How a seismic shift to telemedicine is changing mental health care for the better – Fast Company

By Dr. Mimi Winsberg6 minute Read

Theres a growing mental health crisis brought on by COVID-19. A third of Americans are showing signs of clinical anxiety or depressiona startling increase from roughly one in 10 people last year.

As a psychiatrist, I am not surprised by this data. Since the onset of the pandemic, my schedule has been full. Ive been seeing 14 patients a day, most of whom are struggling with anxiety and depression. At Brightside, the telemedicine service I cofounded, weve seen approximately a 50% surge in new members seeking mental health support. The pandemic has led to a demand for mental health services that exceeds what existing systems can handle, triggering an acceleration in telemedicine adoption, as well as some long overdue policy changes.

Five months in, we are beginning to see radical changes in the mental health and telemedicine landscape. So, its time to ask critical questions about the future: How will technology rise to the occasion to facilitate treatment for those in need? How will larger health systems adopt telemedicine and the tools that have been promoted by startup companies for years? What policy changes have been implemented to address mental health access issues? And are these changes here to stay?

One of the few silver linings of the COVID-19 pandemic is that the social stigmas associated with mental health have begun to erode. Historically, fewer than half of people who need care end up getting it, and the cultural perception of mental health issues is one of the many reasons why.

Related: How COVID-19 is normalizing telehealth

Patients suffering from depression and anxiety often express feelings of loneliness or isolationthat no one understands what theyre going through. In a COVID-19 world, this point of view has shifted, and having anxious thoughts under these circumstances is viewed by many as commonplace. People who never vocalized struggles before are now openly expressing their anxiety. This has equipped those who have always been suffering with a forum to discuss their feelings and connect with others more easily than they did in the pastdespite geographic separation.

At the organizational level, employers, academic institutions, and consulting groups have embraced topics related to mental health more than Ive seen in my 25-year career. Its been a dramatic shift. More people struggling is bad, but facilitating space to talk about those struggles without fear of judgement is good.

I was recently asked if I could remember a moment in my career when it felt like this many Americans were suffering from mental health issues in response to a specific incident or event. Both the terrorist attacks on 9/11 and the economic recession of 2008 came to mind.. What is different about this mental health crisis is that the technological advancements of the last decade have had an enormous impact on the way healthcare can be delivered.

The last 10 years have been a formative period in the healthcare industry due to the slow but growing adoption of telemedicine. Even in a pre COVID-19 world, most healthcare stakeholders agreed that safe and effective care could be delivered remotely. But as telemedicine has emerged, its primarily been implemented for single encounters, such as in primary and urgent care when physicians are able to make a swift decision on what needs to be done, rather than to manage chronic conditions.

The pandemic has brought into focus the fact that some of the largest health systems either waited too long to implement telemedicine or did so in a way that failed to optimize the quality of care for patients. When telemedicine was suddenly the only option to manage anything deemed non-essential, there was a rush to implement solutions that actually work. Telemedicine, which had been viewed as a lower priority solution, second-best to in-person care, was suddenly the only game in town. This has provided a chance for telemedicine to step out of the shadows and shine.

The result? Health systems are quickly catching on to whats been obvious to those of us in the field for years: telemedicine is the most efficient way to treat conditions that do not require a physical exam. And even for conditions that may require a physical examination up front, many of them can be managed via telemedicine thereafter.

But its a bit more complicated than just putting a doctor and patient behind a video camera. At Brightside, weve spent years perfecting our approach to deliver sophisticated tools that lead to the best outcomes. It requires more than just steady video qualityeffective remote care for chronic conditions requires synchronous (real-time) conversations, as well as remote monitoring, asynchronous evaluation, and ongoing messaging, all powered by complex rules and logic that help doctors stay one step ahead of a patients needs. It isnt easy or simple, and the right solution is different for each condition. Many startups have been working on specialized solutions for some time now, but have become leaders in telemedicine overnightI hear from healthcare consultants every week who are scrambling to help the largest health systems figure out telemedicine solutions that dont feel like a B-grade experience.

One key benefit of telemedicine to treat and manage chronic conditions is that it changes the nature of the relationship between the patient and doctor. Whereas traditional care has almost always been defined as, come back and check in with me in 8 weeks, newer telemedicine approaches allow for responsive, and even proactive, intervention by a doctor when a patient really needs it. This helps doctors quickly address issues and optimize treatment, plus it makes patients feel really cared for. Health systems are beginning to realize that this also supports better outcomes. Getting patients on the right treatment and quickly addressing any issues that come up drives better treatment adherence and avoids adverse events. Plus, the efficiencies of telemedicine often mean that this better care can be delivered for similar or lower costs than the traditional model.

Related: Your pandemic blues have a name: adjustment disorder

Would it have been nice to see this emerge sooner? Of course. But the adoption of telemedicine as a best-in-class solution is welcome, even if overdue. It is unfortunate that it takes a global pandemic to bring about these changes. But I believe both the positive perception of telemedicine and adoption of tools to remotely monitor chronic conditions are here to stay. Yet another silver lining of the pandemic.

Its hard to think of an industry with more complicated and entrenched regulation than healthcare. Innovative health-related solutions are often held back from growing at the rate they otherwise could due to strict policies that, in some cases, predate half the American population.

Once shelter-in-place orders were broadly issued in March, the federal government relaxed some policies so that telehealth services could reach broader audiences, including millions of Medicare patients. This came in many forms, including temporarily facilitating cross-state licensure so that doctors could cross state lines virtually to treat patients in need. This allowed for the redistribution of physician resources in a time of crisis, which is of paramount importance.

And then theres the topic of insurance and reimbursement. Telemedicine has historically been viewed as a second best compromise, rather than reimbursed at parity with in-person services. Doctors are often paid less for virtual patient visits compared to in-person ones, and reimbursement for tele-services has lagged. With the pandemic, we have seen this change. Telemedicine is a service patients clearly want. Blue Cross Blue Shield of Massachusetts, for example, recently announced that the number of telehealth claims rose from 200 per day in February 2020 to 38,000 per day in May 2020, with the majority of those in mental health services

So what does post-pandemic policy look like? Its not yet clear. As the Editorial Board at Bloomberg News recently pointed out, some of these shifts could be reversed by the federal government as the pandemic subsides. That would be a mistakea sentiment shared by telehealth experts who recently implored a Senate health panel not to undo such significant medical progress once the country gets a handle on the virus. The relaxation of policies during the pandemic has sent a clear message: telemedicine is a best-in-class solution thats as good as it gets and will only get better. Its hard to legitimize undoing that.

Dr. Mimi Winsberg is cofounder and chief medical officer of Brightside, a mental health telemedicine service.

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How a seismic shift to telemedicine is changing mental health care for the better - Fast Company

Must health care workers risk their lives to treat Covid-19 patients? – STAT

The sweep of Covid-19 across the globe has raised a fundamental question about medical ethics: Do physicians, nurses, EMTs, and other health care workers have moral and legal obligations to risk their health and lives to treat patients during a pandemic?

Its an important question, given the toll that Covid-19 is taking on medical professionals. As we write this, more than 100,000 health care workers have been infected in the United States alone and nearly 550 have died from Covid-19. The Centers for Disease Control and Prevention estimates that health care workers accounted for 11% to 16% of Covid-19 infections during the first wave.

To answer this fundamental question, we first need to define the ethical and legal duties of physicians during a pandemic or a war or a bioterrorist attack and these arent necessarily clear. It is quite revealing that when students graduate from medical school, they all take various oaths modeled on the World Medical Associations Declaration of Geneva. None of these include any statement that physicians must risk their lives in caring for patients.

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There are conflicting perspectives on defining the responsibilities of medical professionals during an epidemic. Some have taken the position that medical professionals who refuse to work in hospitals during this pandemic should lose their jobs or even their licenses. This perspective is based on the idea that medicine is a humanitarian profession that requires health care workers to care for the sick under all conditions. By freely entering into this profession, so the thinking goes, physicians and other health care professionals have implicitly agreed to accept all dangers and risks.

This view is consistent with that of the General Medical Council in the United Kingdom, which asserts that physicians have an obligation to provide urgent medical care during disasters, even when there is a significant health risk to providing that care.

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The American Medical Association takes a different position. Its 2020 update of Opinion 8.3 sets out physicians obligations in this pandemic to provide urgent medical care during disasters even in the face of greater than usual risk to physicians own safety, health or life. Opinion 8.3 also recognizes that if the risks of providing care to individual patients are too dangerous, then physicians can refrain from treating Covid-19 patients because doing so may hinder their ability to provide care in the future.

The American Nurses Association offers similar advice, stating that during pandemics, nurses must decide how much care they can provide while also taking care of themselves. Nurses may refrain from working when they feel physically unsafe due to a lack of personal protective equipment or inadequate testing for infections.

Many ethicists believe that physicians and health care professionals may, at times, refuse to care for patients when their service conflicts with their own moral views. For example, physicians do not have to comply with a patients wish to terminate a pregnancy, or assist in euthanasia, if that conflicts with their moral framework. These ethicists recognize that emotions and motivations are integral parts of any moral decision-making process. There are no rigid rules. Choices must be adapted to the particulars of each given situation. For example, the moral duty not to harm or kill another person includes self-care for the clinician who is providing care to these highly infectious patients. It is akin to not requiring paramedics to enter a building on the verge of collapse to aid someone inside.

A health care professionals specialty may also influence his or her moral obligation to treat a patient or refuse to do so. One who specializes in infectious diseases may not have the moral autonomy to refuse to treat Covid-19 patients, while one whose specialty is ophthalmology, cosmetic surgery, or dermatology can reasonably maintain a moral obligation to serve as a medical consultant or serve in some other capacity in the hospital, but not take on the risks of treating Covid-19 patients.

Physicians and other health care professionals must also balance their obligations as professionals with their duties as husbands, wives, parents, and children. The risk to personal health from the coronavirus is alarming enough, but the risk of infecting family members, especially those with a higher risk of infection, may be ethically and morally unacceptable. Health care professionals refusal to work in a state of emergency may be justified if their health or well-being is endangered because of medical susceptibilities such as heart problems, diabetes, pregnancy, and the like that place them at a high risk of contracting and dying from the virus, or if they reasonably believe that their work environment creates an unacceptable hazard by not providing them with essential personal protective equipment.

Historical lessons offer insight into this ethical conundrum. For example, the history of secular medical ethics reveals that the medical community has never come to a consensus on the nature and scope of its responsibilities during an epidemic. The lack of consensus may be due in part to the fact that medical ethics are embedded in various broader social and cultural fabrics.

Jewish law supports the view that a person is obligated to save another, though there are situations in which the dangers or risks are so high that these moral obligations are not mandatory. Rabbinical scholars have concluded that physicians have an extra obligation to heal the sick and are expected to accept a greater degree of risk than nonphysicians, due to their training and nature of their work. Yet they must also be prudent in their obligation to protect their families. Interestingly, rabbinical scholars maintain that treating Covid-19 patients is not mandatory but is considered to be a great act of compassionate professionalism and is highly praiseworthy.

We believe that the question of whether health care workers must risk their lives to treat Covid-19 patients does not have one uniform answer. We do believe that health care workers who specialize in infectious disease or respiratory medicine have a greater responsibility to treat Covid-19 patients than health care workers in other subspecialties of medicine. Moreover, most, but not all, health care workers have a professional obligation to provide some medical service during this pandemic. Society, however, should be understanding of those health care workers who may defer their medical responsibilities because of their own personal health risks or extenuating family responsibilities.

While it is important for physicians and other health care workers to explore and come to terms with their moral and legal obligations to care for patients with Covid-19, this will not be our last pandemic. That is why it is essential to incorporate these issues into the medical and health science educational curricula and get students thinking about them early. Professional education should help students and practicing health care workers learn how to balance their health risks with the immediate benefits to individual patients and the capacity to care for patients in the future.

The moral obligation, the courage, the compassion, and even the heroism of millions of clinicians on the front lines are what professionalism is all about.

Alan Kadish is a cardiologist, researcher, and president of the Touro College and University System. John Loike is a professor of biology at the Touro College and University System and writes a regular column on bioethics for The Scientist.

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Must health care workers risk their lives to treat Covid-19 patients? - STAT

Health care professionals urge public to be ready for potential second wave | News, Sports, Jobs – Williamsport Sun-Gazette

The second act is coming, but what would you want to do in the second that you werent able to do in the first? asked Dr. Gerald Maloney, Geisinger chief medical officer of hospital services. We dont know exactly what is going to happen. Preparing for a second wave is prudent at this time.

Maloney, alongside Dr. Rutul Dalal, UPMC medical director of infectious diseases, and Steve Leauber, Red Cross senior disaster program manager, are urging people to prepare by buying necessities without overbuying, maintaining social distancing and hygiene recommendations, avoiding contact with large masses of people and staying home whenever able to especially when sick.

Being prepared means keeping enough food, supplies and medicine for 72 hours, Leauber said. With COVID, we have learned a lot. A lot of people have learned about preparedness because things got shut down and we didnt know that they were going to get shut down.

He encourages locals to prepare before a possible second wave actually hits our area.

A lot of people went and stocked up during the pandemic instead of before, he said.

He added that having enough supplies of your favorite things, canned foods and shelf-stable meals, batteries, a radio, phone and laptop chargers, medicine and even a generator can be helpful in the case of being quarantined or stuck at home during a national disaster for a long period of time.

Be prepared for it because we dont know, and COVID showed that to us, he said. Dont over buy, make sure there are things for the next person. If we dont overbuy there will be things for the next person.

There is enough to go around, Maloney added. We can get through this together if we all cooperate.

Maloney and Dalal agree that preventative measures like regular hand-washing and sanitizing, universal masking when not able to distance, practicing social distancing measures and not leaving the house when feeling ill, are just some of the measures that have been proven to help fight against the spread of the virus.

We should use them (masks), Maloney said. If we are learning anything, its that we do have proof that masks and distancing are effective. It is a really important message to get out. We dont have a cure but we do know how to prevent it, so lets do that.

At Geisinger, testing capabilities and telemedicine have been ramped up over the course of the virus and will continue to grow.

Geisinger has also learned how to better care for patients and how to fully monitor their personal protective equipment.

We are making sure of our supplies and taking PPE inventory daily, Maloney said. We know that we are in much better shape. We know that our internal infrastructures work. We are doing the things that we need to do. We are making sure that we are as prepared as we can be.

UPMC has taken similar approaches by maximizing their testing potential by opening up testing sites at their outpatient clinics in the surrounding areas.

Our job across all the communities we serve is to be ready for the worst and respond to what the realities are. That means we have to have aggressive well thought through testing and surveillance programs. We need to know about hot spots before they become overwhelming, Dalal said.

Dalal alongside his colleagues agree that the focus should remain on the most vulnerable.

Despite more people testing positive, often younger adults, we are not seeing the same pattern of increase in severe cases, he said. And I believe we can keep it that way if we focus our efforts on protecting the frail elderly and immunocompromised. We dont want any avoidable infections, but we must stay especially focused on doing the things that keep those vulnerable people from infection. This is not one-size-fits-all, we must tailor our interventions to match the risk level of who were addressing.

Masking and the same precautions Maloney discussed were also urged by Dalal.

While facemasks alone cant prevent COVID-19, they are a key factor in prevention. If you wear a facemask, it can help prevent you from spreading the disease to others. If others wear a facemask, it can help to prevent them from spreading COVID-19 to you, he said. Safety is the number one priority at UPMC. To ensure safety, preventative protocols, which include controlled entrances; screening of all staff, patients, and visitors; masking of all staff, patients, and visitors; and visitor restrictions, remain in effect at our facilities.

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Health care professionals urge public to be ready for potential second wave | News, Sports, Jobs - Williamsport Sun-Gazette

For the higher calling of health care | Opinion | thecabin.net – Log Cabin Democrat

Last week, I met with doctors, nurses, and respiratory therapists at Washington Regional Medical Center in Fayetteville who have been on the front line of saving lives during thiscoronavirus pandemic. They were tired and stressed, but their work makes me grateful for their services and sacrifice. Now, Id like to talk about the need to find more people such as those to enter the field. I am hopeful that the sight of their heroic service will inspire others to choose a career in health care.

The numbers of those in the health care profession nationally and in Arkansas have been declining for years. This worldwide health crisis has highlighted the shortfall and the urgent need to correct it. There never has been a greater need for young people to enter the health care profession.

The reasons for the decline are many, but the result is that as health care professionals retire, there arent enough people to replace them. Americans are living longer, which means the number of people in need of medical care is growing as the number of providers shrinks. In the rural areas of Arkansas, the situation is even more challenging.

As the coronavirus has billowed across our nation like a toxic fog, the illness has illustrated the complicated nature of our health care system. We have seen how various medical specialties intersect, and that each is essential: Medical doctors and doctors of osteopathic medicine. Paramedics. Emergency room doctors and registered nurses. Respiratory therapists and licensed practical nurses. Home health caregivers. Researchers. Medical technicians. That is a very short list of the many important jobs in the health care field.

A health care career offers many benefits. You can find a job almost anywhere you want to live, and the jobs pay well.

But there is more to it than the personal benefit. Health care is a higher calling, much like any other public service. Those who choose that path often are called upon to put the good of others before personal comfort and convenience, as thousands have done during the pandemic. The hours are long, the work can be difficult. But there are the bright moments when someone saves a life or a homebound patient rewards a health aide with a smile of gratitude.

Arkansas is growing and in need of more people who are willing to commit to that level of service. Our state needs young professionals with fresh perspectives to help us figure out new and better ways to deliver health care. We need tech-savvy professionals who elevate our health care system, which benefits all Arkansans: A tech-savvy health care system attracts high-quality business and industry and enhances Arkansass general quality of life.

COVID-19 has changed everything about our lives. We have no idea how long we will be fighting the current battle, but the health care professionals who are guiding us through this time inspire confidence and hope. My hope is that their inspiration will attract a new generation of professionals to accept the call.

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For the higher calling of health care | Opinion | thecabin.net - Log Cabin Democrat

Healthcare investment flowed freely in Q2, reaching $18B – Healthcare Dive

Dive Brief:

The pandemic has all but crippled the economies in the United States and elsewhere. Numerous retailers have filed for bankruptcy, countless small business have gone under and it's anybody's guess as to when a recovery will occur. Mergers and acquisitions among healthcare companies fell to a five-year low last quarter.

Yet for startup and intermediate-stage healthcare companies, the situation in brighter.

According to the CB Insights survey, there were nearly 1,300 equity investments in healthcare companies during the second quarter of 2020. The numbers tend to reinforce a prior survey concluding that digital health had a record first-half raising funds.

Tech-intensive startups are drawing more capital than others. Telehealth deals exploded, with 154 deals taking place in the second quarter a 23% increase compared to the first quarter and a record number, according to CB Insights. However, funding dropped 18% quarter over quarter, and there were 22 mergers and acquisitions, which also set a record high.

Investments in firms specializing in artificial intelligence grew by 14% during the quarter, to $1.1 billion, although the volume of deals was relatively flat compared to the first quarter.

Investments in women's health ventures declined precipitously, down 47% in dollar volume compared to the first quarter. But the number of deals increased 20%, to 52 in total.

Meanwhile, the focus of many venture capital firms is shifting overseas. Asia, for example, saw nearly $5 billion invested during the quarter a 98% increase from the first quarter of 2020. Funding in Europe also grew, to $2.3 billion from $1.5 billion. In North America, the number was flat, declining to $10.5 billion compared to $10.6 billion.

And while California remains the center of healthcare equity investments in the United States with 66 deals taking place during the second quarter, that number declined 14% compared to the first quarter. Meanwhile, deals in the New York City area were stable at 47 for the quarter.

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Healthcare investment flowed freely in Q2, reaching $18B - Healthcare Dive

6 months in: What will the new normal look like for hospitals? – Healthcare Dive

This story is part of a series examining the state of healthcare six months into the public health emergency declared for COVID-19.

The first U.S. hospital to knowingly treat a COVID-19 patient was Providence Regional Medical Center in Everett, Washington, on Jan. 20. Since then, every aspect of healthcare has been upended,and it's becoming increasingly clear all parts of society will have to adapt to a new baseline for the foreseeable future.

For hospitals and doctors' offices, that means building on a major shift to telemedicine, new workflows to allow for more infection control and revamping the supply chain for pharmaceuticals, personal protective equipment and other supplies. That's on top of ongoing challenges of burned out workers and staff shortages further exacerbated by the pandemic.

Looking out even further, the industry will have to figure out how to treat potential chronic conditions in COVID-19 survivors and, until an effective vaccine is developed, how to manage new outbreaks of the disease.

Experts say U.S. hospitals are generally in a much better position for dealing with COVID-19 now than they were in March, and providers are learning more every week about the best treatments and care practices.

A June survey of healthcare executives conducted by consultancy firm Advis found that 65% of respondents said the industry is prepared for a fall or winter surge, about the inverse of what an earlier survey with that question showed.

"We've evolved. We're in a much better state now than we were in the beginning of the pandemic," Michael Calderwood, associate chief quality officer at Dartmouth-Hitchcock Medical Center, told Healthcare Dive. "There's been a lot of learning."

But the number of positively identified cases has now topped 4million, and little political will exists to reinstitute widespread shutdowns even in areas where surges have filled ICUs to capacity. No treatment or vaccine for the disease exists or appears imminent. Testing and contract tracing efforts are too few and remain scattered and uncoordinated.

Whether there is a clear nationwide second wave or smaller surges in various parts of the country at different times, hospitals will need to remain in an effective state of emergency that requires constant vigilance until there is a cure or vaccine.

"Until we're armed with that, we're always going to have to be working like this. I don't see any other way," Diane Alonso, director of Intermountain Healthcare's abdominal transplant program, told Healthcare Dive.

The fall will bring additional challenges. Flu season usually begins to ramp up in October, and if the strains in wide circulation this year are severe, that will further stress the health system. While some schools have announced they will be virtual-only for the rest of 2020, others are committed to in-person classes. That could mean increased community spread, especially in college towns. Colder weather that forces people indoors where the novel coronavirus is far more likely to spread will also be a complicating factor.

So far, hospitals have been reluctant to once again halt elective procedures, though some have had to, arguing that the care is still necessary and can be done safely when the proper protections are in place. But that doesn't mean volume will rebound to pre-pandemic levels.

"While we think demand will come back, we've seen some flattening on demand in certain aspects that may be the new indicator of the new norm in terms of how people seek care," Dion Sheidy, a partner and healthcare advisory leader at advisory firm KPMG, told Healthcare Dive.

% of healthcare executives who said the following are a big concern for the industry

When the number of COVID-19 cases first surged in the U.S. and stay-at-home orders were implemented nationwide, telehealth became a necessary way for urgent care to continue.

Virtual visits skyrocketed in March and April as CMS and private payers relaxed regulations and expanded coverage. Some of that will be rolled back, but much may persist as patients and providers grow more used to using telehealth and platforms become smoother.

Virtual care can't replace in-person care, of course, and some patients and doctors will prefer face-to-face visits. The middle- to long-term result is likely to be that telehealth thrives for some specialties like psychiatry, but drops substantially from the highest levels during shutdowns throughout the country.

Other care settings outside of the hospital may see upticks as well, including at-home and retail-based primary and urgent care.

Renee Dua, the CMO of home healthcare and telemedicine startup Heal, said the company has seen virtual visits increase eight fold since the pandemic began in the U.S. and a 33% increase in home visits as people seek to continue care while reducing their risk of exposure to the coronavirus.

"The idea that you do not use an office building to get care that's why we started Heal we bet on the fact that the best doctors come to you," Dua told Healthcare Dive.

And care does need to continue, particularly vital services like vaccinations and pediatric checkups.

"You cannot ignore preventive screenings and primary care because you can get sick with cancer or with infectious diseases that are treatable and preventable," Dua said.

Movements toward non-traditional settings existed before anyone had heard of COVID-19, but the realities of the pandemic have shifted resources and spurred investment that will have lasting effects, Ross Nelson, healthcare strategy leader at KPMG, told Healthcare Dive.

"What we're going to see is there going to be an acceleration of the underlying trends toward home and away from the hospital," he said.

Some of this was already underway. Multiple large health systems have established programs to provide hospital-level care at home and major employers have inked contracts to have primary care delivered to employees at on-site clinics.

A key problem for hospitals in the first COVID-19 hotspots, such as Washington state and New York City, was a lack of necessary personal protective equipment, including N95 masks, gowns, face shields and gloves.

Also running low were supplies like ventilators and some drugs necessary for putting people on those machines.

While advances have certainly been made, the country did not have enough time to build up those supply stores before new surges in the South and West. The result has been renewed worries that not enough PPE is available to keep healthcare workers safe.

Chaun Powell, group vice president of strategic supplier engagement at group purchasing organization Premier, said "conservation practices continue to be the key to this" as COVID-19 surges roll through the country. The longer those dire situations continue, the more stress is put on the supply chain before it has a chance to recover.

Premier's most recent hospital survey found that more than half of respondents said N95s were heavily backordered. Almost half reported the same for isolation gowns and shoe covers.

of healthcare executives are reporting that N95 masks are heavily backordered

Calderwood said there has been improvement, however. "We have a much longer days-on-hand PPE supply at this point and the other thing is, we've begun to manufacture some of our own PPE," he said. "That's something a number of hospitals have done in working with local companies."

But the ability to manufacture new PPE in the U.S. also depends on the availability of raw materials, which are limited. That means significant advancements in domestic production are likely several months away, Powell said.

Health systems have stepped up the ability to coordinate and attempt to get equipment where it's needed most, especially for big-ticket items like ventilators. Providers are more hesitant, however, to let go of PPE without the virus being better contained.

The backstop supposed to help hospitals during a crisis is the national stockpile, which the federal government is attempting to resupply. It doesn't appear to be enough, though, at least not yet, Calderwood said.

"One thing that concerns me is we did have a national stockpile of PPE, and I get the sense that we've kind of burned through that supply," he said. "And now we're relying on private industry to meet the need."

Another problem hospitals face as the pandemic drags on is maintaining adequate staffing levels. Doctors, nurses and other front-line employees are in incredibly stressful work environments. The great potential for burnout will exacerbate existing shortages, just as medical schools are still trying to figure out how to continue with training and education.

"Those areas are concerning to our hospitals because our hospitals depend on a whole myriad of medical staff," Advis CEO Lyndean Brick said. "Whether it's physicians, nurses, technicians, housekeepers that whole staff complement is what's at the core of healthcare. You can have all the technology in the world but if you don't have somebody to run it that whole system falls apart."

On top of that is the increase in labor strife as working conditions have deteriorated in some cases. Nurses have reported fearing for their safety among PPE shortages and alleged lapses in protocol. Brick said she expects strike threats and other actions to continue.

When COVID-19 cases started ramping up for the first time in the U.S., hospitals throughout the country, acting on CMS advice, shut down elective procedures to prepare their facilities for a potential influx of critical patients with the disease. In some areas, hospitals did have to activate surge plans at that time. Others have done so more recently as the result of increases in the South and West.

But few have resorted to once again halting electives. Brick told Healthcare Dive she doesn't expect that to change, mostly because hospitals have by and large figured out how to properly continue that care.

She trusts any that can't do so safely, won't try.

"For the majority of our providers, except in the occasional state where they're having a real problem right now, I think that we're going to see elective surgeries still continue," Brick said. "Because most of our hospitals have capacity right now. They're able to do this successfully and securely, and it's really detrimental to patients to not get the care that they need."

Hospitals rely on elective procedures to drive their revenue, an added motivation to find ways to keep them running even when COVID-19 is detected at greater levels in the community.

Intermountain, based in Salt Lake City, recently performed its 100th organ transplant of the year, ahead of last year's pace despite the disruption of the COVID-19 crisis.

Alonso, the program director for abdominal transplants, said that while transplants are considered essential services, staff did pause some procedures when electives were halted and have re-evaluated workflow to be as safe as possible to patients, who are at higher risk after surgery because they are immunocompromised.

The hospital developed a triage system to help evaluate what services are necessary based on what level of COVID-19 spread is present in the community and how many beds and staffers are available to treat them.

The system's main hospital has certain floors and employees designated for COVID-19 treatment. Staff have been reallocated for certain needs like testing and there are plans available if doctors and surgeons need to be deployed to the ICU.

As many outpatient visits as possible are being changed to virtual, but in the building, patients are screened for symptoms and required to wear masks and follow distancing protocols.

At the transplant center, doctors were at one point divided into teams in case someone got sick and coworkers had to self-isolate.

"We went through a dry run where, at the beginning, we shut down incredibly hard to see how we could do it operationally," Alonso said. Intermountain hasn't had to do that again, but is ready if such measures become necessary, she said.

Brick and others said that despite the genuinely frightening circumstance brought by the pandemic, hospitals' responses have been admirable and providers have been quick to adapt. Slow or nonexistent leadership at the federal level, especially in sourcing and obtaining PPE, has been the bigger roadblock.

"Across the board, the whole healthcare industry has responded beautifully to this," Brick said. "Where our country has fallen down is we don't have a master plan to deal with this. Our federal leadership is reactionary, and we are not coordinating a master plan to deal with this in the long term. That's where my concerns are at. My concerns are not at our local hospitals. They have their acts together."

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6 months in: What will the new normal look like for hospitals? - Healthcare Dive

Healthcare Enforcement Mid-Year Roundup: 2020 | McDermott Will & Emery – JD Supra

In this installment of the Healthcare Enforcement Roundup we cover new and longstanding issues impacting the healthcare enforcement landscape. First, we explore the impact of the Coronavirus (COVID-19) on the healthcare industry, and the heightened risk of enforcement actions, whistleblower complaints and litigation that arise in times of crisis. We also address differing falsity standards that have emerged under the False Claims Act (FCA), the Department of Justices (DOJ) FCA enforcement priorities including an overview of the DOJs updated guidance on corporate compliance and new developments on the enforceability of sub-regulatory guidance that should all be watched by hospitals, health systems and other industry stakeholders. Finally, this issue features updates on key healthcare enforcement issues to watch from past Healthcare Enforcement Roundup reports.

PREPARING FOR THE AFTERMATH OF COVID-19: THE INVESTIGATIONS -

In recent months, the federal government has dedicated trillions of dollars to containing and treating the Coronavirus (COVID-19) and stimulating the economy in response to the pandemic. It has also waived many federal health program requirements to grant providers greater flexibility in combatting the virus. During these challenging times, healthcare providers should remember to practice good compliance hygiene to avoid heightened scrutiny and potential allegations of false claims lobbed by governmental actors and whistleblowers...

Please see full Newsletter below for more information.

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Healthcare Enforcement Mid-Year Roundup: 2020 | McDermott Will & Emery - JD Supra

Sherpa Healthcare Partners Announces Close of Oversubscribed Fund – PRNewswire

BEIJING, July 27, 2020 /PRNewswire/ -- Sherpa Healthcare Partners is pleased to announce the final closing of the oversubscribed Sherpa Healthcare Fund I, L.P. The fund focuses on early- to growth-stage investment in the healthcare sector to cover companies in biotech, biopharma, medical devices and medical services. The Fund's LPs include public pension plans, family offices, fund of funds, asset management companies, and other institutional investors.

Distinguished portfolio companies of Sherpa Healthcare Fund I, L.P. include Cytek Biosciences, New Horizon Health, Singleron, Epimab, NanoVision, Belief Biomed, Neurotronic, Blissbio, and etc.

We at Sherpa Healthcare Partners greatly appreciate the trust of our LPs and the support from our portfolio companies as well as our friends and partners.

Sherpa will continue to execute our mission of investing in high quality healthcare enterprises delivering products and services to improve human health. Be Great, Make Others Great!

SOURCE Sherpa Healthcare Partners

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Sherpa Healthcare Partners Announces Close of Oversubscribed Fund - PRNewswire

Home healthcare patients, providers here in Michigan need federal support to overcome pandemic – Lansing State Journal

Barry Cargill, guest writer Published 10:03 a.m. ET July 27, 2020

Barry Cargill(Photo: Courtesy photo)

More than two months into the unprecedented health crisis brought on by COVID-19, Michigan has been among the hardest hit states. With more than 6,000 total deaths across our state and over 80,000 cases, our states fight against the virus is far from over but there are glimmers of hope. Death rates have declined over the last four weeks, a sign that weve successfully flattened the curve and saved lives.

This development is a testament to the resilient spirit of Michiganders across our state. From business owners who have made difficult decisions to close their doors to front-line healthcare providers who have fought tirelessly against a virus whose pathology is still little understood, all have made important and indispensable sacrifices.

As the president and CEO of the Michigan HomeCare & Hospice Association, Im also proud of the critical role the home health community has played in supporting patients, front-line home health workers, and the communities we serve across Michigan.

Since COVID-19 began rapidly spreading across our state earlier this year, home healthcare providers have worked to protect the vulnerable patient populations who rely on our services namely those who are elderly, suffer from disabilities, or cope with multiple chronic conditions. Since the coronavirus poses severe risks to our patients, weve taken unprecedented steps to protect them and their families from the virus including increased testing, expansion of personal protective equipment (PPE) utilization, and infection control measures which can reduce the possibility of viral transmission.

While we have taken pivotal steps to protect our patients and deliver care in the comfort and safety of the home setting, we continue to encounter barriers to care that often prevent us from reaching our patients at a time when they need home health the most.

For starters, it is essential that the federal government stabilize the home healthcare delivery system, which currently faces existential financial difficulties caused by COVID-19. Since the start of this pandemic, home healthcare agencies have experienced precipitous revenue declines as exceeding 20 percent.

Although this enormous loss was mitigated by emergency funds allocated by the Coronavirus Aid, Relief, and Economic Security (CARES) Act and the suspension of a twopercent sequestration cut, more help is needed.

To ensure home health agencies can survive the duration of the present health emergency, additional federal funds would prevent agency closures and staff layoffs while supporting continuity of care for patients.

Along with providing the financial resources necessary to maintain our operations, Medicare regulators and federal lawmakers must also move to ensure home health patients can receive care without risking potentially deadly exposure to COVID-19. This is where telehealth and telephonic virtual visits can play a vital role.

By allowing flexibility for certified home health clinicians to provide care through virtual visits, person-to-person contact can be reduced, allowing providers to better and more safely monitor patients without risking potential viral spread. Moreover, the expansion of Medicare coverage for telehealth-based home care can also alleviate much of the pressure currently being placed on other areas of our healthcare system, such as hospitals and physician offices.

Finally, another, perhaps more important way federal officials can help safeguard home health providers and our patients is to increase access to PPE. As mentioned earlier, home health agencies have expanded the use of PPE, especially in the patient home setting where person-to-person contact is difficult to avoid.

Given the demand across all healthcare sectors, it is unrealistic to expect massive influxes of protective equipment in the near-term. However, Medicare regulators and the Centers for Disease Control and Prevention (CDC) can aid the situation by providing guidance on how best to utilize PPE and ways to access needed equipment in a timely manner.

Taking the steps outlined above will be paramount towards stabilizing the home healthcare sector and ensuring our providers can continue playing a key role in our response to COVID-19. As Michiganders and Americans across the country begin to emerge from isolation and accustom themselves to the new normal, our leaders in Washington must continue shoring up U.S. healthcare infrastructure and help reduce the possible impact of a resurgent virus.

Barry Cargill is president andCEO of the Michigan HomeCare & Hospice Association.

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Home healthcare patients, providers here in Michigan need federal support to overcome pandemic - Lansing State Journal

Has the C-Suite Gotten Too Big? – Managed Healthcare Executive

The alphabet soup of healthcare C-suite titles seems to be in constant flux, with new titles popping up as part of the leadership. Some of the titles chief people officer, chief wellness officer may induce eye rolls because of the touchy-feely factor. But in many cases, they reflect new priorities and cultural shifts. The CEO and healthcare systems boards of directors are adding to the C-suite or renaming old positions as a response to competition and the need for greater accountability.

Determining the size of the C-suite and the titles within it is a case-by-case proposition.

The C-suite should only be as big as it needs to be to be responsive to the needs of that business, says Joseph Fournier, J.D., M.H.A., president of InveniasPartners, a healthcare executive search and strategy company in Chicago. The core leadership almost always includes the CEO, chief financial officer (CFO), chief operating officer (COO) and, for healthcare systems, chief nursing and physician executives, he says.

Then we need to start filling in around that, Fournier says.

Trending titles

Trendy titles may be relevant even if they sound less traditional. They often represent new challenges or a focus affecting the culture and bottom line.

CDOWith the growth in electronic health records and other digital initiatives, the chief digital officer(CDO) role is gaining prominence, according to Fournier. The chief information security role is also picking up steam because of cyberattacks and the risks posed by health and financial information data breaches. The CDO might also oversee the chief analytics officer (CAO), who is responsible for sifting through the terabytes of healthcare data that many healthcare organizations have at their disposal because of EHRs and that old mainstay, claims databases. Theres a need for usable data that tells real stories about patients and can connect to health information, Fournier says.

The CAOs position also is climbing up the organizational charts of payers, notes Thomas Quinn, senior partner and managed care practice leader at WittKieffer, an executive search firm in Boston. Harnessing data to make quick decisions is critical when a member is at high risk of hospital admission or is a high utilizer. Identifying and sharing that information with the care management team can affect the patients health and care, as well as associated costs and revenue. Were seeing that role being elevated, put under the CFO or sometimes the COO, Quinn says.

CWOIn 2017, Californias Stanford Medicine became the first academic center to add a chief wellness officer (CWO). Since then, at least a dozen more centers have added a CWO, sometimes called chief well-being officer. The focus has been on helping physicians and other caregivers with burnout and making sure they have appropriate services to deliver safe and effective care, according to Fournier. But the position and the person in it have a broader role, he says.

A chief well-being officer can really understand the goals of the business and the needs of the patients and (can) integrate well-being into the culture and DNA of the organization, Fournier says. The position may not succeed in all healthcare organizations leaders who stick to traditional thinking may not be receptive to a role that can be thought of as coddling, he notes.

CGOAmong payers, the chief growth officer (CGO) is catching on, says Quinn. He differentiates the role of CGOs from traditional sales because CGOs are supposed to think and act more strategically. Its the CGOs job to scout out potential partners and alliances to grow membership and suss out new market segments. The role uses a different skill set than a traditional sales guy who works the brokers, says Quinn. Whereas the marketing staff may have undergraduate degrees, a CGO probably has a masters degree or at least that skill set.

CGPAnother hot title is chief of government programs (CGP)or government markets, says Quinn. Margins have been better in Medicare and Medicaid dual programs in the past four to five years, he says, and the role, which spearheads federal solutions, reflects that.

Size matters

Adding C-suite titles can help solve real problems as well as give an organization additional cachet. But the titles also can be a luxury. Smaller and midsize hospitals are not typically adding the management titles seen elsewhere, with the exception being some academic institutions that are more willing to invest at the C-suite level, says Brandt Jewell, senior vice president at Coker Group, a national healthcare advisory firm in Alpharetta, Georgia. Smaller and midsize hospitals dont have that bandwidth, Jewell says.

Physician leadership positions lag in systems with fewer than hundred providers, observes Jewell. Partly its because the systems may not have enough doctors to invest in the chief medical officer role. But Jewell says hes observed that doctors tend to be less interested in working with the profit-and-loss statements and more interested in value-based care. Thats an area where physicians can be more easily recruited for leadership development.

Which titles are needed?

Boards and organizational leaders use titles to delegate accountability for things they consider important. When I see C-suite invest in a new C role around something like value-based care, its saying, This is important to us, and we need someone with the highest level of expertise to focus on it, says Jewell.

Fournier says organizational leaders often the governance committee of the board and the executive committee need to hash out what they are trying to accomplish. In a highly competitive environment, executives should look at the factors that make their organization stand out. If a certain factor or experience is critical to success, the organization can signal that strength with a position and a title and with putting a strong leader in that role, says Fournier. This doesnt mean the position needs to be at the C-suite level, but the person needs to have the operational abilities and budget to succeed. The executive team needs to think about how to attach people and strategy and look at the critical bodies of work to see where that role needs to sit, Fournier says.

Payers and providers used to live in their own bubbles, but healthcare systems are expanding how they do business, including entering into joint ventures. A person running a joint venture may have the title of president without having many executives reporting to them, says Jewell.

Changing with the times

The CEO, the CFO, the COO, the CIO those are C-suite constants that arent going away. But Fournier says C-suite organization and titles should be viewed as dynamic, notstatic. Roles may emerge and then fade away. Or they may decide after a while that its not a role that matters, because the C-suite roles become synthesizers of information. Theyre really there to tie together workstreams for leaders, Fournier says. A chief experience officer might, for example, oversee the work of those responsible for both the employee experience and patient experience. The chief legal officer may oversee the risk portfolio, including the chief compliance officer and general counsel.

Mergers are another time to reconsider the structure of the C-suite. In general, consolidations have taken away more executive jobs than theyve created, notes Quinn. Many of these deals are set up to allow the local hospitals to continue running themselves, at least for a few years, says Jewell. Every local hospital has their own C-suite to go along with the regional and national C-suites. A lot of systems are hesitant to blow that up locally, he says.

Often the layoffs occur at the operational level, affecting employees in human resources, revenue cycle management and technology as those functions get pulled into a centralized operation in the name of efficiency and standardization. With many acquisitions, the C-suite stays put for two to four years, and then changes may be made.

C-suite roles will continue to change with healthcare trends. Roles may disappear when a particular person leaves; the executive committee and board may use the departure as an opportunity to tweak a role and title or abandon it because more pressing issues have arisen.

It would not be surprising to see positions added related to emergency preparedness, diversity and inequity if not to the C-suite, at least to the level in the organizational chart that reports to the C-suite. As different needs emerge in the organization and at different times, some roles become more prominent or get more attention than others, Fournier says.

Deborah Abrams Kaplan covers medical and practice management topics.

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Has the C-Suite Gotten Too Big? - Managed Healthcare Executive

Beyond Covid-19: 5 opportunities for startups to reshape the future healthcare landscape – MedCity News

The novel coronavirus pandemic has upended the world as we know it, taking an unprecedented toll on health and human life. The healthcare ecosystem has quickly mobilized to mitigate the crisis modifying care access points and modalities while producing financing mechanisms to sustain patient care amidst dire circumstances.

As the scale of the pandemic grows and downstream impacts persist, healthcare organizations are recognizing they must shift from a reactive stance to a more proactive new normal. Operating in this environment will require new capabilities, forcing many organizations to look externally for innovative solutions to guide this transformation.

In this piece, we examine macro ramifications of the pandemic and potential reverberations across the healthcare industry. Through this analysis, weve identified five opportunities that harness these disruptive forces into tailwinds, and we cite examples of venture and PE-backed companies getting traction. We believe nimble, fast-moving early-stage companies are best positioned to maneuver and create lasting impact in these unprecedented and challenging times.

Jump to analysis of the Five Emerging Opportunities for Innovation

Increased Role of Government in HealthcareAt a time when federal spending on healthcare is already on an unsustainable pace, the pandemic response suggests the governments responsibilities are expected to grow. The federal government has authorized nearly $3T and counting in general economic relief measures. Further, federal agencies have earmarked $175B to aid healthcare providers whose revenue streams have been disrupted. The surge in federal spending indicates that federal debt is likely to exceed 100% of gross domestic product (GDP) by years end. This will pressure near-term healthcare spending and impact critical programs already on tenuous footing.

In addition to immediate one-time commitments, the governments enduring responsibilities are also likely to grow. Amidst record unemployment of 11% (17.8 million), Medicaid enrollment could swell by 17 million, a potential 24% increase compared to pre-pandemic levels. Furthermore, as the pandemic penetrates regions of the nation in variable intensity, states with some of the highest uninsured rates are being disproportionately impacted. This will create new, longer-term responsibilities for both state and federal governments.

Financial and operational pressure on HospitalsHealth systems, which have been the last line of defense against Covid-19 infection, have been among the hardest hit healthcare sectors economically. The gross reallocation of resources to caring for coronavirus patients on inpatient units and concern for the spread of infection have led to periodic cancellation of lucrative elective procedures and services. Additionally, other non-urgent admission volumes have decreased given patient fear of contracting COVID-19 in acute care settings. As a result, health systems have lost an estimated $200B in income over the last four months, highlighting some of the challenges of the current fee-for-service paradigm that rewards volume over value.

Hospitals, which already have high fixed costs and thin operating margins, were in a precarious financial position prior to the pandemic. Looking ahead, many will also have to contend with uncertainty in future elective procedure volume, volatility in investment income and lower reimbursements as a result of treating more Medicaid and uninsured patients. This will create margin pressure and a subset of hospitals may also have a harder time borrowing capital for immediate needs. As a result, operational cost reduction is elevating as a priority for many.

Increasing Flexibility of the Healthcare WorkforceThe pandemic has magnified the historically inflexible nature of our healthcare system. Data suggests that up until recently, roughly 80-90% of care was still being delivered in-person by a workforce organized to support care in brick and mortar facilities. The pandemic has exposed some of the shortcomings of this model, particularly an imbalanced and inelastic workforce unable to connect with patients where and when they need care. Although virtual and distributed care models have long had tremendous potential as solutions to this problem, regulatory and financial barriers have hindered broader adoption.

In response to the pandemic, regulatory agencies have stepped in to dramatically unlock clinician supply and capacity by both removing barriers and creating incentives. State and federal governments have unanimously eased constraints by liberalizing licensing, reciprocity and credentialing. In addition, the Centers for Medicare and Medicaid Services (CMS) has decided to reimburse over 80 telehealth services at parity with in-person care, a critical incentive for more physicians to offer the service to their patients.

The Changing Behavior and Mental Health of Patients in the PandemicAs traditional sites of care have become risk prone and largely unavailable, patients have been forced to access new modalities to address their medical needs. Patients with low acuity conditions have quickly become comfortable with virtual care services. An estimated 16.5M Americans have started using telehealth since the onset of the COVID19 pandemic and 88% say they would use it again. As a result, telehealth adoption amongst traditional providers and direct-to-consumer telehealth platform sales have skyrocketed.

For patients with more chronically serious medical conditions, appropriate care has been less accessible, leading to a hidden crisis with catastrophic complications. These medically complex populations, whose care is often managed by numerous specialists, have been less certain about where to turn for their care. Hospitals nationwide have seen dramatically reduced admissions for heart attacks and strokes during the pandemic, with some states reporting a 2 to 3-fold increase in deaths from heart disease and diabetes. Notably, Michigan recently reported a 62% increase in out-of-hospital deaths, as many of these patients have forgone basic care needs due to a perceived risk of infection.

Prior to the pandemic, our healthcare system was already grappling with a behavioral health crisis. In the midst of persistent access challenges, the pandemic has produced unprecedented levels of social isolation, financial distress, and domestic instability. These stressors, combined with the increasing turmoil of social injustice and political debate, have led to an astounding 300% increase in the reported rates of depression and anxiety. As the pandemic and economic shutdowns persist, it is evident the increased demand for behavioral healthcare will only intensify.

The simultaneous convergence of these macro forces has significantly disrupted normal operations in our healthcare industry. Stakeholders who aim to survive and potentially thrive amidst this disruption must innovate and navigate real-time transformation. We have highlighted five key areas of emerging need where early stage healthcare companies can create high-value, enduring impact for customers, partners, and the industry at-large.

#1 Support the Provider Value-Based Care JourneyMacro forces suggest we are at a unique moment in the history of value-based care (VBC) adoption. The downstream impacts of the pandemic have created new incentives for payers and providers to align on value-based payment arrangements as an alternative to the fee-for-service status quo. This has the potential to catalyze new payment model innovation and broader adoption of VBC.

Over the last decade, the federal governments efforts to advance VBC adoption have spurred commercial health plans efforts to innovate their own payment models. As the governments near-term role as a healthcare payer grows, it is likely to push for VBC as a cost control mechanism across the payer and employer landscape. In fact, some commercial health plans are already beginning to offer prospective payments to providers in return for their commitment to participate in future value-based care programs.

In addition to payer efforts to advance value-based care, data suggests healthcare providers in alternative payment arrangements have fared better than their peers in fee-for-service arrangements. This reality is re-shaping how providers think about their future business models, spurring new dialogue about the merits of prospective payment arrangements, which can offer steadier and predictable cash flow to providers.

While providers may have more financial incentive to adopt a value-based business model, the complexity and cost of building a VBC infrastructure will remain as barriers to adoption. Many providers will, therefore, seek experienced partners to help guide their VBC journeys. This presents a unique opportunity for VBC enablement vendors, who offer the technology, operating capabilities and staffing support critical to developing a value-based care infrastructure.

VillageMDAgilon Health, Privia and Aledade are leading the pack in delivering suites of value-based enablement services to risk-bearing provider groups. Their value-add includes care management capabilities to augment population health, analytics to support clinical decision-making and administrative capabilities to help providers track their performance. Stellar Health is an earlier stage company whose technology recognizes the critical role primary care providers play in value-based care models by prompting them to complete value-based care workflows incentivizing completed actions with financial rewards.

#2 Automate the Healthcare EnterpriseIt is well-documented that repetitive manual processes and human inefficiency are drivers of unnecessary hospital administrative spend. Yet these challenges persist due to low adoption of automation technology. As health systems seek operating efficiency and quick value creation, they are likely to embrace enterprise automation strategies like robotic process automation (RPA) and artificial intelligence (AI) to enhance productivity and free staff up to practice at the top of their license.

Across industries, these technologies have demonstrated the most value automating repetitive, high-volume and rules-based activities such as scraping web data and filling in forms. There are a number of similar automation opportunities scattered across the hospital enterprise, such as claim status checks during the revenue cycle process, insurance verification efforts in the contact center or inventory management as part of supply chain and ordering. While implementing automation seems prudent, scalability and enduring ROI have been elusive for some hospitals. This is due to the challenge of finding alignment between these technologies, the nuanced and unstructured nature of hospital processes and the staff supporting these processes. Therefore, automation platforms capable of facilitating process discovery and standardization, supporting human-in-the-loop synchronization and enabling self-governance have the most utility.

Several companies are helping hospitals automate enterprise processes, targeting the end-to-end automation of specific functional areas as part of a broader enterprise automation strategy. Syllable AI is an intelligent automation platform for the healthcare contact center, capable of processing live web, mobile and phone requests from patients and either resolving them or triaging to human staff appropriately. Suki AI, a Flare Capital portfolio company, and Alpha Health are focused on automating revenue cycle processes. Suki offers a voice-enabled and AI-powered platform that automates clinical note documentation as well as coding and billing related administrative tasks, while Alpha Health leverages people, data and machine learning technology to automate reimbursement tasks.

#3 Synchronize Virtual Primary Care through a Longitudinal OfferingThe in-person nature of primary care, rooted in the relationship between patient and PCP, has been hallowed ground. Despite this tradition, studies suggest as many as 80% of primary care services (validating symptoms, triaging care, and developing treatment plans) can be delivered virtually. The fallout from the pandemic has created a unique opportunity to realize this potential as patients have gravitated to virtual solutions to access care. However, the rapid surge in virtual care options has been overwhelming for some patients, leading to mixed experiences. This suggests an opportunity to streamline the virtual care experience through a longitudinal offering to support the continuous patient journey.

In order to create a longitudinal virtual primary care offering, risk-bearing entities (payers, employers and provider groups) have experimented with aggregating point solutions into a cohesive offering. As new solutions rapidly come to market and delegated entities include virtual care as a medical benefit, the challenge of aggregating these offerings will grow. Therefore, there is a growing need for natively integrated products that leverage provider scale and power longitudinal (engage, treat and close) care experiences.

Three companies that are innovating the longitudinal, virtual primary care experience are 98point6, K Health and Eden Health, a Flare Capital portfolio company. 98point6 offers an on-demand, virtual care experience that resolves basic care needs by sequencing both technology and chat-based primary care consults to screen and treat patients. K Health has quickly evolved from a symptom-checking solution to a platform capable of connecting members directly to a range of contracted physicians for electronic live chat-based care for as low as $9/month. Meanwhile, Eden Health has built a virtual-first NCQA accredited patient-centered medical home model for employers that virtualizes the experience of a best practice traditional primary care clinic. Eden deploys multidisciplinary care teams including behavioral health and navigation assistance interconnected with the healthcare system to help employees navigate their healthcare journey at their office work site or virtually.

#4 Develop Dynamic, Community-Centered Home Care Models for Vulnerable PopulationsThe pandemic is hastening the ongoing transition of care away from acute care settings (ED, inpatient) to the lowest cost, and now safest site of care, the home. Medically complex patients, many of whom are particularly vulnerable to coronavirus, unable to leave home and in need of higher-touch care, are accelerating this transition. Healthcare claims outcomes data suggests providing care in the home for certain populations is worth the required upfront investment for additional services. Recognizing these benefits, payors are incentivizing home and community-based care, taking a lead in catalyzing this shift. As this shift accelerates, however, health systems risk falling behind unless they actively participate in shaping the change.

The inpatient model has been designed and staffed to accommodate high capacity and treat broad care needs at a central site. As care grows decentralized, this model will have to be reconstructed. Health systems will need to ensure that their workforces and equipment are mobile, dynamic and organized around individual patient needs. For higher-acuity patients, hospital-at-home models will also need to package care delivery, remote monitoring and supply chain into a more cohesive and flexible offering.

Several companies are assisting health plan and health system efforts to extend their care reach into the home, allowing providers to treat a wide range of clinical needs. Dispatch Health and Ready Responders are two on-demand and mobile care providers. Both companies partner with health plans and health systems by bringing on-demand, mobile care teams to patients homes and providing in-home care for non-emergency needs. Contessa Health, meanwhile, helps health systems deliver hospital-at-home programs and enables health plans to effectively contract for this new model of care.

For higher-need patients, home-based primary care as well as Program of All-Inclusive Care for the Elderly (PACE) models have proven to be uniquely effective at improving outcomes and reducing costs. Concerto Health and Landmark Health are two home-based primary care providers that contract with health plans to address more complex member needs, by providing longitudinal home-based primary care and care coordination amongst multiple specialist clinicians. PACE models, characterized by their interdisciplinary staffing, dynamic site-of-care synchronization and community orientation, have been particularly adaptive and effective at caring for elderly and complex patients during the pandemic. WelbeHealths recent expansion and remote home-based care innovations lend further credence to the adaptive nature of this model of care.

#5 Integrate Primary Medical and Behavioral Healthcare

If the first mile in fixing the Behavioral Health system in the U.S. was increasing access to care, the last mile will surely be improving outcomes of that care. A critical next step in improving treatment efficacy involves better integrating behavioral health with the rest of the patients medical journey. Integrated models have demonstrated better outcomes for both adult and adolescent populations.

An emerging class of companies is developing solutions to better enable integrated care for adult populations, including Quartet Health, Concert Health, and Mindoula. Quartet Health offers healthcare providers both technology and access to a network of behavioral health providers to facilitate better collaborative care and has most recently signed a large national collaboration with Centene. Concert Health works closely with primary care providers and deploys a full-stack collaborative care solution including remotely delivered behavioral health care. Finally, Mindoula partners with both health systems and health plans, providing virtual care teams and technology-enabled support services to help its partners engage and treat their patients acute needs.

The unique needs of the adolescent and pediatric populations are often overlooked in the broader discussion about behavioral health. As rates of anxiety, depression, suicidal ideation and autism spectrum disorder rise, so does the need for better care options. Effectively managing the behavioral health needs of this population requires integrated care with additional wraparound capabilities, especially family-centered engagement, but also school and community-based support. Brightline and Opya are two companies that have set out to address this need, creating collaborative, multi-specialty clinics that engage care teams, families and communities in providing care while leveraging a digital platform to ensure overall continuity.

ConclusionAs the Covid-19 pandemic rages on, its clear the ramifications of the pandemic are likely to permanently reshape the healthcare industry. Targeted evolution around key areas of change will be required to successfully navigate the healthcare world beyond Covid-19. We believe the areas that will require the most adaptation are in value-based care payment models, digitally integrated and tailored care delivery and automation. As the healthcare industry begins this dynamic journey, we believe early-stage companies have a once-in-a-generation opportunity to shape the future ahead.

Photo: Feodora Chiosea, Getty Images

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Beyond Covid-19: 5 opportunities for startups to reshape the future healthcare landscape - MedCity News

COVID-19 ‘Has Turned The Healthcare Industry Upside Down,’ Survey Finds – HealthLeaders Media

The coronavirus disease 2019 (COVID-19) pandemic has had a profound impact on the healthcare sector, a recent LocumTenens.com survey shows.

The COVID-19 pandemic has impacted healthcare organizations and their employees across several dimensions, earlier research has found. For example, the American Hospital Association estimates health systems and hospital lost $202.6 billion from March through June. And the healthcare workforce decreased 9.5% from February through April, with 1.5 million healthcare workers losing their jobs, according to the Kaiser Family Foundation.

The LocumTenens.com survey was conducted in June and highlights information collected from 940 healthcare professionals in 35 medical specialties. The survey features several key data points:

LocumTenens.com President Chris Franklin told HealthLeaders that the COVID-19 pandemic has had a dramatic impact on the clinician job market.

"The coronavirus pandemic has turned the healthcare industry upside down; and now more than ever, the job market for clinicians is in a constant state of flux. For example, an increased number of critical care and hospital medicine clinicians have been a necessary part of the response in various hotspots across the country ever since the pandemic began. Clinicians in other specialtiesmany associated with elective surgeriessaw a dramatic drop in demand for their services due to patients either having to delay care, whether it was due to financial concerns or loss of health insurance, or choosing to delay care out of fear of contracting the virus."

The clinician job market is rebounding, he said. "As we begin to see an uptick in elective procedures, or as procedures that were once considered elective are now becoming urgent due to a delay in care, we are seeing demand for clinicians across all specialties increase. More patients are beginning to resume in-person primary care visits, too."

Burnout was a major issue affecting clinicians well before the pandemic struck, but the pandemic has exacerbated the problem, Franklin said. "The pandemic has highlighted not only the significant work our clinicians do to care for our patients, but also the work we need to do to ensure we take care of our clinicians."

A hospitalist who participated in the LocumTenens.com survey said clinician burnout and mental health problems are a primary concern during the pandemic. "We all have a universal stress as healthcare practitioners with the rise of a pandemic. I am concerned for patients. I am concerned for myself. I am concerned for my neighbors. It will be important to incorporate stress management for our providers, including protected time off, stress outlets, and mental health counseling."

The survey shows telemedicine has expanded broadly during the pandemic, said Kevin Thill, executive vice president of LocumTenens.com.

"Almost three-quarters (74%) of respondents say their organization has increased their use of telehealth services due to COVID-19, and almost half (44%) say they have invested in new technology solutions to be able to communicate with patients remotely. The pandemic has shown clinicians and healthcare administrators the value telehealth adds to their practice, as it was the only way many practices were able to continue to care for patients at the height of the pandemic," Thill said.

Christopher Cheney is the senior clinical care editor at HealthLeaders.

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COVID-19 'Has Turned The Healthcare Industry Upside Down,' Survey Finds - HealthLeaders Media

Vegas sports royalty welcomes the Raiders with open arms – ESPN

LAS VEGAS -- It was sometime in the winter of 1990-91, with the undefeated, top-ranked defending national champion UNLV Runnin' Rebels in the midst of a 45-game winning streak, when Stacey Augmon and Larry Johnson sat for a midseason photo shoot.

The two All-Americans and soon-to-be NBA lottery picks were the most high-profile players on the most high-profile team in the nation, a rollicking and raucous squad being bandied about as the greatest in college history. Yet this pic was to be a mood shot, in black and white. So Augmon pulled out a pair of Raiders caps, Los Angeles Raiders caps, threw one atop his head and handed the other to Johnson.

"Larry thought I was crazy because he's from Texas," Augmon, who grew up in Pasadena, California, said of the nearly three-decade-old memory. "I made him wear the hat. But after that, he became a Raider fan."

Indeed, Augmon's conversion of Johnson was a harbinger of things to come in Las Vegas, with the Raiders relocating to Sin City and many of its denizens suddenly clinging to everything with a Silver and Black motif.

With so many sporting figures from Southern Nevada and/or making their homes there -- we caught up with some, past and present, to talk about the Raiders' move. Other notables include Andre Agassi, NASCAR's Busch Brothers, Kurt and Kyle -- who both went to Durango High School -- Mike Tyson, Floyd Mayweather Jr., the UFC. And the CBA has rolled through a few times, along with the WBL and the IBL, not to mention the XFL and the UFL.

The Las Vegas Raiders, though, after spending the previous 25 seasons in Oakland following 13 in L.A., are entering an entirely different environment than the roost the Rebels ruled.

"Vegas is the most unique city in America; it's a big town, little city," said Reggie Theus, who helped take UNLV to the 1977 Final Four. "There was what, 500,000 people there when I was [in school]? Now it's two million? Back then, you knew all the main players in town by first name. When you were out at dinner you'd see Frank Sinatra, Sammy Davis Jr., Lola Falana, Wayne Newton. And they knew us. But getting the NFL in town, that was shooting for the moon. Over the moon.

"It does feel fitting, though. You have to be a Vegas guy to understand Vegas. No doubt this was supposed to happen. What a phenomenal business move for the NFL."

And back then the Rebels, known for Gucci Row and deep NCAA tournament runs, were truly the biggest team sports show in town -- the only team sports show -- with UNLV coach Jerry Tarkanian as big as any headliner on the Strip.

"It was more difficult to get a ticket to the UNLV basketball game," Tarkanian said on an HBO special about the Rebels, "than it was to the Frank Sinatra show."

2 Related

Yes, Sinatra recruited for Tarkanian.

The Raiders, with coach Jon Gruden, are bringing a certain star power that has been missing in Las Vegas since Tarkanian was forced to resign from UNLV in 1992.

"Tark was like a rock star," said Greg Anthony, the point guard on that national championship team and a Las Vegas native who went to Rancho High School. "I didn't think you would ever say this about someone who had his physical characteristics, but ladies loved him ... and men wanted to be around him. He had a quick wit and was great with stories. He was revered by celebrities, entertainers, politicians, corporate types and even by some considered to be organized crime figures.

"Coach had the 'it factor' and coaching in Vegas lent to that. No matter where he went, Coach was the focal point."

Chucky, Tark the Shark. Tark the Shark, Chucky.

Indeed, some see a correlation in mystique between the renegade Raiders and Shark's band of Runnin' Rebels, who counted the likes of Tyson, MC Hammer and Evander Holyfield among their fans. The Rebels were addressed in their locker room by NFL great Walter Payton before their 1990 NCAA title game demolition of Duke.

"Tarkanian gave them a personality that was different than everybody else," Raiders owner Mark Davis said. "Bigger than life. The towel. They would win games magnificently and everybody else jumped on board. And I did, too.

"All those guys are important to us. Augmon. Reggie. That's a bridge that we value."

Told the late Tarkanian once said he was a Chargers fan, Davis paused.

"Well," Davis smiled, "nobody's perfect."

There is a history between the Raiders and Las Vegas, linked by late radio announcer Bob Blum, who was friends with Al Davis. In 1964, the Raiders played the Houston Oilers in an exhibition game at Cashman Field. And in 1972, Ken Stabler, George Atkinson, Tom Keating and Tony Cline held a kids clinic at UNLV's year-old Las Vegas Stadium ... the day after the Raiders thumped the Los Angeles Rams 45-17.

Maybe Augmon, who already has bought season tickets for 2020, was onto something with his choice in headwear after all.

Southern Nevada has changed. Gone are the 99-cent breakfast specials, affordable all-you-can-eat buffets, cheap hotel rooms, free parking and the Rebels dominating not only the national scene, but Las Vegas.

We're a long way from 1994, when Las Vegas was the undisputed king of trash sports, with the International Hockey League's Thunder, the Arena Football League's Sting, Roller Hockey International's Flash, the Continental International Soccer League's Dustdevils and the Canadian Football League's Posse all calling Vegas home.

But the NFL and the Raiders?

"I would never, ever have thought I'd see anything like this in that town," said Augmon, who became a Raiders fan when the team moved to L.A. in 1982, when he was a freshman at Pasadena Muir High School. "But Vegas definitely can support it. The hotels are going to sell out the suites and everyone else is going to fill in. The money's there. I mean, even if a basketball team goes there, the money is definitely there and people are flying in and loving Vegas."

Tarkanian's Rebels repped Las Vegas with a certain swagger that embodied Sin City.

The Raiders are bringing their own swag.

"I'm sure," Theus said, "wherever Tark is, he's doing a happy dance."

As are other members of Las Vegas' royal sporting court:

The worst birthday the Golden Knights' right wing has ever had? Try his 15th.

A day earlier, on Jan. 19, 2002, the Tuck Rule effectively ended the Raiders' season on a snowy night in New England in what would be Gruden's final game as Raiders coach ... until he returned in 2018.

"Not just my birthday," Reaves rued, "that ruined my whole year. I was watching it on TV and I just had my hands on my head like, 'What the hell is going on here? Are they just trying to screw us over?'

"From that point on, I've hated the Patriots and Tom Brady. Deflategate? They should have been kicked out of the league."

Reminded that Brady and his new Tampa Bay Buccaneers squad are scheduled to come to Las Vegas for an Oct. 25 game, Reaves exhaled.

"Yeah," he said with an 18-year-old grudge, "then they'll get stomped, too, at Allegiant Stadium."

Reaves, the Golden Knights' enforcer, has had football in his blood since birth and Raider Nation citizenship since Jerry Rice came to the team in 2001. Yes, even as a kid born and raised in Winnipeg, Canada.

And why not? His dad, Willard, was a CFL star running back, the league's Most Outstanding Player in 1984, a year after Warren Moon was feted, a year before Mervyn Fernandez. Willard had a cup of coffee in the NFL, playing in one game with Washington (he was thrown for a 1-yard loss by the Philadelphia Eagles' Jerome Brown on his lone carry) and two games with the Miami Dolphins (he returned a total of six kickoffs for 84 yards) in 1989.

Yeah, football seemed to be in the younger Reaves' future (his brother Jordan is a defensive end with the Saskatchewan Roughriders). But a knee injury and the allure of hockey was too strong. So Ryan kept rooting for his favorite team from afar ... until that team arrived in his new city this summer.

"Just the vibe of watching the games, the Black Hole, the team just fascinated me," Reaves said. "Besides our [Golden Knights] jerseys, I like the L.A. Kings' jerseys, that black and silver. Like the Raiders.

"The Raiders, the Bad Boys, I guess that does complement my style. I didn't fight as much when I was younger."

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Reaves, who scored the game-winner against, yup, Winnipeg in 2018 that lifted the then-expansion Golden Knights into the Stanley Cup Finals, attended the Raiders' home opener last September in Oakland with his young son and sat in Davis' owner's suite. Now, his son, who is 4 years old, asks whenever they pass Allegiant Stadium, "When will the Raiders play in their new home?"

"I'm so excited; I've only been to one Raider game," said Reaves, who counts running back Josh Jacobs and safety Johnathan Abram as his favorite players. "But now that their stadium is literally across the street from our arena, you best believe I'm going to every game I can."

Two notable things went down on the Las Vegas sports landscape in the spring semester of Greg Maddux's junior year at Valley High School in 1983 -- the Runnin' Rebels ascended to their first No. 1 national ranking and the Stars set up shop at Cashman Field in North Las Vegas as the Triple-A affiliate of the San Diego Padres.

"And that was it," Maddux, a four-time Cy Young Award winner and Hall of Famer, said more than 37 years later. "Tark was bigger than Frank Sinatra back then. He was Vegas."

Yeah, there's a generation (or two) gap when it comes to Las Vegas' old and new school baseball royalty. Consider: The last time the Raiders won the Super Bowl, in January 1984, Maddux was a high school senior. And the last time the Raiders actually played in a Super Bowl, in 2003, Bryce Harper and Kris Bryant were 10 and 11 years old, respectively. Neither recall watching Tarkanian at UNLV or his overshadowing Ol' Blue Eyes, and why would they? Both were born the same year the Shark finished his 19-year run with the Rebels.

But the NFL? That's a universal language all three baseball lifers understand. Especially with the Raiders now calling their hometown, well, home.

"The whole city's excited ... we never thought we'd get an NFL team and being able to see the Raiders there, they're going to have the support of the city," said Harper, a Las Vegas High graduate, the 2012 National League rookie of the year and 2015 NL MVP. "It's going to be different to see all these major sports teams coming in and possibly MLB now and possibly the NBA.

"Especially Gruden coming. It's going to be fun."

Harper was a Dallas Cowboys fan growing up. "In Vegas, you kind of just root for the best and the Cowboys were America's Team ... my dad was such a Cowboys fan," he said. "He loved Emmitt [Smith] and [Troy] Aikman."

Maddux gravitated toward the NFL team in whichever city he was playing: "When I was in Chicago, I liked the Bears. When I was in Atlanta, I was a Falcons fan. Even in San Diego I followed the Chargers."

Bryant was football agnostic. "It's kind of like when we got the Golden Knights," said Bryant, a Bonanza High graduate, the 2015 NL rookie of the year and the 2016 NL MVP. "I never really paid attention to hockey, but now I find myself watching more and more of it. Same with football ... now I feel like I'll be more invested in it just because we have a team in our city now, and that's exciting.

"[Las Vegas] was never really known for sports. Obviously, it was just known for gambling, a tourist city."

So much so that Bryant is still asked by Las Vegas know-nothings: "What casino do you live in?"

"I always tell people there's a city outside of the Strip," Bryant laughed. "Now we have major league sports, which is a whole other dimension that brings a lot to the city. Vegas has a lot to offer. Just hot there in the summers, but it's perfect for sports."

Yes, Bryant said Raiders season tickets are in his future.

"Vegas does things right," said Maddux, who also is the volunteer pitching coach at UNLV. "I'm fired up. I never thought it possible. I never thought I'd see a hockey team in the desert.

"I never thought I'd love the Raiders."

How transcendent was Cunningham as UNLV's quarterback? He had his No. 12 UNLV jersey retired during a Rebels game ... in which he was playing. And while he would go on to a 16-season NFL career in which he would go to four Pro Bowls and be named the PFWA's 1990 NFL MVP, it was at UNLV where he was an All-American ... punter.

Yes, Cunningham cut his football teeth in Southern Nevada but never allowed himself to think his adopted city would one day play host to the NFL.

"Never. Not in my wildest dreams," Cunningham said. "Now, I'm believing that Magic Johnson is going to bring an NBA team to Las Vegas. I mean, who would think the Golden Knights would come here? Ice hockey, in the desert?

"No one would have ever thought that anything would rule over Las Vegas besides UNLV basketball. When I was in school, it was UNLV basketball ... and then us."

Enter the Raiders, some 36 years later.

"I'll tell you what, looking back I think I'd be in shock because we were always told there would never be an NFL team in Las Vegas because of the gambling aspect," Cunningham said. "The shift now is, Wow. Amazing.

"We truly are the entertainment capital of the world."

Cunningham moved back to Las Vegas late in his NFL career. He became an ordained minister and established his own church, Remnant Ministries, in Las Vegas. And this summer he was hired by Gruden, his offensive coordinator for one season with the Philadelphia Eagles, as the Raiders' team chaplain.

Having grown up in Santa Barbara, California, the younger brother of New England Patriots fullback Sam "Bam" Cunningham, he knew all about the so-called "Badass" Raiders of Snake, Ghost, Tooz and the Soul Patrol and how they upended his brother's Patriots team en route to a Super Bowl XI title.

Then the Eagles' 1985 second-round pick got to play against a different vintage of Raiders in Los Angeles, referencing a backfield of Marcus Allen with Bo Jackson, Roger Craig and Eric Dickerson in consecutive seasons, and Hall of Fame cornerback Mike Haynes, who first played with Sam Bam's Patriots.

"I always had something in my heart for the Raiders," Cunningham said.

And the Raiders had something for him, sacking him 23 times in four games against him.

"But I'll be the first to confess that back when the Eagles let me know they would not be retaining me [in 1996]," Cunningham said, "I put a billboard up in Oakland that said, 'Need a quarterback? Call Randall Cunningham.'

"It didn't happen."

It was on the off day between Games 6 and 7 of the 1988 NBA Finals when a handful of Laimbeer's Detroit Pistons teammates took the then-Los Angeles Raiders up on an offer to use their El Segundo facility to work out and rehab. Yes, even as Detroit was playing the Raiders' "Showtime" Lakers neighbors.

"I didn't go that day," recalled Laimbeer, now coach of the WNBA Aces. "But I did get some Raider gear. They loved seeing us in their gear because they embraced our image."

Ah, yes, the late 1980s' convergence of the Bad Boys Pistons and the Silver and Black Bad Boys of the NFL. Three-plus decades later, Laimbeer finds himself in the unique position of welcoming his old comrades to his new city as a three-time WNBA championship coach while his star player, Wilson, is welcoming a college buddy from South Carolina in rookie receiver Bryan Edwards, a third-round draft pick

Wilson and Edwards lived in the same apartment complex in Columbia, South Carolina, in college and now Wilson might offer some advice not only on Las Vegas real estate, but on being a pro in Sin City.

Jeremy Fowler polled a panel of more than 50 coaches, execs, scouts and players to come up with top 10 rankings for 2020:

QB | RB | TE | WR | OT Interior OL | Edge DT | LB CB | SafetyMore NFL coverage

"It's nice to be an athlete in Las Vegas at this time," said Wilson, the NCAA player of the year and WNBA rookie of the year in 2018. "There's a lot of support from the community. It's a big thing for me."

Especially when Davis shows up and sits courtside for Aces games.

"He is always there, always supporting us," Wilson said of the Raiders' owner. "It's huge to have his support ... he never shies away from supporting us and that's huge."

Laimbeer is intrigued with the prospect of Las Vegas gaining the NFL to go along with the WNBA and the NHL, as well as Triple-A baseball, UFC and professional boxing. He's also curious about the "sustainability" of it all for a county with a population of just over 2.2 million.

"This is a long-starved city for professional sports," Laimbeer said. "It's a big, small town, where everybody is going to know the players. They know former players. There's nowhere to hide."

Most of those attending Raiders games, Laimbeer said, will be "inbound" fans.

"And the Raiders have two different big markets to draw from [in Oakland and Los Angeles], which is great for Las Vegas," he said. "Winning is key. Consistent winning is what keeps them, and that's what they haven't done for a while."

Indeed, the Raiders have had one winning season with one playoff appearance since 2002. Las Vegas' three-year-old NHL team presented a blueprint as an expansion team playing for a title.

"The Knights came in with such a roar, it took away any question marks," Laimbeer said. "They were winning and competing for a Stanley Cup, so it created an experience. Las Vegas is all about workers, hearty people.

"Football is football; it's the No. 1 sport in the country."

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Vegas sports royalty welcomes the Raiders with open arms - ESPN

Coroner who handled Vegas mass shooting aftermath to retire – The Spectrum

Associated Press Published 1:37 p.m. MT July 27, 2020

FILE - In this Oct. 5, 2017, file photo, Clark County Coroner John Fudenberg updates the media on the status of the work his bureau is handling in the wake of a mass shooting in Las Vegas. Fudenberg, whose work during three decades of government service included leading his office's efforts in recovering and identifying the victims of the Las Vegas mass shooting in 2017, is stepping down. Its been an amazing journey, Fudenberg said, after taking a voluntary retirement, effective Aug. 7, 2020. (AP Photo/John Locher, File)(Photo: John Locher, AP)

The Las Vegas public official who led the identification of victims after the deadliest mass shooting in modern U.S. history is retiring after nearly three decades of government service.

Clark County Coroner John Fudenbergs work heading the office handling notifications, autopsies and investigations after 58 people were killed at an outdoor music festival in October 2017 drew praise from Nevada Gov. Steve Sisolak for his deep sense of professionalism and compassion."

Clark County Commission Chairwoman Marilyn Kirkpatrick called Fudenberg one of the heroes of that horrific event," theLas Vegas Sun reported.

Sisolak was Clark County Commission chairman at the time, and fielded media questions with Fudenberg and Sheriff Joe Lombardo, the head of the Las Vegas Metropolitan Police Department. Kirkpatrick was a member of the commission, which has jurisdiction over the Las Vegas Strip.

Fudenbergs staff of about 100 reached next-of-kin and conducted autopsies of victims from Nevada, California, 13 other U.S. states and Canada. They determined all 58 died of gunshots.

Another 413 people were wounded by gunfire and police say more than 450 more were injured fleeing bullets rained rapid-fire from upper-floor windows of a high-rise casino on the Las Vegas Strip. The shooter killed himself before police reached him.

Police and the FBI found the gunman, a 64-year-old former accountant and high-stakes video poker player, had amassed an arsenal of military-style weapons and meticulously planned the attack. They theorized he may have sought notoriety, but said they never found a clear motive for the carnage.

Its been an amazing journey, Fudenberg, 51, told the Sun after announcing he would take a county voluntary retirement offer. His last day is Aug. 7, and he said he looked forward to driving with his daughter to her college this fall.

Fudenberg began his career in government in 1991 as a corrections officer in Las Vegas. He became a Las Vegas city marshal before his predecessor as coroner, Mike Murphy, recruited him in 2003 as No. 2-ranking administrator in the medical examiners office. Fudenberg was named coroner when Murphy retired in 2015.

A county spokesmantold the Las Vegas Review-Journalthat Fudenberg was among about 420 employees to take voluntary retirement as a cost-saving measure due to budget issues from the coronavirus pandemic.

We call ourselves the last of the first responders, Fudenbergtold the Review-Journalin 2018. When the police are done securing the scene, when the firefighters and hospitals are done saving who they can, were just getting started.

He recalled food still cooking on grills, cellphones scattered and a breeze blowing empty plastic cups past overturned chairs on the artificial grass of the shooting site, where a crowd of 22,000 had been attending the Route 91 Harvest Festival.

Its like everyone vanished suddenly, he told a 2018 panel discussion.

He said he didnt think anyone who experienced such an event would ever get over it, but said he learned to understand and deal with it in a healthy way. He said he learned to appreciate life and not focus on small annoyances.

The Review-Journal pointed to a years-long public records legal battle between the county, representing Fudenbergs office, and the newspaper over the release of coroners autopsies.

The Nevada Supreme Court in February ruled that the autopsies are public records, although the coroner could withhold some sensitive, private information.

Fudenberg declined to talk with the Review-Journal about the legal battle, saying he preferred to just keep it positive.

The Clark County coroners office is a good spot with good people there, he told the Sun. Theyre going to do great.

Read or Share this story: https://www.thespectrum.com/story/news/2020/07/27/coroner-who-handled-las-vegas-mass-shooting-aftermath-retire/5521317002/

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Coroner who handled Vegas mass shooting aftermath to retire - The Spectrum

These Las Vegas loyalists arent letting COVID-19 ruin their vacations – VVdailypress.com

LAS VEGAS Rick and JaNeen Bird areLas Vegas loyalists.

On Thursday morning, the retired Arizona couple stood outside Bally's,waiting for Elvis and the showgirls to open the resort for the first time in four months.

Rickcarrieda plain blueface mask in his pocket until it was time to go inside. JaNeenwore hers the entire time,a black maskwith her candidate's nameonit.

"President Trump," it read above a tiny American flag. "Keep America Great."

These Birds have for years refused to fly the Vegas coop. They've visitedThe Strip more times than they can remember.

They come forthe video poker machines, seafood dinners and live entertainment.

Theirson evengot marriedat the same Las Vegas wedding chapel where they renewed vows on their 30th wedding anniversary.

"We're very loyal," JaNeen said.

They lastvisited in June, whenNevada casinos reopened after a statewide shutdown that lasted almost three months.

The'verefused to let COVID-19 get in the way of their enjoyment even if the pandemic has changed the tourist town they love.

"It's not as much fun," JaNeensaid.

The shows are shuttered, half the casinos are closed, and there's always someone telling you to put a mask on.

That's what happened to them at the Paris pool.

"Some (expletive) said, 'You have to wear a mask,' so we didn't go to the pool," JaNeen said. "I don't know who madethat rule. Whatan idiot."

There is no wayshe's wearing a mask by the pool in 100-degree heat, she said.

Next to the couple stooddozens of Vegas vacationers with cell phone cameras pointed at dancers and showgirls.

There was less than 6 feet of distance between many of them, but no one was there to tell them to social distance.

After the confetti cannon exploded, JaNeen and the crowd cheered and walked through the resort's revolving door.

Within an hour of Bally's reopening, the old hotel-casino was back to old form.

New arrivals rolled their luggage towardregistration and their rooms.

Boyfriends and husbands hovered over girlfriends and wives sliding player cards and cash into slot machines.

Many pulled masks down to their chinsto sip beer andsmokecigarettes.

Jason Molinar is a Las Vegas local who visited Bally's to gamble on reopening day.

The 54-year-old Army veteranshowed up wearing rubber gloves, a sun hat and two masks.

He said he's doing his part to protect Las Vegasfrom the economic dangers of the pandemicby spending money at casinos.

"We have to open up Las Vegas," Molinar said. "It's going to kill Las Vegas if we don't."

Ed Komenda writes about Las Vegas for the Reno Gazette Journal and USA Today Network.

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My friend John Lewis made the world a better place – Las Vegas Sun

Shelley Berkley

Monday, July 27, 2020 | 11:45 a.m.

Shelley Berkley

Editors note: This column first appeared in Newsweek.John Lewis was more than just a man; he was a giant in the fight for civil rights, and one of the finest Americans this country has ever produced.I have so many memories of this man, whom I knew long before we became colleagues in the U.S. Congress. As a Jewish woman serving in Congress, I could always count on John to be a strong supporter of the U.S.-Israel relationship. His support came from his memories of his own struggles in the early years of the civil rights movement, and the recognition of the bedrock support he received from the Jewish community. He recalled walking arm-in-arm with rabbis and prominent leaders of the Jewish community in furtherance of the cause of social justice and equality for all. John served as both a buffer and a bridge between the African-American and Jewish communities. He helped to foster greater understanding of the goals, as well as the suffering experienced by both peoples. I only wish there were more John Lewises at this time in our nations history.He knew how it felt to be treated differently because of the color of his skin, and he helped others feel that difference. In 2018, he was the keynote speaker at the Touro University Nevada Gala to raise money for diversity student scholarships. John recounted the story of Bloody Sunday. His powerful voice had the crowd hanging on to every word, as he described the scene with vivid detail. Alabama state troopers beat him so savagely that they cracked his skull as he and others tried to peacefully walk across the Edmund Pettus Bridge on the march from Selma to Montgomery. I thought I was going to die that day, he told the crowd, just as he had told countless other eager listeners throughout the years. I had heard that story dozens of times. My reaction was always the same. It was the same reaction of the crowd that evening; a recognition that we were in the presence of a very special human being. We all wanted to join him in his lifelong battle for equality, justice and to embrace the highest ideals of our country.Many decades after Bloody Sunday, my son Sam and I had the honor of walking with John and many others across the Edmund Pettus Bridge. During the weekend-long event to commemorate the Bloody Sunday anniversary, Sam and I listened as John spoke from the same pulpit as Martin Luther King Jr. We both distinctly remember that singing was the one constant throughout the weekend. Sam and I sang songs of freedom with John and everyone else who wanted to pay tribute to this amazing man and the struggles he and so many others endured for the right to vote.That day, on the bridge, was a stark contrast to the one John and his fellow marchers experienced in 1965. Instead of violence, there was joy; instead of anger, there was love. Almost 50 years after that fateful day, a day that forever changed this nation, as we linked arms and walked across the bridge, we were joined by hundreds of our fellow citizens cheering us on and applauding our presence. Sam and I will remember that day for the rest of our lives.One of Johns most admirable qualities, and there were many, was his ability to fight with his words instead of his fists. This was evident from the time he spoke at the March on Washington in 1963 until his final days in Congress. During the early days of the Tea Party movement, I watched in horror as John got spit on by angry protestors as he walked from the U.S. Capitol. He did not engage. He did not fight back. He held his head high and continued on his way. He knew he had a higher purpose.The First African Methodist Episcopal Church in Las Vegas honored me shortly after I left Congress. I called John and asked him to be the guest speaker. Without hesitation, he agreed. That was the type of friend he was. All I, or anyone else, had to do was ask.Not long after I became CEO and senior provost of Touro University Nevada, John released his first novel for children, March. We were thrilled to host John and his co-author, Andrew Aydin, for a book signing and lecture at a local elementary school. People were lined up throughout the school gymnasium for hours to get their books signed, and to introduce their children to this living legend. He didnt mind. It was another way for John to explain the importance of the civil rights movement to a new generation.John always made himself available to shake hands, meet and greet people, take a picture or speak anytime that he was asked to do so. It did not matter how busy or tired he was. He knew the importance of his story and he used it to advance the causes of civil rights and social justice.John always spoke of the importance of getting into good trouble. Despite being arrested nearly 50 times throughout his life, he never wavered. He understood that the fight against oppression and bigotry was not easy, and getting into good trouble was an important and necessary way to bring about change. He inspired so many others to do the same, and the world is a better place because of him.It is difficult to imagine a world without John Lewis. He loomed larger than life and inspired us all to be the change we wish to see in ourselves and others. His commitment was resolute, his resolve contagious, his strength unmatched.We find ourselves living in a time of great uncertainty. I believe it helps to heed the words of John Lewis:Do not get lost in a sea of despair. Be hopeful. Be optimistic. Our struggle is not the struggle of a day, a week, a month or a year; it is the struggle of a lifetime. Never, ever be afraid to make some noise and get in good trouble; necessary trouble.I loved John Lewis and will miss him more than these words can describe. Let us continue his lifelong struggle for equality and justice for all Americans as a tribute to Johns unwavering commitment to us all. Although he is no longer with us, he will always be a part of usRest in peace my brother, my colleague, my friend.Shelley Berkley, a former U.S. congresswoman from Nevada, is now chief executive officer and senior provost at Touro University Nevada.

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My friend John Lewis made the world a better place - Las Vegas Sun

Mayors want U.S. agents blocked from Portland, other cities – Las Vegas Sun

Marcio Jose Sanchez / AP

A demonstrator shouts slogans using a bullhorn next to a group of military veterans during a Black Lives Matter protest at the Mark O. Hatfield United States Courthouse Sunday, July 26, 2020, in Portland,Ore.

By Andrew Selsky, Associated Press

Tuesday, July 28, 2020 | 12:05 a.m.

PORTLAND, Ore. The mayors of Portland. Oregon, and five other major U.S. cities appealed Monday to Congress to make it illegal for the federal government to deploy militarized agents to cities that dont want them.

This administrations egregious use of federal force on cities over the objections of local authorities should never happen, the mayors of Portland, Seattle, Chicago, Kansas City, Albuquerque, New Mexico, and Washington wrote to leaders of the U.S. House and Senate.

Portland Mayor Ted Wheeler and City Commissioner Jo Ann Hardesty late called for a meeting with Acting Homeland Security Secretary Chad Wolf to discuss a cease-fire and removal of heightened federal forces from Portland.

Earlier in the day, a U.S. official said militarized officers would remain in Portland until attacks on a federal courthouse cease and more officers may soon be on the way.

It is not a solution to tell federal officers to leave when there continues to be attacks on federal property and personnel, U.S. Attorney Billy Williams said. We are not leaving the building unprotected to be destroyed by people intent on doing so.

Local and state officials said the federal officers are unwelcome.

The city has had nightly protests for two months since the police killing of George Floyd in Minneapolis in May. President Donald Trump said he sent federal agents to Portland to halt the unrest, but state and local officials said they are making the situation worse.

Trumps deployment of the federal officers over the July 4 weekend stoked the Black Lives Matter movement. The number of nightly protesters had dwindled to perhaps less than 100 right before the deployment, and now has swelled to the thousands.

Early Monday, U.S. agents repeatedly fired tear gas, flash bangs and pepper balls at protesters outside the federal courthouse in downtown Portland. Some protesters had climbed over the fence surrounding the courthouse, while others shot fireworks, banged on the fence and projected lights on the building.

Trump said on Twitter that federal properties in Portland wouldnt last a day without the presence of the federal agents.

The majority of people participating in the daily demonstrations have been peaceful. But a few have been pelting officers with objects and trying to tear down fencing protecting the Mark O. Hatfield United States Courthouse.

Williams, whose office is inside the courthouse, called on peaceful protesters, community and business leaders and people of faith to not allow violence to occur in their presence and to leave downtown before violence starts. He said federal agents have made 83 arrests.

Demonstrations in support of racial justice and police reform in other cities around the U.S. were marred by violence over the weekend. Protesters set fire to an Oakland, California, courthouse; vehicles were set ablaze in Richmond, Virginia; an armed protester was shot and killed in Austin, Texas; and two people were shot and wounded in Aurora, Colorado, after a car drove through a protest.

The U.S. Marshals Service has lined up about 100 people they could send to hotspots, either to strengthen forces or relieve officers who have been working for weeks, agency spokesperson Drew Wade said.

Kris Cline, principal deputy director of Federal Protective Service, said an incident commander in Portland and teams from the Department of Homeland Security and Department of Justice discuss what force is needed every night.

Cline refused to discuss the number of officers currently present or if more would be arriving.

Some protesters have accused Wheeler of hypocrisy for speaking out against the federal presence because, under his watch, Portland police have used tear gas and other riot-control weapons on protesters, including peaceful ones.

Cline said Portland police should take over the job of dispersing protesters from the courthouse area from the federal officers.

If the Portland Police Bureau were able to do what they typically do, they would be able to clear this out for this disturbance and we would leave our officers inside the building and not be visible, Cline said.

He said relations between the federal officers, some of whom live in Portland, and city police were good.

Portland police responded Sunday evening to a shooting at a park close to the site of the protests. Two people were detained and later released, police said. The person who was shot went to the hospital in a private vehicle and was treated for a non-life-threatening wound.

Also late Sunday, police said someone pointed out a bag in the same park, where officers found loaded rifle magazines and Molotov cocktails. The shooting was not related to the items, police said.

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Mayors want U.S. agents blocked from Portland, other cities - Las Vegas Sun

Here’s how Trump’s opposition to mail voting hurts the GOP – Las Vegas Sun

Seth Wenig / AP

In this July 7, 2020, file photo a woman wearing gloves drops off a mail-in ballot at a drop box in Hackensack, N.J. After months of hearing President Donald Trump denigrate mail-in balloting, Republicans in the critical battleground state now find themselves far behind Democrats in the perennial push to urge their voters to vote remotely. While Democrats have doubled the number of their voters whove asked for a mail ballot compared to 2016, Republicans have only increased by about 20% since the sametime.

By Nicholas Riccardi and Will Weissert, Associated Press

Tuesday, July 28, 2020 | 12:05 a.m.

TALLAHASSEE, Fla. Republicans once dominated voting by mail in Florida. But that was before President Donald Trump got involved.

After months of hearing Trump denigrate mail-in balloting, Republicans in the critical battleground state now find themselves far behind Democrats in the perennial push to urge their voters to cast ballots remotely. While Democrats have doubled the number of their voters who have requested mail ballots compared to 2016, Republicans have increased their numbers by about 20% since the same time.

The recent tally is the hard evidence confirming many Republicans' fears about Trump's tweeting about mail-in voting: GOP voters are listening and appear less likely to take advantage of what many election and health officials agree is the easiest and safest way to vote in a pandemic.

The numbers are so clear that Florida Republicans are shifting their emphasis from years past and are now trying to persuade voters to use another alternative to Election Day voting: in-person early voting.

Did the presidents tweet cause it? Maybe a little bit, but its been shifting for years now, said Susie Wiles, who has been tapped by the Trump campaign to help buoy the presidents newly troubled Florida campaign. If COVID is still the level of concern that it is now, early vote is, after absentee, probably the next best option."

Political campaigns in both parties typically push their voters to cast ballots by mail because they can bank votes for their side in advance, freeing up scarce resources to chase down less-frequent voters and turn them out by Election Day. Amid the coronavirus, that push has become all the more urgent.

But while Democrats have tried to expand access to voting by mail, Republicans have struggled with what to tell their voters. Some have pushed for it, while Trump and his allies at the Republican National Committee have tried to limit expansion of remote voting.

Increasingly, GOP operatives and officials are voicing their concerns with that strategy. Why give Democrats 10 or 11 days to vote and expect Republicans to vote on one day? asked Rohn Bishop, Republican Party chair in Fond du Lac County, Wisconsin. It puts us at a disadvantage.

Trump has called mail ballots corrupt and substantially fraudulent, even though the five states that now send ballots to all voters have had no signs of substantial fraud. Despite the president's objections, numerous states have loosened restrictions on mail voting amid the pandemic.

Trump's own campaign isn't heeding his warning. It continues to encourage its voters to sign up for mail ballots when possible even as the RNC is fighting in court against Democratic efforts to further expand mail voting and issuing statements like one last week saying the expansion has led to delays, disaster and dysfunction.

That's led the GOP to make some political contortions. In Florida, state Republicans recently sent a mailer urging their party members to request mail ballots. It included part of a tweet from Trump saying, Absentee ballots are fine because you have to go through a precise process to get your ballot.

But the mailer did not include the rest of the president's tweet: Mail-In Voting, on the other hand, will lead to the most corrupt Election in USA history.

In most states, there is no difference between absentee and mail-in voting.

Democrats are chortling. "Its something to watch the President just torch 30 years of @FloridaGOP superiority in Florida on vote by mail with each and every tweet," Steve Schale, a veteran Florida Democratic operative who runs a super PAC for Trump's Democratic challenger, Joe Biden, tweeted Sunday after another Trump tweet denigrating mail ballots.

It's not just Florida where Republicans are facing a gap. In North Carolina, another swing state where the GOP once dominated absentee voting, Republicans also cherry-picked a Trump tweet in a mailer pleading with their voters to request mail ballots.

North Carolina Republicans have requested about 50% more ballots than in 2016, but Democrats have asked for a whopping seven times more absentee ballots.

In Pennsylvania, another presidential battleground, more than 1 million Democrats voted by mail in that states June primary compared to just fewer than 400,000 Republicans, according to data from the Pennsylvania secretary of states office.

In the Georgia primary the following week, the gap continued Democrats outvoted Republicans by 182,000 ballots out of 2.1 million cast.

While some Republicans argue that Democrats were more motivated to vote because they had a contested presidential primary, Iowa held a primary the same month well after its February presidential caucuses. In that primary, 24% more Democrats than Republicans voted by mail, and more Democrats voted overall even though the two parties have an almost equal number of registered voters there.

In Michigan, where the Democratic secretary of state sent absentee ballot applications to all voters, Trump supporters last month set their own applications on fire.

Glen Bolger, a veteran Republican pollster, warned that his swing state polling finds a huge partisan gap in desire to vote by mail.

Waiting for Election Day for most of your voters to cast their votes what if theres really bad weather or long lines? Bolger said. It just makes it harder for state and local parties to do their jobs.

Still, the lack of GOP interest in voting by mail has made Bishop worried about numerous down-ballot races in Wisconsin that depend on the presidential election driving mail ballot turnout. It's hard for Republicans to find early in-person options in his remote corner of the state, and no one knows how easy it will be to access the polls there in November.

Bishop said that after he started tweeting about the problem in May, he was told the administration wasn't happy with him, but some Wisconsin Republicans have stood by him.

The president, how he's talked about this hasn't been very helpful, said Wisconsin Assembly Majority Leader Jim Steineke. The absentee ballot system here in Wisconsin is safe and responsible and should be used as much as possible during a pandemic.

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Here's how Trump's opposition to mail voting hurts the GOP - Las Vegas Sun

US Offshore Wind Keeps Spinning in July Legislative Update – Lexology

While offshore wind has been on the radar for many years in the United States, there has been a palpable surge in the momentum behind the industry over the past several months. For example, earlier this week, New York Governor Andrew Cuomo announced a massive renewable energy solicitation that included a record breaking 2,500 MW offshore wind procurement. In conjunction with the solicitation, the state will require offshore wind generators to partner with one of 11 prequalified New York ports to stage, construct, manufacture key components, or coordinate operations and maintenance activities. Funding for port investments will include $400 million in both public and private funding.

Despite the surge in new activity, questions regarding one of our countrys oldest laws still loom over the industrys development. The Jones Act celebrated its 100th birthday last month (and original requirements for use of U.S. flagged vessels for transportation between U.S points date back to legislation introduced in the first Congress). The Jones Act prohibits the transportation of merchandise between U.S. points on a vessel that isnt U.S. flagged and coastwise qualified (i.e., owned, operated, and controlled by U.S. citizens). Of particular significance to offshore wind, regulatory and legislative activity at the end of last year and the early part of this year called into question the extent to which foreign flagged heavy lift vessels will be authorized to conduct installation operations in U.S. waters. This issue is critical to the industry because there are currently no U.S. flagged heavy lift vessels capable of performing certain aspects of offshore wind projects. This fact, in addition to the long lead time required to secure the use of these vessels, means that any uncertainty regarding whether use of a U.S. coastwise qualified vessel is or will be required in the future has the potential to present significant complications for project owners.

On February 17, 2020, a previously issued decision of Customs and Border Protection (the agency responsible for interpreting and administering Jones Act requirements) to broaden the scope of activities that a foreign flagged vessel could undertake as part of lifting operations went into effect. Specifically, CBPs decision revoked prior CBP interpretative rulings that prohibited any movement of a foreign flagged vessel with merchandise aboard during a lifting operation. Instead, under its revised interpretation, CBP indicated that it will permit a foreign flagged vessel to engage in lifting operations that include certain lateral movements when the movement is necessary for the safety of surface and subsea infrastructure and/or the vessels and mariners involved. CBP clarified that this interpretation applies to all lifting operations (i.e., not just heavy lift).

Concurrent to that action by CBP, legislative efforts to define the scope of permissible foreign flagged vessel involvement in lifting operations were also underway. In July of last year, the House of Representatives passed the Coast Guard Authorization Act of 2019 (H.R. 3409). The House version of the bill included provisions that would have essentially overridden CBPs revised interpretation of lifting operations with respect to heavy lifts by instead prohibiting use of foreign heavy lift vessels unless there has been a finding by the U.S. Secretary of Transportation that there are no available qualified U.S.-flag vessels. A companion bill introduced in the Senate (S. 2297) did not contain these provisions. Neither version was ultimately enacted into law as negotiations on this language appeared to have stalled. Thus, the question of whether CBPs interpretation would be allowed to remain in place by Congress remains largely unsettled.

That changed, at least in part, last week when the House passed the Elijah Cummings Coast Guard Authorization Act of 2020 as part of the William M. (Mac) Thornberry National Defense Authorization Act for FY2021. The 2020 version of the Houses Coast Guard Authorization Act did not contain the heavy lift waiver language. The bill now heads to the Senate to be reconciled in conference with the Senate version of the NDAA. Given that the Senate did not adopt the heavy lift waiver language last year, it would seem that CBPs more permissive reading of the Jones Act will continue to apply. Obviously, all eyes in the industry will be watching this legislations progress closely.

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US Offshore Wind Keeps Spinning in July Legislative Update - Lexology

Another strong offshore quake hits south of the Alaska Peninsula – Straight.com

One week after a major quake shook southern Alaska and prompted a tsunami alert, anotherstrong quake has struck the region.

Like the 7.8-magnitude quake that hit on July 21, this one also took place offshore south of the Alaska Peninsula.

This one struck at 12:03 a.m. Anchorage time (1:03 a.m. Vancouver time) today (July 28).

The U.S. Geological Survey measured it as a 6.1-magnitude quake.

Much deeper than the July 21 temblor, the epicentre of this was positioned at a depth of 41 kilometres (25 miles) and located 67 kilometres (41 miles) southwest of Sand Point, Alaska, and 968 kilometres (600 miles) southwest of Anchorage.

The U.S. Tsunami Warning Centre stated that a tsunami is not expected from this quake.

Emergency Info B.C. stated that there isnt a tsunami threat to B.C.

According to the Alaska Earthquake Centre, this is an aftershock from the July 21 quake.

Numerous small quakes have been occurring in the area, including a 5.5-magnitude quake at 11:34 a.m. Anchorage time (12:34 p.m. Vancouver time) on July 27, at a depth of 44 kilometres (27 miles).

The July 21 earthquake triggered a tsunami warning to be issued, as residents were evacuated along the southern Alaskan coastline. However, it was later called off.

The next day, a 5.1-magnitude offshore quake struck west of Vancouver Island, according to Earthquakes Canada (the U.S. Geological Survey measured it as 5.4-magnitude).

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Another strong offshore quake hits south of the Alaska Peninsula - Straight.com