Previously, Amber Campbell worked with Sutter Health and its oncology services.
San Ramon Regional Medical Center recently named a new chief strategy officer.
In her new role, Amber Campbell will lead the growth and development of the 123-bed community hospital located in San Ramon, California, to ensure it meets the communities needs and provides accessible, high-quality care.
"Amber will be a wonderful addition to our executive team at San Ramon Regional Medical Center. She brings with her excellent experience and a fresh perspective in healthcare strategy," Ann Lucena, CEO of San Ramon said. "Amber is committed to enhancing and expanding the services we provide to our patients in the Tri-Valley Area."
Campbell comes to San Ramon from Sutter Health, where she previously served as their director of delivery system strategy of the South Valley, which serves Stanislaus, San Joaquin, and Merced counties in California.
Campbell has also worked with Sutter's oncology services as clinical outreach coordinator and relationship manager, as well as Sutter's orthopedics and podiatry departments. Notable achievements in those roles include her work to start surgical departments within the systems breast health, neurosurgery, and interventional radiology programs.
"Joining San Ramon Regional Medical Center is an amazing opportunity for me to expand my healthcare leadership beyond my Central Valley roots and support the patients, clinicians, and staff in our Tri-Valley area," Campbell told HealthLeaders. "I am excited to support the strategic growth of this amazing hospital which has been a pillar for this community."
In addition to her professional work, she is also affiliated with several healthcare organizations and committees including the Association of Cancer Executive Board of Directors, where she serves as treasurer. She is also the author of Fierce: The Power of Owning Your Journey.
Note: This story was updated with a statement from Campbell on Monday, April 25.
According to the reports, 44% of American adults (an estimated 112 million) are struggling to pay for their healthcare. Another 93% believe they're not getting their money's worth. West Health, in collaboration with analytics firm Gallup, gathered and compiled the data from the opinions of 6,600 American adults.
The information provided by both indexes were used to assess the general public's ability to afford healthcare and their perceptions of "the quality of care relative to cost."
"Bottom line – Americans are increasingly getting priced out of the system and many of those who can still afford to pay don't think they're getting their money's worth relative to the cost," Tim Lash, president of West Health, said in a statement. "We must begin to change this trajectory with smarter policies that put patients over profits."
Both indexes were developed after a report found the rate of individuals refraining from getting needed medical care due to cost tripled in 2021.
According to the Affordability Index, 8% of respondents were considered "cost desperate" – unable to pay for needed treatment, skipped prescribed medication due to cost in the last three months, or if they were unable to afford quality care if they needed it that day.
36% of respondents were considered "cost insecure," with one or two of the previously stated situations applying to them. Over half of respondents were considered cost secure, with 56% able to consistently access and pay for medication and care.
The Value Index classified respondents according to the quality of care they believe they receive compared to how much they pay.
High Perceived Value – 5% of Americans believe their household and others are paying just enough or too little relative to the quality of care they receive, and that their most recent care experience was worth the cost
Inconsistent Perceived Value – 50% believe either their household or others are paying too much relative to the quality of care they receive, or that their most recent care experience wasn't worth the cost
Poor Perceived Value – 45% believe both their household and others are paying too much relative to the quality of care they receive, and that their most recent care experience wasn't worth the cost
"These estimates are important resources for policy makers, researchers, and the public to evaluate and understand the burden of high healthcare costs," Dan Witters, a senior researcher for Gallup, said in a statement. "The indices paint a comprehensive picture of why Americans are unable to keep pace with the rising costs and don't see value in the care they are receiving."
According to the Centers for Medical & Medicaid Services, the current national health spending is estimated to be over $4 trillion. Projections show an increase in spending of 5.5% on average a year, leading to national health spending costing almost $6.2 trillion by 2028.
"Amid these realities, the West Health-Gallup Healthcare Affordability Index and the Healthcare Value Index will serve as ongoing, high-level indicators of the U.S. healthcare system and the American experience," Witters writes. "West Health and Gallup will continue to track these indices, providing governmental and healthcare leadership with critical assessments of American opinion as policy options are weighed to lower costs and improve outcomes."
Results are the highest in 20 years, research indicates.
A new analysis on workforce drug tests has revealed that the rates of positive results are the highest they've been in 20 years. The study, performed by Quest Diagnostics, examined the results of 16 million drug tests—urine, hair, and oral fluid—from 2017 to 2021.
"Employers are wrestling with significant recruitment and retention challenges as well as with maintaining safe and engaging work environments that foster positive mental and physical well-being," Keith Ward, general manager and vice president at Quest, said in a release. "Our Drug Testing Index data raised important questions about what it means to be an employer committed to employee health and safety."
The analysis reveals several trends to be aware of, according to Barry Sample, PhD and senior science consultant for Quest Diagnostics. He noted the increased drug positivity rates in the safety-sensitive workforce, along with the higher rate of positivity in individuals tested after on-the-job accidents.
In the healthcare and social assistance sector, the rate of positive results increased from 4.6% in 2017 to 5.1% in 2021. The data is also sorted according to drug, with positive results for marijuana and amphetamines seeing a slight increase, 1% and 0.2% respectively.
Within the general U.S. workforce, positive test results for marijuana increased 50%.
"It is important for workers to know that certain employers are required to test for marijuana under federal law and if they use marijuana, they can still lose their jobs," Sample said. "People who use drugs during working hours or before work can still be impaired and dangerous to co-workers, the general public, and themselves."
"Drug use affecting the work environment is a complex problem that is not going away," said Jenny Burke, vice president of impairment practice, National Safety Council, said in a statement.
"When workers use impairing substances, it can create incidents that compromise the safety of other workers and, in some cases, the general public," she said. "Employers should have the right and ability to maintain a substance-free workplace."
The system's current president and CEO, Steve Edwards, will be retiring at the end of May.
CoxHealth has announced a new president and CEO for the six-hospital system based in Springfield, Missouri.
Following Steve Edward's planned retirement at the end of May, Max Buetow will succeed him and assume the role of president and CEO in June.
The system's board of directors unanimously approved the selection of Buetow following an internal and national search.
"In Max Buetow, we found the right person to continue CoxHealth's high-level focus on patient care," Rob Fulp, chair of CoxHealth's board of directors, said in a statement. "He has demonstrated his passion for this organization, for our patients and for our 12,500 CoxHealth team members. We are excited for all he will bring to the table as we embark on Cox Health's next chapter. We wouldn't be where we are today without Steve's leadership and Max will continue to expand on the great work Steve has done."
Buetow, who joined CoxHealth in 2012, currently serves as the nonprofit health system's executive vice president and COO, where he leads and manages the operations for the system's six regional hospitals. Prior to that, he served as vice president of Cox Medical Group where he led more than 750 integrated physicians and providers, in addition to the system's neuroscience service line.
Edwards, who has worked closely with Buetow, expressed his confidence in him as a leader and his gratitude to the board for selection Buetow in a statement.
"I deeply admire his virtues, and I am confident he will continue to advance our culture whereby we expect leaders to take care of staff, and staff to take care of each other and our community," he said in a statement. "He treats people as if they are what they can become, which causes us to rise to meet his faith in each of us."
Buetow stated that he's committed to leading the health system with "integrity, humility, and compassion" and will put the interested of the organization and its patients before his own.
"I will seek the wisdom of others and encourage open debate. I will focus on creating clear expectations and a culture of accountability, always holding myself and our team to the highest standard. Ultimately, we will bring together our individual talents and energies to produce exceptional results for those who need us most," he added.
New clinic offers much more than healthcare and is a 'beacon' to those it serves, medical director says.
Seattle Children's Hospital opened a second clinic location in the city's Othello neighborhood in March, offering a variety of services in addition to pediatric care. The first location will remain open with regular operations and services to patients.
The hospital's first clinic, Odessa Brown Children's Clinic (OBCC), opened in the 1970s in the central district with a grant from the federal government.
"Some community advocates came together to sort of address the lack of healthcare in the black and brown neighborhoods, specifically in Seattle," said Shaquita Bell, MD, senior medical director for the clinics. "And then over time, we grew bigger and bigger and were seeing more and more kids."
Before the opening of the new clinic, OBCC Othello, the original clinic would see about 40,000 children a year, Bell said. They also needed more space and a better connection to public transit, she said.
"It became really hard to find parking, and frankly, our patients were coming from farther and farther away," Bell said. "So, we held some community listening sessions and started to look farther south in the city and came upon the area where we built this second building."
From those listening sessions, they found that many people wanted them to stay in the central district because of the history of the neighborhood being predominately black. OBCC Othello is about five miles away from the first location, with its own Light Rail stop.
Demographics in the area were around 60-70% black in the 1970s, Bell said. Over the years, it has gone down to 40%; however, the clinic's patient population is 60% black. The clinics also serve a significant Latinx population, and she noted, a large refugee and immigrant population.
"Our clinic's founders were all black and the intention really was to serve black and brown communities, and so the staff reflects that, the mission reflects that," Bell said. "When we thought about expanding, people made it really clear that Odessa is what makes this area what it is and that they didn't want us to leave."
Bell added that 30% of their patients prefer a language other than English when getting treated, so both clinics have in-person translators or iPads to assist providers when they're speaking with patients.
Understanding their patient demographics helps the clinic identify the need for more specialized treatment. For example, seeing how difficult it can be to get an appointment with a dermatologist, particularly those who can treat melanated skin, they have a dermatologist who comes to the clinic every other week.
In addition to care and treatment, the clinic has social workers who can help families in need apply for federal assistance, emergency bill support, and even housing. During the pandemic, the clinics started the Patient Marketplace, a room filled with things a family may need but doesn't have the means to get. Families can go in and take what they need of items such as diapers, wipes, toilet paper, or even blankets and shoes.
"COVID has been quite the two years of our life, but it's been really meaningful to be able to be a beacon during this time and to really step into caring for the whole community," Bell said.
Vaccination has been an "absolute priority," and Bell said they've vaccinated around 3,000 people to date. Once they could begin administering vaccinations, they began holding clinics and doing mobile outreach, going to churches, mosques, and libraries to offer vaccines.
"We started to build these really meaningful relationships with community organizations, like the Somali Health Board, and saying 'you all have the cultural knowledge, and you have the space where people feel safe. We can bring the vaccines, and the doctors, and the nurses,'" Bell said. "'But we want to partner with you to make this a meaningful event.'"
Over the duration of the pandemic, and even before, the OBCC clinic has had a close relationship with the community. Initiatives such as coordinated care—where patients can schedule appointments for dental checkups or behavioral health and can also arrange to see a nutrition specialist or social worker while they're there—help address any inequities patients and their families struggle with.
"I hope these models work and that I can share them with people across the country. I feel like it's past time to think about the way that we offer care and really put the patient family community in the center and have services built around that," Bell said. "And perhaps we have COVID to thank for that, because it certainly has inspired us to work harder and to think bigger."
Between 2019 and 2020, the maternal death rate went up 14%, with higher rates for Black and Hispanic women, according to the National Center for Health Statistics.
Primary reasons are access to care and social determinates of health (SDOH), but the crisis has been further aggravated by pandemic restrictions and fear of infection, says Kapu, who oversees midwifery practices and women's health nurse practitioners as associate dean for clinical and community partnerships at Vanderbilt University's School of Nursing.
Pregnant women feared COVID exposure, but also questioned the safety of vaccinations for them and their unborn child, she says.
"Now the science has evolved, and we have the evidence to demonstrate the efficacy and safety of vaccinations for pregnant women," she says. "But early on, that was the big concern; fear of not knowing exactly how being exposed to COVOD would impact the unborn baby as well as the children at home."
But other obstacles to a safe pregnancy persist. SDOH such as economic status, transportation, occupation, housing, and even geographic location can affect whether a pregnant woman is able to make the prenatal appointments with her obstetrician for the duration of the pregnancy.
These are substantial percentages in that they equate to 7 million women not having access to maternity care, Kapu says.
"A mom not being able to access healthcare for regular prenatal checks, being able to have those discussions with their nurse practitioner about nutrition, regular diagnostic tests that come along with pregnancy, understanding if the mother has any comorbidities and how that effects their health—these factors are important to maternal health and being able to access that healthcare is critical," she says.
Access to good healthcare also affect the patient's ability to get the medication, supplements, and even food that they need for a healthy pregnancy—and this is where NPs can fill the gap, Kapu says.
"Quite often, moms don't have access to healthy foods. They don't have access to fruits, vegetables, grains, nuts, and things that they need throughout the pregnancy," she says. "So [NPs] need to figure out how to get access for them so they can get that important nutrition."
If the mother is lacking something or requires additional assistance to get the food or supplements she needs, NPs can connect them with programs that can assist them, Kapu says.
"It's important that they get prenatal care as soon as possible," she says, "because if they're going to need to apply for an assistance program, it should be done as quickly as they can so that assistance can kick in during their prenatal period."
"The supplements cost money; some moms can't afford that," Kapu said. "If they have to choose between food for their children over supplements, they'll probably not get the supplement; so, we have to figure out how to get those supplements for those moms."
Pushing for full practice authority
While more women's health NPs have begun moving to rural areas to practice, some states don't allow them—regardless of specialization—to practice to the full extent of their training.
Full practice authority legislation, which has been embraced by the National Academy of Medicine, National Governors Association, American Enterprise Institute, and many others, has been adopted in 25 states, along with Washington, D.C., streamlining healthcare delivery by granting patients full and direct access to the comprehensive services NPs are educated and clinically prepared to provide.
The National Academy of Medicine's The Future of Nursing 2020-2030 report recommends that nurses be allowed to "practice to the full extent of their education and training by removing barriers that prevent them from more fully addressing social needs and social determinants of health and improving healthcare access, quality, and value."
The American Medical Association and other physician groups, however, argue collaborations are needed for patient safety.
Not so, Kapu says.
"If nurse practitioners were able to practice to the full extent of their education, their training, and board certification," Kapu says, "we would see an increase in care across all communities and that would be hugely impactful in counties known as maternal health deserts."
"Dr. Katz has shown his commitment to NYC Health + Hospitals and all the New Yorkers who rely on its health care services," Eric Adams, the New York City mayor, said in a statement.
Mitchell Katz, MD, was reconfirmed as president and CEO of New York Health + Hospitals by a unanimous vote of the board of directors, according to a recent announcement.
Katz, who has held the president and CEO roles since 2017, was renominated by New York City mayor Eric Adams in a letter to the board.
"The COVID-19 pandemic showed the vital role our public health system plays in the city, and Dr. Katz has shown his commitment to NYC Health + Hospitals and all the New Yorkers who rely on its health care services," Mayor Adams said in a statement. "It's just a fact, Dr. Katz 'Gets Stuff Done,' which is why I fully support his ongoing leadership of H+H."
As president and CEO, Katz closed a $2 billion system deficit, invested in ambulatory care to ensure city residents have access to care, and guided the system through the COVID-19 pandemic.
Dr. Ashwin Vasan, commissioner for the city's department of health and mental hygiene, said in a statement that he believes Katz has proved himself as someone committed to serving his patients; having worked alongside him throughout the pandemic.
"As I congratulate Dr. Katz on his renomination, I want to recognize his critical role in shaping this response while also revitalizing the country's largest municipal health care system," Gary P. Jenkins, commissioner for the city's department of social services, said in a statement. "We rely on the guidance of veteran experts like Dr. Katz to ensure the health and safety of vulnerable New Yorkers and I look forward to continuing to strengthen our partnership to support our neighbors in need."
Prior to NYC Health + Hospitals, Katz served as director of the Los Angeles County Health Agency. He also served as director for five years for the Los Angeles County Department of Health Services, the second largest public safety net system in the country. There, he created an ambulatory care network which cared for over 350,000 patients.
"I thank Mayor Adams and the entire NYC Health + Hospitals Board for entrusting me with the helm of this amazing health system," Katz said in a statement. "Every week, when I see my patients, I see the trust they give us and the great responsibility we have to them. It's an honor to serve all New Yorkers who need our care."
Health System Execs Congratulate Katz
"On behalf of the SBH Health System, I would like to congratulate Dr. Katz on his renomination. His vision, innovation, and collaborative leadership are the driving factors in providing quality health care to millions of New Yorkers, regardless of their immigration status or ability to pay," David Perlstein, MD, president and CEO or SBH Health System, said in a statement. "It has been my honor to stand shoulder-to-shoulder with Dr. Katz as we battle a global pandemic. We have worked collaboratively to mitigate the spread of COVID-19 within underserved communities and establish new ways to serve our patients without compromising the quality of health care. I look forward to continuing to collaborate with Dr. Katz and his team."
"As president and CEO of NYC Health + Hospitals, Dr. Mitchell Katz is one of New York’s respected voices and exemplary leaders in health care," Kenneth Davis, CEO of Mount Sinai Health System, said in a statement. "During his time, NYC Health + Hospitals has broadened health care access for New York City residents, and he has led the country’s largest public health system through very challenging times. I am honored to call him a friend and I value his partnership in ensuring every New Yorker has access to high-quality, equitable care."
"We are delighted to congratulate Dr. Mitchell Katz on his renomination as NYC Health + Hospitals president and CEO," Steven J. Corwin, MD, president and CEO of New York-Presbyterian, said in a statement. "Dr. Katz is a skilled and caring physician and a transformative leader of public hospital systems who is committed to improving the health of all New Yorkers. We commend him for his extraordinary dedication to New York City, particularly his leadership through the pandemic, and look forward to his continued service."
"The renomination of Dr. Mitchell Katz as NYC Health + Hospitals' president and CEO is a testament to his stellar leadership of the nation's largest public hospital system, especially throughout the COVID-19 pandemic," Kenneth E. Raske, president of the Greater New York Hospital Association, said in a statement. "He is the embodiment of NYC Health + Hospital’s mission to deliver high-quality care with compassion, dignity, and respect to all, and New York’s entire hospital community is grateful for his continued service."
"One Brooklyn Health (OBH) looks forward to continuing to partner with Dr. Katz and his team at H + H," LaRay Brown, CEO of One Brooklyn Health System, Inc, said in a statement. "Mitch’s leadership and willingness to lend assistance to OBH and our patients during the COVID-19 pandemic will never be forgotten. Congratulations!"
The COPE Health Scholars Medical Assistant Program is a hybrid model education initiative to develop a new generation of healthcare workers.
A new program that gives Adventist Health a "leading edge" in employee recruitment and retention graduated its first group of students this week.
The COPE Health Scholars Medical Assistant Program launched last year with the goal of providing a path to a career in healthcare to the Adventist Health's employees and members in the communities it serves. The program also provides a pipeline of talent that the system can use for recruiting.
"The COPE Health Scholars Medical Assistant Program is designed to help develop the next generation of healthcare workers," Elizabeth DuBois, DNP, FNP-BC, AAHIV, and a provider with COPE Health Solutions said in a statement. "Healthcare is changing and expanding, from rising virtual visits to addressing social barriers such as food and housing security."
The program takes seven months to complete, with hands-on clinical training, as well as virtual self-study course work and in-person training with professionals. Students learn the necessary skills and foundational knowledge they would need to work as a medical assistant in a clinical environment.
Adventist Health has a "leading edge" in the way the industry approaches the recruitment and retention of employees, as well as producing a capable workforce, DuBois said.
Development of the program is part of a larger effort by the system to ensure that it is a "resilient, sustainable, and equitable organization," said Doris Tetz Carpenter, human performance executive for Adventist Health.
New graduate Nancy Villegas enrolled in the program after completing her associate's degree in allied health and considering other education options to advance her career. At the time, she was already working as a medical screener at Adventist Health Ukiah Valley Hospital.
"A big point for me is that the program is local. I didn't have to move or quit my job," she said. "The virtual coursework gives you flexibility, too."
The survey, conducted by Fidelity Investments and Business Group on Health, also offers insight into how employers are welcoming back employees returning to the office for the first time in two years.
"Employers are facing a unique set of challenges as employees return and re-adjust to a more traditional work environment, and we're encouraged to see so many employers … evolving their employee well-being programs to address the needs of their workers," Robert Kennedy, health and welfare practice leader at Fidelity Workplace Consulting, said in a statement.
"As organizations around the globe continue to invest in these programs and expand them to include a greater number of workplace benefits, we'll continue to see corporate well-being programs playing an important role in business strategy and overall workforce management," He said.
DE&I strategies influenced the design of their well-being program, said 81% of employers. Another 82% noted that they discuss the relationship between DE&I and well-being with their employees.
Budgets for well-being programs have slightly decreased overall for 2022, yet the average budget amount is now $11 million versus the $10.5 million it was in 2021. Mid-market companies are also spending 60% more per employee in 2022.
Employers continue to offer incentives as part of their well-being programs. While the median maximum financial incentive remains at $600, the average is at $823—a 22% increase from 2021. The survey also reported that almost 22% of employers tied a financial incentive/disincentive to encourage employees to get the COVID-19 vaccine. The average financial incentive for getting vaccinated was $406, but some employers offered as much as $1,000 per employee.
The survey also found that more than half (52%) of employers are emphasizing job satisfaction in their organization's well-being program. With return-to-worksite strategies, 60% of companies surveyed said they would be using a hybrid model, with half of them expecting employees to be onsite three days per week.
"As people return to work in this new landscape, employers will be flexible and empathetic in supporting them as much as possible," said Ellen Kelsay, president and CEO of Business Group on Health. "Every C-suite executive now fully realizes the correlation of their workforce's health and well-being to the overall success of their business."
The cross-sectional study looked at 18,731 adults hospitalized with COVID in 2020.
A recent study on in-hospital mortality rates among COVID-19 patients has found that American Indian and Alaska Native patients are more likely to die than patients of other races afflicted with COVID-19.
Issues with misclassifications and missing data related to the nation's data on indigenous populations have been brought to light over the duration of the pandemic, a Jama Network Open analysis found. For example, the Center for Disease Control and Prevention's (CDC) first report to include the COVID-19's impact on indigenous populations came five months into the pandemic, with information from only 23 states.
The high mortality rate is attributed to the high prevalence of comorbidities – the presence of two or more diseases or medical conditions in an individual – among Indigenous populations. The study was conducted in collaboration with the Mississippi State Department of Health, using the state's hospital discharge data repository.
COVID-19 spread rapidly throughout the state's band of Choctaw Indians, the only federally recognized tribe in the state, with 1 in 10 of its 10,000 members getting infected within the first six months. By comparison, 1 in 50 state residents were infected during the same period. While indigenous individuals make up 1% of the state's overall population, they accounted for 4.5% of the state's COVID-19 deaths as of July 2020.
"Although increased comorbidity risk was associated with in-hospital death, mortality was not uniformly observed across races at any risk level," the article accompanying the survey said. "Racial disparities exist such that American Indian and Alaska Native adults with COVID-19 had longer hospital stays and were significantly more likely than Black or White adults to die while in the hospital, despite a lower mean comorbidity risk burden."
While not discrediting the role comorbidities played in the mortality data, the article noted "discrimination, marginalization, inability to see preferred clinicians, and system underfunding of the Indian Health Service (HIS)" as contributing factors.
"If these barriers are overcome, indigenous persons still receive worse care than white individuals for an estimated 40% of quality measures," the article said. "The COVID-19 pandemic has further exposed these disparities."
