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VOL. 36 NO. 20
MAY 15 - 21, 2025
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State revamps NUMC board
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Natalie Toler, Lic. Assoc.
Meet V.S. 13’s candidates for school board By JUAN LASSO jlasso@liherald.com
Courtesy Long Island Jewish Valley Stream Hospital
Arlene Ramirez, head of nursing in the Emergency Department at Long Island Jewish Valley Stream hospital, with scissor, said the staff is excited about the renovated space and is undergoing rigorous, simulation-based training to implement a new evidence-based split-flow model that will deliver faster, safer care.
Hospital nears completion of its new Emergency Department By JUAN LASSO jlasso@liherald.com
Years of incremental construction and quiet logistical maneuvers have the Long Island Jewish Valley Stream Hospital entering the final phase of a $31 million renovation to its emergency department. The conceptual work at play is to move patients through the system faster, with fewer and greater clinical precision. The centerpiece of the overhaul is a redesigned emergency department lobby and a novel intake system known as split-flow. While most emergency departments rely on triage nurses to prioritize patients before they wait—sometimes for hours—to see a doctor, Valley Stream’s new model flips the
process. Patients will now encounter a physician in the waiting room, who will direct care at the point of entry. In short: medical decisions begin immediately. “People don’t come to the hospital to fill out paperwork. They come to see a doctor,” said Dr. Salvatore Pardo, Chair of Emergency Medicine at LIJ Valley Stream. “This model gets care started faster and, more importantly, gets the right patients to the right place without unnecessary delays.” The new emergency room will serve a projected 55,000 patients annually—up from 44,000. The redesigned space doubles the department’s square footage, adds three dedicated intake rooms, and integrates directly with Valley Stream’s broader hospital infraContInuED on pAgE 9
Ahead of next Tuesday’s school board election, the Herald posed three key questions to candidates running in contested races across Valley Stream District 13. The questions focus on leadership stability, transparency, and fiscal responsibility—issues that have sparked intense community conversation in recent months. The race for Vincent Caposio’s seat features candidates Anthony Bonelli and Cecil Mathew. Q1: Recent administrative shifts—such as the sudden reassignment of Howell Road School’s principal after 24 years—have raised concerns about leadership continuity. With long-serving principals nearing or eventually approaching retirement, how would you work to retain and attract strong new leadership and ensure a smooth transition across schools? Matthew: Strong schools start with strong leadership. Sudden changes understandably raise concerns, which is why I would advocate for a
more intentional approach to leadership development and succession planning. T hat includes mentoring emerging leaders, preserving institutional knowledge, and involving the community in meaningful ways. We should be proactive— developing leaders from within while also welcoming new voices that align with our district’s values. With guidance from the superintendent and current administrators, this kind of thoughtful, collaborative process can ensure smoother transitions, greater continuity, and ultimately stronger outcomes for students and staff alike. B o n e l l i : With a strong, active, and responsible Board o f T r u s t e e s, t h e n e g at ive impact of a principal or superintendent’s departure can be minimized. Unfortunately, Dr. LaRocca has gotten away with going against a significant number of parents and teache r s i n r e a s s i g n i n g M r. Huplosky to Wheeler Avenue School. It makes no managerial sense to remove a respected and dedicated principal from one school just to fill a gap in another. Howell now has to spend its resources getting a new principal up to speed. ContInuED on pAgE 7