“Our committee worked diligently to create the guidelines to provide a healthy environment for our patients, our associates, volunteers and physicians,” says committee member Tina Ahn, Chief Development Officer and VP, Seton Foundation. “It was also our goal to eliminate any secondhand smoke from cigarette, cigar or pipe so everyone on our two properties could breathe clean air.”

According to the American Heart Association, smoking is the most important preventable cause of premature death in theUnited States. Chronic disorders associated with smoking include coronary heart disease due to atherosclerosis, heart attack (myocardial infarction) and stroke. The Centers for Disease Control estimate 443,000 people die prematurely from smoking or exposure to secondhand smoke each year. Approximately 38,000 people die annually from heart and blood vessel disease caused by other people’s smoke. Nonsmokers who are exposed to secondhand smoke at home or at work increase their risk of developing heart disease by 25–30 percent.

Clean air was not the only goal of the 11-member committee. While demonstrating their commitment to improving the health of patients, associates and the community, the committee also hopes to increase hospital involvement in treating nicotine addiction.

“We are providing many resources to associates who wish to quit smoking,” says Irwin Shelub, MD, Chief Medical Officer at Seton. “We offer pulmonary rehabilitation and also an excellent smoking cessation guide available on our Intranet.”

Smoking is prohibited on all hospital property including patient rooms, medical office buildings, and all hospital entrances and exits.

Help with quitting smoking

Seton’s event will offer blood pressure and cholesterol screenings, and interactive booths with information about nutrition, fitness, diabetes management, wound care, as well as orthopedics, physical therapy and cardiovascular health.

The day will also feature a strawberry tasting courtesy of the Serramonte Certified Farmers Market, children’s activities – including a “veggie forest” that children can build and eat – and cooking demonstrations and tastings to offer fun ways to learn about healthy eating.

In addition to the vital health and nutrition information and screenings, the public will find lively entertainment, drawings and prizes, a major gift shop sale, and booth displays from a host of community groups.

“Seton Medical Center has long been an active partner in community outreach and education to help keep our residents healthy. Their Community Day, with its wide array of health information and activities, demonstrates their ongoing commitment to a healthy community, which supports the goal of the Streets Alive! Parks Alive! event,” says Supervisor Carole Groom, who introduced the program in 2010.

For more information, call 650-991-6464.

Wig Bank Event Flier

http://www.setonmedicalcenter.org/wp-content/uploads/2013/04/Wig-Bank-Event-Flier3.pdf

For the past five years, Allen has served as President & CEO of SLRH in Gilroy. During her tenure, she improved medical staff, associate and community relationships and led the
development of regional strategy for two medical campuses in the South Bay: Gilroy and
Morgan Hill. Prior to joining SLRH, Allen served as Chief Operating Officer/Chief Strategic Officer at O’Connor Hospital, another DCHS hospital, where she drove initiatives to improve patient care along with quality and safety outcomes.

“I am honored to be chosen for this new leadership role, and I look forward to working with the associates and physicians at Seton to position ourselves as a valued community partner in providing exceptional, person-centered care,” says Allen.

Allen holds a master’s degree in Health Care Administration and a bachelor’s degree in Business Administration, both from San Jose State University. She served as Chair and Board Member of the California Hospital Association CEO Council, and was named a Health Care Hero in 2011and was recognized as a Women of Influence in Santa Clara County in 2012. Both awards were sponsored by the Silicon Valley/San Jose Business Journal.

Carol Furgurson, MSHA, CPA, who has served as Chief Operating Officer at SLRH the past five years, brings 14 years of DCHS experience to her new position. Prior to SLRH, she held the positions of Interim Chief Operating Officer; Senior Vice President; Chief Financial Officer; and Vice President, Ancillary & Support Services at O’Connor Hospital. Carol received her bachelor’s degree in Business Administration with a major in Accounting from The University of Toledo, in Ohio. She also received her master of science in Health Administration from Commonwealth University/Medical College of Virginia in Richmond, Virginia.

Both Allen and Furgurson are graduates of the Sacramento-based Ministry Leadership Program for executives in Catholic health care.

According to DCHS President & CEO Robert Issai, the sum of Allen and Furgurson’s
experience will be a guiding force in their work at SMC and SLRH. “We are fortunate to have these two associates with the values and strategic expertise needed in today’s challenging health care environment,” he offers. “Their years of experience in our health ministries will serve them well as they identify new paths to providing high-quality, person-centered care.”

Following is the American Hospital Association’s response to the Time Magazine article:
Setting the Record Straight on TIME’s Article “Bitter Pill”

In the March 4 TIME magazine, Steven Brill’s piece “Bitter Pill” about the health care system contains some inaccurate or misleading statements. Our health care system is important to every American, and we would like to provide some clarity on a number of statements in the article.

TIME: “The American health care market has transformed tax-exempt ‘non-profit’ hospitals into the towns’ most profitable businesses and largest businesses presided over by the regions’ most richly compensated executives….”

FACT:
One-quarter of hospitals lose money on operations and the average operating margin is 5.5 percent. In non-profit hospitals, these margins are used to make capital investments to ensure that hospitals keep pace with technological change such as adoption of electronic health records, meet myriad government regulations and have the resources and capacity to meet the growing demand for care from our aging population.

Hospitals are often the largest employers in their communities, and that is a good thing. Hospitals directly employ 5.5 million people. These are good jobs with benefits that require an educated workforce. Hospitals and their employees also purchase goods and services from other businesses. With these so-called multiplier effects included, hospitals support one of every nine jobs nationwide.

Hospitals are among the most complex organizations to manage. The job of a hospital CEO is to help improve the community’s health while navigating the often conflicting priorities of the public, the medical staff, government, business and insurers. There is a rigorous process prescribed by the IRS for setting executive compensation. For most hospitals, an impartial panel made up of members of a hospital’s board of trustees is charged with setting CEO compensation. This impartial panel relies on benchmark data from similar organizations to determine a CEO’s compensation.

TIME: The article suggests that Medicare is an adequate benchmark for payment. “Thus, under the law, Medicare is supposed to reimburse hospitals for any given service, factoring in not only direct costs but also allocated expenses such as overhead, capital expenses, executive salaries, insurance, differences in regional costs of living and even the education of medical students.”

FACT:
According to the federal Medicare Payment Advisory Commission (MedPAC), the overall Medicare margin is a negative 5.8 percent, and this does not take into account the costs that Medicare disallows, like paying physicians for on-call time. For outpatient services, the underpayment is even greater, with margins below negative 10 percent. Hospitals need a margin to maintain the essential public services all communities depend on.

TIME: The article states: “Hospital profits are further boosted by the payments from the tens of millions of patients who… have no insurance or whose coverage does not apply because the patient has exceeded the coverage limits.”

FACT:
Hospitals experience significant losses on care for uninsured and underinsured patients. In fact, hospitals in 2011, the latest year for which data are available, provided more than $41 billion in care for which no payment was received. Not-for-profit hospitals are required to have discount policies in place, and many patients receive financial assistance.

TIME: The article compares the price of an item purchased at Amazon.com to that same item provided in a hospital emergency department, the clear implication being that the price should be the same.

FACT:
The price a hospital patient sees reflects more than the individual item received. A dose of Tylenol provides a good example. In order to take medications in a hospital, even over-the-counter medicines, they must be prescribed by a doctor (a little bit of cost for the doctor), that order gets transmitted to the pharmacy (a little more cost), the order gets filled by a pharmacist or pharmacy tech who retrieves just one Tylenol pill and individually packages that one pill (still more cost), the pill gets transported from the pharmacy to the nursing unit where the patient resides (a little more cost), then the pill is retrieved by a registered nurse who personally gives the pill to the patient and then must document the administration of that pill in the patient medication administration record (a little more cost). All of this process to give a patient a single dose of Tylenol in a hospital bed is regulated by agencies that accredit hospitals – a condition of participation in the Medicare program. In other words, this is what hospitals must do to administer a pill in compliance with all pertaining regulations (a little more cost).

Additionally, the price a hospital patient sees on a bill reflects the costs of the many roles the hospital plays in the community – staff who keep the hospital running 24/7, disaster readiness teams, trauma and burn units, training the physicians and caregivers of tomorrow, supporting medical research, and care for those who cannot afford to pay.

Communities and patients expect hospitals to be there when they need emergency care. But the standby role of hospitals is not explicitly funded and, therefore, is built into the price of every service provided.

TIME: The average operating margin of not-for-profit hospitals is 11.7 percent.

FACT:
According to the AHA Annual Survey, the average operating margin of all hospitals was 5.5 percent in 2011.

TIME: Not-for-profit hospitals should not have “profit.”

FACT:
Even not-for-profit hospitals need a profit, meaning they must have revenues that exceed expenses – known as a positive margin in the not-for-profit world. Hospitals need a positive margin to help to finance the facilities and equipment needed to keep pace with advances in care and meet the rising demands of our aging population. Additionally, hospitals need to be financially sound to borrow the additional funds needed to meet these investment needs. Chronic failure to have a positive margin leads to the deterioration of facilities and equipment, eventual bankruptcy, and closure.

The net income of not-for-profit hospitals, however, by law may not be used to enrich individuals. All net income must be reinvested in the hospital or hospital system to the benefit of the community.Setting the Record Straight on TIME’s Article “Bitter Pill” 3

TIME: Hospital uncompensated care is reported at charge master rates and represents less than half of 1 percent ofU.S.hospital annual revenue.

FACT:
The AHA calculates uncompensated care based on the costs of providing that care. The current figure of $41.1 billion dollars is 5.4 percent of total net revenue. Hospitals also are required to report charity care and bad debt to the Internal Revenue Service (IRS) based on costs, not charges.

TIME: The charge master is the “core document that is the basis of hundreds of billions of dollars in health care bills.”

FACT:
While hospitals by law are required to maintain a uniform set of charges, the rates hospitals charge to the majority of patients are not based on the charge master. Medicare pays administratively determined set rates and, in most other states, so does Medicaid. Only in the case of severely ill and complex patients (referred to as outliers) do charges enter into the algorithm and even then, at discounted rates well below the charge master. Nationally, Medicaid and Medicare account for 47 percent of care provided. Commercial insurers typically pay hospitals based on per diems, diagnosis related groups (DRGs) or fee schedules.

AHA View:
Every week, hospitals provide emergency care to 2.4 million Americans admitted to hospitals and serve as the health care safety net for 50 million Americans. Yet they operate in a uniquely and increasingly challenging environment. At the same time that they are subject to an extraordinary burden of government regulation and insurance industry requirements and constant uncertainty about federal compensation, hospitals are under tremendous pressure to improve the quality and safety of care, play a larger role in community health and bend the cost curve. The good news is that hospitals are making real progress in all of these areas. American hospitals are deeply committed to providing the best possible care in their communities and to maintaining 24/7 access to that care.

As the flu spreads quickly throughout our community, there are many questions about preventive measures, symptoms and when to seek medical care, among others.

True to our caring for our community, Seton Medical Center has gathered the information below from the Centers of Disease Control and Prevention (CDC) to help you stay healthy and how to get help when you need it. For more information, visit http://www.cdc.gov/flu/takingcare.htm.

What can I do to prevent the flu?

The single best way to protect yourself and your loved ones from the flu is to get vaccinated. Talk to your doctor about getting a vaccine. To find a flu vaccine clinic near you, visit http://smchealth.org/flu.

• Avoid close contact with people who are sick
• Stay home when you are sick
• Cover your mouth and nose with a tissue when coughing or sneezing
• Clean your hands – wash your hands often
• Avoid touching your eyes, nose or mouth
• Clean and disinfect frequently touched surfaces

How Do I Know if I Have the Flu?

You may have the flu if you have some or all of these symptoms:

• Fever*
• Cough
• Sore Throat
• Runny or Stuffy Nose
• Body Aches
• Headache
• Chills
• Fatigue
• Sometimes Diarrhea and Vomiting

* It is important to note that not everyone with flu will have a fever.

What Should I Do if I Get Sick?

Most people with the flu have mild illness and do not need medical care or antiviral drugs. If you get sick with flu symptoms, in most cases, you should stay home and avoid contact with other people except to get medical care.

If, however, you have symptoms of flu and are very sick or worried about your illness, contact your health care provider or visit the nearest urgent care center. Visit your local Emergency Department only if you are experiencing severe flu symptoms.

What are the Emergency Warning Signs?

In children

• Fast breathing or trouble      breathing
• Bluish skin color
• Not drinking enough fluids
• Not waking up or not      interacting
• Being so irritable that the      child does not want to be held
• Flu-like symptoms improve but      then return with fever and worse cough
• Fever with a rash

In addition to the signs above, get medical help right away for any infant who has any of these signs:

• Being unable to eat
• Has trouble breathing
• Has no tears when crying
• Significantly fewer wet diapers      than normal

In adults

• Difficulty breathing or      shortness of breath
• Pain or pressure in the chest      or abdomen
• Sudden dizziness
• Confusion
• Severe or persistent vomiting
• Flu-like symptoms that improve      but then return with fever and worse cough

Do I need to go the emergency room if I am only a little sick?

No. The emergency room should be used for people who are very sick. You should not go to the emergency room if you are only mildly ill. If you have the emergency warning signs of flu sickness, you should go to the emergency room. If you get sick with flu symptoms and are at high risk of flu complications or you are concerned about your illness, call your health care provider for advice. If you go to the emergency room and you are not sick with the flu, you may catch it from people who do have it.

How long should I stay home if I’m sick?

CDC recommends that you stay home for at least 24 hours after your fever is gone except to get medical care or for other things you have to do and no one else can do for you. (Your fever should be gone without the use of a fever-reducing medicine, such as Tylenol®.) You should stay home from work, school, travel, shopping, social events, and public gatherings.

What should I do while I’m sick?

Stay away from others as much as possible to keep from making them sick. If you must leave home, for example to get medical care, wear a facemask if you have one, or cover coughs and sneezes with a tissue. And wash your hands often to keep from spreading flu to others. Visit the Taking Care of a Sick Person in Your Home guide for more information.

The DCHS Medical Foundation is expanding its footprint along the California coast. The DCHS Medical Foundation, a statewide medical foundation established by Daughters of Charity Health System and headquartered in San Jose, CA, was formed in April 2012.

The Family Medicine Associates of San Jose (FMASJ), consisting of 12 physicians, joined the DCHS Medical Foundation on December 28, 2012. The board-certified family physicians at FMASJ have provided medical care to South Bay residents since 1977. The group also serves as the teaching faculty for the O’Connor Hospital Family Medicine Residency program, which is affiliated with Stanford University.

“We are excited to be part of DCHS Medical Foundation,” says Robert Norman, MD, FMASJ president and director of the residency program. “This partnership strengthens our ability to offer a medical home to our patients while providing fully integrated continuity of care.” More than 10,000 patients receive a full spectrum of medical services at their San Jose location.

The FMASJ practice includes preventive health visits for all ages; acute care; management of chronic diseases; minor surgical procedures; maternity care, coordination of subspecialist care, and more. Areas of expertise include women’s health and obstetrics, newborn and pediatric care, sports medicine, and treatment of headaches, depression, HIV/AIDS and geriatrics.

Also partnering with the DCHS Medical Foundation are George Smith, MD, of Active Medical Group of Northern California in Daly City, and W. Brian Joyce, MD, of Morgan Hill Medical Associates in Morgan Hill. Dr. Smith is board certified in internal medicine and pain medicine. Dr. Joyce is also board certified in internal medicine.

In Southern California, All Care Medical Group and Allied Healthcare Providers Medical Group, both located in Huntington Park, are also now affiliated with the DCHS Medical Foundation. All Care is a multi-specialty medical group initiated in 1948 consisting of approximately 25 physicians, employees and independent contractors representing specialties including internal medicine, dermatology, urology, general surgery, orthopedics, pediatrics and more. Allied Healthcare Providers Medical Group is the Independent Physician Association (IPA) of All Care and was started in 1984.

Craig Kaner, currently CEO of All Care Medical Group and Allied Healthcare Providers Medical Group, has also taken on the role of the DCHS Medical Foundation’s Chief Operating Officer for Southern California. Kaner has served as administrator for All Care and Allied Healthcare Providers since 1982. Kaner is a seasoned executive with experience in operations, financial management, human resources, team building, and business development. He received his MPA in Health Services Administration from the University of Southern California.

According to Ernie Wallerstein, President and CEO of DCHS Medical Foundation, all of the new members fit into their vision of facilities who provide person-centered care. “We are seeking physician partners who provide quality care and share our values and deep-rooted commitment to serving the diverse communities where the Daughters of Charity sponsor hospitals.” offers Wallerstein. “We have found those values and level of commitment in the physicians comprising our newest affiliations.”

Benefits to physicians joining the foundation are far-reaching, according to Wallerstein. “As a new and exciting venture, the DCHS Medical Foundation offers physicians an opportunity to create the organization from the ground up. They have a voice in how we will accomplish our shared goals of achieving optimal patient outcomes while achieving cost-savings and true integration.”

“We are pleased to be moving forward in our relationship with Ascension Health,” said Robert Issai, President and Chief Executive Officer, Daughters of Charity Health System. “This affiliation agreement will create significant opportunities for us to work with Ascension Health and benefit from their strategic expertise in many areas.”

DCHS is sponsored by the Daughters of Charity of St. Vincent de Paul, Province of the West. Four other Provinces of the Daughters of Charity, together with what is now the Congregation of St. Joseph, were the original Sponsors of Ascension Health when the health system was formed in 1999. The Sisters of St. Joseph of Carondelet and Alexian Brothers also now participate in Sponsorship of Ascension Health Alliance.

“Daughters of Charity Health System and Ascension Health have a common commitment to serve all with special attention to those who are poor and vulnerable,” said Robert J. Henkel, FACHE, President and Chief Executive Officer, Ascension Health and Executive Vice President, Ascension Health Alliance. “This agreement will strengthen Catholic healthcare through our shared Mission.”

A Joint Advisory Committee will be formed consisting of representatives from both organizations. According to Issai, this committee will provide a platform for ongoing dialogue and strategic planning to enhance delivery of quality inpatient and outpatient care throughout California. “An affiliation agreement provides the necessary structure for DCHS to form collaborative relationships to create more efficient person-centered care for the people in our California communities,” he added.

Specific terms of the affiliation agreement are confidential.

About Ascension Health Alliance:
Ascension Health Alliance (www.ascensionhealthalliance.org) is the nation’s largest Catholic and nonprofit health system. Ascension Health Alliance is transforming healthcare by providing the highest quality care to all with special attention to those who are poor and vulnerable. Last year Ascension Health Alliance, through its subsidiary Ascension Health, provided more than $1.3 billion in care of persons living in poverty and community benefit programs. Its Mission-focused Health Ministries employ more than 122,000 associates serving in more than 1,400 locations in 21 states and the District of Columbia. Other Ascension Health Alliance subsidiaries focus on a wide range of service areas, including treasury management services, venture capital investing, global mission support and medical engineering services.

About Daughters of Charity Health System:
Daughters of Charity Health System (DCHS) is a regional health system spanning the California coast from the San Francisco Bay Area to Los Angeles. Its hospitals include: Seton Medical Center, Daly City; Seton Coastside, MossBeach; O’Connor Hospital, San Jose; Saint Louise Regional Hospital, Gilroy; St. Vincent Medical Center, Los Angeles; and St. Francis Medical Center, Lynwood. DCHS was formed in response to the healthcare needs of the people of California. Every day, more than 8,000 associates and physicians serve patients and their loved ones, providing quality, compassionate care – body, mind and spirit. For more information on DCHS, please visit http://www.dochs.org/.

“As a comprehensive medical center in the San Francisco Bay Area, we offer a breadth of leading-edge medical services aimed at diagnosing and treating a wide variety of medical conditions,” says Irwin Shelub, M.D., newly appointed chief medical officer of SetonMedicalCenter/ Seton Coastside.  “At the same time, we’re committed to going beyond our walls and promoting broadly messages of early detection and disease prevention.

“There’s no question that early detection and timely medical attention can help to reduce death and impairment from all types of cancers, heart disease, stroke and other prevalent medical conditions,” Shelub continued.  “At the same time, as part of our new outreach efforts, we want to promote the ways to prevent these life-threatening diseases – including support in improving diets and avoiding sedentary lifestyles.”

The Seton Health & Wellness Guide and new website present free and low-cost opportunities for healthy lifestyles – from a comprehensive listing of farmers markets inSan Francisco andSan Mateo counties to information about free walking tours ofSan Francisco and hiking trails on thePeninsula.

The Guide and website also feature Health Screening Guidelines, Physical Activity Guidelines (for all ages) and other valuable health resources.

Shelub says Seton’s approach has been far-reaching as “we’ve paid particular attention to expanding opportunities for community dialogue and allowing the community to cultivate a closer relationship with us.  We aspire to present opportunities to become better acquainted with us and let the greater community come to know us as the valued, trusted health care resource our patients have known us to be for generations.”

Seton opens dialogue with community

Some of the new offerings include: 

• Ask the Expert dialogue: Seton physicians and clinical leaders have opened the doors to responding directly to health questions of broad interest to the community, such as Should I get a second opinion before planning a hip- replacement surgery? or Does being nervous affect childbirth?  Series of Q&As on a variety of health topics are posted on the new Seton website, and more will be added as they are received.
• Enhanced Facebook presence:  Shelub says Facebook is now the ideal forum for the community to ask questions, talk about what interests them, or give voice to what’s on their mind when it comes to health.  Seton maintains its Facebook site daily, and is committed to keeping a robust dialogue going with the community.
• YouTube videos:  Seton has begun providing a rare glimpse into what makes its employees tick through release of a series of short YouTube videos named I’m Just Sayin’.  In the videos, which are also posted on the new Seton website, employees share their candid responses to a wide range of questions – from the reasons they pursued a health care career to little-known secrets and biggest misconceptions about Seton.  “We don’t know of any other hospital providing such an inside look into their caregivers,” says Shelub.

Also offered on the new website are a user-friendly physician finder; calendar of ongoing health education, screening and informational programs and events; maps and directions; a comprehensive phone directory; and an online gift shop.

Continuing website features that have long been popular include a career section designed especially for nurses, an easy searchable database of current job openings, and links to the latest Seton news.

About Seton Medical Center:  Currently celebrating its centennial year, Seton Medical Center (www.setonmedicalcenter.org) serves the highly diverse 1.5 million residents of San Francisco and San Mateo counties with a comprehensive range of inpatient and outpatient medical services based at its acute-care hospital site in Daly City, Calif., and multiple clinics and care sites throughout the region.  A member of the Daughters of Charity Health System (www.dochs.org), Seton Medical Center in 2011 provided more than $31 million in community benefits programs and services, and nearly $48 million in care for the elderly.  Sponsored by the Daughters of Charity, Seton’s culture is rooted in five Vincentian Values: Respect, Compassionate Service, Simplicity, Advocacy of the Poor, and Inventiveness to Infinity.  For more information, visit www.setonmedicalcenter.org.

Daly City, CA (August 30, 2012) - Seton Medical Center welcomes the community to its new Health Benefits Resource Center (HBRC) at a free open house on Tuesday, September 4, from 11 a.m. to 2 p.m. Families and individuals seeking affordable health services are invited to meet staff members and community partners, enjoy refreshments and learn more about how they can receive assistance.

“The services we provide through the Health Benefits Resource Centerare aligned with our mission to provide care to the sick and those living in poverty,” says Sister Arthur Gordon, vice president of Mission Integration at Seton Medical Center. “It helps provide a means of access to healthcare and social services with a holistic approach to the entire family,” she adds.

Providing access to health benefits and other resources to promote healthy families, the Health Benefits Resource Center is a centrally located information and referral service linking families to government-sponsored health benefits and social services, including Medi-Cal, Healthy Families, Healthy Kids, Food Bank and Cal Fresh (formerly Food Stamps). Families are assisted regardless of immigration status or ability to pay. HBRC provides free confidential assessments, referrals to community resources, and assistance in completing applications for free or low-cost health insurance programs. Services are available in English, Spanish and Tagalog.

“Being able to have access to healthcare and learning how to take charge of one’s health through education and lifestyle changes is empowering,” notes Lydia Ramirez, director of Community Outreach Programs for the Daughters of Charity Ministry Services.  She explains the four HBRCs within Daughters of Charity Health System help individuals and families by determining what services are needed, identifying which agencies can help, then helping them navigate through the complex process of determining eligibility, completing forms and getting the necessary information processed.  Funding for the HBRC is provided by a grant from the Daughters of Charity Foundation. The Daughters of Charity sponsor Seton Medical Center and four additional hospitals from San Francisco to Los Angeles.

With large numbers of job losses and reduction in hours in recent years for many individuals, Ramirez says the health system’s HBRCs have seen an increase in the number of people seeking assistance from government programs for the first time.

“During the past year, our HBRCs assisted more than 10,000 people,” she says. Ramirez adds that some individuals decide not to pursue getting assistance because they do not think they qualify. “We give people an opportunity for a Q&A forum, offer a free, confidential household assessment and provide an initial eligibility screening,” she adds. “This helps more people gain access to healthcare.”

Ariel Santos, manager of the Health Benefits Resource Center at Seton Medical Center says that many patients who come to the center are under a great deal of stress from being ill and suffering financial hardships. “We want to take some of the burden of stress away by handling the processes that are very detailed and cumbersome,” he says.

The Health Benefits Resource Center is located on the first floor, near the main visitor elevators, at Seton Medical Center,1900 Sullivan Ave. in Daly City. The center is open Monday through Friday from 8:30 a.m. to 5 p.m., and serves the communities of southern San Francisco and all of northern San Mateo County, including along the coast. Please call (855) 848-HBRC for assistance or visit www.setonmedicalcenter.org.

About Seton Medical Center: Seton Medical Center, part of the Daughters of Charity Health System, is a faith-based, nonprofit, 357-bed hospital and is one of the San Francisco Bay Area’s most respected hospitals. With over 400 of the area’s finest physicians on staff, Seton offers a variety of medical specialties and sub-specialties. Whether for the birth of a baby, life-saving surgery or a routine mammogram, Seton continues to set the standard for medical care and offers the community the most comprehensive array of services and programs just as it has done for the past 100 years.  For more information visit www.setonmedicalcenter.org.

In 2007, Jade Skifich was diagnosed and treated for breast cancer.  As part of her follow-up care to check for any return of the cancer, Skifich receives an annual MRI breast coil test.  Before Seton installed its MRI breast coil machine last year, Skifich and other local patients had to make the inconvenient trek into San Francisco for the procedure. “It could take an hour-and-a-half just to travel the seven miles and find a place to park,” Skifich recalls. Battling traffic to and from the city took so long and was so stressful that she would take the entire day off from work.

Skifich, who is currently a registered nurse and staff educator at SetonMedicalCenter, initially became acquainted with Seton when her husband was battling cancer of  his own and Skifich spent hours at the hospital at his bedside.  “Watching the staff take care of my husband, and being on the receiving end of the compassionate care they provide, I knew I wanted to work here and become part of the team,” she said.

When Skifich learned last year that the hospital was introducing MRI breast coil services, she says she was excited to be the first patient to receive the service at Seton.  “I’m so happy that this service is now available at Seton,” she says, smiling.  “Now I only have to travel seven minutes from my home to receive quality, personalized care, and I don’t  need to take an entire day off work.”

MRI breast coil technology is designed to spot small tumors that can be missed by mammograms and ultrasound procedures.  It uses a magnetic field, radiofrequency pulses and a computer to produce highly detailed images of the breast.  If a suspected tumor is detected, an MRI-guided breast biopsy is used to obtain tissue samples for microscopic examination.

“Our patients appreciate the convenience of having this technology right in their community,” notes Lana Heagy, director of the Seton Breast Health Center.  She explains that patient comfort is a top priority of the center.  A special pad placed over the coils cushions patients during the procedure.  To help patients relax, the department has placed a soothing mural on the ceiling in the procedure room – the last thing the patient sees before entering the MRI machine – and, during the procedure flat on their stomachs, patients view an image of poppies posted on the wall.  “Patient comfort is a top priority.  We also make it easy for patients to schedule appointments and to get in and out as quickly and efficiently as possible,” Heagy adds, noting that ample free parking near the center entrance is another convenience for patients.

Claudia Pratt, RN, the center’s breast health coordinator, educates patients on topics related to breast health and breast cancer.  But her role goes beyond education: she knows the value of a comforting touch, and guides apprehensive patients through the MRI breast coil procedure.  “I remember my first patient when I started in this role,” she recalls.  “The patient was sitting with her head down. When I spoke to her I noticed she had a tear in her eye.” Pratt instinctively reached out, held the patient’s hand in hers and spoke reassuringly to her.  She instantly saw her patient relax. “That showed me that you just need to show you care,” she said.

According to the American Cancer Society, breast MRI is recommended along with mammograms to look for breast cancer in women at high risk for breast cancer. The Cancer Society notes that at this time MRI is not used by itself for early detection of breast cancer. Women considered to be at high risk include those who have had breast cancer or have a mother or sister with breast cancer. 

The Seton Breast Health Center offers a range of services women need for breast health and breast cancer education, screening, diagnosis and treatment in one coordinated program.  Along with the breast health nurse coordinator, the center’s range of services include digital mammography, breast ultrasound, stereotactic breast biopsies, as well as MRI breast coil and MR-guided breast biopsies. 

About Seton Medical Center:  Seton Medical Center, a member of Daughters of Charity Health System, is an acute-care, not-for-profit 357-bed hospital serving the health care needs of our entire community.  We are committed to assuring access to health care to our entire community and especially for those in need. Seton, with more than 430 physicians, offers the most advanced surgical procedures, treatment options, and comprehensive health care services available.  Seton Medical Center is fully accredited by The Joint Commission and has received the American Heart Association/American Stroke Association’s Get With the Guidelines® Stroke Gold Plus Performance Achievement Award. Cornerstone services include The San Francisco Heart & Vascular Institute, the Spine Care Institute, the Orthopedics and Joint Replacement Institute, a certified community cancer center offering a broad array of oncology services, and robotic surgery. For more information, visit www.setonmedicalcenter.org.

A patient-centered care delivery model that optimizes access and the provision of high-quality, integrated care, DCHS Medical Foundation is partnering with the physicians and associates of San Jose Medical Group (SJMG) to kick start and launch foundation operations.

The DCHS Medical Foundation will initially comprise over 200 primary care and specialty physicians offering medical, surgical and related health care services through several existing multi-specialty, community-based clinics in San Jose.

March 16, 2012 – Ascension Health Alliance, the parent organization of Ascension Health, and Daughters of Charity Health System (DCHS), a regional health system with 22 sites, including six hospitals, providing patient care on the California coast, have signed a Memorandum of Understanding (MOU) intended to lead to DCHS to becoming part of Ascension Health.

“Daughters of Charity Health System shares Ascension Health’s commitment to serve all with special attention to those who are poor and vulnerable,” said Anthony R. Tersigni, EdD, President and CEO of Ascension Health Alliance. “Both organizations are committed to providing quality, compassionate care to the whole person – body, mind and spirit.”

DCHS is sponsored by the Daughters of Charity of St. Vincent de Paul, Province of the West. Four other Provinces of the Daughters of Charity, together with the Sisters of St. Joseph of Nazareth, were the original Sponsors of Ascension Health when the health system was formed in 1999. The Sisters of St. Joseph of Carondelet and Alexian Brothers also now participate in Sponsorship of Ascension Health Alliance.

“We are excited to sign a Memorandum of Understanding,” said Robert Issai, President and Chief Executive Officer, Daughters of Charity Health System. “Joining Ascension Health will strengthen DCHS and Catholic health care while continuing our mission of providing comprehensive, excellent health care that is compassionate and attentive to the whole person.”

Due diligence will occur in the coming weeks and months. There is no specific schedule for reaching a definitive agreement, but the organizations anticipate completing the process by year end. Specific terms of the MOU and the agreement are confidential.

About Ascension Health Alliance:
Ascension Health Alliance is the nation’s largest Catholic and nonprofit health system. Ascension Health Alliance is transforming health care by providing the highest quality care to all with special attention to those who are poor and vulnerable. Last year Ascension Health Alliance, through its subsidiary Ascension Health, provided more than $1.2 billion in care of persons living in poverty and community benefit programs. Its Mission-focused Health Ministries employ more than 121,000 associates serving in more than 1,400 locations in 21 states and the District of Columbia. Other Ascension Health Alliance subsidiaries focus on a wide range of service areas, including treasury management services, venture capital investing, global mission support and medical engineering services. Another subsidiary, Ascension Health Care Network, a joint venture with Oak Hill Capital Partners, provides an alternative funding source for the acquisition of Catholic hospitals and other health care provider entities.

About Daughters of Charity Health System:
Daughters of Charity Health System (DCHS) is a regional health system spanning the California coast from the San Francisco Bay Area to Los Angeles. Our hospitals include: Seton Medical Center, Daly City; Seton Coastside, Moss Beach; O’Connor Hospital, San Jose; Saint Louise Regional Hospital, Gilroy; St. Vincent Medical Center, Los Angeles; and St. Francis Medical Center, Lynwood. DCHS was formed in response to the health care needs of the people of California. Every day, more than 8,000 associates and physicians serve patients and their loved ones, providing quality, compassionate care – body, mind and spirit.

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“We are so very pleased by this honor,” said Lorraine Auerbach, President and CEO of Seton Medical Center.   “It sets the bar higher for our organization.  This accreditation isn’t a requirement of our medical center, but it represents our ability to reach higher each day to demonstrate our continued commitment to providing excellence to our patients.”

Seton is now counted among thousands of CAP accredited laboratories worldwide.  The CAP Laboratory Accreditation Program, which began in the early 1960s, is recognized by the federal government as having more stringent requirements than the government’s own inspection program.

“CAP is a well respected organization with high standards,” Auerbach added.  “To be recognized through CAP’s accreditation is not only an honor, but a demonstration of our highly skilled and talented caregivers who dedicate their lives to providing innovative, heartfelt care to the people of the Bay Area.”

The CAP inspection process is a demanding process.  During CAP’s accreditation process, inspectors examine the laboratory’s records and quality control of procedures for the preceding two years.  CAP inspectors also examine laboratory staff qualifications, as well as the laboratory’s equipment, facilities, safety program and record, in addition to the overall management of the laboratory.  This stringent inspection program is designed to specifically ensure the highest standard of care for all laboratory patients.