History: 1950s - Expansion and Renovation

Although marred by fear of Communist aggression and disruption caused by the Korean conflict, the 1950's were a tim eof economic prosperity and conservative attitudes throughout the country. For the average American, responsibilities to family and community prevailed.

At Windham, a sustained high patient census with associated increased use of ancillary services created crowded conditions, leaving no alternative other than to move forward with a building program. The architectural firm that planned the 1933 hospital, Crow, Lewis and Wick of New York, was engaged once again. Some problems arose in raising funds for this project and, even with a $200,000 Hill Burton grant, it was necessary to scale back the size and scope of the planned addition. After some deliberation, a contract was signed with A. F. Peaslee Company in June, 1950.

Although the Korean conflict again created scarcities of materials and a subsequent slowdown in the construction schedule, the West Wing Addition was completed and dedicated on April 2, 1952. It increased the original patient capacity by 23 beds, added 14 bassinets and provided for a separate Pediatric unit. Total cost of the project was $625,000 of which $330,000 was contributed by the community.

1952 was called "the year of the new look"; the latest addition not only increased the hospital's bed size and improved facilities, but added meeting and educational space, a medical records room, a medical library, and out-patient clinic space.

In 1952, a coffee shop opened near the original main entrance. Auxiliary President Kay Roan, in recommending this, stressed the public relations value. Two display cases were donated by Tubridy's, the beginning of a gift shop.

The 1952 West Wing addition also provided a new cafeteria with improved central kitchen space and equipment. Although hospital dieticians were still in short supply, an Assistant Dietician, Jane Litchner, was hired. In 1954, records note 118,938 meals were served, of which 18,908 were special diets.

The Trustees were accurate in their prediction that the growing demands within the hospital would soon outstrip the existing facility. By the early 1950's, the Radiology service was performing 6,281 examinations annually. A one-story addition to the Radiology Department was constructed in 1954-1955 to accommodate this growing service. Superintendent Sweeney reported that "many sections have been repainted so that it is difficult to note the dividing line between the 1933 building and recent additions."

In the 1950's, the medical staff suffered some losses due to death and retirement. The loss of primary care providers created heavy utilization of the Emergency Room. The number of available family physicians would have become critical had not five new doctors joined their ranks. With enthusiasm the community welcomed Drs. Collier and Hedrick and shortly thereafter, Frederick Beardsley, M.D., Ernest Bolt, M.D. and Robert Bowen, M.D. By 1954, the medical staff had increased to 20 members, 28 with the inclusion of associate and courtesy staff.

Increases in the size of the medical staff with particular attention to an adequate number of physicians in the specialties and subspecialties was looked upon as the medical staff's responsibility. As a leader in this area, credit must be given to Dr. Ottenheimer for his enduring demand for excellence. The community may thank him and other early leaders for establishing a tradition of quality that brought to the area the best available physicians. His vision of excellence in medical care and in hospital standards impressed those who considered establishing a practice in this area. Formation of group practices and development of surgical subspecialties were among Dr. Ottenheimer's many other endeavors.

The beginning of Cardiology at Windham may be traced to July 1, 1950. A written report at the time notes: "Through the gift of a very modern electrocardiograph unit and the assistance of Drs. Frederick Beardsley, George Carter and William Maurer, this specialized diagnostic service is added to the many others at Windham."

In 1950, Ronald Beckett, M.D. became Windham's first part-time pathologist. His earliest report details the statistical increases in terms of availability, as well as frequency of performance, of diagnostic procedures, and includes the first breakdown between in-patient (80%) and out-patient (20%) service. Statistics showed a total of 1,233 pathology specimens examined, as well as type and cross-matching completed for 344 blood transfusions.

Dr. Beckett also implemented the relative point value system developed by the Connecticut State Society of Pathologists. This system provided a means of measuring and comparing the intensity of the work demands of the various tests performed. In 1952, he recommended the employment of a part-time clerical worker to free up the technicians so that they might be more productive.

Anesthesia requirements grew with an increased patient census. Statistics show that by 1950 a second anesthesiologist had to be considered. Dr. Ruiz arrived on November 1, 1950. When he left, he was replaced by Jerome Gauthier, M.D. who also left and was replaced by William Grillo, M.D. in January 1957. Dr. Grillo remained with the hospital for over 28 years. During the 1950's, cyclopropane was the first new agent introduced and proved to be very useful in the successful anesthetic management of patients.

The Maternity service experienced steady growth after World War II, reaching a peak of 782 births in 1952. The following year there was a dip in the statistics to 581 births; however, we are told that during that year there were 47 premature deliveries. These infants remained in the hospital considerably longer than the normal newborn whose hospital stay was seven days following birth. The care of the "premie" was more intensive. Each infant required feeding by a medicine dropper every one to two hours.

Windham's three nurseries were in constant use. Costs for providing the service were high. Toward the end of the decade a special gift fund was set up to assist in this area. Windham continued taking care of premature infants until the 1970's when an affiliation with the University of Connecticut Medical Center allowed transfer of the "sick newborn" and other difficult cases.

At the urging of Mr. Sweeney, Drs. Olga and Mervyn Little built Natchaug Hospital, a 90 bed convalescent hospital which was later converted for psychiatric use.

From 1951-1954, Windhain Hospital was a member of the Community Chest, now the United Way, receiving $7,900 in 1951. The hospital withdrew in 1954 due to strong financial demands that would require independent appeals. Also, it recognized that the Community Chest required its funds for the growing social service demands of the community. A source of revenue in 1952 was a general grant from the state in the amount of $16,000. However, this money was used to cover the heavy losses occurring in the Emergency Room. In 1953, the town generously donated 100 feet of land from their "town farm" on the west side of the hospital. Later, in the 1960's, the town donated another 100 feet.

Over the years, a close relationship developed between the Willimantic Fire Department and the hospital. In 1952, the fire department donated a resuscitator and croupette, the beginning of many deeply appreciated gifts that assisted the hospital in providing service to the community.

In the first five years of the 50's, the Building and Grounds Committee of the Board oversaw the following: parking area resurfacing, major repair of one elevator, retubing of both boilers, purchase of a Dodge truck, installation of a fire escape for the nurses' home and the addition of more parking space for the Emergency Room and clinic entrances. In 1951, a heat conversion was made from coal to oil, and later to natural gas.

In 1954-1955, action was taken to correct problems caused by late summer and autumn storms. The impact of Hurricane Carol was felt on August 30, 1954. The area had not yet fully

recovered when Hurricane Hazel hit on October 5, 1954. The following year, another major storm, Hurricane Diane, visited the area on August 19th. The physical plant suffered little damage during these storms, but electrical power was totally interrupted and inadequate. Board President Charles Hill reported that "our five kilowatt generator went out of commission within a few minutes of being placed in operation during the first hurricane and was not repaired until after the second hurricane."

A 75 kilowatt emergency generator was installed and an 8 inch water main, separate from the domestic water line, was added for fire protection. About the same time, new fire codes required the installation of a sprinkler system for ground and basement floor areas.

William B. Sweeney died unexpectedly September 3, 1955 ending an important era in the history of Windham Hospital. Eleanor Hurd, R.N., Director of Nursing since 1933, was named Acting Administrator until the arrival of Richard Ogrean. The story is best told by Board President, Albert Waugh in a 1955 report:

It has often been said that every institution is but the length and shadow of a single man. The statement is a gross exaggeration. This Windham Community Memorial Hospital reflects the joint endeavors and contributions of literally hundreds of people working jointly in a community enterprise. In our operations we depend on every nurse who ministers to the suffering in our wards, on every doctor whose skill hastens the recovery of our loved ones, on every cook and scrubwoman and engineer and groundskeeper, whose labor contributes in one way or another to our common cause, on every member of our Women's Auxiliary, whose contributions are too great and too diverse to be counted, on every corporator who seeks to understand the operation of the hospital and the nature of its problems and to interpret the institution to his friends and neighbors, we are in a very real sense a community enterprise.

But, while it is important for all of us to understand the joint nature of our endeavor, nevertheless it is natural that some should make much greater contributions than others. No one will dispute the fact that during the first 22 1/2 years of our history, the life of this institution and the life of Mr. William B. Sweeney were so closely intertwined as to make it difficult in many cases to separate them. Without question his contribution to the hospital greatly exceeds that of any other person. It was the consuming interest of his life. He worked long hours, never sparing himself. He trained himself in the field of hospital administration to the point where he was a recognized authority in the state and in the nation. He built our hospital to a high peak of efficiency and operation, and his insistence and stubborn efforts improved tremendously the facilities available to us and to our fellows in the community in the field of health. His unexpected and untimely death on September 3, 1955 was a major catastrophe to the hospital and to the community which he had served faithfully over many years in a wide variety of ways. It is fitting that we should pay special tribute to him as one of the leading citizens of this community.

The Board of Trustees has announced the appointment of Richard B. Ogrean as the hospital's new administrator. It is expected that he will assume active charge of the institution in February, 1956. We are happy to welcome him and give assurance that he will have our loyal, sympathetic, understanding support and that of the community which he comes to serve. It is tremendously important to all of us that he be succesful in his new work since on his success will depend, in a very real sense, the safety and perhaps the lives of all of us.

Windham's second administrator, Richard B. Ogrean, had spent the six previous years at Yale-New Haven Hospital, first as a student in hospital administration at the School of Public Health, then as Administrative Assistant and Assistant Director at the hospital. He continued Windham's involvement in state and national affairs, serving on numerous committees and becoming a Fellow of the American College of Hospital Administrators under its increasingly formal standards of acceptance. Mr. Ogrean was trained in the hospital field and had been exposed to developing trends and standards of national healthcare organizations.

Soon after arrival, the new administrator found that pressures were already mounting. Among them, increasing census, elective admission waiting lists, crowded and inadequate diagnostic departments, and new technology demands all vied for his attention.

H. E. Preston, President of the Board, in his 1956 report made the following remark: "Our hospital has been operating in some important areas beyond prudent capacity." Mr. Ogrean added: "The waiting list was at an all time peak of 121 in March and, although it dropped considerably from that high point, remains high enough to warrant consideration of expansion of our facilities."

Medical Staff President, Morton Arnold, M.D. commented: "The professional staff is pleased to note that a committee has been appointed by the Board of Trustees to study the long term needs of this community for expanded facilities and services. They are eagerly awaiting the report of this committee."

In December 1956 and 1957, the hospital received two significant contributions to the Expansion Fund. First, the American Screw Company gave a Christmas gift of $5,000 and then the Lauter Foundation made a donation of $50,000. Tamblyn and Brown were hired to organize and direct Windham Hospital's expansion fund program. In 1958, a major fund raising drive was initiated to finance new construction and capital equipment needs.

In the interim, the hospital began its third expansion program, the South Wing. The Building Committee was chaired by Charles W. Hill, also a member of the 1933 Building Committee. Other members included: Alfred W. Brand, Gregory T. Dial, Joseph A. Flanzer, Dr. Major, Dr. Medbury and Richard Ogrean, Administrator. The South Wing was renamed the Greer Wing, to honor Jessie and Josephine (Lauter) Greer.

Groundbreaking took place on February 18, 1959 and the wing was ready for occupancy on August 1, 1960. Other renovations were completed by October 17, 1962. The Greer Wing added a total of 26,000 square feet to the hospital and bed capacity was increased by 37, bringing the total of available beds to 145.

When the program was finished, the project, in addition to increasing the number of beds in the hospital, contained a new surgical suite, recovery room, central sterile supply area, laboratory, two additional elevators, administrative and business offices, medical records area, lobby, information desk, switchboard and a coffee and gift shop. The construction and renovation project cost $1.5 million and was financed through a community campaign, a $200,000 Hill Burton grant and a bequest of $300,000 from the Greer family.

The Auxiliary continued to make generous gifts to the hospital from profits made through their community activities. In 1956, the first annual coffee chain proved to be an excellent way to increase both treasury and membership. Each hostess started a chain by inviting guests to a coffee hour. Each guest donated $1.00 and then continued the chain by becoming hostesses of their own coffee hours. The Holly and Shamrock Balls helped to fund many Auxiliary projects. In 1957, a Horse Show and Village Fair was held in Lebanon, the money raised was donated to purchase an express truck for the hospital.

In his first report, Mr. Ogrean commented: "The faithful service of the Auxiliary is again acknowledged. A monthly meeting has been held with the officers of the Auxiliary to think through again what the Auxiliary can do. A full revision of the volunteers afternoon duties is under way. Other projects, including additional ways of raising funds are being developed. As Administrator, it is a source of warm satisfaction to find an Auxiliary which has done so much and wihch has so much potential for service."

Until the early 1950's, Board representation consisted of 45 members and the simple "town meeting" style of assemblage prevailed. Hamilton Associates, a consulting firm, recommended that the Board reduce its size from 45 to 21 members and that a committee structure be adopted.

The Board established standing committees, including Executive, Finance, Community Affairs, Personnel, Development and Planning, Joint Conference and Building and Grounds. Each Board member was active on one or more committees whose membership listened to proposals, debated and analyzed recommendations.

The Joint Conference Committee was one of the most valuable and effective working groups. It was composed of the Executive Committee of the Board, the Executive Committee of the Medical Staff and the Administrator. Originally called the Liaison Committee, it provided a forum for discussion and exchange of ideas. By virtue of its influence it became the most powerful committee in the hospital. "Its effictiveness" said Mr. Ogrean, "lay in the fact that its discussions were of a high caliber and its motivations were benevolent. Activities that would promote optimal patient care outcomes and concepts that perpetuated the highest standards for the hospital remained the priorities."

In 1957, the medical staff revised its bylaws, incorporating concepts that were more current to the times. A Chief of Staff position was created to review and supervise the quality of care provided, while the President and the Executive Committee handled the required administrative and educational functions of the staff. Saturday conferences, monthly staff meetings, and medical education, library and audit committees were all established. Additionally, the departments of Anesthesia, Radiology, Pathology, Psychiatry, Medicine, Surgery and the surgical subspecialties were organized. The departmental structure allowed the medical staff to attend to details specific to those defined areas.

In 1958, following the medical staff lead, the dental staff adopted revised bylaws which established leadership positions and a requirement for quality of care case review. The dental staff was organized as their own independent professional staff at that time and consisted of twelve Courtesy Staff members.

The Library Committee had progressively increased the number of volumes, using money from medical staff dues and an equal contribution from the Board of Trustees. The library consisted of 150 volumes and 20 journal subscriptions. In 1957, Windham Hospital and its medical staff were fortunate to have the service of Florence A. Grant, a Willimantic native, retired professional librarian, and nationally recognized specialist in the establishment of scientific libraries. For the next five years, she donated her time freely on a volunteer basis to organize, plan and develop the new medical library which opened upon completion of the Greer Wing.

Also in 1958, the medical staff conducted an internal survey to assess the number and type of physicians needed to service the growing community. This was an important step in developing a truly organized approach to hospital planning. A Professional Service Planning Committee was created and a brochure was developed and used in the recruitment of new physicians. The Planning Committee also played an important role in recommending new technology and equipment purchases necessary for the proper functioning of the hospital.

The medical staff was growing in membership and in the number of specialties represented. Murray Rosenberg, M.D. became Windham's first full-time pathologist in 1957 and remained at the hospital until his retirement in 1986.

When asked why he came to Windham Hospital, Dr. Rosenberg commented, "Meeting with Dr. Ottenheimer impressed upon me the standards of excellence shared by the medical staff and their collective vision for the future growth of the hospital. It was an opportunity to shape the development of a new department within a stimulating professional environment."

In his 1957 report, Dr. Rosenberg comments: "This year encompassed some major changes in the growth and function of the laboratory service. Space, equipment, standards and personnel policy have been subject to analysis and review as part of a long range plan for the development of a more complete, reliable and community-oriented laboratory service."

Dr. Rosenberg presented a provisional 10-year plan for the development of laboratory services. He urged consideration of Windham as a "laboratory resource center for northeastern Connecticut." He predicted with confidence that certain procedures used only in research would, within five years, be considered essential for diagnostic laboratories. He noted that new tools and techniques would require additional space. The first year after Dr. Rosenberg arrived, the Laboratory was granted 250 additional square feet, bringing the total square footage to 970.

In 1956, Mrs. Kerrtu Kersen joined the laboratory staff as microbiologist; she later became Technical Director of Laboratory Services. Earlier, Leonard DesJardins had been hired; he directed the Blood Bank throughout his career at Windham.

In 1957 and 1958, a school for medical technology was established in affiliation with Quinnipiac College. Students graduated with a bachelor's degree pending completion of a fourth year practicum at Windham Hospital. Having a school on site assisted recruitment of personnel and stimulated the continuing education of the technical staff.

Sage Sikand, M.D., orthopaedic surgeon, joined the staff in 1958, as did Earle Herbert, M.D., chief radiologist. In 1959, William Whalen, M.D., specializing in general, cardiovascular and chest surgery, and Gerald Sandler, M.D., an obstetrician and gynecologist, were important medical staff additions.

In 1958, Dr. Sikand became the first resident orthopaedic surgeon in the Windham area and began practice at Windham Hospital. Dr. Sikand was quickly followed by George Becker, M.D. who completed his residency at Yale Medical School and began his practice with the Windham Surgical Group. Orthopaedics, no longer a fracture service and branch of General Surgery, had grown to become a distinct, well defined specialty in its own right. The field comprised the treatment of bone and joint injuries and diseases among which were spinal surgery, joint reconstruction, major fracture treatment, and rehabilitation, as well as hand and foot surgery. Sports medicine was a new discipline and it slowly evolved into the major endeavor that it represents today.

Although two operating rooms were adequate in 1933, the increased number of surgical cases and the arrival of surgical specialists signaled the need to plan a new operating suite. The Greer Wing addition made this possible. The suite contained four operating rooms, with necessary workspace, a recovery room, a doctors' lounge, an operating room supervisor's office, and an anesthesiology office. Adjacent but just outside the automatic electronic operating room doors was placed a new, large central sterile supply (CSS) suite.

Before Windham had a central sterile supply, nurses operated individual sterilizers on the patient units and in the operating room. The concept of central sterilization was spawned by national standards that dictated improved sterile technique to lower infection rates.

George Farley, one of the senior x-ray technicians, agreed to supervise the new Central Sterile Supply Department, He remained in that position for 17 years until his retirement in 1977. The equipment in CSS included an ultrasonic cleaner, two steam sterilizers, a Maytag washer, a glove dryer and a still. The still was used for the purpose of manufacturing distilled water. Other work assignments included manufacturing irrigating solutions; cleaning and packing operating room instruments; washing, sharpening, packaging and sterilizing needles; and washing, drying, powdering, packaging and sterilizing gloves.

When Central Sterile Supply opened it was a showcase department. To educate employees about the new functions of the department, they were invited to stop by and have their rings cleaned in the ultrasonic cleaner. The process only took one minute and the results were "sparkling."

For many years, operating room linen was white, probably because it symbolized cleanliness. Unfortunately, under the bright lights of the operating room, white is not easy on the eyes. Mr. Ogrean recalls that one of the first requests made by the surgeons was that a change be made to green linen. With the help of Auxiliary funds, the services of Charles W. Hill, Trustee and retired American Thread executive, Windham's operating room received green linen. The material was delivered by American Thread Company trucks and our sewing room did the cutting and hemming. Operating room green is so widely accepted today that it may be difficult to envision the "white linen" days.

After the death of Dr. Kinney in 1957, Earle Herbert, M.D. was recruited from Cornell University to become chief radiologist and department head. After completing a needs assessment, he reported: "We have a fine technical staff with chief technologists Barbara Taylor, George Farley, Robert Mucinski and Donald Potter. Major needs seen are to improve our radiation protection technique and to add newer and more diversified examinations and techniques to our usual routine examinations. We appear to be at maximum load with the present amount of equipment and the services of one radiologist. Aging equipment will need replacement. Newer diagnostic machines are available now which cut the amount of radiation to the patient to a fraction of the present exposure, while providing the radiologist with better visualization. New x-ray therapy equipment is also available which has far more penetrating power than anything we have to offer at present. There is a need for more space and a third room with appropriate equipment."

In 1959, the radiology department was modernized and its size increased to three rooms. A new diagnostic x-ray machine and laminograph were acquired. The department began to de-emphasize some of the older examinations as they added new ones.

By 1957, an EKG technician had been hired and the following year the Connecticut State Department of Health provided assistance to the Cardiac Service by donating a cardiotte for EKG work. Treatment focused primarily on the care of patients with heart attacks, which consisted of bed rest and long hospital stays lasting 4-6 weeks. At that time the survival rate following a heart attack was approximately 50% nationally.

In the mid-50's the medical staff developed a medical plan for coverage ailti operation of the Emergency Room. With all physicians on staff participating in 24 hour coverage, no patient in the comnmnity ever had to fear being without medical attention regardless of the hour or day. In 1956, Dr. Maurer made this comment about the Emergency Room: "The doctors on service for the ER deserve special credit for maintaining prompt and efficient service in the face of the steadily increasing demands that have been made on that department. Our surgical resident has been a great help in this situation and he has recently been asked to see all surgical emergencies upon their arrival at the hospital, even though the patient may request, and later be seen by a private physician. This is to prevent any possible delay in the handling of an urgent case. Our ER medical plan has been in operation for about a year and has been functioning smoothly, thanks to the cooperation of all the doctors on the staff"

Throughout the early 50's there was a fear of a polio epidemic. In readiness, the hospital acquired an iron lung which never needed to be used. To protect the community, the hospital and the medical staff sponsored a Vaccine Clinic. On May 16, 1954 the new Salk polio vaccine was given to 564 school children.

The Nursing Department remained busy throughout the 50's. Eleanor Hurd, R.N. and her supervisors labored over scheduling that listed only 12 full-time nurses and 45 part-time positions. The situation was eased by three ward secretaries who relieved nurses of paperwork, telephoning and errands. Edna Sherman, R.N. became Assistant Supervisor in 1955 with responsibility for scheduling. When Mr. Ogrean arrived he found "nursing staffing and supervision adequate but under constant pressure with the increasing census and complexity of developing medical care." Among other measures, he recommended reinstitution of the Licensed Practical Nurse Program.

The Licensed Practical Nurse (L.P.N.) program, operated by the Windham Regional Technical School, began in 1957. Eight months of course work was followed by four months of clinical training at Windham Hospital. The first class was graduated and capped in September, 1958. For the first 15 years there were two classes each year; September and February. Clinical coordinators and instructors through the years included Gladys Willey, Dorothy Ogrean, Margaret Boger, Cheryl Scott, Mary Ellen Gonci, Kathleen Clairmont, Annette Hansell and Nancy MacCauley.

A new Director of Nursing Service, Barbara A. Kane, R.N., M.S.N. arrived on January 1, 1959 bringing leadership and vision to the department. Miss Kane received a Master's Degree from the Yale School of Nursing. She worked in nursing service administration at Yale-New Haven Hospital prior to coming to Windham. Once established at Windham, she introduced new nursing standards and techniques. Remembered best for her sense of caring, many an older nurse will still attest to the support she received from Miss Kane during times of personal or professional crisis. Eleanor Hurd, R.N., Director of Nursing since 1933, became Assistant Administrator with special responsibility for purchasing.

At this time in our growth there was no Pharmacy within the hospital. Elizabeth Nagle, R.N. ran the drug room. Prescriptions were filled at a local pharmacy. Ms. Nagle delivered the prescriptions and other stock supplies to the nursing units.

In the 1950's, Louisa Pounch, R.N., a nurse anesthetist, developed an intravenous infusion service that has grown into a department under the guidance of nursing services.

The dietary department was changing to meet the needs of patients and employees. Jane Lichtner returned as Nutritionist and Eunice Flodin was hired as Assistant Dietician. Nutritional teaching and selective menus were implemented. For the employees, the work week was reduced to 5 days and relief cooks were trained on the job. Variety was added to the regular and special diet selections.

Throughout the hospital other changes were occurring. The old switchboard was converted to a PBX and four employees covered the service 24 hours a day, seven days a week. Audible paging had been installed and, although noisy, it made things more convenient for the busy nurses and doctors.

Hospital expansion brought added responsibility to the Housekeeping service. Miriam Zutt was hired as Executive Housekeeper. She came to Windham from Woonsocket Hospital in Rhode Island. After her retirement in 1959, her assistant, Helen Battey, succeeded her. Housekeepers before Mrs. Zutt included Laura Vegiard, Regina Gervais and Ethel Grant.

The Admitting fimction had an office off of the main entrance. Two people were employed and provided seven day coverage per week. They performed several functions that ranged from the classification of patients as emergency, urgent or elective to collection of insurance information that was important in the billing function.

The work that Mr. Ogrean did in this area may be found in his first annual report, which reads: "Admitting rules were reviewed and revised, aimed at smooth and easy admission as well as maximum occupancy. The Admission Officer functions on a rule of '61' - admitting on the medical and surgical floors to this number of patients by noon. This leaves only three beds for emergencies, which is not enough, but we have taken this calculated risk in the face of a large waiting list."

Windham Hospital was a pioneer in systems engineering, drawing on the expertise of its neighbor, the University of Connecticut, to provide important consultation. Mr. Ogrean established an early relationship with the School of Business Administration, especially with Dean Lawrence Ackerman and Professors Joseph Emerzian and Theodore Toedt.

In 1958, management education and training came to Windham Hospital's administrative and supervisory team. Mr. Toedt visited the hospital every other week to teach a comprehensive series of classes. The inspiration and benefits of that training made the management team at Windham more aware of fiscal responsibilities and more responsive to the public's expectations of care and service.

Mr. Ogrean presented the hospital's first budget to the Board in 1956. Anticipated expenses totaled $800,000. In two years, expenses would exceed $1 million. On the revenue side, the hospital had signed a contract with Blue Cross and a formula had been worked out that was based on "cost reimbursement." Accountants on both sides carefully examined and interpreted what was to be considered "cost."