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Hospital and Sound Shore Medical Center in 2013 added significantly to its Westchester pa- tient base, one of its major objectives.
“Our vision is to have a million people we are caring for,” notes Montefiore’s Susan Green-Lorenzen, RN, senior vice president, operations. “We want to provide them with the best care in the right location.” This idea of “population health management” is a trend healthcare organizations are employing to en- sure the patients in their networks stay well at home. It’s targeted largely toward people with chronic conditions, such as diabetes, COPD, or congestive heart failure, who wind up admit- ted to hospitals in disproportionate numbers. Studies have shown that patients fare better, and it’s more cost-effective, if they keep their symptoms under control. Frequent monitor- ing from caseworkers via phone or home visits can be part of that process.
One local hospital, just-over-the-border Greenwich Hospital, is competing by invest- ing in numerous areas. In addition to the mil- lions it has allocated toward a new Stamford outpatient facility, a linear accelerator for ra- diation oncology, and the latest generation of the da Vinci robot for surgery, Greenwich Hospital has recently redesigned its maternity wing with some special touches, which were rewarded with a record number of new babies.
“Known as the region’s destination hospital for prospective parents, Greenwich Hospital welcomed a record 2,814 newborns in fiscal year 2015,” notes Marc Kosak, Greenwich Hospital’s senior vice president of administration. For
A 2014 redesign of Greenwich Hospital’s maternity wing helped it welcome a record 2,814 newborns in fiscal year 2015.
patients who want additional luxury after they’ve finished laboring, the hospital has luxurious comfort wear and massage services available for an extra charge.
A PROFUSION OF PROJECTS
Area hospitals have embarked on a plethora of expansion and renova- tion projects in recent years:
Greenwich Hospital: A $500,000 redesign of the maternity department in 2014. Includes nurseries, a level-3 neonatal intensive-care unit, labor and delivery and operating rooms, and perinatology and mother/baby family- centered patient rooms.
▲ Montefiore New Rochelle Hospital: Recently received a $44.2 million state grant; funding will go toward renova- tion and expansion of the emergency department, technology updates, and an outpatient ambulatory clinic.
NewYork-Presbyterian/Lawrence Hospital:
New state-of-the art operating rooms and a $65 million comprehensive cancer center are opening later this year.
NewYork-Presbyterian/Hudson Valley Hospital: A $4.2 million emergency- department renovation is currently underway and expected to be complete by spring 2017.
Northern Westchester Hospital: A $36.6 million surgical-suite renovation, which opened in April. Includes six state-of-the art operating rooms, a 14-bed recovery bay, a new elevator, and an upgraded sterile supply suite.
Phelps Memorial Hospital Center: A just-completed $4.5 million new entry and lobby. Also, a new $4.7 million MRI center opened in December 2015.
Saint Joseph’s Medical Center: Received an $8.9 million state grant for the “Saint Joseph’s Transformation Project.”
St. John’s Riverside Hospital: Recently received a $15.3 million state grant for the creation of a new medical village and renovation and expansion of the emer- gency department.
Westchester Medical Center: Just an- nounced a $230 million, 280,000-square- foot ambulatory-care pavilion that is slated to open in 2018. It includes plans for advanced imaging, ambulatory sur- gery, heart-and-vascular institute, physi- cian office space, and expansion within the hospital for more private rooms.
White Plains Hospital: Recently debuted a $50 million comprehensive cancer center, with new infusion suites and en- hanced radiation-oncology capabilities.
Standing Out in
a Crowded Market
As the large health networks with advanced- care offerings move in, residents have many more places to turn for their procedures than they’ve had in the past. As a result, capturing their attention in a crowded market with over- lapping services has gotten more complicated. Traditional advertising methods, like slick bro- chures in the mail and ads splayed across buses, are not enough. Increasingly important—and ef- fective—are recommendations from physicians.
Hospitals recognize the influence prima- ry-care physicians have on steering patients their way. Courting large physician networks, retaining the doctors who trained on their floors, and using research opportunities as incentives help keep those referrals coming.
“We graduate 10 residents a year,” says Spicer of Saint Joseph’s. “When those 10 graduate, we look to assist them by placing them with some of our physician practices. We look to hire them in hospital-affiliated primary-care practices.”
Besides referrals, doctors have assorted roles in hospital advertising campaigns.
“When we first got the Mako robot for partial knee and complete hip replacements, our surgeons actually went out into the
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