Tag: Connecticut

In Memory of Fred Della Valle

The AAA Board is deeply saddened to share the passing of Fred Della Valle, former AAA Regional Director and longtime AMR leader. Our thoughts are with his wife, JoAnn, family, friends, and colleagues.

This page will be updated with his obituary as soon as it becomes available.

Arrangements

Tuesday, February 5, 2019
4:00 p.m. to 8:00 p.m.
Wake
Iovanne Funeral Home
11 Wooster Place
New Haven, CT 06511
203-865-8961
www.iovanne.com

Wednesday, February 6, 2019
10:00 am
Mass of the Christian Burial
Saint Therese Church
555 Middletown Ave
North Haven, CT 06473
203-239-1671

Obituary

Read his obituary here.

Fred In His Own Words

In 2016, Fred shared with AAA a little bit about his life and professional journey.

2017 Robert L. Forbuss Lifetime Achievement Award

Contact: Jessica Marvin
Telephone: 703-610-9018
Email: jmarvin@ambulance.org

AMERICAN AMBULANCE ASSOCIATION HONORS FRED DELLA VALLE WITH THE 2017 ROBERT L. FORBUSS LIFETIME ACHIEVEMENT AWARD

Washington, DC– McLean, VA — The American Ambulance Association (AAA) is proud to award Fred Della Valle with the 2017 Robert L. Forbuss Lifetime Achievement Award.

The Robert L. Forbuss Lifetime Achievement Award is named in honor of the first Executive Director of the American Ambulance Association. The award recognizes a volunteer leader who has made a lifetime body of work that has enhanced the programs and services of the AAA and its members. Fred has achieved this through his decades of service, commitment, and dedication to the AAA and its members.

AAA President Mark Postma noted, “Throughout his years of service to the AAA, Fred has worked tirelessly to advance our mission and serve our members. We are proud to celebrate his contributions and achievements to the AAA and our industry by presenting him with the Robert L. Forbuss Lifetime Achievement Award for 2017.”

Mr. Della Valle will be presented with the Robert L. Forbuss Lifetime Achievement Award at the AAA Annual Conference and Tradeshow Awards Reception on Tuesday, November 14, 2017. This event is the premier event for leaders in the ambulance industry, featuring world-class education, networking, and cutting-edge technology.

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About the American Ambulance Association
Founded in 1979, the AAA represents hundreds of ambulance services across the United States that participate in emergency and nonemergency care and medical transportation. The Association serves as a voice and clearinghouse for ambulance services, and views prehospital care not only as a public service, but also as an essential part of the total public health care system.

AAA Mission Statement
The mission of the American Ambulance Association is to promote health care policies that ensure excellence in the ambulance services industry and provide research, education, and communications programs to enable its members to effectively address the needs of the communities they serve.

House Holds Hearing on Veterans Choice Program

The House VA Committee hearing started at 7:30 p.m., but it was well-attended and lasted until 10 p.m. The witnesses included Senator John McCain (R-AZ), VA Secretary David Shulkin, and representatives of the VA Office of Inspector General and the Government Accountability Office. Senator McCain and Secretary Shulkin were both warmly welcomed by Members of the Committee on a bipartisan basis.

Chairman Roe (R-TN) emphasized the need to act quickly to extend the authorization for the Veterans Choice Program, which expires on August 7. To that end, the House VA Committee is voting today on a bill to eliminate the sunset of the program’s authorization. In addition, the Committee will consider broader legislation later this year to make comprehensive reforms to the Choice Program. He noted that the VA has additional funds available but will not be able to spend them once the authorization expires. A copy of Chairman Roe’s opening statement is available here.

Secretary Shulkin testified in support of extending the Choice Program, and he clarified that the VA was not seeking additional funding – just the authority to spend funds already obligated. He noted that the VA already is being forced to deny Choice Program coverage to veterans whose episodes of care would extend beyond the August 7 expiration date (e.g., pregnancy).

Secretary Shulkin also urged Congress to support the VA’s efforts to bring appointment scheduling in-house for care coordination purposes. However, the VA OIG witness noted challenges in records going out to community-based providers and coming back to the VA. The GAO witness also underscored the need for the VA to have better systems in place in order to effectively coordinate care, which will take time to procure and implement. Rep. Brownley (D-CA) echoed that point, calling the VA’s information technology systems a “Model T in a Tesla world.” Rep. Esty (D-CT) also urged improvements in the VA’s information systems and expressed concern that veterans are being improperly billed.

Other Members, including Rep. Wenstrup (R-OH) and Rep. Poliquin (R-ME), raised concerns about continuing delays in the processing of claims and payments to providers. Secretary Shulkin agreed that providers deserve to be paid for their services, noting his own experience as a physician in the private sector. He acknowledged that the VA is not processing enough claims electronically today, and he advised that he plans to pursue options outside the VA for systems procurement going forward.

Many Members also raised serious concerns about treatment of PTSD and mental health conditions for veterans, including Rep. Wenstrup (R-OH), Rep. O’Rourke (D-TX), Rep. Sablan (D-MP), Rep. Banks (R-IN), Rep. Rutherford (R-FL) and Rep. Takano (D-CA). Rep. O’Rourke emphasized that suicide among veterans is the most serious crisis, and Secretary Shulkin agreed that it is his number one priority. The Secretary announced that the VA will begin providing urgent mental health care that also will include individuals other than those service members who were honorably discharged. He added that the VA needs 1,000 more mental health providers, as well as telemental health services, and is looking to expand community partnerships to address suicide.

Rep. Banks noted interest among Indiana veterans in greater access to alternative treatments for PTSD and traumatic brain injury. Secretary Shulkin underscored that he is “most concerned about areas like PTSD, where we do not have effective treatments.” He also advised that the VA has established an “Office of Compassionate Innovation” (separate from the VA’s Center for Innovation), which will focus on finding new approaches to health and physical wellness and explore alternative treatment options for veterans when traditional methods fall short.

Rep. Wenstrup inquired about the VA’s GME and residency programs, as well as its associations with academic institutions. Secretary Shulkin responded that the VA is “doubling down” on partnerships with academic medical institutions.

Chairman Roe concluded his remarks by emphasizing the need to extend the Choice Program authorization soon and to consolidate the VA’s community-based care programs. He also expressed support for the VA’s decision to stop developing its own information technology internally.

AAA Spotlight: New Britain EMS

New Britain EMS: Energized to Succeed

 

New Britain, Connecticut lies just nine miles southwest of Hartford. Its 73,000 residents and visitors to this region of soft rolling hills and young forests are served by New Britain EMS, one of the first grant-funded emergency medical services organizations in the country. Founded in 1977, the service annually responds to 13,500 9-1-1 requests and transports 11,550 patients.

Emphasis on company culture is a driving force at NBEMS. The core values of Community, Team, Service, Caring, and Excellence are reinforced at every opportunity. Teams work closely and embrace a commitment to personal and group excellence. The office space for medics, a comfortable, open area, fosters collaboration and sharing. Senior staff’s offices are nearby and on-duty leaders are always accessible to the teams.

“Our organizational culture is one where learning is energized at all levels,” explained NBEMS CEO Chief Bruce Baxter, “and employees are taught to focus on the continuous improvement of their skills.”

From the early days of their employment, team members experiment, acquire valuable experience, and grow—both as people and as practitioners. Honest mistakes are not to be feared, provided they are made with a commitment to ongoing personal and professional development. From adopting best practices for medics to the future of mobile integrated health, NBEMS is an ambulance service committed to improving itself, and by extension, the quality of care provided to its patients and the community.

Recognized for its Clinical Quality Improvement Program

NBEMS, for the third year in a row, received the recognition in the American Heart Association’s Mission: Lifeline® Program; most recently with the Silver Medal Award. This national recognition is given to services for implementing excellent quality improvement measures for the treatment of patients who experience severe heart attacks (STEMI).

QI highlights one of many ways an ambulance service can have a significant impact on community health beyond providing ambulance transports. Lieutenant Pat Ciardullo, head of the NBEMS QI Program, feels strongly that proactively addressing future challenges is the key to continuous advancement.

“While it is important to read run reports and reflect on what transpired in past calls,” Lt. Ciardullo explained, “the benefit of a strenuous QI program is to address issues before they become a problem.”

Quality is evident in the stations and ambulances equipped with the best information systems and medical technology on the market. Lucas CPR devices, EZ-IO drills, and video laryngoscopes are a few examples of investments that have led to optimal patient outcomes and widened the scope of practice for medics in the field.

Care and training for the caregivers

Leadership looks beyond supporting professional expertise to recognizing the needs of team members as holistic people. In the face of a growing national awareness of EMS suicide and depression, Lt. Ciardullo is spearheading the effort to incorporate mental health into QI metrics. Currently studying to become a chaplain, Lt. Ciardullo and the leadership team are researching innovative, evidence-based methods to tackle the issue of post-traumatic stress at work.

Many Paramedics are introduced to NBEMS long before their first shift on a blue and white ambulance. Expert NBEMS faculty teaches at the New Britain EMS Training Academy, which educates paramedics bound for service in New Britain and other nearby communities. The Academy helps services to weather the EMS recruitment and retention crisis, providing educational services and support to the greater New Britain community, healthcare providers, and general business and industry.

When hiring new employees, NBEMS emphasizes finding the right candidate, one able to fit into this distinct organizational culture. New-hires complete a three-phase, 12-week training program with Field Training Officers [FTOs] before assignment to a specific crew and then release to work on their own. Both Chief Baxter and Lt. Ciardullo highlight how important it is to impart early on NBEMS culture and procedures to a new employee and FTOs are vital to this education. This combination of great training, a solid hiring process, and a strong organizational culture has raised the average tenure of a fulltime NBEMS employee to 7.5 years and more than ten years for senior leadership.

Proud member of the American Ambulance Association for 20 years

“The AAA is our silent partner,” said Chief Baxter, “and an important contributor to our success. The AAA Employee Assistance Program (EAP), group purchasing programs, and access to expert consultants have saved us thousands every year.”

NBEMS actively participates in AAA’s advocacy efforts on behalf of the ambulance industry as a whole, including key reimbursement legislation to ensure sustainable funding for the smaller EMS services—like New Britain—that are so critical to their communities. Chief Baxter explains that the AAA’s efforts to re-categorize ambulance services from suppliers of a service to providers of healthcare under Medicare would allow services like New Britain to be reimbursed more fairly.

Chief Baxter also appreciates AAA educational opportunities, which allow the NBEMS team to gain knowledge and skills from, as well as to share ideas with, fellow forward-thinking ambulance services from across the country.

In Memory of Joe Paolella, Sr

The American Ambulance Association was deeply saddened to learn of the recent passing of Joseph “Joe” Paolella, Sr.

Joe, along with his brother Phil Paolella, was the co-owner of New Haven Ambulance Service, one of the four companies that founded American Medical Response (AMR).

Joe was an innovator and pioneer in the field of pre-hospital care, and he will be deeply missed by the American Ambulance Association and it’s members throughout the United States. Joe devoted much of his career to advocating for legislation and regulations that paved the way in ensuring that the highest levels of patient care are delivered by ambulance providers in Connecticut and across our nation. Joe also selflessly mentored many ambulance leaders throughout their careers, giving many hours of his time to developing the talents of others.

Joe’s wife, Lorraine Paolella, and their entire family are in our thoughts.

Visiting Hours

Wednesday, December 21, 2016
4:00 PM – 7:00 PM
Iovanne Funeral Home, Inc.
11 Wooster Place
New Haven, CT US 06511

Mass

A Mass of Christian Burial will be celebrated Thursday morning at 11:30 in St. George Church, Guilford. Please go directly to Church Thursday morning. Burial will follow in All Saints Cemetery, North Haven.

St. George Church
33 Whitfield Street
Guilford, CT 06437

Donations in Lieu of Flowers

In lieu of flowers contributions in Joe’s memory may be made to The MSA Coalition 9935-D Rea Road, #212 Charlotte, NC 28277 or Masonicare Home Health & Hospice 22 Masonic Ave. Wallingford, CT 06492.

Obituary & Additional Details

Read Joe’s obituary at the Iovanne Funeral Home website►

2015 Medicare Data Shows Evident of Crackdown on Non-Emergency Transport

2015 Medicare Payment Data Offers Evidence of Nationwide Crackdown on Non-Emergency Ground Ambulance Transportation; Impact Varies Dramatically by Medicare Administrative Contractor

Every year, CMS releases data on aggregate Medicare payments for the preceding year. This file is referred to as the Physician/Supplier Procedure Master File (PSP Master File). This past month, CMS released the 2016 PSP Master File, which contains information on all Part B and DME claims processed through the Medicare Common Working File with 2015 dates of service.

In September’s blog post, I discussed the results of the first year of the prior authorization demonstration project for repetitive, scheduled non-emergency ground ambulance transports. During this first year, the project was limited to three states: New Jersey, Pennsylvania, and South Carolina. The data confirms that these three states saw a dramatic reduction in Medicare’s approved payments for dialysis transports.

This month, I will be discussing the national payment trends for non-emergency ground ambulance transports, and, in particular, Basic Life Support non-emergencies.

In 2015, Medicare paid approximately $990 million for BLS non-emergency transports. This is 13% less than what it paid for BLS non-emergency transports in 2014 ($1.14 billion). Please note that these figures only reflect payments for the base rate; when the payments for the associated mileage are included, the reduction is even more dramatic.

In actual terms, this means Medicare Administrative Contractors (MACs) approved nearly 1 million fewer BLS non-emergency transports in 2015 (5.86 million) than they approved in 2014 (6.81 million). Roughly 75% of this reduction can be directly attributed to the prior authorization program in the three states listed above. Note: the reduction in approved dialysis transports in New Jersey accounts for nearly half of the national decline). However, that leaves nearly 250,000 fewer approved transports in the remaining 47 states. This reduction was not the result of fewer claims being submitted in 2015; the number of submitted claims was actually higher in 2015 than 2014. Rather, the data shows that this reduction is the result of the MACs actively denying many more claims than in year’s past.

I believe these reductions are the direct result of a step-up in the enforcement activities of the MACs, which I also believe has the tacit, if not outright, approval of CMS.

To test this thesis, I looked at the state-by-state data to see if any trends could be found. What I found was that 28 states saw increases in the total number of approved BLS non-emergency transports in 2015, with 19 states seeing decreases. However, on its face, that number is somewhat deceiving. The states that saw increases tended: (1) to see either relatively small increases or (2) had relatively low utilization rates to begin with. The states that saw decreases tended to be larger states with higher utilization rates, and those decreases tended to be larger in percentage terms. For instance, California saw a 21.5% decrease in the number of approved BLS non-emergency transports. Ohio saw an 11.7% decrease.

Digging deeper, it becomes clear that a state’s overall change in payments for BLS non-emergencies is almost perfectly correlated with its change in payments for dialysis transports. In other words, to the extent the state saw an overall reduction in payments for BLS non-emergencies, that reduction – – in nearly all cases – – was the result of the total payments for dialysis decreasing by more than any offsetting increase in the total payments for non-dialysis transports.

These relative changes in dialysis were also highly correlated with the MAC that administers Medicare claims in that state. To the extent your state saw a reduction in dialysis payments, it is highly likely that neighboring states administered by the same MAC saw similar reductions in payments. The following charts will help illustrate this point:

2016-11-29-werfel-non-emergency-crackdown-chart-1As you can see, all three states within Cahaba’s jurisdiction saw a net increase in the total payments for dialysis. While the increases themselves were quite minor in Alabama and Tennessee, Georgia saw an 11.8% increase in total payments for dialysis. Similarly, both Florida and Puerto Rico saw significant increases in the approved payments for dialysis.

By contrast, every state in National Government Services’ (NGS’) jurisdiction with more than 1,000 paid dialysis transports in 2015 saw a net reduction in the total payments for dialysis. These reductions ranged from a relatively minor reduction of 1.17% in New York to a nearly two-thirds (64.58%) reduction in Minnesota.

2016-11-29-werfel-non-emergency-crackdown-chart-2This trend was present in all remaining jurisdictions, although the results were more mixed. For example, with the exception of South Carolina, the three remaining states administered by Palmetto all saw increases. Likewise, the majority of states administered by WPS saw decreases. This included Indiana, which has a sizeable dialysis population. Among WPS states, only Missouri saw a small (3.90%) increase.

California saw a 31.76% decrease in its payments for dialysis. The only other Noridian states with more than 1,000 paid dialysis trips were Hawaii and Washington, which both saw increases.

Novitas presents a more complicated picture, with several large states, such as Texas, seeing double-digit increases in payments for dialysis, while other large states saw sizeable decreases.

All in all, the data suggests that CMS and its contractors continue to pay close attention to the non-emergency side of our business, particularly BLS non-emergency transports. These transports have been under scrutiny for many years, as reports from the Office of Inspector General, the Government Accountability Office and other federal agencies have flagged this portion of our industry as being particularly prone to overutilization (and, in some cases, outright fraud).  However, this heightened scrutiny is not being uniformly applied across-the-board. The data suggests that certain MACs have been far more aggressive in targeting these sorts of trips across their entire jurisdictions, while others seem content to target specific (typically large) states within their jurisdictions. This could serve as a template for how MACs will approach prior authorization in their jurisdictions.

‘Praemonitus, Praemunitus’     

Latin Proverb, loosely translated to “forewarned is forearmed.”

 

 

Spotlight: Fred Della Valle, AMR

fred-dellavalle-3Fred Della Valle
Vice President Government Relations, American Medical Response (AMR)
AAA Board, Alternate Director Region 1
New Haven, CT

Tell us a little about yourself, please.

Grew up and still live in the state of Connecticut. Married for more than 40 years. My wife, JoAnn, and I have two grown boys, a 3 month old grandson and a 2 year old beagle. I enjoy both saltwater and freshwater fishing, golf, and traveling.

How did you come to work in the industry? How long have you been involved?

I became an EMT in 1976 working for New Haven Ambulance Service, one of the first four founding companies of American Medical Response. Over the years I have served in various capacities including operations, communications, public relations, business development, and government relations.

What do you enjoy most about your job?

I enjoy most interacting with colleagues in EMS and other public safety agencies, and sharing best practices and new ideas. In my government relations role, the interaction with local, state, and federal legislators and regulators is always both a challenge and opportunity to educate those who oversee our regulatory and payment strategies.

What is your biggest professional challenge?

Certainly the greatest challenge has been, and continues to be, the reimbursement efforts in Congress as well as the recognition of the key role ambulance providers play throughout our nation.

What is an example of one of your strengths?

I pride myself in maintaining good communications with all those I come in contact with. Whether internally at AMR, through my AAA responsibilities, or with our legislators, regulators, committee members, and all those wishing to communicate about the service we provide.

How has participation in AAA membership and advocacy helped your organization?

I believe our membership in the AAA has been advantageous to both AMR and the AAA. Speaking in one unified voice on Capitol Hill always sends a message to those who have the responsibility of making decisions based on information for the good of all Americans. AMR also lends the credibility and success in EMS to the AAA issues we discuss every day in Washington.

Service Spotlight: Hunter’s Ambulance

Hunter’s Ambulance
450 W. Main St.
Meriden, CT 06451

Founded in 1963 by Vern and Barbara Hunter, Hunter’s Ambulance is a leader in innovation and patient care. Hunter’s Ambulance, located in Meriden, Connecticut, provides emergency dispatch services for approximately 160 square miles and conducts about 200,000 emergency and non-emergency transports a year.

Prior to 1963, Vern Hunter owned and operated a gas station with a tow truck. When he was called to car accident scenes to tow vehicles, he often found himself helping with patients. It was through this work that Vern became interested in the emergency medical services industry, and he began Hunter’s Ambulance with his wife and their eight children. Today, Hunter’s Ambulance is still run by Vern and Barbara’s daughter, Donna Hunter.

From the beginning, Hunter’s Ambulance has adopted a philosophy that you should always “serve yourself with backup,” and therefore began actively expanding its coverage throughout the community. Throughout the 1970s and 1980s, Hunter’s made several acquisitions, beginning with the purchase of a service on the other side of town. Today, Hunter’s operates five transportation divisions. Its main headquarters is in Meriden and houses the administration offices, the vehicle maintenance station for all vehicles, and the training facilities for both employee training courses as well as community education. Hunter’s also has satellite locations in East Meriden, Middletown, Wallingford and Old Saybrook.

Unlike many other ambulance services, Hunter’s Ambulance is a full service provider, offering both emergency and non-emergency transport. In addition to emergency 911 dispatch, Hunter’s manages a chair car and livery service and a limousine service. It has also operated a school bus for children with special needs since 1995, and is proud to teach emergency preparedness to nursing homes; a skill they have acquired through performing four successful nursing home evacuations.

Hunter’s Ambulance has also recently stepped into the Mobile Integrated Health world, partnering with Protein Sciences to bring protein-based flu vaccinations to the community. Hunter’s took one of its transportation vehicles and developed the Flublok bus, a vehicle designed to travel the community as a mobile clinic, providing flu shots to those who may be unable to travel for one. Last year was the Flublok’s first year, and it administered 2,200 shots. The program won an Innovation Award with the Connecticut Chamber of Commerce.

Though Flublok has been a current success for Hunter’s Ambulance, innovative ideas designed to better serve the community are not a new concept for the service. In the 1990s, Hunter’s developed WebSafeKids, a program designed to help kids begin using computers to learn about safety. The program was implemented in local schools, and was awarded an American Ambulance Association AMBY Award in 1997.

Over the last 50 years, Hunter’s Ambulance has grown and developed into the industry-leader it is today through progressive management and a family-oriented atmosphere. In 2010, with the intention of maintaining its family-grown roots, Hunter’s made the decision to transition to an Employee Stock Ownership Company, becoming only the second service in the country to do so. As a result of empowering its employees with a greater financial interest, Hunter’s sees excellent retention rates and has recently celebrated 85 employees with 10-35 years of service.

Hunter’s Ambulance has been an AAA member since the beginning, and Donna and her siblings grew up attending AAA conferences with their parents. Both Donna and David Lowell, Hunter’s Executive Vice President and Chief Operating Officer, cite AAA’s remarkable federal advocacy on behalf of ambulance services nationwide as a prime reason for Hunter’s continued membership. The ability to reach out to key industry legal experts through AAA membership has also tremendously helped Hunter’s over the years. Hunter’s Ambulance is a proud supporter of the AAA Stars of Life event, and has sent at least one Star every year.