Meadowlands Magazine: December 2022

LEADERSHIP COUNCIL

American Dream

BCB Community Bank

Bergen Community College

Bergen Engineering/ Branca Properties Commercial Technologies, Inc.

Delta Dental Edison Properties ELEC 825 | Engineers

Labor-Management Cooperative Eastwick Colleges

EZ Ride

Forsgate Industrial Partners

Genova Burns Goya Foods Hackensack University Medical Center

Hartz Mountain Industries

Horizon Blue Cross Blue Shield of NJNYC Hospital for Special Surgery IBEW 164

In Thyme Catered Events

J. Fletcher Creamer & Son, Inc.

Kearny Bank

Lakeland Bank

Langan Engineering

New Jersey-NYC

Meadowlands Racing & Entertainment

M&T Bank

MWWPR

NAI James E. Hanson, Inc.

New York Jets

NJ Sharing Network

NJM Insurance Group

NJSEA

Onyx Equities, LLC

Personal Touch Experience PSE&G

Quest Diagnostics Russo Development Scarinci Hollenbeck

TD Bank VEOLIA Verizon Wacoal America WSP

Publisher: Meadowlands Media, a division of the Meadowlands Chamber

MCHQ - Business Hub 1099 Wall Street West, Suite 100 Lyndhurst, NJ 07071 (201) 939-0707

Communications & Content Manager: Cindy Capitani Email submissions: ccapitani@meadowlands.org

Advertising Director: Martha Morley, Greer Enterprises, Inc. (201) 493-7996

Media & Editorial Production Coordinator: Brianne Hailey Killeen

Design: Stephanie Kowalsky, Eighty6

Printing: Lane Press

Meadowlands Magazine Distribution: MTM Resources

Copyright 2022. All rights reserved. Reproduction of any artwork, editorial material or copy prepared by Meadowlands Chamber of Commerce and appearing in this publication is strictly prohibited without written consent of the publisher. Additional magazines and reprints of articles are available.

The views expressed in this magazine are those of the submitting authors and do not necessarily represent the views of, and may not be attributed to the Meadowlands Chamber or Meadowlands Media.

MEADOWLANDS BUSINESS REPORT

Powering Ahead in 2023 with Strategic, Laser-Focused Vision

AS WE CONCLUDE THE END OF ANOTHER YEAR, I can’t help but reflect on the power of resilience displayed by so many business owners. Enduring three of the toughest years I can remember, this time period was filled with difficult choices and prompted the need for creative thinking and fast pivots to sustain businesses.

The MC was among those organization that needed maximum focus as we pivoted to help our membership. Those challenging years brought into real focus the necessity of strategic business planning, which looks at the possible threats that could affect a business. Having a strategic business plan in place certainly helped us sustain and even grow during the past three years.

I am happy to share with you the Objectives of the MC’s 2023-2026 Strategic Business Plan developed over a 6-month period review by our Board of Advisors and Operating Committee.

• Develop initiatives to effectively drive members’ business growth, relationship building, and business acumen.

• Strengthen MC advocacy efforts to influence economic development policy affecting the Meadowlands region.

• Build the “Meadowlands” brand as a preferred destination for domestic and international visitors and business travelers.

• Establish a broad range of opportunities to showcase current and future career paths.

• Advance Diversity, Equity, Inclusivity, Accessibility (DEIA) awareness.

• Maintain our “Best in Class” mindset to advancing the MC / MLCVB Vision and Mission.

VISION

With forward-thinking leadership embracing inclusivity, innovation and emerging technologies, the MC is a relevant and impactful business service organization always seeking excellence.

MISSION

The MC is a leading business advocate, collaborator, and community catalyst that positively influences public policy to strengthen the regional economy. We are a conduit to resources, offering business intelligence, targeted relationship-building opportunities, business education, and destination marketing services.

When thinking about vision and mission, look no further than IBEW Local 164. With labor roots in this region dating to 1901, the union has had a hand in just about every project that makes this region great. Check out our cover story.

Now that people are returning to the office, what’s replacing the open floor plan and ping pong tables? Find out in our feature with architects from Arcari + Iovino, DMR, Guzzo and Gensler.

As we close this year, Meadowlands Magazine promises to bring you creative new elements and business insights in 2023 that will be meaningful and value driven to you and your company. And if you’re still putting together that office holiday party, don’t miss our planning guide in this issue.

Merry Christmas and Happy Chanukah!

Respectfully, Jim Kirkos President & CEO Meadowlands Chamber

UNPARALLELED opportunity

Close the distance on your business’s fulfillment needs with Kingsland Meadowlands. Construction has started on Phase I, which will consist of two logistics buildings totaling nearly 1.3 million square feet, while the future phases offer buildto-suit opportunities. One premier location, access to your consumer base and proximity to labor sources make Kingsland Meadowlands the ultimate location for your business.

Rob Kossar

+1 201 528 4444 rob.kossar@am.jll.com

For additional development details, visit www.kingslandmeadowlands.com

David Knee

+1 201 528 4440 david.knee@am.jll.com

Chris Hile

+1 201 528 4416 chris.hile@am.jll.com

Leslie Lanne

+1 201 528 4438 leslie.lanne@am.jll.com

Leadership and Confidence

Let’s talk about leadership and confidence.

According to successful entrepreneur, Francisco Dao; “Selfconfidence is the fundamental basis from which leadership grows. Trying to teach leadership without first building confidence is like building a house on a foundation of sand. It may have a nice coat of paint, but it is ultimately shaky at best.”

I’ve been coaching and teaching about leadership for well over two decades, focusing on topics such as; effective presentations, leading and facilitating engaging meetings, artfully but directly confronting difficult issues and circumstances, accepting and receiving feedback, as well as a variety of other leadership-related matters.

One area that is tied closely to many of these coaching areas is confidence and its connection to great leadership. Yet, it is impossible to feel confident in every situation or circumstance you face. Nobody is confident 100% or even 99% of the time. In fact, when people say they are that supremely confident, I am a bit skeptical.

When it comes to leadership, confidence can be fleeting and, at times, confounding. With that in mind, consider some tips and tools related to confident leadership:

Be humble and self-aware: A leader who communicates with arrogance and defensiveness, believes he or she is always right and refuses to admit their mistakes while blaming others, is not a confident leader. Instead, a confident leader is selfaware, humble, not afraid to admit when he or she makes a mistake and never points a finger at others.

Be agile: Confidence comes with ebbs and flows, even with the best in their respective field. It’s not that confidence is like a light switch that goes on and off, but

there are degrees of it in certain situations that is based largely on how a leader (or any person) chooses to see themselves in a particular situation.

Confidence is a mindset: While confidence is a product of consistent success and receiving positive feedback, as leaders we need to put ourselves in a more confident frame of mind, even without the benefit of recent success or recognition from others. We need to train our minds to view virtually any situation or challenge as an opportunity to confidently deal with it and be at our best, knowing that mistakes and mishaps are just part of the process.

It takes a village: Confident leaders surround themselves with a confidence support system of colleagues, friends, family or other mentors. Even those who see themselves as confident sometimes need to have their confidence bolstered by others they trust and respect. At times, when you are scared, insecure, vulnerable or convincing yourself that you just don’t have what it takes to succeed, it takes someone in your personal or professional orbit to help lift you up and remind you of the leader you truly are.

Accept that “loss” is inevitable: As

leaders, we all want to “win,” whether that means landing that dream job, securing a big client or simply having your CEO tell you, “Job well done,” after a presentation you gave at a board meeting. Our confidence is bolstered with such positive feedback. However, as leaders, we must accept that “loss” is inevitable. What matters in these situations is that we don’t let the situation define us or our effort. Instead, we can again find our confidence by choosing how we view the situation and then putting a plan in place to move forward.

Bottom line? Confident leaders consistently strive to be the best they can be, knowing that perfection doesn’t exist, but progress and growth are the ultimate goal.

Steve Adubato, PhD, is the author of five books including his latest, “Lessons in Leadership.” He is an Emmy® Awardwinning anchor with programs airing on Thirteen/WNET (PBS) and NJ PBS. He has also appeared on CNN, FOX5 NY and NBC’s Today Show. Steve Adubato’s “Lessons in Leadership” video podcast with co-host Mary Gamba airs Sundays at 10:00 a.m. on News 12+. For more information visit www.Stand-Deliver.com

Banking and Lending Advice Every Small Business Needs Now

One of the most important decisions small and medium sized business (SMB) owners can make is where to establish their bank accounts. While it’s easy enough to open a checking account, SMBs also must think along the lines of future needs, such as capital, merchant services and financial advice.

Cashflow is king to all businesses but to SMBs — especially those just starting out — it can be a matter of sink or swim. With the economy on shaky ground and inflation still hovering at record highs, it’s a challenging lending and credit environment for everyone.

Banks are trying to balance risk against opportunity while fending off growing competition from financial technology (fintech) platforms eager to capture a piece of the $32.5 million U.S. small business market. But legacy financial institutions have the competitive — and knowledgeable — edge when it comes to servicing the needs of small businesses.

Ted Knauss, PNC SVP, Market Leader, NJ, NY, CT – Commercial Banking, said that business owners can reap great benefits from a banker that has some understanding of their company’s sector and will be able to offer some insights into industry trends.

Opportunity Meets Preparation

SMBs not only need basic banking and

credit, but they can also use some financial advice, something they’re not always getting from digital or legacy institutions, according to the 2022 U.S. Small Business Banking Satisfaction Study by J.D. Power. Only 15% of the respondents indicated they had received definitive financial advice from their bankers.

The time is ripe for a meeting of the minds between neighborhood banks and local small businesses. Bankers have a wealth of advice businesses can use to become more financially fit and can serve as a financial partner to SMB owners.

“Banks have segments dedicated to supporting the needs of businesses ranging from retail distribution through large corporate. There are subject matter experts in each segment who deal with similar businesses every day,” said Knauss.

Knauss added that for most businesses in operation for two years or more, there are numerous lending opportunities available.

Choosing the Right Bank

Dan Fosina, Valley National Bank SVP, Division Head of Commercial Banking and Head of FX Sales in New Jersey and Pennsylvania, said relationships are key.

“I would not underestimate what it means to have a true relationship bank, that encompasses access to management, ancillary business and open dialogue. It

allows your bank to partner with you in good times and bad,” Fosina said.

“Be very forthcoming with financial reporting, especially in a downturn for the company or economy, this helps your bank represent you better internally and support your company,” he added.

For small businesses, sitting down with local bankers is the first step in gathering the data needed to determine the best financial institution for the short and long term. It’s not a one-size-fits-all strategy and it takes a little time and preparation.

A digital-only approach to banking might be fine for some transactional needs but when it comes to running a business and securing capital, there is no substitute for finding the right partner.

Does Size Matter?

When talking about the size of a bank versus a business, there are different components at play, but the bottom line is both financial institutions and SMBs have something to offer one another.

“Find a banker that will care enough to learn and care about you and your business. The size of the bank doesn’t matter. Banks offer pretty much the same products and services to small businesses. Find one that provides great customer service,” said Stephen A. Jarossy, TD Bank VP and Senior Relationship Manager.

Except for loans from the Small Business Association (SBA), banks don’t “lend you money to start a business” and new companies seeking loans “should already be somewhat established.”

“Put together a realistic set of projections, including a downside case. Make sure you have well prepared financial statements, in most cases your tax returns,” said Jarossy.

Valley Bank’s Fosina agrees that the size of the bank or the business doesn’t matter and it’s important to find a financial institution that will accommodate what’s needed — Retail, Commercial Real Estate, Consumer Lending, Business Banking or even Corporate Banking.

It’s ideal, Fosina said, to establish a personal relationship with your bank and to partner for years to come.

New Jersey Manufacturing’s Impacts during the Second Industrial Revolution

By Ken Schwemmer, Advocacy and Operations Support at NJMEP

New Jersey has a long and rich history from its earliest days as East and West New Jersey owned by Lord John Berkeley and Sir George Carteret to the present. Some of the most pivotal battles of the American Revolution took place in New Jersey. It was the third state to ratify the Constitution and has been the birthplace of many notable American figures, such as: Frank Sinatra, Bruce Springsteen and Grover Cleveland.

However, many people do not know that New Jersey also has a long history of being one of the most important manufacturing centers in the United States. Historically, New Jersey’s manufacturing sector played a key role in the state’s economic development, and it greatly impacted the rest of the nation.

This article is going to provide a brief glimpse of the rich history of manufacturing in New Jersey by focusing on a period of industrialization and innovation that occurred during the late nineteenth century, which saw New Jersey’s manufacturing sector grow to amazing heights and provide the world with many of the innovations that drastically changed the world.

After the American Civil War ended in 1865, a second period of industrialization started to occur around the United States that would last until the early twentieth century. This period would be dubbed the Second Industrial Revolution and New Jersey’s manufacturing sector would grow exponentially from it. Places like Jersey City became specialized in rail terminals, docks, sugar refining, and tobacco processing, while Paterson continued to be a center for the silk and locomotive manufacturing industries, provided in Paul Israel’s “The Garden State Becomes an Industrial Power.”

According to “The Garden State Becomes an Industrial Power” as well, Bayonne developed numerous oil refineries and coal docks; Elizabeth became home to one of the biggest factories of the Singer sewing machine company. Along with this, New Brunswick became known for its

rubber factories; Trenton was home to iron manufacturing and was known for its terra cotta manufacturing; Camden’s biggest manufacturing industries had become shipbuilding and glass manufacturing. All across New Jersey, manufacturing was growing at an extraordinary rate. During this period of manufacturing growth, many of these goods started to be sold outside of the state at higher rates than in previous decades.

During this period, New Jersey saw an increase in many of its manufactured goods being consumed and used by people all over the nation. The best example of this comes from one of New Jersey’s largest manufacturing hubs, Newark. Newark’s manufactured goods were so popular across the nation that the New York Times published an article in the 1870s that stated:

“The trunk you travel with is, nine times out of ten, of Newark manufacture… The hat you wear was made there, the buttons on your coat, the shirt on your back, your brush, the tinware you use in your kitchen, the oilcloth you walk on, the harness and bit you drive with, all owe to

Newark in their origin.”

Newark’s manufactured goods were being used all over the country which benefited the city’s economy. “The Garden State Becomes an Industrial Power” shares that, by 1880, there were over 1,200 manufacturing companies in the city, which employed over 41,000 people. Their manufactured products were worth over $66,000,000. This is just one example of the importance and success of New Jersey’s manufacturing sector for the state and the nation However, the late 1800s would also produce numerous innovations in New Jersey that would create new industries that changed not just New Jersey but the world.

New Jersey was home to numerous innovations and inventions that were developed in the late 1800s. A number of these innovations allowed for the creation of new manufacturing industries or helped improve existing industries. In this period, Thomas Edison built the nation’s first industrial research-and-development laboratory (1876) in Menlo Park, New Jersey, provided by Israel’s “The Garden State Becomes an Industrial Power.” At

Menlo Park, Edison would go on to invent the carbon filament bulb (1879), cylinder phonograph (1877), the carbon microphone (1877) and, in his West Orange facility, he went on to invent the first motion picture studio (1887), which can be found in Donald H. Sebastian’s “We Are the Birthplace of American Innovation.”

Besides Thomas Edison’s famous inventions, there was Edwin A. Scribner, a chemist who lived in the Town of Boonton and developed a process of combing rubber, asbestos and sulfur into cast-iron molds in 1891, which was the forerunner of molded plastics according to “We Are the Birthplace of American Innovation.” In the same time frame, Colgate & Company built a major manufacturing facility in Jersey City, also shared in “We Are the Birthplace of American Innovation.”

According to the same article, at this facility, the company was able to invent: the cashmere bouquet soap (1872), the first toothpaste (1873), the first toothpaste in a tube (1896), and founded one of the first applied research labs in Jersey city (1896).

Campbell History lets us know that, in Camden, Arthur Dorrance, who worked at the New Jersey-based food manufacturer: Campbell’s Soup, invented a new process that helped with condensing soup in 1897, which allowed for the soup to retain its ingredients while being stored in a can and completely changed how condensed soup was manufactured.

These new developments in New Jersey’s manufacturing sector led to a massive change in the state and the rest of the world because they produced electric light, recorded sound and a new way to clean people’s teeth. These are just some of the many advancements the world saw due to New Jersey’s dynamic manufacturing sector during the Second Industrial Revolution.

During the Second Industrial Revolution, manufacturing was found all over New Jersey and each place was specializing in different industries compared to places like Michigan or Pennsylvania, which had more homogenous manufacturing sectors. This period in New Jersey’s history was also home to some

of the most important innovations for the manufacturing sector that changed not only several industries but also changed how our world operated.

This brief period in New Jersey’s history provides just a small glimpse into the significance manufacturing played for the state and the rest of the world. There is so much more information out there about this little-known part of New Jersey’s history and how manufacturing has impacted this great state. People would be surprised at what they will uncover.

Ken first started out as an intern for New Jersey Manufacturing Extension Program (NJMEP). After graduating from college, Ken came on full time to work as a Project Support Specialist for the remainder of 2021 and worked on special projects with NJMEP’s COO. Ken is now working as Advocacy & Operations Support at NJMEP. This role has him helping each of these teams better carry out their responsibilities at NJMEP.

Shifting Gears and Advancing Your Career

Berkeley College Continuing Education Courses Offer Flexible Options for Professional Development, Career Changes

As the new year approaches, employees are laser-focused on professional development – and companies are doing what they can to upskill their current workforce and retain top talent.

A recent Workplace Intelligence survey found that 58% of employees feel their skills have gone stale since the onset of the COVID-19 pandemic and 70% feel unprepared to do their job in the future. The study – commissioned by Amazon and focused on 3,000 U.S. employees from a variety of industries – also found these employees are motivated to expand their skills in the upcoming year.

Berkeley College’s Continuing Education Certificate Programs and courses are designed to meet the needs of professionals seeking to advance in their careers or looking to enter a new field.

According to Maria Rivera, Director of Continuing Education at Berkeley College, the for-credit courses are offered in fields including business management, game/graphic design, healthcare, interior design, entrepreneurship, law enforcement, legal and compliance, social justice and public safety, as well as in cuttingedge areas like business data science, digital and social media and diversity, equity and inclusion. Most courses are available online to offer added flexibility for working professionals.

“Continuing education courses are taught by the same exceptional faculty as our degree programs. Professors are chosen for the excellent academic credentials and their professional experience,” Rivera said. “Graduates of the Continuing Education programs may also boost their LinkedIn profiles by showing future

employers that they are committed to expanding their knowledge in their field.”

Credits from many Continuing Education programs may be applied toward degree programs at Berkeley College, helping professionals advance to an Associate’s, Bachelor’s or even a Master’s degree.

One option for employees looking to embrace career development in 2023 is Berkeley College’s four-session Zoom course, “Reinvent Yourself: A Career Training and Resource Roadmap.” Taught by Amy Soricelli, Vice President of Career Services, who has more than 40 years of experience in career services and staff placement, employees will learn how to enhance their LinkedIn profiles, perfect their elevator pitches and more.

“From the creation of a resume, learning the tricks of researching for relevant opportunities and creating an impactful LinkedIn profile, to perfecting the art of the interview, this course will arm you with the tools you need for this next, great adventure – your reinvention,” Soricelli said.

Berkeley College also offers customized training to meet an organization’s specific needs through its Corporate Learning Partnership program. The College currently partners with more than 150 companies, offering tuition discounts and training that prepares employees to take on increased responsibilities and advance their careers.

Berkeley College Continuing Education courses begin January 3, 2023. For more information, visit: https://ce.berkeleycollege.edu

Designing for the Future Starts with a PeopleCentered Workspace

No one wants to return to the office of 2019, with its open-floor plans, ping-pong tables and other in-house amenities designed to keep people at work even when at play.

In 2019, less than 6% of U.S. employees worked from home compared to the 57% when Covid took hold in March 2020, according to NCCI. And once employees were home, they wanted to stay there it seemed.

Working from home, it turned out, suited everyone just fine and now that it’s time to, well, suit up, people are dragging their slipper-clad feet when told it is time to put on real shoes and actual clothes and return to the brick-and-mortar building.

Anthony Iovino of Arcari + Iovino Architects said that when it comes to redesigning the workplace for a new normal, Covid responsive design has a less “panicky feel” but it’s still very much top of mind for clients.

“We are also noticing that clients are looking for less dense arrangements of office space so that employees are more comfortable coming back to the office full time,” Iovino said.

Meeting Expectations

Aside from the Covid-19 pandemic changing everyone’s expectations about work, the decade from 2020-2030 is forecasted to be the lowest growth of the working age population since the Civil War, according to Census Bureau. Between the Great Resignation, low unemployment and robust job growth, many businesses started rethinking their back-to-the building strategy.

While it’s a challenge among the many others that businesses must tackle in this changed reality, it’s also a powerful opportunity, according to the global design and architecture firm Gensler.

“… if you’re looking to bring people

back to the office or any physical space, you must create destinations rather than obligations,” Gensler Co-CEOs Diane Hoskins and Andy Cohen said in the company’s recent annual design forecast report.

Whether that destination is newly modified or entirely redesigned, air quality is one common denominator being requested by companies as people return to in-person work.

“Indoor air quality has become one of the major topics of conversation with clients when approaching new projects,” said Anthony Guzzo of Guzzo Architects. “The utilization of higher Merv air filters, UV lighting and increased fresh air are several effective ways of maintaining the interior work environment.”

The Human Experience

Moving beyond indoor air quality, Gensler points to the two-plus years

of working around the parameters of a worldwide pandemic as having set the stage for the “powerful opportunity of human experience design.”

There is value in a physical work environment that goes beyond having a collaborative workspace. There are the social interactions, opportunities to ask questions, brainstorming, coffee runs and lunch orders. There is the daily human interaction that everyone missed during the pandemic lockdown.

Gensler said that while “clients certainly still have COVID responsive design at the forefront of their minds” there is less panic surrounding decisions and more emphasis on “less dense arrangements of office space.” The goal is making employees “more comfortable coming back to the office full time.”

While 2023 will see patterns and trends that focus on bring people back to physical spaces, there will still be a call for “creating spaces for sharing and interacting with people virtually” Guzzo said, as well as for “formal and informal collaborative workspaces, and seamless technology.”

Comfort + Technology

One aspect that people have said they love the most about working from home is the overall comfort. Office design elements being requested now include warmer lighting, softer seating, and more natural light.

Touchless technology in the form of bathroom fixtures, automated doors, and motion sensor lights, are also becoming common, according to DMR Architects, New Jersey’s fourth largest architecture firm. Apps to call elevators and open doors are becoming more commonplace, as are automated entrances to enter the lobby of the buildings, and even hologram interfaces to minimize contact points.

“Improved air circulation and windows that are operational are also more requested now and some public entities are asking to explore drive-thru windows for public transactions,” DMR’s Chief Operating Officer, Pradeep Kapoor, said.

The pandemic forced the total synchronization of online and analog functions, making the office one that

is now high-performance and easily adaptable to working onsite or at home. This flexibility is making it easier for companies to institute hybrid work environments while employees transition to onsite locations fulltime.

COVID as a Catalyst

The time for productive conversations about the workplace culture that is desired most is before employees start the transition or during the hybrid stage. Even if every improvement can’t be implemented immediately, getting employees engaged could bring about higher satisfaction and help avoid a return to the status quo.

The continuing aftermath of Covid can be a catalyst to design new headquarters, develop an innovative office layout, repurpose a conference room, invest in new seating or incorporate multimedia technology. Small, peoplefocused considerations — flexible seating, collaborative workspaces, outdoor break areas — can make a big difference when it comes to employee satisfaction.

Making the Transition From an Entrepreneurship to a Professionally Managed Firm – Part IV

Surviving the major stages of organizational growth

Editor’s Note: This is the fourth of four installments of the series surrounding what it takes to move from a relatively small micro-business to a more robust, larger organization. Each article explores a different aspect of that journey.

In previous issues, we discussed the initial phases of transitioning a business from its infancy to becoming a sustainable business. We discussed the challenges and the growing pains experienced by many companies in that part of the growth curve and an understanding of the six key organizational development tasks they have to navigate. Also, we have covered how to understand the four major stages that an organization must pass through on its way to greatness, the typical characteristics of those stages and the nine discreet result areas that are different between the entrepreneurial management style and a professional management style.

This installment discusses the tactical transitions that a business must successfully execute. Having a road map before we begin this relatively long journey is helpful. It is even better if we have a map that gives us indicators when we are successfully going in the right direction and indicators when we have started to stray off the plan.

As you read through the series of areas below and the problems that commonly occur and fester, I hope you will be able to get a sense of what new behaviors you need to begin implementing immediately.

What follows are a series of descriptors that indicate a less than desirable way of operating in today’s business environment. Both individually and collectively, they create problems that rear their ugly head and then must be managed and solved.

Culture: The company thinks and acts like a “family,” with many leaders and managers “looking the other way” to avoid conflict. Productivity is defined and measured so loosely that it almost seems normal to tolerate poor performers.

Planning: No formal business plan, goals or objectives exist and so little consistent direction is provided for people regardless of their position or level of responsibility.

Control of the organization: Often control is ineffective or sporadically handled in fits and starts. When exerting authority, the primary style is top-down or command-and-control type management.

Decision making: People at the top are making decisions slowly and changing them quickly, leading to false starts and a lack of commitment to follow through.

Roles and responsibilities: Functions and duties are not defined clearly, and no measurements or standards of performance typically exist. This gap results in overlapping responsibilities, role confusion and multiple areas where nobody is responsible for an outcome.

Communication: The overall level of poor written and verbal communication contributes to confusion among the staff and management.

Performance reviews and appraisals: If appraisals occur, only a surface-level discussion happens between a manager and the subordinates. Leaders and managers only provide positive

feedback to avoid conflict. Little thought and effort are made toward muscle-building the organization or developing the individual staff members for the long term.

Recruiting: No formal recruiting, workforce planning and succession plan exists.

Training and development: Little leadership, sales or soft skills training exists outside of product or service-oriented training.

Budgets and accounting systems: No formal budget exists, or if it does, it is viewed as purely an “exercise.” More often than not, data or numbers are inaccurate or incomplete. Financial information is typically gathered for the business and not broken down into functional areas.

Let’s compare these to the characteristics of a highperformance organization. I’ll also speak about what it can take to get there.

Culture: The company thinks and acts to generate profits consistently. Managers learn to deal with and manage conflict due to training and development. Productivity is measured using simpleto-administer tools and tied to the desired profitability targets. Leaders don’t tolerate poor performance or poor performers for long. Managers provide the tools and guidance to help others make different choices and improve at a quick pace. Whenever someone doesn’t show adequate progress, they will be removed from the position and, when possible, reassigned to a better match for their skills and abilities. If not possible, the organization will push them out to find a new career path in another firm.

Planning: A formal business plan exists, along with the supporting goals and objectives. The top team and other appropriate parties engage in a strategic thinking and business planning process and review annual goals. The initial process involved determining elements such as the vision and values, determining market needs, assessing the competitive situation and objectively assessing internal strengths. A shorter-term mission also was defined and action steps began to be fleshed out. People closest to the issue build appropriately detailed plans and communicate them to people at every level of the organization.

Control of the organization: Performance monitoring occurs in regularly scheduled meetings. After training in both the basics and advanced levels of communications and meetings management, a participative management style helps encourage an appropriate level of buy-in by all staff.

Decision making: Every level is making appropriate decisions for the organization. When subordinates should have made different decisions, the leaders recognize that it was not likely a willful insubordinate act but instead indicates a lack of understanding about an issue, value, goal or priority.

Roles and responsibilities: Roles and responsibilities are clearly defined. Agreed upon performance standards (measurements) result from one-on-one and workgroup or department meetings. This step minimizes overlapping duties, role confusion or areas where nobody is responsible for an outcome.

Communication: The overall written and verbal communication level contributes to a motivated, can-do attitude among the staff and management. To understand what is happening inside the organization, leaders consciously keep their eyes open and ears to the ground to listen for what is said and not said.

Also, leaders seek opportunities to listen to and get unsensitized feedback from real customers.

Performance reviews and appraisals: Managers proactively conduct appraisals in an appropriate environment and time of day, providing positive and negative constructive feedback. The subordinate and the manager use it as an opportunity to revisit career path decisions, discuss exhibited strengths and weaknesses and look for and select opportunities for personal and professional development. The organization operates with the understanding that people are an asset that can and should appreciate in value over time.

Recruiting: Formal recruitment is a planned activity. Managers are provided training in recruitment and interview techniques. Cultural differences among changing demographics are researched and explained. Detailed recruitment strategies and tactics make them executable and actionable. Once in place, managers are expected to hit recruiting goals and targets.

Training and development: Budget dollars and senior leadership support a full range of soft skills training and development activities that genuinely encourage others to help them excel. The promotion structure rewards proper behavior.

Budgets and accounting systems: The formal budget exists. More often than not, the financial information system and internal providers generate provides data or numbers that are accurate and complete. People (at every level) become accustomed to receiving accurate data available to support their ongoing decision-making.

As you can conclude, we see significantly different behaviors in the two scenarios. That attention to detail among the well-run firms allows them to leapfrog their other competition.

Doug Brown is the CEO and chairman of Paradigm Associates LLC, headquartered in Cranford, N.J. with locations throughout the United States. Paradigm Associates specializes in strategic and executive leadership development for professionals. Visit www.ParadigmAssociates. US or call (908) 276-4547 for more information.

IBEW Local 164 Educates

Professionals Lighting Up Area’s Biggest Projects

Whenever there is a major development project happening in the Northern New Jersey region, chances are the men and women of the International Brotherhood of Electrical Workers (IBEW) Local 164 will be on the scene.

The skilled craftsmanship and expertise of IBEW Local 164 members is evident all around the Meadowlands region and surrounding area, from high rises, bridges and highways to stadiums, malls, and mixed-use development projects.

The Lincoln and Holland tunnels? The George Washington Bridge? The Meadowlands Sports Complex? Local 164 was there.

Electricians and telecommunication professionals from IBEW Local 164 have

had a hand in recent major undertakings such as the American Dream Mall in East Rutherford, The Prudential Center in Newark, Red Bull Stadium in Harrison, the Pulaski Skyway Rehabilitation Project in Jersey City, and much, much more.

Location, Location, Location

Encompassing Hudson, Bergen and Essex counties, Local 164, headquartered in Paramus, is in the middle of what is considered the busiest part of the state. Covering 103 municipalities across 439 square miles and with a population of more than 2.5 million residents, the three counties are part of New Jersey’s Gateway Region and home to the state’s two largest municipalities — Newark and Jersey City. The Gateway Region is considered part

of the New York City Metropolitan area. The region is home to Ellis Island, which is still the gateway for many immigrants entering the U.S., and the area is one of the most ethnically and socio-economically diverse in the country.

“Bergen, Hudson and Essex have so much going on from a development standpoint compared to other parts of the state,” said Daniel Gumble, IBEW Local 164 Business Manager and Financial Secretary.

“There are so many projects currently in the works and being planned. Our members have provided highly skilled electrical and telecom installations, repairs and maintenance on some of New Jersey’s most significant construction projects,” he added.

Educating Today’s Workforce — and Tomorrow’s

New Jersey is seeing a major resurgence of unionization in the past two years and is ranked sixth in union density, trailing only Hawaii, New York, Washington, Oregon and Minnesota, according to a Rutgers University study from Labor Education Action Research Network (LEARN). The overall unionization rate in the Garden State went up about 1% to a three-year average of 16.09%, more than five points higher than the national average.

Gumble said for the more than 2,800 active members and 1,150 retirees of IBEW Local 164, a major part of the draw comes down to the comprehensive — and no-cost — training that the union provides for life. That lifelong education is also the reason so many projects turn to the IBEW to fill the skilled labor needed to get the job done right the first time and completed on time.

“To offer the best employees we have to be a very well-trained workforce. We’re also a drug-tested workforce, and not every union is,” Gumble said. “I think people join us for the training and they stay for it. We offer continuing education for all members — even retired members.”

He pointed to some trade schools, which can charge upwards of $20,000 a year.

“A lot of times, people join our organization after attending one of those schools and discover they know little more than introductory information. The training we offer is lightyears beyond what most trade schools offer.”

That training is also a way to “earn as you learn” and when it’s completed, members have 58 college credits to put towards an undergraduate degree related to the profession, which includes computer aided design (CAD), estimating, project management, all types of engineering, and more.

Young people today, Gumble said, really see the value in the training offered, the college credits earned, the career path, and the job security provided.

And the education offered today is better than ever, he added. Today’s education is more hands-on and happens in the field compared to 35 years ago when classroom and books were the traditional learning route. Today’s educational framework also

includes training certifications offered for the numerous specializations needed in the field, such as fiber optics, welding, high voltage splicing and crane operators.

Having a Stake

Being part of the IBEW Local 164 community is also rewarding work, especially when it’s a public project where the fruits of their labor are evident. One such project is currently underway in Jersey City.

Journal Squared is significant to a large population of the Meadowlands region, many of whom grew up recalling or hearing about the bustling neighborhood of Journal Square that fell into ruins in the 1970s.

“Journal Squared will be the jewel of Hudson County and has essentially fueled a resurgence for Journal Square as a residential, retail and entertainment destination,” Gumble said of the project, which IBEW Local 164 started discussing with Jersey City since talks began about a decade ago. The union chapter even helped fund the project.

Located at the intersection of Pavonia and Summit avenues, the three-tower complex comprises 1,840 residences, 36,000 square feet of dining and retail space, and a direct connection to the Journal Square Transportation Center. The facility provides access to NJ Transit and is a major stop on the PATH rail system, with service to lower and midtown Manhattan, Hoboken and Newark.

“There are a tremendous number of projects happening in Jersey City now,” Gumble said, adding that the third tower of Journal Squared is currently in progress and will rise 60 stories above the Jersey City skyline, providing dramatic views of the Hudson River, Statue of Liberty, Ellis Island, and downtown Manhattan. Social spaces will feature a performance lounge, karaoke room and recording spaces, plus there will be a makerspace area, coworking lounge, lobby café and a sky lounge.

Making a Difference

The IBEW goes to work for its members as a local chapter as well as on the state, federal and international fronts. Advocacy

comes into play ensuring that only the highest trained union professionals offered by the IBEW lead the way in modernizing the country’s electric grid, building out the charging infrastructure needed for the wide-scale adoption of electric-powered transportation, and ensuring that broadband reaches every corner the U.S.

“We lobby for legislation. We meet with developers, with lawmakers. We fight for better wages, safer working conditions, more job opportunities,” Gumble said, adding that all labor unions stand together in that fight.

That advocacy would also put union members to work on such major area projects like the Gateway Tunnel and the widening of the NJ Turnpike’s Hudson County extension to and from the Holland Tunnel, which includes replacing the 1956 Newark Bay Bridge with two bridges.

Aside from advocacy, IBEW Local 164 also prides itself on being a benevolent organization, with members doing charity work all year around for senior citizens, disabled people, low income folks, civic organizations and others in need.

“Our local organization was established

in 1901 and we have never wavered on priding ourselves on being a top trained workforce. As an organization, Local 164 embraces the adage of skill, attitude, and knowledge. Each member is also strongly encouraged to give back to the community through his or her trade. We participate in numerous avenues of community outreach to give back to surrounding communities from Rebuilding America to donations to Local Hospitals, Veterans and food banks.

“By providing onsite training in our state-of-the-art facility, we build personal relationships with each and every member, creating an extended family. Local Union 164 trains our members for success and a prosperous career as well providing excellent benefits to provide for themselves and their families,” Gumble said.

For more information, call (201) 2651700 or fill out the organization’s contact form at www.ibew164.org/contact.aspx

It’s Time to Give Your Employees the Best Holiday Party

With the holiday season comes planning nice celebrations, even for your employees. Providing your employees with a good time shows that you appreciate them and that you acknowledge their hard work. A holiday party gives a great opportunity for your employees to mingle and build more personal relationships that may end up boosting productivity and proving to be beneficial for the company. Doing so also shows the employees that their job is not all about being serious and getting work done - there are rewards. This, believe it or not, does become a reason employees stay with your business.

1. Plan your budget

The first thing you should do is consider how much money you are looking to spend on a holiday party in order to make the right plan that will coincide with your monetary value.

2. Choose a team

When planning out this celebration, you will want to organize a team of your employees to help carry it out. This way, you are

not overwhelmed with the planning and everyone will have the chance to chip in.

3.

Start at the core

Once you have planned a price and you have a team to assist you, begin with the basic party details:

Theme: When a theme is decided upon, it becomes possible to plan decorations and communicate with your guests about what kind of attire they should wear. Note that it is up to you to decide whether or not you want to keep a religious theme. When deciding this, think about the diversity of your staff. Maybe a religious theme is appropriate, but maybe it isn’t very appropriate.

Location: If you decide on a venue, you will need to plan a little bit more in advance to ensure a location is secured. You may even want to have it at your very own company location, which may end up being a lot easier for both you and the employees. On the other hand, if you are a smaller-scale company, you can even take your staff to a small restaurant. Be sure to make reservations upon deciding to attend a small restaurant.

Date and time: You need to set a date and time to give your employees a chance to plan around the holiday party. This way, everyone is able to attend and have a good time. When having a

Here are 7 tips for planning an unforgettable corporate holiday party:

holiday party at the company’s location, it is most effective to have a celebration during a lunch-break period. Remember that if you choose to do this, someone may still need to stay back and handle calls, emails and customers.

Food and beverages: Food and beverages are where most of the cost lies. You need to think about how you will be providing these party necessities. Maybe you will have food catered, cook, have each person bring a dish or another possibility.

Guest count: Deciding on a headcount is vital in deciding how big of a space you will need, how much food and how many beverages are necessary. Be sure to have your staff RSVP to you by a certain date that gives you enough time to coordinate.

4. Send out nice invitations

The best way to do this is to send out a fun e-vite that you can customize to your theme and send out using your employees’ emails.

5. Consider alcohol consumption limits

If you plan on having alcohol at your company’s holiday party, you should plan on implementing limits. With this, there is budget control in order to avoid running up the spending.

6. Have ground rules

You want to remind your guests that they are still employees

and they still represent the company they work for, so proper etiquette should remain in place. Etiquette includes avoiding excessive drinking, complaining, arriving too early/ leaving too late, wearing inappropriate clothing and bringing too many guests.

7. Incorporate traditional festivities

To keep a lighthearted, holiday feel at your company party, you may consider setting up a gift exchange between employees. The easiest ways to do this are to use methods like a Secret Santa or a White Elephant. Be sure to have a price cap for the gifts so that everyone is spending the same, fair amount.

Brianne Hailey Killeen was previously a senior at Bergen County Technical High School in Teterboro, New Jersey, taking up a journalism internship with the Meadowlands Chamber and Meadowlands Media. There, she would use her passion in journalism and writing to articulate helpful, yet significant pieces for the MC’s publications. Brianne was hired and kept on board for the Meadowlands Chamber as a Media and Editorial Production Coordinator. While maintaining this position, she will be studying Communications and Media Studies at Montclair State University. Brianne can be contacted at bkilleen@meadowlands.org

Hackensack University Medical Center’s Helena Theurer Pavilion to Bring Tomorrow’s Health Care to Today’s Patients

State-of-the-art surgical and intensive care ‘smart hospital’ is a regional destination for patient-centered, innovative care

In late 2022, Hackensack Meridian Hackensack University Medical Center will open its new, nine-story, 530,000-square-foot Helena Theurer Pavilion. The Pavilion — one of the largest health care expansion projects in New Jersey’s history — is equipped with stateof-the-art technology and amenities that promise to raise the bar on patient-centered healthcare in the region.

“When the project began to take shape in 2012, we knew we wanted to provide our world-class team members with a worldclass facility so they can deliver worldclass care for members of our community — today and 100 years from now,” said Mark Sparta, FACHE, president, Northern Region, and president and chief hospital executive, Hackensack University Medical Center.

Patient-centered amenities meet advanced technology

The Helena Theurer Pavilion is a

“smart hospital” that incorporates the latest technology into a modern, thoughtfully designed facility with all-private patient rooms. The building includes:

• 24 operating rooms

• 72 pre- and post-anesthesia care unit beds

• 50 Intensive Care Unit (ICU) beds

• 175 medical/surgical beds, including a Musculoskeletal Institute and intermediate care rooms

• 6 da Vinci robotic surgical systems, including one single port system

• 4 orthopedic robots for joint replacement procedures

“This is truly an awe-inspiring facility, for surgeons, the operating rooms are the most advanced that exist,” said Howard Ross, M.D., chair of surgery/surgeon-inchief, Hackensack University Medical Center. “It’s full of air and light, floor-toceiling windows, and views of New York

City, which creates a healing environment for patients and a sense of well-being for team members.”

Patient rooms are equipped with the latest technology, including an in-room tablet at the bedside that allows patients to control the lights, shades, TV, room temperature and a flat-screen TV equipped with patient education modules and familyfriendly video chat capabilities.

In addition to incorporating features that enhance patient comfort, the facility promotes patient safety and team member efficiency. It includes dedicated CT imaging on the ICU floor, a monitor tablet outside each patient room that provides information for team members, in-room team workstations, patient lift systems and intraoperative MRI capabilities.

“The Helena Theurer Pavilion is a facility that represents the level of care we provide at Hackensack University Medical Center,” said Terri Freguletti, RN, MAS, vice president of Perioperative Services,

Hackensack University Medical Center. “It’s not only perfect for now, but as medicine evolves, it will position us well into the future.”

The operating room tech of tomorrow

Hackensack University Medical Center is internationally recognized for excellence in robotic-assisted surgery, and the Helena Theurer Pavilion will allow surgeons from various medical specialties to build upon their reputation for innovation.

The facility includes six operating rooms dedicated to robotic-assisted surgery — and each room is equipped with an advanced da Vinci robotic surgical system. One operating room will house the da Vinci SP single-port robot, which allows surgeons to perform complex procedures through a half-inch incision. The Pavilion will also include four orthopedic robots for joint replacement procedures.

A vision that goes beyond ‘bricks and mortar’

Every detail of the Helena Theurer Pavilion has been designed to promote patient, team and community health— even down to the building materials selected for construction and future pandemic readiness.

“The facility has been designed to meet LEED silver certification standards, which means that it is energy efficient and uses building materials that are less toxic to the environment,” said Donald Ferrell, vice president of Regional Facilities, Northern Region, Hackensack Meridian Health. “The entire facility can even be converted to negative pressure in the event of a future public health event that requires isolation.”

But perhaps most of all, the facility reflects Hackensack University Medical Center’s commitment to providing the highest-quality care for patients close to where they live and work.

“Helen Theurer Pavilion is the epitome of a high reliability organization health care delivery model, both at a macro and micro level,” said Lisa Tank, M.D., FACP, CMD, chief medical officer, Hackensack University Medical Center. “The focus is on delivering consistent high quality patient and family centric care, by our exceptionally skilled interprofessional

team in the state of the art facility, ensuring the best patient /team member experience.”

Hackensack University Medical Center, a 781-bed nonprofit teaching and research hospital, was Bergen County’s first hospital founded in 1888. It was also the first hospital in New Jersey and second in the nation to become a Magnet®recognized hospital for nursing excellence, receiving its sixth consecutive designation from the American Nurses Credentialing

Center. The hospital has embarked on the largest healthcare expansion project ever approved by the state: Construction of the Helena Theurer Pavilion, a 530,000-sq.-ft., nine-story building, which began in 2019. A $714.2 million endeavor, the pavilion is one the largest healthcare capital projects in New Jersey and will house 24 state-ofthe-art operating rooms with intraoperative MRI capability, 50 ICU beds, and 175 medical/surgical beds including a 50 room Musculoskeletal Institute.

Establishing a Culture of Health Among Employees

As the American workforce continues to be dispersed in a hybrid work environment, the impact on company culture cannot be ignored. With workers less likely to see their connection to the mission and values of the company when working remotely, business leaders have a challenge that needs to be addressed.

This is equally true when looking at the organization’s culture of health. Traditionally, wellness programs have targeted specific employee health risks such as being overweight, smoking or not exercising enough. Although these programs are worthy endeavors and have proven successful in the past to varying degrees, there is a fair amount of disagreement today over their effectiveness. Wellness programs alone are simply not enough. There is much more that can be done to affect greater change.

Establishing a culture of health in the workplace can be a great place to start.

To establish a culture of health in the workplace is to create an atmosphere that values health and supports health improvement among employees. To do so requires a substantial effort from ownership and management which, if done properly, permeates throughout the organization from top to bottom. Developing a strategy to affect this change is critical and the overall process could take several months or more to implement.

The Meadowlands Chamber offers its members access to My Benefit Advisor as a solution for employee benefits, including voluntary offerings. For more information about My Benefit Advisor, visit our website at mc.mybenefitadvisor.com or contact Glynis Roberts at (212) 706-9451.

“A diamond in the shadow of the Meadowlands, old-style cuisine that never disappoints” Zagat Survey, America’s Top 1000 Italian Restaurants 2008

“Best of Award of Excellence” - Wine Spectator Magazine

Come experience Il Villaggio’s distinguished cuisine in our newly renovated restaurant

Since 1979, Il Villaggio has been consistently providing guests with truly memorable dining experiences. Our menu specializes in classic northern Italian dishes, which include a wide variety of fresh fish & seafood specials that change daily. Complete your dining experience with our wide selection of homemade desserts.

Il Villaggio caters to Bar/Bat Mitzvahs,Weddings, and Private/Corporate Events.

Monday-Friday: 11:30 am -11:00 pm • Saturday: 5:00 pm - 12 Midnight Sunday: Private Events Only 651 Route 17 North, Carlstadt, NJ 07072

Telephone: 201 935 7733 • info@ilvillaggio com • www ilvillaggio com

Al Di La Italian Bistro (East Rutherford) (201) 939-1128

Angelo’s Ristorante (Lyndhurst) (201) 939-1922

Applebee’s Bar and Grill (Clifton) (973) 471-6161

Annabella’s Find Foods, Inc. (East Rutherford) (201) 804-0303

Bagels Plus & Deli (Secaucus) (201) 330-0744

The Barrow House (Clifton) (862) 336-7070

Bazzarelli Restaurant & Pizzeria (Moonachie) (201) 641-4010

Big Bowls Little Plates (Secaucus) (201) 514-4163

Biggies Clam Bar (Carlstadt) (201) 933-4242

Bistro Six-Five-Zero (Hasbrouck Heights) (201) 288-6100

Bonefish Grill (Secaucus) (201) 864-3004

Boogie Woogie Bagel Boys (Weehawken) (201) 863-4666

Buffalo Wild Wings (Secaucus) (201) 348-0824

Burger King (Secaucus) (201) 325-0498

Cafe Four Fifty Five (Secaucus) (201) 864-7300

Caffe Capri (East Rutherford) (201) 460-1039

Carrabba’s Italian Grill (Secaucus) (201) 330-8497

Casa Giuseppe Restaurant & Bar 503 (Lyndhurst) (201) 460-0060

Chart House Restaurant (Weehawken) (201) 348-6628

Chevys (Clifton) (973) 777-6277

Chili’s Restaurant (Secaucus) (201) 319-0804

Chipotle Mexican Grill (Secaucus) (201) 223-0562

Colonial Diner (Lyndhurst) (201) 935-3192

CUPS frozen yogurt- that’s hot (Secaucus)

Dunkin Donuts/ Subway (Secaucus) (201) 617-9200

Elia (East Rutherford) (201) 939-9292

Finch’s (Rutherford) (201) 231-3141

Firenza Pizza (Secaucus) (201) 210-2562

Francesca’s Gourmet Food (Fair Lawn) (201) 773-8293

Gabriel’s Grille & Bar (Hasbrouck Heights) (201) 288-9600

Ghost Hawk Brewing Company (Clifton) ghosthawkbrewing.com

Good Chinese Kitchen (North Bergen) (201) 295-0806

Hoboken Road Tavern (East Rutherford) (201) 939-1128

Houlihan’s (Secaucus) (201) 330-8856

Il Cafone (Lyndhurst) (201) 933-3355

Il Villaggio (Carlstadt) (201) 935-7733

Jack Austin’s (Weehawken) (201) 348-4444

Justin’s Ristorante II (Wood-Ridge) (201) 933-4276

La Reggia Restaurant & Banquets & Lounge (Secaucus) (201) 422-0200

Marco Polo Pizza/ Breakfast Grill (Weehawken) (201) 863-0057

Mamma Vittoria (Nutley) (973) 662-0242

Masina Trattoria Italiana (Weehawken) (201) 348-4444

McDonalds (North Bergen) (201) 868-9888

Medieval Times Dinner & Tournament (Lyndhurst) (201) 933-2220

Morton’s The Steakhouse (Hackensack) (201) 487-3614

Mr. Bruno’s Pizzeria & Restaurant (Lyndhurst) (201) 933-1588

Oceanaire Seafood Room (Hackensack) (201) 343-8862

Olive Garden (Secaucus) (201) 867-3543

Outback Steakhouse (Secaucus) (201) 601-0077

Panera Break (Secaucus) (201) 348-2846

Pink at Meadowlands Racing and Entertainment (East Rutherford) (201) 842-5013

Poke Bros (Secaucus)

MEADOWLANDS EAT & DRINK

Red Lobster (Secaucus) (201) 583-1902

Redd’s Restaurant & Bar (Carlstadt) (201) 933-0015

Ruth’s Chris Steak House (Weehawken) (201) 863-5100

Ruth’s Chris Steak House (Jersey City) (201) 448-8664

Ruth’s Chris Steak House (Paramus-Maywood) (551) 258-0013

Rutherford Pancake House (Rutherford) (201) 340-4171

Saladworks (East Rutherford) (201) 939-8886

Sals Good Eats (Teterboro) (201) 375-4949

Segovia Restaurant (Moonachie) (201) 641-4266

Shannon Rose (Clifton) (973) 284-0200

Spuntino Wine Bar & Italian Tapas (Clifton) (973) 661-2435

Starbucks Coffee (East Rutherford) (201) 438-0584

Starbucks Coffee (Secaucus) (201) 223-4924

Stefanos Mediterranean Grille (Secaucus) (201) 865-6767

Subway (Weehawken) (201) 865-2500

Subway (Secaucus) (201) 325-0300

Subway (North Bergen) (201) 869-4469

Tokyo Hibachi & Buffet (Secaucus) (201) 863-2828

Top That! Donuts (Rutherford) (201) 559-5485

Urban Plum Gastropub (Secaucus) (201) 520-0574

Varrellman’s Baked Goods (Rutherford) (201) 939-0462

Vesta Wood Fired Pizza & Bar (East Rutherford) (201) 939-6012

Volare’s Restaurant (Rutherford) (201) 935-6606

Wayback Burger (Secaucus) (201) 293-4654

Yard House (East Rutherford) (201) 528-2875

MEADOWLANDS TRANSPORTATION

AAA Giants Limousine & Car Service (201) 933-3313

Academy Bus, LLC (201) 420-7000

Axis Global Systems, LLC (718) 458-3666

Coach USA (866) 912-6224

Country Club Services (973) 376-4352

Empire CLS Worldwide Chauffeured Services (888) 826-3431

EZ Ride (201) 939-4242

Lyft Lyft.com

Minuteman II Limousine and Car Service (973) 347-6100

Moonlight Limousine & Party Bus Service (201) 254-0126

NJ Transit (973) 491-8903, www.njtransit.com

NY Waterway (201) 902-8700

Panorama Tours (973) 470-9700

Vander Plaat Executive Limo (201) 891-3856

Meadowlands Exposition Center (Secaucus) (201) 330-7773

16 W Marketing (Rutherford) (201) 635-8000

4 Wall New York (Moonachie) (201) 329-9878

Al Di La Fine Italian Private Catering (Rutherford) (201) 939-1128

Annabella’s Fine Foods, Inc. (East Rutherford) (201) 804-0303

Any Excuse For A Party (973) 808-8700

Apple Spice: Box Lunch Delivery & Catering Company (South Hackensack) (201) 525-2775

EVENTS & CATERING

The Boulevard (North Bergen) (201) 744-8169

Bounce Music & Entertainment (Englewood Cliffs) (201) 482-8191

Cliffhanger Productions Inc. (Rutherford) (201) 460-1489

Freeman (Kearny) (201) 299-7400

Graycliff Catering Inc. (The Graycliff) (Moonachie) (201) 939-9233

Il Villaggio (Carlstadt) (201) 935-7733

In Thyme Catered Events (River Vale) (201) 666-3353

Jimmy’s Artistice Creations (East Rutherford) (201) 460-1919

LTB Entertainment (Secaucus) (201) 282-1117

Mamma Vittoria (Nutley) (973) 662-0242

Meadowlands Racing and Entertainment (East Rutherford) (201) 842-5013

Nanina’s In The Park (Belleville) (973) 751-1230

Party Supplies Co, Inc. (Rutherford) (646) 431-1805

Personal Touch Experience & Catering (Hackensack) (201) 488-8820

Pink at Meadowlands Racing and Entertainment (East Rutherford) (201) 842-5013

Sal’s Good Eats (Teteroboro) (201) 375-4949

Seasons Catering (Washington Township) (201) 664-6141

Sterling Affair Caterers (Carlstadt) (201) 372-0734

Sweet Dreams Studio- Photo Booth (Madison) (703) 585-4704

Unique Event Center (Little Ferry) (201) 880-5025

United Eventurers (201) 694-6583

Venetian (Garfield) (973) 546-2250

Wall Street Cafe & Catering (Lyndhurst) (201) 933-1099

Willwork Inc. (Woodland Park) (201) 321-1135

ECOTOURISM

Hackensack Riverkeeper (Hackensack) (201) 968-0808

NJSEA- DeKorte Park (Lyndhurst) info@njsea.com / (201) 460-1700

River Barge Park and Marina (Carlstadt) (201) 460-1700

BERGEN COUNTY PARKS

Belmont Hill County Park (Garfield)

Borg’s Woods Nature Preserve (Hackensack)

Dahnert’s Lake County Park (Garfield)

Darlington County Park (Mahwah) (201) 327-3500

Hackensack River County Park (Hackensack) (201) 336-7275

Losen Slote Creek Park (Little Ferry)

Laurel Hill Park (Secaucus) (201) 915-1386

Overpeck County Park (Leonia) (201) 336-7275

Pascack Brook County Park (Westwood) (201) 336-6000

Ramapo Valley County Reservation (Mahwah) (201) 327-3500

Riverside County Park (Lyndhurst) (201) 939-9339

Saddle River County Park (Saddle Brook) (201) 796-0324

Samuel Nelkin County Park (East Rutherford) (973) 777-0318

Van Saun County Park (Paramus) (201) 262-3771

Wood Dale County Park (Hillsdale) (201) 336-7275

HUDSON COUNTY PARKS

Mercer Park (Bayonne)

Stephen R. Gregg Park (Bayonne) (201) 858-7180

Columbus Park (Hoboken) (201) 915-1388

Liberty State Park (Jersey City) (201) 915-3403

Lincoln Park (Jersey City) (201) 915-1388

Mill Creek Point Park (Secaucus) (866) 927-6416

Washington Park (Jersey City/ Union City) (201) 348-5700

West Hudson Park (Kearney) (201) 217-5482

Braddock Park (North Bergen) (201) 915-3188

Laurel Hill Park (Secaucus) (201) 915-1388

NJSEA PARKS

Richard W. DeKorte Park (Lyndhurst) (201) 460-1700

River Barge Park and Marina (Carlstadt) (201) 460-1700

STAY IN THE MEADOWLANDS

Aloft Secaucus Meadowlands (Secaucus) (201) 809-1000

AVE CLIFTON (Clifton) (973) 859-3200

Best Western Premier NYC Gateway Hotel (North Bergen) (201) 758-5770

Canopy by Hilton Jersey City Arts District (Jersey City) (800) 445-8667

Courtyard by Marriott (Edgewater) (201) 945-5440

Courtyard by Marriott (Lyndhurst) (201) 896-6666

Courtyard by Marriott (Wayne/ Fairfield) (973) 646-3377

Crowne Plaza (Saddle Brook) (201) 880-5952

Econo Lodge (Carlstadt) (201) 935-4600

Element (Harrison) (862) 234-4922

Element New York/ WoodRidge (Wood-Ridge) (201) 460-0790

Envue, Autograph Collection (Weehawken) (201) 758-7920

Fairfield Inn By Marriott (East Rutherford) (201) 507-5222

Fairfield Inn By Marriott (North Bergen) (201) 272-6600

Hampton Inn (Carlstadt) (201) 935-9000

Hampton Inn & Suites Teaneck Glenpointe (Teaneck) (201) 883-9777

Hilton Garden Inn (Secaucus) (201) 864-1400

Hilton Hasbrouck Heights (Hasbrouck Heights) (201) 288-6100

Hilton Meadowlands (East Rutherford) (201) 896-0500

Holiday Inn Hasbrouck Heights (Hasbrouck Heights) (201) 288-9600

Holiday Inn Secaucus Meadowlands (Secaucus) (201) 809-4746

Holiday Inn Express (Paramus) (201) 843-5400

Holiday Inn Express Hotel & Suites (Carlstadt) (201) 460-9292

Home2 Suites by Hilton Hasbrouck Heights (Hasbrouck Heights) (201) 552-5600

Homewood Suites by Hilton (East Rutherford) (201) 460-9030

Homewood Suites by Hilton (Teaneck/ Glenpointe) (201) 883-1777

Hyatt Place Secaucus/ Meadowlands (Secaucus) (201) 422-9480

La Quinta Inn & Suites Clifton/ Rutherford (Clifton) (973) 778-6500

La Quinta Inn & Suites (Secaucus) (201) 863-8700

MC Hotel (Montclair) (973) 329-5500

Red Roof Inn (Secaucus) (201) 319-1000

Renaissance Meadowlands Hotel (Rutherford) (201) 231-3100

Residence Inn (East Rutherford) (201) 939-0020

Residence Inn (Saddle River) (201) 934-4144

Residence Inn by Marriott Port Imperial (Weehawken) (201) 758-7922

Residence Inn by Marriott Secaucus Meadowlands (Secaucus) (201) 223-9901

Saddle Brook Marriott (Saddle Brook) (201) 843-9500

Sheraton Lincoln, Harbor Hotel (Weehawken) (201) 617-5600

SpringHill Suites East Rutherford Meadowlands/ Carlstadt (Carlstadt) (201) 935-9400

Teaneck Marriott at Glenpointe (Teaneck) (201) 836-0600

RECREATION, SPORTS & ENTERTAINMENT

Aviation Hall of Fame & Museum of NJ (Teterboro) (201) 288-6344

Bergen Performing Arts Center (bergenPAC) (Englewood) (201) 816-8160

Bowlero Wallington

Hornblower Cruises & Events (888) 467-6256

Kerasotes Showplace 14 Secaucus (201) 210-5364

Liberty Science Center (Jersey City) (201) 200-1000

Meadowlands Racing &

ECOTOURISM

Hackensack Riverkeeper (Hackensack) (201) 968-0808

NJSEA Meadowlands Environment Center (Lyndhurst) (201) 460-8300

HEALTH, FITNESS & BEAUTY

SHOPPING MALLS/ CENTERS

American Dream (East Rutherford) 1(833) AMDREAM

Bergen Town Center (Paramus) (201) 845-4051

The Plaza at Harmon Meadow (Secaucus) (908) 226-5285

Allstate Agency, www.allstate.com/kmeredith 33

Bergen Performing Arts Center, www.bergenpac.org 9

Bergen Volunteers, www.bergenvolunteers.org 35

Branca Properties Inc., www.brancaproperties.com 11

CBH Care, www.cbhcare.com 15

DMR Architects, www.dmrarchitects.com 2

Felician University, www.felician.edu .................................................................... 13

Goya Foods, www.goya.com .................................................................................... 1

Guzzo Architects, www.gg-architect.com 16

Hackensack University Medical Center, www.hackensackumc.org

Horizon Blue Cross Blue Shield of New Jersey, www.horizonblue.com ..............................................................

Back Cover

Inside Front Cover

Il Villaggio, www.ilvillaggio.com 31

IBEW Local 164, www.ibew164.org Front Cover, 25

J. Fletcher Creamer & Son, www.jfcson.com 17

Jewel Electric, www.jewelelectric.com 19

JLL, www.us.jll.com 5

Meadowlands Diner, www.meadowlandsdineronline.com 32 MCHQ, www.meadowlands.org/mchq

Inside Back Cover

NAI James E. Hanson, www.naihanson.com 21

Overhead Door, www.DockNDoor.com .................................................................. 35

Prologis, www.prologis.com .................................................................................. 16

RPM Raceway, www.rpmraceway.com 32

Russo Development, www.russodevelopment.com 27

State of Affairs with Steve Adubato, www.nj.com/SteveAdubato 7

For more information on multimedia advertising in Meadowlands Media products, please contact Martha Morley at (201) 493-7996 or email: greerentps@aol.com

Call for new items! If your organization has news or announcements to share with our audience, please send to Cindy Capitani at CCapitani@meadowlands.org or call (201) 528-2948

THE FUTURE OF HEALTH CARE...

Hackensack University Medical Center Helena Theurer Pavilion OPENING LATE FALL 2022

Hackensack University Medical Center is committed to offering the best health care to our community. This dedication led to our vision of constructing a nine-story state-of-the-art patient pavilion. This fall our vision will become a reality. Our new tower will be home to 24 operating rooms with the most advanced technology available, 50 intensive care beds and 175 medical/surgical beds including a Musculoskeletal Institute. Thank you for letting us care for you. We are dedicated to Keep Getting Better. To learn more visit HackensackUMC.org.