Brooklyn Boro

Brooklyn’s oldest hospital has new CEO, new plan for managing care and growth

February 19, 2016 By Krystnell Storr Special to the Brooklyn Daily Eagle
Gary Terrinoni. Photo courtesy of TBHC
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Snuggled between DeKalb Avenue and the southern end of Fort Greene Park is a brick-and-mortar source of potential — a hospital with so much history that it was built when the only way to cross the East River was by ferry.

Hoping to tap that potential is Gary Terrinoni, the newly appointed CEO of The Brooklyn Hospital Center (TBHC). His plan, he says, is to design a “blueprint” for managing the health of the community that changes as the community grows.

Terrinoni is very familiar with the health care game and has won that game with a home run. He came to TBHC from Kennedy Health System in Voorhees, N.J., where it took him only two years as senior vice president and CFO to guide the health system toward peak financial and operational success.

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Two years is about the same amount of time that Terrinoni believes it will take to produce a similar effect at TBHC.

“The first pillar will be a physician network that will be responsive to this population’s health care needs,” said Terrinoni when asked about his plans. He explained that the population TBHC serves in Downtown Brooklyn is dense, diverse and growing. He added that implementing a “clinically integrated model” could make all the difference.

With the physicians’ network in place, the basis of this model is to develop a community-based clinical network, change the culture of an organization, align the incentives of physicians, implement disease programs and protocols and make use of technology to streamline services.

While Terrinoni stresses that TLC (trust, listen and challenge) will be at the core of his blueprint for restructuring the hospital, efficiency and financial viability are two more pillars he plans to use in boosting the future success of TBHC.  

Offering just a glimpse into his blueprint, he pointed out that part of his plan includes collecting data that measures the specific needs of the surrounding community. This will provide insight that Terrinoni thinks will help to enhance patient care.

“Institutions like this one mean a lot for a community,” said Terrinoni, “and I think it will come down to helping the community to trust and embrace the hospital and its community-based care network. This will mean more than just constructing a new building, and the team we are developing will provide the healing human element.”


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