It is important to support our local Healthcare System. Check out the DCHS Community Flyer to find out how you can help!
– DCHS is a County not-for-profit Hospital. We receive no tax dollars through a local millage and our future depends on our Community staying local and utilizing the services we offer.
– DCHS offers nationally acclaimed Healthcare and a wide variety of specialty services. The current administration has successfully operated and grown our health system, doubling our Medical Staff and Employment levels independent of a partnership since 1996.
– Not unlike many smaller, rural health systems throughout the nation, DCHS is experiencing lower utilization, decreasing insurance reimbursements and competition for services that are creating financial hardships and are making survival difficult.
How can you help?
– Show your U.P. pride and support your local hospital.
– Choose to utilize our services that are conveniently provided right here in our town.
– Spend your healthcare dollars locally. Money spent in this town, stays in this town. It supports our local employees and their families, maintains and creates jobs within our community and keeps our 24 hour Emergency Department fully functional.
You have the right to choose to keep your health care dollars in our community, dollars that support our families and help our local economy thrive. You have that right.
If your primary care physician tells you, you have to go out of town for services, to see a Specialist (General Surgeon, Orthopedic Surgeon, ENT, Urologist and others), lab work, MRI’s, you have the right to say, “I support my local hospital, I support my local physicians, I support my local community and I CHOOSE DCHS”!!!
Through a collaborative effort among public and private stakeholders, LandUse|USA has been engaged to conduct this Residential Target Market Analysis (TMA) for the Upper Peninsula Prosperity Regions 1a, 1b, and 1c. The West Region 1a includes six counties; the Central Region 1b includes Dickinson County with five others; and East Region 1c has three counties (for a total of fifteen counties).
Together with regional contributions, this study has also been funded by a matching grant under the state’s Place-based Planning Program. The program is funded by the Michigan State Housing Development Authority (MSHDA), and has also has the support of the Community Development division and the Michigan Economic Development Corporation (MEDC). Regional Community Assistance Team (CATeam) specialists are available to help places become redevelopment ready.
This study has involved rigorous data analysis and modeling, and is based on in-migration into Dickinson County and each of its three cities. It is also based on internal migration within those places, movership rates by tenure and lifestyle cluster, and housing preferences among target market households. This Executive Summary highlights the results and is followed by a more complete explanation of the market potential under conservative (minimum) and aggressive (maximum) scenarios.
Maximum Market Potential – Based on the Target Market Analysis results for an aggressive scenario, there is a maximum annual market potential for up to 466 attached units throughout Dickinson County, plus 626 detached houses (for a total of 1,092 units). Among the 466 attached units, the majority of the market potential will be captured by the Cities of Iron Mountain (175 units annually), Kingsford (103 units), and Norway (92 units). Kingsford is located south and adjacent to Iron Mountain, and Norway is located about 8 miles farther east along Highway 2.
Minimum Market Potential – Dickinson County has an annual market potential for at least 263 attached units (i.e., excluding detached houses), across a range of building sizes and formats. Of these 263 attached units, 34 will be occupied by households among the upscale target markets, and 209 will be occupied by moderate target market households. The balance of 20 units will be occupied by diverse lifestyle clusters that are more prevalent in the county – and that also have lower propensities to choose attached housing formats.
There will also be 96 migrating households in Dickinson County each year seeking attached units in locations other than the three cities. Compared to other counties in the Upper Peninsula region, a large share of the market potential for Dickinson County will be generated by households choosing
to live in the surrounding townships and unincorporated places like the Quinnesec Census Designated Place (CDP). Quinnesec is located midway between Iron Mountain and Norway, with an easy commute to both places.
Complete study available at: http://www.cuppad.org/wpcontent/uploads/2015/07/1b-UP-TMA-DICKINSON-07-30-16.pdf
(Dickinson County, MI) The Leapfrog Group released its 2018 Spring Hospital Safety Grades and once again, Dickinson County Healthcare System (DCHS) has received an “A”. The Hospital Safety Grade scores hospitals on how safe they keep their patients from errors, injuries, accidents, and infections. In “A” grade hospitals, patient safety is a top priority. For twelve consecutive terms, DCHS has earned an “A” grade, making it the only UP hospital to do so.
John Schon, DCHS Administrator-CEO, said, “I am very proud that DCHS has again received an “A” Grade for Patient Safety from the Leapfrog Group! I am also very proud that DCHS has been able to maintain our “A” Grade since the inception of the Leapfrog Hospital Safety Grade review in 2012 and that DCHS is one of only three hospitals in the State of Michigan to have also received “Straight A’s” for Patient Safety since inception of the Leapfrog Patient Safety Grading System. Schon went on to say “that our Medical Staff and Hospital staffs deserve all the credit due to their never-ending dedication to provide our patients the safest and highest quality patient care we can offer. This recognition is again verification that our teams approach to patient care works and is the result of our strong physician and staff engagement in the caring for our patients.”
Strong healthcare teams reduce infection rates, put checks in place to prevent mistakes, and ensure strong lines of communication between hospital staff, patients, and families. Some hospitals don’t have teams that work well together, or good leadership to ensure that patient safety is the number one priority. When one person makes a mistake, there isn’t a good team ready to catch that mistake. Patients can experience dangerous complications, recovery is slower, and some patients even die unnecessarily.
Many hospitals in this country have safety records that wouldn’t be tolerated in any other industry. The statistics are alarming:
As many as 440,000 people die every year from hospital errors, injuries, accidents, and infections
Every year, 1 out of every 25 patients develops an infection while in the hospital—an infection that didn’t have to happen.
A Medicare patient has a 1 in 4 chance of experiencing injury, harm or death when admitted to a hospital
Today alone, more than 1000 people will die because of a preventable hospital error
The letter grade scoring system allows consumers to quickly assess the safety of their local hospital, and choose the safest hospital to seek care.
The Safety Grade includes 27 measures, all currently in use by national measurement and reporting programs. The Leapfrog Hospital Safety Grade methodology has been peer-reviewed and published in the Journal of Patient Safety.
Leapfrog works under the guidance of an Expert Panel to select appropriate measures and develop a scoring methodology. The Expert Panel is made up of patient safety experts from across the country:
David Bates, M.D., Harvard University
Andrew Bindman, M.D., University of California, San Francisco
Jennifer Daley, M.D., F.A.C.P.
Matthew D McHugh, Ph.D., J.D., M.P.H., R.N., C.R.N.P., F.A.A.N., University of Pennsylvania School of Nursing
Arnold Milstein, M.D., M.P.H., Stanford University
Peter Pronovost, M.D., Ph.D., F.C.C.M.
Patrick Romano, M.D., M.P.H., University of California, Davis
Sara Singer, Ph.D., Harvard University
Arjun Srinivasan, M.D., CAPT U.S. Public Health Service, Centers for Disease Control and Prevention
Tim Vogus, Ph.D., Vanderbilt University
The Expert Panel selected 27 measures of publicly available hospital safety data, analyzed the data and determined the weight of each measure based on evidence, opportunity for improvement and impact. Information from secondary sources supplemented any missing data to give hospitals as much credit as possible toward their Safety Grade.
A hospital must have enough safety data available for our experts to issue them a letter grade. Hospitals missing more than six process measures or more than five outcome measures are not graded. All hospitals are encouraged to voluntarily report additional safety data through the Leapfrog Hospital Survey, but they are not required to do so to receive a Safety Grade.
Congratulations to the DCHS Team for your consistency and commitment to excellence!
About Dickinson County Health System: Servicing Northern Wisconsin and the Central Upper Peninsula for more than 65 years, Dickinson County Healthcare System (DCHS) is a Community Hospital with a team of more than 90 active physicians and each year serves over 200,000 patients. DCHS employs more than 850 staff members, is the major employer in the Dickinson County area, and is a large contributor to the economic wellbeing of our community. DCHS has been acknowledged by several independent healthcare analytics agencies for exceptional patient safety and services. The safety ratings are a testament to how well the hospital and its physicians care for its patients and confirm the progress towards keeping the community safe and healthy.
DICKINSON- On Tuesday, March 27, the Dickinson Area Economic Development Alliance hosted a Loyal to Local kick-off event. The event took place from 7:30 – 9:00 a.m. at Bay College West Fornetti Hall in Iron Mountain.
The Alliance’s Small Business Retention & Growth Committee has been working hard for numerous months, creating a plan to raise awareness of the impact of small businesses on our community and they needed input from the business owners. This presentation was packed full of useful information on the Loyal to Local campaign plan to spend at least $25,000 in advertising over the next 12 months.
With the alarming rate of brick and mortar stores closing across the country, something must be done to preserve our local businesses. The time is now!