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Low-Income Pool Primary Care Application: Community Health of South Florida Inc
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1. Applicant: Community Health of South Florida Inc 2. Medicaid Provider Number: 02957800 3. Provider Type: Private nonprofit Federally-Qualified Primary Health Care Provider 4. Amount applying for: $850,000 5. Identify as a new or enhanced program: Enhanced program 6. Description of the delivery system and affiliations with other health care service
providers The Community Health of South Florida Inc (CHI) health care delivery system is a comprehensive integrated model that is driven by a local community’s identified health care needs and barriers; barriers include racial, cultural and linguistic diversity; fear of deportation; adverse health attitudes and beliefs; untreated chronic disease; mental health conditions; poverty; and lack of insurance. Services in CHI health centers, all of which are located in medically underserved and health professional shortage areas in Miami-Dade and Monroe counties, include • Well care, such as routine check-ups, physicals, screenings, and immunizations • Emergency and sick visit care for illnesses such as colds and flu • Treatment and management of chronic and acute conditions such as arthritis,
asthma, diabetes and hypertension • Diagnostic procedures, including x-rays • OB/GYN services, including pre-natal and post-partum care • Dental and oral health services • Ancillary services such as pharmacy, radiology, and laboratory; for moderate and
complex lab work, centers use contracted commercial laboratories • Free delivery of low cost medication • Transportation: If requested, CHI provides transportation for patients from their
homes to the nearest health center for their appointments. For specialized services that the center staff cannot provide, for example in areas such as cardiology and neurology, CHI refers patients to area specialists
Key components of CHI’s delivery system are • Integration of primary and behavioral health care services: Mental health
counselors are embedded in primary care units and screen all patients for depression, anxiety, schizophrenia, alcohol and substance abuse. Cross-referrals are made between primary care and mental health providers.
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• Case management: A highly effective case management system provides an additional level of supportive care. A nurse and social worker provide patients with referrals, advocacy linkages, networking and monitoring of preventive services, perinatal care, PEPW application, connection to Woman Infant Children (WIC), and healthy start services.
• Community Health Workers Program: Outreach workers go neighborhood by
neighborhood to help children and families gain access to CHI health centers, enroll in programs such as Florida KidCare and Medicaid, and generally increase their contact with primary care services. Many live in the neighborhoods where they work, serving as ambassadors for CHI while raising increasing awareness of community needs
CHI has several partnerships and linkages with public and private community health care service providers that will enable the future West Kendall Health Center (WKHC) to efficiently utilize federal, state and local resources to meet the target population’s health care needs. Among them are:
• Baptist Hospital (newly opened in West Kendall): hospitalization and specialty care
• Jackson Memorial Hospital: hospitalization and specialty care • Miami Children’s Hospital: referrals for pediatric patients with special needs • South Florida AIDS Network: diagnosis, primary care, case management,
medication and social services to HIV/AIDS patients • Miami-Dade Health Department: WIC, Healthy Start, STD and TB testing and
treatment • RCMA: child development and care services for Migrant Seasonal Farm Worker
children • Florida Department of Children and Families: facilitating insurance coverage for
uninsured pregnant women and children. 7. Service Area
The West Kendall Health Center service area includes the neighborhoods within the zip codes of 33176, 33177, 33186, 33187 and 33196. West Kendall is located in the southwest corner of Miami-Dade County; it runs from Krome Avenue (SW 177th Ave) to SW 107th Avenue and from Kendall Drive (SW 88th St) to Coral Reef Drive (SW 152nd St).
8. Service Area characteristics West Kendall is a racially, culturally and linguistically diverse community. It is one of the fastest growing and most densely populated communities in Florida (Kendall Federation of Homeowners). It is home to many undocumented immigrants, including Haitian families who fled to the U.S. following the 2010 earthquake. Total population
Low-Income Pool Primary Care Application: Community Health of South Florida Inc
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in the service area zip codes is 230,433 (2010 UDS Report). Demographic breakdown for West Kendall is not available since, for census purposes, West Kendall is counted within the suburb of Kendall. The service area zip codes lie in Florida congressional districts 18, 21, and 25. Demographic breakdown for these districts is Hispanic 67 percent, 72 percent and 76 percent respectively; and Black 7 percent, 10 percent, and 9 percent respectively. West Kendall has a substantial low-income population, with nearly a quarter of the population classified as low-income (UDS Report). Of the service area target population, 50 percent lives below 100 percent of the poverty level; for a family of four, this translates to living on less than $23,050 per year. West Kendall has a low penetration rate by community health centers. In 2010, only 23 percent of the low-income population accessed primary health care services through community health centers (UDS Report). In 2011, Community Health of South Florida served 60,700 patients in South Miami-Dade and Monroe counties; 15 percent of patients resided in the proposed service area zip codes. Of total patients served, 54 percent were Hispanic, 31 percent were Black, and 9 percent were White non-Hispanic. Among patients 14,215 were homeless and 4,762 migrant and seasonal farm workers (UDS Report). Although homeless and migrant workers do not reside in significant numbers in West Kendall, CHI estimates that many immigrant families live in the area with extended families and friends with no permanent address, thus meeting the definition of homeless. Data from the 2010 Miami-Dade Community Health Report indicates that West Kendall residents have among the county’s highest rates of preventable hospital admissions for conditions that indicate poor health maintenance and lack of access to primary health care. Among these are asthma, pneumonia, diabetes complications, hypertension, and urinary track infections. Rates of obesity, sexually transmitted diseases and HIV are on the rise, while fewer women received mammograms and fewer adults had regular dental care. Among patients served in 2011 by CHI, 69 percent carried no medical insurance (UDS Report). Patient payment sources consisted of Medicaid 23 percent; Medicare 4 percent; private insurance 4 percent. CHI anticipates a similar payment source trend for WKHC. Although in 2009 income in the service area was estimated to be 28 percent uninsured, the West Kendall area has many small businesses that employ local residents. In the past two years many have stopped offering employees health insurance as a result of spiraling premium costs. This leads CHI to anticipate a higher number of uncovered patients.
9. Organizational Chart and point of contact:
Mr. Brodes Hartley Jr., President and CEO
Tel: 305-252-4853 Organizational chart (attached – see p.5 of the Organizational Chart)
Low-Income Pool Primary Care Application: Community Health of South Florida Inc
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10. Proposed budget for funding detailing the request: Through this proposal, CHI requests $850,000. The budget is attached and follows the narrative.
11. Provide a brief summary of your proposed project:
Community Health of South Florida Inc proposes to establish a community health care center in the West Kendall neighborhood of Miami-Dade County. The ultimate goal of the West Kendall Health Care Center (WKHC) is to improve the health status of the local underserved population. WKHC will provide culturally and linguistically appropriate primary and mental health care services to users at all stages of life, from infants through the elderly, regardless of ability to pay. It will replicate the comprehensive integrated health care delivery system in place at CHI’s seven other community health centers in Miami-Dade and Monroe counties.
CHI anticipates that after the first year, the WKHC will serve an estimated 6,000 unduplicated users with 16,500 patient visits. The majority will be Hispanic and Black, including African American, Haitian, and other Caribbean immigrants. The center will target the very low and low-income populations. This request will fund hiring of a medical team at West Kendall that includes 1.0 FTE Family Practitioner, 0.8 FTE Pediatrician, 1.0 FTE Licensed Practical Nurse, 3.0 FTE Patient Care Technicians and 2.0 FTE patient financial services specialists. Following successful implementation, CHI will seek to hire additional staff to provide obstetrics, mental health and oral health care services on site; these services will be available immediately upon startup at CHI’s other locations. The center will utilize the Electronic Health Record to ensure staff works with the most accurate and updated patient information. WKCH will be open Tuesday through Friday, with evening hours on at least two days, and on Saturday morning. A health care provider will be on 24-hour call for consultation on after-hour emergencies. The West Kendall Center will be located at a long-term leased property which is easily accessible by public transportation. The proposed 3,000 square foot building will be zoned for commercial use. It will be fully equipped to provide state-of-the-art primary and mental health care services with expansion capability. Space will include six exam rooms (to be shared among health care services); lab/phlebotomy room; bio-hazardous materials room; and storage room. There will be a reception area and waiting room for 30 people; a nurse’s station and two offices.
12. Describe plan for identification of participants for inclusion in the population to be
served in the project The proposal to expand services in the West Kendall area is the result of CHI’s ongoing strategic planning. As part of this process, CHI reviews trends in local health care needs, identifying gaps in services and, strategically plans to provide health care
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services to meet community needs. CHI began plans to expand services to West Kendall in 2007, completing a full needs assessment of the organizational service area including the target community in 2009. For the past three years, two West Kendall residents have served on the CHI board, bringing with them unique insights into local needs. CHI is an active part of the communities it serves, partnering with other social service providers, local schools, and faith-based organizations to ensure that all members of the community in need of health services are identified. CHI also maintains excellent relations with local elected officials, working closely with them to identify needy constituents. To identify and serve eligible school-age children, CHI provides health care services in maintaining health teams in 31 Miami-Dade County public school sites; CHI was recently awarded four additional school based sites, some of which are located in the West Kendall area. Through the Healthy Body/Healthy Soul Program, CHI partners with clergy and members of the faith-based community in health promotion and outreach activities. CHI will bring these types of initiatives to the West Kendall community. As noted earlier, the Community Health Worker Program is a key aspect of CHI’s health outreach and delivery system. These trusted and well-trained members of the community go block-by-block in neighborhoods to identify and recruit hard-to-reach populations who are not using primary health care services. For the West Kendall service area, CHI plans to utilize existing Community Health Workers (CHW), of which CHI has 12; to identify community residents who can take advantage of the new health care services. The existing CHWs work alongside a Health Navigator (HN) to assist patients navigate the health care system, link to resources and enroll in health insurance plans.
13. How will access to primary care access system services be enhanced by this
project? This project will enhance access to primary care services by • Creating a medical home for residents and reduce ER useage • Providing services on a sliding fee scale • Accepting all Medicaid and Medicare patients • Providing evening and Saturday morning hours, same day emergency appointments,
and access to health providers outside of health center hours • Providing transportation to and from the health center for patients who lack access
to public or private transportation • Employing culturally diverse individuals, many of whom reside in the service area,
to bring hard-to-reach populations into the primary health care system
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14. Does the enhancement include hours of operation after 5:00 pm and/or on weekends at existing sites, or the establishment of a new clinic site? The enhancement of primary care services includes establishment of a new clinic site with after-hours operation. The West Kendall Health Center will be the neighborhood’s only federally qualified health center; the next closest health center site is in West Perrine, approximately 5 miles away. Initially, WKHC’s 40 hours of operation a week will include two days a week with hours after 5:00 pm, remaining open until 7:00 pm on Tuesday and Thursday, and Saturday mornings from 8:30 to 12:30 pm. Based on utilization, the Center’s hours of care will be adjusted to accommodate patients’ needs. In addition, WKHC will ensure continuity of care after clinic hours by ensuring patients will be able to reach a provider by telephone via a 24/7 answering service.
15. Describe your capability to serve minority and culturally diverse populations:
CHI places great importance on hiring culturally diverse, bilingual health care providers. Many staff members are bilingual in Spanish, Creole and French Creole. For the West Kendall Center, CHI will recruit bilingual and culturally diverse staff members who will go through formal multi-ethnic and cultural staff training offered as part of the organization’s assessment and education processes. For instance, in June 2012, the National Center for Farmworker Health provided Cultural Competency and Health Literacy training for CHI staff that focused on building skills needed to practice culturally and linguistically appropriate services. Among its results, the training created six expert CHI staff able to train new employees upon hire and at annual updates for employee refresher. In addition to training staff, WKHC will employ bilingual Health Navigators to assist patients unfamiliar with the health care system. As per CHI policy, the West Kendall Center will provide all documents and post all notices and signs in Spanish and Creole.
16. Describe how you will identify and address health care diversity issues as well as
health care literacy barriers: CHI uses both formal health reports and informal employee and user input to identify community needs and health care diversity issues. The board uses findings of organizations such as the Health Council of South Florida, including the Community Health Report Card, the Florida County Health Profile, Health and Human Services Community Health Status Indicators, and the Community Health Worker Status Report. CHI will address health care diversity issues through participation in Health Disparities Collaboratives sponsored by the Bureau of Primary Health Care, specifically the Diabetes and Depression Collaboratives. WKHC will enroll patients suffering from diabetes and depression in these collaboratives. Participation will provide WKHC medical staff with additional support and guidance from national experts as well from Southeast Atlantic Health Disparities Collaborative regional staff on essential elements of excellent care. CHI anticipates expanding this care management approach to clinic patients with other chronic diseases, such as asthma and heart disease.
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Health care literacy is a key part of CHI’s patient care approach. Accordingly, WKHC will implement patient education and chronic disease self-management programs, such as CHI’s Living Healthy Program. This free six-week program is designed to help patients learn how to cope with and manage their own health; workshops address topics such as setting health goals, stress management, pain and fatigue management and health nutrition. The program is also offered in Spanish. WKHC will also implement health education programs designed to promote a healthy childhood for their youngest patients through programs such as Healthy Steps, which addresses concerns of new parents, and Healthy Start, which offers classes in parenting, breast feeding, nutrition counseling, tobacco cessation and child birth education. Through the Chronic Disease Self Management Program, CHI provides Stanford University’s evidence-based training to teach elderly residents how to manage their chronic conditions.
17. Describe measures and data sources that you will use to evaluate the effectiveness
of each initiative comprising your project: CHI evaluates effectiveness of its initiatives based on clinical outcomes as well as patient experience. Data from the Management Information System, chart audits, peer review, and patient satisfaction surveys are obtained monthly and reported to CHI’s Primary Care Performance Improvement Committee (PCPIC) for analysis and identification of areas for improvement. PCPIC data and analysis are shared with corporate staff, the CEO and the Board for input and resource allocation decisions. Monthly reviews of cost and productivity data – among them are payor mix, no show rates, use of ancillary services – contribute to assessments by the Director of Finance and Chief Medical Officer of the cost effectiveness of services provided. CHI performs patient satisfaction surveys monthly; WKHC patients will be included in these surveys for their perception of access to care, quality of care, and customer service. In terms of clinical initiatives, CHI uses the following measures and data sources to evaluate effectiveness:
Focus Area Performance Measure Data Source Diabetes Percentage of diabetic patients whose
HbA1c levels are 9 percent or lower Chart review
Cardiovascular disease Percentage of adults with hypertension with blood pressure under 140/90
Chart review
Cancer Percent of female patients who have one or more Pap tests within past two years
Chart review
Prenatal Health Percentage of pregnant patients who begin prenatal care in first trimester
Electronic Health Record
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Perinatal Health Percentage of births under 2,500 grams Chart review Child Health Percentage of children age 2 with
appropriate immunizations Chart review
Behavioral Health Percentage of patients diagnosed with depression
Practice Management System
Oral Health Percentage of patients who have an oral exam
Chart review
18. Describe data collection and reporting capabilities including systems and staffing resources, provide a reporting template: For data collection, CHI uses a state-of-the-art Management Information System whose key components are the Practice Management System and the Electronic Health Record (EHR). Staff can query for data on the selected process and outcomes indicators (the only exception is immunization compliance in children under age two which is performed using chart audits). Data in the EHR is coded using MEDCIN nomenclature. CHI has a full-time Data Management Specialist to obtain data from provider point of care documentation. As noted earlier, CHI participates in Health Care Disparities Collaboratives on Diabetes and Depression, using the EHR to collect data. A key component of these activities is to query patients’ registry in order to identify those overdue for tests and follow-ups. The EHR’s decision-support tools help maintain clinician general and patient-specific knowledge. For example, with early diagnosis and effective treatment of hypertension and diabetes, CHI will reduce morbidity and mortality from cardiovascular disease, one of the conditions prevalent in the proposed service area. Implementation of the Depression Collaborative will result in an increase in screening and early treatment for depression, with an ultimate decrease in suicides.
Budget Category Year I
GRANT
2012-13 LOW INCOME POOL Tier-One Milestone $850,000
TOTAL GRANT $850,000
EXPENSES
PERSONNEL: $443,652
FRINGE BENEFITS @ 19.44%:
FICA @ 7.65% 33,939
Health Insurance @ 5.65% 25,066
Life Insurance @ .80% 3,549
Unemployment Compensation @ .59% 2,618
Workers Compensation @ .65% 2,884
Retirement @ 4.00% 17,746
Wellness @ .10% 444
TOTAL: PERSONNEL & FRINGE $529,898
TRAVEL
Providers CME ($1,415.50 x 1.8 FTE's) $2,547
Nursing CME ($1,000 x 1.0 FTE's) 1,000
Local Travel (5,000mi @.445 cents/mile) 2,225
TOTAL TRAVEL $5,772
EQUIPMENT Qty Price Cost
Side chair w/o arms, Terra Cotta 55 $109 $5,995
Executive Office Chairs (Black Task Chairs) 3 78 234
Stool, exam, airlift w/back, Terra Cotta 6 175 1,049
Foot ring for exam stool 6 88 528
Commercial refrigerator/freezer 2 688 1,376
Intergrated Diagnostic System 6 755 4,530
Physician Digital Scale 6 279 1,673
Pediatric exam table, digital 1 1,901 1,901
Exam Table, Hydrolic Special 5 1,069 5,344
Cardio AED (Burdick 9232-501) 1 1,399 1,399
EKG Machine (Hologic Sahara BMD Ultrasound Bone Density Densitometer) 1 6,000 6,000
Exam Light, Halogen Gooseneck w/wheels 6 179 1,074
Shelf, Vanity w/3 hooks 13 53 684
Community Health of South Florida, Inc.
Line-Item Budget Justification2012-13 LOW INCOME POOL Tier-One Milestone
Budget Category Year I
Casework, Best Value base and overhead, Terra Cotta 48" w/sink and faucet, 12 lt hand, 11 r 6 1,639 $9,834
Waste container step lid for biohazard waste 6 197 1,182
Desk 20" x 40" , metal, assembled, 3 drawer5 559 2,795
Flag system 6 53 318
Sundry jars 5/pk, labled, plastic preferred 6 52 313
Holder, glove box, 2 box capacity 6 31 187
PC Work Surface, Ritter 222 6 405 2,430
Casters for 152-001 Lamp 6 25 149
Waste Receptacles 10 30 300
Computer & Keyboard 12 400 4,800
Computer Monitor 12 135 1,620
Laptops 2 949 1,898
12 Phones and Switching Gear 1 6,150 6,150
Wiring for Phone System 1 3,250 3,250
Security System 1 3,500 3,500
Fire Alarm System 1 20,256 20,256
Document Management Stations 1 7,000 7,000
Shelving for Storage and Medication/Supplies 1 2,680 2,680
Automatic Paper Towel Dispensers 11 42 462
Soap Dispensers 11 8 90
Hand Sanitizer Dispensers 11 9 99
Diesel Generator (35 Kilowatts) 1 30,720 30,720
6' Tables 2 263 526
Lab Casework 1 7,000 7,000
TOTAL: EQUIPMENT $139,345.68
SUPPLIES
Medical Supplies $12,756
Laboratory Supplies 3,989
Office & Printing Supplies 2,422
Other Supplies 2,266
TOTAL: SUPPLIES $21,434
CONTRACTED SERVICES
Patient Care Contracts :G.V. Transcription 4,060 lines @.15cent/line $609
Physician Contract to cover personal time off (288 hours x $75.00/hr) 21,600
Nursing Contract to cover personal time off (160 hours x $35.00/hr) 5,600
Other Support Staff Contract to cover personal time off (900* x $18.00/hr) 16,200
Subtotal: Patient Care Contracts $44,009
Budget Category Year INon-Patient Contracts:Computer Maintenance Contract HCN (organization annual cost - $31,330/mth) x 2% $7,519
IDS fees - HCN (organization annual cost - $53,764/mth) x 2% 12,903
Central Billing - HCN (organization annual cost - $51,667/mth) x 2% 12,400
ADP-Time & Attendance - HCN (organization annual cost - $12,352/mth) x 2.0% 2,964
Patient Credit Cards Verifications - Trans Union (organization annual cost - $1,790/mth x 2%) 430
Patient Insurance Verifications - Passport Health Communications (organization annual cost - $4,756/annual x 2% 1,141
Citi Technology-Docutek (organization annual cost - $4,066/mth) x 2% 976
Getting Castle (autoclave, organization annual cost - $465/mth) x 2% 112
Subtotal: Non-Patient Care Contracts $38,446
TOTAL: CONTRACTUAL $82,455
OTHERAudit Services with Sharpton, Brunson & Company, P.A. (organization annual cost - $59,590 x 2%) $1,192
Telephone & Utilities 13,012
Postage & Publication 1,553
Rental Facility (3,000 SF * $17.55 = $52,639 annual cost) 52,639
Rental Equipment (Lease - Copier/Fax Machine Combo @ $225.00/mth) 2,700
TOTAL: OTHER $71,096
TOTAL: ALL BUDGET $850,000
Grant Support:
Employee Job Annual FTE's ProratedName Title Salary % Salary
Vacant - Step 9 Family Practitioner 154,378 1.00 $154,378
Vacant - Step 9 Pediatrician 143,884 0.80 115,107
Vacant - Step 8 Licensed Practical Nurse II 38,932 1.00 38,932
Vacant - Step 8 Patient Financial Service Specialist 27,047 2.00 54,094
Vacant - Step 8 Patient Care Technicians 27,047 3.00 81,141
Total Salaries Year 1 - FTEs 7.80 $443,652
Fringe Benefits @ 19.44% 86,246
Total Personnel Costs $529,898
Year 1
Year 1 and 2
Community Health of South Florida, Inc.
Personnel Costs2012-13 LOW INCOME POOL Tier-One Milestone
July 31, 2012 Brodes H. Hartley, Jr President/CEO Community Health of South Florida, Inc. 10300 S.W. 216th Street Miami, Florida 33190 Dear Mr. Hartley: I am writing this letter in strong support of Community Health of South Florida, Inc., Low Income Pool application. If approved CHI will utilize the funds to establish a community health center in West Kendall. CHI has a long history of proving comprehensive affordable healthcare services. During 2011, CHI provided primary and behavioral healthcare to 60,720 patient and 283,381 patients care visits. CHI is a successful model in our community providing accessible, high quality primary care services to all residents of Miami-Dade and Monroe Counties, especially the underinsured and uninsured communities. CHI will have a positive impact in reducing healthcare disparities and barriers by providing access to comprehensive, accessible, and quality healthcare. As the number of uninsured continues to increase, your services become more important then ever. We strongly support CHI and believe that the health services CHI provides is vital for the welfare and well-being of the community. Sincerely,
Dennis C. Moss Miami-Dade County Board of County Commissioners District 9
Office o f The Honorable Commiss ioner Dennis C. Moss Miami-Dade County Board of County Commissioners
□ Downtown Office
111 NW 1st Street, Suite 320 Miami, Florida 33128
(305) 375-4832 │ Fax (305) 372-6011
□ District North Office 10710 SW 211
th Street, Suite 206
Miami, Florida 33189 (305) 234-4938 │ Fax (305) 232-2892
□ District South Office 1634 NW 6th Avenue
Florida City, Florida 33034 (305) 245-4420 Fax │ (305) 245-5008
Dennis C. Moss District 9
TABLE OF ORGANIZATION
May 4, 2012
TABLE OF ORGANIZATION
Board of Directors
Chief Medical Officer
Vice President Nursing
Director Human
Resources
Director Logistics
Executive Vice
President
Vice President Finance
Vice President
Enabling & Programs
Vice President Behavioral
Health
May 4, 2012 Executive Staff
Chief of Staff President/CEO
TABLE OF ORGANIZATION
Corporate Staff
Board of Directors
Vice President Nursing
Director Human
Resources
Director Logistics
Executive Vice
President
Vice President Finance
Vice President
Enabling & Programs
Vice President
Behavioral Health
Radiology Manager
Laboratory Manager
Chief Medical Officer
Director Dental
Director Health Information
Management
Director Pharmacy
Director School Based Health &
Migrant Services
Director Community Affairs & Gov’t Relations
Chief of Security
Director MIS
Internal Auditor &
Compliance Officer
Director Planning &
Development
Director Performance Improvement
Director Education &
Infection Control
Chief of Staff President/CEO
May 4, 2012
TABLE OF ORGANIZATION
May 4, 2012 CMO Dept/Staff
Radiology Manager
Laboratory Manager
Medical Directors
Director Dental
Director Health Information
Management
Director Pharmacy
Deputy Chief Medical Officer
Executive Secretary
Chief Medical Officer
TABLE OF ORGANIZATION
May 4, 2012 Exec. VP Dept/Staff
Executive Vice
President
Director Community
Affairs & Gov’t Relations
Chief of Security
Director MIS
Internal Auditor &
Compliance Officer
Director Planning &
Development
Director Performance Improvement
Volunteer Program Manager
Health Center Site Managers (administrative)
Everglades Site
Manager
Marathon Site
Manager
MLK Site
Manager
Naranja Site
Manager
S. Dade Site
Manager
W. Perrine Site
Manager
Data Analyst
Clinical Oversight by VP Nursing
Executive Secretary
Doris Ison Site
Manager
Licensed Health Risk Manager
GE Care Coordinator
PCMH Coordinator
West Kendall Health Center
TABLE OF ORGANIZATION
May 4, 2012 VP Nursing Dept/Staff
Vice President Nursing
Employee Health
Healthy Start
Program Manager
Director Education
& Infection Control
Director School Based
Health & Coordinator
Migrant Services
Nutritionist
Health Connect in
Our Schools
COPE South
Joint oversight
with VP BHCC
Migrant Services
Chronic Disease Self Management Program Manager
Employee Wellness Program
Coordinator
Executive Secretary
Urgent Care
Center
Administrative oversight by
Exec VP
Health Center Site Managers
(clinical)
CSU Clinical Coordinator
TABLE OF ORGANIZATION
May 4, 2012 VP BHCC Dept/Staff
Quality Assurance
Coordinator
Coordinator for Comprehensive
Services
Licensing Compliance
Manager
Coordinator for Special Programs
Joint oversight with
VP Nursing
CARES Manager
CHI LINKS Program
Executive Secretary
CSU Clinical Coordinator
Manager Medical Services
Coordinator for
Therapeutic Services
Vice President Behavioral
Health
TABLE OF ORGANIZATION
May 4, 2012 VP Enabling Services & Special Programs Dept/Staff
CPCP
Alliance for Aging
“Shine” Program
CHI CCI
Univ. of Miami Cancer Project
Health Connect in Our
Community
DCF Access Program
Pamper Program
Elderly Programs
Executive Secretary
Vice President Enabling Services
& Special Programs
Joint oversight
with VP Finance
Medication Assistance Program
Healthy Body
Healthy Soul Program
TABLE OF ORGANIZATION
May 4, 2012 VP Finance Dept/Staff
Vice President Finance
Financial Analyst
Contracts and Grants / BHCC
Financial Analyst General Ledger /
Accounts Payable / Central Receiving
Director Managed
Care
Financial Analyst
New Budgets / Payroll
Joint oversight
with VP Special Programs
Medication Assistance
Financial Analyst Patient
Accounts / Accounts
Receivable / Call Center
PFSS DFSS LSS
TABLE OF ORGANIZATION
May 4, 2012 HR Dept/Staff
Director Human
Resources
Credentialing Job
Description / Payroll
Receptionist / Applications
(Clerk III)
Employee Evaluations
Interview scheduling /
Audits
TABLE OF ORGANIZATION
May 4, 2012 Dir. Logistics Dept/Staff
Director Logistics
Logistics Manager
Clerk III
Print Shop
Transportation Dispatch
Maintenance Supervisor
Environmental Supervisor DI
Environmental Supervisor MLK
Purchasing / Warehousing
Cafeteria Manager
TABLE OF ORGANIZATION
May 4, 2012 President/CEO Administrative Assistant Dept/Staff
Chief of Staff
Clerk III Executive Secretary
CMO
Executive Secretary
EVP
Executive Secretary
VP Nursing
Executive Secretary VP Special Programs
Joint oversight with Respective Departments
Clerk III / Receptionist