Issue 23
March, 2017
Welcome to Synergy
We are pleased to present the twenty-third 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.  

About Suffolk Care Collaborative (SCC):  SCC is an alliance of healthcare providers in Suffolk County, Long Island, NY, formed to support New York State's Delivery System Reform Incentive Payment (DSRIP) initiative. Under the guidance and leadership of Stony Brook Medicine, SCC established a Population Health Management Service Organization to improve county-wide health by addressing a wide range of challenges to health in order to improve outcomes by encouraging wellness, making healthcare more accessible and reducing costs by decreasing unnecessary hospital utilization.  For more information, visit our website:

In This Issue
SCC Launches New Community Engagement Webpage

The Suffolk Care Collaborative is pleased to announce the launch of our new community facing webpage.  This website will be used as a user-friendly resource for Suffolk County communities, consumers, caregivers, families, providers and care coordinators/care managers/navigators.

In addition to information about DSRIP and the SCC programs and initiatives, the website provides bilingual educational materials to support disease management, including asthma, cardiovascular disease, diabetes, obesity, tobacco use and cancer screenings.

The website includes a community calendar powered by the Long Island Health Collaborative, which provides ongoing and notable community events such as free cancer screenings and diabetes education programs. 

Our community resources area provides an online community resource directory powered by HITE, a dedicated area for hotline quick links, as well as key social services.  We intend to use this webpage as a tool to support our work in the community, empower patients and families, and provide further access to social services throughout Suffolk County. 

Please visit our community website by following this link and view our community engagement page for our video campaign here .   
Community Consumer Advisory Council (CCAC) Update 
From top left:  Chris Hendricks, CHS VP, Public & External Affairs, Nancy Copperman, Northwell Health AVP, Public Health & Community Partnerships, Celestine David, SCC Community Health Associate, Sharmaine Butler, SCC Community Health Associate, Sofia Gondal, SCC Community Engagement Liaison, Sarah Ravenhall, LIHC Program Manager, Althea Williams, SCC Director Community & Practice Transformation.  From bottom left:  Mark Williams (Community Member), Mery Williams (Community Member), Cindy Snyder (Community Member).
The Community Consumer Advisory Council (CCAC) continues to develop, as the Suffolk Care Collaborative (SCC) expands its efforts for more community facing patient engagement. Council meetings engage both community members and healthcare professionals. Its goal is to provide input in SCC's efforts to achieve health outcomes and increase patient engagement across populations. In order to work towards addressing the vast community populations of Suffolk County better, the Council invites others to join this group during its quarterly meetings. Meetings are held in the evening to accommodate working schedules and offers refreshments and a light dinner.

The Council held its second meeting to date, which took place on February 21 at 6:30 pm at the SCC office in Hauppauge. During this meeting, the Council was presented with updates on SCC's e-newsletter featuring the CCAC and of the group's impact on SCC's newly launched community webpage. In addition, the new members of SCC's Community Engagement Team, Stephanie Burke, Administrative Manager of Community Engagement and Cultural Competency, and Lyndsey Clark, Community Engagement Liaison, were introduced to the Council. 

Furthermore, the meeting included discussion of SCC's community engaging projects and partnerships. For instance, SCC's Project 2di Community Health Activation Program (CHAP) was introduced by Oliver Crane, Interim Project Manager, with an overview of the project's objective, the purpose of the Patient Activation Measure (PAM) Survey, and how the Cipher Health Tracking tool is able to assist health providers with health coaching and referrals. In addition, CCAC member Sarah Ravenhall, Program Manager of Population Health Improvement Program at the Long Island Health Collaborative (LIHC), provided a background on LIHC's mission along with a brief overview of its community engaging services and programs. The members of the Council provided feedback on how to further collaborate and engage community members for CHAP, as well as other community engaging projects. The meeting adjourned by emphasizing the CCAC's goal to continue to improve community engagement efforts and patient care experiences. 
From top left:  Althea Williams, SCC Director, Community & Practice Transformation, Lisa Brockenberry (Community Member), Mark Williams (Community Member), Stephanie Burke, SCC Administrative Manager, Community Engagement & Cultural Competency, Sharmaine Butler, SCC Community Health Associate, Lyndsey Clark, SCC Community Engagement Liaison, Melissa Ortiz (Community Member), Samuel Lin, SCC Administrative Manager, Integrated Care Programs, Oliver Crane, Interim Project Manager.  From bottom left:  Sarah Ravenhall, LIHC Program Manager, Alesandra Venee, SCC Social Worker, Mery Williams (Community Member).
RSVP Suffolk Joins the Team!
Announcing a New Community Based Organization Partnership

We are pleased to announce a new SCC partnership with the Retired Senior Volunteer Program (RSVP Suffolk).  RSVP Suffolk has joined our collaborative to offer Better Choices, Better Health® Workshop Series  also known as the Chronic Disease Self-Management Program (CDSMP) and the Diabetes Self-Management Program (DSMP). They are evidence-based education programs, designed to complement and enhance medical treatment and disease management. The Suffolk Care Collaborative (SCC) has partnered with C BOs to provide FREE self-management courses to adults.
Facilitating knowledge and skills through chronic disease self-management educati on and diabetes self-management education are critical elements to prevent or delay the complications of the associated diseases. Living with a chronic disease requires a person to make a multitude of daily self-management decisions and perform complex care activities. The workshops are designed to provide the foundation to help people with chronic diseases navigate these decisions and activities, and empower patients to effectively manage their chronic disease condition. Self-management education programs may reduce over-utilization of ER visits, hospital readmission rates, and total cost of care.
The goal of our new partnership is to support, leverage and supplement existing resources to increase the capacity of CDSMP services available to people with a principle diagnosis of hypertension or hypercholesterolemia and DSMP services available to people diagnosed with diabetes in high-need Suffolk County communities.

For the past six years workshops have provided benefits for hundreds of people attending these 6 week series of workshops.  They have improved the quality of life for the participants, empowering them to be attentive to nutrition choices, exercise, and other essential tools for managing their conditions. Participants are given an informative text along with a CD-ROM containing relaxation techniques, as stress is a major factor in managing both diabetes and chronic conditions.  
RSVP Suffolk looks forward to working with our partners in improving the self-management capabilities for all chronic disease populations by offering these free self-management educaiton workshops.   For more information e-mail: or for referring clients email:  Check back at our Community Calendar for postings on upcoming workshops in you area!
Readmission Prevention:  Going Beyond Medication Administration to "Orders Reconciliation" 
Re-engineering Process at John T. Mather Memorial Hospital Submitted by Lorraine Farrell, FNP, RPAC, Assistant Vice President Medical Affairs

Much attention is focused, and rightfully so, on educating patients regarding their discharge medication list. However, patients often leave the hospital with oxygen needs, nebulizers, supplements to their diet, wound treatments, dressing change instructions, and the like.
John T. Mather Memorial Hospital is in the process of re-engineering the document handed to patients at discharge to be sure it reflects instructions for all patient care needs. It is our goal to fashion a helpful one or two page synopsis of comprehensive instructions that could be hung on the home refrigerator for all to see.

Patients often receive post hospital discharge care from varying family members and private pay aides, as well as professional home care staff. It is our hypothesis that a succinct summary of post-acute instructions would be a benefit to all, including the patient!
Mather's current discharge instruction document only lists medications and follow-up appointment information. Through knowledge gained from the process of performing follow-up phone calls, we became aware that oxygen and nebulizer deliveries may not come as planned, home care staff visits can be irregular, and patients often did not continue the dietary supplements that were prescribed for them while hospitalized.  Patients and care-givers often cannot recall instructions, especially if they were verbally reviewed.
Mather's Readmission Team:  Adam Wos, MD, ED Director, Rich Poveromo, SW Director, Lorraine Farrell, AVP Medical Affairs, Nirupa Ramjisingh, Hospital Medical Director, Cathleen Roster, Director Case Management, Phyllis Macchio, Readmission Prevention Leader, Julie Tegay, ED Nursing Director

Our Readmission Team enlisted the assistance of our Information Technology Department to determine how we could get oxygen, wound care instructions, and dietary supplements to appear on the discharge reconciliation list along with medications. This enhanced reconciliation process gives opportunity for discharging clinicians to "reconcile" all care items in the same fashion as medication reconciliation. The Team also recommended adding the discharging physician name and phone number to the instructions so questions can be addressed with the correct physician. This is especially important when Hospitalists manage a large percentage of the admitted census.
We encourage all to review their specific electronic medical record (EMR) with an eye to developing a comprehensive post-acute care instruction list.
Health Solutions and 1Unit  to Improve Hospital Communications, Teamwork and Outcomes

Health Solutions (HS), the care management division within Northwell Health, has partnered with 1Unit™ at Southside Hospital.   The partnership aims to improve communication and teamwork in 2 Gulden, a 28-bed medical unit.

1Unit ™  conducted onsite training and skills workshops at Southside in September 2016. Since then 1Unit has provided advisory support and a technology platform which enables staff and management from 2 Gulden to standardize clinical operations using the Accountable Care Unit (ACU) approach. The nurses, physicians, and allied health staff from 2 Gulden have leveraged the onsite and online resources from 1Unit  to develop the advanced skills and routines needed to standardize care and perform Structured Interdisciplinary Bedside Rounds (SIBR®). During SIBR® rounds - which bring the physician, nurse, pharmacist, and social worker together to the bedside to exchange inputs and review a quality-safety checklist -- a personalized plan of care is developed with the patient and family.
According to Hallie Bleau, AVP of Care Transitions at Health Solutions,1Unit  is being leveraged to help hardwire the interdisciplinary rounding process inside the hospital which will help create a better transition of care for the patient back into the community.

1Unit , a health services solutions company, is the leading provider of solutions to help hospitals successfully implement Accountable Care Units (ACUs) and high-performance Structured Interdisciplinary Bedside Rounds (SIBR®). For more information, visit their website
Taking Texas Tobacco Free; An Initiative that Targets Behavioral Health Centers
The Suffolk Care Collaborative's Tobacco Cessation Coalition is excited to share a new relationship with the Taking Texas Tobacco Free Intervention Representatives to share and collaborate on public health initiatives across state lines.  

About the Taking Texas Tobacco Free Intervention
Taking Texas Tobacco Free (TTTF) is an evidence-based organizational-level intervention funded by the Cancer Prevention & Research Institute of Texas that provides practical advice, technical assistance, consultation, education, training, and treatment resources to community behavioral health centers throughout the state of Texas. TTTF assisted 19 community behavioral health centers to implement a multi-component tobacco-free workplace program that included: 1) tobacco-free campus policies; 2) education to all staff; 3) the integration of tobacco use assessments (TUAs; e.g., tobacco use screenings) into routine practice; 4) training of clinicians on evidence-based tobacco use cessation services and their provision to staff and consumers; and 5) a community engagement and outreach component.  Three more centers will implement the program by August 1, 2017.
TTTF is an academic/community collaboration between Integral Care, a community behavioral health center serving residents in Austin, Texas, and faculty at the University of Houston and Rice University.

Here are a few of the results from TTTF:
  • Over 5,000 employees and 150,000 mental health care recipients are protected from exposure of first and secondhand smoke
  • 218 trainings were provided to nearly 4,600 community behavioral health center staff
    • About 44% pre/post test knowledge increase as a result of the trainings
  • 62 clinicians became Certified Tobacco Treatment Specialists
  • 211 clinicians received Motivational Interviewing training
  • Over 60 prescribers attended specialized trainings about psychopharmacology for nicotine dependence
  • Over 118,000 tobacco use assessments have been administered by participating centers (zero were administered prior to the program)
  • Over 13,000  boxes of nicotine replacement therapy were distributed to mental health care recipients and employees
Most importantly, clinicians received much needed training and the training translated into changes in their clinical practice.  The following graphs show the pre/post implementation clinician changes as a result of the program and can be found here.
TTTF produced 12 videos (English and Spanish) on topics ranging from how to address a person who is using tobacco on the facility grounds, to education on tobacco treatment medications, to the benefits of quitting smoking.  These videos are short and can be used for clinician training or patient education.  To view the videos, please visit the TTTF website.
TTTF is finalizing a step-by-step implementation guide to assist behavioral health centers implement a multi-component tobacco-free workplace program.  If you would like a copy of the implementation guide, please contact Bryce Kyburz, TTTF Project Manager at
Little Steps, Big Gains
The American Heart Association Encourages People to Move More and Get Healthy For Good™

On April 5, countless numbers of Long Islanders took a step towards being Healthy For Good and walked to commemorate the American Heart Association's National Walking Day.

The Healthy For Good movement is designed to inspire all Americans to live healthier lives and create lasting change. It focuses on the simple idea that making small changes today can create a difference for generations to come. So join the movement and move more with us throughout the month of April!

Studies have suggested that moderate physical activity has many proven benefits for overall health, such as lowering blood pressure, increasing HDL, or "good", cholesterol and controlling weight. All these changes help to reduce the risk of cardiovascular disease and stroke, the nation's No. 1 and No. 5 killers.

The American Heart Association kicked off the month-long campaign on National Walking Day, April 5, to encourage people to move more by increasing their physical activity. The campaign is broken down into weekly themes. Week one focuses on walking and the basic tools you need to get started. Walking is one of the safest, least expensive, and most sustainable forms of exercise.  Weeks two and three focus on recreational sports and outdoor activities the whole family can do together, and week four focuses on mindful movement and reducing stress by doing activities such as yoga, Pilates and tai chi.

The American Heart Association recommends that adults participate in at least 150 minutes of moderate intensity aerobic activity or 75 minutes of vigorous intensity aerobic activity or a combination of both each week. Kids should get at least 60 minutes of physical activity every day.

Be part of the movement and register for your free toolkit here.  For more information about walking and living a healthy lifestyle, visit AHA's website

The American Heart Association is devoted to saving people from heart disease and stroke -  the two leading causes of death in the world. We team with millions of volunteers to fund innovative research, fight for stronger public health policies, and provide lifesaving tools and information to prevent and treat these diseases. The Dallas-based association is the nation's oldest and largest voluntary organization dedicated to fighting heart disease and stroke. To learn more or to get involved, call 1-800-AHA-USA1, visit or call any of our offices around the country.  Follow us on Facebook and Twitter.
Congratulations to SCC's Cultural Competency/Health
Literacy Workgroup and Partners

The work of SCC's Cultural Competency/Health Literacy  Workgroup and collaborative partners has been selected for recognition and presentation at the 16th Annual Institute for Healthcare Advancement Health Literacy Conference.

A poster abstract, titled  "Bridging the Gap to Deliver Culturally Competent, Health Literate Care: A Collaboratively Developed Train-the-Trainer Program Designed for Community-Serving Individuals," was submitted to the Institute for Healthcare Advancement. This poster highlights and dissects the many facets of the Cultural Competency and Health Literacy Train-the-Trainer program, developed in conjunction with Dr. Martine Hackett, Assistant Professor at Hofstra University's Department of Health Professions, and hosted with our PPS collaborative partners, the Long Island Population Health Improvement Program/Long Island Health Collaborative, and our neighboring Long Island PPS partner, the Nassau Queens PPS. 
Sarah Ravenhall, Program Manager, Population Health Improvement Program
The poster presents an overview of key components of this training, including the regional need for CC/HL training, the collaborative experience, curriculum highlights (including health literacy), evaluation plans, evaluation results, and key findings. The sustainable program produces Master Trainers, who are certified to host two types of sessions: 2 hour CC/HL training sessions for workforce professionals and full-day Master Training sessions for future Master Trainers. Each and every training session produces evaluations and results that provide a snapshot of regional cultural competency and health literacy progress.

The IHA's prestigious event will take place May 3 - May 5, 2017, at the Hotel Irvine in Irvine, California. Sarah Ravenhall, Program Manager, at the Long Island Population Health Improvement Program/Long Island Health Collaborative, will present the poster on behalf of the poster's nine authors and many involved partners. 
SCC's INTERACT Program Quality Improvement & Assurance Action Plan Activities

The Suffolk Care Collaborative   Interventions to Reduce Acute Care Transfer (INTERACT) Program  has completed its initial Quality Improvement & Assurance Activities, as described in the SCC Quality Improvement & Assurance Plan.
The SCC INTERACT Project Committee developed resources and held Regional Performance Improvement Workgroups which enabled each participating skilled nursing facility (SNF) to submit an Action Plan.
SCC utilized Qualtrics, a web-based survey platform to capture an Action Plan from each participating SNF using a customized survey, allowing for data organization, manipulation, and reporting. Each SNF had a unique Qualtric's link to access the Action Plan template, input information and submit completed plan. Qualtric's link allows each SNF to access their completed Action Plan to provide updates.
We would like to thank all participating skilled nursing facilities for completing the Action Plan and participating collaboratively in performance improvement efforts.
Selection of Performance Improvement Focus Areas
Each SNF was asked to select Performance Improvement (PI) Focus Areas which has provided key PI themes across all participating SNFs.  

The following list describes the PI Focus Areas selected by the INTERACT participants:

Performance Improvement Regional Results

The PI Focus Areas selected had minor variation by SCC SNFs Regional Performance Improvement Workgroups:
  • The Eastern Region had the most variation in response, topping their agenda included Early Warning Signs of Sepsis/UTI, Communication & Fall Reductions.
  • The Brookhaven Region primarily focused on INTERACT Tools Implementation, Early Warning Signs of Sepsis/UTI and Communication.
  • The Smithtown Region primary focused on Early Warning Signs of Sepsis/UTI, Communication & Advanced Care Planning/MOLST and eMOLST.
  • Both the South Shore Region and Huntington Region focused on Early Warning Signs of Sepsis/UTI, Fall Prevention & Communication.
In total there were 49 Action Tasks identified across all participating SNFs. The action task describes the specific task and the implementation plan for the task. A few action tasks identified by Region are highlighted below: 
  • Eastern Region: Perform assessments of current quarter transfer information data. Utilize Quality Improvement Tool to analyze hospital transfers and identify opportunities to reduce transfers that might be preventable.
  • Brookhaven Region: Establish better communication between the facility and the hospital emergency department and engage hospital care management staff.
  • Smithtown Region: Develop educational tools regarding early identification of sepsis. Develop a sepsis protocol for the assessment and management of residents with early signs and symptoms of sepsis. Interdisciplinary clinical team to develop protocols and educational pathways related to sepsis.
  • South Shore Region: Develop a care map for assessment and management of chest pain. Develop educational tools related to chest pain.  
  • Huntington Region: Monitor for signs and symptom of urinary tract infection. Educate the staff about the type of signs and symptoms to monitor the residents for and implement a plan to prevent infection.
The SCC INTERACT Project Committee will continue to identify opportunities for quality improvement and use rapid cycle improvement methodologies and evaluate results of quality improvement activities. 

We are very excited about the comprehensive set of Performance Improvement Focus Areas and Action Tasks identified throughout Suffolk County.
Partner Interview:  Commitment to Patient-Centered Care
Name:  Nazarra Rodriguez, MD
Title:  President and Chief Medical Officer
Organization:  AdvantageCare Physicians

Please tell us about your organization.
AdvantageCare Physicians is a multispecialty practice focused on population management and coordination of care. We have 36 offices across the New York metropolitan area, including Manhattan, Staten Island, Brooklyn, Queens and Long Island, which includes practices in Babylon and Ronkonkoma, serving Suffolk County.  Along with a large primary care contingent, our practice includes OB/GYN, gastroenterology, ophthalmology, cardiology, hematology, oncology, podiatry, and other specialties that support patient population management.
We are recognized by the National Committee for Quality Assurance (NCQA) as a Patient Centered Medical Home (PCMH). Our patient population consists of about 500,000 New Yorkers, and we serve about 10,000 patients a day.
Why did you choose to participate as a partner of the Suffolk Care Collaborative (SCC)?
Our organization has been focused for many years on care coordination, patient-centric care, quality improvements and access improvement. The work of the SCC as well as several other Performing Provider Services (PPSs) that we participate in, reinforces that commitment to quality, access and patient-centered care delivery.
When were you first recognized by NCQA?
Our physician group was formed in 2013, through a consolidation of 4 legacy practices, each of which had PCMH recognition for many years prior to the consolidation.
What major changes in your practice sites took place when transitioning from the former standards to the updated NCQA standards for PCMH?
We were already committed to quality improvement, but a few of the things that we've done over the past couple of years involve implementing a new electronic health record (EHR) that provides patients with a new engagement platform, launching an online scheduling tool, and spending a lot of time training our care teams to deliver an improved patient experience.
How is your organization adjusting from volume to value based healthcare and evolving to meet DSRIP goals?
We've had a long commitment to value and quality and managing populations. Where we see change is in the tenor of the conversation with external parties and partners to collaborate and coordinate care. There's a lot more interest from hospitals and payers on how we can improve health care delivery by looking at value and quality as components, and not just volumes and shifts or pure numbers.
There are a couple of areas where we have adapted as an organization in the past year to meet DSRIP goals. One is our emphasis on patient access and patient engagement to reduce avoidable hospital use.
By making online scheduling available, expanding our hours of operation, and expanding our weekend hours we have made an effort to become more accessible to patients. We are also using tools like our patient portal to help patients connect with their provider to ask questions, request refills, and identify and resolve issues that may not require a patient visit to the office or an emergency department (ED).
Another way we've been adapting is by really focusing on chronic conditions and their management. We are engaging patients so that they are active participants in their own care teams to manage conditions like diabetes, heart failure and asthma. We're educating them about prevention and management, so that they can avoid a precipitous event that may cause an ED visit or hospital admission down the line.
What are your top three guiding principles for a successful population health management program? How does PCMH fit in?
Successful population health is focused on:
1. Improving quality
2. Improving patient access
3. Improving patient experience of care
The PCMH process really creates a formal structure to identify opportunities for improvement in those three target areas.
What value does the SCC bring to patients under the DSRIP program?
The SCC helps practices focus on population health initiatives in a very structured fashion, and in that way it fosters improved quality, access, and patient experience. It is providing the guidelines and structure for practices to move forward with more patient-centric care.
How do you see PCMH recognition making an impact on our communities, workforce and the population we serve?
The commitment to the PCMH process while seeking recognition really cements practice and provider commitment to continuously look for improvements in process, quality, and patient experience. So, it is not so much the recognition that is making the impact, but rather the commitment to more patient-centric care and continuous quality improvements that will be most impactful to our communities and workforce.
Can your share some strategies for integrating PCMH standards in your practice?
One of the core components of the PCMH process and standards is looking at quality measures and improvements in performance of quality measures. Being able to track performance and share results and trends allows providers and their care teams to interact in a more meaningful way with their patients.
What obstacles did you encounter meeting the updated PCMH standards?
As with any change, especially considering our large workforce and geographies as a practice, educating individuals on the care teams about new workflows or new processes, and making sure those things stick, was a challenge. It's hard to change habits. As we think of more nuanced ways of engaging patients and being more comprehensive in our processes around patient care, we need to educate our teams and ensure that they are incorporating new workflows or processes that are supportive of better patient care.
How do PCMH standards align with DSRIP projects in your particular practice/patient population?
They are very closely aligned and often overlap. Our practice really views process improvements and quality improvements, whether it be for DSRIP projects or PCMH recognition or other value-based programs, as one. We appreciate having a structured approach to addressing all needed quality and process improvements.
Specifically, Diabetes Management has been a big project from a PCMH perspective, as well as from a DSRIP perspective. We've been able to show process improvement in point of care hemoglobin A1c testing, early identification and more timely management of patients with diabetes; things that help us in the PCMH model but also the DSRIP process.
Compliance Connection

Suffolk Care Collaborative is committed to demonstrating the ethical values of honesty, integrity and accountability in all of its activities.  We provide for open, honest communications to fulfill the duty to report known or suspected noncompliance.  As such, the SCC wants you to know where to find important information to answer any questions about our Compliance Program, as well as where you can access DSRIP compliance resources and materials.  On our website you will find guidance concerning reporting unethical activity or a suspected violation of the compliance program.  There is a variety of ways in which someone can report such concerns which include contacting your supervisor, a compliance officer or using the SCC compliance hotline.  

For those who prefer to place an anonymous report in confidence, EthicsPoint/NAVEX Global, is a third-party vendor that manages the reporting process via telephone or on-line.  EthicsPoint also assists in addressing fraud, abuse and other misconduct while cultivating a positive organizational environment. Because EthicsPoint offers widely accessible options for reporting, is anonymous, unaffiliated with the organization and confidential and secure, it plays an important role in meeting certain regulatory requirements, which in turn enhances efforts to foster a culture of integrity and ethical decision-making.  On our website, you can also find the SCC policy that strictly prohibits intimidation, retribution or retaliation against anyone who reports a suspected violation in good faith.  Questions or concerns can be emailed to:
Milestone Dates
NYS DOH DSRIP Program Milestone Dates

 April 1                  Final Approval of PPS Year 2 Third Quarterly Reports

 April 1                  DSRIP Year 3 begins

 April 18                Public Comment period for Value Based Payment Roadmap

April 30                 PPS Year 1 Fourth Quarterly Reports (1/1/17 - 3/31/17) due
               from PPS

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. All job descriptions for current opportunities are posted here.

Current Job Opportunities:
  1. Director, Care Management
  2. Director, Care Transition Innovation
  3. Compliance Officer
  4. Care Manager
  5. Data Visualization Analyst
  6. Social Worker
  7. Community Health Associate
  8. Population Health Platform Training and Support Specialist
  9. Data Acquisition Analyst
  10. Project Manager, Community Health Initiatives
  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.