Blazing a New Path Forward: Syracuse Community Health Launches Family Medicine Residency Program

By Elizabeth Landry

First Year Family Medicine Residents (L-R): Shramika Pokharel, MD, Urva Barot, MD, Roselyn Akukalia, MD, Nozima Akbarova, MD

2025 has proven to be a milestone year for Syracuse Community Health – it was the inaugural year for its new Family Medicine Residency Program, which offers a unique approach to family medicine training rooted in out-patient settings, community based care, and serving the needs of the most vulnerable patient populations. At the center of the program are the four residents leading the way in SCH’s new endeavor, which is led by Program Director Cristian Andrade, MD. Having already completed four years of undergraduate college and four years of medical school, these residents are training to become family medicine physicians who will offer comprehensive, continuous healthcare for people of all ages—infants, children, adults, and the elderly.

Shramika Pokharel, MD, Urva Barot, MD, Nozima Akbarova, MD and Roselyn Akukalia, MD will each spend three years caring for diverse communities, rotating through SCH and Crouse Hospital in 

Syracuse, Rome Health in Rome, and Samaritan Medical Center in Watertown. At each location, they will learn from the physicians they train with as well as the patients they serve.

“Our new Family Medicine Residency Program is an exciting step forward for both medical education and community health,” said SCH CEO Ofrona Reid, MD. “By training residents in an underprivileged area, we are fostering innovative, compassionate care where it’s needed most. This program empowers future physicians to tackle health disparities head-on while strengthening the well-being of our entire community.”

While family medicine is one of the largest residency specialties in the United States, acceptance into family medicine residency programs is highly competitive. According to 2025 data from the National Resident Matching Program (NRMP), there are approximately 13,000 to 14,000 applicants per year for only about 5,500 to 5,800 available residency positions, resulting in an approximate match rate of 40-45%. By offering a new program that will actively train 12 family medicine residents over the next three years (and more anticipated in the years to come), SCH is creating more opportunities for residents while simultaneously helping to address the family medicine physician shortage in the Central New York community.

Dozienze Nwoke, MD, a family medicine physician from Long Island, came to SCH last year to help lead the program as the Assistant Program Director. “It’s very exciting, the fact that we’re able to produce highly trained physicians to go out into society and take care of our sick and needy,” he said. “The Syracuse population is a very underserved population, and it’s just a blessing to be part of a program that produces physicians that will go out there and help take care of the community.”

A Unique Blend of Innovation, Collaboration and Community

As the first ambulatory teaching health center in the region, SCH’s Family Medicine Residency Program offers a unique, innovative, community-based model for training Central New York’s next generation of family physicians. Dr. Nwoke explained how the outpatient clinic setting sets the program apart and allows residents to gain a more wellrounded, community focused training.

“Because it’s an outpatient program, the basis is strictly in the community,” said Dr. Nwoke. “So that makes it totally different from anything else. Because we’re in a community-based program, we’re not connected directly to a hospital. Our residents do go into rotations at different places where they are exposed to inpatient care, but the main focus is outpatient medicine. We’re dealing with chronic issues, and our goal is to basically provide preventative care to the community, to teach them and educate them about different ways they can prevent different illnesses.”

Along with the community partnerships collaborating with health centers in Rome and Watertown, residents gain a big-picture view of healthcare in diverse settings and communities – something the residents themselves highly value.

“One of the aspects I value most about this program is its intentional design in exposing residents to both urban and rural healthcare settings,” said Dr. Barot. “Syracuse offers an urban patient population with complex social and cultural dynamics, while Rome and Watertown provide opportunities to care for rural communities facing unique challenges such as limited access to specialty care and resources. This dual exposure ensures we are trained to become well-rounded physicians— adaptable, culturally competent, and prepared to serve diverse populations in any setting.”

Dr. Akukalia offered similar sentiments – emphasizing how the program’s strong foundation of community-based, outpatient care most aligned with her own medical philosophy.

“What truly resonated with me was the program’s deep commitment to community engagement. The opportunity to build lasting relationships with patients, understand their unique social contexts, and contribute meaningfully to the health of underserved populations is exactly the kind of impact I aspire to make as a physician,” said Dr. Akukalia.

Commitment to Healing the Underserved

Perhaps the strongest draw to the Family Medicine Residency Program at SCH as expressed by residents is the opportunity to serve diverse and vulnerable patient populations while undergoing their training.

“Throughout my education and community work, I have been called to care for those who often go unheard, advocating for patients with limited resources. I see this residency as more than training; it’s an opportunity to grow into a physician I’ve always aspired to be: one who serves with compassion, humility, and dedication,” shared Dr. Pokharel.

Although Dr. Akbarova hasn’t yet rotated through the Watertown location, she shared how she has already learned so much from working with the underserved populations in Syracuse and Rome, and how her experiences are already shaping the way she approaches every patient interaction.

“Working with such diverse populations has taught me to listen more deeply, to ask questions with respect, and to appreciate that every patient teaches me something new,” shared Dr. Akbarova. “No matter where they come from, my goal is always the same — to meet them where they are and help them feel seen, heard, and cared for… Every interaction, no matter how brief, is an opportunity to offer comfort and reassurance. Acting with responsibility, empathy, and respect helps patients feel supported through some of their most vulnerable moments.”

Whole-Person, Patient-Centered Care

Directly related to the outpatient setting in which residents learn to care for diverse, underserved populations is the program’s focus on forming physicians who care for the patient as a whole person and in every stage of life. Dr. Nwoke explained that, in accordance with SCH’s mission to provide high-quality care to every patient they serve, there are many questions residents learn to ask and consider when treating patients.

“It’s not just about medication, it’s about the home. How’re things going at home? Are you able to eat well? Are you on some type of food assistance? Do you have shelter? Are you safe at home? Do you feel safe in your environment? We assist if they don’t have transportation. We treat the whole person, including their environment,” Dr. Nwoke said.

For Dr. Akbarova, her passion for treating patients by aiming to understand who they are as people and developing strong relationships with each individual is what initially drew her to family medicine.

“From the very beginning of my medical journey, I was drawn to the philosophy of family medicine — the opportunity to care for patients across all ages and life stages, to build relationships that go beyond a single visit, and to truly understand the stories behind each person’s health. I practiced as a family physician in my home country for a short time before coming to the United States, and that experience solidified my passion for the field. I found great meaning in continuity of care, in seeing how trust and consistency can transform not only outcomes, but also lives,” said Dr. Akbarova.

Dr. Pokharel identified an important connection between serving in the community setting and treating each patient as a unique individual throughout every stage of life. She said that’s how she feels she can make the most meaningful difference in patients’ lives.

“Training in a community setting allows me to be closely connected to patients’ everyday lives – to care for them not only when they are sick but also to promote wellness and prevent illness before it begins,” said Dr. Pokharel. “This environment reflects the true spirit of family medicine: being there for families through every stage of life, addressing diverse needs, and making a lasting impact through preventive care and health education.”

Investing in the Future of Healthcare

Just as the four residents are training to learn how to make the most positive, lasting impact on the lives of patients they serve, the Family Medicine Residency Program at SCH is also aimed at making a strong, positive impact on the future of healthcare itself in the Central New York region. The residents each spoke about the sense of honor they feel in being a part of the inaugural year and class of the program.

“There is a strong sense of responsibility and collaboration among those of us starting this journey together,” said Dr. Barot. “It’s inspiring to know that the work we do now will lay the foundation for future classes, and I am proud to be a part of that legacy from the very beginning.”

Sharing how proud and grateful she is to be an SCH Family Medicine Resident, Dr. Akukalia said, “I see SCH as a beacon of hope for our community: a sanctuary where people find not only medical care, but also comfort, understanding and support for

 their social and psychological needs. It’s a place of healing and refuge, where solutions are found and lives are uplifted.”

Family Medicine Residency Program Coordinator Lori Chudyk shared her experience welcoming the residents into the program, and how she looks forward to the contributions they’ll go on to make as physicians in the future.

“It has been truly wonderful to watch our four new residents grow during this first year of the Family Medicine Residency Program. From the interview process to helping them settle into a new city and witnessing their ‘first day of school,’ every step has been meaningful. I am so proud of each of them. My greatest joy will come in June 2028, when they complete their residency and fully transition into independent practicing physicians. What a journey it is to watch their transformation,” said Chudyk. 

Perhaps Dr. Nwoke best summarized the overall goal of both SCH and the new Family Medicine Residency Program, as all involved continue to work to strengthen the safety net for the community for years to come: “I think it’s just about giving back to the community, to those that are less fortunate,” he said. “I think the best way we can help the community is by educating them and showing them we’re there. The best gift of life is to know you’ve helped someone – helped someone to live another day.” 

 

Strategic Issues: 2026

By: Kathryn Ruscitto,
Advisor

Planning strategy today requires holding steady while priorities continually shift. The answer to “What matters most?” often depends on where you sit within the health system. This brief overview blends both system- level and clinician perspectives.

In an age saturated with information, it is easy to be diverted by whatever emerges as the issue of the week. Clear strategic priorities help maintain discipline and focus, allowing leaders to pursue long-term goals while still reassessing risks and opportunities as they arise.

Key Strategic Issues Identified by Health Leaders

1. Improving Care Outcomes: Integrated Care and Social Determinants
Achieving better outcomes requires linking care across time, place, and discipline, while fully accounting for the impact of social determinants on health. Coordinated models and multisector partnerships remain essential. Best practices include using data and technology to improve access and processes, implementing safety practices and ensuring equity in care.

2. Climate Change and Health Impact
Environmental conditions increasingly shape individual and population health. Rising temperatures are contributing to tick-borne diseases, food system instability, and antimicrobial resistance. Climate readiness is now part of core health strategy. Best practices include: assessing facilities for weather impact, disaster and community support, planning and health surveillance for emerging disease.

3. Technology and Public Health
The current information landscape offers powerful tools. Data mining can accelerate diagnosis and treatment, and zip-code-level analysis can help identify pockets of chronic illness. Technology is rapidly reshaping population health capabilities. Best Practices: Modernize data infrastructure, ensure data security, use data to address  specific problems and evaluate solutions, leverage AI in systems improvement.

4. Workforce Sustainability and Culture
Aging, workload, violence, and cultural pressures have eroded the clinical workforce. Strategic focus must be placed on the elements that can be improved—work environment, support systems, safety, training, and retention. Best practices: Continuous learning at all levels, Employee health and well being programs, open communication models across workforce.

5. Investing in Data, AI, and Value-Based Skills
AI offers the potential to improve quality by making complex data more usable. Clinicians will continue to lead decision-making but will have deeper information available to them. Building skills for value-based care is part of this transition. Best Practices: Aligning workforce and future technology needs, simulation labs and classes for using data to improve quality and skills.

6. Developing Broader Leadership
Future leaders must have a grounded understanding of clinical realities. Strengthening leadership development opportunities for clinicians is essential for organizational resilience. Best Practices: Leadership Academies, mentoring for future roles, coaching opportunities, and organizational commitment to clinician development.

Aligning Community Needs and Organizational Demands
Community needs must fit within overarching strategic goals. AI tools can quickly assess communities at the zip code level and synthesize insights from health system and industry best practices. The organizational dedication to strategic goals helps leaders build a clearer picture of where to focus on a short and long term basis. Strategy in the age of information is even more crucial to ensure organizational readiness.

National Resources
• American Journal of Healthcare Strategy ajhcs.org
• The Advisory Board advisory.com
• Harvard Medical School hms.harvard.edu
• Professional Associations: AMA, CHA, AHHA, ANA, AHA

Kathryn Ruscitto, Advisor, can be reached at linkedin.com/in/kathrynruscitto or at krusct@gmail.com

What Private Equity Really Means for Your Medical Practice

Brian Hurley, OneGroup, Senior Vice President Health Care & Business Specialist

Private equity (PE) investment in healthcare has grown quickly, reshaping how medical practices run day to day. For physicians and practice owners, selling to a PE firm is a complex decision. It can open doors for growth and support, but it also brings challenges. —offering strategic advantages and potential pitfalls. In New York State, strict regulatory constraints add another layer of complexity that need to be understood before moving forward.

The Three-to-Five-Year Plan

Most PE firms typically work on a three-to five-year investment plan and during that time they focus on raising the value of the practice thru steps such as: Consolidating smaller practices into larger networks
• Streamlining administrative functions via Management Services Organizations (MSOs)
• Improving billing and coding practices
• Introducing performance metrics and financial targets

While this model can drive short-term profitability, critics argue it may prioritize financial returns over long-term patient care and physician autonomy.

Advantages of PE Ownership

• CAPITAL INFUSION:
Immediate financial resources for technology upgrades, service expansion, or debt reduction.
• OPERATIONAL SUPPORT:
MSOs take time-consuming tasks off your plate providing centralized human resources, IT, andcompliance services, reducing administrative burdens and letting you focus more on patient care.
• NEGOTIATING POWER:
Larger networks often secure better rates with insurers and suppliers.
• EXIT STRATEGY:
Helpful for physicians planning retirement or a transition with financial upside.

Disadvantages and Risks
• LOSS OF AUTONOMY:
Physicians may have less say in clinical decisions and staffing.
• PRESSURE TO PERFORM:
Aggressive financial targets can lead to higher patient volumes and shorter visits.
• STAFFING CUTS:
Cost-cutting measures may impact morale and the patient experience.
• REGULATORY CHALLENGES:
In New York, corporate ownership restrictions require creative structuring through MSOs or joint ventures.


MSOs:
Navigating Compliance
MSOs handle non-clinical operations while physicians stay in charge of medical decisions. This model lets private equity groups support and influence the business side without violating state rules that limit non-physician ownership.

New York’s Landscape

The state’s corporate practice of medicine doctrine limits direct ownership by nonphysicians. This means PE firms often succeed by focusing on specialties like dermatology and ophthalmology, where economies of scale and centralized services offer clear advantages.

Final Thoughts
Private equity can provide growth, efficiency, and financial stability—but not without trade-offs. It can also change how physicians work and make decisions. The best approach is to balance the financial upside with the impact on autonomy and patient care. In regulated environments like New York, success depends on thoughtful structuring and a commitment to patient care.

Thinking about how private equity could impact your risk exposure or insurance needs?
OneGroup’s Risk Management and Insurance team can help you sort through your options and stay compliant as you plan for the future.

OneGroup is uniquely qualified to help physicians and medical practices with all of their business challenges. If you have any questions or would like additional information, please feel free to reach out to Brian Hurley at 315-708-3635, bhurley@ onegroup.com or Lynn Trentini 518-698- 9997, ltrentini@onegroup.com.

References

Commonwealth Fund. (2023a, November). Private equity’s role in health care. https://
www.commonwealthfund.org/publications/explainer/2023/nov/private-equity-role-health-care

Medical Economics. (2023). Navigating the pros and cons of selling your medical practice to private equity. https://www.medicaleconomics.com/view/navigating-the-pros-and-cons-ofselling-your-medical-practice-to-private-equity American Journal of Medicine. (2023). What happens when private equity firms sell medical practices. https://www.amjmed.com/article/
S0002-9343(23)00589-2/fulltext

Commonwealth Fund. (2025, May). How private equity deals are reshaping your health care [Podcast]. https://www.commonwealthfund.org/ publications/podcast/2025/may/how-privateequity-deals-are-reshaping-your-health-care Harvard Business School Library. (n.d.). What happens when private equity firms sell medical practices. https://www.library.hbs.edu/workingknowledge/what-happens-when-private-equityfirms-sell-medical-practices

When the Algorithm Acts Alone:The Risks of and Emerging Standards Regarding Agentic AI in Healthcare.

By: Scott Carroll, Kennedy Farr, and Jennifer Forward

Kennedy A. Farr

Jennifer Forward

Scott V. Carroll

Agentic artificial intelligence (“agentic AI”) refers to systems that can independently plan and execute multi-step tasks without continuous human direction. Today, these systems can analyze charts, labs, imaging, and medication lists, identify concerning trends, and even draft suggested care plans on their own.

This autonomy distinguishes agentic AI from traditional “generative AI,” such as ChatGPT, Microsoft Copilot, or Google Gemini. Generative AI cannot initiate tasks because it waits for human prompts and cannot interact with operational systems to schedule tasks. Once a conversation with a human ends, generative AI does not retain goals or continue working toward them. Agentic AI, by contrast, maintains objectives over time, continuously monitors new information, and adapts its actions to achieve its programmed goals.

While agentic AI promises potential relief from workforce shortages and could automate routine clinical tasks, it also comes with clinical, security, and ethical risks.

Clinically, agentic AI errors in diagnosis or treatment recommendations and orders could lead to patient harm. Agentic AI learns from human-provided data, and biased data can perpetuate health inequities. Further, since such systems by their nature operate autonomously, a single mistake can trigger a chain of incorrect actions that may harm a patient.

Security risks arise because agentic AI requires broad access to sensitive patient information. Weak security could expose data to breaches, and malicious actors could potentially hack an agentic system, allowing it to take harmful actions.

Accountability becomes unclear when an agentic AI system makes a mistake. Responsibility will likely fall on the clinician who used the tool, the facility that deployed it, and the developer who built it. Such a complicated and evolving legal and risk management landscape creates liability concerns. Indeed, MLMIC has issued several publications addressing risk management and the use of AI in clinical settings.

Practitioners should recognize that using agentic AI creates a professional obligation to understand the tools well enough to ensure satisfaction of the medical standard of care and to uphold the duty to do no harm. Errors made by agentic AI can breach these duties, especially when practitioners lack proper knowledge of how to use the system. Use of experimental or novel tools on patients also implicates concerns related to patient disclosure and consent and human subject safety considerations (and potential requirements for Institutional Review Board approvals). Finally, there is also the risk that increased reliance on automated systems could erode the human empathy central to patient care, as agentic AI cannot understand or express compassion.

Agentic AI is moving from pilots to clinical use, but guidance remains varying. Leading health coalitions, including the Coalition for Health AI and the Trustworthy and Responsible AI Network, have advanced methods to assess safety and performance. Additionally, there are some growing sets of guidelines to use when evaluating and validating this new technology. For example, on September 10, 2025, the Consumer Technology Association (CTA), North America’s largest technology trade association, released a new standard for validating AI tools that predict health outcomes. This fifth CTA AI standard offers a structured scheme for testing predictive algorithms in controlled and real-world settings. It emphasizes transparency about training data, encourages developers to ensure models can explain how they arrive at specific predictions, and calls for robust post deployment plans to monitor quality and recalibrate when performance drifts.

The sector has not united around one approach, leaving potential users to navigate a patchwork of frameworks. We expect over time that there will be a consolidated set of standards and guidelines for development and clinical use that developers, hospitals, systems, and clinicians can refer to when implementing AI and machine learning tools, including agentic AI.

Regarding regulation in New York State, there are not yet agentic-AI-specific rules for clinical care, but New York has established guidelines that will shape deployment in health settings. In 2023, the Governor issued an executive order establishing an AI policy and governance framework and directing ethical-use policies for state agencies, followed in 2024–2025 by guidance from the Office of Information Technology Services on responsible use of generative AI.

State medical boards retain their principal role of regulating the practice of medicine and have likewise begun articulating principals for the use of AI in medical practice, emphasizing that agentic systems cannot independently practice medicine, licensed clinicians remain ultimately responsible for diagnosis and treatment decisions assisted by AI, and development should be transparent, documented, and consistent with the standard of care, patient safety, and existing scope-of practice supervisions requirements. Indeed, over the last year, the New York State Board of Medicine has engaged in discussions with technical, legal, and regulatory representatives regarding this topic. However, no formal guidance or advisories have yet been issued by the Board. Additionally, professional specialty boards may develop their own specialty specific guidance for using agentic AI. Providers should closely monitor guidance from the Board of Medicine and their professional societies.

For hospitals and clinicians, professional standards operate alongside Department of Health requirements for the operation of hospitals and clinics, such as quality assurance, credentialing, and risk management, that apply when agentic AI influences diagnosis or treatment. Additionally, regulatory issues arise with agentic AI. Agentic AI systems may require FDA oversight, warranting premarket review and ongoing controls, because when, to a reasonable person, it provides medical treatment or clinical decision support that influences care, it could be considered a medical device warranting oversight. Users of AI and machine learning applications, including agentic AI, should understand the level of oversight by the FDA of their specific application and its current status.

The regulatory and industry guidance discussed in this article do not resolve the legal issues but provide early guidance to practitioners and the industry as agentic AI enters clinical practice. Physicians and medical groups considering any AI tool need to evaluate these tools as they would any new medical device or drug, ensuring they understand the technology, its intended use, and built-in safeguards, and take additional risk management steps that are appropriate based on the nature of the tool. If you have questions about the topics discussed in this article, please contact Lippes Mathias health law team members Scott V. Carroll (scarroll@lippes.com), Kennedy A. Farr (kfarr@lippes.com), or Jennifer Forward (jforward@lippes.com).

Auburn Community Hospital Appoints Migdalia Bonilla-Martir, MD as Chief of Obstetrics and Gynecology

Auburn Community Hospital (ACH) is pleased to announce the appointment of Migdalia Bonilla-Martir, MD, FACOG, as Chief of Obstetrics and Gynecology.

Dr. Bonilla-Martir brings extensive clinical and academic experience, a strong commitment to patient-centered care, and proven leadership in developing comprehensive women’s
 health services. She joins ACH from Vassar Brothers Medical Center in Poughkeepsie, N.Y., part of Nuvance Health, which recently joined Northwell Health. The system was recognized with a 2025 Women’s Choice Award for Best Hospital and is nationally regarded for excellence in women’s healthcare.

Throughout her career, Dr. Bonilla-Martir has provided comprehensive obstetric and gynecologic care, with a focus on improving outcomes for women at every stage of life. In her new role, she will oversee departmental clinical operations, support quality and patient safety initiatives, and lead the growth and enhancement of comprehensive women’s services at Auburn Community Hospital.

“We are thrilled to welcome a physician of Dr. Bonilla-Martir’s caliber to Auburn Community Hospital,” said Scott Berlucchi, President and CEO. “Her expertise, compassion, and vision for advancing comprehensive women’s healthcare in Central New York make her an outstanding addition to our medical leadership team. Dr. Bonilla-Martir will lead efforts to create and implement a full spectrum of women’s health services that address the evolving needs of women throughout their lifetimes.”

Dr. Bonilla-Martir expressed her enthusiasm for joining ACH, saying, “I am honored to take on this role and to serve a community that values high-quality, accessible care. I look
forward to working closely with hospital leadership, providers, staff, and patients to better understand and address the individual healthcare needs of women in Central New York.”

Auburn Community Hospital remains committed to expanding specialty services and strengthening its medical staff. The appointment of Dr. Bonilla-Martir reflects the hospital’s continued dedication to recruiting exceptional clinicians who are committed to serving the region.

To schedule an appointment with Dr. Bonilla-Martir, please contact Auburn OB/GYN at 315 252-5028.

Upstate University Hospital: Building on Innovation and Growing to Better Serve the Community

Visits from New York State Governor Kathy Hochul with SUNY Upstate President Mantosh Dewan, MD, and Upstate University Hospital CEO Robert Corona, DO, helped to build understanding of the infrastructure needs of Upstate University Hospital. To serve the population being seen at Upstate, key elements of the annex are an expanded Emergency Department providing Upstate with between 55 and 75 bays, compared to the current 35. Also, planned: a new burn unit with between six and eight ICU beds and the addition of between two and four new operating room.

When an organization consistently focuses on innovation over a period, growth and expansion are often the result. This pattern certainly has been the case with Upstate University Hospital, which includes its main campus in Syracuse and many adjacent healthcare facilities located throughout Central New York.

As Central New York’s only academic medical center, as well as the region’s largest employer, Upstate has been exploring and utilizing new and innovative healthcare initiatives for years under the leadership of Robert Corona, DO, CPE, MBA, FCAP, FASCP, who has served as CEO of the hospital since 2018. A new throughput center, a new pathology institute presently under construction, cutting-edge drone technology, new clinical offerings and innovative, eco friendly buildings are just a few of the ways Upstate has been on the forefront of advancements in healthcare. Stemming from innovations in these varied aspects of healthcare, Upstate is now experiencing a period of immense growth.

Alongside these offerings, the big news announced in May 2025 was that Governor Kathy Hochul and the New York State Legislature had allocated $450 million in the state budget for Upstate to build a new and expanded emergency department, a more modern burn unit, and some additional operating room capacity at its downtown Syracuse campus. This support of a hospital “annex” represents the largest capital funding allocation in Upstate’s history.

“There’s just a ton of growth happening,” said Dr. Corona. “It’s exciting. And while it’s a challenge to stay on top of all the building and expansion we’re doing, overall, if you ask me how I feel, I’m very excited about it all.”

Expanding to Better Serve Patients in CNY

Dr. Corona described that prior to the capital funding announcement, Governor Hochul visited Upstate’s emergency department and recognized the need for expanded services to help meet the community’s needs. He also emphasized the immense support the Upstate team received from the state legislators who “all went to bat for us.” “The governor came and visited our emergency department a couple of times. She was very gracious. And when she saw the status of the physical plant and the contrast of that with the exceptional people who work there, she felt the people of Central New York need a better emergency department, especially when this is the go-to referral center. And she surprised us with the $450 million, which we’re so grateful for,” Dr. Corona said.

Elaborating on the demand for greater capacity to serve patients in the community, Dr. Corona stated that the Upstate healthcare system needs more capacity including operating rooms, and a bigger emergency department to support its level one trauma center. Additionally, an upgraded burn unit is needed because Upstate is the only burn unit between Rochester and Westchester County.


LOW-DOSE RADIATION THERAPY

Upstate Medical University now offers low-dose radiotherapy to treat osteoarthritis. This provides safe, effective, and non-invasive treatment for inflammatory and degenerative conditions of the tendons, joints, and other soft tissues of the body. It can significantly improve pain and stiffness, helping avoid the need for surgery. Anna Shaprio, MD, of Upstate’s Department of Radiation Oncology leads this program and is accepting patients for treatment


“We have a responsibility to our community to grow our capacity,” Dr. Corona stated.

Speaking about the timeline of the hospital annex, Dr. Corona said an aggressive timeline would be about five years. Selection of a design team is already underway, and the team is hoping to have a design company selected by the end of 2025. Following the selection will be collaboration with healthcare providers who work in the affected environments, analysis of demolition needs, and finally, construction.

Reflecting on the magnitude of this growth at Upstate, Dr. Corona said, “I think this has got to be one of the highlights of my career.”

Looking at Growth Through Various Lenses

Not to be overshadowed by the historic capital funding for the main hospital annex is the surge in growth happening within Upstate’s new and existing locations  throughout the wider rural Central New York region. The theme of “meeting people  where they are” has consistently driven the strategic vision of growth carried out by Dr. Corona and the C-suite team at Upstate. To further develop hospital services and facilities that meet patients’ needs closer to where they live, Dr. Corona explained how he views growth through several lenses, including both the  specific population and the geographic region being served.

“Those are the two main things we look at when we consider strategically where we’re going to grow,” he said. 

When looking at growth through the lens of the population, Dr. Corona explained that the group of people that’s presently the most prevalent is the mature population, who are living longer with chronic diseases such as heart disease, cancer, cerebrovascular diseases, diabetes and neurologic diseases such as Alzheimer’s. Looking to the future, Dr. Corona anticipates a younger demographic of patients that will create the need for a different set of healthcare needs.

REGION’S ONLY MULTI-DISCIPLINARY MELANOMA PROGRAM
The Melanoma and Advanced Skin Cancer Program at the Upstate Cancer Center is the region’s only multi-disciplinary team and treats melanoma, advanced basal and squamous cell cancers and rare skin cancers such as Merkel cell carcinoma and others. From left: Daniel Thomas, MD, Amar Suryadevara, MD, Scott Albert, MD and Jade Homsi, MD.


“If you look at the population we anticipate coming to the region, that’s going to be families that are going to be working at places like Micron and some of the other new companies that are coming in the area,” Dr. Corona said. “In Rome, Chobani Yogurt is building a large plant and so we anticipate that will also create high demand for our primary care services, family medicine, OB/GYN and pediatrics. We plan to expand the services we offer east of Syracuse, leveraging our success in Verona.”

Looking through the lens of geographic need, and helping patients access healthcare closer to where they live, Upstate is expanding its cancer care locations at the compass points North, West, and East, with expanded hours and physical locations. The new pathology institute near the existing Bone and Joint Center in East Syracuse should be completed in about 15 months.

“Many patients don’t want to come to downtown Syracuse unless necessary. If they live in rural communities, they want to stay for services in their communities,” said Dr. Corona.

To provide local care for the anticipated new arrivals near the Micron site in the North and needs in the West, additional expansions have been planned or were already completed at the Liverpool/ Clay Carling Road location, including pediatric care this year, and Upstate’s eighth location for physical medicine and rehabilitation that was finalized last year. Upstate also provides more than a dozen services in the Camillus area to help meet patient needs.

The Behind-the-Scenes Operational Side of Growth

Carefully coordinating and directing the operations of the many expansion projects at Upstate is Marylin Galimi, MS, CHOP, Upstate’s Chief Operating Officer. With a background in electrical engineering, Galimi came to Upstate in 2016 and now oversees the development and planning of construction projects in addition to support areas like physical planning, environmental services and supply chain, as well as ancillary services such as radiology, pathology and pharmacy.

Looking back on her almost ten years with Upstate so far, Galimi said, “It’s been a lot of fun to be honest. Just to see and be a part of the growth and the transformation at Upstate has been amazing. I think the community has embraced all the work that we’ve been putting into the community.”

While it’s difficult to give a specific number as projects are started and completed regularly, she estimates there are between 80 to 120 active projects that the Upstate team is working on at any given time. Galimi highlighted the teams involved in the various aspects of these expansion projects.

“We have in-house architects, construction managers, engineers, and the physical planners who work on critical maintenance,” Galimi said. “We even have our own mini construction team that works on construction and renovations.”

The operations leadership team has a unique name: COLT (Clinical Operations Leadership Team), which meets weekly to work through operational initiatives and to keep growth moving forward in-line with Upstate’s mission and vision.

“The group is unique and it’s effective. It really helps us stay on track,” said Galimi, adding that participants include other members of the C-suite: CMO Amy Tucker, MD; CNO Scott Jessie; CAO Nancy Daoust; CIO Mark Zeman and Laurie Nicoletti from the CEO’s office.

“The composition of the group is what makes it successful,” she added. “We elevate items to the CEO for final approval and, as needed, review financial impacts with the CFO or staffing with the CHRO.”

When planning new projects, such as the recently completed Interventional Radiology Suite, Galimi explained the most important considerations for her and the team are the people who will be working within the buildings – both now and in the future – so that care can be provided in the best way possible for patients.

MINIMALLY INVASIVE LUNG BIOPSIES
Manju Paul, MD, and Mansur Javaid, MD, are in the suite where they offer minimally invasive robotic-assisted lung biopsy which enables doctors to detect lung cancers much earlier than other methods. Upstate is the only hospital in the region to offer this procedure.

“It’s like we’re building the house, and the people who are going to be inside the house —those who will be providing the services and the patients who will receive care— are the most important part of the plan,” she said. “So, we work on how we’re going to create an environment that will attract new recruits to the area and make it more efficient for the people working inside the space to provide the services they’re skilled to do, and ultimately make it the best experience for the patient.”

Patient-Centered Expansion and Collaboration
No matter where the new projects are taking place, whether it’s the hospital annex in downtown Syracuse or brandnew healthcare centers in rural areas, Galimi emphasized how each area of growth that Upstate pursues is aimed at meeting patients where they are.

“We’re always looking at multiple growth paths in parallel,” she said. “We’re looking at how we get services to the patients where they are. We’re not just doing one thing in the Syracuse city area – we’re growing for the entire Central New York region.”

For Dr. Corona, an exciting aspect of Upstate’s mission to expand into areas that will help meet the needs of patients throughout the community is the opportunity to collaborate with other healthcare organizations.

“I see a tremendous opportunity for collaboration among the hospitals in the region to work as a system, for needs like load balancing and keeping patients in their own communities,” he said. “We support that. And the growth is big enough that everybody could grow. Competition can be healthy and move care forward but there is a lot of collaboration and that’s a really nice thing to see.”

As Galimi pointed out as well, such patient-centered collaboration benefits everyone. “I think what I value most about Upstate is that it’s looking at total health and wellness of the entire community,” she said. 

Health Care Cuts and the Impaction Communities

BY KATHRYN RUSCITTO, ADVISOR

I will not debate the politics behind the recent health care cuts, but I will share my concerns about their impacts.

The loss of Medicaid access for children and families, reductions in subsidies for those buying insurance on the public exchange, and cuts to programs that support families will be dramatic. 

Rural communities, in particular, may see hospitals and outreach clinics close, with providers consolidating into larger hubs. Larger health systems, already strained by COVID and workforce challenges, may also struggle to survive.

Communities must begin planning for these impacts. Providers and planners are starting to analyze consequences and explore alternatives. In the North Country, a coalition of physicians and nonprofits has already published a white paper outlining local concerns. At the state level, groups like HANYS and HCA have issued urgent calls to action.

While some rollbacks may emerge in future negotiations, most of these cuts are likely to remain. The result: more uninsured individuals, delayed care, reduced access, and community program closures. 

A small bright spot is the creative thinking now emerging. Some foundations are reassessing grantmaking and considering increased support. But no philanthropy can fully offset the scale of these cuts. Has your practice considered the impact— and the opportunities to collaborate on solutions? 

National Resources
• American Hospital Association (AHA) – Advocates for hospital viability and national policy solutions. https://www.aha.org/

• Alliance for Health Policy – Provides nonpartisan analysis on health coverage issues. https://www.allhealthpolicy.org/

• Brookings Center for Health Policy – Develops research-based recommendations on health reform. https://www.brookings.edu/centers/center-on-health-policy/ New York State Resources

• Health Care for All New York (HCFANY) – Grassroots coalition advocating for affordable, quality care. https://hcfany.org/

• Medicaid Matters New York – Statewide group defending Medicaid and raising awareness about cuts. https://medicaidmattersny.org/

• Healthcare Association of New York State (HANYS) – Represents hospitals and health systems in Albany and beyond. https://www.hanys.org/

Kathryn Ruscitto, Advisor, can be reached at linkedin.com/in/kathrynruscitto or at krusct@gmail.com

Leading With Compassion And Vision: Dr. Julie Moore, at St. Joseph’s Health Chief Nursing Officer

By: Kimberly Graf

Dr. Julie Moore, Chief Nursing Officer at St. Joseph’s Health, shaping the future of patient care through empowered leadership.

With a career shaped by compassion and a commitment to empowerment, Dr. Julie Moore is redefining nursing leadership at St. Joseph’s Health. In just six months as Chief Nursing Officer, she has launched initiatives to support nurses, strengthen patient care, and inspire the next generation of healthcare leaders.

When Dr. Julie Moore, DNP, MBA, RN, NEA-BC, CCRN, accepted the role of Chief Nursing Officer (CNO) at St. Joseph’s Health just six months ago, she brought not just impressive credentials, but also a deep sense of purpose, a passion for empowering nurses, and a vision for how compassionate leadership can shape the future of healthcare. 

For Moore, nursing wasn’t her first career. She began in information technology, but a life-changing personal experience shifted her path entirely. “My father became ill and passed away very quickly,” she recalls. “It was a nurse caring for him who inspired me to pursue nursing as a second career. That encounter changed the entire trajectory of my life.”

That moment continues to guide her philosophy today: creating environments where nurses feel valued, supported, and empowered to give their best to patients. It is the foundation of her leadership at St. Joseph’s Health.

 A Philosophy Rooted in Empowerment
Moore’s leadership style emphasizes collaboration, transparency, and listening. She believes nurses need more than direction; they need to understand the “why” behind change. “Healthcare is constantly evolving, and that can feel disruptive,” she explains. “But when nurses feel heard and included in shaping innovation, change becomes
progress.”

To strengthen communication and engagement, Moore has launched a weekly newsletter for nursing staff, cleverly titled The Moore You Know, a play on her last name. She also introduced “Ask the CNO,” a QR code on her business card that connects nurses with her directly, ensuring every team member has a voice. 

Shaping the Future of Nursing at St. Joseph’s
In her short time with St. Joseph’s, Moore has wasted no time launching initiatives to strengthen nursing practice and culture. Among them are enhancements to the Vizient/AACN Nurse Residency Program™ (VNRP) and mentorship programs, expanded professional development opportunities, and new shared governance councils that give nurses direct influence over policy and practice.

She has also championed technology solutions that reduce administrative burdens, such as virtual nursing, allowing clinicians to spend more time at the bedside. For Moore, these steps are not only about recruitment but also retention and well-being. “It’s important to invest in competitive compensation and flexible scheduling, but it’s equally important to recognize and support the emotional health of our teams,” she says. “When caregivers feel valued, they provide even better care to patients.”

Carrying Forward a Legacy of Compassion
Recognition and gratitude have been recurring themes in Moore’s career. She was recently named one of the Top 50 Women Chief Nursing Officers of 2025 by Women We Admire. She has also received honors such as the DAISY Award and the Dallas Great 100 Nurses Award achievements she humbly attributes to the patients and colleagues who nominated her.

“Those moments remind me of the nurse who inspired me,” she reflects. “You never know whose life you may be touching.” At St. Joseph’s, she is building a culture of recognition, including plans to expand the hospital’s DAISY Award program from quarterly to monthly, ensuring nurses receive the appreciation they deserve.

Beyond the Hospital Walls
Moore is equally passionate about community engagement. Recently named to the American Heart Association’s Executive Leadership Team for the 2026 Heart Walk, she sees the role as both personal and professional. “My father’s undiagnosed heart condition inspired me to become a nurse,” she says. “Being part of the Heart Walk is a way to honor his legacy while building connections here in Syracuse.”

Outside of work, Moore treasures time with her family—especially her grandchildren— and enjoys being on the water. A Massachusetts native who came to New York by way of Texas, she and her family are enjoying the Great Lakes and Thousand Islands and hope to return to boating on New York’s lakes. She also hopes to resume another personal passion: fostering and rescuing animals in need.

Looking Ahead
As she reflects on her first six months, Moore is energized by the potential ahead. “I want nurses to come join our culture, come join St. Joseph’s, and be part of the amazing things to come,” she says. “We’re building something special here, and I can’t wait to look back in a year and see the difference we’ve made.”

For Julie Moore, leadership is not about titles—it’s about lifting others up, empowering nurses, and ensuring compassion remains at the heart of healthcare. And at St. Joseph’s Health, that future is already taking shape. 

St. Joseph’s Health has a nursing recruiting program that includes a residency for new graduates and opportunities for experienced nurses. https://jobs.sjhsyr.org/ For questions for Julie Moore: AsktheCNO@sjhsyr.org

Q&A With Dr. David A. Distefano: Returning Home To Care For Central New York

Dr. David A. DiStefano recently joined the Joint Replacement and Shoulder/Elbow teams at SOS and will be featured in the practice’s upcoming shoulder replacement webinar on November 12.

Syracuse Orthopedic Specialists (SOS) recently welcomed David A. DiStefano, MD, to its Joint Replacement and Shoulder/ Elbow teams. A fellowship trained orthopedic surgeon, Dr. DiStefano specializes in shoulder and elbow surgery, including arthroscopic and open procedures, fracture care, tendon and ligament reconstruction, and arthroplasty.

He completed his residency at the University of Rochester Medical Center, where he served as Academic Chief Resident, followed by fellowship training at the University of Colorado and Steadman Hawkins Sports Medicine Clinic. He also spent time during training at the Sydney Shoulder Research Institute in Australia. A graduate of SUNY Upstate Medical University, he is returning to Central New York to begin his practice.

We recently spoke with Dr. DiStefano about his background, expertise, and philosophy of care.

Q: What inspired you to pursue a career in orthopedics?
I was born and raised in Syracuse, so Central New York is home. When I was 12, I had an orthopedic surgery myself, and it showed me how much these procedures can help people get back to doing the things they love. At 19, I participated in a medical mission trip and again saw how powerful surgery could be. Later, during medical school, I rotated through many specialties, but I never had as much fun as I did on orthopedic surgery service. That made the choice clear.

Q: What made you decide to join SOS?
SOS performed the surgery I had as a kid, so I’ve known about their reputation for a long time. After residency in Rochester and fellowship training in Colorado, I explored opportunities all over. SOS stood out as the best group to support me as a new surgeon.
I also knew some of the physicians here— they’re excellent surgeons and great people. It felt like the right place to succeed and give back to my community.

Q: What types of patients will you be seeing?
Primarily patients with shoulder and elbow issues. That can mean athletic injuries in high schoolers, overuse injuries in adults, or joint replacements for older patients.

Q: Shoulder replacement surgery has grown significantly in recent years. Why is that?
It’s an exciting time in shoulder surgery. We’re seeing the same growth hip and knee replacements experienced 10 to 15 years ago. Implants and materials today are more durable, which increases both surgeon and patient confidence. Public awareness has grown too, and we now use advanced tools like preoperative planning software, computer navigation, and even robotics to improve outcomes.

Q: What can patients expect if they need shoulder replacement surgery?
Shoulder replacement is a highly effective procedure for the right patients. Most surgeries take about an hour, and many can be done on an outpatient basis, so patients often go home the same day. Recovery happens in phases with a structured physical therapy plan. Patients usually experience noticeable pain early in their postoperative course and can begin to gradually ease back into the activities they enjoy after just a couple months.

Q: SOS is hosting a Virtual Community Talk on Wednesday, November 12, from 5:00 – 6:00 pm on Shoulder Health: Exploring Arthritis Care and Surgical Advances. What can people expect?
All four of our shoulder replacement surgeons will be presenting. We’ll cover the basics of shoulder health, details about shoulder replacement, and share data from the SOS Shoulder Replacement Registry, which tracks outcomes and shows how much these procedures improve quality of life. Attendees will be able to ask general questions when registering for the webinar.

Q: What is your overall philosophy of patient care?
With shoulder surgery especially, these are elective procedures. Patients don’t always “need” surgery right away. I believe in listening carefully to each patient’s goals, discussing options, and helping them decide whether non-surgical care or surgery is best. My role is to provide guidance, but ultimately, it’s the patient’s choice.

Q: Is there anything else you’d like patients to know?
I’m very excited to be back in Syracuse. I trained across the country and abroad, but this is home, and I’m grateful for the chance to care for the people of Central New York.

Dr. David A. DiStefano is now accepting new patients at SOS locations in Camillus, DeWitt, North Syracuse, and Clay. For more information or to schedule an appointment, call 315-703-3449.

Crouse Medical Practice General Surgery Team: Working Together to Provide Innovative, Patient-Centered Care

By: Elizabeth Landry

From breast cancer surgery, hernia repairs and laparoscopic surgery, to endocrine surgery, ulcer care, bariatric surgery and more, the Crouse Medical Practice General Surgery team offers a wide array of surgical procedures to help patients return to health and continue enjoying their lives. The team of 12 physicians brings a vast depth of knowledge and experience that combine to create a supportive practice that consistently focuses on patient-centered care. This patient-focused philosophy is built upon collaboration with the team, including primary care providers, as Clinton Ingersol, MD, Hillary McMullin, MD, Benjamin Sadowitz, MD, FACS and Angelina Schwartz, MD each explained in their own words.

“To me, the philosophy of our group revolves around patient-centered care and collaboration. It’s just been a very supportive environment and a supportive team to walk 

into, and I think that really benefits patients,” said Dr. Ingersol, a newer provider within the team who’s been with Crouse for almost two years.

Dr. Sadowitz has been working at Crouse for 10 years. He stated that one of the major reasons he chooses to practice at Crouse is the healthcare organization’s focus on patient satisfaction, making sure that each patient feels supported and valued.

“Patients want to feel like they’re being treated as human beings, and I think Crouse does an exemplary job of that from start to finish. You’ll find that patients are very highly complementary in that respect, and that’s one of the reasons I want to work at Crouse – patients feel that they’re part of a broader family and that they’re going to be taken care of in the same way we take care of our friends or family members,” explained Dr. Sadowitz.

Collaborative Support for Each Other and Patients Alike
Both Dr. McMullin and Dr. Schwartz have been practicing at Crouse for about a year, and they each expressed similar goals of building relationships with patients early on, to help them feel as comfortable as possible throughout the surgery process. Dr. McMullin was inducted into the Gold Humanism Honor Society while attending the University of South Florida, which focuses on managing the patient as a whole and not seeing patients as a series of medical conditions, a philosophy she carries over into her practice at Crouse.

“I find that when patients come into the office, they’re often nervous and scared to be seeing a surgeon at all,” Dr. McMullin said. “They know they’re going to have to be asleep for some portion of their care, and that gives them anxiety. If a surgeon can establish a rapport with a patient and develop a trust in the office before surgery, patients end up doing much better. I bring that philosophy to every patient I see. I think it’s really important to meet people where they are and to put them at ease from a social and emotional standpoint before we even get into the medical aspect of their care.”

Similarly, for Dr. Schwartz, her approach to patient care is focused on open communication and reaching decisions together as a team.

“Whenever a patient comes to see me in the office, we try to have a conversation essentially about what it is that should happen, and what the recommendations are. Ultimately, it’s a decision that I like to think we come together as a team to decide – both patient and doctor together deciding what’s best for that individual person,” explained Dr. Schwartz, adding that the team aims to make the referral and scheduling process as efficient and convenient as possible for patients.

Open lines of communication and support apply not only to patient care, but also to how the team works together to provide optimal healthcare for patients, as Dr.  Schwartz emphasized.

“We have a very collaborative group of surgeons here, and all of us openly communicate with each other. Oftentimes we’re working together very closely in discussion of patient cases. We just really like to work together amongst ourselves and also amongst our colleagues within the hospital and even outside the hospital and in the local community. We try to work pretty closely with everyone around us,” she said.

Dr. Ingersol echoed these ideas, highlighting the streamlined communication process within the Crouse healthcare network specifically. “It’s great for patients when everyone is on the same page and communicating in a multidisciplinary fashion. Especially within the Crouse network, it’s so easy to communicate with our primary care colleagues. We can send direct messages to each other to coordinate patient care and ask questions. Our office staff does a great job of coordinating referrals from primary care offices, making sure that patients are seen according to urgency, and making sure things are followed up on and communicated properly,” he explained.

Collective Experience Paired with a Fresh Perspective
Directly related to the high level of collaboration among the Crouse Medical Practice General Surgery team is the way the providers lean on each other’s diverse experience and unique perspectives. Dr. McMullin highlighted the mix of well established surgeons with younger providers offers immense benefits for patients.

“We have a wide range of practitioners at Crouse General Surgery. Some of our more senior partners have been in practice my entire life. Then we have a few surgeons who have only been practicing for one or  two years. That range of experience really offers a lot of benefits to patients because our more senior partners obviously have a great deal of experience – they’ve seen many different conditions and anomalies, whereas the younger practitioners trained in an era where technology is more common and prevalent – for example, we received robotics training in residency,” said Dr. McMullin. “Our senior partners have been very gracious about including us in their patient care. They really enjoy having us come along and assist with interesting or challenging cases. They also elicit our feedback on some of the cases they’ve managed to see what we would do, with our fresh perspectives.”

Dr. Ingersol, who specializes in endocrine surgery, shared how working with the more experienced surgeons in the group has led to an exchange of techniques and strategies that enhances patient care, especially when it comes to making decisions on complex, high-risk cases.

“Our senior partner, Dr. Schu, has been great to work with, has been a very willing mentor, and we frequently do cases together. There’s been a lot of exchange of ideas and techniques because I bring in certain expertise, knowledge and biases and he has this wealth of experience and way of doing things. Having all of that at our disposal to decide what is in the best interest of patients is really valuable,” Dr. Ingersol explained. “Any time I have a case that I anticipate being difficult or may run into something I wasn’t anticipating preoperatively, there’s always someone who’s more than willing to come in and take a look or join me if needed. That’s one of the advantages of a big group that has so much experience.”

Advanced Robotics and Innovative Surgical Techniques
Perhaps one of the most important ways the Crouse Medical Practice General Surgery team sets itself apart from other surgery programs is its focus on advanced surgical procedures, especially robotics, as Dr. Sadowitz explained. He shared how the Crouse administration provided crucial support to surgeons during the time when robotics was starting to take off, and how Crouse’s robotics program today is the largest and most experienced in the region.

“The administrators asked us surgeons, ‘Do you think this is the future?’ and ‘Do you think this is something that we should invest in?’ To their credit, once we told them robotics really is going to be the future for many service lines in surgery, they jumped in with both feet. They made an investment of both time and money because they saw how robotics was going to be better for patients, and they trusted our judgment,” said Dr. Sadowitz, adding that the general surgery team at Crouse now has 11 robots at its disposal, including the DV5, one of the newest systems, as well as an SP robot, Xi systems and a smaller X system.

While all the surgeons on the Crouse General Surgery team are familiar with and comfortable using robotics for surgery, the younger members of the team have the added advantage of having experienced robotic technology in their residencies.

“Dr. McMullin and I happened to go to a residency that is more advanced in its surgical robotic training than most other programs. We came out of training having a really good grasp on robotic techniques. I  think I graduated with more than 100 cases that I had performed on the robot already, which is fantastic,” shared Dr. Schwartz.

In addition to robotics, the Crouse General Surgery team is exploring other exciting advancements in surgical treatments. In the endocrine surgery space, Dr. Ingersol discussed a new treatment of thyroid nodules that’s on the horizon.

“In thyroid care, one thing that we’re starting to look into is a new technology called RFA, or radiofrequency ablation,” Dr. Ingersol said. “We’re not in an active phase yet, but it’s something that’s in the near future across the country and becoming a popular modality of treating thyroid nodules.”

Dr. McMullin also highlighted an exciting new application of laparoscopic surgery aimed at treating patients with bile duct stones. “This type of laparoscopic exploration is something that’s not offered in very many places, and can be really valuable for patients,” she said.

Preparing for the Surgical Needs of Tomorrow
With an administration that invests in cutting edge technologies, and a team of forward-looking surgeons always interested in the latest up-and-coming treatments for patients, it seems the Crouse Medical Practice General Surgery team is well-prepared for the evolving needs of patients and will continue to thrive.

“The future is very bright for Crouse in terms of overall surgery, with many great surgeons and a lot of advanced technology. The administration has made it a priority to make sure we stay technologically ahead of the game, so that’s a big piece of it,” said Dr. Sadowitz. “Crouse has always had the right mindset of ‘patients come first’ from the top down. The hospital always aims to keep very talented people in the hospital doing cases, so that not only are the patients highly satisfied, but the surgeons are, too. It’s a unique mix you really don’t find in many places, and it’s a hard balance to maintain, but Crouse has always excelled at doing just that, and as long as we keep that focus, I think it will continue into the future.”

For the younger providers who will carry the practice on into the next generation, this sentiment is certainly holding true.

“I plan on being here for a long time. It’s a great place to practice,” said Dr. McMullin. “The patient population is fantastic. The healthcare professionals are fantastic. I don’t plan on being anywhere else.”