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Kevin Dedner wants to eliminate the barriers that patients of color face in accessing mental health services.

Dedner is the founder and CEO of Hurdle, a digital mental health startup. Dedner created the company in 2018 with a goal of providing culturally intentional care.

Many patients from minority groups, particularly Black patients, stop therapy because their clinicians don’t acknowledge the impact of race in their life experiences. Hurdle said the inspiration for creating the company stemmed from his own battle with depression and his difficulty in finding the right therapist.

“The mental healthcare system as we know it was not designed for everyone,” Dedner told 

Hurdle connects patients to therapists using techniques developed by Norma L. Day-Vines, Hurdle’s clinical research lead and associate dean for diversity and faculty development at Johns Hopkins University’s school of education.

Patients with Hurdle are staying with therapists more often than the national average, Dedner said.

“We think this is quite significant … because 50% of ethnic minorities terminate therapy prematurely because of that lack of provider fit,” Dedner said.

 about mental health, the challenges for Black Americans, and what healthcare leaders should be doing to help employees from minority groups.

Project IMPACT aims for better healthcare for patients of color

 on vicarious racism and its impact on Black mental health.

Many Black Americans experience a profound health impact from racial acts of violence aimed at others, such as the killing of 10 Black people in a supermarket in Buffalo, New York, earlier this month.

“One of the things we are finding is that impact with direct racism and vicarious racism can be equally problematic,” Day-Vines said. “‘It can be equally draining. It can be equally sort of stressful, creating a psychological distress that contributes to a lot of other problematic kinds of concerns for people.”

Some participants in Hurdle’s report described vicarious racism as having a toll on mental health and even suffering physical discomfort. “In many ways it was like people were reliving some of those experiences,” Day-Vines said. “There’s a physiological reaction often to what people encounter as they engage with vicarious racism.”

The massacre in a predominantly Black neighborhood in Buffalo elicits many of the same fears and anxieties as the killing of George Floyd did among Black Americans. Floyd was killed by a Minneapolis police officer almost exactly two years ago, on May 25, 2020.

“There is something that has been happening in the daily life and daily experience of what it means to Black in America that takes a toll on you,” Dedner said.

The day after the Buffalo shooting, Dedner recalled following his normal routine of going to the grocery store in northwest Washington, D.C., a predominantly Black neighborhood. “I wondered about the other folks who were in the grocery store with me,” Dedner said. “Like, who else was there?”

Norma Day-Vines, clinical research lead at Hurdle and associate dean at Johns Hopkins University

Therapists need to acknowledge these fears among Black patients. Too often, clinicians aren’t comfortable talking about those experiences.

“People don’t come to counseling because they’re Black,” Day-Vines said. “They don't come to counseling because they’re gay. They don’t come to counseling because they’re poor. All of those dimensions may shape how they experience life.”

If a client talks about their experiences and the clinician pivots away, she said, “People do not feel heard or understood. They feel like their concerns are invalidated.”

There are health consequences for not talking about issues of race, ethnicity and culture, Day-Vines said.

“The opportunity for clients to come in and have space within which to talk about these issues is really important,” she said. “Once you begin to talk about what is going on, you have a cathartic moment. Following the cathartic moment, you can begin to think, ‘How am I going to manage this?’”

The lack of diversity in mental health contributes to the barriers for Black patients and other patients of color.

Nationwide, only 2% of psychiatrists are Black, according to data from the American Psychiatrist Association.

“We have really, in the country, failed at creating a diverse mental healthcare system,” Dedner said.

“We have really, really serious workforce issues that it will, candidly, take generations for us to fix.”

Health advocates have urged Congress and President Biden’s administration to invest more in expanding and diversifying the nation’s mental health workforce. Many don’t pursue mental health careers because of the heavy student loan debt.

Congress pressed to invest more in mental health

Dedner called on the National Institutes of Health and the U.S. Centers for Disease Control to place a greater focus on the mental health needs of Black Americans.

“We need the NIH and CDC to take a broader understanding about black folks' mental health and how these issues are impacting people,” Dedner said.

Events such as the mass shooting in Buffalo “really do impact people’s mental health,” Dedner said.

“It shows up in ways that we’re just now beginning to articulate our understanding of it,” he said. “And we don’t know enough. So our government really needs to double down and try to understand more so we can support people through these challenges that they experience in their daily lives.”

Dedner said the discussion about race in mental health is an essential conversation that needs to happen more broadly. “I’m exhausted having this conversation,” he said. “I’m exhausted trying to bring attention to this issue.”

Why diversity must be a ‘culture change strategy’

Healthcare leaders must be mindful of the issues weighing on their Black patients, and their Black employees, Dedner said.

For hospital and healthcare leaders who want to help their Black employees, Dedner outlined three steps to consider.

First, health leaders must create space for conversation about race and stress. After the Buffalo shooting, Dedner asked members of Hurdle how they were coping. “The pain and fear and anxiety among the black mothers literally brought me to tears, and I needed to go off camera,” he said. “We have to create space for people to acknowledge how they feel.”

Secondly, health leaders have to make sure employees know they have access to services and assess how often workers are taking advantage of employee assistance programs. “It’s not enough to say, ‘We have an EAP,’” Dedner said. “We should be thinking about utilization rates.”

Finally, Dedner said leaders should examine the internal look of their organization. “Do a gut check around your culture,” he said.

“Are there systems and processes that you have put in place that sort of reinforce these biases and stigmas or even perpetuate stigmas associated with people of color in your company? We can all do that,” he said.

Dedner views Hurdle’s model of cultural humility and cultural responsiveness as filling a critical need at such a crucial time. Since the killing of George Floyd, more honest conversations about race are happening, Dedner said.

“I’m glad that we’re having the conversation,” he said. “But it also points to the need to make sure that our mental healthcare system is prepared to support people of color.”

Articles

The digital health company offers culturally intentional care. Kevin Dedner, founder and CEO, says it’s needed because the mental healthcare system wasn’t designed for everyone.

Hurdle aims to expand mental health for patients of color

Hospital leaders and advocates have spoken about burnout and staff shortages, and U.S. Surgeon General Vivek Murthy is warning of grave consequences to the healthcare system.

 Monday on the state of healthcare workers, citing “a moral obligation to address the long-standing crisis of burnout, exhaustion, and moral distress across the health community.” The 76-page report outlines recommendations for healthcare providers, payers and federal and state governments.

Murthy’s warning comes during Mental Health Awareness Month, and healthcare leaders said the pandemic has taken a toll on doctors, nurses and other healthcare workers.

In addition to the trauma of caring for COVID-19 patients for two years, many clinicians have worked long hours, particularly as staff shortages have worsened. Roughly 1 in 5 healthcare workers have left their jobs since the pandemic began, according to a report from 

How the COVID-19 pandemic has affected hospitals

Some warn the crisis could get worse. Many nurses and doctors have said they plan to leave their practice within two years, according to a 

In a statement with the report, Murthy referenced the crisis.

“COVID-19 has been a uniquely traumatic experience for the health workforce and for their families, pushing them past their breaking point,” Murthy said. “Now, we owe them a debt of gratitude and action. And if we fail to act, we will place our nation’s health at risk.”

Why the Lorna Breen Act is just a first step in improving mental health of healthcare workers

The surgeon general’s office also cites a projected shortage of 3 million low-wage healthcare workers within the next five years.

Here are nine key takeaways from the surgeon general’s report aimed at healthcare organizations.

Healthcare organizations must ensure they are taking care of workers and that must come “at the highest levels of leadership.” Such steps should include establishing a chief wellness officer and online safety resources. Organizations should include “well-being metrics” as key performance indicators and tie executive compensation with improvements in the well-being of workers. Systems should form safety teams to identify issues affecting healthcare workers.

Health systems should introduce violence prevention programs, which should address physical threats, as well as verbal abuse and harassment online. Some health groups have backed 

 requiring healthcare organizations to create workplace violence prevention programs.

Healthcare organizations must empower workers to speak up with ideas to improve the quality of care, patient safety and workplace efficiencies. “We can begin by listening to health workers and seeking their involvement to improve processes, workflows, and organizational culture,” the report states. In addition, organizations can build positive cultures by asking questions of staff in rounding, huddles or one-on-one meetings.

Healthcare organizations have a better chance of keeping workers if they show them how valuable they are. The report said that includes competitive pay, affordable healthcare coverage, including mental health and substance use care, and policies such as parental leave and support for caring for children or older family members. Employers should ensure opportunities for career advancement and mentoring, especially for women and minorities.

Health systems must reinforce to workers that seeking help isn’t going to damage their careers, because some clinicians don’t seek treatment for fear it will affect their licenses or have other negative ramifications. Healthcare organizations need to ditch punitive policies that can deter workers from seeking mental health services. 

Employers should examine job application and renewal forms to be sure questions don’t discourage workers from seeking help for mental health or substance use issues.

Health organizations have to commit to diversity, equity and inclusion. The report notes examples, such as Massachusetts General Hospital adopting a “zero-tolerance policy for discriminatory behavior toward staff.” Penn Medicine is launching a program (“Lift Every Voice”) to allow staff to anonymously report racism in the workplace. Health systems should examine data to notice gaps in outcomes based on race, gender and ethnicity.

Doctors and nurses are burning too much time on administrative tasks, the report noted. Health systems should move to automation for tasks such as 

, which still consume a great deal of manpower. 

Hawaii Public Health asked staff for ways to eliminate unnecessary tasks in a campaign dugged “Getting Rid of Stupid Stuff.” The system saved 1,700 nursing hours per month. Look for ways to simplify workflows for electronic health records.

Health systems can help employees who are parents or caregivers by providing more flexibility on when they can begin and end their days. The report notes this can reduce stress on staff and also foster a sense of appreciation for the employer. Employers should also consider giving workers more ability to schedule preferred days to take off.

Workers should be wholeheartedly encouraged to take paid leave. Leaders should stress that workers shouldn’t come in when they are sick. Stress to workers they aren’t letting down their employers or fellow co-workers when they need to take some time. 

“Paid time off with coverage can help staff refresh and care for themselves as well as family members, while protecting colleagues and patients,” the report stated.

Vivek Murthy said action is needed because the nation’s health is at risk. Healthcare worker shortages have spiked during the COVID-19 pandemic and are expected to worsen. 

Surgeon General issues advisory on burnout: 9 takeaways for health systems

Mary K.E. Maples doesn’t try to hide her enthusiasm about her new role.

Mary Maples, interim president and CEO of University Hospital in Newark, N.J.

In March, Maples was named the interim president and CEO of University Hospital in Newark, New Jersey. She took the post at a critical time in the hospital’s history.

While COVID-19 cases and hospitalizations have dropped, the pandemic is hardly a memory. Like many hospitals, University Hospitals is dealing with staffing challenges and burnout.

University Hospital is also in the beginning stages of a planned transformation of the campus.

And the hospital is striving to continue improvements after a highly critical 2018 state report faulted the facility’s care of patients and its financial management.

, Maples discussed the challenges ahead of her and how much she is looking forward to the responsibility.

“It’s so exciting,” Maples said. “And I’m just completely honored to have the opportunity. This hospital does amazing work.”

At the forefront is the hospital campus renovations.

“University Hospital is embarking on a plan to completely revitalize our campus,” Maples said. “We’re talking about expanding our capacity, building new buildings and engaging the community to really reimagine the campus we sit on as an academic health center.”

“The campus revitalization is top of mind every day.”

The hospital is in the master planning phase of the transformation of the 60-acre campus, which will continue throughout the rest of the year, Maples said.

As New Jersey’s only publicly-owned hospital, the organization must use its resources wisely, she said.

Even with those considerations, Maples said, “It doesn’t stall the creativity and it doesn’t limit the expansiveness of our perspective.” 

An interview with Intermountain Healthcare CEO Marc Harrison

Maples, who earned a law degree at American University, began working at University Hospital in 2018 as chief legal officer and corporate secretary. Before that, she worked with the hospital in her roles in New Jersey’s state government. She served as deputy chief counsel and director of authorities for New Jersey Gov. Phil Murphy. She also served as senior counsel for former Gov. Chris Christie.

Her background differs from many healthcare leaders. Maples spent more than 11 years working with the Central Intelligence Agency.

At the CIA, she specialized in security matters before joining the office of general counsel.

“It’s a place that I hold dear to my heart,” she said.

She said her time at the CIA provided her with valuable experience that is useful in leading a healthcare organization.

“The mission of healthcare, obviously different than foreign intelligence and policy making around that, but in many respects, two very mission-driven organizations with folks who are experts in their field trying to help move that mission forward,” Maples said. “So it was a natural fit.”

“One of the great benefits I think in public service, and certainly the CIA was part of this, you get a lot of responsibility early in your career to deal with issues and quickly realize and have to develop collaboration skills, prioritization skills,” she said. “It’s all about the team and it’s all about identifying an issue and bringing the right people to the table to find a solution that we all can support.”

‘Reinvigorating our current workforce’

Maples will undoubtedly draw on her team-building skills in leading the hospital.

After two years of the COVID-19 pandemic, Maples talked about some of her pressing priorities beyond the campus revitalization project.

“We’re dealing with staff burnout,” she said. “We’re dealing with staffing shortages. We’re dealing with patients that continue to need to get back to the care that they missed during the pandemic. We have a lot of priorities that we’re trying to balance at one time. That’s the business of healthcare.”

Maples said the hospital is employing a “multifactor approach” to address staff shortages.

“It’s not just about recruiting,” she said. “It’s also about retention and it's about reinvigorating our current workforce and reminding all of our colleagues here, our teammates here, why we’re in the business in the first place. We went into a profession to serve others, to serve our patients.”

Earlier this month, the hospital held its first in-person town hall in more than two years. Maples said she was encouraged by the enthusiasm.

“We spent a lot of time talking about the joy of service,” she said. “There’s a real morale boost that comes from centering yourself on that work. That feeds into those next conversations. How do we go find the teammates you need? How do we take the teammates we have and get them the education that they might need to grow in a career path?”

Maples said education is going to be a big factor in the hospital’s retention plans.

“We see particular positions we are having trouble filling,” she said. “We know we have employees here who, if given a pathway to get further educated and expand their own career potential, might go down the path.”

Many hospitals have been offering bonuses of $10,000 or more to attract new workers in key areas, such as nursing. Some are also offering retention bonuses and boosting salaires to keep staff.

University Hospital is paying attention to the market in terms of salaries and bonuses, Maples said, but she said the organization is also looking at ways to help staff find more fulfilling roles.

“Sometimes it’s not always about money,” she said. “It’s about opportunity and feeling that self-worth that comes from growing as a professional.”

Many healthcare workers have struggled with burnout and mental health challenges in the pandemic. Maples said part of her responsibility is to send the message to staff that they can share when they need a break or are feeling overwhelmed.

The hospital recently designated a wellness room where staff can go in and recharge when needed. And the hospital has organized peer support groups so staff can vent to colleagues.

“It’s OK to articulate that you need to reset, that you’re having a particular challenge emotionally, mentally and need some help,” she said.

Less than two years before the COVID-19 pandemic, University Hospital faced one of its most difficult periods.

 commissioned by Gov. Murphy found serious deficiencies at the hospital. The report pointed to inadequate leadership, insufficient board oversight and the lack of a strategic plan.

In addition, the hospital was falling short in keeping patients safe. The Leapfrog Group, a watchdog organization that measures hospitals in patient safety, gave University Hospital an “F” in 2018. It was one of only 30 hospitals nationwide to get a failing grade.

Since then, the hospital’s financial performance has improved and the organization has earned higher marks in patient safety. In its 

 this spring, Leapfrog gave the hospital a “C.” 

“We have been on a very focused journey on both quality and financial performance,” Maples said.

“We’re minding where every dollar goes and making sure that we maximize every financial opportunity so the hospital can reinvest in itself and put our resources where they’re most needed.”

Hospitals see setbacks in patient safety, Leapfrog Group finds

Maples said she was proud of the higher marks in Leapfrog’s most recent report. But she said the staff talks "all day, every day" about doing better.

She also spoke of the emotional toll the state report took on the staff.

“It was tough because we have dedicated employees,” she said. “Folks that work here really care about the mission of the hospital and really care about our patients and truly come to work every day trying to do their best. That was a time that absolutely impacted our morale.”

“What we’ve been doing ever since though is celebrating those wins, encouraging each other, celebrating the successes that we have and continuing to keep our eyes on the prize, on the ‘A’ in Leapfrog and on even better financial performance.”

A little more than a year after the monitor’s report, when the hospital was starting to show progress, COVID-19 arrived, and northern New Jersey was at the epicenter of the outbreak. The hospital played a key role in establishing and supplying field stations. The system showed its resilience in caring for patients and making improvements, Maples said.

After undertaking a strategic plan in the wake of the state report, Maples said the hospital is now on the cusp of refreshing its plans. She’ll be working with leaders and the board on new strategic plans for the next 3-5 years.

She wants to find ways to connect the hospital with some of the development taking place in downtown Newark. She also said she hopes to expand the hospital’s outreach to meet other community needs.

Maples is looking forward to the work ahead.

“I find a lot of fun in problem solving and in tackling the next challenge,” she said.

“I see all the challenges ahead as opportunities, to grow, to learn, to work with new people that I hadn't worked with before. .. I am excited.”

In an interview with Chief Healthcare Executive, Maples talks about the COVID-19 pandemic, the transformation of the campus in Newark, N.J., and revitalizing the workforce. 

University Hospital Interim CEO Mary Maples relishes her opportunity

Gerald Harmon, president of the American Medical Association

The American Medical Society is joining forces with Brigham and Women’s Hospital and the Joint Commission in an effort to help hospital systems incorporate health equity into all facets of patient care.

The groups are combining to launch a year-long mentoring effort to help health systems achieve equity in care and patient safety and to make progress toward racial justice.

Eight hospital systems were selected as the initial participants in the program, dubbed the Advancing Equity through Quality and Safety Peer Network.

AMA President Gerald E. Harmon said the COVID-19 pandemic illustrated the disparities in healthcare among minority groups and vulnerable communities. 

Black and Hispanic Americans were more than twice as likely to be hospitalized due to COVID-19, and nearly twice as likely to die from the coronavirus, according to 

 from the U.S. Centers for Disease Control and Protection.

“For the past two years, the COVID-19 pandemic has further exposed systemic inequities in the quality and safety of the patient care experience – including gaps in interpretation services, telemedicine access, and crisis standards of care,” Harmon said in a statement.

Gerald Harmon, AMA president, talks about building a more robust healthcare system

President Biden’s administration has said it is viewing all federal efforts related to healthcare through 

“We’re putting equity at the center of every decision we make,” U.S. Health and Human Services Secretary Xavier Becerra said in an address to the HIMSS 2020 Conference in March.

Healthcare leaders have said they are focused on addressing disparities in health outcomes among minority groups and vulnerable populations. Still, a recent 

 found that about one in three healthcare executives (36%) have actually budgeted money for health equity efforts, while 25% of those leaders said they planned to do so.

 found Black, Latino and Asian Americans were less likely to use video telehealth services than white patients.

Using telehealth to improve equity and access

Black, Latinx and Asian patients are also more likely to contract hospital-acquired infections such as MRSA and C. diff, according to federal studies.

The program will employ a framework designed at Brigham and Women’s Hospital and the Institute for Healthcare Improvement, the groups said in a news release. It aimed to reduce inequities by using a focus on racism and equity to make gains in delivering top-notch care to all patients.

Sonali Desai, interim chief quality officer at Brigham, said the peer network represents the first phase of using the framework to measure equity.

“It’s so important to empower health care providers and health systems to dismantle structural racism and additional intersecting systems of oppression,” Desai said in the news release. “In addition, the Peer Network provides the ability to share experiences and learn from one another.”

These are the eight groups that will work with the network:

The University of Texas MD Anderson Cancer Center

University of Wisconsin Hospitals & Clinics

Joint Commission President and CEO Jonathan B. Perlin said he’s looking forward to seeing the health organizations develop viable solutions to make progress in health equity.

“Every patient deserves the right to safe, equitable healthcare,” Perlin said in a statement.

“The COVID-19 pandemic placed sharp focus on the unacceptable disparities in health outcomes, demonstrating significant work that must be done,” he said. “All healthcare organizations have a responsibility to identify and address the disparities that their unique patient populations face.”

They are collaborating on an educational effort aimed at reducing disparities in patient care. Eight hospitals were selected for a year-long program. 

AMA, Brigham and Women’s Hospital, Joint Commission team up on health equity effort

Top executives in all businesses are stepping away at a much higher pace than in previous years, and that’s being seen at hospitals as well.

From January through April 2022, 518 chief executive officers have left their positions, according to a new 

 by Challenger, Gray & Christmas, Inc., a business coaching and outplacement firm.

That’s the highest total from January through April since the firm began tracking CEO exits in 2002. It’s an 18% uptick from the same four-month period in 2021.

Through April, 36 hospital CEOs have left their posts, up from 20 chief executive departures over the first four months of last year. That represents an 80% increase.

Among pharmaceutical companies, 10 chief executives have left between January and April 2022, compared to just three in the same period a year ago.

Leaders at healthcare companies were a little more likely to stay in their posts than a year ago, according to the report. Through April, 46 healthcare CEOs exited their positions, compared to 63 in the same span of 2021.

Andrew Challenger, senior vice president of Challenger, Gray & Christmas, Inc., said companies are making changes in their top leadership posts for a host of reasons.

“Inflation, staffing shortages, and possible recession concerns are giving more cause for companies to reevaluate leadership,” Challenger said in a statement accompanying the report.

“This, after years of companies trying to figure out the right formula to attract and retain talent and create a culture of inclusion, issues that often start at the top,” he added.

Some top hospital leaders are taking positions elsewhere.

, CEO of Henry Ford Health since 2016, is leaving his post to take over as the next chief executive of CommonSpirit, beginning Aug. 1. “I’m honored to have the opportunity to lead this organization, which is a driving force for access to high-quality, essential services for all,” he said in a statement.

Paul Rothman, CEO of Johns Hopkins Medicine

, have announced plans to retire. Rothman, who has led Johns Hopkins Medicine for 10 years, plans to step down July 1.

“A decade felt like the right time horizon to help advance the missions of JHM,” Rothman said in a statement. “That vision was crystallized by the COVID-19 pandemic, which demanded so much of our institution and our community. Two years later, I believe that we have navigated the worst of the pandemic, and it is time for a new leader to guide us forward.”

Last week, James Fanale, president and CEO of the Care New England Health System, said he will retire in early 2023. After his retirement as chief executive, Fanale plans to stay on in a consulting role.

The CEO exit report found 150 chief executives took other roles within the company, such as an adviser or chair, while 122 top executives have opted to retire, and 36 left for new opportunities. In 97 cases, no reason was listed for the exit, the report stated.

Through April, a little more than a quarter (26%) of the incoming CEOs are women, up from 22% in the first four months of 2021.

 over the past two years in dealing with the COVID-19 pandemic.

Health system leaders said they have faced staff shortages, as some healthcare workers have left their jobs in the pandemic. Some healthcare systems continue to struggle financially due to 

 and supply costs, as well as inconsistent volume since the pandemic began in 2020.

 identified costs as their top concern this year.

Through the first four months of the year, the number of chief executive departures has risen substantially, according to a new report. 

More hospital CEOs are leaving in 2022

After much speculation, it appears the COVID-19 public health emergency is going to last beyond its scheduled expiration in mid-July.

 and anxiety late last week and early this week about the possibility that the public health emergency could soon expire. U.S. Health & Human Services Secretary Xavier Becerra had repeatedly pledged the federal government would provide 60 days notices before ending the public health emergency.

With the emergency only slated to last until July 15, some healthcare organizations worried the administration would be giving notice this week that the emergency would be allowed to lapse.

In an email Thursday, a spokesperson for the Department of Health and Human Services wrote, “The COVID-19 Public Health Emergency remains in effect and as HHS committed to earlier, we will provide a 60-day notice to states before any possible termination or expiration.” The HHS spokesperson didn’t specify how long the public health emergency would last.

 and other media outlets reported that the public health emergency would continue beyond July.

The public health emergency was initially declared in early 2020 after the arrival of COVID-19, and the government has approved 90-day renewals since that time. Becerra approved the last extension in mid-April.

The public health emergency gives federal agencies and healthcare providers more tools to combat the coronavirus.

Many could lose insurance coverage when the public health emergency expires. When the emergency ends, some states will make new determinations about who is eligible for healthcare coverage.

As many as 15 million Americans, including 6.7 million children, could lose coverage. If that happens, patients would suffer and healthcare providers would face difficult challenges, according to the American Hospital Association and other groups.

Under the public health emergency, hospitals and health systems say they can expand capacity more quickly to treat COVID-19 patients and care for other patients as well. Health systems have been given waivers allowing expanded usage of telehealth, which has soared during the pandemic.

With the emergency declaration, the Food and Drug Administration has utilized emergency use authorizations for vaccines, treatments and tests.

In making the case to continue the emergency declaration, health systems have pointed to the rising number of COVID-19 cases in recent weeks.

Experts are concerned about the prospects of a summer spike of COVID-19 cases, or another uptick in the fall, said Nancy Foster, vice president for quality and patient safety policy at the American Hospital Association. With cases rising, Foster said it makes sense to continue the public health emergency.

“We don’t want to move in and out of public health emergencies unnecessarily,” Foster said this week.

COVID-19 hospitalizations remain well below the peaks seen in January, but they are rising. The 7-day average of COVID hospitalizations topped 16,000 between May 10-16, an increase of 17% over the previous week.

 live in areas where the risk of COVID-19 is high enough that they should consider wearing masks in indoor public spaces, federal officials said Wednesday. Most of those areas of higher transmission are in the Northeast and Midwest.

Healthcare groups feared government officials would announce that the emergency declaration would not be renewed. 


Ron Southwick

Articles

Hurdle aims to expand mental health for patients of color

Surgeon General issues advisory on burnout: 9 takeaways for health systems

University Hospital Interim CEO Mary Maples relishes her opportunity

AMA, Brigham and Women’s Hospital, Joint Commission team up on health equity effort

More hospital CEOs are leaving in 2022

COVID-19 public health emergency will go beyond mid-July

Dartmouth Health, GraniteOne Health drop merger plans

Employers, insurers pay hospitals over 220% more than Medicare: RAND report

Hospitals seeing ‘severe impact’ of dye shortage

Most health systems have at least 100 job openings: survey