Tag: Thomas Jefferson University

  • Mental health workers in Philadelphia unionize following changes in their workplace and patient care

    Mental health workers in Philadelphia unionize following changes in their workplace and patient care

    Mental health professionals at Rogers Behavioral Health in West Philadelphia have formed a union, citing increased workloads and business changes that diminished patient care.

    The nonprofit mental healthcare provider last year transitioned from individual patient sessions to a group care model, said Tiffany Murphy, a licensed professional counselor and therapist at the facility. Some workers there were also moved from salaried to hourly positions then forced to reduce hours, their union has said.

    Some patients and workers have left amid the changes, says Murphy, estimating that 22 of her colleagues have quit in the past year.

    “A lot of us sort of put our jobs on the line by [unionizing], because we believe in the organization, but more so, we believe in our patients. We wanted to provide the best patient care that we possibly could for them,” said Murphy.

    The 19 West Philadelphia Rogers employees, including therapists and behavioral specialists, filed their petition last month to unionize with the National Union of Healthcare Workers. Rogers voluntarily recognized the union, according to NUHW, marking the union’s first unit in Pennsylvania.

    NUHW represents some 19,000 healthcare workers, primarily in California.

    Sal Rosselli, NUHW president emeritus, said the union is pleased that Rogers accepted the petition. “All too often, employers do the opposite and put together very anti-union campaigns, spending all kinds of patient care dollars to prevent their workers from organizing,” he said.

    The Philadelphia metro area, which also includes Camden and Wilmington, has the fifth-highest number of working therapists among U.S. metros, according to the Bureau of Labor Statistics. This region employs just over 500 therapists, with average salary of $79,510.

    A spokesperson for Rogers declined to comment on employees’ organizing efforts and remarks on workplace changes.

    Rogers provides addiction treatment and mental healthcare with facilities in 10 states. In Philadelphia, the nonprofit offers outpatient treatment and partial hospitalization, treating patients with depression, anxiety, and obsessive-compulsive disorder.

    In recent years, Rogers workers in California also unionized with NUHW. Their recently forged union contract includes caseload limits and a cap on how many newly admitted patients can be assigned to each therapist or nurse.

    Thousands of healthcare workers in the Philadelphia area have moved to unionize in recent years.

    Within the past few years, residents at Penn Medicine and the Rutgers University health system finalized their first contracts with their health systems, and attending doctors at ChristianaCare became the first group of post-training physicians in the region to unionize. Residents at Temple University Hospital, Thomas Jefferson University Hospitals, ChristianaCare, and Jefferson’s Einstein Healthcare Network also voted to unionize in early 2025. Residents at Children’s Hospital of Philadelphia narrowly voted against joining a union.

    The organizing push means that about 81% of the city’s resident physicians are unionized.

    What do workers want?

    When Murphy first started working at the Rogers facility in Philadelphia 4½ years ago, she said there was “a really good work-life balance.”

    At the time, clinicians had four patients per day, provided individualized care, and led group sessions. As the organization moved toward group counseling, she said, caseloads have grown, with up to 12 patients in each group.

    The organization hired behavioral specialists to support therapists, said Murphy, but “it was difficult to provide the patients with the care that they really needed and deserved with the new structure.”

    Some patients and staff left because of the new model, said Murphy.

    This year, some salaried workers were switched to hourly, and Rogers started sending workers home due to low patient demand, leaving the rest with larger workloads, according to the union. That meant some used paid time off to avoid going without pay, said Murphy.

    When Philadelphia Rogers employees heard their colleagues in California were unionizing, “That became a bit enticing to us,” said Murphy, noting the workplace had become challenging and sometimes “unbearable.”

    Now, she says, the union members want more manageable caseloads — or pay increases to account for the larger caseloads — and a return to the old pay model for those who were switched to hourly work.

    “We are unionizing to have a voice at work that will allow us to promote a healthier work-life balance as well as high-quality sustainable patient care,” therapist Sara Deichman said in a union news release.

    Where else have mental health workers unionized?

    The organizing in Philadelphia comes as the U.S. faces a shortage of mental healthcare professionals, and in the wake of a demand surge from the pandemic.

    “The industry is forcing fewer providers to care for more and more patients because the focus is on the bottom line,” said Rosselli.

    Staffing concerns plague the healthcare industry generally, said Rebecca Givan, an associate professor at Rutgers University’s School of Management and Labor Relations.

    “If the facility wants to hold down costs, it tries to keep staffing levels as low as possible,” said Givan. “In the case of mental health providers, it can be about shortening appointment times or increasing caseloads so that each provider has a very large number of cases or clients.”

    She says there’s not “a huge amount of union representation” in stand-alone behavioral health facilities, but some public hospitals are unionized.

    Private practice mental health workers can’t unionize because they’re self employed, Givan noted, but “one could argue that they might benefit from collectively negotiating, for example, with the insurance companies that determine their reimbursement rates.”

    NUHW is leading efforts to organize independent providers. The goal, Rosselli says, is to “establish an employer for them so that they can have leverage against insurance companies to increase pay and increase access to patient care issues.”

    The union has already done this in the home care industry in California, Rosselli noted.

    Staff reporter Aubrey Whelan contributed to this article.

  • Police arrest man in connection with shooting near South Philly sports complex

    Police arrest man in connection with shooting near South Philly sports complex

    Philadelphia police have arrested a man suspected of killing one person and injuring another in a shooting last month near the sports complex at Broad Street and Packer Avenue in South Philadelphia.

    Abou Keita, 22, was arrested Monday on the 2200 block of South Felton Street in Southwest Philadelphia, where police found him inside a parked vehicle. He was taken into custody and has been charged with murder, attempted murder, aggravated assault, and other offenses in connection with the Oct. 9 shooting, officials said.

    That incident unfolded just after 6:10 p.m., when police responded to reports of a shooting near the intersection of Packer Avenue and Broad Street. Responding officers found an Audi sedan with 15 bullet holes just south of the intersection, police said.

    Police also discovered Hasson Mason, 23, laying in the street with multiple gunshot wounds to his face and body just north of the intersection on Broad. He was taken to Thomas Jefferson University Hospital, where he was pronounced dead.

    Another victim, also a 23-year-old man, was found in front of Chickie’s & Pete’s, a popular restaurant near the sports complex on the 1500 block of Packer Avenue, with gunshot wounds to the torso. The victim, whom police did not identify, was taken to Penn Presbyterian Medical Center, where he was listed in stable condition.

    Officials previously told The Inquirer that spent shell casings and a discarded ammunition magazine were discovered near the two shooting scenes. The Audi sedan police discovered struck another car on Broad Street, but the driver in the second vehicle was not harmed, police said.

    Police have not said what may have led to the shooting.

  • Thomas Jefferson University gets its first alma mater song 200 years later. Meet the composer.

    Thomas Jefferson University gets its first alma mater song 200 years later. Meet the composer.

    For its 201-year history, Thomas Jefferson University has been without an official alma mater song.

    Until now.

    Elizabeth Avril Barden, a customer-experience specialist at Jefferson Health Plans and recent summa cum laude graduate of the school, has written one.

    “Jefferson How We Adore Thee” will be released to the university community at its annual gala Tuesday. The university held a contest during its bicentennial last year, and Barden’s piece was selected from dozens of entries, the school said.

    Elizabeth Avril Barden, a customer-experience specialist at Jefferson Health Plans and recent summa cum laude graduate of Thomas Jefferson University, has written the school’s first alma mater song in its 201-year history. “Jefferson How We Adore Thee” will be released to the university community at a gala on Tuesday.

    “Elizabeth really captured the essence of the Jefferson community,” said Jefferson President Susan C. Aldridge “Learning, collaborating and innovating are all part of our collective DNA and I couldn’t be happier that we finally have an alma mater which captures who we are as a university as we venture into our third century.”

    Jefferson has had a handful of songs that students have written over the years and a processional theme that launched in 1974, but never an official alma mater song, said F. Michael Angelo, Jefferson archivist.

    One reason could be that at its founding in 1824, Jefferson was a medical college and over the years evolved into a university. But it was always medically focused until the school merged with the former Philadelphia University, best known for its design, engineering, and health science programs, in 2017.

    “Philadelphia University, as far as we can tell through their archives, never had an alma mater song, either,” Angelo said.

    Barden, 32, who received her bachelor’s degree in Health Services Management from Jefferson this year, said a colleague encouraged her to enter the contest. She has written about 30 songs, she said, so it wasn’t an off-the-grid venture.

    It took her just 25 minutes to write the lyrics and music for the one minute, 55-second piece, she said.

    “If you’re creative, you just flow,” she said. “You flow like water because it’s already in you, and you don’t have to overthink what’s already in you.”

    And with the help of producer Keegan Myers, who played the music while Barden sang, the chorus goes:

    It’s the Jefferson strong and true, where innovation leads us through. Together we achieve our best, as we prepare for what’s next.

    “In every step I was taking at the university, it was preparing me for the next level of life,” she said.

    Barden has been singing in front of people since age 2 and wrote her first song at 7, she said. Her parents, both Christian pastors originally from Haiti, encouraged her musical talent as she grew up in Brooklyn surrounded by gospel music, she said.

    “Me and my six siblings, we were essentially the choir,” she said.

    In high school, she won a song-writing contest and got to meet Grammy-winning R&B singer Jazmine Sullivan, who, she said, encouraged her to keep writing. She had written her high school’s alma mater song, too. And when she was a student at Delaware County Community College, she sang the national anthem at two ceremonies.

    “Any school I go to, I want to leave a piece of me there,” she said. “Music to me is connection. That’s how I connect to people.”

    For winning the Jefferson contest, she received a $200 gift card to the school bookstore, lunch with Aldridge, and a Jefferson mug.

    “But the greatest gift was my name being attached to this alma mater song,” she said.

    Barden said her aim in writing the song was to give Jefferson a gift.

    “Jefferson gave me a lot,” she said, including a scholarship. “There were moments where I needed to talk to professors because life was happening. They were always kind and patient with me.”

    Barden attended community college in New York after high school, but left when she got pregnant. When she moved to Philadelphia in 2016, she enrolled at Job Corps and then moved on to the Delaware County college. She continued on to Jefferson, while raising her four children, now ages 2 to 13.

    In 2023, she began working there, too. Her job entails focusing on the patient experience and helping patients navigate the system.

    “For the most part, I’m kind of like a clean-up person,” Barden said.

    She’s currently enrolled in a dual program at Bryn Mawr College and Jefferson to obtain her master’s degrees in social service and public health. She plans to become a licensed clinical social worker and to incorporate music therapy into her work.

    As part of her studies, she’s doing research on how music therapy can help those suffering from post-traumatic stress.

    “I do believe that the incorporation of music,” she said, “has the ability to communicate with anyone … and help them learn how to cope.”

  • How three Philadelphia-area health systems changed accounting practices and boosted profits

    How three Philadelphia-area health systems changed accounting practices and boosted profits

    Amid persistently higher costs, three Philadelphia-area health systems have cut expenses over the last two years by changing how they account for investments in facilities and equipment. The change significantly boosted operating income in all three cases.

    ChristianaCare and Main Line Health are now spreading the cost of buildings and building improvements over as many as 80 years, they said in their fiscal 2025 audited financial statements. That is double the maximum number of years they previously used to calculate what accountants call depreciation expense. Thomas Jefferson University made a similar change last year.

    All three health systems use PricewaterhouseCoopers LLP as their auditor. The firm, which did not respond to a request for comment, also has Philadelphia health-system clients that have not extended their depreciation schedules.

    The term depreciation expense refers to the way hospitals and other businesses allocate the cost of a building, a piece of equipment such as an MRI machine, or even software to manage patient records across the number of years the asset is likely to be used.

    It’s a noncash expense because the money used to make the purchase is recorded elsewhere in the financial statements. Several financial and accounting experts said the change could be seen as cosmetic.

    “It’s not affecting operations. It’s not increasing their revenues. It’s not decreasing their cash expenditures. It is purely a bookkeeping entry,” said Steven Balsam, a professor of accounting at Temple University’s Fox School of Business.

    Main Line Health

    At Main Line, the extended depreciation schedule reduced the expense by an estimated $37.5 million. That helped the system achieve a small, $4 million operating profit for the first time since fiscal 2021, when federal COVID-19 aid buoyed hospitals.

    Without the depreciation savings, Main Line would have had an operating loss of $33.5 million in the year that ended June 30, compared to a $61 million operating loss in fiscal 2024.

    Asked for comment, Main Line’s chief financial officer Leigh Ehrlich noted that the system’s financial performance had improved, thanks to “increased patient volumes and continued focus on expense management.”

    Excluding noncash depreciation and amortization in each of the last two years, Main Line’s operating income improved to $127.8 million from $96.7 million.

    ChristianaCare

    ChristianaCare reviewed the depreciation schedules of fixed assets “as part of our ongoing commitment to maintain accurate and reliable financial reporting,” the nonprofit’s chief financial officer Rob McMurray said in an email. The result was a $24.4 million reduction in depreciation expense.

    The review also resulted in a $9 million write-off of unspecified assets, which meant that in fiscal 2025 the benefit to operating income was $15 million, McMurray said.

    ChristianaCare’s operating income in the year that ended June 30 was $35.5 million, or $20.5 million without the accounting change. The organization had $126.2 million in operating income in fiscal 2024.

    Thomas Jefferson University

    Last year, Thomas Jefferson University opened its $762 million Honickman Center in Philadelphia. Normally, taking a building like that into service would increase depreciation expense.

    Instead, Jefferson’s depreciation expense fell by $68 million, according to its audited financial statement for the year that ended June 30, 2024. The decline happened after Jefferson opted to spread the cost of all buildings and building improvements over as many as 70 years, according to the depreciation schedule in its financial statement.

    Even with the depreciation change, Jefferson’s operating income in fiscal 2024 was extremely narrow, at $1.34 million on nearly $10 billion in revenue that year.

    The benefit of lower depreciation expense continued in fiscal 2025, as it will in future years for ChristianaCare and Main Line.

    Depreciation expense at other local systems

    Most Philadelphia-area health systems use a schedule for depreciating buildings and building improvements that maxes out at 40 years, an Inquirer review of financial statements found.

    “You’re constantly modernizing your facilities to allow for the delivery of medicine based on current times,” Temple University Health System chief financial officer Jerry Oetzel said in an interview. “Who knows 15 years from now? We don’t have clear insight, but it’s probably going to be more home care.”

    That’s why Temple hasn’t adopted a longer depreciation schedule. “It’s just a savings in operating expenses without the benefit of any cash behind it,” Oetzel said.

    Editor’s note: This article has been updated to remove a reference to American Hospital Association guidelines.