CHI Creighton Hospital in the final stages of shutting down; Opens New Emergency Department

From WOWT:

After 40 years serving Omaha, it’s the end of an era at CHI Creighton Hospital. In two days, one of Omaha’s oldest hospitals is shutting its doors forever.

Most of the patients have already been moved to CHI’s other hospitals around the metro. By Friday, the building will be empty as developers plan to turn this building into private housing.

CHI’s plan is to open a new emergency room just a few blocks away at 24th and Cuming. This new emergency room, though, is not a trauma center. Patients with traumatic injuries, like gunshot wounds, will be transported 9 miles away to CHI Creighton’s Bergan Hospital.

Recent construction has expanded the campus to make room for more patients, more staff, and a new helipad.

CHI Creighton University Hospital will close Friday at 7 a.m. At the same time, the new emergency room at 24th and Cuming will open, along with the trauma center and ER on the Bergan Campus at 75th and Mercy Road.

As for the Boystown National Research Hospital, right next door to the CHI Creighton Hospital, it is an entirely separate entity and will continue its services.

How EMS providers can manage chronic stress

From EMS1:

For first responders, stress occurs most often when responding to incidents and providing emergency medical care in some of the most dire circumstances. This type of short-term, moderate stress can actually be good for us as it encourages stem cell development that then grows into new brain cells, followed by improvement in learning and memory.

However, the problem occurs when stress becomes chronic, intense, or both, which can occur in the day-to-day activities of an EMS provider. Chronic and intense stress stunts stem-cell growth in our brains during the stress response, which can lead to limited new brain cell development.

Stress can also negatively impact EMS providers by causing an increased risk for cardiovascular disease, suppression of the immune system, reduction in fertility, higher-risk of miscarriage, and, most prominently, stress can lead to post-traumatic stress disorder (PTSD).

Over the past few years, there has been more awareness about PTSD and its effect on EMS providers. Thanks to awareness campaigns, educational outreach, and focused efforts to erode the stigma of asking for help, the EMS profession has made big strides in acknowledging mental health injuries.

However, EMS providers continue to face multiple sources of stress on a daily basis and more must be done to acknowledge and address these stressors in a healthy way.

Read more here.

What Patients And Physicians Really Want From Healthcare (Spoiler: It’s Nearly The Same)

From Forbes:

The “doctor-patient” relationship is tightly woven into the culture and history of medicine. But that special bond is under enormous pressure today. And to keep it from fraying, we need periodically to examine the fabric. Last month, the Council of Accountable Physician Practices (CAPP), representing 28 of the nation’s largest and best medical groups in the U.S., did just that.

Annually, CAPP sponsors a meeting in Washington D.C. where it invites patients, elected officials, healthcare leaders and policy experts. The day focuses on amplifying the voice of the patient and the physician. This year’s gathering, co-sponsored by the American Cancer Society, showed videos of courageous patients fighting and overcoming cancer and offered talks by members of Congress, the Administration and physicians on what is ailing the health of the nation and what can be done to address it.

To prepare for the event, CAPP sponsored focus groups across the country to compare the perceptions of patients with those of physicians about what is most valuable in healthcare delivery.

Focus group participants were asked to rank 22 healthcare delivery attributes, including coordinated care, evidence-based medicine, access, preventive services, value-based care and technology, and categorize each as either most important, of moderate value or of minimal value.

And guess what? At the top of their list were the doctor-patient relationship, evidence-based medical treatment and care coordination. Access and facilities were seen as offering moderate value, with the least importance assigned to technology and preventive services.

More Here.

How technology upgrades sparked a financial resurgence at two rural hospitals

From FierceHealthcare:

On his second day as CEO of Coteau des Prairies (CDP) Health Care System in Sisseton, South Dakota, Michael Coyle had to borrow $500,000 to make payroll. That was just the start of the hospital’s financial struggles.

CDP is a 25-bed critical access hospital located about 160 miles north of Sioux Falls on the edge of the Lake Traverse Indian Reservation. When Coyle arrived in December 2014, the hospital faced an array of financial issues, most of which were tied to delinquent payments from Indian Health Services. Several years earlier, the hospital saw a massive increase of ER visits after the reservation demolished its hospital and replaced it with a medical clinic.

Throw in an influx of Medicaid patients and lapsed training for billing and coders, and the hospital quickly found itself operating in the red by the time Coyle arrived.

“When you add all that together, we were struggling in the very beginning,” he told FierceHealthcare.

Nearly 800 miles south, Seiling Municipal Hospital in Oklahoma faced similar fiscal distress. When Jennifer Coons came on as CEO 14 months ago, the 18-bed hospital was down to one full-time provider—a 30-year veteran at the facility. The hospital was losing $50,000-$75,000 each month, according to Coons, and it was still using paper charts.

Now, both hospitals have undergone financial turnarounds thanks to an investment in new technology that has helped manage their patient population and provided access to previously untapped data sources that have revealed new opportunities for expansion.

“We’re not rich,” Coons said. “But we’ve made almost a million dollars more this fiscal year than we did the previous fiscal year.”

More here.