In 2022, patients with behavioral health crises presenting to the ED reached unprecedented levels. This increase in patient population has been a national trend, with multifactorial influences, including the fallout from the COVID-19 pandemic, in conjunction with a decrease in available outpatient services for mental health. Recognizing that the quality of care for both behavioral health patients and patients with other emergent issues was becoming compromised, a multi-disciplinary team collaborated to create the “Annex”, a space designed to mimic an Empath-like unit. A wing of the hospital behind the outpatient pharmacy, which included several classrooms, an office, storage space, a corridor, and a bathroom was acquired with the goal of creating a soothing, comfortable space to accommodate up to 12 low/moderate-risk patients in a therapeutic environment.

Julie’s leadership in determining the needs of the area, how to mitigate risks, developing appropriate guidelines and processes, and creating the “right” milieu have been essential in the success of the trial. From the beginning, the goal has been to create a successful model which demonstrates patient-centered and trauma-informed care. As a result of Julie’s guidance and influence in managing this program, on top of her already very complicated responsibilities, the ED has been able to offer more than 1,000 patients the opportunity to rest, recover, and repair in an environment specifically designed to address the immediate crisis time and its aftermath supported by staff with the skill and expertise to address their unique needs.

Among the myriad of challenges faced in creating a successful program has been staffing the Annex. Julie and her team have been extremely creative in both hiring qualified Travel Psych RNs and CNAs, as well as motivating MMC P6 staff to participate in the staffing pattern. This shared model has offered additional benefits in providing a varied experiential opportunity for the MMC staff, which has been extremely well received.

Throughout the past 7 months of this program, our patients regularly tell us how much they appreciate the opportunity to receive their care in the Annex, how they feel validated and seen, and their outcomes feel much more positive to them. High praise from a very vulnerable and marginalized patient population.

Because of Julie’s leadership, the program has been so successful that the organization is seeking an opportunity to make this a permanent program moving forward. Julie’s leadership has been crucial in the success of the program, and the very definable change in patient perception of their care at MMC. We are very grateful to her for her collaboration and expertise in addressing a critical need for our patients.