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

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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.

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

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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.

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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.

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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.

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

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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.

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

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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.

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

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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.

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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.

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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.

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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.

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

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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.

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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.

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