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Breakdown of the Sustainability Plan

Breakdown of the Sustainability Plan

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Published by Paco Dave Abraham
The Cobble Hill Association continues its fight to #SaveLICH, Long Island College Hospital. Read this document for a breakdown of the eighteen-page Downstate Sustainability Plan, released late in May 2013 by SUNY. It will also be part of the next edition of the Cobble Hill Association's LICH-SUNY Factbook.
The Cobble Hill Association continues its fight to #SaveLICH, Long Island College Hospital. Read this document for a breakdown of the eighteen-page Downstate Sustainability Plan, released late in May 2013 by SUNY. It will also be part of the next edition of the Cobble Hill Association's LICH-SUNY Factbook.

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Published by: Paco Dave Abraham on Jun 07, 2013
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08/17/2013

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Breakdown of the Downstate Sustainability Plan
Provided by the Cobble Hill AssociationPrepared by Jeff StraboneDate: May 29, 2013As always, we are hard at work gathering facts about LICH and SUNY and distributingthem to the public in a manageable form. SUNY released its Sustainability Plan forDownstate yesterday. Rather than wait for the release of our next version of theFactbook, we thought it would be timely to provide a breakdown of the Plan now whileit’s fresh.
Contact
Roy Sloane, President of the Cobble Hill Association: roysloane@earthlink.net
 
 
Tuesday, May 28, 2013
-SUNY releases its Downstate Medical Center Sustainability Plan as a Power Point document.The document is detailed, complex, and not easily summarized. We encourage interested partiesto consult the document in its entirety:http://www.suny.edu/Board_of_Trustees/webcastdocs/Downstate%20Sustainability%20powerpoint.pdf SUNY frames the stakes of the crisis this way on page 2:SUNY Downstate Medical School educates more minority physicians than almostanyplace else; it educates large numbers of new physicians who stay in New York City;and it is critical to meeting the shortage of primary care physicians needed for an agingand chronically ill Brooklyn population.LICH is barely mentioned in the document. SUNY Downstate’s problem is now identified as acrisis at University Hospital of Brooklyn, as on page 3:The pressingfinancial difficulties of SUNY Downstate’sclinical enterpriseat University Hospital of Brooklyn (UHB) have reached the point where they imperil the futureviability of Downstate’s academic enterprise and SUNY’s prescribed mission to providethe people of New York educational services of the highest quality.
To be absolutely clear, this is how Downstate’s website defines UHB:University Hospital of Brooklyn is the teaching Hospital of SUNY Downstate MedicalCenter, the only academic medical center providing patient care, education, researchand community services for the nearly 5 million people living in Brooklyn, Queens and Staten Island.Opened in 1966 University Hospital of Brooklyn is an 8 story, 376-bed facility in central Brooklyn. The Hospital has 8 intensive care and step-down units, 12 operating rooms,anemergency services department,a diagnostic and ambulatory surgery facility,anambulatory care center with some 75 clinics,plus 3 satellite Health Centers and a nearby Dialysis Center. http://www.downstate.edu/uhb/ 
Page 4, consisting entirely of quotations, suggests that the intellectual lineage of the DownstateSustainability Plan is the November 2011 report issued by the Brooklyn MRT Health SystemsRedesign Work Group, headed by Stephen Berger.Page 5 enumerates four options that were considered:1. UHB is restructured with Part Q Flex Legislation and provided State support.
 
Breakdown of the Downstate Sustainability PlanPrepared by the Cobble Hill Association
22.SUNY exitshospital operations at Downstate and a 501c3public-private entityis formed for the narrow purposes of being a hospital operator in the UHB facilities.3. UHB is restructured with Part Q Flex Legislation, and a Brooklyn-based public benefitcorporationis established to support, in part, the development of an integrated academicand clinical provider consortium for managed care contracting, improving quality and reducing the cost of care. UHB will become asmaller , more efficient hospital.4. Another hospital or hospital system acquires UHB in whole or in part or absorbsclinical services.The key words in these four options are:
restructured 
;
SUNY exits
;
 public-private entity
;
narrow purposes
;
 public benefit corporation
;
managed care contracting
;
smaller 
. Option four reiteratesthe theme of page three: that
clinical services
are the weight on Downstate’s neck dragging itdown.Additional points on this page include bullet points calling for ‘stakeholder input’, animplementation period of ‘24-36 months’, and support from New York State. There is also anopaque reference, without elaboration to ‘good progress reported to-date’.Page 8 outlines ‘The SUNY Plan’, a pair of requests now being made by SUNY:1. A transition period for a restructured UHB to continue to operate under SUNYauspices, with benefits offered by the new Flex legislation, and continued State support;and 2. The creation by the State of a new Brooklyn Health Improvement public benefitcorporation that will 1) support, in part, the formation of a Brooklyn-based provider network to position member organizations for the changing healthcare environment; 2)serve as a strong academic network for Downstate Medical Center; and 3) allow UHB to become a smaller, more efficient hospital.Page 9 is dense with bullet points outlining the ‘Suggested Role for a Brooklyn HealthImprovement Public Benefit Corporation (PBC)’. Here is a selection of the points that seem tosay the most about the nature of the proposed PBC entity and its potential malleability:
The corporation will not operate hospitals.
 […]The PBC would not be the operator of the network.[…]A vehicle for capital formation (not contemplated at this time but may be a goal in thefuture).

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