Podcasts about johns hopkins health system

In today's episode of Value-Based Care Insights, host Daniel J. Marino sits down with Dr. Amit Jain, MD, MBA, Associate Professor of Orthopedic Surgery and Neurosurgery, Chief of Minimally Invasive Spine Surgery at Johns Hopkins, and Director of Value-Based Care for Johns Hopkins Health System. Together, they unpack how organizations can reduce costs while improving performance outcomes such as length of stay and readmission rates—ultimately advancing their value-based care strategy. Explore expert insights on aligning surgical services with cost-effective, high-quality care delivery.

Ep 127 - Dr. Jain- Improving Perioperative Services to Enhance Value-Based Care Exploring one of the most significant drivers of total cost of care: surgical and perioperative services. With surgical services accounting for up to 70% of a hospital's revenue, inefficiencies in the OR can have a profound impact on both financial and clinical outcomes. On this episode Dan sits down with Dr. Amit Jain, Associate Professor of Orthopedic Surgery and Neurosurgery and Chief of Minimally Invasive Spine Surgery at Johns Hopkins. Dr. Jain also serves as Director of Value-Based Care for Johns Hopkins Health System. Together, they unpack how organizations can reduce costs while improving performance outcomes such as length of stay and readmission rates—ultimately advancing their value-based care strategy. Tune in for expert insights on aligning surgical services with cost-effective, high-quality care delivery. To stream our Station live 24/7 visit www.HealthcareNOWRadio.com or ask your Smart Device to “….Play Healthcare NOW Radio”. Find all of our network podcasts on your favorite podcast platforms and be sure to subscribe and like us. Learn more at www.healthcarenowradio.com/listen

We welcome Deborah Baker, senior vice president for nursing and chief nurse executive for the Johns Hopkins Health System, to the podcast. Under her leadership, Johns Hopkins Nursing set well-being as a strategic priority to ensure continued focus and investment … Ep. 14 Making Well-Being a Strategic Priority: A Vital Conversation with Deborah Bake| Johns Hopkins Medicine Office of Well-Being Read More »

Episode 335: Ultrasound-Guided IV Placement in the Oncology Setting “Much like many experienced oncology nurses, I learned how to do IVs with palpation. I got really good at it. And so I thought, there's no way I need this ultrasound. But we know now that our patients are sicker. There are more DIVA patients, or difficult IV access patients. We've got to put the patient first, and we've got to use the best technology. So I've really come full circle with my thinking. In fact, now it's like driving a car without a seatbelt,” MiKaela Olsen, DNP, APRN-CNS, AOCNS®, FAAN, clinical program director of oncology at Johns Hopkins Hospital and Johns Hopkins Health System told Jaime Weimer, MSN, RN, AGCNS-BS, AOCNS®, manager of oncology nursing practice at ONS, during a conversation about ultrasound-guided IV placement. Music Credit: “Fireflies and Stardust” by Kevin MacLeod Licensed under Creative Commons by Attribution 3.0  Earn 0.5 contact hours of nursing continuing professional development (NCPD) by listening to the full recording and completing an evaluation at courses.ons.org by November 1, 2026. The planners and faculty for this episode have no relevant financial relationships with ineligible companies to disclose. ONS is accredited as a provider of nursing continuing professional development by the American Nurses Credentialing Center's Commission on Accreditation. Learning outcome: The learner will report an increase in knowledge related to ultrasound-guided peripheral IV placement in the oncology setting. Episode Notes  Complete this evaluation for free NCPD.  Oncology Nursing Podcast™ episodes: Episode 127: Reduce and Manage Extravasation When Administering Antineoplastic Agents ONS Voice articles: Access Devices and Central Lines: New Evidence and Innovations Are Changing Practice, but Individual Patient Needs Always Come First Standardizing Venous Access Assessment and Validating Safe Chemo Administration Drastically Lowers Rates of Adverse Venous Events ONS book: Access Device Guidelines: Recommendations for Nursing Practice and Education (Fourth Edition) ONS courses: Complications of Vascular Access Devices (VAD) and Intravenous (IV) Therapy Vascular Access Devices Clinical Journal of Oncology Nursing article: Standardized Venous Access Assessment and Safe Chemotherapy Administration to Reduce Adverse Venous Events StatPearls Video: Forearm Anatomy Review and Ultrasound Probing Infusion Nurses Society: Infusion Therapy Standards of Practice (Ninth Edition) To discuss the information in this episode with other oncology nurses, visit the ONS Communities. To find resources for creating an Oncology Nursing Podcast Club in your chapter or nursing community, visit the ONS Podcast Library. To provide feedback or otherwise reach ONS about the podcast, email pubONSVoice@ons.org. Highlights From This Episode “The benefit of having an ultrasound, it allows you to see through. You're no longer sort of bound by, ‘Can I feel it? Are there skin discolorations or skin colors that are affecting my ability to see the vein clearly?' You don't have to worry about any of that. Is there edema? Is there lots of tissue? You can actually directly visualize the veins to assess not only the health of the vein, but some of the complications that could be there, like a thrombus in the vein or sclerosis or tortuous anatomy, arteries, nerve bundles. Those are things that you can now see with your machine.” TS 8:55 “I think that the most important part of [training] is having a really good didactic session where nurses come in and they learn reminders about the anatomy. Where are these veins? Where are the best veins to canulate when you're using ultrasound? And we like to avoid the veins above the antecube for regular long peripheral IVs that we insert with ultrasound because we want to preserve those veins up higher for our [peripherally inserted central catheter] lines and midline. So we want to teach to try to use the forearm. The cephalic vein in the forearm is a really excellent vein to choose.” TS 17:24 “[Patients] are usually kind of impressed with the machine and the technology, and I explain that ‘We're not able to get it without being able to see better, so I'm going to use my machine so that I can see better.' And almost every time after I'm done, the patient is like, ‘Wow, are you done?' … It's the initial little puncture that hurts the patient. But unlike when we do it blindly and maybe we don't get it right in the vein, and we're having to dig around and reposition ourselves and get into that vein, we're not doing that with ultrasound because you're going to go into the vein, and then you're starting to do the threading, and you're pulling your probe up as you go to get that catheter in the vein. The patient doesn't feel that part. So they often comment about how they barely felt it and they can't believe it's over.” TS 21:21 “This is kind of my measure of success when we're no longer kind of putting this on the patient. We're not saying, ‘You have difficult veins. Your veins roll. You're not drinking enough.' That's not okay anymore. We've got to take responsibility and use technology to do this more successfully.” TS 30:24

“These evidence-based standards provide a great framework for best practice in cancer care and the 2016 publication is extensively referenced. However, patient care mistakes and medication errors still happen. So, it's imperative that we review the current literature and look for new evidence that's been published,” ONS member MiKaela Olsen, DNP, APRN-CNS, AOCNS®, FAAN, clinical program director of oncology at Johns Hopkins Hospital and Johns Hopkins Health System told Jaime Weimer, MSN, RN, AGCNS-BS, AOCNS®, manager of oncology nursing practice at ONS, during a conversation about the new Antineoplastic Therapy Administration Safety Standards for Adult and Pediatric Oncology from ASCO and ONS. Music Credit: “Fireflies and Stardust” by Kevin MacLeod Licensed under Creative Commons by Attribution 3.0  Earn 0.5 contact hours of nursing continuing professional development (NCPD) by listening to the full recording and completing an evaluation at myoutcomes.ons.org by August 16, 2026. The planners and faculty for this episode have no relevant financial relationships with ineligible companies to disclose. ONS is accredited as a provider of nursing continuing professional development by the American Nurses Credentialing Center's Commission on Accreditation. Learning outcome: Learners will report an increase in knowledge related to increasing safety of antineoplastic medication administration. Episode Notes  Complete this evaluation for free NCPD. Oncology Nursing Podcast™ episodes: More episodes about antineoplastic administration Episode 209: Updates in Chemo PPE and Safe Handling Episode 142: The How-To of Home Infusions ONS Voice articles: Are You Following the Latest Chemo Safety Recommendations? Hazardous Drug Surface Contamination Prevails, Despite More Diligent PPE Respect Patients' Religious Hair Wraps or Coverings When Taking Accurate Height and Weight Measurements ONS books: Chemotherapy and Immunotherapy Guidelines and Recommendations for Practice (second edition) Clinical Guide to Antineoplastic Therapy: A Chemotherapy Handbook (fourth edition) Oncology Nursing: Scope and Standards of Practice Safe Handling of Hazardous Drugs (fourth edition) ONS courses: ONS Fundamentals of Chemotherapy and Immunotherapy Administration™ Safe Handling Basics Antineoplastic Therapy Administration Safety Standards for Adult and Pediatric Oncology: ASCO-ONS Standards Oncology Nursing Forum article: ASCO/ONS Antineoplastic Therapy Administration Safety Standards ONS Learning Library: Safe Handling of Hazardous Drugs To discuss the information in this episode with other oncology nurses, visit the ONS Communities.  To find resources for creating an Oncology Nursing Podcast™ Club in your chapter or nursing community, visit the ONS Podcast Library. To provide feedback or otherwise reach ONS about the podcast, email pubONSVoice@ons.org. Highlights From This Episode “The target population for these standards are, first, our patients—adult and pediatric patients with cancer who are receiving antineoplastic therapy—but as well as those who care for patients with cancer. And we're not distinguishing between the healthcare worker, the caregiver, all people who care for patients with cancer, including those practitioners or healthcare workers that are not in a traditional oncology setting.” TS 3:25 “The audience is, first of all, oncology clinicians. We spent a lot of time on this panel writing the definition, so it was very clear who people were as we use terminology in the standards. So, an oncology clinician, when we refer to that in the standards, that's a licensed nurse, like a nurse or pharmacist, a licensed clinician, or it could be a non-licensed clinician like a patient care assistant or tech. So, we refer to people as clinicians that are licensed or unlicensed.” TS 4:14 “We need to define all types of therapy for cancer, and chemo is one type of treatment modality. The explosion of new therapies that include cellular therapies such as CAR T and other exciting emerging treatment options are not our traditional chemotherapy. And so the term antineoplastic was agreed upon for all these therapies to treat cancer. That definition in the standards is, and I quote, ‘All antineoplastic agents used to treat cancer regardless of the route.' And that's important because the previous guidelines were not as inclusive about that.” TS 6:58 “Another high-level change was the new language about the location of administration to include new healthcare settings. We know that antineoplastic medications are given in a variety of settings, not just your typical inpatient or ambulatory oncology infusion center anymore. We've got health plans that are increasingly developing strategies to direct patients to more convenient and less costly sites of service, such as the physician's office or home infusion, unregulated sites, and more care is being given in these settings. So, it's really important that we adapt the standards to make sure those patients treated in the home or in a freestanding center are given the same opportunity for safety and quality.” TS 8:39 “The other thing in Domain 1 that I think is crucial for nurses to understand, because it's a big change, and we made this change based on the literature, looking at patient safety events related to inaccurate weight and height measurements. Domain 1 has a standard 1.7 that says weight and height are measured and documented in the medical record in metric units only. And I see that a lot when I'm going around the country. People still have their scales and pounds and their height in inches, and we've got to change that. We shouldn't be converting things. Both the measurement and the documentation are verified by two individuals, one of whom is a licensed clinician. Prior to preparation and administration of a newly prescribed antineoplastic treatment plan.” TS 13:32 “That third verification is an independent safety check and, in my opinion, should be done in a quiet place where you can go through and do the safety checks that are listed in the standards quietly and thoughtfully, without being in the presence of the patient or caregiver. Those are done in an attempt to do some preliminary safety checks to make sure that when I go in the room to do my safety checks—we often call those bedside safety checks—that if I have an error before that with a dose or something, I've caught that before I get to the patient's side.” TS 20:52

During the 2024 Oncology Nursing Society Congress, CancerNetwork® spoke with multiple registered nurses about research they presented on safely administering treatment options such as CAR T-cell therapy and bispecific T-cell engager (BiTE) therapy in patients with multiple myeloma and other malignancies. Ishmael Applewhite, BSN, RN-BC, OCN, a registered nurse at the University of Rochester Medical Center, highlighted the management of adverse effects including peripheral neuropathy in patients with multiple myeloma undergoing treatment with ciltacabtagene autoleucel (cilta-cel; Carvykti). He discussed these treatment strategies in the context of a presentation he gave on findings from the phase 3 CARDITUDE-4 trial (NCT04181827), in which investigators assessed treatment with cilta-cel in those who were refractory to lenalidomide (Revlimid).1 According to Applewhite, cilta-cel may offer “another path” aside from standard treatment options such as chemotherapy and give “more time” to patients with multiple myeloma. Additionally, Leslie Bennett, MSN, RN, a nurse coordinator at Stanford Healthcare, highlighted the importance of identifying and mitigating cranial nerve palsy (CNP) in patients with multiple myeloma who are treated with cilta-cel. At the conference, Bennett presented data on CNP outcomes across various studies, which included the phase 1/2 CARTITUDE-1 trial (NCT03548207), phase 2 CARTITUDE-2 trial (NCT04133636), and phase 3 CARTITUDE-4 trial (NCT04181827).2 According to findings from this presentation, patients had CNP onset at a median of approximately 3 weeks after beginning treatment with cilta-cel. Most cases of CNP tended to occur in male patients. Kathy Mooney, MSN, RN, ACNS-BC, BMTCN®, OCN®,clinical program director at Johns Hopkins Hospital and Johns Hopkins Health System, spoke about a study designed to evaluate the feasibility and safety of using BiTE therapy to treat those with cancer in an outpatient setting.3 Mooney emphasized multidisciplinary collaboration among nurses, pharmacy providers, and social workers as part of monitoring patients for toxicity as they undergo treatment with BiTE agents. References 1.        Applewhite I, Elfrink G, Esselmann J, Lonardi C, Florendo E, Sidiqi MH. Efficacy and adverse events after ciltacabtagene autoleucel treatment in the CARTITUDE-4 as-treated population consisting of patients with lenalidomide-refractory multiple myeloma who received 1-3 prior lines of therapy. Presented at: 2024 Oncology Nursing Society Congress; April 24-28, 2024; Washington, DC. 2.        Bennett L, Kruyswijk S, Sidana S, et al. Incidence and management of cranial nerve impairments in patients with multiple myeloma treated with ciltacabtagene autoleucel in CARTITUDE studies. Presented at: 2024 Oncology Nursing Society Congress; April 24-28, 2024; Washington, DC. 3.        Mooney K, Allen N, Anderson K, Zukas A. Taking a BiTE out of hospital admission days using a team approach to managing patients at risk for treatment related toxicities. Presented at: 2024 Oncology Nursing Society Congress; April 24-28, 2024; Washington, DC.   

Thank you for joining for another episode of OccPod. In this episode, Erin and Dr. Nabeel are joined by Dr. Judith Green McKenzie for a discussion on vaccines, particularly her experiences with the rapid delivery of the COVID-19 vaccine to employees. Dr. McKenzie is a Medical Officer at the Occupational Safety &Health Administration and Professor at the University of Pennsylvania School of Medicine, where she was Inaugural OEM Division Chief & OEM Residency Program Director. She also served as Professor of Medicine & OEM Division Director at Johns Hopkins Medicine and as Executive Director for Health, Safety and Environment for Johns Hopkins University and Johns Hopkins Health System.

How can you help small businesses become big businesses? In this week's episode, our hosts discuss how creative partnerships that focus on using your own resources to help others can make a lasting and impactful change in our communities and specifically the economic competitive marketplace for small business owners. The hosts discuss The Light of Baltimore Incubator, created in partnership with Johns Hopkins University, Bloomberg Philanthropies and Goldman Sachs 10,000 Small Businesses to help small businesses grow and advance. Our Host this Week:Nakimuli Davis-Primer, Shareholder, Baker DonelsonSpecial Guest:Alicia Wilson, Managing Director and Global Head of Philanthropy for the North America Region for JP Morgan Chase.  NOTE: Alicia was VP of Economic Development and Community Partnership at Johns Hopkins University and Johns Hopkins Health System at the time this podcast was recorded in early 2023.

According to the CDC, heart disease is the leading cause of death for men, women, and people of most racial and ethnic groups in the United States, which balances out to one person dying every 34 seconds in the United States. One cause of heart disease is valvular heart disease. Moderator Lillie Shockney is joined by cardiac surgeon, Dr. James Gammie, who serves as surgical lead and co-director for the Johns Hopkins Heart and Vascular Institute and cardiac surgeon-in-chief for the Johns Hopkins Health System. 

Welcome to episode 4 of Constructing with Care, a Podcast for healthcare executives to discuss topics affecting capital projects today. Today, you are listening to part 2 of a series addressing the new capital balance of healthcare.   Kirsten Waltz, Senior Director of Facilities Architecture + Planning for Johns Hopkins Health System, and Kevin Matuszewski, Healthcare Strategist at DPR Construction, join your host, Leslie Tullio. In the first part, they discussed planning in a volatile market, effectively balancing rising costs, and the growing importance of health equity, telehealth and environmental issues when it comes to healthcare construction. In this episode, they talk about how healthcare organizations can be more resilient, evolving partnerships between the construction and healthcare industries, and the 5-10 year outlook, and the crucial importance of taking part in the mission and partnership and go beyond the building environment.   Key Takeaways: [4:18] Kevin talks about his perspective about the changes that will drive to a new state of the industry.  [6:00] What is DPR doing to address equity in the construction space? [7:40] Kirsten talks about the importance of being a partner in more than just the building environment. [12:15] Kevin speaks of the changes he would like to see in the next ten years in the healthcare industry. [14:45] Kevin talks about the anticipated growth of home care services. [16:08] Kirsten highlights the value of investing in respite areas for staff. [16:40] Kevin and Kirsten share their advice with healthcare leaders.   Mentioned in this episode: Constructing with Care Brought to you by DPR Construction: A trusted healthcare builder. Follow DPR Construction on Facebook, Twitter, YouTube, Instagram, and LinkedIn   Tweetables and Quotes:   Kevin:   “We need to think about how construction and healthcare are providing a partnership via mission rather than a partnership of project”. Kevin Matuszewski, Healthcare Strategist for DPR Construction    Kirsten:   When starting a capital project it's important to engage your local energy partners. We're finding, at times, that if we tried to comply with the codes that are being suggested a hospital campus wouldn't even have the electrical energy capacity it would take”. Kristen Waltz, Senior Director of Facilities Architecture + Planning for Johns Hopkins Health System  

Vocal health is not something pharmacists usually talk about.  I am a pharmacist who suffers from a common voice disorder called muscle tension dysphonia.  Today, I'm sharing my experience with it to raise awareness about it.  Disclaimer:  The information shared in this episode is not intended to diagnose, treat, prevent, or cure any voice disorders.  I am not a speech language pathologist (aka speech therapist), voice therapist, or Ear, Nose, Throat (ENT) doctor.  If you think you may have muscle tension dysphonia, get help.  Start with your primary care provider.   Thank you for listening to episode 179 of The Pharmacist's Voice ® Podcast! To read the full show notes, visit https://www.thepharmacistsvoice.com.  Click on the podcast tab, and search for episode 179. Links from this episode The Johns Hopkins Health System muscle tension dysphonia page The Voice Coach Podcast with Nic Redman (Apple Podcasts Link) 

“Really knowing these steps can save our own nursing time and save our patient's skin from all the dressing removals. If we're not doing these dressings as much, we're all going to be happier,” MiKaela Olsen, DNP, APRN-CNS, AOCNS®, FAAN, clinical program director in oncology at the Johns Hopkins Hospital and Johns Hopkins Health System in Baltimore, MD, told Stephanie Jardine, BSN, RN, oncology clinical specialist at ONS, during a discussion on the importance of properly changing central line dressings and recommendations in practice. You can earn free NCPD contact hours after listening to this episode by completing the evaluation linked below. Music Credit: "Fireflies and Stardust" by Kevin MacLeod Licensed under Creative Commons by Attribution 3.0 Earn 0.5 contact hours of nursing continuing professional development (NCPD) by listening to the full recording and completing an evaluation at myoutcomes.ons.org by September 16, 2024. The planners and faculty for this episode have no relevant financial relationships with ineligible companies to disclose. ONS is accredited as a provider of NCPD by the American Nurses Credentialing Center's Commission on Accreditation. Episode Notes Complete this evaluation for free NCPD. Oncology Nursing Podcast episodes: Episode 162: What Nurses Need to Know About Central Lines and Ports Episode 218: Central Venous Catheters: Heparin Harms and Recommendations for Flushing ONS Voice articles: In the Absence of Standard Guidelines, Here Are the Recommendations and Best Practices for Vascular Access Devices Use Evidence-Based Strategies for Managing Central Venous Catheters Clinical Journal of Oncology Nursing articles: Central Line Care: Reducing Central Line–Associated Bloodstream Infections on a Hematologic Malignancy and Stem Cell Transplant Unit Central Line Care: Empowering Patients to Prevent Infection and Injury Via EPIC2 Central Line–Associated Bloodstream Infection Prevention: Standardizing Practice Focused on Evidence-Based Guidelines ONS book: Access Device Standards of Practice for Oncology Nursing ONS courses: Complications of Vascular Access Devices and IV Therapy Vascular Access Devices ONS videos: Standard of Practice for Cleansing Access Sites Standard of Practice for Topical Anesthetics Prior to Insertion of a Peripheral IV American Journal of Infection Control article: Implementing a Program to Standardize Central Line Maintenance Critical Care article: Ultrasound-Guided Central Venous Catheter Placement: A Structured Review and Recommendations for Clinical Practice Critical Care Medicine article: Dressing Disruption Is a Major Risk Factor for Catheter-Related Infections Association for Vascular Access To discuss the information in this episode with other oncology nurses, visit the ONS Communities. To provide feedback or otherwise reach ONS about the podcast, email pubONSVoice@ons.org. Highlights From Today's Episode “One of the most important points at which a line can become infected is at the insertion site. So that central line dressing is of the utmost importance. We cannot ignore it and we have to inspect it frequently and teach our patients to do the same so that they don't have an infection caused by bacteria getting into that insertion site.” Timestamp (TS) 04:28 “If we don't get the dressing right and we don't do a good job with it, it's not going to be clean, dry, and intact. It's going to come off too soon. We really want our transparent, highly moisture-permeable dressings that we put over our central line catheters to stay on and meet the guidelines to stay on for seven days, and then we need to do a dressing change. If they come off sooner and you're having to change them more frequently, then that can increase the risk of central line–associated bloodstream infections.” TS 12:07 “It's really important that when you are doing these dressings, you have a very simple procedure in place to validate skill for the staff, and they do the same steps every time. But it's very important that they do all the steps and that they always make sure that they have good dry time in between every step.” TS 13:10 “Bleeding is definitely a challenge, and sometimes it's related to the way the line was inserted, if they used a cutting mechanism at the site instead of using a dilation. Sometimes the root of the problem can be that you have to go back to the people who inserted the catheters and tell them about the downstream effects and tell them some of the techniques.” TS 20:05 “If you stack dressings on top of your transparent dressing, it can no longer breathe. And now, it is going to trap moisture under there and cause infection. How you apply each of these chemicals, the dry time—there is definitely a science behind doing a dressing change. So really knowing these steps can save our own nursing time and save our patient's skin from all the dressing removals. If we're not doing these dressings as much, we're all going to be happier.” TS 29:37

In this podcast, Maddie Whalen, Evidence-based Practice Coordinator for the Center for Nursing Inquiry, interviews Johns Hopkins Health System nurses Arron Berry, Michelle Cook, and Rowena Milburn, as they discuss their tips and tricks for nurses new to the publishing process.

“Saline is very benign and doesn't have any risk of harm for the patient. They're small doses, so we're not worried about sodium or anything. The risk of heparin is actually quite extensive,” MiKaela Olsen, DNP, APRN-CNS, AOCNS®, FAAN, clinical program director in oncology at Johns Hopkins Hospital and Johns Hopkins Health System in Baltimore, MD, told Stephanie Jardine, BSN, RN, oncology clinical specialist at ONS, during a conversation about the latest evidence surrounding central venous catheter flushing solutions and techniques. You can earn free NCPD contact hours after listening to this episode by completing the evaluation linked below. Music Credit: “Fireflies and Stardust” by Kevin MacLeod Licensed under Creative Commons by Attribution 3.0 Earn 0.75 contact hours of nursing continuing professional development (NCPD) by listening to the full recording and completing an evaluation at myoutcomes.ons.org by July 29, 2024. The planners and faculty for this episode have no relevant financial relationships with ineligible companies to disclose. ONS is accredited as a provider of NCPD by the American Nurses Credentialing Center's Commission on Accreditation. Episode Notes Check out these resources from today's episode: Complete this evaluation for free NCPD. ONS Access Device Standards Oncology Nursing Podcast Episode 127: Reduce and Manage Extravasations When Administering Cancer Treatments Episode 162: What Nurses Need to Know About Central Lines and Ports Clinical Journal of Oncology Nursing articles Heparin Versus Normal Saline: Flushing Effectiveness in Managing Central Venous Catheters in Pediatric Patients With Cancer Heparin Versus Normal Saline: Flushing Effectiveness in Managing Central Venous Catheters in Patients Undergoing Blood and Marrow Transplantation Implanted Port Patency: Comparing Heparin and Normal Saline Central Venous Access Devices: An Investigation of Oncology Nurses' Troubleshooting Techniques ONS books Access Device Standards of Practice for Oncology Nursing Chemotherapy and Immunotherapy Guidelines and Recommendations for Practice Journal of Vascular Access article: Flushing of Intravascular Access Devices (IVADS) – Efficacy of Pulsed and Continuous Infusions Medical Devices: Evidence and Research article: Pulsative flushing as a strategy to prevent bacterial colonization of vascular access devices ASCO/ONS Chemotherapy Administration Safety Standards ONS/ONCC Chemotherapy Immunotherapy Certificate Course Infusion Nurses Society's Infusion Therapy Standards of Practice To discuss the information in this episode with other oncology nurses, visit the ONS Communities. To provide feedback or otherwise reach ONS about the podcast, email pubONSVoice@ons.org. Highlights From Today's Conversation “The way that you can eliminate heparin is by really focusing on education and teaching of patients and nurses and other staff that access central lines about how to do that.” Timestamp (TS) 06:13 “One of the barriers right now I think is that a lot of the manufacturer guidelines are old, and they still recommend in their catheter guidelines to use heparin because they aren't up to date either.” TS 07:50 “The risk of heparin is actually quite extensive. For instance, we know that heparin can cause heparin-induced thrombocytopenia, or HIT. Unfortunately, you don't always know that your patient is experiencing that, but I've had many, many patients over the years where, all of a sudden, their platelet count was low, and no one knew why. . . . We did testing for HIT and found out that it was the heparin flushes that were causing that.” TS 09:04 “Normal saline is the most benign solution that can be used in catheters. There are studies showing benefit in some patient populations, and I know that some places have protocols using an antibiotic lock solution or a sodium citrate lock solution, but in general the most common type of flush solution for central lines as heparin begins to move out of favor is normal saline.” TS 13:06 “We know that using a push-pause, pulsatile, or, I call it sometimes, turbulent flush, has been shown to promote the clearance of the catheter lumen and prevent occlusion. According to the Infusion Nursing Society guidelines. . . . we are instructed to stop and start every millimeter of flush. . . . That is really important because every time you stop and start, you cause turbulence in that catheter.” TS 13:55 “When you study it, you find that patients or nurses are not actually flushing enough. If the patient's at home and you're using saline, then the catheter is usually flushed on a daily basis with pulsation when not in use. If the patient's giving themselves antibiotics or other medications through their catheter, they need to be taught how to do the saline flush after each of the medications.” TS 17:47

Hazardous drugs are not just used in oncology, and their health risks for providers go far beyond reproductive toxicities. ONS member MiKaela Olsen, DNP, APRN-CNS, AOCNS®, FAAN, clinical program director in oncology at the Johns Hopkins Hospital and Johns Hopkins Health System in Baltimore, MD, talks with Stephanie Jardine, BSN, RN, oncology clinical specialist at ONS, about protecting yourself and your colleagues with the latest updates in hazardous drug safety, including a change for the process of doffing personal protective equipment (PPE). Music Credit: "Fireflies and Stardust" by Kevin MacLeod Licensed under Creative Commons by Attribution 3.0 Earn 0.5 contact hours of nursing continuing professional development (NCPD) by listening to the full recording and completing an evaluation at myoutcomes.ons.org by May 20, 2024. The planners and faculty for this episode have no relevant financial relationships with ineligible companies to disclose. ONS is accredited as a provider of NCPD by the American Nurses Credentialing Center's Commission on Accreditation. Episode Notes Check out these resources from today's episode: Complete this evaluation for free NCPD. ONS book: Safe Handling of Hazardous Drugs (third edition) ONS book: Chemotherapy and Immunotherapy Guidelines and Recommendations for Practice ONS/ONCC Chemotherapy Immunotherapy Certificate Course (where you'll find the PPE doffing video) ONS course: Fundamentals of Chemotherapy Immunotherapy Administration ONS course: Safe Handling Basics ONS joint position statement with the Hematology/Oncology Pharmacy Association: Ensuring Healthcare Worker Safety When Handling Hazardous Drugs ONS Safe Handling of Hazardous Drugs Learning Library Consensus statements from the 2020 Safe to Touch Consensus Conference on Hazardous Drug Surface Contamination ONS video: Risk of handling hazardous drugs while pregnant ONS Voice article: What Is ONS's Stance on Handling Chemotherapy While Pregnant, Breastfeeding, or Trying to Conceive? National Institute of Occupational Safety and Health (NIOSH) list of hazardous drugs USP Chapter 800: Hazardous Drugs—Handling in Healthcare Settings To discuss the information in this episode with other oncology nurses, visit the ONS Communities. To provide feedback or otherwise reach ONS about the podcast, email pubONSVoice@ons.org.

About the guestAlicia Wilson, Esq. is Vice President of Economic Development for Johns Hopkins University and Johns Hopkins Health System and Associate Professor in the Johns Hopkins Bloomberg School of Public Health, in Baltimore, Maryland. At Johns Hopkins, Alicia leads a core team focused on developing and implementing Hopkins' institution-wide strategies and initiatives as an anchor institution in and around its campuses both within the United States and abroad.  Alicia spearheads the elevation and expansion of Hopkins signature commitment to its communities through investments in real estate, economic and neighborhood development, healthcare, and education.  Prior to joining Hopkins, Alicia served as the Senior Vice President of Impact Investments and Senior Legal Counsel to the Port Covington Development Team.  Port Covington is a 235-acre redevelopment project located in Baltimore, Maryland and is one of the largest urban revitalization efforts in the United States.  As Senior Vice President of Impact Investments and Senior Legal Counsel, Alicia ensured that the $5.5 billion Port Covington Development Project generated a measurable beneficial social and environmental impact alongside a financial return for its equity investors in the project (i.e. Goldman Sachs, Kevin Plank, and other equity investors).  She led a team focused on measuring and reporting the social and environmental performance and progress of the Port Covington Project to maximize both performance and impact, while ensuring transparency and accountability to stakeholders.   Prior to being promoted to Senior Vice President of Impact Investments and Senior Legal Counsel, Alicia served as Vice President of Community Affairs and Legal Advisor to Sagamore Development Company, a Plank Industries Company.  During the 2016 Baltimore City Council legislative session, Alicia drafted key pieces of Tax Increment Financing (TIF) legislation and served as the principal negotiator of the TIF legislation and the two largest Community Benefit Agreements in the history of Baltimore associated with the passage of a $660 million TIF bill, the largest TIF awarded in the history of the United States at that time.  The negotiations of the community benefit agreements involved over 200 stakeholder groups representing tens of thousands of residents from across the City of Baltimore.  Prior to joining Sagamore Development Company, Alicia was partner at the downtown Baltimore law firm of Gordon Feinblatt — the sixth-largest, law firm in the state of Maryland.  When Alicia made partner on the eve of her seventh year of practice, she made history by becoming the first African-American to be named partner in the sixty-year history of the firm.  Alicia is a talented trial attorney and sought-after legal advisor to individuals and business owners on all aspects of real estate, financial services, and employment and labor law matters.  In her legal practice, Alicia established herself as a strategic communicator, shrewd negotiator and savvy architect of complex deals involving multiple of stakeholders and robust community engagement.    Alicia is actively involved in civic and charitable organizations.  She currently serves on the boards of the Center for Urban Families, the University of Maryland School of Law Board of Visitors, the Walters Art Museum, and the National Diverse Attorney Pipeline Program. Most notably, Alicia was recently elected as Chair of the CollegeBound Foundation and as such is the first CollegeBound Foundation alum, first woman, first African-American and youngest Board Chair in the thirty history of the organization.  Alicia also serves as Parliamentarian within the Harbor City Chapter of the Links, Incorporated and is a proud member of Delta Sigma Theta Sorority, Incorporated.   Alicia is a graduate of the University of Maryland Baltimore County (UMBC) and the University of Maryland Francis King Carey School of Law.  At the University of Maryland Baltimore County, Wilson was a Blaustein and Sondheim Public Affairs Scholar and, in 2003, was named the Harry S. Truman Scholar for the state of Maryland. She is the first student in the history of UMBC to be awarded this honor. Alicia was named the 2004 Andrew Levy Leadership Scholar at the University of Maryland School of Law.  In late 2004, she was also named the 2004 George L. Russell Scholar at the School of Law.  While in law school, Alicia served as the co-captain of the Maryland Law National Trial Team and led her team to be ranked the number one trial team in the country. For her accomplishments and public service, Alicia has received numerous awards and honors.  Most recently, Alicia received the 2021 Humanity of Connection Award from AT&T for her commitment and leadership in advancing anchor strategies that elevate and expand communities through economic development, healthcare, and education. She was also recognized, in 2021, by Black Enterprise as one of the 40 leaders under 40 who are “changing the world at local, national, and global levels.” Her work within Baltimore was also recently honored by the Junior League of Baltimore naming Alicia their Inaugural Woman of Distinction.  In 2020, Alicia was named to the Maryland Daily Record's 2020 VIP List, the National Bar Association's 2019 40 Under 40 List of the Nation's Top Advocates, the 2019 Whitney M. Young Award Recipient by the Greater Baltimore Urban League, a 2019 Distinguished Women by the Girl Scouts of Central Maryland, and as one of Maryland's 2019 three most inspiring voices by Community Law In Action.  In 2018, Alicia was recognized as an Unstoppable Women by the UWAC Collective, as one of two Power Women of the Year by the Baltimore Leadership School for Young Women, and as Community Advocate of the Year by the Baltimore City Chamber of Commerce.Her professional and civic leadership have propelled her to the forefront of local and national media attention.  Most recently, Alicia was named by the Afro-American Newspaper as the Newsmaker of the Year for 2021.  In late 2021, Alicia was featured in Baltimore Style Magazine as one of Baltimore's Six Women of Strength for her leadership and civic involvement. In 2020, she was recognized as one of the Top 25 Emerging Leaders in Healthcare by Modern Healthcare, by Baltimore Magazine as one of the 30 Women Shaping the Future of Baltimore, and by the Maryland Daily Record as one of Maryland's Very Important Professionals in Business.  In 2019, Alicia was profiled in Forbes magazine as the “The Black Millennial Lawyer Making Michelle Obama More Accessible to Baltimore's Youth” and Savoy magazine named her one of the “Most Influential Women in Corporate America.” Also, in 2019, Alicia was featured in the Maryland Daily Record as one of the Top 50 Influential Marylanders.  In late 2018, the National Business Journal named Alicia as one of the nation's Top 50 Influencers under 40 and in that same year Black Enterprise produced a television feature on Alicia for her work in securing the $660 million tax increment financing for the Port Covington Project.  In early 2017, Wilson was featured and honored by WBFF Fox 45 as one of Baltimore's four Champions of Courage.  And, in 2016, the Baltimore Sun profiled Alicia as one of “Baltimore's 25 Women to Watch.”  The Truth In This ArtThe Truth In This Art is a podcast interview series supporting vibrancy and development of Baltimore & beyond's arts and culture.Mentioned in this episode:Hopkins Connects - Entrepreneurship MattersTo find more amazing stories from the artist and entrepreneurial scenes in & around Baltimore, check out my episode directory.Stay in TouchNewsletter sign-upSupport my podcastShareable link to episode★ Support this podcast ★

The Hidden Cost of COVIDIn the fall of 2021, the Centers for Disease Control and Prevention's National Healthcare Safety Network (NHSN) released a report on the impact COVID-19 had on healthcare-associated infections (HAIs) in 2020. After a decade of steadily declining HAI numbers, health care facilities across the country experienced a dramatic increase in the number of reported healthcare-associated infections during the first year of the pandemic. The impact of this report has been widespread and highlights the need for health care facilities across the country to return to conventional infection prevention and control practices and build resiliency in these programs to withstand future pandemics.Join NETEC hosts Jill Morgan and Trish Tennill as they discuss the findings of the NHSN's report and share best practices and lessons learned from infection prevention and special pathogen experts. Questions or comments for NETEC? Contact us: info@netec.orgFind us on the web: netec.orgGuestsChrista Arguinchona MSN, BSN, CCRNChrista Arguinchona is the program manager for the Special Pathogens Unit (SPU) and the Rapid Response Team at Providence Sacred Heart Medical Center and Children's Hospital in Spokane, Washington. Her responsibilities include developing and maintaining a care team for the SPU and developing policies, protocols, and educational and training plans. Christa also conducts training and education for the frontline facilities within Providence Health Care. Christa collaborates with community, regional, and national partners as part of NETEC's regional treatment center network. Christa has her master's and bachelor's degrees in nursing and is certified in Critical Care. She has over 30 years of critical care experience in the neurological/trauma ICU at Providence Sacred Heart Medical Center and Children's Hospital.Carrie Billman, RN, CICCarrie Billman is the infection control program manager for the Johns Hopkins Health System, and a senior infection control epidemiologist for the Department of Hospital Epidemiology and Infection Control at The Johns Hopkins Hospital (JHH). In her role at JHH, Carrie leads infection prevention activities for the JHH Biocontainment Unit (BCU), including training and education for trained observers and BCU clinical staff, policy and protocol development, and serves as a lead infection preventionist during BCU activations.Carrie is a trained pediatric nurse with 13 years of experience with acute and lifesaving burn care and is current faculty for the Johns Hopkins University master's level course in infection prevention. Carrie is currently pursuing her master's in Health Profession Education through the School of Medicine at the University of Michigan. Meredith Fahy, MPH, RN, CICMeredith Fahy has been an infection preventionist at Massachusetts General Hospital (MGH) since August 2019 and is also the biothreats infection preventionist. Previously, she worked as a staff nurse in the Infectious Disease Associates outpatient clinic where she helped develop and implement a nurse-driven initiative to improve retention in care for high-risk HIV patients, as a staff nurse in the MGH Emergency Department, and has volunteered with the Mercy Ships organization in Freetown, Sierra Leone. She graduated from Northeastern University with her Bachelor of Science in Nursing in 2009 and Master of Public Health in 2016. Meredith lives outside of Boston with her husband and dog.Jennifer Garland RN, PhD, CICJennifer Garland is a disease-specific care reviewer for the Joint Commission and the Special Pathogens Program Manager at Cedars-Sinai Medical Center. She is a registered nurse with

Meet Nimisha Kalia, M.D., MBA, MPH:Nimisha Kalia, M.D. is the Chief Medical Officer at GE Corporate, and an Assistant Professor and Interim Director for the Division of Occupational and Environmental Medicine at Johns Hopkins University School of Medicine, and the Executive Director of Health, Safety and Environment for Johns Hopkins University and Johns Hopkins Health System. She earned her M.D. at the University of South Florida College of Medicine. She also received an MPH from the Johns Hopkins Bloomberg School of Public Health and an MBA from the Johns Hopkins Carey Business School.Key Insights:Nimisha Kalia, M.D. always returns to her roots as a clinician. The extra skills and business acumen she's developed are all to augment the best delivery of care for her patients. Understand Healthcare Business. Effective healthcare leaders successfully communicate their ideas and back them up with financial evidence, showing that an idea is a financial win-win for all parties. (5:13)Ask for Help. Dr. Kalia was worried about asking for help early in her career. However, when she did it, was received well and she got the support she needed. Don't be afraid to ask for help. (14:58)Choose Your Battles. The world is the way it is. However, we can select particular challenges we deem worth taking on, to incrementally change the world for the better. (24:51)This episode is hosted by Kristi Ebong. She is a member of the Advisory Council for Her Story and is the head of Partnerships and Market Development at Define Ventures.Relevant Links:Read some of Dr. Kalia's researchWatch “What is the value of Health Coaching?” with Dr. Kalia

A Look at New Weight Loss Meds and Weight Related Stigma: The Takeaway spoke with Emma Court, health reporter at Bloomberg News about this new class of weight loss drugs. And maybe you've noticed there is more than a little fat-shaming going on around Covid-19, obesity, and mortality. We also spoke about this with Paula Atkinson, a body liberation psychotherapist and professor at George Washington University, where she teach a course about body justice called Weight and Society. Masking 101: The Takeaway spoke to Dr. Lisa  Maragakis, Professor of Medicine at the Johns Hopkins University School of Medicine and Senior Director of Healthcare Epidemiology and Infection Prevention with the Johns Hopkins Health System, about the latest on masking, which masks are most effective, and more. Why Some Star Athletes Refuse The Vaccine And Get Away With It: We speak with sportswriter Kavitha Davidson about why this mentality from these players matters in the sports world and beyond. Navarro is Back on the Mat for Season 2 of Cheer: We speak with the director and executive producer of Cheer, Greg Whiteley, about what to expect this season and why the docuseries has us all cheering for the cheerlebrities of Navarro. For transcripts, see individual segment pages.

Our guest this week on the Faculty Factory Podcast is Jeffrey Natterman, Esq. He joins us for a rich discussion about practical ways faculty can mitigate risk and their exposure to liability on the job. With the Johns Hopkins Health System, Jeffrey Natterman, is the Chief Legal Counsel for Risk Management, Regulatory, Patient Care, and Ethics. Like many things in our professional world, so much of limiting our exposure to liability comes back to communication. “We do root cause analyses here to investigate adverse events, and hands down I would say likely 80 plus percent of the time communication is the number one issue,” he said. Faculty should be aware that communication is not just important between healthcare providers and patients, it's extremely important between colleagues as well. Learn more about today's episode: https://facultyfactory.org/risk-mitigation 

In episode 15 of The Lobby, Damian welcomes President of Johns Hopkins Health System, Kevin Sowers, M.S.N., R.N., F.A.A.N., and President and CEO of University of Maryland Medical System, Dr. Mohan Suntha to The Lobby. Listen in as they discuss the COVID-19 pandemic, the toll it has taken on healthcare workers, and their unprecedented resiliency. Then, stick around while they discuss the undercurrent of vaccine hesitancy, the Delta variant, and their decisions to require employees to be vaccinated against COVID.   We hope to see you soon in the Lobby.

ONS member MiKaela Olsen, DNP, APRN-CNS, AOCNS®, FAAN, clinical program director for oncology at the Johns Hopkins Hospital in the Johns Hopkins Health System in Baltimore, MD, and member of the Greater Baltimore and Mid-Chesapeake Bay ONS chapters, joins Stephanie Jardine, BSN, RN, oncology clinical specialist at ONS, to discuss preventing central line–associated bloodstream infections and other best practices for central lines and ports. Olsen presented on the topic during the inaugural ONS Bridge™ conference in September 2020; an ONS Voice article summarizing that session is linked in the episode. She also studied the use of heparin versus saline flushes for her DNP project. Music Credit: "Fireflies and Stardust" by Kevin MacLeod Licensed under Creative Commons by Attribution 3.0 Earn 1.0 contact hours of nursing continuing professional development (NCPD) by listening to the full recording and completing an evaluation at myoutcomes.ons.org by July 2, 2023. The planners and faculty for this episode have no relevant financial relationships with ineligible companies to disclose. ONS is accredited as a provider of NCPD by the American Nurses Credentialing Center's Commission on Accreditation. Episode Notes Check out these resources from today's episode: Complete this evaluation for free NCPD. ONS Voice article based on Olsen's ONS Bridge presentation: Use Evidence-Based Strategies for Managing Central Venous Catheters ONS Voice article: Action Plan May Reduce CLABSIs in Hospitalized Patients With Cancer ONS Voice article: Innovative Clinics Help Patients Safely Access Cancer Care During COVID-19 Clinical Journal of Oncology Nursing article: Central Line–Associated Bloodstream Infection Prevention: Standardizing Practice Focused on Evidence-Based Guidelines Clinical Journal of Oncology Nursing article: Implanted Port Patency: Comparing Heparin and Normal Saline ONS book: Access Device Standards of Practice for Oncology Nursing ONS video: Standard of Practice for Cleansing Access Sites ONS video: Standard Regarding a Catheter Without a Blood Return 2011 study on catheter tip placement To discuss the information in this episode with other oncology nurses, visit the ONS Communities. To provide feedback or otherwise reach ONS about the podcast, email pubONSVoice@ons.org.

Moderator Lillie Shockney sits down with epidemiologist and senior director of Infection Prevention for The Johns Hopkins Health System, Dr. Lisa Maragakis to discuss COVID variants such as Delta and why it is so important for individuals to get the COVID vaccine here in the U.S. and abroad.

One of the ways that corporations have been successful in replacing physicians with lesser-trained medical practitioners is by creating a sense of equivalence so that patients think that the care they will receive is “the same.” For example, both physicians and nurse practitioners and physician assistants wear white coats, have similar-appearing badges, and may be referred to as “doctor” even if that doctorate is not a medical degree.  Not only do these corporations elevate the role of nonphysicians, they also work to bring down the level of physicians.  On many health system websites, physicians are listed as mere “providers.” The once-named “doctor's lounge” is now the provider's lounge. And now, some institutions have even taken aim at “Doctor's Day,” hijacking the one day devoted to showing appreciation for physicians and turning the focus instead on the healthcare ‘team'.Today, Dr. Marsha Haley, a radiation oncologist, joins us to discuss an article that she wrote for the Buck's County Courier Times about the appropriation of ‘Doctor's Day'. Get the book!  https://www.amazon.com/Patients-Risk-Practitioner-Physician-Healthcare/dp/1627343164/Dr. Haley's article:  https://www.goerie.com/story/opinion/2021/04/18/op-ed-doctors-shouldnt-have-share-their-day-especially-year/7219700002/Vanity Fair article discussing group purchasing organizations (GPOs) and their contribution to a shortage of PPE - includes details that Kevin W. Sowers, RN, MSN, the president of Johns Hopkins Health System, was a board member of a GPO that began servicing the hospital system after Sowers became the system's leader.https://www.vanityfair.com/news/2020/05/corporate-deals-making-hospitals-ppe-shortages-worse May 2020

On the Science Edition of Press Conference USA, Dr. Lisa Maragakis, M.D., M.P.H., Senior Director, Infection Prevention at the Johns Hopkins Health System, Neda Gould, Ph.D., Associate Director, Johns Hopkins Bayview Medical Center Anxiety Disorders Clinic and Carisa Parrish Ph.D., Co-director, Pediatric Medical Psychology at the Johns Hopkins Children's Center join Rick Pantaleo for an update on the Covid-19 pandemic. They will also talk about the mental/emotional effects of the pandemic.

On the Science Edition of Press Conference USA, Dr. Lisa Maragakis, M.D., M.P.H., Senior Director, Infection Prevention at the Johns Hopkins Health System, Neda Gould, Ph.D., Associate Director, Johns Hopkins Bayview Medical Center Anxiety Disorders Clinic and Carisa Parrish Ph.D., Co-director, Pediatric Medical Psychology at the Johns Hopkins Children's Center join Rick Pantaleo for an update on the Covid-19 pandemic. They will also talk about the mental/emotional effects of the pandemic.

Forest therapy is inspired by the Japanese practice of shinrin-yoku, which translates to “forest bathing.” Studies have demonstrated a wide array of health benefits, especially in the cardiovascular and immune systems, and for stabilizing and improving mood and cognition. Today, we talk about forest bathing and nature therapy, or ecotherapy, with Harpreet Gujral, DNP FNP-BC, program director and nurse practitioner, Sibley Integrative Medicine, Sibley Memorial Hospital, Johns Hopkins Health System. Dr. Gujral is an integrative nurse practitioner and director of the inpatient surgical unit at HCA Healthcare in Reston, Virginia. The hospital has a special interest in the resilience and wellbeing of frontline healthcare providers. She incorporates her training in conventional nursing with aromatherapy, guided imagery and various Eastern modalities like ayurveda, mindfulness, and meditation. These are therapies that are enhanced by her roots in India. ◘ Related Content The Science Behind Forest Therapy https://www.natureandforesttherapy.earth/about/the-science Association of Nature and Forest Therapy Guides and Programs https://www.natureandforesttherapy.earth/about/the-practice-of-forest-therapy Psychology Today: Nature Therapy https://www.psychologytoday.com/us/blog/evolutionary-psychiatry/201608/nature-therapy Healthline: Ecotherapy and the Healing Power of Nature https://www.healthline.com/health/mental-health/ecotherapy ◘ Transcript https://www.linkedin.com/pulse/transcript-forest-bathing-melding-mindfulness-nature-gw-office-of/?published=t ◘ This podcast features the song “Follow Your Dreams” (freemusicarchive.org/music/Scott_Ho…ur_Dreams_1918) by Scott Holmes, available under a Creative Commons Attribution-Noncommercial (01https://creativecommons.org/licenses/by-nc/4.0/) license. ◘ Disclaimer: The content and information shared in GW Integrative Medicine is for educational purposes only and should not be taken as medical advice. The views and opinions expressed in GW Integrative Medicine represent the opinions of the host(s) and their guest(s). For medical advice, diagnosis, and/or treatment, please consult a medical professional.

Dr Ashwani Rajput speaks with Carolyn Carpenter, the President of the Johns Hopkins Health System in the National Capital Region, about her career path in healthcare administration and her vision for Johns Hopkins and the Kimmel Cancer Center in the greater Washington DC area.

Tom Robertson, Executive Director of the Vizient Research Institute sits down with John Hopkins' president, Kevin Sowers to discuss possible future directions for health care finance. They consider the unintended consequences of payment rate disparity between public and private insurance and how Maryland's unique all-payer rate-setting model empowers providers to make investments in patient well-being that would be more difficult under the traditional payment system. Kevin shares his insights on programmatic investment to deal with the manifestations of social determinants of health and partnering with others to create healthier communities.   Guest speaker: Kevin Sowers, MSN, RN, FAAN Executive Vice President, Johns Hopkins Medicine President Johns Hopkins Health System   Moderator: Tom Robertson Executive Director Vizient Research Institute   Show Notes: [01:01] Payment rate disparity between public and private insurance [01:48] Maryland model payer system vs. other systems [02:55] Advantages of Maryland model: Helps decrease ED utilization and hospital days [04:15] Model forces you to consider community strategies to better manage high utilizers – Example of dental care patients [05:24] Global Budget Revenue (GBR) total cost of care advantage – allows you to think how to integrate into the community to focus on the10% of patients who drive up 90% of your costs [07:00] With GBR hospital gets paid the same amount whether it has 10 patients or 1,000 patients. [07:52] GBR only for hospitals; unregulated and professional fees need to still be negotiated [08:30] Example: Utilization patterns of the ED and hospital care to the homeless. Partnering with others to fund housing services for the homeless resulting in decreases in ED utilization and overall health care costs [11:00] Use of grants to invest in social determinants of health, resulting in decreased health care utilization [11:43] Developing systems of care with others in community to assist with socioeconomic factors and social determinants [12:30] Example: Jobs program created to recruit, train and hire individuals previously excluded from workforce were hired to be community health workers [13:00] Transforming lives to make a difference – “Living with options” [13:56] Total cost of care model (GBR) enables you to do the right thing, and that's rewarding [14:47] Hospital at Home program to create healthier communities [16:42] Background on Kevin and how he became a nurse   Links | Resources: Kevin Sowers' biographical information Click here   Subscribe Today! Apple Podcasts Google Podcasts Android Spotify Stitcher RSS Feed  

Tom Robertson, Executive Director of the Vizient Research Institute, sits down with Johns Hopkins' president, Kevin Sowers, for a second time. Tom and Kevin talk about the redesign of primary care, telemedicine and mental health reimbursement.   Guest speaker: Kevin Sowers, MSN, RN, FAAN Executive Vice President, Johns Hopkins Medicine President Johns Hopkins Health System   Moderator: Tom Robertson Executive Director Vizient Research Institute   Show Notes: [00:28] Recap of global budgeted revenue (GBR) [01:35] Global budgeted revenue allows each hospital to decide how they will spend their money to care for people, while achieving expected quality and satisfaction metrics [02:26] Shift in care to begin building primary care practices that are chronic illness focused; can make huge impacts on utilization patterns [04:58] Redesigning your primary care practice to effectively team manage for high-risk patients to avoid hospitalization [06:29] Redesigning primary care: Create contact moments through telemedicine and technology to deliver better care for the chronically ill [07:35] Be flexible in seeing chronically ill patients when they need to be seen [08:31] Partner with primary care practices to design new models to innovate and transform the way we see very complex patients and to drive utilization [09:49] The GBR allows better incentives to take lower acuity services and put them into a lower cost setting [10:30] Acting as an integrated delivery system, under GBR, moving services to outpatient setting allowed hospitals to keep 50% of total cost for that population and allows you to do the right thing [11:04] How the GBR payment system in Maryland addresses mental health better than with other payment models [12:19] Reimbursement of mental health care costs in all-payer model plus transformational grant from HSCRC to begin addressing the gaps in behavioral health system [13:18] Expanding behavioral health crisis services to include care traffic control system--a high tech, crisis hotline and referral system to allow patients with same day access [14:07] Single managed service organization to oversee the work of getting patients into the care models they need, in the communities in which they live but not requiring them to visit the hospital [15:01] Virtual care benefits from pandemic, highlights the advantages of a rate-regulated financing system despite revenue loss on cancelled surgeries and procedures [16:29] Protection mechanism to keep Maryland hospitals viable during unprecedented times when the rest of country did not have a revenue stream that continually supports them [17:15] Challenges with Academic Medical Centers and how they fit into this all-payer model, as well as how you pay for innovation. All-payer still has more positives. There will always be mechanical issues of policy. [19:03] Kevin's most admirable characteristic of his management style is compassion. Brought nursing experience into the executive suite that has translated into inspirational behavior modeling [19:48] Two lessons learned [21:20] Rise above the moment of chaos, listen to the people who are feeling the emotions, but respond to the moment with facts.   Links | Resources: Kevin Sowers' biographical information Click here   Subscribe Today! Apple Podcasts Google Podcasts Android Spotify Stitcher RSS Feed  

Remote ordering has been around for years. In the onsite dining world, its major penetration has been in the college market, where there is a ready-made population of tech-savvy customers already used to living online. However, cultural trends, financial pressures and—of course—the coronavirus pandemic have prompted more operations across all segments to look at this and other technology options. Johns Hopkins Health System in Baltimore is one major healthcare system looking into the potential of remote-order technology to provide enhanced customer service while keeping costs in check. The health system’s in-house dining program recently initiated deployment of a remote-order system based on the GrubHub platform targeted at security guards, a customer segment that obviously has to be around 24 hours a day. As an added benefit, the initiative is designed to encourage the guards to choose healthy meal options. In this Food Management One On One With podcast, Dr. Angelo, Mojica, senior director of food & culinary services for Johns Hopkins Health, talks about this initiative and further extensions of the remote-order technology being planned for deployment later this year.

Our hosts are joined by Dr. Lisa Maragakis, Senior Director of Infection Prevention with The Johns Hopkins Health System, for a discussion about lessons learned from the COVID-19 pandemic and how we c

Our hosts are joined by Dr. Lisa Maragakis, Senior Director of Infection Prevention with The Johns Hopkins Health System, for a discussion about lessons learned from the COVID-19 pandemic and how we can keep ourselves safe as the race to vaccinate America continues.  

Jennifer Bumgardner is president of BIC Healthcare Solutions and has spent more than 20 years, forming and executing innovative healthcare strategic business building and marketing communication solutions. She has worked for or with multiple nationally and internationally renowned health care organizations including Medical College of Georgia, Wake Forest University Baptist Medical Center and Mission Health System in North Carolina, Geisinger Health System in Pennsylvania and, most recently, Johns Hopkins Health System in Maryland.Jennifer developed and executed unique, award-winning business development and marketing solutions for many industries, including financial services, education, healthcare, entertainment and retail services. Specific to healthcare, her expertise includes expediting new physician productivity time to increase overall net revenue production, extrapolating and interpreting market analytics and epidemiology data to pinpoint areas of opportunity for current business advancement and future expansion, proving ROI and cost savings tied directly to measurable tactics, leading and developing a team of top notch physician liaisons, and building “out of the box” solutions designed to meet system priorities within the healthcare space.She earned a BA in Marketing from Bloomsburg University of Pennsylvania. When not engaged in creating best in class healthcare business solutions for my clients, Jennifer enjoys running, reading, gourmet cooking and spending time with my husbandand two children.You can reach Jennifer through her website or through LinkedIn at linkedin.com/in/jennifer-bumgardner-bichs.******************************************************************************************If you'd like to talk to Terry McDougall about coaching or being a guest on Marketing Mambo, here's how you can reach her:https://www.terrybmcdougall.comhttps://www.linkedin.com/in/terrybmcdougallTerry@Terrybmcdougall.comHer book Winning the Game of Work: Career Happiness and Success on Your Own Terms is available at Amazon. 

Dr. Sam Harrington joins us for conversation on his book, ‘At Peace: Choosing a Good Death After a Long Life.' Sam Harrington is an honors graduate of Harvard College and the University of Wisconsin Medical School, he practiced internal medicine and gastroenterology for more than 30 years in Washington, D.C. There he served on the board of trustees of Sibley Memorial Hospital, a member of the Johns Hopkins Health System, and the former Hospice Care of DC.

This episode features Kevin Sowers, Executive Vice President of Johns Hopkins Medicine and President of Johns Hopkins Health System. Here, he discusses his points of pride in Johns Hopkins, what he s seeing with COVID-19 in his area, and more.

This episode features Kevin Sowers, Executive Vice President of Johns Hopkins Medicine and President of Johns Hopkins Health System. Here, he discusses his points of pride in Johns Hopkins, what he’s seeing with COVID-19 in his area, and more.

This episode features a session from Becker's Healthcare CEO + CFO Virtual Event: Executive Strategy for Large Systems. The conversation includes insight from the following speakers: Douglas Watson, Chief Financial Officer, Dignity Health Arizona Kevin W. Sowers, M.S.N., R.N., F.A.A.N., President of the Johns Hopkins Health System; Executive Vice President of Johns Hopkins Medicine

Dr. Estes is joined by Kevin W. Sowers, President of the Johns Hopkins Health System and Executive Vice President of Johns Hopkins Medicine, to discuss how hospitals can move from relief, recovery, and rebuilding to reimagining and innovation.

On Episode 3 of Leadership Lessons in Health-System Pharmacy, you will hear from Henry “Hank” Clark as we discuss exciting opportunities for students in health-system pharmacy leadership training. Hank Clark is a current PGY1/MS Health-System Pharmacy Administration and Leadership (HSPAL) Resident at The Ohio State University Wexner Medical Center. Originally from Palm Springs, California, Hank completed his Doctor of Pharmacy at the UNC Eshelman School of Pharmacy. He first became interested in the HSPAL career path through an administrative internship at The Johns Hopkins Health System where he gained exposure to clinical management of pharmacy services. His career aspirations include serving as a pharmacy manager and future director of pharmacy at a large academic medical center. Calling all current PharmD students – join us as we hear from a current PGY1 resident!

The numbers we had all hoped to see dwindle by now … are rising instead: the number of people infected with Covid-19. The number hospitalized. The number in the ICU. The number who have died. What’s behind this surge, now, and what could tamp it down? Epidemiologist Dr. Lisa Maragakis, senior director of infection prevention for the Johns Hopkins Health System, admits public messages have been muddled ... but stresses that masks, social distance and hand-washing do work.

Joining us today for part 2 of the podcast series is Elisa Arespacochaga, Vice President of Physician Alliance at the AHA, in conversation with Dr. Chris Moriates, Assistant Dean for Health Care Value, Dell Medical Center, and Executive Director at Cost of Care and Dr. Pamela Johnson, Vice President of Care Transformation at Johns Hopkins Health System.

Today on Midday, an update on Coronavirus mitigation efforts including, what to know about getting your flu shot, and how a change to CDC testing guidelines could impact the fight against the virus. Dr. Lisa Maragakis is the Executive Director of the Hopkins Biocontainment Unit and the senior director of Infection Prevention at the Johns Hopkins Health System.

During this challenging time, how are health care leaders adapting to meet stakeholder needs while promoting resilience across their teams? This episode of Resilient features Kevin Sowers, president of Johns Hopkins Health System, Michael Dowling, president and CEO at Northwell Health, and Deloitte’s chief medical officer, Ken Abrams. They discuss their experiences leading through crisis and consider how the lessons of the past few months might help drive radical change in health care’s future.

Transcription:Redonda Miller 0:03We have this playbook of physical capacity staffing policies. I'm thinking about all the thought that went into standing up a visitor policy or a masking policy or a travel policy. Now we can turn those on and off as needed.Gary Bisbee 0:20That was Dr. Redonda Miller. President at Johns Hopkins Hospital, speaking about the core competency of scaling up and scaling down, developed to respond to the COVID crisis. I'm Gary Bisbee. And this is Fireside Chat. Dr. Miller outlines the top three priorities of the Johns Hopkins Hospital and she speaks about the benefits and challenges of the Maryland all-payer model. Let's listen to Dr. Miller respond to the question of how the COVID crisis changed her as a community member.Redonda Miller 0:50As a community member Gary, I think this was probably the most impactful and humbled every day by the incredible appreciation from the community, the number of ways they stepped up. Whether it was school kids making cards for the healthcare workers here. Whether it was the donations of homemade masks, businesses sending food to the front line. I really feel a part of the community here in Baltimore like I've never felt before.Gary Bisbee 1:20Our conversation includes Dr. Miller's view of the need for a reliable PPE supply chain and the necessity of governmental stockpiles, how telemedicine visits grew overnight from 35 to 20,000 per week, the strategy for educating the community to return for necessary surgery and treatments, and the top characteristics of a leader in a crisis. I'm delighted to welcome Dr. Redonda Miller to the microphone. Good morning, Redonda, and welcome.Redonda Miller 1:52Good morning, Gary. It's such a pleasure to be here virtually so to speak.Gary Bisbee 1:56Exactly. We're pleased to have you at the microphone. Let's begin with learning a little bit more about you – start out at the very beginning. Where did you grow up?Redonda Miller 2:06Well, I actually grew up in southern Ohio, very rural area near Kentucky and West Virginia, where my parents still live. And in a desperate attempt to escape, so to speak, I ended up at Ohio State for college, and then here in Baltimore for medical school at Johns Hopkins, and I've been here ever since.Gary Bisbee 2:27What have you found that you liked the most about Hopkins? What's the culture of Hopkins like?Redonda Miller 2:32When I came to interview for medical school, I had this mental notion in my mind of very smart people, serious scholars, discoverers and sure, that is all true. It is. But what I found 31 years ago was this incredible warmth, and humanity and kindness and esprit de corps. And honestly, that is what has kept me here for 31 years. There is a drive toward excellence. Everyone wants to be the best. They want to be on the cutting edge, but at the same time, a sense of collegiality and family that it's really a powerful combination.Gary Bisbee 3:13Let's drop back a bit. At what point did you decide on medicine, Redonda?Redonda Miller 3:17It's an interesting story. I am a lover of math and physics and economics and finance. And I started my college career, wanting to be an engineer, an aeronautical engineer. But I quickly learned that there was a human side to what I wanted to do, probably stemmed from in high school, my parents, who my dad, in particular avid gardener, they were both school teachers. But he was an avid gardener on the side. And one evening, after dinner, they became very ill very quickly and within 15-20 minutes, were both passed out. I called 911. I was a freshman in high school, the oldest of four children. I remember vividly the sight of the paramedics doing CPR on my dad as they wheeled my mom and dad out of the house to the local hospital. And I will tell you, the paramedics, the nurses, the doctors at that local rural hospital saved my parents. And it turns out they had organophosphate poisoning, which was very common, you know, it's from insecticides that have since been banned. My parents are fine today alive and well. But I always remembered how those healthcare workers saved their lives. And it really influenced my choice later on.Gary Bisbee 4:33Sure. The fact that they were teachers, do you think that cultivated your sense of learning and excellence?Redonda Miller 4:39I do. You know, in pure teacher form they had high expectations for the children to pursue something they loved and to give it our all. So yes, and in fact, I started out my career here at Hopkins after I finished training as a clinician-educator, there's some of that love of teaching hidden inside of me.Gary Bisbee 4:58At what point did you decide then to pursue your MBA?Redonda Miller 5:01I was probably mid-career in my 30s had been doing very well. I had a typical traditional faculty role as a clinician-educator focusing on women's health but became frustrated with how we delivered care. This was back 15-20 years ago, and we were not as patient-centered as I thought we could be. We were not as efficient as I thought we could be. At some point, you either just whine or you become part of the solution. And it also provided this opportunity to enjoy some of the other subjects that I'd always liked, like economics and finance and math. So I decided I wanted to retool my career and work on clinical operations. I didn't have the right tools. So it prompted me to go back to business school and pursue an MBA. So I at least had some foundational knowledge of operations and healthcare delivery that would hopefully serve me well.Gary Bisbee 5:59I believe you're still practicing. Is that right?Redonda Miller 6:01I do. I do. I'm a general internist. And I love still practicing. Many of my patients I've known for 20 years. I have a clinic once a week. And that of course is all of the physicians who are listening might know your practice doesn't end just because the clinic door closed, so I field phone calls all week long. But it has been invaluable. To live firsthand some of the initiatives we roll out as a hospital, I have to take the same epic training, I see what it's like to care for a patient who may be PUI for COVID and wear a face mask. I also now have a cadre of secret shoppers. My patients are the first to call me with Redonda, "Did you know this happened during check-in?" or "I was in the hospital and this happened or did you realize this?" And so it's been so valuable in many ways.Gary Bisbee 6:54Unintended benefit of practice. Do you find as a leader at an academic medical center that it gives you more credibility with those you're leading that you're still practicing?Redonda Miller 7:06I think it does, because once again, anything that you say we have to do, I'm going to do it as well. And so I do understand the frustrations of clicking in an electronic medical record. I can empathize more, and hopefully, it informs decision making a little better.Gary Bisbee 7:23In terms of leadership, what drew you to leadership?Redonda Miller 7:28I'm not for sure I was drawn to leadership per se. In fact, I think more what I was drawn to was this notion of fixing things. As a true general internist, I like variety, I like diagnosing, and I like trying to fix things. And so what I liked about hospital administration is those same principles applied. Your day consists of a myriad of different problems that hit your desk, and you pull the right teams together, diagnose the situation, and try to fix it. The leadership part, I think was sort of an accidental outcome of that, that perhaps my mentors hopefully acknowledged somehow that okay, I could execute on what we designed. And then that led to greater responsibility. But I didn't necessarily go into this hospital administration route thinking I wanted to be a leader.Gary Bisbee 8:21Right. Sometimes it's referred to as an accidental leader, but you're doing a terrific job. Why don't we turn to Johns Hopkins Hospital? You've been president now I believe for four years. Will you describe Johns Hopkins Hospital for us?Redonda Miller 8:36Sure. The Johns Hopkins Hospital is a 1,000-bed hospital, roughly, with revenue of around 2.6 billion. We have about 11,000 employees, about 2,500 medical staff, and then 1,300 residents and fellows. We have the usual typical designations level one trauma center, comprehensive transplant, NCI-Designated Cancer Center, but we're part of a larger health system. And our larger health system is comprised of six hospitals – five in the Mid-Atlantic and one in Florida. We have a payer arm, we have a home care group, we have a community physician network. So that's a little bit about the hospital and how we fit into the health system.Gary Bisbee 9:17How do you relate to these other hospitals? Do you draw from them? Or do they draw from you? How do you think about that?Redonda Miller 9:23Oh, it's very commensal. And I would say that's something we've struggled with over the last decade becoming a system. But over the last couple of years, and particularly with the crisis of COVID-19, we have really done wonders to become functioning more like a system. I will tell you, I learned things all the time from my community hospital colleagues, the presidents of our community hospitals. Hopefully, they would say the same thing about the academic medical center, but it's been a great partnership.Gary Bisbee 9:55What are your main priorities at JHH?Redonda Miller 9:56I would be remiss, Gary, if I didn't tell you COVID-19 rose to the top three months ago. And for the next year or two, it will continue to be right at the top. And it's interesting how the focus has changed from “Oh my, how are we going to deal with that initial surge” to now the focus of how do we conduct our usual business and as an academic medical center, there are patients that we really specialize in and have expertise. So how do we care for those patients, in addition to caring for COVID-19? So that's priority number one. I think priority number two, we had started all kinds of good work on high-value care. In the era of patients paying more out of pocket for their health care, they are going to want to choose wisely. And so we have to hold ourselves accountable to being high value. How do we deliver high-quality care, but at a price that is appropriate? So that would be our second priority. And then interestingly, we have really shifted a lot, without losing our emphasis on discovery and innovation. We at the Johns Hopkins Hospital can never lose that. But thinking more about population health and community care, and what it means to serve East Baltimore. Historically, obviously, we focused on transitions out of the hospital, care coordination, disease management, but we've taken that to a different level. And how do we tackle the social determinants of health? We've done work on jobs and hiring. More recently, we partnered with the other city hospitals, health care for the homeless and the city to house 200 individuals experiencing homelessness, and we decided we were going to build and renovate houses, but go beyond that and provide all the supportive care one needs. Job counseling, treatment for chronic diseases, help getting to and from the grocery store. So those are really our priorities high-value care, community care, and of course COVID-19.Gary Bisbee 12:06What percentage of patients come from Baltimore and surrounding communities?Redonda Miller 12:10Right now about two-thirds of our 50,000 discharges derive from Central Maryland, and about one-third from Baltimore city itself. And then of course, the final third, given some of our areas of expertise draw from states far away and internationally.Gary Bisbee 12:28Why don't we go to the Maryland all-payer model for lessons learned there? Could you describe that for us, Redonda?Redonda Miller 12:36Oh, sure. We've had the all-payer model here in Maryland since 1977. And it was initially designed and still is today. It functions as all-payer in the sense that everyone pays the same for care delivered in Maryland hospitals, and by everyone I mean, commercials, Medicare, Medicaid. We love that about the model, it takes away any kind of gamesmanship or trying to attract a certain patient over another, everyone pays the same and the rates that hospitals are allowed to charge are set by a commission. In 2014, there was another unique component to our model that was added, hospitals were now going to be reimbursed via global budget revenue. So each hospital in Maryland knew its revenue for the next fiscal year out of the gate. And then year after year, that revenue would be tweaked, based upon volume shifts, market shifts, demographics, and so forth. So I know going into FY 21, what my revenue will be. That's been our model to date. It's highly regulated, and year to year, you're not going to have huge operating margins as a hospital in Maryland. But I will tell you during bad times, and we've looked at over the last three or four months, that model can be protective. Well, because the volumes dropped so precipitously, none of us could charge up to our full GBR. We did have some increased charging authority that provided the cash flow and liquidity we needed to survive the pandemic.Gary Bisbee 14:13As a result of COVID, one imagines that legislators in Washington DC are going to be thinking about some kind of model like the Maryland all-payer model. So we may end up with something more like it at the national level, who knows. What's the payer mix? If I could ask, what's the current payer mix?Redonda Miller 14:32Here at the hospital, government payers are about 48%, 19% for Medicaid, about 29% for Medicare. And then commercial, we are about 49%. And then self-pay about three.Gary Bisbee 14:46So that would be among a lot of health systems that country pretty favorable payer mix, actually. Why don't we turn to COVID you brought that up, and I think we all agree a crisis accelerates existing trends, but thinking about capacity, PPE and so on, how did that fare at JHH?Redonda Miller 15:06We did okay with PPE, but we have the luxury here in Maryland of learning from Seattle, learning from Italy and learning from New York. So we knew right away that we had to start conserving. We focused meticulous attention on PPE conservation. We also had help from partners. Local industry stepped up to help us. Sagamore Spirit made hand sanitizer. Under Armour made masks. Many volunteers went to our central distribution center, and we crafted our own face masks. So we really and then of course, other businesses donated N95s. So we were okay. But it wasn't without a struggle. And I will tell you we're still not where we need to be as far as PPE, but we're working on it.Gary Bisbee 15:53If you formulated a point of view, Redonda, about the reliability of supply chain, do you think we need to do something nationally about that? What's your thought?Redonda Miller 16:03Oh, of course, absolutely we do. I think we've learned about when you have a sole producer in the market or one country dominating the manufacturer of a good bet is a common good, you run into trouble. I think we saw this in the pharmaceutical industry somewhat. And we talked about the escalation in drug prices a couple of years ago, where market economics resulted in a sole source provider of certain generics that have been around forever and the ramifications. I think we see that with PPE. We need to make sure that we have the right supply chain that is diversified. I also think we need to take a look at our stockpile and rethink exactly what numbers are appropriate. And the conversation about do we do that as a nation or by individual states, we need to fine-tune that conversation and make some decisions.Gary Bisbee 16:54That's definitely being discussed around the circuit. There's no question about that. How did your ICU capacity hold up?Redonda Miller 17:02That was, even to this day, everyone here will tell you that is our major factor. We were incredibly lucky. When the COVID pandemic first hit, we decided as Johns Hopkins Health System that we would transfer the initial code of patients here, particularly those that were critically ill. So we were taking a lot of patients from the National Capital Region, Gumby county where they were very hard hit Howard County and bringing them to the Johns Hopkins Hospital. And we did that predominantly for two reasons one had to do with our physical capacity. We have new patient towers that we were able to flip unit by unit to negative pressure and keep staff and patient safe. We had the luxury of having a lot of ICU. So we had staff expertise who were gifted at critical care, nurses, doctors, anesthesiologist, so ICU capacity we did okay.Gary Bisbee 18:08It seems to lead to a new competency, maybe even a core competency to scale up and scale down quickly. Do you think about it that way?Redonda Miller 18:19What we do every day, we call it our playbook, our pandemic playbook. And honestly, I think it could be used for other global health crises or even any crisis. But so much of our initial time was spent trying to figure out which units could be converted. How are we going to redeploy staff and leverage expertise? We have very highly specialized staff at AMC, so retraining people to go back to their roots in their core competencies. So we have this playbook of physical capacity staffing policies are in the playbook. I'm thinking about all the thought that went into standing up a visitor policy or a masking policy or a travel policy. Now we can turn those on and off as needed. And some of the models of care. Thinking about testing, we know how to do community testing now and how to stand up tents. We know how to compile a Go team that will help go into nursing homes and do testing and risk mitigation at potential hotspots. So yes, I do think this has taught us that five years from now two years from now, who knows when the next issue hits, we will have processes in place that we can roll out much more easily.Gary Bisbee 19:37Terrific. What about tele-visits? Most of the health systems saw dramatic, even exponential increase in tele-visits, how about you?Redonda Miller 19:46I laugh because telemedicine was sort of on our three to five-year goal, of okay, we’re really going to roll this out. And then overnight, I mean, literally Gary, overnight. We went from around 35 tele-visits per week across our health system to 20,000 per week, overnight. So here at the hospital, we're doing 5,000 telemedicine visits a day. It's about two-thirds of our ambulatory visit volume. And I have to say it's going well. Patients like them and you know, I can tell you that firsthand. My own practice. I have patients who will say, "I was reticent to do this, this high tech stuff Redonda. I don't know about this." They love telemedicine visits, they don't have to drive into East Baltimore. They don't have to pay for parking. They can do it from their own home. I think telemedicine is here to stay.Gary Bisbee 20:38Do you think that the older generation will adapt to it?Redonda Miller 20:52That was the first thing that went through my mind is how is the older generation going to handle this? They are fine. I have patients that are in their 90s. They're doing just fine with it. I think the big challenge will be wrestling with the reimbursement. Here at hospital-based clinics, if we just reimburse only the profit part, I don't think that's going to do justice to all the infrastructure needed to conduct an efficient telemedicine visit. You still need staff to virtually room the patient and make sure that the med reconciliation has been done and all that pre-visit work, you're still going to need staff to do the follow-up and schedule appointments and tests. So I think we have to give some serious consideration about the appropriate reimbursement model.Gary Bisbee 21:38The CMS waivers on payment and physician licensure across states, no doubt were important. Do you have a feel for how important they were to accelerate the visits?Redonda Miller 21:49Very important. We still struggle because there's not complete reciprocity and licensing. So we still struggle with sometimes delivering out of state care, but hopefully, we'll get there.Gary Bisbee 22:00How did you ramp up to 20,000 visits? I mean, did you employ just a whole bunch of your doctors and nurses, or how did that work?Redonda Miller 22:08We have an amazing telemedicine team and an amazing ambulatory team. You asked me, What do I like about Hopkins? Well, people just they rally and they get it done. So everyone did their virtual online training so that they would understand how to use it. We redeployed our staff, so they can handle the volume. I don't think there was any magic bullet. I think it was just a culmination of group effort.Gary Bisbee 22:35Terrific. Well, why don't we turn to elective surgery assuming that you had to lock down and discontinue that for awhile. Have you restarted?Redonda Miller 22:43Yes, we did restart our elective surgeries. On May 18, we opened up for our ASC. And then this past Monday, we started hospital-based elective surgery. The biggest limiting factor for us is just getting our ICUs back online. We still have a decent amount of COVID-19 patients here that are critically ill. So bed capacity is our biggest limiter.Gary Bisbee 23:09How have patients responded?Redonda Miller 23:12Initially, we were worried that people would be hesitant to come back to the hospital and I think there's still some fear. But every time we've opened our schedule, we've been able to fill it. The pent up demand is so great that we've not had difficulty filling our OR schedules. Now some of this could also be due to an aggressive campaign we've launched encouraging patients to return to hospitals who've been very worried about some of the statistics in the literature about people putting off care and having heart attacks at home. And we saw it here at the Johns Hopkins Hospital. Our ED visits fell to a third of normal. We knew that patients were out there and bad things could be happening. So we did launch an aggressive campaign both here at our own institution via messaging through MyChart and Epic and text messages and articles and videos and graphics. But we also partnered with the Maryland Hospital Association, who launched a broad sweeping campaign in Maryland, billboards, TV, radio, encouraging people to really seek necessary care.Gary Bisbee 24:19Why don’t we turn to economics, which is not a pretty picture for any of our health systems. How was JHH affected by the whole COVID crisis in terms of your financials?Redonda Miller 24:30As I mentioned a bit earlier, our GBR here under the Maryland payment system did protect us to some degree, I mean, we will experience losses, and I think that's to be expected. Anytime you lose that kind of volume, you're going to suffer, but we've managed okay to be honest. Capital, we had to reduce our capital expenditure and delay some of it so we took a really close look at what our plans were for capital expenditure. And what did we absolutely have to do in the name of patient safety and quality? And then put other things on hold. We're hoping to revisit that. And of course, a lot of our strategic capital plans we had to put on hold some of our larger projects. Hopefully, the numbers will continue to go down. I'm going to be an optimist. Gary, I am. I think we will have a surge in the fall. But hopefully, we can contain it and manage it and we can get back on track for some of our strategic priorities.Gary Bisbee 25:28With your optimistic hat on what are you thinking about 2021 Redonda? Will you be able to get back to "normal" by then, do you think, financially?Redonda Miller 25:37Our goal here is to really be able to resume all the essential care we did. I think about care here at the hospital, transplants, high-end surgeries, all of that work that really we rely on our AMCs to do as we don't often have that kind of expertise and community hospitals. I view we owe it to the local Maryland community toet back in that business right away. And so our goal is to really figure out how we're going to ramp up all of our usual book of business, and then still take care of COVID on top of that. That's going to be meaning adding or renovating physical capacity that's going to be looking at staffing plans. And can we bring on staff to do that to get us through the next year? Just like all of my colleagues across the country, we're looking at, you know, people who've retired do they want to come back for a year. We have some fellows who are graduating, who are worried about the job market, and they want to spend time next year being COVID hospitalists and really take a year-long break. And so we think that's going to help us on the provider front. But our goal is to try to get back to do all of our usual work and take exquisite care of COVID-19 patients.Gary Bisbee 26:49Leadership's always important, particularly magnified, probably in a crisis. When you first became aware that the COVID crisis was gonna strike, what was your first thought?Redonda Miller 27:00I think that was probably like most people. Your first thought out of the gate is, oh my, we have never faced anything like this before. This is going to be a long three months. But I have to say it was quickly followed by a little notion of, we've got this. We had already practiced. We're one of the regional centers for biocontainment. And we stepped up after Ebola to become a center of expertise. So we've already been training on a continual basis. Staff, nurses, doctors, pharmacists, respiratory therapists, you name it, who knew what it was like to step into a pandemic, and they were able to train others pretty quickly. So I figured, we'll be okay. We will manage this. And luckily, that has been the case.Gary Bisbee 27:46What is one of the most important characteristics of a leader during a crisis like this, do you think?Redonda Miller 27:51I think some of the most important characteristics are, number one, being able to pull groups of experts together and then just trusting those experts to manage. This notion that we're all in this together and having the right people around the table because no one has complete mastery of a pandemic like this. No one does. So it really was this getting the team together and building our plans in unison. And then I think, honestly, for leaders, you have to be the person who is positive. And explaining that, yes, we can do this. Yes, we're going to make decisions that we will have to rethink and maybe pivot in a different direction. And that's okay. But we will get through this. So the leader has to have some element of positivity.Gary Bisbee 28:42This has been a terrific interview, Redonda, I have one last question if I could, and that is how does the COVID experience change you as a leader and as a family member?Redonda Miller 28:54As a leader, I'm not sure it's so much has changed me as reminded me of all that is great in health care. As a physician, I trained in crisis mode. A patient would code on the unit and you stepped into action quickly and you were the leader of a team who did the CPR and the resuscitation. And so that muscle memory came back. And what I like about it as a place like Hopkins, it reminded me how every single person on the team stepped up in just that fashion. There was no wailing and whining, and it was all about, we can do this. So I think it was very refreshing to be reminded of how incredible my colleagues are. As a family member, boy, it changed me a lot. I have two daughters. They are ages 15 and 11. My husband is a pulmonary physician, who helps take care of COVID-19 patients at a different hospital here in Baltimore. So my poor little daughters became orphans overnight. They got themselves up, made breakfast, did their online school work. So I told them it was good practice for college and being on their own. But it did change me. And I realized that my daughters are growing up and they can be self-sufficient. And then as a community member, Gary, I think this was probably the most impactful, humbled every day, by the incredible appreciation from the community, the number of ways they stepped up, whether it was school kids making cards for the healthcare workers here, whether it was the donations of homemade mass businesses sending food to the front line. I really feel a part of the community here in Baltimore like I've never felt before, and I think all of them for their kind gestures and donations to support our healthcare frontline.Gary Bisbee 30:52Well, we appreciate your thoughts, Redonda. This has been a terrific interview. Thank you very much for being with us, and good luck to you and everybody else at Johns Hopkins.Redonda Miller 31:01Thank you, it was a real pleasure.Gary Bisbee 31:04This episode of Fireside Chat is produced by Strafire. Please subscribe to Fireside Chat on Apple Podcasts or wherever you're listening right now. Be sure to rate and review fireside chat so we can continue to explore key issues with innovative and dynamic healthcare leaders. In addition to subscribing and rating, we have found that podcasts are known through word of mouth. We appreciate your spreading the word to friends or those who might be interested. Fireside Chat is brought to you from our nation's capital in Washington DC, where we explore the intersection of healthcare politics, financing, and delivery. For additional perspectives on health policy and leadership. Read my weekly blog Bisbee's Brief. For questions and suggestions about Fireside Chat, contact me through our website, firesidechatpodcast.com, or gary@hmacademy.com. Thanks for listening.

Dr Bill Nelson and Dr Ashwani Rajput, the Director of the Johns Hopkins Kimmel Cancer Center in the National Capital Region, discuss how the Johns Hopkins Health System will deal with a backlog of cancer surgeries that were delayed by COVID-19.

In this special episode, the hosts are joined by Don Dennison of Don K Dennison Solutions (@DonKDennison), Ryan Fallon of Johns Hopkins Health System, and Carl Swanson from MedStar Health. The episode was recorded as a virtual townhall with a live audience contributing questions.  Practice Guidelines - https://siim.org/page/practice_guidelines Spot test example: http://doubleblackimaging.com/spottest/ AAPM Report 270 https://www.aapm.org/pubs/reports/RPT_270.pdf Calibration and verification software for displays http://pacsdisplay.org/ Connect with us! You can find our podcast on Apple Podcast, Google Podcasts, Stitcher, or anywhere else you subscribe to podcasts. Please help us out by leaving a review on Apple Podcasts. You can find us on Twitter: @SIIM_Tweets, and individually at @arjunsharmarad, @jaynagels, @AAnandMD Visit us at https://siim.org/page/siimcast Special Thanks to @RandalSilvey of http://podedit.com for editing and post processing support.

Today, an expert on infectious disease joins us to address the growing international concerns about the new coronavirus outbreak in China, and how the highly contagious disease could impact public health in the United States, and in particular, in Maryland. The new pathogen, which epidemiologists are calling 2019 novel coronavirus, or 2019-nCoV, was first identified this past December in Wuhan - the populous capital of Hubei province in central China - where officials say more than 6,000 people have now fallen ill. The contagion has expanded beyond its epicenter in Wuhan, with more than 150 cases reported in Japan, Germany, Taiwan and Vietnam. So far, just five cases have been identified in the United States, and just one is under investigation in Maryland. Across the state, officials in health care, educational and other institutions with highly mobile international populations are taking precautions to prevent the spread of the virus. Dr. Lisa Maragakis is executive director of the Biocontainment Unit at Johns Hopkins Medicine, as well as the senior director of Infection Prevention with the Johns Hopkins Health System. She joins Tom to explain what the coronavirus is, and what precautions are being taken, and must still be taken, to prevent its spread.

When it comes to community integration, is your institution in it for the long haul? That’s Johns Hopkins University's intention with its Live Near Your Work scheme. The nearly 12-year-old programme provides grants to employees to buy homes in deprived neighbourhoods around east Baltimore.  According to Alicia Wilson vice-president for economic development at Johns Hopkins University and Johns Hopkins Health System, the success of an organisation is boosted by the health of its community.  “We value our stake here but we also want the folks who work with us to benefit from being in this city and we’re willing to put dollars behind that,” said Ms. Wilson.  She also gives tips for how institutions that might not have Johns Hopkins' resources can anchor themselves in their local communities. 

Dr. Pahwa is an assistant professor of medicine and pediatrics at the Johns Hopkins University School of Medicine. He received his MD from University of Alabama School of Medicine in 2006. He then completed a residency in Internal Medicine and Pediatrics at Indiana University School of Medicine in 2010. Since then he has been a faculty member at JHUSOM. At JHUSOM he holds a few educational leadership roles including director of a high value care course for first year medical students, director of the health system science core them, associate director of the pediatrics clerkship, and director of the advanced clerkship in medicine. Much of his education efforts have been incorporating high value care education in medical school which has been recognized by awards from Clerkship Directors of Internal Medicine and High Value Practice Academic Alliance.  Clinically he works as a hospitalist on both the internal medicine and pediatric wards. He is the Physician Lead for the High Value Care Committee for the Johns Hopkins Health System and has led many efforts to reduce unnecessary testing on patients on the internal medicine wards.

Join Colleen Cusick, Director of Materials Management at Johns Hopkins Health System, as she discuss building a basic supply chain education program for nurses in her health system.

Teri Lura-Bennett, Lead Interior Designer at Johns Hopkins Health System and a registered nurse on how to reduce those incessant beeping noises in the hospital space. “I have an Apple Watch and when I’m driving it will tap me when it’s time to turn, and it would be as simple as that. A little tap and a visual code that says, room 422,”  Says Teri about a possible tech solution to the beeping noises problem. This and more on what it’s like to be a healthcare designer and a nurse on today’s episode of Healthcare Interior Design 2.0 - The Lightning Round! Learn more about The Nursing Institute for Healthcare Design by visiting: http://www.NursingIHD.com.   This podcast is brought to you by the award-winning Porcelanosa—a global innovator in tile, kitchen and bath products. After 46 years, Porcelanosa is still a family-owned business, and with more than 970 stores in 150 countries, they are champions of a healthier planet. Learn more about Porcelanosa by visiting http://porcelanosa.com. This episode is sponsored by Stance Healthcare. It’s 2019 and the best, most comfortable, beautiful, cleanable, durable and long lasting furniture for the hospital and healthcare space is a big freaking deal for designers. The award winning Stance Healthcare specializes in furniture for the healthcare environment that doesn’t sacrifice comfort. Check out their complete catalog at: http://stancehealthcare.com.   Additional support for this podcast comes from our industry partners: • The Center For Health Design • The Nursing Institute for Healthcare Design Learn more about how The Center for Health Design can support your firm by visiting: http://healthdesign.org. Connect to a community interested in supporting clinician involvement in design and construction of the built environment by visiting The Nursing Institute for Healthcare Design at https://www.nursingihd.com/.

Listen to Mary Myers, president and CEO of Johns Hopkins Home Care Group and president of home and community-based services for Johns Hopkins Health System, talk about the strategic goal “growing an engaged workforce of quality people.” She discusses the importance of employee engagement and how Johns Hopkins Home Care Group is working to increase […]

Listen to Mary Myers, president and CEO of Johns Hopkins Home Care Group and president of home and community-based services for Johns Hopkins Health System, and Denise Lannon, executive director of human resources for the Johns Hopkins Home Care Group talk about ways they are creating an environment of continual learning and growth opportunities within […]

Dwight Raum, VP and Chief Technology Officer, Johns Hopkins Health System speaks with Paddy Padmanabhan, CEO, Damo Consulting Inc. on digital transformation, precision medicine, and big data at Johns Hopkins.

Dwight Raum, VP and Chief Technology Officer, Johns Hopkins Health System speaks with Paddy Padmanabhan, CEO, Damo Consulting Inc. on digital transformation, precision medicine, and big data at Johns Hopkins.

Guest: Danielle Karavedas Director - Facilities Design + Construction at Johns Hopkins Health System Email: dansai@jhmi.edu Social Media: LinkedIn - Danielle Karavedas Danielle Karavedas has been employed by the Johns Hopkins Health System Corporation since 1998 and currently holds the position of Director in the Facilities Design and Construction department. After the successful completion of the 1.6 million square foot replacement hospital for The Johns Hopkins Hospital in 2012, Danielle was appointed to lead the Furniture, Fixtures, Equipment and Activation (FFE&A) Service Center for Johns Hopkins Health System. She also leads the business development and operational functions for the department. Danielle consults regularly with a variety of department clinicians, administrators and managers to program their needs, develop their project plans, as well as create project synergy. She also serves on the national board of Women in Healthcare, a non-profit organization structured to support the development and well-being of women in the healthcare industry. Danielle is passionate about influencing positive change and inspiring others to reach their full potential by recognizing their value and challenging the status quo. Danielle holds a Master of Business Administration from the University of Baltimore, Merrick School of Business. Website: www.Thesuccessjourneyshow.com Email: successjourneypodcast@gmail.com Instagram: Thesuccessjourneyshow Facebook: Thesuccessjourneyshow --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app

Suzanne Nesbit, Pharm.D., BCPS - Clinical Pharmacy Specialist in Pain and Palliative Care at the Johns Hopkins Health System - and Lucas Hill, Pharm.D., BCPS, BCACP - Clinical Assistant Professor at the University of Texas at Austin and Director of Operation Naloxone - discuss how to improve patient safety by implementing opioid stewardship and harm-reduction strategies. Key Lessons Opioid stewardship requires multiple components starting first with a commitment to change and includes opioid prescribing guidelines, provider feedback, and patient education. Discussing the goals of therapy, intended treatment duration, and realistic expectations with patients when opioids are prescribed is critical. Patients at high risk of opioid overdose should receive naloxone and trained how to use it. Naloxone standing orders or collaborative practice agreements can facilitate access. Information from prescription drug monitoring programs can be helpful during the medication review process but providers must recognize their limitations. Pain relief requires a patient-specific approach. Patients with a substance use disorder deserve to have their pain addressed too. View and Download the ShowNotes!

What’s it like competing for business as an integrated delivery system—sandwiched eight miles between the University of Maryland Medical System and Johns Hopkins Health System—in a global budget environment within the state of Maryland? Find out this week in John’s conversation with LifeBridge Health CEO Neil Meltzer, a dynamic and inspirational leader serving his community and the stakeholders of LifeBridge with purpose. Interview highlights include: What sets LifeBridge apart from the steep competition in the Baltimore market How LifeBridge hotspots community needs through patient data analysis Where LifeBridge is looking to expand in the future Speaker Bios Neil Meltzer is president and CEO of LifeBridge Health, a position he has held since 2013. Mr. Meltzer joined Sinai Hospital of Baltimore as vice president of operations in 1988, and a decade later became Sinai’s president and chief operating officer. Mr. Meltzer has a background in public health and brings a community-focused approach to every health care decision. He serves on the boards of the Greater Baltimore Committee, Notre Dame of Maryland University, the Maryland Hospital Association, the Hippodrome Foundation and Everyman Theatre. Additionally, Mr. Meltzer serves on the advisory board of the University of Maryland School of Public Health. On the national level, he continues to work with the American Heart Association after serving as national chairman. He was also one of 15 national workforce health care champions appointed by former president Barack Obama. Mr. Meltzer earned his Master of Public Health and Health Administration from Tulane University School of Public Health and Tropical Medicine in Louisiana, and his undergraduate degree in public health from the University of Massachusetts Amherst. John Marchica is a veteran health care strategist and CEO of Darwin Research Group. He was the founder and CEO of FaxWatch, a leading business intelligence and medical education company and two-time member of the Inc. 500 list of America's fastest growing companies. John is the author of The Accountable Organization and has advised senior management on strategy and organizational change for more than a decade. John earned his B.A. in economics from Knox College, an MBA and M.A. in public policy from The University of Chicago, and completed his Ph.D. coursework and doctoral exams in clinical epidemiology and health economics at The Dartmouth Institute for Health Policy and Clinical Practice. He is a faculty associate in the W.P. Carey School of Business and the College of Health Solutions at Arizona State University. About Darwin Research Group Darwin Research Group Inc. provides advanced market intelligence and in-depth customer insights to health care executives, with a strategic focus on health care delivery systems and the global shift toward value-based care. Darwin’s client list includes forward-thinking biopharmaceutical and medical device companies, as well as health care providers, private equity, and venture capital firms. The company was founded in 2010 as Darwin Advisory Partners, LLC and is headquartered in Scottsdale, Ariz. with a satellite office in Princeton, N.J.

Hear Dr. Sam Harrington as we discuss his book, At Peace: Choosing a Good Death After a Long Life. Does dying in the hospital hooked up to tubes scare you? What about your parents? How do you have the conversation? When do you decide that a caring choice is the decision to avoid repeated hospitalizations and over testing? You have choices you might not think you have. There are some things that will directly lead you down the path of hospitalization and then death. My guest, Dr. Samuel Harrington is an honors graduate of Harvard College and the University of Wisconsin Medical School. He practiced internal medicine and gastroenterology for more than 30 years in Washington, D.C. There he served on the board of trustees of Sibley Memorial Hospital, a member of the Johns Hopkins Health System, and the former Hospice Care of DC. As the American health care system evolved around him, becoming increasingly complex and increasingly commercialized, Sam became interested in end-of-life issues. We are going to talk about all these things and his book, At Peace, Choosing a Good Death After a Long Life.

This Month in AJN –  May 2018 monthly highlights May 2018 Editor-in-chief Shawn Kennedy and clinical editor Betsy Todd present the highlights of the May issue of AJN. The authors of our first CE, “Original Research: Exploring Clinicians' Perceptions About Sustaining an Evidence-Based Fall Prevention Program,” describe a qualitative study they conducted to address the knowledge gap between implementing and sustaining evidence-based fall prevention practices for hospitalized patients. Our second CE, “A Review of Current Practice in Transfusion Therapy,” covers the blood products that are commonly transfused, discusses the potential complications of transfusion—including TACO, TRALI, and TRIM—and outlines current recommendations for transfusion therapy. Our next article, “Special Feature: Assisted Suicide/Aid in Dying: What Is the Nurse's Role?” presents the panel discussion that occurred during a policy dialogue on aid in dying at the American Academy of Nursing's annual conference in 2016. In “Profiles: Nurses at the Top” we discuss how two nurse leaders—Regina Cunningham, chief executive officer of the Hospital of the University of Pennsylvania, and Kevin Sowers, president of the Johns Hopkins Health System and executive vice president of Johns Hopkins Medicine—got to where they are today. In addition, there's News, Reflections, Drug Watch, Art of Nursing, and more.

This Month in AJN –  May 2018 monthly highlights May 2018 Editor-in-chief Shawn Kennedy and clinical editor Betsy Todd present the highlights of the May issue of AJN. The authors of our first CE, “Original Research: Exploring Clinicians’ Perceptions About Sustaining an Evidence-Based Fall Prevention Program,” describe a qualitative study they conducted to address the knowledge gap between implementing and sustaining evidence-based fall prevention practices for hospitalized patients. Our second CE, “A Review of Current Practice in Transfusion Therapy,” covers the blood products that are commonly transfused, discusses the potential complications of transfusion—including TACO, TRALI, and TRIM—and outlines current recommendations for transfusion therapy. Our next article, “Special Feature: Assisted Suicide/Aid in Dying: What Is the Nurse’s Role?” presents the panel discussion that occurred during a policy dialogue on aid in dying at the American Academy of Nursing’s annual conference in 2016. In “Profiles: Nurses at the Top” we discuss how two nurse leaders—Regina Cunningham, chief executive officer of the Hospital of the University of Pennsylvania, and Kevin Sowers, president of the Johns Hopkins Health System and executive vice president of Johns Hopkins Medicine—got to where they are today. In addition, there’s News, Reflections, Drug Watch, Art of Nursing, and more.

In this episode, episode 39, I interview Dr. Steve Frank, Professor of Anesthesia and Critical Care Medicine at Johns Hopkins, Medical Director of Blood Management for Johns Hopkins Health System and Chief of Adult Anesthesiology about anesthesia for liver transplants.

We have been on a bit of a summer hiatus here at Healthcare Tech Talk, but we are back in the editing room and ready to begin publishing new episodes. Today though we present to you an important episode of the AAMI Podcast. If you enjoy it please subscribe to the show. Hospitals are under pressure to draft and implement comprehensive policies that show they have a handle on the crucial patient safety issue of alarm fatigue. There’s been an explosion in the number of medical devices with alarms and alerts, resulting in a noisy healthcare setting and desensitizing clinicians to the meaning or importance of alarms. With more alarms going off, the intended goal of alerting clinicians to true emergencies has been diminished, and patient safety has been imperiled. Ronald Wyatt, MD, the patient safety officer and medical director at The Joint Commission and Maria Cvach, DNP, CCRN, director of policy management and integration for the Johns Hopkins Health System in Baltimore, MD,  talk about what hospitals should be doing—and how they can make a positive difference with effective clinical alarm management. Sponsored by Spacelabs Healthcare. Clinical Alarm Management Compendium   Produced By: AAMI and Healthcare Tech Talk

Hospitals are under pressure to draft and implement comprehensive policies that show they have a handle on the crucial patient safety issue of alarm fatigue. There’s been an explosion in the number of medical devices with alarms and alerts, resulting in a noisy healthcare setting and desensitizing clinicians to the meaning or importance of alarms. With more alarms going off, the intended goal of alerting clinicians to true emergencies has been diminished, and patient safety has been imperiled. Ronald Wyatt, MD, the patient safety officer and medical director at The Joint Commission and Maria Cvach, DNP, CCRN, director of policy management and integration for the Johns Hopkins Health System in Baltimore, MD,  talk about what hospitals should be doing—and how they can make a positive difference with effective clinical alarm management. Sponsored by Spacelabs Healthcare. Clinical Alarm Management Compendium   Produced By: AAMI and Healthcare Tech Talk

Dr. Allison Fritz Organization Development professional and executive coach with over 25 years' experience designing processes for organizations, teams and individuals.  She has worked in a variety of industries, including healthcare, higher education, petroleum, and financial.  Presently, Allison is an internal OD consultant with Johns Hopkins Health System, where she coaches, consults, and teaches leaders at all levels, in areas such as emotional intelligence, engagement, effective meetings and change management.  As an Executive Coach she provides a space for leaders to explore their goals, and strategize how to make the changes in work and life they want and need to make.  Allison is committed to helping others make positive change Ebby  Benelyahu business coach with special focus in real estate industry. For the past ten years, he have coached many small to medium size real estate businesses.He have also coached executives, bank managers, attorneys, entrepreneurs and work with many non-profit organizations. The company's that he coach have teams of 5 to 200 people. Ebby and his team of coaches usually engage both the executives and team. This unique approach has allowed them to realize major breakthroughs in a very short time and support the people to build trust and realize outcomes that otherwise was not possible Mark Dannenberg spent 26 years as a senior executive with ADP leading teams of as many as 2,500 people. He started trading as a hobby with the ultimate goal of having the ability to live where ever he chose and travel as often has he wanted to while still earning an excellent income.  He “retired” from ADP and started trading full time.  He founded Options Money Maker in 2009 to help other people learn how to trade options and how to earn an income while maintaining lifestyle freedom