Essential hospitals serving complex patients can use the actionable information in this guide to replicate and implement NYC H+H’s process.

Communities served by essential hospitals experience a disproportionate prevalence of transportation barriers. This challenge creates an opportunity for essential hospitals, in conjunction with state policy levers, to help mitigate such barriers.

Each video spotlights a unique community program at an essential hospital dedicated to a specific social determinant of health.

Essential hospitals can turn to a new resource for prescribing physical activity and time outdoors: Park Rx, or Park Prescriptions.

Using a collaborative approach, Alameda Health System's Highland Hospital reduced its Clostridium difficile rate due to antibiotic exposure by 68.2 percent between 2010 through the second quarter of 2014.

Using a diligent campaign of education, communication, and process changes aimed at reducing hospital-acquired infections, Maricopa Integrated Health System improved patient safety, reduced the incidence of infection, and shortened patients’ length of stay.

Zuckerberg San Francisco General Hospital recognized an opportunity to lead the way by developing a comprehensive, systems-based care transitions program to give patients proper care and the tools they need to stay out of the hospital.

Truman Medical Centers improved medication safety by changing their stocking practices, implementing evidence-based order sets, and using a patient-centered education strategy.

Using a step-by-step approach, Truman Medical Centers implemented a variety of interventions across 2012 that decreased the prevalence of hospital-acquired pressure ulcers by 78 percent.

Truman Medical Centers reduced central line-associated blood stream infections in its intensive care units through an evidence-based strategy.

Regional Medical Center's initiative to transform its safety culture helped the hospital go a year without a ventilator-associated pneumonia case in its NICU and periods of 100 days between central line-associated bloodstream infections.

San Mateo Medical Center began its patient experience journey by forming a team that consulted with patients to identify five key areas for improvement.

Eskenazi Health used a multifaceted and interdisciplinary falls prevention strategy to reduce falls by 40 percent from a 2010 baseline to the second quarter of 2013.

UT Health Northeast sharply reduces readmissions by analyzing possible causes and identifying specific areas in need of attention and resources, including staff follow-up efforts and patient discharge instructions.

Santa Clara Valley Medical Center builds on its success reducing central line-associated bloodstream infections by taking a systemic approach to sustain improvements and spread impactful practices to all units.

One ICU’s success rippled throughout the organization, significantly improving patient safety by helping the 676-bed hospital achieve an impressive drop in hospital-acquired pressure ulcers.

The Cleveland hospital achieved notable reductions in hospital-acquired infections through a program that deployed four teams to manage drivers of hand hygiene compliance.

Through a March of Dimes collaborative, the hospital, which delivers about one-third of babies born in El Paso, reduced its EED rate from 27 percent to 0 percent and became the city's first hospital to eliminate EEDs.

Truman Medical Centers employed a strategy that integrated diabetes care across all inpatient and outpatient departments, designated physician champions, and used data to identify high-risk patients.