/ en Fri, 25 Apr 2025 16:27:07 -0500 Thu, 24 Apr 25 22:05:05 -0500 /concord/case-studies/mednition-adventist <div></div><div> /* Banner_Title_Overlay_Bar */ .Banner_Title_Overlay_Bar { position: relative; display: block; overflow: hidden; max-width: 1170px; margin: 0px auto 25px auto; } .Banner_Title_Overlay_Bar h1 { position: absolute; bottom: 40px; color: #003087; background-color: rgba(255, 255, 255, .8); width: 100%; padding: 20px 40px; font-size: 3em; box-shadow: 0 3px 8px -5px rgba(0, 0, 0, .6); } @media (max-width:991px) { .Banner_Title_Overlay_Bar h1 { bottom: 0px; margin: 0px; font-size: 2.5em; } } @media (max-width:767px) { .Banner_Title_Overlay_Bar h1 { font-size: 2em; text-align: center; text-indent: 0px; padding: 10px 20px; } } @media (max-width:530px) { .Banner_Title_Overlay_Bar h1 { position: relative; background-color: #63666A22; } } /* Banner_Title_Overlay_Bar // */ .Banner_Title_Overlay_Bar h1 { color: #fff; background-color: rgba(255, 255, 255, .0); box-shadow: none; } @media (max-width:530px){ .Banner_Title_Overlay_Bar h1 { background-color:#000; } } <header class="Banner_Title_Overlay_Bar"><img src="/sites/default/files/2023-06/Concord_Investing_banner1_1170x250.jpg" alt="Banner Image" width="1168" height="250"><div><h1>Adventist Health Glendale Achieves 90% Sepsis Compliance with AI</h1></div></header></div><div class="raw-html-embed"> /* CntMenuSub */ .CntMenuSub{ margin:20px 0px; padding-bottom: 5px; color: #afb1b1; letter-spacing: 1.5px; font-weight: 400; font-size: 11.2px; } .CntMenuSub a{ text-decoration:none } .CntMenuSub .CntMenuBar{ border-bottom: 1px solid lightblue; } /* if includes a logo */ @media (min-width:361px){ .CntMenuSub.CntMenuSubLogo .CntMenuBar{ margin-top: 10px; float: left; width: calc(100% - 425px); } } @media (max-width:767px) and (min-width:361px){ .CntMenuSub.CntMenuSubLogo .CntMenuBar{ float: left; width: calc(100% - 0px); } .CntMenuSub.CntMenuSubLogo img{ width: auto; } } /* // */ .CntMenuSub .CntMenuBar a:after{ content: "|"; 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display: block; box-shadow: 10px 10px 14px -6px rgba(0,0,0,0.75); -webkit-box-shadow: 10px 10px 14px -6px rgba(0,0,0,0.75); -moz-box-shadow: 10px 10px 14px -6px rgba(0,0,0,0.75); } @media (max-width:767px) { .sp_Resource1 .sp_Resource1_holder img { width: 100%; max-width: 150px; } } .sp_Resource1 .btn { margin-top: 20px; } .sp_Resource1_holder h2 span { color: #d50032; display: block; position: relative; font-size: .8em; } <div class="col-md-10 col-md-offset-1 sp_Resource1_holder"><div class="text-align-center col-sm-4 col-md-3"><a href="/system/files/media/file/2025/04/mednition_adventist_health_glendale-casestudy.pdf" target="_blank" title="How Adventist Health Glendale Achieved 90% Sepsis Compliance with AI using Nurse-Led Protocols"><img src="/sites/default/files/2025-04/mednition_adventist_health_glendale-casestudy-247x320.jpg" alt="Cover image" width="247" height="320"></a> </div><div class="col-sm-8 col-md-9"> Scan </h3> --><h2><span>Case Study</span> <a href="/system/files/media/file/2025/04/mednition_adventist_health_glendale-casestudy.pdf" target="_blank" title="How Adventist Health Glendale Achieved 90% Sepsis Compliance with AI using Nurse-Led Protocols">How Adventist Health Glendale Achieved 90% Sepsis Compliance with AI using Nurse-Led Protocols</a></h2><p>This case study documents how Adventist Health Glendale improved sepsis detection and treatment through AI implementation. It describes their journey from a 54% SEP-1 compliance rate to achieving 90% using Nurse-Led Protocol and KATE, an AI system that assists nurses with early sepsis recognition during triage. The study highlights challenges faced, implementation process, results achieved, and how the technology empowered nurses while reducing workload, ultimately improving patient outcomes and earning the hospital ANCC Magnet recognition with nine exemplars.</p><p><a class="btn btn-wide btn-primary" href="/system/files/media/file/2025/04/mednition_adventist_health_glendale-casestudy.pdf" target="_blank" title="How Adventist Health Glendale Achieved 90% Sepsis Compliance with AI using Nurse-Led Protocols"><span>Read Case Study</span></a><span> </span></p></div></div></div> /* y-hr3 */ .y-hr3{ clear: both; } .y-hr3 div:nth-child(2) { border-top: solid 2px lightgrey; margin: 50px 0px; height: 0px } /* y-hr3 // */ <div class="row y-hr3"><div class="col-md-3"> </div><div class="col-md-6"> </div><div class="col-md-3"> </div></div><div class="row spacer"><div class="col-sm-8 col-md-offset-2"><div><a href="https://mednition.com/solutions/?utm_source=aha&utm_medium=web&utm_campaign=aha-concord-portcos&utm_term=2025&utm_content=casestudy" target="_blank" title="Mednition "><img src="/sites/default/files/2024-03/aonl-cta-sponsor-Mednition-834x313.png" alt="Mednition logo" width="417" height="157"></a><h3><a href="https://mednition.com/solutions/?utm_source=aha&utm_medium=web&utm_campaign=aha-concord-portcos&utm_term=2025&utm_content=casestudy" target="_blank" title="Mednition">Mednition</a></h3><p>Mednition is a healthcare AI company empowering emergency nurses to save lives with KATE AI. KATE provides 24/7 clinical risk intelligence while improving operational efficiency, workforce well-being, and financial performance.</p><p>For nurses, by nurses, KATE AI has helped nurses provide care for over 2 million patients walking in through the hospital's front door.</p><p>To learn more about Mednition <a href="mailto:sreilly@mednition.com?subject=I%20would%20like%20to%20learn%20more%20about%20your%20solution&body=I%20would%20like%20to%20learn%20more%20about%20the%20work%20your%20company%20is%20doing%20with%20hospitals%20and%20health%20care%20providers." title="contact Steven Reilly">contact Steven Reilly</a>.</p></div></div></div> /* y-hr3 */ .y-hr3{ clear: both; } .y-hr3 div:nth-child(2) { border-top: solid 2px lightgrey; margin: 50px 0px; height: 0px } /* y-hr3 // */ <div class="row y-hr3"><div class="col-md-3"> </div><div class="col-md-6"> </div><div class="col-md-3"> </div></div> Thu, 24 Apr 2025 22:05:05 -0500 Emergency Departments (EDs) /role-hospitals-st-joseph-hospital-safe-nurses-maine-hospital-provide-specialized-care-sexual-assault-survivors <div class="container"><div class="row"><div class="col-md-9"><div class="row"><div class="col-md-5"><p><img src="/sites/default/files/2025-04/ths-st-joes-saft-700x532.jpg" alt="St. Joseph Hospital. A female nurse in scrubs talks with a female patient sitting in a hospital bed" width="700" height="532"></p></div><p>More than half of women and nearly one in three men have experienced sexual violence involving physical contact during their lifetime, according to the <a href="https://www.cdc.gov/sexual-violence/about/index.html#:~:text=Over%20half%20of%20women%20and,1" target="_blank">Centers for Disease Control and Prevention</a>. In the state of Maine each year, more than 19,000 people will experience sexual violence, according to a <a href="https://bpb-us-w2.wpmucdn.com/wpsites.maine.edu/dist/2/115/files/2023/01/2022-Maine-Crime-Victimization-Report_Final.pdf" target="_blank">2022 report</a>.</p><p>The emergency department at St. Joseph Hospital in Bangor, Maine, has Sexual Assault Forensic Examiner (SAFE) nurses ready to care for any person who has been sexually assaulted. SAFE nurses have received specialized training and clinical preparation to provide trauma-informed care for survivors of sexual assault, domestic violence, and child or dependent adult abuse or neglect. These nurses perform a comprehensive medical examination and provide treatment for injuries and sexually transmitted infections, and if requested, can document injuries and collect evidence that can be used later in a trial.</p><p>The medical screening is confidential, and adults can receive this specialized care with or without reporting the sexual assault to police — or they may choose to file a police report at a later date. If requested and needed, a SAFE nurse can act as a factual or expert witness in court.</p><p>All the services provided by SAFE nurses are patient driven, and “everything is a personal choice,” emphasizes the hospital team. “We realize you have just been through a traumatic experience. We are here to care for you and do what is best for each individual.”</p><p><a class="btn btn-primary" href="https://stjosephbangor.org/services/emergency-department/safe-nurses" target="_blank">LEARN MORE</a></p></div></div><div class="col-md-3"><div><h4>Resources on the Role of Hospitals</h4><ul><li><a href="/center/population-health">Improving Health and Wellness</a></li><li><a href="/roleofhospitals">All Case Studies</a></li></ul></div></div></div></div> Tue, 08 Apr 2025 16:17:46 -0500 Emergency Departments (EDs) /advancing-health-podcast/2025-02-10-case-change-addressing-new-yorks-health-care-challenges <p>Key findings from a report titled "The Case for Change" have identified four drivers of some of the most pressing challenges facing health care in New York state. In this conversation, Bea Grause, R.N., J.D., president of the Healthcare Association of New York State, discusses the tough findings and partnerships needed to solve these problems, insights into the correlation between health care and legislative advocacy, and how the report’s learnings are translatable to states around the country.</p><hr><div></div><hr><div class="raw-html-embed"> <details class="transcript"> <summary> <h2 title="Click here to open/close the transcript."> <span>View Transcript</span><br>   </h2> </summary> <p> 00:00:01:07 - 00:00:21:05<br> Tom Haederle<br> Welcome to Advancing Health. Coming up in today's episode, a conversation with Bea Grause, president of the Health Care Association of New York State, about the drivers that have health care in the Empire State perched on the edge of - quote - an existential cliff. We'll talk about what can be done and what the rest of the country can learn from how New York is handling its health care challenges. </p> <p> 00:00:21:08 - 00:00:29:27<br> Tom Haederle<br> Your host today is yours truly. I'm Tom Haederle, senior communication specialist with the AHA. </p> <p> 00:00:30:00 - 00:00:45:26<br> Tom Haederle<br> Bea, thank you so much for joining me this morning. Really appreciate your time. And, appreciate your effort in helping our listeners get into what Billy Joel might call a New York State of Mind about what health care challenges and the most effective ways to address them. So welcome. And thank you for being here. </p> <p> 00:00:45:29 - 00:00:46:27<br> Bea Grause, R.N., J.D.<br> Thank you, Tom. </p> <p> 00:00:47:00 - 00:01:05:26<br> Tom Haederle<br> You really are so well qualified to assess the challenges of today's health care from so many angles. And I'd like to just briefly share with our Advancing Health friends a little bit about your background so they know you know where you're coming from. You began your career as a nurse, an RN. You have done time on Capitol Hill as a legislative aide. </p> <p> 00:01:05:29 - 00:01:26:11<br> Tom Haederle<br> I know you're a veteran of senior positions with two other state health associations, Vermont and Massachusetts. You're a former member of AHA's board of trustees - thank you for your service. You also found time along the way to earn a law degree. So you've been a very accomplished person. And now, of course, you're president of one of the largest and most influential health care associations in the country. </p> <p> 00:01:26:13 - 00:01:44:01<br> Tom Haederle<br> And really, the purpose of our discussion today is, to discuss the concern that you and many other people have about what you see happening in New York State that's led to the production of "The Case for Change," this this new report that's kind of - frankly, a punch in the gut when it comes to - in terms of shaking things up and speaking </p> <p> 00:01:44:02 - 00:01:55:09<br> Tom Haederle<br> very candidly about some of the problems that the state is facing, what needs to be done. So let's start there. What is happening in New York state that prompted the release of The Case for Change? </p> <p> 00:01:55:12 - 00:02:23:02<br> Bea Grause, R.N., J.D.<br> Sure. I think what is happening, really was the post-pandemic reality. We realized that state and federal lawmakers wanted to move on from the pandemic. And our members - and this was true for members, for hospitals and health systems across the country - they hadn't moved on. They were not able to move on from the pandemic. The workforce shortage that was beginning to emerge, exacerbated during the pandemic. </p> <p> 00:02:23:03 - 00:02:55:10<br> Bea Grause, R.N., J.D.<br> It's now a chronic national workforce shortage. As a nurse, I recognized that demographically, New York had an aging population, which, again, I know is happening in many other states, not all, but many other states across the country. And we wanted to understand that environment better, what was actually happening at the core? Because at the core of health care, I understood, is you have patients and you have people taking care of patients. </p> <p> 00:02:55:13 - 00:03:33:00<br> Bea Grause, R.N., J.D.<br> And we knew that we were facing a crisis in both the demographics and who was able to take care of the increasing and changing demand that we saw happening and our members saw happening every day. That's why we did the report, was really to better understand that environment. And it has really helped us in creating a narrative that cuts through all the clutter and gets to a common set of facts where, rather than talking about, you know, this is, you know, a sophisticated podcast. </p> <p> 00:03:33:00 - 00:04:08:13<br> Bea Grause, R.N., J.D.<br> So rather than continuing to talk about all the symptoms of what's wrong with our system: 343B crisis, site neutral, all of the many, many, many issues that are very confusing to lawmakers, very confusing to us. You know, we're the experts in that space. And to patients and to consumers and to businesses completely impenetrable. We began this report with looking at demographic data on patients who were currently using hospitals and post-acute care </p> <p> 00:04:08:15 - 00:04:38:13<br> Bea Grause, R.N., J.D.<br> now and ten years out into the future. That was our starting place and then obviously looked at workforce data as well. And that really helped us to create the narrative that patient demand was increasing and changing. We didn't have the right number or the right type of health care worker to meet that demand. We had consistent and long standing disparities in care, urban rural poverty, haves and have nots, both on the provider space as well as the patient space. </p> <p> 00:04:38:15 - 00:05:13:27<br> Bea Grause, R.N., J.D.<br> And all of that was leading to unaffordability at every level. At the government level, at the business level and the consumer level. And without resolution in those four areas, that is the tipping point or the existential cliff that will cause our system to fail. Everything else is a symptom. We're trying to make it more understandable as well as more compelling, not just to all of us who understand all the nouns and verbs in health care, but to lawmakers and consumers and others. </p> <p> 00:05:14:00 - 00:05:35:14<br> Tom Haederle<br> Of the four drivers that you just outlined: health care demand is growing. Health disparities persist. Affordability, and lack of enough workers to provide the care that really is ever-growing. Of those four, is there one that is - they're all important - but is there one that's primary concern, that really needs the most urgent attention? </p> <p> 00:05:35:16 - 00:06:16:12<br> Bea Grause, R.N., J.D.<br> I'm going to stick with demand. Because as a clinician, to me, demand drives everything. And you'll see in that report, as I often say, there's not a HANYS ten point plan on how to fix our health care system. It's not designed for that. It is designed to, again, put out a common set of facts to bring people together, particularly, you know, for here in New York, lawmakers and others, other stakeholders to talk about what are some of the strategic things that we need to begin to work on in order to solve some of these much more difficult problems that are not being talked about or not being understood and then therefore not being resolved. </p> <p> 00:06:16:15 - 00:06:54:10<br> Bea Grause, R.N., J.D.<br> So to me, the most important one is demand. And I'll just use New York for a second. In five years we are going to have 700,000 new, net new, senior citizens in New York State. And you know, I think, as you well know, the per capita spending for senior citizens increases as people age. And so when you think about our blue H, and the brand of that blue H, I always think about that from a patient perspective as the only open door. </p> <p> 00:06:54:12 - 00:07:21:18<br> Bea Grause, R.N., J.D.<br> So if you have other open doors to get health care in a community, you will use them. But if there are none, you will go into that blue H. And if you have a medical need at any point you will go through that hospital door and then your care journey will begin from there. So that demand and you can you see it in the headlines with crowded emergency rooms, overload, nursing home closures, back up in the emergency room, the inability to get an appointment. </p> <p> 00:07:21:19 - 00:07:47:06<br> Bea Grause, R.N., J.D.<br> You're starting to see the overload in health care systems happening today. It is largely being driven by elderly patients coming in, not being able to get upstairs to get to a bed because there are no health care workers there, or there are 80 or 90 patients who would be better served in a nursing home and cannot be discharged because there's no nursing home bed. </p> <p> 00:07:47:09 - 00:08:12:06<br> Tom Haederle<br> And what is the role of community collaboration and partnership in addressing that particular problem? And frankly, all four drivers. I know one of the key takeaways of the report is that it's a joint effort that involves many different partners. And if you could talk a little bit about finding the right organizations to work with and who needs to lead that discussion, and what comes out of having these collaborative partnerships underway? </p> <p> 00:08:12:09 - 00:08:51:18<br> Bea Grause, R.N., J.D.<br> There are no right or wrong organizations that we're looking at. We're talking to other provider groups, businesses, unions. Using The Case for Change report to try to get a common understanding on the core facts and the core reasons for why our health care system is beginning to fail. And that collaboration is essential when you think about politics, state politics in this case, because you need to have, at least in New York, it is much better to get initiatives over the legislative finish line if you have a coalition, formal or informal. </p> <p> 00:08:51:24 - 00:09:02:01<br> Bea Grause, R.N., J.D.<br> But if you have broad based support, in other words, for an initiative for that year is a priority to try to get enacted. </p> <p> 00:09:02:03 - 00:09:07:25<br> Tom Haederle<br> Is there consensus around what we need to do in New York right now, or you feel or do you feel like you're getting there? </p> <p> 00:09:07:27 - 00:09:34:24<br> Bea Grause, R.N., J.D.<br> I feel like we're getting there. I have two examples. One is in the workforce space and the other is in the governor's budget, which our budget cycle has just begun. And we've been talking all year with Governor Hochul on using the case for change. And talking about the challenges that the state of New York faces with an aging population and a workforce shortage, primarily. </p> <p> 00:09:34:24 - 00:09:58:09<br> Bea Grause, R.N., J.D.<br> And, as you may know, I mean, the state of New York is already beginning to try to address disparities in care with the recent 1115 waiver. But certainly affordability is a huge problem for the state of New York. And helping them to understand that demand is going to increase for the next 25 years. The aging population will increase. </p> <p> 00:09:58:12 - 00:10:46:28<br> Bea Grause, R.N., J.D.<br> And it's not a question of if patients are going to need care, it's when and how much and where are they going to get that care. And if there's a mismatch between the capacity or the workforce gap gets worse, the cost to the state gets higher. And those kind of related messages, case for change related messages, were all part of our narrative with the governor all during last year. And in her budget and her state of the state, she did take a more strategic view, adopting many of those concepts in her budget and in her message to fund hospitals and nursing homes, but also for other across the continuum, continue to invest in workforce, </p> <p> 00:10:47:01 - 00:11:12:25<br> Bea Grause, R.N., J.D.<br> but also invest in capital so that more sites of care can be provided upstream or, you know, pre-hospital, so that patients are actually getting care outside of the hospital where they need to get care, and decreasing that expensive demand on hospital and post-acute services. So we were very pleased to see more strategic framing with the governor. So that's example number one. </p> <p> 00:11:12:25 - 00:11:48:06<br> Bea Grause, R.N., J.D.<br> Example number two is in workforce. As an advocacy organization where we are particularly and more externally or visibly focused on reaching out to other stakeholders to work on a whole host of workforce initiatives that are designed to recruit new workers, retain workers, eliminate the bottleneck in terms of not enough, faculty for, as one example, helping various health professions expand, work up to their full license. </p> <p> 00:11:48:09 - 00:12:01:29<br> Bea Grause, R.N., J.D.<br> And all of that is designed to close that gap in health care workers, particularly in the post-acute space, which hopefully will improve capacity. But it will help to bend that expense growth curve. </p> <p> 00:12:02:02 - 00:12:21:12<br> Tom Haederle<br> As we wrap up, we're almost at the end of our time, let me ask this. The concepts that are presented in The Case for Change, how translatable are they, would you say, to other systems because the four drivers that you've mentioned facing New York's system really can be found to a greater or lesser degree in every health system in the country. </p> <p> 00:12:21:12 - 00:13:11:18<br> Bea Grause, R.N., J.D.<br> 100% translatable. I mean, just imagine, Tom, if there were a case for change narratives, rather than having lawmakers and others confused around 50 different issues where you have different groups, one side opposes, the other supports, lawmakers cannot break through that noise. And I've talked to many lawmakers who find health care impossibly confusing. So I think having this common set of facts that are based in what we all care about, that we have access to care that someone's going to be there to take care of us, that we're helping communities and individuals who don't have access to care, and that we're trying to make health care more affordable over time. </p> <p> 00:13:11:21 - 00:13:38:23<br> Bea Grause, R.N., J.D.<br> That is a narrative that I think we can all relate to. And I think when people understand and look at the details in the report and again, anybody who wants to take that report and make it, you know, it's open source, take it and build on that narrative. But if we were all and when I say we, but if providers across the continuum, providers in other states or associations in other states were using that, I call it a patient forward-narrative, </p> <p> 00:13:38:23 - 00:14:15:20<br> Bea Grause, R.N., J.D.<br> and framing it that way, lawmakers would then begin to think that way. Because if they if that's all they're hearing and they're hearing that consistent message: We're concerned about access. We're concerned about ED overloading. We're concerned about a workforce shortage. We want to make sure, we think it makes good economic sense to provide health care to underserved communities. If they're hearing those messages consistently and have written documents and written reports and other information to help them to understand that, and it will start to make sense to them. </p> <p> 00:14:15:22 - 00:14:34:20<br> Tom Haederle<br> That is a great summation. Thank you so much. You have been listening to us discuss a new report called The Case for Change. This has, come from the Health Care Association of New York State. Thanks again, Bea. Really appreciate your time. And good luck with making progress on the changes facing New York State right now. </p> <p> 00:14:34:23 - 00:14:39:04<br> Bea Grause, R.N., J.D.<br> Thank you, Tom, so much. This has been such a great conversation. </p> <p> 00:14:39:07 - 00:14:47:13<br> Tom Haederle<br> Thanks for listening to Advancing Health. Please subscribe and rate us five stars on Apple Podcasts, Spotify, or wherever you get your podcasts. </p> </details> </div> Mon, 10 Feb 2025 08:36:45 -0600 Emergency Departments (EDs) /news/headline/2024-12-11-senate-reauthorizes-emergency-medical-services-children-program <p>The Senate Dec. 10 unanimously <a href="https://www.congress.gov/bill/118th-congress/house-bill/6960">passed legislation</a> reauthorizing the Emergency Medical Services for Children Program (H.R. 6960) for an additional five years. The program provides funding for equipment and training to help hospitals and paramedics treat pediatric emergencies. The program was authorized at $24.3 million per year from 2025-2029. The bill was passed by the <a href="/news/headline/2024-05-16-house-reauthorizes-emergency-medical-services-children-program">House</a> in May.</p> Wed, 11 Dec 2024 16:02:30 -0600 Emergency Departments (EDs) /news/headline/2024-10-25-coalition-report-highlights-unique-role-hospitals <p>A <a href="https://strengthenhealthcare.org/wp-content/uploads/2024/10/Hospital-Provision-of-24-hour-Care-and-Specialized-Services-Final.pdf">new report</a> from KNG Health Consulting and released by the Coalition to Strengthen America’s Healthcare highlights the unique role of hospitals in providing around-the-clock emergency and specialty care for communities. The report found that 80% of all U.S. hospitals have an on-campus emergency department and 45% offer a trauma center, with more than one-third of those designated as Level I or II trauma facilities. In addition, about one-quarter of hospitals (941) have inpatient psychiatric beds, providing specialized treatment to individuals in mental health crises. In 2021, Americans visited EDs more than 83 million times on weekends or after regular business hours when many other providers are closed.</p><p>The report expands on a previous <a href="https://strengthenhealthcare.org/emergency-department-report/">fact sheet</a> supported by KNG Consulting, which found that hospitals in the U.S. “treated patients during approximately 136 million ED visits in 2021.” The Coalition highlights how continued government underpayment, efforts to enact so-called site-neutral Medicare cuts, and corporate insurers' actions to delay and deny care continue to jeopardize patients’ access to care.</p><p>“To strengthen Americans’ access to health care, policymakers must support fair and adequate reimbursement rates that allow patients to rely on 24/7 care from hospitals and health systems,” the Coalition said in a <a href="https://strengthenhealthcare.org/new-analysis-hospitals-unmatched-in-providing-crucial-services-including-mental-healthcare-and-caring-for-the-underserved/">news release</a>. The AHA is a founding member of the Coalition.</p> Fri, 25 Oct 2024 15:51:18 -0500 Emergency Departments (EDs) /role-hospitals-musc-health-how-musc-uses-telehealth-reduce-ed-wait-times <div class="container"><div class="row"><div class="col-md-9"><div class="col-md-5"><p><img src="/sites/default/files/2024-09/ths-musc-emergency-wait-reduction-700x532.jpg" data-entity-uuid data-entity-type="file" alt="MUSC Health. A female clinician in scrubs sits talking with a female patient in an exam room" width="700" height="532"></p></div><p>“Waiting time is wasted time,” said Jeanhyong “Danny” Park, M.D., director of innovation for the Division of Emergency Management Telehealth and the Medical University of South Carolina.</p><p>He’s talking about the longer waits some patients may experience when visiting the emergency department – which can be long enough that a patient may leave without ever being seen.</p><p>The ED team at the Medical University of South Carolina has embraced a solution that has reduced waiting times during certain hours and brought the number of patients who leave before being seen to almost zero. During those hours, patients can first be seen by a telehealth provider, who conducts the initial screening, orders and documentations; they then can assign a patient to the appropriate treatment space. In short, patients get triaged faster, so more serious cases get treatment, rather than hanging out in the waiting room. For less emergent cases, the telehealth provider can monitor the progress of the patient’s workup – so if something goes wrong, the in-person staff can be alerted quickly.</p><p>“This early engagement with a provider means that we can initiate patient-specific diagnostics sooner, including ultrasounds and CT scans,” said Marc Bartman, M.D., director of the Division of Emergency Medicine Telehealth at MUSC. “By starting a workup earlier, we are saving our patients time and money. Our goal is to increase the quality, efficiency and overall experience our patients have while in the ED.”</p><p><a href="https://web.musc.edu/about/news-center/2024/02/14/revolutionizing-the-emergency-department-musc-healths-new-frontier-in-patient-care">Read more about the MUSC’s new program here</a>.</p></div><div class="col-md-3"><div><h4>Resources on the Role of Hospitals</h4><ul><li><a href="/topics/innovation">Innovation, Research and Quality Improvement</a></li><li><a href="/roleofhospitals">All Case Studies</a></li></ul></div></div></div></div> Wed, 04 Sep 2024 15:49:06 -0500 Emergency Departments (EDs) /news/headline/2024-07-29-fact-sheet-coalition-strengthen-americas-healthcare-shows-nearly-half-emergency-department-visits <p>A <a href="https://strengthenhealthcare.org/emergency-department-report/">fact sheet</a> released July 29 by the Coalition to Strengthen America’s Healthcare features analysis from KNG Health Consulting that shows nearly half of all hospital emergency department visits occur after-hours (between 5 p.m. and 8 a.m.), when patient care options are limited. The analysis found that children are particularly more likely to receive care at an ED outside of normal business hours. It also found that of the 136 million ED visits in 2021, 18.1 million were in rural areas, and that 34.3 million visits that year were trauma-related. The AHA is a founding member of the Coalition. </p> Mon, 29 Jul 2024 14:09:04 -0500 Emergency Departments (EDs) /lettercomment/2024-07-19-aha-comments-osha-proposed-emergency-response-standard <div class="container"><div class="row"><div class="col-md-8"><p>July 19, 2024</p><p>The Honorable Douglas Parker<br>Assistant Secretary<br>U.S. Department of Labor<br>Occupational Safety and Health Administration<br>200 Constitution Avenue, N.W.<br>Washington, D.C. 20210</p><p><em><strong>Re: Docket No. 2007-0073, Emergency Response Standard (Vol. 89, No. 24), Feb. 5, 2024</strong></em></p><p>Dear Assistant Secretary Parker:</p><p>On behalf of our nearly 5,000 member hospitals, health systems and other health care organizations, our clinician partners — including more than 270,000 affiliated physicians, 2 million nurses and other caregivers — and the 43,000 health care leaders who belong to our professional membership groups, the ���������� Association (AHA) appreciates the opportunity to comment on the Occupational Safety and Health Administration’s (OSHA) proposed emergency response standard.</p><p>OSHA’s proposed rule would replace its existing fire brigade standard, expanding its scope beyond firefighters to encompass a wide range of emergency personnel, including hospital-based ambulance services. Specifically, hospital-based ambulance services would fall under the proposed rule’s definition of emergency service organizations (ESOs).<a href="#fn1"><sup>1</sup></a> As ESOs, hospital-based ambulance services would be required to meet the rule’s voluminous provisions, including those related to written emergency response plans, hazard vulnerability assessments (HVA), training, personal protective equipment, medical screening, behavioral health services, and workplace violence control, among many other requirements. It also would require ESOs to incorporate by reference 22 wide-ranging National Fire Protection Agency (NFPA) standards.</p><p><strong>Ensuring workforce safety is a paramount priority for hospitals and health systems, and the AHA appreciates OSHA’s efforts to improve workplace safety for emergency medical services (EMS) workers in ESOs, including hospital-based ambulance services. However, while we share your ultimate objectives, we are concerned that the standards as proposed include provisions that would be impossible to achieve for hospital and health system-based ambulance services.</strong> For example, many of the provisions directly relate to the risks faced by firefighters and address situations that do not exist for ambulance personnel. They also fail to account for the myriad regulatory requirements already placed on hospitals and health systems and their ambulance services. In addition, there are several places where the language in the proposed standards is confusing and certain provisions that would be particularly onerous to meet for certain hospital ambulance services, such as those operating in rural areas.</p><p><strong>As such, we recommend that OSHA permit hospital-based ambulance service ESOs to meet the proposed standards through existing requirements specific to their operations, such as those required for accreditation by The Joint Commission, other Centers for Medicare & Medicaid Services-approved hospital accreditation bodies, or the Commission for the Accreditation of Ambulance Services (CASS).</strong></p><p>The AHA’s detailed comments and key concerns about the proposed rule are discussed below.</p><h2>National Fire Protection Agency Provisions Incorporated by Reference</h2><p>The proposed rule incorporates by reference 22 NFPA standards. The NFPA standards have been developed mostly by fire-based organizations, including fire equipment manufacturers, labor representatives, enforcement representatives, special experts/interests, and other fire-centric stakeholders. As a result, many of these standards are most appropriate for fire-based ESOs and not representative of the working conditions for non-firefighter ESOs, such as hospital-based ambulance services. Indeed, many of the NFPA standards referenced in the rule would be challenging, if not impossible, for EMS organizations to interpret and comply with, and would be inappropriate for their services.</p><p>For example, the NFPA 1582 Standard on Comprehensive Occupational Medical Program for Fire Departments includes a vague description of exposure to combustion products and requires more detailed medical screening and surveillance. It is not clear if this is intended to apply to non-fire-based EMS personnel who may be present at fire scenes. Nevertheless, in such situations, hospital-based ambulance services are kept waiting far from the fire scene, and fire service responders bring patients out of such sites to be treated by the ambulance responders. While this type of medical screening and surveillance is appropriate for firefighters, it is inappropriate for hospital-based ambulance services that are not permitted to enter environments that would expose them to these substances. Another example is NFPA 1021 Standard for Fire Officer Professional Qualifications (2020 ed). It requires that persons serving in an incident command position at a scene must be trained to the level of Fire Officer I, II, and III. Thus, the OSHA proposed rule would require that non-fire-based EMS officers be trained consistent with this fire-centric standard which requires knowledge of Firefighter II, Fire Instructor I, and related job performance requirements as defined in Sections 4.2 through 4.7 of this standard.</p><p>By contrast, the most common accrediting body for EMS is the Commission for the Accreditation of Ambulance Services (CASS), which has standards that are more appropriate for EMS, including hospital-based ambulance services. <strong>As such, we urge OSHA to allow hospital-based ambulance ESOs to comply with the CASS standards rather than the NFPA standards referenced in the proposed rule.</strong></p><h2>Community Vulnerability Assessment</h2><p>The AHA is concerned with hospitals and health systems’ ability to comply with the proposed rule provisions requiring ESOs to perform a comprehensive Community Vulnerability Assessment (CVA). This is defined in the rule as “the process of identifying, quantifying, and prioritizing the potential and known vulnerabilities of the overall community that may require emergency service from the ESO, including the community’s structures, inhabitants, infrastructure, organizations, and hazardous conditions or processes.”</p><p>We are particularly concerned about the provision’s sweeping wording. While hospitals are required by the Medicare conditions of participation to conduct hazard vulnerability assessments (HVA) of their communities, these are not nearly as expansive as the CVA required by the proposed rule. Hospital-based ESOs do not have, and do not need to have, access to many of the community structures in the area they serve. This is different from fire service ESOs which generally need access to these structures, businesses or other community infrastructure to perform fire inspection responsibilities. As a result, hospital-based ESOs would be unable to meaningfully comply with the CVA requirements in the proposed rule.</p><p>AHA members also have expressed concerns about the economic impacts associated with conducting such a comprehensive CVA of the communities they serve. Hospital-based ESOs often cover large geographic footprints; therefore, complying with the proposed rule’s CVA requirements would necessitate hiring additional full-time staff just to meet these requirements. This would be a significant and time-consuming undertaking, involving the efforts of multiple individuals from the ESO to perform the duties related to this assessment, including the drafting and maintenance of the CVA and related documents. <strong>Given this, the heavy administrative burdens already imposed on hospitals and the workforce shortages with which they continue to struggle, the AHA recommends that OSHA permit hospital-based ESOs to meet the requirements of the proposed CVA through their existing compliance with the Medicare conditions of participation for conducting an HVA.</strong></p><h2>Ambiguous Definitions</h2><p>The proposed standards incorporate a number of terms without specific definitions. This makes both assessing the proposal, as well as future compliance expectations, unclear and is one of our biggest concerns with the proposed standard. For instance, the proposed standard includes a disjointed and confusing description of covered job duties: “Employers that are emergency service organizations as defined in paragraph (b) of this section, that provide one or more of the following emergency response services as a primary function; or the employees perform the emergency service(s) as a primary duty for the employer: firefighting, EMS, and technical search and rescue. For the purposes of this section, this type of employer is called an Emergency Service Organization (ESO), and the employees are called responders.”</p><p>It then offers these defined terms:</p><ul><li>“Emergency Service Organization (ESO) means an organization that provides one or more of the following emergency response services as a primary function: firefighting, EMS, and technical search and rescue; or the employees perform the emergency service(s) as a primary duty for the employer” and</li><li>“Personnel (called responders in this section), as part of their regularly assigned duties, respond to emergency incidents to provide service such as firefighting, EMS, and technical search and rescue. It does not include organizations solely engaged in law enforcement, crime prevention, facility security, or similar activities.”</li></ul><p>The combination of the proposed standard’s statement of coverage and these two definitions raises questions about the application of the standard in a variety of scenarios. For instance, would the standard apply when a hospital-based responder is doing administrative work? If the ESO provides both emergency and non-emergency responses, are both functions subject to the standard? Are ESO dispatchers, trainers and others who never engage in front-line emergency responses as part of their day-to-day work considered responders because they “respond” to emergency incidents?</p><p>Unfortunately, the proposed standard fails to recognize that a large portion of the work performed by hospital-based responders is not any sort of emergency response, but instead normal day-to-day activities, including various administrative duties and nonemergency patient transport between facilities. <strong>The AHA recommends that OSHA clarify the people and situations in which the standard does not apply, specifically excluding situations when hospital-based ambulances are engaged in nonemergency responses and administrative and other staff that do not engage in front-line emergency response. We also encourage OSHA to examine all the definitions of terms used in the proposed rule to ensure that they are clear and understandable to the regulated community.</strong></p><h2>Impact on Hospital-based ESOs in Rural and Super-rural Communities</h2><p>Of particular concern to the AHA is the potential impact that the proposed rule would have on hospital-based ESOs serving rural and super-rural communities. These ESOs often operate on an extremely limited budget and have very few EMS personnel and ambulances but are at the same time critical to ensuring emergency transport and care access. As is the case for many EMS organizations in the U.S., hospital-based ESOs are experiencing significant challenges with staffing, recruitment and retention of active employees.</p><p><strong>The requirements of this rule would place too high of a burden on these already financially stressed hospitals and their ESOs.</strong> Indeed, it may very well result in a reduction in their ability to continue to provide critical emergency services. For example, the costs for the proposed equipment, training and administrative requirements all far exceed the limited funding and resources currently available to such ESOs. In addition, the availability of specialized services to fulfill requirements for the proposed extensive employee medical and fitness evaluations simply do not exist in many such communities.</p><p>The AHA agrees that it is important to monitor and support the health and safety of our hospital-based ambulance staff. However, the proposed rule goes beyond what is necessary to effectively protect our workforce. Instead, there should be a balance between that effort and strategies that are reasonable and sustainable, many of which are already in place. For example, The Joint Commission, which accredits nearly 90% of U.S. hospitals, already maintains and enforces standards establishing a safety and health management system within hospitals that applies to both patients and employees. There are six core elements comprising such a safety and health management system: management leadership, employee participation, worksite analysis, hazard prevention and control, safety and health training, and annual evaluation.<a href="#fn2"><sup>2</sup></a></p><p>Therefore, we urge OSHA to consider the unintended consequences of implementing this proposed rule, and specifically the impact it will have on small rural and super-rural hospital-based ESOs and the communities they serve.</p><h2>Personnel Recruitment and Retention</h2><p>The proposed rule includes requirements that would negatively impact the ability of hospital-based ESOs to recruit and retain personnel in roles that are already difficult to fill. Specifically, the NFPA has no explicit physical standards for EMS responders. Yet, the proposed rule nevertheless seeks to apply criteria similar to those applicable to firefighters to EMS personnel, including a variety of requirements related to their physical and medical status.<a href="#fn3"><sup>3</sup></a></p><p>Although professional firefighters are typically subject to rigorous physical fitness testing prior to hire, most hospital clinical employees, including ambulance responders, are required to pass a basic medical evaluation and physical aptitude test. Increased fire-centric physical and medical requirements, such as those included in the proposed rule, would disqualify a significant portion of those interested in such positions. Moreover, given OSHA’s proposed requirements for ongoing medical and physical fitness evaluations, many current hospital-based ambulance employees could be disqualified despite the fact they are licensed, skilled and experienced.</p><p>Beyond the initial requirements relative to hiring employees for these roles, the proposed standards would require medical status and health of emergency response employees would need to be subject to employer surveillance and monitoring. The cardiac and pulmonary/respiratory health of providers is the focus of these efforts, with an emphasis on exposures to toxic, hazardous and carcinogenic substances (although the proposed standard does not define those terms), particularly with a focus heavily on the inhalation of the byproducts of combustion. Once again, while this type of employer surveillance and monitoring is appropriate for firefighters, it is inappropriate for hospital-based ambulance services that are often not permitted to enter environments that would expose them to these substances.</p><p>Further, under the proposed standard, ESOs would also have to develop fitness programs and make fitness resources available to employees during working hours. This would compel hospital-based EMS services to allow employees to participate in physical fitness programs while working. For many hospital-based ESOs, it is unclear how those obligations would or could be met. Hospital-based ESOs often utilize a high-performance model for their ambulance services, in which a crew of two emergency medical technicians/paramedics are dynamically deployed to a specific geographic area for eight to 12-hour shifts. That geography is then set to specific response time standards, generally with very little downtime. Taking those crews out of service for an hour of exercise while they are working will almost certainly result in gaps in coverage and longer response times for those communities, putting community members seeking emergency care at increased risk.</p><p>Finally, the new standard also would establish requirements related to employees’ mental health. It would require employers to establish mental health programs that both monitor the mental health of their employees and provide their employees with access to mental health resources, at no cost to the employee. At a minimum, these programs would be required to include diagnostic assessment, short-term counseling, crisis intervention and referral for behavioral health conditions arising from the team member’s or responder’s performance of emergency response duties. Hospitals and health systems are acutely aware of the mental health challenges experienced across their communities, including within their own workforces. They are taking a number of steps to connect patients, community-members and workers alike to the necessary mental health services and supports. However, in many communities across the nation, shortages of behavioral health providers has challenged hospitals’ and health systems’ efforts. While we appreciate that the standards related to mental health service access are well-intended, the AHA is concerned that there would not be enough providers available to conduct such behavioral health assessments at no cost to responders.</p><p><strong>As discussed above, the AHA urges OSHA to allow hospital-based ambulance services to comply with the CASS standards rather than impose these fire-centric standards in the proposed rule.</strong></p><h2>Training, Including Vehicle Operating Training</h2><p>The OSHA proposed rule would require that each person in an emergency vehicle wear a seat belt or safety harness before the vehicle moves. <strong>The AHA recommends that OSHA revise this requirement to include exceptions in cases where seatbelts are inaccessible.</strong> For instance, in specialized vehicles utilized for infectious diseases, the interior of an ambulance is draped to reduce contamination, including on a seatbelt. Personal protective equipment worn in these cases could potentially be torn when wearing a seatbelt exposing the responder to harm.</p><h2>Compliance Timelines</h2><p>OSHA has proposed a phased-in timeline for compliance with the proposed standard, starting six months after the final rule’s effective date for certain provisions (e.g., mental and physical health requirements), 12 months for other provisions (e.g., health and fitness program) and 24 months for the remaining provisions (e.g., annual skill evaluation).</p><p>While the AHA appreciates OSHA’s intent to advance emergency responder health and safety, we believe that the timeline for implementation is far too short and will put hospital-based ESOs at a large and inappropriate risk of noncompliance. <strong>The AHA recommends that OSHA extend the start of the implementation timeline for all provisions by at least two years and allow for longer periods for phasing in the various requirements to provide hospital-based ESOs adequate time to review and develop a plan for compliance with the final rule.</strong></p><h2>Conclusion</h2><p>The AHA, together with our hospitals and health systems, remains committed to ensuring that all our employees can work in a hazard-free and safe environment, including our hospital-based ambulance services. However, we have serious concerns about the impact that this proposed rule would have on employee recruitment and retention as well as the financial hardship it would create for hospital-based ESOs, particularly those located in rural and other underserved communities. We urge OSHA to make the modifications recommended above, which will both ensure a hazard-free and safe working environment and continued access to care.</p><p>The AHA appreciates your consideration of these issues. Please contact me if you have questions or feel free to have a member of your team contact Roslyne Schulman, AHA’s director for policy, at <a href="mailto:rschulman@aha.org?subject=RE: AHA Comments on OSHA Proposed Emergency Response Standard letter">rschulman@aha.org</a>.</p><p>Sincerely,</p><p>/s/</p><p>Molly Smith<br>Group Vice President<br>Public Policy</p><hr><ol><li id="fn1">ESOs encompasses employers whose primary function is not as an emergency service provider but have employees whose primary duty for the employer is to perform emergency services.</li><li id="fn2"><a href="https://www.osha.gov/sites/default/files/2.2_SHMS-JCAHO_comparison_508.pdf">https://www.osha.gov/sites/default/files/2.2_SHMS-JCAHO_comparison_508.pdf</a></li><li id="fn3"><a href="https://ogletree.com/insights-resources/blog-posts/oshas-proposed-emergency-response-standard-a-closer-look-and-an-analysis-for-covered-employers/ target=">https://ogletree.com/insights-resources/blog-posts/oshas-proposed-emergency-response-standard-a-closer-look-and-an-analysis-for-covered-employers/</a></li></ol></div><div class="col-md-4"><div class="external-link spacer"><a class="btn btn-wide btn-primary" href="/system/files/media/file/2024/07/AHA-Comments-on-OSHA-Proposed-Emergency-Response-Standard-20240719.pdf" target="_blank" title="Click here to download the AHA Comments on OSHA Proposed Emergency Response Standard letter PDF.">Download Letter PDF</a></div><p><a href="/system/files/media/file/2024/07/AHA-Comments-on-OSHA-Proposed-Emergency-Response-Standard-20240719.pdf" target="_blank" title="Click here to download the AHA Comments on OSHA Proposed Emergency Response Standard letter PDF."><img src="/sites/default/files/inline-images/Page-1-AHA-Comments-on-OSHA-Proposed-Emergency-Response-Standard-20240719.png" data-entity-uuid="64228bd6-1d92-44b7-b391-4228a6df3a48" data-entity-type="file" alt="AHA Comments on OSHA Proposed Emergency Response Standard letter page 1." width="692" height="900"></a></p></div></div></div> Fri, 19 Jul 2024 13:25:28 -0500 Emergency Departments (EDs) /news/headline/2024-07-03-administration-sends-letter-hospital-doctor-groups-emtala-enforcement <p>Health and Human Services Secretary Xavier Becerra and the Centers for Medicare & Medicaid Services Administrator Chiquita Brooks-LaSure sent a <a href="https://www.hhs.gov/about/news/2024/07/02/biden-harris-administration-reaffirms-commitment-emtala-enforcement.html">letter</a> July 2 to hospital and provider groups restating its position that the Emergency Medical Treatment and Active Labor Act requires Medicare-participating hospitals to offer necessary stabilizing medical treatment (or transfer, if appropriate) to all patients who are found to have an emergency medical condition. The letter noted, however, that HHS’ interpretation of EMTALA — both as to when an abortion is required and EMTALA’s effect on state laws governing abortion — is currently enjoined within the State of Texas and subject to further litigation; HHS has sought the Supreme Court’s review of that injunction, and its petition for review remains pending. <br><br>The letter follows last week’s Supreme Court <a href="/news/headline/2024-06-27-supreme-court-dismisses-emtala-case">dismissal of a case</a> about whether an Idaho law can coexist with the federal EMTALA, which requires hospitals to provide stabilizing care for those in an emergency medical condition. In so doing, the Court did not rule on the merits of the joined cases, Moyle v. United States and Idaho v. United States. </p> Wed, 03 Jul 2024 15:01:07 -0500 Emergency Departments (EDs) /concord/case-studies/neuroflow-jefferson <div></div><div> /* Banner_Title_Overlay_Bar */ .Banner_Title_Overlay_Bar { position: relative; display: block; overflow: hidden; max-width: 1170px; margin: 0px auto 25px auto; } .Banner_Title_Overlay_Bar h1 { position: absolute; bottom: 40px; color: #003087; background-color: rgba(255, 255, 255, .8); width: 100%; padding: 20px 40px; font-size: 3em; box-shadow: 0 3px 8px -5px rgba(0, 0, 0, .6); } @media (max-width:991px) { .Banner_Title_Overlay_Bar h1 { bottom: 0px; margin: 0px; font-size: 2.5em; } } @media (max-width:767px) { .Banner_Title_Overlay_Bar h1 { font-size: 2em; text-align: center; text-indent: 0px; padding: 10px 20px; } } @media (max-width:530px) { .Banner_Title_Overlay_Bar h1 { position: relative; background-color: #63666A22; } } /* Banner_Title_Overlay_Bar // */ .Banner_Title_Overlay_Bar h1 { color: #fff; background-color: rgba(255, 255, 255, .0); box-shadow: none; } @media (max-width:530px){ .Banner_Title_Overlay_Bar h1 { background-color:#000; } } <header class="Banner_Title_Overlay_Bar"><img src="/sites/default/files/2023-06/Concord_Investing_banner1_1170x250.jpg" alt="Banner Image" width="1168" height="250"><div><h1>NeuroFlow Helps Jefferson Reduce ED Visits by 34%</h1></div></header></div><div class="raw-html-embed"> /* CntMenuSub */ .CntMenuSub{ margin:20px 0px; padding-bottom: 5px; color: #afb1b1; letter-spacing: 1.5px; font-weight: 400; font-size: 11.2px; } .CntMenuSub a{ text-decoration:none } .CntMenuSub .CntMenuBar{ border-bottom: 1px solid lightblue; } /* if includes a logo */ @media (min-width:361px){ .CntMenuSub.CntMenuSubLogo .CntMenuBar{ margin-top: 10px; float: left; width: calc(100% - 425px); } } @media (max-width:767px) and (min-width:361px){ .CntMenuSub.CntMenuSubLogo .CntMenuBar{ float: left; width: calc(100% - 0px); } .CntMenuSub.CntMenuSubLogo img{ width: auto; } } /* // */ .CntMenuSub .CntMenuBar a:after{ content: "|"; padding: 0 3px 0 6px; 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-webkit-box-shadow: 10px 10px 14px -6px rgba(0,0,0,0.75); -moz-box-shadow: 10px 10px 14px -6px rgba(0,0,0,0.75); } @media (max-width:767px) { .sp_Resource1 .sp_Resource1_holder img { width: 100%; max-width: 150px; } } .sp_Resource1 .btn { margin-top: 20px; } .sp_Resource1_holder h2 span { color: #d50032; display: block; position: relative; font-size: .8em; } <div class="col-md-10 col-md-offset-1 sp_Resource1_holder"><div class="text-align-center col-sm-4 col-md-3"><a href="/system/files/media/file/2024/07/external-neuroflow-jefferson_health-case_study.pdf" target="_blank" title="How Jefferson Health Reduced ED Utilization by 34% with Digital Behavioral Health Integration"><img src="/sites/default/files/2024-07/neuroflow-jefferson-247x320.jpg" alt="Cover image" width="247" height="320"></a> </div><div class="col-sm-8 col-md-9"> Scan </h3> --><h2><span>Case Study</span> <a href="/system/files/media/file/2024/07/external-neuroflow-jefferson_health-case_study.pdf" target="_blank" title="How Jefferson Health Reduced ED Utilization by 34% with Digital Behavioral Health Integration">How Jefferson Health Reduced ED Utilization by 34% with Digital Behavioral Health Integration</a></h2><p>Jefferson Health partnered with NeuroFlow to integrate behavioral health (BH) into their primary care and ob-gyn clinics, scaling the delivery of remote screening and creating evidence-based care pathways for BH support. NeuroFlow’s platform flags rising-risk patients and connects them to acuity-specific resources in a timely way, enabling Jefferson to reduce emergency department utilization by 34% after NeuroFlow’s deployment.</p><p><a class="btn btn-wide btn-primary" href="/system/files/media/file/2024/07/external-neuroflow-jefferson_health-case_study.pdf" target="_blank" title="How Jefferson Health Reduced ED Utilization by 34% with Digital Behavioral Health Integration"><span>Read Case Study</span></a><span> </span></p></div></div></div> /* y-hr3 */ .y-hr3{ clear: both; } .y-hr3 div:nth-child(2) { border-top: solid 2px lightgrey; margin: 50px 0px; height: 0px } /* y-hr3 // */ <div class="row y-hr3"><div class="col-md-3"> </div><div class="col-md-6"> </div><div class="col-md-3"> </div></div><div class="row spacer"><div class="col-sm-8 col-md-offset-2"><div><a href="https://www.neuroflow.com/?utm_source=referral&utm_medium=website&utm_campaign=AHAconcord" target="_blank" title="NeuroFlow"><img src="/sites/default/files/2024-07/neuroflow-logo-834x313.jpg" alt="NeuroFlow logo" width="417" height="157"></a><h3><a href="https://www.neuroflow.com/?utm_source=referral&utm_medium=website&utm_campaign=AHAconcord" target="_blank" title="NeuroFlow">NeuroFlow</a></h3><p>NeuroFlow is a technology and analytics company that helps risk-bearing healthcare organizations scale value-based care. Using real-time data analytics embedded into workflows and EHR systems, NeuroFlow identifies, and risk stratifies BH needs that often go under-addressed and makes that data actionable with clinical decision and coordination support services.</p><p>To learn more about NeuroFlow <a href="mailto:will@neuroflow.com?subject=I%20would%20like%20to%20learn%20more%20about%20your%20solution&body=I%20would%20like%20to%20learn%20more%20about%20the%20work%20your%20company%20is%20doing%20with%20hospitals%20and%20health%20care%20providers." title="contact Steven Reilly">contact Will Crowley</a>.</p></div></div></div> /* y-hr3 */ .y-hr3{ clear: both; } .y-hr3 div:nth-child(2) { border-top: solid 2px lightgrey; margin: 50px 0px; height: 0px } /* y-hr3 // */ <div class="row y-hr3"><div class="col-md-3"> </div><div class="col-md-6"> </div><div class="col-md-3"> </div></div> Wed, 03 Jul 2024 13:20:10 -0500 Emergency Departments (EDs)