Florida’s personal-injury protection (PIP) auto insurance system, also known as "no-fault," would end in 2022 under proposals in both the state House (House Bill 719) and Senate (Senate Bill 54). Both bills will repeal PIP and replace it with Mandatory Bodily Injury Insurance (MBI).

The current no-fault system was intended to make insurance claims less adversarial than lawsuits. Florida motorists are required to carry personal-injury protection coverage which includes $10,000 in medical benefits.
 
Under the proposed law, all drivers would be required to carry a minimum of $25,000 in coverage for the death or injury of one person and $50,000 for the injury or death of two or more people.
 
PIP coverage currently pays up to $10,000 of the medical expenses of a patient when he or she suffers any injuries in a car accident—no matter who is at fault, according to Marius J. Ged, one of the partners with Boca Raton, FL-based Ged Lawyers, LLP.
 
“There’s a reason for that,” he says. “The legislature wants swift payments of medical bills so people don’t have to sue each other to get their medical bills paid.”
 
According to Ged, MBI is based on the premise that every person who causes a motor vehicle crash will have financial responsibility for the damages caused. Those who oppose MBI believe it does not account for Florida’s unique position in the marketplace. Over 100 million tourists visit the state annually, many driving the highways of the state. Many are either uninsured, or do not carry insurance that matches Florida coverage, rejecting insurance products offered by the rental car companies. The rental car companies are immune from liability under current law.
 
PIP may also provide coverage of lost wages in certain circumstances. The intent of this law was to reduce auto accident fraud, lower the cost of auto insurance premiums, and reduce litigation costs. Under the Florida No-Fault Law, they have 30 days to pay the provider.
 
In 2018, a similar bill was passed through only one Senate committee before the session was adjourned. Last year, another bill passed through three House panels but died on the floor.
 
“They are trying to repeal this again with MBI and replace it with $25,000 of bodily injury per person on the road and $60,000 in the aggregate. But they want to remove PIP at the same time. This will affect all emergency room doctors, hospitals and all of the healthcare providers,” says Ged.
 
By repealing PIP, healthcare providers could suffer. According to Ged, this is what could happen without PIP:
• Coverage only to insureds
• Recovery determined by liability; increase litigation
• Every accident will be a lawsuit
• Longer period of time to be paid; no quick and efficient payment cycles of PIP
• Payment less than PIP payments
• Increase in premiums for minimal coverage
• Increase in uninsured patients; health insurance is not auto insurance
• More financial risk with the largest impact on smaller businesses
• Loss of revenue generated to the State from PIP
• The difference will be found elsewhere— either providing less or increasing taxes
 
The biggest consequence is that healthcare providers and their treating physicians may not be paid, notes Ged.
 
“Getting rid of PIP simply means no medical payments for injured patients. Now patients will have to hire attorneys to sue the other party if they are involved in an accident to get your medical bills paid. This will also increase your car insurance. premiums.”
 
The taxpayers will ultimately pay for these unpaid medical bills, stresses Ged.
 
“The hospitals in our area that are public entities have to treat patients,” he says. “They can’t turn anyone away. So they will absorb those costs. Under the current system, they get paid and they know what they will get paid. They don’t have to chase people around for payment.”
 
If passed, here’s a scenario of what could happen, explains Ged.
1. Car accident occurs and injuries sustained
2. Medical treatment needed and medpay coverage is not required (Recovery of medical expenses depends on liability)
3. Medical providers will not be paid.
4. For treatment to continue, providers will use letters of protection (LOP).
5. At-fault parties will be precluded from recovery.
6 Settlement (MBI limits will not be able to cover the total LOP amount).
7. Provider will either need to take a loss or seek other means.
 
“All benefits under MBI flow to the insurers at the detriment of insureds and all Floridians,” says Ged.
 
Ged points to Colorado as a state that repealed their own PIP law and replaced it with MBI. The state’s auto insurance premiums are now rising fast. As a result:
• The volume of auto insurance related litigation is growing and so is the size of awards.
• Colorado is now third in the nation for rising car insurance premiums.
• Colorado is in the top 10/11 overall for cost of auto insurance.
• The Florida Justice Association, comprised of trial lawyers, no longer even mentions Colorado as an example when advocating for MBI.
 
“It’s been a disaster,” says Ged. “This is a good example of a state where it did not work. If you don’t want to see this signed into law, we ask medical professionals to contact their local representative and the governor,” says Ged. “Ask them not to pass this legislation.”



Miami Dade College (MDC) will recognize ten alumni on the frontlines of the pandemic in a special Heroes Edition of MDC’s annual Alumni Hall of Fame ceremony Wednesday, June 9.

This year’s honorees have gone above and beyond in their respective areas of expertise in education, emergency management, fire rescue, health care, law enforcement, medicine, mental health, nonprofit, nursing, trade, and logistics, to support South Florida during the most critical periods of the pandemic.
 
Now in its 19th edition, MDC’s Alumni Hall of Fame celebrates outstanding alumni who are civic and business leaders in the community and across the nation, while also raising essential funds to support student scholarships for the next generation of leaders. Since 2003, MDC’s Alumni Hall of Fame has inducted more than 380 distinguished alumni. It is the signature fundraising event of the Miami Dade College Foundation. Learn more at www.mdc.edu/halloffame.
 
The 2021 MDC Alumni Hall of Fame inductees are:
 
Education
Teresa Ellen Murphy, Elementary School Teacher, Spanish Lake Elementary
Emergency Management
Pete Gomez, Senior Director, Academy of International Disaster Preparedness, Florida International University (FIU)
Fire Rescue
Brandon Webb, Battalion Chief, Miami-Dade County Fire Rescue, Special Operations Division
Health Care
Sheila Jones-Coakley, Nurse Manager, Dialysis Unit, Nicklaus Children’s Hospital
Law Enforcement
Chief Brian Rafky, Chief, South Operations Division, Miami-Dade Police Department
Medicine
Shirley N. Codada, M.D., Regional Medical Director, VITAS Healthcare
Mental Health
Betsy Godoy-Rosado, EPIC Team Clinical Supervisor, 4Kids, Inc.
Nonprofit
Jessica Gutierrez-Castillo, Co-Founder, Buddy System MIA
Nursing
Caridad Cuellar, Registered Nurse, Baptist Medical Center
Trade and Logistics
Cesar F. Larancuent, Head of LATAM Strategic Growth, DB Schenker



Holy Cross Health is now offering a new miniaturized, wireless monitoring sensor to manage heart failure. The Abbott CardioMEMS™ HF System is the first and only FDA-approved heart failure monitoring device that has been clinically proven to significantly reduce hospital admissions when used by physicians to manage heart failure.

Heart failure is the leading cause of hospitalization for Americans over age 65. The device allows patients to remotely share daily sensor readings from their homes to their health care providers, allowing for personalized care to reduce the likelihood of hospitalization. Innovative telehealth, like the CardioMEMS HF System, reduces the need for in-person appointments. Data from a recent clinical trial found that the remote monitoring technology reduces heart failure hospital admissions by up to 58 percent.
 
Heart failure occurs when the heart is unable to pump enough blood to meet the body’s demands. The CardioMEMS HF System features a sensor that is implanted in the pulmonary artery (PA) during a minimally invasive procedure. Increased PA pressures appear before weight and blood pressure changes, which are often used as indirect measures of worsening heart failure.
 
The CardioMEMS HF System, from global health care leader Abbott, is approved by the U.S. Food and Drug Administration (FDA) for commercial use in the U.S. The GUIDE-HF clinical trial followed the CHAMPION trial, which studied the effectiveness of the CardioMEMS HF System in New York Heart Association (NYHA) Functional Classification System class III heart failure patients who had been hospitalized for heart failure in the previous 12 months.



In the ever-evolving world of healthcare, change is the only thing that remains the same. This is especially true in the area of hospital staffing, where the workforce and the way that it is deployed is constantly shifting.

“I think that the pandemic has certainly forced us to look at workforce planning very differently,” said Margie Vargas, senior vice president and chief human resources officer, Memorial Healthcare System, of changes caused by COVID-19.
 
Before the pandemic, for example, healthcare workers often chose to work in one location where they could build their careers. Today, an increasing number of professionals, particularly in licensed positions like RNs, respiratory therapists and imaging clinicians, are taking on travel assignments and becoming contract personnel, due in part to a more lucrative contract and hourly rate.
 
“This has been a real challenge for those of us in the healthcare space,” said Vargas. “As the pandemic progressed, more and more Memorial clinicians were being recruited for traveling assignments to different parts of the country, and we saw the departure of staff members to go to the Midwest.
 
“The demand for clinical personnel exponentially grew, and while we were successful in hiring enough contract labor to supplement our own staffing at bedside, it came at a pretty high cost,” she added.
 
In addition to commanding a higher per hour rate, which ranges depending on discipline, an array of benefits are associated with those rates, including housing and meal allowances. Contracts are typically 13 weeks long, which means that healthcare systems must also act proactively to extend those contracts when needed.
 
While this required a lot of strategic planning behind the scenes, patient care remained a priority.
 
“Contract personnel are vetted through the same formalized process as our regular employees so that they can provide patient care at the same high level that staff provides,” said Vargas, adding that contract workers go through an orientation and competency assessment process, and also work in tandem with staff members.
 
“This process is key because we have behavioral expectations as well as clinical expectations that must align with our mission statement,” she added. “We provide more than just medical care; the holistic aspect of patient care is very important to us.”
 
While many healthcare professionals took advantage of traveling assignments, Vargas said that some contract workers are now reconsidering this role.
 
“I am seeing a trend in declining travel assignments; some of the employees we lost are now coming back home,” she said, adding that she has heard the same from other healthcare facilities. “Working like that can really take a toll, so we’re seeing an increase in clinical personnel coming back to their organizations, which is very promising.
 
“It’s such an unpredictable space,” she added. “Though we’re still at a very early point of COVID recovery, there does seem to be a desire to go back to some level of normalcy, whatever that may look like. People want to be back with their families and back in their communities, and there’s a desire by clinical personnel to have that return professionally as well.”
 
To this end, Memorial Healthcare System is reaching out to this population to remind them of the benefits that come from working at a fiscally sound employer that provides great patient care as well as job consistency.
 
“We want our employees who built careers here to know that they can come back,” said Vargas. “While hope is not a strategy, as vaccination rates go up and the infection rate continues to decrease, we’re hopeful that that is what employees want for themselves as well as their families. So far, it seems to be working.”
 
Providing Other Pathways
Just as Memorial is working on bringing former employees back into the fold, Vargas said that it is also focusing on creating new pathways for staff so that they can continue to grow and learn, and exploring ways to partner with academia on different levels to create pathways into the organization.
 
The health system launched a nursing fellowship program in mid-May that is already attracting attention.
 
“We were very successful in terms of attracting candidates just in the first week after launch; interest was actually overwhelming,” said Vargas. “Our focus is on providing experienced nurses who want to gain skills in different areas or modalities with a year-long fellowship to help them reinvent their nursing careers.
 
“As both a retention as well as a pipeline strategy, this program can enable a med/surg floor nurse to go to the critical care floor, as well as advance into other areas of nursing including oncology and cardiac care,” she added.
 
Memorial’s graduate medical program also works in affiliation with Florida International University, Florida Atlantic University, Broward College and others to provide their graduates with insight on careers and what Memorial can offer them post-graduation.
 
As employees join or come back to Memorial, the healthcare system is also taking into account just how tough the pandemic experience has been.
 
“As healthcare executives, you need to look at where you can meet employees in their development, and this may also mean providing for needs outside basic employment,” said Vargas. “Right now, that means providing a space where they can begin to heal. People have been through a very traumatic event both personally and professionally, so we need to look beyond the job.”



As longtime partners in education, healthcare, wellness, community engagement and more, Lee Health and Florida SouthWestern State College (FSW) have entered into a letter of intent to further grow the partnership and create new opportunities for students in our region.

Through the collaborative relationship, Lee Health and FSW plan to develop several initiatives designed to benefit students, Lee Health team members and the Southwest Florida community.
 
Lee Health and FSW will create different learning programs and internships for FSW students that will prepare them for potential job opportunities within Lee Health and provide a pipeline of highly qualified and trained employees to serve Southwest Florida.
 
Additionally, Lee Health and FSW will develop programs to engage Lee Health staff in the activities of the college, along with continuing to provide support to current and future FSW School of Health Professions programs, including nursing, respiratory care, cardiopulmonary sciences, radiologic technology and more.
 
Lee Health is currently the largest employer of graduates from the FSW School of Health Professions in the areas of nursing, EMT, respiratory care and other programs.
 

Through the partnership, Lee Health and FSW will continue to support undergraduate studies of nursing and a variety of clinical specialties offered by FSW as a primary clinical site for training.