insurance plans, and our ED
Navigators connect with these patients who seek care in the Emergency Department for non-
urgent matters. We’re able to provide referrals to treatment and connect patients to primary
care appointments and other community resources.
• We supported the California Dental Association’s 2014 CDA Cares event, and nearly 2,000
patients received free dental care and education.
By investing in technologies, we also advance care quality, convenience and service.
At Sutter Solano:
• We installed patient lifts in intensive care unit to promote safer care and transport.
• We installed Targeting Image-guided Radiotherapy that provides an extremely precise form of
treatment using multiple imaging and motion management techniques for ultra-accurate tumor
targeting.
• We utilized smartpumps for IV therapy that promote patient safety through computerized
systems.
We help drive our local economy.
At Sutter Solano Medical Center we:
• Employ 632 employees, many of whom live in Solano County
• Invested $64 million in salaries and benefits in 2013
10. Sutter Medical Foundation
We expand health care access.
• We hosted a Mammography Day to provide uninsured women the opportunity to receive free
digital mammograms. We were able to screen 388 uninsured women.
• In Yuba / Sutter counties we supported FitQuest, a health, fitness and nutrition program for 5th
and 6th grade students and their families.
By investing in technologies, we also advance care quality, convenience and service.
At Sutter Medical Foundation:
• We provide patients with the latest health care technology, including an electronic medical
record, which improves quality and safety by creating a single medical record for patients
throughout Sutter Health
• Sutter patients can visit My Health Online, a confidential and secure tool allowing patients to
access medical records, view test results, message physician offices, request prescription
renewals, and receive appointment reminders.
• Our imaging centers located throughout the Sacramento Sierra Region offer the latest and
most advanced technology for diagnostic exams, minimally invasive alternatives to surgery and
radiation oncology.
We help drive our local economy.
At Sutter Medical Foundation we:
• Employ more than 3,300 employees at our care centers
• Partner with more than 1,200 aligned physicians who live and work in communities across the
Sacramento and Foothill regions
12. Where do we invest our dollars?
• SHVA reinvests in healthcare for the underinsured, with 2.5 million
dollars provided for charity care on a weekly basis.
• SHVA invests 7 billion dollars a year in new facilities.
• SHVA makes strategic investments in specialty care and
groundbreaking medical research.
• SHVA invests in critical Community Benefits programs and initiatives.
In 2011 alone:
o Sutter Medical Foundation made multiple contributions to the
greater community, for a net Community Benefit of $41,460,352.
o Sutter Health Valley Area provided $166,662,457 in benefits for the
poor and underserved, and $8,145,718 in benefits for the broader
community, for a total quantifiable Community Benefit of
$174,808,175.
13. Priority Areas of Focus
SHVA is interested in supporting organizations that work within the
priority investment areas of our regional hospital system and care
centers. Those priority areas include:
• Access to primary care services within underserved communities
• Removal of barriers to access that occur among those with mental
health and addiction issues
• Programs that support seniors
• Programs that support individuals with chronic diseases
• Programs that provide prenatal and early childhood health services,
especially to mothers and families with limited resources
14. Proposer Requirements
Our sponsorship commitments extend beyond our Community
Investment Awards (grant funding opportunities) in support of such
programs, and when sponsoring, we look for:
• Organizations that engage a broad constituency of support, including
but not limited to civic, community and regional leaders, as well as
foundations, non-profits and the business community.
• Events that celebrate successful health-related programs with proven
impact.
• Events that provide visibility to SHVA representatives, either with a
presence at the event or an opportunity to highlight Sutter’s support of
the organization.
• Events and efforts that foster economic development and vitality, which
is imperative to the overall strength and health of our greater
community .
** Remember that if you have received a Community Investment
Award, you are not eligible for sponsorship funding.
15. Proposer Process
1. Complete this mandatory Sponsorship Webinar hosted by SHVA.
2. Complete the online Sponsorship Proposal form according to all
posted rules and guidelines available at the end of this Webinar.
3. The online sponsorship proposals must be received by the Winter &
Spring timelines.
Note: We will only accept applications through the online sponsorship
proposal. Unfortunately, you are unable to email requests. You may
email attachments to accompany your online Sponsorship Proposal.
4. Online Sponsorship Proposals will be reviewed and awardees will be
notified within eight weeks of submission.
16. Sponsorship Awards
Awardees may be provided some or all of
the following resources and tools:
• SHVA messaging
• SHVA logos
• SHVA videos
• Final reporting guidelines, timelines and tools
17. Sponsorship Timeline
(Winter program)
For CBO events happening
January 2017 - May 2017:
• August 1, 2016: Webinar available
• August 1, 2016 – September 30, 2016: Proposals due
• October 3, 2016 – December 31, 2016: Awardees
announced
• January 2017 – July 2017: Awardee reporting measurable
outcomes
18. Sponsorship Timeline
(Spring program)
For CBO events happening
June 2017 - December 2017:
• January 16, 2017: Webinar available
• January 16, 2017 – March 10, 2017: Proposals due
• March 13, 2016 – May 31, 2017: Awardees announced
• June 2017 – February 2018: Awardee reporting measurable
outcomes
19. Frequently Asked Questions
What format do I submit my proposal in?
• There is now a online Sponsorship Proposal form. Please visit
www.checksutterfirst.org/community/sponsorship to access the form.
How do I apply if my organization has multiple events that cover both
the Winter and Spring timelines?
• Please complete one application for all events year around. You must
include requested dollar amounts for each event.
If my event/organization has multiple sponsorship levels should I
include all options in the proposal?
• Yes, but please be sure to still request a specific dollar amount.
How do I report measurable outcomes for my event(s)?
• After your event has concluded, please report your measurable
outcomes by completing this survey.
20. Frequently Asked Questions
(continued)
If I received a Community Award Investment, can I apply for sponsorship?
• No. We appreciate your commitment to the community, but we can only
support your commitments in the form of Community Award Investments OR
sponsorships. If you have questions about this, email
SHVAsponsorships@sutterhealth.org.
What is the difference between a Community Award Investment and a
sponsorship?
• Community Investments (grants) are based on our community health needs
assessment and focus on programs that increase access for the underinsured.
These are sponsorships that allow Sutter to collaborate with community
based organizations for their events and creates opportunities for Sutter to
support community.
21. Thank You!!!!
For questions, contact:
SHVAsponsorships@sutterhealth.org
To submit a sponsorship proposal, visit:
www.checksutterfirst.org/community/sponsorship