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Drakos Clinical Laboratories: Providing Healthcare Without Walls in Central New York

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COVID-19 has radically disrupted the U.S. healthcare industry, which in turn has disrupted other business industries and entire communities. Healthcare workers are experiencing burnout at alarming rates. In a 2020 EClinicalMedicine survey, almost 50 percent of healthcare workers reported they were burned out from the COVID-19 pandemic. A 2021 special report from Morning Consult found that, since February 2020, 18 percent of healthcare workers have left their roles, 12 percent were laid off, and 31 percent have contemplated leaving their jobs.

Burnout and turnover issues are worsening U.S. healthcare provider shortages and hospital occupancy issues that existed even before the pandemic. Patients often wait long hours in the emergency room before seeing a physician, and many leave before they’re seen at all. If you’re in the healthcare industry, these could be your patients. If you’re in any other industry, these could be your employees. Either way, this issue affects us all.

The healthcare industry needs new, flexible solutions to ensure everyone has the access to care they need. In Central New York, Drakos Clinical Laboratories strives to serve patients wherever they are. Drakos provides mobile, at-work and at-home medical testing, concierge medical services, and medical testing logistics for large-scale events and productions. The company is now pursuing new partnership opportunities to help better reach patients.

“At Drakos, we believe in healthcare without walls,” says Drakos Founder and CEO Heather Drake Bianchi. “If we can go into a patient’s home, workplace, or another safe location to check their vitals and do their laboratory work, it lessens the pressure on hospitals, urgent cares, and physicians. It can also be safer for many patients, especially people who are immunocompromised or have young children or older adults at home.”

Drakos’s story begins in 2020 when its CineMedics division was founded. CineMedics was created to address the unprecedented medical testing needs on film sets during pandemic.

“When the pandemic began, there was a significant need to keep entertainment productions running safely. People’s livelihoods depended on it,” says Drake Bianchi. “This was particularly important being from Central New York where we have a relatively new, but rapidly growing film industry. We knew that our skills as first responders were a natural fit for protecting people in this moment and ensuring they could do their jobs without worrying about COVID.”

The company’s roots are in community paramedicine. Many of the staff members, including Drake Bianchi, are first responders who are experts at providing critical medical services in any environment. A scientist as well as entrepreneur, Drake Bianchi earned her Master of Science in human anatomy and physiology from Northeast College of Health Sciences and her bachelor’s in biomedical sciences from RIT. Before founding CineMedics and Drakos, she spent 16 years working in critical care medicine, both in the U.S. and internationally. She has served as a paramedic for National Geographic, Remote Medical International, and the Ocean Classroom Foundation.

In the pivotal first months of the pandemic, the Drakos/CineMedics team helped developed new protocols that became the standard throughout the film industry. They provided medical services to major productions, including the cast and crew of the Oscar-nominated “Don’t Look Up.” They were also hand-picked by the CNN conference “LIFE ITSELF” to conduct large-scale event testing for a VIP crowd. At “LIFE ITSELF,” they provided the COVID-19 testing for attendees such as Dr. Anthony Fauci, several past U.S. Presidents, astronaut Mark Kelly, actress Goldie Hawn, and more.

Over the past two years, Drakos/CineMedics has grown from seven people to a team of 50, with locations throughout the U.S. and in the UK. They continue to be sought out by major production companies as the #1 preferred company for these services.

Most recently, CineMedics provided care for the cast and crew of the new Netflix film “The Union.” Described as a “blue-collar James Bond,” the action thriller stars Mark Wahlberg, Halle Berry, and J.K. Simmons.

As a result of CineMedics’ work on the film, Wahlberg asked Drakos/CineMedics to provide concierge medical care for him and his friends and family on his current project, an Apple Original film titled “The Family Plan.”

There’s still more Drake Bianchi and the Drakos team want to do. Drake Bianchi previously assisted in search and rescue efforts for Hurricanes Katrina, Irene, and Sandy. Having seen firsthand the barriers that underserved populations face when trying to access healthcare, she has also committed the next phase of her business to using her mobile technology to bridge that gap for veterans, rural populations, low-income individuals, the sex worker industry, and the LGBTQ+ community right here in Central New York.

“Sometimes I can’t believe this is my life. It’s an incredible honor to be able to deliver quality care to so many people,” says Drake Bianchi. “I love being able to meet people where they are and ensuring they have what they need to be healthy.”

Increasing access to healthcare services became even more important to Drakos when a close colleague was diagnosed with cancer during a recent production. Seeing their friend fight cancer accelerated the Drakos/CineMedics team’s desire to serve more people.

“To survive cancer, you have to survive chemo, which means staying out of the hospital and staying hydrated,” says Drake Bianchi. “We want to reduce their exposure in the hospitals. Our friend and colleague getting their cancer diagnosis jumpstarted our work to provide these services and do them well.”

Drakos believes that this kind of care is the wave of the future, with both immediate and long-term implications. While the immediate need for everyone in our community is apparent, by 2040, more than 20 percent of the U.S. population will be 65 years or older—a demographic change for which the U.S. healthcare and caregiving systems are currently unprepared, especially in light of the damage caused by the pandemic. Additionally, many older people want to age in place, creating a need for services to come to them.

Drakos aims to ensure everyone has the care they need, where they want it, now and in the future.

Looking ahead, Drake Bianchi sees boundless ways to innovate Drakos and how healthcare is provided—which could have significant positive impacts on other entities within the healthcare industry, as well as the health and productivity of our community overall.

“We have the tools to make healthcare more accessible, more inclusive, and more tailored to patients’ individual needs,” says Drake Bianchi. “We’re ready to connect with new partners who are also excited to help shape the future of healthcare.”

For more information please see: https://cinemedics.us/

https://drakos-clinical-laboratories-cny.square.site/

St. Joseph’s Health Cardiovascular Institute dream team grows

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By: Martha Conway

In late November, the St. Joseph’s Health Cardiovascular Institute in Syracuse expanded its award-winning cardiac surgery team by welcoming the return of Dr. G. Randall Green. Green left St. Joseph’s Health five years ago with hopes of building a cardiac surgery and surgery training program at SUNY Upstate Medical University, but resources came up short.

He returned to a team and a place he loves.

“St. Joe’s had a great program in the past and it has remained a great program in the five years I wasn’t there,” Green said. “I think the people who put the program together and ran it for 10 years being back together is a great story of Central New York having a resource that it deserves.”

Green said it took a long time and many people to get St. Joseph’s Health’s program to where it is now, and it’s done nothing but maintain its excellence during his five-year absence.

“To succeed at providing quality cardiac surgery services, one must have skilled partners like our surgeons Doctors [Charles] Lutz, [Zhandong] Zhou, [Ahmad] Nazem and [Anton] Cherney and our talented group of cardiologists,” said Chief Medical Officer Dr. Philip A. Falcone. “They are great clinicians, have worked with Dr. Green in the past and are here to collaborate with him to provide excellent cardiac care.”

St. Joseph’s Health Cardiovascular Institute encompasses cardiology, cardiac surgery and vascular services. Robotic-assisted surgery leads to shorter recovery, less scarring and better overall health, and surgeons have expertise in all areas of heart surgery. The full range of services include:

  • Aortic valve surgery
  • Arrhythmia correction surgery
  • Coronary revascularization program (CABG)
  • Heart failure surgery
  • Mitral and tricuspid valves
  • Pulmonic valve surgery
  • Robotic valve program
  • Structural heart disease
  • Thoracic aortic disease
  • Transcatheter aortic valve replacement (TAVR)
  • Valve repair

St. Joseph’s Health instituted the first Structural Heart Program in Central New York, resulting in better patient outcomes, lower costs and fewer readmissions.

Green said the experience of the team, historical record of excellence from its members and 100-percent focus on patients turn out consistently superior results.

“This means adherence to policies and procedures that have been developed over time and 100-percent commitment to what I will generically refer to as ‘customer service’ or being the kind of providers you would want for your husband or wife,” he said. “It’s communicating that way, empathizing that way and going the extra mile for each patient- the way you would want it done for your loved one.

“If that’s what we model every single day, nobody can beat us. That attitude – that commitment to quality and outcomes – is what defines cardiac surgery at St. Joe’s.”

Part of the total care experience requires dedicated primary care physicians and cardiologists, as well as proper discharge planning.

“Maximum medical management – that’s what makes a world-class program,” Green said. “If we didn’t have the greatest cardiologists and best primary care physicians aligned with St. Joe’s, we wouldn’t be world-class.”

St. Joseph’s Health quality outcomes for cardiology and cardiac surgery are well-documented. Earning three out of three stars in the most competitive database in the country, St. Joseph’s Health lands in the top 10 percent year after year.

“Anybody can put up good outcomes in one year – statistics often work that way,” Green said. “When you reach it in multiple categories over many years, something is being done right here.”

St. Joseph’s Health Cardiac Institute, established in 1976, continues to be one of the best programs in the nation, as evidenced by the many accolades and awards for quality and patient outcomes its program received over the past 46 years. Some of the hospital’s many recognitions include:

  • Healthgrades’ America’s 100 Best Coronary Intervention Award – 2022
  • Healthgrades’ America’s 50 Best Hospitals for Cardiac Surgery – 2021 through 2023
  • Society of Thoracic Surgeons’ Top 6 Hospitals in the Nation for Cardiac Surgery, having the top distinction in five out of five cardiac surgical categories
  • American Heart Association/Mitral Foundation Reference Center Award for Mitral Valve Repair for demonstrated superior clinical outcomes in degenerative mitral valve repair
  • Healthgrades’ Valve Surgery Five-Star Recipient 10 years in a row – 2012 through 2021

“This year, St. Joseph’s Health received the highest rating possible from STS, a national cardiac surgical quality group, which confirms our excellent outcomes and dedication to high-level cardiac care,” Falcone said. “These outcomes are the result of a very motivated and talented team of nurses, technicians and physicians, all focused on providing the best patient care.”

Falcone said St. Joseph’s Health cardiac care program continues to look to the future by developing advanced technologies including minimally invasive valve replacement, robotic cardiac surgery, new electrophysiology techniques and researching new cardiac vessel perfusion and stenting opportunities.

“We continue to expand our coverage and availability for patients from other hospitals in Central New York and beyond through our Care Flight helicopter and transfer programs,” Falcone said. “Our goal is to be the absolute best cardiac care center, period.”

Green said emerging technologies and potential treatments are growing more rapidly every year and that, while you want to be an early adopter, you want to adopt technology that’s been proven effective.

“There are so many competing technologies right now, it’s hard to know which one is most efficacious, easiest for the patient, etc.,” Green said. “Having several surgeons in one place with the breadth of clinical coverage and depth of experience to sit down and decide which ones to explore is an opportunity none of us has ever had before.”

“In our community, you don’t need to go to Cleveland Clinic or Columbia or Stanford,” Green said. “You can get really great cardiac surgical care right here in Syracuse at St. Joe’s.”

“Whether it’s an evaluation for heart disease, the need for urgent treatment of occluded coronary vessels or treatment for an abnormal cardiac rhythm, our cardiologists are prepared to render whatever services patients require,” Falcone said.

“I’m rejoining the best surgeons in New York and probably beyond,” Green said. “They’re really outstanding surgeons, but they’re also really outstanding people. When it comes to heart surgery, it’s a team sport, and this is a dream team.”

Private Equity Expanding Pursuits in Health Care Investment

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Chris Zuccarini, Managing Director, National Health Care Practice, Risk Strategies Company

The trend of private equity (PE) firms seeking high returns in health care has been in full bloom for more than a decade. But whereas previously PE was focused on a top-down approach of buying hospitals and health systems, that focus has begun to shift toward less-costly, smaller specialty groups and physician practices.

Bain & Company’s 2021 Global Healthcare Private Equity and M&A Report found that investors are pursuing new “buy-and-build” strategies in less-penetrated segments of the provider sector. The report notes that there is increased focus among PE firms on areas that are promoting the shift toward home-based and outpatient care, along with “risk-bearing targets” like Medicare Advantage providers operating under capitation models and behavioral health providers.

Mission Alignment is Essential

For health care entities considering an investment from a private equity firm, the risk/reward calculus is complicated by recent downturns in patient volume and revenues due to COVID-19. The pandemic exposed the weaknesses that small providers face in a fee-for-service (FFS) environment and amplified the need for health care companies to maintain sufficient capital resources on hand to remain competitive and viable

The short-term financial windfall that may come from an acquisition must be weighed against the long-term implications, especially for physician practices who need to consider whether they are going to be part of an eventual sale. PE firms have a term of exit, typically within five to seven years, to meet shareholder obligations, so it is fair to raise a concern about what happens when that time is up.

Perhaps most importantly, compatibility relies on cultural alignment between PE firms and health care organizations. The economic model must support the care mission. Ensuring that the missions of the acquiring and acquired organizations are transparent and well aligned is critical for successful outcomes.

Improvements in Efficiency and Accountability

Partnerships between PE firms and medical groups have proven especially advantageous for easing the administrative burden for smaller providers. PE provides practices with a backstop to improve cash cycles and back-office processes, such as management reporting and compliance work.

PE investment has also allowed post-acute companies to grow and test new business models, delivering greater access to in-home care and telehealth. Technology is breaking down the traditional brick–and- mortar localized care delivery system, expanding access and lowering costs. PE brings the capital, and the know-how, to build these assets at scale.

In addition, the involvement of a PE firm creates visibility into the performance of a health care business, holding internal teams accountable for efficiencies to satisfy shareholders while delivering exemplary patient care. In August 2020, a JAMA study found hospitals acquired by PE firms experienced increases in net income as well as improvement in quality metrics.

Thinking Long Term

The health care industry is in a mature stage of PE involvement in core hospital service. With increased segmentation across the industry, the trend is growing and shifting. A JAMA study released in February 2020 found that more than 350 physician practices were acquired by PE firms between 2013 and 2016. The study concludes that PE firms see ample business opportunities in the physician practice space, expecting annual returns greater than 20%, though there remain “unknown implications for care delivery and patient outcomes” in the future.

Provider leaders should consider what they need long-term out of a PE transaction, secure commitments to quality and ensure that the new management will continue to invest as the industry moves away from FFS and expands into new business models.

Practices also need to consider the legal and compliance complexities that can arise out of the new administrative structures resulting from a PE investment. Risk Strategies Health Care Practice experts have extensive experience evaluating and advising on these partnerships and stand ready to help you achieve the best possible outcomes.

For more information on your insurance options, please contact Jenn Negley, Vice President, Risk Strategies Company at 267-251-2233 or JNegley@Risk-Strategies.com.

Beware the Overtime Trap

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By Bruce Wood, Esq.

It’s no secret that there is a nationwide shortage of skilled medical professionals, particularly nurses and physician assistants, which has resulted in longer work weeks for many employees. Those staffing shortages will not be resolved soon and healthcare employers need to be careful to avoid running afoul of federal and state wage and hours laws governing the payment of overtime compensation.

There is a common misconception that all medical professionals are exempt from overtime compensation. The Fair Labor Standards Act (FLSA) provides an exemption from the Act’s minimum wage and overtime requirements for any employee employed in a “bona fide professional capacity”. To meet that test the employee’s primary duty must be the performance of work requiring knowledge of an advanced type in a field of science or learning customarily acquired by a prolonged course of specialized intellectual instruction.

Clearly, licensed physicians are considered professional employees. And so are registered nurses, nurse practitioners, physician assistants, and certain certified medical technologists. Licensed practical nurses and other similar health care employees, however, generally do not qualify as exempt professional employees because possession of a specialized advanced academic degree is not a standard prerequisite for entry into those occupations.

In addition to meeting the test of a bona fide medical professional, the exempt employee must also be paid on a salary basis; however, the salary requirement does not apply to those who practice medicine (e.g., physicians) and while it may be argued that NPs and PAs practice medicine (since they can diagnose and treat), the courts interpreting the FLSA have generally held that they do not.

Thus, if the NP or PA is compensated on an hourly basis, the FLSA requires the payment of overtime compensation for work in excess of 40 hours per week. In the absence of unusual facts and circumstances, the employment of an NP or PA on a fixed salary should be exempt from the FLSA overtime requirements.

Some healthcare employers may be tempted to try to avoid the statutory overtime requirements by structuring the hourly compensation arrangement as an independent contractor relationship rather than an employment relationship. Independent contractors are not protected by the FLSA. But the government is wise to attempts to skirt the wage and hour laws merely by calling a worker an independent contractor. The IRS, and more recently the Workers’ Compensation Board, have been aggressive in recharacterizing independent contractors as employees, with the imposition of fines, penalties and interest against the offending employer.

That is not say that there cannot be legitimate independent contractor arrangements. But the employer would wishes to use independent contractors should make sure that those contractors meet certain requirements: they should be truly independent with the right to control the means of their work; maintain their own insurance; have their own business cards and business identity; and preferably perform services for more than one medical practice.

What if the healthcare employer enters into an independent contractor agreement with the professional’s limited liability company (LLC) or corporation? Will that pass muster and thus exempt the hourly compensation from the overtime requirements?  The answer is a clear “maybe”. The courts will look to the economic reality of the arrangement and the designation of the contract between the parties will not be determinative. The fact that compensation payments are made to an entity rather than a real person, and issued a 1099 instead of a W-2, does not insulate the arrangement from potential recharacterization.

A medical practice that has hourly compensation arrangements with healthcare professionals without paying overtime compensation when earned creates not only an ongoing legal and financial risk but one that could derail the sale of the practice in the future. Hospitals, private equity venturers and other buyers conduct very thorough due diligence when undertaking acquisitions. Part of the due diligence will be an audit of employment practices to ensure that federal and state wage and hour laws have been complied with. If the potential acquirer believes that the medical practice has significant legal exposure from noncompliance, it may have leverage to extract large financial concessions, or in the worst case to walk away from the deal.

Bruce Wood is a member at CCB Law, a boutique law firm focused on providing counsel to physicians and healthcare professionals. He can be reached at 315-477-6292 or bwood@ccblaw.com.

Regional Reach

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Kathy Ruscitto

FIRST, I WANTED to share how much I enjoy feedback on these editorials. When people take time to agree or disagree, it improves both of our thinking. My perspective comes from my
experience. Thank you for sharing your experiences!

This column is on regional reach.

Living in the Adirondacks, I often receive phone calls from families in crisis — generally at night or on weekends. Care is limited to primary care in many rural areas, with no urgent care and little access to specialty care. “Where should I go?” is the most common question I hear.

Resident population has grown in the Adirondacks and many rural communities post COVID, and summer and seasonal tourism has also swelled throughout the region. The same thing
has happened in every tourist community around us.

When I get calls about where to go for care, I encourage them to call their primary care physician wherever they are and request a telemedicine consult. However, people often go to the local ambulance center, and the staff there may not be available if they are responding to a call. I have developed a shared list of urgent care centers in the region from Utica to Rome to Syracuse, and I also refer people to LivingADK (livingadk.org), an organization that
advocates for the region and maintains a list of regional resources.

Families travel routinely from throughout the ADK Park to Utica, Rome and Syracuse for orthopedic care, mental health care, cardiac care, emergency care and testing. They share with me the gaps they find and the difficulty they have in figuring out where to go. Sometimes they just pack up in the summer and return to their home communities hours away when they can’t figure out where and how to access care.

So my questions to your practice are these: Are you a local or regional resource? Do you offer screening clinics in rural communities? How do patients in rural communities, particularly
in the summer, know you are there? Does your marketing reflect your regional presence?

Conversely, I ask community leaders about how rural communities educate their residents and plan information around access to care for summer residents and tourists. Old Forge estimates it can go from 2,000 to 20,000 summer residents and tourists on a busy weekend. When there is an injury, the closest care is one to two hours away by car. 

The landscape in health care is changing, and patients are traveling further to access specialty care. Many large centers from the Mayo Clinic to Cleveland Clinic are offering telemedicine and access in ways that minimize travel.

What are the opportunities available through technology to expand your regional reach? How do regional screening clinics open up access for patients? Finally, are there innovative solutions for accessing care in tourist communities where an urgent care center could only be successful in peak season?

Think about reaching out to the regional organizations who provide info to summer visitors and new residents. I know LivingADK would love to hear from others not included in their database.

Thanks for all you do in serving these communities. 

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

Further Reading
1. Emerging Stronger From the Crisis: What’s Next
for Regional Providers? (mckinsey.com/industries/
healthcare-systems-and-services/our-insights/emerging-strongerfrom-
the-crisis-whats-next-for-regional-providers)
2. How Standing Up Regional Markets Is Improving Access to Health
Care (health.mil/News/Articles/2022/01/11/How-Standing-Up-
Regional-Markets-is-Improving-Access-to-Health-Care)
3. Healthcare Access in Rural Communities (ruralhealthinfo.org/
topics/healthcare-access

Nappi Wellness Institute: Improving Healthcare Outcomes for Vulnerable Populations in an Accessible, Supportive Environment

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By Daniel K. Brantley

Tuesday, October 25, 2022

Upstate University Hospital’s soon-to-open Nappi Wellness Institute introduces a new era of health care with a suite of patient-centered ambulatory services and provider benefits in one location.

The area shown under construction will transform into a light and bright reception area.

An increasing amount of data indicates an imperative need to improve healthcare equity for vulnerable patient populations — an issue that’s been evident for years — and hospital systems across the country are attempting to level the field. With a $70 million grant from the New York Department of Health, a $75 million bonding opportunity to match funds, and an $8 million naming gift, Upstate University Hospital has been working on a solution, and that work is about to come to fruition.

Scheduled to open in early 2023, the Upstate Nappi Wellness Institute is a five-story, 200,000-square-foot outpatient facility that will integrate multiple primary and specialty health services and a bevy of unique amenities under one roof. The new Institute is expected to remove many of the barriers that send patients to the hospital instead of getting timely, appropriate care in the lowest acuity setting.

As the new Institute gets underway, Upstate University Hospital anticipates fewer unnecessary emergency visits and inpatient stays, ultimately leading to more cost-effective healthcare delivery and improved quality of life for vulnerable community residents. Combined, the benefits offered meet the qualifications of the state’s Delivery System Reform Incentive Payment (DSRIP) program, an initiative aimed at restructuring Medicaid’s healthcare delivery system and reducing unnecessary hospital use by 25% over five years.

“The COVID-19 pandemic catalyzed a transformation in health care that was talked about for a long time but only dabbled in,” says Amy Tucker, MD, MHCM, Chief Medical Officer at Upstate University Hospital. “Fortunately, we’re ahead of the curve with the Institute, which introduces a new model of care focused on wellness.”

Left to right: Amy Tucker, MD, MHCM, Marylin Galimi, Chief Operations Officer, Marisa Desimone, MD, Nancy Daoust, EdD, FACHE, LNHA

“The remodeling of care to focus on wellness is not just promoted at the Institute — it’s embraced. Everything about the building and the services offered centers around helping people stay well, vibrant and functional.”
— Amy Tucker, MD, MHCM, Chief Medical Officer, Upstate University Hospital

Built for Optimal Health

An integrated model of care guided the design and construction of the Nappi Wellness Institute. And following the WELL Building Standard, the Institute’s design and layout will promote the good health of patients, visitors, clinicians and staff alike.

“We wanted to change what people perceive as health care to be proactive and focused on wellness,” says Marylin Galimi, Chief Operations Officer at Upstate University Hospital. “We didn’t want another facility with clinics where you simply come in and wait for an appointment. We wanted to build something that represented the idea of caring for your body and your family.”

WELL Building Standards include the following:

  • Air: The Institute features filters that circulate 100% of outside air throughout the building.
  • Comfort: Convenient break and lactation rooms allow providers to decompress or tend to personal matters in spaces designed with an intentional lack of work-related furniture or equipment.
  • Fitness: The interior of the building has a walking loop that includes stairs, so team members can get some exercise without leaving the grounds.
  • Light: Large windows bring ample natural lighting into waiting areas, which line the perimeter of the Institute. For patient privacy, patient rooms are inside the pathway, and staff members can control the light in these and other interior rooms.
  • Mind: Calming, digital art on walls and earth-tone colors serve to provide a calming environment for all patients. Outdoor seating surrounded by trees and lush gardens, and a meditation labyrinth provide additional on-site havens.
  • Nourishment: Family-style break rooms with large-capacity refrigerators and a café bathed in natural lighting offer patients and staff members wholesome meals featuring fruits, vegetables, lean proteins and whole grains.
  • Water: Hospital-quality water filtration ensures all water sources are properly filtrated. Handwashing stations throughout the Institute allow easy access within and outside of clinical spaces.

As a LEED-certified building, the planet’s health was also considered during its planning and construction. The energy-efficient space encourages recycling all eligible materials and appropriate disposal of debris. Supplies will be purchased locally or regionally when available and appropriate.

Upstate Nappi Longevity Institute Groundbreaking

Easier Access to Primary and Specialty Care Services

The Institute will be home to a variety of primary and specialty care experts that can reach further than any single clinician or specialty could. Before the Institute was established, Upstate University Hospital healthcare services were provided in numerous locations spread throughout the area, each with its own medical directors, nursing and business leadership in place. These healthcare professionals will still retain their governance while working at the Institute, though some will share clinical space. Everyone will work together to provide more efficient, comprehensive patient care.

Patients who visit the Nappi Wellness Institute will have access to:

  • Adult and pediatric medicine
  • Alzheimer’s disease care and research, which is a special focus of the facility (see sidebar)
  • Center for International Health
  • Connect Care/Upstate After Hours
  • Endocrinology
  • Family medicine
  • Geriatric medicine
  • Inclusive health services
  • Integrated care
  • Internal medicine
  • Joslin Diabetes Center
  • Laboratory
  • Osteoporosis care
  • Nutrition counseling
  • Outpatient pharmacy
  • Palliative care
  • Radiology
  • Social work

Should hospitalization or emergency services be necessary, a pedestrian bridge gives immediate access to Upstate University Hospital. The bridge also allows Institute clinicians to follow up with hospitalized patients in a timely manner.

“We want to be of service to the community and I think we can do that with this facility — not just with the building, which is special, but with all of our services coming together in a cohesive, comprehensive way.”
— Nancy Daoust, EdD, FACHE, LNHA, Chief Ambulatory Officer at Upstate University Hospital

Services for Behavioral and Social Well-Being

Behavioral health services will also be available on-site. In the event patients present with behavioral healthcare needs, they can visit each clinic’s on-site behavioral health professional — a valued and much needed development for clinicians. For example, the Joslin Diabetes Center, the largest clinic within the Nappi Wellness Institute, is housed on the fifth floor, and behavioral health is likely to be an important part of care.

“Diabetes is often a chronic, lifelong condition that carries a heavy mental health burden for many patients,” says Marisa Desimone, MD, Associate Medical Director of the Joslin Diabetes Center. “Beyond diabetes, lots of people are struggling after spending two and a half years facing the worldwide stressors of the pandemic and other issues.”

The Institute also will provide educational spaces for well-being classes, nutrition counseling, cooking lessons, community lectures and other health and wellness learning opportunities. As equity in health care takes center stage, social determinants of health have become a major focus. According to Dr. Tucker, population health factors guided the creation of the Institute and its services, including drop-off, valet parking and covered bus stops across the street. Upstate Ambassadors will personally greet patients at the door and arrange for an escort to take them to appointments if needed.

“Those touches are a big deal,” Dr. Tucker says. “For vulnerable patients, these can make the difference between coming to a healthcare appointment and not being able to do so.”

Sam and Carol Nappi are joined by family members as well as by Upstate University Hospital President Mantosh Dewan, MD; Eileen Pezzi, MPH, Upstate Foundation; and David Amberg, PhD, Upstate Research, as they paid a recent visit to tour the building while it’s under construction. The gift from Sam and Carol Nappi — the largest ever received by the Upstate Foundation and Upstate Medical University — will be used to expand the building’s services related to neurosciences, including a focus on Alzheimer’s disease. The Nappi Longevity Institute is named in recognition of the couple’s philanthropy.

Feedback Matters

Though population health inspired the Institute, those who will be working there played major roles in ensuring it also met provider needs. Hundreds of individuals assisted in the development of the Institute, including a physician advisory committee which worked alongside nurses, business and marketing executives, hospital administration, security personnel, and more.

The physician advisory committee’s influence is evident in the exam rooms. When physician leaders examined the desks designed for exam rooms, they agreed they were aesthetically pleasing but immediately recognized they weren’t functional. That physician feedback helped the architects create an updated plan featuring large, half-moon-shaped desks that allow clinicians to face patients while talking to them. Additionally, computer screens mounted on the desks move easily to meet the specific ergonomic needs of different providers.

In the geriatric clinic, physicians recommended table height adjustments to make it easy for wheelchairs to fit underneath. Plans to develop mobile workstations in the pediatric area changed when providers noted the potential risk for children climbing on and damaging them.

“Patient care comes first — 100% — always will. [You] can’t go into health care without that outlook. It has to come first.”
— Marisa Desimone, MD, Associate Medical Director, Joslin Diabetes Center at the Nappi Wellness Institute

Technology Upgrades

To ensure continuum of care between providers at the Nappi Wellness Institute and other Upstate locations, all services tie into the Epic electronic medical record system. In place for years, this connectivity allows providers to communicate seamlessly with one another and grants patients access to their health information and appointments via MyChart.

The Institute plans to leverage additional Epic functionality to benefit all users.

“The Institute represents the clinic of the future,” says Nancy Daoust, EdD, FACHE, LNHA, Chief Ambulatory Officer at Upstate University Hospital. “We’ve had great talks with Epic, and we hope to be a beta test site for them to test upcoming Epic functionalities.”

In addition to Epic, real-time location scheduling (RTLS) technology will remedy any scheduling and patient-flow issues. With RTLS, clinicians on one floor can identify available equipment and exam space on another to make use of them as needed. These and other high-tech functionalities will enhance the physical proximity providers experience at the Institute.

“Being in the same building will facilitate even closer collaboration when we pass one another in the hallway, garage or elevator,” Dr. Desimone says. This opens the door for clinicians to “strike up a conversation and brainstorm how to meet a patient’s needs.”

Prepared for Growth

The Nappi Wellness Institute is presently large enough to meet a variety of health needs in the community, but Upstate administrators also had the foresight to plan for growth. The Institute currently has five floors but can accommodate an additional three stories if clinicians, administrators and other team members see a need.

“We want to decant all ambulatory services out of the hospital, which is cramped for space,” Dr. Daoust says. “Doing this presents us the rare opportunity to scope out incoming practice needs and ensure they have more space that allows them to grow further in the future. Think about the impact we can have on a real-time basis instead of a patient having to wait in the ED.”

To ensure the appropriate allocation of areas within the hospital and stand-alone clinics, Dr. Daoust and others are closely monitoring department communications so they can successfully meet future requirements and build on their success.

“By making services accessible and convenient, co-located in a one-stop shop and affordable, we’re positioned to move the needle on our community’s health,” Dr. Tucker says. “The services we offer will be robust, in addition to a very nice experience for patients who go to the Institute, and for the clinicians and staff who practice there. We’ll have a model that is welcoming and easy for referring providers as well.”

A Naming Gift of Lasting Impact

The naming gift from Sam and Carol Nappi will be used to provide services related to the neurosciences inside the new Nappi Wellness Institute, including a special focus on Alzheimer’s disease. The Nappi Wellness Institute is named in recognition of the couple’s philanthropy.

“The Nappi’s support, with its focus on Alzheimer’s disease and brain health, is a down payment on creating healthy futures for all of us as we age,” says Sharon Brangman, MD, Distinguished Service Professor and Chair of Geriatric Medicine at Upstate University Hospital, and a former president of the American Geriatrics Society.

“Sam and I want to continue our commitment to Central New York in both deed and funding,” Carol Nappi says. “We will work with Upstate Medical University to build a world-class facility, assemble a renowned medical team and fund groundbreaking research.”

“We’re encouraged and excited about the 21st century vision the team at Upstate Medical University and the Upstate Foundation have shown in their commitment to medical research and proactive medical care,” Sam Nappi says. “Carol and I look forward to working with them.”

The Nappis have a long history of supporting local causes, focusing much of their philanthropic initiatives on medical research and community medical care. Sam Nappi is founder and chairman of Alliance Energy. Carol Nappi, a former psychiatric therapist at Community General Hospital, now Upstate Community Hospital, is active with numerous local and national charitable organizations. She is a 2000 Jefferson Award winner, a national recognition honoring community and public volunteerism.

Visit upstate.edu/nappi-wellness-institute to learn more about the groundbreaking approach to care at the Nappi Wellness Institute.

Comprehensive Breast Care at Oneida Health

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By Becca Taurisano
Tuesday, October 25, 2022

Breast surgeon Mary Ellen Greco, MD, FACS, and Physician Assistant Kristen McNeil bring expertise and a personal touch to Oneida Health’s new breast care subspecialty.

Mary Ellen Greco, MD, FACS, and Kristen McNeil, PA-C joined Oneida Health in February after working together for the last five years in Syracuse. Their arrival launched the new Oneida Health Breast Care service line.

Both from Central New York, the pair says it was a natural next step for them to bring high-quality, comprehensive breast care to a community setting.

Together, Dr. Greco and McNeil provide the complete spectrum of breast care including abnormal imaging findings, known diagnoses of breast cancer, screening for patients with a strong family history of breast cancer, patient-related complaints of a self-detected lump, in-office ultrasound-guided biopsies, surgery, genetic counseling and testing, and benign conditions of the breast.

Built on Experience

A graduate of the SUNY Science Center at Syracuse and fellowship trained in trauma and surgical critical care at the University of Maryland Medical System, Dr. Greco brings over 20 years of medical and surgical breast care experience to Oneida Health. She says at the time she finished her surgical training, there was no breast care specialty.

“As the only female surgeon in the practice, I ended up seeing our breast patients because the patients felt more comfortable with me,” she says. The end result was a career with a sole focus on breast care which Dr. Greco calls both exciting and rewarding.

McNeil spent two years in urgent care and 12 years in family medicine before working with Dr. Greco at her Syracuse office.

“Breast care is a subspecialty that became very important to me,” says McNeil, having lost a close friend to metastatic breast cancer at 31 years old. “It’s my goal to provide patients the piece that [my friend] felt was missing from her care.”

Personalized Care

Patients from Oneida and Rome were being referred to their practice in Syracuse, so it made sense to bring care closer to them.

“Here at Oneida, we have all of the technology and pieces of the puzzle to provide the highest quality of personalized care to our patients,” Dr. Greco says.

Plus, many patients prefer going to Oneida because of the convenience or proximity to family members who can provide support. Continuity of care is the key, says Dr. Greco, noting that she has had some patients for 20 years no matter where her practice is located.

Other members of Dr. Greco’s staff have been with her for 10 years or more and that consistency is important for patients.

Mary Ellen Greco, MD, FACS

“A lot of what we do isn’t surgical — it’s care, education, follow-up and reassurance,” Dr. Greco says. “It makes patients very happy to have consistent people be a part of their health care.”

An essential part of providing personalized care is Oneida Health’s certified nurse navigator, Linda Lyon, CN-BN.

“With a breast cancer diagnosis, we are just one pillar of a patient’s complete care,” McNeil says. “The nurse navigator is critical in holding a patient’s hand every step of the way.”

Lyon helps patients get the necessary support they need, whether it’s financial assistance, transportation, access to social workers or supplemental care. “The nurse navigator is the key to keeping the whole system moving effectively,” Dr. Greco says.

Network of Support

When surgery is required, Dr. Greco’s patients have the advantage of receiving all pre- and post-operative care from Roswell Park, an awarding-winning hospital in Oneida. When other treatment options are needed, patients don’t have to go far.

As a member of the Roswell Park Care Network, Oneida Health Breast Care patients have access to the latest developments in cancer treatment if they require medical or radiation oncology.

“We are very happy to be affiliated with Roswell Park and to collaborate with them in caring for our patients,” Dr. Greco says.

Roswell Park’s expertise can be accessed by Oneida patients quickly and easily, either by on-site providers or by using telemedicine if necessary, eliminating the need to travel to Buffalo in nearly all cases.

The Oneida Health Gorman Imaging Center is essential to breast care in Oneida as well. Patients have access to robust imaging right on campus, such as 3D tomosynthesis, screening sonogram, 3 Tesla MRI, and an advanced PET CT. Dr. Greco and McNeil coordinate biopsies with the Gorman Imaging Center, if it is not something they can do in the office.

According to McNeil, providing convenient access to regular screenings is an essential part of providing comprehensive care.

Kristen A. McNeil, PA-C

“Having convenient access to a facility like Gorman Imaging is really important, so patients can easily get their annual mammograms,” she says.

Dr. Greco agrees and adds, “There are people who are motivated now to get their care because they can go to Oneida. All patients want to have their care close to home.”

A Rapidly Changing Field

Collaborating with other physicians and staying up to date with the latest techniques is essential to providing patients with the best possible care. Breast care is one of the most rapidly changing subspecialties of surgery and medicine, which Dr. Greco finds exciting.

“More than ever, women are very invested in their own health care,” she says. “They come pre-educated with questions and have discussed options with their friends and family. Our team takes great pride in not only discussing their concerns but sharing with them the advanced treatment options, many available right here in Oneida.”

Dr. Greco uses advanced surgical practices such as oncoplastic closure for more cosmetic healing, and sentinel lymph node biopsy after neoadjuvant chemotherapy, to help reduce lymphedema complications. She is hoping to soon have plastic surgery available at Oneida Health to do simultaneous mastectomies and reconstruction, eliminating the need for patients to travel.

New Developments

“In order to be a specialist, you have to stay on top of all of those changes and be aware of the most current recommendations and standards of care,” Dr. Greco says.

She and McNeil work closely with medical oncology and radiation oncology to for treatment planning, as chemotherapy and radiation therapy indications continue to change and evolve.

Determining which patients qualify for genetic testing is changing too. Anyone with a history of breast cancer is now eligible for genetic testing, a change from what was recommended three years ago.

“We are happy to see those patients, counsel them and test them,” Dr. Greco says.

Oneida Health Breast Care Staff: Jayme Lohr, Dawn Leduc LPN, Karisa Zuke, Linda Lyon RN, Kim Sabatino LPN, Mary Ellen Greco, MD, FACS, and Kristen McNeil, PA-C

Gun Violence in Central New York

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By Kathryn Ruscitto

Tuesday, October 25, 2022

It’s time to focus on solutions.

Every morning, as I read the news, there’s more and more reported gun violence. I’ve been reading — but not acting — for far too long, and I have to ask myself why. Gun violence is getting worse and more violent, and everyone involved suffers from this epidemic: the shooter, the victim, the families and the community members lost to death or incarceration.

In August, Syracuse police reported a 35% increase in those injured or killed by gunfire over the last year, from 81 individuals to 110. 

Many of these deaths were among teenagers, and nationally, gun violence is now the leading cause of childhood death. The issue — which has become a political football — is clearly based on fact: Guns are causing deaths.

What are we going to do to reverse this trend? Many other public health threats, from smoking to driving under the influence to COVID-19, have prompted research and program interventions. They may have taken time, but slowly, progress was made and public health improved.

Many experts are concluding, similar to how infant mortality rates are viewed, that we have a deep societal problem on our hands, one that requires us to look closely at the social determinants feeding this crisis. Inherent racism in our systems, a proliferation and lack of controls on firearms, poverty, and lack of programming and resources for children are certainly factors.

Standing Up To Do Something

This epidemic needs a different kind of partnership to break through to faster results. Engaging the communities and the leaders closest to the problems, and listening to their recommendations for investment, often referred to as place-based decision-making, would help.

What is somewhat hopeful is the call to action building across the healthcare community with research, funding and best practice innovations.

Michael Dowling, CEO of Northwell Health, launched an initiative this summer called The Gun Violence Prevention Learning Collaborative for Health Systems and Hospitals, and 1,000 healthcare organizations and clinicians have joined the effort.

“This is about protecting people’s health. This is about protecting kids’ lives,” Dowling says. “Have some courage. Stand up and do something. Put the interest of the community in the center of what you think about each and every day.”

We each can contribute in ways that move the conversation forward. Discuss the issue with your family and social and professional organizations. Support funding for research and programming that keep children engaged and safe. Understand the social determinants and attitudes we can change in health care.

This issue won’t get better with hope alone. It requires outrage and action, as Dowling reminds the healthcare community.

“Our job is to save lives and protect people from illness and death,” he says. “Gun violence is not an issue on the outside — it’s a central public health issue for us. Every single hospital leader in the United States should be standing up and screaming about what an abomination this is.”

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

Resources

  1. Gun Violence Collaborative (youtube.com/watch?v=GUJG0CuPWCY)
  2. Every Town, Community Safety Fund (everytownsupportfund.org/how-everytowns-community-safety-fund-grantees-prevent-gun-violence/)
  3. Syracuse Cure Violence (smnfswcc.org/programs/snug/)

Leading the Way in Robotic-Assisted Surgery

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By Becca Taurisano
Tuesday, October 25, 2022

Crouse Hospital’s robotic-assisted surgery program is the largest and most successful in Central New York, thanks to the collective expertise and support of the surgeons participating in the program.

Kenneth Cooper, DO, (right) and Jeffrey DeSimone, MD, with the da Vinci Robot
 

Since it started in 2008, the robotic-assisted surgery program at Crouse Hospital has grown to include seven robotic platforms, with six da Vinci XI systems and the latest addition of a da Vinci Single Port (SP) system, the only one in Central New York. The program’s surgeons have completed over 14,000 procedures in the areas of general, bariatric, colorectal, thoracic surgery, GYN oncology, gynecology, and urology. Crouse’s commitment to the success of the program ensures the region’s largest multispecialty robotics surgery program will continue to flourish, enhancing the patient experience and benefiting the community as a whole.

Kenneth Cooper, DO, and Jeffrey DeSimone, MD, use the robotic platform to perform gastric bypass and sleeve gastrectomy bariatric surgery. When the da Vinci XI, a four-arm robotics system, was released in 2014, Dr. Cooper says it was a game changer compared to laparoscopic surgeries.

“There are a lot of options in this community for surgery of all kinds, including bariatric, but Crouse is clearly the leader in Central New York in robotic cases and that makes the difference.”
— Kenneth Cooper, DO

“The robotic-assisted technology provided patients with a less invasive surgical experience, and made it more comfortable for surgeons,” Dr. Cooper says, citing the physical challenges surgeons have when working on patients with an elevated body mass index (BMI). The da Vinci XI allows Drs. Cooper and DeSimone to perform bariatric procedures in ways they could not do laparoscopically.

“We didn’t think we could improve upon laparoscopic surgery, but the data we have collected has shown that robotic surgery is an excellent option for our patients,” Dr. Cooper says.

Incision sizes with the robot are similar to laparoscopic incisions, but patients recover faster and have shorter hospital stays. In addition, robotic-assisted surgery significantly reduces the need for postoperative narcotics among bariatric surgery patients, who are able to return to work faster with fewer incision issues requiring wound care.

“We were a Center of Excellence three times over before robotics, so we didn’t think we could improve on our excellent outcomes, but we did,” Dr. Cooper says.

Surgeons have greater control with the da Vinci XI technology, allowing them to toggle between the four arms, which include surgical instruments and a camera. “You can see detail you couldn’t see otherwise,” Dr. Cooper says. “That allows us to visualize much more clearly, especially in patients with a large amount of intra-abdominal tissue.”

The robotic instruments can be rotated like a human wrist in multiple planes, allowing surgeons to operate in tight spaces and use both hands with complete dexterity. The instruments themselves are high-tech and smaller in size, which reduces the potential for complications and bleeding. The technology allows surgeons to perform procedures faster and with more efficiency.

“Anything that is an advantage for me as a surgeon is going to translate into an improvement for our patients,” says Dr. DeSimone.

Introducing robotics technology into the operating room has changed the skill set needed for the surgical team. Every member of the team must be able to prepare for next steps before the surgeon performs them, streamlining the entire process. Dr. DeSimone refers to this process as a highly choreographed dance. Highly-skilled personnel that possess the knowledge of the robotic platform and equipment are essential to ensuring a case is completed quickly and efficiently.

 

The Robotic-Assisted Surgeons at Crouse Hospital

Bariatric
Kenneth Cooper, MD
Jeffrey DeSimone, MD
Taewan Kim, MD

Colorectal
James Berry, MD
David Nesbitt, MD
John Nicholson, MD

Cardiopulmonary Thoracic
Michael Archer, MD
Mark Crye, MD
Jason Wallen, MD

General
Akbar Ahmed, MD
Benjamin Sadowitz, MD
James Sartori, MD

Urology
David Albala, MD
Po Lam, MD
Hadley Narins, MD
Nedim Ruhotina, MD
Harvey Sauer, MD

Gynecology
Stephen Brown, MD
Nikole Bucsek, MD
Catherine Fiori, MD
Myron Luthringer, MD
Navpriya Oberoi, MD
Byuong Ryu, MD

OB/GYN Oncology
Rinki Agarwal, MD
Douglas Bunn, MD
Mary Cunningham, MD
Allison Roy, MD

“We heavily rely on other individuals to do their part so we can provide the safest care for our patients. It is truly a team approach and we are very efficient with the use of our time,” says Dr. DeSimone.

“The hospital’s commitment to robotic surgery is visionary.”
— Jeffrey DeSimone, MD

Po Lam, MD, (left) and team
 

Urology surgeon Po Lam, MD, performs prostatectomies using the da Vinci SP (Single Port) robot, which has a single arm, or port. Originally, the SP unit was mostly utilized by teaching hospitals to refine surgical techniques done with multiport systems.

“The SP platform puts Crouse in a very unique position, as it is the only system of its kind in Central New York,” Dr. Lam says.

In addition to the change from multiple ports to one port, the instrumentation with the SP system is more flexible. Dr. Lam explains that the flexibility of the instrumentation and the camera allows the surgeon to work in tight spaces they could not access before.

“It allows for an innovative way to do the same surgery in a more confined space,” says Dr. Lam. “With the availability of the SP, there’s no reason to perform prostate surgery any other way.”

For Dr. Lam’s patients, there are numerous benefits to having robotic-assisted surgery with the da Vinci SP.

“We can reduce the risk of damage to the intestines or large blood vessels and avoid scar tissue that may exist due to a patient’s prior abdominal surgeries.”

The positioning of the patient is different with the SP robot as well. During a laparoscopic prostatectomy, a patient is placed with their head down and feet up, creating potential issues to maintain proper breathing during anesthesia. By eliminating this positioning during robotic surgery, patients have fewer issues and faster recovery.

“The real impetus to do this is that it’s ultimately better for our patients,” says Dr. Lam

“The ability to enter the body through a single, small incision helps surgeons perform procedures in a less invasive way, helping to reduce trauma and discomfort to the patient.”
— Po Lam, MD

From the beginning of the robotics program in 2008, Crouse has been the regional leader in the field of robotics surgery, ensuring that their surgeons have the resources they need to be on the cutting edge.

“To their credit, Crouse leadership understood the advantages of robotic surgery early on and has done a great job of nurturing the program,” Dr. DeSimone says. Bariatric patients require special equipment and furnishings to accommodate their size and Crouse provided them with everything they need on their own floor, making an overnight stay in the hospital more comfortable. “We have never been faced with a lack of institutional support,” Dr. Cooper says.

A Higher Level of Care that is Female by Design

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Women’s health is deeply rooted in the history of St. Joseph’s Health. Saint Marianne Cope, a visionary in hospital management, opened the hospital in 1869 and welcomed everyone regardless of gender, religion, nationality or financial situation.

Today, the Women and Infant Services at St. Joseph’s Health includes award-winning breast care, gynecology and maternity services designed to provide the most comprehensive women’s care in one service line. As the only Baby-Friendly hospital in Central New York, St. Joseph’s is recognized for gold standard guidelines for breast feeding education and support established by the WHO and UNICEF. St. Joseph’s NICU was the first in the region when it opened 50 years ago, and is a two-time winner of the Guardian of Excellence award for Neonatal Intensive Care Patient Experience by Press Ganey. And St. Joseph’s Health was awarded the BlueCross BlueShield Blue Distinction Center for Maternity Care. The organization’s highly qualified, respected and dedicated female physicians share the same passion as St. Joseph’s founders.

Suchitra Kavety, MD, a board-certified OB-GYN and Syracuse native, says 2020 was a year unlike any other in her two-decade career.


Suchitra Kavety, MD

“St. Joseph’s is incredibly supportive of women physicians,” Dr. Kavety says. “Thanks to support from my fellow physicians, staff and patients who trusted us to come in for exams and treatments, we were able to bounce back during the pandemic.”

Dr. Kavety’s practice followed strict cleaning protocols and rearranged rooms for social distancing, but also offered virtual options for patients who were unable or unready to visit places in-person.

“We could do virtual visits with a patient and her family, and it’s also helpful for postpartum patients,” Dr. Kavety says. “Patients didn’t need to leave home for me to walk through medications or other medical needs.”

As we emerge from the pandemic, Dr. Kavety says women — who seem to have been affected more than anyone else during COVID-19 through increased demands from work and at home — need to focus on themselves.

“Women, in general, don’t prioritize themselves. But self-care is extremely important because most women put their health behind everyone else’s,” Dr. Kavety says. “Women tend to prioritize others in their family, at work, and in their community above their own needs. Medical services such as routine gynecological exams are important elements of self-care that should be prioritized.”

St. Joseph’s award-winning Breast Care and Surgery Program is nationally recognized for its exceptional outcomes, making St. Joseph’s Health the breast care leader in Central New York.

Kara Kort, MD, has performed thousands of surgeries in more than 20 years of breast care.

Kara Kort, MD

“St. Joseph’s Health has one of the highest volumes of breast surgeries in our region,” she says. “Experience and knowledge are what makes the St. Joseph’s breast care team one of the best in the nation.”

While COVID-19 impacted many healthcare services, Dr. Kort says appointments for screenings did not significantly drop.

“When it comes to breast cancer, there really hasn’t been that big of a difference in patient volume,” Dr. Kort says. “The fear of cancer makes people anxious and upset more than the virus.”

Dr. Kort was glad to see patients keeping appointments, but emphasized that screenings and mammograms should always be top of mind for all women.

“One in eight women will get breast cancer. That’s a very high and upsetting number,” Dr. Kort says. “We’ve treated many patients with breast cancer or other related issues, and we’ve seen amazing outcomes. We understand the physical and emotional aspects, and we’re here to help people take charge of their health and navigate this disease.”

Beata Belfield, MD, is trained in minimally invasive surgeries and advocates the many benefits of these types of procedures. Minimally invasive means smaller incisions, faster recovery and quicker back-to-work time.

She is also the only local surgeon with the most up-to-date training in the latest complex abdominal wall repair training. She was called into the operating room one weekend night to treat a patient who was suffering from a hernia and needed emergency surgery. With the help of her colleagues, Dr. Belfield was able to jump in and perform minimally invasive surgery that same night and the patient was able to go home the next day.

Dr. Belfield believes this procedure will become much more common in the near future.

Nelly Kazzaz, MD, a cardiologist with more than 15 years of experience, considers it an honor and privilege to serve her community. As a board member of the American Heart Association’s Central New York chapter, Dr. Kazzaz speaks regularly at St. Joseph’s Health Community Outreach programs.


Beata Belfield, MD

Nelly Kazzaz, MD
 

“Seeing a cardiologist can be a very stressful event,” Dr. Kazzaz says. “When they approach us as a person — a nonmedical professional — during an event, they are much more comfortable and willing to share and ask questions.”

This kind of community outreach has helped to prevent heart attacks, strokes and other heart-related diseases.

During the height of the pandemic, Dr. Kazzaz turned to telemedicine to see some patients, but virtual visits were still difficult for the high-risk population.

“It’s difficult to not be able to see a swollen leg or not use electrons when a patient complains about having chest pains,” she says.

With more people being vaccinated daily, Dr. Kazzaz stresses the importance of routine doctor’s visits and paying attention to your heart. She also urges women to pay extra close attention to their hearts because of the additional stress caused by the pandemic.

“Women are affected the most by the pandemic,” Dr. Kazzaz says. “If you’re working from home, you may also be a mother, a cook, a teacher, etc. We do everything for other people and forget ourselves.”

These extraordinary physicians and surgeons are part of a much larger team at St. Joseph’s Health, where women’s health care is female by design. They understand the unique needs and challenges for women, offer the latest innovative programs and procedures, and are on the forefront of new developments in women’s health care.