CRISPR Therapeutics raises a $56M IPO, but patent battles, potential stock drops loom

And then there were three: After Editas ($EDIT) and Intellia ($NTLA) went public this year, CRISPR has brought up the rear with its IPO. But the biotech will need to gear up for a tough market that has seen its rivals’ stock fall hard in the intervening months, and the ongoing patent saga on who “owns” the gene editing tech.

Switzerland and Cambridge, MA-based CRISPR Therapeutics priced its IPO at $14 a pop for 4 million shares, bringing home $56 million. This is less than the $94.4 million raised by Editas in February and the $108 million from Intellia Therapeutics in May.

Bayer, however, did buy 2.5 million shares itself at $14, bumping up another $35 million to the biotech, which will trade on the Nasdaq this week under the ticker $CRSP.

The biotech booked around $2 million in sales for the year ending June 30, 2016, although it made an operating loss of nearly $30 million in the first half of 2016.

It has already set up a JV with Bayer to create CRISPR spinoff Casebia Therapeutics as well as a collab with Vertex Pharmaceuticals ($VRTX). Bayer’s venture arm, before the offering, owned around 8% of the biotech, with Celgene ($CELG) and Glaxo’s ($GSK) venture businesses owning 12.4% and 9.7% respectively.

Caribou Biosciences, which raised $30 million in a Series B financing round back in May, remains one of the last big CRISPR biotechs to not go public.

CRISPR science has generated a lot of interest from the media over the past two years with noises increasingly linking it to potential “cures” for conditions such as sickle cell disease and a new, potentially better way of fighting certain cancers.



Who OWN the Patents on CRISPR-Cas9?

CRISPR patent battle heats up as new email disputes Zhang’s claims

UPDATED – Status “Interference — Initial memorandum” – CRISPR/Cas9 – The Biotech Patent Fight of the Century: UC, Berkeley and Broad Institute @MIT

Reporter: Aviva Lev-Ari, PhD, RN



LIVE – Day 1, OCTOBER 18 @The 16th annual EmTech MIT – A Place of Inspiration, October 18-20, 2016, Cambridge, MA


Leaders in Pharmaceutical Business Intelligence (LPBI) Group, Boston


will cover in REAL TIME

The 16th annual EmTech MIT – A Place of Inspiration, October 18-20, 2016, Cambridge, MA


In attendance, streaming LIVE using Social Media

Aviva Lev-Ari, PhD, RN










  • 8:00
    Registration & Breakfast
  • 9:00
    Opening Remarks
    Emerging technologies, including:

    – Rethinking Energy

    — Rewrite Biology

    – Virtual Reality, Augmented Life

    – Artificial intelligence

    – Global Connectivity

    – Engineering a Healthy Planet

    – Spotlight talks on the 10 Breakthrough Technologies

    – Celebration of the 2016 Innovators Under 35

  • 9:15
    Connecting for Greater Opportunity: Defining the Digital Era – from FaceBook 1.2 Billion customers around the World.
     – awareness affordability and infrastructure

    – 4G in US, Scandenavia, Japan, 3G in Europe, India 2G network, distribution of World population, Density of 1 sq Km, 1.6 Billion do not have mobile connections. Terragraph in Urban center to leapfrog UAVs to be used for connectivity. Terragraph Overview – ETHERNET CONNECTIVITY – GIGABIT – unlicensed 60GHz Spectrum, cloud computing, Open/R: IPv6 – Laser communication: comparable to fiber optics, 10s of Gbps per second, atmosphere absorbs and scatter: pointing and tracking system, Satellite. FACEBOOK Priorities: Density of Population, Gov’t will be favorable, population have not enough — #1 is INDIA, CHINA


  • 9:45

    Innovators Under 35 Introduction – Brian Bergstein, Editor of Technology Review

  • 10:00

    Meet Young Inventors

     – Blendoor – Stephanie Lampkin
    – MACH – Eshan Hoque Social Skills Trainer – My Automated Conversation Coach – ROCspeak.com
    – HandTalk – Ronaldo Tenorio – Deaf People 6 million people in Brazil, barrier between Hearing and Deaf people – sign language
    – Energy Systems Requires Water, Lake Mead by Kelly Sanders – energy vs bottle water
  • 10:30
    Break & Networking
  • 11:00 Antolio Regalado, Editor Biotech at MIT Technology Review

    Gene Therapy- A New Era of Medicine

    CEO & Founder, Intellia Therapeutics, Nessan Bermingham, PhD, 2018 there will be the product in Clinics
    – Gene Editing,
    – CRISPR Cas9 – immune system of Bacteria, using the mechanism in Bacteria for Human cells, Cellular level
    – cut DNA, coopting and shut down  – cut a piece of DNA convert a mutation,
    – injection of cRISPR protein – correction and the existing malformed is repaired no longer expressed
    – stem cells modifies and re-injected
    – Repair: AATD, HSCs
    – CAR-T cells
    – genetic engineering vs gene repair
    – equal access to therapy

    MGH – Cellular Immunotherapy Program – Marcella Maus, PhD on T-Cell research

    – blocking the checkpoints by antibo- dies, Use Tcells as drugs, scale the process, manufacturing process, recover T cell from Blood, from biopsy, who is responding and who does not respond? – Leukemia, CAR- T cells, multiple Myeloma, CURE is early to use but now it can be used COMBINATION of gen therapy follwoing gene editing and immunotherapy, CAR T- cell products for leukemia and lymphoma
  • Katheirne High, Spark Therapeutics

  • bring therapeutics to people – research to clinic
  • DNA defective, engineered from AAV: Vector, DNA, Target tissue to delivery
  • conjenetive blindness – investigational trial – get vector to retina by surgeon – clinical gain of function notices in 30 days group injected vs control group – impproved light sensitivity and mobility
  • first gene therapy for blindness
  • Himophilia – vector injected in the Liver where blood factors are produced
  • models of therapeuitcs: Bone marrow transplantation,
  • clinical cell therapy – low efficacy in adverse events – academic medical center and NIH interested vs Biotech
  • as Clinical Trials were successful Biotech and Pharma got interested
  • Access, pricing, reimbursement – How gene therapy is ONCE in a life time not an an infusion on a reccurent basis over many years – Hymophillia,  no pharmacological treatment to blindness
  • duration of expression 5 years and counting in UK, follwoing gene therapy
  • premature for cure


  • 2:00

    The Robots Among Us –

    Stephanie Tellex, Brown University
    – 35 cm lens – Robots Distributive Lab @MIT – movie
    Sangbae Kim – Robots at Work – Robotics Mobility of the Future @MIT Mechanical Engineering
    – Physical interaction – BMW i3 Factory – automotive production
    – Robot design paradigms: Manufacturing (lack of compliance) vs construction (lack of efficiency)
    – Robot design for mobility – a robot that runs – MIT Cheeta Model
    MIT  meche Biomimetic Robotics Lab – high torque, high impact mitigation
    – Hermes project:
    Karl Iagnemma – Intellignet Machines – nuTonomy – Singapore  – Autonomous machines deliver parcels and car is never distracted – driverless car
    – Robotics Lab at MIT – smart car, self driven cars, ability to learn from experience – 2017 – double fleet of drivers
  • 12:30

    Lunch & Networking

    Meet Young Inventors under 35

  • Jagdish Chaturvedi – ENTraview – device was licensed to Medtronic and to an Indian company, developed two more product InnAccel – Bangalor — product design company
  • Wei Gao – Wearable Tech – Wearable Human Sweat Sensors
  • Imaging Technologies by Muyinatu BiSI Bell Sounds – Amplitude vs Coherence
  • Heather Bowerman – Hormonal Disease: Endometriosis 10% of Woman – microRNA DotLab
  • 12:00

  • 3:00 Meet the 2016 Innovators Under 35

Jiawei Gu Ling Robotics – Intelligent life with Robots and AI inside – Life UnpluggedInfinite of robots, Intelligence of things,
Nora Ayanian, USC – Computer vision
Maithilee Kunda, Vanderbuilt University, CS – Computer vision
Oriol V. Google, AI & Machine Learning – Deep Natural Network
Machine Translation, Text to Speech,
  1. Break & Networking


A.I.’s Next Leap Forward – David Cox at Harvard University

  1. networks, computations and computers as metaphor for Neuro Science and Brain Science
  2. Brains are computational systems – Petaflops of computations
  3. Deep learning, Artificial neuronet works – NeuroNets
  4. Vision theory – ImageNet error rate in decrease tendency
  5. Machine Intelligence from Cortical – DARPA
  6. Genetics and microscopes – like wire tap in the brain
  7. Model of Brain mapped – set hypothesis on function and anatomy

 Big Data – Ruslan Salakhutdinov. Carnegie Mellon

  1. Natural language
  2. multimodal learning – nearest Images
  3. unsupervised learning – no labelled data, natural Story Telling
  4. Image understanding – deep learning
  5. Caption generation
  6. Semantic Relatedness: Recurrent Neural Network
  7. One shot learning
  8. Transfer learning
  9. Summary: Image tagging, Category hierarchy, Speech recognition


  • Google Lunar
  • Qualcomm Tricorder
  • Casio Cardon
  • Shell Ocean Discovery


Lemelson-MIT Prize Honors & Reception

Ramesh Raskar, Associate Professor, MIT Media Lab Camera Culture Group

Making Invisible Visible: Matter

  1. Light to slow motion
  2. Multi-path analysis
  3. Published in Nature 2012
  4. DARPA REVEAL Program 2015
  5. Optical Brush Endoscope
  6. Optical matter – reading in spectrum THz Imaging
  7. wifi Camera – see through walls
  8. EyeNetra: Eyeglasses Perscription on Phone
  9. EyeSelfie
  10. Camera for the Visual Challenged
  11. Peer-to-Peer Invention – No upfront Team, Problem – Solution – REDX – sleep apnea
  12. Blood supply Chain
  13. Monitize garbage
  14. Informal Sector: Street address for all – $1 wearable
  15. The World is a Lab – REDX.io – Affordable Excellence

Lemelson Family FOundation based in Oregon is recognizing Ramesg Raskar for 2016 – MIT Prize. Inventors are recognized in the last 20 years – translation of ideas to products.

A Rich Tradition of Patient-Focused Care — Richmond University Medical Center, New York’s Leader in Health Care and Medical Education 

Author: Gail S. Thornton, M.A.

Co-Editor: The VOICES of Patients, Hospital CEOs, HealthCare Providers, Caregivers and Families: Personal Experience with Critical Care and Invasive Medical Procedures


Richmond University Medical Center (www.RUMSCI.org), an affiliate of The Mount Sinai Hospital and the Icahn School of Medicine, is a 470+ bed health care facility and teaching institution in Staten Island, New York. The hospital is a leader in the areas of acute, medical and surgical care, including emergency care, surgery, minimally invasive laparoscopic and robotic surgery, gastroenterology, cardiology, pediatrics, podiatry, endocrinology, urology, oncology, orthopedics, neonatal intensive care and maternal health. RUMC earned The Joint Commission’s Gold Seal of Approval® for quality and patient safety.

RUMC is a designated Level 1 Trauma Center, a Level 2 Pediatric Trauma Center, a Level 3 Neonatal Intensive Care Unit (NICU), which is the highest level attainable, and a designated Stroke Center, receiving top national recognition from the American Heart Association/American Stroke Association.  Their state-of-the-art Cardiac Catheterization Lab has Percutaneous Coronary Intervention (PCI) capabilities, for elective and emergent procedures in coronary angioplasty that treats obstructive coronary artery disease, including unstable angina, acute myocardial infarction (MI), and multi-vessel coronary artery disease (CAD).

RUMC maintains a Wound Care/Hyperbaric Center and a Sleep Disorder Center on-site at its main campus.  The facility also offers behavioral health services, encompassing both inpatient and outpatient services for children, adolescents and adults, including emergent inpatient and mobile outreach units.  RUMC is the only facility that offers inpatient psychiatric services for adolescents in the community.

In April 2016, RUMC announced its intent to merge with Staten Island Mental Health Society in order to expand its footprint in Staten Island and integrate behavioral health services alongside primary care. As part of New York’s Medicaid reforms, funding is available to incentivize providers to integrate treatment for addiction, mental health issues and developmental disabilities with medical services.

With over 2,500 employees, RUMC is one of the largest employers on Staten Island, New York.


Image SOURCE: Photographs courtesy of Richmond University Medical Center, Staten Island, New York. Interior and exterior photographs of the hospital.


Below is my interview with President and Chief Executive Officer Daniel J. Messina, Ph.D., FACHE, LNHA, which occurred in September, 2016.

What has been your greatest achievement?

Dr. Messina: Professionally, my greatest achievement is my current responsibility – to be President and Chief Executive Officer of one of the greatest hospitals with a strong, solid foundation and rich history. I was born in this hospital and raised on Staten Island, so to me, there is no greater gift than to be part of a transformative organization and have the ability to advance the quality of health care on Staten Island.

My parents taught me the value of responsibility and motivation and instilled in me the drive and tenacity to be the best person I could be – for my employees and for my family. I am a highly competitive person, who is goal-oriented, hands-on and inspired by teamwork. I rarely sit behind my desk as I believe my place is alongside my team in making things happen.

As a personal goal, I recently climbed the 20,000-foot Mount Kilimanjaro in Tanzania. It was the experience of a lifetime. I could not have completed this challenge without the support of the guides and porters who helped me and my group along the way. For me, it was a challenge in proving to myself that I could be out of my comfort zone. My group and I hiked hours and hours each day, dodging rocks and scrambling along rock walls with the goal of reaching the summit. In many ways, it takes a village to climb the mountain, relying on each other in the group to get you to the next level.

In many ways, that is how I see my professional day at the hospital, working with a strong team of dedicated medical staff and employees who are focused on one goal, which is to continue our hard work, continue to improve care and continue to move forward to advance life and health care.

The mission of Richmond University Medical Center, an affiliate of The Mount Sinai Hospital and Mount Sinai School of Medicine, serves the ethnically diverse community of Staten Island, New York, by providing patients with a range of services.

How has your collaboration with the Mount Sinai network helped to expand health care delivery and services for patients of Staten Island, New York?

Dr. Messina: Being able to serve our patients year after year continues to be a top priority, so we are constantly improving upon our rich history of 100 years of exceptional patient-focused care given by our medical and surgical health care professionals as well as innovative technologies and programs created by our award-winning hospital team. We have committed medical specialists, passionate employee staff, exceptional Board of Trustees, supportive elected government officials – all who in their own way contributes to providing the highest level of patient care to the more than 500,000 residents of Staten Island, New York.

As a member of the Mount Sinai Health network, we have found ways to work collaboratively with our academic partner to ensure that our patients’ health care needs not only are fully met but also exceeded. This alliance will facilitate the development of a new, Comprehensive Breast and Women’s Healthcare Center. We have leveraged our Breast and Women’s Health Center with our RUMC general surgeons in conjunction with breast imaging, fellowship-trained physicians from Mount Sinai’s Icahn School of Medicine. The physicians who are granted this renowned fellowship interact with our patients and become an active participant in multidisciplinary breast conferences and resident and medical student education. For patients, this means that they have access to the best minds and latest research, therapies and treatment regimens throughout our network.

What makes Richmond University Medical Center and its specialty areas stand out from other hospitals?

Dr. Messina: We bring the highest level of advanced medicine to our patients. For more than 100 years, we have built a rich history of delivering patient-focused care that is unique. Our organization is recognized as a family organization with strong community spirit and family values. We are proud to be a high-technology/high-touch organization of caring professionals that go above and beyond the standard of health care. Our strengths lie in the areas of acute, medical and surgical care, including emergency care, surgery, minimally invasive laparoscopic and robotic surgery, gastroenterology, cardiology, pediatrics, podiatry, endocrinology, urology, oncology, orthopedics, neonatal intensive care and maternal health.

Each year, we embark upon a comprehensive, robust strategic planning process that involves our senior leadership team, clinical chairs, Board of Trustees as well as our medical and surgical staff and hospital employees that looks out three to five years in the future to determine what is best for the patient. We are each committed in our own way to quality patient care and building an even stronger organization.

Some of our achievements are noteworthy:

  • As a New York City Department of Emergency Services designated Level 1 Trauma Center and Level 2 Pediatric Trauma Center, the only Trauma Center dually verified in New York City, we rely on sophisticated equipment so our medical and surgical specialists are prepared to treat severe conditions within minutes.
  • Our Neonatal Intensive Care Unit (NICU) is a designated Level 3 facility, the highest level attainable. The unit delivers 3,000 babies annually and it was recognized as having the lowest mortality rate in the metropolitan area and a survival rate of 99 percent, that exceeds national benchmarks. Our specialists in our pediatric ambulatory services department treat over 10,000 patients annually and our children’s urgent care area records over 23,000 visits annually.
  • Our state-of-the-art, 38,000-square-foot Emergency Department (ED), which will be replaced by an expanded facility and projected to open in 2018, will provide for more focused care, operational efficiency and flexibility for our staff and patient. We also will be better integrated and connected to the entire hospital campus.

Originally designed to serve 22,000 patients each year, the ED is expected to accommodate an increased volume of patients, which is estimated at 70,000 and give our medical specialists the tools they need to provide the best in care for this volume of patients. In a new patient and family-centered space with 49 treatment positions, the new ED will be connected to the existing hospital, close to surgical services, the radiology department and lab services.

Equally as important, the hospital has been strong in the face of natural disasters, especially Hurricane Sandy which occurred a few years ago, and the new ED is being designed with storm resilient and redundant design to minimize impact from severe weather conditions.

In fact, the New York City Council and the Staten Island Borough President have set aside a combined $13.5 million for this $60+ million project and believe in the transformative impact that it will have on emergency care on Staten Island. These local officials believe that Staten Island residents deserve quality, readily accessible health care.

  • Heroin addiction is an epidemic on Staten Island, so we have a number of programs in place at RUMC’s Silberstein Center to provide outpatient treatment, rehabilitation and clinics, along with group therapy sessions, Alcoholics Anonymous meetings and individual therapy sessions.
  • Our new primary care/walk-in facility in the heart of Staten Island borough is operational and there are no appointments required. Patients can visit with one of three physicians or a nurse practitioner. This off-site facility is not located in the hospital complex and is an expansion of our services outside of the hospital walls.
  • We also maintain a Wound Care Center, Pain Management Center and a Sleep Disorder Center at our facility. In fact, we are the only local facility that offers inpatient psychiatric services for adolescents and we are expanding our capacity to meet the needs of the community.


RUMC has been awarded a top designation jointly by the American Heart Association and the American Stroke Association. What does that mean to the hospital?

Dr. Messina: This designation makes us proud as the recipient of the American Heart Association/American Stroke Association’s Quality Achievement Award for six consecutive years and its first Elite Plus recognition. This means that we have achieved 85 percent or higher adherence in indicators for two or more consecutive 12-month periods to improve quality of patient care and outcomes for stroke patients.

Our cardiac catheterization lab with Percutaneous Coronary Intervention (PCI) capabilities – the newest facility of its kind on Staten Island — now treats semi-urgent and elective coronary procedures.

For patients, this means that we have a commitment to ensure that stroke patients receive the most appropriate treatment according to nationally recognized, research-based guidelines based on the latest scientific evidence. With a stroke, when time is lost, brain is lost, and this award demonstrates our commitment to ensuring patients receive care based on evidenced-based guidelines. We are dedicated to continually improving the quality of stroke care and this recognition helps us achieve that goal.

Studies have shown that hospitals that consistently follow these quality improvement measures can reduce length of stay and 30-day readmission rates and reduce disparities in care. To qualify for the Elite Plus recognition, we met quality measures developed to reduce the time between the patient’s arrival at the hospital and treatment with the clot-buster tissue plasminogen activator, or tPA, the only drug approved by the U.S. Food and Drug Administration to treat ischemic stroke. If given intravenously in the first three hours after the start of stroke symptoms, tPA has been shown to significantly reduce the effects of stroke and lessen the chance of permanent disability. We earned the award by meeting specific quality achievement measures for the diagnosis and treatment of stroke patients at a set level for a designated period.

According to the American Heart Association/American Stroke Association, stroke is the number five cause of death and a leading cause of adult disability in the United States. On average, someone suffers a stroke every 40 seconds; someone dies of a stroke every four minutes; and 795,000 people suffer a new or recurrent stroke each year.

The values of Richmond University Medical Center are summarized in the acronym, WE CARE (Welcoming Energized Compassion Advocacy Respect Excellence). How is this part of your day-to-day life?

Dr. Messina: For more than 100 years, Richmond University Medical Center has

been building a rich history of exceptional patient-focused care for the residents of Staten Island. Each year, we carry that tradition forward by our medically innovative and patient-focused care and services we offer. It is the passion, creativity and caring of everyone who is part of our ‘hospital team’ that moves the organization to new heights.

The chart below summarizes our credo, the values that guide us every day and help us focus on the care and well-being of the people who come through our doors.

We are welcoming and gracious toward each other, and toward all who come to receive our services.

Personnel are energized for quality, creativity, commitment and teamwork.

Compassion is the way we share deep concern and care toward each person.

Advocacy is our activity that promotes the rights and responsibilities of patients, families and staff, in the hospital setting and in the community.

We show respect by recognizing the basic dignity of every person in all our interactions and in the formulation of policies and procedures.

Excellence is our way of demonstrating that we can always be more and always be better.


The Richmond University Medical Center Board is comprised of distinguished leaders of the Staten Island community who are committed to the success of the hospital and to the health of Staten Islanders.

How is this local approach revolutionizing health care for the Staten Island community?

Dr. Messina: The members of our distinguished Board of Trustees, who represent a cross-section of business professionals and community leaders, continue our goal of meeting the needs of our patients and our hospital.

Our Board remains committed to providing solutions for our patients to challenging healthcare issues they face every day and to making a difference in the lives of patients by providing the latest thinking and technology solutions. Our Board Chairperson Kathryn K. Rooney, Esq., and Vice Chairperson Ronald A. Purpora, as well as the other Board members, and even our elected government officials, have a strong connection to Staten Island and we believe it truly ‘takes a village’ to make this organization flourish.

Each year, our Board of Trustees is presented with new opportunities and possibilities for growth and development. That is why their top priority for this past year was approving the construction of a state-of-the-art Emergency Department (ED) as this undertaking will serve both the patients and staff equally. In order to serve the residents of Staten Island properly, the new ED will accommodate an increased number of patients and our medical staff will receive the tools and technology to provide the best in care for our patients.

This past year, we were provided with a $1.5 million gift from the Staten Island Foundation that will go toward the hospital’s capital campaign to construct the new $60 million Emergency Department. We decided to name the RUMC’s Allan Weissglass Pavilion Center for Ambulatory Care, in honor of our long-time community and business leader, who is a founding Board member and Board of Trustees member. Allan Weissglass devoted his time, energy and talent to the success of this hospital over many years.

We are positioning our organization for the future and we continuously build on our strengths, being responsive to the needs of the community. In the past, we saw the patient was the only ‘customer’ of the hospital. Today, that perception is evolving and our ‘customers’ are many.  With the help and support of donors, local foundations, volunteers, staff, and the community, local government officials, we are building a bright future for Richmond University Medical Center.

What is RUMC’s commitment to graduate medical education?

Dr. Messina: Our six Graduate Medical Education (GME) programs in Internal Medicine, Obstetrics and Gynecology, Pediatrics, Psychiatry, and Diagnostic Radiology and Podiatry, signify our commitment to teaching as a cornerstone of our philosophy. Our medical staff are seen as role models for our medical residents and provide quality training, medical education and research capabilities. Our existing medical staff functions as supervising physicians and gives medical residents exposure to specific responsibilities and patient care, as well as scholarly opportunities. One interesting fact is that the doctors we train come back to help treat our patients by using their knowledge and experience to work in our community.

You mentioned that ‘outreach in the community’ as a key factor in the success of the hospital’s mission to enhance the quality of life for residents of Staten Island. What types of activities are under way?

Dr. Messina: Our lifesaving work takes many forms. We are constantly finding new and different ways to engage with our community – to raise awareness and educate on a number of diseases and conditions, and, hopefully move toward better health care. We believe that our patients need to see us outside of a clinical environment, which strengthens our relationship.

For example, over the past year:

  • We sponsored an annual health and wellness expo with the Staten Island Economic Development Corporation that was attended by over 2,000 people to equip the community with knowledge about their health and the local health services available to them.
  • We pioneered an organ donor enrollment day by welcoming 59 visitors and guests who can potentially donate their organs to save lives.
  • We partnered with the New York City Department of Transportation and our own Trauma team to demonstrate and educate the community on car seat safety.
  • Our Dermatologist team took part in the Borough President’s “Back to the Beach” festival by performing skin screenings and distributing sunscreen and information on skin cancer.
  • Our Obstetrics and Gynecology team hosted a baby expo to talk with new mothers and mothers-to-be about services available at the hospital.
  • Our Diabetologist team partnered with the YMCA on a 16-week partnership to curb the diabetes epidemic on Staten Island through information talks and health screenings.
  • We were even present at last year’s Staten Island Yankees home opening baseball game to throw out the first pitch and conduct a blood drive while distributing wellness information.


Since roughly one third of the residents on Staten Island are enrolled in Medicaid or Medicare, what steps are you taking to improve the delivery of treatment for them?

Dr. Messina: We started several initiatives last year that were funded by the federal and state governments to look at the way care is delivered to patients who are enrolled in Medicare and Medicaid. So far, we’ve reduced costs by $3.75 million and realized $1.8 million in shared savings that are re-invested in key hospital programs.

As you know, Medicare and Medicaid are two different government-run programs that were created in 1965 in response to the inability of older and low-income Americans to buy private health insurance. They were part of our government’s social commitment to meeting individual health care needs. Medicare is a federal program that provides health coverage if you are 65 or older or have a severe disability, no matter your income, while Medicaid is a state and federal program that provides health coverage if you have a very low income.

We’ve set up our own Richmond Quality Accountable Care Organization (ACO), that comprises 30 providers serving 7,500 Medicare patients. This innovative program is accountable for the quality, cost and overall care provided to people on Medicare and who are enrolled in the traditional fee-for-service program.  One program that is ongoing is one that we’ve partnered with the Visiting Nurse Service of Staten Island to prevent hospital readmissions and to identify hospitalized patients who would benefit from a higher level of care and home care services.

Another program that is under way for our Medicaid patients is teaching our staff to prevent hospital readmissions by creating an accurate list of medications that a patient takes and comparing that list against physician’s admission, transfer and discharge orders to ensure that the correct medication plan is in place.

We believe that we are transforming the underlying systems with a focus on delivering quality care and hopefully better outcomes for patients.

RUMC recently announced a merger with Staten Island Mental Health Society (SIMHS) to integrate SIMHS’ broad range of behavioral health programs into the hospital’s existing medical and behavioral program throughout Staten Island. What does this merger bring to the community?

Dr. Messina: We believe that the proposed merger between RUMC and the Staten Island Mental Health Society (SIMHS) will provide a strengthened, comprehensive network of behavioral health services across Staten Island.

This partnership will bring together two Staten Island institutions, with a combined 230 years of service to the borough, and create one strong and vibrant organization dedicated to meeting the health needs of the diverse community.

Merging the range of community-based behavioral health services provided by SIMHS with the solid foundation of primary care services provided by RUMC will create a seamless range of behavioral and medical services for our residents. We are in the unique position to transform and enhance the services of these two vital health care providers. The SIMHS will keep its name and become a division of the hospital. The merger is expected to close during calendar year 2017.


Image SOURCE: Photograph of President and Chief Executive Officer Daniel J. Messina, Ph.D., FACHE, LNHA, courtesy of Richmond University Medical Center, Staten Island, New York.

Daniel J. Messina, Ph.D., FACHE, LNHA
President & Chief Executive Officer

Daniel Messina, Ph.D., FACHE, LNHA, became President and Chief Executive Officer of Richmond University Medical Center (RUMC) – an affiliate of The Mount Sinai Hospital and Mount Sinai School of Medicine – in April 2014.

Dr. Messina, a life-long resident of Staten Island, is a seasoned executive with nearly 30 years of healthcare leadership expertise. For the previous 13 years, he served as the System Chief Operating Officer of CentraState Healthcare System in Freehold, New Jersey, where his responsibilities included all System Operations for the Medical Center, Assisted Living Facility, Skilled Nursing and Rehabilitation Center and Continuing Care Retirement Community. While in this role, Dr. Messina developed additional growth strategies that include a new Cancer Center, a Proton Therapy Center, Radio-Surgery, a new Infusion Center and programs in Robotics, Minimally Invasive Surgery, Bariatric and Neurosurgery. Other accomplishments include a new state-of-the-art 26-bed Critical Care Unit, a 49-bed Emergency Department, and the development of an 180,000 sq. ft. Ambulatory Campus and Wellness Center anchored by a 35,000 sq. ft. Medical Fitness Center. Additionally, Dr. Messina developed the Linda E. Cardinale MS Center – one of the largest and most comprehensive MS Centers in the tristate area – leading to a fundraising event that has generated over $2 million.

Dr. Messina received his B.S. in Health Science/Respiratory Therapy from Long Island University Brooklyn, and earned his M.P.A. in Healthcare Administration from LIU Post. He obtained his Ph.D. in Health Sciences and Leadership at Seton Hall University where he currently serves as an adjunct professor in the School of Health and Allied Sciences. He is active in the American College of Health Care Executives, is board certified in healthcare management as an ACHE Fellow, and recently completed a three-year term as Regent for New Jersey.

Dr. Messina serves as trustee on the National Multiple Sclerosis Society, the New Jersey Metro Chapter, and the Alumni Board of Trustees at Seton Hall University. He is a Board member of the VNA Health Group of New Jersey and a member of the Policy Development Committee of the New Jersey Hospital Association. Dr. Messina has been honored by various organizations for his service to the community, including Seton Hall University with the “Many Are One” award, the American College of Healthcare Executives with Senior, Early and Distinguished Service Awards, New Jersey Women Against MS, CentraState Auxiliary, and the Staten Island CYO.

Editor’s note:

We would like to thank William Smith, director of Public Relations, Richmond University Medical Center, for the help and support he provided during this interview.




Richmond University Medical Center (http://rumcsi.org/Main/Home.aspx)

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Retrieved from http://rumcsi.org/main/rumcinthenews/si-live-5202016-170.aspx

Retrieved from http://rumcsi.org/main/rumcinthenews/merger-agreement-4132016-159.aspx

Retrieved from http://blog.silive.com/gracelyns_chronicles/2016/06/rumc_receives_presitigious_bab.html

Retrieved from https://www.statnews.com/2016/10/17/vivan-lee-hospitals-utah/

Other related articles were published in this Open Access Online Scientific Journal include the following: 


Risk Factor for Health Systems: High Turnover of Hospital CEOs and Visionary’s Role of Hospitals In 10 Years


Healthcare conglomeration to access Big Data and lower costs


A New Standard in Health Care – Farrer Park Hospital, Singapore’s First Fully Integrated Healthcare/Hospitality Complex



Helping Physicians identify Gene-Drug Interactions for Treatment Decisions: New ‘CLIPMERGE’ program – Personalized Medicine @ The Mount Sinai Medical Center


Nation’s Biobanks: Academic institutions, Research institutes and Hospitals – vary by Collections Size, Types of Specimens and Applications: Regulations are Needed


Robot-assisted coronary intervention program @MGH – The first CorPath Vascular Robotic System, lets Interventional Cardiologists position the right stent in the right place at reduces radiation exposure by 95%

Reporter: Aviva Lev-Ari, PhD, RN


Robot in the cath lab takes surgeons out of radiation’s way

October 3, 2016 By Abigail Esposito Leave a Comment

The system consists of a bedside unit and an interventional cockpit. Developer Corindus Vascular Robotics says the radiation-shielded cockpit features a control console with simple-to-use controls for the precise positioning of guidewires, balloons and stent catheters.

An interventional cardiologist loads the single use cassette and later manually introduces the guiding catheter into the coronaries. At that time, the physician can remove their lead covers and sit behind the Interventional Cockpit to perform the remainder of their procedure.

Harmful Exposures in the Cath Lab:

  • One study of self-reported brain tumors in interventionists showed that 86% of the tumors were left-brain—the side of the head most often exposed to radiation during procedures.
  • There’s also the risk of orthopedic injuries from wearing the heavy, leaded equipment used to block radiation (interventionists practicing over 21 years suffer a 60% incidence of spine issues) and
  • Cataracts, another effect of radiation exposure in interventionists. In a RELID study (Retrospective Evaluation of Lens Injuries and Dose), 50% of interventional cardiologists had posterior subcapsular lens changes (precursors to cataracts) caused by radiation exposure, versus less than 10% in the control group.

Benefits of CorPath Vascular Robotic System

One trial (Percutaneous Robotically-Enhanced Coronary Intervention Study) showed a

  • 95.2% reduction in radiation exposure for the primary operator,
  • 98.8% device success and
  • 97.6% clinical success with no device-related complications. What’s more, the trial saw a
  • 9% reduction in stent use as compared to historical data.


Multiple copies of the alpha tryptase gene drive Tryptase elevations may contribute to symptoms of dizziness and lightheadedness, skin flushing and itching, gastrointestinal complaints, chronic pain, and bone and joint problems


Reporter: Aviva Lev-Ari, PhD, RN


Monday, October 17, 2016

NIH scientists uncover genetic explanation for frustrating syndrome

Previously unexplained symptoms found associated with multiple copies of a single gene.

Other studies have indicated that four to six percent of the general public has high tryptase levels. While not all of these people experience symptoms, many do, raising the possibility that this mildly prevalent trait in some cases drives the symptoms, although how it does so remains unclear.

“This work suggests that multiple alpha tryptase gene copies might underlie health issues that affect a substantial number of people,” said NIAID Director Anthony S. Fauci, M.D. “Identifying one genetic cause for high tryptase opens the door for us to develop strategies for diagnosing and treating people carrying this genetic change.”

Previously,NIH’s National Institute of Allergy and Infectious Diseases (NIAID) researchers had observed that a combination of chronic and sometimes debilitating symptoms, such as hives, irritable bowel syndrome and overly flexible joints, runs in some families and is associated with high tryptase levels. Many affected family members with high tryptase also reported symptoms consistent with disorders of autonomic nervous system function (dysautonomia), including postural orthostatic tachycardia syndrome (POTS), which is characterized by dizziness, faintness and an elevated heartbeat when standing up.



What's The Big Data?

2015.12.10-WSJ_Screenshot-01 Maana Knowledge Platform for Oil and Gas

Does your company suffer from corporate amnesia? Palo Alto, California-based startup Maana has developed a cure for what ails organizations everywhere: Knowledge of how to perform a certain task or make a specific decision walks out the door with employees migrating to another job or retiring. Even when this tacit knowledge is captured, codified and stored in a database, it may not be accessible to the people who need it, when they need it. “We patented a unique and novel way of indexing and organizing the knowledge that is locked in data silos across the organization,” says founder and CEO Babur Ozden. Today, Maana released a new version of its AI-driven platform.

Failing organizational memory is particularly harmful when there is a “decision deadline,” explains Ozden: “These are decisions that need to take place along the workflow of an operation and need to…

View original post 325 more words

Interview with Bill Zurn, Scientist and Inventor in http://www.globalinnovationmagazine.com October 2016″

Reporter: Aviva Lev-Ari, PhD, RN


BILL ZURN’S drill bit & cylinder patent was issued on Oct 11, 2016. 

US Patent 9,464,487





Permission to Re-Publish Interview with Bill Zurn

“This interview was first featured in www.globalinnovationmagazine.com October 2016″.

From: clifford.thornton@gmail.com

Date: Fri, 14 Oct 2016 02:21:39 -0400

Subject: Fwd: Request permission to re-publish William Zurn Interview – Leaders in Pharmaceutical Business Intelligence (LPBI) Group

To: wilzur@msn.com

CC: avivalev-ari@alum.berkeley.edu; jamesoflynn@hotmail.com; clifford.thornton@gmail.com


Per James O’Flynn and his forwarded Email below, he is fine with you re-publishing the interview in LPBI.  He has granted you permission for that initiative. 

He has requested, as a condition of that permission, to note in the related LPBI publication/ re-publishing, “This interview was first featured in www.globalinnovationmagazine.com October 2016″.



———- Forwarded message ———-

From: james oflynn <jamesoflynn@hotmail.com>

Date: Fri, Oct 14, 2016 at 2:01 AM

Subject: Re: Request permission to re-publish William Zurn Interview – Leaders in Pharmaceutical Business Intelligence (LPBI) Group

To: Clifford Thornton <clifford.thornton@gmail.com>

That’s fine, I would like it noted in their publication though i.e. ‘This interview first featured in www.globalinnovationmagazine.com October 2016′