Winthrop 2012 annual report designed by Curran & Connors

Winthrop-University Hospital :: 2012 Annual Report

Education / Healthcare / Research

Winthrop-University Hospital 2012 Annual Report

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Mineola NY 11501
516-663-0333
winthrop.org

defining

healthcare and much more

Defining Healthcare and Much More

quality
care

quality
care


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


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


“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


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


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.


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


 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


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


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


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


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

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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


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

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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


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

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.”


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.

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


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


Hands-on, personal care provided by our nurses remains paramount.

Page 23


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.

(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.


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.

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.



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


Weekly leadership “huddles” take place with front-line staff to discuss safety and quality initiatives.

Page 29


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


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


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

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.


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

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!”


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


Winthrop-University Hospital has more than 240 medical residents in specialty training.

Page 37


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

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.


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


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


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

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.



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


Winthrop-University Hospital research focuses on major national health priorities.

Page 45


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

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.”


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

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!”


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.


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%


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%


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


(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


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


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


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

giving
community
Winthrop is about

involvement

Page 52

commitment

volunteerism

legacy



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


 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


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
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

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.

Page 55

Winthrop 2012 annual report designed by Curran & Connors

Winthrop 2012 annual report designed by Curran & Connors

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