/ en Fri, 20 Jun 2025 06:45:45 -0500 Tue, 17 Jun 25 15:35:51 -0500 /role-hospitals-rwjbarnabas-health-new-freestanding-cancer-hospital-brings-advanced-care-nj <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/2025-06/ths-morris-cancer-center-700x532.jpg" data-entity-uuid data-entity-type="file" alt="RWJBarnabas Health. Exterior shot of the Jack & Sheryl Morris Cancer Center" width="700" height="532"></p></div><p>The opening in May 2025 of New Jersey's first freestanding cancer hospital, the Jack & Sheryl Morris Cancer Center, brings renewed hope for cancer patients and their families. The facility, a collaboration between RWJBarnabas Health and Rutgers Cancer Institute, will treat any type of cancer and its subspecialties and aims to provide comprehensive cancer care within the state, eliminating the need for patients to travel to New York City or Philadelphia.</p><p>The state-of-the-art, 12-story, 520,000-square-foot facility is designed to provide top-notch cancer care with a patient-centered approach. It features research labs, innovative technology, and a variety of clinical trials. Additionally, the facility offers comfort amenities such as massage therapy, exercise therapy, and a wellness garden to make the experience less clinical and more supportive for patients.</p><p>For pediatric patients, the center offers a Jersey Shore-themed clinical space to create a more comfortable and engaging environment. The facility includes a "boardwalk" entrance, cabana-themed exam and infusion rooms, an arcade, and a toy store.</p><p>Steven K. Libutti, M.D., senior vice president, Oncology Services, RWJBarnabas Health, tells New Jersey Family that “The goal, when we can’t cure a person of a disease … is that we at least turn the disease into a chronic disease they can live with long-term. We want to wrap a blanket around each patient and family.”</p><p><a class="btn btn-primary" href="https://www.njfamily.com/jack-sheryl-morris-cancer-center/">LEARN MORE</a></p></div></div><div class="col-md-3"><div><h4>Resources on the Role of Hospitals</h4><ul><li><a href="/community-benefit">Benefiting Communities</a></li><li><a href="/roleofhospitals">All Case Studies</a></li></ul></div></div></div></div> Tue, 17 Jun 2025 15:35:51 -0500 Community Benefit /role-hospitals-saint-francis-hospital-health-systems-community-investing-program-fosters-positive-changes <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/2025-06/ths-st-francis-hartford-chna-700x532.jpg" data-entity-uuid data-entity-type="file" alt="St. Francis Hospital. A health worker holding a tablet speaks with a patient at an outdoors community event" width="700" height="532"></p></div><p>A recent <a href="https://www.trinityhealthofne.org/sites/default/files/hg_features/mercury_standard_layout/7e52445bbeb2d965c884391a63839d9f.pdf">community health needs assessment</a> conducted by Saint Francis Hospital and local organizations in Hartford, Conn., indicated that 26% of Hartford residents have difficulty paying for food and 17% have difficulty paying for housing. Those percentages are much higher than statewide numbers, which are 11% and 9%, respectively. The CHNA also revealed that obesity affects about a third of adults in Greater Hartford, and diabetes rates are elevated among older adults, Black adults and low-income adults in the region.</p><p>Saint Francis, part of Trinity Health of New England and Trinity Health, participates in the health system’s Community Investing Program. This program supports local initiatives that build infrastructure to address issues such as food and housing insecurity and foster positive change.</p><p>The Community Investing Program has committed $5 million in Hartford to improve health and quality-of-life outcomes. Trinity Health’s community investments serve priority communities, which are areas that have faced severe economic challenges, received significant Medicaid or financial assistance support, or experienced past divestment.</p><p>Carolyn Alessi, regional director, community health and well-being, at Trintiy Health of New England, said, “Because of the support of Trinity Health and our community partners, we are able to provide not just clinical medical care, but transformative, life-changing opportunities that address food insecurity, workforce development, housing, education and more. We are so grateful for the support and collaboration in providing impactful support to our neighbors in need.”</p><p><a class="btn btn-primary" href="https://www.trinityhealthofne.org/newsroom/press-releases/saint-francis-hospital-collaborates-local-partners-lead-positive-change">LEARN MORE</a></p></div></div><div class="col-md-3"><div><h4>Resources on the Role of Hospitals</h4><ul><li><a href="/community-benefit">Benefiting Communities</a></li><li><a href="/roleofhospitals">All Case Studies</a></li></ul></div></div></div></div> Thu, 12 Jun 2025 14:57:14 -0500 Community Benefit /role-hospitals-essentia-health-fargo-kids-follow-dolphins-surfboards-surgery-and-better-health <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/2025-06/ths-essentia-sensory-700x532.jpg" data-entity-uuid data-entity-type="file" alt="An Essentia Health-Fargo patient walks the sensory path with the help of a caregiver" width="700" height="532"></p></div><p>Essentia Health-Fargo has introduced a brightly colored, ocean-themed sensory path in its pre-op space to make the environment more engaging for kids. Decorated with bubbles, dolphins, turtles, sharks and starfish, the path helps reduce stress and motivate children before surgery.</p><p>"The sensory path has always been a very helpful and motivating tool to offer our pediatric patients as a support to get them out of bed and moving and engaging to heal quicker," said Michelle Finneman, a child life specialist at Essentia.</p><p>First introduced in 2020 in the inpatient unit, the sensory path creates a cohesive environment throughout the unit, keeps kids moving and provides sensory input.</p><p>"They also have a developmental aspect as they provide the appropriate sensory input to decrease sensory-seeking behaviors that we may see in some kids who have autism or ADHD," Finneman said.</p><p>Essentia Health-Fargo also offers remote control cars for surgical patients age 2 to 9, allowing them to drive themselves back to the operating room. Having options and choice helps pediatric patients participate in their own care.</p><p>"One way isn’t going to necessarily work for all,” Finneman said. “For example, some might love our remote cars, but others might be a little hesitant. Development age plays a role, too."</p></div></div><div class="col-md-3"><div><h4>Resources on the Role of Hospitals</h4><ul><li><a href="/community-benefit">Benefiting Communities</a></li><li><a href="/roleofhospitals">All Case Studies</a></li></ul></div></div></div></div> Thu, 05 Jun 2025 12:09:12 -0500 Community Benefit /fact-sheets/2025-06-05-medicaid-spending-reductions-would-lead-losses-jobs-economic-activity-and-tax-revenue-states <div class="container"><div class="row"><div class="col-md-8"><p>Medicaid is the nation’s largest single source of coverage, providing access to care for 72 million Americans. It primarily serves low-income populations — children and their families, adults, seniors and disabled individuals. Almost half of adults in poverty, nearly 4 in 10 children, and over 60% of nursing home residents are covered by Medicaid. And, for over 12 million dually eligible Medicare-Medicaid enrollees, Medicaid helps with premiums and cost sharing, as well as provides long-term care services. The program provides a broad array of health care services, such as primary and acute care services, as well as long-term services and supports.</p><p>Congress is considering a set of proposed Medicaid cuts that threaten coverage for the millions of Americans who rely on the program and threaten access to health care for all communities. However, there is still significant uncertainty regarding the type, scale and timing of these cuts. As such, the AHA has modeled the statewide economic impacts of each $1 billion incremental reduction in Medicaid spending. These incremental impacts can then be scaled to various spending reduction scenarios to estimate how those cuts may be experienced at the state-level.</p><p>The AHA’s analysis reflects the incremental economic impacts of Medicaid cuts across the entire program in each state, including spending on hospitals, physician offices, specialists and pharmacies. The share of the $1 billion reduction experienced by each sector is based on AHA estimates of that sector’s share of Medicaid spending using data from the Medicaid and CHIP Payment and Access Commission (MACPAC). The AHA then uses economic impact modeling from Lightcast, a labor market analytics company, to estimate how those spending cuts would affect jobs and economic activity by state.</p><p>For every $1 billion reduction in Medicaid spending over 10 years, we estimate:</p><ul><li>The annual average of hospital jobs lost.</li><li>The annual average of total jobs lost across the entire state economy.</li><li>The total 10-year estimated reduction in statewide economic activity.</li><li>The total 10-year estimated loss of federal, state and local tax revenue as a result of the reduction in statewide economic activity.</li></ul><p>These estimates show the broad economic and community impact of Medicaid, beyond just health care coverage and benefits. Medicaid cuts would destabilize communities, harming the economic security and health of the millions of people who keep our economy running strong.</p><h2>Economic Impacts of Each $1B Reduction in Medicaid Spending<a href="#note1">*</a></h2><table><thead><tr><th>State</th><th>Annual Average Hospital Jobs Lost</th><th>Annual Average Total Jobs Lost</th><th>10-Year Reduction in Statewide Economic Activity</th><th>10-Year Loss of Federal, State and Local Tax Revenue</th></tr></thead><tbody><tr><td>Alabama</td><td>1,790</td><td>16,101</td><td>$1.7B</td><td>$41.8M</td></tr><tr><td>Alaska</td><td>1,271</td><td>12,600</td><td>$1.6B</td><td>$41.5M</td></tr><tr><td>Arizona</td><td>1,447</td><td>15,832</td><td>$2.1B</td><td>$61.4M</td></tr><tr><td>Arkansas</td><td>1,756</td><td>15,315</td><td>$1.6B</td><td>$43.8M</td></tr><tr><td>California</td><td>1,122</td><td>14,956</td><td>$2.3B</td><td>$83.1M</td></tr><tr><td>Colorado</td><td>1,396</td><td>14,887</td><td>$2.1B</td><td>$53.7M</td></tr><tr><td>Connecticut</td><td>1,363</td><td>12,353</td><td>$1.8B</td><td>$54.7M</td></tr><tr><td>Delaware</td><td>1,129</td><td>12,178</td><td>$1.6B</td><td>$39.4M</td></tr><tr><td>District of Columbia</td><td>1,143</td><td>8,672</td><td>$1.3B</td><td>$33.8M</td></tr><tr><td>Florida</td><td>1,621</td><td>17,512</td><td>$2.3B</td><td>$74.7M</td></tr><tr><td>Georgia</td><td>1,551</td><td>16,657</td><td>$2.0B</td><td>$52.3M</td></tr><tr><td>Hawaii</td><td>1,316</td><td>14,354</td><td>$1.8B</td><td>$70.1M</td></tr><tr><td>Idaho</td><td>1,404</td><td>15,467</td><td>$1.7B</td><td>$40.9M</td></tr><tr><td>Illinois</td><td>1,455</td><td>15,307</td><td>$2.0B</td><td>$71.6M</td></tr><tr><td>Indiana</td><td>1,573</td><td>14,191</td><td>$1.7B</td><td>$40.8M</td></tr><tr><td>Iowa</td><td>1,584</td><td>14,321</td><td>$1.6B</td><td>$41.0M</td></tr><tr><td>Kansas</td><td>1,640</td><td>15,071</td><td>$1.7B</td><td>$43.5M</td></tr><tr><td>Kentucky</td><td>1,678</td><td>13,964</td><td>$1.6B</td><td>$38.7M</td></tr><tr><td>Louisiana</td><td>1,595</td><td>16,767</td><td>$1.7B</td><td>$50.7M</td></tr><tr><td>Maine</td><td>1,439</td><td>13,403</td><td>$1.7B</td><td>$62.0M</td></tr><tr><td>Maryland</td><td>1,444</td><td>13,074</td><td>$1.7B</td><td>$55.4M</td></tr><tr><td>Massachusetts</td><td>1,302</td><td>12,816</td><td>$1.9B</td><td>$50.5M</td></tr><tr><td>Michigan</td><td>1,571</td><td>15,865</td><td>$1.9B</td><td>$53.6M</td></tr><tr><td>Minnesota</td><td>1,455</td><td>14,733</td><td>$2.0B</td><td>$56.9M</td></tr><tr><td>Mississippi</td><td>1,715</td><td>15,970</td><td>$1.5B</td><td>$44.9M</td></tr><tr><td>Missouri</td><td>1,490</td><td>15,088</td><td>$1.8B</td><td>$43.2M</td></tr><tr><td>Montana</td><td>1,580</td><td>14,837</td><td>$1.7B</td><td>$33.4M</td></tr><tr><td>Nebraska</td><td>1,537</td><td>13,966</td><td>$1.7B</td><td>$46.5M</td></tr><tr><td>Nevada</td><td>1,371</td><td>14,717</td><td>$1.8B</td><td>$52.6M</td></tr><tr><td>New Hampshire</td><td>1,528</td><td>12,344</td><td>$1.7B</td><td>$43.0M</td></tr><tr><td>New Jersey</td><td>1,367</td><td>12,946</td><td>$1.8B</td><td>$68.7M</td></tr><tr><td>New Mexico</td><td>1,380</td><td>14,632</td><td>$1.6B</td><td>$56.9M</td></tr><tr><td>New York</td><td>1,159</td><td>12,131</td><td>$1.9B</td><td>$67.6M</td></tr><tr><td>North Carolina</td><td>1,544</td><td>15,994</td><td>$1.9B</td><td>$50.3M</td></tr><tr><td>North Dakota</td><td>1,555</td><td>13,250</td><td>$1.5B</td><td>$38.3M</td></tr><tr><td>Ohio</td><td>1,564</td><td>15,167</td><td>$1.9B</td><td>$55.7M</td></tr><tr><td>Oklahoma</td><td>1,600</td><td>16,216</td><td>$1.7B</td><td>$37.7M</td></tr><tr><td>Oregon</td><td>1,259</td><td>13,892</td><td>$1.8B</td><td>$49.4M</td></tr><tr><td>Pennsylvania</td><td>1,562</td><td>13,352</td><td>$1.8B</td><td>$53.6M</td></tr><tr><td>Rhode Island</td><td>1,587</td><td>13,101</td><td>$1.7B</td><td>$58.9M</td></tr><tr><td>South Carolina</td><td>1,551</td><td>15,757</td><td>$1.7B</td><td>$52.0M</td></tr><tr><td>uth Dakota</td><td>1,531</td><td>13,167</td><td>$1.6B</td><td>$39.2M</td></tr><tr><td>Tennessee</td><td>1,463</td><td>14,486</td><td>$1.8B</td><td>$51.3M</td></tr><tr><td>Texas</td><td>1,506</td><td>18,178</td><td>$2.2B</td><td>$60.3M</td></tr><tr><td>Utah</td><td>1,487</td><td>15,838</td><td>$1.9B</td><td>$49.3M</td></tr><tr><td>Vermont</td><td>1,498</td><td>13,125</td><td>$1.6B</td><td>$56.1M</td></tr><tr><td>Virginia</td><td>1,410</td><td>13,732</td><td>$1.7B</td><td>$52.5M</td></tr><tr><td>Washington</td><td>1,153</td><td>12,659</td><td>$1.9B</td><td>$77.1M</td></tr><tr><td>West Virginia</td><td>1,525</td><td>13,602</td><td>$1.4B</td><td>$31.4M</td></tr><tr><td>Wisconsin</td><td>1,615</td><td>15,026</td><td>$1.8B</td><td>$50.1M</td></tr><tr><td>Wyoming</td><td>1,462</td><td>13,772</td><td>$1.4B</td><td>$33.5M</td></tr></tbody></table><p><span><strong>Sources:</strong></span> Economic impact modeling conducted by AHA using Lightcast (lightcast.io), as of May 2025, Total Medicaid Benefit Spending by State and Category from MACPAC, and sector employment levels from the North American Industry Classification System (NAICS).</p><p id="note1">* This analysis reflects the incremental economic impacts of each $1B reduction in Medicaid spending across all industries. The share of the $1B reduction experienced by each sector is based on AHA estimates of that sector’s share of Medicaid spending using data from MACPAC. These incremental impacts can be applied to Medicaid spending reductions across the 2026-2035 period. Total jobs lost are a result of the reduction in statewide economic activity; for example, this would include jobs lost because of less hospital spending and higher hospital unemployment resulting in lower economic activity such as buying goods and services. The loss of tax revenue includes reductions in state and local general sales and property taxes.</p></div><div class="col-md-4"><div class="external-link spacer"><a class="btn btn-wide btn-primary" href="/system/files/media/file/2025/06/Medicaid-Spending-Reductions-Would-Lead-to-Losses-in-Jobs-Economic-Activity-and-Tax-Revenue-for-States.pdf" target="_blank" title="Click here to download the Medicaid Spending Reductions Would Lead to Losses in Jobs, Economic Activity and Tax Revenue for States PDF.">Download the Fact Sheet PDF</a></div><p><a href="/system/files/media/file/2025/06/Medicaid-Spending-Reductions-Would-Lead-to-Losses-in-Jobs-Economic-Activity-and-Tax-Revenue-for-States.pdf" target="_blank" title="Click here to download the Medicaid Spending Reductions Would Lead to Losses in Jobs, Economic Activity and Tax Revenue for States PDF."><img src="/sites/default/files/inline-images/Page-1-Medicaid-Spending-Reductions-Would-Lead-to-Losses-in-Jobs-Economic-Activity-and-Tax-Revenue-for-States.png" data-entity-uuid="4a19bc11-55f8-4e12-ae1d-f41a5f4bef79" data-entity-type="file" alt="Medicaid Spending Reductions Would Lead to Losses in Jobs, Economic Activity and Tax Revenue for States page 1." width="695" height="900"></a></p></div></div></div> table, th, td { border: 1px solid #002855; } table { margin-top: 20px; margin-bottom: 20px; } th { background-color: #002855; color: #ffffff; Thu, 05 Jun 2025 06:00:00 -0500 Community Benefit /advancing-health-podcast/2025-06-04-how-duke-university-fighting-hypertension-through-community-collaboration <p>June 9 – June 13, 2025, is <a href="/center/community-health-improvement-week" title="Community Health Improvement Week">Community Health Improvement</a> (CHI) Week — a week that looks at the important work hospitals and health systems are doing to support the overall health of their patients and communities. In this conversation, Duke University's Anna Tharakan, lead project manager on Closing the Gap on Hypertension Disparities, and Bradi Granger, Ph.D., research professor at Duke University School of Nursing and director of the Duke Heart Center Nursing Research Program, discuss how Duke’s team is reducing hypertension disparities by integrating community health workers, student ambassadors and local clinics.</p><hr><div></div><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> 00:00:01:04 - 00:00:30:12<br> Tom Haederle<br> Welcome to Advancing Health. Community health workers play a vital role in bridging the gap between health care systems and the communities they serve. As we celebrate the upcoming 2025’s Community Health Improvement Week, June 9th through June 13th, we learn more in today's podcast about how the team at Duke University's partnership with Community health workers led to stronger communities and measurable improvements in heart health outcomes. </p> <p> 00:00:30:14 - 00:00:55:24<br> Chris DeRienzo, M.D.<br> Hello again. I am Dr. Chris DeRienzo, the chief physician at the ���������� Association. On this week's podcast, we are celebrating CHI week and that stands for Community Health Improvement Week. And we could not have two better guests joining our podcast today to celebrate CHI week and talk about the wonderful work that they do, right in my home of North Carolina around their community health needs assessment. </p> <p> 00:00:55:26 - 00:01:18:21<br> Chris DeRienzo, M.D.<br> Joining me today is Anna Tharakan. She is the lead project manager on the Closing the Gap on Hypertension Disparities work at Duke. And Bradi Granger, who is a professor in the Duke University School of Nursing and a co-pi for that same project. Thank you both for joining us on the podcast today. I am so excited to get to welcome you here. </p> <p> 00:01:18:24 - 00:01:19:19<br> Anna Tharakan<br> Hi. Happy to be here. </p> <p> 00:01:20:05 - 00:01:21:27<br> Bradi Granger, Ph.D.<br> Thanks for having us today. </p> <p> 00:01:21:29 - 00:01:45:09<br> Chris DeRienzo, M.D.<br> Well, let's jump right in. You know, the community health needs assessments is a really broad overview of both the assets and the needs within a community. I have known the community here in Durham, North Carolina, for nearly 25 years. When I started medical school in the early 2000’s. But I'm really curious, you know, Duke Health has excelled in doing its CHNAs for a long time. </p> <p> 00:01:45:14 - 00:01:52:17<br> Chris DeRienzo, M.D.<br> Talk to us about how do you approach this CHNA, and what kinds of things have you uncovered? Anna, we'll start with you. </p> <p> 00:01:52:19 - 00:02:21:20<br> Anna Tharakan<br> It's kind of kind of setting up what a hypertension is present within our community. We see that despite the proven interventions that are currently present, over 50% of patients that are diagnosed with hypertension kind of have their condition controlled. And kind of specifically within Durham, we see that there's a prevalence of hypertension of almost 42%. So I think for us, as are kind of really some baseline statistics of really motivating us to kind of get out into the neighborhood and communities and reduce these hypertension disparities and improve overall population health. </p> <p> 00:02:21:22 - 00:02:48:02<br> Anna Tharakan<br> So kind of our approach was taking a quality improvement intervention to target these hypertension disparities via a telephone outreach program. So we partnered with the local FQHC or Federally Qualified Health Center and students based out of Duke Health to kind of deliver this telephone outreach. We applied these functions essentially through student ambassadors, which were these students that conducted a structured telephone outreach to kind of help reach patients where they are. </p> <p> 00:02:48:03 - 00:03:11:06<br> Anna Tharakan<br> So over a series of three to four phone calls directly work with our patient cohort, which was around 300 patients, to help identify hypertension education. What are ways that we can help kind of work within their lifestyles to maybe attach hypertension care? We distributed free blood pressure cuffs. We helped them create Smart goals and accountability partners. And then lastly also conducted a social needs assessment. </p> <p> 00:03:11:08 - 00:03:16:24<br> Anna Tharakan<br> Which is really just trying to identify what are other things that are kind of getting in the way of your hypertension and health. </p> <p> 00:03:16:26 - 00:03:34:02<br> Chris DeRienzo, M.D.<br> Let's pause there for a second because wow! I mean, the level of depth that you all are able to go to, is, is truly impressive. But bring this up, you know, to the 30,000ft view level for a moment, because I don't know how many of our listeners are familiar with the Durham community and specifically the role that Duke plays in that community. </p> <p> 00:03:34:03 - 00:03:46:05<br> Chris DeRienzo, M.D.<br> So can you give the just sort of the brief snapshot of when you're talking about, you know, over 40% of the Durham population? How many people are we really talking about? And when you're saying going into the community, what does that look like? </p> <p> 00:03:46:07 - 00:04:24:03<br> Bradi Granger, Ph.D.<br> I can pitch in here. Durham has about 300,000 people and roughly, as Anna pointed out, we have a prevalence of hypertension of about 42 to 48% of the people in this county have, hypertension. About half of those are uncontrolled or unaware. And so the third issue, I would say in Durham County, is the disparity in care that we've seen and the prevalence. That the higher prevalence in the higher mortality and comorbidity that is associated with this, chronic illness in the black population, which that statistic is true throughout the South. </p> <p> 00:04:24:09 - 00:04:53:03<br> Bradi Granger, Ph.D.<br> And so we have a high proportion of minorities and underserved patients in Durham County. And we tend to focus on these first, as the risk in this group is much higher than the risk in the average population overall. So, given that we started there, the clinics and the specific areas in the community where we could be most effective in improving overall health for the community were those underserved, like safety net clinics. </p> <p> 00:04:53:03 - 00:05:25:25<br> Bradi Granger, Ph.D.<br> And so across the county, we have our Federally Qualified Health Center, which Anna mentioned and our, my co-pi, Dr. Holly Biola, is there leading the effort there. And we've also worked together with the Duke Safety Net Clinic, the Duke Outpatient Clinic, as well as our broader population health clinics in the county. So though the work began at Lincoln, our Federally Qualified Health Center, we have reached out to try and scale the project across other areas in the community that represent underserved populations. </p> <p> 00:05:25:27 - 00:05:48:07<br> Chris DeRienzo, M.D.<br> Thank you so much for sharing that. You know, I moved to North Carolina 25 years ago, and in the other places I've lived, I never really had the level of appreciation that I have now for just how different a place like Durham County can look when you drive like eight minutes from the downtown core, because Durham, you know, with 300,000 people, there's definitely a downtown core and there's some high rises. </p> <p> 00:05:48:07 - 00:06:12:23<br> Chris DeRienzo, M.D.<br> And I mean, it's not, you know, like New York City is downtown, but it's definitely an inner city environment. But eight minutes away, you are in farm country. And so when you're talking about reaching a community, that you are going from a very urban feel to a very rural feel quite quickly. And so I know that community health workers have played a huge role in how you all have addressed this work through the project around hypertension. </p> <p> 00:06:12:26 - 00:06:21:25<br> Chris DeRienzo, M.D.<br> Tell us a little bit more about the role that you all are finding community health workers playing and amplifying community outreach. </p> <p> 00:06:21:27 - 00:06:49:29<br> Bradi Granger, Ph.D.<br> We have a cohort of community health workers. The intent for that workforce is to really expand and extend the work that's done in a clinic, during a clinic visit, with a primary care provider. The fact is that many of our people in the underserved area, especially, have so many social determinants, which Anna can expand on. That it's hard to fit the care that's needed within that short window of time of the visit. </p> <p> 00:06:50:02 - 00:07:13:05<br> Bradi Granger, Ph.D.<br> So this project has served to really engage health professions students like Anna as patient navigators, to partner with these community health workers and literally give everyone more time to be able to provide the care, at the community level, that we want to do. So Anna can expand on exactly what that looks like. </p> <p> 00:07:13:07 - 00:07:34:09<br> Anna Tharakan<br> I think kind of as she pointed out, there was this huge, not gap that necessarily we realized, but kind of this, this system that patients weren't necessarily kind of getting the full time that they needed to just with the limitations of the system. And so I think what really community health workers, and in our case students, were able to really fill that gap was kind of being able to take that time with patients when they had it. </p> <p> 00:07:34:11 - 00:08:00:12<br> Anna Tharakan<br> Our first call with patients and students made was just sitting down with them being like, are you interested in kind of learning more about what hypertension means or how we can kind of implement some lifestyle changes, and can we do that on your time? I think that was just a really big portion of whether it was people that were working two to three jobs and only had availability at 8 p.m. or 9 p.m.. I think that was kind of the really great gap that students could kind of fill is kind of making sure outside clinic hours, where can we sit in and really impact and make a change? </p> <p> 00:08:00:15 - 00:08:27:26<br> Anna Tharakan<br> And then on top of that, really kind of making it really personalized with that education that we gave them,. Learning about the different things that they were kind of experiencing. What kind of struggles were specifically relevant to their lives, whether that was I'm struggling or trying to get groceries when I have to make sure to pick up my kids from preschool, or whether it's I'm taking care of two of my parents that are, kind of based in the hospital and kind of making sure that we were able to insert little pieces of advice where I was, hey, like how about we try to get 30 minutes, you know, walk to your parent's house instead </p> <p> 00:08:27:26 - 00:08:39:21<br> Anna Tharakan<br> of necessarily being able to drive there and really kind of instill small changes that they can make. And really be their personal cheerleader and kind of instill in these small changes that can really make such a big difference in their blood pressure and hypertension. </p> <p> 00:08:39:23 - 00:08:56:27<br> Chris DeRienzo, M.D.<br> I love that. Wouldn't we all benefit from having a personal cheerleader, especially when fighting, you know, a condition like hypertension, which is so seemingly innocuous because it's just a number on a machine. But we know that, that years and years and years of high blood pressure take its toll on nearly every organ system in the body. </p> <p> 00:08:57:00 - 00:09:14:28<br> Chris DeRienzo, M.D.<br> And again, being good project leads, I imagine you all are measuring countless kinds of metrics through this work. What is one measurable impact that you can tell us about through this engagement of a community health workers and really extending their reach, and not only into patients homes, but into community based settings as well. </p> <p> 00:09:15:00 - 00:09:34:05<br> Anna Tharakan<br> I think the big one was just the impact that we had on their blood pressure. And then also just self-management. I think within our intervention this past year, we saw a average drop in the systolic blood pressure of those that participated of over 15mg mercury, which is just a really huge kind of drop when considering, this intervention that took place. </p> <p> 00:09:34:08 - 00:09:53:13<br> Speaker 3<br> I think another big one was this idea of self-monitoring, kind of bringing the power to the patient, kind of being able to track with the free blood pressure cuffs that they were able to be provided, as well as the social needs assessment. Was kind of really putting that power of health back in their hands and showing that community health intervention lead can produce really meaningful clinical outcomes. </p> <p> 00:09:53:15 - 00:09:56:03<br> Chris DeRienzo, M.D.<br> Spectacular. Bradi, anything you would add? </p> <p> 00:09:56:05 - 00:10:29:04<br> Bradi Granger, Ph.D.<br> The one thing I would add to that is the idea of the system integration that this project brings. Whereby, to your point, hypertension really is a chronic illness, that the long term outcome is what we're after, reduction in stroke, reduction in chronic kidney disease and reduction in cardiovascular events. But those things happen so far from, you know, today's single measurement or even a couple of years worth of measurements of high blood pressure in an office visit, which is often mistakenly elevated anyway. </p> <p> 00:10:29:12 - 00:11:00:04<br> Bradi Granger, Ph.D.<br> So our real achievement, I feel like in addition to what Anna said about bringing the power to the patient to set their goals and really be able to be aware and to be responsible for changes and improvements in their health. We also really are trying to effectively connect a patient to the primary care provider team, including the community health worker and the community business organizations that help us serve patients outside of the formal system of health care delivery. </p> <p> 00:11:00:07 - 00:11:50:05<br> Bradi Granger, Ph.D.<br> These groups provide food, transportation, assistance with housing insecurity and all the things that are real barriers for patients managing long term, hypertension. So solving for those things and tracking it as we have, and making sure there's a closed loop on the referrals that happen, allows us to really measure the impact of this kind of project on some of our really important community outcomes, but also the policy implications for this project. Which we're working on now with our North Carolina Department of Health and Human Services, and trying to make sure that the opportunity for us to expand healthy opportunities. Pilots from our Medicaid expansion initiative, trying to make sure that we have the evidence and </p> <p> 00:11:50:05 - 00:11:56:27<br> Bradi Granger, Ph.D.<br> the measurable outcomes to support new policies for expansion of those kinds of efforts in the community. </p> <p> 00:11:57:00 - 00:12:29:11<br> Chris DeRienzo, M.D.<br> Well, you all have certainly covered the waterfront. I mean, clearly, it takes, it takes a team. And you've been able to connect not just the acute care clinical team, but the patient's family, community teams, all together in this web in supporting patients. I'm curious, we've only got a minute or two left. If you had to give one piece of advice for health care team members, in a community right now listening to this podcast who are just coming away from hearing your story and saying, I got to go do this tomorrow, what would your one piece of guidance be, </p> <p> 00:12:29:13 - 00:12:31:27<br> Chris DeRienzo, M.D.<br> as they're preparing to take their first step? </p> <p> 00:12:31:29 - 00:12:42:29<br> Bradi Granger, Ph.D.<br> Our guidance would be communicate with your primary health care provider and let them know you're interested in joining our team as a patient expert in the hypertension management program. </p> <p> 00:12:43:01 - 00:12:51:07<br> Chris DeRienzo, M.D.<br> Outstanding. Anna, what if you were giving advice to a hospital who was hearing the story and they said, I want to be just like this project that they're doing at Duke? </p> <p> 00:12:51:07 - 00:13:06:29<br> Anna Tharakan<br> I think it's just showing that it's possible to kind of get an intervention like this off the ground, and it really can can make a real big difference in patients lives. And so kind of putting a focus on community health workers and kind of connecting back that primary care doctor as Dr. Granger said is a really important component. </p> <p> 00:13:07:01 - 00:13:25:09<br> Chris DeRienzo, M.D.<br> You all have done tremendous work. Obviously connecting all the way back to the community health needs assessment. What it lifts it up, how you connect that to a project building in the the approach that brings community health workers into the fold and then obviously bringing patients and family members into the fold with you. We could not wish you more luck in the work that you're doing. </p> <p> 00:13:25:09 - 00:13:33:22<br> Chris DeRienzo, M.D.<br> And again, couldn't think of a better story to tell this week during CHI week in 2025. Any closing thoughts before we say goodbye? </p> <p> 00:13:33:25 - 00:13:41:14<br> Bradi Granger, Ph.D.<br> I think thanks for your support and for the dissemination of efforts like this and the impact it has on our community. Thank you. </p> <p> 00:13:41:16 - 00:13:45:04<br> Chris DeRienzo, M.D.<br> I couldn't say it better myself. Thank you both so much. </p> <p> 00:13:45:07 - 00:13:53:17<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> Wed, 04 Jun 2025 08:21:55 -0500 Community Benefit /role-hospitals-avera-health-south-dakota-clinics-and-hospitals-offer-pantries-help-feed-community <div class="container"><div class="row"><div class="col-md-9"><div class="row"><div class="col-md-6"><p><img src="/sites/default/files/2025-05/ths-Avera-Health-Food-Pantry-700x532.jpg" data-entity-uuid data-entity-type="file" alt="Avera Health team stands in front of food pantry shelves" width="700" height="532"></p></div><p>What do you do when people in your community are food insecure, but they don’t qualify for federal food assistance programs? Make food available to them in places they can easily access — like clinics and hospitals.</p><p>Avera Health is collaborating with Feeding South Dakota, Avera Research Institute and Avera’s Community Partnership in a pilot program to offer clinic-based food pantries, known as Wellness Pantries, to patients in Sioux Falls and Parkston, S.D.</p><p>“The need continues to be great, especially with rising prices,” said Lori Dykstra, CEO of Feeding SD. Feeding SD reports that 106,000 South Dakotans are food insecure, and 65% of those individuals do not qualify for federal food assistance programs. “One in nine children and one in 12 adults in our state don’t have access to the food they need to thrive. We want to continue to find ways to reach people facing hunger, and Wellness Pantries are an effective model to provide access when food can impact them the most.”</p><p>At the pantries, patients in need have access to shelf-stable produce, nonperishable items and dairy products. They can also get referrals to food pantry options in their community.</p><p>“Food insecurity is one of the top issues identified in our Community Health Needs Assessment every three years,” said Ronald Place, M.D., regional president and CEO of Avera McKennan Hospital & University Health Center.</p><p>“The strength of this program is that it provides emergency food assistance, right then and there, when the need is identified,” added Lacey McCormack, Ph.D., director of rural research at Avera Research Institute and project director for Healthy Start. “Avera’s collaboration in this project will help directly support patients by promoting health and improving food and nutrition security.”</p></div></div><div class="col-md-3"><div><h4>Resources on the Role of Hospitals</h4><ul><li><a href="/community-benefit">Benefiting Communities</a></li><li><a href="/roleofhospitals">All Case Studies</a></li></ul></div></div></div></div> Tue, 20 May 2025 09:00:00 -0500 Community Benefit /role-hospitals-sanford-medical-center-bismarck-virtual-reality-headsets-help-pediatric-patients-relax-explore <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/2025-05/ths-Sanford-Health-VR-Headsets-700x532.jpg" data-entity-uuid data-entity-type="file" alt="Sanford Medical Center Bismarck. Children sit in a Sanford playroom wearing VR headsets" width="700" height="532"></p></div><p>A donation of virtual reality headsets to for pediatric patients at Sanford Medical Center Bismarck has opened new pathways to pain management, anxiety reduction and mental stimulation. Children can experience scenarios ranging from calming nature scenes to interactive simulations of MRI scans.</p><p>Child Life specialists have been trained to use the VR headsets as part of Sanford’s Child Life program. The VR sessions are designed by health care professionals and can help distract children and reduce their stress during blood draws, accessing ports or other procedures.</p><p>“We are incredibly grateful for the generosity of K&L Homes and the Moldenhauer family and their commitment to improving the lives of our youngest patients,” said Sara Haugen, Sanford Health Foundation vice president. “This addition to our patient care will make a meaningful difference in their overall recovery process.”</p></div></div><div class="col-md-3"><div><h4>Resources on the Role of Hospitals</h4><ul><li><a href="/community-benefit">Benefiting Communities</a></li><li><a href="/roleofhospitals">All Case Studies</a></li></ul></div></div></div></div> Mon, 19 May 2025 14:29:50 -0500 Community Benefit /role-hospitals-intermountain-primary-childrens-hospital-opens-new-autism-clinic <div class="container"><div class="row"><div class="col-md-9"><div class="row"><div class="col-md-6"><p><img src="/sites/default/files/2025-05/ths-intermountain-childrens-autism-clinic-700x532.jpg" data-entity-uuid data-entity-type="file" alt="Intermountain Health. A young boy sits stacking blocks as a carer looks on" width="700" height="532"></p></div><p>Intermountain Primary Children’s Hospital has opened a new Applied Behavior Analysis Clinic in Riverton, Utah, that aims to address the growing need for autism services in the community. The clinic offers early intensive services such as behavioral assessments, individual therapy, and group therapy for children aged 2-6 years old and is part of the Primary Promise campaign to build a model health system for children, ensuring that families have access to essential autism care.</p><p>“We want children with autism and their families to know that we’re with you on this journey,” said Katy Welkie, chief executive officer of Intermountain Primary Children’s Hospital and vice president of Intermountain Children’s Health. “With expanded autism services, we can help children thrive.”</p><p>Made possible with a substantial donation from a Utah philanthropist and her family, the new clinic represents a significant step in closing the care gap for autism services in Utah and surrounding states, where there has historically been a shortage of programs and providers. Intermountain Primary Children’s Hospital is committed to supporting children with autism and their families, helping them connect to the necessary treatments and services.</p><p><a class="btn btn-primary" href="https://ebu.intermountainhealthcare.org/video/live/intermountain-pc-autism.aspx?j=2403902&sfmc_sub=265543256&l=238325_HTML&u=41337188&mid=515013760&jb=9003">LEARN MORE</a></p></div></div><div class="col-md-3"><div><h4>Resources on the Role of Hospitals</h4><ul><li><a href="/community-benefit">Benefiting Communities</a></li><li><a href="/roleofhospitals">All Case Studies</a></li></ul></div></div></div></div> Thu, 01 May 2025 14:56:36 -0500 Community Benefit /news/headline/2025-04-16-aha-responds-lown-institute-report-hospital-community-benefits <p>The AHA April 16 responded to the Lown Institute's <a href="https://lownhospitalsindex.org/report-making-hospital-tax-breaks-work-for-communities/">latest report</a> on hospital community benefits.</p><p>In a <a href="/press-releases/2025-04-16-aha-statement-lown-institute-fair-share-report">statement</a> shared with media, AHA President and CEO Rick Pollack said, “Every day, all of America’s hospitals and health systems demonstrate their commitment to patients and the pursuit of advancing health. Consistent with this mission, nonprofit hospitals take their accountability for the federal tax exemption they receive very seriously. The benefits these hospitals provide include a broad range of activities chosen based on community input about community need. And these activities are publicly reported every year. Yet some organizations continue to distort and diminish the value of these activities.</p><p>“The truth is reports like today’s from Lown that focus on nonprofit hospitals serve as distractions. These reports often rely on methodology that directly omits essential information, data and other factors that can seriously skew results, allowing them to apply an arbitrary ‘fair share’ threshold that is anything but ‘fair.’ This undermines genuine efforts to improve health care access for millions of patients. What is clear and consistent is this: Nonprofit hospitals deliver significant community benefits, far exceeding their tax exemptions.”</p><p>The AHA and Catholic Health Association of the United States recently released a <a href="/nonprofit-hospital-community-benefits-addressing-each-communitys-unique-needs">report</a> on the value of benefits nonprofit hospitals and health systems provide for their communities.</p> Wed, 16 Apr 2025 16:03:41 -0500 Community Benefit /press-releases/2025-04-16-aha-statement-lown-institute-fair-share-report <p class="text-align-center"><strong>Rick Pollack</strong><br><strong>President and CEO</strong><br><strong>���������� Association</strong></p><p class="text-align-center"><strong>April 16, 2025</strong></p><p>Every day, all of America’s hospitals and health systems demonstrate their commitment to patients and the pursuit of advancing health. Consistent with this mission, nonprofit hospitals take their accountability for the federal tax exemption they receive very seriously. The benefits these hospitals provide include a broad range of activities chosen based on community input about community need. And these activities are publicly reported every year. Yet some organizations continue to distort and diminish the value of these activities.</p><p>The truth is reports like today’s from Lown that focus on nonprofit hospitals serve as distractions. These reports often rely on methodology that directly omits essential information, data and other factors that can seriously skew results, allowing them to apply an arbitrary “fair share” threshold that is anything but “fair.” This undermines genuine efforts to improve health care access for millions of patients. What is clear and consistent is this: Nonprofit hospitals deliver significant community benefits, far exceeding their tax exemptions.</p><p class="text-align-center">###</p> Wed, 16 Apr 2025 12:09:08 -0500 Community Benefit