♦.

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■♦•♦ ♦ Hackensack
♦\.I ■ Meridian Health
■ ♦ DigitalTechnology Services

BUILDING VALUE THROUGH A

STRONGER FOUNDATION

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IN REVIEW •
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ABOUT HACKENSACK MERIDIAN HEALTH
Hackensack Meridian Health by the Numbers

4,692
We are the largest, most
comprehensive and truly “People think focus means
integrated health care network

saying yes to the thing you’ve

licensed beds
in New Jersey, offering a
complete range of medical
services, innovative research
7,000+
physicians
and life-enhancing care.
got to focus on. But that’s not
18 Hospitals
4 Academic Medical Centers what it means at all. It means
500+ 8 Community Hospitals
patient care
locations
2 Rehabilitation Hospitals saying no to the hundred
2 Children’s Hospitals
1 Behavioral Health Hospital
other good ideas that there are.
$7.4B 1 Long Term Acute Care Hospital
operating
revenue
AND

1 Center for You have to pick carefully. I’m

Discovery & Innovation
1 School of Medicine
actually as proud of the things
we haven’t done as the things I
have done. Innovation is saying
no to 1,000 things.”
179,893 585,499 2,025,903
patient admissions emergency visits outpatient visits ~ Steve Jobs
100,359 35,000+
surgeries team members
(inpatient and outpatient)

DTS 21/22 YEAR IN REVIEW

 TABLE OF
CONTENTS

4-6 20 32-33
MESSAGES FROM SUPPORTING OUR PROGRAM
DIGITAL TECHNOLOGY FRONT LINE MANAGEMENT OFFICE
SERVICES AND SITE MANAGERS
LEADERSHIP 21
OFFICE OF THE CHIEF 34-39
7 DIGITAL IFORMATION TEAM CULTURE
MISSION, VISION OFFICER
AND TEAM VALUES 40-41
TEAM RECOGNITION
22-23
8-11 CLINICAL INFORMATICS
BUILDING A NEW 42-43
FOUNDATION: DIGITAL TEAM ENABLEMENT
24-25
TECHNOLOGY SERVICES
HEALTH APPLICATIONS
44
12-15 DTS SENIOR LEADERSHIP
26-27
DRIVING INNOVATION
BUSINESS APPLICATIONS
THROUGH DATA AND 44
ANALYTICS DTS IS REIMAGINING
28-29
HEALTH CARE
INFRASTRUCTURE AND
16-19
TECHNOLOGY
HELPING PATIENTS 46
ACCESS AND MANAGE THE NEXT HORIZON
CARE THROUGH DIGITAL 30-31
ENGAGEMENT CYBERSECURITY

3
MESSAGE FROM GREGG AZCUY
CHAIR OF THE DATA GOVERNANCE AND
TECHNOLOGY COMMITTEE

The Digital Technology Services (DTS) team plays an instrumental role as

Hackensack Meridian Health (HMH) transforms health care.

The transformation from Information Technology to Digital Technology

Services at HMH represents the department’s ongoing commitment to
improving collaboration, connectivity, innovation, and overall care. The HMH
advanced support model benefits our patients, team members, providers,
researchers, students, and the broader communities we serve.

Reflecting on the upcoming plans, I am most excited about how our ongoing
investments will transform how technology is used at Hackensack Meridian
Health. A few of these implementations include the team creating an agile delivery model capable of delivering innovative
solutions in a short period. In addition, these new programs enhance our organizational literacy and use of data and
analytics products, improving our core applications to optimize workflows, and creating new digital products that
streamline the patient, team member, and provider experience.

I am proud of the DTS team and to have supported the team’s expanded product and service offerings during my
duration as Chair of the Data Governance Board. I continue to be inspired by what the team has accomplished, especially
during the vast difficulties and complications of the pandemic.

I look forward to working with the talented DTS leadership team and to all the team’s future successes.

Best Wishes,

Gregg Azcuy

DTS 21/22 YEAR IN REVIEW

MESSAGE FROM ROBERT GLENNING
PRESIDENT, FINANCIAL AND DIGITAL
TECHNOLOGY SERVICES DIVISIONS AND CFO

Hackensack Meridian Health (HMH) prides itself on being an innovative leader,

providing best-in-class clinical care, research and education. Foundational
to these efforts is the work and accomplishments of the Digital Technology
Services (DTS) team.

I am continually impressed by the achievements of the DTS team. From

growing our partnership with Google, to securing our network from outside
threats, to developing Data and Analytics as a core business function to
transforming to Digital Technology Services and incorporating Digital
Engagement under its umbrella. The team maintains positive momentum
as it successfully navigates the rapidly changing and always challenging
technology landscape.

The Digital Technology Services team is integral in accelerating our efforts to provide cutting edge tools and
technologies to our clinicians, patients, researchers, students, and community while staying intensely focused on
cybersecurity and keeping HMH safe. As we look forward to accelerating adoption of technology throughout the
network, the team is planning further investments in intelligent business process automation, artificial intelligence,
machine learning, web, and mobile applications that will enhance our overall network capabilities.

Everyday DTS dares to be brave, act with integrity where team members possess an eagerness and curiosity as they seek
to know, grow and learn.

Congratulations to the DTS team,

Robert Glenning

5
MESSAGE FROM KASH PATEL
EXECUTIVE VICE PRESIDENT,
CHIEF DIGITAL INFORMATION OFFICER

The higher one’s aspirations, the more solidified one’s foundation must be.
Creating a stronger foundation has been our team’s focus over the last year.
With the migration to our new name - Digital Technology Services, we’ve
declared our intent to digitize the patient, community, team member, provider,
researcher, and student experience. We’re committed to a portfolio of products
and services that will continue to drive change in our community and improve
patient care.

This last year has been a time of tremendous growth, development, and
transformation. As the reimagined Digital Technology Services (DTS)
department, we have worked to redefine our mission, vision, and values and
re-oriented ourselves to be a service-oriented provider and trusted partner.

With a solid foundation in place, we turned our attention to the user experience, focusing on digital solutions to
accelerate adoption in everything we do. Our digital commitment has served as a catalyst to invest further in data and
analytics, building trusted partnerships with key vendors such as Google. Based on our work to date, HMH is one of
the first health care systems globally to leverage Google Cloud Platform (GCP) to drive patient insights. We’re also
pursuing innovative paths, such as predictive health care and artificial intelligence (AI), to proactively provide clinicians
with insight-rich data to forecast medication adherence, risk of readmission, treatment outcomes, etc.

We have begun to build a world-class advanced computing environment to support our expanding research and academic
demands. Building scalable, efficient data repositories will enable HMH’s mission to drive innovation back into health care
delivery to improve outcomes for all people.

We continue to be committed to team member enablement; attracting and retaining creative, talented, motivated, and
engaged individuals through advanced career ladders, development options for technical and managerial expertise, and
learning and growth opportunities. We encourage our team members to be creative - try something new and possibly “fail
forward” - because failure is not the opposite of success, it’s part of success.

I am truly honored to lead such a diverse group of talent as we create a stronger foundation for the Digital Technology
Services department. I look forward to our continued transformational journey and invite you all to find your passion,
strive daily for change, and push the boundaries of the status quo to transform health care delivery at Hackensack
Meridian Health and within the industry as a whole. Let’s Keep Getting Better and accomplish great things!

With great appreciation,

Kash Patel

DTS 21/22 YEAR IN REVIEW

 Orchestrate the acceleration,
development, and adoption of proven

MISSION
world-class, human-centered digital
technology solutions and services for
our patients, team members,
researchers, providers, students,
and diverse communities to
transform health care.

Cultivate insatiable curiosity, continually

challenge the status quo and achieve
excellence as a compassionate, trusted
partner to our communities in the
VISION
advancement of health care delivery.

DARING —
­­ Be brave, vulnerable,

TEAM
feel empowered, act to improve.

TRUSTWORTHY —
­­ Act with

VALUES integrity, be compassionate, kind,

and accountable.

SPIRITED —
­­ Be eager, curious,
and seek to know and learn.

7
BUILDING A NEW FOUNDATION: DIGITAL TECHNOLOGY SERVICES

DTS Senior Leadership Team Members (top to bottom row): Kristen Cox, Michael Draugelis, Mark Johnson, Gail Keyser, RN,
Neal Ganguly, Gary Wilhelm, Charu Dhavalikar, MD, Ken McCardle, Lauren Koniaris, MD, Kash Patel, Pamela Landis, Mark
Eimer, Sameer Sethi

WHY DTS?
May 2, 2022, was a landmark day. HMH took a digital leap forward which was embodied by transforming from
Information Technology (IT) to Digital Technology Services (DTS).
Becoming DTS was more than just a name and email address change. It propelled our path forward as we adopt
world-class digital technology solutions to transform health care.
We invest in our people and the supportive technologies used throughout HMH to deliver more effective solutions.
As we seek accelerated adoption of technology platforms, we are focusing on three key pillars.
The pillars are PEOPLE, PROCESS, and TECHNOLOGY.

PEOPLE: Our team members are reorganizing into groups focused on solutions, not systems, to improve
collaboration with stakeholders throughout solution development.

PROCESS: We are reengineering our processes to deliver greater value to the organization and the
broader community.

TECHNOLOGY: We are selecting and enhancing our technologies to scale, evolve, and innovate based on
changing demands and care standards.

We expect intelligent business automation, digital enablement, artificial intelligence/machine learning (AI / ML) models,
and application enhancements to change how our team members engage with, learn from, and use various technologies.
The future is here and now. We’re inspired to enhance the user experience, build further insight capabilities, and
augment our core technologies to serve emerging care models.

Welcome to Digital Technology Services.

DTS 21/22 YEAR IN REVIEW

BUILDING BLOCKS
In addition to our three DTS pillars, we have chosen seven areas of focus for our teams as we pursue continued
transformation.
We use these areas of focus to foster curiosity, continually challenge the status quo and strive for excellence as a trusted
partner in the advancement of health care delivery.

9
BUILDING A NEW FOUNDATION: DIGITAL TECHNOLOGY SERVICES

DTS 21/22 YEAR IN REVIEW

2021 / 2022 BY THE NUMBERS

11
DRIVING INNOVATION THROUGH DATA AND ANALYTICS

DRIVING INNOVATIONS
We are transitioning our existing business intelligence environment to an
expansive data ecosystem that empowers colleagues to use data and insights
seamlessly and securely. Our new platform, ekam, maximizes the value of our
data assets by presenting sophisticated technology simply, and making data and
insights intuitive and impactful. Network-wide clinical and functional domains will
now have timely access to empirical data that is curated and available to the users through a serving mechanism that is
most impactful.

In addition to our new platform, we are creating a new operating model that embeds the clinician and business
operators into our design thinking, allowing us to collaborate with them to create standards and data governance for
our data and analytics assets. The new operating model takes an agile and iterative approach to insights delivery and is
designed to cater to the disparate and diversified demand of users across the network.

DATA SOFTWARE SERVICE DATA PREDICTIVE ROBOTIC PROCESS

ENGINEERING ENGINEERING DELIVERY INSIGHTS HEALTH AUTOMATION

KEY DEVELOPMENT ACCOMPLISHMENTS

SOLUTIONS PORTFOLIO STEWARDSHIP MODEL HOSPITAL PERFORMANCE QUALITY AND SAFETY

SCORECARD SCORECARD

Self-service analytics leads For enterprise to Using measures catalog

to clinical, business, quality, and standard KPIs.
standardize KPIs.
and operational insights.

ARCHITECT LENGTH OF STAY TOOL TRANSFORMATIONAL U.S. NEWS INSIGHT

MEASURES CATALOG PORTFOLIO TOOLS

Data discovery and

Foundation for all future exploration to lead
Data & Analytics products transformations.

DTS 21/22 YEAR IN REVIEW

The reimagination of a new Data and Analytics team and vision are essential steps in the Digital Technology Services
transformation. This new chapter in our journey is critical to HMH’s growth strategy.

What does data and analytics mean for HMH and how will it be used?
The data and analytics aim is to empower our clinicians and business operators to make data-driven decisions. In the
clinical setting, a good example is a initiative aimed to predict earlier qualifications for palliative care within our
patient population. This initiative will place real-time decision support in the hands of our clinicians by pre-screening,
based on information documented in the chart. The project aims to enroll patients into palliative care earlier, providing
better care for patients within our network and in the broader community.

What does being a data-driven organization mean?

A data-driven organization creates an environment where fact-based decisions are made rather than only relying on
experience, intuition, or opinions. Critical decisions for the network and patients are determined based on data about
the person, organization, department, benchmarks, and third-party data available in the market. All these domains have
to come together to enable decisions based on the trends we see and the intelligence we collect from others. We aim to
empower decision-makers throughout the organization with the best possible data insights.

Project ekam is a new platform that will provide one source for data at HMH. How will ekam enhance HMH’s
interaction with and use of data?
Today, our data sets are siloed, resulting in challenges around its meaningful use. For example, most of our health data
exist in Epic databases. While financial and people data exist primarily in PeopleSoft databases. These two data sets must
come together to enable compelling insights. ekam, which means unity in Sanskrit, enables the commingling of data in
one location and provides one source of truth.

What will the future focus of Data and Analytics be?

As one of the first health care systems globally leveraging Google Cloud Platform (GCP), the focus is on pursuing
innovative paths, expanding predictive health care and artificial intelligence (AI), and proactively providing clinicians with
insight-rich data to forecast medication adherence, risk of readmission, treatment outcomes, etc.

13
DRIVING INNOVATION THROUGH DATA AND ANALYTICS

HOW WILL DATA AND ANALYTICS DELIVER ITS VISION?

The Data and Analytics team has developed six centers of excellence (COE) to support our clinicians and business
operators, each driving value from within and collaborating with others to deliver impact: Data Engineering, Software
Engineering, Service Delivery, Data Insights, Predictive Health, and Robotic Process Automation (RPA). The goal
behind this design is to meaningfully organize talent in ways that can support a scalable and collaborative working and
support model for the network.
The new platform and operating model will together transform the way we use, interpret, and deliver data at HMH. We
aspire to maximize the value of data and analytics to drive clinical and business optimization and innovation and become a
data-driven organization.

TEAM SPOTLIGHT
DATA INSIGHTS TEAM
The Data Insights team is focused on providing deep and actionable insights through data from internal and external
data sources and curators. Rather than simply providing a report or dashboard on a subject, the data insights team works
with the consumers to: a) understand their goals, b) determine the insights that are required by them to make decisions,
c) establish how they want those insights delivered to them, and, d) agree on how they measure success towards
their goals.
Among other key insight deliveries, in 2022, the team launched an inititative to develop a balanced scorecard for sites of
care across the network. This balance scorecard will measure organizational performance across ~32 key metrics while
helping operators understand the various factors that influence their scoring. For example, this scorecard looks at Length
of Stay (LOS) and provides an understanding of what factors are contributing to improvements or declines. It also
provides a clear understanding of the actions that are needed to make improvements.

PREDICTIVE HEALTH TEAM

Our application of Artificial Intelligence (AI) and Machine Learning is going to be delivered by our Predictive Health
team. This team is focused on deploying data science, software engineering, and technology to predict and influence
patient and business outcomes. An example of their work is the developing of a Natural Language Processing (NLP)
Cohort Builder that will unlock millions of clinical notes to enable quick discovery and creation of patient cohorts for
population health analytics, clinical feasibility analysis, safety and efficacy, and more. This will accelerate time to insight
by data mining tens of millions of patient notes
in seconds.

DTS 21/22 YEAR IN REVIEW

PREDICTIVE HEALTH CREATING CRITICAL INSIGHTS FOR THE POWERFUL USE OF
CLINICAL DATA
The Predictive Health team consists of data scientists and software
engineers. This team is focused on analyzing available data to forecast
unknowns. By using predictive algorithms, the Predictive Health team will
enable the organization to re-imagine and re-design clinical and operational
INCREASED
Rate of CKD Diagnosis and
workflows by analyzing different scenarios to answer the question “what if?” dialysis-free days
For example, a project the team is working on that focuses on Chronic Kidney
Disease (CKD). The project aims to innovate the primary care
physicians (PCP) workflow to integrate a CKD risk tool to identify patients
at high risk of undiagnosed (occult) CKD. The PCP would order inexpensive
blood and urine tests to screen the patient for CKD, thus identifying CKD
REDUCED
Progression of CKD,
earlier then current practice. If the screen is abnormal, the PCP (and in some risk of cardio vascular events,
cases, the nephrologist) would follow up with the patient and put them on end-stage kidney disease
and transplants.
guideline-mandated therapy, eliminating risks and costs associated with
identifying late-term CKD.

ROBOTIC PROCESS AUTOMATION

The Robotic Process Automation (RPA) team is focused on identifying and optimizing repetitive tasks that are a part
of the everyday workflow for Hackensack Meridian Health team members. In 2022, the RPA team introduced 55+
automated workflows, impacting six departments across the network. These automations have saved the health system
over 34,000 hours, allowing personnel and teams to dedicate their time towards more meaningful activities.

15
HELPING PATIENTS ACCESS AND MANAGE CARE THROUGH DIGITAL ENGAGEMENT

HELPING PATIENTS ACCESS AND MANAGE CARE

Over the past few years, the Digital Engagement team has focused on standardizing workflows, processes, and
technologies to build a solid foundation for leveraging advanced digital health tools.
Every digital property and process has been rebuilt or redeveloped over the last few years to enhance efficiency within
HMH. As we seek to expand our connections into the community, we will focus on the six core engagement channels
outlined below.

ENGAGEMENT CHANNELS

PATIENT VIRTUAL DIGITAL WEBSITE PATIENT ACCESS

ENGAGEMENT HEALTH MARKETING CENTER

PATIENT ENGAGEMENT

SOCIAL MEDIA
Consolidated 86 social
media channels into 4
branded channels.
Increased followership
and engagement.

DTS 21/22 YEAR IN REVIEW

MOBILE APPLICATIONS
CONSUMER APP INTERIOR TEAM MEMBERS ONLY APP
HMHWell WAYFINDING APP MyHMH
HMH Wayfinding

Easy access to MyChart, Find a Interior wayfinding for Hackensack Fast access to MyWay, HMH
Doctor, Urgent Care locations, University Medical Center and Jersey News, and other important tools
Wait Times, and Physician Offices. Shore University Medical Center. for team members.

CHATBOT MYCHART
Deployed Automated Chat on both consumer and team Increased active accounts and patient usage through the
member websites. Consumer chat leads to Find A Doctor, use of digital marketing to increase MyChart awareness
Make an Appointment, and other transactions. and usage.

VIRTUAL HEALTH APPOINTMENT CONFIRMATION VIA

Ten percent of all ambulatory visits conducted via
TEXT MESSAGE
telehealth. Visits are offered on-demand and as  educed no-show rate
R
scheduled appointments. from 14 percent to below
2 percent for practices
using text messaging services.
 allbacks to patients that
C
previously cancelled
appointments resulted in
36 percent increase in
rescheduling rate.

17
HELPING PATIENTS ACCESS AND MANAGE CARE THROUGH DIGITAL ENGAGEMENT

DIGITAL MARKETING
Ran more than 200 email campaigns.

 an more than 200 digital ad campaigns

R
on social media and search engines.

WEBSITES INTRANET
Consolidated 280 websites under the HMH brand website for better  reated a single source of
C
search engine optimization and branding. truth, information, and access
to tools and apps for team
members - MyHMH.

DTS 21/22 YEAR IN REVIEW

PATIENT ACCESS CENTER
Created Patient Access Center where scheduling for physician practices and hospitals is centralized.

Increased schedule utilization in physician practices, resulting in patients getting appointments sooner.

Deployed Online Appointment Scheduling for primary care and some oncology physicians.

Deployed SMS appointment reminders with the ability to confirm, cancel and reschedule via text in 27 languages.

Reduced call abandonment rate on physician and hospital phone lines for appointments by more than 80 percent.

19
SUPPORTING OUR FRONT LINE

Responding to the COVID-19 pandemic in support of our front-line team members has been one of our most
outstanding achievements over the last year. As the pandemic extended, we focused on the technologies that would
enable our network to continue to flourish.

We deployed supportive technologies to our remote care locations, and tents were erected to support care and
vaccinations. In addition, we developed new websites to support community questions, schedule vaccine appointments
and extended our telehealth/virtual care technologies to all Providers. We also created work-from-home kits to support
remote team members and continued the development of our core applications to support new testing, treatment, and
care protocols.

NEW MASS
COVID CHROMEBOOKS
12 TENTS 4,600 WORKSTATIONS
DEPLOYED
8,000 SUPPORTED 16 VACCINE
SITES

“ Like so many of my colleagues, health care is my calling

and no matter how hard it gets and what comes our way,
“
we will always be here to care for our community.
— Robert C. Garrett, CEO
DTS 21/22 YEAR IN REVIEW
 OFFICE OF THE CHIEF DIGITAL INFORMATION OFFICER

The Office of the Chief Digital Information Officer (CDIO) serves as a change agent, facilitating the overall execution
of the DTS department’s strategic plan and enabling the core business functions and support mechanisms for the
department. Formed in 2022, the team is developing processes and tools to be used throughout the department to
improve process engineering and design, financial management, talent development, and retention and emerging
technology and innovations. Focused on improving the overall integration and partnerships of DTS with internal and
external stakeholders, the Office of the CDIO is evolving our department’s engagement model; finding new ways to take
part in the broader health information technology industry and build stronger partnerships and governance structures
supporting the growth and development of technology products specific to HMH.

TALENT DEVELOPMENT SERVICE EXCELLENCE EMERGING TECHNOLOGY BUDGET AND INTERNAL/EXTERNAL DTS VENDOR AND ADMINISTRATIVE SUPPORT
AND RETENTION AND PROCESS PRIORITIZATION AND INVESTMENT COMMUNICATIONS AND CONTRACT AND
IMPROVEMENT GOVERNANCE MANAGEMENT MARKETING MANAGEMENT BUSINESS OPERATIONS

KEY ACCOMPLISHMENTS
TEAM ENABLEMENT MARKETING/COMMUNICATIONS CAMPAIGNS

MARKET POINT OF VIEW APPLICATION RATIONALIZATION

21
CLINICAL INFORMATICS

Clinical Informatics (CI) intersects with information science, information systems, workflow and processes, and
leadership. It is how data is acquired, structured, stored, processed, retrieved, analyzed, presented, and communicated.
At HMH, CI partners with our clinical, quality, and research teams to transform the clinician experience, enabling
HMH to deliver the highest quality patient care, agile data analytics, and cutting-edge research.

HOW CLINICAL INFORMATICS AFFECTS CARE AT HMH

BRINGING COVID VACCINE RESULTS TREE REBUILD

INFORMATION INTO EPIC

AUTOMATING THE FALL RISK ASSESSMENT

HMH customized the Hendrich II Fall Risk Model,
allowing clinicians to create individualized fall prevention
plans that more accurately address patient-specific risk
factors and prevent falls. The workflow redesign included
automated logic and clinical support tools.

Using functionality to incorporate a care plan assessment

when the risk factor is identified reduces redundancy
and saves nursing time.

DTS 21/22 YEAR IN REVIEW

OPENNOTES / OPENCHARTS
OpenNotes was an initiative to share office visit notes with
patients through the MyChart patient portal. It’s an
international movement endorsed by the American
College of Physicians and available to over 50 million
patients through more than 250 health systems. Notes
written by doctors, nurses, therapists, or other health
professionals to describe interactions with patients
(e.g., visit notes, clinic notes, progress notes, or chart notes)
are all part of patients’ medical records. With OpenNotes,
patients can access these notes online, providing a better
patient experience and improving patient safety, making
Hackensack Meridian Health more competitive.
Left to right: Vera Reiner, RN, Orlene Vanduyne, RN,
Sharon Heyer, RN, and Joy Mamuszka, RN

INFUSION SMART PUMP

INTEGRATION PROJECT
Hackensack Meridian Health completed a project to
integrate infusion pumps across the network. The drug
library was standardized and nursing workflows were
streamlined, improving the safety and accuracy of patient
infusions across the network.

REDUCING UNNECESSARY
CLINICIAN ALERTS
Just in time best practice alerts (BPA) help our clinicians
identify patterns, making care more personalized and
enhancing overall care quality. Our Informatics team
works closely with members of our clinically lead BPA
committee to enhance, add and remove alerts for our
electronic health record.

23
HEALTH APPLICATIONS
LOOKING AHEAD TO NEW CARE STANDARDS
The Health Applications team oversees all applications and
supporting technologies that aid our clinical and patient
financial groups. Supporting more than 229 applications,
1,200 interfaces, and ~42,000 users, the Health
Applications team seeks to improve the quality of care by
reducing medical errors, providing effective
communication, sharing information between health care
providers, and collecting health information for educational
and research purposes. They strive to get the right data into
the right hands at the right time, in the way users need.
Over the last year, the team has supported significant organizational objectives, including continued openings for Health
and Wellness Centers, the ongoing expansion of Physician Enterprise, and the rollout of network standard applications to
Carrier Clinic while investigating technology solutions that support emerging care models.

EATONTOWN HEALTH & WELLNESS CENTER

According to Michelle Green, Director, Health Ventures Site
Development: “DTS was instrumental in the success of
Eatontown. All of DTS was spectacular and were strong partners in the
successful Go Live for Eatontown. This included all DTS equipment
election, coordination, purchase and set up; Epic build, education,
rollout and support; digital signage; kiosks; and many other components
of the digital build for Eatontown. There were countless individuals that I
do not want to call out specific members of the team that someone may
be left out of the recognition. DTS was there every step of the way and
we appreciate the collaboration and support that made Eatontown Left to right: Stephen Walsh, Karla Gavilanes,
so great.” Marjorie LaGuardia, Vincent Tomasetti

APPLICATION HARMONIZATION
The team has worked with clinical and operational
sponsors to harmonize applications across the network,
enabling a more mobile workforce with more efficient,
user-centered application design and new workflows to
meet evolving network services.

DTS 21/22 YEAR IN REVIEW

BEACON BONE MARROW EPIC TO PHYSICIAN ENTERPRISE
TRANSPLANT FEATURE SET The Epic DTS teams along with our Physician
Epic’s Beacon Bone Marrow Transplant (BMT) Feature Set Enterprise Division partners implemented the Epic
enabled BMT transplant staff to manage donor and recipient Ambulatory module as part of the network growth
tracking, integrate care pathways and checklists in their strategy. The implementations resulted in upgraded
workflow, coordinate pre-transplant planning, and easily infrastructure, application harmonization, revenue cycle
report real-time actionable and longer-term analytical data improvements, and clinical content standardization
for the BMT patient population. across specialties.

Since its implementation in February 2022, 38 adult and

15 pediatric patients have successfully received transplants
with the assistance of the BMT Feature Set.

ENSURING CARE CONTINUITY

25
BUSINESS APPLICATIONS

Our mission is to provide best-in-class applications to our customers, while supporting the continued growth and
evolving demands of our organization. Our vision is to offer easy-to-use applications by optimizing, modernizing,
and simplifying our systems through the use of technology and best-practices.

TEAM OVERVIEW
The team is comprised of four core groups that deliver solutions and services to the HMH network:

CAMPUS SUPPLY FINANCE HUMAN

SOLUTIONS CHAIN MANAGEMENT RESOURCES

CAMPUS SOLUTIONS MODULES SUPPLY CHAIN MANAGEMENT

These solutions provide a variety of services developed Supply Chain Management (SCM) includes all activities
to assist students in their academic endeavors. associated with managing the flow of goods and services
between vendors and HMH.

FINANCIAL MANAGEMENT
The Financial Supply Chain Managment (FSCM) team manages HMH’s official financial transactions, invoice payments,
and the administration of sponsored research activities, distribution, and allocation of funds.

DTS 21/22 YEAR IN REVIEW

HUMAN RESOURCES
MOBILE DEVICE ENABLED PEOPLESOFT HCM IMPLEMENTATION
OPEN ENROLLMENT AT CARRIER CLINIC
PeopleSoft eBenefits is a user-friendly application PeopleSoft HCM is a single integrated system for
leveraged to manage employee Benefit Elections, Life managing a wide range of functions relating to HR,
Events, and Open Enrollment. Open Enrollment is a Payroll, Benefits, and Self Service. The platform is
gateway to your health, dental, vision, flexible spending accessible 24 hours per day, seven days a week. This
accounts, basic and supplemental life insurance, and helped align team members at Carrier Clinic to
long-term disability benefits. Using eBenefits, employees standardize HMH workflows, payroll, and financial
can access their benefit elections 24 hours per day, seven planning, allowing for greater network integration.
days a week. The mobile enabled Open Enrollment is
responsive and can adapt to various screen sizes. This helps
in delivering a native application experience on any mobile
device as well as a simple, intuitive desktop experience.

VACCINATION RECORDING FOR TEAM MEMBERS

27
INFRASTRUCTURE AND TECHNOLOGY

The Infrastructure and Technology teams have been instrumental in the transition to a Google first strategy,
implementing Google workplace, Chrome OS, and Google Cloud Platform, making HMH the nation’s first large,
integrated health network using a comprehensive set of Google products.
We expect to achieve operational excellence through innovative relevant, cost efficient, and secure technology solutions
and services.

TEAM OVERVIEW
Our core group of technically proficient, business-oriented professionals deliver a myriad of services and solutions
through the HMH ecosystem in the areas below:

SYSTEM SERVICE SYSTEM CUSTOMER SERVICE CYBERSECURITY PORTFOLIO

ENGINEERING MANAGEMENT OPERATIONS OPERATIONS MANAGEMENT
AND SITE MANAGERS

GOOGLE ADOPTION

GOOGLE WORKSPACE IMPLEMENTATION

The Google implementation was a network-wide initiative
that supported the concepts of security, simplicity,
consistency, and collaboration while providing additional
benefits of flexibility and convenience across HMH’s
infrastructure. Google provided a secure, cost-effective,
easily supportable, and efficient way to protect
organizational data and patient privacy while balancing
workforce mobility to enable the simplification of processes
and our ways of doing business.

DTS 21/22 YEAR IN REVIEW

 MODERNIZING THE WAY HMH WORKS
GOOGLE CLOUD PLATFORM MYSUPPORT
Google Cloud Platform (GCP) will enable our future MySupport is a modernized service management platform.
digital strategies, including data and analytics, predictive That includes a robust self-service portal and mobile app
health, and in-house application development. to support all DTS service requests, incident reports, and
project requests.

ENHANCING HIGH RELIABILITY ONE DOMAIN

The migration from Hillcrest data center to Collegeville We aim to consolidate and unify identities and objects
was essential to accommodate long-term growth and under One Domain. We will streamline all activities around
maintain network security. This critical project initiated access management, identities, policies and governance,
in 2021 and continues today. communication/interoperability between systems, and
infrastructure, creating a unified log-in experience for all
HMH users.

29
CYBERSECURITY

Cybersecurity and Identity and Access Management are foundational to DTS’s mission. We are developing and
implementing a resilient Cybersecurity and Identity and Access Management program to enable HMH to innovate and
iterate more rapidly to achieve excellence and advancement in health care.

These are unprecedented and dangerous times in Cybersecurity. Most organizations depend on technology, yet are not
proficient at maintaining it and therefore engender technical debt. In addition, hackers have adopted a more destructive
approach. So, the new “normal” for health care in Cybersecurity is an increased threat environment.

GOVERNANCE, RISK CYSERSECURITY VULNERABILITY PATCH IDENTITY AND ACCESS

AND COMPLIANCE OPERATIONS MANAGEMENT MANAGEMENT MANAGEMENT

CHANGE IN THREAT ENVIRONMENT

Over the past 12 to 18 months, several drastic changes to the threat environment have occurred:
Over 600 new threat actors

HUNDREDS of new malware threats

MORE THAN 38% OF ALL ORGANIZATIONS

worldwide have suffered a ransomware attack
SHORTAGE in cybersecurity talent

I n December 2021, a zero-day vulnerability (Log4j) was

announced, AFFECTING MORE THAN 3 BILLION
SYSTEMS APPLICATIONS WORLDWIDE
In response to the Log4j vulnerability, the HMH
Cybersecurity team immediately stepped up their defensive
posture. As a result, Cybersecurity and most DTS teams put in
over 4,000 hours, over and above their regular workload, to remediate vulnerable systems between December 2021 to
mid-February 2022.

Cybercriminals were busy on the Internet during this same time frame and continuing into March 2022. As a result, the
world saw more than a six times increase in cybercriminal activity and successful hacking attempts. In addition, as the war
in the Ukraine began, HMH was warned by the U.S.
Government that cyberattacks would increase with the
commencement of hostilities. As a result, the U.S.
Government asked all critical infrastructure organizations
to improve their vigilance and prepare for cyberattacks.

DTS 21/22 YEAR IN REVIEW

 INDUSTRY CYBERSECURITY TREND TRENDS IN CYBERCRIMINAL BEHAVIOR
 In the past, most cyberattacks began with social engineering
(e.g., phishing attempts).

 I n the first three months of 2022, cybercriminals made

a switch.

 0% of reported attacks turned to taking advantage of

9
technical vulnerabilities (e.g., traditional hacking).

  riminals employ foreign “call centers” to make direct calls

C
to users, asking for their username and password. These
types of calls are referred to as “bizarre calls.”

HMH’S RESOLVE
Our accomplishments are largely due to the dedication and diligence of the
Cybersecurity team, along with the actions and commitment of all
HMH-associated members. In addition, we continue to add resources to our
team to support the growing demand for cyberdefense strategies.

More than ever, our colleagues throughout HMH are our organization’s first
line of defense. Cybersecurity is everyone’s responsibility. We advise
colleagues to use their judgment and continue to have an appropriate level
of skepticism. Be on guard, but be assured that our DTS teams are doing
everything we can to continue to provide HMH with a world-class, capable,
and protected infrastructure.

HMH Cybersecurity has reacted to all these threats while maintaining our normal operations. For example, our Identity
and Access Management team handles over 2800 requests for access every month.

31
PROGRAM MANAGEMENT OFFICE AND SITE MANAGERS

The Program Management Office (PMO) is charged with applying repeatable, consistent, and proven project and
portfolio management frameworks to ensure due diligence in project planning, selection, and execution to help
Hackensack Meridian Health achieve its mission and strategic objectives. In other words, doing the right things (efforts
and investments that promote patient care objectives) in the right way (thorough planning and excellence in
execution). The focus is threefold:

To manage the portfolio so that our time, effort, and monetary investments are aligned and prioritized with
organizational goals.
To effectively plan projects that include: outcomes, resource requirements, technology changes, risk assessment,
and budgetary requirements that are clear and improve project success rates.
To deliver projects with the desired outcomes, within the designated budget, and on time, as planned.

INTAKE PROJECT PORTFOLIO OVERSIGHT/ RELATIONSHIP

MANAGERS MANAGERS GOVERNANCE MANAGEMENT

PROGRAM MANAGEMENT OFFICE

The Program Management Office (PMO) is responsible for ensuring that the DTS department evaluates demands for
technology resources, facilitates prioritization, and ultimately supports the deployment of approved projects. The PMO
engages with various committees to seek approval and determine priorities for more significant initiatives. In addition,
they serve as the direct liaison between the DTS delivery teams and the organizational stakeholders. In 2022, the team
added new workflows (MyProject) and resources to improve turnaround time and responsiveness to new demands.

RELATIONSHIP MANAGEMENT
As a part of the ongoing journey to better target how we serve our customers, the DTS Business Relationship Managers
have been re-titled as DTS Site Managers. While their title has changed, their responsibilities remain the same. The Site
Managers are the primary point of contact between the sites and DTS. They are responsible for addressing or escalating
technology issues, facilitating planning for projects involving DTS resources, and communicating needs and capabilities
between DTS and the sites.

VISION FOR THE FUTURE

The Project Management Office (PMO) will transform into a Value Management Office (VMO) that will
significantly enhance HMH’s ability to improve outcomes and costs across the network. Rather than solely focusing
on project delivery, the VMO will focus on the delivery of business value. For individuals, this will necessitate a shift to
focus on value stream management rather than project management. At a minimum, the VMO will serve as a center of
excellence to assist clinical units in outcomes, cost measurement, as well as to set priorities for continuous improvement
projects to ensure that new digital technology services platforms are aligned with the value agenda.

DTS 21/22 YEAR IN REVIEW

DTS OVERSIGHT & GOVERNANCE MYPROJECT IMPLEMENTATION
In 2021, the Multidisciplinary Oversight Committee MyProject was implemented in 2022 to establish a single
(MDC), composed of operational service leaders from intake request process for the DTS department, enabling
across the network, was established. It works to ensure cross-team collaboration with the Business Planning
DTS investments and resources align with organizational Process (BPP). The team has worked to eliminate
strategies. The group’s charter covers investment redundancies and better align resources across all
prioritization, architectural alignment, and network initiatives.
project sequencing.

DTS SITE MANAGERS

The DTS Site Managers are involved in managing site specific technology needs. They are responsible for responding to
escalated issues; overseeing of the technology portion of on-site initiatives; communicating with site
leadership and acting as a bridge between DTS and the sites to determine needs, scope, timeframe, etc.

291 ONSITE INITIATIVES

11 SITES
8 SITE MANAGERS
33
TEAM CULTURE

5Cs AWARD WINNERS:

In collaboration with the HMH Culture Circle, DTS introduced quarterly awards to honor team members who truly
embody our 5Cs, HMH’s core values and beliefs:

Courageous Creative Collaborative Compassionate Connected

Winners are selected by the DTS Culture Circle and the DTS Senior Leadership team. More than 500 nominations have
been made since the awards were introduced in early 2022.

Q1 WINNERS

From left to right: Andrew Goldner, Krista Mohamed, Lisa Dworak, Kristina Scoglio, and Jose Nina.

Q2 WINNERS

From left to right: Kathy Li, Charlene Salas, Sharonda Towe, Eileen Donnelly, and Elizabeth Hesdon.

Q3 WINNERS

From left to right: Joy Mamuszka, Charles Gleason, Steve Celli, Jason Vansplinter, and Paul Lizotte.

DTS 21/22 YEAR IN REVIEW

 DTS
CELEBRATING TEAM CULTURE

35
TEAM CULTURE

HMH HALL OF FAME LEADERS:

What does that mean? It means they scored among the top for Standard Work That Works in our 2021 Trust Index
Survey. Which, more importantly, means these 10 are having consistent and meaningful interactions with their teams.

Katie Belko Steve Celli Eileen Donnelly Basu Gunda Dave Meyer

Manager, Epic Manager, Business Director, Director, Business Supervisor,

Training Applications Ambulatory Services Applications Telecommunications
Mark Parrish Regina Radvanski Allen Thorpe Dennis Torre Nate Weinstein

Director, Clinical Manager, Manager, Inpatient Manager, Network Manager, Inpatient

Information Systems Ambulatory Services Clinical Services Engineering Clinical Services

TOP GOLF
The Culture Cirle invited team members to an evening of family fun at
Top Golf. We captured some of these fun moments.

IT PRO DAY
In our new hybrid work environment, dependency upon
DTS teams has become increasingly demanding. Everyday,
DTS team members are called upon to overcome a myriad of
new challenges so the organization runs smoothly. IT Pro Day
is celebrated on the third Tuesday of each September and was
established in 2015 to honor the DTS pros who do the critical
but often unseen work to keep our networks and
applications running.

DTS 21/22 YEAR IN REVIEW

DTS TEAM APPRECIATION DAY
In July 2022, DTS hosted its first DTS Team Appreciation Day to acknowledge and celebrate all of the hard work and
dedication of our teams.

37
TEAM CULTURE

DTS CULTURE CIRCLE

Top row (left to right): Geoffrey Wilson, Paloosha Latif, Peg Kauth, Jennifer Viaud, Charlene Salas, Andrew Goldner, and
Lukman Alapa
Bottom row (left to right): Sabina Janvier, Gina Lapoff, Fatima Brown, Jennifer Anama, and Lauren Koniaris, MD.

FUND RAISING EVENTS

RAISED
$5,515.00
FOR

DTS 21/22 YEAR IN REVIEW

 WALKING DAY
Congratulations to Enakshi Law who was selected from the 48 entrants in the
DTS Culture Circle’s National Walking Day event. Enakshi amassed a team
high 26,504 steps that day.

BEACH SWEEP
In honor of Earth Day, DTS team
members participated in beach
sweeps. The DTS Culture Circle organized the
department’s participation at Bradley Beach.

MILES FOR MINDS

DTS team members who came out at the end
of July in support of JFK’s Miles for Minds
Fundraising Event.  

39
TEAM RECOGNITION

Once again, Hackensack Meridian Health has received a Most Wired designation from
the College of Healthcare Information Management Executives (CHiME) as part of
the 2021 CHiME HealthCare’s Most Wired annual survey. This designation recognizes
that HMH infuses technologies in our clinical and business programs to improve health
care in our communities. HMH received a Quality Award (level 8) and is among the
top 275 Acute Recognized organizations. A total of 36,674 organizations were
represented in the 2021 Health Most Wired program.

The awards for the best e-healthcare program in the country were
announced in Las Vegas. More than 1,500 entries were submitted and
HMH is one of the best in the nation. In the hyper-competitive Health
System category, HMH bested the likes of Cleveland Clinic, Mayo Clinic, Johns
Hopkins and others.
For Best COVID-19 Pandemic Related Communications — Platinum Award
For Best Organizational Commitment to eHealth — Platinum Award
For Best Healthcare Podcast — Platinum Award
For Best Digital Marketing Campaign — Gold Award
For Best Intranet — Platinum Award

Mark Eimer was a finalist for a New York CIO of the 2021 Year ORBiE Award
in Health Care and was honored with the other finalists in Q4 2021. This
year, Mark is a finalist again for the 2022 award. The ORBiEs are the premier
technology executive recognition program in the United States. The ORBiE
honors chief information officers who have demonstrated excellence in
technology leadership. Finalists and winners are selected by an independent
peer review process. This year’s winner will be awarded at a December 9
ceremony in New York City. Best of luck Mark!

HMH won a Google Cloud Customer Award in the healthcare and life sciences division. HMH
was one of 12 organizations that was honored for its success. “From handling genomic data for
biomedical research, to supporting front-line medical professionals, to continuing the fight
against COVID-19, health care and life sciences organizations are harnessing the power of
cloud computing to carry out essential work.”

HMH Partnership with New Jersey Cybersecurity and Communications

Integration Cell (NJCIC) focused on information sharing, cyberthreat
analysis, and incident reporting.

DTS 21/22 YEAR IN REVIEW

 BECKER’S
RECOG NITIO N
Gail Keyser and Dr. Lauren Koniaris were on the Women in Health IT to Watch
in 2022. The list recognizes that “women are increasingly taking on roles in
health IT, following in the footsteps of the pioneers who have been in the field
for years” and includes those with long-established careers and rising stars in
the field.

Gail Keyser was announced as one of the Women Power Players in Health IT.

Dr. Lauren Koniaris was named as one of 70 Women Leaders in Health IT to

Know/Women Power Players in Health IT.

Kash Patel is listed among 50 Chief Digital Officer Innovators to Know, 2022.

Ken McCardle and Sameer Sethi are listed among 40 Chief Data and Analytics
Officers Making an Impact in Healthcare.

Pamela Landis was named to Choose New Jersey Marketing Advisory Board.

 ash Patel was named a NJBiz Digi-Tech Innovators Award winner of

K
2022, and was also included in the Google Cloud’s Customer
Advisory Board.
Google Cloud
Customer Advisory
Board

Mark Johnson was selected to be a part of the Joint Commission’s

Cybersecurity Technical Advisory Panel.

41
TEAM ENABLEMENT

GOOGLE CERTIFICATE GRADUATES

Program Mission:
Enable HMH team members to gain knowledge of, and
learn DTS job-related skills with no relevant experience.
This allows HMH Team members to earn certifications in
specific Google products and solutions that allow for team
members to gain insight into and entry into the general
technology industry.
Program Overview:
No experience necessary Stand out to
employers
Learn at your own pace A path to
(3-6 month long courses) in-demand jobs

REGIONAL LEADERSHIP ITIL CERTIFICATION

FOUNDATION (RLF)

38
TRAINING PROGRAM
RLF is a rigorous and highly
experiential “learning lab”
that fosters long term leadership PEOPLE CERTIFIED
development and incorporates
deep learning in an immersive
ITIL CERTIFICATION
SINCE
environmentthat supports SEPTEMBER 2021

adaptability and discovery.

INTERN PROGRAM
Program Missions:
The DTS intern program is intended to create a beneficial
relationship and growth opportunity for HMH, its team
members, and collegiate students in the New Jersey area.
This program will enhance our ability to expand brand
awareness, create a pathway to recruit top talent, and build
strong relatioships within the community.

80 INTERN APPLICANTS 






50 INTERN INTERVIEWS




Program Overview:
9 INTERN HIRES 



 
3-month program: June 6th - August 26th.
8 DIFFERENT COLLEGES /
UNIVERSITIES
Mix of rotational assignments and
project-based roles. 4 UNDERGRADUATES 5 GRADUATE STUDENTS
DTS 21/22 YEAR IN REVIEW
 THOUGHT LEADERSHIP

Mark Eimer was profiled in a Kash Patel was a panelist for the TiE Pamela Landis presented with Jim
HealthTech magazine, “Q&A: Mark Delhi NCR conference discussion Blazar on “Re-Engaging
Eimer Reflects on Google Workspace on “AI Driving Transformation” and Post-COVID: Bring Back Patients
and Chrome OS Rollout” and on the was the featured guest on the Health AND Grow Business” at the 27th
Google Blog, “Security and equity: Care Innovation webinar, “How To Do Healthcare Marketing & Physician
Scaling remote work in health care More With Less.” Strategies Summit.
with Google.”

Melissa Lawlor was a panelist for Joy Mamuszka presented at Epic’s Lauren Koniaris, MD and Charu
“Cybersecurity in Healthcare: IT XGM, “A New Era of Fall Prevention: Dhavalikar, M.D., along with Thomas
Security Leaders Talk Solutions.” Automating the Hendrick II Model.” Flynn, presented “Moving MyChart
into the 21st Century -Updating Teen
MyChart in Response to the Cares
Act” at Epic UGM.

Lori Krempa and Deborah Zabilowicz presented “COP Success with the
Dorothy & Comfort Care Plan Template” at Epic UGM.

43
DTS SENIOR LEADERSHIP TEAM
Kash Patel

Executive Vice President,

Chief Digital Information Officer
Kristen Cox Charu Dhavalikar, MD Michael Draugelis Mark Eimer

VP, Service Management Chief Medical Informatics VP, Predictive Health SVP, Associate CIO and
and Office of the CDIO Officer Chief Technology Officer
Indranil Ganguly Mark Johnson Gail Keyser, RN Lauren Koniaris, MD

VP, Project Management VP, Chief Information SVP, Associate CIO and VP, Chief Medical
Office Security Officer Chief Applications Officer Informatics Officer
Pamela Landis Ken McCardle Sameer Sethi Gary Wilhelm

SVP, Digital Engagement VP, Chief Clinical SVP, Chief Data and VP, Business Applications
Data Officer Analytics Officer

DTS 21/22 YEAR IN REVIEW

 DTS IS REIMAGINING HEALTH CARE

As a service-oriented provider, we’re laying the

foundation for innovations that will improve health care
today and in the future.

Digital technology empowers our patients and

communities with a human-centered approach. Access
to digital information helps patients understand their
care and emerging technologies continue to increase
the quality of that care. Real time, personalized care
connects our patients to their care givers and the
greater HMH community.

As the world continues to shift to a more digital

landscape DTS is working to optimize technology
practices for the HMH community.

DTS is actively building a future-fit team and ensuring

team members have the opportunities to upskill, reskill,
and grow. Contact OfficeofDTSDepartment@hmhn.
org to learn about how DTS can assist you.

Visit our website at https://myhmh.org/en/

Departments/Information-Technology to learn more
about the DTS department throughout the year.

45
THE NEXT HORIZON

ACCELERATING ADOPTION
TO: Digital Technology Services 2023
FROM: Digital Technology Services 2022

As we prepare for 2023 and beyond, we recognize this is an exciting and challenging time for DTS, HMH, and health
care in general.

We know health care is changing - from home health to virtualized care to continued integration and expansion of
artificial intelligence and intelligent business automation. There is a shift in what’s expected and what we’re able to deliver.

When you read this next year, know our team will be focused on delivering the value of the future.

First and foremost, no matter the obstacles that came our way in these last 12 months, we have continued to build a
strong foundation that emphasizes team member growth and career development.

To derive the highest value out of our investments our team will focus on the optimization of our Clinical, Human
Resources and Finance systems. We will fine-tune workflows and introduce new process automations that will realize
measurable benefits. We will integrate new insights from our unique data platform and use predictive algorithms to
improve outcomes. By deploying ekam we will provide actionable data and insights in real-time. We will deepen our
partnership with Google and collaboratively work on new innovations that will enhance HMH’s reputation. The team is
developing an AI avatar that will change the way we access data. These are just some of the ideas and aspirations of the
team for the next year.

The lesson ingrained in us from the past few years is to expect the unexpected. No matter how much we plan, the future
is unknowable. We will always question the status quo.

Our aspirations will not waver. DTS is determined to deliver the art of the possible back to HHM’s team members,
students, researchers, providers, and the broader communities we serve.

DTS 21/22 YEAR IN REVIEW

ABOUT HACKENSACK MERIDIAN HEALTH
Hackensack Meridian Health by the Numbers

4,692
We are the largest, most
comprehensive and truly “People think focus means
integrated health care network

saying yes to the thing you’ve

licensed beds
in New Jersey, offering a
complete range of medical
services, innovative research
7,000+
physicians
and life-enhancing care.
got to focus on. But that’s not
18 Hospitals
4 Academic Medical Centers what it means at all. It means
500+ 8 Community Hospitals
patient care
locations
2 Rehabilitation Hospitals saying no to the hundred
2 Children’s Hospitals
1 Behavioral Health Hospital
other good ideas that there are.
$7.4B 1 Long Term Acute Care Hospital
operating
revenue
AND

1 Center for You have to pick carefully. I’m

Discovery & Innovation
1 School of Medicine
actually as proud of the things
we haven’t done as the things I
have done. Innovation is saying
no to 1,000 things.”
179,893 585,499 2,025,903
patient admissions emergency visits outpatient visits ~ Steve Jobs
100,359 35,000+
surgeries team members
(inpatient and outpatient)

DTS 21/22 YEAR IN REVIEW