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Trinitas Regional Medical Center Centers of Excellence Behavioral Health • Cancer • Cardiology • Maternal/Child Health Renal • School of Nursing • Senior Services • Sleep Disorders Women’s Services • Wound Healing/Diabetes Management


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Hospital Newspaper - NJ

Trinitas reduces Hospital readmission rates for heart failure patients Innovative program uses highly trained staff for prevention efforts

Trinitas Regional Medical Center has initiated an innovative program to reduce the risk of hospital readmission among patients being treated for heart failure. As a result, among the core group of cardiac patients involved in the program, 30day readmissions have been cut to just 12 percent. Through a multidisciplinary approach, healthcare professionals at Trinitas use their skills to prevent return visits of heart failure patients to the hospital. Mobile Intergraded Healthcare Systems (MIHS) Community Healthcare Practitioners (CHiPs), advanced practice nurses (APN), and EMT trained dispatchers are a team who intervene with heart failure patients. Working under the supervision of an emergency physician and a primary care physician, the team delivers patient education and other services to post-discharge heart failure patients in Elizabeth. Data shows that residents of Elizabeth experience higher rates of cardiovascular disease, higher than those throughout the state and around the nation. “Since research showed the high percentage of readmission rates

in our patient population, we wanted to use our expertise to bring those rates down,” said Joseph McTernan, Senior Director of Clinical and Community Services. “Our post-discharge program for heart failure patients plays a major role in our overall plan to help residents in Elizabeth gain greater access to care, manage their medications more effectively, improve their health literacy, and gain a further understanding of how lifestyle changes can lead to better health.” Team members review patient medical records and schedule patients visits following hospitalization. When CHiPs visit, they assess patient diet and nutrition, home conditions, and other factors that might contribute to a readmission. Partnerships with community agencies and visiting nurse organizations are also part of the program. Working with a local food bank, Trinitas is also able to provide heart failure patients with a week’s worth of healthy frozen meals. “In a short amount of time, we’ve seen a dramatic improvement in the hospital’s readmission rates that can frequently occur among heart failure patients,” notes

Gary S. Horan, President and Chief Executive Officer. “Teamwork within our organization and with outside partners has been cost effective, but more importantly, an avenue to improved cardiac health among patients vulnerable to rehospitalization associated with heart failure.”

About Trinitas Regional Medical Center 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 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: or call (908) 994-5138.


Mobile Intergraded Healthcare Systems (MIHS) Community Healthcare Practitioners (CHiPs) monitor patients at home in the Trinitas post-discharge program for congestive heart failure patients. At right, Brant Maslowski, MICP, Mobile ICU Coordinator, visit Angelo Stazzella of Elizabeth to check his blood pressure while Rod Muench RN, MPA, MICP, Director of Pre-Hospital Services, reviews the patient’s medications. They are among several Trinitas ChiPs team members who visit patients to evaluate their nutrition, their overall health, and listen to concerns about their progress in order to determine if additional post-discharge care is needed.

Hospital Newspaper - NJ Jan/Feb 2016


St. Joseph’s Healthcare System saluted by The NJ Sharing Network

The NJ Sharing Network (NJSN) presented St. Joseph’s Healthcare System (SJHS) with a Silver recognition plaque for its support of and efforts towards increasing awareness of organ donations. The award comes shortly after SJHS was acknowledged by the New Jersey Department of Health and Human Services as a leader in organ donations for its organ, eye and tissue donation and registration efforts between June 2014 and May 2015. According to the Organ Procurement Transplant Network (OPTN) and the NJSN, so far in 2015 St. Joseph’s has had fifteen organ donors resulting in thirty-six lives saved as well as more than 1,400 lives enhanced through tissue and eye donation alone. St. Joseph’s Healthcare System, which includes St. Joseph’s Regional Medical Center, an urban state designated trauma center, is one of the leading donation hospitals in New Jersey. Only less than one percent of deaths nationwide are actually medically suitable to become organ and tissue donors, making this a unique and rare opportunity. “The NJ Sharing Network is proud to present St. Joseph’s with this Silver recognition for encouraging hospital staff and community members to enroll in their state registry as organ, eye and tissue donors,” said Joseph S. Roth, President and CEO, NJ Sharing Network. New Jersey’s premier Catholic healthcare system, St. Joseph’s Healthcare System is a nationally recognized major academic comprehensive health care organization sponsored by its founders, the Sisters of Charity of Saint Elizabeth since 1867. To learn more about the spectrum of leading edge services and compassionate care available at St. Joseph’s, visit


The NJ Sharing Network (NJSN) presented St. Joseph’s Healthcare System (SJHS) with a Silver recognition plaque for its support of and efforts towards increasing awareness of organ donations. Pictured are, l to r: Joseph S. Roth, President and CEO, NJSN; Paula A. Gutierrez, MHA, Hospital Services Manager, NJSN; Kevin J. Slavin, President and CEO, SJHS; Alan Sori, MD, Director, Surgical Quality and Surgical Intensive Care Unit, St. Joseph’s Regional Medical Center (SJRMC); and Karen Magarelli, RN, Director, Critical Care Services, SJRMC.

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Heart Disease is the number 1 killer of Women in the United States, claiming more lives than all forms of cancer. National Wear Red Day is Friday, February 5th to help fight heart disease. In 2003, the American Heart Association and the National Heart, Lung and Blood Institute took action against a disease that was claiming the lives of nearly 500,000 American women each year – a disease that women weren’t paying attention to. A disease they truly believed, and many still believe to this day, affects more men than women. Stemming from that action, National Wear Red Day was born. It’s held on the first Friday in February every year to raise awareness about heart disease being the No. 1 killer of women. This will mark the 13th anniversary.


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• 21 percent fewer women dying from heart disease • 23 percent more women aware that it’s their No. 1 health threat • Publishing of gender-specific results, established differences in symptoms and responses to medications, and women-specific guidelines for prevention and treatment • Legislation to help end gender disparities • But despite progress, women are still dying. They’re still unaware of their risks and the facts. It’s time to stand stronger, speak louder and join the fight this National Wear Red Day.

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Subroto Paul, MD, to lead Thoracic Surgery Program at Barnabas Health


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Subroto Paul, MD, MPH, has been named Director of Thoracic Surgery for Barnabas Health. In this role, he will assist in coordinating thoracic surgical care among Barnabas Health’s seven acutecare hospitals located in Essex, Hudson, Monmouth and Ocean Counties. Robert P. Braun, System Vice President, Cancer Service Line, Barnabas Health, shares that in this new role, Dr. Paul will focus on further enhancing the outstanding thoracic surgery program at Barnabas Health. “In addition to joining our medical team in performing complex surgeries to address diseases of the chest, Dr. Paul will serve a pivotal role in enhancing clinical pathways to ensure we continue to provide the highest standard of care to our patients.” According to Dr. Paul, whose interests include the minimally invasive treatment of both malignant and benign thoracic disorders, a coordinated approach to surgical care is paramount when striving to provide the most clinically superior and efficient services to patients and families. “It is only through a dedication to collaboration and consistency, that we can ensure individuals are receiving the most appropriate care,” adds the author of more than 90 peerreviewed articles in thoracic surgery. Prior to joining Barnabas Health, Dr. Paul served as Associate Professor of Cardiothoracic Surgery and an Attending Surgeon in the Division of Thoracic Surgery at the New York Presbyterian Hospital/Weill Cornell Medical Center. He also held a secondary appointment in the Department of Health Policy and Research. “It is my privilege to welcome Dr. Paul to our esteemed medical team,” says John F. Bonamo, MD, MS, FACOG, FACPE, Chief Medical Officer, Barnabas Health. “His distinguished clinical background in thoracic surgery, combined with his commitment to treating the entire patient and not only illness, is a reflection of the collaborative philosophy of care practiced throughout Barnabas Health.” Rated as one of New York magazine’s “Best Doctors,” Dr. Paul is a member of the American Association of Thoracic Surgery, International Association for the Study of Lung Cancer, American College of Surgeons, American Society for Clinical Oncology, Society for Thoracic Surgery and American College of Chest Physicians. He received both a bachelor’s and master’s degree from Yale University, obtained a master’s degree in Public Health from Columbia University, and earned a medical degree from Harvard Medical School. He completed both his General Surgery Residency and Thoracic Surgery Fellowship at Brigham and Women’s Hospital, a Harvard Medical School affiliate. Dr. Paul can be reached in his Livingston office at 973-322-5195.

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Saint Peter’s Healthcare System launches lung institute


“Lung cancer patients at Saint Peter’s benefit from new and better treatment options, including less invasive surgeries,” said Robert Caccavale, MD, pulmonologist.

Saint Peter’s Healthcare System announced recently that it has opened a lung institute that offers comprehensive tools to detect lung disease before it becomes cancerous, cutting-edge treatment options for those with a cancer diagnosis, and a progressive approach to lung cancer research. “With a focus on high quality and convenient services, the Saint Peter’s Lung Institute’s initial visits or consultations with Saint Peter’s expert physicians are provided in one setting,” said Nancy Pingitore, patient navigator at The Lung Institute. “Only one appointment is necessary to see all needed specialists including thoracic surgeons, medical oncologists, radiation oncologists, pulmonologists, radiologists, pathologists and nurses.” The Lung Institute physicians discuss each individual case, assess all treatment options and ultimately develop a plan that is tailored to each patient, ensuring the best possible care and outcomes. This serves to decrease the time that it typically takes for patients to start getting the treatment and care that they need. The physician team also holds discussions on topics that impact the future of lung cancer care including advances in treatment, research and clinical trials. “For patients who are at risk for developing lung cancer or for those who may have a lung cancer diagnosis, getting the right care plan at the right time can be critically important,” said Edward Fein, MD, pulmonologist and physician leader at The Lung Institute.

The Lung Institute also emphasizes a strong focus on the patient experience by offering patient navigation services that are designed to help patients with: • Arranging appointments quickly with physicians • Assisting with insurance issues and payment plans • Arranging transportation to and from The Lung Institute • Coordinating time with a dietitian or social worker • Communicating test results and care plans with primary care providers or referring physicians • Answering any question a patient may have “Finding your way through a health care system can be complicated,” says Pingitore, the patient navigator, said. “I help our patients easily find their way through appointments, tests and treatments, ensuring they are informed and having a positive experience.” Genetic testing also provides important information about lung disease to the physicians at The Lung Institute.Pathologists use prognostic genetic testing to measure how quickly the cells in a lung tumor are dividing. This shows how aggressive a tumor is and assists the lung team in making important clinical decisions. “Every patient has a unique set of circumstances,” said Gopal Desai, MD, radiation oncologist. “Our multidisciplinary approach to care allows our patients to get treatment efficiently and effectively.” For more information about The Lung Institute at Saint Peter’s University Hospital visit To make an appointment or to speak with our patient navigator call 732-339-7747.

Our Lady of Lourdes Medical Center named to Becker’s Hospital Review List of 100 Hospitals with Great Heart Programs

Our Lady of Lourdes Medical Center has recently been recognized by Becker's Hospital Review as one of the nation’s “100 Hospitals and Health Systems With Great Heart Programs.” According to Becker’s, the hospitals included on its list lead the nation in cardiovascular healthcare. Becker's selected hospitals for inclusion based on national cardiology and heart surgery awards and rankings from several institutions, including U.S. News & World Report, Truven Health Analytics', CareChex, Blue Distinction Centers for Cardiac Care, the Society of Thoracic Surgeons, Healthgrades and Magnet designation. “Lourdes is dedicated to providing advanced cardiac services to the South Jersey community, and this honor from Becker’s strongly reflects our team’s unwavering focus and commitment to the highest quality care,” said Alexander J. Hatala, Lourdes Health System President and CEO. “Our skilled team works faithfully on behalf of our patients every day to deliver exceptional cardiac care. This recognition is a result of their dedication and leadership.” Lourdes is one of the largest providers of cardiac services in the Delaware Valley. In June 2015, the New York Times featured Our Lady of Lourdes Medical Center as a national model in the effective and swift treatment of heart attacks, comparable to Mayo Clinic and New York Presbyterian Hospital. ( Lourdes has received a variety of awards from Healthgrades, including being named as one of America’s 50 Best Hospitals for Cardiac Surgery and among the top in the nation for overall cardiac care (both in 2015). Lourdes has also been

named one of the nation’s 50 Top Cardiovascular Hospitals by Truven Health Analytics. Heart disease is the leading cause of death for men and women in the United States, and nearly half of Americans have at least one risk factor for heart disease. Many hospitals on the Top 100 list have pioneered groundbreaking procedures and are still pioneering breakthroughs today, according to Becker’s. All have received recognition for top-of-the-line patient care. The full list of hospitals and health systems can be read at

About Becker’s Hospital Review Becker's Hospital Review is a monthly publication offering up-to-date business and legal news and analysis relating to hospitals and health systems. Content is geared toward highlevel hospital leaders, and we work to provide valuable content, including hospital and health system news, best practices and legal guidance specifically for these decision-makers. Each issue of Becker's Hospital Review reaches more than 18,000 people, primarily acute care hospital CEOs, CFOs and CIOs.

About Our Lady of Lourdes Medical Center Our Lady of Lourdes Medical Center is a regional referral center, known for providing the most sophisticated levels of care. For more than six decades, the medical center has been committed to enhancing the health and well-being of southern New Jersey's residents. In addition to being among the largest providers of cardiac services in the Delaware Valley, the 325-

bed teaching hospital offers a nationally recognized stroke program and is the only hospital in the southern half of the state of New Jersey performing kidney, pancreas and liver transplants. It is also the only hospital in New Jersey, Pennsylvania or Delaware ever to have been awarded the American Hospital Association’s top honor for excellence in

community outreach services.


Hospital Newspaper - NJ Jan/Feb 2016

Hunterdon Healthcare Awarded an “A” for Patient Safety by The Leapfrog Group

Hunterdon Healthcare was honored with an “A” Hospital Safety Score® by The Leapfrog Group, an independent national nonprofit run by employers and other large purchasers of health benefits. The Hospital Safety Score® was calculated under the guidance of The Leapfrog Group’s Blue Ribbon Expert Panel using publicly available data on patient injuries, medical and medication errors, and infections. U.S. hospitals were assigned an A, B, C, D, or F for their safety. “The entire workforce of the nearly 3,000 caregivers who represent Hunterdon Healthcare places patient safety first and foremost in their performance every day. Our A rating represents a commitment to quality healthcare outcomes that meet not just our standards, but national ones,” stated Robert Wise, CEO and President of Hunterdon Healthcare. Hunterdon Healthcare has many excellent patient safety programs in place to ensure safe care for all patients. Just a few examples are: Measuring our safety culture annually which assures employees of Hunterdon Healthcare deliver care in a safe environment for patients, using a Surgical Safety Checklist, as recommended by the World Health Organization, to ensure “right patient, right side, right surgery”100% of the time, following all the National Patient Safety Goals, preventing infections, team skills training to improve communication among caregivers, which includes briefings and debriefings before and after procedures and safe medication technology to prevent medication errors. Calculated under the guidance of The Leapfrog Group’s nine-member Blue Ribbon Expert Panel, the Hospital Safety Score uses 28 measures of publicly available hospital safety data to produce a single score representing a hospital’s overall capacity to keep patients safe from infections, injuries, and medical and medication errors. “It’s The Leapfrog Group’s goal to give patients the information they need and deserve before even entering a hospital,” said Leah Binder, president and CEO of The Leapfrog Group. “We congratulate all the hospitals that earned an ‘A’ and we look forward to the day when all hospitals in the U.S. will earn the highest scores for putting patient safety first.” To see Hunterdon Healthcare’s scores as they compare nationally and locally, visit, the Hospital Safety Score® website.

Care that grows up with your kids.

At St. Joseph’s Children’s Hospital, we specialize in every area of a child’s health — from simple to serious, routine to complex. And we mend everything from broken arms to broken spirits. We want to be your family’s health partner for every diagnosis, every procedure, and every recovery. Visit to learn more, or call 973.754.2500 to schedule an appointment.

ST. JOSEPH’S CHILDREN’S HOSPITAL Sponsored by the Sisters of Charity of Saint Elizabeth


Jan/Feb 2016

Hospital Newspaper - NJ


Nurse’s Viewpoint By Alison Lazzaro, RN

nursteinfo for stude s and nts Hospital Newspaper Correspondent

Hidden Healthcare

Driving past houses each day, we rarely take the time to wonder who is inside. Is the home filled with excited, yet exhausted new parents and their beautiful baby? Is there a family along with their loyal pets sitting down to dinner? Or around the bend of a family room, is there a loved one bound to a hospital bed on a ventilator? I never wondered what took place behind closed doors of other people's homes until working with a Nurse Practitioner performing home visits. Walking into our first home, I was quietly shocked that behind the normal facade of the home lived a family taking care of their uncle who became paraplegic after a cerebrovascular accident. He struggled with depression, uncontrolled diabetes, incontinence, chronic wounds, and cardiovascular disease. A family member was constantly caring for their uncle: changing linens, bathing him, feeding him, monitoring his blood glucose, and changing his extensive wound dressings. Without any medical training or complaints, these family members were providing the type of care in the middle of their living room that is normally seen in acute care settings. The Transitional Care Model, designed by Dr. Mary Naylor at the University of Pennsylvania, addresses care management of patients with five or more chronic conditions. Her model seeks to minimize acute illnesses among older adults. Based on her evidence based practice model, advanced practice nurses (APN) are at the forefront of the project. APNs can conduct home visits with these complex patients to provide medication reconciliation and prevent complications by addressing concerns early and keeping patients out of the hospital. Caring for patients in the community is a vastly different and complex experience. In a hospital based setting, nurses and providers can easily retrieve up to date lab results, look up diagnostic imaging results like chest x-rays, and ask for second opinions from other nurses, respiratory therapists, nutritionists, pharmacists and physicians readily available. I felt stranded on my first day in home care, longing for concrete study results to clue me in on the best treatment options. The sense of discomfort from not having every resource, coupled with heavy reliance on physical assessment and interpersonal skills can transform providers into better clinicians. Homecare requires astute listening skills, independence, autonomy, critical thinking, cultural competence and sincere compassion for patients' living conditions. Home care becomes both challenging and rewarding because of the relationship created between provider and patient when inside their home turf, rather than being in our familiar hospital setting.

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education & careers Hospital Newspaper - NJ Jan/Feb 2016


Holy Name Medical Center awarded for providing high quality, efficient patient care Among the top third of hospitals in the US according to CMS report

Holy Name Medical Center is among the highest performing hospitals in the US for treating Medicare patients with high quality, efficient care, earning incentive bonus payments - the exact amount to be announced in December - from the Centers for Medicare and Medicaid Services (CMS). The payments are part of the federal 2016 Hospital Value Based Purchasing (VBP) Program, which is distributing $1.5 billion in incentive payments to qualifying hospitals. Fewer than one-third of all hospitals will be receiving bonus payments. The VBP program rewards acute-care hospitals with incentive payments for providing high quality care to Medicare patients, including how closely they follow best clinical practices and how well they enhance the patient experience during hospital stays. The program's calculation is 50% clinical outcomes and processes, and 50% efficiency and patient experience. Established under the Affordable Care Act, the VBP program encourages hospitals to provide the best care by adjusting reimbursement payments based on the quality of that care. “We understand that what matters most to patients is safe, high-quality care,” said Michael Maron, President and CEO, Holy Name Medical Center. “That’s why we are committed to ensuring that the right care is administered at the right time for every single patient. This requires constant vigilance, open dialogue and a culture of improvement in our medical center, along with an empowered and engaged staff and transparency of results.” Funded by a 1.75 percent reduction - up from 1.5 percent last year - from participating hospitals' group payments, the VBP redistributes the payments based on the hospitals’ Total Performance Scores. The actual amount each hospital earns depends on the range and distribution of all eligible/participating hospitals scores. It is possible for a hospital to earn back an incentive payment that is less than, equal to, or more than the reduction for that year.The best performing hospitals' incentive payments will be paid for from the reductions of poor performing institutions. Holy Name is in this best-performing category, recouping all of the 1.75% and receiving incentive bonus payments.

ABOUT HOLY NAME MEDICAL CENTER: Holy Name Medical Center is a fully accredited, not-for-profit healthcare facility based in Teaneck, New Jersey. Founded and sponsored by the Sisters of St. Joseph of Peace in 1925, the comprehensive 361-bed medical center offers leading-edge medical practice and technology administered in an environment rooted in a tradition of compassion and respect for every patient. Holy Name provides high quality health care across a continuum that encompasses education, prevention, early intervention, comprehensive treatment options, rehabilitation and wellness maintenance.


education & careers

Jan/Feb 2016

Hospital Newspaper - NJ

Investors Bank grants fund Virtual Clinic at Thomas Edison Foundation supports expansion of nursing school’s technologies

Nursing students at Thomas Edison State College can safely diagnose and make decisions for a variety of patients without the fear of doing harm, thanks in part to a $37,500 grant from Investors Bank Foundation, in partnership with Roma Bank Community Foundation. This is the second grant in this amount in as many years from Investors to the W. Cary Edwards School of Nursing. “The Virtual Clinical Simulation (VCS) program has given our online nursing students access to sophisticated digital representations of patients, integrated with advanced technology and software,” explained Dr. Filomela Marshall, Dean of the W. Cary Edwards School of Nursing at Thomas Edison State College. “The funding also supports our onground Nursing Simulation Lab which is the technological centerpiece of the Accelerated Second Degree BSN Program.” The funding is part of a multiyear installment that supports the ongoing expansion of the school’s innovative online VCS program and on-ground Nursing Simulation Lab; according to Marshall, both technologies are invaluable in supplementing students’ clinical nursing experience, enabling them to develop optimal critical thinking and decision-making skills in replicated environments at no risk to real patients. Last year’s funding from Investors Bank enabled the school to purchase the necessary software and one of six MAC avatars for the VCS program. “We are enormously grateful for the generosity of Investors Bank," said Misty Isak, Associate Vice President of Development at Thomas Edison State College. "Their funding makes it possible for the college to respond to the needs of our students and provide an important technological component in their education. Their support, and that of all our donors and partners, is vital to the pursuit of our mission.” The W. Cary Edwards School of Nursing at Thomas Edison applied for the grant from Investors Foundation and the Roma Bank Community Foundation, both of which support non-profit organizations that enrich the diverse communities served by Investors Bank; Roma Bank became part of Investors Bank in early December 2013.

“Providing New Jersey students with the tools they need to become successful in the medical field is a joy for Investors Bank,” said Linda Martin, Senior Market Manager, Investors Bank. “We are delighted to see the funds being put to good use in the classrooms at Thomas Edison State College, where students can learn practical knowledge without potentially hurting anyone.”

About Investors Bank Investors Bank is a full-service community bank that has been serving customers since 1926. With over $20.4 billion in assets and more than 130 retail branches in New Jersey, New York City and Long Island, Investors Bank delivers personalized services and products tailored to the needs of its customers. Investors’ consumer banking services include complete deposit products, online banking, home equity loans and lines of credit and a full array of mortgage loans. Serving the business community, Investors provides deposit accounts, cash management services, business loans and lines of credit, and commercial real estate financing solutions to small and middle market companies, professional services firms, municipalities and other businesses. Investors Bank is a member of the FDIC and an Equal Housing Lender.

About Thomas Edison State College Thomas Edison State College provides flexible, high-quality, collegiate learning opportunities for self-directed adults. One of New Jersey’s 11 senior public institutions of higher education, the college offers associates’, bachelors’ and masters’ degrees in more than 100 areas of study. Students earn degrees through a wide variety of rigorous and high-quality academic methods that can be customized to meet their individual needs. Identified by the New York Times as “The college that paved the way for flexibility,” Thomas Edison State College is a national leader in the assessment of adult learning and a pioneer in the use of educational technologies. The college is home to The John S. Watson Institute for Public Policy. The New Jersey State Library is an affiliate of Thomas Edison State College. Visit for more information.


Thomas Edison State College W. Cary Edwards School of Nursing Dean Dr. Filomela Marshall (far left) accepts a $37,500 grant from Investors Bank to help fund the college’s Virtual Clinical Simulation program, which creates interactive clinical experiences for nursing students, allowing them to practice healthcare assessments. Joining Marshall are, from left, John Thurber, Vice President for Public Affairs at Thomas Edison State College; Linda Martin, Senior Market Manager for Investors Bank, and Amy Rouze, Investors Bank AVP/Branch Manager – Robbinsville.

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education & careers Hospital Newspaper - NJ Jan/Feb 2016


Bergen Regional Medical Center honors Outstanding Employees at 17th Annual Employee Service Awards

Bergen Regional Medical Center is proud to announce the recipients of this year’s employee service awards. The hospital honored nine employees for dedicated service and accomplishments in personifying the hospital’s commitment to providing high quality, compassionate, cost-effective health care to the community at the 17th Annual Employee Service Awards. In total, these employees have given over 100 years of collective service to Bergen Regional Medical Center. The Employee Service Awards program recognizes employees for their service, longevity and dedication to the patients and community of Bergen Regional Medical Center. Within that program President’s Merit Award winners were nominated by their peers and supervisors in one of six categories – Outstanding Director, Nurse, Technical Support, Non-Clinical Support, Clinical Support and Manager. This year’s BRMC President’s Award Honorees include: Hayman Rambaran, MD, Medical Director ATU and Evergreen, Director Category Nancy Kreis, RN, Nurse Category Donna David, LPN, Nurse Category Rebecca Hajje, Patient Access Services Director, Director Category Adelaida Pinke, Senior Medical Technologist, Technical Support Category Anishaben Rana, Medical Technologist, Technical Support Category Marja Alexandre, Disposition Coordinator, Manager Category Tara Rolandelli, Graphics Coordinator, Non-Clinical Support Category Barbara Barnes, CNA, Clinical Support Category

About BRMC Located at 230 East Ridgewood Avenue in Paramus, NJ, Bergen Regional Medical Center provides a comprehensive set of quality services including Long Term Care, Behavioral Health Care and Acute Care to the Bergen County community. Bergen Regional is both the largest hospital with 1,070 beds and the largest licensed nursing home in New Jersey. The entire Medical Center, including its Long Term Care Division, is fully accredited by the Joint Commission. Less than 6% of Long Term Care facilities nationwide pursue and receive Joint Commission accreditation. Additionally, with 323 beds, Bergen Regional is one of the largest medical resources providing a continuum of care for the behavioral health community and is a safety net provider for the mentally impaired, elderly, uninsured or underinsured for the state of New Jersey. BRMC also provides services for those eligible for health insurance or Medicaid under the Affordable Care Act. As a complement to its long term care and behavioral health/substance abuse expertise, Bergen Regional also offers acute medical services including: 24/7 emergency department; surgical suites; physical rehabilitation; pharmacy; laboratory; radiologic services (including digital mammography) and more than 20 ambulatory specialties available through the BRMC Clinic. You can have all of your outpatient healthcare needs fulfilled in one convenient location.


Jan/Feb 2016

Hospital Newspaper - NJ

Full Circle 2015: Perspectives Celebrates Matheny’s Arts Access Program

“I am so very proud of the work being done here. No arts program is more unique than Matheny’s.” With those words, Nicholas Paleologos, executive director of the New Jersey State Council of the Arts and honorary chair of Full Circle 2015: Perspectives, welcomed those who had come to see a stage presentation of dance, drama and creative writing at the annual celebration of the Matheny Medical and Educational Center’s Arts Access Program. The event took place from 3-6 p.m., Saturday, Nov. 7, at Robert Schonhorn Arts Center at Matheny. The stage presentation, produced by dance facilitator Heather Williams, was accompanied by a visual arts exhibition featuring the work of more than 50 Arts Access artists. The visual arts exhibit was curated by Haeree Park, Arts Access project and event coordinator. Matheny is a special hospital and educational facility in Peapack for children and adults with medically complex developmental disabilities. Arts Access is a unique fine arts program enabling individuals with disabilities to fully express themselves in the creative arts. Members of the community were also treated to food and beverages donated by Café Azzurro and cocoLuxe Fine Pastries in Peapack; Gladstone Tavern in Gladstone; 3 West and Urban Table in Basking Ridge; and Village Office Supply in Somerset. Gold sponsor of Full Circle was Mr. and Mrs. Man S. Yu; Bronze sponsors were John and Maureen Dreher, Mr. and Mrs. Lawrence H. Durr, Eagle Electrical Contracting Service, Dr. and Mrs. Richard Goldrosen, Melissa Heller, and Stephanie A. Young. Eileen Murray, director of the Arts Access Program, emphasized that, “Every artist expresses a unique viewpoint. Art,” she added, “can change our perspective, or give us a new one.” Edana Desatnick, co-chair of Matheny’s Board of Trustees and parent of a Matheny resident, thanked everyone in attendance for their support of Matheny and the Arts Access Program.

“Zip A Dee Doo Dah” performed by Arts Access dancer Dani Urso-King and professional dancer Patty Romano. The dance was choreographed by Urso-King.

Nicholas Paleologos and Arts Access artist Natalia Manning.

Samantha Yakal-Kremski of Morristown and Donald Leib of Bedminster. Behind them is “Roller”, an acrylic on canvas by James Lane. Yakal-Kremski is manager of community affairs and product donations for Janssen Pharmaceuticals in Raritan.

Donna Valente, director of quality of life grants for the Christopher and Dana Reeve Foundation, and her husband, Michael. At right is “The Inkfish”, a pigment print by Cheryl Chapin.

photos provided

education & careers Hospital Newspaper - NJ Jan/Feb 2016


Top 10 Strategies for building a strong Health IT team

Expert advice from HIT Program Director Beth Dituro, Pinnacle Center for Professional Development

Health Information Technology (HIT) encompasses all aspects of information technology infrastructure that support communication and care coordination among a network of health providers, patients, and payers. There are also human factors and processes required to empower the technology. Given the disparate backgrounds of the team members and the myriad of specialties, it is essential they have a unified sense of the “big HIT picture.� When it comes to working effectively in the HIT field, there’s some advice that may help staff and workflow come together more seamlessly. Beth Dituro, program director at NJ-based Pinnacle Center for Professional Development (PCPD), offers these HIT goals and strategies to achieve them:

Tip 2: Boost Morale Strategy: Recognize and reward team members for going the extra mile HIT projects can become extremely intense, and team members tend to be expected to make personal sacriďŹ ces in terms of time and energy to ensure the project’s success. When management fails to recognize and appreciate these efforts, or begins to take this extra effort for granted, the morale and energy of the team will inevitably begin to subside. Overwork should be kept to a minimum, managed tightly, and rewarded.

Goal 3: Foster Teamwork Strategy: Respect and recognize team members’ efforts in public and private HIT teams are often comprised of members from various departments and organizations. When these teams work together for any length of time, it is important for members to avoid becoming like families, with associated dysfunctional roles and relationships. Leadership is required to ensure teams function on all cylinders, playing on complementary strengths, focused on a common goal – the success of the project.

Goal 4: Develop creative problem-solving skills Strategy: Allow team members to fail and learn from mistakes Creativity in HIT is under-rated. Many issues – especially related to usability – could be addressed by forming small subcommittees of interested or affected staff and asking them to come up with solutions or workarounds to a particular problem. Even if they come up empty-handed, the creative workout may help get them in shape to successfully tackle the next issue.

Goal 5: Efficient Processes Strategy: Cut the red tape Good processes in HIT are fair and effective, and support successful project outcomes and the achievement of service level agreements. Too much bureaucracy, however, can be an embarrassment to the IT organization and a source of frustration, distrust and disrespect by end-users, customers and vendors alike. IT leadership and management needs to be sensitive to the ďŹ ne line between efďŹ cient processes and red tape.

Goal 6: Transparent Governance Strategy: Spell out the rules of the game IT governance in healthcare is sometimes invisible, when it should be transparent. This invisibility causes frustration both inside and outside the IT organization because no one knows the rules of the game. Good governance simply spells out the processes for identifying, prioritizing and funding IT requirements.


Goal 1: Effective Project Management Strategy: CIOs should be visible and supportive of Project Managers from the start Project management in HIT is sometimes like herding cats – it can be one of the most difďŹ cult jobs in the IT organization, regardless of the methodologies that are utilized. PMs need to be able to rely on the visibility and support of their CIO, especially at the beginning of projects, in order to gain and sustain momentum.

Goal 7: Hiring the right people Strategy: Look for trainable candidates with road skills HIT organizations do themselves a disservice when they insist on hiring staff with experience in a particular vendor product. Finding the perfect person will often take longer than hiring someone with proven, related skills and providing them with training.

Goal 8: Leadership Strategy: Encourage trial-and-error whenever possible Successful healthcare IT leaders and CIOs need to be able to walk the walk of both IT and healthcare. They also need to be fair, fearless and fault-tolerant in order to effectively manage HIT resources and lead HIT initiatives. Fairness and fearlessness foster respect and loyalty, and fault-tolerance encourages creativity, pride and excellence by allowing staff to try, fail, and learn from their mistakes.

Goal 9: Motivation Strategy: Continually show appreciation and respect HIT teams are often highly matrixed and include members with varied interests and backgrounds – the only thing they may have in common is the work at hand. Providing motivation and encouragement to such an eclectic bunch can be challenging, but usually can be achieved by simply respecting and recognizing ongoing efforts, both in private and in public.

Goal 10: Empower staff to respond to current industry challenges and opportunities Strategy: Ongoing continuing education The best and most effective managers have solid background in health IT with an understanding of the “big picture� of HIT. Because they understand the ever-changing HIT environment and initiatives, such as Obamacare and HITECH, they are equipped with the perspective to make informed decisions and set priorities. The right continuing education program provides context and purpose, leaving team members inspired and motivated to approach projects with a broader and more strategic focus.

Beth Dituro is Program Director at Pinnacle Center for Professional Development (PCPD), a new center of education designed to meet the urgent need for a competent, conďŹ dent and motivated Health Information Technology (HIT) workforce. Quality continuing education is offered in a face-to-face classroom setting, delivered by seasoned professionals. Courses are held at the company’s state-of-the-art facility in FairďŹ eld, N.J. or at a site convenient to customers. PCPD’s programs prepare students, including clinicians, IT staff and healthcare administrators with coursework that will keep them current and well-prepared for the opportunities in today’s ever-changing HIT ďŹ eld. For more information, and to see the full calendar of courses visit

Empower your IT Workfor o ce with an invesstment in their education & your company’ss futture Pinnacle Center for Professional ofessional Development p (PCPD) delivers classroom-based m-based HIT continuing ED ‹7*7+6MMLYZ;VW5V[JO/LHS[O0;*VU[PU\PUN,K\JH[PVU ‹*V\YZLZMV VY)LNPUULYZPU/LHS[O0; ‹¸)VV[JHTWšMVY/LHS[O0;>VYRMVYJL^OVULLK[VIL*\YYLU[ ‹*\Z[VTPaLK*V\YZLZ For a calendar ar & information contact

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Jan/Feb 2016

Hospital Newspaper - NJ

Third Annual Ernest L. Wells Pet Therapy Volunteer Recognition Dinner

Volunteers from Hunterdon Medical Center’s Ernest L. Wells Pet Therapy Program gathered for the third annual Pet Therapy Recognition Dinner sponsored by donor Pamela Wells – whose late husband Ernest is the namesake of the program since 2013. The purpose of the annual recognition dinner is to recognize the tremendous contributions made by both the human and dog pet therapy volunteers. Since 1994, Hunterdon Medical Center’s Pet Therapy Program has used canine volunteers to sooth and cheer patients. The program has grown over the years and currently has seven dogs that come and visit patients each day. The program has expanded to include areas outside of the hospital such as, Briteside Adult Day Center, Bright Tomorrows Child Care Center, Hunterdon Hospice and Hunterdon Regional Cancer Center. At the event, the following volunteers and their dogs were recognized in appreciation of their time given to help patients heal: Ms Tracey Bardecker and Diesel, Ms. Jennifer Beylickjian and Grace, Ms Joyce Bitzer and Shiann, Steven and Betty Ann Dhein and Sophie, Mr. Phillip Jones and Jack, Ms. Patricia Mizak and Racine, and Ms. Kathy Walker and Secret. Volunteers were given gift bags for themselves and their dogs that included: a $25 Pet Smart gift certificate, a $50 gift certificate toward immunizations costs, a certificate for Classy Curbside Clippers Mobile Dog Grooming Service, dog treats and gourmet dog food samples from Barkley’s Gourmet Marketplace, a frisbie and a tennis ball donated by Pet Smart. Hunterdon Healthcare is currently seeking new pet therapy volunteers. All Hunterdon Medical Center pet therapists must meet the following requirements: Proof of Bright and Beautiful or Therapy Dog International, Inc training, certification, ID card and insurance coverage; a copy of the Hunterdon Healthcare Therapy Dog Annual Health Record


Pictured left to right: Back Row- Lynne Danik, Director of Volunteer Resources, Tracey Bardecker, Volunteer, Pat Mizak, Volunteer, Terri Parkes, Sharon Barkalow, Betty Ann Dhein, Volunteer, Phil Jones and his dog Jack, Volunteer, Kathy Walker, Volunteer, Joyce Betzer, Volunteer and Karen DiPaola, Coordinator, Volunteer Resources. First Row: Diesel, Pet therapy dog, Kelly Otero, Racine, Pet therapy dog, Robert P. Wise, President and CEO, Hunterdon Healthcare, Sophie, Pet therapy dog, Pam Wells, Secret, Pet Therapy dog and Shiann, Pet therapy dog.

Form; a minimum of 25 hours of Pet Therapy experience documented at a school, nursing home or library within a six month period and three reference letters.

To learn how you and your dog can volunteer with Hunterdon Medical Center’s Ernest L. Wells Pet Therapy Program, please contact HMC’s Volunteer Resources at 908.788.6140.

RWJ Rahway Foundation celebrates a successful Fashion Show

The Foundation’s 24th Annual Fashion Show was a fantastic day for RWJ Rahway with almost 330 guests at the Bridgewater Marriott and raising nearly $68,000. “This great fall tradition just keeps getting better,” said Cindy Timoni, Fashion Show Chairman, adding that so many of our guests have attended since the very first Fashion Show. “It is amazing to be celebrating 24 successful years for this wonderful Fashion Show,” said RWJ Rahway Foundation Chairman, Michael Widmer, adding that the Committee is already looking ahead to next year’s event. The Boutique Auction, chaired by Marla Lind, featured more than 120 beautiful baskets filled with a variety of gift items and gift certificates all donated by local merchants, employees, committee and community members. The 11th Annual Hospital Family Basket Contest winners were Best Overall – “One In A Minion” by RWJ Rahway’s Auxiliary Tuesday Gift Shop Ladies; Best Interpretation of Theme – “Wrapped & Ready to Go” by the RWJ Rahway Food and Nutrition Department and Most Artistic – “Mommy & Me” by Patricia Tortorello and Anna Miranda. Next year’s Fashion Show will be held on Saturday, November 5h at The Bridgewater Marriott. Please mark your calendars and tell your family and friends to save the date, too! If you would like to add your support and make a donation to RWJ Rahway Foundation, or for information on how to leave a legacy of good healthcare to the community, please call the Foundation Office, 732-499-6135 or e-mail


Pictured from left to right: Marie Galvin, Events Manager; Michael Widmer, RWJ Rahway Foundation Chairman; Fashion Show Chairman, Cindy Timoni; Kirk C. Tice, President & CEO, RWJ Rahway; and Marlene H. Lubinger, RWJ Rahway Foundation President.

Hospital Newspaper - NJ Jan/Feb 2016


Arts Access and Arts Unbound receive Community Employment Grant from Kessler Foundation

The Matheny Medical and Educational Center’s Arts Access Program has been awarded a Kessler Foundation Community Employment Grant of $100,000 to launch a unique vocational art project. Arts Access will partner with Arts Unbound, bringing together these two leaders in the realm of arts and disability to form Art Garden CSA. This CSA (community-supported art) project aims to connect artists with disabilities with art buyers in a way that has never before been attempted with this population.

Ten artists will be selected and commissioned to create original artwork that is unique to the Art Garden CSA. These works will then be distributed at three live pickup events around the state to anyone who buys one of the 25 available “shares”. At these pickup events, the shareholders will have the opportunity to meet the selected artists and see what awaits them in their box of limited edition art. The artists will work with the Art Garden team to learn and participate in important vocational practices such as blogging, thank

you letters, self-promotion, relationship building, and many other entrepreneurial activities that are key to becoming a professional artist. “We are so thankful to Kessler for supporting the Art Garden project,” said Eileen Murray, director of the Arts Access Program. “I’ve seen these artists work tirelessly to perfect their craft, and I’m so excited to see them move into careers as artistic professionals.” Margret Mikklesen, executive director of Arts Unbound, said, “With popularity spiking and community-sup-

Arts Access artist works on a painting, assisted by a professional artist/facilitator.

Arts Access artist with local businessman who purchased her painting.

photos provided

ported art projects popping up all over the country, we are thrilled to launch Art Garden, which will be the first to exclusively represent artists with disabilities working within the state of New Jersey.” A recent Kessler-led national study revealed that 68% of people with disabilities are striving to find work. Through its Community Employment Grant Program, Kessler Foundation funds non-traditional solutions that increase employment outcomes for citizens with disabilities. The arts fill this role by allowing individuals with disabilities to be self-employed and work on their own schedules. The Kessler Foundation is a public charity dedicated to improving the lives of people with disabilities.

Matheny is a special hospital and educational facility in Peapack for children and adults with medically complex developmental disabilities. Arts Access is a unique fine arts program where individuals with disabilities can fully express themselves in the creative arts. Arts Unbound is a studio and gallery in West Orange, NJ, dedicated to the creative expression of persons with disabilities. Both organizations have been at the forefront of offering professional development opportunities for artists with disabilities through licensing and original artwork sales. The Art Garden CSA will launch early next year, and shares will be available for purchase in November 2015.


Jan/Feb 2016

Hospital Newspaper - NJ

Emergency Department boarding is improving but still a problem

Although many hospitals are making strides to reduce the holding of admitted patients in the emergency department, a practice known as “boarding,” many of the most crowded emergency departments in the United States still have not adopted effective interventions, according to a study published recently in Health Affairs (“The Most Crowded U.S. Hospital Emergency Departments Did Not Adopt Effective Interventions to Improve Flow, 2007-2010”). A related study published online last week in Annals of Emergency Medicine finds that patients who are boarded in the ER for more than 6 hours are less likely to have their orders completed on time and more likely to have those orders missed entirely (“The Effect of Emergency Department Boarding on Order Completion”). “There is a broad literature that shows that ER crowding and boarding harm patients,” said Health Affairs study co-author Jesse Pines, MD, FACEP, a professor of emergency medicine at the George Washington University School of Medicine and Health Sciences in Washington D.C.

“In the past several years, many hospitals have developed highly effective interventions to help reduce emergency department boarding and crowding, yet many of the most crowded ERs have not prioritized or fixed this problem. From 2007 to 2010, the average number of crowding interventions used by hospitals increased 25 percent, but a serious gap remains for some of the most crowded hospitals. This should be a wake-up call to policymakers and patients that despite having many potential tools to use to address crowding, many hospitals have chosen not to do so.” The number of hospitals using the full-capacity protocol (moving admitted patients out of the emergency department and onto in-patient hallways) more than doubled between 2005 and 2010, but still is not used at more than 50 percent of all hospitals. In the most crowded quartile of hospital emergency departments, 94 percent still had not adopted surgical smoothing (scheduling surgeries more evenly throughout the week to allow more flexibility to accept patients requiring emergency surgery).

The study in Annals of Emergency Medicine found that 39 percent of orders were completed on time for boarded patients (v. 59 percent in the control group), 21 percent of boarded patients’ orders were delayed (v. 17 percent in the control group) and 39 percent of boarded patients’ orders were missed entirely (v. 22 percent in the control group). “There is a significant difference in the process of care for admitted patients who board in the emergency department compared to those who are transferred promptly to an inpatient care area,” said lead study author Clinton Coil, MD, MPH of Harbor-UCLA Medical Center in Torrance, Calif. “Boarding degrades the care that emergency patients receive, despite the truly heroic efforts of emergency nurses who struggle to provide inpatient care in emergency departments that were not designed for this purpose. Inpatient wards are designed to provide ongoing care, which is why admitted patients belong there and not in the emergency department.”


Annals of Emergency Medicine is the peer-reviewed scientific journal for the American College of Emergency Physicians, the national medical society representing emergency medicine. ACEP is committed to advancing emergency care through continuing education, research, and public education. Headquartered in

Dallas, Texas, ACEP has 53 chapters representing each state, as well as Puerto Rico and the District of Columbia. A Government Services Chapter represents emergency physicians employed by military branches and other government agencies. For more information, visit



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Chair of Obstetrics/Gynecology at Trinitas receives Prestigious Board Certification Newly-created certification recognizes excellence in women’s health subspecialty If you’d like to reach the health and hospital communities of New Jersey each month, there is no more cost-effective way than the Hospital Newspaper. Call Jim Stankiewicz to place your advertisement: 845-202-4737

Labib E. Riachi, MD, FACOG, Chair of Obstetrics and Gynecology at Trinitas Regional Medical Center and resident of Westfield, was recently awarded subspecialty certification in pelvic medicine and reconstructive surgery by the Division of Female Pelvic Medicine and Reconstructive Surgery of the American Board of Obstetrics and Gynecology and the American Board of Urology. “Trinitas is extremely proud that one of our surgeons is part of the elite group that has achieved this breakthrough board certification,” said Gary S. Horan, President and Chief Executive Officer. “This new board certification recognizes the most qualified surgeons and physicians who have furthered surgical treatment and medical care provided to patients who suffer from symptoms associated with a cluster of disorders exclusive to women.” The American Board of Obstetrics and Gynecology and the American Board of Urology recently recognized the importance of creating board certification for this subspecialty and established the necessary criteria, explains Dr. Riachi. “For women seeking medical care and surgical procedures to address symptoms such as pressure in the pelvic area, urinary and fecal leakage, inability to empty the bladder, and pain during intercourse, this board certification offers them profound assurance that they are receiving the best of care from a physician or surgeon who has been awarded the highest recognition for his qualifications in this subspecialty.” Dr. Riachi, who has offices in Elizabeth and Westfield, was trained in Europe and the United States under leading surgeons in the field of women’s obstetrical/gyne-


cological and urological health. Since completion of his training in 2001, Dr. Riachi has performed more than 3500 of these surgeries at Trinitas. He heads one of the busiest surgical suites on the East Coast where pelvic and reconstructive surgeries are performed using the most advanced version of the daVinci robot-assisted surgical technology. “For many years, surgeons who practiced in this specific medical and surgical field gained extensive knowledge and valuable experience,” explains Dr. Riachi. “But, there was no board certification that recognized the great strides they were making to improve women’s health. The American Board of Obstetrics and Gynecology and the American Board of Urology agreed that board certification in this subspecialty was the appropriate next step.” To achieve certification in pelvic medicine and reconstructive surgery, candidates must present specific qualifications to the American Board of Obstetrics and Gynecology and the American Board of Urology. As part of the qualification process, specialists in these subspecialties are required to document the number of these surgeries they have performed. “With vast patient experience and impressive experience in surgical procedures, board certified physicians and surgeons in this subspecialty achieve a higher level of success and that’s good news for their patients,” Dr. Riachi sums up. For more information, contact Dr. Riachi at (908) 282-2000 or visit For more information on Trinitas Regional Medical Center, please visit: or call (908) 994-5138.


Jan/Feb 2016

Hospital Newspaper - NJ


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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 or call 609-835-3650.


Hospital Newspaper - NJ Jan/Feb 2016

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Participating Lenders enders

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cations Inc. The Heroes Mortgage Program® is neither a lender nor a broker and does not originate or make loans nor make is not an agent of either the consumer mer or any participating bank, lender or mortgage ortgage broker. There is never any charge to the quested information to participating lenders will result in the origination of a loan an from a Lender, nor does it guarantee that at the


Jan/Feb 2016

Hospital Newspaper - NJ


HOSPITAL WORKERS HAVE YOU BEEN INJURED ON THE JOB? Learn What You Must Do To Protect Your Workers' Compensation And Disability Rights!

internet address directory Online Directory available at

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

financial Institutions Healthcare Employees Federal Credit Union

The Five Corners Building 660 Newark Avenue - Jersey City, NJ 07306 (201) 656-8500 790 Bloomfield Avenue - Clifton, NJ 07012 (973) 546-5414

home care specialists Comprehensive Home Care

hospitals Matheny Medical & Educational Center

hospitals Children’s Specialized Hospital

medical equipment & products TSK Products, Inc.

Contact Jim Stankiewicz to find out how your organization can be featured in the Resource Directory or Internet Address Directory.

Tel: 845-202-4737 • Fax: 845-534-0055

Hospital of the Month 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 (


Scan this barcode with your smart mobile device to see Hospital of the Month examples on


Hospital Newspaper - NJ Jan/Feb 2016







Visit us at one of our locations: 19 Bradhurst Avenue Suite 700 Hawthorne, NY 10532 (914)593-7800

15 North Broadway 2nd Floor White Plains, NY 10601 (914)428-6000

5 Coates Drive Suite 2 Goshen, NY 10924 (845)294-1234

30 Greenridge Avenue Suite 207 White Plains, NY 10605 (914)328-8555

180 East Hartsdale Avenue Suite 1E Hartsdale, NY 10530 (914)725-2010

3 Michael Frey Drive Eastchester, NY 10709 (914)337-3500

688 White Plains Road Suite 210 Scarsdale, NY 10583 (914)723-3322

334 Route 202 Bailey Court Somers, NY 10589 (914)277-4367

154 Pike Street Port Jervis, NY 12771 (845) 858-4444

105 Stevens Avenue Suite 101 Mount Vernon, NY 10550 (914)667-8777


Jan/Feb 2016

Hospital Newspaper - NJ



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Hospital Newspaper New Jersey Jan/Feb 2016 ebook  

Hospitals will find this the place to recognize employees, tell their stories of patient care, market their new technology and promote upcom...

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