Tag: Healthcare & Education

Alonna Berry

Founder, The Bryan Stevenson School of Excellence

Alonna Berry loves Delaware

Alonna Berry

MILTON – Alonna Berry comes from a long line of Delawareans from rural Sussex and Kent counties – many of them educators – and says Delaware is near and dear to her heart.

That is why it probably comes as no surprise where the idea for The Bryan Stevenson School of Excellence (BASSE) came from.

“It started from a kitchen-table conversation about three and a half years ago,” said Berry, the school’s founder who’s leading a team of volunteers that hopes to open the Georgetown charter school in Fall 2022. “Most of us are educators and we started talking about a service/learning high school in Sussex County centered on Bryan’s concept of the power of proximity.”

Berry is a first cousin to Milton native Bryan Stevenson, a lawyer, social justice activist, and founder/executive director of the Equal Justice Initiative. His story was the focus of the 2019 movie Just Mercy.

Stevenson regularly talks to audiences about finding ways to get “proximate” to the poor and vulnerable to solve social problems.

“Many of us have been taught that if there’s a bad part of town, you don’t put your business there,” Stevenson told a crowd at Fortune magazine’s CEO Initiative conference in June 2018. “But I am persuaded that we need to do the opposite. We need to engage and invest and position ourselves in the places where there is despair.”

Berry says her journey started with her “deep connection to the power of education. One of my great aunts on my father’s side was the first woman of color in the Smyrna School District and went from being a secretary to superintendent. Another taught in a one-room schoolhouse in Kent County when schools were still segregated.

Entering college, Berry’s dream was to be a judge because she saw the intersections between law and education as critical to the well-being of the community.

Berry said that what makes Delaware great “is its [small] size and access. You can have an impact here in transforming the way we think about education.”


As a student at Syracuse University, Berry majored in Writing and Rhetoric, which gave her the opportunity to tutor inmates at the Auburn (NY) maximum security prison for their GED degrees once a week.

“I would sit across the table from men who were old enough to be my grandfather who couldn’t read or do basic arithmetic,” she said. “That’s what brought them into the criminal justice system, and it drove me to think about the impact of law through the lens of education.”

After college, she joined Teach for America in Jacksonville, Florida, where she taught 9th grade English to students at the time of the

shootings of Treyvon Martin and Jordan Davis, who was killed at a gas station right across the street from where she lived.

“My students were directly impacted by the events in Jacksonville at the time; many of them knew Jordan Davis. I couldn’t ignore these things in my classroom; we had to address it. All that is part of the reason I came back to Delaware, which is near and dear to my heart. The same images with race and bias were still prevalent here, and my nephew was just entering the education system.”

While with Teach for America, Berry participated in the organization’s Rural School Leadership Academy, a yearlong fellowship for aspiring and current school leaders that looks at innovative schools beginning with a reservation in New Mexico.

“I learned from that experience that rural schools are less talked about, less researched, and less funded,” she said. “If we wanted to impact Sussex County, we thought we should do it from the heart of the county – and that’s Georgetown.”

Berry says the academy taught her that “you can’t do this alone. We need a relationship with the community to have the impact we want. We need to bring in all the stakeholders.”

Since returning to Delaware, Berry has taught at William Henry Middle School in the Capitol School District; worked for the State Department of Education in the Teaching and Learning Branch; and Teach for America Delaware, supporting leadership development, classroom training, and teacher coaching. Beyond that, she is very active in a number of local nonprofits including the Delaware Center for Justice, the Youth Philanthropy Board of Sussex County, and Delaware Guidance Services.

Berry, who earned her master’s in Management and Organizational Leadership from Wilmington University and is pursuing her doctorate in Organizational Learning and Innovation from WilmU, said the new school in Georgetown will focus on “service-learning.”

“Through service-learning, we can partner with local community organizations and nonprofits to create spaces so students can see for themselves what’s going on around them and that they can have the impact to change that, Berry said, adding that Stevenson has given the team “his blessing and support but sees this as our project. We’re inspired by his life and mission.”

Berry said the idea to integrate service-learning was the volunteer team’s “a-ha moment.”

“It’s not the school’s role to tell students how to do X and Y; it’s to expose them to opportunities,” she said.

Berry said she was also inspired by a TED talk given by pediatrician and California Surgeon General Nadine Burke Harris about seeing multiple children showing up at her office with similar symptoms. Rather than just writing them a script and sending them home, she decided to go into the community and figure out what makes them sick.

Berry says local businesses and nonprofits are starting to come aboard. Browseabout Books in Rehoboth Beach and the Lewes Library are sponsoring a reading in September where 25% of sales will go to the school. The Milton Historical Society has a Bryan Stevenson exhibit that could raise awareness of the school, says Berry, who recently became the society’s interim executive director.

“I think the pandemic has actually helped to accelerate our work in a lot of ways, Berry said. “Other schools never planned for the scenario like the one we’re in today. We’re asking ourselves whether we have the ability to be 1:1 with students and give them devices to use to learn and to see how other schools and districts are providing broadband. We’re building those scenarios now on the front end.”

Berry said that what makes Delaware great “is its [small] size and access. You can have an impact here in transforming the way we think about education. Charter schools can be controversial, but they started as an opportunity for communities to innovate. That’s what BASSE is doing. We’re not trying to be big. We’re trying to build a community-based partnership and co-create what education looks like. If we’re successful, perhaps other schools will think about it for their kids.”

BASSE will start with grades 9 and 10, with 100 students per grade, and have 350 to 400 students in four grades by Year 3. The school will be open to all Sussex County students, but Berry expects that most will come from the Georgetown area within the Indian River School District. She does concede that organizers have not yet had a conversation with district officials.

“Education is and should be for the community – parents and family members, small business owners, clergy, — if we do a good job of educating our students, a rising tide will lift all ships,” she said.

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Delaware’s WilmU Increases Opportunities with Certification Programs

Delaware’s WilmU Increases Opportunities for Individuals – and Companies – through Dual-credit, ‘Stackable Credential’ Programs

The impact of the COVID-19 pandemic on the American workforce and employers has resulted in a new variety of trends. One of the most positive trends has been the renewed interest by companies and individuals in certification programs. Companies are looking for ways to attract and retain motivated workers and for individuals to find jobs — often in new industries — and position themselves for future promotions.

And that’s good news for schools like Wilmington University (WilmU) that offer Dual-Credit Certificates® that enable students to earn a sought-after certificate and earn credit toward a bachelor’s or master’s degree at the same time on their own schedules. For older students, the certificates enable them to refresh skills and learn new ones.

Programs like WilmU’s option of both in-person and remote learning appeal to companies that are thinking about moving to Delaware, planning to expand here, or just wanting to offer consistent programs to employees regionally or across the country, said Eileen Donnelly, Ed.D., the school’s vice president of enrollment management.

“In those cases, we tell them that WilmU has a range of delivery options that can deliver content to people when they need it and enable students to gain knowledge in a short period of time,” Donnelly said.

Donnelly said WilmU’s focus is “local, regional, and national, in that order. But an increasing number of students across the board — as well as our employer partners — are excited about the ability to earn a credential either as a stand-alone or as a milestone on their way to an undergraduate or graduate degree.”

WilmU has nurtured numerous partnerships, some with regional and national operations, including Barclays, Bank of America, ChristianaCare, CSC Global, JPMorgan Chase, Nemours, Wawa, WSFS, the Mary Campbell Center, Wakefern with ShopRite, Zip Code Wilmington and BAYADA.

“This is a tremendous opportunity for CSC employees to further their career-related education, and we’re delighted to offer it,” said Kristyn Dilenno, global human resources director at CSC. “This partnership brings together two Delaware institutions with more than 170 years of combined experience of improving our community.”

WilmU began its Dual-Credit Certificate® program seven years ago and pioneered nationally the concept of stackable credentials, high-demand certificates that offered content students said they needed to either move ahead in their companies or find new jobs.

Each certificate requires 15 (and in some cases 18) credits – five or six courses – that can go toward a broader undergraduate degree. For example, a student planning to earn a bachelor of science degree in computer and network security (cybersecurity) could first earn certificates in digital evidence discovery and digital evidence investigation. A student could also earn a certificate outside his or her core degree, such as a student seeking a degree in law, policy and political science also earning a certificate in social media management and using that for another role.

Delaware is home to far and away the highest portion of WilmU’s 20,000-plus students, most of whom are working adults. The next largest block comes from Pennsylvania, New Jersey and Maryland, and the vast majority are pursuing degrees. 

WilmU now has 200+ degree and certificate programs available at all undergraduate and graduate levels, including 88 certification programs (52 for undergrads and 36 for graduates). Majors are focused on career relevancy, such as an array of healthcare options and a degree in cybersecurity. All academic programs incorporate a guided pathways approach to keep students progressing on time, on track and on budget.

Relevant work experience can apply toward a credential using a prior learning assessment (PLA). Because WilmU operates primarily in seven-week academic blocks (two per term), students can complete a certification within a year if they take one course per block. Undergraduate classes currently cost $1,170 while graduate classes cost $1,500 each.

“Most of our students are working adults,” Donnelly said. “They can choose how to take courses, and for students who juggle numerous responsibilities, that matters. The course objectives, assessments and content are all the same between online and in-person classes.”

According to the Georgetown University Center for Education, “the number of occupational certificates awarded has skyrocketed more than 800% over the past 30 years – but not enough to satisfy employer demand.”

Employer demand for skilled talent plays a key role in Delaware’s statewide economic development efforts.

“We have found over the years that our efforts to attract or keep businesses and workers in Delaware are greatly enhanced by the broad range of development programs that our state’s great universities offer,” said Delaware Prosperity Partnership President and CEO Kurt Foreman. “WilmU has a national reputation of being able to meet the educational needs of employees at an affordable price in a short period of time and is an important piece of our overall economic-development effort.”

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Delaware’s Health Care Student Loan Forgiveness Programs Attract Doctors and Nurses to Delaware

Delaware is advancing healthcare access statewide by offering a pair of student loan repayment programs that encourage qualifying medical professionals to choose Delaware for their practice.

A shortage of healthcare professionals – especially primary care practitioners – is being felt throughout the United States. But Delaware is staving off the service delays and delivery gaps that can be caused by this shortage by attracting much-needed medical personnel to the First State with a pair of programs that help them cover the cost of their education and training.

Delaware has been investing in developing strategies to support health care professionals deal with education debt since the inception of its health care loan forgiveness program years ago. In fact, an article by Money magazine identifies Delaware as one of “11 states and cities that will help you pay off your student loans.” In 2021, the Delaware Health Care Provider Loan Repayment Program was created to strengthen Delaware employer efforts to recruit and retain quality healthcare professionals even further.

“Delaware may be a tiny state,” the Money article notes, “but it is offering big bucks to healthcare professionals looking to move and work there.”

Two Delaware Health Care Provider Loan Repayment Programs Available

Details of the two programs offered in Delaware are as follows: 

  • The newly created Delaware Health Care Provider Loan Repayment Program offers grant awards up to $50,000 per year for a maximum of four years to new primary care providers who have recently completed their graduate education. Administered by the Delaware Health Care Commission, the program serves family medicine physicians, specialists, nurse practitioners, certified nurse-midwives, and physician assistants. Priority consideration may be given to Delaware Institute of Medical Education and Research-participating students and participants in Delaware-based residency programs. 

In addition, hospitals, private practices and other healthcare organizations may apply for grants on behalf of their qualifying employees. All facilities or organizations submitting applications must accept Medicare and Medicaid patients and be located in underserved areas or areas of need. Any hospitals submitting applications also must pledge a dollar-for-dollar match.

 “Our primary care doctors and their teams are the first line of defense in our healthcare system and the personal time they spend with their patients helps create healthier communities one family at a time,” Delaware State Representative Bryan Shupe. “Investing in the future of our local doctors, through this public-private partnership, will set a precedent in focusing on our local communities and the health of our local families.”

Further details about the Delaware Health Care Provider Loan Repayment Program are available here.

  • In place since 2000, the Delaware Student Loan Repayment Program offers awards ranging from $30,000 to $100,000 for up to four years to healthcare professionals who live in Delaware and work in designated Health Professional Shortage Areas. Administered by the Delaware Department of Health and Social Services, the program serves qualified advanced and mid-level professionals in dental, behavioral/mental health and primary care and is open to both recent graduates considering moving to or staying in Delaware as well as to practitioners already employed for several years by a qualified Delaware practice site. 

A flyer about the Delaware Student Loan Repayment Program may be downloaded here

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A Healthy Mix in the Heart of Milford

Milford Wellness Village Flourishes in Former Hospital Space

When Bayhealth announced plans to build a new hospital off Route 1 in Milford, downtown residents were worried. Surrounded by homes, Milford Memorial Hospital was a beloved city fixture. Indeed, parts of the building date back to 1938.

“No one wanted to see a 250,000-square-foot facility boarded up to become a massive white elephant,” says Meir Gelley, CEO of Nationwide Healthcare Services, which purchased the old hospital site in June 2019.

Nationwide, which owns and operates long-term-care and skilled nursing facilities, specializes in turning around old properties. But the energetic Gelley did not want to limit the building’s reuse to long- and short-term, post-acute care. He saw the need for preventative and ongoing services.

“I always dreamed of creating a program so that if someone needs us, we’re still in touch and have services to offer,” he explains.

With the help of Ohio-based Dynamis Advisors, Nationwide has transformed the former hospital into the vibrant Milford Wellness Village. In just a few years — and during a pandemic — the $30 million Milford Wellness Village has racked up an impressive roster of tenants that have created new jobs: 220 and counting.

Checking All the Boxes

Bayhealth hired Dynamis Advisors to explore the potential use for the hospital after the healthcare system’s departure. The firm helps providers and the communities design, finance, develop and manage innovative healthcare real estate projects.

Having worked with Nationwide in the past, Dynamis President Scott Keller reached out to Gelley. “We said, ‘Are you interested?’ He said, ‘Yes,’ and the rest is history.”

“Dynamis was extremely helpful,” Gelley recalls. “We met with all the stakeholders and the community.”

Milford was a logical setting for the ambitious multi-use endeavor. “Milford is one of the fastest-growing towns in the state,” Gelley notes. It sits on the border between Kent and Sussex Counties, which have a large population of retirees and people who need affordable services.

The Clarke Avenue building was available and had the proper infrastructure. Although it required renovations — one wing dates to 1954 — it had been maintained up until Bayhealth opened its new hospital near Route 1. “It checked all the boxes,” Gelley says of the facility.

The site was also in Delaware. “There are friendly opportunities and room for advancement here,” says Gelley, who has worked in surrounding states. “Delaware is very welcoming.”

The village is not his first project in the First State. Nationwide, which came to Delaware in 2006, also operates Regal Heights Healthcare & Rehabilitation in Hockessin and Regency Healthcare & Rehabilitation Center in Wilmington.

It Takes a Village

Nationwide removed the hospital’s labyrinth of corridors to create a straightforward “Main Street”-style flow between tenant services.

Polaris Healthcare & Rehabilitation Center, licensed for 150 beds, occupies the second and third floors while Banyan Treatment Centers is on the fourth. La Red Health Center, a familiar name in Sussex County, opened in the village in November 2019.

Also on board:

  • Kidz Ink Academy of Early Academics Child Care Center, which has classrooms for 160 children
  • Nurses ’n Kids, which cares for infants and children with acute and chronic medical needs, developmental delays and nutritional deficiencies
  • The Lab at Seascape
  • WeCare Program, which helps seniors stay healthy in their own homes
  • AquaCare Physical Therapy

The village does not duplicate services, Gelley says. “It’s really filling in the gaps.” He’s hoping to lease space to a program of all-inclusive care for the elderly or PACE program, which is like a “nursing home without the overnight stay,” he explains. “They have access to doctors, dietitians and pain care.” Currently, he says, there is only one PACE program in Delaware.

Such services have become especially important as so many people want to remain in their homes. Since the pandemic, many seniors have become skittish about long-term-care facilities, which were vulnerable in COVID-19’s early days.

The village has space for additional “like-minded” organizations that “enhance each other and benefit from each other’s presence,” he says. There is a spirit of collaboration. La Red, for instance, offered COVID-19 vaccinations to everyone in the building.

Gelley does not hesitate when asked how he will measure the project’s success. “When I am making people’s lives better — that’s what I consider my success.”

This article was originally posted on the Delaware Prosperity Partnership website at: https://www.choosedelaware.com/success-stories/gaming-their-way-to-success/

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Bayhealth Charts IT Superstars on Path to Success

Bayhealth — recognized as one of the nation’s Most Wired health systems, with hospitals in Dover and Milford — is always looking for IT superstars: caring, compassionate, patient, and motivated talent who get excited about going to work every day.

Healthcare may not be the first industry that comes to mind for young talent looking to launch a career in information technology (IT) — or for seasoned talent looking to retrain or upskill for a second career, for that matter. But the trajectory of change that has steadily increased the pace of technology advances over the last 20 years — fuel-injected by virtual demands created in the last year by the COVID-19 pandemic — make healthcare IT one of today’s fastest-growing, most exciting career options for those hoping to advance their earning potential while making a difference in their community.

The IT team at Bayhealth believes there is no better place to put the winning combination of hard skills and soft talents that are required in the healthcare industry to work than in Central or Southern Delaware.

“Bayhealth uses technology to do what needs to be done to care for patients,” says Vice President and Chief Information Officer Richard Mohnk. “We have programs in place to train and educate our team as they advance in their careers, but we need to continuously feed those programs with talented people who have a desire to be great.”

Bayhealth IT Supports More than 200 Applications

Bayhealth health systems IT DelawareWesley Coombs, Bayhealth’s Service Desk supervisor, leads the team that takes calls around the clock from both employees and patients looking for help with software and application issues. Because they support more than 200 IT applications, Coombs says the Service Desk is a great place to get a foot in the door and gain valuable experience for a career in healthcare IT.

Bayhealth is certainly not alone in the search for great technical talent, but the healthcare industry’s IT needs are so specialized that it’s almost unheard of for someone to transition from another industry directly into a mid-to-advanced seniority analyst or project manager position with a medical center. Those positions typically require a four-year degree or a minimum of three years of healthcare-related work experience.

By partnering with their Central Delaware academic neighbors – Delaware State University, Delaware Technical Community College and Wilmington University – Bayhealth has created a pipeline that already has brought in 22 entry-level staff who work up to 24 hours a week on the IT department’s Service Desk while they finish their degrees.

As team members sharpen their IT skills and gain familiarity with the clinical areas that need support throughout the medical center, they are first in line for opportunities to advance to higher-paying analyst and project manager positions within Bayhealth. But that leaves openings for Coombs to fill back on the Service Desk.

To meet the challenge, the retired veteran called on his own experience as a drill sergeant. Just as the military teaches someone with the right personal attributes to be a soldier, Coombs realized that he is in a position to help the right candidates gain the work-related experienced needed to advance to a higher-level position in healthcare IT.

For example, most IT professionals have great technical skills, understand hardware and know how to manipulate applications. But taking a call from a clinician who needs trouble-shooting help under pressure to access a patient’s imaging report, or from an elderly member of the community trying to figure out how to use a smartphone app to schedule a virtual appointment, takes patience, compassion and a true desire to help, according to Coombs.

“Under Wesley’s supervision, Bayhealth’s Service Desk offers a remarkable entry-level process with great exposure to healthcare to create a career path from within,” says Mohnk.

Fueling Delaware’s IT Pipeline

IT needs remain a key concern for employers throughout Delaware, with talent needed at all levels – from entry to highly specialized – who are qualified in software, networks, cyber security, data management and tech support. Two-thirds of Delaware’s IT jobs are found outside the traditional “tech” sector in areas of finance, manufacturing, education, government and, of course, healthcare.

To help build a more diverse tech talent pipeline for 2021 and beyond, Delaware Prosperity Partnership is leading a public-private initiative of more than 50 stakeholders representing Delaware businesses, nonprofits, educational institutions and workforce development organizations. Collectively, they are developing a coordinated and demand-driven approach to meeting the state’s IT talent demands. Their work is funded by a workforce readiness grant from the JPMorgan Chase Foundation.

Systems Shine When Superstars Use the Right Tools

At Bayhealth, Coombs’ mission aligns with the state’s aims as he focuses on bringing in the right people to work the Service Desk in preparation for their next step on the career ladder. He says he finds it fulfilling to watch his team grow, develop and gain confidence.

“Seeing my team help our employees and patients get the help they need really is one of the most rewarding feelings,” Coombs says. “It feels like we are giving back.”

Mohnk agrees.

“We enjoy teamwork and camaraderie here at Bayhealth,” Mohnk says. “We’re always looking to bring in the next IT superstar — and our goal is to see hard-working, great talent succeed.”

This article was originally posted on the Delaware Prosperity Partnership website at: https://www.beebehealthcare.org/news-release/beebe-medical-group-welcomes-victorino-dejesus-md-beebe-primary-care-georgetown

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New Initiative to Increase Availability of Medical Professionals

A new bipartisan bill signed into law on August 9th will help attract needed medical professionals to The First State.

The measure (House Bill 48, as amended) establishes the Health Care Provider Loan Repayment Program, which will award grants to qualifying clinicians of up to $50,000 annually. Total payments to any one recipient would max out at $200,000.

The program is an attempt to battle to a shortage of medical professionals that is being felt throughout the U.S. In a report issued last year, the Association of American Medical Colleges (AAMC) projected that the nation will face a shortage of between 54,100 and 139,000 physicians by 2033. “The pandemic, which struck after the projections were completed, magnifies the need to address shortfalls in both primary care doctors and specialists,” the AAMC noted in a statement.

A new bipartisan bill signed into law yesterday (8/9) will help attract needed medical professionals to The First State.

Health Care Provider Loan Repayment Program

The measure (House Bill 48, as amended) establishes the Health Care Provider Loan Repayment Program, which will award grants to qualifying clinicians of up to $50,000 annually. Total payments to any one recipient would max out at $200,000.

The program is an attempt to battle a shortage of medical professionals that is being felt throughout the U.S. In a report issued last year, the Association of American Medical Colleges (AAMC) projected that the nation will face a shortage of between 54,100 and 139,000 physicians by 2033. “The pandemic, which struck after the projections were completed, magnifies the need to address shortfalls in both primary care doctors and specialists,” the AAMC noted in a statement.

Nurses are also expected to be in high demand and short supply.

According to a report by the Duquesne University School of Nursing, the U.S. will need more than 200,000 new nurses each year until 2026 to fill new positions or replace retiring staffers. “Though enrollment in nursing programs is increasing, it is not sufficient to meet demand,” the reported noted. “This shortage is especially acute…for certified family nurse practitioners, who can provide primary care without a doctor’s direct supervision.”

Under the Delaware Health Care Provider Loan Repayment Program, hospitals, private practices, and other health care organizations may apply for grants on behalf of their qualifying workers. However, the law sets certain conditions. Such facilities must accept Medicare and Medicaid patients and hospitals submitting a grant application need to pledge a dollar-for-dollar match.

The grants are limited to the recruitment and retention of new primary care providers who have recently completed their graduate education. Qualifying occupations include family medicine physicians, specialists, nurse practitioners, certified nurse midwives, and physician assistants.

State Rep. Bryan Shupe (R-Milford), one of the bill’s prime sponsors, says Delaware’s primary care shortfall crisis is causing long-term delays and service delivery gaps.

“Our primary care doctors and their teams are the first line of defense in our health care system and the personal time they spend with their patients helps create healthier communities one family at a time,” he said. “Investing in the future of our local doctors, through this public-private partnership, will set a precedent in focusing on our local communities and the health of our local families. I am proud to join Rep. David Bentz (D-Newark, Christiana) on this legislation to advance health care access.

Delaware health insurers will contribute up to $1 million to initially establish the program.

This article was originally posted on the Bryan Shupe website at:  https://bryanshupe.com/new-initiative-to-increase-availability-of-medical-professionals/

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Welcome to Victorino DeJesus, MD, to Beebe Primary Care – Georgetown

Victorino DeJesus, MD, has joined Beebe Medical Group and will see patients at Beebe Primary Care – Georgetown. To make an appointment, call 302-645-3332. 

Dr. DeJesus is board certified in internal medicine. He received his medical degree from the University of the East Ramon Magsaysay Medical Center in the Philippines. He completed a post-graduate internship at St. Luke’s Medical Center and completed his internal medicine and primary care residency at the University of Connecticut Health Center. Prior to joining Beebe Healthcare, Dr. DeJesus worked as a primary care physician with Tidal Health and in private practice in southern Sussex County for more than 10 years.  

“My philosophy is patient-first and promise to always find the time to listen to them,” said Dr. DeJesus. “That’s why I joined Beebe because it stands for the same ideals that I envision for Sussex county – to be one of the healthiest in the nation.”

Dr. DeJesus Joins Bebee Medical Group’s Expanding List of Providers

Dr. DeJesus is one of more than 60 new providers in the last year who have joined Beebe Medical Group, which includes 20-plus specialty offices in more than 40 office locations throughout Sussex County. 

“Beebe is creating a great community health system for Sussex County. This means building an integrated healthcare delivery system with services ranging from primary care to specialists so that your needs can be addressed right here in Sussex County,” said David A. Tam, MD, MBA, FACHE, President & CEO, Beebe Healthcare. “Please help me welcome to Dr. DeJesus to Team Beebe.”

When patients see providers that are within the Beebe Medical Group, they enjoy the experience of seamless electronic medical correspondence between office visits, outpatient facilities and the hospital.

Practices include the specialties of: Cardiothoracic Surgery, Dermatology, Endocrinology, Family Medicine, Gastroenterology, General and Bariatric Surgery, Hospital Medicine, Infectious Diseases and Travel Medicine, Internal Medicine, Pediatric Neurology, Pulmonary & Sleep Disorders, Surgical Oncology, Urology, and Women’s Healthcare. 

Four Walk-in Care Centers serve the community in Rehoboth Beach, Georgetown, Millsboro, and Millville from 9 a.m. to 7 p.m. daily. The group also operates three school-based health centers at Cape Henlopen High School, Sussex Central, and Indian River High School.

Beebe Healthcare is a not-for-profit community healthcare system with a charitable mission to encourage healthy living, prevent illness, and restore optimal health for the people who live in, work in, and visit the communities we serve. Beebe Healthcare has three campuses: the Margaret H. Rollins Lewes Campus, which houses the medical center; the Rehoboth Health Campus; and the South Coastal Health Campus. Beebe Healthcare offers primary care as well as specialized services in the areas of cardiovascular, oncology, orthopaedics, general surgery, robotic surgery and women’s health. Beebe also offers walk-in care, lab, imaging and physical rehabilitation services at several locations throughout Sussex County, in addition to a home health program and a comprehensive community health program. 

For more information about Beebe Healthcare, visit beebehealthcare.org.  

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Beebe Healthcare First in Delaware to Offer Hospital at Home Program

Beebe Healthcare recently became the first healthcare system in Delaware to offer a Hospital at Home program for patients who meet the criteria.

Beebee Healthcare in the Comfort of Your Home

Beebe’s Hospital at Home Program allows patients to be treated for their medical condition in the comfort of their own home as a substitute for traditional inpatient, in-the-hospital care. 

“This is how Beebe is providing the best care right here in Sussex County – collaborative innovations that provides a patient with the personalized and empathetic care plan for their needs,” said David A. Tam, MD, MBA, FACHE, President & CEO, Beebe Healthcare. “I’m proud of the multi-disciplinary team from patient care to IT to make this secure and innovative service available to patients.” 

Beebe Healthcare physicians and nurses will provide the care needed. In addition, the patient’s care team may include nurse practitioners, social workers, care coordinators, physical therapists, or other care members.

“Patients find being cared for at home to be a more restful and convenient experience than the hospital,” said Lynne Voskamp, DNP, RN, CEN, Beebe Healthcare’s Vice President of Nursing Operations & Continuum of Care, Chief Nursing Officer, and Administrator of Home Care Services. “Our team provides the same excellent care at home as you would receive in the hospital. This includes services such as IV medication, lab tests, physical therapy services, and oxygen therapy – all at no additional cost to the patient.”

As part of the Hospital at Home program, care provided in the patient’s home includes:

  • Transportation back home from the hospital
  • Delivery and set up of any necessary equipment needed, including IV medications
  • Computer tablet that allows patients to see and talk to their doctor or nurse from their home
  • Daily visits from doctors or nurse practitioners (NPs) in person or through the computer tablet
  • Two daily visits by a registered nurse
  • Support from social workers and physical therapists
  • Assistance in scheduling follow-up appointments.

 Patients will be provided the following equipment along with the computer tablet:

  • Scale
  • Pulse Oximeter
  • Blood Pressure Monitor
  • Thermometer.

To learn more about Beebe’s Hospital at Home program, visit beebehealthcare.org/services/hospital-medicine.

About Beebee Healthcare

Beebe Healthcare is a not-for-profit community healthcare system with a charitable mission to encourage healthy living, prevent illness, and restore optimal health for the people who live in, work in, and visit the communities we serve. Beebe Healthcare has three campuses: the Margaret H. Rollins Lewes Campus, which houses the medical center; the Rehoboth Health Campus; and the South Coastal Health Campus. Beebe Healthcare offers primary care as well as specialized services in the areas of cardiovascular, oncology, orthopaedics, general surgery, robotic surgery, and women’s health. Beebe also offers walk-in care, lab, imaging, and physical rehabilitation services at several locations throughout Sussex County, in addition to a home health program and a comprehensive community health program.

For more information about Beebe Healthcare, visit beebehealthcare.org

This article was originally posted on the Beebee Healthcare website at: https://www.beebehealthcare.org/news-release/beebe-healthcare-first-delaware-offer-hospital-home-program

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A Q&A with DSU President Dr. Tony Allen

Belief in Achieving “the Impossible” Inspires His Institution to Even Greater Success

Tony Allen became president of Delaware State University on Jan. 1, 2020, after three years as the university’s provost. Before that, he spent nearly 14 years as Bank of America’s head of corporate reputation; president of the Metropolitan Wilmington Urban League; special assistant and speechwriter for then-U.S. Sen. Joe Biden for three years; and Delaware regional director of Public Allies for two years. More recently, Allen was named CEO of the Presidential Inaugural Committee for Biden’s inauguration.

Other recent news includes DSU’s receipt of a $20 million gift from philanthropist MacKenzie Scott. According to Allen, the funding will go toward the University’s Global Institute for Equity, Inclusion and Civil Rights, its ongoing acquisition of Wesley college and the creation of an integrated College of Health and Behavioral Sciences and student scholarships via investment into the DSU endowment.

“I honestly believe in the impossible,” Allen says, “and what Delaware should be, and my ability to help us all get there.”

Tony Allen Recently Spoke to Delaware Prosperity Partnership

DPP: All your rankings by U.S. News improved for 2020, and DSU now ranks as the #3 public HBCU in America. But the big story is your “Social Mobility Index” score being in the top 1% for all U.S. schools. What does that mean to you?

TA: This is the one indicator that captures who we are and what a world-class HBCU does: we change the trajectory of our students’ lives. Delaware State – and our sister HBCU institutions – believe it’s critical that we make sure that the least financially advantaged students are matriculating and graduating on par with the broader student population. Half of our students are Pell-eligible, which is an income standard. Ninety-nine percent of them need financial aid, and some are homeless before they get to us. Traditionally, the extent to which universities are successful for these students has been something that got obscured in the details of the ratings. So when U.S. News put the social mobility indicator out there a few years ago, we knew that it would be important for us to check ourselves. I’m not surprised by the rating, but I am very pleased, not only by our achievement but about how many HBCUs made that top 100 list.

DPP: Is there a metric like increased number of inquiries or applications that will demonstrate the impact of this indicator?

TA: First-year retention is ultimately indicative of graduation success, and we started between about 58% and 61%, 10 years ago. Today we steadily retain our freshmen in the low to mid-70% range. To move that score, you really have to move that population that tends to struggle. And that means fighting to keep every single student you can, whether the issues are money, family or academics. Growth in this category is simply an indication that we are doing what we set out to do.

DPP: What does success look like for DSU?

TA: My priorities this year, when I took office in January, centered around building the financial health for the institution. And that had a lot to do with making sure we are managing our resources efficiently and also bringing new and more resources into the University — which we’ve done. The pandemic just focused the issue more clearly by reducing the margin for error.

Enhancing the culture of the University is also a big priority. I think of culture primarily as both how we interact with each other and our stakeholders, but it also relates to the notion of being more thoughtful as it relates to customer service. Our employees are now realizing that if an issue comes from another division, they need to jump in and help resolve it. Nobody ever says, “There’s a problem with Admissions or with Student Life.” They say, “There’s a problem with Delaware State University.” And we all have to own that.

That goes hand in hand with making sure that we’re creating a healthy and safe environment for our students, every single day, under every possible condition. COVID emphasized that for me. Every night one of the last questions to go through my mind is, “Have we have done our level best today to safeguard our students? If I can honestly answer, “Yes,” I sleep well. Most nights I do sleep well.

Finally, I made a priority of raising the university profile. One of the ways we thought that was important was to speak into the moment around issues that matter. We have been at the forefront as it relates to the pandemic and the disparities therein, and the civil unrest in America stemming from the systemic mistreatment of people of color by law enforcement.

That last one was crystallized for me when one young man — a student of almost limitless potential — said to me in a public forum about George Floyd’s death, “I am scared.” It is our collective responsibility, and Delaware State University’s special charge, to construct a world where talented young people do not have to be afraid of dying because of the color of their skin.

DPP: What’s been the biggest (non-COVID) surprise you’ve faced as president?

TA: It’s probably the great pride that the university community has in Delaware State University. I have said for years that Delaware State University is a hidden gem, and we have to change the “hidden” part of that. But I didn’t expect to feel the intensity so mightily as I have now. And it drives you to deliver. You don’t want to disappoint the students, staff, faculty and the alumni who every day are hoping that Delaware State University gets its just reward for what it’s been doing for 130 years.

DPP: You’ve always been known as a guy who believes that “Culture eats strategy for breakfast.” What are your thoughts on that nine months into your presidency?

TA: So we had a whole plan going into January 1 about the university and how we were going to position ourselves, and what our short-term wins would be, and what the long haul would look like. And that all changed overnight.

The first order of business was helping those students we know are from very vulnerable populations, whether they be homeless or in settings that we just wouldn’t want them returning to. So we made the decision to keep about 200 students on campus and make sure they had the resources they needed to be successful. That’s why we started our emergency relief fund and raised $1.5 million in eight weeks.

That was a very real moment where the faculty, staff and university stakeholders – particularly the alumni – stepped up. Our faculty transitioned 1,400 courses online in five days.

What I think about that as we move forward is if that’s the heart of who we are, it’s not about changing our culture, it’s about evolving it until we can do that more often for more people.

DPP: Is there a group of stakeholders or a group of constituents in particular that you think you need to focus on to achieve your goals?

TA: Probably the business community. If you want a quality, diverse talent pipeline for your institution or company, Delaware State University should be the first phone call you make. But historically it just has not been. I spend a lot of time discussing the civil unrest happening in the country with business leaders and making that case — that if you really are serious about these kinds of issues, there needs to be a bigger, broader, deeper relationship with Delaware State University.

DPP: What do you think differentiates Delaware from other states in terms of being able to attract companies or help the ones that are already here to grow and to either retain or attract college graduates?

TA: I’m originally from Jacksonville, Florida, but I grew up in New Castle. I just think Delaware is a great place to grow up and raise a family.

The second thing I’d say is the smallness of Delaware actually makes for easier partnerships and sort of a unity of focus when it matters most. Our entire congressional delegation is connected to the success of Delaware State University, and it’s rare that you find it’s just one without the others pushing along. I think that’s really important.

This is a place where you get to see your governor in the grocery store or pick up the phone and have a conversation with some of the highest folks in political office, and I think that matters. I think people and businesses want to come here because they see a really thoughtful talent pool that is loyal to the community they’re in and want to be successful.

DPP: What percentage of DSU students stay in Delaware after graduation?

TA: About 55% of our students are from Delaware. Those students, in large measure, stay local, and that’s good news for us. The number of out-of-state students who stay comes down to (1) what their experience was on campus and (2) the experience they were able to get off-campus in the broader community.

I go back to somebody like Cerron Cade, who’s from D.C. but got engaged in the political scene while on campus at Delaware State. Over the last 10 or 15 years, he connected with lots of people and spent time with then-Congressman John Carney. He worked on a couple of campaigns and showed what he could do. Now he is Delaware’s Secretary of Labor and has been nominated to serve as director of the state Office of Management and Budget.

I think that if you have experiential opportunities while you’re a student on campus, you’re going to find that you can have broader access of the folks you might not be able to get in other places. That can help build your career.

This article was originally posted on the Delaware Prosperity Partnership website at: https://www.choosedelaware.com/success-stories/interview-with-dsu-president-tony-allen/

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