15_16 SNHAF MEMBERSHIP LIST

Transcription

Sacred Heart
Health System
UF Health Jacksonville
UF Health
Shands
Hospital
Teaching Hospitals
Broward Health
Jackson Health System
Mount Sinai Medical Center
Orlando Health
Tampa General Hospital
UF Health Shands Hospital
Public Hospitals
Halifax Health
Orlando Health
Halifax Health
Lee Memorial Health System
Memorial Healthcare System
Sarasota Memorial Health Care System
All Children’s
Hospital
Sarasota Memorial
Health Care System
Specialty Licensed Children’s Hospitals
All Children’s Hospital
Miami Children’s Hospital
Regional Perinatal Intensive Care Center
Lee Memorial
Health System
Memorial
Healthcare
System
Sacred Heart Health System
Children’s Hospitals
Arnold Palmer Hospital for Children
Children’s Hospital at Sacred Heart
Children’s Medical Center at Tampa General Hospital
Chris Evert Children’s Hospital at Broward Health
Golisano Children’s Hospital of Southwest Florida
Holtz Children’s Hospital at UM/Jackson Memorial Medical Center
Joe DiMaggio Children’s Hospital
UF Health Shands Children’s Hospital
Miami Children’s
Hospital
101 N. Gadsden Street, Tallahassee, FL 32301
(850) 201-2096 | www.safetynetsflorida.org
©2015 Safety Net Hospital Alliance of Florida. All rights reserved.
Broward Health
Jackson Health
System
Mount Sinai
Medical Center
SNHA Safety Net
Hospital Alliance
of Florida
BOARD OF DIRECTORS
2015 - 2016
Teaching Hospitals
Broward Health
Mount Sinai
Medical Center
Orlando Health
Public Hospitals
Halifax Health
Lee Memorial
Health System
Sarasota Memorial
Health Care System
Regional Perinatal Intensive
Care Center
Anthony Carvalho
President
!
TEACHING!HOSPITAL!CEO’S!
!
Edward!Jimenez!
Interim!Chief!Executive!Officer!
UF!Health!Shands!Hospital!
1515!SW!Archer!Rd.!
Suite!23C1,!Room!2319!
Gainesville,!FL!32608!
Office:!(352)!773L1500!
Email:!Edward.jimenez@shands.ufl.edu!!
Assistant:!Barbara!Strayhorn!
Email:!longbi@shands.ufl.edu!!
!
!
!
Russell!E.!Armistead!
Chief!Executive!Officer!
UF!Health!Jacksonville!
Administration!1st!Floor!
655!W.!8th!Street!
Jacksonville,!Florida!32209L6597!
Office:!(904)!244L3002!
Email:!russ.armistead@jax.ufl.edu!
Assistant:!Petrease!Senior!
Email:!petrease.senior@jax.ufl.edu!!
!
!
Steven!D.!Sonenreich!
President!&!Chief!Executive!Officer!
Mount!Sinai!Medical!Center!!
4300!Alton!Road!
Warner!Bldg.!5th!Floor!
Miami!Beach,!Florida!33140L2849!
Office:!(305)!674L2223!
Main:!(305)!674L2121!
Email:!sds@msmc.com!
Assistant:!Pricilla!Friedland!
Email:!Priscilla@msmc.com!!
!
!
!
!
!
!
!
!
!
!
!
!
Jamal!A.!Hakim,!MD!
Interim!Chief!Executive!Officer!
Orlando!Health!
Administration!
1414!Kuhl!Avenue,!MP4!
Orlando,!Florida!32806L2093!
Office:!(321)!841L5203!
Email:!jamal.hakim@orlandohealth.com!
Assistants:!Nancy!Overbay!&!Mercedita!Englehart!
Email:!nancy.overbay@orlandohealth.com!!
Email:!mercedita.englehart@orlandohealth.com!!
!
!
Jim!Burkhart,!PastKChairman!
Tampa!General!
Suite!A109!
1!Tampa!General!Circle!
Tampa,!Florida!33606!
Office:!(813)!844L4520!
Email:!jburkhart@tgh.org!
Assistant:!Linda!Lawson!
Email:!llawson@tgh.org!!
!
!
Carlos!Migoya,!Chair!
Jackson!Health!System!
1611!N.W.!12th!Avenue!
West!Wing!Building,!Suite!117!
Miami,!Florida!33136L1005!
Office:!(305)!585L6754!
Fax:!(305)!324L0065!
Email:!carlos.migoya@jhsmiami.org!
Assistant:!Beba!Luzarraga!
Email:!beba.luzarraga@jhsmiami.org!!
!
!
!
!
!
!
!
!
!
www.safetynetsflorida.org
!
SNHA Safety
Net
!
!
!
!
of Florida
!
!
TEACHING!HOSPITAL!CEO’S…CONTINUED!
!
Nabil!El!Sanadi,!MD!
Broward!Health!
Corporate!Offices!
303!Southeast!17th!Street!
Fort!Lauderdale,!Florida!33316!
Office:!(954)!473L7100!
Email:!nelsanadi@browardhealth.org!!
Assistant:!Mary!Ann!Wing!
Email:!MWING@browardhealth.org!!
!
!
PUBLIC!HOSPITAL!CEO’S!
!
Jeff!Feasel!
Halifax!Health!
303!No.!Clyde!Morris!Boulevard!
Daytona!Beach,!Florida!32124!
Office:!(386)!425L4771!
Email:!jeff.feasel@halifax.org!
Assistant:!Mary!Beth!Chvisuk!
Marybeeth.chvisuk@halifax.org!!
Assistant2:!Deborah!Sabotka!
Deborah.sabotka@halifax.org!!
!
Jim!Nathan!
Lee!Memorial!Health!System!
9800!South!Health!Park!Drive!
Suite!200!
Ft.!Myers,!Florida!33908!
Office:!(239)!985L3502!
Email:!jim.nathan@leememorial.org!
Assistant:!Heide!Maclean!
Email:!heide.maclean@leememorial.org!!
!
Frank!V.!Sacco!
Memorial!Healthcare!System!
Executive!Offices!
3501!Johnson!Street!
Hollywood,!Florida!33021L5121!
Office:!(954)!265L5805!
Main:!(954)!987L2000!
Email:!fsacco@mhs.net!
Assistant:!Betty!Hiraga!
Email:!bhiraga@mhs.net!!
!
!
Hospital !Alliance
Teaching Hospitals
Broward Health
Mount Sinai
Medical Center
Orlando Health
Public Hospitals
Halifax Health
Lee Memorial
Health System
Sarasota Memorial
Health Care System
Care Center
Anthony Carvalho
President
!
!
!
!
David!Verinder!
Interim!President!&!Chief!Executive!Officer!
Sarasota!Memorial!Health!System!
Administration!
1700!S.!Tamiami!Trail!
Sarasota,!Florida!34239L3555!
Office:!(941)!917L2498!
Fax:!(941)!917L1716!
Email:!davidLverinder@smh.com!!
Assistant:!Ashley!Alexander!
Email:!AshleyLAlexander@smh.com!!
!
CHILDREN’S!HOSPITAL!CEO’S!
!
M.!Narendra!Kini,!MD!
Miami!Children’s!Hospital!
3100!S.W.!62nd!Avenue!
Miami,!Florida!33155L3009!
Office:!(305)!662L8203!
Email:!narendra.kini@mch.com!
Assistant:!Millie!Baro!
Email:!Millie.Baro@mch.com!!
!
Jonathan!Ellen,!MD!–!ViceKChair!
All!Children’s!Hospital!
501!6th!Street!South!
Department!9310!
St.!Petersburg,!Florida!33701!
Office:!(727)!767L6873!
Email:!jellen@jhmi.edu!
Assistant:!Deb!Mercurio!
Email:!Deb.Mercurio@allkids.org!!
!
REGIONAL!PERINATAL!INTENSIVE!!
CARE!CENTER!
!
Susan!Davis!
Sacred!Heart!Health!System!
5151!N.!Ninth!Avenue! !
Pensacola,!Florida!32504!
Office:!(850)!416L7010!
Email:!susan.davis2@shhpens.org!!
Assistant:!Diane!Burgess!
Email:!diane.burgess@shhpens.org!!
SNHA Safety Net
Hospital Alliance
of Florida
Teaching Hospitals
!
!
Councils,!Corporations!&!Partnerships!
2014!
!
!
Mount Sinai
Medical Center
Orlando Health
Public Hospitals
Halifax Health
Lee Memorial
Health System
Broward Health
Sarasota Memorial
Health Care System
$
$
Care Center
The$ Teaching! Hospital! Council! of! Florida! (THC)$ was$ incorporated$ in$ 1989.$ $ It$
includes$Florida’s$first$teaching$hospital$ training$physicians$for$almost$100$years;$
as$well$as$five$of$the$six$notAforAprofit$teaching$hospitals$in$the$state.$$$The$THC$is$
the$ spokesperson$ for$ all$ graduate$ medical$ education$ issues$ in$ Florida.$ $ $ Lindy$
Kennedy$manages$the$THC$activities.$
$
The!Public!Hospital!Council!(PHC)!was$convened$in$2012$and$includes$six$of$the$
states$seven$public$hospitals.$$$$The$PHC$members$provide$local$health$care$taxes$
(intergovernmental$ transfers$ IGTs)$ to$ the$ state$ to$ be$ used$ to$ draw$ down$ federal$
match$for$the$states$Medicaid$program.$$The$PCH$primary$mission$is$to$maximize$
and$protect$IGTs.$$The$IGTs$contributed$by$the$PHC$generates$hundreds$of$millions$
of$ dollars$ in$ federal$ matching$ funds;$ $ $668$ million$ of$ which$ is$ spread$ throughout$
the$ state$ in$ communities$ that$ do$ not$ contribute$ funds$ to$ the$ Medicaid$ program.$$
Tony$Carvalho$manages$the$PHC$initiatives.$
$
Florida! Association! of! Children’s! Hospitals! (FACH)! is$ in$ partnership$ with$ the$
SNHAF$ via$ the$ Safety$ Net$ Service$ Corporation.$ $ $ The$ Corporation$ and$ the$ SNHAF$
provide$ strategic$ planning,$ messaging$ and$ advocacy$ for$ all$ of$ Florida’s$ children’s$
hospitals.$ While$ SNHAF$ represents$ most$ of$ the$ specialty$ licensed$ and$ imbedded$
children’s$hospitals$in$the$state,$there$are$a$few$notAforAprofit$children’s$hospitals$
that$ are$ not$ a$ part$ of$ SNHAF.$ $ $ Mike$ Cusick$ &$ Lindy$ Kennedy$ manage$ the$ FACH$
initiatives.$
The! Safety! Net! Hospital! Service! Corporation! is$ a$ forAprofit$ subsidiary$ of$ the$
SNHAF$offering$liaison$with$companies$providing$health$care$goods,$services,$and$
community$ benefit$ analyses$ to$ our$ members.$ $ Jim$ Zingale$ manages$ the$ Service$
Corporation$initiatives.$
Committee! on! Safety! Net! Hospitals! of! Florida$ is$ a$ political$ committee$
organized$in$accordance$with$Florida$law$to$support$candidates$for$public$
office.$$$Lindy$Kennedy$manages$the$activities$of$the$political$committee.$
Anthony Carvalho
President
SAFETY NET
HOSPITALS
BY THE NUMBERS
Our Mission and
Why We’re Important
Safety Net Hospitals:
Leading the Way to a Healthier Florida
When Floridians face their gravest challenges, a unique part of
the state’s health care infrastructure is there to support them. For
the burn victim suffering devastating injuries, the father in need
of an organ transplant, the child with a rare form of cancer, the
motorcyclist clinging to life after a highway crash, the single mother
facing an unknown disease without health insurance—for thousands
of people like these across the state with critical health care needs,
Florida’s safety net hospitals are their only lifeline.
The teaching, public and children’s hospitals that make up the
Safety Net Hospital Alliance of Florida (safety net hospitals) play a
crucial role in caring for our state’s neediest citizens, providing highly
specialized medical care, and training our next generation of doctors
to ensure a healthy future for Florida.
Safety net hospitals and our communities also provide essential local
revenue support to help pay for Florida’s Medicaid program. In fact,
our hospitals and communities provided more than $755 million in
local revenues in 2010 that allowed the state to draw down more
than $1 billion in federal Medicaid matching funds.
Beyond our impact on health care, safety net hospitals are also major
economic catalysts in each of the communities we serve. In 2010,
our hospitals collectively employed more than 77,000 non-physician
workers and utilized more than 13,000 physicians. Our operating
budgets totaled nearly $11 billion and helped to support a myriad of
local businesses. Combined, we invested in more than $1.7 billion
in infrastructure improvements—which have direct and indirect
economic benefits in our communities. We also helped to stimulate
the exchange of goods and services in every part of the state, from
the Panhandle to South Florida.
Safety net hospitals shoulder a
disproportionate share of Florida’s health
care responsibilities. These 14 safety net
hospital systems, comprising 23 hospitals,
represent only 10 percent of all hospitals in
Florida, yet they account for 25 percent of
all hospital admissions in the state.
Florida’s safety hospitals
provide:
100% OFTRAUMA
LEVEL I
CENTER
ADMISSIONS
100% OFLEVELPEDIATRIC
I
TRAUMA CARE
68% OFMEDICAL
GRADUATE
EDUCATION
ALL
41% OFCHARITY
CARE
40% OFMEDICAID
ALL
DAYS
$11 BILLION
IN
OPERATING
$
$
EXPENDITURES
Florida’s safety net hospitals are
only 10% of the state’s hospital systems.
We Heal... We Teach... We Care
SAFETY NET HOSPITALS
BY THE NUMBERS
Trauma Care:
100% LEVEL
I
TRAUMA CENTERS
Our Trauma and
Specialty Care
Safety net hospitals provide the majority of trauma care in Florida, and
offer an array of highly specialized services that aren’t available elsewhere—
and benefit everyone in the state.
Trauma centers we hope to never use
Trauma is the number one killer of people between the ages of 1 and 37.
The typical trauma patient is a male between the ages of 16 and 29 who’s
been involved in a motor vehicle accident. Timely access to a trauma
center may be the difference between life and death or recovery and
permanent disability. Here, too, the contrast between safety net hospitals
and other hospitals is stark. Unlike an emergency room, a trauma center
must have highly trained specialists in-house or immediately available
24/7. They must also have access to emergency air transportation for lifethreatening needs.
In Florida, every Level 1 Trauma Center and half of all trauma centers
are within safety net hospitals. Our hospitals provide the highestlevel expertise and the most cutting-edge technology for communities
throughout the state. In total, there are 26 trauma centers in the state;
7 level I, 13 Level II, and 6 Pediatric. (This does not include the 5
provisional level II and 1 provisional level I). Unfortunately, the funding
for such services has become inadequate and unpredictable.
Specialized services specific to safety net hospitals
Outside the world of safety net hospitals, many other businesses determine
their service or product offering based on the volume of need and the
price they can charge for that offering. That formula for economic viability
doesn’t apply to the provision of highly specialized healthcare services like
burn, neonatal and transplantation; and does not trump our mission. These
services can only be rendered by the most highly trained clinicians (both
physicians and nurses). The necessary equipment is equally specialized, and
the recovery is lengthy and labor-intensive. The result is care provision that
drains budgets, but is priceless to those whose lives are saved.
75% TRAUMA
VISITS
WEIGHTED FOR
SEVERITY
Specialized Services:
100% BURN ICU DAYS
75% REGIONAL
PERINATAL
INTENSIVE CARE
CENTERS
70% ORGAN
ACQUISITION
AND BANKING
73% ELECTROCARDIOGRAM
SERVICES
42% RENAL
DIALYSIS
TREATMENTS
42% AMBULANCE
SERVICE TRIPS
While some hospitals avoid the financial drain of these known money-losers, safety net hospitals—compelled by their mission to serve
everyone in their communities with essential services—embrace them. There would be no burn intensive care anywhere in Florida if it
were not for the safety net hospitals. This small group of hospitals also provides 75 percent of the perinatal intensive care, 70 percent of
the organ acquisition and banking, and over half of the neonatal intensive care.
None of us likes to consider the possibility that we or our loved ones will ever need these services. But thanks to the safety net hospitals,
they’re available for all Floridians.
Our Graduate
Medical Education
Most of us associate medical education with Florida’s public and private
university system, and that’s accurate—to a point. But there’s only so
much that can be learned in a classroom. Clinicians need a clinical setting
to put the finishing touch on their training. Nearly 68 percent of Florida’s
Graduate Medical Education (GME) or “residency” training occurs in
safety net hospitals. Each year, these hospitals support about 2,600
residents in more than 245 accredited programs. About 30 percent of the
residents will become primary care practitioners.
The annual cost of this training totals $628 million, with safety net
hospitals receiving federal government reimbursement for only about 40
percent of that amount and zero from the state. This means that these
hospitals must pick up the tab for the other 60 percent, or about $375
million of the state’s GME costs. Why is that contribution essential? GME
training has a direct impact on the availability and quality of physicians
who care for Florida’s citizens. Florida’s GME programs are above the
national average, with 59.4 percent of our residents ultimately practicing
in Florida. Retention after residency is a much greater predictor of where
a physician will practice than the medical school they attended.
Without regard for our strong resident retention, Florida has invested
in medical schools and not medical residencies. As a result, Florida has
become an exporter of medical school graduates. By 2015, half of our
state’s medical school graduates will go to other states to complete
their training. Therefore, our investment in medical schools will in large
measure benefit other states, and does nothing to retain physicians and
improve Florida’s physician workforce shortage.
Florida’s physician workforce needs are significant. We have the largest
and fastest-growing percentage of citizens aged 65 and older, whose
health care needs typically increase with age. Not surprisingly, our
physicians are aging too. We rank fifth in physicians aged 60 or older
(AAMC, 2011) and many worry that we will experience a future physician
shortage even more severe than our current shortage of nurses. But
medical education does more than prepare for the future.
Residents provide health care services to a largely underserved,
underinsured population during their training, and they play a critical
role in research. Residency programs also attract faculty physicians who
make significant contributions to research and advances in biomedical
technology throughout the state. When there are gaps in funding and
physician manpower, as there always are, it is the safety net hospitals that
fill those gaps.
SAFETY NET
HOSPITALS
BY THE NUMBERS
68% GME training
2,600 RESIDENTS
trained annually
245 ACCREDITED
programs
$628 MILLION
annual training costs
$
$
59.4% OFremainRESIDENTS
in Florida
CHILDREN’S HOSPITALS
BY THE NUMBERS
Our Children’s Hospitals
When a child is born with a birth defect, or becomes sick or injured,
families turn to Florida’s children’s hospitals to treat their critical health
care needs. The Safety Net Hospital Alliance of Florida is home to nine of
the state’s 15 children’s hospitals, including two specialty-licensed, freestanding children’s hospitals. Together, we are committed to providing
specialized and comprehensive medical services for all children in need.
As the safety net for children and families, our children’s hospitals deliver
expert care for the most severe and complex medical problems. These
nine hospitals provide nearly 50 percent of the pediatric Intensive Care
Unit (ICU) hospital days in Florida.
100%
70%
PEDIATRIC
specialty trauma
centers
KIDS treated at our
specialty-licensed
children’s hospitals on
Medicaid
totaling MORE
8 YEARS OFTHANCUTS$106.3
MILLION
$13.5 MILLION
cut this year
PEDIATRIC ICU
48.4% ofhospital
days
*Florida’s safety net hospitals are only
10 percent of the state’s hospital systems.
Our specialty-licensed children’s hospitals
Across Florida, there are less than a handful of specialty-licensed, freestanding children’s hospitals to serve the state’s residents. Two of these
facilities – All Children’s Hospital in St. Petersburg and Miami Children’s
Hospital – are members of the safety net alliance. The entire mission of these
two hospitals is focused on treating sick and injured kids, and both hospitals
provide care to a very high percentage of children on Medicaid.
At these hospitals, roughly 70 percent of all children treated are on
Medicaid. They treat kids from every county of the state and with an
average of 65 percent of their hospital beds dedicated to intensive care,
they maintain high severity caseloads for sick and injured children. They
also maintain pediatric trauma centers and operate large pediatric teaching
programs.
In recent years, the Florida Legislature has laudably protected these specialtylicensed children’s hospitals from the full scope of Medicaid reimbursement
cuts that other hospitals have faced. However, the bottom lines of these
hospitals are still strained by the fact that Medicaid reimbursements are
below the actual cost of providing care, and these hospitals do not receive
any federal support from Medicare.
Our children’s hospitals within hospital systems
In addition to the specialty-licensed children’s hospitals, there are seven
other hospital systems within the safety net alliance that operate major
children’s hospitals. The entire mission of these children’s hospitals also
is focused on treating sick and injured kids. They also treat a very high
percentage of children on Medicaid, maintain pediatric trauma centers and
operate large pediatric teaching programs.
CHILDREN’S HOSPITALS
IN THE SAFETY NET ALLIANCE
Specialty-licensed children’s hospitals
s All Children’s Hospital, St. Petersburg
s Miami Children’s Hospital, Miami
Children’s hospitals within hospital
systems
s Arnold Palmer Hospital for Children at
Orlando Health, Orlando
s Chris Evert Children’s Hospital at
Broward Health, Fort Lauderdale
s Holtz Children’s Hospital at Jackson
Health System, Miami
s Joe DiMaggio Children’s Hospital at
Memorial Healthcare System, Hollywood
s Sacred Heart Children’s Hospital at
Sacred Heart Health System, Pensacola
s Shands Hospital for Children at
University of Florida, Gainesville
s The Children’s Hospital of Southwest
Florida at Lee Memorial Health System,
Fort Myers
Continued on back
These children’s hospitals include: Arnold Palmer Hospital
for Children at Orlando Health; Chris Evert Children’s
Hospital at Broward Health, Fort Lauderdale; Holtz
Children’s Hospital at Jackson Health System, Miami; Joe
DiMaggio Children’s Hospital at Memorial Healthcare
System, Hollywood; Sacred Heart Children’s Hospital at
Sacred Heart Health System, Pensacola; Shands Hospital
for Children at University of Florida, Gainesville; and The
Children’s Hospital of Southwest Florida at Lee Memorial
Health System, Fort Myers.
Unfortunately, the Legislature has targeted these seven
hospital systems for significant Medicaid cuts, which has
directly impacted the pediatric programs at their children’s
hospitals. The federal Medicare disproportionate share
funding available to these hospitals in no way offsets
these significant state Medicaid cuts. In the last eight years,
safety net children’s hospitals have been forced to absorb
YEARLYCUTSTOTALINGOVERMILLION4HISYEARALONE
safety net children’s hospitals have been cut by more than
MILLION
The bottom line on Medicaid cuts and
caring for kids
Years of sustained Medicaid cuts have disproportionately
impacted safety net children’s hospitals, which collectively
provide nearly 50 percent of the state’s pediatric ICU
hospital days, and nearly 44 percent of the state’s pediatric
acute, ICU and neonatal ICU hospital days. These safety net
hospitals must also contend with high Medicaid caseloads
for which the state does not reimburse the full cost of
providing care. With nearly two out of three children
in Florida insured under the Medicaid program, these
reimbursement shortfalls are undermining our hospitals’
mission to care for all, regardless of their ability to pay.
Whether treating a toddler with a congenital heart
defect or supporting a cancer-stricken teen through
chemotherapy treatments, the safety net children’s
hospitals are dedicated to providing the highest levels
of care to all kids who need help. Legislatively-imposed
Medicaid cuts that disproportionately impact safety net
hospitals could erode access to care for Florida’s sick and
injured children and harm hospital pediatric programs
that benefit all of the state’s children.
.'ADSDEN3TREETs4ALLAHASSEE&LORIDA
OUR STORIES
Toddlers become pals while
battling rare heart disorders
The playful smiles of three-old-year friends Cody and
McKenzie provide no hint of the frightening moments their
families faced during each child’s earliest weeks. They
were born just a day apart–each with different rare heart
defects that would require several intricate surgeries,
stays in All Children’s Hospital’s Neonatal Intensive
Care Unit and Cardiovascular Intensive Care Unit, and
interventions in the Cardiac Catheterization Lab.
Cody had a defect known
as hypoplastic left heart
system, in which the left
half of the heart is not fully
developed. Approximately one
in every 4,115 babies is born
with this type of problem.
McKenzie was born with a
problem that is even rarer.
Called truncus arteriosus,
it’s a defect that occurs in
one in approximately 12,200
babies. Instead of the normal
two ventricles coming out
of the heart’s four pumping
chambers, in truncus
arteriosus there is only one
ventricle.
But here are some odds that are even longer: Cody and
McKenzie, born just a day apart, are from families that
live just a few miles apart and attend the same church.
Both families live more than 120 miles away from All
Children’s in St. Petersburg, but they knew they needed the
hospital’s expert care for a life-threatening heart defect.
Having a newborn with such a serious problem can
lead a parent “to feel lost a lot of the time,” says
McKenzie’s mother. She is thankful for the support and
understanding her family experienced at All Children’s.
“The entire staff goes out of their way to make you feel
grounded.”
The integration of All Children’s with Johns Hopkins
Medicine has brought new opportunities for collaborative
research and education among the pediatric heart
specialists in St. Petersburg and Baltimore. These
endeavors will help many more children who need the most
advanced cardiac care in order to survive and flourish.
To show their thanks, McKenzie’s family is starting a
support group in their community for families of children
with congenital heart defects so that they can share
some of the education, support and hope they received at
All Children’s.
SAFETY NET
HOSPITALS
BY THE NUMBERS
Our Economic Impact
Florida’s safety net alliance hospitals are
major employers and economic engines for our
regions and for the state of Florida.
Typically, safety net hospitals are among the largest employers
in every community we serve. Collectively, these 14 hospital
systems provide more than 77,000 non-physician hospital jobs to
Floridians, providing excellent employment opportunities to our
citizens with a vast range of highly skilled to entry-level positions.
Additionally, safety net hospitals collectively utilize more than
13,000 Florida physicians, who are either on staff or have hospital
privileges.
But the true economic impact of our hospitals doesn’t end
with employment inside the hospital walls. Safety net hospitals
collectively generate more than $10 billion in operating expenses
annually. A significant percentage of these expenses are dedicated
to employing a myriad of local businesses and vendors, and
forging community partnerships—meaning that safety net hospitals
help local economies and health care networks to thrive.
Further, safety net hospitals collectively made more than
$1.7 billion in infrastructure improvements in 2009, the latest
year state data on such improvements was available. These bricksand-mortar investments add value to communities, spur further
economic development in the surrounding neighborhoods, and
provide opportunity for local construction contractors.
Additionally, the affiliations that safety net hospitals have with state
universities and colleges help attract research dollars to Florida and
attract the next generation of physicians and nurses to train, work
and live in the state.
The economic impact of
safety net hospitals
Here is a snapshot of the economic
impact that Florida’s safety net
hospitals had in 2010.
Collectively, our 14 hospital
systems provided:
77,292 JOBS
for nonphysician hospital
employees
for
13,318 POSITIONS
physicians who
are either on staff
or have hospital
privileges
$4.49 BILLION
in total
payrolls
$
$
$10.7 BILLION
in total
operating expenses
that help support
myriad local
businesses and
vendors
$1.7 BILLION
in
infrastructure
improvements that
enhance health
services for citizens,
bring added value
to communities
and spur local
construction trades*
*2009 data, as AHCA discontinued tracking infrastructure improvements in 2010.

15_16 SNHAF MEMBERSHIP LIST

Transcription

Similar documents

Number of surgery/ procedure done : 1,86,090 Amount spent

Reliable health information on ibxpress.com poster

Customer`s recommendations using the SCI technology:

FL7891-R3 Florida Product Approval for International Beams I

Florida International Magazine: "Summer

departemen administrasi dan kebijakan kesehatan fakultas

High Technology

Florida Odyssey of the Mind—2016 Apparel

- Tree cactus is-afSOToundonlower

Plexxus Annual Report FY12