Raising the Bar

The challenges we face as a community teaching hospital and health system have never been greater. And our commitment to meet them has never been stronger.

We have embarked on a major multi-year capital investment program that will result in many visible changes beyond our new name. Like the recently refurbished patient floors and Burn Center, and the 2010 unveiling of an expanded, more efficient hospital Emergency Department. The opening of new and improved Family Health Centers with more services. We will also soon break ground on a new A. Holly Patterson Extended Care facility to replace the existing, aging structure on our Uniondale campus, and a brand new Ambulatory Services Center on the grounds of Nassau University Medical Center.

NuHealth is also expanding and strengthening its commitment to wellness and disease management. Joining our recently-created Zaki Hossain Center for Diabetes, Hypertension and Vascular Disease at Nassau University Medical Center, NuHealth will soon launch the Center for Healthy Minds and the Center for Healthy Life. These programs are specifically designed to address the health care needs of our patient cohort.

But we will never lose sight of our most important asset: human capital. Our people are working hard to overcome the many challenges of operating a publicly-funded health system. Last year alone, our 3,400 employees treated 75,000 emergencies, cared for 23,000 inpatients and saw more than 200,000 patients in our 80-plus outpatient specialty clinics. What's more, our 589-bed A. Holly Patterson Extended Care Facility is operating at 95% capacity, and our Family Health Centers recorded 65,000 visits. We are committed to help the dedicated men and women in our employ find new ways to improve operating efficiency and patient satisfaction, and to reward those who go the extra mile.

But we're not stopping there. Not by a long shot. Our vision includes national recognition as a state-of-the-art public hospital and community health care system. We will be a leader in patient care by meeting — and exceeding — the highest public standards. We will be the model of accessibility; we will set standards in teaching and research; and become a respected and sought-out authority in public health care education.

It's a big, ambitious agenda. It will take time. It will take money. But most of all, it will require a commitment from everyone who cares about raising the bar for health care delivery in our community.