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Reflections On The Third Age

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BY: Kathryn Ruscitto, Advisor

Driving across the western side of the Adirondacks, I made my way to a board strategy session held at The Beeches Manor in Rome,  NY—a vibrant place in years past, once known for hosting weddings and proms. I knew it had recently been acquired by Nascentia Health, and I was delighted to see a beautifully restored restaurant and conference center, along with signs of new construction. The site is being transformed into a wellness-focused campus that will eventually offer a variety of assisted living levels and home-like services promoting active aging.

After the session, I wandered the lovely grounds and became intrigued by the site’s future plans. This curiosity led to a conversation with Andrea Lazarek-LaQuay, Chief Clinical Officer of Nascentia.

We spoke about the evolving lifestyles of those entering what some call the “third age”—a time of reflection, purpose, and often changing health or living needs. Many of my friends and colleagues have been wrestling with choices: staying at home, moving into assisted living, or joining a continuum- of-care community that may include nursing home options. Recently, one couple I know researched communities nationwide, visited one that fit their needs, and are now relocating to an assisted living patio home in another state.

When I asked Andrea what guidance she gives clinicians whose patients are aging and asking questions about the future, she emphasized the importance of early planning. Her advice: choose the best housing option early so you can age in place.

“It’s more realistic now to think about remaining at  home,” she shared, “with services delivered to you from meals, to telemedicine, to remote health monitoring.”

Nascentia is actively working with physician practices to support patients as they transition from hospital to home, acting as a vital link in the care continuum. They offer a wide array of services, including:

• Home Health Care
• In-Home Primary Care
• A Medicare Advantage Health Plan
• Future 55+ living options at the former Beeches campus More at: nascentiahealth.org

Of course, health status, finances, and caregiver support influence these decisions. But those who  plan early are more likely to live the life they envision in their third age.

A growing concern is the increasing number of aging adults on Medicaid or limited incomes. Without sufficient public support, their choices may narrow. Nonprofits like Nascentia, Loretto, The Eddy, and others will play an even more critical role in serving these seniors in the years ahead.

As our population ages, options for aging are more robust than ever before. But with these options comes responsibility—for individuals, families, and healthcare providers.

How is your practice thinking about partnerships to support these changing demographics?

LOCAL & NATIONAL RESOURCES FOR AGING OPTIONS
Local Resources
• Nascentia Health
• Loretto (Syracuse-based elder care services) https://lorettocny.org/
• The Eddy (Albany and Capital Region services) https://www.eddyseniorliv ng.com/

Out-of-Area and National Tools
• A Place for MomFree service matching families with communities based on care needs, location, and budget.

• Caring.comConsumer reviews, pricing tools, and guides to senior care.

• SeniorHousingNetListings for independent and assisted living, CCRCs, and memory care.

•RetirementLiving.comState-by-state directories, amenities, and lifestyle planning.

• 55places.com Focused on active adult (55+)
communities with virtual tours and
floorplans.
• Seniorly Concierge services, virtual tours,
and price transparency tools.

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

Cyber Threats In Health Care: The Case For Comprehensive Cyber Insurance

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By: Jenn Negley, Vice President, Risk Strategies Company

Technology plays a major role in the healthcare sector’s ability to store and handle private patient data. This has improved the efficiency of healthcare delivery, but it has also increased the susceptibility of healthcare providers to cyberattacks. The healthcare industry has witnessed a rise in cyber threats, including ransomware attacks, phishing scams, and data breaches. As a result, medical professionals need to take precautions against online threats to both themselves and their patients. A comprehensive Cyber insurance policy is one way to accomplish this.

Because medical records are so valuable on the black market, cybercriminals target the healthcare sector. The name, address, social security number, and medical history of a patient are all contained in their medical record. Medical fraud, identity theft, and other nefarious activities may be committed using this information. Healthcare professionals have a duty to safeguard the private information of their patients; otherwise, they risk legal action, government fines, and damage to their reputation.

The rising danger of cyberattacks in the medical field
The cybersecurity situation in the healthcare industry is still woefully inadequate, according to recent statistics. According to the Verizon Data Breach Investigations Report for 2025, 1,542 of the 1,710 security incidents that occurred in the healthcare sector were verified as data leaks. In a single year, over 630 ransomware incidents targeted healthcare organizations, marking a significant increase in ransomware attacks. These attacks frequently result in serious operational issues, including canceled appointments, delayed patient care, and even ambulance diversions. The healthcare sector is now the costliest industry for data breaches, with an average cost of $9.8 million, according to IBM’s 2024 Cost of a Data Breach Report. This figure encompasses both indirect costs, such as lost revenue and reputational harm, and direct costs, including the cost of the investigation and recovery.

The significance of having a good cyber insurance plan
One of the most effective ways to mitigate the risks associated with cyberattacks is through cyber insurance. Typically, incident response expenses include paying for legal counsel, recovering data, and notifying customers. Certain policies also provide companies with resources to help them prevent attacks, such as risk assessments and staff training.

Cyber insurance plans vary from one another. Many healthcare providers assume that the cyber insurance bundled with their medical malpractice insurance will cover them in any instance. Regretfully, this isn’t always the case.

Bundled Cyber Insurance Drawbacks
When offered as a “bells and whistles” supplement to medical malpractice insurance, cyber insurance frequently falls short in a few critical areas:

• Coverage Gaps: Some cyber incidents, like ransomware attacks and phishing scams, might not be covered by these policies. For example, although thirdparty vendor data breaches make up 15% of all incidents, a policy may not cover them.

• Inadequate Limits: Bundled policies frequently have coverage limits that are not enough to pay for the entire cost of a significant cyberattack. Given that a ransomware attack typically costs $1.85 million, healthcare providers are at risk when they have a policy with a $500K limit.

• Absence of specialized assistance: Bundled policies might not grant access to specialized cybersecurity tools, like those employed by ransomware negotiators or forensic investigators. This can lengthen the time it takes to respond and make an attack more powerful overall.

• Regulatory Fines Exclusions: Many policies don’t cover fines and penalties for regulatory infractions, like those under HIPAA. The United States Department of Health and Human Services fined $12.84 million for data breach-related HIPAA violations in 2024 alone.

The Path Forward: Comprehensive Cyber Insurance
To fully protect themselves against the growing threat of cyberattacks, healthcare providers must acquire customized cyber insurance policies tailored to their specific needs. These regulations ought to have:

• Broad Coverage: Verify that the policy includes coverage for a variety of cyber incidents, such as phishing, ransomware, and breaches by third parties.

• Sufficient Limits: Select coverage amounts that account for the possible expenses of a significant cyberattack.

• Regulatory Compliance: Provide coverage for penalties and fines associated with data breaches.

• Specialized Resources: Legal advice, forensic investigators, and cybersecurity specialists are available.

Because cyber threats are constantly evolving, healthcare providers must be proactive in safeguarding  both their patients and their organizations. Having medical malpractice and cyber insurance alone is no longer sufficient. Purchasing comprehensive standalone cyber insurance can help healthcare providers reduce the operational and financial risks associated with cyberattacks.

For more information, please contact Jenn Negley, Vice President, Risk Strategies, at 267-251-2233 or JNegley@RiskStrategies.com.

The Corporate Practice Of Medicine

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by Marc Beckman and Benjamin Goldberg

Almost two years ago, New York enacted PHL Article 45 A, which took effect on August 31, 2023. One of the intents behind this law was flagging large business consolidation in the healthcare field, potentially allowing New York’s Department of Health to regulate the increased transaction prices, reduced competition, or narrowed access to healthcare for residents of the state. Please see our previous article formore information on PHL 45-A here. Importantly, New York’s statute includes Managed Services Organizations (“MSOs”), even though they do not provide healthcare services themselves, as part of any healthcarerelated transaction subject to review.

New York is not the only state to take steps, even if small ones, toward reinvigorating the Corporate Practice of Medicine (“CPOM”) doctrine, and the common law, statutes, regulations, and ideas that had previously undergirded it. In 2025 alone, 12 states, from California to Indiana to South Carolina, have introduced at least one bill each, intending, in some way, to revive CPOM doctrine and update it for the current century. As an example, one of the bills introduced in Connecticut is titled “An Act Prohibiting A Private Equity Firm From Acquiring, Owning Or Controlling A Health Care Provider’s Practice Or Health Care Facility And Requiring The Disclosure Of A Change In Ownership Of Such A Practice Or Facility.”

There are two obvious routes by which legislatures can strengthen statutory opposition to such corporate control of medical practices: 1) focus on the MSOmedical practice nexus by which previous CPOM doctrines have been circumvented, and 2) provide more tools for anti trust enforcement on the state level in order to give regulators the power to halt the industry consolidation. Taking New York’s PHL 45-A as an example, that law, in essence, provided some anti-trust regulatory power to the New York State Department of Health as it focused on the consumer harms of reduced competition. The other route, focusing on MSOs and their control of medical practices, is seen in proposed legislation in North Carolina and Vermont.

The North Carolina bill would prohibit common stakeholders between medical practices and MSOs. The bill also expressly reserves the right to make medical decisions for physicians under contract with an employer or working as independent contractors. Furthermore, the bill sets out that after receiving a complaint, the onus will be on the organization in question to prove, by explanations of the business structure and  affirmations, that the physicians are in control of the medical decisions. And recently, on June 9, 2025, Oregon signed into law “An Act Relating to the Practice of Health Care,” which is taking aim at the MSO practice model by prohibiting MSOs from having the ultimate authority over things like hiring physicians, setting work schedules and compensation, setting policies for billing and collection, and negotiating contracts with third-party payors. Another interesting aspect of the Oregon bill is that it takes direct aim at restrictive covenants. Restrictive covenants are a typical way for the MSO medical practice model to control the ability of physicians to break away from their current employer, and as such, are a powerful tool in the arsenal of private equity and other nontraditional business organizations that have moved in the healthcare industry seeking profits.

Finally, physicians are also beginning to push back. In Am. Acad. of Emergency Med. Physician Grp., Inc. v. Envision Healthcare Corp., No. 22-CV-00421-CRB, 2022 WL 2037950 (N.D. Cal. May 27, 2022) and Hosp. Internists of Austin, P.A. v. Quantum Plus, LLC, No. 1:18-CV-466-RP, 2019 WL 1922051 (W.D. Tex. Jan. 23, 2019), physicians have sued business organizations affiliated with Kohlberg Kravis Roberts (KKR) and Blackstone, winning the case in Texas and forcing a strategic withdrawal from the KKR group from the entire California market rather than lose the case and face continued scrutiny.

While the last decade or more has seen the increasing financialization of the healthcare field, with private equity groups and even Amazon angling for a portion of the approximately four trillion dollars that flows through the US healthcare industry, there appears to be more and more signs that states and physicians are taking steps, even if halting and uneven, to return power and force to CPOM doctrines by updating statutes and increasing regulatory power in order to combat the means of control used by those non-medical organization that have bought their way into the healthcare field and exerted control over physicians.

While it is still too early to tell how this will shake out on a national scale for the healthcare industry, private equity, and other large corporate interests, it will be important to keep an eye on the developments in this arena over the next several years. It should also be noted that these recent developments, the new bills, and the strengthening of the CPOM doctrine do not easily break down along the partisan lines in the United States. With widespread polling showing sustained dissatisfaction with the healthcare industry in its current form, this could be a rare bipartisan focus for the future. 

If you have questions pertaining to the aforementioned changes, please contact Marc S. Beckman (mbeckman@lippes. com), Benjamin W. Goldberg (bgoldberg@lippes.com) or another one of our qualified Health Care Practice Team members at Lippes Mathias.

Virtual Physical Therapy, Real Results: Excellus BCBS Members Report Better Function and Less Pain

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A new Excellus BlueCross BlueShield benefit is helping members overcome one of the nation’s most debilitating health conditions, while also working to reduce the rising costs of health care.

Kelly Nye, an Excellus BCBS member in Jamesville suffered from shooting pains down her leg and numbness in her thigh. Her pain prevented her from doing the things she loves, like going for walks. Determined to overcome her pain, she enrolled in Vori Health* a virtual physical therapy program available to Excellus BCBS members.

Vori Health is ideal for members like Kelly who are suffering from certain musculoskeletal disorders, such as back, neck, or joint pain.

“It has really helped. I’m back to walking and I don’t have pain anymore,” says Kelly.

Virtual Physical Therapy
Musculoskeletal disorders are a leading cause of disability and increased health care costs in the U.S. More than one in three people are impacted by the disease.

To help members suffering from chronic pain, in January 2024, Excellus BCBS partnered with Vori Health to bring members a new virtual physical therapy option. Members are supported by a team of specialty medical providers, physical therapists, health coaches and nutritionists. At Kelly’s first appointment, she met virtually with a doctor and physical therapist. She’s continued to work virtually with the physical therapist, focusing on exercises she could do on her own time.

“I could do it in my pajamas. I didn’t have to drive anywhere,” explains Kelly. She accessed prescribed exercises through her personal portal and performed them with the assistance of video and motion tracking. “It is such a cool technology. You can really see if you’re doing things the right way.”

A Flexible Way to Access Care
“Virtual physical therapy can make it easier for patients to stay engaged by bringing care directly into their homes,” said Ankit Garg, MD, Excellus BCBS VP of Medical Affairs. “Early results are promising, and we’re proud to offer a program that supports members’ health goals. We’re excited for even more members to take advantage of this convenient option going forward.”

Members are encouraged to consult with their medical provider to find out what treatment options are best for them. In 2024, more than 3,000 Excellus BCBS members enrolled in Vori Health with:
• 75% noting improvement in pain
• 59% feeling that their function had improved
• 70% seeing an improvement in depression
• 64% experiencing an improvement in anxiety

Musculoskeletal treatments are also a top driver of rising health insurance costs.

“An added benefit of this program is its potential to curb rising health care costs by helping members avoid more invasive – and often more expensive – treatments in the future,” Dr. Garg said.

Curing Pain with Lifestyle Changes
Kelly also discussed lifestyle changes with her physical therapist. “He gave me ideas of how to best sit in my car. We talked about shoes that were good for me and how I might walk and maybe avoid some of the high hills I was doing. “It was just so thorough about my whole lifestyle.”

Vori Health is available to members enrolled in Medicare Advantage and in many employer health plans. Benefits and coverage can vary. See this member flyer for more information and watch more of Kelly’s story in this video.

*Vori Health is an independent company that offers virtual physical therapy to Excellus BlueCross BlueShield members. Excellus BlueCross BlueShield, an independent licensee of the Blue Cross Blue Shield Association, is a nonprofit health plan with about 1.5 million upstate New York members. The company’s mission is to help people live healthier and more secure lives through access to high-quality, affordable health care. Its products and services include cost saving prescription drug discounts, wellness tracking tools and access to telemedicine. With about 4,500 employees, the company is committed to attracting and retaining a diverse workforce to foster innovation and better serve its members. It also encourages employees to engage in their communities by providing paid volunteer time off as one of many benefits.

To learn more, visit ExcellusBCBS.com.

See this member flyer for more information: CLICK HERE

Watch more of Kelly’s story in this video link WATCH HERE

St. Joseph’s Health Hernia Center of Excellence: SRC Accredited for Optimal Patient Care

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By Elizabeth Landry

For patients suffering with a hernia, the pain, discomfort and disfiguration can be all too familiar. A hernia is essentially a hole in the abdominal or pelvic wall through which tissue can protrude, and while hernias are considered common, they can often be complex depending on the situation. However, regardless of complexity or severity, the team at the Hernia Center of Excellence at St. Joseph’s Health provides high quality care to all patients needing surgery due to a hernia.

The team includes five board-certified, fellowship trained general surgeons with decades of experience and expertise providing minimally invasive, laparoscopic and robotic hernia repair: Beata E. Belfield, MD, FACS; James J. Giannone, DO, MS, FACS, FACOS; C. Melinda Stevens, DO; Travis P. Webb, MD, FACS; and Balasubramaniam Sivakumar, MD, FACS.

“The center aims to coordinate the care process among all team members through the Center of Excellence, facilitating the sharing of best practices and driving continuous improvements.

This ensures patients receive the most current, evidence-based techniques and fully integrated care at every level,” explained Dr. Sivakumar (Dr. Kumar), a well-established surgeon who’s been with St. Joseph’s Health for 42 years. 

Recent Designation as an SRC Center of Excellence 

In the Spring of 2025, St. Joseph’s Health received accreditation from the SRC (Surgical Review Corporation) as a Center of Excellence for hernia care. The SRC is a nonprofit, patient safety organization that completes independent facility inspection and accredits the top healthcare facilities and surgeons worldwide. SRC accreditation is a third party verification that recognizes providers who meet internationally recognized standards of excellence.

“Our team has achieved a high level of collaboration by implementing a streamlined care plan process, ensuring optimal patient care delivery,” stated Dr. Kumar. “We also hold the distinction of having the most extensive experience with robotic surgery over nearly two decades, consistently delivering the highest quality care. Our recent accreditation survey by the SRC highlights our team of dedicated, passionate surgeons and unwavering commitment to patient outcomes, which we believe sets us apart from other organizations.” Amine Hila, MD, Chief Medical Officer of Acute Care at St. Joseph’s Health, explained why the healthcare organization sought this designation, and how it highlights St. Joseph’s Health as the hernia care provider of choice in the region.

“We sought this designation because it’s a program that is rigorous in making sure that we are providing high quality, safe care to our patients, and allows us to demonstrate that not only are we providing that level of excellence, but that we also maintain it,” Dr. Hila explained. “For things like a hernia, usually it’s not an emergency. The majority of the cases are what we call elective cases. So, the patient has a choice, and we want them to choose us as their destination, having the confidence that this is the best choice in our area.”

The SRC Center of Excellence designation adds to the list of similar Center of Excellence accreditations previously attained by St. Joseph’s Health in orthopedics and cardiac care. By verifying the use of standardized, evidence based surgical protocols, the SRC accreditation optimizes the care pathway for quality, efficiency and higher patient satisfaction, as Dr. Hila pointed out.

“To achieve this designation, not only do you have to put a program together and make sure that you’re complying with all of the quality metrics patients are interested in, but you also have to maintain that quality over time. It’s not a one-time effort. You have to continue to monitor the quality of your care, the metrics and the outcomes of your care, and maintain them at a high level to keep that certification,” Dr. Hila said. “That gives patients the peace of mind that this is one of the areas that the hospital, the surgeons, nursing, everybody involved is paying active, persistent, acute attention to.”

Cutting-Edge Technology in Hernia Care

The Hernia Center of Excellence at St. Joseph’s Health includes 16 operating rooms and four surgical robots, which the practitioners use to provide minimally invasive procedures for hernia patients. In fact, the team of surgeons at St. Joseph’s Health has been on the forefront of surgical innovation for years – they were the first team in the Central New York region to use da Vinci robotic surgery in an outpatient setting, leading the way for many more advances to come.

“The robot is not autonomous – it doesn’t do anything on its own. But the ability to see things so clearly and to have the precision with the instruments and to be able to do things that are much simpler – it’s a lot easier to do procedures on the robot versus how we were doing it before the technology was available,” said Dr. Giannone.

For hernia repair specifically, Dr. Belfield, a surgeon at St. Joseph’s Health since 2020, highlighted how the technologically advanced surgical options offered at the center make an important difference in patient outcomes.

“The procedures that we offer at St. Joseph’s are very specialized and advanced,” said Dr. Belfield. “There is not another hospital in Syracuse that has a surgeon, to my knowledge, who does minimally invasive component separation – a buzzword for getting a very big hernia closed. By doing it robotically or through minimally invasive surgery, we can help that patient get through the hospital in many fewer days than if it had been an open procedure.”

Dr. Stevens, who’s been with St. Joseph’s Health for 12 years, described the many benefits of robotic, minimally invasive surgery for patients, and emphasized the transformative effect of hernia repair surgery.

“Whenever it’s appropriate to do robotic surgery, it yields shorter hospitalization, less post operative pain, faster return to your life and more cosmesis, which is important,” she said. “With hernia repair, it’s basically like taking a puzzle and putting it back together with the realization that you’re missing a couple of pieces. You have to figure out how to make it work anyway. In many cases, we’re able to get patients back to living a more normal life in a short period of time when they may have been suffering with pain for years.” 

Multidisciplinary Team Providing Personalized Patient Care

Dr. Belfield explained how the view of hernia surgery within the field of general surgery has evolved over recent years, with technological advances revealing the need for providers to be highly specialized in hernia repair.

“Previously, in general surgery, hernias were sort of regarded as a thing that everybody can do. More recently, hernia
repair has exploded in techniques and isbeing seen more as a subspecialty, rather than something that just anyone can take on,” she explained.

Each member of the team at the Hernia Center of Excellence does ventral and groin hernia repair, with each provider on the team having extra specialization in other kinds of hernia surgery, including upper abdominal surgery and large abdominal wall reconstruction procedures. As Dr. Giannone described it, on their multidisciplinary team, “everyone can do the regular procedures, plus something extra.”

“I think that’s a huge asset of the group because I don’t think a day goes by when we’re not saying to each other, ‘What do you think about this? Can you see this? Can you check this out?’” Dr. Giannone continued. “So, when it comes to really complex hernias that patients might have, there is usually somebody in the group that says, ‘I’ve done that before – no problem, we can take care of that here,’ which is great for patients, since they don’t have to go somewhere else for care.”

Whether a patient’s hernia is considered common or complex, however, a main priority of the group is to ensure each patient receives highly personalized care that’s best for their unique situation. Working with a large team of perioperative nurses, surgical PAs, pharmacists, and nurse managers, the entire group of providers is aligned around providing hernia patients with a personalized experience and clear communication throughout their journey.

“My goal for every patient is to provide a durable hernia repair through an approach that is appropriate for their belly,” Dr. Belfield said. “So, if someone is a candidate for minimally invasive surgery, that is offered to them. And if a different approach is more appropriate for another patient, for example, open surgery, then we offer that to them. Every procedure we do is tailored to the patient in front of us.”

Streamlined Process from Referral to Recovery

At the Hernia Center of Excellence, and within St. Joseph’s Health at large, patient pathways are aimed at ensuring efficient pre operative education, minimally invasive surgery options whenever possible, fast recovery times and high patient satisfaction scores. The pathway begins with a streamlined referral process, which includes easy access to the general surgery department, a quick turnaround time for consults and
surgical scheduling.

“When the primary care doctor refers to our office for any type of hernia, depending on the type of hernia it is, we’ll determine which one of us the patient is going to see. But usually within a week or two, patients can be seen in the office. We try to process referrals as quickly as possible so we can determine if the patient needs surgery or not and get them back to work or back to their regular routines,” explained Dr. Stevens.

The team of surgeons at the Hernia Center of Excellence values ongoing communication with referring providers and the patients themselves, which helps achieve continuity of care extending through the time when patients return to seeing their primary care physicians.

“Ultimately, patients are anxious to get the help they need and get back home, and we want them to have a very good experience here,” said Dr. Belfield. “So, patients can expect a consistent experience in our office with good communication about what they can do to prepare for surgery, what’s going to happen during surgery and how they can recover best from surgery. The goal at our center is to provide the most durable and most appropriate option for each patient who comes through our doors.”

As a trusted leader in patient care since 1869, with a long-standing history of innovation and excellence in surgical care, St. Joseph’s Health continues to be a regional and national leader in exceptional care for patients, including those seeking hernia repair. Now with the SRC Center of Excellence designation, the Hernia Center of Excellence continues to be another reason why St. Joseph’s Health is consistently ranked among the Best Regional Hospitals by U.S. News & World Report and recognized as the #1 hospital in the Syracuse Metro area.

For Dr. Giannone, such excellent care for patients all comes down to the quality of the team.

“Coming to work here, it’s really apparent from tip to tail that my other partners are tremendous. It’s rare that you get to be a part of a department where there’s not one person who doesn’t go above and beyond,” he said.

To those wondering how to navigate their need for hernia repair, Dr. Stevens’ message is simple: “Patients may or may not need surgery, but they certainly shouldn’t suffer in silence. We’re here to help.”

For referral information to St. Joseph’s Health Hernia Center of Excellence, visit sjhsyr.org/robotics. Direct lines and EMR referral workflows are available. Consultations, co management discussions, and facility tours for referring providers are welcomed.

 

Robotic Surgery at Crouse: Innovation Backed by Leadership and Expertise

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By: Bari Faye Dean

Dr. Benjamin Sadowitz

When Crouse Health acquired its first da Vinci surgical robot in 2008, it marked the beginning of a journey that would reshape surgical care across Central New York.

Two years before the first robotic case was even performed at Crouse, administrative leadership made growing the hospital’s robotic surgery program a strategic priority. Now, with 40 surgeons who specialize in robotics, Crouse has built a collaborative, multidisciplinary program. The hospital’s commitment has resulted in the largest, most advanced robotic surgery program in the region.

The program has an unmatched record, grounded in teamwork and experience. The program began with a single da Vinci robot and the ambitious goal of reaching 300 robotic surgeries a year within three years. That benchmark was quickly exceeded.

Today, the program is home to 11 robots, including nine da Vinci Surgical Systems used in gynecology, urology, colorectal, cardiothoracic, bariatrics and general surgery.

The da Vinci platform has “arms” that provide surgeons with greater dexterity and range of motion as compared to traditional surgical instruments. Further, the da Vinci’s high-definition 3D vision system provides surgeons with a clear, magnified view of the surgical area.

Crouse also has two Mako robotic guidance systems which use an “arm” as well as advanced imaging to guide orthopedic surgeons during procedures like spinal surgeries and joint replacements. Again, these robots allow for minimally invasive surgeries and, especially important in orthopedics, ensure the precise placement of implants.

Crouse surgeons affiliated with the da Vinci program perform an average of 2,500 robotic surgeries annually and over 20,000 da Vinci cases have been completed at Crouse to date.

For physicians, the program offers more access to robotic equipment, shorter case times and the ability to work with seasoned professionals across disciplines. Additionally, the hospital has an Advanced Robotics Steering Committee that gives physicians a seat at the leadership table when it comes to making decisions about growing the program and staying on top of the latest technology.

Dr. Seth Kronenberg, CEO, Crouse Health

The Power of Volume and Experience
Having more robots, very simply, means Crouse completes more robotic surgeries than other healthcare organizations in the region, said general surgeon Ben Sadowitz, MD.

And volume directly correlates with improved outcomes. “High-volume programs consistently have better outcomes,” added Dr. Sadowitz. “That’s not just about the surgeon’s skill, but the collective experience of the entire operating team.”

The importance of a seasoned team cannot be overstated. From physician assistants and anesthesiologists to scrub techs and OR nurses, everyone involved in the robotic surgery process at Crouse is highly trained and invested in delivering outstanding care. Mary J. Cunningham, MD, who specializes in complex gynecologic oncology cases, including surgeries for ovarian and endometrial cancers, has seen the benefits of this across-the board experience first-hand. She performed the first robotic surgery at Crouse in 2008.

“The whole team must be committed and able to develop their expertise. This affects everything from reducing operating times to lowering the risk of complications to improving outcomes.”

Crouse’s high performance doesn’t stop when the surgery is completed. The hospital has built a comprehensive postoperative care model that supports minimally invasive surgery patients from start to finish, explains David Nesbitt, MD, a colorectal surgeon who has been performing robotic surgeries at Crouse for 16 years. He opened his Syracuse-based colorectal medical practice 21 years ago.

“There’s a very specific protocol on how patients are supposed to progress after robotic surgery,” he said. “We even have a dedicated floor for these patients, and the nurses know the care plan inside and out. That makes a big difference in patient satisfaction and outcomes.”

And that team commitment runs deep. From physician assistants and anesthesiologists to scrub techs and nurses, Crouse has cultivated a culture where every team member plays a key role. This team based culture has made Crouse a destination for visiting surgeons from across the country, who come to observe a program where every member of the surgical team plays an integral role.

Patient Benefits: Smaller Incisions, Faster Recovery
For patients, Crouse’s leadership in robotics means access to minimally invasive surgery, which results in shorter recovery times and improved outcomes.

“Patients who opt for robotic surgery typically experience less pain and a reduced need for narcotics pain relief. This means patients who choose Crouse are able to return to their lives faster,” explains Dr. Nesbitt, who has performed 2,000 robotic cases at Crouse. “The difference in recovery is night and day,” he said. “Patients used to stay in the hospital seven to nine days after a colon resection. Now they go home far more quickly.”

Only One Incision Needed
Robotic surgery has transformed patient care across all the specialties at Crouse. Procedures that once required large incisions and lengthy hospital stays are now performed through small incisions.

Board-certified urologist Po Lam, MD, is able to do robotic surgery with a single two-centimeter incision. He specializes in treating patients with prostate cancer, kidney cancer, bladder cancer and difficult kidney stones with the da Vinci SP – a single port robot. Crouse is the only hospital in the region with a da Vinci SP.

During his more than two decade career, Dr. Lam has performed over 3,000 robotic surgeries in Central New York. Since Crouse obtained the da Vinci SP, he has performed more than 500 urologic surgeries on Crouse patients.

Single port robotic surgery is an emerging field in urology. “In fact, single port robotics is the future of surgery. It will advance and truly change the way surgery is performed across all specialties,” he said. 

Dr. Po Lam

There are several reasons why Dr. Lam is focused on using the da Vinci SP. It allows for a smaller incision and quicker recovery for the patient. “Single port surgery allows me to focus on the very specific small area I need to access and it allows me to access areas that I cannot reach with the multi port robot,” he said. 

This is because the da Vinci SP has a flexible camera and instruments. “I can see around corners and there is minimal interaction with major abdominal organs. There’s no question about it,” Dr. Lam said, “using the da Vinci SP results in far fewer complications for the patient.”

Dr. Lam also commented that he has chosen to keep his practice at Crouse because of the outstanding support the robotics program gets from senior leadership.

At Crouse, Commitment to Robotics Starts at the Top

Indeed, unwavering support from hospital leadership is one of the most important contributors to the success of Crouse’s robotics program. Crouse’s administration has not only invested in robotic technology but has made it a strategic priority.

“They’ve worked with us to grow the program from the beginning,” said Dr. Sadowitz. “We’ve carved out a niche as a robotics institute, and that comes from long-term support at every level.”

CEO Kronenberg joined Crouse’s medical staff 25 years ago. He has watched the organization grow from the days when robotics was new technology to today when it’s the standard of care and is proud to say Crouse was an early adopter of robotics technology. He and senior leadership at the hospital fully believe in growing the program’s multidisciplinary approach and ensuring surgeons have access to the best tools and ongoing training.

Staying on the Cutting Edge

At Crouse, that growth includes investments in the latest technology. The transition from the da Vinci Xi to the newer DV5 system has brought improvements not only in surgical capabilities but also in surgeon ergonomics.

“Standard laparoscopic surgery can be hard on a surgeon’s neck and back,” said Dr. Nesbitt. “Each new version of the robot allows us to operate more comfortably, which translates into better focus and performance in the OR.”

While robotic platforms offer unmatched precision, it’s the surgeon and team who make the real difference. The equipment may change over time, as will technique. But success in robotics will always be connected to the interaction between people in the hospital and their commitment to success.

A Destination for Referrals

For physicians referring patients to Crouse, the message is clear: they are in good hands. When you send a patient to Crouse, you can be confident they’ll be cared for by a team that’s done this thousands of times.

Dr. Sadowitz, who has observed robotic programs at other institutions, believes Crouse offers a rare combination of access and experience. “At many hospitals, it can be hard for a surgeon to get access to a robot. Here, we have the equipment, the volume and the teams to make it all work seamlessly.” 

For more information about the Crouse Institute for Robotics, please visit: https://www.crouse.org/services/robotic-surgery/

 

Mental Health Access

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By: Kathryn Ruscitto, Advisor

Recent conversations with families seeking mental health resources have highlighted the severe challenges in accessing psychiatric care in our community. What began as routine inquiries have exposed a healthcare system stretched beyond capacity, with primary care physicians increasingly unable to connect patients with psychiatric specialists. The backlog, initially attributed to COVID-19 disruptions and workforce shortages, has reached critical levels that demand innovative solutions.

In consultation with Ann Rooney, Deputy County Executive for Human Services in Onondaga County, the scope of this challenge became clear. The County is actively responding through the Department of Children and Family Services, implementing triage systems designed to prioritize the most vulnerable patients and ensure they receive timely care. Ann also shared a tool the County recommends for physicians to consider called Clinicom (https://clinicom.com/). This algorithm helps providers assess mental health conditions in a timely manner to consider treatment options. Other counties in upstate New York, along with major health foundations from Buffalo to Albany, cite mental health and substance abuse among their top priorities for focus in the next year.

For families with private insurance and financial resources, online mental health platforms offer promising alternatives. Services like Talkiatry and BetterHelp provide access to licensed providers when traditional pathways fail, though they typically operate on a private pay basis. Online services must be licensed in your state to provide care. While often requiring private payment, they can help individuals navigate next steps and access immediate support. 

The mental health system is adapting through tiered care approaches. Psychiatrists focus on the most acute cases, while psychologists and therapists provide ongoing counseling and support for longer-term cases. This model maximizes specialist availability while ensuring comprehensive care. Primary care physicians have become frontline mental health providers by necessity. Many report managing mental health concerns, including substance abuse issues, while patients await specialist access. This reality requires staying current with available resources and access points. 

The range of inpatient beds in local health systems are critical parts of the mental health care system when individuals and families face crisis. These beds are also under severe stress from increasing demand. This adds to the crisis in access when immediate care is needed. Multiple barriers continue to impact access including rural geography limitations, insurance coverage gaps, and evolving telehealth regulations. Staying informed about available resources remains crucial for reducing patient frustration and improving care coordination. 

Thank you for all you do in supporting families facing mental health crisis.

From Patient to Partner: Judith’s Journey

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When you climb the porch stairs to the front door of Judith’s home, you’re greeted by a woman with a  radiant smile, and immediately sense a palpable warmth. She came to the inner city of Rochester to visit a cousin. While she never imagined she would stay, that’s exactly what she’s done. Her cousin eventually moved away, and Judith found herself alone—her daughter, her closest relative, lives more than five hours away.

Living on her own with no support system, Judith has faced numerous health challenges, including a bilateral knee replacement in 2023. It was during her recovery that she was first connected with a case manager. She didn’t expect her health plan to become a critical means of assistance, but that’s exactly what happened.

“As a former caregiver myself, I never thought I’d be the one needing support. But my care manager at Excellus is everything to me,” Judith says, her voice steady with emotion. “She’s more than just a voice on the phone—she is my lifeline. Whether it’s finding short-term rehab, helping me navigate the health care system, or simply reminding me I’m not alone, she’s there.”

And it’s that care manager who referred Judith to the Community Connections team who are now at her home helping to set up the Excellus BlueCross BlueShield (BCBS) app on her phone, which will allow her to access her identification card, find health care providers, check her medical coverage, track spending, and view claims. But what matters more to Judith is knowing that someone who cares is just a call or a visit away.

In the Field: Bridging the Gap to Better Health

Judith’s experience is just one of thousands. Across upstate New York, the case management and Community Connections teams are working quietly, relentlessly—to meet people where they are, in every sense of the phrase.

While SafetyNet CARE provides personalized phone-based support navigating local community and national resources like Meals on Wheels, Social Security benefits, and Veteran’s Assistance benefits, the Community Connections team takes it further. Established to locate and re-engage hard to-reach, medically fragile Medicaid members, the team is often knocking on doors, walking city blocks, and reaching out to those who’ve lost touch with the care they need and access they deserve. These are individuals who may be homeless, moving between homes, or simply unable to answer the phone.

While Excellus BCBS consists of more than 4,000 employees, the Community Connections team is small. Just seven people serve all 39 counties—yet their impact is immense. Last year alone, they received referrals to reconnect with nearly 6,800 members.

“We are here to serve our communities in any way that is needed to get and keep them healthy – that is the benefit of being a nonprofit, local health plan,” says Dr. Nicholas Massa, vice president medical affairs, commercial products and clinical integration at Excellus BCBS. “Through Community Connections, we may help a member with high blood pressure work with a nurse to keep the member’s health in check, provide special formula for a premature baby to a new mother who may be financially strapped, or acquire beds for family members who may be sleeping on the floor. The ways they are impacting lives are endless … and meaningful.”

Around the holidays, when the world can feel lonely for many, Community Connections shows up with food baskets and kindness. In 2024, they brought Thanksgiving meals to 375 families who might have otherwise gone without.

“Some of the reactions we see from our members when we deliver the baskets are gratitude, excitement, thankfulness, and tears of joy,” says Sylvia Lee, director of outreach and training programs at Excellus BCBS. “We are seeing a lot of food insecurities and a lot of need by individuals … it is such a rewarding feeling that you assisted someone in need.”

Community Connections Thanksgiving Baskets

“Any Day We Connect with a Member is a Good Day”

Dajia Richardson, Community Connections manager for the past six years, understands the significance of this work. She and her team are passionate about addressing health care disparities and improving overall health outcomes in their communities.

“I love that our team is driven by a natural curiosity and finds such satisfaction in making a difference, one member at a time. We don’t just check boxes—we listen, we care, and we persist,” she says. “If we can prevent just one crisis, if we can help someone feel seen, that’s a good day.”

The team has discovered that a personal visit may be more than an official letter or phone call to encourage Medicaid members like Judith. “The work goes far beyond traditional care,” Sylvia says. “It’s about building trust, encouraging prevention, and helping people believe in their own health journey.”

Dajia adds, “I’m proud of the work we do because it centers around increasing access to care, preventive care, and helps reduce long term costs. We make a difference when we catch things sooner rather than later— making certain that members don’t slip between the cracks and connect them to the resources they need.”

A Lifeline That Feels Like Local Family
Before Dajia leaves Judith’s home, Judith turns to her and, with quiet conviction says, “Thank you for giving me hope and being here today. I’ve never seen my care manager’s face, but I know her voice, and when I hear it—I know I’m going to be okay.”

That moment, quiet and deeply human, speaks volumes. “This isn’t about insurance – it’s about people, about showing up and standing beside someone when they need it most, reminding them they are not alone,” says Dr. Massa. “Judith’s care manager and Dajia … they are the faces and the voices of Excellus BCBS. We have a lot to be proud of, thanks to their work. And that’s the heart of our mission.” 

The Healthcare Engagement Team helps to ensure that individuals who are uninsured, underinsured, or have limited access to care due to financial or other barriers maintain access to essential health care services through Medicaid and the Essential Plan. The Case Management team at Excellus BlueCross BlueShield (BCBS) consists of nurses, social workers, mental health counselors and physical therapists that collaborate to provide telephonic comprehensive care to our members. They focus on physical, emotional, and social wellbeing to help members feel confident navigating their personal health journeys.

Community Connections is part of the Case Management team at Excellus BCBS in upstate New York. These employees find hard to- reach members to reconnect them with care management specialists. They travel to member’s homes to help them reconnect with the Health Plan and help offer in-person assistance when necessary. For more information about the Case Management or Community Connections programs, please call 1-877-222-1240.

Claims-made vs. Occurrence Insurance Policies:Understanding the Differences, Benefits, and Drawbacks

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By: Jenn Negley, Vice President, Risk Strategies Company

When it comes to liability insurance for professionals such as doctors, choosing the right type of policy is crucial. Two of the most common forms of coverage for professionals, such as doctors, lawyers, and business owners, are claims made and occurrence  policies. While they both offer liability protection, the way coverage is triggered and how long it lasts differs significantly. Understanding these differences is crucial for individuals and organizations to avoid costly coverage gaps and ensure they are adequately protected.

What is a Claims-Made Policy?
A claims-made policy provides coverage only if the claim is made during the policy period and the incident occurred on or after the policy’s retroactive date. The retroactive date is usually the date the insured first purchased a claims made policy and continuously maintained it. For example, suppose a doctor has a claims-made malpractice policy that starts on January 1, 2022, with a retroactive date of January 1, 2020. A patient filed a lawsuit on March 1, 2023, for something that happened in 2021. Because the policy is still active when the claim is made and the incident occurred after the retroactive date, the lawsuit is covered.

Benefits of Claims-Made Policies:

Lower initial premiums:
These policies are often cheaper in the early years because the insurer is only covering claims reported during the policy period, not the full history of a professional’s work.

Customizable tail coverage:
If you retire, take a break from your career, or switch insurers, tail coverage can extend your protection beyond the end of the policy. This helps cover claims that arise later from work you did while the policy was active.

Adaptability:
Claims-made policies are a good fit for professionals whose situations may change, such as a growing practice or changing insurers. However, continuity is key to avoiding coverage lapses.

Drawbacks of Claims-Made Policies:

Tail coverage can be expensive:
If the policyholder retires or switches carriers, they may need to buy tail coverage, which can cost up to 200% of the final year’s premium.

Coverage gaps: If there’s a lapse in policy renewal or the retroactive date changes, claims may be denied.

Complexity:
The nuances of retroactive dates and tail coverage can confuse policyholders unfamiliar with insurance jargon.

What is an Occurrence Policy?
An occurrence policy provides coverage for incidents that occur during the policy period, regardless of when the claim is filed. This means even if a claim is filed years after the policy expires, the insurer will still cover it if the incident occurred during the time the policy was active. For example, if a contractor has an occurrence policy from 2018 to 2020, and a claim is  filed in 2024 for a job completed in 2019, the claim will still be covered.

Benefits of Occurrence Policies:

Long-term peace of mind:
Once the policy is in place, the policyholder is protected for incidents that occurred during the coverage period, even if the claim arises years later.

No need for tail coverage:
This makes occurrence policies especially attractive for professionals who don’t want to worry about coverage after retiring or changing jobs.

Simplicity:
Easier to understand and manage over time, since there’s no concern over retroactive dates or claim reporting timelines.

Drawbacks of Occurrence Policies:

Higher premiums:
These policies usually cost more upfront than claims made policies, reflecting the broader protection they offer.

Limited availability:
Some insurers offer only claims-made policies for specific professions or high-risk fields.

Harder to budget long-term:
Because the insurer assumes longterm liability, the policy’s true cost can be challenging to estimate or predict.

How Do You Decide Which Policy Is Right for You?
Choosing between claims made and occurrence policies often depends on your financial situation, career stage, and risk preferences.

• Early career professionals may prefer claims-made policies for their lower initial cost.

• Established professionals or those nearing retirement might lean toward occurrence policies for their lasting protection.

• Those who switch jobs or insurers frequently must carefully manage claims made coverage to avoid gaps.

Both policy types have their place, and the best choice depends on your specific situation. Consulting with an experienced insurance broker can help ensure your coverage aligns with your needs, career plans, and financial goals.

For more information, please contact Jenn Negley, Vice President, Risk Strategies, at 267-251-2233 or JNegley@RiskStrategies.com.

Upstate University Hospital: A Regional and National Leader in Healthcare Innovation

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By Elizabeth Landry

As Central New York’s only academic medical center, Upstate University Hospital is paving the way for much of the region’s healthcare needs. In fact, many of the hospital’s programs and facilities are blazing new trails of innovation, regionally and often nationally, as well.

“We think a lot like a private enterprise, even though we’re public, and that has helped us think innovatively and do well financially,” explained Robert J. Corona, DO, CPE, MBA, FCAP, FASCP who has served as CEO of Upstate University Hospital since 2018. Dr. Corona has been associated with Upstate in various capacities for over 30 years, completing his residency and fellowship at the hospital in the 1980s, serving as an educator periodically, becoming Chair of the Pathology Department in 2012, and serving as Chief Innovation Officer shortly after.

For Dr. Corona, continuing to lead the way in innovation is a core strength of Upstate, and his vision of innovation in health care encompasses new ways of incorporating machines, software, programs and buildings. “We need to be state of the art as a teaching hospital to be able to provide our trainees with the best technology and the latest innovations, so they can see how high-quality care is delivered,” he said.

Technological Innovations at the Forefront

Perhaps one of the most visible avenues in which Upstate utilizes cutting edge technology within its healthcare system is the use of drones and robots, which have combined to become the Autonomous Machines Department. Upstate began using drones around 2013, when Dr. Corona was the Chair of Pathology, but this technology has ramped up since he became CEO. The drones, which can fly over 40 trips per day, save the  organization time and costs by transporting medications and specimens for testing through the air rather than relying on couriers on the ground. Upstate is well on its way to reaching the goal of flying the drones between all its institutions. In addition to the time and cost savings, the innovative technology has also led to increased efficiency and satisfaction of patients.

“We use drones in our ‘Meds to Beds’ program, which means when you’re in the hospital and you get discharged, we provide you with your discharge medication so that you don’t have to go to the pharmacy. The order goes over to the retail pharmacy across from Community Hospital and then the drone flies the medication over to the hospital and we give it to patients when they’re discharged,” Dr. Corona said. Robots, the other piece that forms the Autonomous Machines Department, became part of the organization’s operations to help with staffing shortages, Dr. Corona explained.

“I worked with an engineer and found out that nurses spent 

about a third of their day chasing down supplies, moving food, picking up things in the cafeteria, bringing things to the lab, bringing sheets and any kind of supply, which is really not having nurses work to the top of their license. So, we ended up getting over a dozen robots that now deliver supplies and food.”

Dr. Corona added that such use of these machines has put Upstate at the forefront of healthcare technology not only regionally, but nationally. “I don’t know of any other institution that has a combined program of robotics and drones in an autonomous machines group,” he said. 

Another milestone of technological innovation at Upstate has been the recent opening of the Throughput Operations Center. A sort of central command center for the organization located in the former Telergy Building off Carrier Circle, the center features 22 live-feed monitors and 28 computer stations
that provide hospital officials with a real-time view of operations, including capacity demands, bed census, open beds, COVID information and patient transport status. The center is aimed at reducing bottlenecks, streamlining patient flow, and improving patient outcomes across the hospital network. Dr. Corona explained how the center is helping with capacity challenges and may even grow to include external healthcare organizations.

“We’ve had preliminary discussions with the Department of Health to see if we could coordinate with hospitals that have capacity and we would help them manage the patients if needed,” he said. “We’ve had interest in what I call a ‘virtual hospital system,’ where the Throughput Center would see all the participating facilities and help manage and balance the load.”

New Programs Directly Benefitting Providers

Upstate is one of only a handful of academic medical centers to offer a new Hospital Administration Leadership and Management Fellowship accredited by the Accreditation Council for Graduate Medical Education, or ACGME. This fellowship provides the opportunity for physicians to gain certification in this field.

“The physicians will spend time learning finance, operations, physician management and other skills leading to board certification in healthcare leadership,” explained Dr. Corona. Another significant, yet very different way Upstate is investing in innovations that directly benefit healthcare providers is through a recent safety initiative called “Respect and Heal,” a collaborative effort with other local healthcare entities. It was proposed by Dr. Corona after he and other regional CEOs wanted to address violence against healthcare workers.

“We are united in zero tolerance for abuse and are committed to sharing best practices to end harassment and assaults. We held a half day conference last year, which was standing room only, and we are moving to a full-day conference this year to share innovations and research,” said Dr. Corona. Upstate took on the role of coordinating and hosting the conference, which is offered to staff and leadership at the dozen hospitals that have committed to the principles of Respect and Heal.

Widespread Innovations in Healthcare Facilities

The team at Upstate has been on the forefront of innovative facilities and buildings for several years, with structures like the Upstate Nappi Wellness Institute, a building that’s been both LEED certified, signifying its sustainability, and Well certified, related to its eco friendly status. The building’s beautiful design is what Dr. Corona described as “friendly to the human experience.”

Another innovative space that has been approved is a new pathology building that will be built next to the Upstate Bone & Joint Center on Fly Road in East Syracuse. Dr. Corona elaborated on how pathology has become more innovative at Upstate over time, and why the new building is needed.

“When I returned to Upstate as the pathology chair after 16 years in the industry, I had experience in digital imaging and developing medical products,” he said. “The new facility
is going to leverage recent research in digital pathology, molecular diagnostics, applications of AI relevant to diagnostics, and quantum computing.”

Another recent facilities development at Upstate is a plan to build an annex which will include a new Emergency Department and a new Burn Unit. The team at Upstate is also exploring the development of a cellular therapy center reflecting recent innovations in

 stem cell technology.

The Upstate Cancer Center at Verona is unique due to the organization’s collaboration with the Oneida Nation, a relationship that Dr. Corona explained is one of the first of its kind.

“To the best of our knowledge, this is the first collaboration where a public New York state hospital has worked with a native nation to build a health facility. It’s been a wonderful relationship – they’ve been amazing to work with.”

Providing Cutting-Edge, High-Quality Care
The Verona Cancer Center is one of Upstate’s several cancer centers, with other locations in Syracuse, Oswego, Auburn and at Community Hospital. These widespread resources reflect Dr. Corona’s focus on providing healthcare where people in the community need it most.

“I see us as having a responsibility to grow and provide state-of-the-art care locally for our community, so people don’t have to leave the area for exceptional cancer care, cardiac care or stroke care. We have an obligation to really drive outstanding quality, and to incorporate the most relevant tools and approaches to do so.”

For Dr. Corona and the team at Upstate, that’s what innovation is all about. 

The new Upstate Throughput Center features 22 live-feed monitors and 28 computer stations that provide hospital officials with a real-time view of operations, including capacity demands, bed census, open beds, and patient transport status to streamline care.

Research and Teaching: What Sets Upstate Apart

The two pillars of Upstate University Hospital that perhaps most distinguish the organization from other hospitals in the region are research and teaching. These components stem from the hospital’s role in the overarching Upstate Medical University. Academic medical universities like Upstate include a medical school and a research enterprise as part of their core mission, along with patient care.

Every research project at Upstate is focused on finding cures and improving human health. Current research initiatives and projects include tumor cell invasion and immunotherapy for treating cancer, exploring the genetic bases of neurological and psychiatric disorders, and utilizing AI and machine learning for advancements in pathology diagnoses. Patients benefit from access to clinical trials, and every patient at the Upstate Cancer Center is assessed for their potential to participate in a clinical trial.

Focusing on education, Upstate’s role as a teaching hospital ranges from faculty educating third- and fourth year students on their clerkship rotations, to medical residents and fellows arriving for their training, to offering continuing medical education and grand rounds that are open to area physicians.