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Breast Cancer Care Hunterdon Healthcare receives 2014 Women’s Choice award for America’s Best Breast Center! p3
Emergency Nurses Honored with
Emergency Nurses Week
NJ League for Nursing reveals 2014 Nurse Recognition Award Winners! p15
Saint Michael’s Medical Center Uses 3-D Mammography to Detect Breast Cancer p4
Professional Development & Recruitment Section
Hospital of the Month!
Lourdes Specialty Hospital of Southern NJ, LLC p12
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Hospital Newspaper - NJ
We Never Stop Improving For You! TOP HOSPITAL
Trinitas Renal Services
TRINITAS REGIONAL MEDICAL CEN TE R
225 Williamson Street, Elizabeth, NJ 07202 • 908.994.5000 • www.TrinitasRMC.org TRINITAS CENTERS OF EXCELLENCE
Behavioral Health • Cancer Care • Cardiology • Diabetes Management Maternal & Child Health • Renal Services • School of Nursing • Senior Services Sleep Disorders • Women’s Services • Wound Healing & Hyperbaric Medicine
Trinitas Regional Medical Center is a Catholic teaching institution sponsored by the Sisters of Charity of Saint Elizabeth in partnership with Elizabethtown Healthcare Foundation.
Hospital Newspaper - NJ October, 2014
Your full circle of care.
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For more information visit, HunterdonHealthcare.org/WomensImaging. To schedule an appointment, call 908-782-4700.
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Saint Michael’s Medical Center Uses 3-D Mammography to Detect Breast Cancer When it comes to the fight against the second leading cause of death among women—breast cancer—Saint Michael’s Medical Center (SMMC) located in Newark, NJ, leads the way in offering the most advanced digital breast imaging technology. The Connie Dwyer Breast Center at SMMC houses two 3-D mammography suites with tomosynthesis. Three-dimensional mammography captures multiple individual images of thin layers from several angles to create 3-D views of each breast. This enhanced image enables radiologists to identify and characterize individual breast structures without the confusion of overlapping tissue showing the finest details to detect even the smallest abnormalities. “Three-dimensional imaging gives us a clear-view image of the breast tissue,” said Nadine Pappas, MD, medical director, The Connie Dwyer Breast Center at SMMC. “This view allows for greater accuracy in detecting breast abnormalities— especially in women with dense breast tissue which can be more difficult to interpret on standard mammograms.” “Early detection is the best defense against breast cancer,” added Dr. Pappas. “Finding cancer in its earliest stages can significantly increase the chances of treating the disease. This is why it’s important for women to get checked and schedule mammograms accordingly.”
To further support breast cancer education and early detection, SMMC’s In The Pink Cancer Early Detection and Education Program, reaches out to medically underserved women through a series of free educational sessions and breast cancer screenings at the medical center and in the community.
In The Pink patients receive a full continuum of care in partnership with The Connie Dwyer Breast Center at The Cancer Center at SMMC. To learn more about The Connie Dwyer Breast Center at SMMC, please call 973.877.5189 or visit www.smmcnj.org/conniedwyer.
Know the signs of breast cancer
Left to right: Connie Dwyer, founder, The Connie Dwyer Breast Center with Nadine Pappas, MD, medical director, The Connie Dwyer Breast Center
Accredited by the American College of Radiology as a Center of Excellence in Breast Imaging, The Connie Dwyer Breast Center gives patients access to a host of advanced diagnostic techniques in addition to 3-D mammography, such as an additional suite using full-field digital mammography
with computer-aided detection, high-resolution breast ultrasound, breast MRI, and stereotactic and ultrasound-guided biopsies. The Breast Center also employs an innovative rapid diagnosis program providing patients who undergo a breast biopsy, with their results within 24 business hours.
Breast health with regular self-breast exams and recommended screenings based on age and risk factors are essential. Often an early sign of breast cancer is an abnormality found on your mammogram before it can be felt. Common signs of breast cancer include a lump in the breast, an abnormal thickening of the breast, and/or a change in the shape or color of the breast. Other signs of breast cancer include: New, hard lump or thickening in any part of the breast Change in the breast size or shape Puckering or dimpling of the skin of the breast Swelling, redness or warmth on the breast that doesn’t go away Pain in one spot on the breast that does not vary with your monthly cycle Depression or indentation of the nipple Nipple discharge that begins suddenly and/or appears in only one breast An itchy, sore or scaling area on one nipple
The Connie Dwyer Breast Center at Saint Michael’s Medical Center.
Hospital Newspaper - NJ October, 2014
SPECIALIZING IN CARDIOLOGY, INTERNAL MEDICINE AND GASTROENTEROLOGY
‘Best Doctors’ LISTS YEAR AFTER YEAR
ROBERT BELKIN, MD GABRIELLE BOLTON, MD MARK BORKIN, MD SUSAN CAMPANILE, MD LEO CARDILLO, MD MAXWELL CHAIT, MD ALBERT DELUCA, MD JEFFREY DONIS, MD JOYDEEP GHOSH, MD LAWRENCE GLASSBERG, MD EDUARDO GRANATO, MD CRAIG HJEMDAHL-MONSEN, MD KUMAR KALAPATAPU, MD
SRIRAMA KALAPATAPU, MD RICHARD KAY, MD ANDREW CARL KONTAK, MD ANDREW KUPERSMITH, MD STEVEN LANDAU, MD YAT WA (BETTY) LI, MD SANJAY NAIK, MD DIMPLE PATEL, MD RONALD PRESTON, MD ANTHONY PUCILLO, MD TODD C. PULERWITZ, MD MONICA REYNOLDS, MD JAE RO, MD
WARREN ROSENBLUM, MD ABDOLLAH SEDIGHI, MD INDERPAL SINGH, MD SUSAN SOEIRO, MD DAVID E. SOLARZ, MD CARMINE SORBERA, MD ELENA L. TSAI, MD STEVEN L. VALENSTEIN, MD MELVIN WEISS, MD RONALD WEISSMAN, MD PRESTON WINTERS, MD
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This is an important topic receiving increased attention in the media. A transition of care takes place when people move between care settings—such as when a person leaves the hospital and returns home or goes to a rehabilitation facility—or care providers (such as physicians and other members of the care team, or agencies involved with the same client or family). Care transitions also occur when a person’s condition or situation changes. For example, a person with a serious physical or mental illness may have a relapse, or a child may leave a foster home and return to her or his family. Lack of coordination during care transitions is, unfortunately, quite frequent and can be disastrous for everyone involved. Failure to transfer important information and medication errors are two examples of common problems that occur during care transitions. Case managers are integral to successful transitions of care. They help to facilitate communication among everyone involved, including you and your loved ones. Please share your stories with us: email@example.com. Jim can be reached at 845-534-7500 ext. 219 and via email at firstname.lastname@example.org.
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The importance of Case Management
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The Sign of Excellence ence in Emergency Medicine edicine® ree Decades for More Than Three
Best Places to Work in Healthcare List for the Fourth Year Emergency Medical Associates is among 100 companies nationwide who have been named to the 2014 Best Places to Work in Healthcare list compiled by Modern Healthcare magazine. Emergency Medical Associates is pleased to be the only emergency medicine physician group on Modern Healthcare’s list. The recognition program, now in its seventh year, honors workplaces that enable employees to perform at the optimum level to provide patients and customers with the best possible care, products and services. This is the fourth year that the company has been named to the list. “Our physicians, associate practitioners and support staff collaborate to create a working environment where quality and excellence in practice is the norm. We understand that our clinical staff is the backbone of the organization, and we reward their efforts with competitive compensation, benefits and opportunities for advancement,” explains Raymond Iannaccone, MD, FACEP, FACHE, president and chief executive officer of Emergency Medical Associates. “This wealth of highly motivated talent allows us to deliver exceptional service to the hospital clients and patients we serve. We’re honored to again be recognized by Modern Healthcare.” “Compassion, innovation, integrity, operational excellence, partnership, respect, talent and teamwork are the core values on which Emergency Medical Associates has built itself. The success of the company is only as strong as our employees’ desire and willingness to fulfill these core values. The recognition from Modern Healthcare is a testament that we’ve hired the right individuals,” explains Kathy Kane, chief human resources officer of Emergency Medical Associates. The “Best Places to Work” program surveyed employees and analyzed their responses in eight core areas: • Leadership and planning • Culture and communications • Role satisfaction • Working environment • Relationship with supervisor • Training and development • Pay and benefits • Overall satisfaction Modern Healthcare will reveal the ranked order of the 100 Best Places to Work in Healthcare at a banquet Oct. 23 in Chicago. About Emergency Medical Associates Emergency Medical Associates (EMA), headquartered in Parsippany, N.J., is a physician-led, physician-owned medical practice that specializes in emergency, hospitalist and urgent care medicine. Dedicated to providing exceptional solutions for the measurable success of our hospital partners, EMA is recognized for clinical excellence, quality service and sustained improved patient satisfaction. For more information, visit www.ema.net, www.facebook.com/EMANews or www.twitter.com/EMANews.
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Hospital Newspaper - NJ
Ask An Expert Operational Effectiveness is Strategy and Vice Versa By Bruce C. Vladeck, PhD In most healthcare organizations, strategy is considered a separate function that falls under the responsibility of a Board committee, C-suite executives, and designated staff. It is typically distinguished from operations and finance. But in my experience, continuous improvement in operational performance is often key to the successful implementation of strategic objectives and often a strategic objective itself. Take three common strategic decisions. First, a hospital exploring potential partnerships or mergers with other organizations recognizes that its attractiveness to potential partners, as well as its bargaining leverage in potential negotiations, is highly influenced by outside perceptions of its operating performance, particularly its most recent performance. That’s what the process of due diligence in such transactions is largely about. The stronger the hospital’s operations, the more opportunities it will have to enter into favorable relationships, and the better deals it will be able to make. In another example, a hospital looking to develop or expand a particular service line has to be sure that relationships with its current medical staff are open and healthy. Good relationships with clinical staff act as a safeguard so that key physicians don’t perceive the new initiative as a threat or a tilt toward particular competitors. If those relationships are not well-maintained, the hospital runs the risk of hiring costly staff and purchasing expensive equipment that will be underused because of a lack of patient referrals. Third, in the classic paradigm for strategic planning, decisions about major capital investments are inseparable from the evaluation of the costs of capital from various sources. Those costs are all highly influenced by analyses not merely of the organization’s recent performance, but of its prospects for performance improvement. In other words, strategy and operations are fundamentally interrelated; any systematic effort at strategic planning requires an understanding of the organization’s market, patient flows and characteristics, and policy environment, as well as what’s “under the hood” on a day-to-day basis. Success in meeting strategic objectives requires an organization that is running on all cylinders, so operational improvement is often a central requirement—if not a prerequisite. On several occasions, I’ve been asked to help a healthcare organization develop a strategic plan only to discover that the client was so preoccupied with short-term financial pressures that any planning horizon much beyond the current fiscal year became unrealistic. In those instances, measurable performance improvement became the strategy. Even after a short-term crisis is resolved, redoubling the commitment to operational improvement remains the strategic core. Fundamentally, healthcare organizations are in the business of taking care of patients, doing so as compassionately, effectively, and efficiently as possible. If they can’t do that well, the most brilliant strategies will ultimately be to no avail. If they can do it well, constructing effective strategies becomes much easier—and more likely to succeed. Dr. Bruce Vladeck is Special Advisor, Nexera. He served as Administrator of the Healthcare Financing Administration as well as a Presidential Appointee to the National Bipartisan Commission on the Future of Medicare. He has held positions at Mount Sinai Medical Center as Professor of Health Policy and Geriatrics as well as Senior Vice President for Policy, at Ernst & Young’s Health Sciences Advisory Services, the United Hospital Fund as President, and several faculty positions. Want to know more about Nexera’s Strategic Advisory Services? Contact Monica Chopra at email@example.com
Hospital Newspaper - NJ October, 2014
Att Ne A Nexera, N exera, w we e build b suc success cesss from from the inside in nside out. out. Optimizattion str Optimization strategies ategies succeed succeed when w the theyy ar aree built on a solid olid foundation. foundation. The innerr workings of your hospital hospital are are essential components components of any comprehensive comp prehensive growth growth strategy. strategyy. One siz sizee does not fit all. Nexera iss pr Nexera proud oud to to announce announce the launch of Strategic Strategic Advisory Adviso ory Services, Services, our latest latest suite su uite of offerings offerings that customize customiz o e plans so you y achie achieve ve or even even exceed exceeed your goals. goals. Led Led by industry indusstry expert Dr. Dr. Bruce Bruce Vladeck, Vladeck, our team team can can advise on n and implement strategies payment help impl lement physician str ategiees and p ayment models, strategic s ategic planning, and service str service line development. development. The best strategies strategies leverage leverage your health health system’s system’s existing strengths s engths while building for str for the future. future. See how we we can can help—call help —calll (877) 639-3720 or visit nexerainc.com n xerainc.com ttoday. ne oday.
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or nfo f i t s e Lat es and
Hospital Newspaper - NJ
By Alison Lazzaro, RN
Hospital Newspaper Correspondent
Shared Governance Model in Magnet Recognized Hospitals A breathtaking bouquet made up of a variety of flowers blends together to catch the eye. The unique result of many different nurses working together can also create something remarkable. Collaboration of team members is the heart of a shared governance model. Having an opinion that matters in your workplace creates personal and professional satisfaction. Shared governance models, also called shared decision making, is a strategy implemented to allow staff members to contribute to decision making that affects their work life. This team effort is balanced with leadership and organization by management. Magnet accreditation requires that nursing organizations involve transformational leadership, structural empowerment, and innovation and improvement. The shared governance model has been proven to align with Magnet designation status. Shared decision committees work best when they are defined by set of operating principles or guidelines (bylaws). Likewise, when divisional nursing councils provide an opportunity for staff to affect decision making within a defined nursing leadership structure, outcomes are more optimal. Many large hospitals across the country have implemented committees based on these recommendations and continue to refine them for improved outcomes. For instance, many committees implemented a strategic planning retreat, which provides team building. With the days of managers calling all the shots behind us, it is crucial that staff from all areas of nursing join in the shared governance committees. This ensures that policies and procedures are adaptable to a variety of units. Ideally, each shared governance council is chaired by a staff nurse. Regular membership guidelines should be strongly encouraged to ensure that goals are met in a timely fashion. Examples of committees created for system wide shared governance include councils on research, education, quality and safety, and professional advancement. Committee members follow a vetting process to designate roles fairly and appropriately. Though it may be time consuming to implement these committees, shared decision making is proven to make employees feel more empowered in the workplace. If your hospital does not already have shared governance models in place, consider getting the ball rolling and involve stakeholders to join the movement. If your hospital is Magnet accredited and these committees are in full swing, get your application in and take a leadership role for a united front that has a voice in the workplace.
Hospital Newspaper - NJ October, 2014
education & careers Hunterdon Healthcare Nurse wins award for inspiring clients Hunterdon Healthcare’s Center for Advanced Weight Loss is proud to announce that Hampton resident, Madeline Denlinger, R.N., B.S.N., M.P.A., a registered nurse, was awarded the Inspire Award by OPTIFAST®. The Inspire Award is presented to a healthcare practitioner who shows passion and is dedicated to their patients who are losing weight and maintaining a healthy lifestyle. Patients and colleagues nominated Ms. Denlinger who was one of three winners chosen in the United States. "The OPTIFAST® program has not only helped change the lives of many or our clients, but has created an opportunity for me to find true joy in my own life and career," explained Ms. Denlinger. Ms. Denlinger began her own weight loss journey in her late adolescence when she made the decision to be thin and healthy—but, it was no easy task. Like many of her patients, Ms. Denlinger did not develop a healthy relationship with food until she completed the OPTIFAST® program. In addition to seeing her patients regain control of their lives and health, she can personally attest to the program via her own weight loss journey. In this way, she serves as a true role model of the lifestyle needed to maintain weight loss. “One of the most endearing qualities Madeline possesses is the ability to get patients to open up about their feelings related to food. Many times I have seen a patient break down in tears and Madeline is able to comfort them, letting them know they are not alone, that this is a safe place to share all emotions related to the struggle of their weight management journey,” stated Rosemary Logue, RD, MS, Clinical Dietitian, Center for Advanced Weight Loss. Ms. Logue added, “It is not every day you meet a person who loves what they do. Madeline will often close the office and say, ‘we made a difference today,’ – that is what being a passionate professional is all about and she truly makes a difference.” The OPTIFAST® Program utilizes a stimulinarrowing dietary intervention in combination with behavioral therapy techniques. Stimuli-narrowing is the process of limiting the variety and quantity of available foods and flavors, which decreases appetite. Over 50 percent of those who complete the OPTIFAST® Program keep enough weight off to improve their health long-term.
To learn more about OPTIFAST® call the Center for Advanced Weight Loss at 908-735-3912. The Center for Advanced Weight Loss is located at the Clinton Health Campus, 1738 Rte. 31 North in Clinton Township.
Nursing Programs to Advance Your Career
The nursing profession is ever-growing and evolving. Our faculty are industry leaders — and they teach in a flexible, technology-driven atmosphere that gives our students every opportunity to grow and learn in a fast-paced work environment. We provide individual focus and attention to ensure that our students succeed. Classes are held at our convenient Englewood Cliffs, NJ campus, just five minutes from the George Washington Bridge, on a campus dedicated to adult learners. Open House: Wednesday, October 8th from 5:00 to 7:00 p.m. at our Englewood Cliffs Campus • saintpeters.edu/RSVP
Direct Track: Clinical Practice or Indirect Track: Nurse Administrators/Executives
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RN to MSN Bridge For RNs with non-nursing Bachelor's degrees
RN to BSN 19-month Express Track and Online
saintpeters.edu/nursing • (201) 761-6470
Pictured (l to r) Ellen Patterson, RD, Account Executive, OPTIFAST®, Madeline Denlinger, R.N., B.S.N., M.P.A., a registered nurse, Center for Advanced Weight Loss and Maureen Monahan, General Manager, OPTIFAST®.
School of Nursing
Hospital Newspaper - NJ
H of the Month
Serious Care Provided by Compassionate People Lourdes Specialty Hospital Healthcare’s Best Kept Secret Ryan Coe arrived to Lourdes Specialty Hospital of Southern New Jersey (LSH) last summer on a ventilator via a nearby hospital’s Intensive Care Unit, suffering from endocarditis, a dangerous infection of the heart. Gravely ill and fighting for his life, his outlook for survival wasn’t promising. The caring and skilled physicians, nurses and therapists worked hard as a team to save him. Then came the touching moment when Coe became responsive. He wasn’t in the clear yet, but this was an important milestone. Coe, 21, would end up fully recovering and was discharged from LSH with a clean bill of health. However, he would return to the renowned 69-bed hospital, which features a staff of 260, and 250 physicians. Coe has become part of a trend at LSH. Many patients and their families come back to visit and thank the selfless men and women who passionately cared for them. Informal visits turned into lunch dates and two, three or four families would return to reconnect with their caregivers. This is the power of the dedicated staff and level of care at LSH.
Lourdes Specialty Hospital of Southern New Jersey
“When Ryan became responsive, there wasn’t a dry eye in the room,” said LSH CEO Cheri Cowperthwait. “He wasn’t expected to live. Our staff and his family shared that moment together and a lot of us
Sherron Westerman, RN
received wake-up calls to tell us about Ryan. Patients deserve our best every day and that’s what we give them. I’m proud to say that we do some amazing things here, we really do.”
Left to Right: Dr. Gregory Mukalian, Wound Care Program Director; Cheri Cowperthwait, Chief Executive Officer; Dr. John Peterson, President of Medical Staff; Patti Bozzi, RN; Kimberly Fetterolf, Chief Clinical Officer; Beth Reeves, Rehabilitation Manager, Susan Lendacky, WOCN Coordinator.
LSH is regarded as one of the top long term acute care (LTACH) hospitals with patients staying an average of 28 days. With a multidisciplinary approach to care, LSH customizes innovative and efficient plans of care for every patient. LSH treats patients from 35 different ICU’s with a variety of conditions. These include ventilator-dependent respiratory failure or other complex medical conditions that require aggressive and continuous acute-care services, such cardiopulmonary conditions resulting from trauma, neurological and musculoskeletal disorders requiring comprehensive rehabilitation, and degenerative diseases; fractures; joint replacements; amputations; and multiple trauma usually complicated by medical instability following a lengthy illness or surgery precluding the patient from meeting acute rehabilitation criteria. LSH’s results have been spectacular. During their stay, 90 percent of patients are weaned off of a ventilator, and more than 90 percent of wounds treated show significant improvement. LSH’s pressure ulcer rate is zero and is an innovator in treating and infections and infectious diseases.
Perhaps, even more impressive is this statistic: Ninety-seven percent of patients say they would recommend LSH, a 100 percent employee-owned company, upon discharge. Ninety-five percent of physician’s were very satisfied with the care their patients received. “Those types of results are really unheard of,” Cowperthwait said. “It’s amazing and rewarding. I am humbled everyday by how much the staff and physicians accomplish on behalf of our patients. For a lot of patients, we are their last hope. They are not expected to survive. But many do.” Coe was so inspired by his stay at LSH that he now speaks about his experience at various schools. Before he arrived to LSH, he had been listed at a nearby hospital as “very little chance of significant recovery.” His family wasn’t ready to take him off life support. “We were instantly and positively astounded by the level of care Ryan received at Lourdes Specialty Hospital,” Coe’s father, Richard, said. “It’s the only facility I’ve seen where the levels of competence and compassion are so impressively high. They gave me back my son.” Earlier this year, LSH implemented the Thomas Mihalow Patient Outreach Program, named after a former patient. He arrived shortly after being woken up from an induced coma and had spent weeks in an ICU at a nearby hospital. Like many New Jersey residents, Mihalow’s family was unaware that one of the nation’s best LTACH’s was local, hosted by the Lourdes Medical Center of Burlington County. “The care here is real,” said Mihalow simply. The connections made between patients and LSH’s staff run deep. Witness family members hold the hands of nurses who revived their loved ones at a Patient Outreach event. Watch them hug and thank a team of physicians with tears in their eyes.” Cowperthwait is definitely right: The staff at LSH do some amazing things. And, in the process, touching so many lives.
Hospital Newspaper - NJ October, 2014
Why Choose Lourdes Specialty Hospital? Nationally Recognized Specialty Hospital Employee Owned Hospital Voted Top Work Places 2014 Voted Best Employer Overall - 2 Years in a Row! Voted Best Hospital New Jersey - 3 Years in a Row! To learn more about Lourdes Specialty Hospital Visit us at: www.lshnj.com 609-835-3650
Hospital Newspaper - NJ
education & careers Local Foundation supports Trinitas Regional Medical Center Mentoring Program for High Achieving Teens How does a high-achieving member of the Class of 2015 with a 3.75 GPA and a compelling desire to explore a career in the medical field make summer vacation count? Just ask the lucky students from Westfield High School who were chosen to participate in the newlylaunched Medical Mentoring program at Trinitas Regional Medical Center, thanks to funding from the Westfield Foundation. The group of 12 spent a week visiting numerous departments and functions within the hospital to see the range of opportunities in the medical profession as well as the wider scope of health care careers. They shadowed doctors on their rounds visiting patients, observed nurses performing patient care, asked questions of laboratory technicians and pathologists about aspects of their daily work and learned how x-rays are interpreted. They also got to see first-hand the workings of an active Emergency Department. Betsy Chance, Executive Director of the Westfield Foundation, is proud of the work that the Foundation does: “Supporting bold new initiatives such as this Trinitas program for students makes the results
At the end of the program, the Medical Mentoring participants were photographed with members of the Westfield Foundation and staff at Trinitas Regional Medical Center.
of Foundation fundraising so meaningful. These young people came away from this experience with a better understanding of the broad array of careers in healthcare.”
Medical Mentoring participants Chrissy Griesmer and Norna Jules of Westfield observed how computers are used within the hospital setting. Trinitas is one of many medical facilities that is converting to a paperless environment with electronic document management that improves physician communication and electronic medication information that ensures greater patient safety.
The high school seniors received congratulations upon completion of the program from Lisa Liss, Director of Volunteer Services, at Trinitas, and seated, Nadine Brechner, Vice President and Chief Development Officer of the Trinitas Health Foundation, Abby Nagle, MPA, Director of Corporate Partnerships at the Trinitas Health Foundation, Betsy Chance, Executive Director of the Westfield Foundation, and Pat Haydu, RN and facilitator of the Medical Mentoring Program. Standing, from left, are students Olivia Windorf, Chrissy Greismer, Katherine Duffy, Elizabeth Fox, Leah Isoif, Kayleigh Denner, Kelly Morrison, Norna Jules, Victoria Breza and Erin Frankel; Westfield residents Jill Sawers, Ellen Krevsky and Nancy Lessner, members of the Trinitas Health Foundation Board; students Andrew Zale and Jason Liu, and Gary S. Horan, FACHE, President & CEO of Trinitas Regional Medical Center. The Medical Mentoring program got high marks from the participants. “Exposure to a hospital setting is not a common experience for a high schooler. Seeing each department and ‘shadowing’ certainly
piqued interest and answered plenty of questions,” explained Jason Liu. Chrissy Griesmer agreed, noting, “It made me more aware of what it’s like to work in a hospital. Because the people were so personable, it made becoming a doctor in the future seem achievable.”
Trinitas Regional Medical Center (TRMC), a major center for comprehensive health services for those who live and work in Central New Jersey, is a Catholic teaching medical center sponsored by the Sisters of Charity of Saint Elizabeth in partnership with Elizabethtown Healthcare Foundation. With 10 Centers of Excellence across the continuum of care, Trinitas offers 554 beds and has distinguished itself in cardiology, cancer care, behavioral health, renal care, nursing education, diabetes management, wound healing and sleep medicine. For more information on Trinitas Regional Medical Center, visit: www.TrinitasRMC.org or call (908) 994-5138. The Westfield Foundation is a local organization whose goal is to support ongoing efforts of individuals and organization which improve the quality of life for residents of Westfield. Money to support the Foundation's grants has been and continues to be provided by concerned and caring Westfield residents. For more information about the Westfield Foundation grant or donor opportunities, please contact Betsy Chance, Executive Director, at 908-233-9787. Further information can be found on the Foundation’s website at: www.thewestfieldfoundation.com.
Hospital Newspaper - NJ October, 2014
Congratulations to All of the 2014 Nurse Recognition Award Winners
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Hospital Newspaper - NJ
Emergency Nurses honored with Emergency Nurses Week Hospitals nationwide celebrate lifesaving “Everyday Extraordinary” heroes Hospitals nationwide are honoring their Emergency Department nurses with week-long festivities Oct. 6-12 to celebrate the extraordinary acts of service, compassion and commitment that emergency nurses provide to patients every day of the year. The week’s highlight is Emergency Nurses Day® on Wednesday. This year’s theme, “Everyday Extraordinary” is a call to acknowledge the daily bravery, devotion and dedication provided by nurses who save lives and care for the critically ill, mentally ill, traumatized, and marginalized patients who enter their doors 24/7. Most hospitals celebrate the week or the day with special events to honor their Emergency Department nurses. “This week is a way to say thank you to the people who have dedicated their lives to helping others,” said 2013 ENA President JoAnn Lazarus, MSN, RN, CEN. “Emergency Nurses are prepared for anything that can happen. We urge hospitals to join us in honoring these heroes who are truly extraordinary every day of the year.” About the Emergency Nurses Association: ENA, which has more than 40,000 members worldwide, is the only professional nursing association dedicated to defining the future of emergency nursing and emergency care through advocacy, expertise, innovation and leadership. Founded in 1970, ENA develops and disseminates education and practice standards and guidelines, and affords consultation to both private and public entities regarding emergency nurses and their practice. Additional information is available at ENA's Web site, www.ena.org and at www.ena.org/ENweek.
Unique Recruitment Opportunity Hospital Newspaper believes that high school students should be informed about potential healthcare careers. Special career sections will be placed in your local high schools, medical schools, colleges and nursing schools. This is your opportunity to display opportunities for: Faculty/Physician Nursing Administrative Support Positions Clinical Care
Medical Assistants Counselors Medical Imaging Dieticians
Please contact Jim Stankiewicz for more information. firstname.lastname@example.org tel: 845-534-7500 x219
Hospital Newspaper - NJ October, 2014
Cathy Church to retire as Chief Nursing Officer at Matheny Cathy Church’s arrival at the Matheny School and Hospital (now the Matheny Medical and Educational Center) 22 years ago was spontaneous – “really by accident,” she said. However, the fact that she stayed for more than two decades before deciding to retire this September, was no accident. “Once I actually got to Matheny,” she recalled, “I found it was such a comfortable environment. It’s an uplifting place. The connection you have with the patients here – you feel it every day, no matter what discipline you’re working in. Everybody gets that connection.” Matheny is a special hospital and educational facility in Peapack, NJ, for children and adults with medically complex developmental disabilities. In 1993, Church and her husband were living in Staten Island, where she was working full-time in a long-term care facility, but they had a summer residence in Cranberry Lake in Byram Township. “I had seen an article about Matheny in the paper, and Peapack was exactly halfway between my two homes, so I just took a ride up here. I was hired as a primary nurse, and I decided to make the switch.” Seven months later, Church was asked to take over the management of the personal care assistant staff. Matheny’s patients need assistance in many areas such as eating, transferring, bathing, dressing, oral hygiene and toileting. PCAs play a unique role in providing for the most basic care of the patients.
Cathy Church, RN, with Steve Proctor, Matheny president, left, and Gary E. Eddey, MD, vice president and chief medical officer.
“I loved working with the direct care staff,” Church said. “They’re the unsung heroes. They make everything else happen for the patients; they are involved in every aspect of the patients’ care.” Once Church realized she was going to stay at Matheny, she and her husband moved to nearby Basking Ridge and then settled permanently in Cranberry Lake in 2002. Church became chief nursing officer in 2006 and, under her leadership, the PCA department became a more integral part of the nursing department. “When I came in,” she recalled, “the PCA department operated as its own entity. It had its own organizational structure, its own supervisors. It wasn’t as connected with nursing as it should have been. We had to make changes to make it more unit-based. The
nursing supervisors now manage the PCA schedules and all the logistics.” Another important development under Church’s watch was the establishment of a transition nursing care program. In July 2011, Matheny received a $300,000 grant from the New Jersey Health Initiatives Program of the Robert Wood Johnson Foundation to create, with the cooperation of acute care hospital partners, a model to improve transitions to and from acute care hospitals for adults with chronic neurologic disabling conditions. The grant period ended in June 2013, but, based on the program’s success, Matheny has continued to fund and expand it by broadening it to include children and by creating a division within its nursing department which will integrate its specialized resources to improve transitions during all healthcare encounters.
Gino Custode named Director of Respiratory Therapy at Matheny Gino Custode, has been named director of respiratory therapy at the Matheny Medical and Educational Center in Peapack, NJ, succeeding Dan Cary. Matheny is a special hospital and educational facility for children and adults with medically complex developmental disabilities. Respiratory therapy is a medical specialty that provides a wide range of therapeutic and diagnostic services to patients with cardio-pulmonary issues. Heart and lung disorders are not necessarily part of Matheny patients’ primary diagnoses, but the importance of monitoring and treating these conditions is extremely important. Prior to joining Matheny in April 2012, Custode served as a respiratory therapist at Morristown Medical Center and Hackensack University Hospital. He has also worked as a transplant coordinator for the New Jersey Sharing Network. He has an associates degree in applied science from the County College of Morris in Randolph. The respiratory therapy department at Matheny is in operation 24/7, and works very closely with the nursing department. Custode, who reports directly to Gary E. Eddey, provided MD, Matheny’s vice president and chief medical officer, points out that, because of its respiratory therapy expertise, Matheny is now equipped to care for patients with even more complex issues than those presently residing at the hospital.
“To be able to have a nurse from here communicate everything about our patients to the providers in another facility is wonderful,” said Church. “We can educate the staff at the acute care hospital about the care of our patients, and it’s been great for the nurses back here to know what’s happening in the hospital. It’s been a tremendous program and something I hope they’ll always be able to do. We’ve received a lot of accolades from families. We think it’s a great model that could also be used in nursing homes, for example.” Morristown Medical Center is Matheny’s partner in this program. Nursing at Matheny, Church emphasized, is different from acute care hospitals, “because you’re handling everything about patients’ wellness from beginning to end.
They’re not coming in for an acute problem, getting that fixed and being discharged. You’re dealing with all of the associated conditions they have, to keep them well. You’re not going to cure them, but you want to keep them well, so they can be involved in everything Matheny has to offer to the extent it’s possible. You’re really looking at them in a very holistic way.” Church began her career as a recovery room nurse at Brookdale University Hospital and Medical Center in Brooklyn, where she also worked for several years in the pediatric burn unit. She has a BS in healthcare administration from St. Frances College in Brooklyn and an MS in public administration from Long Island University.
Hospital Newspaper - NJ
St. Joseph’s Children’s Hospital welcomes the ‘Subway Guy’ Spreading the Message of Healthy Habits
St. Joseph’s Children’s Hospital (SJCH) recently welcomed Jared S. Fogle, Subway spokesperson, to its facilities in Paterson, New Jersey. Jared, master of ceremonies for the SaxBST 4-Miler at Garrett Mountain to benefit the Children’s Hospital, stopped by to visit with patients and staff alike. During his visit he also toured the facility and learned more about the many educational health programs the Children’s Hospital offers to patients and the surrounding community.
Pictured (l-r) are: Michael Lamacchia, MD, Chairman of Pediatrics, SJCH; Timothy P. Barr, Vice President for Development and Executive Director of the Foundation, St. Joseph's Regional Medical Center; Jared S. Fogle; Jaime L. Pula, PhD, RD, Wellness Coordinator, SJCH; Pamela Schaefer, RN, Director of Nursing, Maternal/Child, SJCH; Donna Stone, Director, SJCH; and Kenneth M. Morris, Jr, MHA, MA, Director of Government Affairs, St. Joseph’ s Regional Medical Center.
St. Joseph’s Children’s Hospital (SJCH) is a state-designated children’s hospital offering a broad spectrum of advanced services for patients from birth to 21 years of age and their families. A member of St. Joseph’s Healthcare System and sponsored by the Sisters of Charity of Saint Elizabeth, SJCH is recognized for its high standards of quality, responsive and compassionate pediatric care. For more information about St. Joseph’s Children’s Hospital, please call 877.757.SJHS (7547) or visit StJosephsHealth.org.
Hospital Case Managers honored with National Case Management Week National Case Management Week (NCMW) 2014 is October 12-18. We hope you will use National Case Management Week as an opportunity to recognize the dedication, compassion, and patient care outcomes achieved by hospital case managers in your organization. Hospital Newspaper encourages you to use this week to celebrate with your team and recognize case management's outcomes and achievements within health care. Show Your Support Activities during National Case Management Week typically include banquets and recognition dinners, state and city proclamations, continuing education seminars, and other community events. Case Managers are typically honored with gifts, dinners, and flowers by friends and family members, coworkers such as doctors and administrators, and patients who want to show their appreciation. Please visit www.cmsa.org for more information.
Hospital Newspaper - NJ October, 2014
Demonstrating progress through innovation St. Joseph's Regional Medical Center has been recognized as one of the Nation's “Most Wired” healthcare organizations – for the third consecutive year – in Hospitals & Health Networks (H&HN) magazine, a publication of the American Hospital Association. This year marks the 16th anniversary of the “Most Wired” Survey. "St. Joseph's Regional Medical Center is proud to be among the nation's Most Wired healthcare organizations. This recognition acknowledges the efforts of our multidisciplinary team which strives to continuously provide much needed efficiencies to streamline our health delivery system while enabling a culture of compliance and best-practices," states William A. McDonald, President and Chief Executive Officer, St. Joseph's Healthcare System. As the nation’s health care system transitions to more integrated and patient-centered care, hospitals are utilizing information technology to better connect disparate care providers. For instance, 67 percent of Most Wired hospitals share critical patient information electronically with specialists and other care providers. Most Wired hospitals, those that meet a set of rigorous criteria across four operational categories, have made tremendous gains by using IT to reduce the likelihood of medical errors. Among Most Wired hospitals, 81
percent of medications are matched to the patient, nurse and order via bar code technology at the bedside. “The Most Wired data show that shared health information allows clinicians and patients to have the information they need to promote health and make the most informed decisions about treatments,” says Rich Umbdenstock, president and CEO of the American Hospital Association. “Hospitals, their clinicians and their communities are doing tremendous work to enhance their IT systems in ways that support care and delivery improvement, and patient engagement goals.” Among some of the key findings related to improving quality and patient safety:
in Northern New Jersey. An integrated comprehensive healthcare organization, St. Joseph’s prides itself on providing sophisticated healthcare with a ‘patients first’ approach to service excellence. To learn more, visit www.StJosephsHealth.org or call 877.757.SJHS (7547).
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• Nurses and physicians share best practices for patient safety and use checklists at more than 90 percent of Most Wired organizations. • To help consumers make better decisions about their health care, standard measures of individual hospital quality performance are reported and publicly available. Nearly half of Most Wired organizations share this information on their websites and 86 percent provide quality scores to clinical leaders on a regular basis as part of their performance improvement initiatives.
Karen Kaminsky named Bergen Regional Medical Center’s Employee of the Quarter Karen Kaminsky of Clifton, N.J. received the Employee of the Quarter Award from Bergen Regional Medical Center (BRMC). Karen, a biller in the Long Term Care Department, was honored for her professionalism, pride, service excellence, and strong work ethic she demonstrates. The Employee of the Quarter Award recognizes non-management employees who exemplify the hospital’s ‘Strive for 5’ Service Excellence Program - Smile, Thank, Respect, Inform, Validate, Empathize – that is at the core of the Bergen Regional Medical Center Employee Recognition program. Honorees are selected by the BRMC Employee-of-the-Quarter Committee from nominations submitted by fellow employees and approved by their department head or supervisor.
About St. Joseph’s Healthcare System Nationally recognized St. Joseph’s Healthcare System, sponsored by the Sisters of Charity of Saint Elizabeth since 1867, is a leading not-for-profit tertiary medical center and major academic institution located
Karen’s nomination described her as “being courteous, respectful, professional and always willing to go out of her way to help all those she interacts with.”
L-R: Susan Mendelowitz, BRMC President, Administrator and Chief Operations Officer; Karen Kaminsky, BRMC Employee of the Quarter
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Hospital Newspaper - NJ
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Bernstein & associates, architects Founded in 1990, Bernstein & Associates, Architects, specializes in the design and construction of hospital and healthcare facilities. Our focus: high-quality design, excellent service, and client satisfaction. We have worked for over 100 hospitals and another 200 private healthcare facilities, across the United States. Our project types have included all hospital and healthcare service groups, including: Adult Day Care, Alcoholism Treatment Facilities, Ambulatory Surgery Centers, Assisted Living, Cancer Centers, Cardiac Cath, Cardiology, CCU/ICU, Clinics, Coronary Care, Dental, Dermatology, Dialysis Clinics, Doctors Offices, Drug Treatment Facilities, Elder Care, Employee and Student Health Support Services, Emergency Departments, Emergency Preparedness, Endoscopy, ENT, Expert Witness, Group Practices, Hospices, Hospitals, Infectious Disease, Information Systems, Intensive Care, JCAHO Survey, Joint Commission Survey, Laboratories, Master Plans, Medical Offices, Medical Equipment, Medical Libraries, Medical Records, Neurology, Nursing Homes, Ophthalmology/Eye Center, OB/Gyn, Orthopedic, Pain Care Facilities, Pathology, Patient Safety Consulting Services, Pediatric, Pharmacy, Physical Fitness and Sports, PT/OT, Primary Care Programs, Psychiatric, Radiology, Rehabilitation, Senior Citizen Facilities, Sleep Centers, Social Services, Statement of Conditions, Surgical Suites and Ambulatory Surgery Centers, Urgent Care Centers, and USP 797 Consulting Services. The firm's projects have won design awards from Progressive Architecture, Architectural Record, and the Architectural Woodworking Institute, and have been published in Advance, Health Facilities Management, Medical Technology Today, Bio/Technology, Progressive Architecture, Architectural Record, Design Solutions, Hospitality Design, Sound and Communication, Contract Design and Hospital Newspaper. Architectural Services include: programming, planning, design, construction documents, bidding and negotiation, and construction administration. The firm also offers sustainable or “green” healthcare design. The firm has a number of LEED-accredited professionals, has successfully completed numerous green healthcare projects, and has published articles on “Greening the Healthcare Environment”. Project Management (or Owner’s Representative Services) is offered as a stand-alone service through our affiliated project management company, Empire Projects, Inc. (www.empireprojects.com). Bernstein & Associates, Architects - PLLC 1201 Broadway - #803, New York, NY 10001 Contact: William N. Bernstein, AIA Managing Principal Tel: 609-309-7005 Fax: 609-309-7006 email@example.com
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Hospitals Bergen regional MediCal Center Located in Paramus, Bergen Regional Medical Center is the largest hospital in New Jersey and is dedicated to providing quality medical, mental health and long term care to Bergen County and surrounding communities. With 1070 beds, the hospital has three divisions of care. The Behavioral Health Division, includes child and adolescent programs, adult and geriatric psychiatric treatment and inpatient and outpatient mental health services. The Long Term Care Division far exceeds the scope of services offered in a standard nursing home. As a full service, Joint Commission accredited Medical Center; BRMC provides wound care, surgical care, cardiac care, rehabilitation services, respiratory care including ventilator care, Korean care services, Alzheimer's and dementia care. As an acute care Hospital, 24/7 medical care for long term care residents is always only an elevator ride away. The hospital is also known for the treatment of substance abuse and offers medical detoxification, in-patient and out-patient services, and treatment for the mentally ill and chemically addicted. The BRMC Acute and Ambulatory Services Division offers same day surgery, more than 20 medical and specialty clinics, critical care, surgical services and imaging services. The Medical Center's recently renovated and expanded Emergency Department is available 24/7 to provide emergency medical and psychiatric care. www.bergenregional.com Tel. 201.967.4000
Hospitals (ltaCH) lourdes speCialty Hospital of soutHern new Jersey Lourdes Specialty Hospital of Southern New Jersey is a nationally recognized long term acute care hospital (LTACH). The hospital specializes in the care and treatment of critically ill, medically complex patients who require an extended hospital stay. Lourdes Specialty is known as “the hospital's hospital,” a place where critically ill patients can go to receive optimal care for an average stay of 25 days. The hospital is now a regional hub for excellence in medical care provided by an amazing staff of clinicians. The hospital has been voted one of South Jersey’s “Best Places to Work” for three consecutive years. Staffed by more than 250 employees, Lourdes Specialty primarily serves the Delaware Valley Region, including Mercer, Salem, Gloucester, Burlington and Camden Counties, as well as Philadelphia and Bucks Counties in Pennsylvania. Lourdes Specialty Hospital is anticipating further growth and advancement in the years to come while maintaining the highest-grade levels of quality care, excellence and compassion for patients and their families. For more information about Lourdes Specialty Hospital, please visit www.lshnj.com or call 609-835-3650.
Hospital Newspaper - NJ October, 2014
Emergency Medical Associates now provides Emergency Medicine Professional Services at New York Hospital Queens Emergency Medical Associates (EMA) recently contracted with New York Hospital Queens, Flushing, N.Y., to provide emergency medicine professional services. A member of the NewYork-Presbyterian Healthcare System and an affiliate of Weill Cornell Medical College, New York Hospital Queens is a 535-bed community teaching hospital. It has been recognized by The Joint Commission as a “Top Performer on Key Quality Measures.” The emergency department, which treats more than 125,000 patients annually, features a pediatric emergency department, an emergency medicine residency program, a stroke center and is a New York State-designated Level 1 Trauma Center. Mark Kindschuh, MD, MBA, FACEP, returns to New York Hospital Queens as chairman of the department of emergency medicine. Dr. Kindschuh had been the associate chair of the department from 2007 to 2012 and is highly regarded by his colleagues and the Queens community. “The partnership between New York Hospital Queens and Emergency Medical Associates brings together two organizations with a history of providing high-quality medical care, and we’re confident this combination will greatly benefit the residents of Queens,” said Raymond Iannaccone, MD, FACEP, FACHE, president and chief executive officer of Emergency Medical Associates.
Hospital Medical Center, all in Brooklyn, N.Y. He received his bachelor's degree from Stanford University, his medical degree from the University of Texas Medical School at Houston, and his master’s degree in business administration from New York University. Dr. Kindschuh completed a residency in emergency medicine at New York University Medical Center-Bellevue Hospital and a fellowship in emergency medical services with New York City Fire Department (FDNY).
“The people of Queens count on us 24/7/365. It’s absolutely mission critical that we continue to have this point of access to urgent and emergency care operating at the highest level of quality possible. Given the challenges that all acute care institutions face in navigating healthcare reform, we made a strategic decision to work with EMA to maintain, and now improve, what we deliver,” said Stephen S. Mills, FACHE, president and chief executive officer of New York Hospital Queens. “We expect this to be a smooth transition, due in no small part to the return of Dr.
Scott Powers appointed Director of EMS at Raritan Bay Medical Center Raritan Bay Medical Center Executive Vice President and COO Thomas Shanahan, CPA, recently announced the promotion of Scott Powers, MBA, NREMT-P, to Director of Emergency Medical Services (EMS) and Emergency Preparedness for the medical center. In this role Powers has responsibility for the daily operations for Basic- and Adprovided vanced Life Support, Specialty Care and Medical Transports and the clinical Training Center and Emergency Preparedness. Powers, from Freehold, NJ, previously served as assistant director of Emergency Medical Services and Emergency Preparedness for the medical center. As assistant director he played a key role in recent enhancements to the hospital’s heart attack and stroke emergency responses, enabling EMS and hospital clinicians to identify these patients in the field and prepare for their treatment prior to arrival at the hospital. Powers received his Master’s Degree in Business Administration from the University of Scranton, PA. He possesses more than 10 years experience as a paramedic for Hunterdon Medical Center, JFK Hospital and Somerset Medical Center. Powers received his BA from Kean University.
Kindschuh, as well as EMA’s track record with other high-volume, complex emergency departments.” Emergency Medical Associates began staffing the emergency department Aug. 1, 2014. Prior to his current position, Dr. Kindschuh was chief of emergency medicine at Mount Sinai Queens Hospital in Astoria, N.Y. He also has held leadership positions at Mary Immaculate Hospital, Jamaica, N.Y., St. Johns Queens Hospital, Elmhurst, N.Y., and Victory Memorial Hospital, Lutheran Medical Center and Brooklyn
About Emergency Medical Associates Emergency Medical Associates (EMA) is a physician-led, physician-owned medical practice that specializes in emergency, hospitalist and urgent care medicine. Dedicated to providing exceptional solutions for the measurable success of our hospital partners, EMA is recognized for clinical excellence, quality service and sustained improved patient satisfaction. For more information, please visit h t t p : / / w w w . e m a . n e t , http://www.facebook.com/EMANews or www.twitter.com/EMANews. About NYHQ: New York Hospital Queens is a member of the NewYorkPresbyterian Healthcare System and an affiliate of Weill Cornell Medical College. For more information, visit www.nyhq.org.
Hospital Newspaper - NJ
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Do Not Make These Mistakes That Can Cost You Benefits
1. You must report the accident or injury as soon as possible, even if you might not lose time from work or need immediate medical care. 2. Report all injuries to all body parts, no matter how minor they may seem. If you do not report it and the injury gets worse over time, the job may deny benefits. 3. Remember, you are entitled to treatment and benefits even if you have previously injured the same body part in a prior accident. Do not let the job tell you different. 4. Your doctor controls the treatment, not risk management. If you need an MRI and the job will not approve it, the experienced attorneys at BAGOLIE FRIEDMAN can fight to get it approved at no cost to you. 5. When you are released from treatment, you may be entitled to money for your injury and disability. You may also collect for repetitive stress, cumulative trauma, cancer, hearing loss & hepatitis. 6. Contact Attorneys Ricky Bagolie or Alan Friedman now for a confidential and free consultation and to discuss your workers' compensation and disability rights. There is no fee if there is no recovery CALL TOLL fREE 1-866-333-3529 (After Hours / Emergency Number 201-618-0508) BAGOLIE fRIEDMAN, LLC Workers' Compensation & Disability Attorneys The Five Corners Building 660 Newark Avenue - Jersey City, NJ 07306 (201) 656-8500 790 Bloomfield Avenue - Clifton, NJ 07012 (973) 546-5414
financial Institutions Healthcare Employees Federal Credit Union www.hefcu.com home care specialists Comprehensive Home Care www.homecarenj.com
Hospital Newspaper highlights one hospital per month as the centerfold feature. Great way to get information about your facility to interested readers.
for more details contact: GENERAL MANAGER Jim Stankiewicz (Jim@hospitalnewspaper.com) 845-534-7500 ext 219 Scan this barcode with your smart mobile device to see Hospital of the Month examples on www.hospitalnewspaper.com
Matheny Medical & Educational Center www.matheny.org medical equipment & products TSK Products, Inc. www.tskproducts.com
Contact Jim Stankiewicz to find out how your organization can be featured in the Resource Directory or Internet Address Directory.
Tel: 845-534-7500 ext.219 • Fax: 845-534-0055
Online Directory available at www.hospitalnewspaper.com
Hospital of the Month
hospitals Children’s Specialized Hospital www.childrens-specialized.org
Hospital Newspaper - NJ October, 2014
Welcome to Providence Pediatric Medical DayCare. We are an award-winning leader in children’s medical day care with multiple locations throughout New Jersey and one in Louisiana. Our centers provide a loving, caring environment for children with special medical needs from birth to age five. Programs include health, education & therapeutic services. Licensed medical professionals provide individual attention to each child in our centers. Every Center features specialized equipment and are handicapped-accessible. We provide ongoing monitoring and assessment by licensed, registered nurses for the following: • • • • • • • • • •
Diabetes Asthmatic Conditions Conditions requiring life-sustaining equipment and/or interventions History of Head Trauma Cardiac Abnormalities Tube Feeding Seizures Apnea Monitoring Post-operative Care Shunts
Corporate Office Address 411 Commerce Lane West Berlin, NJ 08091 Phone: 866-417-7763 Fax: 866-754-1651
CAMDEN, NJ Camden “D” Address 1000 Atlantic Ave. 2nd Floor Camden, NJ 08104 Phone: 856-338-0900 Fax: 856-338-0029
OUR SERVICES Our centers feature specialized equipment and are handicap accessible. We are licensed by the Department of Licensing and the Department of Health and Senior services. Our services include but are not limited to the following: • • • • • • • • • • • • •
Skilled Nursing Care Physical Therapy Speech Therapy Occupational Therapy Social Services Transportation Recreational Activities Educational Programs Pharmaceutical Services Dietician Services Individualized Activities Snacks & Meals Pre-School Curriculum
Camden “E” Address 1000 Atlantic Ave. 1st Floor Camden, NJ 08104 Phone: 856-338-1350 Fax: 856-338-1406
ATLANTIC CITY, NJ 35 S. Annapolis Ave Atlantic City, NJ 08401 Phone: 609-345-2340 Fax: 609-345-3021
METAIRIE, LA 3001 Division St. Metairie, LA 70002 Phone: 866-417-7763 Fax: 866-754-1651
If you think your child would benefit from our services, please call us today at 866-417-7663 to schedule a tour of our facilities.
Please visit our website at www.ppmd.co
Hospital Newspaper - NJ
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Hospitals will find this the place to recognize employees, tell their stories of patient care, market their new technology and promote upcom...