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Stony Brook University Hospital launches meal-ordering app. Photo courtesy Stony Brook Medicine/Rob Tannenbaum

By Daniel Dunaief

From soup to nuts – along with pictures and descriptions – patients at Stony Brook University Hospital can use a new mobile app to order meals during their stays that are consistent with medical advice and that is sensitive to their diets.

With this app, patients can choose the times they want meals, within the 7 a.m. to 7 p.m. schedule, and the specific foods that suit their interests and restrictions.

The response among patients at the hospital, which serves more than 1,500 patient meals a day, has been “very positive,” said Nicole Rossol, Chief Patient Experience Officer at Stony Brook University Hospital. “It’s giving patients more day-to-day control in a hospital setting.”

That empowers patients who can otherwise be confined to their rooms or to the hospital as medical staff monitors their health and brings them for a variety of tests.

The cbord patient app, which allows patients to order food for the same or the next day, provides choices that are consistent with the approach the hospital takes as a part of a patient’s care. Additionally, the app can adjust for a range of allergies and patient dietary needs.

Once patients create a dietary profile, the app can filter food options that include halal, kosher, gluten-restricted, vegetarian, cardiac, carbohydrate-controlled and more.

The app “is not replacing anything,” said Kathleen Logsdon Carrozza, Assistant Director of Food and Retail Services and Registered Dietitian at the Faculty Student Association of Stony Brook University Hospital. “It gives patients another option.” Patients who are tech savvy can use their own mobile devices to order food or, on some floors, they can use a shared mobile device.

Those who prefer can still order food through a call center or by speaking with a dining service worker.

At this point, the hospital has about 45 patients who are using the app, said Alexandra Bush, Nutrition Software Systems Administrator at the Faculty Student Association of Stony Brook University.

App origin

About a year ago, members of SBU attended a conference where they learned about this way of ordering food as an option.

“We wanted to do something that was user friendly,” said Logsdon. “The administration was on board.”

Each food and drink option includes a photograph, which gives patients a chance to consider their choices the way they might at a restaurant.

Last summer, two Stony Brook University students took pictures of each item.

At this point, the app is only available in English, although the hospital has interpreters who can help with patient needs and answer questions.

The app is evolving on almost a daily basis. Bush, who receives daily post it notes with suggestions, recently received a request from a pediatric nurse to add pasta with butter, which is now on the menu.

While the hospital doesn’t have the equivalent of a Yelp review for each dish, volunteers solicit feedback from patients from survey data.

In putting together the menu and developing the app, Stony Brook received considerable guidance from a patient and family advisory council, who teamed up with Logsdon and Bush. The app can be accessed on any app store compatible with Apple and Andriod products.

The council “helped with the education that would be going out to patients,” said Rossol. “It’s really important that we have patients that partner with us to make some of these changes and decisions. They gave us great input and feedback.”

The ability to order meals at a particular time allows patients to dine with their visitors.

“This enables us to offer things to patients in a way we haven’t been able to do in the past,” said Rossol.

By ordering food that better suit patient tastes and interests, the hospital can also reduce the amount of food it discards at waste.

When patients order food at a time when they are out of the room for medical testing, the hospital staff can update the dining crew and revise the schedule.

The person delivering the meal can speak with the nursing staff, who can advise them to hold the food or to repeat the order at a later time, depending on the length of any schedule change.

“We’re looking at ways to enhance the patient experience using technology,” said Rossol. “We are really trying to make the experience the best it can be.”

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Hospital Prez Looks Back at His 34 Years, End of Community Hospitals Across LI

Kenneth Roberts, Mather Hospital president, signs a banner that will be hung shortly outside the hospital to celebrate its 90th year. Photo by Kyle Barr

By Julianne Mosher

It all started with a dream from a local businessman and third-generation shipbuilder who lived in Port Jefferson. 

John Titus Mather passed away in 1928, but he was a huge part of the shipbuilding community during the later 19th century and early part of the 20th century. Before he died, he knew that he wanted to leave a legacy that would help the Port Jeff community for years to come. If only he could see it nine decades later. 

Mather held its cornerstone dedication ceremony May 4, 1929. Photo from Stu Vincent

This year celebrates the 90th anniversary of Mather Hospital, formally known as the John T. Mather Memorial Hospital, named after the man who envisioned the institution. His will clearly outlined that his family and loved ones were to be taken care of, and instructed his executor to “incorporate under the laws of the State of New York a nonsectarian charitable hospital, to be located in said village of Port Jefferson … so designed and constructed as to permit future enlargement, assuming that future needs may justify such action. It is my sincere hope that the citizens of Port Jefferson and vicinity will give their liberal and devoted support to said institution and endeavor to make it a success and a credit to the community,” the Mather website stated. Today, the hospital is decorated with a nautical theme to honor its founder. 

Opening Dec. 29, 1929, the hospital became a staple on Long Island, featuring 54 beds and state-of-the-art technology of its time. 

“Mather Hospital was the first community hospital in the Town of Brookhaven,” said Kenneth Roberts, president of the hospital. “So, for a long time, it was the gem of the community and it remains so to this day.”

And every 10 years or so, it seems like the hospital is adding a new service or wing, constantly evolving to become better than before. In 1962, a new surgical suite, emergency facility and an intensive care unit joined in. The expansion resulted in additional beds, totaling 110. A new psychiatric unit was added in 1973, upgrading the hospital to 203 beds and by 1997, the hospital reached its
current bed count of 248 spots. 

The reason for the constant upgrades was to continue better serving the community, the hospital president said. 

“Technology has changed dramatically,” Roberts said, “And has changed the delivery of health care here.”

Roberts became president of Mather in 1986 and has pioneered dozens of changes throughout the campus. For starters, people don’t smoke on the campus, anymore, which if one weren’t around at that time, came as a shock to the multitudes of hospital staff who weren’t shy of smoking. 

Mather Hospital was also the first hospital on Long Island, including Brooklyn and Queens, to have a successful in vitro fertilization program that started up in 1988. Being a leader in that program, it eventually became available elsewhere, so in 2008, the program closed to make room for others. 

“We just change with what the community needs,” Roberts said. 

Alongside the hospital, Roberts has also seen the community expand. 

Mather Hospital’s original facade. Photo from Stu Vincent

“I think it’s grown a lot,” he said. “Obviously the traffic, the expansion, the adding of lights on 347, the construction of the third lanes… there’s been a lot of growth in housing and in population out in this area. So basically, we made an attempt to change with the needs of the population.”

As the area grew, so did the competition from St. Charles Hospital down the road, and Stony Brook University Hospital just 15 minutes away. 

“We were the first community hospital and then St. Charles converted itself from a polio institution to a community hospital and we work closely with them to not compete in major services,” Roberts said. “But at the same time, to provide all the services that the community needed.” 

When St. Charles redesigned itself to a hospital in the 1940s, it actually ended up helping Mather which was at 120 percent patient occupancy. 

In 2013, it was recognized as a Magnet-designated hospital by the American Nurses Credentialing Center, which recognizes health care organizations for quality patient care, nursing excellence and innovations in professional nursing practice. 

Mather employs over 2,600 people, and has more than 600 staff and affiliated physicians. In 2016, the hospital cared for more than 12,500 inpatients and over 40,000 emergency patients. 

In December 2017, Mather formally joined the Northwell Health system as its 23rd hospital, something the hospital president constantly lauded. 

“It was a once-in-a-century decision going from an independent hospital to joining a larger system,” Roberts said. “Once you join a larger system, you’re in that larger system forever and it’s a big decision to make. We were extremely happy and pleased with the amount of resources that Northwell brings to the table.”

A group of nurses at Mather during its early years. Photo from Stu Vincent

Roberts added that there are no independently owned community hospitals on Long Island anymore. It’s a trend that’s predicated on costs and need, something, he said, a single standalone hospital would have a very difficult time doing on its own. Roberts said he sees a future where all hospitals and similar institutions are consolidated under just four or five health care companies.

“There’s a whole host of reasons why hospitals are going the same route, like all the other industries,” he said. “We see in the whole economy everybody’s changing: Airlines are basically consolidating, the big accounting firms … newspapers are consolidating.”

And although things have changed at Mather, Roberts is happy with what the
future holds. 

“I think that the future of Mather Hospital looks very good because of our affiliation with Northwell,” he said. “The services we will provide on a very high-quality basis, and we will continue to innovate and provide the services that the community needs.” 

He added that he is waiting on an approval to start a cardiac catheterization and electrophysiology service at Mather, and plans to grow its outpatient care over the next decade.

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Dr. Edmunde Stewart had a passion for riding horses. Photo Courtesy of the Steart family

By Vicky Stewart

Dr. Edmunde Andrew Cameron Stewart, 80, died Dec. 6 in St. Charles Hospital in Port Jefferson, surrounded by the love of his family. Stewart had been fighting pneumonia. For the past several years, after being diagnosed with chronic obstructive pulmonary disease, his lungs were compromised.

The Stewart family is most known for living on Old Field Road for many years, where he and his wife, Norma, raised their three children. Stewart was an orthopedic surgeon working at St. Charles Hospital and Mather Hospital, serving as the chief of orthopedics at Mather, for many years, and as a past president of the medical staff at both St. Charles and Mather. He had a private practice on Elm Street in Port Jefferson.

Stewart was also an exceptional equestrian and had a passion for foxhunting. He was the master of the Smithtown Hunt Club and a president of the Smithtown Hunt Horse Show. He is remembered affectionately by fellow foxhunters as “Doc” as he would often help injured riders, during a foxhunt. For many years, he moderated the hunt breakfast, to benefit the museums at Stony Brook. He also served three terms as a trustee for the Village of Old Field.

Although medicine and horses were his passions, his greatest love was his family. Right until the end, with family by his side, he was letting them know how much he loved them.

His legacy will live on through his loving family, who adored him. He leaves behind his wife of 56 years, Norma; his son Greg; daughters Victoria and Gillian; and son-in-law Juan. He was a loving grandpa to his four grandchildren, Olivia, Cameron, Benjamin and Emilia, all who affectionately called him “Deda.”

Stewart was a native of Dundee, Scotland. He was predeceased by his father Andrew Stewart, mother Winifred Byrd Lennox and sister Winifred Lennox Govan.

Stewart entered St. Andrew’s University Medical School in Scotland at the age of 17. Upon graduation in 1961, he did two specialty residences in Scotland: internal medicine and orthopedics. In 1962-63, he taught anatomy at St. Andrew’s University. He came to the United States in 1963 and served his residency in orthopedics at Nassau Hospital, Meadowbrook Hospital and here at St. Charles. He became a fellow of the American Academy of Orthopaedic Surgeons in 1971, and the following year he received his fellow of American College of Surgeons. He also served in the Army Reserve, as a reserve commissioned officer  for the United States Army.

The doctor was a man of many talents. His children remember him playing the trumpet and the piano. Prior to entering medical school, he had spent many years on the stage, as a member of the Dundee Repertory Theatre, with starring roles in productions of “Oliver Twist” and “Great Expectations,” to name a few. At the same time, although busy on the stage and with his studies, Stewart managed to find some time to participate in one of his favorite sports. For two years, he was the junior champion of the West End Lawn Tennis Club, a prominent private tennis club in his native Dundee.

While at St. Andrews, Stewart was a member of the university’s fencing team, touring England, Ireland and Scotland and in the process obtaining his “full blue” for the university.

He was laid to rest Dec. 10 at the Caroline Church of Brookhaven in Setauket, on a beautiful sunny day, with a bagpiper playing “Amazing Grace,” in the distance.

“Every man dies, not every man lives” is a quote he was fond of, by William Wallace, a freedom fighter from Scotland near the end of the 13th century. This quote is a great testament to the fact that Stewart truly lived and lived with passion, until the very end. His fighting spirit and love for life will live on in all who knew him.

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So much for well made plans. It was to be a milestone high school reunion this past weekend, a classmate was coming from Denver to stay with me, and we would attend the reunion together. I have known her since seventh grade, and for whatever reasons apparent only to middle school kids, we had nicknamed each other then “Salmon” and “Clambroth.” We giggled about that over our cellphones, temporarily traveling back in time 60 years, as we arranged the logistics for the coming event.

She had been one of the shortest girls in the class and I was one of the taller, so our classmates inevitably referred to us as “Mutt & Jeff” as we walked the halls. Would anyone besides us remember that? More than 50 women out of the original 225 in our all-girls school were coming into New York City or already there, and it promised to be a grand gathering.

My friend was already flying east Thursday morning when I climbed out of the shower and fell on my back in the bathroom. The pain was sharp and immediate. In an instant the much-anticipated weekend evaporated before my eyes. Never mind the weekend. I was going to be lucky if the bones on the left side of my body — my shoulder, elbow, forearm, ribs and hip — weren’t broken. None of the surfaces in the bathroom are forgiving, and I had cracked against the wall of the tub. The vision of walking into reunion was replaced by my coming home from the hospital in a body cast.

I realized I was screaming as I lay on the ceramic floor and had been for a number of seconds to no avail. There was no one else home. I screamed some more, just because I could, then began the miles-long crawl to my bedroom. For some unaccountable reason, I thought I would feel much better if I could get into my bed. Silly me, I couldn’t even stand. Nor could I stop shaking. I was able to pull the phone off the table, however, and I called a dear friend who fortunately was home and had rescued me before. Together we drove to the hospital.

That was only a 10-minute trip, but I felt every pebble and bump in the road. The hospital personnel were wonderful. They wheeled me into the emergency room, and after some inevitable paperwork but not much of a wait, I was helped onto a bed between two curtains and my date of birth corroborated several times with the paper bracelets on my wrist. An empathetic physician’s assistant greeted me and asked what had happened. Then came the X-rays.

Of course they were going to X-ray the places that hurt, and I tried not to scream during the many rearrangements of my body. The process seemed to go on forever although I had no idea of time, and then it was over. I joined my angelic friend between the two curtains and squirmed in bed, searching for a pain-free
position as we waited for the results.

The PA came with good news and bad news. My shoulder, elbow, arm and hip were badly bruised but not broken. In fact they were already turning colors of the rainbow amid the swelling. But my back, the area of greatest pain, had what seemed like a new compression fracture. I had endured that trauma before, and the PA couldn’t be sure it was a new or old injury. And there wasn’t much the PA could do except recommend a painkiller, preferably Tylenol, and send me home.

Imagine the reaction of my Denver friend when she completed the 2,000 mile trip to my house, only to find me laid out in my living room and still shaking. She did go the different events of reunion weekend, and through her descriptions and the texts and emails from those gathered, I was able vicariously to enjoy hearing what they talked about. I think before the next milestone reunion, I won’t shower.

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Members of Mather Hospital’s leadership team break ground on a new ambulatory surgery center in Port Jefferson Station Nov. 22. Photo by Kevin Redding

With construction officially underway in a secluded lot on Route 112, North Shore residents are one step closer to an efficient and cost-effective surgery center that will provide in-and-out care to its patients while eliminating many of the hassles associated with visits to the hospital.

On Nov. 22, staff from John T. Mather Memorial Hospital and 19 community surgeons stood on the site in hard hats and broke ground on what will be the freestanding Port Jefferson Ambulatory Surgery Center in Port Jefferson Station. The outpatient facility will feature six operating rooms equipped to handle procedures in orthopedics, ophthalmology, pain management, general surgery, neurosurgery and otolaryngology. The project, which cost approximately $12 million and has been in the planning stages for about five years, will be far less expensive to run than a hospital, which means cost savings for patients and the health care system overall. It will also open up more space at Mather for patients that require a more complex procedure and a lengthier hospital stay.

“…at the surgery center, you seem to be able to get in and out more efficiently and that saves you personal time, saves money, and saves cancellations. It just makes the overall patient experience so much better.”

— Michael Fracchia

Those involved in the project said they hoped for the facility’s doors to officially open in the summer of 2017. For now, though, they’re just pleased things are finally moving forward.

“As we’ve been saying — at long last,” Kenneth Roberts, chief executive officer of Mather Hospital, said during the groundbreaking. “We’ve been working on this project for a long time now, so we’re very happy to see it finally getting pushed forward.”

During an indoor celebration after the groundbreaking ceremony, Mather’s Director of Orthopedic Surgery Michael Fracchia said he was excited about what the center will mean for the community.

“People love these types of facilities because they can get in-and-out service and it’s truly less intrusive on their lives,” Fracchia said. “If you have something done in a hospital, it’s always an all-day event, no matter what it is. But at the surgery center, you seem to be able to get in and out more efficiently and that saves you personal time, saves money, and saves cancellations. It just makes the overall patient experience so much better.”

Fracchia said the facility will be able to run more efficiently because it won’t need the sort of complex technologies often found in hospitals. A patient might need an intensive care unit or an MRI or CT scan, he said, and while these are wonderful technologies, they’re also expensive and require maintenance. By eliminating these systems, the surgical centers can treat more patients at a quicker pace.

“We want to provide more care,” said Brian McGinley, orthopedic surgeon and president of the project. “We can potentially do more while maintaining our inpatient surgery at Mather. The community will have access here, rather than having to go to Nassau County or into the city.”

McGinley said that while planning the project, the team interviewed many companies that specialize in developing ambulatory service centers around the country. They found a fitting partner in Pinnacle III, a company based in Colorado that has successfully facilitated the opening of comparable facilities nationwide. This will be the first Pinnacle III facility in New York State.

In a press release, Robert Carrera, the CEO/president of Pinnacle III, said the company is excited to partner with and assist the local physicians as well as Mather Hospital in bringing high quality and cost-effective services to the Port Jefferson area.

The doctors all agreed on the project’s mission: to provide cost-effective quality health care to as many people on the North Shore as possible.

“You come in here, you drive in, you get taken care of and you don’t have to go through all the hoops that you would at a hospital,” Port Jefferson-based general surgeon Nicholas Craig said. “The doctors have all been in the community for a long time. We not only work here, we live here, so you get taken care of by people who care about their community … and when you care about your community, you care about the people in your community, and that’s what this is all about.”

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Splashes of Hope staff members pose. Photo from Heather Buggee

By Wenhao Ma

Splashes of Hope, a nonprofit organization based in Huntington that provides murals for medical and social service facilities to create welcoming environments that facilitate healing turned 20 this past month.

Years ago Heather Buggee, creator of Splashes of Hope, was just an art school student with a close friend who was suffering from Hodgkin’s Disease. While he was being treated, Buggee said the two friends talked about how positive imagery and an appealing environment would help patients relax and support the healing process while they stayed in a hospital.

Her friend did not survive the illness— but Buggee decided to keep their dream alive.

In 1996, Buggee created Splashes of Hope.

“Environment is very much a part of the healing process,” Phil Rugile, president of Splashes of Hope board said in a phone interview. “Splashes fills that gap, and if nothing else gives a child a few minutes of respite from whatever scary event brought them to the hospital in the first place.”

Senior mural artist, project manager, and daughter of Buggee Sarah Baecher said the organization was started in her mother’s basement. Now Splashes of Hope is located inside Coindre Hall, a mansion built in 1912 that is now owned by Suffolk County, fit with an office and art studio. They have been there for the past 15 years.

There are four artists working daily in the office, but Baecher said the nonprofit has more than 50 volunteers on Long Island and more than 100 nationwide. With the help of volunteers, Splashes of Hope has worked on projects across the country and world.

“To date we have ‘splashed’ thousands of focal points and murals in children’s hospitals across the U.S., local Veteran’s homes, shelters, psychiatric clinics, cancer centers, nursing homes, orphanages in Ukraine and hospitals in Paris, Cairo, Nicaragua and Rome,” Buggee said in an email.

To create murals, artists would first visit the hospital or facility to see how their creation would best fit in the room. Then they can either paint directly on the walls in the facility or on removable panels in their studios, which are later installed in the facility.

“We work with the staff in the hospital and see what kind of theme they need for patients,” Baecher said. “In asthma centers, we want something where you can breath, like an open sky with some birds flying around. In psychiatric centers, you don’t want stimulus. We do a lot of open water scenes.”

Other than painting for public facilities, Splashes of Hope also does murals for the bedrooms of children with life-threatening illness, with artwork that shows off their favorite things.

Ethan Chang, 13, is one of the children who received a mural , Chang has degenerative brain disease, and five years ago, he was granted a wish by Make-A-Wish Foundation, an organization that grants the wishes of children with life-threatening medical conditions. Dave Gussaroff, who was Chang’s “wish granter” at that time, called Splashes of Hope and asked if they could do a mural for Chang’s bedroom.

Since then, Chang and his parents, Thomas and Ann-Marie, have been involved with the organization. According to his mother, Ann-Marie, Chang loves painting with Baecher and Buggee, and several of his paintings are now hung in the organization’s studio.

“I’m here because of [Buggee],” Ethan’s mother said in an interview, who is now a volunteer for Splashes of Hope. “She got my son interested. Then he brought my husband and me in. You can feel her love and passion for what she does and it makes you want to be a part of it. There’s a million places that we could have chosen and wanted to spend time and volunteer for. And we have done volunteer work for other organizations. But when you come here, there’s a different feel.”

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File photo

Winter weather has affected blood donations, and Port Jefferson’s John T. Mather Memorial Hospital, located at 75 N. Country Road, will hold a blood drive on Monday, March 7, to help.

According to the hospital, snow caused many blood drives to be canceled; so the community needs donors to help keep cancer and surgery patients, accident and burn victims, anemic patients, newborns and their mothers and AIDS patients alive.

The Mather event — which will run from 6:30 a.m. to 6:30 p.m. in Conference Rooms 3, 4 and 5 — is open to everyone and no appointment is necessary.

Free valet parking is available at the main entrance.

Donors will receive candy, McDonald’s certificates and a gift card to Panera or Target.

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A view of a healing garden at Mather Hospital’s new pavilion. Photo from the hospital

New facilities at John T. Mather Memorial Hospital aim to reduce infection rates and bring more doctors to the area.

The Port Jefferson hospital recently dedicated its new Arthur & Linda Calace Foundation Pavilion, adding more than 28,400 square feet of space to the north side of the hospital that is being used to house patient rooms as well as medical offices and conference rooms.

According to Mather spokesman Stuart Vincent, there are 35 one-bed rooms in the new pavilion. Rather than using the space to add to the hospital’s 248 beds, beds were moved from existing double rooms into the new pavilion, creating 70 new single-bed patient rooms throughout the hospital.

A view of a patient bedroom at Mather Hospital. Photo from the hospital
A view of a patient bedroom at Mather Hospital. Photo from the hospital

Taking away those 35 double rooms and adding the 70 single rooms means “for the first time, the majority of rooms at Mather are now single-bedded, which aids in both patient healing and in reducing the risk of infection spreading among patients,” Vincent said in an email.

The patient rooms in the new pavilion will be used for intermediate care and will each have their own medication cabinet and a computer for managing patient information, according to Vincent. The unit also keeps nurses close to patients, with nursing stations throughout the floor.

Joseph Wisnoski, CFO at Mather, said in a previous statement, “A single-bed patient room is no longer a luxury, but the standard for hospitals across the nation.”

That patient unit is located above two floors of new offices and conference rooms and a 180-seat conference center. When the hospital broke ground on the expansion project two years ago, officials said the office space would be used to combat a shortage of primary care physicians by training more of those professionals — who would then hopefully stay in the area — in a graduate education program that includes seminars and symposia.

The pavilion is Mather’s first expansion in more than a decade, and Vincent said it is the sixth expansion since the hospital opened in 1929. It was named for Arthur and Linda Calace, the primary donors on the project, who raised their family nearby and wanted to give back to the community. The Calaces and other donors combined to cover $5 million of the total construction cost.

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Dr. Frederick Schiavone with emergency medicine residents in the Clinical Simulation Center. Photo from Melissa Weir

Stony Brook is sending some fresh faces to one of its neighboring hospitals.

Earlier this month, Stony Brook University Hospital heralded in a new partnership with John T. Mather Hospital that will transition the Port Jefferson facility from a community hospital into an academic teaching hub. But that doesn’t mean Mather will be losing its community-centric feel, hospital officials said.

The partnership began in 2012 when Mather officials started seeking advice from Stony Brook Medicine on how to establish a new graduate medical education program, and quickly evolved into Stony Brook Medicine’s sponsorship of the program. Mather welcomed its first class of 19 residents studying internal medicine in July 2014 and it has been all-systems-go ever since. And if all goes well, Mather said it aspired to reach 100 residents at the end of five years.

“It’s an investment in the future,” said Dr. Joan Faro, chief medical officer at Mather, who works as the site’s designated institutional officer for the graduate medical education team and initially reached out to Stony Brook Medicine to explore the partnership. “Our standards will be as high, or even higher, as they have been as they are passed down, and we are so fortunate to take advantage of [Stony Brook Medicine’s] expertise and guidance.”

Under the new system, Stony Brook’s graduate medical education program reviews Mather’s selections for residency program directors and then Faro sends recommended candidates back to Stony Brook. The candidates are then interviewed and authorized for appointments. When Mather residents graduate, they will receive a Stony Brook University Hospital crest alongside the Mather crest on their graduation certificates.

With Stony Brook Medicine’s help, Mather has instituted its own de facto recruiting system for promising prospects in the medical arena. By inviting residents into Mather, the hospital is not only ingraining its culture into the learners at an early stage, but it is also setting them on a path that could potentially lead to long stays working there, Faro said. And with the recent opening of a new 35-bed facility on the Mather campus, the time could not be better for residents to be learning on-site.

Dr. Frederick Schiavone, vice dean of the graduate medical education program at Stony Brook Medicine, teamed up with Carrie Eckart, executive director of the same program, to help transition Mather into an academic teaching hospital over the past year and said it could not be going more smoothly, as Mather’s staff steps up to new teaching roles.

“It’s a passion,” Schiavone said. “People like to teach, love to teach. It’s built into what being a doctor means. When residents thank us for helping teach them, you couldn’t ask for a better reward.”

One of the benefits of becoming a teaching hospital for Mather, Faro said, is that the staff are required to stay on top of the latest developments in medical education and training, which means that Mather’s patients receive advanced methods of health care delivery. Schiavone said the affiliation was ideal for Stony Brook Medicine as it allows staffers to train residents from the beginning as they are brought up throughout the system.

“We need to reach out to our community,” Schiavone said. “The focus is always to deliver the best health care in Suffolk County. Mather’s success is our success.”

And by putting collaborative patient care at the center of the model of delivering health care, Schiavone said Stony Brook Medicine was benefitting from having more residency spots to dole out.

Having residents under the same roof as Mather’s experienced medical professionals would only raise the level of care the community hospital provides by reinforcing the facility’s standards, Faro said.

Editor’s note: This version of the story was updated to correctly reflect the number of residents Mather has taken in as its inaugural class.

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Huntington neurosurgeon touts procedure’s success

This diffusion tensor imaging shows the patient’s nerve, brain and other tissue matter surrounding the white mass, which makes it easier for surgeons to diagnose and treat their patients. Photo from Ericca Ardito

When Jean Noschese’s left hand started to go numb, she didn’t expect her doctor’s visit to lead to brain surgery at Huntington Hospital, where she met Dr. Robert Kerr, a neurosurgeon who had a new way of operating on the brain.

On Oct. 16, 2013, Noschese experienced a head-on collision while driving in Hauppauge. The car accident left her in need of several surgeries, including ones to repair her rotator cuff and replace her hip. But it was when she started losing sensation in her left hand, in 2014, that she went to a specialist. Noschese, who initially wondered if her issue with her hand was related to her crash, was rushed to the hospital after her hand specialist thought Noschese was experiencing a stroke.

But instead of a stroke, the doctors found a three-by-four-centimeter lesion on the right side of her brain that caused paralysis on the left side of her body. Her lesion wasn’t caused by the crash, but from Noschese’s breast cancer that had metastasized to her brain. Noschese was diagnosed with breast cancer in 2005.

Doctors wanted to perform brain surgery the following day, on Dec. 22, 2014, according to Noschese,

“It’s overwhelming to hear that you need brain surgery,” she said.

A large mass is located in the left hemisphere of the brain prior to the operation where Dr. Robert Kerr used Synaptive Medical’s BrightMatter Plan. Photo from Ericca Ardito
A large mass is located in the left hemisphere of the brain prior to the operation where Dr. Robert Kerr used Synaptive Medical’s BrightMatter Plan. Photo from Ericca Ardito

But Kerr, who met with Noschese when she entered the hospital, reassured her and reviewed the procedure with her. A new brain-mapping technique, using the Synaptive Medical’s BrightMatter Plan product, involves several new tools, including a highly engineered tube that splits brain tissue fibers and allows neurosurgeons to access difficult and deep parts of the brain easily. The procedure also utilizes a fiber optic, high definition telescope that creates a “cone of visualization” that allows surgeons to clearly view all planes of the brain they are working on.

The technique also features a procedure called the myriad, which uses a blunt suction device that peels off tumors from dangerous or sensitive areas without damaging surrounding areas in the brain.

“Traditionally, surgeries for deeper regions actually involve destroying a certain amount of tissue to get to the target area,” Kerr said.

According to Kerr, in traditional brain surgeries, metal retractors are used to create a pathway so surgeons can access target areas of the brain. Doctors use the retractors to pull the edges of the brain apart and create a pathway.

Kerr said the issue with this technique is that, regardless of how careful a surgeon is, he or she may still push on these retractors, which widens the pathway the surgeon created from surface of the brain to the target area. As a result, the patient is left with a hole in part of the brain, which means the patient will take longer to recover from the surgery.

Stony Brook Medicine Neurosurgeon Dr. David Chesler said Synaptive Medical’s BrightMatter Plan procedure is only appropriate under certain circumstances.

“Tumors that come right to the surface, where they’re easily approachable, I don’t think there’s any benefit to using this technique, because the tumor is right there,” Chesler said. Chesler took a course for the procedure about two years ago. While he thinks the technique is beneficial, he does not think it is a be-all and end-all procedure for brain surgery.

While the procedure is minimally invasive, may decrease the chance of injuring the patient during the operation and allows surgeons to approach lesions or blood clots, Chesler said there are some downsides to the technique. He said that the technology of this technique is not new, but simply creates a new system that makes it easier for surgeons to implement.

Additionally, minimally invasive procedures double or triple the length of an operation, depending on the surgeon and the nature of the surgery. Surgeons who may not be very experienced may leave parts of lesions or tumors and blood clots behind because of limited visualization.

A large mass is located in the left hemisphere of the brain has been removed with the use of Synaptive Medical’s BrightMatter Plan. Photo from Ericca Ardito
A large mass is located in the left hemisphere of the brain has been removed with the use of Synaptive Medical’s BrightMatter Plan. Photo from Ericca Ardito

Surgeons can only see what is at the end of the tube, which is around the diameter of a dime.

Kerr said this procedure will decrease patients’ recovery time. Patients are usually tired following the surgery and require extensive amounts of rest before they are discharged from the hospital. Noschese, however, was alert and speaking two hours after the surgery. Not only did she regain sensation in her hand, but she was also able to grab and hold onto a variety of objects.

Chesler, like Kerr, said patients who receive traditional surgeries for deep-seated lesions or blood clots can do well. He said his patients’ deficits were more related to the “structures involved with the tumor,” as opposed to the approach used. Chesler has seen both good and bad outcomes from this technique

According to Kerr, few surgeons are using this technique.

“Neurosurgeons are skeptics and slow adopters and I think that’s appropriate,” Kerr said, explaining why more surgeons may stick to traditional brain surgery practices.

While Chesler said the procedure should be used for the right case and with an experienced surgeon, he said staff are looking to adopt this technique at Stony Brook University Hospital. Chesler, who does both pediatric and adult neurosurgery, said he is simply looking for the right case. Recently he hasn’t come across a case that calls for the technique.

Doctors must demonstrate the procedure and illustrate its benefits when introducing the technique to the hospital. Hospitals need to invest in the procedure for a surgeon to officially implement it.

Although Chesler said there are other systems that surgeons can use to reach a similar goal, Kerr said the technique is a glimpse into the future of this type of surgery.

“I think this technology reflects the future of neurosurgery and accessing deep-seated lesions in a kinder, gentler, more precise way,” Kerr said. “I think this is representing a future paradigm shift in the way that brain surgery is done, and I think that we will see many more adopting this in a very short period of time.”

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