The East wood Years 1993 to 2015 Gregory L. Eastwood, MD Fifth President (1993 to 2006) State University of New York Upstate Medical University University Professor (2007 to present) Center for Bioethics and Humanities, SUNY Upstate Medical University Interim President (2013 to 2015) State University of New York Upstate Medical University
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With students in the Medical Alumni Auditorium, Weiskotten Hall, 1996
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Hi, Greg— It is my distinct honor to provide this introduction to this book, which chronicles your service and dedication to Upstate. I speak on behalf of the thousands of people who have benefited from your leadership, and also from my own perspective of your contributions here. Once upon a time, some 60 plus years ago, your dad introduced you to the Boy Scout Oath, which encouraged young men to be “trustworthy, loyal, helpful, friendly, courteous and kind, obedient, cheerful and thrifty, and brave, clean and reverent.” Fast-forward some five decades or so, and you have done — and been — ALL of those things (I’m not sure about reverent) as president of Upstate, actually serving two terms! You’ve been a great president, a great leader — and I also deeply value our close, personal friendship. So congratulations on a job extremely well done! All of us are pleased and proud to have once again had you as our leader. Warmly, Gene – Eugene Kaplan, MD, Professor and Chair Emeritus, Department of Psychiatry, Upstate Medical University
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1992 Someone You Should Meet By John B. Johnson. Editor and Publisher, Watertown Dally Times Chairman, Health Science Center Council
The most important news coming out of 1992-1993, I believe, was the hiring in January of Greg Eastwood as the fifth president of the SUNY Health Science Center at Syracuse. There are lots of reasons why this was so important — things having to do with choices facing the institution, things that Greg himself may have shared with you. Let me add one factor that Greg could not share with you: Greg himself. I first met Greg last summer when he became one of the final candidates for the presidency and visited the Syracuse campus for his initial interviews. As a longtime public servant — including almost 40 years as a member of the HSC Council — I knew what we were looking for in a new president. Naturally, it included a certain assortment of management and leadership skills. But, in addition, I felt that we were looking for a particular kind of person. HSC is diverse, and it is a component of a state educational system, even more diverse. It provides innumerable medical services to a 15-county region, while teaching future doctors, nurses, medical technicians, and other health professionals from all over New York state. How, as president, do you elicit harmony and purpose from such variety and plurality?
Published by SUNY Upstate Medical University Marketing and University Communications and Medical Photography with Public and Media Relations and Government and Community Relations 2015
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The answer is that you know yourself well, you think before you speak, and then you shoot straight. You possess basic, unassuming integrity. It is your way to cut through levels of complication and focus on the essence of a matter.
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And that’s how Greg Eastwood filled the bill. He is possibly the most ingenuous and forthright individual in a position of high responsibility that you will ever meet. He is, in a word, likable. And I don’t mean simply that he wins popularity contests. I mean that he is likable while performing difficult responsibilities — that his likability actually contributes to his effectiveness. Those who work with him feel listened to and feel that resulting actions are the product of keen common sense. If you’ve taken part in any of the welcoming ceremonies for our new president, such as this fall’s inauguration, then perhaps you’ve already had the opportunity to meet Greg Eastwood. If not, please find an opportunity to do so. It is perhaps the greatest compliment you can pay a person that the better you know him, the more you will like and respect him. I know that you will find this the case with Greg. And in the process I think you will gain not only a better appreciation of the man, but also of the institution that he will direct in the years ahead. I believe that HSC will assume more and more of his down-to-earth, how-can-I-help style. At least, I certainly hope it will, because if the Health Science Center becomes more like Greg Eastwood, we will all be better for it. Reprinted from President Eastwood’s first annual report.
When the selection of a new president for the SUNY Health Science Center at Syracuse was announced in 1992, no one then knew that this would set in motion the legacy of a long-serving leader who would guide the institution through unprecedented growth as well as through its most challenging times. Dr. Eastwood’s arrival on campus was heralded not only by media coverage and formal introductions to the community, but also by a phone call from his assistant at the Medical College of Georgia, who said, “He will be truly missed here.” This volume captures this era through the point of view of the closest observers to leadership. Greg Eastwood’s style was not confined to boardrooms and the podium, although he made himself available to these constituencies. He was also the man who opened his home to students for celebrations and shuttled hospital employees to work in his Ford Explorer during his first big blizzard upon his family’s return to the Northeast. These are all the measures of the man who served Upstate long and well.
Clockwise from upper left: sharing ideas with Dan Hurley; giving a speech in front of the Health Science Center seal; with Donald Goodman, PhD, dean of the College of Health Related Professions; sharing his vision with colleagues in the Medical Alumni Auditorium in Weiskotten Hall.
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1993
First President’s Ethics Symposium
Inauguration.
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Changes at the Top The biggest news of 1992-1993 was the selection of Dr. Gregory L. Eastwood as the fifth president of the SUNY Health Science Center at Syracuse. On the following page, Dr. Eastwood shares his philosophy of responsibility while also speculating a bit on the future. This first essay was followed by yearly addresses to the Upstate community, both at fall faculty convocation and in a publication titled “A View From the Hill.”
Talking with a colleague.
Convocation with former Medicine Dean Joseph Whalen at the Health Science Center (the university’s name until 1999).
Through these avenues, people became more aware of the three-part mission, which ultimately was encapsulated in a change to the institution’s mission. From Dr. Eastwood’s initiative, the long document was trimmed to a concise line that is now embedded in the Upstate consciousness:
Discussing the rural medical education program.
The mission of SUNY Upstate Medical University is to improve the health of the communities we serve through education, biomedical research and health care. He will tell you, then as now, that every effort here is centered around service to people to improve their lives.
President Eastwood visits the campus day care center.
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The Broad Shoulders of Our Community By Gregory L. Eastwood, MD, President, SUNY Health Science Center at Syracuse
When I was about 7 and growing up in Michigan, I had been intimidated by an older boy who lived down the street. I was afraid and upset — unsure how to handle this shift in neighborhood politics — and told my mother so. She comforted me but also offered reassurance. She said, “Greg, your shoulders are broad.” Her words told me she had confidence in my own abilities. I began to understand that I could stand on my own, but I also appreciated that it is important to have the support of others. At the Health Science Center we are already accustomed to standing on our own. Most people are surprised to learn that of our $300 million annual budget, only 18 percent comes from the state. The rest comes from reimbursements for patient services, research grants, contracts and gifts. There is no doubt that the Health Science Center contributes to the health of our community in many ways. With a staff of more than 4,600, we are the largest employer in the Syracuse area and offer more than 60 one-of-a-kind services to area residents. I believe also that a state-affiliated health science university such as ours has an additional responsibility to the citizens of the community to be a resource on all matters pertaining to health: the provision of health care, educational programs and research. For example, understanding the serious problems of health care costs, accessibility to health care, and prevention of disease are as worthy subjects of research as determining the location and function of the gene that increases the risk of colon cancer. Whatever we do in the future, it is clear that we will need the broad shoulders — the encouragement and fiscal support — of our friends in the community. Some people have difficulty understanding
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what a health science university is. That should be no surprise, since some confusion exists within our own ranks! Although our name is the SUNY Health Science Center at Syracuse, we are a health science university, and we are fairly typical of other health science universities. We have a College of Medicine; a College of Graduate Studies, which trains medical scientists; a College of Nursing; and a College of Health Related Professions. Health science universities are unique institutions. They are a product of the remarkable developments in science, education and health care that have occurred in the post-World War II era in this country. Thus, health science universities are relative newcomers to academe, but they trace their origins from two great ancient traditions: one the pursuit of truth and scholarship, the other of compassion and caring. Although health science universities have idealistic foundations and moral missions, they also must confront the realities of functioning in the world: the competition for research dollars, the struggle to secure the resources for student and patient programs, the need to nurture the pursuit of individual careers, and the obligation to deal with the ethical and moral issues of our time. I feel there is no irony in melding moral values to the processes of employment, education, budgets and finance. In fact, it is increasingly important that the public understands that we can approach these tasks with integrity and that the people serving them have a sense of commitment and values. The more people we can attract who have an idealistic fire, yet who can operate in the practical world, the more we will all benefit. Reprinted from President Eastwood’s first annual report.
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5th
President
When Gregory L. Eastwood, MD, arrived at SUNY Upstate Medical University in January of 1993 as the university’s fifth president, he brought with him a vision to improve the human condition by raising the bar on healing, research and scholarship. In his 14-year tenure as university president, that vision — and more — has become reality. The human condition, the state of our medical university, and the economic climate of Central New York have made significant gains through his personal innovations and through those of the SUNY Upstate Medical University community he led.
A reception during the inauguration.
Leading the Gala “thank-yous.” The Inauguration dinner was celebrated under the big tent on campus, across the street from the hospital.
A winner from the “Dancing in the Woods” Gala.
Foundation Board of Directors and ex-officio campus members.
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Holiday Happenings at University Hospital.
Hosting a party at the Eastwoods’ home.
A reception for the chairman of the Anatomy Department.
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Kicking off the Heart Walk, a fundraiser for the American Heart Association.
Meeting the Eastwoods It was my special privilege, as coordinator of the presidential search committee in 1992, to welcome candidates invited to interview with the committee. And so it was that I first met and welcomed Gregory Eastwood, dean of the Medical College of Georgia, to Syracuse and the Health Science Center at Syracuse (which he would, thankfully, rename Upstate). Shortly after his selection as the new president, I had the opportunity to meet and welcome Lynn Eastwood to Syracuse and take her for the first time to the President’s Residence – the house on the hill on Quintard Road. In what we came to know as her gentle, gracious manner, she walked through the house, inspecting rooms for the girls, areas suitable for receptions and entertaining, and then we arrived in the kitchen. A very yellow kitchen, and she said in her quiet way, “How sunny!” – and it was pouring rain outside. Greg and Lynn brightened life at Upstate for many of us, and we shall always treasure our time with them. – Mary Pat Oliker
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Lynn and Gregory Eastwood at the Gala.
1994
East Wing of University Hospital opens
Research from 1995 to 2007 Research spending at SUNY Upstate has more than doubled under Dr. Eastwood’s leadership, from $15 million in 1995 to a projected $40 million in 2007. That remarkable rise in research support can be directly linked to the commitment Dr. Eastwood and his leadership team made to enhancing research space on campus. Renovated laboratory space in Weiskotten Hall and the university’s research centerpiece, the Institute for Human Performance, have provided SUNY Upstate with a research playing field that attracted top minds in medicine and science. At the conclusion of his first presidential term, SUNY Upstate led all SUNY campuses in research growth, and greater numbers of people external to the university understood the connection of research to improving health. “I believe that research is the fuel that drives both the educational and health care enterprises,” he said. “Without the discovery of new knowledge through research, education Above: Institute for Human Performance. and health care stagnate and slowly become Top left: East wing expansion of University Hospital. irrelevant to current needs.”
President Eastwood thanks a visiting researcher for his time at the Health Science Center.
President Eastwood serves food to employees.
Council of the Health Science Center at Syracuse.
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1995 Joslin Diabetes Center and New Health Sciences Library building open
‘Evidence that things are happening’ “New buildings are sometimes regarded as the tangible evidence that things are happening,” said Dr. Eastwood in his inaugural address. During his presidency more than $210 million of new capital construction had been or was soon be completed or well into the planning stages. These projects included: the Institute for Human Performance and its core facilities; cardiovascular research facilities; the Neuroscience Institute; the new parking garage; new pharmacy; the vertical expansion with the Golisano Children’s Hospital; the Upstate Cancer Center; the Setnor Academic Building; the University Hospital lobby renovation as well as renovations to Weiskotten Hall; the new anatomy laboratory; the Health Sciences Library; clinical facilities in the community, including Manlius; new emergency room space and the Biotechnology Accelerator.
The Health Sciences Library.
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The Joslin Diabetes Center is established at SUNY Health Science Center.
The region’s first telemedicine effort had international partners.
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Here are my memories of Greg, or “Clint,” as I called him, as he was larger than life to me. I first met Dr. Eastwood when I was a new faculty member trying to fit in. I had been trying to solve a problem that resulted in telemedicine at Upstate. The president of the American Telemedicine Association let me know that Dr. Eastwood had been instrumental in starting the first telemedicine program in the nation when he was at Georgia. It was Dr. Eastwood who helped me. Greg was a great listener and very encouraging. I remember him telling me his job was to “get barriers out my way.”
The Manlius Center groundbreaking.
He was inspiring. If it wasn’t for him, I would have never been successful at Upstate in my early career and likely never landed a dream job at Welch Allyn. While at Welch Allyn, I often consulted Dr. Eastwood on ethical issues. I trusted him more than anyone I knew. He guided me several times through difficult issues I struggled with at Welch Allyn. How ironic that I come back to Upstate and he comes back as interim president. Once again I benefit from his leadership. As I reflect on my years of working for all types of leaders and studying great leaders in all fields, I find Dr. Eastwood to possess the qualities of a great leader. He is honest, a great listener, intelligent, compassionate and most of all possesses the ability to inspire. You want to do well for him. I have been very fortunate to have him in my life. A legacy a leader leaves is in the hearts of the people he/she has led. He made me a better person and inspired me to touch other’s hearts and minds as he touched mine. He makes every person feel like they matter, and I will always cherish my time with him. — Robert (Bob) Corona Jr, DO, MBA, FCAP, FASCP, professor and chair of pathology
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1996 Making Connections The involvement of students, staff, faculty and volunteers in various celebrations was notable. In addition to established events, Dr. Eastwood started new traditions, such as his annual holiday card featuring employees, and the President’s Ethics Symposium.
Meeting with students and the director of Affirmative Action.
With colleagues at the Institute for Human Performance.
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“Okay, everybody raise your hand and repeat after me … I bequeath my entire life savings to the Children’s Hospital campaign!”
The Upstate community was assembled in anticipation of the announcement of a $6 million naming gift for the Children’s Hospital by Rochester businessman Tom Golisano. A newspaper reporter stood up and asked, “Mr. Golisano, is running for governor what motivated you to make this gift?”
Fundraising, counterclockwise from top: Interviewed on the Children’s Miracle Network telethon, kicking off the Miracle Ride and attending a dinner hosted by the Foundation.
Tom became visibly irritated. Seeing this, Greg leaned over and whispered, “Count to 10.” To which Tom hissed, “I did.” Greg: “Count 10 more!” The Upstate Foundation would like to thank you for the role you played in procuring the naming gift from Tom Golisano, not to mention all of the other assistance you provided during the Children’s Hospital campaign (see caption above). Yet the campaign was only one example of the support you provided to the Foundation during your tenure. We are truly grateful for the collaboration we received in moving Upstate forward in its mission and will miss your leadership … and you. — Eileen M. Pezzi, MPA, vice president for development
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1997 1997 University Health Care Center Opens
University Health Care Center, in Presidental Plaza, opens. April 1997.
University Health Care Center, in Presidental Plaza, opens, April 1997.
A Foundation award.
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Two medical milestones. The White Coat ceremony (above) marks the beginning of medical school. Match Day (at right) — the day that fourth-year medical students learn their residency placements — is held in the spring of their final year of medical school.
Match Day.
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1998 Seeing broadly, integrating within our own university… Perhaps one of Dr. Eastwood’s greatest achievements is successfully integrating the various populations within the university. The growth of multidisciplinary medicine under his leadership has been significant — doctors, nurses, health professionals, researchers, all collaborating at a higher level for the good of the patient and the student.
Accepting a gift on behalf of the Health Science Center at Syracuse.
Appointment of Elvira Szigeti as dean of the College of Nursing.
Dr. Eastwood understood the value of the professional nature of the college experience here and the alumni network, which provided immediate and significant numbers of skilled and respected professionals for Central New York and beyond.
Employee Recognition Day.
Addressing the incoming class of medical students at the White Coat ceremony.
Alumna Nienka Dosa, MD ’94 was recognized at the 2014 alumni reunion. She is pictured with Bruce Simmons, MD ’79, president of the Medical Alumni Association, and Dr. Eastwood.
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President Eastwood presents a convocation award to Richard Cross.
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An award-winning student.
Pathfinder NAME: Gregory L. Eastwood, MD D.O.B.: July 28, 1940, Detroit, Michigan CURRENT JOB: President, SUNY Health Science Center at Syracuse FORMER JOB: Dean, School of Medicine, Medical College of Georgia FAMILY: Wife, Lynn Marshall Eastwood; daughters, Kristen Anne, Lauren Elaine, Kara Lee EDUCATION: B.A., Albion College, Magna Cum Laude, Phi Beta Kappa M.D.: Case Western Reserve University School of Medicine, Alpha Omega Alpha HOBBIES: Basketball, hiking and camping, opera MENTOR OR PERSON WHO GUIDED YOU TO YOUR FIELD: Dr. Gerald Wilson, a surgical resident and sixth-grade Sunday school teacher. “When I was in college, he found a job for me as a scrub nurse in a local hospital. He showed evidence of confidence in me and without him my career probably would have taken a different path. As I learned more about the profession, I made my own choices. I think this is the role personal heroes play; they light your path and lead by example.” BEST-THUMBED VOLUME ON YOUR BOOKSHELF: “Letters” of John Steinbeck, John Le Carre’s “Tinker Tailor Soldier Spy;” Hemingway’s “For Whom the Bell Tolls;” and a high school volume of Cyrano de Bergerac with a quote written in faded ink on the flyleaf: “A man does not fight merely to win.” SOMETHING MOST PEOPLE DON'T KNOW ABOUT YOU: Has traveled to mainland China three times and was in Tiananmen Square three days before the student uprising. “My wife suggested another little-known fact: Most people do not know my middle name. It’s Lindsay. I can say it now, but in my youth it was a deeply hidden secret.”
MOST EXCITING ADVENTURE: When I was 17, I spent a summer in England with a family. Five other teens and I rented a 30-foot cabin cruiser and set off on the canals. That night, we ran out of gas and I swam ashore, landing considerably downstream. After collecting fuel by knocking on a few doors I went way upstream to jump in the river, now in darkness. As I swam along with a floating gas can bobbing in front of me, I hoped I’d aimed my plunge well enough to hit our boat. I was scared while I was doing this, but not nearly as scared as I am now in recalling it. ACTIVITY YOU WOULD MOST LIKE TO TRY? (SKY’S THE LIMIT) Singing tenor in the Metropolitan Opera. I’d like one of Jon Vickers’ roles now that he’s retired. WHAT ONE HISTORICAL FIGURE YOU WOULD BRING BACK TO LIFE FOR AN HOUR OF CONVERSATION? Has identified with Abraham Lincoln ever since the dean of students in his medical school referred to him as Lincolnesque in a letter of recommendation. “I greatly admire Lincoln’s ability to remain a strong and humane leader during a period of very adverse circumstances.” WHERE DO YOU DO YOUR BEST THINKING? On the back porch, in the evening. WHAT STRUCK YOU MOST FORCIBLY ON YOUR FIRST VISIT TO SYRACUSE? The friendliness of the search committee. That’s since been reinforced by the welcome we’ve received from the people here. DO YOU HAVE A MOTTO OR OTHER WORDS TO LIVE BY? Two came to mind. One is a Greenpeace bumper sticker that draws my attention every time I see it: “Think Globally, Act Locally.” The other is a comment I made to our board back in Georgia: “Power is the ability to accomplish what you want to accomplish.” It must have struck a chord with my audience, because they had it engraved on a clock presented to me when I left. BASED ON YOUR EXPERIENCE, WHAT PERSONALITY TRAIT IS ESSENTIAL FOR EFFECTIVE HEALTH CARE? The ability to understand people as well as issues.
Reprinted from President Eastwood’s first annual Report the the Community.
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1999 Announces name change to Upstate Medical University
SUNY Upstate and University Hospital have taken on greater visibility within the local and broader communities through Dr. Eastwood’s active leadership positions with numerous local, state and national organizations. He brought “Upstate” back into the institution’s name — from Health Science Center to SUNY Upstate Medical — adding “university” because he believed that a university “seeks truth and with that comes scholarship, and intellectual honesty and commitment to the missions of research and education and service.”
With County Executive Nicholas Pirro at the dedication of the Wallie Howard Jr. Center for Forensic Sciences.
Speaking in support of the Arthritis Foundation.
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With US Senator Charles Schumer at a press conference.
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Welcoming physicians from China.
At a Syracuse Chiefs baseball game. Congratulating Robert Pietrafesa on receiving his convocation award.
With comedian Steve Allen, honoree and father of the Department of Family Medicine’s Steven Allen, MD.
A meeting of presidents of the State University of New York.
Presenting a medal.
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2000 Institute for Human Performance opens Founding of the Center for Bioethics and Humanities
Commencement.
With our broader communities During his presidency, SUNY Upstate’s significant growth, translated into expenditures, resulted in an estimated $1.5 billion annual impact on our local economy, realized through construction, salaries for the university’s more than 6,300 then employees and non-tuition spending by students. “An academic medical center not only elevates the quality of life but also stabilizes and stimulates the local economy,” Dr. Eastwood said. His mandate for a campuswide smoke-free policy paved the way for other local and regional institutions to follow suit, sending his clear message that “while the right thing to do is rarely the easy thing to do, the outcome is a healthier Upstate, a healthier community and a victory for all.”
During Dr. Eastwood’s tenure, SUNY Upstate has made tremendous progress. Dr. Eastwood has strengthened relationships between the university and industry and has helped to establish Upstate’s reputation as an esteemed research institution offering the highest quality of medical care to its patients. The entire region has benefited from his leadership, which has strengthened not only the hospital and university, but also the reputation of Central New York. — William Magnarelli, New York State Assembly
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At the gala honoring Dr. Fritz and Ginny Parker.
With Congressman James Walsh. At the Eastwoods’ home.
Celebration of the 150th birthday of one of the nation’s first African American women physicians — Sarah Loguen, MD, College of Medicine, Class of 1876. Upstate has a street renamed in her honor, installs a historic marker, establishes a named scholarship and annual event, and commissions her portrait, by Upstate’s Susan Keeter, which hangs in the Health Sciences Library. Employee Recognition Day with Ro Capriotti.
Thanking a volunteer.
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2001 Introduction of reformed medical curriculum Older Adult Service and Information System (OASIS) opens The late Thomas Szasz, MD, honorary degree recipient and emeritus professor of psychiatry, talks with SUNY Chancellor Robert King.
The OASIS Center opens.
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Making the case for a children’s hospital at Upstate.
Speaking at a memorial service after the September 11 terrorist attacks. With SU Chancellor Shaw, SUNY ESF President Murphy and the Rev. Wolfe. Above right: This Upstate physician was one of many people from the Upstate community who signed a tribute card, which was hung at the Ground Zero site to express sympathy and solidarity.
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Visiting physicians from China.
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Thanking the Advocates for their service to Upstate.
Speaking at a nursing recognition event.
With US Senator Charles Schumer.
A business meeting, a laugh at commencement and a hospital tour with SUNY Chancellor King.
The Eastwoods with the Chungs at the gala.
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2002 Announces joint venture with SUNY ESF to build Central New York Biotechnology Research Center
With a physician visiting from Russia.
With physicians from China.
At the cadaver memorial service, where students honor their “first teachers.�
Recognizing service at the annual Advocates luncheon. The Central New York Biotech Research Center. (Opened in 2013. Renamed CNY Biotech Accelerator.)
Commencement. Interviewed at a press conference.
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At a meeting of the trustees of the State University of New York.
— U.S. Senator Hillary Rodham Clinton upon the conclusion of Dr. Eastwood’s first term as president
With former State Sentaor H. Douglas Barclay.
A reception for Thomas Welch, MD, chairman of pediatrics.
It has been a pleasure to work with Dr. Eastwood. Throughout his tenure at SUNY Upstate Medical University, he has worked tirelessly to enhance the infrastructure of the university, to promote cuttingedge research, to build SUNY Upstate’s reputation as a first-class academic institution and to support community-building projects like the children’s hospital. An advocate for SUNY Upstate and Central New York, Dr. Eastwood will be greatly missed.
The Eastwoods hosting a party.
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2003 …Philanthropy
Philanthropy under Dr. Eastwood’s leadership grew by leaps and bounds. In 1993, SUNY Upstate’s endowment stood at $25 million. Today the endowment tops $64 million. Major gifts over $5,000 rose from 80 in 1993 to 196 today, and the number of endowments created during his tenure more than doubled, from 40 in 1993 to 105 today. Key gifts during Dr. Eastwood’s presidency include $6 million from B. Thomas Golisano for the children’s hospital; $3 million from Rose, Jules and Stanford Setnor for the new academic building; $1 million from an anonymous donor for medical student scholarships; and $1 million from BristolMyers Squibb for the children’s hospital.
Dr. Eastwood’s contributions as president of SUNY Upstate Medical University will be long remembered by many. He leaves a legacy that will continue to enrich the lives of the faculty, the students and members of the community such as myself. I wish him well in his new endeavors.
State Senator John DeFrancisco and President Eastwood discuss a historic plaque created in honor of the 50th anniversary of the collaboration between the Syracuse VA Medical Center and Upstate.
— John A. DeFrancisco, New York State Senate
Chancellor Kenneth Shaw, Syracuse University; President Neil Murphy, SUNY ESF; Debbie Sydow, Onondaga Community College; President Eastwood; County Executive Nicholas Pirro; Ann Michel; and Syracuse Mayor Matt Driscoll at a town/gown discussion.
Meeting with Wendell Pollock ,who, at age 100, is an active volunteer at Upstate University Hospital.
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At the dedication of the new café.
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At a baseball game with Max Mozell, PhD, distinguished service professor and dean of the College of Graduate Studies.
Discussing plans for the children’s hospital with Representative James Walsh and Maryann Shaw.
At the annual volunteer recognition event.
The Eastwoods and a young group of future doctors, nurses, scientists and construction workers got together with a photographer to show their support for building a children’s hospital. The resulting photos appeared on Upstate’s holiday card and in Physicians Practice magazine.
Making the case for why Upstate University Hospital needs a children’s hospital for Central New York.
Among my favorite memories of Greg and Lynn Eastwood was the creation of this holiday card, which coincided with the announcement of the new children’s hospital. We gathered more than a dozen little kids on the track at the IHP for a photo shoot. In reviewing the proofs we found many perfect images of our two grown-ups, but were somewhat foiled by the larger cast of characters mugging for the camera. Photoshop allowed the perfect end result, and this became one of the most remarked-upon holiday mailings. The Eastwoods’ natural patience, goodwill and rapport with the children was also a big part of this success. — Leah Caldwell, Marketing & University Communications
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2004 Advancing Education One of the hallmarks of Dr. Eastwood’s presidency was his availability to staff at all levels of the organization and to students. Despite a hectic schedule, he found time to host a weekly breakfast with students, and it was not uncommon to find students invited to his home. The education of all of SUNY Upstate’s students was of significant interest to Dr. Eastwood. He was instrumental in moving many of the student affairs offices from the Campus Activities Building to Weiskotten Hall, providing students with easier access to the services they need most. Curriculum review and renewal for all four colleges were buzzwords during Dr. Eastwood’s tenure. He rejuvenated the curriculum by encouraging Curriculum Renewal 2000, which led to significant changes in the medical student curriculum, including early clinical exposure, a return to basic science in the fourth year, and an emphasis on active problem-solving.
With State Senator David Valesky and Dan Hurley of government relations at the gala.
The College of Health Professions became an upper-division transfer college and added several new degree programs, including a doctorate in physical therapy. The College of Graduate Studies streamlined its admissions process, enhanced its curriculum and increased the number of applications. The College of Nursing added a post-master’s certificate program and an education minor, allowing nurses more career options upon graduation. One of Dr. Eastwood’s most prominent contributions to students was his work in bringing the Setnor Academic Building to reality. The building features state-of-the-art space for learning, including the Clinical Skills Teaching Center, as well as the appropriately named Eastwood Atrium. The benchmarks for student performance have all increased under Dr. Eastwood’s tenure. SUNY Upstate is attracting top-notch students for all of its colleges.
Dr. Eastwood is one of the best leaders and collaborators in higher education. I will very much miss his guidance and friendship.
At Holiday Happenings.
The University Hill is indebted to Greg Eastwood for his leadership and guidance during one of the most important decades of growth and increased prominence in the history of this most vibrant sector of our region. We wish him well as he enters this new level in his career and life.
— Cornelius (Neil) Murphy Past President, SUNY College of Environmental Science and Forestry
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At a baseball game.
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— Irwin L. Davis, president and CEO, Metropolitan Development Association
Greg Eastwood is both a great colleague and friend. I value both relationships. I have been lucky to know him. SUNY Upstate and Central New York are fortunate to have this dedicated man in their midst — a man of honor and dedication — a serious man with a sense of humor — a quiet man whose words speak loudly. There is much to learn from him. — Kenneth A. Shaw, Syracuse University chancellor emeritus and chair of the Metropolitan Development Association
Under Dr. Eastwood’s leadership, SUNY Upstate has solidified its position as one of New York state’s premier medical and research institutions. On behalf of my constituents, I am proud to convey my deepest gratitude to Dr. Eastwood and his wife, Lynn, for their commitment, advocacy and accomplishments over the years at SUNY Upstate. — Joan K. Christensen, New York State Assembly
At a reception for Father Bebel.
With Maxine Thompson and Paul Grover.
A bow-tie moment with Drs. Bill Williams and Steve Scheinman, deans of the College of Medicine.
The courtyard of Weiskotten Hall.
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2005 Upstate goes completely smoke-free Receives significant gifts for academic building and children’s hospital
President Eastwood answers reporters’ questions about the smoke-free policy, which went into effect August 1, 2005. With this policy, Upstate became the first campus of the State University of New York and the first hospital in Central New York to prohibit smoking on the premises.
Groundbreaking for Setnor Academic Building
November 2005: Cutting the ribbon to the newly renovated hospital lobby. From left: Suba Viswanathan; Dr. Eastwood; State Sen. David Valesky; Eileen Pezzi; State Assemblyman William Magnarelli; and Syracuse Mayor Matt Driscoll. Union representatives, the director of employee and student health and the president meet to sign an agreement about the smoke-free policy at Upstate.
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December 2005: Holding a $2 million check presented by Thomas Golisano (right) during the gala. It was the first installment of his $6 million pledge to the Upstate Golisano Children’s Hospital. At left is Mary Ann Shaw, campaign committee chair.
Strategizing with Ron Young.
Meeting with high school students enrolled in MedQuest, a NYS program designed to prepare high school students for health care careers.
Optimal Aging is published. President Eastwood wrote the chapter on the gastrointestinal system, which covers the ABCs of digestive maladies, from heartburn and gastroesophageal reflux to peptic ulcer disease and pancreatic cancer. The Eastwoods with Max Mozell, PhD, at his portrait unveiling.
A gastroenterologist by training, Eastwood says the gastrointestinal system is like all the other body systems in that as you age, “the likelihood that you will experience a problem with some aspect of your digestive system increases.�
Hospital CEO Philip Schaengold presents a plaque to the pharmacy department.
Commencement.
Meeting with Governor David Paterson and State Senator David Valesky; touring a lab with Valesky; and giving a joint presentation with US Senator Chuck Schumer.
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2006
June 2006 Festschrift — unveiling a multi-author tribute to Dr. Eastwood.
Celebrating 14 Years of
&
LEADERSHIP FRIENDSHIP
Gregory L. Eastwood, MD
Please join us in the Celebrations Wed., June 28 UPSTATE CELEBRATION PICNIC 1:30 to 4 p.m. Top of the new garage All employees invited
This painting by former Upstate employee Lorraine Davis Bell made its appearance twice during the Eastwood presidencies. Originally conceived as Dr. Eastwood’s first holiday card, the original hung in his office for years. Upon his return in November 2013, the card was reissued with some modest updates and a reassuring message to the campus and recipients.
Thurs., June 29 “FESTSCHRIFT” A lecture series honoring the interests of Dr. Gregory L. Eastwood 1 to 4 p.m. Medical Alumni Auditorium Weiskotten Hall
Lecturers:
06.139 0506 25 MBC
Stephen Sallan, MD, Dana-Farber Cancer Institute Jerry Trier, MD, Harvard Medical School William Williams, MD, SUNY Upstate Lauren Eastwood, PhD, SUNY Plattsburgh Kathy Faber-Langendoen, MD, SUNY Upstate
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SUNY Upstate Medical University has flourished under the leadership of Dr. Eastwood. Not only has Dr. Eastwood’s direction transformed the hospital’s infrastructure and expanded research and programming at the medical center, but he and Lynn have been actively involved in area causes and initiatives outside of the region’s health care sector. —U.S. Representative James T. Walsh
The Upstate Golisano Children’s Hospital and east tower expansion of Upstate University Hospital
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Under Greg Eastwood’s guidance and leadership, Upstate Medical University and University Hospital have been leaders in improving health care in the larger Central New York community by focusing on quality and expansion of research and services. Greg has led with integrity and persistence during his years at Upstate and will leave a significant legacy of caring and opportunity for our community. His long-term vision for children and their families has been a pivotal factor in the development of the Golisano Children’s Hospital. I offer Greg my sincere thanks and deep appreciation. — Mary Ann Shaw, chair of the Children’s Hospital Campaign Committee
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2006-2013 2006 Interim president, Case Western Reserve University 2008 University Professor, Center for Bioethics and Humanities
Former Upstate President Gregory L. Eastwood, MD, was named interim president in November 2013 after the resignation of David R. Smith, MD. Dr. Eastwood was Upstate’s longest-serving president (19932006). He served as interim president of his alma mater, Case Western Reserve University, from 2006 until 2007, and returned to the Upstate faculty in 2008, teaching courses in bioethics and serving on the Upstate Foundation board of directors.
Dr. Eastwood with a patient.
December 2009: The Eastwoods at his portrait unveiling in Weiskotten Hall.
I seem to remember a bad joke about a gastroenterologist holding a scope.... But that’s for another time. It’s been such a pleasure getting to know Greg these past few years as the president and ultimate supporter for the clinical and educational activities at Upstate. My favorite memory will always be the chance meeting at Pascale’s restaurant when I was eating alone while chaperoning my teenage daughter on her dinner date with a young man. Greg recognized me and came over and chatted with me, and from that time, this imposing figure became very human. His calm and kind spirit served us well.
2010 Conflict of Interest Officer 2011 Upstate acquires communitygeneral hospital 2013 Neuroscience Research Building opens Appointed Interim President 38
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The atrium of the Setnor Academic Building is named for Dr. Eastwood.
Setnor Academic Building
The Neuroscience Research Building opened in 2013.
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2014-2015 2014
2015
Jacobsen Atrium dedicated
Comprehensive Stroke Center designation
Honored by the American Cancer Society Upstate Cancer Center opens
10th anniversary of a Smoke-free campus
August 2015: A press conference marking the 10th anniversary of Upstate becoming smoke-free. “We wanted to ‘clear the air’ of secondhand smoke exposure to our staff, students, patients and visitors,” said Eastwood. “We’ve done that, and we’ve helped clear the air elsewhere as many institutions have followed our lead.”
Academic Building under construction Dr. Eastwood’s successor approved by the SUNY Board of Trustees January 2015: With University Hospital CEO John McCabe, MD, announcing Upstate’s certification as a Comprehensive Stroke Center from DNV (Det Norske Veritas) Healthcare Inc. Upstate is the only hospital in Central New York to earn such a designation.
Dr. Eastwood shares a laugh with James Abbott, the first chief executive officer of University Hospital, at a 50th anniversary celebration in June 2015.
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Cancer Center interior.
Cancer Center opening, July 2014. Upstate, local and state official, patients and family members were joined by SUNY Chancellor Nancy L. Zimpher (third from left) for the ribbon-cutting ceremony. The Upstate Cancer Center is a 90,000 square foot, five-floor facility that features new cancer-fighting technology, a four-season rooftop healing garden, meditation room, 27 infusion chairs and a high-tech intraoperative suite.
The new academic building, located between Weiskotten and Silverman halls, will house the College of Nursing and programs of the College of Health Professions.
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Halloween 2015: With nurses trick-or-treating at the Upstate Golisano Children’s Hospital.
Dr. Eastwood joins in a student dance video.
Dr. Eastwood was an occasional guest on Upstate’s weekly talk radio show, “HealthLink on Air.” He addressed a variety of ethical issues, including decisions at the end of life and the controversy about researchers turning the bird flu virus into a form that is easily transmissible among humans. “HealthLink” airs on WRVO Public Media. – Amber Smith
Dr. Eastwood and his wife, Lynn, with Danielle Laraque-Arena, MD, FAAP, and her husband, Luigi Arena, MD, PhD, at the Upstate Gala, November 2015. Dr. Laraque-Arena will serve as the next president of SUNY Upstate Medical University.
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My sincere regrets for not being able to attend the December 17 event, Greg. Congratulations as you near the end of your second “tour of duty” as president here at SUNY Upstate — and thanks for not changing our name, this time around! Seriously, when you came into my office that bleak November day two years ago and told me the circumstances surrounding your being pressed back into presidential service, I knew there was no argument to be made. You were the person uniquely qualified to fill the president’s office as SUNY figured out the next steps forward. I also knew that the forecasted duration of “about a year” was awfully optimistic. As a member of the university community, I say “thanks” for a presidential job well done. As the chair of your academic department, bioethics and humanities, I say, “At last!”
A view of Upstate’s downtown campus, 2015: the Cancer Center in the foreground, the hospital in the center, and the Golisano Children’s Hospital is the background.
It has always been a delight to travel with Greg in my lobbying and advocacy work. He exudes a deep sense of warmth, confidence, knowledge that is attractive and reassuring. People are drawn to him and genuinely like him. You can’t teach that. It has to come, as they say, from your toes. Simply put, when Greg appeals to an elected official, they listen. They want to help him and by association, help Upstate. There are many wonderful aspects of working at Upstate, and walking into a room with this man is one of the best. — Dan Hurley, Assistant Vice President, Government and Community Relations, SUNY Upstate Medical University
You are someone who not only intellectually understands ethics, but lives an ethically honorable life. We are all blessed to count you as a colleague. Congratulations on a job well done in Weiskotten, and welcome back “home.” — Kathy Faber-Langendoen, Chair, Center for Bioethics and Humanities and Medical Alumni Endowed Professor of Bioethics
Upstate University Hospital, Community campus. The former Community-General Hospital was acquired by Upstate in 2011.
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Dr. Greg Eastwood: We underestimate the influence of peers in leadership development By Stan Linhorst Reprinted from The Post-Standard
Dr. Greg Eastwood has twice led SUNY Upstate Medical University. Through his terms, he’s absorbed the university’s rich history. He enjoys telling it, knowing that leadership requires an understanding of the past. The school began in 1834 as Geneva Medical Institute. That's where, in 1849, Elizabeth Blackwell became the first woman to graduate from an American medical school. “We could spend an hour talking about her,” Eastwood said. “She was very successful in her career but faced a lot of prejudice against women.”
2008, he returned to Upstate to be a professor in the Center for Bioethics and Humanities. In 2013, Eastwood became interim president when Dr. David Smith resigned. At age 75, Eastwood is stepping aside again. He expects to return to the Center for Bioethics and Humanities after Dr. Danielle LaraqueArena becomes Upstate’s first woman president on January 14.
In 1872, the medical school moved to Syracuse from Geneva and became the College of Medicine at Syracuse University. In 1950, the medical school became part of the State University of New York, the dispersed set of campuses created after World War II. It’s now an academic medical center — a teaching hospital and medical school. Its $1.3 billion budget operates four colleges — medicine, nursing, health professions and graduate studies, which trains biomedical scientists — and two hospital campuses. With nearly 10,000 employees, Upstate is Onondaga County’s largest employer. Eastwood was president from 1993 to 2006, then went to Cleveland, Ohio, where he was interim president of Case Western Reserve University. In 44
Dr. Greg Eastwood, interim president of SUNY Upstate Medical University, stands in front of Weiskotten Hall on the campus. The cornerstone of Weiskotten was laid in 1936 by President Franklin Roosevelt when Upstate was still the College of Medicine at Syracuse University. Eastwood, a gastroenterologist, was dean of the Medical College of Georgia when he was recruited to become Upstate’s president in 1993.
president of that. Then 11th and 12th grade, and I was president. I played sports in high school, and I was president of my graduating class. I wasn’t frankly so much aware of consciously pursuing leadership at that age. It just happened. Were you in leadership roles growing up? I grew up in a northern suburb of Detroit. It was called Huntington Woods. I was active in my church (Covenant Baptist Church) and in high school (Royal Oak). I was president of my youth group. There was one for the ninth and 10th grade, and I was
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Tell me about early influences in your life and how they shaped you. In sixth grade, I had a Sunday school teacher. His name was Gerald Wilson. He was in his last year of a surgical residency at a hospital in Detroit. It was a pure matter of hero worship. Scroll forward to high school, I would
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sometimes go on rounds with him. In college, he arranged for me, between my freshman year and sophomore year, to work as an OR technician. I was in the operating room, handing instruments. I was 18. (Laughs). That’s the way it was then. I taught a course in leadership for three years, 2009 to 2011, with the Consortium for Culture and Medicine. It’s been going on for about 30 years among Le Moyne, SU and Upstate. One of the things I talked about was the influence of heroes and mentors and peers. Dr. Wilson was a hero to me. I wanted to model my life after him. When I was in medical school I realized I didn’t want to
be a surgeon; I wanted to be my own person. I went into internal medicine and then gastroenterology.
is listening. If there is receptivity, there’s gain. But you have to have some kind of substrate to work on.
Then I became aware of the role of mentors. There’s a lot of thought about that. Everyone pretty much knows what a mentor is.
What’s your advice for someone moving into a leadership position or aspiring to the role?
Then the last piece of this is peers. We don’t think enough about the influence of our peers in our development. If you look at heroes and mentors, they’re unequal relationships — parent and child, coach and player, teacher and student and so on. In peer relationships, we actually learn the most from other people.
One, observe other people in leadership positions. You can learn what good leadership characteristics are, and you can learn what not to do. So observe others in leadership positions and then process that: Does that fit with me? Then, I think, raising the consciousness about characteristics of good leaders. When I did this (Consortium) course, I would ask the students to write down the characteristics they thought were exemplary of good leaders. I collated and, no surprise, at the top was a cluster of terms: Integrity, honesty, truthfulness, trustworthiness. They’re different words that get at the same quality of leadership.
Can leadership be taught — or is it innate? It’s a balance. The way I look at life, there are very few absolutes. It’s not either or or. There are individuals who for whatever psychological reasons, upbringing or innate ability, have leadership ability. It can be learned, maybe taught, but certainly learned. One of the characteristics of leadership, which you can find in almost any book on leadership,
Then there’s the issue of communication. There's always a constituency, individuals or groups, that feel they haven’t been communicated with enough. In some cases it’s justified; there are some things that have to be kept confidential. We can never achieve perfect communication, but attempting to do that is good. It has to do with this other quality of leadership: Being approachable or open. It's not the same as having that door open all the time. But I think approachability is a feeling that people have about you when they're with you, whether you are respectful, whether you are open or whether you looking to go on to the next person -- that kind of thing. So I encour-
age leaders to work on that ability to be open and approachable. How do you lead through obstacles, setbacks, crisis? Sometimes, obstacles are discrete things — some tragedy in the history of the organization occurs and you have to deal with it. In my experience, most obstacles are chronic. For example: Funding, resources. In my 23 years here, we’ve solved certain things, but we still have issues of funding from the state, from other sources, for research — we’re still trying hard to increase our research portfolio. So some issues are chronic, and they are obstacles in the sense that we think they get in the way of the optimal working of this organization. Every now and then, an institution has a crisis. I think my approach has been a couple things. It’s a reflection of my own personality and that I am the leader of this organization and I have responsibilities, that I have responsibilities for people’s well-being as well as the institution at large. People are looking to me for some sort of leadership in terms of direction and what to do, but also to get the sense that I’m not flustered. In time of crisis, it’s very important for the leader to be calm. I think it’s a matter of practicing certain behaviors, and then that becomes you. One of the icons in American medicine was William Osler. I have his book, called “Aequanimitas,” which refers to equanimity. He spoke to the graduating class at the University of
Pennsylvania in 1889. He talked about “Aequanimitas.” He said if a physician doesn’t have equanimity, if a physician is flustered, patients lose trust. It’s the same thing in a leadership position. In crises I’ve dealt with, I’m engaged, I’m very concerned, but I find that just taking time and doing things in a calm manner is reassuring to myself as well as others. How does one develop that inner strength to be calm, to avoid panic? The answer is somewhat similar to the answer to the question: Can leadership be taught? People come with different sets of equipment in terms of their innate ability to be calm or not. I think you can also learn it or develop it. Some of these things are hard to teach. That’s why I think it’s important for people to observe others. And see what applies to them.
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entirely with that motivation. They have to understand how this affects them themselves. Over the last couple years, since I’ve been in this position, we’ve been giving a lot of thought to the culture of Upstate. I’ve discovered that there are many micro-cultures that combine to make what is perceived as the culture. Continued from page 45
Everyone talks about the acceleration of change. How do you get an organization to change? It’s hard sometimes to get people together. We’re not a top-down organization in the sense that management says, OK, these are the ways it’s going to be. We’re more of an organization that needs to enlist people, because we’re dealing with over 9,000 people. Many of those people are basically independent operators, in the sense they are faculty. We have about 600 or 700 faculty. They’re hired because they’re good teachers, good researchers, good clinicians. We hire them for their independence, and then we expect them to work together and see things the same.
Those micro-cultures can be characterized two ways: I’ve worked here for many years. I love it here. I enjoy coming to work every day. That’s pretty common. The other is: My supervisor does not respect me. This place is just awful. I’ve come to realize that the micro-cultures depend in large part on the micro-leadership. “CNY Conversations” feature Q&A interviews with local citizens about leadership, success and innovation. The conversations are condensed and edited. They also run regularly on Sunday in The Post-Standard’s Business section.
So it’s a matter of moving people to a common understanding. It’s never going to be that everyone sees things the same way. But move people so they can personalize this. When we say this is for the good of the institution, few people are altruistic enough to behave
Upstate University Hospital and the Upstate Cancer Center, downtown campus, 2015
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