Meadowlands Magazine: February / March 2022

FEBRUARY/MARCH 2022

RPM RACEWAY | RACE PLAY MORE: ROAD TO RECOVERY A local small business defies all odds against COVID-19 pandemic Pg. 18

Meadowlands Chamber Launches Exclusive Health Benefits Program For Local Businesses Pg. 22

Disruptions & Opportunities Part 3: Reducing Overhead Costs Pg. 12

Special Section: Excerpts from 2022 Meadowlands Economic Development & Relocation Guide Pg. 27

Il Villaggio_Oct2015_V1_Il 10/20/15 4:29 PM Page 1

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

“Best of Award of Excellence” - Wine Spectator Magazine

Come experience Il Villaggio’s distinguished cuisine in our newly renovated restaurant Since 1979, Il Villaggio has been consistently providing guests with truly memorable dining experiences.

Our menu specializes in classic northern Italian dishes, which include a wide variety of fresh fish & seafood specials that change daily. Complete your dining experience with our wide selection of homemade desserts.

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

Monday-Friday: 11:30 am -11:00 pm • Saturday: 5:00 pm - 12 Midnight Sunday: Private Events Only 651 Route 17 North, Carlstadt, NJ 07072 Telephone: 201.935.7733 • info@ilvillaggio.com • www.ilvillaggio.com

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contents

LEADERSHIP COUNCIL American Dream BCB Community Bank Bergen Community College Bergen Engineering/ Branca Properties Blue Foundry Bank Delta Dental Edison Properties ELEC 825 | Engineers Labor-Management Cooperative Ernst & Young, LLP Eastwick Colleges EZ Ride Forsgate Industrial Partners Genova Burns Goya Foods Hackensack University Medical Center Hartz Mountain Industries Horizon Blue Cross Blue Shield of NJNYC Hospital for Special Surgery IBEW 164 In Thyme Catered Events

J. Fletcher Creamer & Son, Inc. Kearny Bank Lakeland Bank Langan Engineering New Jersey-NYC McGowan Builders, Inc. Meadowlands Racing & Entertainment M&T Bank MWWPR NAI James E. Hanson, Inc. New York Jets NJ Sharing Network NJM Insurance Group NJSEA Onyx Equities, LLC Personal Touch Experience PSE&G Quest Diagnostics Russo Development Scarinci Hollenbeck TD Bank Suez Water New Jersey Inc. Verizon Wacoal America WSP

Publisher: Meadowlands Media, a division of the Meadowlands Chamber MCHQ - Business Hub 1099 Wall Street West, Suite 100 Lyndhurst, NJ 07071 (201) 939-0707 Director of Communications & Publications: Joe Garavente Email submissions: jgaravente@meadowlands.org Advertising Director: Martha Morley, Greer Enterprises, Inc. (201) 493-7996 Media & Editorial Production Coordinator: Brianne Hailey Killeen

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RPM Raceway: On the Road to Recovery

4 36 37 37 38 38 39

Meadowlands Business Report Meadowlands Eat & Drink Meadowlands Transportation Event Planning & Catering Services Explore the Meadowlands Stay in the Meadowlands Destination Meadowlands

DEPARTMENTS

6 8 10 15

Thought Leaders: Opinion & Commentary Lessons in Leadership Innovation & Technology Human Resources & Operations

Intern: Giana DiLemme Design: Stephanie Kowalsky, Eighty6 Printing: A&P Printing Meadowlands Magazine Distribution: MTM Resources Copyright 2022. All rights reserved. Reproduction of any artwork, editorial material or copy prepared by Meadowlands Chamber of Commerce and appearing in this publication is strictly prohibited without written consent of the publisher. Additional magazines and reprints of articles are available.

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

FEATURES

12

Disruptions & Opportunities: Reimagining The Meadowlands Economy

18

RPM Raceway: On the Road to Recovery

22

Meadowlands Chamber Launches Exclusive Health Benefits Program For Local Businesses

27

Special Section: Excerpts from 2022 Meadowlands Economic Development & Relocation Guide

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MEADOWLANDS BUSINESS REPORT

Now is the time…

When I was young, my Dad would often ask me about my aspirations and then he would challenge me by asking, “Why?” He always made me think about what I wanted to do, having me deeply reflect on its purpose. For this reason, the question of ‘Why?’ has always stuck with me.

Fast forward to recent years and here comes a young motivational thinker and speaker named Simon Sinek, who invigorates my ‘Why?’ and makes me think purposefully.

Building great businesses and great teams with purposeful leadership is right up my alley! If you have not seen Simon Sinek speak, I encourage you to look up his famous TED Talk and many videos on YouTube. I share this story because I feel strongly now is the time to answer your why – and propel your business or career.

As we look forward, in this issue we focus on the topics and information that will help businesses evolve, adapt and prosper so we can navigate this volatile economy. On the cover and in a feature story on page 18, we feature RPM Raceway – and let me tell you how invigorating racing electric carts can be! Bring your team for a little internal competition and team bonding to get the creative juices flowing again. Developing our staff and offering career paths has never been more important, as Doug Brown from Paradigm Associates delves into in a feature story on page 15.

You will find more interesting ideas to help you think differently about the business landscape in the special series section Disruptions & Opportunities on page 12. We also explore on page 22 the details of the newly launched MC Health Benefits Program, which is providing greater access

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February/March 2022

and reduced costs for small and medium sized businesses.

How often do you read about the need for us all to take cybersecurity more seriously? It is a huge threat to operating businesses today because we all depend on the internet and technology in so many ways. We must become more proficient at training our staff and implementing internal security measures. On page 10, we have a comprehensive piece from Mike Battistella of Solutions3 LLC on developing an effective cybersecurity management strategy.

Lastly, James W. Crawford III, president of Felician University and a retired Admiral/43rd Judge Advocate General (JAG) of the United States Navy, offers insightful commentary on leadership in our Thought Leaders: Opinions & Commentary section on page 6.

So, it’s 2022 and time sits idle for no one…let’s go!

Onward and forward!

Respectfully,

Jim Kirkos President & CEO Meadowlands Chamber

Elevating the Arc of Every Life Leaders are often formed in the crucible of challenging times and events, such as we face today. The whole of humanity has faced a massive and deadly pandemic that continues to reshape everything that gives substance to our lives at every level—whether leisure or business related, national or international, individual or community. The way we live has been forever changed, but human beings are the most adaptable living creature on the planet, and we will find our footing.

At Felician, these past two years of COVID have not been an impediment to teaching and learning, but rather an opportunity to evolve the Felician learning environment and learning delivery to provide our students with a whole learning experience to enable resilience and adaptability. Every day within this University we offer our prayers for all those the world has lost to this virus and for those whose lives have been made more complicated by COVID’s impact.

This pandemic has demonstrated we cannot always control the conditions that affect us, but it has also shown in stark relief that we always have control over the behaviors that enable us to overcome adversity. These COVID times, with all the unknowns, unpredictability, and constant change, have presented the greatest possible life lesson. Felician has sought, through a compassionate and substantive approach, to bring out the best in every student.

Our students learn to act with alacrity and agility, to embrace change, and to use failure to beget success—to never stop learning and evolving. When the Felician student looks back and recalls this time of great trial they will remember the losses experienced, but will also celebrate the skills and capacities gained to succeed, no matter the height or duration of the obstacle. They will have the courage to step up and lead within their communities with confidence, understanding, as my Dad always said, “you may not be able to control the time and nature of the challenge, but you are the master of how you respond thereto.”

These students now have an experiential understanding that, if you dwell on the difficulty of the moment, you will only see darkness.

But if you look inward to the light of the human spirit, anyone can serve as a beacon.

Even with masks and physical distancing, our students found new ways to engage with fellow students, interact with our great faculty and staff, ingest the skills and knowledge offered them, and continue to make a difference through volunteering and supporting collective community efforts. It states the obvious to say that the past two years presented a most unique university experience but let there be no doubt—the Felician graduate is ready to have immediate impact, wherever their life path leads them.

James W. Crawford III Vice Admiral, JAGC, U.S. Navy (ret.)

President, Felician University

Changing the world... ...one graduate at a time.

If you want a job-ready, committed, enthusiastic, diligent, and character-based individual who can communicate, engage, listen, learn, lead, and follow on your team, then you want a Felician graduate!

Nursing | Education | Arts & Sciences Business & Information Sciences One Felician Way | Rutherford, NJ 07070 262 South Main Street | Lodi, NJ 07644 201-355-1432 www.felician.edu THE FRANCISCAN UNIVERSITY OF NEW JERSEY

THOUGHT LEADERS: OPINION & COMMENTARY

“Leadership Is About People And For People” Questions on leadership with Felician University President James W. Crawford III

For this special installment of Thought Leaders: Opinion & Commentary, we interviewed James W. Crawford III, the President of Felician University, to learn more about his perspective on leadership.

J

ames W. Crawford III was appointed the sixth president of Felician University on June 21, 2021. Crawford is a retired Admiral and the 43rd Judge Advocate General (JAG) of the United States Navy. He served under six Presidents and was Lead Counsel for the principal military advisor to Presidents George W. Bush and Barack Obama. He was a trusted voice for the National Security Council, the Homeland Security Council and Secretaries of Defense Robert M. Gates and Leon Panetta.

A native of Charlotte, North Carolina, James W. Crawford III graduated from Belmont Abbey College and earned his Juris Doctorate from the University of North Carolina. He holds a Master of Laws degree in Ocean and Coastal Law from the University of Miami and a Master of Arts in National Security and Strategic Studies from the Naval War College. He was named a 2008 MIT Seminar XXI Fellow. He is married to the former Elizabeth Ann Goncalo and they have 14 year-old twin boys. The formal Inauguration of President Crawford will take place the week of April 25, 2022.

You grew up in Charlotte, NC, served in the military and are now the President of Felician University. What do you think makes a good leader in higher education?

The character of leadership is not determined by the industry.

The character of leadership is eternal and unchanging. As one author states, “leadership is about people and for people.” This was constantly emphasized by the amazing women and men who mentored me in large and small ways during my active-duty service.

A leader serves the mission first but is always focused on the people who work and sacrifice to achieve the mission and shared vision. It may seem obvious, but if you think of leadership in terms of mission first, but people always, then it drives home the importance, as a leader, of being honest, consistent and transparent in all your behaviors. It sounds like a no-brainer but history is replete with unfortunate examples of leaders who fail in these critical metrics. Being honest, consistent and transparent engenders a sense of reliability within the team one leads. Reliability engenders strength and resilience, which are necessary elements of individual and organizational success.

A leader must have a passion for what they do, so in terms of a higher education leader, one must have a passion for student-centricity. The answer to every question must start and end with, “How does it benefit the student?”

What was your most memorable leadership experience in the military?

There were far too many incidents and occurrences over the course of 30-plus years of service to identify a single memorable event. What I would offer instead is the importance of compassion 6

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James W. Crawford III, President, Felician University

in leadership.

There is a common saying that life is often hard. There is an undisputable honesty in this statement. Operating complex organizations can present a unique level of difficulty. It takes a multiplicity of approaches, skills and thoughtfulness to navigate these difficulties.

Compassion enables one to appreciate perspectives that are not one’s own; it is empowering and facilitates relationships upon which growth and trust can be grounded. Compassion offers a powerful energy that is often underappreciated for the part it plays in cultivating the courage needed to face the challenges we encounter day-to-day.

Do you think leaders are born or made?

One of the greatest NFL coaches of all time [Vince Lombardi] said, “Leaders aren’t born, they are made. And they are made just like anything else, through hard work.”

Every person is born with their own unique gifts and talents.

But it requires an investment of hard work, sacrifice, falling down and getting back up and trying again for these gifts and talents to manifest into leadership.

I love the line, “There is no teacher like experience.” Life events over time can foster determination and fire the passion to grow and succeed in whatever endeavor one undertakes. I believe this is true for leadership as it is for anything else.

What advice do you have for aspiring leaders?

I would simply offer my perspective, rather than purporting to offer advice.

A leader must first and foremost be accountable. They must model accountability, message accountability and have the courage to take accountable actions — but, always with compassion.

I like to think about it like this, if the organization receives accolades, then the leader stands behind the team and allows them to bask in that glow. When there is criticism the leader stands in front of the team not as a shield, but as the person principally responsible for the organization.

This behavior must be authentic, as the travails of leadership will reveal who you really are. In the heat of the contest, no matter the business or enterprise, the truth of who you are will come out and if the truth in your actions and behaviors at the moment when your leadership is most needed, is inconsistent with what you have been saying, you will be ineffective and you will lose your team at the very moment you can least afford for them to doubt you and why they are there with you.

Being accountable and authentic requires a leader to embrace humility. Humility is a potent shield against perhaps the leader’s deadliest enemy – their ego and the risk of being captured in the echo chamber of their own perceived brilliance.

If this happens, and we see it time and time again in leadership, you make yourself the center of things when in reality, the mission and the people working and sacrificing for the mission are the true center.

NAVIGATING THE LEGAL LANDSCAPE FOR

NEW JERSEY

BUSINESSES - Corporate Transactions - Business Law - Mergers & Acquisitions - Intellectual Property - Technology Law

- Commercial Real Estate - Environmental - Infrastructure - Land Use - Litigation

- Criminal Defense - Creditors’ Rights - Tax, Trusts & Estates

- Labor & Employment - Cannabis Law - Regulatory & Compliance

James W. Crawford III was appointed the sixth president of Felician University on June 21, 2021. Crawford is a retired Admiral and the 43rd Judge Advocate General (JAG) of the United States Navy.

1100 Valley Brook Ave, Lyndhurst, NJ 07071 The opinions expressed in this section are those of the submitting authors and do not necessarily represent the views of and may not be attributed as opinions of the Meadowlands Chamber or Meadowlands Media.

www.sh-law.com | 201-896-4100

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LESSONS IN LEADERSHIP

Great Leaders Connect on Any Playing Field

W

e would all rather be communicating and connecting in person but, sometimes, that is simply not possible or even preferable for a variety of reasons.

Great leaders must be able to connect with any audience—regardless of the platform. The decisions around how we engage with each other, be it in person or remote, will be dictated more and more by issues involving logistics, travel, economics and individual preference.

The need to communicate and connect in a remote world is an essential leadership requirement, so let’s consider some practical tips and tools in this area: Find the camera: I know it feels more comfortable to look at others on the screen when you are communicating, but when you do this, you are not making eye contact with your audience. The only way to connect with your audience is not by looking at them on your screen, but rather by looking directly into the camera, which is near the green or red dot on your device.

That is how others see you looking at them and making “eye contact.”

Be concise and clear: In remote communication, many leaders and team members are distracted. Our attention span is shorter. We wander. So, get to the point faster. Lead shorter meetings. Don’t drone on. If you have a five- or six-minute presentation that you’ve planned, turn it into a three-minute presentation. Simply put: edit yourself.

Engage them: In a remote setting, people must be engaged. The longer you hear one person’s voice in a remote setting, the more likely your audience is to become disengaged and disconnected. Get others talking. Ask more open-ended questions of individual team members. This takes prac8

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tice, persistence and assertiveness. But engaging others pays off big time in the remote world.

Cut down or eliminate your PowerPoint: Only use PowerPoint if it adds a lot to your presentation. Realize that as soon as you opt to use PowerPoint, you minimize the screen of participants. The PowerPoint takes over, and the meeting participants are usually in a narrow column along the righthand side of your screen. Your PowerPoint slide often becomes another barrier between you and your audience.

Lean in: Get closer to the camera. Fill up your screen, especially when presenting.

You wouldn’t sit back in your chair or lean back in an in-person presentation, rather, you would lean in. You must do the same in a remote setting, which takes practice and self-awareness.

Bring your passion: People need to not just see but also feel how strongly you believe what you are saying. That takes passion and, yes, energy. Low key, remote communication has its place, particularly when dealing with sensitive or difficult issues, but when you are engaging and trying to persuade your audience in a remote setting, a lack of passion can be deadly.

Be present: Eliminate your distrac-

February/March 2022

tions. Most of us can admit that, in a remote meeting, we have occasionally checked e-mails and text messages. But I’ve also come to realize that especially when the stakes are high in a remote meeting, the need to be present and focused is more critical than ever.

Slow down: Because you are in a remote setting, sometimes it is harder to understand exactly what you are saying.

Pausing and using deliberate, annunciated communication is critical to having the message sent be the message received. Fast talkers who often sound as if they are jumbling words together can give the impression that they are either nervous or are frankly not that concerned about others understanding them.

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

INNOVATION & TECHNOLOGY

When The Market Screams Cybersecurity Understanding the importance of IT Operations Management in a cybersecurity-focused market

O

ur businesses are under attack from every angle imaginable.

Cybercriminals want to get rich off our hard-earned efforts.

National state-sponsored attackers want to destroy our economy. Competition-sponsored attackers are intent on stealing our intellectual property (IP) and hacktivists do it all for the thrill of the hunt.

If these threats are not worrisome enough, our data is compromised daily by well-intentioned employees being human and making mistakes as humans often do.

Contractors working to support our efforts may potentially impact us by not following cybersecurity best practices. Business partners allow us to expand and/or support our service offering but are often the weak link in the supply chain, and if this isn’t bad enough, compromised internal accounts can rob us of our market credibility with one fateful click.

Once this realization hits us, we immediately think of vulnerability assessments, penetration testing, ethical hacking, security incident event management (SIEM) tools, threat hunting, email filtering and a host of other areas and capabilities that we need to stand up. This is analogous to building a 5-bedroom house on a 200-yearold foundation without reinforcement. Tragedy is bound to hit.

Before we do anything, we need to bring stability to that foundation. It may mean a rip-and-replace of the old technology solutions with something newer, or it may mean bringing in the latest advancements in foundation technology to reinforce what we have.

Even if we reach the point of having a “strong house”, a weak link in our supply chain can easily turn into a significant compromise.

Over the next series of articles, I’d like to provide insight into how bad actors can gain access to your digital assets without ever digitally entering your organization. I’ll show you how they can easily identify the “low-hanging-fruit” and take advantage of those that are unaware of their own cyber profile. I’ll also show you how a weak link in the supply chain will significantly increase your cyber risk factor and how bad actors will exploit that weak link.

In many organizations, the IT operations teams are often separate from the IT security teams. Some actually become adversaries and complain about how difficult the other is to work with, without really understanding the “why” behind the positions they are taking.

Even in the managed service market, managed service providers (MSP) – focused on management of the infrastructure – are separate from managed security service providers (MSSP) and rarely coordinate activities based on their common customer. Just a personal note: I do believe these two should be different companies to avoid any conflict of interest or even the appearance of “the fox guarding the hen house.” But they do need to communicate!

An MSP is typically focused on general network & system IT support, patching, backup and recovery and monitoring the infrastructure for availability, performance and event management; typically working out of a network operations center (NOC). The MSSP is focused solely on security services, such as intrusion de-

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tection, vulnerability scanning, security incident event management (SIEM), threat hunting and threat mitigation; typically working out of a security operations center (SOC).

When isolating the IT operations management (ITOM) team from the IT security team, a cone-of-silence can be created between the two teams, putting both themselves and their clients (internal and/or external) in a vulnerable situation. It is critical that both teams work together to provide a safe and secure environment to project the assets of the organization they support. Without a stable and efficient infrastructure, the security team cannot operate with confidence, not knowing if the doors and windows are locked up tight. Without the blanket of security provided by the security team, the ITOM team cannot operate effectively, always looking over their shoulder wondering when they are going to be knocked down.

During FY2022, I will provide a series of articles hitting various key areas that both the ITOM and IT security team have a shared stake in and responsibility for. We’ll look at how each of these areas impact the other as well as benefit the other. I’ll also provide recommendations on how to get the greatest impact and benefit from both.

I’ll also explain the importance of a stable infrastructure and the importance of proactively managing that infrastructure for known vulnerabilities. You’ll see that ITOM tools are capable of monitoring more than availability, performance and events. They can easily be configured to close the gaps of a weak foundation.

An organization can bring in all types of high-end cybersecurity management applications, which we fully endorse as needed. But without the applications managing the infrastructure, we have a risk manager’s nightmare.

All structures need to be built upon a strong foundation. Your cybersecurity management approach strategy is no different.

Mike Battistella is the President of Solutions3 LLC, an IT Management Company focusing on cybersecurity training & governance, IT service management, IT operations management, critical notification and technical training. Mike is also a key partner of CMMC Academy focusing on the NIST Cybersecurity Professional (NCSP) Training & Certification program.

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DISRUPTIONS & OPPORTUNITIES

PART 3

DISRUPTIONS & OPPORTUNITIES: REIMAGINING THE MEADOWLANDS ECONOMY Navigating transformation and innovation today to drive business excellence tomorrow THE COVID-19 PANDEMIC has accelerated organizations into the digital age and our economy is undergoing rapid transformation as we collide into the fourth industrial revolution, with changes emerging locally, nationally and globally.

The Meadowlands Chamber’s Business Disruptions & Opportunities initiative has been formed by members of our Board of Advisors to address how the Meadowlands regional economy responds to these changes, seizes opportunities in the rebound and future-proofs for the next generation economy.

This section, Disruptions & Opportunities, is the

primary vehicle of the initiative. Appearing as a threepart series in Meadowlands Magazine, the goal is to empower business leaders and organizations with tools and intelligence to thrive in the new economy of transformation, challenges and innovation.

We hope you will find this information useful as you and your organization prepare for the next wave of disruption and innovation.

If you are interested in submitting to upcoming installments of this special section, please contact us. We look forward to hearing from you.

Co-Chairs of the Disruptions & Opportunities initiative: Eydie Shapiro Patti Goldfarb Comfort Keepers Employee Benefits Advisors Group Board of Advisors, Meadowlands Chamber Board of Advisors, Meadowlands Chamber eydieshapiro@comfortkeepers.com pgoldfarb@ebagroup.net (201) 771-1908 (201) 255-6239

Part Of Recovery Is Cutting Costs

Here’s why you should consider reducing operating expenses I have said this many times: After payroll, employee benefits are the highest expense most businesses have.

Reducing this cost can be a monument challenge for most business owners as is finding a broker who will patiently educate them about all of the benefit and funding options available.

The pandemic has made most employers even more cost conscious about the benefit programs they offer. A few years ago, with Aetna leading the way in New Jersey, self-funding became very popular. It allowed employers with at least five employees to significantly reduce costs and, if claims were less than projected, the employer shared in the surplus.

Self-insured plans have evolved since then.

Of course, starting with large employers and slowly trickling down to the smaller ones. Now, the minimum size to self-insure in New Jersey is two employees. A newer trend, first noted 12

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Pros and Cons The most obvious risk of employing an RBP strategy is that, while the insurer is applying a payment policy based on a percentage of what Medicare is paying, there is no obligation on the physician or hospital or any other to accept this as payment in full for their service without a network. This can result in balance billing to the employee – not something any employer wants to happen. After all, unhappy employees are not productive employees.

Balance billing accounts for less than 5% of claims transactions, according to Benefits Pro. Most plans will negotiate on behalf of the employee and resolve this balance billing issue without the employee having to pay

any additional costs. However, in some extreme cases employers have been sued.

Unlike plans that do not utilize networks, a plan that uses an RBP network will not have this problem because the doctors have agreed to the reimbursement level prior to performing any services and there is no balance billing.

In order to use this approach, an unbundled Third Party Administration (TPA) firm is used and a network is rented.

This results in lower costs because TPA firms typically charge lower fees than carriers.

Most private carriers pay up to 300% of Medicare (the average is 241%) while RBP plans usually pay between 125% and 175% of Medicare, which is shown in a Bukaty Companies article. That alone results in a significant reduction in claims and leads to lower premiums.

Shifting from your current health plan to an RBP plan is not as simple as changing carriers. It requires forethought and planning, and, most importantly, educating your employees. Employee expectations must be managed, and ongoing plan communications is essential.

Communications must be ongoing, along with monitoring and tweaking the plan to make sure it is performing as expected.

In conclusion Employers willing to explore RBP need to work with a broker who is knowledgeable about RBP design (depending on the size of your company, you can implement it for certain procedures or for all claims), as well as unbundled self -insurance so they can understand all the options available to them not just the pre-packaged ones.

DISRUPTIONS & OPPORTUNITIES

around 2019, is the use of a relationship-based pricing (RBP) model of self-insured plans, which started with large employers and has trickled down to small employers.

RBP creates greater price transparency and helps employers reduce costs. Reimbursement levels are linked to Medicare reimbursement rates, which are lower than insurers can achieve because of the government’s buying power and access to hospital data. RBP plans cap the amount the plan will pay using Medicare pricing as a reference point. This often reduces employers’ health care claims spending by 20-30%, according to SHRM. Unlike traditional preferred provider organization (PPO) coverage, an RBP approach typically has no inand out-of-network payment tiers. However, there are networks available if you know where to find them. This is important, as you will see as we continue.

While all employers are in search of cost-saving options, RBP isn’t right for every business. It’s important to weigh the pros and cons to determine if an RBP option is right for your business. RBP may be used as an additional option in a mix of plan choices, or it may be applied to certain medical services and procedures.

Patti Goldfarb has specialized in employee benefits since 1983. She is currently working with a RBP network of 500,000 physicians nationally. She can be reached at (201) 255-6239 or pgoldfarb@ebagroup.net. See www.ebagroup. net for more.

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13

2021

Was a Busy Year for Deals in the Meadowlands

28

LEASES COMPLETED TOTALING 706,650 SQUARE FEET

$14,250,000 SALES TRANSACTIONAL VALUE

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HUMAN RESOURCES & OPERATIONS

Comprehensive Guide to Developing Employees Part 1: The Business Case For Employee Development

R

egardless of the size of your organization, employee development is an essential strategic tool. It can enhance an organization’s continuing growth, productivity and employee retention. However, employee development will be clunky for employees when neglecting particular challenges, leading to an uncertain value to the organization.

In this first installment of a two-part series, I will discuss the considerations in making strong business case for employee development, guidelines to consider and the various development methods available.

BERGEN ENGINEERING CO. Building Contractors – Construction Managers 375 Murray Hill Parkway East Rutherford, NJ 07073 Phone: 201- 438- 4700

Fax: 201- 438-0034

Richard Branca, President 60 Years of Construction Excellence www.BEConline.com

............................

The business case for employee development Finding qualified staff is seldom easy and may be very costly.

According to research published by SHRM, up to 83% of HR professionals are having recruiting difficulties. Within those HR professionals, 75% say there is a skills shortage in candidates.

Some key considerations: • Competition is all around us, and they are competing for both market share and engaged employees.

• Diversity, equity, and inclusion initiatives are becoming increasingly more important. A trap is allocating more energy to external recruiting than developing and promoting current employees.

• Create a culture that celebrates continuous learning and quickly adapts to new environments, protocols or shifting market demands.

• You may need to rekindle employee development initiatives. Recently, limited budgets, scarce resources, shifting business priorities, lack of time or senior management support have been impediments to a viable approach. By providing creative development, executives signal that you value employees.

• Acknowledge the need to adapt to your changing business structure. Leaner, flatter and continuously evolving organizations especially need employee development.

• Workers who receive training and educational opportunities will become more productive. While there is a concern that developing highly skilled people will leave and take

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their knowledge elsewhere, employee training usually reduces turnover and absenteeism.

• Align employee development with the organization’s strategic needs.

• Do you face the impending retirement of staff?

• What succession planning initiatives are you putting in place before you hit an emergency?

Guidelines to support employee development programs: • Find a common ground: Secure widespread agreement among executives and managers that development fits into workforce planning, succession or retention programs.

• Tie everything into performance management: Differentiate between short-term plans for projects, long-term plans for the organization, career development plans for the employee, and skill-building for immediate performance deficiencies.

Handle each at its appropriate phase of the performance management process.

• Understand what each employee values: Knowing what each employee values and how that relates to their desired development needs should significantly affect the type of development activities provided.

• Know your desired outcome: Be clear about which skills will be enhanced by particular employee development initiatives.

Although these guidelines do not guarantee a successful program, failure to follow them will almost certainly make the development program less effective for the employee and the organization.

Employee development methods Some employee development methods occur on the job, with the manager or an experienced co-worker leading the development activity on site. Other development occurs at training facilities or online.

Coaching: Coaching involves a more experienced or skilled individual providing an employee with advice and guidance. The hallmarks of 1:1 coaching are: it is personalized and customized, it has a specific business objective, and it is accomplished over time.

Approach coaching like any other strategic goal. It requires a plan to obtain results, qualified willing coaches, and a follow-up evaluation.

Mentoring: Mentoring may be formal or informal. Effective mentoring programs: • Match mentors and mentees based on skills and development needs.

• Hold both parties accountable with goals.

• Designate time & commitments needed.

• Monitor the mentoring relationship.

• Link mentoring to both talent management and business strategies.

Individual development plans (IDP): An IDP details an employee’s intentions, learning outcomes, and support, including adult learning strategies, experiential learning and interaction. It includes appraisal and assessment data that reflect actual and potential performance.

Cross-training: Cross-training refers to training employees to

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perform job duties other than those usually assigned. Cross-training can be a short-term or ad hoc fix or an ongoing, planned process and may help staff meet qualifications for future career advancement. All cross-training should begin by identifying the knowledge and skills needed for each position and understanding current employees’ proficiencies to reveal gaps.

“Stretch” assignments: Developmental assignments allow employees to develop new skills, knowledge, experience and competencies necessary for higher-level positions. Many workers do not know what experiences they will need.

Some key findings Our experience has shown: • First-level leaders are more likely to succeed if they have had more cross-functional experiences.

• Mid-level leaders are more likely to succeed if they have had experience handling tough challenges.

• Executives are more likely to succeed when they have had high-visibility experiences along with having to manage high-risk situations.

Job enlargement vs. job enrichment: Job enlargement adds more tasks and duties, typically at the same level of complexity. On the other hand, job enrichment builds more depth through more control, responsibility and discretion. Motivation is unlikely when jobs are enlarged but not enriched.

Job shadowing: Job shadowing requires more than just having an employee follow a colleague around all day. It works best when employees learn firsthand about the challenges facing people in other departments and the impact their decisions have on others.

Job rotation: Job rotation, which usually runs for a year or more, is the systematic movement of employees from job to job within an organization. Typically, formal rotation programs offer high-potential employees customized assignments to provide a view of the entire business.

Assignments can increase product quality, allow employees to explore alternative career paths and perhaps, most importantly, prevent stagnation and boredom. Downsides may include increased workload and decreased productivity for the employee, temporary workflow disruption, line managers’ possible reluctance to lose high-performing employees and the costs associated with the learning curve on new jobs.

Succession planning Succession planning uses a one- to three-year window to identify long-range needs and builds your internal talent to meet those needs.

Succession plans prepare employees for new roles in the organization - not to preselect them. Succession planning doesn’t have to be complicated and can significantly benefit smaller organizations with fewer resources.

Assessment centers An assessment center is not necessarily a physical site, but a program of tools and exercises designed to assess people’s suitability concerning a particular role. Assessment centers may be used for selection or development purposes and can involve several employees

or candidates at a time. These may involve standardized activities, games, and other simulations to help predict the candidates’ future performance.

Corporate universities Corporate universities usually focus on job-related skills, company-specific proprietary knowledge, or certification needs. They are designed to benefit the organization, not just the individual, with consistent messaging that reaches everyone.

Online development Organizations typically use classroom-based learning for topics unique to the employer and online learning for universal topics.

Online training allows for self-directed, just-in-time, on-demand instruction. Content is best delivered in small, easily understood pieces to keep employees engaged. Employees should know how to use online training systems, online support and easily access supplemental information.

Up next: In the next issue, we will identify, explore and help you better understand some of the common issues and challenges when developing employees.

Doug Brown is chairman and CEO of Paradigm Associates, LLC, based in Cranford. This national firm specializes in strategic and executive leadership development processes that create ‘Breakthrough Thinking For Your Real World.’

Visit ParadigmAssociates.us or call (908) 2764547 for more information.

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RPM is on the road to recovery from the COVID-19 pandemic, with a landmark upgrade project at the finish line.

RPM Raceway: On the Road to Recovery

A local small business defies all odds against the COVID-19 pandemic RPM Raceway | Race Play More, the country’s longest indoor track and a premier entertainment destination, was born as a family-owned business in Jersey City in 2010. Over the years, RPM has contributed in a multitude of ways to the Meadowlands’ growing tourism and hospitality industry sector. But, like nearly all businesses, the COVID-19 pandemic slammed down major roadblocks and spun RPM’s plans well off track. And while this is certainly the toughest race the business has ever faced, RPM is now on the road to recovery with a landmark upgrade project at the finish line.

For this feature piece, we sat down with Co-Owners Karen Davis-Farage (who serves on the Meadowlands Chamber’s board of advisors and the Meadowlands Live! Tourism Advisory Council) and Eyal Farage to learn more about the business’s pursuit of growth and giving back amid the unprecedented conditions of the past two years.

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hile nearly all people and businesses were faced with the hardship of the COVID-19 pandemic, RPM confronted unique roadblocks that made operations difficult and impossible at times.

Classified as part of the entertainment industry, RPM was among the first group of businesses forced to close by state authorities. The menacing unpredictability of the situation then made it very difficult to come up with a plan for the business to move forward. For many months, even as restrictions loosened on other categories of business in New Jersey, it remained unclear when or how RPM would reopen their doors.

While RPM didn’t have a blueprint or official guidance for 18

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\RPM Raceway Jersey City, the brand’s first established location, offers a variety of experiences from the Europeanstyle karts and track, to the extensive arcade options including RPM VR and RPM SIM. Food to keep your engine running is also available at The Clutch Snack Bar.

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RPM is revving up the engine and updating the customer experience with a landmark renovation plan. These update plans include a new fleet from the 2022 OTL Electro Kart line, multi-level tracks and live music.

how they should approach the situation, the team persevered – staying driven by resilience and never looking back.

Making the best of a bad situation From the onset, RPM took the wheel and digitally transformed their customer experience into virtual possibilities. With this, they formulated their very first online racing stimulation which they named RPM Sim. Notably, the proceeds gained from this venture were automatically donated to The Salvation Army and the NAACP. Upon reopening their doors, the team behind RPM ensured the implantation of safety protocols and procedures prescribed by the CDC. As per the current situation, the team is staying up to date with any new announcements regarding COVID-19.

Their main priority of protecting the safety of all workers and customers remains intact. The RPM clean team ensures a clean environment through regular cleaning and requiring masks for the safety and pleasure of all guests.

Nurturing the business It hasn’t always been a smooth ride but RPM brought back stability in the shortterm, while keeping the company’s longterm growth in mind.

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“We needed to nurture the business to overcome the losses from the pandemic,” says Eyal.

These wise words reflect a lesson many have learned since the onset of the pandemic: a business must be cared for when overcoming tragic losses and obstacles. For RPM, heeding this lesson has helped them find new ways of navigating the situation. According to Karen and Eyal, it is a matter of taking it day by day and one step at a time – finding a positive step forward in each new day.

And through it all, the RPM team keeps learning and continues to grow.

RPM renovates to make way for new experiences As a growing business, it’s important to generate new products throughout the course of the business lifecycle. As time passes us by and the world continues to modernize, RPM must keep pace with the latest technologies in its field.

RPM is committed to their guests and the experiences they provide, which is why each experience is jampacked with fun and excitement. An important goal for the company is to provide their guests with the most exhilarating experiences possible.

And it’s safe to say that, since RPM’s founding 11 years ago, they have proven

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their passion for this mission.

In fact, RPM recently decided to rev up the engine and update their customer experience with a revolutionary renovation plan. These update plans include a new fleet from the 2022 OTL Electro Kart line, multi-level tracks and live music. Pending government approvals, the project is expected to begin in February of 2022 and finish by spring.

Staying involved in the Meadowlands business community Karen plays a big part in ensuring the company is involved in the Meadowlands’ hospitourism (hospitality and tourism) industry. She has served on the Meadowlands Chamber board of advisors since the company opened in 2010 and also serves on the Tourism Advisory Council for the Meadowlands Live! | Convention & Visitors Bureau (MLCVB).

RPM’s team has strived greatly, often in the face of roadblocks, to come up with exciting ways for the company to expand on its unique value proposition. With that being said, RPM provides a variety of business-centered options that local companies can take advantage of, such as end of the year parties, appreciation gatherings, co-branded events and a fun

space outside the office for hosting meetings. OUTFRONT Media is just one of several local companies that have been hosting their offsite meetings at RPM, encouraging employees to come together and enjoy some friendly competition.

In navigating through the times we currently live in, not every company is comfortable with booking such large events. This has pushed RPM to come up with new, tailored programs. One of the tailored programs they hosted with local company Fabuwood Kitchen Cabinetry included voucher purchasing, letting them send vouchers to employees to use at their own discretion. Vouchers can also be sent to customers and clients as well, with an additional co-branding opportunity if the company so chooses.

RPM also thrives on showing appreciation to the businesses and people who helped them build up from square one. With this in mind, the team finds it important to include these companies when giving their care and appreciation around. As RPM spreads care and appreciation, the cycle always comes back around.

Karen and Eyal expressed gratitude for the support RPM received from the Meadowlands Chamber and fellow members, encouraging struggling businesses to reach out to someone on the MC staff for guidance or an ear to listen.

Building the team and giving back As a family-owned business, the RPM staff understands the importance of working together as a team and acknowledging their team members’ hard work and dedication to hospitality. These values are core to RPM’s operations.

“Employees are where the business starts,” says Eyal.

Indeed, RPM’s employees are the individuals who interact with customers on an eye-to-eye level each and every day.

Another core value that comes along with this is the act of giving back to the community, showing appreciation to those who helped push RPM Raceway to what it is today.

With this notion of giving back in mind, Karen initiated RPM’s CAReS (Cancer, Alzheimers, Recovery, those in need) program dating back to 2010 when the company was in its first steps.

“Giving back to the community allows the community to give back to us and vice versa. What goes around comes around,” says Eyal.

Karen and Eyal instill this message in their business plan. According to Karen, it’s crucial to build your brand and your reputation around something positive because customers remember your compassion, employees are attracted to your care and fellow business owners will feel comfortable forming beneficial relationships with you. All in all, this makes for a more successful path, she says.

What does the future look like?

The road to recovery from the COVID-19 pandemic is just the current race that RPM is on. Once they cross this finish line, the company’s future course includes more upgrades to their locations in Jersey City, Stamford, CT and Long Island, NY (Farmingdale). The company’s future expansion plan includes prospective locations both inside and outside of the tri-state area.

The push for such an innovative future requires the support of strong employees. Because RPM has become so surrounded with strong, compassionate employees, they are able to stay ahead of the game and provide world-class experiences.

Thanks to strong values and determination, there’s no doubt that RPM will continue to grow and give businesses and consumers in our area the gift of entertainment.

RPM Raceway is the country’s longest indoor track and a premier entertainment destination, providing an authentic, exhilarating and memorable racing experience second only to climbing into an actual race car. To learn more, visit www.rpmraceway.com. meadowlandsmedia.com

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The MC Launches Exclusive Health Benefits Program

New program aims for cost-savings, talent engagement and a healthier regional workforce

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– with notable health insurance and voluntary benefits, the program can provide MC members with significant cost-savings.

The following trusted partners are engaged with the program:

Supported by three reputable MC members dedicated to the benefits space The MC has partnered with three reputable, trusted members companies to present its exclusive Health Benefits Program. By providing organizations – especially small and mid-sized businesses

My Benefit Advisor One of the firms involved in the program is My Benefit Advisor, which has a seasoned team dedicated to “guiding employers through the complexity of planning, managing and communicating successful employee benefits programs,” said Rob Higginbotham from My Benefit Advisor.

My Benefit Advisor, comprised of local experts who know the ‘ins and outs’ of the New Jersey market, decided to partner with the MC in launching the program for four core reasons. The first two include the MC’s strong history in serving businesses to provoke innovation and economic growth, as well as the MC’s goal to drive success for all members. Next, MBA recognized the similarity between the MC’s membership

o kick off its ‘New in 22’ campaign, the Meadowlands Chamber (MC) has launched an exclusive health benefits program. The new program grants members access to substantial and costworthy employee benefits at special group rates, including health insurance, voluntary benefits and dental insurance.

With the MC Benefits Program, we aim to help small and mid-sized businesses in containing what we know is a major cost factor in operating their business,” said Jim Kirkos, president and CEO of the MC .

The program came into full effect on January 1, 2022. MC Members are eligible to join on the first of any month.

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profiles and the many nonprofits and small businesses MBA already assists. Finally, MBA was attracted to the convenience of the MC’s Meadowlands Media division as a vehicle for communicating updates and information about the program.

World Insurance The second firm partner is World Insurance, which puts small and mid-sized businesses on the path to receiving large company benefits through its association and affinity program. This uniquely created program offers seven distinct PPO plan designs, all using Aetna’s First Health network.

While the cost of the program is already greatly discounted, it can become even lower when choosing from the seven reference-based pricing (RBP) options using the Private Healthcare Systems, Inc. (PHCS) network. The decisions are not left for members to make alone. World will ensure their expert team provides

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assistance in guiding members to the right options for their particular organization and employees.

Delta Dental Lastly, the MC has partnered with Delta Dental of New Jersey and Connecticut, consisting of local and national dental benefits leaders. The company has more than 83,000,000 American members, including 1,800,000 members covered in New Jersey and Connecticut.

With that being said, Delta Dental is experienced in offering a variety of dental plan options for all sized businesses.

“Delta Dental shares the MC’s desire to see strong, resilient small businesses,” says Christian Lambrugo, sales executive of small group and individual markets at Delta Dental.

Partnering with the MC in launching the new health benefits program was the perfect opportunity for Delta Dental to extend its friendly, caring customer service, easy claims processing and easy, no-cost quotes to MC members, according to Lambrugo.

What does the program provide?

My Benefit Advisor, World Insurance and Delta Dental have joined hands with the MC in creating a brand-new health benefits program for MC members, offering costeffective, tailored options and group rates they may not otherwise have access to.

“We don’t live in a one size fits all world,” adds Terence Gorman, managing director at World Insurance Through this exclusive program, members, employees and their families can be covered. Possible coverages and benefits include: • Medical coverage • Dental and vision coverage • Medical advocacy services • Live call centers • Benefit plans that meet minimal essential coverage as mandated by the Affordable Care Act • A team of expertise to guide you before and after choosing a plan Save on coverage The MC’s new health benefits program provides a great opportunity for small and midsize members to receive high-quality 24

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benefits at lower rates. “[Participants] will realize savings of up to 35% annually, while improving the overall quality and features of their health plans,” said Gorman.

Stand out in the range of competitors Employee benefits packages have evolved in various ways over the years, as the workplace is an everchanging, continuously shifting environment. With this comes a competitive race for retaining talented and skilled employees.

The present-day standard for education means students are expected to achieve higher and obtain more prestigious levels of education, resulting in a large number of recent graduates with talent and intelligence. The race to attract and retain these individuals has sped up tremendously, picking up great speed amid the current labor shortage sparked by the COVID-19 pandemic.

As an employer, it is important that

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you are creating and updating your offered health insurance programs. For starters, a robust benefits program encourages the safety and good health of the employees in your business. Employees who are in a stronger state of wellbeing tend to evoke more compassion and pride in what they do.

Passionate, engaged workers will benefit your company simply by having the drive and motivation it takes to build the business up. In turn, consumers will also be attracted to this lively energy and choose your business for their needs.

Staying on top of the latest innovations and improvements in health benefits ensures the bar is consistently being raised to promote higher levels of employee health and wellbeing. Employees want to invest their time and dedicate their careers somewhere they are appreciated – and treated as more than just a number.

Personable, caring environments are, more times than not, the more popular, successful workplaces.

All in all, employees find it attractive when their employer prioritizes them and shows appreciation for their contribution to a business. Therefore, in order to achieve the win-win, it’s crucial to keep up with the moving trends.

Navigating a tightening labor market As previously touched upon, a “war for talent” is brewing in today’s marketplace.

This was happening even prior to 2020 but the pandemic has accelerated the labor shortage to near crisis levels.

To start off, COVID-19 has disrupted the labor market by initially requiring locations to close or limit operation. With this came insufficient incoming cash flow, forcing many businesses to furlough or let go of employees.

Another trend that impacted the job market was employees quitting their jobs for various reasons, including: • Financial insufficiency due to shift

reductions; • Safety concerns about being at work in-person; • The need to stay home with children learning remotely.

Business owners are struggling to attract and retain employees in the inconvenient, unpredictable times we are facing. Although, it is in our hopes that the pandemic will come to a complete end, it’s important to understand how to survive amid the chaos.

Notably, the pandemic has also taken a toll on individuals in a variety of ways.

Subsequently, health benefits programs – including mental health – can be a tool that businesses use to protect their workforce and navigate a tightening labor market.

Offering health benefits programs during these circumstances prioritizes employee’s mental health and wellbeing especially when it’s most necessary.

This is a huge attraction for employees

particularly in times of despair, like the present COVID-19 pandemic, because it gives them a sense of safety and care in their workplace.

“Attractive benefit offerings are critically important in attracting and retaining employees, especially in this tight labor market,” said Kirkos.

Lambrugo added, “A key ingredient for small business success is to be able to attract and retain employees with benefits that job seekers are looking for.”

The labor market is anticipated to remain tight through 2022 and beyond.

With this, it’s necessary to come up with your plan to attract, retain and engage top talent.

The MC Health Benefits Program is a great place to start.

If your organization is interested in the MC Health Benefits Program, please call (201) 939-0707 or visit meadowlands.org

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2022

MEADOWLANDS The

REGION

OPEN FOR BUSINESS.

SPECIAL SECTION:

EXCERPTS FROM 2022 MEADOWLANDS ECONOMIC DEVELOPMENT & RELOCATION GUIDE Brought to you by

I

n the following section, we offer an excerpt from the 2022 Meadowlands Economic Development & Relocation Guide, presented by the Meadowlands 2020 Foundation.

The Meadowlands 2040 Foundation, the public affairs and economic development subsidiary of the Meadowlands Chamber, is pleased to present you with another edition of this guide, aimed at showcasing the vibrant economy of the Greater Meadowlands Region – a strong and resilient ecosystem of economic progress. The guide is intended to be a valuable resource for those relocating to or prospectively researching the Meadowlands as a site for relocation, expansion and investment.

The full guide is available at meadowlandsmedia.com or you can call the Meadowlands Chamber office at (201) 939-0707 to order copies of the print edition to be mailed to you.

Meadowlands 2040 Foundation: Board of Trustees

Chairman Fletch Creamer of Creamer Environmental

Vice Chairman Bill Hanson of NAI James E. Hanson

Rich Branca, CEO of Bergen Engineering

Angelo J. Genova, Partner & Chairman of Genova Burns

Amy Herbold, Director of Development of American Dream

Alex Klatskin, CEO of Forsgate Industrial Partners

Ed Russo, CEO of Russo Development

John Saraceno, Principal of Onyx Equities

Senator Anthony Scardino Jr., former Mayor & NJ Senator of Anthony Scardino & Associates, Inc.

Debra Tantleff, Principal of TANTUM Real Estate

Peter Unanue, COO of Goya Foods

Jim Kirkos, Meadowlands Chamber

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MEADOWLANDS The

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OPEN FOR BUSINESS.

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ell-located just a few miles outside of New York City and nestled in the very heart of the bustling Northeast Megalopolis, the Meadowlands’ prime location offers businesses convenient access to some of the country’s most frequented networks of road, rail, sea and air transportation.

The Northeast Megalopolis (also known as the Northeast Corridor or the Boston–Washington corridor) is the most populous and industrialized region of the United States. And when you look at a map of this expansive urban agglomeration, the Meadowlands in particular stands out for two unique reasons: We are at the region’s geographic core and we host the central point of Megalopolis’s main thoroughfare Interstate 95, locally called the New Jersey Turnpike.

With our own high-density marketplace right here and access to well over 50 million consumers accessible within just a day’s drive, the Meadowlands is a thriving environment of immense financial resources and unlimited prospects—and is a highly sought-after spot for businesses to relocate to, start up or expand. Businesses flock here to capitalize on the ideal location, advanced infrastructure invaluable and highly-skilled human capital pool.

The Meadowlands proudly hosts not just an ecosystem of rebounding, flourishing nature but also a surging ecosystem of profound economic opportunity and boundless connections.

We’re open for business. And we invite you to discover how your organization can grow with us here in the Meadowlands.

LOCATED IN THE NO. 1 ‘BEST STATE TO LIVE’ IN THE U.S.

–WalletHub

(New Jersey)

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The following piece originally appeared in the 2022 Meadowlands Economic Development & Relocation Guide, which is now available.

Read online at meadowlandsmedia.com or call the Meadowlands Chamber at (201) 939-0707 to have the print edition mailed to you.

Bergen County

Office, retail and industrial markets are still going strong. Not to mention our malls.

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s we continue to battle our way through the COVID-19 pandemic and the stubborn delta variant, Bergen County remains resilient as a major economic engine for the New Jersey’s growing economy. Real estate, businesses, entertainment, innovation, sporting events, retail shopping, leadership, education and quality of life are all signatures of what Bergen County has to offer.

One of Bergen County’s largest economic developments is the American Dream, an entertainment destination alongside MetLife Stadium where the NY Giants and NY Jets football teams play. Expected to draw 40 million visitors annually when fully operational, the American Dream includes Nickelodeon Universe, Big Snow indoor ski, a Dream Works water park, NHL-size ice rink and hundreds of retail stores and restaurants. Since the outbreak of COVID-19, opening and reopening dates were postponed as a safeguard against the spread of the virus.

But now, American Dream stores and attractions, along with all other retail assets throughout Bergen County, are open. That includes the Westfield Garden State Plaza, a mall that attracts over 20 million visitors a year (almost the same as Walt Disney World in Florida’s 20.5 million visitors annually). Not only did it remain resilient, it recorded increases over 2019.

In addition to our many assets, what creates the overall success of Bergen County commerce is our highly skilled talent pool of over 510,000. This combined with close proximity to Manhattan, outstanding colleges and universities, top-rated hospitals and medical centers and the highest possible AAA bond rating makes Bergen County one of the most attractive and productive regions in the Country to site selectors and prospective businesses looking for office, industrial/warehouse and retail space.

Many marquee corporations call Bergen home. Corporations including Becton Dickinson, Stryker, Jaguar, Unilever, Samsung, Dassault Falcon, Volvo, Sharp, Konica Minolta, LG Electronics, BMW and others. What’s more, thousands of small businesses and Main Street shops line our 70 municipalities. And since we’re talking numbers, in total, there are over 46,000 business establishments in Bergen, and 1,500 are manufacturers.

In order to assist the business community across Bergen County, the Bergen County Division of Economic Develop30

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Bergen County at a glance • • • • • • • • • • • • •

Aaa bond rating Tax base of nearly $170 billion More than 940,000 residents Median HH income of $97,483 which is 53% > the nation’s 46,000+ businesses and over 510,000 skilled workers Diverse mix of 70 beautiful towns 9,000+ acres of park and recreation 73 highly-sought-after school districts Nationally ranked medical centers and hospitals Over 15 colleges and universities Vibrant downtowns for dining and shopping Theaters, arenas and concert halls Home of two major NFL teams

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MEADOWLANDS The

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OPEN FOR BUSINESS.

With nearly 70 vibrant municipalities made up of one million residents Bergen County is no doubt a wonderful place to live, work and raise a family. Bergen County attracted thousands of visitors each day to our businesses, educational facilities, historical sites and special events – and as we continue to fight our way through this pandemic, it is our hope that even better days lie ahead.

Our retail shopping facilities are second to none and Bergen Community College attracts students from across the county, state and country. Places to visit include the Meadowlands, the Steuben House (home to the Bergen County Historical Society), Overpeck Park, the Bergen County Zoo in Van Saun Park and the New Jersey Naval Museum – just to name a few which have reopened to the public after months of quarantine.

As the largest county in New Jersey, Bergen County offers a sizable pool of diverse, well-educated, highly skilled workers who have adapted well to working remotely during this turbulent time. Our business community is a thriving mix of Fortune 500 companies and small businesses alike. My administration is always proud to partner with agencies and organizations to grow our economy and capitalize on opportunities for public-private partnerships.

We continue to strive every single day to make Bergen County the best place for our residents, businesses and visitors. This guide is a valuable resource of information for anyone who lives or works in Bergen County. I urge you to take advantage of the programs and opportunities available in Bergen County government for future growth and opportunities.

Should you ever need anything, please do not hesitate to reach out to me and my staff by calling (201) 336-7300 or emailing countyexecutive@co.bergen.nj.us. My staff and I are always happy to help.

Sincerely, Jim Tedesco III Bergen County Executive

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ment under the leadership of County Executive Jim Tedesco, has introduced a new platform called SizeUp. This sophisticated new business tool allows businesses to “Size Up” by comparing their performance to all other competitors throughout their industry. SizeUp super-crunches millions of data points so business owners know where they rank, can find new customers and suppliers, and better understand the competitive landscape.

With SizeUp, you can target your ideal customers based on the preferred client characteristics that matter to your company. Then, determine the best places to target your next marketing campaign. In addition, interactive map demographic, labor force, and consumer expenditure data for your area are at your fingertips.

SizeUp allows you to tailor your analysis to the area around your address, or to a custom boundary throughout multiple markets.

Market research and analysis is critical for the success of any small business owner or entrepreneur.

Tools like SizeUp deliver data right to the fingertips of business owners to help make smart decisions and have the greatest opportunity to start, grow, compete and succeed.

For more information on Bergen County real estate, business tax incentives, SizeUp and more, visit www.bergenforbusiness.com today or call me at (201) 336-7503. Hope to hear from you.

Michael McPartland is the Deputy Director of the Bergen County Division of Economic Development.

Russo Development is a designer, builder and owner of commercial, residential and mission-critical properties throughout the New York metropolitan area.

With over 3,100 luxury apartment homes throughout North Jersey, we have homes to suit all lifestyles.

Visit VermellaNJ.com for details about all of our communities.

Vermella Lyndhurst

201.487.5657 | www.RussoDevelopment.com | www.VermellaNJ.com

2022

MEADOWLANDS The

REGION

OPEN FOR BUSINESS.

SizeUp

34

The 4 Core Digital Tools

BENCHMARK PERFORMANCE See how you size up by comparing your performance to all other competitors in your industry. SizeUp super-crunches millions of data points so businesses know where they rank.

DEMOGRAPHIC ANALYSIS Interactively map demographic, labor force, and consumer expenditure data for your area. Tailor your analysis to the area around your address, or to a custom boundary.

DISCOVER NEW CUSTOMERS Find new customers, suppliers, and better understand the competitive landscape. Visualize new business opportunities through lists of companies and analysis of consumers.

OPTIMIZE ADVERTISING Target your ideal customers based on the preferred client characteristics that matter to your company. Then, determine the best places to target your next marketing campaign.

meadowlandsmedia.com

February/March 2022

MEADOWLANDS EAT & DRINK Al Di La Italian Bistro (East Rutherford) (201) 939-1128

Angelo’s Ristorante (Lyndhurst) (201) 939-1922 Applebee’s Bar and Grill (Clifton) (973) 471-6161 Annabella’s Find Foods, Inc. (East Rutherford) (201) 804-0303

BUSINESS INSURANCE CONSULTANTS ALL FORMS OF COVERAGE PUBLIC ENTITY BONDS CONSTRUCTION CASUALTY

PROPERTY LIFE/HEALTH AUTOMOBILE HOMEOWNERS

PROFESSIONAL INSURANCE ASSOCIATES A Division of World Insurance Associates, LLC

James V. Gardella - President Professional Insurance Associates 429 HACKENSACK STREET • CARLSTADT, NEW JERSEY 07072 Phone: (201) 438-7500 • Fax: (201) 438-8781

Visit us at: www.pianj.com

Bagels Plus & Deli (Secaucus) (201) 330-0744 The Barrow House (Clifton) (862) 336-7070 Bazzarelli Restaurant & Pizzeria (Moonachie) (201) 641-4010 Big Bowls Little Plates (Secaucus) (201) 514-4163

Bonefish Grill (Secaucus) (201) 864-3004 Boogie Woogie Bagel Boys (Weehawken) (201) 863-4666

Caffe Capri (East Rutherford) (201) 460-1039 Carrabba’s Italian Grill (Secaucus) (201) 330-8497 Casa Giuseppe Restaurant & Bar 503 (Lyndhurst) (201) 460-0060

Chevys (Clifton) (973) 777-6277 Chili’s Restaurant (Secaucus) (201) 319-0804 Chipotle Mexican Grill (Secaucus) (201) 223-0562 Colonial Diner (Lyndhurst) (201) 935-3192

Non-Transferrable. Non-Combinable. Must book by December 31, 2020.

Ghost Hawk Brewing Company (Clifton) ghosthawkbrewing.com Good Chinese Kitchen (North Bergen) (201) 295-0806 Hoboken Road Tavern (East Rutherford) (201) 939-1128 Houlihan’s (Secaucus) (201) 330-8856

Il Villaggio (Carlstadt) (201) 935-7733

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

Stamford | Jersey City | Long Island

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

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

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

Mention this ad upon inquiry

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

Il Cafone (Lyndhurst) (201) 933-3355

Burger King (Secaucus) (201) 325-0498

YOUR NEXT EVENT

Firenza Pizza (Secaucus) (201) 210-2562

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

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

10% OFF

Finch’s (Rutherford) (201) 231-3141

CUPS frozen yogurt- that’s hot (Secaucus) Dunkin Donuts/ Subway (Secaucus) (201) 617-9200 Elia (East Rutherford) (201) 939-9292

Jack Austin’s (Weehawken) (201) 348-4444 Justin’s Ristorante II (Wood-Ridge) (201) 933-4276 La Reggia Restaurant & Banquets & Lounge (Secaucus) (201) 422-0200 Marco Polo Pizza/ Breakfast Grill (Weehawken) (201) 863-0057 Mamma Vittoria (Nutley) (973) 662-0242 Masina Trattoria Italiana (Weehawken) (201) 348-4444 McDonalds (North Bergen) (201) 868-9888 Medieval Times Dinner & Tournament (Lyndhurst) (201) 933-2220 Morton’s The Steakhouse (Hackensack) (201) 487-3614 Mr. Bruno’s Pizzeria & Restaurant (Lyndhurst) (201) 933-1588 Oceanaire Seafood Room (Hackensack) (201) 343-8862 Olive Garden (Secaucus) (201) 867-3543 Outback Steakhouse (Secaucus) (201) 601-0077 Panera Break (Secaucus) (201) 348-2846 Pink at Meadowlands Racing and Entertainment (East Rutherford) (201) 842-5013 Poke Bros (Secaucus)

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February/March 2022

Red Lobster (Secaucus) (201) 583-1902

MEADOWLANDS EAT & DRINK

Redd’s Restaurant & Bar (Carlstadt) (201) 933-0015 Ruth’s Chris Steak House (Weehawken) (201) 863-5100 Ruth’s Chris Steak House (Jersey City) (201) 448-8664 Ruth’s Chris Steak House (Paramus-Maywood) (551) 258-0013 Rutherford Pancake House (Rutherford) (201) 340-4171

Saladworks (East Rutherford) (201) 939-8886 Sals Good Eats (Teterboro) (201) 375-4949

Segovia Restaurant (Moonachie) (201) 641-4266 Shannon Rose (Clifton) (973) 284-0200 Spuntino Wine Bar & Italian Tapas (Clifton) (973) 661-2435 Starbucks Coffee (East Rutherford) (201) 438-0584

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

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

Subway (Weehawken) (201) 865-2500

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

Subway (Secaucus) (201) 325-0300 Subway (North Bergen) (201) 869-4469 Tokyo Hibachi & Buffet (Secaucus) (201) 863-2828 Top That! Donuts (Rutherford) (201) 559-5485

Starbucks Coffee (Secaucus) (201) 223-4924

Vesta Wood Fired Pizza & Bar (East Rutherford) (201) 939-6012 Volare’s Restaurant (Rutherford) (201) 935-6606 Wayback Burger (Secaucus) (201) 293-4654 Yard House (East Rutherford) (201) 528-2875

MEADOWLANDS TRANSPORTATION

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

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

Academy Bus, LLC (201) 420-7000

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

Axis Global Systems, LLC (718) 458-3666 Country Club Services (973) 376-4352 Empire CLS Worldwide Chauffeured Services (888) 826-3431 EZ Ride (201) 939-4242 Lyft Lyft.com

Meadowlands Exposition Center (Secaucus) (201) 330-7773 16 W Marketing (Rutherford) (201) 635-8000 4 Wall New York (Moonachie) (201) 329-9878 Al Di La Fine Italian Private Catering (Rutherford) (201) 939-1128

NJ Transit (973) 491-8903, www.njtransit.com NY Waterway (201) 902-8700 Panorama Tours (973) 470-9700 Vander Plaat Executive Limo (201) 891-3856

EVENTS & CATERING

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

Bounce Music & Entertainment (Englewood Cliffs) (201) 482-8191 Cliffhanger Productions Inc. (Rutherford) (201) 460-1489 Freeman (Kearny) (201) 299-7400

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

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

Any Excuse For A Party (973) 808-8700

Il Villaggio (Carlstadt) (201) 935-7733

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

In Thyme Catered Events (River Vale) (201) 666-3353 Jimmy’s Artistice Creations (East Rutherford) (201) 460-1919

LTB Entertainment (Secaucus) (201) 282-1117 Mamma Vittoria (Nutley) (973) 662-0242 Meadowlands Racing and Entertainment (East Rutherford) (201) 842-5013 Nanina’s In The Park (Belleville) (973) 751-1230 Party Supplies Co, Inc. (Rutherford) (646) 431-1805 Personal Touch Experience & Catering (Hackensack) (201) 488-8820 Pink at Meadowlands Racing and Entertainment (East Rutherford) (201) 842-5013 Sal’s Good Eats (Teteroboro) (201) 375-4949

Seasons Catering (Washington Township) (201) 664-6141 Sterling Affair Caterers (Carlstadt) (201) 372-0734 Sweet Dreams Studio- Photo Booth (Madison) (703) 585-4704 Unique Event Center (Little Ferry) (201) 880-5025 United Eventurers (201) 694-6583 Venetian (Garfield) (973) 546-2250 Wall Street Cafe & Catering (Lyndhurst) (201) 933-1099 Willwork Inc. (Woodland Park) (201) 321-1135

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February/March 2022

37

EXPLORE THE MEADOWLANDS ECOTOURISM Hackensack Riverkeeper (Hackensack) (201) 968-0808 NJSEA- DeKorte Park (Lyndhurst) info@njsea.com / (201) 460-1700 River Barge Park and Marina (Carlstadt) (201) 460-1700

BERGEN COUNTY PARKS Belmont Hill County Park (Garfield) Borg’s Woods Nature Preserve (Hackensack)

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

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

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

Losen Slote Creek Park (Little Ferry)

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

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

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

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

Laurel Hill Park (Secaucus) (201) 915-1386 Overpeck County Park (Leonia) (201) 336-7275 Pascack Brook County Park (Westwood) (201) 336-6000 Ramapo Valley County Reservation (Mahwah) (201) 327-3500

Dahnert’s Lake County Park (Garfield)

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

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

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

HUDSON COUNTY PARKS Mercer Park (Bayonne) Stephen R. Gregg Park (Bayonne) (201) 858-7180 Columbus Park (Hoboken) (201) 915-1388 Liberty State Park (Jersey City) (201) 915-3403

Braddock Park (North Bergen) (201) 915-3188 Laurel Hill Park (Secaucus) (201) 915-1388

NJSEA PARKS Richard W. DeKorte Park (Lyndhurst) (201) 460-1700 River Barge Park and Marina (Carlstadt) (201) 460-1700

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

STAY IN THE MEADOWLANDS Aloft Secaucus Meadowlands (Secaucus) (201) 809-1000

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

AVE CLIFTON (Clifton) (973) 859-3200

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

Best Western Premier NYC Gateway Hotel (North Bergen) (201) 758-5770 Canopy by Hilton Jersey City Arts District (Jersey City) (800) 445-8667

Fairfield Inn By Marriott (North Bergen) (201) 272-6600 Hampton Inn (Carlstadt) (201) 935-9000

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

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

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

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

Courtyard by Marriott (Wayne/ Fairfield) (973) 646-3377 Crowne Plaza (Saddle Brook) (201) 880-5952 Econo Lodge (Carlstadt) (201) 935-4600 Element (Harrison) (862) 234-4922 Element New York/ WoodRidge (Wood-Ridge) (201) 460-0790

38

Hilton Hasbrouck Heights (Hasbrouck Heights) (201) 288-6100 Hilton Meadowlands (East Rutherford) (201) 896-0500 Holiday Inn Hasbrouck Heights (Hasbrouck Heights) (201) 288-9600 Holiday Inn Secaucus Meadowlands (Secaucus) (201) 809-4746

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February/March 2022

Holiday Inn Express (Paramus) (201) 843-5400 Holiday Inn Express Hotel & Suites (Carlstadt) (201) 460-9292 Home2 Suites by Hilton Hasbrouck Heights (Hasbrouck Heights) (201) 552-5600 Homewood Suites by Hilton (East Rutherford) (201) 460-9030 Homewood Suites by Hilton (Teaneck/ Glenpointe) (201) 883-1777 Hyatt Place Secaucus/ Meadowlands (Secaucus) (201) 422-9480 La Quinta Inn & Suites Clifton/ Rutherford (Clifton) (973) 778-6500 La Quinta Inn & Suites (Secaucus) (201) 863-8700 MC Hotel (Montclair) (973) 329-5500 Red Roof Inn (Secaucus) (201) 319-1000

Renaissance Meadowlands Hotel (Rutherford) (201) 231-3100 Residence Inn (East Rutherford) (201) 939-0020 Residence Inn (Saddle River) (201) 934-4144 Residence Inn by Marriott Port Imperial (Weehawken) (201) 758-7922 Residence Inn by Marriott Secaucus Meadowlands (Secaucus) (201) 223-9901 Saddle Brook Marriott (Saddle Brook) (201) 843-9500 Sheraton Lincoln, Harbor Hotel (Weehawken) (201) 617-5600 SpringHill Suites East Rutherford Meadowlands/ Carlstadt (Carlstadt) (201) 935-9400 Teaneck Marriott at Glenpointe (Teaneck) (201) 836-0600

DESTINATION MEADOWLANDS

RECREATION, SPORTS & ENTERTAINMENT

Hornblower Cruises & Events (888) 467-6256

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

Kerasotes Showplace 14 Secaucus (201) 210-5364

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

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

Bowlero Wallington (Wallington) (973) 773-9100

Meadowlands Racing & Entertainment (East Rutherford) (201) 460-4166

HEALTH, FITNESS & BEAUTY

Chuck E. Cheese’s (North Bergen) (201) 861-1799

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

Durkan Fencing Company (South Hackensack) (201) 880-9585

Haircutter in the Meadow (Secaucus) (201) 863-3900

MetLife Stadium (East Rutherford) (201) 559-1562

Jenny Craig (Secaucus) (201) 330-0110

Entertainment Cruises | Spirit of New York & New Jersey Dining Cruises (201) 333-8600

NY Giants (East Rutherford) (201) 935-8111

Field Station: Dinosaurs (Leonia) (855) 999-9010 Fun Ghoul Costume Co. (Rutherford) (201) 460-1489 GolfTec (Englewood) (201) 567-0103 High Exposure Rock Climbing/ Ninja Warrior Gym (Northvale) (201) 768-8600

NY Jets (Florham Park) (516) 560-8100 NY Red Bulls (Harrison) (201) 583-7000 NY Waterway (Weehawken) (201) 902-8700 RPM Raceway (Jersey City) (201) 333-7223 Statue Cruises (Jersey City) (201) 432-6321

ECOTOURISM

SHOPPING MALLS/ CENTERS

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

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

American Dream (East Rutherford) 1(833) AMDREAM

Hackensack Riverkeeper (Hackensack) (201) 968-0808

GNC Live Well (Secaucus) (201) 348-9549

The Plaza at Harmon Meadow (Secaucus) (908) 226-5285 Newport Centre (Jersey City) (201) 626-2025 The Mills at Jersey Gardens (Jersey City) (908) 436-3005 The Shops at Riverside (Hackensack) (201) 489-0151

King’s Court Health & Sports Club (Lyndhurst) (201) 460-0088

Westfield Garden State Plaza (Paramus) (201) 843-2121

LA Fitness Signature Club (Secaucus) (201) 751-9940

Outlet Shopping

Calvin Klein Company Store (Secaucus) (201) 223-9760

Poofy Organics (Rutherford) (201) 438-6800 Sally Beauty Supply (North Bergen) (201) 295-0020

Gucci (Secaucus) (201) 392-2670 Tommy Hilfiger (Secaucus) (201) 863-5600

SOJO Spa Club (Edgewater) (201) 313-7200

Statue of Liberty & Ellis Island (212) 344-0996

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Contact: info@loadingdock.com 973-471-4060

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meadowlandsmedia.com

February/March 2022

39

INDEX OF ADVERTISERS Allstate Agency, www.allstate.com/kmeredith........................................................ 35 Bank Card Systems, www.bcspos.com.................................................................... 33 MEDIA & COMMUNICATIONS DIVISION

WE TELL THE STORY. INTEGRATED PRINT & DIGITAL MEDIA PACKAGES

Bogota Savings Bank, www.bogotasavingsbank.com.............................................. 1 Branca Properties Inc., www.brancaproperties.com............................................... 15 CBH Care, www.cbhcare.com.................................................................................. 17 Felician University, www.felician.edu....................................................................... 5 Frank’s GMC, www.franksgmc.com......................................................................... 17

print & digital visibility packages for your business

Goya, www.goya.com............................................................................................... 1 Guzzo & Guzzo Architects, www.gg-architect.com.................................................. 27 Hackensack Meridian Health, www.hackensackumc.org.......................... Back Cover Hartz Mountain Industries, www.hartzmountain.com........................................... 31 Horizon Blue Cross Blue Shield of New Jersey, www.horizonblue.com............................................................... Inside Back Cover Il Villaggio, www.ilvillaggio.com....................................................Inside Front Cover

Meadowlands Magazine is

NOW REACHING

50,000 +

BUSINESS OWNERS/ EXECUTIVE AUDIENCE (TOTAL BASED ON PRINT & DIGITAL DISTRIBUTION)

J. Fletcher Creamer & Son, www.jfcson.com........................................................... 29 Jewel Electric, www.jewelelectric.com.................................................................... 26 JLL, www.us.jll.com.................................................................................................. 2 KAD Associates, www.kad-associates.com.............................................................. 31 NAI James E. Hanson, www.naihanson.com.......................................................... 14 Overhead Door, www.DockNDoor.com................................................................... 39 Professional Insurance Agents, www.pia.org.......................................................... 36 Prologis, www.prologis.com................................................................................... 39 RPM Raceway, www.rpmraceway.com.................................................................... 36 Russo Development, www.russodevelopment.com............................................... 33 Scarinci Hollenbeck, www.scarincihollenbeck.com.................................................. 7 Solutions3, www.solutions3llc.com........................................................................ 11

Now publishing: Meadowlands Magazine Meadowlands Live! | Visitors Guide Economic Development & Relocation Guide The Table: Metropolitan NJ Dining Guide Emerging Leaders Podcast Meadowlands Minute with Steve Adubato Financial Futures: Business 4.0

Think Tank with Steve Adubato, www.nj.com/SteveAdubato.................................... 9

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

ADVERTISING CONTACT: MARTHA MORLEY 201) 493-7996 | GREERENTPS@AOL.COM

Call for new items! If your organization has news or announcements

MEADOWLANDSMEDIA.COM

JGaravente@meadowlands.org or call (201) 939-0707

40

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February 2022

to share with our audience, please send to Joe Garavente at

Here when you need us most.

Now and always.

We’re making it easier to get the care you need, like chatting with a nurse or having a virtual doctor visit 24/7 at no cost.

HorizonBlue.com/Coronavirus

Horizon Blue Cross Blue Shield of New Jersey is an independent licensee of the Blue Cross and Blue Shield Association. The Blue Cross® and Blue Shield® names and symbols are registered marks of the Blue Cross and Blue Shield Association. The Horizon® name and symbols are registered marks of Horizon Blue Cross Blue Shield of New Jersey. © 2020 Horizon Blue Cross Blue Shield of New Jersey. Three Penn Plaza East, Newark, New Jersey 07105

HACKENSACK UNIVERSITY MEDICAL CENTER

SAFE, QUALITY CARE FROM NJ’S #1 HOSPITAL Being recognized by U.S. News & World Report as the state’s #1 adult and children’s hospitals, and receiving an “A” grade for safety from Leapfrog, is a reflection of our commitment to quality care. These recognitions come with the responsibility to uphold such standards. They also come with the expectation to deliver the same level of care that it took to earn these distinctions, consistently and under any circumstances even a pandemic.

Hackensack University Medical Center continues to provide exceptional care from cardiac procedures to diagnostic screenings, surgeries and emergencies, cancer treatment, and child birth -all in a safe and healing environment.

To learn how you can safely return for care visit HackensackMeridianHealth.org or call 844-HMH-WELL.