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Crouse Health offers shockwave technology for heart patients
SYRACUSE, N.Y. — Crouse Health is now offering patients with “severely calcified,” diseased coronary arteries a new, minimally invasive treatment option. It uses sonic pressure to “safely break up” calcium blockages that can reduce blood flow to the heart, the health-care provider said in a Jan. 11 news release. The shockwave technology — also known […]
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SYRACUSE, N.Y. — Crouse Health is now offering patients with “severely calcified,” diseased coronary arteries a new, minimally invasive treatment option.
It uses sonic pressure to “safely break up” calcium blockages that can reduce blood flow to the heart, the health-care provider said in a Jan. 11 news release.
The shockwave technology — also known as intravascular lithotripsy or IVL — enables physicians to fracture the calcium deposits using sonic-pressure waves “so the artery can be safely expanded, and blood flow is restored with the placement of a stent and without unnecessary complications,” Crouse Health explained.
As people with coronary-artery disease age and their condition progresses, plaque in their arteries turns into calcium deposits, which can narrow or block the arteries. Physicians often use stents to open narrowed or blocked arteries to restore blood flow.
Of the approximately 1 million patients who undergo stent procedures each year, 30 percent have problematic calcium that increases their risk for serious complications, Crouse Health said. It’s because the bone-like calcium deposits make the artery rigid and “more difficult or impossible” to reopen with conventional treatments alone.
Such treatments include balloons deployed by a catheter and inflated under high pressure to break up the calcium, Crouse noted.
In contrast, Dr. Joseph Battaglia, Dr. Anil George, and Dr. John Ulahannan — interventional cardiologists with Crouse Medical Practice — use shockwave technology to insert a catheter into the artery and inflate a balloon to a low pressure.
Shockwave IVL delivers sonic-pressure waves that gently break up the calcium deposits in the artery wall. After the calcifications are broken up, the cardiologist expands the balloon to prepare the artery for stenting to improve blood flow, per Crouse Health.
Approved by the U.S. Food & Drug Administration for coronary use in 2020, shockwave IVL historically has been used to break up kidney stones through lithotripsy, Battaglia said. The treatment has “proven to be extremely safe and effective” in disrupting rigid calcium deposits in coronary arteries.
Funding for the new technology was made possible by a donation from Diane and Bob Miron, longtime Crouse Health supporters and major donors to the Diane and Bob Miron Cardiac Care Center at Crouse.
“We are grateful to the Mirons for their generous and continued support of our cardiac program, which allows us to provide patients with the latest and safest innovations to treat heart disease and improve lives,” Battaglia said in the release.

NDMS helps Upstate University Hospital ER handle COVID cases
SYRACUSE, N.Y. — A group that describes itself as similar to a National Guard unit has been helping the emergency department at Upstate University Hospital treat an influx of COVID patients during the Omicron wave. The federal National Disaster Medical System (NDMS) has been helping the Syracuse hospital as it faces more COVID-19 cases while
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SYRACUSE, N.Y. — A group that describes itself as similar to a National Guard unit has been helping the emergency department at Upstate University Hospital treat an influx of COVID patients during the Omicron wave.
The federal National Disaster Medical System (NDMS) has been helping the Syracuse hospital as it faces more COVID-19 cases while short on staff from the firing of health-care workers who didn’t adhere to the state’s vaccine mandate.
The visit by the NDMS was announced Dec. 31 as part of Gov. Kathy Hochul’s Surge 2.0 plan, the hospital said.
“At a state’s request, NDMS provides personnel, equipment, supplies, and a system of partner hospitals work together with state and local personnel to provide care when Americans need it most,” as described at the website of the Office of the Assistant Secretary for Preparedness & Response of the U.S. Department of Health & Human Services.
“We get called up where there’s a need,” Timothy Tackett, team commander with the disaster medical-assistance team of the National Disaster Medical System, said as he began his remarks.
Tackett, who is from Arkansas, spoke Jan.7 inside Upstate Medical University’s Institute for Human Performance.
The NDMS has been at Upstate since Jan. 3. The 31-member team comprises physicians, pharmacists, advanced health-care practitioners, nurses, paramedics, and logistics staff. The team was slated to work alongside Upstate staff through Jan. 14 to augment operations of the emergency department, the hospital said.
“We continue to do this mission across the country, but we’ve been really really happy with our integration and interface with the staff here. It’s been great,” Tackett said. “We’ve been well received and are able to jump right in and help with [the] case load in the emergency department.”
Approaching the two-year mark since the COVID-19 pandemic began and facing this latest wave, Upstate University Hospital is entering into it with “a lot less staff that we had at the beginning of the pandemic,” Dr. William Paolo, chief of emergency medicine at Upstate, said to open his remarks.
Fewer staff members means fewer people to monitor those recovering in hospital beds, so those who are sick end staying in the emergency department “a lot longer,” Paolo said.
“So, a team like this comes in and what they’re able to do for us is free up our staff and free up space by providing direct patient care, opening beds, allowing us to offload ambulances faster, pull people out of the waiting room. They’ve been integrated into our waiting room such that they’re seeing people in our waiting room,” Paolo explained.
Those involved in the NDMS have a “passion” for the work as they must leave their homes, families, and regular jobs to help a medical facility in different location, Tackett said, noting he’s been involved with the NDMS since 1988.
Before arriving in Syracuse, the team handled a similar role in Portland, Maine and has previously helped a hospital in his home state of Arkansas.
When asked if treating the number of cases in the Upstate University Hospital emergency department is sustainable after NDMS leaves, Tackett replied that he really doesn’t know but is hopeful.
“If we look at the projections, it looks like we’re going to be leaving as the peak is over and we’re headed downhill. But it’s hard to predict,” he noted.
Tackett went on to say that he’s been deployed more in the last two years than he has in the last 30 years but calls it “a way to serve.” A lot those involved in the NDMS have been part of the organization for 20 years.
“You’ve got to love it to do it,” he concluded.

New executive director starts at Onondaga County Medical Society
SYRACUSE, N.Y. — Julie Panna has been working in public relations for more than two decades and has brought that experience to her new role as executive director of the Onondaga County Medical Society (OCMS). Panna says she started her new position on Dec. 13. She also noted that she most recently handled freelance or
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SYRACUSE, N.Y. — Julie Panna has been working in public relations for more than two decades and has brought that experience to her new role as executive director of the Onondaga County Medical Society (OCMS).
Panna says she started her new position on Dec. 13. She also noted that she most recently handled freelance or contract work as a strategic communications and public-affairs consultant.
Panna succeeded Erika Berry in the role, OCMS tells CNYBJ.
“I am thrilled to be working with OCMS on the critical public health issues affecting our physicians in Onondaga County, and their capacity to provide high quality care to their patients,” Panna said in an OCMS news release. “The medical community is stretched right now, OCMS is here to advocate for physicians and their patients at the local, state and to an extent the national level to address issues.”
In her new role as executive director, Panna wants to grow the OCMS membership; “highlight the important community actions undertaken by OCMS physicians;” and educate lawmakers about issues that affect physicians and patient care in Onondaga County, per the release.
“We are beyond pleased to welcome Julie to the organization, her background in public affairs advocacy, communications and business leadership makes her an exceptional choice for this position and we are very lucky to have her on board,” Dr. Robert Dracker, president of OCMS, said.
About Panna
Panna has more than 20 years of experience working as a public-relations executive specializing in crisis communications, public affairs, and stakeholder relationships.
While in Washington, D.C., she provided technical communications, marketing, and public-affairs strategy to the U.S. Department of Transportation, OCMS said.
Panna also worked as a VP at FD Dittus Communications, a public-affairs agency, per her LinkedIn page.
Panna also served as national field director at Growth Options for the 21st Century, a communications specialist at the American Association of State Highway and Transportation Officials, and press secretary at the National Prostate Cancer Coalition, OCMS said.
After moving back to upstate New York while her children were babies, she opened the children’s boutique My Three Boys. She also went on to work as a director at Rochester–based Tipping Point Communications.
In addition, Panna has a background in radio news and television public-affairs reporting and producing.
Panna earned a bachelor’s degree from Syracuse University and master’s degree in broadcast journalism from Emerson College in Boston.

VHS’ Cimino honored as employee of distinction
HERKIMER, N.Y. — Valley Health Services (VHS) and LeadingAge New York recently recognized Kathleen Cimino, a certified nursing assistant (CNA) and hairdresser at VHS, for her extraordinary service with a 2021 Employee of Distinction Award. Lisa Betrus, president of VHS and senior VP at Bassett Healthcare Network, presented the award at a caregiver celebration in
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HERKIMER, N.Y. — Valley Health Services (VHS) and LeadingAge New York recently recognized Kathleen Cimino, a certified nursing assistant (CNA) and hairdresser at VHS, for her extraordinary service with a 2021 Employee of Distinction Award.
Lisa Betrus, president of VHS and senior VP at Bassett Healthcare Network, presented the award at a caregiver celebration in November. LeadingAge New York then recognized Cimino during its virtual annual awards ceremony in early December.
“When I learned about this award, I cried,” Cimino said in a release. “We kind of lose track of why we’re here in the day-to-day rush. You don’t go in each morning to do something good — you do it because you have to. Getting something like this focuses you again.”
Cimino had a 24-year career as a hairdresser at VHS when the COVID-19 pandemic struck in early 2020. Rather than just closing shop during the lockdown, she chose to enroll in certified nursing assistance classes in order to serve VHS residents in a new capacity. She was certified in August 2020.
As a CNA, Cimino monitors residents’ vitals, charts progress, and helps them eat, use the restroom, and maintain good hygiene. She also volunteers her own time with the activities department and continues to provide hairdressing services.
“Kathy was among the first at VHS to volunteer to care for COVID-positive patients,” Betrus said. “She is a family member of a VHS resident, so she understands at a very personal level how crucial it is for residents to have someone close on their toughest days. She put herself in the path of the virus to be the liaison they needed to listen, understand, and help them. She has been an important source of comfort and support for our residents.”
Valley Health Services is a 160-bed long-term care and rehabilitation facility that is part of the Bassett Healthcare Network, an integrated health system that provides care and services across a 5,600-square-mile region in upstate New York.
LeadingAge New York, formerly the New York Association of Homes & Services for the Aging, represents more than 600 not-for-profit continuing-care providers across the state. Nominees for its annual Employee of Distinction awards came from membership organizations, but LeadingAge selects the recipients. Cimino is the 2021 winner for the 11-county Central/North Region.

St. Joseph’s College of Nursing wins research grant
Stephen Stewart, associate professor of nursing, will lead the research and use the funding to explore the role of virtual simulations on confidence in clinical judgment and prioritization using the “Prioritization of Care” series. The effort by the St. Joseph’s College of Nursing is among seven projects selected for the funding from Sentinel U of
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Stephen Stewart, associate professor of nursing, will lead the research and use the funding to explore the role of virtual simulations on confidence in clinical judgment and prioritization using the “Prioritization of Care” series.
The effort by the St. Joseph’s College of Nursing is among seven projects selected for the funding from Sentinel U of Waterbury, Connecticut. Sentinel U describes itself as “a provider of health-care simulations and learning innovations for nursing schools, hospital systems and healthcare professionals.”
The grants are part of the inaugural Sentinel U Nursing Simulation Research Grant (SUNSRG) program. The money will allow investigators to use the company’s virtual-simulation products to conduct research in nursing education.
“We were overwhelmed by the strength and caliber of the SUNSRG submissions,” Dr. Laura Gonzalez, VP of clinical learning resources at Sentinel U, said in a release. “I look forward to mentoring and working with these talented and tenacious nurse educators as they study the impact of virtual simulation technology in our field. I am confident their findings will contribute to the overall body of nursing education science.”
Each SUNSRG grant recipient will receive in-kind Sentinel U products and support resources throughout the duration of the project. Studies begin this month and researchers will provide initial findings by this summer, per the release.
Additional funding recipients included the Mayo Clinic in Jacksonville, Florida; Mount Carmel College of Nursing in Columbus, Ohio; Prairie View A&M University in Prairie View, Texas; Texas Woman’s University in Denton, Texas; the University of Kansas Health System in Kansas City, Missouri; and the University of the District of Columbia in Washington, D.C.

After remodel, Oswego Hospital’s lactation room opens
OSWEGO — With a remodeling project complete, the lactation room at Oswego Hospital has reopened. Oswego Health has always had a designated lactation room at Oswego Hospital to allow employees to pump for breastfeeding while at work, but it needed some remodeling. So, Jessica Leaf, a registered nurse who also serves as director of women’s
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OSWEGO — With a remodeling project complete, the lactation room at Oswego Hospital has reopened.
Oswego Health has always had a designated lactation room at Oswego Hospital to allow employees to pump for breastfeeding while at work, but it needed some remodeling.
So, Jessica Leaf, a registered nurse who also serves as director of women’s services at Oswego Health, and the Oswego Health Foundation pursued the project, per the organization’s news release.
Norma and Jeff Barnes provided funding for the project along with the Children’s Board of Oswego and Oswego County OBGYN, Oswego Health said. Together, the donors provided $3,000 for the project that Oswego Hospital’s maintenance department handled, Jamie Leszczynski, senior director of communications at Oswego Health, tells CNYBJ in an email.
“I look back fondly at the support that I was personally given from some of the staff at the Oswego Hospital who helped and supported me as I breastfed my own children,” Norma Barnes said in the Oswego Health news release. “It is an honor for my husband and me to offer some help to new moms, or employees of the hospital, who need a safe, loving, and comfortable place to be able to provide their babies with what they need. Also, as co-president of the Oswego Children’s Board, I am happy to report that our members are very thankful that this lactation room is being developed and that we are pleased to provide additional financial support so that babies and moms will have a comfortable space to use in the future.”
Soon, the remodeled room will accommodate breastfeeding classes and one-on-one sessions for new mothers, Oswego Health said.

Excellus parent company announces a pair of people moves
The company recently named Lori Florack senior VP of human capital management at subsidiary Excellus BlueCross BlueShield, the largest health insurer in Central New York. In this role, she is responsible for providing strategic leadership to advance the organization’s overall health and workforce through culture, talent management, total rewards, and inclusion practices. Previously, Florack served
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The company recently named Lori Florack senior VP of human capital management at subsidiary Excellus BlueCross BlueShield, the largest health insurer in Central New York. In this role, she is responsible for providing strategic leadership to advance the organization’s overall health and workforce through culture, talent management, total rewards, and inclusion practices.
Previously, Florack served as president of Syracuse–based Lifetime Benefit Solutions (LBS) another subsidiary of the Rochester-based LHC, where she oversaw the strategic plan and executive leadership of the organization.
“Since joining our team in 2010, Lori has established strong relationships and focused on engaging our workforce,” Jim Reed, president and CEO of LCH and Excellus, noted in a release. “During her time as president of LBS, she led a major business transformation that has been credited in part to her teams’ laser focus on culture and its people.”
Florack graduated from SUNY Fredonia and Baruch College, where she earned her master’s degree. She began her career at Andiamo Partners in New York City. Florack joined Excellus in 2010, serving as leader of the organizational development department, sales training, and director of talent management.

Filling Florack’s post as president at Lifetime Benefit Solutions is Trish Mooney who is now responsible for overseeing the strategic plan and executive leadership at the ancillary benefits and specialty program company. She will also ensure its 140 employees are focused on providing “innovative, customizable, and valuable solutions” to members, employers, and brokers.
Mooney previously served as the VP of operations, process improvement, where she led teams focused on project management, operational excellence, and process optimization for the company.
“With 16 years of experience at our organization, Trish has been a key member of our team as LBS underwent a major transformation and saw substantial improvements,” Reed said. “Through her collaborative relationships and innovative ideas, she has created, designed, and implemented a business unit devoted to promoting efficiency and quality across the organization. We are proud to announce this well-earned appointment.”
Mooney began her career at General American Life Insurance Company in St. Louis, Missouri, before joining Excellus BlueCross BlueShield in 2005. She has served as director of the system and process optimization team and director of the enterprise project management office. Mooney holds a bachelor’s degree in management information services from Central Connecticut State University and an MBA from Webster University. She is a certified project management professional and lean practitioner.
Excellus BlueCross BlueShield, an independent licensee of the Blue Cross Blue Shield Association, is a nonprofit health plan with 1.5 million upstate New York members and more than 3,500 employees.
Lifetime Benefit Solutions develops and delivers employee-benefit plans, as well as workforce-management solutions, to ensure regulatory compliance and increase efficiencies. The company also has offices in Rochester and Buffalo, in addition to its Syracuse headquarters.
OPINION: In Albany, Public Safety Must be a Priority in 2022
The start of 2022 offers us many opportunities to change the way we do things. In New York state, a number of issues need to be
OPINION: Reining in Government Spending Will Be Tough
With a $1 trillion infrastructure package on the books and the Biden administration’s $1.8 trillion “Build Back Better” measure preoccupying the Senate after passing the House, government spending is very much on Americans’ minds. In public meetings, I frequently hear people say that government’s share of the economy is too big, and it’s likely that voters’ feelings
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With a $1 trillion infrastructure package on the books and the Biden administration’s $1.8 trillion “Build Back Better” measure preoccupying the Senate after passing the House, government spending is very much on Americans’ minds. In public meetings, I frequently hear people say that government’s share of the economy is too big, and it’s likely that voters’ feelings about federal spending in particular will figure prominently in this year’s elections.
If you look ahead, even beyond the current debate on Capitol Hill, there’s no question that there will be intense pressure to expand even further. To deal effectively with climate change, reckon with the impact of an aging population, handle the health-care needs of Americans post-pandemic — these are problems that will demand a role for government. This, in turn, will mean more spending, more bureaucracy, more opportunity for corruption, and less space for the individual enterprise that fuels economic prosperity.
The U.S. is not alone in this. “On current forecasts, government spending will be greater as a share of GDP in 2026 than it was in 2006 in every major advanced economy,” The Economist wrote recently.
What other countries do about it will be up to them. What the U.S. needs to do, however, is to take a hard look at where we’re headed. This will be extremely difficult. Inertia is powerful in government — once a program is established, it’s much easier just to let it continue, no matter how ineffective. And public interest in using government to solve real problems that people care about is a powerful force. Politicians quickly learn that not everyone who decries big government really means it. Some people may oppose the idea in general, but when it comes to cutting a government service or program that benefits them or addresses an issue they follow, they’ll storm the barricades.
It’s worth remembering that government did not grow big by accident. It was pushed by a desire to address real problems, to respond to the demands of real people — both well-meaning and self-interested — and to meet the soaring visions of elected leaders.
The challenge, it seems to me, will be to develop a mindset that looks realistically at what government can and cannot do well and that appreciates that government’s ability to satisfy the demands it faces is limited. Overall, our goal should be to sustain a government that performs well — intervening where it can be effective and avoiding areas where it cannot be.
How do we do this? We have to focus on where government is being asked to intervene and ask whether it’s really necessary and whether there are market-based or other solutions that are preferable. We have to examine the effectiveness of public programs — at the federal, state, and local levels. We can do that by checking regularly on how they’re operating, asking whether improvements can be made, examining whether the private sector could do it better, and, where a program is ineffective, either cutting or eliminating it.
To be sure, it’s baked into the American system to debate the proper role and scope of government. We’ve been doing it since the beginning. But turning debate into action is far more difficult. When I first entered politics, I thought that making government more efficient and effective was such a blindingly obvious goal that everyone would rush to embrace it. And, rhetorically, most people — both in and outside government — do. But regardless of their ideological hue, they all have their exceptions, places where they want government to expand — the military, health care, basic R&D, or critical infrastructure. Add those up, and you get a government that never stops growing.
What we need, in the end, is to lower our expectations of government. So far, we haven’t shown that we’re very good at it.
Lee Hamilton, 90, is a senior advisor for the Indiana University (IU) Center on Representative Government, distinguished scholar at IU Hamilton Lugar School of Global and International Studies, and professor of practice at the IU O’Neill School of Public and Environmental Affairs. Hamilton, a Democrat, was a member of the U.S. House of Representatives for 34 years (1965-1999), representing a district in south central Indiana.

COLLEEN KERNAN, of Camillus, has been promoted to VP of corporate communications, at Pinckney Hugo Group. She is responsible for strategic communications marketing messaging and planning, internal and external communications, and public-relations strategy. Kernan has been with the agency for more than 15 years and was previously director of public relations. She has a master’s
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COLLEEN KERNAN, of Camillus, has been promoted to VP of corporate communications, at Pinckney Hugo Group. She is responsible for strategic communications marketing messaging and planning, internal and external communications, and public-relations strategy. Kernan has been with the agency for more than 15 years and was previously director of public relations. She has a master’s degree in public relations from the S.I. Newhouse School of Public Communications at Syracuse University and a bachelor’s degree from the University of California Berkeley.
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