Winthrop-University Hospital's 2012 annual report summarizes the hospital's accomplishments in the prior year. It expanded facilities and treatment options, growing its physician network and leading the region in healthcare IT. A new Research and Academic Center was under construction to consolidate research programs and offer greater education opportunities. The hospital also saw growth in successful programs like fetal surgery and treatment of swallowing disorders. It worked to define new frontiers in areas like diabetes research while maintaining financial strength and effective management to ensure providing high quality care.
This document provides information about the Global University of Medicine and Health Sciences (GU-MED), including its mission, educational approach, administration, milestones, academic programs, campus, accreditation, and rationale. GU-MED aims to train physicians with a global health perspective using problem-based and technology-supported learning. It has received initial provisional accreditation and plans to offer an MD degree and public health programs from its campus in Providenciales, Turks and Caicos Islands. GU-MED believes its location and educational resources can help address the large unmet need for physicians in the US.
Community Medical Centers: Decade of investmentsKue Lee
Over the past decade, Community Medical Centers has made major investments in medical technology, facilities, and services to bring expert care closer to home for residents of the Central Valley. This includes being the first to offer advanced cancer treatment technology, upgrading all facilities with $75 million in technology, opening an expanded trauma and critical care center, and doubling hospital bed space. Most recently, partnerships with UCSF have expanded pediatric specialty care in the region.
This document is the 2012 annual report for UPMC CancerCenter and University of Pittsburgh Cancer Institute. It highlights three key points:
1. UPMC CancerCenter brings together physicians, researchers, and staff from across the region to provide comprehensive cancer services through its large network of centers.
2. The report summarizes accomplishments in 2012, including new facilities like the Mario Lemieux Center for Blood Cancers, clinical trials, and international partnerships.
3. UPMC CancerCenter's leadership expresses pride in the organization's progress and anticipation for continued scientific advances that will improve cancer care and work towards eliminating the disease.
Community Medical Centers has made bold investments during the last decade to ensure that Valley residents have access to the highest quality medical care and services close to home, on par with major metropolitan areas. Community has also invested hundreds of millions to educate, recruit and retain physicians in a region that has one of the lowest doctor-to-patient ratios in the state. There is no single path to addressing the chronic health challenges in a region equivalent to the size of Connecticut, Rhode Island and New Jersey combined. The approach is holistic.
Order & Unity: UT Southwestern Case Study on Imaging AppropriatenessMick Brown
On a sunny Saturday in May 2017, nearly 400 primary care physicians, specialists, nurse practitioners, physician assistants, technologists, and nurses crowded into the Gaylord Texan Convention Center in Grapevine, Tex. Despite the beautiful spring weather, participants eagerly gathered indoors to attend the second “The Right Scan from Head to Toe” radiology utilization conference, where they would learn about and discuss best practices for enhancing performance- based metrics when ordering radiology exams.
This document provides information on the board members of Enlighten Health, a not-for-profit organization dedicated to developing and delivering novel health education programs through multimedia and other innovative technologies. It introduces the chairman, Professor Richard de Steiger, and three director board members - Dr. Andrew Beischer, Associate Professor Leo Donnan, and Associate Professor Martin Richardson. It provides brief backgrounds on their medical experience and roles.
Presentation at PORTAGE (Paediatric Oncology Roundtable to Transform Access to Global Essentials) Inaugeral Meeting, hosted by Friends of Cancer Patients, Childhood Cancer International and International Society of Paediatric Oncology, 16-18 January 2018, Sharjah, UAE
The educational goals of the wiki are to create awareness among healthcare professionals about oral cancer and educate them on early cancer detection and regular cancer screenings. The wiki covers information on what oral cancer is, who is at highest risk, signs and symptoms, treatments, how to perform screenings and educate clients, and the roles of different healthcare professionals in treating oral cancer patients. It aims to promote interprofessional collaboration to increase population awareness of oral cancer.
This document provides information about the Global University of Medicine and Health Sciences (GU-MED), including its mission, educational approach, administration, milestones, academic programs, campus, accreditation, and rationale. GU-MED aims to train physicians with a global health perspective using problem-based and technology-supported learning. It has received initial provisional accreditation and plans to offer an MD degree and public health programs from its campus in Providenciales, Turks and Caicos Islands. GU-MED believes its location and educational resources can help address the large unmet need for physicians in the US.
Community Medical Centers: Decade of investmentsKue Lee
Over the past decade, Community Medical Centers has made major investments in medical technology, facilities, and services to bring expert care closer to home for residents of the Central Valley. This includes being the first to offer advanced cancer treatment technology, upgrading all facilities with $75 million in technology, opening an expanded trauma and critical care center, and doubling hospital bed space. Most recently, partnerships with UCSF have expanded pediatric specialty care in the region.
This document is the 2012 annual report for UPMC CancerCenter and University of Pittsburgh Cancer Institute. It highlights three key points:
1. UPMC CancerCenter brings together physicians, researchers, and staff from across the region to provide comprehensive cancer services through its large network of centers.
2. The report summarizes accomplishments in 2012, including new facilities like the Mario Lemieux Center for Blood Cancers, clinical trials, and international partnerships.
3. UPMC CancerCenter's leadership expresses pride in the organization's progress and anticipation for continued scientific advances that will improve cancer care and work towards eliminating the disease.
Community Medical Centers has made bold investments during the last decade to ensure that Valley residents have access to the highest quality medical care and services close to home, on par with major metropolitan areas. Community has also invested hundreds of millions to educate, recruit and retain physicians in a region that has one of the lowest doctor-to-patient ratios in the state. There is no single path to addressing the chronic health challenges in a region equivalent to the size of Connecticut, Rhode Island and New Jersey combined. The approach is holistic.
Order & Unity: UT Southwestern Case Study on Imaging AppropriatenessMick Brown
On a sunny Saturday in May 2017, nearly 400 primary care physicians, specialists, nurse practitioners, physician assistants, technologists, and nurses crowded into the Gaylord Texan Convention Center in Grapevine, Tex. Despite the beautiful spring weather, participants eagerly gathered indoors to attend the second “The Right Scan from Head to Toe” radiology utilization conference, where they would learn about and discuss best practices for enhancing performance- based metrics when ordering radiology exams.
This document provides information on the board members of Enlighten Health, a not-for-profit organization dedicated to developing and delivering novel health education programs through multimedia and other innovative technologies. It introduces the chairman, Professor Richard de Steiger, and three director board members - Dr. Andrew Beischer, Associate Professor Leo Donnan, and Associate Professor Martin Richardson. It provides brief backgrounds on their medical experience and roles.
Presentation at PORTAGE (Paediatric Oncology Roundtable to Transform Access to Global Essentials) Inaugeral Meeting, hosted by Friends of Cancer Patients, Childhood Cancer International and International Society of Paediatric Oncology, 16-18 January 2018, Sharjah, UAE
The educational goals of the wiki are to create awareness among healthcare professionals about oral cancer and educate them on early cancer detection and regular cancer screenings. The wiki covers information on what oral cancer is, who is at highest risk, signs and symptoms, treatments, how to perform screenings and educate clients, and the roles of different healthcare professionals in treating oral cancer patients. It aims to promote interprofessional collaboration to increase population awareness of oral cancer.
At our Cancer Care Center in Beloit, Wisconsin we have the most technologically advanced levels of Cancer Surgery. Call our Cancer Care Center at 608-364-5253
According to the American Cancer Society there are abou t2.9million breast cancer survivors in the, USA, including women who are still being treated. Underserved and minority women have the lowest survival and fastest-rising incidence rates.
Cancer in Asia and Role of IAEA in Offering Support to Member StatesAnja Nitzsche-Bell
Presentation delivered at Forum on Innovations and Actions Against Non-Communicable Diseases (IAAN), Asian Development Bank, Manila, Philippines, 18 July 2018
Presentation by Dr. Adam Dicker, SVP, Chair, Radiation Oncology, Jefferson University Health System- Perspectives on Data for Cancer Clinical Trials by Engaging patients.
Dubai Healthcare City signs academic partnership with Queen’sfareshassouna
Dubai Healthcare City signed an academic partnership with Queen's University Belfast to assist in developing the Mohammed Bin Rashid University of Medicine and Health Sciences and its College of Medicine in Dubai. Under the agreement, Queen's University Belfast will provide expertise in curriculum development, staff recruitment, and student admissions. The College of Medicine is scheduled to open for applications in September 2015 and enroll its first students in September 2016. The partnership aims to address the growing healthcare education needs in Dubai and the region.
This document proposes a research study to evaluate the relationship between post-graduate cancer education for nurses and patient, nurse, and hospital outcomes in cancer settings. The study would compare outcomes at Peter MacCallum Cancer Centre, which heavily subsidizes post-graduate cancer education, to four other metropolitan cancer services with less subsidized education. The study hypothesizes that patient, nurse, and hospital outcomes will be significantly better at Peter Mac. The study aims to quantitatively and qualitatively evaluate various outcome measures through outcome-based and needs-based evaluation methods to determine if relationships exist between education and outcomes.
US Federal Cancer Moonshot- One Year LaterJerry Lee
Presentation from former Cancer Moonshot Data and Technology Track Co-chairs Jerry S.H. Lee, PhD (NCI, former OVP) and Dimitri Kusnezov, PhD (DOE) to update on efforts that will help realize the Data/Tech Track's vision of a national learning healthcare system for cancer. These include NCI/DOE pilots, DOE/VA pilot, NCI GDC, DoD/VA/NCI APOLLO, NCI/GSK ATOM, and BloodPAC.
Virtual Medicine and the Role of EntrepreneursHoward Reis
This document discusses virtual medicine and opportunities for entrepreneurs. Virtual medicine, also called telemedicine, uses technology to provide clinical healthcare remotely. It is poised to grow significantly due to rising healthcare costs, more insured individuals, and reimbursement for services. While large companies have become involved, virtual medicine remains an opportunity for startups. The market need, clinical expertise, technology platforms, support systems, and current climate all contribute to chances for entrepreneurial success in areas like telemedicine platforms, telepsychology, teleradiology, and virtual healthcare providers. Wearables, big data, and machine learning also offer promising futures.
The document discusses uveal melanoma (UM) in Ireland. It notes that Ireland has the highest incidence rate of UM in the world at 17.2 cases per million population. An Irish Ocular Oncology Service was established in 2010 to treat UM patients in Dublin, as previously most were sent to Liverpool, UK for treatment. OcuMel Irl was formed in 2017 by three founding members to provide information, support, and advocacy for UM patients and their families, as there was a lack of verbal or written information from the health service. OcuMel Irl's goals are to continue advocating for UM patients, create awareness, support research collaborations, and work towards standardizing surveillance and treatment pathways.
This document discusses micro planning aspects for hospital projects. It addresses factors like minimizing distances traveled by patients and staff within the hospital, compact building designs, adequate parking, landscaping, proper relationships between departments, centralized locations for stores, CSSD, kitchen, and laundry, safe placement of gas lines, accommodation for staff, workshops, and HVAC needs. The presentation covers key spatial and functional considerations for efficient and effective hospital design and project management at the micro level.
This document provides a project report for a Hospital Management System developed as part of an MCA degree program. It includes an introduction outlining the objectives to develop a computerized system to more efficiently store and retrieve hospital information. The report describes the hardware and software requirements including the use of Java, databases, and tools. It explains the scope of the project and provides an acknowledgment.
This document provides an initial assessment of a proposed new Master's program at Yerevan State Medical University. It summarizes the status quo, including existing national legislation and Master's programs at the university. It then describes the proposed curriculum structure, learning outcomes, teaching methods, and requirements for the new Public Health Master's program. Key aspects covered include courses in hygiene, epidemiology, social medicine, management, and biostatistics. The program is designed to be 120 ECTS over two years and to prepare graduates for careers in public health organizations and health care management.
Presented at "Hospital Management 2015" Program, Hospital Administration School, Faculty of Medicine Ramathibodi Hospital, Mahidol University, Thailand on August 18, 2015
The document lists over 200 mini project ideas for VB and MS Access covering a wide range of domains including education, healthcare, transportation, inventory, banking, and more. Example project types include interactive feedback systems, railway management systems, employee loan systems, inventory systems, school management systems, and hospital management systems.
As the effects of reform continue to implement changes to our nation’s health care structure, providers find themselves forced to act quickly amidst the resultant chaos. Nowhere is the confusion more apparent than when it comes to issues of compliance.
Contact Craig Garner for more information (craig (at) craiggarner (dot) com) or visit
http://craiggarner.com/compliance/.
Embrace Project Report: Hospital Project for Ethnic MinorityJackson Choi
The document summarizes research conducted on improving medical experiences for ethnic minority patients at Pok Oi Hospital. It found that language barriers, cultural differences, and lack of understanding of the healthcare system caused stress, frustration and a sense of discrimination for these patients. Current solutions provided interpreters and educational materials, but communication issues persisted. The project aims to design solutions that overcome language barriers and effectively convey healthcare information to ethnic minority patients.
The document provides an overview of a project report on a Hospital Management System. It includes an introduction describing the purpose and scope of the system. It then discusses the overall description, including goals, background on existing hospital processes, project requirements, user characteristics, and constraints. Finally, it analyzes the feasibility of the system from technical, economic, operational, and schedule perspectives. The system aims to automate hospital workflows and improve accuracy, reliability, and immediate access to information.
Case management involves eight key activities: assessment, planning, implementation, coordination, monitoring, evaluation, outcomes measurement, and general activities. It is a collaborative process that helps ensure a client's needs are met in a quality, cost-effective manner. Case managers at Medina Hospital focus on discharge planning, utilization review, and tracking avoidable days to facilitate positive patient outcomes and reduce financial risk for the facility.
The document provides an overview of hospital design and functional relationships. It defines a hospital and classifies different hospital types. It discusses general hospital building attributes and requirements such as departments, circulation, zoning, and relationships between key areas. Functional relationships are important in hospital design to ensure efficient patient and staff flow. Diagrams illustrate proposed relationships between inpatient, outpatient, diagnostic, administrative and support areas.
This document provides a project report for developing a Hospital Management System. It includes requirements for key functions like patient registration, assigning patient IDs, generating reports on patient and bed information, and updating patient records in the database. The system is intended to automate manual paper-based processes currently used by the hospital. It will utilize web-based and MySQL database technologies with a Windows development environment.
The document discusses the founding and purpose of the ISACA UW student chapter at the University of Washington. It was founded to raise awareness about the importance of information security and risk management. The chapter will provide learning opportunities for students through events with industry professionals and hands-on experience. The goal is to engage students in the field and attract a diverse workforce to address challenges in keeping networks secure.
At our Cancer Care Center in Beloit, Wisconsin we have the most technologically advanced levels of Cancer Surgery. Call our Cancer Care Center at 608-364-5253
According to the American Cancer Society there are abou t2.9million breast cancer survivors in the, USA, including women who are still being treated. Underserved and minority women have the lowest survival and fastest-rising incidence rates.
Cancer in Asia and Role of IAEA in Offering Support to Member StatesAnja Nitzsche-Bell
Presentation delivered at Forum on Innovations and Actions Against Non-Communicable Diseases (IAAN), Asian Development Bank, Manila, Philippines, 18 July 2018
Presentation by Dr. Adam Dicker, SVP, Chair, Radiation Oncology, Jefferson University Health System- Perspectives on Data for Cancer Clinical Trials by Engaging patients.
Dubai Healthcare City signs academic partnership with Queen’sfareshassouna
Dubai Healthcare City signed an academic partnership with Queen's University Belfast to assist in developing the Mohammed Bin Rashid University of Medicine and Health Sciences and its College of Medicine in Dubai. Under the agreement, Queen's University Belfast will provide expertise in curriculum development, staff recruitment, and student admissions. The College of Medicine is scheduled to open for applications in September 2015 and enroll its first students in September 2016. The partnership aims to address the growing healthcare education needs in Dubai and the region.
This document proposes a research study to evaluate the relationship between post-graduate cancer education for nurses and patient, nurse, and hospital outcomes in cancer settings. The study would compare outcomes at Peter MacCallum Cancer Centre, which heavily subsidizes post-graduate cancer education, to four other metropolitan cancer services with less subsidized education. The study hypothesizes that patient, nurse, and hospital outcomes will be significantly better at Peter Mac. The study aims to quantitatively and qualitatively evaluate various outcome measures through outcome-based and needs-based evaluation methods to determine if relationships exist between education and outcomes.
US Federal Cancer Moonshot- One Year LaterJerry Lee
Presentation from former Cancer Moonshot Data and Technology Track Co-chairs Jerry S.H. Lee, PhD (NCI, former OVP) and Dimitri Kusnezov, PhD (DOE) to update on efforts that will help realize the Data/Tech Track's vision of a national learning healthcare system for cancer. These include NCI/DOE pilots, DOE/VA pilot, NCI GDC, DoD/VA/NCI APOLLO, NCI/GSK ATOM, and BloodPAC.
Virtual Medicine and the Role of EntrepreneursHoward Reis
This document discusses virtual medicine and opportunities for entrepreneurs. Virtual medicine, also called telemedicine, uses technology to provide clinical healthcare remotely. It is poised to grow significantly due to rising healthcare costs, more insured individuals, and reimbursement for services. While large companies have become involved, virtual medicine remains an opportunity for startups. The market need, clinical expertise, technology platforms, support systems, and current climate all contribute to chances for entrepreneurial success in areas like telemedicine platforms, telepsychology, teleradiology, and virtual healthcare providers. Wearables, big data, and machine learning also offer promising futures.
The document discusses uveal melanoma (UM) in Ireland. It notes that Ireland has the highest incidence rate of UM in the world at 17.2 cases per million population. An Irish Ocular Oncology Service was established in 2010 to treat UM patients in Dublin, as previously most were sent to Liverpool, UK for treatment. OcuMel Irl was formed in 2017 by three founding members to provide information, support, and advocacy for UM patients and their families, as there was a lack of verbal or written information from the health service. OcuMel Irl's goals are to continue advocating for UM patients, create awareness, support research collaborations, and work towards standardizing surveillance and treatment pathways.
This document discusses micro planning aspects for hospital projects. It addresses factors like minimizing distances traveled by patients and staff within the hospital, compact building designs, adequate parking, landscaping, proper relationships between departments, centralized locations for stores, CSSD, kitchen, and laundry, safe placement of gas lines, accommodation for staff, workshops, and HVAC needs. The presentation covers key spatial and functional considerations for efficient and effective hospital design and project management at the micro level.
This document provides a project report for a Hospital Management System developed as part of an MCA degree program. It includes an introduction outlining the objectives to develop a computerized system to more efficiently store and retrieve hospital information. The report describes the hardware and software requirements including the use of Java, databases, and tools. It explains the scope of the project and provides an acknowledgment.
This document provides an initial assessment of a proposed new Master's program at Yerevan State Medical University. It summarizes the status quo, including existing national legislation and Master's programs at the university. It then describes the proposed curriculum structure, learning outcomes, teaching methods, and requirements for the new Public Health Master's program. Key aspects covered include courses in hygiene, epidemiology, social medicine, management, and biostatistics. The program is designed to be 120 ECTS over two years and to prepare graduates for careers in public health organizations and health care management.
Presented at "Hospital Management 2015" Program, Hospital Administration School, Faculty of Medicine Ramathibodi Hospital, Mahidol University, Thailand on August 18, 2015
The document lists over 200 mini project ideas for VB and MS Access covering a wide range of domains including education, healthcare, transportation, inventory, banking, and more. Example project types include interactive feedback systems, railway management systems, employee loan systems, inventory systems, school management systems, and hospital management systems.
As the effects of reform continue to implement changes to our nation’s health care structure, providers find themselves forced to act quickly amidst the resultant chaos. Nowhere is the confusion more apparent than when it comes to issues of compliance.
Contact Craig Garner for more information (craig (at) craiggarner (dot) com) or visit
http://craiggarner.com/compliance/.
Embrace Project Report: Hospital Project for Ethnic MinorityJackson Choi
The document summarizes research conducted on improving medical experiences for ethnic minority patients at Pok Oi Hospital. It found that language barriers, cultural differences, and lack of understanding of the healthcare system caused stress, frustration and a sense of discrimination for these patients. Current solutions provided interpreters and educational materials, but communication issues persisted. The project aims to design solutions that overcome language barriers and effectively convey healthcare information to ethnic minority patients.
The document provides an overview of a project report on a Hospital Management System. It includes an introduction describing the purpose and scope of the system. It then discusses the overall description, including goals, background on existing hospital processes, project requirements, user characteristics, and constraints. Finally, it analyzes the feasibility of the system from technical, economic, operational, and schedule perspectives. The system aims to automate hospital workflows and improve accuracy, reliability, and immediate access to information.
Case management involves eight key activities: assessment, planning, implementation, coordination, monitoring, evaluation, outcomes measurement, and general activities. It is a collaborative process that helps ensure a client's needs are met in a quality, cost-effective manner. Case managers at Medina Hospital focus on discharge planning, utilization review, and tracking avoidable days to facilitate positive patient outcomes and reduce financial risk for the facility.
The document provides an overview of hospital design and functional relationships. It defines a hospital and classifies different hospital types. It discusses general hospital building attributes and requirements such as departments, circulation, zoning, and relationships between key areas. Functional relationships are important in hospital design to ensure efficient patient and staff flow. Diagrams illustrate proposed relationships between inpatient, outpatient, diagnostic, administrative and support areas.
This document provides a project report for developing a Hospital Management System. It includes requirements for key functions like patient registration, assigning patient IDs, generating reports on patient and bed information, and updating patient records in the database. The system is intended to automate manual paper-based processes currently used by the hospital. It will utilize web-based and MySQL database technologies with a Windows development environment.
The document discusses the founding and purpose of the ISACA UW student chapter at the University of Washington. It was founded to raise awareness about the importance of information security and risk management. The chapter will provide learning opportunities for students through events with industry professionals and hands-on experience. The goal is to engage students in the field and attract a diverse workforce to address challenges in keeping networks secure.
Hospital Readmissions Reduction Program: Keys to SuccessHealth Catalyst
Avoidable readmissions are a major financial major problem for the healthcare industry, especially for government payers. To tackle this problem, CMS launched the Hospital Readmissions Reduction Program (HRRP). While some hospitals may be able to absorb the financial penalties under HRRP, they still need to track increasingly complex reporting metrics. Most tracking solutions are inadequate for today’s complicated reporting needs. A healthcare enterprise data warehouse and analytics applications, however, are designed to solve the numerous reporting burdens. When used together, they also deliver a robust solution that enables hospitals to track and drive real cost and quality improvement initiatives, all without the need for users to be technical experts.
Researchers at Peninsula Health are conducting several studies:
1) A study validating the use of 3D printing for surgical planning by creating models from CT scans and getting surgeon feedback.
2) The first study examining the impact of simulation-based falls prevention training for health profession students on actual patient falls.
3) A study comparing different aquatic physiotherapy exercises for improving balance and reducing falls in Parkinson's disease patients.
4) A study examining the accuracy of radiographer comments on x-rays of broken arms and legs to see if they can help in the emergency department.
This document provides an overview of news and events from Gold Coast Health in June/July 2015. It discusses several topics:
- A staff competition that is benefiting patients by funding innovative ideas. Winners received over $200,000 for projects.
- Free flu vaccines now being available for Indigenous children under 5 through the Kalwun Health Service.
- The annual Nursing and Midwifery Excellence Awards that recognized outstanding nurses and midwives.
- Preparations that care facilities are taking for the upcoming winter, including vaccination and flu recognition training.
- A volunteer who was honored for 30 years of service at Gold Coast Health.
London Health Sciences Center_Annual Report_2022_FIN_AccessibilityUpdate.pdfpaul young cpa, cga
The annual report summarizes London Health Sciences Centre's (LHSC) activities and finances for the 2021-2022 fiscal year. It highlights how LHSC prepared for and responded to the ongoing COVID-19 pandemic through initiatives like training additional nurses for critical care, conducting over 1 million COVID-19 tests, and establishing a vaccinated workforce. The report also describes how LHSC served the community through programs and research related to areas like heart health, sepsis treatment, and pediatric chronic pain. Financially, LHSC ended the year in a balanced position despite the challenges of the pandemic.
We've produced an annual report for the West of England Academic Health Science Network to showcase how the organisation is helping to enhance healthcare delivery.
ScHARR Health Economics and Decision Sciencs (HEDS) Newsletter- Summer 2015ScHARR HEDS
The Health Economics and Decision Science department at the University of Sheffield is developing a new patient-reported outcome measure called Recovering Quality of Life (ReQoL) to assess quality of life for people with mental health difficulties. ReQoL will consist of seven themes identified from a literature review and patient interviews. Over 1,000 patients will help validate an initial pool of 61 questions across clinical settings. Psychometric analysis will produce short and long versions of ReQoL. Validation work will continue into 2016, with the goal of providing a new tool for evaluating mental healthcare outcomes in both clinical practice and economic studies.
The UK is at the forefront of the global pharmaceutical industry. As well as developing new medicines for many diseases, the pharmaceutical industry in the UK provides many other benefits to the British economy, including income, employment, expertise and major investment.
Let us share with you our successes, impacts and performance over the past year. The Innovation Agency is proud to bring you our Annual Report for 2015/16.
Digital Therapeutics / Digital Health Innovation Rawane Jabara
Ampersand & Ampersand is an award-winning social impact business focused on healthcare innovation through digital platforms. They have co-created products focused on human capital management and chronic care management that can be licensed to hospitals. They partner with innovators in healthcare to use technology to improve patient and provider outcomes. Their services include strategic consulting, creative services, and developing digital tools for patients, clinicians and administrators.
The document discusses the Campaign for Providence, a $25 million fundraising effort to support Providence Regional Medical Center. The campaign has already enabled the construction of the new Cymbaluk Medical Tower, but additional funds are needed to upgrade existing facilities, expand technology, and enhance programs to fully realize the vision of being one of the most advanced healthcare institutions in the Pacific Northwest. The document highlights the state-of-the-art amenities and capacity for future growth built into the new medical tower to serve the growing region for decades to come.
This document provides information on ongoing research projects within the Biostatistics, Epidemiology and Scientific Computing department at King Faisal Specialist Hospital & Research Centre. It describes two ongoing registry projects - the Thromboembolic Disorders Registry established in 2001 to study thromboembolic episodes and bleeding disorders during anticoagulation therapy, and the Cleft Lip and Palate Registry established in 1999 to determine the type and prevalence of cleft lip and palate in the hospital's patient population and contribute to reporting. The document gives background and objectives for each registry.
Medipex innovation awards 2015 press releaseScott Miller
The document summarizes the winners of the eleventh annual Medipex NHS Innovation Awards and Showcase. Seven teams were awarded across five categories for their innovative projects that improve patient care and make NHS services more efficient. The winners included mobile apps to improve doctor training feedback and patient communication, and initiatives to deliver intravenous treatments and orthotics at home. The awards recognize pioneering ideas developed collaboratively between NHS staff, universities, charities, and businesses.
The Ohio State University State of the Medical Center presentation: Improving People’s Lives through Personalized Health Care as presented by on Jan. 26, 4 p.m. in 160 Meiling Hall.
Hear directly from Steven G. Gabbe, MD, CEO, OSU Medical Center, about our accomplishments and new opportunities to enhance our growth and improve our performance.
Why Precision Medicine and Personalized Healthcare and Why Now? Links to Canada’s Rare Disease Strategy The Future is Now
1) Marc LePage, Genome Canada
2) Michael Duong, Roche
3) Danica Stanimirovic, National Research Council
4) Daniel Gaudet, University of Montreal
5) Christine Dalgleish, Patient Perspective
6) Jamie Bruce, Khure Health
We are delighted and excited to share some of the great work that has been taking place across Wessex to support the WHO World Patient Safety Day. The objectives of World Patient Safety Day are to increase public awareness and engagement, enhance global understanding, and spur global solidarity and action to promote patient safety.
This document summarizes Cisco's Connected Healthy Children Initiative, which creates a Virtual Pediatric Network (VPN) to improve pediatric cancer care. The VPN brings together pediatric oncologists from six medical centers using Cisco TelePresence video conferencing. This allows experts to collaborate and share clinical information to provide personalized cancer treatment for children. The long-term goal is for the VPN model to help 30% of children with cancer in the US through shared knowledge and collective intelligence of medical experts.
The document provides an update on the progress and accomplishments of the Nemours Center for Childhood Cancer Research (NCCCR). Key points include:
- NCCCR has established collaborations with other institutions to integrate childhood cancer research efforts and leverage resources to become a national leader.
- Major accomplishments include establishing monthly research translation meetings between clinicians and researchers, and creating one of the few pediatric tumor banks in the US to facilitate biomarker discovery.
- The vision is to develop strategies to advance childhood cancer screening, diagnosis, treatment and prevention, with a focus on identifying biomarkers, developing drug delivery approaches, and discovering new drugs.
Annual plan doc v28 final public version rev contents page final 30july09Terence Reeves
The document provides an annual plan for 2009/10 for a public hospital trust. It summarizes the past year's performance, including achieving infection reduction targets, implementing productivity programs, and preparing for a new hospital facility. It outlines the trust's vision to be a leading provider of specialized services, renowned research center, and local hospital. Key challenges discussed are the economic downturn reducing public funding and increased competitive procurement of services. The plan emphasizes maintaining quality care amid these challenges through productivity gains and efficiency programs.
Histololgy of Female Reproductive System.pptxAyeshaZaid1
Dive into an in-depth exploration of the histological structure of female reproductive system with this comprehensive lecture. Presented by Dr. Ayesha Irfan, Assistant Professor of Anatomy, this presentation covers the Gross anatomy and functional histology of the female reproductive organs. Ideal for students, educators, and anyone interested in medical science, this lecture provides clear explanations, detailed diagrams, and valuable insights into female reproductive system. Enhance your knowledge and understanding of this essential aspect of human biology.
Breast cancer: Post menopausal endocrine therapyDr. Sumit KUMAR
Breast cancer in postmenopausal women with hormone receptor-positive (HR+) status is a common and complex condition that necessitates a multifaceted approach to management. HR+ breast cancer means that the cancer cells grow in response to hormones such as estrogen and progesterone. This subtype is prevalent among postmenopausal women and typically exhibits a more indolent course compared to other forms of breast cancer, which allows for a variety of treatment options.
Diagnosis and Staging
The diagnosis of HR+ breast cancer begins with clinical evaluation, imaging, and biopsy. Imaging modalities such as mammography, ultrasound, and MRI help in assessing the extent of the disease. Histopathological examination and immunohistochemical staining of the biopsy sample confirm the diagnosis and hormone receptor status by identifying the presence of estrogen receptors (ER) and progesterone receptors (PR) on the tumor cells.
Staging involves determining the size of the tumor (T), the involvement of regional lymph nodes (N), and the presence of distant metastasis (M). The American Joint Committee on Cancer (AJCC) staging system is commonly used. Accurate staging is critical as it guides treatment decisions.
Treatment Options
Endocrine Therapy
Endocrine therapy is the cornerstone of treatment for HR+ breast cancer in postmenopausal women. The primary goal is to reduce the levels of estrogen or block its effects on cancer cells. Commonly used agents include:
Selective Estrogen Receptor Modulators (SERMs): Tamoxifen is a SERM that binds to estrogen receptors, blocking estrogen from stimulating breast cancer cells. It is effective but may have side effects such as increased risk of endometrial cancer and thromboembolic events.
Aromatase Inhibitors (AIs): These drugs, including anastrozole, letrozole, and exemestane, lower estrogen levels by inhibiting the aromatase enzyme, which converts androgens to estrogen in peripheral tissues. AIs are generally preferred in postmenopausal women due to their efficacy and safety profile compared to tamoxifen.
Selective Estrogen Receptor Downregulators (SERDs): Fulvestrant is a SERD that degrades estrogen receptors and is used in cases where resistance to other endocrine therapies develops.
Combination Therapies
Combining endocrine therapy with other treatments enhances efficacy. Examples include:
Endocrine Therapy with CDK4/6 Inhibitors: Palbociclib, ribociclib, and abemaciclib are CDK4/6 inhibitors that, when combined with endocrine therapy, significantly improve progression-free survival in advanced HR+ breast cancer.
Endocrine Therapy with mTOR Inhibitors: Everolimus, an mTOR inhibitor, can be added to endocrine therapy for patients who have developed resistance to aromatase inhibitors.
Chemotherapy
Chemotherapy is generally reserved for patients with high-risk features, such as large tumor size, high-grade histology, or extensive lymph node involvement. Regimens often include anthracyclines and taxanes.
Travel vaccination in Manchester offers comprehensive immunization services for individuals planning international trips. Expert healthcare providers administer vaccines tailored to your destination, ensuring you stay protected against various diseases. Conveniently located clinics and flexible appointment options make it easy to get the necessary shots before your journey. Stay healthy and travel with confidence by getting vaccinated in Manchester. Visit us: www.nxhealthcare.co.uk
8 Surprising Reasons To Meditate 40 Minutes A Day That Can Change Your Life.pptxHolistified Wellness
We’re talking about Vedic Meditation, a form of meditation that has been around for at least 5,000 years. Back then, the people who lived in the Indus Valley, now known as India and Pakistan, practised meditation as a fundamental part of daily life. This knowledge that has given us yoga and Ayurveda, was known as Veda, hence the name Vedic. And though there are some written records, the practice has been passed down verbally from generation to generation.
Lecture 6 -- Memory 2015.pptlearning occurs when a stimulus (unconditioned st...AyushGadhvi1
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Winthrop 2012 annual report designed by Curran & Connors
1. Winthrop-University Hospital :: 2012 Annual Report
Education / Healthcare / Research
Winthrop-University Hospital 2012 Annual Report
259 First Street
Mineola NY 11501
516-663-0333
winthrop.org
defining
healthcare and much more
2. Defining Healthcare and Much More
quality
care
quality
care
Winthrop-University Hospital :: 2012 Annual Report
teaching
teaching
research
research
Insets:
Students in the Simulation Center
Eitan Akirav, PhD, Research Scientist
Winthrop is about
Annual Report Design: Curran & Connors, Inc. / www.curran-connors.com
patient
safety
On the cover:
TAVR Team left to right:
Kevin P. Marzo, MD, Chief, Division of Cardiology
Scott Schubach, MD, Chairman of TCV Surgery
John A. Goncalves, MD, Chief, Division of Cardiothoracic Surgery
Richard Schwartz, DO, Director of Cardiovascular Outreach
patient
safety
Winthrop is about
3. Defining Healthcare and Much More
Winthrop-University Hospital’s mission is to provide high quality, safe, culturally
competent, and comprehensive healthcare services in a teaching and research
environment which improve the health and well-being of the residents of Nassau
County and contiguous county areas…based on a profound commitment to an
enduring guiding principle, “Your Health Means Everything.”
2012
defining healthcare and much more
Page 1
4. Winthrop-University Hospital :: 2012 Annual Report
“Winthrop has harnessed the
power of its management, medical and academic acumen to
grow and thrive in a responsible
manner that will ensure we
continue to meet the needs
of our patients now and in
the future.”
Page 2
Charles M. Strain, Chairman of the Board
John F. Collins, President & Chief Executive Officer
5. Defining Healthcare and Much More
to our friends:
A Message from the President & CEO and Chairman of the Board
It is with great pleasure that we report on Winthrop-University Hospital’s accomplishments for 2012,
one of the most impressive years in our history in terms of programmatic expansion.
At a time in which healthcare institutions are challenged by economic and national health policy
realities, Winthrop has harnessed the power of its management, medical and academic acumen
to grow and thrive in a responsible manner that will ensure we continue to meet the needs of our
patients now and in the future.
We have experienced expansion of both
our facilities and the treatment options
we offer patients. We’ve grown our
physician network, continued to lead
our region in the use of information
technology and set in motion a number
of plans that will bring the highest level
of care to Long Island and beyond.
Building for the future
One of the most visible manifestations of
our progress is the active construction
site along Mineola Boulevard where we
broke ground in 2012 for our Research
and Academic Center.
The Center last year was awarded a
grant of $1,000,000 from the Regional
Economic Development Council that
will be used to help defray the cost of
construction. Forty-five permanent new
jobs are expected to be created by the
Center, as well as countless construction
jobs during the course of completion.
The 95,000-square-foot, five-story
building will consolidate our research
programs into one location, will offer
our faculty, medical students and residents greater access to research, and
will allow us to perform more bench-tobedside research. This ability to combine basic science, clinical application
and medical education is invaluable.
Combined with a full-featured simulation
lab, the education and training opportunities offered by the Center will transform medical education in our region.
As a result of our successful redesign
of patient care toward more outpatient
services, we doubled the size of our
Ambulatory Surgery Center to accommodate the increasing number of
patients and procedures performed
on an ambulatory basis.
Preliminary planning began last year
to add a new tower to expand bed
capacity, as well as expand our highly
successful CyberKnife radiosurgery
program into Manhattan.
Financial strength
Our accomplishments are possible,
in part, because our financial position
remains strong. In 2012, total operating
revenues reached $1 billion and our
market share remained steady at 16%.
The financial community recognized
our financial health with the successful
sale in October 2012 of $130,180,000
in revenue bonds through the Nassau
County Local Economic Assistance
Corporation. The issue was awarded
investment-grade ratings of Baa1 and
BBB+ by Moody’s Investor Service and
Fitch Ratings, respectively.
A portion of the proceeds were used
to refinance outstanding debt, yielding
$19 million in net present value debt
service savings, with the remainder of
the proceeds being allocated for the
Research and Academic Center.
In a further demonstration that our
sterling reputation for effective management and exceptional responsiveness
to community needs is recognized, a
$25 million capital campaign for the
Center already has achieved 60 percent
of its target.
Page 3
6. Winthrop-University Hospital :: 2012 Annual Report
Innovation in clinical care
Our most important job is bringing to
the community the most up-to-date,
effective healthcare, and our 2012
accomplishments in this area are
significant.
Patients in need of heart valve replacement whose frail condition makes them
ineligible for open heart surgery have
new hope. Last year, Winthrop was
selected as one of only about 70 hospitals and medical centers in the United
States to offer Transcatheter Aortic
Valve Replacement (TAVR) and currently
performs the most TAVR procedures in
the region. In fact, during 2012, Winthrop
performed 64 TAVR procedures. (As of
this printing, Winthrop has performed
over 100, making it perhaps the busiest
center in the U.S.).
The procedure involves cardiologists
and cardiothoracic surgeons working as
a team to insert the new valve through
an artery in the groin and then guide
it into place, eliminating the need for
invasive surgery. Winthrop currently is
participating in a clinical trial to use the
technique for intermediate-risk valve
replacement.
The hospital’s first computer-assisted
total knee replacement was performed
last year. The procedure utilizes an
advanced cutting guide that greatly
enhances the accuracy of the replacement knee’s fit.
In response to the community need for
dental care and as part of our academic
mission to train healthcare providers of
the future, we completed planning of
our Center for Family Dental Medicine
which opened in early 2013.
Expanding successful programs
Our pioneering fetal surgery program
continued to grow last year as more
Page 4
physicians and neighboring hospitals
referred expectant parents. Using minimally invasive techniques, surgery can
be performed in utero to treat such
conditions as fetal anemia, twin-to-twin
transfusion syndrome and fetal/placental
tumors, with much lower risk than traditional surgery.
Winthrop pioneered a novel treatment
for a swallowing disorder called achalasia
that allows definitive surgical incision of
the sphincter muscle without the invasiveness of laparoscopic surgery. Since
2009, Winthrop—the first center in the
United States to perform this advanced
technique known as peroral (through the
mouth) endoscopic myotomy (POEM)—
has treated more than 85 patients.
Physicians from around the world look to
us for training in advanced techniques
such as POEM. With the goal of exposing
participants to novel technologies and
techniques that may shape the future of
endoscopy, Stavros Stavropoulos, MD,
Director of Gastrointestinal Endoscopy
and Director of the Program in Advanced
Gastrointestinal Endoscopy (PAGE) at
Winthrop, conceptualized the Long
Island Live Endoscopy Course. This
annual course—which has doubled in
attendance since its inception in 2009—
brings together health professionals to
experience live, challenging endoscopy
cases performed in Winthrop’s endoscopy unit and broadcast in real time
through a live webcast.
In the area of cancer care, Winthrop has
established itself as a world leader in
use of CyberKnife radiosurgery, particularly for treating prostate cancer. This
technology utilizes highly targeted radiation beams rather than actual surgery
to treat both benign and malignant
tumors. Our radiation oncology team
also applies its experience with this
technique to treat patients with other
cancers, such as brain and lung tumors,
and also is involved in a promising clinical trial utilizing CyberKnife treatment
for breast cancer patients undergoing
lumpectomy.
New frontiers of science
Our expanding research program continues to emphasize investigation of
chronic illnesses affecting our local
community, including diabetes, obesity
and neurodegenerative diseases, such
as amyotrophic lateral sclerosis (ALS).
Of particular importance, last year
marked the commencement of par
ticipation in a National Institutes of
Health-funded study to determine if
methotrexate, an anti-inflammatory
drug, can reduce the risk of heart attack
and stroke in patients with diabetes.
Winthrop will be collaborating with Paul
Ridker, MD, MPH, the Eugene Braunwald
Professor of Medicine at the Harvard
Medical School, for the multi-year study,
and our researchers will both monitor
enrolled patients and perform additional
research.
In other diabetes-related research,
Winthrop scientists, collaborating with
colleagues from other institutions, are
unlocking the mysteries of beta cells.
These cells are responsible for creating
and releasing insulin.
7. Defining Healthcare and Much More
defining
clinical leadership
Department Chairs: Top row, left to right: Scott Schubach, MD, Chairman of TCV Surgery; Aaron Katz, MD, Chairman of Urology; Michael Niederman, MD,
Chairman of Medicine; Anthony Vintzileos, MD, Chairman of OB/GYN; Mark Stecker, MD, Chairman of Neurosciences; James Capozzi, MD, Chairman of
Orthopaedic Surgery; Collin Brathwaite, MD, Chairman of Surgery; and Warren Rosenfeld, MD, Chairman of Pediatrics.
Bottom row, left to right: Virginia Donovan, MD, Chairman of Pathology; Barry Rosenthal, MD, Chairman of Emergency Medicine; Orlando Ortiz, MD,
Chairman of Radiology; Joseph Greco, MD, Chairman of Anesthesiology; Francis Faustino, MD, Chairman of Family Medicine; Michael Ammazzalorso, MD,
Chief Medical Officer.
Page 5
8. Winthrop-University Hospital :: 2012 Annual Report
Academic Leadership: Left to right: Steven P. Shelov, MD, MS,
Associate Dean, Undergraduate Medical Education, Winthrop Clinical
Campus, Stony Brook University School of Medicine; Susan Guralnick,
MD, Designated Institutional Official, Associate Dean, Graduate
Medical Education and Student Affairs, Winthrop Clinical Campus,
Stony Brook University School of Medicine; Jack R. Scott, EdD, MPH,
Assistant Dean, Faculty Development & Curriculum, Winthrop Clinical
Campus, Stony Brook University School of Medicine.
Physician Hospital Organization (PHO)
Committee: Left to right: Robert Bartolomeo,
MD, FACP, FACG, Chairman of Winthrop PHO,
Inc.; Palmira M. Cataliotti, CPA, FHFMA,
Senior Vice President and Chief Financial
Officer, Treasurer of Winthrop PHO, Inc.;
Armando D’Arduini, MD, Additional Director
of Winthrop PHO, Inc.; Barbara Kohart Kleine,
Senior Vice President, Administration, Presi
dent and Chief Financial Officer, Secretary
of Winthrop PHO, Inc.; Michael Ammazzalorso,
MD, Chief Medical Officer, Additional Director
of Winthrop PHO, Inc.
Paul Harnick, MD, Vice Chair of Winthrop
PHO, Inc., is missing from the photo.
Nursing Leadership: Front row, left to right: Elaine Rowinski, RN, MPS, CEN, CCRN, Director of Nursing, Division of Cardiology; Valerie T. Terzano, MSN, RN,
NEA-BC, Senior Vice President, Chief Nursing Officer; Diane Bendelier, RN, CPAN, Director of Perioperative Services; Christine Marsiello, MSN, RN-BC, CCRN,
Director of Professional Nursing Practice and Education; Maura Corvino, RN, MSOL, CEN, Director of Nursing Emergency Department; Janet Shehata, MSN, RN,
OCN, Director of Nursing Oncology Services; Eileen Magri, MSN, RN, NE-BC, Director of Nursing Maternal Child Health.
Back row, left to right: Rita Roberts, RN, CNOR, Assistant Vice President, Perioperative Services; Lee Moldowsky, MSN, RN, BC, Nursing Quality Improvement
Coordinator; Joan Marchiselli, MS, RN, NE-BC, Administrator, Continuous Compliance; Theresa Criscitelli, EdD(c), RN, CNOR, Assistant Director of Professional
Nursing Practice and Education; Donna Caccavale, RN, BSN, MBA—Director of Nursing Critical Care.
Page 6
9. Defining Healthcare and Much More
Academic excellence
The pioneer class of Stony Brook Univer
sity School of Medicine students who
selected Winthrop to complete the final
two years of their full-time medical education on our clinical campus entered
their fourth and final year in 2012 and
will graduate in 2013. It is a moment of
great pride to watch these young physicians move on to continue their educational journey.
Assuming full responsibility for medical
student training has added depth and
breadth to our patient care, and we are
pleased that applications to study on
our campus continue to increase and to
exceed our capacity.
Education at every level—novice through
experienced physician—and in varied
disciplines ranging from nursing to
pharmacy, is pivotal to our objective to
become one of the premier academic
medical centers in the United States.
Effective management
Effective management rests on capable,
dedicated leadership and a focus on
continuous improvement. The longevity
of our top leadership team, as well as
the cohesiveness of our board of directors, is a major factor in our success.
We are pleased to report that last year
we met our objective of a full complement of department chairs, adding
leaders in neuroscience, urology and
podiatry. These talented professionals
will not only manage their respective
departments, but also will have academic responsibilities for teaching
and research.
Of particular note is the Surgery Depart
ment which, under the leadership of its
newly appointed chair, Collin Brathwaite,
MD, has expanded its surgical oncology
program and is offering new modalities
for pancreatic cancer treatment. In 2012,
the Department successfully recruited
John Allendorf, MD, FACS, a renowned
pancreatic cancer surgical expert, formerly at Columbia Presbyterian Hospital,
to head this new effort. He also will
serve as department Vice Chairman.
In the area of continuous improvement,
we reorganized our quality and patient
safety activities to better reflect our
renewed commitment in this area. Last
year, we appointed a Chief Quality
Officer and a Patient Safety Officer,
both reporting directly to the president.
The emphasis on quality and patient
safety is visible throughout the hospital,
with everyone from medical students
and staff to nurses and physicians participating in education and process
improvement projects all focused on
ensuring that Winthrop remains a highreliability institution.
Our early adoption of, and significant
investment in, healthcare information
technology is greatly advancing our
quality and patient safety efforts. As a
matter of fact, Winthrop was named by
Hospitals & Health Networks magazine
as one of the nation’s “Most Wired”
hospitals in 2012.
Cognizant of the need to nurture new
ways to improve care, Winthrop is
participating in the New York State
Digital Health Accelerator Program,
an initiative to help early- and growthstage companies bring cutting-edge
technology to the healthcare community.
We are piloting a telephonic patient
communication system that will facilitate
follow-up after discharge.
As one of the first hospitals in the nation
to attest to Phase 1 Meaningful Use of
Healthcare IT, we last year embarked on
Phase 2. Attesting to meaningful use is
the first stage of a long-range program
to create a nationwide IT infrastructure
that will connect providers and patients
through compatible, standardized electronic health records systems.
Building on success
We have endeavored here to provide just
a taste of the many accomplishments of
the men and women who every day give
their best to our patients, and we invite
you to read on. Our board members,
volunteers, administrators, physicians,
nurses, other health professionals, and
staff strive every day to make each
patient’s experience a positive one.
While they harness the benefits of technology, they never forget that the human
touch is, perhaps, the most effective
medicine. They never forget our solemn
commitment to you—“Your Health
Means Everything.”
Sincerely,
Among our recent accomplishments
is equipping the entire hospital with
wireless cardiac telemetry capability,
allowing patients with pre-existing cardiac issues to be monitored within any
unit of the hospital, rather than having
to be moved to a cardiac unit.
Charles M. Strain,
John F. Collins,
Chairman of the Board
President & CEO
Page 7
10. Winthrop-University Hospital :: 2012 Annual Report
defining
advances in medicine
our most important job is bringing to the community
the most up-to-date, effective healthcare, and our
2012 accomplishments in this area are significant.
Page 8
11. Defining Healthcare and Much More
Winthrop-University Hospital is the first and leading center in the U.S. to perform the Peroral Endoscopic Myotomy (POEM) procedure.
Stavros N. Stavropoulos, MD, Chief of Endoscopy, Director, Program in Advanced GI Endoscopy (PAGE), with Pegeen Roberto, RN simulating an endoscopic procedure.
Page 9
12. Winthrop-University Hospital :: 2012 Annual Report
our commitment to patients:
The Most Advanced Care Available
New Hope for High-Risk Cardiac Patients In 2012, Winthrop-University Hospital became one
of approximately 70 hospitals and medical centers in the United States to offer the Edwards SAPIEN
Transcatheter Heart Valve (TAVR) for patients who are not candidates for open-heart surgery and
were previously considered untreatable.
This procedure, which was in clinical trials
of select patients by inserting the
which irregular heartbeats in the upper
for five years before being approved by
replacement through a groin artery
heart chambers start and stop suddenly
the U.S. Food and Drug Administration
and advancing it into the heart using a
on their own, usually for minutes or even
in November 2011, treats severe symp-
catheter. The replacement valve then is
days at a time.
tomatic native aortic valve stenosis, a
deployed with a balloon and immedi-
condition in which the aortic valve is
ately functions in place of the patient’s
With the Arctic Front® Cardiac CryoAblation
narrowed and does not open properly,
defective valve.
Catheter system, the first and only cryoballoon in the United States indicated to
hindering the flow of blood from the
heart to the rest of the body. The stress
Winthrop’s success in offering previously
treat certain PAF cases, physicians can use
placed on the heart because it must work
untreatable patients the TAVR procedure
freezing to scar or kill the tissue causing
harder weakens the heart and can cause
rests on the exceptional teamwork of the
erratic electrical signals that prompt
chest pain, palpitations, fatigue, dizzi-
Heart and Vascular Institute’s cardiology
irregular heartbeats. The minimally inva-
ness, loss of consciousness, and heart
and cardiovascular surgery specialties.
sive procedure involves inserting the
murmur and may lead to heart failure.
The presence of such a collaboration of
catheter through a vein in the groin,
experts is a primary reason Winthrop
advancing it to reach the heart.
The most widely used treatment for
was selected as one of the first sites for
aortic stenosis has been and continues
this advanced procedure.
Traditional ablation treatments sometimes require multiple applications
to be valve replacement via open-heart
surgery. But this is not suitable for some,
Winthrop debuts heart rhythm
of radiofrequency, or heat, to destroy
leaving such patients with few or no
disorder treatment
faulty electric circuits in the heart, while
options, until now.
Winthrop physicians last year were the
the Arctic Front dissolves cardiac tissue
first on Long Island to offer a new ther-
through one application of a coolant,
The new Edwards SAPIEN valve enables
apy for patients with paroxysmal atrial
which is delivered through a catheter.
physicians to replace the aortic valve
fibrillation (PAF), a serious disorder in
This new procedure offers our physicians
Page 10
15. Defining Healthcare and Much More
one more tool to help cure more PAF
Radiosurgery pushes cancer
technology that enables physicians to
patients.
treatment boundaries
perform surgeries with less scarring and
Winthrop was the first health center in
quicker recovery for patients when com-
Compassionate, advanced
the New York metro area to incorporate
pared to other surgical techniques.
cancer care
the CyberKnife stereotactic radiosurgery
Cancer patients last year were welcomed
system into routine cancer care. Despite
The technology also is being used
into the Institute for Cancer Care’s new
its name, CyberKnife is not surgery.
successfully at Winthrop for bariatric
Infusion Center that doubles the facility’s
Rather, it is a mechanism for delivering
weight loss surgery, as well as colorectal
capacity and allows more patients to
precisely targeted radiation to tumors,
and thoracic surgeries, providing area
be treated. Designed for the maximum
minimizing damage to healthy tissue
patients with greater options for more
comfort of patients, amenities include
and allowing access to malignancies
comfortable surgeries and faster recovery.
wireless Internet access, personal tele
previously thought to be unreachable
visions and seating areas for family
and untreatable.
members and companions.
Single Incision Laparoscopic Surgery
(SILS™), the latest innovation in lap
We have had significant success treating
aroscopic surgery, is now available to
In its continuing efforts to ease the bur-
prostate cancer patients with CyberKnife,
Winthrop patients. Through a small inci-
den of cancer patients and their families,
and the technology is now also being
sion in the patient’s navel, the surgeon
the Institute last year expanded its staff
used to treat gynecological and neuro-
inserts a soft, flexible SILS port through
of social workers, nurse administrators
logical cancers.
which specialized instruments can be
and navigators, specially trained nurses
inserted. Among the new procedure’s
and physician assistants who help
Of great interest is research initiated
advantages over traditional laparoscopic
patients with all aspects of their treat-
here at Winthrop to study the value
surgery is having only one access point
ment, and also incorporated palliative
of stereotactic radiosurgery in certain
in the abdomen, which minimizes scar-
care into the Cancer Center.
breast cancer patients who have under-
ring and the post-surgical pain often
gone a lumpectomy.
associated with additional sites of entry.
the Institute inaugurated an oncology-
More minimally invasive and
The SILS procedure is available for hys-
specific electronic medical record system
robotic-assisted surgery options
terectomy, removal of the gall bladder
called ARIA that is fully compatible with
The Institute for Cancer Care is well
and sleeve gastrectomy for weight loss.
the hospital-wide electronic records sys-
known for its use of the daVinci Si-HD
tem. These specialized records permit an
Surgical System robots for the treatment
Looking toward continued innovation,
accurate flow of information so that the
of cancers of the cervix, ovaries, uterus,
groundwork was laid in 2012 for surgical
chemotherapy team and pharmacy have
kidney, prostate and bowel. The daVinci
programs to treat hernias, adhesion
all the information necessary to custom-
system features magnified 3-D high
diseases and foregut diseases. When
ize treatment drugs for the patient.
definition visualization and robotic
these programs are fully operational in
With patient safety improvement in mind,
®
Upper right: Eva Chalas, MD, Chief, Division of Gynecologic Oncology, Director, Clinical Cancer Services.
Bottom: Jonathan A. Haas, MD, Chief of Radiation Oncology with Matthew Witten, PhD, DABR, Director of Cyberknife Radiosurgery and Chief Physicist,
Radiation Oncology.
Page 13
16. Winthrop-University Hospital :: 2012 Annual Report
the near future, patients will have greater
early in gestation. If left untreated, the
standpoint of patient safety and improv-
choice of treatment.
abnormality will cause progressive and
ing the long-term health of mothers
irreversible fetal damage as pregnancy
and babies. Winthrop is one of the first
A focus on women’s and
progresses. Among the conditions
in the region to adopt a policy prevent-
children’s health
treated through fetal surgery are fetal
ing elective deliveries prior to 39 weeks
At Winthrop, women will find complete
anemia, twin-twin transfusion syndrome
of pregnancy.
life-cycle care. From our Women’s
and lower urinary tract obstruction.
Resource Center, which connects female
A growing body of scientific evidence
patients with physicians, support groups,
Caring for high risk newborns
shows that babies need 39 weeks to
educational materials or other health-
The Neonatal Intensive Care Unit (NICU)
develop properly, and mothers do bet-
related resources, to the Department
is a New York State Department of
ter when delivering at full term. As a
of Obstetrics and Gynecology, area
Health designated Regional Perinatal
result, at Winthrop, early birth for non-
women have access to quality care that
Center (RCP), meaning that it provides
medical reasons is not permitted.
specifically meets their needs.
the highest level of perinatal care provided by hospitals in the region. It con-
Specialized care for children
sistently delivers outstanding outcomes
For children needing specialized services,
nationally recognized Children’s Medical
in both overall survival and survival with-
our nationally ranked pediatric endocri-
Center, a “hospital within a hospital,”
out complications in extremely premature
nology and pediatric urology programs
offers all the services necessary to
babies when compared to the Vermont
offer the latest treatment options. The
care for children from birth through
Oxford Registry Network, one of the
endocrinology program, in addition to
adolescence.
world’s largest databases and a highly
having recognized expertise in growth
respected authority on the measurement
problems of children, also is a regional
of care for high-risk infants.
leader in the treatment of and research
The same holds true for children. Our
LONG ISLAND’S ONLY FETAL
SURGERY PROGRAM
on diabetes. Studies are currently under
The health of babies prior to birth is a
While we excel in caring for the most
way to determine if there is a connection
major thrust at Winthrop. In 2012, the
fragile newborns, researchers here at
between pre-teen obesity and diabetes.
number of fetal surgeries increased as
Winthrop are also investigating the
referrals from area hospitals rose. Fetal
causes of premature births. The work,
surgical procedures are done in utero
funded by grants from the March of
through minimally invasive techniques
Dimes and the National Institutes of
with the help of direct visualization and
Health (NIH), hopes to shed light on
ultrasound guidance.
how such births may be prevented.
Such procedures are an option when
Ensuring that pregnancies go to a full
fetal abnormality is discovered very
39-week term is important from the
Page 14
19. Defining Healthcare and Much More
Winthrop also is a regional leader in the
nocturnal eating syndrome, nocturnal
microelectrode recording (MER) to iden-
development of protocols for treating
seizure disorders and complex move-
tify the areas in the brain that require
pediatric sepsis infection, as our experts
ment dis rders characterized by sleep
o
treatment. Once this first step is com-
serve on the New York State Depart
talking or walking with no recollection
pleted, the DBS electrode is placed in
ment of Health Severe Sepsis Advisory
of this activity on wakening.
a specific region to deliver electrical
Committee and the Greater New York
stimulation.
Hospital Association Pediatric Severe
Winthrop’s Sleep Center takes a holistic
Sepsis Committee.
approach to diagnosis and treatment.
In addition to treating Parkinson’s dis-
Multiple specialties, including psychia-
ease, our Movement Disorders Program
Improving both quality of care and
trists, cardiologists and neurologists,
also offers new options for those diag-
access to it for underserved families in
collaborate to ensure the best outcomes
nosed with other conditions, including
our community is a priority at Winthrop.
possible.
dystonias, Tourette’s syndrome and
Under a $1.1 million grant from New
essential tremor.
York State and the Hospital Association
New treatment for movement
of New York State, Winthrop physicians
disorders
Advanced care for orthopAedic
are piloting a medical home model of
Patients with Parkinson’s disease and
conditions
care at a community clinic in Hempstead.
other movement-related disorders are
In 2012, orthopaedic surgeons performed
The medical home model promotes a
finding hope at Winthrop-University
the hospital’s first computer-assisted
team-based approach to care that is led
Hospital through an advanced surgical
total knee replacement utilizing an
by a personal physician.
procedure called Deep Brain Stimulation
advanced robotic cutting guide. This
(DBS). This innovative technique allows
system works by accurately replicating
Treating sleep disorders
doctors to modulate the neurocircuitry
a patient’s damaged knee joint, which
We all appreciate the value of a good
of the brain and achieve results with
helps the surgeon identify the proper
night’s sleep, but many people find this
low risk.
size, position, alignment and orientation
unattainable. Our Sleep Disorders Center,
of the implant before bone cuts are made.
which opened in 1990, is Long Island’s
DBS delivers electrical stimulation to
As a result, the procedure is more pre-
longest running accredited sleep center
targeted regions deep within the brain
cise and less invasive, which leads to
and has helped thousands of patients
that control movement-related commu-
improved function of the joint and faster
improve their health through better
nications. Following treatment, many
recovery times.
quality sleep. With a pediatric sleep
patients experience enhanced motor
specialist on staff, even the youngest
performance and quality of life and, in
In its efforts to improve patient outcomes,
patients find the help they need.
some cases, reductions in medication.
the Department of Orthopaedic Surgery
Among the sleep disorders treated here
There are two stages in DBS. The first
Program for patients undergoing a joint
are obstructive sleep apnea, insomnia,
involves using imaging technology
replacement. Winthrop offers a range of
narcolepsy, restless legs syndrome,
and an advanced technique called
replacement surgeries, including total
initiated the Comprehensive Total Joint
Top left: Jan A. Koenig, MD, Chief of Joint Replacement Surgery and Director of Computer Assisted and Robotic Orthopaedic Surgery.
Top right: Michael D. Weinstein, MD, FAASM, Director of the Winthrop Sleep Disorders Center.
Bottom: Collin Brathwaite, MD, Chairman of Surgery, with a patient.
Page 17
20. Winthrop-University Hospital :: 2012 Annual Report
replacement of the hip, knee and ankle,
Protecting children from bone
In addition, sports trainers affiliated with
as well as joint replacement revision.
and joint injuries
Winthrop have been meeting with local
The Orthopaedic Surgery Department
high school personnel to discuss injury
The goal of the Comprehensive Total
has implemented several initiatives
prevention and treatment, and an ortho
Joint Program is to educate patients
aimed at preventing injuries among chil-
paedic surgeon is now assigned to the
and their families, because an educated
dren. Area school nurses and volunteer
Emergency Department’s Fast Track Unit
patient is a more successful one. At spe-
sports coaches were invited to attend
on Saturdays during football season, the
cial sessions, orthopaedic nurses explain
special programs focused on treatment
day on which many school and amateur
all aspects of surgery, pre- and post-
of common orthopaedic injuries. Public
athletes sustain injuries.
operative, as well as a range of topics
programs also were sponsored to edu-
that include infection control, pain
cate parents and the community at large
management and rehabilitation.
about pediatric concussion issues.
Page 18
21. Virginia Peragallo-Dittko, RN, BC-ADM, CDE, FAADE: Executive Director of Winthrop’s
Diabetes and Obesity Institute
Patient-centered diabetes care
Diabetes is a 24/7 condition. People who live suc
cessfully with diabetes do so through sophisticated
self-management, but too often their expertise goes
unrecognized during a hospital stay.
“Why should self-managing diabetes patients give up
their autonomy while in the hospital? After all, they are
the experts about their day-to-day condition,” says
Virginia Peragallo-Dittko, RN, BC-ADM, CDE, FAADE,
Executive Director of Winthrop’s Diabetes and Obesity
Institute. “If patients are well enough to self-manage, we
need to collaborate with them, and if they aren’t well
enough, they need to trust that hospital staff knows
what to do,” she adds.
To create this partnership between staff and inpatients
with diabetes, the Institute has spearheaded over the
past few years a hospital-wide education program to
teach all patient-care staff—from physicians and nurses
to pharmacists and social workers—how to treat the
special needs of patients with diabetes. The result is
that Winthrop became the first major teaching hospital
in New York State to earn The Joint Commission’s Gold
Seal of Approval for Advanced Inpatient Diabetes Care.
Winthrop historically has been a leader in diabetes care.
Our Diabetes Education Center, the first diabetes education program in New York State to be accredited by
the American Diabetes Association, has been serving
as a resource for members of the community since 1979.
And, research into the causes and treatment of diabetes
has been ongoing and will continue to be a focus in the
Research and Academic Center under construction.
“The new building represents Winthrop’s academic
commitment to treating the healthcare needs of our
community in which so many people have diabetes,”
Peragallo-Dittko explains. “By having clinicians and scientists working together in the same place, the synergy
of skills and talents will lead to innovative study design
and changes in clinical practice.”
22. Winthrop-University Hospital :: 2012 Annual Report
Giving mothers and babies
a healthy start
Having completed the necessary preparations, in 2012
Winthrop-University Hospital
applied to become Long Island’s
first Baby-Friendly Hospital.
The Baby-Friendly Hospital Initiative
(BFHI) is a global program launched by
the World Health Organization (WHO)
and the United Nations Children’s Fund
(UNICEF) that recognizes hospitals that
offer an optimal level of care, assistance
and support for mothers to initiate and
continue breastfeeding their newborns.
Currently, there are some 100 BFHI-
Page 20
designated hospitals in the United
States, four of them in New York State
and none on Long Island.
milk from donor mothers. Winthrop
is the only hospital on Long Island to
include milk donors.
In collaboration with the New York State
Department of Health, Winthrop completely revised its nursery procedures
to permit mothers to remain with their
babies and to remove any barriers to
breastfeeding and skin-to-skin contact.
Additionally, all maternal and infant
care nurses, as well as pediatricians
and attending physicians, have received
training to support breastfeeding.
Breastfeeding provides both mothers
and babies with a healthy start. Accord
ing to the U.S. Department of Health
and Human Services Office of Women’s
Health, breast milk can help protect a
baby from ear infections, childhood
obesity and other conditions, and mothers who breastfeed lower their risk of
developing breast and ovarian cancers
and diabetes.
Infants in the hospital’s Neonatal Inten
sive Care Unit have been included in
the initiative. Eighty percent of NICU
babies are fed breast milk, including
At Winthrop, we want every baby and
mother to be as healthy as possible,
and we are willing to make every effort
necessary to ensure that happens.
23. Amy Mascia: “Every nurse from shift to shift knew what was going on, and that was so comforting.
I don’t think my experience would have been the same elsewhere.”
For people with diabetes, insulin pumps are a lifeline,
which is why Amy Mascia was thrilled to learn that
Winthrop’s Obstetrics Department would allow her to
use her pump during labor.
Insulin pumps are medical devices that deliver insulin
continuously throughout the day and eliminate the need
for insulin injections. “Many hospitals have patients discontinue pump use during labor because blood sugar
levels fluctuate rapidly,” explains Virginia PeragalloDittko, RN, BC-ADM, CDE, FAADE, Executive Director,
Diabetes and Obesity Institute. “Here at Winthrop, we
try to accommodate pump use to the extent possible
within safety guidelines. We educate all our departments
in the collaborative management of blood glucose using
an insulin pump.”
Seven weeks before delivery, Ms. Mascia, who has Type
1 diabetes, met with one of Winthrop’s diabetes nurse
clinicians who outlined insulin pump-specific expectations during labor and delivery. The combined expertise
of the obstetrical team in blood glucose management
using an insulin pump and in obstetrical care during
labor and delivery was evident when baby girl Laila
was born.
Following the birth of her daughter, Ms. Mascia met with
Winthrop’s endocrinologists to determine what insulin
pump adjustments were necessary both immediately
post-partum and after discharge from the hospital. “It’s
obvious that Winthrop is expert in treating diabetes
and meeting the needs of people with diabetes,” the
Glendale resident says.
A long-time leader in treating diabetes, Winthrop has
sought to prepare staff hospital-wide for meeting the
needs of patients with diabetes. Its efforts were recently
recognized when Winthrop became the first major
teaching hospital in New York State to earn The Joint
Commission’s Gold Seal of Approval for Advanced
Inpatient Diabetes Care.
The benefit to patients of this multidisciplinary, con
centrated approach is clear. “It was impressive how continuous and expert the care was,” Ms. Mascia explains.
“Every nurse from shift to shift knew what was going on,
and that was so comforting. I don’t think my experience
would have been the same elsewhere.”
Profile: Tommy Scudero
24. Winthrop-University Hospital :: 2012 Annual Report
defining
nursing care
from inpatients to neighbors, Winthrop’s nurses strive
every day to bring the best and safest care possible
because they know that healing is best when human
interaction is present.
Page 22
25. Defining Healthcare and Much More
Hands-on, personal care provided by our nurses remains paramount.
Page 23
26. Winthrop-University Hospital :: 2012 Annual Report
the power of healing:
Our Nurses
Technology is essential to delivering high-quality healthcare, but the importance of the hands-on,
personal care provided by nurses remains paramount.
Continually seeking ways to improve patient care and safety, Winthrop’s Nursing
Department last year began the complex application process for The American
Nurses Credentialing Center (ANCC) Magnet Recognition Program®, the most
prestigious distinction a healthcare organization can receive for nursing excellence and quality patient outcomes. At present, only 395 institutions, including
four outside the U.S., hold the designation. We anticipate completing our Journey
to Magnet Excellence in early 2014.
Magnet recognition offers consumers
an objective way to measure quality of
care. U.S. News & World Report includes
it when assessing nearly 5,000 hospitals
for its rankings list, and so does the
Leapfrog Hospital Survey, the nation’s
oldest survey comparing hospital performance in safety, quality and efficiency.
Magnet recognition improves
patient outcomes
More important, research shows that
Magnet-designation hospitals have better outcomes. In 2012, ANCC, a subsidiary of the American Nursing Association,
reported new research findings that surgical patients had lower mortality rates
in Magnet hospitals than in those without the designation. Researchers based
their findings on data from 564 hospitals
Page 24
in four states; 56 of those institutions
received Magnet recognition.
Another study reported that very-lowbirth-weight babies born in Magnetrecognized hospitals have better
outcomes than those born in nonMagnet facilities. The research team
studied more than 72,000 high-risk,
preterm infants born in 558 hospitals.
Empowerment is key
The best care is delivered when all
involved in patient care participate in
designing and implementing effective
systems. To foster such a participative
culture of innovation, our nurses are fully
engaged in the shared governance proc
ess, which is demonstrated by nurses’
participation on unit/department-based
councils throughout the organization.
These forums empower nurses to make
decisions regarding their practice and
work environment that lead to better
bedside nursing.
Broader hospital-wide councils address
organization-wide issues that impact
nursing practice, ensuring standardization
and best practice. These councils include:
Operations, Education/Professional
Development, Clinical Practice, Quality
and Safety, and Nursing Research and
Evidence-Based Practice.
Lifelong learning ensures
quality care
From student to experienced nurse, the
need for continual learning is essential
to providing the highest quality care.
27. (Left to right) Maura Corvino, RN, MSOL, CEN, Director of Nursing for the Emergency Department;
Barry Rosenthal, MD, Chair of Emergency Medicine; and Valerie Terzano, MSN, RN, NEA-BC,
Senior Vice President, Chief Nursing Officer and Emergency Department Administrator.
Meeting regional emergency medicine needs
As a New York State-designated Regional Trauma Center,
Winthrop-University Hospital is well equipped to treat
the most serious injuries, including mass casualties, and
our Emergency Department is the nexus for delivering
this highest level of care around the clock.
The Department includes a nine-bed Fast Track Unit, a
comprehensive 15-bed Chest Pain Rule-Out Unit, a separate 4,500-square-foot, 10-bed Pediatric Emergency
Unit and an emergency diagnostic imaging center that
includes a dedicated CT scanner and additional X-ray
and digital imaging technology for fast and accurate
diagnoses of emergency room patients.
The communities we serve rely on our Emergency
Department. In 2012, the department handled approx
imately 70,500 visits, a substantial increase from the
49,050 reported in 2003, and we continually seek ways
to improve patient safety and quality of care.
With the appointment of Valerie Terzano, MSN, RN,
NEA-BC, Senior Vice President, Chief Nursing Officer,
who assumed administrative operations responsibility
of the Emergency Department, and the full cooperation
of Barry Rosenthal, MD, Chairman of the Department of
Emergency Medicine, Maura Corvino, MSOL, RN,
CEN, Director of Nursing for the Emergency Depart
ment, and several members of Nursing Administration,
a renewed focus has been placed on the Department
and its growing needs. To that end, Winthrop expanded
the Depart ent staff in 2012 to ensure that patients
m
were well served.
“It may be a time of contraction at other area hospitals,
but at Winthrop we are thoroughly evaluating the
needs of both our patients and staff and providing the
necessary resources to deliver the highest level of safe,
quality patient care and customer satisfaction,” said
CEO John Collins.
In addition to providing the resources to obtain additional nursing staff, Winthrop has renewed its commitment
to improving processes and maintaining consistency for
all standards of care and practice, all of which influence
core measure requirements set forth by The Centers for
Medicaid & Medicare Services.
“It is my hope that all of these initiatives will go a long
way toward enhancing the already world-class care that
is delivered each day in Winthrop’s ED,” said Mr. Collins.
28. Winthrop-University Hospital :: 2012 Annual Report
At the undergraduate level, in 2012
Winthrop’s Nursing Department col
laborated with Adelphi University on a
curriculum that will bring eight thirdyear students to the hospital for three
semesters. Known as a Dedicated
Education Unit (DEU), students work
alongside a nurse mentor on full shifts
for entire semesters in order to engage
in experiential learning.
Winthrop-University Hospital is an
approved provider of continuing nursing
education by the New Jersey State
Nurses Association (NJSNA), which is
accredited as an approver of continuing
nursing education for nurses by the
ANCC Commission on Accreditation.
Our Nursing accredited programs were
offered beyond our staff and were well
attended.
Our paid nursing internship program
last summer hosted 15 students entering their final year of training. For eight
weeks, these students worked under the
supervision of a preceptor.
Research initiatives
Continuous improvement requires continuous research. The Nursing Depart
ment regularly hosts Research Boot
Camps, lecture series that cover important topics and assist bedside nurses
in their research and evidence-based
practices endeavors.
The opening of a grant-funded, state-ofthe-art simulation laboratory at Winthrop
will expand ongoing training for our
nurses. Nearly 900 nurses will be involved
in simulated scenarios, which will allow
them to remain current on the latest
procedures and best practices.
Page 26
Reaching patients where
they live
Community involvement is a critical
component of the Nursing Department’s
mission. Last year, Winthrop nurses
offered blood pressure and cancer
screenings, educational presentations,
informational material and a host of
other patient education activities at
local health fairs and community events.
From inpatients to neighbors, Winthrop’s
nurses strive every day to bring them the
best and safest care possible because
they know that healing is best when
human interaction is present.
It is through our staff’s clinical expertise
and team approach to patient care
that Winthrop’s Home Health Agency
consistently provides a nationally rec
ognized level of excellence. Winthrop’s
award-winning certified home healthcare agency offers nursing, as well as
physical, speech and occupational therapies in conjunction with medical social
work and home health aide services.
This program was recently expanded
beyond Nassau to include coverage in
Queens and Suffolk counties.
29. Angela Santopadre: “The palpitations and the shortness of breath stopped. I’m so relieved not to have
this problem anymore. Thanks to Dr. Parekh I feel safe.”
When Angela Santopadre was admitted to Winthrop’s
Emergency Department suffering from pneumonia, little
did she know that the mystery of her life-long sporadic
fainting spells would soon be solved.
Over the years, this East Williston resident and grandmother of four had many scary moments, blacking out
suddenly in Penn Station, the New York City subway
and even in her backyard one Thanksgiving morning.
Fortunately for her, when pneumonia brought her into
our Emergency Room, she fainted while a nurse was
at her bedside.
Winthrop physicians suspected Ms. Santopadre may
have been experiencing a disruption in her heart’s
electric system, which controls the rate and rhythm of
heartbeats. When heart rates speed up, blood pressure
drops and you are likely to faint.
“The doctors found that during the course of one
month, I had experienced these episodes five times,”
Ms. Santopadre explains. Cardiac electrophysiologist
Sameer Parekh, MD, performed a catheter ablation to
destroy the small areas of heart tissue where an arrhythmia starts. “The palpitations and the shortness of breath
stopped,” she says, adding, “I’m so relieved not to have
this problem anymore. Thanks to Dr. Parekh I feel safe.”
Finding help at Winthrop has been a family affair for
Ms. Santopadre. Quick response by our stroke team
prevented her father from suffering permanent damage
so that he could continue working as an artist after
his stroke, and our pediatric urologists repaired lifethreatening kidney damage of one of her granddaughters. “I guess you could say I kind of love Winthrop,”
Ms. Santopadre says.
At her follow-up visit, it was suggested that she have an
implantable loop recorder inserted under the skin of her
chest that would continuously monitor her heart for up
to three years and record any episodes of arrhythmia, as
the condition of irregular heart rate or beats is called.
Profile: Tommy Scudero
30. Winthrop-University Hospital :: 2012 Annual Report
defining
quality and patient care
the Department of Patient Safety, Quality and
Innovation works with the hospital’s clinical and
administrative leadership, as well as front-line staff,
to facilitate ongoing evaluation of performance in all
quality domains, and the development of strategies
and solutions to support continuous improvement.
Page 28
31. Defining Healthcare and Much More
Weekly leadership “huddles” take place with front-line staff to discuss safety and quality initiatives.
Page 29
32. Winthrop-University Hospital :: 2012 Annual Report
a high-reliability organization:
Quality Care and Patient Safety
For more than a century, Winthrop-University Hospital has dedicated itself to offering patients the
best and safest care possible by embracing technology, research, standardized implementation
of evidence-based best practices and medical innovation, while promoting a culture of safety and
continuous improvement, all of these being the foundation of a high-reliability organization.
The key to embedding safety in daily
Quality and patient safety command
patient’s condition using SBAR (Situation,
operations is raising awareness and
such importance at Winthrop that the
Background, Assessment and Recom
promoting mindfulness throughout the
Chief Quality Officer and the Patient
mendation), training in TeamSTEPPS®
organization. To this end, hospital exec-
Safety Officer report directly to our CEO.
(Team Strategies and Tools to Enhance
Performance and Patient Safety) and
utives meet each week with front-line
multidisciplinary rounds.
staff of a different department for an
A culture of safety and
open discussion of safety and quality
continuous improvement
issues affecting that particular unit in
Fostering an organizational culture in
We also continued the roll out of our
order to share best practices and solve
which all parties are attuned to quality
“Just Culture” program, which is designed
problems.
and safety is the cornerstone of long-
to encourage open discussion of errors
term success and positive patient
and near misses in order to learn and
outcomes.
improve. In a just culture, everyone rec-
Additionally, hospital-wide initiatives
ognizes that systems impact performance
have been implemented to assist staff at
all levels and in all disciplines, including
In the past year, we have instituted sev-
and the focus is on correcting the fac-
medical students, residents and fellows,
eral programs that address improving
tors that contributed to the error and
to understand quality and safety princi-
team communication to avoid misunder-
designing safe systems, while holding
ples and how to incorporate evidence-
standings and errors. These programs
staff responsible for carrying out proce-
based improvement strategies into daily
include implementation of a structured
dures correctly.
practice.
approach to communicating changes in a
Page 30
33. Defining Healthcare and Much More
An ounce of prevention is, indeed, worth
a range of issues that affect the comfort
prevent hospital-acquired conditions and
a pound of cure. At the suggestion of a
and safety of patients and propose
potentially preventable readmissions.
unit nursing council, Winthrop instituted
improvements.
We are participating in 11 out of the 11
the Good Catch Program, which rewards
initiatives and, as of the first calendar
staff for observing a potential problem
Patient safety focus
quarter of 2013, are performing better
and suggesting ways to guard against
Regarding patient safety, which centers
than the NYSPFP average in eight, better
accidents. Unit nursing councils are an
on keeping patients free from harm
than the goal in five, and at or above the
important component of the Nursing
resulting from care, our fall prevention,
90th percentile in two. Our scores have
Department’s quality initiative and pro-
pressure ulcer and hospital-acquired
placed us in the “exemplary” category.
vide staff with a forum for discussing
infection prevention programs continued
performance improvement.
to deliver excellent results.
Additionally, we introduced a triplecheck, enhanced patient verification
In 2012, we laid the foundation for a
Winthrop is an active participant in the
procedure to ensure correct identifica-
patient experience program in which
New York state Partnership for Patients
tion of patients and match to the service
department-level work groups will study
(NYSPFP), part of a national program to
or treatment to be provided.
Page 31
34. Winthrop-University Hospital :: 2012 Annual Report
The Pharmacy Department continues
Several of our disease-specific quality
stroke care is based on the most current
to process more than 2,500 medication
programs earned national recognition in
scientific guidelines and recommendations.
orders and dispense several thousand
2012. Winthrop became the first major
doses of medications per day. The Medi
teaching hospital in New York State to
The role of technology
cation Safety Team meets every two
earn The Joint Commission’s Gold Seal
Winthrop is a pioneer in the use of tech-
weeks to review and analyze reported
of Approval for Advanced Inpatient
nology and data collection to improve
medication variances. Trends are care-
Diabetes Care. This designation indicates
patient care and safety. We are a leader
fully monitored to identify opportunities
that our services address the critical fac-
in the development and implementation
to improve the system and educate staff
tors influencing long-term improved out
of electronic medical records and cur-
about potential problems. This process
comes for diabetic inpatients throughout
rently chair the e-Health Network of
of constant monitoring keeps the threat
our hospital.
Long Island.
Our Primary Stroke Center received a
Last year, the Network became the first
Furthermore, enhancements to Winthrop’s
Gold Level quality achievement award
Regional Health Information Organiza
computerized provider order entry (CPOE)
from the American Heart Association/
tion (RHIO) to sign an agreement with
and the Pharmacy Department’s clinical
American Stroke Association’s Get With
the New York e-Health Collaborative,
computer system continue to build in
the Guidelines (GWTG) Program. GWTG
the first step to connecting RHIOs so
extensive medication management tools
is a quality improvement initiative that
that providers may view health informa-
to ensure patient safety.
helps hospitals ensure that cardiac and
tion of consented patients statewide.
of variances to a very low degree.
®
WUH vs NYS 2012 Risk Adjusted Mortality
WUH vs NYS 2011 Risk Adjusted Mortality
(9 months)
5.54
0.61
3.01
3.43
5.52
11.39
4.67
0.61
0.65
3.09
3.60
12.24
9.38
0.44
3.96
2.10
2.97
7.75
1.98
2.00
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
NYS
WUH
NYS
WUH
NYS
WUH
NYS
WUH
NYS
WUH
NYS
WUH
NYS
WUH
NYS
WUH
NYS
WUH
NYS
WUH
AMI
Source: 2012 SPARCS data
Page 32
CABG
CHF
PNEUMONIA
STROKE
AMI
Source: 2011 SPARCS data
CABG
CHF
PNEUMONIA
STROKE
35. Aaron Katz, MD: Chairman of Winthrop’s Department of Urology
Setting the standard in urological care
Aaron Katz, MD, is determined that adult and pediatric
patients with urological conditions or urology-related
cancers find the most advanced treatments and surgeries
here at Winthrop-University Hospital.
Since being named Chairman of Winthrop’s Department
of Urology in 2012, Dr. Katz and his staff have set a course
to expand the robotic surgery program for treatment
of prostate, bladder and kidney cancers, as well as the
use of cryotherapy for prostate and percutaneous renal
ablation. Renal ablation, which involves inserting a
probe into a tumor and “freezing” it with liquid nitrogen, is performed in partnership with the Department
of Radiology and is one of the newest procedures
available anywhere.
“Here at Winthrop, you can have your kidney tumor
ablated on an outpatient basis, without invasive surgery,”
Dr. Katz explains. “It’s all done under CT scan guidance.
There is no general anesthesia, no large incision. Healing
is faster as a result.”
Also on his radar are expanding treatment options for
female urological conditions, in particular the use of
robotic surgery to treat urinary incontinence, as well as
establishing an integrated men’s health center, the first
on Long Island. “There is a need for one place where
men can come to get help with diet, cancer screenings,
heart health and other matters,” says Dr. Katz, who most
recently was Vice Chairman of Urology at Columbia
University Medical Center.
Research is also a focus. The Department is participating
in a clinical trial of high-intensity focused ultrasound
(hiFU) treatment for the recurrence of prostate cancer in
men previously treated via radiation.
“When this becomes approved for use, the Winthrop
team will have gained a tremendous amount of knowledge
and experience with these procedures, an advantage
for patients who will be seeking this treatment,“ he says.
36. Winthrop-University Hospital :: 2012 Annual Report
We lead on the national level as well.
applications to allow patients to access
Technology is an essential tool, but it is
As one of the first hospitals in the nation
their medical records. Informed patients
the everyday actions of the outstanding
to attest to Phase 1 Meaningful Use of
can be significant contributors to quality
men and women who work here collab-
healthcare IT, we embarked on Phase 2.
and safety.
oratively that make a difference. That
Attesting to meaningful use is the first
is why many of our quality and patient
stage of a long-range program to create
Among our recent accomplishments in
safety initiatives revolve around work
a nationwide IT infrastructure that will
terms of in-house technology is equip-
groups that include stakeholders
connect providers and patients through
ping the entire hospital with wireless
throughout the organization. When
compatible, standardized electronic
cardiac telemetry capability, allowing
ideas and information are shared freely,
health records systems, a move that will
patients with pre-existing cardiac issues
the best innovations come forth. And,
improve patient safety and outcomes.
to be monitored within any unit of the
when it comes to quality and safety, our
hospital, rather than having to be moved
patients deserve nothing less than our
Patient and family engagement is a
to a cardiac unit. In time-sensitive situa-
best efforts.
major component of Phase 2, and our IT
tions, this capability greatly improves
professionals are designing web-based
the effectiveness of care.
Partnerships
Winthrop is…
a par tner in the Winthrop South Nassau University Health System
a member of the New York-Presby terian Healthcare System
a member of the Nassau-Suffolk Hospital Council
a member of the Long Island Health Network
a founding member of the e-Health Network of Long Island
Page 34
Winthrop is…
a par tner in the Winthrop South Nassau University Health System
37. Phyllis-Ann O’Connell: “I was very unhappy for about 10 years, not being able to get around and do
the things I wanted to. I’m much happier now. I have my life back!”
While shopping for clothes may be a chore for many,
for Phyllis-Ann O’Connell it’s a wonderful experience. A
life-long veteran of the “Weight Wars,” Ms. O’Connell
underwent a laparoscopic sleeve gastrectomy at
Winthrop Hospital and weighs 150 lbs. less than she
did two years ago. “I am better at age 61 than I was
at 50,” the Franklin Square retired teacher says.
Exposure to mold in the workplace brought on severe
asthma and she was treated with steroid medications,
which include weight gain among possible side effects.
Ms. O’Connell ballooned up over 300 lbs., eventually
resorting to use of a motorized scooter to alleviate
knee discomfort.
Seeking to improve her mobility, Ms. O’Connell discussed knee replacement surgery with a specialist who
ruled out surgery until she lost weight. “This was my
‘light bulb’ moment,” she explains, adding, “My brother
had gastric bypass, but I was afraid. But, I then realized
that I had to do something and decided to attend a
Winthrop gastric bypass information session.”
After consulting with bariatric surgeon Alexander
Barkan, MD, he recommended the sleeve procedure,
which is less invasive than a gastric bypass and can
better accommodate the use of steroids, if Ms. O’Connell
needed to continue their use.
This procedure involves a nickel-size incision in the
abdomen through which the surgeon reduces the size
of the stomach. Winthrop was one of the first hospitals
on Long Island to perform the sleeve procedure, which
now has been approved by Medicaid and Medicare.
Ms. O’Connell credits Winthrop’s bariatric surgery
weight loss support groups with helping her maintain
her weight loss and improve her health. The entire process has been life changing for her. “I was very unhappy
for about 10 years, not being able to get around and
do the things I wanted to,” she says. “I’m much happier
now. I have my life back!”
38. Winthrop-University Hospital :: 2012 Annual Report
defining
medical education
we continue to develop our role as a vital academic
medical center on Long Island that serves not only
students and new physicians, but also the larger
community of physicians, nurses, pharmacists and
other healthcare professionals.
Page 36
39. Defining Healthcare and Much More
Winthrop-University Hospital has more than 240 medical residents in specialty training.
Page 37
40. Winthrop-University Hospital :: 2012 Annual Report
ensuring the future of healthcare:
Medical Education
For nearly half a century, Winthrop-University Hospital has played a significant role in the medical
education of physicians on Long Island and throughout the region. In 2012, Winthrop’s academic
focus continued to expand with new educational programs and a greater concentration of resources
across the continuum of undergraduate, graduate and continuing medical education.
In late 2011, Winthrop-University Hospital
University, New York University and
Promoting research and
was designated as a Clinical Campus
Tulane University. Stony Brook University
scholarship
of the Stony Brook University School of
School of Medicine graduates accounted
Our robust educational environment for
Medicine. Each academic year, 80 Stony
for 23 percent the 2012 entering resi-
medical students, residents and fellows
Brook medical students select our
dency class.
includes research and other forms of
Clinical Campus as the site for their
clinical rotations.
academic scholarship. Winthrop’s Fifth
In 2012, the Accreditation Council for
Annual House Staff and Medical Student
Graduate Medical Education announced
Research Day took place in April 2012
Third-year medical students complete
the Next Accreditation System, an
with more than 100 medical research
required specialty clerkship rotations,
outcomes-based evaluation system
posters presented. This event highlights
while fourth-year students select from
that will ensure the competency of
the breadth and depth of Winthrop’s
nearly 60 subspecialty clinical and
program graduates to perform the
research accomplishments. Many of
research electives. In 2013, Winthrop will
essential tasks for clinical practice in
these research posters will be subse-
graduate its first clinical campus class,
the 21st century.
quently displayed at national medical
and we are certain each graduate will
meetings.
match into excellent residency programs
In preparation for this new system, the
in the specialty of choice.
Office of Academic Affairs successfully
The Office of Academic Affairs has taken
completed a pilot project with Winthrop’s
the lead in recognizing and advancing
Residency programs remain
pediatrics residency program regarding
teaching excellence and educational
vigorous
the planned benchmarks for assessing
scholarship at Winthrop, particularly in
Each year Winthrop recruits many of the
the preparedness of physicians in six
the area of faculty development.
brightest graduating medical students
core competency domains. This cutting-
and young physicians into our residency
edge pilot and its outcomes will be pre-
The Faculty Scholars Fellowship is a
and fellowship programs. In 2012, enter-
sented in 2013 at a national educational
special initiative that enables clinician
ing residents included graduates of
conference so that other residency pro-
educators to enhance their skills and
prestigious institutions such as Harvard
grams can learn from our experience.
educational scholarship through inquiry-
Page 38
41. John Aloia, MD: Chief Academic Officer
Medical education for the 21st century
Designation in 2011 as a Clinical Campus of Stony Brook
University School of Medicine has transformed WinthropUniversity Hospital into a nationally recognized academic
health center, to the benefit of patients, students
and staff.
Although Stony Brook medical students have completed
clinical rotations at Winthrop for four decades, now
that we are a clinical campus, 80 third- and fourth-year
students live and learn here year round to complete
the educational requirements for graduation from
medical school.
“Having students on campus full time has changed us for
the better,” says John Aloia, MD, Chief Academic Officer
and Dean of the Clinical Campus. “Teaching raises our
intellectual level. Students ask us great questions. Ques
tioning leads to discussion and then to learning by both
students and faculty.”
In committing to an expanded academic role, Winthrop
has invested in the resources necessary to excel. A multifaceted faculty development program was launched last
year to enhance and support the scholarly activities of
the faculty.
In addition, we broadened our training capabilities by
opening a Simulation Center. Equipped with robotic
mannequins and task trainers, the Center offers
s
imulation-based skills training for students, residents,
physicians, nurses and other health professionals.
Our academic mission continues to encompass graduate
medical education (GME) and continuing medical education (CME). Our residency and fellowship programs
thrive and our GME program was distinguished for
teaching excellence by being awarded a five-year institu
tional accreditation period by the Accreditation Council
for Graduate Medical Education in 2012. In addition,
numerous innovations in medical education are being
implemented and tested at Winthrop by our faculty.
Similarly, The Accreditation Council for Continuing
Medical Education awarded Winthrop’s extensive and
diverse CME program Accreditation with Commendation.
The Research and Academic Center now under construction will create greater opportunities for breakthrough ideas as clinicians and scientists work side by
side. It is through such interdisciplinary activities that
our faculty and students will redefine healthcare for the
21st century.
42. Winthrop-University Hospital :: 2012 Annual Report
CME Participation Trends
Hours of Instruction
Physician Participants
2500
Non-Physician Participants
Hours of Instruction
10,805
789
685
7,689
2000
789 hours
2012
8,085
1500
569
569 hours
2011
1000
4,529
3,680
2010
685
569
789
2010
2011
2012
0
2010
2011
2012
Continuing Medical Education Programs are increasing as the number of participants grows.
Page 40
1,905
500
685 hours
Continuing Medical Educatioon Programs are increasing as the number of participants grows.
2010
2011
2012
43. Defining Healthcare and Much More
based, interactive class sessions.
physician and nursing continuing educa-
the CME curriculum, and an expansion
Graduates of the annual Fellowship
tion credits. Each year, Winthrop’s CME
of live course offerings. The past year
form a cadre of expert faculty who will
programs attract more regional and
has also seen a much greater emphasis
help promote more effective instruction,
national participants, attesting to the
on designing curriculum appropriate for
teaching, assessment and curriculum, as
high quality of our presentations.
the entire interprofessional team.
Winthrop is a distinguished national
Education as a bridge to quality
provider of CME credit, receiving an
As Winthrop enhances its quality
The Fellowship is the capstone of a
award of Accreditation with Commenda
improvement and patient safety initia-
comprehensive faculty development
tion from the Accreditation Council for
tives, continuing education for students,
program that includes an annual series
Continuing Medical Education (ACCME).
faculty and practicing physicians becomes
of campus-wide offerings designed to
Our CME programs strive to support
ever more essential.
meet the needs of our diverse learners:
physician educational needs for specialty
clinical campus medical students, house
board recertification under the new
In 2012, Winthrop joined Aligning and
staff, clinical faculty and those who teach
American Board of Medical Specialty
Educating for Quality, a continuing
and assess learners.
Maintenance of Certification program
medical education and performance
adopted by all recognized medical
improvement initiative of the Associ
specialties.
ation of American Medical Colleges
well as provide leadership, mentoring
and educational research.
A process of lifelong learning
Our Office of Continuing Medical Edu
(AAMC). We are one of more than 30
cation (CME) offers an array of annual
Among several exciting initiatives
major academic medical centers in the
specialty courses, symposia and online
launched in 2012 are our first accredited
U.S. to be selected to participate based
learning resources, accredited for both
online learning module, a redesign of
on our program’s level of capabilities.
Upper right: G. Robert D’Antuono, MHA, Assistant Dean and Director of CME.
Page 41
44. Winthrop-University Hospital :: 2012 Annual Report
The AAMC initiative aims to help aca-
patient safety and quality improvement
Campaigns to improve team-based care
demic medical centers integrate and
program this year is the opening of a
of patients with sepsis, trauma and other
align existing quality improvement pri-
state-of-the art interprofessional Simu
medical emergencies will be part of a core
orities and goals with continuing medical
lation Center. Equipped with manne-
curriculum to be offered by the Center.
education curricula to improve clinical
quins and task trainers, the Center will
practice and patient care outcomes.
offer simulation-based skills training for
Continuing our academic
students, residents, physicians, nurses
mission
and other health professionals.
Continuing to expand our academic
Another quality initiative was the establishment of the House Staff Quality
role is vital to our mission of producing
Council whose membership includes
To assure its success, a cadre of 18 core
an adequate, highly qualified physician
medical students, residents and fellows.
teaching faculty has been trained in the
workforce for future generations. Our
The Council’s function is two-fold: to
principles and techniques of simulation-
graduates will serve not only citizens of
review and recommend quality initia-
based medical education. Medical stu-
Long Island, but also of the region and
tives and to expose young physicians to
dents will be tested in their patient
beyond. At the same time, our faculty
quality issues early in their careers.
diagnostic and assessment skills using
will continue their personal commitment
standardized patients, while residents
to life-long learning, assuring the deliv-
Team-based medical education
will perfect their technical procedural
ery of effective, patient-centered care to
One of the most exciting advancements
skills using sophisticated virtual simula-
all who seek it. These are the ongoing
in our integrated medical education,
tion machines.
contributions of our dedication to
education.
Page 42
45. Jackson Israel: “The ICU team was there for all of us. Whenever we had questions or required a team
meeting to get an overview, we were taken care of right away.”
Preparation is the foundation of success, and in 16-yearold Jackson Israel’s case, it saved his life. When his
parents realized that Jackson’s flu-like symptoms were
serious, the Israel family came to the Winthrop Pediatric
Emergency Department. Bacteria from an unrecognized
bone infection had spread throughout Jackson’s body,
and by the time he arrived Jackson had already developed severe sepsis, a life-threatening condition.
Thanks to a quality initiative to improve severe sepsis care
for pediatric patients begun in 2009 by the Children’s
Medical Center at Winthrop, the Pediatric Emergency
Department and Pediatric Critical Care team were ready.
To address the threat to Jackson’s vital organs, the medical team implemented Early Goal Directed Therapy, an
evidence-based process that involves rapid administration of fluids and medications to reverse shock and timely
administration of antibiotics to combat the infection.
Unfortunately, Jackson’s major organ systems had already
sustained injury by the time treatment was initiated.
During the next several weeks Jackson required invasive
monitoring, support for his breathing, medications to
maintain his blood pressure, and dialysis to support his
kidneys. A blood clot spread the infection to his lungs,
and he required surgery to control internal bleeding.
During his three-month stay in Winthrop’s ICU, Jackson
steadily regained his health. “The ICU team was there
for all of us,” says Raquel Israel, Jackson’s mother.
“Whenever we had questions or required a team meeting to get an overview, we were taken care of right away.
They always kept us informed and explained things to
Jackson. I never saw him frightened.”
Jackson benefitted from the pediatric department’s
team approach to treatment. Consultation with various
subspecialties was coordinated to assure the best treatment “This was reassuring for us,” says Mrs. Israel. “We
knew every option was being explored.”
As Jackson prepares to rejoin his classmates, both
his family and his Winthrop medical team are grateful.
“That he survived severe sepsis without any disabilities
and that his cognitive function is intact are remarkable,”
says Maria Lyn Quintos-Alagheband, MD, Associate
Director of Pediatric Critical Care, Chair of the Pediatric
Surviving Sepsis Campaign at Winthrop, and advisory
taskforce member of the Greater New York Hospital
Association and statewide sepsis campaign.
Profile: Tommy Scudero
46. Winthrop-University Hospital :: 2012 Annual Report
defining
research
as part of our overall focus on quality, more than
100 patient-centered research projects are under
way that seek to determine the effectiveness
of treatments.
Page 44
47. Defining Healthcare and Much More
Winthrop-University Hospital research focuses on major national health priorities.
Page 45
48. Winthrop-University Hospital :: 2012 Annual Report
fulfilling the promise of health science:
Research
The highest quality of care is found in settings that nurture education and research because such
institutions value inquisitive minds striving for knowledge that improves patient outcomes.
Our commitment to research has always been strong, but it crystallized in 2012 with the groundbreaking for the Research and Academic Center, which will become the home of our research programs and the intersection of our science and academic missions. Fellows, residents and medical
students will have the opportunity to learn from leading researchers how to collect data and apply it
to providing better care, and scientists and clinicians will share their expertise to improve treatment
options for patients.
The 95,000-square-foot, five-story facil-
to understand the role of beta cells,
Applying our knowledge
ity will house laboratories, academic
which create and release insulin.
One of our newest initiatives, a Molecular
lecture halls and clinics, which will facili-
Pathology Laboratory, got under way
tate bench-to-bedside research, cross-
Another collaboration is studying whether
in 2012 and is now operational. The lab
fertilization of ideas and access to the
methotrexate, an anti-inflammatory
studies molecular markers, or genetic
most current information available.
drug, can reduce the risk of heart attack
markers, which are a particular DNA
and stroke in patients with diabetes.
sequence identifiable within the context
Addressing our community’s
At Winthrop, researchers will monitor
of the entire genome.
health issues
enrolled patients and contribute addi-
Winthrop has chosen to focus many of
tional research. This study is funded by
Molecular markers can assist in the
its research programs on health issues
the National Institutes of Health and is
diagnosis and treatment decisions for a
directly affecting the communities we
being led by a Harvard Medical School
variety of conditions. For cancer patients,
serve. Diabetes, therefore, is a primary
faculty member.
for example, markers can indicate if
focus, both in the adult and pediatric
population.
patients will respond well to a particular
Other research topics include avoidance
type of chemotherapy. By collaborating
of premature births, effectiveness of
with clinical oncologists, the new lab
Among the various diabetes-related
high-intensity frequency ultrasound to
applies basic science research to finding
studies is a collaboration with several
treat recurring prostate cancer, a vac-
the best and safest treatment options
institutions, including the University of
cine to protect against recurrence of
for patients.
Massachusetts, the University of Toronto
gynecological cancers, and molecular-
and the Medical College of Wisconsin,
level study of Amyotrophic Lateral
Sclerosis (ALS).
Page 46
49. Allison Reiss, MD: Head of Winthrop’s Inflammation Section
unlocking the mysteries of cardiac disease risk
Researchers often do not necessarily know where their
work will lead. For Allison Reiss, MD, head of Winthrop’s
Inflammation Section, it has led her and her team to
participation in a Harvard Medical School-led national
study that may help reduce cardiac disease risk among
diabetic patients.
In earlier work on autoimmune diseases such as rheu
matoid arthritis (RA) and lupus, Dr. Reiss and her group
identified in such patients the specific inflammatory
components present in the circulatory systems that
impair their cells’ ability to metabolize cholesterol and,
therefore, allow lipid accumulation in the artery, where it
can lead to obstruction and heart attack. This research
contributed to our understanding of the mechanisms
through which several commonly used pain medications
(COX inhibitors) elevate the risk for stroke and myocardial infarction.
It now appears that methotrexate, a different type
of drug used to treat RA, may actually improve cells’
ability to process cholesterol in those patients, and the
Cardiovascular Inflammation Reduction Trial (CIRT)
study, funded by the National Institutes of Health, aims
to determine if it may have a similar effect on diabetics
who already have had a heart attack.
Winthrop will be a CIRT Super Site, not only monitoring
patients in the study, but also contributing additional
research. “We have the ability to do more because of
our research capabilities,” says Dr. Reiss, who also is
an Associate Professor of Medicine at the Stony Brook
University School of Medicine. “We can perform analyses that are much more detailed and so can contribute
further information to the study.”
50. Winthrop-University Hospital :: 2012 Annual Report
Winthrop’s Clinical Trials Center, which
and our experts are serving on a national
communication system that will facilitate
will be relocated to the new Research
panel developing clinical practice guide
follow-up after discharge. This project
and Academic Center, and departments
lines for treating the condition.
stems from Winthrop’s participation in
throughout the hospital are conducting
the New York State Digital Health Accel
dozens of clinical trials in a range of
Patient-centered research
erator Program, an initiative to help
fields, including cardiology, oncology
As part of our overall focus on quality,
early- and growth-stage companies
and nephrology.
various patient-centered research proj-
bring leading-edge technology to the
ects are underway that seek to deter-
healthcare community.
Winthrop has emerged as a regional
mine the effectiveness of treatments.
referral site for patients with Sjögren’s
Researchers collaborate with patients to
Scholarship and research are vital com-
Syndrome, a chronic autoimmune disease
gain insight into how useful the educa-
ponents of Winthrop’s mission. As we
that affects an estimated four million
tion and instructions they were given are
expand our research capabilities and
Americans, including tennis champion
in a “real world” setting. It is essential
create synergies with clinical care and
Venus Williams, and for which there is
for healthcare providers to understand
medical education, the communities we
no cure yet.
the patient’s perspective and adjust to
serve will continue to have access to the
their needs as much as possible.
best care available.
A cohort of some 100 Sjögren’s patients
is being followed by Winthrop researchers,
In another patient-centered initiative,
we are piloting a telephonic patient
Page 48
51. Tommy Scudero: “Everybody came together to help me. The nurses and everyone at the hospital were
fantastic. I’m so grateful to have my ‘boring’ life back!”
For Tommy Scudero of East Williston, there is nothing
more precious than the simple routines of daily life,
an appreciation he developed following a near fatal cardiac arrest.
Despite a history of cardiac issues, including a triple
bypass operation, Mr. Scudero, age 54, was doing well
until one winter evening when he collapsed while getting
ready for bed. “He just went down,” explains his wife,
Johanna. “I tried to make him respond to me but he
wouldn’t.” The local volunteer ambulance corps arrived
within minutes of his wife’s phone call and provided
emergency treatment for a life-threatening arrhythmia
enroute to Winthrop’s Emergency Department.
Physicians determined that in his precarious condition,
Mr. Scudero was a candidate for the Induced Hypothermia
Protocol, a relatively new treatment for patients who
experience cardiac arrest. It involves slowly reducing
the body’s temperature to 92° F in order to preserve
as much brain function as possible and improve the
chances for recovery.
The next two days were crucial to achieving the protocol’s
benefits, as the ICU team slowly raised Mr. Scudero’s
temperature back to the normal 98º F. It was an emotional time as he began to awaken. Although Mr. Scudero
was experiencing short-term memory loss, his family
and the ICU team were overjoyed to see his positive
response to treatment. Mr. Scudero improved steadily
during the next few days, regaining his memory. His
cardiologists then began to uncover the cause of his
cardiac arrest.
Mr. Scudero had experienced ventricular fibrillation, a
lethal heart rhythm. With the implantation of a cardiac
defibrillator, Mr. Scudero’s heart now beats properly,
and he was back at his job some four weeks later.
“Something like this makes you think,” Mr. Scudero says.
“Everybody came together to help me. The nurses and
everyone at the hospital were fantastic. I’m so grateful
to have my ‘boring’ life back!”
52. Winthrop-University Hospital :: 2012 Annual Report
performance highlights
Financial Highlights
2012
$1,021,993,270
Operating Income
$918,227,315
$15,712,004
Operating Revenue
2011
$20,480,894
1.54%
Operating Margin
2.23%
Source: Winthrop-University Hospital
Economic Impact 2012
“Healthcare is becoming increasingly
complex as we manage a system that
includes the hospital, outpatient surgery
Population statistics
centers, and a vast network of physician
practices. This is compounded by the
Number of Employees
Salaries, Wages
& Benefits
Supplies
Capital Spending
Leases and Rentals
6,900
$584.0
$247.6
$40.0
$17.2
Employees
Million
Million
Million
challenges of emerging payment models.
Source: Winthrop-University Hospital
In order to be prepared, we must be
Million
Winthrop is a major driver of the Nassau County and broader Long Island economy.
more connected than ever to ensure a
seamless revenue cycle. Connectivity
Inpatient Payer Mix
will allow us to navigate the complex
YTD December 2012
regulatory and reimbursement
environment.”
Work Comp/No Fault
1.5%
Self Pay/Other
2.2%
Palmira M. Cataliotti, CPA, FHFMA
Senior Vice President and
Chief Financial Officer
Medicare/Medicare HMO
34.7%
PPO/Commercial
Medicaid/Medicaid HMO 14.6%
Source: Winthrop-University Hospital
Winthrop maintains a balanced payer mix. Revenues have grown and margins are solid, even with
increased expenses devoted to additional staffing to enhance care and improve patient flow.
Page 50
47%
53. Defining Healthcare and Much More
Number of Medical Staff
Number of Employees
8000
1,400
1,600
1,550
1,500
1,850
2000
7000
1500
6000
5,665
6,619
6,891
2011
6,217
5,993
2012
5000
1000
4000
3000
2000
500
1000
0
2008
2009
2010
2011
0
2012
Source: Winthrop-University Hospital
(based on available beds)
95.9
2009
2010
While other institutions have had to trim staff, Winthrop continues
to increase nursing and medical personnel to support added programs and services.
WUH Percentage of Occupancy
92.1
2008
Source: Winthrop-University Hospital
93.6
90.1
91.5
WUH Total Patient Contacts
90.2
(inpatient/outpatient E&M’s)
1,000,000
1000000
800,000
800000
600,000
2007
2008
2009
2010
2011
600000
2012
Source: Winthrop-University Hospital
Occupancy rates hold steady, and although there has been a
slight decline in discharges, it has been more than offset by
increases in outpatient visits.
400,000
2007
2008
2009
400000
Margins
(in millions)
$850
6.1%
2.9%
$484
Stony Brook
St. Francis
NUMC
South Nassau
Winthrop
$922
NSUH Manhasset
(percent)
$1,768
$387
2012
2011
Source: Winthrop-University Hospital
Revenue
$441
2010
5.6%
2.1%
ew York State (HANYS) Institutional Cost Report (ICR) 2011
Stony Brook
St. Francis
NSUH Manhasset
NUMC
South Nassau
Winthrop
(7.1%)
Source: Healthcare Association of New York State (HANYS) Institutional Cost Report (ICR) 2011
(17.5%)
Page 51
Source: Healthcare Association of New York State (HAN
55. Defining Healthcare and Much More
As Winthrop-University Hospital forges ahead to meet the complex needs of our diverse patient
population, philanthropic dollars help accelerate our innovative growth in the areas of research,
education and technology.
In the following pages, we gratefully acknowledge the benevolence of those who have contributed to
our annual and major campaigns, special events and programs. These selfless donors make it possible for Winthrop to bring the highest level of care possible to residents of the Long Island region.
▲ Research is the engine of innovative patient care, a belief
strongly held by John H. Treiber, business executive, volunteer
leader, philanthropist and member of the Winthrop-University
Hospital Board of Directors since 2000. Through their family
foundation, Mr. Treiber, his wife, Carol-Ann, and his daughters,
Megan and Kim, have made a $1 million gift to Winthrop’s
Research and Academic Center Capital Campaign.
The Center, currently under construction, will bring together
under one roof our science and academic missions. The
95,000-square-foot, five-story facility will house laboratories,
academic lecture halls and clinics, which will facilitate benchto-bedside research, cross-fertilization of ideas and access to
the most current information available. The Treiber family’s
generosity will no doubt facilitate breakthroughs in science
and patient care.
Page 53
56. Winthrop-University Hospital :: 2012 Annual Report
Theresa Patnode Santmann, a successful
businesswoman and philanthropist, has
committed more than $1 million to fund
Winthrop’s Amyotrophic Lateral Sclerosis
(ALS) research program.
Ms. Santmann became interested in funding
ALS research after her husband was diagnosed with the disease, which attacks nerve
cells responsible for controlling voluntary
muscle movement. In reviewing the current
state of ALS research, Ms. Santmann learned
of Winthrop’s impressive work in this field
and chose our program to receive her gift,
thereby furthering our research and bringing
new hope to many living with ALS.
Thanks to an unprecedented gift of nearly
$700,000 from the John and Janet Kornreich
Charitable Foundation, patients in Winthrop’s
Neonatal and Pediatric Intensive Care Units
are benefitting from the most sophisticated
bedside cardiac monitors available today.
These continuous monitoring devices are
valuable tools that instantly provide essential
infor ation about a patient’s physiological
m
con ition to the care team and enhance our
d
ability to provide the highest quality of care.
Pediatric patients at Winthrop already have
benefitted from previous Kornreich Founda
tion gifts which include entertainment systems in our Cancer Center for Kids and The
Children’s Medical Center. The hospital
experience of our youngest patients and
their families has certainly been enhanced
through the generosity of the Kornreichs.
Page 54
57. Defining Healthcare and Much More
The Guardian Society
We pay special tribute to our loyal donors who have included
the Hospital in their estate plans. These remarkable gifts help
to ensure that our mission of providing superior healthcare in a
teaching and research environment continues for generations
to come.
Sustaining Benefactors
We honor the profound commitment of our dedicated donors
who have continuously supported the Hospital since the
beginning of the 21st century, giving total contributions of
$10,000 and above from 2000 to 2012.
Ms. Katherine J. Aitkens
Mr. W. Eugene Kimball
$1,000,000 +
Neurological Surgery, PC
Mr. Edward Appoldt
Mr. John Hjalmar Kober
Mrs. Amy Hagedorn
Mrs. Loraine Bernhard
Mr. and Mrs. John H. Krumpe
Mr. John A. Bower
Mr. John Kunkle
Mr. and Mrs. Nathan J. Mistretta
New York Community Bank
Foundation
Mr. and Mrs. Robert H. Buescher
Mrs. Frances V. Lesch
Mrs. Beryl L. Burr
Mr. Joseph H. Lyons
Mrs. Jeanette Campbell
Mr. George E. Mallouk
Ms. Dolores Cantore
Mr. Bruce Marano
Ms. Augusta Clark
Ms. Mae Mattmann Fenton
Ms. Ethel Ruth Combes
Mr. Joseph R. McLees
Mr. William J. Corley
Mr. Samuel U. Mitchell
Mr. John T. Cronin
Mr. and Mrs. James D. Mooney, Jr.
Mr. Alfred T. Davison
Mr. Roy C. Morehead
Ms. Louise R. deDombrowski
Herbert Moskowitz, MD
Ms. Mabel M. Degnan
Mrs. Marguerite D. Murphey
Ms. Constance B. DeMeo
Rev. Thomas F. Murphy
Mr. George P. Denny, Jr.
Mr. and Mrs. Alexander Nadich
Ms. Nita C. Dietel
Mr. George K. Ommundsen
Mr. William E. Dillmeier
Mr. Winthrop B. Palmer
Mr. and Mrs. Harold M. Duryea
Ms. Elizabeth S. Paulding
Mr. Emanuel Dym
Mrs. Maria Pritchard
John and Janet Kornreich Charitable
Foundation, Ltd.
Ms. Ellen F. Emery
Mr. Albert Rene
Stanley A. Landers, Esq.
The Adikes Family Foundation
Mr. Monroe Erichson
Mrs. Veronica B. Renken
American College of Physicians
Mrs. Lillian B. Feulner
Ms. Ruth A. Roeser
Mrs. Frances V. Lesch
Amgen, Inc.
Ms. Iris C. Gabrielsen
Ms. Arline F. Rohn
Mr. and Mrs. Ronald H. McGlynn
Mr. Warren Galli
Mr. Leon A. Rushmore, Jr.
Mr. and Mrs. John D. Miller
Aon Hewitt
Mr. Anthony Gallo
Ms. Marie F. Rushmore
Mrs. Floreine J. Winthrop
Boston Scientific Foundation, Inc.
Ms. Lillian E. Gerold
Ms. Madeline E. Russo
Ms. Miriam M. Goldstein
Mr. William J. Schaff
Ms. Helen K. Gooden
Ms. Barbara Schoepfer
Mrs. Sarah R. Hadden
Mr. and Mrs. Charles P. Smith
Mr. Lothian K. Hanson
Ms. Ida May Smyth
Ms. Sally Hautmann
Ms. Margery Smyth
Mr. William C. Hautmann
Martin Spatz, MD
Mr. and Mrs. C. Leroy Hendrickson
Nassau Anesthesia Associates, PC
Mrs. Maria Pritchard
Theresa Patnode Santmann
Foundation, Inc.
Martin Spatz, MD
Mr. Robert Winthrop
Winthrop-University Hospital
Auxiliary
William E. and Maude S. Pritchard
Charitable Trust
Mr. Daryl M. Rosenblatt and
Mrs. Susan J. Miller
Drs. Scott and Lisa Schubach
SK Children’s Charities
Mr. Horst Spengler
Mr. and Mrs. Charles M. Strain
Syde Hurdus Foundation, Inc.
The Treiber Family Foundation, Inc.
$500,000 +
Mr. and Mrs. John H. Treiber
The Gladys Brooks Foundation
Mr. and Mrs. H. Willets Underhill
Charlie’s Champions Foundation
Winthrop-University Hospital
Medical Staff
Mrs. Theodora W. Hooton
Jay’s World Childhood Cancer
Foundation
$100,000 +
Abbott Nutrition
Botto Mechanical Corporation
Bower Law PC
$250,000 +
Mrs. Jeanette Campbell
Abbott Laboratories
Mr. and Mrs. J. Peter Coll, Jr.
Mr. and Mrs. S. Michael Apollo
Cordis Corporation
The B & G Organization LLC
Daiichi Pharmaceutical Corporation
Bristol-Myers Squibb
Edward Smith Mineola Lions Club
Mr. Horst Spengler
Mr. and Mrs. Robert H. Buescher
Ethicon Endo-Surgery, Inc.
Mr. Harold Herman
Ms. Mead W. Stone
Mr. Warren Galli
Farrell Fritz, PC
Ms. Mabel Heuss
Mr. George L. Titus
Mr. Eric Krasnoff
Formed Plastics, Inc.
Mr. Hamilton R. Hill
Ms. Meta Troue
Michael Magro Foundation, Inc.
Ms. Ella L. Hilmer
Mr. and Mrs. H. Willets Underhill
Mr. and Mrs. Darryl Mallah
Furey, Kerley, Walsh, Matera &
Cinquemani, PC
Miss Dorothy B. Hoag
Ms. Eloise R. Valentine
Ms. Dorothy A. Vogel
Diane and Darryl Mallah Family
Foundation
Garfunkel Wild, PC
Mrs. Patricia Hoffman
Mrs. Thelma U. Hutton
Mr. Leonard Wagner
Mr. and Mrs. Joseph L. Mancino
Mr. and Mrs. Frederick P. Leuffer, Jr.
Ms. Adeline Impellitteri
Mr. Lester K. Waterhouse
McKeen Fund
LifeStar Response Corporation
Mr. Antonio Ingargiola
Ms. Isabel Werner
Mr. Robert G. Merrill
The Fay J. Lindner Foundation
Mr. Arthur J. Johnsen
Mr. Robert Winthrop
The Miracle Foundation
The Pat Lyons Foundation
Edward J. Kelly, MD
Glen Oaks Club, Inc.
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