More » Progress to Come

All outdated patient rooms eliminated. Total bed size to increase to 240. r Expansion ol present emergency department to include new cardiac : trauma room, triage area, plus larger waiting and treatment areas Expansion of out-patient departments to include additional examination rooms and special sameday surgery pre-op and recovery facilities Expanded facilities for respiratory department and non-invasive cardiac laboratory Expansion of physical therapy and rehabilitation department £ Expansion of clinic areas Expansion of social service facility to provide private counselling areas and additional office space * Expansion of present pharmacy to twice its current size Expansion of medical records offices Relocation and expansion of administrative faciliUes Expanded business offices and data processing facilities Relocation and expansion of volunteer facilities New and enlarged physician's library and lounge New integrated plant operations system for heating, cooling, and emergency services for entire complex, including a money-saving energy management system and all new fire alarm system

Administrator’s Note:

I have been administrator here for eight years, and in that short span I have seen the walls of this institution pushed out to make space for progress three different times. I have also watched the boundaries of custom and thought pushed aside to make way for new ideas. These trends will continue as we move forward together into the future. Thirty-two years ago, Mr. Burdette Tomlin started the development of this hospital by providing a $25,000 challenge gift to the people of Cape May County. The people responded then and have been responding ever since. Our $25 million new building is backed up by over $1 million in community support. With the opening of the East Wing, we are setting the physical and programmatic foundation for the provision of heajth care to the people of Cape May County for the last two decades of the 20tn century. The recent growth of our hospital has been

stimulated by response to needs created by two prime factors: the rapidly developing population in Cape May County, and the accelerated development of medical technology. A sensitive leadership has responded to these factors with growth that is both physical and perhaps more importantly, programmatic. \ Yes, we are adding beds. But as this report indicates, we are also adding new specialties, services and methods of treatment. These additions are the ones which are helping us become a full service community hospital. Leadership has set the pace. But carrying out the progress has been a cooperative effort that extends across the entire hospital communitymedical staff and health care team, volunteers, auxilians, and thousands of community members. • We share the pride. WM. H. WALDRON, III Administrator

Administrative Team

Brian Buonanni

BRIAN BUONANNI. assistant administrator ■ operations, is rpsponsibie for the doily functioning of most hospital deportments' ^ ' "Many people do not realize what a key role the hospital has in the Cope May County economy. We are the largest private locally-based employer.” he points out. It takes approximately 600 employees to keep this facility operating and that number will increase as we move into the new facilities." Mr. 8uononn : joined the hospital staff three years ago with experience opening two other health core facilities. Mr. Buonanni was recently elected o fellow of the American College of Hospital Administrators. He holds o Masters degree in special education and rehabilitation from Boston College, and o Masters degree in hospitolcmd health . care administration from St. Louis University.

Theresa M. Barter, R.N. THERESA M. KARTER. R.N.. assistant administrator - nursing. has held the position for eight years. During that time, the role of the nurse has undergone dynamic changes. ‘Nurses hove always been entrusted with the major portion of the physical care of patients.* she says. Now they are extending their professional role to include more active involvemeQl in planning functions.' ‘Nursing staff here know the needs on patient floors and they hove participated in every stage in the design of the new facilities.' she relates. Ms. Karter received her nurse's training at Roxborough Memorial School of Nursing. Roxborough. Pennsylvania. She earned a Bachelor of Science degree in health administration and psychology from St. Joseph's College. North Windham. Maine, and a Masters of business administration from Mon mouth College. West Long Branch. New Jersey.

James E.. Smyth JAMES E. SMYTH, assistant administrator • finance joined the staff in 1976. Before coming to Burdette Mr. Smyth hod ten years experience in hospital finance. The hospital is a business.’ he soys. Its very survival depends on fiscal responsibility.' "With the ever increasing amount of government regulation and the new D*G system of reimbursement, the management task grows ever more difficult. Burdette Tomlin has been a leader in the use of the computer os on aid to fiscal planning. It was one of the first hospitals in the state to produce Specially designed reports interpreting complex data for use in planning to ensure maximum PRO reimbursement. Mr. Smyth holds a Bachelor of Science degree £ in accounting and a Masters in business administration in accounting and taxation from FoiHeigh Dickinson University.