Advancing Health Podcast

Advancing Health is the American Hospital Association’s award-winning podcast series. Featuring conversations with hospital and health system leaders and front-line staff, Advancing Health shines a light on the most pressing health care issues impacting patients, caregivers and communities.

Latest Podcasts

Key findings from a report titled "The Case for Change" have identified four drivers of some of the most pressing challenges facing health care in New York state. In this conversation, Bea Grause, R.N., J.D., president of the Healthcare Association of New York State, discusses the tough findings and partnerships needed to solve these problems, insights into the correlation between health care and legislative advocacy, and how the report’s learnings are translatable to states around the country.



View Transcript
 

00:00:01:07 - 00:00:21:05
Tom Haederle
Welcome to Advancing Health. Coming up in today's episode, a conversation with Bea Grause, president of the Health Care Association of New York State, about the drivers that have health care in the Empire State perched on the edge of - quote - an existential cliff. We'll talk about what can be done and what the rest of the country can learn from how New York is handling its health care challenges.

00:00:21:08 - 00:00:29:27
Tom Haederle
Your host today is yours truly. I'm Tom Haederle, senior communication specialist with the AHA.

00:00:30:00 - 00:00:45:26
Tom Haederle
Bea, thank you so much for joining me this morning. Really appreciate your time. And, appreciate your effort in helping our listeners get into what Billy Joel might call a New York State of Mind about what health care challenges and the most effective ways to address them. So welcome. And thank you for being here.

00:00:45:29 - 00:00:46:27
Bea Grause, R.N., J.D.
Thank you, Tom.

00:00:47:00 - 00:01:05:26
Tom Haederle
You really are so well qualified to assess the challenges of today's health care from so many angles. And I'd like to just briefly share with our Advancing Health friends a little bit about your background so they know you know where you're coming from. You began your career as a nurse, an RN. You have done time on Capitol Hill as a legislative aide.

00:01:05:29 - 00:01:26:11
Tom Haederle
I know you're a veteran of senior positions with two other state health associations, Vermont and Massachusetts. You're a former member of AHA's board of trustees - thank you for your service. You also found time along the way to earn a law degree. So you've been a very accomplished person. And now, of course, you're president of one of the largest and most influential health care associations in the country.

00:01:26:13 - 00:01:44:01
Tom Haederle
And really, the purpose of our discussion today is, to discuss the concern that you and many other people have about what you see happening in New York State that's led to the production of "The Case for Change," this this new report that's kind of - frankly, a punch in the gut when it comes to - in terms of shaking things up and speaking

00:01:44:02 - 00:01:55:09
Tom Haederle
very candidly about some of the problems that the state is facing, what needs to be done. So let's start there. What is happening in New York state that prompted the release of The Case for Change?

00:01:55:12 - 00:02:23:02
Bea Grause, R.N., J.D.
Sure. I think what is happening, really was the post-pandemic reality. We realized that state and federal lawmakers wanted to move on from the pandemic. And our members - and this was true for members, for hospitals and health systems across the country - they hadn't moved on. They were not able to move on from the pandemic. The workforce shortage that was beginning to emerge, exacerbated during the pandemic.

00:02:23:03 - 00:02:55:10
Bea Grause, R.N., J.D.
It's now a chronic national workforce shortage. As a nurse, I recognized that demographically, New York had an aging population, which, again, I know is happening in many other states, not all, but many other states across the country. And we wanted to understand that environment better, what was actually happening at the core? Because at the core of health care, I understood, is you have patients and you have people taking care of patients.

00:02:55:13 - 00:03:33:00
Bea Grause, R.N., J.D.
And we knew that we were facing a crisis in both the demographics and who was able to take care of the increasing and changing demand that we saw happening and our members saw happening every day. That's why we did the report, was really to better understand that environment. And it has really helped us in creating a narrative that cuts through all the clutter and gets to a common set of facts where, rather than talking about, you know, this is, you know, a sophisticated podcast.

00:03:33:00 - 00:04:08:13
Bea Grause, R.N., J.D.
So rather than continuing to talk about all the symptoms of what's wrong with our system: 343B crisis, site neutral, all of the many, many, many issues that are very confusing to lawmakers, very confusing to us. You know, we're the experts in that space. And to patients and to consumers and to businesses completely impenetrable. We began this report with looking at demographic data on patients who were currently using hospitals and post-acute care

00:04:08:15 - 00:04:38:13
Bea Grause, R.N., J.D.
now and ten years out into the future. That was our starting place and then obviously looked at workforce data as well. And that really helped us to create the narrative that patient demand was increasing and changing. We didn't have the right number or the right type of health care worker to meet that demand. We had consistent and long standing disparities in care, urban rural poverty, haves and have nots, both on the provider space as well as the patient space.

00:04:38:15 - 00:05:13:27
Bea Grause, R.N., J.D.
And all of that was leading to unaffordability at every level. At the government level, at the business level and the consumer level. And without resolution in those four areas, that is the tipping point or the existential cliff that will cause our system to fail. Everything else is a symptom. We're trying to make it more understandable as well as more compelling, not just to all of us who understand all the nouns and verbs in health care, but to lawmakers and consumers and others.

00:05:14:00 - 00:05:35:14
Tom Haederle
Of the four drivers that you just outlined: health care demand is growing. Health disparities persist. Affordability, and lack of enough workers to provide the care that really is ever-growing. Of those four, is there one that is - they're all important - but is there one that's primary concern, that really needs the most urgent attention?

00:05:35:16 - 00:06:16:12
Bea Grause, R.N., J.D.
I'm going to stick with demand. Because as a clinician, to me, demand drives everything. And you'll see in that report, as I often say, there's not a HANYS ten point plan on how to fix our health care system. It's not designed for that. It is designed to, again, put out a common set of facts to bring people together, particularly, you know, for here in New York, lawmakers and others, other stakeholders to talk about what are some of the strategic things that we need to begin to work on in order to solve some of these much more difficult problems that are not being talked about or not being understood and then therefore not being resolved.

00:06:16:15 - 00:06:54:10
Bea Grause, R.N., J.D.
So to me, the most important one is demand. And I'll just use New York for a second. In five years we are going to have 700,000 new, net new, senior citizens in New York State. And you know, I think, as you well know, the per capita spending for senior citizens increases as people age. And so when you think about our blue H, and the brand of that blue H, I always think about that from a patient perspective as the only open door.

00:06:54:12 - 00:07:21:18
Bea Grause, R.N., J.D.
So if you have other open doors to get health care in a community, you will use them. But if there are none, you will go into that blue H. And if you have a medical need at any point you will go through that hospital door and then your care journey will begin from there. So that demand and you can you see it in the headlines with crowded emergency rooms, overload, nursing home closures, back up in the emergency room, the inability to get an appointment.

00:07:21:19 - 00:07:47:06
Bea Grause, R.N., J.D.
You're starting to see the overload in health care systems happening today. It is largely being driven by elderly patients coming in, not being able to get upstairs to get to a bed because there are no health care workers there, or there are 80 or 90 patients who would be better served in a nursing home and cannot be discharged because there's no nursing home bed.

00:07:47:09 - 00:08:12:06
Tom Haederle
And what is the role of community collaboration and partnership in addressing that particular problem? And frankly, all four drivers. I know one of the key takeaways of the report is that it's a joint effort that involves many different partners. And if you could talk a little bit about finding the right organizations to work with and who needs to lead that discussion, and what comes out of having these collaborative partnerships underway?

00:08:12:09 - 00:08:51:18
Bea Grause, R.N., J.D.
There are no right or wrong organizations that we're looking at. We're talking to other provider groups, businesses, unions. Using The Case for Change report to try to get a common understanding on the core facts and the core reasons for why our health care system is beginning to fail. And that collaboration is essential when you think about politics, state politics in this case, because you need to have, at least in New York, it is much better to get initiatives over the legislative finish line if you have a coalition, formal or informal.

00:08:51:24 - 00:09:02:01
Bea Grause, R.N., J.D.
But if you have broad based support, in other words, for an initiative for that year is a priority to try to get enacted.

00:09:02:03 - 00:09:07:25
Tom Haederle
Is there consensus around what we need to do in New York right now, or you feel or do you feel like you're getting there?

00:09:07:27 - 00:09:34:24
Bea Grause, R.N., J.D.
I feel like we're getting there. I have two examples. One is in the workforce space and the other is in the governor's budget, which our budget cycle has just begun. And we've been talking all year with Governor Hochul on using the case for change. And talking about the challenges that the state of New York faces with an aging population and a workforce shortage, primarily.

00:09:34:24 - 00:09:58:09
Bea Grause, R.N., J.D.
And, as you may know, I mean, the state of New York is already beginning to try to address disparities in care with the recent 1115 waiver. But certainly affordability is a huge problem for the state of New York. And helping them to understand that demand is going to increase for the next 25 years. The aging population will increase.

00:09:58:12 - 00:10:46:28
Bea Grause, R.N., J.D.
And it's not a question of if patients are going to need care, it's when and how much and where are they going to get that care. And if there's a mismatch between the capacity or the workforce gap gets worse, the cost to the state gets higher. And those kind of related messages, case for change related messages, were all part of our narrative with the governor all during last year. And in her budget and her state of the state, she did take a more strategic view, adopting many of those concepts in her budget and in her message to fund hospitals and nursing homes, but also for other across the continuum, continue to invest in workforce,

00:10:47:01 - 00:11:12:25
Bea Grause, R.N., J.D.
but also invest in capital so that more sites of care can be provided upstream or, you know, pre-hospital, so that patients are actually getting care outside of the hospital where they need to get care, and decreasing that expensive demand on hospital and post-acute services. So we were very pleased to see more strategic framing with the governor. So that's example number one.

00:11:12:25 - 00:11:48:06
Bea Grause, R.N., J.D.
Example number two is in workforce. As an advocacy organization where we are particularly and more externally or visibly focused on reaching out to other stakeholders to work on a whole host of workforce initiatives that are designed to recruit new workers, retain workers, eliminate the bottleneck in terms of not enough, faculty for, as one example, helping various health professions expand, work up to their full license.

00:11:48:09 - 00:12:01:29
Bea Grause, R.N., J.D.
And all of that is designed to close that gap in health care workers, particularly in the post-acute space, which hopefully will improve capacity. But it will help to bend that expense growth curve.

00:12:02:02 - 00:12:21:12
Tom Haederle
As we wrap up, we're almost at the end of our time, let me ask this. The concepts that are presented in The Case for Change, how translatable are they, would you say, to other systems because the four drivers that you've mentioned facing New York's system really can be found to a greater or lesser degree in every health system in the country.

00:12:21:12 - 00:13:11:18
Bea Grause, R.N., J.D.
100% translatable. I mean, just imagine, Tom, if there were a case for change narratives, rather than having lawmakers and others confused around 50 different issues where you have different groups, one side opposes, the other supports, lawmakers cannot break through that noise. And I've talked to many lawmakers who find health care impossibly confusing. So I think having this common set of facts that are based in what we all care about, that we have access to care that someone's going to be there to take care of us, that we're helping communities and individuals who don't have access to care, and that we're trying to make health care more affordable over time.

00:13:11:21 - 00:13:38:23
Bea Grause, R.N., J.D.
That is a narrative that I think we can all relate to. And I think when people understand and look at the details in the report and again, anybody who wants to take that report and make it, you know, it's open source, take it and build on that narrative. But if we were all and when I say we, but if providers across the continuum, providers in other states or associations in other states were using that, I call it a patient forward-narrative,

00:13:38:23 - 00:14:15:20
Bea Grause, R.N., J.D.
and framing it that way, lawmakers would then begin to think that way. Because if they if that's all they're hearing and they're hearing that consistent message: We're concerned about access. We're concerned about ED overloading. We're concerned about a workforce shortage. We want to make sure, we think it makes good economic sense to provide health care to underserved communities. If they're hearing those messages consistently and have written documents and written reports and other information to help them to understand that, and it will start to make sense to them.

00:14:15:22 - 00:14:34:20
Tom Haederle
That is a great summation. Thank you so much. You have been listening to us discuss a new report called The Case for Change. This has, come from the Health Care Association of New York State. Thanks again, Bea. Really appreciate your time. And good luck with making progress on the changes facing New York State right now.

00:14:34:23 - 00:14:39:04
Bea Grause, R.N., J.D.
Thank you, Tom, so much. This has been such a great conversation.

00:14:39:07 - 00:14:47:13
Tom Haederle
Thanks for listening to Advancing Health. Please subscribe and rate us five stars on Apple Podcasts, Spotify, or wherever you get your podcasts.

Children with serious medical conditions can also face complex psychosocial challenges and barriers, including food and transportation insecurity and housing instability. In this new “Caring for Our Kids” episode, David Wagner, Ph.D., pediatric psychologist at OHSU, discusses the Novel Interventions in Children's Healthcare (NICH) program, and how this innovative approach is transforming care for vulnerable children.



View Transcript
 

00:00:00:18 - 00:00:27:25
Tom Haederle
Welcome to Advancing Health. Coming up in today's episode, a conversation with a pediatric psychologist about the psychosocial challenges for kids with complex medical needs. The challenges can be many: Missed school, food insecurity, transportation issues and others. Our host is Julia Resnick, director of Strategic Initiatives with H.R.

00:00:27:27 - 00:00:33:12
Tom Haederle
Julia, over to you.

00:00:33:14 - 00:00:42:12
Julie Resnick
So I'd love to start with learning a little bit more about you and the work that you do. Can you introduce yourself to our listeners and tell us just a little bit about your professional background and interests?

00:00:42:14 - 00:01:07:02
David Wagner, Ph.D.
Sure, yeah. Again, my name is David Wagner. I'm a pediatric psychologist and a clinician scientist. Very passionate about and interested in ways to identify youth at risk of health and life inequities, as well as evaluating programs and developing programs that can address those inequities. Work at OHSU and in Dawn Becker Children's Hospital. We are the top ranked children's hospital in Oregon.

00:01:07:02 - 00:01:28:07
David Wagner, Ph.D.
We serve a population of roughly 50% youth on Medicaid. We don't just serve the state of Oregon, but also southern Washington, northern California and Idaho. I particularly work in the Department of Pediatrics. With the Novel Interventions and Children's Health Care Program, where we work with young people who have a combination of medical complexity and high social risk.

00:01:28:09 - 00:01:34:18
Julie Resnick
So talk about that a little bit more. What are some of the psychosocial challenges for kids with complex medical needs?

00:01:34:20 - 00:02:08:22
David Wagner, Ph.D.
It's a great question. I mean, just in general, we know that kids with complex medical needs already have to engage in really complicated disease management. Miss school for attending medical appointments. They and their caregivers spend a lot of their day engaged in care. Outside of everything else, that's tricky about being a young person. In addition, we actually have a subset of young people who have complex medical conditions who also experience high levels of food insecurity, houselessness, exposure to domestic violence, transportation challenges that make it nearly impossible to engage in recommended care.

00:02:08:24 - 00:02:26:28
Julie Resnick
Yeah. So if it wasn't hard enough to be a kid with a complex medical issue, to have all those other issues surrounding your family and your community, it's just got to be really challenging for those kids. And I think that all leads us to the work that you do with NICH. So can you tell us about the program and what its origins were?

00:02:27:00 - 00:02:51:07
David Wagner, Ph.D.
Yeah, another great question. So this is a little over ten years ago, I had yet to come to OHSU. Dr. Michael Harris, he's our pediatric psychologist who leads our inpatient consult service. And so when young people are admitted to the hospital for reasons that the medical team believes is avoidable, they call in our inpatient console team to try to help understand what are some of the challenges experienced outside the hospital, and how can we help improve the child's health.

00:02:51:09 - 00:03:10:22
David Wagner, Ph.D.
Even with all of his advanced training and experience, he identified that there was a group of youth where there were no medical interventions or mental health or behavioral health interventions that were going to effectively change the factors that were driving the health problems that they are experiencing. The health problems they're experiencing were happening outside the hospital, in the communities, in the neighborhoods. In general,

00:03:10:22 - 00:03:37:09
David Wagner, Ph.D.
these youth experienced just a lot of social challenges, as did their families who were doing the best they could. And so I think any innovation comes from that combination of passion, frustration and curiosity. How can we do this better? And so Dr. Harris, Kim Spiro, they co-developed this program NICH, where we deliver services to the community in the homes of the youth who are experiencing medical conditions and social risk, to address the inequities they're experiencing.

00:03:37:11 - 00:04:09:17
David Wagner, Ph.D.
Often it's how do we find stable housing? How do we find secure food that you can reliably depend on? How do we help you gain access to transportation? We go with young people to their schools. We go to them to the mall. We meet their friends, we meet their extended family, and we work closely with the medical providers here at OHSU and other medical centers, just to better understand the challenges that families are facing and collaborate to help ensure that we're all on the same page and can help support them in managing their medical condition at home.

00:04:09:19 - 00:04:24:15
Julie Resnick
Yeah. I often like to say that people are only patients for this short, finite period of their life and the rest of who they are is everything outside of the hospital. So can you talk a bit about what kind of support and services kids and their families receive when they're part of the program?

00:04:24:18 - 00:04:43:09
David Wagner, Ph.D.
Yeah, it's a combination of services. We really like to tailor our services to family needs. The providers who go out into the home, they are not mental health providers. They are not medical providers. We call them interventionists. And what they do is they first assess the needs the families have and then they tailor their services depending on what families tell them.

00:04:43:10 - 00:05:11:09
David Wagner, Ph.D.
So for some families, it's really intensive case management. How do we figure out how we can get you access to the resource, to resources to address basic needs so that we have more time and energy to manage the medical condition? For others, it's making sure that all of the different providers involved in their child's life are providing consistent recommendations across providers and also making sure that the family and providers are interacting in ways that the family is able to and interested in accessing care and following through with recommendations.

00:05:11:12 - 00:05:28:26
David Wagner, Ph.D.
And a lot of what we also just do is reinforcing all of the efforts that they're already doing to try to manage their medical condition and then working with them in the other environments that they live to ensure that the insulin gets in the body, that they're able to follow the recommended dietary plan and engage in other parts of the medical care that are recommended.

00:05:28:28 - 00:05:39:12
Julie Resnick
Let's talk a little bit about the care team. I know that your team has child psychologists and interventionists, but who else is part of the care team? And how do you all work together when caring for patients?

00:05:39:15 - 00:06:00:14
David Wagner, Ph.D.
We work really closely with our specialty and primary care providers, especially here at OHSU. They are super invested in these families and so they're often providing us with guidance and education on what that medical regimen would look like at home, so that when we're out in the home, we can support the family in their, their efforts to engage. Our team, our interventionists come from all walks of life.

00:06:00:17 - 00:06:19:10
David Wagner, Ph.D.
We've recruited folks from Starbucks. We've recruited people who are working for other community agencies interested in populations that are less represented, making sure they get equitable care. The common theme is that the folks who work on our team are all heavily invested and passionate about this population. And we like to refer to them as social chameleons:

00:06:19:10 - 00:06:36:25
David Wagner, Ph.D.
they're able to walk into a physician's office and briefly and quickly summarize patient care in a way that they're taken seriously, but then walk into a family's home who's living in poverty and take their time and slow down and connect and better understand the family's lived experience. So, there's really a diverse range of individuals who work with our team.

00:06:36:27 - 00:06:51:07
Julie Resnick
I love that idea of a social chameleon and just needing people who can be adaptable in different situations. So I want to pull on that thread about schools. You mentioned that these are one of the organizations that you partner with a lot. What does that partnership look like?

00:06:51:09 - 00:07:08:04
David Wagner, Ph.D.
Yeah. You know, the schools we've worked with have been heavily invested in the youth health. We actually work a lot with school nurses, so a lot of our young people have to go to the nurse to get their medication or to take their insulin. And so a lot of what we're doing is working with those in the schools who are directly interacting with the youth.

00:07:08:06 - 00:07:21:22
David Wagner, Ph.D.
A lot of our kids have been missing school, too, or having difficulties attending school because of their medical condition. So we work with school staff to help get them caught up, to make sure that the accommodations that they need are in place. And just in general to support their education.

00:07:21:25 - 00:07:32:20
Julie Resnick
So by now, I think our listeners are probably wondering, how do I do something like this in my organization? So my question for you is, how do you get this off the ground? What do they need to do to get started?

00:07:32:22 - 00:07:51:24
David Wagner, Ph.D.
It's a complicated process. You know, what we've learned is that in the beginning, often having philanthropists seems to sometimes be the best way. Having somebody in your community who says, I really care about this population, whether it's because they just are very invested in health equity, or maybe they have a close family member they themselves who have a chronic condition.

00:07:51:24 - 00:08:05:27
David Wagner, Ph.D.
And they imagine to themselves, wow, what would that be like if I had this or my child have this, and we didn't have secure housing and we didn't know where our next meal would come from, or we were trying to adapt to a new culture. Part of it is engaging those who really care about this population.

00:08:06:00 - 00:08:25:26
David Wagner, Ph.D.
Another part of it is working within an institution that truly cares about health equity and is willing to, essentially put their money where their mouth is. So we don't make money for OHSU. They see the benefit to their patient population. They see the benefit to their medical providers who can sleep well at night. And they generally just see the benefits of their institution as a whole.

00:08:25:28 - 00:08:45:06
David Wagner, Ph.D.
Once we start building a team and launching, what we tend to find is over time, that we are able to get revenue from other sources as well. A lot of local Medicaid entities are interested in kids staying out of the hospital. And so they become invested in that and they'll contribute funding. And we also have larger research foundations that also contribute.

00:08:45:08 - 00:08:54:14
David Wagner, Ph.D.
Leona M. and Harry B. Helmsley Charitable Trust has been one of our biggest supporters. And they've actually helped us spread not only here in Oregon but to the Bay Area in California.

00:08:54:17 - 00:08:59:15
Julie Resnick
Let's talk more about impact. How do you know that you're making a difference for the kids you're serving?

00:08:59:18 - 00:09:16:25
David Wagner, Ph.D.
Yeah. No, it's another really good question. You know, when we got into this, this work, a lot of it was really focused on like, number one is how do we help these kids and families get the outcomes that they want? And so first, understanding from them what's most important and how to get their needs met and address any life inequities they're experiencing.

00:09:16:27 - 00:09:46:02
David Wagner, Ph.D.
We've increasingly focused to collect data that  is most important to the stakeholders who then fund programs like this. So we're very focused on the quintuple aim. We measure lab values and other physical findings to understand the patient's experience, improved health. We look at the kids experience fewer emergency department visits and admissions for avoidable reasons. We talk to our medical providers and give them surveys to assess provider burnout and improve quality of life they experience when they're not up late at night thinking about kids that they're worried about.

00:09:46:05 - 00:10:08:02
David Wagner, Ph.D.
We also look at attendance. We found that youth in the program are much more likely to attend outpatient visits, and they're much less likely to no show, which is really good for them, but also good for the medical community. We also find that when one of the one of our studies looked at youth of color and essentially found that the youth of color referred to our program had roughly half the access to care of non-Hispanic white youth.

00:10:08:07 - 00:10:29:22
David Wagner, Ph.D.
And then we looked at two years following program involvement. We saw that that disparity in access had completely disappeared. And so for sites who are invested in health equity, we have we have outcomes that demonstrate that the NICH bridges that gap. We also do focus to some degree on medical costs. And we find that there are substantial reductions in medical costs that benefit primarily insurers, but also, institutions.

00:10:29:22 - 00:10:34:07
David Wagner, Ph.D.
So we look at a wide range of outcomes to meet that quintuple aim.

00:10:34:10 - 00:10:45:19
Julie Resnick
I love that focus on designing care around the specific needs of kids and their families. So I'd love to hear more about those kids and families that you're serving. Do you have any stories that could bring this to life?

00:10:45:21 - 00:11:08:18
David Wagner, Ph.D.
There are more stories than I have time to share. A couple of young people come to mind. Often insurance providers will pay for this intervention after a youth has been hospitalized numerous times and has experienced multiple complications that are really costly. We will sometimes argue that, wouldn't it be great if we actually started investing in these children before they have these costly complications?

00:11:08:18 - 00:11:30:01
David Wagner, Ph.D.
And so this is actually one example where an insurer did pay for the program prior to any costly complications. We had a four year old girl who was newly diagnosed with Type One diabetes, who was living with her father, who was experiencing houselessness and who was also in recovery. All of the places that they could stay had people who were using there, which made it difficult for father to stay sober.

00:11:30:05 - 00:11:49:15
David Wagner, Ph.D.
And at the same time we couldn't find any shelters that would take in single dads with children. Our interventionists worked closely with dad to get him into needed mental health and recovery services. He was able to find a place that would take them in where nobody was using, and ultimately was able to sort of assess where is social support in this community

00:11:49:15 - 00:12:06:00
David Wagner, Ph.D.
and ultimately, when we found that there wasn't social support in the nearby community - but we were able to contact and reach an extended family - we were able to work with the insurance company to help the family access that support and secure housing. And that's one example. You know, there's another example that comes to mind of a kid who was experiencing lots of frequent infections.

00:12:06:00 - 00:12:29:09
David Wagner, Ph.D.
The two year old girl who was having multiple line infections. And when the interventionist went out to the home, she noticed that the living conditions were such that you would expect a lot of infections. The family was doing the best they can. Multi-generational family, and numerous family members had the skills to essentially, like, replace the carpeting and the flooring and whatnot, but they didn't have the resources to have the materials to do so.

00:12:29:09 - 00:12:47:03
David Wagner, Ph.D.
And so she actually worked with the local hardware store who donated supplies after hearing about the family situation, got those to the family. The family replaced the flooring and was able to replace other parts of the house to improve the living conditions. And next thing you know, this this young child was no longer experiencing these dangerous complications.

00:12:47:05 - 00:13:10:05
Julie Resnick
Those are both such powerful stories and I think really go to show how important it is that people have a stable place to sleep at night, that they have access to food. Because if you're worrying about all those basic needs, how can you be worrying or taking care of your own health or your kid's health? I really appreciate how your work ties all those medical and social needs together to really give kids the best care possible.

00:13:10:07 - 00:13:23:23
Julie Resnick
Dr. Wagner, thank you so much for sharing your time and your expertise with us. I just really appreciate the work that you do and your commitment to kids in your community, and trying to give them the best shot at a healthy life, now and in the future.

00:13:23:25 - 00:13:26:12
David Wagner, Ph.D.
Thank you, Julie, and thank you for your time and excellent questions.

00:13:26:14 - 00:13:28:26
Julie Resnick
Thank you so much.

00:13:28:28 - 00:13:37:10
Tom Haederle
Thanks for listening to Advancing Health. Please subscribe and rate us five stars on Apple Podcasts, Spotify, or wherever you get your podcasts.

2025 will bring new and familiar challenges for the health care industry, and the American Hospital Association is ready to support hospitals and health systems across the nation. In the first Leadership Dialogue of 2025, Tina Freese Decker, president and CEO of Corewell Health and 2025 AHA board chair, talks with two policy experts at the AHA — Stacey Hughes, executive vice president of government relations and public policy, and Ashley Thompson, senior vice president of public policy analysis and development — about the current political climate, the potential impacts to health care policies, and how the AHA is primed to continue its mission to advance health in America.



View Transcript
 

00:00:00:20 - 00:00:29:13
Tom Haederle
Welcome to Advancing Health - and to the first Leadership Dialogue of the year - hosted by the American Hospital Association's 2025 Board Chair, Tina Freese Decker, president and CEO of Corewell Health. Today, two senior AHA leaders join Tina to discuss key issues in health care and how the AHA is working on many fronts to support hospitals and health systems so they can provide the best care to patients and communities.

00:00:29:15 - 00:00:56:10
Tina Freese Decker
Hello and thank you everyone for joining us today. In 2025, the American Hospital Association is all in in tackling the challenges that are facing health care today. I am looking forward to using this Leadership Dialogue series to highlight the incredible ways the American Hospital Association and our member hospitals and health systems are making health better. My name is Tina Freese Decker, and I'm the president and CEO of Corewell Health

00:00:56:12 - 00:01:23:05
Tina Freese Decker
and the 2025 American Hospital Association board chair. As we kick off this new year, I want to start by introducing you to a few amazing leaders within the American Hospital Association who will help us navigate the year ahead. The American Hospital Association is here to help remove those barriers so as hospitals and health systems, we can provide the very best care to our patients and communities.

00:01:23:07 - 00:01:45:04
Tina Freese Decker
So today, while we don't have all the time to meet the full AHA team, I'm so excited to introduce you to Stacy Hughes and Ashley Thompson, two fantastic individuals who lead the AHA's government relations and public policy work. One of the things that gives me the most confidence in our approach is when I listen and I talk with them.

00:01:45:07 - 00:02:02:23
Tina Freese Decker
So I thought it would be really beneficial for all of you, our members, to hear from them. So let's begin. So Stacy and Ashley, welcome. So glad to see you today. Let's start with some introductions and share what you do with the American Hospital Association. Stacy?

00:02:02:25 - 00:02:21:05
Stacey Hughes
Sure. Thank you for this opportunity. We're so excited about your year ahead and working with you. And we're really appreciative of having a chance to showcase a little bit about what our team is up to. But I'm Stacy Hughes. I'm executive vice president in the D.C. office and oversee regulatory policy, federal relations PAC, and some of our communication efforts.

00:02:21:08 - 00:02:25:06
Stacey Hughes
Have a great team here. And we're going to talk more about that. But that's my role here, Tina.

00:02:25:14 - 00:02:26:28
Tina Freese Decker
Thank you. Ashley?

00:02:27:00 - 00:02:50:00
Ashley Thompson
Thank you, Tina, so much for giving us this opportunity and for your leadership on the board in the past and especially this year as chair. I'm Ashley Thompson. I'm the senior vice president of policy here at AHA. I lead a team of about 24 very amazing, talented individuals. The work that we do is really on behalf of hospitals and the patients they serve.

00:02:50:03 - 00:03:10:11
Tina Freese Decker
As we think about the work ahead of us this year, I also want to learn more about what you and your teams are doing. So the American Hospital Association is a bipartisan organization, and we work with all lawmakers to advance the issues that mean the most to us as hospitals and health systems. So, Stacy, tell us about the team that you lead.

00:03:10:14 - 00:03:17:10
Tina Freese Decker
The depth of expertise and their balance and how your team is preparing for this new administration in Congress.

00:03:17:12 - 00:03:36:03
Stacey Hughes
Sure. And I couldn't be more proud to be honest with you. And I have to say, you know, I give Rick and others a such a shout out for the legacy, you know, Ashley says she's here 23 years, I'm starting year five. Boy, both what I inherited as a team that were here day one, and then how we've grown as people have, you know, rolled off or changed jobs.

00:03:36:05 - 00:04:01:12
Stacey Hughes
It is solid. We've got, you know, lobbyists that have all worked largely on Capitol Hill or they were deeply, deeply immersed in the issues that are critical to hospitals. I'll ask you to talk about the policy team that we work on together. We've got such currency politically with the lobbyists that are on the team. Our colleagues and my colleagues, Lisa Kidder, she's been here 20 years. Amy Kuhlman, there's no one better than Amy in terms of leading our lobbyist team.

00:04:01:12 - 00:04:24:17
Stacey Hughes
So both their experience actually on the Hill, writing bills, knowing all the member offices. You know, we cover every single office here, you know, House and Senate. That's a lot to say Grace over. In terms of preparing, obviously this is a unified town now, it's a Republican town. We had a bit of a sweep. So we're busy getting ready to look at how we frame our issues with a very specific audience.

00:04:24:19 - 00:04:44:10
Stacey Hughes
But in addition, Tina, as you know, this is a pretty sweeping election in terms of retirements. There are 14 new Senate freshmen between Republicans and Democrats. There are about 55 new freshmen House members. So a big part of what we're doing is educating them early and often. Lisa and Amy and others are putting together a 101 of hospital issues.

00:04:44:16 - 00:05:00:09
Stacey Hughes
They understand our field immediately and early, and be a resource for them. So everyone is readying for what is going to be. And then we'll talk more about what the year ahead, what the expectations are. But it's a lot. And we are excited that the team is ready, but they have great skills.

00:05:00:09 - 00:05:04:20
Stacey Hughes
And, couldn't be more proud to be collaborating with them and leading them.

00:05:04:23 - 00:05:14:25
Tina Freese Decker
And as you do that education, are our lawmakers interested in health care? Are they appreciative of the education, the orientation and the one on one that we provide? And when we show up.

00:05:14:28 - 00:05:31:24
Stacey Hughes
They are and, you know, we're in the process of so getting out some of our very specific every congressional districts or what that hospital footprint looks like, you know, who's in your backyard, how many jobs are you providing that community? What is your role in the economic engine of that community? What are you doing in terms of serving that population?

00:05:31:24 - 00:05:48:28
Stacey Hughes
And they are interested. I think that, you know, as you know, there are a lot of threats around the financing of hospital, particularly the burden on the federal government and debt. And so being able to bring it to life to them, what we're really doing with limited resources and our contribution to communities,

00:05:48:28 - 00:06:03:25
Stacey Hughes
they do appreciate it. And particularly the role we play in terms of our jobs and their district. But it takes time. You know, you really have to tell the story, go to make sure you invest in that time. You always want to know your members before you need them. And I think that's important.

00:06:03:27 - 00:06:16:00
Tina Freese Decker
Ashley, I'd like to ask you the same question. So share a quick overview with us of some of the issue areas of policy expertise that you have amongst your team members, and what's the one thing your team is gearing up for this year that you can share with us?

00:06:16:02 - 00:06:42:09
Ashley Thompson
Well, like Stacey, I am so proud of the policy team. Many of the individuals, I think there are 24 of them, have been here for a very long time. They are true issue area experts. They are smart, they are talented, they are motivated. And I will say that they really want to improve health and health care in America and get hospitals, the resources that they need to really care for their patients.

00:06:42:11 - 00:07:09:03
Ashley Thompson
We are kind of divided into four areas. So we have Medicare payment, coverage, quality and patient safety, and data and research are kind of the big buckets. But underneath them we tackle probably any issue that hospitals deal with. We have experts on AI, we have experts on prior authorization. We have experts on quality. So it's really a diverse group.

00:07:09:06 - 00:07:27:09
Ashley Thompson
I would say that it's really hard to pick the one issue that they're going to be dealing with this year. I think that there's probably four that are most important. And Stacey and I have been working on this together with others across the association. I think one of them is to protect Medicaid and its enrollees.

00:07:27:09 - 00:07:49:16
Ashley Thompson
I think the second one is to ensure what we call the marketplace premium tax credits continue after the end of this year. About 10 million people have gotten coverage due to those tax credits, and we don't want them to lose coverage. The third area is to make sure that hospitals are not subjected to site neutral payments.

00:07:49:18 - 00:08:09:12
Ashley Thompson
And then I'd say the fourth area is probably protecting 340B, which is the drug pricing program. So those are definitely on our radar. But it goes beyond that. There are so many issues, I think our advocacy agenda came out this week. I haven't counted there's probably 75 plus issues that we are actively working.

00:08:09:14 - 00:08:34:21
Tina Freese Decker
And we're so appreciative of kind of highlighting the main areas that we need to focus on, but then understanding that as hospitals and health systems, we're not all alike and there are different issues that come up that we need to navigate as we move forward. Again, what I am so proud of is your team, both of your teams, really have the expertise and the experience to help tackle this and guide us as members as we move forward.

00:08:34:23 - 00:08:56:08
Tina Freese Decker
You know, there's also a much broader team at American Hospital Association that's supporting the work of our field  - from legal to communications to the quality of patient safety, field engagement. There's so many people that are ready to assist our members. So let's talk a bit about how our members and our leaders and our hospitals and our health systems might work with the American Hospital Association on those issues.

00:08:56:11 - 00:09:13:02
Tina Freese Decker
So, Stacy, can you tell us how your team engages with the members? And this time not the members of the Capitol Hill, but it's like hospitals and health systems. How can our hospital and health system leaders get more involved in advocacy efforts, and why is that important?

00:09:13:05 - 00:09:31:26
Stacey Hughes
Sure. Well, first and foremost, you know, our teams are constantly working with our members. I know Ashley would say the same, whether it's policy or federal relations. And that's just in the everyday, just grind of learning how to address issues and learn from them in terms of what we actually advocate for, that's an ongoing thing. But to your point, there are a lot of different ways that we work with members.

00:09:31:26 - 00:09:51:09
Stacey Hughes
One is through our government relations officer network. Certainly we work through our allieds, all the 50 state hospital executives, and is a huge partner for us in terms of our advocacy. But in terms of your of a hospital health system, main thing you can do is get to know your delegation. You know, I know you guys do this both obviously with your state, representatives and your state elected officials.

00:09:51:09 - 00:10:07:20
Stacey Hughes
But on the federal side, really getting to know them and telling that story often. And also, don't be afraid to go to them and let them know when you have a problem. You really want to get them invested in your success. And it doesn't take much. And I think we all, going through Covid, we saw how much everyone does stand up.

00:10:07:20 - 00:10:25:00
Stacey Hughes
They recognize the importance of making sure we have a sustainable, functioning hospital network and health systems. And so being sure to take that leap, give your member a call, get to know the staff and being willing to advocate. I mean, I will say, you know, we put out these advocacy alerts and, we try to be judicious.

00:10:25:00 - 00:10:45:00
Stacey Hughes
We don't want to say "hair on fire" every day, but we do have a lot of challenges coming, Tina, as you know, in terms of all the pressures to address some of the deficit issues, mandatory programs like Medicare, Medicaid are the top drivers of the deficit and spending. So we have a lot coming up. But we really say when we do give a call to action, we really need it.

00:10:45:00 - 00:11:00:21
Stacey Hughes
And in particular, if you know you have a member of Congress or senator that is uniquely positioned on committees of jurisdiction as well as leadership, you want to make sure there no daylight between what you're doing, what your needs are, and what they understand in terms of their education.

00:11:00:24 - 00:11:11:25
Tina Freese Decker
Great advice. Thank you so much, Ashley. Similarly, are there examples of member engagement that you can speak to that have been particularly successful or impactful in influencing policy development?

00:11:11:28 - 00:11:38:24
Ashley Thompson
Yeah, I actually think that one of the reasons why AHA is so successful is because of our policy development process. I think it's very unique. Through our committees and our regional policy board meetings, we touch probably 550 CEOs or C-suite leaders three times a year. And we bring to them, you know, our committees, our grouped by kind of type of hospital, whether you're rural or post-acute or whether you're behavioral health.

00:11:38:26 - 00:12:02:26
Ashley Thompson
And then our regions are just what it says. We divide up by region and they weigh in on policy development. So they weigh in on what should we do about physician payment, what should we do about health care affordability? What should we do about the increase in medical debt? What should we do about X, Y, and Z? And it's a really a thoughtful, like iterative process.

00:12:02:29 - 00:12:39:24
Ashley Thompson
We also have strategic leadership groups. We also have task forces that we staff on certain issues, whether it's principles or whether it's health care, the future. You know, what should we do about workforce issues? So we really rely on everyone to weigh in. And of course, our board of trustees. So we rely very heavily on our board. And thank you again for your chairmanship of it to help direct the association, to direct our policy positions, to direct what recommendations we come up with, and often to direct our strategy of how to achieve what we want in terms of outcomes.

00:12:39:24 - 00:12:59:11
Ashley Thompson
And so I do think that AHA, and particularly probably the policy team given the work that we do, has a lot of connections and we really rely on that and we want to hear from our members and we want them to be active and engaged, because the more they communicate with us, the better we can represent them on Capitol Hill or with the administration.

00:12:59:13 - 00:13:28:16
Tina Freese Decker
I completely agree, and one of the most impactful, stories that I have is when I took one of our lawmakers through our mental health area and just highlighted what we are doing well, but what we need their support in. And then you could see that happen with bills came up and things needed to be impacted. And so I'm sure that there are stories like that in every part of our organizations and our membership about how that personal touch is so incredibly important as we drive forward.

00:13:28:16 - 00:13:37:27
Tina Freese Decker
All right. Are there any last comments, or thoughts on the year ahead that would be most helpful for you and your teams that you want to share with us?

00:13:38:00 - 00:14:02:21
Ashley Thompson
I think it's going to be a very challenging year. I know that the AHA is going to be really working hard on behalf of our members, and I think that the team at is very motivated to do so. Very similar to employees in hospitals, or the staff in the hospitals. I think that we tend to rise when there's a crisis and we rise to that occasion.

00:14:02:21 - 00:14:24:08
Ashley Thompson
And whether it's Covid or whether it was going to be repeal and replace of the ACA a few years ago, several years ago, or whether it's the Change Health care cyber event, I really think that AHA is here to serve its members, to get them through those hard times and to put them on a trajectory in the future.

00:14:24:08 - 00:14:35:13
Ashley Thompson
And I want our members to know that this the staff team at AHA is really committed to doing so, to really making sure that you have the resources that you need in order to care for your patients.

00:14:35:15 - 00:14:44:00
Stacey Hughes
Yeah, so well said. I would just add, you know, we think about the year, reflecting back between Change Healthcare, OneBlood supply in Florida and Baxter.

00:14:44:03 - 00:15:04:12
Stacey Hughes
And that was just weeks ago, if you really think about it in terms of the need for the association with your leadership and others, Tina, to really jump in and problem solve quickly and mitigate those types of issues. But I'll just say going into the year, I think I've kind of beaten that drum a little bit. But you know, we are, as Ashley said, we are working so far, the policy team and others to bring forth data.

00:15:04:18 - 00:15:22:11
Stacey Hughes
One of the ways that we win these battles is being able to tell a story with very specific data. We've got some pretty difficult issues, one of which is extending the ACA subsidies, I think Ashley mentioned. Knowing what that looks like to your hospital. How does it affect your bottom line? How does it affect patients? How does it affect the insurance coverage?

00:15:22:11 - 00:15:45:18
Stacey Hughes
I think that's true for Medicaid. So when we put all this stuff together, really would encourage everyone or field to take that information and help tell the story and amplify as much as we can. We'll do all the work for you in terms of making sure that we get you guys what you need to be able to understand the implications of some of these policies, but really just, welcome everyone's ability to engage with their members of Congress.

00:15:45:18 - 00:15:49:10
Stacey Hughes
So, that's my final note, I would say, Tina, in terms of the year ahead.

00:15:49:13 - 00:16:12:15
Tina Freese Decker
That's perfect. So thank you so much for your time today. And I really enjoy working with you and working with your teams. As you both said: the AHA teams are all in, we're ready to go. We're excited, we're passionate. This is you know what gets us up in the morning moving forward. And we need that partnership with our member hospitals and health systems to make sure we have the data and the stories and the connection there.

00:16:12:18 - 00:16:33:05
Tina Freese Decker
So it really takes this whole ecosystem to come together to make an impact and to make an impact for policies, the regulations that are coming forth, most importantly, so we can do an even better job taking care of our communities and improving health. And so we're so grateful for all the work that you and your teams are doing at the American Hospital Association.

00:16:33:08 - 00:16:50:11
Tina Freese Decker
I know that it's going to be a tough year but with the focus and the energy, I think we can accomplish a lot of things. So thank you so much. To all of our members listening in, thank you so much for joining us today. And we'll be back next month for another Leadership Dialogue conversation.

00:16:50:13 - 00:16:58:24
Tom Haederle
Thanks for listening to Advancing Health. Please subscribe and rate us five stars on Apple Podcasts, Spotify, or wherever you get your podcasts.

Opioid use has been on the rise in post-pandemic America, and its effects on communities have been devastating. Decreasing opioid use is a major priority for health systems across the nation. In this conversation, Vinnidhy Dave, D.O., hospice specialist and director of palliative medicine at Englewood Health Physician Network, and Lauren Savage, director of population health at Englewood Hospital, discuss what Englewood Health is doing to prevent opioid use in its communities, and how an opioid risk tool provides guidance and protocols to protect higher-risk patients.


View Transcript
 

00:00:00:01 - 00:00:20:00
Tom Haederle
Welcome to Advancing Health. Coming up in today's episode, a conversation with Englewood Health about the rise in the use of opioids since the pandemic. We'll talk about what providers can do to decrease their use and what Englewood Health is doing right now by way of prevention. Your host is Rebecca Chickey, senior director of behavioral health services with the AHA.

00:00:20:03 - 00:00:30:27
Tom Haederle
She's speaking with Lauren Savage, director of Population Health, Englewood Hospital, and Dr. Vinnidhy Dave, director of palliative medicine, Englewood Health Physician Network.

00:00:30:29 - 00:00:57:04
Rebecca Chickey
Dr. Dave and Lauren, thank you so much for being here with us today to talk about this incredible topic. The opioid crisis during Covid did nothing but escalate, unfortunately. And the more creative the suppliers of opiates and synthetics become, I think the more challenging your job, our role in helping individuals with opioid use disorder, the more challenging it becomes.

00:00:57:04 - 00:01:24:27
Rebecca Chickey
So I'm delighted to, first of all let the audience know Englewood was a Foster McGaw Prize finalist. They were acknowledged and presented with this award at AHA's Leadership Summit in 2024. The prize was for a much broader perspective. They have really done a lot of work around all of behavioral health and improving access. But today we want to focus in on opioid stewardship.

00:01:25:04 - 00:01:48:05
Rebecca Chickey
And I'm going to break this down in a number of ways. My first question to you is that I'd like you to provide some statistics. What are the driving factors that really allowed you to say this is a problem? This is a challenge, and we have to focus on it. So can you start there? Everyone knows what's going on in their community, but they don't know what's going on in yours.

00:01:48:08 - 00:02:06:16
Lauren Savage
Yeah. I mean, I can start and Dr. Dave, feel free to add to the conversation. I think you said it best, Rebecca. This is a problem in everyone's community, and nobody is surprised by the concerns that we're seeing. We do use our community health needs assessment to better understand our community and their needs.

00:02:06:18 - 00:02:34:16
Lauren Savage
In the 2016 and 2019 Community Health Needs Assessment, the need for behavioral health increased tremendously. And at that point, we knew we needed to do more. We also were seeing it in within our own patient population, within our community. And there was also a very generous family that donated to the hospital. And so in 2018, we were also able to open the Gregory P. Shattuck Behavioral Care Center.

00:02:34:18 - 00:03:12:07
Lauren Savage
And this center is dedicated to behavioral health and to substance use. The Shattuck family lost a family member to substance use. And they were clear that part of this center should be focused on our treating our patients and our community on substance use, as well. And it was through the Shattuck Center that we were also able to form an opioid stewardship committee, so that we were really able to get a group of dedicated providers, mostly disciplinary team at our hospital, to come together to talk about the epidemic, to learn, you know, what's happening in our community amongst our patients, and to begin to address it.

00:03:12:09 - 00:03:32:08
Vinnidhy Dave, D.O.
I would say from the physician side of things, you know, my background is internal medicine. And then I trained in palliative care. For years we always, you know, thought about surgeons as the ones that were giving opioids first to patients. But there's been data over the last few years showing that hospitalists and internist were actually the ones that were exposing patients to opioids

00:03:32:08 - 00:03:54:12
Vinnidhy Dave, D.O.
first from the hospital side. So, I think that's where my interest came in, was really how do we work on decreasing the use of opioids in the hospital? How do we decrease the amount of patients we're sending home with opioids? After I read this article in the New England Journal medicine, where it was showing that internists were probably the ones that were exposing patients to opioids first, before surgeons and surgeons have done better job with the last few years.

00:03:54:15 - 00:04:13:12
Rebecca Chickey
So a couple of things. One, I heard in terms of key success factors, Lauren, that you said is when you identified the need, you had the data, you replicated it, you shared it, you then found a generous philanthropist to be able to provide you with the funding and the backing that you needed, but then you also created a committee.

00:04:13:13 - 00:04:36:09
Rebecca Chickey
So this was not being done in isolation. And that really leads me to my next question. One key part if I understand your program correctly, one key component is around prevention. And it is in terms of what are some alternatives to opiates as well as what are best practices around prescribing privileges?

00:04:36:11 - 00:04:58:15
Vinnidhy Dave, D.O.
This is where my kind of work has been with the team and the task force, is really creating what a lot of hospitals are now calling out alternatives to opioids, in the emergency room when we started it and then we started in on the floors in the hospital as well to provide it to our internists hospital as surgeons for normal pain, things that we commonly see.

00:04:58:15 - 00:05:19:17
Vinnidhy Dave, D.O.
So in the emergency room we've created a protocol for back pain, kidney stone pain, headaches, intractable abdominal pain that's not surgical. And there's an order set in our Epic system where we put in non opioids that can be given for those types of pains. So you would just type in alto and in that let's say back pain comes up.

00:05:19:17 - 00:05:45:17
Vinnidhy Dave, D.O.
And then under back pain there's options of steroids, muscle relaxants, anti-inflammatories, reminding providers that have been trained for years just to go to opioids automatically when someone's in severe pain that these are all the other options we have. And sometimes, you know, as physicians, sometimes when you're in the E.R. you're seeing 40 patients it's hard to remember. But now when you type in pain and your alto pops up and now you see back pain, you can check off these things.

00:05:45:19 - 00:06:23:20
Vinnidhy Dave, D.O.
It makes it easier for the providers. And then, of course, we've done a lot of education with the providers. We've done education with the doctors on the floors in the E.R. Most recently now we're working on pain protocol or pain order set, where basically what a lot of hospitals have done for insulin, where there's long acting insulin, short acting insulin, how to check sugars more frequently so that you run into less problems with hypo and hypoglycemia is now we have a whole pain order set that is smart and it uses like if someone has kidney function issues, a liver function issues, certain medications will automatically not pop up so that patients won't accidentally get

00:06:23:20 - 00:06:41:26
Vinnidhy Dave, D.O.
like an ibuprofen if they have kidney issues. This will be the only way to order opioids. They can't just give someone oxycodone. They want to give them oxycodone, they have to go to the order set and the order that has your non-opioids there, your opioids there. So you're always actively thinking about other options to give than just automatically going to opioids.

00:06:41:29 - 00:06:50:00
Rebecca Chickey
Absolutely. Thank you for that. I may come back to you here with a question, but I want to give Lauren the opportunity to jump in a little bit as well.

00:06:50:03 - 00:07:10:28
Lauren Savage
I think we always say this in our department, but we will never have enough providers to provide the treatment needed for the need of our community. So we really have focused a lot on prevention. So a lot of what Dr. Dave is saying in terms of limiting opioid initiations and leveraging our electronic medical record to provide better care.

00:07:11:01 - 00:07:34:24
Lauren Savage
He's gone out and done lots of trainings. We've done some targeted trainings to certain providers who need that further education, but we've also done training for our patients when they are prescribed opioids. So, any time a patient is prescribed opioids at discharge that are provided, automatically provided educational materials to better understand what they're being prescribed and how to not, you know, misuse that prescription.

00:07:34:26 - 00:08:00:07
Rebecca Chickey
I should share with you. We worked with the CDC, AHA worked with the CDC probably about five years ago now, but I think it is still very on point and helpful. We have a two-pager that we can provide to families and patients. So not just the patients, but letting the family know what are some of the signs and symptoms if they start to see you know, perhaps abuse of the opioids if they do go home with them.

00:08:00:09 - 00:08:22:18
Rebecca Chickey
So my next question is, I think you've also developed a screening tool for OUD, probably, much broader, but for all substance use disorders, particularly given the statistics that you just said, Dr. Dave, regarding, you know, what happens upon admission and discharge. So can you tell me a little bit about the screening tool and how you baked it into your EHR?

00:08:22:21 - 00:08:50:12
Vinnidhy Dave, D.O.
So we've implemented the opioid risk tool, which is probably the most studied one out of what we have right now. And it's implemented into our EHR, where anybody can put the phrase in: dot.org.key or dot.risk. And it pops up and it's also part of our preoperative screening as well. So in the preoperative area, if someone is tagged to be high risk, then they're referred to a pain management provider so that we can follow them

00:08:50:12 - 00:09:08:09
Vinnidhy Dave, D.O.
postoperatively if there's any concerns. We've done education with the residents and the hospitals about using this tool. So if they do start someone on opioids in the hospital, they're able to understand what risk factors the patients have. And then we've shared this with our outpatient providers as well, because we have hundreds of primary care doctors that are part of our network.

00:09:08:09 - 00:09:13:07
Vinnidhy Dave, D.O.
So they can use that as well when they're prescribing opiates to their patients.

00:09:13:09 - 00:09:15:29
Rebecca Chickey
Lauren, what would you like to add?

00:09:16:01 - 00:09:36:03
Lauren Savage
Yeah. So in addition to the opioid risk tool, we've also implemented a screening tool in our emergency room. So I'm going to go back to my point of prevention. And if we can screening individuals and earlier determine whether or not they have a substance use concern, we can provide them the correct resources and connect them to the appropriate level of care.

00:09:36:06 - 00:09:59:14
Lauren Savage
So all individuals who come to our emergency room, I believe it's 18 and up. We are screening for all substances, opioids included. And any patient who screens positive will receive counseling by one of our emergency room doctors, by our social workers. And if needed, a social worker will make a referral for that patient for additional services.

00:09:59:16 - 00:10:22:07
Rebecca Chickey
I have to admit, one of my biases is that that's the wave of the future, to screen for psychiatric and substance use disorders for every admission, it's somewhere between 1 in 4 or 1 in 5 admissions to the hospital has  - and is probably much higher than that in the emergency room - has a comorbid psychiatric or substance use disorder.

00:10:22:15 - 00:10:44:05
Rebecca Chickey
That is not, as you said, they're presenting diagnosis or the presenting reason for their admission, but it's there nonetheless. And we should always take the opportunity to identify and treat, if needed. And also, you know, that happens sometimes to improve outcomes and shorten length of stay. And anyway, I could speak on that for hours. I won't here.

00:10:44:12 - 00:10:51:17
Lauren Savage
You are correct though. It's about 20% of the individuals we are screening have a positive screen for substance use.

00:10:51:19 - 00:11:14:05
Rebecca Chickey
As we begin to bring this to a close, let me ask you this key important fact. What's the impact then, for all this work, for creating the center, for implementing the screening programs, for doing the training, for changing the culture, quite honestly? For using technology to help in decision-making process. What's the impact you've seen?

00:11:14:07 - 00:11:39:23
Lauren Savage
One impact I can share. I think you touched it when you just said changing the culture. Englewood Health has really recognized that 20% of the patients that we've screen in the emergency room are in need of additional counseling and support. So, just two months ago we have now opened an outpatient addiction medicine office so that we are more easily able to treat the patients that we identify within our own system.

00:11:39:26 - 00:12:01:14
Vinnidhy Dave, D.O.
And I can follow what Lauren said. I think, you know, we've seen a huge difference just from the hospital side, from our providers, from our residents when you know, they're ordering, I'm seeing less opioids being ordered if we're ordering opioids. Even the nurses are sometimes questioning it or they'll ask me on the side like, is this appropriate? So there's this huge culture shift that we've seen with education.

00:12:01:16 - 00:12:23:21
Vinnidhy Dave, D.O.
And I think making the providers feel comfortable using other medications and not feeling like they have to go to an opioid first, that it's kind of a domino effect throughout the program. And, you know, we're seeing outpatient providers, inpatient providers really trying to make sure that they're only using the opioid when they feel it's really appropriate. And it's not the first thing that they're going to do in terms of treatment.

00:12:23:23 - 00:12:55:18
Rebecca Chickey
That's phenomenal. What would you say are two key success factors that allowed you to do this? Was it a champion like Dr. Dave stepping up and saying, we've got to do this, and I'm here to be a team player to make it happen. Obviously, I think earlier you mentioned, a wonderful philanthropist that allowed you to have the funds to do that. But what are a couple of key success factors that the listeners would need to know about to implement something similar in their own organization?

00:12:55:21 - 00:13:17:15
Lauren Savage
I think for our stewardship, it really was a collaboration of different disciplines coming together and recognizing the role that each of us plays in this process. Because it was all of us working together that we were able to implement all of these workflow changes and utilizing our electronic medical record and the education of our providers and the education of our community.

00:13:17:18 - 00:13:21:07
Lauren Savage
It required all of us to work together to achieve the goals we set forth.

00:13:21:09 - 00:13:44:05
Vinnidhy Dave, D.O.
I was thinking the same thing that Lauren said. I think it's really getting the providers in different areas to really bring this together and make it move forward quickly, whether it's, you know, someone from IT, whether it's you know, someone from social work, whether it's ER doctor, the chief of anesthesia, you know, chief of medicine, chief of psychiatry, and then, you know, Lauren making sure these meetings happen on top of it.

00:13:44:05 - 00:14:05:16
Vinnidhy Dave, D.O.
and we're making sure we're planning for it beforehand. And then making sure we have a plan for the next one, and really, I think, a point person and then being able to get the right people together to implement it, and then everyone being passionate about it. Everyone on the team was excited about, we want to try to do this, and we want to try to reduce opioids and we want to try to, you know, get better care for our patients.

00:14:05:19 - 00:14:40:09
Rebecca Chickey
Awesome. Well, thank you so very much for your willingness to share your time and your expertise. I'm hoping that this podcast, along with other work that AHA has done and that you have done, will inspire others to go on this journey for this very, very important clinical disease and disorder. And I again say congratulations on being one of AHA's Foster McGaw Prize finalists, and I will point the listeners to AHA's resources on opioids at AHA.org/opioids.

00:14:40:11 - 00:14:48:22
Tom Haederle
Thanks for listening to Advancing Health. Please subscribe and rate us five stars on Apple Podcasts, Spotify, or wherever you get your podcasts.

In the last of this four-part conversation, four leaders from Scripps Health — Chris Van Gorder, president and CEO, Todd Walbridge, senior director of corporate and system safety and security, Shane Thielman, corporate senior vice president and chief information officer, and Gerry Soderstrom, corporate senior vice president and chief audit, compliance and risk officer — discuss the future of cyberattacks on America's health care, the real-time threat to patients, and recovery efforts once an attack is over.


View Transcript
 

00:00:00:20 - 00:00:26:24
Tom Haederle
Welcome to Advancing Health. Today we bring you the final segment in a podcast series featuring four leaders from San Diego-based Scripps Health, who discussed the need for business and clinical contingency plans to sustain patient care in the wake of suddenly losing all technology, as happened to Scripps Health after a dangerous cyberattack nearly four years ago. Your host is John Riggi, AHA national advisor for cybersecurity and risk. And his four Scripps Health

00:00:26:24 - 00:00:43:09
Tom Haederle
guests are Chris Van Gorder, president and CEO, Todd Walbridge, senior director of corporate information systems, Shane Thielman, chief information officer, and Gerry Soderstrom, chief audit, compliance and risk officer. Let's join them.

00:00:43:11 - 00:00:55:22
John Riggi
Chris, maybe I could start with you. What concerns you most about this continued evolution of ransomware and that we're seeing in the increased frequency and severity of attacks?

00:00:55:24 - 00:01:16:28
Chris Van Gorder
I think there's a couple of things. One is communication. Basically, the answer is don't. That was very difficult. I was just meeting with a reporter, you know, before we did this podcast. And he was a reporter that was pretty angry at me during the course of our cyberattack and after, because I'm a pretty transparent individual. Our organization is a major community resource.

00:01:17:01 - 00:01:39:26
Chris Van Gorder
And it was pretty frustrating for me to be told by every lawyer, internal lawyers, the external lawyers, the insurance company lawyers - that because of subsequent issues down the road, mostly the class action lawsuits that are sure to follow, that everything and anything we said would clearly be used against us. And I wasn't even able to communicate that to reporters until this morning.

00:01:39:28 - 00:02:03:09
Chris Van Gorder
And he certainly understood the issue because there's been a lot more cyberattacks, of course, since ours took place. So we had to, I mentioned earlier, hire a communications company that assisted us with crisis communication. I remember one day I was I insisted on making a statement and it took, I think, about 25 people in two different organizations an entire day to write one paragraph that I was permitted to share.

00:02:03:16 - 00:02:28:09
Chris Van Gorder
And the reason again for that is because the concern about regulatory agencies ultimately using that against us. Certainly the class action lawyers. And I think that's a real problem, because there have been a number of attacks since. And we're willing to reach out and offer our assistance. But there's a concern there that, you know, even though we were doing everything under attorney client privilege, every contract we made, everything went through our legal office.

00:02:28:16 - 00:02:52:11
Chris Van Gorder
Once we start communicating to another organization that's going through this, they may in fact not be protected from the information that we share. And so I'm unable to even share our experience with our colleagues that are facing cyberattack for fear of class action lawsuits. So I think in the end, the government really does have to take a look at, you know, setting standards, in my opinion, just as we have standards in hospitals for virtually everything we do.

00:02:52:14 - 00:03:17:15
Chris Van Gorder
You know, the Joint Commission and our state health departments and CMS, survey us to make sure that we are, in fact, compliant. And if an organization is compliant, in my opinion, they should be held free from future regulatory and class action lawsuits. And in so doing, we can actually share the information more freely and communicate and help each other during these attacks, instead of being silent and not being able to do so.

00:03:17:16 - 00:03:42:19
Chris Van Gorder
I was advised initially not to talk to the FBI, not to release all the data that we had that could have been helpful in the investigation. And I chose because my law enforcement background and because of my relationship with the FBI, which started long before the cyberattack, that we had an obligation to the country, to the health care industry, and to our own organization and community to share as much information as we possibly could

00:03:42:19 - 00:03:48:07
Chris Van Gorder
and that's what I insisted on doing, despite legal recommendations otherwise.

00:03:48:09 - 00:04:13:03
John Riggi
Thanks for that perspective, Chris. Again, you understood because of your dedication of your life to service and law enforcement and health care, how important it was not only for you as an organization to cooperate with the federal government, but to help prevent other attacks, as you said, to help warn the nation. Folks, I'll just point to public law 116, 116-321, which the AHA helped get passed in January 2021,

00:04:13:06 - 00:04:35:10
John Riggi
that does provide a measure of regulatory relief, if you can, as Chris said, demonstrated adherences to basic cybersecurity protocols. But the missing element, as you said Chris, is there's no civil litigation protection there, especially when it comes to the impact that he attacks. Todd, maybe I could go back to you, based on your investigative background, to wrap this question up.

00:04:35:15 - 00:04:49:03
John Riggi
Where do you see ransomware going, especially where we have this kind of hybrid threat, nation/state involvement, this murky world. Where does criminality end and really intelligence operations or terrorism begin?

00:04:49:06 - 00:04:55:22
Todd Walbridge
The benefits that Scripps provided to the United States intelligence community were immense. I don't think the intelligence community realized

00:04:55:22 - 00:04:57:27
Todd Walbridge
the damages that can be caused

00:04:57:27 - 00:05:09:12
Todd Walbridge
to a community through a ransomware attack when you hit a hospital. And we were able to, at a high level, let the United States intelligence community realize the impact of an attack on our hospital system.

00:05:09:14 - 00:05:11:25
Todd Walbridge
And as Chris opined previously, that

00:05:11:25 - 00:05:13:10
Todd Walbridge
people can die as a result

00:05:13:10 - 00:05:28:03
Todd Walbridge
of systems being offline. So I think the United States government needs a combined approach. And that was one of the things that we were able to do with Conti, where it's not just the FBI, it's the FBI and the intelligence community, whether that's the CIA, the NSA, and even working with

00:05:28:03 - 00:05:30:16
Todd Walbridge
cybercomm for offensive capabilities.

00:05:30:21 - 00:05:37:18
Todd Walbridge
Defending is going to be a cat and mouse game. We've seen some of these groups go after other industries, get out of the health care industry,

00:05:37:21 - 00:05:39:23
Todd Walbridge
only to find some of these other industries tightening

00:05:39:23 - 00:05:42:05
Todd Walbridge
their security defenses and returning

00:05:42:05 - 00:05:45:06
Todd Walbridge
back to the health care industry, because health care equipment

00:05:45:06 - 00:05:47:21
Todd Walbridge
that touches the internet is really hard to defend against.

00:05:47:23 - 00:05:50:10
Todd Walbridge
when you have a vast array of devices

00:05:50:10 - 00:06:03:23
Todd Walbridge
that touch the internet, from imaging machines to IV drip machines to just computers. Your average business has servers and desktop computers and laptops that they have to secure. It's different from securing medical devices that touch the internet.

00:06:03:26 - 00:06:07:15
Todd Walbridge
So this sort of attack on a hospital system is always

00:06:07:15 - 00:06:16:04
Todd Walbridge
going to be beneficial to a ransomware actor unless we start to take away their incentives or unless we're able to impose some sort of consequence on them.

00:06:16:06 - 00:06:16:21
Todd Walbridge
And some of those

00:06:16:21 - 00:06:22:01
Todd Walbridge
consequences require the U.S. government to punch a little bit further than the FBI can.

00:06:22:03 - 00:07:05:24
John Riggi
Yeah. Understood, Todd. Again my role, you know, from years at the Bureau counterterrorism, we've got to increase risk and consequences for the bad guys and use all of U.S. government's capabilities, both military and intelligence capabilities, to degrade the bad guys' capability to attack us utilizing those offensive cyber operations. Chris and Shane, to that point, you know that I, on behalf of the AHA - all of us here at AHA have been very vocal in the media and with Congress and with policymakers that these attacks against hospitals not only threaten the hospital as an organization, they threaten the patients within the walls of the hospital, and they threaten the safety of the entire community

00:07:05:24 - 00:07:21:03
John Riggi
that depends on the availability of that hospital. And ultimately, these are truly threat to life crimes. Chris, maybe I'll go back to your - I think you touched on this a little bit. Could you elaborate a little further on how ransomware attacks affect patient care?

00:07:21:05 - 00:07:43:05
Chris Van Gorder
Well, we've been calling them cyberattacks and ransomware attacks. These are terrorist attacks, and they have the potential of killing just as much as a bullet or a bomb could. And it's not just the patients that are in the hospital. Remember, when you go on diversion, you're bypassing people who need emergency care and they have to go elsewhere in the community for that, which cost time and time could be lives.

00:07:43:06 - 00:08:05:02
Chris Van Gorder
So these are very significant threats to our country, our communities and our patients. And I know there's a, you know, expectation that somehow hospitals just make themselves safe. But I think that you've heard through the expertise of the people on my team and Todd, internal and external expertise is that there's no 100% way to protect yourself 100% of the time.

00:08:05:04 - 00:08:26:28
Chris Van Gorder
And so the key now is for our country to step up and help support its medical and health care industry with expertise and resources, if necessary. If this is important to them as much as it is to all of us, and frankly, to go after our adversaries who are in fact, international terrorists. We have done that before in response to 9/11 and elsewhere.

00:08:27:00 - 00:08:53:20
Chris Van Gorder
This is no different. Every single one of these attacks across the country - every time my heart breaks when I see another hospital victim of a cyber incident - most of those are ransomware attacks with flat out criminals and terrorists that are taking advantage of the health care system. And we need, I think, to do a better job. And certainly for regulators and legislators to be far more understanding about hospitals as a victim and not the bad guy when there's an attack.

00:08:53:22 - 00:09:10:18
John Riggi
Totally agree, Chris. We are not going to win this battle, this war, on defense alone. There's got to be an equally aggressive offensive side to this as well. Shane, what are your thoughts on that? How did this ransomware attack impact patient care from your perspective?

00:09:10:20 - 00:09:44:10
Shane Thielman
Yeah, Chris has touched on a few significant observable impacts to our community. I actually sort of see this as an exercise each time that a cyberattack is announced on a hospital or health care system as really an exercise in resilience of our clinical community and those that are providing patient care. The mission doesn't change. The tools and the access to data and information are vital to delivering high quality and safe care.

00:09:44:12 - 00:10:10:18
Shane Thielman
But what ends up happening in the absence of access to information that's expected or anticipated when someone shows up for their shift, is an incredible amount of ingenuity and a focus on each and every patient, and ensuring that the care is of equal quality and is delivered in a safe and effective way. I think as much as we talk about the impact patient care, we have to consider the clinical community and the impact on the community as well.

00:10:10:20 - 00:10:38:08
Shane Thielman
And so we really have heroes. They're heroes when we're not dealing with cyberattacks, but they are elevated even more in the midst of addressing a significant outage that's caused by a cyber event. And so I really think that as much as we talk about patient care, I don't think that our clinicians get up when they are dealing with a cyberattack and think differently about the mission that they are serving on behalf of the organization.

00:10:38:09 - 00:11:19:05
Shane Thielman
And I think in many ways, we need to be thinking about how do we create the safeguards for them to practice and deliver care in the best way that they can under duress and under challenging circumstances, and then ensure that after the fact that we have mechanisms in place to continue to care for our care providers in a way that allows them to work through that very stressful event and the effects of that stress on them individually, so that once we're back to, you know, restoration of all of our systems and to a degree back to normal, that we don't forget about the effect that's also had on our clinical community.

00:11:19:07 - 00:11:39:19
John Riggi
That's a great point. Clinical staff, as you said, our frontline health care heroes have so much to deal with. And then to try to continue providing care without technology is just immense, especially during Covid. Along those lines, we've talked about the attack, the impacts. Let's talk a little bit about resiliency and recovery now. And then Chris, I'll go back to you and then over to Gerry.

00:11:39:21 - 00:12:04:06
John Riggi
So in the face of this attack, how was your organization prepared to continue to deliver care without technology for an extended period? When I do many, many presentations across the country, I talk about the need to prepare not just business continuity, but clinical continuity plans to sustain a loss of technology during ransomware attacks for up to 30 days or longer.

00:12:04:10 - 00:12:07:21
John Riggi
So, Chris, maybe I could start with you on this.

00:12:07:24 - 00:12:32:06
Chris Van Gorder
Yeah, again, we relied on our frontline people to identify whether or not we could continue taking care of patients, and if not, we would transfer those patients. In the case of radiation oncology patients that needed to have therapy every single day, we were not certain that we could do that. And so a number of those patients ultimately were referred to outside radiation oncology centers so that they could continue their therapy.

00:12:32:08 - 00:13:00:12
Chris Van Gorder
There were other practices that we were able to continue. There were some x rays and other devices that continued to be used, but not necessarily connected to the electronic health record or to our PACs system or those types of things. And so everything had to be done more manually. I mean, literally with physicians, you know, and others going to the old imaging reading room and with the radiologist, you know, a surgeon, radiologist, and maybe other clinical staff, reading the X-ray and then going back and being able to take care of those patients.

00:13:00:15 - 00:13:24:25
Chris Van Gorder
Certainly only emergent and urgent cases, continued elective cases were put off, obviously, until we were back up and operational. But you think about blood banks, lab work, all the enormous amount of paper that has to be generated so that when we do go back up  - and this has been touched on by Shane and Jerry already - that, you know, our business continuity program, you know, and people are looking right from day one.

00:13:24:27 - 00:13:41:00
Chris Van Gorder
And so what are we going to do with this with all of this paper? How are we going to ultimately get it back into the electronic health record and into our business billing systems, so that in fact, we would be able to have income coming in. Understand payroll, Kronos, all of those systems that we used for payroll were down.

00:13:41:01 - 00:14:05:24
Chris Van Gorder
And so we had to come up with HR, people with a methodology to continue to pay our employees and track time or, in the end reconcile payments to employees that we continued to make after the fact. I recall one of our older physicians was thrilled that the electronic health record was down and loved it being on paper, but we discovered that our residents didn't know how to write prescriptions on paper because they never had to do that before.

00:14:05:24 - 00:14:27:01
Chris Van Gorder
And so those were kinds of things that we had to manage as we did. And of course all along thinking, how are we ultimately going to comply regulations, where Gerry came in and really handled, you know, our operators, our health information people lab and others worked for literally months on reconciling and bringing back that information.

00:14:27:06 - 00:14:49:01
Chris Van Gorder
By the way, handwriting became a big issue because we moved away from handwriting, and now we couldn't read patient names on a lab report or couldn't read the order properly. And so there had to be a whole process set up to reconcile when you couldn't understand the information. And literally I remember going in and there's dozens and dozens of people that are reconciling all of this handwritten information.

00:14:49:04 - 00:15:12:08
Chris Van Gorder
In the end, how many, you know, records were exposed and how are we going to manage the notifications? And that required - and Jerry can elaborate on this, you know, - literally outside companies going through a huge amount of data and information, reconciling duplicates and triplicates and all of those types of things identifying the number. Well, people were frustrated, calling us in on a regular basis

00:15:12:08 - 00:15:35:05
Chris Van Gorder
going, was my information exposed? Our doctors, they were getting little hacks at home, had nothing to do with this, assuming all of a sudden that had to do with the ransomware attack and therefore Scripps had to be responsible for that. And in the end, setting up outside call centers so that there were enough people to take the calls and internal staff to be able to handle the issues that were coming up that the call centers couldn't handle.

00:15:35:07 - 00:15:47:15
Chris Van Gorder
And then ultimately, the notifications, that whole process that took place. I mean, literally, we're talking about three and a half weeks, but we're talking about, well in excess of a year to manage all of these pieces appropriately.

00:15:47:17 - 00:15:54:13
John Riggi
Thanks, Chris. Jerry, if you could further elaborate on all of those recovery process and those issues that you had to deal with.

00:15:54:16 - 00:16:19:21
Gerry Soderstrom
You bet. The recovery, as Chris mentioned, has a very long tail. Addressing the privacy requirements alone was a significant and I would say, as Chris noted, a Herculean effort. You have to look at all of the documents or any piece of information that may have been accessed by the threat actor, and make sure that you properly notify the patients who are impacted. Now

00:16:19:24 - 00:16:43:10
Gerry Soderstrom
again, you know, one of the benefits for us at Scripps was that the threat actor never got into our electronic health record. They never got into Epic. However, most organizations put a significant amount of operational data, right, on their different storage areas around the company. So in our case, it was on our network servers. So those network servers had daily census.

00:16:43:13 - 00:17:02:12
Gerry Soderstrom
And so the type of information was pretty limited, right? It may have had a patient's name. It may have their physician's name. It may have had their location or their time for the procedure or the treatment. And that was it. But that alone gave rise to a notification requirement that we need to have under HIPAA and any organization has.

00:17:02:12 - 00:17:23:01
Gerry Soderstrom
And again, as most of you are aware, if it's over 500, then you've got additional requirements and responsibilities that you need to attend to. This isn't just a single document with a single patient name. It could be a spreadsheet with hundreds of patients' names. And so you need to go through all of those and understand what is the required notification to each of those patients?

00:17:23:03 - 00:17:52:12
Gerry Soderstrom
How are we going to do that as timely as possible? We need to demonstrate right to ourselves, to the public and to the regulators that we met the expectations that we have for the community that we serve each and every day. I was going to mention, you know, as we went through the recovery, our focus was and always is, even when all of our systems are online, is to focus on supporting our patient care, supporting our physicians, our clinical teams, right to do the work that they do each and every day.

00:17:52:15 - 00:18:13:17
Gerry Soderstrom
But as Chris mentioned, there's also the business of health care. And that business of health care is also making sure taking care of them means paying them. And so, as Chris mentioned, when our systems were down and our internet connections and our network connections between systems were no longer working because Active Directory was impacted, so we're no longer able to communicate as easily internally

00:18:13:24 - 00:18:40:04
Gerry Soderstrom
and those business systems didn't communicate with anyone, we needed to find alternative ways to deal with that. And so one of the pieces that I'd also just encourage people is to set up those different teams that are available to support that ingenuity that's happening on the fly to make sure that those legal considerations, the privacy considerations, compliance considerations, all of those other things are being addressed in real time so that we can deploy that.

00:18:40:06 - 00:19:04:03
Gerry Soderstrom
I think Shane talked about the importance of bringing back online those clinical systems that were prioritized, that are required for delivering the patient care that we needed to. And so there were a lot of people that said, I want the payroll system up. Well, the payroll system was important in that we needed to pay our employees, and we did that, but we needed to prioritize other systems ahead of that

00:19:04:04 - 00:19:32:24
Gerry Soderstrom
once we were able to find a way to meet payroll. There are certain things, right, when you run a business that are not options. One is for us delivering safe, high quality patient care, and the other one is paying those individuals that do that work. But it is a long tail, you know, having to address the class action lawsuit, having to address your privacy requirements both at the state and federal level, and making sure that you're doing those notifications takes an enormous amount of work.

00:19:32:24 - 00:19:55:17
Gerry Soderstrom
And as Chris said, I even maintained the log because there was no shortage of individuals that were convinced - whether it was our patients, our own employees, physicians that we work with - that somehow their information was caught up in this. I think, you know, the world continues to evolve. I think every week or once a month, all of us get notified that our information was compromised somewhere.

00:19:55:19 - 00:20:09:00
Gerry Soderstrom
But again, you're always thinking of what's happening in the moment. So I maintained a log and I made sure and scrubbed that log to see if there was any instance that was connected. Fortunately, we did not identify any connections to our event.

00:20:09:02 - 00:20:29:15
John Riggi
Thank you for that. Gerry and Chris, thank you and your team for your leadership and courage to come forward and tell your story. I have no doubt you will help defend health care in America against these type of attacks. And I also want to thank, of course, all our frontline health care heroes for everything you do every day to care for our patients and serve your communities.

00:20:29:18 - 00:20:38:18
John Riggi
On behalf of the American Hospital Association, this has been John Riggi, your national advisor for cybersecurity and risk. Stay safe everyone.

00:20:38:21 - 00:20:47:02
Tom Haederle
Thanks for listening to Advancing Health. Please subscribe and rate us five stars on Apple Podcasts, Spotify, or wherever you get your podcasts.


Listen to  Part One, Two and Three in the series "How to Survive a Cyberattack with Scripps Health" below.
 

How to Survive A Cyberattack with Scripps Health: Part One

How to Survive A Cyberattack with Scripps Health: Part Two

How to Survive A Cyberattack with Scripps Health: Part Three

AHA Advancing Health Podcasts logo

Subscribe to Advancing Health

Apple Podcasts icon logo
Spotify icon logo

Featured Podcasts


AHA Members: Listen to Advancing Health Podcasts on the My AHA Connect App

The AHA keeps you updated on the latest Advancing Health podcasts through the My AHA Connect app for your phone or tablet. Just click on the Media tab, and you can listen to the entire podcast series. It is ideal for listening while you commute, exercise, or just enjoy a few free minutes in your day.

Download My AHA Connect Today!

Download on the App Store Badge logo

Get it on Google Play

Innovators Connection

Hear industry leaders sharing new knowledge, fresh ideas, and creative solutions from Leadership Summit.

Podcast Series

Latest

In today's conversation, this year's winners discuss the successful strategies they’ve implemented to advance the work of health equity in their hospitals and beyond.
In this conversation, Hilton Raethel, president and CEO of the Healthcare Association of Hawaii, describes how the tragedy unfolded, the steps health care providers took in the face of an unparalleled crisis and what can be improved when the next disaster strikes.
In this conversation, Stacey Ouellette, director of Behavioral Health Integration with Maine Behavioral Healthcare, discusses the positive impact integrated care has had on workplace productivity and satisfaction, and how it's made their teams more connected across the organization.
In this first episode of the new series “Caring for Our Kids,” learn about the Texas Children's Pediatric Cancer Survivorship Program, and the impact it has had on the lives of young cancer patients.
In this conversation, Veronica Gillispie-Bell, M.D., OB-GYN at Ochsner Health, discusses successful strategies to reduce maternal morbidity after childbirth, and how these solutions should always start with equity at the forefront.
In this conversation, Children's Mercy Kansas City's John Cowden, M.D., director of the Culture & Language Coaching Program, and Jessi Johnson, health equity specialist, discuss what makes equity integration at the health system so unique, and how initial discussions with employees helped guide equity principles.
In this conversation, Joy Lewis, senior vice president of health equity strategies at the AHA, speaks with Aletha Maybank, M.D., senior vice president and chief health equity officer at the AMA, about the challenges in the health equity space, and the opportunities that can make a difference in health care across America.
In this conversation, leaders from the 2024 Quest for Quality winner, WellSpan Health, and finalists Carilion Clinic, Jefferson Health and MUSC Health, discuss their organizations' work in providing safe, patient- and family-centered care.
In this conversation, cyber security experts from the AHA and Microsoft, discuss the urgent need to build a cyber strong workforce, particularly in rural hospital and health systems, and how methods such as re-skilling can sustain permanent cyber readiness. 
In this conversation, Jason Melegari, R.N., director of clinical services at Sheppard Pratt, discusses how the organization's mobile behavioral health initiative was road tested, and the positive difference it is making for accessibility.