low-income pool primary care application: community health of

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


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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)


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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


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


Corporate Staff

Board of Directors


Director Human

Resources

Director Logistics

Executive Vice

President


Vice President

Enabling & Programs

Vice President

Behavioral Health

Radiology Manager

Laboratory Manager


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


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



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


May 4, 2012 VP Nursing Dept/Staff


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


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


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


May 4, 2012 VP Finance Dept/Staff


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


May 4, 2012 HR Dept/Staff

Director Human

Resources

Credentialing Job

Description / Payroll

Receptionist / Applications

(Clerk III)

Employee Evaluations

Interview scheduling /

Audits


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


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

low-income pool primary care application: community health of

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