Hospital For Special Care - Special Commemorative Section

A Vision RealizedDAVIDCRANDALL

&HOSPITALFORSPECIALCARE

PresentingSponsor:

Special Commemorative Section Sunday, June 24, 2012

2 | Sunday, June 24, 2012 New Britain Herald | www.NewBritainHerald.comA VISION REALIZED

Webster Bank, N.A.Member FDIC

At Webster, we value commitment to superior service. That’s why

we are pleased to recognize President and CEO David Crandall for

his 27 years of service to Hospital for Special Care. We applaud

his dedication to rebuilding lives through complex care and

rehabilitation services, and congratulate him on his retirement.

The Webster Symbol and Webster Bank are registered in the U.S. Patent and Trademark Office.

At Webst

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Sunday, June 24, 2012 | 3New Britain Herald | www.NewBritainHerald.com A VISION REALIZED

Best Wishes, David

Fifteen years ago, a very unique two-President/CEO leadership model was forged betweenDavid Crandall and Dr. John Votto. The success that ensued lied squarely with the remarkablechemistry and the extraordinary partnership between the two. This business model rarelyexists, nor has longevity, but this has been a dynamic collaboration for Crandall and Votto.Through this partnership, the Hospital earned its reputation for caring and excellence, overmany years, patient by patient. Every initiative taken, and every decision made, was inconsideration of its effect on our quality of care and service. David�s career with our Hospitalbegan in 1985. David was a visionary who took the hospital to new heights while anticipatingthe changing needs of the community and healthcare environment. In 1997, David and John best for the Hospital, its mission, culture, patients and employees.

David recognized and appreciated the amazing work and the expertise and specialized care that was offered to our patients andtheir families. Many of the new, or expanded areas where we deliver services, can be attributed to David�s constant quest fornew opportunities. Regardless of the new opportunities and initiatives, he has always been tireless in his efforts to put quality However, as many of you may now know, following a distinguished 27-year career, David decided to step down from his role We are saddened by his departure, and wish him well as he plans for the future.I am pleased to announce, that Dr. John Votto will continue in his role as the President & CEO of our hospital system. The Board of Directors would like to extend their sincere appreciation to David Crandall and Dr. JohnVotto, as well as the senior management, and support teams, for their guidance and leadershipin implementing these changes.Additionally, our thanks to all thededicated employees of the multipleservice areas that make upCenter of Special Care. Inc.

Elizabeth K. FumiattiChairman of the Board Center of Special Care, Inc.

David Crandall, my close friend and colleague for over the last 22 years, has been Dave�s many friends and ties to this community have been an important catalyst to ourgrowth and overall success. I speak for the entire leadership team at HSC in wishingDavid the very best in his retirement.

John J. Votto, DO, FCCPPresident & CEO


Thank you David for twelve years of unwaveringsupport to Hospital for Special Care�s Joy of Art!You have always been our loyal friend, andlong-standing benefactor. You are not only an artlover, but you truly understand the value of art inthe recovery process, and believe in our mission.

Thank You, David

To a Friend

William J. HigginsChairman of the Board, Manes & Motions Therapeutic Riding Center, Inc.

W


‘A gift from New Britainto the people of Connecticut’

By David Crandall

WHENTHE IDEAfor this special com-memorative section

of the New Britain Herald, andthis article, were shared with me,I was of course deeply honored.�e feeling of honor was quicklyfollowed by some hesitation andmany delays. �is was due pri-marily to the fact that I wanted toensure that the story was accu-rately told. To tell my story is totell a story of years of wonderfulindividuals and teams of people ofwhich I was lucky enough to havebeen a part of it for 25 years. Oneseldom gets the opportunity toshare their story.Here is mine…People who have known me all

of my life, have known that I havealways been a New Britain kid,and a hospital kid. Starting fromthe age of 3, I have always livedon hospital property, and grew upworking at hospitals. I grew upon the campus of New BritainGeneral Hospital because myfather worked in the laboratorythere. I had a sense at an earlyage that I would be working there.Following high school, I was

one of those kids who wasn’t re-ally all that motivated. Because ofthat, I did not do well in college.�at was until, I went to nursing

school. I decided to make thatcareer move because, while I wasworking at New Britain Gen-eral Hospital as an orderly in theEmergency Room, I was inspiredby the Nurse Manager who hap-pened to be one of the �rst malegraduates of New Britain GeneralHospital’s School of Nursing. Hisname was Raymond Howell, andhe would prove to play a pivotaland important role in my life -even until his death. He was oneof my best critics over time, help-ing me in my clinical manage-ment development. Ray unfortu-nately had multiple sclerosis, andit ended up debilitating him overtime. He graciously though, cameon the board of directors, and wasexcellent in the role as an advo-cate for our patients.His knowledge, and obvious

compassion for people, made meat least take a look at what pos-sibilities this career path mighthave in store for me. As it turnedout, I too went through the pro-gram, and upon graduation beganworking at New Britain GeneralHospital. I continued to do sofor the next 10 years in variousdepartments, almost always in amanagerial capacity. At the time,I really thought that I wouldspend my entire career at NewBritain General Hospital, because

Continued on Page 7

Retiring David Crandallshares HSC memories

DavidCrandall with his family, from left, daughter Jill CrandallWhite,wife Sharon,daughterCarrie and her husband, JasonTaylor.

As a nurse, I was taught to care forpeople � all people. Those we serve, care-givers, supporters of the hospital. Listen to people and learn. You cannever know everything, so keep yourselfopen to others opinions and views. Don�t be quick to judge. Allow peopleto learn, sometimes by failure. Appropri-ate risk is acceptable, and necessary. It may be hard at times to listen to,but be open to constructive criticism. Tryto learn from each encounter, This is dif- Get people involved, and get themexcited. HSC is a winner because of this.All employees are equally important andequal in value.

You will become more important to somesegment of society. Make yourself valuable and don�t giveup on that thought. Learn as much about the communitiesyou serve and demonstrate that you areserious about meeting those needs. This so many ways. Give to your community in every way.If something succeeds, give credit to thegroup. If something fails, take ownershipof it yourself. Don�t interfere with people doing theirjobs. Develop a board that represents yourcommunity, and can effectively overseethe hospital.

Basic principles that guided me


It took a team to build

HOSPITAL FOR SPECIAL CARE has always beenabout challenges, but not usually of the type that

was key to the creation of the New Britain Academy ofHealth Professions. At a 2009 meeting of communityleaders organized by Jason Howey, president of OkayIndustries, the issue of funding the much-hoped-forventure was raised. David Crandall put it on the line:

HSC would put up $50,000 if the other hospital intown, �e Hospital of Central Connecticut, would dothe same. Larry Tanner, then president and CEO there,agreed to match the grant. And that’s how the NewBritain High School’s Health Academy began. �ereare 350 students enrolled for September 2012 in thefourteen courses that will now be o�ered.

An Academy for the future

By Michael SchroederEditor and Publisher, New Britain Herald

IN 1985, DAVID Crandall-walked into an institutionthat had little resemblance

to the world-class health facilityit is today. It was his �rst dayworking at New Britain Me-morial Hospital as the qualityassurance manager. �is wouldbe a major change from the lasttwo hospitals where he had beenemployed. Memorial had notseen any renovation since the dayit opened in 1941.�e building was old and worn;

the equipment was so old that mostfully depreciated many years before.He would learn quickly why thishospital was the perfect �t.He saw promise within and

outside those walls. He saw achallenge, and felt he was up toit, despite the risk he was takingby leaving his job as AssistantDirector of Nursing at Middle-sex Hospital.And he was coming home.In those early years, it was a

daily process of just keepingthings running.�e care wasfabulous, Crandall recalls, despitethe facilities and lack of resourc-es.�e sta� really cared aboutthe patients, with most of them,like him, growing up and livingnear the hospital.Dr. Katherine Ill, the Hospi-

tal’s President and Chief Execu-tive O�cer, had already placedher trust in Crandall, promot-ing him to Vice President ofAdministration (COO today),according to Ill. But now, it wastime for her to plan for retire-ment, and with that she gave athree-year notice to the board ofdirectors to �nd a replace-

POLITICAL PARTNERSHIPS are a very important part of anyhospital operation. Government payments from programs like

Medicare or State insurance programs make up a good part of anyhospitals budgets. HSC relies on State insurances for many of itspatients because of the long periods of hospitalization some people State budgets. HSCs programs are very unique, and in some cases,the only source of care in the Connecticut.

them as friends since day one. The hospital�s founders, MayorGeorge Coyle and Dr. William J. Watson made it all happen. Just as founders. Dreamers and motivators keeping the hospital going in -cut�s communities.

that has helped this hospital. There are so many. -

helped the hospital as a State Representative, and continues to help

political champion helping us navigate the political system. With-out him, it may have been impossible to rebuild the hospital back have him as a friend. -

care issues at the State level. Senator Terry Gerratana is someone representatives are all very helpful. Rick Lopes has taken the lead as needed.

Elected o�cials understand why HSC is so important to CT


Hospital for Special Carestrong partnership was forged.As Ill later said, “you should takeadvantage of every crisis.” Indeed,this was the opportunity for Vottoand Crandall.�is turned intoa leadership test that convincedthe board, - that a joint presi-dency would work, with the rightpeople. And so, one afternoon,following lunch and a lengthydiscussion, while sitting in the�rst booth on the left at theGreat Taste Chinese restaurant,Crandall and Votto agreed thatthey could do just that. “Often arelationship dies before it starts,”Crandall said. “But, we comple-mented each other, both in termsof personality and work styles.”And their professional back-grounds, Crandall’s in nursing andhealthcare management, Votto’sin clinical practice and research,meshed so well.“Many people think we split our

responsibilities between clinicaland nonclinical,”Crandall said.“Well, that just wasn’t true.”Although he took responsibility

on new idea development, Cran-dall was intimately involved in theclinical end as well. “But, we neverwasted each other’s time. Wenaturally divided up the substan-tial tasks of running this Hospital.�ere was no redundancy.”Crandall didn’t waste others’

time, either. “I don’t believe inmeetings.

Continued on Page 21

This section was produced by the NewBritain Herald and the Hospital forSpecial Care. Special thanks to SusanGordon Gates, director of corporatecommunications and public relations,and Maria Pietrantuono, liaison, com-munity and hospital programs.

A vision brought to lifeContinued from Page 5after all, this was the hospitalwhere I was raised, and I alwayshad a very personal connection toit.�e reality though, was that in

1982 there did not seem to be anycareer advancement opportuni-ties for me. So, the next threeyears of my career were spent atMiddlesex Hospital in Middle-town where I had been hired asthe Assistant Director of Nursing.It was during my last year of myemployment there that I began tostudy Quality Assurance. Duringthat year, I was part of a team thatdeveloped the Quality AssuranceProgram for Middlesex Hospital.In 1985, I started looking at

opportunities once again andanswered a blind ad in the NewBritain Herald for a position asa Quality Assurance Manager.When I placed the phone call,I realized that it was New Brit-ain Memorial Hospital - a placewhere I had worked for threemonths when I was in nursing

school. Knowing a little bit aboutMemorial as we called it then, Ithought it would be a good placeto apply my quality assuranceknowledge, and further myselfin the �eld.My healthcare col-leagues thought I was nuts.Me-morial had a �ne reputation, butwas sadly out-of-date.When youwalked through the front door,the 1940’s came to mind, certainlynot 1985.I want you all to understand,

that I did not have it in my planto stay there for long. But, somethings happened in the �rstmonths of my being there thatcreated the solid foundation -that gave me the opportunity tochange from a person with experi-ence leading the clinical areas of ahospital, to understanding and ul-timately being able to lead a hos-pital. And you see, this is exactlywhy I was excited. I wanted tobe a part of the hospital’s rebirth.Maybe in some way, it was crazy,but I was young, perhaps a bit na-ïve, thinking I was invincible and

that nothing was insurmountable.I was up for any challenge. And, Iwas curious…�ere have been certain groups

of people and individuals whohave signi�cantly in�uenced mein my career development as Istarted on the road to eventuallybecoming President and ChiefExecutive O�cer of Hospital forSpecial Care.Hospital founders George

Coyle, Dr. William Watson,and then Dr. Katherine Ill, area few of the very special peoplewho were the pioneers – therisk-takers during the hospital’shistory, that helped establishwhat we know, and are, today.I will always remember them.They all had a very importantattribute in common – a passionfor improving the quality of lifefor others. That was so impor-tant to them, to me, and to thevision of this hospital.

From day one, HSC has beenblessed with administrators, clini

Continued on Page 9

David Crandall andDr. John Votto in 1998 and 2008.


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GROVE HILL MEDICAL CENTERHealth Care for Central Connecticut Since 1947

DONALD S. WEINBERG, M.D.GEORGE A. MELNIK, M.D.

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‘Every day, our sta� aspires to be the best’Continued from Page 7cians and support sta�s who sharethis passion, as well as dedicatedboard members who have providedthe direction we need to realizeour mission on behalf of themost medically-complex patientpopulations in the country.�e dedication and generosity

embodied in the good people I wantto remember and recognize, speaks tothe understanding and appreciationthey have for the many challenges ourpatients face as they work to rebuildtheir lives. �ey are only part of theHSC story, andmy story. Each HSCphysician, therapist, support sta�,employee, volunteer, board memberand donor plays a critical role inmaximizing patients’outcomes andthe overall success of the hospital.�ey are very special people, helpingpeople with very special needs. Ithank all of you.In just over seventy years,

Katherine, Dr. John Votto, ourgreat sta� and I, have advancedHSC to be one of the nation’sleaders in the care of people with

some of the most complex medicalissues. At each stage of growth,there has been the right mix ofa caring and committed sta�, adiligent governance process and avery supportive community. Eachgroup has ensured that our missionhas remained focused, valid,relevant, and of value – and that theneeds of our community are beingserved by this mission.Every day, our sta� aspires to

be the best providers of care andto nurture relationships amongcaregivers, patients, their families,and fellow sta�. We strive torestore independence and improvethe quality of life for each patientwith their speci�c interests inmind. We pride ourselves inforging partnerships with thebest caregivers and sta� in thehealthcare business.Anyone who has served a hospital

in a leadership role understandsthe depth of responsibility thatit requires. I o�er my thanks toDr. Katherine Ill, as my teacherand mentor. I also thank Dr. John

Rita Ellen Grygus was one of thosepeople. Rita was the Medical Facilities

Consultant Supervisor for the State ofConnecticut, Department of Public Health,in the Division of Health Systems Regula-tion. Hospitals are very regulated entitiesand because of New Britain Memorial�sbuildings being so depreciated andoutdated, the Department of Public Healthwas probably more routinely at Memorialthan any other hospital in the State.

In my role as Quality AssuranceManager, I was Rita�s host whenever shevisited. Her approach to solving problemswas much different from others at the De-partment of Public Health - then and now.Most of the people in the Department ofPublic Health would handle any adverseissues they discovered in a punitive way.

Rita�s approach was always educationally-focused. I learned a great deal from her

I held Rita Grygus in such high regard,that during my eventual Presidency, andafter she retired from her State position,I invited her to join our Hospital�s boardof directors. Some people at the hospitaldid not understand why I wanted to add aformer surveyor - our former surveyor fromConnecticut�s Department of Public Healthto our board, but I knew she was the idealchoice.

I am proud to say that Rita remains onour board today, and continues to be a when necessary, in her quest to make whatis now Hospital for Special Care.

Rita Grygus: A problem solver

Votto, my fellow President & CEOand long-time friend and colleague.I o�er my gratitude to you for anincredible strategic partnership andbusiness model and for your sincere

commitment to Hospital forSpecial Care, and to me. Katherineis responsible for bringingHSC into the 21st


`

MANES &MOTIONS lost

its founder, JerriMassi, a few yearsago. Jerry sure wasa dreamer� in a bigway. Her very beingensured that thisprogram would notonly succeed, butwould continue togrow. Our mutualbuddy, Bill Higgins,became the Chairmanof the Manes & Motionsboard of directors after her passing. Jerrywould have liked that.

Bill was a good friend of Jerry�s and has alsobeen very involved at Hospital for SpecialCare as a board member for many years. Hehas a personal commitment to Manes &Motions that is evident to everyone. Bill hasalways understood my vision of bringing thecommunity into Hospital for Special Care,and the value of bringing the hospital into thecommunity.

program for HSC. It serves our healthcarepopulations and goes beyond that. Thisprogram now helps returning veterans whohave unique therapy needs and enjoy doingthis through equine-assisted activities, andinterfacing with the horses. Bill Higgins hasbecome a steadfast friend over the years,allowing me to vent about challenges. Ina position like the one I�ve held, you needpeople who you personally trust, and value tobe honest with you all the time. I rely on him.

Manes & Motions: A magical connection

From left, Sharon Crandall, Bill Higgins and Elizabeth Kalinowski.


`

MANES &MOTIONS lost

its founder, JerriMassi, a few yearsago. Jerry sure wasa dreamer� in a bigway. Her very beingensured that thisprogram would notonly succeed, butwould continue togrow. Our mutualbuddy, Bill Higgins,became the Chairmanof the Manes & Motionsboard of directors after her passing. Jerrywould have liked that.

Bill was a good friend of Jerry�s and has alsobeen very involved at Hospital for SpecialCare as a board member for many years. Hehas a personal commitment to Manes &Motions that is evident to everyone. Bill hasalways understood my vision of bringing thecommunity into Hospital for Special Care,and the value of bringing the hospital into thecommunity.

program for HSC. It serves our healthcarepopulations and goes beyond that. Thisprogram now helps returning veterans whohave unique therapy needs and enjoy doingthis through equine-assisted activities, andinterfacing with the horses. Bill Higgins hasbecome a steadfast friend over the years,allowing me to vent about challenges. Ina position like the one I�ve held, you needpeople who you personally trust, and value tobe honest with you all the time. I rely on him.

Manes & Motions: A magical connection

From left, Sharon Crandall, Bill Higgins and Elizabeth Kalinowski.

023711

From Tom and I...

Best wishes Davidon your retirement.

Thank you for your

friendship and support

for your vision,

commitment and

dedication to HSC.

Geraldine and TomDevers

10 | Sunday, June 24, 2012 New Britain Herald | www.NewBritainHerald.com

023842

CONGRATULATIONSand best wishes from all of us at

Okay Industries, Inc.

okayind.com

A VISION REALIZED


1985� In August, David Crandall is hired as Quality

Assurance and Risk Manager.� The Stroke Rehabilitation Program and the Pul-

monary Rehabilitation Program continue to be greatsuccesses.

� The Hospital is planning to establish a unit for therehabilitation of patients challenged by traumatic braininjury patients.

1986� New Britain Memorial Hospital files a Certificate-of-

Need for a major hospital overhaul, and an extensivefacility-planning effort is initiated. This results in thesubmission and approval of this CON from the state forthe $40 million facility-development project.

1987� David Crandall is promoted to Vice President

of Operations.

1988� The Hospital is in compliance with all regulatory

and accrediting agencies� standards, but the agingphysical plant needs serious attention. The appear-ance and crowded living and working conditions are

a serious negative factor in the Hospital�s successfulrecruitment of needed staff, as well as patients search-ing for the best rehabilitation setting.

� The professional architect firm of Russo & Sonderof New York City is retained to analyze the overall physi-cal plant and to address the long-range building needsof the Hospital. This is desperately needed so thatpatient programs can evolve in an aesthetically pleas-ing and highly functional setting.

1989� David Crandall is promoted to Vice President

of Operations and Chief Operating Officer.� The Hospital prepares and rolls out its first profes-

sional annual report, unveiling its new logo and taglinefor the first time on the cover.

� The Hospital files a CON application to the StateCommission on Hospitals and Health Care. Funds areneeded for repairs to the existing facility.

� The State Review Board believes renovationsplanned for the existing facility are insufficient andasks Dr. Katherine C. Ill to submit a proposal for amajor overhaul of the hospital.

� Dr. Ill is appointed president and chief executiveofficer.

� The NBMH Day Care opens, which is a strongrecruitment tool.

1991� NBMH celebrates 50 years of services to the

community.� Early in the year, the Commission approves the

Hospital proposal, which includes renovating the exist-ing structures, building a new patient wing, establish-ing a new day rehabilitation hospital and creating amodern facility for chronic care.

� The project is budgeted at $36.8 million with amajor share of the funds, $33.8 million, to come froma tax-exempt bond offering. The State requires that theHospital raises the remaining $3 million in matchingfunds.

� The 90,000-square-foot wing will house rehabilita-tion, inpatient respiratory care, pediatrics and out-patient services. This is the first major expansion toMemorial�s facilities since 1960.

� Pulmonary Rehabilitation Program formalized.� The Hospital achieves its first CARF accreditation.� Stroke and Traumatic Brain Injury Program

formalized.See MILESTONES, Page 12

Milestones Follow the timeline in which DavidCrandall participated or led the charge

DavidYour Gift of Friendship and Our

Professional Bond are Everlasting

Susan G.G.

Maria P.

Enjoy Your Retirement!We Will Miss You.

David,

�Where it all began�.�

The New Britain General Hospital 0

24052


Continued from Page 11

1992� The Hospital launches its first major fundraising

campaign, Challenge to Care. All major work for the hos-pital expansion is given to Connecticut businesses. Thefollowing firms are engaged to oversee the project: Thefirm of Stecker, LaBau, Arneill, McManus Architects, Inc.of Glastonbury are asked to design the new facility withthe active participation of employees and patients. Con-struction management is executed by Frank E. DownesConstruction Company of New Britain. Engineeringwork is assigned to Macchi Engineers, LLC of Hartford,for civil and structural aspects of the facility. Electricaland mechanical engineers from BVH Engineers, Inc., ofBloomfield.

� May 8, the Hospital celebrates its expansion.� Thorpe House, a residence in Bristol for individuals

living with acquired brain injuries, opens as the first HSCCommunity Residential program.� By December, Challenge to Care campaign has

raised one-third of its $3 million dollar goal.

1993� The new wing takes shape.� The School Nurse Program wins a national award,

established in collaboration with the Connecticut StateDepartment of Education.

� The Kresge Foundation sets $450,000 matching

grant for NBMH.� The Hospital celebrates the grand opening of the

new patient-care wing, with its new Hospital for SpecialCare name.� The Hospital�s new name and branding are born,

and with it, a new logo and tagline, We Rebuild Lives.� The patient-focused care, service line management

model is established.� The official opening of the new wing with the new

logo showcased.

1994� Completed $3 million-dollar building and renovation

capital campaign.� Barbara Donahue, a writer from Farmington, is com-

missioned by the Hospital to write Coyle�s Folly: TheStory of Hospital for Special Care. It publishes in 1995.

� The Hospital formalizes clinical rotations for medi-cal students from the University of Connecticut Schoolof Medicine.� Close Observation Unit opens.� Case Management Model introduced.

1995� Rehabilitation Services expand: The Young Stroke

Program is formalized. Now patients who sustain strokeswill receive specialized treatment and therapy.

� The Hospital is financially and operationally strong,

and is cultivating new relationships in healthcare and inthe surrounding communities.

�The service line patient-centered delivery modelenhances the team approach to care: the core busi-nesses are Rehabilitation, Respiratory and Pediatrics.

1996� In May, a corporate reorganization is completed,

creating the parent company, Center of Special Care,Inc., and with two subsidiaries, Hospital for Special Careand HSC Community Services, Inc.

� David Crandall promoted to Executive VicePresident of Administration.

� Dr. John Votto promoted to Executive Vice Presidentand Chief of Staff.� The Hospital for Special Care Ivan Lendl Golf Classic

tournament is established to raise funds for the Hospi-tal for Special Care Ivan Lendl Adaptive Sports Camp.

� HSC Community Services, Inc. is established as anot-for-profit, tax-exempt corporation.

1997� David Crandall and Dr. John Votto are both pro-

moted to President and Chief Executive Officers.� A partnership is developed with Central Connecticut

State University which establishes Professors-in-Resi-dence at the Hospital to foster employee

See MILESTONES, Page 13

M I L E S T O N E S

Sunday, June 24, 2012 | 13New Britain Herald| www.NewBritainHerald.com

Continued from Page 13education and development, also promoting researchand management strategies.

� HSC becomes a resource partner of Hartford HealthCare Corporation.

� HSC links with Eastern Rehabilitation Network tocoordinate outpatient rehabilitation services. An HSCAdmissions Nurse Evaluator spends her days at Hart-ford Hospital screening patients for both HSC and HH.

� HSC provides all physiatry needs for ERN, includingHH�s inpatient rehabilitation unit.

� An affiliation with Datahr Rehabilitation Instituteis established. This statewide healthcare partnershipand case management program will help more patientsthroughout the state live independently in their commu-nities, and avoid institutionalization.

� Special Care Dental Services opens, providing ser-vices to Medicaid-eligible children.

� A new freestanding greenhouse is built, enhancingthe Hospital�s therapeutic recreation program by provid-ing an environment where patients may enjoy garden-ing�s therapeutic benefits.

� Spinal Cord Injury Program is formalized.� Brittany Farms Health Center is purchased; this addi-

tion complements the Hospital�s continuum of care.

1998� The Close Observation Unit is the only regional

weaning center in Connecticut.� The Joint Commission grants the Hospital Accredita-

tion with Commendation and a survey score of 98 outof 100.

� Fundraising/development is an important focus withthe creation of The Foundation of Special Care, Inc.

� Research department formally established.� The Web arrives; HSC unveils its first website, www.

hfsc.org

1999� The Family Guest House is built with employee cam-

paign funds, affording patients� families free on-campusaccommodations. It proves to be a great amenity forpatient support and for families receiving intensive edu-cation prior to a patient�s discharge.

� The Aquatic Rehabilitation & Fitness Centerbecomes a reality and opens in September. This27,000-square-foot facility boasts a state-of-the art,two-pool model, with accessible equipment and speciallifts. Aquatic therapy enhances, and is a complement to,other therapies offered in recovery and in the rehabilita-tion process.

2000� Y2K transitions flawlessly.� Joy of Art! is founded.

2001� An alternative medicine practice is established as

the Special Care Holistic Wellness Connection on VineStreet in New Britain.

� The Aquatic Rehabilitation & Fitness Center becomesa beloved community resource, offering something foreveryone.

� Equipment Exchange Program formalized.

2002� Manes & Motions Therapeutic Riding Center, Inc.

affiliates with the Hospital for Special Care continuum.� Pediatric Unit grows from 27 to 30 beds.� Special Care Community Center (currently HSC�s

Research & Education Center), and formerly the MaryImmaculate Academy, is the new home for adaptivesports programs.

� A Student Nurse Internship Program is formalized.� Nursing Scholarship Program established.

2003� HSC Child Care Center expands to open a Youth

Camp accommodating employees� children during thesummer, and for major school vacations throughout theyear.

� The Bernoulli Ventilator Management System toenhance patient safety is implemented.

2004� HSC opens a satellite in Hartford at Saint Francis

Hospital and Medical Center, and grows to 228 beds.

2005� Respiratory Care Services receives recognition by

the American Association for Respiratory Care as aQuality Respiratory Care Provider under the associa-tion�s Quality Respiratory Care Recognition programfor Long Term Acute Care Hospitals.

See MILESTONES, Page 15

M I L E S T O N E SA VISION REALIZED

Enjoy your retirement David.

Thank you for your commitmentand support of the HSC Auxiliary

HSC Auxiliary Board of Directors

023712

�e magic is intheir di�erencesIn fact, they are about as di�er-

ent as their physical appearances.Uniquely serving as Hospitalfor Special Care’s (HSC) dualPresidents and Chief‘ Execu-tive Ocers (CEO) since 1997,David Crandall and John Votto’sexceptional success lies not in thepower of two, but squarely in theirremarkablechemistry andextraordinarypartnership.True partner-

ships fosterreciprocity, adance of equalexchange andresponsibilityand in celebrat-ing the dif-ferences.�eCrandall/Vottopartnership em-bodies the quintessential exampleof an union of trust and equal ex-change.�ese partners have neverhad to delineate responsibilities,in di�ering corporate roles.Hospitals are di�erent from

other organizations with the chal-lenge of balancing both the clini-cal and administrative functions.Having a President/Chief ofSta� and President/Administra-tion, keeps this balance in check.While most hospitals have di�er-ing titles for these two positions,at HSC we value them equally.“We have merged these two

top-level positions, to adopt ahealthier team approach. Not onlyhas this become an ideal arrange-ment for the two of us, but it alsoideally serves this Hospital and

sends a better message to thecommunity,” cites David Crandall,FACHE.It’s not as if they think alike.

�ey don’t.�ey often think verydi�erently, playing devil’s advocateor acting as a sounding board forthe other. Issues are met with thebene�t of at least two perspec-

tives, a�ordingthem the abil-ity to rendera wiser, betteoutcome.“Over the

years, we havefaced vary-ing degreesof challenges,and we havealways agreedin the endabout how tosolve them,”

marvels Votto, DO, FCCP.Crandall continues, “�ere are

no egos here. You can’t share a po-sition like this if the competitionbetween egos exists. You have tohave exactly the right two peopleto achieve this uncanny balance.�e �t has to be absolutely per-fect. I have never had a day whenI doubted this dual role or thispartnership.”“�is has been such a dynamic

collaboration on all levels,” o�ersVotto.�e reason it has been sosuccessful is because we have anincredible respect for one another,we both understand when weare good at something, or whensomething is very important tothe other.We allow each other todo what he does the best.”

“We are complementary; thereis no redundancy.We are socomfortable, not only with eachother as professionals, but also ona personal level, as friends.Wereally like each other.We relate sowell and have cultivated an excel-lent communicative rapport overthe years.”Not only are their oces in

close proximity, but they spendan occasional lunch together forcontinuity and fostering the fel-lowship of their partnership.�eirstrength and success stems fromtheir speci�c relationship andpartnership. It’s a magic that is

realized as a result of their dis-tinctive skills, backgrounds andpersonalities.President and CEO’s – their

goals may be lofty, the visionmay be wondrous, the challengesnumerous…But one thing is for sure – the

charge is awesome; the responsi-bility great, and having a trustedpartner to share the ride makes itthat much more exciting, and farless lonely at the top.

�is story was written by SusanGordon Gates for the Hospital forSpecial Care’s 2003 annual report .

Dr. John Votto andDavid Crandall in hospital’s board room in 2003.

‘We are complementary;there is no redundancy.We are so comfortable,not only with each otheras professionals, but alsoon a personal level, asfriends.’

– Dr. John Votto



M I L E S T O N E SContinued from Page 13

The Research Department receives more than$500,000 in grant awards

.

� HSC�s Pulmonary Support Group grows to 252 mem-bers, ages 58-92, representing 20 surrounding towns.

� Leadership Education Program is established.� The Neuromuscular/ALS Clinic opens in November.

2008� Manes & Motions Therapeutic Riding Center, Inc.

becomes a wholly owned subsidiary of HSC CommunityServices, Inc.

� The Health Sciences Library and the new ResourceCenter provide improved access for employees and com-munity members.

� Veterans� Outreach Program is established.� Foundation of Special Care, Inc. changes name to

Hospital for Special Care Foundation, Inc.

2009� Neurobehavioral Program expands, creating an

8-bed unit adjacent to the Transitional Rehab Unit.� Launch phase one of electronic medical records

implementation.� Pediatric Muscular Dystrophy Association Clinic

moves to HSC from Connecticut Children�s Medical

Center.� Garden of Hope established on Pediatric Unit.� HSC partners with the Consolidated School District

of New Britain and The Hospital of Central Connecti-cut to establish the New Britain Academy for HealthProfessions.

2010� Neurobehavioral Program expands � a new 15-bed

wing is built.� Outpatient Capital Campaign begins, to fund the

renovation and expansion of the original building to cre-ate additional space for enhanced outpatient services.

2011� Cardiac Medical Unit opens.� The Autism Center at HSC needs assessment com-

pleted; white paper presented to Governor Dannel Mal-loy�s transition team.

2012� HSC receives the 2012 Triple Crown Award from

the New Britain Rock Cats Foundation for its ongoingcommitment to the special health needs of the region�sresidents.

� The Autism Center at HSC opens for outpatientservices.

� The Hope Campaign surpasses $4 million-dol-lar mark. The Maximilian E. & Marion O. Hoffman

Foundation, Inc. ($1 million), American Saving Foun-dation ($750,000), and Charles H. Kaman CharitableFoundation Inc ($500,000) are major contributors.

� David Crandall steps down as President/CEOand retires October 1, 2012.

2006

2009

2008

2007

2010

2011

2012

�

Susan Gordon Gates, director of corporate communications andpublic relations, at right, with Maria Pietrantuono, liaison, commu-nity and hospital programs at the 2012 HSC annual meeting.

Advanced Spine & Pain CareGrove Hill Medical CenterRoshni N. Patel, M.D.

Interventional Pain Management

Our New O�ce Location& Contact Information

375Willard Ave.Newington, CT 06111phone: 860-768-1166fax: 860-768-1163

www.grovehill.comn

Patient Centered Pain ManagementOur Approach:

Dr. Patel is a Neurologist and Interventional painphysician dedicated to the treatment and managementof pain. She treats complex pain patients with a holisticapproach.�e team at Advanced Spine and Pain Care will

work together to provide relief for acute and chronicpain with a multidisciplinary approach. In addition tointerventional procedures and medication manage-ment, Physicians specializing and certi�ed in integra-tive medicine and nutritional medicine will develop apersonal pain management plan for the patient.A holistic approach will be taken including an inte-

gration of modern and invasive treatments in combina-tion with alternative treatments including hypnosis,exercise program, physical therapy, and nutritionassessment.Our goal and mission, is to reduce pain, improve

function, and to maximize quality of life.

Conditions & Treatment:Most adults (90 percent) will su�er some kind of back painduring the course of their lives, while another 67 percent willexperience neck pain. Back and neck pain are among the mostcommon reasons for doctor visits, and are o�en timesresponsible for lost workdays, disability and high healthcare costs.

“One of Only Few DoctorsWho Have Specialized

and Is Board Certi ed InNeurology Pain Medicine.”

Roshni N. Patel MD completed her NeurologyTraining at University of Connecticut, and was awardeda Fellowship in Pain Medicine at the prestigious NewYork University with extensive training in interventionalprocedures. She has also completed extensive training inmanagement of headaches and migraines from Colum-bia. She is double board certi�ed in Neurology and PainMedicine and board eligible in Headache Medicine.

Roshni N. Patel, M.D.Conditions treated:

and Neck pain

Neuralgia)

Syndrome ( )

Fluoroscopy Guided:Procedures Include(Not limited to):

blocks

blocks

Neurotomy

DiscNucleoplasty

Disc Nucleoplasty

Stimulator Implant

Botox for Migraines

MULTI SPECIALITY MEDICAL & SURGICAL CARE FOR CENTRAL CONNECTICUT SINCE 1947

16 | Sunday, June 24, 2012 New Britain Herald | www.NewBritainHerald.comA VISION REALIZED A VISION REALIZED

I�D LIKE TO SHARE withyou � a look at the long-

standing relationship withmy mentor, leader and friendDr. Katherine Ill who was theformer, now retired, Presi-dent & CEO of our hospital.

Katherine was the keyperson in my developmentas an administrator. Idoubt that others in similarsituations such as minehave a person like Dr. Katherine Ill in theirlives. She was the catalyst, and the one thatchanged me from a manager to a leader. Noone else even comes close.

Katherine and I worked very closely in thebeginning years of developing a new stra-tegic plan for HSC. We were there day andnight for many years. Working with someoneunder those conditions could be a personaldisaster, or an opportunity. Because of mybackground as a nurse, I worked with manyphysicians. You have to remember that Istarted working at hospitals in the late six-ties when the doctor was the captain of theship and we all had a natural understand-ing and appreciation for physicians as ourleader.

So that was still my mindset, and thatrespect grew as I worked closely withKatherine. My responsibilities increasedquickly during that time period. We never

had scheduled meetings, butwe met often. What I knew,she knew, and there were manydiscussions that ensued - mostof them like case studies, thatallowed for much debate as tobetter ways to do something inthe future. It was an excitingtime, and I treasure those yearsmore than any time since.

Katherine and I continued tomeet over the years and her

counsel was of extreme importance to me.There were times that I had made up mymind on a certain direction and someonewisely had Katherine give me a call. She isthe only person that I trusted in every regardin my career. I always felt that she had mybest interest in mind. I did not receive anydirection growing up, and did not under-stand the importance of a parent�s directionin life- making decisions. Katherine brokethrough with me and understood the skillsthat I brought to the table and honed themover the years we were together. Katherinetook the time to teach me and she alwaysseems to understand what I wanted to do.

I cannot express in words the importancethat she had in my life. It is a unique rela-tionship that ensured my success over therest of my career. I hope that each of you in Ill. Your life would be enriched.

Dr. Katherine Ill: Leader and mentorIHAD MY FIRST ENCOUNTER with a

sister from the Daughters of Maryof the Immaculate Conception(DMIC) about three months afterstarting my job. A nurse calledme, and said there were a lot ofhigh school students on one of thepatient units. They were visitingpatients. I went upstairs and cameface-to-face with one of the tiniestpeople I had ever encountered.Sister Honorata may have been smallin stature, but believe me, and anyonewho knew her will verify, she was one of themost energetic and dynamic people I haveever met. We became fast friends, and metoften after that. Through her, I learned thehistory of her Order and HSC. The DMIC the hospital. They managed its affairs and hospitals existence.

She was able to give me so much informa-tion as to what happened in the beginning.What was more important is that she broughtme to her home and introduced me to manymembers of her Order.

I was raised in the German Baptist church,but did feel I knew a little about Catholicism.After all, I grew up in New Britain. Now Iwas getting a real lesson. I am glad that Imet Sister Honorata so early in my careerat Memorial. This new relationship instilledeven more of a need in me to center in on thecommunities that we serve. I observed themany projects and care models that they hadin place. They accomplished all of this witha very small number of their Order involved.I understood from them the steadfast part

of commitment once youdecide to do somethingfor people.This relationship con-tinued to grow over theyears. We helped eachother�s organizations overtime. They have neverrefused a request of mine,as I would never refuseone of theirs.

Sister Mary Mark also hasbeen a longstanding member

of our hospital Board of Directors cementingour relationship.We have leasedproperty from theOrder with thegoal of providingmany communityprograms. Thegym has beenused almostevery day for thepast ten years byathletes with sometype of special need ordisability. They know this is their gym, and havemade good use of it.

I miss Sister Honorata since her death, butI am grateful to her for the many friends Ihave made at her Order. Sister Mary Mark in in my life, and because of her experience as ahealthcare administrator, she understands ev-erything that I have had to deal with over time.

Mother Jennifer Carroll has continued thetradition under her direction. I cherish eachof the DMIC, and hope my relationship con-

Daughters of Mary: Dynamic caregivers

THE PHILLIPS FAMILY is the bestexample of a family having

to deal with a tragedy in theirlife. One of their children was apassenger in a car involved in ahorrible accident. Their son Davidsustained head injuries resultingin a coma from which he neveremerged. He remained in thiscoma from the time of his earlyteens until his death when he wasin his forties.

One of his parents, either Sheila or Art,was at his side every day from the day hewas injured. I met them when they visitedme with a concern. I visited them often,as they had great ideas on how to improvea patient�s life at the hospital. One hasto remember that this couple were alwayspatient advocates, not hospital advocates.From my meetings with them I thought itwould be of value to start a family forum

where we could discuss, how to improve thequality of life of patients as a starting goal.This group was a success. So many wonder-ful ideas came out of these discussions.Many of these ideas were then implementedat the hospital.

After David�s death, Art and Sheila re-mained active at the hospital as volunteers.I have always valued their ideas and theiradvocacy. HSC grew and became betterbecause of their wisdom.

�e Phillips family: Patient advocates

‘A talented and committed sta� is the inspiration for all we do’Continued from Page 9century. �e buildings were mod-ernized, as well as all of the patientprograms under her direction.Hospital for Special Care, always

the cornerstone in all that we do,has a history of so many positivestories. More patients with suc-cessful home-bound outcomes thanever before choose our hospital fortheir rehabilitative and continu-ing care needs. HSC does not justmeet the challenges facing ourspecial populations, but goes aboveand beyond in providing programsand services that promote health,wellness, and leadership opportuni-ties for all members of the com-munities we serve. Going aboveand beyond expectations – the carewe provide and what we look for inour patients - is yet another reasonthis hospital is so special.Our talented and committed sta�

is the inspiration and strength be-hind all that we do. Each day, thereare numerous examples of coura-geous individuals and their familieswho meet the challenge of theirdisability or illness successfully.�is is the reason for HSC’s exis-tence, and why so many caring sta�is committed to this special place.I was always looking for better

ways to help our patients recoverand get home quicker.We under-stand that each patient has dif-ferent goals in recovery, and theimportance of implementing careand therapy to meet those individ-ual goals. A patient-centered focusis part of our culture, our brandof care – and caring.We encour-age patients to be empowered andhave a voice in their care, and towork side-by-side in the decision-making process with their families,and the hospital team of experts inhealing and in meeting those per-sonal goals. �is is very much what

makes HSC distinctive. It is whatwe are known for, and what you canexpect from us.Now as I re�ect, I envision a

future where Hospital for SpecialCare continues to be a recognizedauthority in comprehensive reha-bilitation and long-term care forpediatric through geriatric pa-tients who are challenged by themost complex illnesses or injuries.HSC has earned a reputation forcare, and caring patient, by pa-tient. Nothing is more importantto us. Every initiative we pursue,and every decision we make, weconsider its e�ect on the quality ofcare and services we deliver. I am

proud HSC is now renowned inthe medical community and amonghospitals nationwide, as a resourcefor our expertise, treatment andsupport, and noted most impor-tantly for our outcomes, which con-sistently exceed national standards.Getting back to my journey, my

�rst project at HSC was provingthe need for an employee child carecenter. �e hospital had not builta new building in 27 years at thatpoint, and money was very tight.�ere were not a lot of employeeincentives at that time. After acareful review, the board of direc-tors approved the project. It hasnot surprisingly remained full ever

since. �is project brought memuch satisfaction. It was built toprovide for our employees and theirfamilies. It also fosters recruitmentand retention. I’m a �rm believerthat if your employees’ needs aremet - and their families are caredfor and happy - that will instillrespect and commitment in them–and make for more content anddevoted employees.It was during projects like this

one, that I really learned about ouremployees, and strived to �nd waysto continue to meet their needs.What is the most important as-set we have to get the job done?Without exception, the answer isalways the people who work here.I realize that all of successes beginwith our people. Smart hospitaladministrators know the impor-tance of retaining excellent hospitalemployees.Our employees have always

motivated me. �ey are not shy,and have been known to passion-

ately advocate for the patients theycare for. �is has always been true.HSC was the creation of NewBritain citizens. Individuals whohad the foresight to see the needfor expertise and specialized carethat this hospital o�ers. HSC trulywas a gift from the citizens of NewBritain to the citizens of Connecti-cut.An excellent example of this

is our little family apartments– which is probably my favoriteproject. Sixteen years ago, the ideacame from one of our employees,Nadine Johnson – who was a nurseon our pediatric unit. In fact, shestill is. She always had a lot ofgood ideas and was not shy aboutvoicing them. She understood theplight of the parents on her pediunit – the struggles they faced,daily. She saw their realities. Oneday she shared her next idea withme - a Family Guest House, con-ceptually to operate like a RonaldMcDonald House.

And so, during the employeegiving campaign the followingyear, our employees were the oneswho raised all the money to buildthe Family Guest House on ourcampus – not an easy feat forsuch a small hospital. But, that’sus.�at’s Hospital for SpecialCare.Since 1997, the Family Guest

House has a�orded overnight ac-commodation to families who wantand need to stay close to their fam-ily member at Hospital for SpecialCare, all free-of-charge. I alwaysthought that was pretty neat howthat all came together with the seedof an idea from an employee whosaw a need. It made good sense,and we acted on it.�is is the best expression of sta�

understanding all of the dynamicsof care – the totality of it.Makingsure those needs were known, andultimately met. It’s also the respon-sibility of our hospital to do some-thing too – to support ideas – we

tried to make things happen - toanswer the call.Over the years, there was always

someone here, like Nadine, whocared so much– the care was alwaysamazing. Really – the care has al-ways been our hallmark, part of ourbrand if you will.From as far back as I can remem-

ber, the sta� treated the patients astheir own families. And I can saywholeheartedly that never changedor went away.�at’s engrained in

our culture, and we always rea�rmthat here. �at’s how we’re identi-�ed.�at’s truly a distinctive qual-ity for which I am so proud.I realized my personal vision withthe advent of our communityprograms. HSC was very suc-cessful with preparing patients toreturn home after a medical event.�e trick though was to keep themhome, and make their life as good,and as complete, as possible. Over


For David, it was always more than beingcompliant and following the rules and regu-lations of healthcare in the State. He wanted�rst and foremost what was best for patients.His focus has always been the patient experi-ence – and making it better, and better. Henavigated through the challenging healthcareenvironment, year after year, with his focus ofproviding exemplary service to each patient,while having the deepest respect and appre-ciation for the talented and creative employeesat Hospital for Special Care. David andI have a mutual respect for one another. Ilearned a lot from David along the way. He’sone smart guy, and very innovative, andtrailblazing in his thinking. It has been awonderful experience all these years to workwith someone like David, who both chal-lenges you to do better, to be better, and whoforever thinks outside the box.

--Rita Ellen Grygus,Medical FacilitiesConsultant Supervisor (Retired), State of

Connecticut, Department of Public Health,Division of Health Systems Regulation, anda member of the Hospital for Special Care’’s

board of directors, since 2002

Sister Mary Mark, DM

Mother Jennifer Carroll,superior general, DMIC

Sunday, June 24, 2012 | 17

16 | Sunday, June 24, 2012 New Britain Herald | www.NewBritainHerald.comA VISION REALIZED A VISION REALIZED

I�D LIKE TO SHARE withyou � a look at the long-

standing relationship withmy mentor, leader and friendDr. Katherine Ill who was theformer, now retired, Presi-dent & CEO of our hospital.

Katherine was the keyperson in my developmentas an administrator. Idoubt that others in similarsituations such as minehave a person like Dr. Katherine Ill in theirlives. She was the catalyst, and the one thatchanged me from a manager to a leader. Noone else even comes close.

Katherine and I worked very closely in thebeginning years of developing a new stra-tegic plan for HSC. We were there day andnight for many years. Working with someoneunder those conditions could be a personaldisaster, or an opportunity. Because of mybackground as a nurse, I worked with manyphysicians. You have to remember that Istarted working at hospitals in the late six-ties when the doctor was the captain of theship and we all had a natural understand-ing and appreciation for physicians as ourleader.

So that was still my mindset, and thatrespect grew as I worked closely withKatherine. My responsibilities increasedquickly during that time period. We never

had scheduled meetings, butwe met often. What I knew,she knew, and there were manydiscussions that ensued - mostof them like case studies, thatallowed for much debate as tobetter ways to do something inthe future. It was an excitingtime, and I treasure those yearsmore than any time since.

Katherine and I continued tomeet over the years and her

counsel was of extreme importance to me.There were times that I had made up mymind on a certain direction and someonewisely had Katherine give me a call. She isthe only person that I trusted in every regardin my career. I always felt that she had mybest interest in mind. I did not receive anydirection growing up, and did not under-stand the importance of a parent�s directionin life- making decisions. Katherine brokethrough with me and understood the skillsthat I brought to the table and honed themover the years we were together. Katherinetook the time to teach me and she alwaysseems to understand what I wanted to do.

I cannot express in words the importancethat she had in my life. It is a unique rela-tionship that ensured my success over therest of my career. I hope that each of you in Ill. Your life would be enriched.

Dr. Katherine Ill: Leader and mentorIHAD MY FIRST ENCOUNTER with a

sister from the Daughters of Maryof the Immaculate Conception(DMIC) about three months afterstarting my job. A nurse calledme, and said there were a lot ofhigh school students on one of thepatient units. They were visitingpatients. I went upstairs and cameface-to-face with one of the tiniestpeople I had ever encountered.Sister Honorata may have been smallin stature, but believe me, and anyonewho knew her will verify, she was one of themost energetic and dynamic people I haveever met. We became fast friends, and metoften after that. Through her, I learned thehistory of her Order and HSC. The DMIC the hospital. They managed its affairs and hospitals existence.

She was able to give me so much informa-tion as to what happened in the beginning.What was more important is that she broughtme to her home and introduced me to manymembers of her Order.

I was raised in the German Baptist church,but did feel I knew a little about Catholicism.After all, I grew up in New Britain. Now Iwas getting a real lesson. I am glad that Imet Sister Honorata so early in my careerat Memorial. This new relationship instilledeven more of a need in me to center in on thecommunities that we serve. I observed themany projects and care models that they hadin place. They accomplished all of this witha very small number of their Order involved.I understood from them the steadfast part

of commitment once youdecide to do somethingfor people.This relationship con-tinued to grow over theyears. We helped eachother�s organizations overtime. They have neverrefused a request of mine,as I would never refuseone of theirs.

Sister Mary Mark also hasbeen a longstanding member

of our hospital Board of Directors cementingour relationship.We have leasedproperty from theOrder with thegoal of providingmany communityprograms. Thegym has beenused almostevery day for thepast ten years byathletes with sometype of special need ordisability. They know this is their gym, and havemade good use of it.

I miss Sister Honorata since her death, butI am grateful to her for the many friends Ihave made at her Order. Sister Mary Mark in in my life, and because of her experience as ahealthcare administrator, she understands ev-erything that I have had to deal with over time.

Mother Jennifer Carroll has continued thetradition under her direction. I cherish eachof the DMIC, and hope my relationship con-

Daughters of Mary: Dynamic caregivers

THE PHILLIPS FAMILY is the bestexample of a family having

to deal with a tragedy in theirlife. One of their children was apassenger in a car involved in ahorrible accident. Their son Davidsustained head injuries resultingin a coma from which he neveremerged. He remained in thiscoma from the time of his earlyteens until his death when he wasin his forties.

One of his parents, either Sheila or Art,was at his side every day from the day hewas injured. I met them when they visitedme with a concern. I visited them often,as they had great ideas on how to improvea patient�s life at the hospital. One hasto remember that this couple were alwayspatient advocates, not hospital advocates.From my meetings with them I thought itwould be of value to start a family forum

where we could discuss, how to improve thequality of life of patients as a starting goal.This group was a success. So many wonder-ful ideas came out of these discussions.Many of these ideas were then implementedat the hospital.

After David�s death, Art and Sheila re-mained active at the hospital as volunteers.I have always valued their ideas and theiradvocacy. HSC grew and became betterbecause of their wisdom.

�e Phillips family: Patient advocates

‘A talented and committed sta� is the inspiration for all we do’Continued from Page 9century. �e buildings were mod-ernized, as well as all of the patientprograms under her direction.Hospital for Special Care, always

the cornerstone in all that we do,has a history of so many positivestories. More patients with suc-cessful home-bound outcomes thanever before choose our hospital fortheir rehabilitative and continu-ing care needs. HSC does not justmeet the challenges facing ourspecial populations, but goes aboveand beyond in providing programsand services that promote health,wellness, and leadership opportuni-ties for all members of the com-munities we serve. Going aboveand beyond expectations – the carewe provide and what we look for inour patients - is yet another reasonthis hospital is so special.Our talented and committed sta�

is the inspiration and strength be-hind all that we do. Each day, thereare numerous examples of coura-geous individuals and their familieswho meet the challenge of theirdisability or illness successfully.�is is the reason for HSC’s exis-tence, and why so many caring sta�is committed to this special place.I was always looking for better

ways to help our patients recoverand get home quicker.We under-stand that each patient has dif-ferent goals in recovery, and theimportance of implementing careand therapy to meet those individ-ual goals. A patient-centered focusis part of our culture, our brandof care – and caring.We encour-age patients to be empowered andhave a voice in their care, and towork side-by-side in the decision-making process with their families,and the hospital team of experts inhealing and in meeting those per-sonal goals. �is is very much what

makes HSC distinctive. It is whatwe are known for, and what you canexpect from us.Now as I re�ect, I envision a

future where Hospital for SpecialCare continues to be a recognizedauthority in comprehensive reha-bilitation and long-term care forpediatric through geriatric pa-tients who are challenged by themost complex illnesses or injuries.HSC has earned a reputation forcare, and caring patient, by pa-tient. Nothing is more importantto us. Every initiative we pursue,and every decision we make, weconsider its e�ect on the quality ofcare and services we deliver. I am

proud HSC is now renowned inthe medical community and amonghospitals nationwide, as a resourcefor our expertise, treatment andsupport, and noted most impor-tantly for our outcomes, which con-sistently exceed national standards.Getting back to my journey, my

�rst project at HSC was provingthe need for an employee child carecenter. �e hospital had not builta new building in 27 years at thatpoint, and money was very tight.�ere were not a lot of employeeincentives at that time. After acareful review, the board of direc-tors approved the project. It hasnot surprisingly remained full ever

since. �is project brought memuch satisfaction. It was built toprovide for our employees and theirfamilies. It also fosters recruitmentand retention. I’m a �rm believerthat if your employees’ needs aremet - and their families are caredfor and happy - that will instillrespect and commitment in them–and make for more content anddevoted employees.It was during projects like this

one, that I really learned about ouremployees, and strived to �nd waysto continue to meet their needs.What is the most important as-set we have to get the job done?Without exception, the answer isalways the people who work here.I realize that all of successes beginwith our people. Smart hospitaladministrators know the impor-tance of retaining excellent hospitalemployees.Our employees have always

motivated me. �ey are not shy,and have been known to passion-

ately advocate for the patients theycare for. �is has always been true.HSC was the creation of NewBritain citizens. Individuals whohad the foresight to see the needfor expertise and specialized carethat this hospital o�ers. HSC trulywas a gift from the citizens of NewBritain to the citizens of Connecti-cut.An excellent example of this

is our little family apartments– which is probably my favoriteproject. Sixteen years ago, the ideacame from one of our employees,Nadine Johnson – who was a nurseon our pediatric unit. In fact, shestill is. She always had a lot ofgood ideas and was not shy aboutvoicing them. She understood theplight of the parents on her pediunit – the struggles they faced,daily. She saw their realities. Oneday she shared her next idea withme - a Family Guest House, con-ceptually to operate like a RonaldMcDonald House.

And so, during the employeegiving campaign the followingyear, our employees were the oneswho raised all the money to buildthe Family Guest House on ourcampus – not an easy feat forsuch a small hospital. But, that’sus.�at’s Hospital for SpecialCare.Since 1997, the Family Guest

House has a�orded overnight ac-commodation to families who wantand need to stay close to their fam-ily member at Hospital for SpecialCare, all free-of-charge. I alwaysthought that was pretty neat howthat all came together with the seedof an idea from an employee whosaw a need. It made good sense,and we acted on it.�is is the best expression of sta�

understanding all of the dynamicsof care – the totality of it.Makingsure those needs were known, andultimately met. It’s also the respon-sibility of our hospital to do some-thing too – to support ideas – we

tried to make things happen - toanswer the call.Over the years, there was always

someone here, like Nadine, whocared so much– the care was alwaysamazing. Really – the care has al-ways been our hallmark, part of ourbrand if you will.From as far back as I can remem-

ber, the sta� treated the patients astheir own families. And I can saywholeheartedly that never changedor went away.�at’s engrained in

our culture, and we always rea�rmthat here. �at’s how we’re identi-�ed.�at’s truly a distinctive qual-ity for which I am so proud.I realized my personal vision withthe advent of our communityprograms. HSC was very suc-cessful with preparing patients toreturn home after a medical event.�e trick though was to keep themhome, and make their life as good,and as complete, as possible. Over


For David, it was always more than beingcompliant and following the rules and regu-lations of healthcare in the State. He wanted�rst and foremost what was best for patients.His focus has always been the patient experi-ence – and making it better, and better. Henavigated through the challenging healthcareenvironment, year after year, with his focus ofproviding exemplary service to each patient,while having the deepest respect and appre-ciation for the talented and creative employeesat Hospital for Special Care. David andI have a mutual respect for one another. Ilearned a lot from David along the way. He’sone smart guy, and very innovative, andtrailblazing in his thinking. It has been awonderful experience all these years to workwith someone like David, who both chal-lenges you to do better, to be better, and whoforever thinks outside the box.

--Rita Ellen Grygus,Medical FacilitiesConsultant Supervisor (Retired), State of

Connecticut, Department of Public Health,Division of Health Systems Regulation, anda member of the Hospital for Special Care’’s

board of directors, since 2002

Sister Mary Mark, DM

Mother Jennifer Carroll,superior general, DMIC

Sunday, June 24, 2012 | 17

A leader in the purest sense of the wordBy William F.Millerick

VISIT ANYBOOKSTORE – on footor on line - and you’ll see

shelves of business book titlesexplaining how to e�ectivelymanage people.As someone once told me, “You

don’t manage people, you managethings. You lead people.”David Crandall was a leader in

the purest sense of the word.Retiring now as co-president

of New Britain’s highly-respectedHospital for Special Care,Crandall was a leader in hisindustry, in his community, in hishospital and even in his family.Never a game-show host,

publicity-pit bull or credit grabber,Crandall’s leadership was oftenas underappreciated as Hospitalfor Special Care’s groundbreaking

programs andservices wereto the state andnation.But in New

Britain weknew abouthis leadership;and we knewthe kinds ofpioneeringprogramsHospital forSpecial Care,under itsco-presidentsCrandall andDr. John Votto,would launch.HSC’s workin the areas oftraumatic braininjuries, neuromuscular care andgroundbreaking advances in ALS

and LouGehrigdisease aremakingnationalheadlines.Localprogramssuch as thehospital’sManes &Motions�erapeuticRidingCenter foryoungstersand adultswithdisabilitiesand thevenerableIvan Lendl

Sports Camp for youngsters withdisabilities have been in place for

years.Everything about this hospital is

forward thinking and innovative.You don’t achieve that withoutgreat leadership, and just asimportantly, compassion forpeople with disabilities, illnessand injuries.New Britain is unique in that it

has two of the very best – and twovery di�erent – hospitals servingthe state.�e Hospital of CentralConnecticut is one of the mostadmired and respected acute careand teaching hospitals in NewEngland. Hospital for SpecialCare has always had a strongprofessional relationship withHOCC, as it took care of thelong-term rehabilitative patients.At HOCC, the miracles are daily,at Special Care the miracles take alittle longer.


William Millerick is president of theGreater New Britain ChamberChamber of Commerce.


With heartfelt thanks to a very special leader.The staff of Hospital for Special Carecongratulates David Crandall on his retirementIn his daily work, David Crandall executed what was best for Hospital for Special Care –its mission, culture, patients and employees – and took a particular pride in its staff.And now the hospital’s staff would like to thank David for 27 years of devoted service, sharingthe role of President & CEO with John J. Votto, DO, for 15 years. Their dynamic collaborationhas earned the hospital its reputation for caring and excellence, patient by patient.In recognition of David’s many contributions to the advancement of the hospital, the staffreaffirms its commitment to continue the amazing work and specialized care offered topatients and families at Hospital for Special Care.

2150 Corbin Avenue, New Britain, CT 06053 | www.hfsc.org


CONGRATULATIONSto

David Crandallon fulfilling a vision.

www.storybrothers.com

022261

Best WishesDavid CrandallFrom your friends atBristol Hospital bristolhospital.org

023487

THE NEWBRITAIN ACADEMY FORHEALTH PROFESSIONS AT NEWBRITAIN HIGH SCHOOL

THANK YOUDAVID!We value your vision, leadership, guidance, unwaver-ing support and long-standing commitment to the

launch and success of ourNew Britain Academy for Health Professions.�e Health Academy executive committee, students,teachers and administration wish you a happy and

most ful�lling retirement.We will all miss you!

023487


Talk about leadership? Talk about David CrandallConinued from Page 18In healthcare today, many ofthe best executives are alwayslooking over the horizon at thenext opportunity, or the next bigsystem where they can make theirmarks and careers.Crandall is a throwback to a

different era in healthcare, whencommunity-good trumpedpersonal ambition. A true localguy who married a local girl,he began his career as a nurseat the New Britain GeneralHospital.Talk about leadership. Imagine

what an inspiration he has been toevery nurse and healthcareevery nurse and healthcareworker who saw a man whobegan his career as a nurse rise tobecome co-president of one of thestate’s most respected hospitals.One of the privileges of being

Chamber of Commerce presidentis that you get to work with somevery bright, very successful people.�e most successful bear studyingbecause they have much to teach.Crandall was one of the best.I would admire the way he was

willing to stretch and take risks inthe name of improving healthcare.�ere is a reason people usethe word “innovative”whendescribing Hospital for SpecialCare, under David Crandall’sleadership.New programs, new facilities,

new ways of doing things werealways on the table and alwaysbeing put in place.I often wondered if people

realized just what a healthcarevisionary was in their midst.Because he was so quiet, somodest, such a regular guy, I’mnot sure people realized what a

big-timer David Crandall was inhealthcare.He approached philanthropy,

both personal and on behalf ofthe hospital the same way.You probably cannot �nd anrganization or event that didn’tbene�t from Hospital for SpecialCare’s sponsorships and support.His support of the Chamber ofCommerce was unwavering and Ihope our support of the hospitalwas equally so.I used to love to visit his o�ce

and we’d spend time, talking incon�dence about an idea thehospital had or some new cityproject or opportunities to growand better serve people. He was somatter of fact, cool and inwardlycon�dent in his ability to make ithappen.I learned an awful lot from him

over the past decade and it isn’t

stretching the truth at all to saythat the Chamber of Commerce’ssuccess today is in some waysa by-product of watching andworking and learning with DavidCrandall.But you needn’t take my word

for it.Talk to his employees, hissta�, his colleagues.�e depth oftheir loyalty to him is profound.It isn’t some rah-rah, whoop dedo, isn’t he a great boss kind ofloyalty. It is much deeper andmuch more serious.It is the kind of loyalty inspired

only by leaders and never bymanagers.I have often said that much of

the great leadership in this cityover the past few decades hascome and continues to come fromthe business community.David Crandall was one of the

very best.

It takes a newspaper � and great people � to build a community

By LIZ NEWBERGREDAKTORKA NEW BRITAIN HERALD

NEW BRITAIN – W środęzachmurzone niebo rozjaśniłosię nad budynkami uniwer-sytetu Central Connecticut StateUniversity i pod złotym blaskiemzachodzącego słońca, pozwoliłoprawie 800 absolwentom, przejśćdo Welte Hall na rozpoczęcieceremonii rozdania dyplomów.Jill Wielechowski, 29, z NewBritain, powiedziała, że studiamagisterskie z czytelnictwa isztuk językowych, przy jednocz-esnej pracy na pełny etat i zmianiekariery zawodowej, były czasamibardzo trudne, ale było warto.Obecnie pracując w opiecezdrowotnej, Wielechowskima nadzieję, że tytuł magistrapomoże jej powrócić do zawodunauczyciela, jako specjalistaczytania. Absolwentka Liceum wNew Britain po studiach planujeprzenieść się do Bristol. Zdobycietytułu magistra, jak mówiła, byłoczymś co zawsze planowała,będąc jeszcze w liceum i terazjest dumna, że udało jej się toosiągnąć.– Jestem podekscytowanai zdenerwowana zarazem –powiedziała Wielechowski. – Tobyła ciężka praca, dużo naukido późna w nocy, ale jestemszczęśliwa, że tutaj jestem.Anthony Champeau, 27, zBristol, powiedział, że dyplom

magisterski z zarządzania w tech-nologii był czymś, co ma nadziejęotworzy wiele drzwi i możliwościawansu zawodowego.– Pracuję w HamiltonSundstrand jako inżynier serwisu.Firma oferowała program zwrotu

czesnego, więc postanowiłemz tego skorzystać – powiedziałAnthony. – Teraz to wspaniałeuczucie zakończyć dwa i pół rokunauki.Absolwenci weszli do ciasnowypełnionej auli wśród okrzyków

radości i otuchyp a d a j ą c y c hz widowni,gdzie siedzielic z ł o n k o w i erodzin i przyja-ciele. Dyrektor

Liceum w NewBritain,MichaelForan, mianow-anyogólnokrajowymD

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Thursday, May 24, 2012 |

www.NewBritainHerald.com

| 75 cents

SERVING THE COMMUNITIES OF CENTRAL CONNECTICUT

WEATHER | PAGE 37

75

NEW BRITAIN

HALSAcademy

principal named

PAGE 4

By ROBERT STORACE

STAFF WRITER

NEW BRITAIN — Calling it the “first of

many more economic development expan-

sions in the city,”Mayor Timothy O’Brien and

a contingent of political and business lead-

ers Wednesday afternoon announced that a

Newington company will be moving its opera-

tions to Pinnacle Heights early next year.

“This (high-tech manufacturing) is where

the good-paying jobs are for the future,” said

the mayor, who was joined by the owners of

Polamer Precision at a Wednesday afternoon

press conference in City Hall.

The mayor announcedthat Polamer, which

is based in two buildings on Progress Circle

in

Making a bold move

GET READY FOR SUMMER | SPECIAL FEATURE INSIDE

Annalisa Russell-Smith | Staff

Smalley Academy student

Taiko drummers, from left,

Ed-

ward Medina,10, Hector Pe

rez,

10, and EddieOrtega, 11,

play at the Board of Educat

ion

sponsored pro-education ra

lly

in Central Park in New Brita

in

Wednesday. See story and

photos on Page 3. See vid

eo

at NewBritainHerald.com

,.

Drummingup support

Polamer Precision to relocate operation to Pinnacle HeightsWEEKEND

Memorial Dayparades on tap

PAGES 25-31

See POLAMER, Page 8

Thanksfor

givingback,

David.

Continued from Page 6replacement.�at e�ort had begun when Dr.

Harry Gosling, a Professor at theUniversity of Connecticut andPresident of the Hospital board atthe time, suggested that she takea long-delayed vacation, whichshe �nally did. But her timingcouldn’t have been worse - or bet-ter.Almost immediately upon

her departure, the Hospital wasinformed that its allocation wouldbe slashed dramatically by theState. It had to cut $3 millionfrom the budget, immediately.Together, Crandall and Dr. John

Votto went to work for the nextthree weeks.�e all-consumingtask was all consuming, but it wasgoing to take some dramatic ac-tion to close the gap.�ey foundthat by instituting a weekday-

weekend scheduling system, theycould save the Hospital $2 milliondollars.�ey scoured every nookand cranny to get the next million– but they did it. And, with it - astrong partnership was forged.As Ill later said, “you should

take advantage of every crisis.”Indeed, this was the opportu-nity for Votto and Crandall.�isturned into a leadership testthat convinced the board, - thata joint presidency would work,with the right people. And so, oneafternoon, following lunch and alengthy discussion, while sittingin the �rst booth on the left at theGreat Taste Chinese restaurant,Crandall and Votto agreed thatthey could do just that. “Of-ten a relationship dies before itstarts,”Crandall said. “But, wecomplemented each other, bothin terms of personality and work

styles.” And their professionalbackgrounds, Crandall’s in nurs-ing and healthcare management,Votto’s in clinical practice andresearch, meshed so well.“Many people think we split our

responsibilities between clinicaland nonclinical,”Crandall said.“Well, that just wasn’t true.”Although he took primary re-sponsibility on new idea develop-ment, Crandall was intimatelyinvolved in the clinical end aswell. “But, we never wasted eachother’s time. We naturally dividedup the substantial tasks of run-ning this Hospital. �ere was noredundancy.”Crandall didn’t waste others’

time, either. “I don’t believe inmeetings.Mostly they’re a wasteof time.”His style was to workdirectly with his people, set theagenda and let them get their jobs

done their way.During that time, he felt like

“the �ower child of healthcare.”�e atmosphere was laid back,and, “it was fun because of that,”he said.It was a �at managerial structure,Votto adds. “We took great ideasand ran with them.”�e result was six to eight new

programs, one ever couple ofyears. And they were focused onwhat Crandall described as theHospital’s guiding principle: “Todo things nobody else wantedto do, and take the cases nobodywants.” And, as time went on, toprovide care at a higher level thanothers could provide, and at alower cost.In the 1990s, as healthcare fo-

cused on de-institutionalizing, thehospital moved to community

Continued on page 24

It took a team to build a special hospitalSunday, June 24, 2012 | 21New Britain Herald | www.NewBritainHerald.com A VISION REALIZED

CW Group, Inc.

Salutes

David Crandall

for his contributions to

Persons with Disabilities&

The Greater New Britain Community

Empowering Through Employment Since 1964

INCORPORATEDGROUPThe Consolidated School District of New Britain and

the New Britain Board of Education

Would like to Extend Our Gratitude and Best Wishes to

David CrandallPresident & CEO

Hospital for Special CareDavid Crandall, the Champion of our Academy for Health Professions at

New Britain High School, has been instrumental in the program�s success.

Thanks to his dedication and commitment to the Health Academy, scores of New

We wish David much happiness in his retirement.

023790


On behalf of Manafort Brothers, Inc., and the

Manafort Family, we salute David Crandall in

his retirement for his innovation, leadership

and philanthropy in healthcare and for

his profound loyalty to the City of New Britain.

023324

024182

Congratulations to David Crandall for hiscommitment to excellence.Enjoy your retirement.

WALNUT HILL CARE CENTER55 Grand Street,

New Britain, CT 06052860-223-3617

024179

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Congratulations Davidon your retirement.

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Best Wishes fromyour friends atthe CommunityFoundationof GreaterNew Britain

Congratulations Dave on your retirementand Thank You for support of our community

024241

NewBritain-Berlin YMCA50High St.NewBritain, CT06051860-229-3787www.nbbymca.org

ALWAYSHEREFOR OURCOMMUNITYCongratulations on your Retirement


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Best of Luck!From your friends at

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David, Congratulations On Your Retirementfrom Everyone at

Connecticut Tire Inc.

www.cttire.comLocally Owned & Operated for over 40 years

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Best Wishes &Good Luck in YourFuture Endeavors.

023701

David,

�ank you for your vision, leadership,& unwavering commitment to Hospital forSpecial Care’s sta�, patients & their families.

Happy Retirement!Amy Frey & Susan Mitchell

0234

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CT’s premier provider of physical rehabilitation,sports medicine and health & wellness services

We bring out the Best in You

Best wishesDavid!

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023704

CONGRATULATIONSon 27 years of

Service and DedicationGail and Tony Newman

CONNECTICUT NURSES’ FOUNDATION377 Research Parkway, Meriden, CT 06450-7160

We appreciate all you have done to help theConnecticut Nurses’ Foundation promote

nursing in Connecticut.

We would like to thank you for your helpin getting this accomplished.

023704

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860-229-5109

Congratulations and Best WishesFrom the Entire Roly Poly Family!

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CONGRATULATIONSon 27 years of

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024250

Dad/Papa,We are so proud of youand love you so much!

Carrie, Jill and our families

Continued from Page 21building – following through withpatients, particularly children,though their lifetime.�ey built aleadership program.�ey are most proud of the

Hospital’s renowned PulmonarySupport Group, which has grownto capacity and beyond, despitebudget constraints over the years.Far from just a rehabilitationprogram, it’s a holistic approachto treating chronic illness – physi-cally, mentally and socially.“�e program has had a dra-

matic impact on the quality oflife for these patients, who nowtotal nearly 300 – the largest inthe country,”Votto said. It hasalleviated the fear for many ofthose challenged by COPD, whohad become dependent on Hos-pital emergency rooms as a safetynet when their normal doctors

were o�, particularly on weekends.�ey now depend on each otherinstead of the ER.It puts people together to share

their common needs and con-cerns, providing a support groupthat extends throughout theregion. “�ey don’t feel isolatedanymore,” said Votto.Another of the programs fo-

cuses on developing leadershipamong young patients, helpingthem speaking out for their needsinside and outside the healthcaresystem.�ese programs have survived,

and thrived, although the hospi-tal is not paid to manage them.Crandall is proud that despiteseveral budget crises, and a con-tinuous strain on funding, theHospital has found a way to keepthem going.More recently, the opening of

the center for the treatment ofALS – also known as Lou Geh-rig’s disease – has taken theseconcepts a step further.Treat-ments are built around a patient’sfamily, making it a team e�ort.And the way medical services

at the Hospital are delivered ischanging, too. It became clearthat patients with chronic ill-nesses have a myriad of medicalneeds on an ongoing basis --fromvisits with specialists, to physicaltherapy, to medical tests. All ofthese must be scheduled, trans-portation arranged and assis-tance provided – often by familymembers.More often than not,this meant multiple trips to thehospital from more than an houraway, depending on the patient’sliving situation.“No one understands how dif-

�cult it is for both the patient

and the family to repeat the tasksneeded, over and over, to arrangeeverything to make a medical ap-pointment,”Crandall claims.“Now, every attempt is made tocoordinate these resources so apatient can get as much done aspossible in one trip – reducingunnecessary physical and mentalstrain,” added Votto.All of these e�orts are not with-

out costs. In today’s healthcareenvironment, reimbursements– the lifeblood of the Hospitaldedicated to serving the neediest– are always under attack. “�isleaves us no choice but to lobbyand advocate,”Crandall says.“And it’s primarily at the Statelevel where this e�ort must betargeted.”“We have had incredible friends

over the years – former StateContinued on Page 27

Quality of life focus of hospital’s growth24 | Sunday, June 24, 2012 New Britain Herald | www.NewBritainHerald.comA VISION REALIZED

Insurance Associates, Inc.wishes to congratulate

David Crandallon 27 years

of visionary leadership.Best of luck in all

your future endeavors.

InsuranceAssociates,Inc.74 Vine St., New Britain, CT 06052

860-225-4694

023329

Dave CrandallA true friend

and con�dante.May all yourfuture plansand ideas forthe hospital becomea reality.Joseph andMarilynHarper

Senator JosephHarper

024061

Sunday, June 24, 2012 | 25New Britain Herald | www.NewBritainHerald.com

We are privileged to work with

Hospital for Special Care where

David Crandall’s vision inspired a talented team

to engage their communities

and lead in their fields.

We wish you the best.

Brand Development and Marketing Communications

mason23.com

Mother Jennifer, Sister Mary Mark,Sister Deborah, Sister Catherine and all of the

Daughters of Mary of the Immaculate Conception.

Our Dearest DavidMany people touch our hearts, but not everyone can touch the heart of

so many as David Crandall. A true gentleman who cares, always showscompassion and has such charisma.

You have made the difference in the lives of so many and helped tobring about incredible change. We are very grateful to have had the

opportunity to work with you, and share in your generosity.God�s special blessings to you.

Always your special friends,

We thank David for his spirit of cooperation and collaboration. He isa gift to the Daughters of Mary in the New Britain community at large.

~Sister Mary Mark, D.M.02

2362

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A VISION REALIZED

On behalf of our more thanbusinesses & organizations

congratulate Hospital foSpecial Care�s David Cranon his retirement and thankfor his many years of suppand dedication to the GreaNew Britain Chamber o

Commerce: New Britain, BeBill Millerick, President

Like us on Facebook. Follow our blog. Join us o

Visit us at www.newbritainchamb

Best Wishes & Thankn 400s, weordallk himportateroferlin.

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Continued from Page 21building – following through withpatients, particularly children,though their lifetime.�ey built aleadership program.�ey are most proud of the

Hospital’s renowned PulmonarySupport Group, which has grownto capacity and beyond, despitebudget constraints over the years.Far from just a rehabilitationprogram, it’s a holistic approachto treating chronic illness – physi-cally, mentally and socially.“�e program has had a dra-

matic impact on the quality oflife for these patients, who nowtotal nearly 300 – the largest inthe country,”Votto said. It hasalleviated the fear for many ofthose challenged by COPD, whohad become dependent on Hos-pital emergency rooms as a safetynet when their normal doctors

were o�, particularly on weekends.�ey now depend on each otherinstead of the ER.It puts people together to share

their common needs and con-cerns, providing a support groupthat extends throughout theregion. “�ey don’t feel isolatedanymore,” said Votto.Another of the programs fo-

cuses on developing leadershipamong young patients, helpingthem speaking out for their needsinside and outside the healthcaresystem.�ese programs have survived,

and thrived, although the hospi-tal is not paid to manage them.Crandall is proud that despiteseveral budget crises, and a con-tinuous strain on funding, theHospital has found a way to keepthem going.More recently, the opening of

the center for the treatment ofALS – also known as Lou Geh-rig’s disease – has taken theseconcepts a step further.Treat-ments are built around a patient’sfamily, making it a team e�ort.And the way medical services

at the Hospital are delivered ischanging, too. It became clearthat patients with chronic ill-nesses have a myriad of medicalneeds on an ongoing basis --fromvisits with specialists, to physicaltherapy, to medical tests. All ofthese must be scheduled, trans-portation arranged and assis-tance provided – often by familymembers.More often than not,this meant multiple trips to thehospital from more than an houraway, depending on the patient’sliving situation.“No one understands how dif-

�cult it is for both the patient

and the family to repeat the tasksneeded, over and over, to arrangeeverything to make a medical ap-pointment,”Crandall claims.“Now, every attempt is made

to coordinate these resources soa patient can get as much doneas possible in one trip – reducingunnecessary physical and mentalstrain,” added Votto.All of these e�orts are not with-

out costs. In today’s healthcareenvironment, reimbursements– the lifeblood of the Hospitaldedicated to serving the neediest– are always under attack. “�isleaves us no choice but to lobbyand advocate,”Crandall says.“And it’s primarily at the Statelevel where this e�ort must betargeted.”“We have had incredible friends

over the years – former StateContinued on Page 28

Support programs thrive despite challengesSunday, June 24, 2012 | 27New Britain Herald | www.NewBritainHerald.com

Thank you, Davidfor the opportunity to provide

creative services toHospital for Special Care.

860.793.0771

A VISION REALIZED

Continued from Page 27Senator Edith Prague under-stands what we do, and what wemean to healthcare in Connecti-cut.”�is critical area is only going to

get harder to deal with. “All of ourcosts – gas, food – are going up.We control expenses better thanmost. Our average expenses overthe past year have gone up �vepercent, versus 10 to 12 percent atmost hospitals.“�e problem is that most of

those at the State level forget theoriginal deal – which the Statecan count on the Hospital to takecare of these special patients.”Crandall points out that mostof the patients would be in lo-cal intensive care units at threetimes the cost without Hospitalfor Special Care.�at includes100 patients on respirators at the

‘CT canAUXILIARIES HAVE ALWAYS BEEN very

important parts of any hospital team.They are usually made up of a groupof dedicated women volunteers with amission of serving the hospital and itspatients by raising money or sometimesworking directly with patients.

HSC�s auxiliary is very small in numbertoday, but is still the hospital�s numberone partner. I have had the pleasure ofworking with this group since I arrivedhere. Our routine has included mestopping in at their monthly meeting andgiving them a summary of �what�s hap-pening at the hospital� type of report.

As a group, they are very savvy as to our to have a sense about employees and patients and have been veryhelpful to me during my administration. If a patient needs or re- They have always considered my requests, and over time have beenmajor contributors to building projects and have bought patientequipment following these discussions.

There are so many auxilians who have been instrumental in help-ing with the hospital�s success. The one that has been a constantfor me during most of my time is Gerry Devers. You know she isfrom Brooklyn, New York, the minute you meet her. If you differwith her on something of importance to her, then I would say good

luck. Know this, Gerry Devers loves this hospital deeply and woulddo just about anything for the patients here. She has worked veryclosely with me to make sure that I knew what the auxiliary wouldlike to do, and would always listen to my thoughts. She has been along-standing board member of the hospital, and took on the proj-ect of developing a new type of gift shop, bringing it into the newage of what other hospitals had in this regard. Not only that, shehas continued to develop and manage this gift shop and has aver-aged the equivalent of a full-time employee over the past twenty in testing ideas, and making sure that we kept this hospital goingin the right direction.

HSC’s Auxiliary: No. 1 partner

HSC board members Gerry Devers, right, and James Watson, son of the hospital�s founder.


HSC.�e �nancial crises tend to oc-

cur about every seven years.�elast was in 2003.“But the country doesn’t fall

apart – it’s got to get better,”Votto says.“And the Hospital’s never had

enough money to be wasteful,”Crandall says.It was a big change for the

Hospital in 1995 when the State“took away the ability care forthe easier patients” by beginningto pay a daily rate instead of theactual costs.“We can’t keep on doing more

for less,” he said.Even technology now being

mandated adds additional strainsto the budget. “�ere’s no savingsand no better care coming fromelectronic medical records.”Votto and Crandall talk about

the admissions meetings to deter-mine which patients are appropri-ate candidates and those who areaccepted. It’s not just the patients,either. But it’s the success storiesthat put smiles on Votto’s andCrandall’s faces.It’s the physicaltherapist, nowworking at theHospital “whowasn’t supposedto survive” afterbeing beatenwith a pipein 1998. It’sthe victim of adiving accident in Mexico who isnow a medical student.And, so now - what are the

dreams for the Hospital’s future?“We want to extend the assistedliving model, providing help nottoo far away, but allowing each

person to live more like home.�e idea would be for patientsto go from a local hospital ICUto HSC to assisted living nearby,with help onsite or momentsaway.” Crandall suggests.

But, everythinghas to standalone economi-cally.�e Hospital

tried to advanceholistic medi-cine in 2000,with a stand-alone facilitydowntown, “but

the stars didn’t align,”Crandallsays. Combining chiropractic,Pilates, massage and acupunc-ture, among other integrated andcomplementary therapies, didn’twork out due to “bad timing anda bad location.” It did have prom-

ise. A few years later, in a di�erentplace, it would have worked out,he thinks.Votto and Crandall agree that

smaller and more intense pro-grams are in the Hospital’s future.Perhaps 10-to-15-bed units.�emost recent opening of�e Au-tism Center at HSC, now an out-patient clinic, will likely lead to aninpatient facility down the road.Other neuromuscular diseasescould also be on the horizon.Sickle-cell anemia and HIV-relat-ed disorders are diseases that theHospital might see as target areas“We’ve never fallen into ‘easy,’

“says Crandall. �at means nosports medicine programs, noweight-loss operations. It’s ourHospital for the toughest cases.And it’s a gift that keeps on giv-ing - to Connecticut, and to theregion.

count on us for very specialized care’

‘We’ve never falleninto ‘‘easy,’’. .. It’s ourhospital -- for thetoughest cases.’

--David Crandall


SalutesDAVID

CRANDALLand theHospital

forSpecialCare

for makingdreams

a reality. 022263

Continued from Page 17the years, we have also developedbene�cial support groups.rough participation in our

Adaptive Sports Programs,individuals are o�ered the oppor-tunity to set personal goals andachieve greater levels of indepen-dence. Our adaptive sports and�tness programs, both competi-tive and recreational, teach lifeskills, promote con�dence, buildrelationships and develop leader-ship skills. In addition, friendshipsare cultivated, accomplishmentsare recognized, and individualsstrive to levels they never thoughtthey could achieve.As a result of annual fundrais-

ing events, registration is o�eredfree-of-charge to all participants.Individuals participate, train andmay compete in racing, swim-ming, table tennis, track & �eld,

wheelchair basketball withthe Connecticut Spokebend-ers, wheelchair soccer with theChargers, weightlifting, skiing,and an annual summer campexperience. I am so proud tosay that HSC’s Adaptive SportsPrograms’ athletes have repre-sented the United States at theinternational level on worldchampionship and Paralympicteams, and also have achievednational records.We’re a pretty di�erent hospi-

tal, wouldn’t you say? is is areally interesting place. It’s also ahospital where the board mem-bers are not “in name only,” butones who ask the right questions.ey get very involved - onall levels.at’s good.is hascontributed to our signi�cantsuccess.


Support groups make a big di�erence

BUSINESS PARTNERS play a veryimportant part in any hospital. I tried

to instill in my management team to givelocal businesses our contract if they couldprovide the project or service. I believe wehave done a great job in that regard.

I always felt that if you expect the com-munity�s support, then you should do thesame in giving back to the community.During the rebuilding of our physicalplants, we developed and cultivatedrelationships that have now become partof our hospital family.

Downes Construction Company hasoverseen all construction projects at thehospital. Kaestle Boos Associates hasbeen our architectural group. These twocompanies have sat in on all discussionsabout potential new programs sincethe early nineties. Probably one or twoprojects come to fruition from numerousdiscussions. Principals from these twocompanies attend those many meet-

ings, and without getting paid, unlesswe actually build something. That is alot of time on their part. Input from thetwo companies has at times stopped adisaster from happening. My workingwith them and valuing their thoughts andopinions continued to impress upon methe need to have as many advisors aspossible because of the complexity ofthis business.

When a project does happen, thesetwo companies ensure that enoughbids are solicited for each part of theconstruction. They each keep in mindour desire to work with local companies.That has happened with great successfor the hospital.

I have always appreciated this wonder-ful relationship with Downes Construc-tion and Kaestle Boos Architects. Theyare a key part of my personal success,and the hospital�s wonderful physicaldevelopment.

Business partners: Key part of our success


We wish to congratulateDavid on his outstanding

leadership andmany contributionsthroughout the years.

200 Cascade Boulevard, Milford, CT 06460phone 203-301-6252fax 203-877-3401

024264

Congratulations and Good Luckfrom All of Us at

693 High Street, Middletown, CT 06457023881

60 Years of

0239

52

AnneRuwet and all of your friends atCCARCwish you the very best and thank you

for all you have done forHSC and theNewBritain Community!

Congratulates David Crandalland�eHospital for Special Care

0238

80

www.webbooksct.com

DISTINCTIVE DIRECTORIES

C ongratulations!from

David CrandallIt was an honor to

work with you!

Michelle MilczanowskiRPM Consulting

024054

Congratulationsand Best Wishes David

from all of us at Parnell’s Curl Center

297 Main Street, New Britain, CT860-229-8679 023702

LLC

023789

Congratulationsand Best WishesDavid Crandall

from your friends at

Printing and Marketing Services

GoodLuckDavid!

�e hospital of tomorrow

Continued from page 30What HSC is today is the result of a lot

of hard work accomplished by exceptionalteams of devoted employees. It tookvision, strategic planning, and a lot ofdedicated people, within the hospital andfrom the community, to make this hospi-tal the Hospital for Special Care that it istoday. From patient care, to research andeducation, community outreach is one ofHSC’s main goals. All of the work we doat HSC is for the bene�t of the commu-nity. HSC sponsors many support groupsfor our patients, their families, and thecommunity.�ese support groups providea chance for people to come togetherfor education and to provide each otherwith the emotional support and guidanceneeded when facing one’s own illness, orthe illness of a loved one.Our commitment to providing qual-

ity programs and services will alwayscome �rst, and members of our boards ofdirectors share that commitment. Withthat focus on quality in mind, I would liketo thank Elizabeth (Betty) K. Fumiatti,

Chair of Center of Special Care, Inc.;Carl R. Ficks, Jr., Esq.Chair,Hospital forSpecial Care; Richard E. Feitel, Chair ofour Hospital for Special Care CharitableFoundation; and David J. Kelly, Chair ofHSC Community Services, Inc. for theircontinued support and valuable combina-tion of integrity, counsel and leadership.Over the years,HSC has cared for those

in our community who are often forgot-ten, or slighted by the healthcare system:the toughest cases, those with complexphysical and medical challenges. I knowwe will continue to work at identifyingopportunities to serve these individuals atall levels of our continuum.After reading this article, I hope you

understand that my experiences at thishospital HAS had a profound e�ect onme, and that over that time,many peoplechanged me into what I became. Eachof these events in this article, each of thepeople mentioned, helped me decide howI would take on this very demanding roleand hopefully be the kind of person whoenriches lives and honors the mission

and value statements of this wonderfulhospital. I would like to acknowledge twohospital friends who have helped me on aregular basis.Maria Pietrantuono is someone who

graduated with me from New BritainHigh School, and New Britain GeneralHospital School of Nursing. We �rstworked together on the Critical CareUnit at the New Britain General Hospi-tal. I would call her over the years whenshe worked in New York City to ask heradvice, and she always made fun of me forstaying at this hospital in New Britain.One day, I o�ered her a position hereand was surprised when she said yes. Sheeventually became responsible for all theclinical areas of the hospital, and duringthose years remained a close con�dant,making sure I did not make mistakes,but supporting me when I did. She hascontinued to be that kind of friend. I amvery lucky.Susan Gordon Gates is another person

who has protected me publicly andprivately in her many roles at the hospital.

She knows me well, and always steers mein the appropriate direction wheneverneeded. She knows my quirks and prob-ably swears quietly, but in the end helpedme become a better President by teachingme the world of public relations, betterthan anyone else.�ese two employees arevery dear to me, and they have made thislast project about me a little easier to getthrough.�anks to all of you - my fellow

employees, board members, corporators,volunteers, auxilians, advisors, donorsand friends for the important role youplay in achieving successes for the mostimportant people of all – our patients.Continue to build on the success of ourpast in the years to come…I am proud of the fact that our leader-

ship never lost sight of our mission andvision. We continue to remain focusedon what we are here for, and that is toimprove the quality of lives of thoseentrusted to us by their loved ones.I am aNew Britain kid, and a hospital

kid – and I will forever be.

Groundbreaking for�e Maximilian E. and Marion O. Ho�man Outpatient Center is set for Spring 2013.

MAKING A PERSONAL gift toHospital for Special Care is an act ofsel�ess generosity. �ere are many

ways to make a tax-deductible gift to the Hospital

during one’s lifetime or after. We encourage youto consult with your attorney, accountant or other�nancial advisor when considering a gift that mayhave substantial impact on your �nances or estate.

You may contact the Hospital for Special CareFoundation for a con�dential discussion at yourconvenience. Please call (860) 832-6257.

‘�e most important people of all – our patients’


32 | Sunday, June 24, 2012 New Britain Herald | www.NewBritainHerald.com

Thank you, David Crandall,for your leadership, visionand contributions to ourcommunity.

A VISION REALIZED

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