Expanding Access

Data Detectives Track the Pandemic

Posted on May 13, 2020 in California Pacific Medical Center, Expanding Access, Innovation, Palo Alto Medical Foundation, Quality, Research, Scroll Images, Transformation

Like a shadow lengthening at sunset or a dark cloud slowly obscuring the sun, the novel coronavirus has the potential to spread silently before positive tests confirm diagnoses in people infected with the virus.

To help get ahead of the curve and prepare Sutter’s integrated healthcare system to manage a potential surge in infections or a re-emergence of novel coronavirus later this year, Sutter leaders are collaborating with researchers and statistical analysts to track infection rates in the Sutter patient population and predict the course of viral spread.

Sutter researchers are experts in data analysis who leverage current and new methods aligned with Sutter privacy safeguards. Their work helps strengthen Sutter’s response to the pandemic. Here’s how:

1. TRACK THE VIRUS: Sutter Health Biobank
Sutter researchers are exploring ways to detect the novel coronavirus before it spreads further, by assessing exposure rates in Sutter’s patient population. This effort is led by Gregory Tranah, Ph.D., Scientific Director of CPMC and Director of Sutter’s Center for Precision Medicine Research.

The COVID-19 Seroprevalence and Surveillance Study will identify blood and serum samples from Sutter Biobank volunteer participants that show antibodies against the novel coronavirus. “Seroprevalence” means the level of a virus or other pathogen in a population, as measured in blood.

“Understanding the surge of infection rate and spread is an important part of preparedness. Epidemiological studies of emerging COVID-19 infections can help determine the burden of disease, develop better estimates of morbidity and mortality, and guide return-to-work and personal-safety decisions based on exposure history,” says Dr. Tranah.

The Sutter Biobank has been enrolling patient volunteers to give blood samples when a blood draw is ordered for clinical reasons. From early December 2019 through March 21, 2020 over 700 Biobank participants had blood samples drawn and archived.

“These samples provide Sutter with a unique opportunity to perform population-based surveillance of COVID-19 exposure when the virus began to spread in Northern California. They represent highly diverse patient data from Sutter’s integrated network. This is meaningful information that will allow us to determine the rate and timing of peak exposure and leveling of exposure rate,” says Dr. Tranah.

“Further, we can use the Biobank samples to find potential evidence of a resurgence of COVID-19 infection this fall. Earlier detection means we can plan for early containment of the virus.”

2. MONITOR VIRAL SPREAD: COVID-19 Surveillance
Researchers and statistical analysts at Sutter’s Center for Health Systems Research (CHSR) are collaborating with Sutter’s Enterprise Data Management, Informatics, Information Services and other operational departments to perform much-needed surveillance on the COVID-19 pandemic and provide insights to Sutter leaders.

Each morning, the CHSR team prepares reports for all Sutter hospitals on the number of patients who have tested positive or are suspected of being positive for COVID-19. They also track total hospital capacity and intensive care unit bed occupancy to help front-line staff with surge-capacity planning.

“Surveillance helps us understand how COVID-19 may be spreading amongst the patients we care for and our healthcare workers, and how we can prepare for potential surges in viral infection rates in the coming months,” says Alice Pressman, Ph.D., MS, Co-Director of CHSR.

Dr. Pressman and her colleagues at CHSR are developing the COVID-19 Universal Registry for Vital Evaluations (CURVE)—a centralized resource for research and quality improvement activities for COVID-19 disease surveillance and modeling, as well as health services and epidemiologic analyses.

“The registry will allow us to conduct research to assess the impact of COVID-19 on the healthcare system, Sutter patients, and our community of employees and healthcare workers,” says Dr. Pressman.

This registry develops the structure for the minimum necessary data to be used for each project, securely within the Sutter network. In turn, the knowledge gained can help to inform patient care and operations as Sutter continues to face COVID-19.

In support of Sutter’s Advancing Health Equity initiative, the CHSR team studied the demographics and clinical characteristics of COVID-19-infected individuals and their outcomes, which helped identify patient subgroups that may be more vulnerable to the disease. Early results indicate there may be inequities by sex, race, ethnicity and socioeconomic status.

“Research during a pandemic is vital to determine which parts of our communities and sub-groups of patients are most affected, so that we can allocate resources and care for our most vulnerable patients,” says Dr. Pressman.

3. A MATHEMATICAL CRYSTAL BALL: Statistical modelling to help predict the future of viral spread
One of the challenges of the COVID-19 pandemic is that scientists don’t fully understand the impact of the virus or its prevalence in our communities.

“One way to help answer these questions is through statistical modeling,” says Dr. Pressman. “We can use infectious-disease models as tools to help us predict the future of the novel coronavirus spread and the potential impact of social distancing and containment efforts on flattening the curve.”

Dr. Pressman and her team are collaborating with researchers from the Institute for Health Metrics and Evaluation (IHME) at the University of Washington to understand the models IHME has published for California state COVID-19 data. “We hope to apply these models to our system to help us allocate healthcare resources and make decisions about future containment efforts.”

Data crunching to help halt a pandemic:
Surveillance is the systematic collection, analysis and interpretation of health-related data. For surveillance of the novel coronavirus and COVID-19, Sutter is using surveillance systems to monitor COVID-19 disease across the system. Surveillance and biobanking can help:
• Monitor the spread and intensity of COVID-19 disease
• Understand disease severity and the spectrum of illness
• Understand risk factors for severe disease and transmission
• Monitor for changes in the virus that causes COVID-19
• Estimate disease burden
• Produce data for forecasting COVID-19 spread and impact
• Improve patient care and help improve Sutter’s response to the pandemic

The Future is Now: Video Visits Explode in Light of COVID-19

Posted on May 11, 2020 in Expanding Access, Innovation, Scroll Images

Whether at home or in the hospital, patients getting the support they need


“It is transformative—I don’t think we’ll ever go back to practicing medicine in the same way we did B.C. — before coronavirus.”

Albert Chan, M.D.

SACRAMENTO –In what may herald a cultural shift in how patients and their doctors interact, video visits have increased at an astonishing rate across Sutter’s not-for-profit integrated network of care since the outbreak of COVID-19 in California. According to Albert Chan, M.D., Sutter Health’s chief of digital patient experience, video visit volume has grown by 350-fold since the pandemic.

“Our digital health initiatives are critical to Sutter’s efforts to respond to COVID-19,” said Dr. Chan. “As we shelter-in-place, digital health enables the human connections that we need to care for our community.”

Video visits, also called telemedicine, offer an alternative way to get care from home for respiratory illness, as well as everyday concerns such as minor injuries, infections, chronic disease management and palliative care. With many clinicians in the Sutter network now offering video visits, patients can book a video visit directly with their provider through their My Health Online account or by calling their clinician’s office.

Read more about Telehealth at Sutter Health.

From Great Challenges Comes Great Opportunity

“Telemedicine is perhaps the only silver lining of this horrible pandemic,” says Aarti Srinivasin, M.D., an internal medicine physician with Sutter’s Palo Alto Medical Foundation. “It is transformative. I don’t think we’ll ever go back to practicing medicine in the same way we did B.C. — before coronavirus. Each and every day will be shaped by the way we practice medicine A.C.—after coronavirus.”

To further expand access to video visits and other digital innovations, philanthropy teams across the Sutter Health network pooled resources to make $1.5 million available for a system-wide purchase of iPads. So far, 950 iPads have been deployed to patients and clinicians in isolation while about 2,000 units have been provided to physicians to conduct video visits. Through this continued philanthropy partnership, 1,000 additional iPads will soon support telemedicine efforts, with a goal to ultimately equip thousands more physicians in Sutter’s integrated network of care.

Video Visits Inside the Hospital?

But the shift isn’t just for those who are following stay-at-home orders. Video visits have now branched beyond clinical support to patients who are hospitalized. Connection with loved ones can have a profound impact on the human spirit. In these difficult times however, it can be easy to feel isolated. The Centers for Disease Control and Prevention (CDC), continues to recommend maintaining a connection with loved ones, even if just digitally, throughout this pandemic.

To bring some comfort to hospitalized patients, Sutter’s Emergency Management System assembled a work group to lead the charge in securing iPads for Sutter hospitals. In about two weeks, the work group provisioned nearly 1,000 iPads to hospitals across the Sutter network. The iPads allow hospitalized patients to connect with family and friends, helping to improve their overall care experience.

“I had the honor of helping the son of a patient visit with his mom via FaceTime on the new iPads,” said Caryn Brustman, R.N., a clinical manager who works at Sutter Roseville Medical Center. “The son was in full military uniform and was deploying soon, but wanted the opportunity to say goodbye to his mom before he left.”

In addition to allowing patients to keep in touch with their loved ones, these iPads help frontline teams save valuable PPE. The care team can check in with a patient before entering the room, eliminating visits before a patient is ready. This also allows support staff like chaplains and social workers, who aren’t typically allowed in these rooms during the pandemic, to connect face-to-face with patients.

Grants Accelerates Video Visit Access to Palliative Care

This new era in healthcare is now also broadening the reach and potential for other means of telemedicine. A $225,000 grant from the Stupski Foundation is enabling Sutter clinicians to bring vital palliative care services via video visits to Bay Area patients facing serious illness or end-of-life. The grant will provide mobile-enabled iPads to enhance patient care and improve planning for inpatient and ambulatory palliative care teams at California Pacific Medical Center, Alta Bates Summit Medical Center, Eden Medical Center, Palo Alto Medical Foundation and Sutter East Bay Medical Foundation. The technology provides added capacity via virtual visits and will also expand access to an advance care planning (ACP) video library to facilitate patient and family engagement, virtual ACP discussions for advance health care directive, and Physician’s Orders for Life-Sustaining Treatment (POLST).

“Through the generosity of the Stupski Foundation, we will now be able to share important ACP tools at our hospitals as well as our ambulatory palliative care, Advanced Illness Management and care management programs—which could not access these resources prior to the COVID-19 outbreak,” said Beth Mahler, M.D., vice president of clinical integration at Sutter.

“We have been inspired by the pandemic response across the Bay Area, in particular from healthcare providers like Sutter Health that are expanding telehealth to deliver care,” says Dan Tuttle, Stupski Foundation director of health. “Thanks to their quick and thoughtful responses, our communities facing the greatest challenges from COVID-19 are receiving the safe, high-quality care they need locally now, and into the future.”

Community members interested in helping these efforts can visit www.sutterhealth.org/give-covid19.

Solutions for Sleeplessness: A New Study Tests Behavioral Therapy and Medications

Posted on May 6, 2020 in California Pacific Medical Center, Expanding Access, Innovation, Quality, Research

More than 20 million Americans suffer from chronic insomnia. This sleep disorder can cause emotional distress, impaired functioning and reduced quality of life. It can even contribute to an increased risk for other health problems such as depression and high blood pressure.

Researchers at Sutter Health’s San Francisco Coordinating Center (SFCC) are collaborating with investigators at the University of Pittsburgh and other leading institutions nationwide to help improve insomnia treatment. Their collective focus begins with attempts to better support people suffering from the disorder in remote communities since access to sleep clinics may be limited.

The newly launched COZI (Comparative Effectiveness of Zolpidem and Cognitive Behavioral Therapy for Insomnia in Rural Adults) study will assess the effectiveness of web-based cognitive behavioral therapy for insomnia (CBT-I) compared with a common prescription sleep medication (zolpidem) or the combination. COZI is the largest, multicenter, randomized clinical trial of its kind to be conducted in rural primary care practices.

The study uses a self-guided online approach to CBT for insomnia developed by collaborators at the University of Virginia. COZI will enroll 1,200 people ages 18 to 80 with chronic insomnia in rural primary care practices affiliated with eight U.S. academic medical centers. Treatment effects will be evaluated at nine weeks, and at six and 12 months.

Katie Stone, Ph.D.
Katie Stone, Ph.D.

“Both zolpidem and CBT-I have been proven effective in treating chronic insomnia. However, COZI is the first randomized trial to comprehensively explore how these therapies compare in providing sustained sleep improvements, as well as their potential side effects and impact on other health outcomes,” says Katie Stone, Ph.D., senior scientist at SFCC and lead investigator of COZI for Sutter.

“People in rural areas with insomnia may have difficultly traveling to sleep clinics for care. Our goal is to test an approach that delivers insomnia treatment in their homes, making it easier for them to use an innovative, convenient approach to manage their sleep disorder,” said Daniel Buysse, M.D., Professor of Psychiatry and Clinical and Translational Science at the University of Pittsburgh School of Medicine, and co-lead investigator of COZI.

“We anticipate this new approach to delivering insomnia treatment will help lead to sustained improvements in how providers care for adults in rural communities with this common sleep disorder,” said Dr. Stone.

“This project was selected for PCORI funding for its scientific merit and commitment to engaging patients and healthcare providers in a major study conducted in real-world settings. COZI may help answer an important question about chronic insomnia and fill a crucial evidence gap,” said PCORI Executive Director Nakela Cook, M.D., MPH.”

The four-year, $5.7 million study is sponsored by the Patient-Centered Outcomes Research Institute (PCORI).1

Contact Katie Stone, Ph.D. for more information about the COZI study.

A Dose of Technology to Aid Sleep Therapy:

Many clinical studies test whether a treatment works under ideal conditions in specialized research centers, but health care is rarely delivered in such idealized situations and settings. Pragmatic clinical studies such as COZI test a treatment’s effectiveness in “real-world” practice situations such as outpatient settings, and also can include a wider range of study participants—making their findings more applicable to a broader patient population.

While CBT-I is well-established as an effective strategy for treating insomnia,2,3 it is usually delivered in person by behavioral health specialists. CBT-I broadens access to insomnia treatment and provides sleep disorder education, monitoring and individualized behavioral recommendations to improve sleep. In rural communities, use of CBT-I may be even more important because these types of sleep therapies can be limited in remote areas.

Citations:

  1. PCORI is an independent, nonprofit organization authorized by Congress in 2010. Its mission is to fund research that will provide patients, their caregivers and clinicians with the evidence-based information needed to make better-informed healthcare decisions. For more information about PCORI’s funding, visit www.pcori.org.
  2. Morin CM, Colecchi C, Stone J, Sood R, Brink D. Behavioral and pharmacological therapies for late‐life insomnia: a randomized controlled trial. JAMA. 1999;281(11):991‐9. PubMed PMID: 10086433.
  3. Ritterband LM, Thorndike FP, Ingersoll KS, Lord HR, Gonder‐Frederick L, Frederick C, Quigg MS, Cohn WF, Morin CM. Effect of a Web‐Based Cognitive Behavior Therapy for Insomnia Intervention With 1‐Year Follow‐up: A Randomized Clinical Trial. JAMA Psychiatry. 2017;74(1):68‐75. Epub 2016/12/03.

Paying it Forward: Sutter Teams with Vitalant to Offer COVID-19 Survivor-Donated Blood Plasma to Patients

Posted on Apr 27, 2020 in Alta Bates Summit Medical Center, California Pacific Medical Center, Community Benefit, Expanding Access, Innovation, Quality, Research, Scroll Images, Transformation

Convalescent plasma, rich in protective antibodies, is the liquid component of blood.

With experts predicting that a vaccine for COVID-19 is at least a year away, Sutter and Vitalant are collaborating to offer investigational treatment with convalescent plasma—blood plasma collected from people who have recovered from COVID-19—to hospitalized patients with severe cases of the disease under requirements recently outlined by the U.S. Food and Drug Administration (FDA).

Convalescent plasma, rich in protective antibodies, is the liquid component of blood. Not-for-profit Sutter Health is the first non-academic hospital system in California to participate in this research, launching expanded access program testing the use of convalescent plasma at its affiliates California Pacific Medical Center (CPMC), Sutter Medical Center Sacramento and Alta Bates Summit Medical Center, with other Sutter sites beginning the clinical trial in the coming weeks.

“By collaborating with community partners like Vitalant, we’re bringing an opportunity for the latest cutting-edge research to our patients,” says Sean Townsend, M.D., an intensive care medicine specialist in CPMC’s Division of Pulmonary and Critical Care. “Convalescent plasma is a potentially promising treatment for COVID-19 that we will test in clinical trials across the Sutter integrated network of care. We hope to build a supply of convalescent plasma that will add to our arsenal of emerging treatments to fight the virus.”

Vitalant physician colleague, Chris Gresens, M.D., adds, “We hope this therapy will serve as a type of ‘stop-gap vaccine substitute’ by providing severely affected patients just enough of an ‘immune boost’ to help them to recover more fully and quickly.”

The plasma donor must test negative for COVID-19 and be otherwise healthy. Convalescent plasma from one donor may be used to treat as many as four hospitalized patients with the illness who consent to participate in a clinical trial of the treatment.

Convalescent plasma has been studied for the treatment of numerous illnesses, most recently for infectious diseases such as Ebola, SARS, MERS and H1N1.

How you can help:

  • Under the new U.S. FDA guidelines, eligible blood donors who have had a documented diagnosis of COVID-19, and remain asymptomatic for at least 14 days post-recovery, may donate their plasma.
  • Sutter patients and health care workers who previously tested positive for COVID-19 can book an appointment for free donor screening at Sutter walk-in clinics: make a video appointment through My Health Online or call Sutter’s COVID-19 Advice Line (866) 961-2889 for more information.
  • Vitalant will only accept donors who meet all FDA-required general donor eligibility criteria in addition to the COVID-19 convalescent plasma qualifications.
  • Non-Sutter affiliated potential donors may apply to donate plasma at a Vitalant site by completing the form at Vitalant.org/covidfree. Donors cannot walk in for this procedure; they will be contacted by Vitalant to schedule an appointment.

Sutter Roseville Moves Up Opening of ER-ICU Expansion to Prepare for COVID-19 Patient Surge

Posted on Apr 27, 2020 in Expanding Access, Innovation, Quality, Safety, Scroll Images, Sutter Roseville Medical Center, Transformation

Sutter Roseville Medical Center expansion
Sutter Roseville Medical Center is opening its expansion a month early to prepare for a potential surge in COVID-19 patients.

ROSEVILLE, Calif. – Sutter Roseville Medical Center on Tuesday, April 28, is opening its expansion of emergency and critical care services a month early as part of its preparations for a potential surge of COVID-19 patients. Originally slated to open May 27, the 98,400-square-foot expansion doubles the Emergency Department and nearly doubles the number of critical-care beds, adding 58 more private rooms that can safely care for patients during a possible surge.

Sutter Roseville began the $178 million construction project in 2017 to meet the growing community’s demand for emergency services, critical-care rooms and interventional cardiac and neuro procedures. It is connected seamlessly to the existing Emergency Department on the first floor and surgical and critical care services on the second.

“When our team met in late February to discuss surge preparations for COVID-19, it was apparent that we needed to move up the opening of this expansion to ensure we had the highest level of care available for the expanding needs of our community and region,” said Sutter Roseville CEO Brian Alexander. “Our staff, construction partners, and state and local agencies all banded together and worked diligently to open this expansion 30 days early, but to the same high safety and quality standards.”

As a Level II trauma center serving a seven-county region, Sutter Roseville provides a higher level of care in emergency situations and is regularly preparing for public health crises. The expansion was designed with elements that will assist in those emergencies, including two emerging infectious disease isolation rooms and options to convert the Emergency Department’s expansive lobby into a treatment area in case of a large-scale disaster or patient surge.

Expanded emergency department looby

“When our care teams helped design this expansion, they took into account numerous possible health-crisis scenarios,” Alexander said. “Because of their foresight and planning, Sutter Roseville is prepared to care for patients during this pandemic and other public-health emergencies.”

The new expansion helps Sutter Roseville stay on the forefront of exceptional, innovative care. Its features include:

  • 34 additional emergency beds in private treatment rooms, increasing the total number of emergency beds to 68;
  • Seven emergency triage areas that are equipped to provide treatment to patients;
  • 24 additional ICU rooms, each equipped with the latest eICU telemonitoring capabilities that allow specialized physicians to assist in the care of the patients from a remote hub. Added to the 32 existing critical-care beds in the hospital, there will be 56 ICU rooms available for the sickest patients if a surge were to occur;
  • Two interventional labs providing the latest technology for cardiac catheterization procedures. A third interventional lab is currently being built with additional capabilities for neuro and radiological procedures.
New intensive care unit room

“California is being challenged in new ways during the COVID-19 public health crisis, and we are rising to that challenge in ways large and small across the state,” said California State Sen. Jim Nielsen, R-Tehama. “Here in Northern California, one of the organizations stepping up to meet the challenge is the Sutter Health network, providing new levels of emergency and critical care at Sutter Roseville Medical Center that are so urgently needed across the region.”

The expansion provides a critical need in the community beyond the current global pandemic crisis. The Sutter Roseville Emergency Department expanded in 2005 to treat up to 60,000 patients a year, but last year saw more than 84,000 patients. The additional ICU rooms and interventional labs are also necessary additions as South Placer County is seeing more elderly patients requiring a higher-level of care.

Emergency department isolation room

“Strong infrastructure is one of the hallmarks of a strong community, and our capacity for protecting and promoting public health is central to that,” said State Assemblyman Kevin Kiley, R-Rocklin. “Sutter Roseville Medical Center’s continued investment in our public health infrastructure helps drive our ability to prevent disease, heal after injury or illness, and respond to both chronic health challenges and acute ones like COVID-19. My thanks to Sutter Health for stepping up to help when and where they are needed.”

This is the latest in a series of expansions Sutter Roseville Medical Center has experienced in the past two decades, transforming it from a community hospital into a regional, tertiary medical campus. The other expansions include:

  • A newly constructed Patient Care Tower with 90 new beds.
  • Expansion of the Family Birth Center to accommodate a community need as young families moved into South Placer County.
  • The addition of a Level III NICU with 16 licensed beds to provide advanced life-saving care to critically ill newborns.
  • The construction and expansion of Sutter Rehabilitation Institute, the region’s only facility dedicated exclusively to acute rehabilitation services.
  • The Sutter Cancer Center, Roseville, a facility dedicated to and designed by those with cancer.
  • Three medical office buildings that house Sutter Roseville physicians, along with two parking garages for staff and patients.

“As a healthcare provider, as an employer and as a supporter of this community, Sutter Roseville Medical Center has already been a strong force for good here and across Placer County and the region,” said Roseville Mayor John Allard. “Expanding its top-notch emergency service and critical care – especially now – builds on a decades-long commitment to serving the people of Roseville and beyond.”

How a Pandemic Launched a NorCal Healthcare System

Posted on Apr 14, 2020 in Carousel, Community Benefit, Expanding Access, Innovation, People, Quality, Scroll Images, Sutter Medical Center, Sacramento, Transformation, Uncategorized

Spanish Flu
A nurse takes a patient’s pulse in the influenza ward at Walter Reed Hospital in Washington, D.C., on Nov. 1, 1918. Photo courtesy of Library of Congress.

The pandemic started slowly in Sacramento. For weeks, residents of the city believed what was going around was just the usual flu that arrived every fall. But in just two months, thousands in the city had been infected and about 500 Sacramentans were dead.

That happened a century ago. Because of the inadequacy of the existing Sacramento hospitals to care for the numerous victims of the Spanish flu in 1918, local doctors and civic leaders banded together to build a new, more modern hospital to meet the growing city’s needs.

Sutter Health was born.

Begun as a single Sutter Hospital kitty-corner to Sutter’s Fort, Sutter Health now has a presence in 22 counties across Northern California, featuring thousands of doctors and allied clinical providers and more than 50,000 employees. As an integrated health system, Sutter is uniquely qualified and capable to care for residents during a health crisis such as COVID-19.

“A group of hospitals and doctor’s offices are able to band together, share resources, skills and knowledge, and institute best practices to care more effectively and efficiently for our patients and the communities we serve,” said Dave Cheney, the interim president and CEO of Sutter Valley Area Hospitals and the CEO of Sutter Medical Center, Sacramento. “We have systems in place that we test all the time to ensure we are prepared for many crises, including a pandemic like COVID-19.”

Groudbreaking
Just a few years after the devastating Spanish flu, Sacramento physicians, nurses and civic leaders gathered to break ground in 1922 for the first Sutter Hospital.

Physicians Fill a Need in Sacramento

The deadly influenza commonly called Spanish flu killed about 50 million worldwide. From August 1918 to July 1919, 20 million Americans became sick and more than 500,000 died, 13,340 of them in California. In Sacramento, slow action by the city public health office delayed care and, within a couple of weeks, sick residents flooded the hospitals. The city library was even converted into a makeshift hospital. A Sutter Medical Center, Sacramento history recounts: 

“The influenza epidemic of 1918 gave convincing evidence to Sacramento doctors that the city’s two major hospitals were woefully inadequate to provide the health care services vital to the rapidly growing community. The flu epidemic had sorely taxed these facilities and highlighted the need for a modern, fireproof hospital. Recognizing the critical need for hospital care for their patients, 17 local physicians came together with civic leaders to create a new hospital.”

The group incorporated as Sutter Hospital Association in 1921, naming it after its neighbor, Sutter’s Fort, which cared for Gold Rush pioneers as Sacramento’s first hospital. The first Sutter Hospital was built two years later and opened in December 1923 as “the most modern hospital to be found in the state,” according to The Sacramento Bee. It was the first private, non-sectarian hospital in the city, and the first to offer private rooms.

The hospital became not-for-profit in 1935 and changed its name to Sutter General Hospital. It opened Sutter Maternity Hospital in 1937 two miles away and it soon expanded its services and was renamed Sutter Memorial Hospital. In the 1980s, the old Sutter General Hospital was replaced by a modern facility across the street from Sutter’s Fort, and in 2015 all adult and pediatric services were combined under one roof when the Anderson Lucchetti Women’s and Children’s Center opened essentially in the same location as the original Sutter Hospital.

First Sutter Hospital
The first Sutter Hospital opened in December 1923 as California’s “most modern hospital.” Now, Sutter Health is an integrated healthcare system that includes 24 hospitals in Northern California.

A Health Network Grows

The 1980s and 1990s saw tremendous growth for Sutter. Struggling community hospitals in Roseville, Auburn, Jackson, Davis, Modesto and other nearby cities merged with what was then known as Sutter Community Hospitals. Then came the deal that more than doubled the healthcare system. In 1996, Sutter Community Hospitals merged with a group of Bay Area hospitals and physician groups known as California Healthcare System. These included such large, well-respected, historic hospitals as California Pacific Medical Center in San Francisco and Alta Bates in the East Bay. This new system became, simply, Sutter Health.

Now as a model of healthcare integration, Sutter Health provides a user-friendly system centered around patient care — a system that offers greater access to quality healthcare while holding the line on costs. This connectivity allows Sutter teams to provide innovative, high-quality and life-saving care to more than 3 million Californians. Sutter’s integrated care model allows care teams and care locations to use the power of the network to share ideas, technologies and best practices, ultimately providing better care and a user-friendly experience, achieving healthier patient outcomes and reducing costs.

Our Heroes Wear Scrubs
Grateful community members are thanking Sutter Health front-line workers throughout Northern California.

An Integrated Network Fights COVID-19

Today, Sutter Health’s hospitals and physician groups don’t operate in a vacuum. Each hospital is supported by a larger system that can share knowledge and send materials, equipment and even manpower to where they are needed most. The system is called the Sutter Health Emergency Management System, which is organized after the federal government’s National Incident Command System.

Here’s how it works: Part of the Sutter Health Emergency Management System is a team throughout the network that works on gathering and purchasing the necessary supplies and equipment needed during this pandemic, including N95 masks and ventilators. Another team monitors bed space to ensure that each hospital can care for a COVID-19 patient surge. Clinical team members across the network are working together to address any issues that may unfold and to share best practices as they treat coronavirus patients.

That’s the power of a not-for-profit, integrated healthcare network.

“We are leveraging the strength of our united teams to increase our capacity and knowledge, and to provide the necessary equipment,” Cheney said. “We are preparing all of our network hospitals in the event we see a surge in patients due to COVID-19. Thanks to the integrated system that has been more than 100 years in the making, we are prepared for a pandemic of this magnitude now more than ever.”