News & Updates

In cooperation with the American Ambulance Association, we and others have created a running compilation of local and national news stories relating to EMS delivery. Since January, 2021, over 1,900 news reports have been chronicled, with 49% highlighting the EMS staffing crisis, and 34% highlighting the funding crisis. Combined reports of staffing and/or funding account for 83% of the media reports! 96 reports cite EMS system closures/agencies departing communities, and 95% of the news articles reference staffing challenges, funding issues and response times.


Click below for an up to date list of these news stories, with links to the source documents.

Read Only - Media Log as of 4-8-24.xlsx

  • 26 Jun 2023 12:35 PM | Matt Zavadsky (Administrator)

    This is NOT just a rural EMS issue – EMS systems across the country are in the midst of a financial and staffing crisis, urban and rural. 

    In a rolling tally of local and national media reports since January 2021, of 1,053 local and national media report about EMS, 347 reports are about the funding crisis, and 623 are about the staffing crisis. EMS leaders know the 2 issues are linked.  This means 92% of media reports are about funding and staffing challenges for EMS systems.

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    What if the ambulance doesn't come? Rural America faces a broken emergency medical system

    Nada Hassanein

    USA TODAY

    June 26, 2023

    https://www.usatoday.com/story/news/health/2023/06/26/no-ambulances-closing-hospitals-the-crisis-facing-rural-america/70342027007/

    Melissa Peddie, EMS director and paramedic, drives the single ambulance that serves Liberty County in rural north Florida.

    During any shift, there are just two full-time paramedics driving the lone truck around the 1,176-square-mile sparsely populated county.

    Just a couple of weeks ago, Peddie and her husband, the local fire chief, drove their own car to stabilize an older man who fell and was unable to get up – the ambulance was on another call. The couple waited with the patient and his family until an ambulance from a county 30 minutes away could come to take him an hour east to Tallahassee, the state capital and home to the nearest trauma center hospital.

    “We've done that quite often,” she said. “Jump in my car and go to the scene and stabilize, maintain until a crew or somebody can get there.”

    Often, she must call two or three neighboring counties to find an ambulance for mutual aid.

    Nearly 4.5 million people across the U.S. live in an "ambulance desert" – 25 minutes or more from an ambulance station – and more than half of those are residents of rural counties, according to a new national study by the Maine Rural Health Research Center and the Rural Health Research Centers.

    As rural hospitals shutter across the nation, dwindling emergency medical services also must travel far to the nearest hospital or trauma center. Experts and those in the field say EMS needs a more systematic funding model to support rural and poorer urban communities.

    “This is a really extreme problem, and we need to figure out solutions. People think that when you call 911, that someone's coming in,” said lead author Yvonne Jonk, deputy director of the Maine Rural Health Research Center. “Most people don't realize that their communities don't actually have adequate coverage.”

    'In crisis mode'

    About 15% of the U.S. population lives in rural areas like Peddie’s Liberty County, where poverty and mortality rates are higher than in urban areas.

    Four of 5 counties across the nation have at least one ambulance desert, according to Jonk’s analysis of 41 states and data from 2021 and 2022.

    Some regions are more underserved than others: States in the South and the West have the most rural residents living in ambulance deserts.

    Eight states − Nevada, Wyoming, Montana, Utah, New Mexico, Idaho, South Dakota and North Dakota − have fewer than three ambulances covering every 1,000 square miles of land area.

    In North Dakota, more than 31,000 people, about 4% of the total state population, live in ambulance deserts, according to the analysis.

    PJ Ringdahl, regional adviser for the North Dakota EMS Association and paramedic, advocates for EMS stations across the state and holds listening sessions with other paramedic and emergency medical technicians.

    “We're all in crisis mode. We're all short-staffed. And we really have to try to figure out an appropriate model to be able to deliver health care to those communities,” Ringdahl said.

    Throughout the West, many of those communities are underserved American Indian reservations.

    In 2015, a Colorado-based emergency medicine physician and his wife used their retirement money to fund two ambulance stations in a North Dakota ambulance desert, the Fort Berthold Indian Reservation, where trucks would have to rush to emergencies from at least a half-hour away.

    Meanwhile, the Fort McDermitt Paiute-Shoshone Tribe awaits help. The reservation stretches along the Nevada-Oregon border near Idaho and has no ambulance or hospital. Nevada has just 55 ambulance stations across the state, according to the analysis, and about 33% of the ambulance desert population is in rural areas.

    Tribal chairwoman Maxine Redstar said the community used to have an ambulance service, but it couldn’t afford to keep it going.

    “When you call an ambulance, it comes from Winnemucca," she said, "which is an hour away."

    Weather, wildlife and long, dark winding gravel roads make getting to the scene difficult.

    That's the case on the Duckwater Shoshone Tribe Reservation in the central Nevada desert valley, which doesn't have an ambulance, and the nearest one is an hour away. Tribal members take matters into their own hands. Janey Blackeye Bryan, 60, started first aid training as a teenager and became certified in community emergency response, then volunteered as an advanced EMT for years. Her daughter and son-in-law are volunteer EMTs, and her husband is a volunteer firefighter.

    "We've got medical issues here. You got to move somebody, you got to get them someplace really quick," Bryan said. But

    "we're located about 75 miles away from an emergency room. ... There is no golden hour."

    Inconsistent funding models jeopardize lifesaving services

    Few states designate EMS as essential services. In the U.S., EMS are mainly funded by local governments, and not all states allocate supplemental funds toward the services. In communities like Peddie’s, for example, the county’s general revenue budget must pay the bill, because supplemental state funding falls short. In addition, an EMS agency typically doesn’t receive reimbursements by insurance companies unless a patient is taken to an emergency room.

    “There's no systematic way to go about funding,” Jonk said. “It varies state to state as to how much funding they have at their disposal to throw at ambulance services.”

    Amid patchwork funding, communities rely on varied revenue sources to fund ambulance services, said Lindsey Narloch, project manager at Rural EMS Counts, a North Dakota EMS improvement project. That often doesn’t cover expensive equipment, medication and staff salaries. Counties end up having to pay most of the cost.

    “It's kind of a hodgepodge of a little reimbursements, some tax funds, some grants, volunteer labor,” she said.

    Poorer communities end up taking the brunt. High-income areas with larger proportions of white patients had shorter response times compared to poorer areas, according to one study of cardiac arrest emergencies and ambulance response.

    Unpaid volunteers often fill gaps. But that workforce is under threat as volunteers age and recruitment for new volunteers becomes more difficult.

    Recently, Gary Wingrove, president of The Paramedic Foundation, a Minnesota-based nonprofit, gave a presentation to policymakers and shared the story of a Wyoming-based volunteer EMT who drives to a community 300 miles away to fill in as a paramedic for one week a month.

    “One major problem we have is the payment system does not support full-time ambulance personnel,” Wingrove told USA TODAY. Funding needs to be sustainable and prevent volunteers from "having to drive 300 miles to do a full-time job and instead get paid" to serve their local communities.

    Critical access hospitals, which are medical centers in rural, underserved communities often with a high number of uninsured residents, are paid more than other hospitals if their care delivery cost is higher than the standard Medicare payment, he said.

    Amid rural hospital closures and reliance on volunteerism, “we need something similar for rural ambulance services,” he said. “We have to take a hard look at our financing of rural ambulance services. And to me, it just makes a lot of sense if we create a system like the critical access hospitals have for the rural ambulance services."

    ‘Forgotten about’

    EMS professionals are first responders but also health care providers, Ringdahl said, adding she wishes to see the service more supported within the U.S. health care delivery system.

    “The EMS profession needs a home,” she said. “EMS kind of sits on two sides. … So, when you don't have a home, sometimes you just get left behind. On a federal level, I'd like to see some initiative to maybe get us a little bit more rooted into that health care system.”

    On top of delivering critical health services, in rural areas EMS workers often must navigate rough terrain.

    “For a long time, we've done this on the backs of volunteers,” Narloch said. “There has to be a recognition that this is something that has to be paid for, and you have to pay people well to do. It's a big job.”

    Working a call recently, Peddie was in an accident that totaled her ambulance. The county now uses an older backup truck that Peddie fears will break down. A new vehicle would set the county back up to $300,000, she estimated. Manufacturers estimate a single vehicle can cost anywhere from $120,000 to $325,000.

    “We’re already in a major deficit,” she said. “You hope that your equipment stays intact and works.”

    Peddie said her profession is overlooked as a critical service.

    “We're forgotten about,” she said. “The moment someone needs us, they think about us. But after that, it's just a fading thought.”

    Reach Nada Hassanein at nhassanein@usatoday.com or on Twitter @nhassanein.


  • 18 May 2023 7:33 AM | Matt Zavadsky (Administrator)

    Reading this article and report, it reminded me of a question consumer advocates often raise when discussing the need for insurers to pay reasonable reimbursements for ambulance service (as it was during the recent 2-day HHS GAPBAC meeting) – if insurers have to pay ambulance services more, will they raise premiums?

    Yes, the pandemic reduced medical loss ratios for insurers, an increased the rebates, but looking at the historic charts, insurers have been issuing rebates for nearly a decade, meaning they are paying less than 80% of their premium $ on direct healthcare services.

    This, combined with the finding that ambulance service is approximately 0.3% of the healthcare spend, means that increasing ambulance reimbursement to a reasonable, usual, and customary fee, will likely NOT be a driving factor in premium increases.

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    Insurers to give back more than $1B in rebates

    Tina Reed

    May 18, 2023

    https://www.axios.com/newsletters/axios-vitals-5a8f51bd-4681-4fd1-88a3-6f1d816f3e63.html

    Insurers will have to rebate about $1.1 billion to enrollees this year for not spending enough of their premium revenues on medical claims under the Affordable Care Act, a KFF analysis shows, Axios' Arielle Dreher writes.

    Why it matters: Since rebates are based on a three-year average of insurers' experience, the givebacks reflects the pandemic experience, when patients canceled elective procedures and generally used less care.

    • The ACA requires insurers in specified markets to spend at least 80% of premium income on health care claims and quality improvement, leaving the remainder for administration and overhead. Carriers that don't hit the threshold have to pay back the difference.

    In 2022, the average rebate in the individual market per person was $205, per KFF, while the average rebate for the small- and large-group markets was $169 and $110, respectively.

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    2023 Medical Loss Ratio Rebates

    Jared Ortaliza, Krutika Amin

    May 17, 2023

    https://www.kff.org/private-insurance/issue-brief/medical-loss-ratio-rebates/

    The Medical Loss Ratio (MLR) provision of the Affordable Care Act (ACA) limits the amount of premium income that insurers can keep for administration, marketing, and profits. Insurers that fail to meet the applicable MLR threshold are required to pay back excess profits or margins in the form of rebates to their enrollees.

    In the individual and small group markets, insurers must spend at least 80% of their premium income on health care claims and quality improvement efforts, leaving the remaining 20% for administration, marketing expenses, and profit. The MLR threshold is higher for large group insurers, which must spend at least 85% of their premium income on health care claims and quality improvement efforts. MLR rebates are based on a 3-year average, meaning that rebates issued in 2023 will be calculated using insurers’ financial data in 2020, 2021, and 2022 and will go to people and businesses who bought health coverage in 2022.

    We find that insurers estimate they will issue a total of about $1.1 billion in MLR rebates across all commercial markets in 2023, using preliminary data reported by insurers to state regulators and compiled by Mark Farrah Associates. Final rebate data will be available later this year. Some insurers have not yet filed their 2023 rebate estimates.

    Estimated total rebates across all commercial markets in 2023 ($1.1 billion) are similar to total rebates issued in 2022 ($1.0 billion). In 2022, rebates were issued to 2.4 million people with individual coverage and 3.8 million people with employer coverage, though rebates may be shared between employers and employees. In the individual market, the 2022 average rebate per person was $205, while the average rebates per person for the small group market and the large group market were $169 and $110, respectively (though enrollees could receive only a portion of this as rebates may be shared between the employer and employee or be used to offset premiums for the following year).

    The estimated $1.1 billion in rebates to be issued later this year will be larger than those issued in most prior years, but fall far short of recent record-high rebate totals of $2.5 billion issued in 2020 and $2.0 billion issued in 2021, which coincided with the onset of the pandemic.

    In 2022, the average individual market simple loss ratio (meaning that there’s no adjustment for quality improvement expenses or taxes and therefore, don’t align perfectly with ACA MLR thresholds) was 86%, meaning these insurers spent an average of 86% of their premium income in the form of health claims in 2022. However, rebates issued in 2023 are based on a 3-year average of insurers’ experience in 2020-2022. Some insurers experiencing relatively high loss ratios in 2022 nonetheless expect to owe rebates this year because those rebates also reflect their more profitable experience in the 2020 plan year.

    The effects of the pandemic continue to be felt, as rebates this year include experience from 2020 and 2021. In 2020, there were several factors driving health spending and utilization down. Hospitals and providers cancelled elective care early in the pandemic and during spikes in COVID-19 cases in order to free up hospital capacity, preserve supplies, and mitigate the spread of the virus. Many consumers also chose to forego routine care in 2020 due to social distancing requirements or similar concerns. As insurers had already set their 2020 premiums ahead of the pandemic, many turned out to be over-priced relative to the amount of care their enrollees were using. Some insurers offered premium holidays and many temporarily waived certain out-of-pocket costs, which had a downward effect on their rebates.

    In the small and large group markets, 2022 average simple loss ratios were 83% and 88%, respectively. Only fully-insured group plans are subject to the ACA MLR rule; about two thirds of covered workers are in self-funded plans, to which the MLR threshold does not apply.

    Rebate Payment Logistics

    The 2023 rebate amounts in this analysis are still preliminary. Rebates or rebate notices are mailed out by the end of September and the federal government will post a summary of the total amount owed by each issuer in each state later in the year.

    Insurers in the individual market may either issue rebates in the form of a check or premium credit. For people with employer coverage, the rebate may be shared between the employer and the employee depending on the way in which the employer and employee share premium costs.

    If the amount of the rebate is exceptionally small (less than $5 for individual rebates and less than $20 for group rebates), insurers are not required to process the rebate, as it may not warrant the administrative burden required to do so.

    What to Expect in Coming Years?

    Another year of higher loss ratios in the individual market may foretell further premium increases in 2024, as some insurers will aim for lower loss ratios to regain higher margins. In recent years, insurers in all markets had experienced a great deal of uncertainty in setting premiums during the pandemic. Looking ahead to 2024, some of that uncertainty may continue, specifically relating to pent-up demand or the health effects of missed and delayed care. Additional uncertainty in premium setting may come from the Medicaid continuous coverage unwinding, as millions of people are expected to lose Medicaid coverage in the coming months and may transition to other sources of insurance. Increases in provider wages and other costs due to inflation could lead to higher premiums. In the 2023 rate filings, Marketplace insurer actuaries cited increase in prices and utilization as drivers of the premium increases.

    Methods

    We analyzed insurer-reported financial data from Health Coverage Portal TM, a market database maintained by Mark Farrah Associates, which includes information from the National Association of Insurance Commissioners. The Supplemental Health Care Exhibit dataset analyzed in this report does not include data from California HMOs regulated by California’s Department of Managed Health Care. All individual market figures in this data note are for major medical insurance plans sold both on and off exchange. Simple loss ratios are calculated as the ratio of the sum of total incurred claims to the sum of health premiums earned.

    Rebates for 2023 are based on preliminary estimates from insurers. Total rebates issued in 2022 differed by about 1% from estimated rebates. In some years, final rebates are higher than expected and in other years, final rebates are lower.


  • 15 May 2023 7:16 AM | Matt Zavadsky (Administrator)

    Another example of the impact of struggling EMS systems across our country…

    Tip of the hat to Dr. Jim Augustine for finding this news story!

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    Report Finds New Hampshire EMS System in ‘State of Emergency'

    Of the 150 EMS leaders surveyed in the report, 98% of them said the system is in urgent need of attention. More than 90% said the health and safety of residents is being impacted as a result

    By Abbey Niezgoda

    May 11, 2023

    https://www.nbcboston.com/news/local/report-finds-new-hampshire-ems-system-in-state-of-emergency/3043446/

    A new report says the EMS system in New Hampshire is in a state of emergency. From first responders leaving the field to ambulance companies shutting down, health officials said the situation is dire due to a number of factors including recruitment and reimbursement. 

    The report that was released this week by the New Hampshire Ambulance Association paints the picture. Of the 150 EMS leaders surveyed in the report, 98% of them said the system is in urgent need of attention. More than 90% said the health and safety of residents is being impacted as a result.

    “If we don’t address this, I truly believe folks in New Hampshire are going to die as a result of this crisis,” Justin Van Etten, the executive director of the New Hampshire Ambulance Association said.

    Van Etten said one of the biggest challenges is staffing. Right now Stewart’s Ambulance Service in New Hampshire has roughly 50 openings, but officials said the salaries make it hard to recruit.

    “A basic EMT is making on average $15 an hour to save your life,” Van Etten said.

    In order to raise salaries, ambulance companies are calling for Medicaid, Medicare and private insurance companies to increase what they reimburse for the services.

    State Sen. Sue Prentis (D-Lebanon) who has been a paramedic for nearly three decades is pushing a bill that would do just that.

    “My biggest fear is if somebody calls 911 right now, there won’t be anybody there to answer,” Prentis said.

    Health officials said right now 911 calls are not being impacted nearly as much as calls for patients who need to be transported from one hospital to another for care. In rural New Hampshire, they get these calls a lot.

    “People used to wait a few hours for ambulances to come get them at a facility. Now sometimes they are waiting days,” Van Etten said.

    Van Etten said this results in patients taking up beds in emergency departments for longer periods of time, which can make the wait time longer for everyone else waiting to be seen.

    Adding to the list of challenges, three private ambulance companies in New Hampshire have closed since January. It leaves other companies left to pick up the slack.

    “We try as best we can to provide coverage to them, but sometimes it’s just not possible,” Chris Stawasz of American Medical Response said.

    Stawasz said a new class of EMTs that just graduated thanks to the state’s “Earn While You Learn” program helps, but with more than two dozen open positions, it is not nearly enough.

    “By no means will this fill the entire void that we have, but it’s a great start,” Stawasz said.  


  • 11 May 2023 11:46 AM | Matt Zavadsky (Administrator)

    Great explanation of the root cause for the current state of ER issues, and recommendation for a fix…

    We also need to empower paramedics to care for patients in their homes under the direction of an emergency physician and not transport everyone to the hospital. This would become commonplace if insurance companies were willing to pay emergency medical services the same amount to care for a patient in their home as they do when the patient is transported to the hospital. It would also result in significant cost savings by reducing emergency department visits while taking pressure off already overwhelmed emergency departments across the state.

    Imagine that…

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    Emergency rooms across the state are overwhelmed — there’s a proven fix

    What worked in a pre-COVID world does not work in the present day. However, what worked during the first surge of COVID could help.

    By Eric Dickson

    May 10, 2023

    https://www.bostonglobe.com/2023/05/10/opinion/emergency-rooms-across-state-are-overwhelmed-theres-proven-fix/

    Three years ago, emergency departments across Massachusetts were inundated with patients infected with COVID-19. In my 30-plus years of working in emergency medicine, I had never seen anything like it. No one had. We cared for patients in tents outside the emergency department. We set up hospitals in convention centers and we all worked together to care for our communities when they needed us most.

    What is hard to fathom is that some of the state’s emergency departments are in worse shape today than at the peak of the March/April 2020 COVID-19 surge, despite low rates of influenza and COVID-19. This is especially true at tertiary referral centers (facilities that provide highly specialized care for the sickest patients — also known as trauma centers) like Massachusetts General Hospital, Baystate Medical Center, and UMass Memorial Medical Center.

    In the trauma center I oversee, UMass Memorial Medical Center, it is not uncommon to have 80 patients boarding in the emergency department waiting for an inpatient bed. This limits our ability to see new patients and accept transfers from smaller community hospitals that have fewer capabilities. For patients with time sensitive, life-threatening illnesses, the inability to get to a tertiary referral center can be the difference between life and death.

    There is no easy solution to the state’s tertiary emergency department crisis, but we can mitigate its impact by coordinating the use of the state’s post-acute care beds.

    The root cause of the problem in emergency departments is not an increase in demand for emergency care. In general, our emergency department visits are at pre-COVID levels. What has changed is our ability to get patients out of hospitals’ inpatient units and into post-acute care beds, which include skilled nursing facilities, rehabilitation centers, and nursing homes. On average, patients are staying an extra day and a half in our trauma center because of workforce shortages in post-acute care settings. When patients can’t be discharged, new admissions back up in emergency departments, creating the crisis we have today.

    Unlike the state’s tertiary referral centers that are running at 115 percent to 120 percent capacity, many of the state’s smaller, less comprehensive hospitals have empty beds. The problem is that they get equal access to post-acute care beds, which sets up the horrible situation that we have today, where community hospitals with empty beds desperately trying to transfer critically ill and injured patients to tertiary centers are turned away because the trauma centers are completely full. This wouldn’t happen if we coordinated the use of the state’s post-acute care beds to ensure we always have capacity at regional trauma centers for transfers.

    How can we solve this problem now?

    What worked in a pre-COVID world does not work in the present day. However, what worked during the first surge of COVID could help. In the early days of the pandemic, the Office of Health and Human Services, in partnership with the Massachusetts Health and Hospital Association, monitored inpatient capacity at every hospital in the state. Because of this data, we knew exactly how many inpatient beds were available and where so that COVID patients could be appropriately cared for in facilities that had capacity.

    If we were to deploy a similar model of monitoring for post-acute care availability, OHHS could prioritize discharges from tertiary referral centers that are beyond their capacity to post-acute care facilities that have capacity.

    Daily monitoring of capacity needs isn’t simple and will take resources at the state level, but it’s imperative to help solve our capacity crisis.

    We also need to empower paramedics to care for patients in their homes under the direction of an emergency physician and not transport everyone to the hospital. This would become commonplace if insurance companies were willing to pay emergency medical services the same amount to care for a patient in their home as they do when the patient is transported to the hospital. It would also result in significant cost savings by reducing emergency department visits while taking pressure off already overwhelmed emergency departments across the state.

    Now is the time to take action to support our health care system once again — just like we did in the early days of the COVID-19 pandemic. We need to rally one more time and implement a care coordination system that helps create capacity at the state’s tertiary referral centers. The stakes are high; failure to do so will unnecessarily jeopardize patient safety in Massachusetts.

    Dr. Eric Dickson is an emergency physician and president and CEO of UMass Memorial Health in Worcester and chair of the board of directors for America’s Essential Hospitals.


  • 19 Apr 2023 9:51 AM | Matt Zavadsky (Administrator)

    Since October 2021, low-acuity 911 EMS calls in Charlotte have a 60-minute response time goal, typically without a medical first response, under MEDIC’s Sierra protocol.

    Here’s a link to a December 13, 2022 video of the briefing that MEDIC’s Executive Director, Medical Director, the Chief of the Charlotte Fire Department, and the physician Chair of the MEDIC Board provided to the Mecklenburg County Board of Commissioners, all supporting the expansion of the Sierra protocol to a 90-minute response time goal to enhance further medical first response for critical patients, and drastically improve response safety. 

    13 months of Sierra protocol data provided to the County Board you’ll see in the video includes:

    • 12,901 low-acuity 911 calls fell in the 60-minute response goal.
    • 65% of the patients were transported to the hospital.
    • < 1% were transported with lights and siren.
    • 0% negative impact on patient outcomes.

    The expansion of the Sierra protocol from a 60-minute response time to 90-minutes will reduce MEDIC’s lights and siren response from 76% of 911 calls to 19% and reduce medical first response lights and siren use from 99% of calls to 49% of calls.

    In a conversation with MEDIC’s Executive Director last week, he shared that to date, over 20,000 911 calls have fallen into the current 60-minute response goal under the Sierra protocol, and they have only received 3 complaints about the response time.

    Many EMS systems are doing similar re-design, based on actual agency patient care and dispatch data, as a way to deliver a maximum response to the highest acuity calls to try and improve patient outcomes, and improve overall response safety.

    One example is the Colorado Springs Fire Department, who implemented a tiered response program that sends ‘community medicine’ units only to low acuity 911 calls.  CSFD’s program is receiving a national innovation award from the Congressional Fire Services Institute (CFSI) on May 23rd in Washington, DC.

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    Some 911 calls could soon get a slower response from MEDIC crews in Charlotte

    By Danielle Chemtob

    April 13, 2023

    https://charlotte.axios.com/326121/medic-is-changing-how-it-responds-to-911-calls/

    Starting Monday, if you dial 911, in many cases it might take emergency personnel longer to respond to your call than it has in the past.

    What’s happening: MEDIC is a not-for-profit agency funded in part by the county that provides emergency medical services in the area. The agency says it will start responding slower to calls that are not life-threatening as a way to preserve resources for the sickest patients.

    Driving the news: More than three-quarters of calls are dispatched with a rapid response time and lights and sirens, but only 5% are determined to be life-threatening when emergency workers arrive, per the agency’s data.

    “Our response to our calls versus our outcomes are misaligned,” John Peterson, MEDIC’s executive director, tells Axios. “And what we need to do is we need to better use our resources so that we can protect our sickest patients.”

    Why it matters: The COVID-19 pandemic put a strain on emergency medical services in Mecklenburg County and elsewhere, and agencies are still understaffed. But Charlotte’s population is growing, leading to more 911 calls and a greater need for service.

    Yes, but: Some firefighters have criticized the policy, saying it could put a greater burden on fire and police departments.

    Tom Brewer, president of the Charlotte Fire Fighters Association, says firefighters are already waiting longer — anywhere from 45 minutes to an hour — for EMS to arrive after responding to calls. That takes away fire resources from other calls and increases burnout among firefighters, he says.

    Brewer says he’s aware of numerous instances where patients got in the back of police cars or firefighters went with people to the hospital because they were tired of waiting for an ambulance.

    “It’s the worst day of your life: if you’re calling 911, you want someone to get there, you expect service,” he says.

    The big picture: Just under half of 450 EMS agencies in the U.S. [responding to a national survey] have lengthened response times since 2019, according to a survey from the National Association of Emergency Medical Technicians (NAEMT). The association supports MEDIC’s changes.

    The study found that costs for EMS rose, including for supplies and wages.

    What they’re saying: Peterson says personnel is not the reason for the policy change, but it does help them be more flexible to respond to calls in the face of issues like staffing shortages.

    MEDIC, Peterson says, has 60 vacancies for frontline-facing employees, the lowest number the agency has had in over a year.

    Last year, the county funded a program with CPCC that covers the costs of a student’s tuition, books and fees, plus pays a $17 per hour stipend, for an EMS training program. The students agree to work for MEDIC for a minimum of one year after graduation.

    MEDIC’s new policy also involves using lights and sirens less frequently due to the risk of accidents.

    Responding with lights and sirens increases the chance of a crash by 50%, per NAEMT data.

    “The ambulance that never gets to the scene can’t help you,” Matt Zavadsky, an at-large director for the association, tells Axios.

    The other side: Cornelius Fire chief Guerry Barbee said at a Town Board meeting that he was worried that not using lights and sirens would significantly lengthen response times, especially during rush hour or in accessing remote areas, Cornelius Today reports.

    In February, the Davidson Board of Commissioners adopted a resolution that it sent to MEDIC expressing concern about the policy and requesting adjustments.

    Lights and sirens only save an average of two or three minutes in travel time, according to Peterson, which he says doesn’t have an impact on the vast majority of patients.

    Peterson says most of the calls that will have slower response times won’t require a response from the fire department. If police or firefighters arrive on the scene of an emergency, MEDIC will respond right away.

    How it works: When you call 911, you can ask for police, fire, or MEDIC to help. The [MEDIC] call taker has medical training and uses a worldwide standard protocol to determine whether a situation is life-threatening, per Peterson.

    Mayor Pro Tem Braxton Winston, who is also wary of the changes, wonders whether there’s a better way to respond to the greater need for emergency services as the city expands. He noted that some cities have a combined fire and EMS agency.

    “There’s no doubt that emergency service resources are stressed,” Winston says. “That’s why you know, I question … do we have … the right MEDIC and ambulatory first response model?”


  • 19 Apr 2023 9:51 AM | Matt Zavadsky (Administrator)

    MEDIC’s plan to change response time to 911 calls based on urgency takes effect

    By WSOCTV.com News Staff

    April 17, 2023 at 5:46 pm EDT

    https://www.wsoctv.com/news/local/medics-plan-change-response-time-911-calls-based-urgency-takes-effect-monday/WVY5GLOB6RCIRADHGUUTKRRLUY/

    CHARLOTTE — A new Mecklenburg County paramedic response configuration is taking effect on Monday that may have some people waiting longer for an ambulance.

    For serious 911 calls, such as cardiac arrests or patients who are unconscious and not breathing, an ambulance should still arrive within 10 minutes and 59 seconds.

    MEDIC will respond with lights and sirens to serious calls, but will not use them for non-emergency calls that have minor injuries from a car accident or a general illness. Depending on the type of call, it could take up to 15, 30, 60 or even 90 minutes for an ambulance to come.

    “There is a dispatch script, and once the dispatcher gets to the final determination of how that call is going to be dispatched, they will notify the person if they are a low-acuity response, and may receive a response in under 60 minutes,” Peterson said.

    The new plan will also impact all fire departments in Mecklenburg. Firefighters will be going to fewer medical calls and will also be responding to non-emergency calls without lights and sirens.

    Some fire chiefs expressed concerns about not having enough information on the medical calls they still respond to.

    Peterson says new tablets were installed in each fire truck so firefighters have access to notes from a 911 caller.

    “What that will help them with is on the particular 15-minute calls that are now non-emergencies,” Peterson said. “If they see something in the notes or if our medic sees something in the notes and that causes them concern, they think there is a clinical reason that they should upgrade that to lights and sirens. they have the ability to do that on the truck.”

    MEDIC said the changes are not in response to its staffing challenge, but believes the new plan will help make the 911 system more efficient. The plan will also impact all fire departments in Mecklenburg.

    Mecklenburg is the first county in the state to make major changes like this to the 911 system. Fort Worth, Texas and Colorado Spring, Colorado


  • 12 Apr 2023 9:25 AM | Matt Zavadsky (Administrator)

    We’ve often said, if someone is going to get paid to improve your community’s health and reduce your EMS response volume, it should be YOU.

    MedArrive is using EMS personnel for their VC funded MIH program.

    BCBS investing in this model speaks volumes about their interest in the MIH model.

    The one thing MedArrive cannot do, that local EMS-based MIH programs can do, and bring more value, is ID enrolled patients when they call 9-1-1 and potentially avoid a preventable ED visit.

    BCBS’ $8 million investment in this model should get the attention of those of you who are on the fence about whether these models are perceived as valuable by payers.  We just need to figure out how to a) get to the right people at they payers, and b) figure out how to expand EMS-based MIH service areas beyond mono-jurisdictional boundaries, which often to not align with the payer’s medical trade area.

    ------------------------

    Irving Mobile Healthcare Firm MedArrive Gets $8M in Funding To Help Reduce ER Visits, Hospitalizations

    The investment from Cobalt Ventures follows MedArrive's $25 million series A round in November 2021 and brings its total funding to $40.5 million to date.

    BY LANCE MURRAY

    APR 11, 2023

    https://dallasinnovates.com/irving-mobile-healthcare-firm-medarrive-gets-8m-in-funding-to-help-reduce-er-visits-hospitalizations/

    MedArrive, an Irving-based mobile-integrated care management platform company, has received $8 million in new funding led by Cobalt Ventures, a wholly owned subsidiary of Blue Cross and Blue Shield of Kansas City (Blue KC).

    The investment follows MedArrive’s $25 million series A round in November 2021 and brings its total funding to $40.5 million to date, the company said.

    “Everyone in America has a right to inclusive, high-quality care, yet too many are left out and have no one on their side who can connect them to the system,” MedArrive Co-Founder and CEO Dan Trigub said in a statement. “That’s what the MedArrive platform and our field providers offer—a trusted and compassionate bridge into the homes of the people who need care the most and at the right time.”

    “The work we’re doing with dedicated healthcare organizations, who are committed to health equity, is what drives our team every day,” Trigub added.

    MedArrive said it supports both adult and pediatric populations by providing a white-labeled care management solution that offers care in the home—often for the hardest-to-reach, disengaged, and most-vulnerable populations.

    Serving patients at home with paramedics, EMTs, and other healthcare professionals

    The platform connects providers and payers with MedArrive’s field provider network of highly trained and skilled paramedics, EMTs, and other healthcare professionals, the company said.

    Field providers visit the homes of patients or members on behalf of their provider or health plan, providing a mix of in-home healthcare services, diagnostics, health assessments, post-acute care, and other preventive health measures while addressing social care needs such as transportation, mobility, or nutrition assistance.

    When higher-acuity care is needed, the company says its field providers will connect people with physician-led telehealth services.

    The MedArrive platform includes integrations with a growing ecosystem of specialized partners that allow field providers to bring more care services into the home, such as virtual behavioral health, retinal screening, and maternity care.

    ‘A unique platform and agile workforce’

    “MedArrive has quickly become a leader in delivering healthcare at home solutions with a unique platform and agile workforce that helps lower cost of care for health plans while building trust, improving access to care, and driving better outcomes for their members,” David Eichler, managing partner of Cobalt Ventures, said in a statement.

    MedArrive has built a substantial list of customers—especially with managed Medicaid health plans—demonstrating a significant ability to improve the health of very at-risk populations while also lowering costs.

    Reducing ER visits and hospitalizations

    In a collaboration with Molina Healthcare of Texas, MedArrive helped Molina’s members navigate the healthcare system, connected them with resources that improved their health and quality of life, and facilitated more care in an appropriate setting, MedArrive said.

    In the program’s first phase, MedArrive said it drove 74% member engagement and a 20% reduction in emergency room usage; created a 5% improvement in member retention; surfaced undocumented social determinants of health needs in 32% of visits; reduced hospitalizations by 50%; and garnered a 90+ NPS.

    MedArrive said it also led successful home-health programs with Bright Health, and several Centene plans including Superior HealthPlan (Texas), and HealthNet (California), among others.

    Its capital-efficient model has become attractive for payers, providers and investors alike who are all looking to leverage a growing home-health market, the company said.

    Focusing on at-risk populations

    McKinsey has predicted that roughly $265 billion worth of healthcare services could shift into the home by 2025, MedArrive noted. At the same time, payers and risk-based providers are looking for proven ways to reduce costs associated with at-risk populations, such as individuals on Medicaid.

    Research has shown that nearly 50% of Medicaid patients will visit emergency rooms at least once a year, which is about four times more than commercial patients.

    MedArrive has a national network of thousands of skilled EMS providers in its national network. Services span dozens of clinical use cases, including chronic condition management, transitional care, readmission prevention, urgent care, vaccinations, palliative care, and more.

    Cobalt Ventures is the strategic venture capital arm of Blue Cross and Blue Shield of Kansas City, the largest not-for-profit health insurer in Missouri and the only not-for-profit commercial health insurer in Kansas City. It invests in high-growth companies that align with Blue KC’s mission and can scale nationally across the payer industry.

    MedArrive recently launched a partnership with Ouma Health to offer in-home maternity care to women on Medicaid.


  • 4 Apr 2023 6:36 AM | Matt Zavadsky (Administrator)

    Perhaps something EMS agencies should keep in mind as telehealth partnerships.

    ----------------------

    States Step In as Telehealth and Clinic Patients Get Blindsided by Hospital Fees

    By Markian Hawryluk

    APRIL 3, 2023

    https://khn.org/news/article/states-step-in-as-telehealth-and-clinic-patients-get-blindsided-by-hospital-fees/

     

    When Brittany Tesso’s then-3-year-old son, Roman, needed an evaluation for speech therapy in 2021, his pediatrician referred him to Children’s Hospital Colorado in Aurora. With in-person visits on hold due to the covid-19 pandemic, the Tessos met with a panel of specialists via video chat.

    The specialists, some of whom appeared to be calling from their homes, observed Roman speaking, playing with toys, and eating chicken nuggets. They asked about his diet.

    Tesso thought the $676.86 bill she received for the one-hour session was pretty steep. When she got a second bill for $847.35, she assumed it was a mistake. Then she learned the second bill was for the costs of being seen in a hospital — the equipment, the medical records, and the support staff.

    “I didn’t come to your facility,” she argued when disputing the charges with a hospital billing representative. “They didn’t use any equipment.”

    This is the facility fee, the hospital employee told her, and every patient gets charged this.

    “Even for a telehealth consultation?” Tesso laughed in disbelief, which soon turned into anger.

    Millions of Americans are similarly blindsided by hospital bills for doctor appointments that didn’t require setting foot inside a hospital. Hospitals argue that facility fees are needed to pay for staff and overhead expenses, particularly when hospitals don’t employ their own physicians. But consumer advocates say there’s no reason hospitals should charge more than independent clinics for the same services.

    “If there is no change in patient care, then the fees seem artificial at best,” said Aditi Sen, a Johns Hopkins University health economist.

    At least eight states agree such charges are questionable. They have implemented limits on facility fees or are moving to clamp down on the charges. Among them are Connecticut, which already limits facility fees, and Colorado, where lawmakers are considering a similar measure. Together, the initiatives could signal a wave of restrictions similar to the movement that led to a federal law to ban surprise bills, which took effect last year.

    “Facility fees are simply another way that hospital CEOs are lining their pockets at the expense of patients,” said Rep. Emily Sirota, the Denver Democrat who sponsored the Colorado bill.

    Generally, patients at independent physician clinics receive a single bill that covers the physician’s fee as well as overhead costs. But when the clinic is owned by a hospital, the patient generally receives separate bills for the physician’s fee and the facility fee. In some cases, the hospital sends a single bill covering both fees. Medicare reduces the physician’s payment when a facility fee is charged. But private health plans and hospitals don’t disclose how physician and facility fees are set.

    Children’s Hospital Colorado officials declined to comment on the specifics of Tesso’s experience but said that facility fees cover other costs of running the hospital.

    “Those payments for outpatient care are how we pay our nurses, our child life specialists, or social workers,” Zach Zaslow, senior director of government affairs for Children’s Hospital said in a February call with reporters. “It’s how we buy and maintain our imaging equipment, our labs, our diagnostic tests, really all of the care that you expect when you come to a hospital for kids.”

    Research suggests that when hospitals acquire physician practices and hire those doctors, the physicians’ professional fees go up and, with the addition of facility fees, the total cost of care to the patient increases, as well. Other factors are in play, too. For instance, health plans pay the rates negotiated with the hospital, and hospitals have more market power than independent clinics to demand higher rates.

    Those economic forces have driven consolidation, as hospital systems gobble up physician clinics. According to the Physicians Advocacy Institute, 3 in 4 physicians are now employed by hospitals, health systems, or other corporate entities. And less competition usually leads to higher prices.

    One study found that prices for the services provided by physicians increase by an average of 14% after a hospital acquisition. Another found that billing for laboratory tests and imaging, such as MRIs or CT scans, rise sharply after a practice is acquired.

    Patients who get their labs drawn in a hospital outpatient department are charged up to three times what they would pay in an office, Sen said. “It’s very hard to argue that the hospital outpatient department is doing that differently with better outcomes,” she said.

    Hospital officials say they acquire physician practices to maintain care options for patients. “Many of those physician practices are not viable and they were having trouble making ends meet, which is why they wanted to be bought,” said Julie Lonborg, a senior vice president for the Colorado Hospital Association.

    Along with Colorado and Connecticut, other states that have implemented or are considering limits on facility fees are Indiana, Minnesota, New Hampshire, Ohio, Texas, and Washington. Those measures include collecting data on what facility fees hospitals charge, prohibiting add-on fees for telehealth, and requiring site-neutral payments for certain Medicaid services. A federal bill introduced in 2022 would require off-campus hospital outpatient departments to bill as physician providers, eliminating the possibility of charging facility fees.

    Connecticut has gone the furthest, banning facility fees for basic doctor visits off-campus, and for telehealth appointments through June 2024. But the law’s application still has limitations, and with rising health care costs, the amount of facility fees in Connecticut continues to increase.

    “It hasn’t changed much, partly because there’s so much money involved,” said Ted Doolittle, who heads the state’s Office of the Healthcare Advocate. “They can’t just painlessly take that needle out of their arm. They’re addicted to it.”

    The Colorado bill would prohibit facility fees for primary care visits, preventive care services that are exempted from cost sharing, and telehealth appointments. Hospitals would also be required to notify patients if a facility fee would apply. The ban would not apply to rural hospitals. The bill was scaled back from a much broader proposal after criticism from hospitals about its potential consequences.

    Rural hospital executives, like Kevin Stansbury, CEO of Lincoln Health, a small community hospital in the eastern Colorado town of Hugo, had been particularly worried about the impact of a fee ban. The state hospital association estimated his hospital would lose as much as $13 million a year if facility fees were banned. The 37-bed hospital’s netted $22 million in patient revenue last year, resulting in a loss. It stays open only through local taxes, Stansbury said.

    “This will still harm access to care — and especially essential primary and preventive care that is helping Coloradans stay healthier and out of the hospital,” Lonborg said of the revised approach. “It will also have a detrimental impact on access to specialty care through telehealth, which many Coloradans, especially in rural parts of the state, have come to depend on.”

    The Colorado bill presents particular challenges for health systems such as UC Health and Children’s Hospital, which rely on the University of Colorado School of Medicine for staffing. For outpatient appointments, the medical school bills for the doctor’s fee, while the hospital bills a facility fee.

    “The professional fee goes solely to the provider, and, very frequently, they’re not employed by us,” said Dan Weaver, vice president of communications for UC Health. “None of that supports the clinic or the staff members.”

    Without a facility fee, the hospital would not receive any payment for outpatient services covered by the ban. Weaver said the combination of the clinicians’ and facility fees is often higher than fees charged in independent clinics because hospitals provide extra services that independent physician clinics cannot afford.

    “Prohibiting facility fees for primary care services and for telehealth would still cause significant problems for patients throughout our state, forcing some clinics to close, and causing patients to lose access to the care they need,” he said.

    Backers of the Colorado bill disagree.

    “The data on their costs and their revenue paints a little different picture of their financial health,” said Isabel Cruz, policy manager for the Colorado Consumer Health Initiative, which backs the bill.

    From 2019 through 2022, UC Health had a net income of $2.8 billion, including investment gains and losses.

    The Colorado market is dominated by large health systems that can dictate higher rates to health plans. Plans pass on those costs through higher premiums or out-of-pocket costs.

    “Unless the employers and patients that are incurring the prices are raising the alarm, there really isn’t a strong incentive for health plans to push against this,” said Christopher Whaley, a health care economist with the nonprofit think tank Rand Corp.

    Consumer complaints helped pave the way for the federal No Surprises Act, which protects against unanticipated out-of-network bills. But far more people get hit with facility fees — about half of patients compared with 1 in 4 hospital patients who receive surprise bills, Whaley said.

    Dr. Mark Fendrick, a University of Michigan health policy professor, said facility fees are also generally surprises but don’t fall under the definition of the No Surprises Act. And with the rise of high-deductible plans, patients are more likely to have to pay those fees out-of-pocket.

    “It falls on the patient,” Fendrick said. “It’s a tax on the sick.”

    Tesso held off paying the facility fee for her son’s visit as long as possible. And when her pediatrician again referred them to Children’s Hospital, she called to inquire what the facility fee would be. The hospital quoted a price of $994, on top of the doctor’s fee. She took her son to an independent doctor instead and paid a $50 copay.


  • 27 Mar 2023 7:40 AM | Matt Zavadsky (Administrator)

    Kudos to Chief Royal, Dr. Bronsky and the rest of the Colorado Spring Fire Department team!

    Some of you may recognize this CSFD model, as it’s been presented as a best practice at several state and national presentations & webinars about the EMS Transformation.

    --------------------

    Colo. FD wins CFSI award for EMS innovations

    Other departments have shown an interest in the Colorado Springs Fire Department's multi-tiered response program.

    Mar 25, 2023

    By Leila Merrill

    FireRescue1/EMS1

    https://www.ems1.com/fire-ems/articles/colo-fd-wins-cfsi-award-for-ems-innovations-gQXzt64JSBaRN5bz/

    COLORADO SPRINGS, Colo. — The Congressional Fire Services Institute and Masimo will honor the Colorado Springs Fire Department with the 2023 Excellence in Fire Service-Based EMS Award for its innovations in the delivery of emergency medical services.

    The award will be presented at the 33rd Annual National Fire and Emergency Services Dinner on May 23 in Washington, D.C.

    The Colorado Springs Fire Department has a multi-tiered response program for its EMS calls.

    According to a news release from the CFSI:

    The Colorado Springs Fire Department was selected for this award because of its tiered response program. Like many fire departments across the nation, CSFD faced significant challenges dispatching ALS engines and trucks on 911 calls and treating patients for non-emergencies. In response, the fire department developed a multi-tiered response program that dispatches appropriate resources and personnel based on the actual needs of the patient. The program covers various potential users of the 911 system, including super utilizers, the elderly, the mentally ill, homeless and incarcerated. Over 50 departments across the nation have met with CSFD personnel to learn about their program.”

    "With fire departments across the nation developing innovative programs to enhance their EMS capabilities, CFSI is proud to co-sponsor the Excellence in Fire Service-Based with Masimo to recognize fire departments for their innovations,” said Jim Estepp, CFSI president. “We look forward to honoring the Colorado Springs Fire Department with this award, and by doing so, sharing this innovative program with other fire departments seeking to enhance their own EMS systems.”

    Vice President of U.S. Alternate Care Andy Jones expressed Masimo Americas’ pride in sponsoring the award.

    "We want to recognize the departments that submitted a variety of strong applications to the CFSI Board for consideration. At Masimo, we share in the excitement of innovation. We look forward to our continued partnership with the Congressional Fire Services Institute,” Jones said. “Again, congratulations to Colorado Springs Fire Department for the CFSI Award for Excellence in Fire-Based EMS."

    For additional information about the 2023 National Fire and Emergency Services Symposium and Dinner, click here. The event benefits the mission of the Congressional Fire Services Institute, a nonprofit, nonpartisan policy organization designed to educate members of Congress about fire and life safety issues.




  • 24 Mar 2023 7:47 AM | Matt Zavadsky (Administrator)

    Tip of the hat to our friends at Pittsburgh EMS for kicking off this program AND creating Office of Community Health and Safety!

    -----------------

    Pittsburgh launches new EMS program to provide follow-up care for people with chronic conditions

    By Kiley Koscinski

    March 15, 2023

    https://www.wesa.fm/politics-government/2023-03-15/pittsburgh-new-ems-program

    Pittsburgh was the birthplace of paramedicine with the Freedom House ambulance service half a century ago. Today, the city is aiming to remain at the forefront of the field by expanding a follow-up care program within its Emergency Medical Services department.

    On Tuesday the city announced that its Office of Community Health and Safety and Pittsburgh EMS will lead a city-wide “community paramedicine” program, which will connect patients to preventative health care resources and make referrals to providers.

    “It's the first time in the city's history … that we have embarked on a committed community paramedic program,” said Laura Drogowski, manager of the city’s Office of Community Health and Safety. She will direct the program alongside EMS Community Paramedic Chief John Mooney.

    Drogowski noted community paramedics have a rich history in Pittsburgh through the Center for Emergency Medicine of Western Pennsylvania. The city program marks the first time Pittsburgh's own EMS department will have such a division.

    The four-person unit will work with EMS services to determine when a patient could benefit from a follow-up call to address chronic issues. Officials report that patients who frequently call 911 are often suffering from chronic conditions that are difficult to manage, such as seizure disorders, obstructive lung diseases, diabetes and heart disease.

    According to the city, patients who use EMS services often also tend to call for minor falls, mobility challenges and mental health issues — problems that first responders aren’t always equipped to deal with.

    “The way that our first responders interact with patients is that they come during a 911 call,” Drogowski said. “And by the nature of their work, they are not afforded time to spend hours or days with that patient to rectify the situation.”

    But Mooney said paramedics want to help, especially because if those needs go unaddressed, patients’ health outcomes can worsen.

    “It's devastating for first responders to regularly witness patients decline in health over multiple visits,” Mooney said.

    Prior to this week's official launch, Mooney and three EMS personnel have been working overtime shifts since late 2021, testing a pilot program to provide follow-up care to patients after 911 calls. The team found that many patients who frequently call EMS are living with health conditions like seizure disorders, obstructive lung diseases, heart disease and diabetes.

    According to Drogowski, the small team has worked with patients struggling with breathing devices or with managing blood sugar. But she noted that community paramedics could also follow up with patients who simply need to be connected to a primary care provider, or to find equipment to manage their symptoms.

    She said while these seem like “situations that may seem not too difficult to solve,” paramedics often don’t have the capacity to make sure someone followed up with a primary care provider or bought a refrigerator to keep their medicine.

    The unit will also collaborate with other co-response units in the city, Drogowski said.

    The community paramedics will coordinate with social workers in the police bureau to determine how best to follow up with patients. Drogowski argued that some health issues stem from situations like a financial crisis.

    “If someone's utilities are being shut off, they may not be prioritizing going to their primary care physician," she said. “Sometimes it's helping to address the issues that are precluding them from taking care of themselves.”

    Other joint programs involving public safety workers include collaborations with the bureaus of fire and police. Drogowski said she hopes to expand these efforts to ensure the city can mend holes in the social safety net.

    “Falling through the cracks means that people die, alone, from treatable conditions. Our first responders see them every day,” Drogowski said. “We are committed to changing these outcomes, providing advocacy, connecting patients with resources, and fighting for what is needed."


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