Invest: South Jersey’s first digital launch conference highlighted the region’s resilient and innovative business community

Invest: South Jersey’s first digital launch conference highlighted the region’s resilient and innovative business community

By: Beatrice Silva

FOR IMMEDIATE RELEASE 

October 9, 2020

South Jersey’s economic resilience in the face of unprecedented challenges, innovation and adaptation highlighted the launch of Invest: South Jersey 2020.

CHERRY HILL, NJ—In this time of uncertainty, it has never been more important to demonstrate the strength and overall resilience of the local community and economy. On Thursday, integrated media platform Capital Analytics provided an opportunity to shed light on the challenges and opportunities in the region as it launched its annual analysis, Invest: South Jersey 2020, with a virtual business conference held via Zoom Webinar.

Known for its affordability, highly educated workforce, and reputation as a major banking hub, South Jersey is poised for continued growth and economic diversification even in the midst of current coronavirus-related challenges and uncertainty. Invest: South Jersey dives into the top economic sectors in the county, including real estate, construction, utilities and infrastructure, transportation and aviation, banking and finance, legal, healthcare, education and arts, culture and tourism. 

Like other parts of the nation, South Jersey has felt the economic constriction and health challenges created by the pandemic. But, it has also experienced notable job expansion and continued work on capital projects, Louis Cappelli, Director of the Camden County Board of Freeholders, told the virtual audience in his closing keynote address. The pandemic has also allowed city and business leaders to collaborate on addressing recovery efforts and creating solutions for the socio-economic challenges highlighted by the pandemic. “I hope the panel discussions have helped you discover new and exciting ways to think about the future of your business and our shared local economy. When I sat down with Invest: South Jersey for an interview in 2019, we didn’t discuss pandemics or viral outbreaks. No one had ever heard of COVID-19 and the idea of a nationwide economic shutdown would have seemed impossible. This year has looked a lot different than anyone could have ever imagined. But even during this challenging time, I’m frequently reminded that this pandemic will end and when it does the fundamentals that made South Jersey so hospitable to new and existing enterprises will remain intact. From the fast diversity in land and real estate throughout our region to our strategic location near Philadelphia, New York and Washington, D.C., South Jersey remains the place to be a place for growth, expansion and innovation,” said Cappelli.

“South Jersey was an important expansion for us because it is a unique and dynamic area that functions with the greater Philadelphia region. Our South Jersey expansion showcases how metro areas are more than just cities but rather a diverse ecosystem made up of many companies, locations and environments. Despite the challenges put upon us by COVID-19, Capital Analytics remains steadfast in our purpose: to deliver in-depth business intelligence through its print and digital platforms. Now more than ever, information is not only necessary, it is vital,” said Abby Melone, president and CEO of Capital Analytics. 

The panels addressed the current economic climate as well as prevailing themes dominating the South Jersey metro area’s economy: education and business growth in the time of a pandemic and the future of development in South Jersey. Southern New Jersey Development Council President Marlene Asselta kicked off the virtual conference as the moderator for “Innovation and adaptation: What this could mean for education post-pandemic,” which featured insights from Rowan College of South Jersey President Frederick Keating, Rutgers School of Business at Camden Dean Monica Adya and Atlantic Cape Community College President Barbara Gaba.

“Public-private education partnerships are critical at this time. Particularly because of what we are going to see in the next few years. We will be impacted by demographic trends in the following years to come. Educational institutions need to start thinking about how we are going to partner together. These partnerships with our communities, business leaders and public institutions will play an important role in our mission to impact the region,” said Moncia Adya, Dean of Rutgers School of Business at Camden. 

The second panel, “Best practices to promote sustainable business growth in a post-pandemic landscape,” was moderated by Chamber of Commerce Southern New Jersey President and CEO Christina Renna, and featured Fox, Penberthy & Dehn at Morgan Stanley Senior Vice President and Executive Director Al Fox, OceanFirst Bank Southern Region President Vincent D’Alessandro, TD Bank Market President of South Jersey Robert Curley and Alloy Silverstein Managing Shareholder Reynold Cicalese. 

“We’ve returned to the office at a very limited capacity but what we found was that there was an increased amount of productivity and an increased level of communication. I’ve been told for years that you can’t waste a good crisis so it necessarily became the mother of creativity. During this time we were able to figure out the depths of our team and the depths of our clients,” said Fox. 

Almost 400 high-level guests and officials from South Jersey’s key industries and economic institutions tuned into the event via Zoom Webinar. For those who missed the event or would like to revisit some of the highlights from the day, please visit: https://www.youtube.com/watch?v=Muf9YEiBX5Q

About Capital Analytics:

Capital Analytics produces in-depth business intelligence with a focus on providing comprehensive investment knowledge on markets within the United States for the domestic and global business community. Over a seven-month research period, it meets with more than 200 top political, commercial and industry leaders to deliver targeted information, in-depth analyses and strategic insights to the global business community on economic trends and investment opportunities.

Capital Analytics has a global readership and includes among its readers top executives working in real estate, finance, technology, trade and logistics, health, hospitality and others. Books are distributed locally, nationally and globally to trade and investment boards, executives of Fortune 500 companies, institutional investors, consulates and embassies, hedge funds, leading chambers and associations, as well as high-level summits and conferences.

For more information, contact: 

Max Crampton-Thomas

Content Manager 

305-523-9708 Ext: 233

Capital Analytics Highlights South Jersey’s Business Growth

Capital Analytics Highlights South Jersey’s Business Growth

Invest: South Jersey offers economic insight in a time of uncertainty

July 6, 2020

FOR IMMEDIATE RELEASE

 

 

CHERRY HILL, NJ – Capital Analytics’ in-depth research into the South Jersey market has never been more important. Invest: South Jersey, one of an annual series of business reports, offers comprehensive business intelligence during a time of economic uncertainty. Invest: South Jersey dives into the top economic sectors in the county, including real estate, construction, utilities and infrastructure, transportation and aviation, banking and finance, legal, healthcare, education, and arts, culture and tourism. The publication features exclusive insights from industry leaders, sector insiders, political officials and heads of important institutions. It analyzes the leading challenges facing the market and uncovers emerging opportunities for investors, entrepreneurs and innovators.

“South Jersey was an important expansion for us because it is a unique and dynamic area that functions with the greater Philadelphia region. Our South Jersey expansion showcases how metro areas are more than just cities, but rather a diverse ecosystem made up of many companies, locations and environments. Despite the challenges put upon us by COVID-19, Capital Analytics remains steadfast in our purpose: to deliver in-depth business intelligence through its print and digital platforms. Now more than ever, information is not only necessary, it is vital,” said Abby Melone, President and CEO of Capital Analytics. 

Over seven months, the Capital Analytics team conducted extensive research and interviewed over 200 high-profile industry leaders such as; Steve Sweeney, New Jersey’s Senate President, Marty Small, Mayor of Atlantic City and Michael Snyder, Director of Operations for Visit South Jersey. Through their research, the Capital Analytics team identified significant business insights that will serve as important knowledge benchmarks for investors, entrepreneurs and innovators. The publication is the first and most comprehensive report on South Jersey’s vibrant business climate, as seen through the eyes of those at the forefront of their sectors.

“Over the course of our seven-month research period, we were given the ability to truly peel back the curtain and discover what has gone into making South Jersey the hotbed for investment that it has become. What we found was that this economy has not only flourished thanks to cross-sector collaboration but also because of thoughtfully calculated community efforts to raise South Jersey’s status as a preeminent destination for both economic and social prosperity,” said Max Crampton-Thomas, Regional Editor of Capital Analytics. 

 

About Capital Analytics:

Capital Analytics produces in-depth business intelligence with a focus on providing comprehensive investment knowledge on markets within the United States for the domestic and global business community. Over a seven-month research period, it meets with more than 200 top political, commercial and industry leaders to deliver targeted information, in-depth analyses and strategic insights to the global business community on economic trends and investment opportunities.

Its first publication, Invest: Miami, has a global readership and includes among its readers top executives working in real estate, finance, technology, trade and logistics, health, hospitality and others. Books are distributed locally, nationally and globally to trade and investment boards, executives of Fortune 500 companies, institutional investors, consulates and embassies, hedge funds, leading chambers and associations, as well as high-level summits and conferences.

 

 

For more information contact 

Max Crampton-Thomas 

Regional Editor

mcthomas@capitalaa.com

TEL: 305-523-9708 ext 233

Spotlight On: Michael Pallozzi, President, HFM Investment Advisors, LLC

Spotlight On: Michael Pallozzi, President, HFM Investment Advisors, LLC

By: Felipe Rivas

2 min read May 2020 — HFM Investment Advisors has been advising South Jersey and the Greater Philadelphia region residents on financial and investment planning since 1989.  Last year was a banner year for the company in terms of team growth. HFM President Michael Pallozzi talks with Invest: about trends in retirement planning and how technology has significantly changed the way the firm does business. 

What does HFM’s R.I.C.H. approach mean for the firm and its clients?

We strive to develop a deep, meaningful relationship with all of our clients to help their family or their business, and that’s what the “R” stands for: relationship building. “I” is to inspire our clients to think outside the box and what’s important to them, such as their financial situation, legacy or succession plan. “C” is to help compose a meaningful plan. Everything we do for our clients revolves around their personalized action plan. The “H” is for “holding you accountable.” We want to hold our clients accountable to their goals, objectives and action plans, and we ask that they also hold us accountable for what we promised. 

HFM’s biggest differentiator is our value proposition and the way that we work with our clients. At most firms, advisers work as a solo with their clients, so clients usually have only one person to talk to. At HFM, we are team-oriented around our R.I.C.H. process, so all our clients work with our entire team.

 

What are the benefits of being located in South Jersey?

Gloucester County has one of the fastest-growing business communities in South Jersey, and being located here represents a great advantage. We are strategically located on Rowan Boulevard in the heart of Rowan University. We also sublet space to the Gloucester County Chamber of Commerce, which provides us great visibility in the market. Similarly, the South Jersey region provides access to multiple sectors like education, health, logistics and consulting organizations. Many local, regional and international companies are starting to call Gloucester County their home. 

 

What are the most notable changes in South Jersey’s investment management and financial services industry?

The biggest change has been the reduction in cost and improved technology within the investment platform offerings. With the rise of technology platforms in our industry, we’ve been able to offer more investment choices and provide more financial planning services at a substantially lower cost. I believe we are ahead of the curve for firms like ours in South Jersey. We are in the process of a major change in 2Q20 for all of our clients’ investment choices through the use of a new technology platform. This will potentially save our clients an average of 25-35% on their investment-related expenses. Technology is also allowing us to provide additional financial planning services in a more impactful and efficient way. 

 

What are some trends in retirement planning and investment management?

401(k) retirement planning is a growing part of our practice. We focus a majority of time in two areas. First is protecting the plan sponsors, who are typically the owners of the companies and usually the human resources managers. With the recently implemented SECURE Act, there are a lot of fiduciary and compliance rules that can trip up business owners with the Department of Labor. We proactively work with them and their third-party administrator (TPA) to keep them updated on the rules that apply specifically to them. 

The second area is focused on helping the employees of our clients. We provide an employee experience that focuses on educational workshops, one-on-one meetings and personalized retirement plan projections.

 

To learn more about our interviewee, visit: 

https://www.hfmadvisors.com/

Spotlight On: Gregory Sorensen, Executive Vice President and Chief Medical Officer, Tower Health

By: Max Crampton-Thomas

2 min read April 2020 — Tower Health is a regional, integrated healthcare provider/payer system that oversees six acute care hospitals and other entities serving 2.5 million people. Executive Vice President and Chief Medical Officer Gregory Sorensen told Invest: what Tower is doing to handle the influx of COVID-19 patients, the community’s role in fighting the virus and his message to the community.

What accommodations is your hospital making to handle the influx of patients due to the COVID-19 outbreak? 

We monitor our bed capacity hourly. The elimination of elective surgeries and the general decline in routine demand for care has reduced normal bed demand and is freeing up beds for possible use by COVID-19 patients. We will also coordinate bed capacity among Tower hospitals.

How is your hospital working to ensure that patients and healthcare professionals alike are maintaining a safe environment?

Safety for our employees and patients is our top priority. Like other healthcare providers, Tower Health is working very hard to manage and conserve our supplies of masks, eye protection, disinfecting wipes, gowns, and other materials related to controlling the spread of COVID-19. Our normal production sources and distribution channels have been interrupted, just as they have for every hospital in the country. While our inventories are not at normal levels, with careful management we believe we can meet current needs. We are working to acquire additional supply. We are implementing a number of strategies, including sharing supplies across Tower Health facilities; gathering supplies from shuttered outpatient clinical areas and getting them to the hospitals; and identifying alternative sources for supplies. 

How can the community best assist local healthcare providers in this time of need?

We have been gratified by the many offers from area businesses, organizations, and individuals to donate supplies and we are accepting contributions of specific items. More information is available on our web site.

What would your message be to the local community that is sheltering in place and waiting for a return to normalcy?

We encourage all members of the public to adhere to the guidance of the governor and the PA Department of Health on sheltering at home, practicing social distancing and practicing infection prevention. These steps will reduce the spread of COVID-19, which protects the community and helps ensure the safety of our healthcare team and the patients relying on us for care. Our team at Tower Health is committed and prepared to care for our communities through this pandemic. The public can contribute meaningfully to this effort by remaining at home to prevent the spread of the virus.  

Do you feel you are receiving enough state and federal support for items you are in need of? What can these entities be doing better? 

Our public health officials at the local, state and federal levels are working hard to keep the public safe during an unprecedented situation. We support their efforts and are grateful for their dedication, perseverance and leadership. 

To learn more about our interviewee, visit: 

https://www.towerhealth.org/

Spotlight On: Harvey Kesselman, President, Stockton University

Spotlight On: Harvey Kesselman, President, Stockton University

By: Max Crampton-Thomas

2 min read April 2020 —  As COVID-19 jolted all sectors of the economy, education institutions had to find a way to continue delivering education to their students. Stockton University President Harvey Kesselman described to Invest: the school’s online mobilization and what inspirations the institution is taking from this unprecedented crisis.

How has the transition to all online classes and education been for your university, both on the student side as well as faculty? 

It certainly was a challenge to move every course online in a matter of days, and to do it with most of the faculty and staff working remotely themselves. But everyone rose to the challenge. Our IT department, in particular, did outstanding work to make sure all of our technology needs were met, and assisting faculty, staff and students with any questions or problems they had. Faculty were creative in adapting their classes to ensure students still got a complete educational experience. 

Do you feel higher education is receiving enough state and federal support in this time of need? 

Right now, the government has to focus on the pandemic, as it should. Moving forward, we recognize that budgets will be tight, but we hope that there will be some recognition of the crucial work colleges and universities did to ensure students could continue their educations, and will continue to do so in the future. Many families have not been working, and financial aid at both the state and national level will be increasingly important.

As higher education adjusts to the current situation, what opportunities and innovation do you see carrying over post-COVID-19? 

The current situation has inspired faculty and staff to learn new technologies and be creative in how they use them. They are exploring new ways to connect beyond the classroom. They are hosting virtual book readings, lectures and movie discussions. They are using teaching methods and tools that could still enhance their lessons, even after students return to campus. 

To learn more about our interviewee, visit: 

https://stockton.edu/

Spotlight On: Reginald Blaber, Executive Vice President and Chief Clinical Officer, Virtua Health

Spotlight On: Reginald Blaber, Executive Vice President and Chief Clinical Officer, Virtua Health

By: Max Crampton-Thomas

2 min read April 2020 — Virtua Health is an award-winning nonprofit health system that provides a complete spectrum of advanced and accessible healthcare services. Executive Vice President and Chief Clinical Officer Reginald Blaber discusses the efforts at Virtua’s hospitals to fight the COVID-19 outbreak, including the formation of a dedicated team to battle the pandemic.

 

What accommodations are your hospitals making to handle the influx of patients due to the COVID-19 outbreak? 

Virtua Health has formed a team representing all divisions of our workforce that is dedicated to preparing for and responding to the COVID-19 outbreak. As a comprehensive healthcare system with more than 280 locations, Virtua has considerable flexibility in our ability to re-allocate resources. 

 

Virtua’s ICU footprint is likely to grow in the weeks ahead. We have close to 1,500 licensed beds among our five hospitals, and we are examining various configurations to ensure we can meet the need as the number of COVID-19 cases continues to grow. 

 

Virtua has also created temporary respiratory triage centers to support three of its emergency departments (ED). These centers are not specifically for testing for COVID-19, but help triage people who present to the ED with symptoms of respiratory illness, such as cough, sore throat or fever. Two of these centers are in tents outside Virtua Memorial and Virtua Voorhees hospitals. The auditorium inside Virtua Our Lady of Lourdes Hospital has been repurposed for this function, as well. Additional triage centers may be established at other Virtua sites, as needed. 

How is your system working to ensure that patients and healthcare professionals alike are maintaining a safe environment?

Virtua’s many classes and programs have migrated to online formats. This includes bariatric support, prenatal education and our cancer survivorship series. We believe it is vital to keep connected with our community, even if we can’t be in the same room. 

 

Of course, many hospital departments and services must carry on regardless of the virus. Virtua maintains its commitment to support all people who turn to us for care. As an example, we will still deliver dozens of babies every week, but we have established new protocols to help ensure those families have a safe, personalized and positive experience.

 

Given the widespread transmission of COVID-19 in our community and the many unknowns about this new virus, we have begun providing a face mask for all Virtua colleagues – clinical and nonclinical – working in our hospitals, patient care settings and physician offices. This includes our home-care providers. We hope that by making face masks available to every employee, we can alleviate some of the anxiety among both our staff and patients. 

 

Virtua’s supply chain team has worked tirelessly with both our traditional vendors and new connections to ensure sufficient supplies of masks and other PPE. Virtua has also received donated supplies from area businesses, which is greatly appreciated. We recognize that the supplies of masks and other PPE remain finite, and we are committed to being good stewards of these vital resources.

How can the community best assist the local healthcare providers in this time of need?

The best thing people can do for local healthcare providers is to help slow the spread of the virus. Therefore, we implore everyone to follow all the recommended precautions, including staying home and social distancing, abiding by travel restrictions, and keeping at least six feet or more from those you encounter. Also, make sure to wash your hands frequently, especially when returning home from outside, or use hand sanitizer when soap and water are unavailable. 

 

Virtua Health also asks the people of South Jersey to identify ways they can support the healthcare workers in their lives, such as assisting with chores or meal preparation. However, please be sure to remain physically distant (at least six feet apart) when providing such assistance. For instance, you could prepare a meal in your own home, and then leave it on the healthcare worker’s front porch. 

What would your message be to the local community that is sheltering in place and waiting for a return to normalcy?  

We would tell our community to remain calm and to know that by staying home, they help to improve the overall outcome of this crisis. In a time when the world beyond the front door feels out of control, it’s important to take things day by day and focus on the things you can control.

Do you feel you are receiving enough state and federal support for items you are in need of? What can the state and federal governments be doing better in this regard? 

Collaboration is essential during this national crisis, and Virtua Health is an active participant in the conversations happening on local, regional and state levels. No one could rightly say they were completely prepared for this outbreak, but as a health system, we maintain long-standing plans for 

disasters and emergencies, including pandemics. Our employees have trained for these scenarios, and they have demonstrated that they are prepared to guide our community through difficult and complicated times. They are often thought of as heroes, and I can’t think of a better word to describe them.

To learn more about our interviewee, visit: 

www.virtua.org/

Spotlight On: Dixieanne James, President & COO, Einstein Medical Center Philadelphia

Spotlight On: Dixieanne James, President & COO, Einstein Medical Center Philadelphia

By: Felipe Rivas

2 min read April 2020 — Einstein Medical Center Philadelphia is part of the Albert Einstein Healthcare Network, a nonprofit organization operating in the state of Pennsylvania. President and COO Dixieanne James discussed Einstein’s actions during the COVID-19 pandemic, including the network’s effort to ensure a safe environment and what the community can do to help during this time of crisis.

 

What accommodations is Einstein making to handle the influx of patients due to the COVID-19 outbreak?

Einstein activated our Incident Command Center very early in this outbreak and worked quickly to develop protocols around patient care, procurement of personal protective equipment and employee health among many others. During our work related to COVID-19, we have designated COVID-19-specific care units; developed detailed surge plans that include identifying and converting procedural areas into inpatient acute capacity, including short procedure units (SPU), post-anesthesia recovery area (PACU, Cath lab, endoscopy), cross training and redeploying staffing, including nursing, physicians and clinical technicians, and emergency department rapid assessment plans with additional surge tent capacity; installation of several additional negative pressure rooms; advanced renting and purchasing of additional equipment, including beds, monitors and ventilators; expanding to the extent possible PPE inventory (gloves, gowns, masks); and investing in new equipment and infrastructure to perform in-hospital COVID-19 l testing capacities.

How is the network working to ensure that patients and healthcare professionals alike are maintaining a safe environment?

We have established several policies to help ensure the safest environment possible for our staff and patients. These include: no visitor policy; all employee facemask policy with continually evolving guidelines; daily temperature screening for all visitors and staff; employee and patient COVID-19 testing in our practices; ongoing and real-time adjustment to practice/care recommendations based on guidance and safety updates from CDC and DOH; and additional cleaning, disinfecting and wipe downs in high traffic areas. 

How can the community best assist local healthcare providers in this time of need?

First, we ask that everyone stay home and stay healthy. Social distancing is critically important to help bend the curve.  We also encourage everyone to donate PPE when possible and look for opportunities to give blood through the Red Cross.

What is your message to the local community that is sheltering in place and waiting for things to return to normalcy?

We all have a big part to play.  The community’s part is to continue to stay home while our caregivers work each day to provide care to those in need. If we all do our part, we’ll get through this together and normalcy will return. We are incredibly resilient but it’s important that we wait until we can safely return things to normal. 

To learn more about our interviewee, visit: 

https://www.einstein.edu/

Spotlight On: Charles Muracco, CEO & Principal Consultant, CLM Advisors

Spotlight On: Charles Muracco, CEO & Principal Consultant, CLM Advisors

By: Felipe Rivas

2 min read April 2020 — Accounting and financial services are a market sector that has been on a steady growth trajectory for years, and with this growth comes a significant increase in competition and the need to differentiate. Charles Muracco, CEO and principal consultant at CLM Advisors, understands this and has evolved his firm into a pure consultancy. During his discussion with Invest:, he talked about his company’s mission, demand growth and his firm’s adaptability to dealing with the challenge of skilled labor. 

 

How do you differentiate your firm in a crowded marketplace? 

We are a boutique consulting firm that helps businesses with their long-term goals. Although our roots are in accounting services, we have gotten to the point where we rarely talk about tax or compliance with our clients. We focus on helping business owners think about where they want to take their business in the long term. We build businesses by creating their financial road map. We have evolved into a pure consultancy firm. Five years ago, our largest client was in the $35-million range, with the average in the range of $2 million to $5 million. Today, our largest client does $135 million in revenue, and our average is $25 million to $30 million.

Our mission is to help the economy one business at a time, by helping businesses and individuals to be fiscally responsible and understand the importance of a good fiscal strategy. We work our way back to a profit model, and then we build a series of financial projections based on a specific goal. Through this process, we can drive down metrics in every area and connect every aspect of the business to drive it to the long-term goal. 

 

What is one trend you have observed in recent years that you are currently navigating? 

The economy has improved in South Jersey over the last few years. Businesses are growing, but there’s always a big fear of taking risks. That is a trend we continue to see when it comes to investments and business expansion. In our approach, we devise profitability models and compare that information with what is actually going on in our client’s businesses to make sure they can make informed decisions.

 

In what sectors do you see the most demand for your services? 

We have a small concentration in the service industries and have been increasing our concentration in distribution companies. We are seeing growth in the construction, healthcare, retail, wholesale, and B2B types of businesses. We are seeing growth across the board, especially because we bring an outsider perspective to the companies we serve. Since we do not focus on just one industry, we are able to provide support to a variety of different types of businesses.

 

 What is the biggest challenge facing the firm? 

Our biggest challenge has been trying to recruit from among traditional CPAs. CPAs have been conditioned to think historically, and we’ve flipped the traditional model, using the historical information to look forward. We need professionals who have the discipline to dive deep into the numbers. Traditional CPAs are the best at that. It has been a real challenge to get these professionals to understand our business model. As a result, we have been developing our model mostly with younger professionals. In South Jersey, the biggest challenge is the labor pool. Younger professionals are leaving the state, and we need to find a way to retain them and attract more talent to the region.

 

To learn more about our interviewee, visit: 

https://www.clmadvisors.net/

Spotlight On: Joe Devine, Executive Vice President and Chief Experience Officer, Jefferson Health

Spotlight On: Joe Devine, Executive Vice President and Chief Experience Officer, Jefferson Health

By: Max Crampton- Thomas

2 min read March 2020 — The healthcare industry is poised to revolutionize how it cares for its patients through cutting-edge technology, at a time when a transition toward outpatient services is further consolidating. Executive Vice President and Chief Experience Officer at Jefferson Health Joe Devine discusses with Invest: the priorities for the group amid these new trends. 

 

How does Jefferson Health stand out from other healthcare players in the region?

We have a seamless care system in the region. Our location in South Jersey is less than 17 miles from the main Thomas Jefferson University Hospital in Philadelphia. We also provide services in South Jersey that have historically only been provided by Jefferson in Philadelphia, such as Magee Rehabilitation, which recently opened a service at our Cherry Hill hospital. Our technological innovations and telehealth are also sizable differentiators. Jefferson is a truly focused clinical academic medical center that combines teaching and medical care. In New Jersey, we are a teaching hospital for the Rowan University School of Osteopathic Medicine, as well as a training location for the Jefferson University Physician Assistant program. 

 

In what ways has technology disrupted the healthcare industry?

Technology is so advanced and outstanding that it works extremely well. For example, we have a neural flow program for patients with mental health issues that helps us with their evaluation. We also have implemented home-monitoring care technology that improves access, and we have succeeded in advancing our linear accelerator when it comes to treating cancer patients, an area that is more precision-driven. The cost of such technology is higher, but we do not transfer that cost to our patients. We are working on ways to inject further efficiencies in the process to continue providing benefits to our patients, including our telehealth program (JeffConnect), 3D mammography, 3D ultrasound, and other advancements like ABUS (Advanced Breast Ultrasound System). These have gone through substantial technological improvements, which are critical in the delivery of care. Technology will continue to be at the forefront of what we do, combined with the important humanistic aspect of providing care. We are also bolstering our smartphone app platforms to improve communication and follow-up processes with our patients. JeffConnect enables patients to receive personalized healthcare through their smartphone or computer. 

 

How is Jefferson Health tackling the local community’s health issues?

Every three years, we are required to undertake a community health needs assessment. What is great about this initiative is that all hospitals in Camden County work with the Departments of Health to shed light on the key health categories in which we should invest. In 2017, for example, it was primarily diabetes. We created a medical school and a district program with a comprehensive diabetes management program for Medicaid recipients, powered by telehealth services and coupled with a robust home care component. It helped improve patients’ health while minimizing their hospital visits. We are looking to continue providing innovative services, while at the same time contributing to building an effective population health model, as healthcare transitions more into outpatient services. As shown from the most recent community health needs assessment, the priority continues to be tackling metabolic diseases. We have a robust diabetes education program, as well as a very successful bariatric surgery program to assist with those needs.

 

How does Jefferson Health contribute to local efforts to reduce the disparities in care access?

For years, we have had family health centers, which in yesterday’s terminology were called clinics. We have two robust centers, one in Washington Township, Gloucester County, that offer comprehensive internal medicine, pediatrics and OB/GYN services. The other center is located near our Stratford hospital to service the Camden County community. We see a minimum of 20,000 patients a year in those facilities. The purpose of those centers is to serve the underserved.

We also have a partnership in South Jersey with the Food Bank of South Jersey. Any one of our 5,200 employees in New Jersey can participate in some way with the Food Bank. We encourage donations four times a year. It is tied to the health of people we serve.

 

What are the fastest-growing areas of care and service in the South Jersey region?

End-stage renal disease is more prominent throughout this nation for a lot of different reasons. We started a dialysis program in 1992 to attend to this growing issue with a single, six-bed station. We now have 55 stations. In this market alone, there are more than 200 stations nationwide. It is something we need to address. A close second is the opioid crisis. We do see patients come back multiple times. Unless you have the right post-care model, you cannot treat this illness. Unfortunately, it is growing. Third, is cancer care. This area is becoming increasingly robust with procedures like genetic testing and screening. We are working to put models in place so that when a patient is diagnosed with cancer, we look at the entire family. 

 

What is your outlook for South Jersey’s healthcare sector for 2020?

The sector in New Jersey continues to grow. We have some great hospitals here. Having served as board chair of the New Jersey Hospital Association in 2019, I can attest to these outstanding facilities. By 2025, it is likely we will see the consolidation of close to five healthcare systems across the whole region. We are going to continue to expand and develop a model that provides the ability for patients to have choices and become part of our network. We are working to become the most patient-centric organization in healthcare in the region. 

 

To learn more about our interviewee, visit: 

https://newjersey.jeffersonhealth.org/

 

 

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