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American Association of Critical-Care Nurses recognizes Intensive Care Unit at Mercy Medical Center

The American Association of Critical-Care Nurses (AACN) recently presented a bronzelevel Beacon Award for Excellence to Mercy Medical Center’s Intensive Care Unit. The Beacon Award for Excellence—a significant milestone on the path to exceptional patient care and healthy work environments—recognizes unit caregivers who successfully improve patient outcomes and align practices with AACN’s six Healthy Work Environment Standards. Units that earn this three-year, three-level award with a gold, silver or bronze designation meet national criteria consistent with Magnet Recognition, the Malcolm Baldrige National Quality Award and the National Quality Healthcare Award. “Our nurses play a vital role in providing care in an environment devoted to compassion and top quality, said Beth Vlahavas RN, MSN, vice president of patient care services and Chief Nursing Officer. “We are very proud of this great designation.” AACN President Teri Lynn Kiss, RN, MS, MSSW, CNML, CMSRN, applauds the commitment of the caregivers at Mercy for working together to meet and exceed the high standards set forth by the Beacon Award for Excellence. These dedicated health care professionals join other members of the

exceptional community of nurses who set the standard for optimal patient care. “The Beacon Award for Excellence recognizes caregivers in stellar units whose consistent and systematic approach to evidence-based care optimizes patient outcomes. Units that receive this national recognition serve as role models to others on their journey to excellent patient and family care,” she explains. Mercy is a recipient of the American Nurses Credentialing Center Pathway to Excellence® designation. For the second consecutive year, Mercy was ranked as a Top Performer on Key Quality Measures® by The Joint Commission, based on an aggregation of 2013 data. Also, the hospital was presented with the 2013 Outstanding Achievement Award by the American College of Surgeons Commission on Cancer. In addition, in recognition of its ongoing commitment and success in implementing excellent care for stroke patients, Mercy earned its third consecutive Get With The Guidelines®—Stroke Gold Plus Quality Achievement Award from the American Heart Association/American Stroke Association. For more information, call 516-62-Mercy or visit

Hospital Newspaper - NY Nov/Dec 2015


Local artist donates sculpture to Zucker Hillside Hospital in loving memory of her son

While many others on the East Coast were watching the skies in anticipation of drenching rains, a clearly emotional group of donors, employees and friends of Zucker Hillside Hospital braved the elements recently to experience the unveiling of a new statue, created by a loving mother in memory of her son. Robin Antar is a well-known sculptor who takes the everyday events of life and transforms them into representational works of art. For Ms. Antar, the dedication of her newest work, “David’s Knot in Flames,” was another step toward healing after the devastating loss of her son in 2013. At the dedication, Ms. Antar explained that her son, David, had been a patient at ZHH; he later went on to help many people living with addiction issues. Sadly, her beloved son passed away at the age of 26. “I began carving this tribute to my son nine months after he passed at the young age of 26,” said Ms. Antar. “The piece began with a 1,500-pound block of Turkish marble.

The stone has veins of purple— young David’s favorite color and the ‘secret code’ he whispered when life got hard.” Ms. Antar told the group that she carved a knot to represent David’s difficult life; “but, it breaks open into a flame to show how he rose above the hardships and finally, as a soul, rose even higher -- into Heaven itself. The unveiling of the statue, which served as the official opening of the hospital’s new “Greenspace”, located where the three demolished cottages once stood in the middle of the campus and is an area that now includes winding paths, trees, benches and picnic tables. John Kane, MD, VP, Mental Health Services, North Shore-LIJ Health System, spoke prior to the unveiling, noting the very real connection between art, healing and nature. “Mental illness all too often robs people of the ability to enjoy the most simple pleasures, such as sunsets, music, sculptures…things that most of us take for granted,” he said.


As sculptor Robin Antar unveils her work entitled, “David’s Knot in Flames” during a ceremony held at Zucker Hillside Hospital, she is supported by (from left to right) Chantal Weinhold, SVP, Regional Executive Director; John Kane, MD, Chairman, Dept of Psychiatry, SVP, Behavioral Health Services, North Shore-LIJ Health System; Brendan Foley, MA, HillCare Health Home; and Mitchell Shuwall, PhD, Exec. Director, ZHH

“We hope this new space, and Ms. Antar’s beautiful tribute to her son, will inspire hope for patients and families and also be a place that re-energizes our staff, reminding them of the

meaningful and life-saving work they do every day,” he concluded. “This was an extremely hard thing for a mother to do; but for me, as a sculptor, it was also a work of

healing,” Ms. Antar said during the ceremony. “I believe the high quality of care at Zucker Hillside Hospital helped my son grow up to be a better man.”

Nov/Dec 2015

Hospital Newspaper - NY



Calvary Hospital

Keepings spirits high during the Holiday Season Every year hospital's are faced with keeping the holiday spirit alive for patients that can't be at home. Patients benefit year-round from the outpouring of generosity the community demonstrates, especially during the holidays. Each December, there are multiple opportunities to capture the kindness of the season through the donation of time, talent and treasure.

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Some ideas include: Providing a holiday for a whole family! This option includes being assigned a family and given information for each member. You would then shop for the whole family to fulfill their holiday needs. After wrapping your gifts they would be delivered to a special North Pole at the hospital.




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Gifts in kind for Donations Sometimes just helping a family with unique donations like providing meals, Grocery gift cards and rides to the hospital for the elderly are just what is needed. Please send in your best stories from past holidays and some plans for the upcoming season. Hospital News wishes your family a safe and healthily holiday season! Please share your stories with us: Jim can be reached at 845-202-4737 and via email at






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AAMC Chair and President call on the nation’s medical schools and teaching hospitals to address health care inequalities

In addresses at the 126th annual meeting of the AAMC (Association of American Medical Colleges), Board Chair Peter L. Slavin, MD, and AAMC President and CEO Darrell G. Kirch, MD, told the leaders of the nation’s medical schools and teaching hospitals that “crossing the inequality chasm” is imperative if America is to achieve better health for all. “Equity has too often been overlooked or politicized, instead of being treated as a defining test of whether we’re meeting our responsibility to deliver quality care to everyone who needs it,” Slavin said to nearly 3,000 meeting attendees. “The simple truth is that we cannot achieve quality without addressing inequality.” Slavin, who is president of Massachusetts General Hospital (MGH) and professor of health care policy at Harvard Medical School, cited studies illustrating disparities in treatment and outcomes between white and minority patients. These disparities are exacerbated by the conscious and unconscious biases of health care professionals, coupled with the fear of bias by patients, which leads to a mistrust of doctors, he said. “In order to live up to our oath to ‘do no harm,’ we must first take a hard look at where we’re falling short,” Slavin continued. “Health care providers need to ask themselves, ‘Is there something we all could have done to help this person before they came through the doors of our hospital?’” he said. “Targeting inequality actually raises the quality of care for everyone.” Slavin urged medical schools and teaching hospitals to hold themselves publicly accountable for health care equality by making their data and outcome information transparent and introducing interventions when disparities are identified, as MGH has done. Making health care more inclusive also involves increasing the diversity of health care providers. “A more just health care system depends upon us building a more diverse talent pipeline through our medical schools and training our students to think more broadly about these issues,” said Slavin. Kirch noted how the gap between the haves and have-nots in America has deepened and stressed that it is critical to address these inequalities now in the midst of the resulting violence and unrest the nation has seen this year. “Confronted with the

scientific evidence that social inequities lead to poorer health outcomes, we have a clear ethical obligation, as health professionals, to address this issue.” While the Affordable Care Act has made health insurance available to millions of previously uninsured or underinsured Americans, people without transportation to a doctor or the ability to navigate the health care system still fall through the cracks. The emergency rooms at teaching hospitals are a safety net for the poor, uninsured, and the undocumented, Kirch said, but that care often comes too late. “[Patients] already have missed opportunities for prevention, early intervention, and promotion of good health.” People with mental illness, correctional populations, the LGBT community, and members of the military and veterans also are facing health disparities, Kirch added. The AAMC will continue its advocacy efforts around NIH funding and increased funding for residency positions to address inequity on a national level, Kirch said. He also praised the many academic medical institutions that have launched innovative outreach programs in poor communities and studies to reduce health care disparities. But he called on everyone working for medical schools and teaching hospitals today to look at their individual roles in academic medicine through a health equity lens. The inequality chasm looms large, and the health of too many people hangs in the balance, Kirch concluded. “Over the coming year, as political battles and partisan spin escalate, more than ever, we will need to ignore the noise and maintain focus on bridging the inequality chasm.” The Association of American Medical Colleges is a not-for-profit association representing all 145 accredited U.S. and 17 accredited Canadian medical schools; nearly 400 major teaching hospitals and health systems, including 51 Department of Veterans Affairs medical centers; and nearly 90 academic and scientific societies. Through these institutions and organizations, the AAMC represents 148,000 faculty members, 83,000 medical students, and 115,000 resident physicians. Additional information about the AAMC and U.S. medical schools and teaching hospitals is available at

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HOSPITAL of theYear! Calvary Hospital

Best Hospitals of 2015

Calvary Hospital’s family-centric approach, centered around compassion and unmatched care, setting itself apart in the industry

Calvary Hospital’s renowned approach to treating patients and their family has been described as family-centric. And what does family-centric mean? It means that Calvary doesn’t just compassionately treat its patients. The caring and respected staff also proudly takes care of their loved ones during treatment and beyond with a unique approach. That’s helped Calvary become the leader in the industry in palliative and hospice care. “The family-centric approach is critical to us,” said Frank A. Calamari, President and CEO of Calvary Hospital. “The treatment of the patient includes the treatment of their loved ones and family. We direct all of our support services and intervention to the patient and their family. This is something we realized a long time ago and a lot of other people are coming around to Calvary’s approach.” For 116 years, Calvary has provided care for tens of thousands of patients. Families are an important part of this relationship. That’s why Calvary offers a “Family Care” department with social workers who are known as “Family Care Practitioners.” Each one has a Master’s degree in Social Work and advanced end-of-life training. Their work comes during the most difficult and intimate times in the life of any family. Put simply, no other hospital puts the time and effort into caring for a family as Calvary does.

Calvary, located in the Bronx, continues to grow and evolve. Today it is comprised of a 200bed hospital in the Bronx, 25-bed Brooklyn Satellite, a facility in Manhattan, and home care and hospice for patients throughout the greater New York area. The hospital marked the 11th anniversary of its pioneering Family Care Center (FCC) this summer. Since it opened, the FCC has served thousands of patients and their families, providing a retreat during care. It offers family members a break from the emotional turmoil that can exist on the patient floors, the opportunity to check email, read newspapers, get a manicure or a cup of coffee, or simply gather their thoughts in a quiet moment. The Dawn Greene Hospice just marked its first anniversary at the Mary Manning Walsh Home (MMW), a 10-bed hospice located in Manhattan. This hospice is a partnership between Calvary and MMW. Both are part of ArchCare, the Continuing Care Community of the Archdiocese of New York. ArchCare at Mary Manning Walsh Home has long been the residence of choice for families on Manhattan’s East Side seeking top-quality residential care and short-term rehabilitation for those they love. Mary Manning Walsh Home cares for people of all faiths and spiritual preferences in an atmosphere of grace and comfort.

A Calvary Rabbi showing a patient the Torah scroll -- itself a Holocaust survivor – that is being restored.

The Family Care Center at the Bronx campus.

Three years ago, Calvary and Yeshiva University’s affiliated Rabbi Isaac Elchanan Theological Seminary (RIETS) collaborated to serve the needs of observant Jews in the metropolitan area who need information and access to the best end-of-life care. Calvary’s patient care model successfully addresses the medical, emotional and spiritual needs of patients and their families. For Jewish patients and families this includes a comprehensive range of services such as end-of-life counseling in accordance with Jewish tradition, kosher meals and the celebration of Shabbat and all major Jewish holidays. This summer, Calvary began a year-long restoration of a Torah scroll currently housed at their Bronx campus. The goal is to bring this Torah – dating from 1880 – back to kosher status, so that it may once again be used in Jewish rituals and religious services. Scroll No. 515, from the town of TausDomazlice, is on permanent loan to Calvary from the Memorial Scrolls Trust in London. “The Torah was rescued at the end of World War II from Czechoslovakia,” Calamari said. “The organization that rescued it wanted to make sure that it was

cared for and appreciated. We were very touched that they did that for us. We have had it for many years and it needs to be restored. We are happy we can do that because of our increased involvement with the Jewish community. This is important to them and it is important to us.” The Hospital’s outreach to the Jewish community, and the Torah Restoration, has been spearheaded by Dr. Michael J. Brescia, Executive Medical Director. The hospital has always embraced patients from all faith traditions and addressing patients’ spiritual plan is an important part of the Hospital’s signature care. More than 30 chaplains care for Calvary’s inpatients and home hospice patients throughout the greater New York area. Calvary, the country’s only fully accredited hospital devoted to the care of adult advanced cancer patients, offers a diverse variety of bereavement services, including groups for bereaved parents whose adult child has died, for spouses, for young bereaved spouses, for adults whose parents have died, for bereaved children ages 6-11 and for bereaved teens ages 12-17. Services are offered in English and Spanish.

photos provided

Calvary’s renowned programs and facilities allows it to offer comprehensive care to patients who are suffering not only from advanced cancer but also from other chronic and acute terminal illnesses, and who are at home or in a select nursing home. Calvary leads the way in offering a complete array of supportive outreach, psychological and spiritual services. Calvary’s primary goal is to make the patient as physically comfortable as possible, and to address with dignity the psychological needs of the patient and his or her family. “Our motto here is ‘Where Life Continues’ and we all understand that nothing will ever be the same,” Calamari said. “You can’t lose a loved one and just say that’s the way it’s supposed to be. We understand that nothing will be the same. We are there to support you as best as we can, whether it’s spiritually, psychologically, from a counseling standpoint, whatever it might be.” Unlike other hospitals, Calvary encourages visitors at any time. The staff understands that when a loved one is near the end of life, making it easy for family to visit is important. This family-centric approach is why Calvary continues to be the leader in palliative and hospice care in the industry.


Hospital Newspaper - NY Nov/Dec 2015

“I could not have asked for, nor could I have given, better care to my mom.” “I am writing to you not only ly as a nurse of 38 years, ars, but also as the daughter aughter of Vivian Miglior ore. Mom spent her final days receiving Calvvary Hospital’s remarka able end-of-life care att The Dawn Greene H Hospice at Mary Manning Walsh Home in Man nhattan. She suffered horribly from terminal cancer ancer. Your Your staff immed diately embraced us with comfort and love, an nd relieved mom’s pain and suffering. Throu ughout all my years of experience as a Registered Nurse, I could nott have asked for, nor could I have given, better tter care to mom. The e convenience of Calvary now being in New Y York ork City was an absolute godsend. I was minutes nutes awayy,, every dayy,, from work and home. For her few remaining g days, my mother was able to enjoy our family amilyy,, friends and even n my dog Jake – whom she loved so very much. h. Mom’s smiles during her final hours will last st forever in my heart. Thanks to you.” – Carolyn arolyn Migliore, RN

Fo or more information about Calvarryy Hospice & Homecare, including Th he Dawn Greene Hospice at Marryy Manning W Walsh alsh Home in NYC, please call 718-518-2465.

1740 Eastchester Road • Bronx, NY 10461 • (718) 518-2300 • w w • Calvary Hospital Inpatient Service Outpatient Services • Calvary@Home (Home Care/Hospice) • The Dawn Greene Hospice at Mary Manning Walsh Home in NYC Center for Curative and Palliative Wound Care • Satellite Services at Lutheran Medical Center, Brooklyn NY 11220 (Calvary@Home programs are Medicare-certified and contract with most major insurances.)


Nov/Dec 2015

Hospital Newspaper - NY

Winthrop-University Hospital

Best Hospitals of 2015

Treatment is offered at our main hospital campus in Mineola as well as in our New York City facility at 150 Amsterdam Avenue at 66th Street. In addition, Winthrop’s Men’s Health Center provides comprehensive, coordinated men’s services – from urological to cardiac services – making it easy for the men of Long Island to receive multispecialty preventive care and medical management.

General Overview Founded in 1896 by a group of local physicians and concerned citizens, Winthrop-University Hospital is Long Island’s first voluntary and second largest hospital. The university-affiliated medical center offers sophisticated diagnostic and therapeutic care in virtually every specialty and subspecialty of medicine and surgery. Winthrop has earned many prestigious accreditations, including designations as a New York State (NYS) Stroke Center and NYS Regional Perinatal Center, and is known across the State for its excellent outcomes in interventional cardiology and cardiac surgery. In addition to its leading cardiology and specialty care services such as Orthopaedic Surgery, Winthrop boasts several specialized Centers that are dedicated to Cancer Care, Digestive Disorders, Family Care including Women’s and Children’s Health Services, Lung Care and Neurosciences. Winthrop qualifies as a Regional Trauma Center for every trauma patient – from infants to the elderly. Our physicians and staff are equipped with the very latest trauma facilities and technologies and are on-site 24/7. A new expansion which provides three brand-new Trauma Resuscitation Bays to initiate trauma/critical care for the most severely injured patients is set to open in December, 2015. Patient care, academics and research are the three components of Winthrop’s mission. Because research is so essential, Winthrop recently opened a new fourfloor, 95,000-square-foot Research and

Academic Center to house basic science research, clinical/translational research, outcomes research, and medical education classrooms and support services.

Staff The Hospital employs over 7,500 dedicated and caring individuals, including more than 2,000 nurses. Winthrop’s medical staff – which includes 1,900 full-time and voluntary attending physicians – cared for more than 35,000 inpatients, handled more than 70,000 emergency visits, and conducted more than 990,000 outpatient appointments in 2014.

Academic and Clinical Affiliations Winthrop is an affiliated member of the New York-Presbyterian Healthcare System and is the Clinical Campus of Stony Brook University School of Medicine. Research and Clinical Trials Winthrop has been spearheading pioneering research that holds the promise of major breakthroughs in the understanding and treatment of many serious medical conditions. From diabetes, multiple sclerosis, rheumatoid arthritis and lupus, to cardiovascular diseases, obstetrics and premature births, Winthrop’s researchers and clinicians have been at the forefront of important discoveries.

No Place Like Home Winthrop’s award-winning certified home health care agency offers nursing, as well as physical, speech and occupational

therapies in conjunction with medical social work and home health aide services to Nassau and Suffolk Counties as well as for Queens residents.

Special Programs and Services Advances in Neuroscience Within Winthrop’s Department of Neuroscience, an interdisciplinary team of healthcare professionals are pioneering the use of advanced approaches for diagnosis and treatment, including computerized imaging systems, state-of-the-art surgical interventions such as deep brain stimulation and the latest generation of medication therapies. In addition to a 14-bed Neurosciences Special Care Unit, the Department boasts comprehensive resources for the diagnosis and treatment of a wide range of conditions, including aneurysms, blood clots and tumors and special programs for conditions including multiple sclerosis, movement disorders, and epilepsy.

A Leader in Men’s Health At Winthrop, prostate cancer patients are offered a full array of treatment options. Minimally invasive surgery using the daVinci Surgical Robot System is available, as well as intensity-modulated radiation therapy (IMRT), cryotherapy and more. In addition, Winthrop pioneered the use of CyberKnife® for prostate cancer – a technology that takes radiotherapy to new levels of accuracy. Winthrop has treated over 3,600 cancer patients with CyberKnife, making it one of the busiest CyberKnife centers in the world.

Excellence in Women’s Healthcare Winthrop is a nationally recognized, regional leader in women’s health services. The experts at the Winthrop Breast Health Center – the first center in Nassau County to earn accreditation by the National Accreditation Program for Breast Centers (NAPBC) – provide comprehensive risk assessment, diagnosis, treatment and follow-up care to patients. Winthrop is also the only site in the tri-state area to earn accreditation by the American Institute of Ultrasound in Medicine (AIUM) for fetal echocardiograms. In its continuing mission to expand and improve treatment options for patients with breast cancer, Winthrop completed an Institutional Review Board-approved clinical trial with very positive outcomes. The trial utilized the CyberKnife Radiosurgery system as a follow-up to lumpectomy in select women with breast cancer who desire breast conservation after resection of their breast tumor.

Awards and Recognitions Among the numerous awards and recognition by organizations such as U.S. News and World Report, Healthgrades and the Women’s Choice Award, Winthrop recently achieved “Meritorious” status from the American College of Surgeons National Surgical Quality Improvement Program with regard to outcome performance in the areas of: Mortality, Cardiac, Respiratory (pneumonia), Unplanned Intubation, Ventilator > 48 hours, Renal Failure, SSI, and UTI for All Surgery cases for 2014. For more information about WinthropUniversity Hospital, please call 1866WINTHROP or visit us online at

Hospital Newspaper - NY Nov/Dec 2015



Nov/Dec 2015

July/August 2015

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Hospital Newspaper - NY

Burke Rehabilitation Center

Best Hospitals of 2015

Burke Rehabilitation Center Combines World-Class Rehabilitative Care and Cutting-Edge Research When a patient is hospitalized with a medical issue that will require rehabilitation, they often have many questions. Am I a suitable candidate for acute inpatient rehabilitation? Where can I receive outpatient care close to my home? How do I find out about research studies I may qualify for? These are some of the common questions patients may have. Burke Rehabilitation Center makes the answers easy to find. When patients are facing a lifealtering illness, injury or surgery, such as a stroke, spinal cord i n jury or brain injury, Burke offers numerous avenues of care— from inpatient treatment at Burke Rehabilitation Hospital to outpatient therapy at one of Burke’s six outpatient clinics, to taking part in groundbreaking research studies at Burke Medical Research Institute, Burke’s associated research center located on its 61-acre campus in suburban White Plains, New York. The continuum of care available at Burke is integral to helping all patients achieve the fullest recovery possible—and what sets Burke apart as one of the pioneers in the field of rehabilitation. Since opening its doors 100 years ago, Burke Rehabilitation Hospital, a 150-bed acute care facility has provided care for a broad range of neurological, musculoskeletal, cardiac, and pulmonary issues

caused by disease or injury, i n cluding stroke, spinal cord injury, traumatic brain injury, joint replacement and amputation. Patients participate in intense physical, occupational and/or speech therapy for a minimum of three hours on weekdays and 1-2 hours of therapy on Saturdays. Burke’s doctors, nurses and therapists provide specialized treatment in interdisciplinary teams. Burke’s clinicians and therapists utilize the latest technology and research-backed treatments thanks in part to the rigorous work done by the faculty of the Burke Medical Research Institute. Burke is one of the only rehabilitation centers in the country to have an affiliated research center on its campus, which has programs in basic, translational and clinical research. There, patients are given the opportunity to participate in NIH-funded studies. Some of the current clinical trials being conducted at BMRI include evaluating whether increasing brain glucose utilization can slow cognitive decline in patients with Mild Cognitive Impairment or mild Alzheimer's disease dementia as well as investigating combined brain stimulation and hand robotic training in spinal cord and brain injury. This synergy between the research facility and rehab hospital allows for better patient outcomes.

Burke’s world-class physicians and therapists help patients who have experienced brain and spinal cord injury, stroke, other neurological, orthopedic, cardiac, and pulmonary issues achieve the fullest recovery possible.

Opened in 1915, Burke Rehabilitation Hospital is an a 150-bed acute rehabilitation hospital located on a 61-acre campus in White Plains, New York.

Better patient outcomes are also possible thanks to Burke’s extensive outpatient programs. Patients are able to complete outpatient therapy at Burke’s main campus in White Plains or at any of our 5 satellite clinics throughout Westchester and the Bronx. These locations offer patients access to Burke’s world-class therapists in a setting close to their home. A patient’s relationship with Burke does not end at discharge. In addition to the outpatient clinics, and research opportunities, Burke offers 10 free support groups that meet regularly, including support groups for spinal cord injury, young onset Parkinson’s disease, and aphasia. There is even a well spouse group for caregivers of those with series medical conditions. In addition, patients and former patients—as well as the community— can utilize Burke’s on-campus fitness facility, which offers not only traditional gym equipment, such as treadmills and stationary bikes, but numerous adaptive sports and fitness programs for those with health issues such as adaptive yoga and tai chi classes as well. Staff certified trainers are able to work with members and meet the needs of specific patient populations.

For the past 100 years, the mission of Burke Rehabilitation Center has been to ensure that every patient makes the fullest possible recovery from a debilitating illness or traumatic injury. The combination of Burke’s outstanding inpatient programs, research facility, and community events provides a con-

tinuum of care and equips patients with the tools that are necessary to achieve everyone’s ultimate goal: to be as healthy and independent as possible. For more information about any of Burke’s programs and services, please visit or call 88899-BURKE.

photos provided

Avrielle Rykman Peltz, MA. OTR/L, from Burke Medical Research Institute’s Restorative Neurology Clinic works with a patient on the clinic’s upper limb robotic equipment which helps patients regain lost mobility following stroke or brain injury.


Hospital Newspaper - NY Nov/Dec 2015

Pioneering Never Gets Old When you pioneer an industry, you don’t just set the bar for excellence and innovation, you keep raising it. Since


opening our doors in April 1915, Burke has been pioneering medical rehabilitation. Burke is one of the only institutions in the U.S. that is both a rehabilitation hospital and research center. We continue to be at the forefront in the development and implementation

Burke opens doors

In 1924, we helped found the American Heart Association

During World War I, we treated over 2,000 injured sailors

of rehabilitation medicine.

During World War II, we transformed medical rehabilitation

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Nov/Dec 2015

Hospital Newspaper - NY

Silver Hill Hospital announces Eating Disorders Program with inpatient and residential treatment options Silver Hill Hospital recently announces the only Eating Disorders Program in Connecticut, New Jersey and New York to provide a full year of integrated treatment versus a fragmented approach that causes patients to change facilities whenever the disease changes course. The new program, which will open this month, has three levels of care: inpatient, residential, and an innovative Recovery Support Follow-up Service that works with the patient’s community support network in for the twelve months after leaving Silver Hill. This is when relapse is most common. Silver Hill is uniquely qualified to manage all the complications of eating disorders because it is a psychiatric hospital and can treat all the emotional, behavioral and physical aspects of the mental illness with the highest mortality rate. Those suffering from disordered eating often present with coexisting psychiatric issues such as depression, anxiety, substance abuse or suicidal ideation, compounded by malnutrition, and heart or other vital organ malfunction.

Only program of its kind in tristate area

“Fifty percent of patients with eating disorders have another mental illness, or a dual disorder. The nature of the disease also means that many fight physical medical conditions as well, ” says Dr. Sigurd Ackerman, president and medical director of Silver Hill. “Treating these together is essential if a patient is to have a positive outcome. As a psychiatric hospital, we can prescribe all appropriate pharmacological interventions. There is a psychiatrist on our campus 24/7, and we have a multidisciplinary team of specially trained psychologists, social workers, dietitians and nurses to work with each patient.” Erin I. Kleifield, Ph.D., will lead the program. “ Dr. Kleifield has more than thirty years of experience in treating eating disorders. She received her Ph.D. from Stamford, is former staff psychologist on the inpatient eating disorder unit at Cornell University Medical College, and has worked in both academic research and clinical practice in the field. We’ve spent over a year

designing the program and have completely renovated the space. I am confident that with Dr. Kleifield and her staff, we can make a tremendous difference in the lives of many.” Dr. Kleifield explains that Silver Hill can admit individuals for inpatient for emergencies and that the residential program assists in the long-term psychological behavior modification that is necessary.


“Disordered eating is an incredibly complex illness that requires many types of support,” says Dr. Kleifield. “A patient might need to move back and forth between the inpatient and residential programs. That Silver Hill has both makes the difficult healing process easier for the patient and their family,” she says. Patients will also have the benefit of the Silver Hill Recovery and Support Follow-up Service

“Thirty million people suffer from eating disorders in the U.S., yet only 35% seek care at facilities that specialize in treating them. With the highly skilled staff we have assembled and our outstanding facilities, we have an exceptional program that will help patients lead healthy, productive lives.” More information about the Silver Hill Eating Disorders Program can also be found on the Silver Hill Hospital YouTube Channel: Silver Hill Hospital’s Eating Disorder Treatment Approach Silver Hill, located in New Canaan, CT, is a nationally recognized, non-profit hospital for the treatment of psychiatric and addictive disorders. Since 1931, it has helped people find the path back to mental health and wellness. Its adolescent and adult patients have the advantage of a broad and comprehensive range of programs, including inpatient, extended on-site transitional living, outpatient and Recovery and Support Services. Visit for more information.

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Hospital of the Month? Hospital Newspaper highlights one hospital per month as the centerfold feature. Great way to get information about your facility to interested readers.

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Hospital Newspaper - NY Nov/Dec 2015


St. Charles Hospital Auxiliary receives “2015 Auxiliary of the Year Award (Large Hospital)” from The Healthcare Association of New York State

The St. Charles Hospital Auxiliary was presented with the “2015 Auxiliary of the Year Award (Large Hospital)” from The Healthcare Association of New York State (HANYS) during an awards dinner on Monday, October 26, 2015 in Albany, NY. This award recognizes St. Charles Hospital’s Auxiliary for demonstrating outstanding achievements in community outreach during 2015. “St. Charles Hospital’s Auxiliary is vital to furthering our longstanding mission of compassionate care. We appreciate their hard work in helping the hospital meet the needs of our patients and visitors while also supporting the future of St. Charles through fundraising efforts,” said Jim O’Connor, executive vice president/chief administrative officer, St. Charles Hospital. During 2015, the St. Charles Hospital Auxiliary hosted more than 25 hospital fundraisers, supported the St. Charles Hospital Foundation’s 2015 Golf Tournament and 2015 Gala, and partnered with community organizations such as the Kiwanis Club, to raise funds for outside non-profit organizations in addition to the hospital, including the Make-A Wish-Foundation and Relay for Life. The Auxiliary implemented a new program to provide patients of St. Charles Hospital’s Chemical Dependency Rehabilitation and Medically Supervised Detoxification units with scarves, gloves and hats which are handmade by their own members, as well as by the residents of Jefferson’s Ferry, an assisted living facility in East Setauket, NY. St. Charles Hospital’s Auxiliary consists of more than 150 dedicated men and women who volunteer their time and talents to raise funds that support hospital services and programs. The Auxiliary’s accomplishments include raising more than $150,000 to date to support the development of the hospital’s forthcoming Pediatric Ventilator Dependent unit, providing merit scholarships to selected Junior Volunteers, securing financial support for the hospital’s Pediatric Program through strategic partnerships with local business networking organizations, and managing and staffing the hospital’s Gift Shop. The Healthcare Association of New York State (HANYS) is the only statewide hospital and continuing care association in New York State, representing 500 non-profit and public hospitals, nursing homes, home care agencies, and other health care organizations.

St. Charles Hospital is a 231-bed community hospital in Port Jefferson, NY. The non-profit hospital features three centers of excellence: Maternal/Child services, Orthopedics and Rehabilitation. St. Charles also offers services in general surgery, colon/rectal surgery, bariatric surgery, neurosurgery, ENT, pediatrics, diagnostic imaging, emergency medicine, epilepsy, stroke care, Female Pelvic Floor Disorders Center, and a nationally accredited Sleep Disorders Center. St. Charles is a member of Catholic Health Services of Long Island.

(L-R) Sue Ellen Wagner, Vice President, Community Health, HANYS; Florence “Billie” Schretzman, St. Charles Hospital Auxiliary President; and Lisa Mulvey, Executive Director, St. Charles Hospital Foundation



Nov/Dec 2015

Hospital Newspaper - NY

Nurse’s Viewpoint By Alison Lazzaro, RN


nursteinfo for stude s and nts Hospital Newspaper Correspondent

Stereotyping against our future selves

“Old hag,” “geezer,” and “senior moment.” These derogatory terms categorize older adults as different. Using traits like “gray hair,” “hard of hearing,” and “poor eyesight” exemplify the negative perceptions many people have toward older adults. Ageism is defined as stereotyping against people because they are old. Ageism can be detrimental to our aging Baby Boomers. Attitudes towards this population need to be re-evaluated. Ageism has been characterized as a paradoxical form of prejudice because it discriminates our “future selves.” According to an AARP study, 92 percent of workers ages 45 to 74 say that age discrimination is very common in the workplace. Even though studies show that there are no large differences between older and younger employees, there is an unconscious nature of bias against older workers at many institutions. Although unwarranted, older workers are seen as less productive and less flexible. Age discrimination at work leaves older workers with less opportunities for employment interviews, with less recruitment and retention, and with less than optimum treatment. Ageism can even affect how and when individuals retire because they may feel marginalized and disempowered due to age. Ageism is detrimental in healthcare. A 2011 study found that physicians reportedly spoke less and used simpler language with older people, spent less time when providing information, and preferred providing information on interventions to relatives rather than the older adults. Older patients are also less likely to receive preventative care. The possibility that older adults are receiving poor healthcare due to negative attitudes held by healthcare professionals is a negative consequence of ageism. Harmful stereotypes have the ability to influence older adults' functioning and behavior. One study by Levy found that older adults may feel at risk of confirming a negative stereotype and consequently underperform on the task, especially when cognitive measures were tested. Perpetuating ageism could subconsciously contribute to more dependent older adults. Nurses must be aware of the concept of ageism and the consequences of the public's negative attitudes towards older adults. Eliminating things like “Elderspeak,” or the speech style of communicating with older adults that is similar to “baby talk” is vital to changing the culture of ageism. Discouraging derogatory terms to describe aging and periodically reassessing our own biases will help combat the negative consequences of ageism.

Seton Hall University College of Nursing Website:

Phone: 973-761-9306 Email:

education & careers Hospital Newspaper - NY Nov/Dec 2015


LIU Post announces approval of Bachelor of Nursing Program, targeting the growing demand for nurses

LIU is meeting the growing demand for nurses with a new degree program that will put its graduates at the forefront of the continually shifting health care landscape. LIU Post students in the Bachelor of Science in Nursing program will develop expert-level proficiency with state-of-the-art simulation labs, electronic medical record systems, and a crucial interdisciplinary approach, preparing them for leading roles in a fast-growing and fast-changing field. “The opportunity to interact with LIU’s highly-qualified faculty and work with 250 affiliated clinical partner organizations combines with our technological capabilities to ensure that LIU Post nursing students will play a role in the future of health care,” said Dr. Kimberly R. Cline, president of LIU. LIU Post’s nursing program launches at a time of great opportunity for aspiring nurses. The demand for nurses is projected to grow by 19 percent before 2022, faster than the average for all occupations, according to the United States Department of Labor. Top-tier hospitals and health care organizations have shifted toward a technology- and data-driven inter-professional practice care model, and a growing number of hospital systems nationwide – including the New York metropolitan area – require their nurses to have bachelor’s degrees. LIU Post nursing students will begin their program with an introduction to professional nursing, and each semester that follows will build a strong science and liberal arts foundation to complement the coursework in nursing fundamentals.

This approach enables students to master crucial theories and topics in their first two years of study, including patient care intervention, confidentiality issues, and information management. Subsequent semesters in this four-year program will integrate lectures, skills labs, and high-fidelity simulation labs to put theory into practice at professional rotations, where they will experience in-demand specialties and transition into top nursing careers. The program will utilize state of the art technology and engaged learning to facilitate the students learning experiences.

LIU Post Bachelor of Science in Nursing features: • Dynamic engaged curriculum focused on technological integration and patient-centered care. • Practicing nurses, nurse practitioners, and doctorally-prepared nursing faculty mentors. • Student specialization through on-site rotations at LIU Post’s 40-plus affiliated clinical sites. • Small class sizes and supervision on an 8:1 student-faculty ratio in practicum. • Access to LIU Post’s extensive alumni network in the New York City region, including on-campus presentations and symposia with industry leaders. • LIU offers many health professional programs between its Post and Brooklyn campuses, enriching the educational experiences of nursing students on both campuses.

LIU Health Differentiators: • Over 80 programs, involving more than 20 different areas of research, clinical practice and human services. • Certification and license pass rates that exceed national standards. • Fully accredited programs meeting or exceeding state education and professional mandated standards. • Accelerated programs that allow students to complete their education in an efficient manner, saving money and time. • Engaged learning in all programs providing real world experience throughout the curricula leading to job opportunities. • Programs that address today’s workforce needs, guaranteeing rewarding careers in health care, and job growth rates above the national average.

LIU health care programs are nationally accredited by top professional organizations and agencies in the field, including the Commission on Collegiate Nursing Education (CCNE) and the Accreditation Council for Education in Nutrition and Dietetics (ACEND). “LIU has a proud tradition as a leader in health care education,” said Dr. Jeffrey Kane, LIU vice president for Academic Affairs. “The addition of this new four-year degree program in nursing represents an exciting step forward, preparing our nurses to be part of a 21st century health care system.” For more information about the Bachelor of Science in Nursing, or to apply, please visit



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Nov/Dec 2015

Hospital Newspaper - NY



Bernstein & Associates, Architects Founded in 1990, Bernstein & Associates, Architects, specializes in the design and construction of hospital and healthcare facilities. Our focus: high-quality design, excellent service, and client satisfaction. We have worked for over 100 hospitals and another 200 private healthcare facilities, across the United States. Our project types have included all hospital and healthcare service groups, including: Adult Day Care, Alcoholism Treatment Facilities, Ambulatory Surgery Centers, Assisted Living, Cancer Centers, Cardiac Cath, Cardiology, CCU/ICU, Clinics, Coronary Care, Dental, Dermatology, Dialysis Clinics, Doctors Offices, Drug Treatment Facilities, Elder Care, Employee and Student Health Support Services, Emergency Departments, Emergency Preparedness, Endoscopy, ENT, Expert Witness, Group Practices, Hospices, Hospitals, Infectious Disease, Information Systems, Intensive Care, JCAHO Survey, Joint Commission Survey, Laboratories, Master Plans, Medical Offices, Medical Equipment, Medical Libraries, Medical Records, Neurology, Nursing Homes, Ophthalmology/Eye Center, OB/Gyn, Orthopedic, Pain Care Facilities, Pathology, Patient Safety Consulting Services, Pediatric, Pharmacy, Physical Fitness and Sports, PT/OT, Primary Care Programs, Psychiatric, Radiology, Rehabilitation, Senior Citizen Facilities, Sleep Centers, Social Services, Statement of Conditions, Surgical Suites and Ambulatory Surgery Centers, Urgent Care Centers, and USP 797 Consulting Services. The firm's projects have won design awards from Progressive Architecture, Architectural Record, and the Architectural Woodworking Institute, and have been published in Advance, Health Facilities Management, Medical Technology Today, Bio/Technology, Progressive Architecture, Architectural Record, Design Solutions, Hospitality Design, Sound and Communication, Contract Design and Hospital Newspaper. Architectural Services include: programming, planning, design, construction documents, bidding and negotiation, and construction administration. The firm also offers sustainable or “green” healthcare design. The firm has a number of LEED-accredited professionals, has successfully completed numerous green healthcare projects, and has published articles on “Greening the Healthcare Environment”. Project Management (or Owner’s Representative Services) is offered as a stand-alone service through our affiliated project management company, Empire Projects, Inc. ( Bernstein & Associates, Architects - PLLC 51201 Broadway - #803, New York, NY 10001 Contact: William N. Bernstein, AIA Managing Principal Tel: 212.463.8200 • Fax: 212.463.9898 NEW YORK - HARTFORD - PRINCETON


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Prepare for a Career in Healthcare Sector Management at Long Island University.

Earn an advanced certificate or an M.B.A. degree in the growing field of healthcare management at Long Island University’s Hudson Graduate Center at Westchester. Demand for healthcare managers with business skills has never been greater. Responding to this need, Long Island University has launched a new Healthcare Sector Management program, offering two graduate study options in the field of healthcare administration. After completing your advanced certificate or your M.B.A. at the University’s Hudson Graduate Center at Westchester, you will be prepared to advance in middle and upper management positions in the healthcare industry. Option A: The Advanced Certificate in Healthcare Sector Management

Enhance your credentials by enrolling in the advanced certificate program. Certificate candidates will complete four healthcare sector management courses for a total of 12 graduate credits on a part-time basis in just two semesters. Option B:The M.B.A. Degree with a Healthcare Sector Management Concentration

Students in the M.B.A. program follow the standard 48-credit curriculum, normally completed by part-time students over a 24-month period, with a focus on leadership in healthcare organizations. The Healthcare Sector Management Program will be offered at Long Island University’s Hudson Graduate Center at Westchester, located on the grounds of Purchase College, 735 Anderson Hill Rd., Purchase, N.Y. Courses are offered on weekday evenings and on Saturdays. 5 “The healthcare management field is one of the few sectors of our economy we know will continue to grow significantly over the next five years,” according to Dr. Kevin Nash, director of the M.B.A. Healthcare Sector Management program. For more information, please contact the Admissions Department at 914-831-2700 or Long Island University Hudson Graduate Center at Westchester 735 Anderson Hill Rd. Purchase, NY 10577

Contact Jim Stankiewicz to find out how your organization can be featured in our Resource Directory.

845-202-4737 Fax: 845-534-0055

education & careers Hospital Newspaper - NY Nov/Dec 2015


Top 10 Strategies for building a strong Health IT team

Expert advice from HIT Program Director Beth Dituro, Pinnacle Center for Professional Development

Health Information Technology (HIT) encompasses all aspects of information technology infrastructure that support communication and care coordination among a network of health providers, patients, and payers. There are also human factors and processes required to empower the technology. Given the disparate backgrounds of the team members and the myriad of specialties, it is essential they have a unified sense of the “big HIT picture.� When it comes to working effectively in the HIT field, there’s some advice that may help staff and workflow come together more seamlessly. Beth Dituro, program director at NJ-based Pinnacle Center for Professional Development (PCPD), offers these HIT goals and strategies to achieve them:

Tip 2: Boost Morale Strategy: Recognize and reward team members for going the extra mile HIT projects can become extremely intense, and team members tend to be expected to make personal sacriďŹ ces in terms of time and energy to ensure the project’s success. When management fails to recognize and appreciate these efforts, or begins to take this extra effort for granted, the morale and energy of the team will inevitably begin to subside. Overwork should be kept to a minimum, managed tightly, and rewarded.

Goal 3: Foster Teamwork Strategy: Respect and recognize team members’ efforts in public and private HIT teams are often comprised of members from various departments and organizations. When these teams work together for any length of time, it is important for members to avoid becoming like families, with associated dysfunctional roles and relationships. Leadership is required to ensure teams function on all cylinders, playing on complementary strengths, focused on a common goal – the success of the project.

Goal 4: Develop creative problem-solving skills Strategy: Allow team members to fail and learn from mistakes Creativity in HIT is under-rated. Many issues – especially related to usability – could be addressed by forming small subcommittees of interested or affected staff and asking them to come up with solutions or workarounds to a particular problem. Even if they come up empty-handed, the creative workout may help get them in shape to successfully tackle the next issue.

Goal 5: Efficient Processes Strategy: Cut the red tape Good processes in HIT are fair and effective, and support successful project outcomes and the achievement of service level agreements. Too much bureaucracy, however, can be an embarrassment to the IT organization and a source of frustration, distrust and disrespect by end-users, customers and vendors alike. IT leadership and management needs to be sensitive to the ďŹ ne line between efďŹ cient processes and red tape.

Goal 6: Transparent Governance Strategy: Spell out the rules of the game IT governance in healthcare is sometimes invisible, when it should be transparent. This invisibility causes frustration both inside and outside the IT organization because no one knows the rules of the game. Good governance simply spells out the processes for identifying, prioritizing and funding IT requirements.


Goal 1: Effective Project Management Strategy: CIOs should be visible and supportive of Project Managers from the start Project management in HIT is sometimes like herding cats – it can be one of the most difďŹ cult jobs in the IT organization, regardless of the methodologies that are utilized. PMs need to be able to rely on the visibility and support of their CIO, especially at the beginning of projects, in order to gain and sustain momentum.

Goal 7: Hiring the right people Strategy: Look for trainable candidates with road skills HIT organizations do themselves a disservice when they insist on hiring staff with experience in a particular vendor product. Finding the perfect person will often take longer than hiring someone with proven, related skills and providing them with training.

Goal 8: Leadership Strategy: Encourage trial-and-error whenever possible Successful healthcare IT leaders and CIOs need to be able to walk the walk of both IT and healthcare. They also need to be fair, fearless and fault-tolerant in order to effectively manage HIT resources and lead HIT initiatives. Fairness and fearlessness foster respect and loyalty, and fault-tolerance encourages creativity, pride and excellence by allowing staff to try, fail, and learn from their mistakes.

Goal 9: Motivation Strategy: Continually show appreciation and respect HIT teams are often highly matrixed and include members with varied interests and backgrounds – the only thing they may have in common is the work at hand. Providing motivation and encouragement to such an eclectic bunch can be challenging, but usually can be achieved by simply respecting and recognizing ongoing efforts, both in private and in public.

Goal 10: Empower staff to respond to current industry challenges and opportunities Strategy: Ongoing continuing education The best and most effective managers have solid background in health IT with an understanding of the “big picture� of HIT. Because they understand the ever-changing HIT environment and initiatives, such as Obamacare and HITECH, they are equipped with the perspective to make informed decisions and set priorities. The right continuing education program provides context and purpose, leaving team members inspired and motivated to approach projects with a broader and more strategic focus.

Beth Dituro is Program Director at Pinnacle Center for Professional Development (PCPD), a new center of education designed to meet the urgent need for a competent, conďŹ dent and motivated Health Information Technology (HIT) workforce. Quality continuing education is offered in a face-to-face classroom setting, delivered by seasoned professionals. Courses are held at the company’s state-of-the-art facility in FairďŹ eld, N.J. or at a site convenient to customers. PCPD’s programs prepare students, including clinicians, IT staff and healthcare administrators with coursework that will keep them current and well-prepared for the opportunities in today’s ever-changing HIT ďŹ eld. For more information, and to see the full calendar of courses visit

Empower your IT Workfor o ce with an invesstment in their education & your company’ss futture Pinnacle Center for Professional ofessional Development p (PCPD) delivers classroom-based m-based HIT continuing ED ‹7*7+6MMLYZ;VW5V[JO/LHS[O0;*VU[PU\PUN,K\JH[PVU ‹*V\YZLZMV VY)LNPUULYZPU/LHS[O0; ‹¸)VV[JHTWšMVY/LHS[O0;>VYRMVYJL^OVULLK[VIL*\YYLU[ ‹*\Z[VTPaLK*V\YZLZ For a calendar ar & information contact

Center For F Prrofessional ofessional Development Develop pment Preparing aring the Healthcare IT Workforce for Success ss

3HUL9VHK:\P[L-HPYĂ„LSK51 (973) 890-1111 or visit ^^^WPUUHJSLJLU[LYJVT


Nov/Dec 2015

Hospital Newspaper - NY




• Calvary also offers hospice services in more than 25 nursing homes in Brooklyn, Manhattan, Queens, the Bronx, and Westchester, Rockland and Nassau counties.

Jewish Home Lifecare is one of the premier non-profit geriatric and rehabilitation institutions in the country. The Home serves more than 9,000 older adults daily through traditional long term care, subacute care, rehabilitation services, community services and senior housing programs. These services are offered on the Home's three campuses in Manhattan, the Bronx, and Westchester at the Sarah Neuman Center for Healthcare and Rehabilitation, as well as through our Lifecare Services Division, which provides programs throughout the metropolitan area. Many levels of care are provided by the Home's health system so that as needs change, individuals can transfer from one level of care to another. Skilled nursing and medical care are provided 24 hours a day by on-site clinical staff as well as a complement of physicians representing a full range of medical specialties. The Home also educates and trains physicians and medical professionals in geriatrics. In an unprecedented teaching program with Mt. Sinai School of Medicine, over 2400 fourth year Mt. Sinai Medical School students have participated in a mandatory rotation program at the Home. A strong component of the Home's activities include conducting research to improve the quality of life of older adults. Jewish Home Lifecare is the home of the Lester Eisner, Jr. Center for Geriatric Education, the Saul Alzheimer's Disease Special Care Unit (Bronx), the Greenberg Center on Ethics in Geriatrics and Long Term Care and the Center on Pharmacology for the Elderly (COPE). The Home has added a new service titled, CONNECTIONS, an information and referral service for the professional and lay communities, connecting people to programs.

For more information, call Calvary Hospital (718) 518-2300, Calvary@Home (718) 518-2465, and Wound Care (718) 518-2577. To sign up for the e-newsletter, Calvary Life, please go to


Calvary Hospital

Founded in 1899, Calvary Hospital is the nation’s only accredited acute care hospital devoted to palliative care for adult patients with advanced cancer and life-limiting illnesses. Its mission is to address the physical, psychological, and spiritual needs of patients and their families. Press Ganey has consistently ranked Calvary among the top one percent in patient satisfaction among 7,000 hospitals in the country

Each year, Calvary cares for more than 6,000 patients and their families. The continuum of care includes inpatient, outpatient, home hospice, home care, and the care of complex wounds. Calvary cares for inpatients at its 200-bed hospital in the Bronx and at its 25-bed Brooklyn satellite at Lutheran Medical Center. Calvary Hospice provides short-term inpatient care at The Dawn Greene Hospice, located at Mary Manning Walsh Home in Manhattan. Calvary@Home offers home care and hospice for patients suffering from advanced cancer and other chronic and acute terminal illnesses.

• Home care is available in the Bronx, Brooklyn, Queens, Manhattan, Staten Island, and lower Westchester.

• Hospice services are offered in the Bronx, Brooklyn, Queens, Manhattan, as well as Nassau, Westchester, and Rockland counties.

In 2004, Calvary opened the Center for Curative and Palliative Wound Care at its Bronx facility. Since then, a team of experienced physicians, surgeons, and certified wound care nurses has helped more than 800 patients to date with complex chronic wounds caused by complications of diabetes, cancer, venous and arterial disease, and other illnesses.

Contact Jim Stankiewicz to find out how your organization can be featured in our Resource Directory.

845-202-4737 Fax: 845-534-0055 Online Directory available at

Jewish Home Lifecare Manhattan - Bronx - Sarah Neuman Center 120 West 106th Street, New York, New York, 10025 Call Connections Information and Referral at 212- 870-5919 or 800-544-0304

Getting better…. just got better.

We are proud to announce that our stunning new nursing center has opened and has private and semi-private rooms with magnificent views of Long Island Sound. United Hebrew is a not-for-profit, non-sectarian, multi-service senior living campus serving the Westchester metropolitan area since 1919. Our dedicated short-term rehabilitation suite is staffed by Burke Rehabilitation professionals. The exemplary clinical team of professionals will design a personalized treatment plan for care in our nurturing environment. Features include country kitchens, recreation rooms on each floor, a courtyard garden for recreational use, private dining and family rooms and wireless internet access. United Hebrew Family of Services: • Nursing Home Care • Burke Rehabilitation at United Hebrew • Willow Towers Assisted Living Residence • Soundview Apartments for Independent Seniors • Long Term Home Health Care Program • Azor Home Health Agency For more information or to schedule a tour please call Admissions at 914-632-2804 x1148 or email Maria Hood at United Hebrew 391 Pelham Road, New Rochelle, NY 10805 914.632.2804


HOSPITAL WORKERS HAVE YOU BEEN INJURED ON THE JOB? Learn What You Must Do To Protect Your Workers' Compensation And Disability Rights! Do Not Make These Mistakes That Can Cost You Benefits 1. You must report the accident or injury as soon as possible, even if you might not lose time from work or need immediate medical care. 2. Report all injuries to all body parts, no matter how minor they may seem. If you do not report it and the injury gets worse over time, the job may deny benefits. 3. Remember, you are entitled to treatment and benefits even if you have previously injured the same body part in a prior accident. Do not let the job tell you different. 4. Your doctor controls the treatment, not risk management. If you need an MRI and the job will not approve it, the experienced attorneys at BAGOLIE FRIEDMAN can fight to get it approved at no cost to you. 5. When you are released from treatment, you may be entitled to money for your injury and disability. You may also collect for repetitive stress, cumulative trauma, cancer, hearing loss & hepatitis. 6. Contact Attorneys Ricky Bagolie or Alan Friedman now for a confidential and free consultation and to discuss your workers' compensation and disability rights. There is no fee if there is no recovery.


BAGOLIE FRIEDMAN, LLC Workers' Compensation & Disability Attorneys

CALL TOLL fREE 1-866-333-3529 (After Hours / Emergency Number - 201-618-0508) The Five Corners Building - 660 Newark Ave Jersey City, NJ 07306 • (201) 656-8500 790 Bloomfield Avenue - Clifton, NJ 07012 (973) 546-5414

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healthcare consultants Medco Consultants, Inc.

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education & careers


Hospital Newspaper - NY Nov/Dec 2015

New York becomes 26th state to require CPR training in school Advocates celebrate final step and reflect on years-long advocacy efforts

With a standing room only crowd of American Heart Association volunteer advocates in attendance, the New York State Board of Regents recently approved a regulation requiring Hands-Only CPR training in high school, making New York the 26th state to do so. More than 1.5 million students will be trained each year in the 26 states, including more than 190,000 high school graduates annually in NYS. This was the final step in a 15-year American Heart Association grassroots effort to get CPR training in high schools in New York State. “I am truly ecstatic knowing that kids in New York State will all have the opportunity to learn lifesaving CPR skills!” said Linda Cotter-Forbes of Rhinebeck, “This will empower so many young people across our state!” Her daughter Kaitlin was 15 years old in 2005 when she suffered sudden cardiac arrest during a high school softball game. She is alive today, attending Hunter College, because bystanders started CPR and used AED, or automatic external defibrillator quickly to revive her. She and her mother supported lobbying efforts for the law over the years. Two other Hudson Valley teens who lobbied in support of the legislation are also alive today because of CPR, and both are college students. “I am so excited that the Board of Regents passed the bill! Knowing that every student needs to know Hands-Only CPR is very meaningful to me because CPR saved my life,” said Katarina Weigel of Yorktown, a student at Pace University. She suffered sudden cardiac arrest during a high school volleyball practice in 2010. She’s alive because her coaches knew CPR and used an AED. “I'm so pleased that our students will all graduate with a baseline knowledge of CPR so they are able to help someone in the event of an emergency. This training will create future generations of life savers,” said AHA volunteer advocate Veronica Barker, formerly of Washingtonville, who used CPR to save her daughter, Brianna’s life after she collapsed at home after a high school dance. Brianna is now a freshman at Penn State. “My daughter might not


Joey Mendrick, (standing, wearing his JROTC school military uniform) a 15-year-old from suburban Albany was recognized during the Board of Regents vote that made New York State the 26th state to require CPR training in schools prior to graduation. Mendrick was struck in the chest by a baseball when he was 11, causing cardiac arrest, and his Little League coach called 911 while the other team’s coach and a police officer performed CPR until the paramedics arrived.

be here today if I hadn't learned CPR in high school. This basic life-saving skill is perhaps the most important thing that a student can learn.” But for the four mothers in attendance who lost their children to cardiac arrest, it was a bittersweet moment. All four have lobbied for the CPR training, as well as formed foundations that have increased the awareness of sudden cardiac arrest – and helped save lives. “We are so grateful that the New York Regents saw how important this is,” said Melinda Murray of Queens. She lost her son Dominic in 2009 to cardiac arrest, “We are so pleased that the journey has ended in this positive, life-affirming way. After 15 years of advocacy, Hands-Only CPR will be taught in New York’s schools.” Since the passage of Louis’ Law in 2002, which called for the placement of AEDs in public places, 87 lives have been saved in New York,” said Karen Acompora of Northport, whose son died after being struck by a ball in the chest, “Nothing replaces our son Louis, who died of commotio cordis when he was 14, but the CPR in Schools Law honors his short life by giving others a chance at life.” Suzy McCarthy of Evans, who lost her 5-year old daughter, Madison to cardiac arrest 14 years ago, also worked on Louis’ Law, then turned her attention to CPR in

Schools. AHA advocate Annette Adamczak of Akron, has trained 18,000 students in Hands-Only CPR since her 14-year old daughter, Emily Adamczak died six years ago. “The ripple effects of this action will be felt across the state, as we

make a difference in the lives of our children,” Adamczak said. “Together, where hands and hearts meet, a life can be saved; one heartbeat at a time.” Sudden cardiac arrest survivors also attended the Board of Regents meeting, including 15-year-old Joe

Mendrick of Colonie, who was 11 when a baseball hit him in the chest and stopped his heart, and Joel Stashenko, also of Colonie, whose son Casey – who had learned CPR in his school – revived him. Gov. Andrew Cuomo signed the CPR in Schools bill, sponsored by then-Assemblyman Harvey Weisenberg, D-Long Beach and then-Sen. Mark Grisanti, R-Buffalo, into law in October of 2014. The law called on the state Department of Education to ask the Regents for a recommendation on the instruction of CPR in Schools. The Regents recommended that it be included in the curriculum, and directed the Department to draft the rule for public comment. The Board of Regents gave the final stamp of approval to the measure during their meeting on Thursday, Sept. 17, 2015. Volunteers from around the state advocated for the legislation through the American Heart Association’s online grassroots network at . With New York becoming the 26th state to provide CPR training in schools, it means that 1.5 million students will be trained each year nationally.

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Dr. Craig Spencer reunites with HHC Bellevue Hospital Medical Team a year after recovering from Ebola

Dr. Craig Spencer (center, blue suit), New York City's only confirmed Ebola patient, reunited almost one year later with the staff that cared for him at HHC Bellevue Hospital Center. Dr. Spencer entered Bellevue with Ebola on October 23, 2014 and was discharged November 11, 2014. (Picture date - October 20, 2015, courtesy of NYCHHC)

Dr. Craig Spencer – who to date is New York City’s only confirmed Ebola patient – returned to HHC Bellevue Hospital Center recently to reunite with doctors, nurses and other medical staff one year after he spent 19 days being treated for Ebola Virus Disease. Dr. Spencer greeted and hugged staff who successfully cared for him while he was in isolation in Bellevue’s Infectious Diseases Unit during the height of last year’s Ebola crisis. “I am here today because of the brave and remarkable commitment of so many nurses, doctors and other team members from Bellevue Hospital,” Dr. Spencer said. “My gratitude is as profound and intense as the day I left the hospital nearly one year ago, and I will undoubtedly be forever thankful. Although I have healed, many of the communities affected by the unprecedented Ebola epidemic have not. It is imperative that as a global community we do not forget or overlook their suffering and remain committed to helping rebuild these and other communities in the wake of this terrible epidemic.” “A whole team of doctors, nurses, lab technologists and support staff all contributed to Dr. Spencer’s recovery,” said Dr. Laura Evans, Director of Critical Care, Associate Chief of Medicine at Bellevue and the lead physician on Dr. Spencer’s case. “It’s good to get everyone together a year later to see how well he’s doing and to celebrate with him.”

Dr. Spencer arrived at HHC Bellevue and was diagnosed with the Ebola virus on October 23, 2014. He was treated by a specially-trained team of experts and intensive care nurses. He left 19 days later, on Nov. 11, 2014, when doctors declared that he was healthy and able to be discharged from the hospital. “Dr. Spencer’s case demonstrates that a large, public, urban hospital and healthcare system can safely and effectively treat an Ebola Virus Disease patient,” said William Hicks, Chief Operating Officer at Bellevue Hospital. "At the end of the day, it was excellent preparation and collaboration that led to the successful treatment of New York City's only confirmed Ebola patient." Since July 2014 Bellevue has isolated and evaluated 17 patients under investigation for Ebola, triggering a strict set of practices and procedures including the use of personal protective equipment (PPE) by staff and isolation of patients in a hospital unit that has been specifically equipped to treat patients suspected of having Ebola. Since Dr. Spencer’s departure Bellevue has continued to build on its Ebola experience and expertise, and in July was designated a National Ebola Education and Training Center in partnership with Emory University in Atlanta, GA and Nebraska Medical Center in Omaha, NE. Experts at Bellevue

will work to ensure that health care providers throughout the country are prepared to safely identify, isolate, transport and treat patients with Ebola and other potential emerging threats. Bellevue this year was also named a Regional Ebola and Special

Pathogens Treatment Center, one of just nine national referral centers for patients with Ebola or other severe, highly infectious diseases. Bellevue has a long history on the front lines of epidemics and emerging public health threats, and has

managed an isolation unit for infectious diseases, such as tuberculosis (TB) and malaria, for many years. It also played a critical role in addressing the emerging HIV crisis in the 1980s. For more information, visit

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