HomeMy WebLinkAbout2005-09-10 Board of Selectmen HandoutHospital Development Committee
Town Hall Lower Level Conference Room
9/28/05
7:30 p.m.
7:30pm Approve prior minutes; review community needs assessment
7:45pm Amy MacNulty, Mitretek Healthcare
8:00pm Linda Battaglini, formerly at Hallmark Health
8:15pm Review materials sent by Ron Deprez, Public Health Research Group
(Portland, ME)
8:30pm Review materials from MassCHIP
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Hospital Development Committee Meeting
June 29, 2005
The meeting convened at 7:30 p.m. in the Town Hall Conference Room, 16 Lowell Street,
Reading, Massachusetts. Present were Chairman Bruce Cerullo, Task Force Members Nelson
Burbank, Neil Sullivan, John Daly, Bob LeLacheur and Colleen Seferian. Also present were
Donald Bellefenille, Vice President of Development for Hallmark Health, Darian Newnhouse
from Reading and Town Manager Peter Hechenbleikner.
On motion by Burbank seconded by Sullivan, the Minutes of Mav 26. 2005 were auuroved
by a vote of 6-0-0.
Chairman Bruce Cerullo noted that if we do a health needs assessment, there are two options: A
detailed assessment or a "shot gun" assessment. He raised a question with the Committee as to
whether or not we need to do some kind of needs assessment. He felt that we needed to do an
assessment for political cover - to show that we've done due diligence to determine what the
community needs are.
Colleen Seferian noted that we needed to do an assessment because everyone has their own
biases.
Nelson Burbank felt that we have the capability to know our own needs. It may be desirable to
do a health needs assessment for political reasons. He felt that the MAPP Program had too large
a scope.
John Daly thought that we should take advantage of the hospitals for their knowledge.
The Town Manager felt that we needed to do the health needs assessment because anything else
would be viewed as self serving by others, we need to know our needs for legal reasons and as a
community, we don't really know what our health needs are.
Bruce Cerullo posed the question as to whether or not he's against doing the health needs
assessment. He is not. If the assessment is focused on "the uses in Reading," then we can do a
very focused study. If it's broadened, we will end up with a few things that are "nice to have"
versus things that we "need to have." We will be biased to focusing on the needy.
Nelson Burbank felt that we could combine the two. He had discussion with the head of the
Food Pantry and thanks the U.S. Post Office for additional donations to the Food Pantry. They
are able to service 80 families.
Bruce Cerullo felt that we do need to do a needs assessment. He felt that we should focus on
gaps in the social safety net. We could focus on medical, well being, insurance, health, safety
issues. He noted that the focus of the Hospital Trust was to help a broad segment of the
community but, in the meantime, help the needy. He felt that the vast majority of Reading has
wonderful access to a broad array of medical services.
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Hospital Development Task Force Meeting - June 29. 2005 - Pate 2
Bob LeLacheur noted that perhaps we should focus on emergency services - nobody is happy
with emergency services. Is there a need for urgent care? If we do a cy pres agreement, we
would be revisiting this issue every five years or so. The structure should be kept broad so that
the community may change the focus over time as needed. We should develop the methodology,
encourage others to contribute and keep flexibility.
Neil Sullivan noted that the role of Trust Fund Commissioners is fiduciary. They should
delegate the operations to Town social service agencies.
Colleen Seferian felt that we should meet the needs of the needy and other community needs.
Nelson Burbank noted that we should be able to meet emerging needs - drug problems seem to
be the need right now.
Bob LeLacheur asked who should determine how long any particular program should last. Is the
intent that the entirety of the principle of the Trust Funds will be preserved.
In summary, the Committee agreed that:
1. Yes, we need a needs assessment.
2. We should be focused around a safety net and also anticipate that a needs assessment will
identify other needs. Other needs could be health, well being and medical.
There was discussion on how to find out the needs through the survey. Thoughts were that we
could get information from the schools, the police, , from social services and from medical
professionals. The City of Weymouth did a study which was very comprehensive but very
expensive.
The Committee considered inviting in some who are involved in providing medical services to
the community including Winchester Hospital, the VNA and Hallmark Health. That would
produce an outline of what's around and how to access it.
The Committee agreed that at its next meeting, there will be discussion on the proposals that
were submitted, and determine how to do a needs assessment by inviting one or two additional
consultants in who do needs assessment.
The next meeting will be August 10, 2005 at 7:30 p.m. We will need to do a report to the Board
of Selectmen.
On motion by Burbank seconded by Daly. the meeting of June 29. 2005 adjourned at 8:38
n.m. by a vote of 7-0-0.
Respectfully submitted,
Secretary
ff -r
Lahe I Y
David M. Barrett, M.D,
Chief Executive Officer
Chairman, Board of Governors
July 5, 2005
Peter I. Hechenbleikner, Town Manager
Town of Reading
16 Lowell Street
Reading, Massachusetts 01867
Dear Mr. Hechenbleikner:
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On behalf of Lahey Clinic Medical Center ('Lahey") I am pleased to respond to the Town
of Reading's request for information about Lahey and its interest in serving the health care
needs of Reading residents. Lahey currently provides inpatient and outpatient services to
many Reading residents at existing Lahey facilities. We welcome the opportunity to explore
ways in which Lahey can participate in the Town's efforts to ensure availability of quality
health care services to its residents. This letter provides general information on Lahey's
services and responds to the specific information requests set forth in your recent letter from
Bruce Cerullo, Hospital Trust Committee Chairman.
Background
Lahey Clinic Medical Center is comprised of Lahey Clinic, Inc. and Lahey Clinic Hospital,
Inc., which together employ more than 450 physicians and 4,000 support staff providing
primary and specialty care in Burlington, Lahey Clinic Northshore in Peabody, and at
community based practice sites throughout eastern Massachusetts. Currently, Lahey also
operates physician group practices in towns immediately surrounding Reading including
Wilmington, Danvers and Arlington.
Lahey's Burlington facility encompasses an ambulatory care center serving more than 2,500
patients daily, and a 259 bed hospital. All Lahey patients have access to physicians
specializing in many different medical areas. Lahey's Northshore facility in Peabody serves
more than 400 outpatients each day and includes a 10-bed hospital. Both sites feature 24-
hour emergency departments with trauma services based at Lahey's Burlington site.
Lahey Clinic Medical Center is a teaching hospital affiliated with Tufts University School of
Medicine, with many physicians holding teaching appointments with Harvard Medical
School and Boston University School of Medicine. Lahey is an academic research
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Respect m Caring - Teamwork - Excellence - Comm itmgnt to Personal Best
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institution offering patients access to clinical trials for treatment of many diseases including
diabetes, prostate cancer, heart disease and cataracts.
Lahey also operates several community group practices throughout eastern Massachusetts.
Patients receiving services in the community group practices have access to a wide variety of
specialists who work side by side with one another and the primary care physicians to meet
all their patient's health care needs. During fiscal year 2004, Lahey Clinic provided services
to 2,866 Reading residents during approximately 20,554 encounters, including outpatient,
inpatient and emergency room visits, among other services, at various Lahey facilities.
The information set forth below responds to the specific questions raised in the Mr.
Cerullo's letter:
Do you consider Reading to be part of your current primary service area? Yes.
Reading is located within Lahey's primary service area. Reading residents seek care at both
the Burlington and Peabody facilities as well as the community group practices.
What facilities and/or programs or services do you currently own and operate in
Reading? Although Lahey does not currently own and/or operate any facilities physically
located in Reading, Lahey operates community group practices in surrounding communities.
In addition, Reading is centrally located between the Burlington and Peabody campuses, and
both facilities are easily accessible to Reading residents.
What facilities and/or programs and services are you affiliated with in Reading, e.g.
those offered by staff, non-employed physicians? Physicians practicing in the Reading
community and surrounding areas frequently refer Reading residents to Lahey's Burlington
campus for care. In addition Reading physicians are consultant members on Lahey Clinic's
medical staff.
Does your current strategic plan call for the establishment of an additional or new
physical presence in Reading? If yes, what is contemplated? Lahey's current strategic
plan focuses on our efforts to become the leading regional provider of tertiary care and
certain specialty services, including the expansion of community-based specialty services. As
noted above, Reading is squarely within Lahey's service area and is therefore within the
region in which Lahey plans to concentrate services. Under the appropriate circarnstances,
taking into consideration Lahey's overall strategic plans and the viability of such a practice,
Lahey would consider establishing an internal medicine practice with ancillary services in the
Reading community with access to the full range of inpatient and outpatient specialty
services available at Lahey's Burlington and Peabody facilities.
On a scale of 1- 10 (10 rated "extremely high") please indicate your level of interest
in establishing and/or maintaining a long-term presence in Reading. Lahey is
enthusiastic about the opportunity to pursue the expansion of services to Reading residents.
Based on the scale provided, Lahey's interest is a 10.
I hope that this information is helpful to you as you embark on the important task of
expanding access to health care services. I look forward to working with the Town of
Reading to explore opportunities in which Lahey and the Town can work together to ensure
the availability of high quality health care services to Reading residents.
Very truly yours,
LAHEY CLINIC MEDICAL CENTER
By:` h-,, . A,
David M. Barrett, M.D.
Chief Executive Officer
Page 1 of 1
Schena, Paula
From: LeLacheur, Bob
Sent: Monday, September 26, 2005 3:08 PM
To: 'rdeprez@phrg.com'
Cc: Schena, Paula
Subject: RE: information re: community health needs assessment
Thanks again Ron. I've printed out a few summary pages to share with the Committee on Wednesday evening. I
will additionally describe the fine work you have attached for both Eastern Maine Healthcare and Kenai, Alaska. I
will follow up with you later this week on any further direction that the committee wishes to explore.
Bob LeLacheur
Town of Reading
Assistant Town Manager/Finance Director
-----Original Message-----
From: Ronald Deprez [mai Ito: rdeprez@phrg. com]
Sent: Monday, September 26, 2005 9:38 AM
To: LeLacheur, Bob
Subject: information re: community health needs assessment
Importance: High
Hi Bob,
Thanks for calling about this. I have attached PDF files of two projects-one a more
comprehensive that we completed for the Bangor, Maine region. This was part of a major
assessment and planning project for the North, Central and Eastern region of Maine-7 regions in
all. The second is an assessment we completed in the Kenai Peninsula of Alaska. It was a more
modest assessment but was very useful to the towns and the health providers in the area and was
followed up by a chronic care plan for the region. We have conducted dozens of health needs
assessments over the past 16+ years all over the US. We also do a lot of other planning and
evaluation studies for clients. I have also attached a client list and one page description of PHRG.
I would be pleased to follow-up with you and others on the committee if you think the kind of
work we do would be useful to Reading. We could also send down hard copies of any of these
materials for the committee. Please call me if you have any questions.
Thanks again for the inquiry.
Ron Deprez
"Demand Excellence"
Ronald D. Deprez, Ph.D., MPH
President, PHRG/1
Phone: 207-761-7093
Cell 207-761-2141
www.phrg.com
9/26/2005
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RESEARCH-DRIVEN HEALTHCARE PLANNING
Who we are
Public Health Resource Group (PHRG), together with Public Health Research Institute (PHRI), a
501(c) U3 nonprofit corporation, are independent healthcare research and planning firms
headquartered in Portland, Maine. PHRG is a consulting firm specializing in health services and
strategic planning through population need studies, best practice assessments, and the design and
evaluation of health system improvement projects for private and public sector clients. PHRI is a
research firm specializing in the design and execution of research on healthcare improvements in
communities, health systems, regions and countries, especially for patients with chronic medical
conditions. PHRG's planning work on chronic care uses the WHO Innovative Care for Chronic
Conditions (ICCC) framework and building blocks as a model for change. PHRG's planning and
system development work on emergency preparedness and public health infrastructure
improvement uses national standards like the CDC ten essential public health services as a
framework for innovation. A particular emphasis of our work is on the use of data systems and
technology to improve care. PH1ZG consults in the design and implementation of health information
and disease surveillance systems for private sector and governmental clients. Organizations who can
benefit from our services include provider organizations, insurers, public health organizations,
governments, labor unions and employers.
Our Goal
PHRG and PHRI strive to improve the health status of populations through consulting and research
at the community, organization, system, policy, and patient level. We believe that lasting
improvements in health status occur when communities, patients and families and health providers
(public and private) are involved in planning and implementing change.
What makes us different?
Expertise, years of experience in health needs assessments and extensive relationships with
practioners, academic medical centers, and research organizations enables PHRG to provide you
with solutions that support the needs of populations and stakeholders. PHRG is committed to
assisting clients through all phases of the project: from assessment and planning to coordination and
management to monitoring and evaluation. PHRG's approach is based on rational planning with
proven assessment and planning tools and processes. Each project begins with a realistic
framework of the critical components of change. This provides us a clear understanding of the
current situation, the population served and the stakeholders required for effective innovations in
the areas of prevention, treatment, surveillance and preparedness. This process provides the
foundation for need-based solutions that can be monitored over time against performance and
outcome indicators.
Our Services
Our, consulting and research services consist of four core areas:
PBRG 1/14/2005
■ Chronic Care Planning and Assessment: Policy, health service and patient based planning
at the community, system, and provider levels based on the ICCC framework and building
blocks. Our planning is key to integrating care systems to improve access and quality while
identifying opportunities for growth.
Health Services Assessment and Planning: Assessment and planning for private and
public health agencies to improve core capacities and meet best practice standards and
benchmarks. We use proven assessment tools to provide a clear description of health
service needs, current organizational strengths and weaknesses, and opportunities for
improvement. Our information drives strategic decisions on health service improvements,
emergency preparedness and response system needs, and policy innovations. Our work
results in action and implementation plans for program improvements and infrastructure
development to effectively improve public and private health services to populations.
■ Disease Surveillance System Assessment and Planning: Specific information technology
assessment, planning and implementation services for disease surveillance, emergency
preparedness and chronic disease improvement including project design, development and
management.
■ Research and Evaluation: Demonstration and evaluation research projects ranging from
descriptive studies to prospective and longitudinal studies. We specialize in quantitative and
qualitative research and have extensive expertise in survey research, epidemiological
research and quantitative risk assessment.
Over the past 17 years, PHRG/I has conducted planning and research studies for federal, state and
local governmental entities, hospitals and health systems; associations and health insurance
companies in the US and abroad. Clients retain our services for our expertise, methods and
experience base we bring to assignments and our history of delivering high quality information for
decision-making on time and in budget.
We are pleased to provide references upon request. To obtain more information on PHRG, our
clients and our work, please visit our website www.Dhra.com.
PHRG_1/14/2005
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- RESEARCH-DRIVEN HEALTHCARE PLANNING
CLIENT LIST
Research and Educational Foundations/Institutions
Agency for Health Care Quality, Washington, DC
The Bingham Program, MA & ME
Edmund S. Muskie Institute of Public Affairs, ME
Harvard School of Public Health, MA
Health Care Financing Administration, Washington, DC
John Hopkins School of Public Health, MD
Kieve Affective Education, Inc., ME
Maine Center for Osteoporosis Research and Education, ME
Maine People's Alliance, ME
Maine School Administrative District #1, ME
Neuropathic Pain Research Institute, ME
The Spurwink Institute, ME
UNE/Spurwink Center for Research, ME
Hospital Associations,
American Hospital Association, IL
Maine Hospital Association, ME
Massachusetts Hospital Association, MA
Tennessee Hospital Association, TN
Government ALFencies and Private Associations
American Lung Association, ME
American Psychological Association, Washington, DC
American Society of Clinical Oncology, IL
Bureau of Health, ME
Bureau of Medical Services, ME
Bureau of Veterans Services, ME
City of Portland, ME
Department of Human Services, ME
Department of Health and Human Services, NH
Department of Public Health, MA
Governor's Office of Health Policy and Finance, ME
Kenai Peninsula Borough, Soldotna, AK
National Association of Mental Illness (NAMI)
Penobscot Nation Health Department, ME
Portland Public Health Department, ME
State Laboratory Institute, MA
State Legislature, ME
State Legislature, NH
US Dept. of Health & Human Services, New England Regional Office
120 EXCHANGE STREET • SUITE 200 • PORTLAND, ME 04101
TEL 207.761.7093 • FAX 207.871.7105 • www.PHRG.COM
(9
Health Care Associations and Health Related Corn_ orations
Choate Health Management, Inc., MA & TN
CIGNA Healthcare, ME
Commonwealth Marketing & Research, ME
County Health Link, ME
Harvard Pilgrim Healthcare, ME
Healthcare Data Management, Inc., PA
Healthy Futures, Inc., ME
The Health Network, TN
Health Partners, MA & ME
Innovations Associates, MA
Maine Center for Public Health, ME
Maine Health Alliance, ME
Medical Care Development, Inc. ME
Mitretek Systems, Inc., VA
PriceWaterhouseCoopers, CT, MA, PA, & NY
Science Applications International Corporation (SAIC), GA & VA
Stroudwater Associates, ME
Synemet, ME
The Bristol Group, Inc., MA
The Frontier Group, MA
Yale New Haven Health System, CT
WebMD
International
Medical Care Development, International, Washington, DC
Ministry of Health, The Gambia, West Africa
Ministry of Health, Zanzibar, Tanzania, East Africa
International Development Group, Saudi Arabia
University of Tanta, Tanta, Egypt
Hospitals and Hospital Svstems
Alabama
Lloyd Noland Hospital and Health System
Alaska
Central Peninsula General Hospital
Connecticut
Bridgeport Hospital
Charlotte Hungerford Hospital
Eastern Connecticut Health Network
Griffin Hospital
The Stamford Hospital
St. Mary's Hospital
The Waterbury Hospital
Yale New Haven Health System
120 EXCHANGE STREET • SUITE 200 • PORTLAND, ME 04101
TEL 207.761.7093 • FAX 207.871.7105 • WWW.PHRG.COM
Indiana
Jay County Hospital
Maine
Blue Hill Memorial Hospital
Down East Community Hospital
Eastern Maine Healthcare
Eastern Maine Medical Center
Franklin Memorial Hospital
H.D. Goodall Hospital
MaineGeneral Medical Center (Formerly Mid-Maine Medical Center
and Kennebec Valley Medical Center)
MaineHealth
Mayo Regional Hospital
Mercy Hospital
Miles Memorial Hospital
Millinocket Regional Hospital
Penobscot Valley Hospital
Southern Maine Medical Center
St. Mary's Regional Medical Center
The Aroostook Medical Center
York Hospital
Massachusetts
Cambridge Public Health Commission
Deaconess-Glover Hospital
The Health Alliance
Holy Family Hospital
Jordan Hospital
MetroWest Medical Center
Mt. Auburn Hospital
Noble Hospital
Northshore Imaging Center
Norwood Hospital
Salem Hospital
South Shore Hospital
New Jersey
Bayonne Healthcare System
New York
Mount Vernon Hospital
United Health Services
Tennessee
Baptist Health System of East Tennessee
Columbia/HCA
Texas
Conroe Regional Medical Center
120 EXCHANGE STREET • SUITE 200 • PORTLAND, ME 04101
TEL 207.761.7093 • FAX 207.871.7105 • WWW.PHRG.COM w
"(iii
MassCHIP CHNA Health Status Indicators Report
anstant Tonics Homel
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MASSACHUSETTS DEPARTMENT OF
PUBLIC HEALTH
MassCHIP
Massachusetts Community Health Information Profile
Health Status Indicators Report
for Reading
® Demoaranhic Indicators
. All Perinatal and Child Health Indicators
e Infectious Disease Indicators
. Iniurv Indicators
. Chronic Disease Indicators
. Substance Abuse Indicators
Hospital Discharaes
. Report Snecific Notes
ore detail for specibc datasets is available by using custom reports
General Notes:
Notes on Population data
Population data are used as the denominators for all rates in MassCHIP except for Infant Deaths and
Early Intervention clients which use the Births file as the denominator. The population data used for a
given rate depends on the year of the numerator:
MISER Estimates for 1991-1998
MDPH Preliminary Estimates for 1999
MDPH Preliminary Estimates for 2000 (any stratification that includes Race/Hispanic ethnicity)
Census Counts for 2000 (any stratification that does not include Race/Hispanic ethnicity)
Population data may also be present in this report as Counts and Percentages. These data are Census
counts for 2000 or DPH Preliminary Estimates for 2000 (by Race/Hispanic ethnicity). Any population
data that have more detail than geography, age, sex and or Race/Hispanic ethnicity are from the
selected sample data for 2000 from the U.S. Census Bureau Summary File 3 (SF3).
Limitations of Small Numbers
Cells in some tables in MassCHIP reports, and particularly those specific to individual cities and
towns, contain small numbers. In general, rates and proportions based upon less than five 9
http://massehip.state.ma.us/InstantTopies/three.asp?Rptid=284&Geo=1669&lvl=2 09/20/2005
MassCHIP Elder Health Report
[Instant Tonics Home]
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MASSACHUSETTS DEPARTMENT OF
PUBLIC HEALTH
MassCHIP
Massachusetts Community Health Information Profile
Elder Health Report
for Reading
. Population by Race and Age
. Population by Race. Gender and Age
. Livina Arrangements
. Income and Povertv
. Language Spoken at Home
. Employment
. Disabilities
. Morbiditv
. Mortality
. Behavioral Risk Factor Data
..-A.-Report Specific Notes
More detail for specific datasets is available by using custom reports
General Notes:
Notes on Population data
Population data are used as the denominators for all rates in MassCHIP except for Infant Deaths and
Early Intervention clients which use the Births file as the denominator. The population data used for a
given rate depends on the year of the numerator:
MISER Estimates for 1991-1998
MDPH Preliminary Estimates for 1999
MDPH Preliminary Estimates for 2000 (any stratification that includes Race/Hispanic ethnicity)
Census Counts for 2000 (any stratification that does not include Race/Hispanic ethnicity)
Population data may also be present in this report as Counts and Percentages. These data are Census
counts for 2000 or DPH Preliminary Estimates for 2000 (by Race/Hispanic ethnicity). Any population
data that have more detail than geography, age, sex and or Race/Hispanic ethnicity are from the
selected sample data for 2000 from the U.S. Census Bureau Summary File 3 (SF3).
]Limitations of Small Numbers
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