Building on our PILLARS OFPILLARS EXCELLENCE A BLUEPRINT FOR SUCCESS | ANNUAL REPORT 2017 TBHC is Rising

rooklyn is on the rise. You see it everywhere, Success. The Blueprint is transforming TBHC and it rises in new buildings Downtown reaching skyward, on five pillars of excellence: in exciting businesses, restaurants and places B Pillar I The Patient Experience of entertainment, and, most especially, in the people— Pillar II Quality and Safety many just discovering all the borough offers, many more Pillar III Infrastructure: People, with roots that run through generations. Places and Technology Brooklyn is on the rise, and in 2017 The Brooklyn Pillar IV Strategy Hospital Center rose with it. The future holds the prom- Pillar V Financial Stability ise of our redevelopment master plan— close to 5 million square feet for healthcare, residences and retail—but In each of these five pillars, The Brooklyn Hospital the present is every bit as bright from one end of the Center is improving now and committed to improving hospital to the other. tomorrow. Our team of dedicated healthcare profes- All of this results from careful, intentional planning sionals has embraced the Blueprint, our patients are articulated in our Blueprint for Financial and Operational experiencing it and our community needs it. Message from the Chairman & CEO Changing Times, Unchanging Commitment

rooklyn is changing and the way healthcare is delivered is changing, too. In answer to these Bshifts, The Brooklyn Hospital Center is evolving. But one thing will never change—at TBHC, every patient who walks through our doors will receive the high- est-quality care our outstanding team can provide. As we look back on 2017 and look forward to 2018 and beyond, we are guided by that commitment. We’re the oldest hospital in Brooklyn with nearly 175 years of expe- rience, and we’re the only hospital for the nearly one Carlos P. Naudon, Chairman of the Board of Trustees, and Gary G. Terrinoni, President and Chief Executive Officer million people in our catchment area. As we build on our past, we are committed to a future of service, excellence and success. Pillar IV Strategy It’s vital we operate from a strat- Two years ago, we established TBHC’s Blueprint for egy that positions us to meet evolving needs. The Financial and Operational Success, which rises on five objective is to create a model that gives the people pillars of excellence. In each pillar, we identified areas to we’ve been treating all these years, and who have been improve. We worked as a team to adapt our processes so supportive of us, the best care we can provide, and to create positive change and measure results, and then convey that same commitment and experience then we started over, launching a cycle of continuous to the diverse new community moving into North and improvement. In 2017, we saw exciting and encouraging Central Brooklyn. steps forward in each of these five pillars, which you can Pillar V Financial Stability As we approach our read more about in this annual report: 175th year in 2020, we want nothing more than to pro- Pillar I The Patient Experience We began with a vide our neighbors with another 175 years of service. multidisciplinary team drawn from across our organi- Sound finances will help us get there. zation and looked at hospital processes with one goal: Changing times? Absolutely, but they are times center everything around the patient. of exciting opportunity for The Brooklyn Hospital Pillar II Quality and Safety We tracked the care Center and for every member of this wonderful commu- we delivered and measured outcomes. These met - nity we serve. rics enabled us to find where we needed to improve and to execute strategies to see that improvement come to life. Pillar III Infrastructure: People, Places and Carlos P. Naudon Technology We’re adopting the Epic electronic medical Chairman of the Board of Trustees record system, which is going to be a game-changer. And our new Brooklyn Heart Center, in alliance with Mount Sinai Heart, is an example of people, places and technol- Gary G. Terrinoni ogy making life-saving differences today. President & Chief Executive Officer

Keeping Brooklyn Healthy Since 1845 1 PILLAR I

The Patient Experience There’s a reason the first pillar of The Brooklyn Hospital Center’s Blueprint for Financial and Operational Success is the Patient Experience. At TBHC, everything begins and ends with the patient and this single question: “How can we make every patient’s experience the best it can be?” The Patient Experience “We began by asking The ourselves, what does the Center patient really value?”

of Our Dr. Mary Anne Healy-Rodriguez, Universe Chief Nurse Executive

each employee, no matter his or in April 2017 with 301 nursing vis- n the five pillars of the her role, can help shape the patient its to the pharmacy. Breakdowns in Blueprint for Financial and experience,” says Guy Mennonna, processes were identified. Solutions IOperational Success, Patient Senior Vice President for Human were developed and put in place, Experience is number one. A specific Resources. “We take pride in know- with a commitment to monitor the initiative, The Patient Experience, ing that this effort is being fueled process. The result? Just six months is overseen by Chief Operating by our staff and their commitment later, nurse team visits to the phar- Officer Robert Aulicino and Chief to provide quality and compassion- macy hit a low of 64 in a week and Nurse Executive Mary Anne Healy- ate care.” that number has since remained Rodriguez. “The overarching theme The team implemented practices below the goal of 74 weekly trips. of the initiative is to create an expe- that were identified as beneficial “We’re staking our claim as a vital rience for the patient as opposed and doable. For instance, before The part of this community, and we’re to simply providing a satisfying Patient Experience, staff members seeing great outcomes,” Dr. Healy- service,” Mr. Aulicino says. “Patients on the patient floors made hundreds Rodriguez says. “We’re saying, as will walk out of our hospital know- of weekly trips to the pharmacy to you live your life here, we want to be ing we cared for them not just retrieve prescribed medicine not part of your life in a positive, mean- physically, but emotionally and per- yet delivered bedside. This peaked ingful way.” sonally as well.” A multidisciplinary team was assembled that includes represen- tatives of every service that touches patients—transport, food service, nursing, pharmacy and more. “We began by asking ourselves, what does the patient really value?” Dr. Healy-Rodriguez says. “Then we looked at our own processes, peo- ple and ways of delivering service, and asked, what are the barriers to our success?” The team sought changes for sus- tained improvement. Operations were streamlined to keep caregiv- ers at the bedside. Employees were empowered to not just provide ser- vice but to engage personally with patients. “Mobilizing our front-line Senior leaders on The Patient Experience initiative, staff has created a culture where Robert Aulicino and Mary Anne Healy-Rodriguez

2017 Annual Report 3 The Patient Experience

The “Our Extra Mile approach puts a team t can be as simple as changing of hospital where the wheelchairs are stored. IWhen your one goal is a positive, pro- staff in one fessional and personal experience for every patient, little things like that can room so make a big difference. we’re able For 11 years, Hakeem Salaam, Patient Transporter, has worked at The Brooklyn to learn how Hospital Center. Now, he also is part of a multidisciplinary team helping the entire each of us organization implement a cutting-edge affects that initiative. The Patient Experience, which beyond improving the quality, efficiency patient’s and friendliness of service, encourages experience.” staff to make personal, emotional and intellectual connections with patients. Hakeem Salaam, “Our approach puts a team of hospital Patient Transporter staff in one room so we’re able to learn how each of us affects that patient’s experience,” Mr. Salaam says. “We find overlaps in our procedures. We’ve been taught process improvement techniques. We save time and effort, and the patient’s experience is better.” How does wheelchair storage affect that? For a patient being discharged, the wait time for a wheelchair could typically be 15 minutes or more. By organizing wheelchair storage through- out the hospital closer to where they are routinely needed, the wait is now negligible. “The result is that 15 minutes of frus- tration is now 15 minutes freed up,” Mr. Salaam says. “If I use that time to go the extra mile, I reduce patient anxiety and build better rapport. I make a personal, positive, indelible impact. Everything each person does affects how the patient perceives care. I have one goal: center everything around the patient.”

4 The Brooklyn Hospital Center The Patient Experience Back on Her

Feet and Ms. Macdonald has been active lovely,” Ms. Macdonald says of the all her life. She ran three marathons, surgery. Her experience after the Dancing! the last one at age 50. More recently, surgery followed suit. When it was she enjoyed cross-country distance time for rehab, her TBHC care team running. When she tripped while suggested a few physical therapists t age 77, Elspeth Macdonald running on a dirt road, she hurt her they felt would be best for her. is dancing again. Seven left knee. Just three weeks after the sur- Ayears ago, this Brooklyn At TBHC, Ms. Macdonald found a gery she had feared for many years, designer, teacher and writer caring, professional team commit- Ms. Macdonald was back in a class walked with pain. “I knew I needed ted to her best outcome. Still, as her taught by Dances for a Variable a knee replacement in 2010,” Ms. surgery approached, she was terri- Population. Now, she can walk Macdonald says. “But I was scared, fied. Dr. Fetto, Chief of Orthopaedics, over five miles a day without con- and the orthopaedic surgeon I saw urged her to contact him over the straints, and was even invited by her at another hospital was terse and weekend before her Monday sur- dance teacher to the most difficult did little to put me at ease.” gery if she needed reassurance, a class offered. So, she waited. Then last year, genuine gesture that meant the Ms. Macdonald provides a when she could wait no longer, world to Ms. Macdonald. straightforward appraisal of her her acupuncturist told her, “Go to From her welcome, to the nurses experience: “I want a t-shirt that Dr. Joseph Fetto at The Brooklyn at her bedside, to transport, to the says, ‘Ask me about my knee doc at Hospital Center.” procedure itself, “Everyone was The Brooklyn Hospital Center.’”

Elspeth Macdonald, patient, and Dr. Joseph Fetto, Chief of Orthopaedics

Keeping Brooklyn Healthy Since 1845 5 PILLAR II

Quality and Safety We are the only hospital in Downtown Brooklyn, a diverse community— children to seniors, insured and not, those in need of urgent care and those on a long-term wellness journey. We owe each individual the highest quality of care delivered in the safest manner possible.

PATIENT SAFETY IMPROVED 2017 Quality Awards and Recognitions PATIENT PERFORMANCESAFETY IMPROVED PERFORMANCE

PATIENT PATIENT FIVE-STARFIVE-STAR RATING RATING SAFETY PATIENT TheThe Chronic Chronic Renal Renal SAFETY DialysisRockwell Center Chronic IMPROVED SAFETY RenalDialysisat Rockwell Dialysis Center Center IMPROVED at Rockwell PERFORMANCE PERFORMANCE IMPROVED PERFORMANCE

FIVE-STAR RATING FIVE-STAR RATING FIVE-STAR RATING The Chronic Renal The Chronic Renal The Chronic Renal Dialysis Center Dialysis Center Dialysis Center at Rockwell at Rockwell at Rockwell Quality and Safety “We want to be the best hospital in Measure Brooklyn, but in our heart of hearts, for we want to be the best in the nation.”

Measure Dr. Vasantha Kondamudi, Senior Vice President and Chief Patient Safety & Quality Officer

he old saying “What gets best practices have resulted in sig- measured, gets done” is find- nificant reductions in infections and Ting new expression at The hospital-acquired conditions. These Brooklyn Hospital Center. efforts have resulted in an improved Quality and Patient Safety is the grade of “C” in 2017, a typical grade second pillar of TBHC’s Blueprint for for New York City hospitals. This Financial and Operational Success. past year was the best year at TBHC Dr. Vasantha Kondamudi, Senior with the lowest levels of hospital- Vice President & Chief Patient acquired infections. “I’m grateful for Safety and Quality Officer, is the the unequivocal hospital support,” key architect and driver of TBHC’s says Dr. Kondamudi. She and her Quality and Safety initiatives. She team have their sights set on further leads a team of dedicated staff and improvements in 2018 and resolve has designed a Quality and Patient to do even better. Safety program in collaboration The Centers for Medicare & with the senior management team, Medicaid Services (CMS), which departmental chairpersons, and regulates all hospitals that receive clinical and operations teams work- Medicare and Medicaid reimburse- ing at all levels. ment, has developed value-based The efforts made to improve the performance metrics to incentiv- Leapfrog Hospital Safety Grade is ize hospitals. “Maintaining and a perfect example. The Leapfrog expanding these improvements “I always say we want to be the best Group surveys 1,947 hospitals requires focused effort and TBHC hospital in Brooklyn, but in our heart across the country and assigns is extremely motivated to accom- of hearts, we want to be the best letter grades for patient safety. plish this,” says Dr. Kondamudi. in the nation.” TBHC received a grade of “F” based on 2013 and 2014 performance. Methicillin-Resistant Staphylococcus Quality 4 TBHC TBHC then set out to bring zero Metric: Aureus (MRSA) harm to patients and become a high- Standardized Infection Ratios National Average reliable organization. Dr. Kondamudi 3 says, “In starting our journey, we 2.291 2.064 had to change our culture, prac - 1.803 2 2.013 1.751 tices and processes and improve all 1.459 aspects of patient safety.” 0.924 1 Daily surveillance of our prac- 0.805 0.77 tices and processes is one tactic 0.548 used to meet our targets. Several 0 0 0 hospital-wide initiatives and imple- Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 2015 2015 2015 2015 2016 2016 2016 2016 2017 2017 2017 mentation of many patient-safety

2017 Annual Report 7 Quality and Safety to capitalize on everyone’s individ- The Best ual strengths so a team of experts becomes an expert team. This model Care results in great processes and the implementation of evidence-based Where It’s care leading to great outcomes.” Under Dr. Gasperino’s leader- Needed ship, TBHC has created a Center for Critical Care Services, the first of Most its kind in Brooklyn. Dr. Gasperino is its founding director. This new approach to critical care is a leading very morning in The factor in TBHC’s drive to continu- Brooklyn Hospital Center ously improve the quality and safety EIntensive Care Unit, Dr. of the care we deliver, and it is pay- James Gasperino convenes Morning ing off. “The Center for Critical Care Report, where the hospital’s most Services has instituted robust mea- experienced intensive care phy- sures to track quality improvement, The Intensive Care Unit’s Morning Report, the largest inter-professional team at sicians gather with every staff do so more frequently and look for TBHC, led by James Gasperino, MD, center. member who plays a role in manag- opportunities for additional gains,” ing ICU patients—nurses, residents, Dr. Gasperino says. “From a mortal- even representatives from the ity standpoint, people are walking taking care of their loved ones. They pharmacy. out of our hospital today that prob- are being treated by highly qualified “Everyone is there at the same ably wouldn’t have walked out of doctors when they are at TBHC.” time, and we go through every other hospitals. I am very proud of Another benefit of the model is patient,” says Dr. Gasperino, Chair the team” value. “The patients who need care of the Department of Medicine, Dr. Shalom Buchbinder, Chief most, receive the most expert care Associate Chief Medical Officer and Medical Officer, points out that, available,” says Dr. Gasperino. “We Vice President for Critical Care. “It’s “Patients and their families can are delivering the highest-quality the largest inter-professional team have peace of mind that experi- care in the most efficient fashion in the hospital. We work together enced attending physicians are and, therefore, at the lowest cost. It “We work together to capitalize on everyone’s individual strengths so a team of experts becomes an expert team.”

Dr. James Gasperino, Chair of the Department of Medicine, Associate Chief Medical Officer and Vice President for Critical Care After Morning Report, bedside rounds are conducted.

8 The Brooklyn Hospital Center reduces redundancies, enhances safety and improves our processes.” The benefit goes beyond the ICU as well. The Center is also home to the Critical Care Outreach Service. “When a patient is in crisis anywhere in the hos- pital, a rescue squad can show up led by the most experienced critical care physi- cian available,” Dr. Gasperino said. Dr. Gasperino brings a national repu- tation in critical care to this endeavor. The Society of Critical Care Medicine named him as just one of 23 mem- bers of the Academic Leaders in Critical Care Medicine advisory group, which contributes to the creation of national guidelines for delivering critical care. Critical Care is one example of The Brooklyn Hospital Center’s commitment to quality and safety, but certainly not the only one. With the Blueprint for Success as a guide, the Quality and Safety pillar is a point of emphasis for every TBHC team member in every department.

Dr. James Gasperino (left), directing Morning Huddle.

Keeping Brooklyn Healthy Since 1845 9 PILLAR III

Infrastructure People, Places and Technology Quality care, a safe environment and an excellent patient experience rise from having the best people, in the appropriate places, equipped with the most advanced tools. Our third pillar puts the muscle in our Blueprint for Financial and Operational Success. Infrastructure is making sure our Blueprint succeeds. Infrastructure An Improvement Before Epic, there were eight different systems storing of Epic patient information with only basic connection between each other and little information exchanged. With Epic, Proportions every piece of information is available to every depart- ment in one seamless database. “Currently, it’s similar to working in the dark. We think we’re doing our job well, he Brooklyn Hospital Center is making but we have no idea what others are doing,” Dr. Amirfar a $50 million investment in improving qual- says. “Using Epic is like turning on a bright light. I can Tity of care and safety. You might even call it an finally see what others are doing, I can see where the “epic” investment. logjams are, and I can see what’s working and what’s Epic Systems, an integrated healthcare software not working. I don’t have to work in a silo anymore. I can system, is a single electronic medical record that the also see the limitations and errors in my own work.” entire staff can use to take care of patients from sched- The Brooklyn Hospital Center’s Blueprint for Financial uling, registration, clinical documentation, billing, and Operational Success rises on five pillars. Pillar three is communicating with each other, accessing data from Infrastructure, but that really means people, places and other providers and data analytics. “Epic improves the technology. Technology such as Epic is key to improving patient experience, allows better quality of care and every aspect of the hospital’s operations. enables improved patient safety, while saving staff time The Epic software will go live throughout the ambula- through better efficiency and improved transparency. It tory care network in the summer of 2018. “Epic will give also provides reams of data from which hospital admin- the right tools to staff to allow them to take better care istrators can base decisions,” says Dr. Sam Amirfar, TBHC of their patients using more efficient workflows,” says Chief Information Officer. Dr. Amirfar. “I can see what others are doing, I can see where logjams are, and I can see what’s working and what’s not working.”

Dr. Sam Amirfar, Chief Information Officer

Dr. Sam Amirfar, Chief Information Officer, leading an Epic steering committee meeting.

2017 Annual Report 11 Infrastructure “Sure, Epic makes us Hands on more efficient. And, with Epic yes, we’ll make fewer mistakes. But what pril Lackey’s job is about to get three times excites me most about better. As Director of Ambulatory Care at The A Brooklyn Hospital Center, Ms. Lackey and her Epic is that the staff will team deal with patients from the time they make an appointment until a bill for service gets sent out. Right have more time freed up now, that means using three different patient record for patient care.” management platforms—one to register the patient, a second to add notes and a third for billing. April Lackey, Director of Ambulatory Care But with Epic, there will be one system for every department in the hospital for every action. “Epic will cut wait time at registration,” Ms. Lackey says. “Most of the registration process will be done before the patient That’s just scratching the surface. Now, instead of walks through the door. We’ll have their full record— going to the second system to notate the record about insurance information, most recent care delivered, next care delivered, it’s on the same system. A seamless scheduled appointment—in one place.” Epic also has the platform like Epic also reduces the possibility of errors capability to recognize key phrases, which will speed the created by going from place to place. process even more the next time that patient comes for Epic also allows anyone in the hospital authorized to treatment. Plus, Epic will support self-service kiosks, so see a patient’s record to pull it up from wherever they patients entering an Ambulatory Care facility can start work. Under the current system, departments work in their own registration process. silos, adding extra time and effort to track a patient’s experience. April Lackey “Moving to Epic is a valuable investment for both our (right), patients and staff. Epic’s robust features and rich extract- Director of Ambulatory able data will enable our staff to provide direct, effective, Care,with Eve cost-efficient treatments,” says Judy McLaughlin, Vice Moulden, President of Clinical Integration and Population Health. Site Manager for the “Features such as clinical decision support, population Ambulatory health analytics, risk stratification of patients, iden- Care Center, tification of gaps in care, improved patient and staff at the regis- tration desk. communications, and transparency of clinical and finan- cial data will transform TBHC. Achieving our triple aim of patient satisfaction, clinical quality and low cost will be greatly enhanced by a system like this.” Most importantly, all of these Epic-related improve- ments benefit the patients. “I’m a Brooklynite. Giving back to the people of this borough is a true privilege,” explains Ms. Lackey. “Sure, Epic makes us more efficient. And, yes, we’ll make fewer mistakes. But what excites me most about Epic is that the staff will have more time freed up for patient care. That is what is near and dear to my heart.”

12 The Brooklyn Hospital Center Infrastructure The Heart of the Matter

hen it comes to excel- lent heart care, time Wsaved means lives saved. The communities that The Brooklyn Hospital Center serves have a signif- icant need for interventional heart care and treatment services, such as PCI (stents) and electrophysiological studies. Now, they have it. This year, The Brooklyn Hospital Center partnered with Mount Sinai Heart, part of the renowned Mount Sinai Health System, to offer comprehensive cardiac care in Downtown Brooklyn. It’s a perfect example of TBHC’s Blueprint for under the Icahn School of Medicine New York State. “With the expan- Financial and Operational Success at Mount Sinai, primary cardiology sion of these services under Mount at work. The third pillar calls for services also are offered through Sinai Heart’s direction, the newly exactly this kind of investment in TBHC’s Family Health Centers and enhanced Brooklyn Heart Center is people, facilities and technology to other sites in TBHC’s ambulatory growing TBHC’s already excellent offer vitally needed services. care network. cardiac program into a destina- “The expansion of TBHC’s cardiol- Mount Sinai Heart’s Cardiac tion service for Brooklynites,” says ogy services means increased access Catheterization Laboratory has a Dr. Srinivas Kesanakurthy, Director to high-quality care for nearly one 19-year track record of offering the of the Brooklyn Heart Center and million Brooklyn residents, both in highest level of patient safety in the Cardiac Catheterization Lab. incidents of emergency and pre- ventive care,” says Dr. Sarath Reddy, Chief of Cardiology. “The enhanced “The newly enhanced cardiology program means local, Brooklyn Heart Center is quality, compassionate heart care— all without crossing a bridge.” growing TBHC’s already excellent The partnership allows TBHC’s excellent cardiologists and cardiac program into a destination clinicians to offer sophisticated pre- service for Brooklynites.” ventive, diagnostic, interventional and treatment services. Supported Dr. Srinivas Kesanakurthy, Director of the Brooklyn Heart Center by a joint cardiology fellowship and the Cardiac Catheterization Lab

Keeping Brooklyn Healthy Since 1845 13 PILLAR IV

Strategy It’s vital to work hard and effectively. It’s equally vital that TBHC works in concert with a sound strategy. Every endeavor of our excellent team is guided by a plan that ensures the right people delivering the right care at the right place at the right cost. Strategy “Our strategy ensures TBHC will Looking to continue to meet the needs of our the Future, most vulnerable population.”

Building on John Gupta, the Past Executive Vice President and Chief Strategy Officer Vice President and Chief Strategy The expectation over the coming Officer John Gupta. “Our strategy is years will be to deploy our capital he Brooklyn Hospital to deliver needed care in the right assets to invest in the hospital cam- Center has been Keeping setting at the right time at the right pus to meet the changing needs TBrooklyn Healthy for nearly cost.” TBHC is building a strategy of healthcare. We plan to vacate 175 years. But the way outstand- that will create a dynamic, exciting an outdated building and relo- ing health services are delivered main campus that is right-sized cate physician practices to a new is changing, and TBHC is looking for providing Downtown Brooklyn 60,000-square-foot medical office to the future with a strategy to and the surrounding area the care space. TBHC has signed a contract build on what we learned yester- it needs. We also plan to enhance for the sale of 240 Willoughby, con- day to continue providing excellent our network of ambulatory care tingent upon the State’s approval, healthcare tomorrow. centers so those seeking outpatient and signed a lease with the New The days have passed where a treatment receive that care close York City hotel employee benefits hospital sits in one central facility to home. Finally, we reach out with fund for new space at 620 Fulton. waiting for those in need of health- health and wellness initiatives that The hospital also refinanced some care to come receive it. “Healthcare can both prevent the need for hos- of its debt to strengthen our finan- today no longer works as a ‘facility- pital care and alert clinicians when cial position. “Our Senior VP and centric’ model,” says Executive care is needed. General Counsel, Stacy A. Friedman,

2017 Annual Report 15 Some possible renderings of a new, exciting future.

was crucial in helping us negotiate these contracts and agreements,” says Mr. Gupta. Additionally in 2018, thanks to a $25 million grant from New York State, TBHC will renovate our Emergency Department, which is 60 percent undersized for its patient volume. TBHC’s strategy puts us in partnership with urgent care centers, while simultaneously developing other ambulatory services that will dovetail with our primary care physicians. “This geographic diversity pro- vides our community with expanded access to care,” says Mr. Gupta. Renderings by Boldt TBHC also has in place alliances with other downtown institutions, such as Brooklyn Academy of Music (BAM) and Barclays Center where we have sponsorships that, in part, provide health education and screenings to their audiences. As Brooklyn changes, The Brooklyn Hospital Center will also evolve. But one thing that is never-changing is our commitment to every person we serve. “Our strat- egy ensures TBHC will continue to meet the needs of our most vulnerable population,” says Mr. Gupta. “We will also reach out to provide care to the new influx of res- idents in our community.”

16 The Brooklyn Hospital Center Strategy TBHC is in the Heart of Downtown Brooklyn

0 PILLAR V

Financial Stability 2017 was a year of important financial accomplishments that will set the course for our future. We entered into strategic partnerships, signed contracts that allow us to improve the delivery of care to our community, refinanced our debt and received a $25 million transformation grant from New York State to renovate our Emergency Department. These steps are forming the financial building blocks for a stronger 2018 and beyond. Financial Stability “2017 was a year of 2017 financial regrouping. Patient TBHC laid the groundwork Care for a sounder future.”

Statistics Gary G. Terrinoni, President and Chief Executive Officer

1 Inpatient Discharges Labor and 14,902 Delivery Patient Days1 patients are supported by 76,587 excellent ultra- Average Length of Stay sound services. 5.14

Occupancy (staffed beds)2 70% Deliveries 2,394 TBHC’s hospice Outpatient Visits unit, a place 275,370 of comfort and care. Ambulatory Surgical Procedures 10,362 Emergency Department Visits3 74,778 Emergency Department 4 Admits The ED, a blur 10,930 of motion always. The Emergency Department Observation $25 million 3,044 transformation grant will help Hospice Days modernize 1,357 this important community 1 Excludes Newborn, includes NICU resource. 2 Acute Services, excludes Newborn 3 Includes Observation 4 Excludes Observation

2017 Annual Report 19 The 1 2 Founders Ball

ore than 750 guests packed the ballroom at Mthe New York Marriott- Brooklyn Bridge on September 27, 2017, to see football legend Joe Namath honor champions of

healthcare as The Brooklyn Hospital 3 4 Foundation hosted its annual Founders Ball. For the fifth year in a row the event netted over 1 million dollars, with 2017 proceeds underwriting two important projects. The first is the installation of 32-inch, HD, interactive televisions at each patient bed. The TVs have 80 chan- nels and a fully interactive pillow speaker. They will show caregiver information and patient schedules, and enable patients to request 5 6 assistance and meals, and access educational videos. The second proj- ect is the purchase of the Simbionix GI-Bronch Mentor System. TBHC has 268 residents and fellows and this system is a teaching and training simulation tool. Those honored in the festivities led by “Broadway Joe” and Events Chair Lori Acker included:

1. Carlos P. Naudon, Chairman of the Board; Christine Hauer; Enrique Naudon; Ignacio Naudon 2. Susan Skerritt, Trustee; Will Archie, Trustee; Lizanne Fontaine, Trustee 3. Noah Kondamudi, MD; Lori Acker, Event Chair; Debbie Niederhoffer, VP and Chief Development Officer; Gina Moskow 4. Xamayla Rose, Trustee; Dino Veronese, Chairman, The Brooklyn Hospital Foundation; Yvonne Graham 5. Charles Modica and Patrick Adams, Honorees; Daniel Ricciardi, MD; Joe Namath 6. Sam Amirfar, MD, and Asele Amirfar

20 The Brooklyn Hospital Center 7 8 Charles R. Modica, JD, Chancellor and Chair of the Board of Directors of St. George’s University, a uni- versity he co-founded in 1977 in Grenada, West Indies, as an inde- pendent school of medicine. Patrick Adams, the founding and senior partner of his law firm, Patrick F. Adams, P.C. in New York, who is a co-founder, trustee and officer of St. George’s University. Anders Cohen, DO, Director of the Neurosciences Center at

9 10 The Brooklyn Hospital Center, who was named a Walter E. Reed Medal Award Honoree. Dr. Cohen specializes in minimally invasive neurosurgical treatments and was the first New York City physician to perform the extreme lateral inter- body fusion and TranS1 procedures to treat the lumbar spine. Saimamba Veeramachaneni, MD, Director of Clinical Cardiology at The Brooklyn Hospital Center, who was also named a Walter E. Reed Medal 11 12 Award Honoree. At The Brooklyn Hospital Center, Dr. “Sai” completed her internal medicine residency fol- lowed by a fellowship in cardiology, becoming one of the first women in New York to achieve this distinction. Thank you to all of our loyal and generous supporters. See you next year on October 18, 2018!

7. Joe Namath and Eric Adams, Brooklyn Borough President 8. Gary G. Terrinoni, President and CEO 9. Chris O’Connor, GNYHA Ventures; Dean Sheffield; Bert Sansariq 10. Lizanne Fontaine, Trustee; Lana Slootsky; Jon Weld, Trustee 11. Saimamba Veeramachani, MD, Honoree, and Family with Joe Namath 12. Lori Acker, Event Chair; Anders Cohen, DO, Honoree; Barbara Williams

Keeping Brooklyn Healthy Since 1845 21 he Brooklyn Hospital Foundation acknowledges the outstanding THANK Tlifetime contributions from the following individuals and businesses. , Their support and dedication advances YOU The Brooklyn Hospital Center’s essential DONORS role in serving Brooklyn’s communities. $1,000,000–$6,000,000 The Adams Family Comprehensive Equipment Broadlane, Inc. Margaret A. Nagel Trust Anonymous Management Drs. Kenneth Bromberg & Drs. Richard & Rachel Corporation Philippa Gordon $250,000–$999,999 Becker Conifer Health Solutions Brooklyn Nets The Ambrose Monell Dr. & Mrs. Michael Cabbad Cushman & Wakefield, Inc. Bushwick Center for Foundation Dell Marketing, LLP DOPF, PC Rehabilitation & Willard & Eleanor Archie enCourage Kids Dhanan Etwaru, MD Healthcare Brooklyn Sports & Foundation Garbarini & Scher, PC C.V. Starr Foundation Entertainment Seth S. & Sara R. Faison Garfunkel Wild LLC Cammack Retirement and Donald Carswell Forest City Ratner Healthfirst Cammack Health J. Barclay Collins, II Companies Jonas Center for CBRE, Inc. Data Driven Delivery GNYHA Ventures, Inc. Nursing Excellence Center for Nursing and Systems LLC Greater NYC Affiliate of Kaufman Borgeest & Rehabilitation Dr. Harry & Mrs. Frieda Dym Susan G. Komen Ryan LLP Cobble Hill Health Center The Fan Fox and for the Cure Kelley Drye & Warren LLP Ofer Cohen / TerraCRG Leslie R. Samuels Hyundai Hope on Wheels Massey Knakal Realty Constans-Culver Foundation Foundation, Inc. Jzanus Services Elton John AIDS Foundation Lizanne Fontaine & Mount Sinai Health System Med-Metrix LLC Empire BlueCross BlueShield Robert Buckholz Carlos P. Naudon & Family Medical Management Ali & Claudia Esmaeilzadeh GGMC Parking LLC New York-Presbyterian Resources, Inc. The Fishman Family Fund, Lucius N. Littauer Healthcare System Dr. & Mrs. Nelson Menezes an advised fund of the Foundation North American Partners Metz Culinary Brooklyn Community Dr. Eric & Mrs. Gina Moskow in Anesthesia Management Foundation National Grid Madhavi Reddy, MD & New York Congregational Stacy & Jeffrey Friedman Office of the Brooklyn Sarath Reddy, MD Nursing Center GenPath Borough President SeniorCare Emergency Mr. & Mrs. Ellen & Fred Harris Drs. Kiran & Pallavi Patel, Medical Services Stephen P. Palmese Lisandro Irizarry, MD Tampa, Florida C. Swaminathan, MD & The Phoenix Rehabilitation Babu Jasty, MD & The Professional Staff, D. Pramila, MD and Nursing Center Buddhadev Manvar, MD TBHC TD Bank, America’s Most Proskauer Abraham Jelin, MD / Kenny Scharf, Artist Convenient Bank Andrew Randak & William Sloane Jelin “St. George’s University TIAA Laura Saborio Foundation Charles R. Modica, Variety - RestorixHealth Dr. Angela Kerr & Chancellor The Children’s Charity Martha A. & Robert S. Rubin Mr. Curtis Hill Patrick F. Adams, Susan Skerritt & Drs. Vasantha & Chairman G. Richard Olds, $50,000–$99,999 Brian O’Keefe Noah Kondamudi President & CEO” Paul A. Albertson Drs. Gary Almedo Stephens LAZ Parking United Hospital Fund The Allure Group & Susan Ramdhaney Joel & Susan Leitner Dino J. Veronese Armand P. Asarian, MD & Family of Wilbur A. Levin Earl D. & Alma Janet Olivos- $25,000–$49,999 Judy McGrath Gina Ingoglia Weiner Asarian, MD Suryanarayan Anand, MD MetLife Jonathan M. Weld Robert & Joan Catell Apollo Health Street The Hon. Milton Mollen Constance & Dr. & Mrs. Leonard Berkowitz New York City Council $100,00–$249,999 Henry Christensen lll BNY Mellon Maria Fiorini Ramirez & Accuity Delivery Systems Anders J. Cohen, DO Debbie Bowen, RN, RPA-C George Ramirez

22 The Brooklyn Hospital Center Abdul Rehman, MD Brooklyn Plaza Health Resources Dr. & Mrs. Related Medical Center, Inc. Optimization, Inc. Joshua Rosenberg Daniel D. Ricciardi, MD Brooklyn United William Heneghan, MD RTech Healthcare Richard Serra & Methodist Church Home HiTouch Business Revenue Technology, Inc. Clara Weyergraf-Serra Dr. & Mrs. Services LLC RTR Financial Services Dr. & Mrs. Calvin Simons Shalom Buchbinder Hopkins Center for RXR Realty Lenue H. Singletary, III Buena Vida Rehabilitation and The Semenza Family Sodexo, Inc. Continuing Care And Healthcare In Suk Seo, MD The Strebor Family Rehabilitation Center Hospice of New York Mohamed H. Shahjahan Foundation Karen Buono Infinitt North America, Inc. Dr. Sandeep & Stroock & Stroock & Ahmar A. Butt, MD Ingram & Hebron Realty Mrs. Anita Sirsi Lavan LLP CenterLight J.H. Cohn LLP SMPS Family Fund Swanke Hayden Health Systems Robin & Gary Jacobs Daniel Stone Connell Architects Century 21 JPMorgan Chase & Co. Stryker Dental The Whamond Family Department Stores Andrew Kimball / Gary & Celeste Terrinoni Willis Towers Watson Samuel Chan, MD Industry City TGI Office Automation Wyckoff Heights Cicero Consulting Robert & Cynthia Knakal The Time Record Storage Co. Medical Center Associates Korn/Ferry International Transcare The Yeh Family Joan Carney-Clark & Dr. Alice Beal & The Hon. Roberto Valentine / Bikers Ciaran Clark William Francis Kuntz Against Childhood Cancer $10,000–$24,999 Con Edison Kushner Companies Drs. Saimamba & Acadia Realty Trust Christopher M. & Landmark Prabhakar Accenture Mariann Conlon Healthcare Facilities Veeramachaneni The ADCO Group Consensus Orthopedics Drs. Cecille & Visiting Nurse Service of Advanced Contracting The Corcoran Group Patrick Leblanc New York Solutions Crown Acquisitions, Inc. Samuel Lehrfeld Vornado Realty Trust AdvantageCare Physicians Cumberland Littler Waterbridge Capital Albee Development LLC Packing Corp. The Madison Square Weill Cornell Medical Allscripts Dennett Law Offices Garden Company College American Express Company Catherine Derr Mase Coding Services Wellcare of New York American Honda Ruben Diaz, Jr. Meera & Marc Mayer David White Motor Co., Inc. Robert DiGregorio, Karen & Joseph Milano Paul Wong & Family The Amirfar Family: Sam, PharmD The Minarcik Family Dr. & Mrs. Philip Xiao Vibhuti, Asele & Thea Bernard & Isadora Marion Modica XL Catlin AMS Healthcare Drayton Navigant ZDG LLC Mortgage Corporation The Duddempudi Family Newmark Knight Frank, Zone 5 Anonymous Eastern Brooklyn Capital Group Anonymous Medical IPA Deborah Niederhoffer $5,000–$9,999 Atrium Center for ePlus Technology, Inc. Nihon Kohden A&M Electrical Services Rehabilitation Feld Entertainment, Inc. Nixon Peabody LLP Adebayo Adeyinka, MD and Nursing Fiduciary Trust Kenneth Ong, MD Stephen Ajl, MD AvalonBay Company International Onward Healthcare, Inc. Mohammed Aladdin, MD Communities, Inc. Jean G. Ford, MD & John E. Osnato Bassam N. Aldaia, MD Morrell Michael Avram, Amy Bibb-Ford Dr. Peter & Alpha Medical MD, President, NY Fox Rothschild LLP Heather Pappas Equipment of N.Y. Society of Nephrology Nicholas Franco & Richard E. Pearl, MD Anonymous Ballinger Nicole Lawler James Peloquen, MD Apple-Metro, Inc. Vijay Battu, MD Free Country Prescott Fund For Children Arimed Orthotics & BDO Fried, Frank, Harris, & Youth, Inc. Prosthetics Jason R. Bernhard Shriver & Jacobson LLP Prezio Health Farhad Arjomand, MD Bestcare, Inc. Furman Kornfeld & Quarry Hill ASM Mechanical Systems Blue Wolf Capital Brennan LLP Foundation BET Networks Partners, Inc. Goldman Sachs & Co. Drs. Rummana & Elizabeth Bonetti & Family The Boldt Company Joseph J. Guarracino Shafiqur Rahman Robert Bourque Brookfield Properties Ramesh Gulrajani, MD Michael Raimonde Richard Braun Brooklyn Center Pharmacy Aizid Hashmat, MD Drs. Sarah Rawstron & Brooklyn Community Brooklyn Gardens Nursing Gale Stevens Haynes, Thomas Wisniewski Foundation and Rehabilitation Provost, LIU, Richmond County Caledonian Family Health Center Brooklyn Campus Ambulance Centers

2017 Annual Report 23 John F. Carroll, MD Epstein Becker & Green, PC Dr. & Mrs. Frank E. Mintz, Levin, Cohn, Ferris, Stephen S. Carryl, MD Ernst & Young LLP Iaquinta Glovsky and Popeo, PC CCS Fund Raising ESIS Proclaim Implants Medical Sales, Inc. Jacob Mizrahi Woo-Taek Chang, MD Eugene A. Hoffman Investors Bank Bill Moran, SVP/CIO Leroy R. Charles Management, Inc. Island Companies Asha D. Nayak, MD Citibank O. Joseph Falcone, Raymond Iwanowski NK Architects The Clarett Group DPM, FACFAS Anuradha Iyer Nuance Communications Steven H. Coleman Irene Farrelly Himani Janapana, MD Oxford Nursing Home Colliers International Scott Foster Ramakrishna Karibandi, MD Ronald Palmese / Concordance Cindy P. & Sandra & Dennis Kisiel Columbia Utilities LLC Healthcare Solutions James C. Gardiner George J. Laighton Patricia T. Phan, MD Constantine Cannon, PC Romulo Genato, MD Yvette & Ellis Landau Geoffrey Phillips, MD Laurance D. Coppa The Gloria & Howard Lantz, MD Louisdon Pierre, MD Wesley Trent Crable Hilliard Farber Thomas Lowinger, PhD Preferred Home Care of Crothall Healthcare Foundation Spencer Lubin, MD New York Daily News Alan R. Go, MD The Malieckal Family Gloria Rapoport, MD Peter H. Darrow Grafton Data Systems, Inc. Manhattan Labs Dr. & Mrs. Sylvie de Souza, MD, FACEP Stuart A. Green, MD, FACP Lauren & Vijay M. Scott Reminick Deparment of Nursing, Kim Guishard, MD Manthripragada John Riggs, MD The Brooklyn Hospital John Gupta Martin Clearwater & The Risk Management Center Ellen & Scott Hand Bell LLP Planning Group, Inc. DJO Surgical J. Dozier Hasty Marcella Maxwell, Ed.D The Rita and DomaniTech HaysVentures LLC Mega Aid Pharmacy, Inc. Alex Hillman Dubraski & Associates Mary Anne Healy- Antonio Mendez, MD & Foundation Insurance Services LLC Rodriguez, PhD, RN Dolores J. Mendez Rivkin Radler LLP Edison Properties Michael Hochberg, MD Guy & Judith Mennonna RKF Empire General Patricia Huggins Rekha Menon, MD Gloria Rosario Contracting and Joseph S. Hutter Mercy Home Care and Xamayla Rose Painting Hygrade Business Group Medical Supplies, Inc. Paul Rosenfeld

their struggle to attend college Why I Give and graduate.” Like so many with a heart for Brooklyn, Dr. Nathanson’s Helping borough roots run deep. His father was born and raised Kids in here as were his father’s three siblings. After Dr. Nathanson Medical and his wife retired a few years ago, his cousins asked them to Crisis serve as trustees of their fam- ily fund. When they considered ob Nathanson served as organizations to support, they a professor at Long Island thought of TBHC. BUniversity. “Over many years, “TBHC’s Development I received grant money to Office gave us a wish list that support programs for stu- included funding sleeper dents with special needs,” Dr. chairs for parents of hospital- Nathanson says. “Several ben- ized children. Without such efiting from these programs chairs, parents had no place battled sickle cell disease.” to sleep close to their child Dr. Nathanson typically sent and offer much-needed com- class notes to hospitalized fort.” Dr. Nathanson presented read to hospitalized and out- students and visited them, as the idea to his cousins who patient children, and for the well, usually at The Brooklyn support the fund. They were kids to take home. “The won- Hospital Center. “I saw how thrilled and embraced addi- derful work of The Brooklyn TBHC’s care helped these tional ways to help, including Hospital Center needs to be young people move beyond buying books for volunteers to supported,” he says.

24 The Brooklyn Hospital Center Why I Give Totally Sold on TBHC

amayla Rose began for what TBHC does for those with local Brooklyn businesses volunteering on The in need. “I feel it’s one of the and organizations to keep the XBrooklyn Hospital Center’s few hospitals that actually community engaged. Young Leadership Council reaches out to the commu- Ms. Rose, now a Program where young professionals nity and does what it can Strategist for the New York help bridge the gap between to lessen the shortfall so City Human Resources the hospital and the giving many face,” she says. Administration, joined the community. Ms. Rose volunteered and Board of Trustees of The “My brother was born was public in her support. The Brooklyn Hospital Foundation. here,” she says. “Other fam- Young Leadership Council pro- “The hospital’s work is noble,” ily members, too. Many in my vided support for the Pediatric she says. “This is a place not family get treatment here.” Intensive Care Unit and arts just waiting, but rather going Beyond that personal connec- activities for children with ter- out to the community. I’m tion, she has an appreciation minal illnesses. They partnered totally sold on it.”

Roux Associates, Inc. 2017 Mary Beddoe Maribel Camacho RSM US * Martina Bellevue Gladys Cambindo Swayamprabha ANNUAL DONORS Larry Bello Capital One Healthcare Sadanandan, MD Jacques Belotte Gilda Caputo-Hansen Sherly Abraham, MD Deepak Setia, MD / Kim Best Elizabeth Carcamo Nicole Abrams-Wade Glenridge Medical Mousumi Bhakta Richard Cattafesta Rizalina Abuedo, Associates James Billingy Eunhee Cha MSN, RN, CPAN Drs. Sumatilal & Robert Blackburn Anasthasie Charles Annie E. Adams Hemlata Shah Mariluz Blandon Manjula Chatterjee, MD Aergo Solutions Shimadzu Corp. Maureen Bollers-King An Chen, MD Maribel Agosto Stephen B. Siegel Abigail Boston Yong Chi, MD Victoria Agramonte Siemens Ricardo A. Boyce, DDS Child’s Play Charity Ramy Ali Skanska USA Building, Inc. Jacqueline Bravo Linda Chin-Leung Angela Allen, RN Mr. Leo & Mary Bray, MD Kim Clarke Sonia Alleyne, RN Dr. Lana Slootsky Brightpoint Search Nakia Coleman Rebecca Altschul, MD Elizabeth Snell, RN Osvaldo Brito Barbara Collazo Peeyush Amatya Stuart Spodek Brooklyn Academy of Comview Corporation American Messaging St. Jude Medical Music (BAM) Antonio Conigliaro Meghan Amoroso Sunrise Medical Group Brooklyn Chamber of Sarah Contreras Arvind R. Ankireddypalli, MD Thornton Tomasetti Commerce Jane Cordova Vivian Annan, RN Minh-Trang H. Tran Orlando Browne Matthew Cordova Jeeves Antolijao The Trump Organization Peter Browne Elvin Cruz Nancy Atejera, RN Uzoma Ukomadu, MD Michael Bruce CUNY - New York City Raheba Atweh Unitex Jessica Bruzzese College of Technology Robert & Taryn Aulicino Sonia Vinas, MD, John Bryan Wendy Curtiss Pye Aung Michael Mazza, MD Lorna Bryant Darleen Daley Auxiliary Enterprise Board & One Hanson Place Owen T. Buckley Princess Daley of New York City College Pediatrics Latonia Burroughs Jonathan Martinez of Technology Banad N. Viswanath, MD Andrew Burton Dalmasi, MD Edgar Bacchus Washington Square Bahar Bybordi, MD Victoria Dantchenko, MD Keneisha Bailey-Correa, MD Partners Erroll Byer, MD Dahlia Davidson Claudette Bain-Deshong Patricia A. Winston, RN Yvette Byer-Henry, CNM Nyesha Davis-Stancil Sonia Banton Linus Yoe, MD Julio E. Caban, Jr. Cyrus Deas Elizabeth Barker Antonnette Caesar Ma de la loz Labrada Maria G. Ebony Caines Daniel de los Heros, MD Bartholomew-Blaize CallisonRTKL Martha Saenz De Viteri Merlean Bartlett Karine Camacho Ronald Del Gaudio Linda Bastien

Keeping Brooklyn Healthy Since 1845 25 Jorge Delos Santos Vitaly Gimelshteyn Mary Joseph Robert Mitchell Sonia Desikan, MD Tony Goddard Lude Jules Mary Moffett-Etienne Andre DeVeaux Gold Coast Bank Denise Jury Mayur Mohan Joy Dinneen Victoria Gomez Laurie Karten, PA Nalini Mohun Janice Dockett Jahaira Gomez-Ramirez Cynthia Katz, MD Helene Monroe-Vislosky Sarah Dominguez Lindzy Goodman, DDS Ricksford Kellman Olga Morales Sundra Dorsett, RN Google Carl Kenel-Pierre, MD Yesenia Morales, MD Double J Citrus Eric Gordon, MD Srinivas Kesanakurthy, MD Leslie Morris Jill Eisenstadt & Leonid Gorelik, Edmund Kessler, MD Eve Moulden Michael Drinkard DNP, RN, NEA-BC Ishtiaque Amin Khan Kannan Muralikrishnan, MD Edyta Dudzinski Allyana Mae Gorre, RN Harold Kim, MD Ahmed Mussa Nancy Duncan Gotham Surgical Solutions Dinara Klyuchnikova Sakibeh Mustafa Fregens Duvalsaint, MD and Devices Marion & Frederick C. Kneip Mordecai Naphtale Alvin O. Eason Michael Grad Lewis Krata, MD Patricia Nicholas Patricia Edgar Allison Graham Jeff Kridel Kremena Nickolova, RN Sophy Elie Maria Grannum Jason Kubica Suzanne Nicoletti-Krase Vania Elie Angela Grant Steven Kushnick, MD Ilen Abellera Nieva Kimberly Ellis Anisa Green April Ann Lackey Rosalynn Nieves Maria Escalera Chaim Greenfeld Lancaster Pollard Nutricia The Eugene Zitwer Kevin Greenridge Wanda Lay Colito O’Connor Foundation Michael Grillo Richard Lechtenberg Nicola O’Connor, MD Express Scripts Michelle Amy Grossman Ryan Lee Esline Ocvil Thomas G. Falvey / Deborah Guercio Eliza & Franklin Leiter Felix Olivera Sober Agnostics of AA Claudette Guervil Lori Lerma Anthony Olivier Denise Famularo Elizabeth Guevara, MD Audrey Lewis Adewale Omoloju, BS, Carolyn Farhie & Ivelisa Guillen Fudan Li Pharm.D. Judith Schray Fabiola Haidhaqui Nimfa Garcia Lindain One on One FE3 Catalytics LLC Haitian Medical Dean Lindsey Physical Therapy Nelson Ferreras-Arias Association Abroad Barbara Lingley Egondu Onuoha-Nwaokorie Henry Ferstenberg, MD, PC Virender Hak, MD Yingxian Liu, MD Optum Joseph Fetto, MD Kristine Marie Halili Long Island Plastic Natalie Ortiz Rob Fey Bruce Hamilton Surgical Group, PC Jennifer Osmun Natasha Fievre, MD Mario Hamilton Yerk-Ling Luk Gene Pacelli, MD Miriam Figueroa Carol Hanson-Beckles M&T Bank Lillian Palumbo Lucina M. Findlay-DeJesus Terry J. Hardaway Pillai Pallavi Park Sports Kim Flodin Dionne C. Harris Madhusoodhan, MD, DCH Physical Therapy Tom Foley Health / ROI Deborah A. Maharaj Karen Parungo Elizabeth Fontaine Heart Rhythm Associates Leolinda Mangaoang, RN Gina Patrick Kaela Fonzi of New York Linda Manzella-Marcellino Steven Pavlakis Selema Tinsley Forbes Andrew Heath Harout Margossian, MD Pediatric Brain Tumor Brian Fox Heights Nephrology Lynda Martinez-Carde, RN Foundation Francesco Loccisano Margaret Hendry Michael Mascarinas, RN Jeanette Perez Memorial Foundation Valene & Mark Herrera Venra P. Mathurin Rodrigo Pineda Vicki Francis Holy Cross Family Ministries Vijay K. Mattoo, MD Ilana Pister, MD Jean Alfred Frederic Darren Hoyte Ulrica Maynard, RN Yevgeniya Plutova Sherman Frederic Jessica & Jonathan Hsia Kerchelle McDowald Melody Pollard-Dryver Hanzel Friday, MD Huron Consulting Laura A. McGinnis Professional Eddie Fung Wendy Ifill MedCraft Healthcare Physical Therapy Jerome Gaillard Immaculate Real Estate Putney, Twombly, Annaliza Garcia Conception School Joan Mercado Hall & Hirson LLP James Gasperino, Sariful Islam Elourdes Merisma Quest Diagnostics MD, PhD, MPH, DABT Maria Jack-Pierre Microport Orthopedics Katherine Alexus Regalado Adam B. Gasthalter Yvonne Jansen-Pearce Liduvino Millares Marcia Reid Marilyn Gates Robert Jardine Michael Miller Fenton Reis Rosetta Gauntlett, RN Jamie Jarrett Luca Milone, MD Lin Shan Ren Nishan Gebrehiwot Anne-Marie Jarvis Kathleen Marie Minlionica Alicia Resabala Louis N. Gerolemou, MD Alba Jenkins Lena & Alfred Mirabella Rey Reyes Toni Gibson Isiah Johnson Rachel A. Mirabella Keith Reynolds Narissara Gillis Dexter Joseph Patricia Mitchell Pauline Richardson, RN

26 The Brooklyn Hospital Center Why I Give Lending a Hand

n 1976, Patrick F. Adams TBHC’s Interfaith Chapel, important for patients to was one of four founders which will be named for not lose their strength or Iof St. George’s University his family. What’s extraor- faith, which helps them in Grenada, West Indies. It dinary about the chapel through any medical treat- was a school of opportu- plan is that it is truly inter- ment. Having a chapel nity, a place for those who denominational, encom- that serves everyone in needed a different route passing all faiths to create the community will help into the medical field. Its a space that feels welcom- nourish these faiths and students had the passion ing for all. Read these strengths we all cherish.” and the intellect; they just responses written from “As a practicing Catholic, needed a hand. grateful chapel-goers: I personally understand Mr. Adams was there to “I was raised Muslim, the importance of a strong give it. Since the school’s and I remember the first sense of faith, especially founding, 17,000 gradu- day I stumbled upon the in difficult life situations. ates are working in medi- chapel room. I was amazed The patients and families cine around the world. that every faith was rep- at The Brooklyn Hospital Lending a hand once resented; I even called my Center are privileged to again, Mr. Adams gra- parents to tell them.” have access to a peaceful, ciously funded a project “As a native Jewish New reverential place.” to beautify and expand Yorker, I know it is very

Mary Clare Rieser-Heintjes Priya Shah, MD Katherine Stone Ashley Vasquez James Q. Riordan Ruchi Sharma Timothy M. Sullivan Viswanath Vasudevan, MD Yolanda Rivera Lance Shelton Ryan Takemoto Diane Vazquez & Ingrid Robertson Thi Thi Shwe Aileen Tanafranca Philip M. Vazquez, MD Laurie Robinson Samuel Simon Kelvin Taylor Rosa Vazquez Michael O. Robinson Simone Development Andeano Taylor-Sewell Edgar Velazquez, MD Juan Carlos Robles Companies Dori Ten Pratibha Vemulapalli, MD Janice Rodriguez Shaquana Simpson Yu Yu Thar, MD Zhong Wang Miriam E. Rodriguez Missy Sirola Donna Marie Thomas, RN William Warner Daniel Rosenbaum, MD Samantha Slarskey Elizabeth Thomas Dwayne Watson Ann Rosenberg Charles Small Geneva Thomas Molly Watson Xiaofang Ruan Rosa S. So, MD Tomeka Thomas Gilberto Whittacker Bronwyn Rucker Dukuly Soko Diana Rose Torres Sharon Wickes Diane Rutherford Sonny Archer Law Kathia Toussaint Ryan Williams Jilma Saddler Enforcement Foundation Former Congressman Rhonda Wilson Alex Saint Louis Anthony Sookram The Honorable Ed Towns Mary Wong Claudetth J. Samuels, RN, MSN Lamia Soualy & Mrs. Gwendolyn Towns Ronald Woodroffe The Sansone Foundation, Inc. Sarah & Michael Lucy & Peter Trieloff Ashley Wright Alexis Santiago Spieldenner TriTech You Ying Wu Katherine Schleider Spring Creek Rehabilitation Sherlene Trotman, MD Ramy Yakobi, MD, MBA Josh Schneps & Nursing Center Jonathan Tsai Jin Qing Ye Aziza Sedrak, MD Pamela Springer Helena Twumasi Jaime Yun, MD Eli Serur, MD Dr. Frederick & William Vanderwall, MD Bin Zhang Jamil Shah, MD Mrs. Mari Lynn Staton Justin VanNoy

* These generous gifts represent contributions to the 2017 Annual Campaign up to $5,000.

2017 Annual Report 27 You Make the Difference

But it doesn’t rise without sup- t’s easy to look at The port. The many donors who partner Brooklyn Hospital Center, which with us are crucial to all the good Iwill turn 175 years old in 2020, and you see going on. Donors under- think: They don’t need me. They’ve write research studies, purchase been around so long. They’ll always new equipment, fund medical pro- be around. They’re big. They’re grow- grams, enable vital services and ing. They don’t need me. ensure that outreach efforts benefit But, we do. our entire community. Make no mistake, this is a won- The Brooklyn Hospital Center derful time in the life of TBHC. You makes a difference for the million can feel it in the enthusiasm of people in our service area, but you our amazing team as they work make the difference for us. Your daily to improve every patient’s partnership at any level is invalu- experience. You see it in the plan- able. Email Debbie Niederhoffer, Vice ning to upgrade our campus such President and Chief Development as the upcoming new Emergency Officer at The Brooklyn Hospital Department. When an organization Foundation, to learn more is on the rise, you sense it. ([email protected]).

28 The Brooklyn Hospital Center Leadership

HOSPITAL BOARD OF TRUSTEES CLINICAL CHAIRS Carlos P. Naudon Calvin J. Simons, MD J. Barclay Collins, II Jay Lee, MD Chairman Vice Chair Secretary Anesthesia

Anne Elizabeth Fontaine Earl D. Weiner Gary G. Terrinoni Harry Dym, MD Vice Chair Vice Chair President & CEO (ex-officio) Dental & Maxillofacial Surgery Lori Acker John E. Osnato Leo Slootsky Immediate Past Bernard Drayton Stephen P. Palmese Dino J. Veronese Chairman Sylvie De Souza, MD Emergency Medicine Alireza Esmaeilzadeh Maria Fiorini Ramirez Linus Yoe, MD (ex-officio) Jonathan M. Weld Gale Stevens Haynes Andrew G. Randak Joel Leitner Lenue H. Singletary, III Trustee Emeritus Sherly Abraham, MD Family Medicine Vijay Manthripraganda Susan E. Skerritt George I. Harris

Philip Q. Xiao, MD THE BROOKLYN HOSPITAL FOUNDATION TRUSTEES Lab/Pathology Dino J. Veronese Armand Asarian, MD Gary G. Terrinoni J. Barclay Collins, II Chairman Vice Chair President Chairman Emeritus James Gasperino, MD Medicine Harry Dym, DDS Michael Cabbad, MD Deborah Niederhoffer Co-Chairman Secretary Vice President Michael F. Cabbad, MD Obstetrics/Gynecology Lori Acker Leo Ehrline Madhavi Reddy, MD Lenue H. Singletary, III Anders Cohen, DO Buddhadev Manvar, MD Xamayla Rose Jonathan M. Weld Noah Kondamudi, MD Ofer Cohen Carlos P. Naudon Joshua Rosenberg, MD Pediatrics Bernard Drayton Stephen P. Palmese Calvin Simons, MD Himani Janapana, MD Psychiatry HOSPITAL ADMINISTRATION Gary G. Terrinoni Leroy R. Charles Shalom S. Buchbinder, MD President & Chief Executive Officer Vice President, External Affairs Radiology James Gasperino, MD John Gupta Pratibha Vemulapalli, MD Executive Vice President & Chief Strategy Officer Associate Chief Medical Officer & Vice President, Critical Care Surgery Shalom S. Buchbinder, MD Senior Vice President & Chief Medical Officer Dean Lindsey Dhanan J. Etwaru, MD Vice President, Revenue Cycle Urology Mary Anne Healy-Rodriguez, PhD, RN, NEA-BC Senior Vice President & Chief Nursing Executive Doris Lopez Vice President, Ambulatory Services Robert Aulicino COMMUNITY ADVISORY BOARD Chief Operations Officer Judy McLaughlin Vice President, Clinical Integration & Deborah Benson, Secretary Population Health Stacy A. Friedman Chair Senior Vice President & General Counsel Kim Best, PhD, Karen Milano Renee Collymore Guy Mennonna Vice President, Physician Services Senior Vice President, Human Resources Amanda de Geneste-Archer Donald P. Minarcik, FHFMA, CPA Vasantha K. Kondamudi, MD Vice President, Finanace and Budget Samuel Dunston Senior Vice President, Revenue Enhancement Chief Patient Safety & Quality Officer Fulvia Forbes Deborah Niederhoffer Rev. Earl Jones Sam Amirfar, MD Vice President, The Brooklyn Hospital Chief Information Officer Foundation & Chief Development Officer Pearl Jones Armand Asarian, MD, FACS Sharon Wickes Habib Joudeh Vice President, Chief Academic Officer Vice President, Financial Planning Julian Macrone Albert Cerrore Paul Y. Wong Vice President, Budget & Performance Analytics Vice President, Facilities Management Adrina Banks Martin Loretta Patton-Greenidge, MD, Vice Chair YOUNG LEADERSHIP COUNCIL Mohammad Sadique Adam Alshawish Gabby Mann Andrew G. Randak Uzoma Ukomadu, MD Mavis Veronica Yon Alireza Esmaeilzadeh Enrique Naudon Xamayla Rose Justin Van Noy Gary G. Terrinoni, Lindzy Goodman, DDS Stephen P. Palmese Josh Schneps TBHC CEO and President

Designed & Produced by: Jessica Weber Design, Inc. | Editorial/Project Manager: Kim C. Flodin, Senior Director, Marketing & Communications, The Brooklyn Hospital Center | Writer: Paul Cozby | Photography: Paul Colliton (pages 3, 5–15), Rick Schwab (pages 1, 20–28, cover, and inside cover), Kimberly Schneider (page 4) The Brooklyn Hospital Center 121 DeKalb Avenue, Brooklyn, New York 11201 | 718.250.8000 | www.tbh.org