Issue 15
July, 2016

Welcome to Synergy


We are pleased to present the fifteenth issue of Synergy, a monthly newsletter about the progress and processes of the Suffolk Care Collaborative (SCC).


The definition of synergy is the increased effectiveness that results when two or more entities work together. We are confident that the combined efforts of the many dedicated partners within the SCC will help the Collaborative reach its goals, leading to improved health for the residents of Suffolk County. 




In This Issue
New Community Based Organization Partnership: Long Island Prevention Resource Center!
The SCC will be initiating substance use prevention strategies in Suffolk County through a new partnership with the Community Based Organization, Long Island Prevention Resource Center

The SCC is pleased to announce that we have partnered with the Long Island Prevention Resource Center (LIPRC) to implement underage drinking prevention initiatives of DSRIP Project 4aii, the SCC's Substance Abuse Prevention and Identification Initiatives. As of April 1, 2016 the LIPRC is a new division of Family Service League (FSL), and supported through New York State Office of Alcohol and Substance Abuse Services (NYS OASAS). This non-profit resource center is dedicated to building and supporting healthy drug-free communities through public education and professional training.
The goal of the SCC Underage Drinking Prevention Initiative is to support, leverage and supplement existing resources to increase the capacity of the community to address and ameliorate the negative social and environmental conditions which expose the youth to risk related to widespread and accepted drug use patterns. This public-health initiative will address behaviors that drive alcohol and drug abuse, and will promote positive changes in community attitudes and behaviors.
The target population of this initiative is South Country community residents under the age of 21 who live in the greater Bellport region which includes Bellport, North Bellport, parts of East Patchogue, Medford and Yaphank. The area is known to the Suffolk Youth Bureau as 'high need'. To reach these individuals, the LIPRC will engage an existing community coalition in the region: South County/ Compass Unity Through Strength & Diversity Coalition, or "COMPASS: Unity."
COMPASS Unity acts as a community coalition poised to connect multiple sectors, including businesses, parents, media, law enforcement, schools, faith organizations, health providers, prevention providers, addiction treatment, mental health, social service agencies and government. Coalition partners gain a more complete understanding of the community's problems and together the partners engage in efforts to identify problems, and implement evidence based solutions, which allows for greater community access than if the SCC were to act without this group. To provide guided leadership and to supplement the work done by COMPASS: Unity, the LIPRC will hire a Substance Abuse Prevention Specialist. This Specialist will operate out of the Boys and Girls Club of Bellport, and will spearhead the community activities that have been drafted by the LIPRC.

Community Coalition Recommended Reading

Click here to access "Developing Effective Coalitions: An Eight Step Guide," authored by the Prevention Institute, this eight step guide to coalition building helps partnerships launch and stabilize successfully. 
Strategic Prevention Framework
Our Public Health Initiative is organized with the SAMHSA's Strategic Prevention Framework (SPF) in mind. The SPF is a planning process for preventing substance use and misuse.
As described by Substance Abuse & Mental Health Services Administration (SAMHSA) the five steps and two guiding principles of the SPF offer prevention professionals a comprehensive process for addressing the substance misuse and related behavioral health problems facing their communities. The effectiveness of the SPF begins with a clear understanding of community needs and involves community members in all stages of the planning process.
C lick here to learn more.

About the Long Island Prevention Resource Center

The Long Island Prevention Resource Center (LIPRC) is one of six Prevention Resource Centers statewide. All are directly funded by the New York State Office of Alcohol and Substance Abuse Services (OASAS) and operate under the umbrella of the Family Service League.

The LIPRC envisions resilient and empowered communities free of the consequences of alcohol and drug abuse. This potential is realized through commitments to facilitate collaboration among prevention providers, parents, schools and communities to provide effective prevention strategies to eradicate alcohol and drug abuse.

The LIPRC supports coalitions and prevention providers with the integration of current prevention science to practice; serving coalitions and communities through a comprehensive continuum of resources, trainings, and community related services and as an information clearing house; distributing tools, techniques and data for youth, parents, professionals, treatment providers, educators, media and the general public.

LI Prevention Resource Center utilizes the Strategic Prevention Framework to identify and address risks factors, as well as promote those protective factors that bolster communities' immunity to chemical dependency.
Whether you are a coalition member, concerned parent or educator the LIPRC can provide the tools, support and training to get you started and keep you going to produce positive change in your community. If you need assistance addressing, framing and changing substance abuse problems in your community we can help you with fostering awareness and motivation, while working with your community champions' to create safer and healthier neighborhoods for ourselves and our children.

Contact the Long Island Prevention Resource Center at 631-650-0135 or email Pamela Mizzi, LMHC, CASAC, Director,
Partner Interview          
Name:  Pamela Mizzi
Title: Director
Organization:  Long Island Prevention Resource Center, Family Service League
What is the LIPRC's vision and some key objectives of your work in the South Country School District?
Our vision involves a general ownership of the issue of the importance of health and safety. The first round against substance abuse is a wellness perspective and promotion of health. Our overall objective is to reduce the incidence and prevalence of substance abuse, including alcohol and other drugs, in the community. Specifically, we want to reduce binge drinking, a documented problem recognized by the school district and the community. Finally, we want to work on reducing the risk factors for these behaviors.  Results of the Youth Development Survey done in the school district for the 2014-2015 school year provide a baseline, so all of this is evidence-based and data-driven. Our methodology is about reducing risk factors and increasing protective factors. Identified risk factors include availability of drugs, perceived availability of drugs and favorable attitudes towards antisocial behavior.
From an individual perspective, we want to change that attitude. Then there are the family issues - one of the lowest protective factors was family attachment across the board from 7th grade all the way to 12th. From a community perspective, we have to work on perceived availability as well as laws and norms favorable to drug use -- the highest risk factor among 11th to 12th graders. In the survey, they indicated that they wouldn't really get in trouble, and their parents wouldn't really do anything, if they were caught. The South Country School District is a major partner in this. They are beginning to recognize and address the issues around substance abuse, instead of leaving it behind to focus exclusively on educational curricula and content. Ultimately, in terms of a vision, we'd like for this economically disparate community to recognize their diversity as an asset, instead of taking an "us vs. them" attitude.
How do you think the LIPRC's goals and mission align with the DSRIP program?
One of the priorities of the DSRIP program is to increase the overall health of populations, and this project has that same goal, to increase overall health in this neighborhood. We will be using the Public Health Model and will focus on the environment, or context, in which individuals make the decision to use or not use drugs and alcohol. We want to intervene in that context, so that that decision becomes easier and easier towards no use instead of use. Right now the context is there's a lot of availability and norms that are favorable to use; there's also low commitment to school and high family conflict. And that all points to an individual's decision to use. So our target is that environment, instead of the drug itself or focusing on the individual. The Public Health Model has three facets to it: the host, the vector and the agent. We're focusing on the vector -- the environment or context. 
DSRIP also has an initiative integrating health and wellness. Their integration is about physical health and behavioral health, our integration is much more: overall wellness as a choice for individuals and for communities. This project envisions the community as the Identified Patient. So you work with individuals, but the overarching goal, the measurement of success, is in how well the community responds. This is a research-based model and it's proven to be effective. We're using this Strategic Prevention Framework that's really a business plan for producing positive outcomes in terms of health and wellness. The features of the Strategic Prevention Plan are to do a thorough assessment and get everybody in on the assessment process. You hear a lot of complaining during that assessment process, but you turn those complaints into, "Okay, now what can we do about it and who's going to be responsible for it?" It's a community action plan. So it goes from assessment to capacity building, then planning, intervention, evaluation and sustainability.
The proposal that I submitted to DSRIP included each of those features. That's part of the selection process for DSRIP; it's very rigorous. But the LIRPC has been in business seven years and we're using this Strategic Prevention Framework in communities all over Nassau and Suffolk. While the LIPRCs overall goals are spread out by county, employing at-large staff who go in and out of different communities, the DSRIP proposal is for this one specific community and the plan is to hire a Prevention Coordinator who will work only in this community.
What are some strategies that the LIPRC utilizes to engage with the community?
One strategy involves community events mining and mapping concerns such as garbage, violence, needles on the ground, kids drinking in the park or seniors being devalued. Whatever it is, we draw a physical map of it and then we turn that kind of data into an action plan. It's a participatory process; everybody is in on it. We take all the information on all of the maps and bring it back to the office and put it on a grid and project manage it and figure out our priorities. One priority is always the substance abuse problem. And then we go from there. 
Other strategies include taking enough time to do a good assessment of the strength of the community. We need to see the resources and the resource gaps. Town hall meetings can be useful, both to get politicians to buy in, and to bring people together and assess the strength of the area. We also plan a social media campaign, targeting underage drinking and drug usage among 18-25 year-olds. 
Another important strategy is participating in other local activities. The Prevention Coordinator, who will be largely responsible, needs to be a member of the community. We will remain in the background and assist that person and the community, so that the Prevention Coordinator becomes a community champion, getting involved in as many different facets of the community as they can to try and bring people together. They can't be above going door-to-door talking to people who won't come out to a Town Hall meeting to learn how substance abuse affects their lives. This South Country area is an impacted area, on this issue and many other issues, which is why it was selected.
What are some of the challenges that the LIPRC faces in facilitating behavior change in the adolescent population?
Facilitating behavior change is a long-term process. This project is really only for four years, but the long-term change we're talking about may be further down the line. That's why we have a sustainability plan.  
We're looking to change norms, and that's a challenge right there. And some changes are easier than others. Adolescents are all about change. And we just want to make sure that their change is in a positive way, and not a negative way. Unfortunately some of these kids really don't see a big picture for their future. They don't envision themselves holding a college diploma, and that makes it easier to make short-term decisions in the here and now than decisions that really support long-term goals. So trying to get adolescents to look a little beyond the four years of high school is one of our goals. We want to get them to see that gaining a high school education is a positive thing and it's worth their time and effort.
One of the other data points that we're going to be working with is parental involvement. Looking at the protective factors, we're going to be concerned with parental involvement, parental supervision, parental monitoring. The goal is behavior change in the adolescent, but we're going to hope for behavior change on the adult level as well as the school and community level, in support of that individual or peer-level change.
How is the LIPRC working to overcome these challenges?
We'll be working closely with the South Country School District and the Bellport Boys and Girls Club as well as an existing community coalition, called COMPASS: UNITY. The coalition has been around for a while and we will support their efforts.  
One of our strategies to address these challenges is to create a youth group for the coalition. Right now the coalition is all adults and we meet during school hours. Twice a year, they do have night time hours, and there have been some youths attending those meetings, but we hope to institutionalize a youth group working out of the Bellport Boys and Girls Club to be the champions for this kind of change in the school-age group.
Also, by providing evidence-based data, we will hopefully get this coalition to a level of professionalism where they have influence over the school and can get the school district to recognize that they need to include substance abuse prevention programs in their regular daily operation.  
We're trying to change the paradigm to seeing this as a health and safety issue in the community, to side step the "not my kid" attitude. (ie, "I have a good kid and drugs and alcohol prevention is not my issue.") We see prevention as a community issue with a need for buy-in from the businesses and faith-based communities, the school, and the parents. Everybody that has a stake in the community needs to understand that it's a health and safety issue, not an "us vs. them" issue. It's everybody's neighborhood and the bottom line is for the neighborhood to be healthier and safer.  
We know that there are shared risk factors for substance abuse, delinquency, school dropouts and violence. When you reduce the risk factors for substance abuse, you reduce the risk factors for these other activities as well. Research done by the Social Development Research Group in the University of Washington indicates that reducing underage drinking will also reduce delinquency, school dropouts, and violence in the community.
Where do you envision LIPRC programming heading over the next 5 years?
That's the sustainability plan that's part of this project: To get the community organized enough to make an application to the federal government for continued funding for substance abuse prevention.  
There is a longstanding funding stream called Drug Free Communities (DFCs). It's a very, very competitive process with all of the US states and territories involved in an annual bid for federal funding to continue this work. You have to be at a very high level of functioning as a community coalition to make application and compete for these funds. But if you do get the funds, they are for five years at a time, and you can reapply once for another 5 years. The end goal of this project is to get the community up and running to enter into that competition and get the DFC funding. So they'll have this first 4 years of district funding and then another 10 years of federal funding. And I think the community can do it. I've been doing this for quite a while, I've seen communities apply again and again for DFC funding and I think I have a pretty good sense when they're ready. It's a big deal to get federal money, but I think this community can get there. They have a lot of potential in the community that hasn't been organized or coordinated. And that will be the job of our community Prevention Coordinator, with the rest of the LIPRC staff working behind the scenes.
SCC Launches Community Health Assessment Survey!Large Group of People Celebrating
The SCC has partnered with the Long Island Health Collaborative (LIHC) to conduct a health assessment survey for Medicaid recipients and Uninsured residents of Suffolk County. Survey results will be used to help target health needs of individual communities and develop a plan for designing programs to address these needs. The SCC is conducting the survey in collaboration with our partner organizations and associated events, including:
  • Nassau Suffolk Hospital Council (NSHC) Insurance Enrollment Assistance Sites
  • Sunken Meadow "Walk" Your Way to Wellness event held by St. Catherine of Siena Medical Center
  • Long Island Cares in Lindenhurst and Huntington Station
  • "Eat Like a Rainbow Event" at the Mastic-Moriches-Shirley Community Library
  • Island Harvest Summer Food Service Program
  • Sustainable Long Island Farmers Markets
  • Association for Mental Health & Wellness
Surveys are collected online via tablet or on paper, and has versions in English, Spanish and Haitian Creole. Direct links to all versions are included in the press release.
The survey initiative is part of the SCC Community Health Activation Program (CHAP) focused on persons not utilizing the health care system and works to engage and activate those individuals to utilize primary and preventive care services. Through Wellness Coaching and Community Navigation activities, participants of the program will be navigated to primary care and preventive services in Suffolk County. SCC Intern, Alexa Galanakis, graduate student at Hofstra University, has been performing outreach efforts to conduct surveys of this target population and assess the health needs in their communities.

Surveys were conducted at various community events to date:
  • Boardwalk Your Way to Wellness, Sunken Meadow Park -Catholic Health Services
  • Long Island Cares Food Pantry - Lindenhurst
  • Eat Like A Rainbow Workshop - by Jay Mankita at Mastic-Moriches-Shirley Library
  • LI Cares Food Pantry - Huntington Station
  • Brookhaven Memorial Hospital Patient Navigation - Nassau Suffolk Hospital Council
  • Brentwood Library - Island Harvest Summer Program
  • Brentwood Library - Patient Navigation - Nassau Suffolk Hospital Council
  • Patchogue-Medford Library Island Harvest Summer Program
  • LIHC Sunset Stroll - Jones Beach
  • Husdon River Healthcare (HRH)
  • Dolan Family Health - Greenlawn - Patient Navigation - Nassau Suffolk Hospital Council
  • Saint Catherine's of Sienna Patient Navigation - Patient Navigation - Nassau Suffolk Hospital Council
  • Association of Mental Health and Wellness Community Meeting - Ronkonkoma
  • Association for Mental Health and Wellness Classes - Riverhead
  • Association for Mental health and Wellness Lunch Meeting - Riverhead
  • Southampton Hospital Patient Navigation - Nassau Suffolk Hospital Council
  • Our Lady of Grace Patient Navigation - West Babylon
  • Stony Brook University Hospital Patient Navigation - Nassau Suffolk Hospital Council
  • Flanders Farmer's Market - David W. Crohan Community Center

If you would like to host the Health Assessment Survey at a community event, please contact Amy Solar Greco, Project Manager for Community Health Initiatives via email at
Care Coordination and Transition Management Certification Opportunity for Hospitals
The SCC initiates a TOC Model Training Strategy for all 11 Suffolk County Hospitals participating in the SCC Transitions of Care Program for Inpatient & Observation Units   
The Suffolk Care Collaborative has recognized the importance of supporting our hospital partners with implementation resources, educational and training resources. As all eleven Hospitals in Suffolk County begin to implement the SCC's Transition of Care (TOC) Model designed and agreed upon by our network partners, the SCC Project Management Office has designed in collaboration with our Hospital Facility Champions the TOC Model Training Strategy.
We have carefully selected the American Academy of Ambulatory Care Nursing (AAACN) Care Coordination & Transition Management (CCTM) certification as a recommended educational opportunity providing 26.4 contact hours. While nurses have always had elements of care coordination and transition management practice, patient acuity and health care delivery have become increasingly complex. A new role for nurses primarily performing these activities has evolved, and the CCTM certification was identified as an opportunity to support our Hospitals in enhancing competencies of their staff who will be operationalizing the SCC's Transition of Care workflows.
We are proud to announce all 11 hospital partners have selected RNs to participate in the certification process. Jennifer Kennedy, RN, BSN, MS, Director for Care Transition Innovation at the Suffolk Care Collaborative will be coaching the group through the online modules and preparing them for the exam. We acknowledge our hospital partners participating:
  • Brookhaven Hospital
  • Eastern Long Island Hospital
  • Good Samaritan Hospital, Catholic Health Services
  • Huntington Hospital, Northwell Health
  • John T. Mather Hospital
  • Peconic Bay Medical Center, Northwell Health
  • Southampton Hospital
  • Southside Hospital, Northwell Health
  • St. Charles Hospital, Catholic Health Services
  • St. Catherine of Siena, Catholic Health Services
  • Stony Brook University Hospital
Our SCC TOC Model Train the Trainer Strategy begins with all Hospitals certifying their RN Champions as CCTM's, who may then lead a "Train the Trainer" model to train their Hospital-based Nursing Staff in practices of care coordination and transition of care management. The Care Coordination & Transition Management course curricula that may be used to train staff covers 13 modules as listed below:
  1. Care Coordination & Transition Management Introduction
  2. Advocacy
  3. Education and Engagement of Patients and Families
  4. Coaching and Counseling of Patients and Families
  5. Patient-Centered Care Planning
  6. Support for Self-Management
  7. Nursing Process: Proxy for Monitoring and Evaluation
  8. Teamwork and Collaboration
  9. Cross Setting Communications and Care Transitions
  10. Population Health Management
  11. CCTM Between Acute Care and Ambulatory Care
  12. Informatics Nursing Practice
  13. Telehealth Nursing Practice
Supplemental resources to the online modules also include a core text and a library of online resources provided by the AAACN. Please feel free to reach out the Suffolk Care Collaborative with any questions you have regarding the CCTM-RN certification.


Alyeah Ramjit, MS, MHA

Project Manager, Integrated Care

1383-8 Veterans Memorial Highway

Hauppauge, NY 11788

Tel: (631) 638-1048

Fax: (631) 638-1009 

Jennifer Kennedy, RN, BSN, MS

Director, Clinical Transitions Innovation

1383-8 Veterans Memorial Highway

Hauppauge, NY 11788

Tel: (631) 638-1774

Fax: (631) 638-1009  


Cultural Competency and Health Literacy Advisory Workgroup Highlight
The SCC's Cultural Competency and Health Literacy Advisory Workgroup is charged with Patient Education and Health & Wellness communication efforts 
The Cultural Competency and Health Literacy (CCHL) Advisory Workgroup, formally organized in March 2015, is responsible for the CCHL organizational work stream milestones. Since its inception, this workgroup has worked diligently on developing a cultural competency strategy plan and a training plan for the SCC. Reporting to the Community Needs Assessment, Outreach, Cultural Competency and Health Literacy Committee (the "Committee"), this committee meets quarterly and is comprised of key internal and external stakeholders, subject matter representatives, representation from all three Hubs as well as and PPS partners, the goals and objectives of enhancing cultural competency and health literacy across our communities is facilitated.
Early in 2016, the workgroup leveraged the expertise of the members, while being mindful of their time and effort to achieve the goals and objectives of the SCC CCHL Strategy Plan. The workgroup has formed three subgroups: Patient education, training vendor, and a CCHL 101 curriculum subgroup. Each subgroup has a particular assignment:
  • Patient Education: reviews front-facing education material, surveys, webpage, flyers, etc. that are suggested by the SCC workgroups and committees.
  • Training Vendor: approves training vendor curriculum for the SCC partners based upon community needs assessments and other data.
  • CCHL 101 curriculum: develops and identifies appropriate educational material for the SCC workforce and community.
These subgroups often meet several times prior to the larger workgroup monthly meetings and report out to the larger workgroup. Upon subgroup consensus, any information, process or material that requires acceptance is voted upon by the entire workgroup and submitted to the Committee for endorsement.

Lessons Learned and New Developments
The patient education subgroup has reviewed and accepted patient education material across many of the DSRIP projects. One of the lessons learned from this process was that a scoring rubric tool would be beneficial for the project leads, managers, workgroups and/or committees to use prior to submitting materials to the CCHL workgroup. The workgroup has explored several resources that would support the selection of patient education material for these groups. After a few meetings, the workgroup endorsed one of the resources, a design readability scorecard found on the Health Communications website. The website provides a toolkit and short video instructions on using several sections of the scorecard and has been warmly received by our project managers. The scorecard can be found here.
In April of 2016, the training vendor subgroup developed an RFP for a train the trainer program which will support cultural competency and health literacy training for CBOs and other organizations. The RFP is a collaboration between the SCC PPS, Nassau-Queens PPS and the Long Island Health Collaborative. The subgroup plans to make the final vendor selection in August 2016 and hopes to roll out the training program in the Fall.
In June 2016, our CCHL 101 education subgroup completed work on the first cultural competency and health literacy education module for the SCC. The subgroup produced a helpful educational introduction to cultural competency and health literacy for leadership, providers, and organization partners across the PPS as well as the SCC team. The learning objectives for the module include defining cultural competency and health literacy; the scope and challenges of cultural competency and health literacy and why they are important; and recognizing the importance of culture, health literacy, and language in patient centered care. CCHL 101 is available on the SCC website in the Learning Center. There are three easy steps to completing this training:
  1. A quick registration process (name, e-mail, organization name, and title).
  2. Review the short module.
  3. Complete the 5 brief multiple-choice post questions and the optional evaluation of the module.
All of our partners, leadership, providers, and organizations, are encouraged to log-in and preview this valuable training tool. In addition, the SCC will be able provide data on an organization's participation upon written request to Althea Williams, Director of Community and Practice Innovation at the SCC. So don't delay, get started! Feel free to share this across your network as we work together to improve health disparities across our communities.
Community Engagement & SCC Community Webpage Development Update
The SCC is pleased to provide new highlights from our community engagement efforts! 
The Suffolk Care Collaborative has been actively increasing access to high quality chronic disease preventive care and management through several activities. Community health fairs and wellness events within the Suffolk County community are being posted in the SCC bi-weekly e-newsletter, DSRIP-In-Action.
SCC is currently designing a community-facing webpage where identified community-based programs, resources, details about health fairs/events, and educational materials will be showcased for the community to easily access. We envision this webpage being a great tool to support our project development, as well as heighten our efforts in community engagement.
We've also partnered with Greater New York Hospital Association to embed and integrate the Health Information Tool for Empowerment (HITE) on the new SCC Community website. Providing access to this tool in the community area of the website will allow for ease of access to Suffolk County residents to search for health and wellness services in local communities. Look out for the launch of the new SCC Community webpage in the Fall!
Compliance Connection
Update: U.S. Department of Justice False Claims Act

The U.S. Department of Justice has increased the civil monetary penalties for federal False Claims Act violations to adjust for inflation. Effective August 1, 2016, the False Claims Act civil penalty increased to a range of $10,781 to $21,563 per claim (from previous range of $5,500 to $11,000 per claim). Also effective on the same date, the Administrative Remedies civil penalty changed to $10,781 per claim (from $8,500). These changes significantly increase the financial liability of Medicaid organizations, including the Suffolk Care Collaborative, for federal False Claims violations. The triple damages provision remains the same (three times the amount of damages sustained by the Government because of the violation is added to the penalties).
How might false claims arise in the DSRIP context?
Basically, this could happen if a Suffolk Care Collaborative employee, officer, director, vendor, or agent knowingly submitted a false or fraudulent claim for Government payment. Or, if they knowingly created or used a false record (such as a performance report), to get a false or fraudulent claim paid by the Government. Learn more in the Suffolk Care Collaborative's Compliance Policy #14, "Detecting and Preventing Fraud, Waste, Abuse and Misconduct." (The policy is pending revision to update the penalty information.)
Learn more about the changes from the Office of the Medicaid Inspector General's Compliance Alert and DOJ's Interim Final Rule. Thank you for your support of the SCC Compliance Program.

Milestone Dates
NYS DOH DSRIP Program Milestone Dates 
Aug. 8- Sept 8

PPS Performance Networks in MAPP Open for Additions

Aug. 31
PPS Primary Care Project Narrative Due
Sept. 4
Independent Assessor provides feedback to PPS on PPS Year 2 First Quarterly Reports; 15-day Remediation window begins
Sept. 19
Revised PPS Year 2 First Quarterly Reports due from PPS; 15-day Remediation window closes
Sept. 20-22
2nd Annual PPS Statewide Learning Symposium
Sept. 30
Final Approval of PPS Year 2 First Quarterly Reports

Frequently Asked Questions


To access NYS DSRIP FAQ, click here

Job woman showing hiring sign. Young smiling Caucasian   Asian businesswoman isolated on white background.
Office of Population Health
Career Opportunities
The SCC is pleased to invite qualified career seekers to apply for open positions. Whenever opportunities become available they will be posted here.
Job postings are available for the following career opportunities within the Office of Population Health at Stony Medicine administering the Suffolk Care Collaborative.
Click the links below to access job descriptions.
For more information, please contact the Suffolk Care Collaborative via email

Stay Informed


SCC communications currently include bi-weekly "DSRIP in Action" emails, a monthly "Synergy" eNewsletter, and the SCC website, which houses a wealth of resources including individual program webpages, presentations, videos, and key documents. To directly sign up for our newsletter, click here 


Have a question? Please send it to then watch for the answer in a future issue of Synergy.