LVHN and Jefferson said they signed a definitive agreement to combine, making official a December nonbinding letter of intent to create an integrated care delivery system. Under the terms of the agreement, the systems will integrate clinical care, operations and their respective identities.

The resulting new system would result in a network with a national research university, an expanded not-for-profit health plan, 30 hospitals, more than 700 outpatient sites and more than 62,000 employees across eastern Pennsylvania and southern New Jersey. Annual revenue would be estimated between $12 billion and $14 billion.

The deal is expected to be completed this summer, pending final reviews and execution of closing conditions, according to a news release from LVHN.

“We are delighted to take this next step toward combining with Lehigh Valley Health Network — it is the future, not only for our organizations but also for care in our region,” said Dr. Joseph G. Cacchione, CEO of Jefferson. “Through our integrated operating model, the combined organization will provide the communities we serve access to the highest quality care, the benefits of continuous research and innovation, a network of specialists, clinical trials and so much more, while also building an organization that prioritizes health through value-based care.”

Upon the closing of the transaction, Cacchione will continue to serve as CEO of the Jefferson enterprise. Dr. Brian A. Nester, president and CEO of LVHN, will serve as executive vice president under Cacchione and as president and chief operating officer of “the legacy Lehigh Valley Health Network.” Jefferson’s Dr. Baligh R. Yehia will also serve as an executive vice president under Cacchione but will hold the roles of chief transformation officer and president of “the legacy Jefferson Health.”

The newly integrated board of trustees and leadership team will be comprised of members from both systems. Both Jefferson and LVHN will continue to operate as independent entities until the combination process ends, the health networks said.

“We at LVHN are really excited about this. It’s a manifestation of about a year’s worth of work,” Nester said Wednesday. “It started with simple conversations around managed care and what we can do to better serve Medicare and Medicaid population in our region and it evolved into this a true merger of two great organizations. We will be just as dedicated to our hometown as we always were but have even greater capabilities to serve our communities.”

LVHN and Jefferson have said that one of the biggest changes for the Lehigh Valley that will come out of the merger will be the introduction of Jefferson Health Plans, Jefferson’s noncommercial insurance marketplace. Jefferson Health plans offers Medicaid, Medicare Advantage, Affordable Care Act Marketplace and CHIP plans. The CEOs of both networks said the program would improve care for underserved populations and reduce the cost of care.

LVHN traces its start to 1899 when Allentown Hospital opened at 17th and Chew streets. The health network’s flagship location on Cedar Crest Boulevard in Salisbury Township opened in 1974 as a joint venture between Allentown and Sacred Heart hospitals. Sacred Heart later pulled out of the venture, and the medical center eventually became known as Lehigh Valley Hospital-Cedar Crest.

The ensuing decades saw massive growth for the health network, which acquired hospitals in the Poconos, Hazleton and in Schuylkill County as well as Coordinated Health, which was integrated into Lehigh Valley Orthopedic Institute. In recent years, LVHN has opened hospitals in Northampton and Carbon counties. It broke ground Wednesday afternoon on a behavioral health hospital in Hanover Township, Northampton County.

In recent years, Jefferson has acquired multiple hospitals and networks, including Abington Health in Montgomery County, Kennedy Health System in New Jersey and Einstein Healthcare Network, along with others.

The derailment happened in the area of Riverside Drive, across the river from Nagy’s Landing in Bethlehem Township, around 7:15 a.m. A total of three trains were involved in the incident, though only one derailed, officials said at an 11 a.m. news conference.

Photos from the scene showed the front edge of at least two engines sticking into the water, with multiple other cars off the track.

Norfolk Southern is investigating as is the U.S. National Transportation Safety Board. The cause of the derailment is unknown, officials said at the news conference. Officials added they did not know how fast the trains were moving or exactly how many train cars were involved.

An unknown quantity of diesel fuel and a small quantity of polypropylene pellets spilled into the Lehigh River as a result of the derailment, officials said.

There were no hazardous materials involved, according to Lower Saucon Township Police Chief Thomas Barndt. Containment booms were deployed, he said.

No one was injured in the derailment, Barndt said. Train crews needed some assistance getting up the river bank and were given ropes to help them.

At the news conference, Northampton County Executive Lamont McClure said there was no danger to the public.

Earlier, in a post on the county’s Facebook page around 8:30 a.m., he said, “There are currently no evacuations, no injuries, and no leaks from any containers.”

McClure said Northampton County Emergency Management and the Lehigh County hazmat team were at the scene providing support. Norfolk Southern was also there doing an assessment, McClure said.

“The most important thing we can do for our first responders is stay away from the site,” McClure said.

Norfolk Southern in a statement confirmed it had personnel on scene who were “assessing with first responders.” The company praised “the quick, professional response by local emergency agencies.”

Riverside Drive is closed, and Lower Saucon Township Police are advising people to stay out of the area.

Gary Weiland, who lives across the river on Wilson Avenue in Bethlehem Township, heard the derailment. He said he initially heard what sounded like a first crash, then there was quiet, followed by the sound of another crash.

“As the second one was happening, I went upstairs and looked out the window and saw a splash. I said to my wife, ‘I think a train derailed.’” Weiland said.

Weiland said they are used to their windows vibrating from passing trains. “But not today,” he said. “It was a rumble. It was a little spooky.”

This is a developing story. Check back for updates.

LVHN and Jefferson have signed a non-binding letter of intent to create an integrated care delivery system. If the plan goes through, the merger would result in a network with a national research university, an expanded not-for-profit health plan, 30 hospitals, more than 700 outpatient sites, and more than 62,000 employed faculty, clinicians and staff across eastern Pennsylvania and southern New Jersey. Annual revenue would be an estimated $12 billion to $14 billion.

Thomas Jefferson University in Philadelphia as well as Jefferson Health Plans, formerly Health Partners Plans, which offers Medicaid, Medicare and CHIP, will be part of the merger.

Dr. Brian Nester, president and CEO of LVHN, said in an interview Tuesday that the two health systems began serious talks of merging about six months ago. He said Jefferson Health is a system that combines primary care, specialty care and insurance coverage all under one umbrella, and LVHN becoming part of that is the primary motivation behind the merger. The type of model Jefferson uses, an integrated delivery and financing system, was created to reduce waste in medical spending, improve coordination of care, create better population health outcomes and increase access to care.

But he added that there is a lot for both to gain. He said the university and medical school will help bring more talent into the Lehigh Valley and the expansion of the health plan to LVHN patients will improve care for many, especially those who are currently underserved.

“It’s not commercial insurance. It’s focused on taking care of people that tend to be highly concentrated in Medicaid and Medicare and also working with folks that are in the exchange and have Affordable Care Act products,” Nester said. “If you give better care you make it more available, [if] you get patients engaged they’ll have better outcomes and won’t require hospital service or unnecessary therapies — that will ultimately lower the cost of care.”

Dr. Joseph Cacchione, CEO of Jefferson, said the system acquired what is now Jefferson Health Plans less than two years ago, and its integrated approach is a better way to deliver and finance health care.

What the Lehigh Valley needs to know about Jefferson Health, a powerhouse in Philadelphia’s health care scene

“When Medicaid patients come into most hospitals their care is fragmented and often episodic and anecdotal. When the provider now owns the premium dollar, their impetus is to make sure those patients get care on a relatively frequent basis and access to care,” Caccione said. “We think we can do better for patients at a lower cost to the community and to the state when it’s all said and done.”

Nester added that the merger will allow both systems to expand and improve their specialties.

“We’ll be able to take the best of our programs and invest into their programs and capitalize on creating even deeper services that will be even more accessible in areas such as orthopedics, heart, vascular, cancer care and neurosciences,” Nester said.

Cacchione said the health care landscape and needs in each system’s respective communities are changing, and the merger represents an evolution, one that will grow and protect access to affordable, high-quality and innovative care. He said this is especially true for patients from historically under-served backgrounds and communities.

“When we had the first meeting with Brian Nester and his team, the similarities in terms of strategy and our commitment to population health and where the systems saw themselves going, that synergy, that congruence between the two systems gave a strategic foundation — that we could probably do more together than we could do separately,” Cacchione said.

But before the two nonprofit health systems can merge, further negotiations are needed, as is the execution of a definitive agreement. The deal also requires regulatory approvals and completion of yet-to-be-set closing conditions.

Should the deal close, Cacchione will continue to serve as CEO of the entire combined network. Nester will serve as executive vice president under Cacchione and as president and chief operating officer of “the legacy Lehigh Valley Health Network.” Jefferson’s Dr. Baligh R. Yehia will also serve as an executive vice president under Cacchione but will hold the roles of chief transformation officer and president of “the legacy Jefferson Health.”

Nester said LVHN and Jefferson will submit documents for review to the Federal Trade Commission in January. He added the merger will also need approval from the state, including the offices of Governor Josh Shapiro and the state attorney general.

While Nester said he does not want to be overly optimistic, he hopes the two systems can acquire all regulatory approvals within a year, something he attributed to the limited overlap between the two network’s footprints. Though both networks have locations in Montgomery and Bucks counties, for LVHN it’s primarily urgent care centers, though Lehigh Valley Hospital-Gilbertsville, the network’s second neighborhood hospital, is under construction in Montgomery County. Jefferson has general and specialty hospitals in each county.

Nester said that LVHN and Jefferson will need to combine their respective strategic plans but he doesn’t expect this will change LVHN’s existing plans for new facilities, including the under-construction LVH-Macungie and LVH-Gilbertsville hospitals.

“I’m very comfortable that they respect our strategic plan and will continue to build those assets that are part of our vision for the future in the region,” Nester said.

It is unclear what downsizing would occur as a result of the merger or what positions or departments may be affected, though Nester said any restructuring or changes of the sort wouldn’t occur immediately.

“As we develop an integration plan together we will be looking for those synergies whether they’re back office or otherwise and take advantage of extraordinary efficiencies you get out of IT investments. I don’t see any immediate changes at all,” Nester said. “I don’t think we’d be announcing any plans to shutter this service at all or contract this department or division at all right away.

“Right off the bat, this is driven by getting access to a model which we think is superior, the integrated delivery and financing system model. We will be looking for synergies certainly but I think they’ll be liberated over years.”

Cacchione didn’t have much to say on this topic either, beyond that they trust LVHN’s leadership is responsible and always looking to increase efficiency.

“In the early days, to the average employee, it will probably be business as usual for the most part,” he said. “I don’t anticipate that a nurse at Lehigh going to have any different of a day than he or she does today. Similarly at Jefferson. Over time we’re going to need to take the best practices of both facilities and turn those into the new entity’s best practices. We have the opportunity to get the best of both worlds.”

Name and branding changes are also a mystery for now. Nester said LVHN and Jefferson are leaders within their respective markets and any rebranding would need to be respectful of their established identities. However, he added that the details have yet to be hashed out.

LVHN traces its start to 1899 when Allentown Hospital opened at 17th and Chew streets. The health network’s flagship location on Cedar Crest Boulevard in Salisbury Township opened in 1974 as a joint venture between Allentown and Sacred Heart hospitals. Sacred Heart later pulled out of the venture, and the medical center eventually became known as Lehigh Valley Hospital-Cedar Crest.

The ensuing decades saw massive growth for the health network, which acquired hospitals from the Poconos, Hazleton and in Schuylkill County as well as Coordinated Health, which was integrated into Lehigh Valley Orthopedic Institute. In recent years, LVHN has opened new hospitals in Northampton and Carbon counties.

State Rep. Peter Schweyer, D-Allentown, said in a statement he would continue to communicate with LVHN through the merger process and do everything possible to ensure the job security of LVHN staff and that the quality of care patients expect remains intact.

“I was an employee of Sacred Heart Hospital, an independent healthcare provider, that merged with another healthcare network. I understand that consolidations can be worrisome to neighborhoods, patients, and employees,” Schweyer said. “But, when done right, mergers can mean quality patient care remains, jobs are not lost, and communities see economic development and investment.”

Jefferson also has a history of acquiring new hospitals and networks including Abington Health in Montgomery County, Kennedy Health System in New Jersey and Einstein Healthcare Network, along with others.

LVHN and Jefferson have signed a non-binding letter of intent to create an integrated care delivery system. If the plan goes through, the merger would result in a network with a national research university, an expanded not-for-profit health plan, 30 hospitals, more than 700 outpatient sites, and more than 62,000 employed faculty, clinicians and staff across eastern Pennsylvania and southern New Jersey. Annual revenue would be estimated to be $12 billion to $14 billion.

Thomas Jefferson University in Philadelphia as well as Jefferson Health Plans, formerly Health Partners Plans, which offers Medicaid, Medicare and CHIP plans, will be part of the merger.

Among the local facilities affected by the merger is Jefferson Lansdale Hospital, a 140-bed general hospital located on Broad Street in Hatfield that currently operates with more than  700 employees including 300-plus active physicians. The former Elm Terrace Hospital was founded in Lansdale in 1934, then renamed “North Penn Hospital” in 1939, moved to the current Hatfield site in 1980, was renamed the “Central Montgomery Medical Center” after a purchase in 2002, then was acquired by Abington Memorial Hospital in 2008 and was renamed again after Abington Health and Jefferson Health merged in 2015, according to a Jefferson spokesperson. Abington Hospital and Einstein Montgomery are also part of the Jefferson network affected by the merger.

Dr. Brian Nester, president and CEO of LVHN, said in an interview Tuesday that the two health systems began serious talks of merging about six months ago. He said Jefferson Health is a system that combines primary care, specialty care and insurance coverage all under one umbrella, and LVHN becoming part of that is the primary motivation behind the merger. The type of model Jefferson uses the integrated delivery and financing system, was created to reduce waste in medical spending, improve coordination of care, create better population health outcomes and increase access to care.

But he added that there is a lot for both to gain. He said the university and medical school will help bring more talent into the Lehigh Valley and the expansion of the health plan will improve care for many, especially those who are currently underserved.

“It’s not commercial insurance. It’s focused on taking care of people that tend to be highly concentrated in Medicaid and Medicare and also working folks that are in the exchange and have Affordable Care Act products,” Nester said. “If you give better care you make it more available, [if] you get patients engaged they’ll have better outcomes and won’t require hospital service or unnecessary therapies — that will ultimately lower the cost of care.”

He added that the merger will allow both systems to expand and improve their specialties.

“We’ll be able to take the best of our programs and invest into their programs and capitalize on creating even deeper services that will be even more accessible in areas such as orthopedics, heart, vascular, cancer care and neurosciences,” Nester said.

But before the two nonprofit health systems can merge, further negotiations are needed, as is the execution of a definitive agreement. The deal also requires regulatory approvals and completion of yet-to-be-set closing conditions.

Should the deal close Jefferson’s CEO Dr. Joseph Cacchione will continue to serve as CEO of the entire combined network. Nester will serve as executive vice president under Cacchione and as president and chief operating officer of “the legacy Lehigh Valley Health Network.” Jefferson’s Dr. Baligh R. Yehia will also serve as an executive vice president under Cacchione but will hold the roles of chief transformation officer and president of “the legacy Jefferson Health.”

Nester said LVHN and Jefferson will submit documents for review by the Federal Trade Commission in January. He added the merger will also need approval from the state, including the offices of Governor Josh Shapiro and the state attorney general.

While Nester said he does not want to be overly optimistic, he hopes the two systems can acquire all regulatory approvals within a year, something he attributed to the limited overlap between the two network’s footprints. Though both networks have locations in Montgomery and Bucks counties, for LVHN it’s primarily urgent care centers, though Lehigh Valley Hospital-Gilbertsville, the network’s second neighborhood hospital, is under construction in Montgomery County. Jefferson has general and specialty hospitals in each county.

Nester said that LVHN and Jefferson will need to combine their respective strategic plans but he doesn’t expect this will change LVHN’s existing plans for new facilities, including the under-construction LVH-Macungie and LVH-Gilbertsville hospitals.

“I’m very comfortable that they respect our strategic plan and will continue to build those assets that are part of our vision for the future in the region,” Nester said.

It is unclear what downsizing would occur as a result of the merger or what positions or departments may be affected, though Nester said any restructuring or changes of the sort wouldn’t occur immediately.

“As we develop an integration plan together we will be looking for those synergies whether they’re back office or otherwise and take advantage of extraordinary efficiencies you get out of IT investments. I don’t see any immediate changes at all,” Nester said. “I don’t think we’d be announcing any plans to shutter this service at all or contract this department or division at all right away.”

“Right off the bat, this is driven by getting access to a model which we think is superior, the integrated delivery and financing system model. We will be looking for synergies certainly but I think they’ll be liberated over years.”

Name and branding changes are also a mystery for now. Nester said LVHN and Jefferson are leaders within their respective markets and any rebranding would need to be respectful of their established identities. However, he added that the details haven’t been hashed out yet.

In a news release, Dr. Joseph Cacchione, CEO of Jefferson, said the health care landscape and needs in each system’s respective communities are changing, and the merger represents an evolution, one that will grow and protect access to affordable, high-quality and innovative care. He said this is especially true for patients from historically under-served backgrounds and communities.

LVHN traces its start to 1899 when Allentown Hospital opened at 17th and Chew streets. The health network’s flagship location on Cedar Crest Boulevard in Salisbury Township opened in 1974 as a joint venture between Allentown and Sacred Heart hospitals. Sacred Heart later pulled out of the venture, and the medical center eventually became known as Lehigh Valley Hospital-Cedar Crest.

The ensuing decades saw massive growth for the health network, which acquired hospitals from the Poconos, Hazleton and in Schuylkill County as well as Coordinated Health, which was integrated into Lehigh Valley Orthopedic Institute. In recent years, LVHN has opened new hospitals in Northampton and Carbon counties.

State Rep. Peter Schweyer, D-Allentown, said in a statement he would continue to communicate with LVHN through the merger process and do everything possible to ensure the job security of LVHN staff and that the quality of care patients expect remains intact.

“I was an employee of Sacred Heart Hospital, an independent healthcare provider, that merged with another healthcare network. I understand that consolidations can be worrisome to neighborhoods, patients, and employees,” Schweyer said. “But, when done right, mergers can mean quality patient care remains, jobs are not lost, and communities see economic development and investment.”

The World Health Organization announced on Friday that COVID is no longer a global emergency, but the pandemic itself isn’t over and COVID continues to evolve.

XBB.1.16, also known as Arcturus, is the newest subvariant of the omicron variant of COVID-19 spreading throughout the U.S. and much of the world. Like many COVID variants and subvariants that came before it, Arcturus is believed to be the most infectious strain of COVID yet.

“It does seem to be more transmissible than the last variant XBB.1.5,” Dr. Timothy Friel, chairman of Lehigh Valley Health Network’s Department of Medicine in Pennsylvania, said. “That’s very telling because we thought XBB.1.5 was perhaps one of the most transmissible viruses that we’ve ever encountered.”

Arcturus hasn’t become the dominant strain of COVID in the U.S. yet — that position is still held by omicron variant XBB.1.5 — but its’ making gains. Data from the Centers for Disease Control and Prevention shows that Arcturus accounts for about 12% of all cases nationally. Friel said it may account for as many as 15% of cases in Pennsylvania. Arcturus has been identified in at least 34 countries and in India it is the dominant strain already.

One of the oddest things about the Arcturus subvariant is that it appears to be correlated with increased cases of conjunctivitis, the inflammation of the outer membrane of the eye better known as pink eye. Conjunctivitis is usually caused by bacterial infections, but some viruses, like coronavirus and adenovirus, an agent of the common cold, can cause it too.

Dr. Jeffrey Jahre, St. Luke’s University Health Network section chief emeritus of infectious diseases in Pennsylvania, said the fact that Arcturus can cause pink eye is not in and of itself notable, as other strains of COVID have caused pink eye in about 3% of patients. But pink eye, especially in children and babies, seems to occur more frequently with Arcturus.

“It seems that there is a far greater percentage of individuals with absolute bona fide Arcturus who have conjunctivitis,” Jahre said. “Although absolute conclusive evidence requires a number of repeated observations, in this case, it does appear to be the case.”

He added that with other strains of COVID, it has been rare for pink eye to be the only presenting symptom of a COVID infection, but with Arcturus, this seems to be happening more frequently, though fever also tends to be present.

Friel said that even though pink eye seems to be more likely from an Arcturus infection, coughing and sore throat are still the most common symptoms. If you have any COVID-like symptoms, you should get tested, he said.

Pink eye symptoms include the whites of the eye turning red or pinkish as well as itchiness, gritty feeling, tears, sensitivity to light and discharge that forms a crust that can make it difficult to open the eye.

Jahre said at this time of year when pollen has filled the air, there is a high chance that most cases of pink eye that emerge will be allergy related, but differentiating between allergic conjunctivitis and viral conjunctivitis may be difficult and may require evaluation by an eye specialist.

“If a fever is present, it is more likely to be COVID,” Jahre said. “If another individual in the family has diagnosed COVID, then anyone else in the family experiencing conjunctivitis symptoms should assume that he or she may also have COVID and take appropriate health measures and precautions to avoid affecting others.”

While pink eye isn’t fun, it fortunately usually doesn’t require treatment from a doctor. But Jahre said if the conjunctivitis worsens over 24 hours, then that would be a good indicator to see a physician or an eye specialist.

The good news about Arcturus is that it doesn’t seem any more likely to result in severe COVID-19 illness than any other recent variant, Jahre said. He also said it’s likely that this summer will follow the last couple, where COVID cases and hospitalizations dipped.

Though it’s impossible to know the actual number of COVID cases, due to testing and reporting limitations, other metrics indicate a downward trend since January. Last week the rate of new confirmed COVID hospitalizations was 4 per every 1 million people and there were 1,109 new COVID deaths from April 27 to May 3, down significantly from the peak of 4,109 that occurred from Jan. 5 to Jan. 11.

Jahre said in the last few days there have been fewer than 10 COVID inpatients at all St. Luke’s hospitals combined. Since April 10, LVHN has had fewer than 10 COVID patients hospitalized at any given time among all campuses.

Jahre added that for those most at risk, such as those with compromised immune systems, certain pre-existing health conditions and the elderly, vaccines are still effective at preventing the worst outcomes of a COVID infection.

Jahre said that in the minds of many it may feel like the pandemic is over, but it is still not clear what COVID will ultimately look like in the future and whether it will become a recurring seasonal illness like flu or if it will disappear almost entirely.

“The real test is going to come in the fall when people start spending more time indoors, school starts again, and so on and so forth — that’s when we have seen resurgences,” Jahre said. “We have to be careful before we say this is an over-and-done. If we can get away with not seeing a major resurgence in the fall, particularly the late fall, then I think we can have a lot more security that maybe the worst of all this is truly over.”

For a homeowner winging lead removal, it’s more likely than not that they will accidentally poison a family member.

“I had one family that the father said, ‘Oh, we vacuum the house every day.’ It turned out he was vacuuming with the shop-vac that he used in his construction work,” said Tanya Allison, community housing manager for the city of Allentown. “He was bringing all the dust from his day job into his home.”

The government takes lead abatement seriously as well. If the EPA finds out a contractor without the proper licenses and certification has disturbed a surface covered in lead paint greater than 6 square feet, the consequence is a significant fine.

However, in theory, just about anyone can become a certified lead worker by taking the proper educational courses and getting licensed and certified.

There are ways to minimize the risk of lead exposure or lead poisoning in old homes without specialized training. These include:

• Making sure old paint is covered and all painted surfaces are in good condition.
• Watching for paint that might chip off and carefully cleaning paint chips as soon as possible without creating dust.
• Regularly cleaning floors, windowsills and other surfaces with warm water and all-purpose cleaners.
• Keeping play areas clean and regularly washing children’s hands, bottles, pacifiers and toys.
• Removing shoes or wiping soil off shoes before entering the house to avoid bringing in lead dust that came from painted surfaces outside.
• Using vacuums that are equipped with high-efficiency particulate air filters.
• Speaking to a health care providers about testing children for lead.
• Ensuring children eat a healthy and well-balanced diet high in iron, calcium and vitamin C to help protect against lead absorption and its effects.
• Contacting the local or state health department or calling the National Lead Information Center.

Allison said even many homes built after 1978 have may have paint with lead in them, and taking actions to reduce lead exposure in newer homes is also a good idea.

“Even though they’re creating paints that have significantly less lead, there still could be some elements of lead in it, and it’s still a hazard,” Allison said. “Even if it doesn’t show up as the definition of lead paint, you still need to be aware that there could be a lead hazard.”

How to find out more about lead and lead abatement

National Lead Information Line 1-800-424-5323

The health network sent a letter Thursday to area employers informing them of the decision to no longer accept Aetna plans as of March 13. A copy of the letter was obtained by The Morning Call.

In the letter LVHN accused the health insurance giant of refusing to pay for health care provided to Aetna members as well as routinely denying or delaying care for patients over the last five years. The letter goes on to say that the network has tried to resolve these issues to no avail since 2017.

As a result, all plans from Aetna and its subsidiaries, including Medicare and Medicaid plans, will not be accepted as in-network at nearly all LVHN-operated facilities when their current contract ends in 120 days. The network has contracted with Aetna for about 20 years.

LVHN officials declined to comment on the announcement. Aetna could not immediately be reached for comment Thursday.

Aetna, which is owned by CVS Health, covers about 39 million people in the U.S., and the move will likely impact tens of thousands of people in the Lehigh Valley who have Aetna insurance and see LVHN doctors. The move will not affect coverage for emergency care or the kinds of care that would be dramatically affected by loss of continuity, like cancer treatment or pregnancy care and childbirth care, according to the letter.

The move by LVHN, which comes more than a week into the federal open enrollment period and during a time when many companies are enrolling employees in new health insurance plans for next year, is sure to be an unwelcome surprise for many people.

Though switching doctors is an option, for those who want to keep their doctor the only real options are to switch insurers, pay higher out-of-network costs, pay out of pocket or wait things out until March in the hopes that the health network and the insurer will be able to work out some kind of deal.

In the letter, LVHN encouraged businesses and employees to contact their Aetna representatives and ask the insurance company to find a solution with LVHN.

This isn’t the first time LVHN has threatened to cut Aetna off during a dispute. In 2000, when the network was still going by the name Lehigh Valley Hospital, it announced it planned to end its relationship with Aetna because of stalled contract negotiations on care reimbursements.

LVH delivered on its promise in March 2001, when a mutual agreement couldn’t be reached. At the time, the health network said thousands of patients switched insurers to stay with their doctors. In 2003, LVH-Muhlenberg, which didn’t follow the other network hospitals earlier, announced it too would end its contract with Aetna.

A new contract was reached in 2007.

LVHN also isn’t the only health care provider to cut ties with an insurance company. Over the last 20 years, numerous other hospitals and health networks have used the same tactic in negotiations with Aetna and other insurers.

Morning Call reporter Leif Greiss can be reached at 610-679-4028 or lgreiss@mcall.com.

A total of 48 children and adults were taken to local hospitals, according to representatives of Lehigh Valley Health Network and St. Luke’s University Health Network.

The fire department was called in around noon to the charter school in Hanover Township, Northampton County, for a potential mass casualty incident at the academy’s 7-12 grade building because students were feeling ill, according to Hanover Township Volunteer Fire Department Chief Scott Van Why and Colonial Regional police Chief James DePalma.

When crews arrived, they found 11 symptomatic patients. Hazmat crews and other first responders were called in.

The building was still being inspected and no cause for the illnesses has been determined, Van Why and DePalma said Friday afternoon. The building remains closed, and parents were allowed to pick up their children.

DePalma asked that everyone else avoid the area if possible.

LVHN spokesperson Brian Downs said the health network received 33 children and 6 adults from the school and all were in stable condition. Of those, 17 children and one adult were taken to Lehigh Valley Hospital-Cedar Crest, 12 children and five adults were taken to LVH-Muhlenberg and four children to LVH-Hecktown Oaks.

Downs said he had no information about the symptoms these patients experienced nor did he have information about how many were released and how many were still hospitalized.

St. Luke’s University Health Network spokesperson Samuel Kennedy confirmed the network received nine patients. Four were taken to St. Luke’s Anderson campus and have since been released. Five others were taken to St. Luke’s Fountain Hill campus and had been discharged or were in the process of being discharged, Kennedy said late Friday afternoon.

The charter school has 1,825 students.

The incident is the second time this week that an area school was evacuated after students fell ill. Lehigh Christian Academy in Salisbury Township was evacuated Monday afternoon as a precaution after several students began to feel unwell. Multiple tests found no toxic chemicals or gases in the building.

Last month, 27 children and five adults were taken to hospitals after a carbon monoxide leak at an Allentown day care. Some of the patients from the Happy Smiles Learning Center were sent to Philadelphia hospitals for more intensive treatment, but all recovered. Quick action by first responders was credited with saving lives in that incident.